maricopa county annual business strategies for 1999-2000 Strategies 2000 credits board of supervisors Fulton Brock - Chairman District 1 Don Stapley District 2 Andrew Kunasek District 3 Janice K. Brewer District 4 Mary Rose Garrido Wilcox District 5 county administrative officer David R. Smith deputy county administrator Sandra L. Wilson manager - office of management and budget Christopher Bradley, CIA office of management and budget Maricopa County 301 W. Jefferson, Suite 1070 Phoenix, Arizona 85003 (602) 506-7280 FAX (602) 506-3063 www.maricopa.gov i maricopa county annual business strategies for 1999-2000 table of contents Credits How To Use This Document i vi executive summary County Administrative Officer’s Transmittal Letter Financial Structure and Operation Budget Process Policies and Their Budgetary Impact County Judicial Branch Economic Development, Non-Profits, Agricultural Extension and Accommodation Schools Library District - Fund Balance Spend-Down 1 7 9 12 17 17 17 summary schedules Consolidated Revenues and Expenditures by Category - FY 1999-00 Final Budget Consolidated Revenues and Expenditures by Category - FY 1998-99 Restated Budget Consolidated Revenues and Expenditures by Category - FY 1998-99 Adopted Budget Sources of Funds Uses of Funds Reconciliation of Expenditures FY 1998-99 Adopted To FY 19998-99 Restated Budget Reconciliation of Expenditures FY 1998-99 Restated to FY 1999-00 Adopted Budget Consolidated Revenues by Fund / Department Consolidated Revenues by Department and Fund Revenue Sources and Variance Commentary Comparative Tax Data Reconciliation of Preliminary Tax Levy and SRP Payments in Lieu of Taxes to Revenue Budget Levy Limit Levy Limit Calculation Expenditure Limitation General Fund Beginning Fund Balance Commentary Risk Management Fund Status Consolidated Expenditures by Fund / Department Consolidated Expenditures by Department and Fund Consolidated Expenditures by Fund/Object Jail and Juvenile Detention Fund Summary General Government Expenditure Variance Commentary Major Maintenance Project Summary Healthcare Mandates Expenditure Variance Commentary Maricopa Integrated Health System Expenditure Variance Commentary Budget Issues Commentary Eliminations Summary Transfers by Fund Direct Assessment Special Districts Secondary Roll Street Lighting Improvement District Levies Secondary Roll 19 20 21 22 22 23 26 29 32 34 48 49 50 51 51 52 53 54 57 59 66 67 70 72 73 75 81 82 84 86 personnel plan Introduction Summary Findings Personnel Savings ii 91 91 96 Annual Business Strategies personnel plan (continued) Attrition Separations Recruitment Strategies Innovations and Competition Position Control Budgeted Position Summary 101 103 107 112 115 115 capital projects Capital Improvement Projects Operating and Capital Budgets – Their Relationship Capital Improvement Program (CIP) The Capital Budget The Capital Budget and Planning Process Capital Improvement Plan General Government Projects Criminal Justice Facilities Other Projects Capital Projects Department Summary 119 119 119 119 120 121 122 125 125 127 debt service Debt Management Policy Debt Issuance Policies 131 139 county at a glance Profile Economy Population Employment Retail Sales Construction and Real Estate Market Health Care Criminal Justice Technology 145 146 147 149 150 150 151 152 156 departmental budget schedules Countywide Organizational Chart Elected Officials Elected Biographies Assessor Attorney Board Of Supervisors Clerk Of The Superior Court Constables Recorder Sheriff’s Office Superintendent Of Schools Treasurer 157 159 160 164 168 178 189 201 205 210 225 229 iii maricopa county annual business strategies for 1999-2000 departmental budget schedules (continued) Judicial Branch Judicial Organizational Chart Superior Court Judges - Biographies Adult Probation Justice Courts Juvenile Probation Superior Court Appointed Organizational Chart Animal Control Services Board Of Supervisors Clerk Chief Information Officer Community Development Correctional Health County Administrative Officer County Call Center Criminal Justice Facilities Debt Service Elections Eliminations Emergency Management Environmental Services Equipment Services Facilities Management Finance General Government Health Care Mandates Housing Human Resources Human Services Indigent Representation Internal Audit Judicial Mandates Management and Budget Maricopa Health Plans Maricopa Health System Materials Management Medical Eligibility Medical Examiner Organizational Planning and Training Parks and Recreation Planning and Development Public Fiduciary Public Health Research and Reporting Risk Management Solid Waste Telecommunications Transportation iv 233 233 236 239 245 253 263 279 279 280 287 291 295 300 307 311 316 321 323 327 329 336 343 348 354 359 371 374 378 384 390 397 402 406 410 420 428 434 438 443 447 458 466 471 479 484 490 495 500 Annual Business Strategies departmental budget schedules (continued) Special Districts Organizational Chart Flood Control District Library District Stadium District-Cactus League Stadium District-Major League 507 507 508 514 520 530 business plan Executive Summary Business Plan Development Business Plan Update Organization Position Financial Strategies Performance Measures Strategies Information Technology Strategies Justice and Law Enforcement Strategies Capital Improvements Projects Strategies Community Service Strategies Community Health Strategies Maricopa Integrated Health System Strategies Employee and Human Resource Strategies Efficiency Strategies Legislative Strategies 537 538 540 546 552 571 572 577 583 589 593 597 598 602 603 attachments Policy Guidelines for the Development of the FY 1999-00 Budget Budget Calendar Lump Sum Budgeting Policy Guidelines Funded Positions Policy Reserve and Tax Reduction Policy Cash Flow and General Fund Minimum Fund Balance Memo Countywide Competitive Analysis Policy Policy for Administering Grants Indirect Cost Policy for Grant Programs General Government Policy General Fund Vehicle Replacement Chart of Accounts 605 608 609 611 613 615 617 633 637 639 641 643 glossary Terms, Fund Descriptions and Acronyms acknowledgements 663 676 v maricopa county annual business strategies for 1999-2000 how to use this document The Maricopa County Annual Business Strategies document is divided into ten major sections: Executive Summary, Summary Schedules, Personnel Plan, Capital Projects, Debt Service, County at a Glance, Departmental Budget Schedules, Business Plan, Attachments, and the Glossary. These sections contain critical information that is paramount to the administration of this County and are in compliance with the quality standards set by the Government Finance Officers Association (G.F.O.A.) for budget documents. The 1999-00 Maricopa County Annual Business Strategies publication aims to be more than just a resource of numbers and graphs. It has been designed to serve as the primary reference for public policy, operating guidelines, financial and strategic planning and most of all, a communications tool that will enable this jurisdiction to effectively achieve its goals. The major divisions within this document are outlined for the reader in the following paragraphs: executive summary This section provides a global perspective of the strategic and tactical planning for Maricopa County and emphasizes the arduous process of developing sound budget and financial plans. Additionally, this section contains a description of the budget process, its cycle, timeline, budget modification policies, legal compliance, the financial structure and operation, and a review of policies and their impact on the budget process. summary schedules This section includes the consolidated revenues and expenditures by category and purpose, consolidated revenues and expenditures by department/fund, sources and uses of funds, revenue comparisons for local and non-local sources, transfers by fund, and various revenue and expenditure summaries for all the funds, and tax and levy expenditure limitations. personnel plan This section provides an overview of both financial and human resource issues that have occurred over the past fiscal year and trends for FY 1999-00. An outline of our position control process, maintenance, historical tracking of position data and the position budgeting process is also provided. A summary listing of the number of positions is presented for all departments. capital projects This section includes an explanation of the capital project funds and their relationship and impact on operating budgets. Bond projects are listed along with other capital improvement projects throughout Maricopa County. debt service This section provides a Debt Management Policy outlining financial alternatives, bond variations, debt issuance policies, and maturity structures. Schedules for General Obligation, Special Assessment, Housing, Stadium District, and Debt Service Obligation Bonds are also included. county at a glance This section provides general introductory and quick reference information about Maricopa County, describing current environmental trends and characteristics that affect this jurisdiction and the decision making processes. This information includes a map, demographics, employment statistics, economic trends, service trends, technology and legislation. departmental budget schedules This section provides the financial budget detail at the departmental activity level. The Elected Departments of the County are presented first. The organizational structure of these departments and biographical sketches for the Board of Supervisors and other Elected Officials are included. The Judicial Branch is next, followed by the Appointed Departments of the County. Lastly, Special Districts under County jurisdiction are presented. Detail of the FY 1999-00 budget broken down by department appropriations, revenue summary, comparison by object code, total budget by program, and agency detail by object code is also provided. A listing of budgeted positions by working title is also included. vi Annual Business Strategies business plan This comprehensive section of the document describes, in detail, the strategic plans of Maricopa County as constructed throughout the development of the 1999-00 Business Plan. The previous year’s accomplishments and new strategies are also outlined. attachments This section includes the various attachments referenced throughout the document. glossary This section includes the terms, fund descriptions and acronyms used by Maricopa County. vii maricopa county annual business strategies for 1999-2000 uTHIS PAGE INTENTIONALLY LEFT BLANKt viii maricopa county annual business strategies for 1999-2000 Strategies 2000 executive summary county administrative officer’s transmittal letter To: Fulton Brock, District 1, Chairman Don Stapley, District 2 Andrew Kunasek, District 3 Janice K. Brewer, District 4 Mary Rose Garrido Wilcox, District 5 As the new millennium approaches, I respectfully present to you the FY 1999-00 Final Budget. The total budget is $1.842 billion (with Special Districts) which is a 7.45% increase from the FY 1998-99 adjusted-revised budget. The larger than normal increase is attributed to a substantial increase in criminal justice issues including the initial phases of the new detention facilities approved by the electorate in November of 1998. The budget contains funds for beginning critical infrastructure projects, which are discussed in greater detail later in this letter. The Final Budget was developed in conjunction with the Board approved budget guidelines. I believe that this budget provides a solid foundation for continued fiscal stability while improving services to the citizens of Maricopa County. responsible resource planning The 1999-00 budget is a roadmap for future fiscal success. It is a plan to ensure fiscal integrity with our citizens, and it incorporates sound tax policies and financial forecasting. It is a budget that I am confident to present. the budget development process The budget process is a collaborative effort between all County offices and departments. The Office of Management and Budget, Human Resources, and the Maricopa County Elected Officials, the Judicial Branch, and Appointed County departments all participated fully. Negotiation sessions were held with all parties to discuss their base budget and budget issues. Detailed reviews of the budgets occurred prior to the negotiation sessions, and allowed a fruitful discussion to transpire. Many departments were able to fund their compensation or other budget concerns within their base budget, thereby offsetting the need for new funding. *99-00 98-99 97-98 96-97 95-96 94-95 93-94 Tax Rate Trend 92-93 91-92 90-91 89-90 88-89 property tax rate reduction and capital funding plan I am pleased to recommend that the 1999-00 Property budget contains a proposed tax rate reduction. $ 1 . 6 0 The overall tax rate for Maricopa County of $1.6475 per 100 of assessed valuation has $ 1 . 5 0 been held flat for the last eight years. However $ 1 . 4 0 in 1999-00, the recommended plan is to reduce $ 1 . 3 0 the overall tax rate by 2.27 cents. The new $ 1 . 2 0 overall tax rate, including the special districts will $ 1 . 1 0 be $1.6248. As the fastest growing County in $ 1 . 0 0 the nation, demand for our services is high. $ 0 . 9 0 However, with the growth in our assessed valuation, state assistance on the Arizona Long Primary -Term Care System (ALTCS) and continued Debt Service fiscal discipline, we have been able to cover the *Budgeted need for additional services. Flood Control District Library District 1 maricopa county annual business strategies for 1999-2000 The proposed tax rate reduction corresponds to the actual decrease in the debt service levy. This is a modest dividend to the taxpayer from the Board's "pay as you go" financial strategy. As the General Obligation debt is repaid over the next 5 years, the levy needed, and subsequently the tax rate, will gradually decrease again until 2004 when the debt is completely retired. In the meantime, the County is planning to utilize mostly cash to fund a number of capital projects. These include: adult and juvenile detention facilities, downtown property acquisitions, a medical examiner building, justice courts, Spur Cross Ranch, and initial planning for both a multi-purpose building on the hospital campus and a new administration building in downtown Phoenix. This cash or certificate of participation approach will save taxpayers millions of dollars in interest that would occur if long term financing were pursued for all of these projects. The total of the cash funded projects is $890.8 million over the next five years including Transportation and Flood Control infrastructure. The interest that will be saved is $311.1 million within the Detention and General Funds. On November 3, 1998, the voters approved proposition 400 and 401. Proposition 400 authorized a temporary 1/5 of a cent dedicated sales tax to build and operate County Adult and Juvenile detention facilities. The dedicated sales tax is to sunset when either we reach $900 million or 9 years, whichever occurs first. Proposition 401 adjusted the County’s expenditure base to allow the county to spend the tax monies. Since the original citizen committee plan was to fund both construction and operation of the adult and juvenile detention facilities, the sunset of the tax could be problematic if the County does not have the revenue base needed to continue to operate the jails beyond 2007. To avoid this situation, the Office of Management and Budget completed a 15year financial forecast and financial strategy that was incorporated into the Board approved budget guidelines for 99-00. The forecast illustrated that it may be possible for the County to fund the operational costs within our existing revenue sources if conservative fiscal policies were adopted and followed. Below is a list of the policy recommendation that the Board of Supervisors has endorsed. u Schedule construction and opening of facilities so that they can be operated as soon as possible with existing resources. u As much as possible, jail tax revenue should be used solely for construction-related and other major one-time expenditures. u Current jail and juvenile detention operating costs should be held to a minimum, and not exceed the required Maintenance of Effort, if possible. u New facility operating costs should be funded as much as possible by General Fund allocations above and beyond the required Maintenance of Effort. u Other operating expenditures, including alternative jail population reduction programs, should be given priority consideration for funding within the General Fund. u If all else fails, pursue Legislative authority for new or expanded revenue due to the critical public safety nature of these services. The 1999-00 budget incorporates these principles into our recommendations. The budget presented has $105,210,845 in operating expenses for Correctional Health, Juvenile Detention, and Sheriff Detention. The amount transferred from the General Fund to cover these operational costs is $88,825,845, which includes $81,486,796 for the Maintenance of Effort and $7,339,049 to cover the additional operating issues above the base Maintenance of Effort. In addition to the General Fund contribution, the operating costs are offset by an additional $16,385,000 in revenue generated by the jail per diem rate. The total amount of these sources ensures that operational costs are covered by existing ongoing revenue. The Capital Improvement Plan, the Integrated Justice and Law Enforcement System and other one-time expenditures will utilize the sales tax funds. The detail regarding the detention funds can be found on page 48 of this budget document. performance budgeting Performance measurement and accountability has arrived in Maricopa County. A major theme of the Maricopa County 1999-00 budget is a focus on private sector-like measures of efficiency, cost effectiveness, and overall accountability. Performance measurement allows us to emphasize bottom line deliverables achieved by each program or department. Particular emphasis has been placed on development of measures that track outcomes and which can show public benefits. Some of this information was used to make funding decisions and will allow us to monitor the effectiveness of such decisions into the future. The performance measurements are collected by department or functional area, and include measures of service demand, as well as unit cost and customer satisfaction. The following are some Countywide measurement examples. 2 maricopa county annual business strategies for 1999-2000 u The County Call Center estimates that calls from citizens will increase by 50% by the end of FY 98-99. An estimated 1,250,000 calls will be received in 99-00, all handled, on average, within one minute. u The Recorder’s Office anticipates 750,000 Internet hits to images of documents recorded, which is a significant increase from the 100,000 in FY 97-98. In addition, the volume of recordings of deeds, mortgages, and tax liens in the Recorder’s Office is up 30% over last year, all processed daily. u 65% of all children in the County age two or under will be immunized in FY 99-00. The level of coverage has shown consistent improvement. In total, 95,500 children (0-18) are expected to be immunized in upcoming fiscal year; a 71% increase over the 56,000 children immunized in FY 96-97. u The number of dog licenses sold is estimated to be 247,000 or 48% of dogs owned in the County. This compliance rate is among the highest in the United States, but needs improvement. A backlog of license processing has been reduced to zero as of April 1999. u The success of the Juvenile Probation program is measured by probation release processes. In 1997-98, 76% released under standard probation were successful, and that percentage has increased to 78.6% in 1998-99. These are just a few examples of the kind of measurement standards being utilized and reviewed during the budget process. Maricopa County will continue to improve our accountability processes, and to demonstrate to the citizenry that our funds spent are achieving positive outcomes. major county activities maricopa integrated health system’s financial success Under the leadership of Quorum Health Resources, Inc., a national healthcare management firm, the Maricopa Integrated Health System is pleased to report favorable financial performance for FY 1998-99 with a forecasted net income of $16 million. This strong financial performance enables the Maricopa Integrated Health System to fund $21.5 million in facility, medical equipment and infrastructure improvements for the heath system in 1999-00. Unlike most public hospital systems in the United States, the Maricopa County Health System requires no County General Fund subsidy to provide for indigent care, for the second year in a row. justice and law enforcement A primary responsibility of government is to provide public safety. Most citizens associate public safety with the city in which they live, and with their City Police Force. However, the County is responsible for nearly all of the felony cases in the criminal justice system after the point of arrest. The County funds the prosecutors and public defenders, the court system, the probation department and the jail and juvenile detention facilities. These often forgotten components of the criminal justice system must be funded appropriately for our citizens to enjoy a secure environment for our growing communities. As the fastest growing County in the nation, we have seen a huge increase in volume associated with these activities. Average Daily Jail Population 7200 7138 7050 P o p u l a t I o n 6997 7028 7045 7039 7059 6959 7000 6810 6800 6605 6558 6600 6614 6533 6397 6400 6200 Mar- Apr- May- Jun98 98 98 98 Jul- Aug- Sep- Oct- Nov- Dec- Jan- Feb- Mar- Apr98 98 98 98 98 98 99 99 99 99 As was stated above, in November of 1998, the citizens approved a dedicated sales tax to fund the construction and operation of adult and juvenile detention facilities. This initiative will allow the County to relieve the overcrowding in our facilities, and keep up with the growth expected as the population in Maricopa County continues to climb. In addition to funding the first 3 maricopa county annual business strategies for 1999-2000 phase of construction of the facilities, which will be discussed in further detail later in this document, the County is funding alternative jail 22.72 23 population management programs. Programs which are included in the 21.93 budget are: early disposition court for 22 21.42 the Southeast complex, video 21.21 N 20.97 20.89 arraignment, Juvenile Court service u 20.9 20.85 20.85 21 20.57 center, criminal quad coordination, m 20.37 20.16 20.25 20.21 initial appearance court expansion, b D and juvenile prevention and detention e a 20 alternative programs. Further, many r y of the justice agencies are receiving s 19 funding for technology, which should O result in expanded efficiencies. All of f 18 these initiatives are expected to speed up the processing time of 17 criminal cases, which will have a M a r - Apr- M a y - Jun- Jul- Aug- Sep- O ct - Nov- Dec- Jan- Feb- M a r - Aprpositive impact on the number of 98 98 98 98 98 98 98 98 98 98 99 99 99 99 inmates housed in the jail and juvenile facilities. Initiatives funded in FY 1999 are appearing to have that effect on the inmate populations. The graph above illustrates a drop in the average daily inmate population and the average length of stay in the jails. This will help reduce overcrowding in existing jails and allow for the orderly addition of new facilities over the next 3 – 5 years. Average Jail Length of Stay Maricopa County Administration and the Judicial Branch have agreed that, beginning in FY 1999-00, the County will initiate a process of replacing Superior Court Commissioner positions with judgeships. At present, Maricopa County has 71 Superior Court judgeships, approximately 25 less than the constitutional limit. But, the County funds an equal number of Court Commissioners. The maintenance of Court Commissioners places a greater financial burden on the County than an equivalent number of Superior Court Judges. (Counties fund 50% of the salaries of regular judges, and the remainder is funded by the State of Arizona. But counties must pay for 100% of the cost of Court Commissioners.) This innovative solution is wise public policy and will give the Judicial Branch greater flexibility as they embark on their case processing reform. We are genuinely excited about the possibilities new judicial resources bring to handling growing caseloads. In addition, prior to July 31, 1999, the Court and the Office of Management and Budget will make a recommendation on the possible addition of three new special assignment court divisions, which will also assist in addressing the criminal case backlog. Funds for the new court divisions have been provided in the budget presented. infrastructure Maricopa County is preparing to move into the 21st century with an eye on the future direction of technology and business processes. The County’s infrastructure will be tied closely to innovative solutions that will change the way we interface with our service users. The Internet and the County’s website have already impacted many departments’ operational processes, and with new web-based technology, video-conferencing, and teleworking alternatives, we are reevaluating our technological and space needs. The 1999-00 budget has funds to expand our technological solutions and to resize our physical infrastructure. new facilities Maricopa County has a basic, conservative approach to dealing with financial issues. The Board of Supervisors has approved a Reserve and Tax Reduction Policy. This policy requires funding one-time capital with cash to avoid incurring debt, as long as sufficient reserves remain to ensure financial stability. In accordance with this policy, the Office of Management and Budget is proposing that $40 million be transferred from the General Fund to the Capital Improvement Program to fund various infrastructure projects. This will allow the County to begin a number of critical projects, eventually reduce or eliminate ongoing lease costs of $4,915,271, and avoid the borrowing costs that would be incurred with a pure financing approach. 4 maricopa county annual business strategies for 1999-2000 General Fund projects that will be undertaken in 1999-00 include: a Medical Examiner building, a Public Health/multi-purpose facility, planning for a downtown administration building, land acquisition, and the purchase of existing buildings to replace leased space or antiquated existing County-owned buildings. Land acquisition, planning and construction will begin on the new adult and juvenile detention facilities. Funds in the amount of $55.0 million have been budgeted for these activities. The first facility is scheduled to open in 2001. This table details the planned facilities and the proposed completion dates. Adult & Juvenile Detention Facilities FACILITY Downtown Parking Structure • 1500 spaces • Forensic Science Institute • Correctional Health Admin Juvenile Detention and Courts • 268 Beds at Durango • 12 courtrooms • 120 beds and courtroom in Mesa Downtown Adult Jail • 1360 beds (pretrial) • Central Intake Durango Jail • 1865 beds (sentenced) • Central Kitchen and Laundry • Central Infirmary • Central Warehouse SCHEDULED COMPLETION FY 2001-02 FY 2002-03 FY 2003-04 FY 2005-06 technological improvements Maricopa County believes that investing in technology is a sound way to ensure modernization, efficiency and improved customer service. The 1999-00 budget has funds in the amount of $3,865,675 recommended for new technology, plus those listed below. This is the last year of the Y2K funding needed to bring existing technology forward into the next millennium. $5.5 million is earmarked for these projects. Another technological necessity is the 800-megahertz frequency change mandated by the Federal Government. This switchover will also occur in the year 2000. An appropriation of $4.7 million is budgeted for this item, which will benefit the Sheriff’s Office. A major initiative that is underway is the development of an integrated justice and law enforcement system. This project is a collaborative effort between the Judicial Branch, the County Attorney’s Office, the Public Defender, the Sheriff’s Office, and other justice agencies. This system will provide the technological backbone to begin to coordinate and reengineer the criminal justice system, to greater efficiency. Other technology funding was provided for replacement or additions of phone systems, personal computers, IT security, fiber optics, imaging systems, video equipment, geographic information systems, and CAD systems. employment challenges The employment market in the Phoenix Metropolitan area is very competitive with an Attrition Comparison unemployment rate of 2.8% as of March 1999. Using The Bureau Of National Affairs, Inc. Calculation In order for Maricopa County to meet our 20% mandates and provide quality services to our constituents, we must have basically competitive salaries for our employees. This 15% Maricopa County challenge has becoming increasingly difficult, as salaries soar and the unemployment rate 10% drops. Historically, Maricopa County’s salaries Public Sector have been below market. Our new 5% compensation strategy is to be within 5% of the market midpoint within 3 – 4 years. We are in 0% the third year of our plan. We believe that this *3rd Qtr Western Region FY 95-96 FY 96-97 FY 97-98 YTD 98-99 will allow us to hire and retain the talent needed to meet our organizational goals. The 1999-00 13.9% 14.7% 18.5% 15.5% Maricopa County 13.2% 13.2% 14.4% 14.4% budget has $12.9 million in budget issues Public Sector 12.0% 12.0% 14.4% 14.4% Western Region funded to address primarily market-driven *BNA Public Sector and Western Region reported as of 12/31/98. compensation. Another $4.3 million is being held in contingency pending review by Human Resources. 5 maricopa county annual business strategies for 1999-2000 attrition The chart above shows an attrition rate comparison using the Bureau of National Affairs, Inc. (BNA) information. Using BNA standards, Maricopa County’s attrition has continued to grow at a faster rate than the nation’s public sector rate and its western region rate of attrition. However, in 1998-99, the trend is positive, with the gap narrowing somewhat. This is attributed to the market rate adjustments that have occurred during FY 1998-99. conclusion I want to thank the Board of Supervisors for their leadership in the development of this financial plan. The budget guidelines adopted by the Board provided the needed direction to produce a sound, quality budget for the citizens of Maricopa County. I also want to thank the Elected Officials, the Judicial Branch and the Appointed Officials who worked cooperatively with us again this year. This overall budget will carry us into the 21st century with a very strong financial structure. Sincerely, David R. Smith County Administrative Officer 6 maricopa county annual business strategies for 1999-2000 financial structure and operation introduction The accounting policies of Maricopa County conform to general accepted accounting principles applicable to governmental units as promulgated by the Governmental by the Governmental Accounting Standards Board (GASB). A summary of the County’s more significant accounting policies are presented. fund accounting The County’s accounts are maintained in accordance with the principles of fund accounting to ensure that limitations and restrictions on the County’s available resources are observed. The principles of fund accounting require that resources be classified for accounting and reporting purposes into funds or account groups in accordance with the activities or objectives specified for those resources. Each fund is considered a separate accounting entity, and its operations are accounted for in a separate set of self-balancing accounts that comprise its assets, liabilities, fund equity, revenues, and expenditures or expenses. Account groups are reporting devises to account for certain assets and liabilities of the governmental funds not recorded directly in those funds. A description of the fund categories, types, and account groups are as follows. governmental funds Account for the County’s general government activities using the flow of current financial resources measurement focus and include the following funds types: u The General Fund is the County’s primary operating fund. It accounts for all financial resources of the County, except those required to be accounted for in other funds. u The Special Revenue Funds account for specific revenue sources, other than expendable trusts and major capital projects, that are legally restricted to expenditures for specific purposes. u The Debt Service Funds account for resources accumulated and disbursed for the payment of general longterm debt principal, interest, and related costs. u The Capital Projects Funds account for resources to be used for acquiring or constructing major capital facilities, other than those financed by Proprietary Funds. proprietary funds Account for the County’s ongoing activities that are similar to those found in the private sector using the flow of economic resources measurement focus. The County’s proprietary funds include the following fund types: u The Enterprise Funds account for operations that are financed and operated in a manner similar to private business enterprises, in which the intent of the Board of Supervisors is that the costs (expenses, including depreciation) of providing goods and services to the general public on a continuing basis be financed or recovered primarily through user charges; or for which the Board of Supervisors has decided that periodic determination of revenues earned, expenses incurred, or net income is appropriate for capital maintenance, public policy, management control, accountability or other purposes. u The Internal Service Funds account for the financing of goods and services provided by the department of agency to the County departments or agencies, or to other governments on a cost-reimbursement basis. fiduciary funds Account for assets held by the County on behalf of others, and include the following types: u The Expendable Trust Fund is accounted for in essentially the same manner as the governmental fund types, using the same measurement focus. Expendable trust funds account for assets where both the principal and interest may be spent. u The Agency Fund is custodial in nature and does not present results of operations or have a measurement focus. This fund is used to account for assets that the government holds for others in an agency capacity. 7 maricopa county annual business strategies for 1999-2000 account groups Used to establish control and accountability for certain County assets and liabilities that are not recorded in the funds and include the following two groups: u The General Fixed Assets Account Group accounts for all fixed assets of the County, except those accounted for in Propriety Funds. u The General Long-Term Debt Account Group accounts for all long-term obligations of the county, except those accounted for in Propriety Funds. basis of accounting Basis of Accounting relates to the timing of the measurements made, regardless of the measurement focus applied, and determines when revenues and expenditures or expenses are recognized in the accounts and reported in the financial statements. The financial statements of the Governmental, Expendable Trust, and Agency Funds are presented on the modified accrual basis of accounting. Revenues are recognized when they become measurable and available to finance expenditures of the current period. Expenditures are recognized when the related fund liability is incurred, except for principal and interest on general long-term debt that are recognized when due. However, since debt service resources are provided during the current year for payment of general long-term debt principal and interest due early in the following year, those expenditures and related liabilities have been recognized in the Debt Service Funds. Those revenues susceptible to accrual prior to receipt are property taxes; franchise taxes; special assessments; intergovernmental aid, grants and reimbursements; interest revenue; charges for services; and sales taxes collected and held by the State at year end on behalf of the County. Fines and forfeits, licenses and permits, rents, contributions, and miscellaneous revenues are not susceptible to accrual because generally they are not measurable until received in cash. The financial statements of the Proprietary Funds are presented on the accrual basis of accounting. Revenues are recognized when they are earned, and the expenses are recognized when they are incurred. budgeting and budgetary control The County is required by Arizona law to prepare and adopt a balanced budget annually for the General, Special Revenue, Debt Service, and Capital Projects Funds. Arizona law further requires that no expenditure shall be made or liability incurred in excess of the amounts budgeted except as provided by law. Appropriation levels are established on a departmental basis and lapse annually. Transfers during the year from the contingency account to a department’s budget require approval of the Board of Supervisors. Budgeted amounts are reports as originally adopted or as adjusted by allocations from reserves (contingency) or as amended by authorization from the Board of Supervisors. The County budgets for Governmental Fund types on a basis consistent with generally accepted accounting principles (GAAP), with the exception of the following types of transactions: u u u u Capital Lease Transactions Bond Issuance Transactions Transfers In and Transfers Out in the Debt Service Funds Arizona Long-Term Care System Refund budgetary basis of accounting The adopted budget of the County is prepared on a basis consistent with generally accepted accounting principles with the following exceptions. The activity in the law Library, Sports Authority, Probate Programs, Regional Schools, and taxpayers’ Information Funds is not specifically budgeted, but is presented as separate funds in the Comprehensive Annual Financial Report (CAFR). 8 maricopa county annual business strategies for 1999-2000 budget process introduction Maricopa County’s fiscal year begins July 1 and ends the following June 30, coinciding with the State of Arizona’s fiscal calendar. The Maricopa County budget process is closely tied to the strategic planning process, forming a continuous cycle of planning-budgeting-evaluation. fiscal year 1999-00 budget process Budget Process Timeline September Activity November October January December March February May April July June August Revenue forecasting based on economic trends OMB developing budget guidelines and establishes expenditure levels Board of Supervisors approve Budget Guidelines Internal Service Fund (ISF) cost estimates submitted to the OMB OMB prepares documents for departments to use for budget preparation Budget kick-off meetings held; budget targets, guidelines, policies, and other documentation distributed; training provided Departments prepare budget requests Departmental budget requests received OMB reviews budget requests The Deputy County Administrator (DCA) reviews appointed departments’ budgets County Administrative Officer and DCA negotiate budgets with Elected Officials and Judicial Branch Elected Officials and Judicial Branch budget requests presented to the Board of Supervisors OMB consolidated the County's Tentative Budget County Administrative Officer presents Tentative Budget to the Board of Supervisors Board of Supervisors approves Tentative Budget Public meetings held in Supervisorial Districts to solicit public comment FY 1999-00 Final Budget is adopted by the Board of Supervisors Property tax rates are approved by the Board The FY 1999-00 budget process began with the revenue forecasting based on economic trends. This became the cornerstone for revenue projections for FY 1999-00. While keeping the County's strategic plan in mind, the Office of Management and Budget began developing budget guidelines and established expenditure levels, which 9 maricopa county annual business strategies for 1999-2000 the Board of Supervisors approved on November 30, 1998. Internal Service Fund (ISF) cost estimates where submitted to the Office of Management and Budget (OMB) in late December for inclusion in the budget training materials. Budget kick-off meetings were held in mid-January with departments. Budget targets, budget guidelines, policies, and all other necessary documentation was distributed and further training was provided to requesting departments. The Office of Management and Budget received departmental budget requests in late February and reviewed them through the end of March. The Deputy County Administrator (DCA) reviewed the appointed departments’ budgets beginning of mid-March through mid-April. Shortly thereafter, the County Administrative Officer and Deputy County Administrator began the budget negotiation process with the Elected Officials and the Judicial Branch. These budget requests were presented to the Board of Supervisors on April 5, 1999. Through early May, the Office of Management and Budget consolidated the County's Tentative Budget and the County Administrative Officer presented it to the Board of Supervisors on May 24th, and the Board approved it on June 1st. Public meetings were scheduled in all Supervisorial Districts through mid-June to solicit public comment. The FY 1999-00 Final Budget was adopted by the Board of Supervisors on June 21, 1999. The property tax rate was later approved by the Board on August 16, 1999. fiscal year 2000-01 budget process The FY 2000-01 budget process will be similar to that of FY 1998-99. Beginning in July 1999, various management reports will be prepared based on the need to review issues that will have an impact on the future year’s budget. At the same time, an annual review of fees will be initiated. This process, in conjunction with other revenue forecasting based on economic trends, will be the cornerstone for revenue projections for FY 2000-01. While keeping the County's strategic plan in mind, the Office of Management and Budget will begin developing budget guidelines and establishing expenditure levels, which the Board of Supervisors will approve in late November 1999. Following this Board action, budget kick-off meetings will be held with departments. Budget guidelines, policies, and necessary documentation will be distributed, as well as, training on the budget preparation system will be provided to departments. The Office of Management and Budget will receive departmental budget requests in late February and will review them through the end of March. The Deputy County Administrator (DCA) will then review the appointed departments’ budgets and, along with the County Administrative Officer (CAO), begin the budget negotiation process with the Elected Official and the Judicial Branch. This process is expected to last through late April. Through early May, the Office of Management and Budget will consolidate the County's Tentative Budget, which includes the maximum expenditure limits. The County Administrative Officer will present the preliminary budget to the Board of Supervisors in mid-May, and the Board is slated to approve it a week later. Public hearings will be scheduled in the Supervisorial Districts through mid-June to solicit public comment. The final budget is scheduled for adoption by the Board of Supervisors shortly thereafter. The property tax rate, which must cover the expenditure total in the approved annual budget, is scheduled to be set by the third Monday in August. statutory requirements The Maricopa County budget adoption process is guided by various Arizona statutes. According to A.R.S. § 4217101, “On or before the third Monday in July each year the governing body of each county and incorporated city or town shall prepare: 1. A full and complete statement of the political subdivision's financial affairs for the preceding fiscal year. 2. An estimate of the different amounts that will be required to meet the political subdivision's public expense for the current fiscal year entered in the minutes of the governing body and containing the items prescribed by section 42-17102. 3. A summary schedule of estimated expenditures and revenues that shall be: (a) Entered in the minutes of the governing body. (b) Prepared according to forms supplied by the auditor general." A.R.S. § 42-17102 states, “A. The annual estimate of expenses of each county, city and town shall include: 1. An estimate of the amount of money required for each item of expenditure necessary for county, city or town purposes. 2. The amounts necessary to pay the interest and principal of outstanding bonds. 3. The items and 10 maricopa county annual business strategies for 1999-2000 amounts of each special levy provided by law. 4. An amount for unanticipated contingencies or emergencies. 5. A statement of the receipts for the preceding fiscal year from sources other than direct property taxes. 6. The amounts that are estimated to be received during the current fiscal year from sources other than direct property taxes and voluntary contributions. 7. The amounts that were actually levied and the amounts that were actually collected for county, city or town purposes on the primary and secondary property tax rolls of the preceding fiscal year. 8. The amounts that were collected through primary property taxes and secondary property taxes levied for the years before the preceding fiscal year. 9. The amount that is proposed to be raised by direct property taxation for the current fiscal year for the general fund, bonds, special assessments and district levies. 10. The separate amounts to be raised by primary property tax levies and by secondary property tax levies for the current fiscal year. 11. The amount of voluntary contributions estimated to be received pursuant to section 48-242, based on the information transmitted to the governing body by the department of revenue. 12. The maximum amount that can be raised by primary property tax levies by the county, city or town pursuant to article 2 of this chapter for the current fiscal year. 13. The amount that the county, city or town proposes to raise by secondary property tax levies and the additional amounts, if any, that the county, city or town will levy pursuant to the authority given to the governing body by the voters at an election called pursuant to article 5 of this chapter. 14. The property tax rate for county, city or town purposes for the preceding fiscal year for the primary property tax and the secondary property tax. 15. The estimated property tax rate for county, city or town purposes for the current fiscal year for the primary property tax and the secondary property tax. 16. The expenditure limitation for the preceding fiscal year and the total amount that was proposed to be spent for the preceding fiscal year. 17. The total expenditure limitation for the current fiscal year. 18. The amount of monies received from primary property taxation in the preceding fiscal year in excess of the maximum allowable amount as computed pursuant to article 2 of this chapter. B. The estimate shall be fully itemized according to forms supplied by the auditor general showing under separate headings: 1. The amounts that are estimated as required for each department, public office or official. 2. A complete disclosure and statement of the contemplated expenditures for the current fiscal year, showing the amount proposed to be spent from each fund and the total amount of proposed public expense. C. The total of amounts proposed in the estimates to be spent shall not exceed the expenditure limitation established for the county, city or town.” According to A.R.S. § 42-17103, “A. The governing body of each county, city or town shall publish the estimates of expenses and a notice of a public hearing and special meeting of the governing body to hear taxpayers and make tax levies at designated times and places. B. The estimates and notice shall be published once a week for at least two consecutive weeks after the estimates are tentatively adopted in the official newspaper of the county, city or town, if there is one, and, if not, in a newspaper of general circulation in the county, city or town. C. If a truth in taxation notice and hearing is required under section 42-17107, the governing body may combine the notice under this section with the truth in taxation notice.” A.R.S. § 42-17104 states, “A. The governing body of each county, city or town shall hold a public hearing and special meeting on or before the seventh day before the day on which it levies taxes as stated in the notice under section 42-17103. Any taxpayer may appear and be heard in favor of or against any proposed expenditure or tax levy. B. If a truth in taxation notice and hearing is required under section 42-17107, the governing body may combine the hearing under this section with the truth in taxation hearing.” The budget is adopted per A.R.S. § 42-17105, “A. After the hearing on estimates under section 42-17104 is concluded, the governing body shall convene in a special meeting and finally determine and adopt estimates of proposed expenditures for the purposes stated in the published proposal. B. The adopted estimates constitute the budget of the county, city or town for the current fiscal year. C. The total amounts that are proposed to be spent in the budget shall not exceed the total of amounts that were proposed for expenditure in the published estimates.” Beginning with the Fiscal Year 1997-98 budget process, A.R.S. §42-17107, otherwise know as the “Truth in Taxation” legislation went into effect, which states that, “A. On or before July 1, the county assessor shall transmit to the county, city or town an estimate of the total net assessed valuation of the county, city or town, including an estimate of new property that has been added to the tax roll since the previous levy of property taxes in the county, city or town. If the proposed primary property tax levy, excluding amounts that are attributable to new construction, is greater than the amount levied by the county, city or town in the preceding tax year in the county, city or town: 1. The governing body shall publish a notice that meets the following requirements: (a) The notice shall be published twice in a newspaper of general circulation in the county, city or town. The first publication shall be at least fourteen but not more than twenty days before the date of the hearing. The second publication shall be at least seven but not more than ten days before the date of the hearing. (b) The notice shall be published in a location other than the classified or legal advertising section of the newspaper in which it is published. (c) The 11 maricopa county annual business strategies for 1999-2000 notice shall be at least one-fourth page in size and shall be surrounded by a solid black border at least one-eighth inch in width.” Tax rates are set according to A.R.S. § 17151, which states that, “A. On or before the third Monday in August each year the governing body of each county, city, town, community college district and school district shall: 1. Fix, levy and assess the amount to be raised from primary property taxation and secondary property taxation. This amount, plus all other sources of revenue, as estimated, and unencumbered balances from the preceding fiscal year, shall equal the total of amounts proposed to be spent in the budget for the current fiscal year. 2. Designate the amounts to be levied for each purpose appearing in the adopted budget. 3. Fix and determine a primary property tax rate and a secondary property tax rate, each rounded to four decimal places on each one hundred dollars of taxable property shown by the finally equalized valuations of property, less exemptions, that appear on the tax rolls for the fiscal year and that when extended on those valuations will produce, in the aggregate, the entire amount to be raised by direct taxation for that year. B. The governing body of a county, city, town or community college district shall not fix, levy or assess an amount of primary property taxes in excess of the amount permitted by section 42-17051, subsection A, paragraph 7 or section 42-17005 as determined by the property tax oversight commission. C. Within three days after the final levies are determined for a county, city, town or community college district, the chief county fiscal officer shall notify the property tax oversight commission of the amount of the primary property tax levied.” budget adjustment process Any department requesting an adjustment to its budget must do so via a written request which must be approved by the Board of Supervisors. According to A.R.S. § 17-106, “A governing body may transfer monies between budget items if all of the following apply: 1. The monies are available. 2. The transfer is in the public interest and based on a demonstrated need. 3. The transfer does not result in a violation of the limitations prescribed in article IX, sections 19 and 20, Constitution of Arizona. 4. A majority of the members of the governing body votes affirmatively on the transfer at a public meeting.” If approved, the requesting department must prepare and submit a completed budget adjustment per the instructions provided by the Office of Management & Budget for processing. The Office of Management & Budget is responsible for verifying the budget adjustment for accuracy and appropriateness on a timely basis. The Budget Analyst, after appropriate analysis is performed, authorizes the adjustment be made. The Office of Management and Budget is responsible for inputting the budget adjustments into the financial system. The Department of Finance is responsible for the final, electronic, approval of the budget adjustment in the financial system. programmatic budgeting Program based budgeting presents a shift in the focus of financial planning from resource allocation (input) to service results (output). This budgetary policy is a focus which seeks to relate the consumption of financial resources to services provided. It allows for the modification of activities based on the prioritization’s of strategic goals and objectives, as defined by departmental action plans, and reflects the financial conservatism of our community. A major benefit of activity based budgeting is the ability to track program performance. Department directors develop budget requests based on program priorities. The involvement of service providers in the budget process ensures that priorities remain focused on the delivery of services to the community. By focusing on the service needs of County residents, and by developing strategic plans that take a systematic approach to meeting those needs, Maricopa County is better able to act as a steward of the public funds. policies and their budgetary impact introduction Since the financial turbulence of FY 1993-94, Maricopa County has been on the road to financial recovery and stability. Over the past few years, a set of systems and policies have been developed and adopted to ensure that 12 maricopa county annual business strategies for 1999-2000 the fiduciary obligations as stewards of public monies are met. The policies deal with a wide range of areas that provide financial safeguards and policy direction to the organization on matters such as lump sum budgeting, budget development, reserves and tax reduction, and competitive analysis. A discussion of these policies, which includes their intent and their applicability to the budget process or financial management, is included on the following pages. Copies of all these policies can be found in the Attachments section. lump sum budgeting background On June 13, 1994, the Board of Supervisors departed from tradition and approved a tentative budget which called for a lump sum allocation of authorized expenditures for all departments. While budgets are built by identifying expenditures and revenues by distinct categories and programs, budgets are controlled at the department/fund level. This policy is updated and adjusted annually. In May 1997, the Board of Supervisors amended the Lump Sum Budgeting Policy in order to meet the challenges of the implementation of a broad-band compensation system. Funding is allocated to departments on an annual basis, but in two separate components, personnel services and operations. This new compensation system will allow departments the flexibility to increase a position’s salary if funding is available in the personnel services component. intent The Lump Sum Budgeting program seeks to strengthen budget accountability and ownership at the department level. The program encourages departmental staff to save resources and be creative in the delivery of services. The new approach to budgeting can help the County cope with new fiscal challenges and improve the quality of County Services. main provisions Funding is allocated to departments on an annual basis. Departments are required to submit a monthly (calendarized) revenue and expenditure plan. This serves as the basis for the annual appropriations in the financial system. Departments are held responsible for bottom-line performance and absorb unanticipated cost increases and revenue shortfalls. Departments have the authority to adjust their monthly revenue and expenditure budgets, but adjustments are restricted to the same funding source, e.g., General Fund. Once a department exceeds (or is projected to exceed) their budget allotment, full controls may be implemented and the financial system will prevent payments from being generated. Personnel costs account for a large portion of the budget. By adopting a Lump Sum Policy approach, adequate funding for all established positions becomes crucial. Therefore, all positions must be fully funded. Any positions not funded in a department’s budget submission are eliminated per the Funded Positions Policy which was also adopted by the Board in May 1997. This new policy combined the Unfunded Position Policy Adopted by the Board on May 23, 1994, and the New Positions Policy adopted by the Board on Oct. 3, 1994. (See Personnel Plan section for a description of this process.) Line-item budget reviews are conducted with departments on a monthly basis by the Department of Finance. This process allows the Office of Management & Budget to insure accurate estimates, identify savings, and assist in preparing the following year’s budget target. Departments are allowed to retain and carry forward savings achieved by cost cutting that does not decrease service levels. Any savings with a service level impact must be approved by the Board of Supervisors. budget development background Developed each year, this guideline serves as the "umbrella" document for the next year's budget development process. It alludes to, and reinforces points from other policies. 13 maricopa county annual business strategies for 1999-2000 intent Provide policy direction to the departments in the development of emphasizes commitment to Office of Management & Budget provided Sum Budgeting guidelines (including all positions 100% funded, use Supervisors exercising full control at their option); and budget Competitive/Privatization Policy. (see below) their budget submissions. The policy timelines, directions, and formats; Lump of calendarized budgets, and Board of development in accordance with the main provisions: general The Board of Supervisors must understand and be aware of all fiscal impacts due to programs needs in order to make sound budgeting decisions. Therefore, specific guidelines were developed addressing several key areas that in the past may or may not have been surfaced. For example, u New programs are not to be instituted without Board of Supervisors approval. u New, unfunded, or underfunded program mandates from the state or federal government must be critically reviewed by the Director or Program Manager to identify fiscal impact and funding solutions. u Full cost recovery is to be attempted for all programs and services. And, u Organizational and financial structural changes are to be made prior to budget kick-off. revenues Traditionally User Fees had been inconsistently established. This policy section focuses attention on the adoption and review of those fees and charges. User Fees for all operations will be reviewed and set to attempt to recover up to, but not greater than 100% of costs; market rates and charges for comparable services for similar services will be considered. expenditures Communicates how budget targets are established and what adjustments if any will be made to those targets. Carryover items will not be budgeted without Board of Supervisor approval. Expenditure targets will be based on calendar year end current positions, revised budget supplies and services plus full-year impacts of any adjustments, and revised budget capital outlay. Turnover savings will be applied to submitted budgets based on current turnover rates (which can be negotiated with Office of Management & Budget and approved by the County Administrative Officer.) internal service fund and cost allocation Establishes the process to determine the charges for services and directs the departments to budget (according to those charges) for any discretionary services they may require. The Department of Finance will determine and charge the various funds for central service cost activities based on a full cost allocation methodology (and will include the base level service charges from Facilities, Materials, and Corporate Business Technology). capital improvements Policy direction provides for the adequate and orderly replacement of facilities and major equipment from current revenue where possible, the funding of the organization’s own maintenance needs, and reviewing and gaining approval on carryover projects prior to the consideration of new requests. reserve and tax reduction background In August 1996, the Board of Supervisors adopted this policy which established the guidelines for the maintenance and use of any reserve fund balances. Reserve funds, which are defined as the difference between fund assets and fund liabilities. A reserve fund balance that is determined to exist during any fiscal year will be budgeted for the next fiscal year according to priorities established by this policy. 14 maricopa county annual business strategies for 1999-2000 intent The policy provides for budgetary stability, debt reduction and, ultimately, stabilization and reduction of tax rates when possible. During times of economic downturn, such as an unexpected decrease in revenues or unavoidable increase in expenditures, the policy may be used to stabilize the general fund until appropriate long-term budgetary adjustments are made. However, every attempt will be made to forecast economic changes and manage finances in the new environment without expenditure of reserves or an increase in taxes. Reserves above the base level determined to ensure financial stability should be used to retire debt in advance of maturities. Further, the purpose of the policy is to demonstrate a commitment to the maintenance and, when possible, reduction of the tax rate while ensuring that Maricopa County remains financially stable and accountable to the citizens. main provisions: reserves The Board of Supervisors will maintain an unreserved fund balance for the County. At the close of each fiscal year, the status of the unreserved fund balance and outstanding debt in light of revenue projections and other economic considerations is determined and the County Administrative Officer will recommend to the Board of Supervisors a target unreserved balance for the coming fiscal year. The County Administrative Officer also recommends retention of proceeds from the sale of major County assets in the event of liabilities related to those assets. The County Administrator Officer’s recommendations may include any of the following: u u u u u Fiscal stabilization by supplementing revenues during economic downturns. Reduction of cash flow borrowing. Funding of one-time capital purchases with cash. Retiring outstanding long and/or short term debt. Funding outstanding liabilities associated with major assets that were formerly owned by the County. tax reduction The County, will strive to set the county-wide tax rate at current or lower levels, unless otherwise mandated by a vote of the citizenry or legislative enactment. The Board of Supervisors may reduce tax rates when, according to reasonable estimates, the tax reduction is sustainable for the foreseeable future; when the recurring revenue is in excess of the recurring expenditures and the projections of the recurring revenue based on the proposed tax rate (after the tax reduction is made) must at least equal expenditures; when the County's reserve balance is sufficient to ensure against cash-flow borrowing and unexpected economic changes; when attempting to reduce short-term debt in advance of due dates, therefore, eliminating recurring short term debt; and when possible, attempts have been made to fund one-time capital purchases with cash rather than incurring further debt. competitive analysis background The Maricopa County Board of Supervisors adopted a Countywide Competitive Privatization Policy, now referred to as the Competitive Analysis Policy, in March of 1994 (see Attachments section). A Multi-Year Deficit Reduction Plan instituted in 1993 included outsourcing alternatives in order to achieve fiscal integrity. Competitive Analysis is now an integral component in achieving Countywide fiscal goals. intent Competitive analysis promotes competition in the delivery of services. The internal department is encouraged to compete with other public and private entities through the bidding process. Competition maximizes the quality and effectiveness of services delivered, provides cost efficiencies, and ensures the utilization of the best alternatives for providing service to its citizens. 15 maricopa county annual business strategies for 1999-2000 main provisions Services are initially identified and considered for competitive analysis during the annual budget process based upon potential cost savings or service quality issues. Priority is given to proposed new services, which may require additional staff or capital outlay, and those whose current contracts expire in the near future. Employees are encouraged to compete for services. Board of Supervisors approval is required on all competitive analysis projects. The Board also reserves the right to provide the service by a County department irrespective of a lower public/private bidder or Evaluation Committee recommendation. Equality is established within the bidding process through the use of comparable data. Additional protections assure a “level playing field” for all bidders, including County departments. The process for handling offers of County departments involves a cost comparison analysis. The policy provides that no conflict of interest exist between County Elected Officials, Appointed Officials, employees and potential vendors, including subcontractors. There are multiple reviews by Human Resources and County Counsel for compliance with personnel rules, legal standards and statutes pertaining to the bidding process and applicable policies and regulations. Employee relations impacts are a key element of this policy. Current department employees must be given a “right of first refusal” for job opportunities from the award of a contract. Competitive analysis efforts will follow strict compliance with the County’s Reduction In Force policy. Employee informational meetings and newsletters are designed to provide employees that are targeted for competitive analysis open lines of communication to management including educational opportunities regarding the competitive analysis process. The cost of performance monitoring and contract administration will be included as a key cost factor in all competitive proposals. Any savings resulting from a change in the delivery system will be allocated to the appropriate fund, and reprogrammed for use as determined by the Board of Supervisors. 16 maricopa county annual business strategies for 1999-2000 county judicial branch In FY 1999-00, Adult Probation, Justice Courts, Juvenile Court and Superior Court will be known as the "Judicial Branch", and considered as one lump sum budget. Any and all appropriations in the "Judicial Branch" lump sum budget can be moved between any and all "Judicial Branch" departments within Fund Type, as requested and approved by the Presiding Judge, without any further Board approval. economic development, non-profits, agricultural extension and accommodation schools A.R.S. §11-254 authorizes the Maricopa County Board of Supervisors to appropriate up to a maximum of $1.5 million for contributions to non-profit organizations for economic development activities. A.R.S. §3-126 authorizes the Board of Supervisors to appropriate funds based on a request submitted to them by the Agricultural Extension Board for extension work that will benefit Maricopa County. A.R.S. §15-1001 authorizes the Board of Supervisors to appropriate funding for Accommodation Schools. Combined, the FY 1999-00 Budget includes $1,705,000 in funding for these issues. Agency Supported Greater Phoenix Economic Council Phoenix Chamber of Commerce Greater Phoenix Convention & Visitors Bureau Maricopa County Sports Commission Total Economic Development Funding FY 1999-00 Recommended Funding Program Action Plan FY 1999-00 Bid Source Program, APTAN Convention & Tourism Destination Marketing Enriching Our Community Through Sports $ $ 590,000 145,000 250,000 25,000 1,010,000 Central Arizona Shelter Services (CASS) Emergency Shelter Total General Non-Profit Funding $ $ 180,000 180,000 University of Arizona Cooperative Extension Maricopa County Cooperative Extension Total Agricultural Extension Funding $ $ 150,000 150,000 Maricopa County Regional Schools Maricopa County Regional Schools Total Accommodation School Funding $ $ 365,000 365,000 $ 1,705,000 Grand Total library district - fund balance spend-down The Library District will be given a waiver from the FY 1999-00 Budget Policy Guidelines (General Policy 1). This variance will allow the District to spend-down an excessive fund balance. 17 maricopa county annual business strategies for 1999-2000 uTHIS PAGE INTENTIONALLY LEFT BLANKt 18 maricopa county annual business strategies for 1999-2000 Strategies 2000 summary schedules c o n s o l i d a t e d r e v e n u e s a n d e x p e n d i t u r e s b y c a t e g o r y - fy 1999-00 final budget General Special Debt Capital Enterprise Internal Fund Revenue Sevice Projects Funds Service 100 200 300 400 500 600 $ 71,304,846 $ 133,928,793 $ 2,548,314 $ 25,370,624 $ 8,845,004 $ 1,872,657 Unreserved Begining Fund Balance REVENUES 100 200 REAL PROPERTY TAXES $ 196,952,241 $ PERSONAL PROPERTY TAXES 10,865,675 PAYMENTS IN LIEU OF TAXES 7,533,824 TAX PENALTIES & INTEREST 7,000,000 SALES TAXES LICENSES AND PERMITS 45,000 GRANTS INTERGOVERNMENTAL 3,185,712 INDIRECT COST RECOVERY STATE SHARED SALES TAXES 286,617,062 ST SHARED VEHICLE LICENSE TAXES 77,013,804 FEES & CHARGES FOR SERVICE 18,294,192 INTERNAL SERVICE CHARGES FINES & FORFEITS 9,970,000 PATIENT CHARGES 198,093 REV ALLOW. - PATIENT CARE MISCELLANEOUS REVENUE 14,557,757 GAIN/LOSS FIXED ASSET 50,000 TRANSFERS IN FROM OTHER FUNDS 61,871,215 Revenues Subtotal $ 694,154,575 $ Total Sources EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES CAPITAL OUTLAY TRANSFERS OUT $ $ Expenditures Subtotal $ Appropriated Beginning Fund Balance 765,459,421 100 233,611,839 333,076,815 16,871,680 102,689,946 686,250,280 $ $ $ 300 52,198,699 $ 384,926 534,074 97,200,645 18,551,022 154,993,046 134,766,121 26,824,947 1,550,800 1,220,261 16,946,130 350,000 89,507,045 595,027,716 $ 400 500 600 19,310,736 $ $ $ 992,029 601,098 8,186,000 3,517,528 348,000 42,519,172 38,375,224 694,830,513 (150,921,239) 400,000 350,000 77,568,882 918,371 7,163,187 152,931,875 10,207,901 28,467,050 $ 161,467,875 $ 635,551,585 $ 81,812,767 728,956,509 31,015,364 $ 200 242,248,207 $ 159,305,574 165,082,711 120,934,598 687,571,090 $ $ 186,838,499 300 $ 31,071,911 31,071,911 $ $ 644,396,589 400 500 (6,853) $ 107,832,450 3,500 458,498,987 92,228,991 83,000 56,892,572 92,225,638 $ 623,307,009 $ $ $ 83,685,424 600 6,715,852 73,178,765 1,868,094 1,164,107 82,926,818 Sub-total $ $ $ Estimated Ending Fund Balance $ Total Uses & Ending Fund Balance $ 765,459,421 765,459,421 Eliminations Total $ - $ $ $ (475,381) (31,570,403) (38,375,224) (47,811,146) (321,681,223) (439,913,377) $ 268,461,676 12,242,630 8,668,996 7,000,000 97,200,645 18,596,022 166,221,193 137,951,833 286,617,062 77,013,804 56,415,908 11,520,800 648,437,721 (150,921,239) 110,741,140 400,000 1,756,568,191 $ 2,440,351,806 $ (439,913,377) $ 2,000,438,429 $ 590,401,495 1,055,135,552 276,134,476 281,681,223 2,203,352,746 $ $ (31,570,403) $ (86,661,751) (321,681,223) (439,913,377) $ 558,831,092 968,473,801 276,134,476 (40,000,000) 1,763,439,369 2,282,561,887 $ (439,913,377) $ 1,842,648,510 $ - 79,209,141 $ 687,571,090 $ $ 41,385,419 $ $ 728,956,509 $ 31,071,911 $ 92,225,638 $ 623,307,009 $ (56,547) $ 94,612,861 $ 21,089,580 $ 644,396,589 31,015,364 $ 186,838,499 243,870,238 268,461,676 $ 12,242,630 8,668,996 7,000,000 97,200,645 18,596,022 166,696,574 137,951,833 286,617,062 77,013,804 87,986,311 38,375,224 11,520,800 696,248,867 (150,921,239) 110,741,140 400,000 321,681,223 2,196,481,568 $ 79,209,141 Total Uses Subtotal 243,870,238 79,209,141 82,926,818 $ $ 758,606 $ 157,789,919 $ $ 83,685,424 $ 2,440,351,806 $ $ 157,789,919 (439,913,377) $ - 2,000,438,429 19 maricopa county annual business strategies for 1999-2000 c o n s o l i d a t e d r e v e n u e s a n d e x p e n d i t u r e s b y c a t e g o r y - fy 1998-99 restated budget General Fund 100 $ Debt Sevice Capital Projects Internal Service Eliminations Total 300 51,330,313 $ 181,520 632,870 49,550,000 16,819,541 160,124,498 129,532,105 5,000 23,992,321 1,247,000 891,540 (1,300,000) 22,849,049 350,000 73,221,572 529,427,329 $ 400 500 600 21,202,109 $ $ $ $ 1,488,505 790,712 1,791,000 215,740 200,000 37,768,556 24,932,887 668,881,052 (130,323,926) (348,181) 1,916,210 220,000 77,230,453 1,785,841 7,252,230 24,100,000 10,207,901 32,649,766 $ 26,111,000 $ 626,411,220 $ 64,139,103 $ 243,435,386 $ 14,527,767 9,148,606 7,000,000 49,550,000 17,134,541 162,131,238 133,674,250 5,000 263,263,001 69,065,116 78,053,186 24,932,887 10,370,741 672,103,438 (131,972,107) 113,442,954 400,229 182,314,983 1,918,581,216 $ $ (379,000) (30,252,711) (24,932,887) (40,707,215) (182,314,983) (278,586,796) $ 243,435,386 14,527,767 9,148,606 7,000,000 49,550,000 17,134,541 161,752,238 133,674,250 5,000 263,263,001 69,065,116 47,800,475 10,370,741 631,396,223 (131,972,107) 113,442,954 400,229 1,639,994,420 640,036,831 33,327,806 $ 2,140,718,989 $ (278,586,796) $ 1,862,132,193 $ $ $ (30,252,711) $ (65,869,102) (150,000) (182,314,983) (278,586,796) $ 509,921,138 952,064,932 216,001,151 (8,000,000) 1,669,987,221 (278,586,796) $ 1,714,891,240 Total Sources $ 736,601,174 $ $ $ $ 632,697,996 $ 400 425,021 503,500 27,636,979 28,565,500 500 $ 103,985,272 436,673,474 23,134,770 62,166,095 $ 625,959,611 Total Uses Subtotal $ 682,868,409 $ 547,528,306 $ 32,745,328 $ 28,565,500 Estimated Ending Fund Balance $ 53,732,765 $ 92,508,525 $ 582,478 $ 6,316,500 Total Uses & Ending Fund Balance $ 736,601,174 $ 640,036,831 $ 33,327,806 $ 34,882,000 Appropriated Beginning Fund Balance $ 34,882,000 $ Expenditures Subtotal 300 32,745,328 32,745,328 $ 100 211,393,835 327,978,648 12,740,628 85,851,279 637,964,390 $ 200 218,027,458 153,394,968 151,216,894 24,888,986 547,528,306 500 600 8,771,000 $ 6,286,776 $ Sub-total REVENUES 100 200 REAL PROPERTY TAXES $ 170,902,964 $ PERSONAL PROPERTY TAXES 12,857,742 PAYMENTS IN LIEU OF TAXES 7,725,024 TAX PENALTIES & INTEREST 7,000,000 SALES TAXES LICENSES AND PERMITS 315,000 GRANTS INTERGOVERNMENTAL 4,142,145 INDIRECT COST RECOVERY STATE SHARED SALES TAXES 263,263,001 ST SHARED VEHICLE LICENSE TAXES 69,065,116 FEES & CHARGES FOR SERVICE 16,092,309 INTERNAL SERVICE CHARGES FINES & FORFEITS 9,123,741 PATIENT CHARGES 2,330,846 REV ALLOW. - PATIENT CARE MISCELLANEOUS REVENUE 9,441,401 GAIN/LOSS FIXED ASSET 50,229 TRANSFERS IN FROM OTHER FUNDS 67,533,280 Revenues Subtotal $ 639,842,798 $ EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES CAPITAL OUTLAY TRANSFERS OUT 400 678,040 $ Enterprise Funds 300 110,609,502 $ Unreserved Begining Fund Balance 20 Special Revenue 200 96,758,376 $ $ $ $ $ (965,921) $ 63,173,182 222,137,773 $ $ 600 6,342,263 66,638,116 1,421,880 1,408,623 75,810,882 $ 540,173,849 1,017,934,034 216,151,151 174,314,983 1,948,574,017 $ 625,959,611 $ 75,810,882 $ 1,993,478,036 $ $ $ (12,637,700) $ 147,240,953 $ 2,140,718,989 $ $ 44,904,019 - $ - 44,904,019 6,738,385 $ 632,697,996 $ 63,173,182 $ 222,137,773 44,904,019 - $ 147,240,953 (278,586,796) $ 1,862,132,193 maricopa county annual business strategies for 1999-2000 c o n s o l i d a t e d r e v e n u e s a n d e x p e n d i t u r e s b y c a t e g o r y - fy 1998-99 adopted budget Unreserved Begining Fund Balance $ General Fund 96,758,376 $ REVENUES 100 200 REAL PROPERTY TAXES $ 170,902,964 $ PERSONAL PROPERTY TAXES 12,857,971 PAYMENTS IN LIEU OF TAXES 7,725,024 TAX PENALTIES & INTEREST 7,000,000 SALES TAXES LICENSES AND PERMITS 2,050,000 GRANTS INTERGOVERNMENTAL 20,527,145 INDIRECT COST RECOVERY STATE SHARED SALES TAXES 263,263,001 ST SHARED VEHICLE LICENSE TAXES 69,065,116 FEES & CHARGES FOR SERVICE 17,247,309 INTERNAL SERVICE CHARGES FINES & FORFEITS 9,123,741 PATIENT CHARGES 2,330,846 REV ALLOW. - PATIENT CARE MISCELLANEOUS REVENUE 9,451,401 GAIN/LOSS FIXED ASSET 50,000 TRANSFERS IN FROM OTHER FUNDS 67,533,280 Revenues Subtotal $ 659,127,798 $ Total Sources $ EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES CAPITAL OUTLAY TRANSFERS OUT $ Expenditures Subtotal $ Appropriated Beginning Fund Balance 51,714,010 181,520 249,173 49,550,000 15,013,141 138,414,443 106,401,056 22,604,561 1,247,000 891,540 21,496,230 350,000 681,200 408,793,874 $ 519,512,376 100 282,784,603 $ 348,473,677 12,714,948 13,389,101 657,362,329 $ 200 139,758,618 117,893,307 143,818,149 24,706,066 426,176,140 $ 300 $ Debt Sevice 678,040 $ 21,202,109 1,488,505 790,712 400,000 7,147,504 31,028,830 $ 31,706,870 $ 400 $ Capital Projects 8,771,000 Enterprise Funds 6,286,776 Internal Service (995,895) $ Estimated Ending Fund Balance $ $ 702,581,677 Eliminations $ - $ $ Total 222,216,799 $ $ 37,768,556 24,782,887 1,467,634 64,019,077 $ 243,819,083 $ 14,527,996 8,764,909 7,000,000 49,550,000 17,063,141 140,421,183 126,928,201 263,263,001 69,065,116 77,820,426 24,782,887 10,370,741 672,103,438 (130,323,926) 110,265,718 400,000 109,669,885 1,815,491,799 $ $ (379,000) (30,252,711) (24,782,887) (40,707,215) (109,669,885) (205,791,698) $ 243,819,083 14,527,996 8,764,909 7,000,000 49,550,000 17,063,141 140,042,183 126,928,201 263,263,001 69,065,116 47,567,715 10,370,741 631,396,223 (130,323,926) 110,265,718 400,000 1,609,700,101 $ 34,882,000 $ 632,697,996 $ 63,023,182 $ 2,037,708,598 $ (205,791,698) $ 1,831,916,900 500 $ 103,775,252 $ 436,582,994 23,134,770 62,166,095 $ 625,659,111 $ 600 6,342,263 $ 66,568,116 1,341,880 1,408,623 75,660,882 $ 532,660,736 1,000,642,486 207,780,747 101,669,885 1,842,753,854 $ $ 400 26,771,000 26,771,000 $ (30,252,711) $ (65,869,102) (109,669,885) (205,791,698) $ 502,408,025 934,773,384 207,780,747 (8,000,000) 1,636,962,156 26,771,000 $ 625,659,111 $ 75,660,882 $ 1,887,973,202 $ (205,791,698) $ 1,682,181,504 149,735,396 $ 2,037,708,598 $ $ 426,176,140 $ 31,124,392 $ 93,336,236 $ 582,478 $ 8,111,000 519,512,376 $ 31,706,870 $ 34,882,000 - - - 45,219,348 $ 53,304,497 $ 755,886,174 Sub-total 222,216,799 600 $ 215,740 200,000 668,881,052 (130,323,926) 77,230,453 10,207,901 $ 626,411,220 $ $ 500 $ $ 1,791,000 220,000 24,100,000 26,111,000 - 300 31,124,392 31,124,392 $ $ 45,219,348 Total Uses Subtotal $ Total Uses & Ending Fund Balance 755,886,174 Special Revenue 110,718,502 $ 7,038,885 $ (12,637,700) $ $ 632,697,996 $ 63,023,182 $ 45,219,348 $ 149,735,396 (205,791,698) $ - 1,831,916,900 21 maricopa county annual business strategies for 1999-2000 sources of funds $1,756,568,191 (Note: Does not include a Beginning Fund Balance of $243,870,238.) auto license tax $77 million 4.4% sales tax $287 million 16.4% patient charges $498 million 28.4% sources of funds grants $166 million 9.5% miscellaneous $197 million 11.3% Car Rental Tax $6 million 0.3% jail sales tax $91 million 4.9% real estate taxes $296 million 16.9% intergovernmental $138 million 7.9% uses of funds $1,763,439,369 (Note: Does not include an Appropriated Beginning Fund Balance of $79,209,141.) general government $231 million 12.70% health, welfare & sanitation $892 million 49.05% uses of funds public safety $554 million 30.47% highways & streets $117 million 6.44% culture & recreation $23 million 1.26% 22 education $1 million 0.08% maricopa county annual business strategies for 1999-2000 r e c o n c i l i a t i o n o f e x p e n d i t u r e s - f y 1 9 9 8 - 9 9 a d o p t e d t o fy 1998-99 restated budget (adjusted to include restatements - in millions) Fund FY 1998-99 Adopted Budget General Fund $ 702.58 Special Revenue Funds 426.18 Debt Service Fund 31.12 Capital Projects Fund 26.77 Enterprise Funds 625.66 Internal Service Funds 75.66 Eliminations (205.79) $ 1,682.18 FY 1998-99 Restated Budget $ 682.87 547.53 32.74 28.57 625.96 75.81 (278.59) $ 1,714.89 $ % Variance Variance 19.71 (121.35) (1.62) (1.80) (0.30) (0.15) 72.80 $ (32.71) 2.81% -28.47% -5.21% -6.72% -0.05% -0.20% -35.38% -1.94% General Fund Expenditure Variance Commentary $15.62 (72.54) 9.31 3.00 63.99 0.33 $19.71 Correctional Health restated to Detention Fund Detention Fund Maintenance of Effort to General Fund Juvenile Probation restated to Detention Fund Planning & Development to Special Revenue Sheriff's Custody restated to Detention Fund Transfer Appropriation to Planning Automation Fund Total General Fund Variance 23 maricopa county annual business strategies for 1999-2000 r e c o n c i l i a t i o n o f e x p e n d i t u r e s - f y 1 9 9 8 - 9 9 a d o p t e d t o fy 1998-99 restated budget (continued) Special Revenue Funds Expenditure Variance Summary $ (15.62) (0.28) (3.96) (0.32) (9.31) (0.98) (2.10) (3.00) (7.94) 0.30 (63.99) (3.72) (0.11) (4.66) (0.33) (5.33) $ (121.35) Correctional Health restated to Detention Fund Elected Official Grant Increases General Government Grant Increases - SCAAP Judicial Branch Grant Increases Juvenile Probation restated to Detention Fund Other Appointed Department Grant Increases Parks & Recreation grant Increases Planning & Development from General Fund Public Health Grant Increases Reduce Appropriation for Transportation to Solid Waste Sheriff's Custody restated to Detention Fund Sheriff's Office Grant Increases Stadium District-Cactus League Debt Service Stadium District-Major League Ballpark Overruns Transfer to Planning Automation Fund Transportation Grant Increases Total Special Revenue Funds Variance Debt Service Funds Expenditure Variance Commentary $ $ (1.62) (1.62) Stadium District-Cactus League - Debt Service Total Debt Service Variance Capital Project Funds Expenditure Variance Commentary $ $ (1.80) (1.80) Juvenile Bed Expansion from State Grant Total Capital Project Funds Variance Enterprise Funds Expenditure Variance Commentary $ $ 24 (0.30) (0.30) Solid Waste increase for operation of Cave Creek Landfill Total Enterprise Funds Variance maricopa county annual business strategies for 1999-2000 r e c o n c i l i a t i o n o f e x p e n d i t u r e s - f y 1 9 9 8 - 9 9 a d o p t e d t o fy 1998-99 restated budget (continued) Internal Service Funds Expenditure Variance Commentary $ $ (0.15) (0.15) Reprographics - Increase for Equipment Purchase Total Internal Service Funds Variance Eliminations Variance Commentary $ $ 72.54 0.11 0.15 72.80 Detention Fund Maintenance of Effort to General Fund Increase in Debt Service -Stadium District ISF increase- Reprographics Total Eliminations Variance 25 maricopa county annual business strategies for 1999-2000 r e c o n c i l i a t i o n o f e x p e n d i t u r e s - f y 1 9 9 8 - 9 9 r e s t a t e d t o fy 1999-00 adopted budget (Adjusted to include restatements) (In Millions) Fund FY 1998-99 Restated Budget General Fund $ 682.87 Special Revenue Funds 547.53 Debt Service Fund 32.74 Capital Projects Fund 28.57 Enterprise Funds 625.96 Internal Service Funds 75.81 Eliminations (278.59) $ 1,714.89 FY 1999-00 Adopted Budget $ $ 765.46 687.57 31.07 92.23 623.31 82.93 (439.92) 1,842.65 $ Variance $ $ (82.59) (140.04) 1.67 (63.66) 2.65 (7.12) 161.33 (127.76) % Variance (12.09%) (25.58%) 5.10% (222.82%) 0.42% (9.39%) (57.91%) (7.45%) General Fund Expenditure Variance Commentary $ (0.79) 2.89 (1.35) (1.70) (20.36) (2.92) 6.08 (7.34) (34.32) (9.03) (4.08) (5.65) (4.86) (0.32) (0.23) 1.39 $ (82.59) 26 Addition of 8 paid Hours Annualized Impact of FY 1998-99 Budget Issues Annualized Impact of Mid-year Adjustments Base Adjustments for Contracts, IGAs, Etc. Budget Issues (See Schedule starting on Page 57) General Contingency Increase Health Care Mandate Changes (See Page 4) Increase above Maintenance of Effort for Jail Tax Increase in Appropriated Fund Balance including Capital Projects Increase in Jail Tax Base Maintenance of Effort Increase in Major Maintenance Increase in Reserves for Budget Issues Increase in Risk Mgmt and other ISFs Mandated Judicial Salary Increase Miscellaneous Changes in General Government Operating Budget Reductions Total General Fund Variance maricopa county annual business strategies for 1999-2000 r e c o n c i l i a t i o n o f e x p e n d i t u r e s - f y 1 9 9 8 - 9 9 r e s t a t e d t o fy 1999-00 adopted budget (continued) Special Revenue Funds Expenditure Variance Summary $ (0.68) (1.63) (20.34) (92.61) (5.39) (12.76) (6.58) (0.91) (0.50) (2.26) (1.32) 0.98 (0.95) (0.25) (1.63) 0.27 10.52 (4.00) $ (140.04) $ $ Annualization of Southeast Regional Library / Other Base Adjustments Annualized Cost of the New 80 Bed Facility Budget Issues Detention Fund Transfer to CIP Fund Detention Major Maintenance Flood Control District / CIP Increase General Government Budget Issues in Contingency Increase in Grants Miscellaneous Adjustments Miscellaneous General Government Adjustments One-Time Jail Detention Projects Parks & Recreation Special Fund Decreases Recorder Surcharge Increase Solid Waste - Increase in Tire Program Special Fee Funds, etc. / Grant-like Issues Stadium District - Cactus League Stadium District - MLB Completion Transportation / CIP Total Special Revenue Funds Variance Debt Service Funds Expenditure Variance Commentary 1.67 Stadium Dist. - Reduce Mesa/Maryvale Payments 1.67 Total Debt Service Funds Variance Capital Project Funds Expenditure Variance Commentary $ 0.90 0.33 (22.51) (42.03) (0.35) $ (63.66) Completion of MIHS Projects Completion of Parks Bond Projects General Fund CIP Jail/Juvenile Detention Projects Sheriff Vehicle Replacement Carryover, Additional Total Capital Project Funds Variance 27 maricopa county annual business strategies for 1999-2000 r e c o n c i l i a t i o n o f e x p e n d i t u r e s - f y 1 9 9 8 - 9 9 r e s t a t e d t o fy 1999-00 adopted budget (continued) Enterprise Funds Expense Variance Summary $ $ (3.82) 6.67 (0.20) 2.65 Increased Volume - Maricopa Health Plans (See Commentary on Page 56) Reduced Volume - Maricopa Health System (See Commentary on Page 56) Solid Waste - Assumption of Transfer Station Operations Total Enterprise Funds Variance Internal Service Funds Expense Variance Summary $ (5.04) (0.93) (0.07) (1.08) $ (7.12) Increase in Employee Benefits Increase in Telecommunications/System Replacements Net Changes in Equipment Services, Reprographics, Facilities Management Risk Management Claims Total Internal Service Funds Variance E lim i n a t i o n s V a r i a n c e C o m m e n t a r y $ $ 28 0.54 0.09 1.32 13.44 6.57 139.37 161.33 C o r r e c t i o n a l H e a l t h P a y m e n t s f o M IH S I n c r e a s e - P u b lic H e a lth t o M IH S I n c r e a s e in E m p l o y e r B e n e f it C o s ts Increased Internal Service Charges I n c r e a s e d M IH S I n t e r n a l P a y m e n t s N e t Increase in Fund Transfers T o tal Elim inations Variance maricopa county annual business strategies for 1999-2000 consolidated revenues by fund / department FY1998-99 Adopted 100 GENERAL FUND JUDICIAL BRANCH 24 JUSTICE COURTS 27 JUVENILE PROBATION 38 SUPERIOR COURT $ FY1998-99 Revised $ Subtotal $ 10,100,000 37,000 260,000 10,397,000 ELECTED OFFICIAL 12 ASSESSOR $ 16 CLERK OF THE SUPERIOR COURT 19 COUNTY ATTORNEY 21 ELECTIONS 25 CONSTABLES 36 RECORDER 37 SUPERINTENDENT OF SCHOOLS 43 TREASURER 50 SHERIFF Subtotal $ 60,000 5,490,000 8,000 1,630,500 450,000 6,071,770 97,000 2,500 18,650,842 32,460,612 $ APPOINTED DEPARTMENT 18 FINANCE $ 28 MEDICAL ELIGIBILITY 29 MEDICAL EXAMINER 31 HUMAN RESOURCES 32 PLANNING AND DEVELOPMENT 33 INDIGENT REPRESENTATION 34 PUBLIC FIDUCIARY 39 HEALTH CARE MANDATES 47 GENERAL GOVERNMENT 70 FACILITIES MANAGEMENT 73 MATERIALS MANAGEMENT Subtotal $ 9,305,080 1,992,112 235,000 24,000 2,900,000 300,000 550,000 60,533,646 540,210,348 213,000 7,000 616,270,186 $ Fund Total $ 659,127,798 FY1998-99 Projected 10,100,000 37,000 260,000 10,397,000 $ 60,000 5,490,000 8,000 1,630,500 450,000 6,071,770 97,000 2,500 18,650,842 32,460,612 $ $ $ 9,305,080 1,992,112 235,000 24,000 2,900,000 300,000 550,000 60,533,646 540,210,348 213,000 7,000 616,270,186 $ 659,127,798 $ $ FY1998-99 Restated 11,974,104 68,000 329,561 12,371,665 $ 92,000 6,286,496 8,000 2,244,000 474,850 7,846,000 106,077 2,500 18,866,918 35,926,841 $ $ $ 9,305,080 1,817,800 235,000 22,438 4,243,568 100,000 660,000 77,582,460 566,618,718 170,000 11,900 660,766,964 $ 709,065,470 $ $ FY1999-00 Requested 10,100,000 37,000 260,000 10,397,000 $ 60,000 5,490,000 8,000 1,630,500 450,000 6,071,770 97,000 2,500 2,265,842 16,075,612 $ $ $ 9,305,080 1,992,112 235,000 24,000 300,000 550,000 60,533,646 540,210,348 213,000 7,000 613,370,186 $ 639,842,798 $ $ FY1999-00 Recommended 10,545,940 55,000 260,000 10,860,940 $ 90,000 5,580,000 8,000 2,115,980 453,000 6,920,000 113,000 6,000 3,020,892 18,306,872 $ $ $ 9,305,080 1,350,000 235,000 24,000 100,000 690,000 54,850,293 599,495,383 21,472 7,000 666,078,228 $ 695,246,040 $ $ FY1999-00 Tentative 11,545,940 55,000 260,000 11,860,940 $ 90,000 5,580,000 8,000 2,115,980 453,000 6,920,000 113,000 6,000 3,020,892 18,306,872 $ $ $ 7,193,615 1,350,000 235,000 24,000 100,000 690,000 54,850,293 599,495,383 21,472 27,000 663,986,763 $ 694,154,575 $ $ FY1999-00 Adopted 11,545,940 55,000 260,000 11,860,940 $ 90,000 5,580,000 8,000 2,115,980 453,000 6,920,000 113,000 6,000 3,020,892 18,306,872 $ $ $ 7,193,615 1,350,000 235,000 24,000 100,000 690,000 54,850,293 599,495,383 21,472 27,000 663,986,763 $ 694,154,575 $ $ Variance 11,545,940 55,000 260,000 11,860,940 $ 90,000 5,580,000 8,000 2,115,980 453,000 6,920,000 113,000 6,000 3,020,892 18,306,872 $ $ $ 7,193,615 1,350,000 235,000 24,000 100,000 690,000 54,850,293 599,495,383 21,472 27,000 663,986,763 $ 694,154,575 $ $ % - 0.0% 0.0% 0.0% 0.0% - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% $ - $ - 0.0% $ $ 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 29 maricopa county annual business strategies for 1999-2000 consolidated revenues by fund / department (continued) FY1998-99 Adopted 200 SPECIAL REVENUE FUNDS JUDICIAL BRANCH 11 ADULT PROBATION 24 JUSTICE COURTS 27 JUVENILE PROBATION 38 SUPERIOR COURT Subtotal $ 40,832,713 15,656,897 8,372,233 64,861,843 ELECTED OFFICIAL 16 CLERK OF THE SUPERIOR COURT $ 19 COUNTY ATTORNEY 36 RECORDER 50 SHERIFF Subtotal $ 4,193,148 6,054,071 3,240,000 10,812,613 24,299,832 APPOINTED DEPARTMENT 15 EMERGENCY MANAGEMENT $ 17 COMMUNITY DEVELOPMENT 22 HUMAN SERVICES 26 CORRECTIONAL HEALTH 30 PARKS AND RECREATION 32 PLANNING AND DEVELOPMENT 33 INDIGENT REPRESENTATION 44 PLANNING AND DEVELOPMENT 46 RESEARCH AND REPORTING 47 GENERAL GOVERNMENT 60 MARICOPA HEALTH PLAN 64 TRANSPORTATION 65 LIBRARY DISTRICT 66 HOUSING 67 SOLID WASTE 68 STADIUM DISTRICT 69 FLOOD CONTROL DISTRICT 78 STADIUM DISTRICT - MLB 79 ANIMAL CONTROL SERVICES 86 PUBLIC HEALTH 88 ENVIRONMENTAL SERVICES Subtotal $ 848,286 16,987,849 23,424,203 12,500 3,845,043 453,000 783,818 472,000 44,000,000 2,076,135 83,989,977 7,614,191 16,006,241 2,780,000 5,625,000 58,494,053 9,090,775 5,750,571 22,326,866 15,051,691 319,632,199 Fund Total $ 408,793,874 $ Subtotal $ 5,160,697 25,868,133 31,028,830 Fund Total $ 31,028,830 300 DEBT SERVICE FUNDS APPOINTED DEPARTMENT 68 STADIUM DISTRICT 99 DEBT SERVICE 30 $ FY1998-99 Revised $ $ $ $ $ 40,832,713 164,283 15,656,897 8,558,709 65,212,602 4,006,672 6,556,527 3,240,000 14,609,309 28,412,508 $ 848,286 16,987,849 23,580,980 12,500 10,667,576 544,832 813,139 472,000 47,956,666 2,076,135 89,321,285 7,614,191 16,006,241 2,780,000 5,625,000 58,494,053 9,090,775 5,750,571 30,271,614 15,063,154 343,976,847 $ 437,601,957 $ $ 6,781,633 25,868,133 32,649,766 $ 32,649,766 FY1998-99 Projected $ $ $ $ $ 34,154,790 832,084 10,708,000 8,558,709 54,253,583 4,224,796 6,485,528 4,280,000 9,953,086 24,943,410 $ 751,441 16,987,849 23,048,000 30,408 8,824,777 414,000 770,785 374,100 55,418,381 1,627,202 90,963,000 7,825,978 15,956,297 2,780,000 6,775,000 59,438,250 12,090,775 5,759,716 23,598,682 14,536,903 347,971,544 $ 427,168,537 $ $ 6,781,630 26,799,952 33,581,582 $ 33,581,582 FY1998-99 Restated $ $ $ $ $ 40,832,713 164,283 15,656,897 8,558,709 65,212,602 4,006,672 6,556,527 3,240,000 30,994,309 44,797,508 $ 848,286 16,987,849 23,580,980 12,500 10,667,576 813,139 2,994,832 472,000 120,947,038 2,076,135 89,321,285 7,614,191 16,006,241 2,780,000 5,625,000 58,494,053 9,090,775 5,750,571 30,271,614 15,063,154 419,417,219 $ 529,427,329 $ $ 6,781,633 25,868,133 32,649,766 $ 32,649,766 FY1999-00 Requested $ $ $ $ $ 40,757,255 838,774 16,062,000 8,353,237 66,011,266 4,512,020 6,723,498 3,586,000 31,418,154 46,239,672 $ 851,213 16,191,837 25,163,359 30,408 4,816,766 757,723 3,384,531 448,000 180,882,832 1,723,923 89,636,280 8,271,850 16,581,115 2,899,530 5,537,645 68,842,255 2,601,489 6,164,358 28,900,918 15,181,857 478,867,889 $ 591,118,827 $ $ 5,118,108 23,348,941 28,467,049 $ 28,467,049 FY1999-00 Recommended $ $ $ $ $ 40,757,255 838,774 16,062,000 8,353,237 66,011,266 4,512,020 6,723,498 3,586,000 31,418,154 46,239,672 $ 851,213 16,191,837 25,163,359 30,408 4,816,766 757,723 7,084,531 448,000 180,882,832 1,724,123 89,636,280 8,687,912 16,581,115 2,899,530 5,537,645 68,848,869 2,601,489 6,164,358 28,900,918 15,181,857 482,990,765 $ 595,241,703 $ $ 5,118,109 23,348,941 28,467,050 $ 28,467,050 FY1999-00 Tentative $ $ $ $ $ 40,757,255 838,774 16,062,000 8,353,237 66,011,266 4,512,020 6,723,498 3,586,000 31,418,154 46,239,672 $ 851,213 16,191,837 25,163,359 30,408 4,816,766 757,723 7,084,531 448,000 180,882,832 1,724,123 89,636,280 8,687,912 16,581,115 2,899,530 5,537,645 68,848,869 2,601,489 6,164,358 28,900,918 15,181,857 482,990,765 $ 595,241,703 $ $ 5,118,109 23,348,941 28,467,050 $ 28,467,050 FY1999-00 Adopted $ $ $ $ $ 40,757,255 838,774 16,062,000 8,353,237 66,011,266 4,512,020 6,723,498 3,586,000 31,418,154 46,239,672 Variance $ $ $ $ $ % - 0.0% 0.0% 0.0% 0.0% 0.0% - 0.0% 0.0% 0.0% 0.0% 0.0% $ 851,213 16,191,837 25,163,359 30,408 4,816,766 757,723 7,084,531 448,000 180,668,845 1,724,123 89,636,280 8,687,912 16,581,115 2,899,530 5,537,645 68,848,869 2,601,489 6,164,358 28,900,918 15,181,857 482,776,778 $ (213,987) (213,987) 0.0% 0.0% 0.0% -0.1% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% $ 595,027,716 $ (213,987) 0.0% $ $ 5,118,109 23,348,941 28,467,050 $ - 0.0% 0.0% 0.0% $ 28,467,050 $ - 0.0% $ 0.0% 0.0% 0.0% 0.0% 0.0% maricopa county annual business strategies for 1999-2000 consolidated revenues by fund / department (continued) FY1998-99 Adopted 400 CAPITAL PROJECT FUNDS ELECTED OFFICIAL 50 SHERIFF FY1998-99 Revised FY1998-99 Projected FY1998-99 Restated $ Subtotal $ 2,500,000 2,500,000 $ $ 2,500,000 2,500,000 $ $ 2,503,375 2,503,375 $ $ APPOINTED DEPARTMENT 30 PARKS AND RECREATION $ 40 CRIMINAL JUSTICE FACILITIES 47 GENERAL GOVERNMENT 78 STADIUM DISTRICT - MLB 90 MARICOPA HEALTH SYSTEM Subtotal $ 22,791,000 820,000 23,611,000 $ $ $ 22,791,000 1,003,718 23,794,718 $ $ 22,791,000 820,000 23,611,000 Fund Total $ 26,111,000 $ 26,111,000 $ 26,298,093 $ $ 343,706,027 3,258,000 257,051,022 604,015,049 $ $ 356,407,051 767,000 269,237,169 626,411,220 $ Subtotal $ 356,407,051 767,000 269,237,169 626,411,220 Fund Total $ 626,411,220 $ 626,411,220 $ 604,015,049 $ $ $ 38,983,236 25,450 698,428 7,935,458 6,755,906 9,740,625 64,139,103 $ Subtotal $ 38,983,236 25,450 548,428 7,965,432 6,755,906 9,740,625 64,019,077 Fund Total $ 64,019,077 $ 64,139,103 500 ENTERPRISE FUNDS APPOINTED DEPARTMENT 60 MARICOPA HEALTH PLANS 67 SOLID WASTE 90 MARICOPA HEALTH SYSTEM $ 600 INTERNAL SERVICE FUNDS APPOINTED DEPARTMENT 31 HUMAN RESOURCES 70 FACILITIES MANAGEMENT 73 MATERIALS MANAGEMENT 74 EQUIPMENT SERVICES 75 RISK MANAGEMENT 76 TELECOMMUNICATIONS 900 ELIMINATIONS APPOINTED DEPARTMENT 98 ELIMINATIONS FY1999-00 Recommended FY1999-00 Tentative FY1999-00 Adopted Variance % $ $ 2,975,000 2,975,000 $ $ 2,975,000 2,975,000 $ $ 2,975,000 2,975,000 $ $ 2,975,000 2,975,000 $ $ - 36,774,367 51,936,000 950,000 89,660,367 $ $ 105,606,875 51,936,000 950,000 158,492,875 $ $ 105,606,875 51,936,000 950,000 158,492,875 $ $ $ 13,000,000 9,791,000 820,000 23,611,000 $ $ $ 105,606,875 51,936,000 950,000 158,492,875 $ - 0.0% $ 26,111,000 $ 92,635,367 $ 161,467,875 $ 161,467,875 $ 161,467,875 $ - 0.0% 365,513,394 1,225,602 268,812,589 635,551,585 $ $ 365,513,394 1,225,602 268,812,589 635,551,585 $ $ 365,513,394 1,225,602 268,812,589 635,551,585 $ $ 365,513,394 1,225,602 268,812,589 635,551,585 $ $ 356,407,051 $ 767,000 269,237,169 626,411,220 $ $ - 0.0% 0.0% 0.0% 0.0% $ 626,411,220 $ 635,551,585 $ 635,551,585 $ 635,551,585 $ 635,551,585 $ - 0.0% 38,983,236 $ 25,450 698,428 7,935,458 6,755,906 9,740,625 64,139,103 $ 44,043,587 694,155 7,927,735 18,459,977 10,123,942 81,249,396 $ $ 44,043,587 694,155 7,927,735 18,459,977 10,123,942 81,249,396 $ $ 44,043,587 694,155 7,927,735 18,459,977 10,123,942 81,249,396 $ $ 39,876,867 $ 740,352 7,800,000 9,180,009 10,308,016 67,905,244 $ $ 67,905,244 64,139,103 81,249,396 $ 81,249,396 $ 81,249,396 $ 2,500,000 2,500,000 FY1999-00 Requested $ 0.0% 0.0% 0.0% 0.0% 0.0% $ 44,043,587 $ 694,155 7,927,735 19,023,348 10,123,942 81,812,767 $ 563,371 563,371 0.0% 0.0% 0.0% 3.1% 0.0% 0.7% $ 81,812,767 $ 563,371 0.7% $ Subtotal $ (205,791,698) $ (205,791,698) $ (206,046,424) $ (206,046,424) $ (205,791,698) $ (205,791,698) $ (278,586,796) $ (278,586,796) $ (388,048,628) $ (388,048,628) $ (440,127,364) $ (440,127,364) $ (440,127,364) $ (440,127,364) $ (439,913,377) $ (439,913,377) $ 213,987 213,987 0.0% 0.0% Fund Total $ (205,791,698) $ (206,046,424) $ (205,791,698) $ (278,586,796) $ (388,048,628) $ (440,127,364) $ (440,127,364) $ (439,913,377) $ 213,987 0.0% 563,371 0.0% Total All Funds $ 1,609,700,101 $ 1,639,994,420 $ 1,662,242,277 $ 1,639,994,420 $ 1,736,219,636 $ 1,756,004,820 $ 1,756,004,820 $ 1,756,568,191 $ 31 maricopa county annual business strategies for 1999-2000 consolidated revenues by department and fund General Fund JUDICIAL BRANCH 11 ADULT PROBATION 24 JUSTICE COURTS 27 JUVENILE PROBATION 38 SUPERIOR COURT 100 $ Subtotal $ Special Revenue 11,545,940 55,000 260,000 11,860,940 Debt Sevice 200 300 $ 40,757,255 $ 838,774 16,062,000 8,353,237 $ 66,011,266 $ ELECTED OFFICIAL 100 200 300 01 BOARD OF SUPERVISORS DISTRICT 1 $ - $ - $ 02 BOARD OF SUPERVISORS DISTRICT 2 03 BOARD OF SUPERVISORS DISTRICT 3 04 BOARD OF SUPERVISORS DISTRICT 4 05 BOARD OF SUPERVISORS DISTRICT 5 06 BOARD OF SUPERVISORS CLERK 12 ASSESSOR 90,000 14 COUNTY CALL CENTER 16 CLERK OF THE SUPERIOR COURT 5,580,000 4,512,020 19 COUNTY ATTORNEY 8,000 6,723,498 21 ELECTIONS 2,115,980 23 INTERNAL AUDIT 25 CONSTABLES 453,000 36 RECORDER 6,920,000 3,586,000 37 SUPERINTENDENT OF SCHOOLS 113,000 43 TREASURER 6,000 50 SHERIFF 3,020,892 31,418,154 Subtotal $ 18,306,872 $ 46,239,672 $ APPOINTED DEPARTMENT 15 EMERGENCY MANAGEMENT 17 COMMUNITY DEVELOPMENT 18 FINANCE 20 COUNTY ADMINISTRATOR 22 HUMAN SERVICES 26 CORRECTIONAL HEALTH 28 MEDICAL ELIGIBILITY 29 MEDICAL EXAMINER 30 PARKS AND RECREATION 31 HUMAN RESOURCES 32 PLANNING AND DEVELOPMENT 32 100 $ 7,193,615 1,350,000 235,000 24,000 - 200 $ 851,213 16,191,837 25,163,359 30,408 4,816,766 - Capital Projects - 400 $ - - - 500 $ - Internal Service - Eliminations 600 $ - - - $ - $ - $ - 400 $ - 500 $ - 600 $ - 900 $ - $ - 400 $ - - - $ - $ - $ - $ - $ - $ - $ - $ 500 $ - 600 $ - 900 $ - - $ 2,975,000 2,975,000 Total 900 $ - - 300 $ Enterprise Funds 44,043,587 - - 40,757,255 12,384,714 16,117,000 8,613,237 77,872,206 90,000 10,092,020 6,731,498 2,115,980 453,000 10,506,000 113,000 6,000 37,414,046 67,521,544 851,213 16,191,837 7,193,615 25,163,359 30,408 1,350,000 235,000 4,816,766 44,067,587 - maricopa county annual business strategies for 1999-2000 consolidated revenues by department and fund (continued) General Fund 33 34 35 39 40 41 44 45 46 47 49 60 64 65 66 67 68 69 70 73 74 75 76 78 79 86 88 90 98 99 Special Revenue Debt Sevice Capital Projects Enterprise Funds Internal Service INDIGENT REPRESENTATION 100,000 PUBLIC FIDUCIARY 690,000 ORG. PLANNING AND TRAINING HEALTH CARE MANDATES 54,850,293 CRIMINAL JUSTICE FACILITIES CHIEF INFORMATION OFFICER PLANNING AND DEVELOPMENT JUDICIAL MANDATES RESEARCH AND REPORTING GENERAL GOVERNMENT 599,495,383 MANAGEMENT AND BUDGET MARICOPA HEALTH PLANS TRANSPORTATION LIBRARY DISTRICT HOUSING SOLID WASTE STADIUM DISTRICT FLOOD CONTROL DISTRICT FACILITIES MANAGEMENT 21,472 MATERIALS MANAGEMENT 27,000 EQUIPMENT SERVICES RISK MANAGEMENT TELECOMMUNICATIONS STADIUM DISTRICT - MLB ANIMAL CONTROL SERVICES PUBLIC HEALTH ENVIRONMENTAL SERVICES MARICOPA HEALTH SYSTEMS ELIMINATIONS DEBT SERVICE Subtotal $ 663,986,763 757,723 7,084,531 448,000 180,668,845 1,724,123 89,636,280 8,687,912 16,581,115 2,899,530 5,537,645 68,848,869 2,601,489 6,164,358 28,900,918 15,181,857 $ 482,776,778 5,118,109 23,348,941 $ 28,467,050 105,606,875 51,936,000 950,000 $ 158,492,875 365,513,394 1,225,602 268,812,589 $ 635,551,585 694,155 7,927,735 19,023,348 10,123,942 $ 81,812,767 857,723 690,000 54,850,293 105,606,875 7,084,531 448,000 832,100,228 367,237,517 89,636,280 8,687,912 16,581,115 4,125,132 10,655,754 68,848,869 21,472 721,155 7,927,735 19,023,348 10,123,942 3,551,489 6,164,358 28,900,918 15,181,857 268,812,589 (439,913,377) (439,913,377) 23,348,941 $ (439,913,377) $ 1,611,174,441 Total $ 694,154,575 $ 595,027,716 $ 28,467,050 $ 161,467,875 $ 635,551,585 $ 81,812,767 $ (439,913,377) $ 1,756,568,191 Eliminations Total 33 maricopa county annual business strategies for 1999-2000 revenue sources and variance commentary property taxes Property taxes are imposed on both real and personal property, and consist of two components -- primary and secondary taxes. Primary taxes finance the County’s general government operations through its General Fund. Secondary taxes finance the County's general obligation bonded debt, the Flood Control District and the Library District. State law restricts growth in local revenue generated from primary property taxation. The annual primary maximum property tax levy is computed by determining the prior year’s maximum allowable property tax levy and increasing the base levy by two percent (with an allowance for new construction). The County levies real property taxes on or before the third Monday in August for the fiscal year that begins on the previous July 1. Real property taxes are paid in arrears, and the first installment is due the first business day of October and becomes delinquent the first business day of November. The second installment is due on the first business day of April of the next calendar year and becomes delinquent the first business day of May. Listed below are the overall primary and secondary assessed valuation (A.V.) and tax rates for the last nine fiscal years plus the budget for FY 1999-00. This table presents real property and personal property combined A.V. and tax rates. All rates presented are per $100 of assessed valuation. Fiscal Year Primary Valuation and Rate A.V. (000) 1990-91 1991-92 1992-93 1993-94 1994-95 1995-96 1996-97 1997-98 1998-99 1999-00 13,550,995 13,875,616 13,605,515 13,296,195 13,302,327 13,493,737 13,975,668 15,006,270 16,017,265 17,487,202 Rate A.V. (000) Debt Service 1.0163 0.9843 1.0739 1.0548 1.2394 1.1580 1.1054 1.1265 1.1472 1.1884 14,187,397 14,235,176 13,808,814 13,504,108 13,521,175 14,119,435 14,343,156 15,723,498 16,813,017 18,712,226 0.1172 0.1741 0.1409 0.1878 0.0032 0.1464 0.1575 0.1364 0.1312 0.1085 Secondary Valuation and Rate Library Flood Control Flood District A.V. (000) Control District 0.0420 10,777,829 0.4319 0.0444 10,465,251 0.4447 0.0426 10,063,004 0.3901 0.0417 9,675,782 0.3632 0.0417 9,724,304 0.3632 0.0099 10,827,837 0.3332 0.0421 11,129,482 0.3425 0.0421 12,361,851 0.3425 0.0421 13,660,618 0.3270 0.0421 15,642,329 0.2858 Total Rate 1.6674 1.6475 1.6475 1.6475 1.6475 1.6475 1.6475 1.6475 1.6475 1.6248 Note: Excludes SRP. The FY 1999-00 Final Budget includes an estimated primary property tax (including Salt River Project) of $214,401,739 an increase of $24,084,208 (12.7%) from the FY 1998-99 final adopted property tax. This increase is due to both an increase in primary net assessed value and a proposed increase in the primary tax rate of $.0412 from the FY 1998-99 rate of $1.1472 to $1.1884. This was accomplished by reducing the Debt Service Secondary rate by $.0227 in line with scheduled payments on outstanding General Obligation Bonds and reducing the Flood Control Secondary rate by $.0412. The overall County tax rate for the General Fund, Debt Service, Flood Control District, and Library District will be reduced from $1.6475, the rate previously maintained for eight years, to $1.6248. Presented below is the primary and secondary real property and personal property combined tax levy for the last nine fiscal years, plus the budget for FY 1999-00. 34 maricopa county annual business strategies for 1999-2000 Primary Fiscal Year 1990-91 1991-92 1992-93 1993-94 1994-95 1995-96 1996-97 1997-98 1998-99 1999-00 General Fund 137,721,939 136,572,245 146,115,141 140,248,266 164,865,317 156,257,472 154,487,036 169,045,638 183,750,071 207,817,915 Preliminary Tax Levy Secondary Flood Control Debt Service District 25,911,019 46,465,486 25,868,883 46,536,850 19,461,200 39,254,429 25,360,203 35,142,441 428,377 35,318,672 20,670,863 36,078,354 22,590,472 38,118,477 21,446,852 42,339,342 22,058,679 44,670,223 20,302,766 44,705,777 Library District 6,204,723 6,320,418 5,882,555 5,631,213 5,638,330 1,397,824 6,038,469 6,619,593 7,078,280 7,877,847 Total 216,303,167 215,298,396 210,713,325 206,382,123 206,250,696 214,404,513 221,234,454 239,451,425 257,557,253 280,704,305 NOTE: For reconciliation to the budgeted property tax, please refer to page 37. Excludes SRP. Of the primary property tax levy increase of $24,067,844, $5,599,304 is due to the increased value, $11,051,926 is due to new construction, and $7,432,979 is attributed to the rate increase. Of the AV growth 45.9% is estimated from new construction being added to the tax rolls. Real Property Taxes (General Fund) $170,902,964 $170,902,964 $196,952,241 $200,000,000 $150,000,000 $100,000,000 $50,000,000 $- FY 99 REVISED FY 99 FORECAST FY 00 BUDGET The increase of $26,049,277, or 15.2%, in the 1999-00 budget for Real Property Taxes is based on the increased in the assessed valuation and the tax rate, as indicated on the two preceeding tables. Most of the growth in the assessed valuation was due to new construction. Personal Property Taxes (General Fund) $12,857,742 $12,857,742 $10,865,675 $15,000,000 $10,000,000 $5,000,000 $FY 99 REVISED FY 99 FORECAST FY 00 BUDGET Personal property taxes are comprised of secured personal property and unsecured personal property. Secured personal property consists of fixed assets attached to real property. Unsecured personal property consists of moveable fixed assets. Secured personal property taxes are levied and billed with real property taxes. In contrast, unsecured personal property taxes are billed annually and are payable 30 days after the billing date. Residential personal property is exempt from taxation, with the exception of mobile homes. Personal property 35 maricopa county annual business strategies for 1999-2000 owners are exempt from Flood Control District taxation. Thus, personal property taxes are levied for and support the General Fund (primary), Debt Service (secondary), and the Library District (secondary). The FY 1998-99 revised personal property tax budget is $12,857,742. The FY 1998-99 forecast is projected to meet budget through the first three-quarters of the fiscal year. The legal collection schedule for personal property taxes requires that part of a new tax levy will actually be collected in the following year, with the result that revenue can exceed budget if the tax rate was higher in the previous fiscal year. The FY 1999-00 budget for General Fund Personal Property taxes is $10,865,675, which is a decrease of $1,992,066 under the FY 1998-99 estimated actual. That is a 15.5% decrease under the FY 1998-99 estimated actual. The decline in revenue is due to the reduction in personal property assessed values as a result of recent tax legislation. payments in lieu of taxes 7,725,024 7,533,824 7,725,042 $10,000,000 $8,000,000 Salt River Project $6,000,000 Federal $4,000,000 $2,000,000 $FY 99 REVISED FY 99 FORECAST FY 00 BUDGET Payments in lieu of taxes are collected from the Salt River Project (SRP) and the federal government. SRP values have declined in recent years due to changes in tax laws and in the electric utility industry. The estimated FY 1999-00 budget for payment in lieu of taxes is $7,533,824. This is a negative variance to the FY 1998-99 budget of $191,200 or 2.2%. tax penalties and interest $7,000,000 $7,238,128 $7,000,000 $10,000,000 $7,500,000 $5,000,000 $2,500,000 $FY 99 REVISED FY 99 FORECAST FY 00 BUDGET Penalties and interest are collected on delinquent property taxes. The FY 1998-99 forecast exceeds budget by $238,128, based on collections through March 1999. The FY 1999-00 budget is a conservative estimate based on historical collection trends. 36 maricopa county annual business strategies for 1999-2000 special sales taxes The State collects special sales taxes and distributes them to Maricopa County with the County’s State shared sales tax distribution. In 1994-95 the State Legislature allowed the County to begin a surcharge on rental cars to help fund the Cactus League Stadium construction and operations in Maricopa County. Fiscal Year 1992-93 1993-94 1994-95 1995-96 1996-97 1997-98 1998-99 F 1999-00 B Proposed Jail Stadium District Stadium District Detention Car Rental Major League Facilities Surcharge Baseball $2,664,035 3,998,649 4,408,888 $18,883,297 4,818,487 87,061,064 5,326,147 96,058,302 5,443,369 35,997,339 $44,000,00 5,400,000 91,738,000 5,462,645 Maricopa County received citizens’ approval in November 1998 to enact a new special sales tax to fund construction and operations of adult and juvenile detention facilities. This new special sales tax began collections in January of 1999. The FY 1999-00 budget will reflect the first full year of collections of the special tax. licenses and permits Maricopa County, as authorized by statute, collects revenue from a variety of licenses and permits that it issues through various County departments. Rates for licenses and permits are approved by the Board of Supervisors. The revenue generated from licenses and permits is used to offset the cost of operations of the issuing departments. Examples of licenses and permits include: liquor licenses, pawn shop licenses, building permits, planning variance permits, marriage licenses, mobile home use permits, animal licenses, environmental permits, right-ofway use permits, mobile home moving permits, air pollution permits and flood control licenses. The various revenue sources are recorded in the various fund types, as applicable, depending on whether they are generated by a General Fund department (general government or general purpose) or Special Revenue Fund department (a restricted purpose department). Listed below are the actual licenses and permits revenues recorded for the last eight fiscal years, forecasted totals for FY 1998-99, plus the budget for FY 1999-00. Fiscal Year 1990-91 1991-92 1992-93 1993-94 1994-95 1995-96 1996-97 1997-98 1998-99 F 1999-00 B Licenses & Permits Revenues Special General Revenue Fund Funds 1,591,077 8,460,374 1,670,967 8,687,231 1,880,372 9,378,628 1,677,251 10,943,744 1,927,793 13,012,399 2,340,983 10,074,284 2,380,622 10,944,271 2,248,372 12,634,283 2,495,725 13,429,828 45,000 18,551,022 Total 10,051,451 10,358,198 11,259,000 12,620,995 14,940,192 12,415,267 13,324,933 14,882,655 15,925,553 18,596,022 Licenses and permits revenues within the General Fund are generated by the Clerk of the Court, Planning and Development, and General Government. Forecasted revenue is expected to exceed budget due to higher than anticipated volume in building inspection and planning fees. Planning and Development revenues from license and permit fees will be budgeted in the Special Revenue Fund rather than the General Fund for FY 1999-00. This move is an effort to create more accountability for the development community. 37 maricopa county annual business strategies for 1999-2000 Licenses & Permits Revenue (General Fund) $2,495,725 $2,050,000 $315,000 $3,000,000 $45,000 $2,000,000 $1,000,000 $FY 99 REVISED Department General Government FY 99 FORECAST FY 99 RESTATED FY 00 BUDGET Amount Description $ 45,000 Liquor Licenses $ 45,000 intergovernmental and grants Maricopa County receives intergovernmental revenues from a variety of sources, including the Federal government, local cities and the State of Arizona. Included in the intergovernmental classification are grant revenues that typically carry restrictions regarding how the funds may be expended. The restrictions normally specify that the funds must be spent on specific activities for specific purposes. For financial reporting purposes (Comprehensive Annual Financial Report), collections of sales tax and auto lieu revenues are included in intergovernmental revenues. However, for this publication, those items have been reported separately, and thus are not included in the table below. Listed below are the actual intergovernmental and grant revenues recorded for the last nine fiscal years, forecasted totals for FY 1998-99, plus the budget for FY 1999-00. The FY 1998-99 budget includes increases in various grant-funded programs and intergovernmental agreements with the State of Arizona. Revenues for Enterprise Funds reflect the reclassification of Disproportionate Share payments as Intergovernmental Revenue. Intergovernmental and Grant Revenues Special Revenue Enterprise Funds Funds $23,722,767 $7,272,804 Internal Service Funds $305,376 Capital Projects Funds $443,968 5,111,763 277,682 17,161,901 0 99,509,849 4,382,076 609,417 5,107,746 0 100,276,383 25,269,829 5,938,212 365,475 950,777 0 90,937,648 30,442,290 8,930,589 0 1,065,771 0 102,204,677 76,624,601 56,752,629 4,495,155 458,113 1,043,694 0 139,374,192 28,170,608 92,219,010 6,506,520 0 0 277,295 127,173,433 1996-97 33,158,048 102,252,722 0 0 0 279,935 135,690,705 Fiscal Year 1989-90 General Fund $51,269,367 1990-91 57,789,081 19,169,422 1991-92 56,917,902 33,259,242 1992-93 58,413,355 1993-94 61,766,027 1994-95 1995-96 Debt Service Eliminations 0 1997-98 16,869,017 105,234,817 13,010,680 0 42,238,451 262,793 1998-99 F 21,601,118 257,585,969 3,130,067 0 1,791,000 0 (379,000) 283,729,154 177,615,758 1999-00 B 3,185,712 289,759,167 3,517,528 0 8,186,000 0 (475,381) 304,173,026 Note: Historical data prior to FY 1997-98 for General Fund and Debt Service included Indirect Cost Recovery. 38 Total $83,014,282 maricopa county annual business strategies for 1999-2000 Intergovernmental (General Fund) $20,527,145 $40,000,000 $21,601,118 $3,185,712 $30,000,000 $20,000,000 $10,000,000 $FY 99 REVISED FY 99 FORECAST FY 00 BUDGET Jail booking and housing fees charged to other jurisdictions, primarily cities and towns, make the majority of budgeted revenue. However, this is no longer budgeted in the General Fund. It is now reflected in Special Revenue The table below outlines the FY 1999-00 budget detail. Department Elections General Government Indigent Representation Justice Courts Juvenile Courts Medical Eligibility Total Amount $715,000 249,772 100,000 720,940 50,000 1,350,000 3,185,712 Description Election Services Shared State Lottery Sales State Grand Jury Reimbursements State Reimbursement for JP Salaries Federal Reimbursement for Inmate Housing SOBRA Reimbursements for Eligibility Determinations Jail Per Diem (General Fund) $40,000,000 $16,385,000 $16,928,373 $30,000,000 $20,000,000 $10,000,000 $0 $0 $FY 99 REVISED FY 99 FORECAST FY 99 RESTATED FY 00 Budget Jail Per Diem (Detention Fund) $40,000,000 $16,385,000 $16,385,000 FY 99 RESTATED FY 00 BUDGETED $30,000,000 $20,000,000 $10,000,000 $0 $0 $FY 99 REVISED FY 99 PROJECTED 39 maricopa county annual business strategies for 1999-2000 highway user revenue funds (hurf) The State of Arizona levies a highway user tax of $0.18 per gallon on the motor fuel sold within the state. The primary purpose of the highway user tax is to fund construction and maintenance of streets and highways. In pursuit of this goal, the State distributes these highway user funds in approximately the following proportions: 50 percent to the State Highway Fund, 30 percent to cities and towns and 20 percent to counties. The highway user revenues distributed to the counties are allocated based upon fuel sales and estimated consumption. Maricopa County records its portion of the highway user tax in the Transportation Fund that is administered by the Maricopa County Department of Transportation. Listed to the right are the actual collections of the highway user revenues for the last eight fiscal years, forecasted totals for FY 1998-99, plus the budget for FY 1999-00. Fiscal Highway User Year Tax 1990-91 56,946,418 1991-92 55,318,677 1992-93 55,922,890 1993-94 57,901,673 1994-95 63,227,494 1995-96 68,763,760 1996-97 73,249,850 1997-98 67,408,288 1998-99 F 72,400,000 1999-00 B 77,800,000 state shared sales taxes Maricopa County does not levy general-purpose sales tax. However, the County does receive a portion of the State of Arizona's Transaction Privilege Tax collections, which is deposited in the General Fund. The State collects transaction privilege taxes on 30 types of business activities, at rates ranging from .516 to 6.05 percent. A portion of each of these taxes, ranging from 0 to 80 percent, is allocated to a pool for distribution to the cities, counties and state. Of this pool, 38.08 percent is allocated to Arizona counties. Prior to FY 1994-95, the counties' distribution was determined using a calculation that combined assessed valuation and location of actual sales tax receipts (point of sale). Beginning with FY 1994-95, the state uses a new allocation procedure. The new procedure distributes the funds determined from the larger of two different calculations: a) 50% based on point of sale + 50% based on assessed valuation; or b) 50% based on point of sale + 50% based on population. Also as of FY 1994-95, the counties receive a portion of an additional 2.43 percent of the State's share of receipts, distributed using a 50% point of sale + 50% population basis method. Listed to the right are the actual sales tax collections for the last eight fiscal years, forecasted totals for FY 1998-99, plus the budget for FY 1999-00. The FY 1999-00 budget for the General Fund is based on conservative economic forecasts and assumes a 4.4% growth rate over the 1998-99 forecast. The increase from the FY 1998-99 forecast is $12,076,979. 40 State Shared Sales Tax Collections Fiscal Year General Fund 1990-91 158,679,571 1991-92 164,190,068 1992-93 176,925,962 1993-94 209,588,061 1994-95 215,015,368 1995-96 231,009,128 1996-97 242,352,311 1997-98 257,643,630 1998-99 F 274,540,083 1999-00 B 286,617,062 maricopa county annual business strategies for 1999-2000 Sales Tax Collections $286,617,062 $274,540,083 $263,263,001 $300,000,000 $250,000,000 $200,000,000 $150,000,000 $100,000,000 $50,000,000 $FY 99 REVISED FY 99 FORECAST FY 00 BUDGET state shared vehicle license taxes The State of Arizona levies vehicle license tax annually on all vehicles, based upon the estimated vehicle value. These taxes are paid as part of the annual auto license renewal process, billed and payable during the month in which the vehicle was first registered. Collections are shared between the state, counties and cities. Revenue forecasts include the impact of recent tax cut legislation. Listed to the right are the actual vehicle license tax collections for the last eight fiscal years, forecasted totals for FY 1998-99 and the budget for FY 1999-00. The FY 1999-00 budget was determined using a conservative economic growth rate of 1.29% over forecast. Subject to volatility due to 2-year registration cycle. The Vehicle License Tax is essentially a personal property tax levied by the state on cars and trucks. Maricopa County receives a share of the revenues based on a statutory formula. FY 1998-99 revenue is forecasted to exceed the budget by $12,026,166. The FY 1999-00 budget is $4,077,478 under the FY 1998-99 forecast. State Shared Vehicle License Tax Fiscal General Year Fund 1990-91 32,591,325 1991-92 32,992,840 1992-93 34,229,803 1993-94 39,330,291 1994-95 44,940,805 1995-96 53,481,261 1996-97 64,600,858 1997-98 68,309,110 1998-99 F 81,091,282 1999-00 B 77,013,804 State Shared Vehicle License Tax $69,065,116 $81,091,282 $77,013,804 $80,000,000 $60,000,000 $40,000,000 $20,000,000 $FY 99 REVISED FY 99 FORECAST FY 00 BUDGET 41 maricopa county annual business strategies for 1999-2000 charges for service, fines and forfeits, isfs, & patient charges Maricopa County charges its customers fees for various services in the form of user fees or charges for services. Care is exercised in establishing charges for services so that the fees are not unduly discriminatory against those most in need of services. The County Board of Supervisors approves the fee rates for services. Charges for service are also levied internally within Maricopa County government for internal services provided by one County department to another department. The County’s policy is to fully recover the cost for providing services. Examples of charges for services to the public include building plan reviews, court fees, fiduciary fees, jury fees, passport fees, notary bond fees, zoning application fees, autopsy fees, kennel fees, landfill charges, park entrance fees, vital statistic document fees, room and board fees, probation service fees, patient service charges and medical capitation fees. Examples of internal charges for services include motor pool charges and long distance telephone charges. Through statutory and enforcement authority, Maricopa County also collects various fines and forfeitures such as citations, court fines, and library fines. Each of these types of revenues, charges for services, internal charges for services and fines and forfeits are recorded in the applicable fund type, depending on their nature. Charges for services to the public are recorded in the General Fund, the Special Revenue Funds and the Enterprise Funds. Fines and forfeits are recorded in the General and Special Revenue Funds. Listed below are the charges for services, fines and forfeits and net patient service revenues recorded for the last eight fiscal years, forecasted totals for FY 1998-99, plus the budget for FY 1999-00. Charges for Services and Fines & Forfeits Revenues Fiscal Year 1990-91 1991-92 1992-93 1993-94 1994-95 1995-96 1996-97 1997-98 1998-99 1999-00 General Fund 21,064,296 26,175,755 27,817,045 32,386,835 33,205,377 34,025,494 31,051,154 33,837,750 31,106,510 28,462,285 Special Revenue Funds 20,921,188 24,927,961 24,510,472 10,951,564 21,211,035 22,913,761 24,660,740 32,506,984 24,883,434 29,596,008 Enterprise Funds 296,402,154 352,282,873 401,393,522 453,417,547 464,406,141 466,685,704 459,442,809 465,456,904 511,798,260 544,257,274 Internal Capital Service Projects Funds Funds Eliminations 122,417,668 626,798 132,704,926 499,356 137,626,475 909,657 162,749,217 323,006 126,851,818 67,014 71,231,729 0 85,204,601 64,018 66,587,939 231,215 65,310,440 0 (95,742,813) 80,894,396 0 (117,756,773) Total 461,432,104 536,590,877 592,257,171 659,828,169 645,741,385 594,856,688 597,423,322 598,620,792 538,003,411 565,453,190 NOTE: Prior to FY 1997-98, figures shown included Patient Revenue and Internal Service Charges. fees and charges for services Fees & Charges for Services (General Fund) $16,092,309 $20,029,556 $18,294,192 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $FY 99 REVISED FY 99 FORECAST FY 00 FINAL Most departments that collect charges for services have maintained their budgets over the prior year. However, budgeted Fees and Charges have decreased for FY 1999-00 because the Clerk of the Court has shifted a portion of the revenue stream from Fees and Charges to Fines and Forfeitures for better financial reporting. Overall, budgeted revenue for the Clerk’s Office has increased $142,513. 42 maricopa county annual business strategies for 1999-2000 Fees and Charges For Service Summary Department Clerk of the Court Constables Elections General Government Human Resources Justice Courts Medical Eligibility Medical Examiner Planning & Development Public Fiduciary Recorder Sheriff Superintendent of Schools Superior Court Treasurer Total FY 1998-99 FY 1999-00 Description 3,657,487 3,800,000 Filing Fees 474,850 453,000 Writ & Restitution Collection Fees 46,700 15,000 Certification Fees 1,720,673 1,550,000 Tax Sale Fees and Cable TV Franchise Fees 19,838 20,900 Garnishments and Support Processing Fees 2,201,933 2,480,000 Court Filing Fees 467,800 0 Eligibility Determination Services 235,000 235,000 Cremation Certificate Fees and Transport Fees 1,971,313 0 Zoning Applications, Building Reviews, Subdivision Fees 660,000 690,000 Fiduciary Fees and Probate Fees 6,710,000 5,870,000 Document Recording Fees 1,493,901 2,879,292 Contract Law Enforcement 38,000 35,000 Garnishment & Support Processing Fees 329,561 260,000 Reimbursement of Court Costs 2,500 6,000 Miscellaneous Charges 20,029,556 18,294,192 internal service charges Internal service charges are established each budget season. The internal service fee rates are intended to recover from the appropriate user the full cost of the services provided. Internal charges for services are recorded in the Internal Service Funds. The significant increase in the FY 1999-00 budget is due to the increase in employee benefit costs and Risk Management Charges. Fiscal Year 1990-91 1991-92 1992-93 1993-94 1994-95 1995-96 1996-97 1997-98 1998-99 1999-00 Internal Service Funds 122,417,668 132,704,926 137,626,475 162,749,217 126,851,818 71,231,729 82,204,601 24,354,392 26,769,664 38,375,224 43 maricopa county annual business strategies for 1999-2000 fines and forfeits Fines & Forfeits (General Fund) $9,123,741 $11,076,954 $9,970,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $FY 99 REVISED FY 99 FORECAST FY 00 BUDGET Fines and forfeits are Department Amount Description collected by the Clerk of the Superior Court $1,700,000 Superior Court Fines Justice Courts and Justice Courts 8,270,000 Traffic and Misdemeanor Fines Superior Court. Based $9,970,000 on collections through March, the forecasted revenue is expected to exceed budget due to rising caseloads. The FY 1999-00 budget anticipates increased fines and forfeits in line with caseload increases in the Justice Courts and a different method of posting by the Clerk of the Court for fines and forfeits for more accurate financial reporting. patient charges Patient Charges and Patient Care – Revenue Allowances Fiscal Year 1997-98 1998-99 1999-00 General Fund 2,444,637 647,580 198,093 Special Revenue Funds 532,007 602,542 1,220,261 Enterprise Funds 323,663,351 508,799,795 543,909,274 Internal Service Funds Capital Projects Funds 0 0 0 0 0 0 Eliminations (54,232,273) (40,707,215) (47,811,146) Total 272,408,322 469,342,702 497,516,482 Patient Charges (General Fund) $2,330,846 $4,000,000 $647,580 $198,093 $3,000,000 $2,000,000 $1,000,000 $FY 99 REVISED 44 FY 99 FORECAST FY 00 BUDGET maricopa county annual business strategies for 1999-2000 Patient service revenues are generated by the residual long-term care program and charges by the Sheriff’s Office to other counties for inmate psychiatric treatment. Long-term care accounts for nearly all of the total revenue is collected from patients for their share of cost of care. In the General Fund, revenue is derived from patient share and cost in the Long-Term Care Residual Program. The long-term care residual population will decline because no new patients are enrolled in the program. In addition, the revenue collected by the Sheriff’s Office from other counties is declining as other counties develop their own treatment programs. This budget reflects the declining population of long-term care residual patients. LTC residual revenue has been reduced because of changes in accounting rules related to patients’ share of cost. Previously, the full cost of care was recorded as an expenditure by the County, offset by contributions from patients’ personal income. Now, only the net cost is reported. Patient Charges FY 1999-00 Adopted Budget Summary Department Healthcare Mandates Sheriff’s Office Amount $172,693 25,400 $198,093 Description LTC Share of Cost Rule 11 Competency Restoration Services miscellaneous revenue Maricopa County classifies miscellaneous revenues as any revenues that do not fall within a more specific revenue category. Examples of miscellaneous revenues include concessions, sales of copies, sales of fixed assets, interest earnings, building rental, pay phone receipts, insurance recoveries, food sales, land sales, map sales, equipment rental and bond proceeds. Listed below are the miscellaneous revenues recorded for the last eight fiscal years, forecasted amounts for FY 1997-98, plus the budget for FY 1998-99. Federal disproportionate share revenues were budgeted as patient service revenue in FY 1995-96, but have been presented in this table as miscellaneous revenues to provide consistency with the method of historical financial reporting. Additionally, bond proceeds available at the end of FY 1994-95 have been budgeted as miscellaneous revenue in FY 1995-96, rather than beginning fund balance, due to the nature of the accounting relationship between bond funds and the capital projects fund. Miscellaneous revenues are recorded in all of the fund types. Fiscal Year 1990-91 1991-92 1992-93 1993-94 1994-95 1995-96 1996-97 1997-98 1998-99 1999-00 General Fund 12,810,634 13,639,382 10,911,198 17,361,501 22,290,356 22,698,183 12,052,384 10,170,063 12,514,416 14,557,757 Miscellaneous Revenue Special Internal Revenue Enterprise Service Funds Funds Funds 7,148,425 7,692,984 4,279,414 9,108,790 50,083,998 4,335,105 8,550,621 59,160,264 3,285,982 5,398,008 73,262,620 2,966,423 11,745,466 77,468,996 2,974,265 13,368,020 5,249,093 104,646 19,343,464 5,221,705 741,659 32,181,062 1,292,308 269,866 24,642,605 78,878,826 2,594,804 16,946,130 77,568,882 918,371 Debt Capital Service Projects Funds Funds Total 1,541,359 6,283,532 39,756,348 803,808 6,288,593 35,778,524 3,820,486 1,454,953 87,183,504 1,697,395 1,888,447 102,574,394 772,308 1,395,661 116,647,052 1,075,861 1,287,867 43,783,670 622,445 10,056,965 48,038,622 524,591 100,241,220 144,679,110 400,000 407,093 119,437,744 400,000 350,000 110,741,140 45 maricopa county annual business strategies for 1999-2000 Miscellaneous Revenue (General Fund) $9,451,401 $12,514,416 $14,557,757 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $FY 99 REVISED FY 99 FORECAST FY 00 BUDGET The largest single component of miscellaneous revenues is interest income. Increased miscellaneous revenue is attributed to an increase in budgeted interest income for FY 1999-00. Interest revenue was conservatively budgeted at $7,384,631 for FY 1998-99, and is projected to significantly exceed this target due to higher-thananticipated beginning fund balance. Interest income is also accrued from other funds held by the Treasurer. Budgeted revenue for interest income has increased to $8,910,820 for FY 1999-00. Miscellaneous Revenue Summary Department Assessor Clerk of the Court County Attorney Elections Facilities Management General Government Human Resources Justice Courts Juvenile Probation Materials Management Planning & Development Recorder Sheriff Superintendent of Schools 46 FY 1998-99 $92,000 452,145 8,000 10,000 170,000 10,091,831 2,600 97,639 8,000 11,900 11,500 1,136,000 354,724 68,077 $12,514,416 FY 1999-00 $90,000 80,000 8,000 1,385,980 21,472 11,618,005 3,100 75,000 5,000 27,000 0 1,050,000 116,200 78,000 $14,557,757 Description Sale of Maps, Copies, Etc. Sale of Copies & Bad Check Fees Drug Offender Diversion Fees Sale of Copies and Maps Baseball Parking Interest Income & United Way Reimbursements Sale of Copies Sale of Copies Key Replacement Fees Surplus, Vending Machine, & Copy Sales Sale of Publications Micrographics & Photocopy Sales Sale of Copies and Reimbursement for ID Cards National Forest Fees for Schools maricopa county annual business strategies for 1999-2000 gain / loss of fixed assets Gain / Loss of Fixed Assets $400,000 $350,000 $300,000 $250,000 $200,000 $150,000 $100,000 $50,000 $- 50,229 FY 99 REVISED 50,000 50,000 FY 99 FORECAST FY 00 BUDGET Budgeted conservatively consistent with the FY 1998-99 revised budget. transfers in from other funds The Transfers In to the General Fund are made up on two components. $7,193,615 for Central Service Costs in the Department of Finance and $54,677,600 for Disproportionate Share reimbursement from Maricopa Intergrated Health System. Transfers In 67,533,280 86,294,880 61,871,215 $100,000,000 $90,000,000 $80,000,000 $70,000,000 $60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 $FY 99 REVISED FY 99 FORECAST FY 99 BUDGET 47 maricopa county annual business strategies for 1999-2000 comparative tax data Maricopa County levies primary property taxes based on assessed valuations of personal and real property. The primary tax levy is limited by A.R.S. §42-301. Each year the primary tax levy limit is computed by the Department of Finance and is confirmed by the State. The primary property tax may be used to support any type or level of service within the legal purview of the County, and therefore is the major revenue source for the County General Fund. The County also levies secondary property taxes that are levied for a specific purpose, i.e. the Flood Control District, Library District and Debt Service. The amount of tax levy does not correspond to the budgeted property tax revenues. In computing the revenues, the following factors were considered: 1) Collection rates; 2) Prior year taxes which will be paid in the current year; and 3) Interest earned on prior year taxes. Variances between the preliminary levy and budgeted revenue are outlined in the following schedule. MARICOPA COUNTY FY 1999-00 PROPERTY TAX LEVY Primary, Debt Service, Flood Control District and Library District Levies Description Total Assessed Value w/SRP Revenue from 1-cent Levy Total Tax Levy & PILT Tax Rates PRIMARY (COUNTY OPERATING): FY 1999-00 Final $ 17,463,875,533 FY 1998-99 Levy $ 16,017,265,623 Variance $ 1,446,609,910 $ $ $ 549,457,071 $ 18,013,332,604 572,477,337 $ 16,589,742,960 (23,020,266) $ 1,423,589,644 $ $ $ 1,801,333 1,658,974 142,359 $ $ $ 1.1884 1.1472 0 DEBT SERVICE: FY 1999-00 Final FY 1998-99 Levy Variance $ 214,070,445 $ 190,317,531 $ 23,752,914 $ $ $ 18,676,830,848 16,813,017,261 1,863,813,587 $ $ $ 549,457,071 $ 19,226,287,919 572,477,337 $ 17,385,494,598 (23,020,266) $ 1,840,793,321 $ $ $ 1,922,629 1,738,549 184,080 $ $ $ 0.1085 $ 20,860,522 0.1312 $ 22,809,769 (0) $ (1,949,247) FLOOD CONTROL DISTRICT: FY 1999-00 Final $ FY 1998-99 Levy $ Variance $ 15,504,112,660 13,660,618,615 1,843,494,045 $ $ $ 90,500,182 $ 15,594,612,842 99,564,820 $ 13,760,183,435 (9,064,638) $ 1,834,429,407 $ $ $ 1,559,461 1,376,018 183,443 $ $ $ 0.2858 $ 44,569,404 0.3270 $ 44,995,800 (0) $ (426,396) LIBRARY DISTRICT: FY 1999-00 Final FY 1998-99 Levy Variance 18,676,830,848 16,813,017,261 1,863,813,587 $ $ $ 549,457,071 $ 19,226,287,919 572,477,337 $ 17,385,494,598 (23,020,266) $ 1,840,793,321 $ $ $ 1,922,629 1,738,549 184,080 $ $ $ 0.0421 0.0421 - GRAND TOTALS: FY 1999-00 Levy FY 1998-99 Levy Variance 48 Assessed Value Salt River Proj. Effective Assessed Value $ $ $ $ $ $ $ $ $ 8,094,267 7,319,293 774,974 1.6248 $ 287,594,638 1.6475 $ 265,442,393 (0.0227) $ 22,152,245 maricopa county annual business strategies for 1999-2000 reconciliation of preliminary tax levy and srp payments in lieu of taxes to revenue budget RECONCILIATION FINAL TAX LEVY AND SRP PAYMENTS IN LIEU OF TAXES TO REVENUE BUDGET Final Levy GENERAL FUND: Real Property Taxes Personal Prop. Taxes Payments in Lieu of Taxes DEBT SERVICE FUND: Real Property Taxes Personal Prop. Taxes Payments in Lieu of Taxes Amount Real Property Taxes Personal Prop. Taxes Payments in Lieu of Taxes $ 196,952,241 10,865,675 6,583,824 $ 214,401,740 $ 19,257,965 1,006,396 596,161 20,860,522 Real Property Taxes Personal Prop. Taxes Payments in Lieu of Taxes $ 44,310,754 258,650 44,569,404 Flood Control Dist. Secondary Property Tax Levy SRP Payments in Lieu of Taxes $ $ LIBRARY DISTRICT: Library Dist. Secondary Property Tax Levy Personal Prop. Taxes Payments in Lieu of Taxes Amount $ 196,517,679 11,023,018 6,529,748 $ 214,070,445 $ FLOOD CONTROL DISTRICT: Flood Control Dist. Secondary Property Tax Levy SRP Payments in Lieu of Taxes Budgeted Revenue: Description $ $ 7,472,446 390,500 231,321 8,094,267 $ $ $ Library Dist. Secondary Property Tax Levy Personal Prop. Taxes Payments in Lieu of Taxes $ $ 19,310,736 992,029 601,098 20,903,863 44,705,777 300,837 45,006,614 7,492,922 384,926 233,237 8,111,085 49 maricopa county annual business strategies for 1999-2000 levy limit FY 1999-00 Levy Limit Maricopa County Maximum Levy A.1 Maximum Allowable Primary Tax Levy A.2. A.1 multiplied by 1.02 1998 211,732,234 215,966,879 Current Year Net Assessed Value Subject to Taxation in Prior Year B.1. Centrally Assessed B.2. Locally Assessed Real Property B.3. Locally Assessed Secured Personal Property B.4. Locally Assessed Unsecured Personal Property B.4a. Exemptions B.5. Total Assessed Value (B.1 through B.4) - B.4a B.6. B.5. Divided by 100 1999 $ 2,123,115,802 14,403,772,657 223,812,170 910,601,995 (1,113,986,965) 16,547,315,659 165,473,157 Current Year Net Assessed Values C.1. Centrally Assessed C.2. Locally Assessed Real Property C.3. Locally Assessed Secured Personal Property C.4. Locally Assessed Unsecured Personal Property C.4a. Exemptions C.5. Total Assessed Value (C.1 through C.4) - C.4a C.6. C.5 Divided by 100 1999 $ 2,847,563,313 15,187,294,672 284,367,195 927,912,025 (1,783,261,672) 17,463,875,533 174,638,755 Levy Limit Calculation D.1. Line A.2 D.2. Line B.6 D.3. D.1/D.2 (Maximum Allowable Tax Rate) D.4. Line C.6 D.5. D.3 Multiplied D.4 = Maximum Allowable Levy Limit D.6. Excess Collections\ Excess Levy D.7. Amount in Excess of Expenditure Limit D.8. Allowable Levy Limit (D.5 - D.6 - D.7) Adjusted Allowable Levy Limit Calculation E.1. Accepted Torts E.2. Adjusted Allowable Levy Limit (D.8 + E.1) 50 $ $ $ 1999 215,966,879 165,473,157 1.3051 174,638,755 227,921,039 227,921,039 1999 7,600 227,928,639 maricopa county annual business strategies for 1999-2000 levy limit calculation FY 1999-00 LEVY LIMIT FY 1999-00 Adjusted Allowable Levy Limit Maximum Rate $ 227,928,639 $ 1.3051 FY 1999-00 Primary Levy (excluding SRP): Primary Levy Rate $ 207,540,697 $ 1.1884 Amount Under/(Over) Limit: $ $ 20,387,942 0.1167 expenditure limitation FY 99-00 Estimated Expenditure Limit $574,774,059 FY1999-00 Expenditures Subject to Limitation $521,776,722 Amount Under (Over) Expenditure Limitation in FY 1999-00 $52,997,337 FY 1998 Expenditure Limit 436,622,861 FY 1998 Expenditures Subject to Limitation 436,622,860 Amount Under (Over) Expenditure Limitation in FY 1998 $1 51 maricopa county annual business strategies for 1999-2000 general fund beginning fund balance commentary Projected General Fund Balance and Recommended Appropriations I. Fund Balance Projection: Beginning Fund Balance: FY 1998-99 Budget $ 96,758,376 FY 1998-99 Projected $ 107,517,592 Revenue Expenditures Ending Fund Balance: $ 659,127,798 $ (702,581,677) $ 53,304,497 $ 709,065,470 $ (688,888,813) $ 127,694,249 $ (56,400,000) $ 71,294,249 $ 7,914,892 $ 79,209,141 Less Fund Balance designated for Cash Flow Ending Fund Balance Less Cash Flow FY 1999-00 Operating Revenues in Excess of Expenditures II. Recommended Non-Recurring Budget Issues: Carryover - Phone System Carryover - Year 2000 Carryover - Enterprise Infrastructure Carryover - Vehicle Replacement Carryover - Major Maintenance Carryover - Assessor GIS Carryover - Superior Ct. Courtroom Constr. Carryover - Superior Ct. Video Systems $ $ New Issues: Critical Infrastructure Year 2000 Radio Replacement - Final Phase Assessor GIS-Year 2 Unsettled Lawsuits Advanced Payment of Judgment Relocation Costs (includes Justice Cts.) Various Facility Improvements County Attorney PC Replacement Sheriff-CAD/RMS Upgrades Sheriff-ADA/Ergonomics Consultant Services for Space Planning and Imaging Medical Examiner - 3 Unit Modular Call Center - Telecom 52 $ 828,118 4,261,407 108,120 322,482 1,872,600 58,750 1,385,000 207,429 9,043,906 $ 40,000,000 1,305,126 4,707,151 555,000 8,000,000 5,200,000 4,023,978 4,276,918 513,903 300,000 150,000 675,000 220,000 238,159 70,165,235 Total Recommended Appropriation: $ 79,209,141 Net Fund Balance w/Non-Recurring Issues: Projected Ending Fund Balance $ $ - maricopa county annual business strategies for 1999-2000 risk management fund status Two factors have contributed to the development of Risk Management’s recommended budget: balancing the County budget and providing adequate protection for the County’s assets, employees, and citizens. The final budget has been formulated to begin the process of funding the Risk Management’s Trust Fund through Internal Service Charges. In FY 1999/2000, the Trust will be funded entirely through Internal Service Charges. The County continues to work with the Board of Trustees and the actuary firm to fund the trust fund at an acceptable level through projected plaid claims. Trust Fund Cash Balance as of July 1, 1998 Cash with Trustee for Workers Compensation $18,024,314 5,645,707 $23,670,021 Add: FY 1998/99 Rollover Environmental 1,514,103 Add: FY 1998/99 Projected Revenue 6,755,906 Add: Environmental Fund Revenue Add: Projected Interest Earnings 910,000 881,444 Less: FY 1998/99 Projected Expenditures* (17,635,155) Projected Trust Fund Cash Balance at June 30, 1999 $16,096,319 Add: Budgeted Revenues FY 1999/00 18,134,977 Add: Estimated Interest Revenue 563,371 Add: Environmental Revenue 325,000 Less: Budgeted Expenditures FY 1999/00 (18,712,953) Estimated Trust Fund Cash Balance at June 30, 2000 $16,406,714 *Projected expenditures are estimates and assume expending the entire FY 98/99 budget, actual spending could vary depending on claims paid. 53 maricopa county annual business strategies for 1999-2000 consolidated expenditures by fund/department FY1998-99 Adopted 100 GENERAL FUND JUDICIAL BRANCH 11 ADULT PROBATION 24 JUSTICE COURTS 27 JUVENILE PROBATION 38 SUPERIOR COURT 54 $ FY1998-99 Revised $ Subtotal $ 9,687,570 12,975,302 17,843,249 34,587,270 75,093,391 ELECTED OFFICIAL 01 BOARD OF SUPERVISORS DISTRICT 1 $ 02 BOARD OF SUPERVISORS DISTRICT 2 03 BOARD OF SUPERVISORS DISTRICT 3 04 BOARD OF SUPERVISORS DISTRICT 4 05 BOARD OF SUPERVISORS DISTRICT 5 06 BOARD OF SUPERVISORS CLERK 12 ASSESSOR 14 COUNTY CALL CENTER 16 CLERK OF THE SUPERIOR COURT 19 COUNTY ATTORNEY 21 ELECTIONS 23 INTERNAL AUDIT 25 CONSTABLES 36 RECORDER 37 SUPERINTENDENT OF SCHOOLS 43 TREASURER 50 SHERIFF Subtotal $ 220,733 220,733 220,733 220,733 220,733 491,938 13,250,701 841,250 18,427,652 34,868,499 8,693,662 634,144 1,493,463 1,376,878 1,428,331 3,592,732 96,382,394 182,585,309 $ APPOINTED DEPARTMENT 15 EMERGENCY MANAGEMENT $ 18 FINANCE 20 COUNTY ADMINISTRATOR 22 HUMAN SERVICES 26 CORRECTIONAL HEALTH 28 MEDICAL ELIGIBILITY 29 MEDICAL EXAMINER 30 PARKS AND RECREATION 31 HUMAN RESOURCES 32 PLANNING AND DEVELOPMENT 33 INDIGENT REPRESENTATION 34 PUBLIC FIDUCIARY 35 ORG. PLANNING AND TRAINING 39 HEALTH CARE MANDATES 41 CHIEF INFORMATION OFFICER 45 JUDICIAL MANDATES 47 GENERAL GOVERNMENT 49 MANAGEMENT AND BUDGET 70 FACILITIES MANAGEMENT 73 MATERIALS MANAGEMENT 79 ANIMAL CONTROL SERVICES 86 PUBLIC HEALTH 88 ENVIRONMENTAL SERVICES Subtotal $ 150,649 2,276,897 1,106,773 1,000,000 15,622,026 9,490,611 2,570,559 1,282,376 2,715,915 2,934,745 29,683,757 1,565,954 523,742 248,123,120 4,724,245 95,127,234 1,337,431 18,089,009 1,207,521 228,571 4,499,186 642,656 444,902,977 Fund Total $ 702,581,677 $ $ $ FY1998-99 Projected 9,730,476 12,951,336 17,921,443 34,740,497 75,343,752 $ 220,733 220,733 220,733 220,733 220,733 491,938 13,250,701 841,250 18,472,220 35,055,241 8,693,662 710,044 1,493,463 1,376,878 1,428,331 3,592,732 96,382,394 182,892,519 $ $ 150,649 2,276,897 1,106,773 1,000,000 15,622,026 9,490,611 2,618,759 1,282,376 2,715,915 3,003,674 29,803,754 1,565,954 559,942 248,123,120 4,724,245 93,788,385 1,337,431 18,350,561 1,207,521 228,571 4,499,186 642,656 444,099,006 $ 702,335,277 $ $ $ FY1998-99 Restated 9,730,476 12,774,336 17,680,609 33,962,020 74,147,441 $ 194,793 203,843 209,436 195,727 200,220 439,049 13,248,229 786,964 18,383,543 34,834,257 8,693,662 702,367 1,438,170 1,376,878 1,348,909 3,575,449 96,382,393 182,213,889 $ $ 141,650 1,885,068 1,102,387 970,000 15,622,026 9,490,609 2,333,338 1,266,500 2,588,347 2,968,958 28,573,321 1,535,566 528,659 263,474,660 4,650,647 69,968,971 1,320,136 18,187,489 996,896 228,571 4,119,304 563,783 432,516,886 $ 688,878,216 $ $ $ FY1999-00 Requested 9,730,476 12,951,336 8,611,152 34,740,497 66,033,461 $ 220,733 220,733 220,733 220,733 220,733 491,938 13,250,701 977,552 18,335,918 35,055,241 8,693,662 710,044 1,493,463 1,376,878 1,428,331 3,592,732 32,389,339 118,899,464 $ $ 150,649 2,149,416 1,190,201 1,020,000 9,490,611 2,618,759 1,282,376 2,715,915 29,483,009 1,565,954 559,942 248,123,120 4,724,245 5,539,074 160,856,220 1,410,017 18,478,042 1,207,521 228,571 4,499,186 642,656 497,935,484 $ 682,868,409 $ $ $ FY1999-00 Adopted 12,107,042 16,120,995 10,546,066 39,471,295 78,245,398 $ 221,528 221,528 221,528 221,528 221,528 493,190 13,964,718 1,556,211 19,914,045 43,356,104 8,253,283 860,761 1,484,339 1,882,820 1,433,049 3,661,064 58,367,975 156,335,199 $ $ 175,033 2,224,444 1,194,035 2,734,705 11,210,959 3,362,378 39,770,056 2,937,216 34,157,230 1,701,967 616,117 243,455,900 5,406,065 5,624,934 229,707,127 1,473,828 22,501,055 1,601,883 229,035 19,939,921 644,264 630,668,152 $ 865,248,749 $ $ $ Variance 10,728,934 14,063,773 9,694,690 37,148,384 71,635,781 $ 221,528 221,528 221,528 221,528 221,528 493,190 13,753,701 1,219,545 18,622,308 38,566,703 8,252,074 858,504 1,484,339 1,827,872 1,433,049 3,654,989 34,469,613 125,743,527 $ $ $ $ 175,033 2,132,366 1,194,035 1,302,903 11,000,959 3,025,969 1,336,056 2,738,783 32,047,322 1,677,515 616,117 242,047,883 5,179,219 5,631,200 229,291,818 1,473,828 20,046,552 1,346,798 229,035 4,942,458 644,264 568,080,113 $ $ $ 765,459,421 $ % (213,987) (61,222) (275,209) 0.0% 0.0% -2.3% -0.2% -0.4% (140,100) (140,100) 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% -0.4% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% -0.1% 415,309 415,309 0.0% 0.0% 0.0% 0.0% - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.2% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.1% 0.0% maricopa county annual business strategies for 1999-2000 consolidated expenditures by fund / department (continued) FY1998-99 Adopted 500 ENTERPRISE FUNDS APPOINTED DEPARTMENT 60 MARICOPA HEALTH PLANS 67 SOLID WASTE 90 MARICOPA HEALTH SYSTEM $ $ Subtotal $ 341,003,875 723,792 283,931,444 625,659,111 Fund Total $ $ FY1998-99 Projected $ $ 341,003,875 1,024,292 283,931,444 625,959,611 625,659,111 $ $ Subtotal $ 38,973,380 25,450 663,638 8,322,634 17,635,155 10,040,625 75,660,882 Fund Total $ 75,660,882 600 INTERNAL SERVICE FUNDS APPOINTED DEPARTMENT 31 HUMAN RESOURCES 70 FACILITIES MANAGEMENT 73 MATERIALS MANAGEMENT 74 EQUIPMENT SERVICES 75 RISK MANAGEMENT 76 TELECOMMUNICATIONS 900 ELIMINATIONS APPOINTED DEPARTMENT 98 ELIMINATIONS FY1998-99 Revised FY1998-99 Restated $ $ 322,178,376 1,024,292 262,151,273 585,353,941 625,959,611 $ $ $ 38,973,380 25,450 813,638 8,322,634 17,635,155 10,040,625 75,810,882 $ 75,810,882 FY1999-00 Requested $ $ 341,003,875 1,024,292 283,931,444 625,959,611 585,353,941 $ $ $ 38,973,380 727,993 8,248,372 17,116,744 9,839,920 74,906,409 $ 74,906,409 FY1999-00 Adopted $ $ 344,821,745 1,026,518 277,265,326 623,113,589 625,959,611 $ $ $ 38,973,380 25,450 813,638 8,322,634 17,635,155 10,040,625 75,810,882 $ 75,810,882 Variance $ $ 344,821,745 1,219,938 277,265,326 623,307,009 623,113,589 $ $ $ 44,041,654 794,155 9,234,540 18,766,639 10,645,626 83,482,614 $ 83,482,614 % $ - 0.0% 0.0% 0.0% 0.0% 623,307,009 $ - 0.0% $ $ - 0.0% $ 44,010,907 927,306 8,305,445 18,712,953 10,970,207 82,926,818 $ 82,926,818 $ - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% $ Subtotal $ (205,791,698) $ (205,791,698) $ (206,046,424) $ (206,046,424) $ (205,791,698) $ (205,791,698) $ (278,586,796) $ (278,586,796) $ (388,048,628) $ (388,048,628) $ (439,913,377) $ (439,913,377) $ (213,987) (213,987) 0.0% 0.0% Fund Total $ (205,791,698) $ (206,046,424) $ (205,791,698) $ (278,586,796) $ (388,048,628) $ (439,913,377) $ (213,987) 0.0% Total All Funds $ 1,682,181,504 $ 1,714,891,240 $ 1,572,664,666 $ 1,714,891,240 $ 1,939,693,160 $ 1,842,648,510 $ - 0.0% 55 maricopa county annual business strategies for 1999-2000 consolidated expenditures by fund / department (continued) FY1998-99 Adopted 200 SPECIAL REVENUE FUNDS JUDICIAL BRANCH 11 ADULT PROBATION 24 JUSTICE COURTS 27 JUVENILE PROBATION 38 SUPERIOR COURT $ Subtotal $ 40,832,713 185,144 16,026,361 8,372,233 65,416,451 ELECTED OFFICIAL 16 CLERK OF THE SUPERIOR COURT $ 19 COUNTY ATTORNEY 36 RECORDER 50 SHERIFF Subtotal $ 5,338,939 6,295,524 4,340,000 12,113,801 28,088,264 $ APPOINTED DEPARTMENT 15 EMERGENCY MANAGEMENT $ 17 COMMUNITY DEVELOPMENT 22 HUMAN SERVICES 26 CORRECTIONAL HEALTH 30 PARKS AND RECREATION 32 PLANNING AND DEVELOPMENT 33 INDIGENT REPRESENTATION 44 PLANNING AND DEVELOPMENT 46 RESEARCH AND REPORTING 47 GENERAL GOVERNMENT 60 MARICOPA HEALTH PLANS 64 TRANSPORTATION 65 LIBRARY DISTRICT 66 HOUSING 67 SOLID WASTE 68 STADIUM DISTRICT 69 FLOOD CONTROL DISTRICT 78 STADIUM DISTRICT - MLB 79 ANIMAL CONTROL SERVICES 86 PUBLIC HEALTH 88 ENVIRONMENTAL SERVICES Subtotal $ 848,286 16,987,849 23,424,203 12,500 3,972,745 203,000 800,998 472,000 13,301,503 2,076,135 114,915,401 7,574,779 14,765,999 3,311,096 5,349,998 72,803,063 9,090,775 5,827,731 22,326,866 14,606,498 332,671,425 $ Fund Total $ $ 40,832,713 316,815 16,026,361 8,558,709 65,734,598 $ 5,152,463 6,667,980 4,340,000 15,931,493 32,091,936 $ $ $ 848,286 16,987,849 23,580,980 12,500 6,072,745 469,832 830,319 472,000 17,258,169 2,076,135 119,946,209 7,574,779 14,765,999 3,911,096 5,464,724 72,803,063 13,859,924 5,827,731 30,271,614 14,660,578 357,694,532 426,176,140 $ 5,160,697 25,963,695 31,124,392 $ Subtotal $ Fund Total $ FY1998-99 Restated $ 4,770,500 6,260,427 4,313,131 12,696,377 28,040,435 $ $ $ 751,441 16,987,849 22,988,000 12,500 2,926,730 362,170 693,811 368,949 14,455,709 1,627,108 104,899,203 7,353,139 14,765,999 3,900,191 5,391,366 63,876,332 13,236,254 5,486,778 19,115,351 12,396,792 311,595,672 455,521,066 $ 6,781,633 25,963,695 32,745,328 $ $ 31,124,392 $ $ Subtotal $ 2,850,000 2,850,000 APPOINTED DEPARTMENT 30 PARKS AND RECREATION $ 40 CRIMINAL JUSTICE FACILITIES 47 GENERAL GOVERNMENT 78 STADIUM DISTRICT - MLB 90 MARICOPA HEALTH SYSTEM Subtotal $ Fund Total $ 400 CAPITAL PROJECT FUNDS ELECTED OFFICIAL 50 SHERIFF 56 FY1998-99 Projected 33,953,143 149,538 10,495,478 7,873,581 52,471,740 300 DEBT SERVICE FUNDS APPOINTED DEPARTMENT 68 STADIUM DISTRICT 99 DEBT SERVICE $ FY1998-99 Revised $ $ $ $ $ $ FY1999-00 Requested 40,832,713 316,815 25,336,652 8,558,709 75,044,889 $ 5,152,463 6,667,980 4,340,000 79,924,548 96,084,991 $ $ $ $ $ 848,286 16,987,849 23,580,980 15,634,526 6,072,745 830,319 3,098,506 472,000 17,711,363 2,076,135 119,946,209 7,574,779 14,765,999 3,911,096 5,464,724 72,803,063 13,859,924 5,827,731 30,271,614 14,660,578 376,398,426 392,107,847 $ 5,160,697 25,963,695 31,124,392 $ $ 32,745,328 $ $ $ 2,850,000 2,850,000 330,000 22,691,000 900,000 23,921,000 $ 26,771,000 FY1999-00 Adopted 43,687,255 1,691,340 29,720,505 8,347,270 83,446,370 $ 6,822,019 7,072,639 5,286,000 88,183,258 107,363,916 $ $ $ $ $ 851,213 16,191,837 25,163,357 18,379,859 5,095,866 757,723 6,744,130 419,064 73,713,510 1,723,923 118,101,126 9,421,749 15,769,560 4,164,387 5,192,388 89,129,134 3,516,100 6,060,743 29,215,455 16,242,489 445,853,613 547,528,306 $ 6,781,633 25,963,695 32,745,328 $ $ 31,124,392 $ $ $ 1,182,946 1,182,946 $ $ 330,000 24,482,000 3,500 900,000 25,715,500 $ 28,565,500 Variance 43,687,255 1,691,340 28,717,576 8,347,270 82,443,441 $ 6,822,019 7,072,639 5,286,000 90,287,616 109,468,274 $ $ $ % 213,987 213,987 0.0% 0.0% 0.7% 0.0% 0.3% - 0.0% 0.0% 0.0% 0.0% 0.0% - 0.0% 0.0% 0.0% 0.0% 0.0% $ $ 851,213 16,191,837 24,599,314 16,781,017 5,095,866 757,723 6,744,130 448,000 125,792,246 1,723,923 118,865,977 9,323,369 15,769,560 4,164,387 5,192,638 88,497,743 3,341,745 6,060,743 29,215,455 16,242,489 495,659,375 636,663,899 $ 687,571,090 $ 5,121,636 25,950,275 31,071,911 $ $ 5,121,636 25,950,275 31,071,911 $ $ $ - 0.0% 0.0% 0.0% 32,745,328 $ 31,071,911 $ 31,071,911 $ - 0.0% $ $ 2,850,000 2,850,000 $ $ 5,157,535 5,157,535 $ $ 3,200,000 3,200,000 $ $ - 0.0% 0.0% $ $ 55,028,138 33,994,000 3,500 89,025,638 $ $ 47,034,991 35,965,000 3,500 83,003,491 $ $ 330,000 13,000,000 11,482,000 3,500 900,000 25,715,500 $ $ 4,899,113 3,500 4,902,613 $ - $ 6,085,559 $ 28,565,500 $ 88,161,026 $ 92,225,638 $ - $ 213,987 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% maricopa county annual business strategies for 1999-2000 consolidated expenditures by department and fund General Fund JUDICIAL BRANCH 11 ADULT PROBATION 24 JUSTICE COURTS 27 JUVENILE PROBATION 38 SUPERIOR COURT Special Revenue Debt Sevice 100 200 300 $ 10,728,934 $ 43,687,255 $ 14,063,773 1,691,340 9,694,690 28,717,576 37,148,384 8,347,270 Subtotal $ 71,635,781 $ 82,443,441 $ ELECTED OFFICIAL 100 200 300 01 BOARD OF SUPERVISORS DISTRICT 1 $ 221,528 $ - $ 02 BOARD OF SUPERVISORS DISTRICT 2 221,528 03 BOARD OF SUPERVISORS DISTRICT 3 221,528 04 BOARD OF SUPERVISORS DISTRICT 4 221,528 05 BOARD OF SUPERVISORS DISTRICT 5 221,528 06 BOARD OF SUPERVISORS CLERK 493,190 12 ASSESSOR 13,753,701 14 COUNTY CALL CENTER 1,219,545 16 CLERK OF THE SUPERIOR COURT 18,622,308 6,822,019 19 COUNTY ATTORNEY 38,566,703 7,072,639 21 ELECTIONS 8,252,074 23 INTERNAL AUDIT 858,504 25 CONSTABLES 1,484,339 36 RECORDER 1,827,872 5,286,000 37 SUPERINTENDENT OF SCHOOLS 1,433,049 43 TREASURER 3,654,989 50 SHERIFF 34,469,613 90,287,616 Subtotal $ 125,743,527 $ 109,468,274 $ APPOINTED DEPARTMENT 15 EMERGENCY MANAGEMENT 17 COMMUNITY DEVELOPMENT 18 FINANCE 20 COUNTY ADMINISTRATOR 22 HUMAN SERVICES 26 CORRECTIONAL HEALTH 28 MEDICAL ELIGIBILITY 29 MEDICAL EXAMINER 30 PARKS AND RECREATION 31 HUMAN RESOURCES 32 PLANNING AND DEVELOPMENT 100 $ 175,033 2,132,366 1,194,035 1,302,903 11,000,959 3,025,969 1,336,056 2,738,783 - 200 $ 851,213 16,191,837 24,599,314 16,781,017 5,095,866 - Capital Projects - 400 $ - - - 500 $ - Internal Service - Eliminations 600 $ - - - $ - $ - $ - 400 $ - 500 $ - 600 $ - 900 $ - $ - 400 $ - - - $ - $ - $ - $ - $ - $ - $ - $ 500 $ - 600 $ - 900 $ - - $ 3,200,000 3,200,000 Total 900 $ - - 300 $ Enterprise Funds 44,010,907 - - 54,416,189 15,755,113 38,412,266 45,495,654 154,079,222 221,528 221,528 221,528 221,528 221,528 493,190 13,753,701 1,219,545 25,444,327 45,639,342 8,252,074 858,504 1,484,339 7,113,872 1,433,049 3,654,989 127,957,229 238,411,801 1,026,246 16,191,837 2,132,366 1,194,035 25,902,217 16,781,017 11,000,959 3,025,969 6,431,922 46,749,690 - 57 maricopa county annual business strategies for 1999-2000 consolidated expenditures by department and fund (continued) General Fund 33 34 35 39 40 41 44 45 46 47 49 60 64 65 66 67 68 69 70 73 74 75 76 78 79 86 88 90 98 99 58 Special Revenue Debt Sevice INDIGENT REPRESENTATION 32,047,322 PUBLIC FIDUCIARY 1,677,515 ORG. PLANNING AND TRAINING 616,117 HEALTH CARE MANDATES 242,047,883 CRIMINAL JUSTICE FACILITIES CHIEF INFORMATION OFFICER 5,179,219 PLANNING AND DEVELOPMENT JUDICIAL MANDATES 5,631,200 RESEARCH AND REPORTING GENERAL GOVERNMENT 229,291,818 MANAGEMENT AND BUDGET 1,473,828 MARICOPA HEALTH PLANS TRANSPORTATION LIBRARY DISTRICT HOUSING SOLID WASTE STADIUM DISTRICT FLOOD CONTROL DISTRICT FACILITIES MANAGEMENT 20,046,552 MATERIALS MANAGEMENT 1,346,798 EQUIPMENT SERVICES RISK MANAGEMENT TELECOMMUNICATIONS STADIUM DISTRICT - MLB ANIMAL CONTROL SERVICES 229,035 PUBLIC HEALTH 4,942,458 ENVIRONMENTAL SERVICES 644,264 MARICOPA HEALTH SYSTEMS ELIMINATIONS DEBT SERVICE Subtotal $ 568,080,113 757,723 6,744,130 448,000 125,792,246 1,723,923 118,865,977 9,323,369 15,769,560 4,164,387 5,192,638 88,497,743 3,341,745 6,060,743 29,215,455 16,242,489 $ 495,659,375 5,121,636 25,950,275 $ 31,071,911 Total $ 765,459,421 $ 687,571,090 $ 31,071,911 Capital Projects Enterprise Funds Internal Service $ 55,028,138 33,994,000 3,500 89,025,638 344,821,745 1,219,938 277,265,326 $ 623,307,009 927,306 8,305,445 18,712,953 10,970,207 $ 82,926,818 32,805,045 1,677,515 616,117 242,047,883 55,028,138 5,179,219 6,744,130 5,631,200 448,000 389,078,064 1,473,828 346,545,668 118,865,977 9,323,369 15,769,560 5,384,325 10,314,274 88,497,743 20,046,552 2,274,104 8,305,445 18,712,953 10,970,207 3,345,245 6,289,778 34,157,913 16,886,753 277,265,326 (439,913,377) (439,913,377) 25,950,275 $ (439,913,377) $ 1,450,157,487 $ 92,225,638 $ 623,307,009 $ 82,926,818 $ (439,913,377) $ 1,842,648,510 Eliminations Total maricopa county annual business strategies for 1999-2000 consolidated expenditures by fund/object FY1998-99 Adopted (All) Funds PERSONAL SERVICES FY1998-99 Revised 3514098404 701 REGULAR PAY $ 705 TEMPORARY PAY 405,451,223 FY1998-99 Projected 3577023433 $ 419,658,947 FY1998-99 Restated 3458337081 $ 419,404,200 FY1999-00 Tentative 3577023433 $ 419,658,947 FY1999-00 Adopted 3835523568 $ 469,045,094 Variance % 3843086939 $ 469,098,018 $ (52,924) 0.0% - 0.0% 9,172,750 7,282,601 6,703,544 7,282,601 6,831,891 6,831,891 710 SPECIAL PAY 11,060,914 12,430,145 11,100,345 12,430,145 16,216,984 16,026,259 750 FRINGE BENEFITS 81,924,603 84,059,171 73,823,378 84,059,171 92,077,290 92,085,588 (8,298) 0.0% 780 SALARY ADJUSTMENTS 13,453,938 5,879,685 3,767,529 5,879,685 16,732,378 16,732,378 - 0.0% 790 OTHER PERSONAL SERVICES 35,874,451 36,278,501 784,145 36,278,501 8,384,576 8,384,576 - 0.0% 795 P S INTER-FUND CREDIT (NEG) (15,215,476) (15,180,403) (3,965,377) (89,011,214) (15,464,231) (15,464,231) - 0.0% 796 P S INTER-FUND CHARGES (24,838,632) (25,493,907) (26,390,337) 48,336,904 (19,436,625) (19,436,625) - 0.0% 797 PERSONNEL SAVINGS (NEG) (14,475,746) (14,798,829) (3,945,502) (14,798,829) (15,426,762) (15,426,762) - 0.0% Subtotal $ SUPPLIES AND SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES 807 810 815 820 825 826 827 828 829 830 832 833 834 835 836 837 838 839 840 841 842 843 844 845 847 850 855 857 860 861 865 870 871 872 873 874 875 880 502,408,025 $ 3514098404 $ 43,212,174 29,759,635 119,290,342 510,115,911 $ 3577023433 $ 43,054,489 29,691,073 132,042,134 481,281,925 $ 3458337081 $ 37,267,591 27,124,809 103,067,470 510,115,911 $ 3577023433 $ 43,054,489 29,691,073 132,042,134 558,960,595 $ 3835523568 $ 56,318,122 29,854,453 117,424,903 558,831,092 190,725 $ 1.2% 129,503 0.0% - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% -4.6% 3843086939 $ 56,318,122 29,854,453 117,424,903 $ - HEALTH CARE SERVICES LEGAL INSURANCE RENT REPAIRS AND MAINTENANCE FACILITIES MGMT DISCRETIONARY MATERIAL MGNT DISCRETIONARY MOTOR POOL FUEL TELECOM DISCRETIONARY COUNTY COUNSEL EMPLOYEE BENEFITS ADMIN BASE LEVEL EQ SERVICES CHARGES EQUIPMENT REPLACEMENT RISK MANAGEMENT BASE LEVEL TELECOM TELECOM WIRELESS SYSTEMS OTHER INTERNAL SVCS CHARGES ELECTED OFFICIAL TRAVEL EMPLOYEE TRAVEL EDUCATION TRANSPORTATION/SHIPPING JUDICIAL TRAVEL SUPPORT AND CARE OF PERSONS MEDICAL CARE UTILITIES STATE AND LOCAL AID MANDATED HEALTH CARE PAYMENTS MISCELLANEOUS EXPENSE GAIN/LOSS SALE FIXED ASSETS NON-OPERATING RESERVES OTHER ADJUSTMENTS WAREHOUSE INVENTORY S S INTER-FUND CREDIT (NEG) S S INTERFUND CHARGES OTHER NEGATIVE ADJUSTMENTS BONDS AND RELATED EXPENSE TRANSFERS OUT TO OTHER FUNDS Subtotal $ 26,227,569 17,963,424 51,852,259 17,379,431 18,811,836 441,783 539,548 98,516 1,685,087 1,607,299 4,775,224 1,202,869 (19,237,887) 5,101,000 7,035,138 1,376,143 487,317 125,177 1,604,252 3,134,616 1,137,226 955,925 292,140,491 18,946,820 77,614,032 173,661,179 39,015,910 336,000 3,230,087 (8,867,226) 3,848,553 (16,671,460) 42,637,014 962,457,303 $ 26,208,911 17,679,156 51,660,165 17,535,456 18,799,598 432,211 549,988 93,314 1,661,475 1,703,105 4,775,224 1,202,869 (19,262,437) 5,137,764 7,035,011 1,376,270 487,656 115,192 1,617,322 3,101,608 1,155,849 1,060,257 292,128,888 18,900,496 77,697,367 173,541,417 39,325,784 392,000 3,225,087 (8,867,226) 8,252,042 (18,093,277) 44,137,840 979,554,078 $ 36,824,638 16,642,800 51,725,063 17,013,347 17,297,632 261,502 712,356 91,969 1,421,421 1,659,870 4,744,424 1,207,065 (19,093,571) 5,363,051 6,788,644 1,400,367 537,478 145,164 1,230,264 2,565,831 1,405,757 542,467 269,482,047 19,064,749 96,454,538 173,791,507 34,613,763 (408) 2,203,833 1,813 (12,445,676) 7,694,835 (13,109,269) 46,785,592 (350,953) 942,133,780 $ 26,208,911 17,679,156 51,660,165 17,535,456 18,799,598 432,211 549,988 93,314 1,661,475 1,703,105 4,775,224 1,202,869 (19,262,437) 5,137,764 7,035,011 1,376,270 487,656 115,192 1,617,322 3,101,608 1,155,849 1,060,257 292,128,888 18,900,496 77,697,367 173,541,417 39,325,784 392,000 3,225,087 (40,435,293) 39,820,109 (18,093,277) 44,137,840 979,554,078 $ 36,530,518 26,832,268 57,034,599 18,679,851 20,364,280 1,334,686 643,393 109,482 1,754,637 2,064,397 5,310,517 1,585,886 (32,464,634) 15,000 14,961,791 8,481,004 287,682 383,364 135,022 1,291,870 3,528,390 1,181,927 1,122,330 283,546,175 5,650 18,905,602 73,476,115 174,420,452 36,995,889 300,000 3,119,616 (16,635,107) 6,788,695 (14,734,336) 50,299,571 1,687,161 992,941,221 $ 36,530,518 26,832,268 57,034,599 18,679,851 20,364,280 1,334,686 643,393 109,482 1,754,637 2,064,397 5,310,517 1,585,886 (32,464,634) 15,000 14,961,791 8,481,004 287,682 383,364 135,022 1,291,870 3,528,390 1,181,927 1,122,330 283,546,175 5,650 18,905,602 73,476,115 174,420,452 38,683,050 300,000 3,119,616 (16,635,107) 6,788,695 (14,734,336) 50,299,571 992,941,221 $ (1,687,161) 1,687,161 - 0.0% 0.0% 0.0% 0.0% 100.0% 0.0% CAPITAL OUTLAY 910 LAND $ 915 BUILDINGS AND IMPROVEMENTS 920 EQUIPMENT 930 TRANSPORTATION 940 OTHER CAPITAL OUTLAY Subtotal $ 3514098404 10,447,796 $ 156,543,037 38,677,423 10,626,709 1,021,211 217,316,176 $ 3577023433 10,411,200 $ 167,926,729 40,063,448 6,754,434 65,440 225,221,251 $ 3458337081 5,152,516 $ 118,114,417 20,664,895 4,888,433 428,700 149,248,961 $ 3577023433 10,411,200 $ 167,926,729 40,063,448 6,754,434 65,440 225,221,251 $ 3835523568 1,405,000 $ 252,407,681 25,627,752 10,994,140 312,121 290,746,694 $ 3843086939 1,405,000 $ 252,407,681 25,757,255 10,994,140 312,121 290,876,197 $ (129,503) (129,503) 0.0% 0.0% -0.5% 0.0% 0.0% 0.0% - 0.0% Fund Total $ 1,682,181,504 $ 1,714,891,240 $ 1,572,664,666 $ 1,714,891,240 $ 1,842,648,510 $ 1,842,648,510 $ 0.0% 0.0% 59 maricopa county annual business strategies for 1999-2000 consolidated expenditures by fund/object (continued) FY1998-99 Adopted FY1998-99 Revised FY1998-99 Projected FY1998-99 Restated FY1999-00 Tentative FY1999-00 Adopted Variance % GENERAL FUND 3514098404 PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL PAY 3458337081 3577023433 3835523568 3843086939 $ 239,733,170 3,851,946 6,439,080 $ 225,992,199 3,873,339 8,582,599 $ 239,733,170 3,851,946 6,439,080 $ 195,687,468 1,958,474 6,172,547 $ 195,740,392 1,958,474 5,981,822 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES 46,332,333 8,108,716 1,914,297 47,385,822 3,469,286 1,394,023 44,475,352 2,098,386 476,413 47,385,822 3,469,286 1,394,023 38,629,847 9,469,500 251,115 38,638,145 9,536,992 251,115 795 P S INTER-FUND CREDIT (NEG) 796 P S INTER-FUND CHARGES 797 PERSONNEL SAVINGS (NEG) (6,533,079) 196,258 (10,890,375) (6,498,006) 349,209 (11,182,945) (2,829,014) 296,957 (3,072,002) (79,850,983) 349,209 (11,182,945) (10,980,797) 267,330 (7,928,129) (10,980,797) 267,330 (7,781,634) Subtotal $ 282,784,603 $ 284,941,585 3514098404 SUPPLIES AND SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES $ 805 CONTRACTUAL SERVICES 807 HEALTH CARE SERVICES 810 LEGAL 26,209,806 2,208,248 $ 279,894,229 3577023433 $ 25,180,593 2,114,968 37,203,239 7,383,656 16,460,328 37,721,390 7,493,541 15,899,270 157,227 9,838,662 4,702,413 145,395 10,038,711 4,916,900 146,933 397,663 85,887 137,361 405,103 80,685 829 FUEL 830 TELECOM DISCRETIONARY 832 COUNTY COUNSEL 878,635 1,105,152 1,485,371 833 EMPLOYEE BENEFITS ADMIN 834 BASE LEVEL EQ SERVICES CHARGES 835 EQUIPMENT REPLACEMENT 836 RISK MANAGEMENT 837 BASE LEVEL TELECOM 838 TELECOM WIRELESS SYSTEMS $ 211,588,608 3458337081 $ 18,225,120 1,897,957 $ 233,527,355 3577023433 $ 3835523568 $ 26,041,316 571,826 (52,924) 190,725 0.0% 0.0% 3.1% (8,298) 0.0% (67,492) -0.7% 0.0% $ (146,495) 0.0% 0.0% 1.8% (84,484) 0.0% 3843086939 $ 26,041,316 571,826 $ - - 0.0% 0.0% 25,823,959 1,123,926 25,017,583 25,823,959 1,123,926 25,017,583 - 0.0% 0.0% 0.0% 145,395 10,038,711 4,916,900 142,906 9,650,590 4,610,898 142,906 9,650,590 4,610,898 - 0.0% 0.0% 0.0% 105,952 559,058 69,854 137,361 405,103 80,685 121,743 415,400 94,432 121,743 415,400 94,432 - 0.0% 0.0% 0.0% 847,142 1,197,808 1,485,371 669,393 1,202,130 1,485,371 847,142 1,197,808 1,485,371 830,581 1,448,351 1,521,024 830,581 1,448,351 1,521,024 - 0.0% 0.0% 0.0% 805,837 2,132,909 - 805,837 2,103,158 - 805,837 2,091,401 - 805,837 2,103,158 - 1,067,676 2,312,490 - 1,067,676 2,312,490 - - 0.0% 0.0% 2,172,789 5,579,914 907,034 2,172,789 5,579,914 907,034 2,171,789 5,579,914 907,034 2,172,789 5,579,914 907,034 6,054,269 7,042,796 - 6,054,269 7,042,796 - - 0.0% 0.0% 37,437 115,352 37,437 107,692 18,378 140,164 37,437 107,692 34,580 120,022 34,580 120,022 - 0.0% 0.0% 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 252,473 1,393,708 528,613 280,999 1,369,517 544,390 359,001 1,352,263 676,352 280,999 1,369,517 544,390 295,091 1,589,018 531,403 295,091 1,589,018 531,403 - 0.0% 0.0% 0.0% 844 JUDICIAL TRAVEL 845 SUPPORT AND CARE OF PERSONS 847 MEDICAL CARE 605,925 7,039,675 - 710,257 7,028,072 - 460,967 2,806,245 - 710,257 7,028,072 - 822,330 922,081 - 822,330 922,081 - - 0.0% 0.0% 7,123,038 60,345,320 173,661,179 7,071,714 60,345,320 173,541,417 7,216,818 79,106,920 173,791,507 7,071,714 60,345,320 173,541,417 7,043,688 56,801,720 174,420,452 7,043,688 56,801,720 174,420,452 - 0.0% 0.0% 0.0% 4,342,250 - 4,338,319 - 4,665,121 (408) 4,338,319 - 4,805,740 - 4,822,181 - 870 OTHER ADJUSTMENTS 871 WAREHOUSE INVENTORY 872 S S INTER-FUND CREDIT (NEG) 334,269 (1,150,553) 334,269 (1,150,553) 329,309 (604,805) 334,269 (19,726,622) 307,638 (3,768,329) 307,638 (3,768,329) - 0.0% 873 S S INTERFUND CHARGES 874 OTHER NEGATIVE ADJUSTMENTS 875 BONDS AND RELATED EXPENSE 682,561 (5,455,354) 6,440,000 672,561 (5,440,408) 5,019,890 672,330 (5,290,408) 4,989,890 672,561 (5,440,408) 5,019,890 618,131 (5,783,683) 4,876,146 618,131 (5,783,683) 4,876,146 - 0.0% 0.0% 0.0% 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 828 MOTOR POOL 839 OTHER INTERNAL SVCS CHARGES 840 ELECTED OFFICIAL TRAVEL 850 UTILITIES 855 STATE AND LOCAL AID 857 MANDATED HEALTH CARE PAYMENTS 860 MISCELLANEOUS EXPENSE 861 GAIN/LOSS SALE FIXED ASSETS 865 NON-OPERATING RESERVES 880 TRANSFERS OUT TO OTHER FUNDS 21,389,101 Subtotal $ 397,546,697 21,389,101 $ 395,432,964 24,877,975 7,273,605 15,027,599 25,180,593 2,114,968 $ 233,611,839 $ 37,721,390 7,493,541 15,899,270 815 INSURANCE 820 RENT 825 REPAIRS AND MAINTENANCE (3,033) 9,277,087 5,197,206 21,374,521 $ 389,485,414 93,851,279 $ 449,319,073 142,920,374 $ 500,448,168 142,689,946 $ 500,234,181 (16,441) -0.3% - $ 0.0% 230,428 213,987 0.2% 0.0% 3514098404 36,596 $ 3577023433 - $ 3458337081 - $ 3577023433 - $ 3835523568 - $ 3843086939 - $ 915 BUILDINGS AND IMPROVEMENTS 920 EQUIPMENT 930 TRANSPORTATION 7,876,325 11,303,489 2,028,101 7,568,223 12,884,407 1,506,598 5,136,512 12,717,210 1,237,465 7,568,223 12,884,407 1,506,598 16,860,522 12,892,117 1,688,990 16,860,522 13,021,620 1,688,990 0.0% (129,503) -1.0% 0.0% 940 OTHER CAPITAL OUTLAY 1,005,866 22,250,377 42,269 31,613,401 0.0% $ (129,503) -0.4% CAPITAL OUTLAY 910 LAND $ Subtotal $ Fund Total $ 702,581,677 60 3577023433 $ 231,518,041 5,183,009 6,955,403 $ 1,500 21,960,728 $ 702,335,277 $ 407,386 19,498,573 $ 688,878,216 $ 1,500 21,960,728 $ 682,868,409 $ 42,269 31,483,898 $ 765,459,421 $ $ 765,459,421 $ - - 0.0% maricopa county annual business strategies for 1999-2000 consolidated expenditures by fund/object (continued) FY1998-99 Adopted FY1998-99 Revised FY1998-99 Projected FY1998-99 Restated FY1999-00 Tentative FY1999-00 Adopted Variance % SPECIAL REVENUE FUND PERSONAL SERVICES 701 REGULAR PAY 3835523568 3843086939 $ 104,316,231 3514098404 $ 109,964,595 $ 104,636,699 $ 109,964,595 $ 177,103,953 $ 177,103,953 705 TEMPORARY PAY 3,580,682 2,882,016 2,547,354 2,882,016 4,344,949 4,344,949 - 0.0% 710 SPECIAL PAY 1,835,212 3,725,581 2,324,745 3,725,581 7,822,074 7,822,074 - 0.0% 21,571,411 22,589,102 14,263,536 22,589,102 37,416,866 37,416,866 - 0.0% 780 SALARY ADJUSTMENTS 5,201,947 2,316,537 1,556,489 2,316,537 7,100,312 7,032,820 67,492 1.0% 790 OTHER PERSONAL SERVICES 5,019,079 5,770,820 137,900 5,770,820 8,118,461 8,118,461 - 0.0% 795 P S INTER-FUND CREDIT (NEG) (3,440,175) (3,440,175) (1,135,825) (3,492,988) (3,861,784) (3,861,784) - 0.0% 5,051,363 4,243,137 3,436,311 77,648,927 11,718,448 11,718,448 (3,377,132) (3,377,132) (3,377,132) (7,301,085) (7,447,580) 750 FRINGE BENEFITS 796 P S INTER-FUND CHARGES 797 PERSONNEL SAVINGS (NEG) Subtotal $ 139,758,618 3577023433 $ 144,674,481 3514098404 SUPPLIES AND SERVICES 801 GENERAL SUPPLIES $ 802 MEDICAL SUPPLIES 11,875,194 3458337081 (820,227) $ 126,946,982 3577023433 $ 12,175,071 3577023433 $ 218,027,458 3458337081 $ 9,856,999 $ 242,462,194 3577023433 $ 12,175,071 $ 242,248,207 3835523568 $ 22,350,880 $ - $ 0.0% 0.0% 146,495 -2.0% 213,987 0.1% - 0.0% 3843086939 $ 22,350,880 $ 2,030,984 2,055,702 894,695 2,055,702 2,221,227 2,221,227 - 0.0% 49,872,551 61,993,629 52,081,857 61,993,629 62,740,874 62,740,874 - 0.0% 760,391 631,848 427,086 631,848 7,832,614 7,832,614 - 0.0% 1,234,666 1,469,790 1,463,379 1,469,790 1,467,185 1,467,185 - 0.0% 54,334 17,570 15,767 17,570 13,540 13,540 - 0.0% 820 RENT 3,316,358 3,277,134 3,691,120 3,277,134 5,301,985 5,301,985 - 0.0% 825 REPAIRS AND MAINTENANCE 7,540,651 7,313,926 7,112,051 7,313,926 8,184,938 8,184,938 - 0.0% 826 FACILITIES MGMT DISCRETIONARY 283,750 283,750 153,550 283,750 1,202,050 1,202,050 - 0.0% 827 MATERIAL MGNT DISCRETIONARY 121,085 124,085 110,185 124,085 181,043 181,043 - 0.0% 8,407 8,407 15,611 8,407 10,175 10,175 - 0.0% 829 FUEL 753,261 753,261 634,224 753,261 747,540 747,540 - 0.0% 830 TELECOM DISCRETIONARY 473,706 476,856 417,432 476,856 509,416 509,416 - 0.0% 832 COUNTY COUNSEL 834,528 834,528 828,332 834,528 829,626 829,626 - 0.0% 833 EMPLOYEE BENEFITS ADMIN 209,633 209,633 188,893 209,633 242,911 242,911 - 0.0% 3,125,249 3,122,099 3,213,619 3,122,099 3,241,389 3,241,389 - 0.0% 15,000 15,000 - 0.0% 805 CONTRACTUAL SERVICES 807 HEALTH CARE SERVICES 810 LEGAL 815 INSURANCE 828 MOTOR POOL 834 BASE LEVEL EQ SERVICES CHARGES 835 EQUIPMENT REPLACEMENT - - - - 836 RISK MANAGEMENT 1,200,845 1,237,609 1,452,891 1,237,609 2,240,312 2,240,312 - 0.0% 837 BASE LEVEL TELECOM 1,296,387 1,296,260 1,171,222 1,296,260 1,380,515 1,380,515 - 0.0% 838 TELECOM WIRELESS SYSTEMS 407,523 407,650 383,920 407,650 260,682 260,682 - 0.0% 839 OTHER INTERNAL SVCS CHARGES 225,000 225,339 144,513 225,339 281,973 281,973 - 0.0% 9,825 7,500 5,000 7,500 15,000 15,000 - 0.0% 840 ELECTED OFFICIAL TRAVEL 841 EMPLOYEE TRAVEL 779,439 763,817 547,089 763,817 745,115 745,115 - 0.0% 1,246,388 1,237,571 832,931 1,237,571 1,342,886 1,342,886 - 0.0% 843 TRANSPORTATION/SHIPPING 505,257 508,103 501,269 508,103 462,444 462,444 - 0.0% 844 JUDICIAL TRAVEL 350,000 350,000 81,500 350,000 300,000 300,000 - 0.0% 845 SUPPORT AND CARE OF PERSONS 5,626,619 5,626,619 5,161,872 5,626,619 5,506,138 5,506,138 - 0.0% 850 UTILITIES 2,806,652 2,806,652 2,785,673 2,806,652 2,960,360 2,960,360 - 0.0% 17,268,712 17,352,047 17,347,618 17,352,047 16,674,395 16,674,395 - 0.0% 860 MISCELLANEOUS EXPENSE 4,038,991 4,343,796 4,348,137 4,343,796 6,913,760 8,584,480 870 OTHER ADJUSTMENTS 2,895,818 2,890,818 1,874,524 2,890,818 2,811,978 2,811,978 842 EDUCATION 855 STATE AND LOCAL AID 871 WAREHOUSE INVENTORY - 872 S S INTER-FUND CREDIT (NEG) 873 S S INTERFUND CHARGES 874 OTHER NEGATIVE ADJUSTMENTS - (7,716,673) (8,710,804) (8,133,692) (8,770,824) (8,770,824) - 0.0% 6,523,644 6,108,578 25,516,732 5,770,226 5,770,226 - 0.0% (1,636,142) (26,066) (1,636,142) - - 3,847,000 1,608,779 3,847,000 1,641,851 1,641,851 24,369,956 24,888,986 122,605,318 120,934,598 Subtotal $ 142,599,373 $ 159,629,691 $ 141,095,215 $ 178,283,954 $ 280,240,172 $ 280,240,172 3514098404 915 BUILDINGS AND IMPROVEMENTS 0.0% - 2,110,155 24,810,792 $ - - 2,547,000 CAPITAL OUTLAY 910 LAND 940 OTHER CAPITAL OUTLAY - 24,706,066 880 TRANSFERS OUT TO OTHER FUNDS 930 TRANSPORTATION 1,813 (7,716,673) (199,379) 875 BONDS AND RELATED EXPENSE 920 EQUIPMENT - (1,670,720) -24.2% 10,411,200 3577023433 $ 10,411,200 3458337081 $ 5,152,516 3577023433 $ 10,411,200 3835523568 $ 1,405,000 - 0.0% 1,670,720 1.4% - 0.0% $ 3843086939 $ 1,405,000 $ - 0.0% 117,983,076 128,808,891 109,313,405 128,808,891 146,452,168 146,452,168 - 0.0% 10,077,787 9,952,894 7,506,378 9,952,894 11,267,708 11,267,708 - 0.0% 5,330,741 1,979,969 2,072,037 1,979,969 5,687,983 5,687,983 - 0.0% 15,345 63,940 21,314 63,940 269,852 269,852 - 0.0% Subtotal $ 143,818,149 $ 151,216,894 $ 124,065,650 $ 151,216,894 $ 165,082,711 $ 165,082,711 $ - 0.0% Fund Total $ 426,176,140 $ 455,521,066 $ 392,107,847 $ 547,528,306 $ 687,785,077 $ 687,571,090 $ 213,987 0.0% 61 maricopa county annual business strategies for 1999-2000 consolidated expenditures by fund/object (continued) FY1998-99 FY1998-99 FY1998-99 FY1998-99 FY1999-00 FY1999-00 Adopted Revised Projected Restated Tentative Adopted Variance % DEBT SERVICE PERSONAL SERVICES 3514098404 Subtotal $ SUPPLIES AND SERVICES - 3577023433 $ - 3458337081 $ - 3577023433 $ - 3835523568 $ - 3843086939 $ - 3514098404 3577023433 3458337081 3577023433 3835523568 31,124,392 32,745,328 31,124,392 32,745,328 31,071,911 31,071,911 Subtotal $ 31,124,392 $ 32,745,328 $ 31,124,392 $ 32,745,328 $ 31,071,911 $ 31,071,911 875 BONDS AND RELATED EXPENSE CAPITAL OUTLAY 3514098404 Subtotal $ - Fund Total $ 31,124,392 3577023433 $ - $ 32,745,328 3458337081 $ - 3577023433 $ - - - 3843086939 3835523568 $ $ - 0.0% $ - - $ - $ - 0.0% 3843086939 $ $ 31,124,392 $ 32,745,328 $ 31,071,911 $ 31,071,911 FY1998-99 FY1998-99 FY1998-99 FY1998-99 FY1999-00 FY1999-00 Adopted Revised Projected Restated Tentative Adopted Variance 0.0% % CAPITAL PROJECT FUNDS 3514098404 PERSONAL SERVICES 701 REGULAR PAY $ - 237,528 3458337081 $ 237,528 3577023433 $ 237,528 3835523568 $ 371,034 3843086939 $ 371,034 $ - 0.0% 705 TEMPORARY PAY - - - - 46,133 46,133 - 0.0% 750 FRINGE BENEFITS - 38,096 38,096 38,096 65,065 65,065 - 0.0% 780 SALARY ADJUSTMENTS - - - - 8,443 8,443 - 0.0% 790 OTHER PERSONAL SERVICES - - - - 795 P S INTER-FUND CREDIT (NEG) - - - (425,021) 796 P S INTER-FUND CHARGES - - - 425,021 797 PERSONNEL SAVINGS (NEG) - - - Subtotal $ 149,397 - $ 3514098404 SUPPLIES AND SERVICES 801 GENERAL SUPPLIES $ - 425,021 3577023433 $ 500,000 149,397 $ 149,397 - 425,021 $ 3458337081 $ (498,291) 887,092 425,021 $ 3577023433 $ 500,000 - 0.0% 8,000 (498,291) 8,000 - 0.0% (7,237) (7,237) - (6,853) $ (6,853) $ 3835523568 $ 11,538 0.0% - 0.0% - 0.0% 3843086939 $ 11,538 $ 805 CONTRACTUAL SERVICES - - - - 87,000 87,000 - 0.0% 810 LEGAL - - - - 175,000 175,000 - 0.0% 820 RENT - - - - 105,600 105,600 - 0.0% 825 REPAIRS AND MAINTENANCE - - 12,357 - 3,120 3,120 - 0.0% 827 MATERIAL MGNT DISCRETIONARY - - - - 2,400 2,400 - 0.0% 829 FUEL - - - - 2,400 2,400 - 0.0% 830 TELECOM DISCRETIONARY - - - - 3,500 3,500 - 0.0% 832 COUNTY COUNSEL - - - - 143,640 143,640 - 0.0% 837 BASE LEVEL TELECOM - - - - 10,628 10,628 - 0.0% 841 EMPLOYEE TRAVEL - - - - 15,000 15,000 - 0.0% 842 EDUCATION - - - - 6,000 6,000 - 0.0% 860 MISCELLANEOUS EXPENSE - 3,500 3,500 3,500 16,100 16,100 - 0.0% 872 S S INTER-FUND CREDIT (NEG) - - - (12,574,979) - 0.0% 873 S S INTERFUND CHARGES - - - 12,574,979 875 BONDS AND RELATED EXPENSE - Subtotal $ $ 915 BUILDINGS AND IMPROVEMENTS 920 EQUIPMENT 930 TRANSPORTATION - $ 3514098404 CAPITAL OUTLAY 910 LAND 62 3577023433 $ 23,921,000 - 328 503,500 3577023433 $ 24,786,979 - $ 903,277 3,587,000 9,197 - - 503,500 $ 3577023433 $ (578,426) - $ 3458337081 $ (578,426) 24,786,979 - - 3,500 $ 3835523568 $ - - - 3,500 $ - 0.0% 3843086939 $ - $ - 89,002,991 89,002,991 - 0.0% 6,000 6,000 - 0.0% - 2,850,000 2,850,000 1,161,064 2,850,000 3,220,000 3,220,000 Subtotal $ 26,771,000 $ 27,636,979 $ 4,757,261 $ 27,636,979 $ 92,228,991 $ 92,228,991 $ - 0.0% 0.0% Fund Total $ 26,771,000 $ 28,565,500 $ 6,085,559 $ 28,565,500 $ 92,225,638 $ 92,225,638 $ - 0.0% maricopa county annual business strategies for 1999-2000 consolidated expenditures by fund/object (continued) FY1998-99 FY1998-99 FY1998-99 FY1998-99 FY1999-00 FY1999-00 Adopted Revised Projected Restated Tentative Adopted Variance % ENTERPRISE FUNDS #VALUE! PERSONAL SERVICES 701 REGULAR PAY $ 705 TEMPORARY PAY 64,612,895 #VALUE! $ 64,603,801 350,000 507,884 2,051,156 2,051,156 13,053,306 13,067,920 12,984 35,100 790 OTHER PERSONAL SERVICES 28,937,133 28,961,633 795 P S INTER-FUND CREDIT (NEG) (5,242,222) (5,242,222) 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS Subtotal $ 103,775,252 $ 103,985,272 #VALUE! SUPPLIES AND SERVICES 801 GENERAL SUPPLIES $ 802 MEDICAL SUPPLIES 1,607,046 #VALUE! $ 25,520,403 1,608,697 $ 205,302 25,520,403 90,603,081 #VALUE! $ 90,603,081 $ - 0.0% 414,763 - 0.0% 2,051,156 1,989,240 1,989,240 - 0.0% 14,103,989 13,067,920 14,923,097 14,923,097 - 0.0% 40,830 35,100 10,628 10,628 - 0.0% 5,000 28,961,633 15,000 15,000 - 0.0% (5,242,222) (123,359) (123,359) - 0.0% 98,027,038 $ 103,985,272 #VALUE! $ #VALUE! $ 414,763 (538) $ 64,603,801 507,884 - #VALUE! $ #VALUE! 83,672,455 $ 107,832,450 #VALUE! 4,507,094 $ 24,332,157 1,608,697 $ 107,832,450 #VALUE! $ 25,520,403 4,861,894 $ - 0.0% #VALUE! $ 27,061,400 4,861,894 $ 27,061,400 - 0.0% 0.0% 805 CONTRACTUAL SERVICES 30,977,331 31,049,928 25,316,101 31,049,928 27,462,863 27,462,863 - 0.0% 807 HEALTH CARE SERVICES 18,083,522 18,083,522 29,123,947 18,083,522 27,573,978 27,573,978 - 0.0% 810 LEGAL 3,430 3,430 498,869 498,869 463,365 498,869 430,203 430,203 - 0.0% 820 RENT 3,491,456 3,491,456 3,338,450 3,491,456 2,858,525 2,858,525 - 0.0% 825 REPAIRS AND MAINTENANCE 3,962,606 3,962,606 2,534,404 3,962,606 4,252,382 4,252,382 - 0.0% 500 500 - 0.0% 815 INSURANCE 828 MOTOR POOL - 3,430 2,828 - - - - - - 829 FUEL 50,000 57,881 109,365 57,881 164,100 164,100 - 0.0% 830 TELECOM DISCRETIONARY 20,261 20,261 32,077 20,261 34,636 34,636 - 0.0% 832 COUNTY COUNSEL 902,450 902,450 885,507 902,450 679,510 679,510 - 0.0% 833 EMPLOYEE BENEFITS ADMIN 175,233 175,233 200,169 175,233 260,705 260,705 - 0.0% 834 BASE LEVEL EQ SERVICES CHARGES 259,901 268,252 312,652 268,252 248,861 248,861 - 0.0% 1,698,575 1,698,575 1,709,580 1,698,575 6,590,949 6,590,949 - 0.0% 102,403 102,403 (14,402) 102,403 - - - 61,478 61,478 108,092 61,478 24,400 24,400 - 0.0% 839 OTHER INTERNAL SVCS CHARGES 224,880 224,880 374,587 224,880 66,811 66,811 - 0.0% 841 EMPLOYEE TRAVEL 551,340 551,340 306,797 551,340 214,364 214,364 - 0.0% 842 EDUCATION 407,620 407,620 279,005 407,620 477,586 477,586 - 0.0% 843 TRANSPORTATION/SHIPPING 102,956 102,956 220,816 102,956 182,925 182,925 - 0.0% 320,181,412 320,181,412 302,221,145 320,181,412 324,929,102 324,929,102 - 0.0% 4,842,655 4,842,655 4,375,971 4,842,655 4,823,106 4,823,106 - 0.0% 30,492,364 30,492,364 25,453,454 30,492,364 25,036,557 25,036,557 - 0.0% (3,517,528) (3,517,528) - 0.0% - 0.0% 836 RISK MANAGEMENT 837 BASE LEVEL TELECOM 838 TELECOM WIRELESS SYSTEMS 845 SUPPORT AND CARE OF PERSONS 850 UTILITIES 860 MISCELLANEOUS EXPENSE 872 S S INTER-FUND CREDIT (NEG) - 873 S S INTERFUND CHARGES 874 OTHER NEGATIVE ADJUSTMENTS 875 BONDS AND RELATED EXPENSE 880 TRANSFERS OUT TO OTHER FUNDS - (3,130,067) - 1,049,508 1,049,508 (11,016,727) (11,016,727) (7,792,795) 907,598 (11,016,727) 1,049,508 (8,950,653) 388,138 (8,950,653) 388,138 - 0.0% 2,332,022 2,332,022 8,983,173 2,332,022 12,343,673 12,343,673 - 0.0% 62,166,095 62,166,095 62,165,833 62,166,095 56,892,572 56,892,572 Subtotal $ 498,749,089 $ 498,839,569 $ 487,326,903 $ 498,839,569 $ 515,391,559 $ 515,391,559 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! CAPITAL OUTLAY 915 BUILDINGS AND IMPROVEMENTS 920 EQUIPMENT Subtotal $ #VALUE! $ 6,685,136 6,685,136 - 6,685,136 - - - 16,449,634 16,449,634 - 16,449,634 83,000 83,000 - 23,134,770 Fund Total $ 625,659,111 $ 23,134,770 $ 625,959,611 $ - $ 585,353,941 $ 23,134,770 $ 625,959,611 $ 83,000 $ 623,307,009 $ 0.0% - 0.0% 0.0% 83,000 $ - 0.0% $ 623,307,009 $ - 0.0% 63 maricopa county annual business strategies for 1999-2000 consolidated expenditures by fund/object (continued) FY1998-99 FY1998-99 FY1998-99 FY1998-99 FY1999-00 FY1999-00 Adopted Revised Projected Restated Tentative Adopted Variance % INTERNAL SERVICE FUNDS #VALUE! PERSONAL SERVICES 701 REGULAR PAY $ 705 TEMPORARY PAY 5,004,056 5,119,853 #VALUE! $ 4,865,319 #VALUE! $ 5,119,853 #VALUE! $ 5,279,558 #VALUE! $ 5,279,558 $ - 0.0% 59,059 40,755 77,549 40,755 67,572 67,572 - 0.0% 219,143 214,328 193,001 214,328 233,123 233,123 - 0.0% 750 FRINGE BENEFITS 967,553 978,231 942,405 978,231 1,042,415 1,042,415 - 0.0% 780 SALARY ADJUSTMENTS 130,291 58,762 71,824 58,762 143,495 143,495 - 0.0% 3,942 2,628 15,435 2,628 166,458 166,458 129,106 166,458 140,000 140,000 - (208,239) (238,752) (53,273) (238,752) (190,311) (190,311) - 710 SPECIAL PAY 790 OTHER PERSONAL SERVICES 796 P S INTER-FUND CHARGES 797 PERSONNEL SAVINGS (NEG) Subtotal $ 6,342,263 $ #VALUE! SUPPLIES AND SERVICES 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES 3,520,128 810 LEGAL 820 RENT 825 REPAIRS AND MAINTENANCE 6,342,263 $ #VALUE! $ 1,616,221 815 INSURANCE 3,590,128 6,241,366 $ #VALUE! $ 1,656,187 3,791,286 6,342,263 - $ #VALUE! $ 1,170,537 3,590,128 6,715,852 - $ #VALUE! $ 1,656,187 3,052,494 6,715,852 - $ 0.0% 0.0% - 0.0% #VALUE! $ 1,785,588 3,052,494 $ - 0.0% 1,785,588 - 0.0% 0.0% 265,000 306,666 151,822 306,666 172,500 172,500 - 51,141,829 50,998,331 51,248,964 50,998,331 56,447,950 56,447,950 - 0.0% 732,955 728,155 706,690 728,155 763,151 763,151 - 0.0% 2,606,166 2,606,166 2,441,614 2,606,166 3,312,942 3,312,942 - 0.0% 826 FACILITIES MGMT DISCRETIONARY 11,100 11,100 2,000 11,100 10,893 10,893 - 0.0% 827 MATERIAL MGNT DISCRETIONARY 20,800 20,800 43,113 20,800 44,550 44,550 - 0.0% 828 MOTOR POOL 4,222 4,222 3,676 4,222 4,375 4,375 - 0.0% 829 FUEL 3,191 3,191 8,439 3,191 10,016 10,016 - 0.0% 830 TELECOM DISCRETIONARY 8,180 8,180 8,231 8,180 68,494 68,494 - 0.0% 1,552,875 1,552,875 1,545,214 1,552,875 2,136,717 2,136,717 - 0.0% 833 EMPLOYEE BENEFITS ADMIN 12,166 12,166 12,166 12,166 14,594 14,594 - 0.0% 834 BASE LEVEL EQ SERVICES CHARGES 26,941 26,941 71,644 26,941 107,850 107,850 - 0.0% 836 RISK MANAGEMENT 28,791 28,791 28,791 28,791 76,261 76,261 - 0.0% 837 BASE LEVEL TELECOM 56,434 56,434 51,910 56,434 47,065 47,065 - 0.0% 108 108 1,321 108 2,600 2,600 - 0.0% 841 EMPLOYEE TRAVEL 21,000 21,166 17,377 21,166 22,300 22,300 - 0.0% 842 EDUCATION 86,900 86,900 101,632 86,900 112,900 112,900 - 0.0% 400 400 7,320 400 5,155 5,155 - 0.0% 4,174,475 4,179,475 4,686,287 4,179,475 4,078,448 4,078,448 - 0.0% 143,551 832 COUNTY COUNSEL 838 TELECOM WIRELESS SYSTEMS 843 TRANSPORTATION/SHIPPING 850 UTILITIES 860 MISCELLANEOUS EXPENSE 142,305 147,805 865 NON-OPERATING RESERVES 336,000 392,000 147,805 223,732 223,732 - 0.0% 392,000 300,000 300,000 - 6,329 6,329 0.0% 6,329 6,329 12,200 12,200 - 193,600 0.0% 193,600 79,030 193,600 365,990 365,990 - 0.0% 1,408,623 1,408,623 1,408,622 1,408,623 1,164,107 1,164,107 - 0.0% Subtotal $ 67,976,739 $ 68,046,739 $ 67,737,566 $ 68,046,739 $ 74,342,872 $ 74,342,872 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 873 S S INTERFUND CHARGES 875 BONDS AND RELATED EXPENSE 880 TRANSFERS OUT TO OTHER FUNDS CAPITAL OUTLAY 915 BUILDINGS AND IMPROVEMENTS 920 EQUIPMENT 930 TRANSPORTATION #VALUE! - $ - 0.0% 77,500 77,500 77,500 77,500 92,000 92,000 - 0.0% 846,513 926,513 432,110 926,513 1,378,927 1,378,927 - 0.0% 417,867 Subtotal $ 1,341,880 Fund Total $ 75,660,882 64 #VALUE! $ 417,867 $ 1,421,880 $ 75,810,882 417,867 $ 927,477 $ 74,906,409 417,867 $ 1,421,880 $ 75,810,882 397,167 $ 1,868,094 $ 82,926,818 397,167 $ - 0.0% 1,868,094 $ - 0.0% $ 82,926,818 $ - 0.0% maricopa county annual business strategies for 1999-2000 consolidated expenditures by fund/object (continued) FY1998-99 FY1998-99 FY1998-99 FY1998-99 FY1999-00 FY1999-00 Adopted Revised Projected Restated Tentative Adopted #VALUE! (30,252,711) #VALUE! (30,252,711) #VALUE! (30,252,711) #VALUE! (30,252,711) #VALUE! (31,570,403) #VALUE! (31,570,403) Variance % ELIMINATIONS PERSONAL SERVICES 796 P S INTER-FUND CHARGES Subtotal $ SUPPLIES AND SERVICES 805 CONTRACTUAL SERVICES 834 BASE LEVEL EQ SERVICES CHARGES 845 SUPPORT AND CARE OF PERSONS (30,252,711) $ #VALUE! (30,252,711) $ #VALUE! (30,252,711) $ #VALUE! (30,252,711) $ #VALUE! (31,570,403) $ #VALUE! - (31,570,403) $ 0.0% - 0.0% #VALUE! (379,000) (24,782,887) (379,000) (24,782,887) (379,000) (24,782,887) (379,000) (24,782,887) (475,381) (38,375,224) (475,381) (38,375,224) - 0.0% 0.0% (40,707,215) (40,707,215) (40,707,215) (40,707,215) (47,811,146) (47,811,146) - 0.0% 880 TRANSFERS OUT TO OTHER FUNDS (109,669,885) (109,774,611) (109,669,885) (182,314,983) (321,895,210) (321,681,223) (213,987) 0.1% Subtotal $ (175,538,987) $ (175,643,713) $ (175,538,987) $ (248,184,085) $ (408,556,961) $ (408,342,974) $ (213,987) 0.1% #VALUE! CAPITAL OUTLAY 920 EQUIPMENT #VALUE! (150,000) Subtotal $ - $ (150,000) $ #VALUE! #VALUE! (150,000) - $ (150,000) $ #VALUE! #VALUE! - - $ - $ - Fund Total $ (205,791,698) $ (206,046,424) $ (205,791,698) $ (278,586,796) $ (440,127,364) $ (439,913,377) $ (213,987) 0.0% 65 maricopa county annual business strategies for 1999-2000 jail and juvenile detention fund summary Jail and Juvenile Detention Fund Operations and Capital Improvement Projects FY 1998-99 Budget FY 1998-99 Projected FY 1999-00 Recommended I. Operations (On-going) Operating Revenue General Fund Maintenance of Effort Contribution General Fund Operating Budget Issues Contribution Jail Per Diem Total Operating Revenue $ - $ $ - $ - $ - $ 73,217,104 12,084,061 16,750,609 1,659,071 500,000 1,000,000 105,210,845 - $ - $ - $ - $ - $ 41,260,624 Total CIP Revenue $ 44,000,000 44,000,000 $ 44,000,000 44,000,000 $ 91,738,000 91,738,000 $ 13,000,000 $ 2,739,376 $ $ 13,000,000 $ 2,739,376 $ 55,028,139 91,125 1,150,000 33,209 500,000 1,650,000 1,316,791 5,390,000 65,159,264 $ 31,000,000 $ 41,260,624 $ 67,839,360 $ Operating Expenditures Sheriff MOE and Operating Issues $ Juvenile MOE and Operating Issues Correctional Health MOE and Operating Issues Sheriff's Detention Officer Minimum Reserve Sheriff's Security and Transport Reserve Correctional Health Reserve Total Operating Expenditures $ Net Operating $ - $ - $ $ 81,486,796 7,339,049 16,385,000 105,210,845 II. Capital Improvement Projects (One-time) Beginning Fund Balance CIP Revenue Sales Tax CIP and Other Non-Recurring Expenditures Capital Improvement Projects Superior Ct. Pre-Trial Service One-Time Sheriff's Classroom Space Juvenile Detention Vehicle Juvenile PC Purchase Phase I -Technology Issues One time Jail/Detention Projects Major Maintenance on Existing Facilities Total CIP and Other Expenditures Projected Ending Fund Balance 66 maricopa county annual business strategies for 1999-2000 general government expenditure variance commentary EXPENDITURES: Org Program 4711 Contingency General Contingency Employee Initiatives Management Incentive Program Juvenile Probtion-CJC Relocation Adult Probation Reach Out Pilot Justice Courts Compensation County Attorney Compensation Sheriff-District Detective Staffing Sheriff-Detention Officer Minimum Superior Ct-Pretrial Services Clerk of Sup. Ct.-Contingency Clerk of Sup. Ct. - Buildout of Space Juvenile Probation - Teen Court New Court Divisions Call Center Supply Contingency Indigent Defense Reserve Human Services Research Report Increased Elections Costs Public Health - IPlace Lease Justice Courts - Rent Increases Juvenile Probation - Re-Engineering Subtotals 4712 Other General Fund Programs Base-level Internal Service Charges Maintenance of Effort Contribution Spreckles, Tank Farm Vehicle Replacement Citizen Tax Education United Way Customer Satisfaction Survey Subtotals 4713 4716 4721 4722 4724 4726 4732 4733 4741 4742 4743 4744 4745 4746 4747 4748 4749 4750 4771 4774 4775 4776 Infrastructure Systems Interest Expense Dues and Memberships Taxes and Assessments Consultants Tuition Reimbursement Major Maintenance ADA Projects Tax Appeal Cases Judgements Professional Services - Legal Mental Health Contracts Probate Contracts Civil Contracts Domestic Relations Contracts Dependency Contracts Severance Contracts Mental Health Examinations Burial of Indigents Other Non-Profit Support Accommodation Schools Support Cooperative Extension Support AGENCY 470 TOTAL SCAAP Grant 4711 Contingency Transfer to Funds AGENCY 471 TOTAL FY 1998-99 Adopted FY 1998-99 Revised FY 1999-00 Recommended FY 1999-00 Final $ 10,967,942 43,250 202,875 672,657 129,503 329,000 840,929 618,439 500,640 275,000 349,534 3,000,000 5,600 $ 17,935,369 $ 10,967,942 43,250 202,875 672,657 329,000 840,929 557,217 500,640 275,000 349,534 3,000,000 5,600 $ 17,744,644 $ 1,500,000 65,497 457,022 500,000 177,881 169,014 $ 11,969,414 7,080,874 895,606 100,000 1,500,000 65,497 457,022 500,000 177,881 169,014 $ 10,945,894 $ 11,557,015 15,000 3,500,000 200,000 1,500 $ 15,273,515 $ 11,557,015 7,822 3,500,000 200,000 1,500 $ 15,266,337 $ 16,422,271 89,039,832 4,225,000 200,000 1,500 100,000 $ 109,988,603 $ 16,422,271 88,825,845 4,225,000 200,000 1,500 100,000 $ 109,774,616 $ (4,865,256) (88,825,845) 7,822 (725,000) (100,000) $ (94,508,279) Full funding of Risk Mgt.; includes PH & NW Reg Gen. Fund MOE for Detention Facilities Transfer of Sprekles completed FY 98-99 Vehicle Replacement with alternative fuel retrofit Printing and Postage $ 518,517 6,500,000 66,690 68,000 1,000,000 750,000 4,000,000 750,000 1,000,000 500,000 800,000 7,000 30,000 250 2,500 4,677,000 270,000 100,000 100,000 1,010,000 365,000 150,000 $ 49,907,886 $ 518,517 6,507,178 66,690 68,000 1,000,000 750,000 4,000,000 750,000 1,000,000 500,000 800,000 7,000 30,000 250 2,500 4,677,000 270,000 100,000 100,000 1,010,000 365,000 150,000 $ 48,884,366 $ 518,517 6,343,434 170,462 75,000 1,500,000 900,000 8,081,004 750,000 500,000 500,000 1,300,000 400,000 1,010,000 365,000 150,000 $ 150,487,389 $ 518,517 6,343,434 170,462 75,000 1,500,000 900,000 8,081,004 750,000 500,000 500,000 1,300,000 400,000 1,010,000 365,000 150,000 $ 150,082,677 $ HP Computer Lease Payment Repayment of COPS Increase in membership costs Downtown Contribution Incl consultants for fincl systems & Intl Audit Funding for G.F. depts. Gen. Fund Depts. Only $ $ $ $ $ $ $ $ $ $ $ $ $ $ 8,000,000 1,000,000 100,000 - - $ 3,956,666 3,956,666 2,834,207 3,750,000 6,584,207 2,834,207 3,750,000 6,584,207 Variance $ (3,887,068) 895,606 100,000 (43,250) (202,875) (672,657) (329,000) (840,929) (557,217) (500,640) (275,000) (349,534) (3,000,000) (5,600) 1,500,000 65,497 457,022 500,000 177,881 169,014 (6,798,750) 163,744 (103,772) (7,000) (500,000) (150,000) (4,081,004) 500,000 (500,000) 7,000 30,000 250 2,500 4,677,000 270,000 100,000 (300,000) $ (101,198,311) $ Explanation Reserved-FY 1999-00 Budget Issue Reserved-FY 1999-00 Budget Issue Reserved-FY 1999-00 Budget Issue Ajd betwn tentative/final frm Gen. Govt to Cty Atty Reserved-FY 1999-00 Budget Issue Reserved-FY 1999-00 Budget Issue Reserved-FY 1999-00 Budget Issue Reserved-FY 1999-00 Budget Issue Reserved-FY 1999-00 Budget Issue Reserved-FY 1999-00 Budget Issue Reserved-FY 1999-00 Budget Issue FY 1999-00 Budget Issue OCAC Reserved-FY 1998-99 Budget Issue Primary/General Election Costs Reserved -FY 1998-99 Budget Issue Reserved -FY 1998-99 Budget Issue Reserved -FY 1998-99 Budget Issue Completed during FY 1997-98 Trends indicate less activity For the Entire County Funding for G.F. depts. Restated to Dept. 45-OCAC - indigent costs Restated to Dept. 45-OCAC - indigent costs Restated to Dept. 45-OCAC - indigent costs Restated to Dept. 45-OCAC - indigent costs Restated to Dept. 45-OCAC - indigent costs Restated to Dept. 45-OCAC - indigent costs Restated to Dept. 45-Fund Rule 11 evaluations Increased costs for Indigent burials Mandated - Regional School Cooperative Extension 1,122,459 (3,750,000) Transfer to Capital Projects-Spur Cross Ranch (2,627,541) 67 maricopa county annual business strategies for 1999-2000 general government expenditure variance commentary (continued) EXPENDITURES: FY 1998-99 Org Program Adopted 4721 Detention Fund New Jail/Detention Facilities $ Correctional Health Compensation Sheriff's Detention Officer Min. Superior Ct.-Pretrial Serv.-One time Sheriff's Security & Transport Sheriff's Classroom Space Juvenile PC Purchase Juvenile Detention Vehicle Phase 1-Technology Issues One time Jail/Detention Projects Maj. Mtnc on Existing Detention Fac. AGENCY 472 TOTAL $ 4711 Contingency Hospital Settlement $ 7,000,000 Unsettled Lawsuits Juvenile Expansion of S. Phoenix 66,240 County Attorney Pretrial Relocation 579,108 Planning & Training Relocation Costs 75,000 Contingency Relocation Costs 1,425,000 Assessor GIS Enhancements 390,000 Call Center Move 57,500 Call Center Lease Payments 18,000 Call Center Training for New Phone Sys 10,000 Call Center-Telecom Requirements County Attorney S.E. Space 136,690 Sheriff/Public Defender S.E. Space 153,310 Adult Probation Buildout/LAN Install 211,200 Medical Examiner-3 Unit Modular Superior Court Courtroom Construction 1,600,000 Superior Court Video Systems 207,429 4712 Other General Fund Programs Year 2000 - Countywide 8,000,000 Year 2000/Technology Systems 5,726,871 Enterprise Infrastructure Radio Replacements 4,200,000 Sheriff-ADA/Ergonomics Sheriff-CAD/RMS Upgrade County Attorney PC Replacement Jail Bond Election 600,000 Call Center Phone System/Workstations 110,000 Justice Court Colocation 310,000 Vehicle Replacement 372,000 Microsoft Conversion 1,200,000 4713 Infrastructure Systems Wiltel Phone System 1,600,000 Critical Infrastructure 8,000,000 4724 Consultant Services Space Planning Consultant - FMD Human Resources Imaging System 4732 Major Maintenance Human Services Facility Improvemts 3rd Flr. Admin. Bldg Improvements Superior Court Courtroom Construction Superior Court Major Mtnc Projects Superior Court Courtroom Construction 1,600,000 Superior Court Video Systems 207,429 Major Maintenance Carryover 1,446,000 AGENCY 473 TOTAL $ 47,026,777 68 FY 1998-99 Revised $ $ $ - 7,000,000 66,240 579,108 75,000 1,425,000 390,000 57,500 18,000 10,000 136,690 153,310 211,200 1,600,000 207,429 FY 1999-00 Recommended FY 1999-00 Final Variance $ 105,606,875 1,000,000 1,659,071 91,125 500,000 1,150,000 500,000 33,209 1,650,000 1,316,791 5,390,000 $ 118,897,071 $ 105,606,875 1,000,000 1,659,071 91,125 500,000 1,150,000 500,000 33,209 1,650,000 1,316,791 5,390,000 $ 118,897,071 $ (105,606,875) (1,000,000) (1,659,071) (91,125) (500,000) (1,150,000) (500,000) (33,209) (1,650,000) (1,316,791) (5,390,000) $ (118,897,071) $ $ $ 5,200,000 8,000,000 3,000,000 613,750 238,159 220,000 - 5,200,000 8,000,000 3,000,000 613,750 238,159 220,000 - 8,000,000 5,726,871 3,884,671 600,000 110,000 310,000 372,000 1,200,000 1,305,126 4,261,407 108,120 4,707,151 150,000 300,000 524,500 1,023,978 322,482 - 1,305,126 4,261,407 108,120 4,707,151 150,000 300,000 513,903 1,023,978 322,482 - 1,600,000 8,000,000 828,118 40,000,000 828,118 40,000,000 - 650,000 25,000 650,000 25,000 1,600,000 207,429 1,446,000 $ 46,711,448 53,200 180,000 2,500,000 1,543,718 1,385,000 207,429 1,872,600 $ 79,219,738 53,200 180,000 2,500,000 1,543,718 1,385,000 207,429 1,872,600 $ 79,209,141 1,800,000 (8,000,000) 66,240 579,108 75,000 (1,575,000) (223,750) 57,500 18,000 10,000 (238,159) 136,690 153,310 211,200 (220,000) 1,600,000 207,429 6,694,874 1,465,464 (108,120) (822,480) (150,000) (300,000) (513,903) 600,000 110,000 (713,978) 49,518 1,200,000 Explanation Reserved-FY 1999-00 Budget Issue Reserved-FY 1999-00 Budget Issue Reserved-FY 1999-00 Budget Issue Reserved-FY 1999-00 Budget Issue Reserved-FY 1999-00 Budget Issue Reserved-FY 1999-00 Budget Issue Reserved-FY 1999-00 Budget Issue Jail/Detention One time and Major Mtnce Advanced Payment of Judgment FY 1998-99 Budget Issue FY 1998-99 Budget Issue Centralized location for training facilities Relocations under consideration c/o & 2nd year of plan Carryover from FY 1997-98 FY 1998-99 Budget Issue FY 1998-99 Budget Issue FY 1999-00 Budget Issue Carryover from FY 1997-98 Carryover from FY 1997-98 FY 1998-99 Budget Issue Reserved-FY 1999-00 Budget Issue Carryover of FY 1998-99 Budget Issue (473/4712) Carryover of FY 1998-99 Budget Issue (473/4712) New & Embedded Systems Y2K Carryover from FY 1998-99 Carryover from FY 1998-99 Final funding of FY 1998-99 Budget Issue Reserved-FY 1999-00 Budget Issue Reserved-FY 1999-00 Budget Issue Adj btwn tentative/final at request of Cty Atty Cost of Election Pamphlets FY 1998-99 Budget Issue Various Justice Court Locations Carryover for vehicles not rec'd in FY 1998-99 FY 1998-99 Budget Issue-for Justice system 771,882 Carryover from FY 1997-98 (32,000,000) (650,000) Reserved-FY 1999-00 Budget Issue (25,000) Reserved-FY 1999-00 Budget Issue (53,200) (180,000) (2,500,000) (1,543,718) 215,000 (426,600) $ (32,497,693) Reserved-FY 1999-00 Budget Issue Phase 1 Phase 2 Carryover of FY 1998-99 Budget Issue Carryover of FY 1998-99 Budget Issue maricopa county annual business strategies for 1999-2000 general government expenditure variance commentary (continued) EXPENDITURES: Org Program 4741 Animal Control AGENCY 474 TOTAL FY 1998-99 Adopted $ 301,503 $ 301,503 4750 Waste Mangement Fund $ 4751 District 1 For District 1 Projects For Hopeville Comm. Ctr. Reimb. 4752 District 2 For District 2 Projects For Hopeville Comm. Ctr. Reimb. 4753 District 3 For District 3 Projects 4754 District 4 For District 4 Projects 4755 District 5 For District 5 Projects For Hopeville Comm. Ctr. Reimb. Rainbow Valley Clean-up For Future Mobile Requests 4756 Summer Youth/Scholarship Scholarship Endowment (3 of 5) 4757 Illegal Dumping Program Illegal Dumping Pilot Program Illegal Dumping Program - Cont. 4758 Mobile Community Council Requests Mobile Comm. Council Req. AGENCY 475 TOTAL $ - FY 1998-99 FY 1999-00 FY 1999-00 Revised Recommended Final $ 301,503 $ - $ $ 301,503 $ - $ - $ $ $ $ - $ - $ - Variance Explanation 301,503 Internet Pics of Animals; Petsmart Adoption Fac. 301,503 - - - 17,531 5,052 13,531 5,052 (13,531) Carryover from FY 1998-99/FY 1999-00 Allotment (5,052) Approved in FY 1998-99 for FY 1999-00 Payment - - 4,000 5,051 14,645 5,051 (14,645) FY 1999-00 Allotment (5,051) Approved in FY 1998-99 for FY 1999-00 Payment - - 23,697 19,697 (19,697) Carryover from FY 1998-99/FY 1999-00 Allotment - - 22,397 18,397 (18,397) Carryover from FY 1998-99/FY 1999-00 Allotment - - 4,000 9,697 6,000 1,483 (4,000) FY 1999-00 Allotment (9,697) Approved in FY 1998-99 for FY 1999-00 Payment - 4,000 13,697 1,483 - - 20,000 20,000 (20,000) Third Year of a Five-Year Agreement - - 65,000 65,000 64,355 65,000 (64,355) Carryover from FY 1998-99 (65,000) Funding for FY 1999-00 Program - - (1,483) Amount to be used in Mobile $ 64,060 310,968 $ 64,060 310,968 $ $ $ 476,000 476,000 $ $ 476,000 476,000 $ $ (64,060) Approved in FY 1998-99 for FY 1999-00 Payment (310,968) 4771 Juvenile Expansion-Grant Funds AGENCY 477 TOTAL $ $ 1,691,000 1,691,000 $ - 4711 Contingency 4713 Infrastructure Systems 4734 Capital Carryover AGENCY 478 TOTAL $ $ 8,000,000 1,691,000 9,691,000 $ $ 8,000,000 1,691,000 9,691,000 $ 3,750,000 $ 27,989,000 1,779,000 $ 33,518,000 $ 3,750,000 $ 27,989,000 1,779,000 $ 33,518,000 $ 4791 Detention Fund CIP AGENCY 479 TOTAL TOTAL GENERAL GOVERNMENT $ 13,000,000 $ 13,000,000 $ 121,618,166 $ 13,000,000 $ 13,000,000 $ 122,544,983 $ $ $ 389,493,373 $ $ $ 389,078,064 13,000,000 Jail Project $ 13,000,000 $ (266,533,081) $ $ - Carryover of grant funds for Juvenile Expansion - (3,750,000) Spur Cross Ranch (19,989,000) Critical Infrasture/Sup. Ct. EDC Buildout (88,000) CIP - Juvenile Bed Expansion $ (23,827,000) 69 maricopa county annual business strategies for 1999-2000 major maintenance project summary DEPARTMENT & PROJECT 1999-00 FISCAL YEAR 2001-02 2002-03 2000-01 2003-04 TOTAL GENERAL FUND Court Projects Install F ire S prinkler S ys tem 1,000,000 Courtroom Cons truction - Phas e 1 (carryover) Central Court - Courtroom 1102 Improvements 1,385,000 80,000 Central Court - 7th F loor Build Out - P has e 2 5,500,000 6,500,000 - 9,500,000 - 8,500,000 - 31,000,000 - 1,385,000 80,000 2,500,000 2,500,000 - - - - Central Court - Carpet F loors 350,000 - - - - 350,000 Central Court - Joy F an/VF D 200,000 - - - - 200,000 30,000 1,300,000 - - - - 30,000 1,300,000 Central Court - Joy F an Motor Central Court - F ire Alarm S ys tem R eplacement Central Court - E x h aus t S ys tem 300,000 - - - - 300,000 W es t Court - Des i gn of Comprehens i v e W CB D e s 306,313 - - - - 306,313 1,080,000 - - - - 1,080,000 S uperior Court - EDC Buildout S uperior Court - S E Conciliation/Courtroom Cons tr. W es t Court - AP R elocation & Buildout 184,500 276,718 - - - - 276,718 S uperior Court - Video S ys tem - Carryover 207,429 S uperior Court - Convert Attorney Conference R ooms 32,000 - - - - 32,000 S uperior Court - Juror Chairs & Graffitti removal 40,000 - - - - 40,000 S uperior Court - Law L ibrary, Old Cths e Offices 75,000 - - - - 75,000 General Projects 53,200 - - - - 53,200 P ublic Health - U pgrades to Cur. F acility Human S ervices F acility Improvements 474,888 - - - - 474,888 P ublic Health - Chiller & F ire Alarms (carryover) 130,366 - - - - 30,000 15,000 Medical E x aminer - U pgrades to Cur. F acility Materials M anagement - ADA Clas s A A l a r m S ys tem 30,000 15,000 Adminis tration B ldg - R efrigerant Monitor/E x h a u s t 100,000 - - - - 100,000 Adminis tration B ldg - Computer A/C R eplacement 300,000 - - - - 300,000 Adminis tration B ldg - 3rd F loor Improvements 180,000 300,000 - - - 480,000 300,000 125,000 125,000 125,000 125,000 125,000 625,000 75,000 75,000 75,000 75,000 75,000 375,000 R epair/R eplace P aving Material 100,000 100,000 100,000 100,000 100,000 500,000 R oofing Preventive Maintenance P r ogram 175,000 175,000 175,000 175,000 175,000 875,000 R epaint Interior/E x terior of B uildings E nergy Cons ervation Program 225,000 425,000 225,000 425,000 225,000 425,000 225,000 425,000 225,000 425,000 1,125,000 2,125,000 Clean All H eating & Cooling Coils 125,000 125,000 125,000 125,000 125,000 625,000 P lumbing R epairs 100,000 100,000 100,000 100,000 100,000 500,000 35,000 35,000 35,000 35,000 35,000 175,000 150,000 100,000 150,000 100,000 150,000 100,000 150,000 100,000 150,000 100,000 750,000 500,000 Countywide Annual Projects Design S ervices /E nergy Audit A s bes tos T es ting, S urveys, & Abatment E x terior S ealant R epair P r ogram E D D Y C u r r e n t T es t P ackage A/C R eplacement R eplace W ater S ofteners Chiller Annual Maintenance Duct Cleaning Vibration Analys is E lectrical P M S (T es ting & R epair) S ecurity S ys tems R epair & U pgrade Countywide Annual Projects C arryover 40,000 40,000 40,000 40,000 200,000 175,000 175,000 175,000 175,000 875,000 25,000 25,000 25,000 25,000 25,000 125,000 125,000 100,000 125,000 100,000 125,000 100,000 125,000 100,000 125,000 100,000 625,000 500,000 1,872,600 - - - - 1,872,600 P r ofes s i onal S erv. F ees & A d m i n C o s t s 319,937 319,937 319,937 319,937 319,937 319,937 E mergency R epair F u n d 600,000 600,000 600,000 600,000 600,000 3,000,000 GENERAL FUND TOTAL 70 40,000 175,000 $ 15,822,951 $ 8,819,937 $ 9,519,937 $ 12,519,937 $ 11,519,937 $ 56,100,656 maricopa county annual business strategies for 1999-2000 major maintenance project summary (continued) DEPARTMENT & PROJECT 1999-00 FISCAL YEAR 2001-02 2002-03 2000-01 2003-04 TOTAL SPECIAL REVENUE FUNDS Adult Detention Projects Durango Jail-HVAC, R oofing, Chiller R eplacement $ Madis on S t. Jail - Duct Cleaning Madis on S t. Jail - R eplace F loor T ile 1,800,000 $ 170,000 400,000 Madis on S t. Jail - Upgrade F ire Alarm S ys tem - $ - - $ - - $ - - $ - 1,800,000 170,000 400,000 500,000 - - - - 500,000 1,200,000 - - - - 1,200,000 Madis on S t. Jail - Install P A S ys tem P ainting Program 500,000 71,500 - - - - 500,000 71,500 P r ofes s i onal S erv. F ees & A d m i n C o s t s 228,500 - - - - 228,500 Madis on S t. Jail - Air W as h R e placement Juvenile Detention Projects Durango Juvenile - R eplace F ire Alarm S ys tem Durango Juvenile - Condes ate R eturn T ank & P umps Durango Juvenile - Install Card R eaders Durango Juvenile - R eplace B oilers 151,300 - - - - 151,300 45,000 50,000 - - - - 45,000 50,000 159,000 159,000 - - - - Durango Juvenile - Air Balance & Duct Cleaning 90,000 - - - - 90,000 P r ofes s i onal S erv. F ees & A d m i n C o s t s 24,700 - - - - 24,700 Library District North Central R egional L ibrary R enovation $ 200,000 $ - $ - $ - $ - $ 200,000 Parks & Recreation 5-Year Enhancement Prog.-restroom conv/playground 547,500 - - - - 547,500 140,000 - - - - 140,000 140,000 - - - - 140,000 22,000 40,000 - - - - 22,000 40,000 Transportation Install R eturn F ans Flood Control Install R eturn F ans Equipment Services R eplace Heat Pump Condens ate L ines Install cooler & s econdary lightening protection Animal Control Services Durango - Install Class A fire alarm system 90,000 - - - - 90,000 Durango - R eplace Heating & Cooling U n i t s 60,000 - - - - 60,000 50,000 100,000 - - - - 50,000 100,000 E as ts i de Vet Centr - Ins tall Class A fire alarm system Durango - Install new rooftop package AC units P r ofes s i onal S ervice fees & adminis tration 321,000 - SPECIAL REVENUE TOTAL $ 7,100,500 $ GRAND TOTAL - MAJOR MAINTENANCE $ 22,923,451 $ 8,819,937 $ $ 9,519,937 $ $ 12,519,937 $ $ 11,519,937 321,000 $ 7,100,500 $ 63,201,156 71 maricopa county annual business strategies for 1999-2000 healthcare mandates expenditure variance commentary Org 3960 DisproShare - State Sales Tax W/H 3980 Long-Term-Care Residual Revenue Total Org 9310 Contract Monitoring Administration MIHS Privatization 3920 AHCCCS Contribution AHCCCS Sanctions 3930 ALTCS Contribution 3940 Arnold v Sarn IGA/Court Order Arnold v Sarn Litigation Costs Arnold v Sarn Court Monitor Costs Gen Mental Health IGA Non-SMI Mental Health Orders Mental Health Testimony 3950 MMC Teaching Program Subsidy 3960 DisproShare - State Sales Tax W/H 3970 SAIL Grant Matching Funds 3980 Long-Term-Care Residual 3990 Outside Hospital Pre-AHCCCS Outside Hospital Lawsuits Settled Medical Eligibility Contingency MMC Pre-AHCCCS Claims Subsidy Outside Hospital Arbitration Outcomes Expenditure Total 72 REVENUES FY 1998-99 FY 1999-00 Revised Final $ 58,228,200 $ 54,677,600 FY 1998-99 Adopted $ 58,228,200 2,305,446 2,305,446 $ 60,533,646 $ 60,533,646 FY 1998-99 Adopted $ 169,553 1,315,000 38,659,236 300,000 93,131,970 23,963,397 130,000 120,000 4,856,576 150,000 3,547,901 58,228,200 616,200 3,775,087 EXPENDITURES FY 1998-99 FY 1999-00 Revised Final $ 169,553 $ 169,897 1,315,000 1,315,000 38,659,236 38,659,236 300,000 300,000 92,812,208 93,138,286 23,963,397 23,637,293 130,000 230,000 120,000 120,000 4,856,576 4,856,576 150,000 150,000 200,000 200,000 3,547,901 3,547,901 58,228,200 54,677,600 616,200 616,200 3,775,087 490,833 172,693 $ 54,850,293 7,500,000 7,500,000 7,750,000 3,000,000 2,000,000 6,660,000 3,000,000 2,119,762 6,660,000 3,409,299 1,119,762 6,660,000 0 $ 248,123,120 0 $ 248,123,120 $ $ 1,000,000 242,047,883 $ $ $ Variance Final Comment (3,550,600) Per State Budget. Patient share of cost now collected (2,132,753) by nursing homes. (5,683,353) Variance Final (344) (326,078) 326,104 (100,000) 3,550,600 3,284,254 - Variance Commentary Per State Budget. Per State Budget. Increase for disengagement. Per State Budget. Net of patient share of cost. Increase based on 2nd qtr. '99 (250,000) performance Includes interest on lawsuit (409,299) payment 1,000,000 (1,000,000) Unfavorable arbitration outcomes 6,075,237 maricopa county annual business strategies for 1999-2000 maricopa integrated health system expenditure variance commentary maricopa health system - fund 534 (agencies 900, 901, 908, 909) FY 1998-99 Revised $ 284,831,444 FY 1999-00 Tentative 277,265,326 Variance $ 7,566,118 ($3.7) Personal Services: Net impact of addition of full time equivalents related to budgeted volume increases, annualization of FY 1998-99 equity increases and Compensation Package Phase I funding, funding a 2.5% pay for performance incentive and necessary equity adjustments. (8.3) Supplies & Services: Projected increase due to contract terms, inflation and/or increased utilization. 13.0 Depreciation Expense: Depreciation expense instead of capital outlay budgeted to account for acquisition of capital. 6.4 Provision for Doubtful Accounts: Reduction in the estimate for Bad Debts expense. 3.5 Decrease in DSH Withholding (3.3) ISF Charges: Increased funding for the Risk Management Trust Fund requirements, including the settlement of a large lawsuit, offset by other ISF reductions. $7.6 Net expense decrease in FY 1998-99 over FY 1997-98. maricopa health plan - fund 540 (agency 602) FY 1998-99 Revised $ 55,635,808 FY 1999-00 Tentative 58,795,560 Variance $ (3,159,752) The fiscal year 1999-00 Maricopa Health Plan budget was based on year-end member months totaling 320,268. This is an increase from the fiscal year 1998-99 year-end projection of 312,760. Member months were budgeted, by prospective and Prior-Period Coverage (PPC) population types based on historical analysis of each MHP population. The 2.4% budgeted growth rate is due to the marketing initiative for the KIDSCARE program which began November 1, 1998. The 8.7% budgeted increase in expenses includes a 6% increase for physician services and an average 3% inflation factor for other services. Administrative expenses include a 2.5% pay for performance increase. grant special revenue fund 247 (agency 601) FY 1998-99 Revised $ FY 1999-00 Tentative Variance $ 2,076,135 1,723,923 352,212 The reduction in the grant budget between fiscal year 1998-99 and fiscal year 1999-00 is due to the elimination of Managed Care Systems role as the administrator of claims payments for the Public Health Ryan White program. 73 maricopa county annual business strategies for 1999-2000 maricopa integrated health system expenditure variance commentary (continued) arizona long-term care system - fund 550 (agency 600) FY 1998-99Revised $ 257,300,634 FY 1999-00 Tentative 254,918,389 Variance $ 2,382,245 The fiscal year 1999-00 Maricopa Long-Term Care Plan budget was based on year-end member months totaling 116,941. This is a 4.7% increase from the fiscal year 1998-99 year-end projection of 111,638 and was based on historical analysis of the Medicare and non-Medicare populations within the Institutional and Home and Community Based (HCBS) residential settings. The $3.7 million expense reduction is due to the elimination of the FY99 contingency for Medicare Part B liability. Administrative expenses include new case manager positions as required by the ALTCS Long Term Care Program requirements. The budget also includes a 2.5% pay for performance increase. maricopa health select plan (agency 603) FY 1998-99 Revised $ FY 1999-00 Tentative Variance $ 3,857,911 4,171,659 (313,748) The fiscal year 1999-00 Maricopa Health Select Plan budget was based on year-end member months totaling 39,438. This is an 11% increase from the fiscal year 1998-99 year-end projection of 35,506. The increased membership is a result of the County’s limiting employees to two health plan choices. The increased budget is a reflection of the increase in membership as well as a 6% increase in the cost of physician services and an average 3% increase in other medical expenses. Administrative expenses include a 2.5% pay for performance increase. maricopa senior select plan (agency 604) FY 1998-99 Revised $ 24,209,513 FY 1999-00 Tentative 26,936,137 Variance $ (2,726,624) The fiscal year 1999-00 Maricopa Senior Select Plan budget was based on year-end member months totaling 35,221. This is a 14% increase from the fiscal year 1998-99 year-end projection of 30,805. Aggressive marketing initiatives are the basis for the budgeted membership growth. The increase in budgeted expenses over FY 1998-99 is due to the membership growth, a 6% increase in physician services and revised methodologies for determining unknown medical expense liability. The budget includes a 2.5% pay for performance increase. 74 maricopa county annual business strategies for 1999-2000 budget issues commentary Description GENERAL FUND Adult Probation Market Study Salary Adjustment Field Officer Positions Automation Positions Drug Enforcement Account Continuation Program Early Disposition Court Expansion to the S.E. Court Facility Reach out Pilot Program Assessor 2.5% Pay for Performance Market Study Salary Adjustment Chief Information Officer Salary Adjustments - 2.5% Market Rate Adjustments for YR 4 Microsoft Premier Support Clerk of Superior Court Entry Level Compensation Increase/2.5% Salary Adj. 16,000 sq. ft. space buildout IV-D Contract Adjustment FY 1999-00 Requested $ $ 590,000 200,438 $ - $ - FY 2000-2001 Impact Total $ 590,000 200,438 $ Summary 590,000 184,438 781,938 - - - - - 70,661 202,875 2,168,546 790,438 - - 790,438 774,438 270,555 272,100 542,655 $ 247,201 84,437 331,638 $ - $ - $ 247,201 84,437 331,638 $ 247,201 84,437 331,638 $ 55,034 187,435 50,000 292,469 $ 65,623 65,623 $ - $ - $ 65,623 65,623 $ 100,000 100,000 $ 497,866 $ 275,000 (25,000) 441,417 $ (25,000) - $ - $ 441,417 $ (25,000) 441,417 - $ Reserved in Gen. Govt Cont. ($275,000) Reserved as part of Gen. Govt Cont. $3m allotment (179,757) 30,999 127,021 31,486 70,388 35,301 - - 30,999 127,021 31,486 70,388 35,301 30,999 127,021 31,486 70,388 35,301 1,502,192 711,612 - - 711,612 736,612 Reserved in Gen. Govt Cont. ($500,640) 2,183,815 35,653 Reserved in Gen. Govt Cont. ($129,503) 2,313,318 35,653 $ 2,183,815 35,653 $ - 517,267 250,000 116,437 54,417 67,537 45,367 17,795 241,600 469,291 483,682 1,657,017 257,831 57,484 22,450 611,885 54,417 41,767 147,600 - - 257,831 - Computer Replacement 1,630,000 Computer Replacement (CJEF) Expendited Disposition Court SEF 196,242 8,433,388 $ Reserved in Gen. Govt Cont. ($202,875) 325,721 164,409 127,021 31,486 70,388 35,301 Emergency Budget Request - Support Staff Juvenile Drug Diversion Program Parole Attorney Fixed Assest Accountant Electronic Information Specialist Advocate - Sexual Predator Vehicle Upgrades IT Hardware/Security Extreme DUI Aggravated Domestic Violence Special Assignment Courts Increase Benefit Rates Bilingual Pay Replace Juvenile East Phone System County Call Center New Call Agents and Other New Staff Telecom Upgrades/Double Capacity of Open Auto/Voice Recognition System Supplies for New Agents/Staff 2.5% Pay for Performance 2.5% Market Adjustments Underfunded Benefits Appropriated Fund Balance $ New Court Divisions (3) Early Disposition Court Expansion CPAF (Grant not extended) Exhibits & Classified Materials Expansion Risk Management Increases Probate Court Clerk Funding Reserved in Contingency for Operations County Attorney Compensation County Counsel General Fund Retainer 724,546 163,425 225,101 Gen. Govt Contingency Operating 205,583 247,000 29,000 23,672 23,638 31,314 560,207 $ $ - $ 2,183,815 35,653 $ - - 611,885 54,417 41,767 147,600 257,831 - 257,831 - 568,850 - - 568,850 294,240 3,901,818 - - 3,901,818 3,460,318 135,623 14,400 19,204 23,000 31,314 223,541 - $ - $ - $ 135,623 14,400 19,204 23,000 31,314 223,541 611,885 44,772 32,122 - $ Funded by Telecom Also reserved in Gen. Govt.-$1,113,721 Y2k Carryover and $360,000 Y2K New Reserved in General Government ($524,500) 135,623 14,400 19,204 23,000 31,314 223,541 Reserved in Gen. Govt. ($238,159) Reserved in Gen. Govt. ($5,600) 75 maricopa county annual business strategies for 1999-2000 budget issues commentary (continued) Description GENERAL FUND Elections Verification Mailings Presidential Preference Election 2.5% Pay for Performance Emergency Management Services EOC fiber optic svc chgs for merge of 6 divergent GIS-IT systems Facilities Management Merit Increases Trades/Custodial Personnel market increases FY 1999-00 Requested $ 882,129 1,370,980 45,236 2,298,345 $ $ 24,000 24,000 $ 158,763 882,129 1,370,980 44,027 2,297,136 $ $ 24,000 24,000 $ 145,765 Appropriated Fund Balance - $ $ - $ - FY 2000-2001 Impact Total - $ $ - $ - Summary 882,129 1,370,980 44,027 2,297,136 $ 44,027 44,027 $ 24,000 24,000 $ 24,000 24,000 $ 145,765 $ 145,765 Offset by revenues 174,570 34,432 - - 34,432 34,432 Staff - Space Planning Program Staff - Design & Construction 789,246 277,991 - - - - - Preventative Maintenance Program Staff - Real Estate Diagnostic Equipment/Program Enhancement Y2K - Embedded Systems 168,336 110,131 55,066 - - 55,066 51,513 Reserved in Gen. Govt Maj. Mtnc ($80,000) 68,745 134,926 1,882,708 7,895 243,158 - - 7,895 243,158 231,710 Reserved in Gen. Govt Maj. Mtnc ($60,850) Reserved in Gen. Govt. Y2K funding 39,000 29,000 68,000 39,000 39,000 - - 39,000 39,000 - Finance Imaging Electronic Commerce General Government Juvenile Probation-CJC Relocation Juvenile Probation-Teen Court Adult Probation Reach Out Pilot Justice Courts Compensation County Attorney Compensation Sheriff-District Detective Staffing Sheriff - Compensation Superior Ct-Pretrial Services Clerk of Sup. Ct.-Contingency Clerk of Sup. Ct. - Buildout of Space New Court Divisions Call Center Supply Contingency Call Center-Telecom Requirements Medical Examiner-3 Unit Modular Sheriff-ADA/Ergonomics Sheriff-CAD/RMS Upgrade County Attorney PC Replacement Facilities Management-Consultant Svs Human Resources - Imaging System Human Services Facility Improvements Superior Court Major Mtnc Projects Human Resources Employee Records Imaging System + Contract for Imaging Work On file - CIP Project $ $ Additional Compensation Services Positions Human Services Waiver & Restoration of General Fund Support for Cost Pool Administrative Staff Relocation of Human Services Administration Offices Homeless Coordinator 76 Gen. Govt Contingency Operating - $ 138,362 $ 73,945 212,307 $ 846,722 797,580 70,179 1,714,481 - $ - $ 13,874 13,874 $ 282,679 282,679 43,250 349,534 202,875 672,657 329,000 840,929 618,439 500,640 275,000 3,000,000 5,600 6,837,924 $ - $ - $ - 238,159 220,000 150,000 300,000 513,903 650,000 25,000 53,200 1,543,718 3,693,980 $ - $ - $ - 43,250 349,534 202,875 672,657 329,000 840,929 618,439 500,640 275,000 3,000,000 5,600 238,159 220,000 150,000 300,000 513,903 650,000 25,000 53,200 1,543,718 10,531,904 $ - $ 13,874 13,874 $ 282,679 282,679 - - Reserved in Gen. Govt Consulting Serv. ($650,000) FY 1999-00 Budget Issue FY 1999-00 Budget Issue FY 1999-00 Budget Issue FY 1999-00 Budget Issue FY 1999-00 Budget Issue FY 1999-00 Budget Issue FY 1999-00 Budget Issue FY 1999-00 Budget Issue FY 1999-00 Budget Issue FY 1999-00 Budget Issue FY 1999-00 Budget Issue FY 1999-00 Budget Issue FY 1999-00 Budget Issue FY 1999-00 Budget Issue FY 1999-00 Budget Issue FY 1999-00 Budget Issue FY 1999-00 Budget Issue FY 1999-00 Budget Issue FY 1999-00 Budget Issue FY 1999-00 Budget Issue FY 1999-00 Budget Issue Reserved in Gen. Govt ($25,000) 13,874 13,874 $ 282,679 282,679 Funded by adjustment to General Fund Improvments to current space funded in Gen. Govt. Maj. Mtnc Appropriated Fund Balance ($53,200) maricopa county annual business strategies for 1999-2000 budget issues commentary (continued) Description GENERAL FUND Indigent Representation Attorney Salary Market Adjustments Rule 11's New IT Position Quad E funding LD Support Staff Request LD Request for Additional Space LD Request for Additional Phone System Investigator Salary Market Adjustments IT Salary Market Adjustments Mitigation Staff Equity Adjustments Bilingual Staff Salary Adjustments PD Support Staff Request SE EDC Special Assignment Courts Salary Adjustments - 2.5% FY 1999-00 Requested $ Operating 407,770 300,000 58,172 1,426,259 109,923 60,121 25,000 110,478 75,029 42,247 64,905 1,328,281 404,127 145,191 519,534 5,077,037 $ 137,144 $ Gen. Govt Contingency 201,000 300,000 247,593 92,742 16,427 1,913 949,952 1,157,502 2,967,129 $ 137,144 $ Appropriated Fund Balance - $ - $ - Total FY 2000-2001 Impact $ 201,000 300,000 247,593 92,742 16,427 1,913 949,952 1,157,502 2,967,129 $ 201,000 300,000 233,793 92,742 16,427 1,913 1,148,446 780,059 2,774,380 $ 137,144 $ 121,840 6,918 16,909 160,971 $ $ $ 6,918 16,909 145,667 $ 85,704 85,704 $ 38,256 38,256 660,834 228,114 150,000 53,497 10,000 1,102,445 $ 660,834 48,078 2,000 710,912 598,693 97,413 - $ - Summary Internal Audit Reduce Audit Interval $ Additional Funds for Fringe Benefit Increase 2.5% Pay for Performance Judicial Mandates Attorney Salary Market Adjustments CSC Salary Adjustments Bilingual Staff Salary Adjustments Salary Adjustments - 2.5% Justice Courts Compensation Budget Issue Rent Increases Video Arraingment Buyer Position Satellite Court New Staff Security Issue Telephone Systems Shelving Units Additional Pro-Tem funds Architectural Services Furniture Public Address System Juvenile Probation Compensation Budget Issue Court Service Center Lease Personnel Computers Vehicle for Detention Work and Community Based Programs Controlled Building Access Teen Court Prenatal and Early Childhood Intervention Computer Maintenance and Support Community Justice Center Relocation/Expansion Materials Management Procurement Salary Adjustments Information Technology Compensation Information Technology Position Purchase Card Administrative Support Heating and A/c Reconfiguration Replacement Computers Replacement of Floor Coverings 8,121 17,963 163,228 6,918 16,909 160,971 - - $ 29,098 7,258 1,861 41,221 79,438 $ 85,704 85,704 $ - $ - $ 1,333,491 228,114 150,000 53,497 61,500 240,000 532,000 152,000 70,000 16,565 200,000 112,500 10,000 3,159,667 $ 660,834 228,114 150,000 53,497 10,000 1,102,445 $ - $ - $ 597,152 129,884 427,280 $ 598,693 97,413 - $ - $ - $ $ $ - 531,201 129,884 - Reserved in Gen. Govt Consulting Services ($94,099) Reserved in Gen. Govt Cont ($672,657) TBD for FY 2000-01 Funded through Telecomm ($105,381) Detention Fund Contingency ($500,000) 33,209 25,000 349,534 88,668 42,700 42,700 - - 42,700 42,700 Detention Fund Contingency ($33,209) 43,250 1,736,677 738,806 - - 738,806 703,785 Reserved in Gen. Govt Cont ($43,250) 88,013 12,935 56,985 40,451 93,500 73,300 25,000 390,184 $ 94,648 40,451 135,099 $ - $ - $ 94,648 40,451 135,099 $ 94,648 40,451 135,099 77 maricopa county annual business strategies for 1999-2000 budget issues commentary (continued) FY 1999-00 Requested Description GENERAL FUND Medical Eligibility Claims Resolution Process/Binding Arbitration Long Term Automation Hospital Extended Hours/Staffing Medical Examiner Increased Staffing Levels Performance Management and Market Adjustments Equipment: Replace Outworn/Obsolete Equipment Employee Training and Education Technology Enhancement and Upgrades MIHS Charges Temporary Space - Modular Trailers Parks & Recreation Workers Comp. Planning & Training Train the Trainer Cont Training Expense Public Fiduciary Building/Office Space Rent Fixed Benefit Rate Change Salary Adjustment Community Services Agency Gen. Govt Contingency Operating Appropriated Fund Balance FY 2000-2001 Impact Total Summary $ 458,804 210,000 1,021,455 1,690,259 $ 458,804 1,021,455 1,480,259 $ - $ - $ 458,804 1,021,455 1,480,259 $ 833,034 1,499,092 2,332,126 $ 412,984 $ 168,312 $ - $ - $ 168,312 $ 168,312 $ 100,444 91,567 - - 91,567 91,567 83,381 16,000 29,000 82,128 197,621 921,558 51,831 82,128 393,838 - - 51,831 82,128 393,838 13,248 82,128 355,255 - - 50,160 50,160 $ 50,160 50,160 $ $ 24,000 10,500 34,500 $ $ $ 50,160 50,160 $ 50,160 50,160 $ 24,000 10,500 34,500 $ - $ - $ 24,000 10,500 34,500 $ 10,500 10,500 75,288 13,068 33,600 8,745 130,701 $ 61,379 13,068 31,802 106,249 $ - $ - $ 61,379 13,068 31,802 106,249 $ 61,379 13,068 31,802 106,249 12,866,397 $ - $ - $ - $ - $ - Also funded: $1m in Med. Eligibil. Cont.; $8m unknown lawsuits; $5.2m Judgment payment Reserved in Gen. Govt. ($220,000) Public Health Public Health Facility Risk Management- ISF, Central Services Costs Surveillance Staffing Immunization Staffing Salary Adjustments TB Control Staffing HH Position Recorder Market Rate Adjustment Additional Staffing - Recordings 2.5% Pay for Performance Plot Map Copier Sheriff Fringe Benefit Increase Compensation Detention Officer pay increase - mininum Detention Officer pay increase - remainder Civilian 3.75% pay increase Phase II District Detective Staffing Training Academy Lease Purchase Lap Tops Security and Transportation Division Classroom Space Aging Phone Systems ADA - Ergonomics Food 78 1,508,557 316,572 410,091 94,476 154,500 26,646 15,377,239 50,000 133,493 91,783 154,500 429,776 - $ 371,681 56,724 23,139 50,000 501,544 $ 353,896 57,700 35,000 446,596 $ $ 734,482 1,293,773 1,735,276 $ 250,241 686,074 - $ - $ $ - 50,000 133,493 91,783 154,500 429,776 50,000 133,493 91,783 154,500 429,776 $ 353,896 57,700 35,000 446,596 $ 90,896 57,700 148,596 $ $ 250,241 686,074 - - - 250,241 686,074 - $2,259,348 funded in General Government Funded by General Fund adjustment Funded in Detention Fund Cont. Reserved in Gen. Govt Cont & Detention Fund ($2,500,000) 1,431,765 468,833 2,347,376 329,000 3,200,000 2,419,585 101,530 - - 101,530 44,813 797,760 - - - - - Reserved in Detention Fund Contingency 3,011,224 116,910 150,000 6,900,000 24,935,984 1,037,845 - - 1,037,845 981,128 Reserved in Detention Fund Contingency Telecom ($116,910) Reserved in Gen. Govt Cont ($329,000) Y2k reserved in Gen. Govt ($395,878) Reserved in Gen. Govt ($150,000) maricopa county annual business strategies for 1999-2000 budget issues commentary (continued) FY 1999-00 Requested Description GENERAL FUND Superior Court Three new divisions $ Gen. Govt Contingency Operating 307,199 $ - $ - Appropriated Fund Balance $ - FY 2000-2001 Impact Total $ - $ Summary Criminal Quad Coordination Criminal Admin. Staff Family Admin. Staff Video Courtrooms Other Construction Security Major Maintenance Compensation Adjustments Grant Funded Positions Initial Appearance Court EDC Expansion Juvenile Admin. Staff 149,495 51,057 51,057 437,480 75,000 100,000 1,095,674 347,959 395,260 305,002 86,167 149,495 46,057 847,000 347,958 299,592 - - - 149,495 46,057 847,000 347,958 299,592 - 149,495 46,057 847,000 347,958 299,592 - Pretrial Services Staff Superior Court Major Maintenance Issues Contract Court Reporters 905,097 1,543,718 295,000 6,145,165 293,434 295,000 2,278,536 - - 293,434 295,000 2,278,536 222,212 295,000 2,207,314 Treasurer Merit Increases $ 59,072 59,072 $ 52,997 52,997 $ - $ - $ 52,997 52,997 $ 52,997 52,997 General Fund Total (w/ Gen. Gov.) $ Gen. Gov. Total General Fund Total (w/o Gen. Gov) $ 80,151,711 80,151,711 $ 20,425,427 20,425,427 $ 6,837,924 6,837,924 - $ 3,693,980 3,693,980 - $ 30,957,331 10,531,904 20,425,427 $ 17,405,037 17,405,037 $ FY 1999-00 Requested Description $ $ Gen. Govt Contingency Operating $ Fund Balance $ Reserved in Gen. Govt Cont as part of $3m allotment $6,244,272 reserved elsewhere for Sup. Ct. Projects - Reserved in Detention Contingency ($91,125) Reserved in Gen. Govt ($1,543718) FY 2000-2001 Impact Total Summary SPECIAL REVENUE Animal Control Services Adoption Center -- 35th Avenue Animal Control -- Star Call Center Correctional Health Dept of Justice 2.5% Merit salary adjustments Juvenile Nurse Staffing NSE staffing General Government Sheriff's Compensation Correctional Health Compensation Superior Ct.-Pretrial Serv.-One time Sheriff's Security & Transport Sheriff's Classroom Space Juvenile PC Purchase Juvenile Detention Vehicle Phase 1-Technology Issues Environmental Services Salary Adjustments - 2.5% (Agency 882) Funding 10 FTEs (Agency 883) Additional Lease Space (Agency 883) Fixed Assets (Agency 883) $ 155,079 210,213 365,292 $ 141,350 53,209 194,559 $ - $ - $ 141,350 53,209 194,559 $ 141,350 53,209 194,559 $ 1,585,643 147,049 262,528 701,000 2,696,220 $ 950,719 147,049 1,097,768 $ - $ - $ 950,719 147,049 1,097,768 $ 1,585,643 147,049 1,732,692 $ - $ 1,659,071 1,000,000 91,125 500,000 1,150,000 500,000 33,209 1,650,000 6,583,405 $ - $ $ $ $ $ $ $ $ $ 1,659,071 1,000,000 91,125 500,000 1,150,000 500,000 33,209 1,650,000 6,583,405 $ 1,659,071 1,000,000 500,000 3,159,071 305,000 485,779 72,000 396,922 1,259,701 $ - $ - 305,000 485,779 72,000 396,922 1,259,701 $ - $ $ $ $ $ 305,000 485,779 72,000 862,779 - $ $ - $ $ - $ $ - $ $ - $ - 305,000 485,779 72,000 396,922 1,259,701 $ 808,022 808,022 $ $ Equipment Services Alternative Fuel Vehicle Acquisition & Conversion $ $ Funded as part of General Fund Vehicle Replacement Program 79 maricopa county annual business strategies for 1999-2000 budget issues commentary (continued) FY 1999-00 Requested Description Operating Gen. Govt Contingency Fund Balance FY 2000-2001 Impact Total Summary SPECIAL REVENUE Flood Control District Compensation - Market Adjustments Future Market Adjustments Additional Planning Projects Advanced Planning Studies Juvenile Probation Compensation Budget Issue $ $ Detention Administration Infrastructure Reorganization Truancy Prevention Detention Alternatives Library Disrict Market Salary Advancments Merit Based Increases NCRL Renovation Technology Issues Security System Changes Sun Lakes Continuation El Mirage Continuation Surprise Regional Library 459,156 482,108 1,332,000 1,120,000 3,393,264 $ 1,016,989 $ 269,984 250,000 685,176 2,222,149 $ Planning and Development One-Stop Shop $ $ Parks & Recreation $ Workers Comp. First year of Five-year Enhancement/Upgrade Projects Transportation Salary Adjustments - 2.5% Market Rate & Equity issues $ 300,000 100,239 200,000 73,500 15,000 170,000 55,000 237,655 1,151,394 $ 3,651,449 3,651,449 50,160 - 454,382 25,284,845 25,284,845 $ $ $ - 3,651,449 3,651,449 $ $ - $ 50,160 - $ - 484,241 1,327,619 4,501,874 400,626 579,638 432,000 196,470 601,000 8,523,468 $ 454,382 $ $ 20,584,324 20,584,324 10,296 10,296 $ $ Capital Fund Total $ 10,296 $ 482,108 1,332,000 1,120,000 2,934,108 $ - $ 836,986 $ - $ - - $ 904,478 $ 300,000 90,359 170,000 55,000 237,655 853,014 $ $ 3,651,449 3,651,449 $ $ 3,651,449 3,651,449 50,160 $ 50,160 547,660 597,820 $ - 50,160 484,241 1,327,619 4,501,874 400,626 579,638 432,000 196,470 601,000 8,523,468 $ $ 484,241 1,327,619 4,501,874 400,626 95,187 6,809,547 - $ 454,382 - $ $ 454,382 $ $ 18,999,496 3,159,071 15,840,425 $ 6,583,405 6,583,405 - 8,443 8,443 $ $ $ 8,443 83,000 230,000 313,000 $ 313,000 $ $ 454,382 $ $ 547,660 547,660 $ 27,715,389 6,583,405 21,131,984 - $ $ - $ $ 8,443 8,443 $ $ 8,443 8,443 $ - $ - $ 8,443 $ 8,443 83,000 423,420 506,420 $ - $ $ $ 83,000 423,420 506,420 $ - 447,272 447,272 506,420 $ - $ 506,420 $ 447,272 ENTERPRISE Solid Waste Equipment Lease Payoff Transfer Stations Operations Enterprise Fund Total $ 80 - $ New funding structure established Using fund balance of Agency 305 Funded in Detention Fund Cont. Y2k reserved in Gen. Govt ($395,878) 454,382 CAPITAL Criminal Justice Facilities Salary Adjustments - 2.5% Funded during FY 1998-99 113,237 178,402 1,196,117 300,000 90,359 200,000 170,000 55,000 237,655 1,053,014 $ $ 35,726 35,726 $ 547,660 547,660 - $ - $ 117,100 195,000 216,629 1,365,715 - - 454,382 $ $ $ $ $ $ $ - 50,160 $ - - $ $ $ $ - $ 308,507 762,889 Special Revenue Total (w/ Gen. Gov.) $ Gen. Gov Total Special Revenue Total (w/o Gen. Gov) $ 836,986 - 300,000 90,359 200,000 170,000 55,000 237,655 1,053,014 4,501,874 1,917,236 775,535 432,000 750,000 8,376,645 $ $ 117,100 195,000 216,629 1,365,715 547,660 597,820 Sheriff Fringe Benefit Increase Sheriff's Compensation Detention Officer pay increase - mininum 132 Detention positions Phase I Vehicle Replacement Self-Contained Breathing Apparatus Purchase Lap Tops Security Cameras/Line Scan Machines 482,108 1,332,000 1,120,000 2,934,108 Will be reviewed by H.R. Component Adj. will be made mid-year. maricopa county annual business strategies for 1999-2000 eliminations summary County agencies often engage in numerous transactions with other County agencies. The totals of all such internal transactions are eliminated in the preparation of a consolidated budget. These eliminations have no effect on the consolidated fund balance because equal amounts are eliminated from both revenues and expenditures. FY 1998-99 Adopted FY 1998-99 Revised FY 1998-99 Restated FY 1999-00 Final Final Variance % $ 109,669,885 $ 109,774,611 $ 182,236,789 $ 321,681,223 $ 139,444,434 76.5% Employer Benefit Costs 30,252,711 30,252,711 30,252,711 31,570,403 1,317,692 4.4% Internal Service Charges 24,782,887 24,932,887 24,932,887 38,375,224 13,442,337 53.9% 3,000,000 3,000,000 3,000,000 3,535,920 535,920 17.9% 24,287,159 13,420,056 24,287,159 13,420,056 24,287,159 13,420,056 30,505,743 13,769,483 6,218,584 349,427 25.6% 2.6% 379,000 379,000 379,000 475,381 96,381 25.4% $ 205,791,698 $ 206,046,424 $ 278,508,602 $ 439,913,377 $ 161,404,775 58.0% TRANSACTION DESCRIPTION Fund Transfers (including Central Service Costs) Correctional Health Payments to Health System Payments from Maricopa Health Plan to Health System: Patient Services Attendant Care Payments from Public Health to Health Plan for Ryan White Grant Total Eliminations 81 maricopa county annual business strategies for 1999-2000 transfers by fund SUMMARY OF TRANSFERS BY FUND FY 1999-00 AGENCYFUND IN (OUT) DESCRIPTION GENERAL FUND: FINANCE DEPARTMENT 180 100 7,193,615 - CENTRAL SERVICES COSTS HUMAN SERVICES 220 100 - - CENTRAL SERVICES COSTS HEALTH CARE MANDATES 390 100 54,677,600 HEALTH CARE MANDATES 390 100 - 6,660,000 MMC PRE-AHCCCS CLAIMS SUBSIDY HEALTH CARE MANDATES 390 100 - 3,547,901 MMC TEACHING PROGRAM SUBSIDY HEALTH CARE MANDATES 390 100 - GENERAL GOVERNMENT 470 100 - GENERAL GOVERNMENT - DISPROPORTIONATE SHARE 616,200 SAIL GRANT MATCH 2,975,000 SHERIFF'S REPLACMENT VEHICLES 470 100 - 88,825,845 DETENTION FUND / MOE GEN. GOVERNMENT APPROP. FUND BALANCE 473 100 - 40,000,000 CAPITAL PROJECTS PUBLIC HEALTH 100 860 TOTAL GENERAL FUND 61,871,215 65,000 VITAL STATISTICS 142,689,946 SPECIAL REVENUE FUNDS: COMMUNITY DEVELOPMENT- GRANT 171 217 - HUMAN SERVICES- GRANT FUNDING 221 222 - - CENTRAL SERVICE COST ALLOCATION PARKS & RECREATION - SPECIAL FUNDING302 240 - 60,813 CENTRAL SERVICE COST ALLOCATION PARKS & RECREATION - SPECIAL FUNDING302 240 - PLANNING AND DEVELOPMENT 440 226 - PLANNING AND DEVELOPMENT 440 226 - 437,710 CENTRAL SERVICE COST ALLOCATION RESEARCH AND REPORTING 462 260 - 33,754 CENTRAL SERVICE COST ALLOCATION RESEARCH AND REPORTING 462 260 - GENERAL GOVERNMENT 472 255 88,825,845 GENERAL GOVERNMENT 471 251 - GENERAL GOVERNMENT - DETENTION FUND 472 255 - MARCIOPA HEALTH PLANS 601 247 616,200 TRANSPORTATION 640 232 - TRANSPORTATION 640 232 - 413,079 DEBT SERVICE LIBRARY DISTRICT 650 244 - 554,646 CENTRAL SERVICE COST ALLOCATION LIBRARY DISTRICT 650 244 - HOUSING 661 295 - STADIUM DISTRICT 680 250 - STADIUM DISTRICT 680 250 - 400,000 STADIUM DISTRICT DEBT SERVICE STADIUM DISTRICT 680 250 - 400,000 STADIUM DISTRICT DEBT SERVICE STADIUM DISTRICT 680 250 - 632,737 STADIUM DISTRICT DEBT SERVICE STADIUM DISTRICT 680 250 - 724,466 STADIUM DISTRICT DEBT SERVICE STADIUM DISTRICT 680 250 - 2,353,978 STADIUM DISTRICT DEBT SERVICE STADIUM DISTRICT 680 250 - FLOOD CONTROL DISTRICT 690 991 - STADIUM DISTRICT- MLB OPERATION 780 253 - STADIUM DISTRICT- MLB OPERATION 780 253 - ANIMAL CONTROL- SPECIAL REVENUE 792 572 - ANIMAL CONTROL- SPECIAL REVENUE 792 572 - ANIMAL CONTROL- SPECIAL REVENUE 794 572 - 331,080 CENTRAL SERVICE COST ALLOCATION PUBLIC HEALTH- GRANT 861 532 - 480,990 CENTRAL SERVICE COST ALLOCATION PUBLIC HEALTH SPECIAL FUNDING 863 265 - 106,208 CENTRAL SERVICE COST ALLOCATION PUBLIC HEALTH SPECIAL FUNDING 863 265 65,000 ENVIRONMENTAL AIR SERVICES 882 504 - ENVIRONMENTAL HEALTH SERVICES 883 504 TOTAL SPECIAL REVENUE FUND 82 89,507,045 24,088 CENTRAL SERVICE COST ALLOCATION 145,769 DEBT SERVICE 49,682 DEBT SERVICE 1,259 DEBT SERVICE - DETENTION FUND / MOE FROM GEN FUND 3,750,000 SPUR CROSS RANCH (from SCAAP funds) 105,606,875 SALES TAX PROCEEDS TO CAP. PROJ. - SAIL GRANT MATCH 1,411,080 CENTRAL SERVICE COST ALLOCATION 3,193 DEBT SERVICE 58,573 CENTRAL SERVICE COST ALLOCATION 7,405 CENTRAL SERVICE COST ALLOCATION 606,928 STADIUM DISTRICT DEBT SERVICE 1,233,810 CENTRAL SERVICE COST ALLOCATION 600,000 CAPITAL PROJECTS RESERVE 29,620 CENTRAL SERVICE COST ALLOCATION - CENTRAL SERVICE COST ALLOCATION 6,973 DEBT SERVICE - VITAL STATISTICS 234,941 CENTRAL SERVICE COST ALLOCATION 234,941 CENTRAL SERVICE COST ALLOCATION 120,934,598 maricopa county annual business strategies for 1999-2000 transfers by fund (continued) SUMMARY OF TRANSFERS BY FUND FY 1999-00 AGENCYFUND IN (OUT) DESCRIPTION INTERNAL SERVICE FUNDS: 312 685 - MATERIALS MANAGEMENT- REPROGRAPHICS 733 EMPLOYEE BENEFITS 673 - 24,570 CENTRAL SERVICE COST ALLOCATION EQUIPMENT SERVICES 740 654 - 469,038 CENTRAL SERVICE COST ALLOCATION RISK MANAGEMENT 750 675 - 125,450 CENTRAL SERVICE COST ALLOCATION TELECOMMUNICATIONS 760 681 - TOTAL INTERNAL SERVICE FUNDS - 236,778 CENTRAL SERVICE COST ALLOCATION 308,271 CENTRAL SERVICE COST ALLOCATION 1,164,107 ENTERPRISE FUNDS: MARCIOPA HEALTH PLANS- ADMINISTRATION 605 570 - SOLID WASTE MANAGEMENT 670 580 - SOLID WASTE MANAGEMENT 670 580 - MARICOPA HEALTH SYSTEM 900 534 - MARICOPA HEALTH SYSTEM 900 534 - MARICOPA HEALTH SYSTEM 900 534 - MARICOPA HEALTH SYSTEM 900 534 6,660,000 MARICOPA HEALTH SYSTEM 900 534 3,547,901 TOTAL ENTERPRISE FUND 10,207,901 67,721 CENTRAL SERVICE COST ALLOCATION 84,938 CENTRAL SERVICE COST ALLOCATION 297,297 DEBT SERVICE 637,190 CENTRAL SERVICE COST ALLOCATION 1,127,826 DEBT SERVICE 54,677,600 DISPROPORTIONATE SHARE - MMC PRE-AHCCCS CLAIMS SUBSIDY - MMC TEACHING PROGRAM SUBSIDY 56,892,572 CAPITAL PROJECT FUNDS: CIP - JAIL TAX 409 455 105,606,875 CIP - GENERAL GOVERNMENT CIP - GENERAL GOVERNMENT 478 478 435 435 3,750,000 40,000,000 CIP - SHERIFF 508 435 2,975,000 STADIUM DISTRICT- MLB PROJECT RESERVE 788 450 TOTAL CAPITAL PROJECT FUND 600,000 152,931,875 - CAPITAL PROJECTS - SPUR CROSS RANCH - CAPITAL PROJECTS VEHICLE REPLACEMENT FOR GEN FUND - BALLPARK PROJECT RESERVE - DEBT SERVICE FUNDS: STADIUM DIST DEBT SVS- 1993A 682 371 632,737 STADIUM DIST DEBT SVS- 1993B 683 373 724,466 - STADIUM DISTRICT DEBT SERVICE - STADIUM DISTRICT DEBT SERVICE STADIUM DIST DEBT SVS- PEORIA 684 375 2,353,978 - STADIUM DISTRICT DEBT SERVICE STADIUM DIST DEBT SVS- 1996 685 377 606,928 - STADIUM DISTRICT DEBT SERVICE STADIUM DIST DEBT SVS 686 378 400,000 - STADIUM DISTRICT DEBT SERVICE STADIUM DIST DEBT SVS 688 379 400,000 - STADIUM DISTRICT DEBT SERVICE GENERAL OBLIGATION DEBT SERVICE 990 312 2,045,078 - NON-GENERAL FUND ALLOCATION TOTAL DEBT SERVICE FUNDS 7,163,187 - GRAND TOTAL (ALL FUNDS) 321,681,223 321,681,223 83 maricopa county annual business strategies for 1999-2000 direct assessment special districts secondary roll MARICOPA COUNTY DIRECT ASSESSMENT SPECIAL DISTRICTS SECONDARY ROLL 'FISCAL YEAR 1999-00 DIST. NO. DISTRICT NAME 28569 Pecos-McQueen 84 LEVY PURPOSE Bond Interest Bond redemption ESTIMATED 1998-99 EXPENDITURES BUDGET 1998-99 10,067 10,067 0 0 10,067 10,067 1999-00 BUDGET REQUEST 5,693 45,699 51,392 LESS AVAILABLE FUNDS 0 0 0 1999-00 DIRECT ASSESSMENT 5,693 45,699 51,392 28574 99TH Street Bond Interest Bond redemption 244 2,708 2,952 244 2,708 2,952 0 0 0 0 0 0 0 0 0 28575 98TH Way Bond Interest Bond redemption 198 2,198 2,396 198 2,198 2,396 0 0 0 0 0 0 0 0 0 28576 Vine Bond Interest Bond redemption 94 1,044 1,138 94 1,044 1,138 0 0 0 0 0 0 0 0 0 28577 Inland Bond Interest Bond redemption 3,067 15,766 18,833 3,067 15,766 18,833 1,563 17,376 18,939 0 0 0 1,563 17,376 18,939 28579 97TH Place Bond Interest Bond redemption 239 2,652 2,891 239 2,652 2,891 0 0 0 0 0 0 0 0 0 28580 Del Witt Bond Interest Bond redemption 464 5,154 5,618 464 5,154 5,618 0 0 0 0 0 0 0 0 0 28581 5TH Avenue Bond Interest Bond redemption 191 1,265 1,456 191 1,265 1,456 77 852 929 0 0 0 77 852 929 28583 Boulder Bond Interest Bond redemption 502 0 502 502 0 502 502 274 776 0 0 0 502 274 776 28589 158TH Street Bond Interest Bond redemption 816 691 1,507 816 691 1,507 654 2,064 2,718 0 0 0 654 2,064 2,718 28590 Grandview Manor Bond Interest Bond redemption 8,515 23,617 32,132 8,515 23,617 32,132 6,046 7,927 13,973 0 0 0 6,046 7,927 13,973 28592 Fairview Lane Bond Interest Bond redemption 3,445 5,938 9,383 3,445 5,938 9,383 2,711 3,717 6,428 0 0 0 2,711 3,717 6,428 28593 East Fairview Lane Bond Interest Bond redemption 4,285 6,065 10,350 4,285 6,065 10,350 3,293 4,375 7,668 0 0 0 3,293 4,375 7,668 maricopa county annual business strategies for 1999-2000 direct assessment special districts secondary roll(continued) MARICOPA COUNTY DIRECT ASSESSMENT SPECIAL DISTRICTS SECONDARY ROLL 'FISCAL YEAR 1999-00 DIST. NO. DISTRICT NAME LEVY PURPOSE ESTIMATED EXPENDITURES 1998-99 1998-99 BUDGET 1999-00 BUDGET REQUEST LESS AVAILABLE FUNDS 1999-00 DIRECT ASSESSMENT 28594 White Fence Farms Bond Interest Bond redemption 14,541 18,581 33,122 14,541 18,581 33,122 123,290 18,581 141,871 0 0 0 123,290 18,581 141,871 28595 104th Place/University Dr. Bond Interest Bond redemption 0 0 0 0 0 0 5,993 8,323 14,316 0 0 0 5,993 8,323 14,316 28529 Estrella Dells General 48,000 48,000 50,000 0 50,000 28530 129th Avenue General 71 71 1,161 0 1,161 28531 14th Street General 475 475 807 0 807 28532 Avenida Del Sol General 40 40 141 0 141 28533 Mallory General 202 202 353 0 353 28535 Eagle Peak General 852 852 1,301 0 1,301 28546 Desert Foothills North General 11,900 11,900 12,148 0 12,148 28539 West Phoenix Estates 10 General 67,498 67,498 8,100 0 8,100 28547 Beautiful Arizona Estates General 27,792 ____________ 27,792 34,850 ____________ ____________ 0 ____________ 34,850 ____________ $289,177 ____________ ____________ $289,177 $367,871 ____________ ____________ ____________ ____________ $0 ____________ ____________ $367,871 ____________ ____________ 85 maricopa county annual business strategies for 1999-2000 street lighting improvement district levies secondary roll DISTRICT # 23189 13879 13908 13447 13446 13972 13109 13248 13974 13978 13448 13955 13315 13418 13420 13490 13449 13070 13510 13450 13310 13335 13817 13346 13057 13177 23137 13059 13863 13838 13839 13888 13886 13885 13853 13210 13228 23176 13103 13107 13329 13348 13072 13121 13356 13357 13492 13451 13396 13836 13840 13859 13872 13890 13909 13919 13921 13930 13937 13943 86 DISTRICT Anthem I Apache Cntry Club Est. 1 Apache Cntry Club Est. 3 Apache Cntry Club Est. 5 Apache Wells Mobile P 1&2 Apache Wells Mobile P 3 Apache Wells Mobile P 3A Apache Wells Mobile P 3B Apache Wells Mobile P 4 Apache Wells Mobile P 4A Apache Wells Mobile P 4B Apache Wells Mobile P 5 Apache Wells Mobile P 6 Arizona Skies Mobile Est. E 2 Az Skies Mobil Estates Brentwood Acres Caballeros Haciendas Camelot Golf Club Est. 1 Camelot Golf Club Est. 2 Casa Mia Casa Mia 2A Casa Mia 2B Cavalier Circle City Clark Acres Coronado Acres Country Meadows 10 Country Meadows 9 Country Place at Chandler Cox Heights 1 Cox Heights 2 Cox Heights 4 Cox Heights 6 Cox Heights 7 Cox Hghts 3 & Scot Est 12 Crestview Manor Crimson Cove Crystal Manor Desert Foothills Est 5 Desert Foothills Est 6 Desert Saguaro Estates 1 Desert Saguaro Estates 2 Desert Sands Golf & CC 3 Desert Sands Golf & CC 4 Desert Sands Golf & CC 6 Desert Sands Golf & CC 7 Desert Sands Golf & CC 8 Desert Skies Desert Skies 2 Dreamland Villa Dreamland Villa 02 Dreamland Villa 03 Dreamland Villa 04 Dreamland Villa 05 Dreamland Villa 06 Dreamland Villa 07 Dreamland Villa 08 Dreamland Villa 09 Dreamland Villa 10 Dreamland Villa 11 1998-99 ADOPTED BUDGET 0 6,924 10,518 3,836 14,524 7,609 1,900 2,844 5,554 2,415 925 2,426 2,425 2,850 3,610 1,520 1,188 3,846 3,356 5,588 1,855 2,280 5,868 2,990 684 554 0 16,163 6,302 3,384 9,423 4,134 1,130 1,687 8,825 760 1,727 0 3,496 4,559 3,610 1,520 5,052 9,347 2,220 3,800 4,749 1,494 1,867 1,680 2,451 4,789 2,113 5,384 3,811 5,919 4,085 5,734 5,549 7,779 1998-99 ESTIMATED EXPENDITURE 1,176 8,716 13,239 3,867 14,094 10,208 1,909 2,860 7,426 4,862 927 3,244 2,442 2,879 905 1,527 1,193 4,205 3,369 5,613 1,864 2,291 5,917 3,056 801 556 3,234 4,054 6,353 3,400 9,468 4,841 1,323 1,984 8,867 825 1,724 1,683 4,097 5,345 3,625 1,527 6,755 9,166 2,226 3,813 4,777 1,506 1,884 1,685 2,461 4,808 2,121 7,200 4,818 10,379 5,462 7,692 7,419 9,755 1999-00 BUDGET REQUEST 4,704 6,972 10,584 3,864 12,876 7,620 1,908 2,856 5,568 2,424 924 2,436 2,424 2,856 3,612 1,524 1,188 3,852 3,360 5,604 1,860 2,280 5,880 3,000 684 552 12,936 16,032 6,312 3,396 9,444 4,140 1,128 1,692 8,844 756 1,716 6,732 3,504 4,572 3,612 1,524 5,064 8,940 2,220 3,804 4,764 1,500 1,884 1,680 2,460 4,800 2,112 5,400 3,888 5,928 4,092 5,748 5,556 7,800 06/30/99 FUND BALANCE (1,176) 2,380 3,482 1,253 3,907 2,124 506 344 1,825 732 302 829 707 1,518 480 589 484 1,333 1,201 2,364 826 837 1,904 1,027 203 137 (5,036) 3,804 1,354 1,179 3,363 1,361 393 515 2,855 243 662 (7,683) 1,195 1,612 1,273 545 1,717 3,249 751 1,327 1,695 495 694 673 747 1,541 483 1,560 1,290 1,893 1,196 2,012 1,678 2,659 DIRECT TAX LEVY 5,880 4,592 7,102 2,611 8,969 5,496 1,402 2,512 3,743 1,692 622 1,607 1,717 1,338 3,132 935 704 2,519 2,159 3,240 1,034 1,443 3,976 1,973 481 415 17,972 12,228 4,958 2,217 6,081 2,779 735 1,177 5,989 513 1,054 14,415 2,309 2,960 2,339 979 3,347 5,691 1,469 2,477 3,069 1,005 1,190 1,007 1,713 3,259 1,629 3,840 2,598 4,035 2,896 3,736 3,878 5,141 1999 ASSESSED VALUATION 551,132 1,945,138 2,816,195 1,342,289 1,934,928 1,104,697 206,889 370,398 1,389,492 461,824 183,991 259,825 458,317 169,378 266,250 201,000 292,360 760,185 1,027,519 718,334 314,273 525,317 1,382,963 509,824 201,528 142,931 601,645 1,799,059 1,379,070 952,840 2,081,164 1,242,490 300,706 434,187 2,628,714 113,232 118,042 794,287 1,009,185 1,029,956 425,202 357,858 568,079 1,084,684 335,452 411,262 884,052 209,717 309,330 265,354 1,138,125 731,734 364,223 883,872 787,431 1,132,065 859,761 936,639 1,017,991 1,489,055 1999 TAX RATE 1.0669 0.2361 0.2522 0.1945 0.4635 0.4975 0.6777 0.6783 0.2694 0.3664 0.3383 0.6187 0.3745 0.7897 1.1764 0.4652 0.2409 0.3314 0.2101 0.4510 0.3291 0.2747 0.2875 0.3869 0.2386 0.2902 2.9871 0.6797 0.3595 0.2327 0.2922 0.2236 0.2443 0.2710 0.2278 0.4528 0.8926 1.8148 0.2288 0.2874 0.5500 0.2736 0.5892 0.5246 0.4380 0.6022 0.3471 0.4794 0.3847 0.3794 0.1505 0.4454 0.4474 0.4345 0.3300 0.3564 0.3369 0.3989 0.3809 0.3452 maricopa county annual business strategies for 1999-2000 street lighting improvement district levies secondary roll (continued) DISTRICT # 13951 13973 13995 13452 13453 13191 13010 13287 13288 13844 13079 13855 13005 13437 13874 13875 13876 13820 13913 13184 13869 13343 13478 13424 13454 13128 13386 13075 23145 13455 13456 13459 13870 13810 13884 13825 13352 13271 13371 23076 13311 13325 13402 13460 13326 13312 13837 13882 13801 13816 13821 13812 13827 13849 13848 13850 13851 13868 13802 13813 13864 13896 13991 13935 13917 13916 DISTRICT Dreamland Villa 12 Dreamland Villa 14 Dreamland Villa 15 Dreamland Villa 16 Dreamland Villa 17 Dreamland Villa 19 Empire Gardens 2 Empire Gardens 3 Empire Gardens 4 Esquire Villa 1 Estate Ranchos Glenmar Golden West 2 Granite Reef Vista Park Hallcraft 1 Hallcraft 2 Hallcraft 3 Hidden Village Holiday Gardens 1 Hopeville J & O Frontier Place Knott Manor La Casa Bonita Linda Vista Linda Vista 2 Litchfield Park 17 Litchfield Park 18 Litchfield Park 19 Litchfield Vista Views II Lucy T. Homesites 2 Luke Field Homes McAfee Mobile Manor McCormick Estates 1 Melville 1 Mereway Manor Mesa Country Club Park Mesa East Mesquite Trails Oasis Verde Pinnacle Ranch at 83rd Ave Pomeroy Estates Queen Creek Plaza Rancho Del Sol 2 Rancho Grande Tres Rio Vista West Rio Vista West 2 Scottsdale Cntry Acres Scottsdale Cntry Acres 2 Scottsdale Estates 01 Scottsdale Estates 02 Scottsdale Estates 03 Scottsdale Estates 04 Scottsdale Estates 05 Scottsdale Estates 06 Scottsdale Estates 07 Scottsdale Estates 08 Scottsdale Estates 09 Scottsdale Estates 16 Scottsdale Highlands 1 Scottsdale Highlands 2 Scottsdale Highlands 4 Scottsdale Highlands 5 Suburban Ranchettes Sun City 01 Sun City 05 Sun City 06 1998-99 ADOPTED BUDGET 6,489 12,413 8,329 9,659 2,927 760 949 959 1,112 4,870 874 1,850 7,741 798 25,126 15,138 10,521 1,505 155 1,116 2,370 1,738 1,212 3,386 3,464 3,194 3,348 3,758 1,929 2,712 7,546 1,478 1,417 5,364 5,074 2,998 18,318 3,344 7,793 2,673 2,148 1,710 2,780 6,338 4,505 533 3,566 5,868 4,691 4,915 6,654 12,258 10,022 10,501 10,344 6,802 4,336 5,635 1,697 1,874 1,151 1,500 3,874 241,302 14,902 35,894 1998-99 ESTIMATED EXPENDITURE 8,157 15,568 11,136 9,707 2,937 698 1,118 966 1,143 4,912 1,033 1,856 9,104 803 25,254 17,746 12,335 1,512 223 1,123 2,382 1,745 1,217 3,414 3,174 3,224 3,377 3,870 1,540 2,726 7,751 1,493 1,433 5,393 6,361 3,039 18,303 3,372 1,650 2,473 2,166 1,717 2,793 6,370 4,524 534 3,584 6,877 4,714 4,932 6,687 12,311 10,073 10,549 10,409 6,834 4,392 5,659 1,452 1,566 1,173 1,756 4,537 203,134 15,133 36,222 1999-00 BUDGET REQUEST 6,504 12,456 8,340 9,672 2,928 756 960 960 1,116 4,908 876 1,848 7,788 804 25,188 15,168 10,536 1,512 156 1,116 2,376 1,740 1,212 3,408 2,868 3,204 3,360 3,816 1,932 2,724 7,584 1,488 1,428 5,376 5,088 3,012 18,168 3,348 6,360 2,688 2,160 1,716 2,784 6,348 4,512 528 3,576 5,880 4,704 4,920 6,672 12,276 10,044 10,524 10,368 6,816 4,344 5,640 1,704 1,872 1,152 1,500 3,876 242,748 15,120 36,228 06/30/99 FUND BALANCE 2,112 4,064 2,454 3,074 889 352 311 317 365 1,832 393 620 2,824 332 8,930 5,019 3,753 563 3,741 277 718 564 440 1,198 1,466 1,030 1,243 1,439 (548) 830 2,615 346 455 1,703 1,099 977 4,154 1,042 (479) 820 654 627 935 2,415 1,604 183 1,257 2,068 1,583 1,615 2,416 4,405 3,408 3,618 3,653 2,607 1,480 1,973 587 198 429 598 1,389 117,691 5,082 11,444 DIRECT TAX LEVY 4,392 8,392 5,886 6,598 2,039 404 649 643 751 3,076 483 1,228 4,964 472 16,258 10,149 6,783 949 0 839 1,658 1,176 772 2,210 1,402 2,174 2,117 2,377 2,480 1,894 4,969 1,142 973 3,673 3,989 2,035 14,014 2,306 6,839 1,868 1,506 1,089 1,849 3,933 2,908 345 2,319 3,812 3,121 3,305 4,256 7,871 6,636 6,906 6,715 4,209 2,864 3,667 1,117 1,674 723 902 2,487 125,057 10,038 24,784 1999 ASSESSED VALUATION 1,073,643 2,985,262 1,620,413 1,841,329 580,105 277,154 150,125 164,186 180,875 696,512 325,596 320,438 1,459,587 160,374 5,990,348 3,556,586 5,270,621 663,291 332,227 94,266 658,203 176,032 126,880 469,838 442,435 675,956 954,638 1,573,460 480,868 304,292 435,298 225,975 217,565 1,199,685 1,453,464 505,511 2,605,598 561,951 1,040,256 800,562 430,945 195,638 944,628 1,263,258 399,608 132,919 1,126,455 1,476,391 1,043,496 1,237,719 2,157,819 2,802,129 2,856,002 2,661,861 2,626,179 1,847,541 1,007,592 1,312,915 550,138 549,515 309,144 301,903 792,043 29,129,431 2,737,656 4,522,454 1999 TAX RATE 0.4091 0.2811 0.3632 0.3583 0.3515 0.1459 0.4323 0.3916 0.4154 0.4417 0.1485 0.3833 0.3401 0.2945 0.2714 0.2854 0.1287 0.1431 0.0000 0.8896 0.2520 0.6678 0.6085 0.4703 0.3168 0.3216 0.2217 0.1511 0.5157 0.6225 1.1414 0.5055 0.4471 0.3062 0.2744 0.4026 0.5379 0.4103 0.6574 0.2334 0.3494 0.5567 0.1957 0.3114 0.7277 0.2597 0.2058 0.2582 0.2991 0.2670 0.1972 0.2809 0.2323 0.2594 0.2557 0.2278 0.2842 0.2793 0.2031 0.3046 0.2340 0.2988 0.3141 0.4293 0.3667 0.5480 87 maricopa county annual business strategies for 1999-2000 street lighting improvement district levies secondary roll (continued) DISTRICT # 13923 13924 13925 13926 13927 13928 13263 13281 13931 13952 13932 13964 13933 13938 13953 13372 13970 13934 13940 13941 13404 13432 13939 13942 13950 13954 13965 13944 13985 13992 13999 13966 13967 13986 13989 13968 13993 13421 13499 13969 13990 13486 13994 13485 13401 13438 13439 13419 13440 13441 13494 13351 13358 13001 13487 13488 13392 13495 13496 13316 13330 13331 13349 13364 13354 13376 88 Sun Sun Sun Sun Sun Sun Sun Sun Sun Sun Sun Sun Sun Sun Sun Sun Sun Sun Sun Sun Sun Sun Sun Sun Sun Sun Sun Sun Sun Sun Sun Sun Sun Sun Sun Sun Sun Sun Sun Sun Sun Sun Sun Sun Sun Sun Sun Sun Sun Sun Sun Sun Sun Sun Sun Sun Sun Sun Sun Sun Sun Sun Sun Sun Sun Sun City City City City City City City City City City City City City City City City City City City City City City City City City City City City City City City City City City City City City City City City City City City City City City City City City City City City City City City City City City City City City City City City City City DISTRICT 06C 06D 06G 07 08 09 10 10A 11 11A 12 14 15 15B 15C 15D 16 17 17A 17B & 17C 17E F&G 17H 18 & 18A 19 & 20 21 & 21A 22 & 22A 22B 23 24 24B 24C 25 25A 26 26A 27 28 28A 28B 30 31 31A 32 32A 33 34 34A 35 35A 36 37 38 38A 38B 39 40 41 42 43 44 45 46 47 48 49 50 1998-99 ADOPTED BUDGET 27,122 24,948 10,113 8,635 10,427 8,378 19,094 17,832 36,869 8,901 27,728 5,227 3,277 4,894 10,551 4,387 19,878 4,023 2,409 6,959 8,063 3,668 27,475 30,962 27,278 24,416 7,725 17,118 6,515 6,611 4,236 31,453 16,585 15,027 12,801 8,073 2,841 2,050 2,309 31,000 11,761 20,413 11,885 15,408 19,106 3,563 15,206 22,977 15,022 5,072 13,435 2,467 2,523 2,721 9,285 5,426 10,172 8,657 16,509 15,238 11,844 7,595 16,916 13,283 17,632 6,979 1998-99 ESTIMATED EXPENDITURE 27,604 25,231 11,106 8,729 10,550 8,473 19,286 18,015 37,305 8,987 28,000 5,298 3,007 3,280 10,623 3,667 20,098 5,716 1,666 7,055 4,667 3,703 27,774 31,262 27,649 24,731 7,812 17,808 6,610 6,674 4,288 31,468 16,757 15,215 12,943 8,183 2,867 2,069 2,326 31,338 11,906 20,626 12,025 15,574 19,324 3,601 15,327 23,232 15,219 5,141 13,891 2,286 2,547 2,747 9,373 5,509 10,258 8,763 16,681 15,402 11,993 7,672 17,126 13,520 17,773 7,628 1999-00 BUDGET REQUEST 27,612 25,188 10,260 8,712 10,512 8,448 19,236 17,952 37,128 8,964 27,900 5,244 3,252 4,932 10,500 4,380 20,028 4,080 2,424 7,008 7,836 3,684 27,696 31,080 27,468 24,672 7,776 17,160 6,576 6,648 4,272 31,368 16,692 15,192 12,900 8,172 2,856 2,064 2,316 31,260 11,868 20,556 11,988 15,528 19,272 3,588 15,276 23,136 15,204 5,112 13,536 2,484 2,544 2,736 9,336 5,484 10,212 8,736 16,632 15,348 12,024 7,644 17,064 13,608 17,724 7,032 06/30/99 FUND BALANCE 9,040 9,283 4,097 2,598 2,923 2,538 6,891 5,875 12,808 3,296 9,824 3,370 1,355 3,041 4,386 1,287 4,404 2,763 (281) 3,097 (1,513) 1,489 8,138 8,918 8,716 8,561 2,266 4,127 683 2,292 2,002 11,382 5,571 4,808 4,806 2,462 904 830 827 11,528 4,266 7,125 4,522 5,065 6,647 1,469 5,460 7,573 5,018 1,612 2,651 457 1,017 908 2,867 1,037 3,048 3,180 5,657 5,277 3,860 2,535 5,662 5,159 6,664 3,102 DIRECT TAX LEVY 18,572 15,905 6,163 6,114 7,589 5,910 12,345 12,077 24,320 5,668 18,076 1,874 1,897 1,891 6,114 3,093 15,624 1,317 2,705 3,911 9,349 2,195 19,558 22,162 18,752 16,111 5,510 13,033 5,893 4,356 2,270 19,986 11,121 10,384 8,094 5,710 1,952 1,234 1,489 19,732 7,602 13,431 7,466 10,463 12,625 2,119 9,816 15,563 10,186 3,500 10,885 2,027 1,527 1,828 6,469 4,447 7,164 5,556 10,975 10,071 8,164 5,109 11,402 8,449 11,060 3,930 1999 ASSESSED VALUATION 4,275,295 3,348,798 2,024,423 1,567,841 2,023,171 1,523,440 3,400,843 3,302,866 6,088,351 1,254,599 4,424,779 476,633 1,142,402 982,062 3,239,766 337,534 12,057,763 560,266 391,040 1,404,666 2,264,487 910,999 4,430,819 4,480,055 4,270,118 3,339,917 2,366,389 2,888,670 2,067,098 2,241,788 1,676,328 5,818,821 2,832,741 3,734,125 2,154,802 1,702,311 771,126 699,048 382,157 5,151,805 2,054,541 3,685,480 2,023,580 3,621,684 3,335,365 691,778 3,450,204 3,889,212 2,794,219 4,318,023 1,961,535 256,528 254,841 1,583,711 2,866,793 1,901,372 1,900,865 1,385,337 2,510,345 2,245,388 2,032,545 1,729,943 2,717,291 3,011,301 3,308,934 1,760,706 1999 TAX RATE 0.4344 0.4750 0.3044 0.3900 0.3751 0.3880 0.3630 0.3657 0.3994 0.4518 0.4085 0.3932 0.1660 0.1926 0.1887 0.9162 0.1296 0.2351 0.6919 0.2784 0.4128 0.2410 0.4414 0.4947 0.4391 0.4824 0.2328 0.4512 0.2851 0.1943 0.1354 0.3435 0.3926 0.2781 0.3756 0.3354 0.2531 0.1765 0.3897 0.3830 0.3700 0.3644 0.3689 0.2889 0.3785 0.3064 0.2845 0.4002 0.3645 0.0810 0.5549 0.7903 0.5993 0.1155 0.2257 0.2339 0.3769 0.4010 0.4372 0.4485 0.4017 0.2953 0.4196 0.2806 0.3342 0.2232 maricopa county annual business strategies for 1999-2000 street lighting improvement district levies secondary roll (continued) DISTRICT # 13291 13374 13375 13393 13394 13395 13397 13247 13298 13383 13433 13434 13463 13264 13361 13362 13363 13122 13268 13069 13178 13226 13219 13220 13290 13221 13303 13223 13203 13188 13169 13078 13003 13147 13862 13051 13830 13865 13132 13922 13901 13911 13912 13929 13962 13444 13422 13423 13359 13936 13176 13056 13417 13465 13435 23104 DISTRICT Sun City 50A Sun City 51 Sun City 52 Sun City 53 Sun City 54 Sun City 55 Sun City 56 Sun City 57 Sun City West Sun City West Expansion Sun Lakes 01 Sun Lakes 02 Sun Lakes 03 Sun Lakes 03A Sun Lakes 04 Sun Lakes 05 Sun Lakes 06 Sun Lakes 07 Sun Lakes 08 Sun Lakes 09 Sun Lakes 10 Sun Lakes 11 & 11A Sun Lakes 12 Sun Lakes 14 Sun Lakes 15 Sun Lakes 16 &16A Sun Lakes 17 Sun Lakes 18 Sun Lakes 19 Sun Lakes 21 Sun Lakes 22 Sunrise Meadows 1 Sunrise Unit 5 Ph 2 Superstition View #1 Town & Country Scottsdale Towne Meadows Trail West Trail West 2 Valencia Village Velda Rose Cntry Club Add Velda Rose Estates 1 Velda Rose Estates 2 Velda Rose Estates 3 Velda Rose Estates 4 Velda Rose Estates East Velda Rose Estates East 2 Velda Rose Estates East 3 Velda Rose Estates East 4 Velda Rose Estates East 5 Velda Rose Gardens Villa Royale Vineyards of Mesa Western Ranchettes Western Ranchettes 2 Az Skies Mobile Est. W 2 Litchfield Vista Views 1998-99 ADOPTED BUDGET 3,536 11,141 10,233 24,341 14,831 16,144 3,890 8,495 710,370 161,826 5,574 5,860 9,317 1,786 5,700 11,074 9,119 3,115 3,039 2,203 6,946 1,296 7,079 5,772 5,461 9,120 10,002 12,279 4,791 10,180 3,929 190 3,057 3,192 1,995 17,213 1,500 1,879 6,724 2,382 1,110 1,675 1,850 1,850 3,330 1,485 925 1,295 2,220 3,553 570 8,535 2,830 2,810 2,864,411 1,874 1,716 1998-99 ESTIMATED EXPENDITURE 3,526 11,196 10,323 24,899 14,982 17,633 3,966 8,573 723,008 162,678 5,596 5,883 9,357 1,792 5,724 11,120 9,173 3,129 3,052 2,583 6,983 1,300 7,114 5,798 5,485 9,158 10,088 12,338 5,050 10,237 3,947 58 693 3,207 2,006 17,335 1,506 1,889 6,623 2,985 1,393 2,241 2,319 2,478 4,176 1,490 928 1,300 2,226 5,062 574 8,613 3,072 2,824 2,886,462 1,875 1,789 1999-00 BUDGET REQUEST 3,516 11,148 10,284 24,516 14,928 16,224 3,936 8,544 714,084 162,048 5,580 5,868 9,336 1,788 5,712 11,100 9,132 3,120 3,048 2,208 6,960 1,296 7,092 5,784 5,472 9,132 10,020 12,300 4,956 10,200 3,936 192 2,772 3,192 2,004 17,244 1,500 1,884 6,600 2,388 1,116 1,680 1,848 1,848 3,336 1,488 924 1,296 2,220 3,576 576 8,592 2,832 2,820 2,898,492 1,872 1,728 06/30/99 FUND BALANCE 796 4,428 3,560 7,997 4,883 6,081 1,291 3,114 220,296 52,099 1,761 1,884 2,769 721 1,806 3,471 3,107 964 1,009 560 2,062 540 2,088 1,873 1,730 3,240 7,338 4,230 1,437 3,225 1,283 1,272 1,495 1,116 670 5,843 553 671 2,252 903 363 663 518 608 983 596 255 370 735 1,227 181 2,979 652 956 961,395 867 704 DIRECT TAX LEVY 2,720 6,720 6,724 16,519 10,045 10,143 2,645 5,430 493,788 109,949 3,819 3,984 6,567 1,067 3,906 7,629 6,025 2,156 2,039 1,648 4,898 756 5,004 3,911 3,742 5,892 2,682 8,070 3,519 6,975 2,653 0 1,277 2,076 1,334 11,401 947 1,213 4,348 1,485 753 1,017 1,330 1,240 2,353 892 669 926 1,485 2,349 395 5,613 2,180 1,864 1,941,762 1999 ASSESSED VALUATION 725,663 1,968,622 2,108,638 6,118,506 3,407,378 2,891,907 911,627 1,632,947 158,795,335 28,730,948 1,042,607 1,010,297 1,374,777 432,406 2,132,361 2,083,831 2,593,357 1,001,074 571,442 632,782 2,816,945 956,471 2,196,773 1,893,671 2,156,911 2,789,951 2,908,385 3,699,715 2,106,168 4,472,013 3,168,231 4,509,368 603,610 491,980 547,662 5,789,687 419,482 573,079 893,318 252,379 215,047 275,351 479,263 379,046 416,364 259,665 205,687 163,508 450,616 313,055 574,197 1,442,024 332,815 324,099 593,824,928 1,005 1,024 1999 SQUARE FOOTAGE 314,226 1,351,641 1999 TAX RATE 0.3749 0.3414 0.3189 0.2700 0.2948 0.3507 0.2901 0.3325 0.3110 0.3827 0.3663 0.3944 0.4777 0.2467 0.1832 0.3661 0.2323 0.2153 0.3568 0.2604 0.1739 0.0791 0.2278 0.2065 0.1735 0.2112 0.0922 0.2181 0.1671 0.1560 0.0837 0.0000 0.2115 0.4220 0.2435 0.1969 0.2257 0.2117 0.4867 0.5884 0.3503 0.3694 0.2776 0.3272 0.5652 0.3435 0.3250 0.5666 0.3295 0.7503 0.0688 0.3892 0.6551 0.5751 0.3198 0.0758 89 maricopa county annual business strategies for 1999-2000 uTHIS PAGE INTENTIONALLY LEFT BLANKt 90 maricopa county annual business strategies for 1999-2000 Strategies 2000 personnel plan introduction The successful administration and control of financial and staffing resource issues begin with an informed management team. This section provides data, tracking, trending and analysis of these issues. Control of personal services expenditures combined with the management of funded positions make-up the primary elements in this process. The Office of Management and Budget (OMB) works with departments to effectively manage position control through automated solutions and department cooperation. OMB ensures full funding for all positions through the budget process. The operational and financial impact of human resources issues, trends, position control, recruitment and staff retention are contained in the following subsections: u u u u u u u u Summary Findings Personnel Savings Attrition (Turnover Rates) Separations Recruitment Strategies Innovations & Competition Position Control Budgeted Position Summary Information concerning departments with small numbers of employees (less than 25) should be used with extreme caution. A change of one or two vacancies, positions or terminations reflects a higher percentage change than those same movements within larger departments. These higher percentage changes may or may not reflect significant issues within these smaller departments. summary findings Maricopa County ends its last complete fiscal year in the Twentieth Century focused upon increasing the quality of life for its employees and citizens alike. Its commitment to provide competitive compensation, creative recruitment and diversified retention strategies positions Maricopa County as a leader in the local labor market into and beyond the year (Y2K). The County continues to place a high value on its employees as it shifts resources and staffing objectives toward organizational performance relative to strategic goals. From a personnel resources perspective, this is accomplished through the County’s ability to attract and retain quality, customer focused employees. Maricopa County Current Focus & Prior Achievements Work & Fam ily Balancing Career Fulfillment & Increased Career Commitment EMOTIONAL COMMITMENT Performance Incentives $ PAY $ Quality & Productivity Standards The chart at right shows the County’s current personnel focus and prior achievements. Establishing and maintaining a competitive edge calls for a high level of employee satisfaction and cutting-edge employment practices. Such programs include the Emotional Commitment Agenda1 (ECA); moving total employee compensation to “market value;” continual analysis of labor market equity issues; innovative compensation programs that focus on productivity and performance outcomes, etc. 1 The Emotional Commitment Agenda (ECA) is a competitive edge tool designed to increase employees’ commitment to careers with Maricopa County. Project goals include the encouragement of employees to be mentally and spiritually committed to their careers at the County. Conversely, high achievers expect management to provide a certain quality of working life as well, and continual analysis of retention issues. The ECA is comprised of policies that espouse these goals. 91 maricopa county annual business strategies for 1999-2000 Maricopa County’s low unemployment, combined with an increasing labor force and high job growth rate, drives up the cost of labor, creates shortages in the local marketplace and affects attrition. Therefore, proactive recruitment remains a high priority due to the ongoing, albeit slower paced, economic expansion. Maricopa County Economic Trends Job Growth & Labor Force Data Source: Arizona Department of Economic Security. The chart at right shows the actual incremental growth rate change and the incremental downward trend in Maricopa County’s job growth and labor force into the 21st century. This continued growth adversely affects the County’s ability to attract and retain quality customer-focused employees. 14% 14% 12% 12% Percent Change 10% 10% 8% 8% 6% 6% 4% 4% 2% 2% 0% -2% 0% Trendlines FY 94/95 FY 95/96 FY 96/97 FY 97/98 FY 98/99 FY 99/00 -2% Average Rate of Attrition Maricopa County’s standard attrition rate calculation Job Growth 12% 7% -1% 5% 4% 6% -1% 4% 5% Labor Force 11% is applied to the chart below. Note the steady decline in attrition since FY 1995-96. The impact of increased recruiting efforts and retention strategies appears to be a contributing factor to this decrease in attrition. Additional details regarding employee turnover, or attrition, including various methods of calculation are found in the Attrition subsection. Maricopa County Attrition Rate Trend Valuable experience is lost when voluntary 25.0% employee separations increase. This results in Maricopa County Incremental Growth Trend costly recruitment and training, while adversely 20.0% impacting customer confidence. Maricopa County’s Decreasing 15.0% emphasis on employee satisfaction, while aiming to Rate Trend attract high achievers is also geared to stem the 10.0% flow of quality individuals leaving its employ. 5.0% 0.0% Maricopa County 92 FY 95-96 Actuals FY 96-97 Actuals FY 97-98 Actuals FY 98-99 Actuals FY 99-00 FY 00-01 19.1% 14.3% 12.4% 12.2% Trend Trend maricopa county annual business strategies for 1999-2000 Separations represent employees leaving the County. As such, separation reasons provide management with an opportunity to assess and resolve staffing issues such as employee retention and impacts to customer service. Separations are classified as either voluntary or involuntary, as shown on the chart at right. FY 1998-99 voluntary separations represent 86% or 1,954 of total annual separations vs. 14% or 306 total involuntary separations. Maricopa County Separation Categories FY 1998-99 Involuntary Separations 14% The higher the voluntary separation rate the higher the financial and operational impact Voluntary Separations to County departments. 86% Involuntary separation increases may reflect personnel training, recruitment or performance issues. Employee separations also affect personnel savings both directly, by way of vacancy savings, and indirectly, such as through employee training costs. Personnel savings result when positions remain vacant, the actual pay of a position’s incumbent is lower than Maricopa County budgeted, or when compensation plan funding Separation Categories remains unused. Salary FY 1998-99 savings may be the result of vacancy savings or unused 600 salary advancement and incentive award dollars. 400 200 0 Voluntary Involuntary 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter 528 456 394 501 63 78 78 87 The chart on the following page shows gross personnel savings2 for all funds excluding grants allotted to vacancy savings, salary advancements and incentive awards. 65% of gross personnel savings result from vacancy savings, 25% result from unused salary advancements and the remaining 10% from performance incentives not disbursed. 2 Personnel savings are grouped by fund within this document. The General Fund is a general operating fund set-up to account for the resources and uses of general governmental operations of the County. Taxes provide most of these resources. Enterprise and Special Revenue Funds make up the remaining funds, excluding grant funding. Enterprise funds are accounted for in a method similar to private business enterprise, where user fees are intended to recover expenditures. Special Revenue Funds are restricted to use by statute and local policy. Emphasis is placed upon General Fund personnel savings and Enterprise Fund, health care related personnel savings within the personnel savings section of this document. These two funds have the greatest impact upon the citizens of Maricopa County. 93 maricopa county annual business strategies for 1999-2000 Personnel savings are shown at left grouped by category as described on the previous page. Maricopa County Gross Personnel Savings Gross personnel savings for the FY 1998-99 (excluding grants), is $38.7 25% million. $22.1 million or 57% is in 10% the General Fund and $16.6 million or 43% is in Special Revenue and Enterprise Funds. Net actual personnel savings above budget total $25.7 million (excluding grants). $10.9 million or 42% is in the General Fund and $14.8 million Vacancy Salary Performance or 58% is in Special Revenue and Savings Advancements Incentives Enterprise Funds. As shown on the Gross Personnel $25.1 $9.7 $3.9 table below, year-end gross actual Savings* personnel savings (excluding grants) of $38.7 million represents *($ In Millions) 8.8% of actual personnel costs of $441.8 million. Personnel costs year-to-date consist of $372.5 million, or 84.3% in salaries and wages and $69.3 million or 15.7% in employee benefits. 65% FY 98-99 1st Qtr YTD 2nd Qtr YTD 3rd Qtr YTD 4th Qtr YTD Salaries & Wages $ 90.3 $ 186.7 $ 276.3 $ 372.5 Total Personnel Costs $ 107.8 $ 218.5 $ 325.9 $ 441.8 Benefits $ 17.5 $ 31.8 $ 49.6 $ 69.3 Benefits As % Costs 16.2% 14.6% 15.2% 15.7% Gross Savings $ 16.7 $ 21.5 $ 31.7 $ 38.7 Savings As % Costs 15.5% 9.8% 9.7% 8.8% Maricopa County Trends Attrition Vs. Personnel Savings Attrition Rate Trend 40.0% $40.0 30.0% $30.0 20.0% $20.0 Attrition Attrition Rate Rate Trend Trend 10.0% $10.0 Actual Actual Attrition Attrition 9 9 ns -9 In $ 4t h Q tr M ill FY io 98 98 -9 9 FY 98 d Q tr FY 3r 2n d Q tr tr Q t 1s -9 -9 FY 98 97 FY tr Q h 4t 9 8 -9 8 -9 97 -9 FY 97 3r d Q tr Q d 2n Q tr FY FY 97 -9 8 8 0.0% 12.36% 13.29% 12.03% 11.90% 13.15% 12.70% 12.10%$0.0 1s t 94 Gross Personnel Savings Trend Gross Gross Personnel Personnel Savings Savings Trend Trend tr The actual quarterly attrition trend as compared to the gross personnel savings trend for all funds, excluding grants, are shown on the chart at right. Attrition is one of the two major forces affecting personnel savings. Vacant positions are the other significant force affecting personnel savings. Gross personnel savings for all funds, excluding grants, show a large increase from the 1st quarter FY 1997-98 to the 4th quarter FY 1998-99. maricopa county annual business strategies for 1999-2000 Viewing personnel savings in conjunction with the nearly flat attrition rate trend may be an indication of Maricopa County’s success in resolving employee retention issues and improved employee morale. $ In Millions The current competitive job market creates vacancies, Maricopa Health System particularly in fields requiring technical expertise, such as Labor Comparisons in the nursing and technology arenas. The lack of qualified, 90.6 84.9 92.6 94.5 skilled employees causes the $90 County to rely upon more costly and erratic temporary $65 labor to meet customer $40 demands. A prime example of the County’s having to rely 5.7 9.6 $15 2.1 on contract labor is that of -1.9 -7.5 the Maricopa Health System ($10) (MHS). The total MHS salary ce or ts or ce or ce or its efi nef rian Lab Lab rian Lab Lab rian and benefits show a positive n l e a a ct a ct B Be et Va variance of $5.7 million, as & s & fits V ntra ntra bor udg Actu bor V s e o e o B a ri C L C La ri ne shown on the chart above. ala Sala & Be get tual ract S d t l c This $5.7 million in the black s n a A et Bu Co dg Actu larie was offset by the loss of $7.5 Bu a S million in contract labor. Fiscal Year 1998-99 shows MHS with a negative total labor variance of $1.9 million due to the use of contract labor. Budget labor and actual labor on the chart above represent salaries, benefits and contract labor, which makes up the $1.9 overall loss. This loss does not include any hidden costs of recruiting and training employees as well as any inconsistencies in service. Maricopa County Employee Satisfaction OVERALL SATISFACTION Mean Mean Score Score = =5 5 1995-96 1995-96 Survey Survey Results………….....5.07% Results………….....5.07% 1997-98 1997-98 Survey Survey Results………….….5.17% Results………….….5.17% 1st 1st Qtr Qtr Exit Exit Interviews Interviews 1998-99…..5.35% 1998-99…..5.35% 2nd 2nd Qtr Qtr Exit Exit Interviews Interviews 1998-99…..5.42% 1998-99…..5.42% 3rd 3rd Qtr Qtr Exit Exit Interviews Interviews 1998-99…..5.35% 1998-99…..5.35% Maricopa County’s focus on employee satisfaction with an emphasis on personnel resources has been to increase employee quality of life. Achieving this requires assessing employee satisfaction issues through surveys and exit interviews. The County is moving forward in resolving retention and other employee issues, as previously addressed in the FY 1995-96 and FY 1997-98 Employee Satisfaction Surveys. Exit interview surveys now supplement annual employee satisfaction surveys and are one of many tools used to help management assess and reduce attrition. The chart at left provides overall employee satisfaction scores from annual surveys and quarterly exit interviews. As noted, employee satisfaction overall is on the increase since the first survey conducted in FY 1995-96. For detailed information regarding item scores and related data, please see the Innovations and Competition subsection. 95 maricopa county annual business strategies for 1999-2000 FY 1998-99 produced enhanced opportunities for personal and career growth at Maricopa County. With a base of 12,405 regular employees, complexities inherent in recognizing valued employees and rewarding “best” practices intensify. The economy remains strong, increasing competition in all phases of recruitment and retention of quality staff. As demonstrated at right, Maricopa County remains undaunted as it continues its own growth through an expanding employee base, focused on satisfied employees which make for satisfied customers. During this fiscal year, 55% of all budgeted positions were actively recruited. Of those, 62% were filled. At year-end, 11% of budgeted positions remained vacant. Maricopa County FY 1998-99 Personnel Resources Results FY 1998-99 1998-99 FY Separations Separations 2,260 2,260 Of Total Total Of Separations Separations Voluntary = = Voluntary 1,954 or or 86% 86% 1,954 Involuntary= Involuntary= 306 or or 14% 14% 306 As of of June June 30, 30, 1999 1999 As There Were Were 1,542 1,542 There Vacancies Vacancies 11% of of Budgeted Budgeted 11% Positions Remained Remained Positions Vacant Vacant Maricopa County 13,947 Authorized Positions 12,405 Filled 1,542 Vacant YTD YTDVacant Vacantor orNew New Positions PositionsFilled Filled 3,343 3,343 As Asof ofJune June30, 30,1999 1999 62% 62%of ofVacant Vacantor or New NewPositions Positions Recruited RecruitedWere Were Filled Filled YTD YTDVacant Vacantor orNew New Positions PositionsRecruited Recruited 1,042 1,042 55% 55%of ofYTD YTD Budgeted BudgetedPositions Positions Were Recruited Were Recruited Maricopa County is striving to provide diversified employee compensation options along with personal and career growth opportunities at all levels of County government. Meeting this challenge requires the continued ability to respond to an ever-changing work and economic environment. personnel savings all funds (excluding grants) Maricopa County’s 4th Quarter year-to-date FY 1998-99 gross actual personnel savings for all funds, excluding grants, total $38.7 million or 8.1% of total budgeted personnel costs. Net actual savings above budget of $25.7 million are 197.7% higher than budgeted personnel savings. MARICOPA COUNTY 4TH QUARTER YEAR-TO-DATE FY 1998-99 PERSONNEL SAVINGS ALL FUNDS EXCLUDING GRANTS Total Budget Actual Gross Actual % Budgeted Net Actual % Net Personnel Personnel Personnel Gross Personnel Savings Actual Costs Costs Savings Actual Savings (Above Savings/ Savings Budget) Budgeted / Total Savings Budget $ 480,534,658 $ 441,810,205 $ 38,724,453 8.1% $ 13,020,636 $ 25,703,817 197.7% Gross Actual Personnel Savings FY 1998-99 Vs. FY 1997-98 All Funds Excluding Grants $ In Millions $42.0 $35.0 $28.0 $21.0 $14.0 $7.0 $0.0 97-98 Gross Personnel Savings 98-99 Gross Personnel Savings 96 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 9.3 19.3 21.2 35.0 16.7 21.5 31.7 38.7 Gross actual personnel savings (excluding grants) of $38.7 million are $3.7 million or 10.6% higher than the gross actual personnel savings for the 4th Quarter of FY 1997-98 and $22 million or 131.7% higher than the first quarter of this fiscal year. Personnel savings result when positions remain vacant, the actual pay of a position’s incumbent is lower than budgeted, or when compensation plan funding remains unused. The chart at left shows year over year growth. The growth in personnel savings is primarily attributed to an increase in authorized vacant positions and a decline in the rate of employee turnover. maricopa county annual business strategies for 1999-2000 Department Sheriff’s Office MIHS3 Adult Probation County Attorney Juvenile Probation Indigent Representation Clerk of Superior Court Transportation Environmental Services Superior Court Salary Advancement Data FY 1998-99 Annualized Impact FY 98-99 Impact Average Advance $5,452,803 $3,046,069 $2,061 $1,552,574 $1,269,419 $916 $1,550,786 $669,982 $1,500 $1,528,550 $967,073 $1,387 $1,008,696 $393,502 $1,403 $796,473 $460,245 $2,032 $614,365 $272,440 $1,466 $593,424 $200,626 $2,504 $583,253 $275,565 $2,235 $515,785 $300,605 $865 Average % Advance 6.06% 4.93% 4.97% 3.97% 4.78% 5.30% 5.93% 7.53% 7.37% 2.96% The salary advancement data above lists several departments showing major expenditures for salary advances. The Countywide average percent of advance given, excluding MIHS was 5.26%, and including MIHS 4.93%. Those departments showing the highest average percent of advance include: Medical Eligibility 18.32%, Animal Control Services 13.50%, Chief Information Officer 9.66%, Telecommunications 7.87%, Transportation 7.53% and Environmental Services 7.37%. Unused salary advances may be awarded at fiscal year-end in the form of performance incentives, i.e. one-time awards that do not increase an employee’s base salary. See the Innovations & Competition subsection for performance incentive information. 3 Indigent Representation $6 00 38 Solid Waste $6 Adult Probation $6 45 78 Juvenile Court $6 20 $9 Environmental Services $9 80 Medical Eligibility Clerk of Court $1 ,2 69 Maricopa Health Plan $1 31 Transportation ,7 $1 County Attorney Superior Court $1 ,8 24 $2 ,6 99 77 (000’s) ,8 ,6 59 All Funds Excluding Grants $5 Although listed at right, the Maricopa Health System and Maricopa Health Plan do not budget personnel savings. This noted, Superior Court shows $2.9 million in personnel savings above what was budgeted. This represents 8.6% of their total budget vs. Superior Court’s gross personnel savings of $3.7 million, or 11.0% of their total budget that was not spent in FY 1998-99. Maricopa County Major Personnel Savings Variance Above Budget For FY 1998-99 Maricopa Health System Departments with major net personnel savings above budget for all funds, excluding grants, are shown on the chart at right. Maricopa Integrated Health System 97 maricopa county annual business strategies for 1999-2000 general fund Maricopa County’s General Fund 4th quarter year-to-date FY 1998-99 gross actual personnel savings total $22.1 million or 7.4% of total budgeted personnel costs. Net actual savings (above what is budgeted) of $10.9 million represents 97.0% of budgeted personnel savings. The financial data is shown on the table below. MARICOPA COUNTY 4TH QUARTER YEAR-TO-DATE FY 1998-99 PERSONNEL SAVINGS GENERAL FUND Budgeted Net Actual % Net Actual Total Budget Actual Gross Actual % Gross Personnel Savings Savings/ Personnel Personnel Personnel Actual Savings (Above Budgeted Costs Costs Savings Savings/ Budget) Savings Total Budget $ 296,726,091 $ 274,640,697 $ 22,085,394 7.4% $ 11,182,945 $ 10,902,449 92.1% The $10.9 million in net actual savings (above budget) represents the FY 1998-99 variance to budget. This net actual savings above budget equates to a 3.67% variance to total budgeted expenditures. The chart at right shows General Fund actual personnel savings by quarter as compared to net actual savings, which is the variance to budget. Each quarter during FY 1998-99 the General Fund has shown a substantial variance (gain) in personnel savings over budget. General Fund FY 1998-99 Actual Personnel Savings & Variance To Budget $22.1 $15.8 $18.0 $10.9 $11.1 $12.0 $5.6 $7.6 $5.5 $6.0 General Fund Incremental Growth Trend Gross Personnel Savings ($ In Millions) General Fund General Fund Trend $12.0 $9.0 $6.1 $5.5 $5.5 $5.8 $6.0 $5.6 $6.3 $4.8 $3.3 $3.0 Incremental Growth Trend 98 9 -9 98 tr h 4t Q d 3r Q tr 9 98 8 -9 -9 9 9 9 tr 2 n d Q Q t 1s 4t h Q tr tr 97 98 -9 -9 8 8 -9 97 tr Q d 3r Q d 2n 1s t Q tr tr 97 97 -9 -9 8 8 $0.0 4th Qtr Variance 3rd Qtr Variance 2nd Qtr Variance 4th Qtr Gross Savings 3rd Qtr Gross Savings 2nd Qtr Gross Savings 1st Qtr Gross Savings $0.0 $2.7 1st Qtr Variance $ In Millions $24.0 The chart at left compares gross actual personnel savings to its incremental growth trend. Gross actual personnel savings from the 4th quarter FY 1997-98 to the 4th quarter FY 1998-99 increased by $3 million and incremental growth shows a slight decrease of less than 1%. The decreases may be the result of FY 1998-99 increases in the number of authorized positions, timing issues, and the impact of a highly competitive job market, which drives up the cost of labor. maricopa county annual business strategies for 1999-2000 General Fund Departments Showing Highest Net Actual Variances In Personnel Savings YTD 4th Quarter FY 1998-99 $1,800 $ In Thousands General Fund departments showing the largest net actual personnel savings (above budget) are reflected on the chart to the right. General Fund departments with a turnover rate higher than the 4th quarter average of 11.1% include the Recorder at 17.4%, Facilities Management at 16.2%, the Treasurer at 15.6%, Animal Control Services at 13.9%, Medical Eligibility at 12.6%, and the Medical Examiner at 11.8%. These departments have high vacancy rates, which contribute to their personnel savings. 1,667 1,545 1,231 $1,200 $600 980 797 579 416 365 199 170 141 139 $0 n rt ts rt ty rt iff ns tion ent ce ey rn her Cou ibili Cou tatio our Cou nan ctio ba gem S ior tto le Fi lig rior sen ice C nile ro A a E E r y re ust uve lt P Man pe ical upe nt p u u u e J d d S J S s R e A e f Co i t M k o en it r cil g Fa Cle Indi enterprise funds maricopa integrated health system The Maricopa Integrated Health System (MIHS) is composed of both the Maricopa Health System (MHS) and the Maricopa Health Plan (MHP) divisions. Their combined personnel savings year-to-date for the 4th quarter total $7.3 million or 28.5% of total Countywide net actual personnel savings (all funds except grants). MIHS does not budget personnel savings, or any type of turnover savings. The MIHS utilizes a different financial and personnel resources system than the County for tracking data. Thus, net actual personnel savings for MIHS, and Countywide, is inflated. maricopa health system The large increase in gross actual savings from the 1st to the 4th quarter FY 1998-99 as shown below is a direct result of labor shortages. Attrition remains in the 26% to 27% range and vacancy rates remain flat resulting in inordinate personnel savings as indicated below. Maricopa Health System Gross Actual Personnel Savings FY 1998-99 Vs. FY 1997-98 $ In Millions $5.7 $3.7 $1.7 4th Quarter MHS personnel savings total $5.6 million or 6.2% of total budgeted personnel costs. Actual personnel costs year-to-date total $90.6 million, which include $77.6 million in salaries and wages and $13.0 million in benefits. The actual benefit rate for MHS as of June 30, 1999, is 16.8%. A labor market study of technical and professional staff implemented during the rd 3 quarter uncovered several compensation 97-98 Gross Personnel $1.5 $0.3 $0.7 ($0.3) Savings inequities. Salary advancements continue 98-99 Gross Personnel $0.6 $2.3 $4.3 $5.6 to be rolled out to encourage and support Savings employee retention. During FY 1998-99, 1,432 salary advances were given at an average of 3.10% each for a total of $1.3 million. The annualized cost of these salary advancements was $1.5 million. ($0.3) 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr Staffing shortages have affected attrition, which continues to remain high. As of June 30, 1999, attrition was running at over 26%. This high rate of attrition is driving personnel savings up. 99 maricopa county annual business strategies for 1999-2000 Maricopa Health System Contract Labor Vs. Personnel Savings Unfavorable Contract Labor Variance Favorable Personnel Savings 8,000 $ In Thousands A critical shortage of technical and professional staff, mainly related to nursing, continues to impact MHS. Salaries and benefits are under budget by $5.6 million. Contract labor (nurse registry) is over budget by $7.6 million, a net unfavorable personnel variance of $2 million yearto-date. This is demonstrated on the chart at right. Nurse registry usage continues to increase in order to fill staffing gaps. Retention of permanent nursing staff and reliance upon expensive nurse registry for staffing shortages continues to be a problem for MHS. 6,000 4,000 2,000 0 Unfavorable Contract Labor Variance Favorable Personnel Savings 1st Quarter 2nd Quarter 1,138 1,308 2,359 2,769 7,574 605 1,686 2,627 1,346 5,658 3rd Quarter 4th Quarter FY 1998-99 MHS Human Resources division continues to study compensation equities relating to nursing and other staff shortages in an effort to address their retention issue. maricopa health plan $ In Millions Maricopa Health Plan Gross Actual Personnel Savings 4th Quarter FY 1998-99 $15.0 $15.0 $12.0 $12.0 $9.0 $9.0 $6.0 $6.0 $3.0 $3.0 $0.0 4TH QTR FY 98-99 YTD FY 98-99 100 Budget Actuals Variance $3.2 $12.8 $2.9 $11.1 $0.3 $1.7 $0.0 MHP’s year-to-date 4th quarter actual personnel costs total $11.1 million, which represents a 12.5% favorable variance to budget. Arizona Long-Term Care Services (ALTCS) member months are behind budget, which drives the mandated case manager positions. Attrition remains at 13.2% or above that of the average Countywide attrition rate of 11.1%. maricopa county annual business strategies for 1999-2000 attrition 1% .0 11 0% .1 12 0% .7 12 5% .1 13 0% .9 11 3% .0 12 9% .2 13 12 .3 6% Maricopa County’s turnover rate, or attrition, as of June 30, 1999 was 11.10%, down 2.14% from the 1st quarter rate of 13.15%, 1.69% lower than the 2nd quarter rate of 12.70% and 1.09% lower than the 3rd quarter rate of 12.10%. Current year-to-date average attrition of 12.24% remains slightly lower than the last fiscal year average of 12.40%, in spite of an authorized budget increase of nearly 400 positions Countywide effective July 1, 1998. This increase added a proportionate number of vacancies affecting attrition in the first half of Maricopa County the fiscal year. The chart at left Quarterly Attrition Trend shows Maricopa County’s calculated rate of attrition. This rate Trendline compares the number of vacant 15% positions to those authorized in the adopted budget. Actual quarterly attrition rates are shown as well as 10% a quarterly attrition trendline. Attrition appears to be decreasing 5% over time. Another methodology used for calculating attrition is the Bureau of 98 98 99 99 98 99 99 98 National Affairs, Inc. (BNA) formula. 97 97 97 98 98 98 98 97 Y Y Y Y Y Y This formula differs from Maricopa Y Y F F F F F F F F tr tr tr tr tr tr tr tr Q County’s calculation in that BNA Q Q Q Q Q Q Q t t h d d h d d 1s 1s 3r 4t 3r 4t 2n 2n compares the number of separations to the average number Actual Attrition Rate Quarterly Attrition Trend of regular positions filled and annualized. According to the Bureau of National Affairs, Inc. (BNA) March 17, 1999 press release, employee turnover nationwide remained the same in 1998 as in 1997. Year-end average median turnover rates for the public sector and western region of the United States climbed to its highest level since 1989 of 14.4%. 0% The chart at right provides the results of applying the Bureau of Attrition Comparison National Affairs, Inc., (BNA) attrition formula to Maricopa Using The Bureau Of National Affairs, Inc. Calculation County in comparison to the 20% BNA provided attrition rates for the public sector and western region of the United States. 15% Maricopa County’s attrition rate Maricopa County continues to grow at a faster rate than the nation’s public 10% sector and its western region rate of attrition up until the end Public Sector of FY 1998-99. As one of the 5% nations fastest growing county, this slight decrease in attrition may be the result of slowing Western Region 0% economic growth, Maricopa FY 95-96 FY 96-97 FY 97-98 FY 98-99 County’s emphasis on attracting Maricopa County 13.9% 14.7% 18.5% 18.1% quality, customer oriented Public Sector 13.2% 13.2% 14.4% 14.4% employees, the County’s ability Western Region 12.0% 12.0% 14.4% 14.4% to resolve retention issues, and *BNA Public Sector and Western Region reported as of 3/17/99. management’s concern for improving employee satisfaction. Adverse attrition growth rates remain high due to continued, albeit slowing economic expansion within Maricopa County. 101 maricopa county annual business strategies for 1999-2000 MARICOPA COUNTY ATTRITION CALCULATIONS FY 95-96 FY 96-97 FY 97-98 BNA Calculation 13.9% 14.7% 18.5% Maricopa County Calculation 19.1% 14.3% 12.4% FY 98-99 18.1% 12.2% The table above provides Maricopa County’s annual rates of attrition utilizing both the BNA formula and the Maricopa County formula. Maricopa County’s BNA annualized turnover as of June 30, 1999 of 18.1% represents a 0.4% reduction from last fiscal year. The County’s formula puts June 30, 1999 attrition at 12.2%, a 0.4% reduction in attrition from last fiscal year. The formulas used on the chart below to determine the rate of employee turnover, also known as attrition, compare different elements within each formula. The BNA formula compares total separations (employees leaving) to the number of regular employees, a.k.a. filled positions. The County formula compares the number of vacant (unfilled) positions to the total number of positions authorized in the current fiscal year budget. Both methods of calculating attrition are valid. Issues may arise when comparing Maricopa County attrition to that of other public and private sector entities if comparable data is not used. The BNA calculated attrition rate trend is rising, in part, due to the large number of employees leaving the County, as demonstrated on the chart at left. There were 43.5% more separations than positions filled during the 4th quarter of FY 1998-99. Maricopa County Attrition Calculation Comparisons Maricopa County's BNA Calculated Attrition Trend 20% Maricopa County Calculated Attrition Trend The County standard attrition rate calculated trend is decreasing due to reductions in vacant positions, down 312 positions or 16.9% year-to-date from the 1st quarter, offset by a 2.3% increase in total authorized positions over the same period. Additional information regarding increased separations may be found in the Separation subsection. 15% 10% 5% 0% FY 96 FY 97 FY 98 FY 99 BNA Calculation 13.9% 14.7% 18.5% 18.1% Maricopa County Calculation 19.0% 14.3% 12.4% 12.2% 11 .1 % 11 .1 % 11 .8 % 12 .6 % 13 .2 % 13 .9 % 10% R es ic rv Se n io at ec re ti on al H ea lt h er in ty ili am Ex ec rr Co M ed ic al al El ig ib an l M ed ic H a op ic ar Pl ro lt ea al im h Co nt re r t su ea Tr An M r an ag em de or ec R M s ie lit ci Fa en t ic tr is D y ar br Li a H ea lt h Sy st em 0% op ic ar M 102 15 .6 % 20% 16 .2 % 30% 17 .4 % 25 .3 % 26 .7 % Standard Rate Calculation 28.3% of all departments with over 25 employees have a turnover rate equal to or in excess of the current quarterly rate of 11.1%. This is counter to the fact that the County’s quarterly rate of attrition has dropped by 1.09% from th last quarter. 4 quarter attrition Maricopa County Attrition rates at or higher than the 11.1% June 30, 1999 quarterly rate, for all departments with more than 25 employees, are shown at right. 40% maricopa county annual business strategies for 1999-2000 Maricopa County Economic Growth (In Millions) Source: Arizona Department of Economic Security; ASU Center for Business Research 3.0 2.0 1.0 2.87 2.95 3.0 2.57 2.66 2.75 2.49 2.40 2.33 2.26 2.21 1.50 1.60 1.23 1.31 1.40 1.15 0.98 0.98 1.01 1.07 0.0 1.0 -0 -9 -9 97 0* 9* 8 7 -9 6 96 -9 5 95 94 -9 93 -9 4 3 -9 2 92 91 -9 1 0.0 -9 90 2.0 Maricopa County’s population continues to expand along with its employment growth (wage and salary employment). These expansions have adversely affected attrition through the creation of a highly competitive job market. The chart at left bears this out. High employment growth combined with low unemployment drives up the cost of labor, creating labor shortages. By placing a high value on its employees, Maricopa County must ante up the stakes in order to attract high-caliber employees. Maricopa County sustained above average economic growth for the last three decades. It is anticipated that the local job market will remain strong. The new millennium requires resourceful and creative employee oriented compensation, benefit and rewards programs in order to stem the tide of employee attrition. separations 99 FY 98 FY FY FY FY FY FY FY FY FY High attrition is inevitable where there are labor shortages, such as currently Total Wage & Salary Employment Total Population exists within Maricopa County. The financial and personnel resources of the County are impacted when labor demands exceed supply. Resourceful recruitment strategies combined with employee recognition and job satisfaction assist to curb the tide of rising attrition. *Forecast Maricopa County 4th Quarter Position Comparisons 100% 80% 60% 40% Separation information is the 20% secret ingredient to successfully resolving 0% 4 Q FY 96-97 4 Q FY 97-98 4 Q FY 98-99 employee satisfaction and retention issues. Separation 891 1,103 1,224 Actively Recruited information provides Separations 318 446 588 management with the data Filled 757 944 1,042 necessary to assess and resolve outstanding employee issues. The data solicited from separating employees is a critical factor in improving the work environment, quality of work generated and customer satisfaction as well. 103 maricopa county annual business strategies for 1999-2000 Separations are classified as either voluntary or involuntary. Voluntary separations are the key indicator of employee satisfaction. Voluntary separations have risen steadily over the past four years as shown on the 2000 2000 chart at left. Maricopa County places 1954 a high value on its employees, hence 1692 an increase in the number of 1634 1657 1500 1500 employees separating from County employment are cause for alarm. These separations may be 1000 1000 indications of employee dissatisfaction, the affects of a spiraling, robust economy and the 446 500 500 318 306 competition it creates in the labor 252 market, or all of the above. Voluntary separations represent 86% of all 0 0 separations and involuntary FY 95-96 FY 96-97 FY 97-98 FY 98-99 separations represent 14%. Involuntary Voluntary Involuntary separations have remained relatively flat. FY 1997-98 shows 446 involuntary separations. This number is skewed due to the deletion of over 100 positions within the health care arena, which are included herein. Annual Separation Trend By Major Category Separations impose significant financial and operational impacts to County departments. Examples include lost productivity, increased recruitment activity, additional training time and cost, reductions in the level of customer service, and reduced employee morale due to additional demands placed upon existing employees that assume extra workloads. Emphasis is placed upon voluntary separations due to the substantial impact on attrition, employee morale, and customer service. The chart at right shows total quarterly separations including an incremental growth trendline. The incremental growth trend in separations remains relatively flat. This may be an indication of successful retention strategies and an upward swing in employee satisfaction. Maricopa County Separation Trend Separations 800 Incremental Growth Trend 692 700 600 456 500 563 591 527 495 517 588 534 472 459 400 332 300 200 100 104 7 97 Q FY 98 97 3 Q FY 98 97 4 -9 Q 8 FY 97 1 Q FY 98 98 2 Q FY 99 98 3 -9 Q 9 FY 98 4 Q FY 99 98 -9 9 -9 7 FY 2 1 Q FY 4 Q FY Q 96 -9 -9 96 96 3 Q 2 1 Q FY FY 96 -9 7 7 0 maricopa county annual business strategies for 1999-2000 R es R rs M or e Pe 370 35 49 60 65 76 98 128 165 222 229 318 p o ele y n s ase ib d R le J et o Ex ir b em pi R ra e el ti o c nt on at io D of om A Les n pp s es o i Pa t Q u i ic O n t m y tW b en l i t iga t ho ti u t on s N ot ic Sc e ho M ol e d R em ica ai l ni ng Pa e or M on al R ea so ns 667 Maricopa County FY 1998-99 Major Separations Combined Maricopa County year-to-date separations total 2,260. As provided on the chart at left, personal reasons dominate the field, followed by increases in pay, employee acceptance of more responsible jobs, and employees involuntarily released, etc. Personal reasons, a diverse voluntary separation category is expected to become less predominant as a result of the Exit Interview Program. There were 306 involuntary separations during FY 1998-99, which represent 14% of fiscal year separations. 66 Employees or 86% of employees involuntarily separated were released, i.e., involuntary leave while on initial probation or involuntary leave from Unclassified status. Involuntary separations occurring during FY 1998-99 are shown at right. Employees released, the largest group of involuntary separation reasons, may be an indication of hiring, personnel training and performance issues, poor job matches or changes in administration. The remaining involuntary separations are self-explanatory and represent misconduct or violation of rules, unsatisfactory performance, deceased and reductions in force. Maricopa County Involuntary Separations FY 1998-99 Reduction In Force 3% Deceased 6% Unsatisfactory Performance 7% Misconduct or Violation of Rules 8% Released 76% 105 maricopa county annual business strategies for 1999-2000 Involuntary separations for the last four years are provided at right. A seasonal pattern shows increases annually during the 2nd and 4th quarters of each year. Separation reasons are primarily due to employees being released, as previously explained. 75 50 25 0 1st Quarter 2nd Quarter 3rd Quarter 63 78 78 87 FY 97-98 77 113 58 61 FY 96-97 84 94 50 90 FY 95-96 48 71 62 71 106 49 ng ol R em ai e ho Sc to ut ur ni ng ho R et t ui Q ot N at ig bl W it O c ti es ic ns d io re pi Ex t en om ni 60 65 76 98 y 128 ss Le m nt D A pp oi R e or M Pa t io at R el oc en et ir le ib es on po R ns em Jo b Pa ns e so or M ea R al n 165 222 y 667 318 Maricopa County FY 1998-99 Voluntary Separations FY 1998-99 Major Separations By Department & Category Voluntary Involuntary Maricopa Health System 502 55 Sheriff’s Office 302 10 Superior Court 116 20 County Attorney 129 5 Clerk of Superior Court 90 15 Adult Probation 93 7 Maricopa Health Plan 86 3 Juvenile Probation 77 9 Public Health 66 13 Transportation 56 8 Human Services 61 3 Indigent Representation 47 6 Justice Courts 47 3 106 4th Quarter FY 98-99 rs More employees leave Maricopa County for personal reasons than any other separation reason. The chart at right provides a breakout of voluntary separation reasons occurring during FY 1998-99. Next to personal reasons, more voluntary separations occurred for more pay. Voluntary separations remain a key indicator of employee satisfaction. Increased voluntary separations are due to expansion in the local job market. They also may indicate non-competitive salaries or a lack of technical skills available in the workforce. The data compiled provides management with tools necessary to analyze and resolve outstanding employee satisfaction and retention issues. 100 Pe Although FY 1998-99 involuntary separation numbers appear to be on the increase, this may be the result of a Countywide increase by 414 in the total number of positions budgeted. The actual involuntary separation trend remains flat, which indicates the County may be doing a better job at performance management or more attentive to addressing performance issues more quickly and decisively. Maricopa County Involuntary Separation Trend Total 557 312 136 134 105 100 89 86 79 64 64 53 50 maricopa county annual business strategies for 1999-2000 Departments with 50 or more separations during FY 1998-99 are shown above. Emphasis is placed upon voluntary separations due to the substantial impact on attrition and its affect upon customer service. Separation information plays a vital part in improving the quality of working life for County employees. MMaricopa aricopa County County Voluntary Separation V oluntary S eparat ionTrend T re nds 600 450 300 Several major impacts affecting voluntary separations have 0 occurred in recent years. During FY 98-99 FY 97-98 FY 96-97 FY 95-96 FY 1996-97 a Countywide hiring 528 440 372 283 1st Quarter freeze and the Maricopa 456 414 598 462 2nd Quarter Integrated Health System 469 401 282 451 3rd Quarter reorganization occurred. FY 501 503 405 438 4th Quarter 1997-98 saw the opening of the Mayo Hospital and a new state detention facility. Continued economic expansion has no doubt affected employee separations to the greatest degree over the past decade. 150 106 49 60 65 76 98 128 165 222 318 Maricopa County FY 1998-99 Voluntary Separations 667 Personal reasons remain a catchall category. More employees leave Maricopa County for personal reasons than any other separation reason. The chart below provides a breakout of voluntary separation reasons occurring during FY 1998-99. Next to personal reasons, employees leave for more pay. This may be an indication of the current competitive job market or a market equity issue. Pe rs on al Re M as or o e M ns Re or e sp Pa on y si bl e Re Jo tir b em en Re t lo c at Ap io po Le n in ss Do tm Pa en m y tE es tic xp Qu ire O b it d W liga i t t Re io h tu out ns rn N in ot g to ice Sc Re hoo m l ai ni ng Through improved outprocessing procedures and the use of exit interviews, the County is better able to track voluntary and involuntary separation reasons. Separation reasons provide management with the tools necessary to shift resources and provide a quality work environment in its efforts to attract and retain high caliber, customer oriented employees. recruitment strategies Maricopa County’s spiraling economic climate has created an atmosphere of highly competitive compensation, and increased labor shortages, which adversely affects attrition. Attracting top quality, performance oriented employees in this environment requires proactive and diversified recruitment strategies. By also placing a high value on employees, and sustaining the ability to respond to an ever-changing work environment, Maricopa County remains steadfast in its resolve to ensure fair and equitable compensation along with personal and career growth opportunities for all of its employees. 107 maricopa county annual business strategies for 1999-2000 The chart below compares vacant positions to those actively recruited quarterly for the last three fiscal years. As of June 30, 1999, 1,542 positions remained vacant, of which 1,224 or 79.4% were actively recruited. Maricopa County Vacant Vs. Actively Recruited Positions 1,500 1,671 1,744 1,542 2,500 1,854 1,573 1,595 1,760 Vacant Positions 2,000 1,396 1,500 1,240 1,224 1,047 1,103 1,052 1,042 891 875 1,000 1,114 981 1,000 1,623 2,000 1,849 1,818 2,500 1,950 2,094 Actively Recruited 631 500 500 99 99 99 99 98 98 98 98 97 97 97 0 97 0 The average annual percent of vacant positions actively recruited has increased from 45.7% in FY 199697 to 52.2% in FY 199798, and from 52.2% in FY 1997-98 to 68.2% in FY 1998-99. The higher the number of actively recruited vacant positions, the more likely positions will be filled. Recruitment trends are demonstrated on the chart at right. There is an incremental reduction in the number of vacant positions from the 1st quarter of FY 97 to the 4th quarter of FY 99 of 26.4%. Whereas, there is an incremental increase in the number of positions recruited over the same period of 9.9%. FY tr FY 4 Q tr FY 3 Q tr FY 2 Q tr FY 1 Q tr FY 4 Q tr FY 3 Q tr FY 2 Q tr FY 1 Q tr FY Q 4 3 Q tr FY tr Q 2 1 Q tr FY A direct relationship appears to exist between that of vacant and actively recruited positions. The increasing trend in actively recruited positions coincides with the decreasing trend in vacant positions. This supports the premise that increasing recruitment activity increases the likelihood of those positions being filled. There are however exceptions, such as shortages of skilled workers in the local marketplace, non-competitive salary issues, budgetary implications and timing issues, etc. Maricopa County FY 1998-99 Recruitment Trend Separations Filled Recruited 0 108 200 400 600 800 1000 1200 1400 Recruited Filled Separations 4th Q 98-99 1224 1042 588 3rd Q 98-99 1042 625 472 2nd Q 98-99 1047 438 534 1st Q 98-99 1396 627 591 maricopa county annual business strategies for 1999-2000 67% 64% 58% 58% 20% 36% 48% 48% 40% 40% 60% The departments shown on the chart at left actively recruited less than 79% of their vacant positions during the 4th quarter FY 1998-99. For example, the Treasurer recruited to fill only 2 of 10 vacancies, or 10% of their 4th quarter vacancies, whereas, the Maricopa Health System recruited to fill 247 of their 621 vacancies, or 40% of their 4th quarter vacancies. Countywide, 79% of all vacant positions were recruited during the 4th quarter of FY 1998-99. 79% % VacanciesActively Actively Recruited % Vacancies Recruited 4th Quarter FY 1998-99 4th Quarter FY 1998-99 24% 12% er ag e t Av M an ag H em ea lt en h s s nm ec ti en ta on al lS er Co le ni ve vi ur ce t an h lt Ju op a H ea es R an Pl es rc ou st Sy h um H ea lt Tr ea su re r em 0% ie lit Fa ci rr Co ro vi Recruitment Activity Trend Recruited Positions Filled Recruited 1400 1200 1000 Filled 1396 1240 1224 1103 1052 1047 1042 875 800 600 1st Q 97-98 625 438 627 944 993 0 797 200 1042 400 907 The chart at right compares the total number of positions recruited to total recruited positions filled. During the 4th quarter FY 1998-99, 79% of all actively recruited positions were filled, up from 60% during the 3rd quarter. En ic ar M H M ar ic op a Active recruitment of vacant positions has contributed to the reduction in the rate of attrition Countywide. The decline of attrition rates over time are as follows: FY 1995-96 – 19.1%; FY 1996-97 – 14.3%; FY 1997-98 – 12.4%; and FY 1998-99 – 12.2%. Maricopa County’s competitive recruitment strategies have shown to be effective over time, as seen through the lowering of attrition rates. 2nd Q 3rd Q 4th Q 1st Q 2nd Q 3rd Q 4th Q 97-98 97-98 97-98 98-99 98-99 98-99 98-99 109 maricopa county annual business strategies for 1999-2000 Departments that filled 60% or more of their actively recruited positions during FY 1998-99 are shown on the chart at left. These results may be due to successful recruiting strategies, such as offering personal and career growth opportunities, combined with the availability of qualified workers and competitive salaries. Management has the opportunity to examine the recruiting strategies utilized by these departments in order to duplicate their successes. % Positions Recruited - Filled FY 1998-99 25% 55% 60% 64% 69% 71% Maricopa Health System 70% 75% 94% Adult Probation 50% Telecommunication 95% 75% Juvenile Court 100% Average Housing Equipment Svcs Environmental Svcs Maricopa Health Plan 0% Another impact upon recruitment is the number of separations, i.e., employees leaving the County. The greater the rate of separations the greater the number of recruitment activities required to fill vacant positions, the greater the fiscal impact. Comparing the number of separations to the number of positions that are filled may be an indication of employee satisfaction, increased economic growth, a shortage of personnel qualified to fill the vacant positions, or a lack of hiring activities or skills. The separation trend as shown on the chart at right indicates an incremental growth of 29% in the number of employees leaving Maricopa County since the 1st quarter of FY Filled Position Trend Separation Trend 1996-97. There were 588 separations during 14,000 800 the 4th quarter of FY 1998-99 vs. 456 10,500 600 separations during the st 1 quarter of FY 199697. The incremental 7,000 400 6.2% 6.2%Incremental Incremental increase in the total Increase 29% Incremental Increase number of filled In Increase In 3,500 200 InFilled FilledPositions Positions positions is 6.2% over Separations the same time span. As 0 0 of June 30, 1999, there were 12,405 positions filled as compared to 11,691 from the 1st quarter of FY 1996-97. Comparing these statistics numerically, filled positions have increased by 714 while separations have increased by 132 over the course of the last three years. That is a 5:1 ratio of regular employees to the number of employee separations. 110 9 -9 98 FY Q 4 3 Q FY 98 -9 9 9 -9 9 FY Q 2 Q 98 -9 8 98 -9 FY 97 FY 1 Q 4 Q FY 97 -9 8 8 -9 97 3 Q 2 1 Q FY FY 97 -9 8 7 -9 96 FY 4 Q FY 96 -9 7 7 -9 96 Q 3 Q 2 1 Q FY FY 96 -9 7 Separations Vs. Filled Positions maricopa county annual business strategies for 1999-2000 The chart at left is an indication of the positive recruitment trend in which Maricopa County is heading. Separations are down from the first quarter by 1%. Filled positions are up 66%. Recruitment’s are down 12% from the 1st quarter and are up 17% from the 2nd and 3rd quarter. Maricopa County FY 1998-99 Recruitment Trend Separations Filled Recruited 0 200 400 600 800 1000 1200 1400 Recruited Filled Separations 4th Q 98-99 3rd Q 98-99 1224 1042 588 1042 625 472 2nd Q 98-99 1047 1396 438 627 534 591 1st Q 98-99 The chart at right provides recruitment process statistics for regular and unclassified positions. Certification refers to the process of providing the hiring authority with a list of eligible candidates. The average number of days to provide current certification lists is dropping, which increases potential recruitment success. Another measure used to determine the success of recruitment processes for regular and unclassified positions is the number of days it takes to certify and fill vacant positions. NUMBER OF DAYS Maricopa County Recruitment Average Days to Certification 20 15 10 5 Fiscal Year 0 1997 1998 1999 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr YTD Avg 8 6 11 10 9 8 9 9 9 8 5 11 8 6 8 111 maricopa county annual business strategies for 1999-2000 Maricopa County Recruitment Average Days to Fill Vacant Positions 45 30 Average days to fill vacant positions refer to the number of days from receipt of the personnel requisition to the effective date of appointment for the selected candidate. Just as the certification process reveals a reduction in days, there is a like reduction in the average number of days to fill vacant positions. Fiscal Year Maricopa County’s established position in the 15 local labor market should provide some insulation from the affects of continued 0 economic growth, particularly 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr YTD Avg as we enter the 21st Century. 1997 22 42 18 25 27 Acquiring and retaining staff 1998 20 31 28 34 23 motivated to provide quality, 26 23 17 23 22 1999 professional, customer oriented service is the key to Maricopa County’s continued success. Innovations supporting recruitment processes, the use of competitive compensation and creative personal leave programs act to promote a climate where employees are provided personal and career growth opportunities. Successful employment staffing involves hiring the right people with minimal lead-time, and involves the entire organization. Maricopa County strives to have the “best recruitment practices” and most competitive salary and compensation in order to achieve the highest employee attraction and retention possible. innovations and competition As Maricopa County ventures toward the 21st Century, its personnel practices remain on the competitive edge due to its innovations and competitive spirit. FY 1998-99 may be referred to as the “year of the employee.” Many innovations established during FY 1998-99 focus upon increasing the quality of life for its employees. Maricopa County is committed to provide competitive compensation, creative recruitment and diversified retention strategies into and beyond the year 2000 (Y2K). The County continues to place a high value on its employees and a synopsis of FY 1998-99 methodologies follow. st The 1 Quarter FY 1998-99 saw the introduction of the “Emotional Commitment Agenda” (ECA), a powerful tool designed to increase employees’ commitment to careers with Maricopa County. Project goals include the encouragement of employees to be mentally and spiritually committed to their careers at the County. Conversely, high achievers expect management to provide a certain quality of working life as well. The ECA is comprised of policies that espouse these goals, some of which are outlined below. u Recruit and select public serviceoriented people to join our work force. 112 The Emotional Commitment Agenda maricopa county annual business strategies for 1999-2000 u Move total employee compensation to “market value” over the long run. u Continually measure outputs, outcomes and value to taxpayers. Benchmark against the best in the region for delivering value. u Acknowledge deficiencies and develop plans to alleviate them. Recruiting and retaining staff in the current competitive market requires creativity and opportunity. FY 1998-99 provided many opportunities through expansions in existing programs and many new programs aimed at increasing employee quality of life. Recruitment & Retention Strategies INTERNET JOB √ Information √ Positions Available √ Applications O nSi t U Ce e E nd rt d e if u G rg ica cat r Pr ad rad te ion og ua ua ra te te m s The County’s use of the Internet provides employees and the public with access to job information, positions available and job applications. Annual job fairs provide college students and the public with information regarding County employment and careers. On-site education programs are one of many employee opportunities instituted. Several colleges and universities offer certificate, undergraduate and graduate school programs on-site. Adding these career advancement resources to the existing Maricopa County Management Institute (MCMI) Manager and Supervisor Schools provides opportunity not previously available at Maricopa County. EDUCATION Maricopa County Management Institute Job Fairs Career Planning Services $ Tuition Reimbursement $ eak Performers “SPOT AWARDS” EMPLOYEE SATISFACTION PROGRAM Program Maricopa County Performance Incentive Awards* FY 1998-99 ($000’s) Environmental Services $234 Assessor $280 County Attorney $287 Public Health $360 $412 Clerk of Superior Court Transportation $481 Indigent Representation $491 $0 CAREER PLANNING $100 $200 $300 $400 $500 Additional retention strategies include technical changes to the Employee Leave Plan, amendments to the Compensation Plan, initiation of the Employee Mediation Program, implementation of a new program to provide translating services within the Human Resources department, performance incentive awards and the introduction of the Peak Performers “Spot Awards” Program. These tools provide a means of recognizing and rewarding valued employees. The chart above shows the departments that distributed the most incentive award dollars during FY 1998-99. *Total Distributed Countywide $3.9 Million. 113 maricopa county annual business strategies for 1999-2000 Salary advancements and incentives, employee satisfaction surveys and exit interview results (as shown on the chart at right) provide critical information necessary for recruiting and retaining highly skilled employees. Salary advancements and incentives provide encouragement and boost employee morale. Unused salary advances may be awarded at fiscal year-end in the form of performance incentives, i.e. one-time awards that do not increase an employee’s base salary. Total performance incentive awards of $3.9 million were distributed during FY 1998-99. Total salary advancements of $6.5 million were distributed to 6,006 employees. The average advancement was $1,083 and the average percent of advance given was 4.44%. Although not a panacea, pay does rank last out of nearly 50employee exit interview questions. Fair pay for work scored 4.10 on the FY 1997-98 Employee Satisfaction Survey and increased to only 4.25 on the 3rd Quarter Exit Interview Survey. Clearly, more research into pay equity issues needs to be addressed during Y2K. Employee Satisfaction FY 1997-98 Survey Vs. 3rd Quarter FY 1998-99 Exit Interviews Working Conditions FY 97-98 FY 98-99 5.75 5.91 Compensation, Benefits & Rewards FY 97-98 FY 98-99 4.61 4.99 Growth & Advancement FY 97-98 FY 98-99 5.46 5.58 Customer Orientation FY 97-98 FY 98-99 6.07 5.83 Overall Satisfaction FY 97-98 FY 98-99 5.17 5.35 Very Dissatisfied=2 Very Satisfied=8 Scores Above 5=Positive Scores Below 5=Negative As we enter the 21st Century, Maricopa County’s ability to compete with the public and private sector for quality, professional, highly skilled, customer oriented employees remains a major issue. The key to acquiring staff requires resourceful information systems, advanced communication processes, innovative technology and recruitment processes, the use of competitive compensation and creative personal leave programs. These programs are geared to promoting a climate where employees are provided personal and career growth opportunities. By continuing to implement creative recruitment strategies and employee oriented compensation plans, the County will be on par with the best employers in attracting and retaining quality staff in support of Maricopa County’s strategic goals. Maricopa County strives to have the “best recruitment practices” and most competitive salary and compensation in order to achieve the highest employee retention possible. 114 maricopa county annual business strategies for 1999-2000 position control Throughout the year departmental staffing needs change. These changes are handled through new position creation process. Departments submit detailed requests to add or delete positions with adequate funding identified by source. Position classification information is verified by Human Resources. Budgetary information (particularly funding sources) is verified by Budget Analysts. Once approved, the position changes are entered into the position database through one central control point. Department submits budgeted position request to OMB Re su bm it OMB reviews request to verify funding availability OMB Denies OMB returns request to department OMB Concurs OMB signs request and issues new Position Control Number. Request is forwarded to Human Resources for processing Position database is updated. Department authorized to hire Another key element in position control is the historical tracking of funded positions. A trend view of staffing levels puts into perspective the prior year’s staffing (and consequently service) funding decisions. The chart below presents a ten year historical look at the County’s staffing levels for Elected Offices, Appointed Departments, and the Special Districts of the Library, Stadium, and Flood Control. Department Elected/ Judicial Appointed Special Districts Total Positions FY 1990/91 Actual 5,467.0 FY 1991/92 Actual 5,681 FY 1992/93 Actual 5,817 FY 1993/94 Actual 5,171 FY 1994/95 Actual 6,120 FY 1995/96 Actual 6,140 FY 1996/97 Actual 6,295 FY 1997-98 Actual 6,592 FY FY 1998-99 1999-00 Actual Budgeted 6,954 6,457 7,049.5 6,601 6,999 7,644 7,048 6,972 6,842 6,091 5,634 7,041 294.5 338 353 353 391 391 508 412 375 394 12,811 12,620 13,169 13,168 13,559 13,503 13,645 13,095 12,963 13,892 budgeted position summary In order to more accurately follow past staffing and human resource allocation decisions by program, a three year history by department is presented along with a two-year history of Full-Time Equivalent number of positions. Full-Time Equivalents (FTEs) reflect the hours budgeted for part-time positions converted to an equal number of full-time positions (based on a standard of 40 hours per week.) BUDGETED POSITIONS 01 02 03 04 05 06 11 12 14 Department Board of Supervisors-District 1 Board of Supervisors-District 2 Board of Supervisors-District 3 Board of Supervisors-District 4 Board of Supervisors-District 5 Board of Supervisors Clerk Adult Probation Assessor County Call Center FY 96/97 FY 97/98 FY 98/99 FY 98/99 FY 99/00 FY 99/00 Actual Actual Actuals FTEs Budgeted FTEs 4 4 4 4 4.00 4 4 4 4 3 3.00 4 4 4 4 4 4.00 4 3 3 3 3 3.00 3 4 4 4 3 3.00 4 7 7 7 7 7.00 7 1049 859 937 949 949.00 1045 325 297 334 329 329.00 325 32 10 20 20 20.00 32 115 maricopa county annual business strategies for 1999-2000 BUDGETED POSITIONS (Continued) 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 33 34 35 36 37 38 39 40 41 43 44 45 46 47 49 50 60 64 65 66 67 68 69 70 73 74 75 76 116 Department Emergency Management Clerk of the Superior Court Community Development Finance County Attorney County Administrator Elections Human Services Internal Audit Justice Court Administration Constables Correctional Health Services Juvenile Court Center Medical Eligibility Medical Examiner Recreation Services Human Resources Indigent Representation Public Fiduciary Organizational Planning and Training Recorder Superintendent of Schools Superior Court Health Care Mandates Criminal Justice Facilities Office of the Chief Information Officer Treasurer Planning & Development Judicial Mandates Research and Reporting General Government Management and Budget Sheriff's Office Maricopa Health Plans Transportation Library District Housing Solid Waste Stadium District – Cactus League Flood Control Facilities Management Materials Management Equipment Services Risk Management Telecommunications FY 96/97 FY 97/98 FY 98/99 FY 98/99 FY 99/00 FY 99/00 Actual Actual Actual FTEs Budgeted FTEs 14 25 14 14 14.00 14 602 600 589 596 596.00 599 10 13 11 10 10.00 10 42 53 49 46 46.00 42 838 755 742 796 796.00 831 16 12 13 15 15.00 13 54 57 55 53 53.00 54 296 257 286 281 281.00 295 16 8 10 12 12.00 16 283 233 244 294 294.00 280 29 26 27 29 29.00 29 228 159 165 177 177.00 223 797 542 589 679 679.00 794 319 338 342 263 263.00 298 54 52 47 50 50.00 52 87 92 77 74 74.00 80 69 79 75 73 73.00 69 464 372 421 459 459.00 446 33 41 37 33 33.00 33 10 ----6 9 9.00 10 69 66 66 65 65.00 69 29 29 29 29 29.00 29 886 695 764 819 819.00 873 1 1 1 1 1.00 1 4 ----------------4 62 106 70 64 64.00 62 64 66 64 64 64.00 64 93 54 66 65 65.00 93 38 ------------36 8 19 14 8 8.00 7 11 7 7 1 1.00 11 24 22 21 22 22.00 24 2422 2112 2188 2235 2235.00 2428 355 ---444 361 361.00 353 513 511 522 512 512.00 511 164 150 134 146 146.00 143 64 64 63 64 64.00 64 19 45 19 17 17.00 18 1 7 7 7 7.00 1 222 351 241 222 222.00 222 186 184 158 158 158.00 184 39 53 47 38 38.00 39 60 63 65 60 60.00 60 19 12 19 19 19.00 19 42 42 45 41 41.00 42 maricopa county annual business strategies for 1999-2000 BUDGETED POSITIONS (Continued) 78 79 86 88 90 Department Stadium District Major League Animal Control(1) Public Health Environmental Services Maricopa Health System TOTALS FY 96/97 FY 97/98 FY 98/99 FY 98/99 FY 99/00 FY 99/00 Actual Actual Actual FTEs Budgeted FTEs 7 0 0 0 0 7 132 ---125 135 135.00 130 482 662 460 441 441.00 479 270 268 245 272 272.00 267 1913 2756 2099 1812 1812.00 1766 13,643 13,095 12,963 12,963 13,892 13,623 (1)Was part of Dept. 86 - Public Health Within each department, positions may be budgeted from a variety of funding sources. In general, as discussed earlier in this document, the General Fund covers the bulk of Personnel Services, with monies from Grant and Special Revenue funds covering the rest. To make the link between the number of positions budgeted and the course of funding for these positions, the following chart was developed. POSITION DISTRIBUTION BY FUNDING SOURCE DEPARTMENT 1 2 3 4 5 6 11 12 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 BOARD OF SUPERVISORS DIST 1 BOARD OF SUPERVISORS DIST 2 BOARD OF SUPERVISORS DIST 3 BOARD OF SUPERVISORS DIST 4 BOARD OF SUPERVISORS DIST 5 BOARD OF SUPERVISORS CLERK ADULT PROBATION ASSESSOR COUNTY CALL CENTER EMERGENCY MANAGEMENT CLERK OF THE SUPERIOR COURT COMMUNITY DEVELOPMENT FINANCE COUNTY ATTORNEY COUNTY ADMINISTRATIVE OFFICER ELECTIONS HUMAN SERVICES INTERNAL AUDIT JUSTICE COURTS CONSTABLES CORRECTIONAL HEALTH JUVENILE PROBATION MEDICAL ELIGIBILITY GENERAL GRANT SPECIAL TOTALS 4 4 4 3 4 7 214 325 32 3 543 0 42 644 16 54 0 16 282 29 0 251 319 0 0 0 0 0 0 666 0 0 0 8 0 0 75 0 0 0 0 0 0 0 262 0 0 0 0 0 0 0 169 0 0 11 51 10 0 119 0 0 296 0 1 0 228 284 0 4 4 4 3 4 7 1,049 325 32 14 602 10 42 838 16 54 296 16 283 29 228 797 319 117 maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION BY FUNDING SOURCE (Continued) DEPARTMENT 29 30 31 33 34 35 36 37 38 39 40 41 43 44* 45 46 47 49 50 60 64 65 66 67 68 69 70 73 74 75 76 78 79 86 88 90 GENERAL GRANT SPECIAL TOTALS MEDICAL EXAMINER PARKS & RECREATION HUMAN RESOURCES INDIGENT REPRESENTATION PUBLIC FIDUCIARY PLANNING & TRAINING RECORDER SUPERINTENDENT OF SCHOOLS SUPERIOR COURT HEALTH CARE MANDATES CRIMINAL JUSTICE FACILITIES CHIEF INFORMATION OFFICER TREASURER PLANNING & DEVELOPMENT JUDICIAL MANDATES RESEARCH & REPORTING GENERAL GOVERNMENT MANAGEMENT & BUDGET SHERIFF MARICOPA HEALTH PLANS TRANSPORTATION LIBRARY DISTRICT HOUSING SOLID WASTE STADIUM DISTRICT-CACTUS FLOOD CONTROL DISTRICT FACILITIES MANAGEMENT MATERIALS MANAGEMENT EQUIPMENT SERVICES RISK MANAGEMENT TELECOMMUNICATIONS STADIUM DISTRICT-MLB ANIMAL CONTROL SERVICES PUBLIC HEALTH ENVIRONMENTAL SERVICES MARICOPA HEALTH SYSTEM 54 24 56 453 33 10 43 29 766 1 0 62 64 0 38 0 3 24 2,320 0 0 0 0 0 0 0 186 28 0 0 0 0 0 92 12 0 0 22 0 8 0 0 0 0 31 0 0 0 0 0 0 0 0 0 43 22 0 0 0 0 0 0 0 0 0 0 0 0 0 348 37 25 0 41 13 3 0 0 26 0 89 0 4 0 0 93 0 8 8 0 59 323 513 164 64 19 1 222 0 11 60 19 42 7 132 42 221 1,888 54 87 69 464 33 10 69 29 886 1 4 62 64 93 38 8 11 24 2,422 355 513 164 64 19 1 222 186 39 60 19 42 7 132 482 270 1,913 TOTALS 7,104 1,547 5,241 13,892 *Previously Dept. 32 118 maricopa county final budget for 1999-2000 Strategies 2000 capital projects capital improvement projects Capital Improvement Projects are defined by policy as non-recurring projects resulting in the construction, renovation, or acquisition of infrastructure costing more than $150,000 with an expected useful life of many years. The most common examples include buildings, roads, parks and flood control projects. Sources of funding for Capital Improvement Projects include: voter-authorized bonds, voter-authorized taxes, fund revenues and reserves, intergovernmental payments, grants, and other forms of long-term financing. General Fund capital projects are supported by fund transfers from the Funds to a capital projects fund. With the exception of the stadium project, capital expansion in Maricopa County in recent years has been limited primarily to transportation and flood control projects. The County is on the threshold of a capital growth and expansion period which includes plans to expend approximately $341 million dollars from a voter-approved jail tax on Adult and Juvenile Criminal Justice Facilities. In addition, projects funded by the general fund are expected to increase substantially with nearly $209 million in projects planned over the next five years. operating and capital budgets—their relationship A direct relationship exists between the capital budget and the operating budget in Maricopa County. Completed capital projects generally require additional operating budget resources for upkeep, maintenance, security and other costs associated with additional acreage, mileage, or square footage. These costs must be planned for in future operating budgets. It is the County’s philosophy and policy that new capital projects will be undertaken only if future operating revenues are sufficient to support future operating costs. the capital improvement program (cip) The Capital Improvement Program (CIP) is a five-year plan of Capital Improvement Projects that identifies projects that will be completed through the next five years. The CIP outlines project costs, funding sources, and future operating costs associated with each capital improvement. Because these projects typically span more than one fiscal year, the plan is updated annually to track existing projects and to identify new projects. It should be noted that over the five-year period, the cost of a project and projected completion date can vary from the initial plan depending on Board priorities, greater than anticipated escalation costs, or other unforeseen events. the capital budget The capital budget is the first year of a capital improvement program. The FY 1999-00 capital budget proposed in this report is $217,680,139. It is comprised of projects for which funding has been clearly identified for the duration of the project. 119 maricopa county annual business strategies for 1999-2000 MARICOPA COUNTY CAPITAL IMPROVEMENT PLAN FY 1999-00 FY 1999-00 BUDGETED DEPARTMENT FUND SOURCE General Government General Fund Criminal Justice Facilities Jail Tax Maricopa Integrated Health System Enterprise Funds 440,000 Department of Transportation Special Revenue 69,568,000 Flood Control District Special Revenue 64,655,000 FY 1999-00 Total $ 27,989,000 55,028,139 $ 217,680,139 the capital budget and planning process In general, capital projects are budgeted separately from the operating budget in a series of capital project funds. Each year during the budget process, County departments are asked to identify Capital Improvement Projects anticipated in the next five years. Ideally, contingent upon a review of the request by OMB, Facilities and the CIP Review Committee, projects will be incorporated into the Five-Year Plan for Board of Supervisors' approval. A cross-functional work group is underway to develop recommendations for enhancing the current process that will result in cost savings by minimizing duplication of effort, waste and re-work. The Department of Transportation and the Flood Control District currently employ separate planning procedures. These processes include intergovernmental agency collaboration and prioritization based on an established list of ranking criteria for designated types of projects. The road ranking criteria employed by the Department of Transportation include: u u u u u u Safety Land use, regional travel usage, and environmental factors Traffic volume compared to capacity of roadway Cost/benefit ratio Joint sponsorship Bonus points for intelligent transportation systems, alternative mode and environmental enhancements This ranking system was developed to apply only to roadway improvements. Separate ranking systems exist for evaluating potential bridges, channel upgrades, bicycle, pedestrian and other multi-modal improvements. The Flood Control project ranking criteria include the following: u u u u u u 120 Submitting agency priority Master Plan Element Hydrologic/hydraulic significance Level of protection Area protected Environment quality maricopa county annual business strategies for 1999-2000 u u u u u Area-wide benefits Total projected cost Level of partner(s) participation Operation and maintenance costs Operation and maintenance responsibility capital improvement plan The Capital Improvement Plan spans a five-year period beginning with FY 1999-00 and ending with FY 2003-04. The total anticipated cost for projects presented in the FY 1999-00 Department Summary Five-Year Plan exceeds $1 billion dollars. Following is a table indicating the overall projected capital project plan cost by fund allocation and a pie chart showing the respective percentages. MARICOPA COUNTY FY 1999-00 FIVE-YEAR CAPITAL IMPROVEMENT PLAN Five-Year Projected Project Fund Allocation General Government Projects $ 208,989,000 Criminal Justice Facilities Projects (Jail Tax) 341,478,139 Maricopa Integrated Health System 22,440,000 Animal Control Services 10,000,000 Transportation Projects 269,732,000 Flood Control District Projects 234,968,000 Five-Year Total $ 1,087,607,139 121 maricopa county annual business strategies for 1999-2000 MARICOPA COUNTY FY 1999-00 FIVE-YEAR CAPITAL IMPROVEMENT PLAN (By percent of funds allocated) Criminal Justice Facilities Projects (Jail Tax) 32% General Government Projects 19% Maricopa Integrated Health System 2% Animal Control Services 1% Flood Control District Projects 21% Transportation Projects 25% general government projects General Fund capital improvements for FY 1999-00 general government projects in the next five years include the following projects, with identified sources of funding. juvenile 80-bed expansion This project, funded through cash and matching funds from the State of Arizona to expand juvenile facilities for Maricopa County, adds a new 80-bed housing unit to the existing Durango detention center and is estimated to be completed in August 1999. spur cross ranch Through an intergovernmental agreement between Arizona State Parks Board and Maricopa County, this 2,250acre tract of rugged Sonoran Desert that borders the Tonto National Forest near Cave Creek will be preserved as a natural preserve. The bill was signed by Governor Hull on May 3, 1999. Maricopa County will provide 50% of the funding using Federal Reimbursement Funds. medical examiner facility A new 40,000± square foot facility is planned to be located on the north half of the block, south of Jackson Street, bounded by 7th Avenue and 5th Avenue. It is currently proposed that this facility be part of a new parking structure that will serve the Medical Examiner, general parking and the new jail facility proposed to be located west of the existing Madison Street Jail. The City of Phoenix recommends the first floor of any new parking structure be reserved for commercial space. It is believed that the Medical Examiner’s office/laboratory space will satisfy this 122 maricopa county annual business strategies for 1999-2000 requirement. The Medical Examiner portion of this project is proposed to be funded by general funds. A Letter of Interest for this project has been advertised and four design teams have been selected to submit Request for Proposal information. Funds budgeted for FY 1999-00 will allow the design and construction documents to be prepared, construction bids received, selection of a general contractor and the start of construction late in that fiscal year. Funds to complete the construction in the following two years have been identified and will be reserved. downtown records storage The County has a need to acquire a warehouse building of approximately 70,000 square feet for records storage. This building will help relieve storage needs for the Clerk of the Court, schools and others. The project is budgeted for in FY 1999-00 and funds are reserved for FY 2000-01. downtown property acquisitions downtown parcels: This funding is budgeted for FY 1999-00 and reserved for FY 2000-01 to acquire real estate in downtown Phoenix within a reasonable distance to existing and future County property. public defender acquisition: This funding would be used to acquire a permanent facility—site yet to be determined--for the Public Defender in a county-owned building, rather than continuing to lease space. The advantages are that the space needs of the Public Defender could be better met in a building with the space specifically designed for this function and that the ongoing costs would only be for operation of the building. city of phoenix parcel: This half block acquisition located between 6th and 7th Avenues, south of Jefferson to the alley would be assembled with the county owned half block south of the alley now occupied by the county Medical Examiner. It is also a part of the four contiguous blocks that are envisioned as the “Super Block” that would be developed with a mixed use of government, retail, commercial and professional offices. downtown multi-purpose facility/justice court 50% The funding for this project is being split 50% general government and 50% jail tax funds. A facility is needed to train and prepare jail and security staff for the new jails projects. A building could be purchased for the training facilities as well as possibly co-locating the downtown justice courts. Funds from the FY 1999-00 budget will be used to retain a consultant to formally program the Maricopa County Sheriff’s Office (MCSO) Training Facilities needs and determine the amount of space needed. If it is decided it would be in the County’s best interest to purchase a building, funds would be used for the purchase and for the retention of design consultants to prepare design and construction documents and to bid and select a general contractor. It is anticipated that remodeling would continue into the following fiscal year. relocation of scottsdale justice courts The City of Scottsdale has notified the County that the facilities being used for the County’s Scottsdale Justice Court will not be available after December 11, 2000. It is proposed that the existing County-owned building, in the Scottsdale airport area, be added to and remodeled for the Scottsdale Justice Court. This is intended to be a temporary (5 to 10 years) facility. Funds from FY1999-00 budget will be used to retain consultants to obtain approvals; prepare design and construction documents; bid and start construction. It is projected that construction will not be complete until September or October of 2000. Funding to complete this project in FY 2000-01 is reserved. new administration building A new 500,000± square foot building is planned to house Board of Supervisor offices, conference/meeting rooms and auditorium; County administrative offices for various departments and other related space and services. The project is proposed to be located within the area bounded by 7th and 5th Avenues and Jefferson and Jackson Streets. General funds from FY 1999-00 will be used to organize a development and management team; issue LOI’s and RFP’s to select consultant services for management/coordination; do in-depth programming of various County Departments; prepare design studies and master plans of the area of interest; and select the design team to prepare the final design and construction documents. Funds for further development, bidding and construction 123 maricopa county annual business strategies for 1999-2000 in the following three fiscal years will be requested and are expected to require the issuance of a certificate of participation. new administration building parking As part of the proposed new administration building, additional parking will be required. Funds from FY 1999-00 will be used to select a consultant to work with the development team for the new administration building and prepare studies and make recommendations concerning the feasibility of adding space to the Jail/Medical Examiner’s parking structure or whether a separate structure should be provided. Funds to finalize design, bid and construct the facility in the following three years will be requested and are expected to require the issuance of a certificate of participation. multi-purpose building/mmc campus A new 250,000 to 300,000± square foot building and related parking garage is being proposed on the MIHS campus. The expansion will be funded by enterprise funds and general funds. Departments that are being considered for this building are the MIHS Financial Staff currently located in leased space; the Public Health Clinic and Administrative Offices currently located on East Roosevelt; Environmental Services currently located at Central and Roosevelt, Medical Eligibility Administration currently located in leased space and Human Services currently located at West Durango. Also under consideration is the possibility of a new Research Lab for MIHS in affiliation with the University of Arizona Medical School. A master plan of the MIHS Campus is currently being prepared. An LOI is currently being advertised for consultant services for programming for these departments. Funds from FY 1999-00 will be used to retain the programming consultant who will also make recommendations on the building occupancy and assist in the preparation of the scope of work and an RFP for the new building and parking structure. Funds for the completion of the project will need to come from the following two fiscal years and may require a certificate of participation. mesa justice court facility Through an IGA with the City of Mesa, this project will co-locate four existing East Valley Justice Courts into one building located in downtown Mesa. The project will be a three- or four-story building having 85,000 to 90,000 square feet. The Adult Probation group, currently occupying approximately 27,000 square feet, located at 245 N. Centennial Way, will relocate to this building. Environmental Service offices will also be located here. Through the IGA, the County will have access to an existing parking structure on the north side of the project. The City of Mesa currently owns the parking facility. During FY 1998-99 the Facilities Management Department completed the programming, issued an RFP, selected a design team and is now in the process of receiving BOS approval of their contract. Funds requested for FY 1999-00 will cover design and completion of construction documents, plans review, necessary permitting, and construction bidding and award of construction contract. However, in the tentative budget this project has moved to FY 2000-01, but could be undertaken in FY 1999-00 if either certificates of participation or detention funds were utilized. regional land acquisitions The acquisitions under consideration are two additional regional center sites to augment the three existing sites. The parcels would average about 40 acres each and be located in northeastern and north central Maricopa County. tempe co-located justice courts Approximately 5 acres are being sought for a co-located justice court facility in the Tempe/South Scottsdale area for up to four courts. The two existing Tempe courts would be joined by the Chandler court and a new precinct yet to be created. This project has been moved back one year to FY 2000-01, but could proceed in FY 1999-00 if either certificates of participation or detention funds were utilized. northeast and northwest co-located justice courts A co-located facility is planned for the North Scottsdale area, however at this time the number of courts and the specific area has not been determined. As an interim plan, the former Scottsdale State of Arizona Motor Vehicle 124 maricopa county annual business strategies for 1999-2000 Division office at 8202 E. Butherus will be remodeled as a justice court to house the Scottsdale Justice Court which has been evicted by the City of Scottsdale as of December 31, 2000. A second, similar co-located facility is planned for the northwest area. criminal justice facilities In addition to funding 50% of the Downtown Multi-purpose Facility/Justice Court described above, the voterapproved jail tax will fund the following: real property parcel at durango site This is approximately 62 acres of land located on the southwest quadrant of the Durango Complex, and is bordered on the south by Lower Buckeye Road and on the west by 35th Avenue. The Preliminary Durango Complex Master Plan, dated 5/10/99, prepared by the DLR Group for FMD suggests that future use of the land could include some of the following facilities: the new 1,865 bed adult jail complex complete with central services to support the entire adult and juvenile system (food factory, laundry, warehouse); a new MCSO Training Academy and a warehouse structure and surface and structured parking. A finalized master plan for this site may not occur during FY 1999-00. facility replacement As part of the new jails program, new juvenile detention facilities are proposed for the Durango Campus. New facilities and expansion area will necessitate the relocation of certain facilities. Funds from the FY 1999-00 budget will be used to retain consultants to prepare design and construction documents, bid, select a general contractor and start construction for the new facilities. adult and juvenile detention facilities The greatest majority of jail tax expenditures will be for adult jails and juvenile detention centers. A programmers’ report, which will identify jail projects by name and projected cost, is expected in June 1999. The Program Manager (Hunt/CRSSC) will further develop the cost estimates by project in September and these cost estimates should be accurate within 10%. Specific projects and costs will be detailed in the FY 2000-01 capital projects departmental summary five-year plan. other projects animal control facility The existing facility at the Durango Campus is out-dated and undersized. Funds from the FY 2000-01 budget will be used to retain consulting services to verify FMD initial programming, prepare design and construction documents, bid and select a general contractor and start construction. Funds from the following year would be used to complete construction and to relocate the Department. The new facility will be funded by existing Animal Control operating revenue through the issuance of a certificate of participation. department of transportation projects Fund allocations for specific department of transportation projects for the next two years are detailed in the FiveYear Department Summary which begins on the next page of this section. flood control district projects Fund allocations for specific flood district projects for the next five years are detailed in the Five-Year Department Summary which begins on the next page of this section. 125 maricopa county annual business strategies for 1999-2000 MARICOPA COUNTY GENERAL CAPITAL PROJECTS FUND FY 1999 – 00 Projected Beginning Capital Fund Balance 7/1/99 Transfer in from Gen. Gov. Appropr. Fund Balance Transfer in from Gen Gov (SCAAP Grant) Beginning Fund Balance Total Less: Total Year 1 Expenditures Projected Year 2 Beginning Balance: Five-Year Capital Plan General Government Less projects continuing and funded by cash: Spur Cross Ranch (SCAAP Funds) 3,750,000 Medical Examiner Facility 12,500,000 Downtown Records Storage 1,000,000 Downtown Property Acquisitions 2,300,000 Downtown Multi. Facility/Justice Court (50%) 750,000 Relocation of Scottsdale Justice Courts 300,000 20,600,000 Net for remaining projects: Amount $ 7,710,000 40,000,000 3,750,000 $ 51,460,000 $(27,989,000) $ 23,471,000 $(20,600,000) $ 2,871,000 MARICOPA COUNTY General Government Capital Projects FY 1999-00 Five-Year Plan $100,000,000 $90,550,000 $90,000,000 $80,000,000 $70,000,000 $60,000,000 $53,450,000 $50,000,000 $37,000,000 $40,000,000 $30,000,000 $27,989,000 $20,000,000 $10,000,000 $$FY 1999-00 FY 2000-01 FY 2001-02 FY 2002-03 FY 2003-04 126 maricopa county annual business strategies for 1999-2000 capital projects department summary CAPITAL PROJECTS DEPARTMENT SUMMARY - FIVE YEAR PLAN DEPARTMENT & PROJECT 1999-00 FISCAL YEAR 2001-02 2002-03 2000-01 2003-04 TOTAL GENERAL GOVERNMENT Funded: Juvenile 80-bed E x pans i o n 1,779,000 - - - 1,779,000 S pur Cross Ranch* 3,750,000 - 3,750,000 - - - 7,500,000 5,529,000 - 3,750,000 - - 9,279,000 6,500,000 13,500,000 Fund through Cash: Medical E x aminer F acility 1,000,000 6,000,000 - - Downtown R ecords S torage 6,000,000 1,000,000 - - - 7,000,000 Downtown Property Acquis i tions 8,600,000 2,300,000 - - - 10,900,000 Downtown Multi. F acility/Jus tice Court 50% 3,000,000 750,000 - - - 3,750,000 300,000 300,000 - - - 600,000 18,900,000 10,350,000 6,500,000 - - 35,750,000 2,500,000 9,000,000 30,000,000 20,000,000 500,000 6,400,000 8,000,000 8,000,000 560,000 11,200,000 16,800,000 - 28,560,000 3,560,000 26,600,000 54,800,000 28,000,000 - 112,960,000 9,000,000 3,000,000 - 13,000,000 R elocation of S cotts dale Jus tice Courts Fund through COP (after first year): New Administration Building New Administration Building Parking Multi-purpos e B uilding/MMC Campus - 61,500,000 22,900,000 - Funding to be Determined for F Y 2 0 0 0 - 0 1 : Mes a Justice Court F acility - 1,000,000 R egional L and Acquis i tions - 5,000,000 T empe Co-located Jus tice Courts - 3,500,000 5,500,000 Northwest Co-located Jus tice Courts - 3,500,000 Northeas t Co-located Jus tice Courts - 3,500,000 - 16,500,000 GENERAL GOVERNMENT TOTAL *S C A A P F u n d i n g - $ 27,989,000 $ 53,450,000 $ $ 3,000,000 $ 750,000 $ - 5,000,000 2,000,000 - 11,000,000 5,500,000 2,000,000 - 11,000,000 5,500,000 2,000,000 - 11,000,000 25,500,000 9,000,000 - 51,000,000 90,550,000 - $ 37,000,000 $ - $ 208,989,000 - $ 3,750,000 CRIMINAL JUSTICE FACILITIES DEPARTMENT Downtown Multi. F acility/S heriff T raining 50% - $ - $ R eal P r operty P arcel at Durango Jail S ite 3,000,000 - - - - F acility R eplacement 2,000,000 - - - - 2,000,000 - 332,728,139 Adult and Juvenile Detention F acilities CRIMINAL JUSTICE FACILITIES TOTAL 47,028,139 59,000,000 151,000,000 75,700,000 $ 151,000,000 $ 3,000,000 $ - $ 341,478,139 - $ - $ 22,440,000 - $ - $ 22,440,000 $ - $ - $ 10,000,000 $ - $ - $ 10,000,000 $ - $ - $ 803,000 $ 55,028,139 $ 59,750,000 Multi-purpos e B uilding/MMC Campus ( M I H S ) $ 440,000 $ 8,800,000 $ 13,200,000 $ MARICOPA INTEGRATED HS TOTAL $ 440,000 $ 8,800,000 $ 13,200,000 $ - $ 1,500,000 $ 8,500,000 - $ 1,500,000 $ 8,500,000 75,700,000 MARICOPA INTEGRATED HEALTH SYSTEM ANIMAL CONTROL SERVICES Animal Control F acility ANIMAL CONTROL SERVICES TOTAL $ DEPARTMENT OF TRANSPORTATION 16083 Center S treet (Whitman) 1 6 0 8 7 R ecker R d: Chandler H ts to 1/2 mi N $ 803,000 $ - $ - 117,000 - - - - 80,000 - - - - 80,000 1 6 0 9 2 M a i n S treet (Gila B end) 773,000 - - - - 773,000 16095 Queen Creek R d-P ower to Hawes 618,000 - - - 1,118,000 1 6 0 9 6 V a l V i s t a D r : R i g g s R d t o 1 /2 m i S 157,000 - - - - 157,000 16100 27th Avenue: T win Peaks to New R iver 249,000 - - - - 249,000 1 6 1 0 3 C a s t l e H o t S prings R d (E as t) 80,000 - - - - 80,000 16104 Airport R d Bridge @ R ID Canal 40,000 - - - 443,000 6,220,000 1 6 0 9 1 J o m a x R d - 155th Ave to 147th Ave 68227 Camelback R d-Litchfield R d to E l Mirage 500,000 403,000 6,220,000 117,000 - - - 68261 Bush Hwy-McKellips to McDowell IGA - - - - - - 68404 Warner Rd-Lindsay to Greenfield IGA - - - - - - 6 8 4 5 0 R iggs R d-I-10 to Price R d 139,000 6 8 4 6 7 M C D O T D urango F acilities Improvements 100,000 68718 Construction Management Consultants 150,000 68719 Previous Year's Projects 350,000 1,295,000 - - - 1,434,000 - - - 100,000 150,000 - - - 300,000 350,000 - - - 700,000 - 127 maricopa county annual business strategies for 1999-2000 capital projects department summary [continued] CAPITAL PROJECTS DEPARTMENT SUMMARY - FIVE YEAR PLAN DEPARTMENT & PROJECT 1999-00 FISCAL YEAR 2001-02 2002-03 2000-01 2003-04 TOTAL Department of Transportation [continued] 6 8 8 2 0 M C 8 5 @ Avondale W as h 117,000 120,000 - - - 68829 Utility Locating Annual Contract 100,000 100,000 - - - 200,000 68840 Estrella Interim Loop 303 (II) 4,960,000 4,001,000 - - - 8,961,000 68843 75th Avenue-Glendale to Olive 2,572,000 - - - - 2,572,000 68849 99th Avenue @ B os w e l l B l v d 336,000 - - - - 336,000 68850 99th Avenue @ B u r n s D r i v e 336,000 - - - - 336,000 68853 99th Avenue @ H utton Drive 336,000 - - - - 68872 CDAC Assistance Program 300,000 6 8 8 7 7 M C 8 5 @ E s trella P k w y 599,000 300,000 300,000 300,000 336,000 1,500,000 - - - 50,000 - - - 100,000 3,430,000 4,904,000 - - - 8,334,000 6 8 8 8 4 P r e l i m i n a r y E ngineering Contracts 600,000 600,000 - - - 1,200,000 68885 Archeological On-Call Consultants 100,000 100,000 - - - 200,000 68886 Geotechnical On-Call Consultants 100,000 100,000 - - - 200,000 6 8 8 8 7 S urveying On-Call Consultants 100,000 100,000 - - - 200,000 68888 General Civil On-Call Consultants 150,000 150,000 - - - 300,000 68889 Appraisal On-Call Consultants 100,000 100,000 - - - 200,000 68890 Warranted T raffic Improvements 200,000 200,000 - - - 400,000 2,812,000 361,000 - - - 3,173,000 68897 McDowell R d-Pima Fwy to Alma S chool 412,000 7,065,000 - - - 7,477,000 68902 Ellsworth Rd-University to McLellan 136,000 1,882,000 - - - 2,018,000 68906 Environmental On-call Consultants 50,000 50,000 - - - 100,000 6 8 9 0 7 H az-mat On-call Consultants 10,000 10,000 - - - 20,000 68908 Biological On-Call Consultants 10,000 10,000 - - - 20,000 - - - - 444,000 - 68883 Unallocated F orce Account 68895 Northeast Maintenance F acility 68911 Indian S prings R d-E s trella Pkw to 123rd 444,000 - 300,000 50,000 68881 Guadalupe R d: P ower to H awes I G A 599,000 6 8 9 1 3 5 1 s t A v e n u e : G R IC B oundary to B as eline 883,000 - - - 883,000 68914 Baseline Rd: 27th Avenue to 51st Avenue 1,679,000 8,452,000 - - - 10,131,000 68915 Northern Ave: 95th Avenue to Grand Ave 2,483,000 9,078,000 68918 Peoria Avenue Bridge @ New R iver 6 8 9 1 9 R ay R d: Lindsay to Greenfield IGA 6 8 9 2 1 S hea B lvd: 144th to P alis ades 6 8 9 2 3 H i g l e y R d: Olney to Guadalupe IGA 155,000 1,462,000 - 6 8 9 2 5 S hea B lvd: B eeline to 600 ft W 148,000 6 8 9 2 6 S outhern Avenue @ 27th Avenue 288,000 68927 Ellsworth Rd: Germann to Baseline 166,000 6 8 9 2 8 R ecker R d-Adobe to E vergreen 384,000 68929 Elliot Rd: Val Vista to Greenfield IGA 6 8 9 3 1 A l m a S chool R d: McLellan to McK ellips 68932 107th Avenue: R os e Garden to Jomax - - - - 11,561,000 - - - - 155,000 - - - - - - - - - 1,462,000 - - - - - - - - - 148,000 220,000 - - - 508,000 965,000 - - - 1,131,000 - - - - 384,000 - - - - - - - - 2,060,000 1,063,000 63,000 1,997,000 907,000 156,000 - - - 5,000 - - - - 5,000 10,000 - - - 10,000 68935 Carefree Hwy @ Cave Creek W as h 24,000 - - - - 24,000 6 8 9 3 6 D e e r V a l l e y D r @ 189th Ave/S cour 355,000 - - - - 355,000 6 8 9 3 3 M C 8 5 @ Agua F ria 6 8 9 3 4 O l d U S 8 0 @ H a s s ayampa R iver 68937 Indian S chool R d at Agua F ria R iver - - - - - - - - - - 258,000 - - - - 260,000 - - - 200,000 - - - 4,767,000 - - 400,000 - - 392,000 - - 1,162,000 - - - 632,000 - - - 2,520,000 6 8 9 3 8 T uthill R d @ Gila R iver/S cour 258,000 6 8 9 3 9 R i t t e n h o u s e R d @ Queen Creek W as h /S cour 260,000 68942 Delineation On-Call Consultant 100,000 100,000 1,329,000 3,438,000 68944 Guadalupe R d: H awes to Meridian IGA 200,000 200,000 - 6 8 9 4 6 H awes R d: S of Queen Creek to R ittenhous e 392,000 - - 1,162,000 - - 632,000 - 2,520,000 - 68943 51st Avenue: Broadway to B as eline 68947 Estrella Pkwy: MC 85 to Yuma 68949 McQueen R d: Queen Creek to P ecos 68950 Estrella Pkwy: Yuma to McDowell 6 8 9 5 1 5 1 s t A v e n u e B r i d g e @ S alt R iver 6 8 9 5 2 T homas R d: 99th Avenue to 91st Ave IGA 68953 Litchfield R d: B ell to Grand IGA 6 8 9 5 4 B u s h H w y @ S alt R iver (B lue P oint) 6 8 9 5 5 V a l V i s t a D r : R ay to W arner IGA Payment 128 237,000 13,890,000 113,000 1,843,000 - - - 13,890,000 - - - 1,956,000 96,000 - - - - 96,000 850,000 - - - - 850,000 - - - - - - maricopa county annual business strategies for 1999-2000 capital projects department summary [continued] CAPITAL PROJECTS DEPARTMENT SUMMARY - FIVE YEAR PLAN DEPARTMENT & PROJECT 1999-00 FISCAL YEAR 2001-02 2002-03 2000-01 2003-04 TOTAL Department of Transportation [continued] 11,000 10,000 - - - 21,000 68957 Gilbert R d: McDowell R d to S R 8 7 68956 Gilbert R d: W illiams F i eld R d to R ay R d 651,000 1,951,000 - - - 2,602,000 68958 91st Avenue: Deer Valley Dr to W illiam R d 202,000 420,000 - - - 622,000 6 8 9 5 9 M C 8 5 : E s trella Pkwy to Litchfield R d 123,000 308,000 - - - 431,000 68960 MC 85: Cotton Lane to E s trella P k w y 242,000 270,000 - - - 512,000 68961 87th Ave Channel-Deer Valley to W illiams 33,000 2,000 - - - 35,000 68962 Queen Creek R d B r i dge at E as tern Canal 24,000 15,000 - - - 39,000 5,000 5,000 - - - 10,000 68965 Loop 303: McDowell to T homas 182,000 80,000 - - - 262,000 68966 Queen Creek R d: AZ Ave to McQun 140,000 - - - 140,000 68967 Bartlett Lake R d: Cave Creek to Hors es hoe 440,000 490,000 - - - 930,000 68969 Power Rd: Guadalupe to B as eline 264,000 368,000 - - - 632,000 - - - 70,000 - - - 290,000 - - - 200,000 - - - 3,060,000 6 8 9 6 3 R ay R d Channel-T uthill R d to Airport R d 6 8 9 7 1 R iggs R d @ Alma S chool Inters ection - 70,000 68972 83rd Ave.: Northern to Olive - 240,000 68973 115th Ave: MC85 to McDowell 50,000 200,000 68974 99th Ave: McDowell to Glendale - 1,060,000 2,000,000 6 8 9 7 5 C h a n d l e r H t s R d B r i dge @ E as tern 27,000 - - - - 27,000 6 8 9 7 6 P o w e r R d B r i d g e @ Queen Creek 50,000 - - - - 50,000 - - - - - - - - 396,000 68977 Cave Creek Landfill T rf S ta Acces s - 68982 Deer Valley R d B r i dge @ New R iver 270,000 126,000 68983 Gilbert R d: P ecos to W illiams F ield 77000 - - - - 77,000 6 8 9 8 4 5 1 s t A v e T ruck R t: Dusty Lane to S a 77000 - - - - 77,000 68985 Williams Field Rd: Gilbert to Lindsay 83000 - - - - 83,000 77,000 - - - - 77,000 68987 Ocotilla: E OM to P alo Verde 80000 - - - - 80,000 68988 Ocotillo R d: B as h a to AZ Ave 83000 - - - - 83,000 250000 - - - - 250,000 68986 75th Ave: MC 85 to Van B u r e n 6 8 9 8 9 I T S F easibility S tudy 6 8 9 9 0 5 1 s t A v e : S anta Cruz to S t John 12000 98000 - - - 110,000 6 8 9 9 1 W i l l i a m s F i e l d @ H igley 39000 - - - - 39,000 - - - - 28,000 495,000 - - - 550,000 6 8 9 9 2 S outhern Ave @ 99th Ave 28,000 68993 El Mirage: Bell to Beardsley 55,000 68994 Cactus R d: 91st Ave to 89th Ave 12,000 58,000 - - - 70,000 68995 El Mirage: Beardsley to Loop 303 88,000 792,000 - - - 880,000 6 8 9 9 6 T homps on R d: H unt H wy to S an T an - - - - - - 6 8 9 9 7 L i n d s a y R d: W illiams F ield to R ay R d - - - - - - 6 8 9 9 8 R iggs R d: AZ Ave to Gilbert R d - - - - - - 68999 Guadalupe R d: Greenfield to Higley - - - - - - - - - 380,000 69005 Grand Avenue Overpass 69006 Patton R d wes t of Grand Ave 6 9 0 1 0 R .O.W . In-F ill R oad S ys tem 270,000 110,000 70,000 180,000 2,000,000 6 9 5 0 1 M c K e l l i p s R d B r i d g e @ S alt R iver 69998 Project R es erve 8 0 4 0 8 A l m a S chool N B r i dge Grade Control - 950,000 200,000 2,000,000 1,876,000 33,000 3,680,000 - - - 250,000 - - - 2,000,000 - - 2,212,000 - 3,197,000 - - P r ojected B r i dge E nhancement - - 4,000 256,000 P r ojected L ocal R oad Network E nhancement - - 15,000 441,000 P r ojected Primary R oad Network E nhancement - 27,007,000 P r ojected S econdary R oad Network E nhancement - - 2,676,000 P r ojected B r i dge Cons truction - - P r ojected Primary R oad Network Cons truction - - P r ojected S econdary R oad Network Cons truction - - 300,000 - 1,150,000 1,840,000 11,125,000 - 3,713,000 - 260,000 600,000 1,056,000 26,597,000 530,000 54,134,000 4,312,000 2,845,000 9,833,000 - 6,262,000 6,262,000 - 4,500,000 4,800,000 - 4,650,000 4,650,000 22,086,000 P r ojected S y s tem S upport - - 7,389,000 7,488,000 7,209,000 T AB Opportunity R es erve - - 1,000,000 1,000,000 1,000,000 3,000,000 P r ogram R es erve - - 23,000,000 23,000,000 TRANSPORTATION TOTAL $ 69,568,000 $ 62,934,000 $ 40,903,000 $ 43,591,000 $ 52,736,000 $ 269,732,000 129 maricopa county annual business strategies for 1999-2000 capital projects department summary [continued] CAPITAL PROJECTS DEPARTMENT SUMMARY - FIVE YEAR PLAN DEPARTMENT & PROJECT 1999-00 FISCAL YEAR 2001-02 2002-03 2000-01 2003-04 TOTAL FLOOD CONTROL DISTRICT 580 Az Canal Diversion Channel Area Drainage $ 027 City of S cotts dale 121 East Maricopa F loodway 442 East Mesa Area Drainage Master Plan 0 1 7 F l o o d W arning S ys tem 630 Foothills ADMP 6 7 0 F o u n t a i n H i l l s Area Drainage Mas ter P l a n $ 5,000,000 $ 6,600,000 8,500,000 760,000 4,600,000 4,600,000 10,668,000 7,000,000 2,300,000 30,485,000 21,000 20,000 20,000 20,000 20,000 1,460,000 2,700,000 - 450 Glendale/P eoria Area Drainage Mas ter P l a n 10,734,000 5,200,000 - 1,040,000 1,500,000 - 938,000 - 1,535,000 2,037,000 - - 21,000 - 1 2 4 R io S alado 830,000 5 9 0 S catter W as h Channel - 6 8 0 U pper Indian B end W ash Area Drainage 19,000 4 7 0 W h i t e T anks Area Drainage Master Plan 7,448,000 Project Contingency $ GRAND TOTAL $ 217,680,139 64,655,000 17,354,000 2,540,000 1,300,000 4,700,000 7,138,000 6,800,000 4,000,000 2,100,000 16,472,000 500,000 500,000 - 101,000 4,500,000 10,880,000 5,800,000 4,400,000 - - - - - - - - - - 2,114,000 1,938,000 700,000 55,338,000 $ 241,772,000 - - - 72,000 - - - 10,913,000 75,000 7,200,000 10,300,000 5,100,000 5,100,000 45,070,000 $ 349,223,000 - - $ - - - 1,835,000 11,030,000 - 2,100,000 $ - 200,000 - 4,806,000 11,062,000 FLOOD CONTROL DISTRICT TOTAL 16,262,000 4,255,000 - 78,000 - 2,349,000 - 1,535,000 - 606,000 1,420,000 - 590,000 72,000 0 3 5 T own of Guadalupe - 20,000 1,238,000 0 0 2 S tormwater Monitoring 700,000 4,160,000 20,000 4 0 0 S kunk Creek/New R iver 6,107,000 101,000 - 20,000 2,114,000 1 1 7 S outh Phoenix Drainage Improvements - 20,000 3 6 2 S kunk Creek Channelization 1 0 8 S os s aman Channel 14,137,000 12,456,000 9,835,000 - 480 Queen Creek Area Drainage Mas ter P l a n $ 500,000 650,000 1 2 0 P V , S cotts dale, P hx (F lood W arning S y s ) - 5,980,000 10,000,000 1 0 3 O l d C r o s s Cut Canal $ 208,000 999,000 620 Maryvale Area Drainage Master P lan - 5,370,000 6,262,000 491 Higley Area Drainage Mas ter P l a n $ - 490 Gilbert/Chandler Area Drainage Mas ter P l a n 460 Greenway Prkway Channel (E F r k C ave Crk) 130 637,000 5,856,000 153,000 375,000 3,081,000 12,000,000 29,519,000 - - 19,483,000 - 11,062,000 38,790,000 $ 31,115,000 $ $ 195,081,000 $ 83,851,000 $ 1,087,607,139 $ 234,968,000 maricopa county final budget for 1999-2000 Strategies 2000 debt service debt management policy introduction to debt The purpose of this Debt Management Plan is to give the residents of Maricopa County an overview of the debt position of their County. Debt has a significant impact on the well-being of the community. If the principles of debt financing are misapplied, the results can be costly and future residents may have to pay higher tax bills for these mistakes. A debt plan should provide information needed to maintain the balance between established limits of the debt program, and provide information needed to enable the County to respond to unforeseen circumstances and opportunities. Decisions regarding the use of debt are based in part on the long-term needs of the County and the amount of equity (cash) dedicated in a given fiscal year to capital outlay. The purposes of the County debt plan are to: u Set the parameters for issuing debt, u Manage the debt portfolio, and u Provide guidance to decision makers regarding the issuance of debt. Provisions of the debt plan must be compatible with the County’s goals pertaining to the capital program and budget, the financial plan, and the operating budget. A debt plan should strike an appropriate balance between establishing limits on the debt program and providing sufficient flexibility to enable the County to respond to unforeseen circumstances and new opportunities that may benefit it. This document is not intended to review the County’s total financial position. It is a study of the County’s debt position, as growth in the County could result in an increased need for capital financing. Prudent debt policies promote sound credit quality. A disciplined, systematic approach to debt management should allow the County to enhance its’ credit ratings. funding There are many sources of funding, depending on the type of debt to be incurred and the length of time for repayment. Short-term debt is defined as debt maturing not later than one year after the date of its issuance. There are basically three reasons for using short-term debt: u A vehicle to deal with temporary cash flow difficulties, or u To handle unexpected costs resulting from natural emergencies u In anticipation of issuing a long-term bond for capital financing. The County should evaluate all potential funding sources before considering which method of financing may be the most appropriate. Sources of funding may include: current revenues and fund balances; intergovernmental grants from federal, state or other sources; state revolving funds or loan pools; private sector contributions through impact fees or public/private partnerships; and leasing. pay-as-you-go financing This method means that capital projects are paid for from the government's current revenue base. The County does not issue bonds and does not have to repay the borrowings over time. There are several advantages to this method. For example, pay-as-you-go financing will save the amount of interest which otherwise would be paid on bonds issued to finance the program. The government is not encumbered by as much debt service when economic conditions deteriorate due to normal business cycles. 131 maricopa county annual business strategies for 1999-2000 Since contributions can be reduced in a given budget year, pay-as-you-go contributions provide greater budgetary flexibility than does a debt issue. The jurisdiction's long-term debt capacity is preserved for the future. Finally, lower debt ratios may have a positive effect upon the jurisdiction's credit rating. Relying on current revenues to finance capital improvements also presents several disadvantages. Exclusive reliance upon pay-as-you-go funds for capital improvements means that existing residents are obliged to pay for improvements that will benefit new residents who relocate to the area after the expenditure is made. If the jurisdiction is forced to finance the expenditure within a single budget, the large capital outlay required for some projects may result in an onerous tax burden. The County must be careful to ensure that the use of current revenues for capital projects does not diminish its availability to respond to emergencies. grants Government grants stem from a variety of sources, but the majority of grant revenues for capital projects come from the federal and state governments. Often they require a County matching contribution. Most grants require an application from the County, identifying specific improvements or equipment that will be purchased with the grant money. short-term borrowing (notes) Tax Anticipation Notes (TANs) are notes issued in anticipation of the collection of taxes, as referenced in the Arizona Revised Statutes (ARS), Title 35, Chapter 3, Article 3.1. They provide operating moneys to meet regular payroll and other operating expenses. During the fiscal year when tax payments are received, sufficient sums are used to retire the note. The County retires tax anticipation debt annually. The timing of the note sale, the note's due date and repayment of funds, are all components of cash flow and cash management analysis. Lines and Letters of Credit - Where their use is judged by the Chief Financial Officer to be prudent and advantageous to the County, the County has the power to enter into agreements with commercial banks or other financial entities for purposes of acquiring lines or letters of credit. Any agreement with financial institutions for the acquisition of lines or letters of credit shall be approved by the Board of Supervisors. general obligation (go) Bond security is the taxing power of the state or local government, as referenced in the ARS, Title 35, Chapter 3, Article 3, §35-451 through §35-461 for new GO bonds and Title 35, Chapter 3, Article 4 for refunding bonds. An issuer selling a GO bond secured by its full faith and credit attaches to that issue its broadest pledge. This makes the security of these bonds very high. The full faith and credit backing of a GO bond includes the pledge of all general revenues, unless specifically limited, as well as, the legal means to raise tax rates to cover debt service. The public entity is authorized to levy property taxes or to draw from other unrestricted revenue streams such as sales or income taxes to pay the bond's principal and interest. Interest rates on these bonds are generally lowest of any public securities due to this superior security. Prior to issuance, Arizona GO bonds must have a majority vote approval from the residents of the County, city or municipality issuing the bonds. revenue bonds Revenue bonds are long-term debt instruments retired by specific dedicated revenues, often revenues generated by a project funded out of debt proceeds. Revenue bonds are designed to be self-supporting through user fees or other special earmarked receipts. The general taxing powers of the jurisdiction are not pledged. The debt created through the issuance of revenue bonds is to be repaid by the earnings from the operations of a revenue producing enterprise, from special taxes, or from contract leases or rental agreements. County revenue bonds do not burden the constitutional or statutory debt limitation placed on the County because they are not backed by the full faith and credit of the issuer. The underlying security is the only revenue stream pledged to pay the bond principal and interest. certificates of participation (cop) Certificates of Participation represent proportionate interests in semiannual lease payments. Participation’s in the lease are sold in the capital markets. The County’s obligation to make lease payments are subject to annual appropriations being made by the County for that purpose. Rating agencies typically give COP issues a grade below that of General Obligation Bonds. Arizona Revised Statute, Title 11, Chapter 1, Article 4, §11-251, 132 maricopa county annual business strategies for 1999-2000 Paragraph 46, provides for a maximum repayment term may be twenty five years for the purchase or improvement of real property. lease purchase Lease Purchase financing provides long-term financing through a lease (with a mandatory purchase provision). This method does not constitute indebtedness under a state or local government's constitutional debt limit and does not require voter approval. In a lease-purchase transaction, the asset being financed can include new capital asset needs or assets under existing lease agreements. special assessment bonds Special Assessment Bonds are issued to districts that are within a legally designated geographic area located within the County which, through the consent of the affected property owners, pay for basic infrastructure and public improvements to the area through a supplemental assessment. This financing approach achieves the objective of tying the repayment of debt to those property owners who most directly benefit from the improvements financed. taxable alternatives These can be placed in two categories: taxable municipal debt and developer financing encouraged by the municipality. The taxable municipal market was developed as a consequence of the negative impact of the Tax Reform Act of 1986. This eliminated the tax-exempt market as an alternative for many municipal financing needs. The issuance of industrial development bonds commonly used by municipalities to encourage economic development within their boundaries was the area most dramatically affected. These obligations have been used to finance infrastructure for private developers or build municipal facilities which are not deemed to be necessary for an essential public purpose. The County would issue taxable debt which would be used to develop County services designed to benefit a developer's project. The yield on these obligations is closely tied to Treasury obligations with a comparable average life. It is more expensive debt than would be attainable in the tax-exempt market. debt limit The Arizona Constitution, Article 9, Section 8, states that County indebtedness may not exceed six percent of the value of the County’s taxable property ascertained by the last assessment. However, with voter approval, the County may become indebted for an amount not to exceed fifteen percent of such taxable property. The following table represents the outstanding general obligation indebtedness with respect to its constitutional general obligation debt limit, as of June 30, 1998. 1997-98 Constitutional General Obligation Bonding Capacity Maricopa County, Arizona 1997-98 Secondary Assessed Valuation $ 15,723,498,194 15% of Secondary Assessed Valuation Less: GO Bonded Debt Outstanding Plus: GO Debt Service Fund Balance Unused Fifteen Percent Borrowing Capacity $ 2,358,524,730 (119,045,000) 1,212,057 2,240,691,787 $ rating agencies Moody's Investors Service, Standard and Poor's Corporation, and Fitch Investor Service are the three major rating agencies, rating municipal debt. The rating agencies provide a rating assessment of credit worthiness for Maricopa County. There are five primary factors that comprise their ratings: u Economic conditions - stability of trends, and u Debt-history of County - debt and debt position, and u Government/administration - organizational structure of the County, and 133 maricopa county annual business strategies for 1999-2000 u Financial performance - current financial status and the history of financial reports, and u Debt Management – debt policies, including long-term planning. Each of the rating companies has its own method of assigning a rating on the ability and willingness of a borrower to repay in full and on time. Credit ratings issued by these agencies are a major factor in determining the cost of borrowed funds in the municipal bond market. Issuers must pay a fee for the opportunity to have one or more rating agencies rate the proposed debt issuance. The following shows how the ratings reflect creditworthiness, ranging from very strong securities to speculative and default situations. Examples of the rating systems are: BOND RATINGS Explanation of corporate/municipal bond ratings Premium quality High quality Medium quality Medium grade, lower quality Predominately speculative Speculative, low grade Poor to default Highest speculation Lowest quality, no interest In default, in arrears Questionable value RATING AGENCIES Fitch Moody’s AAA AA A BBB BB B CCC CC C DDD DD D Aaa Aa A Baa Ba B Caa Ca C Standard & Poor’s AAA AA A BBB BB B CCC CC C DDD DD D NOTE: Fitch and Standard & Poor’s may use “+” or “-“ to modify ratings while Moody’s may use numerical modifiers such as 1 (highest), 2, or 3. history of debt rating Maricopa County received a ratings upgrade from Moody’s Investors Service in 1998. Moody’s Investors Service Press Release dated November 6, 1998, states that the bond upgrade “reflects the significant improvement in the county’s financial position, due in large part to the elimination of General Fund support of the county’s health care system. The A1 rating also reflects the county’s large and diverse economic base, which continues to experience significant growth, and the county’s low debt position.” The following table illustrates a history of the County’s various debt ratings. Type of Debt General Obligation Stadium District Revenue Bonds Moody's Date Rating Assigned Standard & Poor's Date Rating Assigned Aa Aa-1 Aa A A-2 A-1 12/6/72 8/21/81 7/26/93 6/13/94 3/17/97 11/6/98 AA A A+ 6/2/76 5/27/94 4/11/97 Aaa (1) AAA (1) (1) All bonds are insured, no underlying rating. ratio analysis Rating analysts compare direct net debt to the population in order to measure the size or magnitude of the County’s debt. This ratio is referred to as the Direct Net Debt Per Capita Ratio. The same ratio is applied to all 134 maricopa county annual business strategies for 1999-2000 debt within the County that includes School Districts, Cities and Towns, and Special Districts. This ratio is referred to as the Overall Net Debt Per Capita Ratio. The taxable value of the County is a measure of the County’s wealth. It also reflects the capacity of the County’s ability to service current and future debt. The ratio of Direct Net Debt as a percentage of Full Value (FV) Property, also demonstrated, is the comparison of direct net debt to the County’s taxable value. The same ratio is applied to all debt within the County and is referred to as the Overall Net Debt as a percentage of Full Value Property. The ratios outlined are all compared to Moody’s Investor Service for Counties of comparable size. In addition, the Full Value Property Per Capita and the Debt Burden ratios are represented. An explanation of how each ratio is calculated is represented in the notes at the bottom of the page. There are an infinite number of ratios that could be calculated to measure the County’s debt burden. This analysis focuses on commonly used ratios instead of creating customized ones. DIRECT AND OVERALL NET DEBT MARICOPA COUNTY, ARIZONA Audited 6/30/97 $137,215,000 (1,712,018) Audited 6/30/98 $119,045,000 (1,212,057) Projected 6/30/99 $99,910,000 0 Projected 6/30/00 $79,595,000 0 9,596,021 24,853,992 $169,952,995 4,604,868,822 $4,774,821,817 17,684,054 23,998,943 $159,515,940 5,247,768,953 $5,407,284,893 13,707,839 20,667,686 $134,285,525 5,510,157,401 $5,644,442,926 10,583,335 17,222,209 $107,400,544 5,785,665,271 $5,893,065,815 2,634,625 $107,933,711 2,720,575 $120,276,555 2,788,589 $122,682,086 2,858,304 $125,135,728 $64.51 $520.00 12.41% $58.63 $520.00 11.28% $48.15 $520.00 9.26% $37.57 $520.00 7.23% Overall Net Debt Per Capita Moody’s Median Overall Net Debt Per Capita Overall Net Debt as a % of Moody’s Median $1,812.33 $1,733.00 $1,987.55 $1,733.00 $2,024.12 $1,733.00 $2,061.73 $1,733.00 104.57% 114.69% 116.80% 118.97% Direct Net Debt As Percentage Of Full Value Property Moody’s Median Net Direct Debt As % Of Full Value Property .1575% .1326% .1094% .0858% 1.00% 1.00% 1.00% 1.00% Overall Net Debt As % Of FV Property Moody’s Median Overall Net Debt As % Of FV Property 4.42% 3.00% 4.49% 3.00% 4.60% 3.00% 4.78% 3.00% $40,967.39 $44,209.98 $43,994.32 $43,779.71 4.42% 4.50% 4.60% 4.71% OUTSTANDING DEBT General Obligation Less: Amount avail. for Retirement of General Obligation Debt Capital Lease - General Long Term Debt Account Group (GLTDAC) Certificate of Participation (GLTDAC) Direct Net Debt Overlapping Debt (1) Overall Net Debt Population Estimate (2) Full Value of Taxable Property (3) Ratios (5) Direct Net Debt Per Capita Moody's Median Direct Net Debt (4) Direct Net Debt as a % of Moody's Median FV Property Per Capita Debt Burden Notes: 1) 2) 3) 4) 5) Projected overlapping debt was based on a 5% increase for 1999 and 2000. Source: Arizona Department of Economic Security. Projection for 1999 and 2000 was based on a conservative 2.50% growth rate. Taxable Property Estimates: 1998 provided by the Assessor’s Office; 1999 and 2000 based on 2% estimated annual growth; amounts are in billions (000’s omitted). All ratios referencing Moody’s Median are provided by “1997 Moody’s Investors Service Medians Selected Indicators of Municipal Performance.” Summary of Debt Ratios: Direct net debt per capita = Direct net debt/Population Overall net debt per capita = Overall net debt/Population Direct net debt as a percentage of full value property (FV) = Direct net debt/FV property Overall net debt a percentage of FV property = Overall net debt/FV property FV property per capita = FV property/Population Debt burden = Overall net debt per capita/FV property per capita 135 maricopa county annual business strategies for 1999-2000 The following sections contain information on the obligations of the County by debt type. general obligation bonds The General Obligation Bonds are direct obligations of the County and are payable from ad valorem taxes levied against all of the taxable property within the County. Taxes may be levied on all taxable property within the County without limitation as to rate, but are limited to statutory provisions to an amount which shall not exceed the total aggregate principal and interest requirements becoming due on the General Obligation Bonds from the date of issuance to the stated maturity of the General Obligation Bonds. General Obligation Bonds payable at June 30, 1999, are represented below. Description 1986 Bond Issue Series D (1993) 1992 Refunding Bond Issue First Series 1992 Second Series 1992 1994 Refunding Bond Issue 94A Tax Exempt 1995 Refunding Bond Issue Amount of Issue Interest Rate Maturity Dates Outstanding at June 30, 1999 25,575,000 4.500-7.500 7-1-99/04 24,000,000 68,500,000 67,500,000 4.000-7.000 6.250 7-1-92/03 7-1-94/03 7,275,000 58,700,000 9,220,000 17,320,000 $ 188,115,000 4.500-7.500 4.500-5.000 7-1-96/02 7-1-96/02 3,295,000 6,640,000 99,910,000 $ stadium district bonds The Stadium District was formed through action of the Maricopa County Board of Supervisors in September 1991 pursuant to Title 48, Chapter 26, Arizona Revised Statutes. The Stadium District has two purposes: u To construct and oversee the operation and maintenance of a new major league baseball stadium, and enhance and promote major league baseball spring training in the County through the development of new, and the improvement of, existing baseball training facilities. u To accomplish this purpose, the Stadium District possesses the statutory authority to issue special obligation bonds to provide financial assistance for the development and improvement of baseball training facilities located within the County. Nine major league baseball teams hold spring training in the County as part of the Cactus League: California Angels, Chicago Cubs, Chicago White Sox, Colorado Rockies, Milwaukee Brewers, Oakland Athletics, San Diego Padres, San Francisco Giants, and Seattle Mariners. The Stadium District Revenue Bonds are special obligations of the District. The bonds are payable solely from pledged revenues, consisting of car rental surcharges levied and collected by the District pursuant to ARS, Title 48, Chapter 26, Article 2, §48-4234. Under the statute, the District may set the surcharge at $2.50 on each lease or rental of a motor vehicle licensed for hire, for less than one year, and designed to carry fewer than 15 passengers, regardless of whether such vehicle is licensed in the State of Arizona. The District Board of Directors initially levied a surcharge at a rate of $1.50 beginning in January 1992. The District Board of Directors increased the surcharge to $2.50, the maximum amount permitted by statute, in January 1993. The bonds do not constitute a debt or a pledge of the faith or credit of Maricopa County, the State of Arizona, or any other political subdivision. The payment of the bonds is enforceable solely out of the pledged revenues and no owner shall have any right to compel any exercise of taxing power of the District, except for surcharges. To provide additional clarification to the Stadium District’s Second Subordinate Debt, the following describes the Mesa Municipal Development Corporation Series 1996B and the Capital Appreciation Net Revenue Bonds, Series 1997. second subordinate debt On April 1, 1996, the City of Mesa Municipal Development Corporation issued $10,000,000 of Revenue Bonds Series 1996B on behalf of the Stadium District. Pursuant to the terms of an IGA with the City of Mesa, the Stadium District will, as certain specified revenues become available in the future, repay the City of Mesa an amount equal to the debt service associated with the Series 1996B Bonds, plus certain expenses relating thereto. 136 maricopa county annual business strategies for 1999-2000 The bonds are secured solely by the City of Mesa’s obligation to make payments under the lease and its pledge of excise taxes to secure such obligation. The bonds are re-marketed by their re-marketing agent at an annual interest rate necessary to market such bonds at prices equal to 100% of the principal amounts thereof, which is not to exceed 15%. On March 10, 1997, the Stadium District issued $10,000,000 in Second Subordinate Capital Appreciation Net Revenue Bonds to assist in the construction of the City of Phoenix Maryvale Baseball Park for use by the Milwaukee Brewers. The bonds mature October 15, 2035. Pursuant to terms of the agreement, the Stadium District will, as certain specified revenues become available in the future, prepay the bonds. Stadium District revenue bonds payable at June 30, 1999, for the outstanding Stadium District revenue bonds and Second Subordinate Bonds outstanding are represented as follows: Amount of Description Issue Series 1993A $ 10,640,000 Series 1993B 4,870,000 Peoria Sports Complex, Series 1993A 24,160,000 Series 1996 9,110,000 $ 48,780,000 Description Second Subordinate Obligation Mesa Municipal Development Corporation Series 1996B Amount of Issue $10,000,000 $10,000,000 Interest Rate 3.90 - 5.50 3.70 - 4.75 4.50 - 7.70 5.00 - 5.75 Maturity Dates 7-1-96/13 7-1-96/03 7-1-94/13 7-1-97/16 Outstanding at June 30, 1999 $ 10,400,000 2,640,000 20,230,000 8,795,000 $ 42,065,000 Interest Rate Maturity Dates Outstanding at June 30, 1999 Max 15% 10-15-97/16 $10,000,000 $10,000,000 The principal and interest on the Second Subordinate Capital Appreciation Net Revenue Bonds, to assist in the construction of the City of Phoenix Maryvale Baseball Park for use by the Milwaukee Brewers has been excluded from the above schedule. assessment districts A Special Assessment District (Improvement District) process begins with the circulation of a petition. The petition must be signed by either a majority of the persons owning real property or by the owners of fifty-one percent or more of the real property within the limits of the proposed district. With the approval of the petition by the Board of Supervisors, a new improvement district is established. With the Board of Supervisors acting as the Board of Directors for each district, approval of an engineer, and the approval of plans, specifications and cost estimate soon follow. Each of these early phases of the improvement district process contain regulations for public notification through posting of the property, publication in the local newspaper, and the set up of a protest period. Once the Board approves the awarding of the bid, construction follows. Since the residents pay these improvements, an assessment is levied against each property owner. Depending on the type of improvement, some assessments are carried on the property tax roll, while others are collected through the Improvement District Office. If the property owners are unable to prepay the improvement assessment within 30 days after the completion of the work, bonds are sold for the balance of the construction amount. The bonds are collateralized by properties within the district. The receivable is held by the Improvement District, and billed on a semi-annual basis. In cases of a delinquent payment of an assessment, the lien including penalty and interest may be sold at a public auction. If there is no purchaser for the lien, the District (not the County) will assume as a general obligation the amount of the assessment and interest accruing thereon. 137 maricopa county annual business strategies for 1999-2000 The following table illustrates the assessment bonds payable at June 30, 1999. Description 5th Avenue Inland Pecos-McQueen Fairview Lane 158th Street Boulder Grand View Manor East Fairview Lane Queen Creek Water White Fence Farms 104th Place Central Avenue Billings Street Amount of Issue 54,909 289,383 1,506,000 59,379 73,587 48,813 274,888 60,657 301,960 185,810 83,236 301,905 14,004 $3,254,531 Interest Rate 9.00 9.00 8.30 9.00 9.00 9.00 9.00 9.00 4.87 9.00 9.00 9.00 9.00 Maturity Dates 1-1-91/00 1-1-91/00 1-1-89/03 1-1-97/06 1-1-93/02 1-1-93/02 1-1-96/05 1-1-98/07 1-1-98/18 1-1-98/07 1-1-99/07 1-1-99/09 1-1-99/08 Outstanding at June 30, 1999 243.90 10,856.53 18,629.58 22,925.26 6,997.50 5,573.73 58,275.33 34,026.41 285,345.83 94,286.67 58,905.54 274,474.41 11,092.98 $881,633.67 housing bonds Housing bonds are due annually in varying principal and interest amounts, and are payable from federal government subsidies. Housing bonds payable at June 30, 1999, consisted of the outstanding bonds set forth below. Amount of Issue Description AZ 9-6 $ 369,787 Interest Rate 3.875% Maturity Dates 11-1-67/05 Outstanding at June 30, 1999 $110,089 The County’s Debt Service Funds account for debt service on all general obligation bond issues, special assessment, Housing and Stadium District bonds. Principal and interest on the debt to maturity are as follows. Fiscal Year 1999-00 2000-01 2001-02 2002-03 2003-2004 After 2003 Less Interest 138 General Obligation 25,950,275 25,941,675 22,160,035 21,515,750 20,975,000 $ 116,542,735 (16,632,735) $ 99,910,000 Special Assessment 185,870 121,916 119,285 121,297 110,134 620,206 $ 1,278,708 (397,074) $ 881,634 $ $ Housing Authority 18,107 17,560 19,781 16,356 18,578 35,186 125,568 (15,478) 110,089 Stadium Stadium District District Second Subordinate 4,365,520 1,500,000 4,357,155 1,500,000 4,345,682 1,500,000 4,346,105 1,500,000 4,347,300 1,500,000 46,147,718 26,590,000 $ 67,909,480 $ 34,090,000 (25,844,480) (24,090,000) $ 42,065,000 $ 10,000,000 Total Debt Service 32,019,772 31,938,306 28,144,783 27,499,508 26,951,012 73,393,109 $ 219,946,490 (66,979,767) $ 152,966,723 maricopa county annual business strategies for 1999-2000 debt issuance policies administration of policy Debt should be entered into as a result of careful planning. Planning includes determining the goals of debt issuance and developing guidelines to follow in the management and issuance of debt. The County Administrative Officer is the Chief Executive of the County and ultimately responsible for administration of County financial policies. The Board of Supervisors are responsible for the approval of any form of County borrowing. The Chief Financial Officer coordinates the administration and issuance of debt, as designated by the County Administrative Officer. The Chief Financial Officer is also responsible for attestation of disclosure and other bond related documents. References to the "County Administrative Officer or his designee" in bond documents are hereinafter assumed to assign the Chief Financial Officer as the "designee" for administration of this policy. initial review and communication of intent All borrowing requests shall be communicated to and coordinated by the Chief Financial Officer during the annual budget process and/or as a part of a Capital Improvement Program request. Opportunities for refunding shall originate with or be communicated to the Chief Financial Officer. Justification and requested size of the bond issue must be presented as well as the proposed timing of the bond issue. The Chief Financial Officer will evaluate each debt proposal comparing it with other competing interests within the County. All requests will be considered in accordance with the County’s overall adopted priorities. The Chief Financial Officer will coordinate the issuance of all debt including size of issuance, debt structuring, repayment sources and determination of mix (e.g. debt financing versus pay-as-you-go), and method of sale. method of sale Debt issues of the County may be sold by competitive, negotiated, or private placement sale methods unless otherwise limited by state law. The selected method of sale will be the option which is expected to result in the lowest cost and most favorable terms given the financial structure used, market conditions, and prior experience. competitive sale The County will use the competitive sale method unless there are compelling reasons which indicate that a negotiated sale or private placement would have a more favorable result due to prevailing conditions in the market, a financing structure which requires special pre-marketing efforts, or factors are present that are expected to result in an insufficient number of competitive bids. negotiated sale When determined appropriate, the County may elect to sell its debt obligations through a negotiated sale. Such determination may be made on an issue by issue basis, for a series of issues, or for part or all of a specific financing program. use of bond insurance (credit enhancement) This is an insurance policy purchased by an issuer or an underwriter for either an entire issue or specific maturities. It will guarantee the payment of principal and interest, which in turn provides a higher credit rating and thus a lower borrowing cost for an issuer. The County shall seek to use credit enhancement when it proves cost effective and selection of the credit enhancement providers shall be subject to a competitive bid process. Credit enhancement may be used to improve or establish a credit rating, even if it is not cost effective if, in the opinion of the Chief Financial Officer, the credit enhancement meets the County’s debt financing goals and objectives. 139 maricopa county annual business strategies for 1999-2000 arbitrage rebate Arbitrage is defined as the practice of simultaneously buying and selling an item in different markets in order to profit from a spread in prices or yields resulting from market conditions. Arbitrage profits are made by selling tax-exempt bonds and investing the proceeds in higher-yielding taxable securities, when referencing municipal bonds. Municipal issuers are allowed to make arbitrage profits under certain, restricted conditions. The sale of tax-exempt bonds primarily for the purpose of making arbitrage profits is prohibited by Section 103(c) of the Internal Revenue Code. The Debt Management Division of the Department of Finance shall establish a system of record keeping and reporting to meet the arbitrage rebate compliance requirements of the federal tax code. This will include tracking investment earnings on bond proceeds, using outside experts to assist in calculating rebate payments, preparing returns, and making payments in a timely manner in order to preserve the tax exempt status of the County’s outstanding debt issues. Additionally, general financial reporting and certification requirements embodied in bond covenants will be monitored to ensure that all covenants are met. selection of professional services The Chief Financial Officer shall be responsible for establishing a solicitation and selection process for securing professional services that are required to develop and implement the County’s debt program. Goals of the solicitation and selection process shall include encouraging participation from qualified service providers, both local and national, and securing services at competitive prices. bond counsel To render opinions on the validity, enforceability and tax exempt status of the debt and related legal matters, and to prepare the necessary resolutions, agreements and other documents. financial advisor To advise and assist on the structuring, rating, and issuance of debt. Competitive proposals will be taken periodically for services to be provided over a period of one year with annual renewal options. Other professional services will be retained, when required, including managing underwriters, credit agencies, escrow agent, trustee, printers, and other. These services will be procured when in the best interest of the County by a competitive selection process. continuing disclosure of county financial information Annual financial statements and other pertinent credit information, including the Comprehensive Annual Financial Report ("CAFR"), will be provided by the County upon request. A copy of the CAFR can be downloaded from the Maricopa County home page at: http://www.maricopa.gov/finance. All material that has a pertinent bearing on County finances will be provided to the agencies that maintain a rating on County securities. The Chief Financial Officer shall be responsible for providing ongoing disclosure information to established national information repositories and for maintaining compliance with disclosure standards dictated by state and national regulatory bodies. 140 maricopa county annual business strategies for 1999-2000 Copies of official statements for future issuance’s of its bonds will be available through the following recognized municipal repositories: 1. Bloomberg Municipal Repositories P.O. Box 840 Princeton, NJ 08542-0840 Phone: (609) 279-3225 Fax: (609) 279-5962 Internet: Munis@Bloomberg.com 2. DPC Data Inc. One Executive Drive Fort Lee, NJ 07024 Phone: (201) 346-0701 Fax: (201) 947-0107 Internet: nrmsir@dpcdata.com 3. Thomson NRMSIR Attn: Municipal Disclosure 395 Hudson Street, 3rd Floor New York, NY 10014 Phone: (212) 807-5001 or (800) 689-8466 Fax: (212) 989-2078 Internet: Disclosure@Muller.com .4. Kenny Information Systems, Inc. 65 Broadway - 16th Floor New York, NY 10006 Attn: Kenny Repository Service Phone: (212) 770-4595 Fax: (212) 797-7994 The Securities and Exchange Commission released final "continuing disclosure" rules (the "Rules") for municipal bond issues on November 10, 1994 (amended existing Rule 15c2-12). The Rules, which in general were effective on July 3, 1995, impact nearly every issuer of municipal securities. The stated purpose of the Rules is to deter fraud and manipulation in the municipal securities market by prohibiting the underwriting and subsequent recommendation of securities for which adequate information is not available. No underwriter can purchase or sell bonds in an offering of more than $1,000,000 after July 3, 1995, unless it has reasonably determined that an issuer has undertaken to provide to the following public information repositories on a continuing basis both annual financial information and notices of specified material events affecting the issuer or its securities. This is applicable unless an exemption applies. The County intends to fully comply with the new "continuing disclosure" rules. conduit securities This is a bond issued by a state or local government to finance a project for use by a third party. The money is usually loaned to a private enterprise or nonprofit corporation for its own uses. Whether it is a unit of government or a private enterprise, payment of principal and interest depends upon the financial performance of the ultimate borrower. The term "conduit" refers to the fact that the issuing party undertakes no commitment to pay or guarantee the timely payment of debt service. Securities are called "private activity" bonds when the credit of a private company or non-profit corporation is offered as the principal source of security for bondholders. The County may sponsor conduit financing for those activities that have a general public purpose and are consistent with the County’s overall service and policy objectives. In the event of default by the conduit borrower, the County shall obtain a clear opinion that it shall not be liable for the payment of principal and interest. The conduit borrower will purchase insurance or a letter of credit in the County’s name to protect taxpayers in the event of default, if no such opinion can be obtained. All conduit financing must insulate the County completely from any credit risk or expenditure. prior redemption Bonds issued by the County should be callable no later than ten years from the date of issuance unless it is in the County’s best interest to have a longer call date or no prior redemption. With each issuance of bonds, the County, or its financial advisor, should assess market conditions to determine if a more aggressive (shorter) call can be obtained without significant impact on the bond interest rate. The County should consider prepaying or decreasing outstanding debt when there are available resources and it is economically beneficial. use of long-term debt Long-Term debt issued by the County will be used for capital improvements that cannot be funded with non-debt funds, and long-term debt will not be used for operations. 141 maricopa county annual business strategies for 1999-2000 maturity structures Principal payment schedules should not extend beyond the economic life of the project or equipment financed. Unless there are compelling factors which make it necessary to extend the term, the repayment of principal on tax supported debt should generally range between 15 and 30 years. The structure of debt issued by the County should be to provide for either level principal or level debt service. Principal and interest will be scheduled to be within the revenues available for debt service. Except in select instances, deferring the repayment of principal should be avoided. It would be appropriate where it will take a period of time before project revenues are sufficient to pay debt service, or if the deferral of principal allows the County to achieve combined level debt service with other outstanding bonds. refunding This is the underwriting of a new bond issue whose proceeds are used to redeem an outstanding issue. The following describes key definitions: advance refunding A debt management technique used by governments to refinance outstanding debt that is not callable within 90 days of the delivery date of the refunding bonds. New bonds, known as the "refunding bonds”, are issued and the bond proceeds are invested in securities that are placed into an escrow account. The principal and interest earned on the escrow are sufficient to pay debt service on outstanding bonds (the "refunded bonds”) as it comes due until the refunded bonds are called and retired. The County will consider refunding outstanding debt in order to: u Achieve interest rate savings, and/or u Restructure principal, and/or u Eliminate burdensome covenants with bondholders. Federal Tax reform has significantly restricted the ability of tax-exempt issuers to advance refund outstanding debt. Governmental or 501(c)(3) bonds issued after 1985 may not be advance refunded with tax-exempt bonds more than once. Governments must carefully weigh the benefits and opportunity costs, including the possibility that a more advantageous advance refunding can be done in the future. As a general guideline, an advance refunding should produce a net present value savings (net of all issuance costs and any cash contribution to the refunding) as a percentage of the refunding bonds of at least three percent unless the advance refunding is being done for reasons other than or in addition to economic savings. current refunding The duration of the escrow is 90 days or less. savings The manner in which savings are realized (up front or on an annual basis) should be determined based upon the overall needs of the County. In most instances, up front savings will be used to fund new capital purposes while annual savings will be used to reduce ongoing revenue or appropriation requirements. Refundings involving a restructuring of principal will be considered if there is no adverse affect on the credit rating, or if the County can achieve a more favorable matching of revenues to debt service payments. Restructuring principal will seek to minimize the amount of refunding debt to be issued. Therefore, savings should be sufficient to offset the reduced future refunding flexibility. Refundings undertaken to respond to a change of legal covenants should determine any economic effect to the County as measured by the present value of savings inclusive of cash contributions and debt reserve earnings. 142 maricopa county annual business strategies for 1999-2000 investment of proceeds Proceeds of debt issues will be invested in accordance with state law and legal requirements of the debt issue. Investments will be managed to maximize interest earned, subject to legal covenants, liquidity requirements, and tax law limitations. rating agency relationships The Chief Financial Officer shall be responsible for maintaining relationships with the rating agencies that currently assign ratings to the County’s various debt obligations. This effort shall include providing periodic updates on the County’s general financial condition along with coordinating meetings and presentations in conjunction with a new debt issuance. use of rating agencies The Chief Financial Officer shall be responsible for determining whether or not a rating shall be requested on a particular financing, and which of the major rating agencies shall be asked to provide such a rating. bond closings All bond closings shall be held in Maricopa County unless an out of state closing is able to be combined with other County business or circumstances dictate otherwise. 143 maricopa county annual business strategies for 1999-2000 u THIS PAGE INTENTIONALLY LEFT BLANK t 144 maricopa county annual business strategies for 1999-2000 Strategies 2000 county at a glance profile Maricopa County is the fastest growing county in the nation with a population of over 2.8 million. Created in 1871 the County is named after the Maricopa Indian Tribe that is known to have inhabited the area as early as 1775. Today, Indian Reservations make-up 4% of total land ownership while individuals and corporations own 30% leaving the remaining 66% government owned land. 132 Miles 9,124 Square Miles of Land 98 Square Miles of Water FASTEST GROWING COUNTY IN THE NATION MARICOPA COUNTY Although Maricopa County is Arizona's largest local government, it operates without powers of self-government. Accordingly, the State Legislature represents a key external factor whose actions greatly influence County finances and operations in five major areas: 1. State shared revenues; 2. State budget; 3. Tax law changes; 4. Mandates; and 5. County powers. Maricopa County is the largest of 15 counties in the State of Arizona. A County Administrative Officer, appointed by the Board of Supervisors, is responsible for the administration of the County Government. The State Capital and County seat are located in Phoenix. National Basketball Association Men's (NBA) & (WNBA) Women’s Phoenix Mercury Maricopa County boasts 17 Universities and Colleges, and 10 Community Colleges. It has 13 major airports. The County is home to many professional sports, including those presented on the chart at right. Examples of other professional sports and events include arena football, indoor soccer, roller hockey and thoroughbred and greyhound racing. College fans can enjoy inter-collegiate athletics also. There are golf tournaments sanctioned by Professional Golf Association, Ladies Professional Golf Association and the Senior Professional Golf Association, such as the Phoenix Open. Maricopa County is home to the Phoenix International Raceway Indy and Sprint car racing and the NASCAR Winston Cup race. Maricopa County owns several baseball stadiums, including the Bank One Ballpark, BOB, the only stadium in the country with a retractable roof, and home to the major league baseball team, the Arizona Diamondbacks. Phoenix Suns 103 Miles 100,000 Acre Park System The County’s boundaries have not changed since 1881. The County measures 132 miles from east to west and 103 miles from north to south. Within the boundaries are 9,124 square miles of land and 98 square miles of water, making it the 14th largest county in the United States. Maricopa County is larger than seven states (New Hampshire, Hawaii, Massachusetts, New Jersey, Connecticut, Delaware, Rhode Island) and the District of Columbia. It is also home to the nation’s largest parks system measuring over 100,000 acres. National Hockey League Phoenix Coyotes National Football League Major League Baseball Arizona Diamondbacks MARICOPA COUNTY HOME OF MAJOR LEAGUE PROFESSIONAL SPORTS The spring training baseball parks located within the 145 maricopa county annual business strategies for 1999-2000 boundaries of Maricopa County provide the majority of the Major League Spring Training games for Arizona’s Cactus League. Teams include Chicago Cubs, Milwaukee Brewers, San Francisco Giants, Anaheim Angels, Seattle Mariners, San Diego Padres, and Oakland A’s. economy According to a special report by Newsweek magazine (March 29, 1999) Maricopa County (described as the Phoenix metropolitan area) is predicted to be the nation’s second fastest-growing job market, forecasting an estimated 1.5 million jobs in the first 25 years of the 21st Century. The Elliott D. Pollack & Company forecasts through fiscal year-end 2004 predict: • Maricopa County’s population will increase by another 380,000 people. • Maricopa County employment will increase by more than 225,000 people. • More than 130,000 single-family homes will be built. • More than 35,000 apartment units will be constructed. Clearly Maricopa County’s robust economy continues to expand, albeit at a slower rate of growth. The County’s outlook remains positive and growth appears to cover all aspects of the economy. Maricopa County has been a well-established growth area for virtually the entire 20th century. For the past 3 decades the area has been one of the most rapidly growing counties in the country in terms of population, employment and personal income. Maricopa County’s main economic sectors include services, trade and manufacturing. According to a survey by the Travel Industry Association of America, Arizona is ranked 5th in the top 10 destinations for winter Maricopa County vacations. Employment Mix Mining Mining 0.1% 0.1% Services Services 31.0% 31.0% Transportation, Transportation, Communication, Communication, Public PublicUtilities Utilities 5.3% 5.3% Trade Trade 24.3% 24.3% Government Government 11.8% 11.8% Construction Construction 7.5% 7.5% Office Space Finance, Finance, Insurance, Insurance, Real RealEstate Estate 8.3% 8.3% Manufacturing Manufacturing 11.6% 11.6% Tourism Computer Chips Historically, during periods of national economic expansion, Maricopa County’s economy has grown much more rapidly than the rest of the United States. During short national recessions, the County has continued to grow. It takes a prolonged national recession for the area to experience employment declines. The phenomenon where one sector of the economy has pulled an entire area into recession has occurred in many metro areas across the nation, but has not occurred in Maricopa County. The diversity of the employment mix is the primary reason why one sector alone has not caused the County’s economy as a whole to deteriorate as rapidly as other areas of the U.S. during recessions. Maricopa County has been successful in attracting high-tech manufacturing employment. Computer World (March 22, 1999 edition) named Maricopa County (Phoenix metro area) one of the nation’s top hiring locations for information technology jobs. 146 maricopa county annual business strategies for 1999-2000 The 1990’s showed above average growth for the County’s economy. According to the Arizona Department of Economic Security the predicted employment growth rate over the 10-year period between 1996 and 2006 shows an average employment growth of 3.7% annually. According to the Arizona Growth Report1, during the 1998 calendar year, Maricopa County experienced 111 company expansions made up of 48 new companies and 63 expansions of existing companies. These companies created approximately 16,327 new jobs, generated $633.5 million in new capital investment representing occupancy of 5.3 million square feet. The County’s civilian labor force and employment continue to expand at notably healthy rates and toward new record highs, while the number of unemployed remains well below national and state levels. MARICOPA COUNTY’S Nu mb er of Em plo ye es LARGEST EMPLOYERS State of Arizona - 21,600 Motorola, Inc. - 20,000 City of Phoenix - 11,964 Maricopa County - 11,396 U.S. Postal Service - 10,173 Mesa Public Schools - 9,737 Intel Corporation - 9,200 Luke Airforce Base - 8,475 American Express Co. - 8,000 AlliedSignal - 8,000 Honeywell - 7,510 Samaritan Health System - 7,489 America West Airlines - 7,359 population % % .8 .5 2 2.0% 2 2 2 .4 .5 % % % .7 2 3 2,000 % .3 .1 3 % 3 3 .3 .7 % % Maricopa County's population as of January 1, 1999 was 2,838,000 and has increased by 51,000 to 2,889,000 as of June 30, 1999. The projected population for January 1, 2000 of 2,910,000 is shown on the chart below. Maricopa County is the 5th most populous county of approximately 3,050 counties in the nation. It has a population that is greater than that of 17 states according to the 1990 census. Maricopa County is growing faster than any other county in the country, and has been doing so every year since the 1990 national census, according to the Population Trend U.S. Bureau of the Census. Maricopa County 1995 - 2002 Interestingly, it’s not retirees or foreign Source: Arizona State University immigrants who have pushed Maricopa County into first place. On the contrary, Population % Change it’s the under-65 crowd from other states 4,000 4.0% - particularly from the Midwest and California. Maricopa County’s growth 3,000 3.0% reflects a national trend of population shifts to the Sunbelt states. According to the Arizona Department of Economic Security, Maricopa County gained 81,339 people from July 1, 1997, 0 0.0% to July 1, 1998. In the eight years since the beginning of the 1990s, the County’s population grew more than 25 percent, from 2.1 million to 2.8 million. Maricopa *Forecast Source: Elliott D. Pollack & Co. County’s population grew 3.1 percent, during 1998 while the state’s population increased more slowly, at 2.7 percent. 8 0 * 4 0 0 2 0 0 3 * 3 3 ,2 ,1 1 4 4 ,0 3 2 0 0 2 * 2 * 2 2 0 0 1 * 0 0 0 2 5 2 ,9 ,9 2 ,8 2 9 9 9 1 8 1 8 3 8 8 9 9 1 1 9 9 7 2 2 ,7 ,6 4 6 1 7 ,5 2 6 9 9 1 0 1.0% 5 1,000 1 Produced by the Communications Division of the Arizona Department of Commerce, the report provides the above information regarding business expansions in Maricopa County based upon the following criteria: capital investment of $25,000 or more, creation of five or more jobs, or occupancy of at least 2,00 square feet. Hence, complete economic development activity is not provided. 147 maricopa county annual business strategies for 1999-2000 As shown on the chart at right, during FY 1998-99, Maricopa County comprised 60% of Arizona’s population, while Pima County made up 17% and the balance of the state, the remaining 13 counties, were 23%. By 2050 Maricopa County is expected to make up 65% of the state’s total population. Remaining Maricopa 13 Counties County 23% 60% Pima County 17% Population, because of continued employment growth, is expected to record continued growth over the next few years. After population growth of 3.1% in FY 1997-98 and 2.8% in FY 1998-99, the forecast is for another 2.7% in FY 1999-00, which translates into about 151,000 more people in the County by the end of the first fiscal year in the new millennium. Population growth rates in Maricopa County contain three components, i.e., a greater number of births than deaths and migration. Maricopa County’s birth rate is more than twice its death rate. Between 1990 and 1998 there were 350,148 children born in the county and 153,438 people died. Maricopa County Components of Population Change (000’s) 150 120 90 60 30 The age composition of a community is very important to local governments. An aging population may affect both the revenue and expenditure profile of the area. In general, the age mix of the population in Maricopa County reflects state and national averages. Compared to the U.S., Maricopa County has a lower percentage of people over 50 years of age and a similar percentage 65 years and older. The big difference falls in the 20 to 34 and 35 to 49 year old categories. Maricopa County has a higher percentage of people who are in those categories. * '0 8 * FY '0 7 * FY '0 6 * Births FY '0 5 * FY '0 4 * FY '0 3 * Net Migration FY '0 2 * FY '0 1 * FY '0 0 * 9 FY '9 FY FY '9 8 0 Deaths The Aging of Maricopa County Forecast Calendar Year 1999 5-19 Years 23% 20-34 Years 22% 0-4 Years 7% 65+ Years 13% Consistent with the rest of the country, 35-49 Years Maricopa County is aging. Through 2005, 22% persons between the ages of 45 and 65 50-64 Years will account for the bulk of the growth in 13% population. Aging populations may affect revenues because the income of senior citizens is often in the form of social security and pension payments, which might not change at the same rate as the general economy, and older people may spend less money than younger persons. 148 maricopa county annual business strategies for 1999-2000 employment Maricopa County makes up 70% of the state’s employment base. The mix of employment is probably as well diversified as any county its size in the country. While the County may be under-weighted in manufacturing, a much higher percentage of the area’s manufacturing is in high technology-related manufacturing, such as computers, components, aerospace and scientific instrumentation. High-tech employment represented 45% of the total Countywide manufacturing employment during 19982 versus 14.3% nationwide. On a percentage basis, the current expansion is not as strong as previous expansions. Yet in terms of absolute employment growth, this expansion has created more jobs than any previous expansion in the County’s history. This is because the base of employment is now much larger than in previous cycles. Overall, after growth of 7.0% in FY 199697, 6.3% in FY 1997-98, and 5.6% in FY 1998-99, the forecast for employment calls for an increase of 4.1% for FY 199900 and 3.8% in FY 2000-01. The wage and salary trend, as shown at left, continues to expand, albeit at a slower rate. Maricopa County Economic Trends* Wage & Salary Employment Growth 7.6% 8% Wage & Salary Employment Trend 7.0% 6.2% 6.3% 6% 5.6% 4.5% 4.1% 3.80% 4% 2% 0% /9 4 /9 5 /9 6 /9 7 /9 8 /9 9 0* 1* 2 8% 4. 9% 4. 6% 4% 5. 5. 1% 9% 6. 5% 6. 7. 6. 8% 6% 3% 5. 5. 2% 5% 5. 6. 7. 7. 2% /0 7. 5% 6% 00 FY 9. 9. 6% 7. 7. /0 10% United States 8% 6% Maricopa County 6% 2. 0% 7% 3. 3. 4% 3. 7% 0% 4. 6. 5. 4% 9% 4. 4% 4. 3% 4. 1% 5. 2% 5. 5. 6% 1% 5. 9% 3. 1% 7. 9% 7. 5. 9% 4% Maricopa County Trend 1998 1997 1996 1995 1994 1993 1992 1991 1990 1989 1988 1987 1986 1985 1984 1983 1982 2% 1980 Maricopa County’s unemployment rate has generally been consistently below the state and national average. As of March 1999, the unemployment rate for Maricopa County was 2.7%, compared to 4.3% and 4.7% for Arizona and the United States, respectively. The chart at right compares unemployment rates and trends for Maricopa County and the United States. Maricopa County’s unemployment rate remains consistently below that of the nations. 99 FY 7% 98 FY 1% 97 FY 5. 96 FY 1981 95 FY 1% 94 FY 0% The economic base of the area is so well diversified that one sector of the *Source: U.S. Bureau Of Labor Statistics & Arizona Department of Economic Security economy can rarely pull the whole economy into a recession. Over the past two decades there have only been three years of declines in employment, and in two of those three years the job loss was only about one-half of one percent. In 17 of the last 20 years, a period that has included Unemployment Rate Trends four national recessions, job 1980 - 1998 growth has been positive, usually Source: U.S. Department of Labor, Bureau of Labor Statistic averaging two to two and oneand Arizona Department of Economic Security half times the national average. 93 FY United States Trend Source: Arizona Department of Economic Security and the U.S. Department of Labor Statistics. Data through third quarter 1998. 149 maricopa county annual business strategies for 1999-2000 retail sales Retail Growth Comparison Maricopa County Vs. State of Arizona Arizona Retail sales increased 10.5% in FY 1995-96, 6.2% in FY 1996-97, 8.3% in FY 1997-98, 7.5% in FY 1998-99, 5.5% in FY1999-00 and should increase 5.0% in 2000 and 5.0% in 2001. Maricopa County retail sales continue to expand at a greater rate than that of Arizona as a whole. Maricopa County’s retail sales represent nearly 70% of total retail sales in the state. FY 98-99* FY 99-00* FY 00-01* The retail sales long-term forecast for Maricopa County continues to be positive, as provided on the chart at left. Source: Arizona Department of Revenue Forecasts: Elliott D. Pollack & Company Maricopa County 12.0% 9.0% 6.0% 3.0% 0.0% FY 95-96 FY 96-97 FY 97-98 Maricopa County Arizona 10.5% 6.2% 8.3% 7.5% 5.5% 5.0% 7.4% 5.5% 7.5% 6.8% 5.0% 4.0% construction and real estate market Total building permits issued Countywide and in the unincorporated areas of Maricopa County are shown at right. Building remains strong although at a slower rate of growth. Maricopa County Building Permits Issued Unincorporated Areas Vs. Countywide Unincorporated Areas Countywide 34 ,0 36 43 ,2 29 ,0 65 40,000 35 35 39 ,1 ,0 27 50 50,000 22 ,2 02 30,000 00 10 ,0 7 9, 07 3 06 9, 81 8, 2 39 10,000 7, 49 5 4 20,000 8, A combination of low interest rates and strong job and population growth has lead to housing permits near record levels. Single family housing permits in Maricopa County continue to be strong but the absolute number of permits is expected to moderate this year. In 1997, there were 29,109 single-family units permitted with the highest level ever of 33,811 in 1998. Single family housing permits are estimated to decline to 30,569 in 1999 and 28,248 in 2000. This was an increase of 3.5% over 1996 and 16.2% over 1997. It is likely that we have seen the peak in the current cycle. 0 FY 93-94 FY 94-95 FY 95-96 FY 96-97 FY 97-98 FY 98-99 The median price of single-family3 homes in Maricopa County continues to increase. Median resale home prices peaked at $107,000 in 1997 and $115,000 in 1998. The median price of new single family homes peaked at 3 150 Source: Phoenix Metropolitan Housing Study. maricopa county annual business strategies for 1999-2000 $135,462 in 1997 versus $140,088 in 1998. Average median single-family home prices increased 4.5% between 1997 and 1998. Multi-family housing was hit harder by the last recession than single family, and permits declined annually from 1984 to 1991. The recovery in multi-family housing is now under way. There were 7,799 units permitted in 1997, slightly less than the 8,533 permitted the prior year, and 7.877 units permitted in 1998. The office market continues to recover quickly. 1996 was the first year since 1991 that new office construction took place. In 1997, about 750,000 square feet were added to the market, while 1.3 million square feet were absorbed. Thus, vacancy rates at year-end 1997 were 7.5% compared to 9.1% a year earlier. Vacancy rates peaked in 1986 at just over 30% and declined to 6.6% in 1998. Almost 2.0 million square feet are expected to come on stream in 1999. Absorption will be slightly lower. It appears that Maricopa County is past the bottom in vacancy rates and that new supply will be equal to or greater than absorption from this point forward in this cycle. The retail market has shown improvement. As of year-end 1998 the aggregate vacancy rate for retail space was 8.8%, an improvement over the prior year of 9.4%. However, there is a broad range of vacancy rates within the various types of retail centers. The average vacancy rate for power centers was 6.8%; for strip malls 11%; neighborhood malls 9.6%, and for regional malls, 12.4%. Given the rapid growth in single family housing, demand for retail space should remain strong. The industrial space market experienced healthy absorption in the last five years. Indeed, absorption outpaced new supply from 1992 through 1996. In 1997, about 8.1 million square feet of new industrial buildings were built, while only 5.3 million square feet were absorbed. This pushed the vacancy rate up slightly to 7.0% for year-end 1997 and 7.1% for year-end 1998. Industrial construction is expected to remain strong. Stability has returned yet, vacancy rates are probably past the low point of the cycle. Vacancy rates in virtually every sector throughout the metropolitan area are at low levels. This suggests that a high level of commercial construction will continue. True to laws of supply and demand, average prices per square foot of commercial real estate sectors have increased significantly since the trough of the early 1990’s. health care long term care The vehicle used to provide long-term care to the indigent population of Maricopa County is the Arizona Long Term Care System (ALTCS). As the proportion of the population greater than 65 grows this problem is expected to escalate. As of March, 1999, 9,027 or 56% of the 16,232 Statewide ALTCS elderly and physically disabled population reside in Maricopa County. As demonstrated on the chart at right, 55% of Maricopa County’s ALTCS enrollees reside in nursing homes, 45% in home and community settings, 77% are over 65 years of age, and 87% have Medicare. 45% of ALTCS Clients Reside in Home & Community Based Settings 55% of ALTCS Clients Reside in Institutional Settings (Primarily Nursing Homes) Maricopa County ALTCS Statistics* Elderly & Physically Disabled Lifestyles *March 1999 151 maricopa county annual business strategies for 1999-2000 Case management is used to ensure that ALTCS members obtain necessary services that are appropriate and cost-effective, irrespective of their indigent status. The case management process identifies, plans, obtains and monitors medical, medically related social services and mental health services for ALTCS eligible individuals. One objective of case management is to provide quality care in less restrictive settings over time. This requires a shift from institutional care to home and community based settings. Institutional Settings 8 58 2, 2, 1, Number of Clients 71 6 08 2 2,500 1, 27 8 2,000 1,500 2 35 19 40 15 80 5 500 39 22 51 8 7 1,000 The need for personal assistance with everyday activities increases with age. On average, nationally, 9% of the population between the ages of 65 and 70 are in need of some longterm assistance with everyday activities. es ni t lU io ra lU av B eh tia ni ts r) 3 to de ri ng e D (O em n en e Ve nt C la ila ss 2 1 om H om an N W ur si ng H ur si ng H om e C la ss ed la B C e N ur si ng si ur N ng H om > al ri io av id The table below provides the average annual statewide ALTCS membership by age. As evidenced, 49% of statewide ALTCS clients are over the age of 65. H R om ss s I & 16 e om e ar C eh tB lt du R en A TB r te C g in H iv lL tia en id N C er st Fo lt du es en ar e s ar C ce vi nt er da S A ith A tt en ve iti rt po W up e om H ith e W e 0 S ALTCS Settings Home & Community Vs. Institutional Home & Community Settings 3,000 The chart at left compares the number of ALTCS clients in home and community based settings to those in institutional settings. AVERAGE ANNUAL STATEWIDE ALTCS MEMBERSHIP BY AGE Age Range Percent ALTCS Clients 0-18 Years 19-64 Years 65-79 Years 80-84 Years 85+ Years 22% 29% 19% 10% 20% criminal justice sheriff’s office4 The Maricopa County Sheriff's Office provides patrol and response to all criminal activity in the unincorporated areas of Maricopa County and cities that contract with the Office for service 24hours per day, 365-days per year. During FY 1998-99 the Sheriff’s Office received a total of 83,300 calls for service, or 228 calls for service daily. Maricopa County Sheriff’s Office Calls For Service Annually Percent Change + 2.0% +5.5% +4.0% 90,000 60,000 30,000 0 Maricopa County houses the 4th largest FY 1999-00 FY 1996-97 FY 1997-98 FY 1998-99 jail system operated by a sheriff in the Proj. United States today and maintains the 74,500 75,990 80,130 83,300 Calls for Service only full-scale jail operation in the County. Seven of the eight facilities currently in use were built prior to 1985. The population of accused criminals in Maricopa County has increased by nearly 4 152 Sources of information include Maricopa County Sheriff’s Office and Arizona Department of Public Safety “Crime In Arizona”. maricopa county annual business strategies for 1999-2000 10% each year over the past 17 years. Today, approximately 7,100 adult inmates are housed in jails that have a capacity for 5,300, and 360 juveniles are held in detention facilities designed for 277. Over 50% of all arrests in Arizona occur in Maricopa County. Adults make up 95% of Maricopa County’s inmate population, while juveniles comprise 5%. Overcrowding has led to the removal of maximum-security inmates to a medium security facility due to a lack of single person cells. Maricopa County’s detention rates are on par with other regions in the United Maricopa County States. This includes a growing trend in which jail bookings exceed releases. Average Daily Jail Population To meet these growing needs, time and resources are devoted toward strengthening crime prevention efforts and fulfilling the demands of a growing Percent Change + 9.1% +1.5% +3.3% inmate population through jail facilities 8,000 expansion approved by the taxpayers in FY 1998-99. Some innovations 6,000 instituted include: 1. Shortening of court processing time to disposition, 4,000 which will decrease the length of stay in jail, 2. Holding certain court 2,000 proceedings via video, 3. Use of pretrial and sentencing options in the 0 FY 1999-00 adult and juvenile systems, including FY 1996-97 FY 1997-98 FY 1998-99 Proj. home detention, electronic monitoring, 6,240 6,804 6,900 7,125 Adult Population probation, pretrial release with community supervision, 4. Use of tents to house convicted non-violent male and female inmates who are sentenced to county jail time, thus freeing “hard beds” for unsentenced and more dangerous inmates, 5. Modifying inmate menus, participating in the donated food program and establishing the cook chill food-processing system, reducing the cost per meal to $0.40, 6. Men and women on chain gangs, 7. A volunteer posse of 2,500 trained men and women from the community helping to keep the county free from crime.. Yet there is still a severe shortage of detention beds. During 1999 the County’s average daily jail population totaled 6,900. As expected, minors, 18 years of age or younger, comprised the smallest portion of detainees. Over the last ten years, the 18 to 25 year old inmate population has decreased by 14%, the 26 to 30 year olds decreased by 17%, the 31 to 40 year old detainees increased 14% and the over 40 category increased 30% over the same period. This trend increases other mandated detention services such as correctional health services. Average Daily Adult Jail Population 7,138 7,100 7,039 7,028 6,997 7,059 7,045 7,050 6,959 6,900 6,810 6,700 6,605 6,614 6,558 6,500 6,533 6,397 6,300 Apr-99 Mar-99 Feb-99 Jan-99 Dec-98 Nov-98 Oct-98 Sep-98 Aug-98 Jul-98 Jun-98 May-98 Apr-98 Mar-98 Maricopa County has the largest tent compound in the country, with 1,600 men and women under canvas roofs. Tents are cost effective but they can *Average Daily Year-To-Date only house convicted non-violent inmates. Pre-trial inmates, which makeup 70% of the County jail population, are mandated to be housed in traditional jail settings, not tents, thus limiting tent usage. 153 maricopa county annual business strategies for 1999-2000 juvenile courts5 The Juvenile Court no longer has exclusive jurisdiction over the illegal acts of juveniles, effective July 1997. The passage of Proposition 102 and Senate Bill 1446 changed the law to allow for serious consequences and mandatory sentencing for juveniles 15 years and older. Juveniles who commit a violent crime or are arrested for their third felony complaint are required by law to be tried as an adult. If convicted, mandatory sentencing is invoked by the Judge, even if the juvenile is a first time offender in the adult system. Juveniles Remanded To Adult Court 368 1997 447 1996 According to the latest figures available, the number of juveniles remanded to adult court increased 63% between 1992 and 1997. A total of 368 juveniles were remanded during 1997. Of those, 154 juveniles were remanded for violent offenses such as murder, aggravated assault, and robbery. A total of 1,754 violent offenses were referred to juvenile probation during 1997. 416 1995 318 1994 280 1993 231 1992 0 100 200 300 400 500 Juvenile referrals allege either delinquent or incorrigible acts by a juvenile. 87% of referrals come from police departments and are generally for delinquent acts, whereas, schools primarily refer for truancy, parents generally refer for incorrigibility or runaway, and referrals from probation officers are usually for probation violations. Maricopa County is the fastest growing county in the nation. The result of this growth is expected to be an increase in the number of referrals and juveniles detained. During 1998 an estimated, 10,052 juveniles were detained, an decrease of 989 juveniles from 1997. 1999 detainees Juvenile Referrals Detained are projected to rise back to 1997 levels. Including Percent Over Detention Capacity Consistently over the last five years, Over 24% 21% 22% 30% 29% 30% Capacity 12% the number of juveniles detained has 60,000 exceeded the detention capacity. During 1993, detainees exceeded 50,000 capacity by an average of 31 per day 40,000 versus 83 juveniles per day in 1999. Detention overcrowding creates an at 30,000 risk environment for juveniles and 20,000 staff. Individual cases are reviewed for release, which carry the least risk. 10,000 These juveniles are put back into the 0 community under stringent release 1993 1994 1995 1996 1997 1998 1999 orders. The degree of “low risk” Est. Proj. fluctuates daily based upon Juveniles Detained Juvenile Referrals population change. When overcrowding reaches crisis level, a first-time burglar may fall into the “low risk” category. The same situation may occur and a youth charged with a joy ride may be considered “low risk”. 5 Sources include Maricopa County Juvenile Probation Department “1997 Data Book”, FY 1998-99 estimated performance measures, the Maricopa County Sheriff’s Office and “Maricopa County Crime Trends”. 154 maricopa county annual business strategies for 1999-2000 Without additional beds for juvenile offenders, the “low risk” category may become a greater risk to the community-at-large. This increase in juvenile detainees has prompted the Court to implement community based detention programs that make the most of its detention beds. HIP (High Impact Program) is one such program that is designed to target adjudicated juveniles in a manner that will effectively lower the recidivism rate for repeat and substance abuse offenders. Recidivism is defined as the probability of a subsequent referral to juvenile probation within one year of the initial referral, i.e., the probability of a subsequent arrest (guilt may not have been determined). Juvenile “first time referrals” escalates markedly at 10 years of age. The number of first felonies committed by these “first time referrals” also increase coequally. The older the juvenile is for a first referral, the greater the number of felonies committed. For example, at age 17, over 50% of all “first time referrals” are committing felonies. Apr-99 Mar-99 Feb-99 Jan-99 Dec-98 Nov-98 Oct-98 Sep-98 Aug-98 Jul-98 Jun-98 May-98 Apr-98 Mar-98 Average Daily Population Year-To-Date Juvenile offenses are classified by severity type for analysis purposes. Average Daily Violent crimes are felonies against Juvenile Detention Population persons, such as murder, and account for over 1,800 offenses annually. Grand theft, also 400 398 considered felonies, are against 386 property worth more than $250, such 382 380 as theft burglary, forgery, criminal 375 366 369 damage, or graffiti, and account for 366 360 358 347 over 4,700 offenses annually. 350 Obstructions, which account for over 348 3,100 offenses annually, include 338 335 illegal acts that impede the 325 enforcement of justice. 75% of these 319 offenses are for violation of the terms of probation. Fighting is a 300 misdemeanor offense against persons, such as simple assault and accounts for over 2,500 offenses annually. Drugs, which account for over 2,900 offenses annually, involve the use or sale of any drug, and are almost always felonies. The remaining offenses of public peace, petty theft, status and administrative include the following: misdemeanors involving acts like disorderly conduct, property offenses where the property is worth less than $250 such as shoplifting, acts considered illegal only because a juvenile commits them, such as tobacco and liquor violations, and other creations of the court which help record the court’s involvement with a juvenile, such as holding a juvenile for another agency or jurisdiction. These account for over 23,000 offenses annually. 155 maricopa county annual business strategies for 1999-2000 technology maricopa county information technology year 2000 compliance model n le tio uc du e d h o s e Pr Sc t em n anc n to st io pt en io e t y t i s a m S s a ce gr cu it, le an te Ac Do Tr Re Un In Testing Technology em l ob Pr t 0 t r en 00 po r 2 up pm a o l Ye t S ve e of en n em y D o iti ag teg in n a ef Ma Str D s si ly k & a s An Ri s y & ine e r g s es nto pin rm oc ve co ete r n P I S D ac e M i od fy E in at e RENOVATION To minimize the risk of Information Technology failures the county has adopted this model to ensure all agencies have a methodology to use in identifying and correcting Year 2000 issues within their organizations. To further reduce the risk for any unforeseen failures (either externally generated or internally caused), each county department will develop their own business contingency plan that can be activated to insure that their mission critical operations continue as required. The nature of the county’s Information Technology federated governance structure dictates that Year 2000 issues be addressed at and are the responsibility of each department supporting information systems. However, the model is adaptable to address any organizational environment. Jan Dec Nov Oct Sept Aug Jul Jun May FY1999-2000 Apr Mar Feb Jan Dec Nov Oct Sept Aug July Jun May Apr Mar Feb FY 1998-99 Achieving Year 2000 compliance is defined to mean the ability of information systems to accurately process date and time data before, during, and after January 1, 2000, and for all leap years. 156 lim VALIDATION & IMPLEMENTATION Jan Dec Nov Oct Sept Aug Jul Jun May Apr Mar Feb Jan Dec Nov Oct Sept R l ep FY 1997-98 Y 1996-97 Aug C v on t er ASSESSMENT AWARENESS Jul e iz rit ir o P CONTINGENCY PLAN & EMERGENCY MANAGEMENT Y2 K Lo A Ac Re Bus Te B l s s Fa usin ss/L tern tiva our ines ting ilu iab ativ tion ce s R es re s R Sc Im ility es Trig eq esu u Pr en pa g er irem mpt oje ar cts s ios cti en ion on ts Tr iag s eT ea m s maricopa county annual business strategies for 1999-2000 Strategies 2000 departmental budget schedules countywide organizational chart Elected/Court Elected/Court Officials Officials Maricopa County Citizens Superintendent Superintendent of ofSchools Schools Constables Constables (23) (23) County County Attorney Attorney Board Boardof ofSupervisors/ Supervisors/ Board Boardof ofDirectors Directorsfor for Flood Control, Flood Control,Library Library and Stadium Districts and Stadium Districts Sheriff Sheriff Recorder Recorder Elections Appointed Assessor Assessor Treasurer Treasurer S.T.A.R. Call Center Clerk of the Board Internal Audit County Administrative Officer Deputy County Administrator Legal Defender Indigent Representation Court Appointed Counsel Criminal Justice Facilities Public Defender Maricopa Integrated Health System Deputy County Administrator Chief Financial Officer Chief Community Services Officer Chief Health Services Officer Chief Public Works Officer Chief Information Officer Management & Budget Finance Recreation Services Public Health Transportation Office of the C.I.O Human Resources Risk Management Library District Human Services Flood Control District Telecomm Organizational Planning & Training Materials Management Public Fiduciary Medical Examiner Emergency Management Research & Reporting Planning & Development Correctional Health Facilities Management General Government Housing Animal Control Services Equipment Services Health Care Mandates Community Development Medical Eligibility 157 maricopa county annual business strategies for 1999-2000 countywide organizational chart (continued) Arizona Judicial Branch in Maricopa County Clerk Clerkofofthe the Superior Court Superior Court Juvenile JuvenileCourt Court Juvenile Court Center 158 Trial TrialCourts, Courts,Maricopa MaricopaCounty County Superior SuperiorCourt Court Judges and Judges and Commissioners Commissioners Adult Probation Maricopa MaricopaCounty County Justice Courts Justice Courts Superior Court Administration Justice Court Administration maricopa county annual business strategies for 1999-2000 elected officials Maricopa County Citizens Sheriff Attorney Joe Arpaio Richard Romley Constables (23) Board of Supervisors Fulton Brock, Chairman, District 1 Don Stapley, District 2 Andrew Kunasek, District 3 Janice K. Brewer, District 4 Mary Rose Garrido Wilcox, District 5 Assessor Recorder Kevin Ross Helen Purcell Clerk of the Superintendent Superior Court of Schools Michael Jeanes Sandra Dowling Treasurer Doug Todd board of supervisors The five-member Board of Supervisors is the governing body of Maricopa County. Members are elected to fouryear terms and the supervisors elect a chairman during their first meeting each January. Appointed by the Board are the Internal Auditor, the Clerk of the Board, and the County Administrative Officer. Special functions of the Board of Supervisors are to also serve as the Board of Directors for the Flood Control District, the Library and Stadium Districts. Other duties include the Board of Equalization and the Planning and Zoning Commission. The board holds statutory and formal meetings that generally are scheduled twice each month on Wednesdays. Informal meetings generally are held on the Monday preceding the formal meetings. Although the adopted schedule can change, meetings are posted at least 24 hours in advance, in compliance with Arizona’s Open Meeting Law. Citizens are encouraged to attend. All meetings are videotaped and air on local government access channels throughout Maricopa County. Check your nearest cable company or city office for scheduling information. 159 maricopa county annual business strategies for 1999-2000 Fulton Brock - Chairman District 1 (Republican) was elected to the Board of Supervisors in November 1996 and in 1999, was elected Chairman of the Board of Supervisors. As a State Representative of District 6 in the Arizona House of Representatives, Supervisor Brock served as Vice-Chairman of the Commerce Committee and member of the Economic Development, International Trade and Tourism, Banking and Insurance and Rules Committees. Supervisor Brock is a graduate of Centre College of Kentucky. In 1982, Supervisor Brock Founded LDC, Inc. a privately-held telephone/operator service company. He is currently owner of Unifon/Unidial, a growing telecommunications company which markets local, long-distance, wireless, internet service and telecommunications hardware. Supervisor Brock, his wife Susan, and their three 3 daughters are residents of Chandler. Don Stapley District 2 (Republican) - Don Stapley was first elected to the Maricopa County Board of Supervisors in November 1994 and re-elected for a four-year term in November, 1996. Stapley was elected as the 1997 chairman of the Board of Supervisors and is the current chairman of the Maricopa Integrated Health System. He served as a member of the Board of Directors and Fiscal Affairs Committee of the Lutheran Health Care Network for more than 10 years and is an honorary member of the Mesa Baseline Rotary Club, having previously served as club director and president. Stapley and his wife Kathy have four children and are actively involved in the East Valley. Andrew Kunasek District 3 (Republican) Andrew Kunasek was appointed to the Board in September of 1997, and was subsequently elected by the constituency of District 3 to a two-year term in 1998. Supervisor Kunasek is an Arizona native and earned a degree in management from Arizona State University. He owns interest in several farming, citrus and cattle operations, and is president of Mercado Management, a land acquisition and real estate management company. Kunasek has served as treasurer of the Maricopa County Republican Party; Maricopa County Trial Court Selection Committee; Maricopa County Charter Committee; and the Maricopa County Citizens Judicial Advisory Council. He was also a 1996 Delegate to the Republican National Convention. Kunasek, wife Kim and daughter Emily live in North Phoenix. 160 maricopa county annual business strategies for 1999-2000 Janice K. Brewer District 4 (Republican) was elected to the Board in November 1996 and elected as Chairman of the Board for 1998. Ms. Brewer previously served in the Arizona State Legislature for 14 years, as a State Representative from 1983-86 and as a State Senator from 1987-96. She was Majority Whip from 1993-96. Since being elected to the Board of Supervisors, Ms Brewer has been selected to serve on the Regional Public Transit Authority, Greater Phoenix Economic Council, and the Phoenix and Valley of the Sun Convention and Visitors Bureau. In her private life, Ms. Brewer serves as the Governor’s appointee on both the Governor’s Military Task Force and the Arizona Criminal Justice Commission. As the Vice Chairman of ACJC Ms. Brewer works with all levels of the criminal justice community to reduce crime in Arizona. A businesswoman, Ms. Brewer is also a licensed radiological technician. She is married, a devoted mother of three sons and a member of Christ the Redeemer Lutheran Church. Mary Rose Garrido Wilcox District 5 (Democrat) began her first term in January 1993. A member of the Phoenix City Council from 1983 to 1992, she served a year as Vice Mayor. Previously she served as special assistant in Senator DeConcini’s Office, Job developer/aide with the Maricopa Manpower Program and field coordinator with the City of Scottsdale. She is on the board of Phoenix Economic Growth Corp. and Arizona Hispanic Women’s Corp. Wilcox serves on the national governing boards of the National Council of La Raza Mexican American Defense Fund, and the National Council of Latino Elected Officials. Born in Superior, Arizona she attended Arizona State University from 1967 - 1971 majoring in social work. She and her husband, Earl, have a daughter and four grandsons. Michael K. Jeanes Clerk Of The Superior Court On Feb. 5, 1998, Jeanes, a Republican, was appointed by the governor to succeed Judith Allen, who stepped down from the post earlier in the year. In November 1998 voters elected him to a full four-year term. A Chicago native, Jeanes has 17 years of court/county management experience. He had served nearly 11 years as the associate clerk. The Clerk’s office is the official record keeper and financial officer for the Superior Court. The office keeps family support and court records for the Court and the public. It is an advocate for children and families regarding financial support and visitation rights. The office handled more than 1.1 million child support cases last year and issues over 21,000 marriage licenses and about 27,000 passports annually. Michael and his wife Jill, have three sons. 161 maricopa county annual business strategies for 1999-2000 Kevin M. Ross Maricopa County Assessor (REPUBLICAN) Kevin Ross was elected to serve as Maricopa County Assessor in November of 1996 and was sworn in to office in January 1997. Mr. Ross is a native of a small farming community in south central Minnesota. He is a graduate of the University of Minnesota with a Bachelor’s Degree in combined studies of Finance and Pre-Law. Kevin trained from 1986 through 1989 in Commercial and Residential lending. In 1990, Kevin founded his own mortgage company in Tempe, specializing in Commercial and Residential accounts. He is a current member of the International Association of Assessing Officers and is a past member of the National and State Associations of Mortgage Brokers. Kevin has been active in a variety of independent businesses and charitable causes. Kevin and his wife reside in Gilbert, Arizona. Richard M. Romley County Attorney Republican) was elected to serve as Maricopa County Attorney beginning January 1, 1989. He is a native Arizonan, born in Tucson. After serving two years in the U.S. Marine Corps in Vietnam, he earned his Law and Bachelor of Science degrees at Arizona State University. Starting as a prosecutor with the City of Phoenix, he left in 1982 to become a Deputy County Attorney for Maricopa County. As County Attorney, he has taken a leadership position on many criminal justice issues, including victims rights, DUI legislation, and Maricopa County’s “Do Drugs. Do Time.” program. He and his wife, Carol, live in Scottsdale and have three sons. ( Helen Purcell County Recorder (Republican) was elected to the Office of Maricopa County Recorder in November 1988 and re-elected in 1992 and 1996. Born in Topeka, Kansas, she has been a Phoenix resident since 1964. Mrs. Purcell began her career with T.J. Bettes Mortgage Company in Texas, later becoming a Real Estate Trust Officer with Stewart Title & Trust of Phoenix. She is currently President of the Arizona Association of Counties and Immediate Past President of the Arizona Association of County Recorders. Ms. Purcell is member of the Board of Directors of the National Association of Counties since December 1997. Her responsibilities include recording and maintaining 4,000 to 8,000 documents for public record per day. She is married to Phoenix attorney Joe Purcell and has two grown sons, Mark and Todd, and four grandsons. 162 maricopa county annual business strategies for 1999-2000 Joseph M. Arpaio County Sheriff (Republican) took office as Sheriff of Maricopa County in January 1993, and won re-election in 1996. Labeled “the toughest sheriff in America” after he opened the largest tent city jail in U.S. and demanded spartan conditions in all County jails. Sheriff Arpaio is equally renowned for his extensive use of posse volunteers in major law enforcement operations. A distinguished law enforcement career spanning more than 35 years, primarily with the U.S. Drug Enforcement Administration, shaped the philosophy that guides his actions as sheriff. Programs that have made him a national and international leader in the anti-crime movement have simultaneously saved the county taxpayers millions of dollars. Sandra Dowling, Ed.D. Superintendent of Schools (Republican) was first elected School Superintendent in 1988. She was reelected by a wide margin in 1992 and 1996. As superintendent, her responsibilities include serving as fiscal agent for 41 school districts, providing educational programs, maintaining payroll services for 10,000 school district employees, conducting school district elections and technological support for school districts. Dr. Dowling is a member of over two dozen civic, educational, county, and state organizations. Dr. Dowling earned a Bachelor’s degree in secondary education and a masters in educational administration from ASU. In 1994 , she received her doctorate degree in school finance and education law from NAU. She and her husband, Dennis, reside in northwest Phoenix with their four children. Doug Todd County Treasurer (Republican) was elected to the Office of County Treasurer in November 1992. Mr. Todd is a 14-year veteran of the Arizona Legislature, having served 4 terms as a member of the House of Representatives and 3 terms as State Senator from Legislative District 27 (Tempe). Doug was born in Prescott, and moved to attend Arizona State University, where he graduated in 1951 with a Bachelor’s Degree in Agronomy. He farmed 320 acres south of Tempe, raising alfalfa, cotton, barley, a small herd of Registered Hereford cattle retiring from all farming operations in 1974. Doug lives in Tempe with his wife, Mary Anne Corbell Todd. They have five children and many grandchildren. 163 maricopa county annual business strategies for 1999-2000 assessor (12) County Assessor Kevin Ross Secured Property Public Asst and Records Personal Property Information Services Administration mission Our Vision: To be the best Assessor organization in the country. Our Mission: To efficiently serve the taxpayers and various taxing jurisdictions in administering state property tax laws to assure that all county property is valued fairly and equitable program goals To locate, classify, value and identify ownership of all property in Maricopa County subject to ad valorem taxes. To provide accurate and timely information on this property to the public and to the management of the various tax jurisdictions. To honestly and fairly respond to valuation appeals in order to assure an equitable and uniform assessment base for ad valorem taxes. Organizational goals: To enhance and improve the delivery of our Program Goals by mapping of processes, minimizing bureaucracy, improving communication, and becoming the “Employer of Choice” community impact These goals make up the strong foundation necessary for us to build the best Assessor organization in the country. The community impact will be significant. By fairly and equitably valuing property throughout Maricopa County and solving taxpayer issues in a timely, efficient and effective manner, we will be increasingly responsive to the citizens while providing accurate values to support the various jurisdictions and entities relying on those values. performance measures Performance Measure Parcel Count Appeal Count Personal Property Canvas – New Subdivision Recordings – New Split Parcels 164 FY 96-97 1,010,227 18,648 2,127 609 1,698 FY 97-98 1,047,479 12,024 5,273 587 3,411 FY 98-99 (Est.) 1,083,000 18,000 2,500 725 3,211 FY 99-00 (Proj) 1,095,000 25,000 2,750 750 3,800 maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY ASSESSOR Departm e n t 12 Fund Type G e n e ral T o t a ls $ Personal Services 11,411,021 11,411,021 S u p p lie s & Services 2,079,680 $ 2,079,680 C a p ital O u tlay 263,000 263,000 $ $ $ T o tal Expenses 13,753,701 13,753,701 $ $ T o tal Revenue 90,000 90,000 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT ASSESSOR Department 12 FY1998-99 Adopted $ 13,340,229 92,000 92,000 13,310,701 9,391,217 $ 84,000 1,924,906 235,982 (579,861) 11,056,244 $ 13,340,229 8,760,591 140,256 52,998 1,789,499 249,999 10,993,343 SUPPLIES AND SERVICES 801 GENERAL SUPPLIES $ 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES 820 RENT 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 830 TELECOM DISCRETIONARY 840 ELECTED OFFICIAL TRAVEL 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 850 UTILITIES 860 MISCELLANEOUS EXPENSE Subtotal $ 13,310,701 338,777 25,000 689,000 379,680 203,000 5,000 41,000 2,000 10,000 49,800 87,600 53,200 110,400 1,994,457 $ 13,340,229 355,000 16,000 482,006 376,680 168,000 30,000 2,000 20,000 20,500 109,700 48,000 114,000 1,741,886 CAPITAL OUTLAY 920 EQUIPMENT Subtotal $ 13,310,701 200,000 200,000 Total Expenditures $ 13,250,701 RESOURCES 650 MISCELLANEOUS REVENUE Subtotal $ EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 797 PERSONNEL SAVINGS (NEG) $ Subtotal $ 13,310,701 60,000 60,000 FY1998-99 Projected FY1998-99 Restated 13,310,701 60,000 60,000 FY1999-00 Adopted 13,843,701 90,000 90,000 Variance % $ - 0% 0% 13,310,701 9,502,295 $ 68,141 1,932,549 133,120 (579,861) 11,056,244 $ 13,843,701 9,615,307 $ 125,000 2,037,359 298,800 (665,445) 11,411,021 $ - 0% 0% 0% 0% 0% 0% $ 13,310,701 338,777 25,000 689,000 379,680 203,000 5,000 41,000 2,000 10,000 49,800 87,600 53,200 110,400 1,994,457 $ 13,843,701 462,000 15,000 696,000 384,180 180,000 5,000 41,000 2,000 10,000 37,300 87,600 49,200 110,400 2,079,680 $ - 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% $ 13,340,229 513,000 513,000 $ 13,310,701 200,000 200,000 $ 13,843,701 263,000 263,000 $ - 0% 0% $ 13,248,229 $ 13,250,701 $ 13,753,701 $ - 0% $ $ $ $ $ $ $ $ Operating Balance (Rev. - Exp.) $ (13,190,701) $ (13,156,229) $ (13,190,701) $ (13,663,701) $ - 0% Ending Fund Balance (Resources - Exp.) $ (13,190,701) $ (13,156,229) $ (13,190,701) $ (13,663,701) $ - 0% 165 maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION 166 Dept 12 ASSESSOR 12 Total WORKING TITLE ADMINISTRATIVE ASSTNT I ADMINISTRATIVE ASSTNT II ADMINISTRATIVE COORD I ADMINISTRATIVE COORD II ADMINISTRATIVE COORD III ADMINISTRATOR II APPRAISER-CHIEF APPRAISER-JOURNEY APPRAISER-LEAD APPRAISER-MANAGER APPRAISER-SENIOR ASSESSOR ASSESSOR CHIEF DEPUTY ASSESSOR'S CLERK AUDITOR-APPRAISER II AUDITOR-APPRAISER III CAMA MODELER CLERK III CLERK IV CLIENT SERVICES MANAGER COMPUTER CENTER DIRECTOR COMPUTER OPERATOR II COMPUTER OPERATOR III DATA MANAGEMENT CONSULTNT DATABASE ANALYST II EXECTV SCRTRY-OFC MGR I FINANCIAL SERVICS ADM III INFO TECH PGRM COORD INFORMTN TCHNLGY CNSLT I INTEGRATD SYS DSGN ANL II INTERGOVERNMNTL LIAISON ANLYST LEAD COMPUTER OPERATOR LEAD INTGRTD SYS DSGN ANL OFFICE SUPERVISOR II PRODUCTION CONTROL ANLYST PROGRAMMER-ANALYST I PROGRAMMER-ANALYST II PROJECT MANAGER REAL PROPERTY TECHNICIAN REGRESSION MODELER SENIOR PROGRAMMER-ANALYST SENIOR SYSTEMS ADMINSTRTR SENIOR SYSTEMS ANALYST SERVICE WORKER II SYSTEMS ADMINISTRATOR I SYSTEMS ANALYST II TITLE EXAMINER I TITLE EXAMINER II TITLE EXAMINER III FTE 1 49 2 4 6 1 1 96 30 7 14 1 1 23 6 2 1 17 5 1 1 2 1 1 1 1 1 5 1 1 1 1 2 1 1 2 2 1 5 2 3 1 2 1 1 3 1 6 6 325 maricopa county annual business strategies for 1999-2000 ORG ORG_TITLE COL_INPUT PS SS CO TOTAL_EXP REV HIDE_ROW TOTAL BUDGET BY PROGRAM ASSESSOR Agency 120 Personal Supplies Services PS & Services SS Capital HIDDEN Total Expenditures OutlayREVENUE_COL CO RE Revenue Org Title 1210 1220 1230 1240 1290 ADMINISTRATION 1210 $ 1,293,542 $ 367,380 $ - $ 1,660,922 $ - SECURED PROPERTY 1220 $ 5,685,872 $ 882,700 $ - $ 6,613,572 $ 45,000 PERSONAL PROPERTY 1230 $ 1,269,024 $ 64,500 $ - $ 1,378,524 $ 45,000 PUBLIC ASSISTANCE AND RECORDS 1240 $ 1,202,984 $ 2,500 $ - $ 1,205,484 $ - 1290 $ Totals: $ 1,959,599 11,411,021 $ $ 762,600 2,079,680 $ $ $ $ 2,985,199 13,843,701 $ $ 90,000 INFORMATION SERVICES DIVISION OBJ OBJ_TITLE COL_INPUT ADOPTED_98/99 PROJECTED 263,000 263,000 RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT ASSESSOR Agency 120 FY1998-99 Adopted REVENUE 650 MISCELLANEOUS REVENUE FY1998-99 Projected 13,310,701 60,000 Total Revenue $ EXPENDITURES PERSONAL SERVICES 60,000 13,340,229 92,000 $ 13,310,701 701 REGULAR PAY $ 705 TEMPORARY PAY 9,391,217 710 SPECIAL PAY 797 PERSONNEL SAVINGS (NEG) $ SUPPLIES AND SERVICES $ 802 MEDICAL SUPPLIES 13,843,701 90,000 $ 13,310,701 $ 9,502,295 30,000.00 50% $ 30,000 50% $ (113,012) -1% (56,859) -83% 13,843,701 $ 68,141 52,998 90,000 % 9,615,307 125,000 - - - 1,789,499 1,932,549 2,037,359 (104,810) -5% 235,982 249,999 133,120 298,800 (165,680) -124% 11,056,244 $ 13,310,701 801 GENERAL SUPPLIES 8,760,591 60,000 Variance 1,924,906 (579,861) Subtotal $ 140,256 - 780 SALARY ADJUSTMENTS 92,000 FY1999-00 Adopted 13,310,701 60,000 13,340,229 $ 84,000 750 FRINGE BENEFITS FY1998-99 Restated 338,777 10,993,343 (579,861) $ 13,340,229 $ 355,000 11,056,244 (665,445) $ 13,310,701 $ 338,777 11,411,021 85,584 -15% $ (354,777) -3% $ (123,223) -36% 10,000 40% -1% 13,843,701 $ 462,000 25,000 16,000 25,000 15,000 805 CONTRACTUAL SERVICES 689,000 482,006 689,000 696,000 (7,000) 820 RENT 379,680 376,680 379,680 384,180 (4,500) -1% 825 REPAIRS AND MAINTENANCE 203,000 168,000 203,000 180,000 23,000 11% 826 FACILITIES MGMT DISCRETIONARY 5,000 830 TELECOM DISCRETIONARY - 41,000 840 ELECTED OFFICIAL TRAVEL 30,000 5,000 5,000 - 0% 41,000 41,000 - 0% 0% 2,000 2,000 2,000 2,000 - 841 EMPLOYEE TRAVEL 10,000 20,000 10,000 10,000 - 842 EDUCATION 49,800 20,500 49,800 37,300 843 TRANSPORTATION/SHIPPING 87,600 109,700 87,600 850 UTILITIES 53,200 48,000 53,200 110,400 114,000 110,400 110,400 860 MISCELLANEOUS EXPENSE Subtotal $ CAPITAL OUTLAY 1,994,457 $ 13,310,701 200,000 920 EQUIPMENT 1,741,886 $ 13,340,229 513,000 1,994,457 $ 13,310,701 200,000 0% 12,500 25% 87,600 - 0% 49,200 4,000 8% 2,079,680 $ 13,843,701 263,000 - 0% (85,223) -4% (63,000) -32% Subtotal $ 200,000 $ 513,000 $ 200,000 $ 263,000 $ (63,000) -32% Total Expenditures $ 13,250,701 $ 13,248,229 $ 13,250,701 $ 13,753,701 $ (503,000) -4% Operating Balance (Rev. - Exp.) $ 473,000 -4% (13,190,701) $ (13,156,229) $ (13,190,701) $ (13,663,701) $ 167 maricopa county annual business strategies for 1999-2000 attorney (19) County Attorney Richard M. Romley Pre-Trial Division Criminal Trials Division Major Felony Division Juvenile Division County Counsel Division Southeast Division Administration Division Automation Services Division Investigation Division Legal Assistant Division Victim Witness Division Support Services Division mission The Maricopa County Attorney is dedicated to the vigorous prosecution of those who commit crimes within the County. As chief advocate for the State and the citizens of the community in criminal matters, the County Attorney seeks to provide the highest quality service and to maintain the integrity of the criminal justice system. Criminals must be held accountable, while assuring that the statutory rights and emotional needs of victims and witnesses are properly addressed. Additionally, the County Attorney seeks to implement, promote and participate in programs that reduce crime and enhance the quality of life. The County Attorney also contributes to excellence in local government by providing legal services to the County, its officers and political subdivisions. program goals To ensure the safety of the citizens of Maricopa County by holding offenders accountable for their conduct in an effective and efficient manner. To reduce the incidence of crime and criminal conduct by initiating programs that educate the public about the consequences of crime. To provide quality legal counsel to the Maricopa County Board of Supervisors, County Departments and School Districts. community impact The Maricopa County Attorney’s Office serves all citizens of this County by protecting the safety of the public by holding criminal offenders accountable for their conduct. The Office is also providing legal counsel to the Board of Supervisors and other county Departments and special districts. In this capacity, the Office serves all of the citizens of this County by providing appropriate legal advice, liability defense, and defense of property tax appeals. 168 maricopa county annual business strategies for 1999-2000 performance measures Performance Measure Felony Cases Submitted (Adult Felony Cases Filed (Adult) By UCR as in annual report (or "bureaus") Homicide Sexual Assault Robbery Aggravated Assault Burglary Arson Vehicular Theft Theft Drug Related Other offenses Referrals (Juvenile) Petitions Files (Juvenile) By UCR as in annual report FY 96-97 FY 97-98 FY98-99 (Est.) FY99-00 (Proj) 41,531 24,498 42,724 26,513 26492 162 96 751 2387 1869 26 1429 1429 13703 4640 43,669 27,299 44,797 28,689 22,071 11,600 22,117 11,754 11,058 18,445 11,404 20,170 12,729 169 maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY COUNTY ATTORNEY D e p a r tm e n t 1 9 Fund Type G e n e ral S p e c ial R e v e n u e T o t a ls $ Personal Services 36,420,184 4,840,421 41,260,605 S u p p lie s & Services 730,151 1,983,218 $ 2,713,369 C a p ital O u tla y 1,416,368 249,000 1,665,368 $ $ $ $ T o tal Expenses 38,566,703 7,072,639 45,639,342 $ $ $ T o tal Revenue 8,000 7,173,498 7,181,498 E X P E N D IT U R E S A N D R E V E N U E S B Y D E P A R T M E N T /O B J E C T COUNTY ATTORNEY D e p a rtm e n t 1 9 FY1998-99 Adopted $ 225,000 225,000 225,000 $ 225,000 3,817,071 952,000 1,135,000 158,000 6,062,071 RESOURCES B E G IN N IN G F U N D B A L A N C E REVENUE 615 GRANTS 6 2 0 IN T E R G O V E R M E N T A L 637 FINES & FORFEITS 6 5 0 M IS C E L L A N E O U S R E V E N U E S u b total E X P E N D IT U R E S P E R S O N A L S E R V IC E S 701 R E G U L A R P A Y 7 1 0 S P E C IA L P A Y 7 5 0 F R IN G E B E N E F I T S 780 SALARY ADJUSTMENTS 7 9 7 P E R S O N N E L S A V IN G S (N E G ) $ S u b total S U P P L IE S A N D S E R V IC E S 8 0 1 G E N E R A L S U P P L IE S 8 0 5 C O N T R A C T U A L S E R V IC E S 8 0 7 H E A L T H C A R E S E R V IC E S 810 LEGAL 8 1 5 IN S U R A N C E 820 R E N T 8 2 5 R E P A IR S A N D M A IN T E N A N C E 8 2 6 F A C I L I T I E S M G M T D IS C R E T IO N A R Y 8 2 7 M A T E R IA L M G N T D I S C R E T IO N A R Y 828 M O T O R P O O L 829 FUEL 8 3 0 T E L E C O M D IS C R E T IO N A R Y 832 834 840 841 842 843 844 850 855 860 870 874 875 COUNTY COUNSEL B A S E L E V E L E Q S E R V IC E S C H A R G E S ELECTED OFFICIAL TRAVEL EMPLOYEE TRAVEL E D U C A T IO N T R A N S P O R T A T IO N /S H I P P I N G JUDICIAL TRAVEL U T I L I T IE S S T A T E A N D L O C A L A ID M IS C E L L A N E O U S E X P E N S E OTHER ADJUSTMENTS O T H E R N E G A T IV E A D J U S T M E N T S BONDS AND RELATED EXPENSE S u b total $ $ 225,000 705,087 932,280 500,000 1,067,396 3,100 1,571,156 175,140 1,000 14,200 4,000 79,400 $ 1,485,371 26,000 9,500 102,147 102,145 58,040 10,000 7,500 550,120 504,597 334,269 (5,621,941) 14,000 2,634,507 CAPITAL OUTLAY 9 2 0 E Q U IP M E N T 9 3 0 T R A N S P O R T A T IO N 940 O T H E R C A P ITAL OUTLAY 170 225,000 31,239,501 233,992 5,530,915 1,250,140 (980,765) 37,273,783 FY1998-99 P r o je c t e d $ 95,000 95,000 95,000 $ 95,000 4,099,322 1,082,000 1,154,206 158,000 6,493,528 $ $ $ 95,000 30,254,531 676,027 5,148,842 44,256 (113,937) 36,009,719 95,000 956,645 717,695 580,000 1,247,520 2,260 1,223,000 205,775 36,100 4,000 25,000 100,000 $ 1,485,371 1,550 88,500 117,125 96,500 22,500 5,300 534,120 459,001 329,269 (5,318,708) 2,918,523 FY1998-99 R e s tated $ 95,000 95,000 95,000 $ 95,000 4,189,527 1,082,000 1,135,000 158,000 6,564,527 $ $ $ 95,000 32,308,552 202,307 5,693,294 562,433 (1,129,031) 37,637,555 95,000 918,970 891,115 500,000 1,283,020 1,400 1,278,047 139,270 17,200 4,500 22,000 120,000 $ 1,485,371 9,500 95,500 91,956 57,740 9,000 7,500 550,120 413,151 329,269 (5,468,708) 14,000 2,769,921 FY1999-00 Adopted $ 52,820,840 450,000 450,000 $ 52,820,840 4,090,238 1,083,260 1,150,000 408,000 6,731,498 $ $ $ 450,000 32,941,100 251,071 6,107,961 3,199,069 (1,238,596) 41,260,605 450,000 821,416 1,004,053 500,000 1,276,485 1,500 1,326,740 145,270 17,700 4,500 22,000 106,864 $ 1,521,024 7,000 85,000 131,500 61,240 9,000 6,500 634,120 504,502 307,638 (5,783,683) 3,000 2,713,369 V a ria n c e % $ - 0% $ - 0% 0% 0% 0% 0% - 0% 0% 0% 0% 0% 0% - 0% 0% 0% 0% 0% 0% 0% $ $ $ $ - 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% S u b total $ 225,000 1,212,388 28,000 15,345 1,255,733 $ 95,000 2,134,442 32,000 2,166,442 $ 95,000 1,287,745 28,000 1,315,745 $ 450,000 1,630,368 35,000 1,665,368 $ (140,100) (140,100) T o t a l E x p e n d itu r e s $ 41,164,023 $ 41,094,684 $ 41,723,221 $ 45,639,342 $ (140,100) 0% O p e rating Balance (Rev. - Exp.) $ (35,101,952) $ (34,601,156) $ (35,158,694) $ (38,907,844) $ 140,100 0% E n d in g F u n d B a la n c e ( R e s o u r c e s - E x p . ) $ (34,876,952) $ (34,506,156) $ (35,063,694) $ (38,457,844) $ 140,100 0% -9% 0% -9% maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION Dept 19 COUNTY ATTORNEY Working Title ACCOUNTANT I ACCOUNTANT II ACCOUNTANT IV ADMIN ASSISTANT ADMINISTRATIVE ASSISTANT ADMINISTRATIVE ASSISTANT I ADMINISTRATIVE ASSTNT I ADMINISTRATIVE ASSTNT II ADMINISTRATIVE ASSTNT III ADMINISTRATIVE COORD I ADMINISTRATIVE COORD II ADMINISTRATIVE COORD III ADMINISTRATIVE COORD IV ADMINISTRATIVE COORD V ADMINISTRATIVE COORD VI ADMINISTRATIVE COORDINATOR I ADMINISTRATIVE COORDINATOR III ADMINISTRATOR II ADMINISTRATV SUPPORT MGR ADULT PROB TRNG&DEV COORD CIVIL ATTORNEY III CIVIL CNTY ATTY DIV MGR CIVIL CNTYATTY BUREAU MGR CIVIL COUNTY ATTORNEY III CLERK II COUNTY ATTNY PROSECUTOR IV COUNTY ATTORNEY COUNTY ATTORNEY CHF DPTY COUNTY ATTORNEY CHF INVST COUNTY ATTORNEY INVESTIGATOR COUNTY ATTORNEY INVST I COUNTY ATTORNEY INVST II COUNTY ATTORNEY INVST III COUNTY ATTORNEY INVST IV COUNTY ATTORNEY LAW CLERK COUNTY ATTORNEY PROS I COUNTY ATTORNEY PROS II COUNTY ATTORNEY PROS III COUNTY ATTORNEY PROS IV COUNTY ATTORNEY PROS V COUNTY ATTORNEY PROSECUTOR III COUNTY ATTORNY SR PROS I COUNTY ATTORNY SR PROS II COUNTYAATY CMNTY RELS ADM COUNTYATTYPROS BUREAU MGR CTY ATTORNEY INVESTIGATOR II DATA MANAGEMENT CONSULTNT DEPUTY COUNTY ATTORNEY IV DOCUMENTATION SPPRT SPEC EXECUTIVE ASSISTANT FINANCIAL SERVICS ADM III FRAUD EXAMINER GROUPWISE ADMINISTRATOR INFO TECH PGRM COORD INFORMATION COORDINATOR INFORMATION SYSTMS TCH I FTE 1 1 1 5 1 12 27 19 10 2 3 8 9 10 2 1 1 1 1 1 1 1 1 25 6 1 1 1 1 1 2 27 14 7 4 20 35 79 52 54 1 18 9 1 1 1 1 5 1 1 2 1 1 1 1 2 171 maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION Dept 19 COUNTY ATTORNEY 19 172 Total Working Title INFORMATION SYSTMS TCH II INMATE CLSSFCTN CNSLR I LAN ADMINISTRATOR LEAD INTGRTD SYS DSGN ANL LEAD PROGRAMMER-ANALYST LEAD SYSTEMS ANALYST LEAD TELECOMMUNICATNS ANL LEGAL ASSISTANT LEGAL ASSISTANT-CP LEGAL ASSISTANT-SENIOR-CP LEGAL ASST LEGAL ASST SUP LEGAL CLERK I LEGAL CLERK II LEGAL SECRETARY LEGAL SECRETARY I LEGAL SECRETARY II LEGAL SECRETARY III LEGAL SECRETARY SUPERVISR OPERATIONS ADMINISTRATOR POLICY ADVISOR PROFESSIONAL BAND PROGRAMMER-ANALYST II PROJECT MANAGER PROPERTY MANAGEMENT SPEC SENIOR CIVIL COUNTY ATTY SENIOR CLIENT REPRESENTVE SENIOR PROGRAMMER-ANALYST SENIOR SYSTEMS PROGRAMMER SPECIAL PROJECTS MANAGER TRAINEE VICTIM WITNESS ADVCT SPVR VICTIM WITNESS ADVOCATE VICTIM WITNESS ADVOCATE I VICTIM WITNESS ADVOCTE I VICTIM WITNESS ADVOCTE II VICTIM WITNESS PROGRM MGR FTE 3 1 2 1 1 2 1 13 48 1 13 2 5 25 5 43 58 25 20 1 1 2 1 2 1 4 1 2 1 1 2 8 1 1 23 14 1 831 maricopa county annual business strategies for 1999-2000 ORG O R G _ T ITLE CO PS L_INPUT SS CO TOTAL_EXP REV HIDE_ROW TOTAL BUDGET BY PROGRAM COUNTY ATTORNEY Agency 190 Personal S e r v ic e s PS S u p p lie s & Services SS C a p ital HIDDEN Total O u t l a yR E V E N U E _ CEO x pL e n d itu r e s CO RE O rg T itle 1901 1902 1903 1904 1919 1920 1932 1938 1945 1954 1960 1967 1970 1980 1990 1996 EXECUTIVE OFFICE 1 9$0 1 - $ 174,500 $ - $ 174,500 $ - ADMINISTRATION DIVISION 1 9$0 2 - $ 9,200 $ - $ 9,200 $ - AUTOMATION SERVICES DIVISION 1 9$0 3 - $ 661,930 $ - $ 661,930 $ - P O S ITIO N C O S T C E N T E R 1 9$0 4 31,662,614 $ $ - $ 31,662,614 $ - IS F / C O M M O N C O S T C E N T E R 1 9$1 9 257,831 $ 2,577,742 $ $ 4,091,773 $ 8,000 S U P P O R T D IV I S I O N 1 9$2 0 - $ 52,000 $ - $ 52,000 $ - C R IM I N A L T R I A L D I V I S I O N 1 9$3 2 - $ 23,000 $ - $ 23,000 $ - PRE-TRIAL SERVICES DIVISION 1 9$3 8 - $ 46,500 $ - $ 46,500 $ - MAJOR FELONY DIVISION 1 9$4 5 - $ 290,000 $ - $ 290,000 $ - L E G A L A S S IS T A N T D I V I S I O N 1 9$5 4 - $ 6,000 $ - $ 6,000 $ - J U V E N I L E C R I M E S D IV I S I O N 1 9$6 0 - $ 32,000 $ - $ 32,000 $ - COUNTY COUNSEL 1 9$6 7 - $ 1,213,386 $ - $ 1,213,386 $ - V I C T I M W I T N E S S D IV I S I O N 1 9$7 0 - $ 33,500 $ - $ 33,500 $ - I N V E S T IG A T I O N S D I V I S I O N 1 9$8 0 - $ 27,700 $ - $ 27,700 $ - SOUTHEAST JUDICIAL DIVISION 1 9$9 0 - $ 59,500 $ - $ 59,500 $ - $ $ 186,100 5,393,058 $ $ $ $ 191,100 38,574,703 $ $ 8,000 TRAINING DIVISION 1 9$9 6 Totals: $ OBJ OBJ_TITLE 31,920,445 CO AD L _OIP NTPEUDT_ 9 8 / 9 9 - PROJECTED 1,248,200 5,000 1,253,200 RESTATED A D O P T E D _ 9 9 /00 Revenue VARIANCE P E R C E NHTI D E _ R O W EXPENDITURES AND REVENUES BY AGENCY/OBJECT COUNTY ATTORNEY Agency 190 FY1998-99 Adopted REVENUE FY1998-99 P rojected 34,876,499 650 M ISCELLANEOUS REVENUE 34,971,064 8,000 Total Revenue $ 8,000 FY1998-99 Restated 35,063,241 8,000 $ 8,000 FY1999-00 Adopted 8,000 % 38,574,703 8,000 $ Variance 8,000 $ 8,000 $ - 0% - 0% EXPENDITURES PERSONAL SERVICES 34,876,499 701 REGULAR PAY $ 710 SPECIAL PAY 23,917,635 34,971,064 $ 23,200,000 35,063,241 $ 24,801,626 38,574,703 $ 25,297,211 $ (495,585) 600,000 150,634 150,634 750 F R I N G E B E N E F ITS 4,267,591 3,944,000 4,395,264 4,763,989 (368,725) -8% 780 SALARY ADJUSTMENTS 1,107,480 2,821,096 (2,454,991) -671% 797 PERSONNEL SAVINGS (NEG) - (854,654) Subtotal $ S U P P L IE S A N D S E R V I C E S 28,475,685 $ 34,876,499 801 GENERAL SUPPLIES $ 515,349 366,105 27,744,000 (1,002,920) $ 34,971,064 $ 690,187 28,710,709 (1,112,485) $ 35,063,241 $ 614,218 - -2% 37,633 31,920,445 109,565 0% -11% $ (3,209,736) -11% $ (58,198) -9% 38,574,703 $ 672,416 805 CONTRACTUAL SERVICES 608,420 575,800 611,420 611,420 - 0% 807 HEALTH CARE SERVICES 500,000 580,000 500,000 500,000 - 0% 810 LEGAL 339,500 321,500 324,000 323,000 1,000 3,100 2,260 1,400 1,500 (100) 815 INSURANCE 820 RENT 8 2 5 R E P A I R S A N D M A IN T E N A N C E 0% -7% 1,183,109 820,000 890,000 903,140 (13,140) -1% 157,390 197,775 122,270 126,270 (4,000) -3% 8 2 6 F A C ILITIE S M G M T D I S C R E T I O N A R Y 1,000 8 2 7 M A T E R I A L M G N T D I S C R E T IO N A R Y 9,200 35,100 16,200 16,200 - 0% 828 M O T O R P O O L 4,000 4,000 4,500 4,500 - 0% 829 FUEL - - 830 TELECOM DISCRETIONARY 832 COUNTY COUNSEL 834 BASE LEVEL EQ SERVICES CHARGES - 25,000 22,000 22,000 79,400 100,000 120,000 106,864 1,485,371 1,485,371 1,485,371 1,521,024 26,000 840 ELECTED OFFICIAL TRAVEL - - - - - 0% 13,136 11% (35,653) -2% - - 7,000 1,550 7,000 7,000 - 0% 841 EMPLOYEE TRAVEL 43,000 62,500 62,500 62,500 - 0% 842 EDUCATION 62,400 60,000 60,000 60,000 - 0% 843 TRANSPORTATION/SHIPPING 55,040 94,600 54,740 54,740 - 0% 844 JUDICIAL TRAVEL 10,000 22,500 9,000 9,000 - 0% 1,500 300 1,500 1,500 - 0% 374,120 374,120 374,120 374,120 - 0% (2,100) -1% 850 U T ILITIES 8 5 5 S T A T E A N D L O C A L A ID 860 M ISCELLANEOUS EXPENSE 874 OTHER NEGATIVE ADJUSTMENTS 348,200 394,270 321,402 323,502 (424,949) (329,269) (329,269) (307,638) $ (181,040) -17% $ 1,004,664 $ 1,701,500 $ 1,072,160 $ 1,253,200 $ (181,040) -17% Total Expenditures $ 34,868,499 $ 34,963,064 $ 35,055,241 $ 38,566,703 $ (3,511,462) -10% O p e rating B a lance (Rev. - Exp.) $ (34,860,499) $ (34,955,064) $ (35,047,241) $ (38,558,703) $ 3,511,462 -10% 34,971,064 1,701,500 5,272,372 $ 35,063,241 1,072,160 5,393,058 $ 7% Subtotal 34,876,499 1,004,664 $ -2% $ 920 E Q U IPM E N T 5,517,564 (120,686) Subtotal CAPITAL OUTLAY 5,388,150 (21,631) 38,574,703 1,253,200 173 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM COUNTY ATTORNEY Agency 191 O rg 1946 1947 1952 1955 1971 1972 1973 1974 1976 1977 1978 1980 1981 1982 T itle Personal S u p p lies C a p ital Total Services & S e rvices O u tlay E x p e n d itu r e s PS SS CO Revenue D IV I S I O N A D M I N I S T R A T I O N $ 1,496,479 $ - $ - $ 1,496,479 $ 1,496,479 V E H I C U L A R C R IM E S B U R E A U $ 169,934 $ - $ - $ 169,934 $ 169,934 GANG AND ROP BUREAU $ $ 7,833 $ - $ 7,833 $ 7,833 D IV I S I O N A D M I N I S T R A T I O N $ 509,117 $ - $ - $ 509,117 $ 509,117 D IV I S I O N A D M I N I S T R A T I O N $ 496,464 - $ - $ 496,464 $ 496,464 V ICTIM W ITNESS TRI A L S B U R E A U $ - $ 636,950 $ - $ 636,950 $ 636,950 V.W. SPECIAL CRIMES BUREAU $ - $ 196,535 $ - $ 196,535 $ 196,535 V ICTIM C O M P E N S A T I O N B U R E A U $ 139,238 $ 20,000 $ - $ 159,238 $ 159,238 V.W. JUVENILE BUREAU $ 40,500 $ 22,000 $ - $ 62,500 $ 62,500 V.W. SOUTHEAST BUREAU $ 68,595 $ $ - $ 68,595 $ 68,595 - $ - C H I L D R E N 'S J U S T I C E A C T IG A - G O $ 28,820 $ - $ - $ 28,820 $ 28,820 I N V E S T IG A T I O N S D I V I S I O N $ 55,000 $ - $ - $ 55,000 $ 55,000 D IV I S I O N A D M I N I S T R A T I O N $ 87,000 $ 3,000 $ - $ 90,000 $ 90,000 O R G . C R I M E & R A C K E T . IN V . B U R E $ 112,773 $ - $ - $ 112,773 $ 112,773 $ 3,203,920 $ $ - $ 4,090,238 $ 4,090,238 Totals: OBJ OBJ_TITLE CO AD L_ OIP NTPEUDT_ 9 8 / 9 9 886,318 PROJECTED RESTATED ADOPTED_99/00 VARIANCE P E R C E NHTI D E _ R O W EXPENDITURES AND REVENUES BY AGENCY/OBJECT COUNTY ATTORNEY Agency 191 FY1998-99 Adopted REVENUE 615 GRANTS Total Revenue FY1998-99 Projected FY1998-99 Restated FY1999-00 Adopted 7,634,142 8,269,849 8,379,054 3,817,071 4,099,322 4,189,527 Variance % 8,180,476 (99,289.00) -2% $ 3,817,071 $ 4,099,322 $ 4,189,527 $ 4,090,238 4,090,238 $ (99,289) -2% $ 7,634,142 2,600,679 $ 8,269,849 2,599,531 $ 8,379,054 2,570,931 $ 8,180,476 2,651,571 $ (80,640) EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 710 SPECIAL PAY 100,602 8,027 8,350 750 FRINGE BENEFITS 459,977 463,842 459,804 479,767 3,724 44,256 73,413 72,582 780 SALARY ADJUSTMENTS Subtotal 831 $ 3,115,656 $ 3,112,498 $ 3,203,920 $ (91,422) $ 7,634,142 43,888 $ 8,269,849 172,458 $ 8,379,054 175,616 $ 8,180,476 13,000 $ 810 LEGAL 825 REPAIRS AND MAINTENANCE 162,616 93% 7,833 27,062 78% 624,896 856,020 856,020 848,485 7,535 1% - 4,000 - - - 10,000 842 EDUCATION 10,745 1,125 2,956 2,000 860 M ISCELLANEOUS EXPENSE 10,214 5,731 3,900 15,000 5,000 (192,037) 622,663 $ 10,000 956 (11,100) - - - - (28,300) - (28,300) 1,051,929 $ 1,055,087 7,634,142 8,269,849 8,379,054 920 EQUIPMENT 14,081 2,942 21,942 940 OTHER CAPITAL OUTLAY 15,345 - $ - $ 29,426 $ 2,942 $ 21,942 $ Total Expenditures $ 3,817,071 $ 4,170,527 $ 4,189,527 $ Operating Balance (Rev. - Exp.) $ - $ - - (71,205) $ 886,318 100% 32% -285% 100% 168,769 16% 21,942 100% 8,180,476 Subtotal $ - - (28,300) CAPITAL OUTLAY - - - 10,000 $ 1% -3% 34,895 36,147 870 OTHER ADJUSTMENTS -4% 34,895 841 EMPLOYEE TRAVEL 874 OTHER NEGATIVE ADJUSTMENTS -3% 100% 79,060 750 827 MATERIAL MGNT DISCRETIONARY 174 (19,963) 3,164,982 805 CONTRACTUAL SERVICES Subtotal 8,350 $ SUPPLIES AND SERVICES 801 GENERAL SUPPLIES - $ 4,090,238 - $ 21,942 100% $ 99,289 2% $ - maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM COUNTY ATTORNEY Agency 192 O rg 1940 1943 1951 1975 T itle Personal S u p p lies C a p ital Total Services & S e rvices O u tlay E x p e n d itures PS SS CO GRAND JURY/CHRGNG/EXTRADITIONS $ $ 350,000 $ 50,000 $ 400,000 $ ATT0RNEY TRAINING $ 528,241 $ 240,900 $ 30,000 $ 799,141 $ 900,000 HOMICIDE BUREAU $ 1,108,260 $ 100,000 $ $ 1,208,260 $ 1,208,260 $ 75,000 $ $ 75,000 $ 75,000 $ 765,900 $ $ 2,482,401 $ 2,583,260 V.W. JUSTICE COURT BUREAU - Revenue $ - Totals: $ OBJ OBJ_TITLE 1,636,501 COL_INPUT ADOPTED_98/99 PROJECTED 80,000 RESTATED ADOPTED_99/00 400,000 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT COUNTY ATTORNEY Agency 192 FY1998-99 Adopted RESOURCES Beginning Fund Balance $ REVENUE 620 INTERGOVERMENTAL 637 FINES & FORFEITS FY1998-99 Projected 4,140,453 225,000 $ FY1998-99 Restated 3,729,106 95,000 $ FY1999-00 Adopted 4,140,453 95,000 $ Variance 5,065,661 450,000 $ % 355,000 374% 4,140,453 952,000 3,729,106 1,082,000 4,140,453 1,082,000 5,065,661 1,083,260 1,260.00 0% 885,000 904,206 885,000 1,050,000 165,000.00 19% Total Revenue $ 1,837,000 $ 1,986,206 $ 1,967,000 $ 2,133,260 $ 166,260 8% Total Resources $ 2,062,000 $ 2,081,206 $ 2,062,000 $ 2,583,260 $ 521,260 25% $ (17,049) -1% (46,384) -171% EXPENDITURES PERSONAL SERVICES 4,140,453 701 REGULAR PAY $ 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 1,109,265 3,729,106 $ $ SUPPLIES AND SERVICES $ 5,065,661 $ 1,214,655 27,053 73,437 206,875 221,000 222,701 230,583 (7,882) -4% 88,315 130,000 (41,685) -47% - 1,448,453 $ 4,140,453 801 GENERAL SUPPLIES 1,197,606 48,000 (12,174) Subtotal 4,140,453 $ 79,487 65,000 797 PERSONNEL SAVINGS (NEG) 1,155,000 (12,174) $ 3,729,106 4,140,453 $ 33,286 1,636,501 $ 0% (113,000) -7% 5,065,661 (27,714) -83% 213,800 333,800 (120,000) -56% 810 LEGAL 52,000 45,000 52,000 75,000 (23,000) -44% 820 RENT 41,200 45,000 41,200 71,100 (29,900) -73% 825 REPAIRS AND MAINTENANCE 10,000 6,000 10,000 10,000 - 827 MATERIAL MGNT DISCRETIONARY 1,000 1,000 1,000 1,500 840 ELECTED OFFICIAL TRAVEL 2,500 - 2,500 - 2,500 - 1,000 - 2,500 (2,500) - 1,000 842 EDUCATION 14,000 (12,174) $ 55,000 841 EMPLOYEE TRAVEL $ 1,523,501 213,800 805 CONTRACTUAL SERVICES 50,000 1,424,000 $ 61,000 $ (500) - 1,500 (1,500) 1,000 900 1,000 1,500 (500) 855 STATE AND LOCAL AID 100,000 10,000 100,000 100,000 - 860 MISCELLANEOUS EXPENSE 104,500 15,000 46,166 105,000 (58,834) 843 TRANSPORTATION/SHIPPING 875 BONDS AND RELATED EXPENSE 14,000 Subtotal $ 590,000 $ 193,900 14,000 $ 514,952 CAPITAL OUTLAY 4,140,453 3,729,106 4,140,453 920 EQUIPMENT 40,000 30,000 40,000 3,000 $ 765,900 $ 0% -50% 100% -50% 0% -127% 11,000 79% (250,948) -49% 5,065,661 (40,000) -100% Subtotal $ 40,000 $ 30,000 $ 40,000 $ 80,000 80,000 $ (40,000) -100% Total Expenditures $ 2,078,453 $ 1,647,900 $ 2,078,453 $ 2,482,401 $ (403,948) -19% Operating Balance (Rev. - Exp.) $ (241,453) $ 338,306 $ (111,453) $ Ending Fund Balance (Resources - Exp.) $ (16,453) $ 433,306 $ (16,453) $ (349,141) $ 100,859 $ 237,688 -213% (117,312) 713% 175 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM COUNTY ATTORNEY Agency 193 Org 1949 Title SPECIAL CRIMES BUREAU Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Revenue $ - $ 331,000 $ 169,000 $ 500,000 $ 500,000 Totals: $ - $ 331,000 $ 169,000 $ 500,000 $ 500,000 OBJ OBJ_TITLE COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT COUNTY ATTORNEY Agency 193 REVENUE FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted Variance % 800,000 842,000 800,000 1,000,000 637 FINES & FORFEITS 250,000 250,000 250,000 100,000 (150,000.00) -60% 650 MISCELLANEOUS REVENUE 150,000 150,000 150,000 400,000 250,000.00 167% 100,000 25% Total Revenue $ 400,000 $ 400,000 $ 400,000 $ 500,000 $ EXPENDITURES PERSONAL SERVICES 800,000 701 REGULAR PAY $ 710 SPECIAL PAY 842,000 $ 16,270 750 FRINGE BENEFITS $ SUPPLIES AND SERVICES 60,650 $ 47,850 800,000 $ - 20,000 1,000,000 $ 60,650 47,850 $ $ 800,000 $ - 8,529 $ 842,000 $ 35,851 16,270 $ 800,000 801 GENERAL SUPPLIES - 8,529 Subtotal - $ 35,851 100% 16,270 100% 8,529 100% 60,650 100% 1,000,000 25,850 54% 805 CONTRACTUAL SERVICES 23,000 40,000 23,000 42,000 (19,000) -83% $ 22,000 $ 810 LEGAL 46,000 20,000 46,000 22,000 24,000 52% 820 RENT 7,000 5,000 7,000 5,000 2,000 29% 825 REPAIRS AND MAINTENANCE 1,000 1,000 1,000 1,000 - 0% 841 EMPLOYEE TRAVEL 18,000 11,000 18,000 12,000 6,000 33% 842 EDUCATION 20,000 50,000 20,000 53,000 6,000 5,000 6,000 5,000 76,000 150,000 76,000 160,000 850 UTILITIES 855 STATE AND LOCAL AID 860 MISCELLANEOUS EXPENSE 8,500 Subtotal 176 35,851 $ 253,350 8,000 $ 310,000 8,500 $ 253,350 (33,000) -165% 1,000 9,000 $ 331,000 CAPITAL OUTLAY 800,000 842,000 800,000 1,000,000 920 EQUIPMENT 58,000 100,000 58,000 134,000 930 TRANSPORTATION 28,000 32,000 28,000 35,000 17% (84,000) -111% $ (500) -6% (77,650) -31% (76,000) -131% (7,000) -25% Subtotal $ 86,000 $ 132,000 $ 86,000 $ 169,000 $ (83,000) -97% Total Expenditures $ 400,000 $ 442,000 $ 400,000 $ 500,000 $ (100,000) -25% Operating Balance (Rev. - Exp.) $ $ (42,000) $ - - $ - $ - maricopa county annual business strategies for 1999-2000 ORG ORG_TITLE COL_INPUT PS SS CO TOTAL_EXP REV HIDE_ROW TOTAL BUDGET BY PROGRAM COUNTY ATTORNEY Agency 194 Org Title 1967 COUNTY COUNSEL Totals: OBJ OBJ_TITLE Personal Supplies Services PS & Services SS Capital HIDDEN Total OutlayREVENUE_COL Expenditures CO RE Revenue 1967 $ 4,499,739 $ (4,662,907) $ 163,168 $ - $ - $ 4,499,739 $ (4,662,907) $ 163,168 $ - $ - COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT COUNTY ATTORNEY Agency 194 FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted Variance % EXPENDITURES PERSONAL SERVICES - 701 REGULAR PAY $ 710 SPECIAL PAY 3,576,071 (128,807) $ - 750 FRINGE BENEFITS - (113,937) Subtotal $ 4,124,013 $ 48,000 SUPPLIES AND SERVICES (113,937) $ - 801 GENERAL SUPPLIES 3,726,063 3,702,538 $ 27,000 633,622 34,600 175,391 (113,937) $ 4,230,197 $ 48,000 4,499,739 $ 53,000 - -2% (26,626) -4% (140,791) -407% (113,937) $ (75,125) (27,000) - 0% $ (269,542) -6% $ (5,000) -10% 805 CONTRACTUAL SERVICES 8,000 12,000 8,000 9,000 (1,000) -13% 810 LEGAL 5,000 5,000 5,000 8,000 (3,000) -60% 339,847 353,000 339,847 347,500 (7,653) -2% 825 REPAIRS AND MAINTENANCE 6,000 1,000 6,000 8,000 (2,000) -33% 841 EMPLOYEE TRAVEL 5,000 4,000 5,000 8,000 (3,000) -60% 842 EDUCATION 9,000 5,000 9,000 15,000 (6,000) -67% 843 TRANSPORTATION/SHIPPING 2,000 1,000 2,000 5,000 820 RENT 860 MISCELLANEOUS EXPENSE 870 OTHER ADJUSTMENTS 874 OTHER NEGATIVE ADJUSTMENTS Subtotal $ 60,000 3,777,663 606,996 (128,807) $ $ - 520,000 73,936 797 PERSONNEL SAVINGS (NEG) $ 20,000 587,943 780 SALARY ADJUSTMENTS 3,300,000 (3,000) -150% 33,183 36,000 33,183 52,000 (18,817) 329,269 329,269 329,269 307,638 21,631 -57% 7% (5,004,955) (4,961,139) (5,111,139) (5,476,045) 364,906 -7% (4,219,656) $ (4,154,870) $ (4,325,840) $ (4,662,907) $ 337,067 -8% CAPITAL OUTLAY - (128,807) - - 920 EQUIPMENT 95,643 300,000 95,643 163,168 Subtotal $ 95,643 $ Total Expenditures $ - $ 300,000 $ (128,807) $ 95,643 $ - $ 163,168 - (67,525) -71% $ (67,525) -71% $ - 177 maricopa county annual business strategies for 1999-2000 board of supervisors Board Board of of Supervisors Supervisors District District11--Fulton FultonBrock Brock--Chairman Chairman District 2 Don Stapley District 2 - Don Stapley District District33--Andrew AndrewKunasek Kunasek District 4 Janice K. District 4 - Janice K.Brewer Brewer District District55--Mary MaryRose RoseWilcox Wilcox mission The five-member Board of Supervisors is the governing body of Maricopa County. With the assistance of the Clerk of the Board, the Board of Supervisors takes actions necessary to fully discharge its duties as authorized by law in order to enhance, increase and enrich the individual freedoms and opportunities of all Maricopa County citizens. The Board of Supervisors is committed to achieving full financial stability and establishing a solid foundation for improved services. program goals Oversee financial obligation of the County and all financial accounts. Manage public roads and bridges within the County. Provide for the care of the indigent sick of the County. Establish a courthouse and jails. Divide the County into precincts and districts as required. Levy property taxes. Prosecute, defend and/or settle all actions to which the County is a party. Enact and enforce certain ordinances. community impact By solving regional public policy issues in a cost effective manner County government will be more efficient and responsive to citizens and their concerns. 178 maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY B O A R D O F S U P E R V IS O R S D I S T R IC T 1 D e p a rtm e n t 0 1 Fund Type General T o tals $ Personal Services 207,346 207,346 S u p p lie s & Services 12,882 $ 12,882 $ C a p ital O u tlay 1,300 1,300 $ $ Total Expenses 221,528 221,528 Total Revenue $ $ - BOARD OF SUPERVISORS DISTRICT 1 Department 01 FY1998-99 Adopted EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS FY1998-99 Projected FY1998-99 Restated FY1999-00 Adopted Variance % Subtotal $ 220,733 172,490 $ 31,283 3,810 207,583 $ 194,793 150,000 $ 29,243 2,500 181,743 $ 220,733 172,490 $ 31,283 3,810 207,583 $ 221,528 162,817 $ 5,000 34,607 4,922 207,346 $ - SUPPLIES AND SERVICES 801 GENERAL SUPPLIES $ 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES 820 RENT 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 828 MOTOR POOL 830 TELECOM DISCRETIONARY 840 ELECTED OFFICIAL TRAVEL 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 860 MISCELLANEOUS EXPENSE Subtotal $ 220,733 2,742 $ 400 300 150 40 100 400 2,400 2,018 700 900 300 400 10,850 $ 194,793 2,700 $ 400 300 150 100 400 2,400 2,000 700 900 300 400 10,750 $ 220,733 2,242 $ 400 300 150 40 600 400 2,400 2,018 700 900 300 400 10,850 $ 221,528 2,742 $ 400 300 150 40 100 400 2,400 4,150 700 800 300 400 12,882 $ - 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% CAPITAL OUTLAY 920 EQUIPMENT Subtotal $ 220,733 2,300 2,300 $ 194,793 2,300 2,300 $ 220,733 2,300 2,300 $ 221,528 1,300 1,300 $ - 0% 0% Total Expenditures $ 220,733 $ 194,793 $ 220,733 $ 221,528 $ - 0% Operating Balance (Rev. - Exp.) $ (220,733) $ (194,793) $ (220,733) $ (221,528) $ - 0% Ending Fund Balance (Resources - Exp.) $ (220,733) $ (194,793) $ (220,733) $ (221,528) $ - 0% $ 0% 0% 0% 0% 0% 0% 179 maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION Dept 1 BOARD OF SUPERVISORS DIST 1 1 Total ORG ORG_TITLE FTE 1 1 1 1 4 WORKING TITLE BOARD OF SPVSRS EXEC ASST CHIEF ADMINISTRATOR COUNTY SUPERVISOR SECRETARY/OFFICE MNGR CO PS L_INPUT SS CO TOTAL_EXP REV HIDE_ROW TOTAL BUDGET BY PROGRAM BOARD OF SUPERVISORS DISTRICT 1 Agency 10 O rg Title 1311 DISTRICT 1 Totals: OBJ OBJ_TITLE Personal Supplies Services PS & Services SS Capital HIDDEN Total OL OutlayR E V E N U E _ CExpenditures CO RE Revenue 1 3$1 1 207,346 $ 12,882 $ 1,300 $ 221,528 $ - $ 207,346 $ 12,882 $ 1,300 $ 221,528 $ - COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT BOARD OF SUPERVISORS DISTRICT 1 Agency 10 FY1998-99 Adopted FY1998-99 Projected FY1998-99 Restated FY1999-00 Adopted Variance % EXPENDITURES PERSONAL SERVICES 220,733 701 REGULAR PAY $ 194,793 $ 150,000 220,733 $ 172,490 221,528 $ 162,817 $ 9,673 6% 705 TEMPORARY PAY - - - 5,000 (5,000) 750 FRINGE BENEFITS 31,283 29,243 31,283 34,607 (3,324) -11% 3,810 2,500 3,810 4,922 (1,112) -29% 780 SALARY ADJUSTMENTS Subtotal $ SUPPLIES AND SERVICES 207,583 $ 220,733 801 GENERAL SUPPLIES $ 2,742 181,743 $ 194,793 $ 2,700 207,583 $ 220,733 $ 2,242 207,346 $ 237 $ (500) 0% 221,528 $ 2,742 -22% 805 CONTRACTUAL SERVICES 400 400 400 400 - 0% 820 RENT 300 300 300 300 - 0% 825 REPAIRS AND MAINTENANCE 150 150 150 150 - 0% 40 40 - 600 100 500 826 FACILITIES MGMT DISCRETIONARY 40 827 MATERIAL MGNT DISCRETIONARY 100 828 MOTOR POOL 100 0% 83% 400 400 400 400 - 0% 830 TELECOM DISCRETIONARY 2,400 2,400 2,400 2,400 - 0% 840 ELECTED OFFICIAL TRAVEL 2,018 2,000 2,018 4,150 841 EMPLOYEE TRAVEL 700 700 700 700 - 842 EDUCATION 900 900 900 800 100 843 TRANSPORTATION/SHIPPING 300 300 300 300 - 860 MISCELLANEOUS EXPENSE 400 400 400 400 - Subtotal 180 172,490 $ 10,850 $ 10,750 $ 10,850 CAPITAL OUTLAY 220,733 194,793 220,733 920 EQUIPMENT 2,300 2,300 2,300 $ 12,882 (2,132) -106% $ 0% 11% 0% 0% (2,032) -19% 1,000 43% 1,000 43% 221,528 1,300 Subtotal $ 2,300 $ 2,300 $ 2,300 $ 1,300 $ Total Expenditures $ 220,733 $ 194,793 $ 220,733 $ 221,528 $ (795) 0% maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY BOARD OF SUPERVISORS DISTRICT 2 Department 02 Fund Type General Totals $ Personal Services 182,572 182,572 Supplies & Services 37,950 $ 37,950 Capital Outlay 1,006 1,006 $ $ $ Total Expenses 221,528 221,528 Total Revenue $ $ - EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT BOARD OF SUPERVISORS DISTRICT 2 Department 02 FY1998-99 Adopted EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES Subtotal $ 220,733 137,724 5,350 24,525 3,810 5,000 176,409 SUPPLIES AND SERVICES 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES 820 RENT 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 828 MOTOR POOL 830 TELECOM DISCRETIONARY 840 ELECTED OFFICIAL TRAVEL 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 860 MISCELLANEOUS EXPENSE Subtotal $ 220,733 6,000 1,000 1,500 1,000 500 1,200 900 7,500 5,000 4,000 4,000 200 6,524 39,324 CAPITAL OUTLAY 920 EQUIPMENT $ FY1998-99 Projected $ $ 203,843 140,000 2,500 22,543 2,000 167,043 $ 203,843 6,000 1,000 1,500 1,000 500 1,200 900 7,500 5,000 4,000 4,000 200 2,000 34,800 Subtotal $ 220,733 5,000 5,000 Total Expenditures $ 220,733 FY1998-99 Restated $ $ 220,733 141,281 4,352 24,820 2,057 3,899 176,409 FY1999-00 Adopted $ $ 221,528 147,055 3,000 28,517 4,000 182,572 $ 220,733 6,000 1,000 1,500 1,000 500 1,200 900 7,500 5,000 4,000 4,000 200 6,524 39,324 $ 203,843 2,000 2,000 $ 220,733 5,000 5,000 $ 221,528 1,006 1,006 $ 203,843 $ 220,733 $ 221,528 $ $ Variance $ $ % - 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% $ 221,528 5,500 1,000 1,500 1,000 500 1,200 900 7,500 5,150 4,000 4,000 200 5,500 37,950 $ - $ - 0% 0% $ - 0% $ $ Operating Balance (Rev. - Exp.) $ (220,733) $ (203,843) $ (220,733) $ (221,528) $ - 0% Ending Fund Balance (Resources - Exp.) $ (220,733) $ (203,843) $ (220,733) $ (221,528) $ - 0% 181 maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION Dept 2 BOARD OF SUPERVISORS DIST 2 2 Total ORG ORG_TITLE FTE 1 1 1 1 4 WORKING TITLE CHIEF ADMINISTRATOR COUNTY SUPERVISOR EXEC ASST EXECTV SCRTRY-OFC MGR II COL_INPUT PS SS CO TOTAL_EXP REV HIDE_ROW TOTAL BUDGET BY PROGRAM BOARD OF SUPERVISORS DISTRICT 2 Agency 20 O rg Title 1312 DISTRICT 2 Personal Supplies Services PS & Services SS 1312 $ Totals: $ OBJ OBJ_TITLE 182,572 182,572 COL_INPUT ADOPTED_98/99 $ $ Capital 37,950 37,950 PROJECTED HIDDEN Total OutlayR E V E N U E _ CExpenditures OL CO RE $ $ 1,006 1,006 RESTATED $ $ Revenue 221,528 221,528 ADOPTED_99/00 $ $ - VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT BOARD OF SUPERVISORS DISTRICT 2 Agency 20 FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted Variance % EXPENDITURES PERSONAL SERVICES 220,733 701 REGULAR PAY $ 705 TEMPORARY PAY 750 FRINGE BENEFITS 203,843 $ 140,000 220,733 $ 141,281 221,528 $ (5,774) -4% 5,350 2,500 4,352 147,055 3,000 $ 1,352 31% -15% 24,525 22,543 24,820 28,517 (3,697) 780 SALARY ADJUSTMENTS 3,810 2,000 2,057 4,000 (1,943) -94% 790 OTHER PERSONAL SERVICES 5,000 - 3,899 - 3,899 100% Subtotal $ SUPPLIES AND SERVICES 176,409 $ 220,733 801 GENERAL SUPPLIES $ $ 203,843 220,733 (6,163) -3% 221,528 500 8% - 0% 820 RENT 1,500 1,500 1,500 1,500 - 0% 825 REPAIRS AND MAINTENANCE 1,000 1,000 1,000 1,000 - 0% 500 500 500 500 - 0% 1,200 1,200 1,200 1,200 - 0% 900 900 900 900 - 0% 830 TELECOM DISCRETIONARY 7,500 7,500 7,500 7,500 - 840 ELECTED OFFICIAL TRAVEL 5,000 5,000 5,000 5,150 841 EMPLOYEE TRAVEL 4,000 4,000 4,000 4,000 - 0% 842 EDUCATION 4,000 4,000 4,000 4,000 - 0% 200 200 200 200 - 0% 6,524 2,000 6,524 5,500 1,024 16% 1,374 3% 3,994 80% 3,994 80% Subtotal $ 39,324 $ 34,800 $ 6,000 $ 1,000 860 MISCELLANEOUS EXPENSE $ 182,572 1,000 843 TRANSPORTATION/SHIPPING 6,000 $ 1,000 828 MOTOR POOL $ 176,409 1,000 827 MATERIAL MGNT DISCRETIONARY 6,000 167,043 805 CONTRACTUAL SERVICES 826 FACILITIES MGMT DISCRETIONARY 182 137,724 39,324 CAPITAL OUTLAY 220,733 203,843 220,733 920 EQUIPMENT 5,000 2,000 5,000 $ $ 5,500 37,950 $ (150) $ 0% -3% 221,528 1,006 Subtotal $ 5,000 $ 2,000 $ 5,000 $ 1,006 $ Total Expenditures $ 220,733 $ 203,843 $ 220,733 $ 221,528 $ (795) 0% maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY BOARD OF SUPERVISORS DISTRICT 3 Department 03 Fund Type General Totals $ Personal Services 200,545 200,545 Supplies & Services 19,883 $ 19,883 Capital Outlay 1,100 1,100 $ Total Expenses $ 221,528 $ 221,528 Total Revenue $ $ - EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT BOARD OF SUPERVISORS DISTRICT 3 Department 03 FY1998-99 Adopted EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS Subtotal $ 220,733 158,520 2,570 25,329 3,810 190,229 SUPPLIES AND SERVICES 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES 820 RENT 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 828 MOTOR POOL 830 TELECOM DISCRETIONARY 840 ELECTED OFFICIAL TRAVEL 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 860 MISCELLANEOUS EXPENSE Subtotal $ 220,733 9,121 1,500 500 150 300 1,500 500 2,000 5,000 2,000 2,000 300 633 25,504 CAPITAL OUTLAY 920 EQUIPMENT $ FY1998-99 Projected $ $ 209,436 155,000 24,243 3,810 183,053 $ 209,436 5,000 1,500 500 150 300 1,500 500 2,000 5,000 2,000 2,000 300 633 21,383 Subtotal $ 220,733 5,000 5,000 Total Expenditures $ 220,733 FY1998-99 Restated $ $ 220,733 160,013 2,198 25,461 2,557 190,229 FY1999-00 Adopted $ $ 221,528 163,571 2,570 29,582 4,822 200,545 $ 220,733 9,121 1,500 500 150 300 1,500 500 2,000 5,000 2,000 2,000 300 633 25,504 $ 209,436 5,000 5,000 $ 220,733 5,000 5,000 $ 221,528 1,100 1,100 $ 209,436 $ 220,733 $ 221,528 $ $ Variance $ $ % - 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% $ 221,528 5,000 1,000 500 150 300 500 500 2,000 5,000 2,000 2,000 300 633 19,883 $ - $ - 0% 0% $ - 0% $ $ Operating Balance (Rev. - Exp.) $ (220,733) $ (209,436) $ (220,733) $ (221,528) $ - 0% Ending Fund Balance (Resources - Exp.) $ (220,733) $ (209,436) $ (220,733) $ (221,528) $ - 0% 183 maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION Dept 3 BOARD OF SUPERVISORS DIST 3 3 Total ORG ORG_TITLE FTE 1 1 1 1 4 WORKING TITLE ADMINISTRATIVE ASSTNT I BOARD OF SPVSRS EXEC ASST CHIEF ADMINISTRATOR COUNTY SUPERVISOR CO PS L_INPUT SS CO TOTAL_EXP REV HIDE_ROW TOTAL BUDGET BY PROGRAM BOARD OF SUPERVISORS DISTRICT 3 Agency 30 O rg Title 1313 DISTRICT 3 Totals: OBJ OBJ_TITLE Personal Supplies Services PS & Services SS Capital HIDDEN Total OutlayR E V E N U E _ CExpenditures OL CO RE Revenue 1 3$1 3 200,545 $ 19,883 $ 1,100 $ 221,528 $ - $ 200,545 $ 19,883 $ 1,100 $ 221,528 $ - COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT BOARD OF SUPERVISORS DISTRICT 3 Agency 30 FY1998-99 Adopted FY1998-99 Projected FY1998-99 Restated FY1999-00 Adopted Variance % EXPENDITURES PERSONAL SERVICES 220,733 701 REGULAR PAY $ (3,558) -2% 2,198 2,570 (372) -17% 750 FRINGE BENEFITS 25,329 24,243 25,461 29,582 (4,121) -16% 3,810 3,810 2,557 4,822 (2,265) -89% $ (10,316) -5% $ 4,121 45% 500 33% SUPPLIES AND SERVICES 190,229 $ 220,733 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES 9,121 155,000 183,053 $ $ 209,436 $ 5,000 160,013 221,528 - $ $ 220,733 2,570 Subtotal 190,229 $ $ 220,733 $ 9,121 163,571 200,545 $ 221,528 $ 5,000 1,500 1,500 1,500 1,000 820 RENT 500 500 500 500 - 0% 825 REPAIRS AND MAINTENANCE 150 150 150 150 - 0% 826 FACILITIES MGMT DISCRETIONARY 300 300 300 300 - 0% 1,500 1,500 1,500 500 1,000 67% 827 MATERIAL MGNT DISCRETIONARY 828 MOTOR POOL 500 500 500 500 - 0% 830 TELECOM DISCRETIONARY 2,000 2,000 2,000 2,000 - 0% 840 ELECTED OFFICIAL TRAVEL 5,000 5,000 5,000 5,000 - 0% 841 EMPLOYEE TRAVEL 2,000 2,000 2,000 2,000 - 0% 842 EDUCATION 2,000 2,000 2,000 2,000 - 0% 843 TRANSPORTATION/SHIPPING 300 300 300 300 - 0% 860 MISCELLANEOUS EXPENSE 633 633 633 633 - 0% 5,621 22% 3,900 78% 3,900 78% Subtotal 184 209,436 705 TEMPORARY PAY 780 SALARY ADJUSTMENTS 158,520 $ 25,504 $ 21,383 $ 25,504 CAPITAL OUTLAY 220,733 209,436 220,733 920 EQUIPMENT 5,000 5,000 5,000 $ 19,883 $ 221,528 1,100 Subtotal $ 5,000 $ 5,000 $ 5,000 $ 1,100 $ Total Expenditures $ 220,733 $ 209,436 $ 220,733 $ 221,528 $ (795) 0% maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY BOARD OF SUPERVISORS DISTRICT 4 Department 04 Fund Type General Totals $ Personal Services 187,192 187,192 Supplies & Services 28,286 $ 28,286 Capital Outlay 6,050 6,050 $ Total Expenses $ 221,528 $ 221,528 Total Revenue $ $ - EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT BOARD OF SUPERVISORS DISTRICT 4 Department 04 FY1998-99 Adopted PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS Subtotal $ 144,427 19,814 24,250 3,810 192,301 SUPPLIES AND SERVICES 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES 820 RENT 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 828 MOTOR POOL 830 TELECOM DISCRETIONARY 840 ELECTED OFFICIAL TRAVEL 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING Subtotal $ 4,760 1,200 800 500 1,022 800 1,000 2,000 4,000 650 2,000 900 19,632 $ FY1998-99 Projected $ $ 140,500 2,000 20,995 3,800 167,295 $ 195,727 4,760 1,200 800 500 1,022 800 1,000 2,000 4,000 650 2,000 900 19,632 Subtotal $ 220,733 8,800 8,800 Total Expenditures $ 220,733 CAPITAL OUTLAY 920 EQUIPMENT FY1998-99 Restated $ $ 144,427 19,814 24,250 3,810 192,301 $ 220,733 4,760 1,200 800 500 1,022 800 1,000 2,000 4,000 650 2,000 900 19,632 $ 195,727 8,800 8,800 $ 195,727 $ FY1999-00 Adopted $ $ 144,980 15,000 23,052 4,160 187,192 Variance $ % - 0% 0% 0% 0% 0% $ - 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% $ $ 221,528 5,200 1,200 800 500 1,021 800 1,000 3,000 8,400 1,650 2,000 2,715 28,286 $ 220,733 8,800 8,800 $ 221,528 6,050 6,050 $ - 0% 0% $ 220,733 $ 221,528 $ - 0% $ $ $ Operating Balance (Rev. - Exp.) $ (220,733) $ (195,727) $ (220,733) $ (221,528) $ - 0% Ending Fund Balance (Resources - Exp.) $ (220,733) $ (195,727) $ (220,733) $ (221,528) $ - 0% 185 maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION Dept 4 BOARD OF SUPERVISORS DIST 4 4 Total FTE 1 1 1 3 WORKING TITLE CHIEF ADMINISTRATOR COUNTY SUPERVISOR EXECTV SCRTRY-OFC MGR II TOTAL BUDGET BY PROGRAM BOARD OF SUPERVISORS DISTRICT 4 Agency 40 Org 1314 Title DISTRICT 4 OBJ OBJ_TITLE Personal Services Supplies & Services Capital Outlay PS SS CO Total Expenditures Revenue $ 187,192 $ 28,286 $ 6,050 $ 221,528 $ - Totals: $ 187,192 $ 28,286 $ 6,050 $ 221,528 $ - COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT BOARD OF SUPERVISORS DISTRICT 4 Agency 40 FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted Variance % EXPENDITURES PERSONAL SERVICES 220,733 701 REGULAR PAY $ 195,727 $ 140,500 220,733 $ 144,427 221,528 $ 144,980 $ (553) 705 TEMPORARY PAY 19,814 2,000 19,814 15,000 4,814 750 FRINGE BENEFITS 24,250 20,995 24,250 23,052 1,198 3,810 3,800 3,810 4,160 780 SALARY ADJUSTMENTS Subtotal $ SUPPLIES AND SERVICES 192,301 $ 220,733 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES 4,760 167,295 $ 195,727 $ 4,760 192,301 $ 220,733 $ 4,760 187,192 (350) $ 5,109 0% 24% 5% -9% 3% 221,528 $ 5,200 $ (440) -9% 1,200 1,200 1,200 1,200 - 0% 820 RENT 800 800 800 800 - 0% 825 REPAIRS AND MAINTENANCE 500 500 500 500 - 1,022 1,022 1,022 1,021 800 800 800 800 - 828 MOTOR POOL 1,000 1,000 1,000 1,000 - 830 TELECOM DISCRETIONARY 2,000 2,000 2,000 3,000 (1,000) 840 ELECTED OFFICIAL TRAVEL 4,000 4,000 4,000 8,400 (4,400) -110% 650 650 650 1,650 (1,000) -154% 2,000 2,000 2,000 2,000 900 900 900 2,715 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING Subtotal 186 144,427 $ 19,632 $ 19,632 $ 19,632 CAPITAL OUTLAY 220,733 195,727 220,733 920 EQUIPMENT 8,800 8,800 8,800 $ 28,286 0% 1 - 0% 0% 0% -50% 0% (1,815) -202% $ (8,654) -44% 2,750 31% 2,750 31% 221,528 6,050 Subtotal $ 8,800 $ 8,800 $ 8,800 $ 6,050 $ Total Expenditures $ 220,733 $ 195,727 $ 220,733 $ 221,528 $ (795) 0% maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY BOARD OF SUPERVISORS DISTRICT 5 Department 05 Fund Type General Totals $ Personal Services 185,431 185,431 Supplies & Services 31,097 $ 31,097 Capital Outlay 5,000 5,000 $ $ $ Total Expenses 221,528 221,528 Total Revenue $ $ - EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT BOARD OF SUPERVISORS DISTRICT 5 Department 05 FY1998-99 Adopted EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS Subtotal $ 220,733 129,665 25,000 26,766 3,810 185,241 SUPPLIES AND SERVICES 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES 820 RENT 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 828 MOTOR POOL 830 TELECOM DISCRETIONARY 840 ELECTED OFFICIAL TRAVEL 841 EMPLOYEE TRAVEL 842 EDUCATION 860 MISCELLANEOUS EXPENSE Subtotal $ 220,733 5,777 1,800 2,000 900 300 445 4,000 3,500 3,000 2,000 1,600 4,948 30,270 CAPITAL OUTLAY 920 EQUIPMENT $ FY1998-99 Projected $ $ 200,220 121,000 15,000 25,243 3,485 164,728 $ 200,220 5,777 1,800 2,000 900 300 445 4,000 3,500 3,000 2,000 1,600 4,948 30,270 Subtotal $ 220,733 5,222 5,222 Total Expenditures $ 220,733 FY1998-99 Restated $ $ 220,733 129,944 25,000 26,812 3,485 185,241 $ 220,733 5,777 1,800 2,000 900 300 445 4,000 3,500 3,000 2,000 1,600 4,948 30,270 $ 200,220 5,222 5,222 $ 200,220 $ FY1999-00 Adopted $ $ 221,528 130,727 23,500 27,317 3,887 185,431 Variance $ % - 0% 0% 0% 0% 0% $ - 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% $ $ 221,528 6,000 1,800 2,000 900 300 445 4,000 3,500 3,605 2,000 1,600 4,947 31,097 $ 220,733 5,222 5,222 $ 221,528 5,000 5,000 $ - 0% 0% $ 220,733 $ 221,528 $ - 0% $ $ $ Operating Balance (Rev. - Exp.) $ (220,733) $ (200,220) $ (220,733) $ (221,528) $ - 0% Ending Fund Balance (Resources - Exp.) $ (220,733) $ (200,220) $ (220,733) $ (221,528) $ - 0% 187 maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION Dept 5 BOARD OF SUPERVISORS DIST 5 5 Total ORG ORG_TITLE FTE 1 1 1 1 4 WORKING TITLE BOARD OF SPVSRS EXEC ASST COUNTY SUPERVISOR EXEC ASSISTANT EXECTV SCRTRY-OFC MGR II COL_INPUT PS SS CO TOTAL_EXP REV HIDE_ROW TOTAL BUDGET BY PROGRAM BOARD OF SUPERVISORS DISTRICT 5 Agency 50 Org Title 1315 DISTRICT 5 Personal Services PS Totals: OBJ OBJ_TITLE 1315 $ $ Supplies & Services SS 185,431 185,431 COL_INPUT ADOPTED_98/99 $ $ Capital HIDDEN Total OutlayREVENUE_COL Expenditures CO RE 31,097 31,097 PROJECTED $ $ 5,000 5,000 RESTATED $ $ Revenue 221,528 221,528 ADOPTED_99/00 $ $ - VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT BOARD OF SUPERVISORS DISTRICT 5 Agency 50 FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted Variance % EXPENDITURES PERSONAL SERVICES 220,733 701 REGULAR PAY $ 200,220 $ 121,000 220,733 $ 129,944 221,528 $ 130,727 705 TEMPORARY PAY 25,000 15,000 25,000 23,500 750 FRINGE BENEFITS 26,766 25,243 26,812 27,317 780 SALARY ADJUSTMENTS 3,810 Subtotal $ SUPPLIES AND SERVICES 185,241 3,485 $ 220,733 801 GENERAL SUPPLIES $ 5,777 164,728 3,485 $ 200,220 $ 5,777 185,241 5,777 185,431 (783) 1,500 3,887 $ 220,733 $ $ -1% 6% (505) -2% (402) -12% $ (190) 0% $ (223) -4% 221,528 $ 6,000 805 CONTRACTUAL SERVICES 1,800 1,800 1,800 1,800 - 0% 820 RENT 2,000 2,000 2,000 2,000 - 0% 825 REPAIRS AND MAINTENANCE 900 900 900 900 - 0% 826 FACILITIES MGMT DISCRETIONARY 300 300 300 300 - 0% 827 MATERIAL MGNT DISCRETIONARY 445 445 445 445 - 0% 828 MOTOR POOL 4,000 4,000 4,000 4,000 - 0% 830 TELECOM DISCRETIONARY 3,500 3,500 3,500 3,500 - 840 ELECTED OFFICIAL TRAVEL 3,000 3,000 3,000 3,605 841 EMPLOYEE TRAVEL 2,000 2,000 2,000 2,000 - 842 EDUCATION 1,600 1,600 1,600 1,600 - 860 MISCELLANEOUS EXPENSE 4,948 4,948 4,948 4,947 Subtotal 188 129,665 $ 30,270 $ 30,270 $ 30,270 CAPITAL OUTLAY 220,733 200,220 220,733 920 EQUIPMENT 5,222 5,222 5,222 $ 31,097 0% (605) 0% 0% 1 $ -20% 0% (827) -3% 221,528 222 4% Subtotal $ 5,222 $ 5,222 $ 5,222 $ 5,000 5,000 $ 222 4% Total Expenditures $ 220,733 $ 200,220 $ 220,733 $ 221,528 $ (795) 0% maricopa county annual business strategies for 1999-2000 clerk of superior court (16) Clerk of the Superior Court Micheal Jeanes Assistant to the Clerk of the Superior Court Public Affairs Information Technology Family Support Services General Accounting Administrative Services Court Services mission The Office of the Clerk of the Superior Court provides legally mandated services, including fiduciary, family support and court records information management in an accurate, timely and professional manner to the Superior Court and the public. program goals To provide the best possible level of service to both the Court and the Public, delivered with courtesy and professionalism. To advance the interests of children and families by assisting in the enforcement of the Court's orders regarding financial support and visitation rights. To insure sound financial management of all Court monies, maintain effective records using management and information systems, and provide a support system for internal communication and technical assistance for all sections of the office. community impact The Clerk of the Superior Court directly supports the Superior Court of Arizona by maintaining court files, records, and exhibits in a timely and accurate manner. This provides for public safety as an integral part of the Justice System. The Clerk of the Court affects the County Attorney, Sheriff, Department of Public Safety, Department of Corrections, Probation and Parole departments, and the Department of Economic Security in the collection and distribution of child support payments. performance measures Performance Measure New Cases Initiated – Domestic Relations New Cases Initiated – Criminal Subsequent Case Filings – Criminal Juvenile Court Petitions Documents Docketed Number of RFR Payments Processed $ Amount of RFR Payments Processed FY 96-97 FY 97-98 FY 98-99 (Est.) FY 99-00 (Proj) 29,433 33,728 38,700 42,500 19,109 392,594 158,393 24,594 506,864 178,117 26,725 549,750 194,150 29,075 591,200 209,675 103,112 8,976,297 169,110 13,650,920 181,375 14,011,500 196,350 15,510,000 189 maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY C L E R K O F T H E S U P E R IO R C O U R T D e p a rtm e n t 1 6 Fund Type G eneral S p e c ia l R e v e n u e T o t a ls $ Personal Services 1 7 ,0 5 2 , 0 4 6 2,742,962 1 9 ,7 9 5 , 0 0 8 $ S u p p lie s & Services 1,473,793 2,268,401 3,742,194 C a p ita l O u tla y 9 6 ,4 6 9 1,810,656 1,907,125 $ $ $ $ T o tal Expenses 1 8 ,6 2 2 , 3 0 8 6,822,019 2 5 ,4 4 4 , 3 2 7 $ $ $ T o tal Revenue 5,580,000 6,822,020 1 2 ,4 0 2 , 0 2 0 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT CLERK OF THE SUPERIOR COURT Department 16 FY1998-99 Adopted $ 1,061,190 1,061,190 Subtotal $ 270,000 9,900 2,753,248 4,230,000 1,950,000 470,000 9,683,148 RESOURCES BEGINNING FUND BALANCE REVENUE 610 LICENSES AND PERMITS 615 G R A N T S 620 I N T E R G O V E R M E N T A L 635 F E E S & C H A R G E S 637 FINES & FORFEITS 650 M I S C E L L A N E O U S R E V E N U E EXPENDITURES PERSONAL SERVICES 701 R E G U L A R P A Y 705 T E M P O R A R Y P A Y 710 S P E C IAL PAY 750 FRINGE BENEFITS 780 S A L A R Y A D J U S T M E N T S 790 O T H E R P E R S O N A L S E R V ICES 795 P S INTER-FUND CREDIT (NEG) 796 P S INTER-FUND CHARGES 797 P E R S O N N E L S A V INGS (NEG) $ 1,849,893 1,849,893 $ 134,970 45,914 2,527,653 5,293,716 2,041,894 467,145 10,511,292 FY1998-99 Restated $ 1,061,190 1,061,190 $ 270,000 39,909 2,536,763 4,230,000 1,950,000 470,000 9,496,672 FY1999-00 Adopted $ 2,310,000 2,310,000 $ 6,500 2,838,020 5,437,500 1,700,000 110,000 10,092,020 Variance % $ - 0% $ - 0% 0% 0% 0% 0% 0% 14,958,774 $ 767,811 395,531 3,337,721 29,716 26,535 (632,059) 820,189 (540,557) 19,163,661 $ 14,618,937 $ 382,715 3,131,056 300,000 (673,059) 879,945 18,639,594 $ 34,046,243 15,354,174 $ 124,600 313,852 3,329,506 231,687 26,535 (632,059) 850,189 (540,557) 19,057,927 $ 37,846,347 16,223,883 $ 326,411 3,522,435 (818,578) 1,065,519 (524,662) 19,795,008 $ - SUPPLIES AND SERVICES 801 G E N E R A L S U P P L IES $ 805 C O N T R A C T U A L S E R V ICES 810 L E G A L 825 R E P A IRS AND MAINTENANCE 826 F A C ILITIES MGMT DISCRETIONARY 827 M A T E R IAL MGNT DISCRETIONARY 830 T E L E C O M D ISCRETIONARY 840 ELECTED OFFICIAL TRAVEL 841 E M P L O Y E E T R A V E L 842 EDUCATION 860 M I S C E L L A N E O U S E X P E N S E 870 O T H E R A D J U S T M E N T S Subtotal $ 34,510,929 1,594,563 938,557 25,000 733,299 3,100 21,500 40,000 10,000 60,500 8,500 207,096 205,340 3,847,455 $ 35,515,228 951,889 1,207,665 2,000 525,553 10,000 65,000 10,000 78,229 15,980 292,882 104,328 3,263,526 $ 34,046,243 1,422,087 938,557 25,000 733,299 3,100 21,500 40,000 10,000 60,500 8,500 207,096 205,340 3,674,979 $ 37,846,347 1,091,606 1,940,500 324,373 10,000 70,000 8,856 54,360 12,500 132,499 97,500 3,742,194 $ - 0% 0% 0% 0% 0% 0% 0% 0% CAPITAL OUTLAY 920 E Q U IPMENT 34,510,929 755,475 755,475 $ 35,515,228 1,250,923 1,250,923 $ 34,046,243 755,475 755,475 $ 37,846,347 1,907,125 1,907,125 $ - 0% 0% 23,766,591 $ 23,154,043 $ 23,488,381 $ 25,444,327 $ - 0% $ Subtotal $ Subtotal $ 190 FY1998-99 P rojected $ $ $ $ 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% Total Expenditures $ Operating Balance (Rev. - Exp.) $ (14,083,443) $ (12,642,751) $ (13,991,709) $ (15,352,307) $ - 0% Ending Fund Balance (Resources - Exp.) $ (13,022,253) $ (10,792,858) $ (12,930,519) $ (13,042,307) $ - 0% maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION Dept 16 CLERK OF THE SUPERIOR COURT 16 Total WORKING TITLE ACCOUNTANT I ACCOUNTANT II ACCOUNTANT IV ACCOUNTING TECHNICIAN II ADMINISTRATIVE ASSTNT II ADMINISTRATIVE COORD II ADMINISTRATIVE COORD III ADMINISTRATIVE COORD IV ASSOC CLK OF THE SUP CRT ASSOCIATE CLIENT REPRSNTV CLERK OF THE SUPERIOR CRT CLIENT REPRESENTATIVE COURT CLERK COURT CONCILIATOR I COURT CONCILIATOR III COURT CONCILIATOR IV COURT INFORMATION PROCESSOR COURT INFORMATN PRCSR I COURT INFORMATN PRCSR III COURT INFORMATN PRCSR IV COURT INFORMATN PRCSR V COURT SERVICES ADMIN I COURT SERVICES ADMIN II COURT SERVICES ADMIN III COURT SERVICES ADMIN IV COURT SERVICES ADMIN V DATA MANAGEMENT CONSULTNT EXPEDITED SPPRT CSWKR-PRG ASST FAMILY SUPPORT CASEWORKER LEAD PRODUCTN CNTL ANLYST LEAD SYSTEMS PROGRAMMER LEGAL ASSISTANT LEGAL ASSISTANT SUPERVISR MICROGRAPHICS TECHNICIAN PROBATE DOCUMENT CLERK PROBATE REGISTRAR PROJECT MANAGER RECORDS PROCESSOR II SENIOR CLIENT REPRESENTVE SENIOR DATA MANGMNT ANLYT SENIOR NETWORK ENGINEER SENIOR TELECOMMUNCTNS ANL SERVICE WORKER IV FTE 1 2 1 1 2 2 1 1 5 1 1 1 154 2 6 1 3 1 248 25 30 5 6 11 11 10 2 1 6 4 1 10 1 1 1 2 2 24 2 1 1 1 7 599 191 maricopa county annual business strategies for 1999-2000 ORG ORG_TITLE COL_INPUT PS SS CO TOTAL_EXP REV HIDE_ROW TOTAL BUDGET BY PROGRAM CLERK OF THE SUPERIOR COURT Agency 160 Personal Services PS Supplies & Services SS Capital HIDDEN Total OutlayR E V E N U E _ CExpenditures OL CO RE O rg Title 1610 1620 1630 1640 1650 1660 OFFICE OF THE CLERK 1610 $ 246,357 $ 13,706 $ - $ 5,840,063 $ ADMINISTRATIVE SERVICES 1620 $ 3,149,033 $ 728,486 $ 16,035 $ 3,893,554 $ GENERAL ACCOUNTING 1630 $ 1,035,156 $ 67,623 $ - $ 1,102,779 $ - COURT SERVICES 1640 $ 9,568,614 $ 268,746 $ 57,985 $ 9,895,345 $ - FAMILY SUPPORT 1650 $ 2,180,551 $ 60,790 $ - $ 2,241,341 $ INFORMATION TECHNOLOGY GROUP 1660 $ Totals: $ 872,335 17,052,046 $ $ 334,442 1,473,793 $ $ 22,449 96,469 $ $ 1,229,226 24,202,308 $ $ OBJ OBJ_TITLE CA OD L_ OIP NTPEUDT_ 9 8 / 9 9 PROJECTED RESTATED ADOPTED_99/00 Revenue 5,580,000 - 5,580,000 VARIANCE P E R C E NHTI D E _ R O W EXPENDITURES AND REVENUES BY AGENCY/OBJECT CLERK OF THE SUPERIOR COURT Agency 160 REVENUE FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted Variance 23,917,652 24,670,039 23,825,918 270,000 134,970 270,000 635 F E E S & C H A R G E S 2,800,000 3,657,487 2,800,000 3,800,000 637 F I N E S & F O R F E I T S 1,950,000 2,041,894 1,950,000 1,700,000 610 L I C E N S E S A N D P E R M I T S 650 M I S C E L L A N E O U S R E V E N U E 470,000 Total Revenue $ 5,490,000 452,145 $ 6,286,496 24,202,308 - 470,000 $ 5,490,000 % (270,000.00) 1,000,000.00 80,000 $ 5,580,000 -100% 36% (250,000.00) -13% (390,000.00) -83% $ 90,000 2% $ (853,372) -6% EXPENDITURES PERSONAL SERVICES 23,917,652 701 R E G U L A R P A Y $ 705 T E M P O R A R Y P A Y 24,670,039 $ 571,589 710 S P E C I A L P A Y 750 F R I N G E B E N E F I T S 780 S A L A R Y A D J U S T M E N T S 810 L E G A L 825 R E P A I R S A N D M A I N T E N A N C E 826 F A C I L I T I E S M G M T D I S C R E T I O N A R Y - - 97,353 210,345 (112,992) 3,232,010 (218,319) 300,000 183,974 16,369,230 $ 848,112 16,311,121 $ 24,670,039 $ 667,500 - (632,059) (818,578) (525,557) (524,662) 16,263,496 $ 23,825,918 $ 862,112 537,000 591,000 537,000 25,000 2,000 25,000 303,666 305,000 303,666 3,100 - 26,535 (673,059) 23,917,652 805 C O N T R A C T U A L S E R V I C E S 14,952,931 3,013,691 (525,557) $ - 222,000 797 P E R S O N N E L S A V I N G S ( N E G ) 801 G E N E R A L S U P P L I E S 24,202,308 $ 2,871,501 26,535 SUPPLIES AND SERVICES 14,099,559 119,791 (632,059) $ 23,825,918 $ 3,029,743 795 P S I N T E R - F U N D C R E D I T ( N E G ) Subtotal 13,590,679 - - 790 O T H E R P E R S O N A L S E R V I C E S - 17,052,046 -116% -7% 183,974 100% 26,535 100% 186,519 -30% (895) 0% $ (788,550) -5% $ 259,034 30% 24,202,308 $ 603,078 547,500 (10,500) - 25,000 144,000 3,100 - -2% 100% 159,666 53% 3,100 100% 827 M A T E R I A L M G N T D I S C R E T I O N A R Y 21,500 10,000 21,500 10,000 11,500 53% 830 T E L E C O M D I S C R E T I O N A R Y 40,000 65,000 40,000 70,000 (30,000) -75% 840 E L E C T E D O F F I C I A L T R A V E L 10,000 10,000 10,000 8,856 1,144 841 E M P L O Y E E T R A V E L 54,500 75,500 54,500 52,360 2,140 6,500 10,000 6,500 10,000 (3,500) 111,044 181,422 111,044 27,999 83,045 75% 5,000 100% 505,629 26% 842 E D U C A T I O N 860 M I S C E L L A N E O U S E X P E N S E 870 O T H E R A D J U S T M E N T S 5,000 Subtotal 192 13,779,188 $ 1,965,422 $ 1,917,422 5,000 $ 1,979,422 CAPITAL OUTLAY 23,917,652 24,670,039 23,825,918 920 E Q U I P M E N T 93,000 155,000 93,000 $ 1,473,793 $ 11% 4% -54% 24,202,308 (3,469) -4% Subtotal $ 93,000 $ 155,000 $ 93,000 $ 96,469 $ (3,469) -4% Total Expenditures $ 18,427,652 $ 18,383,543 $ 18,335,918 $ 18,622,308 $ (286,390) -2% Operating Balance (Rev. - Exp.) $ 196,390 -2% (12,937,652) $ (12,097,047) $ 96,469 (12,845,918) $ (13,042,308) $ maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM CLERK OF THE SUPERIOR COURT Agency 161 Org 1681 1690 1694 1695 1696 1698 Title CASE PROCESSING ASSISTANCE $ NAT'L CRIM HISTORY IMP PROGRAM $ IV-D $ AOC COURT IMPROVEMENT $ JCEF (AOC) $400,000 GRANT $ IV-D TSUNAMI Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO 165,519 $ 27,500 $ $ 1,500 $ $ 10,000 $ - $ 5,000 $ - - $ - $ 95,000 600,000 150,000 120,000 Revenue $ 343,019 $ $ 1,500 $ 343,020 1,500 $ 730,000 $ 730,000 $ 5,000 $ 5,000 $ 95,000 $ 95,000 $ 380,472 $ 19,528 $ 270,000 $ 670,000 $ 670,000 Totals: $ 1,145,991 $ 63,528 $ 635,000 $ 1,844,519 $ 1,844,520 OBJ OBJ_TITLE COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT EXPENDITURES AND REVENUES BY AGENCY/OBJECT CLERK OF THE SUPERIOR COURT Agency 161 RESOURCES Beginning Fund Balance $ REVENUE 615 GRANTS 620 INTERGOVERMENTAL FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted 2,715,275 - $ 2,724,036 185,572 $ 2,715,275 - $ Variance 3,689,039 - 2,715,275 2,724,036 2,715,275 9,900 45,914 39,909 6,500 1,340,297 1,130,532 1,310,288 1,838,020 $ % - 3,689,039 (33,409.00) -84% 527,732.00 40% Total Revenue $ 1,350,197 $ 1,176,446 $ 1,350,197 $ 1,844,520 $ 494,323 37% Total Resources $ 1,350,197 $ 1,362,018 $ 1,350,197 $ 1,844,520 $ 494,323 37% $ (11,083) EXPENDITURES PERSONAL SERVICES 2,715,275 701 REGULAR PAY $ 705 TEMPORARY PAY 166,099 2,724,036 $ 53,405 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 796 P S INTER-FUND CHARGES $ SUPPLIES AND SERVICES $ 805 CONTRACTUAL SERVICES 151,504 40,000 106,008 - 48,452 9,500 2,085 - 1,196,238 879,945 $ 2,715,275 801 GENERAL SUPPLIES 2,715,275 $ - 820,189 Subtotal 109,500 4,500 998,945 19,000 -7% 40,000 100% 104,569 - 104,569 100% 43,577 17,885 25,692 59% 6,399 - 6,399 100% 1,196,238 965,519 $ 2,715,275 $ 162,587 - 850,189 $ 2,724,036 $ 3,689,039 $ 4,500 1,145,991 (115,330) $ 50,247 -14% 4% 3,689,039 $ 63,528 $ (59,028) -1312% 10,000 3,000 10,000 - 10,000 100% 825 REPAIRS AND MAINTENANCE 5,000 1,500 5,000 - 5,000 100% 841 EMPLOYEE TRAVEL 5,000 750 5,000 - 5,000 100% 12,000 5,000 12,000 - 12,000 100% 132,340 10,000 132,340 - 132,340 100% 105,312 62% 860 MISCELLANEOUS EXPENSE 870 OTHER ADJUSTMENTS Subtotal $ CAPITAL OUTLAY 168,840 $ 2,715,275 920 EQUIPMENT $ Total Expenditures $ Operating Balance (Rev. - Exp.) $ (14,881) $ Ending Fund Balance (Resources - Exp.) $ (14,881) $ 168,840 $ 2,715,275 323,823 Subtotal 1,365,078 $ 2,724,036 - 39,250 323,823 $ $ 1,362,018 $ 635,000 (635,000) $ 635,000 $ (635,000) $ 1,844,519 $ (479,441) -35% (185,572) $ (14,881) $ 1 $ (14,882) 100% - (14,881) $ 1 $ (14,882) 100% $ - $ 3,689,039 - $ 63,528 1,365,078 193 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM CLERK OF THE SUPERIOR COURT Agency 162 Org 1691 Title DOCUMENT RETRIEVAL OBJ OBJ_TITLE Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Revenue $ 961,594 $ 430,250 $ 225,656 $ 1,617,500 $ 1,617,500 Totals: $ 961,594 $ 430,250 $ 225,656 $ 1,617,500 $ 1,617,500 COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT CLERK OF THE SUPERIOR COURT Agency 162 FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted 2,896,503 RESOURCES Beginning Fund Balance $ REVENUE 635 FEES & CHARGES 399,504 3,134,512 $ 614,220 2,896,503 $ 399,504 2,896,503 3,134,512 2,896,503 1,020,000 1,078,036 1,020,000 Variance % 3,235,000 $ 525,000 $ 125,496 31% 3,235,000 72,500.00 7% Total Revenue $ 1,020,000 $ 1,078,036 $ 1,020,000 $ 1,092,500 1,092,500 $ 72,500 7% Total Resources $ 1,419,504 $ 1,692,256 $ 1,419,504 $ 1,617,500 $ 197,996 14% $ (17,780) EXPENDITURES PERSONAL SERVICES 2,896,503 701 REGULAR PAY $ 705 TEMPORARY PAY 3,134,512 $ 86,802 496,689 2,896,503 $ - 603,537 3,235,000 $ 35,000 621,317 - 100% -16% 115,000 125,181 91,431 106,066 (14,635) 750 FRINGE BENEFITS 151,609 155,902 161,523 169,211 (7,688) 25,131 796 P S INTER-FUND CHARGES - Subtotal $ SUPPLIES AND SERVICES 908,824 $ 2,896,503 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES 825 REPAIRS AND MAINTENANCE 841 EMPLOYEE TRAVEL 842 EDUCATION 860 MISCELLANEOUS EXPENSE Subtotal $ 120,000 17,333 777,772 $ 3,134,512 $ 121,855 - 908,824 2,896,503 $ 120,000 17,333 65,000 $ 961,594 -3% 35,000 710 SPECIAL PAY 780 SALARY ADJUSTMENTS 194 530,282 -5% 100% (65,000) $ (52,770) -6% (5,000) -4% 3,235,000 $ 125,000 $ 25,000 86,980 25,000 123,000 (98,000) -392% 100,000 107,592 100,000 117,000 (17,000) -17% 500 823 500 750 (250) -50% 2,000 5,980 2,000 2,500 (500) -25% 50,000 74,269 50,000 62,000 (12,000) -24% (132,750) -45% 297,500 $ 397,499 $ 297,500 CAPITAL OUTLAY 2,896,503 3,134,512 2,896,503 920 EQUIPMENT 270,675 266,985 270,675 $ 430,250 $ 3,235,000 45,019 17% Subtotal $ 270,675 $ 266,985 $ 270,675 $ 225,656 $ 45,019 17% Total Expenditures $ 1,476,999 $ 1,442,256 $ 1,476,999 $ 1,617,500 $ (140,501) -10% Operating Balance (Rev. - Exp.) $ (456,999) $ Ending Fund Balance (Resources - Exp.) $ (57,495) $ (364,220) $ 250,000 $ 225,656 (456,999) $ (525,000) $ 68,001 -15% (57,495) $ - (57,495) 100% $ maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM CLERK OF THE SUPERIOR COURT Agency 163 Org 1692 Title CHILD SUPPORT ENHANCEMENT OBJ OBJ_TITLE Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Revenue $ - $ 295,000 $ - $ 295,000 $ 295,000 Totals: $ - $ 295,000 $ - $ 295,000 $ 295,000 COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT CLERK OF THE SUPERIOR COURT Agency 163 RESOURCES Beginning Fund Balance $ REVENUE FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted 240,339 114,057 $ 240,339 635 FEES & CHARGES $ Total Resources $ 114,057 $ 454,852 Total Revenue 454,852 170,859 240,339 114,057 $ 240,339 106,567 106,567 $ $ 277,426 $ 114,057 590,000 195,000 $ % 80,943 71% 590,000 - $ Variance 100,000 100,000.00 $ 100,000 $ 100,000 $ 295,000 $ 180,943 159% EXPENDITURES PERSONAL SERVICES 240,339 705 TEMPORARY PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 454,852 $ SUPPLIES AND SERVICES 805 CONTRACTUAL SERVICES 590,000 - 4,600 - 4,600 100% - - 7,120 - 7,120 100% 505 100% 12,225 100% 1,210 Subtotal 240,339 11,015 12,225 $ - 505 $ 12,225 240,339 454,852 240,339 114,057 177,426 114,057 $ - $ 590,000 295,000 (180,943) -159% Subtotal $ 114,057 $ 177,426 $ 114,057 $ 295,000 $ (180,943) -159% Total Expenditures $ 126,282 $ 177,426 $ 126,282 $ 295,000 $ (168,718) -134% Operating Balance (Rev. - Exp.) $ (126,282) $ Ending Fund Balance (Resources - Exp.) $ (12,225) $ (70,859) $ 100,000 $ (126,282) $ (195,000) $ 68,718 -54% (12,225) $ - (12,225) 100% $ 195 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM CLERK OF THE SUPERIOR COURT Agency 164 Org 1693 Title EXPEDITED CHILD SUPPORT OBJ OBJ_TITLE Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO $ Totals: $ 635,377 635,377 COL_INPUT ADOPTED_98/99 $ $ 144,623 144,623 PROJECTED $ $ - RESTATED $ $ Revenue 780,000 780,000 ADOPTED_99/00 $ $ 780,000 780,000 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT CLERK OF THE SUPERIOR COURT Agency 164 RESOURCES FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted 1,446,348 Beginning Fund Balance $ REVENUE 398,174 1,511,526 $ 1,446,348 615 GRANTS 459,216 1,511,526 - 635 FEES & CHARGES 1,446,348 $ 425,000 $ 26,826 7% 1,560,000 - 346,547 % 1,560,000 $ 1,446,348 8 325,000 398,174 Variance - 325,000 - 355,000 30,000.00 9% Total Revenue $ 325,000 $ 346,555 $ 325,000 $ 355,000 $ 30,000 9% Total Resources $ 723,174 $ 805,771 $ 723,174 $ 780,000 $ 56,826 8% $ (30,090) EXPENDITURES PERSONAL SERVICES 1,446,348 701 REGULAR PAY $ 705 TEMPORARY PAY 1,511,526 $ 45,000 411,263 1,446,348 $ - 456,958 1,560,000 $ 45,000 487,048 - 100% 9% 710 SPECIAL PAY 52,332 35,534 10,979 10,000 979 99,320 92,438 102,823 103,329 (506) - - 21,481 - 21,481 (35,000) 796 P S INTER-FUND CHARGES 797 PERSONNEL SAVINGS (NEG) Subtotal $ SUPPLIES AND SERVICES - - - 35,000 (15,000) - (15,000) - 622,241 $ 1,446,348 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES 825 REPAIRS AND MAINTENANCE 841 EMPLOYEE TRAVEL 860 MISCELLANEOUS EXPENSE 870 OTHER ADJUSTMENTS 5,000 539,235 $ 1,511,526 $ 5,725 622,241 $ 1,446,348 $ 5,000 635,377 $ -7% 45,000 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 196 440,589 0% 100% (15,000) 100% (13,136) -2% 1,560,000 $ 5,000 $ (5,000) 0% 20,000 37,250 20,000 25,000 -25% 2,433 7,250 2,433 8,373 500 1,156 500 1,250 5,000 20,819 5,000 7,500 (2,500) -50% 68,000 94,328 68,000 97,500 (29,500) -43% (5,940) -244% (750) -150% Subtotal $ 100,933 $ 166,528 $ 100,933 $ 144,623 $ (43,690) -43% Total Expenditures $ 723,174 $ 705,763 $ 723,174 $ 780,000 $ (56,826) -8% Operating Balance (Rev. - Exp.) $ (398,174) $ -7% Ending Fund Balance (Resources - Exp.) $ - $ (359,208) $ 100,008 $ (398,174) $ (425,000) $ 26,826 - - - $ $ maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM CLERK OF THE SUPERIOR COURT Agency 165 Org 1697 Title CHILD SUPPORT AUTOMATION OBJ OBJ_TITLE Personal Services Supplies & Services Capital Outlay PS SS CO Total Expenditures Revenue $ - $ 165,000 $ 125,000 $ 290,000 $ 290,000 Totals: $ - $ 165,000 $ 125,000 $ 290,000 $ 290,000 COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT CLERK OF THE SUPERIOR COURT Agency 165 RESOURCES FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted 388,910 Beginning Fund Balance $ REVENUE 635 FEES & CHARGES 109,455 426,584 $ 133,213 388,910 $ 109,455 388,910 426,584 388,910 85,000 105,079 85,000 Variance % 580,000 $ 200,000 $ 90,545 83% 580,000 5,000.00 6% Total Revenue $ 85,000 $ 105,079 $ 85,000 $ 90,000 90,000 $ 5,000 6% Total Resources $ 194,455 $ 238,292 $ 194,455 $ 290,000 $ 95,545 49% $ EXPENDITURES PERSONAL SERVICES 388,910 701 REGULAR PAY $ 426,584 42,616 100% - 2,400 - 2,400 100% 750 FRINGE BENEFITS 7,387 1,715 7,387 - 7,387 100% 780 SALARY ADJUSTMENTS 2,500 - 2,500 - 2,500 100% 54,903 100% 85,000 77% SUPPLIES AND SERVICES 54,903 $ 388,910 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES 825 REPAIRS AND MAINTENANCE 860 MISCELLANEOUS EXPENSE Subtotal $ CAPITAL OUTLAY 110,000 12,521 $ $ 426,584 $ 46,094 42,616 54,903 $ $ 388,910 $ 110,000 - - - 49,371 - 5,000 4,552 3,047 4,552 10,000 $ $ $ Total Expenditures $ Operating Balance (Rev. - Exp.) $ (109,455) $ Ending Fund Balance (Resources - Exp.) $ - $ $ 188,292 $ $ $ $ 194,455 165,000 (100,000) -400% (5,000) (5,448) -120% $ (25,448) -18% 580,000 - (83,213) $ 50,000 139,552 $ 125,000 388,910 - Subtotal 194,455 $ 426,584 - 175,771 25,000 25,000 77,259 139,552 $ 580,000 $ 25,000 388,910 920 EQUIPMENT 10,806 580,000 2,400 $ $ 388,910 710 SPECIAL PAY Subtotal 42,616 125,000 (125,000) $ 125,000 $ (125,000) $ 290,000 $ (95,545) -49% -83% (109,455) $ (200,000) $ 90,545 - - - $ $ 197 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM CLERK OF THE SUPERIOR COURT Agency 166 Org 1696 Title JCEF (AOC) $400,000 GRANT OBJ OBJ_TITLE Personal Services Supplies & Services Capital Outlay PS SS CO Total Expenditures Revenue $ - $ 45,000 $ - $ 45,000 $ 45,000 Totals: $ - $ 45,000 $ - $ 45,000 $ 45,000 COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT CLERK OF THE SUPERIOR COURT Agency 166 FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted - RESOURCES Beginning Fund Balance $ - REVENUE $ - 650 MISCELLANEOUS REVENUE 15,000 - $ - 15,000 - $ - 15,000 Variance 90,000 15,000 $ % 15,000 90,000 - 30,000 30,000.00 Total Revenue $ - $ 15,000 $ - $ 30,000 $ 30,000 Total Resources $ - $ 15,000 $ - $ 45,000 $ 45,000 $ - $ - $ - $ 45,000 $ (45,000) Subtotal $ - $ - $ - $ 45,000 $ (45,000) Total Expenditures $ - $ - $ - $ 45,000 $ (45,000) Operating Balance (Rev. - Exp.) $ - $ 15,000 $ - $ Ending Fund Balance (Resources - Exp.) $ - $ 15,000 $ - $ EXPENDITURES SUPPLIES AND SERVICES - 801 GENERAL SUPPLIES 198 15,000 - 90,000 (15,000) $ - $ 15,000 - maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM CLERK OF THE SUPERIOR COURT Agency 167 Org 1671 1673 Title Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Revenue ASSOC CLK/FAM SUPPORT CENTER $ - $ 700,000 $ 300,000 $ 1,000,000 $ FAMILY SUPPORT CTR SUPPORT SVC $ - $ 250,000 $ 350,000 $ 600,000 $ 600,000 Totals: $ - $ 950,000 $ 650,000 $ 1,600,000 $ 1,600,000 OBJ OBJ_TITLE COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 1,000,000 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT CLERK OF THE SUPERIOR COURT Agency 167 RESOURCES Beginning Fund Balance $ REVENUE 620 INTERGOVERMENTAL FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted 2,160,000 40,000 $ 1,840,497 243,813 $ 2,160,000 40,000 2,160,000 1,840,497 2,160,000 1,040,000 931,414 1,040,000 $ Variance 3,200,000 800,000 $ % 760,000 1900% 3,200,000 (240,000.00) -23% Total Revenue $ 1,040,000 $ 931,414 $ 1,040,000 $ 800,000 800,000 $ (240,000) -23% Total Resources $ 1,080,000 $ 1,175,227 $ 1,080,000 $ 1,600,000 $ 520,000 48% 99,000 57% EXPENDITURES SUPPLIES AND SERVICES 2,160,000 801 GENERAL SUPPLIES $ 174,000 1,840,497 $ 86,250 2,160,000 $ 174,000 3,200,000 $ 75,000 805 CONTRACTUAL SERVICES 207,500 215,740 207,500 825 REPAIRS AND MAINTENANCE 322,200 54,840 322,200 50,000 24,500 8,325 24,500 25,000 860 MISCELLANEOUS EXPENSE Subtotal $ 728,200 $ 365,155 $ 728,200 CAPITAL OUTLAY 2,160,000 1,840,497 2,160,000 920 EQUIPMENT 351,800 300,115 351,800 $ 800,000 $ 950,000 (592,500) -286% 272,200 $ 84% (500) -2% (221,800) -30% 3,200,000 (298,200) -85% Subtotal $ 351,800 $ 300,115 $ 351,800 $ 650,000 $ (298,200) -85% Total Expenditures $ 1,080,000 $ 665,270 $ 1,080,000 $ 1,600,000 $ (520,000) -48% Operating Balance (Rev. - Exp.) $ (40,000) $ 266,144 $ Ending Fund Balance (Resources - Exp.) $ 509,957 $ - $ 650,000 (40,000) $ - $ (800,000) $ - $ 760,000 -1900% - 199 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM CLERK OF THE SUPERIOR COURT Agency 168 Org 1681 Title CASE PROCESSING ASSISTANCE OBJ OBJ_TITLE Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Revenue $ - $ 175,000 $ 175,000 $ 350,000 $ 350,000 Totals: $ - $ 175,000 $ 175,000 $ 350,000 $ 350,000 COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT CLERK OF THE SUPERIOR COURT Agency 168 RESOURCES FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted 745,902 Beginning Fund Balance $ REVENUE 620 INTERGOVERMENTAL - 738,182 $ 43,000 372,950 $ - 745,902 738,182 372,950 372,951 465,707 186,475 Variance % 700,000 $ 150,000 $ 150,000 700,000 13,525.00 7% Total Revenue $ 372,951 $ 465,707 $ 186,475 $ 200,000 200,000 $ 13,525 7% Total Resources $ 372,951 $ 508,707 $ 186,475 $ 350,000 $ 163,525 88% EXPENDITURES SUPPLIES AND SERVICES 745,902 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES 738,182 $ Subtotal 200 332,951 $ 332,951 5,465 372,950 $ 19,010 $ 24,475 146,475 700,000 $ $ 146,475 CAPITAL OUTLAY 745,902 738,182 372,950 920 EQUIPMENT 40,000 205,000 40,000 150,000 $ 25,000 $ 175,000 (3,525) -2% (25,000) $ (28,525) -19% 700,000 175,000 (135,000) -338% Subtotal $ 40,000 $ 205,000 $ 40,000 $ 175,000 $ (135,000) -338% Total Expenditures $ 372,951 $ 229,475 $ 186,475 $ 350,000 $ (163,525) Operating Balance (Rev. - Exp.) $ - $ 236,232 $ - $ (150,000) $ Ending Fund Balance (Resources - Exp.) $ - $ 279,232 $ - $ - $ 150,000 - -88% maricopa county annual business strategies for 1999-2000 constables (25) Constables Constable Joe Arredondo Constable Frank Canez Constable Clarice Davis Constable Phillip Hazlett Constable Ed Malles Constable Frank Outcalt Constable Carol Sly Constable Bill Taylor Constable Bucky Walters Constable Danny Wilcox Constable Jack Wright Constable Harrell Boyster Constable Rachel Carrillo Constable Jim Phillips Constable Kevin Jones Constable Doug Middleton Constable Armando Saldate Jr. Constable Murel Stephens Constable Adelita Villegas Constable Robert Weaver Constable Butch Wilda Constable Administrator Tom Kief mission To provide the citizens of Maricopa County with efficient and timely execution of duties as required by Arizona State Statutes and support the Maricopa County Justices of the Peace in the disposition of cases filed in the Justice Courts. program goals To serve 100% of all summons, subpoenas, writs and other court orders within the time limits established by statutes and court rules. All Constables and Deputy Constables to meet or exceed all mandatory training required for our department. community impact The Constables fulfill their duty to the citizens of Maricopa county in their respective precincts by serving and returning processes and notices directed or delivered to them by the Justices of the Peace and attending Justice Courts within their precincts as required. Their specific duties include serving orders of protection and orders prohibiting harassment and making arrests on behalf of the Justice Courts. performance measures Performance Measure 1995-96 1996-97 1997-98 1998-99 (est) 1999-00 (proj) Collection of fines and fees Improve internal statistical reporting $456,915 $433,985 $440,000 $450,000 0 24% 43% 87% 201 maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY CONSTABLES Department 25 Fund Type General Totals $ Personal Services 1,375,992 1,375,992 Supplies & Services 99,303 $ 99,303 Capital Outlay 9,044 9,044 $ $ $ Total Expenses 1,484,339 1,484,339 $ $ Total Revenue 453,000 453,000 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT CONSTABLES Department 25 FY1998-99 Adopted RESOURCES 635 FEES & CHARGES Subtotal $ EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES 795 P S INTER-FUND CREDIT (NEG) $ Subtotal $ SUPPLIES AND SERVICES 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES 827 MATERIAL MGNT DISCRETIONARY 828 MOTOR POOL 829 FUEL 830 TELECOM DISCRETIONARY 840 ELECTED OFFICIAL TRAVEL 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 860 MISCELLANEOUS EXPENSE Subtotal $ $ 1,913,020 474,850 474,850 1,102,516 $ 31,353 187,552 102 516 (7,410) 1,314,629 $ 1,092,869 19,167 2,104 181,641 2,999 1,298,780 $ 5,002 4,035 1,120 18,302 32,545 1,209 2,555 16,343 5,051 86,162 Subtotal $ 22,197 51,000 73,197 Total Expenditures $ 1,493,463 CAPITAL OUTLAY 920 EQUIPMENT 930 TRANSPORTATION 202 1,943,463 450,000 450,000 FY1998-99 Projected 16,615 200 4,500 15,750 22,672 1,800 12,800 22,000 9,300 105,637 FY1998-99 Restated $ $ $ 1,943,463 450,000 450,000 $ 1,937,339 453,000 453,000 1,104,467 $ 26,423 102 187,268 3,263 516 (7,410) 1,314,629 $ 1,151,429 10,260 2,880 193,973 17,450 1,375,992 $ 16,615 200 4,500 15,750 22,672 1,800 12,800 22,000 9,300 105,637 $ 13,497 39,731 53,228 $ 1,438,170 $ FY1999-00 Adopted $ 10,860 7,310 3,500 18,096 23,633 11,220 200 2,730 16,794 4,960 99,303 $ 22,197 51,000 73,197 $ 1,493,463 $ $ Variance $ $ $ $ % - 0% 0% - 0% 0% 0% 0% 0% 0% $ - 0% $ - 0% $ 9,044 9,044 $ 1,484,339 $ - 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% Operating Balance (Rev. - Exp.) $ (1,043,463) $ (963,320) $ (1,043,463) $ (1,031,339) $ - 0% Ending Fund Balance (Resources - Exp.) $ (1,043,463) $ (963,320) $ (1,043,463) $ (1,031,339) $ - 0% maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION Dept 25 CONSTABLES 25 Total WORKING TITLE ADMINISTRATIVE COORD I CONSTABLE DEPUTY CONSTABLE PROCESS SERVER FTE 1 23 3 2 29 TOTAL BUDGET BY PROGRAM CONSTABLES Agency 250 Org 2500 2501 2502 2503 2504 2505 2506 2507 2508 2509 2510 2511 2512 2513 2514 2515 2516 2517 2518 2519 2520 2521 2522 2523 Title Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Revenue ADMIN/CLERICAL $ 245,514 $ 42,183 $ 9,044 $ 296,741 $ - BUCKEYE $ 41,409 $ 1,848 $ - $ 43,257 $ 3,000 CENTRAL PHOENIX $ 51,000 $ 2,148 $ - $ 53,148 $ 28,500 CHANDLER $ 51,000 $ 2,148 $ - $ 53,148 $ 20,000 EAST MESA $ 51,000 $ 2,148 $ - $ 53,148 $ 17,000 EAST PHOENIX #1 $ 51,000 $ 2,770 $ - $ 53,770 $ 22,000 EAST PHOENIX #2 $ 51,000 $ 2,770 $ - $ 53,770 $ 37,000 GILA BEND $ 16,629 $ 1,060 $ - $ 17,689 $ 600 GLENDALE $ 51,720 $ 2,148 $ - $ 53,868 $ 60,000 MARYVALE $ 51,000 $ 2,770 $ - $ 53,770 $ 27,000 NORTH MESA $ 51,720 $ 2,770 $ - $ 54,490 $ 11,000 NORTHEAST PHOENIX $ 51,000 $ 2,770 $ - $ 53,770 $ 39,000 NORTHWEST PHOENIX $ 51,000 $ 2,148 $ - $ 53,148 $ 36,000 PEORIA $ 51,000 $ 2,770 $ - $ 53,770 $ 13,000 SCOTTSDALE $ 51,000 $ 2,770 $ - $ 53,770 $ 29,000 SOUTH MESA/GILBERT $ 51,000 $ 2,770 $ - $ 53,770 $ 8,000 SOUTH PHOENIX $ 51,000 $ 2,770 $ - $ 53,770 $ 12,500 TEMPE $ 51,000 $ 2,148 $ - $ 53,148 $ 10,500 TOLLESON $ 51,000 $ 2,770 $ - $ 53,770 $ 19,000 WEST MESA $ 51,000 $ 2,770 $ - $ 53,770 $ 29,500 WEST PHOENIX $ 51,000 $ 2,148 $ - $ 53,148 $ 16,100 WICKENBURG $ 51,000 $ 4,410 $ - $ 55,410 $ 800 NORTH VALLEY $ 51,000 $ 2,148 $ - $ 53,148 $ 3,000 $ Totals: $ 51,000 1,375,992 $ $ 2,148 99,303 $ $ 9,044 $ $ 53,148 1,484,339 $ $ 10,500 453,000 TEMPE WEST 203 maricopa county annual business strategies for 1999-2000 OBJ OBJ_TITLE COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT CONSTABLES Agency 250 FY1998-99 Adopted REVENUE 635 FEES & CHARGES Total Revenue $ FY1998-99 Projected FY1998-99 Restated FY1999-00 Adopted 1,943,463 1,913,020 1,943,463 450,000 474,850 450,000 450,000 $ 474,850 $ 450,000 Variance % 1,937,339 453,000 $ 453,000 3,000.00 1% $ 3,000 1% $ (46,962) -4% 16,163 61% EXPENDITURES 1,943,463 PERSONAL SERVICES 701 REGULAR PAY $ 705 TEMPORARY PAY 1,913,020 $ 31,353 710 SPECIAL PAY 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES 795 P S INTER-FUND CREDIT (NEG) Subtotal $ 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES 1,104,467 1,937,339 $ 26,423 1,151,429 10,260 2,104 102 2,880 (2,778) 181,641 187,268 193,973 (6,705) -4% 102 2,999 3,263 17,450 (14,187) -435% 516 - (7,410) - 1,314,629 $ 16,615 1,298,780 516 5,002 - (7,410) $ 1,913,020 $ 200 827 MATERIAL MGNT DISCRETIONARY 1,943,463 $ 187,552 1,943,463 SUPPLIES AND SERVICES 1,092,869 19,167 - 750 FRINGE BENEFITS 1,314,629 $ 1,943,463 $ - 16,615 516 1,375,992 -2724% 100% (7,410) 100% $ (61,363) -5% $ 5,755 35% 200 100% 1,937,339 $ 200 10,860 - - 4,035 - 7,310 4,500 1,120 4,500 3,500 1,000 22% 829 FUEL 15,750 18,302 15,750 18,096 (2,346) -15% 830 TELECOM DISCRETIONARY 22,672 32,545 22,672 23,633 (961) -4% 840 ELECTED OFFICIAL TRAVEL 1,800 1,209 1,800 11,220 (9,420) -523% 828 MOTOR POOL 841 EMPLOYEE TRAVEL (7,310) - - - 842 EDUCATION 12,800 2,555 12,800 2,730 10,070 79% 843 TRANSPORTATION/SHIPPING 22,000 16,343 22,000 16,794 5,206 24% 9,300 5,051 9,300 4,960 4,340 47% 6,334 6% 860 MISCELLANEOUS EXPENSE Subtotal 204 1,102,516 $ 105,637 $ 86,162 $ 105,637 200 $ 99,303 (200) $ CAPITAL OUTLAY 1,943,463 1,913,020 1,943,463 1,937,339 920 EQUIPMENT 22,197 13,497 22,197 9,044 13,153 59% 930 TRANSPORTATION 51,000 39,731 51,000 - 51,000 100% Subtotal $ 73,197 $ 53,228 $ 73,197 $ 9,044 $ 64,153 88% Total Expenditures $ 1,493,463 $ 1,438,170 $ 1,493,463 $ 1,484,339 $ 9,124 1% Operating Balance (Rev. - Exp.) $ (12,124) 1% (1,043,463) $ (963,320) $ (1,043,463) $ (1,031,339) $ maricopa county annual business strategies for 1999-2000 recorder (36) Recorder Helen Purcell, County Recorder Administration Mailout Public Records Micrographics Document Processing Southeast Office Recorder’s Information System Voter Registration Automation System mission Maintain a perpetual, comprehensive set of public records consisting of all documents appropriately presented for recording; and make the public records easily accessible for viewing by any member of the public. Delegate voter registration and election responsibility to the Elections Department, while maintaining strong leadership and administrative roles. program goals To be nationally recognized as the leading, state-of-the-art Recorder's Office. Administer and manage a public office in an effective, efficient and professional manner. Assist the public by conducting searches, making copies, providing telephone assistance and general information. Assist the public by initiating and completing document recording. Commit recorded documents to optical disc and microfilm, capture, store, display, process, distribute, and manage them for permanent recordation and for public access and inspection in accordance with Arizona Revised Statutes. Provide Recorder's services to the Southeast region of the County. Provide quality control and accountability for Recorder's surcharge funds. Continue our improvement of the Recorder's Automation Information System and Voter Registration System. Return original documentation in a timely manner. Provide Internet access to the Recorder’s public records. community impact The Recorder's Office is the only office which is mandated by Arizona Revised Statues to record, index and preserve documents as a permanent public record. The Office serves not only the residents of the entire County but local, State and Federal government agencies. The records affect the real estate, personal and collateral interests of all the citizens. performance measures Performance Measure FY 96-97 FY 97-98 Number of Copies sold Number if images Number of recordings Internet information accesses 286,584 2,747,520 880,162 314,118 3,347,269 1,022,982 100,000 FY 98-99 (Est.) FY 99-00 (Proj) 325,000 3,500,000, 1,100,000, 550,000 325,000 3,600,000 950,000 750,000 205 maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY RECORDER Department 36 Fund Type General Special Revenue Totals $ Personal Services 1,300,757 1,691,828 2,992,585 $ Supplies & Services 492,115 2,887,172 3,379,287 Capital Outlay 35,000 707,000 742,000 $ $ $ $ Total Expenses 1,827,872 5,286,000 7,113,872 $ $ $ Total Revenue 6,920,000 5,286,000 12,206,000 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT RECORDER Department 36 FY1998-99 Adopted RESOURCES BEGINNING FUND BALANCE $ 1,100,000 1,100,000 Subtotal $ 8,335,000 976,770 9,311,770 FY1998-99 Restated - $ - $ 1,100,000 1,100,000 $ 8,335,000 976,770 9,311,770 FY1999-00 Adopted $ 1,700,000 1,700,000 $ 9,366,000 1,140,000 10,506,000 Variance % $ - 0% $ - 0% 0% 0% 2,108,931 $ 38,698 411,283 47,977 53,029 (40,550) 2,619,368 $ 2,285,055 $ 58,000 445,588 57,700 203,366 (57,124) 2,992,585 $ - 0% $ 372,115 300 1,151,200 500 117,500 936,500 300 10,000 6,000 15,000 83,600 1,700 1,000 683,572 3,379,287 $ - 0% 0% 0% 0% 0% 0% $ 313,155 100 966,600 500 12,000 899,495 500 75 5,827 3,000 450 79,500 2,000 24,808 2,308,010 $ 742,000 742,000 $ - 0% 0% $ 10,880,000 1,246,000 12,126,000 2,024,153 $ 58,000 398,923 47,658 79,450 (40,550) 2,567,634 $ 1,913,000 42,000 71,300 382,000 4,439 2,412,739 314,889 100 966,600 500 12,000 949,495 500 75 5,827 3,000 450 79,500 2,000 24,808 2,359,744 $ 323,000 400 858,610 400 13,200 826,200 25 300 10,600 6,800 1,975 55,050 810 300 28,600 2,126,270 Subtotal $ 789,500 789,500 $ 1,151,000 1,151,000 $ 789,500 789,500 Total Expenditures $ 5,716,878 $ 5,690,009 $ 5,716,878 $ 7,113,872 $ - 0% Operating Balance (Rev. - Exp.) $ 3,594,892 $ 6,435,991 $ 3,594,892 $ 3,392,128 $ - 0% Ending Fund Balance (Resources - Exp.) $ 4,694,892 $ 6,435,991 $ 4,694,892 $ 5,092,128 $ - 0% REVENUE 635 FEES & CHARGES 650 MISCELLANEOUS REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES 797 PERSONNEL SAVINGS (NEG) $ Subtotal $ SUPPLIES AND SERVICES 801 GENERAL SUPPLIES $ 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES 815 INSURANCE 820 RENT 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 828 MOTOR POOL 830 TELECOM DISCRETIONARY 840 ELECTED OFFICIAL TRAVEL 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 850 UTILITIES 860 MISCELLANEOUS EXPENSE Subtotal $ CAPITAL OUTLAY 920 EQUIPMENT 206 FY1998-99 Projected $ $ $ $ $ $ 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION Dept 36 RECORDER 36 Total WORKING TITLE ACCOUNTING TECHNICIAN II ADMINISTRATIVE ASSTNT II ADMINISTRATIVE ASSTNT III ADMINISTRATIVE COORD II ADMINISTRATIVE COORD III ADMINISTRATIVE COORD IV COMPUTER OPERATOR III COMPUTER SYST OPRS MGR I EXECTV SCRTRY-OFC MGR II INFO TECH PGRM COORD INTEGRATD SYS DSGN ANL II LEAD COMPUTER OPERATOR LEAD INTGRTD SYS DSGN ANL LEAD PROGRAMMER-ANALYST LEAD SYSTEMS PROGRAMMER MICROGRAPHIC TECHNICIAN OFFICE SUPERVISOR II PRODUCTION CONTROL ANLYST PROGRAMMER-ANALYST I PROJECT LEADER PROJECT MANAGER RECORDER RECORDER CHIEF DEPUTY RECORDS PROCESSOR II RECORDS PROCESSOR III SENIOR COMPUTER OPERATOR SENIOR PROGRAMMER-ANALYST SENIOR SYSTEMS ANALYST SENIOR SYSTEMS PROGRAMMER SYSTEMS SOFTWARE CONSLTNT FTE 1 1 2 1 1 2 2 1 1 1 1 1 1 1 2 2 4 1 1 2 2 1 1 20 8 1 4 1 1 1 69 207 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM RECORDER Agency 360 Org 3610 3620 3630 3640 3650 3670 Title Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Revenue ADMINISTRATION $ 492,552 $ 53,850 $ - $ 546,402 $ 15,000 PUBLIC RECORDS $ 134,277 $ 11,400 $ 35,000 $ 180,677 $ 300,000 DOCUMENT PROCESSING $ 360,122 $ 7,800 $ - $ 367,922 $ 5,700,000 MICROGRAPHICS $ 132,380 $ 1,050 $ - $ 133,430 $ 200,000 SOUTHEAST OFFICE $ 57,051 $ 1,700 $ - $ 58,751 $ 199,000 MAILOUT $ 124,375 $ 416,315 $ - $ 540,690 $ 506,000 Totals: $ 1,300,757 $ 492,115 $ 35,000 $ 1,827,872 $ 6,920,000 OBJ OBJ_TITLE COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT RECORDER Agency 360 FY1998-99 Adopted REVENUE 635 FEES & CHARGES 650 MISCELLANEOUS REVENUE Total Revenue $ EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY $ 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES 797 PERSONNEL SAVINGS (NEG) Subtotal FY1999-00 Adopted Variance % 7,448,648 5,135,000 9,222,878 6,710,000 7,448,648 5,135,000 8,747,872 5,870,000 735,000.00 14% 936,770 6,071,770 1,136,000 7,846,000 936,770 6,071,770 1,050,000 6,920,000 113,230.00 848,230 12% 14% 7,448,648 901,163 - $ $ 9,222,878 738,000 42,000 $ $ 7,448,648 931,881 - $ $ 8,747,872 1,028,401 - $ $ (96,520) - -10% 30,000 51,000 10,698 30,000 (19,302) -180% 200,441 182,000 206,738 238,687 (31,949) -15% 47,658 - 33,141 57,700 (24,559) -74% 7,317 (40,550) 3,008 - 5,855 (40,550) 3,093 (57,124) 2,762 16,574 47% -41% -13% 1,146,029 $ 1,016,008 $ 1,147,763 $ 1,300,757 $ (152,994) $ 7,448,648 16,734 $ 9,222,878 28,000 $ 7,448,648 15,000 $ 8,747,872 22,215 $ 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES 815 INSURANCE 820 RENT 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY (7,215) -48% 100 400 100 300 (200) -200% 145,600 248,610 145,600 408,000 (262,400) -180% 500 400 500 500 26,500 8,000 26,200 26,500 10,000 11,500 500 828 MOTOR POOL - 500 (10,000) 15,000 - 0% 57% 500 100% -300% 75 300 75 300 (225) 830 TELECOM DISCRETIONARY 5,827 10,600 5,827 10,000 (4,173) -72% 840 ELECTED OFFICIAL TRAVEL 3,000 6,800 3,000 6,000 (3,000) -100% 841 EMPLOYEE TRAVEL 450 700 450 450 100% 842 EDUCATION 8,500 1,550 8,500 3,600 4,900 58% 843 TRANSPORTATION/SHIPPING 1,000 410 1,000 700 300 30% - 300 - 850 UTILITIES 860 MISCELLANEOUS EXPENSE 22,063 Subtotal $ 230,849 Subtotal 28,600 $ 360,870 $ 7,448,648 - Total Expenditures $ Operating Balance (Rev. - Exp.) $ CAPITAL OUTLAY 920 EQUIPMENT 208 FY1998-99 Restated $ SUPPLIES AND SERVICES 801 GENERAL SUPPLIES FY1998-99 Projected - 1,000 22,063 $ 229,115 $ 9,222,878 - 1,376,878 $ 4,694,892 $ (1,000) 18,000 4,063 18% $ 492,115 $ (263,000) -115% $ 7,448,648 - $ 8,747,872 35,000 35,000 $ (35,000) (35,000) 1,376,878 $ 1,376,878 $ 1,827,872 $ (450,994) -33% 6,469,122 $ 4,694,892 $ 5,092,128 $ (397,236) -8% maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM RECORDER Agency 362 Org Title 3661 RECORDER INFORMATION SYSTEMS OBJ OBJ_TITLE Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Revenue $ 1,691,828 $ 2,887,172 $ 707,000 $ 5,286,000 $ 5,286,000 Totals: $ 1,691,828 $ 2,887,172 $ 707,000 $ 5,286,000 $ 5,286,000 COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT RECORDER Agency 362 FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted 8,680,000 RESOURCES Beginning Fund Balance $ REVENUE 635 FEES & CHARGES 650 MISCELLANEOUS REVENUE 1,100,000 8,593,131 $ - 8,680,000 $ 1,100,000 Variance % 10,572,000 $ 1,700,000 $ 600,000 55% 8,680,000 8,593,131 8,680,000 10,572,000 3,200,000 4,170,000 3,200,000 3,496,000 296,000.00 9% 40,000 110,000 40,000 90,000 50,000.00 125% Total Revenue $ 3,240,000 $ 4,280,000 $ 3,240,000 $ 3,586,000 $ 346,000 11% Total Resources $ 4,340,000 $ 4,280,000 $ 4,340,000 $ 5,286,000 $ 946,000 22% $ (79,604) -7% EXPENDITURES 8,680,000 PERSONAL SERVICES 701 REGULAR PAY $ 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES Subtotal $ 1,122,990 8,593,131 $ 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES 820 RENT 825 REPAIRS AND MAINTENANCE 827 MATERIAL MGNT DISCRETIONARY 1,177,050 10,572,000 $ 1,256,654 20,300 28,000 28,000 - 0% 198,482 200,000 204,545 206,901 (2,356) -1% - - 14,836 72,133 1,431 47,174 1,421,605 $ 298,155 1,396,731 $ 8,593,131 $ 295,000 1,471,605 $ 8,680,000 $ 298,155 14,836 100% (153,099) -325% $ (220,223) -15% $ (51,745) -17% 200,273 1,691,828 10,572,000 $ 349,900 821,000 610,000 821,000 743,200 77,800 12,000 5,200 12,000 107,500 (95,500) -796% 922,995 800,000 872,995 925,000 (52,005) -6% - 841 EMPLOYEE TRAVEL 8,680,000 $ 28,000 8,680,000 SUPPLIES AND SERVICES 1,175,000 25 - - - - 1,275 - 15,000 (15,000) 71,000 53,500 71,000 80,000 (9,000) 843 TRANSPORTATION/SHIPPING 1,000 400 1,000 1,000 - 860 MISCELLANEOUS EXPENSE 2,745 - 2,745 665,572 842 EDUCATION Subtotal $ 2,128,895 $ 1,765,400 $ 2,078,895 CAPITAL OUTLAY 8,680,000 8,593,131 8,680,000 920 EQUIPMENT 789,500 1,151,000 789,500 $ 2,887,172 $ 9% -13% 0% (662,827) -24147% (808,277) -39% 10,572,000 82,500 10% Subtotal $ 789,500 $ 1,151,000 $ 789,500 $ 707,000 $ 82,500 10% Total Expenditures $ 4,340,000 $ 4,313,131 $ 4,340,000 $ 5,286,000 $ (946,000) -22% Operating Balance (Rev. - Exp.) $ (1,100,000) $ (33,131) $ (1,100,000) $ (1,700,000) $ 600,000 -55% Ending Fund Balance (Resources - Exp.) $ - (33,131) $ - - $ 707,000 $ $ - 209 maricopa county annual business strategies for 1999-2000 sheriff’s office (50) Sheriff Sheriff Joseph M. Arpaio, County Sheriff Joseph M. Arpaio, County Sheriff Office of Communications Director Internal Affairs Chief of Operations Chief of Custody Chief Financial Officer Custody Support Bureau Special Services Bureau Custody Operations Bureau Administration Bureau Jail Intelligence Criminal Investigations Bureau SuperMax Jail Enforcement Bureau Intergovernmental Liaison Special Projects Technology and Information Services Bureau mission The Maricopa County Sheriff's Office, in partnership with our citizens and contract cities, will enforce state laws, deter criminal activity, protect life and property, maintain order, and operate a safe, constitutional jail system. Through innovative leadership and our dedication to providing quality services, the Sheriff's Office will maximize the use of its resources to provide the highest quality service which will aid in improving the quality of life for the citizens of Maricopa County. program goals Enforce criminal, traffic, environmental, and civil statutes of Arizona and Maricopa County. Improve the clearance rate for crimes occurring in contract cities and unincorporated areas. Accept all persons committed to jail by competent authority. Maintain custody of inmates in a manner that protects the safety of the public, employees and the inmates themselves. Release inmates as required by law and the courts. Comply with the Hart v. Hill Amended Judgement. Maintain accurate criminal records in compliance with statutory requirements, and provide immediate access to appropriate persons upon established need. Form new volunteer support units, matching volunteer expertise and experience to Office needs not previously aided with organized on-going assistance. Increase drug enforcement activities. community impact The Maricopa County Sheriff's Office provides 24-hour, 365-day-per-year patrol and response to all criminal activity viewed or reported in the unincorporated areas of Maricopa County and cities that contract with the Office for service. In addition, the Sheriff maintains the only full-scale jail operation in the County. The entire local criminal justice system depends on the efficiency and reliability on MCSO for court security and prisoner transport services. 210 maricopa county annual business strategies for 1999-2000 performance measures Performance Measure Calls for Service Inmates booked Average Daily Jail Population FY 96-97 74,500 116,797 6,240 FY 97-98 75,990 121,272 6,804 FY 98-99 (Est.) FY 99-00 (Proj) 80,130 126,728 6,900 83,300 128,500 7,125 211 maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY SHERIFF Department 50 Fund Type General S p e c ia l R e v e n u e Capital Projects Totals $ Personal Services 30,755,237 71,517,475 102,272,712 $ Supplies & Services 3,477,126 14,443,486 17,920,612 Capital O u tlay 237,250 4,326,655 3,200,000 7,763,905 $ $ $ $ $ Total Expenses 34,469,613 90,287,616 3,200,000 127,957,229 $ $ $ $ Total Revenue 3,020,892 33,488,512 3,675,000 40,184,404 E X P E N D IT U R E S A N D R E V E N U E S B Y D E P A R T M E N T / O B J E C T S H E R IF F Department 50 FY1998-99 Adopted RESOURCES B E G IN N I N G F U N D B A L A N C E REVENUE 6 1 0 L I C E N S E S A N D P E R M IT S 615 G R A N T S 620 INTERGOVERMENTAL 635 FEES & CHARGES 6 4 0 P A T IE N T C H A R G E S 650 M ISCELLANEOUS REVENUE 651 GAIN/LOSS FIXED ASSET 680 TRANSFERS IN FROM OTHER FUNDS Subtotal E X P E N D IT U R E S PERSONAL SERVICES 701 REGULAR PAY 705 T E M P O R A R Y P A Y 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES 795 P S INTER-FUND CREDIT (NEG) 796 P S INTER-FUND CHARGES 797 PERSONNEL SAVINGS (NEG) $ 144,960,332 18,000 3,314,941 17,221,975 2,124,242 125,400 6,308,897 350,000 2,500,000 31,963,455 $ Subtotal SUPPLIES AND SERVICES 801 GENERAL SUPPLIES 8 0 2 M E D IC A L S U P P L I E S 8 0 5 C O N T R A C T U A L S E R V IC E S 807 HEALTH CARE SERVICES 810 LEGAL 815 INSURANCE 820 RENT 8 2 5 R E P A I R S A N D M A IN T E N A N C E 826 FACILITIES MGMT DISCRETIONARY 8 2 7 M A T E R I A L M G N T D IS C R E T IO N A R Y 828 M O T O R P O O L 829 FUEL 8 3 0 T E L E C O M D I S C R E T IO N A R Y 834 BASE LEVEL EQ SERVICES CHARGES 839 OTHER INTERNAL SVCS CHARGES 840 ELECTED OFFICIAL TRAVEL 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 844 JUDICIAL TRAVEL 845 S U P P O R T A N D C A R E O F P E R S O N S 850 UTILITIES 860 M ISCELLANEOUS EXPENSE 865 NON-OPERATING RESERVES 870 OTHER ADJUSTMENTS 872 S S INTER-FUND CREDIT (NEG) 873 S S INTERFUND CHARGES 875 BONDS AND RELATED EXPENSE Subtotal C A P IT A L O U T L A Y 910 LAND 915 BUILDINGS AND IMPROVEMENTS 920 EQUIPMENT 930 TRANSPORTATION 940 OTHER CAPITAL OUTLAY 212 $ 144,960,332 1,650,682 1,650,682 $ $ $ 144,960,332 69,421,186 380,160 4,528,559 15,455,373 3,990,427 2,018,136 (3,674,454) 403,995 (3,776,354) 88,747,028 144,960,332 8,548,094 92,120 496,726 7,050 45,476 149,782 822,249 1,621,127 108,000 71,844 8,840 702,140 270,188 3,200 200,000 3,000 30,398 108,319 43,708 451,825 20,600 92,773 373,576 2,690,478 (525,000) 16,436,513 FY1998-99 Projected $ 143,494,619 1,909,524 1,909,524 $ 143,494,619 5,394,872 17,483,647 1,493,901 119,494 3,981,465 350,000 2,500,000 31,323,379 $ $ $ $ 143,494,619 71,360,945 341,235 5,733,994 15,818,692 (481) 316,491 (1,512,525) (1,273,256) 90,785,095 143,494,619 7,596,842 70,860 843,513 5,167 63,968 (10,540) 1,241,868 1,571,985 83,617 162,877 1,906 478,824 321,496 714 66,668 108 65,736 60,037 59,674 321,111 23,614 138,281 623,745 (408) 1,770,196 (417,307) 328 15,144,880 FY1998-99 Restated $ 152,595,720 1,671,682 1,671,682 $ 152,595,720 18,000 7,014,133 17,221,975 2,124,242 125,400 6,406,401 350,000 2,500,000 35,760,151 $ $ $ $ 152,595,720 74,420,925 458,027 6,225,561 16,225,101 830,580 930,131 (57,942,605) 54,399,958 (3,776,354) 91,771,324 152,595,720 8,652,360 83,496 819,999 9,180 41,698 139,494 1,312,489 1,544,610 105,250 87,319 3,090 640,597 316,465 3,200 200,000 320 41,510 70,152 46,670 557,157 8,997 106,999 420,937 2,690,478 (10,249,904) 9,724,904 17,377,467 $ 115,163,887 $ $ 168,141,633 18,000 7,380,957 17,175,049 2,879,292 225,400 6,410,348 350,000 2,975,000 37,414,046 $ $ $ $ 168,141,633 79,455,085 364,261 4,515,739 18,408,815 3,867,508 317,332 (9,104,669) 8,669,364 (4,220,723) 102,272,712 168,141,633 9,204,725 75,996 737,846 9,180 41,698 139,494 1,840,604 1,264,470 105,050 87,316 3,090 640,597 311,810 3,200 200,000 320 46,510 86,652 58,670 516,170 8,997 106,999 390,740 2,690,478 (2,923,202) 2,273,202 17,920,612 % $ - 0% $ - 0 0 0 0 0 0 0 0 0 % % % % % % % % % - 0 0 0 0 0 0 0 0 0 0 % % % % % % % % % % - 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 % % % % % % % % % % % % % % % % % % % % % % % $ $ $ $ 0% 0% 0% 0% Subtotal $ $ 143,494,619 833,242 1,396,774 2,078,911 22,814 4,331,741 Total Expenditures $ 111,346,195 $ 110,261,716 Operating Balance (Rev. - Exp.) $ (79,382,740) $ (78,938,337) $ (79,403,736) $ (90,543,183) $ - 0% Ending Fund Balance (Resources - Exp.) $ (77,732,058) $ (77,028,813) $ (77,732,054) $ (87,772,825) $ - 0% $ $ Variance 168,141,633 2,770,358 2,770,358 144,960,332 36,596 928,325 1,236,230 3,961,503 6,162,654 $ 152,595,720 898,000 1,799,711 3,253,445 63,940 6,015,096 FY1999-00 Adopted $ $ $ 914,000 2,522,882 4,223,083 103,940 7,763,905 $ 127,957,229 $ $ - 0 0 0 0 0 $ - 0% % % % % % maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION Dept 50 SHERIFF 50 Total WORKING TITLE INFO SVCS DIR-LAW ENFRCM INFORMATION SYSTEMS CNSLT INFORMTN TCHNLGY CNSLT I INMATE CLSSFCTN CNSLR I INMATE CLSSFCTN CNSLR II INMATE CLSSFCTN CNSLR III INSTITUTIONAL CHAPLAIN LEAD BUSINESS SYST ANLYST LEAD COMPUTER OPERATOR LEAD INFORMATN SYS ANLYST LEAD INTGRTD SYS DSGN ANL LEAD PROGRAMMER-ANALYST LEAD SYSTEMS ADMINISTRATR LEAD SYSTEMS ANALYST LEAD SYSTEMS PROGRAMMER LEAD TELECOMMUNICATNS ANL LEGAL ASSISTANT LIBRARIAN LIBRARY SENIOR ASSISTANT LIEUTENANT MAJOR MANAGEMENT ANALYST III MANAGEMENT ANALYST IV MECHANIC II PBLC SFTY ANSWRNG PT COOR POLYGRAPH EXAMINER POLYGRAPH EXAMINER SPVSR PROJECT LEADER PROJECT MANAGER PSY ASSISTANT PSYCHOLOGIST I PUBLIC SAFETY COM SYS MGR SAFETY TECHNICIAN SECRETARY SENIOR BUSNSS SYST ANLYST SENIOR COMPUTER OPERATOR SENIOR PRODCTN CTL ANLYST SENIOR PROGRAMMER SENIOR PROGRAMMER-ANALYST SENIOR SYSTEMS PROGRAMMER SERGEANT SERVICE WORKER III SERVICE WORKER I SERVICE WORKER IV SHERIFF SHERIFF CHIEF DEPUTY SHERIFF'S DELVRY DRVR II SHERIFF'S DELVRY DRVR III SHERIFF'S DELVRY DRVRSPVR SHERIFF'S EXECUTIVE ASST SHERIFF'S LAUNDRY MANAGER SHERIFF'S LAW CLERK II SHERIFF'S LEGAL CLERK I SHERIFF'S LEGAL CLERK II SHERIFF'S LEGAL CLERK SPV SHERIFF'S PROPERTY CUSTDN SHERIFF'S PSYCHOLOGY ASST SHERIFF'S RECORD CLK I SHERIFF'S RECORD CLK II SHERIFF'S RECORD CLK III SYSTEMS & PROGRAMMING MGR SYSTEMS SOFTWARE CONSLTNT TELECOMMUNICATIONS ANL II TELECOMMUNICATIONS OPER TELECOMMUNICTNS SHFT SPVR WAREHOUSE SUPERVISOR FTE 1 2 1 16 3 3 4 1 3 2 2 5 2 3 1 1 6 1 1 29 2 1 1 1 1 3 1 1 2 1 1 1 1 8 1 3 1 1 1 1 70 1 5 8 1 1 3 1 1 1 1 1 9 3 1 2 1 24 7 3 1 1 2 35 5 1 2428 213 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM SHERIFF Agency 500 O rg 5000 5200 5300 Title Personal Services Supplies & Services Capital Outlay PS SS CO SHERIFF'S OFFICE GENERAL FUND $ SHERIFF'S RESOURCE MANAGEMENT $ 30,755,237 $ INTERFUND CHARGES $ $ 30,755,237 $ $ Totals: OBJ OBJ_TITLE - CO AD L _OIP NTPEUDT_ 9 8 / 9 9 $ 5,750,328 $ - PROJECTED 237,250 $ (2,273,202) 3,477,126 Total Expenditures - $ $ 237,250 RESTATED Revenue $ 5,987,578 $ $ 30,755,237 $ $ $ (2,273,202) 34,469,613 $ $ ADOPTED_99/00 VARIANCE 3,020,892 3,020,892 PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT SHERIFF Agency 500 FY1998-99 Adopted REVENUE 620 INTERGOVERMENTAL 635 FEES & CHARGES 640 PATIENT CHARGES 650 M ISCELLANEOUS REVENUE Total Revenue $ FY1998-99 Projected FY1998-99 Restated FY1999-00 Adopted % 115,033,236 115,249,311 16,385,000 16,963,373 2,124,242 1,493,901 2,124,242 2,879,292 25,400 54,920 25,400 25,400 - 116,200 354,724 116,200 116,200 - 18,650,842 $ 18,866,918 34,655,181 Variance 37,490,505 - $ 2,265,842 $ 70,743,202 - $ 3,020,892 $ 30,794,727 755,050.00 36% 0% 0% $ 755,050 33% $ EXPENDITURES PERSONAL SERVICES 115,033,236 701 REGULAR PAY $ 705 T E M P O R A R Y P A Y 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 115,249,311 $ 39,948,475 56% 342,565 244,299 98,266 29% 3,807,047 4,568,307 3,633,640 1,252,800 2,380,840 66% 15,029,950 15,054,140 15,487,817 7,476,281 8,011,536 495,717 734,880 (481) 200,602 (3,674,454) 796 P S INTER-FUND CHARGES $ SUPPLIES AND SERVICES 84,242,291 115,033,236 801 GENERAL SUPPLIES $ 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES 807 HEALTH CARE SERVICES 810 LEGAL 6,994,188 85,507,841 5,813,255 29,806,577 34,655,181 $ 665,805 96% $ 85% 100% (2,418,945) 64% (948,660) -3% 37,490,505 5,437,509 80% 90,620 65,688 81,996 37,601 44,395 54% 198,682 230,522 276,250 113,217 163,033 59% 7,050 5,167 9,180 7,180 2,000 22% 45,476 28,459 40,698 39,298 1,400 $ 1,391,193 $ 148,582 138,294 137,109 820 RENT 802,249 1,176,365 1,292,489 1,543,344 1,555,784 1,446,055 1,479,267 697,462 108,000 83,617 105,250 105,000 250 0% 69,844 161,842 85,319 58,141 27,178 32% 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 828 M O T O R P O O L 1,185 3% 815 INSURANCE 825 REPAIRS AND MAINTENANCE (11,057) 6,828,702 30,755,237 -48% 129,787 (1,357,409) $ 52% (239,163) (49,525,261) - (3,776,354) $ 115,249,311 $ (8,417,344) 129,787 (1,273,256) $ 27,003 (57,942,605) - (3,776,354) Subtotal 692,808 (1,512,525) - 797 PERSONNEL SAVINGS (NEG) 37,490,505 210,725 1,332,594 795 P S INTER-FUND CREDIT (NEG) 68,260,329 34,655,181 242,565 3,925,017 790 OTHER PERSONAL SERVICES 1% (250,855) -19% 781,805 53% 8,840 1,906 3,090 3,090 - 0% 829 FUEL 698,440 477,259 636,897 636,897 - 0% 830 TELECOM DISCRETIONARY 270,188 306,299 316,465 311,810 4,655 1% 834 BASE LEVEL EQ SERVICES CHARGES - 840 ELECTED OFFICIAL TRAVEL (1,603) - - - 3,000 108 320 320 841 EMPLOYEE TRAVEL 30,298 62,574 41,410 38,010 3,400 842 EDUCATION 94,319 50,386 56,152 62,232 (6,080) -11% (2,325) -7% 843 TRANSPORTATION/SHIPPING - 0% 8% 29,708 44,867 32,670 34,995 451,825 321,111 557,157 516,170 845 SUPPORT AND CARE OF PERSONS 20,000 3,165 8,397 8,397 850 UTILITIES 92,773 124,588 106,999 75,804 31,195 29% 133,316 447,709 152,985 83,058 69,927 46% 844 JUDICIAL TRAVEL 860 M ISCELLANEOUS EXPENSE 865 NON-OPERATING RESERVES - 872 S S INTER-FUND CREDIT (NEG) (408) (525,000) Subtotal $ CAPITAL OUTLAY 11,328,182 $ 915 BUILDINGS AND IMPROVEMENTS 36,596 10,420,567 11,194 920 EQUIPMENT 203,497 463,857 930 TRANSPORTATION 541,503 - 3,477,126 7% 0% $ (7,826,702) 76% (1,477,043) -74% 37,490,505 $ - - $ - 582,679 425,429 40,000 - - 157,250 - 1,500 - (2,423,202) $ 34,655,181 $ (22,566) - 2,000,083 40,987 - (10,249,904) $ 115,249,311 $ 30,325 940 OTHER CAPITAL OUTLAY - (417,307) $ 115,033,236 910 LAND 214 67,355,926 73% (40,000) 40,000 (40,000) Subtotal $ 811,921 $ 453,985 $ 582,679 $ 237,250 $ 345,429 59% Total Expenditures $ 96,382,394 $ 96,382,393 $ 32,389,339 $ 34,469,613 $ (2,080,274) -6% Operating Balance (Rev. - Exp.) $ (77,731,552) $ (77,515,475) $ (30,123,497) $ (31,448,721) $ 1,325,224 -4% maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM SHERIFF Agency 501 Org 5000 5701 5705 5707 5708 5710 5716 5717 5718 5719 5726 5727 5728 5729 5730 5733 5734 5735 5736 5738 5740 5741 5745 5747 5748 5749 5750 5801 5802 5803 5804 5805 5806 5808 5809 5810 5811 5812 5814 5815 5816 5818 5820 5821 5824 5825 5826 Title Personal Services Supplies & Services Capital Outlay PS SS CO Total Expenditures Revenue SHERIFF'S OFFICE GENERAL FUND $ - $ - $ - $ - $ DETENTION STRATEGY $ 4,680 $ - $ - $ 4,680 $ - LAKE PATROL EQUIPMENT $ - $ - $ 12,000 $ 12,000 $ 12,000 LAW ENF & EDU EQUIP-ASP EMERGENCY SOLAR OP.PHOS-ASP $ $ - $ $ 140,000 - $ $ 219,600 $ $ 140,000 219,600 $ $ 140,000 219,600 UNIV HIRING PROG-USDOJ STATE CRIMINAL ALIEN-BJA $ $ $ $ 56,000 $ $ - $ $ 548,860 56,000 $ $ 548,860 56,000 ORDERS OF PROTECTION - ACJC $ - $ 62,953 $ - $ 62,953 $ 62,953 PHOENIX TASK FORCE-USDOJ $ 2,700 $ - $ - $ 2,700 $ 2,700 TRAFFIC ENF.-CAR VIDEO-GOHS COPS FAST-CAREFREE $ $ 18,000 $ $ - $ $ 25,000 - $ $ 25,000 18,000 $ $ 25,000 18,000 COPS FAST-FHI COPS FAST-GLI $ $ 15,000 18,000 $ $ - $ $ - $ $ 15,000 18,000 $ $ 15,000 18,000 COPS FAST-QUEEN CREEK I VICTIMS RIGHTS II $ $ 18,000 215,562 $ $ - $ $ - $ $ 18,000 215,562 $ $ 18,000 215,562 FOUR DEPUTIES - BLESF III METHAMPHETAMINE TASK FORCE $ $ 10,000 55,000 $ $ $ $ - $ $ 10,000 220,000 $ $ 10,000 220,000 SHERIFF'S MISC BUD ADJ. AUTO. EXTERNAL DEFIBILLATORS $ $ 105,157 - $ $ - $ $ 90,000 $ $ 105,157 90,000 $ $ 105,157 90,000 COUNTY JUV. JAIL INPRV. PROG DOMESTIC VIOLENCE PROGRAM $ $ 2,500 $ $ 2,500 $ $ 788,000 - $ $ 788,000 5,000 $ $ 788,000 5,000 PROBLEM SOLVING PARTNERSHIP LAKEPATROL ENF. 98 USFS $ $ 30,000 $ $ 55,896 58,300 $ $ $ $ 55,896 88,300 $ $ 55,896 88,300 ATF NEW RIVER TASK FORCE LIVESCANS $ $ 445,073 - $ $ - $ $ $ $ 445,073 170,953 $ $ 445,073 170,953 DETENTION STRATEGY II - ACJC WESTSIDE TASKFORCE - ACJC $ $ 145,000 37,500 $ $ 12,500 $ $ $ $ 145,000 50,000 $ $ 145,000 50,000 METH LAB TASK FORCE NCHIP ORDERS OF PROTECTION $ $ 124,480 - $ $ 45,282 - $ $ 227,986 10,893 $ $ 397,748 10,893 $ $ 397,942 10,893 VINE SYSTEM RESIDENTIAL SUBSTANCE ABUSE $ $ 153,161 56,894 $ $ 95,600 158,805 $ $ 9,360 $ $ 248,761 225,059 $ $ 248,566 225,059 WEST SIDE VALLEY TASK FORCE 99 DETENTION STRATEGY $ $ 310,896 409,354 $ $ 121,636 - $ $ - $ $ 432,532 409,354 $ $ 432,532 409,219 DUI ENFORCEMENT VAN AUTO THEFT UNIT $ $ 19,000 $ $ 1,500 $ $ 29,000 - $ $ 29,000 20,500 $ $ 29,000 20,500 HOTEL/MOTEL UNIT UNIVERSAL HIRING COMMUNITY $ $ 21,000 1,241,347 $ $ - $ $ - $ $ 21,000 1,241,347 $ $ 21,000 1,241,347 SUBSTANCE ERADICATION - USFS LIVESCAN FINGERPRINT UNIT $ $ 93,227 $ $ 5,000 - $ $ - $ $ 5,000 93,227 $ $ 5,000 93,363 LAKE PATROL BOATING SAFETY $ 100,928 $ - $ - $ 100,928 $ 100,928 CHILD SUPPORT 98 $ 10,029 $ 5,237 $ - $ 15,266 $ 15,266 BUCKEYE SCHOOL RESOURCE OFFICE FBI REIMBURSEMENT O/T $ $ 50,541 8,781 $ $ - $ $ - $ $ 50,541 8,781 $ $ 50,541 8,781 MALL PATRON 98 SMALL COMMUNITIES COPS SUPP $ $ 15,000 15,000 $ $ - $ $ - $ $ 15,000 15,000 $ $ 15,000 - CHILD SUPPORT HIDTA METH LAB UNIT 548,860 - 165,000 $ 55,968 $ 34,284 $ $ Totals: $ 194,714 4,551,352 $ $ 75,000 1,095,493 $ $ 170,953 - 1,582,792 19,680 $ 90,252 $ 90,252 $ $ 269,714 7,229,637 $ $ 269,714 7,229,637 215 maricopa county annual business strategies for 1999-2000 OBJ OBJ_TITLE COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT SHERIFF Agency 501 RESOURCES FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted 6,245,882 Beginning Fund Balance $ REVENUE - 10,195,279 $ 6,245,882 610 LICENSES AND PERMITS 5,054,189 - 21,000 89,544 % 14,459,274 $ 13,686,266 - 3,104,941 650 MISCELLANEOUS REVENUE 13,686,266 $ 10,195,279 18,000 615 GRANTS - Variance 21,000 $ - 0% - 0% 14,459,274 18,000 18,000 6,804,133 7,170,957 366,824.00 19,680 19,680.00 - 5% Total Revenue $ 3,122,941 $ 5,143,733 $ 6,822,133 $ 7,208,637 $ 386,504 6% Total Resources $ 3,122,941 $ 5,143,733 $ 6,843,133 $ 7,229,637 $ 386,504 6% $ 276,952 25% EXPENDITURES 6,245,882 PERSONAL SERVICES 701 REGULAR PAY $ 705 TEMPORARY PAY 10,195,279 $ - 1,065,309 13,686,266 $ 1,128,955 14,459,274 $ 852,003 106,661 55,482 55,482 584,653 1,011,971 2,391,174 2,091,190 750 FRINGE BENEFITS 41,630 333,672 241,735 141,599 100,136 780 SALARY ADJUSTMENTS 38,460 141,577 805,153 (663,576) 205,925 205,925 710 SPECIAL PAY 790 OTHER PERSONAL SERVICES - - 796 P S INTER-FUND CHARGES 114,862 400,000 Subtotal $ 1,259,239 $ 6,245,882 SUPPLIES AND SERVICES 801 GENERAL SUPPLIES $ 558,149 - 2,632,475 $ 10,195,279 $ 379,255 4,164,848 820,996 299,984 - 400,000 $ 13,686,266 $ - 4,551,352 0% 13% 41% -469% 0% (400,000) $ (386,504) -9% 14,459,274 $ 820,996 $ - 0% 805 CONTRACTUAL SERVICES - 278,856 245,805 245,805 - 0% 810 LEGAL - 35,509 1,000 1,000 - 0% 820 RENT - 46,416 - - - 825 REPAIRS AND MAINTENANCE - 50,750 - - - 830 TELECOM DISCRETIONARY - 11 - - - 841 EMPLOYEE TRAVEL - 3,128 - - - 842 EDUCATION - 3,485 - - - 843 TRANSPORTATION/SHIPPING - 360 - - - 850 UTILITIES - 13,693 - - - 860 MISCELLANEOUS EXPENSE - 8,569 27,692 27,692 - 0% - 0% 0% Subtotal $ 558,149 $ 820,032 $ 1,095,493 $ 1,095,493 $ 6,245,882 10,195,279 13,686,266 14,459,274 915 BUILDINGS AND IMPROVEMENTS 800,000 720,951 800,000 800,000 - 920 EQUIPMENT 505,553 666,361 689,852 689,852 - 0% 190,413 29,000 29,000 - 0% - 0% - 0% CAPITAL OUTLAY 930 TRANSPORTATION - 940 OTHER CAPITAL OUTLAY 216 194,496 - 21,314 63,940 63,940 Subtotal $ 1,305,553 $ 1,599,039 $ 1,582,792 $ 1,582,792 $ Total Expenditures $ 3,122,941 $ 5,051,546 $ 6,843,133 $ 7,229,637 $ Operating Balance (Rev. - Exp.) $ - $ 92,187 $ Ending Fund Balance (Resources - Exp.) $ - $ 92,187 $ (21,000) $ - $ (21,000) $ - $ (386,504) - -6% 0% maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM SHERIFF Agency 502 Org 5920 5921 Title SHERIFF INMATE CANTEEN INMATE WELFARE OBJ OBJ_TITLE Personal Services Supplies & Services Capital Outlay PS SS CO $ $ Totals: $ 953,508 1,345,133 2,298,641 COL_INPUT ADOPTED_98/99 $ $ $ 604,633 3,512,781 4,117,414 PROJECTED $ $ $ Total Expenditures 400,000 400,000 RESTATED $ $ $ Revenue 1,558,141 5,257,914 6,816,055 ADOPTED_99/00 $ $ $ VARIANCE 6,816,055 6,816,055 PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT SHERIFF Agency 502 RESOURCES Beginning Fund Balance $ REVENUE 650 MISCELLANEOUS REVENUE FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted 14,135,260 1,114,682 $ 14,135,260 5,952,697 10,467,949 1,368,236 $ 10,467,949 3,317,820 14,135,260 1,114,682 $ 14,135,260 5,952,697 Variance 13,632,110 863,358 $ 13,632,110 5,952,697 % (251,324) -23% - 0% - 0% Total Revenue $ 5,952,697 $ 3,317,820 $ 5,952,697 $ 5,952,697 $ Total Resources $ 7,067,379 $ 4,686,056 $ 7,067,379 $ 6,816,055 $ (251,324) -4% $ 14,135,260 1,521,755 $ 10,467,949 1,639,924 $ 14,135,260 1,921,073 $ 13,632,110 1,633,727 $ 287,346 15% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 15,000 5,058 15,000 15,000 - 710 SPECIAL PAY 90,458 138,080 155,746 155,746 - 0% 305,059 325,397 377,323 395,563 (18,240) -5% - 65,534 82,814 (17,280) -26% 814 13,771 13,771 - 2,020 2,020 - 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 15,000 790 OTHER PERSONAL SERVICES 599,200 796 P S INTER-FUND CHARGES 3,995 Subtotal $ 2,550,467 $ 2,109,273 $ 2,550,467 $ 2,298,641 $ $ 14,135,260 646,033 $ 10,467,949 988,885 $ 14,135,260 646,033 $ 13,632,110 646,033 $ SUPPLIES AND SERVICES 801 GENERAL SUPPLIES - 251,826 0% 0% 0% 10% - 0% 1,500 5,172 1,500 1,500 - 0% 225,000 291,363 225,000 225,000 - 0% 1,200 517 1,200 1,200 - 0% 820 RENT 20,000 19,087 20,000 20,000 - 0% 825 REPAIRS AND MAINTENANCE 65,343 61,484 65,343 65,343 - 0% 827 MATERIAL MGNT DISCRETIONARY 2,000 1,035 2,000 2,000 - 0% 829 FUEL 3,700 1,565 3,700 3,700 - 0% - - - 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES 815 INSURANCE 830 TELECOM DISCRETIONARY - 834 BASE LEVEL EQ SERVICES CHARGES 839 OTHER INTERNAL SVCS CHARGES 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 845 SUPPORT AND CARE OF PERSONS 860 MISCELLANEOUS EXPENSE 870 OTHER ADJUSTMENTS Subtotal $ CAPITAL OUTLAY 915 BUILDINGS AND IMPROVEMENTS 920 EQUIPMENT 46 3,200 2,317 3,200 3,200 - 0% 200,000 66,668 200,000 200,000 - 0% 100 34 100 100 - 0% 4,000 2,174 4,000 4,000 - 0% 14,000 14,447 14,000 14,000 - 0% 600 20,449 600 600 - 0% 240,260 150,000 240,260 240,260 - 0% 2,690,478 1,770,196 2,690,478 2,690,478 - 0% - 0% 4,117,414 $ 3,395,439 $ 4,117,414 $ 4,117,414 14,135,260 - 10,467,949 68,429 14,135,260 - 13,632,110 - 400,000 208,752 400,000 400,000 $ - Subtotal $ 400,000 $ 277,181 $ 400,000 $ 400,000 $ Total Expenditures $ 7,067,881 $ 5,781,893 $ 7,067,881 $ 6,816,055 $ Operating Balance (Rev. - Exp.) $ (1,115,184) $ (2,464,073) $ (1,115,184) $ Ending Fund Balance (Resources - Exp.) $ (502) $ (1,095,837) $ (502) $ (863,358) $ - $ - 0% - 0% 251,826 4% (251,826) 23% (502) 100% 217 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM SHERIFF Agency 503 Org 5720 5813 5930 Title Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Revenue JUVENILE EDUCATION II $ 53,527 $ 10,000 $ - $ 63,527 $ SUPP DOE TEACHER TNG FUNDS $ 5,400 $ 2,100 $ - $ 7,500 $ 7,500 $ Totals: $ 632,245 691,172 $ $ 120,694 132,794 $ $ $ $ 927,719 998,746 $ $ 943,854 998,746 SHERIFF JUVENILE SCHOOL OBJ OBJ_TITLE COL_INPUT ADOPTED_98/99 PROJECTED 174,780 174,780 RESTATED ADOPTED_99/00 VARIANCE 47,392 PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT SHERIFF Agency 503 REVENUE FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted Variance % 1,833,954 1,377,951 2,028,958 1,997,492 615 GRANTS 210,000 340,683 210,000 210,000 - 620 INTERGOVERMENTAL 566,975 351,524 566,975 566,975 - 650 MISCELLANEOUS REVENUE 140,000 147,252 237,504 221,771 Total Revenue $ 916,975 $ 839,459 $ 1,014,479 $ 998,746 0% 0% (15,733.00) -7% $ (15,733) -2% $ EXPENDITURES 1,833,954 PERSONAL SERVICES 701 REGULAR PAY $ 705 TEMPORARY PAY 1,377,951 $ 117,095 311,219 2,028,958 $ 471,381 1,997,492 $ 112,986 24% 16,936 39,480 358,395 49,480 (10,000) -25% -49% 710 SPECIAL PAY 46,401 1,319 30,684 45,684 (15,000) 750 FRINGE BENEFITS 75,945 91,070 89,355 81,750 7,605 780 SALARY ADJUSTMENTS 11,650 - 107,978 136,236 (28,258) -26% (5,000) -34% 790 OTHER PERSONAL SERVICES 76,342 Subtotal $ 667,255 $ 1,833,954 SUPPLIES AND SERVICES 801 GENERAL SUPPLIES $ 14,627 $ 1,377,951 2,028,958 62,333 8% 1,997,492 (5,000) -14% (10,000) -14% 842 EDUCATION 10,000 3,992 10,000 10,000 - $ 35,350 $ 82,444 65,698 $ 691,172 72,444 $ 22,462 19,627 $ 39,244 106,544 $ 753,505 72,544 $ 24,000 420,544 9% 805 CONTRACTUAL SERVICES Subtotal 117,794 $ $ 40,350 132,794 $ $ 0% (15,000) -13% 1,833,954 1,377,951 2,028,958 1,997,492 915 BUILDINGS AND IMPROVEMENTS 98,000 32,668 98,000 114,000 (16,000) -16% 920 EQUIPMENT 45,180 19,582 45,180 60,780 (15,600) -35% -22% CAPITAL OUTLAY 218 339,822 Subtotal $ 143,180 $ 52,250 $ 143,180 $ 174,780 $ (31,600) Total Expenditures $ 916,979 $ 538,492 $ 1,014,479 $ 998,746 $ 15,733 Operating Balance (Rev. - Exp.) $ (4) $ 300,967 $ $ - - $ - 2% maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM SHERIFF Agency 504 Org Title 5940 5941 Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Revenue SHERIFF INMATE HEALTH OPS $ 27,776 $ 41,500 $ 132,000 $ 201,276 $ SHERIFF INMATE HEALTH OTC $ - $ 134,724 $ 50,000 $ 184,724 $ Totals: $ 27,776 $ 176,224 $ 182,000 $ 386,000 $ COL_INPUT ADOPTED_98/99 PROJECTED OBJ OBJ_TITLE RESTATED ADOPTED_99/00 VARIANCE 386,000 386,000 PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT SHERIFF Agency 504 RESOURCES FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted 572,000 Beginning Fund Balance $ REVENUE 640 PATIENT CHARGES 650 MISCELLANEOUS REVENUE 186,000 415,141 $ 191,238 572,000 $ 186,000 Variance 772,000 $ 186,000 572,000 415,141 572,000 772,000 100,000 64,574 100,000 200,000 - 6,250 % - $ - 100,000.00 - 0% 100% - Total Revenue $ 100,000 $ 70,824 $ 100,000 $ 200,000 $ 100,000 100% Total Resources $ 286,000 $ 262,062 $ 286,000 $ 386,000 $ 100,000 35% EXPENDITURES 572,000 PERSONAL SERVICES 701 REGULAR PAY $ 705 TEMPORARY PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 9,187 415,141 $ $ 801 GENERAL SUPPLIES $ 772,000 $ 18,906 5,500 - 5,326 5,326 334 2,789 1,439 2,910 5,536 - 27,776 $ 175,724 18,205 415,141 $ 68,375 - 3,000 $ 27,776 $ 175,724 27,776 (8,619) -84% 5,500 100% 4,992 94% (2,626) -90% 753 3,000 572,000 $ $ - 753 213 572,000 SUPPLIES AND SERVICES 10,287 1,855 10,000 Subtotal 572,000 $ 5,500 300 790 OTHER PERSONAL SERVICES 9,372 100% - 0% $ - 0% $ 772,000 $ - 0% 805 CONTRACTUAL SERVICES 500 3,528 500 175,724 500 - 0% 825 REPAIRS AND MAINTENANCE - 1,339 - - - 830 TELECOM DISCRETIONARY - 15,140 - - - 860 MISCELLANEOUS EXPENSE - 17,467 - - - Subtotal $ 176,224 $ 105,849 $ 176,224 $ 176,224 CAPITAL OUTLAY 572,000 415,141 572,000 772,000 920 EQUIPMENT 82,000 29,025 82,000 182,000 $ - 0% (100,000) -122% Subtotal $ 82,000 $ 29,025 $ 82,000 $ 182,000 $ (100,000) -122% Total Expenditures $ 286,000 $ 153,079 $ 286,000 $ 386,000 $ (100,000) -35% Operating Balance (Rev. - Exp.) $ (186,000) $ Ending Fund Balance (Resources - Exp.) $ - $ (82,255) $ 108,983 $ (186,000) $ (186,000) $ - - - - $ $ 0% 219 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM SHERIFF Agency 505 Org Personal Services Title Supplies & Services PS 5950 SHERIFF DONATION FUND $ Totals: $ OBJ OBJ_TITLE - COL_INPUT ADOPTED_98/99 SS 100,000 100,000 $ $ PROJECTED Capital Outlay Total Expenditures Revenue CO $ $ - RESTATED $ $ 100,000 100,000 ADOPTED_99/00 $ $ VARIANCE 100,000 100,000 PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT SHERIFF Agency 505 RESOURCES FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted 200,000 Beginning Fund Balance $ REVENUE 650 MISCELLANEOUS REVENUE - 95,884 $ 50 200,000 $ - 200,000 95,884 200,000 100,000 62,500 100,000 Variance % 200,000 $ - $ - 200,000 - 0% Total Revenue $ 100,000 $ 62,500 $ 100,000 $ 100,000 100,000 $ - 0% Total Resources $ 100,000 $ 62,550 $ 100,000 $ 100,000 $ - 0% EXPENDITURES 200,000 SUPPLIES AND SERVICES 801 GENERAL SUPPLIES 220 95,884 200,000 200,000 $ 100,000 $ 33,334 $ 100,000 $ 100,000 $ - 0% Subtotal $ 100,000 $ 33,334 $ 100,000 $ 100,000 $ - 0% Total Expenditures $ 100,000 $ 33,334 $ 100,000 $ 100,000 $ - 0% Operating Balance (Rev. - Exp.) $ - $ 29,166 $ - $ - $ - Ending Fund Balance (Resources - Exp.) $ - $ 29,216 $ - $ - $ - maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM SHERIFF Agency 506 Org Title 5960 AVIATION COST SHARE Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO $ Totals: $ OBJ OBJ_TITLE 420,074 420,074 COL_INPUT ADOPTED_98/99 $ $ 745,555 745,555 PROJECTED $ $ 374,445 374,445 RESTATED $ $ Revenue 1,540,074 1,540,074 ADOPTED_99/00 $ $ VARIANCE 1,540,074 1,540,074 PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT SHERIFF Agency 506 FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted 1,240,000 RESOURCES Beginning Fund Balance $ REVENUE - 1,656,783 $ - 1,240,000 $ - Variance % 3,080,148 $ 1,000,000 1,240,000 1,656,783 1,240,000 3,080,148 620 INTERGOVERMENTAL 270,000 168,750 270,000 190,074 651 GAIN/LOSS FIXED ASSET 350,000 350,000 350,000 350,000 $ 1,000,000 (79,926.00) - -30% 0% Total Revenue $ 620,000 $ 518,750 $ 620,000 $ 540,074 $ (79,926) -13% Total Resources $ 620,000 $ 518,750 $ 620,000 $ 1,540,074 $ 920,074 148% $ 95,178 65% EXPENDITURES 1,240,000 PERSONAL SERVICES 701 REGULAR PAY $ - 1,656,783 $ 74,792 1,240,000 $ 146,027 3,080,148 $ 50,849 710 SPECIAL PAY - 8,991 8,991 8,991 - 0% 750 FRINGE BENEFITS - 12,974 25,961 9,964 15,997 62% 780 SALARY ADJUSTMENTS Subtotal $ - $ 1,240,000 SUPPLIES AND SERVICES 801 GENERAL SUPPLIES Subtotal 96,757 19,021 $ 1,656,783 200,000 350,270 $ 1,240,000 420,074 (331,249) -1741% $ (220,074) -110% 3,080,148 $ 50,000 $ 291,276 $ 45,555 $ 745,555 $ (700,000) -1537% $ 50,000 $ 291,276 $ 45,555 $ 745,555 $ (700,000) -1537% CAPITAL OUTLAY 930 TRANSPORTATION 1,240,000 1,656,783 1,240,000 570,000 750,000 374,445 3,080,148 374,445 Subtotal $ 570,000 $ 750,000 $ 374,445 $ 374,445 $ Total Expenditures $ 620,000 $ 1,138,033 $ 620,000 $ 1,540,074 $ Operating Balance (Rev. - Exp.) $ - $ (619,283) $ - $ (1,000,000) $ Ending Fund Balance (Resources - Exp.) $ - $ (619,283) $ - $ - $ - 0% - 0% (920,074) -148% 1,000,000 - 221 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM SHERIFF Agency 507 Org Personal Services Title Supplies & Services PS 5000 5100 5250 5300 Capital Outlay Total Expenditures Revenue SHERIFF'S OFFICE GENERAL FUND $ $ SS 170,252 $ - $ 170,252 SHERIFF'S CUSTODY SHERIFF'S OFFICE $ $ 63,528,460 $ $ 5,632,552 - $ $ - $ $ 5,632,552 63,528,460 $ 16,385,000 $ - $ Totals: $ 63,528,460 $ $ 2,273,202 8,076,006 $ $ - $ $ 2,273,202 71,604,466 $ $ 16,418,000 INTERFUND CHARGES OBJ OBJ_TITLE - COL_INPUT ADOPTED_98/99 PROJECTED CO RESTATED ADOPTED_99/00 $ VARIANCE 33,000 PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT SHERIFF Agency 507 FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted REVENUE - 620 INTERGOVERMENTAL - Total Revenue $ - $ - 80,378,055 $ - $ - 16,385,000 % 88,022,466 16,385,000 $ Variance 16,418,000 $ 16,418,000 $ 33,000.00 0% 33,000 0% EXPENDITURES - PERSONAL SERVICES 701 REGULAR PAY 80,378,055 $ - 88,022,466 $ 45,746,478 $ (45,746,478) 710 SPECIAL PAY - - - 960,994 (960,994) 750 FRINGE BENEFITS - - - 10,298,122 (10,298,122) 780 SALARY ADJUSTMENTS - - - 1,758,155 (1,758,155) 790 OTHER PERSONAL SERVICES - - - 48,006 (48,006) 795 P S INTER-FUND CREDIT (NEG) - - - (687,325) 687,325 796 P S INTER-FUND CHARGES - - 797 PERSONNEL SAVINGS (NEG) - - Subtotal $ - $ - $ - $ - - SUPPLIES AND SERVICES 801 GENERAL SUPPLIES 54,268,151 $ - 54,268,151 $ 80,378,055 $ - 8,267,344 46,000,807 (2,863,314) 2,863,314 63,528,460 $ (9,260,309) $ (5,284,874) 5,284,874 - - - 36,895 (36,895) 805 CONTRACTUAL SERVICES - - - 70,880 (70,880) 807 HEALTH CARE SERVICES - - - 2,000 (2,000) 810 LEGAL - - - 1,400 (1,400) 815 INSURANCE - - - 1,185 (1,185) 820 RENT - - - 277,260 (277,260) 825 REPAIRS AND MAINTENANCE - - - 501,665 (501,665) 826 FACILITIES MGMT DISCRETIONARY - - - 50 (50) 827 MATERIAL MGNT DISCRETIONARY - - - 27,175 (27,175) 841 EMPLOYEE TRAVEL - - - 8,400 (8,400) 842 EDUCATION - - - 10,420 (10,420) 843 TRANSPORTATION/SHIPPING - - - 9,675 (9,675) 850 UTILITIES - - - 31,195 (31,195) 860 MISCELLANEOUS EXPENSE - - - 39,730 (39,730) 872 S S INTER-FUND CREDIT (NEG) - - - (500,000) 500,000 - - 85% -17% 88,022,466 $ 802 MEDICAL SUPPLIES 873 S S INTERFUND CHARGES 222 - 7,451,702 77% Subtotal $ - $ - $ 9,724,904 9,724,904 $ 2,273,202 8,076,006 $ 1,648,898 17% Total Expenditures $ - $ - $ 63,993,055 $ 71,604,466 $ (7,611,411) -12% Operating Balance (Rev. - Exp.) $ - $ - $ 7,578,411 -16% (47,608,055) $ (55,186,466) $ maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM SHERIFF Agency 508 Org Title 5980 Personal Services Supplies & Services Capital Outlay PS SS CO SHERIFF'S EQUIP REPLACEMENT FD $ Totals: $ OBJ OBJ_TITLE - COL_INPUT ADOPTED_98/99 $ $ - PROJECTED $ $ Total Expenditures 3,200,000 3,200,000 RESTATED $ $ Revenue 3,200,000 3,200,000 ADOPTED_99/00 $ $ VARIANCE 3,675,000 3,675,000 PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT SHERIFF Agency 508 FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted 5,700,000 RESOURCES Beginning Fund Balance $ REVENUE 350,000 4,036,321 $ 5,700,000 650 MISCELLANEOUS REVENUE 5,700,000 $ 4,036,321 - 680 TRANSFERS IN FROM OTHER FUNDS 350,000 700,000 $ 350,000 100% 6,875,000 - 2,500,000 % 6,875,000 $ 5,700,000 3,375 2,500,000 350,000 Variance - 2,500,000 - 2,975,000 475,000.00 19% Total Revenue $ 2,500,000 $ 2,503,375 $ 2,500,000 $ 2,975,000 $ 475,000 19% Total Resources $ 2,850,000 $ 2,853,375 $ 2,850,000 $ 3,675,000 $ 825,000 29% EXPENDITURES 5,700,000 SUPPLIES AND SERVICES 4,036,321 5,700,000 6,875,000 825 REPAIRS AND MAINTENANCE - 12,357 - - - 875 BONDS AND RELATED EXPENSE - 328 - - - Subtotal $ - $ 5,700,000 CAPITAL OUTLAY 920 EQUIPMENT $ 4,036,321 - 930 TRANSPORTATION 12,685 $ 5,700,000 9,197 2,850,000 - $ - 6,875,000 - 1,161,064 - - 2,850,000 - 3,200,000 (350,000) -12% Subtotal $ 2,850,000 $ 1,170,261 $ 2,850,000 $ 3,200,000 $ (350,000) -12% Total Expenditures $ 2,850,000 $ 1,182,946 $ 2,850,000 $ 3,200,000 $ (350,000) -12% Operating Balance (Rev. - Exp.) $ (350,000) $ 1,320,429 $ (350,000) $ (225,000) $ (125,000) 36% Ending Fund Balance (Resources - Exp.) $ - 1,670,429 $ - $ $ 475,000 $ (475,000) 223 maricopa county annual business strategies for 1999-2000 ORG ORG_TITLE COL_INPUT PS SS CO TOTAL_EXP REV TOTAL BUDGET BY PROGRAM SHERIFF 50A Org Title 5990 ONE TIME JAIL CAPITAL Totals: OBJ OBJ_TITLE Personal Supplies Services PS & Services SS 5990 $ $ - COL_INPUT ADOPTED_98/99 $ $ Total OutlayREVENUE_COL Expenditures CO RE - PROJECTED HIDDEN Capital $ $ 1,612,638 1,612,638 RESTATED $ $ Revenue 1,612,638 1,612,638 ADOPTED_99/00 $ $ - VARIANCE PERCENT EXPENDITURES AND REVENUES BY AGENCY/OBJECT SHERIFF 50A FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted Variance EXPENDITURES - CAPITAL OUTLAY 224 - - 1,612,638 920 EQUIPMENT - - - 1,033,000 930 TRANSPORTATION - - - 579,638 (1,033,000) (579,638) Subtotal $ - $ - $ - $ 1,612,638 $ (1,612,638) Total Expenditures $ - $ - $ - $ 1,612,638 $ (1,612,638) % maricopa county annual business strategies for 1999-2000 superintendent of schools (37) Superintendent of Schools Sandra E. Dowling, Ed.D. Executive Asst Chief Deputy Fiscal Services mission The Mission of the Maricopa County Superintendent of Schools is to provide, within the law, fiscal and educational services to school districts, children and the community. program goals Assist school districts and children in responding to and meeting the educational needs of the community. Serve as fiscal agent for all non-pilot school districts within Maricopa County. Provide the leadership and support to employees of the department and to interface with school districts, other governmental agencies and the community. community impact The Maricopa County Regional School serves approximately 2,000 students at ten different locations, including two second-chance high schools that accommodates the needs of dropouts and expelled students, two schools each for County Detention centers, unorganized territory and drug-free rehabilitation programs, and one school each for pregnant teens and homeless children. Maricopa County Superintendent of Schools provides an impartial view in the appointment of board member seats, and the administration of board members to vacant governing board seats, and the administration of school district elections. Mandated fiscal services are provided to 41 school districts in Maricopa County at no cost, resulting in lower school district primary property tax rates. performance measures Performance Measure FY 96-97 FY 97-98 FY 98-99 (Est.) FY 99-00 (Proj) School districts served 41 41 41 41 School district elections 30 21 25 55 P/R warrants 343 M 310 M 330M 335M 225 maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY SUPERINTENDENT OF SCHOOLS Department 37 Fund Type General Totals $ Personal Services 1,251,205 1,251,205 Supplies & Services 131,000 $ 131,000 Capital Outlay 50,844 50,844 $ $ $ Total Expenses 1,433,049 1,433,049 $ $ Total Revenue 113,000 113,000 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT SUPERINTENDENT OF SCHOOLS Department 37 FY1998-99 Adopted RESOURCES REVENUE 635 FEES & CHARGES 650 MISCELLANEOUS REVENUE Subtotal $ EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 226 1,525,331 1,525,331 28,200 68,800 97,000 Subtotal $ 1,525,331 981,823 25,200 191,458 33,008 1,231,489 SUPPLIES AND SERVICES 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 830 TELECOM DISCRETIONARY 840 ELECTED OFFICIAL TRAVEL 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 860 MISCELLANEOUS EXPENSE Subtotal $ 1,525,331 36,842 25,000 45,800 100 2,400 10,500 4,000 2,500 8,000 1,500 5,000 141,642 CAPITAL OUTLAY 920 EQUIPMENT $ FY1998-99 Projected $ $ $ 1,454,986 1,454,986 38,000 68,077 106,077 1,454,986 955,000 5,000 183,000 24,709 1,167,709 $ 1,454,986 30,000 15,000 42,000 3,000 12,000 4,000 2,500 9,500 2,000 6,000 126,000 Subtotal $ 1,525,331 55,200 55,200 Total Expenditures $ 1,428,331 FY1998-99 Restated $ $ $ 1,525,331 1,525,331 28,200 68,800 97,000 1,525,331 1,005,200 10,311 192,630 23,348 1,231,489 FY1999-00 Adopted $ $ $ 1,546,049 1,546,049 35,000 78,000 113,008 1,546,049 1,020,730 198,673 31,802 1,251,205 $ 1,525,331 36,842 25,000 45,800 100 2,400 10,500 4,000 2,500 8,000 1,500 5,000 141,642 $ 1,454,986 55,200 55,200 $ 1,525,331 55,200 55,200 $ 1,546,049 50,844 50,844 $ 1,348,909 $ 1,428,331 $ 1,433,049 $ $ $ 1,546,049 32,000 15,000 45,000 3,000 13,000 4,000 2,500 8,500 2,000 6,000 131,000 $ Variance % $ $ $ $ 8 - 0% 0% 0% 0% 0% 0% 0% $ - 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% $ - 0% 0% $ - 0% Operating Balance (Rev. - Exp.) $ (1,331,331) $ (1,242,832) $ (1,331,331) $ (1,320,041) $ (8) 0% Ending Fund Balance (Resources - Exp.) $ (1,331,331) $ (1,242,832) $ (1,331,331) $ (1,320,041) $ (8) 0% maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION Dept 37 SUPERINTENDENT OF SCHOOLS 37 Total WORKING TITLE ACCOUNTANT I ACCOUNTANT II ACCOUNTING TECHNICIAN I ACCOUNTING TECHNICIAN II ADMINISTRATIVE ASSTNT III ADMINISTRATIVE COORD I ADMINISTRATIVE COORD III ADMINISTRATIVE COORD IV ADMINISTRATOR II BUSINESS SYSTEMS ANLST II LEAD BUSINESS SYST ANLYST LEAD SYSTEMS PROGRAMMER PROGRAMMER-ANALYST II SCHOOL SPRNTNDNT CHF DPTY SCHOOL SUPERINTENDENT SCHOOL SUPRTDNT EXEC ASST SENIOR NETWORK ENGINEER SENIOR SYSTEMS PROGRAMMER FTE 2 1 6 1 1 4 3 1 1 1 1 1 1 1 1 1 1 1 29 227 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM SUPERINTENDENT OF SCHOOLS Agency 370 Org 3700 Personal Services Title SCHOOLS SUMMARY PS 1,251,205 1,251,205 $ Totals: $ OBJ OBJ_TITLE Supplies & Services COL_INPUT ADOPTED_98/99 Capital Outlay SS 131,000 131,000 $ $ PROJECTED Total Expenditures Revenue CO $ $ 50,844 50,844 RESTATED $ $ 1,433,049 1,433,049 ADOPTED_99/00 $ $ VARIANCE 113,000 113,000 PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT SUPERINTENDENT OF SCHOOLS Agency 370 REVENUE FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted Variance % 1,525,331 1,454,986 1,525,331 1,546,049 635 FEES & CHARGES 28,200 38,000 28,200 35,000 6,800.00 24% 650 MISCELLANEOUS REVENUE 68,800 68,077 68,800 78,000 9,200.00 13% $ 16,000 16% $ (15,530) Total Revenue $ 97,000 $ 106,077 $ 97,000 $ 113,000 EXPENDITURES 1,525,331 PERSONAL SERVICES 701 REGULAR PAY $ 1,454,986 $ 955,000 1,525,331 $ 1,005,200 1,546,049 $ 1,020,730 25,200 5,000 10,311 750 FRINGE BENEFITS 191,458 183,000 192,630 198,673 (6,043) -3% 33,008 24,709 23,348 31,802 (8,454) -36% (19,716) -2% Subtotal $ 1,231,489 $ 1,525,331 SUPPLIES AND SERVICES 801 GENERAL SUPPLIES $ $ 1,454,986 $ $ 1,525,331 1,546,049 4,842 13% 25,000 15,000 10,000 40% 825 REPAIRS AND MAINTENANCE 45,800 42,000 45,800 45,000 800 2% - 100 100% - 36,842 $ 15,000 827 MATERIAL MGNT DISCRETIONARY $ 1,251,205 100% 25,000 100 30,000 1,231,489 10,311 805 CONTRACTUAL SERVICES 826 FACILITIES MGMT DISCRETIONARY 36,842 1,167,709 - -2% 705 TEMPORARY PAY 780 SALARY ADJUSTMENTS $ 100 32,000 $ 2,400 3,000 2,400 3,000 (600) -25% 830 TELECOM DISCRETIONARY 10,500 12,000 10,500 13,000 (2,500) -24% 840 ELECTED OFFICIAL TRAVEL 4,000 4,000 4,000 4,000 - 841 EMPLOYEE TRAVEL 2,500 2,500 2,500 2,500 - 842 EDUCATION 8,000 9,500 8,000 8,500 0% 0% (500) -6% 843 TRANSPORTATION/SHIPPING 1,500 2,000 1,500 2,000 (500) -33% 860 MISCELLANEOUS EXPENSE 5,000 6,000 5,000 6,000 (1,000) -20% Subtotal 228 981,823 $ 141,642 $ 126,000 $ 141,642 CAPITAL OUTLAY 1,525,331 1,454,986 1,525,331 920 EQUIPMENT 55,200 55,200 55,200 $ 131,000 $ 10,642 8% 1,546,049 4,356 8% Subtotal $ 55,200 $ 55,200 $ 55,200 $ 50,844 $ 4,356 8% Total Expenditures $ 1,428,331 $ 1,348,909 $ 1,428,331 $ 1,433,049 $ (4,718) 0% Operating Balance (Rev. - Exp.) $ (1,320,049) $ (11,282) 1% (1,331,331) $ (1,242,832) $ 50,844 (1,331,331) $ maricopa county annual business strategies for 1999-2000 treasurer (43) Treasurer Doug Todd, County Treasurer Accounting Tax Services Administration Technical Services Information Systems Client Services Banking/Invest Srvs mission The Treasurer, a constitutional officer, administers State and Federal law where applicable to property taxation and the investment and accounting of public monies. The Treasurer continually strives to meet the needs of the citizens of Maricopa County with the greatest efficiency and cost effectiveness. program goals Become recognized as one of the nation's leaders in Treasurer's Office Administration. Insure sound financial management of all public monies and account for financial transactions on a timely basis, while maintaining comprehensive and reliable records. Excel in customer service by utilizing technological advances to perform research and provide citizens with property tax information. Improve and refine the Treasurer's Information, tax collection and apportionment systems. Provide taxpayers with the ability to access property tax information through the Internet. community impact The Maricopa Country Treasurer serves as the ex-officio Banker for schools and all other sub-political jurisdictions. The failure to efficiently collect and apportion tax revenues would be financially catastrophic to the community. performance measures Performance Measure FY 96-97 FY 97-98 FY 98-99 (Est.) FY 99-00 (Proj) Percent of Levy Collected Annual Transactions Cost Per Parcel Parcels Per FTE Warrants Processed 97.5 $6.0 bil $3.45 14,939 1,310,661 97.4 $6.51 bil $3.65 15,897 1,302,248 97.5 $6.15 bil $3.44 ? 17,894 1,400,000 97.5 $6.15 bil $3.47 16,473 1,400,000 229 maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY TREASURER Department 43 Fund Type General Totals $ Personal Services 2,479,080 2,479,080 Supplies & Services 1,063,909 $ 1,063,909 Capital Outlay 112,000 112,000 $ $ $ Total Expenses 3,654,989 3,654,989 $ $ Total Revenue 6,000 6,000 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT TREASURER Department 43 FY1998-99 Adopted RESOURCES REVENUE 635 FEES & CHARGES Subtotal $ 3,595,232 3,595,232 2,500 2,500 Total Resources $ 2,500 EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 796 P S INTER-FUND CHARGES 797 PERSONNEL SAVINGS (NEG) $ 3,577,949 3,577,949 2,500 2,500 $ 2,500 FY1998-99 Restated $ 3,595,232 3,595,232 2,500 2,500 $ 2,500 FY1999-00 Adopted Variance % $ 3,660,989 3,660,989 6,000 6,000 $ - 0% 0% $ 6,000 $ - 0% 3,595,232 2,081,881 $ 399,954 43,972 (108,984) 2,416,823 $ 3,577,949 2,120,549 $ 404,894 363 100,000 (108,984) 2,516,822 $ 3,595,232 2,120,176 $ 404,855 776 (108,984) 2,416,823 $ 3,660,989 2,128,903 $ 404,606 47,749 (102,178) 2,479,080 $ - 0% 0% 0% SUPPLIES AND SERVICES 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES 810 LEGAL 820 RENT 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 828 MOTOR POOL 829 FUEL 830 TELECOM DISCRETIONARY 836 RISK MANAGEMENT 840 ELECTED OFFICIAL TRAVEL 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 850 UTILITIES 860 MISCELLANEOUS EXPENSE Subtotal $ 3,595,232 81,777 424,128 70,000 185,000 170 3,000 10 100 4,000 1,000 1,000 5,000 5,000 2,000 269,724 1,051,909 3,595,232 81,777 424,128 70,000 185,000 170 3,000 10 100 4,000 1,000 1,000 5,000 5,000 2,000 269,724 1,051,909 $ 3,660,989 99,500 300,809 110,000 215,000 1,000 3,000 200 200 10,000 5,000 3,000 40,000 700 500 275,000 1,063,909 $ - 0% 0% $ 3,577,949 96,777 $ 290,000 (8,000) 105,000 165,000 50 1,000 100 150 7,500 3,000 2,000 30,000 600 450 265,000 958,627 $ CAPITAL OUTLAY 920 EQUIPMENT Subtotal $ 3,595,232 124,000 124,000 $ 3,577,949 100,000 100,000 $ 3,595,232 124,000 124,000 $ 3,660,989 112,000 112,000 $ - 0% 0% Total Expenditures $ 3,592,732 $ 3,575,449 $ 3,592,732 $ 3,654,989 $ - 0% $ Subtotal $ 230 FY1998-99 Projected $ $ $ 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% Operating Balance (Rev. - Exp.) $ (3,590,232) $ (3,572,949) $ (3,590,232) $ (3,648,989) $ - 0% Ending Fund Balance (Resources - Exp.) $ (3,590,232) $ (3,572,949) $ (3,590,232) $ (3,648,989) $ - 0% maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION Dept 43 TREASURER 43 Total WORKING TITLE ACCOUNTANT I ACCOUNTANT II ACCOUNTING TECHNICIAN I ACCOUNTING TECHNICIAN II ADMINISTRATIVE ASSTNT II ADMINISTRATIVE ASSTNT III ADMINISTRATIVE COORD I ADMINISTRATIVE COORD II ADMINISTRATIVE COORD III ADMINISTRATIVE COORD IV COLLECTOR DATA MANAGEMENT CONSULTNT EXECTV SCRTRY-OFC MGR I FINANCIAL INVESTMNT OFFCR FINANCIAL SERVICS ADM II FISCAL CONSULTANT LEAD COMPUTER OPERATOR LEAD INTGRTD SYS DSGN ANL LEAD PROGRAMMER-ANALYST LEAD SYSTEMS ANALYST MANAGEMENT ANALYST I OFFICE SUPERVISOR II PROJECT MANAGER SENR INTGRTD SYS DSGN ANL SYSTEMS PROGRAMMER I TREASURER TREASURER CHIEF DEPUTY FTE 1 2 1 6 5 3 7 4 6 5 5 1 1 1 4 1 1 1 1 1 1 1 1 1 1 1 1 64 231 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM TREASURER Agency 430 Org 4310 4320 4330 4340 4350 4380 Title Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Revenue ADMINISTRATION $ 375,164 $ - $ - $ 375,164 $ - CLIENT AND REVENUE SERVICES $ 393,801 $ - $ - $ 393,801 $ - ACCOUNTING $ 281,946 $ - $ - $ 281,946 $ - TAX SERVICES $ 414,672 $ - $ - $ 414,672 $ - INFORMATION SYSTEMS $ 418,453 $ - $ - $ 418,453 $ - $ Totals: $ 595,044 2,479,080 $ $ $ $ 1,770,953 3,654,989 $ $ 6,000 6,000 TECHNICAL SERVICES OBJ OBJ_TITLE COL_INPUT ADOPTED_98/99 1,063,909 1,063,909 PROJECTED $ $ 112,000 112,000 RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT TREASURER Agency 430 FY1998-99 Projected Adopted REVENUE 635 FEES & CHARGES Total Revenue $ FY1998-99 Adopted 3,595,232 3,577,949 3,595,232 2,500 2,500 2,500 2,500 $ 2,500 $ 2,500 Variance 3,660,989 6,000 $ 6,000 3,500.00 140% $ 3,500 140% $ (8,727) EXPENDITURES 3,595,232 PERSONAL SERVICES 701 REGULAR PAY $ 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 796 P S INTER-FUND CHARGES 2,081,881 $ 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 363 776 47,749 100,000 2,416,823 81,777 - (108,984) $ 2,516,822 3,577,949 $ 96,777 2,416,823 $ 290,000 81,777 0% -6053% $ (6,806) 6% (62,257) -3% (17,723) -22% 123,319 29% 3,660,989 $ 424,128 (8,000) 2,479,080 0% - (102,178) 3,595,232 $ (46,973) - (108,984) $ 249 99,500 $ 300,809 - - - 70,000 105,000 70,000 110,000 (40,000) 185,000 165,000 185,000 215,000 (30,000) -16% 170 50 170 1,000 (830) -488% 3,000 1,000 3,000 3,000 10 100 10 200 828 MOTOR POOL 829 FUEL 2,128,903 43,972 - 820 RENT 3,660,989 $ 404,606 424,128 810 LEGAL 2,120,176 404,855 3,595,232 SUPPLIES AND SERVICES 3,595,232 $ 404,894 (108,984) Subtotal 2,120,549 399,954 - 797 PERSONNEL SAVINGS (NEG) - -57% 0% (190) -1900% 100 150 100 200 (100) -100% 830 TELECOM DISCRETIONARY 4,000 7,500 4,000 10,000 (6,000) -150% 836 RISK MANAGEMENT 1,000 - 1,000 - 1,000 100% 840 ELECTED OFFICIAL TRAVEL 1,000 3,000 1,000 5,000 (4,000) -400% 841 EMPLOYEE TRAVEL 5,000 2,000 5,000 3,000 2,000 842 EDUCATION 5,000 30,000 5,000 40,000 (35,000) 843 TRANSPORTATION/SHIPPING 850 UTILITIES 860 MISCELLANEOUS EXPENSE Subtotal 232 3,577,949 $ $ 40% -700% - 600 - 700 (700) 2,000 450 2,000 500 1,500 75% 269,724 265,000 269,724 275,000 (5,276) -2% (12,000) -1% 1,051,909 $ 958,627 $ 1,051,909 CAPITAL OUTLAY 3,595,232 3,577,949 3,595,232 920 EQUIPMENT 124,000 100,000 124,000 $ 1,063,909 $ 3,660,989 12,000 10% Subtotal $ 124,000 $ 100,000 $ 124,000 $ 112,000 $ 12,000 10% Total Expenditures $ 3,592,732 $ 3,575,449 $ 3,592,732 $ 3,654,989 $ (62,257) -2% Operating Balance (Rev. - Exp.) $ 58,757 -2% (3,590,232) $ (3,572,949) $ 112,000 (3,590,232) $ (3,648,989) $ maricopa county annual business strategies for 1999-2000 judicial branch Maricopa County Citizens Maricopa County Maricopa County Superior Court Judges Superior Court Judges Judges Executive Committee Civil Department Special Assignment Department Domestic Relations Department Criminal Department Presiding Judge -------------------------Assoc . Presiding Judge Superior Court Administration/ Court Administrator Clerk of the Court -----------------------Clerk Judges Administrative Advisory Committees Probate/ Mental Health Department Southeast Branch Tax Court Juvenile Department courts jurisdiction The Superior Court of Arizona in Maricopa County is a general jurisdiction court handling criminal felonies, civil matters over $10,000, juvenile, domestic relations, probate/mental health, and statewide tax cases. Jurisdiction also extends to appeals from limited jurisdiction courts. The Superior Court is part of an integrated judicial system in the State under the administrative authority of the Arizona Supreme Court. maricopa county Almost 2.9 million of Arizona’s 4.5 Million people reside in Maricopa County (July 1999). It is one of the fastest growing urban areas in the country. The County, one of 15 in the state, encompasses almost 10,000 square miles. The Court conducts it’s business in three primary locations: a complex of buildings in downtown Phoenix, a separate juvenile court center on Durango Ave. a few miles southwest of downtown, and the Southeast branch juvenile and adult court facilities in Mesa. 233 maricopa county annual business strategies for 1999-2000 judges of the court As of January 1994, 81 trial judges and 32 court commissioners (lawyers, para-judicials) staff the Court. All judges are lawyers and are selected through a Qualifications Commission for appointment by the Governor. The Merit Selection System is patterned after the “Missouri Plan” and applies only in the state’s two most populous counties: Maricopa (Phoenix) and Pima (Tucson). Judges stand for election every four years on a yes-no retention ballot. Judges in the Court are either full-time Constitutional “divisions” created by the State and standing for election, or pro tem judges. These are lawyers appointed by the Court with the full powers of a constitutional division and serving temporarily at the pleasure of the court. Pro tem judges are used sparingly as adjuncts to constitutional divisions. Court commissions are appointed by the Court’s presiding judge. court judicial departments The Court performs it’s work by departments, each headed by a departmental presiding judge selected by the Courts Presiding Judge. Departmental presiding judges generally serve in that capacity for 2-4 years. Trial judges of the Court rotate from one department to another, as assigned by the Presiding Judge, generally on twoyear cycles. Commissioners are assigned to departments. Judges meet as departments and as a full bench en banc once a month. Most of the calendars are structured on an individual basis, meaning that once a case is assigned to a judge early in the process, it stays with that judge until resolved. the presiding judge The Court’s Presiding Judge oversees the Superior Court and its departments and has superintendent responsibilities over the limited jurisdiction courts in the County. The Presiding Judge, appointed to his administrative position by the Supreme Court, serves in that position at he pleasure of the Supreme Court. He is assisted by an associate Presiding Judge of his choosing. the court administrator A Court Administrator, appointed by the Court, functions as the Chief Executive Officer providing management support to each of the judicial departments and coordinating, together with the Presiding judge, the work of the Court and it’s departments. A number of standing committees are utilized to perform the policy and program planning work of the Court. They are staffed by Court Administration. non-judicial staffing Non-judicial courts staff number 3,000 permanent employees, broken out into a number of offices as outlined in the organization chart. Four major staffing units support the Court: Court Administration, Adult Probation, Juvenile Court Probation, and the Clerk of the Court. Also providing support to the Court is a small group of special-purpose agencies: Judicial Information Systems, Conciliation Services, and the Law Library. The Court operates it’s own Judicial Personnel Merit System, working in close harmony with the County of Maricopa. elected clerk of the court As established by the Constitution, each of the counties in Arizona elects a Clerk of the Superior Court, who functions as the official record keeper and financial officer of the Court. In addition to these traditional services, the Clerk operates a broadly based child support program and provides special licensing services (marriage licenses and passports). As an elected official, the Clerk is an officer of the Court. The Court Administrator and 234 maricopa county annual business strategies for 1999-2000 the Clerk of the Court work closely together in the day-to-day operations of the Court although one is not subordinate to the other. By Court rule, The Court’s Presiding Judge exercises general supervision over the Clerk. juvenile court As a specialized court, Juvenile Court operates somewhat independently. Through powers delegated by the judges en banc, the Presiding Judge designates the Juvenile Court Presiding Judge responsible for the day-today operations of the court through a Chief Juvenile Probation Officer who operates a probation department and detention facilities, and a Deputy Court Administrator who is responsible for processing juvenile cases. adult probation The Adult Probation Department, headed by a Chief Adult Probation Officer, is more closely integrated into the overall management of the Court. The department works through the Court Administrator on management issues and through the Criminal Department Presiding Judge on program matters. The Chief Adult Probation Officer is appointed by the Court’s Presiding Judge. In addition to the traditional probation services, the department operates a number of specialized programs, including community based treatment programs. judicial information systems The JIS department performs two major functions. First, it provides computer services to the judges, Court Administrator, and the Clerk of the Court. Juvenile Court and Adult Probation each operate separate computer systems. The Clerk is developing separate child support and financial systems. All computer systems, however, will be interconnected. Second, the department is charged with coordinating county-wide automation and advising the Presiding Judge and Court staff on broad-scoped issues. In that capacity, the director serves as the primary liaison between the Court, Maricopa County, and criminal/civil justice agencies on computer matters. conciliation services A Court staff of professionals provide marriage counseling, methods of resolving child custody, visitation disputes outside the courtroom, divorce and family mediation, and evaluation of custody and visitation disputes. The department works through the Court Administrator on management issues and through the Domestic Relations Presiding Judge on program matters. law library The Court operates a law library serving the Court staff, lawyers in the community, and the general public. The library maintains a broad collection of law books, and legal publications and provides computer assisted legal research services. The department works through the Court Administrator on management issues and a Judges’ Law Library Committee on broad policy matters. funding and budgets The total annual Superior Court budget for fiscal year 1998-99 is $151.4 million with $80.8 million funded by the County of Maricopa and $70.6 million from other sources. 235 maricopa county annual business strategies for 1999-2000 superior court judges Hon. Robert D. Myers Presiding Judge - Superior Court Hon. Robert D. Myers was appointed to the Superior Court Bench in Maricopa County in July 1989. He is currently the Presiding Judge, overseeing all trial courts within Maricopa County. Judge Myers has served as Presiding Judge of the Probate and Mental Health Department, and Civil Department of the Superior Court. Judge Myers received the Maricopa County Bar Association’s Henry S. Stevens Award for Judicial Excellence for 1999 for “outstanding service to the legal profession through activities in the judiciary, participation in the MCBA and service to the community to improve the legal system, the legal profession and professionalism of the bench and the bar.” Judge Myers is past president of the Maricopa County Bar Association, and both the Arizona and Western Trial lawyers Associations. He served on the Board of Directors of the State Bar of Arizona, Legal Aid Society. Judge Myers currently serves on several of the Arizona Supreme Court’s Committees: Civil Litigation Abuse, Cost and Delay, Jury Reform, and Commission on Minorities. He has served as President of the Valley Big Brothers and Chairman of the Mayor’s Drug Abuse Advisory committee. Judge Myers has lectured extensively on trial and court practices, and various mental health and probate subjects. He is an adjunct professor of law at Arizona State University. He received a Bachelor of Arts degree from the University of Massachusetts and his Juris Doctorate from Boston University School of Law. Judge Myers currently serves on the Arizona Supreme Court’s Committee on Civil Litigation Abuse, Cost and Delay, and Jury Reform Committee. He is a Founding Fellow of both the Arizona Bar Foundation and the Roscoe Pound Foundation. He is a former Counselor and past President of the Sandra Day Inn of Court. Hon. Maurice Portley Presiding Judge - Juvenile Court Center JUDGE MAURICE PORTLEY is the Presiding Judge of the Maricopa County Juvenile Court. He graduated from Arizona State University in 1975 and from the University of Michigan Law School in 1978. After practicing in the U.S. Army Judge Advocate General’s Corps, he joined Jennings, Strouss & Salmon and became a partner in its Commercial Litigation Department. He was appointed to the bench in 1991 and has presided over civil, criminal and juvenile matters. Judge Portley is active in a variety of professional and civic organizations including the Arizona Juvenile Justice Commission, Arizona Town hall, A Stepping Stone Foundation, Valley Leadership, the Boy Scouts, the Great Arizona Puppet Theater and the National Council of Juvenile and Family Court Judges. 236 maricopa county annual business strategies for 1999-2000 JUDGE DIVISION JUDGE DIVISION JUDGE DIVISION Mark F. Aceto 55 Pamela Franks 29 Crane McClennen 60 Linda Akers 59 Francis Gaines 67 James E. McDougall 4 Rebecca A. Albrecht 16 Frank T. Galati 18 Michael R. McVey 50 Louis A. Araneta 51 Stephen A. Gerst 12 Barbara A. Mundell 43 Silvia R. Arellano 38 Robert L. Gottsfield 2 Robert D. Myers***** 32 Mark W. Armstrong******** 25 Brian R. Hauser 42 Robert Oberbillig 63 Anna M. Baca 52 Cheryl K. Hendrix 7 Michael J. O’Melia 15 Eddward P. Ballinger 62 Bethany Hicks 66 Thomas W. O’Toole 14 Daniel A. Barker********** 46 Ruth H. Hilliard 20 Maurice Portley** 40 Susan R. Bolton* 26 Marion Hoag 57 Peter Reinstein 64 Edward Burke 68 Cathy Holt 69 Ronald S. Reinstein********* 19 Colin F. Campbell 37 Jeffrey A. Hotham 23 David L. Roberts 5 Jeffrey S. Cates******* 1 Joseph D. Howe 6 William P. Sargeant, III 22 David R. Cole 30 Sherry Hutt 31 William J. Schafer, III 28 Peter T. D’Angelo 8 Brian K. Ishikawa 53 Barry C. Schneider**** 21 Dennis W. Dairman 47 Barbara M. Jarrett 48 Jonathan H. Schwartz 41 B. Michael Dann 3 Michael D. Jones 56 Linda A. Scott 13 Donald Daughton*** 61 Alan S. Kamin 10 Steven D. Sheldon 36 Norman J. Davis 54 Paul A. Katz 35 John Sticht 11 Bernard J. Dougherty 9 Roger W. Kaufman****** 49 David Talamante 65 Thomas Dunevant, III 33 James Keppel 58 William L. Topf, III 45 Kenneth L. Fields 27 J. Kenneth Mangum 39 Michael O. Wilkinson 24 John Foreman 17 Gregory H. Martin 34 Michael A. Yarnell 44 *Presiding - Special Assignment **Presiding - Juvenile ***Presiding - Probate Mental Health ****Presiding - Civil *****Presiding Judge ******Presiding - Criminal*******Presiding - Tax Court ********Presiding – Family Court *********Presiding - Associate Presiding **********Presiding - Southeast Facility 237 maricopa county annual business strategies for 1999-2000 PRECINCT JUSTICE OF THE PEACE Buckeye Mike Osterfeld* Central Phoenix C. Steven McMurry Chandler J. Brian Lamb (Ron Johnson - Acting) East Mesa R. Wayne Johnson East Phoenix No. 1 John Carpenter East Phoenix No. 2 Michael Orcutt Gila Bend Polly Getzwiller Glendale Quentin Tolby Maryvale Andy Gastelum Northeast Phoenix Jacqueline McVay North Mesa Lester Pearce North Valley Kenneth Warren Northwest Phoenix John Barclay Peoria Lex Anderson Scottsdale Mark Dobronski South Mesa/Gilbert Donald Skousen South Phoenix Pamela Gutierrez East Tempe John Ore Tolleson Joseph Guzman West Mesa Clayton Hamblen West Phoenix Rachel Carrillo West Tempe Victor “Mike” Wilkins Wickenburg John Henry * Presiding Justice of the Peace 238 maricopa county annual business strategies for 1999-2000 adult probation (11) Adult Probation Norman L. Helber Chief Probation Officer Administration Operations Programs mission To enhance the safety and well being of our neighborhoods. program goals Produce statutorily mandated, Court-ordered pre-sentence reports on criminal defendants. Supervise, in the community, all offenders placed on probation by Superior Court judges in Maricopa County and assure participation in rehabilitation programs. Reduce County and State costs by diverting eligible defendants from jail and prison. Maintain and enforce compliance standards as mandated by statute. Provide counseling, treatment and supervision specific to offender's crime and needs. Increase the educational level and job readiness of probationers through remedial education and literacy training. Enforce Community Service hours as ordered by the Court. Locate probation absconders. community impact The programs of the Adult Probation Department provide investigative reports to Superior Court Judges with information to make appropriate sentencing decisions, divert probation eligible defendants from jail and prison while offering a less expensive yet supervised alternative of community supervision, locate and provide treatment and rehabilitative services for probationers, their families, victims and other members of the community, and provide Community Service work hours and monetary restitution collections back to the community and victims. performance measures Performance Measure Pre-sentence Reports Cost Per Presentence Report Day Reporting Centers/Jail Days Saved Court Liaison Program/Jail Days Saved Clients in General Supervision Client Community Services Hours Restitution Collected FY 96-97 FY 97-98 11,200 415 31,536 48,065 18,397 476,411 4,885,932 appr. 15,252 356 27,266 41,561 17,458 567,028 5,008,812.44 FY 98-99 (Est.) 14,500 355 29,000 43,000 20,000 577,000 6,660,931 est FY 99-00 (Proj) 15,000 355 30,000 44,000 21,000 600,000 8,200,000 239 maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY A D U L T P R O B A T IO N D e p a r tm e n t 1 1 Fund Type G e n e ral S p e c ial R e v e n u e T o t a ls $ Personal Services 9,048,030 34,495,255 43,543,285 S u p p lie s & Services 1,572,722 8,342,000 $ 9,914,722 C a p ital O u tla y 108,182 850,000 958,182 $ $ $ $ T o tal Expenses 10,728,934 43,687,255 54,416,189 T o tal Revenue $ $ $ 43,687,255 43,687,255 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT ADULT PROBATION Department 11 FY1998-99 Adopted RESOURCES BEGINNING FUND BALANCE $ 2,748,970 2,748,970 Subtotal $ 34,243,059 6,589,654 40,832,713 REVENUE 615 G R A N T S 635 F E E S & C H A R G E S EXPENDITURES PERSONAL SERVICES 701 R E G U L A R P A Y 705 T E M P O R A R Y P A Y 750 F R I N G E B E N E F I T S 780 S A L A R Y A D J U S T M E N T S 790 O T H E R P E R S O N A L S E R V I C E S 797 P E R S O N N E L S A V I N G S ( N E G ) $ 2,730,188 2,730,188 $ 80,568,597 28,384,790 5,770,000 34,154,790 FY1998-99 Restated $ 2,748,970 2,748,970 $ 94,144,872 34,243,059 6,589,654 40,832,713 FY1999-00 Adopted $ 2,930,000 2,930,000 $ 34,948,330 5,808,925 40,757,255 Variance % $ - 0% $ - 0% 0% 0% 94,101,966 28,348,096 $ 539,783 5,655,833 3,817,001 300,000 (204,000) 38,456,713 $ 80,568,597 33,546,558 $ 199,783 1,488,641 (31,589) 35,203,393 $ 94,144,872 30,169,627 $ 539,783 6,058,707 4,003 2,577,499 (204,000) 39,145,619 $ 98,103,444 31,891,811 $ 514,573 6,186,058 754,278 4,421,565 (225,000) 43,543,285 $ - 0% 0% 0% 0% 0% 0% 0% SUPPLIES AND SERVICES 801 G E N E R A L S U P P L I E S $ 802 M E D I C A L S U P P L I E S 805 C O N T R A C T U A L S E R V I C E S 807 H E A L T H C A R E S E R V I C E S 810 L E G A L 815 I N S U R A N C E 820 R E N T 825 R E P A I R S A N D M A I N T E N A N C E 826 F A C I L I T I E S M G M T D I S C R E T I O N A R Y 827 M A T E R I A L M G N T D I S C R E T I O N A R Y 828 M O T O R P O O L 829 F U E L 830 T E L E C O M D I S C R E T I O N A R Y 834 B A S E L E V E L E Q S E R V I C E S C H A R G E S 842 E D U C A T I O N 843 T R A N S P O R T A T I O N / S H I P P I N G 844 J U D I C I A L T R A V E L 845 S U P P O R T A N D C A R E O F P E R S O N S 860 M I S C E L L A N E O U S E X P E N S E Subtotal $ 94,101,966 1,436,800 2,000 5,140,000 500,000 8,000 500 1,192,500 716,916 400 25,000 19,865 14,160 249,224 140,000 32,100 450,000 115,000 64,705 10,107,170 $ 94,144,872 1,436,800 2,000 5,140,000 350,000 8,000 500 1,192,500 466,916 400 25,000 19,865 14,160 249,224 140,000 32,100 450,000 115,000 64,705 9,707,170 $ 98,103,444 1,058,200 13,000 5,628,000 320,000 13,200 1,113,800 697,700 1,609 70,000 22,948 10,271 280,990 41,416 100,000 5,000 405,000 75,000 58,588 9,914,722 $ - 0% 0% 0% 0% 0% $ 80,568,597 1,694,726 10,000 3,653,000 3,000 500 1,134,800 678,000 73,000 27,000 12,200 219,000 105,000 145,000 146,500 65,000 57,800 8,024,526 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% CAPITAL OUTLAY 920 E Q U I P M E N T Subtotal $ 94,101,966 1,956,400 1,956,400 $ 80,568,597 455,700 455,700 $ 94,144,872 1,710,400 1,710,400 $ 98,103,444 958,182 958,182 $ - 0% 0% Total Expenditures $ 50,520,283 $ 43,683,619 $ 50,563,189 $ 54,416,189 $ - 0% $ Subtotal $ 240 FY1998-99 Projected $ $ $ $ Operating Balance (Rev. - Exp.) $ (9,687,570) $ (9,528,829) $ (9,730,476) $ (13,658,934) $ - 0% Ending Fund Balance (Resources - Exp.) $ (6,938,600) $ (6,798,641) $ (6,981,506) $ (10,728,934) $ - 0% maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION Dept 11 Working Title AD U LT PRO BATIO N 11 Total FTE A P SURVEILLANCE OFFICER II ADMINISTRATIVE COORD I ADMINISTRATIVE COORD II ADMINISTRATIVE COORD III ADMINISTRATIVE COORD V ADMINISTRATIVE COORD VI ADULT EDUCATION INSTR II ADULT EDUCATION INSTR III ADULT PRBTN DPTY CHF OFCR ADULT PROB SRVLNC OFCR II ADULT PROB TRNG&DEV COORD ADULT PROBATION CHF OFFCR ADULT PROBATION OFFCR III ADULT PROBATION OFFCR IV ADULT PROBATION OFFCR V ADULT PROBATION OFFICER III ADULT PROBATION OFFICER IV CHEMICL DPNDNCY CNSLR II CHEMICL DPNDNCY CNSLR III CLERK I COLLECTOR COMPUTER OPERATIONS MANAGER COUNSELOR II COUNSELOR III COUNSELOR IV COURT INFORMATION PROCESSOR IV COURT INFORMATN PRCSR III COURT INFORMATN PRCSR IV COURT INFORMATN PRCSR V DATABASE ADMINISTRATOR DECISION SUPPRT ANLYST I END USER TRAINER HELP DESK TECHNICIAN INFORMATION SYSTMS TCH II JUDICIAL ADMINISTRATOR I JUDICIAL ADMINISTRATOR IV JUDICIAL ADMINISTRATR II JUDICIAL ADMINISTRATR III JUDICIAL ADMINISTRATR V JUDICIAL ASSISTANT II JUDICIAL SRVCS ADMIN III JUDICIAL SRVCS ADMIN V LEAD PROGRAMMER-ANALYST LEAD SYSTEMS ADMINISTRATR LEAD SYSTEMS PROGRAMMER MANAGEMENT ANALYST III PC & END USER TECHNICIAN PROGRAM COORDINATOR I PROGRAM COORDINATOR II PROGRAMMER-ANALYST II PROJECT LEADER PROJECT MANAGER SECRETARY SENIOR COMPUTER OPERATOR SENIOR PROGRAMMER-ANALYST SENIOR SYSTEMS ADMINSTRTR SENIOR SYSTEMS PROGRAMMER SERVICE WORKER IV SYSTEMS ADMINISTRATOR II 2 8 6 4 1 3 6 2 3 101 1 1 538 66 7 2 1 1 1 1 6 1 19 1 2 6 140 25 10 1 1 1 1 2 1 4 4 31 2 1 1 2 2 1 1 1 1 3 3 1 1 1 4 1 1 1 1 4 1 SYSTEMS PROGRAMMER II 1 1045 241 maricopa county annual business strategies for 1999-2000 ORG ORG_TITLE COL_INPUT PS SS CO TOTAL_EXP REV HIDE_ROW TOTAL BUDGET BY PROGRAM ADULT PROBATION Agency 110 Personal Supplies Services PS & Services SS Capital O rg Title 1110 1130 1160 ADMINISTRATION/TECHNICAL SERVI 1110 $ 8,733,752 $ PRE-SENTENCE INVESTIGATIONS 1130 $ 150,000 $ - $ FIELD SERVICES 1160 $ 164,278 $ - $ 9,048,030 $ Totals: OBJ OBJ_TITLE $ COL_INPUT ADOPTED_98/99 1,572,722 1,572,722 PROJECTED HIDDEN Total OutlayR E V E N U E _ CExpenditures OL CO RE $ 108,182 $ 10,414,656 $ - - $ 150,000 $ - - $ 164,278 $ - $ 10,728,934 $ - 108,182 RESTATED Revenue $ ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT ADULT PROBATION Agency 110 FY1998-99 Adopted FY1998-99 Projected FY1998-99 Restated FY1999-00 Adopted Variance % EXPENDITURES PERSONAL SERVICES 9,687,570 701 REGULAR PAY $ 9,730,476 $ 6,620,771 9,730,476 $ 6,801,224 10,728,934 $ 7,041,419 705 TEMPORARY PAY 199,783 199,783 199,783 150,000 750 FRINGE BENEFITS 1,327,328 1,488,641 1,339,616 1,327,333 780 SALARY ADJUSTMENTS 143,801 790 OTHER PERSONAL SERVICES - - 797 PERSONNEL SAVINGS (NEG) (204,000) Subtotal $ SUPPLIES AND SERVICES 8,238,700 $ 9,687,570 801 GENERAL SUPPLIES $ 802 MEDICAL SUPPLIES 173,800 805 CONTRACTUAL SERVICES 120,000 807 HEALTH CARE SERVICES 100,000 - (31,589) 140,983 - (204,000) 8,277,606 $ 9,730,476 $ - 810 LEGAL 153,870 8,277,606 754,278 $ - 173,800 - -4% 49,783 25% 12,283 1% 140,983 100% 21,000 -10% $ (770,424) -9% $ (234,400) -135% 10,728,934 $ - 133,000 9,048,030 (240,195) (754,278) (225,000) 9,730,476 $ $ 408,200 1,000 (1,000) 120,000 28,000 92,000 77% 100,000 20,000 80,000 80% 3,200 1,800 36% 500 100% 5,000 3,000 5,000 500 500 500 820 RENT 552,500 579,800 552,500 413,800 138,700 25% 825 REPAIRS AND MAINTENANCE 116,916 117,000 116,916 187,700 (70,784) -61% 815 INSURANCE 826 FACILITIES MGMT DISCRETIONARY 400 400 1,609 (1,209) -302% 25,000 73,000 25,000 70,000 (45,000) -180% 828 MOTOR POOL 19,865 27,000 19,865 22,948 (3,083) -16% 829 FUEL 14,160 12,200 14,160 10,271 3,889 830 TELECOM DISCRETIONARY 89,224 152,000 89,224 180,990 (91,766) 842 EDUCATION 843 TRANSPORTATION/SHIPPING 844 JUDICIAL TRAVEL 845 SUPPORT AND CARE OF PERSONS 860 MISCELLANEOUS EXPENSE - - 827 MATERIAL MGNT DISCRETIONARY 834 BASE LEVEL EQ SERVICES CHARGES $ 27% -103% - - - 41,416 (41,416) 40,000 50,000 40,000 45,000 (5,000) -13% 2,100 38,000 2,100 - 2,100 100% 100,000 65,000 100,000 45,000 - 45,000 42,705 Subtotal 242 6,771,788 1,447,170 42,800 $ 1,447,170 105,000 42,705 $ 1,447,170 CAPITAL OUTLAY 9,687,570 9,730,476 9,730,476 920 EQUIPMENT 1,700 5,700 5,700 (5,000) 33,588 $ 1,572,722 $ -5% 45,000 100% 9,117 21% (125,552) -9% 10,728,934 (102,482) -1798% Subtotal $ 1,700 $ 5,700 $ 5,700 $ 108,182 108,182 $ (102,482) -1798% Total Expenditures $ 9,687,570 $ 9,730,476 $ 9,730,476 $ 10,728,934 $ (998,458) -10% maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM ADULT PROBATION Agency 111 Org 1110 1150 Title Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO ADMINISTRATION/TECHNICAL SERVI $ 26,956,330 $ INTENSIVE PROBATION SUPERVISIO $ 300,000 $ Totals: $ 27,256,330 $ OBJ OBJ_TITLE COL_INPUT ADOPTED_98/99 7,592,000 - 100,000 $ 7,592,000 PROJECTED $ - $ 100,000 RESTATED Revenue $ 34,648,330 $ 300,000 $ 34,948,330 ADOPTED_99/00 $ 34,948,330 $ - $ 34,948,330 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT ADULT PROBATION Agency 111 FY1998-99 Adopted REVENUE 615 GRANTS Total Revenue FY1998-99 Projected FY1998-99 Restated FY1999-00 Adopted Variance 68,486,118 56,769,580 68,486,118 69,896,660 34,243,059 28,384,790 34,243,059 34,948,330 $ 34,243,059 $ 18,161,848 $ 28,384,790 $ 22,358,290 $ 34,243,059 $ 19,370,598 $ 34,948,330 $ 20,075,980 % 705,271.00 2% $ 705,271 2% $ (705,382) -4% 40,000 12% EXPENDITURES PERSONAL SERVICES 68,486,118 701 REGULAR PAY 56,769,580 68,486,118 69,896,660 705 TEMPORARY PAY 340,000 - 340,000 300,000 750 FRINGE BENEFITS 3,648,631 - 3,921,086 3,922,785 780 SALARY ADJUSTMENTS 3,518,880 - 3,513 790 OTHER PERSONAL SERVICES 300,000 Subtotal $ SUPPLIES AND SERVICES 25,969,359 $ 68,486,118 801 GENERAL SUPPLIES $ 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES 807 HEALTH CARE SERVICES 1,042,000 2,334,162 $ 56,769,580 $ 1,385,000 25,969,359 2,957,565 $ 68,486,118 $ 1,042,000 3,513 27,256,330 $ 0% 100% (623,403) -27% (1,286,971) -5% 69,896,660 $ 400,000 $ 642,000 10,000 2,000 12,000 5,020,000 3,520,000 5,020,000 5,600,000 (580,000) -12% 200,000 300,000 (100,000) -50% -233% - 3,000 -500% 3,000 10,000 (7,000) 820 RENT 530,000 500,000 530,000 500,000 30,000 825 REPAIRS AND MAINTENANCE 150,000 206,000 150,000 310,000 (160,000) -107% 830 TELECOM DISCRETIONARY 60,000 67,000 60,000 100,000 (40,000) -67% 842 EDUCATION 60,000 55,000 60,000 55,000 5,000 8% 843 TRANSPORTATION/SHIPPING 10,000 107,000 10,000 5,000 5,000 50% -33% 844 JUDICIAL TRAVEL - (10,000) 62% 2,000 200,000 810 LEGAL 22,358,290 (1,699) - 6% 150,000 21,500 150,000 200,000 (50,000) 845 SUPPORT AND CARE OF PERSONS 70,000 65,000 70,000 75,000 (5,000) -7% 860 MISCELLANEOUS EXPENSE 22,000 15,000 22,000 25,000 (3,000) -14% $ (273,000) -4% Subtotal $ 7,319,000 $ 5,951,500 $ 7,319,000 CAPITAL OUTLAY 68,486,118 56,769,580 68,486,118 920 EQUIPMENT 954,700 75,000 954,700 $ 7,592,000 69,896,660 854,700 90% Subtotal $ 954,700 $ 75,000 $ 954,700 $ 100,000 $ 854,700 90% Total Expenditures $ 34,243,059 $ 28,384,790 $ 34,243,059 $ 34,948,330 $ (705,271) -2% Operating Balance (Rev. - Exp.) $ - $ - $ - 100,000 $ - $ - 243 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM ADULT PROBATION Agency 112 Org 1110 1160 Title Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO ADMINISTRATION/TECHNICAL SERVI $ 7,174,352 $ FIELD SERVICES $ 64,573 $ Totals: $ 7,238,925 $ OBJ OBJ_TITLE COL_INPUT ADOPTED_98/99 750,000 - 750,000 $ 750,000 PROJECTED $ - $ 750,000 RESTATED Revenue $ 8,674,352 $ $ 64,573 $ $ 8,738,925 $ ADOPTED_99/00 VARIANCE 8,738,925 8,738,925 PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT ADULT PROBATION Agency 112 FY1998-99 Adopted RESOURCES FY1998-99 Projected 15,928,278 Beginning Fund Balance $ REVENUE 635 FEES & CHARGES 2,748,970 FY1998-99 Restated 14,068,541 $ 2,730,188 FY1999-00 Adopted 15,928,278 $ 2,748,970 15,928,278 14,068,541 15,928,278 6,589,654 5,770,000 6,589,654 Variance % 17,477,850 $ 2,930,000 $ 181,030 7% 17,477,850 (780,729.00) -12% Total Revenue $ 6,589,654 $ 5,770,000 $ 6,589,654 $ 5,808,925 5,808,925 $ (780,729) -12% Total Resources $ 9,338,624 $ 8,500,188 $ 9,338,624 $ 8,738,925 $ (599,699) -6% $ (776,607) -19% EXPENDITURES PERSONAL SERVICES 15,928,278 701 REGULAR PAY $ 705 TEMPORARY PAY 14,068,541 $ - 4,567,497 15,928,278 $ - 3,997,805 750 FRINGE BENEFITS 679,874 - 798,005 154,320 - 490 Subtotal $ SUPPLIES AND SERVICES 4,248,654 $ 15,928,278 801 GENERAL SUPPLIES $ 221,000 4,567,497 155,856 4,898,654 221,000 64,573 (64,573) 935,940 (137,935) 490 1,464,000 $ 15,928,278 $ 4,774,412 - 102,354 $ 14,068,541 $ 17,477,850 $ - 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES 7,238,925 -17% 100% (1,361,646) -1330% $ (2,340,271) -48% $ (29,000) -13% 50,000 100% -82% 17,477,850 $ 250,000 807 HEALTH CARE SERVICES 200,000 820 RENT 825 REPAIRS AND MAINTENANCE 830 TELECOM DISCRETIONARY 100,000 - 100,000 - 100,000 100% 842 EDUCATION 40,000 - 40,000 - 40,000 100% 843 TRANSPORTATION/SHIPPING 20,000 - 20,000 - 20,000 100% 200,000 60,000 200,000 100,000 50% 191,000 20% 844 JUDICIAL TRAVEL Subtotal 244 3,414,460 $ - 50,000 110,000 55,000 110,000 200,000 (90,000) 450,000 355,000 200,000 200,000 - 1,341,000 $ 625,856 $ 941,000 CAPITAL OUTLAY 15,928,278 14,068,541 15,928,278 920 EQUIPMENT 1,000,000 375,000 750,000 - 100,000 $ 750,000 $ 17,477,850 750,000 Subtotal $ 1,000,000 $ 375,000 $ 750,000 $ 750,000 $ Total Expenditures $ 6,589,654 $ 5,568,353 $ 6,589,654 $ 8,738,925 $ Operating Balance (Rev. - Exp.) $ $ 201,647 $ Ending Fund Balance (Resources - Exp.) $ $ 2,931,835 $ 2,748,970 2,748,970 0% - 0% - 0% (2,149,271) $ (2,930,000) $ 2,930,000 $ - 2,748,970 $ -33% 100% maricopa county annual business strategies for 1999-2000 justice courts (24) Presiding Judge of the Superior Court Presiding Justice of the Peace R. Wayne Johnson Justice Courts Administrator Jeffery C. Huss, Sr. mission The Justice Courts in Maricopa County provide legally mandated services to residents throughout the County. They courteously and effectively offer reasonable, meaningful access to justice and due process thereafter to all citizens of the county. program goals u To provide a community based Justice Court system. u To provide a forum for a range of services to the public that promote dispute resolution and offender processing in a fair and equitable manner. u To enhance compliance with court orders through enhanced collections of court fines. u To be creative and sensitive to innovative means of fulfilling citizens' needs. community impact The Justice Courts in Maricopa County provide community based access to the justice system for all citizens of the county. The number of new cases filed is rising as the population of the county increases. The Justice Courts are the most common point of entry to the judicial system for many county citizens. One out of every eight citizens will have a case in a Justice Court in this fiscal year. 245 maricopa county annual business strategies for 1999-2000 performance measures FY 96-97 FY 97-98 FY 98-99 (Est.) FY 99-00 (Proj) 21 23,281 21 24,133 23 25,029 23 25,784 7,069 670 19,955 27,694 167,070 19,554 3,896 7,699 31,149 22,169 19,257 49,415 16,599 85,271 7 0 7 5,967 809 18,482 25,258 152,083 21,294 3,973 7,117 32,384 21,789 18,555 51,473 17,502 87,530 43 0 43 6,146 833 19,036 26,015 156,645 21,932 4,092 7,330 33,355 22,442 19,111 53,017 18,027 90,155 50 0 50 6,330 858 19,607 26,796 161,344 22,590 4,214 7,550 34,356 23,115 19,685 54,607 18,567 92,860 55 0 55 333,360 319,087 328,665 338,529 Ave. filings per Justice Court 15,874 Ave. cost per filing (based on GF actuals) $32.82 Ave. filings per GF employee (PT and FT) 1,508 *above information is unaudited Additional explanatory information, if needed: 15,194 $37.78 1,318 14,289 $39.20 1,319 14,718 $38.29 1,307 Performance Measure Number of Justice Courts Number of Judicial Productivity Credits Number of filings per case type DUI Serious traffic Other traffic Total Criminal Traffic Civil Traffic Misdemeanors Misdemeanors FTA Traffic FTA Total Misdemeanors Felonies Small Claims Forcible Detainers Other Civil Total Civil Cases Parking Non-Parking Total Local Ordin. Total All Cases The information listed in the table above and the table below represents Justice Courts Administration (JCA) most recent attempt at tracking performance measures. JCA will continue to develop and enhance its monitoring of relevant and accurate performance measures. 246 maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY JUSTICE COURTS D e p a r tm e n t 2 4 Fund Type G e n e ral S p e c ial R e v e n u e T o t a ls $ Personal Services 10,484,897 101,551 10,586,448 S u p p lie s & Services 3,574,676 917,253 $ 4,491,929 C a p ital O u tla y 4,200 672,536 676,736 $ $ $ $ T o tal Expenses 14,063,773 1,691,340 15,755,113 $ $ $ T o tal Revenue 11,545,940 1,691,340 13,237,280 E X P E N D I T U R E S A N D R E V E N U E S B Y D E P A R T M E N T /O B J E C T JUSTICE COURTS D e p a rtm e n t 2 4 FY1998-99 Adopted RESOURCES $ 23,260,446 - S u b total Total Resources BEGINNING FUND BALANCE $ 25,763,868 33,806 33,806 $ 23,260,446 607,381 2,267,347 7,173,741 51,531 10,100,000 $ 10,100,000 REVENUE 615 GRANTS 620 INTERGOVERMENTAL 635 FEES & CHARGES 637 FINES & FORFEITS 650 M ISCELLANEOUS REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES 795 P S INTER-FUND CREDIT (NEG) 797 PERSONNEL SAVINGS (NEG) $ S u b total SUPPLIES AND SERVICES 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES 810 LEGAL 815 INSURANCE 820 RENT 825 REPAIRS AND MAINTENANCE 826 F A C ILITIES M G M T D ISCRETIONARY 8 2 7 M A T E R I A L M G N T D I S C R E T IO N A R Y 828 M O T O R P O O L 8 3 0 T E L E C O M D I S C R E T IO N A R Y 840 ELECTED OFFICIAL TRAVEL 841 EMPLOYEE TRAVEL 8 4 2 E D U C A T IO N 843 TRANSPORTATION/SHIPPING 844 JUDICIAL TRAVEL 8 5 0 U T I L I T IE S 860 M ISCELLANEOUS EXPENSE 870 OTHER ADJUSTMENTS S u b total FY1998-99 P rojected $ 23,260,446 8,021,217 478,042 1,546,865 92,105 36,308 (21,928) (450,000) 9,702,609 $ 23,260,446 271,809 47,961 163,209 1,200 2,075,742 165,000 1,500 89,000 1,636 44,883 600 26,500 6,562 165 45,285 2,941,052 S u b total FY1998-99 R e s tated $ 23,532,434 - $ 25,763,868 164,283 649,772 2,592,735 9,289,760 109,638 12,806,188 $ 12,839,994 $ $ 25,763,868 7,353,197 512,458 88,712 1,390,223 (21,928) 9,322,662 $ 25,763,868 294,537 164,715 383,205 500 2,143,627 146,059 625 95,485 738 54,407 13,862 1,858 22,237 19,288 78 109,951 40 3,451,212 $ 23,260,446 516,785 516,785 Total Expenditures $ Operating Balance (Rev. - Exp.) Ending Fund Balance (Resources - Exp.) $ 28,992,393 852,566 852,566 $ 23,532,434 164,283 607,381 2,267,347 7,173,741 51,531 10,264,283 $ 10,264,283 $ $ 23,532,434 7,891,673 504,322 16,491 1,519,733 117,178 111,174 (21,928) (450,000) 9,688,643 $ 23,532,434 276,244 102,961 188,209 1,200 2,075,742 165,000 1,500 89,000 1,636 44,883 3,800 26,500 6,562 165 45,285 3,028,687 $ 25,763,868 150,000 150,000 13,160,446 $ 12,923,874 $ (3,060,446) $ $ (3,060,446) $ $ C A P ITA L O U T L A Y 9 2 0 E Q U IP M E N T $ FY1999-00 Adopted V a riance % $ - 0% $ 28,992,393 156,274 720,940 2,879,840 8,540,000 87,660 12,384,714 $ - 0% 0% 0% 0% 0% 0% $ 13,237,280 $ - 0% $ - 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% $ - $ $ 28,992,393 7,996,772 644,320 21,556 1,658,618 745,182 (30,000) (450,000) 10,586,448 $ 0% 0% 0% $ 28,992,393 666,712 463,714 363,153 500 2,325,141 79,000 1,000 74,250 7,000 54,200 20,419 128,150 6,100 2,600 299,990 4,491,929 $ 23,532,434 550,821 550,821 $ 28,992,393 676,736 676,736 $ - 0% 0% $ 13,268,151 $ 15,755,113 $ - 0% (117,686) $ (3,003,868) $ (3,370,399) $ - 0% (83,880) $ (3,003,868) $ (2,517,833) $ - 0% $ $ $ 0% 0% 0% 0% 0% 0% 247 maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION 248 Dept 24 JUSTICE COURTS 24 Total WORKING TITLE ACCOUNTANT I ADMINISTRATIVE ASSTNT I ADMINISTRATIVE COORD I ADMINISTRATIVE COORD II ADMINISTRATIVE COORD III ADMINISTRATIVE COORD IV ASSOCIATE BUSNSS SYS ANLT ASSOCIATE CLIENT REPRSNTV BUYER POSITION CHIEF DEPUTY COURT ADMIN COLLECTOR COURT SECURITY SUPERVISOR DECISION SUPPRT ANLYST I DECISION SUPPRT ANLYST II DEPUTY CONSTABLE DEPUTY COURT ADMIN EMPLOYEE RLTNS MGR INTEGRATD SYS DSGN ANL I JUDICIAL SRVCS ADMIN II JUDICIAL SRVCS ADMIN IV JUDICIAL SRVCS ADMIN V JUSTICE COURT ADMINISTRTR JUSTICE COURT CLERK I JUSTICE COURT CLERK II JUSTICE COURT CLERK III JUSTICE COURT CLERK IV JUSTICE COURT CLERK V JUSTICE OF THE PEACE MANAGEMENT ANALYST IV PROJECT MANAGER SECURITY GUARD SENIOR SYSTEMS PROGRAMMER FTE 2 1 2 1 1 1 2 1 1 1 21 1 1 1 1 1 1 1 2 1 1 1 15 2 127 23 22 23 1 1 20 1 280 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM JUSTICE COURTS Agency 240 Org 2430 2460 Title Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Revenue CASE PROCESSING $ 7,539,749 $ 2,810,817 $ - $ 10,350,566 ADMINSTRATION $ 2,945,148 $ 763,859 $ 4,200 $ 3,713,207 Totals: $ 10,484,897 $ 3,574,676 $ 4,200 $ 14,063,773 O B J OBJ_TITLE COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 $ 11,545,940 $ - $ 11,545,940 VARIANCE P E R C E N T HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT JUSTICE COURTS Agency 240 REVENUE FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted Variance % 23,075,302 24,748,440 23,051,336 607,381 649,772 607,381 720,940 113,559.00 635 F E E S & C H A R G E S 2,267,347 2,201,933 2,267,347 2,480,000 212,653.00 9% 637 FINES & FORFEITS 7,173,741 9,024,760 7,173,741 8,270,000 1,096,259.00 15% 23,469.00 46% 1,445,940 14% 620 I N T E R G O V E R M E N T A L 650 M I S C E L L A N E O U S R E V E N U E 51,531 Total Revenue $ 10,100,000 97,639 $ 11,974,104 25,609,713 51,531 $ 10,100,000 75,000 $ 11,545,940 $ 19% EXPENDITURES PERSONAL SERVICES 23,075,302 701 R E G U L A R P A Y $ 705 T E M P O R A R Y P A Y 7,847,078 24,748,440 $ 478,042 710 S P E C I A L P A Y - 750 FRINGE BENEFITS 1,513,932 780 S A L A R Y A D J U S T M E N T S 7,252,683 23,051,336 $ 7,751,387 -9% 83,712 6,491 16,556 (10,065) -155% 1,373,607 1,495,099 1,635,943 (140,844) -9% 75,026 745,182 (670,156) -893% 111,174 100% 36,308 - 111,174 (450,000) - (450,000) SUPPLIES AND SERVICES 23,075,302 801 G E N E R A L S U P P L I E S $ 9,222,045 $ 24,748,440 23,051,336 (991,398) $ 0% -10% 25,609,713 (202,365) -82% (78,739) -164% 163,209 383,205 188,209 363,153 (174,944) -93% 1,200 500 1,200 500 2,075,742 2,143,627 2,075,742 2,325,141 165,000 146,059 165,000 1,500 625 1,500 89,000 95,485 1,636 830 TELECOM DISCRETIONARY 840 ELECTED OFFICIAL TRAVEL 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 828 M O T O R P O O L 841 E M P L O Y E E T R A V E L 842 EDUCATION 843 TRANSPORTATION/SHIPPING 844 JUDICIAL TRAVEL 850 UTILITIES 860 M I S C E L L A N E O U S E X P E N S E 870 O T H E R A D J U S T M E N T S $ $ 449,174 700 58% (249,399) -12% 79,000 86,000 52% 1,000 500 33% 89,000 74,250 14,750 738 1,636 7,000 (5,364) -328% 44,883 54,407 44,883 54,200 (9,317) -21% - 13,862 - - - 17% 600 1,858 600 13,700 (13,100) -2183% 26,500 22,237 26,500 28,150 (1,650) -6% 6,562 19,288 6,562 6,100 - - - 2,600 462 7% (2,600) 165 78 165 165 100% 45,285 109,951 45,285 44,008 1,277 3% - - - Subtotal 246,809 $ 126,700 820 R E N T $ 10,484,897 47,961 815 INSURANCE 280,102 $ - 130,229 810 L E G A L $ 9,493,499 (450,000) 47,961 805 C O N T R A C T U A L S E R V I C E S 271,809 -3% (45,678) 797 P E R S O N N E L S A V I N G S ( N E G ) $ (235,829) 550,000 790 O T H E R P E R S O N A L S E R V I C E S 9,517,465 $ 504,322 - $ 7,987,216 512,043 92,105 Subtotal 25,609,713 $ 2,941,052 40 $ 3,402,291 $ 2,941,052 CAPITAL OUTLAY 23,075,302 24,748,440 23,051,336 920 E Q U I P M E N T 516,785 150,000 516,785 - $ 3,574,676 $ (633,624) -22% 512,585 99% 512,585 99% 25,609,713 4,200 Subtotal $ 516,785 $ 150,000 $ 516,785 $ 4,200 $ Total Expenditures $ 12,975,302 $ 12,774,336 $ 12,951,336 $ 14,063,773 $ (1,112,437) -9% Operating Balance (Rev. - Exp.) $ (2,875,302) $ (2,517,833) $ (333,503) 12% (800,232) $ (2,851,336) $ 249 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM JUSTICE COURTS Agency 241 Org 2460 Title ADMINSTRATION OBJ OBJ_TITLE Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Revenue $ 16,481 $ 105,757 $ 34,036 $ 156,274 $ 156,274 Totals: $ 16,481 $ 105,757 $ 34,036 $ 156,274 $ 156,274 COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT JUSTICE COURTS Agency 241 FY1998-99 Adopted REVENUE 615 GRANTS Total Revenue $ FY1998-99 Projected FY1998-99 Restated FY1999-00 Adopted 32,612 216,330 328,566 - 164,283 164,283 - $ 164,283 $ 164,283 Variance % 312,548 156,274 $ 156,274 (8,009.00) -5% $ (8,009) -5% $ EXPENDITURES PERSONAL SERVICES 32,612 701 REGULAR PAY $ 710 SPECIAL PAY 750 FRINGE BENEFITS Subtotal $ SUPPLIES AND SERVICES 216,330 17,755 65% 10,000 5,000 5,000 50% 5,301 5,301 5,301 1,925 3,376 64% $ 26,131 61% $ $ (14,603) -50% - 37,612 $ $ 216,330 $ 14,435 27,311 312,548 5,000 $ 27,311 328,566 32,612 $ 32,612 801 GENERAL SUPPLIES 42,612 $ $ 328,566 $ 29,435 9,556 16,481 312,548 $ 44,038 805 CONTRACTUAL SERVICES - - 55,000 55,000 - 841 EMPLOYEE TRAVEL - - 3,200 6,719 (3,519) -110% (18,122) -21% Subtotal 250 27,311 $ - CAPITAL OUTLAY 32,612 920 EQUIPMENT - $ 14,435 $ 216,330 87,635 $ 328,566 - 105,757 $ 0% 312,548 34,036 - 0% Subtotal $ - $ - $ 34,036 $ 34,036 $ - 0% Total Expenditures $ 32,612 $ 52,047 $ 164,283 $ 156,274 $ 8,009 5% Operating Balance (Rev. - Exp.) $ (32,612) $ 112,236 $ $ - - 34,036 $ - maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM JUSTICE COURTS Agency 242 Org 2470 Title JUSTICE COURTS JCEF OBJ OBJ_TITLE Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Revenue $ 85,070 $ 359,412 $ 250,000 $ 694,482 $ 694,482 Totals: $ 85,070 $ 359,412 $ 250,000 $ 694,482 $ 694,482 COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT JUSTICE COURTS Agency 242 FY1998-99 Adopted RESOURCES Beginning Fund Balance $ REVENUE FY1998-99 Projected 152,532 - $ 152,532 FY1998-99 Restated 366,514 - $ 366,514 FY1999-00 Adopted 152,532 - $ 152,532 Variance 1,388,964 419,982 $ % 419,982 1,388,964 637 FINES & FORFEITS - 265,000 - 270,000 650 MISCELLANEOUS REVENUE - 4,023 - 4,500 270,000.00 4,500.00 Total Revenue $ - $ 269,023 $ - $ 274,500 $ 274,500 Total Resources $ - $ 269,023 $ - $ 694,482 $ 694,482 $ 112,975 EXPENDITURES PERSONAL SERVICES 152,532 701 REGULAR PAY $ 146,828 705 TEMPORARY PAY - 750 FRINGE BENEFITS 27,632 - 780 SALARY ADJUSTMENTS 795 P S INTER-FUND CREDIT (NEG) 366,514 $ $ SUPPLIES AND SERVICES 152,532 $ - 1,388,964 $ - 11,315 19,333 20,750 (1,417) - 42,152 - 42,152 100% 63,005 (21,928) $ - 152,532 152,532 $ - 85,070 173,500 34,486 - 135,912 842 EDUCATION - - - 50,000 CAPITAL OUTLAY - $ 152,532 920 EQUIPMENT $ Total Expenditures $ Operating Balance (Rev. - Exp.) Ending Fund Balance (Resources - Exp.) - $ 366,514 Subtotal 34,486 - $ 152,532 - $ $ 97,491 $ $ (152,532) $ 171,532 $ (152,532) $ $ (152,532) $ 171,532 $ (152,532) $ 152,532 -37% 67,462 44% $ (173,500) 359,412 (135,912) (50,000) $ 250,000 $ 152,532 8,072 $ (359,412) 1,388,964 - -7% 1,388,964 $ $ (94,320) (30,000) $ 805 CONTRACTUAL SERVICES Subtotal 100% 94,320 366,514 $ 112,975 - (21,928) $ 152,532 801 GENERAL SUPPLIES 152,532 $ 415 (21,928) Subtotal 73,203 (250,000) $ 250,000 $ (250,000) $ 694,482 $ (541,950) -355% (419,982) $ 267,450 -175% - (152,532) 100% $ 251 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM JUSTICE COURTS Agency 243 Org 2430 2460 Title Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO CASE PROCESSING $ - $ 305,982 $ ADMINSTRATION $ - $ 146,102 $ Totals: $ - $ 452,084 $ OBJ OBJ_TITLE COL_INPUT ADOPTED_98/99 PROJECTED 388,500 388,500 RESTATED Revenue $ 694,482 $ $ 146,102 $ $ 840,584 $ ADOPTED_99/00 VARIANCE 840,584 840,584 PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT JUSTICE COURTS Agency 243 FY1998-99 Adopted FY1998-99 Projected RESOURCES Beginning Fund Balance $ - REVENUE FY1998-99 Restated FY1999-00 Adopted 432,584 $ - 33,806 $ - 432,584 Variance % 1,681,168 $ - 432,584 $ 432,584 1,681,168 635 FEES & CHARGES - 390,802 - 399,840 650 MISCELLANEOUS REVENUE - 7,976 - 8,160 399,840.00 8,160.00 Total Revenue $ - $ 398,778 $ - $ 408,000 $ 408,000 Total Resources $ - $ 432,584 $ - $ 840,584 $ 840,584 EXPENDITURES SUPPLIES AND SERVICES - - 1,681,168 - - - 146,102 842 EDUCATION - - - 50,000 (50,000) 860 MISCELLANEOUS EXPENSE - - - 255,982 (255,982) Subtotal $ - CAPITAL OUTLAY $ - 920 EQUIPMENT 252 432,584 805 CONTRACTUAL SERVICES - $ - 432,584 - $ - - 452,084 (146,102) $ (452,084) 1,681,168 - 388,500 (388,500) Subtotal $ - $ - $ - $ 388,500 $ (388,500) Total Expenditures $ - $ - $ - $ 840,584 $ (840,584) Operating Balance (Rev. - Exp.) $ - $ 398,778 $ - $ (432,584) $ Ending Fund Balance (Resources - Exp.) $ - $ 432,584 $ - $ - $ 432,584 - maricopa county annual business strategies for 1999-2000 juvenile probation (27) Juvenile Court Honorable Maurice Portley Presiding Judge Chief Juvenile Probation Officer Cheryln K. Townsend Asst. Dir. of Court Services Administrative Services Research & Reporting Probation Serv. - SEF Community Services Detention Services Probation Serv. - DUR mission To serve the community by administering swift individual justice, deterring delinquent conduct, and assisting children and families in need through court and community-based services; through juvenile probation services, to provide information to the Court and provide programs to juveniles and their families which ensure public safety, accountability, and competency development; through detention services to ensure the safety of juveniles, staff, and the community and to provide programs that ensure accountability and competency development. program goals u Measure the outcome of specialized treatment programs to assist the department in utilizing the most cost effective interventions and improve the recommendations that are made to the Juvenile Court in matching youth needs with treatment programs. u Reduce the utilization of juvenile detention because alternatives are not available. u Offer early intervention services and mediation to families in crisis resulting in fewer referrals for incorrigibility offenses reaching the Juvenile Court. u Continue to increase the partnerships that focus on reducing delinquent and incorrigible behavior through a measured investment in prevention. u Expand the use of JOLTS as an integrated information system with Court-related partners and law enforcement. community impact Provide public protection through appropriate use of detention and accountability through effective use of community-based sanctions and programs. 253 maricopa county annual business strategies for 1999-2000 performance measures Performance Measure Incorrig. & Delinquency Complaints Rec. Avg. Daily Detention Population Juveniles Detained Juveniles Placed on Probation *Satisfaction of Parents of Juv. on Prob. *Success of Probation as measured by type of probation release Standard Probation Intensive Probation FY 96-97 36,724 333 9,930 3,886 FY 97-98 38,145 360 11,041 4,551 FY 98-99 (est.) 37,406 357 10,052 3,705 76% 62.7% 78.6% 71.8% FY 99-00 (Proj) 40,000 360 11,041 4,000 Additional explanatory information, if needed: *These are new measures. A strategic goal for FY 99/00 is to measure the outcome of specialized treatment programs with the objectives of utilizing the most cost effective services and improving treatment recommendations to the Court. 254 maricopa county annual business strategies for 1999-2000 DEPARTM E N TAL SUM M A R Y B Y F U N D T Y P E & C A T E G O R Y J U V E N IL E P R O B A T IO N D e p a rtm e n t 2 7 Fund Type G e n e ra l S p e c ia l R e v e n u e T o t a ls $ P e rsonal Services 9 ,7 2 6 ,1 8 0 2 3 ,5 8 9 ,9 9 2 3 3 ,3 1 6 ,1 7 2 $ S u p p lie s & Services (1 0 0 ,4 2 0 ) 5 ,0 2 5 ,7 5 4 4 ,9 2 5 ,3 3 4 C a p ita l O u tla y 6 8 ,9 3 0 1 0 1 ,8 3 0 1 7 0 ,7 6 0 $ $ $ $ T o tal Expenses 9 ,6 9 4 ,6 9 0 2 8 ,7 1 7 ,5 7 6 3 8 ,4 1 2 ,2 6 6 $ $ $ T o tal R evenue 5 5 ,0 0 0 1 6 ,9 8 4 ,1 2 9 1 7 ,0 3 9 ,1 2 9 E X P E N D IT U R E S A N D R E V E N U E S B Y D E P A R T M E N T /O B J E C T J U V E N IL E P R O B A T IO N D e p a rtm e n t 2 7 F Y 1 9 9 8 -9 9 A d o p te d RESOURCES B E G IN N IN G F U N D B A L A N C E $ 3 6 9 ,4 6 4 3 6 9 ,4 6 4 $ 1 4 , 8 7 4 ,8 9 7 36,000 7 3 2 ,0 0 0 51,000 1 5 , 6 9 3 ,8 9 7 REVENUE 615 GRANTS 6 2 0 IN T E R G O V E R M E N T A L 635 F E E S & C H A R G E S 6 5 0 M IS C E L L A N E O U S R E V E N U E S u b total E X P E N D IT U R E S P E R S O N A L S E R V IC E S 701 R E G U LAR PAY 705 TEM P O R A R Y P A Y 7 1 0 S P E C IA L P A Y 7 5 0 F R IN G E B E N E F IT S 780 SALARY ADJUSTMENTS 7 9 0 O T H E R P E R S O N A L S E R V IC E S 7 9 5 P S IN T E R -F U N D C R E D IT (N E G ) 7 9 6 P S IN T E R -F U N D C H A R G E S 7 9 7 P E R S O N N E L S A V IN G S (N E G ) $ S u b total S U P P L IE S A N D S E R V IC E S 8 0 1 G E N E R A L S U P P L IE S 8 0 2 M E D IC A L S U P P L IE S 8 0 5 C O N T R A C T U A L S E R V IC E S 8 0 7 H E A L T H C A R E S E R V IC E S 810 LEGAL 8 1 5 IN S U R A N C E 820 RENT 8 2 5 R E P A IR S A N D M A IN T E N A N C E 8 2 7 M A T E R IA L M G N T D IS C R E T IO N A R Y 828 M O T O R P O O L 829 FUEL 8 3 0 T E L E C O M D IS C R E T IO N A R Y 841 E M P L O Y E E T R A V E L 8 4 2 E D U C A T IO N 8 4 3 T R A N S P O R T A T IO N /S H IP P IN G 8 4 4 J U D IC IA L T R A V E L 845 S U P P O R T A N D C A R E O F P E R S O N S 8 5 0 U T IL IT IE S 8 6 0 M IS C E L L A N E O U S E X P E N S E 8 7 2 S S IN T E R -F U N D C R E D IT (N E G ) 8 7 3 S S IN T E R F U N D C H A R G E S S u b total $ 4 9 , 9 3 2 ,9 7 1 2 1 , 1 8 4 ,2 4 6 8 0 1 ,5 0 0 4 4 1 ,8 3 2 4 ,2 9 6 ,4 0 7 3 0 7 ,3 2 3 2 ,9 9 1 ,2 5 4 (1 5 8 ,5 1 2 ) 27,928 (4 5 3 ,4 5 8 ) 2 9 , 4 3 8 ,5 2 0 $ 4 9 , 9 3 2 ,9 7 1 3 ,2 2 5 ,1 2 8 8 ,6 0 0 5 1 4 ,4 0 0 1 ,1 0 0 70,000 500 49,300 1 4 2 ,8 0 0 1 ,2 0 0 5 ,4 0 0 21,700 60,000 75,000 1 2 9 ,2 3 2 15,000 1 ,0 0 0 3 ,7 0 0 38,100 4 ,3 6 2 ,1 6 0 S u b total $ $ C A P IT A L O U T L A Y 9 2 0 E Q U IP M E N T 9 3 0 T R A N S P O R T A T IO N 9 4 0 O T H E R C A P IT A L O U T L A Y F Y 1 9 9 8 -9 9 P r o je c t e d $ 1 ,1 2 8 ,1 0 6 1 ,1 2 8 ,1 0 6 $ 9 ,6 9 5 ,0 0 0 60,000 1 ,0 1 2 ,0 0 0 9 ,0 0 0 1 0 , 7 7 6 ,0 0 0 $ $ 4 0 , 0 8 0 ,1 9 3 2 2 , 8 8 8 ,1 4 0 2 ,4 7 3 ,9 1 7 30,000 2 5 , 3 9 2 ,0 5 7 $ 4 0 , 0 8 0 ,1 9 3 1 ,5 2 2 ,2 0 0 14,700 4 7 3 ,8 0 0 1 ,1 0 0 5 ,2 0 0 1 ,4 0 0 64,400 2 1 1 ,6 0 0 900 5 ,7 0 0 26,700 60,000 300 1 1 5 ,0 0 0 1 4 9 ,0 0 0 11,000 1 ,0 0 0 1 ,1 0 0 49,600 2 ,7 1 4 ,7 0 0 4 9 , 9 3 2 ,9 7 1 68,930 68,930 $ $ F Y 1 9 9 8 -9 9 R e s tated $ 3 6 9 ,4 6 4 3 6 9 ,4 6 4 $ 1 4 , 8 7 4 ,8 9 7 36,000 7 3 2 ,0 0 0 51,000 1 5 , 6 9 3 ,8 9 7 $ $ 5 0 , 0 1 1 ,1 6 5 2 1 , 1 2 5 ,1 6 3 8 0 1 ,5 0 0 4 4 1 ,8 3 2 4 ,3 6 0 ,8 2 0 7 5 4 ,5 0 9 2 ,4 0 2 ,1 4 5 (8 ,3 7 2 ,6 1 6 ) 8 ,4 0 0 ,5 4 4 (4 5 3 ,4 5 8 ) 2 9 , 4 6 0 ,4 3 9 $ 5 0 , 0 1 1 ,1 6 5 3 ,2 8 1 ,4 0 3 8 ,6 0 0 5 1 4 ,4 0 0 1 ,1 0 0 70,000 500 49,300 1 4 2 ,8 0 0 1 ,2 0 0 5 ,4 0 0 21,700 60,000 75,000 1 2 9 ,2 3 2 15,000 1 ,0 0 0 3 ,7 0 0 38,100 (9 3 7 ,6 7 5 ) 9 3 7 ,6 7 5 4 ,4 1 8 ,4 3 5 4 0 , 0 8 0 ,1 9 3 69,330 69,330 $ $ F Y 1 9 9 9 -0 0 A d o p te d $ 9 2 2 ,1 2 9 9 2 2 ,1 2 9 $ 1 5 , 0 0 0 ,0 0 0 50,000 1 ,0 1 2 ,0 0 0 55,000 1 6 , 1 1 7 ,0 0 0 $ $ 5 5 , 4 5 1 ,3 9 5 2 3 , 1 3 7 ,7 5 7 8 8 4 ,5 2 9 4 4 5 ,4 1 8 4 ,9 3 8 ,4 4 8 1 ,7 5 5 ,8 8 7 2 ,6 2 9 ,1 7 3 30,000 (5 0 5 ,0 4 0 ) 3 3 , 3 1 6 ,1 7 2 V a ria n c e $ - 0% $ - 0% 0% 0% 0% 0% - 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% $ - 0% 0% 0% 0% 0% 0% 0% 0% 0% $ $ $ 5 5 , 4 5 1 ,3 9 5 3 ,4 3 1 ,1 8 4 1 ,0 0 0 8 4 9 ,2 2 9 36,100 5 ,0 0 0 500 60,500 1 4 7 ,3 0 0 700 5 ,7 0 0 36,400 63,470 75,000 1 4 5 ,6 0 0 10,000 1 ,0 0 0 56,652 (1 ,2 2 6 ,8 2 0 ) 1 ,2 2 6 ,8 1 9 4 ,9 2 5 ,3 3 4 5 0 , 0 1 1 ,1 6 5 68,930 68,930 $ 5 5 , 4 5 1 ,3 9 5 89,130 75,718 5 ,9 1 2 1 7 0 ,7 6 0 $ - $ % $ 0% 0% 0% 0% 0% 0% T o ta l E x p e n d itu re s $ 3 3 , 8 6 9 ,6 1 0 $ 2 8 , 1 7 6 ,0 8 7 $ 3 3 , 9 4 7 ,8 0 4 $ 3 8 , 4 1 2 ,2 6 6 $ - 0% O p e rating Balance (Rev. - Exp.) $ (1 8 , 1 7 5 ,7 1 3 ) $ (1 7 , 4 0 0 ,0 8 7 ) $ (1 8 , 2 5 3 ,9 0 7 ) $ (2 2 , 2 9 5 ,2 6 6 ) $ - 0% E n d i n g F u n d B a la n c e ( R e s o u r c e s - E x p . ) $ (1 7 , 8 0 6 ,2 4 9 ) $ (1 6 , 2 7 1 ,9 8 1 ) $ (1 7 , 8 8 4 ,4 4 3 ) $ (2 1 , 3 7 3 ,1 3 7 ) $ - 0% 255 maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION 256 Dept 27 JUVENILE PROBATION 27 Total WORKING TITLE ACCOUNTANT III ADMINISTRAOR COORDINATOR V ADMINISTRATIVE COORD II ADMINISTRATIVE COORD V ADMINISTRATOR III ADMINISTRATV SUPPORT MGR ASSOCIATE DCSN SPPRT ANLT CIP III COURT INFORMATN PRCSR III COURT INFORMATN PRCSR IV COURT INFORMATN PRCSR V CUSTODIAN II CUSTODIAN III DECISION SPPT ANALYST I DECISION SUPPRT ANLYST I DECISION SUPPRT ANLYST II FINANCIAL SERVICS ADM II GRAPHICS EQUIPMNT TECHII INFORMATION SVCS ADM-JDCL JPO III JPO IV JPO V JUDICIAL ADMINISTRATR III JUDICIAL ADMINISTRATR V JUVENILE COURT SRVCS DIR JUVENILE PROBATION OFFICER JUVENILE PROBATION OFFICER V JUVENILE PROBATN OFCR III JUVENILE PROBATN OFCR IV JUVENILE PROBATN OFCR V JUVENLE CRT SVCS ASST DIR LAUNDRY WORKER II PHYSICAL EDUC-RECR COORD PUBLIC WORKS CREW LEADER REGISTERED NURSE IV SENIOR DECISN SPPRT ANLYT SENIOR INFO TCHNLGY CNSLT SERVICE WORKER III SYSTEMS ADMINISTRATOR II YOUTH SUPERVISOR YOUTH SUPERVISOR III FTE 1 1 3 2 1 1 2 3 55 7 13 1 4 1 3 2 1 1 1 13 2 1 4 3 1 1 1 424 35 4 3 6 2 1 2 4 1 2 1 62 118 794 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM J U V E N IL E P R O B A T IO N Agency 270 O rg 2729 2739 2749 2769 2780 T itle P e rs o n a l S u p p lie s C a p ita l T o ta l S e r v ic e s & S e rvices O utlay E x p e n d itu re s PS SS CO P R O B A T IO N S V C S $ 6 , 0 0 6 ,5 2 8 $ 249,600 $ A D M IN IS T R A T IO N $ 1 , 6 4 7 ,6 3 5 $ (8 1 0 ,5 2 0 ) $ C O M M U N IT Y S V C S $ 855,368 $ 301,800 $ R E S E A R C H & P L A N N IN G $ 943,693 $ 137,300 $ E X E C U T IV E S E R V IC E S $ 272,956 $ 21,400 $ $ 9 , 7 2 6 ,1 8 0 $ T o ta l s : OBJ OBJ_TITLE CO AD L _OIP NTPEUDT_ 9 8 / 9 9 (1 0 0 ,4 2 0 ) PROJECTED - $ 6 , 2 5 6 ,1 2 8 $ $ 906,045 $ - $ 1 , 1 5 7 ,1 6 8 $ - - $ 1 , 0 8 0 ,9 9 3 $ - - $ 294,356 $ $ 9 , 6 9 4 ,6 9 0 $ 68,930 $ 68,930 RESTATED Revenue A D O P T E D _ 9 9 /00 VARIANCE 55,000 55,000 PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT JUVENILE PROBATION Agency 270 REVENUE 620 INTERGOVERMENTAL 650 M ISCELLANEOUS REVENUE Total Revenue $ FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted Variance % 17,880,249 17,748,609 8,648,152 9,749,690 36,000 60,000 36,000 50,000 14,000.00 39% 1,000 8,000 1,000 5,000 4,000.00 400% $ 18,000 49% $ 4,659,781 38% 798,471 100% 441,832 100% 37,000 $ 68,000 $ 37,000 $ 12,302,510 $ 55,000 EXPENDITURES PERSONAL SERVICES 17,880,249 701 REGULAR PAY $ 705 T E M P O R A R Y P A Y 12,553,886 17,748,609 $ 801,500 710 SPECIAL PAY 790 OTHER PERSONAL SERVICES - - - 1,489,977 379,279 767,209 24,201 (158,512) - (8,372,616) 797 PERSONNEL SAVINGS (NEG) (453,458) - (453,458) $ SUPPLIES AND SERVICES 16,073,487 $ 17,880,249 801 GENERAL SUPPLIES $ 802 M E D ICAL SUPPLIES 805 CONTRACTUAL SERVICES 807 HEALTH CARE SERVICES 810 LEGAL 815 INSURANCE 820 RENT 825 REPAIRS AND MAINTENANCE 827 MATERIAL MGNT DISCRETIONARY 828 M O T O R P O O L 688,800 15,721,579 $ 17,748,609 $ 772,200 - 2,597,817 795 P S INTER-FUND CREDIT (NEG) Subtotal 7,721,065 746,800 1,107,840 (387,930) - 24,201 - (8,372,616) (176,764) $ 8,648,152 $ 7,642,729 3,029 441,832 2,473,917 307,323 9,749,690 $ 801,500 - 2,580,916 780 SALARY ADJUSTMENTS 8,648,152 - 441,832 750 F R I N G E B E N E F ITS 13,247,662 9,726,180 $ 43% -102% 100% 100% (276,694) 61% (2,005,115) -26% 9,749,690 $ 617,900 83% 8,600 14,700 8,600 128,900 1,000 $ 7,600 88% 514,400 473,800 514,400 498,200 16,200 3% 1,100 1,100 1,100 100 1,000 91% 20,000 5,200 20,000 5,000 15,000 75% 500 1,400 500 500 49,300 64,400 49,300 60,500 142,800 211,600 142,800 140,900 1,900 1% 1,200 900 1,200 700 500 42% (11,200) 0% -23% 5,400 5,700 5,400 5,700 (300) -6% 829 FUEL 21,700 26,700 21,700 26,000 (4,300) -20% 830 TELECOM DISCRETIONARY 60,000 60,000 60,000 60,000 - 841 EMPLOYEE TRAVEL - 842 EDUCATION 300 - 843 TRANSPORTATION/SHIPPING 844 JUDICIAL TRAVEL - 40,000 - - - 129,232 149,000 129,232 141,000 15,000 11,000 15,000 10,000 0% (11,768) -9% 5,000 33% 100% 845 SUPPORT AND CARE OF PERSONS 1,000 1,000 1,000 - 1,000 850 U T ILITIES 3,700 1,100 3,700 1,000 2,700 73% 38,100 49,600 38,100 46,900 (8,800) -23% 860 M ISCELLANEOUS EXPENSE 872 S S INTER-FUND CREDIT (NEG) Subtotal $ 1,700,832 $ 1,889,700 (937,675) $ 821,157 CAPITAL OUTLAY 17,880,249 17,748,609 8,648,152 920 EQUIPMENT 68,930 69,330 68,930 (1,226,820) $ (100,420) $ 289,145 -31% 921,577 112% 9,749,690 68,930 - 0% - 0% Subtotal $ 68,930 $ 69,330 $ 68,930 $ 68,930 $ Total Expenditures $ 17,843,249 $ 17,680,609 $ 8,611,152 $ 9,694,690 $ (1,083,538) -13% Operating Balance (Rev. - Exp.) $ (17,806,249) $ (17,612,609) $ (8,574,152) $ (9,639,690) $ 1,065,538 -12% 257 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM JUVENILE PROBATION Agency 271 Org 2729 2749 Title Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO PROBATION SVCS $ 12,466,551 $ COMMUNITY SVCS $ 30,000 $ Totals: $ 12,496,551 $ OBJ OBJ_TITLE COL_INPUT ADOPTED_98/99 2,503,449 2,503,449 PROJECTED Revenue $ - $ 14,970,000 $ - $ 30,000 $ - $ 15,000,000 RESTATED ADOPTED_99/00 $ 15,000,000 $ - $ 15,000,000 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT JUVENILE PROBATION Agency 271 FY1998-99 Adopted REVENUE 615 GRANTS Total Revenue $ FY1998-99 Projected FY1998-99 Restated FY1999-00 Adopted 29,749,794 19,390,000 29,749,794 14,874,897 9,695,000 14,874,897 14,874,897 $ 9,695,000 $ 14,874,897 Variance % 30,000,000 15,000,000 $ 15,000,000 125,103.00 1% $ 125,103 1% $ (135,866) -2% EXPENDITURES PERSONAL SERVICES 29,749,794 701 REGULAR PAY $ 750 FRINGE BENEFITS 19,390,000 $ 1,556,979 780 SALARY ADJUSTMENTS - 790 OTHER PERSONAL SERVICES 2,972,072 796 P S INTER-FUND CHARGES 27,928 Subtotal $ SUPPLIES AND SERVICES 12,374,897 8,915,000 29,749,794 $ $ 8,030,002 - 1,612,235 - 326,788 - 2,377,944 27,928 30,000 29,749,794 801 GENERAL SUPPLIES 258 7,817,918 8,945,000 $ 19,390,000 12,374,897 30,000,000 $ 8,165,868 1,671,510 (59,275) - $ 29,749,794 -4% 326,788 100% 2,629,173 (251,229) -11% 30,000 (2,072) -7% $ (121,654) -1% 12,496,551 30,000,000 $ 2,500,000 $ 750,000 $ 2,500,000 $ 2,503,449 $ (3,449) 0% Subtotal $ 2,500,000 $ 750,000 $ 2,500,000 $ 2,503,449 $ (3,449) 0% Total Expenditures $ 14,874,897 $ 9,695,000 $ 14,874,897 $ 15,000,000 $ (125,103) -1% Operating Balance (Rev. - Exp.) $ - $ - $ - $ - $ - maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM JUVENILE PROBATION Agency 272 Org Title 2739 2780 ADMINISTRATION $ EXECUTIVE SERVICES $ Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO 1,138,498 - Totals: $ OBJ OBJ_TITLE 1,138,498 COL_INPUT ADOPTED_98/99 Revenue $ 29,040 $ - $ 1,167,538 $ $ 75,000 $ - $ 75,000 $ $ 104,040 $ - $ 1,242,538 $ PROJECTED RESTATED ADOPTED_99/00 VARIANCE 1,652,930 1,652,930 PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT JUVENILE PROBATION Agency 272 FY1998-99 Adopted RESOURCES Beginning Fund Balance $ REVENUE 635 FEES & CHARGES 650 MISCELLANEOUS REVENUE FY1998-99 Projected 1,982,928 369,464 $ FY1998-99 Restated 2,420,103 820,930 $ FY1999-00 Adopted 1,982,928 369,464 $ Variance 2,895,468 820,930 1,982,928 2,420,103 1,982,928 2,895,468 622,000 832,000 622,000 832,000 - - 8 $ - % 451,466 122% 210,000.00 34% (8.00) -100% Total Revenue $ 622,000 $ 832,000 $ 622,008 $ 832,000 $ 209,992 34% Total Resources $ 991,464 $ 1,652,930 $ 991,472 $ 1,652,930 $ 661,458 67% $ (221,921) -30% (46,644) -34% 100% EXPENDITURES PERSONAL SERVICES 1,982,928 701 REGULAR PAY $ 750 FRINGE BENEFITS 751,054 2,420,103 $ 146,228 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES Subtotal $ SUPPLIES AND SERVICES 842 EDUCATION 1,982,928 $ 731,232 2,895,468 $ 953,153 - 138,701 - - 46,531 - 46,531 19,182 - - - - 916,464 $ 1,982,928 805 CONTRACTUAL SERVICES 692,173 692,173 $ 2,420,103 916,464 185,345 $ 1,982,928 1,138,498 $ (222,034) -24% 2,895,468 - - - 29,040 75,000 75,000 75,000 75,000 (29,040) - 0% Subtotal $ 75,000 $ 75,000 $ 75,000 $ 104,040 $ (29,040) -39% Total Expenditures $ 991,464 $ 767,173 $ 991,464 $ 1,242,538 $ (251,074) -25% Operating Balance (Rev. - Exp.) $ (369,464) $ 64,827 $ 41,082 -11% Ending Fund Balance (Resources - Exp.) $ - 885,757 $ $ (369,456) $ 8 $ (410,538) $ 410,392 $ (410,384) -5129800% 259 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM JUVENILE PROBATION Agency 274 Org 2749 Title COMMUNITY SVCS Personal Services Supplies & Services Capital Outlay PS SS CO $ Totals: $ OBJ OBJ_TITLE - COL_INPUT ADOPTED_98/99 $ $ - PROJECTED $ $ Total Expenditures - RESTATED $ $ ADOPTED_99/00 Revenue - $ $ VARIANCE 50,000 50,000 PERCENT EXPENDITURES AND REVENUES BY AGENCY/OBJECT JUVENILE PROBATION Agency 274 FY1998-99 Adopted REVENUE 650 MISCELLANEOUS REVENUE FY1998-99 Projected 100,000 50,000 Total Revenue $ 50,000 FY1998-99 Restated 1,000 1,000 $ 1,000 FY1999-00 Adopted 100,000 50,000 $ 50,000 Variance 50,000 50,000 $ 50,000 $ % - 0% - 0% EXPENDITURES SUPPLIES AND SERVICES 100,000 50,000 810 LEGAL 260 1,000 - 100,000 50,000 50,000 - 50,000 100% Subtotal $ 50,000 $ - $ 50,000 $ - $ 50,000 100% Total Expenditures $ 50,000 $ - $ 50,000 $ - $ 50,000 100% Operating Balance (Rev. - Exp.) $ - $ 1,000 $ - $ 50,000 $ (50,000) HIDE_ROW maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM JUVENILE PROBATION Agency 275 Org Title 2739 2749 Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO ADMINISTRATION $ $ - $ - $ COMMUNITY SVCS $ 294,559 $ 39,200 $ 57,218 $ 390,977 $ Totals: $ 294,559 $ 39,200 $ 57,218 $ 390,977 $ OBJ OBJ_TITLE - Revenue COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 - $ VARIANCE 281,199 281,199 PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT JUVENILE PROBATION Agency 275 FY1998-99 Adopted RESOURCES Beginning Fund Balance $ REVENUE 635 FEES & CHARGES FY1998-99 Projected 220,000 - $ FY1998-99 Restated 520,481 307,176 $ FY1999-00 Adopted 220,000 - $ Variance 672,176 101,199 220,000 520,481 220,000 672,176 110,000 180,000 110,000 180,000 $ % 101,199 70,000.00 64% Total Revenue $ 110,000 $ 180,000 $ 110,000 $ 180,000 $ 70,000 64% Total Resources $ 110,000 $ 487,176 $ 110,000 $ 281,199 $ 171,199 156% $ 220,000 61,388 $ 520,481 33,305 $ 220,000 61,419 $ 672,176 246,571 $ EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS Subtotal $ SUPPLIES AND SERVICES (185,152) -301% 12,284 - 12,067 47,988 (35,921) -298% - - 1,911 - 1,911 73,672 $ 220,000 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES 36,328 $ CAPITAL OUTLAY 36,328 $ Total Expenditures $ Operating Balance (Rev. - Exp.) $ Ending Fund Balance (Resources - Exp.) $ - $ 34,603 34,603 -291% $ 34,603 100% (30,000) 39,200 (9,200) $ (4,597) 57,218 - $ $ 33,305 $ - $ 146,695 $ - $ (210,977) $ 210,977 - $ 453,871 $ - $ (109,778) $ 109,778 110,000 -13% (57,218) $ 110,000 100% (219,162) 672,176 - 9,200 $ 220,000 - $ 30,000 $ 294,559 672,176 $ - 520,481 Subtotal - 75,397 220,000 $ $ 220,000 930 TRANSPORTATION - Subtotal $ 520,481 $ - 829 FUEL 33,305 $ 57,218 $ (57,218) $ 390,977 $ (280,977) -255% 261 maricopa county annual business strategies for 1999-2000 ORG ORG_TITLE COL_INPUT PS SS CO TOTAL_EXP REV HIDE_ROW TOTAL BUDGET BY PROGRAM JUVENILE PROBATION Agency 276 Org Title 2729 2749 2779 PROBATION SVCS 2729 $ COMMUNITY SVCS 2749 $ DETENTION 2779 $ $ Totals: OBJ OBJ_TITLE Personal Supplies Services PS & Services SS 151,692 HIDDEN Total OutlayREVENUE_COL Expenditures CO RE $ - $ 151,692 $ - 195,000 $ - $ 195,000 $ - 9,508,692 $ 2,184,065 $ 44,612 $ 11,737,369 $ - 9,660,384 $ 2,379,065 $ 44,612 $ 12,084,061 $ - COL_INPUT ADOPTED_98/99 - Revenue $ - $ Capital PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT EXPENDITURES AND REVENUES BY AGENCY/OBJECT JUVENILE PROBATION Agency 276 FY1998-99 Adopted FY1998-99 Projected EXPENDITURES PERSONAL SERVICES - 701 REGULAR PAY $ - $ - FY1999-00 Adopted 9,310,291 $ - Variance 6,129,436 $ (6,129,436) - - - 881,500 710 SPECIAL PAY - - - 445,418 (445,418) 750 FRINGE BENEFITS - - - 1,543,628 (1,543,628) 780 SALARY ADJUSTMENTS - - - 988,678 796 P S INTER-FUND CHARGES - - 797 PERSONNEL SAVINGS (NEG) - - $ - $ - SUPPLIES AND SERVICES $ - $ - - 801 GENERAL SUPPLIES 8,372,616 (881,500) (988,678) - - 8,372,616 (328,276) 100% 328,276 $ 8,372,616 $ 9,660,384 $ (1,287,768) $ 9,310,291 - $ 12,084,061 798,835 $ (798,835) - % 12,084,061 $ 705 TEMPORARY PAY Subtotal -15% 805 CONTRACTUAL SERVICES - - - 291,989 (291,989) 807 HEALTH CARE SERVICES - - - 36,000 (36,000) 825 REPAIRS AND MAINTENANCE - - - 6,400 (6,400) 829 FUEL - - - 1,200 (1,200) 830 TELECOM DISCRETIONARY - - - 3,470 (3,470) 843 TRANSPORTATION/SHIPPING - - - 4,600 (4,600) 860 MISCELLANEOUS EXPENSE - - - 9,752 (9,752) 873 S S INTERFUND CHARGES - - 1,226,819 (289,144) -31% (1,441,390) -154% Subtotal $ - CAPITAL OUTLAY 262 FY1998-99 Restated $ 937,675 - - $ - 937,675 $ 9,310,291 2,379,065 $ 12,084,061 920 EQUIPMENT - - - 20,200 (20,200) 930 TRANSPORTATION - - - 18,500 (18,500) 940 OTHER CAPITAL OUTLAY - - - 5,912 Subtotal $ - $ - $ Total Expenditures $ - $ - $ 9,310,291 (5,912) $ 44,612 $ (44,612) $ 12,084,061 $ (2,773,770) -30% HIDE_ROW maricopa county annual business strategies for 1999-2000 superior court (38) Elected Superior Court Judges Honorable Robert D. Myers Presiding Judge Appointed Judicial Department Various Presiding Judges Judges / Commissioners ** (**Appointed Positions) Court Administration Gordon M. Griller Court Administrator * Criminal * Juvenile * Domestic Relations * Civil/Arbitration * Probate/Mental Health * Tax * Special Assignment * Judicial Dept.. Mgmt./Support/Operations * Judicial Information Systems * Law Library * Conciliation Services * Jury Commissioner * Pretrial Services Agency * Court Facilities and Security * Special Court Programs mission To provide access to the justice system, to provide a forum and process for the resolution of legal disputes, to provide just adjudication, and to do individual justice in individual cases in a timely and efficient manner. program goals To process cases from filing to final disposition in compliance with statutory mandates, court rules and case law. To remain abreast of the case load by maintaining current case inventories, seeking to dispose of a volume of cases equal to or greater than current filing levels. To progress towards the achievement of the Court's interim case processing time standards. To utilize efficient case management procedures, insuring that firm hearing and trial dates are maintained. To maximize the use of judicial time through an efficient distribution of cases between judges and commissioners. To use Alternative Dispute Resolution mechanisms at the division level, e.g. settlement conferences, mini trials, etc. community impact The Superior Court provides to all citizens of Maricopa County access to the justice system and a forum for the resolution of legal disputes through the effective functioning of the legal system. Each individual is entitled to receive just adjudication in a timely and efficient manner through this system. performance measures Performance Measure Civil case filings Criminal case filings Domestic Relations case filings Juvenile case filings Probate & Mental Health case filings Tax Court case filings FY 96-97 FY 97-98 FY 98-99 (Est.) FY 99-00 (Proj) 30,061 20,405 31,058 19,628 7,934 2,798 31,158 24,739 30,962 18,610 6,403 1,893 32,200 27,500 31,000 18,500 6,500 2,000 33,000 28,500 31,000 18,750 6,500 2,000 263 maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY S U P E R IO R C O U R T D e p a rtm e n t 3 8 Fund Type G eneral S p e c ia l R e v e n u e T o t a ls $ Personal Services 3 0 ,6 0 5 , 1 0 4 5,302,770 3 5 ,9 0 7 , 8 7 4 $ S u p p lie s & Services 6,515,780 2,394,500 8,910,280 C a p ita l O u tla y 2 7 ,5 0 0 6 5 0 ,0 0 0 6 7 7 ,5 0 0 $ $ $ $ T o tal Expenses 3 7 ,1 4 8 , 3 8 4 8,347,270 4 5 ,4 9 5 , 6 5 4 $ $ $ T o tal Revenue 2 6 0 ,0 0 0 8,353,237 8,613,237 E X P E N D IT U R E S A N D R E V E N U E S B Y D E P A R T M E N T /O B J E C T S U P E R IO R C O U R T D e p a rtm e n t 3 8 FY1998-99 Adopted FY1998-99 R e s tated FY1999-00 Adopted RESOURCES 51,591,736 50,723,871 52,117,915 54,108,891 REVENUE 615 GRANTS 6 2 0 IN T E R G O V E R M E N T A L 635 FEES & CHARGES 6 5 0 M IS C E L L A N E O U S R E V E N U E $ 50,723,871 1,651,656 1,470,449 5,502,801 263,364 8,888,270 $ 52,117,915 1,651,656 1,470,450 5,433,240 263,363 8,818,709 $ 54,108,891 1,770,881 1,424,139 5,214,717 203,500 8,613,237 $ 8,888,270 $ 8,818,709 $ 8,613,237 S u b total $ 51,591,736 1,651,656 1,460,449 5,200,930 319,198 8,632,233 T o tal R e s o u r c e s $ 8,632,233 E X P E N D IT U R E S P E R S O N A L S E R V IC E S 701 REGULAR PAY 705 TEMPORARY PAY 7 1 0 S P E C IA L P A Y 7 5 0 F R IN G E B E N E F IT S 780 SALARY ADJUSTMENTS 7 9 0 O T H E R P E R S O N A L S E R V IC E S 7 9 5 P S IN T E R - F U N D C R E D IT (N E G ) 7 9 6 P S IN T E R - F U N D C H A R G E S 7 9 7 P E R S O N N E L S A V IN G S ( N E G ) $ S u b total S U P P L IE S A N D S E R V IC E S 8 0 1 G E N E R A L S U P P L IE S 8 0 2 M E D IC A L S U P P L IE S 8 0 5 C O N T R A C T U A L S E R V IC E S 8 0 7 H E A L T H C A R E S E R V IC E S 810 LEGAL 8 1 5 IN S U R A N C E 820 RENT 8 2 5 R E P A IR S A N D M A IN T E N A N C E 8 2 7 M A T E R IA L M G N T D IS C R E T IO N A R Y 828 M O T O R P O O L 8 3 0 T E L E C O M D IS C R E T IO N A R Y 8 4 0 E L E C T E D O F F IC IA L T R A V E L 841 EMPLOYEE TRAVEL 8 4 2 E D U C A T IO N 8 4 3 T R A N S P O R T A T IO N /S H IP P IN G 8 5 0 U T I L I T IE S 8 6 0 M IS C E L L A N E O U S E X P E N S E $ 51,591,736 27,544,592 1,316,172 359,139 4,711,644 434,552 109,610 (788,865) 33,686,844 $ 51,591,736 1,055,400 758,000 233,370 3,508,500 268,500 201,700 41,000 10,000 152,747 59,000 71,547 78,000 94,000 21,000 1,190,295 7,743,059 $ S u b total C A P ITA L O U T L A Y 9 1 5 B U I L D IN G S A N D IM P R O V E M E N T S 9 2 0 E Q U IP M E N T 264 FY1998-99 P rojected $ $ 50,723,871 26,321,851 806,906 552,037 4,369,819 146,494 (35,000) 32,162,107 $ 50,723,871 977,130 774,920 232,000 3,871,742 1,000 776,488 438,438 35,500 15,000 156,500 70,000 85,010 86,210 84,200 21,000 1,108,603 8,733,741 $ $ $ 52,117,915 28,249,528 710,953 541,901 4,760,961 337,921 (788,865) 33,812,399 $ 52,117,915 1,022,275 794,880 345,125 3,519,720 219 269,758 374,766 21,550 10,000 152,747 54,020 61,420 73,835 104,875 21,000 1,178,614 8,004,804 $ $ $ 54,108,891 30,154,528 494,400 268,860 4,854,859 924,092 (574,665) 574,665 (788,865) 35,907,874 V a ria n c e $ - 0% 0% 0% 0% 0% $ - 0% $ $ $ 54,108,891 1,006,087 789,341 368,630 3,853,500 219 693,900 468,151 20,240 10,000 152,747 54,260 60,235 85,765 81,487 21,000 1,244,718 8,910,280 $ $ % $ (52,924) (8,298) (61,222) 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% $ - - 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% S u b total $ 51,591,736 90,000 1,439,600 1,529,600 $ 50,723,871 60,000 879,753 939,753 $ 52,117,915 90,000 1,392,003 1,482,003 $ 54,108,891 40,000 637,500 677,500 T o t a l E x p e n d itu r e s $ 42,959,503 $ 41,835,601 $ 43,299,206 $ 45,495,654 $ (61,222) 0% Operating Balance (Rev. - Exp.) $ (34,327,270) $ (32,947,331) $ (34,480,497) $ (36,882,417) $ 61,222 0% E n d in g F u n d B a la n c e ( R e s o u r c e s - E x p . ) $ (34,327,270) $ (32,947,331) $ (34,480,497) $ (36,882,417) $ 61,222 0% maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION Dept 38 SUPERIOR COURT WORKING TITLE ACCOUNTANT I ACCOUNTANT III ADMIN COORD II ADMIN. COORDINATOR ADMINISTRATIVE ASST II ADMINISTRATIVE ASSTNT II ADMINISTRATIVE ASSTNT III ADMINISTRATIVE COORD I ADMINISTRATIVE COORD II ADMINISTRATIVE COORD III ADMINISTRATIVE COORD IV ADMINISTRATIVE COORD V BAILIFF BUILDING OPERATIONS SUPDT BUYER I BUYER IV COLLECTOR COMPUTER CENTER DIRECTOR COMPUTER OPERATIONS SPVR CONCILIATN SRVCS DIR CONCILIATN SVCS ASST DIR COURT COMMISSIONER COURT CONCILIATOR I COURT CONCILIATOR II COURT CONCILIATOR III COURT CONCILIATOR IV COURT CONCILIATOR V COURT HEARING OFFICER COURT HR DIRECTOR COURT INFORMATION PROCESSOR COURT INFORMATN PRCSR I COURT INFORMATN PRCSR II COURT INFORMATN PRCSR III COURT INFORMATN PRCSR IV COURT INFORMATN PRCSR V COURT INTERPRETER COORD COURT INTERPRETER I COURT INTERPRETER II COURT INVESTIGATOR II COURT REPORTER COURT SECURITY SUPERVISOR COURT TRANSLATOR II FACILITIES PROJ COORD I GRAPHICS EQUIPMNT TECHI HUMAN RESRCS SR ANALYST INFO SYSTEMS ANALYST INFORMATION SVCS ADM-JDCL INFORMATION SYS ANALYST INFORMATION SYSTEMS CNSLT INFORMATION TECHNOLOGY CONSULTANT INFORMTN TCHNLGY CNSLT II INTEGRATD SYS DSGN ANL I FTE 2 1 2 5 1 7 1 2 10 12 11 4 79 1 1 1 3 1 1 1 1 35 1 6 14 8 4 1 1 6 10 4 94 36 11 1 7 10 4 69 3 1 1 4 3 1 1 1 1 1 2 1 265 maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION 266 Dept 38 SUPERIOR COURT 38 Total WORKING TITLE JUDICIAL ADMINISTRATOR IV JUDICIAL ADMINISTRATR III JUDICIAL ASSISTANT JUDICIAL ASSISTANT I JUDICIAL ASSISTANT II JUDICIAL ASST II JUDICIAL SRVCS ADMIN IV JUDICIAL SRVCS ADMIN II JUDICIAL SRVCS ADMIN III JUDICIAL SRVCS ADMIN V LAW LIBRARIAN II LAW LIBRARY ADMINISTRTR LAW LIBRARY AIDE LAW LIBRARY ASSISTANT DIR LAW LIBRARY ASSISTANT I LAW LIBRARY ASSISTANT II LAW LIBRARY ASSISTANT III LAW RESEARCHER LEAD COMPUTER OPERATOR LEAD DATA ANALYST LEAD PROGRAMMER-ANALYST LEAD SYSTEMS ANALYST LEAD SYSTEMS PROGRAMMER MANAGEMENT ANALYST IV OFFICE SUPERVISOR I PRETRIAL SERVICE OFFICER PRETRIAL SERVICES ADMIN PRETRIAL SRVCS OFFCR I PRETRIAL SRVCS OFFCR III PRETRIAL SRVCS OFFCR IV PRODUCTION CONTROL ANLYST PROJECT MANAGER REFERENCE LIBRARIAN SECURITY GUARD I SECURITY MANAGER SENIOR INFORM CONSULTANT SENIOR LAW RESEARCHER SENIOR SYSTEMS PROGRAMMER SERVICE WORKER III SERVICE WORKER IV SUPERIOR COURT ADMNSTRTR SUPERIOR COURT DPTY ADMIN SUPERIOR COURT JUDGE TRADES GENERALIST FTE 1 1 2 7 106 1 3 4 14 5 3 1 3 1 1 2 3 8 5 1 3 1 2 1 1 5 1 4 29 7 2 3 2 65 1 2 2 2 2 2 1 4 71 1 873 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM SUPERIOR COURT Agency 380 Org 3821 3822 3828 3831 3832 3834 3843 3844 3845 3848 3851 3852 3855 3857 3858 3861 3862 3863 3864 3865 3866 3867 3868 3869 3871 3873 3875 3877 3881 3891 Title Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO JUDICIAL DIVISIONS $ 413,768 $ ADMINISTRATION $ 772,787 $ 199,170 Revenue $ - $ 413,768 $ - $ - $ 971,957 $ - SECURITY $ 89,366 $ - $ - $ 89,366 $ - JUDGES' SALARIES & ERE $ 4,295,459 $ - $ - $ 4,295,459 $ - COMMISSIONERS' SALARIES & ERE $ 1,577,370 $ - $ - $ 1,577,370 $ - COMMISSIONERS - JUVENILE COURT $ 1,340,899 $ - $ - $ 1,340,899 $ - CASE-RELATED OPERATIONS (SE) $ 321,256 $ 13,399 $ - $ 334,655 $ - SECURITY (SE) $ 336,083 $ 14,040 $ - $ 350,123 $ - ADMINISTRATION (SE) $ - $ 601 $ - $ 601 $ - JURY COMMISSION (SE) $ 46,327 $ 395,000 $ - $ 441,327 $ - JUDGES' STAFF $ 7,574,008 $ 86,090 $ - $ 7,660,098 $ - COMMISSIONERS' STAFF $ 598,536 $ - $ - $ 598,536 $ - SUPPLEMENTAL STAFF $ 529,431 $ - $ - $ 529,431 $ - VISITING JUDGES $ $ 1,000 $ - $ 1,000 $ - INITIAL APPEARANCE COURT $ 425,094 $ - $ - $ 425,094 $ - ADMINISTRATION $ 2,005,379 $ 108,780 $ - $ 2,114,159 $ - CASE PROCESSING $ 3,979,468 $ 1,275,130 $ - $ 5,254,598 $ - SECURITY $ 642,970 $ 32,390 $ - $ 675,360 $ JURY COMMISSION $ 344,913 $ 2,237,220 $ - $ 2,582,133 $ PRE-TRIAL SERVICES $ 1,917,318 $ 398,907 $ 10,000 $ 2,326,225 $ INTERPRETERS $ 1,001,919 $ 170,995 $ - $ 1,172,914 $ - SUPPLY & FACILITIES $ 384,768 $ 446,386 $ 7,000 $ 838,154 $ - COPY CENTER OPERATIONS $ 120,261 $ 81,000 $ - $ 201,261 $ - COUNTY SERVICES $ (689,893) $ 153,647 $ - $ (536,246) $ - ADMINISTRATION $ 352,153 $ 687,000 $ 10,500 $ 1,049,653 $ - TECHNICAL SUPPORT $ 472,050 $ - $ - $ 472,050 $ - OPERATIONS $ 599,563 $ - $ - $ 599,563 $ - COUNTY SERVICES $ $ 20,000 $ - $ 20,000 $ - COUNTY FUNDED STAFF $ 480,048 $ - $ - $ 480,048 $ - STAFF AND OPERATING COSTS $ 673,803 $ 195,025 $ - $ 868,828 $ - Totals: $ 30,605,104 $ 6,515,780 $ 27,500 $ 37,148,384 $ - - 260,000 - 260,000 267 maricopa county annual business strategies for 1999-2000 OBJ OBJ_TITLE COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT EXPENDITURES AND REVENUES BY AGENCY/OBJECT SUPERIOR COURT Agency 380 REVENUE 635 FEES & CHARGES Total Revenue $ FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted 34,847,270 34,291,581 35,000,497 260,000 329,561 260,000 260,000 $ 329,561 $ 260,000 Variance % 37,408,384 260,000 $ 260,000 $ - 0% - 0% EXPENDITURES PERSONAL SERVICES 34,847,270 701 REGULAR PAY $ 705 TEMPORARY PAY 34,291,581 $ 269,108 710 SPECIAL PAY 750 FRINGE BENEFITS 22,856,158 35,000,497 $ 316,286 24,400,508 81,684 30% 270,544 188,860 4,157,885 (140,129) -3% 179,243 847,000 (667,757) -373% - - - - (788,865) 28,204,986 (35,000) $ 34,847,270 $ 31% 4,017,756 - 801 GENERAL SUPPLIES -9% 78,955 342,195 109,610 SUPPLIES AND SERVICES (2,201,981) 3,698,937 790 OTHER PERSONAL SERVICES $ $ 172,400 272,139 - Subtotal 26,602,489 3,962,734 429,552 797 PERSONNEL SAVINGS (NEG) 37,408,384 $ 251,355 780 SALARY ADJUSTMENTS 795 P S INTER-FUND CREDIT (NEG) 812,925 27,178,576 (788,865) $ 34,291,581 $ 764,907 - 28,330,541 693,066 574,665 (788,865) $ 35,000,497 $ - (574,665) 30,605,104 - 0% $ (2,274,563) -8% $ (33,521) -5% 37,408,384 $ 726,587 805 CONTRACTUAL SERVICES 598,000 632,620 632,380 589,341 43,039 7% 807 HEALTH CARE SERVICES 188,370 187,000 300,125 318,630 (18,505) -6% 3,324,500 3,687,742 3,335,720 3,644,500 (308,780) -9% 1,000 219 219 810 LEGAL 815 INSURANCE - - 0% 820 RENT 263,000 260,400 264,070 263,400 670 0% 825 REPAIRS AND MAINTENANCE 163,200 395,658 326,996 354,651 (27,655) -8% 827 MATERIAL MGNT DISCRETIONARY 40,000 34,500 20,550 20,240 310 2% 828 MOTOR POOL 10,000 15,000 10,000 10,000 - 0% 830 TELECOM DISCRETIONARY 152,747 156,500 152,747 152,747 - 0% 840 ELECTED OFFICIAL TRAVEL 54,000 65,000 49,020 49,260 (240) 841 EMPLOYEE TRAVEL 35,547 48,065 24,475 24,235 240 842 EDUCATION 40,500 49,810 36,935 43,765 (6,830) -18% 843 TRANSPORTATION/SHIPPING 34,000 33,200 44,875 44,987 (112) 0% 850 UTILITIES 20,000 20,000 20,000 20,000 - 0% 291,295 232,232 278,868 253,218 25,650 9% (325,734) -5% 860 MISCELLANEOUS EXPENSE Subtotal $ CAPITAL OUTLAY 915 BUILDINGS AND IMPROVEMENTS 920 EQUIPMENT 268 23,950,708 6,028,084 $ 6,583,634 $ 6,190,046 $ 6,515,780 $ 0% 1% 34,847,270 34,291,581 35,000,497 50,000 20,000 50,000 37,408,384 - 50,000 100% 304,200 179,810 169,910 27,500 142,410 84% Subtotal $ 354,200 $ 199,810 $ 219,910 $ 27,500 $ 192,410 87% Total Expenditures $ 34,587,270 $ 33,962,020 $ 34,740,497 $ 37,148,384 $ (2,407,887) -7% Operating Balance (Rev. - Exp.) $ 2,407,887 -7% (34,327,270) $ (33,632,459) $ (34,480,497) $ (36,888,384) $ HIDE_ROW maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM SUPERIOR COURT Agency 381 Org 3812 3813 3815 3816 3822 Title Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Revenue CASE OPERATIONS GRANTS $ 479,886 $ 56,500 $ - $ 536,386 $ 536,386 CASE PROCESSING ASSISTANCE $ 620,789 $ 105,000 $ - $ 725,789 $ 725,789 CRIMINAL JUSTICE ENHANCEMENT $ 132,219 $ 20,000 $ - $ 152,219 $ 152,219 MISCELLANEOUS GRANTS & FUNDS $ 44,400 $ 68,000 $ 50,000 $ 162,400 $ 162,400 ADMINISTRATION $ 139,087 $ 25,000 $ 30,000 $ 194,087 $ 194,087 Totals: $ 1,416,381 $ 274,500 $ 80,000 $ 1,770,881 $ 1,770,881 OBJ OBJ_TITLE COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT SUPERIOR COURT Agency 381 FY1998-99 Adopted REVENUE 615 GRANTS FY1998-99 Projected 3,303,312 1,651,656 Total Revenue $ 1,651,656 FY1998-99 Restated 2,957,626 1,651,656 $ 1,651,656 FY1999-00 Adopted 3,303,312 1,651,656 $ 1,651,656 Variance 3,541,762 1,770,881 $ 1,770,881 $ % 119,225.00 7% 119,225 7% EXPENDITURES PERSONAL SERVICES 3,303,312 701 REGULAR PAY $ 705 TEMPORARY PAY 776,820 2,957,626 $ 357,408 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 927,406 3,541,762 $ 99,547 979,136 43,129 87,629 35,000 52,629 60% 133,175 163,778 184,245 (20,467) -12% (2,005) -6% (102,026) -8% 23,368 35,995 38,000 $ 1,067,970 $ 1,314,355 $ 1,416,381 $ $ 3,303,312 90,801 $ 2,957,626 17,500 $ 3,303,312 90,801 $ 3,541,762 45,000 $ 45,801 50% (33,000) -77% 50,000 (5,000) -11% 75,000 (25,000) -50% 2,500 2,500 - 0% 500 1,000 1,000 - 0% 10,000 1,000 10,000 10,000 - 0% 15,000 2,000 15,000 15,000 - 0% (17,199) -7% - 0% - 0% 43,000 40,800 43,000 76,000 807 HEALTH CARE SERVICES 45,000 45,000 45,000 810 LEGAL 50,000 50,000 50,000 825 REPAIRS AND MAINTENANCE 2,500 1,200 842 EDUCATION 1,000 843 TRANSPORTATION/SHIPPING 860 MISCELLANEOUS EXPENSE CAPITAL OUTLAY 257,301 $ 3,303,312 80,000 920 EQUIPMENT -6% -81% 15,000 1,314,355 $ (51,730) (80,453) 165,127 805 CONTRACTUAL SERVICES Subtotal $ 180,000 $ SUPPLIES AND SERVICES 801 GENERAL SUPPLIES 3,303,312 $ 130,034 Subtotal 738,264 158,000 $ 2,957,626 80,000 257,301 $ 3,303,312 80,000 274,500 $ 3,541,762 80,000 Subtotal $ 80,000 $ 80,000 $ 80,000 $ 80,000 $ Total Expenditures $ 1,651,656 $ 1,305,970 $ 1,651,656 $ 1,770,881 $ Operating Balance (Rev. - Exp.) $ $ 345,686 $ - - $ - $ (119,225) -7% - 269 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM SUPERIOR COURT Agency 382 Org 3861 3862 3872 Title Personal Services Supplies & Services Capital Outlay PS SS CO Total Expenditures Revenue ADMINISTRATION $ 116,047 $ - $ - $ 116,047 $ CASE PROCESSING $ 2,220 $ - $ - $ 2,220 $ 2,220 $ Totals: $ 74,064 192,331 $ $ $ $ 774,064 892,331 $ $ 774,064 892,331 SPECIAL FUNDING FOR JIS OBJ OBJ_TITLE COL_INPUT ADOPTED_98/99 400,000 400,000 PROJECTED $ $ 300,000 300,000 RESTATED ADOPTED_99/00 VARIANCE 116,047 PERCENT EXPENDITURES AND REVENUES BY AGENCY/OBJECT SUPERIOR COURT Agency 382 FY1998-99 Adopted REVENUE 635 FEES & CHARGES FY1998-99 Projected 2,181,052 1,090,526 Total Revenue $ 1,090,526 FY1998-99 Restated 2,181,052 1,090,526 $ 1,090,526 FY1999-00 Adopted 2,181,052 1,090,526 $ 1,090,526 Variance 1,784,662 892,331 $ 892,331 % (198,195.00) -18% $ (198,195) -18% $ EXPENDITURES PERSONAL SERVICES 2,181,052 701 REGULAR PAY $ 705 TEMPORARY PAY 2,181,052 $ 70,000 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS Subtotal $ SUPPLIES AND SERVICES $ 820 RENT $ 2,181,052 $ 141,692 842 842 1,784,662 $ 164,578 (22,886) -16% 2,000 (1,158) -138% 100% - 27,685 27,685 - 27,685 22,311 22,311 25,753 (3,442) -15% - 9,596 9,596 - 9,596 100% 9,795 5% 3,000 100% 202,126 $ 3,000 3,000 202,126 $ 2,181,052 $ Subtotal 141,692 24,949 2,181,052 801 GENERAL SUPPLIES 270 107,177 3,000 513,400 $ 2,181,052 $ 510,400 $ 202,126 3,000 3,000 CAPITAL OUTLAY 2,181,052 2,181,052 2,181,052 920 EQUIPMENT 885,400 375,000 885,400 $ 1,784,662 $ $ 192,331 - $ 400,000 $ 400,000 (400,000) $ (397,000) -13233% 1,784,662 585,400 66% Subtotal $ 885,400 $ 375,000 $ 885,400 $ 300,000 $ 585,400 66% Total Expenditures $ 1,090,526 $ 1,090,526 $ 1,090,526 $ 892,331 $ 198,195 18% Operating Balance (Rev. - Exp.) $ - $ - $ - 300,000 $ - $ - HIDE_ROW maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM SUPERIOR COURT Agency 383 Org 3817 3835 3852 3861 3862 Title Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Revenue PROBATE FUND PROGRAMS $ 53,648 $ 14,000 $ - $ 67,648 $ 67,648 COMMISSIONERS(PROBATE FUND) $ 111,321 $ - $ - $ 111,321 $ 111,321 COMMISSIONERS' STAFF $ 66,007 $ - $ - $ 66,007 $ 71,974 ADMINISTRATION $ 22,200 $ - $ - $ 22,200 $ 22,200 CASE PROCESSING $ 308,546 $ 38,000 $ 15,000 $ 361,546 $ 361,546 Totals: $ 561,722 $ 52,000 $ 15,000 $ 628,722 $ 634,689 OBJ OBJ_TITLE COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT SUPERIOR COURT Agency 383 FY1998-99 Adopted REVENUE 635 FEES & CHARGES FY1998-99 Projected 1,594,352 797,176 Total Revenue $ 797,176 FY1998-99 Restated 1,594,352 797,176 $ 797,176 FY1999-00 Adopted 1,594,352 797,176 $ 797,176 Variance 1,263,411 634,689 $ 634,689 $ % (162,487.00) -20% (162,487) -20% EXPENDITURES PERSONAL SERVICES 1,594,352 701 REGULAR PAY $ 705 TEMPORARY PAY 461,741 1,594,352 $ 431,040 1,594,352 $ 431,040 1,263,411 $ 446,318 (15,278) -4% 116,711 92% 20,000 2,704 12% 79,404 12,144 13% 6,000 29,173 83% $ 145,454 21% $ 150,000 126,711 126,711 10,000 710 SPECIAL PAY 11,000 22,704 22,704 750 FRINGE BENEFITS 84,435 91,548 91,548 - 35,173 35,173 780 SALARY ADJUSTMENTS Subtotal $ SUPPLIES AND SERVICES 707,176 $ 1,594,352 801 GENERAL SUPPLIES $ $ 1,594,352 18,500 $ 1,594,352 $ 18,500 561,722 1,263,411 7,500 41% 11,500 11,500 11,500 - 0% 810 LEGAL 1,000 1,000 1,000 1,000 - 0% 825 REPAIRS AND MAINTENANCE 6,000 1,000 1,000 1,000 - 827 MATERIAL MGNT DISCRETIONARY 1,000 1,000 1,000 - 1,000 100% 842 EDUCATION $ 707,176 11,500 805 CONTRACTUAL SERVICES 25,000 707,176 $ $ 11,000 0% 3,500 2,500 2,500 1,000 1,500 60% 35,000 35,000 35,000 20,000 15,000 43% 850 UTILITIES 1,000 1,000 1,000 1,000 - 0% 860 MISCELLANEOUS EXPENSE 6,000 5,500 5,500 5,500 - 0% 25,000 32% (2,000) -15% (2,000) -15% 843 TRANSPORTATION/SHIPPING Subtotal $ CAPITAL OUTLAY 90,000 $ 1,594,352 920 EQUIPMENT Subtotal $ Total Expenditures $ Operating Balance (Rev. - Exp.) $ 797,176 - 77,000 $ 77,000 1,594,352 1,594,352 13,000 13,000 $ 52,000 $ 1,263,411 15,000 $ 13,000 $ 13,000 $ 15,000 $ $ 797,176 $ 797,176 $ 628,722 $ $ 5,967 $ $ - $ - 168,454 21% (5,967) 271 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM SUPERIOR COURT Agency 384 Org 3846 3882 Title Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Revenue CONCILIATION SERVICES (SE) $ 242,526 $ 3,500 $ - $ 246,026 $ 246,026 STAFF AND OPERATING COSTS $ 935,908 $ 82,500 $ 50,000 $ 1,068,408 $ 1,068,408 Totals: $ 1,178,434 $ 86,000 $ 50,000 $ 1,314,434 $ 1,314,434 OBJ OBJ_TITLE COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT EXPENDITURES AND REVENUES BY AGENCY/OBJECT SUPERIOR COURT Agency 384 FY1998-99 Adopted REVENUE 635 FEES & CHARGES Total Revenue $ FY1998-99 Projected FY1998-99 Restated FY1999-00 Adopted 2,755,070 2,755,070 2,755,070 1,377,535 1,377,535 1,377,535 1,377,535 $ 1,377,535 $ 1,377,535 Variance % 2,628,868 1,314,434 $ 1,314,434 (63,101.00) -5% $ (63,101) -5% $ EXPENDITURES PERSONAL SERVICES 2,755,070 701 REGULAR PAY $ 705 TEMPORARY PAY 2,755,070 $ 150,000 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS $ SUPPLIES AND SERVICES $ 2,755,070 $ 847,002 2,628,868 $ 93,000 916,039 (69,037) -8% 60,000 33,000 35% - 51,516 100% 25,000 51,546 51,516 181,515 173,998 174,762 179,303 (4,541) -3% 51,533 44,165 23,092 21,073 48% $ 32,011 3% $ 1,210,445 $ 2,755,070 801 GENERAL SUPPLIES 840,368 93,000 Subtotal $ 2,755,070 2,755,070 63% - 0% 810 LEGAL 3,000 3,000 3,000 3,000 - 0% 820 RENT 5,500 5,500 5,500 5,500 - 0% 825 REPAIRS AND MAINTENANCE 2,000 2,000 2,000 2,000 - 0% 840 ELECTED OFFICIAL TRAVEL 5,000 5,000 5,000 5,000 - 0% 841 EMPLOYEE TRAVEL 6,000 6,000 6,000 6,000 - 0% 10,000 10,000 10,000 10,000 - 0% 5,000 5,000 5,000 1,000 4,000 80% 5,000 $ CAPITAL OUTLAY 117,090 5,000 $ 2,755,070 50,000 920 EQUIPMENT 117,090 43,090 2,628,868 27,090 Subtotal $ 1,178,434 32,500 860 MISCELLANEOUS EXPENSE 43,090 $ 32,500 843 TRANSPORTATION/SHIPPING $ 1,210,445 32,500 842 EDUCATION 43,090 1,210,445 32,500 805 CONTRACTUAL SERVICES 272 853,930 $ 5,000 $ 2,755,070 50,000 117,090 16,000 5,000 $ 2,755,070 50,000 86,000 $ 2,628,868 50,000 - 0% 31,090 27% - 0% Subtotal $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ - 0% Total Expenditures $ 1,377,535 $ 1,377,535 $ 1,377,535 $ 1,314,434 $ 63,101 5% Operating Balance (Rev. - Exp.) $ $ - - $ - $ - $ - HIDE_ROW maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM SUPERIOR COURT Agency 385 Org 3871 3872 3873 3875 Title Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO ADMINISTRATION $ SPECIAL FUNDING FOR JIS $ TECHNICAL SUPPORT $ 322,181 $ OPERATIONS $ 69,598 $ Totals: $ 511,965 $ OBJ OBJ_TITLE 120,186 - COL_INPUT ADOPTED_98/99 $ - $ $ - $ 120,186 $ 120,186 $ 90,000 $ 397,500 $ 397,500 - $ - $ 322,181 $ 322,181 - $ - $ 69,598 $ 69,598 $ 90,000 $ 909,465 $ 909,465 307,500 307,500 PROJECTED Revenue RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT SUPERIOR COURT Agency 385 FY1998-99 Adopted REVENUE 635 FEES & CHARGES Total Revenue $ FY1998-99 Projected FY1998-99 Restated FY1999-00 Adopted 745,902 1,118,854 1,118,854 372,951 559,427 559,427 372,951 $ 559,427 $ 559,427 Variance % 1,818,930 909,465 $ 909,465 350,038.00 63% $ 350,038 63% $ (157,776) -75% EXPENDITURES PERSONAL SERVICES 745,902 701 REGULAR PAY $ 705 TEMPORARY PAY 130,375 1,118,854 $ 184,656 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 210,598 1,818,930 $ 368,374 55,965 50,000 5,965 - 25,227 42,470 25,000 17,470 41% 42,836 44,253 42,567 68,591 (26,024) -61% 11,267 100% 362,867 $ 362,867 $ 362,867 $ 511,965 $ (149,098) -41% $ 745,902 10,084 $ 1,118,854 93,133 $ 1,118,854 102,693 $ 1,818,930 160,000 $ 805 CONTRACTUAL SERVICES - 11,384 11,267 2,500 - 11% $ SUPPLIES AND SERVICES 801 GENERAL SUPPLIES 1,118,854 $ 71,500 5,000 Subtotal 210,503 (57,307) -56% 2,500 10,000 (7,500) -300% 820 RENT - 188 188 25,000 (24,812) -13198% 825 REPAIRS AND MAINTENANCE - 10,580 14,270 80,000 (65,730) -461% 841 EMPLOYEE TRAVEL - 945 945 10,000 (9,055) -958% 842 EDUCATION - 400 400 15,000 (14,600) -3650% 860 MISCELLANEOUS EXPENSE Subtotal $ CAPITAL OUTLAY 10,084 1,871 $ 745,902 - 920 EQUIPMENT Subtotal $ Total Expenditures $ Operating Balance (Rev. - Exp.) $ 372,951 - 109,617 1,871 $ 1,118,854 86,943 122,867 7,500 $ 1,118,854 73,693 307,500 $ 1,818,930 90,000 (5,629) -301% (184,633) -150% (16,307) -22% $ 86,943 $ 73,693 $ 90,000 $ (16,307) -22% $ 559,427 $ 559,427 $ 909,465 $ (350,038) -63% $ - $ - $ - $ - 273 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM SUPERIOR COURT Agency 386 Org 3811 3819 3833 3853 3859 3861 3862 3863 Title Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO STATE GRAND JURY $ $ 105,000 $ - $ 105,000 $ 105,000 CITY COURT SECURITY SVCS. $ 623,474 $ 5,000 $ - $ 628,474 $ 628,474 COMMISSIONER SALARY/ERE(IV-D) $ 318,822 $ - $ - $ 318,822 $ 318,822 FAMILY LAW REFEREE $ 103,502 $ 66,000 $ 50,000 $ 219,502 $ 219,502 SPECIAL DR DIVISIONS $ 152,341 $ - $ - $ 152,341 $ 152,341 ADMINISTRATION $ - $ 97,500 $ 10,000 $ 107,500 $ 107,500 CASE PROCESSING $ - $ 130,000 $ - $ 130,000 $ 130,000 - $ 31,000 $ 15,000 $ 46,000 $ 46,000 $ 434,500 $ 75,000 $ 1,707,639 $ 1,707,639 SECURITY - Revenue $ Totals: $ OBJ OBJ_TITLE 1,198,139 COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT EXPENDITURES AND REVENUES BY AGENCY/OBJECT SUPERIOR COURT Agency 386 FY1998-99 Adopted REVENUE 620 INTERGOVERMENTAL 635 FEES & CHARGES $ EXPENDITURES PERSONAL SERVICES $ Variance 3,459,294 3,459,294 3,415,278 1,470,449 1,470,450 1,424,139 45,834 45,834 130,000 1,729,647 213,364 $ 3,459,294 701 REGULAR PAY FY1999-00 Adopted 1,460,449 269,198 Total Revenue FY1998-99 Restated 3,459,294 - 650 MISCELLANEOUS REVENUE 955,608 1,729,647 213,363 $ 3,459,294 $ 968,826 1,729,647 3,459,294 $ 976,760 (46,311.00) 153,500 $ 1,707,639 % -3% 84,166.00 184% (59,863.00) -28% $ (22,008) -1% $ 490,405 50% 3,415,278 $ 486,355 705 TEMPORARY PAY 85,000 55,533 45,533 5,000 40,533 89% 710 SPECIAL PAY 36,000 38,751 38,888 - 38,888 100% 186,039 750 FRINGE BENEFITS 184,097 184,799 122,119 62,680 34% 780 SALARY ADJUSTMENTS - 15,440 16,667 10,000 6,667 40% 796 P S INTER-FUND CHARGES - - - 574,665 Subtotal 801 GENERAL SUPPLIES (574,665) $ 1,262,647 $ 1,262,647 $ 1,262,647 $ 1,198,139 $ $ 3,459,294 35,000 $ 3,459,294 35,000 $ 3,459,294 35,000 $ 3,415,278 35,000 $ SUPPLIES AND SERVICES 805 CONTRACTUAL SERVICES 64,508 5% - 0% 55,000 55,000 55,000 55,000 - 0% 130,000 130,000 130,000 130,000 - 0% 825 REPAIRS AND MAINTENANCE 18,000 18,000 18,000 18,000 - 0% 841 EMPLOYEE TRAVEL 30,000 30,000 30,000 20,000 10,000 33% 842 EDUCATION 23,000 23,000 23,000 15,000 8,000 35% 843 TRANSPORTATION/SHIPPING 10,000 10,000 10,000 5,500 4,500 860 MISCELLANEOUS EXPENSE 71,000 71,000 71,000 156,000 810 LEGAL Subtotal $ CAPITAL OUTLAY 372,000 $ 3,459,294 95,000 920 EQUIPMENT 274 FY1998-99 Projected 372,000 $ 3,459,294 95,000 372,000 $ 3,459,294 95,000 434,500 $ 3,415,278 75,000 45% (85,000) -120% (62,500) -17% 20,000 21% Subtotal $ 95,000 $ 95,000 $ 95,000 $ 75,000 $ 20,000 21% Total Expenditures $ 1,729,647 $ 1,729,647 $ 1,729,647 $ 1,707,639 $ 22,008 1% Operating Balance (Rev. - Exp.) $ $ - - $ - $ - $ - HIDE_ROW maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM SUPERIOR COURT Agency 387 Org 3867 Title SUPPLY & FACILITIES Personal Services Supplies & Services Capital Outlay PS SS CO $ Totals: $ OBJ OBJ_TITLE - COL_INPUT ADOPTED_98/99 $ $ 10,000 10,000 PROJECTED $ $ Total Expenditures 40,000 40,000 RESTATED $ $ ADOPTED_99/00 Revenue 50,000 50,000 $ $ VARIANCE 50,000 50,000 PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT SUPERIOR COURT Agency 387 FY1998-99 Adopted REVENUE 650 MISCELLANEOUS REVENUE Total Revenue $ FY1998-99 Projected FY1998-99 Restated FY1999-00 Adopted 100,000 100,000 100,000 50,000 50,000 50,000 50,000 $ 50,000 $ 50,000 Variance % 100,000 50,000 $ 50,000 $ - 0% - 0% - 0% - 0% EXPENDITURES SUPPLIES AND SERVICES 100,000 10,000 825 REPAIRS AND MAINTENANCE Subtotal $ CAPITAL OUTLAY 10,000 100,000 10,000 $ 100,000 40,000 915 BUILDINGS AND IMPROVEMENTS 10,000 100,000 10,000 $ 100,000 40,000 10,000 100,000 10,000 $ 100,000 40,000 10,000 $ 100,000 40,000 - 0% Subtotal $ 40,000 $ 40,000 $ 40,000 $ 40,000 $ - 0% Total Expenditures $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ - 0% Operating Balance (Rev. - Exp.) $ - $ - $ - $ - $ - 275 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM SUPERIOR COURT Agency 38A Org 3882 Title STAFF AND OPERATING COSTS Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Revenue $ - $ 20,000 $ - $ 20,000 $ 20,000 Totals: $ - $ 20,000 $ - $ 20,000 $ 20,000 EXPENDITURES AND REVENUES BY AGENCY/OBJECT SUPERIOR COURT Agency 38A REVENUE 635 FEES & CHARGES Total Revenue $ FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted 45,000 24,500 45,000 22,500 22,500 22,500 22,500 $ 22,500 $ 22,500 Variance % 40,000 20,000 $ 20,000 $ (2,500.00) -11% (2,500) -11% EXPENDITURES SUPPLIES AND SERVICES 45,000 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES 24,500 $ 18,000 860 MISCELLANEOUS EXPENSE 276 2,500 1,000 45,000 $ - 2,000 2,500 40,000 $ 18,000 1,000 2,500 $ 15,000 2,000 2,500 - 0% 3,000 17% (500) -25% Subtotal $ 22,500 $ 2,000 $ 22,500 $ 20,000 $ 2,500 11% Total Expenditures $ 22,500 $ 2,000 $ 22,500 $ 20,000 $ 2,500 11% Operating Balance (Rev. - Exp.) $ - $ 20,500 $ - $ - $ - maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM SUPERIOR COURT Agency 38B Org 3882 Title STAFF AND OPERATING COSTS Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Revenue $ 243,798 $ 10,000 $ - $ 253,798 $ 253,798 Totals: $ 243,798 $ 10,000 $ - $ 253,798 $ 253,798 EXPENDITURES AND REVENUES BY AGENCY/OBJECT SUPERIOR COURT Agency 38B REVENUE 635 FEES & CHARGES FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted 960,484 480,242 Total Revenue $ 480,242 650,542 480,242 $ 480,242 960,484 480,242 $ 480,242 Variance 507,596 253,798 $ 253,798 % (226,444.00) -47% $ (226,444) -47% $ 123,283 39% EXPENDITURES PERSONAL SERVICES 960,484 701 REGULAR PAY $ 705 TEMPORARY PAY 308,233 650,542 $ 50,000 710 SPECIAL PAY 750 FRINGE BENEFITS Subtotal $ SUPPLIES AND SERVICES Subtotal 314,522 507,596 $ 191,239 38,000 800 465 64,009 21,500 63,440 37,559 25,881 41% - - 5,815 - 5,815 100% $ 178,444 42% 422,242 $ 960,484 801 GENERAL SUPPLIES 960,484 $ 13,000 - 780 SALARY ADJUSTMENTS 135,000 170,300 $ 650,542 422,242 15,000 - $ 960,484 243,798 23,000 61% 465 100% 507,596 $ 33,000 $ - $ 33,000 $ 10,000 $ 23,000 70% $ 33,000 $ - $ 33,000 $ 10,000 $ 23,000 70% CAPITAL OUTLAY 960,484 920 EQUIPMENT 25,000 650,542 Subtotal $ 25,000 $ Total Expenditures $ 480,242 $ Operating Balance (Rev. - Exp.) $ $ - 960,484 - 507,596 25,000 - $ 25,000 $ 170,300 $ 480,242 $ 309,942 $ - $ 253,798 - 25,000 100% $ 25,000 100% $ 226,444 47% $ - 277 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM SUPERIOR COURT Agency 38C Org 3895 Title LIBRARY BOOK FUND Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Revenue $ - $ 800,000 $ - $ 800,000 $ 800,000 Totals: $ - $ 800,000 $ - $ 800,000 $ 800,000 EXPENDITURES AND REVENUES BY AGENCY/OBJECT SUPERIOR COURT Agency 38C REVENUE 635 FEES & CHARGES Total Revenue $ FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted 1,600,000 1,591,000 1,600,000 800,000 800,000 800,000 800,000 $ 800,000 $ 800,000 Variance % 1,600,000 800,000 $ 800,000 $ - 0% - 0% EXPENDITURES SUPPLIES AND SERVICES 1,600,000 801 GENERAL SUPPLIES $ 860 MISCELLANEOUS EXPENSE 278 - 1,591,000 $ 800,000 1,000 1,600,000 $ 790,000 625 1,600,000 $ 799,375 - $ 800,000 625 (625) 100% 0% Subtotal $ 800,000 $ 791,000 $ 800,000 $ 800,000 $ - 0% Total Expenditures $ 800,000 $ 791,000 $ 800,000 $ 800,000 $ - 0% Operating Balance (Rev. - Exp.) $ $ 9,000 $ $ - - - $ - maricopa county annual business strategies for 1999-2000 appointed Maricopa County Citizens Board of Supervisors Board of Supervisors Fulton Brock , Chairman, District 1 Fulton Brock , Chairman, District 1 Don Stapley , District 2 Don Stapley , District 2 Andrew Kunasek , District 3 Andrew Kunasek , District 3 Janice K. Brewer, District 4 Janice K. Brewer, District 4 Mary Rose Garrido Wilcox, District 5 Mary Rose Garrido Wilcox, District 5 County Administrative Officer David R. Smith Deputy County Administrator Sandi Wilson Chief Health Services Officer Dr. Jonathon Weisbuch Chief Financial Officer Tom Manos Maricopa Integrated Health System Criminal Justice Facilities Department Chief Public Works Officer Indigent Representation Chief Information Officer Public Defender Legal Defender Court Appointed Counsel Tom Buick Lin Thatcher Chief Community Services Officer William Scalzo 279 maricopa county annual business strategies for 1999-2000 animal control services (79) County Administrative Officer Chief Community Services Officer Animal Control Services Animal Control Services Ed Boks, Director Ed Boks, Director Administration Field Operations Shelter Operations Business Operations mission To promote and protect the health and safety of pets and people in Maricopa County. program goals Complete methodology and obtain signed Intergovernmental Agreements (IGAs) with those incorporated areas utilizing Animal Control’s services. Increase employee satisfaction by a minimum of 5% overall by the time of the next Employee Satisfaction Survey. Decrease animals euthanized that are considered adoptable from 23.9% for CY1998 to 15% for FY2000. Develop five-year strategic plan for Animal Control Services, including capital improvement programs. Achieve and maintain license throughput time at a maximum of seven days from application postmark date to license mail date. Review state statutes, county animal control ordinance, and local ordinances and work on changing legislation as appropriate. community impact Animal Control Services provides the following services to residents within the unincorporated areas of the County, as well as the cities/towns of Avondale, Buckeye, Carefree, Cave Creek, Chandler, El Mirage, Fountain Hills, Gila Bend, Gilbert, Glendale, Goodyear, Guadalupe, Litchfield Park, Mesa, Paradise Valley, Peoria, Phoenix, Queen Creek, Scottsdale, Surprise, Tempe, Tolleson, Wickenburg, Youngtown. Exceptions are noted. Provide dog licensing, durable dog tags, and kennel permits; enforcement of rabies vaccine requirements (ARS Title 11, Article 6, Sections 11-1008, 11-1009, 11-1010.) Exception: Fountain Hills issues licenses to its residents. Shelter and humanely destroy unwanted dogs and cats, adopt animals and provide for the reclaiming of pets (ARS Title 11, Article 6, Sections 11-1013, 11-1021) Exception: Unless we contract with a city/town, ACS is only mandated to shelter animals brought to the shelters by the city/town’s residents. Making provisions for the spaying and neutering of adopted animals (ARS Title 11, Article 6, Sections 11-1022) All adopted animals are either spayed/neutered or provisions are made for spaying/neutering. Impounding stray dogs (ARS Title 11, Article 6, Sections 11-1012, 11-1013, 11-1021) Exceptions: Carefree, Fountain Hills, Mesa, Paradise Valley, Wickenburg, and Youngtown. Handling of bite animals and vicious dogs (ARS Title 11, Article 6, Sections 11-1012, 11-1014) Exception: Fountain Hills. Issuing citations and license violation warnings to violators (ARS Title 11, Article 6, Sections 11-1012, 11-1014, 11-1015, 11-1016) Exceptions: Carefree, Fountain Hills, Mesa, Paradise Valley, Wickenburg, and Youngtown. 280 maricopa county annual business strategies for 1999-2000 performance measures Performance Measure FY 96-97 Animals Animals Adopted FY 97-98 FY 98-99 (Est) FY 99-00 (Proj) % of Animals % of Animals % of Animals Impounds Impounds Impounds % of Impounds 15,505 25% 13,347 23% 13,800 24% 14,200 25% Animals Released To Owner Other Disposition 8,210 13% 7,661 13% 7,300 13% 7,500 13% 1,819 3% 985 2% 1,159 2% 1,100 2% Remaining Inventory 1,000 2% 1000 2% 1000 2% 1000 2% Total 26,534 44% 22,993 39% 23,259 41% 23,800 42% Animals Euthanized 34,382 56% 35,313 61% 33,841 59% 33,200 58% Total Animals Impounded 60,916 Dog Licenses Sold Rabies Vaccinations 58,306 57,100 57,000 Animals % Of Dog Animals % Of Dog Owners Owners Animals % Of Dog Animals Owners 240,642 48% 231,079 243,000 48% 247,060 25,803 22,468 22,600 22,937 48% % Of Dog Owners 48% Estimate: 500,000 Dog Owners 281 maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY ANIMAL CONTROL SERVICES Department 79 Fund Type General Special Revenue Totals $ Personal Services 122,948 4,053,048 4,175,996 $ Supplies & Services 106,087 1,621,975 1,728,062 Capital Outlay 385,720 385,720 $ $ $ $ Total Expenses 229,035 6,060,743 6,289,778 Total Revenue $ $ $ 6,224,667 6,224,667 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT A N IM A L C O N T R O L S E R V I C E S Department 79 FY1998-99 Adopted $ 12,101,557 712,798 (418,114) 294,684 $ 11,430,698 304,134 (348,501) (44,367) $ 12,101,557 3,266,930 863,611 1,374,130 7,000 238,900 5,750,571 Subtotal Total Resources $ 6,045,255 RESOURCES B E G I N N IN G F U N D B A L A N C E REVENUE 610 LICENSES AND PERMITS 620 INTERGOVERMENTAL 635 FEES & CHARGES 6 3 7 F IN E S & F O R F E I T S 6 5 0 M IS C E L L A N E O U S R E V E N U E EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL PAY 7 5 0 F R IN G E B E N E F I T S 780 SALARY ADJUSTMENTS 7 9 0 O T H E R P E R S O N A L S E R V IC E S 7 9 5 P S IN T E R - F U N D C R E D I T ( N E G ) 7 9 6 P S IN T E R - F U N D C H A R G E S 797 PERSONNEL SAVINGS (NEG) $ Subtotal S U P P L I E S A N D S E R V IC E S 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES 807 HEALTH CARE SERVICES 820 RENT 8 2 5 R E P A I R S A N D M A IN T E N A N C E 826 FACILITIES MGMT DISCRETIONARY 8 2 7 M A T E R IA L M G N T D IS C R E T I O N A R Y 828 M O T O R P O O L 829 FUEL 830 TELECOM DISCRETIONARY 832 COUNTY COUNSEL 833 EMPLOYEE BENEFITS ADMIN 8 3 4 B A S E L E V E L E Q S E R V IC E S C H A R G E S 835 EQUIPMENT REPLACEMENT 836 RISK MANAGEMENT 837 BASE LEVEL TELECOM 838 TELECOM WIRELESS SYSTEMS 841 EMPLOYEE TRAVEL 842 EDUCATION 8 4 3 T R A N S P O R T A T IO N / S H I P P I N G 850 U T ILITIES 8 6 0 M IS C E L L A N E O U S E X P E N S E 8 7 2 S S IN T E R - F U N D C R E D I T ( N E G ) 8 7 3 S S IN T E R F U N D C H A R G E S 880 TRANSFERS OUT TO OTHER FUNDS Subtotal $ $ $ CAPITAL OUTLAY 915 BUILDINGS AND IMPROVEMENTS 920 EQUIPMENT 9 3 0 T R A N S P O R T A T IO N 282 FY1998-99 Projected 712,798 3,059,289 13,000 52,300 717,045 105,672 1,500 (152,484) 145,100 (143,136) 3,798,286 712,798 300,689 149,775 250,450 24,000 13,340 26,170 40,100 2,100 54,329 8,328 17,938 12,273 134,026 27,401 52,572 45,096 5,000 13,250 7,050 73,650 117,650 (106,087) 106,087 373,611 1,748,798 FY1998-99 Restated $ 12,101,557 712,798 (418,114) 294,684 $ 304,134 2,953,200 1,320,640 1,226,573 4,600 254,703 5,759,716 $ 5,715,349 $ $ 304,134 2,690,000 44,560 39,740 579,333 290,836 (152,484) 21,575 3,513,560 $ 304,134 231,975 173,200 105,562 9,000 10,100 29,868 70,000 23,050 235 49,480 21,273 17,938 12,273 134,026 27,401 52,572 45,096 2,350 3,900 3,400 74,507 160,615 106,176 373,611 1,737,608 $ 12,514,445 348,501 (288,192) 60,309 $ 712,798 3,266,930 863,611 1,374,130 7,000 238,900 5,750,571 $ 6,045,255 $ $ 712,798 3,101,081 13,000 50,830 727,388 175,651 1,500 (152,484) 24,456 (143,136) 3,798,286 $ 12,101,557 271,866 173,873 250,450 24,000 13,340 25,570 40,100 9,100 54,329 8,328 17,938 12,273 134,026 27,401 52,572 45,096 4,825 13,250 5,550 73,650 117,650 (106,087) 106,087 373,611 1,748,798 $ 11,430,698 119,496 141,085 203,600 464,181 $ $ Subtotal $ 12,101,557 145,000 160,618 203,600 509,218 Total Expenditures $ 6,056,302 Operating Balance (Rev. - Exp.) $ (305,731) $ Ending Fund Balance (Resources - Exp.) $ (11,047) $ FY1999-00 Adopted - 0% $ 12,514,445 3,100,991 1,320,640 1,370,143 4,600 367,984 6,164,358 $ - 0 0 0 0 0 0 $ 6,224,667 $ - 0% $ - 0 0 0 0 0 0 0 0 0 0 % % % % % % % % % % 0 0 0 0 0 0 0 0 0 0 0 0 0 0 % % % % % % % % % % % % % % $ $ 348,501 3,472,675 46,000 38,472 805,781 96,358 1,500 (152,948) 122,948 (254,790) 4,175,996 $ $ 12,101,557 145,000 160,618 203,600 509,218 $ 12,514,445 26,150 359,570 385,720 5,715,349 $ 6,056,302 $ 6,289,778 44,367 $ (305,731) $ $ (11,047) $ - % $ 12,514,445 217,898 138,500 126,632 9,200 12,050 16,450 150,000 23,300 200 44,276 7,840 20,598 16,547 115,218 91,077 48,644 30,397 3,400 18,800 5,400 79,374 214,208 338,053 1,728,062 $ Variance $ $ $ $ (25,140) 25,140 - % % % % % % 0% 0% 0% 0% 0% 0% 0% -13% 7% 0% $ - 0% 0% 0% $ - 0% (125,420) $ - 0% (65,111) $ - 0% maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION Dept 79 ANIMAL CONTROL SERVICES 79 Total WORKING TITLE ACCOUNTING TECHNICIAN I ADMINISTRATIVE ASSTNT III ADMINISTRATIVE COORD I ADMINISTRATIVE COORD II ADMINISTRATIVE COORD VI ADMINISTRATOR I ANIMAL CONTROL OFFICER ANIMAL CONTROL SUPERVISOR BUSINESS OFFICE ASSOCIATE FIELD ANIMAL CONTROL OFFICER KENNEL ANIMAL CONTROL OFFICER PUBLIC INFORMATION OFFICER PUBLIC RECORDS CLERK RABIES-ANIMAL CTL CLK I RABIES/ANIMAL CONTROL DIR RADIO DISPATCHER SERVICE WORKER III SYSTEMS MANAGER TELECOMMUNICATIONS CLERK FTE 2 1 2 9 4 2 49 8 1 1 1 1 1 37 1 3 4 1 2 130 283 maricopa county annual business strategies for 1999-2000 ORG ORG_TITLE COL_INPUT PS SS CO TOTAL_EXP REV HIDE_ROW TOTAL BUDGET BY PROGRAM ANIMAL CONTROL SERVICES Agency 790 Org Title 7930 FIELD SERVICES Personal Services PS Totals: OBJ OBJ_TITLE 7930 $ $ Supplies & Services SS 122,948 122,948 COL_INPUT ADOPTED_98/99 $ $ Capital HIDDEN Total Expenditures OutlayREVENUE_COL CO RE 106,087 106,087 PROJECTED $ $ - RESTATED $ $ Revenue 229,035 229,035 ADOPTED_99/00 $ $ - VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT ANIMAL CONTROL SERVICES Agency 790 EXPENDITURES PERSONAL SERVICES 780 SALARY ADJUSTMENTS FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted Variance 228,571 - 228,571 101,836 228,571 101,836 229,035 - $ 122,484 122,484 $ 20,648 122,484 $ 20,648 122,484 $ 122,948 122,948 $ Subtotal $ 228,571 106,087 106,087 $ 228,571 106,087 106,087 $ 228,571 106,087 106,087 $ 229,035 106,087 106,087 $ Total Expenditures $ 228,571 $ 228,571 $ 228,571 $ 229,035 $ 796 P S INTER-FUND CHARGES Subtotal SUPPLIES AND SERVICES 873 S S INTERFUND CHARGES 284 FY1998-99 % 101,836 100% (102,300) -495% (464) 0% - (464) 0% 0% 0% maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM ANIMAL CONTROL SERVICES Agency 792 Org Title 7910 7920 7940 7950 7960 Supplies & Services Capital Outlay PS SS CO ADMINISTRATION $ 606,642 $ 137,466 $ CUSTOMER SERVICES $ 943,526 $ 355,489 $ SHELTER SERVICES $ 872,019 $ 548,110 $ SPAY/NEUTER SERVICES $ 288,636 $ 74,063 $ DONATIONS (CARRY OVER) $ Totals: OBJ Personal Services OBJ_TITLE - $ $ 2,710,823 CO AD L_ O IP N TPEUDT_ 9 8 / 9 9 - $ 1,115,128 PROJECTED Total Expenditures 48,503 56,510 - Revenue $ 792,611 $ 1,380,949 $ 1,299,015 $ 4,735,618 $ 1,476,639 $ - $ 362,699 $ - $ 100,000 $ 100,000 $ 103,500 $ 205,013 $ 4,030,964 $ 6,220,067 RESTATED ADOPTED_99/00 VARIANCE P E R C E NHTI D E _ R O W E X P E N D I T U R E S A N D R E V E N U E S B Y A G E N C Y /O B J E C T ANIMAL CONTROL SERVICES Agency 792 RESOURCES FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted 11,872,986 Beginning Fund Balance $ REVENUE 610 LICENSES AND PERMITS 6 2 0 IN T E R G O V E R M E N T A L 635 FEES & CHARGES 637 FINES & FORFEITS 650 M ISCELLANEOUS REVENUE 294,684 11,202,127 $ (44,367) 11,872,986 $ 294,684 Variance % 10,251,031 $ 60,309 11,872,986 11,202,127 11,872,986 10,251,031 3,266,930 2,953,200 3,266,930 $ (234,375) -80% 3,100,991 (165,939.00) -5% 863,611 1,320,640 863,611 1,320,640 457,029.00 53% 1,374,130 1,226,573 1,374,130 1,370,143 7,000 4,600 7,000 238,900 254,703 - 238,900 367,984 (3,987.00) 0% (7,000.00) -100% 129,084.00 54% Total Revenue $ 5,750,571 $ 5,759,716 $ 5,750,571 $ 6,159,758 $ 409,187 7% Total Resources $ 6,045,255 $ 5,715,349 $ 6,045,255 $ 6,220,067 $ 174,812 3% $ 870,121 EXPENDITURES PERSONAL SERVICES 11,872,986 701 REGULAR PAY $ 3,059,289 11,202,127 $ 2,690,000 11,872,986 $ 3,101,081 10,251,031 $ 2,230,960 28% 705 TEMPORARY PAY 13,000 44,560 13,000 43,000 (30,000) 710 SPECIAL PAY 52,300 39,740 50,830 18,234 32,596 7 5 0 F R IN G E B E N E F I T S 717,045 579,333 727,388 518,945 208,443 29% 780 SALARY ADJUSTMENTS 105,672 189,000 73,815 61,903 11,912 16% 1,500 1,500 790 OTHER PERSONAL SERVICES 1,500 7 9 5 P S IN T E R - F U N D C R E D I T ( N E G ) - (152,484) 7 9 6 P S IN T E R - F U N D C H A R G E S (152,484) 22,616 797 PERSONNEL SAVINGS (NEG) 927 (143,136) Subtotal $ SUPPLIES AND SERVICES 3,675,802 $ 300,689 $ 231,975 3,675,802 271,866 2,710,823 64% 0% 100% 3,808 100% 20,583 -14% $ 964,979 26% $ (163,719) $ 11,872,986 $ (152,484) - (143,136) 3,391,076 11,202,127 $ - 3,808 $ 11,872,986 801 GENERAL SUPPLIES (152,484) - -231% 10,251,031 81,403 30% 8 0 2 M E D IC A L S U P P L I E S 149,775 173,200 173,873 $ 190,463 138,400 35,473 20% 805 CONTRACTUAL SERVICES 250,450 105,562 250,450 102,182 148,268 59% 807 HEALTH CARE SERVICES 24,000 9,000 24,000 9,200 14,800 62% 820 RENT 13,340 10,100 13,340 12,050 1,290 26,170 29,868 25,570 13,634 40,100 70,000 40,100 150,000 (109,900) -274% 2,100 23,050 9,100 22,700 (13,600) -149% 8 2 7 M A T E R IA L M G N T D I S C R E T IO N A R Y 828 MOTOR POOL - 829 FUEL 830 TELECOM DISCRETIONARY 832 COUNTY COUNSEL 833 EMPLOYEE BENEFITS ADMIN 834 BASE LEVEL EQ SERVICES CHARGES 836 R ISK MANAGEMENT 235 - 11,936 10% 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 200 47% (200) 54,329 49,480 54,329 5,484 48,845 90% 8,328 21,273 8,328 6,351 1,977 24% 17,938 17,938 17,938 13,389 4,549 25% 12,273 12,273 12,273 10,655 1,618 134,026 134,026 134,026 19,376 114,650 27,401 27,401 27,401 58,639 (31,238) 13% 86% -114% 837 BASE LEVEL TELECOM 52,572 52,572 52,572 39,638 12,934 25% 838 TELECOM WIRELESS SYSTEMS 45,096 45,096 45,096 8,489 36,607 81% 5,000 2,350 4,825 3,400 1,425 30% 13,250 3,900 13,250 16,400 (3,150) -24% 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 7,050 850 U T ILITIES 860 M ISCELLANEOUS EXPENSE 8 7 2 S S IN T E R - F U N D C R E D I T ( N E G ) 3,400 Subtotal CAPITAL OUTLAY 5% 74,715 (1,065) -1% 207,490 (89,840) -76% (106,087) 100% - 1,642,711 (106,087) 89 373,611 $ 250 73,650 117,650 - 880 TRANSFERS OUT TO OTHER FUNDS 5,300 74,507 160,615 (106,087) 8 7 3 S S IN T E R F U N D C H A R G E S 5,550 73,650 117,650 $ 1,631,521 - - 373,611 - 373,611 $ 1,642,711 - 6,973 $ 1,115,128 $ 366,638 98% 527,583 32% 11,872,986 11,202,127 11,872,986 10,251,031 915 BUILDINGS AND IMPROVEMENTS 145,000 119,496 145,000 145,000 100% 9 2 0 E Q U IP M E N T 160,618 141,085 160,618 25,000 135,618 84% 930 TRANSPORTATION 203,600 203,600 203,600 180,013 23,587 12% - Subtotal $ 509,218 $ 464,181 $ 509,218 $ 205,013 $ 304,205 60% Total Expenditures $ 5,827,731 $ 5,486,778 $ 5,827,731 $ 4,030,964 $ 1,796,767 31% Operating Balance (Rev. - Exp.) $ $ 272,938 $ $ 2,128,794 $ (2,205,954) 2859% Ending Fund Balance (Resources - Exp.) $ $ 228,571 $ $ 2,189,103 $ (1,971,579) -906% (77,160) 217,524 (77,160) 217,524 285 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM ANIMAL CONTROL SERVICES Agency 794 Org 7920 7930 Title CUSTOMER SERVICES FIELD SERVICES Personal Services Supplies & Services Capital Outlay PS SS CO $ $ Totals: $ OBJ OBJ_TITLE 239,871 1,102,354 1,342,225 COL_INPUT ADOPTED_98/99 $ $ $ 354,973 151,874 506,847 PROJECTED $ $ $ Total Expenditures 180,707 180,707 RESTATED $ $ $ Revenue 594,844 1,434,935 2,029,779 ADOPTED_99/00 $ $ $ 4,600 4,600 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT ANIMAL CONTROL SERVICES Agency 794 REVENUE 637 FINES & FORFEITS FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted Total Revenue $ - $ - EXPENDITURES PERSONAL SERVICES - $ - $ - - 701 REGULAR PAY 2,034,379 4,600 $ - $ - - $ 4,600 $ 1,241,715 - % 4,600.00 $ 4,600 2,034,379 $ (1,241,715) 705 TEMPORARY PAY - - - 3,000 (3,000) 710 SPECIAL PAY - - - 20,238 (20,238) (286,836) 750 FRINGE BENEFITS - - - 286,836 780 SALARY ADJUSTMENTS - - - 34,455 795 P S INTER-FUND CREDIT (NEG) - - - (152,948) 797 PERSONNEL SAVINGS (NEG) Subtotal $ - $ - SUPPLIES AND SERVICES $ - $ - - 801 GENERAL SUPPLIES $ - $ - - (34,455) 152,948 (91,071) 91,071 $ 1,342,225 $ (1,342,225) $ 2,034,379 27,435 $ (27,435) - 802 MEDICAL SUPPLIES - - - 100 (100) 805 CONTRACTUAL SERVICES - - - 24,450 (24,450) (2,816) 825 REPAIRS AND MAINTENANCE - - - 2,816 827 MATERIAL MGNT DISCRETIONARY - - - 600 (600) 829 FUEL - - - 38,792 (38,792) 830 TELECOM DISCRETIONARY - - - 1,489 (1,489) 832 COUNTY COUNSEL - - - 7,209 (7,209) 833 EMPLOYEE BENEFITS ADMIN - - - 5,892 (5,892) 834 BASE LEVEL EQ SERVICES CHARGES - - - 95,842 (95,842) (32,438) 836 RISK MANAGEMENT - - - 32,438 837 BASE LEVEL TELECOM - - - 9,006 (9,006) 838 TELECOM WIRELESS SYSTEMS - - - 21,908 (21,908) (2,400) 842 EDUCATION - - - 2,400 843 TRANSPORTATION/SHIPPING - - - 100 (100) 850 UTILITIES - - - 4,659 (4,659) 860 MISCELLANEOUS EXPENSE - - - 873 S S INTERFUND CHARGES - - - 880 TRANSFERS OUT TO OTHER FUNDS Subtotal $ - - CAPITAL OUTLAY 286 - - Variance $ - - - 6,718 $ 106,087 331,080 - - (6,718) (106,087) $ - 506,847 (331,080) $ (506,847) 920 EQUIPMENT - - - 2,034,379 1,150 (1,150) 930 TRANSPORTATION - - - 179,557 (179,557) Subtotal $ - $ - $ - $ 180,707 $ (180,707) Total Expenditures $ - $ - $ - $ 2,029,779 $ (2,029,779) Operating Balance (Rev. - Exp.) $ - $ - $ - $ (2,025,179) $ 2,025,179 maricopa county annual business strategies for 1999-2000 board of supervisors clerk (06) Board of Supervisors Clerk of the Board of Supervisors Fran McCarroll, Clerk Administration Agenda Processing Minutes Special Districts/Licenses mission Provide administrative services to support the actions of the Board of Supervisors. Record and communicate those actions to the public and the county. program goals Coordinate the consolidation and standardization of the agenda and the agenda routing process. Implement technological advances for access to public records. Coordinate and track all Boards and Commissions. Record all actions of the Board of Supervisors; prepare, publish and archive minutes. Process all documents related to Board of Supervisors' actions. Facilitate the organization/creation or process development of special districts and franchises. community impact An efficient agenda process should streamline and cut through bureaucratic red tape thereby making the administrative process more cost effective. Use of technological advances should provide more immediate access to records needed by citizens or other agencies. Coordination or formation of special districts, franchises, etc. provides citizens with a contact and resource to facilitate the process. Document processing allows timely processing of invoices, payments, and various agreements (i.e. service contracts, leases, etc.) performance measures Performance Measure Number Board Meetings staffed Number agenda items processed Number claims processed Number of licenses (liquor, bingo, fireworks) Number of pages of minutes 1994-95 1995-96 1996-97 1997-98 est 1998-99 proj 225 2,233 4,215 87 235 1,987 4,500 90 170 2,112 5,088 59 206 2,300 5,500 72 230 2,400 5,500 70 1,860 2,451 2,004 2,083 2,200 287 maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY BOARD OF SUPERVISORS CLERK Department 06 Fund Type General Totals $ Personal Services 325,471 325,471 Supplies & Services 160,719 $ 160,719 Capital Outlay 7,000 7,000 $ Total Expenses $ 493,190 $ 493,190 Total Revenue $ $ - EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT BOARD OF SUPERVISORS CLERK Department 06 FY1998-99 Adopted EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES 288 Subtotal $ 491,938 262,795 4,000 48,459 7,789 3,800 326,843 SUPPLIES AND SERVICES 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES 810 LEGAL 815 INSURANCE 820 RENT 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 828 MOTOR POOL 830 TELECOM DISCRETIONARY 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 860 MISCELLANEOUS EXPENSE Subtotal $ 491,938 12,500 54,016 53,000 200 10,000 1,400 300 800 500 1,500 1,500 3,300 500 18,579 158,095 CAPITAL OUTLAY 920 EQUIPMENT $ FY1998-99 Projected $ $ 439,049 255,000 3,000 42,854 6,000 8,900 315,754 $ 439,049 10,600 39,016 40,000 200 10,000 1,400 300 800 500 1,500 1,500 3,300 500 6,679 116,295 Subtotal $ 491,938 7,000 7,000 Total Expenditures $ 491,938 FY1998-99 Restated $ $ 491,938 263,454 3,989 46,770 11,350 1,280 326,843 FY1999-00 Adopted $ $ 493,190 265,207 4,000 47,185 7,799 1,280 325,471 $ 491,938 12,500 54,016 53,000 200 10,000 1,400 300 800 500 1,500 1,500 3,300 500 18,579 158,095 $ 439,049 7,000 7,000 $ 491,938 7,000 7,000 $ 493,190 7,000 7,000 $ 439,049 $ 491,938 $ 493,190 $ $ Variance $ $ % - 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% $ 493,190 12,519 56,000 50,000 200 10,000 1,400 300 800 500 1,500 3,700 4,000 500 19,300 160,719 $ - $ - 0% 0% $ - 0% $ $ Operating Balance (Rev. - Exp.) $ (491,938) $ (439,049) $ (491,938) $ (493,190) $ - 0% Ending Fund Balance (Resources - Exp.) $ (491,938) $ (439,049) $ (491,938) $ (493,190) $ - 0% maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION Dept 6 BOARD OF SUPERVISORS CLERK 6 Total WORKING TITLE ADMINISTRATIVE ASSTNT I V ADMINISTRATIVE ASSTNT III BC ADMINISTRATIVE COORD III BB ADMINISTRATIVE COORD III MS ADMINISTRATIVE COORD III V CLERK OF THE BOARD DEPUTY CLERK OF THE BOARD FTE 1 1 1 1 1 1 1 7 289 maricopa county annual business strategies for 1999-2000 ORG ORG_TITLE COL_INPUT PS SS CO TOTAL_EXP REV HIDE_ROW TOTAL BUDGET BY PROGRAM BOARD OF SUPERVISORS CLERK Agency 60 Personal Supplies Services PS & Services SS Capital HIDDEN Total Org Title 1320 1330 1340 CLERK OF THE BOARD 1320 $ $ 90,719 $ 7,000 $ 423,190 $ - BOARD OF EQUALIZATION 1330 $ - $ 50,000 $ - $ 50,000 $ - CHAIRMAN'S BUDGET 1340 $ - $ 20,000 $ - $ 20,000 $ - $ 160,719 $ 7,000 $ 493,190 $ - Totals: OBJ OBJ_TITLE 325,471 $ 325,471 COL_INPUT ADOPTED_98/99 PROJECTED OutlayREVENUE_COL Expenditures CO RE RESTATED ADOPTED_99/00 Revenue VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT BOARD OF SUPERVISORS CLERK Agency 60 FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected R es tated Adopted Variance % EXPENDITURES PERSONAL SERVICES 491,938 701 R E G U L A R P A Y $ 705 T E M P O R A R Y P A Y 439,049 $ 255,000 491,938 $ 263,454 493,190 $ 265,207 $ (1,753) -1% 4,000 3,000 3,989 4,000 (11) 0% 48,459 42,854 46,770 47,185 (415) -1% 780 S A L A R Y A D J U S T M E N T S 7,789 6,000 11,350 7,799 3,551 7 9 0 OT H E R P E R S O N A L S E R V I C E S 3,800 8,900 1,280 1,280 - 0% 1,372 0% 750 F R I N G E B E N E F I T S S ubtotal $ SUPPLIES AND SERVICES 326,843 $ 491,938 8 0 1 GE N E R AL S U P P L I E S $ $ 439,049 491,938 $ 12,500 325,471 $ 493,190 (19) 0% 54,016 56,000 (1,984) -4% 810 L E GAL 53,000 40,000 53,000 50,000 3,000 6% 200 200 200 200 - 0% 10,000 10,000 10,000 10,000 - 0% 1,400 1,400 1,400 1,400 - 0% 300 300 300 300 - 0% 826 F ACILIT I E S M G M T D I S C R E T I O N A R Y 10,600 $ 39,016 820 R E N T $ 326,843 54,016 8 2 5 R E P AIR S A N D M A I N T E N A N C E 12,500 315,754 31% 8 0 5 CONT R ACT U A L S E R V I C E S 815 I N S U R A N C E $ 12,519 $ 8 2 7 MAT E R I A L M G N T D I S C R E T I O N A R Y 800 800 800 800 - 0% 8 2 8 MOT OR P O O L 500 500 500 500 - 0% 8 3 0 T E L E COM DIS CR E T I O N A R Y 1,500 1,500 1,500 1,500 - 8 4 1 E MP L O Y E E T R A V E L 1,500 1,500 1,500 3,700 (2,200) -147% 8 4 2 E DUCAT ION 3,300 3,300 3,300 4,000 (700) -21% 500 500 500 500 18,579 6,679 18,579 19,300 8 4 3 T R ANS P OR T AT ION/S H I P P I N G 8 6 0 MIS CE L L A N E O U S E X P E N S E S ubtotal 290 262,795 $ 158,095 $ 116,295 $ 158,095 CAP I T A L O U T L A Y 491,938 439,049 491,938 920 E Q U I P M E N T 7,000 7,000 7,000 $ 160,719 $ 0% 0% (721) -4% (2,624) -2% 493,190 - 0% S ubtotal $ 7,000 $ 7,000 $ 7,000 $ 7,000 7,000 $ - 0% T otal E xpenditures $ 491,938 $ 439,049 $ 491,938 $ 493,190 $ (1,252) 0% maricopa county annual business strategies for 1999-2000 chief information officer (41) County Administrative Officer Chief Information Officer Chief Information Officer Lin Thatcher Lin Thatcher Office of the Chief Information Officer Electronic Business Center Telecommunications Infrastructure Technology Center Administrative Technology Center mission The Chief Information Officer, in association with assigned technology departments, has a two-fold mission at Maricopa County: (1) Leverage technology to make it easier to work with Government; and (2) Simplify processes and maximize efficiency to make it easier to work within Government. program goals To accomplish this mission, the top five business objectives being aggressively pursued are: efficient and effective service to citizens; widespread access and collaboration; Y2K technology readiness; high performance technology management; accurate and timely decision making. community impact The Chief Information Officer’s organization has widespread impact on both internal and external customers through: u Citizen access to County services; internal business process improvement; enhanced IT management practices and policy; maintenance and enhancement of the County computing and communications infrastructure; electronic security which promotes protection of County information; leveraging new technology in support of the County’s prime directives and mandates. performance measures Performance Measure Number of distinct technology domains managed 1995-96 1996-97 1997-98 (est) 1998-99 (proj) 8 9 10 13 Number major programs managed N/A 4 7 8 Number of major consulting engagements N/A 1 2 2 20 21 22 23 Number of e-mail users supported 650 2900 7200 8000 Number of Internet web pages supported 600 1200 1500 2000 Number of Intranet-based applications supported N/A N/A 2 5 Number of Intranet content pages supported N/A N/A 800 1400 Number of departments supported - PC/LAN/Office Automation 291 maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY CHIEF INFORMATION OFFICER Department 41 Fund Type General Totals $ Personal Services 3,433,143 3,433,143 Supplies & Services 1,599,276 $ 1,599,276 Capital Outlay 146,800 146,800 $ $ $ Total Expenses 5,179,219 5,179,219 Total Revenue $ $ - EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT CHIEF INFORMATION OFFICER Department 41 FY1998-99 Adopted FY1998-99 Projected FY1998-99 Restated FY1999-00 Adopted Variance % EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY $ 705 TEMPORARY PAY $ - 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES 4,650,647 2,703,177 $ 6,077 4,724,245 3,021,498 $ - 5,179,219 3,070,197 $ - - - 0% 32,002 33,591 32,002 31,500 - 0% 486,318 86,331 446,643 9,829 506,057 18,700 508,900 95,787 - 0% 0% 3,796 795 P S INTER-FUND CREDIT (NEG) (166,458) 797 PERSONNEL SAVINGS (NEG) (150,958) - 1,659 (135,559) - - - (166,458) (139,756) - (276,082) (133,485) - 0% 0% Subtotal $ 3,137,376 $ 3,063,758 $ 3,137,376 $ 3,433,143 $ - 0% $ 4,724,245 1,117,544 $ 4,650,647 968,863 $ 4,724,245 1,055,686 $ 5,179,219 1,058,821 $ SUPPLIES AND SERVICES 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES 820 RENT 825 REPAIRS AND MAINTENANCE - 0% 81,399 147,702 78,279 73,675 - 0% 9,640 9,428 7,440 12,300 - 0% 284,749 304,250 333,159 294,005 - 0% 826 FACILITIES MGMT DISCRETIONARY 100 827 MATERIAL MGNT DISCRETIONARY 420 828 MOTOR POOL - 842 EDUCATION 843 TRANSPORTATION/SHIPPING 872 S S INTER-FUND CREDIT (NEG) Subtotal $ 60 55 - - - 0% 6,584 11,239 6,584 16,820 - 0% 91,400 94,322 110,200 109,400 - 0% 9 - - - 19,949 19,890 19,949 34,195 - (153,707) (178,548) (153,707) - - 1,458,145 $ 1,377,190 $ 1,458,145 CAPITAL OUTLAY 4,724,245 4,650,647 4,724,245 920 EQUIPMENT 128,724 209,699 128,724 Subtotal $ - 410 - - 860 MISCELLANEOUS EXPENSE 90 35 67 830 TELECOM DISCRETIONARY 292 4,724,245 2,846,345 $ 1,599,276 $ 0% - 0% 5,179,219 - 0% 128,724 $ 209,699 $ 128,724 $ 146,800 146,800 $ - 0% 4,724,245 $ 4,650,647 $ 4,724,245 $ 5,179,219 $ - 0% Total Expenditures $ Operating Balance (Rev. - Exp.) $ (4,724,245) $ (4,650,647) $ (4,724,245) $ (5,179,219) $ - 0% Ending Fund Balance (Resources - Exp.) $ (4,724,245) $ (4,650,647) $ (4,724,245) $ (5,179,219) $ - 0% maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION Dept 41 CHIEF INFORMATION OFFICER 41 Total WORKING TITLE ADMIN. SUPPORT MANAGER BUSINESS ANALYST CHIEF INFORMATION OFFICER COMP OPERATIONS /SYS PROG MGR COMPUTER OPERATOR DATA SECURITY ANALYST DATABASE ADMINISTRATOR DISTRIBUTED PROGRAMMER ANALYST ENTERPRISE ARCHITECT MANAGER GROUPWARE ADMINISTRATOR IS DIRECTOR IS HELP DESK COORDINATOR IT CONSULTANT LAN ADMINISTRATOR LAN MANAGER MAINFRAME PROGRAMMER ANALYST MANAGER, APPLICATIONS MANAGER, HELP DESK OFFICE SUPERVISOR II OPERATIONS ANALYST P/C ANALYST PC SUPPORT SPECIALIST PROJECT MANAGER, DISTRIBUTED SYS SENIOR SYSTEMS SUPPORT SPECIALIST SOFTWARE ENGINEER SYSTEM PROGRAMMER SYSTEMS PROGRAMER TECHNICAL TRAINING COORD WEB DEVELOPER WEB SITE MANAGER FTE 1 2 1 1 9 1 2 1 1 2 1 3 7 3 1 6 2 1 1 1 1 2 1 1 1 2 2 1 3 1 62 293 maricopa county annual business strategies for 1999-2000 ORG ORG_TITLE COL_INPUT PS SS CO TOTAL_EXP REV HIDE_ROW TOTAL BUDGET BY PROGRAM CHIEF INFORMATION OFFICER Agency 410 Personal Supplies Services PS & Services SS Capital HIDDEN Total Org Title 4110 4130 4150 CIO 4110 $ 775,424 $ 44,550 $ 17,500 $ 837,474 $ ADMINISTRATIVE TECH CENTER 4130 $ 2,049,032 $ 1,459,706 $ 24,300 $ 3,533,038 $ - ELECTRONIC BUSINESS CENTER 4150 $ 608,687 $ 95,020 $ 105,000 $ 808,707 $ - 3,433,143 $ 1,599,276 $ 146,800 $ 5,179,219 $ - Totals: OBJ OBJ_TITLE $ COL_INPUT ADOPTED_98/99 PROJECTED OutlayREVENUE_COL Expenditures CO RE RESTATED ADOPTED_99/00 Revenue - VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT CHIEF INFORMATION OFFICER Agency 410 FY1998-99 Adopted FY1998-99 Projected FY1998-99 Restated FY1999-00 Adopted Variance % EXPENDITURES PERSONAL SERVICES 4,724,245 701 REGULAR PAY 705 TEMPORARY PAY $ 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES 4,650,647 $ $ SUPPLIES AND SERVICES $ 820 RENT 3,021,498 - 5,179,219 $ 3,070,197 - 33,591 32,002 31,500 446,643 9,829 506,057 18,700 508,900 95,787 - 3,137,376 1,117,544 81,399 1,659 (135,559) $ 4,724,245 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES 4,724,245 $ 32,002 (166,458) (150,958) Subtotal 2,703,177 6,077 486,318 86,331 3,796 795 P S INTER-FUND CREDIT (NEG) 797 PERSONNEL SAVINGS (NEG) 3,063,758 4,650,647 $ 968,863 147,702 3,137,376 4,724,245 $ 1,055,686 78,279 502 1,659 (139,756) (133,485) $ 3,433,143 (48,699) - -2% 2% (2,843) -1% (77,087) -412% - (166,458) (276,082) $ $ 100% (26,702) (142,597) 16% 52% $ (295,767) -9% $ (3,135) 4,604 0% 6% 5,179,219 $ 1,058,821 73,675 9,640 9,428 7,440 12,300 (4,860) -65% 284,749 100 304,250 - 333,159 90 294,005 - 39,154 90 12% 100% 420 35 410 60 350 85% 67 6,584 11,239 55 6,584 16,820 842 EDUCATION 91,400 94,322 110,200 109,400 843 TRANSPORTATION/SHIPPING 860 MISCELLANEOUS EXPENSE 19,949 9 19,890 19,949 34,195 (153,707) (178,548) (153,707) - 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 828 MOTOR POOL 830 TELECOM DISCRETIONARY 872 S S INTER-FUND CREDIT (NEG) Subtotal 294 2,846,345 - $ 1,458,145 $ 1,377,190 $ 1,458,145 $ 1,599,276 55 100% (10,236) -155% 800 1% (14,246) -71% (153,707) 100% $ (141,131) -10% CAPITAL OUTLAY 4,724,245 4,650,647 4,724,245 920 EQUIPMENT $ 209,699 209,699 $ 128,724 128,724 $ 146,800 146,800 $ (18,076) (18,076) -14% -14% $ 4,650,647 $ 4,724,245 $ 5,179,219 $ (454,974) -10% Subtotal $ 128,724 128,724 Total Expenditures $ 4,724,245 5,179,219 maricopa county annual business strategies for 1999-2000 community development (17) County Administrative Officer Chief Community Services Officer Community Development Isabel McDougall, Director Project Mngt. Finance Asst. Director Monitoring mission Facilitate the development of viable communities through the provision of affordable housing, suitable living environments, and expansion of strong economic bases, principally for persons of low and moderate income. program goals CDBG - Oversee approximately sixty projects, completing projects and expending funds according to established time frames and meeting all HUD and County requirements. HOME - Increase supply of affordable housing within the Urban County, principally for single families of low and moderate income via rehabilitation, acquisition, and new construction activities. community impact CDBG - The program serves primarily low/moderate income persons in the Urban County (all of the County excluding the eight largest cities: Chandler, Gilbert, Glendale, Mesa, Peoria, Phoenix, Scottsdale, and Tempe). Major applicants (not eligible for direct HUD grants) are the governments of 15 smaller communities: Avondale, Buckeye, Cave Creek, El Mirage, Fountain Hills, Gila Bend, Gilbert, Goodyear, Guadalupe, Litchfield Park, Queen Creek, Surprise, Tolleson, Wickenburg, and Youngtown. CDBG is the only flexible resource available to these communities for community development activities. Specific benefits include master planning, economic development activities, infrastructure improvements, public facilities, and special need facilities, inner city commercial revitalization, land acquisition, and single family owner occupied housing rehab. HOME Program - The incorporated/incorporated communities in the Urban County and the Maricopa HOME Consortium Cities (Chandler, Gilbert, Glendale, Mesa, Peoria, Scottsdale, and Tempe) are not eligible to receive this HUD grant except through the County Consortium. The HOME program creates affordable housing for individuals and targeted groups such as the homeless. A portion of the grant is reserved for qualified housing Non-profits. The program is available to all eligible county residents excluding the City of Phoenix. 295 maricopa county annual business strategies for 1999-2000 performance measures CDBG Administrative & Planning HUD FY 99-00 CDBG Allocation HUD Administrative & Planning Allowance CD CDBG Administration Budget Favorable Performance HOME PROGRAM Administrative Expense HUD FY99 - 00 HOME Allocation HUD Administrative Allowance CD HOME Administration Budget Favorable Performance HUD FY 99-00 CDBG Allocation HUD Administrative & Planning Allowance CD CDBG Administration Budget Favorable Performance HOME PROGRAM Administrative Expense HUD FY99 - 00 HOME Allocation HUD Administrative Allowance CD HOME Administration Budget Favorable Performance 296 Amount $3,454,000 $690,800 $620,000 $70,800 $4,328,000 $432,800 $207,442 $225,358 $3,454,000 $690,800 $620,000 $70,800 $4,328,000 $432,800 $207,442 $225,358 % to Total Allocation 20.00% 17.95% 2.05% 10.00% 4.79% 5.21% 20.00% 17.95% 2.05% 10.00% 4.79% 5.21% maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY COMMUNITY DEVELOPMENT Department 17 Fund Type Special Revenue Totals $ Personal Services 530,636 530,636 Supplies & Services 15,642,201 $ 15,642,201 Capital Outlay 19,000 19,000 $ $ $ Total Expenses 16,191,837 16,191,837 $ $ Total Revenue 16,191,837 16,191,837 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT COMMUNITY DEVELOPMENT Department 17 FY1998-99 Adopted RESOURCES REVENUE 615 GRANTS Subtotal $ EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES 401,334 401,334 16,987,849 16,987,849 Subtotal $ 401,334 401,334 7,250 80,536 19,877 508,997 SUPPLIES AND SERVICES 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES 820 RENT 825 REPAIRS AND MAINTENANCE 827 MATERIAL MGNT DISCRETIONARY 828 MOTOR POOL 829 FUEL 830 TELECOM DISCRETIONARY 832 COUNTY COUNSEL 833 EMPLOYEE BENEFITS ADMIN 834 BASE LEVEL EQ SERVICES CHARGES 836 RISK MANAGEMENT 837 BASE LEVEL TELECOM 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 855 STATE AND LOCAL AID 860 MISCELLANEOUS EXPENSE 880 TRANSFERS OUT TO OTHER FUNDS Subtotal $ 401,334 12,000 50,000 60,000 11,000 70 7 1,250 312 5,500 1,067 812 2,100 6,483 3,000 9,000 16,257,712 7,412 21,127 16,448,852 $ FY1998-99 Projected $ $ $ 412,442 412,442 16,987,849 16,987,849 412,442 412,442 7,257 80,157 7,541 1,600 508,997 $ 7,257 12,000 50,000 60,000 11,000 70 7 1,250 312 5,500 1,067 812 2,100 6,483 3,000 9,000 16,257,712 7,412 21,127 16,448,852 Subtotal $ 7,250 30,000 30,000 Total Expenditures $ 16,987,849 CAPITAL OUTLAY 920 EQUIPMENT 930 TRANSPORTATION Operating Balance (Rev. - Exp.) Ending Fund Balance (Resources - Exp.) $ FY1998-99 Restated $ $ $ 412,442 412,442 16,987,849 16,987,849 412,442 412,442 7,257 80,157 7,541 1,600 508,997 $ 7,257 12,000 50,000 60,000 11,000 70 7 1,250 312 5,500 1,067 812 2,100 6,483 3,000 9,000 16,257,712 7,412 21,127 16,448,852 $ 7,257 30,000 30,000 $ 16,987,849 $ FY1999-00 Adopted $ $ $ 416,748 416,748 16,191,837 16,191,837 416,748 416,748 10,000 79,134 24,754 530,636 $ 10,000 10,000 27,317 65,000 3,000 885 5,098 1,269 937 6,141 8,971 5,000 5,000 100 15,459,395 20,000 24,088 15,642,201 $ 7,257 30,000 30,000 $ 16,987,849 $ $ Variance $ $ $ $ % - 0% 0% - 0% 0% 0% 0% 0% $ - $ - 0% $ 10,000 19,000 19,000 $ 16,191,837 $ - 0% - $ - $ - $ - $ - - $ - $ - $ - $ - 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 297 maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION 298 Dept 17 COMMUNITY DEVELOPMENT 17 Total WORKING TITLE ACCOUNTANT I ADMINISTRATIVE ASSTNT II ADMINISTRATIVE COORD VI CMNTY DVLPMT ASSTDIR COMMUNITY DEVELOPMENT DIR FINANCIAL SERVICS ADM I FTE 1 2 4 1 1 1 10 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM COMMUNITY DEVELOPMENT Agency 171 Org 1720 1730 Title HOME FUNDS CDBG PROGRAM Personal Services Supplies & Services Capital Outlay PS SS CO $ $ Totals: $ OBJ OBJ_TITLE 530,636 530,636 COL_INPUT ADOPTED_98/99 $ $ $ 9,621,017 6,021,184 15,642,201 PROJECTED $ $ $ Total Expenditures 19,000 19,000 RESTATED $ $ $ Revenue 9,621,017 6,570,820 16,191,837 ADOPTED_99/00 $ 9,621,017 $ 6,570,820 $ 16,191,837 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT COMMUNITY DEVELOPMENT Agency 171 REVENUE 615 GRANTS Total Revenue $ FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted 33,975,698 33,975,698 33,975,698 16,987,849 16,987,849 16,987,849 16,987,849 $ 16,987,849 $ 16,987,849 Variance % 32,383,674 16,191,837 $ 16,191,837 (796,012.00) -5% $ (796,012) -5% $ (4,306) -1% (2,743) -38% EXPENDITURES PERSONAL SERVICES 33,975,698 701 REGULAR PAY $ 705 TEMPORARY PAY 401,334 33,975,698 $ 412,442 33,975,698 $ 412,442 32,383,674 $ 416,748 7,250 7,257 7,257 10,000 750 FRINGE BENEFITS 80,536 80,157 80,157 79,134 1,023 780 SALARY ADJUSTMENTS 19,877 7,541 7,541 24,754 (17,213) -228% 1,600 100% 790 OTHER PERSONAL SERVICES Subtotal $ SUPPLIES AND SERVICES 1,600 508,997 $ 33,975,698 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES 12,000 508,997 1,600 $ 33,975,698 $ 50,000 12,000 508,997 $ 33,975,698 $ 50,000 12,000 530,636 $ (21,639) 1% -4% 32,383,674 $ 2,000 17% 50,000 27,317 10,000 $ 22,683 45% (5,000) -8% 8,000 73% 820 RENT 60,000 60,000 60,000 65,000 825 REPAIRS AND MAINTENANCE 11,000 11,000 11,000 3,000 70 70 70 - 70 100% 7 7 7 - 7 100% 1,250 1,250 1,250 312 312 312 832 COUNTY COUNSEL 5,500 5,500 5,500 5,098 402 833 EMPLOYEE BENEFITS ADMIN 1,067 1,067 1,067 1,269 (202) 827 MATERIAL MGNT DISCRETIONARY 828 MOTOR POOL 829 FUEL 830 TELECOM DISCRETIONARY 834 BASE LEVEL EQ SERVICES CHARGES 885 365 29% - 312 100% 7% -19% 812 812 812 937 (125) -15% 836 RISK MANAGEMENT 2,100 2,100 2,100 6,141 (4,041) -192% 837 BASE LEVEL TELECOM 6,483 6,483 6,483 8,971 (2,488) -38% 841 EMPLOYEE TRAVEL 3,000 3,000 3,000 5,000 (2,000) -67% 842 EDUCATION 9,000 9,000 9,000 5,000 4,000 44% - - - 843 TRANSPORTATION/SHIPPING 855 STATE AND LOCAL AID 860 MISCELLANEOUS EXPENSE 880 TRANSFERS OUT TO OTHER FUNDS Subtotal 16,257,712 16,257,712 16,257,712 15,459,395 7,412 7,412 7,412 20,000 21,127 $ CAPITAL OUTLAY 16,448,852 21,127 $ 33,975,698 920 EQUIPMENT 16,448,852 21,127 $ 33,975,698 - 930 TRANSPORTATION 100 15,642,201 $ 5% (12,588) -170% (2,961) -14% 806,651 5% 32,383,674 - 19,000 30,000 100% $ 30,000 $ 30,000 $ 30,000 $ 19,000 $ 11,000 37% Total Expenditures $ 16,987,849 $ 16,987,849 $ 16,987,849 $ 16,191,837 $ 796,012 5% Operating Balance (Rev. - Exp.) $ $ - 30,000 (19,000) Subtotal - 30,000 798,317 24,088 $ 33,975,698 - 30,000 16,448,852 (100) $ - - $ - $ - 299 maricopa county annual business strategies for 1999-2000 correctional health (26) County Administrative Officer Chief Health Services Officer Correctional Health Correctional Health Susan Svitak, Director Susan Svitak, Director Employee Services Medical Services Clinical Services Quality Improvement Business Services Pharmacy Services mission To provide essential health care services to indigent persons under the supervision of the Maricopa County Sheriff's Office and Juvenile Court Detention Division. program goals Strengthen service delivery systems to meet service mandates within budget. Build and sustain continuous quality improvement programs that enable best practices and support cost containment initiatives. Strengthen business systems to support service delivery capabilities and improve cost control capabilities. Reinforce high standards of professional knowledge and behavior within an ethical and responsible health care program. Collaborate with other health care and justice system entities in the community to share resources, reduce costs, and achieve principled management practices. community impact Correctional Health Services provides health care to inmates and detainees in the Maricopa County Sheriff's Office and Juvenile Court detention facilities consistent with legal mandates established by statute and court order. Provision of these services sustains the patient's general level of health in the correctional facility and reduces the risk of costly financial sanctions and litigation. performance measures Performance Measures Medical Encounters Nursing Encounters Psychiatric Encounters Counseling Encounters Dental Encounters X-rays Prescriptions Dispensed Medical Service Requests Average Daily Census 300 FY 96-97 FY 97-98 FY 98-99 (Est.) FY 99-00 (Proj) 46,530 15,994 11,188 9,943 5,145 3,200 132,669 62,672 178,144 13,431 11,326 5,500 4,317 127,550 63,800 180,000 14,000 11,600 8,250 4,200 110,400 84,636 7,316 65,395 184,500 14,350 11,890 8,500 84,636 7,316 maricopa county annual business strategies for 1999-2000 Outcome Measures 85% of health assessments are completed on time or before 14 days. Ambulance runs are reduced by 5% over prior year actual Registry use is maintained at <20% of staffing dollars expended for nursing services Medical staff complete at least 50% of all receiving screenings conducted 95% of medical requests submitted are triaged by a nurse within 24 hours of receipt by medical Data error rate on encounters is reduced to <7% over prior year 100% of NCCHC essential standards are met. >85% of NCCHC important standards are met. 100% of State licensure requirements are met or a waiver of compliance is received and all service sites are licensed. A patient satisfaction baseline is established. Employee satisfaction levels increase overall by at least one half of one point in all categories of the County-wide employee satisfaction survey. A written document approved by the Board of Supervisors and/or the Appointing Authority describes all financial and non-financial agreements with other County departments and external agencies. CY1998 721 CY1999 685 301 maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY CORRECTIONAL HEALTH Department 26 Fund Type Special Revenue Totals $ Personal Services 8,194,361 8,194,361 Supplies & Services 8,563,656 $ 8,563,656 Capital Outlay 23,000 23,000 $ $ $ Total Expenses 16,781,017 16,781,017 $ $ Total Revenue 30,408 30,408 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT CORRECTIONAL HEALTH Department 26 FY1998-99 Adopted RESOURCES REVENUE 615 G R A N T S Subtotal $ 15,647,026 15,647,026 12,500 12,500 Total Resources $ 12,500 EXPENDITURES PERSONAL SERVICES 701 R E G U L A R P A Y 705 T E M P O R A R Y P A Y 710 S P E C I A L P A Y 750 F R I N G E B E N E F I T S 780 S A L A R Y A D J U S T M E N T S 795 P S I N T E R - F U N D C R E D I T ( N E G ) 796 P S I N T E R - F U N D C H A R G E S 797 P E R S O N N E L S A V I N G S ( N E G ) 302 FY1998-99 Projected $ 15,664,934 15,664,934 30,408 30,408 $ 30,408 FY1998-99 Restated $ 15,647,026 15,647,026 12,500 12,500 $ 12,500 FY1999-00 Adopted Variance % $ 16,811,425 16,811,425 30,408 30,408 $ - 0% 0% $ 30,408 $ - 0% Subtotal $ 15,647,026 5,367,848 $ 895,181 590,000 1,177,830 30,693 (12,500) 12,500 (469,783) 7,591,769 $ 15,664,934 4,526,241 $ 1,188,093 862,808 1,028,570 (12,500) 12,500 7,605,712 $ 15,647,026 6,331,982 $ 109,246 358,150 1,256,187 5,987 (8,055,257) 8,055,257 (469,783) 7,591,769 $ 16,811,425 6,740,115 $ 211,761 200,000 1,365,219 147,049 (30,408) 30,408 (469,783) 8,194,361 $ - 0% 0% 0% 0% 0% 0% 0% 0% 0% SUPPLIES AND SERVICES 801 G E N E R A L S U P P L I E S $ 802 M E D I C A L S U P P L I E S 805 C O N T R A C T U A L S E R V I C E S 807 H E A L T H C A R E S E R V I C E S 825 R E P A I R S A N D M A I N T E N A N C E 827 M A T E R I A L M G N T D I S C R E T I O N A R Y 828 M O T O R P O O L 829 F U E L 830 T E L E C O M D I S C R E T I O N A R Y 840 E L E C T E D O F F I C I A L T R A V E L 842 E D U C A T I O N 843 T R A N S P O R T A T I O N / S H I P P I N G 845 S U P P O R T A N D C A R E O F P E R S O N S 850 UTILITIES 860 M I S C E L L A N E O U S E X P E N S E 872 S S I N T E R - F U N D C R E D I T ( N E G ) 873 S S I N T E R F U N D C H A R G E S Subtotal $ 15,647,026 52,204 $ 1,298,312 12,279 6,489,136 26,942 7,329 1,483 516 6,712 10,064 119,783 13,925 (8,928) 8,029,757 $ 15,664,934 46,154 1,247,649 10,796 6,420,618 34,892 2,760 1,181 6,464 13,493 913 9,209 108,563 8,031 62,733 7,973,456 15,647,026 52,204 $ 1,298,312 12,279 6,489,136 26,942 7,329 1,483 516 6,712 10,064 119,783 13,925 (7,588,197) 7,579,269 8,029,757 $ 16,811,425 53,994 1,272,712 10,000 6,970,554 35,000 2,800 1,200 6,500 10,000 10,000 110,000 8,000 72,896 8,563,656 0% 0% 0% 0% 0% 0% $ - CAPITAL OUTLAY 915 B U I L D I N G S A N D I M P R O V E M E N T S 920 E Q U I P M E N T 15,647,026 15,664,934 15,647,026 16,811,425 Subtotal $ 13,000 13,000 $ 12,392 42,966 55,358 $ 13,000 13,000 $ 23,000 23,000 $ - 0% 0% Total Expenditures $ 15,634,526 $ 15,634,526 $ 15,634,526 $ 16,781,017 $ - 0% $ $ $ $ 0% 0% 0% 0% 0% 0% 0% 0% Operating Balance (Rev. - Exp.) $ (15,622,026) $ (15,604,118) $ (15,622,026) $ (16,750,609) $ - 0% Ending Fund Balance (Resources - Exp.) $ (15,622,026) $ (15,604,118) $ (15,622,026) $ (16,750,609) $ - 0% maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION Dept 26 CORRECTIONAL HEALTH 26 Total WORKING TITLE ADMIN COORDINATOR III ADMINISTRATIVE ASSTNT II ADMINISTRATIVE COORD IV ADMINISTRATOR I CERTIFIED DENTAL ASSISTANT CERTIFIED DENTAL ASSISTNT CLERK III CLERK IV CORRECTIONAL HLTHSVCS DIR COUNSELOR COUNSELOR II COUNSELOR III COUNSELOR IV DENTAL DIRECTOR FAMILY SUPPORT CASEWORKER HEALTH SERVICES ADMIN I INF. CONT. MGR LICENSED PRACTICAL NRS II LPN NURSE ADMINISTRATOR II NURSE ASSISTANTS NURSE MANAGER II NURSING EDUCATION INST II NUTRITIONIST II PATIENT CARE ASSISTANT I PATIENT CARE ASSISTANT II PHARM TECHNICIAN PHARMACIST II PHARMACIST SUPERVISOR PHARMACY TECHNICIAN I PHARMACY TECHNICIAN II RADIOLOGIC TCHNLGST II REGISTERED NURSE II REGISTERED NURSE III REGISTERED NURSE IV REGISTERED NURSE V REGISTERED NURSE VI RN SERVICE WORKER II SYSTEMS ANALYST II UNIT SECRETARY UNIT SECRETARY II FTE 1 2 1 1 1 3 1 1 1 2 9 8 2 1 1 3 1 49 7 1 5 8 1 1 3 8 3 4 1 3 3 1 3 45 4 4 1 2 2 1 2 22 223 303 maricopa county annual business strategies for 1999-2000 ORG ORG_TITLE COL_INPUT PS SS CO TOTAL_EXP REV TOTAL BUDGET BY PROGRAM CORRECTIONAL HEALTH Agency 260 Org Title Totals: OBJ OBJ_TITLE Personal Supplies Services PS & Services SS $ - COL_INPUT ADOPTED_98/99 Capital $ - PROJECTED HIDDEN Total OutlayREVENUE_COL Expenditures CO RE $ - RESTATED $ - ADOPTED_99/00 Revenue $ - VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT CORRECTIONAL HEALTH Agency 260 EXPENDITURES PERSONAL SERVICES FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted 15,622,026 701 REGULAR PAY 705 TEMPORARY PAY $ 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 795 P S INTER-FUND CREDIT (NEG) 5,367,848 895,181 15,622,026 $ Subtotal SUPPLIES AND SERVICES 801 GENERAL SUPPLIES $ $ 4,526,241 1,188,093 Variance $ 6,331,982 109,246 % $ - $ 6,331,982 109,246 100% 100% 590,000 862,808 358,150 - 358,150 100% 1,177,830 30,693 1,028,570 - 1,256,187 5,987 - 1,256,187 5,987 100% 100% (8,055,257) - (8,055,257) 100% - (469,783) (463,488) 100% 100% 52,204 100% (12,500) 797 PERSONNEL SAVINGS (NEG) (12,500) (469,783) 7,579,269 $ 15,622,026 52,204 $ 7,593,212 $ 15,622,026 46,154 $ (469,783) (463,488) $ 52,204 $ - $ - $ 802 MEDICAL SUPPLIES 1,298,312 1,247,649 1,298,312 - 1,298,312 100% 805 CONTRACTUAL SERVICES 807 HEALTH CARE SERVICES 12,279 6,489,136 10,796 6,420,618 12,279 6,489,136 - 12,279 6,489,136 100% 100% 26,942 34,892 26,942 - 26,942 100% 7,329 1,483 2,760 - 7,329 1,483 - 7,329 1,483 100% 100% 516 1,181 516 - 516 100% 6,712 10,064 6,464 13,493 6,712 10,064 - 6,712 10,064 100% 100% - - - 825 REPAIRS AND MAINTENANCE 827 MATERIAL MGNT DISCRETIONARY 828 MOTOR POOL 829 FUEL 830 TELECOM DISCRETIONARY 840 ELECTED OFFICIAL TRAVEL 842 EDUCATION - 843 TRANSPORTATION/SHIPPING 845 SUPPORT AND CARE OF PERSONS 913 119,783 850 UTILITIES 9,209 108,563 - 860 MISCELLANEOUS EXPENSE 872 S S INTER-FUND CREDIT (NEG) $ CAPITAL OUTLAY 915 BUILDINGS AND IMPROVEMENTS 920 EQUIPMENT 8,029,757 119,783 8,031 13,925 (8,928) Subtotal 304 FY1998-99 - 62,733 $ 7,973,456 - 13,925 (7,588,197) $ 119,783 450,488 15,622,026 15,622,026 - 13,000 12,392 42,966 13,000 $ 100% - - $ 13,925 (7,588,197) 100% 100% 450,488 100% - 13,000 100% 100% Subtotal $ 13,000 $ 55,358 $ 13,000 $ - $ 13,000 Total Expenditures $ 15,622,026 $ 15,622,026 $ - $ - $ - maricopa county annual business strategies for 1999-2000 ORG ORG_TITLE COL_INPUT PS SS CO TOTAL_EXP REV HIDE_ROW TOTAL BUDGET BY PROGRAM CORRECTIONAL HEALTH Agency 261 Personal Services PS Org Title 2656 SCREENING Totals: OBJ OBJ_TITLE 2656 $ $ Supplies & Services SS 30,408 30,408 COL_INPUT ADOPTED_98/99 $ $ Capital HIDDEN Total OutlayREVENUE_COL Expenditures CO RE - PROJECTED $ $ - RESTATED $ $ Revenue 60,816 60,816 ADOPTED_99/00 $ $ 30,408 30,408 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT CORRECTIONAL HEALTH Agency 261 REVENUE 615 GRANTS FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted 25,000 12,500 Total Revenue $ 12,500 Subtotal 42,908 30,408 $ 30,408 25,000 $ 12,500 12,500 Total Expenditures $ Operating Balance (Rev. - Exp.) $ 25,000 12,500 $ 12,500 42,908 $ 12,500 12,500 12,500 $ - $ Variance 60,816 30,408 $ % 17,908.00 143% 17,908 143% $ 30,408 25,000 60,816 $ 12,500 12,500 $ 30,408 30,408 $ (17,908) -143% (17,908) -143% 12,500 $ 12,500 $ 30,408 $ (17,908) -143% 17,908 $ - $ - $ EXPENDITURES PERSONAL SERVICES 796 P S INTER-FUND CHARGES - 305 maricopa county annual business strategies for 1999-2000 ORG ORG_TITLE CO PS L_INPUT SS CO TOTAL_EXP REV HIDE_ROW TOTAL BUDGET BY PROGRAM CORRECTIONAL HEALTH Agency 262 Personal Services PS Supplies & Services SS Capital HIDDEN Total O u t l a yR E V E N U E _ CEOx p Lenditures CO RE Org Title 2611 2621 2642 2643 2644 2647 2648 2652 2653 2656 2657 2658 2659 2661 2680 2699 CORRECTIONAL HEALTH ADMIN. 2 6$1 1 1,383,546 $ 532,430 $ - $ 1,915,976 $ - MEDICAL MANAGEMENT ESTRELLA O/P 2 6$2 1 2 6$4 2 1,003,349 $ $ 3,535,920 804,066 $ $ - $ $ 3,535,920 1,807,415 $ $ - DURANGO JUVENILE 2 6$4 3 344,933 $ 77,656 $ - $ 422,589 $ - SOUTHEAST JUVENILE DURANGO O/P 2 6$4 4 2 6$4 7 233,293 563,807 $ $ 71,569 497,042 $ $ - $ $ 304,862 1,060,849 $ $ - TOWERS O/P 2 6$4 8 436,311 $ 189,532 $ - $ 625,843 $ - MADISON O/P MADISON INFIRMARY 2 6$5 2 2 6$5 3 1,011,074 324,392 $ $ 587,234 182,350 $ $ - $ $ 1,598,308 506,742 $ $ - SCREENING 2 6$5 6 337,567 $ 18,379 $ - $ 355,946 $ - 1ST AVENUE O/P DURANGO PSYCH 2 6$5 7 2 6$5 8 297,024 651,210 $ $ 97,096 227,583 $ $ - $ $ 394,120 878,793 $ $ - MADISON PSYCH 2 6$5 9 589,852 $ 383,543 $ - $ 973,395 $ - MADISON SPECIALTY CLINIC PHARMACY SERVICES 2 6$6 1 2 6$8 0 498,299 $ $ 4,175 951,401 $ $ - $ $ 4,175 1,449,700 $ $ - 2 6$9 9 $ 489,296 8,163,953 $ $ 403,680 8,563,656 $ $ $ $ 915,976 16,750,609 $ $ - OTHER Totals: OBJ OBJ_TITLE CO AD L _OIP NTPEUDT_ 9 8 / 9 9 PROJECTED 23,000 23,000 RESTATED ADOPTED_99/00 Revenue VARIANCE P E R C E NHTI D E _ R O W EXPENDITURES AND REVENUES BY AGENCY/OBJECT CORRECTIONAL HEALTH Agency 262 FY1998-99 Adopted EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY FY1998-99 Projected $ - $ - $ FY1999-00 Adopted 15,622,026 - $ Variance 16,750,609 6,740,115 $ - - - 211,761 (211,761) 710 SPECIAL PAY 750 FRINGE BENEFITS - - - 200,000 1,365,219 (200,000) (1,365,219) (147,049) 780 SALARY ADJUSTMENTS - - - 147,049 795 P S INTER-FUND CREDIT (NEG) - - - (30,408) 30,408 796 P S INTER-FUND CHARGES 797 PERSONNEL SAVINGS (NEG) - - (469,783) 8,042,757 469,783 SUPPLIES AND SERVICES 801 GENERAL SUPPLIES $ - $ - $ - $ - - 802 MEDICAL SUPPLIES 8,042,757 $ 8,042,757 $ 8,163,953 $ $ 15,622,026 - $ 16,750,609 53,994 $ - - - - 1,272,712 (121,196) - - - 10,000 (10,000) - - - 6,970,554 35,000 (6,970,554) (35,000) 827 MATERIAL MGNT DISCRETIONARY - - - 2,800 (2,800) 829 FUEL - - - 1,200 (1,200) 830 TELECOM DISCRETIONARY 840 ELECTED OFFICIAL TRAVEL - - - 6,500 10,000 (6,500) (10,000) 843 TRANSPORTATION/SHIPPING - - - 10,000 (10,000) 845 SUPPORT AND CARE OF PERSONS 850 UTILITIES - - - 110,000 8,000 (110,000) (8,000) - 72,896 - - - - Subtotal $ - CAPITAL OUTLAY $ - - 920 EQUIPMENT 7,579,269 $ - - 7,579,269 15,622,026 - - Subtotal $ - $ - $ Total Expenditures $ - $ - $ 15,622,026 (72,896) $ 8,563,656 -2% (53,994) 805 CONTRACTUAL SERVICES 860 MISCELLANEOUS EXPENSE 100% (1,272,712) 807 HEALTH CARE SERVICES 825 REPAIRS AND MAINTENANCE 873 S S INTERFUND CHARGES % (6,740,115) 705 TEMPORARY PAY Subtotal 306 FY1998-99 Restated 7,579,269 $ (984,387) 16,750,609 23,000 100% -13% (23,000) $ 23,000 $ (23,000) $ 16,750,609 $ (1,128,583) -7% maricopa county annual business strategies for 1999-2000 county administrative officer (20) County Administrative Officer David R. Smith Government Relations & Communications Administration mission To manage, lead, and direct countywide services. This includes managing the continued financial stabilization plan, responding to citizenry and meeting public needs, providing leadership for county initiatives, initiating program development, and implementation in response to policy direction set by the Board of Supervisors, coordinating county issues which have regional impact, providing leadership related to county legislative initiatives and intergovernmental issues, and providing information to employees and the public concerning county activities. program goals Provide strategic direction and manage efforts at the local, State and Federal levels for Maricopa County. Develop and cultivate ongoing work relationships with State and local governments and other organizations to achieve cooperation on regional issues. Ensure quality of service to Maricopa County citizens. Provide both managerial and administrative support to the Board of Supervisors. Inform the citizens of Maricopa County of the programs, services, activities, and functions of their county government, and to share information on major events or changes within the government. community impact The Office of the County Administrative Officer has a direct and marketable impact on the community. This department is responsible for many communication activities and is ultimately responsible for overseeing the effectiveness, efficiency, and strategic direction based on policy-setting initiatives given by the Board of Supervisors. performance measures Performance measures FY 96-97 FY 97-98 FY 98-99 (Est.) 1700 1800 8500 9000 FY 99-00 (Proj) Bills Researched for County Impact Bills successfully lobbied Citizens complaints resolved Formal inquiries Legislation bills reviewed & introduced Pre-session County proposals Telephone inquiries 307 maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY COUNTY ADMINISTRATOR Department 20 Fund Type General Totals $ Personal Services 1,006,986 1,006,986 Supplies & Services 185,049 $ 185,049 Capital Outlay 2,000 2,000 $ $ $ Total Expenses 1,194,035 1,194,035 Total Revenue $ $ - EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT COUNTY ADMINISTRATOR Department 20 FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted Variance % EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY $ $ 839,160 $ 847,804 - 0% 18,000 7,000 7,000 6,000 - 0% 750 FRINGE BENEFITS 128,016 131,485 143,661 141,459 - 0% 45,000 29,291 28,589 45,000 - 0% (17,754) (17,754) (17,754) (33,277) - 0% - 0% 797 PERSONNEL SAVINGS (NEG) $ 767,206 705 TEMPORARY PAY 780 SALARY ADJUSTMENTS $ Subtotal $ 917,228 $ 917,228 $ 1,000,656 $ 1,006,986 $ $ 30,836 $ 26,500 $ 28,836 $ 27,000 $ SUPPLIES AND SERVICES 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 828 MOTOR POOL 830 TELECOM DISCRETIONARY 841 EMPLOYEE TRAVEL 860 MISCELLANEOUS EXPENSE Subtotal $ - 0% 100,709 100,709 100,709 100,709 - 0% 2,700 2,650 2,700 2,650 - 0% 700 500 700 700 - 0% 20,700 20,700 20,700 20,700 - 0% 100 2,800 100 2,500 100 2,800 188 3,096 - 0% 0% 7,000 6,000 7,000 7,000 - 0% 22,000 21,500 22,000 23,006 - 0% - 0% 187,545 $ 181,159 $ 185,545 $ 185,049 CAPITAL OUTLAY - - - - 920 EQUIPMENT 2,000 4,000 4,000 2,000 Subtotal $ Total Expenditures $ Operating Balance (Rev. - Exp.) Ending Fund Balance (Resources - Exp.) 308 743,966 $ $ - 0% 2,000 $ 4,000 $ 4,000 $ 2,000 $ - 0% 1,106,773 $ 1,102,387 $ 1,190,201 $ 1,194,035 $ - 0% (1,106,773) $ (1,102,387) $ (1,190,201) $ (1,194,035) $ - 0% (1,106,773) $ (1,102,387) $ (1,190,201) $ (1,194,035) $ - 0% maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION Dept 20 COUNTY ADMINISTRATIVE OFFICER 20 Total WORKING TITLE ADMINISTRATIVE ASSTNT III ADMINISTRATIVE COORD III CONTRACT EMPLOYEE COUNTY ADMINISTRATV OFFCR EMPLOYEE OMBUDSMAN EXECUTIVE ASSISTANT GOVT RELS/COMM DIRECTOR INFORMATION COORDINATOR LEGISLATIVE LIAISON MANAGEMENT ANALYST III PIO PUBLIC INFORMATION OFFICER SYSTEM COORDINATOR VOLUNTEER COORDINATOR FTE 2 2 1 1 1 1 1 1 1 1 1 1 1 1 13 309 maricopa county annual business strategies for 1999-2000 ORG ORG_TITLE COL_INPUT PS SS CO TOTAL_EXP REV HIDE_ROW TOTAL BUDGET BY PROGRAM COUNTY ADMINISTRATOR Agency 200 Personal Services PS Org Title 2010 COUNTY ADMINISTRATOR'S OFFICE 2010 $ Totals: $ OBJ OBJ_TITLE Supplies & Services SS 1,006,986 1,006,986 COL_INPUT ADOPTED_98/99 $ $ Capital HIDDEN Total Expenditures OutlayREVENUE_COL CO RE 185,049 185,049 PROJECTED $ $ 2,000 2,000 RESTATED $ $ Revenue 1,194,035 1,194,035 ADOPTED_99/00 $ $ - VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT COUNTY ADMINISTRATOR Agency 200 FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted Variance % EXPENDITURES PERSONAL SERVICES 1,106,773 701 REGULAR PAY 705 TEMPORARY PAY $ 1,102,387 $ 767,206 7,000 1,190,201 $ 839,160 7,000 1,194,035 $ 847,804 6,000 $ (8,644) 1,000 -1% 14% 750 FRINGE BENEFITS 128,016 131,485 143,661 141,459 2,202 780 SALARY ADJUSTMENTS 797 PERSONNEL SAVINGS (NEG) 45,000 (17,754) 29,291 (17,754) 28,589 (17,754) 45,000 (33,277) (16,411) 15,523 -57% -87% $ (6,330) -1% $ 1,836 - 6% 0% Subtotal $ SUPPLIES AND SERVICES 917,228 $ 1,106,773 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES $ 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 828 MOTOR POOL 830 TELECOM DISCRETIONARY 841 EMPLOYEE TRAVEL 860 MISCELLANEOUS EXPENSE 30,836 100,709 $ 917,228 $ 1,102,387 $ 26,500 100,709 1,000,656 $ 1,190,201 $ 28,836 100,709 1,006,986 2% 1,194,035 $ 27,000 100,709 2,700 2,650 2,700 2,650 700 20,700 500 20,700 700 20,700 700 20,700 50 - 2% 0% 0% 100 100 100 188 (88) -88% 2,800 7,000 2,500 6,000 2,800 7,000 3,096 7,000 (296) - -11% 0% (1,006) -5% 22,000 Subtotal 310 743,966 18,000 187,545 21,500 $ 181,159 22,000 $ 185,545 23,006 $ 185,049 $ 496 0% CAPITAL OUTLAY 1,106,773 1,102,387 1,190,201 920 EQUIPMENT $ 4,000 4,000 $ 4,000 4,000 $ 2,000 2,000 $ 2,000 2,000 50% 50% $ 1,102,387 $ 1,190,201 $ 1,194,035 $ (3,834) 0% Subtotal $ 2,000 2,000 Total Expenditures $ 1,106,773 1,194,035 maricopa county annual business strategies for 1999-2000 county call center (14) STAR BOARD STAR BOARD Treasurer, Assessor, Recorder Treasurer, Assessor, Recorder D ire c t o r A d m inistration S T A R O p e rations C o u rt P rojects mission As an agency devoted to providing service to taxpayers, the STAR Call Center’s mission is: To provide knowledgeable, courteous and efficient answers in response to all incoming telephone questions to the Treasurer, Assessor, Recorder and Elections offices and to operate the main County switchboard in the same manner. program goals Provide prompt, accurate and reliable information to callers with professional and cross-trained agents. Emerge as the public’s answer, information and solution source. Foresee and react to call volume fluctuations, thereby meeting the demands of Maricopa County residents. Use human and technological resources in conjunction to become the premier customer service center. Work with the Treasurer, Assessor, Recorder, and Elections to increase public satisfaction while reducing overall costs. Expand current customer base by absorbing calls from other County agencies including Clerk of the Superior Court and the Superior Court. community impact The STAR Call Center has become the communication medium between county government and its citizens. It provides an information service with a “live” agent regarding many issues with one call. A resident of Maricopa County can obtain their current property tax, next year’s assessed value, when their deed was recorded, their polling place on election day, etc., all from one source without transferring between departments and spending time on hold. This will better serve the community with timely and accurate data, and change attitudes towards the operation of government. Its customer base extends outside the boundaries of Maricopa County to include property owners, mortgage companies, banks, investors and heirs, from other counties, states and countries who access the call center for information. The County agencies that built the call center operation have benefited. Their phone systems are no longer overloaded with phone calls that in the past caused entire systems to shut down. The Treasurer, Assessor, Recorder and Elections departments leave the phone answering to the Call Center while they concentrate on other important matters. Thorough specialization, more of the public is served and efficiency is increased. 311 maricopa county annual business strategies for 1999-2000 performance measures Performance Measure FY 96-97 FY 97-98 Call Volume 750,000 750,000 Voter Registration Mail-Outs 14,000 11,215 Assessor Petition Forms 2,700 2,200 Treasurer Tax Bill Mail-Outs 6,000 Average Time per Agent Call Additional explanatory included, if needed: FY 98-99 (Est.) (1) 1,150,000 16,765 3,500 9,290 (3) FY 99-00 (Proj) (2) 1,250,000 16,000 3,500 10,000 Notes: (1) Clerk of the Courts calls started in January 1999 with other ACD’s schedule to follow in March and April of FY 98/99. (2) Actual volume will depend on the result of the Superior Court Pilot Project. (3) Actual Time per call depends on the public assistance number being services. When we moved to the University Ave site and connected to the SL-1000, performance numbers such as average time per agent or average time of call abandonment were unavailable. A replacement product called Symposium is scheduled to be installed in March of 1999. Symposium will return these performance measurement tools tot he STAR Call Center 312 maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY COUNTY CALL CENTER Department 14 Fund Type General Totals $ Personal Services 1,042,722 1,042,722 Supplies & Services 176,823 $ 176,823 Capital Outlay $ - Total Expenses $ 1,219,545 $ 1,219,545 Total Revenue $ $ - EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT COUNTY CALL CENTER Department 14 FY1998-99 Adopted EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 797 PERSONNEL SAVINGS (NEG) FY1998-99 Projected FY1998-99 Restated FY1999-00 Adopted Variance % Subtotal $ 841,250 501,513 $ 72,009 120,330 10,909 (24,678) 680,083 $ 786,964 534,997 $ 30,046 104,531 3,638 (24,678) 648,534 $ 977,552 654,094 $ 30,046 159,257 3,821 (24,678) 822,540 $ 1,219,545 752,233 $ 61,202 212,530 38,209 (21,452) 1,042,722 $ - 0% 0% 0% 0% 0% 0% SUPPLIES AND SERVICES 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES 820 RENT 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 830 TELECOM DISCRETIONARY 842 EDUCATION 860 MISCELLANEOUS EXPENSE Subtotal $ 841,250 3,267 $ 2,500 132,000 4,000 10,000 7,400 2,000 161,167 $ 786,964 3,267 $ 3,000 117,000 4,000 4,481 4,682 2,000 138,430 $ 977,552 3,267 $ 2,500 132,000 4,000 4,163 7,082 2,000 155,012 $ 1,219,545 19,667 $ 1,572 134,238 1,600 12,069 5,677 2,000 176,823 $ - 0% 0% 0% 0% Total Expenditures $ 841,250 $ 786,964 $ 977,552 $ 1,219,545 $ - 0% Operating Balance (Rev. - Exp.) $ (841,250) $ (786,964) $ (977,552) $ (1,219,545) $ - 0% Ending Fund Balance (Resources - Exp.) $ (841,250) $ (786,964) $ (977,552) $ (1,219,545) $ - 0% $ 0% 0% 0% 0% 313 maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION 314 Dept 14 COUNTY CALL CENTER 14 Total WORKING TITLE ACCOUNTING TECHNICIAN II ADMIN COORD IV ADMINISTRATIVE ASSTNT I ADMINISTRATIVE ASSTNT II ADMINISTRATIVE ASSTNT III CLERK III CLERK IV COURT INFORMATN PRCSR III COURTS SUPERVISOR CUSTOMER SERVICE CLERK FINANCE/TECH MGR OFFICE SUPERVISOR II PROJECT MANAGER RECORDS PROCESSOR II SENIOR SYSTEMS ANALYST SWITCHBOARD OPERATOR TECHNICAL TRAINING COORD TREASURER'S CASHIER SUPVR FTE 1 1 1 3 1 3 1 6 1 4 1 1 1 2 1 2 1 1 32 maricopa county annual business strategies for 1999-2000 ORG ORG_TITLE COL_INPUT PS SS CO TOTAL_EXP REV HIDE_ROW TOTAL BUDGET BY PROGRAM COUNTY CALL CENTER Agency 140 Personal Services PS Supplies & Services SS Org Title 1410 1420 1430 STAR CALL CENTER 1410 $ 281,211 $ STAR CALL CENTER 1420 $ 551,155 $ STAR CALL CENTER 1430 $ Totals: $ 210,356 1,042,722 $ $ OBJ OBJ_TITLE COL_INPUT ADOPTED_98/99 Capital HIDDEN Total OutlayREVENUE_COL Expenditures CO RE 174,823 2,000 176,823 PROJECTED Revenue $ - $ 456,034 $ - $ - $ 551,155 $ - $ $ - $ $ 212,356 1,219,545 $ $ - RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT COUNTY CALL CENTER Agency 140 FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted Variance % EXPENDITURES PERSONAL SERVICES 841,250 701 REGULAR PAY $ 501,513 786,964 $ 534,997 977,552 $ 654,094 1,219,545 $ 752,233 705 TEMPORARY PAY 72,009 30,046 30,046 61,202 750 FRINGE BENEFITS 120,330 104,531 159,257 212,530 10,909 3,638 3,821 38,209 780 SALARY ADJUSTMENTS 797 PERSONNEL SAVINGS (NEG) (24,678) Subtotal $ SUPPLIES AND SERVICES 680,083 (24,678) $ 841,250 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES 820 RENT 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 830 TELECOM DISCRETIONARY 842 EDUCATION 860 MISCELLANEOUS EXPENSE 3,267 648,534 (24,678) $ 786,964 $ 3,267 822,540 3,267 1,042,722 (98,139) (53,273) $ (3,226) 13% (220,182) -27% 1,219,545 $ 19,667 $ (16,400) -502% 3,000 2,500 1,572 132,000 117,000 132,000 134,238 4,000 4,000 4,000 1,600 10,000 4,481 4,163 7,400 4,682 7,082 - - - 5,677 (5,677) 2,000 -33% (34,388) -900% 2,500 2,000 -15% (31,156) -104% (21,452) $ 977,552 $ $ 2,000 928 37% (2,238) -2% 2,400 60% - 4,163 100% 12,069 (4,987) -70% 2,000 - 0% Subtotal $ 161,167 $ 138,430 $ 155,012 $ 176,823 $ (21,811) -14% Total Expenditures $ 841,250 $ 786,964 $ 977,552 $ 1,219,545 $ (241,993) -25% 315 maricopa county annual business strategies for 1999-2000 criminal justice facilities (40) Citizens of Maricopa County Citizens Jail Oversight Committee Board of Supervisors County Administrative Officer Administrative Policy Group Criminal Justice Facilities Director Finance Project Management Administration mission The Department’s mission is to provide Criminal Justice Facilities planning, design and construction services for the benefit of the people of Maricopa County. These services are provided through master planning, programming, procurement, design, and construction. Our clients are the citizens of Maricopa County, Municipalities, and other county government agencies. program goals Project Goals: Construct 3,139 adult detention beds of the required custody classification and all necessary support facilities at a downtown location and the Durango Complex by the end of FY 2005. Construct 388 juvenile detention beds and all necessary support facilities, at the Durango Complex and the Southeast Regional Facility including expansion of juvenile court facilities at the Durango complex by the end of FY 2005. Program Goals in FY 99-00: Procure project management services. Procure civil engineering consultant and all architectural/engineering firms (4-7). Complete 80% of the design effort. Acquire property for downtown jail and parking garage location. Prepare downtown construction site by relocating utilities and existing businesses, completing environmental assessments and remediation, completing archeological assessments, and removing existing structures. Prepare Durango adult and juvenile construction sites by completing the Master Plan, relocating utilities, completing the environmental assessments and remediation. 316 maricopa county annual business strategies for 1999-2000 performance measures Performance Measure FY 96-97 Establish department Locate and procure office space Hire start-up staff Procure office furniture and equipment Award project management contract Award all architectural/engineering contracts Award civil engineering consultant contract Design completion Obtain downtown jail property Obtain downtown parking garage property Relocate existing businesses Relocate utilities Complete downtown site environmental and archeological assessments Complete environmental remediation Complete Durango Master Plan Relocate Durango site utilities Complete Durango site environmental and archeological assessments Additional explanatory information, if needed: FY 97-98 FY98-99 (Est.) FY99-00 (Proj) 100% 100% 100% 100% 100% 100% 100% 10% 10% 10% 70% 90% 90% 10% 100% 90% 100% 10% 20% 90% 80% 100% 100% The department will not adopt a long-term strategic plan due to the short-term nature of this project. Upon completion of the department mission, it will disband (estimated by end of FY 2005). 317 maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY CRIMINAL JUSTICE FACILITIES D e p a rtm e n t 4 0 Fund Type C a p ital P rojects T o tals $ Personal S e rvices (6,853) (6,853) S u p p lie s & S e rvices C a p ital O u tlay 55,034,991 55,034,991 $ - $ $ $ T o tal Expenses 55,028,138 55,028,138 $ $ T o tal Revenue 115,867,499 115,867,499 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT CRIMINAL JUSTICE FACILITIES Department 40 FY1998-99 Adopted RESOURCES $ - REVENUE 680 T R A N S F E R S I N F R O M O T H E R F U N D S Subtotal $ - BEGINNING FUND BALANCE EXPENDITURES PERSONAL SERVICES 701 R E G U L A R P A Y 705 T E M P O R A R Y P A Y 750 F R I N G E B E N E F I T S 780 S A L A R Y A D J U S T M E N T S 795 P S I N T E R - F U N D C R E D I T ( N E G ) 796 P S I N T E R - F U N D C H A R G E S 797 P E R S O N N E L S A V I N G S ( N E G ) $ $ - - Subtotal $ - SUPPLIES AND SERVICES 801 G E N E R A L S U P P L I E S $ 805 C O N T R A C T U A L S E R V I C E S 810 L E G A L 820 R E N T 825 R E P A I R S A N D M A I N T E N A N C E 827 M A T E R I A L M G N T D I S C R E T I O N A R Y 829 F U E L 830 T E L E C O M D I S C R E T I O N A R Y 832 C O U N T Y C O U N S E L 837 B A S E L E V E L T E L E C O M 841 E M P L O Y E E T R A V E L 842 E D U C A T I O N 860 M I S C E L L A N E O U S E X P E N S E 872 S S I N T E R - F U N D C R E D I T ( N E G ) 873 S S I N T E R F U N D C H A R G E S Subtotal $ - FY1998-99 Restated - - $ 26,000,000 - $ 26,000,000 13,000,000 13,000,000 - $ $ $ - - $ $ - 26,000,000 425,021 425,021 FY1999-00 Adopted Variance % $ 170,895,637 10,260,624 10,260,624 $ - 0% $ 170,895,637 105,606,875 105,606,875 $ - 0% 0% 170,895,637 371,034 $ 46,133 65,065 8,443 (498,291) 8,000 (7,237) (6,853) $ - 0% 0% 0% 0% 0% 0% 0% 0% - 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% $ 170,895,637 11,538 $ 87,000 175,000 105,600 3,120 2,400 2,400 3,500 143,640 10,628 15,000 6,000 12,600 (578,426) $ $ - 0% 0% 0% 0% $ $ $ 26,000,000 12,574,979 12,574,979 $ - $ 26,000,000 - $ 170,895,637 55,008,991 6,000 20,000 55,034,991 - $ - $ 13,000,000 $ 55,028,138 $ - 0% Operating Balance (Rev. - Exp.) $ - $ - $ - $ 50,578,737 $ - 0% Ending Fund Balance (Resources - Exp.) $ - $ - $ - $ 60,839,361 $ - 0% $ - - $ CAPITAL OUTLAY 915 B U I L D I N G S A N D I M P R O V E M E N T S 920 E Q U I P M E N T 930 T R A N S P O R T A T I O N $ - Subtotal $ Total Expenditures 318 FY1998-99 Projected $ - $ maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION Dept 40 CRIMINAL JUSTICE FACILITIES 40 Total WORKING TITLE CJFD DIRECTOR CONSTRUCTION COORDINATOR FINANCIAL OFFICER PROJECT MANAGER I FTE 1 1 1 1 4 319 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM CRIMINAL JUSTICE FACILITIES Agency 409 Org 4091 Title Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO CRIMINAL JUSTICE DETENTION FAC $ Totals: $ OBJ OBJ_TITLE (6,853) $ (6,853) $ CA OD L_ OIP NTPEUDT_ 9 8 / 9 9 - PROJECTED $ $ 55,034,991 55,034,991 RESTATED $ $ Revenue 55,028,138 55,028,138 ADOPTED_99/00 $ 115,867,499 $ 115,867,499 VARIANCE P E R C E NHTI D E _ R O W EXPENDITURES AND REVENUES BY AGENCY/OBJECT CRIMINAL JUSTICE FACILITIES Agency 409 FY1998-99 Adopted FY1998-99 Projected RESOURCES FY1998-99 Restated Beginning Fund Balance $ - REVENUE $ - - 680 T R A N S F E R S I N F R O M O T H E R F U N D S $ - - FY1999-00 Adopted 26,000,000 - $ 26,000,000 - Variance 170,895,637 10,260,624 $ % 10,260,624 170,895,637 13,000,000 92,606,875.00 712% Total Revenue $ - $ - $ 13,000,000 $ 105,606,875 105,606,875 $ 92,606,875 712% Total Resources $ - $ - $ 13,000,000 $ 115,867,499 $ 102,867,499 791% $ - $ - $ 26,000,000 - $ 170,895,637 371,034 $ EXPENDITURES PERSONAL SERVICES - 701 R E G U L A R P A Y (371,034) 705 T E M P O R A R Y P A Y - - - 46,133 (46,133) 750 F R I N G E B E N E F I T S - - - 65,065 (65,065) 780 S A L A R Y A D J U S T M E N T S - - - 795 P S I N T E R - F U N D C R E D I T ( N E G ) - - - 796 P S I N T E R - F U N D C H A R G E S - - 797 P E R S O N N E L S A V I N G S ( N E G ) - - Subtotal $ - $ - SUPPLIES AND SERVICES $ - $ - - 801 G E N E R A L S U P P L I E S 805 C O N T R A C T U A L S E R V I C E S 8,443 425,021 498,291 8,000 - 417,021 (7,237) $ 425,021 $ $ 26,000,000 - $ - (8,443) (498,291) (6,853) $ 170,895,637 11,538 $ 431,874 - - 87,000 (87,000) 810 L E G A L - - - 175,000 (175,000) - - - 105,600 (105,600) 825 R E P A I R S A N D M A I N T E N A N C E - - - 3,120 (3,120) 827 M A T E R I A L M G N T D I S C R E T I O N A R Y - - - 2,400 (2,400) 829 F U E L - - - 2,400 (2,400) 830 T E L E C O M D I S C R E T I O N A R Y - - - 3,500 (3,500) 832 C O U N T Y C O U N S E L - - - 143,640 (143,640) 837 B A S E L E V E L T E L E C O M - - - 10,628 (10,628) 841 E M P L O Y E E T R A V E L - - - 15,000 (15,000) 842 E D U C A T I O N - - - 6,000 (6,000) 860 M I S C E L L A N E O U S E X P E N S E - - - 12,600 (12,600) 872 S S I N T E R - F U N D C R E D I T ( N E G ) - - 873 S S I N T E R F U N D C H A R G E S - - $ - CAPITAL OUTLAY $ - - - (578,426) $ - 12,574,979 578,426 $ 26,000,000 - - $ 170,895,637 55,008,991 12,574,979 100% 12,574,979 100% 915 B U I L D I N G S A N D I M P R O V E M E N T S - - 920 E Q U I P M E N T - - - 6,000 (6,000) 930 T R A N S P O R T A T I O N - - - 20,000 (20,000) Subtotal $ - $ - $ Total Expenditures $ - $ - $ Operating Balance (Rev. - Exp.) $ - $ - $ Ending Fund Balance (Resources - Exp.) $ - $ - $ - (55,008,991) $ 55,034,991 $ (55,034,991) $ 55,028,138 $ (42,028,138) - $ 50,578,737 $ (50,578,737) - $ 60,839,361 $ (60,839,361) 13,000,000 102% (11,538) - 12,574,979 98% 7,237 820 R E N T Subtotal 320 - -323% maricopa county annual business strategies for 1999-2000 debt service (99) DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY DEBT SERVICE Department 99 Personal Services Fund Type Debt Service Totals $ - Supplies & Services 25,950,275 $ 25,950,275 Capital Outlay $ $ $ - Total Expenses 25,950,275 25,950,275 $ $ Total Revenue 25,897,255 25,897,255 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT DEBT SERVICE Department 99 FY1998-99 Adopted RESOURCES $ 52,509,868 678,040 678,040 REVENUE 601 REAL PROPERTY TAXES $ 602 PERSONAL PROPERTY TAXES 603 PAYMENTS IN LIEU OF TAXES 650 MISCELLANEOUS REVENUE 680 TRANSFERS IN FROM OTHER FUNDS Subtotal $ 52,509,868 21,202,109 1,488,505 790,712 400,000 1,986,807 25,868,133 EXPENDITURES SUPPLIES AND SERVICES 875 BONDS AND RELATED EXPENSE 880 TRANSFERS OUT TO OTHER FUNDS Subtotal $ Total Expenditures $ BEGINNING FUND BALANCE Operating Balance (Rev. - Exp.) $ Ending Fund Balance (Resources - Exp.) $ FY1998-99 Projected $ 53,975,704 1,212,057 1,212,057 $ 53,975,704 23,665,072 748,073 400,000 1,986,807 26,799,952 52,509,868 25,963,695 25,963,695 25,963,695 FY1998-99 Restated $ 52,509,868 678,040 678,040 $ 52,509,868 21,202,109 1,488,505 790,712 400,000 1,986,807 25,868,133 $ 53,975,704 25,963,695 25,963,695 $ (95,562) $ 582,478 $ $ FY1999-00 Adopted $ 51,847,530 2,548,314 2,548,314 Variance % $ - 0% $ $ - 0% 0% 0% 0% 0% 0% 0% $ 51,847,530 19,310,736 992,029 601,098 400,000 2,045,078 23,348,941 $ 52,509,868 25,963,695 25,963,695 $ 51,847,530 25,950,275 25,950,275 $ - 25,963,695 $ 25,963,695 $ 25,950,275 $ - 0% 836,257 $ (95,562) $ (2,601,334) $ - 0% 2,048,314 $ 582,478 (53,020) $ - 0% $ $ $ 0% 321 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM DEBT SERVICE Agency 990 Org 9910 Title G.O. DEBT SERVICE Personal Services Supplies & Services Capital Outlay PS SS CO $ Totals: $ OBJ OBJ_TITLE - COL_INPUT ADOPTED_98/99 $ $ 25,950,275 25,950,275 PROJECTED $ $ RESTATED Total Expenditures - $ $ ADOPTED_99/00 Revenue 25,950,275 25,950,275 $ $ 25,897,255 25,897,255 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT DEBT SERVICE Agency 990 FY1998-99 Adopted RESOURCES Beginning Fund Balance $ 52,509,868 678,040 $ 21,202,109 REVENUE FY1998-99 Projected $ 53,975,704 1,212,057 $ 23,665,072 52,509,868 601 REAL PROPERTY TAXES 602 PERSONAL PROPERTY TAXES 1,488,505 603 PAYMENTS IN LIEU OF TAXES 790,712 650 MISCELLANEOUS REVENUE 400,000 1,986,807 680 TRANSFERS IN FROM OTHER FUNDS FY1998-99 Restated $ 52,509,868 678,040 $ 21,202,109 53,975,704 FY1999-00 Adopted $ 51,847,530 2,548,314 $ 19,310,736 52,509,868 Variance $ % 1,870,274 276% 51,847,530 (1,891,373) -9% 1,488,505 992,029 (496,476.00) -33% 748,073 790,712 601,098 (189,614.00) -24% 400,000 400,000 400,000 1,986,807 1,986,807 2,045,078 - $ 58,271.00 0% 3% Total Revenue $ 25,868,133 $ 26,799,952 $ 25,868,133 $ 23,348,941 $ (2,519,192) -10% Total Resources $ 26,546,173 $ 28,012,009 $ 26,546,173 $ 25,897,255 $ (648,918) -2% EXPENDITURES SUPPLIES AND SERVICES 875 BONDS AND RELATED EXPENSE 322 52,509,868 53,975,704 52,509,868 51,847,530 25,963,695 25,963,695 25,963,695 25,950,275 13,420 0% Subtotal $ 25,963,695 $ 25,963,695 $ 25,963,695 $ 25,950,275 $ 13,420 0% Total Expenditures $ 25,963,695 $ 25,963,695 $ 25,963,695 $ 25,950,275 $ 13,420 0% Operating Balance (Rev. - Exp.) $ (95,562) $ 836,257 $ (95,562) $ (2,601,334) $ 2,505,772 -2622% Ending Fund Balance (Resources - Exp.) $ 582,478 2,048,314 $ 582,478 (53,020) $ 635,498 109% $ $ maricopa county annual business strategies for 1999-2000 elections (21) County Recorder Elections Karen Osborne, Director Elections Cycle Voter Registration Operations mission Conduct elections with accuracy and consistency in accordance with Federal and State requirements while serving the voting needs of a diverse, expanding voter population base. program goals Plan for and implement a Geographical Information System (GIS), effectively supporting on-going registration verification. Provide convenient, accessible early voting sites and polling places according to Americans with Disabilities Act (ADA) standards. Ease the voting process while assuring compliance with all Federal and State requirements. Expand voter outreach programs. Continue to assist the disabled community by sharing resources, improving services and affirming our commitment to respond to their special voting needs. Expand our election services to all cities, towns, school districts and special election districts as provided for in Intergovernmental Agreements. Educate candidates, expedite compliance with campaign filing and finance requirements and enforce the filing and finance laws to assure an equitable opportunity to campaign for office. Maintain accurate voter registration records to afford all eligible voters an opportunity to vote. Obtain and retain adequate staff, records, equipment and supplies to conduct elections with accuracy and consistency in accordance with Federal and State requirements. community impact We provide election services to all eligible residents of Maricopa County who wish to participate in jurisdictional, County, State or Federal elections, encourage participation in the electoral process among all eligible citizens and those who will be eligible in the future, and ensure fair elections in compliance with all applicable laws and regulations. performance measures Performance Measure FY 96-97 Number of early votes Number of early voting ballots requests Number of elections Number of votes cast Precincts Registered voters Registrations processed 186,392 234.650 41 57 825,217 953 1,004 1,310,865 1,326,609 97,289 113,767 FY 97-98 FY98-99 (Est.) FY99-00 (Proj) 195,083 231,441 125 586,090 1,004 1,360,000 104,000 60 1,004 1,425,000 130,000 323 maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY E L E C T IO N S D e p a rtm e n t 2 1 Fund Type G eneral T o t a ls $ Personal Services 2,377,289 2,377,289 $ S u p p lie s & Services 4,599,657 4,599,657 C a p ita l O u tla y 1,275,128 1,275,128 $ $ $ T o tal Expenses 8,252,074 8,252,074 $ $ T o tal Revenue 2,115,980 2,115,980 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT ELECTIONS Department 21 FY1998-99 Adopted RESOURCES REVENUE 620 I N T E R G O V E R M E N T A L 635 F E E S & C H A R G E S 637 FINES & FORFEITS 650 M ISCELLANEOUS REVENUE $ 10,937,662 10,937,662 2,177,000 46,700 10,300 10,000 2,244,000 10,324,162 1,609,404 $ 910,288 100,000 434,649 42,718 2,238 (33,744) 3,065,553 $ 10,937,662 1,540,000 546,500 380,000 395,500 6,942 2,868,942 SUPPLIES AND SERVICES 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES 807 HEALTH CARE SERVICES 810 L E G A L 815 INSURANCE 820 RENT 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 829 F U E L 830 TELECOM DISCRETIONARY 834 B A S E L E V E L E Q S E R V I C E S C H A R G E S 842 EDUCATION 843 TRANSPORTATION/SHIPPING 850 UTILITIES 860 M ISCELLANEOUS EXPENSE Subtotal $ 10,324,162 69,000 2,094,211 15,000 500 766,150 5,000 100 3,600 40,000 2,200 25,500 68,000 1,500 1,372,520 4,463,281 $ 10,937,662 120,000 1,953,000 350 2,800 120 750,000 2,900 13,900 4,890 40,650 11,840 58,500 4,300 1,584,303 4,547,553 CAPITAL OUTLAY 920 E Q U I P M E N T Subtotal $ 10,324,162 1,164,828 1,164,828 Total Expenditures $ 8,693,662 Subtotal $ EXPENDITURES PERSONAL SERVICES 701 R E G U L A R P A Y 705 T E M P O R A R Y P A Y 710 SPECIAL PAY 750 FRINGE BENEFITS 780 S A L A R Y A D J U S T M E N T S 790 O T H E R P E R S O N A L S E R V I C E S 797 PERSONNEL SAVINGS (NEG) $ Subtotal $ 324 10,324,162 10,324,162 1,605,000 20,500 5,000 1,630,500 FY1998-99 Projected FY1998-99 Restated 10,324,162 10,324,162 1,605,000 20,500 5,000 1,630,500 FY1999-00 Adopted 10,368,054 10,368,054 715,000 15,000 1,385,980 2,115,980 Variance % $ - 10,324,162 1,618,985 $ 910,288 100,000 437,189 30,602 2,233 (33,744) 3,065,553 $ 10,368,054 1,630,119 $ 217,210 129,709 372,868 39,668 (12,285) 2,377,289 $ - $ 10,324,162 69,000 2,094,211 15,000 500 766,150 5,000 100 3,600 40,000 2,200 25,500 68,000 1,500 1,372,520 4,463,281 $ 10,368,054 407,345 1,861,395 8,000 500 523,963 34,500 100 1,500 30,000 20,500 16,700 1,500 1,693,654 4,599,657 $ - 0% 0% 0% 0% 0% $ 10,937,662 1,277,167 1,277,167 $ 10,324,162 1,164,828 1,164,828 $ 10,368,054 1,275,128 1,275,128 $ - 0% 0% $ 8,693,662 $ 8,693,662 $ 8,252,074 $ - 0% $ $ $ $ $ $ $ $ 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% Operating Balance (Rev. - Exp.) $ (7,063,162) $ (6,449,662) $ (7,063,162) $ (6,136,094) $ - 0% Ending Fund Balance (Resources - Exp.) $ (7,063,162) $ (6,449,662) $ (7,063,162) $ (6,136,094) $ - 0% maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION Dept 21 ELECTIONS 21 Total WORKING TITLE ADMINISTRATIVE ASSTNT II ADMINISTRATIVE ASSTNT III ADMINISTRATIVE COORD II ADMINISTRATIVE COORD III BUILDING OPERATIONS SUPDT DATA OPERATIONS CLERK I DATA OPERATIONS CLERK II DATA OPERATIONS SUPERVISR ELCTNSASSTDIR FOR PBLCAFR ELECTION AIDE ELECTION SPECIALIST I ELECTION TECHNICIAN I ELECTION TECHNICIAN II ELECTIONS COORDINATOR ELECTIONS DIRECTOR ELECTIONS MANAGER FINANCIAL ANALYST INFO TECH PGRM COORD MANAGEMENT ANALYST III NEW TECHNCIAL PERSON PROGRAMMER-ANALYST II RECORDER EXECUTIVE ASST SYSTEMS & PROGRAMMING MGR FTE 1 2 3 1 1 10 6 3 1 2 7 2 1 3 1 2 1 1 1 1 2 1 1 54 325 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM ELECTIONS Agency 210 Org 2110 2120 2130 Title Personal Services Supplies & Services Capital Outlay PS SS CO Total Expenditures OPERATIONS $ 1,403,245 $ 1,065,387 $ $ 2,468,632 $ 1,385,980 ELECTION CYCLE $ 310,122 $ 2,969,859 $ 1,275,128 $ 4,555,109 $ 715,000 $ Totals: $ 663,922 2,377,289 $ $ 564,411 4,599,657 $ $ 1,275,128 $ $ 1,228,333 8,252,074 $ $ 15,000 2,115,980 VOTER REGISTRATION OBJ OBJ_TITLE COL_INPUT ADOPTED_98/99 PROJECTED - Revenue RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT ELECTIONS Agency 210 FY1998-99 Adopted REVENUE 620 INTERGOVERMENTAL 635 FEES & CHARGES 637 FINES & FORFEITS FY1998-99 Projected Variance % 10,937,662 2,177,000 10,324,162 1,605,000 10,368,054 715,000 (890,000.00) -55% 20,500 46,700 20,500 15,000 (5,500.00) -27% 10,300 - - 5,000 Total Revenue FY1999-00 Adopted 10,324,162 1,605,000 - 650 MISCELLANEOUS REVENUE FY1998-99 Restated 10,000 5,000 - 1,385,980 $ 1,630,500 $ 2,244,000 $ 1,630,500 $ 2,115,980 $ $ 10,324,162 1,609,404 $ 10,937,662 1,540,000 $ 10,324,162 1,618,985 $ 10,368,054 1,630,119 $ 1,380,980.00 27620% 485,480 30% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY (11,134) -1% 705 TEMPORARY PAY 910,288 546,500 910,288 217,210 693,078 76% 710 SPECIAL PAY 100,000 380,000 100,000 129,709 (29,709) 750 FRINGE BENEFITS 434,649 395,500 437,189 372,868 64,321 30,602 39,668 780 SALARY ADJUSTMENTS 42,718 15% (9,066) -30% 100% 790 OTHER PERSONAL SERVICES 2,238 6,942 2,233 - 2,233 797 PERSONNEL SAVINGS (NEG) (33,744) - (33,744) (12,285) (21,459) 64% 22% Subtotal $ 3,065,553 $ 2,868,942 $ 3,065,553 $ 2,377,289 $ 688,264 $ 10,324,162 69,000 $ 10,937,662 120,000 $ 10,324,162 69,000 $ 10,368,054 407,345 $ (338,345) SUPPLIES AND SERVICES 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES 2,094,211 807 HEALTH CARE SERVICES 1,953,000 - 810 LEGAL 815 INSURANCE 820 RENT 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 829 FUEL 830 TELECOM DISCRETIONARY 834 BASE LEVEL EQ SERVICES CHARGES 2,094,211 350 1,861,395 - 7,000 2,800 15,000 8,000 500 120 500 500 766,150 750,000 766,150 523,963 5,000 2,900 5,000 34,500 100 13,900 100 100 3,600 4,890 3,600 40,000 40,650 40,000 - 2,200 232,816 - 15,000 2,200 242,187 (29,500) -490% 11% 47% 0% 32% -590% - 0% 1,500 2,100 58% 30,000 10,000 25% 2,200 100% - 842 EDUCATION 25,500 11,840 25,500 20,500 5,000 20% 843 TRANSPORTATION/SHIPPING 68,000 58,500 68,000 16,700 51,300 75% 850 UTILITIES 860 MISCELLANEOUS EXPENSE Subtotal $ CAPITAL OUTLAY 1,500 4,300 1,500 1,500 1,372,520 1,584,303 1,372,520 1,693,654 4,463,281 $ 10,324,162 1,164,828 920 EQUIPMENT 326 - -30% 4,547,553 $ 10,937,662 1,277,167 4,463,281 $ 10,324,162 1,164,828 4,599,657 $ 10,368,054 1,275,128 0% (321,134) -23% (136,376) -3% (110,300) -9% Subtotal $ 1,164,828 $ 1,277,167 $ 1,164,828 $ 1,275,128 $ (110,300) -9% Total Expenditures $ 8,693,662 $ 8,693,662 $ 8,693,662 $ 8,252,074 $ 441,588 5% Operating Balance (Rev. - Exp.) $ (927,068) 13% (7,063,162) $ (6,449,662) $ (7,063,162) $ (6,136,094) $ maricopa county annual business strategies for 1999-2000 eliminations (98) DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY ELIMINATIONS Department 98 Fund Type Eliminations Totals $ Personal Supplies & Services Services (31,570,403) (408,342,974) (31,570,403) $ (408,342,974) $ Capital Outlay Total Expenses (439,913,377) $ (439,913,377) $ - Total Revenue (439,913,377) (439,913,377) EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT ELIMINATIONS Department 98 FY1998-99 Adopted FY1998-99 Projected FY1998-99 Restated FY1999-00 Adopted Variance % (411,583,396) (411,583,396) (379,000) (30,252,711) (24,782,887) (40,707,215) (109,669,885) (205,791,698) $ (411,583,396) (411,583,396) (379,000) (30,252,711) (24,782,887) (40,707,215) (109,669,885) (205,791,698) $ (557,173,592) (557,173,592) (379,000) (30,252,711) (24,932,887) (40,707,215) (182,314,983) (278,586,796) $ (879,826,754) (879,826,754) (475,381) (31,570,403) (38,375,224) (47,811,146) (321,681,223) 213,987.00 (439,913,377) $ 213,987 0% 0% 0% 0% 0% 0% Subtotal $ (411,583,396) (30,252,711) (30,252,711) $ (411,583,396) (30,252,711) (30,252,711) $ (557,173,592) (30,252,711) (30,252,711) $ (879,826,754) (31,570,403) (31,570,403) $ 0% 0% SUPPLIES AND SERVICES 805 CONTRACTUAL SERVICES 834 BASE LEVEL EQ SERVICES CHARGES 845 SUPPORT AND CARE OF PERSONS 880 TRANSFERS OUT TO OTHER FUNDS Subtotal $ (411,583,396) (379,000) (24,782,887) (40,707,215) (109,669,885) (175,538,987) $ (411,583,396) (379,000) (24,782,887) (40,707,215) (109,669,885) (175,538,987) $ (557,173,592) (379,000) (24,782,887) (40,707,215) (182,314,983) (248,184,085) $ (879,826,754) (475,381) (38,375,224) (47,811,146) (321,681,223) (408,342,974) $ CAPITAL OUTLAY 920 EQUIPMENT Subtotal $ (411,583,396) $ (411,583,396) $ (557,173,592) (150,000) (150,000) $ (879,826,754) $ Total Expenditures $ (205,791,698) $ (205,791,698) $ (278,586,796) $ (439,913,377) $ RESOURCES REVENUE 615 GRANTS 635 FEES & CHARGES 636 INTERNAL SERVICE CHARGES 640 PATIENT CHARGES 680 TRANSFERS IN FROM OTHER FUNDS Subtotal $ EXPENDITURES PERSONAL SERVICES 796 P S INTER-FUND CHARGES - (213,987) (213,987) 0% 0% 0% 0% 0% (213,987) 0% Operating Balance (Rev. - Exp.) $ - $ - $ - $ - $ - Ending Fund Balance (Resources - Exp.) $ - $ - $ - $ - $ - 327 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM ELIMINATIONS Agency 981 Org 0980 Title ELIMINATIONS $ Totals: $ OBJ OBJ_TITLE Personal Services Supplies & Services Capital Outlay PS SS CO (31,570,403) $ (31,570,403) $ COL_INPUT ADOPTED_98/99 (408,342,974) $ (408,342,974) $ PROJECTED Total Expenditures - RESTATED $ $ Revenue (439,913,377) $ (439,913,377) (439,913,377) $ (439,913,377) ADOPTED_99/00 VARIANCE PERCENT EXPENDITURES AND REVENUES BY AGENCY/OBJECT ELIMINATIONS Agency 981 FY1998-99 Adopted REVENUE FY1998-99 Projected FY1998-99 Restated FY1999-00 Adopted Variance % (411,583,396) (411,583,396) (557,173,592) (379,000) (379,000) (379,000) (475,381) (96,381.00) 635 FEES & CHARGES (30,252,711) (30,252,711) (30,252,711) (31,570,403) (1,317,692.00) 4% 636 INTERNAL SERVICE CHARGES (24,782,887) (24,782,887) (24,932,887) (38,375,224) (13,442,337.00) 54% 615 GRANTS 640 PATIENT CHARGES 680 TRANSFERS IN FROM OTHER FUNDS Total Revenue $ (879,826,754) 25% (40,707,215) (40,707,215) (40,707,215) (47,811,146) (7,103,931.00) 17% (109,669,885) (109,669,885) (182,314,983) (321,681,223) (139,366,240.00) 76% (205,791,698) $ (205,791,698) $ (278,586,796) $ (439,913,377) $ (161,326,581) 58% (411,583,396) (411,583,396) (557,173,592) (879,826,754) (30,252,711) (30,252,711) (30,252,711) (31,570,403) 1,317,692 -4% (30,252,711) $ (30,252,711) $ (30,252,711) $ (31,570,403) $ 1,317,692 -4% EXPENDITURES PERSONAL SERVICES 796 P S INTER-FUND CHARGES Subtotal $ SUPPLIES AND SERVICES 805 CONTRACTUAL SERVICES 834 BASE LEVEL EQ SERVICES CHARGES (411,583,396) (557,173,592) (379,000) (379,000) (379,000) (879,826,754) (475,381) 96,381 -25% (24,782,887) (24,782,887) (24,782,887) (38,375,224) 13,592,337 -55% 845 SUPPORT AND CARE OF PERSONS (40,707,215) (40,707,215) (40,707,215) (47,811,146) 7,103,931 -17% 880 TRANSFERS OUT TO OTHER FUNDS (109,669,885) (109,669,885) (182,314,983) (321,681,223) 139,366,240 -76% (175,538,987) $ (175,538,987) $ (248,184,085) $ (408,342,974) $ 160,158,889 -65% (411,583,396) (411,583,396) (557,173,592) (879,826,754) Subtotal $ CAPITAL OUTLAY 920 EQUIPMENT 328 (411,583,396) Subtotal $ Total Expenditures $ Operating Balance (Rev. - Exp.) $ - $ (205,791,698) $ - $ (150,000) - $ (150,000) $ - (205,791,698) $ (278,586,796) $ - - $ - $ $ (439,913,377) $ - $ (150,000) 100% (150,000) 100% 161,326,581 - -58% maricopa county annual business strategies for 1999-2000 emergency management (15) County Administrative Officer Chief Public Works Officer Emergency Management Robert Spencer, Manager Support Services Plans & Operations mission To ensure the greatest possible survival of the population, protection of property and continuity of government in the event of national security, technological or natural disaster. program goals Develop and maintain county-level emergency operations plans that meet or exceed mandated state and federal requirements and are approved by the Board of Supervisors. Maintain the county emergency operations center (EOC), including all necessary communications and warning systems, in a status that will enable it to be immediately activated and used as the central coordination point of the county’s response to major emergencies and disaster. Provide the core group of the emergency staff, which coordinates the county’s response to major emergencies and disasters. Provide administrative support for the Maricopa County Local Emergency Planning Committee (LEPC), maintaining records on reportable quantities of hazardous materials stored at approximately 1275 sites in the county and ensuring that information about these sites in the county is available upon request to the community. Plan for, exercise, and, if necessary, respond to radiation releases affecting the population surrounding the Palo Verde Nuclear Generating Station. Assist cities and towns with which the department has intergovernmental agreements in developing, publishing, and exercising their emergency operations plans. Conduct outreach activities such as tours, briefings, and seminars to educate the public about potential hazards and how to prepare for them. community impact The protection of life and prevention of damage to property are assured through a comprehensive, all-hazards program to effectively respond to and recover from a national security, technological or natural disaster. The Maricopa County Emergency Operations Plan, outlines procedures for all County governmental agencies to effectively respond to both peacetime and wartime disasters. Emergency operations are implemented through the County Emergency Operations Center staffed by departmental personnel and other County agencies. Evacuation and sheltering operations for an emergency or disaster at the Palo Verde Nuclear Generating Station are coordinated by County agencies from the County Emergency Operations Center in conjunction with Federal and State governmental entities. The department maintains records of all reportable levels of extremely hazardous materials in the County under SARA Title III, and is made available to both the public and response agencies. 329 maricopa county annual business strategies for 1999-2000 performance measures Performance Measure County emergency Plans updated City/town emergency plans updated County exercises Municipal/industry exercises Disaster coordinators meetings Medical Alert System exercises Disaster Preparedness briefings Hospital/nursing home drills LEPC meetings conducted Tier II reports processed 330 FY 96-97 FY 97-98 FY 98-99 (Est.) FY 99-00 (Proj) 0 6 3 0 8 1 48 11 6 938 2 7 5 10 11 3 93 5 8 1,268 1 2 4 6 4 4 45 10 4 1,335 1 6 4 10 4 4 45 4 4 1,335 maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY EMERGENCY MANAGEMENT D e p a rtm e n t 1 5 Fund Type G eneral S p e c ia l R e v e n u e T o t a ls $ Personal Services 1 1 3 ,4 2 2 6 2 1 ,1 3 3 7 3 4 ,5 5 5 $ S u p p lie s & Services 6 1 ,6 1 1 2 0 2 ,9 5 7 2 6 4 ,5 6 8 C a p ita l O u tla y 2 7 ,1 2 3 2 7 ,1 2 3 $ $ $ $ T o tal Expenses 1 7 5 ,0 3 3 8 5 1 ,2 1 3 1,026,246 T o tal Revenue $ $ $ 8 5 1 ,2 1 3 8 5 1 ,2 1 3 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT EMERGENCY MANAGEMENT Department 15 FY1998-99 Adopted RESOURCES REVENUE 615 GRANTS 620 INTERGOVERMENTAL Subtotal $ EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES 183,744 664,542 848,286 Subtotal $ 60,484 454,434 70,537 83,598 12,905 69,980 691,454 SUPPLIES AND SERVICES 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES 810 LEGAL 820 RENT 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 829 FUEL 830 TELECOM DISCRETIONARY 839 OTHER INTERNAL SVCS CHARGES 841 EMPLOYEE TRAVEL 842 EDUCATION 850 UTILITIES 860 MISCELLANEOUS EXPENSE Subtotal $ 60,484 108,929 42,272 500 14,868 29,800 100 1,800 200 10,000 14,000 16,028 3,500 5,000 246,997 $ FY1998-99 Projected $ $ $ 51,000 86,899 664,542 751,441 51,000 432,973 62,050 79,944 1,900 69,980 646,847 $ 51,000 77,500 29,500 500 13,168 22,450 100 1,026 4,500 10,000 14,000 15,000 3,000 4,500 195,244 Subtotal $ 60,484 60,484 60,484 Total Expenditures $ 998,935 CAPITAL OUTLAY 920 EQUIPMENT FY1998-99 Restated $ $ $ 60,484 183,744 664,542 848,286 60,484 450,228 70,037 83,138 18,071 69,980 691,454 FY1999-00 Adopted $ $ $ 178,331 672,882 851,213 27,123 483,402 71,400 100,645 12,085 67,023 734,555 $ 60,484 108,929 42,272 500 14,868 29,800 100 1,800 200 10,000 14,000 16,028 3,500 5,000 246,997 $ 51,000 51,000 51,000 $ 60,484 60,484 60,484 $ 27,123 27,123 27,123 $ 893,091 $ 998,935 $ 1,026,246 $ $ Variance $ $ $ % - 0% 0% 0% - 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% $ 27,123 122,690 14,887 500 19,868 23,089 200 2,819 31,217 9,800 14,890 16,000 3,500 5,000 264,568 $ - $ - 0% 0% $ - 0% $ $ Operating Balance (Rev. - Exp.) $ (150,649) $ (141,650) $ (150,649) $ (175,033) $ - 0% Ending Fund Balance (Resources - Exp.) $ (150,649) $ (141,650) $ (150,649) $ (175,033) $ - 0% 331 maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION Dept 15 EMERGENCY MANAGEMENT 15 Total 332 Working Title ADMINISTRATIVE ASSTNT II ADMINISTRATIVE ASSTNT III ADMINISTRATIVE COORD V EMERGENCY MANAGEMENT MGR EMERGENCY SRVCS PLNR II EMERGENCY SRVCS PLNR III EMERGENCY SVCS MAINT WKR SECRETARY FTE 2 1 1 1 6 1 1 1 14 maricopa county annual business strategies for 1999-2000 ORG ORG_TITLE COL_INPUT PS SS CO TOTAL_EXP REV HIDE_ROW TOTAL BUDGET BY PROGRAM EMERGENCY MANAGEMENT Agency 150 Personal Services PS Org Title 1510 EMERGENCY MANAGEMENT Totals: OBJ OBJ_TITLE 1510 $ $ Supplies & Services SS 113,422 113,422 COL_INPUT ADOPTED_98/99 $ $ Capital HIDDEN Total Expenditures OutlayREVENUE_COL CO RE 61,611 61,611 PROJECTED $ $ - RESTATED $ $ Revenue 175,033 175,033 ADOPTED_99/00 $ $ - VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT EMERGENCY MANAGEMENT Agency 150 FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted Variance % EXPENDITURES PERSONAL SERVICES 150,649 701 REGULAR PAY $ 141,650 (5,250) -7% 4,500 10,500 13,200 (2,700) -26% 750 FRINGE BENEFITS 13,727 13,757 13,807 18,009 (4,202) -30% 2,109 1,400 1,811 2,005 (194) -11% (12,346) -12% $ SUPPLIES AND SERVICES 101,076 $ 150,649 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES 9,476 71,367 91,024 $ $ 141,650 $ 8,500 74,958 175,033 11,000 Subtotal $ 150,649 710 SPECIAL PAY 780 SALARY ADJUSTMENTS 74,240 101,076 $ $ 150,649 $ 9,476 80,208 113,422 $ $ 175,033 $ 5,080 $ 4,396 46% 4,413 26% 16,800 16,500 16,800 12,387 826 FACILITIES MGMT DISCRETIONARY 100 100 100 200 827 MATERIAL MGNT DISCRETIONARY - - - 108 (108) 1,800 1,026 1,800 2,819 (1,019) 200 4,500 200 31,217 829 FUEL 830 TELECOM DISCRETIONARY 839 OTHER INTERNAL SVCS CHARGES Subtotal 10,000 $ 38,376 10,000 $ 40,626 10,000 $ 38,376 CAPITAL OUTLAY 150,649 141,650 150,649 920 EQUIPMENT 11,197 10,000 11,197 (100) -100% 9,800 $ 61,611 -57% (31,017) ###### 200 2% $ (23,235) -61% 11,197 100% $ 11,197 100% $ (24,384) -16% 175,033 - Subtotal $ 11,197 $ 10,000 $ 11,197 $ Total Expenditures $ 150,649 $ 141,650 $ 150,649 $ 175,033 333 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM EMERGENCY MANAGEMENT Agency 151 Org 1530 Title EMERGENCY MANAGEMENT GRANT OBJ OBJ_TITLE Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Revenue $ 407,404 $ 186,599 $ 12,000 $ 606,003 $ 606,003 Totals: $ 407,404 $ 186,599 $ 12,000 $ 606,003 $ 606,003 COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT EMERGENCY MANAGEMENT Agency 151 FY1998-99 Adopted REVENUE FY1998-99 Projected FY1998-99 Restated FY1999-00 Adopted Variance % 1,195,862 1,037,292 1,195,862 1,212,006 615 GRANTS 148,120 68,835 148,120 150,185 2,065.00 1% 620 INTERGOVERMENTAL 449,811 449,811 449,811 455,818 6,007.00 1% $ 8,072 1% $ (20,314) -7% (5,000) -16% Total Revenue $ 597,931 $ 518,646 $ 597,931 $ 606,003 EXPENDITURES PERSONAL SERVICES 1,195,862 701 REGULAR PAY $ 1,037,292 $ 267,896 1,195,862 $ 281,560 1,212,006 $ 301,874 710 SPECIAL PAY 32,000 32,000 32,000 37,000 750 FRINGE BENEFITS 51,546 48,700 51,844 60,983 (9,139) -18% 7,858 500 4,862 7,547 (2,685) -55% $ (37,138) -10% $ (26,604) -31% 22,972 90% 780 SALARY ADJUSTMENTS Subtotal $ SUPPLIES AND SERVICES 370,266 $ 1,195,862 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES 87,206 349,096 $ 1,037,292 $ 60,900 370,266 $ 1,195,862 $ 87,206 407,404 1,212,006 $ 113,810 25,472 13,000 25,472 2,500 500 500 500 500 820 RENT 13,500 11,800 13,500 18,500 (5,000) -37% 825 REPAIRS AND MAINTENANCE 28,000 20,650 28,000 21,289 6,711 24% 841 EMPLOYEE TRAVEL 11,200 11,200 11,200 11,500 842 EDUCATION 13,000 12,000 13,000 13,000 - 0% 500 500 - 0% 5,000 5,000 - 0% (2,221) -1% 810 LEGAL 850 UTILITIES 500 860 MISCELLANEOUS EXPENSE - 5,000 Subtotal 334 278,862 $ 184,378 4,500 $ 134,550 $ 184,378 CAPITAL OUTLAY 1,195,862 1,037,292 1,195,862 920 EQUIPMENT 43,287 35,000 43,287 $ 186,599 - (300) $ 0% -3% 1,212,006 31,287 72% Subtotal $ 43,287 $ 35,000 $ 43,287 $ 12,000 $ 31,287 72% Total Expenditures $ 597,931 $ 518,646 $ 597,931 $ 606,003 $ (8,072) -1% Operating Balance (Rev. - Exp.) $ $ - - $ - $ - 12,000 $ - maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM EMERGENCY MANAGEMENT Agency 152 Org 1520 Title PALO VERDE OBJ OBJ_TITLE Personal Services Supplies & Services Capital Outlay PS SS CO Total Expenditures Revenue $ 213,729 $ 16,358 $ 15,123 $ 245,210 $ 245,210 Totals: $ 213,729 $ 16,358 $ 15,123 $ 245,210 $ 245,210 COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT EMERGENCY MANAGEMENT Agency 152 FY1998-99 Adopted REVENUE FY1998-99 Projected 500,710 603 PAYMENTS IN LIEU OF TAXES FY1998-99 Restated 465,590 - 615 GRANTS 620 INTERGOVERMENTAL Total Revenue $ FY1999-00 Adopted 500,710 8 Variance % 490,420 - - - 35,624 18,064 35,624 28,146 (7,478.00) 214,731 214,731 214,731 217,064 2,333.00 250,355 $ 232,803 $ 250,355 $ 245,210 $ (5,145) $ -21% 1% -2% EXPENDITURES PERSONAL SERVICES 500,710 701 REGULAR PAY $ 465,590 (7,610) -8% 25,550 27,537 21,200 6,337 23% 750 FRINGE BENEFITS 18,325 17,487 17,487 21,653 (4,166) -24% 2,938 - 11,398 2,533 8,865 78% 69,980 69,980 69,980 67,023 2,957 4% $ 6,383 3% $ Subtotal $ SUPPLIES AND SERVICES 220,112 $ 500,710 801 GENERAL SUPPLIES $ 206,727 $ $ 465,590 $ 500,710 490,420 8,447 69% 1,368 - 0% 825 REPAIRS AND MAINTENANCE 1,800 1,800 1,800 1,800 - 841 EMPLOYEE TRAVEL 2,800 2,800 2,800 3,390 842 EDUCATION 3,028 3,000 3,028 3,000 850 UTILITIES 3,000 3,000 3,000 3,000 20,068 $ 12,247 213,729 1,368 $ $ 101,320 1,368 24,243 8,100 220,112 $ 1,368 $ $ 93,710 820 RENT Subtotal 12,247 93,710 490,420 27,537 790 OTHER PERSONAL SERVICES $ 500,710 710 SPECIAL PAY 780 SALARY ADJUSTMENTS 101,332 24,243 CAPITAL OUTLAY 500,710 465,590 500,710 920 EQUIPMENT 6,000 6,000 6,000 $ $ 3,800 16,358 (590) 28 $ 0% -21% 1% - 0% 7,885 33% 490,420 (9,123) -152% Subtotal $ 6,000 $ 6,000 $ 6,000 $ 15,123 $ (9,123) -152% Total Expenditures $ 250,355 $ 232,795 $ 250,355 $ 245,210 $ 5,145 Operating Balance (Rev. - Exp.) $ $ 8 $ $ - - - 15,123 $ - 2% 335 maricopa county annual business strategies for 1999-2000 environmental services (88) County Administrative Officer Chief Health Services Officer Environmental Services Albert F. Brown, Director Community Services Technical Services Business Services Engineering Services Field Services mission To protect and improve quality of life through responsive and effective environmental management. program goals Maintain five-year business plan. Ensure a productive workforce via - Workload analysis, Job satisfaction, Supervisor Training, Employee training, Emotional commitment, and Safety. Computer compatibility to ensure modern cost effective public administration. Improve our credibility and enhance our Department’s image. Provide mandated environmental services. community impact The Environmental Services Department through its enforcement of environmental laws and regulations helps provide a healthy and safe environment - clean air, safe drinking water, sanitary food service, and approved waste disposal - to the residents and visitors to Maricopa County. performance measures Performance Measure Trip Reduction Surveys Completed Environmental Health Permits Issued Air Permits Issued Engineering Plans Reviewed Environmental Health Inspections Air Quality Inspection 336 FY 96-97 FY 97-98 FY98-99 (Est.) FY99-00 (Proj) 587,468 12,979 3,500 4,244 52,541 616,000 13,500 3,500 4,448 57,541 646,000 13,900 3,600 4,500 58,284 678,300 14,300 3,600 4,600 60,513 maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY E N V IR O N M E N T A L S E R V IC E S D e p a rtm e n t 8 8 Fund Type G eneral S p e c ia l R e v e n u e T o t a ls $ Personal Services 4 4 3 ,7 1 2 1 0 ,7 4 0 , 7 6 6 1 1 ,1 8 4 , 4 7 8 $ S u p p lie s & Services 1 8 4 ,3 0 8 4,939,970 5,124,278 C a p ita l O u tla y 1 6 ,2 4 4 5 6 1 ,7 5 3 5 7 7 ,9 9 7 $ T o tal Expenses 6 4 4 ,2 6 4 1 6 ,2 4 2 , 4 8 9 1 6 ,8 8 6 , 7 5 3 $ $ $ T o tal Revenue $ $ $ 1 8 ,1 6 1 , 0 1 5 1 8 ,1 6 1 , 0 1 5 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT ENVIRONMENTAL SERVICES Department 88 FY1998-99 Adopted $ 31,837,033 1,536,188 1,536,188 Subtotal $ 31,837,033 11,244,958 2,967,743 490 300,000 105,000 433,500 15,051,691 RESOURCES BEGINNING FUND BALANCE REVENUE 610 LICENSES AND PERMITS 615 GRANTS 620 INTERGOVERMENTAL 635 FEES & CHARGES 637 FINES & FORFEITS 650 M ISCELLANEOUS REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES 797 PERSONNEL SAVINGS (NEG) $ Subtotal $ SUPPLIES AND SERVICES 801 GENERAL SUPPLIES 802 M E D ICAL SUPPLIES 805 CONTRACTUAL SERVICES 807 HEALTH CARE SERVICES 820 RENT 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 828 MOTOR POOL 829 FUEL 830 TELECOM DISCRETIONARY 832 833 834 835 836 837 838 841 842 843 850 860 872 873 880 $ COUNTY COUNSEL EMPLOYEE BENEFITS ADMIN BASE LEVEL EQ SERVICES CHARGES EQUIPMENT REPLACEMENT RISK MANAGEMENT BASE LEVEL TELECOM TELECOM WIRELESS SYSTEMS EMPLOYEE TRAVEL EDUCATION TRANSPORTATION/SHIPPING U T ILITIES MISCELLANEOUS EXPENSE S S INTER-FUND CREDIT (NEG) S S INTERFUND CHARGES TRANSFERS OUT TO OTHER FUNDS Subtotal $ CAPITAL OUTLAY 915 BUILDINGS AND IMPROVEMENTS 920 EQUIPMENT 930 TRANSPORTATION Subtotal $ Total Expenditures $ Operating Balance (Rev. - Exp.) $ Ending Fund Balance (Resources - Exp.) $ 31,837,033 8,357,100 109,271 5,000 1,684,043 451,196 309 (248,647) 10,358,272 1,536,188 490,341 7,225 1,200,970 13,500 628,123 141,250 4,000 34,600 3,827 31,769 26,286 131,200 22,838 87,096 225,846 44,000 59,900 204,915 6,000 85,623 (357,672) 525,317 586,761 4,203,715 FY1998-99 P rojected $ 30,476,636 2,979,158 2,979,158 $ 30,476,636 9,279,628 4,309,075 358,000 121,200 469,000 14,536,903 $ $ $ 2,979,158 7,469,178 68,653 6,500 1,520,702 43,035 (24,713) 9,083,355 2,979,158 286,952 3,000 1,170,170 2,500 601,943 60,375 2,000 24,775 3,000 31,500 18,500 $ 131,200 22,838 61,000 225,846 12,000 23,400 114,200 5,000 64,823 (357,672) 361,603 586,761 3,455,714 1,536,188 10,000 637,167 40,000 687,167 15,249,154 (197,463) 1,338,725 FY1998-99 Restated $ 31,902,576 1,536,188 1,536,188 $ 31,902,576 11,244,958 2,979,206 490 300,000 105,000 433,500 15,063,154 $ $ $ 1,536,188 8,600,305 109,270 4,445 1,693,736 199,163 (248,647) 10,358,272 1,536,188 507,157 8,725 1,213,170 13,500 628,123 145,875 4,000 34,700 3,827 35,420 26,286 $ 131,200 22,838 83,345 225,846 44,000 61,500 209,415 6,000 85,623 (357,672) 525,317 586,761 4,244,956 $ 2,979,158 10,000 383,506 28,000 421,506 $ FY1999-00 Adopted $ 35,047,768 2,979,158 2,979,158 $ 35,047,768 9,902,000 4,336,657 360,000 101,200 482,000 15,181,857 $ $ $ 2,979,158 8,883,378 47,000 248,507 1,848,978 564,538 (407,923) 11,184,478 2,979,158 413,566 11,100 2,247,946 774,122 162,775 4,000 24,550 3,827 24,769 21,000 Variance % $ - 0% 0% 0% $ - - 0% 0% 0% 0% 0% - 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% $ - 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% $ $ $ 0% 0% 0% 0% 0% 0% $ 171,284 28,808 74,108 15,000 63,596 241,914 1,875 12,750 69,050 157,208 6,000 125,148 (474,959) 474,959 469,882 5,124,278 $ 1,536,188 10,000 650,006 40,000 700,006 $ 2,979,158 439,510 138,487 577,997 $ - 12,960,575 $ 15,303,234 $ 16,886,753 $ - 0% $ 1,576,328 $ $ (1,704,896) $ - 0% $ 4,555,486 $ $ 1,274,262 $ - 0% (240,080) 1,296,108 337 maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION Dept 88 ENVIRONMENTAL SERVICES 88 338 Total Working Title ACCOUNT CLERK III ADMINISTRATIVE ASSTNT I ADMINISTRATIVE ASSTNT II ADMINISTRATIVE ASSTNT III ADMINISTRATIVE COORD I ADMINISTRATIVE COORD II ADMINISTRATIVE COORD IV ADMINISTRATIVE COORD V ADMINISTRATIVE COORD VI ADMINISTRATOR II AIR QUALITY INSTR TECH I AIR QUALITY INSTR TECH II AIR QUALITY INSTRUMENT TECH I AIR QUALITY MONT PROG COORD ASSOCIATE DATABASE ANLYST CHEMIST CIVIL ENGINEER CLERK II CLERK III CLERK IV EARTH MOVING UNIT MANAGER ENGINEERING-PLANNING MGR ENVIRNMNTL ENGRG SPEC I ENVIRNMNTL ENGRG SPEC II ENVIRNMNTL ENGRG SPEC III ENVIRON SVCS DIR ENVIRONMENT SPECIALIST I ENVIRONMENTAL HEALTH AIDE ENVIRONMENTAL HEALTH SPEC ENVIRONMENTAL SERVCS MGR ENVIRONMENTAL SERVCS PLNR ENVIRONMENTL HLTH LD SPEC ENVIRONMNTL FLD SVCS MGR ENVRN INSPECTOR I ENVRN INSPECTOR II ENVRNMNTL HLTH SUPERVISR ENVRNMNTL HLTH-ENGRG MGR INTEGRATD SYS DSGN ANL II MANAGEMENT ANALYST II MANAGEMENT ANALYST III MANAGEMENT ANALYST IV OFFICE SUPERVISOR I PROGRAM COORDINATOR I PROGRAMMER-ANALYST I PROJECT MANAGER SECRETARY SENIOR SYSTEMS PROGRAMMER VECTOR CONTROL OFFCR I VECTOR CONTROL OFFCR II FTE 1 5 11 2 2 12 3 1 1 1 5 3 1 1 1 1 5 2 1 18 1 1 6 7 15 1 4 2.5 51 2 7 26 1 17.41 5.5 2 11 1 1 3 1 3 5.25 1 1 4 1 6 2 266.66 maricopa county annual business strategies for 1999-2000 ORG ORG_TITLE COL_INPUT PS SS CO TOTAL_EXP REV HIDE_ROW TOTAL BUDGET BY PROGRAM ENVIRONMENTAL SERVICES Agency 880 Personal Services PS Supplies & Services SS Capital HIDDEN Total Expenditures OutlayREVENUE_COL CO RE Revenue Org Title 8825 8851 8853 8854 VEHICLE RETROFIT PROGRAM 8825 $ 36,992 $ 13,008 $ - $ 50,000 $ - EH-FIELD SVCS VECTOR CONTROL 8851 $ 275,060 $ 129,476 $ 16,244 $ 420,780 $ - EH-FIELD SVCS WILDCAT DUMPING 8853 $ 49,977 $ 26,100 $ - $ 76,077 $ - 8854 $ Totals: $ 81,683 443,712 $ $ 15,724 184,308 $ $ 16,244 $ $ 97,407 644,264 $ $ - EH-FIELD SVCS NUISANCE COMPLIA OBJ OBJ_TITLE COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT ENVIRONMENTAL SERVICES Agency 880 FY1998-99 Adopted FY1998-99 Projected FY1998-99 Restated FY1999-00 Adopted Variance % EXPENDITURES PERSONAL SERVICES 642,656 701 REGULAR PAY $ 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES 797 PERSONNEL SAVINGS (NEG) 347,297 563,783 $ $ SUPPLIES AND SERVICES $ 347,305 644,264 $ 369,084 $ 72,081 67,080 71,943 73,538 (1,595) -2% 7,924 - 8,363 11,067 (2,704) -32% 309 - - - - - (10,769) (13,278) 2,509 -23% $ (22,870) -5% $ $ $ 563,783 642,656 4,800 16% 1,500 71% 805 CONTRACTUAL SERVICES 5,000 3,000 7,000 2,000 5,000 71% 820 RENT 6,580 5,000 6,580 8,080 (1,500) -23% 10,000 7,000 10,000 10,000 - 0% 75 100 100 - 0% 827 827 - 0% 18,420 14,769 3,651 20% 828 MOTOR POOL 827 829 FUEL - 14,769 830 TELECOM DISCRETIONARY 15,000 29,400 644,264 600 - $ 443,712 2,100 827 MATERIAL MGNT DISCRETIONARY 21,300 $ 500 825 REPAIRS AND MAINTENANCE $ 420,842 17% 600 802 MEDICAL SUPPLIES 37,000 382,844 699 -6% 4,000 420,842 3,301 (21,779) 5,500 642,656 801 GENERAL SUPPLIES 642,656 $ 4,000 (10,769) Subtotal 310,264 $ 24,600 6,500 2,000 6,500 6,500 - 0% 27,705 16,000 23,954 18,824 5,130 21% 842 EDUCATION 2,600 3,500 4,200 5,400 (1,200) -29% 843 TRANSPORTATION/SHIPPING 6,500 6,200 9,000 7,708 1,292 14% 860 MISCELLANEOUS EXPENSE 2,800 1,500 2,800 - 2,800 100% 834 BASE LEVEL EQ SERVICES CHARGES 873 S S INTERFUND CHARGES 80,933 Subtotal $ 201,814 84,864 $ 165,939 80,933 $ 201,814 CAPITAL OUTLAY 642,656 563,783 642,656 920 EQUIPMENT 20,000 15,000 20,000 84,900 $ 184,308 $ (3,967) -5% 17,506 9% 644,264 3,756 19% Subtotal $ 20,000 $ 15,000 $ 20,000 $ 16,244 16,244 $ 3,756 19% Total Expenditures $ 642,656 $ 563,783 $ 642,656 $ 644,264 $ (1,608) 0% 339 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM ENVIRONMENTAL SERVICES Agency 881 O rg 8823 8824 8826 8827 8828 8845 8847 8849 Title Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO ISTEA GRANT #6 $ ISTEA GRANT #7 $ TRIP REDUCTION GRANT $ LAWNMOWER EMISSIONS GRANT $ ISTEA $ ADOT AIR QUALITY IMPRVMNT #2 $ $ AIR POLLUTION FEDERAL GRANT 99 $ 120,610 $ 97,216 $ AIR POLLUTION FEDERAL GRANT 98 $ 377,021 $ 291,647 Totals: $ 1,315,628 $ 2,854,323 OBJ OBJ_TITLE 71,684 Revenue $ 40,000 $ - $ 111,684 $ 111,684 $ 898,316 $ - $ 898,316 $ 898,316 373,293 $ 575,282 $ - $ 948,575 $ 948,575 36,890 $ 377,992 $ - $ 414,882 $ 414,882 336,130 $ 573,870 $ - $ 910,000 $ 910,000 100,000 $ 100,000 $ 100,000 16,676 $ 234,502 $ 234,502 $ 50,030 $ 718,698 $ 718,698 $ 166,706 $ 4,336,657 $ 4,336,657 - - COL_INPUT ADOPTED_98/99 $ - PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT ENVIRONMENTAL SERVICES Agency 881 REVENUE 615 GRANTS Total Revenue FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted 5,862,869 7,273,281 5,928,412 2,952,743 4,309,075 2,964,206 $ 2,952,743 $ 1,028,042 $ 4,309,075 $ 2,964,206 Variance % 8,673,314 4,336,657 $ 4,336,657 $ 1,372,451.00 46% 1,372,451 46% EXPENDITURES PERSONAL SERVICES 5,862,869 701 REGULAR PAY 705 TEMPORARY PAY 16,654 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 797 PERSONNEL SAVINGS (NEG) Subtotal $ SUPPLIES AND SERVICES $ 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES 1,030,011 5,928,412 $ 16,653 1,030,861 8,673,314 $ 16,653 1,085,057 $ 10,000 (54,196) -5% 6,653 40% 1,000 1,000 445 1,250 (805) -181% 222,550 218,269 218,379 225,867 (7,488) -3% 33,130 35,443 35,038 32,756 (24,713) (24,713) (24,713) (39,302) 1,276,663 $ 5,862,869 801 GENERAL SUPPLIES 81,236 1,276,663 $ 7,273,281 $ 105,652 1,276,663 $ 5,928,412 $ 105,652 1,315,628 2,282 7% 14,589 -59% $ (38,965) $ -3% 8,673,314 $ (54,214) -51% 1,500 1,500 1,500 159,866 7,500 (6,000) -400% 908,470 918,670 918,670 1,890,446 (971,776) -106% 820 RENT 57,078 57,078 57,078 135,679 (78,601) -138% 825 REPAIRS AND MAINTENANCE 47,000 51,625 51,625 90,375 (38,750) -75% 827 MATERIAL MGNT DISCRETIONARY 3,500 3,500 3,500 5,000 (1,500) -43% 828 MOTOR POOL 3,000 3,000 3,000 3,000 - 829 FUEL 7,000 7,000 7,000 5,000 2,000 5,000 (5,000) 830 TELECOM DISCRETIONARY 834 BASE LEVEL EQ SERVICES CHARGES 835 EQUIPMENT REPLACEMENT 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 850 UTILITIES 860 MISCELLANEOUS EXPENSE 873 S S INTERFUND CHARGES $ 0% 29% - - - 12,000 12,000 12,000 12,000 - - - - 15,000 (15,000) 11,000 10,000 11,000 3,750 4,950 5,950 4,950 15,500 (10,550) -213% 10,000 12,000 12,000 16,000 (4,000) -33% 5,000 5,000 5,000 5,000 30,823 30,823 30,823 95,148 276,739 Subtotal 340 7,273,281 $ 1,459,296 276,739 $ 1,500,537 276,739 $ 1,500,537 CAPITAL OUTLAY 5,862,869 7,273,281 5,928,412 920 EQUIPMENT 174,167 187,006 187,006 7,250 - 390,059 $ 2,854,323 $ 66% 0% (64,325) -209% (113,320) -41% (1,353,786) -90% 8,673,314 166,706 Subtotal $ 174,167 $ 187,006 $ 187,006 $ 166,706 $ Total Expenditures $ 2,910,126 $ 2,964,206 $ 2,964,206 $ 4,336,657 $ Operating Balance (Rev. - Exp.) $ 42,617 $ 1,344,869 $ - 0% $ - $ 20,300 11% 20,300 11% (1,372,451) - -46% maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM E N V IR O N M E N T A L S E R V IC E S Agency 882 O rg T itle 8811 8819 8821 8822 8823 8833 8842 8844 8852 E A B U S IN E S S S E R V IC E S $ E N V IR O N S E R V $ E A - C O M P L A IN T S M A N A G E M E N T $ EA - SMALL BUSINESS ASST. PROG S u p p lie s C a p ita l T o tal S e rvices & Services O u tlay E x p e n d itu r e s PS SS CO $ - $ 375,244 $ 368,163 $ - $ 368,163 $ - 30,552 $ 1,500 $ - $ 32,052 $ - $ 133,454 $ 6,250 $ - $ 139,704 $ - IS T E A G R A N T # 6 $ 126,970 $ - $ - $ 126,970 $ - EA - ENGINEERING AIR PERMITS $ 659,160 $ - $ - $ 659,160 $ - E H T E C H N I C A L S E R V I C E S A D M IN $ 777,674 $ $ - $ 956,174 $ - E H P L A N N I N G & A N A L Y S IS $ 216,093 $ - $ - $ 216,093 $ - E H F IE L D S V C S A D M IN $ 933,278 $ - $ - $ 933,278 $ $ 3,252,425 $ $ - $ 3,806,838 $ OBJ_TITLE 375,244 - COL_INPUT ADOPTED_98/99 $ - Revenue $ T o tals: OBJ Personal 178,500 554,413 PROJECTED RESTATED ADOPTED_99/00 4,493,193 4,493,193 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT ENVIRONMENTAL SERVICES Agency 882 RESOURCES Beginning Fund Balance 750 MISCELLANEOUS REVENUE SALARY ADJUSTMENTS PERSONNEL SAVINGS (NEG) $ $ 7,102,959 3,368,000 120,000 6,000 10,252,543 460,124 $ Variance 8,300,031 624,193 $ % 164,069 36% -26% -5% 10,252,543 5,098,443 105,000 8,300,031 3,754,000 100,000 (1,344,443.00) (5,000.00) 16,000 15,000 (1,000.00) -6% $ 5,219,443 $ 3,494,000 $ 5,219,443 $ 3,869,000 $ (1,350,443) -26% Total Resources $ 5,679,567 $ 4,118,193 $ 5,679,567 $ 4,493,193 $ (1,186,374) -21% $ 10,252,543 2,680,335 4,800 $ 7,102,959 2,042,706 - $ 10,252,543 2,697,615 4,800 $ 8,300,031 2,490,386 - $ 534,194 Subtotal SUPPLIES AND SERVICES 801 GENERAL SUPPLIES $ $ 802 MEDICAL SUPPLIES 805 807 CONTRACTUAL SERVICES HEALTH CARE SERVICES 820 RENT 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 829 FUEL 830 832 833 TELECOM DISCRETIONARY COUNTY COUNSEL EMPLOYEE BENEFITS ADMIN 834 BASE LEVEL EQ SERVICES CHARGES 836 RISK MANAGEMENT 837 841 BASE LEVEL TELECOM EMPLOYEE TRAVEL 842 843 850 860 872 S S INTER-FUND CREDIT (NEG) 873 880 S S INTERFUND CHARGES TRANSFERS OUT TO OTHER FUNDS 405,711 529,820 71,980 - 59,074 (86,083) 3,205,226 $ 2,448,417 (86,083) 3,205,226 $ 7,102,959 20,000 10,252,543 218,725 $ $ 10,252,543 218,725 4,625 1,000 4,625 49,500 13,500 43,500 2,500 49,500 13,500 199,866 176,766 207,229 4,800 520,101 9,719 379,051 (319,977) $ (137,113) 3,252,425 $ $ 8,300,031 28,500 $ 2,500 51,030 (47,199) 190,225 8% 100% 2% -542% -59% -1% 87% 2,125 46% 125,000 - (75,500) 13,500 -153% 100% 199,866 160,000 39,866 20% 30,000 20,000 10,000 33% 2,000 2,000 2,000 2,000 20,000 9,000 20,000 15,000 30,000 - - - 18,286 65,600 11,419 - 1,500 65,600 11,419 5,000 18,286 65,600 11,419 - - 5,000 0% 25% 500 (500) 6,500 85,622 14,404 11,786 (20,022) (2,985) 64% -31% -26% 14,000 (9,000) -180% 31,798 (31,798) 112,923 23,000 120,957 4,000 (8,034) 19,000 -7% 83% EDUCATION TRANSPORTATION/SHIPPING 20,000 94,520 6,000 15,000 20,000 94,520 15,250 35,000 4,750 59,520 24% 63% UTILITIES MISCELLANEOUS EXPENSE 1,000 46,000 22,500 1,000 46,000 1,000 27,500 18,500 0% 40% (276,739) (276,739) (276,739) (390,059) 113,320 -41% 167,645 293,380 293,380 167,645 293,380 234,941 167,645 58,439 100% 20% $ 1,120,250 $ 10,252,543 207,500 TRANSPORTATION Total Expenditures Operating Balance (Rev. - Exp.) Ending Fund Balance (Resources - Exp.) $ 7,102,959 - 40,000 Subtotal 508,349 - 5,000 112,923 2,000 Subtotal - - 112,923 23,000 CAPITAL OUTLAY 920 EQUIPMENT 930 Adopted 7,102,959 624,193 Total Revenue FRINGE BENEFITS 797 FY1999-00 Restated 16,000 REGULAR PAY TEMPORARY PAY 780 FY1998-99 Projected 10,252,543 5,098,443 105,000 EXPENDITURES PERSONAL SERVICES 701 705 FY1998-99 Adopted 10,252,543 Total $ 500 and 501: 460,124 REVENUE 610 LICENSES AND PERMITS 637 FINES & FORFEITS 650 FY1998-99 28,000 $ 247,500 $ $ 4,572,976 $ $ 646,467 $ 1,106,591 28,000 565,837 51% 10,252,543 207,500 1,120,250 $ 8,300,031 - 554,413 $ 207,500 100% 40,000 - 40,000 100% $ 247,500 $ - $ 247,500 100% 2,984,766 $ 4,572,976 $ 3,806,838 $ 766,138 17% $ 509,234 $ 646,467 $ 62,162 $ 584,305 90% $ 1,133,427 $ 1,106,591 $ 686,355 $ 420,236 38% 341 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM E N V IR O N M E N T A L S E R V IC E S Agency 883 O rg T itle P e rs o n a l S u p p lie s C a p ita l T o ta l S e r v ic e s & S e r v ic e s O u tla y E x p e n d itu re s PS 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 1 1 3 3 3 3 3 3 5 5 5 5 5 5 5 5 1 9 1 2 3 4 5 6 2 3 4 5 6 7 8 9 E A B U S IN E S S S E R V IC E S $ E N V IR O N S E R V $ E H - E N G IN E E R IN G S V C S . A D M IN . $ E H - E N G IN E E R IN G P L A N R E V IE W E A - E N G IN E E R IN G A IR P E R M IT S Revenue C O $ 1 7 9 ,8 7 5 $ $ 1 ,2 2 5 ,8 3 5 $ $ 8 9 0 ,1 4 6 $ - $ 8 9 0 ,1 4 6 $ 3 4 5 ,3 5 3 $ 6 7 ,4 5 0 $ - $ 4 1 2 ,8 0 3 $ $ 1 4 4 ,3 3 2 $ $ 1 6 0 ,4 4 4 $ - - $ - $ 1 4 4 ,3 3 2 $ - - $ - $ 1 6 0 ,4 4 4 $ - E H - E N G N R . H E A L T H P L A N R E V IE W $ 2 2 1 ,1 3 0 E H -E N G N R F IE L D O P E R A T IO N $ 4 2 9 ,5 4 8 E H -E N G IN E E R IN G -S O L ID W A S T E $ 7 1 ,0 6 8 $ - $ - $ 2 2 1 ,1 3 0 $ - $ - $ - $ 4 2 9 ,5 4 8 $ - $ - $ - $ 7 1 ,0 6 8 $ E H F IE L D S V C S A D M IN $ 5 8 3 ,4 5 8 $ - 9 3 ,0 0 0 $ - $ 6 7 6 ,4 5 8 $ E H -F IE L D S V C S W IL D C A T D U M P IN G $ 4 6 2 ,8 8 5 - $ 2 4 ,0 0 0 $ - $ 4 8 6 ,8 8 5 $ E H -F IE L D S V C S N U IS A N C E C O M P L IA $ E A -F IE L D S V C S W E S T E R N R E G IO N $ - 5 7 9 ,1 0 8 $ 8 3 ,3 0 6 $ - $ 6 6 2 ,4 1 4 $ - 5 9 2 ,9 5 2 $ 6 1 ,8 7 9 $ - $ 6 5 4 ,8 3 1 $ E A -F IE L D S V C S N O R T H E R N R E G IO N - $ 5 7 8 ,0 9 3 $ 8 3 ,1 7 8 $ - $ 6 6 1 ,2 7 1 $ - E A - A IR C O M P L IA N C E $ 4 5 9 ,8 2 2 $ 1 2 ,7 0 0 $ - $ 4 7 2 ,5 2 2 $ - E H D IV IS IO N T & Q A S S U R A N C E $ 3 7 2 ,1 3 8 $ 1 2 ,7 0 0 $ - $ 3 8 4 ,8 3 8 $ - E H D IV IS IO N C E N T R A L R E G IO N $ 5 2 1 ,4 6 9 $ 2 3 ,0 0 0 $ - $ 5 4 4 ,4 6 9 $ $ 6 ,1 7 2 ,7 1 3 $ 1 ,5 3 1 ,2 3 4 $ $ 8 ,0 9 8 ,9 9 4 $ T o ta ls : OBJ SS O B J _ T IT L E 6 5 0 ,9 1 3 - CA OD L_ O IPN TP EUDT_ 9 8 / 9 9 PROJECTED 3 9 5 ,0 4 7 3 9 5 ,0 4 7 RESTATED A D O P T E D _ 9 9 /0 0 9 ,3 3 1 ,1 6 5 - 9 ,3 3 1 ,1 6 5 V A R IA N C E P E R C E N T H ID E _ R O W E X P E N D IT U R E S A N D R E V E N U E S B Y A G E N C Y /O B J E C T E N V IR O N M E N T A L S E R V IC E S Agency 883 F Y 1 9 9 8 -9 9 A d o p te d RESOURCES B e g in n in g F u n d B a la n c e F Y 1 9 9 8 -9 9 P rojected 1 5 ,0 7 8 ,9 6 5 T$o t a l 5 0 0 1a, n0 d7 65, 00 16 :4 REVENUE 6 1 0 L IC E N S E S A N D P E R M IT S 615 GRANTS 6 2 0 IN T E R G O V E R M E N T A L 635 FEES & CHARGES $ $ 1 5 ,0 7 8 ,9 6 5 1 ,0 7 6 ,0 6 4 $ V a ria n c e 1 7 ,4 3 0 ,1 5 9 2 ,3 5 4 ,9 6 5 1 5 ,5 3 6 ,6 1 3 1 5 ,0 7 8 ,9 6 5 1 7 ,4 3 0 ,1 5 9 6 ,1 4 6 ,5 1 5 5 ,9 1 1 ,6 2 8 6 ,1 4 6 ,5 1 5 6 ,1 4 8 ,0 0 0 $ % 1 ,2 7 8 ,9 0 1 1 ,4 8 5 .0 0 119% 0% 1 5 ,0 0 0 - 1 5 ,0 0 0 - ( 1 5 ,0 0 0 .0 0 ) -100% 490 - 490 - ( 4 9 0 .0 0 ) -100% 3 5 8 ,0 0 0 - 6 5 0 M IS C E L L A N E O U S R E V E N U E 1 5 ,5 3 6 ,6 1 3 2 ,3 5 4 ,9 6 5 F Y 1 9 9 9 -0 0 A d o p te d 1 5 ,0 7 8 ,9 6 5 3 0 0 ,0 0 0 6 3 7 F IN E S & F O R F E IT S F Y 1 9 9 8 -9 9 R e s ta te d 3 0 0 ,0 0 0 1 ,2 0 0 4 1 7 ,5 0 0 3 6 0 ,0 0 0 - 4 6 3 ,0 0 0 4 1 7 ,5 0 0 6 0 ,0 0 0 .0 0 20% 1 ,2 0 0 1 ,2 0 0 .0 0 4 6 7 ,0 0 0 4 9 ,5 0 0 .0 0 12% T o ta l R e v e n u e $ 6 ,8 7 9 ,5 0 5 $ 6 ,7 3 3 ,8 2 8 $ 6 ,8 7 9 ,5 0 5 $ 6 ,9 7 6 ,2 0 0 $ 9 6 ,6 9 5 1% T o ta l R e s o u rc e s $ 7 ,9 5 5 ,5 6 9 $ 9 ,0 8 8 ,7 9 3 $ 7 ,9 5 5 ,5 6 9 $ 9 ,3 3 1 ,1 6 5 $ 1 ,3 7 5 ,5 9 6 17% E X P E N D IT U R E S P E R S O N A L S E R V IC E S 1 5 ,0 7 8 ,9 6 5 701 REGULAR PAY $ 705 TEMPORARY PAY 1 5 ,5 3 6 ,6 1 3 $ 8 7 ,8 1 7 7 1 0 S P E C IA L P A Y 780 SALARY ADJUSTMENTS 7 9 7 P E R S O N N E L S A V IN G S (N E G ) S u b to ta l $ S U P P L IE S A N D S E R V IC E S 8 5 5 ,2 1 8 8 2 9 ,6 4 2 3 3 8 ,1 6 2 7 ,5 9 2 ( 1 2 7 ,0 8 2 ) - 5 ,4 5 5 ,5 4 1 $ 8 0 2 M E D IC A L S U P P L IE S 1 5 3 ,3 8 0 1 5 ,0 7 8 ,9 6 5 $ $ 4 ,9 7 5 ,4 3 1 $ 1 4 0 ,0 0 0 1 7 ,4 3 0 ,1 5 9 $ 8 7 3 ,5 9 4 9 6 ,6 8 8 ( 1 2 7 ,0 8 2 ) $ 5 ,4 5 5 ,5 4 1 $ 1 5 ,0 7 8 ,9 6 5 $ 1 5 3 ,3 8 0 -9% 58% ( 1 5 5 ,8 7 8 ) -18% 1 4 1 ,6 6 4 ( 4 4 ,9 7 6 ) -47% ( 2 1 8 ,2 3 0 ) 9 1 ,1 4 8 -72% 6 ,1 7 2 ,7 1 3 $ ( 7 1 7 ,1 7 2 ) -13% $ ( 4 7 ,2 2 0 ) -31% 1 7 ,4 3 0 ,1 5 9 $ 2 0 0 ,6 0 0 500 500 2 3 8 ,0 0 0 2 3 0 ,5 0 0 820 RENT 3 6 4 ,5 9 9 3 6 3 ,0 9 9 3 6 4 ,5 9 9 4 7 0 ,3 6 3 5 4 ,2 5 0 1 ,7 5 0 5 4 ,2 5 0 4 2 ,4 0 0 7 ,5 0 0 ( 1 0 5 ,7 6 4 ) 1 1 ,8 5 0 0% 3% -29% 22% 2 ,0 0 0 2 ,0 0 0 - 8 2 7 M A T E R IA L M G N T D IS C R E T IO N A R Y 1 1 ,1 0 0 1 2 ,2 0 0 1 1 ,1 0 0 4 ,4 5 0 6 ,6 5 0 60% 829 FUEL 1 0 ,0 0 0 9 ,5 0 0 1 0 ,0 0 0 4 ,5 0 0 5 ,5 0 0 55% 8 3 0 T E L E C O M D IS C R E T IO N A R Y - 5 0 ,8 1 7 1 ,0 2 9 ,4 7 2 2 0 5 ,0 0 0 2 ,0 0 0 ( 4 1 4 ,3 2 7 ) ( 2 4 3 ,9 5 6 ) 2 3 8 ,0 0 0 8 2 6 F A C IL IT IE S M G M T D IS C R E T IO N A R Y $ 2 4 3 ,9 5 6 8 0 5 C O N T R A C T U A L S E R V IC E S 8 2 5 R E P A IR S A N D M A IN T E N A N C E - 4 ,9 3 8 ,8 5 1 3 7 ,0 0 0 - 1 5 ,5 3 6 ,6 1 3 500 4 ,5 2 4 ,5 2 4 8 7 ,8 1 7 - 1 5 ,0 7 8 ,9 6 5 8 0 1 G E N E R A L S U P P L IE S 4 ,0 8 6 ,1 9 7 5 2 ,0 0 0 - 7 5 0 F R IN G E B E N E F IT S 0% 1 ,5 0 0 1 5 ,0 0 0 1 ,5 0 0 3 ,0 0 0 (1,500) -100% 832 COUNTY COUNSEL 6 5 ,6 0 0 6 5 ,6 0 0 6 5 ,6 0 0 8 5 ,6 6 2 ( 2 0 ,0 6 2 ) -31% 8 3 3 E M P L O Y E E B E N E F IT S A D M IN 1 1 ,4 1 9 1 1 ,4 1 9 1 1 ,4 1 9 1 4 ,4 0 4 (2,985) -26% 8 3 4 B A S E L E V E L E Q S E R V IC E S C H A R G E S 4 2 ,3 9 1 3 3 ,0 0 0 4 2 ,3 9 1 2 9 ,2 8 4 1 3 ,1 0 7 8 3 6 R IS K M A N A G E M E N T - 837 BASE LEVEL TELECOM - 1 1 2 ,9 2 3 8 3 8 T E L E C O M W IR E L E S S S Y S T E M S $ C A P IT A L O U T L A Y 2 9 3 ,3 8 1 1 ,4 2 2 ,3 5 5 9 2 0 E Q U IP M E N T 9 3 0 T R A N S P O R T A T IO N 6 ,0 0 0 ( 8 0 ,9 3 3 ) $ 1 5 ,0 7 8 ,9 6 5 9 1 5 B U IL D IN G S A N D IM P R O V E M E N T S 9 3 ,8 9 5 1 0 ,0 0 0 ( 8 0 ,9 3 3 ) 880 TRANSFERS OUT TO OTHER FUNDS S u b to ta l 1 0 ,0 0 0 3 2 ,3 5 0 8 1 ,0 0 0 6 ,0 0 0 8 7 2 S S IN T E R -F U N D C R E D IT ( N E G ) - 7 ,9 5 0 9 3 ,8 9 5 8 6 0 M IS C E L L A N E O U S E X P E N S E 1 1 2 ,9 2 3 - 1 0 ,0 0 0 3 2 ,3 5 0 8 4 3 T R A N S P O R T A T IO N /S H IP P IN G - 1 1 2 ,9 2 3 - 841 EMPLOYEE TRAVEL 8 4 2 E D U C A T IO N 342 4 ,3 0 1 ,4 2 6 2 9 3 ,3 8 1 1 ,2 8 0 ,8 8 9 $ 1 5 ,5 3 6 ,6 1 3 2 9 3 ,3 8 1 1 ,4 2 2 ,3 5 5 1 0 ,0 0 0 1 0 ,0 0 0 1 8 1 ,5 0 0 2 3 5 ,5 0 0 - - (8,034) 1 ,8 7 5 (1,875) 5 ,0 0 0 3 2 ,9 0 0 5 ,0 0 0 (550) 9 8 ,5 0 0 (4,605) -5% 3 ,5 0 0 58% ( 8 4 ,9 0 0 ) $ 1 5 ,0 7 8 ,9 6 5 1 0 ,0 0 0 2 3 5 ,5 0 0 ( 3 1 ,7 9 8 ) 2 ,5 0 0 ( 8 0 ,9 3 3 ) 31% 3 1 ,7 9 8 1 2 0 ,9 5 7 2 3 4 ,9 4 1 1 ,5 3 1 ,2 3 4 3 ,9 6 7 $ 5 8 ,4 4 0 ( 1 0 8 ,8 7 9 ) -7% 50% -2% -5% 20% -8% 1 7 ,4 3 0 ,1 5 9 - - 1 0 ,0 0 0 2 5 6 ,5 6 0 ( 2 1 ,0 6 0 ) 1 3 8 ,4 8 7 ( 1 3 8 ,4 8 7 ) S u b to ta l $ 2 4 5 ,5 0 0 $ 1 9 1 ,5 0 0 $ 2 4 5 ,5 0 0 $ 3 9 5 ,0 4 7 $ ( 1 4 9 ,5 4 7 ) T o ta l E x p e n d itu r e s $ 7 ,1 2 3 ,3 9 6 $ 6 ,4 4 7 ,8 2 0 $ 7 ,1 2 3 ,3 9 6 $ 8 ,0 9 8 ,9 9 4 $ ( 9 7 5 ,5 9 8 ) O p e r a t in g B a la n c e ( R e v . - E x p .) $ ( 2 4 3 ,8 9 1 ) $ 2 8 6 ,0 0 8 $ ( 2 4 3 ,8 9 1 ) $ ( 1 , 1 2 2 ,7 9 4 ) $ 8 7 8 ,9 0 3 E n d in g F u n d B a la n c e ( R e s o u r c e s - E x p .) $ 8 3 2 ,1 7 3 $ 2 ,6 4 0 ,9 7 3 $ 8 3 2 ,1 7 3 $ 1 ,2 3 2 ,1 7 1 $ ( 3 9 9 ,9 9 8 ) 100% -9% -61% -14% -360% -48% maricopa county annual business strategies for 1999-2000 equipment services (74) Chief Public Works Officer Equipment Services Equipment Services Steve Giles, Director Steve Giles, Director Service Stations Field Service Heavy Equipment Automotive Administration mission Our mission is to provide the highest quality customer service in the planning, maintaining and operating of facilities, equipment, and vehicles in a safe, efficient and environmentally responsible method. program goals Provide planning, fiscal management, information services and support for the County fleet. Monitor and assure compliance with EPA and ADEQ regulations and requirements. Maintain equitable fuel management, cost and operation. Provide automotive, heavy equipment, and other parts and services support for the County fleet and various Equipment Services Division sections. Provide heavy equipment repair, in the shop, as well as coordinating outside vendor repairs to the County heavy equipment fleet to maximize heavy equipment vehicle availability. Develop, implement and monitor an equipment pool to maximize resource utilization. community impact Many Maricopa County Departments depend on vehicles or equipment to provide their services to the citizens of Maricopa County. The community is impacted by the decisions that provide safe and reliable vehicles for County services. performance measures Performance Measure FY 96-97 FY 97-98 Work Orders Completed Miles Traveled Fuel Consumption 26,069 22,497,374 2,000,000 25,596 21,64,817 2,085,564 FY 98-99 (Est.) 26,872 20,994,900 2,100,000 FY 99-00 (Proj) 28,000 21,000,000 2,105,000 343 maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY E Q U IPM E N T S E R V ICES D e p a rtm e n t 7 4 Fund Type I n t e r n a l S e r v ic e T o t a ls $ Personal Services 2,594,540 2,594,540 $ S u p p lie s & Services 5,116,738 5,116,738 C a p ital O u tla y 5 9 4 ,1 6 7 5 9 4 ,1 6 7 $ $ $ T o tal Expenses 8,305,445 8,305,445 $ $ T o tal Revenue 8,324,902 8,324,902 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT EQUIPMENT SERVICES Department 74 FY1998-99 Adopted RESOURCES BEGINNING FUND BALANCE $ 16,645,268 357,202 357,202 Subtotal $ 16,645,268 7,925,467 39,965 7,965,432 REVENUE 636 I N T E R N A L S E R V I C E C H A R G E S 650 M I S C E L L A N E O U S R E V E N U E EXPENDITURES PERSONAL SERVICES 701 R E G U L A R P A Y 705 T E M P O R A R Y P A Y 710 S P E C I A L P A Y 750 F R I N G E B E N E F I T S 780 S A L A R Y A D J U S T M E N T S 797 P E R S O N N E L S A V I N G S ( N E G ) $ 16,445,539 397,167 397,167 $ 16,445,539 7,800,000 7,800,000 FY1998-99 Restated $ 16,645,268 387,176 387,176 $ 16,645,268 7,925,467 9,991 7,935,458 FY1999-00 Adopted $ 16,630,347 397,167 397,167 $ 16,630,347 7,927,735 7,927,735 Variance % $ - 0% 0% $ - 0% 16,645,268 1,918,660 $ 50,000 122,558 391,737 50,637 (44,158) 2,489,434 $ 16,445,539 1,930,988 $ 38,000 84,599 388,303 50,635 (39,480) 2,453,045 $ 16,645,268 1,973,476 $ 36,584 117,772 395,861 9,899 (44,158) 2,489,434 $ 16,630,347 1,966,698 $ 52,572 133,898 431,537 49,167 (39,332) 2,594,540 $ - 0% 0% 0% 0% 0% 0% 0% SUPPLIES AND SERVICES 801 G E N E R A L S U P P L I E S $ 805 C O N T R A C T U A L S E R V I C E S 820 R E N T 825 R E P A I R S A N D M A I N T E N A N C E 826 F A C I L I T I E S M G M T D I S C R E T I O N A R Y 827 M A T E R I A L M G N T D I S C R E T I O N A R Y 830 T E L E C O M D I S C R E T I O N A R Y 833 E M P L O Y E E B E N E F I T S A D M I N 836 R I S K M A N A G E M E N T 837 B A S E L E V E L T E L E C O M 842 E D U C A T I O N 850 U T I L I T I E S 860 M I S C E L L A N E O U S E X P E N S E 873 S S I N T E R F U N D C H A R G E S 875 B O N D S A N D R E L A T E D E X P E N S E 880 T R A N S F E R S O U T T O O T H E R F U N D S Subtotal $ 16,645,268 2,665,534 94,416 3,000 1,597,800 1,000 1,000 3,291 6,190 22,247 36,118 33,000 100,000 8,750 6,329 79,030 511,390 5,169,095 $ 16,445,539 2,522,855 100,000 10,000 1,690,500 1,000 500 3,291 6,190 22,247 36,118 33,000 100,000 8,750 6,329 79,030 511,390 5,131,200 $ 16,645,268 2,665,534 94,416 3,000 1,597,800 1,000 1,000 3,291 6,190 22,247 36,118 33,000 100,000 8,750 6,329 79,030 511,390 5,169,095 $ 16,630,347 2,315,100 173,269 7,000 1,785,261 393 1,000 7,042 7,741 37,872 33,057 40,000 114,000 18,500 12,200 95,265 469,038 5,116,738 $ - 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% CAPITAL OUTLAY 915 B U I L D I N G S A N D I M P R O V E M E N T S 920 E Q U I P M E N T 930 T R A N S P O R T A T I O N Subtotal $ 16,645,268 77,500 189,438 397,167 664,105 $ 16,445,539 77,500 189,460 397,167 664,127 $ 16,645,268 77,500 189,438 397,167 664,105 $ 16,630,347 92,000 105,000 397,167 594,167 $ - 0% 0% 0% 0% Total Expenditures $ 8,322,634 $ 8,248,372 $ 8,322,634 $ 8,305,445 $ - 0% (377,710) $ - 0% - 0% $ Subtotal $ Operating Balance (Rev. - Exp.) $ Ending Fund Balance (Resources - Exp.) $ 344 FY1998-99 Projected $ (357,202) $ - $ $ (448,372) $ (51,205) $ $ (387,176) $ - $ 19,457 $ $ maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION Dept 74 EQUIPMENT SERVICES 74 Total WORKING TITLE ADMIN ASST ADMINISTRATIVE ASSTNT III ADMINISTRATIVE COORD I AUTOMTV&HVY EQP PARTS MGR AUTOMTV&HVY EQP PARTS SPC BUYER III CONTRACT COORDINATOR EQUIP SVCS DIRECTOR FINANCIAL SVCS ADMIN 3 HEAVY EQUIPMENT MECHANIC MECHANIC MECHANIC ASSISTANT MECHANIC II MECHANIC II-SVC WRITER MECHANIC-WRECKER OPERATOR MECHANICAL ENGINEER PAYABLES CLERK RENTAL CLERK SERVICE WORKER II SERVICE WORKER IV SERVICE WRITER TRADES SPECIALIST TRADES SUPERVISOR FTE 1 1 1 1 3 1 1 1 1 13 7 1 15 1 1 1 1 1 1 1 1 1 4 60 345 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM EQUIPMENT SERVICES Agency 740 Org 3700 7410 7420 7430 7440 7450 7488 Title Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO SCHOOLS SUMMARY $ 8 $ ADMINISTRATIVE $ 988,597 $ HEAVY EQUIPMENT $ 343,750 $ AUTOMOTIVE $ 474,852 $ FIELD SERVICE $ 465,546 SERVICE STATIONS $ NEW VEHICLE GET READY-CONTRACT OBJ OBJ_TITLE $ 8 $ $ 177,000 $ 6,282,335 $ 4,881,613 - $ 20,000 $ 363,750 $ 710,599 - $ - $ 474,852 $ 695,814 $ - $ - $ 465,546 $ 756,837 239,514 $ - $ - $ 239,514 $ 712,202 $ 82,281 $ - $ - $ 82,281 $ 170,670 Totals: $ 2,594,548 $ $ 7,908,286 $ 7,927,735 CO AD L _OIP NTPEUDT_ 9 8 / 9 9 - $ 5,116,738 5,116,738 PROJECTED - Revenue $ 197,000 RESTATED ADOPTED_99/00 - VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT EQUIPMENT SERVICES Agency 740 REVENUE 636 I N T E R N A L S E R V I C E C H A R G E S Total Revenue $ FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted 15,850,934 15,651,205 15,850,934 7,925,467 7,800,000 7,925,467 7,925,467 $ 7,800,000 $ 7,925,467 Variance % 15,836,013 7,927,735 $ 7,927,735 $ 2,268.00 0% 2,268 0% EXPENDITURES PERSONAL SERVICES 15,850,934 701 R E G U L A R P A Y $ 705 T E M P O R A R Y P A Y 15,651,205 $ 50,000 1,930,988 15,850,934 $ 1,973,476 15,836,013 $ 1,966,698 $ 6,778 0% 38,000 36,584 52,572 (15,988) -44% -14% 710 S P E C I A L P A Y 122,558 84,599 117,772 133,898 (16,126) 750 F R I N G E B E N E F I T S 391,737 388,303 395,861 431,537 (35,676) -9% 50,637 50,635 9,899 49,167 (39,268) -397% 780 S A L A R Y A D J U S T M E N T S 797 P E R S O N N E L S A V I N G S ( N E G ) (44,158) Subtotal $ SUPPLIES AND SERVICES 2,489,434 (39,480) $ 15,850,934 801 G E N E R A L S U P P L I E S $ 805 C O N T R A C T U A L S E R V I C E S 2,665,534 2,453,045 (44,158) $ 15,651,205 $ 94,416 820 R E N T 2,522,855 2,489,434 (39,332) $ 15,850,934 $ 100,000 2,665,534 2,594,540 (4,826) 11% $ (105,106) -4% $ 350,434 15,836,013 $ 94,416 2,315,100 173,269 13% (78,853) -84% 3,000 10,000 3,000 7,000 (4,000) -133% 1,597,800 1,690,500 1,597,800 1,785,261 (187,461) -12% 826 F A C I L I T I E S M G M T D I S C R E T I O N A R Y 1,000 1,000 1,000 393 827 M A T E R I A L M G N T D I S C R E T I O N A R Y 1,000 500 1,000 1,000 - 830 T E L E C O M D I S C R E T I O N A R Y 3,291 3,291 3,291 7,042 (3,751) -114% 825 R E P A I R S A N D M A I N T E N A N C E 833 E M P L O Y E E B E N E F I T S A D M I N 607 61% 0% 6,190 6,190 6,190 7,741 (1,551) -25% 836 R I S K M A N A G E M E N T 22,247 22,247 22,247 37,872 (15,625) -70% 837 B A S E L E V E L T E L E C O M 36,118 36,118 36,118 33,057 3,061 842 E D U C A T I O N 33,000 33,000 33,000 40,000 (7,000) 100,000 100,000 100,000 114,000 (14,000) -14% 8,750 8,750 8,750 18,500 (9,750) -111% 850 UTILITIES 860 M I S C E L L A N E O U S E X P E N S E 873 S S I N T E R F U N D C H A R G E S 875 B O N D S A N D R E L A T E D E X P E N S E 880 T R A N S F E R S O U T T O O T H E R F U N D S Subtotal $ CAPITAL OUTLAY 915 B U I L D I N G S A N D I M P R O V E M E N T S 920 E Q U I P M E N T 346 1,918,660 8% -21% 6,329 6,329 6,329 12,200 (5,871) -93% 79,030 79,030 79,030 95,265 (16,235) -21% 511,390 511,390 511,390 469,038 5,169,095 $ 5,131,200 $ 5,169,095 $ 5,116,738 15,850,934 15,651,205 15,850,934 77,500 77,500 77,500 92,000 189,438 189,460 189,438 105,000 $ 42,352 8% 52,357 1% 15,836,013 (14,500) -19% 84,438 45% Subtotal $ 266,938 $ 266,960 $ 266,938 $ 197,000 $ 69,938 26% Total Expenditures $ 7,925,467 $ 7,851,205 $ 7,925,467 $ 7,908,278 $ 17,189 0% Operating Balance (Rev. - Exp.) $ $ 19,457 $ (19,457) - $ (51,205) $ - maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM EQUIPMENT SERVICES Agency 742 Org 7490 Title MOTOR POOL-REPLACEMENT OBJ OBJ_TITLE Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Revenue $ - $ - $ 397,167 $ 397,167 $ 397,167 Totals: $ - $ - $ 397,167 $ 397,167 $ 397,167 COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT EQUIPMENT SERVICES Agency 742 FY1998-99 Adopted RESOURCES FY1998-99 Projected 794,334 Beginning Fund Balance $ REVENUE 357,202 794,334 $ 794,334 650 MISCELLANEOUS REVENUE FY1998-99 Restated 397,167 794,334 $ 794,334 39,965 $ 39,965 $ Total Resources $ 397,167 $ 397,167 387,176 Variance % 794,334 $ 794,334 - Total Revenue FY1999-00 Adopted 397,167 $ 9,991 3% 794,334 9,991 - $ 9,991 $ $ 397,167 $ 397,167 (9,991.00) -100% $ (9,991) -100% $ - 0% EXPENDITURES CAPITAL OUTLAY 930 TRANSPORTATION 794,334 794,334 794,334 397,167 397,167 397,167 794,334 - 0% Subtotal $ 397,167 $ 397,167 $ 397,167 $ 397,167 $ - 0% Total Expenditures $ 397,167 $ 397,167 $ 397,167 $ 397,167 $ - 0% Operating Balance (Rev. - Exp.) $ (357,202) $ (397,167) $ (387,176) $ (397,167) $ 9,991 -3% Ending Fund Balance (Resources - Exp.) $ - - - - - $ $ 397,167 $ $ 347 maricopa county annual business strategies for 1999-2000 facilities management (70) County Administrative Officer Chief Public Works Officer Facilities Management Facilities Management Norm Hintz, Director Norm Hintz, Director Planning Assistant Director Finance & Administration Protective Services Operations & Maintenance Design & Construction mission To provide leadership and quality customer service to plan, design, construct, operate and maintain safe and efficient facilities for Maricopa County. program goals Plan, schedule, implement and monitor the facilities Preventive Maintenance Program including Major Replacement/Upgrade projects. Continue to redefine and monitor contracts to insure compliance with all laws and the procurement code in accordance with customer needs. Develop a self-directed team concept among all employees. community impact Maintenance will ensure that buildings are maintained at the level they were designed and constructed to ensure compliance with all building codes, OSHA, Health, EPA and other regulatory ordinances that will provide a safe and clean environment for all occupants and visitors in the buildings. 348 maricopa county annual business strategies for 1999-2000 performance measures Performance Measure Operations & Maintenance Division: Average # of Monthly Service Calls- Reactionary Maintenance - output Design & Construction Division: # of work orders for jobs completed under $16,500 output Design & Construction Division: # of work orders completed for jobs over $16,501 output Operations & Maintenance Division: Average # of Monthly Service Calls- Preventative Maintenance - output Operations & Maintenance Division: Average response time to reactionary service calls (efficiency) Planning Division: # of building square footage that has been surveyed and recorded into Aperture Space Planning Software Program. Finance/Administration Division: # of purchase card transactions per month Finance/Administration Division: # of documents processed per month(JV’s, RC’s, RX’s, Direct Pays, CAPA’s) Protective Services: Reduce the number of thefts, auto thefts and vandalism by 25% for the downtown facilities Protective Services: Reduce the number of parking violators in the Madison Garage by 50%. Departmental: Percentage of facilities meeting or exceeding all, OSHA, Health, EPA and other regulatory ordinances. FY 96-97 FY 97-98 FY98-99 est.) FY99-00 (Proj) 2,450 2,000 3,428 3,400 N/A N/A 400 450 N/A N/A N/A 60 2400 5,767* 160,000 Estimated 2 hours 1,000,000 20 75 1,100 1,150 40 30 80 40 60% 65% *based on funding being approved to expand program 349 maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FACILITIES MANAGEMENT Department 70 Personal Services Fund Type General Totals $ Supplies & Services 6,578,004 6,578,004 $ 13,335,369 13,335,369 Capital Outlay 133,179 133,179 $ Total Expenses $ $ Total Revenue 20,046,552 20,046,552 $ $ 21,472 21,472 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT FACILITIES MANAGEMENT Department 70 FY1998-99 Adopted RESOURCES REVENUE 636 INTERNAL SERVICE CHARGES 650 M ISCELLANEOUS REVENUE Subtotal $ EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES 795 P S INTER-FUND CREDIT (NEG) 797 PERSONNEL SAVINGS (NEG) 350 18,352,909 18,352,909 25,450 213,000 238,450 FY1998-99 Projected $ 18,357,489 18,357,489 170,000 170,000 FY1998-99 Restated $ 18,741,942 18,741,942 25,450 213,000 238,450 FY1999-00 Adopted $ 20,068,024 20,068,024 21,472 21,472 Variance $ - % 0% 0% Subtotal $ 18,352,909 4,188,066 $ 173,280 320,041 924,761 107,455 (190,774) (271,519) 5,251,310 $ 18,357,489 4,257,786 $ 66,000 463,026 939,089 24,883 4,410 (229,377) (261,715) 5,264,102 $ 18,741,942 4,708,315 $ 165,505 271,029 1,004,420 30,284 15,164 (243,906) (271,519) 5,679,292 $ 20,068,024 5,816,179 $ 25,000 276,041 1,246,068 131,332 (624,138) (292,478) 6,578,004 $ - SUPPLIES AND SERVICES 801 GENERAL SUPPLIES $ 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES 820 RENT 825 REPAIRS AND MAINTENANCE 827 MATERIAL MGNT DISCRETIONARY 828 MOTOR POOL 829 FUEL 830 TELECOM DISCRETIONARY 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 850 UTILITIES 860 M ISCELLANEOUS EXPENSE 873 S S INTERFUND CHARGES 874 OTHER NEGATIVE ADJUSTMENTS Subtotal $ 18,352,909 586,354 $ 2,700 4,170,507 24,000 1,041,439 500 650 32,550 19,507 16,600 6,874,800 18,775 31,000 (25,450) 12,793,932 $ 18,357,489 514,610 1,635 3,855,109 20,561 1,387,889 676 324 27,824 24,000 3,500 13,319 307 6,920,377 8,716 26,000 12,804,847 $ 18,741,942 550,887 2,700 4,130,197 23,618 1,049,176 500 650 32,199 21,054 3,000 16,527 90 6,814,128 17,640 21,000 12,683,366 $ 20,068,024 605,174 2,800 3,928,964 20,000 1,799,468 500 500 37,400 28,093 3,000 51,625 6,805,270 20,375 32,200 13,335,369 $ - CAPITAL OUTLAY 915 BUILDINGS AND IMPROVEMENTS 920 EQUIPMENT Subtotal $ 18,352,909 69,217 69,217 $ 18,357,489 24,272 94,268 118,540 $ 18,741,942 12,223 128,611 140,834 $ 20,068,024 133,179 133,179 $ - 0% 0% Total Expenditures $ 18,114,459 $ 18,187,489 $ 18,503,492 $ 20,046,552 $ - 0% $ $ $ $ 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% Operating Balance (Rev. - Exp.) $ (17,876,009) $ (18,017,489) $ (18,265,042) $ (20,025,080) $ - 0% Ending Fund Balance (Resources - Exp.) $ (17,876,009) $ (18,017,489) $ (18,265,042) $ (20,025,080) $ - 0% maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION Dept 70 FACILITIES MANAGEMENT 70 Total WORKING TITLE ACCOUNTANT II ACCOUNTING TECHNICIAN I ADMINISTRATIVE ASSTNT II ADMINISTRATIVE ASSTNT III ADMINISTRATIVE COORD I ADMINISTRATIVE COORD IV ASST. DIRECTOR CONTRACT SPECIALIST I CONTRACTS ASSISTANT CUSTODIAN SUPERVISOR DIRECTOR ENGINEERNG DRFTNG SPC III ENVIRNMNTL ENGRG SPEC III FAC PRJCT ARCH/ENGR-SR FACILITIES ELECTRICAL ENG. FACILITIES PROJ COORD I FACILITIES PROJ COORD II FACILITIES TECHNICAL SPEC FINANCIAL SERVICS ADM III GENERAL SERVICES MANAGR HOUSEKEEPING MANAGER MECHANICAL ENGINEER PROGRAM COORDINATOR I PROJECT MANAGER PROJECTS COORDINATOR PROP MGT. SPECIALIST RATE ANALYST REAL ESTATE MANAGER SECURITY GUARD I SECURITY GUARD II SYSTEMS ADMINISTRATOR I TRADES GENERALIST TRADES SPECIALIST TRADES SUPERVISOR FTE 1 1 3 2 2 4 2 2 4 19 1 2 1 3 1 2 9 5 1 1 1 3 1 2 1 2 1 1 38 2 2 10 50 4 184 351 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM F A C I L ITIE S M A N A G E M E N T Agency 700 O rg 7010 7020 7030 7040 7050 7060 7070 7080 7091 7092 T itle Personal S u p p lies C a p ital Total Services & S e rvices O u tlay E x p e n d itu r e s PS SS CO Revenue ADMINISTRATION $ 1,083,288 $ 570,544 $ 94,932 $ 1,748,764 $ - OPERATIONS MAINT. & REPAIR $ 2,495,444 $ 1,891,128 $ 31,687 $ 4,418,259 $ - C U S T O D IAL SERVICES-JAILS $ 599,062 $ 405,000 $ - $ 1,004,062 $ - CONTRACT WRITERS $ 130,453 $ 2,714,244 $ - $ 2,844,697 $ - ARCHITECTURAL & ENGINEERING SE $ 710,503 $ 20,480 $ 2,000 $ 732,983 $ - ENERGY MANAGEMENT $ 93,559 $ 6,819,520 $ - $ 6,913,079 $ - S E C U R ITY $ 1,006,931 $ 65,320 MLB-PARKING AGREEMENT $ 4,200 $ PLANNING $ 224,925 PLANNING - REAL ESTATE $ 229,639 Totals: $ 6,578,004 O B J O B J _ T IT L E CO AD L _OIPNTPEUDT_ 9 8 /9 9 $ - $ 1,072,251 $ - $ - $ 4,200 $ $ 5,650 $ 2,000 $ 232,575 $ - $ 843,483 $ 2,560 $ 1,075,682 $ - $ 13,335,369 $ 133,179 $ 20,046,552 $ PROJECTED RESTATED A D O P T E D _ 9 9 /0 0 21,472 21,472 VARIANCE P E R C E NHTI D E _ R O W E X P E N D I T U R E S A N D R E V E N U E S B Y A G E N C Y /O B J E C T F A C IL I T I E S M A N A G E M E N T Agency 700 REVENUE 650 M ISCELLANEOUS REVENUE Total Revenue $ FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted P rojected R e s ta t e d Adopted 1 8 ,3 0 2 ,0 0 9 1 8 ,3 5 7 ,4 8 9 1 8 ,6 9 1 ,0 4 2 213,000 170,000 213,000 213,000 $ 170,000 $ 213,000 Variance % 2 0 ,0 6 8 ,0 2 4 2 1 ,4 7 2 $ 2 1 ,4 7 2 (191,528.00) -90% $ (191,528) -90% $ (1,107,864) -24% E X P E N D ITU R E S PERSONAL SERVICES 1 8 ,3 0 2 ,0 0 9 701 REGULAR PAY $ 1 8 ,3 5 7 ,4 8 9 $ 4,257,786 1 8 ,6 9 1 ,0 4 2 $ 4,708,315 2 0 ,0 6 8 ,0 2 4 $ 5,816,179 705 TEMPORARY PAY 173,280 6 6 ,0 0 0 165,505 2 5 ,0 0 0 710 SPECIAL PAY 320,041 463,026 271,029 276,041 (5,012) -2% 7 5 0 F R I N G E B E N E F IT S 924,761 939,089 1,004,420 1,246,068 (241,648) -24% 780 SALARY ADJUSTMENTS 107,455 2 4 ,8 8 3 3 0 ,2 8 4 131,332 (101,048) -334% 4,410 1 5 ,1 6 4 790 OTHER PERSONAL SERVICES - 7 9 5 P S I N T E R - F U N D C R E D IT ( N E G ) (190,774) 797 PERSONNEL SAVINGS (NEG) (229,377) (271,519) S u b to t a l $ SUPPLIES AND SERVICES 5,251,310 $ 8 0 2 M E D IC A L S U P P L IE S 805 CONTRACTUAL SERVICES 820 RENT 8 2 5 R E P A I R S A N D M A IN T E N A N C E 586,354 5,264,102 1 8 ,3 5 7 ,4 8 9 $ 514,610 (624,138) (271,519) $ 5,679,292 (292,478) $ 1 8 ,6 9 1 ,0 4 2 $ 550,887 140,505 - (243,906) (261,715) $ 1 8 ,3 0 2 ,0 0 9 8 0 1 G E N E R A L S U P P L IE S 6,578,004 85% 1 5 ,1 6 4 100% 380,232 -156% 2 0 ,9 5 9 -8% $ (898,712) -16% $ (54,287) -10% (100) -4% 2 0 ,0 6 8 ,0 2 4 $ 605,174 2,700 1,635 2,700 2,800 4,170,507 3,855,109 4,130,197 3,928,964 201,233 5% 2 4 ,0 0 0 2 0 ,5 6 1 2 3 ,6 1 8 2 0 ,0 0 0 3,618 15% 1,015,989 1,387,889 1,023,726 1,799,468 8 2 7 M A T E R I A L M G N T D I S C R E T IO N A R Y 500 676 500 500 - 828 M O T O R P O O L 650 324 650 500 150 (775,742) -76% 0% 23% 829 FUEL 3 2 ,5 5 0 2 7 ,8 2 4 3 2 ,1 9 9 3 7 ,4 0 0 (5,201) -16% 8 3 0 T E L E C O M D I S C R E T IO N A R Y 1 9 ,5 0 7 2 4 ,0 0 0 2 1 ,0 5 4 2 8 ,0 9 3 (7,039) -33% 841 EMPLOYEE TRAVEL - 842 EDUCATION 1 6 ,6 0 0 8 4 3 T R A N S P O R T A T IO N / S H I P P I N G - 850 U T ILITIES 860 M ISCELLANEOUS EXPENSE 873 S S INTERFUND CHARGES 874 OTHER NEGATIVE ADJUSTMENTS $ CAPITAL OUTLAY 3,000 5 1 ,6 2 5 - 0% (35,098) 90 6,814,128 6,805,270 1 8 ,7 7 5 8,716 1 7 ,6 4 0 2 0 ,3 7 5 (2,735) -16% 3 1 ,0 0 0 2 6 ,0 0 0 2 1 ,0 0 0 3 2 ,2 0 0 (11,200) -53% 1 2 ,7 6 8 ,4 8 2 $ 6 9 ,2 1 7 1 2 ,8 0 4 ,8 4 7 - $ 1 2 ,6 5 7 ,9 1 6 1 8 ,3 5 7 ,4 8 9 1 8 ,6 9 1 ,0 4 2 2 4 ,2 7 2 1 2 ,2 2 3 9 4 ,2 6 8 128,611 90 -212% 307 - 920 EQUIPMENT 3,000 1 6 ,5 2 7 6,920,377 1 8 ,3 0 2 ,0 0 9 915 BUILDINGS AND IMPROVEMENTS 3,500 1 3 ,3 1 9 6,874,800 (25,450) S u b to t a l 352 4,188,066 8,858 $ 1 3 ,3 3 5 ,3 6 9 100% 0% $ (677,453) -5% 2 0 ,0 6 8 ,0 2 4 - 1 2 ,2 2 3 133,179 100% (4,568) -4% 7,655 5% S u b to t a l $ 6 9 ,2 1 7 $ 118,540 $ 140,834 $ 133,179 $ Total Expenditures $ 1 8 ,0 8 9 ,0 0 9 $ 1 8 ,1 8 7 ,4 8 9 $ 1 8 ,4 7 8 ,0 4 2 $ 2 0 ,0 4 6 ,5 5 2 $ (1,568,510) O p e rating Balance (Rev. - Exp.) $ (17,876,009) $ (18,017,489) $ (18,265,042) $ (20,025,080) $ 1,760,038 -8% -10% maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM FACILITIES MANAGEMENT Agency 702 Org Title Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Totals: $ OBJ OBJ_TITLE - COL_INPUT ADOPTED_98/99 $ - PROJECTED $ - RESTATED $ Revenue - ADOPTED_99/00 $ - VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT FACILITIES MANAGEMENT Agency 702 REVENUE FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted 50,900 636 INTERNAL SERVICE CHARGES - 25,450 Total Revenue $ 25,450 50,900 $ $ 25,450 % - 25,450 - Variance $ (25,450.00) -100% - $ (25,450) -100% EXPENDITURES SUPPLIES AND SERVICES 50,900 825 REPAIRS AND MAINTENANCE - 25,450 50,900 - - 25,450 - 25,450 100% Subtotal $ 25,450 $ - $ 25,450 $ - $ 25,450 100% Total Expenditures $ 25,450 $ - $ 25,450 $ - $ 25,450 100% Operating Balance (Rev. - Exp.) $ - $ - $ - $ - $ - 353 maricopa county annual business strategies for 1999-2000 finance (18) County Administrative Officer Chief Financial Officer Tom Manos Department of Finance Department of Finance Accounts Payable Administration Accounting, Reporting & Analysis mission To provide sound financial information and guidance for management and to be the provider of choice for those County departments that we serve. program goals To continue the process of improving customer satisfaction, we will effectively manage the payment cycle of general goods and services invoices in order to process a document within 7 days of receipt and to research and respond to customer service requests within 12 hours. To issue monthly financial reports that analyze historical data and present the County’s financial condition in order to aid and guide the Board of Supervisors in their decision making processes. Provide useful, accurate and timely information to County Departments to assist Managers in making sound fiscal decisions for their Departments. Issue the Comprehensive Annual Financial Report. Our strategic goals are to continue to examine our customer needs and utilize all available resources to maximize services to our customers. This includes information system enhancements/development and effective management of our personnel’s knowledge and skills. Through this we strive to improve the processes that manage the County’s financial transactions and improve our delivery of financial accounting information to our customers. community impact Finance provides reporting and analysis of County transactions. Strong financial management helps ensure that taxpayer dollars are spent in compliance with applicable statutes and provides policy makers with information to allocate limited resources to best meet the needs of the community. 354 maricopa county annual business strategies for 1999-2000 performance measures Performance Measure Average Finance Department cost of payments Average number of payments processed person Average number of processing days Number of B Notices Number of repeat Management Letter findings Number of property tax revisions Number of County employees participating in Finance Department training Days between year-end and CAFR audit report Days between month-end and Monthly Financial Report FY 96-97 120 days 15 business days FY 97-98 120 days 10 business days FY 98-99 (Est.) 10 business days FY 99-00 (Proj) 8 business days 355 maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY F IN A N C E D e p a rtm e n t 1 8 Personal Services Fund Type G e n e ral T o tals $ S u p p lie s & Services 1,826,094 1,826,094 291,272 291,272 $ C a p ital O u tla y 15,000 15,000 $ T o tal Expenses $ $ T o tal Revenue 2,132,366 2,132,366 $ $ 7,193,615 7,193,615 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT FINANCE Department 18 FY1998-99 Adopted RESOURCES REVENUE 680 T R A N S F E R S I N F R O M O T H E R F U N D S Subtotal $ EXPENDITURES PERSONAL SERVICES 701 R E G U L A R P A Y 705 T E M P O R A R Y P A Y 750 F R I N G E B E N E F I T S 780 S A L A R Y A D J U S T M E N T S 790 O T H E R P E R S O N A L S E R V I C E S 797 P E R S O N N E L S A V I N G S ( N E G ) $ 11,190,148 11,190,148 9,305,080 9,305,080 FY1998-99 Restated $ 11,454,496 11,454,496 9,305,080 9,305,080 FY1999-00 Adopted $ 9,325,981 9,325,981 7,193,615 7,193,615 Variance % $ - 0% 0% 11,581,977 1,709,324 $ 13,000 308,258 42,051 13,425 (124,358) 1,961,700 $ 11,190,148 1,381,276 $ 42,594 248,304 13,425 (59,405) 1,626,194 $ 11,454,496 1,617,842 $ 17,592 291,964 19,589 11,840 (124,358) 1,834,469 $ 9,325,981 1,576,339 $ 11,000 281,910 47,426 4,000 (94,581) 1,826,094 $ - 0% 0% 0% 0% 0% 0% 0% SUPPLIES AND SERVICES 801 G E N E R A L S U P P L I E S $ 805 C O N T R A C T U A L S E R V I C E S 815 I N S U R A N C E 820 R E N T 825 R E P A I R S A N D M A I N T E N A N C E 827 M A T E R I A L M G N T D I S C R E T I O N A R Y 829 F U E L 830 T E L E C O M D I S C R E T I O N A R Y 841 E M P L O Y E E T R A V E L 842 E D U C A T I O N 843 T R A N S P O R T A T I O N / S H I P P I N G 860 M I S C E L L A N E O U S E X P E N S E 873 S S I N T E R F U N D C H A R G E S Subtotal $ 11,581,977 20,000 134,897 375 27,000 5,600 4,600 250 12,000 2,500 11,799 68,250 12,000 299,271 11,454,496 20,063 134,897 312 27,000 5,600 4,600 12,000 2,500 11,799 68,250 12,000 299,021 $ 9,325,981 20,000 164,922 16,000 5,600 4,000 5,000 10,500 500 64,750 291,272 $ - 0% 0% $ 11,190,148 20,000 $ 134,888 125 15,766 3,780 2,800 175 4,419 (514) 10,299 39,210 12,000 242,948 $ 0% CAPITAL OUTLAY 920 E Q U I P M E N T Subtotal $ 11,581,977 15,926 15,926 $ 11,190,148 15,926 15,926 $ 11,454,496 15,926 15,926 $ 9,325,981 15,000 15,000 $ - 0% 0% Total Expenditures $ 2,276,897 $ 1,885,068 $ 2,149,416 $ 2,132,366 $ - 0% Operating Balance (Rev. - Exp.) $ 7,028,183 $ 7,420,012 $ 7,155,664 $ 5,061,249 $ - 0% Ending Fund Balance (Resources - Exp.) $ 7,028,183 $ 7,420,012 $ 7,155,664 $ 5,061,249 $ - 0% $ Subtotal $ 356 11,581,977 11,581,977 9,305,080 9,305,080 FY1998-99 Projected $ $ $ 0% 0% 0% 0% 0% 0% 0% maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION Dept 18 FINANCE 18 Total Working Title ADMINISTRATIVE ASSTNT II ADMINISTRATIVE COORD II ADMINISTRATIVE COORD III ADMINISTRATIVE COORD VI CHIEF FINANCIAL OFFICER FINANCE MANAGER FISCAL CONSULTANT FISCAL MGMNT ANALYST I FISCAL MGMNT ANALYST II FISCAL MGMNT ANALYST III FIXED ASSET ACCOUNTANT RESOURCE MANAGER SENIOR FISCAL CONSULTANT FTE 3 1 2 1 1 1 8 11 1 9 1 1 2 42 357 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM FINANCE Agency 180 Org 1810 1820 1840 Title Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Revenue ADMINISTRATION $ 175,965 $ 190,372 $ 15,000 $ 381,337 $ ACCOUNTS PAYABLE $ 456,306 $ 51,900 $ - $ 508,206 $ - FINANCIAL REPORTING & ANALYSIS $ 1,193,823 $ 49,000 $ - $ 1,242,823 $ - Totals: $ 1,826,094 $ 291,272 $ 15,000 $ 2,132,366 $ O B J OBJ_TITLE COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 7,193,615 7,193,615 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT FINANCE Agency 180 REVENUE 680 TRANSFERS IN FROM OTHER FUNDS Total Revenue $ FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted 11,581,977 11,190,148 11,454,496 9,305,080 9,305,080 9,305,080 9,305,080 $ 9,305,080 $ 9,305,080 Variance % (2,111,465.00) -23% (2,111,465) -23% 9,325,981 7,193,615 $ 7,193,615 $ EXPENDITURES PERSONAL SERVICES 11,581,977 701 REGULAR PAY $ 705 TEMPORARY PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 11,190,148 $ $ SUPPLIES AND SERVICES $ 805 CONTRACTUAL SERVICES 1,576,339 308,258 248,304 291,964 281,910 19,589 47,426 13,425 1,961,700 20,000 11,840 (59,405) $ 1,626,194 $ 20,000 1,834,469 $ 134,888 20,063 1,826,094 41,503 3% 6,592 37% 10,054 (27,837) 7,840 (94,581) 11,454,496 $ $ 4,000 (124,358) 11,190,148 $ 134,897 815 INSURANCE 9,325,981 $ 11,000 11,581,977 801 GENERAL SUPPLIES 1,617,842 17,592 (124,358) Subtotal 11,454,496 $ 42,594 13,425 797 PERSONNEL SAVINGS (NEG) 1,381,276 13,000 42,051 790 OTHER PERSONAL SERVICES (29,777) $ 8,375 134,897 20,000 $ 164,922 63 (30,025) 375 125 312 15,766 27,000 16,000 825 REPAIRS AND MAINTENANCE 5,600 3,780 5,600 5,600 - 827 MATERIAL MGNT DISCRETIONARY 4,600 2,800 4,600 4,000 600 829 FUEL 830 TELECOM DISCRETIONARY 841 EMPLOYEE TRAVEL 250 175 12,000 4,419 2,500 842 EDUCATION 2,500 11,799 10,299 - - 860 MISCELLANEOUS EXPENSE 68,250 39,210 68,250 873 S S INTERFUND CHARGES 12,000 12,000 12,000 843 TRANSPORTATION/SHIPPING Subtotal $ 299,271 $ 242,948 - 12,000 (514) 11,799 299,021 CAPITAL OUTLAY 11,581,977 11,190,148 11,454,496 920 EQUIPMENT 15,926 15,926 15,926 66% 24% 0% 312 100% 11,000 41% 0% 13% - 7,000 58% - 2,500 100% 1,299 11% 500 (500) 64,750 $ 0% -22% 5,000 10,500 - $ 3% -142% 9,325,981 $ 27,000 820 RENT 358 1,709,324 291,272 $ 3,500 5% 12,000 100% 7,749 3% 9,325,981 926 6% Subtotal $ 15,926 $ 15,926 $ 15,926 $ 15,000 15,000 $ 926 6% Total Expenditures $ 2,276,897 $ 1,885,068 $ 2,149,416 $ 2,132,366 $ 17,050 1% Operating Balance (Rev. - Exp.) $ 7,028,183 $ 7,420,012 $ 7,155,664 $ 5,061,249 $ 2,094,415 29% maricopa county annual business strategies for 1999-2000 general government (47) County Administrative Officer Deputy County Administrator Sandi Wilson General Government General Government General Government Programs SPR Environmental Cleanup Capital Improvement Projects mission The General Government budget consists of revenue and expenditures that do not relate directly to a particular department or program; these sources and uses of funds benefit the County as a whole. Expenditures are budgeted in five general areas: General Fund Financial Programs; Shared County Costs; Capital Improvement Project Expenses; Legal Expenses; Subsidy Expenses; and Other Programs/Departmental Support. Revenues budgeted in General Government include: Property Taxes; Shared State Sales Tax; Shared State Auto Lieu Tax; Liquor License Fees; Cable TV Franchise Fees; and other miscellaneous revenues as appropriate. 359 maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY GENERAL GOVERNMENT D e p a rtm e n t 4 7 Personal Services Fund Type G eneral S p e c ial R e v e n u e C a p i t a l P r o je c t s T o t a ls $ S u p p lie s & Services 3,738,020 2,659,071 6,397,091 $ 1 9 8 ,5 1 0 ,2 6 8 1 1 3 ,2 2 5 ,7 5 9 3 1 1 ,7 3 6 ,0 2 7 C a p ital O u tla y T o tal Expenses 2 7 ,0 4 3 , 5 3 0 9,907,416 3 3 ,9 9 4 , 0 0 0 7 0 ,9 4 4 , 9 4 6 $ $ $ $ $ T o tal Revenue 2 2 9 ,2 9 1 ,8 1 8 1 2 5 ,7 9 2 ,2 4 6 3 3 ,9 9 4 , 0 0 0 3 8 9 ,0 7 8 ,0 6 4 $ $ $ $ 6 7 0 ,8 0 0 ,2 2 9 2 1 8 ,5 3 3 ,0 5 2 5 9 ,6 4 6 , 0 0 0 9 4 8 ,9 7 9 ,2 8 1 E X P E N D IT U R E S A N D R E V E N U E S B Y D E P A R T M E N T /O B J E C T GENERAL GOVERNMENT D e p a rtm e n t 4 7 FY1998-99 Adopted R E S O U R C E S B E G IN N IN G F U N D B A L A N C E $ REVENUE 601 REAL PROPERTY TAXES 602 PERSONAL PROPERTY TAXES 6 0 3 P A Y M E N T S IN L IE U O F T A X E S 6 0 5 T A X P E N A L T IE S & IN T E R E S T 606 SALES TAXES 6 1 0 L IC E N S E S A N D P E R M IT S 615 GRANTS 6 2 0 IN T E R G O V E R M E N T A L 625 STATE SHARED SALES TAXES 6 3 0 S T A T E S H A R E D V E H IC L E L IC E N S E T A X E S 635 F E E S & C H A R G E S 6 5 0 M IS C E L L A N E O U S R E V E N U E 6 5 1 G A IN /L O S S F IX E D A S S E T 6 8 0 T R A N S F E R S IN F R O M O T H E R F U N D S S u b total $ $ 836,570,461 98,449,376 98,449,376 836,570,461 170,902,964 12,857,971 7 ,7 2 5 , 0 2 4 7 ,0 0 0 , 0 0 0 44,000,000 45,000 1 ,7 9 1 , 0 0 0 249,772 263,263,001 69,065,116 1 ,5 5 0 , 0 0 0 7 ,5 0 1 , 5 0 0 50,000 21,000,000 607,001,348 FY1998-99 P rojected $ $ $ 843,360,484 109,208,592 109,208,592 843,360,484 170,902,964 12,857,742 7 ,7 2 5 , 0 4 2 7 ,2 3 8 , 1 2 8 44,000,000 100,000 9 ,3 8 7 , 1 3 2 300,973 274,540,083 81,091,282 1 ,7 2 0 , 6 7 3 10,091,831 50,000 24,822,249 644,828,099 FY1998-99 R e s tated FY1999-00 Adopted 959,447,345 98,449,376 98,449,376 1 ,3 3 8 , 0 5 7 , 3 4 5 116,879,053 $ 116,879,053 959,447,345 170,902,964 12,857,742 7 ,7 2 5 , 0 2 4 7 ,0 0 0 , 0 0 0 44,000,000 45,000 5 ,7 4 7 , 6 6 6 249,772 263,263,001 69,065,116 1 ,8 0 0 , 0 0 0 7 ,7 0 1 , 5 0 0 50,229 80,540,372 670,948,386 1 ,3 3 8 , 0 5 7 , 3 4 5 196,952,241 10,865,675 7 ,5 3 3 , 8 2 4 7 ,0 0 0 , 0 0 0 91,738,000 45,000 8 ,1 8 6 , 0 0 0 249,772 286,617,062 77,013,804 1 ,6 5 5 , 0 0 0 11,618,005 50,000 132,575,845 $ 832,100,228 959,447,345 412,487 28,000 927,218 66,180 22,040 318,411 (425,021) 14,000 1 ,3 6 3 , 3 1 5 1 ,3 3 8 , 0 5 7 , 3 4 5 47,223 6 ,2 2 9 , 6 9 1 8 ,3 9 3 111,784 $ 6 ,3 9 7 , 0 9 1 $ 959,447,345 11,951,619 18,440,014 6 ,2 3 8 , 1 8 1 695,881 100,000 805,837 2 ,0 7 7 , 0 0 4 2 ,1 7 1 , 7 8 9 5 ,5 7 9 , 9 1 4 907,034 15,437 760,000 3 ,3 2 5 , 0 0 0 7 ,8 2 2 1 ,5 9 3 , 0 0 0 899,390 (12,574,979) 361,000 4 ,9 6 9 , 8 9 0 96,040,372 144,364,205 1 ,3 3 8 , 0 5 7 , 3 4 5 21,347,065 8 ,3 8 6 , 8 8 5 15,500,000 1 ,0 6 7 , 6 7 6 2 ,2 5 2 , 2 5 0 6 ,0 5 4 , 2 6 9 7 ,0 4 2 , 7 9 6 5 ,2 8 0 900,000 400,000 1 ,6 0 0 , 0 0 0 1 ,1 9 5 , 9 4 0 4 ,8 2 6 , 1 4 6 241,157,720 $ 311,736,027 $ $ $ $ V a ria n c e $ 7 ,0 0 0 , 0 0 0 $ % 6% (213,987.00) $ (213,987) 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% $ 190,725 190,725 0% 0% 0% 0% $ 213,987 213,987 0% 0% 0% 1 ,3 3 8 , 0 5 7 , 3 4 5 60,228,729 9 ,1 1 0 , 5 2 6 1 ,6 0 5 , 6 9 1 $ 70,944,946 0% 0% 0% 0% E X P E N D IT U R E S P E R S O N A L S E R V IC E S 701 REGULAR PAY 705 TEM P O R A R Y P A Y 7 1 0 S P E C IA L P A Y 7 5 0 F R IN G E B E N E F I T S 780 SALARY ADJUSTMENTS 7 9 0 O T H E R P E R S O N A L S E R V IC E S 7 9 5 P S IN T E R -F U N D C R E D IT (N E G ) 7 9 6 P S IN T E R -F U N D C H A R G E S $ S u b total S U P P L IE S A N D S E R V IC E S 8 0 1 G E N E R A L S U P P L IE S 8 0 5 C O N T R A C T U A L S E R V IC E S 810 LEGAL 820 R E N T 8 2 5 R E P A IR S A N D M A IN T E N A N C E 8 3 3 E M P L O Y E E B E N E F IT S A D M IN 8 3 4 B A S E L E V E L E Q S E R V IC E S C H A R G E S 8 3 6 R IS K M A N A G E M E N T 837 BASE LEVEL TELECOM 8 3 8 T E L E C O M W IR E L E S S S Y S T E M S 8 3 9 O T H E R IN T E R N A L S V C S C H A R G E S 8 4 2 E D U C A T IO N 845 S U P P O R T A N D C A R E O F P E R S O N S 8 5 0 U T ILIT IE S 8 5 5 S T A T E A N D L O C A L A ID 8 6 0 M IS C E L L A N E O U S E X P E N S E 8 7 2 S S IN T E R -F U N D C R E D IT (N E G ) 8 7 3 S S IN T E R F U N D C H A R G E S 875 BONDS AND RELATED EXPENSE 880 TRANSFERS OUT TO OTHER FUNDS S u b total $ $ 836,570,461 12,434,357 19,679,455 10,236,750 695,881 805,837 2 ,0 7 7 , 0 0 4 2 ,1 7 1 , 7 8 9 5 ,5 7 9 , 9 1 4 907,034 15,437 760,000 3 ,3 2 5 , 0 0 0 15,000 1 ,5 9 3 , 0 0 0 879,390 6 ,3 9 0 , 0 0 0 23,500,000 91,065,848 $ C A P IT A L O U T L A Y 9 1 5 B U I L D IN G S A N D IM P R O V E M E N T S 9 2 0 E Q U IP M E N T 9 3 0 T R A N S P O R T A T IO N 360 836,570,461 93,960 1 ,1 0 0 , 0 0 0 13,456 169,014 1 ,3 7 6 , 4 3 0 $ $ 843,360,484 582,264 28,000 793,157 93,410 318,411 1 ,8 1 5 , 2 4 2 $ 843,360,484 6 ,6 0 0 , 4 5 9 9 ,8 0 8 , 8 0 7 8 ,7 5 3 , 7 5 0 18,000 805,837 2 ,0 7 7 , 0 0 4 2 ,1 7 1 , 7 8 9 5 ,5 7 9 , 9 1 4 907,034 5 ,2 8 0 760,000 1 ,6 3 0 , 0 0 0 1 ,5 0 0 1 ,5 9 3 , 0 0 0 554,766 4 ,9 6 9 , 8 9 0 23,500,000 69,737,030 $ $ $ $ $ $ $ $ 3% 0% 0% 3% 0% 0% 0% 0% 0% 0% 0% 0% 0% S u b total $ 836,570,461 30,487,000 6 ,8 1 8 , 4 5 9 1 ,3 7 2 , 0 0 0 38,677,459 $ 843,360,484 9 ,8 0 0 , 3 9 5 6 ,7 6 8 , 5 9 4 1 ,2 0 2 , 5 3 2 17,771,521 $ 959,447,345 35,019,645 7 ,9 3 0 , 4 1 8 1 ,3 7 2 , 0 0 0 44,322,063 $ 10,597 10,597 T o t a l E x p e n d itu re s $ 131,119,737 $ 89,323,793 $ 190,049,583 $ 389,078,064 $ 415,309 0% O p e r a t i n g B a la n c e ( R e v . - E x p . ) $ 475,881,611 $ 555,504,306 $ 480,898,803 $ 443,022,164 $ (201,322) 0% E n d in g F u n d B a l a n c e ( R e s o u r c e s - E x p . ) $ 574,330,987 $ 664,712,898 $ 579,348,179 $ 559,901,217 $ (7,201,322) -1% maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION Dept 47 GENERAL GOVERNMENT 47 Total WORKING TITLE ADMINISTRATIVE COORDINATOR DEVELOPMENT PROJECT MGR PROJECT MANAGER RESEARCH & REPORTING MGR FTE 1 1 2 1 5 361 maricopa county annual business strategies for 1999-2000 T O T A L B U D G E T G E N E R A L B Y P R O G R A M G O V E R N M E N T A g e n c y 4 7 0 P e rs o n a l O rg T itle S u p p lie s S e r v ic e s & S e r v ic e s P S 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 1 1 1 1 2 2 2 2 3 3 4 4 4 7 7 7 7 8 1 2 3 6 1 2 4 6 2 3 1 2 3 1 4 5 6 1 C O N T IN G E N C Y O T H E R $ G E N E R A L F U N D IN F R A S T R U C T U R E IN T E R E S T D U E S E X P E N S E A N D T A X E S P R O G R A M S S Y S T E M S M E M B E R S H IP S A N D A S S E S S M E N T S T o ta l O u tla y E x p e n d itu re s 3 ,6 8 2 ,4 0 4 R e v e n u e C O $ 1 3 ,7 8 7 ,2 4 0 $ 2 7 5 ,0 0 0 $ 1 7 ,7 4 4 ,6 4 4 $ - 1 0 8 ,5 2 5 ,1 1 6 $ 1 ,2 5 0 ,0 0 0 $ 1 0 9 ,7 7 5 ,1 1 6 $ - $ 5 1 8 ,5 1 7 $ 5 1 8 ,5 1 7 $ - 1 ,4 2 7 ,2 8 8 $ 6 ,3 4 3 ,4 3 4 $ - $ - $ $ - $ $ - $ 4 ,9 1 6 ,1 4 6 $ $ - $ 1 6 9 ,9 6 2 $ - $ 1 6 9 ,9 6 2 $ - $ - $ 7 5 ,0 0 0 $ - $ 7 5 ,0 0 0 $ - $ 1 ,4 4 4 ,3 8 4 $ - $ 1 ,5 0 0 ,0 0 0 $ - 9 0 0 ,0 0 0 $ - $ 9 0 0 ,0 0 0 $ - $ T U IT IO N $ - $ $ - $ - $ 8 ,0 8 1 ,0 0 4 $ 8 ,0 8 1 ,0 0 4 $ - - $ 7 5 0 ,0 0 0 $ 7 5 0 ,0 0 0 $ - M A J O R R E IM B U R S E M E N T M A IN T E N A N C E 5 5 ,6 1 6 - C O N S U L T A N T S A D A P R O J E C T S $ - $ T A X A P P E A L $ - $ 5 0 0 ,0 0 0 $ - $ 5 0 0 ,0 0 0 $ - $ - $ 5 0 0 ,0 0 0 $ - $ 5 0 0 ,0 0 0 $ - $ - $ 1 ,3 0 0 ,0 0 0 $ - $ 1 ,3 0 0 ,0 0 0 $ - $ - $ 4 0 0 ,0 0 0 $ - $ 4 0 0 ,0 0 0 $ - $ - $ 1 ,0 1 0 ,0 0 0 $ - $ 1 ,0 1 0 ,0 0 0 $ - $ - $ 3 6 5 ,0 0 0 $ - $ 3 6 5 ,0 0 0 $ $ - $ 1 5 0 ,0 0 0 $ - $ 1 5 0 ,0 0 0 $ $ - $ $ - $ C A S E S J U D G M E N T S P R O F E S S IO N A L S E R V IC E S B U R IA L O F O T H E R N O N -P R O F IT IN D IG E N T S A C C O M M O D A T IO N C O -O P L A N D - L E G A L S C H O O L S E X T E N S IO N S A L E S S U P P O R T S U P P O R T S U P P O R T T R A N S T O F U N D 1 0 0 T o ta ls : OBJ C a p ita l S S O B J _ T IT L E $ 3 ,7 3 8 ,0 2 0 CO AD L _OI P N TP EUDT _ 9 8 / 9 9 - $ 1 3 4 ,0 4 2 ,8 4 8 PROJECTED $ 1 2 ,3 0 1 ,8 0 9 RESTATED - $ 1 5 0 ,0 8 2 ,6 7 7 A D O P T E D _ 9 9 /00 - $ 5 9 6 ,7 8 8 ,1 9 8 $ 5 9 6 ,7 8 8 ,1 9 8 V A R IA N C E P E R C E NHTI D E _ R O W E X P E N D I T U R E S A N D R E V E N U E S B Y A G E N C Y /O B J E C T GENERAL GOVERNMENT Agency 470 REVENUE FY1998-99 FY1998-99 FY1998-99 FY1999-00 A d o p te d P ro je c t e d R e s ta t e d A d o p te d 588,618,234 601 REAL PROPERTY TAXES $ 602 PERSONAL PROPERTY TAXES 170,902,964 604,514,261 $ 170,902,964 654,662,549 $ 170,902,964 V a ria n c e % 746,870,875 $ 196,952,241 $ 26,049,277 15% 12,857,971 12,857,742 12,857,742 10,865,675 (1,992,067.00) -15% 6 0 3 P A Y M E N T S IN L IE U O F T A X E S 7 ,7 2 5 ,0 2 4 7 ,7 2 5 ,0 4 2 7 ,7 2 5 ,0 2 4 7 ,5 3 3 ,8 2 4 (191,200.00) -2% 6 0 5 T A X P E N A L T IE S & IN T E R E S T 7 ,0 0 0 ,0 0 0 7 ,2 3 8 ,1 2 8 7 ,0 0 0 ,0 0 0 7 ,0 0 0 ,0 0 0 - 0% 45,000 100,000 45,000 45,000 - 0% 249,772 300,973 249,772 249,772 - 0% 263,263,001 274,540,083 263,263,001 286,617,062 23,354,061.00 9% 69,065,116 81,091,282 69,065,116 77,013,804 7 ,9 4 8 ,6 8 8 . 0 0 12% 635 FEES & CHARGES 1 ,5 5 0 ,0 0 0 1 ,7 2 0 ,6 7 3 1 ,5 5 0 ,0 0 0 1 ,5 5 0 ,0 0 0 6 5 0 M IS C E L L A N E O U S R E V E N U E 6 ,0 0 1 ,5 0 0 7 ,3 8 4 ,6 3 1 6 ,0 0 1 ,5 0 0 8 ,9 1 0 ,8 2 0 50,000 50,000 50,229 50,000 6 1 0 L IC E N S E S A N D P E R M IT S 6 2 0 IN T E R G O V E R M E N T A L 625 STATE SHARED SALES TAXES 6 3 0 S T A T E S H A R E D V E H IC L E L IC E N S E T A X E S 6 5 1 G A IN / L O S S F IX E D A S S E T Total Revenue $ 538,710,348 $ 563,911,518 $ 538,710,348 $ 596,788,198 2 ,9 0 9 ,3 2 0 . 0 0 (229.00) $ 58,077,850 0% 48% 0% 11% EXPENDITURES P E R S O N A L S E R V IC E S 588,618,234 701 REGULAR PAY $ 7 1 0 S P E C IA L P A Y 7 5 0 F R IN G E B E N E F IT S 7 9 0 O T H E R P E R S O N A L S E R V IC E S 604,514,261 $ $ S U P P L IE S A N D S E R V IC E S $ 746,870,875 $ 47,223 $ 4 ,8 0 3 9% 927,218 3 ,5 7 0 ,6 2 0 (2,643,402) -285% 33,514 6 ,2 8 4 8 ,3 9 3 (2,109) -34% 1 ,3 7 6 ,4 3 0 169,014 $ 8 ,5 2 2 ,5 1 9 1 ,2 1 7 ,4 8 8 169,014 $ 604,514,261 $ 3 ,0 2 5 ,8 6 9 5 ,3 5 2 ,5 8 4 5 ,4 0 6 ,8 3 1 810 LEGAL 3 ,2 3 6 ,7 5 0 1 ,7 5 3 ,7 5 0 677,881 8 2 5 R E P A IR S A N D M A IN T E N A N C E 52,026 793,157 8 0 5 C O N T R A C T U A L S E R V IC E S 820 R E N T 654,662,549 $ 13,456 588,618,234 8 0 1 G E N E R A L S U P P L IE S 221,803 1 ,1 0 0 ,0 0 0 169,014 S u b to t a l - 1 ,1 5 4 ,5 4 2 111,784 $ 654,662,549 $ 7 ,6 1 5 ,1 3 1 (761,819) 677,881 - 100,000 57,230 34% $ (2,583,478) -224% $ (6,172,109) -81% 746,870,875 $ 4 ,2 3 2 ,5 6 6 - 3 ,7 3 8 ,0 2 0 13,787,240 1 ,8 3 4 ,3 8 4 2 ,3 9 8 ,1 8 2 2 ,3 0 0 ,0 0 0 (3,061,819) - 100% 100,000 100% 805,837 805,837 1 ,0 6 7 ,6 7 6 (261,839) -32% 8 3 4 B A S E L E V E L E Q S E R V IC E S C H A R G E S 2 ,0 7 7 ,0 0 4 2 ,0 7 7 ,0 0 4 2 ,0 7 7 ,0 0 4 2 ,2 5 2 ,2 5 0 (175,246) -8% 8 3 6 R IS K M A N A G E M E N T 2 ,1 7 1 ,7 8 9 2 ,1 7 1 ,7 8 9 2 ,1 7 1 ,7 8 9 6 ,0 5 4 ,2 6 9 (3,882,480) -179% 837 BASE LEVEL TELECOM 5 ,5 7 9 ,9 1 4 5 ,5 7 9 ,9 1 4 5 ,5 7 9 ,9 1 4 7 ,0 4 2 ,7 9 6 (1,462,882) 907,034 907,034 907,034 8 3 8 T E L E C O M W IR E L E S S S Y S T E M S 8 3 9 O T H E R IN T E R N A L S V C S C H A R G E S 15,437 8 4 2 E D U C A T IO N 5 ,2 8 0 - 57% 402% 677,881 805,837 8 3 3 E M P L O Y E E B E N E F IT S A D M IN - 15,437 907,034 5 ,2 8 0 10,157 66% 750,000 750,000 750,000 900,000 1 ,6 0 0 ,0 0 0 1 ,6 0 0 ,0 0 0 400,000 15,000 1 ,5 0 0 7 ,8 2 2 1 ,5 9 3 ,0 0 0 1 ,5 9 3 ,0 0 0 1 ,5 9 3 ,0 0 0 1 ,6 0 0 ,0 0 0 (7,000) 0% 68,190 53,566 88,190 171,962 (83,772) -95% 875 BONDS AND RELATED EXPENSE 6 ,3 9 0 ,0 0 0 4 ,9 6 9 ,8 9 0 4 ,9 6 9 ,8 9 0 4 ,8 2 6 ,1 4 6 880 TRANSFERS OUT TO OTHER FUNDS 2 ,5 0 0 ,0 0 0 2 ,5 0 0 ,0 0 0 74,962,178 91,800,845 8 5 0 U T I L I T IE S 8 5 5 S T A T E A N D L O C A L A ID 8 6 0 M IS C E L L A N E O U S E X P E N S E S u b to t a l $ CAPITAL OUTLAY 9 1 5 B U IL D IN G S A N D IM P R O V E M E N T S 9 2 0 E Q U IP M E N T 9 3 0 T R A N S P O R T A T IO N 42,262,939 $ 33,201,264 $ 107,391,854 (150,000) -26% 100% 1 ,6 0 0 ,0 0 0 845 SUPPORT AND CARE OF PERSONS 362 93,960 - $ 134,042,848 588,618,234 604,514,261 654,662,549 746,870,875 4 ,7 5 0 ,0 0 0 3 ,4 0 7 ,6 5 4 4 ,4 6 0 ,0 0 0 9 ,1 0 6 ,0 0 4 518,517 1 ,9 4 5 ,8 0 5 1 ,9 4 5 ,8 0 5 1 ,9 4 5 ,8 0 5 1 ,0 0 0 ,0 0 0 830,532 1 ,0 0 0 ,0 0 0 1 ,2 5 0 ,0 0 0 75% 7 ,8 2 2 100% 143,744 $ -20% 1 ,2 0 0 ,0 0 0 3% (16,838,667) -22% (26,650,994) -25% (4,646,004) -104% - 0% (250,000) -25% S u b to t a l $ 6 ,2 6 8 ,5 1 7 $ 6 ,1 8 3 ,9 9 1 $ 7 ,4 0 5 ,8 0 5 $ 12,301,809 $ (4,896,004) -66% T o t a l E x p e n d itu re s $ 49,907,886 $ 40,602,743 $ 115,952,201 $ 150,082,677 $ (34,130,476) -29% O p e r a t i n g B a la n c e ( R e v . - E x p . ) $ 488,802,462 $ 523,308,775 $ 422,758,147 $ 446,705,521 $ (23,947,374) -6% maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM GENERAL GOVERNMENT Agency 471 Org 4711 Title CONTINGENCY Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Revenue $ - $ 3,750,000 $ 2,834,207 $ 6,584,207 $ 6,584,207 Totals: $ - $ 3,750,000 $ 2,834,207 $ 6,584,207 $ 6,584,207 OBJ OBJ_TITLE COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT GENERAL GOVERNMENT Agency 471 FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted - RESOURCES Beginning Fund Balance $ - REVENUE 8,740,873 $ - 615 GRANTS - - 7,913,332 $ - 8,740,873 7,913,332 7,596,132 3,956,666 Variance % 13,168,414 $ 6,584,207 $ 6,584,207 13,168,414 - Total Revenue $ - $ 7,596,132 $ 3,956,666 $ Total Resources $ - $ 7,596,132 $ 3,956,666 $ 6,584,207 (3,956,666.00) -100% $ $ (3,956,666) -100% 2,627,541 66% EXPENDITURES SUPPLIES AND SERVICES - 880 TRANSFERS OUT TO OTHER FUNDS Subtotal 8,740,873 $ - CAPITAL OUTLAY $ - 915 BUILDINGS AND IMPROVEMENTS 7,913,332 - - - 13,168,414 $ - 8,740,873 7,913,332 1,144,741 3,956,666 3,750,000 $ 3,750,000 (3,750,000) $ (3,750,000) 13,168,414 1,122,459 28% Subtotal $ - $ 1,144,741 $ 3,956,666 $ 2,834,207 2,834,207 $ 1,122,459 28% Total Expenditures $ - $ 1,144,741 $ 3,956,666 $ 6,584,207 $ (2,627,541) -66% Operating Balance (Rev. - Exp.) $ - $ 6,451,391 $ - $ Ending Fund Balance (Resources - Exp.) $ - $ 6,451,391 $ - $ (6,584,207) $ - $ 6,584,207 - 363 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM GENERAL GOVERNMENT Agency 472 Org 4721 Title DUES AND MEMBERSHIPS Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Revenue $ 2,659,071 $ 109,164,791 $ 7,073,209 $ 118,897,071 $ 211,563,845 Totals: $ 2,659,071 $ 109,164,791 $ 7,073,209 $ 118,897,071 $ 211,563,845 OBJ OBJ_TITLE COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT GENERAL GOVERNMENT Agency 472 RESOURCES FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted 57,000,000 Beginning Fund Balance $ REVENUE 606 SALES TAXES 680 TRANSFERS IN FROM OTHER FUNDS - 60,822,249 $ - 129,618,566 $ - Variance % 330,460,916 $ 31,000,000 $ 31,000,000 57,000,000 60,822,249 129,618,566 44,000,000 44,000,000 44,000,000 91,738,000 47,738,000.00 108% 3,822,249 72,540,372 88,825,845 16,285,473.00 22% - 330,460,916 Total Revenue $ 44,000,000 $ 47,822,249 $ 116,540,372 $ 180,563,845 $ 64,023,473 55% Total Resources $ 44,000,000 $ 47,822,249 $ 116,540,372 $ 211,563,845 $ 95,023,473 82% EXPENDITURES PERSONAL SERVICES 57,000,000 710 SPECIAL PAY Subtotal $ SUPPLIES AND SERVICES - $ 880 TRANSFERS OUT TO OTHER FUNDS Subtotal - $ CAPITAL OUTLAY 13,000,000 - - $ 57,000,000 13,000,000 - 2,659,071 $ 129,618,566 $ 13,000,000 $ 330,460,916 - 60,822,249 $ 13,000,000 $ 129,618,566 - 57,000,000 801 GENERAL SUPPLIES 364 60,822,249 - - 60,822,249 13,078,194 (2,659,071) $ (2,659,071) 330,460,916 $ 13,078,194 $ 2,659,071 3,557,916 $ 105,606,875 $ 129,618,566 109,164,791 (3,557,916) (92,528,681) -708% $ (96,086,597) -735% 330,460,916 915 BUILDINGS AND IMPROVEMENTS - - - 6,540,000 (6,540,000) 920 EQUIPMENT - - - 500,000 (500,000) 930 TRANSPORTATION - - - 33,209 Subtotal $ - $ - $ Total Expenditures $ 13,000,000 $ 13,000,000 $ Operating Balance (Rev. - Exp.) $ 31,000,000 $ 34,822,249 Ending Fund Balance (Resources - Exp.) $ 31,000,000 $ 34,822,249 - (33,209) $ 7,073,209 $ (7,073,209) 13,078,194 $ 118,897,071 $ $ 103,462,178 $ 61,666,774 $ 41,795,404 40% $ 103,462,178 $ 92,666,774 $ 10,795,404 10% (105,818,877) -809% maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM GENERAL GOVERNMENT Agency 473 Org 4711 4712 4713 4724 4732 4781 Title Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Revenue CONTINGENCY $ - $ 17,051,909 $ 220,000 $ 17,271,909 $ - OTHER GENERAL FUND PROGRAMS $ - $ 6,740,511 $ 5,951,656 $ 12,692,167 $ - 828,118 INFRASTRUCTURE SYSTEMS $ - $ 40,000,000 $ CONSULTANTS $ - $ 675,000 $ MAJOR MAINTENANCE $ - $ - $ LAND SALES TRANS TO FUND 100 $ - $ - $ Totals: $ - $ O B J OBJ_TITLE COL_INPUT ADOPTED_98/99 64,467,420 PROJECTED 7,741,947 - $ 40,828,118 $ - 675,000 $ - $ 7,741,947 $ - $ 14,741,721 RESTATED $ $ - $ $ 74,012,031 79,209,141 ADOPTED_99/00 $ 74,012,031 VARIANCE P E R C E NHIDE_ROW T EXPENDITURES AND REVENUES BY AGENCY/OBJECT GENERAL GOVERNMENT Agency 473 RESOURCES FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted 143,477,724 Beginning Fund Balance $ REVENUE 650 MISCELLANEOUS REVENUE 96,758,376 139,591,020 $ 107,517,592 143,162,395 $ 96,758,376 143,477,724 139,591,020 143,162,395 1,500,000 2,707,200 1,500,000 Variance % 153,221,172 $ 71,304,846 $ (25,453,530) -26% 153,221,172 1,207,185.00 80% Total Revenue $ 1,500,000 $ 2,707,200 $ 1,500,000 $ 2,707,185 2,707,185 $ 1,207,185 80% Total Resources $ 98,258,376 $ 110,224,792 $ 98,258,376 $ 74,012,031 $ (24,246,345) -25% EXPENDITURES PERSONAL SERVICES 143,477,724 701 R E G U L A R P A Y $ 705 T E M P O R A R Y P A Y - 139,591,020 $ 122,933 - 28,000 750 FRINGE BENEFITS - 21,800 780 SALARY ADJUSTMENTS Subtotal $ SUPPLIES AND SERVICES - $ $ 805 CONTRACTUAL SERVICES 810 L E G A L 820 R E N T 842 EDUCATION 845 S U P P O R T A N D C A R E O F P E R S O N S 860 M I S C E L L A N E O U S E X P E N S E 880 TRANSFERS OUT TO OTHER FUNDS Subtotal $ CAPITAL OUTLAY 3,792,848 172,733 $ 139,591,020 $ 2,687,498 122,933 153,221,172 $ 28,000 - 143,477,724 801 GENERAL SUPPLIES 143,162,395 $ $ 122,933 100% 28,000 100% 21,800 - 21,800 100% 22,040 - 22,040 100% 194,773 100% 194,773 $ 143,162,395 $ - 3,717,498 - $ 153,221,172 $ 4,001,909 14,326,871 4,091,008 14,207,448 6,241,533 7,000,000 7,000,000 7,000,000 13,200,000 18,000 18,000 18,000 $ (284,411) 7,965,915 (6,200,000) - -8% 56% -89% 18,000 100% 10,000 10,000 10,000 - 10,000 100% 1,725,000 30,000 1,725,000 - 1,725,000 100% 811,200 501,200 811,200 1,023,978 (212,778) -26% 8,000,000 8,000,000 8,000,000 40,000,000 (32,000,000) -400% (28,978,274) -82% 35,683,919 $ 22,337,706 $ 35,489,146 $ 64,467,420 $ 143,477,724 139,591,020 143,162,395 153,221,172 915 BUILDINGS AND IMPROVEMENTS 3,046,000 1,661,000 3,046,000 7,754,518 (4,708,518) -155% 920 EQUIPMENT 6,117,429 4,822,789 5,802,100 6,664,721 (862,621) -15% 372,000 372,000 372,000 322,482 930 TRANSPORTATION 49,518 13% Subtotal $ 9,535,429 $ 6,855,789 $ 9,220,100 $ 14,741,721 $ (5,521,621) -60% Total Expenditures $ 45,219,348 $ 29,366,228 $ 44,904,019 $ 79,209,141 $ (34,305,122) -76% Operating Balance (Rev. - Exp.) $ (76,501,956) $ 33,097,937 -76% Ending Fund Balance (Resources - Exp.) $ (5,197,110) $ 58,551,467 110% (43,719,348) $ 53,039,028 $ (26,659,028) $ 80,858,564 $ (43,404,019) $ 53,354,357 $ 365 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM GENERAL GOVERNMENT Agency 474 Org Title Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Totals: $ OBJ OBJ_TITLE - COL_INPUT ADOPTED_98/99 $ - PROJECTED $ RESTATED - $ Revenue - ADOPTED_99/00 $ VARIANCE - PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT GENERAL GOVERNMENT Agency 474 FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted Variance % EXPENDITURES SUPPLIES AND SERVICES 301,503 801 GENERAL SUPPLIES Subtotal 366 - 301,503 - $ 118,990 $ - $ 118,990 $ - $ 118,990 100% $ 118,990 $ - $ 118,990 $ - $ 118,990 100% CAPITAL OUTLAY 301,503 920 EQUIPMENT 182,513 - 301,503 - - 182,513 - 182,513 100% Subtotal $ 182,513 $ - $ 182,513 $ - $ 182,513 100% Total Expenditures $ 301,503 $ - $ 301,503 $ - $ 301,503 100% maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM GENERAL GOVERNMENT Agency 475 Org 4750 Title MENTAL HEALTH EXAMINATIONS OBJ OBJ_TITLE Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Revenue $ - $ 310,968 $ - $ 310,968 $ 385,000 Totals: $ - $ 310,968 $ - $ 310,968 $ 385,000 COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT GENERAL GOVERNMENT Agency 475 FY1998-99 Adopted FY1998-99 Projected RESOURCES Beginning Fund Balance $ - REVENUE FY1998-99 Restated 310,968 $ - - FY1999-00 Adopted 825,000 $ 310,968 - Variance % 695,968 $ 280,000 825,000 695,968 635 FEES & CHARGES - - 250,000 105,000 650 MISCELLANEOUS REVENUE - - 200,000 $ - 280,000 (145,000.00) -58% (200,000.00) -100% Total Revenue $ - $ - $ 450,000 $ 105,000 $ (345,000) -77% Total Resources $ - $ - $ 450,000 $ 385,000 $ (65,000) -14% 14,000 100% 14,000 100% EXPENDITURES PERSONAL SERVICES - 796 P S INTER-FUND CHARGES 310,968 Subtotal $ - SUPPLIES AND SERVICES $ - 805 CONTRACTUAL SERVICES - 873 S S INTERFUND CHARGES - 825,000 - 695,968 14,000 $ 310,968 14,000 $ 825,000 310,968 $ 695,968 - - - 310,968 361,000 (310,968) - 361,000 100% Subtotal $ - $ 310,968 $ 361,000 $ 310,968 $ 50,032 14% Total Expenditures $ - $ 310,968 $ 375,000 $ 310,968 $ 64,032 17% Operating Balance (Rev. - Exp.) $ - $ (310,968) $ 75,000 $ (205,968) $ 280,968 375% Ending Fund Balance (Resources - Exp.) $ - $ (310,968) $ 75,000 $ 968 1% 74,032 $ 367 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM GENERAL GOVERNMENT Agency 477 Org 4771 Title BURIAL OF INDIGENTS OBJ OBJ_TITLE Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Revenue $ - $ - $ 476,000 $ 476,000 $ 476,000 Totals: $ - $ - $ 476,000 $ 476,000 $ 476,000 COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT GENERAL GOVERNMENT Agency 477 FY1998-99 Adopted REVENUE 615 GRANTS Total Revenue $ FY1998-99 Projected FY1998-99 Restated FY1999-00 Adopted 1,791,000 3,582,000 3,582,000 1,791,000 1,791,000 1,791,000 1,791,000 $ 1,791,000 $ 1,791,000 Variance % 952,000 476,000 $ 476,000 $ (1,315,000.00) -73% (1,315,000) -73% EXPENDITURES CAPITAL OUTLAY 1,791,000 915 BUILDINGS AND IMPROVEMENTS 368 - 3,582,000 3,582,000 1,791,000 1,791,000 952,000 1,315,000 73% Subtotal $ - $ 1,791,000 $ 1,791,000 $ 476,000 $ 1,315,000 73% Total Expenditures $ - $ 1,791,000 $ 1,791,000 $ 476,000 $ 1,315,000 73% Operating Balance (Rev. - Exp.) $ 1,791,000 $ - $ - 476,000 $ - $ - maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM GENERAL GOVERNMENT Agency 478 Org 4711 4713 4725 4734 Title Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Revenue CONTINGENCY $ - $ - $ 3,750,000 $ 3,750,000 INFRASTRUCTURE SYSTEMS $ - $ - $ 27,989,000 $ 27,989,000 JAIL POPULATION MANAGEMENT $ - $ - $ CAPITAL CARRYOVER $ - $ - $ 1,779,000 $ 1,779,000 Totals: $ - $ - $ 33,518,000 $ 33,518,000 O B J OBJ_TITLE COL_INPUT ADOPTED_98/99 PROJECTED - RESTATED $ ADOPTED_99/00 - $ 3,750,000 $ 40,000,000 $ 15,420,000 $ - $ 59,170,000 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT GENERAL GOVERNMENT Agency 478 RESOURCES FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted 19,382,000 Beginning Fund Balance $ REVENUE 1,691,000 11,487,000 $ 19,382,000 615 GRANTS 19,382,000 $ 11,487,000 - 680 TRANSFERS IN FROM OTHER FUNDS 1,691,000 7,710,000 $ 6,019,000 356% 92,688,000 - 8,000,000 % 92,688,000 $ 19,382,000 - 8,000,000 1,691,000 Variance 8,000,000 7,710,000 7,710,000.00 43,750,000 35,750,000.00 447% Total Revenue $ 8,000,000 $ 8,000,000 $ 8,000,000 $ 51,460,000 $ 43,460,000 543% Total Resources $ 9,691,000 $ 9,691,000 $ 9,691,000 $ 59,170,000 $ 49,479,000 511% EXPENDITURES CAPITAL OUTLAY 915 BUILDINGS AND IMPROVEMENTS 19,382,000 11,487,000 19,382,000 9,691,000 1,796,000 9,691,000 92,688,000 (23,827,000) -246% Subtotal $ 9,691,000 $ 1,796,000 $ 9,691,000 $ 33,518,000 $ (23,827,000) -246% Total Expenditures $ 9,691,000 $ 1,796,000 $ 9,691,000 $ 33,518,000 $ (23,827,000) -246% Operating Balance (Rev. - Exp.) $ (1,691,000) $ 6,204,000 $ (1,691,000) $ 17,942,000 $ (19,633,000) 1161% Ending Fund Balance (Resources - Exp.) $ 7,895,000 $ 25,652,000 $ (25,652,000) - $ - 33,518,000 $ 369 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM GENERAL GOVERNMENT Agency 479 O rg Title Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Totals: $ OBJ OBJ_TITLE - COL_INPUT ADOPTED_98/99 $ - PROJECTED $ - RESTATED $ Revenue - ADOPTED_99/00 $ - VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT GENERAL GOVERNMENT Agency 479 REVENUE 680 TRANSFERS IN FROM OTHER FUNDS Total Revenue $ FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted 26,000,000 14,312,113 13,000,000 13,000,000 13,000,000 $ 13,000,000 Variance - - $ - - % $ - $ - $ - EXPENDITURES PERSONAL SERVICES 26,000,000 701 REGULAR PAY $ 14,312,113 $ 237,528 750 FRINGE BENEFITS - 38,096 790 OTHER PERSONAL SERVICES - 149,397 795 P S INTER-FUND CREDIT (NEG) Subtotal $ SUPPLIES AND SERVICES - $ 872 S S INTER-FUND CREDIT (NEG) - $ $ CAPITAL OUTLAY - $ 887,092 $ 887,092 $ $ 13,000,000 $ Total Expenditures $ 13,000,000 $ 1,312,113 $ Operating Balance (Rev. - Exp.) $ $ 11,687,887 $ - - $ 100% 38,096 100% 149,397 - 149,397 100% (425,021) - (425,021) 100% - $ - 500,000 $ - (12,574,979) - (12,074,979) $ - 12,074,979 $ - $ $ 500,000 100% (12,574,979) 100% (12,074,979) 100% 12,074,979 100% 12,074,979 100% - 12,074,979 Subtotal 237,528 - - - $ 38,096 14,312,113 13,000,000 - $ - 26,000,000 915 BUILDINGS AND IMPROVEMENTS 425,021 237,528 14,312,113 $ Subtotal $ - 26,000,000 801 GENERAL SUPPLIES 370 - $ - $ - $ - $ - - $ - $ - maricopa county annual business strategies for 1999-2000 health care mandates (39) County Administrative Officer Deputy County Administrator Health Care Mandates Health Care Mandates mission To accurately reflect the costs of health care related expenses resulting from Federal, State and Court Mandates. program goals Not Applicable community impact Maricopa County's contribution to the following programs provides a variety of physical and behavioral health services to the citizens of Maricopa County: u u u u u u AHCCCS ALTCS Indigent Seriously Mentally Ill (Arnold v. Sarn Court Order) General Mental Health (non-SMI) Maricopa Center Psychiatric Teaching Program Disproportionate Share (State of Arizona) 371 maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY HEALTH CARE MANDATES Department 39 Personal Services Fund Type General Totals Supplies & Services 84,897 84,897 $ $ 241,962,986 241,962,986 Capital Outlay Total Expenses - $ $ $ - Total Revenue 242,047,883 242,047,883 $ $ 54,850,293 54,850,293 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT HEALTH CARE MANDATES Department 39 FY1998-99 Adopted RESOURCES REVENUE 640 PATIENT CHARGES 680 TRANSFERS IN FROM OTHER FUNDS Subtotal $ EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 750 FRINGE BENEFITS 308,656,766 308,656,766 2,305,446 58,228,200 60,533,646 Subtotal $ 308,656,766 71,618 9,812 81,430 SUPPLIES AND SERVICES 801 GENERAL SUPPLIES $ 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES 840 ELECTED OFFICIAL TRAVEL 845 SUPPORT AND CARE OF PERSONS 855 STATE AND LOCAL AID 857 MANDATED HEALTH CARE PAYMENTS 873 S S INTERFUND CHARGES 880 TRANSFERS OUT TO OTHER FUNDS Subtotal $ 308,656,766 88,613 137,344 1,413,350 470 3,516,892 58,378,200 173,661,179 21,541 10,824,101 248,041,690 Total Expenditures $ 248,123,120 $ FY1998-99 Projected $ $ $ 341,057,120 341,057,120 592,660 76,989,800 77,582,460 341,057,120 72,741 9,944 82,685 $ 341,057,120 199,910 41,359 329,616 142 1,059,053 77,139,800 173,791,507 6,487 10,824,101 263,391,975 $ 263,474,660 FY1998-99 Restated $ $ $ 308,656,766 308,656,766 2,305,446 58,228,200 60,533,646 308,656,766 72,741 9,944 82,685 $ $ 248,123,120 $ $ $ 296,898,176 296,898,176 172,693 54,677,600 54,850,293 296,898,176 74,618 10,279 84,897 Variance $ $ $ % - 0% 0% 0% - 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% $ 296,898,176 85,064 17,857 1,327,787 61 457,263 54,827,600 174,420,452 2,801 10,824,101 241,962,986 $ - $ 242,047,883 $ - 0% Operating Balance (Rev. - Exp.) $ (187,589,474) $ (185,892,200) $ (187,589,474) $ (187,197,590) $ - 0% Ending Fund Balance (Resources - Exp.) $ (187,589,474) $ (185,892,200) $ (187,589,474) $ (187,197,590) $ - 0% $ 308,656,766 207,120 137,344 1,413,350 470 3,516,892 58,378,200 173,541,417 21,541 10,824,101 248,040,435 FY1999-00 Adopted $ $ $ POSITION DISTRIBUTION Dept 39 39 372 HEALTH CARE MANDATES Total WORKING TITLE HEALTHCARE CONTRACT ADMINISTRATOR FTE 1 1 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM HEALTH CARE MANDATES Agency 390 O rg 3910 3920 3930 3940 3950 3960 3970 3980 3990 Title Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Revenue ADMINISTRATION $ 84,897 $ 1,400,000 $ - $ 1,484,897 $ - AHCCCS $ - $ 38,959,236 $ - $ 38,959,236 $ - AHCCCS CONTRIBUTION $ - $ 93,138,286 $ - $ 93,138,286 $ - MENTAL HEALTH SERVICES $ - $ 29,193,869 $ - $ 29,193,869 $ - MMC TEACHING PROGRAM SUBSIDY $ - $ 3,547,901 $ - $ 3,547,901 $ - DISPROSHARE $ - $ 54,677,600 $ - $ 54,677,600 SAIL GRANT MATCH $ - $ 616,200 $ - $ 616,200 $ LONG TERM CARE RESIDUAL $ - $ 490,833 $ - $ 490,833 $ - $ 19,939,061 $ - $ 19,939,061 $ 84,897 $ 241,962,986 $ - $ 242,047,883 PRE-AHCCCS CLAIMS $ Totals: $ OBJ OBJ_TITLE COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 $ 54,677,600 172,693 - $ 54,850,293 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT HEALTH CARE MANDATES Agency 390 REVENUE 640 PATIENT CHARGES 680 TRANSFERS IN FROM OTHER FUNDS Total Revenue $ FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted Variance % 308,656,766 341,057,120 308,656,766 2,305,446 592,660 2,305,446 172,693 (2,132,753.00) -93% 58,228,200 76,989,800 58,228,200 54,677,600 (3,550,600.00) -6% $ (5,683,353) -9% $ (1,877) -3% 60,533,646 $ 77,582,460 $ 60,533,646 296,898,176 $ 54,850,293 EXPENDITURES PERSONAL SERVICES 308,656,766 701 REGULAR PAY $ 750 FRINGE BENEFITS 71,618 341,057,120 $ 9,812 Subtotal $ SUPPLIES AND SERVICES 81,430 $ 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES 840 ELECTED OFFICIAL TRAVEL 845 SUPPORT AND CARE OF PERSONS 855 STATE AND LOCAL AID 857 MANDATED HEALTH CARE PAYMENTS 873 S S INTERFUND CHARGES 880 TRANSFERS OUT TO OTHER FUNDS 88,613 308,656,766 $ 9,944 $ 308,656,766 801 GENERAL SUPPLIES 72,741 82,685 199,910 296,898,176 $ 9,944 $ 341,057,120 $ 72,741 82,685 10,279 $ 308,656,766 $ 207,120 74,618 84,897 $ (335) -3% (2,212) -3% 296,898,176 $ 122,056 59% 137,344 41,359 137,344 17,857 85,064 $ 119,487 87% 1,413,350 329,616 1,413,350 1,327,787 85,563 6% 470 142 470 61 409 87% 87% 3,516,892 1,059,053 3,516,892 457,263 3,059,629 58,378,200 77,139,800 58,378,200 54,827,600 3,550,600 173,661,179 173,791,507 173,541,417 174,420,452 21,541 6,487 21,541 2,801 10,824,101 10,824,101 10,824,101 10,824,101 6% (879,035) -1% 18,740 87% - 0% Subtotal $ 248,041,690 $ 263,391,975 $ 248,040,435 $ 241,962,986 $ 6,077,449 2% Total Expenditures $ 248,123,120 $ 263,474,660 $ 248,123,120 $ 242,047,883 $ 6,075,237 2% Operating Balance (Rev. - Exp.) $ (187,589,474) $ (185,892,200) $ (187,589,474) $ (187,197,590) $ (391,884) 0% 373 maricopa county annual business strategies for 1999-2000 housing (66) County Administrative Officer Chief Community Services Officer Housing Housing Joanne D’Amico, Director Joanne D’Amico, Director Deputy Director Applications Resident Initiatives Low-Rent Program Modernization / Development Leased Housing Program Program Monitoring & Compliance Special Projects Office Administration Finance mission To provide a decent and safe living environment to families who cannot afford market rate rents and to promote economic development and self-sufficiency. program goals Plan, develop, and implement policies and procedures to maximize use of available housing. Effectively use available resources to enable residents to become self-sufficient. Manage housing programs effectively in meeting performance measures required to achieve exceptional performance. Expand the inventory of affordable housing by taking advantage of Federal programs and community resources. community impact The Housing Department goes beyond bricks and mortar and takes a holistic approach in meeting the needs of the clients served. A “business” approach is used in managing and administering the various programs in order to safeguard the Agency’s fiduciary responsibility to the public at-large. performance measures Performance Measure Low Rent Program Leases Section 8 Program Leases Unit Turn-around (days) Low Rent Program Inspections Section 8 Program Inspections Emergency (hours) - work orders Routine (days) - work orders Rent Collections from LRP 374 1995-96 1996-97 1997-98 1998-99 est 1999-00 proj 1 1 20 1 1 24 20 1 98% 93% 24% 100% 100% 24 25 99% 99% 100% 100% 100% 100% 24 25 99% 99% 100% 100% 100% 100% 24 25 99% 99% 100% 100% 100% 100% 24 25 99% maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY HOUSING Department 66 Personal Services Fund Type Special Revenue Totals $ 2,373,323 2,373,323 Supplies & Services 7,280,176 7,280,176 $ Capital Outlay Total Expenses 6,116,061 6,116,061 $ $ $ Total Revenue 15,769,560 15,769,560 $ $ 16,581,115 16,581,115 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT HOUSING Department 66 FY1998-99 Adopted RESOURCES 615 GRANTS Subtotal $ EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS $ Subtotal $ SUPPLIES AND SERVICES 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES 810 LEGAL 815 INSURANCE 820 RENT 825 REPAIRS AND MAINTENANCE 827 MATERIAL MGNT DISCRETIONARY 829 FUEL 832 833 834 836 837 839 841 845 850 880 $ COUNTY COUNSEL EMPLOYEE BENEFITS ADMIN BASE LEVEL EQ SERVICES CHARGES RISK MANAGEMENT BASE LEVEL TELECOM OTHER INTERNAL SVCS CHARGES EMPLOYEE TRAVEL SUPPORT AND CARE OF PERSONS UTILITIES TRANSFERS OUT TO OTHER FUNDS Subtotal $ 30,772,240 16,006,241 16,006,241 30,772,240 1,720,731 355,824 7,500 2,084,055 30,772,240 532,252 114,878 25,000 36,764 30,000 10,000 5,250 15,750 $ $ $ $ 30,722,296 15,956,297 15,956,297 30,722,296 1,405,269 304,604 508,223 2,218,096 30,722,296 469,663 112,850 18,300 5,000 9,325 5,029 14,271 $ 6,080 5,290 34,812 36,763 64,560 56,500 17,590 4,695,820 1,200,220 6,752,073 Subtotal $ 30,772,240 5,824,820 5,824,820 Total Expenditures $ FY1998-99 Restated $ $ $ $ 30,772,240 16,006,241 16,006,241 30,772,240 1,734,793 358,872 51,025 2,144,690 30,772,240 471,617 114,878 25,000 30,000 10,000 5,250 15,750 FY1999-00 Adopted $ $ $ $ 32,350,675 16,581,115 16,581,115 32,350,675 1,935,790 385,340 52,193 2,373,323 32,350,675 549,215 120,622 26,250 31,500 10,500 5,513 16,538 Variance $ $ $ $ % - 0% 0% - 0% 0% 0% 0% - 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% $ 5,356 52,920 36,764 81,948 18,000 4,800,527 1,021,250 107,229 6,796,489 $ 30,722,296 5,795,830 5,795,830 $ 30,772,240 5,824,820 5,824,820 $ 32,350,675 6,116,061 6,116,061 14,765,999 $ 14,765,999 $ 14,765,999 $ 15,769,560 $ - 0% Operating Balance (Rev. - Exp.) $ 1,240,242 $ 1,190,298 $ 1,240,242 $ 811,555 $ - 0% Ending Fund Balance (Resources - Exp.) $ 1,240,242 $ 1,190,298 $ 1,240,242 $ 811,555 $ - 0% CAPITAL OUTLAY 915 BUILDINGS AND IMPROVEMENTS 5,356 52,920 81,948 18,000 4,800,527 1,021,250 107,229 6,857,124 FY1998-99 Projected $ 5,827 6,980 55,566 116,708 86,045 58,573 18,900 5,040,553 1,072,313 58,573 7,280,176 $ - $ - 0% 0% 375 maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION 376 Dept 66 HOUSING 66 Total WORKING TITLE ACCOUNTANT ACCOUNTING CLERK ADMINISTRATIVE ASSISTANT APPLICATION COORDINATOR ASSISTANT HOUSING MANAGER ASSISTANT BUYER ASSISTANT HOUSING MANAGER BUILDING INSPECTOR BUYER CGP PROJECT MANAGER DEPUTY DIRECTOR EXECUTIVE ASSISTANT EXECUTIVE DIRECTOR FINANCE DIRECTOR FSS COORDINATOR HOUSING CLERK HOUSING MANAGER HOUSING SUPERVISOR MAINTENANCE GENERALIST MAINTENANCE LEAD MIS COORDINATOR OFFICE SUPERVISOR RECEPTIONIST RESIDENT TRAINEE SECTION 8 HOUSING SPECIALIST SECTION 8 SUPERVISOR YOUTH COORDINATOR FTE 3 2 2 2 1 1 3 2 1 1 1 1 1 1 1 4 4 1 16 4 1 1 1 1 6 1 1 64 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM HOUSING Agency 661 Org 6610 6620 6650 6680 Title Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Revenue LOW RENT/CONVENTIONAL $ 2,370,707 $ 1,865,965 $ - $ 4,236,672 $ 3,717,940 SEC 8 CERTIFICATE $ 2,616 $ 5,293,589 $ - $ 5,296,205 $ 6,172,370 DRUG ELIMINATION PROGRAM $ - $ 120,622 $ - $ 120,622 $ 218,780 COMPREHENSIVE GRANT PROGRAM $ - $ $ 6,472,025 Totals: $ OBJ OBJ_TITLE 2,373,323 COL_INPUT ADOPTED_98/99 - $ 7,280,176 PROJECTED $ 6,116,061 $ 6,116,061 $ 6,116,061 $ 15,769,560 RESTATED ADOPTED_99/00 $ 16,581,115 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT HOUSING Agency 661 REVENUE 615 GRANTS Total Revenue $ FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted Variance 30,772,240 30,722,296 30,772,240 32,350,675 16,006,241 15,956,297 16,006,241 16,581,115 16,006,241 $ 15,956,297 $ 16,006,241 $ 16,581,115 % 574,874.00 4% $ 574,874 4% $ EXPENDITURES PERSONAL SERVICES 30,772,240 701 REGULAR PAY $ 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS Subtotal $ SUPPLIES AND SERVICES 1,720,731 30,722,296 (200,997) -12% 358,872 385,340 (26,468) -7% 7,500 508,223 51,025 52,193 (1,168) -2% $ (228,633) -11% $ 30,772,240 801 GENERAL SUPPLIES $ $ 30,722,296 $ 30,772,240 32,350,675 (77,598) -16% (5,744) -5% 810 LEGAL 25,000 18,300 25,000 26,250 (1,250) -5% 815 INSURANCE 36,764 - - - 820 RENT 30,000 5,000 30,000 31,500 (1,500) -5% 825 REPAIRS AND MAINTENANCE 10,000 9,325 10,000 10,500 (500) -5% 5,250 5,029 5,250 5,513 (263) -5% 15,750 14,271 15,750 16,538 (788) -5% 5,827 (5,827) - 833 EMPLOYEE BENEFITS ADMIN 834 BASE LEVEL EQ SERVICES CHARGES 836 RISK MANAGEMENT 837 BASE LEVEL TELECOM 839 OTHER INTERNAL SVCS CHARGES 841 EMPLOYEE TRAVEL 471,617 2,373,323 120,622 832 COUNTY COUNSEL $ 1,935,790 114,878 829 FUEL 469,663 2,144,690 $ 112,850 827 MATERIAL MGNT DISCRETIONARY $ 1,734,793 114,878 805 CONTRACTUAL SERVICES 532,252 2,218,096 $ 32,350,675 304,604 $ 1,405,269 30,772,240 355,824 2,084,055 $ $ - 6,080 - 549,215 5,356 5,290 5,356 6,980 (1,624) 52,920 34,812 52,920 55,566 (2,646) -5% - 36,763 36,764 116,708 (79,944) -217% 81,948 64,560 81,948 86,045 (4,097) -5% - 56,500 58,573 (58,573) - -30% 18,000 17,590 18,000 18,900 (900) -5% 845 SUPPORT AND CARE OF PERSONS 4,800,527 4,695,820 4,800,527 5,040,553 (240,026) -5% 850 UTILITIES 1,021,250 1,200,220 1,021,250 1,072,313 (51,063) -5% 107,229 58,573 48,656 45% (483,687) -7% 880 TRANSFERS OUT TO OTHER FUNDS Subtotal 107,229 $ CAPITAL OUTLAY 915 BUILDINGS AND IMPROVEMENTS 6,857,124 $ 6,752,073 $ 6,796,489 30,772,240 30,722,296 30,772,240 5,824,820 5,795,830 5,824,820 $ 7,280,176 $ 32,350,675 (291,241) -5% Subtotal $ 5,824,820 $ 5,795,830 $ 5,824,820 $ 6,116,061 6,116,061 $ (291,241) -5% Total Expenditures $ 14,765,999 $ 14,765,999 $ 14,765,999 $ 15,769,560 $ (1,003,561) -7% Operating Balance (Rev. - Exp.) $ 1,240,242 $ 1,190,298 $ 1,240,242 $ 811,555 $ 428,687 35% 377 maricopa county annual business strategies for 1999-2000 human resources (31) County Administrative Officer Deputy County Administrator Human Resources Human Resources Shawn Nau, Director Shawn Nau, Director Employee Information Services Compensation Services Administration Employee Programs Employment Services Employee Benefits mission To attract, retain, and develop an effective, informed and customer-focused County workforce through collaborative partnerships. program goals administration – Provide leadership and administrative support for organization-wide initiatives to enhance employee productivity, development, morale and safety. Champion merit principles of personnel administration. Administer the operation of the Human Resources Department in a cost-effective, efficient, and customer-focused manner. employment services – Recruit, conduct pre-employment assessments, and referral of eligible candidates for departments' selection consideration. Provide guidance and clarification for employees and department officials concerning Merit Rules, policies and procedures, and a variety of employment laws. Provides career counseling services, including administering the Career Center, offering guidance to employees and supervisors relating to performance problems, grievances, and disciplinary actions. Conduct confidential investigations/reviews of alleged misconduct. Coordinate responses to EEOC charges of discrimination. Coordinate activities of the three Merit Commissions, including administrative support to monthly meetings, revisions to Merit Rules, and conducting employee appeal hearings. employee programs – Provide specialized case management programs for workers' compensation, disability, short and long term disability, return and transitional work programs for ill or injured employees. Coordinate responses to disability discrimination claims. Coordinate ergonomics/wellness, employee recreational discount and commute options, and employee assistance program. Offer clarification and guidance concerning the Americans with Disabilities Act, Family Medical Leave Act, and the Employee Leave Plan. Administers a one-stop customer service center to provide focal point for all HR information and materials. employee information services - Provide payroll services. Create, maintain, and manage employee records. Respond to public records requests. compensation & benefit services - Offer technical guidance to departments to ensure equitable and competitive compensation policies and practices. Administer cost-effective and comprehensive employee benefit programs. 378 maricopa county annual business strategies for 1999-2000 community impact The Human Resources Department forms the cornerstone of Maricopa County’s public delivery system by providing employment-related services that promote public confidence, personal integrity, and the efficient delivery of public services through the development of a high performance work force. The Human Resources Department’s administration of three employee Merit Systems positively affects Maricopa County’s eligibility to receive state and federal funds, and minimizes liability resulting from fines, penalties, and damage awards by promoting compliance with state and federal employment laws. The employee benefit package provides benefits to all residents, service recipients, and taxpayers. By providing a cost-effective employee benefits program we can recruit and retain highly qualified individuals to provide direct public services to program recipients. The Employee Assistance Program (EAP) works with employees who have personal problems which affect their well-being. These employees, who have direct contact with the service recipient, need to have an outlet to assist in problem resolution so that the impact on the service quality (and the cost to provide services) is not diminished due to such problems. This is ever more vital to those employees who have positions in which error could lead to significant liability to Maricopa County. The Wellness/Ergonomics goal is to encourage employees to lead healthier lifestyles, and provide a safe work environment, thereby enhancing productivity, lowering health care costs, and improving morale. performance measures Performance measures FY 96-97 FY 97-98 Personnel Action Forms (PAFs) Processed Return to Work Savings Worker’s Compensation Costs Rewarding Ideas Ergonomics Fitness Center Clients EAP Clients Benefits Contacts Requests to Fill Positions Employment Applications Referred Merit Appeals Employment Applications Submitted Salary Advancement Requests Payroll Checks Processed Manual Checks Processed Walk-In Customers Assisted Customers Assisted by Telephone Benefits Survey Outcome 50,000 850,000 2,250,000 52,500 892,500 2,362,500 96 1,540 26,964 550 11,884 5,949 17,004 56 41,567 9,000 288,092 2,528 22,872 39,892 800 5,510 14,907 47 39,990 FY 98-99 (Est.) 24,088 850,000 2,250,000 100 1,550 45,000 700 12,00 6,310 22,210 64 46,700 9,000 300,000 2,000 23,000 40,000 FY 99-00 (Proj) 23,136 850,000 2,250,000 104 1,565 45,000 854 12,210 5,376 20,685 15 51,837 12,603 276,831 2,010 23,230 40,400 To Follow 379 maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY HUMAN RESOURCES D e p a rtm e n t 3 1 Personal Services Fund Type G eneral In te r n a l S e r v ic e T o t a ls $ 2 ,4 3 9 ,9 0 2 5 1 0 ,1 8 9 2 ,9 5 0 ,0 9 1 S u p p lie s & Services 2 8 2 ,4 8 1 4 3 ,2 9 9 , 7 1 8 4 3 ,5 8 2 , 1 9 9 $ C a p ita l O u tla y T o tal Expenses 1 6 ,4 0 0 2 0 1 ,0 0 0 2 1 7 ,4 0 0 $ $ $ $ T o tal Revenue 2 ,7 3 8 ,7 8 3 4 4 ,0 1 0 , 9 0 7 4 6 ,7 4 9 , 6 9 0 $ $ $ 2 4 ,0 0 0 4 4 ,0 4 3 , 5 8 7 4 4 ,0 6 7 , 5 8 7 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT HUMAN RESOURCES Department 31 FY1998-99 Adopted RESOURCES BEGINNING FUND BALANCE $ 81,841,665 1,145,134 1,145,134 Subtotal $ 81,841,665 37,789,956 1,214,680 2,600 39,007,236 REVENUE 635 FEES & CHARGES 636 INTERNAL SERVICE CHARGES 650 MISCELLANEOUS REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES 796 P S INTER-FUND CHARGES 797 PERSONNEL SAVINGS (NEG) $ 81,461,032 - $ 81,461,032 38,560,614 1,214,680 124,011 39,899,305 FY1998-99 Restated $ 81,841,665 1,145,134 1,145,134 $ 81,841,665 37,789,956 1,214,680 2,600 39,007,236 FY1999-00 Adopted $ 90,817,277 - $ 90,817,277 42,540,072 1,524,415 3,100 44,067,587 Variance % $ - $ - 0% 0% 0% 0% 81,841,665 2,421,431 $ 26,383 29,368 457,413 65,234 40 (117,847) 2,882,022 $ 81,461,032 2,331,509 $ 438,103 11,284 125,000 (8,793) 2,897,103 $ 81,841,665 2,327,163 $ 12,754 29,368 439,858 65,686 40 125,000 (117,847) 2,882,022 $ 90,817,277 2,356,155 $ 9,500 4,000 441,947 77,919 125,000 (64,430) 2,950,091 $ - 0% 0% 0% 0% 0% SUPPLIES AND SERVICES 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES 810 LEGAL 815 INSURANCE 820 RENT 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 828 M O T O R P O O L 830 TELECOM DISCRETIONARY 836 RISK MANAGEMENT 837 BASE LEVEL TELECOM 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 860 MISCELLANEOUS EXPENSE 880 TRANSFERS OUT TO OTHER FUNDS Subtotal $ 81,841,665 108,715 456,262 90,000 37,754,824 23,582 7,812 200 61,000 3,400 20,565 509 8,856 6,800 31,950 2,250 59,625 109,423 38,745,773 $ 81,461,032 47,257 371,259 35,000 37,871,573 27,035 10,675 71,153 3,788 12,065 509 4,020 2,845 10,914 400 34,572 109,423 38,612,488 $ 81,841,665 105,105 456,262 90,000 37,754,824 23,582 11,422 200 59,300 3,400 20,565 509 8,856 6,800 32,350 2,250 59,625 109,423 38,744,473 $ 90,817,277 69,313 515,973 60,000 42,447,410 37,000 14,226 400 85,100 4,160 19,459 3,783 4,210 5,100 25,650 1,750 51,887 236,778 43,582,199 $ - 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% CAPITAL OUTLAY 920 EQUIPMENT Subtotal $ 81,841,665 61,500 61,500 $ 81,461,032 52,136 52,136 $ 81,841,665 62,800 62,800 $ 90,817,277 217,400 217,400 $ - 0% 0% Total Expenditures $ 41,689,295 $ 41,561,727 $ 41,689,295 $ 46,749,690 $ - 0% $ Subtotal $ 380 FY1998-99 Projected $ $ $ $ 0% 0% 0% Operating Balance (Rev. - Exp.) $ (2,682,059) $ (1,662,422) $ (2,682,059) $ (2,682,103) $ - 0% Ending Fund Balance (Resources - Exp.) $ (1,536,925) $ (1,662,422) $ (1,536,925) $ (2,682,103) $ - 0% maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION Dept 31 HUMAN RESOURCES 31 Total Working Title ADMINISTRATIVE ASSTNT II ADMINISTRATIVE ASSTNT III ADMINISTRATIVE COORD II ADMINISTRATIVE COORD III ADMINISTRATIVE COORD IV ADMINISTRATIVE COORD V ADMINISTRATIVE COORD VI ADMINISTRATIVE SUPPORT COUNTY PAYROLL COORDINATR EMPL ASSTNCE PRGRM COORD EMPLOYEE BENEFIT COORDNTR EMPLOYEE BENEFIT MANAGER FISCAL CONSULTANT HUMAN RESOURCES ANALYST HUMAN RESOURCES ASST HUMAN RESOURCES DIRECTOR HUMAN RESOURCES MANAGER HUMAN RESOURCES SR ANLYST RESOURCE COORDINATOR FTE 4 13 4 2 2 4 1 0.5 6 1 5 1 1 13 1 1 1 6 2 68.5 381 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM HUMAN RESOURCES Agency 310 O rg 3110 3120 3130 3140 3160 Title Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Revenue ADMINISTRATION $ 397,411 $ 72,712 $ 3,400 $ 473,523 $ EMPLOYEE INFORMATION SERVICES $ 482,862 $ 42,614 $ - $ 525,476 $ 21,400 EMPLOYEE PROGRAMS $ 501,618 $ 46,880 $ 2,000 $ 550,498 $ 2,100 EMPLOYMENT SERVICES $ 787,633 $ 108,450 $ 11,000 $ 907,083 $ - COMPENSATION SERVICES $ 270,378 $ 11,825 $ $ 282,203 $ 500 Totals: $ 2,439,902 $ 282,481 $ $ 2,738,783 $ 24,000 OBJ OBJ_TITLE COL_INPUT ADOPTED_98/99 PROJECTED 16,400 RESTATED ADOPTED_99/00 - VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT HUMAN RESOURCES Agency 310 REVENUE 635 FEES & CHARGES 650 MISCELLANEOUS REVENUE Total Revenue FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted Variance 2,739,915 2,610,785 2,739,915 2,762,783 21,400 19,838 21,400 20,900 2,600 2,600 2,600 3,100 $ 24,000 $ 1,971,676 $ 22,438 $ 24,000 $ 24,000 % (500.00) -2% 500.00 19% $ - $ 0% EXPENDITURES PERSONAL SERVICES 2,739,915 701 REGULAR PAY 705 TEMPORARY PAY 26,383 710 SPECIAL PAY 780 SALARY ADJUSTMENTS SUPPLIES AND SERVICES $ (48,048) -3% 9,500 3,254 26% 25,368 86% 29,368 4,000 364,904 (7,725) -2% 55,042 3,094 41,288 54,000 (12,712) -31% - 2,347,493 $ 2,380,102 $ (55,430) $ 2,739,915 0% (52,586) 49% $ (92,409) -4% $ 2,762,783 33,792 40% 30,797 21,420 9,377 30% 810 LEGAL 80,000 25,000 80,000 50,000 30,000 38% 250 119 250 238 12 16,182 23,136 16,182 32,000 (15,818) 2,812 8,491 6,422 9,226 (2,804) -44% 200 400 (200) -100% 826 FACILITIES MGMT DISCRETIONARY 200 827 MATERIAL MGNT DISCRETIONARY 828 MOTOR POOL 830 TELECOM DISCRETIONARY 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 860 MISCELLANEOUS EXPENSE Subtotal $ - 84,492 2,439,902 100% 15,401 825 REPAIRS AND MAINTENANCE $ - 30,797 820 RENT 36,781 2,347,493 40 125,000 (108,016) 2,610,785 $ - 125,000 805 CONTRACTUAL SERVICES 815 INSURANCE 88,102 40 125,000 2,739,915 801 GENERAL SUPPLIES 1,937,928 357,179 (108,016) $ 2,762,783 $ 12,754 - 40 Subtotal 1,889,880 355,668 - 797 PERSONNEL SAVINGS (NEG) 2,739,915 $ 373,000 790 OTHER PERSONAL SERVICES 796 P S INTER-FUND CHARGES 1,896,340 - 29,368 750 FRINGE BENEFITS 382 2,610,785 $ $ 50,700 5% -98% 42,000 31,153 40,300 43,350 (3,050) -8% 700 788 700 1,460 (760) -109% 17,304 7,409 17,304 14,000 1,800 545 1,800 2,100 24,000 7,314 24,400 17,700 6,700 2,250 400 2,250 1,750 500 29,525 28,572 29,525 38,137 335,922 $ 185,109 $ 334,622 CAPITAL OUTLAY 2,739,915 2,610,785 2,739,915 920 EQUIPMENT 32,500 23,136 33,800 $ 282,481 3,304 (300) (8,612) $ 19% -17% 27% 22% -29% 52,141 16% 2,762,783 17,400 51% Subtotal $ 32,500 $ 23,136 $ 33,800 $ 16,400 $ 17,400 51% Total Expenditures $ 2,715,915 $ 2,588,347 $ 2,715,915 $ 2,738,783 $ (22,868) -1% Operating Balance (Rev. - Exp.) $ 22,868 -1% (2,691,915) $ (2,565,909) $ 16,400 (2,691,915) $ (2,714,783) $ maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM HUMAN RESOURCES Agency 312 O rg 3181 3182 3183 3184 3185 3186 3187 3189 3190 T itle Personal S u p p lie s C a p ital Total S e rvices & S e rvices O u tla y E x p e n d itu r e s PS SS CO MEDICAL INSURANCE $ WELLNESS PROGRAM $ MENTAL HEALTH SUBSTANCE ABUSE $ EMPLOYEE ASSISTANCE $ $ 209,400 $ - D ISABILITY $ - $ 797,984 $ - LIFE INSURANCE $ - $ 2,663,364 $ - - $ 3,440,780 $ - $ 548,646 $ $ 325,578 $ $ 43,299,718 $ D E N T A L IN S U R A N C E $ ADMINISTRATION $ S IG H T C A R E $ T o tals: OBJ OBJ_TITLE 149,895 53,723 306,571 - $ 510,189 CO AD L _OIP NTPEUDT_ 9 8 / 9 9 $ 34,086,939 $ $ 22,500 $ $ 1,204,527 $ PROJECTED 18,500 - 182,500 201,000 RESTATED Revenue $ 34,086,939 $ $ 190,895 $ 197,064 $ 1,204,527 $ 1,204,527 $ 263,123 $ 268,253 $ 797,984 $ 797,984 $ 2,663,364 $ 2,663,364 $ 3,440,780 $ 3,440,780 $ 1,037,717 $ 1,067,598 $ 325,578 $ 325,578 $ 44,010,907 $ 44,043,587 ADOPTED_99/00 34,078,439 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT HUMAN RESOURCES Agency 312 FY1998-99 Adopted RESOURCES Beginning Fund Balance $ REVENUE 635 FEES & CHARGES 636 INTERNAL SERVICE CHARGES 650 M ISCELLANEOUS REVENUE FY1998-99 Projected 79,101,750 1,145,134 $ FY1998-99 Restated 78,850,247 - $ FY1999-00 Adopted 79,101,750 1,145,134 $ Variance 88,054,494 - $ % (1,145,134) -100% 79,101,750 78,850,247 79,101,750 88,054,494 37,768,556 38,540,776 37,768,556 42,519,172 4,750,616.00 13% 1,214,680 1,214,680 1,214,680 1,524,415 309,735.00 25% - 121,411 - - - Total Revenue $ 38,983,236 $ 39,876,867 $ 38,983,236 $ 44,043,587 $ 5,060,351 13% Total Resources $ 40,128,370 $ 39,876,867 $ 40,128,370 $ 44,043,587 $ 3,915,217 10% $ EXPENDITURES PERSONAL SERVICES 79,101,750 701 REGULAR PAY $ 78,850,247 19,056 4% 82,435 82,679 77,043 5,636 7% 780 SALARY ADJUSTMENTS 10,192 8,190 24,398 23,919 479 2% 797 PERSONNEL SAVINGS (NEG) (9,831) (9,831) (9,000) (831) 8% SUPPLIES AND SERVICES 534,529 $ 805 CONTRACTUAL SERVICES 20,613 $ 517,001 $ 78,850,247 $ 425,465 810 LEGAL $ (8,793) 79,101,750 801 GENERAL SUPPLIES 435,169 10,476 437,283 88,054,494 84,413 $ $ 79,101,750 750 FRINGE BENEFITS Subtotal 449,755 534,529 $ $ 79,101,750 $ 355,858 20,613 418,227 510,189 $ 24,340 5% 88,054,494 $ 425,465 18,613 $ 494,553 2,000 (69,088) 10,000 10,000 10,000 10,000 37,754,574 37,871,454 37,754,574 42,447,172 820 RENT 7,400 3,899 7,400 5,000 2,400 825 REPAIRS AND MAINTENANCE 5,000 2,184 5,000 5,000 - 19,000 40,000 19,000 41,750 828 M O T O R P O O L 2,700 3,000 2,700 2,700 - 830 TELECOM DISCRETIONARY 3,261 4,656 3,261 5,459 (2,198) -67% -643% 815 INSURANCE 827 M A T E R IAL MGNT DISCRETIONARY 836 R ISK MANAGEMENT - 10% -16% (4,692,598) (22,750) 0% -12% 32% 0% -120% 0% 509 509 509 3,783 (3,274) 837 BASE LEVEL TELECOM 8,856 4,020 8,856 4,210 4,646 52% 841 EMPLOYEE TRAVEL 5,000 2,300 5,000 3,000 2,000 40% 842 EDUCATION 7,950 3,600 7,950 7,950 - 30,100 6,000 30,100 13,750 860 M ISCELLANEOUS EXPENSE 880 TRANSFERS OUT TO OTHER FUNDS Subtotal 109,423 $ 38,409,851 109,423 $ 38,427,379 109,423 $ 38,409,851 CAPITAL OUTLAY 79,101,750 78,850,247 79,101,750 920 EQUIPMENT 29,000 29,000 29,000 16,350 236,778 $ 43,299,718 $ 0% 54% (127,355) -116% (4,889,867) -13% 88,054,494 (172,000) -593% Subtotal $ 29,000 $ 29,000 $ 29,000 $ 201,000 201,000 $ (172,000) -593% Total Expenditures $ 38,973,380 $ 38,973,380 $ 38,973,380 $ 44,010,907 $ (5,037,527) -13% Operating Balance (Rev. - Exp.) $ 9,856 $ 903,487 $ 9,856 $ 32,680 $ (22,824) -232% Ending Fund Balance (Resources - Exp.) $ 1,154,990 $ 903,487 $ 1,154,990 $ 32,680 $ 1,122,310 97% 383 maricopa county annual business strategies for 1999-2000 human services (22) County Administrative Officer Chief Health Services Officer Human Services Human Services Rich Marshall, Director Rich Marshall, Director General Services Division Administration Community Services Division Workforce Development Division Education Division mission To help individuals, children and families enhance their economic, social and physical well-being. program goals To provide JTPA adult and dislocated worker program participants with services resulting in employment placements and retention of livable wages. To increase community awareness of workforce development services. To provide Early Head Start and Head Start children with age-appropriate educational, health and nutritional services. To improve the availability and affordability of utility service for low-income Maricopa County households. To increase leveraged resources (funding and volunteers) available to expand human service delivery in Maricopa County. To increase access to employment and social services for low-income, elderly and disabled individuals through transportation program (STS) expansion. To maintain or increase access to nutrition improvement programs for vulnerable elderly individuals community impact The Workforce Development Division uses federal and state funds to help residents obtain new job skills and employment; thereby reducing the number of public assistance recipients in Maricopa County and providing tangible opportunities for economic independence. The Education Division administers the Head Start and Early Head Start programs which provide parent education and early childhood development opportunities for lowincome children ages 0-5 years and their parents. The Community Services Division provides information and referral, case management, emergency assistance and special transportation services to low-income, elderly and physically challenged county residents. 384 maricopa county annual business strategies for 1999-2000 performance measures Performance Measures FY 96-97 Customers utilizing the Maricopa Workforce Development Centers FY 97-98 FY 98-99 (Est.) FY 99-00 (Proj) 5,855 6,148 6,455 JTPA (Title IIA) Adult 90-Day Retention\Wage 67% ($7.07/Hr.) 72% ($7.30/Hr.) 72% ($7.30/Hr.) JTPA (Title III) Dislocated Workers 90-Day Retention\Wage JTPA (Title IIC) Youth Program Completion 75% ($9.72/Hr.) 84% 80% ($9.72/Hr.) 88% 80% ($10.20/Hr.) 88% 29% 31% 31% 1,898 1,898 1,958 1,958 N/A 75 75 135 95% 95% 95% 45% 47% $157,600 $197,000 $197,000 1:1.90 1:210 1:210 5,580 6,138 6,138 $1,353,216 $1,488,537 $1,450,000 1.98 2.1 117,000 120,000 JTPA (Title IIC) Youth High School or GED completion Head Start enrollments Early Head Start Enrollments Percent of Children Fully Immunized Mastery in emergent literacy indicators Annual Utility Savings – Low-Income Families Ratio of CSBG dollars to leveraged funds Individuals provided emergency homeless & prevention services Non-county dollars funding the STS program STS Fleet Operation Efficiency (Riders/Hr.) Number of Home Delivered Meals 114,887 119,752 Additional explanatory information, if needed: The majority of the Human Services Department’s performance measures were updated prior to the beginning of FY 98/99 to represent a focus on performance outcome measures. As a result, there is a lack of historical data in several areas. Other department activity includes the development and use of customer satisfaction surveys to establish benchmarks for customer service and related program delivery areas. Please note that performance measures for the Workforce Development Division will change upon the implementation of the Workforce Investment Act (WIA) on July 1, 2000. This new legislation will replace the JTPA programs currently in place. 385 maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY HUMAN SERVICES Department 22 Personal Services Fund Type General Special Revenue Totals $ 342,903 10,153,945 10,496,848 Supplies & Services 960,000 14,315,369 15,275,369 $ Capital Outlay Total Expenses 130,000 130,000 $ $ $ $ Total Revenue 1,302,903 24,599,314 25,902,217 $ $ $ 25,163,359 25,163,359 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT HUMAN SERVICES D e p a rtm e n t 2 2 FY1998-99 Adopted RESOURCES REVENUE 615 GRANTS Subtotal EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES 7 9 5 P S I N T E R - F U N D C R E D IT ( N E G ) 796 P S INTER-FUND CHARGES 797 PERSONNEL SAVINGS (NEG) $ $ Subtotal SUPPLIES AND SERVICES 801 GENERAL SUPPLIES 802 M E D ICAL SUPPLIES 805 CONTRACTUAL SERVICES 807 HEALTH CARE SERVICES 810 LEGAL 815 INSURANCE 820 RENT 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 827 M A T E R IAL M G N T D ISCRETIONARY 829 FUEL 830 TELECOM DISCRETIONARY 832 COUNTY COUNSEL 8 3 3 E M P L O Y E E B E N E F IT S A D M IN 834 BASE LEVEL EQ SERVICES CHARGES 836 RISK MANAGEMENT 837 BASE LEVEL TELECOM 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 845 SUPPORT AND CARE OF PERSONS 847 M E D ICAL CARE 850 U T ILITIES 860 M ISCELLANEOUS EXPENSE 873 S S INTERFUND CHARGES 875 BONDS AND RELATED EXPENSE 880 TRANSFERS OUT TO OTHER FUNDS Subtotal $ 47,848,406 7,040,089 875,338 1,700,754 72,863 60,000 (518,062) 843,271 (1,235,892) 8,838,361 $ 47,848,406 603,861 12,245,095 40,000 5,120 15,320 449,278 87,482 100 3,000 10,183 31,981 24,225 6,973 5,241 128,166 68,133 126,829 100,418 235,359 33,872 450,993 425,000 50,000 313,406 15,460,035 Subtotal $ $ $ 47,006,000 47,006,000 23,048,000 23,048,000 47,006,000 7,304,000 858,000 1,741,000 234,000 (507,000) 238,000 (1,209,000) 8,659,000 $ 47,006,000 588,000 12,077,000 39,000 5,000 15,000 361,000 84,000 2,000 10,000 30,000 23,000 7,000 5,000 125,000 65,000 124,000 96,000 231,000 33,000 518,000 425,000 20,000 295,000 15,178,000 $ 47,848,406 125,807 125,807 Total Expenditures $ O p e rating Balance (Rev. - Exp.) Ending Fund Balance (Resources - Exp.) FY1998-99 Restated $ $ $ 48,181,960 48,181,960 23,580,980 23,580,980 48,181,960 7,520,340 875,338 1,790,032 196,443 60,000 (518,062) 238,239 (1,235,892) 8,926,438 FY1999-00 Adopted $ $ $ 51,065,576 51,065,576 25,163,359 25,163,359 51,065,576 7,828,662 1,116,328 32,500 1,921,678 253,932 (710,747) 710,745 (656,250) 10,496,848 V a ria n c e $ $ $ % - 0% 0% - 0% 0% 0% 0% 0% 0% 0% 0% 0% $ 48,181,960 601,286 12,338,097 40,000 5,120 15,320 369,096 87,482 100 3,000 10,183 31,981 24,225 6,973 5,241 128,166 67,016 126,218 100,418 235,359 33,872 531,176 425,000 50,000 313,406 15,548,735 $ 47,006,000 121,000 121,000 $ 48,181,960 125,807 125,807 $ 51,065,576 130,000 130,000 24,424,203 $ 23,958,000 $ 24,600,980 $ 25,902,217 $ (1,000,000) $ (910,000) $ (1,020,000) $ (738,858) $ - 0% $ (1,000,000) $ (910,000) $ (1,020,000) $ (738,858) $ - 0% $ CAPITAL OUTLAY 920 EQUIPMENT 386 47,848,406 47,848,406 23,424,203 23,424,203 FY1998-99 P rojected $ $ $ 51,065,576 587,152 8,900 11,022,788 103,350 4,450 10,355 442,439 109,825 12,250 2,600 20,000 5,098 31,219 37,400 24,075 263,170 98,221 134,580 36,850 268,696 5,650 60,363 1,670,379 265,559 50,000 15,275,369 $ $ - 0% 0% $ - 0% $ $ (1,655,021) 1,655,021 - 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% -10776% 0% 0% 100% 0% maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION Dept 22 HUMAN SERVICES 22 Total Working Title ACCOUNT TECH ACCOUNTANT I ACCOUNTANT II ACCOUNTANT III ACCOUNTING TECHNICIAN II ADMINISTRATIVE ASSTNT I ADMINISTRATIVE ASSTNT II ADMINISTRATIVE ASSTNT III ADMINISTRATIVE COORD II ADMINISTRATIVE COORD IV ADMINISTRATIVE COORD VI ASST. DIRECTOR CAREER GUIDANCE CONTRACT SPECIALIST I EARLY HEAD START AID EMPLOYEE SVC REP FAMILY CASE SPECIALIST FINANCIAL SERVICS ADM I HEALTH EDUCATION COORDNTR HOME VISITOR HSG & HUMAN SVCS DIR HUMAN SERVICE MANAGER INSTRUCTOR LEAD INTGRTD SYS DSGN ANL LEAD PROGRAMMER-ANALYST MANAGEMENT ANALYST MANAGEMENT ANALYST II MANAGEMENT ANALYST III NUTRITIONIST II PROG. SVC. REP PROGRAM ASSISTNCE REP III PROGRAM COORDINATOR II PROGRAMMER-ANALYST II REGISTERED NURSE III SECRETARY SENIOR DATABASE ANALYST SENIOR INFRMTN SYST ANLST SERVICE DELIVRY COORD II SERVICE WORKER III SWITCHBOARD OPERATOR TEACHER TEACHER 1 TEACHER'S AIDE I TEACHER'S AIDE II TEACHER'S ASSISTANT TRANSPORTATION BROKER VOCATIONAL COUNSELOR WORD PROCESSING OPERTR II FTE 1 1 3 1 3 2 12 5 3 25 6 1 1 5 1 1 20 1 1 23 1 2 6 1 1 1 1 1 1 1 6 3 1 1 0.5 2 1 14 4 1 37 2 7 32 25 2 19 5 294.5 387 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM HUMAN SERVICES Agency 220 Org 2213 Title OPERATIONS OBJ OBJ_TITLE Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Revenue $ 342,903 $ 960,000 $ - $ 1,302,903 $ - Totals: $ 342,903 $ 960,000 $ - $ 1,302,903 $ - COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT HUMAN SERVICES Agency 220 FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted Variance % EXPENDITURES PERSONAL SERVICES 1,000,000 701 REGULAR PAY $ 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES Subtotal $ SUPPLIES AND SERVICES 805 CONTRACTUAL SERVICES 860 MISCELLANEOUS EXPENSE 970,000 $ 875 BONDS AND RELATED EXPENSE - 1,020,000 $ - 1,302,903 $ 236,354 - - - 46,325 60,000 60,000 60,000 60,224 60,000 $ 60,000 $ 60,000 $ 342,903 $ (236,354) (46,325) (224) $ 970,000 1,020,000 1,302,903 465,000 465,000 485,000 628,000 (143,000) 16,441 (16,441) 159,441 - - 425,000 425,000 425,000 265,559 50,000 20,000 50,000 50,000 Subtotal $ 940,000 $ 910,000 $ 960,000 $ 960,000 $ Total Expenditures $ 1,000,000 $ 970,000 $ 1,020,000 $ 1,302,903 $ 0% (282,903) -472% 1,000,000 - 873 S S INTERFUND CHARGES 388 - -29% 38% - 0% - 0% (282,903) -28% maricopa county annual business strategies for 1999-2000 T O T A L B U D G E T H U M A N B Y P R O G R A M S E R V IC E S A g e n c y 2 2 1 P e rs o n a l O rg T itle S u p p lie s S e r v ic e s & 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 1 4 4 4 4 4 4 5 5 5 6 4 2 3 4 5 6 7 1 2 3 1 C a p ita l T o ta l O u tla y E x p e n d itu re s S e r v ic e s P S S S R e v e n u e C O C O S T P O O L $ 9 1 7 ,0 8 8 $ 3 5 9 ,0 8 9 $ $ 1 ,3 3 7 ,1 7 7 $ 1 ,9 0 1 ,2 2 0 T IT L E IIA $ 5 1 6 ,6 6 0 $ 1 ,2 1 7 ,4 6 0 $ - $ 1 ,7 3 4 ,1 2 0 $ 1 ,7 3 4 ,1 2 0 T IT L E IIC $ 1 9 7 ,9 6 7 $ 1 3 4 ,5 0 4 $ - $ 3 3 2 ,4 7 1 $ 3 3 2 ,4 7 0 T IT L E IIB $ 1 ,1 8 4 ,0 3 0 $ 5 4 8 ,4 4 6 $ - $ 1 ,7 3 2 ,4 7 6 $ 1 ,7 3 2 ,4 7 6 T IT L E III (6 0 % ) $ 6 1 4 ,9 8 7 $ 8 6 7 ,0 9 4 $ - $ 1 ,4 8 2 ,0 8 1 $ 1 ,4 8 2 ,0 8 1 D IS C R E T IO N A R Y $ 3 9 5 ,9 5 2 $ 8 7 1 ,9 0 1 $ $ 1 ,2 7 8 ,3 5 3 $ 1 ,2 7 8 ,3 5 3 T IT L E $ 4 8 5 ,4 8 5 $ 6 1 6 ,7 3 3 $ - $ 1 ,1 0 2 ,2 1 8 $ 1 ,1 0 2 ,2 1 8 $ 2 5 5 ,9 6 2 $ 1 ,6 7 0 ,4 8 9 $ 8 ,5 0 0 $ 1 ,9 3 4 ,9 5 1 $ 1 ,9 3 4 ,9 5 2 $ 3 2 8 ,7 1 6 $ 1 ,5 3 6 ,9 3 9 $ 5 0 ,0 0 0 $ 1 ,9 1 5 ,6 5 5 $ $ 3 5 8 ,4 4 1 $ - $ 3 5 8 ,4 4 1 $ 3 5 8 ,4 4 1 - $ 1 1 ,3 9 1 ,3 7 1 $ 1 1 ,3 9 1 ,3 7 3 $ 2 4 ,5 9 9 ,3 1 4 $ 2 5 ,1 6 3 ,3 5 9 III (4 0 % ) T R A N S P O R T A T IO N C O M M U N IT Y A C T IO N C O M M U N IT Y S E R V IC E S H E A D P R O G R A M S $ S T A R T T o ta ls : O B J O B J _ T IT L E - $ 5 ,2 5 7 ,0 9 8 $ 6 ,1 3 4 ,2 7 3 $ $ 1 0 ,1 5 3 ,9 4 5 $ 1 4 ,3 1 5 ,3 6 9 $ CO AD L _OIPNTPEUDT_ 9 8 /9 9 PROJECTED 6 1 ,0 0 0 1 0 ,5 0 0 1 3 0 ,0 0 0 RESTATED A D O P T E D _ 9 9 /0 0 1 ,9 1 5 ,6 5 5 VARIANCE P E R C E NHTI D E _ R O W E X P E N D I T U R E S A N D R E V E N U E S B Y A G E N C Y /O B J E C T HUMAN SERVICES Agency 221 REVENUE 615 GRANTS Total Revenue $ FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted P rojected R e s ta t e d Adopted 4 6 ,8 4 8 ,4 0 6 4 6 ,0 3 6 ,0 0 0 4 7 ,1 6 1 ,9 6 0 2 3 ,4 2 4 ,2 0 3 2 3 ,0 4 8 ,0 0 0 2 3 ,5 8 0 ,9 8 0 2 3 ,4 2 4 ,2 0 3 $ 2 3 ,0 4 8 ,0 0 0 $ 2 3 ,5 8 0 ,9 8 0 Variance % 4 9 ,7 6 2 ,6 7 3 2 5 ,1 6 3 ,3 5 9 $ 2 5 ,1 6 3 ,3 5 9 $ 1,582,379.00 7% 1,582,379 7% E X P E N D ITU R E S PERSONAL SERVICES 4 6 ,8 4 8 ,4 0 6 701 REGULAR PAY $ 705 TEMPORARY PAY 7,040,089 4 6 ,0 3 6 ,0 0 0 $ 875,338 710 SPECIAL PAY 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES 796 P S I N T E R -FU N D C H A R G E S 797 PERSONNEL SAVINGS (NEG) $ SUPPLIES AND SERVICES $ 8 0 2 M E D IC A L S U P P L IE S 8 0 7 H E A L T H C A R E S E R V IC E S 810 LEGAL 815 INSURANCE 820 RENT 8 2 5 R E P A I R S A N D M A IN T E N A N C E 8 2 6 F A C I L I T I E S M G M T D I S C R E T IO N A R Y $ 1,116,328 - (71,968) -1% (240,990) -28% 3 2 ,5 0 0 (32,500) 1,875,353 (85,321) -5% 7 2 ,8 6 3 234,000 196,443 253,932 (57,489) -29% (60,224) 6 0 ,2 2 4 (518,062) (507,000) (60,000) (518,062) (710,747) 192,685 843,271 238,000 238,239 710,745 (472,506) 8,778,361 603,861 - (1,209,000) $ 8,599,000 (1,235,892) $ 4 6 ,0 3 6 ,0 0 0 $ 588,000 8,866,438 (656,250) $ 4 7 ,1 6 1 ,9 6 0 $ - 601,286 1 0 ,1 5 3 ,9 4 5 $ -37% -198% (579,642) 47% (1,287,507) -15% 4 9 ,7 6 2 ,6 7 3 $ - 587,152 $ 8,900 1 1 ,7 8 0 ,0 9 5 1 1 ,6 1 2 ,0 0 0 1 1 ,8 5 3 ,0 9 7 1 0 ,3 9 4 ,7 8 8 4 0 ,0 0 0 3 9 ,0 0 0 4 0 ,0 0 0 103,350 1 4 ,1 3 4 2% (8,900) 1,458,309 (63,350) 12% -158% 5,120 5,000 5,120 4,450 670 13% 1 5 ,3 2 0 1 5 ,0 0 0 1 5 ,3 2 0 1 0 ,3 5 5 4,965 32% 449,278 361,000 369,096 442,439 (73,343) 8 7 ,4 8 2 8 4 ,0 0 0 8 7 ,4 8 2 109,825 (22,343) 100 8 2 7 M A T E R I A L M G N T D I S C R E T IO N A R Y 7,592,308 1,790,032 - 805 CONTRACTUAL SERVICES 875,338 - 4 6 ,8 4 8 ,4 0 6 8 0 1 G E N E R A L S U P P L IE S 4 9 ,7 6 2 ,6 7 3 $ 1,741,000 (1,235,892) S u b to t a l 7,520,340 1,700,754 - 7 9 5 P S I N T E R - F U N D C R E D IT ( N E G ) 4 7 ,1 6 1 ,9 6 0 $ 858,000 - 7 5 0 F R I N G E B E N E F IT S 7,304,000 - 100 - 100 -26% 100% 3,000 2,000 3,000 1 2 ,2 5 0 829 FUEL 1 0 ,1 8 3 1 0 ,0 0 0 1 0 ,1 8 3 2,600 7,583 74% 8 3 0 T E L E C O M D I S C R E T IO N A R Y 3 1 ,9 8 1 3 0 ,0 0 0 3 1 ,9 8 1 2 0 ,0 0 0 1 1 ,9 8 1 37% 832 COUNTY COUNSEL - 8 3 3 E M P L O Y E E B E N E F I T S A D M IN 834 BASE LEVEL EQ SERVICES CHARGES 836 RISK MANAGEMENT - - (9,250) -20% -308% 5,098 (5,098) 2 4 ,2 2 5 2 3 ,0 0 0 2 4 ,2 2 5 3 1 ,2 1 9 (6,994) -29% 6,973 7,000 6,973 3 7 ,4 0 0 (30,427) -436% 5,241 5,000 5,241 2 4 ,0 7 5 (18,834) -359% 128,166 125,000 128,166 263,170 (135,004) -105% 6 8 ,1 3 3 6 5 ,0 0 0 6 7 ,0 1 6 9 8 ,2 2 1 (31,205) -47% 842 EDUCATION 126,829 124,000 126,218 134,580 (8,362) 8 4 3 T R A N S P O R T A T IO N / S H I P P I N G 100,418 9 6 ,0 0 0 100,418 3 6 ,8 5 0 845 SUPPORT AND CARE OF PERSONS 235,359 231,000 235,359 837 BASE LEVEL TELECOM 841 EMPLOYEE TRAVEL 8 4 7 M E D IC A L C A R E - 850 U T ILITIES 860 M ISCELLANEOUS EXPENSE 880 TRANSFERS OUT TO OTHER FUNDS S u b to t a l - 63% 268,696 (33,337) -14% 5,650 (5,650) 3 3 ,8 7 2 3 3 ,0 0 0 3 3 ,8 7 2 6 0 ,3 6 3 (26,491) -78% 450,993 518,000 531,176 1,653,938 (1,122,762) -211% 313,406 $ - -7% 6 3 ,5 6 8 1 4 ,5 2 0 ,0 3 5 295,000 $ 1 4 ,2 6 8 ,0 0 0 313,406 $ 1 4 ,5 8 8 ,7 3 5 CAPITAL OUTLAY 4 6 ,8 4 8 ,4 0 6 4 6 ,0 3 6 ,0 0 0 4 7 ,1 6 1 ,9 6 0 920 EQUIPMENT 125,807 121,000 125,807 $ 1 4 ,3 1 5 ,3 6 9 $ 313,406 100% 273,366 2% 4 9 ,7 6 2 ,6 7 3 (4,193) -3% S u b to t a l $ 125,807 $ 121,000 $ 125,807 $ 130,000 $ (4,193) -3% Total Expenditures $ 2 3 ,4 2 4 ,2 0 3 $ 2 2 ,9 8 8 ,0 0 0 $ 2 3 ,5 8 0 ,9 8 0 $ 2 4 ,5 9 9 ,3 1 4 $ (1,018,334) -4% O p e rating Balance (Rev. - Exp.) $ $ 6 0 ,0 0 0 $ $ 564,045 $ (564,045) - - 130,000 389 maricopa county annual business strategies for 1999-2000 indigent representation (33) County Administrative Officer Public Defender Public Defender Dean Trebesch Dean Trebesch Office of Court Appointed Counsel Office of Court Appointed Counsel Lindy Funkhouser Lindy Funkhouser Legal Defender LegalS.Defender Robert Briney Robert S. Briney mission To provide, upon appointment by Maricopa County Superior and Justice Courts, cost-effective legal representation, pursuant to constitutional and ethical obligations, for indigent adults and juveniles facing criminal charges, mental health commitments or dependency matters. program goals Protect the rights of clients and guarantee that they receive equal protection under the law. Enhance the professionalism and productivity of all staff. Perform our obligations in a fiscally responsible manner. Ensure that ethical and constitutional responsibilities and mandates are fulfilled. Develop an effective representation for each client in an ethical fashion that protects his or her rights and ensures equal protection under the law. Develop and retain attorneys and staff highly regarded for their respective skills in representing, investigating, or supporting the defense of assigned clientele. community impact The Maricopa County Indigent Representation Agency ensures that cost-effective, high quality legal representation is provided to indigent individuals. Indigent defendants have a constitutional right to legal representation, and it is the role of this organization to protect this right. Failure to provide effective representation places defendants at risk in terms of loss of liberty, property, and, in some instances, life. 390 maricopa county annual business strategies for 1999-2000 performance measures Performance Measure FY 96-97 FY 97-98 FY98-99 (Est.) LD Criminal Cases LD Criminal Trials LD Dependency Assignments LD Severance Assignments LD Appeals LD Recertifications 1569 44 1973 60 3252 114 3109 113 766 96 14 786 OCAC – Trials and Major Felonies OCAC – Appeals, PCRs, Appeal/PCRs OCAC – Juvenile Delinquencies OCAC - Death Penalty Cases OCAC - Sexual Predator Cases OCAC - Mental Health OCAC – Dependency & Severance OCAC – Dependency cases certified PD – Trials and Major Felonies PD – Probation Revocations PD – Misdemeanors 3236 337 4015 2883 385 3713 49 4357 37 4491 20057 8064 5026 21962 9593 4825 2587 338 3370 32 92 44 3910 4195 20687 12544 4514 2184 350 3400 27 100 48 3612 3910 21618 13176 4608 1206 9007 1437 293 29.9 58.41 28 1540 10195 1531 413 25.13 54.15 245 1999 9348 1939 456 2004 10088 1944 562 372 189 495 372 PD - Appeals, PCRs, and Appeal/PCRs PD – Juvenile Delinquencies PD – Mental Health PD – Trials PD Avg. Mo. Act. Trial Caseload at FYE PD Avg. Mo. Juv. Caseload at FYE Juvenile Dependency cases Juv. Dep. Cases certified to carry over FY99-00 (Proj) 391 maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY I N D I G E N T R E P R E S E N T A T IO N D e p a r tm e n t 3 3 Fund Type G e n e ral S p e c ial R e v e n u e T o t a ls $ Personal Services 23,184,143 462,709 23,646,852 S u p p lie s & Services 8,614,197 295,014 $ 8,909,211 C a p ital O u tla y 248,982 248,982 $ $ $ $ T o tal Expenses 32,047,322 757,723 32,805,045 $ $ $ T o tal Revenue 100,000 757,723 857,723 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT INDIGENT REPRESENTATION Department 33 FY1998-99 Adopted RESOURCES BEGINNING FUND BALANCE $ 17,180 17,180 17,180 $ 17,180 783,818 300,000 1,083,818 REVENUE 615 G R A N T S 620 I N T E R G O V E R M E N T A L Subtotal EXPENDITURES PERSONAL SERVICES 701 R E G U L A R P A Y 705 T E M P O R A R Y P A Y 710 S P E C IAL PAY 750 FRINGE BENEFITS 780 S A L A R Y A D J U S T M E N T S 790 O T H E R P E R S O N A L S E R V ICES 795 P S INTER-FUND CREDIT (NEG) 796 P S INTER-FUND CHARGES 797 P E R S O N N E L S A V INGS (NEG) $ Subtotal SUPPLIES AND SERVICES 801 G E N E R A L S U P P L IES 802 M E D ICAL SUPPLIES 805 C O N T R A C T U A L S E R V ICES 810 L E G A L 815 INSURANCE 820 R E N T 825 R E P A IRS AND MAINTENANCE 826 F A C ILITIES M G M T D ISCRETIONARY 8 2 7 M A T E R I A L M G N T D I S C R E T IO N A R Y 828 M O T O R P O O L 829 F U E L 830 T E L E C O M D ISCRETIONARY 833 E M P L O Y E E B E N E F ITS ADMIN 841 E M P L O Y E E T R A V E L 842 E D U C A T ION 8 4 3 T R A N S P O R T A T IO N / S H I P P I N G 844 JUDICIAL TRAVEL 8 5 0 U T ILIT I E S 860 M ISCELLANEOUS EXPENSE 872 S S INTER-FUND CREDIT (NEG) Subtotal $ $ 17,180 436,437 4,258,592 2,147,493 1,520 1,555,026 63,436 500 12,200 16,233 8,669 82,840 150 114,459 143,326 38,884 29,100 269,909 (297,216) 8,881,558 Subtotal FY1998-99 Restated - $ $ $ $ 741,464 129,321 870,785 17,502,354 228,059 3,105,985 1,220,264 (697,758) 21,358,904 $ 159,247 3,874,369 1,774,707 1,400 1,453,007 22,300 15,300 1,805 2,756 15,455 91,100 99,400 36,000 41,356 2,300 184,243 7,774,745 $ 17,180 173,133 63,598 236,731 $ 133,483 133,483 T o t a l E x p e n d itu r e s $ 30,484,755 $ O p e rating Balance (Rev. - Exp.) $ (29,400,937) E n d i n g F u n d B a la n c e ( R e s o u r c e s - E x p . ) $ (29,383,757) $ CAPITAL OUTLAY 920 E Q U IPMENT 9 3 0 T R A N S P O R T A T IO N 392 17,180 19,156,418 148,428 3,355,323 724,468 114,246 (1,253,219) 18,040 (897,238) 21,366,466 FY1998-99 P rojected $ 17,180 17,180 17,180 $ 17,180 813,139 300,000 1,113,139 $ $ 17,180 19,552,426 148,428 15,000 3,417,702 583,871 84,725 (1,292,241) 18,040 (898,561) 21,629,390 V a ria n c e % $ $ $ $ 728,402 129,321 857,723 19,639,361 152,600 3,425,989 1,159,509 (8,881) 19,382 (741,108) 23,646,852 $ - $ - 0% 0% 0% - 0% 0% $ $ 0% 0% 0% 0% 0% 0% $ 301,478 3,144 3,433,350 2,780,027 1,520 1,506,567 48,002 223 16,000 24,373 7,621 74,165 125,000 123,393 36,550 179,160 2,300 246,338 8,909,211 $ 191,763 63,598 255,361 $ 188,474 60,508 248,982 $ - 29,267,132 $ 30,313,328 $ 32,805,045 $ - 0% $ (28,396,347) $ (29,200,189) $ (31,947,322) $ - 0% $ (28,396,347) $ (29,183,009) $ (31,947,322) $ - 0% $ $ $ 17,180 446,787 4,266,094 1,671,169 1,520 1,555,026 64,056 500 12,200 16,233 8,669 85,340 150 114,459 144,797 39,034 29,100 2,300 268,359 (297,216) 8,428,577 FY1999-00 Adopted $ $ $ - 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION Dept 33 INDIGENT REPRESENTATION 33 Total Working Title ADMINISTRATIVE ASSTNT I ADMINISTRATIVE ASSTNT II ADMINISTRATIVE ASSTNT III ADMINISTRATIVE COORD II ADMINISTRATIVE COORD III ADMINISTRATIVE COORD IV ADMINISTRATIVE COORD V ADMINISTRATIVE COORD VI ADMINISTRATOR I ATTORNEY CLERK I CLERK III CLERK IV CLIENT SERVICE COORDINATOR CLIENT SERVICES ASSTNT I CLIENT SERVICES ASSTNT II CLIENT SERVICES COORD II CONTRACT ADMINISTRATOR CONTRACT SPECIALIST III DEFENDER ATTORNEY I DEFENDER ATTY I DEFENDER ATTY II DEFENDER ATTY III DEFENDER ATTY IV DEFENDER ATTY V DEFENDER CHF CRIM INV DEFENDER INVEST I DEFENDER INVEST II DEFENDER INVEST III DEFENDER INVEST IV DEFENDER LAW CLERK DEFENDER SR CNSL I DEFENDER SR CNSL II FINANCIAL SERVICS ADM II INITIAL SERVICES INVESTIGATOR LAW CLERK LEAD SYSTEMS ANALYST LEGAL ASSISTANT LEGAL ASSISTANT SUPERVISR LEGAL DEFENDER LEGAL SECRETARY LEGAL SECRETARY 1 LEGAL SECRETARY I LEGAL SECRETARY II LEGAL SECRETARY III MANAGEMENT ANALYST IV PROCESS SERVER PROJECT LEADER PROJECT MANAGER PUBLIC DEFENDER RECORDS PROCESSOR SPECIAL ASSISTANT TO THE CAO SPECIAL ASST TO CAO SR DEPUTY PUBLIC DEFENDER SYSTEMS & PROGRAMMING MGR SYSTEMS ADMINISTRATOR II TRAINEE TRIAL GROUP COUNSEL TRIAL GROUP SUPERVISOR FTE 13 9 9 2 7 1 3 1 2 2 2 1 1 2 2 7 11.75 1 1 1 31 39 49.5 31.5 47.5 1 4 7 15 5 5 17 12 2 2 8 1 1 14 2 1 15 1 9.5 18 26 2 1 1 1 1 2 1 1 1 1 2 6 1 1 465.75 393 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM IN D IG E N T R E P R E S E N T A T IO N Agency 330 O rg 3311 3312 3313 3314 3341 3342 3343 3371 3372 3373 3382 3383 3384 3385 3392 T itle P e rs o n a l S u p p lie s C a p ita l T o ta l S e r v ic e s & S e rvices O utlay E x p e n d itu re s PS SS CO Revenue P U B L IC D E F E N D E R /A D M IN IS T R A T IO N $ 6 9 4 ,5 3 0 $ 2 , 0 8 0 ,8 3 4 $ 1 3 8 ,0 0 0 $ 2 , 9 1 3 ,3 6 4 $ - P U B L IC D E F E N D E R /T R IA L $ 13,433,633 $ 2 8 0 ,0 4 9 $ 85,982 $ 13,799,664 $ - $ 2 , 5 8 1 ,2 3 5 P U B L IC D E F E N D E R /A P P E A L S $ 1 , 6 7 5 ,8 0 4 $ 4 5 4 ,9 0 8 $ L E G A L D E F E N D E R /A D M IN IS T R A T IO N P U B L IC D E F E N D E R /J U V E N I L E $ 3 5 2 ,9 2 2 $ $ 4 0 4 ,1 4 0 1 2 0 ,0 0 0 $ $ 18,000 $ 2 , 7 0 1 ,2 3 5 $ 2 , 1 3 0 ,7 1 2 $ - $ 7 7 5 ,0 6 2 $ $ - - L E G A L D E F E N D E R /T R IA L $ 1 , 0 6 3 ,7 4 8 $ - $ - $ 1 , 0 6 3 ,7 4 8 $ - L E G A L D E F E N D E R /M A J O R F E L O N IE S $ 1 , 3 6 1 ,8 8 8 $ - $ - $ 1 , 3 6 1 ,8 8 8 $ - IN D IG E N T D E F E N S E A D M IN IS T R A T IO $ 1 , 2 6 1 ,8 4 4 $ 4,569 $ 1,000 $ 1 , 2 6 7 ,4 1 3 $ - IN F O R M A T IO N S Y S T E M S $ 3 4 9 ,7 4 4 $ 20,000 $ - $ 3 6 9 ,7 4 4 $ - C O N T R A C T A D M IN IS T R A T IO N $ 3 4 8 ,3 5 4 $ 64,748 $ 6,000 $ 4 1 9 ,1 0 2 $ - C R IM IN A L T R IA L $ $ 1 , 9 3 0 ,9 5 0 $ - $ 1 , 9 3 0 ,9 5 0 $ - - J U V E N I L E D E L IN Q U E N C Y $ - $ 9 9 3 ,2 0 0 $ - $ 9 9 3 ,2 0 0 $ - C R IM IN A L A P P E A L S $ - $ 5 7 9 ,2 0 0 $ - $ 5 7 9 ,2 0 0 $ - SEXUAL PREDATOR $ $ 3 4 2 ,5 3 9 $ - $ 3 4 2 ,5 3 9 $ M A J O R F E L O N IE S $ 60,441 $ 1 , 3 3 9 ,0 6 0 $ - $ 1 , 3 9 9 ,5 0 1 $ $ 23,184,143 $ 8 , 6 1 4 ,1 9 7 $ 32,047,322 $ T o ta l s : O B J OBJ_TITLE - CO AD L _OIPNTPEUDT_ 9 8 / 9 9 PROJECTED 2 4 8 ,9 8 2 RESTATED $ A D O P T E D _ 9 9 /00 VARIANCE 1 0 0 ,0 0 0 1 0 0 ,0 0 0 PERCENT HIDE_ROW E X P E N D IT U R E S A N D R E V E N U E S B Y A G E N C Y /O B J E C T INDIGENT REPRESENTATION Agency 330 REVENUE 620 INTERGOVERMENTAL Total Revenue FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted P rojected Restated Adopted 29,983,757 28,673,321 29,783,009 300,000 100,000 300,000 $ 300,000 $ 18,708,343 $ 100,000 $ 17,098,172 $ 300,000 $ 19,161,598 Variance % 32,147,322 100,000 $ 100,000 $ 19,224,393 (200,000.00) -67% $ (200,000) -67% $ (62,795) 0% (4,172) -3% E X P E N D IT U R E S PERSONAL SERVICES 29,983,757 701 REGULAR PAY 705 TEMPORARY PAY 750 F R I N G E B E N E F ITS 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES 148,428 152,600 3,276,805 3,038,438 3,345,952 3,356,023 (10,071) 0% 720,491 1,209,822 515,879 1,157,502 (641,623) -124% - $ S U P P L IE S A N D S E R V I C E S 20,873,147 29,983,757 8 0 1 G E N E R A L S U P P L IE S $ 8 0 2 M E D I C A L S U P P L IE S 431,728 20,892,084 28,673,321 $ - 157,397 21,121,071 (725,757) $ 29,783,009 $ - 439,078 23,184,143 - 294,478 3,864,369 4,247,094 3,414,350 810 LEGAL 2,146,993 1,774,557 1,667,669 2,776,527 825 REPAIRS AND MAINTENANCE 8 2 6 F A C ILITIE S M G M T D I S C R E T I O N A R Y $ 3,144 4,246,592 820 RENT $ 100% 100% (1,342) -7% (153,593) 17% (2,063,072) -10% 32,147,322 $ 805 CONTRACTUAL SERVICES 815 INSURANCE (1,274,201) 19,382 (879,350) $ 84,725 - 18,040 (682,407) $ - (1,274,201) - (878,027) Subtotal 84,725 - 18,040 797 PERSONNEL SAVINGS (NEG) 32,147,322 228,059 (1,235,179) 796 P S INTER-FUND CHARGES 29,783,009 148,428 114,246 795 P S INTER-FUND CREDIT (NEG) 144,600 33% (3,144) 832,744 (1,108,858) 1,520 1,400 1,520 1,520 1,523,930 1,419,475 1,523,930 1,466,737 57,193 4% 63,436 22,300 64,056 48,002 16,054 25% 55% 500 0% 500 223 277 3,800 6,200 4,000 2,200 35% 16,233 1,805 16,233 24,373 (8,140) -50% 8,669 2,756 8,669 7,621 1,048 12% 82,840 15,455 85,340 74,165 11,175 5,000 14,100 5,000 8,000 (3,000) -60% 842 EDUCATION 11,650 11,900 11,800 17,572 (5,772) -49% 843 TRANSPORTATION/SHIPPING 38,884 36,000 39,034 36,550 2,484 844 JUDICIAL TRAVEL 29,100 41,356 29,100 179,160 828 M O T O R P O O L 829 FUEL 8 3 0 T E L E C O M D IS C R E T IO N A R Y 841 EMPLOYEE TRAVEL 850 U T ILITIES - - 20% -66% 6,200 8 2 7 M A T E R IA L M G N T D I S C R E T I O N A R Y - 860 M ISCELLANEOUS EXPENSE 257,820 872 S S INTER-FUND CREDIT (NEG) (297,216) Subtotal $ 8,573,879 2,300 2,300 2,300 178,784 256,270 255,475 $ 7,547,754 (297,216) $ 8,106,577 (150,060) 795 $ 8,614,197 $ 13% 6% -516% 0% 0% (297,216) 100% (507,620) -6% CAPITAL OUTLAY 29,983,757 28,673,321 29,783,009 32,147,322 920 E Q U IPM E N T 173,133 133,483 191,763 188,474 3,289 2% 63,598 60,508 3,090 5% 6,379 2% 930 TRANSPORTATION 394 28,673,321 63,598 Subtotal $ Total Expenditures Operating Balance (Rev. - Exp.) - 236,731 $ 133,483 $ $ 29,683,757 $ (29,383,757) 255,361 $ $ 28,573,321 $ (28,473,321) 248,982 $ $ 29,483,009 $ (29,183,009) $ 32,047,322 $ (2,564,313) -9% $ (31,947,322) $ 2,764,313 -9% maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM INDIGENT REPRESENTATION Agency 331 Org 3332 3333 3334 Title Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO PUBLIC DEFENDER DRUG GRANT $ 285,504 $ MID AMERICA DUI GRANT $ 29,878 $ COURT IMPROVEMENT PROG-DEP $ 8,755 $ 20,066 Totals: $ 324,137 $ 684 OBJ OBJ_TITLE COL_INPUT ADOPTED_98/99 - PROJECTED Revenue $ - $ 285,504 $ (19,382) $ - $ 10,496 $ - $ - $ 28,821 $ 29,321 $ - $ 324,821 $ 324,821 RESTATED ADOPTED_99/00 VARIANCE 295,500 PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT INDIGENT REPRESENTATION Agency 331 FY1998-99 Adopted REVENUE 615 GRANTS 620 INTERGOVERMENTAL FY1998-99 Projected $ FY1999-00 Adopted Variance % 650,436 660,682 709,078 649,642 325,218 308,709 354,539 295,500 (59,039.00) 29,321 29,321.00 Total Revenue FY1998-99 Restated 325,218 29,321 $ 338,030 $ 354,539 $ 324,821 -17% $ (29,718) -8% $ (26,176) -10% 15,000 100% EXPENDITURES PERSONAL SERVICES 650,436 701 REGULAR PAY $ 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 297,989 660,682 $ 269,681 709,078 $ 254,291 649,642 $ 280,467 - - 15,000 - 53,208 50,091 48,419 51,634 (3,215) -7% - 7,442 48,487 2,007 46,480 96% 795 P S INTER-FUND CREDIT (NEG) (18,040) - (18,040) - (18,040) 100% 797 PERSONNEL SAVINGS (NEG) (12,848) (9,971) (12,848) (9,971) (2,877) 22% $ 11,172 3% $ Subtotal $ SUPPLIES AND SERVICES 320,309 $ 650,436 801 GENERAL SUPPLIES $ $ 660,682 $ $ 709,078 $ 649,642 - 0% - 7,000 7,000 - 0% 810 LEGAL - - 3,000 3,000 - 842 EDUCATION - 500 1,321 821 $ 4,909 3,000 38% 18,046 368% $ 4,909 $ 5,409 $ 19,230 $ 684 $ 18,546 96% Total Expenditures $ 325,218 $ 322,652 $ 354,539 $ 324,821 $ 29,718 8% Operating Balance (Rev. - Exp.) $ $ 15,378 $ $ - - (13,137) 0% 500 Subtotal - 4,909 3,000 324,137 - 4,909 - 335,309 805 CONTRACTUAL SERVICES 860 MISCELLANEOUS EXPENSE - 317,243 $ - 395 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM INDIGENT REPRESENTATION Agency 332 Org 3321 Title PUBLIC DEFENDER TRAINING FUND OBJ OBJ_TITLE Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Revenue $ 138,572 $ 294,330 $ - $ 432,902 $ 432,902 Totals: $ 138,572 $ 294,330 $ - $ 432,902 $ 432,902 COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT INDIGENT REPRESENTATION Agency 332 FY1998-99 Adopted RESOURCES Beginning Fund Balance $ REVENUE 615 GRANTS FY1998-99 Projected 951,560 17,180 $ FY1998-99 Restated 803,914 - $ FY1999-00 Adopted 951,560 17,180 951,560 803,914 951,560 458,600 432,755 458,600 $ Variance 865,804 - $ % (17,180) -100% 865,804 (25,698.00) -6% Total Revenue $ 458,600 $ 432,755 $ 458,600 $ 432,902 432,902 $ (25,698) -6% Total Resources $ 475,780 $ 432,755 $ 475,780 $ 432,902 $ (42,878) -9% $ EXPENDITURES PERSONAL SERVICES 951,560 701 REGULAR PAY $ 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 795 P S INTER-FUND CREDIT (NEG) 797 PERSONNEL SAVINGS (NEG) 803,914 $ $ SUPPLIES AND SERVICES $ 805 CONTRACTUAL SERVICES 810 LEGAL 820 RENT 827 MATERIAL MGNT DISCRETIONARY 833 EMPLOYEE BENEFITS ADMIN 951,560 $ 136,537 2,036 1% 4,999 21% 19,505 - 19,505 100% - (8,881) 8,881 23,331 3,977 3,000 - - 173,010 (5,380) $ 4,709 149,577 1,850 $ (6,363) $ 803,914 $ 865,804 18,332 17,456 951,560 801 GENERAL SUPPLIES 134,501 25,310 (6,363) Subtotal 173,010 (5,380) $ 951,560 $ 4,709 134,501 138,572 (983) 15% $ 34,438 20% $ 709 15% 865,804 $ 4,000 12,000 10,000 12,000 12,000 - 500 150 500 500 - 31,096 33,532 31,096 39,830 (8,734) -28% 6,000 11,500 6,000 12,000 (6,000) -100% 150 - 150 - 150 0% 0% 100% 841 EMPLOYEE TRAVEL 109,459 77,000 109,459 117,000 (7,541) -7% 842 EDUCATION 131,676 87,000 131,676 105,000 26,676 20% 860 MISCELLANEOUS EXPENSE 396 150,086 3,180 44% Subtotal $ 302,770 7,180 $ 221,582 $ 302,770 $ 294,330 $ 8,440 3% Total Expenditures $ 475,780 $ 371,159 $ 475,780 $ 432,902 $ 42,878 9% Operating Balance (Rev. - Exp.) $ (17,180) $ 61,596 $ (17,180) $ - $ (17,180) Ending Fund Balance (Resources - Exp.) $ 61,596 $ - $ - - 550 $ 7,180 - 4,000 $ 100% maricopa county annual business strategies for 1999-2000 internal audit (23) Board of Supervisors Audit Committee County Management Internal Audit Internal Audit Ross Tate, County Auditor Ross Tate, County Auditor Auditors and Administration mission The Internal Audit Department’s mission is to strengthen the County’s internal control environment through independent review and analysis. program goals The main objectives of the Internal Audit Department are to determine that those entrusted with County resources are establishing and maintaining effective controls to ensure: u Identification of and compliance with applicable laws and regulations. u Programs meet their goals and objectives. u Valid and reliable data are obtained, maintained, and fairly disclosed. u Resources are safeguarded against waste, loss, and misuse. community impact The Internal Audit Department serves the Board of Supervisors, County Officials, and the citizens of Maricopa County. This function is critical in providing an objective view of County operations, and in safeguarding County assets. Without it, the County would be subject to increased financial risk due to the potential of an inadequate control environment. Programs and services provided to the community are impacted by the County’s internal audit function. For example, the Single Audit Act and OMB Circular A-133 mandates grant subrecipient monitoring. Noncompliance with these mandates may result in sanctions, withholdings, or suspensions of federal grant funds to the community. Audits of County operations serve as reminders that County resources are to be applied efficiently, economically, and effectively to achieve the purposes for which the resources were furnished. 397 maricopa county annual business strategies for 1999-2000 performance measures Performance Measure INPUTS: Annual Budget Co-sourcing Funds Staffing (FTE’s) OUTPUTS: Audit Plan Reports Issued Special Projects Completed Single Audit Reviews OUTCOMES: Economic Impact Customer Satisfaction Recommendations Accepted Recommendations Implemented Recommendations In Process Audit Interval (Years) EFFICIENCY Audit to Admin Hours Economic Impact to Cost Ratio FY 96-97 FY 97-98 FY98-99 (Est.) FY99-00(Proj.) $445,874 $48,075 9.5 $531,729 $150,000 9.5 $710,044 $120,311 12.5 $710,044 $120,311 12.5 12 15 51 11 6 47 22 8 45 22 8 45 $1.5 M 83% 97% 79% 18% 6-8 $3.8 M 84% 97% 34% 63% 6-8 $5.0 M 85% 98% N/A N/A 5-7 $5.0 M 85% 98% N/A N/A 5-7 79% 3:1 77% 6:1 78% 6:1 78% 6:1 Additional explanatory information, if needed: We have added and deleted performance measures from those reported in FY1998-99. We made the changes to reflect not only outputs, but also inputs and outcomes. We also added an additional efficiency measure. 398 maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY INTERNAL AUDIT Department 23 Fund Type General Totals $ Personal Supplies & Services Services 786,056 47,848 786,056 $ 47,848 $ Capital Total Outlay Expenses 24,600 $ 858,504 $ 24,600 $ 858,504 $ Total Revenue - EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT INTERNAL AUDIT Department 23 FY1998-99 Adopted EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 795 P S INTER-FUND CREDIT (NEG) 797 PERSONNEL SAVINGS (NEG) FY1998-99 Projected FY1998-99 Restated FY1999-00 Adopted Variance % Subtotal $ 634,144 544,070 $ 92,299 12,376 (46,000) (12,364) 590,381 $ 702,367 568,609 $ 8,155 99,117 10,804 (46,000) 640,685 $ 710,044 597,374 $ 100,879 9,657 (46,000) (12,364) 649,546 $ 858,504 702,861 $ 124,650 16,909 (46,000) (12,364) 786,056 $ - SUPPLIES AND SERVICES 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES 820 RENT 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 828 MOTOR POOL 830 TELECOM DISCRETIONARY 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 860 MISCELLANEOUS EXPENSE 865 NON-OPERATING RESERVES 872 S S INTER-FUND CREDIT (NEG) Subtotal $ 634,144 3,827 $ 25,075 1,800 250 100 500 100 200 300 5,500 4,061 8 (450) 41,271 $ 702,367 4,077 $ 25,100 1,750 238 52 510 766 1,817 403 7,041 408 5,054 (450) 46,766 $ 710,044 4,077 $ 25,100 1,800 300 125 525 160 250 350 6,300 4,461 (450) 42,998 $ 858,504 4,577 $ 25,100 1,800 300 125 525 1,760 500 450 7,800 300 5,061 (450) 47,848 $ - 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% CAPITAL OUTLAY 920 EQUIPMENT Subtotal $ 634,144 2,500 2,500 $ 702,367 14,916 14,916 $ 710,044 17,500 17,500 $ 858,504 24,600 24,600 $ - 0% 0% Total Expenditures $ 634,152 $ 702,367 $ 710,044 $ 858,504 $ - 0% Operating Balance (Rev. - Exp.) $ (634,152) $ (702,367) $ (710,044) $ (858,504) $ - 0% Ending Fund Balance (Resources - Exp.) $ (634,152) $ (702,367) $ (710,044) $ (858,504) $ - 0% $ 0% 0% 0% 0% 0% 0% 0% 0% 399 maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION Dept 23 INTERNAL AUDIT 23 400 Total Working Title ADMIN. COORDINATOR ADMINISTRATIVE COORD IV AUDITOR COUNTY AUDITOR FINANCIAL SERVICS ADM I FINANCIAL SERVICS ADM III FISCAL MGMNT ANALYST II FTE 1 1 2 1 5 4 2 16 maricopa county annual business strategies for 1999-2000 ORG ORG_TITLE COL_INPUT PS SS CO TOTAL_EXP REV HIDE_ROW TOTAL BUDGET BY PROGRAM INTERNAL AUDIT Agency 230 Org Title 2310 INTERNAL AUDIT Personal Services PS Totals: OBJ OBJ_TITLE 2310 $ $ Supplies & Services SS 786,056 786,056 COL_INPUT ADOPTED_98/99 $ $ Capital HIDDEN Total Expenditures OutlayREVENUE_COL CO RE 47,848 47,848 PROJECTED $ $ 24,600 24,600 RESTATED $ $ 858,504 858,504 ADOPTED_99/00 Revenue $ $ - VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT INTERNAL AUDIT Agency 230 FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted Variance % EXPENDITURES PERSONAL SERVICES 634,144 701 REGULAR PAY $ 710 SPECIAL PAY 544,070 702,367 $ 568,609 710,044 $ 597,374 858,504 $ $ -18% 750 FRINGE BENEFITS 92,299 99,117 100,879 124,650 (23,771) -24% 780 SALARY ADJUSTMENTS 12,376 10,804 9,657 16,909 (7,252) -75% 795 P S INTER-FUND CREDIT (NEG) (46,000) (46,000) (46,000) (46,000) - 797 PERSONNEL SAVINGS (NEG) (12,364) - (12,364) (12,364) - $ SUPPLIES AND SERVICES 590,381 $ 634,144 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES 3,827 640,685 $ 702,367 $ 4,077 649,546 - (105,487) 8,155 Subtotal - 702,861 - $ 710,044 $ 4,077 786,056 - 0% 0% $ (136,510) -21% $ (500) -12% 858,504 $ 4,577 25,075 25,100 25,100 25,100 - 0% 1,800 1,750 1,800 1,800 - 0% 825 REPAIRS AND MAINTENANCE 250 238 300 300 - 0% 826 FACILITIES MGMT DISCRETIONARY 100 52 125 125 - 0% 827 MATERIAL MGNT DISCRETIONARY 500 510 525 525 - 828 MOTOR POOL 100 766 160 1,760 (1,600) -1000% 830 TELECOM DISCRETIONARY 200 1,817 250 500 (250) -100% 841 EMPLOYEE TRAVEL 300 403 350 450 (100) -29% 5,500 7,041 6,300 7,800 (1,500) -24% 300 (300) 5,061 (600) 820 RENT 842 EDUCATION 843 TRANSPORTATION/SHIPPING - 860 MISCELLANEOUS EXPENSE 408 4,061 872 S S INTER-FUND CREDIT (NEG) 5,054 (450) Subtotal $ 41,263 4,461 (450) $ 46,766 (450) $ 42,998 CAPITAL OUTLAY 634,144 702,367 710,044 920 EQUIPMENT 2,500 14,916 17,500 (450) $ 47,848 $ 0% -13% 0% (4,850) -11% 858,504 (7,100) -41% Subtotal $ 2,500 $ 14,916 $ 17,500 $ 24,600 24,600 $ (7,100) -41% Total Expenditures $ 634,144 $ 702,367 $ 710,044 $ 858,504 $ (148,460) -21% 401 maricopa county annual business strategies for 1999-2000 judicial mandates (45) Judicial Mandates Judicial Mandates Public Defender Legal Defender Office of Court Appointed Counsel Dependency / Severance Dependency / Severance Dependency / Severance Mental Health Mental Health Probate Civil Domestic Relations ASH bills & Outpatient Adult Restorations mission Provide cost-effective, high-quality legal services to indigent juveniles and their parents in civil court proceedings including dependency and severance cases, juvenile mental health proceedings, and probate matters. Other services include representing indigent adults in mental health proceedings, proceedings involving sexually violent person allegations and probate matters. program goals u Devote attorney resources only to a client’s legal matters; u Provide legal counsel with an appropriately-trained professional who is capable of identifying social services that the client should receive; u Eliminate inefficient practices, such as mental health no-shows or incorrect certification payments; u Encourage use of low cost in-house providers. community impact Fulfill judicial mandate to provide legal representation of indigent clients who are at risk of losing their freedom or property rights. 402 maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY JUDICIAL MANDATES Departm e n t 45 Fund Type General T o tals $ Personal Services 1,734,536 1,734,536 Supplies & Services 3,860,664 $ 3,860,664 C a p ital O u tlay 36,000 36,000 $ $ $ T o tal Expenses 5,631,200 5,631,200 T o tal Revenue $ $ - EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT JUDICIAL MANDATES Department 45 FY1998-99 Adopted EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 797 PERSONNEL SAVINGS (NEG) $ Subtotal $ SUPPLIES AND SERVICES 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES 807 HEALTH CARE SERVICES 810 LEGAL 820 RENT 825 REPAIRS AND MAINTENANCE 830 TELECOM DISCRETIONARY 842 EDUCATION 843 TRANSPORTATION/SHIPPING 844 JUDICIAL TRAVEL 860 MISCELLANEOUS EXPENSE FY1998-99 Projected - FY1998-99 Restated $ $ - - FY1999-00 Adopted $ $ % 1,456,786 $ 250,317 85,704 (58,271) 1,734,536 $ - 0% 0% 0% 0% 0% $ 10,500 1,363,111 125,000 2,246,905 84,647 300 2,000 3,500 9,331 400 14,970 3,860,664 $ - 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% $ - 0% 0% 0% $ - 0% $ $ $ 1,639,181 3,899,893 5,539,074 $ - $ 5,539,074 - $ 5,631,200 20,000 16,000 36,000 - $ - $ 5,539,074 $ 5,631,200 Operating Balance (Rev. - Exp.) $ - $ - $ (5,539,074) $ (5,631,200) $ - 0% Ending Fund Balance (Resources - Exp.) $ - $ - $ (5,539,074) $ (5,631,200) $ - 0% $ Subtotal $ - - - Variance $ - Subtotal $ - Total Expenditures $ CAPITAL OUTLAY 920 EQUIPMENT 930 TRANSPORTATION $ - $ - $ $ 403 maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION 404 Dept 45 JUDICIAL MANDATES 45 Total Working Title ADMINISTRATIVE ASSTNT III ADMINISTRATIVE COORD II CLERK III CLIENT SERVICES COORD I CLIENT SERVICES COORD II DEFENDER ATTY II DEFENDER ATTY III DEFENDER ATTY IV DEFENDER ATTY V DEFENDER SR CNSL I DEFENDER SR CNSL II LEGAL SECRETARY I FTE 3 2 1 4 5 4 3 6 3 2 1 2 36 maricopa county annual business strategies for 1999-2000 ORG ORG_TITLE COL_INPUT PS SS CO TOTAL_EXP REV HIDE_ROW TOTAL BUDGET BY PROGRAM JUDICIAL MANDATES Agency 450 Personal Services PS Supplies & Services SS Capital HIDDEN Total Expenditures OutlayREVENUE_COL CO RE Revenue Org Title 4515 4516 4517 4544 4545 4546 4547 4548 4549 4550 PUBLIC DEFENDER/MENTAL HEALTH 4515 $ 488,973 $ - $ - $ 488,973 $ - PUBLIC DEFENDER/JUV DEPENDENCY 4516 $ 503,178 $ 60,193 $ 16,000 $ 579,371 $ - JUDICIAL MANDATES 4517 $ 742,385 $ 74,155 $ 20,000 $ 836,540 $ - MENTAL HEALTH 4544 $ - $ 7,700 $ - $ 7,700 $ - PROBATE 4545 $ - $ 29,800 $ - $ 29,800 $ - CIVIL 4546 $ - $ 250 $ - $ 250 $ - DOMESTIC RELATIONS 4547 $ - $ 2,500 $ - $ 2,500 $ - JUVENILE DEPENDENCY 4548 $ - $ 3,345,102 $ - $ 3,345,102 $ - JUVENILE SEVERANCE 4549 $ - $ 215,964 $ - $ 215,964 $ - $ $ 125,000 3,860,664 $ $ 36,000 $ $ 125,000 5,631,200 $ $ - MENTAL HEALTH EXAMINATIONS Totals: OBJ OBJ_TITLE 4550 $ $ 1,734,536 COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT JUDICIAL MANDATES Agency 450 FY1998-99 Adopted FY1998-99 Projected FY1998-99 Restated FY1999-00 Adopted Variance % EXPENDITURES PERSONAL SERVICES - 701 REGULAR PAY $ - $ - 5,539,074 $ - 5,631,200 $ 1,456,786 $ (1,456,786) 750 FRINGE BENEFITS - - - 250,317 (250,317) 780 SALARY ADJUSTMENTS - - - 85,704 (85,704) 797 PERSONNEL SAVINGS (NEG) - - - (58,271) Subtotal $ - $ - SUPPLIES AND SERVICES $ - $ - - 801 GENERAL SUPPLIES $ - - $ 5,539,074 $ - 1,734,536 58,271 $ (1,734,536) 5,631,200 $ $ - 807 HEALTH CARE SERVICES - - 810 LEGAL - - 820 RENT - - - 825 REPAIRS AND MAINTENANCE - - - 300 (300) 830 TELECOM DISCRETIONARY - - - 2,000 (2,000) 842 EDUCATION - - - 3,500 (3,500) 843 TRANSPORTATION/SHIPPING - - - 9,331 (9,331) 844 JUDICIAL TRAVEL - - - 400 (400) 860 MISCELLANEOUS EXPENSE - - - 14,970 (14,970) $ - CAPITAL OUTLAY $ - $ - 5,539,074 5,539,074 3,860,664 - - 20,000 930 TRANSPORTATION - - - 16,000 - $ - $ Total Expenditures $ - $ - $ 5,539,074 42% (84,647) $ 1,678,410 30% 5,631,200 $ 1,652,988 84,647 $ 17% (125,000) 2,246,905 920 EQUIPMENT Subtotal 276,070 125,000 3,899,893 - - 1,363,111 (10,500) - Subtotal 1,639,181 10,500 805 CONTRACTUAL SERVICES (20,000) (16,000) $ 36,000 $ (36,000) $ 5,631,200 $ (92,126) -2% 405 maricopa county annual business strategies for 1999-2000 management and budget (49) County Administrative Officer David R. Smith Deputy County Administrator Sandi Wilson Office of Management and Budget Office of Management and Budget Budget Development Executive Information Group mission Through analysis and budget development, OMB assists the Board of Supervisors and County Management in the allocation of County resources to provide efficient and economical services. program goals Provide recommendations on policy decisions to County management and the Board of Supervisors. Forecast revenues, analyze expenditures, and monitor departmental spending to ensure that expenditures remain within the budget adopted by the Board of Supervisors. Conduct management studies, organizational reviews, comprehensive program budget reviews, and general research studies. Provide long-range financial forecasting and planning for the County. Provide budget training to County departments. community impact The office of Management & Budget provides budgeting and analysis for Maricopa County and provides the Community with a solid, fiscally sound County budget to ensure that the County can provide it's citizens with services. performance measures Performance Measure Number budget issues analyzed Number of Agenda items reviewed Number of capital project requests reviewed Number of Comp Program Budget Reviews completed Number of research reports 406 1993-94 500 13 1994-95 1995-96 500 121 1,195 9 14 1996-97 1997-98 est 1998-99 proj 6 150 1250 40 5 150 1350 40 9 100 1400 40 9 22 10 15 15 maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY MANAGEMENT AND BUDGET Department 49 Fund Type General Totals $ Personal Services 1,221,788 1,221,788 Supplies & Services 208,040 $ 208,040 $ Capital Outlay 44,000 44,000 $ $ Total Expenses 1,473,828 1,473,828 Total Revenue $ $ - EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT MANAGEMENT AND BUDGET Department 49 FY1998-99 Adopted EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES 795 P S INTER-FUND CREDIT (NEG) 797 PERSONNEL SAVINGS (NEG) FY1998-99 Projected Subtotal $ 1,337,431 1,085,115 $ 14,868 176,836 27,367 (156,436) (20,666) 1,127,084 $ 1,320,136 896,159 8,799 720 147,306 3,000 1,055,984 SUPPLIES AND SERVICES 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 830 TELECOM DISCRETIONARY 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 860 MISCELLANEOUS EXPENSE 872 S S INTER-FUND CREDIT (NEG) Subtotal $ 1,337,431 98,736 $ 100,061 17,000 1,000 1,000 3,000 9,000 3,000 (45,450) 187,347 $ 1,320,136 91,781 87,525 11,256 559 3,444 3,306 6,853 58 20,132 224,914 CAPITAL OUTLAY 920 EQUIPMENT Subtotal $ 1,337,431 23,000 23,000 Total Expenditures $ 1,337,431 $ FY1998-99 Restated FY1999-00 Adopted Variance % 1,410,017 1,052,087 $ 14,826 172,040 26,875 (187,721) (38,523) 1,039,584 $ 1,473,828 1,141,676 $ 17,866 197,392 54,596 (165,891) (23,851) 1,221,788 $ - 0% 0% 1,473,828 81,736 91,304 12,000 1,000 1,000 3,000 3,000 12,000 3,000 208,040 $ - 0% 0% 0% 0% 0% 0% 0% 0% $ 1,410,017 177,236 $ 172,647 17,000 1,000 1,000 3,000 9,000 3,000 (45,450) 338,433 $ 0% $ 1,320,136 39,238 39,238 $ 1,410,017 32,000 32,000 $ 1,473,828 44,000 44,000 $ - 0% 0% $ 1,320,136 $ 1,410,017 $ 1,473,828 $ - 0% $ $ $ $ 0% 0% 0% 0% 0% 0% Operating Balance (Rev. - Exp.) $ (1,337,431) $ (1,320,136) $ (1,410,017) $ (1,473,828) $ - 0% Ending Fund Balance (Resources - Exp.) $ (1,337,431) $ (1,320,136) $ (1,410,017) $ (1,473,828) $ - 0% 407 maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION 408 Dept 49 MANAGEMENT AND BUDGET 49 Total WORKING TITLE ADMINISTRATIVE COORD III BUDGET ANALYST BUDGET COORDINATOR BUDGET MANAGER DATABASE ANALYST DEP COUNTY ADMINISTRATOR EXECUTIVE ASSISTANT HLTH CONTRACT ADMNSTRTR PERF MEASURE CONSULTANT PRINCIPAL BUDGET ANALYST RESOURCE MANAGER SENIOR BUDGET ANALYST SENIOR FISCAL CONSULTANT FTE 1 5 3 1 4 1 1 1 1 1 2 1 2 24 maricopa county annual business strategies for 1999-2000 ORG ORG_TITLE COL_INPUT PS SS CO TOTAL_EXP REV HIDE_ROW TOTAL BUDGET BY PROGRAM MANAGEMENT AND BUDGET Agency 490 Personal Services PS Supplies & Services SS Capital HIDDEN Total Expenditures OutlayREVENUE_COL CO RE Revenue Org Title 4910 4920 4930 4940 CRO ADMINISTRATION 4910 $ 176,500 $ 28,400 $ - $ 204,900 $ - EXECUTIVE INFORMATION GROUP 4920 $ 198,079 $ 18,600 $ - $ 216,679 $ - BUDGET DEVELOPMENT 4930 $ 756,675 $ 95,040 $ - $ 851,715 $ - 4940 $ Totals: $ 90,534 1,221,788 $ $ 66,000 208,040 $ $ 44,000 44,000 $ $ 200,534 1,473,828 $ $ - RESOURCE TECHNOLOGY OBJ OBJ_TITLE COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT MANAGEMENT AND BUDGET Agency 490 FY1998-99 Adopted FY1998-99 Projected FY1998-99 Restated FY1999-00 Adopted Variance % EXPENDITURES PERSONAL SERVICES 1,337,431 701 REGULAR PAY $ 705 TEMPORARY PAY 1,085,115 1,320,136 $ 14,868 710 SPECIAL PAY 790 OTHER PERSONAL SERVICES 795 P S INTER-FUND CREDIT (NEG) 797 PERSONNEL SAVINGS (NEG) Subtotal $ SUPPLIES AND SERVICES - - 3,000 $ 1,141,676 $ 17,866 - (89,589) -9% (3,040) -21% - 172,040 197,392 (25,352) -15% 26,875 54,596 (27,721) -103% - - - (156,436) - (187,721) (165,891) (21,830) 12% (20,666) - (38,523) (23,851) (14,672) 38% $ (182,204) -18% $ 1,127,084 $ 1,337,431 801 GENERAL SUPPLIES 1,473,828 $ - 147,306 27,367 1,052,087 14,826 720 176,836 780 SALARY ADJUSTMENTS 1,410,017 $ 8,799 - 750 FRINGE BENEFITS 896,159 $ 1,320,136 1,410,017 95,500 54% 81,343 47% 17,000 11,256 17,000 12,000 5,000 29% 826 FACILITIES MGMT DISCRETIONARY 1,000 - 1,000 1,000 - 0% 827 MATERIAL MGNT DISCRETIONARY 1,000 559 1,000 1,000 - 0% 830 TELECOM DISCRETIONARY 3,000 3,444 3,000 3,000 - 0% - 3,306 - 3,000 (3,000) 9,000 6,853 9,000 12,000 (3,000) - - - 843 TRANSPORTATION/SHIPPING - 860 MISCELLANEOUS EXPENSE 872 S S INTER-FUND CREDIT (NEG) Subtotal $ 58 177,236 1,473,828 91,304 842 EDUCATION $ 1,221,788 172,647 841 EMPLOYEE TRAVEL 91,781 $ 87,525 825 REPAIRS AND MAINTENANCE $ 1,039,584 100,061 805 CONTRACTUAL SERVICES 98,736 1,055,984 $ 81,736 -33% 3,000 20,132 3,000 3,000 - (45,450) - (45,450) - (45,450) 100% 130,393 39% 187,347 $ 224,914 $ 338,433 CAPITAL OUTLAY 1,337,431 1,320,136 1,410,017 920 EQUIPMENT 23,000 39,238 32,000 $ 208,040 $ 0% 1,473,828 (12,000) -38% Subtotal $ 23,000 $ 39,238 $ 32,000 $ 44,000 44,000 $ (12,000) -38% Total Expenditures $ 1,337,431 $ 1,320,136 $ 1,410,017 $ 1,473,828 $ (63,811) -5% 409 maricopa county annual business strategies for 1999-2000 maricopa health plans (60) County Administrative Officer Maricopa Integrated Health System Chief Executive Officer Maricopa Health Plans Maricopa Health Plans Vacant Vacant ALTCS Director Operations Director Medical Management Medical Director mission To provide a full spectrum of high quality, wellness oriented healthcare in an organized cost sensitive, and customer oriented academic environment. program goals Maricopa Integrated Health System will be the health system provider of choice for the community we serve – through exceptional customer service. This strategy is embraced by the integrated health system as a whole, including the hospital and health plans. The statement reflects our VISION: to dramatically enhance the health and wellness of the community we serve and our VALUES: (1) respect for people and property (2) maintain the dignity of the patient (3) service to the customer (4) commitment to personal integrity (5) pursuit of excellence, and (6) fiscal responsibility. community impact The Maricopa County Health Plan serves approximately 23,000 enrollees of the State AHCCCS program, providing acute care services. The Maricopa Long-Term Care Program provides long-term care and acute care services to approximately 9,000 enrollees of the State ALTCS program. Approximately 60% of Maricopa LongTerm Care Plan enrollees reside in institutions while the remainder at in their own homes as well as a variety of “home-like” community settings. Maricopa Health Select provides acute care services to approximately 2,800 Maricopa County employees. Senior Select provides long-term care and acute care services to approximately 2,500 enrollees. 410 maricopa county annual business strategies for 1999-2000 performance measures FY 97-98 FY 98-99 (Est.) FY 99-00 (Proj) Maricopa Health Plan (AHCCCS): Member Months Medical Expense Ratio Administrative Ratio Inpatient Days per 1,000 289,292 91.97% 6.40% 942.44 312,760 91.56% 5.60% 1,028.07 320,268 88.01% 5.46% 814.06 Maricopa Long-Term Care Plan (ALTCS): Member Months Medical Expense Ratio Administrative Ratio Inpatient Days per 1,000 103,743 88.85% 5.44% N/A 111,638 89.07% 5.60% 1,721.42 116,941 90.40% 5.63% 1,605.19 Maricopa Health Select Plan: Member Months Medical Expense Ratio Administrative Ratio Inpatient Days per 1,000 11,688 86.80% 17.76% 134.50 35,506 93.40% 13.69% 187.74 39,438 89.41% 11.52% 129.20 Maricopa Senior Select Plan: Member Months Medical Expense Ratio Administrative Ratio Inpatient Days per 1,000 16,609 109.22% 4.52% 2,688.42 30,805 92.89% 4.08% 2,247.39 35,221 99.88% 3.97% 2,075.79 Performance Measure FY 96-97 411 maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY MARICOPA HEALTH PLANS D e p a r tm e n t 6 0 Fund Type S p e c ial R e v e n u e Enterprise Funds T o t a ls $ Personal Services 1,482,154 12,251,974 13,734,128 S u p p lie s & Services 241,769 332,569,771 $ 332,811,540 C a p ital O u tla y $ - $ $ $ T o tal Expenses 1,723,923 344,821,745 346,545,668 $ $ $ T o tal Revenue 1,724,123 365,513,394 367,237,517 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT MARICOPA HEALTH PLANS Department 60 FY1998-99 Adopted RESOURCES REVENUE 615 G R A N T S 620 I N T E R G O V E R M E N T A L 640 P A T IENT CHARGES 650 M I S C E L L A N E O U S R E V E N U E 680 T R A N S F E R S I N F R O M O T H E R F U N D S Subtotal $ Total Resources EXPENDITURES PERSONAL SERVICES 701 R E G U L A R P A Y 710 S P E C IAL PAY 750 FRINGE BENEFITS 790 O T H E R P E R S O N A L S E R V ICES 795 P S INTER-FUND CREDIT (NEG) $ 358,483,186 $ 669,138,713 669,138,713 976,306 336,481,813 7,231,018 644,092 345,333,229 $ 345,333,229 FY1998-99 Restated $ 701,563,196 701,563,196 463,202 996,733 352,923,974 3,483,077 616,200 358,483,186 $ 358,483,186 FY1999-00 Adopted $ 713,783,185 713,783,185 1,107,923 358,422,905 7,090,489 616,200 367,237,517 $ 367,237,517 Variance % $ - 0% 0% 0% 0% $ - 0% 0% 0% 0% Subtotal $ 701,563,196 10,922,498 $ 397,973 2,176,451 5,878,179 (5,242,222) 14,132,879 $ 669,138,713 11,473,910 $ 1,142,790 (538) 12,616,162 $ 701,563,196 10,922,498 $ 397,973 2,176,451 5,878,179 (5,242,222) 14,132,879 $ 713,783,185 12,011,096 $ 324,466 1,521,925 (123,359) 13,734,128 $ - SUPPLIES AND SERVICES 801 G E N E R A L S U P P L IES $ 802 M E D ICAL SUPPLIES 805 C O N T R A C T U A L S E R V ICES 815 INSURANCE 820 R E N T 825 R E P A IRS AND MAINTENANCE 830 T E L E C O M D ISCRETIONARY 832 C O U N T Y C O U N S E L 833 E M P L O Y E E B E N E F ITS ADMIN 834 B A S E L E V E L E Q S E R V ICES CHARGES 836 R I S K M A N A G E M E N T 837 B A S E L E V E L T E L E C O M 839 O T H E R I N T E R N A L S V C S C H A R G E S 841 E M P L O Y E E T R A V E L 842 EDUCATION 843 T R A N S P O R T A T ION/SHIPPING 845 S U P P O R T A N D C A R E O F P E R S O N S 850 U T ILITIES 860 M I S C E L L A N E O U S E X P E N S E 871 W A R E H O U S E INVENTORY 873 S S I N T E R F U N D C H A R G E S 874 O T H E R N E G A T I V E A D J U S T M E N T S 875 B O N D S A N D R E L A T E D E X P E N S E 880 T R A N S F E R S O U T T O O T H E R F U N D S Subtotal $ 701,563,196 143,832 $ 7,426,595 276,920 952,451 74,909 12 447,725 22,016 252 224,880 363,598 57,136 320,666,441 895,194 1,134,667 1,049,508 (6,677,074) 142,445 354,624 327,556,131 $ 669,138,713 162,343 $ 1,305 6,800,079 262,957 904,378 180,901 11,368 439,918 24,757 254 22,020 49 369,362 187,814 9,687 659 302,370,748 857,110 1,651,824 1,813 907,598 (4,594,063) 261,817 354,624 311,189,322 $ 701,563,196 143,832 $ 7,426,595 276,920 952,451 74,909 12 447,725 22,016 252 224,880 363,598 57,136 320,666,441 895,194 1,134,667 1,049,508 (6,677,074) 142,445 354,624 327,556,131 $ 713,783,185 258,301 $ 6,930,315 208,387 1,055,780 177,611 344,755 40,610 3,661 8,202 66,811 58,967 82,580 324,929,102 851,600 1,030,820 388,138 (3,994,415) 302,594 67,721 332,811,540 $ - CAPITAL OUTLAY 920 E Q U IPMENT 701,563,196 1,391,000 1,391,000 $ 669,138,713 - $ 701,563,196 1,391,000 1,391,000 $ 713,783,185 - $ - $ Subtotal $ 412 701,563,196 701,563,196 463,202 996,733 352,923,974 3,483,077 616,200 358,483,186 FY1998-99 P rojected 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% Total Expenditures $ 343,080,010 $ 323,805,484 $ 343,080,010 $ 346,545,668 $ - 0% Operating Balance (Rev. - Exp.) $ 15,403,176 $ 21,527,745 $ 15,403,176 $ 20,691,849 $ - 0% Ending Fund Balance (Resources - Exp.) $ 15,403,176 $ 21,527,745 $ 15,403,176 $ 20,691,849 $ - 0% maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION Dept 60 MARICOPA HEALTH PLANS 60 Total WORKING TITLE ACCOUNT CLERK ACCOUNTANT ADMIN ASSISTANT ADMIN COORDINATOR ADMIN COORDINATOR SUPERVISOR ADMINISTRATOR AUTHORIZATION COORDINATOR CASE MANAGEMENT COORDINATOR CLAIMS ANALYST CLAIMS PROCESSOR CLERK CONTRACTS & PROVIDER SERVICES DIRECTOR COUNSELOR COUNSELOR-AFC/FSAL COUNSELOR-APR '00 (3 POSITIONS) COUNSELOR-FALL '99 (4 POSITIONS) COUNSELOR-JAN '00 (3 POSITIONS) DATA ANALYST FISCAL COORDINATOR HOSPITAL EDUCATION COORDINATOR MANAGED CARE MEDICAL DIRECTOR MANAGEMENT ANALYST MEDICAL MANAGEMENT DIRECTOR MEDICAL REVIEW COORDINATOR MEMBERSHIP COORDINATOR NURSE MANAGER OFFICE SUPERVISOR PATIENT ADVOCATE PHARMACIST PRIOR AUTHORIZATION NURSE PROVIDER SERVICES REP PROVIDER SERVICES REP-SENIOR QUALITY MANAGEMENT COORDINATOR REGISTERED NURSE III REGISTERED NURSE IV REGISTERED NURSE VI SWITCHBOARD OPERATOR TRADES WORKER UTILIZATION MANAGEMENT COORDINATOR UTILIZATION MANAGEMENT DIRECTOR FTE 2 5 32 7 22 5 12 6 4 16 3 1 142 4 1 0 2 1 1 1 1 1 1 2 1 4 1 9 1 2 4 1 5 38 1 1 4 1 8 1 353 413 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM MARICOPA HEALTH PLANS Agency 600 O rg 0601 0602 0603 0604 0610 0620 0640 0670 0699 T itle Personal S u p p lies C a p ital Total Services & S e rvices O u tlay E x p e n d itu r e s PS SS CO REVENUE - WITH MEDICARE $ - $ P P C R E V E N U E W ITH M E D ICARE $ - $ REVENUE WITHOUT MEDICARE $ - $ PPC REVENUE WITHOUT MEDICARE $ - $ INSTITUTIONAL $ - $ HCBS $ - $ 61,802,031 $ - $ $ - $ $ - $ 451,443 $ - $ 172,652,380 $ - $ $ - $ - - $ 1,380,580 223,248,557 $ 1,419,980 $ 40,368,145 451,443 $ 412,044 172,652,380 $ - 61,802,031 $ - - OTHER MEDICAL $ $ 3,680,237 $ - $ 3,680,237 $ CASE MANAGEMENT $ 7,488,151 $ 311,173 $ - $ 7,799,324 $ ADMINISTRATION $ 2,429,321 $ 4,723,073 $ - $ 7,152,394 $ 5,952,752 Totals: $ 9,917,472 $ 245,000,917 $ - $ 254,918,389 $ 271,401,478 OBJ OBJ_TITLE - 1,380,580 Revenue COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 - VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT MARICOPA HEALTH PLANS Agency 600 REVENUE 640 PATIENT CHARGES 650 MISCELLANEOUS REVENUE Total Revenue $ FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted Variance 528,456,687 493,508,965 528,456,687 526,319,867 268,222,449 249,847,985 268,222,449 265,448,726 2,933,604 5,987,052 2,933,604 5,952,752 271,156,053 $ 255,835,037 $ 271,156,053 $ 271,401,478 % (2,773,723.00) $ -1% 3,019,148.00 103% 245,425 0% EXPENDITURES PERSONAL SERVICES 528,456,687 701 REGULAR PAY $ 710 SPECIAL PAY 493,508,965 $ 201,969 750 FRINGE BENEFITS $ SUPPLIES AND SERVICES 9,972,192 $ 528,456,687 801 GENERAL SUPPLIES $ 802 MEDICAL SUPPLIES 14,820 820 RENT 825 REPAIRS AND MAINTENANCE 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 58,958 5,518,234 526,319,867 $ 167,880 1,095,753 1,270,460 9,972,192 14,820 $ $ 528,456,687 $ 8,479,132 201,969 3,156,236 $ 1,305 9,917,472 (2,960,898) 17% (174,707) -16% 3,156,236 100% $ 54,720 1% $ 14,820 100% 526,319,867 $ - - - 3,166,652 3,990,429 3,564,843 425,586 384,646 240,429 384,646 311,173 73,473 19% 727 120 727 - 727 100% 306,885 126,104 306,885 - 306,885 100% 8,753 2,597 8,753 - 8,753 100% - - - 263 240,872,812 222,543,094 240,872,812 239,966,671 850 UTILITIES 529,587 480,874 529,587 537,927 860 MISCELLANEOUS EXPENSE 361,200 1,192,491 361,200 125,000 236,200 873 S S INTERFUND CHARGES 813,541 822,613 813,541 351,747 461,794 874 OTHER NEGATIVE ADJUSTMENTS (1,467,134) 875 BONDS AND RELATED EXPENSE - 121,176 Subtotal $ -54% 34,089 3,990,429 - 845 SUPPORT AND CARE OF PERSONS 8,926,060 493,508,965 $ - 805 CONTRACTUAL SERVICES 528,456,687 $ 926,304 3,156,236 Subtotal 7,999,756 - 1,095,753 790 OTHER PERSONAL SERVICES 414 5,518,234 245,937,442 CAPITAL OUTLAY 528,456,687 920 EQUIPMENT 1,391,000 (1,467,134) 112,368 $ 228,747,868 493,508,965 $ 1,391,000 $ Total Expenditures $ 257,300,634 $ Operating Balance (Rev. - Exp.) $ 13,855,419 $ - 143,556 $ 528,456,687 - Subtotal 245,937,442 (8,340) - 121,176 $ 906,141 245,000,917 $ 11% 0% -2% 65% 57% (1,467,134) 100% (22,380) -18% 936,525 0% 526,319,867 1,391,000 - $ 1,391,000 $ 237,673,928 $ 257,300,634 $ 18,161,109 $ 13,855,419 $ 1,391,000 100% $ 1,391,000 100% 254,918,389 $ 2,382,245 1% 16,483,089 $ (2,627,670) - -19% maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM MARICOPA HEALTH PLANS Agency 601 Org 0451 0452 0453 0454 0455 0456 0499 Title Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Revenue SAIL MATCH WEST VALLEY OFFICE $ 278,494 $ 31,094 $ - $ 309,588 $ - SAIL MATCH CENTRAL VALLEY OFFI $ 270,795 $ 30,144 $ - $ 300,939 $ - SAIL MATCH EAST VALLEY OFFICE $ 103,694 $ 5,573 $ - $ 109,267 $ - SAIL GRANT WEST VALLEY OFFICE $ 392,443 $ 94,729 $ - $ 487,172 $ - SAIL GRANT CENTRAL VALLEY OFFI $ 236,317 $ 29,241 $ - $ 265,558 $ - SAIL GRANT EAST VALLEY OFFICE $ 200,411 $ 20,789 $ - $ 221,200 $ ADMIN $ $ 30,199 $ - $ 30,199 $ 1,724,123 $ 241,769 $ - $ 1,723,923 $ 1,724,123 - Totals: $ OBJ OBJ_TITLE 1,482,154 COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 - VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT MARICOPA HEALTH PLANS Agency 601 FY1998-99 Adopted REVENUE FY1998-99 Projected FY1998-99 Restated FY1999-00 Adopted Variance 4,152,270 3,254,310 4,152,270 3,448,046 615 GRANTS 463,202 976,306 463,202 1,107,923 620 INTERGOVERMENTAL 996,733 650 MISCELLANEOUS REVENUE - - 680 TRANSFERS IN FROM OTHER FUNDS Total Revenue 6,804 616,200 $ 2,076,135 $ 1,159,051 996,733 - 644,092 $ 1,627,202 - 616,200 $ 2,076,135 1,724,123 644,721.00 139% (996,733.00) -100% - 616,200 $ % $ (352,012) $ 0% -17% EXPENDITURES PERSONAL SERVICES 4,152,270 701 REGULAR PAY 710 SPECIAL PAY 3,254,310 $ 42,014 750 FRINGE BENEFITS 207,855 17,028 Subtotal $ SUPPLIES AND SERVICES 1,455,472 $ 4,152,270 801 GENERAL SUPPLIES $ - 4,152,270 $ - 237,379 790 OTHER PERSONAL SERVICES 1,134,707 1,342,562 - 3,448,046 $ (38,411) -3% 42,014 33,227 8,787 21% 237,379 251,465 (14,086) 17,028 $ 3,254,310 $ 1,159,051 1,455,472 $ 4,152,270 $ - 1,197,462 1,482,154 17,028 $ (26,682) $ (74,326) -6% 100% -2% 3,448,046 $ 74,326 805 CONTRACTUAL SERVICES 48,503 4,571 48,503 - 48,503 100% 820 RENT 46,016 648 46,016 85,494 (39,478) -86% 841 EMPLOYEE TRAVEL 41,367 49,355 41,367 49,680 (8,313) -20% 7,090 456 7,090 2,070 5,020 71% 485,029 149,603 485,029 485,029 100% 842 EDUCATION 845 SUPPORT AND CARE OF PERSONS - 850 UTILITIES - 78,100 - - 871 WAREHOUSE INVENTORY - 1,813 - - - (7,342) - (7,342) - (7,342) - - - 30,199 (30,199) 874 OTHER NEGATIVE ADJUSTMENTS 875 BONDS AND RELATED EXPENSE 100% Subtotal $ 620,663 $ 284,546 $ 620,663 $ 241,769 $ 378,894 61% Total Expenditures $ 2,076,135 $ 1,627,108 $ 2,076,135 $ 1,723,923 $ 352,212 17% Operating Balance (Rev. - Exp.) $ $ 94 $ $ 200 $ - - (200) 415 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM MARICOPA HEALTH PLANS Agency 602 O rg 0511 0512 0513 0514 0515 0516 0517 0518 0519 0522 0523 0524 0525 0526 0543 0544 0550 0551 0552 0553 0554 0555 0556 0557 0599 T itle Personal Supplies C a p ital Total Services & Services O u tlay Expenditures PS SS CO Revenue PPC TANF<1 $ - $ 330,605 $ - $ 330,605 $ 1,221,324 PPC TANF 1-13 $ - $ 1,323,486 $ - $ 1,323,486 $ 433,608 PPC TANF 14-44F $ - $ 325,758 $ - $ 325,758 $ 435,708 PPC TANF 14-44M $ - $ 100,027 $ - $ 100,027 $ 79,368 PPC TANF 45+ $ - $ 21,509 $ - $ 21,509 $ 28,116 PPC SSI W/MED $ - $ 21,483 $ - $ 21,483 $ 3,312 PPC SSI WO $ - $ 180,475 $ - $ 180,475 $ 124,572 PPC MNMI $ - $ 3,432,088 $ - $ 3,432,088 $ 2,221,632 PPC SOBRA $ - $ 162,598 $ - $ 162,598 $ 170,352 KIDSCARE LESS THAN 1 $ - $ 203,864 $ - $ 203,864 $ 373,642 KIDSCARE 1 - 5 $ - $ 51,632 $ - $ 51,632 $ - KIDSCARE 6 - 13 $ - $ 83,385 $ - $ 83,385 $ - KIDSCARE 14 - 18F $ - $ 131,701 $ - $ 131,701 $ KIDSCARE 14 - 18M $ - $ 105,279 $ - $ 105,279 $ 102,801 SSI W M E D ICARE $ - $ 3,358,704 $ - $ 3,358,704 $ 2,858,664 SSI W O M E D ICARE $ - $ 13,679,129 $ - $ 13,679,129 $ 15,827,041 SOBRA WOMEN $ - $ 2,999,990 $ - $ 2,999,990 $ 4,130,055 TANF <1 $ - $ 6,115,639 $ - $ 6,115,639 $ 9,156,712 TANF 1-13 $ - $ 9,075,037 $ - $ 9,075,037 $ 7,395,895 TANF 14-44F $ - $ 2,774,999 $ - $ 2,774,999 $ 4,456,079 TANF 14-44 M $ - $ 567,617 $ - $ 567,617 $ 844,789 TANF 45+ $ - $ 228,973 $ - $ 228,973 $ 277,622 MNMI $ - $ 9,994,091 $ - $ 9,994,091 $ 12,489,255 F A M ILY P L A N N I N G $ $ 93,197 $ - $ 93,197 $ 95,136 ADMINISTRATION $ 1,794,785 $ 1,639,509 $ - $ 3,434,294 $ 1,044,810 Totals: $ 1,794,785 $ 57,000,775 $ - $ 58,795,560 $ 63,949,205 O B J OBJ_TITLE - 178,712 COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 VARIANCE P E R C E N T HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT MARICOPA HEALTH PLANS Agency 602 REVENUE 640 P A T I E N T C H A R G E S 650 M I S C E L L A N E O U S R E V E N U E Total Revenue $ FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted Variance % 114,250,900 121,297,578 114,250,900 122,744,765 58,266,821 60,958,254 58,266,821 62,904,395 4,637,574.00 8% 348,270 1,119,553 348,270 1,044,810 696,540.00 200% $ 5,334,114 9% $ (1,794,785) 58,615,091 $ 62,077,807 $ 58,615,091 $ 63,949,205 EXPENDITURES PERSONAL SERVICES 114,250,900 701 R E G U L A R P A Y $ 790 O T H E R P E R S O N A L S E R V I C E S 121,297,578 $ 2,065,817 Subtotal $ SUPPLIES AND SERVICES 2,065,817 1,757,818 114,250,900 $ $ 114,250,900 1,757,818 - 122,744,765 $ 2,065,817 $ 121,297,578 2,065,817 1,794,785 - $ 114,250,900 1,794,785 $ 2,065,817 100% 271,032 13% 122,744,765 805 C O N T R A C T U A L S E R V I C E S - 941,265 - 946,623 839 O T H E R I N T E R N A L S V C S C H A R G E S - 156,025 - 66,811 (66,811) 845 S U P P O R T A N D C A R E O F P E R S O N S (946,623) 53,032,931 55,809,424 53,032,931 55,361,266 (2,328,335) 850 UTILITIES 100,106 91,392 100,106 102,236 (2,130) -2% 860 M I S C E L L A N E O U S E X P E N S E 283,174 321,395 283,174 395,000 (111,826) -39% 873 S S I N T E R F U N D C H A R G E S 153,781 153,781 100% 875 B O N D S A N D R E L A T E D E X P E N S E 416 - - - 153,781 142,452 - - 128,839 -4% (128,839) Subtotal $ 53,569,992 $ 57,461,953 $ 53,569,992 $ 57,000,775 $ (3,430,783) -6% Total Expenditures $ 55,635,809 $ 59,219,771 $ 55,635,809 $ 58,795,560 $ (3,159,751) -6% Operating Balance (Rev. - Exp.) $ 2,979,282 $ 2,858,036 $ 2,979,282 $ 5,153,645 $ (2,174,363) -73% maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM MARICOPA HEALTH PLANS Agency 603 Org 0411 0413 0443 Title Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Revenue HEALTH SELECT $ - $ 1,062,686 $ - $ 1,062,686 $ 1,095,115 COMMUNITY CONNECTION $ - $ 2,632,950 $ - $ 2,632,950 $ 3,038,432 ADMIN $ 209,643 $ 266,380 $ - $ 476,023 $ 21,600 Totals: $ 209,643 $ 3,962,016 $ - $ 4,171,659 $ 4,155,147 OBJ OBJ_TITLE COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT MARICOPA HEALTH PLANS Agency 603 FY1998-99 Adopted REVENUE 640 PATIENT CHARGES 650 MISCELLANEOUS REVENUE Total Revenue $ FY1998-99 Projected FY1998-99 Restated FY1999-00 Adopted Variance 7,977,735 7,197,730 7,977,735 8,326,806 4,037,497 3,457,257 4,037,497 4,133,547 82,327 37,947 82,327 21,600 4,119,824 $ 3,495,204 $ 4,119,824 $ 4,155,147 % 96,050.00 (60,727.00) $ 35,323 $ (209,643) 2% -74% 1% EXPENDITURES PERSONAL SERVICES 7,977,735 701 REGULAR PAY $ 790 OTHER PERSONAL SERVICES - 7,197,730 $ 241,167 Subtotal $ SUPPLIES AND SERVICES 805 CONTRACTUAL SERVICES 815 INSURANCE 845 SUPPORT AND CARE OF PERSONS 850 UTILITIES 860 MISCELLANEOUS EXPENSE 873 S S INTERFUND CHARGES 241,167 205,322 7,977,735 $ $ 205,322 - 8,326,806 $ 241,167 $ 241,167 209,643 - $ 209,643 $ 241,167 100% 31,524 13% 13% 7,977,735 7,197,730 7,977,735 93,682 86,350 93,682 8,326,806 81,551 12,131 113,043 109,178 113,043 118,986 (5,943) -5% 3,312,274 3,229,233 3,312,274 3,695,636 (383,362) -12% 8,195 7,486 8,195 8,371 76,962 52,177 76,962 52,000 12,588 12,780 12,588 (176) 24,962 5,472 7,116 -2% 32% 57% Subtotal $ 3,616,744 $ 3,497,204 $ 3,616,744 $ 3,962,016 $ (345,272) -10% Total Expenditures $ 3,857,911 $ 3,702,526 $ 3,857,911 $ 4,171,659 $ (313,748) -8% Operating Balance (Rev. - Exp.) $ 261,913 $ (207,322) $ 261,913 $ (16,512) $ 278,425 106% 417 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM MARICOPA HEALTH PLANS Agency 604 Org 0420 0421 0425 Title Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Revenue EVERCARE $ - $ 15,030,987 $ - $ 15,030,987 SENIOR SELECT $ - $ 10,874,542 $ - $ 10,874,542 ADMIN $ 330,074 $ 700,534 $ - $ 1,030,608 Totals: $ 330,074 $ 26,606,063 $ - $ 26,936,137 OBJ OBJ_TITLE COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 $ 15,825,153 $ 10,111,084 $ 71,327 $ 26,007,564 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT MARICOPA HEALTH PLANS Agency 604 FY1998-99 Adopted REVENUE 640 PATIENT CHARGES 650 MISCELLANEOUS REVENUE Total Revenue $ FY1998-99 Projected FY1998-99 Restated FY1999-00 Adopted Variance 46,725,604 43,843,245 46,725,604 52,943,701 22,397,207 22,218,317 22,397,207 25,936,237 118,876 79,662 118,876 71,327 22,516,083 $ 22,297,979 $ 22,516,083 $ 26,007,564 % 3,539,030.00 $ 16% (47,549.00) -40% 3,491,481 16% EXPENDITURES PERSONAL SERVICES 46,725,604 701 REGULAR PAY $ 790 OTHER PERSONAL SERVICES 43,843,245 $ 397,931 Subtotal $ SUPPLIES AND SERVICES 397,931 323,278 46,725,604 $ $ 323,278 - 52,943,701 $ 397,931 $ 397,931 330,074 $ $ 330,074 $ (330,074) 397,931 100% 67,857 17% 19% 46,725,604 43,843,245 46,725,604 52,943,701 805 CONTRACTUAL SERVICES 337,645 267,799 337,645 272,448 65,197 815 INSURANCE 163,877 153,779 163,877 89,401 74,476 45% - 1,200 100% 841 EMPLOYEE TRAVEL 1,200 845 SUPPORT AND CARE OF PERSONS - 1,200 22,963,395 20,639,394 22,963,395 25,905,529 (2,942,134) 45,306 41,362 45,306 46,266 (960) -2% 209,300 40,452 209,300 261,500 (52,200) -25% 873 S S INTERFUND CHARGES 69,598 72,205 69,598 30,919 38,679 56% 875 BONDS AND RELATED EXPENSE 21,269 6,997 21,269 - 21,269 100% 850 UTILITIES 860 MISCELLANEOUS EXPENSE 418 - -13% Subtotal $ 23,811,590 $ 21,221,988 $ 23,811,590 $ 26,606,063 $ (2,794,473) -12% Total Expenditures $ 24,209,521 $ 21,545,266 $ 24,209,521 $ 26,936,137 $ (2,726,616) -11% Operating Balance (Rev. - Exp.) $ (1,693,438) $ 752,713 $ (1,693,438) $ (928,573) $ (764,865) 45% maricopa county annual business strategies for 1999-2000 ORG ORG_TITLE COL_INPUT PS SS CO TOTAL_EXP REV HIDE_ROW TOTAL BUDGET BY PROGRAM MARICOPA HEALTH PLANS Agency 605 Org Title Totals: OBJ OBJ_TITLE Personal Supplies Services PS & Services SS $ - COL_INPUT ADOPTED_98/99 $ Capital - PROJECTED HIDDEN Total Expenditures OutlayREVENUE_COL CO RE $ - $ RESTATED ADOPTED_99/00 Revenue $ - VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT MARICOPA HEALTH PLANS Agency 605 FY1998-99 Adopted FY1998-99 Projected FY1998-99 Restated FY1999-00 Adopted Variance % EXPENDITURES PERSONAL SERVICES - 701 REGULAR PAY $ 4,245,213 36,885 $ 53,029 $ 4,245,213 710 SPECIAL PAY 153,990 - 153,990 750 FRINGE BENEFITS 843,319 8,631 843,319 795 P S INTER-FUND CREDIT (NEG) (5,242,222) Subtotal $ 300 $ 129,012 SUPPLIES AND SERVICES (538) $ 61,122 $ 103,385 - 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES 820 RENT 825 REPAIRS AND MAINTENANCE 830 TELECOM DISCRETIONARY 832 COUNTY COUNSEL 833 EMPLOYEE BENEFITS ADMIN 837 BASE LEVEL TELECOM 839 OTHER INTERNAL SVCS CHARGES $ 129,012 $ (123,359) $ - - 183,975 2,956,336 2,064,850 521,789 663,301 521,789 74,182 180,781 74,182 12 11,368 12 447,725 439,918 447,725 254 100% 30,631 20% 843,319 100% 300 98% 100% $ 2,333,442 24,757 4,245,213 (5,118,863) $ 2,956,336 - 836 RISK MANAGEMENT 300 123,359 (5,242,222) $ 36,885 - 834 BASE LEVEL EQ SERVICES CHARGES $ $ (54,963) -43% 891,486 30% 659,113 (137,324) -26% 177,611 (103,429) -139% - 12 100% 344,755 102,970 23% - 40,610 (40,610) - 3,661 (3,661) 22,016 22,020 22,016 8,202 13,814 63% 252 49 252 - 252 100% 224,880 100% 224,880 213,337 224,880 - 841 EMPLOYEE TRAVEL 14,146 12,355 14,146 9,287 4,859 34% 842 EDUCATION 41,293 6,634 41,293 80,510 (39,217) -95% 843 TRANSPORTATION/SHIPPING - 396 - - - 850 UTILITIES 212,000 157,896 212,000 156,800 55,200 860 MISCELLANEOUS EXPENSE 204,031 45,309 204,031 197,320 6,711 874 OTHER NEGATIVE ADJUSTMENTS (5,202,598) 880 TRANSFERS OUT TO OTHER FUNDS (4,594,063) 354,624 Subtotal $ Total Expenditures $ 354,624 (300) $ - (5,202,598) $ 354,624 (24,237) $ 36,885 (3,994,415) $ 67,721 (300) $ - (1,208,183) $ 286,903 - $ - $ (300) 26% 3% 23% 81% 100% - 419 maricopa county annual business strategies for 1999-2000 maricopa health system (90) County Administrative Officer Chief Executive Officer Mark Hillard Maricopa Health System Maricopa Health System Support Services Ancillary Services Grant Operations Inpatient Services Administration Emergency Services Women & Children Services Outpatient Intensive Care Services mission To provide a full spectrum of high quality, wellness oriented healthcare in an organized cost sensitive, and customer oriented academic environment. program goals Maricopa Integrated Health System will be the health system provider of choice for the community we serve – through exceptional customer service. This strategy is embraced by the integrated health system as a whole, including the hospital and health plans. The statement reflects our VISION: to dramatically enhance the health and wellness of the community we serve and our VALUES: (1) respect for people and property (2) maintain the dignity of the patient (3) service to the customer (4) commitment to personal integrity (5) pursuit of excellence, and (6) fiscal responsibility. community impact The Health System is an integrated total health care delivery system made up of identifiable programs. Each program is necessary in a full-service system and each program must work in harmony with the other programs for the System to work. Inpatient and Outpatient programs, the Emergency Department, and Ancillary Services are a few of the programs designed to aid in the treatment and prevention of disease among the residents of Maricopa County. performance measures Performance Measure Patient Days Adjusted Patient Days Average Daily Census FTE Outpatient Visits Surgeries Deliveries 420 FY 96-97 FY 97-98 95,695 137,048 262.2 2,603.32 305,521 5,289 3,028 FY 98-99 (Est.) 101,722 153,081 274.9 2,643.10 309,931 5,807 4,130 FY 99-00 (Proj) 97,423 152,850 266.2 2,609.15 304,979 5,231 4,539 maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY MARICOPA HEALTH SYSTEMS Departm e n t 90 Fund Type Enterprise Funds T o t a ls $ Personal Services 94,825,864 94,825,864 S u p p lie s & Services 182,439,462 $ 182,439,462 C a p ital O u tlay $ $ $ - Total Expenses 277,265,326 277,265,326 $ $ Total Revenue 268,812,589 268,812,589 E X P E N D I T U R E S A N D R E V E N U E S B Y D E P A R T M E N T /O B J E C T MARICOPA HEALTH SYSTEMS Departm e n t 90 FY1998-99 Adopted RESOURCES BEGINNING FUND BALANCE REVENUE 615 G R A N T S 635 F E E S & C H A R G E S 640 PATIENT CHARGES 645 R E V A L L O W A N C E S - PATIENT CARE 6 5 0 M IS C E L L A N E O U S R E V E N U E 680 TRANSFERS IN FROM OTHER FUNDS S u b total EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 7 1 0 S P E C IA L P A Y 750 F R I N G E B E N E F ITS 790 O T H E R P E R S O N A L S E R V ICES $ 554,968,613 215,740 315,957,078 (130,323,926) 73,180,376 10,207,901 269,237,169 $ S u b total SUPPLIES AND SERVICES 8 0 1 G E N E R A L S U P P L IE S 8 0 2 M E D I C A L S U P P L IE S 805 CONTRACTUAL SERVICES 807 HEALTH CARE SERVICES 810 L E G A L 815 INSURANCE 820 R E N T 8 2 5 R E P A IR S A N D M A I N T E N A N C E 828 M O T O R P O O L 829 FUEL 8 3 0 T E L E C O M D IS C R E T IO N A R Y 832 833 834 836 837 838 839 841 842 843 850 860 865 872 875 880 $ 554,968,613 900,000 900,000 $ $ COUNTY COUNSEL E M P L O Y E E B E N E F I T S A D M IN BASE LEVEL EQ SERVICES CHARGES R IS K M A N A G E M E N T BASE LEVEL TELECOM TELECOM W IRELESS SYSTEMS OTHER INTERNAL SVCS CHARGES EMPLOYEE TRAVEL E D U C A T IO N T R A N S P O R T A T IO N /S H I P P I N G U T ILITIE S M IS C E L L A N E O U S E X P E N S E NON-OPERATING RESERVES S S INTER-FUND CREDIT (NEG) BONDS AND RELATED EXPENSE TRANSFERS OUT TO OTHER FUNDS S u b total 554,968,613 54,612,743 1,695,197 11,027,728 23,050,982 90,386,650 554,968,613 1,443,214 25,520,403 20,764,239 18,083,522 3,430 221,949 1,710,021 3,877,697 249 FY1998-99 P rojected $ 519,202,295 - $ 519,202,295 3,130,067 798,465 307,655,581 (135,337,599) 70,596,612 10,207,896 257,051,022 $ $ $ $ 447,725 173,419 157,901 1,672,559 102,151 56,986 229,109 355,574 102,956 3,947,461 29,349,642 2,189,577 61,391,240 171,801,024 S u b total $ 554,968,613 7,585,136 15,058,634 22,643,770 $ T o t a l E x p e n d itu r e s $ 284,831,444 $ O p e r a t i n g B a la n c e (R e v . - E x p .) $ (15,594,275) $ E n d in g F u n d B a l a n c e ( R e s o u r c e s - E x p . ) $ (14,694,275) $ CAPITAL OUTLAY 9 1 5 B U I L D I N G S A N D IM P R O V E M E N T S 9 2 0 E Q U IP M E N T FY1998-99 R e s tated $ 519,202,295 73,071,282 13,044,829 86,116,111 519,202,295 4,321,751 24,330,852 16,612,996 29,123,947 200,408 1,559,720 2,343,503 2,828 27,484 709 443,589 173,424 131,398 1,672,560 (14,451) 103,092 5,225 168,338 268,774 220,157 3,596,961 23,759,630 8 (3,130,067) 8,721,356 61,390,978 176,035,170 $ 554,968,613 900,000 900,000 $ 554,968,613 215,740 315,957,078 (130,323,926) 73,180,376 10,207,901 269,237,169 $ $ $ 554,968,613 54,612,743 1,695,197 11,027,728 23,050,982 90,386,650 554,968,613 1,443,214 25,520,403 20,764,239 18,083,522 3,430 221,949 1,710,021 3,877,697 249 FY1999-00 Adopted $ 546,077,915 - $ 546,077,915 3,517,528 348,000 336,407,608 (150,921,239) 69,252,791 10,207,901 268,812,589 $ $ $ $ 447,725 173,419 157,901 1,672,559 102,151 56,986 229,109 355,574 102,956 3,947,461 29,349,642 2,189,577 61,391,240 171,801,024 $ 7,585,136 15,058,634 22,643,770 $ $ 284,831,444 $ (5,100,259) $ (15,594,275) $ (5,100,259) $ (14,694,275) $ 262,151,281 V a riance $ 546,077,915 79,571,954 1,698,001 13,555,909 94,825,864 546,077,915 4,558,644 27,061,400 16,435,548 27,573,978 221,816 1,611,339 3,998,771 500 46,100 22,636 334,755 218,281 130,200 6,562,747 205,077 395,076 182,925 3,970,306 23,912,997 (3,517,528) 12,071,278 56,442,616 182,439,462 % $ - $ - 0% 0% 0% 0% 0% 0% 0% - 0% 0% 0% $ $ $ - 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% $ - 0% 0% 0% 0% $ - $ - 0% (8,452,737) $ - 0% (8,452,737) $ - 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 277,265,326 421 maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION Dept 90 422 MARICOPA HEALTH SYSTEM WORKING TITLE ACCOUNT CLERK ACCOUNTANT ADMIN ASSISTANT ADMIN COORDINATOR ADMIN COORDINATOR SUPERVISOR ADMINISTRATOR AMBULATORY CARE ADMINISTRATOR ANESTHESIA TECHNICIAN AUDIOVISUAL SPECIALIST BIOMEDICAL ENGINEERING COORDINATOR BIOMEDICAL SPECIALIST BUYER CASE MANAGEMENT COORDINATOR CENTRAL SUPPLY TECHNICIAN CENTRAL TRANSPORTATION SUPERVISOR CHILD LIFE SPECIALIST CLERK CLIENT CARE SUPERVISOR CLINICAL EDUCATOR CLINICAL NUTRITION SUPERVISOR COMMUNICATIONS MANAGER COMMUNICATIONS SPECIALIST COMMUNITY HEALTH ADVISOR COMPLIANCE OFFICER COMPUTER OPERATOR CONTRACT SPECIALIST COOK COUNSELOR CUSTODIAN CYTOTECHNOLOGIST DENTAL ASSISTANT DENTAL HYGENIST DENTIST DENTISTRY DIRECTOR DIETARY AIDE DIETITIAN DRIVER-ATTENDANT DUPLICATING SERVICES SPECIALIST ECHOCARDIOGRAPHY TECHNICIAN EDUCATION COORDINATOR ELECTROCARDIOGRAPH TECHNICIAN SUPERVISOR ELECTROCARDIOGRAPHY TECHNICIAN ELECTROENCEPHLOGRAPH TECHNICIAN ENGINEERING TECH FISCAL COORDINATOR FOOD SERVICE LEAD WORKER FOOD SERVICE SUPERVISOR FOOD SERVICE WORKER HEALTH SERVICES CLERK/MA HEALTH SERVICES CLERK/MED ASSIST HISTOTECHNOLOGIST HOSPITAL ASSOCIATE DIRECTOR-OPERATIONS HOSPITAL SERVICES SUPERVISOR HOUSEKEEPING SUPERVISOR HUMAN REOURCES ANALYST HUMAN RESOURCES MANAGER HVAC TECHS INTERPRETER INVENTORY CONTROL SUPERVISOR FTE 9 2 68 23 20 11 1 2 1 5 1 5 5 6 1 1 65 14 3 1 1 1 3 1 4 5 8 15 73 1 27 1 13 1 5 4 18 1 2 1 1 1 1 1 4 2 3 28 1 50 2 3 2 2 2 2 1 4 1 maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION Dept WORKING TITLE LAB ASSISTANT LABORATORY ASSISTANT LABORATORY MANAGER LABORATORY TECHNICIAN LAUNDRY SUPERVISOR LAUNDRY WORKER LIBRARIAN LIBRARIAN COORDINATOR LIBRARY ASSISTANT LICENSED PRACTICAL NURSE I LICENSED PRACTICAL NURSE II LTC ATTENDANT MAINTENANCE & PLANT SUPERVISOR MANAGEMENT ANALYST MARKETING ASSISTANT MASTER ELECTRICIAN MATERIALS HANDLING SPECIALIST MED TRANSCRIBER MEDICAL DIRECTOR MEDICAL DRIVER SUPERVISOR MEDICAL PHOTOGRAPHER MEDICAL STAFF SERVICES DIRECTOR MORTUARY ATTENDANT NUCLEAR MEDICINE TECHNOLOGIST NUCLEAR MEDICINE TECHNOLOGIST SUPERVISOR NURSE ADMINISTRATOR NURSE ANESTHETIST NURSE ASSISTANT MANAGER NURSE MANAGER NURSE PRACTITIONER NURSE PRACTITIONER-HHC NURSE PRACTITIONER-NEONATAL NURSE PROGRAM COORDINATOR NURSING SPECIALITY TECHNICIAN OCCUPATIONAL THERAPIST OFFICE SUPERVISOR OUTPATIENT REPRESENTATIVE PATIENT ADVOCATE PATIENT CARE ASSISTANT PEDIATRIC DENTAL SPECIALIST PERIPHERAL VASCULAR TECHNOLOGIST PHARAMACY TECHNICIAN PHARMACIST PHARMACIST SUPERVISOR PHARMACY DIRECTOR PHYSICAL THERAPIST PHYSICAL THERAPIST AIDE PHYSICAL/OCCUPATIONAL THERAPIST PRE-NATAL EDUCATOR PROGRAM COORDINATOR PROJECT MANAGER PUBLIC INFORMATION OFFICER-MIHS PULMONARY FUNCTIONTECHNICIAN QUALITY ASSURANCE ANALYST FTE 1 37 1 2 1 16 1 1 1 16 36 3 1 2 1 1 4 1 1 3 1 1 1 1 1 5 5 35 28 5 1 5 3 60 1 3 6 1 49 1 2 20 19 5 1 3 3 2 1 7 2 1 1 6 423 maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION Dept 90 424 WORKING TITLE RADIO DISPATCHER RADIOLOGIC PRACTICAL TECHNICIAN RADIOLOGIC TECHNICIAN RADIOLOGIC TECHNOLOGIST RADIOLOGIC TECHNOLOGIST SUPERVISOR RADIOLOGY MANAGER RECREATION THERAPIST REGIONAL PRIMARY CARE CENTER ADMINISTRATOR REGISTERED NURSE I REGISTERED NURSE II REGISTERED NURSE III REGISTERED NURSE IV REGISTERED NURSE V REGISTERED NURSE VI RESIDENT RESPIRATORY TECHNICIAN RESPIRATORY THERAPIST RESPIRATORY THERAPIST SUPERVISOR RESPIRATORY THERAPY EQUIPMENT TECHNICIAN SECURITY OFFICER SECURITY SUPERVISOR SERVICE WORKER SEWING MACHINE OPERATOR SOCIAL WORKER SPEECH PATHOLOGIST SWITCHBOARD OPERATOR SYSTEM & DATA ANALYST TECHNOLOGIST TECHNOLOGIST SUPERVISOR TRADES WORKER TRANSPORTER ULTRASOUND TECHNOLOGIST ULTRASOUND TECHNOLOGIST SUPERVISOR UNIT SECRETARY UTILIZATION MANAGEMENT COORDINATOR VARIOUS WAREHOUSE SUPERVISOR Total FTE 1 1 3 26 5 1 2 3 55 33 149 62 12 6 207 9 10 2 1 22 1 7 1 12 2 9 1 42 6 28 19 4 1 61 7 1 1 1766 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM M A R IC O P A H E A L T H S Y S T E M S Agency 900 O rg 9001 9003 9004 9005 9006 9007 9010 9011 9012 T itle Personal S u p p lie s C a p ita l T o ta l S e rvices & S e r v ic e s O u tla y E x p e n d itu r e s PS SS CO Revenue A D M IN IS T R A T IO N $ 1,914,243 $ 2,360,976 $ - $ 4,275,219 $ IN P A T IE N T S E R V IC E S $ 6,071,000 $ 9 4 5 ,6 3 3 $ - $ 7,016,633 $ 2 4 , 4 9 3 ,5 6 1 IN T E N S IV E C A R E S E R V IC E S $ 4,873,394 $ 5 7 1 ,2 5 9 $ - $ 5,444,653 $ 2 1 , 9 3 3 ,8 3 3 P S Y C H IA T R IC S E R V IC E S $ 5,158,386 $ 1,101,152 $ - $ 6,259,538 $ 1 0 , 0 9 4 ,9 1 0 E M E R G E N C Y S E R V IC E S $ 3,169,300 $ 5 8 0 ,2 6 7 $ - $ 3,749,567 $ 1 5 , 4 6 0 ,9 7 5 O U T P A T IE N T S E R V IC E S $ 2 2 , 8 4 8 ,2 2 2 $ 1,372,628 $ - $ 2 4 , 2 2 0 ,8 5 0 $ 3 2 , 1 5 9 ,9 1 7 A N C IL L A R Y S E R V IC E S $ 1 6 , 9 8 6 ,2 9 9 $ 2 9 , 5 9 9 ,7 3 1 $ - $ 4 6 , 5 8 6 ,0 3 0 $ 1 7 7 ,7 3 3 ,6 3 4 S U P P O R T S E R V IC E S $ 2 5 , 8 2 8 ,7 8 8 $ 1 4 1 ,4 7 8 ,8 9 7 $ - $ 1 6 7 ,3 0 7 ,6 8 5 $ W O M E N A N D C H I L D R E N S S E R V IC E S $ 7,976,232 $ 9 1 1 ,3 9 1 $ - $ 8,887,623 $ 3 7 , 7 0 8 ,2 5 6 $ 9 4 , 8 2 5 ,8 6 4 $ 1 7 8 ,9 2 1 ,9 3 4 $ - $ 2 7 3 ,7 4 7 ,7 9 8 $ 2 6 5 ,2 9 5 ,0 6 1 Totals: O B J O B J _ T IT L E CO AD L _OI P NTPEUDT_ 9 8 / 9 9 PROJECTED RESTATED A D O P T E D _ 9 9 /00 - (54,290,025) VARIANCE PERCENT E X P E N D I T U R E S A N D R E V E N U E S B Y A G E N C Y /O B J E C T MARICOPA HEALTH SYSTEMS Agency 900 FY1998-99 A d o p ted REVENUE FY1998-99 P ro j e c t e d 552,737,133 635 F E E S & C H A R G E S 512,942,161 - 640 PATIENT CHARGES 6 4 5 R E V A L L O W A N C E S - P A T IE N T C A R E 6 5 0 M IS C E L L A N E O U S R E V E N U E Total Revenue V a riance % 539,042,859 348,000 348,000.00 315,957,078 307,655,581 315,957,078 336,407,608 20,450,530.00 (130,323,926) (135,337,599) (130,323,926) (150,921,239) (20,597,313.00) 16% (3,927,585.00) -5% 269,021,429 - 70,596,612 10,207,901 $ FY1999-00 A d o p ted 552,737,133 798,465 73,180,376 680 TRANSFERS IN FROM OTHER FUNDS FY1998-99 R e s tated 73,180,376 10,207,896 $ 253,920,955 69,252,791 10,207,901 $ 269,021,429 10,207,901 $ 265,295,061 - 6% 0% $ (3,726,368) -1% $ (25,137,731) -46% EXPENDITURES PERSONAL SERVICES 552,737,133 701 REGULAR PAY $ 7 1 0 S P E C IA L P A Y 54,434,223 512,942,161 $ 1,695,197 7 5 0 F R I N G E B E N E F IT S 10,990,508 790 OTHER PERSONAL SERVICES 23,050,982 S u b total $ S U P P L IE S A N D S E R V I C E S 90,170,910 $ 1,443,214 552,737,133 $ 13,044,829 $ 552,737,133 801 GENERAL SUPPLIES 73,071,282 86,116,111 4,321,751 539,042,859 $ $ 1,698,001 (2,804) 13,555,909 (2,565,401) 90,170,910 $ 552,737,133 $ 79,571,954 1,695,197 10,990,508 23,050,982 512,942,161 $ 54,434,223 1,443,214 94,825,864 23,050,982 0% -23% 100% $ (4,654,954) -5% $ (3,115,430) -216% 539,042,859 $ 4,558,644 802 M E D ICAL SUPPLIES 25,520,403 24,330,852 25,520,403 27,061,400 805 CONTRACTUAL SERVICES 20,764,239 16,612,996 20,764,239 16,435,548 4,328,691 21% 807 HEALTH CARE SERVICES 18,083,522 29,123,947 18,083,522 27,573,978 (9,490,456) -52% 810 LEGAL 3,430 3,430 - -6% 3,430 100% 221,949 200,408 221,949 221,816 133 0% 820 RENT 1,710,021 1,559,720 1,710,021 1,611,339 98,682 825 REPAIRS AND MAINTENANCE 3,877,697 2,343,503 3,877,697 3,998,771 815 INSURANCE - (1,540,997) (121,074) 828 M O T O R P O O L - 2,828 - 500 (500) 829 FUEL - 27,484 - 46,100 (46,100) 8 3 0 T E L E C O M D IS C R E T IO N A R Y 249 709 249 22,636 832 COUNTY COUNSEL 447,725 443,589 447,725 334,755 112,970 8 3 3 E M P L O Y E E B E N E F I T S A D M IN 173,419 173,424 173,419 218,281 (44,862) 834 BASE LEVEL EQ SERVICES CHARGES 8 3 6 R IS K M A N A G E M E N T 837 BASE LEVEL TELECOM 157,901 131,398 157,901 130,200 1,672,559 1,672,560 1,672,559 6,562,747 102,151 838 T E L E C O M W IRELESS SYSTEMS (14,451) 56,986 839 OTHER INTERNAL SVCS CHARGES 103,092 - 5,225 (22,387) 27,701 (4,890,188) 6% -3% -8991% 25% -26% 18% -292% 102,151 - 102,151 100% 56,986 - 56,986 100% - - - 841 EMPLOYEE TRAVEL 229,109 168,338 229,109 205,077 24,032 10% 842 EDUCATION 355,574 268,774 355,574 395,076 (39,502) -11% 843 TRANSPORTATION/SHIPPING 102,956 220,157 102,956 182,925 (79,969) -78% 850 UTILITIES 8 6 0 M IS C E L L A N E O U S E X P E N S E 8 7 2 S S I N T E R - F U N D C R E D IT (N E G ) 3,947,461 3,596,961 3,947,461 3,970,306 29,349,642 20,629,563 29,349,642 20,395,469 - 875 BONDS AND RELATED EXPENSE 880 TRANSFERS OUT TO OTHER FUNDS S u b total $ CAPITAL OUTLAY (3,130,067) 9 2 0 E Q U IP M E N T (3,517,528) -1% 31% 3,517,528 2,189,577 8,721,356 2,189,577 12,071,278 (9,881,701) 61,391,240 61,390,978 61,391,240 56,442,616 4,948,624 8% (7,120,910) -4% 171,801,024 $ 552,737,133 9 1 5 B U I L D I N G S A N D IM P R O V E M E N T S - (22,845) 8,954,173 172,905,095 $ 512,942,161 171,801,024 $ 552,737,133 178,921,934 $ -451% 539,042,859 6,685,136 - 6,685,136 - 6,685,136 100% 15,058,634 - 15,058,634 - 15,058,634 100% $ 21,743,770 100% $ 9,967,906 4% $ (6,241,538) S u b total $ 21,743,770 $ Total Expenditures $ 283,715,704 $ Operating Balance (Rev. - Exp.) $ (14,694,275) $ 259,021,206 (5,100,251) $ 21,743,770 $ $ 283,715,704 $ $ (14,694,275) $ 273,747,798 (8,452,737) 42% 425 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM MARICOPA HEALTH SYSTEMS Agency 901 Org 9007 9011 Title Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Revenue OUTPATIENT SERVICES $ - $ 3,229,528 $ - $ 3,229,528 $ SUPPORT SERVICES $ - $ 288,000 $ - $ 288,000 $ 288,000 Totals: $ - $ 3,517,528 $ - $ 3,517,528 $ 3,517,528 OBJ OBJ_TITLE COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 3,229,528 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT MARICOPA HEALTH SYSTEMS Agency 901 FY1998-99 Adopted REVENUE 615 GRANTS Total Revenue $ FY1998-99 Projected FY1998-99 Restated FY1999-00 Adopted 431,480 6,260,134 431,480 215,740 3,130,067 215,740 215,740 $ 3,130,067 $ 215,740 Variance % 7,035,056 3,517,528 $ 3,517,528 3,301,788.00 1530% $ 3,301,788 1530% $ 178,520 100% 37,220 100% 215,740 100% EXPENDITURES PERSONAL SERVICES 431,480 701 REGULAR PAY $ 750 FRINGE BENEFITS 6,260,134 $ 37,220 Subtotal $ SUPPLIES AND SERVICES 215,740 $ $ Total Expenditures $ Operating Balance (Rev. - Exp.) $ - 215,740 - 431,480 $ - $ 215,740 3,130,067 $ $ 3,130,067 $ $ - 215,740 - - $ - $ 7,035,056 - $ - 7,035,056 $ 431,480 3,130,067 $ 178,520 37,220 6,260,134 Subtotal - 431,480 860 MISCELLANEOUS EXPENSE 426 178,520 3,517,528 (3,517,528) $ 3,517,528 $ (3,517,528) $ 3,517,528 $ (3,301,788) $ - $ - -1530% maricopa county annual business strategies for 1999-2000 ORG ORG_TITLE COL_INPUT PS SS CO TOTAL_EXP REV HIDE_ROW TOTAL BUDGET BY PROGRAM MARICOPA HEALTH SYSTEMS Agency 908 Org Title Totals: OBJ OBJ_TITLE Personal Supplies Services PS & Services SS $ - COL_INPUT ADOPTED_98/99 $ Capital - PROJECTED HIDDEN Total Expenditures OutlayREVENUE_COL CO RE $ - $ RESTATED ADOPTED_99/00 Revenue $ - VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT MARICOPA HEALTH SYSTEMS Agency 908 RESOURCES FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted - Variance % Beginning Fund Balance $ 1,800,000 900,000 $ - $ 1,800,000 900,000 $ - $ (900,000) -100% Total Resources $ 900,000 $ - $ 900,000 $ - $ (900,000) -100% EXPENDITURES CAPITAL OUTLAY 1,800,000 915 BUILDINGS AND IMPROVEMENTS - 900,000 1,800,000 900,000 100% Subtotal $ 900,000 $ - $ 900,000 $ - $ 900,000 100% Total Expenditures $ 900,000 $ - $ 900,000 $ - $ 900,000 100% Ending Fund Balance (Resources - Exp.) $ $ - $ $ - $ - - 900,000 - - - 427 maricopa county annual business strategies for 1999-2000 materials management (73) County Administrative Officer Chief Financial Officer Materials Management Wes Baysinger, Director Commodities Procurement Services Procurement Reprographics Administrative Support Records Management mission To provide professional materials management services to County agencies which allow them to provide high quality, cost effective service to the citizens of Maricopa County. program goals u u u u u u u u u u u u u Focus on employees to reduce turnover and enhance skills. Obtain Board of Supervisors approval on revisions to the Procurement Code. Focus on improving customer service to county departments. Develop performance measurements. Actively support compliance with environmental requirements. Continue development and refinement of contract review and monitoring. Track Materials Management contractors to assure Year 2000 compliance. Expand the use of automation in Materials Management activities. Expand the use of the purchasing card to increase procurement. Investigate and pursue viable cost saving opportunities. Directly support the Maricopa Integrated Health Services privatization effort. Maximize the value of Materials Management's departmental budget. Continue development and refinement of communications to the BOS. community impact Materials Management supports County agencies that provide direct services to the public. The impact to the citizens of Maricopa County if Materials Management were not providing these services would be: The reallocation of resources away from service to the public and redirected to support functions, higher costs for commodities and services, duplication of effort and personnel costs, less control over expenditures, increased risk of legal action, increased costs for storage of materials and inventory control activities, increased cost for printed and duplicated materials, and lower public confidence in procurement activities. 428 maricopa county annual business strategies for 1999-2000 performance measures Performance Measure FY 96-97 Purchase Orders Issued - PG lines Purchase Orders Issued - PC lines PO Issued Dollar Amount Requisitions Processed - RX lines Requisition Turnaround - # of Days # of Solicitations 243 Vendor Applications Purchasing Card Transactions Reprographics Total Impressions 29,714,635 Reprographics Press Impressions 24,531,063 Reprographics Copier Impressions 5,183,572 Reprographics Total Charges $654,854 Repro Competitive Analysis (CA) $877,504 Charges Savings between Total and CA $222,650 Charges Additional explanatory information, if needed: • • • FY 97-98 3,205 8,628 FY 98-99 (Est.) 31,258,497 26,385,929 4,872,568 $704,559 $944,109 32,265,050 27,170,078 5,094,972 $735,463 $985,520 3,292 4,525* $120,000,000 4,500* 5.0 220 4,400 35,000 32,265,050 27,170,078 5,094,972 $735,463 $985,520 $239,550 $250,057 $250,057 8,586 6.8 250 3,578 8,710 $127,299,246 7,572 9.0 234 4,488 FY 99-00 (Proj) * Number dependent on Purchasing Card usage PG - System loaded contractual orders PC - Buyer generated purchase orders RX - Departmental purchase requests 429 maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY MATERIALS MANAGEMENT Departm e n t 73 Fund Type G e n e ral Internal S e rvice T o t a ls $ Personal Services 1,225,649 360,411 1,586,060 S u p p lie s & Services 116,149 351,908 $ 468,057 C a p ital O u tlay 5,000 214,987 219,987 $ $ $ $ T o tal Expenses 1,346,798 927,306 2,274,104 $ $ $ T o tal Revenue 27,000 927,306 954,306 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT MATERIALS MANAGEMENT Department 73 FY1998-99 Adopted RESOURCES $ 115,212 115,212 Subtotal $ 548,428 7,000 555,428 Total Resources $ 670,640 BEGINNING FUND BALANCE $ 115,212 115,212 REVENUE 636 INTERNAL SERVICE CHARGES 650 M ISCELLANEOUS REVENUE EXPENDITURES PERSONAL SERVICES 701 R E G U L A R P A Y 705 T E M P O R A R Y P A Y 710 SPECIAL PAY 750 FRINGE BENEFITS 780 S A L A R Y A D J U S T M E N T S 790 O T H E R P E R S O N A L S E R V I C E S 797 PERSONNEL SAVINGS (NEG) $ Subtotal $ SUPPLIES AND SERVICES 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES 820 RENT 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 828 M O T O R P O O L 829 F U E L 830 TELECOM DISCRETIONARY 836 R I S K M A N A G E M E N T 841 E M P L O Y E E T R A V E L 842 EDUCATION 843 TRANSPORTATION/SHIPPING 860 M ISCELLANEOUS EXPENSE 880 T R A N S F E R S O U T T O O T H E R F U N D S Subtotal $ $ 115,212 115,212 $ 737,114 15,138 752,252 $ 867,464 1,200,746 $ 8,373 6,000 242,514 27,459 3,942 (73,480) 1,415,554 $ 154,466 66,200 5,000 115,976 1,000 8,000 1,100 1,700 3,750 875 2,000 8,000 800 10,000 16,363 395,230 FY1998-99 Restated $ $ 698,428 7,000 705,428 $ 820,640 Variance % $ - 0% $ 694,155 27,000 721,155 $ - 0% 0% 0% $ 954,306 $ - 0% 1,210,266 $ 6,345 8,216 243,708 17,871 2,628 (73,480) 1,415,554 $ 1,336,242 $ 6,373 8,219 270,033 26,402 (61,209) 1,586,060 $ - 0% 0% 0% 0% 0% $ 2,841,799 226,466 56,100 200 114,976 1,000 8,000 1,100 1,700 5,750 875 4,936 9,064 800 15,000 16,363 462,330 $ 3,228,410 229,366 52,173 200 114,976 1,000 8,000 1,100 1,700 5,797 875 4,936 9,064 800 13,500 24,570 468,057 $ - 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% $ 3,228,410 219,987 219,987 $ - 0% 0% $ 2,274,104 $ - 0% 1,084,057 $ 4,032 8,404 199,174 27,459 (111,886) 1,211,240 $ $ Subtotal $ 2,541,799 60,375 60,375 $ 2,592,353 143,203 143,203 $ 2,841,799 143,275 143,275 Total Expenditures $ 1,871,159 $ 1,724,889 $ 2,021,159 $ FY1999-00 Adopted 233,151 233,151 193,481 41,315 260 91,655 3,850 75 186 2,475 875 3,569 8,000 245 8,098 16,362 370,446 CAPITAL OUTLAY 920 E Q U I P M E N T 430 FY1998-99 Projected $ $ $ 0% 0% Operating Balance (Rev. - Exp.) $ (1,315,731) $ (972,637) $ (1,315,731) $ (1,552,949) $ - 0% Ending Fund Balance (Resources - Exp.) $ (1,200,519) $ (857,425) $ (1,200,519) $ (1,319,798) $ - 0% maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION Dept 73 MATERIALS MANAGEMENT 73 Total WORKING TITLE ADMINISTRATIVE ASSTNT I ADMINISTRATIVE COORD I ADMINISTRATIVE COORD III CLERK IV CONTRACT SPECIALIST I FINANCIAL SERVICS ADM II GRAPHICS COMMUNICATNS MGR GRAPHICS COMMUNICTNS SPVR GRAPHICS EQUIPMNT TECHI GRAPHICS EQUIPMNT TECHII GRAPHICS EQUIPMNT TECHIII GRAPHICS JOB PLANNER MATERIALS MANAGEMENT MGR PROCUREMENT LD SPECIALST PROCUREMENT SNR SPECIALST PROCUREMENT SPECIALIST PURCHASING CARD ADMIN PURCHASING CARD ADMINISTRATOR RECORDS MANAGEMENT COORD SENIOR BUSNSS SYST ANLYST FTE 1 7 2 1 2 1 1 1 2 4 1 1 1 2 3 5 1 1 1 1 39 431 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM MATERIALS MANAGEMENT Agency 730 Org 7310 7320 7360 Title Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Revenue ADMINISTRATION $ 277,172 $ 42,974 $ 5,000 $ 325,146 $ PROCUREMENT $ 907,578 $ 73,175 $ - $ 980,753 $ - RECORDS MANAGEMENT $ 40,899 $ - $ - $ 40,899 $ - Totals: $ 1,225,649 $ $ 5,000 $ 1,346,798 $ OBJ OBJ_TITLE COL_INPUT ADOPTED_98/99 116,149 PROJECTED RESTATED ADOPTED_99/00 27,000 27,000 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT MATERIALS MANAGEMENT Agency 730 FY1998-99 Adopted REVENUE 650 MISCELLANEOUS REVENUE Total Revenue $ FY1998-99 Projected FY1998-99 Restated 1,214,521 1,008,796 1,214,521 7,000 11,900 7,000 7,000 $ 11,900 $ 7,000 FY1999-00 Adopted Variance % 1,373,798 27,000 $ 27,000 20,000.00 286% $ 20,000 286% $ EXPENDITURES PERSONAL SERVICES 1,214,521 701 REGULAR PAY $ (106,143) -11% 6,345 6,373 (28) 0% 710 SPECIAL PAY 2,000 4,703 4,223 4,219 4 181,300 142,894 182,057 203,615 (21,558) -12% -50% Subtotal $ SUPPLIES AND SERVICES $ $ 939,048 $ 1,045,191 22,460 22,460 14,981 22,460 (7,479) (56,209) (106,886) (56,209) (56,209) - 1,090,445 $ 1,214,521 801 GENERAL SUPPLIES 837,565 1,373,798 4,032 797 PERSONNEL SAVINGS (NEG) $ 1,214,521 8,373 780 SALARY ADJUSTMENTS 11,000 904,768 $ 1,008,796 $ 10,340 1,090,445 $ 1,214,521 $ 13,000 1,225,649 0% 0% $ (135,204) -12% $ (2,900) -22% 1,373,798 $ 15,900 805 CONTRACTUAL SERVICES 58,000 45,000 48,100 47,173 927 825 REPAIRS AND MAINTENANCE 15,976 9,855 14,976 14,976 - 0% 826 FACILITIES MGMT DISCRETIONARY 1,000 - 1,000 1,000 - 0% 827 MATERIAL MGNT DISCRETIONARY 2% 8,000 3,850 8,000 8,000 - 0% 828 MOTOR POOL 100 75 100 100 - 0% 829 FUEL 200 97 200 200 - 0% 830 TELECOM DISCRETIONARY 3,000 2,475 5,000 5,000 - 0% 841 EMPLOYEE TRAVEL 2,000 3,569 4,936 4,936 - 0% 842 EDUCATION 7,000 8,000 8,064 8,064 - 0% 800 245 800 800 - 0% 10,000 5,794 10,000 10,000 - 0% (1,973) -2% 843 TRANSPORTATION/SHIPPING 860 MISCELLANEOUS EXPENSE Subtotal $ CAPITAL OUTLAY 117,076 $ 1,214,521 920 EQUIPMENT 432 1,008,796 705 TEMPORARY PAY 750 FRINGE BENEFITS 932,521 Subtotal $ Total Expenditures $ Operating Balance (Rev. - Exp.) $ 1,207,521 89,300 $ 114,176 1,008,796 1,214,521 2,828 2,900 $ 116,149 $ 1,373,798 (2,100) -72% $ 2,828 $ 2,900 $ 5,000 $ (2,100) -72% $ 996,896 $ 1,207,521 $ 1,346,798 $ (139,277) -12% 119,277 -10% (1,200,521) $ (984,996) $ 5,000 (1,200,521) $ (1,319,798) $ maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM MATERIALS MANAGEMENT Agency 733 Org Title 7340 REPROGRAPHICS OBJ OBJ_TITLE Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Revenue $ 360,411 $ 351,908 $ 214,987 $ 927,306 $ 927,306 Totals: $ 360,411 $ 351,908 $ 214,987 $ 927,306 $ 927,306 COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT MATERIALS MANAGEMENT Agency 733 FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted 1,327,278 RESOURCES Beginning Fund Balance $ REVENUE 636 INTERNAL SERVICE CHARGES 650 MISCELLANEOUS REVENUE 115,212 1,583,557 $ 115,212 1,627,278 $ 115,212 Variance 1,854,612 $ 233,151 1,327,278 1,583,557 1,627,278 1,854,612 548,428 737,114 698,428 694,155 - 3,238 % - $ 117,939 (4,273.00) - 102% -1% - Total Revenue $ 548,428 $ 740,352 $ 698,428 $ 694,155 $ (4,273) -1% Total Resources $ 663,640 $ 855,564 $ 813,640 $ 927,306 $ 113,666 14% $ (19,833) -7% EXPENDITURES PERSONAL SERVICES 1,327,278 701 REGULAR PAY $ 710 SPECIAL PAY 268,225 1,583,557 $ 246,492 1,627,278 $ 271,218 1,854,612 $ 291,051 4,000 3,701 3,993 4,000 (7) 0% 61,214 56,280 61,651 66,418 (4,767) -8% 780 SALARY ADJUSTMENTS 4,999 4,999 2,890 3,942 (1,052) -36% 790 OTHER PERSONAL SERVICES 3,942 - 2,628 - 2,628 100% 750 FRINGE BENEFITS 797 PERSONNEL SAVINGS (NEG) (17,271) Subtotal $ SUPPLIES AND SERVICES 325,109 (5,000) $ 1,327,278 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES 143,466 825 REPAIRS AND MAINTENANCE (3,685) 1,854,612 $ 8,000 213,466 $ 5,000 - 0% 3,000 38% 200 - 100,000 - 0% 1,000 1,000 - 0% 1,500 1,500 - 750 797 89 750 - 875 875 - 16,363 $ 71% -11% 200 Subtotal (12,271) (35,302) 100,000 1,000 880 TRANSFERS OUT TO OTHER FUNDS 213,466 $ 260 1,500 860 MISCELLANEOUS EXPENSE 1,627,278 $ 360,411 81,800 829 FUEL 842 EDUCATION (5,000) $ 5,000 1,000 836 RISK MANAGEMENT 183,141 325,109 100,000 828 MOTOR POOL 830 TELECOM DISCRETIONARY (17,271) $ 1,583,557 $ 8,200 820 RENT 306,472 278,154 $ -6% 875 875 - 0% 1,000 - 0% 2,304 5,000 3,500 16,363 24,570 $ 0% (47) 1,000 16,362 281,146 0% 348,154 CAPITAL OUTLAY 1,327,278 1,583,557 1,627,278 920 EQUIPMENT 60,375 140,375 140,375 $ 351,908 $ 1,500 30% (8,207) -50% (3,754) -1% 1,854,612 (74,612) -53% Subtotal $ 60,375 $ 140,375 $ 140,375 $ 214,987 $ (74,612) -53% Total Expenditures $ 663,638 $ 727,993 $ 813,638 $ 927,306 $ (113,668) -14% Operating Balance (Rev. - Exp.) $ (115,210) $ 12,359 $ Ending Fund Balance (Resources - Exp.) $ 127,571 $ 2 $ 214,987 (115,210) $ 2 $ (233,151) $ - $ 117,941 -102% 2 100% 433 maricopa county annual business strategies for 1999-2000 medical eligibility (28) County Administrative Officer Deputy County Administrator Medical Eligibility Medical Eligibility Christine Holloway, Director Christine Holloway, Director Administrative Services Financial Services Eligibility Operations Business Automation Systems mission Department of Medical Eligibility actively strives to maximize the enrollment and retention of qualified County residents in a timely manner as program agents of the Arizona Health Care Cost Containment System (AHCCCS) and as a billing and determination center for providers of health care to indigent residents of Maricopa County. program goals To promote the medical well being of clients by achieving their timely, non-erroneous enrollment, retention in or referral to appropriate health care programs. To maximize available and appropriate health care cost recovery. To minimize County liability by: determining eligibility for cases within 48 hours of notification or meeting eligibility criteria, process qualified claims to capture the early payment discount, and decrease the determination error rate to achieve an annual error rate of 3% or less to eliminate monetary sanctions. To implement technology solutions to support the business operations and improve technology infrastructure and performance of desktop devices. To enhance and implement recommendations to provide legal strategies, legislative solutions and documented support to legal counsel regarding lawsuits. community impact The Department of Medical Eligibility determines financial eligibility, as mandated under statues ARS 11-297 and 36-2905 for AHCCCS, and financial responsibility for Maricopa County. The department also screens and refers federal program cases to the Department of Economic Security. Eligibility services are provided at sixteen private hospitals and Maricopa Medical Center for priority determination of AHCCCS eligibility enhancing services to the client and reducing county liability. Twelve eligibility offices are maintained throughout Maricopa County for the determination of routine eligibility cases. performance measures Performance Measure Eligibility Determinations Applications received Eligibility Decision Error Rate Medical Claims Processed Per Hour Percent Captured Early Payment Discount Percent Eligibility Determined w/in 48 hrs 434 FY 96-97 64,000 64,000 6% 2.6 N/A N/A FY 97-98 57,900 59,000 7% 3.3 68% FY 98-99 (Est.) FY 99-00 (Proj) 57,900 60,000 5% 2.5 95% 50% 58,000 60,000 4% 2.8 95% 70% maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY MEDICAL ELIGIBILITY Department 28 Fund Type General Totals $ Personal Services 9,308,110 9,308,110 Supplies & Services 1,628,619 $ 1,628,619 Capital Outlay 64,230 64,230 $ Total Expenses $ 11,000,959 $ 11,000,959 $ $ Total Revenue 1,350,000 1,350,000 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT MEDICAL ELIGIBILITY Department 28 FY1998-99 Adopted RESOURCES REVENUE 620 INTERGOVERMENTAL 635 FEES & CHARGES Subtotal $ EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES 797 PERSONNEL SAVINGS (NEG) 11,482,723 11,482,723 1,343,992 648,120 1,992,112 FY1998-99 Projected $ 11,308,409 11,308,409 1,350,000 467,800 1,817,800 FY1998-99 Restated $ 11,482,723 11,482,723 1,343,992 648,120 1,992,112 FY1999-00 Adopted $ 12,350,959 12,350,959 1,350,000 1,350,000 Variance % 0% $ - 0% 11,482,723 5,923,531 $ 40,000 1,362,139 165,000 21,925 (260,000) 7,252,595 $ 11,308,409 6,467,114 $ 14,389 23,139 1,298,699 11,081 (670) 7,813,752 $ 11,482,723 6,606,184 $ 17,537 1,431,140 456,902 5,218 (260,000) 8,256,981 $ 12,350,959 7,658,124 $ 26,125 40,000 1,697,104 165,110 (278,353) 9,308,110 $ - 0% 0% 0% 0% 0% SUPPLIES AND SERVICES 801 GENERAL SUPPLIES $ 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES 820 RENT 825 REPAIRS AND MAINTENANCE 827 MATERIAL MGNT DISCRETIONARY 829 FUEL 830 TELECOM DISCRETIONARY 842 EDUCATION 843 TRANSPORTATION/SHIPPING 850 UTILITIES 860 MISCELLANEOUS EXPENSE Subtotal $ 11,482,723 68,800 217,000 737,775 6,400 14,075 5,000 30,000 6,000 10,400 8,200 30,000 1,133,650 $ 11,482,723 68,800 217,000 737,775 6,400 14,075 5,000 30,000 6,000 10,400 8,200 29,980 1,133,630 $ 12,350,959 160,813 455,600 735,000 10,900 37,225 5,000 140,700 13,613 26,419 4,000 39,349 1,628,619 $ - 0% $ 11,308,409 95,761 121,487 812,586 10,256 27,231 4,118 30,000 3,717 19,406 7,462 40,447 1,172,471 CAPITAL OUTLAY 920 EQUIPMENT 940 OTHER CAPITAL OUTLAY $ 11,308,409 100,000 404,386 504,386 $ 11,482,723 100,000 100,000 $ 12,350,959 64,230 64,230 $ - 0% Subtotal $ 11,482,723 100,000 1,004,366 1,104,366 Total Expenditures $ 9,490,611 $ 9,490,609 $ 9,490,611 $ 11,000,959 $ - 0% $ Subtotal $ $ $ $ $ 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% Operating Balance (Rev. - Exp.) $ (7,498,499) $ (7,672,809) $ (7,498,499) $ (9,650,959) $ - 0% Ending Fund Balance (Resources - Exp.) $ (7,498,499) $ (7,672,809) $ (7,498,499) $ (9,650,959) $ - 0% 435 maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION 436 Dept 28 MEDICAL ELIGIBILITY 28 Total WORKING TITLE ADMIN ASSISTANT ADMIN COORDINATOR ADMINISTRATIVE COORD III AREA OPER MGR ASST. MANAGER BUSINESS MANAGEMENT ANALYST CLERK IV COMM RELATIONS COORD COURIER DATA ENTRY CLERK DIRECTOR DISTRICT SUPERVISOR DISTRICT SUPERVISOR (ACTING) ELIG INTERVIEWER ELIG SUPP. SPECIALIST ELIG SUPPORT SPECIALIST ELIG TEAM LEADER ELIGIBILITY BUSINESS ANALYST EXEC ASSISTANT FINANCIAL CLAIMS ANALYST H.R. COORDINATOR HEALTH SERVICES CLERK II HEARING OFFICER LAN ADMINISTRATOR LEAD RECORDS SPECIALIST LEGAL ASSISTANT MANAGER MED CLAIMS REVIEW NURSE NOTIFICATION CLERK PC TECHNICIAN PROGRAM ASSISTNCE REP II PROGRAM ASSISTNCE REP III PROGRAM ASSISTNCE REP IV RECORDS TECH REGISTERED NURSE III SR. FINANCIAL CLAIMS ANALYST TRAINER WAREHOUSE CLERK FTE 5 2 0 2 1 1 1 1 1 2 1 12 1 124 49 1 24 1 1 9 2 5 1 1 1 1 5 2 2 1 20 1 7 4 1 1 4 1 298 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM MEDICAL ELIGIBILITY Agency 280 Org 2810 2820 2830 2840 Title Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO ADMINISTRATION SERVICES $ 736,048 $ 938,759 $ $ 1,697,037 $ BUSINESS AUTOMATION $ 81,999 $ 200 $ - $ 82,199 $ FINANCIAL SERVICES $ 951,855 $ 5,380 $ - $ 957,235 $ - ELIGIBILITY OPERATIONS $ 7,538,208 $ 684,280 $ 42,000 $ 8,264,488 $ - Totals: $ 9,308,110 $ 1,628,619 $ 64,230 $ 11,000,959 $ OBJ OBJ_TITLE COL_INPUT ADOPTED_98/99 PROJECTED 22,230 Revenue RESTATED ADOPTED_99/00 1,350,000 - 1,350,000 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT MEDICAL ELIGIBILITY Agency 280 FY1998-99 Adopted REVENUE 620 INTERGOVERMENTAL 635 FEES & CHARGES Total Revenue $ FY1998-99 Projected FY1998-99 Restated FY1999-00 Adopted Variance 11,482,723 11,308,409 11,482,723 12,350,959 1,343,992 1,350,000 1,343,992 1,350,000 648,120 467,800 648,120 1,992,112 $ 1,817,800 $ 1,992,112 6,008.00 $ 1,350,000 % 0% (648,120.00) -100% $ (642,112) -32% $ (1,051,940) -16% EXPENDITURES PERSONAL SERVICES 11,482,723 701 REGULAR PAY $ 705 TEMPORARY PAY 5,923,531 11,308,409 $ - 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES 797 PERSONNEL SAVINGS (NEG) $ SUPPLIES AND SERVICES $ 6,606,184 12,350,959 $ - 7,658,124 26,125 (26,125) 40,000 23,139 17,537 40,000 (22,463) -128% 1,362,139 1,298,699 1,431,140 1,697,104 (265,964) -19% 456,902 165,110 165,000 - 21,925 11,081 7,252,595 68,800 5,218 (670) $ 11,482,723 801 GENERAL SUPPLIES 11,482,723 $ 14,389 (260,000) Subtotal 6,467,114 7,813,752 (260,000) $ 11,308,409 $ 95,761 - 8,256,981 (278,353) $ 11,482,723 $ 68,800 9,308,110 291,792 64% 5,218 100% 18,353 $ -7% (1,051,129) -13% (92,013) -134% (238,600) -110% 12,350,959 $ 160,813 $ 805 CONTRACTUAL SERVICES 217,000 121,487 217,000 455,600 820 RENT 737,775 812,586 737,775 735,000 2,775 6,400 10,256 6,400 10,900 (4,500) -70% 14,075 27,231 14,075 37,225 (23,150) -164% 5,000 4,118 5,000 5,000 - 30,000 30,000 30,000 140,700 825 REPAIRS AND MAINTENANCE 827 MATERIAL MGNT DISCRETIONARY 829 FUEL 830 TELECOM DISCRETIONARY 842 EDUCATION 843 TRANSPORTATION/SHIPPING 850 UTILITIES 860 MISCELLANEOUS EXPENSE Subtotal $ 0% (110,700) -369% 6,000 3,717 6,000 13,613 (7,613) -127% 10,400 19,406 10,400 26,419 (16,019) -154% 8,200 7,462 8,200 4,000 4,200 51% 30,000 40,447 29,980 39,349 (9,369) -31% (494,989) -44% 36% 1,133,650 $ 1,172,471 $ 1,133,630 $ 1,628,619 $ CAPITAL OUTLAY 11,482,723 11,308,409 11,482,723 12,350,959 920 EQUIPMENT 100,000 100,000 100,000 64,230 35,770 1,004,366 404,386 - - 940 OTHER CAPITAL OUTLAY 0% - Subtotal $ 1,104,366 $ 504,386 $ 100,000 $ 64,230 $ Total Expenditures $ 9,490,611 $ 9,490,609 $ 9,490,611 $ 11,000,959 $ Operating Balance (Rev. - Exp.) $ (7,498,499) $ (7,672,809) $ (7,498,499) $ (9,650,959) $ 35,770 36% (1,510,348) -16% 2,152,460 -29% 437 maricopa county annual business strategies for 1999-2000 medical examiner (29) C o u n t y A d m inistrative O f ficer C h ief H e a lth S e rvices O ffic e r M e d ical Exam iner Dr. Philip Keen, Director M e d ical S taff A d m inistrator T o x icology Exam ination Investigation A d m inistration Transportation mission The Maricopa County Office of the Medical Examiner (OME), mandated by Arizona Revised Statutes 11-591 through 11-600, has the responsibility for conducting complete and objective medicolegal investigations of unattended, violent, sudden, unexpected, and suspicious deaths to determine the cause and manner of death and the responsibility for reviewing and approving any cremations of remains of deceased persons. program goals goals: 1. Customer Perspective: Improve Service To Families of Decedents 2. Internal Perspective: Achieve Maintenance Level in Operations objectives: 1. 90% of Reports Completed Within 45 Days/ 100% Within 90 Days a) Examinations Completed Within 24 Hours of Admission b) Toxicology Results Reported Within Two Weeks on 90% of Cases c) Initial Transcription Completed Within Two Weeks of Receipt 2. Proper Next Of Kin Contacted On All Cases Within 72 Hours of Admission 3. Medical Investigation Summaries Completed On 100% of Required Cases Within 24 Hours of Admission 4. Comparative Cost Per: Removal, Autopsy, Report Transcribed, Case Completed 5. Reduce Employee Turnover To 10% 6. Rearrange, Inventory and Secure Medical Case Records to Ensure Location of Case File Within Same Day of Request community impact The Office of the Medical Examiner (OME) provides services to justice and law enforcement agencies, as well as playing an important role in the health and safety of the community. Families of decedents, however, are the most directly affected by the level of service provided by the OME. Families are unable to complete financial matters, such as the transfer of property and collection of insurance benefits, while the cause and manner of death of their family member is pending. Frequently, they are unable to begin to bring closure to the death of a family member until the results of the Medical Examiner’s investigation are known. Achieving the OME objectives will improve service to the families of decedents by advising them of the status of the investigation, providing accurate information to them, responding to their questions in a timely manner, and alleviating the emotional and financial hardship caused by a lengthy pending of the case. 438 maricopa county annual business strategies for 1999-2000 performance measures Performance Measure Total # of Cases % of Cases Autopsied Average Days To Case Closure % Within 45 Days % Within 90 Days Average Days For Tox Results Average Days For Initial Transcription % Investigation Summaries Completed % Employee Turnover FY 96-97 FY 97-98 FY 98-99 (Est.) 3607 63% 120 3542 67% 63.5 24.4% 28 21 35% 31.1% 3660 55% 65 31% 22% 23 16 35% 30% FY 99-00 (Proj) 3700 60% 50 52% 39% 14 14 65% 20% 439 maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY MEDICAL EXAMINER D e p a r t m e n t 29 Fund Type General Totals $ Personal Services 2,558,314 2,558,314 S u p p lies & Services 390,359 $ 390,359 Capital Outlay 77,296 77,296 $ $ $ Total Expenses 3,025,969 3,025,969 $ $ Total Revenue 235,000 235,000 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT MEDICAL EXAMINER Department 29 FY1998-99 Adopted RESOURCES REVENUE 635 FEES & CHARGES Subtotal $ 235,000 235,000 Total Resources $ 235,000 EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES 797 PERSONNEL SAVINGS (NEG) $ Subtotal $ SUPPLIES AND SERVICES 801 GENERAL SUPPLIES $ 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES 807 HEALTH CARE SERVICES 820 RENT 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 828 MOTOR POOL 829 FUEL 830 TELECOM DISCRETIONARY 839 OTHER INTERNAL SVCS CHARGES 843 TRANSPORTATION/SHIPPING 850 UTILITIES 860 M ISCELLANEOUS EXPENSE Subtotal $ $ 235,000 235,000 $ 235,000 1,845,517 $ 67,154 351,483 111,325 (152,753) 2,222,726 $ 27,425 116,635 76,260 25,000 3,970 37,153 8,000 1,200 6,124 8,133 1,500 6,000 5,000 322,400 FY1998-99 Restated $ 235,000 235,000 $ 235,000 1,676,574 $ 112,222 35,904 323,129 (152,753) 1,995,076 $ $ 20,512 147,962 25,326 25,000 8,626 32,672 125 540 10 5,572 5,972 200 5,246 10,610 288,373 Subtotal $ 25,433 25,433 Total Expenditures $ 2,570,559 CAPITAL OUTLAY 920 EQUIPMENT 440 FY1998-99 Projected FY1999-00 Adopted $ $ - 0% 0% $ 235,000 $ - 0% 2,111,505 $ 88,144 20,207 399,644 91,567 (152,753) 2,558,314 $ - 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 1,916,565 $ 67,851 55,207 359,923 37,523 13,369 (152,753) 2,297,685 $ $ $ 49,889 49,889 $ 37,433 37,433 $ 77,296 77,296 $ 2,333,338 $ 2,618,759 $ 3,025,969 $ % 235,000 235,000 27,425 116,635 41,140 13,000 7,500 40,054 8,000 700 6,124 8,133 1,000 6,000 7,930 283,641 $ Variance $ 20,800 149,312 31,300 74,328 19,700 48,558 125 571 10 5,990 6,550 13,500 400 5,200 14,015 390,359 $ - $ - 0% 0% $ - 0% $ $ Operating Balance (Rev. - Exp.) $ (2,335,559) $ (2,098,338) $ (2,383,759) $ (2,790,969) $ - 0% Ending Fund Balance (Resources - Exp.) $ (2,335,559) $ (2,098,338) $ (2,383,759) $ (2,790,969) $ - 0% maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION Dept 29 MEDICAL EXAMINER 29 Total WORKING TITLE ADMINISTRATIVE ASSTNT I ADMINISTRATIVE ASSTNT II ADMINISTRATIVE ASSTNT III ADMINISTRATOR I ASST FORENSIC TOXICOLOGST CHEMIST CHIEF MEDICAL EXAMINER FORENSIC ASSISTANT FORENSIC ASSISTANT SUPVSR FORENSIC TOXICOLOGIST HISTOTECHNOLOGIST II MEDICAL EXAMINER MEDICAL EXAMINER TRNSPRTR MEDICAL INVESTIGATOR MEDICAL INVESTIGATOR-SR MEDICAL TRANSCRIBER MEDICAL TRANSCRIBER II OFFICE SUPERVISOR II FTE 5 1 1 1 1 3 1 7 1 2 1 7 8 7 1 1 3 1 52 441 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM MEDICAL EXAMINER Agency 290 O rg 2910 2920 2930 2940 2950 2960 T itle Personal Supplies C a p ital Total Services & Services Outlay Expenditures PS SS CO Revenue A D M IN $ 578,198 $ 41,496 $ 60,031 $ 679,725 $ EXAMINATION $ 258,301 $ 117,000 $ 3,700 $ 379,001 $ - MEDICAL STAFF $ 859,892 $ $ - $ 859,892 $ - TOXICOLOGY $ 361,316 $ $ 592,744 $ - INVESTIGATION $ 252,685 $ - TRANSPORTATION $ 247,922 $ Totals: $ 2,558,314 $ OBJ OBJ_TITLE COL_INPUT ADOPTED_98/99 217,863 - $ 13,565 $ - $ 252,685 $ 14,000 $ - $ 261,922 $ 390,359 $ $ 3,025,969 $ PROJECTED 77,296 RESTATED ADOPTED_99/00 235,000 235,000 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT MEDICAL EXAMINER Agency 290 REVENUE 635 FEES & CHARGES Total Revenue $ FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted 2,805,559 2,568,338 2,853,759 235,000 235,000 235,000 235,000 $ 235,000 $ 235,000 Variance % 3,260,969 235,000 $ 235,000 $ - 0% - 0% EXPENDITURES PERSONAL SERVICES 2,805,559 701 REGULAR PAY $ 705 TEMPORARY PAY 710 SPECIAL PAY 2,568,338 (194,940) -10% 67,851 88,144 (20,293) -30% - 35,904 55,207 20,207 35,000 63% 323,129 359,923 399,644 (39,721) -11% - 37,523 91,567 (54,044) -144% - 13,369 - 13,369 100% 780 SALARY ADJUSTMENTS 111,325 - 797 PERSONNEL SAVINGS (NEG) (152,753) Subtotal $ SUPPLIES AND SERVICES 2,222,726 $ 802 MEDICAL SUPPLIES 27,425 $ (152,753) $ 2,805,559 801 GENERAL SUPPLIES 1,676,574 1,995,076 20,512 $ (152,753) $ 2,568,338 $ 1,916,565 3,260,969 112,222 351,483 $ 2,853,759 67,154 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 2,297,685 27,425 $ (152,753) $ 2,853,759 $ 2,111,505 2,558,314 $ (260,629) 0% -11% 3,260,969 $ 20,800 $ 6,625 24% (32,677) -28% 116,635 147,962 116,635 149,312 805 CONTRACTUAL SERVICES 76,260 25,326 41,140 31,300 9,840 807 HEALTH CARE SERVICES 25,000 25,000 13,000 74,328 (61,328) -472% 820 RENT 24% 3,970 8,626 7,500 19,700 (12,200) -163% 37,153 32,672 40,054 48,558 (8,504) -21% 826 FACILITIES MGMT DISCRETIONARY 8,000 125 8,000 125 7,875 98% 827 MATERIAL MGNT DISCRETIONARY 1,200 540 700 571 129 18% - 10 10 (10) 825 REPAIRS AND MAINTENANCE 828 MOTOR POOL - 829 FUEL 6,124 5,572 6,124 5,990 134 2% 830 TELECOM DISCRETIONARY 8,133 5,972 8,133 6,550 1,583 19% - 13,500 (13,500) 839 OTHER INTERNAL SVCS CHARGES - - 843 TRANSPORTATION/SHIPPING 1,500 200 1,000 400 600 850 UTILITIES 6,000 5,246 6,000 5,200 800 860 MISCELLANEOUS EXPENSE 5,000 10,610 7,930 14,015 Subtotal 442 1,845,517 $ 322,400 $ 288,373 $ 283,641 CAPITAL OUTLAY 2,805,559 2,568,338 2,853,759 920 EQUIPMENT 25,433 49,889 37,433 $ 390,359 60% 13% (6,085) -77% $ (106,718) -38% 3,260,969 (39,863) -106% Subtotal $ 25,433 $ 49,889 $ 37,433 $ 77,296 $ (39,863) -106% Total Expenditures $ 2,570,559 $ 2,333,338 $ 2,618,759 $ 3,025,969 $ (407,210) -16% Operating Balance (Rev. - Exp.) $ 407,210 -17% (2,335,559) $ (2,098,338) $ 77,296 (2,383,759) $ (2,790,969) $ maricopa county annual business strategies for 1999-2000 organizational planning and training (35) C o u n t y A d m i n i s t r a t i v e O ffic e r D e p u ty C o u n ty A d m inistrator O r g a n izatio n a l P l a n n i n g & T r a i n i n g O r g a n izatio n a l P l a n n i n g & T r a i n i n g S u e W y b raniec, M a n a g e r S u e W y b raniec, M a n a g e r E m p loyee D e v e lopm e n t O rganizational D e v e lopm e n t Management Development mission To support the County with education, training and change management through assessment, implementation and consultation. program goals To provide organizational development consulting for strategic planning, outcome-based accountability, human system improvement programs, process improvement and organizational structure. Provide employee development opportunities for employees including core training classes, tuition reimbursement and on-site education. We will collaborate with and develop an adjunct faculty to support these efforts. Provide quality management development programs for supervisors, managers and executives through classroom training, retreat opportunities and Intranet applications. community impact Organizational Planning and Training provides services to Maricopa County departments and their employees. Through training and organizational change initiatives, a more skilled and focused workforce will be available to provide effective and efficient services to citizens of Maricopa County. performance measures Performance Measure FY 96-97 FY 97-98 FY 98-99 (Est.) Supervisor School - # of participants 150 168 % participants who believe program worthwhile & N/A N/A relevant % improvement in ability to do jobs 6 months after training Cost per participant Manager School - # of participants N/A N/A 65 % participants who believe program worthwhile & relevant % improvement in ability to do jobs 6 months after training Cost per participant Employee Development Classes # enrolled in classes 1650 Organizational Change Consulting Cost per consulting hour % of customer satisfaction with consulting process Additional explanatory information, if needed: The efficiency and outcome measures will be collected for the first time in 1999-2000. FY 99-00 (Proj) 168 152 2430 443 maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY ORG. PLANNING AND TRAINING Departm e n t 3 5 Fund Type General Totals $ Personal Services 485,160 485,160 Supplies & Services 130,957 $ 130,957 Capital O u tlay $ - $ $ Total Expenses 616,117 616,117 Total Revenue $ $ - EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT ORG. PLANNING AND TRAINING Department 35 FY1998-99 Adopted EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 797 PERSONNEL SAVINGS (NEG) FY1998-99 Restated FY1999-00 Adopted Variance % Subtotal $ 365,989 $ 67,472 8,669 (8,669) 433,461 $ 332,232 $ 62,083 23,446 (8,669) 409,092 $ 373,939 $ 69,678 32,413 (8,669) 467,361 $ 410,020 $ 74,858 5,112 (4,830) 485,160 $ - 0% 0% 0% 0% 0% SUPPLIES AND SERVICES 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES 820 RENT 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 828 MOTOR POOL 830 TELECOM DISCRETIONARY 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 850 UTILITIES 860 MISCELLANEOUS EXPENSE 872 S S INTER-FUND CREDIT (NEG) 873 S S INTERFUND CHARGES Subtotal $ 33,083 $ 5,150 13,000 300 300 9,100 750 250 4,028 5,215 200 14,550 (6,945) 6,000 84,981 $ 42,858 $ 6,250 8,372 189 9,696 640 350 1,727 5,475 27,100 (3,500) 6,000 105,157 $ 32,183 $ 5,150 13,900 300 300 9,100 750 250 4,028 5,215 200 14,550 (6,945) 6,000 84,981 $ 38,825 $ 29,400 15,500 300 400 12,825 525 315 4,450 6,800 317 19,300 (5,000) 7,000 130,957 $ - 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% Subtotal $ 5,300 5,300 $ 14,410 14,410 $ 7,600 7,600 $ - Total Expenditures $ 523,742 $ 528,659 $ 559,942 $ Operating Balance (Rev. - Exp.) $ (523,742) $ (528,659) $ Ending Fund Balance (Resources - Exp.) $ (523,742) $ (528,659) $ $ CAPITAL OUTLAY 920 EQUIPMENT 444 FY1998-99 Projected 0% 0% 0% 0% $ - $ - 0% (559,942) $ (616,117) $ - 0% (559,942) $ (616,117) $ - 0% 616,117 maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION Dept Working Title 35 ORGANIZATIONAL PLANNING & TRAINING ADMINISTRATIVE ASSISTANT ADMINISTRATIVE SECRETARY DATABASE ADMINISTRATOR MENTOR PROGRAM COORDINATOR OD & TRAINING CONSULTANT OD CONSULTANT ORG PLANNING & TRAINING MANAGER TRAINING CONSULTANT TRAINING COORDINATOR 35 Total FTE 1 1 1 1 1 1 1 2 1 10 445 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM ORG. PLANNING AND TRAINING Agency 350 Org 3510 3520 3530 Title Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Revenue PLANNING & TRAINING $ 246,198 $ 72,670 $ - $ 318,868 $ - PLANNING & TRAINING $ 79,735 $ 44,532 $ - $ 124,267 $ - PLANNING & TRAINING $ 159,227 $ 13,755 $ - $ 172,982 $ - Totals: $ 485,160 $ 130,957 $ - $ 616,117 $ - OBJ OBJ_TITLE COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT ORG. PLANNING AND TRAINING Agency 350 FY1998-99 Adopted REVENUE FY1998-99 Projected 523,742 625 STATE SHARED SALES TAXES 528,659 - Total Revenue $ - FY1998-99 Restated FY1999-00 Adopted 559,942 $ - 8 % 616,117 8 $ Variance $ - (8.00) -100% $ (8) -100% $ (36,081) -10% EXPENDITURES PERSONAL SERVICES 523,742 701 REGULAR PAY $ 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 797 PERSONNEL SAVINGS (NEG) 528,659 $ $ SUPPLIES AND SERVICES $ 805 CONTRACTUAL SERVICES 820 RENT 559,942 $ 373,939 616,117 $ 410,020 62,083 69,678 74,858 (5,180) -7% 8,669 23,446 32,413 5,112 27,301 84% (3,839) 44% (17,799) -4% 433,461 (8,669) $ 523,742 801 GENERAL SUPPLIES 332,232 67,472 (8,669) Subtotal 33,083 409,092 (8,669) $ 528,659 $ 42,858 467,361 (4,830) $ 559,942 $ 32,183 485,160 $ 616,117 $ (6,642) -21% 5,150 6,250 5,150 38,825 29,400 $ (24,250) -471% (1,600) -12% 13,000 8,372 13,900 15,500 825 REPAIRS AND MAINTENANCE 300 189 300 300 826 FACILITIES MGMT DISCRETIONARY 300 - 300 400 (100) -33% (3,725) -41% 827 MATERIAL MGNT DISCRETIONARY - 0% 9,100 9,696 9,100 12,825 828 MOTOR POOL 750 640 750 525 225 830 TELECOM DISCRETIONARY 250 350 250 315 (65) -26% 841 EMPLOYEE TRAVEL 4,028 1,727 4,028 4,450 (422) -10% 842 EDUCATION 5,215 5,475 5,215 6,800 (1,585) -30% - - - 317 (317) 843 TRANSPORTATION/SHIPPING 850 UTILITIES 200 - 200 - 200 30% 100% 860 MISCELLANEOUS EXPENSE 14,550 27,100 14,550 19,300 (4,750) 872 S S INTER-FUND CREDIT (NEG) (6,945) (3,500) (6,945) (5,000) (1,945) 28% 6,000 6,000 6,000 7,000 (1,000) -17% (45,976) -54% 873 S S INTERFUND CHARGES Subtotal 446 365,989 $ 84,981 $ 105,157 $ 84,981 CAPITAL OUTLAY 523,742 528,659 559,942 920 EQUIPMENT 5,300 14,410 7,600 $ - $ 5,300 $ 14,410 $ 7,600 $ Total Expenditures $ 523,742 $ 528,659 $ 559,942 $ Operating Balance (Rev. - Exp.) $ (528,659) $ $ 616,117 Subtotal (523,742) $ 130,957 -33% (559,934) $ 616,117 7,600 100% $ 7,600 100% $ (56,175) -10% 56,183 -10% (616,117) $ maricopa county annual business strategies for 1999-2000 parks and recreation (30) County Administrative Officer Community Services Officer Parks and Recreation Parks and Recreation William Scalzo, Director William Scalzo, Director Parks and Parks and Recreation Recreation Commission Commission Administration Deputy Director Design Lake Pleasant / North Side Parks Engineering East Side Parks Desert Outdoor Center West Side Parks Lieutenant mission To provide and manage recreational opportunities that enhance people’s lives while protecting park resources. program goals Parks and Recreation Department goals are: to provide satisfying recreational experiences; to enhance the understanding and appreciation of the diverse cultural heritage and natural resources of the County’s parks; to become more self-sustaining by increasing non-tax revenues; to ensure that the parks are used and protected; to manage, facilitate, and support departmental operations; to maintain safe and clean parks, facilities, roads, and grounds in a manner that consistently exceeds visitors’ expectation; and to plan capital expenditures based on improved services provided to our customers and financial return to the parks. community impact Maricopa County offers a variety of options for the citizens, winter visitors and tourists using the 117,000 acre regional park system. Lake Pleasant offers some of the finest fishing and boating in the state. The Desert Outdoor Center at Lake Pleasant, an environmental education facility, is available for day or overnight use by schools, companies and private citizens, as well as church, youth and civic groups. Within other parks there are three golf courses, a water park, model airplane airport, go-kart track and rodeo arena which are operated on a concessionaire basis. Our winter visitors and citizens enjoy the camping, either primitive, or developed with water and electric hookups. There are hundreds of developed picnic sites, including ramadas, which can accommodate groups of up to several hundred located throughout the system. Many of the parks serve the local communities in remote areas. And finally, there are over 200 miles of hiking and riding trails through the pristine Sonoran Desert. 447 maricopa county annual business strategies for 1999-2000 performance measures Performance Measure Increase revenue system wide by 10% Provide overall customer satisfaction with a minimal number of complaints Increase number of special events system wide by 10% Maintain volunteer host program keeping 90% of residence sites occupied during winter season. Increase number of grant applications by 10% Increase donations from user groups and corporate donors system wide by 10% Strive for highest occupancy rate possible for the Desert Outdoor Center. 448 FY 96-97 $2.2M FY 97-98 $2.3M FY 99-00 (Proj.) $3.3M 47 FY 98-99 (Est.) $2.7M Survey in progress 40 10 90% 100% 100% 100% 3 3 7 8 $20,000 $57,000 $32,000 $50,000 N/A $25,000 $120,000 $220,000 48 maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY P A R K S A N D R E C R E A T IO N D e p a rtm e n t 3 0 Personal Services Fund Type G e n e ra l S p e c ia l R e v e n u e T o t a ls $ S u p p lie s & Services 9 1 0 ,2 9 5 2 ,3 0 8 ,9 1 9 3 ,2 1 9 ,2 1 4 4 2 5 ,7 6 1 9 3 3 ,0 4 7 1 ,3 5 8 ,8 0 8 $ C a p ita l O u tla y 1 ,8 5 3 ,9 0 0 1 ,8 5 3 ,9 0 0 $ T o ta l Expenses $ $ $ T o ta l Revenue 1 ,3 3 6 ,0 5 6 5 ,0 9 5 ,8 6 6 6 ,4 3 1 ,9 2 2 $ $ $ 5 ,4 1 5 ,4 2 6 5 ,4 1 5 ,4 2 6 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT P A R K S A N D R E C R E A T IO N D e p a rtm e n t 3 0 FY1998-99 Adopted RESOURCES BEGINNING FUND BALANCE $ 9,986,257 556,093 556,093 $ 9,986,257 1,005,043 2,280,500 559,500 3,845,043 REVENUE 620 INTERGOVERMENTAL 635 F E E S & C H A R G E S 6 5 0 M IS C E L L A N E O U S R E V E N U E S u b total EXPENDITURES P E R S O N A L S E R V IC E S 701 REGULAR PAY 705 T E M P O R A R Y P A Y 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES 795 P S INTER-FUND CREDIT (NEG) 796 P S INTER-FUND CHARGES 7 9 7 P E R S O N N E L S A V IN G S ( N E G ) $ S u b total S U P P L IE S A N D S E R V I C E S 8 0 1 G E N E R A L S U P P L IE S 802 M E D ICAL SUPPLIES 805 CONTRACTUAL SERVICES 810 L E G A L 820 R E N T 825 REPAIRS AND MAINTENANCE 8 2 6 F A C I L I T I E S M G M T D I S C R E T IO N A R Y 827 M A T E R IAL M G N T D ISCRETI O N A R Y 828 M O T O R P O O L 829 FUEL 8 3 0 T E L E C O M D I S C R E T IO N A R Y 834 BASE LEVEL EQ SERVICES CHARGES 839 O T H E R INTERNAL SVCS CHARGES 841 E M P L O Y E E T R A V E L 842 EDUCATION 8 4 3 T R A N S P O R T A T IO N /S H I P P I N G 850 U T ILITIES 8 6 0 M IS C E L L A N E O U S E X P E N S E 870 OTHER ADJUSTMENTS 880 TRANSFERS OUT TO OTHER FUNDS S u b total CAPITAL OUTLAY 910 LAND 915 BUILDINGS AND IMPROVEMENTS 920 E Q U IPM E N T 9 3 0 T R A N S P O R T A T IO N $ $ $ 9,986,257 2,260,487 183,850 16,050 489,495 42,508 22,541 (148,048) 13,051 (26,000) 2,853,934 9,986,257 144,993 2,000 151,500 900 19,000 95,000 1,000 4,000 1,000 73,000 24,000 84,000 17,000 4,800 9,300 2,500 187,500 18,500 192,394 1,032,387 FY1998-99 P rojected $ 14,048,459 1,030,452 1,030,452 $ 14,048,459 6,832,533 1,303,954 688,290 8,824,777 $ $ $ $ 14,048,459 2,073,827 150,828 12,367 425,598 (114,745) 13,051 2,560,926 14,048,459 189,244 102,057 22,400 139,008 4,752 47,877 6,403 113,753 4,443 6,252 6,704 1,988 226,676 17,240 192,394 1,081,191 $ $ 18,908,790 556,093 556,093 $ 18,908,790 7,827,576 2,280,950 559,050 10,667,576 $ $ $ $ 18,908,790 2,279,954 137,996 14,954 486,263 84,680 11,084 (148,048) 13,051 (26,000) 2,853,934 103,200 144,654 2,000 151,500 900 19,000 95,000 1,000 4,000 1,000 73,000 27,150 80,850 17,339 4,800 9,300 2,500 187,500 18,500 192,394 1,032,387 $ $ 11,847,348 598,660 598,660 $ 11,847,348 1,165,000 2,939,333 712,433 4,816,766 $ $ $ $ 11,847,348 2,568,089 107,000 18,000 587,622 75,923 50,000 (122,434) 14,356 (79,342) 3,219,214 20,000 213,972 169,000 20,000 165,000 8,100 57,800 8,200 83,000 9,400 3,625 15,300 1,700 345,129 28,000 24,000 206,582 1,358,808 V a riance % $ - 0% $ - 0% 0% 0% 0% - 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% - 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% $ $ $ $ $ $ - 0% 0% 0% $ T o tal E x p e n d itures $ 5,585,121 $ 4,193,230 $ 7,685,121 $ 6,431,922 $ - 0% $ 11,847,348 20,000 1,685,000 38,900 110,000 1,853,900 0% S u b total $ 18,908,790 103,200 3,500,000 135,600 60,000 3,798,800 FY1999-00 Adopted 9,986,257 103,200 1,400,000 135,600 60,000 1,698,800 $ 14,048,459 25,932 491,162 34,019 551,113 FY1998-99 R e s tated $ $ O p e rating Balance (Rev. - Exp.) $ (1,740,078) $ 4,631,547 $ 2,982,455 $ (1,615,156) $ - 0% Ending Fund Balance (Resources - Exp.) $ (1,183,985) $ 5,661,999 $ 3,538,548 $ (1,016,496) $ - 0% 449 maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION 450 Dept 30 PARKS & RECREATION 30 Total Working Title ADMINISTRATIVE ASSTNT I ADMINISTRATIVE ASSTNT II ADMINISTRATIVE COORD I ADMINISTRATIVE COORD VI ADMINISTRATIVE SUPERVISOR ADMINISTRATOR II ADMINSTRATIVE COORDINATOR CHIEF COMMUNITY SERVICES OFFICER CHIEF PARK SUPERVISOR CIVIL ENGINEER-SR CONTRACT SPECIALIST II DELETED DEPUTY DIRECTOR MARKETING COORDINATOR PARK EDUCATOR PARK PLANNING & DVLP SPVR PARK POLICE DEPUTY CHIEF PARK RANGER PARK RANGER SUPERVISOR PARK SUPERVISOR PARKS MAINTENANCE WORKER RECREATION TECHNICIAN RECREATION TECHNICIAN I RECREATION TECHNICIAN II TRADES SPECIALIST TRADES SPECIALIST SUPERVISOR TRAILS PLANNER FTE 3 1 1 1 1 1 3.5 1 1 1 1 1 1 1 4 1 1 17 6 3 19 1 1.5 0.5 5 1 2 80.5 maricopa county annual business strategies for 1999-2000 ORG ORG_TITLE COL_INPUT PS SS CO TOTAL_EXP REV HIDE_ROW TOTAL BUDGET BY PROGRAM PARKS AND RECREATION Agency 300 Personal Supplies Services PS & Services SS Org Title 3031 3033 3039 SUMMER RECREATION 3031 $ 50,160 $ OPERATIONS ROLLUP 3033 $ 732,618 $ 3039 $ 127,517 $ 910,295 ADMINISTRATION Totals: OBJ OBJ_TITLE COL_INPUT ADOPTED_98/99 Capital HIDDEN Total OutlayREVENUE_COL Expenditures CO RE - Revenue $ - $ 50,160 $ - 381,711 $ - $ 1,114,329 $ - $ 44,050 $ - $ 171,567 $ - $ 425,761 $ - $ 1,336,056 $ - PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT PARKS AND RECREATION Agency 300 FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted Variance % EXPENDITURES PERSONAL SERVICES 1,282,376 701 REGULAR PAY $ 705 TEMPORARY PAY 808,336 1,266,500 $ 69,850 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 796 P S INTER-FUND CHARGES 797 PERSONNEL SAVINGS (NEG) $ SUPPLIES AND SERVICES $ 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES 810 LEGAL 1,336,056 $ 67,991 840,077 3,007 8,552 6,000 156,156 165,871 183,876 - $ 3,000 8,550 (40,508) -5% 64,991 96% 2,552 30% (18,005) -11% 34% 37,897 24,975 12,922 (148,048) (114,745) (148,048) (122,434) (25,614) 17% 13,051 13,051 13,051 13,051 100% 918,883 $ 1,282,376 801 GENERAL SUPPLIES 799,569 170,636 (26,000) Subtotal 1,282,376 $ 47,018 22,508 795 P S INTER-FUND CREDIT (NEG) 715,956 79,993 820,443 (26,000) $ 1,266,500 $ 918,883 (25,199) $ 1,282,376 $ (801) $ 8,588 $ 3% 1% 1,336,056 (21,179) -26% - 1,000 - 1,000 100% 67,000 83,505 67,000 76,700 (9,700) - 79,993 910,295 1,000 900 94,084 - $ 900 101,172 - 900 -14% 100% 820 RENT 14,000 16,277 14,000 14,500 (500) -4% 825 REPAIRS AND MAINTENANCE 65,000 92,775 65,000 80,000 (15,000) -23% 826 FACILITIES MGMT DISCRETIONARY 1,000 - 1,000 - 1,000 100% 827 MATERIAL MGNT DISCRETIONARY 3,000 4,436 3,000 7,600 (4,600) -153% 100% 828 MOTOR POOL 829 FUEL 830 TELECOM DISCRETIONARY 839 OTHER INTERNAL SVCS CHARGES 1,000 - 1,000 - 1,000 39,000 29,173 39,000 36,300 2,700 6,000 6,403 6,000 8,000 (2,000) -33% 7% 12,000 3,098 12,000 6,000 6,000 50% 841 EMPLOYEE TRAVEL 2,500 4,323 2,500 1,175 1,325 53% 842 EDUCATION 7,000 6,244 7,000 4,700 2,300 33% 843 TRANSPORTATION/SHIPPING 2,000 1,788 2,000 1,200 800 32,000 69,788 32,000 73,414 850 UTILITIES 860 MISCELLANEOUS EXPENSE 11,500 Subtotal $ 344,893 14,335 $ 426,229 11,500 $ 344,893 CAPITAL OUTLAY 1,282,376 1,266,500 1,282,376 920 EQUIPMENT 18,600 19,828 18,600 15,000 $ 425,761 $ 40% (41,414) -129% (3,500) -30% (80,868) -23% 1,336,056 - Subtotal $ 18,600 $ 19,828 $ 18,600 $ Total Expenditures $ 1,282,376 $ 1,266,500 $ 1,282,376 $ 1,336,056 18,600 100% $ 18,600 100% $ (53,680) -4% 451 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM PARKS AND RECREATION Agency 301 Org 3065 Title GRANT OPERATIONS OBJ OBJ_TITLE Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Revenue $ - $ - $ 20,000 $ 20,000 $ 20,000 Totals: $ - $ - $ 20,000 $ 20,000 $ 20,000 COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT PARKS AND RECREATION Agency 301 REVENUE 620 INTERGOVERMENTAL Total Revenue $ FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted 206,400 35,932 206,400 103,200 10,000 103,200 103,200 $ 10,000 $ 103,200 Variance % 40,000 20,000 $ 20,000 (83,200.00) -81% $ (83,200) -81% EXPENDITURES CAPITAL OUTLAY 206,400 910 LAND 452 35,932 206,400 40,000 $ 103,200 $ 25,932 $ 103,200 $ 20,000 $ 83,200 81% Subtotal $ 103,200 $ 25,932 $ 103,200 $ 20,000 $ 83,200 81% Total Expenditures $ 103,200 $ 25,932 $ 103,200 $ 20,000 $ 83,200 81% Operating Balance (Rev. - Exp.) $ $ - $ - - $ (15,932) $ - maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM PARKS AND RECREATION Agency 302 O rg 3033 3039 3051 T itle Personal Supplies C a p ital Total Services & Services Outlay Expenditures PS SS CO OPERATIONS ROLLUP $ 596,629 $ 609,322 $ ADMINISTRATION $ 83,684 $ 1,100 $ BOR $2.5 LAKE PLEASANT $ $ 75,000 $ $ 685,422 $ - Totals: $ OBJ OBJ_TITLE 680,313 CO AD L _OIP NTPEUDT_ 9 8 / 9 9 PROJECTED 133,000 $ 1,338,951 $ $ 84,784 $ 1,070,000 $ 1,145,000 $ 1,203,000 $ 2,568,735 $ - RESTATED Revenue ADOPTED_99/00 2,668,294 2,668,294 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT PARKS AND RECREATION Agency 302 FY1998-99 Adopted RESOURCES Beginning Fund Balance $ REVENUE 620 I N T E R G O V E R M E N T A L 635 F E E S & C H A R G E S 650 M ISCELLANEOUS REVENUE FY1998-99 P rojected 5,355,872 226,093 $ FY1998-99 Restated 10,299,654 147,069 $ FY1999-00 Adopted 14,278,405 226,093 $ Variance 5,237,029 - $ % (226,093) -100% -85% 5,355,872 10,299,654 14,278,405 5,237,029 901,843 6,822,533 7,724,376 1,145,000 (6,579,376.00) 1,500,000 1,303,954 1,500,450 1,378,294 (122,156.00) 50,000 85,000 49,550 145,000 -8% 95,450.00 193% Total Revenue $ 2,451,843 $ 8,211,487 $ 9,274,376 $ 2,668,294 $ (6,606,082) -71% Total Resources $ 2,677,936 $ 8,358,556 $ 9,500,469 $ 2,668,294 $ (6,832,175) -72% EXPENDITURES PERSONAL SERVICES 5,355,872 701 R E G U L A R P A Y $ 705 T E M P O R A R Y P A Y 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 699,135 10,299,654 $ Subtotal $ 149,674 22% 33,982 20,000 13,982 41% 7,500 6,767 6,402 6,000 402 6% 152,266 140,033 150,784 129,249 21,535 14% - 13,257 15,979 - 11,084 SUPPLIES AND SERVICES 893,442 $ 5,355,872 801 GENERAL SUPPLIES $ 802 M E D ICAL SUPPLIES 35,000 $ 10,299,654 $ 1,000 805 CONTRACTUAL SERVICES 852,167 $ 47,210 677,933 5,237,029 25,880 22,541 797 PERSONNEL SAVINGS (NEG) 14,278,405 12,000 - 790 O T H E R P E R S O N A L S E R V I C E S 679,487 893,442 $ - 34,661 $ $ 14,278,405 $ 528,259 (19,174) 680,313 $ (2,722) -21% 11,084 100% 19,174 213,129 24% 5,237,029 $ 1,000 39,900 $ - (5,239) -15% 1,000 100% 84,500 12,991 84,500 84,500 5,000 6,123 5,000 3,200 30,000 42,858 30,000 40,000 1,000 316 1,000 500 500 829 F U E L 34,000 18,704 34,000 20,000 14,000 41% 830 TELECOM DISCRETIONARY 18,000 21,150 100% 834 B A S E L E V E L E Q S E R V I C E S C H A R G E S 820 R E N T 825 REPAIRS AND MAINTENANCE 827 M A T E R IAL MGNT DISCRETIONARY - 21,150 1,800 (10,000) - -33% 50% 84,000 113,753 80,850 81,000 839 OTHER INTERNAL SVCS CHARGES 5,000 1,345 5,339 2,500 841 E M P L O Y E E T R A V E L 2,300 829 2,300 1,025 1,275 55% 842 EDUCATION 2,300 460 2,300 4,100 (1,800) -78% 843 TRANSPORTATION/SHIPPING 850 UTILITIES 860 M ISCELLANEOUS EXPENSE 880 T R A N S F E R S O U T T O O T H E R F U N D S Subtotal $ CAPITAL OUTLAY 500 200 500 500 130,500 151,508 130,500 191,615 (150) 0% 36% 2,839 - 0% (61,115) -47% -43% 7,000 2,742 7,000 10,000 (3,000) 192,394 192,394 192,394 206,582 (14,188) -7% (52,928) -8% 632,494 $ 591,433 $ 632,494 $ 685,422 $ 5,355,872 10,299,654 14,278,405 5,237,029 1,070,000 491,162 3,170,000 1,085,000 2,085,000 920 E Q U IPMENT 22,000 6,336 22,000 18,000 4,000 930 T R A N S P O R T A T I O N 60,000 - 60,000 100,000 915 BUILDINGS AND IMPROVEMENTS 0% 53% (40,000) 66% 18% -67% Subtotal $ 1,152,000 $ 497,498 $ 3,252,000 $ 1,203,000 $ 2,049,000 63% Total Expenditures $ 2,677,936 $ 1,941,098 $ 4,777,936 $ 2,568,735 $ 2,209,201 46% Operating Balance (Rev. - Exp.) $ (226,093) $ 6,270,389 $ 4,496,440 $ 99,559 $ 4,396,881 98% Ending Fund Balance (Resources - Exp.) $ - 6,417,458 $ 4,722,533 $ 99,559 $ 4,622,974 98% $ 453 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM PARKS AND RECREATION Agency 303 Org 3033 Title OPERATIONS ROLLUP OBJ OBJ_TITLE Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Revenue $ - $ 36,000 $ - $ 36,000 $ 36,000 Totals: $ - $ 36,000 $ - $ 36,000 $ 36,000 COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT PARKS AND RECREATION Agency 303 FY1998-99 Adopted REVENUE 650 MISCELLANEOUS REVENUE FY1998-99 Projected 60,000 30,000 Total Revenue $ 30,000 FY1998-99 Restated 67,761 30,000 $ 30,000 FY1999-00 Adopted 60,000 30,000 $ 30,000 Variance 72,000 36,000 $ 36,000 % 6,000.00 20% $ 6,000 20% $ 25,000 83% EXPENDITURES SUPPLIES AND SERVICES 60,000 801 GENERAL SUPPLIES 454 $ 30,000 67,761 $ 37,761 60,000 $ 30,000 72,000 $ 5,000 825 REPAIRS AND MAINTENANCE - - - 5,000 (5,000) 860 MISCELLANEOUS EXPENSE - - - 2,000 (2,000) 870 OTHER ADJUSTMENTS - - - 24,000 (24,000) Subtotal $ 30,000 $ 37,761 $ 30,000 $ 36,000 $ (6,000) -20% Total Expenditures $ 30,000 $ 37,761 $ 30,000 $ 36,000 $ (6,000) -20% Operating Balance (Rev. - Exp.) $ - $ (7,761) $ - $ - $ - maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM PARKS AND RECREATION Agency 304 Org Title 3033 OPERATIONS ROLLUP Personal Supplies Capital Total Services & Services Outlay Expenditures SS CO PS OBJ OBJ_TITLE Revenue $ - $ 75,000 $ - $ 75,000 $ 75,000 Totals: $ - $ 75,000 $ - $ 75,000 $ 75,000 COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT PARKS AND RECREATION Agency 304 REVENUE 650 MISCELLANEOUS REVENUE Total Revenue $ FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted 200,000 28,585 200,000 100,000 10,000 100,000 100,000 $ 10,000 $ 100,000 Variance % 150,000 75,000 $ 75,000 (25,000.00) -25% $ (25,000) -25% $ (35,000) EXPENDITURES SUPPLIES AND SERVICES 200,000 801 GENERAL SUPPLIES $ - 28,585 $ 3,214 200,000 $ - 150,000 $ 35,000 805 CONTRACTUAL SERVICES - 5,561 - 5,000 (5,000) 825 REPAIRS AND MAINTENANCE - 3,375 - 35,000 (35,000) 850 UTILITIES 25,000 Subtotal $ 25,000 5,380 $ 17,530 25,000 $ 25,000 CAPITAL OUTLAY 200,000 28,585 200,000 920 EQUIPMENT 75,000 1,055 75,000 $ 75,000 $ 25,000 100% (50,000) -200% 150,000 75,000 100% Subtotal $ 75,000 $ 1,055 $ 75,000 $ - $ 75,000 100% Total Expenditures $ 100,000 $ 18,585 $ 100,000 $ 75,000 $ 25,000 25% Operating Balance (Rev. - Exp.) $ $ (8,585) $ $ - $ - - - - 455 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM P A R K S A N D R E C R E A T IO N Agency 305 O rg 3031 3085 T itle Personal S u p p lie s C a p ital Total S e r v ic e s & S e rvices O u tla y E x p e n d itu r e s PS SS CO S U M M E R R E C R E A T IO N $ 33,142 $ $ 33,142 $ PARKS ENHANCEMENT $ 1,595,464 $ 136,625 $ 630,900 $ 2,362,989 $ 2,616,132 $ 1,628,606 $ 136,625 $ 630,900 $ 2,396,131 $ 2,616,132 Totals: O B J OBJ_TITLE CO AD L _OIP NTPEUDT_ 9 8 / 9 9 - PROJECTED $ - Revenue RESTATED A D O P T E D _ 9 9 /00 - VARIANCE P E R C E NHTI D E _ R O W EXPENDITURES AND REVENUES BY AGENCY/OBJECT PARKS AND RECREATION Agency 305 RESOURCES FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted P rojected Restated Adopted 2,221,609 Beginning Fund Balance $ REVENUE - 2,350,027 $ 2,221,609 635 FEES & CHARGES 780,500 650 M ISCELLANEOUS REVENUE 379,500 883,383 2,221,609 $ 2,350,027 563,290 - Variance % 5,012,263 $ 598,660 $ 598,660 2,221,609 5,012,263 780,500 1,561,039 780,539.00 100% 379,500 456,433 76,933.00 20% Total Revenue $ 1,160,000 $ 563,290 $ 1,160,000 $ 2,017,472 $ 857,472 74% Total Resources $ 1,160,000 $ 1,446,673 $ 1,160,000 $ 2,616,132 $ 1,456,132 126% EXPENDITURES PERSONAL SERVICES 2,221,609 701 REGULAR PAY $ 705 TEMPORARY PAY 2,350,027 $ 102,000 710 SPECIAL PAY 5,012,263 $ - 1,199,753 (6,000) (104,889) -62% 33,526 34,969 (1,443) -4% 50,000 (50,000) (14,356) - - - - 14,356 - - (34,969) SUPPLIES AND SERVICES $ 2,221,609 801 GENERAL SUPPLIES $ - 888,316 $ 2,350,027 $ 6,975 1,041,609 $ 2,221,609 $ -133% 6,000 1,041,609 -50% (47,977) 274,497 796 P S INTER-FUND CHARGES $ (397,301) 169,608 797 PERSONNEL SAVINGS (NEG) Subtotal $ 84,000 - - - 802,452 36,023 129,409 20,000 790 OTHER PERSONAL SERVICES 2,221,609 $ 2,593 166,593 780 SALARY ADJUSTMENTS 678,384 77,930 - 750 F R I N G E B E N E F ITS - 1,628,606 34,969 $ (586,997) $ (32,900) 32,900 - - - 2,800 (2,800) 820 RENT - - - 2,300 (2,300) 825 REPAIRS AND MAINTENANCE - - - 5,000 (5,000) 829 FUEL - - - 1,500 (1,500) 830 TELECOM DISCRETIONARY - - - 200 (200) 834 BASE LEVEL EQ SERVICES CHARGES - - - 2,000 (2,000) 839 OTHER INTERNAL SVCS CHARGES - - - 900 (900) 841 EMPLOYEE TRAVEL - 1,100 - 1,425 (1,425) 842 EDUCATION - - - 6,500 (6,500) 850 UTILITIES - - - 80,100 (80,100) Subtotal $ CAPITAL OUTLAY - 163 $ 2,221,609 915 BUILDINGS AND IMPROVEMENTS 1,000 $ (1,000) $ 600,000 20,000 - 136,625 (136,625) 5,012,263 - 6,800 - 2,221,609 - 20,000 930 TRANSPORTATION $ 2,350,027 - 920 EQUIPMENT 8,238 -56% 5,012,263 $ 805 CONTRACTUAL SERVICES 860 M ISCELLANEOUS EXPENSE 456 753,016 - (600,000) 20,900 (900) 10,000 (10,000) -5% Subtotal $ 20,000 $ 6,800 $ 20,000 $ 630,900 $ (610,900) -3055% Total Expenditures $ 1,061,609 $ 903,354 $ 1,061,609 $ 2,396,131 $ Operating Balance (Rev. - Exp.) $ 98,391 $ (340,064) $ 98,391 $ (378,659) $ 477,050 485% Ending Fund Balance (Resources - Exp.) $ 98,391 $ 543,319 $ 98,391 $ 220,001 $ (121,610) -124% (1,334,522) -126% maricopa county annual business strategies for 1999-2000 ORG ORG_TITLE COL_INPUT PS SS CO TOTAL_EXP REV HIDE_ROW TOTAL BUDGET BY PROGRAM PARKS AND RECREATION Agency 309 Org Title Totals: OBJ OBJ_TITLE Personal Supplies Services PS & Services SS $ - COL_INPUT ADOPTED_98/99 $ Capital - PROJECTED HIDDEN Total OutlayREVENUE_COL Expenditures CO RE $ - RESTATED $ - ADOPTED_99/00 Revenue $ - VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT PARKS AND RECREATION Agency 309 RESOURCES FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted - Variance % Beginning Fund Balance $ 660,000 330,000 $ - $ 660,000 330,000 $ - $ (330,000) -100% Total Resources $ 330,000 $ - $ 330,000 $ - $ (330,000) -100% EXPENDITURES CAPITAL OUTLAY 660,000 915 BUILDINGS AND IMPROVEMENTS - 330,000 660,000 330,000 100% Subtotal $ 330,000 $ - $ 330,000 $ - $ 330,000 100% Total Expenditures $ 330,000 $ - $ 330,000 $ - $ 330,000 100% Ending Fund Balance (Resources - Exp.) $ $ - $ $ - $ - - 330,000 - - - 457 maricopa county annual business strategies for 1999-2000 planning and development (44) County Administrative Officer Chief Community Services Officer Planning & Development Planning & Development Joy Rich, Director Joy Rich, Director Comprehensive Planning & Coordination Current Planning Technology Support Code Enforcement Administration Zoning Division Building Safety Customer Services Inspection Services Plan Review mission To professionally and efficiently perform mandated functions and provide planning services to the citizens of Maricopa County. program goals Continue to lead implementation of the “One Stop Shop” permitting program, installing new permitting software; staffing the interdepartmental “One Stop Shop” development team; and reviewing and streamlining Planning and Development processes and business practices Develop improved customer service techniques for the zoning counter to be implemented while transitioning to the “One Stop Shop.” The value of these improvements to the customer will be measured through a customer service survey. Develop data and mapping standards to digitize the Maricopa County zoning maps. Convert two zoning maps per week to digital format. Fulfill Maricopa County’s responsibility for Census 2000 Prepare a procedures manual for the Current Planning Division Ensure adoption of the New River Area Plan, Tonapah Area Plan and White Tanks/Grand Avenue Area Plan community impact Current planning, customer service and inspection services assure that development meets applicable zoning and building safety requirements. Without these programs, development could occur in inappropriate locations, with health and safety risks. Comprehensive planning is the key to averting the long-term degradation of the natural and man made environment of the County. 458 maricopa county annual business strategies for 1999-2000 performance measures Performance Measure Number Bldg. Inspections Number Permits Issued Number Zoning Clearances Number Zoning Violations Zoning/Special Use Applications Board Of Adjustment Applications Subdivision Applications Code Enforcement Inspections FY 96-97 43,000 9,063 5,448 560 `84 130 64 2,525 FY 97-98 8,0543 9,077 6,369 1,020 134 184 55 6,457 FY 98-99 (Est.) 150,000 10,000 6,000 900 125 180 35 4,700 FY 99-00 (Proj) 150,000 10,000 6,000 900 125 180 35 4,700 Additional explanatory information, if needed: proposed performance measures are shown in five year projections 459 maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY PLANNING AND DEVELOPMENT D e p a r t m e n t 44 Fund Type Special Revenue Totals $ Personal Services 3,667,365 3,667,365 S u p p lies & Services 2,430,765 $ 2,430,765 Capital Outlay 646,000 646,000 $ $ $ Total Expenses 6,744,130 6,744,130 $ $ Total Revenue 7,084,531 7,084,531 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT PLANNING AND DEVELOPMENT Departm e n t 44 FY1998-99 Adopted RESOURCES - REVENUE 610 L I C E N S E S A N D P E R M ITS 615 G R A N T S 635 F E E S & C H A R G E S 637 FINES & FORFEITS 650 M ISCELLANEOUS REVENUE - Subtotal $ EXPENDITURES PERSONAL SERVICES 701 R E G U L A R P A Y 705 T E M P O R A R Y P A Y 710 S P E C IAL PAY 750 F R I N G E B E N E F ITS 780 S A L A R Y A D J U S T M E N T S 795 P S INTER-FUND CREDIT (NEG) 796 P S INTER-FUND CHARGES 797 P E R S O N N E L S A V INGS (NEG) - $ Subtotal $ - SUPPLIES AND SERVICES 801 G E N E R A L S U P P L IES $ 805 C O N T R A C T U A L S E R V ICES 810 L E G A L 820 R E N T 825 R E P A IRS AND MAINTENANCE 826 F A C ILITIES M G M T D ISCRETI O N A R Y 827 M A T E R IAL MGNT DISCRETIONARY 830 T E L E C O M D ISCRETIONARY 832 C O U N T Y C O U N S E L 833 E M P L O Y E E B E N E F ITS ADMIN 834 B A S E L E V E L E Q S E R V ICES CHARGES 836 R I S K M A N A G E M E N T 837 BASE LEVEL TELECOM 841 E M P L O Y E E T R A V E L 842 E D U C A T ION 843 T R A N S P O R T A T ION/SHIPPING 850 U T ILITIES 860 M ISCELLANEOUS EXPENSE 873 S S INTERFUND CHARGES 880 T R A N S F E R S O U T T O O T H E R F U N D S Subtotal $ - $ 6,093,338 13,828,661 - 6,093,338 1,806,400 23,432 1,155,000 10,000 2,994,832 13,828,661 3,734,531 3,025,000 25,000 300,000 7,084,531 $ - - $ $ - $ FY1999-00 Adopted - $ $ - - $ - $ - Subtotal $ FY1998-99 Restated - $ CAPITAL OUTLAY 920 E Q U IPMENT 930 T R A N S P O R T A T ION 460 FY1998-99 P rojected $ $ 6,093,338 2,708,266 2,708,266 6,093,338 390,240 390,240 - $ $ $ 3,098,506 % - 0% 0% 0% 0% - 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% $ - 0% 0% 0% $ $ $ 0% $ 13,828,661 80,000 136,831 2,000 400,000 20,000 875,000 26,000 8,243 60,000 7,868 54,000 15,835 46,326 11,000 40,000 34,183 100,000 26,087 487,392 2,430,765 $ 446,000 200,000 646,000 $ - $ 6,744,130 $ - 0% $ - 13,828,661 3,102,714 31,554 34,660 614,853 102,547 (41,470) 8,745 (186,238) 3,667,365 V a ria n c e $ 0% 0% Total Expenditures $ - $ - $ Operating Balance (Rev. - Exp.) $ - $ - $ (103,674) $ 340,401 $ - 0% Ending Fund Balance (Resources - Exp.) $ - $ - $ (103,674) $ 340,401 $ - 0% maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION Dept 44 PLANNING AND DEVELOPMENT 44 Total WORKING TITLE ACCOUNT CLERK III ACCOUNTANT ADMINISTRATIVE ASSISTANT ADMINISTRATIVE ASSTNT I ADMINISTRATIVE ASSTNT II ADMINISTRATIVE COORD III ADMINISTRATIVE COORD V BUILDING INSPECTOR BUILDING INSPECTOR II BUILDING INSPECTOR III BUILDING INSPECTOR SPECIALIST CHIEF BUILDING OFFICIAL CLERK IV CODE ENFORCEMENT OFFICER DATABASE ADMINISTRATOR DECISION SUPPRT ANLYST II ENGINEERING-PLANNING MGR GRAPHICS SPECIALIST III ILLEGAL DUMPING COORDINATOR LEAD SYSTEMS ADMINISTRATOR NETWORK ADMINISTRATOR PERMIT TECHNICIAN PLAN REVIEW SPECIALIST PLAN REVIEWER II PLANNER PLANNER-SR PLANNING&INFRASTR DEV DIR PROGRAMER SECRETARY STRUCTURAL PLAN REVW ENGR TECHNICAL WRITER WEBMASTER ZONING MANAGER ZONING REPRESENTATIVE ZONING REPRESENTATIVE I ZONING REPRESENTATIVE I1 ZONING REPRESENTATIVE II ZONING REPRESENTATIVE III ZONING TECHNICIAN FTE 1 1 2 2 4 1 1 5 8 4 1 1 1 1 1 1 3 1 1 1 1 4 2 4 10 3 1 1 1 1 1 1 1 3 4 1 6 5 2 93 461 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM PLANNING AND DEVELOPMENT Agency 440 O rg 4410 4420 4430 4440 4450 4460 4470 4480 T itle Personal S u p p lies C a p ital Total Services & S e rvices O u tlay E x p e n d itu r e s PS SS CO ADMINISTRATION $ 338,602 $ 2,254,495 $ $ 3,233,097 $ TECHNOLOGY SUPPORT $ 341,141 $ 12,000 $ - $ 353,141 $ CUSTOMER SERVICE $ 694,795 $ 19,183 $ - $ 713,978 $ CODE ENFORCEMENT $ 336,766 $ 12,000 $ - $ 348,766 $ 90,500 INSPECTION SERVICES $ 774,039 $ 17,000 $ - $ 791,039 $ 3,436,500 PLAN REVIEW $ 321,530 $ 4,087 $ - $ 325,617 $ 1,996,000 CURRENT PLANNING $ 521,740 $ 39,000 $ - $ 560,740 $ 798,500 COMPREHENSIVE PLANNING $ 252,040 $ 18,000 $ - $ 270,040 $ 11,000 Totals: $ 3,580,653 $ 2,375,765 $ $ 6,596,418 $ 6,600,000 O B J OBJ_TITLE CO AD L _OIP NTPEUDT_ 9 8 / 9 9 PROJECTED 640,000 Revenue 640,000 RESTATED A D O P T E D _ 9 9 /00 24,000 243,500 VARIANCE P E R C E NHTI D E _ R O W EXPENDITURES AND REVENUES BY AGENCY/OBJECT PLANNING AND DEVELOPMENT Agency 440 FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted P rojected Restated Adopted REVENUE - - 5,834,745 Variance % 13,196,418 610 L I C E N S E S A N D P E R M ITS - - 1,735,000 3,585,000 1,850,000.00 107% 635 FEES & CHARGES - - 1,155,000 2,970,000 1,815,000.00 157% 637 FI N E S & F O R F E ITS - - 650 M ISCELLANEOUS REVENUE - - Total Revenue $ - $ - $ - $ - 10,000 $ 2,900,000 $ 25,000 25,000.00 20,000 10,000.00 100% $ 3,700,000 128% $ (3,033,231) 6,600,000 EXPENDITURES PERSONAL SERVICES - 701 REGULAR PAY 5,834,745 $ - 13,196,418 $ 3,033,231 705 TEMPORARY PAY - - - 31,554 (31,554) 710 SPECIAL PAY - - - 33,550 (33,550) 750 F R I N G E B E N E F ITS - - - 602,209 (602,209) 780 SALARY ADJUSTMENTS - - - 99,072 (99,072) 795 P S INTER-FUND CREDIT (NEG) - - - (41,470) 796 P S INTER-FUND CHARGES - - 797 PERSONNEL SAVINGS (NEG) - - Subtotal $ - $ - SUPPLIES AND SERVICES $ - $ - - 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES 2,625,524 $ - 2,625,524 - 2,616,779 (186,238) $ 5,834,745 $ 41,470 8,745 3,580,653 $ (955,129) 80,000 $ 81,831 (80,000) - 810 LEGAL - - - 2,000 (2,000) 820 RENT - - - 400,000 (400,000) (81,831) 825 REPAIRS AND MAINTENANCE - - - 20,000 (20,000) 826 FACILITIES MGMT DISCRETIONARY - - - 875,000 (875,000) (26,000) 827 MATERIAL MGNT DISCRETIONARY - - - 26,000 830 TELECOM DISCRETIONARY - - - 8,243 (8,243) 832 COUNTY COUNSEL - - - 60,000 (60,000) 8 3 3 E M P L O Y E E B E N E F I T S A D M IN - - - 7,868 (7,868) 834 BASE LEVEL EQ SERVICES CHARGES - - - 54,000 (54,000) 836 RISK MANAGEMENT - - - 15,835 (15,835) 837 BASE LEVEL TELECOM - - - 46,326 (46,326) 841 EMPLOYEE TRAVEL - - - 11,000 (11,000) 842 EDUCATION - - - 40,000 (40,000) 843 TRANSPORTATION/SHIPPING - - - 34,183 (34,183) 850 UTILITIES - - - 100,000 (100,000) - 26,087 860 M ISCELLANEOUS EXPENSE - - - - 880 TRANSFERS OUT TO OTHER FUNDS - - $ - CAPITAL OUTLAY $ 309,221 - $ - 309,221 $ 5,834,745 2,375,765 - - 440,000 930 TRANSPORTATION - - - 200,000 - $ - $ Total Expenditures $ - $ - $ Operating Balance (Rev. - Exp.) $ - $ - $ - 100% (487,392) $ (2,066,544) -668% 13,196,418 $ 309,221 487,392 920 EQUIPMENT Subtotal (26,087) - - - -36% 13,196,418 $ - 873 S S INTERFUND CHARGES 100% 186,238 - Subtotal 462 - (440,000) (200,000) $ 640,000 $ (640,000) $ 6,596,418 $ (3,661,673) -125% (34,745) $ 3,582 $ (38,327) 110% 2,934,745 maricopa county annual business strategies for 1999-2000 ORG ORG_TITLE COL_INPUT PS SS CO TOTAL_EXP REV HIDE_ROW TOTAL BUDGET BY PROGRAM PLANNING AND DEVELOPMENT Agency 442 Org Title 4401 AUTOMATION SUPPORT Totals: OBJ OBJ_TITLE Personal Supplies Services PS & Services SS Capital HIDDEN Total OutlayREVENUE_COL Expenditures CO RE Revenue 4401 $ - $ - $ - $ 280,000 $ 280,000 $ - $ - $ - $ 280,000 $ 280,000 COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT PLANNING AND DEVELOPMENT Agency 442 FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted REVENUE - 650 MISCELLANEOUS REVENUE - - - - Variance % 280,000 - 280,000 280,000.00 Total Revenue $ - $ - $ - $ 280,000 $ 280,000 Operating Balance (Rev. - Exp.) $ - $ - $ - $ 280,000 $ (280,000) 463 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM PLANNING AND DEVELOPMENT Agency 443 Org 4401 4430 4450 Title Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO AUTOMATION SUPPORT $ $ - $ - $ CUSTOMER SERVICE $ 45,293 $ - $ 3,000 $ 48,293 $ INSPECTION SERVICES $ 41,419 $ - $ 3,000 $ 44,419 $ Totals: $ 86,712 $ - $ 6,000 $ 92,712 $ OBJ OBJ_TITLE - Revenue COL_INPUT ADOPTED_98/99 PROJECTED RESTATED - ADOPTED_99/00 $ VARIANCE 149,531 149,531 PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT PLANNING AND DEVELOPMENT Agency 443 FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted REVENUE - 258,593 242,243 610 LICENSES AND PERMITS - - 71,400 149,531 615 GRANTS - - 23,432 Total Revenue $ - $ - - Variance $ - $ - $ 94,832 78,131.00 $ 149,531 % 109% (23,432.00) -100% $ 54,699 $ (69,483) 58% EXPENDITURES PERSONAL SERVICES - 701 REGULAR PAY 258,593 $ - 242,243 $ 69,483 710 SPECIAL PAY - - - 1,110 (1,110) 750 FRINGE BENEFITS - - - 12,644 (12,644) 780 SALARY ADJUSTMENTS - - - 3,475 (3,475) 796 P S INTER-FUND CHARGES - - 82,742 - 82,742 Subtotal $ - SUPPLIES AND SERVICES $ - - 873 S S INTERFUND CHARGES $ $ $ - - $ 81,019 $ - $ - $ - Total Expenditures $ - $ - $ 163,761 Operating Balance (Rev. - Exp.) $ - $ - $ (3,970) 100% -5% - $ 81,019 100% 81,019 100% 242,243 - Subtotal $ $ 258,593 - 86,712 242,243 81,019 - - 920 EQUIPMENT 82,742 258,593 - - CAPITAL OUTLAY $ - Subtotal 464 - 6,000 (6,000) $ 6,000 $ (6,000) $ 92,712 $ 71,049 43% (68,929) $ 56,819 $ (125,748) 182% maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM PLANNING AND DEVELOPMENT Agency 444 Org 4401 Title AUTOMATION SUPPORT Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Revenue $ - $ 55,000 $ - $ 55,000 $ 55,000 Totals: $ - $ 55,000 $ - $ 55,000 $ 55,000 OBJ OBJ_TITLE COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT PLANNING AND DEVELOPMENT Agency 444 FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted REVENUE - 635 FEES & CHARGES - Total Revenue $ - - - $ $ 55,000 - % 110,000 - - Variance $ 55,000 55,000.00 $ 55,000 EXPENDITURES SUPPLIES AND SERVICES - 805 CONTRACTUAL SERVICES - - - - 110,000 - 55,000 (55,000) Subtotal $ - $ - $ - $ 55,000 $ (55,000) Total Expenditures $ - $ - $ - $ 55,000 $ (55,000) Operating Balance (Rev. - Exp.) $ - $ - $ - $ - $ - 465 maricopa county annual business strategies for 1999-2000 public fiduciary (34) County Administrative Officer Community Services Officer Public Fiduciary Public Fiduciary Richard T. Vanderheiden Richard T. Vanderheiden Chief Investigator Administration Legal Coordination & Support Estate Operations Estate Administration Computer Services Human Services mission The Maricopa County Public Fiduciary provides guardianship, conservatorship and decedent services in a professional, efficient and compassionate manner when no other person or corporation is qualified and willing to serve. program goals Continue to improve timeliness and accuracy in court accountings, court inventories and guardian reports. To improve the cost recovery percentage (revenue ÷ expenditures) for public fiduciary services. To provide more training, continuing education and employee recognition to Public Fiduciary staff. Measure customer satisfaction in all service areas. Maximize the utilization of available information technology to reduce costs. community impact The Public Fiduciary's Office provides a protective service to those citizens of Maricopa County who are at physical risk or being financially abused and in need of guardianship, conservatorship and probate services pursuant to ARS 14-5601. The Public Fiduciary also oversees the County Indigent Burial Program that provides burial services for families who are not financially able to bury or provide other funeral and disposition arrangements for the deceased pursuant to ARS 36-831. 466 maricopa county annual business strategies for 1999-2000 performance measures Performance Measure Revenues Collected Fees Collected as a percentage of total revenue Total Cases Accountings Prepared Client Visits Percent of all court inventories for conservatorship/ probate cases filed with the court on time Percent of all court accountings that are filed with the court on time Percent of all guardian reports that are filed with the court on time. Percent of all court investigations filed with the court on time. Indigent Burials Total Burials Burial Referrals Percent of burials competed in five days or less FY 96-97 FY 97-98 FY 98-99 (Est.) FY 99-00 (Proj) 526,407 34% 1160 360 2310 95.65 559,591 42% 1123 380 2350 95.45 660,000 51% 1190 440 2440 96.0 690,000 55% 1220 460 2480 96.0 97.60 90.56 96.0 96.0 99.64 99.63 96.0 96.0 100.0 100.0 96.0 96.0 390 1510 95.19 351 1217 94.95 420 1432 96.0 440 1510 96.0 467 maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY PUBLIC FIDUCIARY Departm e n t 34 Fund Type General Totals $ Personal Services 1,437,054 1,437,054 S u p p lies & Services 238,192 $ 238,192 Capital O u tlay 2,269 2,269 $ $ $ Total Expenses 1,677,515 1,677,515 $ $ Total Revenue 690,000 690,000 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT PUBLIC FIDUCIARY Department 34 FY1998-99 Adopted RESOURCES REVENUE 635 FEES & CHARGES Subtotal $ EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 797 PERSONNEL SAVINGS (NEG) $ 2,195,566 2,195,566 660,000 660,000 FY1998-99 Restated $ 2,115,954 2,115,954 550,000 550,000 FY1999-00 Adopted $ 2,367,515 2,367,515 690,000 690,000 Variance % $ - 0% 0% 2,115,954 1,185,923 $ 206,535 30,000 (37,596) 1,384,862 $ 2,195,566 1,152,208 $ 199,520 22,793 (37,596) 1,336,925 $ 2,115,954 1,200,338 $ 208,387 13,733 (37,596) 1,384,862 $ 2,367,515 1,210,838 $ 235,159 28,653 (37,596) 1,437,054 $ - 0% 0% 0% 0% 0% SUPPLIES AND SERVICES 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES 815 INSURANCE 820 RENT 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 829 FUEL 830 TELECOM DISCRETIONARY 841 EMPLOYEE TRAVEL 842 EDUCATION 860 MISCELLANEOUS EXPENSE Subtotal $ 2,115,954 9,009 11,200 127,987 12,900 100 800 2,189 4,207 2,800 5,200 3,200 179,592 $ 2,195,566 12,000 10,812 140,086 9,900 80 550 1,200 7,600 1,613 4,300 9,000 197,141 $ 2,115,954 9,009 11,200 127,987 12,900 100 800 2,189 4,207 2,800 5,200 3,200 179,592 $ 2,367,515 11,500 11,200 120 181,780 12,900 100 800 3,118 7,182 2,100 4,200 3,192 238,192 $ - 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% CAPITAL OUTLAY 940 OTHER CAPITAL OUTLAY Subtotal $ 2,115,954 1,500 1,500 $ 2,195,566 1,500 1,500 $ 2,115,954 1,500 1,500 $ 2,367,515 2,269 2,269 $ - 0% 0% Total Expenditures $ 1,565,954 $ 1,535,566 $ 1,565,954 $ 1,677,515 $ - 0% $ Subtotal $ 468 2,115,954 2,115,954 550,000 550,000 FY1998-99 Projected $ $ $ $ Operating Balance (Rev. - Exp.) $ (1,015,954) $ (875,566) $ (1,015,954) $ (987,515) $ - 0% Ending Fund Balance (Resources - Exp.) $ (1,015,954) $ (875,566) $ (1,015,954) $ (987,515) $ - 0% maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION Dept 34 PUBLIC FIDUCIARY 34 Total WORKING TITLE ADMINISTRATIVE COORD III ASSISTANT PBLC FIDUCIARY CLERK IV ESTATE ADMINISTRATION MGR ESTATE ADMINISTRATOR I ESTATE ADMINISTRATOR II ESTATE ANALYST ESTATE FIELD INVESTIGATOR ESTATE OPERATIONS MGR HUMAN SERVICE COORD HUMAN SERVICE MANAGER INDIGENT BURIAL COORD LEGAL SECRETARY II LEGAL SECRETARY III PUBLIC FIDUCIARY SECRETARY SENIOR SYSTEMS ANALYST FTE 1 1 1 1 3 5 4 1 1 7 1 2 1 1 1 1 1 33 469 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM PUBLIC FIDUCIARY Agency 340 Org 3410 3420 Title Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Revenue PUBLIC FIDUCIARY SERVICES $ 1,345,534 $ 236,247 $ 2,269 $ 1,584,050 $ INDIGENT BURIAL SERVICES $ 91,520 $ 1,945 $ - $ 93,465 $ Totals: $ 1,437,054 $ 238,192 $ 2,269 $ 1,677,515 $ OBJ OBJ_TITLE COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 690,000 690,000 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT PUBLIC FIDUCIARY Agency 340 FY1998-99 Adopted REVENUE 635 FEES & CHARGES 2,115,954 550,000 Total Revenue 701 REGULAR PAY 2,115,954 550,000 2,367,515 690,000 Variance % 140,000.00 25% 660,000 $ 550,000 $ 690,000 $ 140,000 25% $ 2,115,954 1,185,923 $ 2,195,566 1,152,208 $ 2,115,954 1,200,338 $ 2,367,515 1,210,838 $ (10,500) -1% (26,772) -13% 206,535 780 SALARY ADJUSTMENTS 199,520 208,387 235,159 30,000 22,793 13,733 28,653 (37,596) (37,596) (37,596) (37,596) - 0% $ 1,384,862 $ 1,336,925 $ 1,384,862 $ 1,437,054 $ (52,192) -4% $ 2,115,954 9,009 $ 2,195,566 12,000 $ 2,115,954 9,009 $ 2,367,515 11,500 $ (2,491) -28% 11,200 10,812 11,200 11,200 - - - - 797 PERSONNEL SAVINGS (NEG) SUPPLIES AND SERVICES 801 GENERAL SUPPLIES 2,195,566 660,000 FY1999-00 Adopted 550,000 $ 750 FRINGE BENEFITS Subtotal FY1998-99 Restated $ EXPENDITURES PERSONAL SERVICES 805 CONTRACTUAL SERVICES 815 INSURANCE 820 RENT (14,920) -109% 0% 120 (120) 127,987 140,086 127,987 181,780 (53,793) 12,900 9,900 12,900 12,900 - 0% 826 FACILITIES MGMT DISCRETIONARY 100 80 100 100 - 0% 827 MATERIAL MGNT DISCRETIONARY 800 550 800 800 - 829 FUEL 2,189 1,200 2,189 3,118 (929) -42% 830 TELECOM DISCRETIONARY 4,207 7,600 4,207 7,182 (2,975) -71% 841 EMPLOYEE TRAVEL 2,800 1,613 2,800 2,100 700 25% 842 EDUCATION 5,200 4,300 5,200 4,200 1,000 19% 860 MISCELLANEOUS EXPENSE 3,200 9,000 3,200 3,192 8 0% 179,592 $ 197,141 $ 179,592 $ 238,192 $ (58,600) -33% 825 REPAIRS AND MAINTENANCE Subtotal $ CAPITAL OUTLAY 940 OTHER CAPITAL OUTLAY 470 FY1998-99 Projected 2,115,954 2,195,566 2,115,954 2,367,515 1,500 1,500 1,500 -42% 0% 2,269 (769) -51% Subtotal $ 1,500 $ 1,500 $ 1,500 $ 2,269 $ (769) -51% Total Expenditures $ 1,565,954 $ 1,535,566 $ 1,565,954 $ 1,677,515 $ (111,561) -7% Operating Balance (Rev. - Exp.) $ (1,015,954) $ (875,566) $ (1,015,954) $ (987,515) $ (28,439) 3% maricopa county annual business strategies for 1999-2000 public health (86) County Administrative Officer Chief Health Services Officer Public Health Public Health Jonathan B. Weisbuch, M.D., Jonathan B. Weisbuch, M.D., Director Director Administration Epidemiology & Data Services Preventive Medical Health Services Community Health Services Ryan White mission To promote, preserve, and protect the health of people and communities in Maricopa County. program goals To provide and assure public health services meet the needs of the community. To meet or exceed the mandates for Public Health Services and strive to set new standards as appropriate. To Improve the information upon which we define the health status of the community. To promote lifestyles which reduce risk of disability, death, and disease. To develop, implement, and improve programs to prevent, control, eliminate and eradicate disease. To maintain and enhance the administrative/operational infrastructure of the department. To improve the breadth of and access to quality services provided to the community. To develop appropriate revenue streams to meet the needs of Public Health programs. To improve training and technical assistance provided to our employees. To collaborate with other departments and entities throughout the County in order to improve and enhance County government services. To establish new public health facilities. To support activities and enhance the morale within the department. To develop outcome based performance measures for all public health programs. To develop a three-year Public Health Services business plan. community impact The Department of Public Health Services promotes the population’s health through education, prevention, and the limitation of disease and food borne illness. The provision of basic public health services: Increases life expectancy and productivity; reduces the occurrence of disease, disability, and early death; eliminates diseases that are preventable by vaccines (such as measles, mumps and rubella); reduces the occurrence of traumatic injuries (such as head injuries); improves conditions which may result in illness to infants and children. Money spent in the prevention and limitation of disease reduces what otherwise would be spent for the treatment of disease and the maintenance of the disabled. performance measures Performance Measure Number of children (0-18) immunized FY 96-97 55,915 FY 97-98 86,722 FY 98-99 (Est.) 91,000 FY 99-00 (Proj) 95,500 471 maricopa county annual business strategies for 1999-2000 Immunization coverage level for children at age 2 at Public Health 54% Clinics Number of HIV/STD Counseling/testing clients 30,000 Number of lab tests 100,235 Number of registered births and deaths* 66,179 Number of certified birth and death certificates issued* 182,400 Number of TB client visits 17,000 Number of eligible persons seeking/receiving HIV services 1,072 Additional explanatory information, if needed: 57% 61% 65% 23,391 109,398 35,047 23,000 115,000 40,000 23,500 120,000 40,000 194,000 18,558 196,000 17,000 207,000 17,900 1,128 1,213 1,334 *Under a new policy, births and deaths my be registered directly with the Arizona Department of Health Services. However, management of research and issuing copies is still the responsibility of MCDPH. Therefore, performance measures include both registrations and copies issued. 472 maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY PUBLIC HEALTH Department 86 Fund Type General Special Revenue Totals $ Personal Services 4,012,402 12,257,674 16,270,076 Supplies & Services 917,556 16,378,492 $ 17,296,048 Capital Outlay 12,500 579,289 591,789 $ Total Expenses $ 4,942,458 $ 29,215,455 $ 34,157,913 Total Revenue $ $ $ 29,215,455 29,215,455 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT P U B L IC H E A L T H D epartm e n t 8 6 RESOURCES B E GIN N IN G F U N D B A L A N C E $ R E VE N U E F Y 1 9 9 8 -9 9 F Y 1 9 9 8 -9 9 F Y 1 9 9 8 -9 9 F Y 1 9 9 9 -0 0 Adopted P rojected R e s tated Adopted 50,152,918 47,833,337 66,042,414 1 ,0 0 0 ,0 0 0 1 ,0 0 0 ,0 0 0 1 ,0 0 0 ,0 0 0 1 ,0 0 0 ,0 0 0 $ 50,152,918 1 ,0 0 0 ,0 0 0 $ 47,833,337 1 ,0 0 0 ,0 0 0 Variance 63,373,368 3 1 4 ,5 3 7 $ 3 1 4 ,5 3 7 66,042,414 63,373,368 6 1 0 L ICE N S E S A N D P E R M IT S - - 1 ,8 0 6 ,4 0 0 3 ,7 3 4 ,5 3 1 615 GR ANT S - - 2 3 ,4 3 2 1 ,1 5 5 ,0 0 0 635 F E E S & CH A R GE S - - 6 3 7 F IN E S & F O R F E IT S - - 6 5 0 M IS C E L L A N E O U S R E V E N U E - - S u b total $ - $ 1 0 ,0 0 0 $ 2 ,9 9 4 ,8 3 2 $ - - - % $ - 0% - 0% - 3 ,0 2 5 ,0 0 0 - 0% 2 5 ,0 0 0 - 0% 3 0 0 ,0 0 0 - 0% $ - 0% $ 7 ,0 8 4 ,5 3 1 EXPENDITURES P E R S O N A L S E R VICE S 50,152,918 701 R E G U L A R P AY $ - 0% - 3 1 ,5 5 4 - 0% 710 S P E CIAL P AY - - - 3 4 ,6 6 0 - 0% 7 5 0 F R IN G E B E N E F IT S - - - 6 1 4 ,8 5 3 - 0% 780 S ALAR Y ADJU S T ME N T S - - - 1 0 2 ,5 4 7 - 0% 7 9 5 P S I N T E R -F U N D C R E D I T (N E G ) - - - - 0% 7 9 6 P S IN T E R -F U N D C H A R G E S - - - 0% 7 9 7 P E R S O N N E L S A V I N G S (N E G ) - - - 0% - 0% S U P P L IE S A N D S E R V ICE S - $ 50,152,918 8 0 1 G E N E R A L S U P P L IE S $ $ $ 8 ,7 4 5 - - $ (1 8 6 ,2 3 8 ) 2 ,7 0 8 ,2 6 6 $ 3 ,6 6 7 ,3 6 5 $ 7 2 1 ,8 4 5 66,042,414 $ - 0% 1 ,0 6 5 ,8 8 7 2 ,3 0 9 ,7 1 0 1 ,0 8 2 ,5 9 2 - 0% 805 C O N T R ACT U A L S E R VICE S 5 ,7 1 8 ,2 0 5 6 ,3 2 2 ,1 9 5 1 1 ,9 6 3 ,1 6 2 1 2 ,2 1 0 ,8 4 8 - 0% 3 1 0 ,8 9 1 3 8 5 ,9 5 6 3 4 0 ,3 4 8 4 4 0 ,1 9 8 - 0% 2 ,8 0 0 8 ,3 3 0 2 ,8 0 0 3 ,8 0 0 - 0% 820 R E NT 5 7 2 ,4 4 2 6 7 3 ,5 0 6 5 7 4 ,4 4 2 6 3 9 ,3 4 0 - 0% 8 2 5 R E P AIR S A N D M A IN T E N A N C E 1 3 2 ,8 0 0 3 3 ,0 9 0 1 3 2 ,8 0 0 1 7 7 ,7 1 2 - 0% $ 8 2 6 F ACIL IT IE S M G M T D IS C R E T I O N A R Y 5 1 ,5 0 1 5 1 ,5 0 1 2 8 ,8 0 0 - 0% 8 2 7 M A T E R IAL M G N T D IS C R E T I O N A R Y 4 6 ,1 1 5 2 8 ,2 4 0 4 6 ,1 1 5 3 7 ,1 5 0 - 0% 4 ,5 7 0 1 1 ,4 7 0 4 ,5 7 0 6 ,2 6 1 - 0% 829 F U E L 1 0 ,1 5 1 8 ,1 1 0 1 0 ,1 5 1 1 0 ,6 0 1 - 0% 8 3 0 T E L E C O M D IS C R E T I O N A R Y 9 5 ,0 0 0 1 0 9 ,2 1 2 9 5 ,0 0 0 1 0 0 ,0 0 0 - 0% 832 COU N T Y COU N S E L 3 8 ,6 0 0 2 6 ,3 2 4 3 8 ,6 0 0 5 0 ,8 6 0 - 0% 8 3 3 E M P L O Y E E B E N E F IT S A D M IN 6 0 ,5 1 9 4 1 ,6 2 0 6 0 ,5 1 9 5 1 ,6 5 1 - 0% 834 B A S E L E VE L E Q S E R V ICE S C H A R G E S 1 3 ,2 3 2 2 0 ,2 6 0 1 3 ,2 3 2 2 3 ,7 3 6 - 0% 828 MOT OR P OOL 8 3 6 R IS K M A N A G E M E N T - 6 6 7 ,9 2 3 $ 2 ,3 9 5 ,1 4 6 810 L E GAL 5 3 9 ,1 5 8 3 ,1 0 2 ,7 1 4 (4 1 ,4 7 0 ) 2 ,7 0 8 ,2 6 6 47,833,337 $ - 8 0 2 M E D ICAL S U P P L IE S 807 H E A L T H CAR E S E R V ICE S 5 9 4 ,9 8 6 - 63,373,368 - $ $ 66,042,414 - S u b total - 47,833,337 705 T E MP O R A R Y P A Y - 840 E L E CT E D O F F ICIAL T R AVE L 2 1 6 ,3 9 6 - - - - - 2 ,3 2 5 - - 841 E M P L O Y E E T R AVE L - - - 1 1 ,0 0 0 - 0% 842 E D U CAT ION - - - 4 0 ,0 0 0 - 0% 8 4 3 T R A N S P O R T A T I O N /S H I P P I N G - - - 3 4 ,1 8 3 - 0% 8 5 0 U T IL IT IE S - - - 1 0 0 ,0 0 0 - 0% 8 6 0 M IS C E L L A N E O U S E X P E N S E - - - 2 6 ,0 8 7 - 0% 8 7 3 S S IN T E R F U N D C H A R G E S - - 880 T R ANS F E R S O U T T O OT H E R F U NDS S u b total $ 3 9 0 ,2 4 0 - 1 0 ,0 4 9 ,2 8 3 $ - - 9 ,4 8 9 ,7 5 4 $ - 4 8 7 ,3 9 2 1 6 ,7 0 1 ,1 1 3 $ 1 6 ,2 8 4 ,0 5 6 $ - 0% - 0% 0% C A P IT A L O U T L A Y - - - - 9 2 0 E Q U IP M E N T 6 2 ,6 3 1 3 7 4 ,4 4 1 4 9 9 ,7 3 9 4 5 1 ,7 8 9 - 3 ,9 0 0 2 1 4 ,0 0 0 3 9 9 ,9 0 0 1 4 0 ,0 0 0 - 0% 930 T R ANS P O R T AT ION S u b total $ 6 6 ,5 3 1 $ 5 8 8 ,4 4 1 $ 8 9 9 ,6 3 9 $ 5 9 1 ,7 8 9 $ - 0% T otal E xpenditures $ 1 0 ,1 1 5 ,8 1 4 $ 1 0 ,0 7 8 ,1 9 5 $ 2 0 ,3 0 9 ,0 1 8 $ 2 0 ,5 4 3 ,2 1 0 $ - 0% O perating B alance (R ev. - E xp.) $ (1 0 ,1 1 5 ,8 1 4 ) $ (1 0 ,0 7 8 ,1 9 5 ) $ (1 7 ,3 1 4 ,1 8 6 ) $ (1 3 ,4 5 8 ,6 7 9 ) $ - 0% E nding F und B alance (R es ources - E xp.) $ (9 ,1 1 5 , 8 1 4 ) $ (9 ,0 7 8 , 1 9 5 ) $ (1 6 ,3 1 4 ,1 8 6 ) $ (1 3 ,1 4 4 ,1 4 2 ) $ - 0% 473 maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION Dept 86 PUBLIC HEALTH 474 Working Title ACCOUNTANT III ADMINISTRATIVE ASSISTANT ADMINISTRATIVE ASST ADMINISTRATIVE ASSTNT I ADMINISTRATIVE ASSTNT II ADMINISTRATIVE ASSTNT III ADMINISTRATIVE COORD I ADMINISTRATIVE COORD II ADMINISTRATIVE COORD III ADMINISTRATIVE COORD IV ADMINISTRATIVE COORD V ADMINISTRATIVE COORD VI ADMINISTRATOR II ADMINISTRATOR III CASHIER CLERK III CLERK IV CLIENT SERVICES ASSTNT I COMMUNICABLE DISEASE INVSTGTR COMMUNICBLE DISEASE INVST COMMUNITY HLTH SRVCS DIR COUNSELOR AIDE COUNSELOR I COUNSELOR II COUNSELOR III COUNSELOR III-CLIN SPCLST COUNSELOR IV DATA OPERATIONS CLERK I DATA OPERATIONS CLERK II DENTAL HYGIENIST ENVIRONMENTAL SERVCS PLNR EPIDEMIOLOGIST EPIDEMLGY & VTL STATS DIR EPIDIMIELOGIST HEALTH EDUCATION COORDNTR HEALTH EDUCATOR HEALTH SERVICES ADMIN I HEALTH SERVICES ADMIN II HEALTH SERVICES CLERK I HEALTH SERVICES CLERK II HEALTH SERVICES CLERK IV IMMUNIZATION DATA ENTRY CLERK IMMUNIZATION NURSE FTE 1 1 1 6 22 4 5 8 4 5 2 12 1 1 1 4 8 2 1 17 1 3 3 5 6 1 3 1 1 5.2 1 4 1 2 4 9 8 3 36 7 11 1.5 2 maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION Dept 86 PUBLIC HEALTH 86 Total Working Title LABORATORY TECHNICIAN II LEAD PROGRAM CLINICAL TEAM LDR LEAD PROGRAM CLNCL SVCS SPCLST LICENSED PRACTICAL NRS II MANAGEMENT ANALYST III MANAGEMENT ANALYST IV MEDICAL ACCOUNTS CLERK II MEDICAL ASSISTANT MEDICAL DRIVER-ATTDNT I MEDICAL DRIVER-ATTDNT II MEDICAL RECORDS CLERK MEDICAL RECORDS TECH II MICROBIOLOGIST NURSE ASSISTANT MANAGR I NURSE ASSISTANT MGR II NURSE MANAGER I NURSE MANAGER II NURSE PRACTITIONER NURSING EDUCATION INST II NUTRITIONIST I NUTRITIONIST II NUTRITIONIST III OFFICE SUPERVISOR I PARENT AIDE PATIENT ADVOCATE PATIENT CARE ASSISTANT II PHARMACIST II PHARMACY TECHNICIAN II PHYSICIAN PHYSICIAN ASSISTANT PREVENTV MED HLTH SVCSDIR PROFESSIONAL BAND PROGRAM ASSISTNCE REP II PROGRAM COORDINATOR I PROGRAM COORDINATOR II PUB HLTH SVCS DIR (HO) RADIOLOGIC TCHNLGST I RADIOLOGIC TCHNLGST II REGISTERED NURSE III REGISTERED NURSE IV REGISTERED NURSE V REGISTRATION CLERK SECRETARY SENIOR SYSTEMS ADMINSTRTR SERVICE WORKER IV SURVEILLANCE NURSE TB CONTROL NURSE WORD PROCESSING OPERTR II FTE 3 2 2 8 1 2 1 1 1 2 1 1 3 1 1 10 2 4 1 4 22 5 5 5 1 1 1 1 1 1 1 0.5 103 2 1 1 1 1 22.68 9 4 1 3 4 1 1 3.5 1 479.38 475 maricopa county annual business strategies for 1999-2000 ORG ORG_TITLE COL_INPUT PS SS CO TOTAL_EXP REV HIDE_ROW TOTAL BUDGET BY PROGRAM PUBLIC HEALTH Agency 860 Personal Services PS Supplies & Services SS Capital HIDDEN Total OutlayREVENUE_COL Expenditures CO RE Org Title 8601 8606 8610 8635 8680 8681 8691 8695 ADMINISTRATION ROLLUP 8601 $ 543,275 $ 42,478 $ - $ 585,753 $ - EPIDEMIOLOGY/DISEASE SURVEILLA 8606 $ 195,538 $ 18,080 $ - $ 213,618 $ - COMMUNITY HEALTH ADMIN ROLL UP 8610 $ 1,821,757 $ 118,038 $ 5,000 $ 1,944,795 $ - PUBLIC HEALTH 8635 $ 43,731 $ 6,269 $ - $ 50,000 $ - TB CONTROL/OTHER SVCS ROLL UP 8680 $ 448,212 $ 353,166 $ - $ 801,378 $ - PUBLIC HEALTH 8681 $ 142,800 $ 4,200 $ 7,500 $ 154,500 $ - STD CONTROL - COUNTY 8691 $ 510,272 $ 153,402 $ - $ 663,674 $ - PHARMACY/LAB ROLL UP 8695 $ Totals: $ 306,817 4,012,402 $ $ 221,923 917,556 $ $ $ $ 528,740 4,942,458 $ $ - OBJ OBJ_TITLE CO AD L _OIP NTPEUDT_ 9 8 / 9 9 PROJECTED 12,500 RESTATED A D O P T E D _ 9 9 /00 Revenue VARIANCE P E R C E NHTI D E _ R O W EXPENDITURES AND REVENUES BY AGENCY/OBJECT PUBLIC HEALTH Agency 860 FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted P rojected Restated Adopted Variance % EXPENDITURES PERSONAL SERVICES 4,499,186 701 REGULAR PAY $ 705 TEMPORARY PAY 4,119,304 $ 6,321 710 SPECIAL PAY 750 F R I N G E B E N E F ITS 780 SALARY ADJUSTMENTS $ S U P P L IE S A N D S E R V I C E S $ 3,445,123 $ 26,396 (299,443) -10% (20,075) -318% 5,000 3,950 582,454 649,726 (67,272) -12% 35,085 91,783 (56,698) -162% 8,396 43,731 (35,335) -421% (71,991) (33,258) 12,506 (105,249) 3,473,544 103,814 (105,249) 33,258 33,258 (188,292) $ 4,499,186 801 GENERAL SUPPLIES 6,321 11,104 (188,292) Subtotal 4,942,458 $ 490,859 33,258 797 PERSONNEL SAVINGS (NEG) 3,145,680 5,000 (105,249) 796 P S INTER-FUND CHARGES 4,499,186 $ 576,334 7,624 7 9 5 P S I N T E R - F U N D C R E D IT ( N E G ) 2,866,175 26,750 30,182 790 OTHER PERSONAL SERVICES 3,147,111 4,119,304 $ 110,421 - (188,292) $ 3,522,653 103,814 33,258 (176,316) $ 4,499,186 $ 1,050 4,012,402 $ 21% 32% 100% (11,976) 6% (489,749) -14% 4,942,458 $ 112,331 $ (8,517) -8% 802 M E D ICAL SUPPLIES 527,337 362,064 441,181 343,212 97,969 22% 805 CONTRACTUAL SERVICES 171,690 179,738 172,690 75,386 97,304 56% 73,000 54,370 81,000 78,688 2,312 3% 807 HEALTH CARE SERVICES 810 LEGAL - 820 RENT 8 2 5 R E P A I R S A N D M A IN T E N A N C E 380 - - 8,240 8,652 8,240 8,240 46,050 22,466 46,050 32,030 14,020 0% 30% 8 2 6 F A C ILITIE S M G M T D I S C R E T I O N A R Y 1,501 - 1,501 1,300 201 13% 8 2 7 M A T E R I A L M G N T D I S C R E T IO N A R Y 8,250 3,480 8,250 7,350 900 11% 828 M O T O R P O O L 251 182 251 151 100 40% 3,818 1,770 3,818 2,400 1,418 37% 841 EMPLOYEE TRAVEL 17,000 21,282 20,000 30,325 (10,325) -52% 842 EDUCATION 13,325 16,788 13,325 19,290 (5,965) -45% 843 TRANSPORTATION/SHIPPING 17,937 25,014 17,937 30,797 (12,860) -72% 845 SUPPORT AND CARE OF PERSONS 12,000 4,464 12,000 56,421 (44,421) -370% 850 U T ILITIES 12,000 2,998 12,000 3,000 9,000 860 M ISCELLANEOUS EXPENSE 48,286 67,380 48,286 44,908 3,378 7% - 0% 829 FUEL 8 7 2 S S I N T E R - F U N D C R E D IT ( N E G ) (112,857) 873 S S INTERFUND CHARGES (5,000) - 880 TRANSFERS OUT TO OTHER FUNDS Subtotal 476 3,108,366 5,892 65,000 $ 1,016,642 (112,857) - 50,420 $ 932,761 (112,857) 119,584 65,000 $ 942,486 CAPITAL OUTLAY 4,499,186 4,119,304 4,499,186 920 E Q U IPM E N T 9,000 39,432 34,047 (119,584) 65,000 $ 917,556 75% $ 0% 24,930 3% 21,547 63% 21,547 63% 4,942,458 12,500 Subtotal $ 9,000 $ 39,432 $ 34,047 $ 12,500 $ Total Expenditures $ 4,499,186 $ 4,119,304 $ 4,499,186 $ 4,942,458 $ (443,272) -10% maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM P U B L IC H E A L T H Agency 861 O rg 8601 8605 8620 8635 8645 8650 8665 8675 8680 8690 8697 T itle Personal S u p p lie s C a p ita l T o ta l S e rvices & S e rvices O utlay E x p e n d itu r e s PS SS CO A D M IN IS T R A T IO N R O L L U P $ 3 ,0 8 6 , 5 0 9 $ 469,489 $ 4 ,4 9 8 , 9 0 8 $ EPI GRANTS ROLL UP $ $ 1 1 ,5 0 0 $ 5 ,0 0 0 $ 1 6 ,5 0 0 $ 1 6 ,5 0 0 HEALTH ED GRANTS ROLLUP $ 691,768 $ 7 ,4 2 5 , 0 8 7 $ - $ 8 ,1 1 6 , 8 5 5 $ 8 ,1 1 6 , 8 5 5 P U B L IC H E A L T H $ 910,981 $ 440,538 $ $ 1 ,3 8 5 , 9 1 9 $ 1 ,3 8 5 , 9 1 9 N U T R IT IO N G R A N T S R O L L U P $ 4 ,8 4 9 , 7 9 6 $ 1 ,8 6 0 , 8 7 3 $ $ 6 ,7 1 0 , 6 6 9 $ 6 ,7 1 0 , 6 6 9 F A M IL Y H E A L T H G R A N T S R O L L U P $ 979,152 $ 938,048 $ 1 0 ,4 0 0 $ 1 ,9 2 7 , 6 0 0 $ 1 ,9 2 7 , 6 0 0 C O M M U N IT Y O U T R E A C H G R A N T S R O L L $ 1 ,2 2 5 , 4 0 0 $ 960,793 $ 2 5 ,0 0 0 $ 2 ,2 1 1 , 1 9 3 $ 2 ,2 1 1 , 1 9 3 ORAL HEALTH GRANTS ROLL UP $ 220,768 $ $ - $ 139,882 $ 139,882 T B C O N T R O L /O T H E R S V C S R O L L U P $ 635,754 $ 397,148 $ - $ 1 ,0 3 2 , 9 0 2 $ 1 ,0 3 2 , 9 0 2 S T D C O N T R O L /O T H E R S V C S R O L L U P $ 330,816 $ 5 6 ,1 8 1 $ - $ 386,997 $ 386,997 P H A R M A C Y G R A N T IN T E R N A L A G R E E M $ 7 9 ,8 8 2 $ (3 3 , 1 3 9 ) $ - $ 4 6 ,7 4 3 $ 4 6 ,7 4 3 $ 1 0 ,8 6 7 ,2 2 7 $ $ 2 6 ,4 7 4 ,1 6 8 $ 2 6 ,4 7 4 ,1 6 8 T o ta ls : OBJ OBJ_TITLE 942,910 - CO AD L_ OIPNTPEUDT_ 9 8 / 9 9 $ Revenue (8 0 , 8 8 6 ) 1 5 ,0 6 2 ,6 5 2 PROJECTED 3 4 ,4 0 0 - $ 544,289 RESTATED ADOPTED_99/00 4 ,4 9 8 , 9 0 8 V A R IA N C E P E R C E NHTI D E _ R O W EXPENDITURES AND REVENUES BY AGENCY/OBJECT PUBLIC HEALTH Agency 861 F Y 1 9 9 8 -99 Adopted REVENUE 615 GRANTS 635 FEES & CHARGES 650 M ISCELLANEOUS REVENUE F Y 1 9 9 8 -99 P rojected $ F Y 1 9 9 9 -00 Adopted Variance % 38,069,242 40,082,699 53,958,738 52,948,336 18,895,619 21,568,302 26,838,767 26,302,834 (535,933.00) -2% 55,250 55,576 55,250 50,000 (5,250.00) -10% 83,752 Total Revenue F Y 1 9 9 8 -99 Restated 19,034,621 79,262 $ 21,703,140 85,352 $ 26,979,369 121,334 $ 26,474,168 35,982.00 42% $ (505,201) -2% $ (67,699) -1% 34,318 58% 5,808 89% EXPENDITURES PERSONAL SERVICES 38,069,242 701 REGULAR PAY $ 705 TEMPORARY PAY 8,053,946 40,082,699 $ 86,314 710 SPECIAL PAY 7 5 0 F R I N G E B E N E F IT S 790 OTHER PERSONAL SERVICES 7 9 5 P S I N T E R -F U N D C R E D IT ( N E G ) $ SUPPLIES AND SERVICES $ 802 M E D ICAL SUPPLIES 805 CONTRACTUAL SERVICES 807 HEALTH CARE SERVICES 810 LEGAL 820 RENT 59,320 8,638,868 25,002 161,206 6,558 750 1,560,358 1,902,987 1,921,307 737,785 9,000 550,539 492,368 (226,210) 10,400,324 $ 38,069,242 8 0 1 G E N E R A L S U P P L IE S 52,948,336 $ 11,867 (149,734) Subtotal 8,571,169 1,805,365 80,991 797 PERSONNEL SAVINGS (NEG) 53,958,738 $ 138,171 (226,210) 7 9 6 P S I N T E R -F U N D C H A R G E S 7,424,204 464,850 (226,210) -1% 58,171 11% (185,217) 82% 217,210 297,121 112,984 184,137 62% (149,734) (149,734) (283,059) 133,325 -89% $ 144,523 1% $ (33,924) 9,134,205 $ 40,082,699 $ (40,993) (18,320) 419,530 11,011,750 $ 53,958,738 $ 538,761 10,867,227 52,948,336 $ 572,685 14,863 -6% 280,134 149,474 286,354 271,491 5,502,515 6,122,059 11,746,472 11,912,228 (165,756) -1% 5% 237,891 331,586 259,348 346,510 (87,162) -34% 2,800 7,950 2,800 3,800 (1,000) -36% 564,202 656,982 566,202 627,100 (60,898) -11% 825 REPAIRS AND MAINTENANCE 78,750 9,204 78,750 137,682 (58,932) -75% 8 2 6 F A C I L I T I E S M G M T D IS C R E T IO N A R Y 50,000 - 50,000 27,500 22,500 45% 8 2 7 M A T E R I A L M G N T D I S C R E T IO N A R Y 37,865 24,208 37,865 29,800 8,065 21% 4,319 11,288 4,319 6,110 (1,791) -41% -29% 828 M O T O R P O O L 829 FUEL 6,333 6,340 6,333 8,201 (1,868) 8 3 0 T E L E C O M D IS C R E T I O N A R Y 95,000 109,212 95,000 100,000 (5,000) -5% 832 COUNTY COUNSEL 38,600 26,324 38,600 50,860 (12,260) -32% 8 3 3 E M P L O Y E E B E N E F I T S A D M IN 60,519 41,620 60,519 51,651 834 BASE LEVEL EQ SERVICES CHARGES 13,232 20,260 13,232 23,736 8 3 6 R IS K M A N A G E M E N T - 840 ELECTED OFFICIAL TRAVEL 216,396 2,325 - - 8,868 (10,504) - - 15% -79% - - - 841 EMPLOYEE TRAVEL 129,268 42,662 137,090 57,157 79,933 8 4 2 E D U C A T IO N 110,436 39,816 109,523 68,993 40,530 37% 843 TRANSPORTATION/SHIPPING 64,854 93,341 67,200 114,777 (47,577) -71% 845 SUPPORT AND CARE OF PERSONS 35,104 35,104 11,289 23,815 68% 850 U T ILITIES 44,830 22,490 44,830 23,100 21,730 220,628 300,886 237,235 362,763 860 M ISCELLANEOUS EXPENSE 8 7 2 S S I N T E R -F U N D C R E D IT ( N E G ) 873 S S INTERFUND CHARGES 874 OTHER NEGATIVE ADJUSTMENTS - (1,382,487) (1,476,727) (1,382,487) (1,765,231) 1,330,051 1,229,215 1,489,730 1,539,460 - 880 TRANSFERS OUT TO OTHER FUNDS Subtotal 2,234 591,747 $ 8,583,766 - 303,034 $ 8,709,384 591,747 $ 15,114,527 15,062,652 -53% 382,744 -28% -3% - 480,990 $ 48% (125,528) (49,730) - 58% $ 110,757 19% 51,875 0% CAPITAL OUTLAY 38,069,242 40,082,699 53,958,738 52,948,336 920 E Q U IPM E N T 46,631 321,970 453,192 404,289 48,903 11% 3,900 214,000 399,900 140,000 259,900 65% 930 TRANSPORTATION Subtotal $ 50,531 $ 535,970 $ 853,092 $ 544,289 $ 308,803 36% Total Expenditures $ 19,034,621 $ 18,379,559 $ 26,979,369 $ 26,474,168 $ 505,201 2% Operating Balance (Rev. - Exp.) $ $ 3,323,581 $ - - $ - $ - 477 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM PUBLIC HEALTH Agency 863 O rg 8607 8648 8653 8681 8682 8685 8694 8698 8699 T itle Personal S u p p lies C a p ita l Total S e rvices & S e rvices Outlay E x p e n d itu r e s PS SS CO 35,000 Revenue VITAL RECORDS $ 968,919 $ 576,215 $ $ 1,580,134 $ W IC T O B A C C O I N T E R V E N T I O N P I L O T $ 4,022 $ 2,578 $ - $ 6,600 $ 1,580,134 6,600 F A M ILY P L A N N I N G C L INIC $ 12,613 $ 106,199 $ - $ 118,812 $ 118,812 PUBLIC HEALTH $ 43,442 $ 28,686 $ - $ 72,128 $ 72,128 F O R E IG N T R A V E L $ 140,570 $ 358,205 $ - $ 498,775 $ 498,775 REFUGEE SCREENING - COUNTY $ 113,671 $ 63,329 $ - $ 177,000 $ 177,000 S T D C O N T R O L - S P E C IA L R E V E N U E $ 102,347 $ 33,653 $ - $ 136,000 $ 136,000 PHARMACY - SPECIAL REVENUE $ - $ 151,838 $ - $ 151,838 $ 151,838 LABORATORY $ 4,863 $ $ - $ $ 1,390,447 $ T o tals: OBJ OBJ_TITLE CO AD L _OIPNTPEUDT_ 9 8 / 9 9 (4,863) 1,315,840 PROJECTED $ 35,000 RESTATED - $ $ 2,741,287 ADOPTED_99/00 - $ 2,741,287 V A R IA N C E P E R C E NHTI D E _ R O W EXPENDITURES AND REVENUES BY AGENCY/OBJECT PUBLIC HEALTH Agency 863 F Y 1 9 9 8 -99 Adopted RESOURCES Beginning Fund Balance $ REVENUE 615 GRANTS 7,584,490 1,000,000 $ 7,584,490 5,000 621 INDIRECT COSTS RECOVERY 640 PATIENT CHARGES 650 M ISCELLANEOUS REVENUE 680 TRANSFERS IN FROM OTHER FUNDS F Y 1 9 9 8 -99 Restated 3,631,334 1,000,000 $ F Y 1 9 9 9 -00 Adopted 7,584,490 1,000,000 $ Variance 5,482,574 314,537 $ (685,463) 7,584,490 - 5,158 5,000 1,186,597 1,114,512 1,186,597 1,341,489 154,892.00 791,540 537,968 791,540 1,020,261 228,721.00 1,244,108 187,692 1,244,108 65,000 50,212 5,482,574 - % 3,631,334 - - 635 FEES & CHARGES - - (5,000.00) - 65,000 -69% (1,244,108.00) 65,000 - -100% 13% 29% -100% 0% Total Revenue $ 3,292,245 $ 1,895,542 $ 3,292,245 $ 2,426,750 $ (865,495) -26% Total Resources $ 4,292,245 $ 2,895,542 $ 4,292,245 $ 2,741,287 $ (1,550,958) -36% $ 7,584,490 889,336 $ 3,631,334 571,806 $ 7,584,490 910,641 $ 5,482,574 1,116,981 $ (206,340) -23% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 T E M P O R A R Y P A Y 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 10,000 14,084 14,504 10,000 4,504 1,299 3,268 1,299 835 464 193,294 120,550 195,172 238,865 - 790 OTHER PERSONAL SERVICES 43,766 797 PERSONNEL SAVINGS (NEG) (16,570) Subtotal 8 0 1 G E N E R A L S U P P L IE S - 2,547 - 20,132 (16,429) (43,693) 26,454 (16,570) (2,688) $ 1,121,125 $ 693,279 $ 1,127,725 $ 1,390,447 $ $ 7,584,490 26,322 $ 3,631,334 9,207 $ 7,584,490 25,348 $ 5,482,574 36,829 $ SUPPLIES AND SERVICES 802 M E D ICAL SUPPLIES 805 CONTRACTUAL SERVICES 100% -31% (13,882) 84% (262,722) -23% (11,481) 1,587,675 554,349 1,582,175 467,889 44,000 20,398 44,000 223,234 (179,234) 1,114,286 - - - 15,000 (15,000) - 7,872 - 4,000 (4,000) 8,000 1,420 8,000 8,000 - - - - - 552 36% -22% 2,547 820 RENT 827 MATERIAL MGNT DISCRETIONARY 31% (6,322) 807 HEALTH CARE SERVICES 825 REPAIRS AND MAINTENANCE -45% 70% -407% 0% 841 EMPLOYEE TRAVEL 6,900 6,042 6,750 11,636 (4,886) -72% 842 EDUCATION 5,500 2,864 5,275 15,186 (9,911) -188% 8 4 3 T R A N S P O R T A T I O N /S H I P P I N G 2,600 855 STATE AND LOCAL AID - 860 M ISCELLANEOUS EXPENSE 234,325 8 7 2 S S I N T E R -F U N D C R E D I T ( N E G ) - 873 S S INTERFUND CHARGES Subtotal 2,164,120 2,600 6,015 (3,415) -131% 83,335 120,000 (36,665) -44% 21,206 145,739 215,704 (69,965) -48% - 178,298 83,505 $ 4,046 119,906 (1,005,978) 165,293 880 TRANSFERS OUT TO OTHER FUNDS 478 F Y 1 9 9 8 -99 Projected 165,293 109,292 $ 29,474 (330,634) 416,773 83,505 $ 2,152,020 CAPITAL OUTLAY 7,584,490 3,631,334 7,584,490 920 E Q U IPM E N T 7,000 13,039 12,500 330,634 106,208 $ 1,315,840 $ (251,480) -152% (22,703) -27% 836,180 39% 5,482,574 (22,500) -180% Subtotal $ 7,000 $ 13,039 $ 12,500 $ 35,000 $ (22,500) -180% Total Expenditures $ 3,292,245 $ 735,792 $ 3,292,245 $ 2,741,287 $ 550,958 Operating Balance (Rev. - Exp.) $ $ 1,159,750 $ $ 314,537 Ending Fund Balance (Resources - Exp.) $ $ 2,159,750 $ $ 1,000,000 1,000,000 1,000,000 35,000 $ $ (314,537) - 17% 100% maricopa county annual business strategies for 1999-2000 research and reporting (46) County Administrative Officer Chief Resource Officer Research & Reporting Ken Andersen, Manager Survey Research Needs Assessment Project mission The mission of Research and Reporting is to promote the use of quality data in planning and decision-making. The vision of the Office of Research and Reporting is to be an indispensable, ethically motivated, independent resource serving the County through valid survey research. program goals To encourage the use of valid data in planning and decision making. To provide valid data for planning and decision making, when needed. To save County money by providing alternatives to costly private sector studies. To access unmet human service needs. community impact The Maricopa County Needs Assessment Project (NAP) has always been a priority for this department. This program provides an assessment of unmet human service needs, both in Maricopa County and in the State of Arizona, which enables county departments and outside agencies to improve community services. Additionally, the unit is involved in numerous other data collection efforts that are conducted on a regular basis. These include, but are not limited to, studies with the following populations: Human Services Job Training Partnership (JTPA) clients and Head Start families; County Long Term Care clients; Maricopa Health System clients, both outpatient and inpatient; Maricopa Health Plan, especially AHCCCS disenrollees; and state-wide child care providers. These surveys also provide an assessment of unmet human service needs, as well as client satisfaction with services currently offered or unavailable, and, in many cases, provide the data to support various grant funded program requirements. 479 maricopa county annual business strategies for 1999-2000 performance measures Performance Measure Scientific sampling in all contracts Percentage of contracted surveys utilizing scientific sampling methodology (outcome) High response rate in all contracts Percentage of contracted surveys having a response rate greater than or equal to __% (outcome) Cost of conducting surveys to remain below national levels Percentage of surveys conducted at or below national average cost (efficiency) Provide consultations to justify need for data collection Number of consultations regarding data collection provided to county departments' staff ( free of charge ?) (output) Provide information for alternative sources of data ? Encourage collaboration/combined data collection ? Meet all contractual obligations for all surveys Number and percent of contracted surveys completed on or before due date (efficiency timeliness) 480 FY 96-97 FY 97-98 FY98-99 (Est.) FY99-00 (Proj) 100% % % maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY RESEARCH AND REPORTING Department 46 Fund Type Special Revenue Totals $ Personal Services 224,049 224,049 Supplies & Services 196,451 $ 196,451 Capital Outlay 27,500 27,500 $ Total Expenses $ 448,000 $ 448,000 $ $ Total Revenue 448,000 448,000 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT RESEARCH AND REPORTING Department 46 FY1998-99 Adopted RESOURCES REVENUE 635 FEES & CHARGES 650 MISCELLANEOUS REVENUE $ 743,049 743,049 374,100 374,100 944,000 199,403 $ 55,247 2,600 48,287 5,144 (11,641) 299,040 $ 743,049 153,000 15,000 2,600 42,850 5,000 218,450 SUPPLIES AND SERVICES 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES 810 LEGAL 820 RENT 825 REPAIRS AND MAINTENANCE 827 MATERIAL MGNT DISCRETIONARY 830 TELECOM DISCRETIONARY 832 COUNTY COUNSEL 833 EMPLOYEE BENEFITS ADMIN 836 RISK MANAGEMENT 837 BASE LEVEL TELECOM 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 860 MISCELLANEOUS EXPENSE 880 TRANSFERS OUT TO OTHER FUNDS Subtotal $ 944,000 12,009 1,000 38,448 2,000 3,000 4,374 2,665 854 441 7,164 3,000 1,500 2,500 2,750 68,255 149,960 $ 743,049 9,500 1,500 250 39,925 1,500 1,000 3,645 2,665 854 441 7,164 3,000 1,000 500 4,000 68,255 145,199 CAPITAL OUTLAY 920 EQUIPMENT Subtotal $ 944,000 23,000 23,000 Total Expenditures $ 472,000 Subtotal $ EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 797 PERSONNEL SAVINGS (NEG) $ Subtotal $ 944,000 944,000 500 471,500 472,000 FY1998-99 Projected FY1998-99 Restated $ 896,000 896,000 448,000 448,000 944,000 163,383 $ 92,972 2,600 46,582 5,144 (11,641) 299,040 $ 896,000 151,771 25,000 4,000 38,278 5,000 224,049 $ 944,000 12,009 1,000 38,448 2,000 3,000 4,374 2,665 854 441 7,164 3,000 1,500 2,500 2,750 68,255 149,960 $ 896,000 76,723 2,500 250 49,500 2,000 2,000 2,500 3,000 765 3,700 7,600 3,000 1,500 1,000 5,400 35,013 196,451 $ 743,049 5,300 5,300 $ 944,000 23,000 23,000 $ 368,949 $ 472,000 $ $ $ $ $ 944,000 944,000 500 471,500 472,000 FY1999-00 Adopted Variance $ 0% 0% - 0% 0% 0% 0% 0% $ - 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% $ 896,000 27,500 27,500 $ - 0% 0% $ 448,000 $ - 0% $ $ - % $ $ Operating Balance (Rev. - Exp.) $ - $ 5,151 $ - $ - $ - Ending Fund Balance (Resources - Exp.) $ - $ 5,151 $ - $ - $ - 0% 481 maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION 482 Dept 46 RESEARCH AND REPORTING 46 Total WORKING TITLE ADMINISTRATIVE ASSTNT I ADMINISTRATIVE COORD II ADMINISTRATIVE COORD III CLERK II DATABASE ANALYST II FTE 3 1 1 1 1 7 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM RESEARCH AND REPORTING Agency 462 Org 4610 Title RESEARCH & REPORTING OBJ OBJ_TITLE Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Revenue $ 224,049 $ 196,451 $ 27,500 $ 448,000 $ 448,000 Totals: $ 224,049 $ 196,451 $ 27,500 $ 448,000 $ 448,000 COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT RESEARCH AND REPORTING Agency 462 REVENUE FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted 944,000 635 FEES & CHARGES 743,049 500 650 MISCELLANEOUS REVENUE 471,500 Total Revenue $ 472,000 944,000 $ 374,100 - 471,500 $ 472,000 % 896,000 500 374,100 Variance (500.00) -100% 448,000 $ 448,000 (23,500.00) -5% $ (24,000) -5% $ EXPENDITURES PERSONAL SERVICES 944,000 701 REGULAR PAY $ 705 TEMPORARY PAY 199,403 743,049 $ 55,247 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 797 PERSONNEL SAVINGS (NEG) Subtotal $ SUPPLIES AND SERVICES $ 805 CONTRACTUAL SERVICES 944,000 $ 15,000 163,383 896,000 $ 92,972 151,771 11,612 7% 25,000 67,972 73% 2,600 2,600 2,600 4,000 (1,400) -54% 48,287 42,850 46,582 38,278 8,304 18% 5,144 5,000 5,144 5,000 144 (11,641) - (11,641) - 299,040 $ 944,000 801 GENERAL SUPPLIES 153,000 12,009 218,450 $ 743,049 $ 1,000 9,500 - 820 RENT 38,448 39,925 825 REPAIRS AND MAINTENANCE 2,000 827 MATERIAL MGNT DISCRETIONARY $ 944,000 $ 1,500 810 LEGAL 299,040 12,009 $ 100% 74,991 25% 896,000 $ 1,000 250 224,049 3% (11,641) 76,723 $ 2,500 - (64,714) -539% (1,500) -150% 250 (250) 38,448 49,500 (11,052) 1,500 2,000 2,000 - 0% 3,000 1,000 3,000 2,000 1,000 33% 830 TELECOM DISCRETIONARY 4,374 3,645 4,374 2,500 1,874 832 COUNTY COUNSEL 2,665 2,665 2,665 3,000 833 EMPLOYEE BENEFITS ADMIN 854 854 854 765 836 RISK MANAGEMENT 441 441 441 3,700 -29% 43% (335) -13% 89 10% (3,259) -739% 837 BASE LEVEL TELECOM 7,164 7,164 7,164 7,600 841 EMPLOYEE TRAVEL 3,000 3,000 3,000 3,000 - 842 EDUCATION 1,500 1,000 1,500 1,500 - 0% 843 TRANSPORTATION/SHIPPING 2,500 500 2,500 1,000 1,500 60% -96% 860 MISCELLANEOUS EXPENSE 880 TRANSFERS OUT TO OTHER FUNDS Subtotal $ (436) -6% 0% 2,750 4,000 2,750 5,400 (2,650) 68,255 68,255 68,255 35,013 33,242 49% (46,491) -31% 149,960 $ 145,199 $ 149,960 CAPITAL OUTLAY 944,000 743,049 944,000 920 EQUIPMENT 23,000 5,300 23,000 $ 196,451 $ 896,000 (4,500) -20% Subtotal $ 23,000 $ 5,300 $ 23,000 $ 27,500 $ (4,500) -20% Total Expenditures $ 472,000 $ 368,949 $ 472,000 $ 448,000 $ 24,000 Operating Balance (Rev. - Exp.) $ $ 5,151 $ $ - - - 27,500 $ - 5% 483 maricopa county annual business strategies for 1999-2000 risk management (75) County Administrative Officer Chief Financial Officer Risk Manager Risk Manager Leslie Boyce Leslie Boyce Administrator Safety & Loss Control Claims Administration Environmental Compliance Budget & Finance mission To protect the assets and human resources of Maricopa County from loss or damage, through proactive risk management. program goals To provide guidance, direction, oversight, and coordination of a County-wide, multi-disciplined Risk Management program. To eliminate and/or minimize Maricopa County's legal, financial and environmental risks. To provide proactive Loss Prevention programs, policies and procedures and to examine facilities and equipment for Occupational Safety and Health infractions. community impact To be recognized within Maricopa County and among U.S. County governments for innovative and effective risk management. 484 maricopa county annual business strategies for 1999-2000 performance measures Performance Measure FY 95-96 FY 96-97 FY 97-98 (Est.) FY98-99 (Proj) Workers’ Comp Number of Claims 828 789 670 805 Workers’ Comp Claims Paid $2,142,222 $1,636,560 $991,430 $1,026,130 Workers’ Comp Cost per Claim $2,587 $2,074 $1,480 $1,275 General Liability Number of Claims 377 268 131 329 General Liability Claims Paid $781,959 $1,401,935 $30,245 $31,304 General Liability Cost per Claim $2,074 $5,231 $231 $95 Auto Physical Damage Number of Claims 854 804 692 829 Auto Physical Damage Claims Paid $570,059 $470,561 $295,122 $305,451 Auto Physical Damage Cost per Claim $668 $585 $426 $368 Auto Liability Number of Claims 170 494 282 371 Auto Liability Claims Paid $282,363 $268,558 $109,639 $113,476 Auto Liability Cost per Claim $1,661 $544 $389 $306 Property Number of Claims 67 100 63 86 Property Claims Paid $165,409 $157,254 $243,188 $251,700 Property Cost per Claim $2,469 $1,573 $3,860 $2,927 Medical Malpractice Number of Claims 41 23 9 35 Medical Malpractice Claims Paid $304,098 $30,362 $0 $31,425 Medical Malpractice Cost per Claim $7,417 $1,320 $0 $898 Additional explanatory information, if needed: Number of Claims and Paid Claims represents the number and dollars paid in the year in which the event occurred. Amounts as valued on June 30, 1998, as reported in the Risk Master system. FY 98/99 projected number of claims provided by actuarial report as of June 30, 1998. Claims paid is based on a 3.5% increase from prior year. 485 maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY RISK MANAGEMENT Departm e n t 7 5 Fund Type Internal Service Totals $ Personal Services 961,384 961,384 Supplies & Services 17,724,369 $ 17,724,369 Capital O u tlay 27,200 27,200 $ $ $ Total Expenses 18,712,953 18,712,953 $ $ Total Revenue 19,023,348 19,023,348 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT RISK MANAGEMENT Department 75 FY1998-99 Adopted RESOURCES BEGINNING FUND BALANCE $ REVENUE 602 P E R S O N A L P R O P E R T Y T A X E S 636 I N T E R N A L S E R V I C E C H A R G E S 645 R E V A L L O W A N C E S - P A T I E N T C A R E 650 M I S C E L L A N E O U S R E V E N U E Subtotal $ 21,477,618 (2,913,443) (2,913,443) $ 13,709,553 (12,587,200) (12,587,200) $ % $ 21,477,618 5,358,237 (348,181) 1,745,850 6,755,906 $ 37,736,301 18,134,977 888,371 19,023,348 (8.00) 563,371.00 $ 563,363 21,477,618 781,370 $ 4,169 145,318 7,637 (33,831) 904,663 $ 37,736,301 802,955 $ 15,000 2,640 149,128 19,640 (27,979) 961,384 $ - 0% 0% 0% 0% 0% $ 21,477,618 25,515 565,306 296,666 13,243,757 33,555 7,216 100 800 522 991 878 1,537,500 1,814 5,629 11,460 108 16,166 1,950 400 35,000 102,455 392,000 407,804 16,687,592 $ 37,736,301 86,315 552,766 162,500 14,000,778 40,951 2,100 500 1,800 675 527 55,196 2,129,434 2,157 2,435 9,798 2,600 19,300 20,950 4,655 25,000 178,482 300,000 125,450 17,724,369 $ - 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% $ - 0% $ 37,736,301 27,200 27,200 $ 18,712,953 $ - 0% 13,709,553 732,573 20,820 140,678 8,000 15,435 917,506 SUPPLIES AND SERVICES 801 G E N E R A L S U P P L I E S $ 805 C O N T R A C T U A L S E R V I C E S 810 L E G A L 815 I N S U R A N C E 820 R E N T 825 R E P A I R S A N D M A I N T E N A N C E 826 F A C I L I T I E S M G M T D I S C R E T I O N A R Y 827 M A T E R I A L M G N T D I S C R E T I O N A R Y 828 M O T O R P O O L 829 F U E L 830 T E L E C O M D I S C R E T I O N A R Y 832 C O U N T Y C O U N S E L 833 E M P L O Y E E B E N E F I T S A D M I N 834 B A S E L E V E L E Q S E R V I C E S C H A R G E S 837 B A S E L E V E L T E L E C O M 838 T E L E C O M W I R E L E S S S Y S T E M S 841 E M P L O Y E E T R A V E L 842 E D U C A T I O N 843 T R A N S P O R T A T I O N / S H I P P I N G 850 UTILITIES 860 M I S C E L L A N E O U S E X P E N S E 865 N O N - O P E R A T I N G R E S E R V E S 880 T R A N S F E R S O U T T O O T H E R F U N D S Subtotal $ 21,477,618 25,515 525,140 255,000 13,387,255 33,555 7,216 100 800 522 991 878 1,537,500 1,814 5,629 11,460 108 16,000 1,950 400 30,000 101,955 336,000 407,804 16,687,592 $ 13,709,553 37,957 436,272 141,822 13,377,510 35,620 1,114 1,000 1,800 676 580 284 1,530,000 1,814 2,402 11,772 1,321 15,077 15,725 3,045 18,000 119,168 407,804 16,160,763 CAPITAL OUTLAY 920 E Q U I P M E N T 930 T R A N S P O R T A T I O N Subtotal $ 21,477,618 22,200 20,700 42,900 $ 13,709,553 17,775 20,700 38,475 $ 22,200 20,700 42,900 Total Expenditures $ 17,635,155 $ 17,116,744 $ 17,635,155 $ Variance 37,736,301 - 21,477,618 759,301 $ 9,059 143,213 21,069 (27,979) 904,663 $ Subtotal $ FY1999-00 Adopted 21,477,618 (2,913,443) (2,913,443) $ $ $ 21,477,618 5,358,237 1,397,669 6,755,906 FY1998-99 Restated 13,709,553 6,755,906 2,424,103 9,180,009 EXPENDITURES PERSONAL SERVICES 701 R E G U L A R P A Y 705 T E M P O R A R Y P A Y 710 S P E C I A L P A Y 750 F R I N G E B E N E F I T S 780 S A L A R Y A D J U S T M E N T S 790 O T H E R P E R S O N A L S E R V I C E S 797 P E R S O N N E L S A V I N G S ( N E G ) 486 FY1998-99 Projected $ $ $ $ $ $ - -100% 0% 173% 3% 0% 0% 0% Operating Balance (Rev. - Exp.) $ (10,879,249) $ (7,936,735) $ (10,879,249) $ 310,395 $ (563,363) 223% Ending Fund Balance (Resources - Exp.) $ (13,792,692) $ (20,523,935) $ (13,792,692) $ 310,395 $ (563,363) 223% maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION Dept 75 RISK MANAGEMENT 75 Total WORKING TITLE ACCOUNT CLERK III ADMINISTRATIVE ASSTNT III ADMINISTRATIVE COORD IV ADMINISTRATIVE COORD V CLAIMS ANALYST CLAIMS MANAGER ENVRNMNTL COMPLIANCE ANL FISCAL CONSULTANT GENL LIABILITY MGR LOSS CONTROL MANAGER SAFETY MANAGER SECRETARY FTE 1 2 3 2 3 1 2 1 1 1 1 1 19 487 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM RISK MANAGEMENT Agency 750 O rg 7510 7520 T itle OPERATIONS $ INSURANCE AND CLAIMS $ Personal S u p p lie s C a p ital Total Services & Services Outlay Expenditures PS SS CO 961,384 - Totals: $ O B J OBJ_TITLE 961,384 CO AD L _OIPNTPEUDT_ 9 8 / 9 9 Revenue $ 187,456 $ 7,200 $ 1,156,040 $ $ 16,636,913 $ 20,000 $ 16,656,913 $ 18,630,098 $ 16,824,369 $ 27,200 $ 17,812,953 $ 18,630,098 PROJECTED RESTATED A D O P T E D _ 9 9 /00 - VARIANCE P E R C E NHTI D E _ R O W EXPENDITURES AND REVENUES BY AGENCY/OBJECT RISK MANAGEMENT Agency 750 FY1998-99 Adopted RESOURCES B e g in n in g F u n d B a la n c e $ REVENUE 636 INTERNAL SERVICE CHARGES 21,477,618 (2,913,443) $ 21,477,618 5,358,237 645 REV ALLOWANCES - PATIENT CARE FY1998-99 R e s tated 10,992,256 (12,587,200) $ 10,992,256 6,755,906 - 650 M ISCELLANEOUS REVENUE 19,103,712 (2,913,443) $ 19,103,712 5,358,237 - 1,397,669 FY1999-00 Adopted 36,443,051 - $ 36,443,051 18,134,977 (348,181) - Variance - -100% 12,776,740.00 238% 348,181.00 -100% 262,177.00 113% 6,755,906 $ 6,755,906 $ 5,243,000 $ 18,630,098 $ 13,387,098 255% Total Resources $ 3,842,463 $ (5,831,294) $ 2,329,557 $ 18,630,098 $ 16,300,541 700% 21,477,618 $ 705 TEMPORARY PAY 759,301 10,992,256 $ 9,059 710 SPECIAL PAY 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES - 802,955 (21,585) -3% 15,000 (10,831) -260% 2,640 $ (2,640) 140,678 145,318 149,128 (3,810) -3% 21,069 8,000 7,637 19,640 (12,003) -157% 15,435 - - (33,831) - - (27,979) (5,852) 17% $ 904,663 $ 917,506 $ 904,663 $ 961,384 $ (56,721) -6% $ 21,477,618 25,515 $ 10,992,256 37,957 $ 19,103,712 25,515 $ 36,443,051 86,315 $ (60,800) -238% (33,460) -10% 34,166 73% SUPPLIES AND SERVICES 8 0 1 G E N E R A L S U P P L IE S 36,443,051 $ 143,213 (27,979) S u b total 781,370 4,169 - - 797 PERSONNEL SAVINGS (NEG) 19,103,712 $ 20,820 - 750 FRINGE BENEFITS 732,573 495,121 2,913,443 $ 701 REGULAR PAY 232,944 % Total Revenue EXPENDITURES PERSONAL SERVICES 805 CONTRACTUAL SERVICES 525,140 291,272 324,306 357,766 810 LEGAL 255,000 15,123 46,666 12,500 13,387,255 13,377,510 13,243,757 13,775,778 (532,021) -4% 33,555 35,620 33,555 40,951 (7,396) -22% 2,100 815 INSURANCE 820 RENT 8 2 5 R E P A I R S A N D M A IN T E N A N C E 7,216 1,114 7,216 8 2 6 F A C I L I T I E S M G M T D I S C R E T IO N A R Y 100 1,000 100 500 (400) -400% 827 M A T E R IAL M G N T D ISCRETIONARY 800 1,800 800 1,800 (1,000) -125% 828 M O T O R P O O L 522 676 522 675 (153) -29% 829 FUEL 991 580 991 527 464 47% 8 3 0 T E L E C O M D I S C R E T IO N A R Y 878 284 878 55,196 832 COUNTY COUNSEL 5,116 71% (54,318) -6187% 1,537,500 1,530,000 1,537,500 2,129,434 (591,934) -38% 8 3 3 E M P L O Y E E B E N E F I T S A D M IN 1,814 1,814 1,814 2,157 (343) -19% 834 BASE LEVEL EQ SERVICES CHARGES 5,629 2,402 5,629 2,435 3,194 57% 11,460 11,772 11,460 9,798 1,662 15% 108 1,321 108 2,600 16,000 14,627 15,166 18,300 (3,134) -21% 1,950 13,325 1,950 17,750 (15,800) -810% 400 2,800 400 4,355 (3,955) -989% - 5,000 100% 837 BASE LEVEL TELECOM 8 3 8 T E L E C O M W IR E L E S S S Y S T E M S 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 850 U T ILITIES 30,000 860 M ISCELLANEOUS EXPENSE 101,955 8 6 5 N O N - O P E R A T IN G R E S E R V E S 336,000 880 TRANSFERS OUT TO OTHER FUNDS S u b total 488 FY1998-99 P rojected 118,768 16,687,592 99,455 - 407,804 $ 5,000 15,867,569 177,982 56,000 407,804 $ - 407,804 $ 15,826,592 (2,492) -2307% 125,450 $ 16,824,369 CAPITAL OUTLAY 21,477,618 10,992,256 19,103,712 36,443,051 920 EQUIPMENT 22,200 17,775 22,200 27,200 930 TRANSPORTATION 20,700 20,700 20,700 $ (78,527) -79% 56,000 100% 282,354 69% (997,777) -6% (5,000) - -23% 20,700 100% 15,700 37% S u b total $ 42,900 $ 38,475 $ 42,900 $ 27,200 $ Total Expenditures $ 17,635,155 $ 16,823,550 $ 16,774,155 $ 17,812,953 $ (1,038,798) -6% O p e rating Balance (Rev. - Exp.) $ (10,879,249) $ (10,067,644) $ (11,531,155) $ 817,145 $ (12,348,300) 107% E n d in g F u n d B a l a n c e ( R e s o u r c e s - E x p . ) $ (13,792,692) $ (22,654,844) $ (14,444,598) $ 817,145 $ (15,261,743) 106% maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM RISK MANAGEMENT Agency 752 O rg 7533 Title ENVIRONMENTAL CLEANUP OBJ OBJ_TITLE Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Revenue $ - $ 900,000 $ - $ 900,000 $ 393,250 Totals: $ - $ 900,000 $ - $ 900,000 $ 393,250 COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT RISK MANAGEMENT Agency 752 FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted REVENUE - 650 MISCELLANEOUS REVENUE Total Revenue $ - $ 2,717,297 2,373,906 2,424,103 1,512,906 2,424,103 $ 1,512,906 Variance % (1,119,656.00) -74% (1,119,656) -74% 1,293,250 393,250 $ 393,250 $ EXPENDITURES SUPPLIES AND SERVICES 2,717,297 2,373,906 1,293,250 805 CONTRACTUAL SERVICES - - 145,000 241,000 195,000 46,000 19% 810 LEGAL - 126,699 250,000 150,000 100,000 40% 815 INSURANCE - 225,000 (225,000) 841 EMPLOYEE TRAVEL - 450 842 EDUCATION - 2,400 - 1,000 1,000 - - 3,200 (3,200) 843 TRANSPORTATION/SHIPPING - 245 850 UTILITIES - 18,000 30,000 25,000 5,000 17% 860 MISCELLANEOUS EXPENSE - 400 3,000 500 2,500 83% 865 NON-OPERATING RESERVES - - - 300 0% 336,000 (300) 36,000 11% Subtotal $ - $ 293,194 $ 861,000 $ 300,000 900,000 $ (39,000) -5% Total Expenditures $ - $ 293,194 $ 861,000 $ 900,000 $ (39,000) -5% Operating Balance (Rev. - Exp.) $ - $ 2,130,909 $ 651,906 $ (506,750) $ 1,158,656 178% 489 maricopa county annual business strategies for 1999-2000 solid waste (67) County Administrative Officer Chief Public Works Officer Solid Waste Ash Madhok, Manager/Engineer Administration Landfill Operations Environmental Monitoring Landfill Closures Tire Program mission The Solid Waste Management Department is in the business to either provide or contract for solid waste disposal or waste transfer facilities. program goals Ensure that solid waste transfer and disposal services are provided by the County or through a private contractor. Provide post closure environmental monitoring for all closed landfills with all rules and regulations. Recycling program for all waste tires generated in the state. community impact The County either provides or arranges the disposal/transfer services for our customers, the citizens, and government agencies within Maricopa County. Arizona state law ARS 49-741 obligates the County to ensure that solid waste disposal services are available unless a private operator is providing the identical services. 490 maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY S O L ID W A S T E Department 67 Fund Type Special Revenue Enterprise Funds T o t a ls $ Personal Services 417,330 754,612 1,171,942 Supplies & Services 3,747,057 382,326 $ 4,129,383 Capital O u tlay 83,000 83,000 $ $ $ $ Total Expenses 4,164,387 1,219,938 5,384,325 $ $ $ Total Revenue 3,020,964 10,070,606 13,091,570 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT SOLID WASTE Department 67 FY1998-99 Adopted RESOURCES BEGINNING FUND BALANCE $ 15,974,485 8,392,597 8,392,597 Subtotal $ 15,974,485 2,720,000 260,000 567,000 3,547,000 REVENUE 620 I N T E R G O V E R M E N T A L 635 F E E S & C H A R G E S 650 M I S C E L L A N E O U S R E V E N U E EXPENDITURES PERSONAL SERVICES 701 R E G U L A R P A Y 705 T E M P O R A R Y P A Y 750 F R I N G E B E N E F I T S 780 S A L A R Y A D J U S T M E N T S 790 O T H E R P E R S O N A L S E R V I C E S $ Subtotal $ 15,974,485 439,006 413,650 140,081 16,267 25,000 1,034,004 FY1998-99 Projected $ 19,355,080 8,392,597 8,392,597 $ 19,355,080 2,720,000 2,260,000 1,058,000 6,038,000 $ $ 19,355,080 411,970 240,302 177,129 55,830 5,000 890,231 FY1998-99 Restated $ 16,874,985 8,392,597 8,392,597 $ 16,874,985 2,720,000 260,000 567,000 3,547,000 $ $ 16,874,985 432,217 563,343 154,113 44,851 49,500 1,244,024 FY1999-00 Adopted $ 18,475,895 8,966,438 8,966,438 $ 18,475,895 2,839,530 60,000 1,225,602 4,125,132 $ $ 18,475,895 459,109 514,763 160,442 22,628 15,000 1,171,942 Variance % $ - 0% $ - 0% 0% 0% 0% $ - 0% 0% 0% 0% 0% 0% $ SUPPLIES AND SERVICES 801 G E N E R A L S U P P L I E S $ 805 C O N T R A C T U A L S E R V I C E S 810 L E G A L 820 R E N T 825 R E P A I R S A N D M A I N T E N A N C E 829 F U E L 830 T E L E C O M D I S C R E T I O N A R Y 832 C O U N T Y C O U N S E L 833 E M P L O Y E E B E N E F I T S A D M I N 834 B A S E L E V E L E Q S E R V I C E S C H A R G E S 836 R I S K M A N A G E M E N T 838 T E L E C O M W I R E L E S S S Y S T E M S 839 O T H E R I N T E R N A L S V C S C H A R G E S 842 E D U C A T I O N 850 UTILITIES 860 M I S C E L L A N E O U S E X P E N S E 874 O T H E R N E G A T I V E A D J U S T M E N T S 880 T R A N S F E R S O U T T O O T H E R F U N D S Subtotal $ 15,974,485 28,000 $ 5,183,431 25,000 1,152,000 10,000 65,000 20,000 41,000 1,814 119,000 16,951 4,492 20,000 2,000 18,960 (4,346,995) 420,231 2,780,884 $ 19,355,080 31,000 $ 4,601,028 35,000 1,155,000 10,000 116,881 20,000 36,000 1,988 198,000 27,951 6,000 20,000 1,000 332,905 (3,198,732) 420,231 3,814,252 $ 16,874,985 29,651 $ 5,576,028 25,000 1,152,000 10,000 72,881 20,000 41,000 1,814 127,351 16,951 4,492 20,000 2,000 298,960 (4,346,995) 420,231 3,471,364 $ 18,475,895 139,275 $ 7,166,814 50,000 626,900 76,000 168,000 12,000 41,000 1,814 165,000 42,483 32,160 20,000 2,000 1,200 158,740 (4,956,238) 382,235 4,129,383 $ - 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% CAPITAL OUTLAY 920 E Q U I P M E N T Subtotal $ 15,974,485 220,000 220,000 $ 19,355,080 220,000 220,000 $ 16,874,985 220,000 220,000 $ 18,475,895 83,000 83,000 $ - 0% 0% Total Expenditures $ 4,034,888 $ 4,924,483 $ 4,935,388 $ 5,384,325 $ - 0% (487,888) $ 1,113,517 $ (1,259,193) $ - 0% 9,506,114 $ - 0% Operating Balance (Rev. - Exp.) $ Ending Fund Balance (Resources - Exp.) $ 7,904,709 $ (1,388,388) $ 7,004,209 $ 7,707,245 $ 491 maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION Dept 67 SOLID WASTE 67 492 Total Working Title ADMINISTRATIVE ASSTNT III CASHIER DIRECTOR LANDFILL OPERATNS SPEC I LANDFILL OPERATNS SPEC II PUBLIC WORKS LEADER SECURITY SERVICE WORKER TIRE COORDINATOR TRANSPORTER FTE 1 2 0.3 2 6 0.5 3 1 2 17.8 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM SOLID WASTE Agency 670 O rg 6710 6745 6790 Title Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Revenue ADMINISTRATION $ 102,694 $ 610,824 $ - $ 713,518 $ 9,647,186 TRANSFER STATIONS $ 160,680 $ 262,740 $ 83,000 $ 506,420 $ 423,420 LANDFILL CLOSURES $ 491,238 $ - $ Totals: $ 754,612 $ 83,000 $ O B J OBJ_TITLE CO AD L _OIP NTPEUDT_ 9 8 / 9 9 (491,238) $ 382,326 PROJECTED $ RESTATED - $ 1,219,938 A D O P T E D _ 9 9 /00 - $ 10,070,606 VARIANCE P E R C E NHTI D E _ R O W EXPENDITURES AND REVENUES BY AGENCY/OBJECT SOLID WASTE Agency 670 FY1998-99 Adopted RESOURCES Beginning Fund Balance $ REVENUE FY1998-99 P rojected 7,777,568 6,286,776 $ FY1998-99 Restated 10,569,068 6,286,776 $ FY1999-00 Adopted 8,078,068 6,286,776 7,777,568 10,569,068 8,078,068 635 FEES & CHARGES 200,000 2,200,000 200,000 650 M ISCELLANEOUS REVENUE 567,000 1,058,000 567,000 $ Variance 11,290,544 8,845,004 $ % 2,558,228 41% 11,290,544 1,225,602 (200,000.00) -100% 658,602.00 116% Total Revenue $ 767,000 $ 3,258,000 $ 767,000 $ 1,225,602 $ 458,602 60% Total Resources $ 7,053,776 $ 9,544,776 $ 7,053,776 $ 10,070,606 $ 3,016,830 43% $ 10,118 4% 93,121 18% EXPENDITURES PERSONAL SERVICES 7,777,568 701 REGULAR PAY $ 705 TEMPORARY PAY 236,705 10,569,068 $ 261,970 8,078,068 $ 227,611 11,290,544 $ 217,493 350,000 205,302 507,884 414,763 750 F R I N G E B E N E F ITS 86,506 124,225 101,120 96,728 4,392 4% 780 SALARY ADJUSTMENTS 12,984 40,830 35,100 10,628 24,472 70% 34,500 70% 166,603 18% 790 OTHER PERSONAL SERVICES 25,000 Subtotal $ SUPPLIES AND SERVICES 711,195 5,000 $ 7,777,568 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES 20,000 637,327 49,500 $ 10,569,068 $ 23,000 921,215 15,000 $ 8,078,068 $ 21,651 754,612 $ 11,290,544 $ 119,275 $ (97,624) -451% (1,189,403) -41% 2,835,000 1,907,597 2,907,597 4,097,000 875,000 875,000 875,000 276,900 825 REPAIRS AND MAINTENANCE 10,000 10,000 10,000 76,000 (66,000) -660% 829 FUEL 50,000 81,881 57,881 118,000 (60,119) -104% 830 TELECOM DISCRETIONARY 20,000 20,000 20,000 12,000 7,000 2,000 7,000 820 RENT 832 COUNTY COUNSEL 8 3 3 E M P L O Y E E B E N E F I T S A D M IN 598,100 - 68% 8,000 40% 7,000 100% 1,814 1,988 1,814 1,814 - 0% 102,000 181,000 110,351 115,000 (4,649) -4% 836 RISK MANAGEMENT 4,000 15,000 4,000 20,000 (16,000) -400% 838 TELECOM WIRELESS SYSTEMS 4,492 5,000 4,492 24,400 (19,908) -443% 842 EDUCATION 2,000 1,000 2,000 2,000 - - - - 1,200 (1,200) 834 BASE LEVEL EQ SERVICES CHARGES 850 UTILITIES 860 M ISCELLANEOUS EXPENSE 8,055 874 OTHER NEGATIVE ADJUSTMENTS 42,000 (4,346,995) 880 TRANSFERS OUT TO OTHER FUNDS Subtotal 420,231 $ CAPITAL OUTLAY 12,597 $ $ - $ $ $ Total Expenditures $ 723,792 $ 1,024,292 $ Operating Balance (Rev. - Exp.) $ 43,208 $ 2,233,708 $ Ending Fund Balance (Resources - Exp.) $ 6,329,984 $ 8,520,484 $ 1,024,292 (257,292) 6,029,484 382,326 37,996 $ (279,249) -14% 9% -271% 11,290,544 - Subtotal 609,243 382,235 8,078,068 $ 103,077 (84,685) -1051% (4,956,238) 420,231 10,569,068 - 386,965 92,740 (4,346,995) 420,231 7,777,568 920 EQUIPMENT 8,055 (3,198,732) 0% 83,000 (83,000) $ 83,000 $ (83,000) $ 1,219,938 $ (195,646) -19% $ 5,664 $ (262,956) 102% $ 8,850,668 $ (2,821,184) -47% 493 maricopa county annual business strategies for 1999-2000 ORG ORG_TITLE COL_INPUT PS SS CO TOTAL_EXP REV HIDE_ROW TOTAL BUDGET BY PROGRAM SOLID WASTE Agency 674 Org Title 6780 WASTE TIRE RECYCLING Totals: O B J OBJ_TITLE Personal Supplies Services PS & Services SS Capital HIDDEN Total OutlayREVENUE_COL Expenditures CO RE Revenue 6780 $ 417,330 $ 3,747,057 $ - $ 7,185,351 $ 3,020,964 $ 417,330 $ 3,747,057 $ - $ 7,185,351 $ 3,020,964 COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT SOLID WASTE Agency 674 RESOURCES FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted 8,196,917 Beginning Fund Balance $ REVENUE 620 INTERGOVERMENTAL 635 FEES & CHARGES 2,105,821 8,786,012 $ 2,105,821 8,796,917 $ 2,105,821 Variance % 7,185,351 $ 121,434 8,196,917 8,786,012 8,796,917 7,185,351 2,720,000 2,720,000 2,720,000 2,839,530 60,000 60,000 60,000 60,000 $ (1,984,387) 119,530.00 119,530 -94% 4% 0% Total Revenue $ 2,780,000 $ 2,780,000 $ 2,780,000 $ 2,899,530 $ 4% Total Resources $ 4,885,821 $ 4,885,821 $ 4,885,821 $ 3,020,964 $ (1,864,857) -38% $ EXPENDITURES PERSONAL SERVICES 8,196,917 701 REGULAR PAY $ (37,010) -18% 55,459 100,000 (44,541) -80% 750 FRINGE BENEFITS 53,575 52,904 52,993 63,714 (10,721) -20% 3,283 15,000 9,751 12,000 (2,249) -23% (94,521) -29% (12,000) -150% SUPPLIES AND SERVICES 322,809 $ 8,196,917 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES 8,000 150,000 252,904 $ $ 8,786,012 $ 8,000 204,606 7,185,351 35,000 $ $ 8,796,917 63,650 Subtotal 322,809 $ $ 8,796,917 $ 8,000 241,616 417,330 $ 7,185,351 $ 20,000 $ 2,348,431 2,693,431 2,668,431 3,069,814 (401,383) -15% 25,000 35,000 25,000 50,000 (25,000) -100% 820 RENT 277,000 280,000 277,000 350,000 (73,000) -26% 829 FUEL 15,000 35,000 15,000 50,000 (35,000) -233% 832 COUNTY COUNSEL 34,000 34,000 34,000 41,000 (7,000) -21% 834 BASE LEVEL EQ SERVICES CHARGES 17,000 17,000 17,000 50,000 (33,000) -194% 836 RISK MANAGEMENT 12,951 12,951 12,951 22,483 (9,532) -74% 7,760 (7,760) 810 LEGAL 838 TELECOM WIRELESS SYSTEMS - 1,000 - 839 OTHER INTERNAL SVCS CHARGES 20,000 20,000 20,000 20,000 860 MISCELLANEOUS EXPENSE 10,905 290,905 290,905 66,000 Subtotal 494 8,786,012 705 TEMPORARY PAY 780 SALARY ADJUSTMENTS 202,301 $ 2,768,287 $ 3,427,287 $ 3,368,287 CAPITAL OUTLAY 8,196,917 8,786,012 8,796,917 920 EQUIPMENT 220,000 220,000 220,000 $ - $ 220,000 $ 220,000 $ 220,000 $ Total Expenditures $ 3,311,096 $ 3,900,191 $ 3,911,096 $ Operating Balance (Rev. - Exp.) $ Ending Fund Balance (Resources - Exp.) $ 1,574,725 $ $ 0% 77% (378,770) -11% 7,185,351 Subtotal (531,096) $ 3,747,057 224,905 4,164,387 220,000 100% $ 220,000 100% $ (253,291) -6% (1,120,191) $ (1,131,096) $ (1,264,857) $ 133,761 -12% 985,630 974,725 (1,143,423) $ 2,118,148 217% $ $ maricopa county annual business strategies for 1999-2000 telecommunications (76) County Administrative Officer Chief Information Officer Telecommunications Nancy Bozich, Director Wireless Systems Voice Communications Administration Data Communications mission To provide a communications infrastructure that will transport voice, data, video and radio information at the least cost using the most reliable technologies. program goals Transition 1375 public safety radios onto the County’s 800Mhz-radio system, these will be able communicate in a digital, encrypted environment. Negotiate Intergovernmental Agreements with non-County governmental agencies resulting in an expansion of the County’s 800Mhz-radio system and improved intergovernmental communications. Provide a centralized voice and data infrastructure to accommodate telecommuting county employees. Install a cost effective, full-featured ACD system with interactive voice response off our phone switch. This will enhance the support the County’s STAR call center provides our citizens. Interconnect the networks of the City of Phoenix, Maricopa County, and the State of Arizona by using government owned dark fiber. This will allow the municipalities to exchange data over a high-speed network at a low cost. community impact Departments throughout Maricopa County depend on the services and support of the Telecommunications Department for the delivery of their own services to the public. Whether these departments interface to the public is via phone, the Internet, or interactive voice response, Telecommunications has built and maintains the infrastructure. Further, the radio and microwave infrastructure Telecommunications has built and maintains, directly supports the Sheriff's Office and other public safety departments. performance measures Performance Measure Days to complete repair orders on 800Mhz radios.. Days to complete voice system work orders. Hours to complete critical voice repairs Days to complete data work orders, less than 15 connections Days to complete data work orders, 16 to 30 connections Hours to complete critical data repair orders Hours to complete non-critical data repair orders FY 96-97 2 10 4 FY 97-98 2 10 4 10 FY98-99 (Est.) 2 7 2 7 FY99-00 (Proj) 2 7 2 7 14 10 10 <4 <8 <4 <8 495 maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY TELECOMMUNICATIONS Department 76 Fund Type Internal Service Totals $ Personal Services 2,289,328 2,289,328 Supplies & Services 7,850,139 $ 7,850,139 Capital Outlay 830,740 830,740 $ $ $ Total Expenses 10,970,207 10,970,207 $ $ Total Revenue 11,366,281 11,366,281 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT TELECOMMUNICATIONS Department 76 FY1998-99 Adopted RESOURCES $ 20,081,250 300,000 REVENUE 602 P E R S O N A L P R O P E R T Y T A X E S 636 I N T E R N A L S E R V I C E C H A R G E S 645 R E V A L L O W A N C E S - P A T I E N T C A R E 650 M I S C E L L A N E O U S R E V E N U E Subtotal $ 20,081,250 9,710,625 30,000 9,740,625 $ 20,147,936 - $ 20,147,936 10,261,964 46,052 10,308,016 20,081,250 1,608,115 $ 92,585 286,976 43,394 (109,000) 2,088,528 $ 20,147,936 1,520,097 18,729 104,701 274,709 2,047,342 S U P P L I E S A N D S E R V ICES 801 G E N E R A L S U P P L I E S $ 805 C O N T R A C T U A L S E R V I C E S 820 R E N T 825 R E P A I R S A N D M A I N T E N A N C E 826 F A C I L I T I E S M G M T D I S C R E T I O N A R Y 827 M A T E R I A L M G N T D I S C R E T I O N A R Y 829 F U E L 832 C O U N T Y C O U N S E L 833 E M P L O Y E E B E N E F I T S A D M I N 834 B A S E L E V E L E Q S E R V I C E S C H A R G E S 836 R I S K M A N A G E M E N T 842 E D U C A T I O N 843 T R A N S P O R T A T I O N / S H I P P I N G 850 UTILITIES 860 M I S C E L L A N E O U S E X P E N S E 880 T R A N S F E R S O U T T O O T H E R F U N D S Subtotal $ 20,081,250 665,000 563,000 684,000 870,700 10,000 700 15,375 4,162 21,312 5,160 43,000 4,044,475 1,500 363,643 7,406,597 $ 20,147,936 1,036,857 282,092 656,911 666,016 813 7,770 15,214 4,162 69,242 5,160 49,307 4,275 4,568,287 7,329 363,643 7,737,078 CAPITAL OUTLAY 920 E Q U I P M E N T Subtotal $ 20,081,250 545,500 545,500 Total Expenditures $ 10,040,625 BEGINNING FUND BALANCE EXPENDITURES PERSONAL SERVICES 701 R E G U L A R P A Y 705 T E M P O R A R Y P A Y 710 S P E C I A L P A Y 750 F R I N G E B E N E F I T S 780 S A L A R Y A D J U S T M E N T S 790 O T H E R P E R S O N A L S E R V I C E S 797 P E R S O N N E L S A V I N G S ( N E G ) $ Subtotal $ Operating Balance (Rev. - Exp.) $ Ending Fund Balance (Resources - Exp.) $ 496 FY1998-99 Projected FY1998-99 Restated $ 20,081,250 300,000 $ 20,081,250 9,710,625 30,000 9,740,625 FY1999-00 Adopted $ 22,336,488 1,242,339 $ 22,336,488 10,093,942 30,000 10,123,942 Variance % $ - $ - 20,081,250 1,656,506 $ 2 92,563 292,722 13,938 (133,661) 2,088,528 $ 22,336,488 1,800,627 $ 92,585 318,289 46,827 (109,000) 2,289,328 $ - 0% $ 22,336,488 419,000 560,000 710,000 1,420,581 10,000 7,989 7,283 4,696 105,415 33,731 43,000 500 3,939,448 9,500 308,271 7,850,139 $ - 0% 0% 0% 0% 0% $ 20,081,250 665,000 563,000 684,000 870,700 10,000 700 15,375 4,162 21,312 5,160 43,000 4,044,475 1,500 363,643 7,406,597 $ 20,147,936 55,500 55,500 $ 20,081,250 545,500 545,500 $ 22,336,488 830,740 830,740 $ - 0% 0% $ 9,839,920 $ 10,040,625 $ 10,970,207 $ - 0% (300,000) $ 468,096 $ (300,000) $ (846,265) $ - 0% - 468,096 $ - - 0% $ $ $ $ $ $ $ 396,074 $ $ 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION Dept 76 TELECOMMUNICATIONS 76 Total WORKING TITLE ADMINISTRATIVE ASSTNT I ADMINISTRATIVE COORD II ADMINISTRATIVE COORD III ADMINISTRATIVE COORD IV ADMINISTRATOR I FROM ATC BUDGET FROM CTYADM BUDGET IT PROFESSIONAL - CP IT PROFESSIONAL-SENIOR-CP IT TECHNOLOGY OFFCR-CP FTE 2 1 2 1 1 1 1 31 1 1 42 497 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM TELECOMMUNICATIONS Agency 760 Org Title 7610 7620 7630 7640 OBJ Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO ADMINISTRATION $ 505,220 $ 4,000,513 $ $ 4,561,173 $ 7,892,276 W IRELESS SYSTEMS $ 772,558 $ 485,543 $ - $ 1,258,101 $ 1,381,596 TRANSMISSION SYSTEMS $ 459,291 $ 1,371,004 $ - $ 1,830,295 $ NETWORK OPERATIONS $ 552,259 $ 1,993,079 $ - $ 2,545,338 $ Totals: $ 2,289,328 $ 7,850,139 $ $ 10,194,907 O B J _ T IT L E CO AD L _OIPNTPEUDT_ 9 8 /9 9 PROJECTED 55,440 Revenue 55,440 RESTATED A D O P T E D _ 9 9 /0 0 2,092,409 $ 11,366,281 V A R IA N C E P E R C E NHTI D E _ R O W E X P E N D I T U R E S A N D R E V E N U E S B Y A G E N C Y /O B J E C T T E L E C O M M U N IC A T I O N S Agency 760 RESOURCES B e g in n in g F u n d B a la n c e $ REVENUE 636 INTERNAL SERVICE CHARGES 6 5 0 M IS C E L L A N E O U S R E V E N U E FY1998-99 FY1998-99 FY1999-00 Adopted P rojected R e s ta t e d Adopted 1 9 ,5 9 1 ,2 5 0 300,000 $ 2 0 ,1 4 7 ,9 3 6 - $ 1 9 ,5 9 1 ,2 5 0 300,000 1 9 ,5 9 1 ,2 5 0 9,710,625 2 0 ,1 4 7 ,9 3 6 1 0 ,2 6 1 ,9 6 4 1 9 ,5 9 1 ,2 5 0 9,710,625 3 0 ,0 0 0 4 6 ,0 5 2 3 0 ,0 0 0 $ V a r ia n c e 2 1 ,5 6 1 ,1 8 8 1,242,339 $ 2 1 ,5 6 1 ,1 8 8 1 0 ,0 9 3 ,9 4 2 3 0 ,0 0 0 % 942,339 314% 383,317.00 4% - 0% Total Revenue $ 9,740,625 $ 1 0 ,3 0 8 ,0 1 6 $ 9,740,625 $ 1 0 ,1 2 3 ,9 4 2 $ 383,317 4% Total Resources $ 1 0 ,0 4 0 ,6 2 5 $ 1 0 ,3 0 8 ,0 1 6 $ 1 0 ,0 4 0 ,6 2 5 $ 1 1 ,3 6 6 ,2 8 1 $ 1,325,656 13% $ 1 9 ,5 9 1 ,2 5 0 1,608,115 $ 2 0 ,1 4 7 ,9 3 6 1,520,097 $ 1 9 ,5 9 1 ,2 5 0 1,656,506 $ 2 1 ,5 6 1 ,1 8 8 1,800,627 $ E X P E N D ITU R E S PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY - 7 1 0 S P E C IA L P A Y 7 5 0 F R I N G E B E N E F IT S 780 SALARY ADJUSTMENTS 796 P S I N T E R -FU N D C H A R G E S 797 PERSONNEL SAVINGS (NEG) 1 8 ,7 2 9 (144,121) - 2 -9% 100% 9 2 ,5 8 5 104,701 9 2 ,5 6 3 9 2 ,5 8 5 (22) 0% 274,709 - 292,722 1 3 ,9 3 8 318,289 4 6 ,8 2 7 (25,567) (32,889) -9% -236% 166,458 129,106 - 166,458 140,000 2 6 ,4 5 8 16% (133,661) (109,000) (24,661) 18% $ 2,088,528 $ 2,047,342 $ 2,088,528 $ 2,289,328 $ (200,800) -10% $ 1 9 ,5 9 1 ,2 5 0 665,000 $ 2 0 ,1 4 7 ,9 3 6 1,036,857 $ 1 9 ,5 9 1 ,2 5 0 665,000 $ 2 1 ,5 6 1 ,1 8 8 419,000 $ 246,000 37% S U P P L IE S A N D S E R V I C E S 8 0 1 G E N E R A L S U P P L IE S 2 286,976 4 3 ,3 9 4 (109,000) S u b to t a l 805 CONTRACTUAL SERVICES 820 RENT 563,000 684,000 282,092 656,911 563,000 684,000 560,000 710,000 3,000 (26,000) 1% -4% 8 2 5 R E P A I R S A N D M A IN T E N A N C E 870,700 666,016 870,700 1,420,581 (549,881) -63% 1 0 ,0 0 0 1 0 ,0 0 0 8 2 6 F A C I L I T I E S M G M T D I S C R E T IO N A R Y 1 0 ,0 0 0 8 2 7 M A T E R IA L M G N T D IS C R E T IO N A R Y - - 829 FUEL 813 - - - 0% - 700 7,770 700 7,989 832 COUNTY COUNSEL 1 5 ,3 7 5 1 5 ,2 1 4 1 5 ,3 7 5 7,283 8 3 3 E M P L O Y E E B E N E F I T S A D M IN 834 BASE LEVEL EQ SERVICES CHARGES 4,162 2 1 ,3 1 2 4,162 6 9 ,2 4 2 4,162 2 1 ,3 1 2 4,696 105,415 (534) (84,103) -13% -395% (28,571) -554% 8 3 6 R IS K M A N A G E M E N T 842 EDUCATION 8 4 3 T R A N S P O R T A T I O N / S H I P P IN G 5,160 5,160 5,160 3 3 ,7 3 1 4 3 ,0 0 0 4 9 ,3 0 7 4 3 ,0 0 0 4 3 ,0 0 0 - 850 U T ILITIES 8 6 0 M IS C E L L A N E O U S E X P E N S E 875 BONDS AND RELATED EXPENSE 4,275 $ CAPITAL OUTLAY 8,092 - 500 53% 0% (500) 4,568,287 4,044,475 3,939,448 1,500 7,329 1,500 9,500 (8,000) -533% 114,570 270,725 (156,155) -136% 363,643 7,406,597 308,271 7,850,139 5 5 ,3 7 2 (443,542) 15% -6% 363,643 7,406,597 $ 1 9 ,5 9 1 ,2 5 0 5 5 ,5 0 0 9 2 0 E Q U IP M E N T - (7,289) -1041% 4,044,475 114,570 880 TRANSFERS OUT TO OTHER FUNDS S u b to t a l 498 FY1998-99 363,643 7,737,078 $ 2 0 ,1 4 7 ,9 3 6 5 5 ,5 0 0 $ 1 9 ,5 9 1 ,2 5 0 5 5 ,5 0 0 105,027 $ 2 1 ,5 6 1 ,1 8 8 5 5 ,4 4 0 3% 60 0% 60 0% S u b to t a l $ 5 5 ,5 0 0 $ 5 5 ,5 0 0 $ 5 5 ,5 0 0 $ 5 5 ,4 4 0 $ 1 0 ,1 9 4 ,9 0 7 $ (644,282) $ 260,965 137% $ (681,374) -139% Total Expenditures $ 9,550,625 $ 9,839,920 $ 9,550,625 $ O p e r a t i n g B a la n c e ( R e v . - E x p . ) $ 190,000 $ 468,096 $ 190,000 $ E n d in g F u n d B a la n c e ( R e s o u r c e s - E x p . ) $ 490,000 $ 468,096 $ 490,000 $ (70,965) 1,171,374 -7% maricopa county annual business strategies for 1999-2000 ORG ORG_TITLE COL_INPUT PS SS CO TOTAL_EXP REV HIDE_ROW TOTAL BUDGET BY PROGRAM TELECOMMUNICATIONS Agency 762 Personal Supplies Services PS & Services SS Capital HIDDEN Total Org Title 7621 7631 7641 WIRELESS INFRASTRUCTURE 7621 $ - $ - $ 310,300 $ 310,300 $ - VOICE SYSTEMS INFRASTRUCTURE 7631 $ - $ - $ 20,000 $ 20,000 $ - NETWORKS INFRASTRUCTURE 7641 $ - $ - $ 445,000 $ 445,000 $ - $ - $ - $ 775,300 $ 775,300 $ - Totals: OBJ OBJ_TITLE COL_INPUT ADOPTED_98/99 PROJECTED OutlayREVENUE_COL Expenditures CO RE RESTATED ADOPTED_99/00 Revenue VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT TELECOMMUNICATIONS Agency 762 FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted Variance % EXPENDITURES CAPITAL OUTLAY 490,000 920 EQUIPMENT 490,000 - 490,000 - 775,300 490,000 (285,300) -58% Subtotal $ 490,000 $ - $ 490,000 $ 775,300 775,300 $ (285,300) -58% Total Expenditures $ 490,000 $ - $ 490,000 $ 775,300 $ (285,300) -58% 499 maricopa county annual business strategies for 1999-2000 transportation (64) County Administrative Officer Chief Public Works Officer Tom Buick Transportation Transportation Technology Administration Planning Construction & Operations Engineering Lands/Right of Way Community & Governmental Relations mission Provide a quality transportation system for Maricopa County. program goals Provide a quality transportation system for the residents of Maricopa County. Manage public roads and bridges within the jurisdiction of Maricopa County. Improve the quality of the road system by rehabilitating roadways. Develop and implement a balanced, cost effective and publicly acceptable program of projects that serve the region's transportation needs. Provide a full range of traffic engineering functions for Maricopa County highways. Provide professional right-of-way services for MCDOT in accordance with International Right-of-Way Association guidelines. community impact Department provides to the public a well maintained road system, with continually improving quality of service. While work is primarily in the unincorporated portion of the County, all citizens benefit from these services. In addition to maintenance, operations and traffic control activities, Department implements Capital Improvement Projects, which form an integral part of the County roadway network. These projects either link unincorporated areas, serve unincorporated areas or are done in partnership with State or municipalities. performance measures Performance Measure Number lane miles maintained Percent of CIP Execution 500 FY 96-97 5989 70 FY 97-98 5965 82 FY 98-99 (Est.) 5950 80 FY 99-00 (Proj) 5958 80 maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY TRANSPORTATION Department 64 Fund Type Special Revenue Totals $ Personal Services 21,878,185 21,878,185 Supplies & Services 22,888,828 $ 22,888,828 Capital Outlay 74,098,964 74,098,964 $ Total Expenses $ 118,865,977 $ 118,865,977 $ $ Total Revenue 133,436,280 133,436,280 E X P E N D IT U R E S A N D R E V E N U E S B Y D E P A R T M E N T /O B J E C T T R A N S P O R T A T IO N D e p a rtm e n t 6 4 F Y 1 9 9 8 -9 9 A d o p ted RESOURCES B E G IN N IN G F U N D B A L A N C E $ 2 6 4 ,0 5 8 , 0 6 0 6 5 ,1 5 2 ,6 8 2 6 5 ,1 5 2 ,6 8 2 $ 2 6 4 ,0 5 8 , 0 6 0 2 4 2 ,0 0 0 7 5 0 ,0 0 0 8 1 ,9 5 7 ,9 7 7 2 5 ,0 0 0 1 ,0 1 5 ,0 0 0 8 3 ,9 8 9 ,9 7 7 REVENUE 6 1 0 L IC E N S E S A N D P E R M IT S 615 GRANTS 6 2 0 IN T E R G O V E R M E N T A L 635 F E E S & C H A R G E S 6 5 0 M IS C E L L A N E O U S R E V E N U E S u b to ta l E X P E N D IT U R E S P E R S O N A L S E R V IC E S 701 R E G U L A R P A Y 705 T E M P O R A R Y P A Y 7 1 0 S P E C IA L P A Y 7 5 0 F R IN G E B E N E F IT S 780 SALARY ADJUSTMENTS 7 9 5 P S IN T E R -F U N D C R E D IT (N E G ) 7 9 7 P E R S O N N E L S A V IN G S (N E G ) $ S u b to ta l S U P P L IE S A N D S E R V IC E S 8 0 1 G E N E R A L S U P P L IE S 8 0 2 M E D IC A L S U P P L IE S 8 0 5 C O N T R A C T U A L S E R V IC E S 810 LEGAL 8 1 5 IN S U R A N C E 820 R E N T 8 2 5 R E P A IR S A N D M A IN T E N A N C E 8 2 6 F A C IL IT IE S M G M T D IS C R E T IO N A R Y 8 2 7 M A T E R IA L M G N T D IS C R E T IO N A R Y 829 FUEL 8 3 0 T E L E C O M D IS C R E T IO N A R Y 832 C O U N T Y C O U N S E L 8 3 3 E M P L O Y E E B E N E F IT S A D M IN 8 3 4 B A S E L E V E L E Q S E R V IC E S C H A R G E S 8 3 6 R IS K M A N A G E M E N T 837 BASE LEVEL TELECOM 8 3 8 T E L E C O M W IR E L E S S S Y S T E M S 841 E M P L O Y E E T R A V E L 8 4 2 E D U C A T IO N 8 4 3 T R A N S P O R T A T IO N /S H IP P IN G 8 5 0 U T IL IT IE S 8 6 0 M IS C E L L A N E O U S E X P E N S E 8 7 2 S S IN T E R -F U N D C R E D IT (N E G ) 8 7 3 S S IN T E R F U N D C H A R G E S 8 7 4 O T H E R N E G A T IV E A D J U S T M E N T S 880 T R A N S F E R S O U T T O O T H E R F U N D S S u b to ta l C A P IT A L O U T L A Y 910 LAND 9 1 5 B U IL D IN G S A N D IM P R O V E M E N T S 9 2 0 E Q U IP M E N T 9 3 0 T R A N S P O R T A T IO N $ $ $ 2 6 4 ,0 5 8 , 0 6 0 1 7 ,5 7 0 ,5 3 9 3 8 1 ,5 5 8 3 4 8 ,4 8 4 3 ,5 5 9 ,6 7 9 3 7 3 ,1 0 3 (6 9 , 3 4 3 ) (8 2 1 ,9 8 5 ) 2 1 ,3 4 2 ,0 3 5 2 6 4 ,0 5 8 , 0 6 0 1 ,4 4 5 ,2 2 0 2 ,1 7 5 1 1 ,2 2 5 ,8 8 6 2 5 ,2 5 0 1 ,0 5 0 1 2 1 ,7 6 2 4 ,1 0 9 ,4 2 9 1 8 8 ,0 0 0 2 ,9 0 0 5 8 9 ,2 1 6 1 0 1 ,5 8 9 4 1 4 ,3 7 5 4 7 ,9 1 4 2 ,0 7 2 ,6 5 6 7 9 3 ,6 2 3 4 1 3 ,8 1 5 2 2 4 ,9 0 4 2 0 6 ,2 0 5 2 6 6 ,2 8 7 5 ,6 4 5 9 0 2 ,4 7 5 1 1 5 ,5 1 9 (5 ,7 0 0 , 0 0 0 ) 1 ,7 5 3 ,4 5 5 1 9 ,3 2 9 ,3 5 0 F Y 1 9 9 8 -9 9 P r o je c t e d $ 2 5 2 ,3 6 2 , 2 0 3 5 6 ,5 0 0 ,0 0 0 5 6 ,5 0 0 ,0 0 0 $ 2 5 2 ,3 6 2 , 2 0 3 6 0 0 ,0 0 0 5 ,0 0 0 ,0 0 0 8 3 ,8 2 3 ,0 0 0 2 5 ,0 0 0 1 ,5 1 5 ,0 0 0 9 0 ,9 6 3 ,0 0 0 $ $ $ $ 2 5 2 ,3 6 2 , 2 0 3 1 5 ,4 1 9 ,0 0 0 4 2 7 ,2 7 8 4 3 2 ,4 5 0 3 ,2 3 9 ,0 5 2 3 5 2 ,9 9 8 6 0 0 ,0 0 0 2 0 ,4 7 0 ,7 7 8 2 5 2 ,3 6 2 , 2 0 3 1 ,7 2 9 ,3 5 0 1 6 ,8 3 5 ,1 0 0 7 1 ,0 0 0 250 1 3 5 ,4 0 0 4 ,1 9 6 ,5 0 0 8 0 ,0 0 0 500 4 7 8 ,1 1 4 1 2 0 ,0 0 0 4 1 4 ,3 7 5 4 7 ,9 1 4 2 ,1 5 7 ,6 0 0 7 9 3 ,6 2 3 3 9 0 ,0 0 0 2 0 0 ,0 0 0 1 4 8 ,2 0 0 1 2 1 ,3 0 0 1 ,7 5 0 6 4 0 ,0 0 0 1 6 8 ,4 2 5 (5 ,7 0 0 , 0 0 0 ) 4 ,2 5 3 ,8 1 0 1 ,7 5 3 ,4 5 5 2 9 ,0 3 6 ,6 6 6 $ $ 1 0 4 ,8 9 9 , 2 0 3 $ 2 7 4 ,4 2 0 , 1 7 6 6 5 ,1 5 2 ,6 8 2 6 5 ,1 5 2 ,6 8 2 $ 2 7 4 ,4 2 0 , 1 7 6 2 4 2 ,0 0 0 6 ,0 8 1 ,3 0 8 8 1 ,9 5 7 ,9 7 7 2 5 ,0 0 0 1 ,0 1 5 ,0 0 0 8 9 ,3 2 1 ,2 8 5 $ $ $ $ 2 7 4 ,4 2 0 , 1 7 6 1 7 ,5 9 2 ,0 6 1 3 9 6 ,5 6 5 3 6 4 ,8 2 8 3 ,5 6 3 ,2 5 0 3 1 6 ,6 5 9 (6 9 , 3 4 3 ) (8 2 1 ,9 8 5 ) 2 1 ,3 4 2 ,0 3 5 2 7 4 ,4 2 0 , 1 7 6 1 ,4 4 5 ,2 2 0 2 ,1 7 5 1 6 ,5 5 7 ,1 9 4 2 5 ,2 5 0 1 ,0 5 0 1 2 1 ,7 6 2 4 ,1 6 9 ,4 2 9 1 8 8 ,0 0 0 2 ,9 0 0 5 8 9 ,2 1 6 1 0 1 ,5 8 9 4 1 4 ,3 7 5 4 7 ,9 1 4 2 ,0 7 2 ,6 5 6 7 9 3 ,6 2 3 4 1 3 ,8 1 5 2 2 4 ,9 0 4 2 0 6 ,2 0 5 2 6 6 ,2 8 7 5 ,6 4 5 9 0 2 ,4 7 5 1 1 5 ,5 3 2 (5 ,7 0 0 , 0 0 0 ) 4 ,2 5 3 ,8 1 0 (3 0 0 ,5 0 0 ) 1 ,7 5 3 ,4 5 5 2 8 ,6 7 3 ,9 8 1 F Y 1 9 9 9 -0 0 A d o p ted $ 2 5 2 ,3 0 2 , 2 5 7 4 3 ,8 0 0 ,0 0 0 4 3 ,8 0 0 ,0 0 0 $ 2 5 2 ,3 0 2 , 2 5 7 8 0 0 ,0 0 0 1 ,0 0 0 ,0 0 0 8 6 ,1 1 6 ,2 8 0 5 0 ,0 0 0 1 ,6 7 0 ,0 0 0 8 9 ,6 3 6 ,2 8 0 $ $ $ $ 2 5 2 ,3 0 2 , 2 5 7 1 7 ,7 4 3 ,5 9 8 6 0 2 ,2 6 9 4 9 2 ,2 9 3 3 ,7 5 9 ,1 1 1 6 5 0 ,4 0 3 (1 ,3 6 9 , 4 8 9 ) 2 1 ,8 7 8 ,1 8 5 2 5 2 ,3 0 2 , 2 5 7 1 ,6 1 1 ,6 7 7 840 1 2 ,3 4 7 ,1 7 2 3 1 ,2 5 0 800 3 6 7 ,3 5 2 4 ,2 1 0 ,3 3 6 1 4 0 ,0 0 0 2 ,3 0 0 4 8 9 ,5 3 2 2 0 0 ,6 6 8 3 7 3 ,3 8 0 5 7 ,1 0 8 2 ,2 3 9 ,9 6 6 1 ,5 5 5 ,6 6 9 3 6 2 ,1 0 9 1 6 1 ,4 6 4 2 0 0 ,9 2 2 2 4 4 ,1 6 8 5 ,3 8 0 7 5 0 ,3 0 0 1 ,3 8 2 ,2 7 6 (5 ,7 0 0 , 0 0 0 ) 3 0 ,0 0 0 1 ,8 2 4 ,1 5 9 2 2 ,8 8 8 ,8 2 8 $ $ 2 5 2 ,3 0 2 , 2 5 7 5 0 ,0 0 0 6 9 ,7 6 9 ,9 0 0 1 ,6 1 2 ,1 5 6 2 ,6 6 6 ,9 0 8 7 4 ,0 9 8 ,9 6 4 $ 1 1 9 ,9 4 6 , 2 0 9 $ 1 1 8 ,8 6 5 , 9 7 7 % $ - 0% $ - 0% 0% 0% 0% 0% 0% - 0% 0% 0% 0% 0% - 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% $ - 0% 0% 0% 0% 0% $ - 0% $ $ $ $ 0% 0% 0% 0% S u b to ta l $ T o t a l E x p e n d itu re s $ 1 1 4 ,9 1 5 , 4 0 1 O p e rating Balance (Rev. - Exp.) $ (3 0 , 9 2 5 ,4 2 4 ) $ (1 3 , 9 3 6 ,2 0 3 ) $ (3 0 , 6 2 4 ,9 2 4 ) $ (2 9 , 2 2 9 ,6 9 7 ) $ - 0% E n d in g F u n d B a la n c e ( R e s o u r c e s - E x p . ) $ 3 4 ,2 2 7 ,2 5 8 $ 4 2 ,5 6 3 ,7 9 7 $ 3 4 ,5 2 7 ,7 5 8 $ 1 4 ,5 7 0 ,3 0 3 $ - 0% $ 2 7 4 ,4 2 0 , 1 7 6 2 0 0 ,0 0 0 6 7 ,9 4 3 ,0 0 0 1 ,5 7 1 ,1 9 3 2 1 6 ,0 0 0 6 9 ,9 3 0 ,1 9 3 V a ria n c e 2 6 4 ,0 5 8 , 0 6 0 2 0 0 ,0 0 0 6 7 ,9 4 3 ,0 0 0 2 ,2 8 3 ,8 7 5 3 ,8 1 7 ,1 4 1 7 4 ,2 4 4 ,0 1 6 $ 2 5 2 ,3 6 2 , 2 0 3 8 0 ,0 0 0 5 4 ,0 1 3 ,0 0 0 1 ,2 7 3 ,7 5 9 2 5 ,0 0 0 5 5 ,3 9 1 ,7 5 9 F Y 1 9 9 8 -9 9 R e s ta te d $ $ $ 501 maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION Dept 64 502 TRANSPORTATION WORKING TITLE ACCOUNTANT I ACCOUNTANT IV ADMINISTRATIVE ASSTNT I ADMINISTRATIVE ASSTNT II ADMINISTRATIVE ASSTNT III ADMINISTRATIVE COORD II ADMINISTRATIVE COORD III ADMINISTRATIVE COORD IV ADMINISTRATIVE COORD V ADMINISTRATIVE COORD VI ADMINISTRATOR I ADMINISTRATOR II ADMINISTRATV SUPPORT MGR AIR QUALITY ANALYST ASSISTANT COUNTY ENG-OPRS ASSISTANT COUNTY ENGINEER ASSOCIATE DCSN SPPRT ANLT BUYER I CIVIL ENGINEER CIVIL ENGINEER-SR CIVIL ENGINEERING SPEC CIVIL ENGINEERING TECH-SR CIVIL ENGINERING TECH CONTRACT SPECIALIST II CONTRACT SPECIALIST III CUSTODIAN I DECISION SUPPRT ANLYST I DECISION SUPPRT ANLYST II ENGINEERING-PLANNING MGR EQUIPMENT OPERATOR EQUIPMENT OPERATOR-SR EXECTV SCRTRY-OFC MGR II FINANCIAL SERVICS ADM III HIGHWAY OPERATIONS SUPDT HUMAN RESOURCES ANALYST FTE 2 1 12 18 15 4 6 9 3 1 1 1 1 1 2 3 3 3 11 16 5 6 26 1 1 2 5 3 10 90 24 1 1 2 2 maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION Dept 64 TRANSPORTATION 64 Total WORKING TITLE INVENTORY CONTROL SPEC IT PROFESSIONAL IT PROFESSIONAL - CP IT TECHNOLOGY OFFCR-CP MANAGEMENT ANALYST II MANAGEMENT ANALYST III MANAGEMENT ANALYST IV MATERIALS HANDLING SPCLST MATERIALS TSTNG/INSP TECH PLANNER PLANNER-SR PLANNING AND PROJECTS MGR PROFESSIONAL ASSOCIATE PROFESSIONAL BAND PUBLIC WORKS ASST PUBLIC WORKS ASST SUPV PUBLIC WORKS CREW LEADER PUBLIC WORKS GENERALIST PUBLIC WORKS LEAD PUBLIC WORKS SUPV PUBLIC WRKS INSPECTOR I PUBLIC WRKS INSPECTOR II PUBLIC WRKS INSPECTOR III PUBLIC WRKS LABORER RADIO DISPATCHER REAL ESTATE DIVISION MNGR REAL PROPERTY CHF APPRSR REAL PROPERTY TECHNICIAN REVIEW APPRAISER RIGHT-OF-WAY AGENT SENIOR DECISN SPPRT ANLYT SURVEY PARTY CHIEF SURVEY TECHNICIAN TRADES GENERALIST TRADES SPECIALIST TRANSPORTATION DIRECTOR FTE 2 7 15 1 2 2 2 1 5 6 2 1 2 2 38 10 1 15 12 10 4 9 1 30 1 1 1 6 1 5 3 4 4 8 5 1 511 503 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM T R A N S P O R T A T IO N Agency 640 O rg T itle 6410 6419 6420 6430 6450 6460 6480 6490 A D M IN IS T R A T IO N S u p p lie s C a p ita l T o ta l S e rvices & S e r v ic e s O u tla y E x p e n d itu r e s PS SS CO $ $ 2,090,543 $ 5 4 0 ,0 0 0 $ 4,608,783 $ $ $ (2,806,365) $ 2,360,408 $ (1,109,105) $ 1 2 3 ,2 0 0 ,0 0 0 E N G IN E E R IN G $ 4,659,901 $ 2,337,964 $ 2 5 8 ,5 7 0 $ 7,256,435 $ 8 0 0 ,0 0 0 C O N S T R U C T IO N A N D O P E R A T IO N S $ 1 0 , 9 6 5 ,7 4 0 $ 1 6 , 6 7 4 ,2 8 0 $ 5 7 5 ,3 8 6 $ 2 8 , 2 1 5 ,4 0 6 $ 80,000 IN F R A S T R U C T U R E T E C H C E N T E R $ 2,045,271 $ 1,770,287 $ 6 8 4 ,6 0 0 $ 4,500,158 $ 10,000 P L A N N IN G $ 1,360,406 $ 1,220,936 $ 19,000 $ 2,600,342 $ 1 6 1 ,2 8 0 C O M M U N IT Y & G O V T R E L A T IO N S $ 5 7 4 ,4 1 3 $ 4 9 9 ,5 5 0 $ 3,000 $ 1,076,963 $ P W L A N D & R IG H T -O F -W A Y $ 9 5 7 ,3 6 2 $ 1 0 1 ,6 3 3 $ 90,000 $ 1,148,995 $ 60,000 $ 2 1 , 8 7 8 ,1 8 5 $ 2 1 , 8 8 8 ,8 2 8 $ 4,530,964 $ 4 8 , 2 9 7 ,9 7 7 $ 1 2 4 ,3 1 1 ,2 8 0 O B J _ T IT L E 1,978,240 Revenue G E N E R A L S E R V IC E S Totals: OBJ Personal ( 6 6 3 ,1 4 8 ) CO AD L _O I P N TP EUDT _ 9 8 / 9 9 PROJECTED RESTATED A D O P T E D _ 9 9 /0 0 - - V A R IA N C E P E R C E NHTI D E _ R O W E X P E N D IT U R E S A N D R E V E N U E S B Y A G E N C Y /O B J E C T T R A N S P O R T A T IO N Agency 640 RESOURCES B e g in n in g F u n d B a la n c e $ REVENUE 6 1 0 L I C E N S E S A N D P E R M IT S 6 2 0 IN T E R G O V E R M E N T A L 635 FEES & CHARGES 6 5 0 M IS C E L L A N E O U S R E V E N U E F Y 1 9 9 8 -9 9 F Y 1 9 9 8 -9 9 F Y 1 9 9 8 -9 9 F Y 1 9 9 9 -0 0 Adopted P r o je c t e d R e s ta t e d Adopted 187,279,060 6 5 ,1 5 2 ,6 8 2 $ 177,174,203 5 6 ,5 0 0 ,0 0 0 $ 186,978,560 6 5 ,1 5 2 ,6 8 2 $ V a ria n c e 172,609,257 4 3 ,8 0 0 ,0 0 0 $ % (2 1 , 3 5 2 ,6 8 2 ) -3 3 % 231% 187,279,060 242,000 177,174,203 600,000 186,978,560 242,000 172,609,257 800,000 558,000.00 7 4 ,3 3 5 ,9 7 7 7 2 ,6 3 5 ,0 0 0 7 4 ,3 3 5 ,9 7 7 7 7 ,9 9 1 ,2 8 0 3,655,303.00 5% 2 5 ,0 0 0 2 5 ,0 0 0 2 5 ,0 0 0 5 0 ,0 0 0 2 5 ,0 0 0 .0 0 100% 1,015,000 1,515,000 1,015,000 1,670,000 655,000.00 65% T o tal R e v e n u e $ 7 5 ,6 1 7 ,9 7 7 $ 7 4 ,7 7 5 ,0 0 0 $ 7 5 ,6 1 7 ,9 7 7 $ 8 0 ,5 1 1 ,2 8 0 $ T o tal R e s o u rces $ 140,770,659 $ 131,275,000 $ 140,770,659 $ 124,311,280 $ $ 187,279,060 1 7 ,5 7 0 ,5 3 9 $ 177,174,203 1 5 ,4 1 9 ,0 0 0 $ 186,978,560 1 7 ,5 9 2 ,0 6 1 $ 172,609,257 1 7 ,7 4 3 ,5 9 8 $ 4,893,303 (1 6 , 4 5 9 ,3 7 9 ) 6% -1 2 % E X P E N D IT U R E S P E R S O N A L S E R V IC E S 701 REGULAR PAY (1 5 1 , 5 3 7 ) -1 % 705 TEMPORARY PAY 381,558 427,278 396,565 602,269 (2 0 5 , 7 0 4 ) -5 2 % 7 1 0 S P E C IA L P A Y 348,484 432,450 364,828 492,293 (1 2 7 , 4 6 5 ) -3 5 % 3,559,679 3,239,052 3,563,250 3,759,111 (1 9 5 , 8 6 1 ) -5 % 373,103 352,998 316,659 650,403 (3 3 3 , 7 4 4 ) -1 0 5 % (6 9 , 3 4 3 ) 100% 7 5 0 F R IN G E B E N E F IT S 780 SALARY ADJUSTMENTS 7 9 5 P S IN T E R -F U N D C R E D IT (N E G ) (6 9 , 3 4 3 ) 7 9 7 P E R S O N N E L S A V IN G S (N E G ) (8 2 1 , 9 8 5 ) S u b to t a l $ S U P P L IE S A N D S E R V IC E S 2 1 ,3 4 2 ,0 3 5 $ 8 0 2 M E D IC A L S U P P L IE S 1,445,220 810 LEGAL 8 1 5 IN S U R A N C E 820 RENT 8 2 5 R E P A IR S A N D M A IN T E N A N C E 8 2 6 F A C I L I T IE S M G M T D IS C R E T IO N A R Y 8 2 7 M A T E R IA L M G N T D IS C R E T IO N A R Y 2 0 ,4 7 0 ,7 7 8 $ 1,729,350 - (8 2 1 , 9 8 5 ) $ 177,174,203 2,175 8 0 5 C O N T R A C T U A L S E R V IC E S (6 9 , 3 4 3 ) 600,000 $ 187,279,060 8 0 1 G E N E R A L S U P P L IE S 2 1 ,3 4 2 ,0 3 5 (1 ,3 6 9 , 4 8 9 ) $ 186,978,560 $ - 1,445,220 2 1 ,8 7 8 ,1 8 5 547,504 -6 7 % $ (5 3 6 , 1 5 0 ) -3 % $ (1 6 6 , 4 5 7 ) -1 2 % 172,609,257 $ 1,611,677 2,175 840 1 0 ,4 7 5 ,8 8 6 1 1 ,7 3 5 ,1 0 0 1 0 ,4 7 5 ,8 8 6 1 1 ,3 4 7 ,1 7 2 (8 7 1 , 2 8 6 ) 1,335 -8 % 2 5 ,2 5 0 7 1 ,0 0 0 2 5 ,2 5 0 3 1 ,2 5 0 (6 ,0 0 0 ) -2 4 % 1,050 250 1,050 800 250 61% 24% 121,762 135,400 121,762 367,352 (2 4 5 , 5 9 0 ) 4,109,429 4,196,500 4,169,429 4,210,336 (4 0 , 9 0 7 ) -1 % 188,000 8 0 ,0 0 0 188,000 140,000 4 8 ,0 0 0 26% 2,900 500 2,900 2,300 589,216 478,114 589,216 489,532 9 9 ,6 8 4 17% 8 3 0 T E L E C O M D IS C R E T IO N A R Y 101,589 120,000 101,589 200,668 (9 9 , 0 7 9 ) -9 8 % 832 COUNTY COUNSEL 414,375 8 3 3 E M P L O Y E E B E N E F IT S A D M IN 414,375 414,375 600 -2 0 2 % 829 FUEL 373,380 4 0 ,9 9 5 21% 10% 4 7 ,9 1 4 4 7 ,9 1 4 4 7 ,9 1 4 5 7 ,1 0 8 (9 ,1 9 4 ) 2,072,656 2,157,600 2,072,656 2,239,966 (1 6 7 , 3 1 0 ) -8 % 8 3 6 R IS K M A N A G E M E N T 793,623 793,623 793,623 1,555,669 (7 6 2 , 0 4 6 ) -9 6 % 837 BASE LEVEL TELECOM 413,815 390,000 413,815 362,109 5 1 ,7 0 6 12% 8 3 8 T E L E C O M W IR E L E S S S Y S T E M S 224,904 200,000 224,904 161,464 6 3 ,4 4 0 28% 841 E M P LOYEE TRAVEL 206,205 148,200 206,205 200,922 5,283 3% 8 4 2 E D U C A T IO N 266,287 121,300 266,287 244,168 2 2 ,1 1 9 8% 5,645 1,750 5,645 5,380 265 5% 8 5 0 U T I L I T IE S 902,475 640,000 902,475 750,300 152,175 17% 8 6 0 M IS C E L L A N E O U S E X P E N S E 115,519 168,425 115,532 1,382,276 8 3 4 B A S E L E V E L E Q S E R V IC E S C H A R G E S 8 4 3 T R A N S P O R T A T IO N /S H IP P IN G 8 7 2 S S IN T E R -F U N D C R E D IT (N E G ) (5 ,7 0 0 , 0 0 0 ) 8 7 3 S S IN T E R F U N D C H A R G E S - 8 7 4 O T H E R N E G A T IV E A D J U S T M E N T S - 880 TRANSFERS OUT TO OTHER FUNDS S u b to t a l 1 8 ,5 7 9 ,3 5 0 $ 187,279,060 200,000 910 LAND 9 1 5 B U IL D IN G S A N D IM P R O V E M E N T S 9 2 0 E Q U IP M E N T 9 3 0 T R A N S P O R T A T IO N (5 ,7 0 0 , 0 0 0 ) (5 ,7 0 0 , 0 0 0 ) 4,253,810 4,253,810 - 1,753,455 $ C A P IT A L O U T L A Y 504 - 1,753,455 $ 2 3 ,9 3 6 ,6 6 6 $ 177,174,203 8 0 ,0 0 0 2 2 ,5 9 2 ,6 7 3 $ 186,978,560 200,000 1,824,159 0% 99% (3 0 0 , 5 0 0 ) 100% (7 0 , 7 0 4 ) -4 % $ 2 1 ,8 8 8 ,8 2 8 $ 703,845 3% $ 172,609,257 5 0 ,0 0 0 $ 150,000 75% 8 4 ,1 0 0 29% 286,000 113,000 286,000 201,900 1,273,759 1,571,193 1,612,156 2 5 ,0 0 0 4,223,810 - 2,283,875 3,817,141 - 3 0 ,0 0 0 1,753,455 $ (1 ,2 6 6 , 7 4 4 ) -1 0 9 6 % (5 ,7 0 0 , 0 0 0 ) (3 0 0 , 5 0 0 ) -1 9 % 216,000 (4 0 , 9 6 3 ) 2,666,908 -3 % (2 ,4 5 0 , 9 0 8 ) -1 1 3 5 % S u b to t a l $ 6,587,016 $ 1,491,759 $ 2,273,193 $ 4,530,964 $ (2 ,2 5 7 , 7 7 1 ) -9 9 % T o t a l E x p e n d itu r e s $ 4 6 ,5 0 8 ,4 0 1 $ 4 5 ,8 9 9 ,2 0 3 $ 4 6 ,2 0 7 ,9 0 1 $ 4 8 ,2 9 7 ,9 7 7 $ (2 ,0 9 0 , 0 7 6 ) -5 % O perating Balance (Rev. - Exp.) $ 2 9 ,1 0 9 ,5 7 6 $ 2 8 ,8 7 5 ,7 9 7 $ 2 9 ,4 1 0 ,0 7 6 $ 3 2 ,2 1 3 ,3 0 3 $ (2 ,8 0 3 , 2 2 7 ) -1 0 % E n d in g F u n d B a la n c e ( R e s o u r c e s - E x p .) $ 9 4 ,2 6 2 ,2 5 8 $ 8 5 ,3 7 5 ,7 9 7 $ 9 4 ,5 6 2 ,7 5 8 $ 7 6 ,0 1 3 ,3 0 3 $ 1 8 ,5 4 9 ,4 5 5 20% maricopa county annual business strategies for 1999-2000 ORG ORG_TITLE COL_INPUT PS SS CO TOTAL_EXP REV HIDE_ROW TOTAL BUDGET BY PROGRAM TRANSPORTATION Agency 641 Org Title 6420 8682 8685 ENGINEERING 6420 $ FOREIGN TRAVEL 8682 $ REFUGEE SCREENING - COUNTY 8685 $ Totals: OBJ OBJ_TITLE Personal Supplies Services PS & Services SS - $ 8 - $ 8 COL_INPUT ADOPTED_98/99 Capital HIDDEN Total OutlayREVENUE_COL Expenditures CO RE 1,000,000 Revenue $ - $ $ - $ - $ - $ $ - $ - $ - $ 8 $ - $ $ 1,000,008 $ 1,000,000 PROJECTED RESTATED 2,000,000 2,000,000 ADOPTED_99/00 $ 1,000,000 - VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT TRANSPORTATION Agency 641 REVENUE 615 GRANTS Total Revenue $ FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted 1,500,000 10,100,000 12,162,616 2,000,000 750,000 5,000,000 6,081,308 1,000,000 750,000 $ 5,000,000 $ 6,081,308 $ 1,000,000 $ Variance % (5,081,308.00) -84% (5,081,308) -84% EXPENDITURES SUPPLIES AND SERVICES 805 CONTRACTUAL SERVICES 1,500,000 10,100,000 12,162,616 2,000,000 750,000 5,100,000 6,081,308 1,000,000 5,081,308 84% Subtotal $ 750,000 $ 5,100,000 $ 6,081,308 $ 1,000,000 $ 5,081,308 84% Total Expenditures $ 750,000 $ 5,100,000 $ 6,081,308 $ 1,000,000 $ 5,081,308 84% Operating Balance (Rev. - Exp.) $ - $ (100,000) $ - $ - $ - 505 maricopa county annual business strategies for 1999-2000 ORG ORG_TITLE COL_INPUT PS SS CO TOTAL_EXP REV HIDE_ROW TOTAL BUDGET BY PROGRAM TRANSPORTATION Agency 649 Org Title 6440 CAPITAL IMPROVEMENT PROJECTS Totals: OBJ OBJ_TITLE Personal Supplies Services PS & Services SS Capital HIDDEN Total OutlayREVENUE_COL Expenditures CO RE Revenue 6440 $ - $ - $ 69,568,000 $ 77,693,000 $ 8,125,000 $ - $ - $ 69,568,000 $ 77,693,000 $ 8,125,000 COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT TRANSPORTATION Agency 649 REVENUE 620 INTERGOVERMENTAL Total Revenue $ FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted 75,279,000 65,088,000 75,279,000 7,622,000 11,188,000 7,622,000 7,622,000 $ 11,188,000 $ 7,622,000 Variance % 77,693,000 8,125,000 $ 8,125,000 $ 503,000.00 7% 503,000 7% EXPENDITURES CAPITAL OUTLAY 915 BUILDINGS AND IMPROVEMENTS 506 75,279,000 65,088,000 75,279,000 67,657,000 53,900,000 67,657,000 77,693,000 (1,911,000) -3% Subtotal $ 67,657,000 $ 53,900,000 $ 67,657,000 $ 69,568,000 $ (1,911,000) -3% Total Expenditures $ 67,657,000 $ 53,900,000 $ 67,657,000 $ 69,568,000 $ (1,911,000) -3% Operating Balance (Rev. - Exp.) $ 1,408,000 -2% (60,035,000) $ (42,712,000) $ 69,568,000 (60,035,000) $ (61,443,000) $ maricopa county annual business strategies for 1999-2000 special districts Maricopa County Citizens Flood Control District Flood Control District Board of Directors Board of Directors Library LibraryDistrict District Board BoardofofDirectors Directors Stadium District Stadium District Board of Directors Board of Directors Fulton Brock, Chairman, District 1 Fulton Brock, Chairman, District 1 Don Stapley, District 2 Don Stapley, District 2 Andrew Kunasek, District 3 Andrew Kunasek, District 3 Janice K. Brewer, District 4 Janice K. Brewer, District 4 Mary Rose Garrido Wilcox, District 5 Mary Rose Garrido Wilcox, District 5 Fulton Brock, Chairman, District 1 Fulton Brock, Chairman, District 1 Don Stapley, District 2 Don Stapley, District 2 Andrew Kunasek, District 3 Andrew Kunasek, District 3 Janice K. Brewer, District 4 Janice K. Brewer, District 4 Mary Rose Garrido Wilcox, District 5 Mary Rose Garrido Wilcox, District 5 Fulton Brock, Chairman, District 1 Fulton Brock, Chairman, 1 Don Stapley, District District 2 Don Kunasek, Stapley, District Andrew District23 Andrew Kunasek, District Janice K. Brewer, District 43 Janice K. Brewer, District 4 5 Mary Rose Garrido Wilcox, District Mary Rose Garrido Wilcox, District 5 Library District Harry Courtright, Director Stadium District David R. Smith, Executive Director Flood Control District Mike Ellegood, Chief Engineer/General Manager 507 maricopa county annual business strategies for 1999-2000 flood control district (69) Flood Control District Board of Directors Chief Public Works Officer Flood Control District Flood Control District Michael S. Ellegood,P.E.,Chief Engineer & General Manager Michael S. Ellegood,P.E.,Chief Engineer & General Manager Regulatory Administration Planning & Project Management Information Technology Operations & Maintenance Engineering Land Management mission The District's mission is to provide flood and storm water management services for the benefit of the people of Maricopa County. These services are provided through regulatory activities, master planning, technical assistance, and structural projects such as dams, channels, and storm drains. Our clients are the citizens, municipalities, and other governmental agencies. program goals/community impact maintenance: To maintain the dams and other structures of the FCD in accordance with federally stipulated standards and at levels necessary to comply with State dam safety inspection. flood plain administration: Offer excellent service to residents and the development community in terms of flood plain identification, drainage and plan review activities, and flood insurance/flood hazard determinations. drainage administration: Provides as a flood and storm water management service for the benefit of the people of Maricopa County, administers the Maricopa County Drainage Regulation in order to reduce existing and potential flooding caused by local storm water. Regulating new development and enforcing drainage requirements will reduce the cost of both future flood damages and remedial flood control measures. property management: Manage all District property and maximize interim return and maintain value through leasing at appraisal value, regular inspections, marketing for highest and best use, and background investigations of tenants. Maintain easement programs by documenting procedures, creating standardized documents, and collections of easement payments. flood detection and data collection: Design, install, and maintain an accurate, reliable, real-time flood detection and data collection system for the health, safety, welfare, and benefit of the citizens of Maricopa County. environmental: Comply with regulatory requirements for environmental protection and management that are established by the State and Federal government, conduct a thorough environmental analyses that comply with Federal and State permit requirements and potential storm water compliance programs. planning: To reduce flood risks for the people of Maricopa County, to plan and implement flood control projects in the shortest time possible and at the lowest total cost, while balancing both social and environmental considerations. To identify potential flood control and storm water management problems prior to the onset of new development, to avoid or minimize the future need for publicly-funded structural flood control projects. 508 maricopa county annual business strategies for 1999-2000 capital improvement project: To implement structural and non-structural flood control measures (provide flood and storm water management services) to reduce or eliminate the risk of loss of life and property as a result of flooding (for the benefit of the people of Maricopa County). performance measures Performance Measure Gauge maintenance/field calibration (each) Gauge installation (each) Weather stations calibration (quarterly) Water-level gauge calibration (semi-annually) Precipitation gauge calibration (annually) Storm reports and PPMS (each) Public education/releases/meetings (each) Area drainage master studies initiated (each) Area drainage studies completed (each) Comprehensive plans (each) Design contract initiated (each) Resolutions/IGA authorized (each) Construction contracts awarded (each) Initiate federal and state environmental permits (each) Property site assessments performed (acres) (each) FY 96-97 FY 97-98 FY 98-99 (Est.) FY 99-00 (Proj) 220 15 17 93 212 30 60 1 3 1 6 36 7 6 225 235 15 18 100 224 40 40 3 3 1 8 15 10 8 150 245 10 20 105 236 24 40 6 2 0 9 23 7 8 150 260 15 20 110 248 30 40 9 5 1 4 18 12 8 150 509 maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY F L O O D C O N T R O L D IS T R IC T D e p a rtm e n t 6 9 Fund Type S p e c ia l R e v e n u e T o t a ls $ Personal Services 1 0 ,5 5 9 , 3 3 7 1 0 ,5 5 9 , 3 3 7 $ S u p p lie s & Services 1 6 ,8 5 4 , 0 9 8 1 6 ,8 5 4 , 0 9 8 C a p ita l O u tla y 6 1 ,0 8 4 , 3 0 8 6 1 ,0 8 4 , 3 0 8 $ $ $ T o tal Expenses 8 8 ,4 9 7 , 7 4 3 8 8 ,4 9 7 , 7 4 3 $ $ T o tal Revenue 9 9 ,0 8 2 , 0 3 2 9 9 ,0 8 2 , 0 3 2 E X P E N D IT U R E S A N D R E V E N U E S B Y D E P A R T M E N T /O B J E C T F L O O D C O N T R O L D IS T R I C T D e p a rtm e n t 6 9 FY1998-99 Adopted RESOURCES B E G IN N IN G F U N D B A L A N C E $ REVENUE 601 REAL PROPERTY TAXES 6 0 3 P A Y M E N T S IN L IE U O F T A X E S 6 1 0 L IC E N S E S A N D P E R M I T S 6 2 0 IN T E R G O V E R M E N T A L 6 5 0 M IS C E L L A N E O U S R E V E N U E $ Subtotal E X P E N D IT U R E S P E R S O N A L S E R V IC E S 701 R E G U L A R P A Y 705 T E M P O R A R Y P A Y 7 5 0 F R IN G E B E N E F I T S 780 SALARY ADJUSTMENTS 7 9 5 P S I N T E R - F U N D C R E D IT ( N E G ) 796 P S INTER-FUND CHARGES 7 9 7 P E R S O N N E L S A V IN G S ( N E G ) $ Subtotal S U P P L IE S A N D S E R V IC E S 8 0 1 G E N E R A L S U P P L IE S 8 0 5 C O N T R A C T U A L S E R V IC E S 810 LEGAL 820 R E N T 8 2 5 R E P A I R S A N D M A IN T E N A N C E 826 F A C ILITIES M G M T D ISCRETI O N A R Y 8 2 7 M A T E R IA L M G N T D I S C R E T IO N A R Y 828 M O T O R P O O L 829 FUEL 8 3 0 T E L E C O M D IS C R E T IO N A R Y 832 833 834 836 837 838 841 842 843 850 860 880 COUNTY COUNSEL E M P L O Y E E B E N E F I T S A D M IN B A S E L E V E L E Q S E R V IC E S C H A R G E S R IS K M A N A G E M E N T BASE LEVEL TELECOM TELECOM WIRELESS SYSTEMS EMPLOYEE TRAVEL EDUCATION T R A N S P O R T A T IO N / S H I P P I N G U T I L I T IE S M IS C E L L A N E O U S E X P E N S E TRANSFERS OUT TO OTHER FUNDS Subtotal CAPITAL OUTLAY 910 LAND 915 B U ILDINGS AND IMPROVEMENTS 9 2 0 E Q U IP M E N T 9 3 0 T R A N S P O R T A T IO N 510 $ $ $ $ 159,510,116 28,213,000 28,213,000 159,510,116 45,000,000 241,253 12,119,000 1,133,800 58,494,053 159,510,116 8,169,676 84,173 1,564,666 201,610 (2,041,565) 2,041,566 (242,000) 9,778,126 159,510,116 716,787 9,620,490 129,900 116,800 844,949 200 6,500 1,081 28,005 25,000 21,984 645,534 350,576 196,793 136,824 15,710 137,868 1,925 348,950 116,193 1,182,768 14,644,837 FY1998-99 P rojected $ $ $ $ $ $ $ Subtotal $ 159,510,116 10,108,000 37,331,000 363,000 578,100 48,380,100 T o t a l E x p e n d itu r e s $ 72,803,063 $ O p e rating Balance (Rev. - Exp.) $ (14,309,010) $ E n d i n g F u n d B a la n c e ( R e s o u r c e s - E x p . ) $ 13,903,990 $ $ 159,380,282 36,065,700 36,065,700 159,380,282 44,616,303 383,697 597,000 10,768,000 3,073,250 59,438,250 159,380,282 6,379,046 157,647 1,217,852 1,338,968 9,093,513 159,380,282 667,347 6,852,046 124,000 61,300 781,320 200 6,500 1,081 28,005 25,000 21,984 645,534 350,576 196,793 136,824 22,000 89,000 1,925 348,950 164,000 1,182,768 11,707,153 $ 159,380,282 5,046,584 37,087,982 363,000 578,100 43,075,666 63,876,332 $ (4,438,082) 31,627,618 FY1998-99 Restated $ $ $ $ $ $ $ 159,510,116 28,213,000 28,213,000 159,510,116 44,616,303 383,697 241,253 12,119,000 1,133,800 58,494,053 159,510,116 8,392,199 84,173 1,590,995 107,922 (2,041,565) 2,041,566 (242,000) 9,933,290 159,510,116 716,787 9,465,326 129,900 116,800 844,949 200 6,500 1,081 28,005 25,000 21,984 645,534 350,576 196,793 136,824 15,710 137,868 1,925 348,950 116,193 1,182,768 14,489,673 $ 159,510,116 10,108,000 37,331,000 363,000 578,100 48,380,100 $ FY1999-00 Adopted $ $ $ $ $ $ $ 187,579,775 30,233,163 30,233,163 187,579,775 44,705,777 300,837 995,500 20,078,000 2,768,755 68,848,869 187,579,775 10,844,672 171,980 1,708,876 225,465 (2,144,656) (247,000) 10,559,337 187,579,775 751,907 11,672,550 129,600 132,600 890,855 800 865 85,610 32,939 39,600 25,128 500,448 250,430 179,685 57,686 31,390 130,748 500 322,900 384,047 1,233,810 16,854,098 V a ria n c e % $ - 0% $ - 0% 0% 0% 0% 0% 0% - 0% 0% 0% 0% 0% $ $ $ $ $ 0% 0% - 0% 0% 0% 0% 0% 0% 0% 0% 0% - 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% $ 187,579,775 1,335,000 58,553,000 250,300 946,008 61,084,308 $ - 72,803,063 $ 88,497,743 $ - 0% $ (14,309,010) $ (19,648,874) $ - 0% $ 13,903,990 $ 10,584,289 $ - 0% $ $ $ maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION Dept 69 FLOOD CONTROL DISTRICT 69 Total WORKING TITLE ACCOUNTANT I ACCOUNTANT II ADMINISTRATIVE ASSTNT I ADMINISTRATIVE ASSTNT II ADMINISTRATIVE ASSTNT III ADMINISTRATIVE COORD II ADMINISTRATIVE COORD III ADMINISTRATIVE COORD IV ADMINISTRATOR II ASSOCIATE DCSN SPPRT ANLT BUYER II CIVIL ENGINEER CIVIL ENGINEER-SR CIVIL ENGINEERING SPEC CIVIL ENGINEERING TECH-SR CIVIL ENGINEERNG TECH I CIVIL ENGINERING TECH CONSTRUCTION & OPERS MGR CONSTRUCTION COORD SUPV CONTRACT SPECIALIST III DATA MANAGEMENT ANLYST II DECISION SUPPRT ANLYST I DECISION SUPPRT ANLYST II ECOLOGY MANAGER ENGINEERING DIVISION MGR ENGINEERING-PLANNING MGR ENGINEERNG DRFTNG SPC II ENVIRONMENTAL SERVCS PLNR EQUIPMENT OPERATOR EQUIPMENT OPERATOR-SR FACILITIES PROJ COORD II FINANCIAL SERVICS ADM II FLD CNTL DIR (CE&GENMGR) FLOOD CONTRL DPTY CHF ENG HUMAN RESOURCES ANALYST HUMAN RESOURCES ASST HYDROLOGIST HYDROLOGIST-SR HYDROLOGY MANAGER INSTRUMENT TECHNICIAN LAND MANAGEMENT MANAGER LAND MANAGEMENT SPECIALST LEAD SYSTEMS ADMINISTRATR MANAGEMENT ANALYST III MECHANIC II PLANNER PLANNER-SR PROFESSIONAL ASSOCIATE PROJECT MANAGER PROPERTY MANAGEMENT SPEC PUBLIC WORKS CREW LEADER PUBLIC WORKS GENERALIST PUBLIC WORKS LEAD PUBLIC WORKS SUPV PUBLIC WRKS INSPECTOR I PUBLIC WRKS INSPECTOR III REAL PROP ENG CHIEF ASSOC REAL PROPERTY CHF APPRSR REAL PROPERTY TECHNICIAN REVIEW APPRAISER RIGHT-OF-WAY AGENT SENIOR DECISN SPPRT ANLYT SERVICE WORKER III SPECIAL PROJECTS MANAGER SYSTEMS ADMINISTRATOR II FTE 1 1 6 9 5 6 4 6 1 1 1 8 8 2 2 1 9 1 1 1 1 2 3 1 1 4 3 2 1 9 1 1 1 1 1 1 10 5 1 3 1 2 1 1 1 1 4 2 1 1 9 36 11 4 2 6 1 1 2 2 1 2 1 1 2 222 511 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM F L O O D C O N T R O L D IS T R IC T Agency 690 O rg 6910 6920 6930 6940 6950 6960 6980 T itle Personal S u p p lie s C a p ita l T o ta l S e rvices & S e rvices O utlay E x p e n d itu r e s PS SS CO Revenue E X E C U T IV E $ 291,724 $ 348,288 $ 7 ,0 0 0 $ 647,012 $ E N G IN E E R IN G $ 1 ,3 8 3 , 3 3 4 $ 3 ,1 1 8 , 2 6 7 $ 8 4 ,0 0 0 $ 4 ,5 8 5 , 6 0 1 $ REGULATORY $ 1 ,0 4 9 , 4 7 9 $ 8 5 ,3 7 9 $ 162,000 $ 1 ,2 9 6 , 8 5 8 $ 995,500 LANDS $ 351,694 $ 255,370 $ $ 607,064 $ 768,755 C O N S T R U C T IO N & M A IN T E N A N C E $ 2 ,7 2 1 , 4 9 9 $ 1 ,7 2 9 , 0 9 7 $ 655,052 $ 5 ,1 0 5 , 6 4 8 $ P L A N N IN G & P R O J E C T M A N A G E M E N T $ 963,481 $ 5 ,3 5 5 , 0 4 1 $ 114,000 $ 6 ,4 3 2 , 5 2 2 $ A D M IN IS T R A T IO N $ 1 ,6 5 3 , 1 2 6 $ 3 ,3 4 0 , 6 5 6 $ 174,256 $ 5 ,1 6 8 , 0 3 8 $ 3 2 ,2 3 3 ,1 6 3 $ 8 ,4 1 4 , 3 3 7 $ 1 4 ,2 3 2 ,0 9 8 $ 1 ,1 9 6 , 3 0 8 $ 2 3 ,8 4 2 ,7 4 3 $ 9 9 ,0 8 2 ,0 3 2 T o ta ls : - - 6 5 ,0 8 4 ,6 1 4 E X P E N D IT U R E S A N D R E V E N U E S B Y A G E N C Y /O B J E C T F L O O D C O N T R O L D IS T R IC T Agency 690 RESOURCES B e g in n i n g F u n d B a l a n c e $ REVENUE FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted P rojected R e s ta t e d Adopted 98,426,550 20,363,000 $ 98,426,550 601 REAL PROPERTY TAXES $ 6 0 3 P A Y M E N T S IN L I E U O F T A X E S 45,000,000 6 2 0 IN T E R G O V E R M E N T A L 6 5 0 M IS C E L L A N E O U S R E V E N U E $ 113,579,202 $ - 610 LIC E N S E S A N D P E R M ITS 113,579,202 36,065,700 44,616,303 98,426,550 20,363,000 $ 98,426,550 $ 383,697 44,616,303 V a ria n c e 122,924,775 30,233,163 $ % 9,870,163 48% 122,924,775 $ 383,697 44,705,777 $ 300,837 89,474 (82,860.00) 0% -22% 241,253 597,000 241,253 995,500 754,247.00 12,119,000 10,768,000 12,119,000 20,078,000 7,959,000.00 66% 1,133,800 3,073,250 1,133,800 2,768,755 1,634,955.00 313% 144% T o tal R e v e n u e $ 58,494,053 $ 59,438,250 $ 58,494,053 $ 68,848,869 $ 10,354,816 18% T o tal R e s o u r c e s $ 78,857,053 $ 95,503,950 $ 78,857,053 $ 99,082,032 $ 20,224,979 26% E X P E N D IT U R E S P E R S O N A L S E R V IC E S 98,426,550 701 REGULAR PAY $ 705 T E M P O R A R Y P A Y 7 5 0 F R IN G E B E N E F IT S 780 SALARY ADJUSTMENTS 113,579,202 $ 7 9 7 P E R S O N N E L S A V IN G S (N E G ) S u b to t a l $ S U P P L I E S A N D S E R V IC E S 157,647 1,564,666 1,217,852 $ 8 0 5 C O N T R A C T U A L S E R V IC E S 98,426,550 $ 8,392,199 122,924,775 $ 84,173 $ 171,980 1,590,995 - 8,699,672 107,922 (307,473) -4% (87,807) -104% 1,708,876 (117,881) -7% 225,465 (117,543) -109% (2,041,565) - (2,041,565) (2,144,656) 103,091 -5% (242,000) - (242,000) (247,000) 5,000 -2% 7,736,560 $ 98,426,550 801 GENERAL SUPPLIES 6,379,046 84,173 201,610 7 9 5 P S IN T E R - F U N D C R E D IT (N E G ) 716,787 7,754,545 $ 113,579,202 $ 667,347 5,867,490 4,524,500 7,891,724 $ 98,426,550 $ 716,787 8,414,337 $ (522,613) 751,907 $ 9,050,550 (35,120) -5% (3,338,224) -58% 810 LEGAL 129,900 124,000 129,900 129,600 116,800 61,300 116,800 132,600 (15,800) 8 2 5 R E P A IR S A N D M A IN T E N A N C E 844,949 781,320 844,949 890,855 (45,906) 200 200 200 8 2 7 M A T E R IA L M G N T D I S C R E T IO N A R Y 6,500 6,500 6,500 828 M O T O R P O O L 1,081 1,081 1,081 - - - 829 FUEL 8 3 0 T E L E C O M D IS C R E T IO N A R Y 28,005 300 800 865 85,610 -5% 200 100% 5,700 88% 216 20% (85,610) 32,939 (4,934) 832 C O U N T Y C O U N S E L 25,000 25,000 25,000 39,600 (14,600) -58% 21,984 21,984 21,984 25,128 (3,144) -14% 8 3 4 B A S E L E V E L E Q S E R V IC E S C H A R G E S 645,534 645,534 645,534 500,448 145,086 22% 836 R I S K M A N A G E M E N T 350,576 350,576 350,576 250,430 100,146 29% 837 BASE LEVEL TELECOM 196,793 196,793 196,793 179,685 17,108 8 3 8 T E L E C O M W IR E L E S S S Y S T E M S 136,824 136,824 136,824 57,686 79,138 15,710 22,000 15,710 31,390 (15,680) 137,868 89,000 137,868 130,748 7,120 5% 1,925 1,925 1,925 500 1,425 74% 8 4 2 E D U C A T IO N 8 4 3 T R A N S P O R T A T IO N /S H IP P IN G 8 5 0 U T ILITIE S 348,950 8 6 0 M IS C E L L A N E O U S E X P E N S E 880 TRANSFERS OUT TO OTHER FUNDS S u b to t a l $ 28,005 0% -14% 8 3 3 E M P L O Y E E B E N E F I T S A D M IN 841 EMPLOYEE TRAVEL 28,005 -7% 122,924,775 $ 5,712,326 820 R E N T 8 2 6 F A C I L I T IE S M G M T D IS C R E T IO N A R Y 348,950 348,950 322,900 26,050 -18% 9% 58% -100% 7% 116,193 164,000 116,193 384,047 (267,854) -231% 1,182,768 1,182,768 1,182,768 1,233,810 (51,042) -4% (3,495,425) -33% 10,891,837 $ 9,379,607 $ 10,736,673 CAPITAL OUTLAY 98,426,550 113,579,202 98,426,550 920 E Q U IPM E N T 363,000 363,000 363,000 $ 14,232,098 $ 122,924,775 112,700 31% (367,908) -64% S u b to t a l $ 941,100 $ 941,100 $ 941,100 $ 1,196,308 $ (255,208) -27% T o t a l E x p e n d itu r e s $ 19,569,497 $ 18,075,252 $ 19,569,497 $ 23,842,743 $ (4,273,246) -22% O p e r a t i n g B a la n c e ( R e v . - E x p . ) $ 38,924,556 $ 41,362,998 $ 38,924,556 $ 45,006,126 $ (6,081,570) -16% E n d in g F u n d B a la n c e ( R e s o u r c e s - E x p . ) $ 59,287,556 $ 77,428,698 $ 59,287,556 $ 75,239,289 $ (15,951,733) -27% 9 3 0 T R A N S P O R T A T IO N 512 8,169,676 578,100 578,100 250,300 578,100 946,008 maricopa county annual business strategies for 1999-2000 ORG ORG_TITLE COL_INPUT PS SS CO TOTAL_EXP REV HIDE_ROW TOTAL BUDGET BY PROGRAM FLOOD CONTROL DISTRICT Agency 699 Org Title 6975 CIP Totals: OBJ OBJ_TITLE Personal Supplies Services PS & Services SS Capital HIDDEN Total OutlayREVENUE_COL Expenditures CO RE Revenue 6975 $ 2,145,000 $ 2,622,000 $ 59,888,000 $ 64,655,000 $ - $ 2,145,000 $ 2,622,000 $ 59,888,000 $ 64,655,000 $ - COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT FLOOD CONTROL DISTRICT Agency 699 RESOURCES FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted 61,083,566 45,801,080 61,083,566 Variance % 64,655,000 Beginning Fund Balance $ 7,850,000 $ - $ 7,850,000 $ - $ (7,850,000) -100% Total Resources $ 7,850,000 $ - $ 7,850,000 $ - $ (7,850,000) -100% $ (2,145,000) EXPENDITURES PERSONAL SERVICES 61,083,566 701 REGULAR PAY $ 796 P S INTER-FUND CHARGES - 45,801,080 $ 2,041,566 Subtotal $ SUPPLIES AND SERVICES 805 CONTRACTUAL SERVICES Subtotal $ CAPITAL OUTLAY 2,041,566 $ 915 BUILDINGS AND IMPROVEMENTS 61,083,566 $ 1,338,968 $ 1,338,968 - $ 2,041,566 45,801,080 61,083,566 3,753,000 2,327,546 3,753,000 3,753,000 $ 10,108,000 2,327,546 $ 45,801,080 $ 37,331,000 5,046,584 64,655,000 $ 2,041,566 61,083,566 61,083,566 910 LAND - 3,753,000 $ 37,087,982 10,108,000 2,145,000 2,041,566 $ (103,434) 100% -5% 64,655,000 2,622,000 $ 61,083,566 $ 2,145,000 2,622,000 $ 1,131,000 30% 1,131,000 30% 64,655,000 $ 37,331,000 1,335,000 $ 58,553,000 8,773,000 87% (21,222,000) -57% Subtotal $ 47,439,000 $ 42,134,566 $ 47,439,000 $ 59,888,000 $ (12,449,000) -26% Total Expenditures $ 53,233,566 $ 45,801,080 $ 53,233,566 $ 64,655,000 $ (11,421,434) -21% Ending Fund Balance (Resources - Exp.) $ 19,271,434 -42% (45,383,566) $ (45,801,080) $ (45,383,566) $ (64,655,000) $ 513 maricopa county annual business strategies for 1999-2000 library district (65) Library District Board of Directors Community Services Officer Library Director/County Librarian Library Director/County Librarian Harry Courtright Harry Courtright Libraries Regional Branches Outreach Reciprocal Borrowing Capital Replacement Technical Services Administration mission Maricopa County Library District, through cooperative partnerships with other libraries, agencies and communities, provides universal access to information to all county residents, especially the unserved and underserved. program goals u Undertake a reassessment of the mission of the Library District and tailor its operations to better meet patron needs and utilization of Library District resources. u Continue to explore and develop cooperative ventures between the Library District and local governments or organizations to best utilize resources for the informational needs of the citizens. u Develop an overall set of guidelines that define the goals/objectives of each Regional Library, branch, and outreach services. These guidelines should include how to determine patron needs, how to meet those needs, and the resources needed to accomplish the guidelines. Examine the potential benefits of the outsourcing of tasks that might result in better service and/ or cost savings. u Undertake an effort to develop Output Measures that will evaluate the quality of service to our customers, as well as amount of use of our facilities, and that judge customer satisfaction with services being provided. u Monitor the construction, furnishing, equipping and opening of the Northwest Regional Library in Surprise, and the new libraries for the Branches in Guadalupe and Fountain Hills. community impact Libraries are valuable assets that enhance the informational, educational, and recreational life of the communities they serve. The Library District tries not to duplicate serve provided by City libraries, but rather provides direct or indirect service to the underserved and unserved. We do this with branches and regional libraries and by contracting with city libraries for reciprocal borrowing privileges. Without the two regional libraries, ten branches and Outreach bookmobile services, large portions of the county would be without library services at all. In addition the ability to use any library in the county without a fee would be lost. Residents would find their ability to access information and use of libraries greatly diminished. While we recognize that the customer is the reason we exist we also must provide the support services(administration, technology, and ordering and processing of materials, delivery, etc) needed to keep 514 maricopa county annual business strategies for 1999-2000 direct services functional. Without support services the libraries would not be able to provide the quality of service they currently provide. performance measures Performance Measure No. of Titles Found & Available No. of Authors/Subjects Found & Available Circulation Rate: Item/Year No. of Items Owned per Capita Reference Completion Rate No. of Programs Presented No. of People Attending Programs Annual Circulation Total Registered Patrons Total Collection Size Patron Count Total Cards Issued to Non-Residents(RBP) FY 96-97 FY 97-98 74% 87% 3.2 2.62 93% 731 18358 1738760 114219 543340 915218 77541 78% 88% 3.2 2.65 93% 1304 20291 1544921 124891 550115 916250 76040 FY 98-99 (Est.) 79% 88% 3.2 2.65 93% 1500 25800 1450000 160000 630000 1165000 80000 FY 99-00 (Proj) 79% 88% 3.2 2.7 93% 1500 26000 1500000 160000 670000 1200000 80000 Additional explanatory information, if needed: 1999-2000 will be a year of re-evaluation of the mission of the Library District and development of goals and objectives for each regional, branch and outreach service that are directly related to the customers they each serve. The Library District will also work to develop performance measures that reflect customer satisfaction and quality of service provided. 515 maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY L IB R A R Y D IS T R IC T D e p a rtm e n t 6 5 Fund Type S p e c ia l R e v e n u e T o t a ls $ Personal Services 4,819,010 4,819,010 $ S u p p lie s & Services 4,249,359 4,249,359 C a p ita l O u tla y 2 5 5 ,0 0 0 2 5 5 ,0 0 0 $ $ $ T o tal Expenses 9,323,369 9,323,369 $ $ T o tal Revenue 1 3 ,4 0 2 , 1 6 5 1 3 ,4 0 2 , 1 6 5 E X P E N D IT U R E S A N D R E V E N U E S B Y D E P A R T M E N T /O B J E C T L IB R A R Y D I S T R I C T D e p a rtm e n t 6 5 FY1998-99 Adopted RESOURCES BEGINNING FUND BALANCE $ REVENUE 601 REAL PROPERTY TAXES 602 PERSONAL PROPERTY TAXES 603 PAYMENTS IN LIEU OF TAXES 615 GRANTS 620 INTERGOVERMENTAL 635 FEES & CHARGES 650 M ISCELLANEOUS REVENUE Subtotal $ 17,656,518 6,714,010 181,520 249,173 20,000 70,988 180,000 198,500 7,614,191 Total Resources $ 10,081,739 $ E X P E N D IT U R E S PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 7 5 0 F R I N G E B E N E F IT S 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES 7 9 5 P S I N T E R - F U N D C R E D IT ( N E G ) 796 P S INTER-FUND CHARGES 797 PERSONNEL SAVINGS (NEG) $ Subtotal SUPPLIES AND SERVICES 801 GENERAL SUPPLIES 802 M E D ICAL SUPPLIES 805 CONTRACTUAL SERVICES 810 LEGAL 820 RENT 825 REPAIRS AND MAINTENANCE 826 F A C ILITIES M G M T D ISCRETIONARY 8 2 7 M A T E R I A L M G N T D I S C R E T IO N A R Y 829 FUEL 8 3 0 T E L E C O M D I S C R E T IO N A R Y 832 COUNTY COUNSEL 8 3 3 E M P L O Y E E B E N E F IT S A D M IN 834 BASE LEVEL EQ SERVICES CHARGES 8 3 6 R IS K M A N A G E M E N T 837 BASE LEVEL TELECOM 838 T E L E C O M W IRELESS SYSTEMS 841 EMPLOYEE TRAVEL 8 4 2 E D U C A T IO N 843 TRANSPORTATION/SHIPPING 8 5 0 U T I L I T IE S 8 5 5 S T A T E A N D L O C A L A ID 860 M ISCELLANEOUS EXPENSE 880 TRANSFERS OUT TO OTHER FUNDS Subtotal $ 17,656,518 3,132,253 60,000 677,323 85,000 77,550 (13,051) 117,541 (451,911) 3,684,705 $ 17,656,518 222,650 100 156,500 700 121,305 99,900 1,350 3,900 6,500 6,211 10,250 11,953 35,505 6,312 180,000 699 14,850 27,220 15,000 203,625 835,000 1,109,350 606,194 3,675,074 Subtotal $ 19,893,370 4,714,253 4,714,253 $ 19,893,370 6,714,010 400,935 240,045 20,000 70,988 190,000 190,000 7,825,978 $ 12,540,231 $ $ $ 19,893,370 2,853,091 56,349 611,712 (13,051) 78,500 3,586,601 $ 19,893,370 190,000 180,000 700 152,570 120,000 1,350 3,000 3,000 6,211 10,250 11,953 35,505 6,312 100,000 1,000 14,850 27,220 18,000 203,625 810,000 1,074,798 606,194 3,576,538 $ 17,656,518 20,000 195,000 215,000 T o t a l E x p e n d itu r e s $ Operating Balance (Rev. - Exp.) Ending Fund Balance (Resources - Exp.) FY1998-99 R e s tated $ 17,656,518 2,467,548 2,467,548 FY1999-00 Adopted $ 22,725,534 4,714,253 4,714,253 $ 17,656,518 6,714,010 181,520 249,173 20,000 70,988 180,000 198,500 7,614,191 $ 22,725,534 7,492,922 384,926 233,237 19,000 24,000 215,000 318,827 8,687,912 $ 10,081,739 $ 13,402,165 $ $ $ 17,656,518 3,227,559 64,493 688,526 80,089 (13,051) 89,000 (451,911) 3,684,705 $ 17,656,518 201,812 170,140 700 160,075 100,630 1,350 3,900 6,500 6,211 10,250 11,953 35,505 6,312 179,873 826 14,850 27,220 15,000 203,625 835,000 1,077,148 606,194 3,675,074 $ 19,893,370 20,000 170,000 190,000 7,574,779 $ $ 39,412 $ 2,506,960 $ C A P ITA L O U T L A Y 9 1 5 B U I L D I N G S A N D IM P R O V E M E N T S 9 2 0 E Q U IP M E N T 516 17,656,518 2,467,548 2,467,548 FY1998-99 P rojected $ $ $ 22,725,534 3,715,827 61,700 774,832 441,709 (14,356) 128,000 (288,702) 4,819,010 V a ria n c e % $ - 0% $ $ - 0% 0% 0% 0% 0% 0% 0% 0% $ - 0% $ - 0% 0% 0% 0% 0% $ (7,000) 7,000 - 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% -1% 1% 0% 0% 0% $ 0% 0% 0% 0% $ 22,725,534 322,374 218,850 700 163,800 164,000 5,500 5,000 3,098 12,455 12,685 14,641 22,634 86,890 132,141 1,500 23,000 45,350 25,780 225,000 835,000 1,371,122 557,839 4,249,359 $ 17,656,518 20,000 195,000 215,000 $ 22,725,534 55,000 255,000 $ - 7,353,139 $ 7,574,779 $ 9,323,369 $ - 0% $ 472,839 $ 39,412 $ $ - 0% $ 5,187,092 $ 2,506,960 $ $ - 0% $ $ $ (635,457) 4,078,796 $ maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION Dept 65 LIBRARY DISTRICT Total Working Title ACCOUNT CLERK III ACCOUNTANT ADMINISTRATIVE COORD II ADULT SERVICES SUPERVISOR CIRCULATION SUPERVISOR CLERK I COMPUTER TECHNICIAN CONTRACT LIBRARY ASSISTANT DRIVER/LIBRARY AIDE FINANCIAL ADMINISTRATOR GRANT & MARKETING COORDINATOR GRAPHICS INTERN HUMAN RESOURCES ANALYST LIBRARIAN LIBRARY AIDE LIBRARY ASSISTANT LIBRARY ASSOCIATE LIBRARY CLERK LIBRARY DIRECTOR LIBRARY MANAGER LIBRARY PAGE LIBRARY SENIOR ASSISTANT LIBRARY SPECIALIST MANAGEMENT ANALYST III NCRL MANAGER OPERATIONS ANALYST OUTREACH SUPERVISOR PROJECT & FACILITY COORDINATOR PUBLIC SERVICES MANAGER SENIOR LIBRARIAN SUPPORT SERVICES SUPERVISOR SYSTEMS ADMINISTRATOR TRAINING COORDINATOR WEST BRANCH LIBRARY COORDINATOR YOUTH SERVICES SUPERVISOR FTE 2 1 1 1 2 3 2 1 2 1 1 0.4875 1 22.5 30 32.475 1 2 1 1 10.3625 11 0.5 1 1 1 1 1 1 2 1 1 1 1 1 143.325 517 maricopa county annual business strategies for 1999-2000 T O T A L B U D G E T B Y P R O G R A M L IB R A R Y D IS T R IC T Agency 650 O rg 6510 6550 6570 T itle L IB R A R IE S Personal S u p p lie s C a p ita l T o ta l S e r v ic e s & S e r v ic e s O u tla y E x p e n d itu re s PS SS C O $ 3 ,5 7 1 ,6 0 8 $ 4 ,2 3 0 ,3 5 9 $ 2 5 5 ,0 0 0 $ Revenue 8 ,0 5 6 ,9 6 7 $ O U T R E A C H $ 1 6 4 ,8 7 7 $ - $ - $ 1 6 4 ,8 7 7 $ S U P P O R T S E R V IC E S $ 1 ,0 8 2 ,5 2 5 $ - $ - $ 1 ,0 8 2 ,5 2 5 $ $ 4 ,8 1 9 ,0 1 0 $ $ 9 ,3 0 4 ,3 6 9 $ Totals: O B J O B J _ T IT L E CO AD L _OIPNTPEUDT_ 9 8 /9 9 4 ,2 3 0 ,3 5 9 PROJECTED $ 2 5 5 ,0 0 0 RESTATED A D O P T E D _ 9 9 /0 0 1 3 ,3 8 3 ,1 6 5 1 3 ,3 8 3 ,1 6 5 VARIANCE P E R C E NHTI D E _ R O W E X P E N D I T U R E S A N D R E V E N U E S B Y A G E N C Y /O B J E C T L IB R A R Y D I S T R I C T Agency 650 RESOURCES B e g in n in g F u n d B a la n c e $ REVENUE FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted P rojected R e s ta t e d Adopted 1 7 ,6 1 6 ,5 1 8 2,467,548 $ 1 7 ,6 1 6 ,5 1 8 601 REAL PROPERTY TAXES $ $ 1 9 ,8 7 3 ,3 7 0 1 7 ,6 1 6 ,5 1 8 $ 6,714,010 2 2 ,6 8 7 ,5 3 4 4,714,253 $ 2,246,705 91% 2 2 ,6 8 7 ,5 3 4 778,912 12% 400,935 181,520 384,926 203,406.00 112% 6 0 3 P A Y M E N T S IN L I E U O F T A X E S 249,173 240,045 249,173 650 M ISCELLANEOUS REVENUE 6,714,010 $ 181,520 635 FEES & CHARGES $ 1 7 ,6 1 6 ,5 1 8 2,467,548 % 602 PERSONAL PROPERTY TAXES 620 INTERGOVERMENTAL 6,714,010 1 9 ,8 7 3 ,3 7 0 4,714,253 Variance $ 7,492,922 $ 233,237 (15,936.00) -6% 7 0 ,9 8 8 7 0 ,9 8 8 7 0 ,9 8 8 2 4 ,0 0 0 (46,988.00) -66% 180,000 190,000 180,000 215,000 3 5 ,0 0 0 .0 0 19% 120,327.00 61% Total Revenue $ 7,594,191 198,500 $ 7,805,978 190,000 $ 7,594,191 198,500 $ 8,668,912 318,827 $ 1,074,721 14% Total Resources $ 1 0 ,0 6 1 ,7 3 9 $ 1 2 ,5 2 0 ,2 3 1 $ 1 0 ,0 6 1 ,7 3 9 $ 1 3 ,3 8 3 ,1 6 5 $ 3,321,426 33% E X P E N D ITU R E S PERSONAL SERVICES 1 7 ,6 1 6 ,5 1 8 701 REGULAR PAY $ 705 TEMPORARY PAY 7 5 0 F R I N G E B E N E F IT S 780 SALARY ADJUSTMENTS 1 9 ,8 7 3 ,3 7 0 $ -13% 441,709 (361,620) -452% - 3,684,705 215,850 810 LEGAL 820 RENT 8 2 5 R E P A I R S A N D M A IN T E N A N C E (13,051) 7 8 ,5 0 0 8 9 ,0 0 0 $ 3,586,601 $ 190,000 3,684,705 - 195,012 1,305 (39,000) (288,702) $ 1 7 ,6 1 6 ,5 1 8 $ (14,356) 128,000 (451,911) 1 9 ,8 7 3 ,3 7 0 $ 100 805 CONTRACTUAL SERVICES - (13,051) 2,793 -15% 8 0 ,0 8 9 - 1 7 ,6 1 6 ,5 1 8 8 0 2 M E D IC A L S U P P L IE S (488,268) (86,306) (451,911) $ $ 6 1 ,7 0 0 774,832 117,541 8 0 1 G E N E R A L S U P P L IE S 3,715,827 6 4 ,4 9 3 688,526 796 P S I N T E R -FU N D C H A R G E S SUPPLIES AND SERVICES 2 2 ,6 8 7 ,5 3 4 $ 5 6 ,3 4 9 7 7 ,5 5 0 $ 3,227,559 611,712 (13,051) S u b to t a l 1 7 ,6 1 6 ,5 1 8 $ 6 0 ,0 0 0 7 9 5 P S I N T E R - F U N D C R E D IT ( N E G ) 797 PERSONNEL SAVINGS (NEG) 2,853,091 677,323 8 5 ,0 0 0 790 OTHER PERSONAL SERVICES 4,819,010 4% -10% -44% (163,209) 36% $ (1,134,305) -31% $ (124,362) -64% 2 2 ,6 8 7 ,5 3 4 $ - 319,374 - 154,900 180,000 168,540 215,850 700 700 700 700 121,305 152,570 160,075 (47,310) -28% - 0% 163,800 (3,725) -2% 9 9 ,9 0 0 120,000 100,630 164,000 (63,370) -63% 8 2 6 F A C I L I T I E S M G M T D I S C R E T IO N A R Y 1,350 1,350 1,350 5,500 (4,150) -307% 8 2 7 M A T E R I A L M G N T D I S C R E T IO N A R Y 3,900 3,000 3,900 5,000 (1,100) -28% 829 FUEL 6,500 3,000 6,500 3,098 3,402 8 3 0 T E L E C O M D I S C R E T IO N A R Y 6,211 6,211 6,211 1 2 ,4 5 5 (6,244) 52% -101% 832 COUNTY COUNSEL 1 0 ,2 5 0 1 0 ,2 5 0 1 0 ,2 5 0 1 2 ,6 8 5 (2,435) -24% 8 3 3 E M P L O Y E E B E N E F I T S A D M IN 1 1 ,9 5 3 1 1 ,9 5 3 1 1 ,9 5 3 1 4 ,6 4 1 (2,688) -22% 834 BASE LEVEL EQ SERVICES CHARGES 3 5 ,5 0 5 3 5 ,5 0 5 3 5 ,5 0 5 2 2 ,6 3 4 6,312 6,312 6,312 8 6 ,8 9 0 180,000 100,000 179,873 132,141 836 RISK MANAGEMENT 837 BASE LEVEL TELECOM 8 3 8 T E L E C O M W IR E L E S S S Y S T E M S 841 EMPLOYEE TRAVEL 1 2 ,8 7 1 36% (80,578) -1277% 4 7 ,7 3 2 27% 699 1,000 826 1,500 (674) -82% 6,750 1 4 ,8 5 0 6,750 1 5 ,0 0 0 (8,250) -122% 842 EDUCATION 2 3 ,7 2 0 2 7 ,2 2 0 2 3 ,7 2 0 4 0 ,3 5 0 (16,630) -70% 8 4 3 T R A N S P O R T A T IO N / S H I P P I N G 1 5 ,0 0 0 1 8 ,0 0 0 1 5 ,0 0 0 2 5 ,7 8 0 (10,780) -72% 850 U T ILITIES 203,625 203,625 203,625 225,000 (21,375) -10% 8 5 5 S T A T E A N D L O C A L A ID 835,000 810,000 835,000 835,000 1,109,350 1,074,798 1,077,148 1,371,122 860 M ISCELLANEOUS EXPENSE 880 TRANSFERS OUT TO OTHER FUNDS S u b to t a l 606,194 $ CAPITAL OUTLAY 915 BUILDINGS AND IMPROVEMENTS 920 EQUIPMENT 940 OTHER CAPITAL OUTLAY 518 3,132,253 3,655,074 606,194 $ 3,576,538 606,194 $ 3,655,074 1 7 ,6 1 6 ,5 1 8 1 9 ,8 7 3 ,3 7 0 1 7 ,6 1 6 ,5 1 8 2 0 ,0 0 0 2 0 ,0 0 0 2 0 ,0 0 0 195,000 170,000 195,000 - - (293,974) 557,839 $ 4,230,359 4 8 ,3 5 5 $ (575,285) 0% -27% 8% -16% 2 2 ,6 8 7 ,5 3 4 5 5 ,0 0 0 - 200,000 2 0 ,0 0 0 100% 140,000 72% (200,000) S u b to t a l $ 215,000 $ 190,000 $ 215,000 $ 255,000 $ (40,000) -19% Total Expenditures $ 7,554,779 $ 7,353,139 $ 7,554,779 $ 9,304,369 $ (1,749,590) -23% O p e rating Balance (Rev. - Exp.) $ 3 9 ,4 1 2 $ 452,839 $ 3 9 ,4 1 2 $ E n d in g F u n d B a l a n c e ( R e s o u r c e s - E x p . ) $ 2,506,960 $ 5,167,092 $ 2,506,960 $ (635,457) 4,078,796 $ $ 674,869 (1,571,836) 1712% -63% maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM LIBRARY DISTRICT Agency 651 Org 6510 Title LIBRARIES Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Revenue $ - $ 19,000 $ - $ 19,000 $ 19,000 Totals: $ - $ 19,000 $ - $ 19,000 $ 19,000 OBJ OBJ_TITLE COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT LIBRARY DISTRICT Agency 651 REVENUE 615 GRANTS Total Revenue $ FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted Variance 40,000 20,000 40,000 38,000 20,000 20,000 20,000 19,000 20,000 $ 20,000 $ 20,000 $ 19,000 $ % (1,000.00) -5% (1,000) -5% EXPENDITURES SUPPLIES AND SERVICES 40,000 801 GENERAL SUPPLIES $ 6,800 20,000 $ - 40,000 $ 6,800 38,000 $ 3,000 805 CONTRACTUAL SERVICES 1,600 - 1,600 3,000 841 EMPLOYEE TRAVEL 8,100 - 8,100 8,000 842 EDUCATION 3,500 - 3,500 5,000 $ 3,800 56% (1,400) -88% 100 (1,500) 1% -43% Subtotal $ 20,000 $ - $ 20,000 $ 19,000 $ 1,000 5% Total Expenditures $ 20,000 $ - $ 20,000 $ 19,000 $ 1,000 5% Operating Balance (Rev. - Exp.) $ - $ 20,000 $ - $ - $ - 519 maricopa county annual business strategies for 1999-2000 stadium district - cactus league (68) Stadium District Board of Directors Stadium District Citizens Advisory Committee - 11 Members Chief Community Services Officer Executive Director Representative Executive Director Representative William Scalzo William Scalzo Project Management Administration Finance mission The Stadium District will enhance and promote Major League Baseball spring training in the County and provide fiscal resources to support the presence of Major League Baseball spring training in Maricopa County. program goals u Insure the proper completion of the Maryvale Baseball Park. u Close the Maryvale Construction Trust Account. u Liquidate, to the maximum possible extent, District debt to the Maryvale Bondholder with the surplus proceeds from the Maryvale Construction Trust Account. u Maintain debt service payments on all senior and junior lien debt. u Work with the City of Phoenix to close the Papago/Muny Construction Trust Account. u Provide the required quarterly reports and debt service payments in order to liquidate to the maximum possible extent District debt to Mesa and the Maryvale Bondholder. u Participate in the State Department of Commerce efforts to promote baseball in Maricopa County and the State of Arizona. u Refine Cactus League budget as required to take advantage of favorable financial markets to maximize financial opportunities in the public interest. community impact It is estimated that Cactus League baseball has an economic impact to Maricopa County of $250-270 million annually. Providing state-of-the-art facilities and long term leases with the teams will assure the continued economic benefits of the Cactus League. The Stadium District has provided over $87 million in Bonds to improve all 6 Cactus League facilities in Maricopa County. The District will continue this effort by assisting the Cactus League Association in updating the Cactus League Economic Impact Surveys. 520 maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY S T A D IU M D IS T R IC T D e p a rtm e n t 6 8 Fund Type S p e c ia l R e v e n u e D e b t S e r v ic e T o t a ls $ Personal Services 3 4 ,9 5 9 3 4 ,9 5 9 $ S u p p lie s & Services 5,157,679 5,121,636 1 0 ,2 7 9 , 3 1 5 C a p ita l O u tla y $ - $ $ $ T o tal Expenses 5,192,638 5,121,636 1 0 ,3 1 4 , 2 7 4 $ $ $ T o tal Revenue 7,545,664 5,118,109 1 2 ,6 6 3 , 7 7 3 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT STADIUM DISTRICT Department 68 FY1998-99 Adopted RESOURCES $ 24,196,392 2,900,000 2,900,000 REVENUE 606 SALES TAXES 645 REV ALLOWANCES - PATIENT CARE 650 M ISCELLANEOUS REVENUE 680 TRANSFERS IN FROM OTHER FUNDS Subtotal $ 24,196,392 5,550,000 75,000 5,160,697 10,785,697 BEGINNING FUND BALANCE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 795 P S INTER-FUND CREDIT (NEG) 796 P S INTER-FUND CHARGES 797 PERSONNEL SAVINGS (NEG) $ Subtotal $ SUPPLIES AND SERVICES 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES 820 RENT 825 REPAIRS AND MAINTENANCE 827 MATERIAL MGNT DISCRETIONARY 830 TELECOM DISCRETIONARY 832 833 836 837 841 842 843 850 860 872 874 875 880 $ COUNTY COUNSEL EMPLOYEE BENEFITS ADMIN RISK MANAGEMENT BASE LEVEL TELECOM EMPLOYEE TRAVEL EDUCATION TRANSPORTATION/SHIPPING UTILITIES M ISCELLANEOUS EXPENSE S S INTER-FUND CREDIT (NEG) OTHER NEGATIVE ADJUSTMENTS BONDS AND RELATED EXPENSE TRANSFERS OUT TO OTHER FUNDS Subtotal $ FY1998-99 Projected FY1998-99 Restated FY1999-00 Adopted $ 24,708,693 1,900,000 (1,300,000) 600,000 $ 27,552,990 2,900,000 2,900,000 $ 22,978,047 2,008,019 2,008,019 $ 24,708,693 5,400,000 1,375,000 6,781,630 13,556,630 $ 27,552,990 5,550,000 (1,300,000) 2,891,210 5,265,423 12,406,633 $ 22,978,047 5,462,645 75,000 5,118,109 10,655,754 24,196,392 339,738 $ 65,371 7,800 (379,492) 51,274 (20,000) 64,691 $ 24,708,693 239,689 $ 46,864 (215,152) 10,769 (5,000) 77,170 $ 27,552,990 345,856 $ 66,044 1,009 (379,492) 51,274 (20,000) 64,691 $ 22,978,047 29,718 5,241 34,959 24,196,392 7,008 50,400 5,000 3,700 6,900 120 24,708,693 3,817 30,262 3,766 950 4,700 77 27,552,990 7,008 50,400 5,000 3,700 6,900 120 22,978,047 905 6,200 660 629 731 - $ $ $ Variance % $ - 0% 0% $ - $ $ $ 0% 0% 0% - 0% 0% - 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 155,000 500 2,200 3,600 2,000 3,859 350 11,500 (148,977) 5,160,697 5,182,147 10,446,004 $ 155,000 100 1,328 2,804 2,000 3,859 20,000 (148,977) 5,160,697 5,234,510 10,474,893 $ 155,000 500 2,200 3,600 2,000 3,859 350 21,500 (148,977) (1,300,000) 8,081,633 5,286,873 12,181,666 $ 9,444 185 742 782 400 1,000 37 400 10,050 5,121,636 5,125,514 10,279,315 $ - Total Expenditures $ 10,510,695 $ 10,552,063 $ 12,246,357 $ 10,314,274 $ - 0% Operating Balance (Rev. - Exp.) $ 275,002 $ 3,004,567 $ 160,276 $ 341,480 $ - 0% Ending Fund Balance (Resources - Exp.) $ 3,175,002 $ 3,604,567 $ 3,060,276 $ 2,349,499 $ - 0% 521 maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION Dept 68 68 522 STADIUM DISTRICT CACTUS LEAGUE Total WORKING TITLE ADMINISTRATOR I FTE 1 1 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM STADIUM DISTRICT Agency 680 O rg 6800 T itle ADMINISTRATION Personal S u p p lies C a p ital Total Services & S e rvices O u tlay E x p e n d itu r e s PS SS CO Revenue $ 34,959 $ 5,157,679 $ - $ 5,192,638 $ 7,545,664 Totals: $ 34,959 $ 5,157,679 $ - $ 5,192,638 $ 7,545,664 OBJ OBJ_TITLE CA OD L_ OIP NTPEUDT_ 9 8 / 9 9 PROJECTED RESTATED ADOPTED_99/00 VARIANCE P E R C E NHTI D E _ R O W EXPENDITURES AND REVENUES BY AGENCY/OBJECT STADIUM DISTRICT Agency 680 RESOURCES Beginning Fund Balance $ REVENUE 606 S A L E S T A X E S 645 R E V A L L O W A N C E S - P A T I E N T C A R E FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted 13,874,998 2,900,000 $ $ 13,989,724 2,900,000 $ 12,738,302 2,008,019 13,874,998 12,766,366 13,989,724 12,738,302 5,550,000 5,400,000 5,550,000 5,462,645 - 650 M I S C E L L A N E O U S R E V E N U E 12,766,366 600,000 Variance - 75,000 (1,300,000) 1,375,000 $ (891,981) (87,355.00) - 1,375,000 % 1,300,000.00 75,000 -31% -2% -100% (1,300,000.00) -95% Total Revenue $ 5,625,000 $ 6,775,000 $ 5,625,000 $ 5,537,645 $ (87,355) -2% Total Resources $ 8,525,000 $ 7,375,000 $ 8,525,000 $ 7,545,664 $ (979,336) -11% $ 316,138 91% 60,803 92% EXPENDITURES PERSONAL SERVICES 13,874,998 701 R E G U L A R P A Y $ 750 F R I N G E B E N E F I T S 339,738 12,766,366 $ 65,371 780 S A L A R Y A D J U S T M E N T S 796 P S I N T E R - F U N D C H A R G E S 51,274 Subtotal $ SUPPLIES AND SERVICES 64,691 (5,000) 13,874,998 801 G E N E R A L S U P P L I E S $ 805 C O N T R A C T U A L S E R V I C E S 7,008 77,170 $ 12,766,366 $ 3,817 - 1,009 - 100% (379,492) 100% 51,274 - 51,274 100% (20,000) - (20,000) 100% 64,691 $ 13,989,724 $ 29,718 5,241 (379,492) 10,769 $ 12,738,302 $ 1,009 (215,152) (20,000) 345,856 66,044 - (379,492) 797 P E R S O N N E L S A V I N G S ( N E G ) 13,989,724 $ 46,864 7,800 795 P S I N T E R - F U N D C R E D I T ( N E G ) 239,689 7,008 34,959 $ 29,732 46% 12,738,302 $ $ 6,103 87% 44,200 88% 660 4,340 87% 629 3,071 83% 30,262 820 R E N T 5,000 3,766 5,000 825 R E P A I R S A N D M A I N T E N A N C E 3,700 950 3,700 827 M A T E R I A L M G N T D I S C R E T I O N A R Y 6,900 4,700 6,900 731 6,169 89% 120 77 120 120 100% 155,000 155,000 155,000 9,444 145,556 94% 500 100 500 185 315 63% 836 R I S K M A N A G E M E N T 2,200 1,328 2,200 742 1,458 66% 837 B A S E L E V E L T E L E C O M 3,600 2,804 3,600 782 2,818 78% 841 E M P L O Y E E T R A V E L 2,000 2,000 2,000 400 1,600 80% 842 E D U C A T I O N 3,859 3,859 3,859 1,000 2,859 74% 350 37 313 89% 830 T E L E C O M D I S C R E T I O N A R Y 832 C O U N T Y C O U N S E L 833 E M P L O Y E E B E N E F I T S A D M I N 843 T R A N S P O R T A T I O N / S H I P P I N G 350 850 UTILITIES - - 860 M I S C E L L A N E O U S E X P E N S E - 11,500 872 S S I N T E R - F U N D C R E D I T ( N E G ) 50,400 905 50,400 - - 20,000 (148,977) 6,200 400 21,500 (148,977) (400) 10,050 (148,977) 11,450 53% - (148,977) 100% 874 O T H E R N E G A T I V E A D J U S T M E N T S - - (1,300,000) - (1,300,000) 100% 875 B O N D S A N D R E L A T E D E X P E N S E - - 1,300,000 - 1,300,000 100% 161,359 3% 880 T R A N S F E R S O U T T O O T H E R F U N D S 5,182,147 5,234,510 5,286,873 5,125,514 Subtotal $ 5,285,307 $ 5,314,196 $ 5,400,033 $ 5,157,679 $ 242,354 4% Total Expenditures $ 5,349,998 $ 5,391,366 $ 5,464,724 $ 5,192,638 $ 272,086 5% Operating Balance (Rev. - Exp.) $ 275,002 $ 1,383,634 $ 160,276 $ 345,007 $ (184,731) Ending Fund Balance (Resources - Exp.) $ 3,175,002 $ 1,983,634 $ 3,060,276 $ 2,353,026 $ 707,250 -115% 23% 523 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM STADIUM DISTRICT Agency 682 Org 6840 Title DEBT SERVICE Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Revenue $ - $ 633,265 $ - $ 633,265 $ 632,737 Totals: $ - $ 633,265 $ - $ 633,265 $ 632,737 OBJ OBJ_TITLE COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT STADIUM DISTRICT Agency 682 REVENUE 680 TRANSFERS IN FROM OTHER FUNDS Total Revenue $ FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted 1,268,532 1,268,532 1,268,532 634,266 634,266 634,266 634,266 $ 634,266 $ 634,266 Variance % 1,266,002 632,737 $ 632,737 $ (1,529.00) 0% (1,529) 0% EXPENDITURES SUPPLIES AND SERVICES 1,268,532 820 RENT 875 BONDS AND RELATED EXPENSE 524 1,268,532 - 1,268,532 - 634,266 1,266,002 8 634,266 - 634,266 633,265 8 100% 1,001 0% Subtotal $ 634,266 $ 634,266 $ 634,274 $ 633,265 $ 1,009 0% Total Expenditures $ 634,266 $ 634,266 $ 634,274 $ 633,265 $ 1,009 0% Operating Balance (Rev. - Exp.) $ - $ - $ (8) $ (528) $ 520 -6500% maricopa county annual business strategies for 1999-2000 ORG ORG_TITLE COL_INPUT PS SS CO TOTAL_EXP REV HIDE_ROW TOTAL BUDGET BY PROGRAM STADIUM DISTRICT Agency 683 Personal Services PS Org Title 6840 DEBT SERVICE Totals: OBJ OBJ_TITLE 6840 $ $ Supplies & Services SS - COL_INPUT ADOPTED_98/99 $ $ Capital HIDDEN Total OutlayREVENUE_COL Expenditures CO RE 724,465 724,465 PROJECTED $ $ - RESTATED $ $ Revenue 1,448,931 1,448,931 ADOPTED_99/00 $ $ 724,466 724,466 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT STADIUM DISTRICT Agency 683 REVENUE 680 TRANSFERS IN FROM OTHER FUNDS Total Revenue $ FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted 1,474,006 1,474,006 1,474,006 737,003 737,003 737,003 737,003 $ 737,003 $ 737,003 Variance % 1,448,931 724,466 $ 724,466 $ (12,537.00) -2% (12,537) -2% EXPENDITURES SUPPLIES AND SERVICES 875 BONDS AND RELATED EXPENSE 1,474,006 1,474,006 1,474,006 737,003 737,003 737,003 1,448,931 12,538 2% Subtotal $ 737,003 $ 737,003 $ 737,003 $ 724,465 $ 12,538 2% Total Expenditures $ 737,003 $ 737,003 $ 737,003 $ 724,465 $ 12,538 2% Operating Balance (Rev. - Exp.) $ $ 1 $ - $ - $ - 724,465 (1) 525 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM STADIUM DISTRICT Agency 684 O rg 6840 Title DEBT SERVICE OBJ OBJ_TITLE Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Revenue $ - $ 2,353,978 $ - $ 2,353,978 $ 2,353,978 Totals: $ - $ 2,353,978 $ - $ 2,353,978 $ 2,353,978 COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT STADIUM DISTRICT Agency 684 REVENUE 680 TRANSFERS IN FROM OTHER FUNDS Total Revenue $ FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted 4,759,500 4,759,500 4,759,500 2,379,750 2,379,750 2,379,750 2,379,750 $ 2,379,750 $ 2,379,750 Variance % 4,707,956 2,353,978 $ 2,353,978 $ (25,772.00) -1% (25,772) -1% EXPENDITURES SUPPLIES AND SERVICES 875 BONDS AND RELATED EXPENSE 526 4,759,500 4,759,500 4,759,500 2,379,750 2,379,750 2,379,750 4,707,956 25,772 1% Subtotal $ 2,379,750 $ 2,379,750 $ 2,379,750 $ 2,353,978 $ 25,772 1% Total Expenditures $ 2,379,750 $ 2,379,750 $ 2,379,750 $ 2,353,978 $ 25,772 1% Operating Balance (Rev. - Exp.) $ $ - - $ - $ - 2,353,978 $ - maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM STADIUM DISTRICT Agency 685 O rg 6840 Title D E B T S E R V ICE OBJ OBJ_TITLE Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Revenue $ - $ 609,928 $ - $ 609,928 $ 606,928 Totals: $ - $ 609,928 $ - $ 609,928 $ 606,928 COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT STADIUM DISTRICT Agency 685 REVENUE 680 TRANSFERS IN FROM OTHER FUNDS Total Revenue $ FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted 1,219,356 1,219,356 1,219,356 609,678 609,678 609,678 609,678 $ 609,678 $ 609,678 Variance % 1,216,856 606,928 $ 606,928 $ (2,750.00) 0% (2,750) 0% EXPENDITURES SUPPLIES AND SERVICES 875 BONDS AND RELATED EXPENSE 1,219,356 1,219,356 1,219,356 609,678 609,678 609,678 1,216,856 (250) 0% Subtotal $ 609,678 $ 609,678 $ 609,678 $ 609,928 $ (250) 0% Total Expenditures $ 609,678 $ 609,678 $ 609,678 $ 609,928 $ (250) 0% Operating Balance (Rev. - Exp.) $ - $ - $ - 609,928 $ (3,000) $ 3,000 527 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM STADIUM DISTRICT Agency 686 O rg 6815 Title MESA OBJ OBJ_TITLE Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Revenue $ - $ 400,000 $ - $ 400,000 $ 400,000 Totals: $ - $ 400,000 $ - $ 400,000 $ 400,000 COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT STADIUM DISTRICT Agency 686 REVENUE 680 TRANSFERS IN FROM OTHER FUNDS Total Revenue $ FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted 800,000 852,363 904,726 400,000 452,363 452,363 400,000 $ 452,363 $ 452,363 Variance % 800,000 400,000 $ 400,000 $ (52,363.00) -12% (52,363) -12% EXPENDITURES SUPPLIES AND SERVICES 875 BONDS AND RELATED EXPENSE 528 800,000 852,363 904,726 400,000 400,000 452,363 800,000 52,363 12% Subtotal $ 400,000 $ 400,000 $ 452,363 $ 400,000 $ 52,363 12% Total Expenditures $ 400,000 $ 400,000 $ 452,363 $ 400,000 $ 52,363 12% Operating Balance (Rev. - Exp.) $ $ 52,363 $ $ - - - 400,000 $ - maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM STADIUM DISTRICT Agency 688 Org 6845 Title MCSD DEBT SERVICE: MARYVALE OBJ OBJ_TITLE Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Revenue $ - $ 400,000 $ - $ 400,000 $ 400,000 Totals: $ - $ 400,000 $ - $ 400,000 $ 400,000 COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT STADIUM DISTRICT Agency 688 REVENUE FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted 800,000 650 MISCELLANEOUS REVENUE 2,368,570 - 680 TRANSFERS IN FROM OTHER FUNDS Total Revenue 400,000 $ 400,000 3,937,146 $ 1,968,570 - 452,363 $ 1,968,573 % 800,000 1,516,210 1,968,570 Variance (1,516,210.00) -100% 400,000 $ 400,000 $ (52,363.00) -12% (1,568,573) -80% EXPENDITURES SUPPLIES AND SERVICES 875 BONDS AND RELATED EXPENSE 800,000 2,368,570 3,937,146 400,000 400,000 1,968,573 800,000 1,568,573 80% Subtotal $ 400,000 $ 400,000 $ 1,968,573 $ 400,000 $ 1,568,573 80% Total Expenditures $ 400,000 $ 400,000 $ 1,968,573 $ 400,000 $ 1,568,573 80% Operating Balance (Rev. - Exp.) $ $ 1,568,570 $ - - 400,000 $ - $ - 529 maricopa county annual business strategies for 1999-2000 stadium district - major league (78) Stadium District Board of Directors Executive Director David Smith William Scalzo Executive Director Representative Finance Administration Project Management mission The Stadium District will oversee the operation and maintenance, and promote the use of the facility for nonbaseball events at the new Bank One Ballpark in Maricopa County. program goals u Manage the MLB CTA ($354 mil). u Monitor and enforce requirements for excess cost security. u Administer the completion and closure of construction contracts. u Advertise, promote and conduct non-baseball events at Bank One Ballpark. u Execute District contractual responsibilities for overseeing operations and maintenance at Bank One Ballpark. u Ensure timely collection of contractual revenues, develop entrepreneurial revenues sufficient to adequately fund operations and maximize District contributions to Bank One Ballpark reserve accounts. community impact The Bank One Ballpark will be a prominent feature in downtown Phoenix. It is the first retractable dome in the United States and the only retractable dome in the world with natural grass. It is a community entertainment center and has achieved national recognition in stadium design. A 1993 study* commissioned by the Arizona Department of Commerce provides detailed estimates of the significant positive economic impact on the community in terms of stadium construction and stadium and franchise operations. "Economic Impact Study of a Major League Baseball Stadium and Franchise," Arizona Department of Commerce, December 1993 (Deloitte & Touche). 530 maricopa county annual business strategies for 1999-2000 performance measures Performance measures Fund up to $10,000 to AZ Dept. of Commerce effort to enhance and promote baseball in Maricopa County & Arizona. Verify monthly calculations of excess cost security required and ensure adequate letters of credit provided. Close construction contracts with full audit compliance. Develop a schedule of events for Bank One Ballpark for 1999-2001. Execute all District operational contract monitoring requirements with full audit compliance. Receive $3.5m in contractual revenues (i.e.: ticket sales, naming rights, attendance based license fee) to fund operations, debt service costs and accumulate reserves. Receive and distribute $500,000 in entrepreneurial revenues. FY 96-97 FY 97-98 FY 98-99 (Est.) 100% FY 99-00 (Proj) 100% 100% 100% 100% 100% 100% 100% 100% 100% 531 maricopa county annual business strategies for 1999-2000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY S T A D IU M D IS T R IC T - M L B D e p a rtm e n t 7 8 Fund Type S p e c ia l R e v e n u e C a p i t a l P r o je c t s T o t a ls $ Personal Services 5 2 7 ,9 7 9 5 2 7 ,9 7 9 $ S u p p lie s & Services 2,813,766 3,500 2,817,266 C a p ita l O u tla y $ - $ $ $ T o tal Expenses 3,341,745 3,500 3,345,245 $ $ $ T o tal Revenue 2,601,489 7,650,000 1 0 ,2 5 1 , 4 8 9 E X P E N D IT U R E S A N D R E V E N U E S B Y D E P A R T M E N T /O B J E C T S T A D IU M D IS T R IC T - M L B D e p a rtm e n t 7 8 FY1998-99 Adopted $ 24,501,550 5,500,000 5,500,000 $ 32,434,247 6,100,000 6,100,000 REVENUE 6 5 0 M IS C E L L A N E O U S R E V E N U E 6 8 0 T R A N S F E R S IN F R O M O T H E R F U N D S S u b total $ 24,501,550 9,310,775 600,000 9,910,775 T o tal R e s o u r c e s $ 15,410,775 RESOURCES B E G IN N IN G F U N D B A L A N C E E X P E N D IT U R E S P E R S O N A L S E R V IC E S 701 REGULAR PAY 7 5 0 F R IN G E B E N E F IT S 780 SALARY ADJUSTMENTS 7 9 6 P S IN T E R - F U N D C H A R G E S 7 9 7 P E R S O N N E L S A V IN G S ( N E G ) $ S u b total S U P P L IE S A N D S E R V IC E S 8 0 1 G E N E R A L S U P P L IE S 8 0 5 C O N T R A C T U A L S E R V IC E S 810 LEGAL 820 RENT 8 2 5 R E P A IR S A N D M A IN T E N A N C E 8 2 7 M A T E R IA L M G N T D IS C R E T IO N A R Y 8 3 0 T E L E C O M D IS C R E T IO N A R Y 832 COUNTY COUNSEL 8 3 3 E M P L O Y E E B E N E F IT S A D M IN 8 3 6 R IS K M A N A G E M E N T 837 BASE LEVEL TELECOM 841 EMPLOYEE TRAVEL 8 4 2 E D U C A T IO N 8 4 3 T R A N S P O R T A T IO N /S H IP P IN G 8 5 0 U T I L I T IE S 8 6 0 M IS C E L L A N E O U S E X P E N S E 8 7 2 S S IN T E R - F U N D C R E D IT (N E G ) 8 7 3 S S IN T E R F U N D C H A R G E S 875 BONDS AND RELATED EXPENSE 880 TRANSFERS OUT TO OTHER FUNDS S u b total $ 24,501,550 629,492 629,492 FY1998-99 R e s tated $ 29,274,199 5,500,000 5,500,000 $ 32,434,247 12,494,493 600,000 13,094,493 $ 19,194,493 $ $ 32,434,247 629,492 629,492 FY1999-00 Adopted $ 6,700,000 6,700,000 $ 29,274,199 9,310,775 600,000 9,910,775 $ 15,410,775 $ $ 29,274,199 629,492 629,492 V a ria n c e % $ - 0% $ 2,951,489 600,000 3,551,489 $ - 0% 0% 0% $ 10,251,489 $ - 0% $ - 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% $ $ 13,596,734 141,417 30,654 3,924 373,662 (21,678) 527,979 $ $ 24,501,550 142,000 60,000 75,000 6,000 151,583 (21,450) 170,427 2,533,000 643,467 3,760,027 $ 32,434,247 142,000 60,000 75,000 200 162,605 (21,450) 170,427 1,608,779 643,555 2,841,116 $ 29,274,199 142,000 60,000 75,000 6,000 155,083 (21,450) 170,427 2,533,000 643,467 3,763,527 $ 13,596,734 3,621 168,917 48,000 127,890 2,516 2,924 101 31,752 742 2,966 3,128 1,600 4,000 147 200 180,490 1,608,652 629,620 2,817,266 $ - S u b total $ 24,501,550 4,701,256 4,701,256 $ 32,434,247 9,769,146 9,769,146 $ 29,274,199 9,470,405 9,470,405 $ 13,596,734 - $ - T o t a l E x p e n d itu r e s $ 9,090,775 $ 13,239,754 $ 13,863,424 $ 3,345,245 $ - 0% Operating Balance (Rev. - Exp.) $ 820,000 $ E n d in g F u n d B a la n c e ( R e s o u r c e s - E x p . ) $ 6,320,000 $ $ C A P ITA L O U T L A Y 9 1 5 B U I L D IN G S A N D IM P R O V E M E N T S 532 FY1998-99 P rojected $ (145,261) 5,954,739 $ $ $ 0% 0% 0% $ (3,952,649) $ 206,244 $ - 0% $ 1,547,351 $ 6,906,244 $ - 0% maricopa county annual business strategies for 1999-2000 POSITION DISTRIBUTION Dept 78 STADIUM DISTRICT-MLB 78 Total WORKING TITLE ACCOUNTANT I ADMINISTRATIVE ASSTNT III ADMINISTRATIVE COORD III SENIOR FISCAL CONSULTANT STADIUM DISTRICT COORDNTR STADIUM DISTRICT DIRECTOR FTE 1 1 1 1 1 1 6 533 maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM S T A D I U M D IS T R I C T - M L B Agency 780 O rg 7800 T itle B O B O P E R A T IO N S T o tals: OBJ OBJ_TITLE Personal S u p p lie s C a p ital Total S e rvices & Services O u tla y Expenditures PS SS CO Revenue $ 505,502 $ 2,813,766 $ - $ 3,319,268 $ 2,601,489 $ 505,502 $ 2,813,766 $ - $ 3,319,268 $ 2,601,489 COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT STADIUM DISTRICT - MLB Agency 780 REVENUE 650 MISCELLANEOUS REVENUE Total Revenue $ FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted 8,181,550 7,259,139 8,181,550 4,090,775 4,090,775 4,090,775 4,090,775 $ 4,090,775 $ 4,090,775 Variance % 5,920,757 2,601,489 $ 2,601,489 (1,489,286.00) -36% $ (1,489,286) -36% $ (141,417) EXPENDITURES PERSONAL SERVICES 8,181,550 701 REGULAR PAY $ 7,259,139 $ - 8,181,550 $ - 5,920,757 $ 141,417 750 FRINGE BENEFITS - - - 30,654 780 SALARY ADJUSTMENTS - - - 3,924 796 P S INTER-FUND CHARGES 473,794 797 PERSONNEL SAVINGS (NEG) 473,794 Subtotal $ SUPPLIES AND SERVICES 473,794 $ 805 CONTRACTUAL SERVICES - 473,794 $ 8,181,550 801 GENERAL SUPPLIES 473,794 $ 7,259,139 $ - 473,794 $ 8,181,550 $ - (30,654) (3,924) 351,185 122,609 (21,678) 21,678 505,502 $ (31,708) 26% -7% 5,920,757 $ 3,621 $ (3,621) 142,000 142,000 142,000 168,917 (26,917) 810 LEGAL 60,000 60,000 60,000 48,000 12,000 20% 820 RENT 75,000 75,000 75,000 127,890 (52,890) -71% 825 REPAIRS AND MAINTENANCE - - - 2,516 (2,516) 827 MATERIAL MGNT DISCRETIONARY - - - 2,924 (2,924) 830 TELECOM DISCRETIONARY - - - 101 (101) 832 COUNTY COUNSEL - - - 31,752 (31,752) 833 EMPLOYEE BENEFITS ADMIN - - - 742 (742) 836 RISK MANAGEMENT - - - 2,966 (2,966) 837 BASE LEVEL TELECOM - - - 3,128 (3,128) 841 EMPLOYEE TRAVEL - - - 1,600 (1,600) 842 EDUCATION - - - 4,000 (4,000) 843 TRANSPORTATION/SHIPPING - - - 147 850 UTILITIES -19% (147) 6,000 200 6,000 200 860 MISCELLANEOUS EXPENSE 151,583 159,105 151,583 176,990 872 S S INTER-FUND CREDIT (NEG) (21,450) (21,450) (21,450) - (21,450) 100% 27,381 27,381 27,381 - 27,381 100% 2,533,000 1,608,779 2,533,000 1,608,652 924,348 36% 643,467 643,555 643,467 629,620 13,847 2% 873 S S INTERFUND CHARGES 875 BONDS AND RELATED EXPENSE 880 TRANSFERS OUT TO OTHER FUNDS 534 - 5,800 97% (25,407) -17% Subtotal $ 3,616,981 $ 2,694,570 $ 3,616,981 $ 2,813,766 $ 803,215 22% Total Expenditures $ 4,090,775 $ 3,168,364 $ 4,090,775 $ 3,319,268 $ 771,507 19% Operating Balance (Rev. - Exp.) $ $ 922,411 $ (717,779) $ 717,779 - - $ maricopa county annual business strategies for 1999-2000 TOTAL BUDGET BY PROGRAM STADIUM DISTRICT - MLB Agency 788 Org 7880 Title B.O.B. LONG TERM RESERVE OB J OB J _ T IT L E Personal Supplies Capital Total Services & Services Outlay Expenditures PS SS CO Revenue $ - $ 3,500 $ - $ 3,500 $ 7,650,000 Totals: $ - $ 3,500 $ - $ 3,500 $ 7,650,000 COL A D _OI P NTPEUDT _ 9 8 /9 9 P R O J E CT E D R E S T AT E D A D O P T E D _ 9 9 /0 0 VAR IANCE P E R CE NHTI D E _ R O W EXPENDITURES AND REVENUES BY AGENCY/OBJECT STADIUM DISTRICT - MLB Agency 788 RESOURCES FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted 6,320,000 Beginning Fund Balance $ REVENUE 5,500,000 7,107,218 $ 6,100,000 6,323,500 $ 5,500,000 Variance % 7,653,500 $ 6,700,000 6,320,000 7,107,218 6,323,500 7,653,500 650 MISCELLANEOUS REVENUE 220,000 403,718 220,000 350,000 680 TRANSFERS IN FROM OTHER FUNDS 600,000 600,000 600,000 600,000 $ 1,200,000 22% 130,000.00 59% - 0% Total Revenue $ 820,000 $ 1,003,718 $ 820,000 $ 950,000 $ 130,000 16% Total Resources $ 6,320,000 $ 7,103,718 $ 6,320,000 $ 7,650,000 $ 1,330,000 21% EXPENDITURES SUPPLIES AND SERVICES 6,320,000 860 MISCELLANEOUS EXPENSE - 7,107,218 6,323,500 3,500 3,500 7,653,500 - 0% Subtotal $ - $ 3,500 $ 3,500 $ 3,500 3,500 $ - 0% Total Expenditures $ - $ 3,500 $ 3,500 $ 3,500 $ - 0% Operating Balance (Rev. - Exp.) $ 820,000 $ 1,000,218 $ 816,500 $ 946,500 $ (130,000) -16% Ending Fund Balance (Resources - Exp.) $ 6,320,000 $ 7,100,218 $ 6,316,500 $ 7,646,500 $ (1,330,000) -21% 535 maricopa county annual business strategies for 1999-2000 ORG ORG_TITLE COL_INPUT PS SS CO TOTAL_EXP REV HIDE_ROW TOTAL BUDGET BY PROGRAM STADIUM DISTRICT - MLB Agency 789 Org Title 7890 MAJOR LEAGUE BASEBALL Totals: OBJ OBJ_TITLE Personal Supplies Services PS & Services SS Capital HIDDEN Total Expenditures OutlayREVENUE_COL CO RE Revenue 7890 $ 22,477 $ - $ - $ 22,477 $ - $ 22,477 $ - $ - $ 22,477 $ - COL_INPUT ADOPTED_98/99 PROJECTED RESTATED ADOPTED_99/00 VARIANCE PERCENT HIDE_ROW EXPENDITURES AND REVENUES BY AGENCY/OBJECT STADIUM DISTRICT - MLB Agency 789 REVENUE FY1998-99 FY1998-99 FY1998-99 FY1999-00 Adopted Projected Restated Adopted 10,000,000 601 REAL PROPERTY TAXES $ 650 MISCELLANEOUS REVENUE - 18,067,890 $ 5,000,000 Total Revenue $ 5,000,000 8 14,769,149 $ 8,000,000 $ 8,000,008 5,000,000 % 22,477 $ 5,000,000 $ Variance - $ $ - (5,000,000.00) -100% $ (5,000,000) -100% EXPENDITURES PERSONAL SERVICES 796 P S INTER-FUND CHARGES Subtotal $ SUPPLIES AND SERVICES 873 S S INTERFUND CHARGES Subtotal $ CAPITAL OUTLAY 915 BUILDINGS AND IMPROVEMENTS 536 10,000,000 18,067,890 14,769,149 22,477 155,698 155,698 155,698 22,477 155,698 $ 155,698 $ 155,698 10,000,000 18,067,890 14,769,149 143,046 143,046 143,046 143,046 $ 143,046 $ 143,046 10,000,000 18,067,890 14,769,149 4,701,256 9,769,146 9,470,405 $ 22,477 $ 133,221 86% 133,221 86% 143,046 100% 143,046 100% 22,477 $ - $ 22,477 9,470,405 100% Subtotal $ 4,701,256 $ 9,769,146 $ 9,470,405 $ - $ 9,470,405 100% Total Expenditures $ 5,000,000 $ 10,067,890 $ 9,769,149 $ 22,477 $ 9,746,672 100% Operating Balance (Rev. - Exp.) $ $ (2,067,882) $ (4,746,672) 100% - - (4,769,149) $ (22,477) $ maricopa county annual business strategies for 1999-2000 Strategies 2000 business plan executive summary On August 31, 1994, the Maricopa County Board of Supervisors approved a comprehensive Business Plan, which was developed to map a course for the fiscal recovery of the County. Its primary objectives were fiscal stability and deficit reduction. Due to the successful implementation of the 1994 Business Plan, Maricopa County achieved accelerated recovery from its fiscal crisis and has been able to concentrate on maintaining a stable cash flow while continuing to serve its taxpayer. With these years of fiscal stabilization behind us, Maricopa County must focus on the vision and strategies that will take it into the next century. The changes reflected in the FY 2000 Business Plan show major changes in Maricopa County and its environment. It is with confidence in future leadership and the financial stability of Maricopa County that the “Strategies for Survival” in the Business Plan have evolved into “Strategies.” We have gone beyond survival and are looking forward to a balanced future. This plan consists of various sections that are outlined below. business plan development Maricopa County began the development of the FY 2000 Business Plan in June 1999. This section outlines the process used, including the outcome of the Board of Supervisor’s latest strategic planning session, along with the revise mission and vision statements. business plan update Various strategies that were discussed in last year’s Business Plan are included. Each critical business objective is followed by accomplishments. These achievements have helped strengthened Maricopa County’s future. organization position As Maricopa County moves forward into the next millennium, there are various risks and opportunities that will be encountered. Maricopa County’s strengths, weaknesses and trends will continue to set the tone for advancement. financial strategies Maricopa County’s fiscal position has continued to improve since 1994, but will continue to strive for improvement. Financial strategies, such as broadening management authority and accountability, as well as electronic commerce as a means for efficiency, are proposed for this coming year to ensure continued fiscal stability. performance measurement strategy This strategy was identified as a financial strategy in the FY 1998-99 Business Plan. As the Office of Management and Budget redirects its focus in the budget analysis process, there is a greater need for measuring performance and identifying expected outcomes. Therefore, this performance measure strategy will play a key role in making the County more accountable to its citizens. information technology strategies As technological advancements become available, Maricopa County will continue to utilize them in order to accomplish various goals, including lowering the cost of delivering governmental services while overcoming geographical boundaries, in the hope of improving public perception. justice and law enforcement strategies Justice and law enforcement continues to be a substantial portion of the financial and topical focus of Maricopa County, with the major emphasis on addressing jail overcrowding. Voters of Maricopa County overwhelmingly approved two propositions in November 1998 to fund improvements in our adult and juvenile detention programs. These strategies, along with many others in the justice and law enforcement arena, are outlined in this section. 537 maricopa county annual business strategies for 1999-2000 capital improvement project strategies Maricopa County has begun a major campaign of constructing new facilities. This section outlines the strategies in developing these various projects. community service strategies The Community Service Agency oversees many community programs for the County. The Planning and Development Department’s “One-Stop Shop” program, which incorporates many County partners, is high-lighted as a major strategy for this agency. community health strategies In the face of rapid population growth of nearly 3% annually, the struggle to preserve, promote and protect the health of individuals and communities in the County and lower the risk of illness, injury, disability and premature death is daunting. This strategy outlines some of the major goals to be accomplished. maricopa integrated health system strategies The Maricopa Integrated Health System continues to demonstrate growth and financial viability. Many of their goals, and enhancement developments are outlined. employee and human resource strategies Maricopa County’s employee and human resource strategies focus on three key tasks: recruitment, retention, and employee development. This section will lay out the objectives and goals for accomplishing these tasks. efficiency strategies The Facilities Management Department and the Flood Control District have developed efficiency strategies. The goal being to ensure tax dollars are spent wisely in the areas of operation the department oversees. legislative strategies Arizona’s counties are political subdivisions of the state and are extremely dependent upon state actions, unlike cities, which have charter government. Therefore, the County must rely on the Arizona State legislature for assistance with numerous issues. Legislative strategies for FY 1999-00 include the areas of tobacco litigation, as well as, environmental and health care issues. With the completion of this FY 2000 Business Plan, we are proud of our accomplishments as a county. We will continue to meet our objectives and look forward to a future of continuing dialogue with the citizens of Maricopa County. business plan development Mission, Vision, & Strategic Issues the process Maricopa County government began the development of the FY 2000 Business Plan in June, 1999. The strategies identified in August 1994 and in subsequent years have established fiscal stability for Maricopa County. Through the successful implementation of those strategies, fiscal stabilization and deficit reduction are now behind us. As we look ahead to 2000 and beyond, it is still critical that we aggressively plan and forecast our future without forgetting the 1993-94 fiscal crisis. The Maricopa County Board of Supervisors (BOS) convened a strategic planning session in December 1998 in order to provide direction to executive management as 538 Maricopa County Business Plans Departmental Strategic Plans Budget Departmental Performance Plans Individual Performance Plans Operational Goals County Administrative Officer maricopa county annual business strategies for 1999-2000 they begin the annual departmental planning and budgeting process. The following list of objectives were generated for further review and discussion: potential for a tax decrease; County being fiscally responsible; creative management of growth and mandates while reducing governments intrusiveness into citizens lives and pocketbooks; being flexible as standards and citizen needs change; make systemic changes so that problems and service demands do not reoccur; look at root causes related to service loads (prevention programs); look at service niches that are progressive and communicate to citizens; get input from citizen committees; collaborative and creative; include diverse populations and ideas in decision-making; do not incur additional debt (pay as you go); best, well-run county in the country – improve image by marketing centers of excellence; preservation of open spaces and creative use of current resources; air quality / environmental safety; law enforcement and public safety; collaborate with cities as they increase public safety taxes so that Maricopa County could benefit as we provide services at the back end; continue to reassess mix of services that are non-mandated; and attract, recognize and retain an educated workforce. The following items were presented as short-term strategies for the County’s management team: u Open Spaces -- Look for opportunities for partnerships and funding. u Transportation – Expectation that Maricopa County will facilitate infrastructure development in order to expedite issues in order to improve air quality. u Tobacco Settlement -- Maricopa County needs to have a plan and communicate that plan when influencing the State. u Performance-Based Budgeting / Budget process – Ask departments to reprioritize their programs for longterm results. Plan and program strategically today to save money in the future. Develop budget issues if funding is necessary for long term cost savings. u BOS Strategy sessions – Schedule quarterly or semi annually The Board also recommended that the following strategies be added to the list of strategic objectives as continuing strategies: u Board looks to management for ideas related to mandate reduction and opportunities for change. Executive team should consider how much authority has been given up in the past and make recommendations for future. u Develop strategy to take to our Congressional delegation so that we can get their support without always having our “hands-out”. A new mission and vision were also developed, and later approved by the Board of Supervisors on February 1, 1999. mission The mission of Maricopa County is to provide regional public services seeking excellence in the most fiscally responsible manner. vision Citizens serving citizens by working collaboratively, efficiently and innovatively. We will be responsive to our customers while being fiscally prudent. strategic issues 1995-2001 u Justice and Law Enforcement Issues. u Develop County’s role in transportation planning. u Evaluate and develop long-term strategies for special districts and special revenue funds, i.e. Flood Control, Stadium and Library Districts and Housing. u Monitoring of indigent health issues. u Become involved in or initiate regional dialogue on current and emerging social service issues – domestic violence, youth crimes. u Develop strategies to recruit, develop and retain a quality workforce. u Synchronize reengineering of work processes with application of technology. 539 maricopa county annual business strategies for 1999-2000 u Investigate financing requirements through bonds. u Continue emphasis on competitive analysis. u Develop strategies and efforts in working with the State in distribution of funding. business plan update The FY 1998-99 Business Plan included many strategies for continued improvement for the County. Listed below are the accomplishments that have been achieved over the past year for each strategy outlined. financial strategies performance measurement strategy The Strategic Budget Master Plan is based on the assumption that strategic plans and performance measurement systems must be developed by the departments with input from their internal and/or external customers. The role of central staff departments like Finance, Human Resources, Information Technology, Internal Audit, Materials Management and Procurement, Office of Management and Budget (OMB), Organizational Planning and Training (OP&T), and Research and Reporting (R&R) is to facilitate and coordinate the process, and to maintain standards. Efforts during FY 1998-99 focused on: u Gathering data on the number and type of performance measures captured and reported throughout the County; u Developing Strategic Planning and Performance Measurement classes for department staff; u Educating Management on performance based budgeting concepts and enlisting their support during Management Retreat discussions; u Began the process to assess County preparedness for the new Performance Based Budgeting process; u Facilitating a review by outside consultants of County financial reporting structure and system applications to support the performance measurement process; u Reviewing and revising budget policies and procedures; u Developing a Performance Measurement implementation schedule with key milestones; u Organization of a Project Steering Committee charged with determining strategy, deciding policy, and general project oversight; and u Deciding whether to pilot-test the new process or to roll it out county-wide at one time. Obtaining feedback from internal and external customers remains a focus of our implementation strategy. County-wide and department specific customer and employee surveys have been conducted. Future surveys are planned and will be used to refine strategic efforts. Resource allocations will be focused on strategic objectives to achieve results that align with customer expectations. During FY 1998-99, all departments were surveyed to identify the type of measures currently in use and to collect updated measurement data. Forty-one of the forty-six departments responded to the survey for a response rate of approximately 90%. It was determined that 75% of the more than three-hundred performance measures reported county-wide focus on activities and service levels or outputs. Less than half of all county departments reported outcome (measures of program results) or efficiency (cost per output) measures. Survey results indicated that lack of an integrated financial and budget system precluded timely, and comparable calculation of unit costs and productivity ratios. It was also recognized that performance measures submitted in prior years as well as the majority of measures reported for FY 1999-00 were reported at the department level. Department level reporting of performance measures does not support comparisons of program results to stated goals and objectives, and program costs. Departmental identification of programs was to be a voluntary but necessary first step to facilitate the association of performance measures with program goals and objectives. Program identification has become an outcome of the County strategic planning, education, training and consulting process. 540 maricopa county annual business strategies for 1999-2000 Management support and employee training and development continues to be strong. Organizational Planning and Training developed classes on Strategic Planning and Performance Measurement. Research and Reporting continues to offer a class on Data Gathering. Future classes are planned for topics such as linking performance measures to the budget, and employee and customer survey tools and techniques designed for departmental use. procurement code update The Maricopa County Board of Supervisors approved the recommended revisions to the Maricopa County Procurement Code at their May 19, 1999 meeting. Significant changes include: (1.) (2.) (3.) (4.) (5.) Authorizes the Director to exercise rights and provisions contained within original contracts approved by the Board of Supervisors (MC1-201.F). Authorizes the Director to award contracts with values of $100,000 or less and contract terms of five (5) years or less after competitive solicitation without requesting Board of Supervisors approval (MC1-201.E). Addition of a new section allowing Maricopa County to consider unsolicited proposals (MC1-314). Addition of procurement processes specifically for the acquisition of telecommunication, information systems, and heavy equipment (MCI-368 & 369). Authorizes the Maricopa County Integrated Health Services Chief Procurement Officer to exercise rights and provisions contained within original contracts approved by the Board of Supervisors (MC1-1302.B). contract monitoring update During the past year, 48 contracts have been subjected to monitoring activity. This has resulted in recovery of $7,494. The number of contracts monitored is significantly less than the number monitored the prior year due to the high turnover in monitoring staff. It is anticipated that turnover will be greatly reduced or eliminated in the coming year as a direct result of implementing a revised compensation plan for these positions. Increased staff stability will allow a greater number of contracts to be reviewed. contract utilization update Utilization of contracts continues to increase due to several factors. These factors include greater access to contract information accessible via the County's Internet and Intranet sites, increased monitoring of expenditure activity permitted by the Procurement Card program, and increased education of user department staff on the procurement process - their responsibility to assure compliance with all statutory and policy requirements. purchasing card program A Countywide purchasing card program was fully implemented during FY 1998-99. Successful implementation will result in greater expenditure tracking capability, the ability to restrict expenditures to specific commodities, services or vendors, ability to control transaction amounts by cardholder, and enable remote monitoring of expenditure activity. The anticipated benefit of implementing this program is a reduction in transaction costs on small dollar and contract activity. information technology strategies The Office of the Chief Information Officer (OCIO) established three focus areas to address during the FY 199899 time frame. At the forefront of this effort was the establishment of Year 2000 readiness for all core business systems. Included was an on-going educational and consultation effort to senior management that aided in achieving compliance for assigned operational areas. Within each of the focus areas, considerable accomplishments were attained. The most significant of those accomplishments follow. sustain and enhance core business systems Business process improvements were obtained through the OCIO partnering with key county agencies leading to: the establishment of an of an on-line benefits enrollment program for Human Resources; completion of Phase I of an on-line procurement system for Materials Management; implementation of an automated pharmacy application 541 maricopa county annual business strategies for 1999-2000 at the central facility and Madison Street jail for Correctional Health; enhancement of business automation for Medical Eligibility; enhancement of GIS support for Roadway Management; and the extension of video capabilities to the Justice and Law Enforcement Community. build infrastructure for on-line government Several key build-outs of integrated technical infrastructures were either completed or initiated during FY 1998-99. These included: the completion of the SmartZone digital microwave infrastructure upgrades; Upgrading 11 of the 12 major sites of the county ShareNet metropolitan network which provides dual redundant entrances to all hubs within the network; completion of a full migration to MS Office suite within the Justice and Law Enforcement departments to match county standards; and the development of governance models necessary to support the oversight committee responsible for the technology portions of propositions 400 and 40, which will fund detention programs. improve technology business practices Initiatives were undertaken to achieve this goal included: implementing a new US West pricing structure that reduced county expenditures by roughly $2,000,000; participated in the state evaluation process for microcomputer procurement and asset management that solidified not only consistency in pricing, but quality of product; automated all telephone invoice distribution via electronic data interchange (EDI), saving the Telecommunication Department’s labor expense by four man-days per month; publishing a Technology Desk Reference for all managers; and the establishment of quality, efficiency and cost metrics through customer satisfaction surveys and external benchmark comparisons for use by all managers. justice and law enforcement Critical Business Objective: Encourage efforts to re-engineer criminal case processing, to reduce costs and expedite cases. Activity: There are several initiatives underway. u Early Disposition Court (EDC): EDC expansion to include Attorney General Welfare Fraud cases and other eligible drug cases completed – first cases began in January 99. EFFORTS UNDERWAY: Currently discussing expansion to include Southeast eligible cases in August 99 to be begun at the downtown location pending buildout of space at the Southeast facility in March 2000. Longer term location will be the co-located Justice Court facility in Mesa at Main and Mesa Drive mid-2001. u Backlog Reduction: The Court has secured three (3) Special Assignment Judge positions to be used to supplement existing numbers of judicial officers in the Special Assignment Department. These judges would be used for overflow trials and assignment of oldest identified cases for resolution through trial or other means. u Quadrant Case Management: The quadrants were reassigned and deployed all within the Central Court Building effective May 99. The quadrant logistics is in keeping with the court's desire to create ease of movement for the lawyers practicing in criminal UNDERWAY: The court will hire Quadrant Coordinators to be assigned to monitor case activity in each of the quads. The u Coordinators will be responsible for some case reassignments and expedition, case tracking, statistical reporting and other quadrant and case related functions. u Specialized DUI Calendars: Under review for possible future implementation. u Improved Statistical Reporting: A new status of active cases report is generated monthly using information obtained from the Court's Automated Court System (ACS). We anticipate increased ability to monitor caseloads with the transition to the new Case Management System (CMS). The reports generated from CMS are presently under review and are undergoing additional development. Critical Business Objective: Reduce growth in the jail population. Activity: Several projects are underway. Please refer to the Justice and Law Enforcement Strategies section. Critical Business Objective: Plan for expansion of adult and juvenile detention facilities and identify appropriate funding. See the Justice and Law Enforcement Strategies section for more information on this item. 542 maricopa county annual business strategies for 1999-2000 Activity: Please refer to the Justice and Law Enforcement Strategies section. Critical Business Objectives: Coordinate efforts to link and integrate case-tracking and calendaring systems among the justice and law enforcement agencies, so that departments may share data and eliminate duplication of effort. Activity: Work continued on a common data dictionary (under the leadership of the Arizona Criminal Justice Commission (ACJC)) as the foundation for electronic data exchange. Members of the County JLE agencies participated in review of and provision of content of the data dictionary. With funding provided by the Jail Tax Initiative, work has begun toward integrating criminal justice information systems in Maricopa County agencies. The Justice and Law Enforcement (JLE) agencies came together as a coalition and created a Board of Directors for the Integrated Justice and Law Enforcement System. Meeting since January 1999, this Board has created and engaged a Business Team as the core planning entity for the integration efforts. The Business Team meets regularly and has determined the program mission and scope, and is currently formatting program governance and acquiring a program manager. Among program tasks will be defining system needs, operational gaps in current processes and laying the foundations for integration beyond County agency boundaries. A multi-agency workgroup has been established to begin planning and coordinating an integrated calendaring system. Critical Business Objective: Plan the future location of offices, courts and jails to reduce operating costs. Activity: Maricopa County has implemented lease improvements for co-located justice court services at the following sites: u u u u u u Glendale (Glendale and North Valley Justice Precincts); Tempe (Tempe 1 and Tempe 2 Justice Precincts); and Downtown Phoenix (East Phoenix #1, West Phoenix, and Central Phoenix). The County is identifying construction sites for the following co-located facilities, which will be County-owned: Mesa (West Mesa, North Mesa, South Mesa/Gilbert, and East Mesa Justice Precincts); and Tempe (East and West Tempe, Chandler and possibly one new justice precinct north of the Salt River). The Board must make the final decision regarding funding and timing of these projects. Critical Business Objective: Implement cost-avoidance strategies for indigent legal defense, including better eligibility screening and fee assessments of indigent defendants. Activity: The Financial Review Unit was implemented in August 1997 within Pretrial Services to ascertain financial ability of defendants to share in the cost of their defense. Since the program’s inception, the FRU has determined that 9,825 defendant referrals were able to contribute towards the cost of indigent counsel. This has resulted in assessments totaling $261,859 and collections totaling $127,086 (with most defendants on payment plans). In addition, the program has referred a total of 690 defendants to the PAID program and 10 defendants to private counsel, which has resulted in savings totaling $369,873. In December of 1998 the Office of Management and Budget conducted an analysis of the FRU to outline recommendations that would enhance the program’s performance. Currently, the FRU is showing nominal improvement in the number of referrals it receives from the Initial Appearance Court, which is resulting in an increase in total assessments per month. OMB has further recommended that a steering committee be formed to provide direction to further enhance the program performance. Critical Business Objective: Utilize video conferencing to expedite case processing and reduce transports. Activity: Video technology continues to be a viable program for use in the Justice Courts, indigent defense agencies and the probation department. Video conferencing between the court sites and jail continues in six Justice Courts with plans underway to expand to 6 additional court locations within the next budget year. Video proceedings are conducted for arraignment calendars in cases with failures to appear, pay or comply with court orders. An average of 217 in custody defendants are seen per month with average system use of 25 hours per month. 543 maricopa county annual business strategies for 1999-2000 Video use in indigent defense agencies includes system use between 4 jail locations and 7 locations for Offices of the Public Defender and Legal Defender. An average of 208 attorney-client meetings/conferences occur each month. Video interviewing is also provided between the Adult Probation Department and in custody defendants, with 3 office sites (2 in Phoenix and 1 at the Southeast Regional Facility) to 4 jail sites. Monthly use averages 100 conferences a month. Planning is underway for expansion of video teleconferencing between APD Field Offices and one or more of the jail facilities, with targeted expansion during FY 99-00. Video conferencing continues to provide enhanced security in handling and transporting in custody defendants, savings in MCSO detention officer time to transport individuals and Court and agency efficiencies in scheduling calendars and meetings in a more expedient manner. Critical Business Objective: Invest in document imaging technologies for court records to reduce the need for file storage space and to improve access to files. Activity: Our Probate Imaging pilot has been transitioned into a full production system. Access to imaged Probate documents has been enabled for two Superior Court hearing officers and the Probate file room. Additional optical storage, licensed seats, and software upgrades have been purchased to increase access and permit continued imaging of Probate documents while we prepare to implement the next phase of our strategy to replace the paper-based court record with electronic documents and images. An RFP is being prepared for issuance in the 1st quarter of 2000 to hire a consultant to assist in the development and implementation of a phased master plan to realize this strategy. The first phase of this plan includes the acquisition of a more robust electronic document management system capable of handling the complex workflow and volumes of images required for expansion of document imaging to all case types. The EDMS will also provide the back office automation required to implement electronic filing of Superior Court documents. Critical Business Objective: Achieve certification requirements and minimum standards for Correctional Health Services in a cost-effective manner. Activity: CHS and MCSO received national re-accreditation for 1998 and maintained State licensure for all clinics and inpatient units. Public Health discount pricing eligibility was continued. Critical Business Objectives: Use rational planning methods to allocate justice and law enforcement staffing. Activity: The Office of Management and Budget completed several efforts in this area over the past year, including: a study on Public Defender support staff, a benchmark evaluation of the Medical Examiners Office and related staffing issues, a review of County attorney support staff, allocation of new detention positions for Sheriff’s Office jail expansion, various technological staffing needs for justice and law enforcement agencies and allocation of resources for Court-wide restructuring and workload issues for various agencies. In addition, Market studies and career path analysis were conducted for various classifications in the Sheriff's Office, County Attorney’s Office, Superior Court, Juvenile Court, Justice Court, Adult Probation, Medical Examiner’s Office, Indigent Representation, and the Clerk of the Court. Critical Business Objective: Improve facilities and operations of the Office of the Medical Examiner. Activity: A site for a new facility has been selected. The new Jail Parking Garage will be built to house the Office of the Medical Examiner, which will also undergo a name change to the Forensic Science Center when moved to the new facility. Planning, design and construction are projected to take 2.5 years. Improvements in operations were reflected in the shortening of case processing times from an average of 90 days to 60 days. A new liaison position was created in the office to enhance communication and service to decedents' family members. See the Facilities and Equipment Management section for more detail on the related facility issue. In addition, the Medical Examiner’s Office received additional staff positions, funding for compensation and market adjustments, and was able to purchase a significant amount of capital related equipment to enhance operations. Critical Business Objective: Coordinate budgeting for the criminal justice agencies to avoid imbalances in the system, reduce duplication of effort, and insure that resources are applied where they are most needed. Activity: The Office of Management and Budget continues to address the future co-location of justice courts, continues to monitor efforts to enhance criminal case processing and conducted system-wide analysis for 544 maricopa county annual business strategies for 1999-2000 expansion of the Early Disposition Court and the addition of three new Superior Court Divisions. OMB has also focused attention on coordinated resource allocation in continued efforts to implement system-wide recommendations made by the Citizens Advisory Committee on Jail Planning. The Correction Health Departmental had identified various objectives as part of its strategic plan for FY 1998-99. Progress made toward achieving these objectives is summarized below. Objective: Early identification of inmates with chronic conditions including chronic conditions, communicable diseases and disabilities. Activities: Transition of responsibility from MCSO to CHS for performing the receiving screening was initiated. CHS now performs approximately 40% of all receiving screenings completed in the pre-intake area. The area has been remodeled, the computer link has been made and follow-up appointments are being scheduled with clinics as appropriate. Special Needs Treatment Plans (SNTP) being used on Inpatient units for patients with mental illness. A SNTP form has been developed and is beginning to be used for patients in the outpatient setting. Objective: Assure necessary medications are available to patients as ordered by providers; reduce missed medications due to out-to-work or -court, failure to appear, or transfers within the system. Activities: Pharmacy automation has been implemented and is currently in the testing phase. Keep on Person medication and medication transport will be developed when system is stable. Medication delivery system was expanded by addition of 2nd courier. Objective: Meet legal mandates while maintaining program expenditures within budget. Activities: The Interdepartmental Agreements for services with Public Health and MIHS were renewed. Collaboration took place with MIHS and Public Health to lay basis for appropriate linkages in the new jails. Collaborated with juvenile detention on quality improvement issues. Linkages with MCSO have been strengthened primarily through new jail planning. Continue to meet legal mandates and continue to collaborate with County Counsel and Risk Management. legislative strategies Arizona’s counties are political subdivisions of the state and are extremely dependent upon state actions, unlike cities, which have charter government. Thus, next to Maricopa County’s relationship with its citizens, the County’s most important external relationship is with the Arizona State Legislature. Accordingly, the most important function of maricopa County’s Government Relations and Communications Office is to successfully pursue legislation deemed necessary by the Board of Supervisors for the fiscal health or operation of the county, and to defeat or modify unfavorable legislation that imposes new and unfunded responsibilities on the county or negatively affects the county’s revenue base. One of the most critical and pressing public safety issues faced by Maricopa County in recent years is the need for new adult and juvenile jail facilities. Maricopa County secured legislative authority to ask the voters in the November 1998 General Election for a one-fifth of a cent sales tax increase for this purpose, and voters overwhelmingly responded in the affirmative, providing the county with $900 million in public safety funding over the next ten years. Plans for construction and operation of these new facilities in the most cost-effective manner possible are currently underway. Another major on-going issue for Maricopa County continues to be in the health care area. The County seeks to build upon the reforms made by the Legislature during a November 1997 Special Session which changed how the costly Arizona Long-Term Care System (ALTCS) program is funded. For the first time ever, the state agreed to assume a portion of the ever-growing costs of this program, which is designed to provide long-term health care to Arizona’s indigent elderly and disabled. Maricopa County continues to urge legislative leadership to re-convene a legislative Task Force created to look at the issue of ALTCS reform in an in-depth manner. By working closely with the Legislature, additional reform and cost-savings in ALTCS can be achieved by implementing programmatic changes to better utilize taxpayer dollars while still providing the best care possible for our citizens. Maricopa County’s health care administration has had great success in turning around a severe operating deficit through reorganization and re-engineering of the system. Based on this experience, Maricopa County has developed a slate of successful cost-savings measures which could be incorporated into the ALTCS program, as well. 545 maricopa county annual business strategies for 1999-2000 Failing major reform on the part of the state in this area, however, Maricopa County secured passage of legislation during the 1999 session which will help by creating significant changes in the way claims against Maricopa County are pursued by hospitals, under counties’ residual medical responsibility. Alternatives to the existing complicated and dysfunctional residual system continue to be explored. Maricopa County’s responsibilities with regard to funding the various elements of the massive criminal justice system for the fifth largest county in the nation were also the focus of legislative deliberations. As municipalities place more and more police officers on the streets, and more and more criminals are incarcerated, efforts have been made at the Legislature by a coalition of stakeholders to try to “fill the gap” – or provide more funding for the “middle” part of the system, such as the courts, prosecution and indigent defense. During the 1999 legislative session, “Fill the Gap” legislation was finally passed after years of unsuccessful efforts, and will provide some additional criminal justice funding from the state to counties. community health strategies Major community health activities and accomplishments during FY 1998-99 include the publication of the Maricopa County Health Status Report; completion of a customer satisfaction survey where 96% of the 437 respondents rated public health services received as excellent (85%) or good (11%); received budget approval to increase staffing for immunization, communicable disease surveillance and Tuberculosis (TB) control services and for improvements to public health facilities; installed and configured the ACCLAIM public health management information system; ensured all Public Health Department hardware is Year 2000 (Y2K) compliant; developed an extensive computer training program where 150 employees registered for 60 different classes; completed Phase II of the Health and Human Services Emergency Response Plan; established employee action teams in the areas of new employee orientation, reward and recognition and career development to address employee concerns identified in the Employee Satisfaction Survey – action team recommendations have been or are in process of being implemented. organization position risks and opportunities Fiscal Year 1998-99 was again highlighted by strong fiscal performance. Maricopa County was named the fastest growing county in the United States. The continued strength in the local and national economy has provided the fiscal boost needed to keep pace with the enormous service demands that our high growth county requires. The County continues to develop strategies to deal with our unfunded mandates and our weak infrastructure. Some of the challenges facing the County are outlined below. risks population growth Again, Maricopa County’s population has grown more than any other County in the nation in the past year. In the last decade the County’s growth has been higher than national average. Currently, Maricopa County, Arizona is the 5th most populous county in the nation, with a population of 2,889,000 as of June 30, 1999. This represents a 2.8% increase over fiscal year 1998. This will place a strain on the area’s infrastructure and the increased demands that will be placed upon providing public services. adult and juvenile detention populations growing The average daily population for both the adult and juvenile population has been a concern. While the average daily population in the adult facilities has grown substantially over the past few years, growth actually declined over the past year. The average daily population for adult is estimated to be 6,578 in 1999 in a facility with a capacity of 5,300 beds. Growth in the adult jail is expected to decrease slightly (5%), but the facilities are 24% over capacity. The juvenile detention facilities have an estimated daily population of 366 (for FY 1999-00), which is the same as FY 1998-99. The facilities’ design capacity is 277 juvenile detainees. Therefore, the facilities would be 32% over capacity. A current expansion project of 80 beds, is expected to be complete and operational in September 1999. At completion of the expansion project, the Durango facility will have a capacity of 229. The total capacity for juvenile detention will be 357. Through additional capacity and re-structuring of operations, juvenile detention populations can be managed during FY 1999-00. 546 maricopa county annual business strategies for 1999-2000 FY 1999-00 Cap Actual % Over(+) / Under (-) Cap Detention Population w/out Additional 80 Beds 277 366 Detention Population with Additional 80 Beds 357 366 32% 3% As local cities continue to add police officers to the street, populations grow, and the crime rate climbs, this issue will escalate. In November of 1998, the voters approved a 1/5 of a cent sales tax, which the County will dedicate to building and other one-time costs for the adult and juvenile detention facilities. The County should be better able to manage this growth with this new tax base. However, the first new detention structure will not become operational until 2003 with the last facility expected to open in 2006. The County’s strategy is to continue to fund alternative jail population reduction programs to reduce inmate populations to the greatest extent possible. escalating health care costs Maricopa County has two major functional responsibilities, Justice and Law Enforcement and Health Care. Therefore, the County must monitor all elements of the health care equation. Maricopa County is a health care provider through our Integrated Health System, which includes the Maricopa Medical Center (hospital). In addition, the Public Health Department provides immunizations and other preventive services. Maricopa County contributes tax dollars to the State of Arizona for Acute Care (AHCCCS), Long-Term Care (ALTCS) and the Seriously Mentally Ill. We also provide the eligibility function for entrance into the AHCCCS program and are liable for residual (PreAHCCCS) costs with all County hospitals for emergent care. This occurs if the County is not able to enroll an eligibly indigent in AHCCCS within 48 hour of notification. In 1998-99, Maricopa County paid over $7.5 million in outside hospital Pre-AHCCCS costs to non-county owned facilities, and another $6.6 million to Maricopa Medical Center for these expenses. These costs are expected to continue to grow at a fast pace, outstripping revenue streams. In an effort to better control costs, the County plans to outsource the management of the department to a health care management company. The transition to a privatized management team is expected to occur in the second quarter of the fiscal year. The County must be concerned about the impact of health care on its employees and their families. The benefit package offered by the County to its employees is continuously being monitored costs and being evaluated against other options. In 1997-98, Maricopa County reduced the number of choices from five insurance providers to two insurance providers to consolidate and lower costs for the taxpayer and employees. As we reach the end of our contract with our current health benefit providers, we will continue to look for cost effective solutions to this issue. environmental issues Maricopa County continues to have air quality problems with three major air pollutants: Carbon Monoxide (CO), Particulates (PM10), and Ozone (O3). Preservation of the quality of the Maricopa County environment becomes more and more difficult as the population explodes. Poor air quality, (e.g. excessive carbon monoxide, particulates and ozone) has an impact on those with lung and upper respiratory problems. The Federal Government has placed air quality standards upon the Phoenix Metropolitan area concerning pollutants. If Maricopa County has any air quality violations, the rating of the air quality will be downgraded, and the State will lose Federal Highway funds. Additionally, a moratorium will be imposed on buildings that create emissions. This moratorium will force a "2-for-1" regulation on these types of facilities (for every particulate placed in the air, 2 particulates must be removed). On the positive side, with the implementation of new laws and new programs, the Valley hasn't had an Ozone violation since July of 1996 or has it had a Carbon Monoxide violation since December 1995. Waste pollution, while rare, is a threat during periods of drought and flooding. Problems associated with hazardous waste and the contamination of food are also health concerns in the fastest growing county in the nation. The County is faced with acquiring the needed resources to monitor, control and regulate these many pollutants; industry is faced with the costs of compliance with local, State and Federal requirements. 547 maricopa county annual business strategies for 1999-2000 legislative changes and mandates As an administrative arm of the state (which in turn is subject to direction from the federal government) the County is particularly vulnerable to federal and state legislative initiatives and mandates that may not be accompanied by additional funding. When necessary funding is not provided, the County must respond to these imposed priorities instead of setting its own priorities. In Fiscal Year 1999-00, mandates increased to 93% of the General Fund budget. This is a 4.4% increase over the prior fiscal year. demand for more services As is the case for many governmental and non-profit entities, population growth, demographic shifts, additional business and residential needs, and certain economic variables all add up to even more complex and competing interests and priorities for the County. Without new taxing authority or the desire to increase existing taxes, it is often difficult to meet the demands for more service. During the general election in November of 1998, the voters were asked to approve a countywide sales tax for construction and operation of new adult and juvenile detention facilities in Maricopa County. year 2000 conversion As the new millennium approaches, there is a risk that either our operational systems, our vendors systems or embedded systems will not be Year 2000 (Y2K) compliant when the calendar rolls over to 2000. Currently the Chief Information Officer for Maricopa County has a very intensive project to track compliance, and to ensure that this issue does not surface. Elements of the project include ensuring awareness, an assessment component, remediation, testing and validation, and finally contingency planning. According to available data, 84.17% of the County systems have been remediated and tested for compliance as of August 1999. internet sales A new national purchasing trend could impact the County’s State Shared Sales tax growth. Last year in Arizona there was $1.5 billion of internet sales. This resulted in a $75 million reduction in tax collections that would have been captured if these purchases were made in Arizona stores. During the current fiscal year, internet sales in Arizona are expected to increase to $12 billion. This is a $600 million sales tax loss. As this trend continues, the impact on County sales taxes may be dramatic. Currently, there is no easy solution to capturing these loss taxes at state of local levels. Our economist will closely monitor this phenomenon. opportunities Some of the same factors which pose risks also present opportunities, as listed below. The County has already acknowledged many of these and incorporated them into the business plan. various revenue enhancement activities Maricopa County will continue to review fees and investigate new revenue streams to offset the need for local tax dollars. All departments review their fees on an annual basis, for needed adjustments. Fee increases that have just occurred include: Parks and Recreation, Planning and Development, Maricopa Medical Center, and the Judicial Branch. During FY 1999-00 the County will investigate opportunities for an ordinance granting authority to access a County Justice Court cost recovery fee. This fee, if approved, will help to fund new co-located Justice Court facilities. The pretrial services agency of the Superior Court operates a Financial Review Unit (FRU). The FRU was designed to closely examine a defendant’s financial status to determine indigence and ability to pay for or contribute to their defense costs. The primary goal of the FRU is to divert cases away from the County’s Indigent Representation Department to private attorneys for which the defendant would pay. In December of 1998, the Office of Management and Budget conducted an analysis of the FRU to outline recommendations that would enhance the program’s performance. Currently, the FRU is showing nominal improvement in the number of referrals it receives from the Initial Appearance Court, which is resulting in an increase in total assessments per month. OMB has recommended that a steering committee be formed to provide direction to further enhance the program performance. The County is still refining the program to ensure achievement of our initial goals. population growth This factor has been presented as both a risk and an opportunity. As discussed earlier, the risk associated with a growing population is directly related to the ability to meet the growing service needs of the community. Opportunities are clearly created when tax dollars generated from the increased population outweigh the expenses of providing additional services. Therefore, the age composition of future valley residents is very 548 maricopa county annual business strategies for 1999-2000 important. For example, although people between the age of 20 and 34 tend to spend more of their disposable income than any other age group, they tend to rent rather than buy their homes. On the other hand, people over 50 years of age tend to buy homes and other large items, also increasing revenues generated by sales tax and property tax. Currently, the largest proportion of the population is between the ages of 20 and 49. By 2005, the largest age category will be residents between the ages of 45 – 65. This opportunity may boost the housing industry in the future, and generate strong sales tax receipts. regional cooperation The problems of incorporated and unincorporated areas are not contained within boundaries or city limits. Issues such as transportation, open space, air and water quality, flood control, planning and community development, health care, technological infrastructure, economic development, emergency management, and even administrative service delivery all have significant regional implications for coordination and efficiencies. Fortunately, within the last ten years, the Phoenix metropolitan area has done a better job of elevating a number of concerns to the regional level for cooperative resolution. open space An important initiative for the County is open space planning. The County will be working cooperatively with the State of Arizona, Cities and Towns, and the community to preserve open space for County residents into the future. The first example will be the acquisition of Spur Cross Ranch with the State of Arizona, which is expected to occur in FY 1999-00. This unique riparian area will become a preserve that is operated by Maricopa County, in partnership with the State of Arizona and the City of Cave Creek. Additional open space plans are currently being conceptualize and funding mechanisms reviewed. weaknesses, strengths and trends weaknesses revenue base In the last several legislative sessions, tax code and statutory changes at the State level in property assessments have had an adverse affect on County revenue growth. In addition, legislation has been introduced to reduce the Auto License taxes. A diminishing of the revenue base may affect the County’s ability to maintain a stable property tax rate or provide needed services in future years. The County will continue to lobby for revenue stabilization or neutral legislative actions involving our local state-shared revenues. organizational structure of the county The organizational structure of the County incorporates the competing interests of elected and Board-appointed officials, which does not always lend itself well to implementing and supporting cohesive strategies for financial control and service delivery. The County Administrative Officer will initiate changes within the Board-appointed departments to streamline operations and gain efficiencies. Competitive analysis and performance budgeting will continue to be pursued. These initiatives must progress in order to ensure that the County is providing public services at the lowest cost to the taxpayer. technological deficiencies The County continues to focus on business-oriented delivery and implementation of new technologies. Much of our existing technology is not aligned to support the way we do business and deliver service to citizens. Some of these deficiencies will be addressed during FY 1999-00, as the County continues to become “Year 2000” compliant. However, departments, such as the Department of Medical Eligibility, have dated or no technological solutions to existing problems. The County’s mainframe financial and human resource systems should also be replaced within the next 5 years. These critical enterprise systems are becoming more obsolete and web-based technology should replace these systems. In addition, Maricopa County will initiate a major criminal justice automation project in 1999-00. This integrated Justice System will be funded from the 1/5 of a cent sales tax approved by the voters in November of 1998. Senior members of the Judicial Branch, County Attorney, Clerk of the Court, Indigent Representation and County Administration are directing the project. A criminal justice integrated system does not exist in the nation, so successful implementation will be a challenge. 549 maricopa county annual business strategies for 1999-2000 aging facilities and equipment A lack of appropriate funding levels for maintenance and replacement of facilities and equipment continues. However, funding has been increased in the FY 1999-00 budget. $28.0 million of General Fund monies has been appropriated to replace obsolete buildings, leased facilities, or address other large infrastructure issues. The County has begun a 20 year facilities planning process that is expected to help the County better plan for replacement and expansion of facilities to ensure that the services needed in this growing community can be met. strengths management team Fiscal recovery was achieved through the diligent efforts of the County management team. Restructuring continues at the County Administrative Officer level. The ultimate design is posed to create cohesive strategies for financial control and service delivery. Efforts continue to enforce the previously adopted guidelines for reduced layers of management between the County Administrative Officer and first level supervision. political will The Board of Supervisors has clearly expressed its commitment to finding rational and proactive ways to sort through the difficult decisions ahead. At the same time, it has set expectations for information access necessary to support that decision making. The Board of Supervisors has also resolved to keep the community at large informed and has sought external expert advice. The Citizens Jail Oversight Committee is an example of the Board’s desire to keep the public at the forefront of policy issues. This committee will oversee the disbursement of a temporary sales tax that will fund adult and juvenile detention facilities. distinctions earned in service delivery In the past, the County has designed and implemented a number of unique approaches to address pressing social concerns. For example, the school for homeless children has been recognized on a national level, for its valuable contributions to the area's quality of life. The Maricopa Medical Center has three areas of distinction, including the burn unit, the only facility of its kind in the state. Other superior services are the pediatric intensive care unit and the maternity ward. Maricopa County’s Assessor’s Office is the first office in the nation that has over 98 percent of all building permits submitted in a standardized format via an electronic transfer system from 25 different jurisdictions. They also established the first extensive Computer Assisted Mass Appraisal (CAMA) department in the southwestern United States in 1997 to rewrite the mass appraisal regression model for Maricopa County. This has added superior uniformity and quality control beyond any previously available. Maricopa County’s Adult Probation Department received the prestigious American Probation and Parole Association’s President's Award for 1999. It recognizes "exemplary community corrections programs which serve to advance the knowledge, effectiveness, and the integrity of the system.” Computerworld presented their Smithsonian Award to the Superior Court of Arizona in Maricopa County “for heroic achievement in information technology.” strategic plan The Maricopa County Board of Supervisors and executive staff met together in a work session in December 1998 to map Maricopa County’s future. One of the objectives of the session was to reaffirm core issues and educate and inform the governing board and the public regarding the environmental and economic outlook. The mission and vision statements for Maricopa County were revised. This annual review will continue in the future, and community outreach strategic planning sessions are currently being discussed. fiscal year 1999-00 budget The Fiscal Year 1999-00 budget is a clear indication of continued fiscal recovery. The budget provides a solid foundation for continued fiscal stability while improving services to the citizens of Maricopa County. The overall property tax rate of $1.6475 per $100 of assessed valuation that had been held flat for 8 years was reduced by 2.27 cents. This modest reduction is a illustration to our citizens that we are serious about applying fiscal conservation in the use of tax dollars. In concert with the tax reduction, the County was able to allocate more funding for Justice and Law Enforcement activities, new facilities, technological improvements and market-based salary adjustments. In addition, the 550 maricopa county annual business strategies for 1999-2000 Maricopa Integrated Health System is projected to have a profit of $12.2 million dollars while funding $21.5 million in facility improvements, replacement of medical equipment, and other infrastructure issues. stabilized financial health Maricopa County’s fiscal health has been stabilized and continues to improve. In November of 1998, Moody’s Investors Service upgraded the County’s General Obligation Bond rating from a A-2 to an A-1. The improvement is due to the implementation of various financial and budgeting policies, improved financial performance in the General Fund and the Integrated Health Care System, and the approval of a dedicated sales tax for the Adult and Juvenile Detention Facilities. During the fiscal crisis, Maricopa County had been on “credit watch” by the rating agencies and the rating dropped from an Aa (High Quality) to an A (Medium Quality). trends economic outlook Maricopa County’s economy is strong, and is expected to continue to grow and flourish in the next several years. Housing starts, unemployment figures, and revenue projections all appear to show continued growth into the next millennium. However, the growth will slow to an average growth level, and the boom that we have been experiencing for the last 4 – 5 years will end. This trend should be monitored, as it will affect on our financial performance and ability to rebuild our ailing infrastructure. 551 maricopa county annual business strategies for 1999-2000 Single Family Permits Maricopa County 1980–2000* Source: Phoenix Metropolitan Housing Study # Permits 35,000 33,811 30,569 30,000 28,141 2 6 , 6 2 62 6 , 7 2 2 29,109 28,248 25,000 21,870 1 9 , 4 3 22 0 , 0 5 2 19,447 18,125 20,000 18,328 15,944 13,843 15,000 11,485 11,625 10,649 13,492 11,194 10,633 10,000 5,000 99 98 97 96 95 94 00 20 19 19 19 19 19 92 91 90 89 88 87 86 85 84 83 82 81 93 19 19 19 19 19 19 19 19 19 19 19 19 19 19 80 0 19 housing starts Housing starts in Maricopa County have been steadily growing since 1991. The growth in housing starts from 1997 to 1998 was 16.2%. Although housing starts are forecasted to slow in 1999 and 2000, they are still projected to have a very strong performance. This will assist the County’s property tax revenue growth, and will help us to keep pace with the service demands. Note: Data does not include townhouses and condominiums *1999 - 2000 are forecasts from the Greater Phoenix Blue Chip unemployment statistics Maricopa County’s unemployment rate has generally been consistently below the state and national average. As of March 1999, the unemployment rate for Maricopa County was 2.7% compared to 4.3% for Arizona and 4.7% nationally. This statistic makes Maricopa County a good place to live, and attracts more residents to the area. Employers have continued to move to our County, in part, due to the population growth, and cost of living. This trend is expected to continue. performance measures and budgeting Utilization of performance measurement and accountability is an ever-increasing public sector trend that is taking hold around the nation and the world. Federal, state and local governments are utilizing these techniques to ensure quality service delivery for the least cost. Performance measurement is now a major driver of policy in Maricopa County. Measures that emphasize bottom line deliverables and track outcomes are being pursued and reviewed. Determination of unit costs, customer satisfaction and benchmarking will be the long-term goals of this initiative. financial strategies As Maricopa County’s financial condition continues to improve, the following strategies will help solidify the gains achieved over the past few years. broadening management authority and accountability Maricopa County will work to move financial management activities down to the lowest management level. The vast majority of participants in the Maricopa County Management Institute’s Supervisors’ School routinely indicate that budgeting is not only their least favorite task, but also their least important. This response is not surprising, because traditionally most County departments have centralized their financial administration through a single staff person or unit, all too often leaving line managers and supervisors disconnected from the process. Unfortunately, day-to-day operational decision-making can then exclude, or not fully consider, budgetary and financial impacts. Under these circumstances, the organization as a whole can develop unhealthy and distorted attitudes about spending and use of funds. 552 maricopa county annual business strategies for 1999-2000 Financial authority and accountability needs to be broadened and pushed down to lower levels of management in order to continue improving the County’s use of taxpayer resources to provide service. The first step will be to provide greater access to the County’s budget, financial and human resource systems. Management and supervisory training, including the Supervisors’ School, will also need to be augmented to provide more emphasis on day-to-day financial management and budgetary skills. financial reporting and analysis The Department of Finance will continue to issue its monthly financial report to County Management, as well as provide any specific reporting and/or analysis upon request. For Fiscal Year 1999-00, cash flow and investment activity will be added to the monthly report. We also plan to form a Reporting Focus Group with major agencies to assist us in assessing the needs of departments. This group will also focus on informing departments of the general accounting processes to ensure that management has the information necessary to make informed decisions. cash management The Department of Finance monitors the county’s overall cash needs on a daily, monthly and on an annual basis. We forecast the County’s cash flow as part of the overall budgeting process and determine if short-term borrowing is necessary. The County did not utilize any short-term borrowing in Fiscal Year 1998-99. We do not anticipate the need for short-term borrowing in Fiscal Year 1999-00. We will continue to maintain a line of credit with our servicing bank, but do not anticipate using it. month-end and year-end close The Department of Finance closes each monthly accounting period on the third business day of the following month. Financial reports are available on the Electronic Business Center (EBC) on the next business day. The online availability of these reports will promote efficiency and better use of resources. The fiscal year is closed on the last day of July and the Comprehensive Annual Financial Report is issued by the end of October. Our goal is to provide timely financial information, while maintaining accuracy and completeness. This goal was achieved in Fiscal Year 1998-99, and we will continue to strive to achieve these goals in Fiscal Year 1999-00. countywide financial procedures The Department of Finance has an internal financial procedure manual, which provides guidance to Department of Finance staff on the various financial activities, and transactions that occur during the course of the year. This procedure manual is an electronic document that allows all staff to have instant access to the most recent changes to procedures. There are also more specific financial manuals including a grant manual, a property tax manual, a debt manual, a fixed assets manual, a cost allocation manual, and an accounts payable manual. In addition to the continual refinement of these manuals, the Department of Finance developed training courses that are available to all County employees through the quarterly class catalogue. control self-assessment The Department of Finance and the Internal Audit Department are partnering to introduce Maricopa County to the control self-assessment (CSA) methodology. CSA is used to review key business objectives, risks involved in achieving the objectives, and internal controls designed to manage those risks. The objective is to provide reasonable assurance that all business objectives will be met. The responsibility for the process is shared among all employees. CSA is conducted within a structured environment and allows management and/or work teams directly responsible for a business function to: u u u u participate in the assessment of internal control; evaluate risk; develop action plans to address identified weaknesses; and assess the likelihood of achieving business objectives. CSA improves the control environment by increasing the awareness of organizational objectives, and the role of internal control in achieving goals. It motivates personnel to carefully design and implement control processes and continually strive to improve them. The first CSA workshop that will be facilitated by the Department of Finance and Internal Audit will be for County employees with cash handling responsibilities. 553 maricopa county annual business strategies for 1999-2000 electronic commerce The Departments of Finance, Chief Information Officer and Materials Management are developing plans and budgets for implementation of an electronic commerce application. Maricopa County wants to take advantage of new opportunities offered by the Internet and the explosion in electronic commerce technologies. It would be designed to allow County departments to order goods and services from established contracts via the Internet. The selected application must interface with the current County central financial system and any future central financial system installed, and must be compatible with the County's purchasing card program. The strategy will provide general direction and resource requirements. The benefits of electronic commerce include: u u u u u reduced transaction costs and delivery times; increased leverage with suppliers; more efficient management and control over operational resources; enables employees to be the best at serving their customers; and delivery of information and services to citizens and businesses at work, at home, and in the community. fifteen-year financial forecast executive summary general assumptions This forecast provides a conservative estimate of the County’s fiscal condition through the next fifteen years given realistic economic forecasts and current Board policies. The forecast does not incorporate anticipated changes in Board policy or spending priorities; the base forecast assumes that the integrated health care system will continue to be operated by the County. The forecast reflects voter approval of a one-fifth of a cent sales tax increase to finance construction of new adult and juvenile jail facilities. overall fiscal position The overall forecast is based on econometric forecasts of major revenues and demographic/economic cost drivers developed for Maricopa County. Forecast information for the County is provided in both “most likely” and “low” scenarios with the most probable forecast falling between the two scenarios. The primary focus of the forecast has been on the impact of the jail and juvenile detention program and sales tax. The forecast has been extended out from five to fifteen years in order to assess the impact of the expiration of the jail tax (limited to nine years or $900 million). Extending the time-horizon of the forecast to 15 years reduces the precision of the forecast and increases forecast risk, but provides the County with an indicator of what may possibly occur. In the Most Likely Scenario, the General Fund can absorb the full jail and juvenile detention operating costs with a net surplus that grows each year. Annual revenue growth ranges from 5.3% to 10.4% during the first five years while forecasted expenditures and operating transfers range from 4.4% to 9.0%. Forecasted revenue and expenditure growth ranges for the remaining years in the Most Likely Scenario supports continued surplus in the General Fund. 554 maricopa county annual business strategies for 1999-2000 Revenues Expenditures Ending Fund Balance Revenues Expenditures Ending Fund Balance Base-Adopted Base-Revised 2 3 4 5 6 7 FY 1999-00 FY 99-00 FY 00-01 FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 Most Likely $ 694,154,575 $ 694,154,575 $ 764,070,867 $ 812,415,352 $ 880,605,322 $ 932,219,709 $ 1,004,383,253 $ 1,045,926,303 Low $ 694,154,575 $ 694,154,575 $ 725,808,896 $ 762,822,757 $ 821,119,472 $ 854,210,031 $ 909,123,499 $ 941,357,707 Most Likely $ 686,250,280 $ 686,250,280 $ 750,178,044 $ 784,256,666 $ 854,728,764 $ 890,250,321 $ 930,688,517 $ 961,786,935 Low $ 686,250,280 $ 686,250,280 $ 746,968,032 $ 771,352,167 $ 832,575,987 $ 857,726,930 $ 888,487,729 $ 914,475,151 Most Likely $ - $ 69,148,625 $ 62,748,568 $ 74,814,373 $ 89,622,027 $ 125,591,415 $ 194,286,151 $ 273,925,519 Low $ - $ - $ (91,818,277) $ (239,856,915) $ (395,594,491) $ (542,347,700) $ (668,869,966) $ (644,987,410) 8 9 10 11 12 13 14 15 FY 06-07 FY 07-08 FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 Most Likely $ 1,100,746,571 $ 1,153,505,076 $ 1,218,356,757 $ 1,281,490,587 $ 1,359,635,193 $ 1,425,263,139 $ 1,506,383,094 $ 1,582,090,728 Low $ 979,232,909 $ 1,015,072,157 $ 1,049,799,383 $ 1,082,912,163 $ 1,124,942,783 $ 1,170,207,732 $ 1,214,875,726 $ 1,255,890,277 Most Likely $ 1,006,767,703 $ 1,048,864,727 $ 1,095,291,829 $ 1,136,764,473 $ 1,190,092,112 $ 1,237,451,599 $ 1,290,486,924 $ 1,323,680,085 Low $ 954,597,870 $ 992,359,521 $ 1,032,399,333 $ 1,067,274,627 $ 1,114,573,752 $ 1,154,085,849 $ 1,203,547,630 $ 1,230,353,012 Most Likely $ 363,904,387 $ 464,544,736 $ 583,609,664 $ 724,335,778 $ 889,878,859 $ 1,073,690,399 $ 1,285,586,569 $ 1,539,997,213 Low $ (623,352,372) $ (603,639,736) $ (589,239,685) $ (576,602,150) $ (569,233,119) $ (556,111,236) $ (547,783,140) $ (525,245,874) revenue u The Board of Supervisors adopted a tax rate reduction and the forecast assumes continuation of the combined rates for the Primary, Debt Service, Flood Control District, and Library District levies at $1.6248 per $100 assessed value. The Library rates have been held at current levels; with adjustments between Flood Control, Debt Service and Primary rates to comply with State balanced budget requirements. u The forecast predicts a resumption of normal growth in primary net assessed; assessed value growth due to market changes and new construction are projected to subside to lower levels. Estimated growth rates are conservative; market and growth estimates are based on local historical trends, and the impact of known legislative changes are also factored into the estimates. However, assessed value could very well experience lower or no growth if the State Legislature makes further changes in the property tax system. Utility deregulation could also have a significant negative impact on assessed values. u FY 1999-00 property tax revenue is based on an estimated net assessed valuation of $18 billion (including Salt River Project), a net increase of 9% over FY 1998-99. With the increase in the primary rate, total revenue (including payments in lieu of taxes) is estimated at $204 million, a net increase of $25.8 million from last year’s levy. u Forecasted property tax revenues for Fiscal Years 2000-01 through 2003-04 reflect a net increase in the estimated net assessed valuations of 8.9%, 7.5%, 6.1%, and 7.4% respectively due to both new construction and increased market values. u Forecasts of other revenue sources are based on economic forecasts and historical trends. Sales tax revenue is forecasted to resume annual growth rates of around 6% through FY 2003-04. u The revenue forecast assumes no growth in the Disproportionate Share program in line with federal budget legislation that caps the program at FY 1997-98 levels. expenditures: u Expenditure projections include relatively small increases in the cost of existing programs, plus estimated 2% annual increase in staffing levels. u Projections include funding for pay increases of 2.5% each year under the new “Broad band” compensation policy, consistent with FY 1998-99 funding levels. u The annualized cost of budget issues approved for FY 1998-99 is included in FY 1999-00 and carried through the forecast. No other program increases for criminal justice are included in the base forecast. u Major Maintenance was increased significantly based on the results of facility condition assessment. u County contributions to AHCCCS and ALTCS are projected to increase significantly in line with recent experience. u The Maricopa Medical Center subsidy is held at the level budgeted for FY 1999-00, plus inflation. 555 maricopa county annual business strategies for 1999-2000 background and assumptions general assumption This fifteen-year financial forecast was developed to provide the Board of Supervisors a best estimate of the County’s fiscal condition given realistic economic forecasts and assuming continuation of current policies. The forecast does not incorporate anticipated changes in Board policy or spending priorities; the base forecast assumes that the integrated health care system will continue to be operated by the County. The forecast reflects voter approval of a one-fifth of a cent sales tax increase to finance construction of new adult and juvenile jail facilities. The base forecast does not assume any future changes in Board policy or spending priorities, and assumes that the integrated health care system will continue to be operated by the County. sources of funds property tax rates The Board of Supervisors adopted a tax rate reduction and the forecast assumes continuation of the combined rates for the Primary, Debt Service, Flood Control District, and Library District levies at $1.6248 per $100 assessed value. Within the total, the Library rates have been held at current levels; with adjustments between Flood Control, Debt Service and Primary rates. The Debt Service rate is set at levels sufficient to fund annual principal and interest payments according to the current debt service amortization schedule provided by the Department of Finance. In addition to the property tax revenue generated by the tax rate, the forecast for each year includes $950,000 of payments in lieu of taxes from the Federal government. net assessed value Net assessed value includes: u u u u locally assessed real property and improvements, secured and unsecured personal property, centrally assessed real property and improvements and the effective valuation of real and personal property owned by the Salt River Project. The assessed value of each of these elements changes from year to year due to market trends, legislative changes and addition of new taxable property. For this forecast each component of change was projected separately for each category of property. Market and growth estimates are based on historical trends; the impacts of legislative changes are also factored in where they are known. The forecasts should be considered conservative. penalties and interest Recent trends in collections of penalties and interest on delinquent property taxes have been negative because of declines in the rate of delinquency in property tax payments. The base forecast assumes that revenue from this source will remain at current levels. licenses and permits Overall, license and permit revenue is forecast to grow 2-3% per year, in line with population growth. The forecast does not assume increases in license fees. Major sources are building permits and marriage licenses. Increases are forecasted based on County population growth. intergovernmental revenue (excluding sales and vlt) Intergovernmental revenues are projected to grow in line with population and personnel costs. The major source of intergovernmental revenue is jail per diem charges. state shared sales tax FY 1999-00 estimated revenue from State shared sales taxes anticipates growth of 7.5% from FY 1998-99. Growth is projected at 5% per year beginning in FY 1900-01 onward. indirect cost recovery Indirect cost recovery revenues are charges collected from non-General Fund departments for services provided by General Fund central service departments, including Human Resources, Finance and the Office of 556 maricopa county annual business strategies for 1999-2000 Management and Budget. Indirect cost recovery is projected to grow in line with total personal services costs, since personnel-related costs generally account for most expenditures of central service departments. state shared vehicle license taxes (auto lieu) Vehicle License Tax (VLT) revenue has grown rapidly over the past two years due to corrections in the distribution formula and the State’s new biennial registration program. Beginning in FY 1999-00, revenue increases are forecasted to resume a more normal pace of around 5% per year given historical trends. Because the existing stock of vehicles continually depreciates, growth in VLT is dependent on sales of new vehicles and importation of existing vehicles from out of state by new residents. In addition, movements to cut or eliminate VLT by the State Legislature could reduce the amount of revenue to Maricopa County. charges for services Major sources of charges for services are court fees, law enforcement contract payments, and tax sale fees. Most charges for service are expected to increase in line with County population growth; the base forecast assumption is that fee rates do not increase. fines and forfeits General Fund fine and forfeit revenue is primarily from Justice Court traffic fines. Fines are forecasted to grow with population. The forecast assumes no change in fine rates. patient revenue Patient charges collected in the General Fund consist of partial reimbursements by County residual long-term care patients for their cost of care. These revenues have been projected to decline gradually in line with expenditures for residual long-term care, which are decreasing as the capped patient population decreases. miscellaneous revenue FY 1999-00 miscellaneous revenues are projected to grow at overall annual rates of around 3.5%-4.0%. Miscellaneous revenue includes general fund interest income, which is forecast to increase with overall General Fund revenue. sale of fixed assets No major property liquidations are anticipated for FY 1999-00. Minimal revenue is projected through the forecast period. operating transfers-in Operating transfers-in represent Disproportionate Share funds transferred from the Maricopa Health System to the General Fund. Disproportionate Share transfers are projected to remain flat because of federal budget legislation, which caps Disproportionate Share payments at current levels. Disproportionate Share could be eliminated altogether as part of an agreement to implement the Proposition 203, but in this event County residual indigent health care expenditures could be drastically reduced as well. uses of funds personal services (excluding benefits) Personnel costs are projected to increase each year with 2.5% funding under the new “Broad band” compensation policy. The forecast also includes increases of 2% per year above and beyond pay increases to account for increased demands for service, plus other commitments already made to annualize budget issues and operate planned new facilities. The assumption behind the forecast is that County managers, encouraged by the Management Incentive Program, will take measures to increase the efficiency and productivity of existing staff so that existing levels of service can be maintained with minimal staff increases. employee benefits For FY 1999-00, employee benefits have been budgeted at an average rate of 21.6% of total personal services. Benefit costs will remain stable in proportion to budget salaries through FY 2013-14. The current benefit program has been consolidated under one provider. 557 maricopa county annual business strategies for 1999-2000 supplies and services Expenditures for supplies and services are projected to increase at the anticipated rates of inflation and staffing growth. principal and interest payments Projected principal and interest payments expenditures are based on the amortization and interest rates of current outstanding certificates of participation (COP’s). capital outlay Capital outlay expenditures are projected to increase with inflation each fiscal year, while the base is increased by $1.0 million each year for technology investment. general government General Government is presented as a separate item because it is made up of many program elements that must be projected individually. These programs include the following: u General Contingency - the current budgeted level of $10.9 million is increased each year by $1.0 million in line with increases in the overall General Fund budget. u Major Maintenance - the base amount for Major Maintenance of County buildings for FY 1999-00 is $8.0 million. u Vehicle Replacement - replacement of vehicles operated by General Fund departments is fully funded in the forecast. election costs The incremental cost of administering primary and general elections in Fiscal Years 1999-00 and 2000-01 are estimated at $2.1 million and $3.5 million, respectively. Efficiencies, anticipated restructuring, and process improvements, particularly from the new voter tabulation system, will allow the County to contain election costs. risk management claims The accumulated cash balance in the Risk Management Trust Fund has funded claims expenses for the last two years without the necessity of acquiring additional funds for actual claims expenses and incurred but not reported expenses (IBNR). While this relief was provided to all County funds, the General Fund share is approximately 40%. Beginning in FY 1999-00, the General Fund resumed payments to the Trust Fund. health care mandates Health care mandates include a variety of mandated and Board-sponsored health care related costs, including the County’s mandated contributions to the AHCCCS and ALTCS programs, the Arnold v. Sarn court order requirements for treatment of the seriously mentally ill, and an intergovernmental agreement for general mental health assistance. For certain programs in Health Care Mandates, no growth is projected, while costs for some programs are projected to increase at various annual rates based on recent trends. Based on a recent projection from the Joint Legislative Budget Committee, the forecast assumes no increases in the AHCCCS acute care contribution, and 5%-7% annual increases in the ALTCS contribution. Forecasted expenditures are conservative, and actual results will depend entirely on the will of the State Legislature. pre-ahcccs medical claims Pre-AHCCCS medical claims are costs associated with health care delivered by both Maricopa Health System and private providers for the first 48 hours of care for individuals qualified for AHCCCS but prior to their enrollment in AHCCCS. Budgeted expenditures for FY 1999-00 were based on historical claims payment and lawsuit settlement trends. Claims payments are projected to grow at approximately 4.7% per year, in line with health care inflation. Pre-AHCCCS payments to the Maricopa Health System are held constant at $8,160,000, plus inflation. 558 maricopa county annual business strategies for 1999-2000 financial forecast (continued) GENERAL FUND SUMMARY Base-Adopted FY 1999-00 Base-Revised FY 1999-00 2 FY 2000-01 3 FY 2001-02 4 FY 2002-03 5 FY 2003-04 $ 196,952,241 10,865,675 6,583,824 $ 224,052,405 14,440,008 6,622,831 $ 248,694,973 15,053,841 6,910,628 $ 267,463,372 15,408,088 7,077,401 $ 289,017,346 15,654,658 7,192,490 6 FY 2004-05 7 FY 2005-06 Sources of Funds: Revenue Real/Personal Property Taxes Personal Property Taxes Payments in Lieu of Taxes/SRP Payments in Lieu of Taxes/Federal Penalties and Interest - Delinquent Taxes Licenses and Permits Intergovernmental Sales Tax Vehicle License Tax Charges for Services Fines & Forfeits Patient Charges Gain/Loss Fixed Asset Miscellaneous Totals Operating Transfers-In Total Sources $ $ 196,952,241 10,865,675 6,583,824 325,811,833 16,770,602 7,704,516 $ 338,929,697 16,934,954 7,776,542 950,000 950,000 950,000 950,000 950,000 950,000 950,000 950,000 7,000,000 45,000 3,185,712 286,617,062 77,013,804 18,294,192 9,970,000 198,093 50,000 14,557,757 632,283,360 7,000,000 45,000 3,185,712 286,617,062 77,013,804 18,294,192 9,970,000 198,093 50,000 14,557,757 $ 632,283,360 7,280,000 45,000 3,393,024 315,357,553 89,588,494 20,619,041 10,219,250 194,131 50,000 8,182,077 $ 700,993,814 7,571,200 45,000 3,402,268 334,594,363 91,016,222 21,686,763 10,464,512 190,249 50,000 8,223,395 $ 748,853,414 7,874,048 45,000 3,411,651 363,034,884 97,315,885 22,923,060 10,757,518 186,444 50,000 8,272,756 $ 804,770,107 8,189,010 45,000 3,421,174 385,906,082 101,646,442 24,248,349 11,026,456 182,715 50,000 8,268,063 $ 855,797,784 $ 8,516,570 45,000 3,430,840 408,288,635 110,164,413 25,749,204 11,335,197 179,060 50,000 8,320,074 927,315,946 $ 8,857,233 45,000 3,440,651 431,152,798 112,786,326 27,050,759 11,629,912 175,479 50,000 8,369,723 968,149,074 $ $ $ $ 77,067,308 $ 77,777,228 $ 61,871,215 $ 694,154,575 $ 61,871,215 $ 63,077,053 63,561,938 75,835,214 76,421,925 $ 694,154,575 $ 764,070,867 $ 812,415,352 $ 880,605,322 $ 932,219,709 $ 1,004,383,253 $ 1,045,926,303 5.3% 10.1% 6.3% 8.4% 5.9% 7.7% 4.1% 182,923,563 9,536,992 36,040,305 49,688,742 9,520,630 59,414,246 8,252,074 132,097,522 88,825,845 109,950,361 $ 686,250,280 $ 196,119,026 5,883,571 41,511,534 44,795,128 10,819,693 69,656,787 9,723,000 136,754,436 120,549,571 114,365,298 $ 750,178,044 $ 205,924,978 6,177,749 43,587,110 21,540,119 12,282,639 72,906,998 6,402,000 141,644,196 157,332,101 116,458,775 $ 784,256,666 $ 216,221,226 6,486,637 45,766,466 22,714,349 13,793,862 79,344,444 10,400,000 146,778,444 194,396,228 118,827,108 $ 854,728,764 $ 227,032,288 6,810,969 48,054,789 23,876,980 15,331,851 81,686,454 9,419,000 152,169,405 206,979,998 118,888,588 $ 890,250,321 4.4% 4.4% 9.3% 4.5% 9.0% 4.2% 7,904,295 $ -72.94% 1.15% 7,904,295 $ -72.94% 1.15% 13,892,824 $ 75.76% 1.85% 28,158,686 $ -102.69% 3.59% 25,876,558 $ -8.10% 3.03% 127,704,846 $ 140,453,471 $ (56,400,000) (56,400,000) 71,304,846 $ 84,053,471 $ 7,904,295 7,904,295 (79,209,141) (79,209,141) $ 12,748,625 $ 69,148,625 $ (60,014,243) 9,134,382 $ 13,892,824 (20,292,881) 2,734,324 $ 62,748,568 $ (62,740,533) 8,034 $ 28,158,686 (16,092,881) 12,073,839 $ 74,814,373 $ (68,378,301) 6,436,072 $ 25,876,558 (11,068,903) 21,243,726 $ 5.3% Net Growth Rate $ Uses of Funds: Expenditures: Wages and Salaries - Base Salary Adjustments Employee Benefits Supplies and Services Capital Outlay General Government Primary/General Elections Cost Risk Management Claims Payout AHCCCS & ALTCS Contributions Transfers Out - Detention Fund Other Mandated Health Care Health System Subsidies Total Uses $ Net Growth Rate *Projected Surplus/Deficit: Net Growth Rate Percent of Total Expenditures $ 181,080,977 9,536,992 36,040,305 49,688,742 9,520,630 61,256,832 8,252,074 132,097,522 88,825,845 109,950,361 686,250,280 $ $ 238,383,902 7,151,517 50,457,529 25,044,782 16,898,033 84,933,517 11,126,000 157,829,913 218,440,392 120,422,932 930,688,517 $ $ 250,303,097 7,509,093 52,980,405 26,264,527 18,499,162 84,565,658 7,292,000 163,773,447 228,559,781 122,039,764 961,786,935 4.5% 3.3% 41,969,388 $ 62.19% 4.71% 73,694,736 $ 75.59% 7.92% 84,139,368 14.17% 8.75% 89,622,027 $ (71,220,026) 18,402,002 $ 41,969,388 (6,000,000) 54,371,389 $ 125,591,415 $ (74,455,081) 51,136,334 $ 73,694,736 (5,000,000) 119,831,070 $ 194,286,151 (76,942,955) 117,343,196 84,139,368 (4,500,000) 196,982,564 194,286,151 273,925,519 Unreserved Fund Balance: Beginning Balance Net Cashflow Reserve Net Expendable Fund Balance *Net Surplus/Deficit Appropriated Fund Balance Ending Expendable Fund Balance Ending Fund Balance $ $ $ $ 69,148,625 $ 62,748,568 $ 74,814,373 $ 89,622,027 $ 125,591,415 $ $ *Based on Board Policy, will be used to reduce debt service and taxes 559 maricopa county annual business strategies for 1999-2000 financial forecast (continued) GENERAL FUND SUMMARY 8 FY 2006-07 9 FY 2007-08 10 FY 2008-09 11 FY 2009-10 12 FY 2010-11 13 FY 2011-12 14 FY 2012-13 15 FY 2013-14 Sources of Funds: Revenue Real/Personal Property Taxes Personal Property Taxes Payments in Lieu of Taxes/SRP Payments in Lieu of Taxes/Federal Penalties and Interest - Delinquent Taxes Licenses and Permits Intergovernmental Sales Tax Vehicle License Tax Charges for Services Fines & Forfeits Patient Charges Gain/Loss Fixed Asset Miscellaneous Totals Operating Transfers-In Total Sources $ 356,790,668 17,100,916 7,846,327 $ 377,800,502 17,268,505 7,913,682 $ 401,273,972 17,437,737 7,978,412 $ 428,741,913 17,608,627 8,040,309 $ 460,935,241 17,781,191 8,099,157 $ 488,102,265 17,955,447 8,154,731 $ 520,536,761 18,131,410 8,206,794 $ 554,990,188 18,309,098 8,206,794 950,000 950,000 950,000 950,000 950,000 950,000 950,000 950,000 9,211,522 45,000 3,450,609 455,297,355 122,237,821 28,683,288 11,932,290 171,970 50,000 8,420,663 $ 1,022,188,430 9,579,983 45,000 3,460,717 480,794,007 125,147,081 30,194,466 12,242,529 168,530 50,000 8,472,927 $ 1,074,087,931 9,963,183 45,000 3,470,976 507,718,471 135,634,406 32,220,006 12,560,835 165,160 50,000 8,526,551 $ 1,137,994,708 10,361,710 45,000 3,481,390 536,150,705 138,862,505 34,166,144 12,887,417 161,856 50,000 8,581,568 $ 1,200,089,143 10,776,178 45,000 3,491,959 566,175,145 150,499,183 36,268,235 13,222,490 158,619 50,000 8,638,016 $ 1,277,090,415 11,207,226 45,000 3,502,687 597,880,953 152,681,421 38,528,762 13,553,052 155,447 50,000 8,693,704 $ 1,341,460,694 11,655,515 45,000 3,513,576 631,362,286 164,056,187 39,894,686 13,891,878 152,338 50,000 8,750,784 $ 1,421,197,214 12,121,735 45,000 3,524,628 666,718,574 164,909,279 42,376,249 14,225,283 149,291 50,000 8,806,950 $ 1,495,383,070 $ 78,558,141 $ 1,100,746,571 $ 79,417,145 $ 1,153,505,076 $ 80,362,049 $ 1,218,356,757 $ 81,401,444 $ 1,281,490,587 $ 82,544,778 $ 1,359,635,193 $ 83,802,445 $ 1,425,263,139 $ 85,185,880 $ 1,506,383,094 $ 86,707,658 $ 1,582,090,728 5.2% 4.8% 5.6% 5.2% 6.1% 4.8% 5.7% 5.0% Net Growth Rate Uses of Funds: Expenditures: Wages and Salaries - Base Salary Adjustments Employee Benefits Supplies and Services Capital Outlay General Government Primary/General Elections Cost Risk Management Claims Payout AHCCCS & ALTCS Contributions Transfers Out - Detention Fund Other Mandated Health Care Health System Subsidies Total Uses $ 262,818,252 7,884,548 55,629,425 27,538,527 20,167,411 88,475,910 11,904,000 170,014,158 238,574,054 123,761,419 $ 1,006,767,703 275,959,165 8,278,775 58,410,897 28,869,194 21,905,081 92,464,625 10,754,000 176,566,904 250,062,699 125,593,387 $ 1,048,864,727 289,757,123 8,692,714 61,331,441 30,259,050 23,714,542 96,538,532 12,736,000 183,447,287 261,273,547 127,541,592 $ 1,095,291,829 304,244,979 9,127,349 64,398,014 31,710,726 25,598,240 100,593,005 8,310,000 190,671,690 272,498,060 129,612,410 $ 1,136,764,473 319,457,228 9,583,717 67,617,914 33,226,973 27,558,697 104,840,002 13,628,000 198,257,312 284,109,575 131,812,694 $ 1,190,092,112 335,430,089 10,062,903 70,998,810 34,810,662 29,598,510 109,179,739 12,283,000 206,222,216 294,731,191 134,134,478 $ 1,237,451,599 352,201,594 10,566,048 74,548,750 36,464,794 31,720,361 113,619,349 14,584,000 214,585,365 305,597,938 136,598,724 $ 1,290,486,924 369,811,674 11,094,350 78,276,188 38,139,625 33,927,012 102,181,167 9,474,000 223,366,672 318,213,406 139,195,991 $ 1,323,680,085 4.7% 4.2% 4.4% 3.8% 4.7% 4.0% 4.3% 2.6% Net Growth Rate *Projected Surplus/Deficit: Net Growth Rate Percent of Total Expenditures $ $ $ $ $ $ $ $ 93,978,867 $ 11.69% 9.33% 104,640,349 $ 11.34% 9.98% 123,064,928 $ 17.61% 11.24% 144,726,114 $ 17.60% 12.73% 169,543,080 $ 17.15% 14.25% 187,811,540 $ 10.78% 15.18% 215,896,170 $ 14.95% 16.73% 258,410,643 19.69% 19.52% $ $ 273,925,519 $ (80,541,416) 193,384,103 $ 93,978,867 (4,000,000) 283,362,970 $ 363,904,387 $ (83,909,178) 279,995,208 $ 104,640,349 (4,000,000) 380,635,558 $ 464,544,736 $ (87,623,346) 376,921,390 $ 123,064,928 (4,000,000) 495,986,318 $ 583,609,664 $ (90,941,158) 492,668,507 $ 144,726,114 (4,000,000) 633,394,620 $ 724,335,778 $ (95,207,369) 629,128,409 $ 169,543,080 (4,000,000) 794,671,490 $ 889,878,859 $ 1,073,690,399 $ 1,285,586,569 (98,996,128) (103,238,954) (105,894,407) 790,882,731 $ 970,451,445 $ 1,179,692,163 187,811,540 215,896,170 258,410,643 (4,000,000) (4,000,000) (4,000,000) 974,694,271 $ 1,182,347,616 $ 1,434,102,806 $ 363,904,387 464,544,736 583,609,664 724,335,778 889,878,859 Unreserved Fund Balance: Beginning Balance Net Cashflow Reserve Net Expendable Fund Balance *Net Surplus/Deficit Appropriated Fund Balance Ending Expendable Fund Balance Ending Fund Balance $ $ *Based on Board Policy, will be used to reduce debt service and taxes 560 $ $ $ $ 1,073,690,399 $ 1,285,586,569 $ 1,539,997,213 maricopa county annual business strategies for 1999-2000 financial forecast (continued) GENERAL GOVERNMENT 1 FY 1999-00 Program Contingency General Contingency Juvenile Probtion-CJC Relocation Adult Probation Reach Out Pilot Justice Courts Compensation Sheriff-District Detective Staffing Sheriff-Detention Officer Minimum Superior Ct-Pretrial Services Clerk of Sup. Ct.-Contingency Clerk of Sup. Ct. - Buildout of Space Juvenile Probation - Teen Court New Court Divisions Call Center Supply Contingency Employee Initiatives Management Incentive Program County Attorney CPBR Southeast Space Issues Human Services Research Report Increased Election Costs Public Health - I Place Lease Justice Courts -Rent Increases Juvenile Probation - Re-engineering Indigent Defense Reserve Elections Overtime Subtotals Other General Fund Programs Base-level Internal Service Charges Maintenance of Effort Contribution Spreckles, Tank Farm Vehicle Replacement United Way Customer Satisfaction Survey Customer Satisfaction Survey Citizen Tax Education Subtotals Infrastructure Systems Interest Expense Dues and Memberships Taxes and Assessments Consultants Jail Population Management Tuition Reimbursement Major Maintenance ADA Projects Tax Appeal Cases Judgements Professional Services - Legal Mental Health Contracts Probate Contracts Civil Contracts Domestic Relations Contracts Dependency Contracts Severance Contracts Mental Health Examinations Burial of Indigents Other Non-Profit Support Accommodation Schools Support Cooperative Extension Support AGENCY 470 TOTAL $ $ 10,967,942 43,250 202,875 672,657 329,000 840,929 557,217 500,640 275,000 349,534 3,000,000 5,600 17,744,644 2 FY 2000-01 $ $ 12,967,942 12,967,942 3 FY 2001-02 $ $ 14,967,942 14,967,942 4 FY 2002-03 $ $ 16,967,942 16,967,942 5 FY 2003-04 $ $ 18,967,942 18,967,942 6 FY 2004-05 $ $ 20,967,942 20,967,942 7 FY 2005-06 $ $ $ 16,422,271 88,825,845 4,225,000 1,500 100,000 200,000 $ 109,774,616 $ 17,786,075 120,549,571 4,326,400 1,500 100,000 209,920 $ 142,973,466 $ 18,675,379 157,332,101 4,469,171 1,500 100,000 222,052 $ 180,800,203 $ 19,609,147 194,396,228 4,598,777 1,500 100,000 234,889 $ 218,940,542 $ 20,589,605 206,979,998 4,718,345 1,500 100,000 247,021 $ 232,636,469 $ 21,619,085 218,440,392 4,831,586 1,500 100,000 260,032 $ 245,252,594 $ $ $ $ $ $ $ $ 518,517 6,343,434 170,462 75,000 1,500,000 900,000 8,081,004 750,000 500,000 500,000 1,300,000 400,000 1,010,000 365,000 150,000 $ 150,082,677 518,517 17,405,072 174,553 76,800 1,200,000 940,032 8,819,937 750,000 524,800 524,800 1,364,480 440,960 1,010,000 365,000 150,000 $ 190,206,358 518,517 17,272,587 225,000 79,334 1,300,000 990,474 9,519,937 555,129 555,129 1,443,336 486,511 1,010,000 365,000 150,000 $ 230,239,100 518,517 17,278,197 231,525 81,635 1,400,000 1,039,582 12,519,937 587,222 587,222 1,526,778 536,573 1,010,000 365,000 150,000 $ 273,740,672 518,517 17,184,314 237,545 83,758 1,500,000 1,087,943 11,519,937 617,552 617,552 1,605,636 564,287 1,010,000 365,000 150,000 $ 288,666,452 17,182,231 243,246 85,768 1,600,000 1,136,335 11,796,415 650,080 650,080 1,690,208 594,009 1,010,000 365,000 150,000 $ 303,373,909 22,967,942 22,967,942 22,700,039 228,559,781 4,947,544 1,500 100,000 273,196 $ 256,582,060 12,981,286 249,084 87,826 1,700,000 1,186,879 12,079,529 682,990 682,990 1,775,773 624,080 1,010,000 365,000 150,000 $ 313,125,439 561 maricopa county annual business strategies for 1999-2000 financial forecast (continued) GENERAL GOVERNMENT 8 FY 2006-07 Program Contingency General Contingency Juvenile Probtion-CJC Relocation Adult Probation Reach Out Pilot Justice Courts Compensation Sheriff-District Detective Staffing Sheriff-Detention Officer Minimum Superior Ct-Pretrial Services Clerk of Sup. Ct.-Contingency Clerk of Sup. Ct. - Buildout of Space Juvenile Probation - Teen Court New Court Divisions Call Center Supply Contingency Employee Initiatives Management Incentive Program County Attorney CPBR Southeast Space Issues Human Services Research Report Increased Election Costs Public Health - I Place Lease Justice Courts -Rent Increases Juvenile Probation - Re-engineering Indigent Defense Reserve Elections Overtime Subtotals Other General Fund Programs Base-level Internal Service Charges Maintenance of Effort Contribution Spreckles, Tank Farm Vehicle Replacement United Way Customer Satisfaction Survey Customer Satisfaction Survey Citizen Tax Education Subtotals Infrastructure Systems Interest Expense Dues and Memberships Taxes and Assessments Consultants Jail Population Management Tuition Reimbursement Major Maintenance ADA Projects Tax Appeal Cases Judgements Professional Services - Legal Mental Health Contracts Probate Contracts Civil Contracts Domestic Relations Contracts Dependency Contracts Severance Contracts Mental Health Examinations Burial of Indigents Other Non-Profit Support Accommodation Schools Support Cooperative Extension Support AGENCY 470 TOTAL 562 $ $ 24,967,942 24,967,942 9 FY 2007-08 $ $ 26,967,942 26,967,942 10 FY 2008-09 $ $ 28,967,942 28,967,942 11 FY 2009-10 $ $ 30,967,942 30,967,942 12 FY 2010-11 $ $ 32,967,942 32,967,942 13 FY 2011-12 $ $ 34,967,942 34,967,942 14 FY 2012-13 $ $ 36,967,942 36,967,942 15 FY 2013-14 $ 38,967,942 - $ 38,967,942 $ 23,835,041 238,574,054 5,066,285 1,500 100,000 287,026 $ 267,863,906 $ 25,026,793 250,062,699 5,187,876 1,500 100,000 301,557 $ 280,680,425 $ 26,278,133 261,273,547 5,312,385 1,500 100,000 316,823 $ 293,282,387 $ 27,592,040 272,498,060 5,439,882 1,500 100,000 332,861 $ 305,964,343 $ 28,971,642 284,109,575 5,570,439 1,500 100,000 349,712 $ 319,102,868 $ 30,420,224 294,731,191 5,704,130 1,500 100,000 367,058 $ 331,324,102 $ 31,941,235 305,597,938 5,841,029 1,500 100,000 385,264 $ 343,866,966 $ 31,941,235 $ 318,213,406 5,981,213 1,500 100,000 403,979 $ 356,641,333 $ $ $ $ $ $ $ $ 12,982,536 255,062 89,934 1,800,000 1,239,671 12,369,438 717,565 717,565 1,865,670 655,674 1,010,000 365,000 150,000 $ 327,049,964 12,982,798 261,183 92,092 1,900,000 1,294,812 12,666,305 753,891 753,891 1,960,118 688,867 1,010,000 365,000 150,000 $ 342,527,324 12,985,095 267,451 94,303 2,000,000 1,352,405 12,970,296 792,056 792,056 2,059,347 723,740 1,010,000 365,000 150,000 $ 357,812,079 12,880,916 273,870 96,566 2,100,000 1,412,560 13,281,583 832,154 832,154 2,163,599 760,379 1,010,000 365,000 150,000 $ 373,091,065 12,878,146 280,443 98,884 2,200,000 1,475,391 13,600,341 874,281 874,281 2,273,129 798,872 1,010,000 365,000 150,000 $ 388,949,577 12,878,027 287,174 101,257 2,300,000 1,541,016 13,926,749 917,645 917,645 2,385,877 838,496 1,010,000 365,000 150,000 $ 403,910,930 12,878,453 294,066 103,687 2,400,000 1,609,561 14,260,991 963,160 963,160 2,504,216 880,085 1,010,000 365,000 150,000 $ 419,217,287 301,124 106,175 1,000,000 1,681,154 14,603,255 1,009,946 1,009,946 2,625,861 922,836 1,010,000 365,000 150,000 $ 420,394,573 maricopa county annual business strategies for 1999-2000 financial forecast (continued) ADULT AND JUVENILE JAIL FACILITIES Base FY 1998-99 PART 1 - MAINTENANCE OF EFFORT Sources of Funds: Revenue Jail Facilities Transaction Privilege Tax 1 FY 1999-00 $ 43,894,000 Intergovernmental/Jail Per Diem Transfers In from Other Funds-Base MOE Transfers In from Other Funds-Abv Base MOE Gain/Loss Fixed Asset Totals $ 13,306,927 3,822,429 91,738,000 2 FY 2000-01 $ 16,418,000 88,825,845 94,017,000 - 50,000 18,059,800 100,744,681 19,804,890 - 17,129,356 197,031,845 232,626,371 1050.3% Uses of Funds: Operating Expenditures - Current Maintenance of Effort Wages and Salaries - Base $ Employee Benefits Operations Subtotal - Current Detention Operations $ 68,176,236 13,206,969 23,860,640 3 FY 2001-02 $ 18.1% $ 76,641,022 15,749,730 26,413,728 5 FY 2003-04 6 FY 2004-05 7 FY 2005-06 99,752,000 $ 108,231,000 $ 114,292,000 $ 120,692,000 $ 127,451,000 19,865,780 111,531,976 45,800,126 - 21,852,358 120,451,411 73,944,817 - 24,037,594 130,077,389 76,902,609 - 26,441,353 138,461,678 79,978,714 - 29,085,488 145,381,918 83,177,862 - 276,949,881 324,479,586 345,309,592 365,573,745 385,096,269 19.1% $ 4 FY 2002-03 84,764,971 17,419,201 29,213,584 17.2% $ 91,800,463 18,864,995 31,638,311 6.4% $ 5.9% 5.3% 99,419,902 20,430,790 34,264,291 $ 106,379,295 21,860,945 36,662,791 $ 112,549,294 23,128,880 38,789,233 - $ - $ 105,243,845 $ 118,804,481 $ 131,397,756 $ 142,303,769 $ 154,114,982 $ 164,903,031 $ 174,467,407 - $ 105,606,875 $ $ $ $ $ Operating Expenditures - New Project Facility New Facility - Transfer Out 89,154,857 $ 176,212,600 2,659,071 3,576,739 24,212,855 41,373,356 43,028,290 44,749,422 46,539,399 - 10,631,125 925,135 15,303,016 4,975,742 16,611,529 8,502,225 24,069,236 8,842,314 25,032,005 9,196,006 26,033,286 9,563,846 27,074,617 - $ 118,897,071 $ 108,959,747 $ 222,012,725 $ 168,385,047 $ 143,939,500 $ 104,582,449 $ 115,377,862 $ 224,140,916 $ 227,764,228 $ 353,410,481 $ 310,688,816 $ 298,054,483 $ 269,485,480 $ 289,845,269 $ 47,255,109 $ 96,088,264 $ 95,251,000 $ 24,603,736 24,603,736 $ $ 67,036,891 67,036,891 32,200,000 32,200,000 Wages and Salaries Employee Benefits Supplies and Services Subtotal - New Project Operations $ Total Uses $ Projected Surplus/Deficit: Net Growth Rate PART II - NEW DETENTION PROJECTS Revenue Transfers In from Other Funds Miscellaneous Totals Total Sources Net Growth Rate New Project Facility Expenditures Project Direct Costs Principal and Interest Expense Project Overhead-Wages and Salaries Project Overhead-Operations Subtotal - New Project Facility $ 78,152,712 (27,109,071) $ 105,606,875 $ 105,606,875 $ 4,862,143 $ (76,460,600) $ 89,154,857 89,154,857 176,212,600 96,094,000 $ 272,306,600 $ 94,440,230 13,790,770 94,440,230 1,003,000 95,443,230 67,036,891 $ 24,603,736 $ 32,200,000 $ 78,152,712 $ 105,606,875 35.1% $ 89,154,857 -15.6% $ 272,306,600 205.4% $ 95,443,230 -65.0% $ 67,036,891 -29.8% $ 24,603,736 -63.3% $ 32,200,000 30.9% $ 10,831,000 - $ $ 88,000,000 - $ 175,000,000 - $ 90,000,000 3,167,000 $ 57,000,000 8,700,000 $ 23,200,000 $ 32,200,000 547,510 607,347 574,885 637,715 272,845 44,070 53,928,274 521,438 578,426 603,630 669,600 633,811 703,080 665,502 738,234 - $ 11,147,915 $ 55,028,138 $ 89,154,857 $ 176,212,600 $ 94,440,230 $ 67,036,891 $ 24,603,736 $ 32,200,000 Total Uses Net Growth Rate $ 11,147,915 $ 55,028,138 $ 89,154,857 62.0% $ 176,212,600 97.6% $ 94,440,230 -46.4% $ 67,036,891 -29.0% $ 24,603,736 -63.3% $ 32,200,000 30.9% Projected Surplus/Deficit: Net Growth Rate Percent of Total Expenditures $ 67,004,797 $ 0.00% 0.00% 50,578,737 $ -24.51% 48.06% $ 31,000,000 23,469,666 54,469,666 Unreserved Fund Balance: Beginning Balance Net Surplus/Deficit *Ending Balance 67,004,797 $ 67,004,797 $ $ $ $ $ -100.00% 0.00% 54,469,666 4,862,143 59,331,809 $ $ 96,094,000 $ -100.00% 73.13% 59,331,809 19,633,400 78,965,209 $ $ 1,003,000 $ -98.96% 0.70% 78,965,209 14,793,770 93,758,979 $ $ -100.00% 0.00% 93,758,979 47,255,109 $ 141,014,088 $ -100.00% 0.00% $ 141,014,088 96,088,264 $ 237,102,352 -100.00% 0.00% $ 237,102,352 95,251,000 $ 332,353,352 *Based on Board of Supervisors' policy, surplus ending balance will be dedicated to Phase 2 of the Detention Facilities Plan 563 maricopa county annual business strategies for 1999-2000 financial forecast (continued) ADULT AND JUVENILE JAIL FACILITIES 8 FY 2006-07 PART 1 - MAINTENANCE OF EFFORT Sources of Funds: Revenue Jail Facilities Transaction Privilege Tax $ 134,588,000 Intergovernmental/Jail Per Diem Transfers In from Other Funds-Base MOE Transfers In from Other Funds-Abv Base MOE Gain/Loss Fixed Asset Totals 9 FY 2007-08 $ 31,994,037 152,069,077 86,504,977 405,156,091 5.2% Uses of Funds: Operating Expenditures - Current Maintenance of Effort Wages and Salaries - Base $ 118,739,505 Employee Benefits 24,400,968 Operations 40,922,641 Subtotal - Current Detention Operations $ 184,063,114 - 10 FY 2008-09 $ 35,193,441 160,097,523 89,965,176 285,256,140 - 11 FY 2009-10 $ 38,712,785 167,709,764 93,563,783 299,986,332 - 12 FY 2010-11 $ 42,584,064 175,191,726 97,306,334 315,082,124 - 13 FY 2011-12 $ 46,842,470 182,910,988 101,198,588 330,952,045 - 14 FY 2012-13 $ 51,526,717 189,484,660 105,246,531 346,257,908 - 15 FY 2013-14 $ 56,679,389 196,141,546 109,456,392 362,277,327 62,347,328 204,378,759 113,834,648 380,560,734 -29.6% 5.2% 5.0% 5.0% 4.6% 4.6% 5.0% $ 125,982,615 25,889,427 43,418,922 $ 195,290,964 $ 133,163,624 27,365,125 45,893,801 $ 206,422,549 $ 140,487,623 28,870,207 48,417,960 $ 217,775,789 $ 148,214,442 30,458,068 51,080,948 $ 229,753,458 $ 155,476,950 31,950,513 53,583,914 $ 241,011,377 $ 163,095,321 33,516,088 56,209,526 $ 252,820,935 $ 172,065,563 35,359,473 59,301,050 $ 266,726,086 $ $ $ $ $ $ $ Operating Expenditures - New Project Facility New Facility - Transfer Out $ 31,000,000 - - - - - - 48,400,975 50,337,014 52,350,494 54,444,514 56,622,295 58,887,186 61,242,674 63,692,381 Employee Benefits Supplies and Services Subtotal - New Project Operations 9,946,400 28,157,602 10,344,256 29,283,906 10,758,027 30,455,262 11,188,348 31,673,473 11,635,882 32,940,411 12,101,317 34,258,028 12,585,369 35,628,349 13,088,784 37,053,483 $ 117,504,977 $ 97,306,334 $ 101,198,588 $ 105,246,531 $ 109,456,392 $ 113,834,648 Total Uses $ 301,568,091 $ 285,256,140 $ 299,986,332 $ 315,082,124 $ 330,952,045 $ 346,257,908 $ 362,277,327 $ 380,560,734 $ 103,588,000 $ - $ - $ - $ - $ - $ - $ - $ $ - $ $ $ - $ $ - $ $ - $ $ - $ $ - - - $ - $ - $ - $ - $ - $ Projected Surplus/Deficit: Net Growth Rate PART II - NEW DETENTION PROJECTS Revenue Transfers In from Other Funds Miscellaneous Totals Total Sources Net Growth Rate New Project Facility Expenditures Project Direct Costs Principal and Interest Expense Project Overhead-Wages and Salaries Project Overhead-Operations Subtotal - New Project Facility $ $ $ 31,000,000 31,000,000 89,965,176 $ 31,000,000 -3.7% $ 31,000,000 $ 93,563,783 $ $ Total Uses Net Growth Rate $ 31,000,000 -3.7% $ Projected Surplus/Deficit: Net Growth Rate Percent of Total Expenditures $ - $ - $ - $ - $ - $ - $ - $ - *Based on Board of Supervisors' policy, surplus ending balance will be dedicated to Phase 2 of the Detention Facilities Plan $ - $ - $ - $ 435,941,352 $ 435,941,352 $ - $ - $ - $ - - $ - $ -100.0% $ -100.00% 0.00% $ 435,941,352 $ 435,941,352 -100.0% - -100.0% $ -100.00% 0.00% $ -100.0% - -100.0% $ -100.00% 0.00% $ 435,941,352 $ 435,941,352 -100.0% - -100.0% $ -100.00% 0.00% $ 435,941,352 $ 435,941,352 -100.0% - -100.0% $ -100.00% 0.00% $ 435,941,352 $ 435,941,352 $ - -100.0% $ -100.00% 0.00% -100.0% - - 31,000,000 $ -100.0% - - $ 332,353,352 103,588,000 $ 435,941,352 $ -100.0% $ Unreserved Fund Balance: Beginning Balance Net Surplus/Deficit *Ending Balance 564 - Wages and Salaries -100.0% $ -100.00% 0.00% $ 435,941,352 $ 435,941,352 - -100.00% 0.00% $ 435,941,352 $ 435,941,352 maricopa county annual business strategies for 1999-2000 financial forecast (continued) HEALTH CARE MANDATES Base FY 1998-99 AHCCCS & ALTCS Contributions AHCCCS Contribution AHCCCS Sanctions ALTCS Contribution Total AHCCCS & ALTCS 1 FY 1999-2000 2 FY 2000-01 3 FY 2001-02 4 FY 2002-03 5 FY 2003-04 6 FY 2004-05 7 FY 2005-06 $ 38,659,236 300,000 93,131,970 $ 132,091,206 $ 38,659,236 300,000 93,138,286 $ 132,097,522 $ 38,659,236 300,000 97,795,200 $ 136,754,436 $ 38,659,236 300,000 102,684,960 $ 141,644,196 $ 38,659,236 300,000 107,819,208 $ 146,778,444 $ 38,659,236 300,000 113,210,169 $ 152,169,405 $ 38,659,236 300,000 118,870,677 $ 157,829,913 $ 38,659,236 300,000 124,814,211 $ 163,773,447 $ $ 23,637,293 230,000 120,000 4,856,576 3,547,901 350,000 7,750,000 6,660,000 2,119,762 3,409,299 54,677,600 616,200 490,833 1,484,897 $ 109,950,361 $ 24,582,785 230,000 120,000 4,856,576 3,714,652 150,000 8,114,250 7,147,346 2,000,000 5,000,000 54,677,600 669,033 1,581,037 1,522,019 $ 114,365,298 $ 25,566,096 230,000 120,000 4,856,576 3,889,241 150,000 8,495,620 7,662,869 2,000,000 5,235,000 54,677,600 687,632 1,328,071 1,560,070 $ 116,458,775 $ 26,588,740 230,000 120,000 4,856,576 4,072,035 150,000 8,894,914 8,247,669 2,000,000 5,481,045 54,677,600 687,632 1,221,825 1,599,072 $ 118,827,108 25,292,410 230,000 120,000 4,856,576 4,263,421 95,000 9,312,975 8,851,192 2,000,000 5,738,654 54,677,600 687,632 1,124,079 1,639,048 $ 118,888,588 25,292,410 230,000 120,000 4,856,576 4,463,802 95,000 9,750,685 9,526,679 2,000,000 6,008,371 54,677,600 687,632 1,034,153 1,680,025 $ 120,422,932 25,292,410 230,000 120,000 4,856,576 4,673,600 95,000 10,208,967 10,233,769 2,000,000 6,290,764 54,677,600 687,632 951,421 1,722,025 $ 122,039,764 $ 242,047,883 $ - $ 251,119,734 $ - $ 258,102,971 $ - $ 265,605,552 $ - $ 271,057,992 $ - $ 278,252,846 $ - $ 285,813,211 $ - 1,221,825 1,124,079 1,034,153 951,421 Mandated Health Care Costs: Arnold V. Sarn Court Order Arnold V. Sarn Litigation Arnold V. Sarn Court Monitor General Mental Health IGA - Non-SMI Residency Program/Mental Health Phoenix Mental Health Transports Pre-AHCCCS/Outside Hospitals Claims MMC Pre-Ahcccs Claims Medical Eligibility Contingency Outside Hospital Lawsuits Disproportionate Share Witholding SAIL Grant Match Long-Term Care Residual Administration Pre-AHCCCS Lawsuit Settlements Total Mandated Health Care MMC Subsidy Total Med. Assistance Programs: 23,963,397 130,000 120,000 4,856,576 3,547,901 150,000 7,500,000 6,660,000 2,000,000 3,000,000 58,228,200 616,200 3,775,087 1,484,553 $ 116,031,914 $ Total Health Care Mandates 248,123,120 LTC Residual Revenue $ 2,240,698 $ 1,882,187 $ 1,581,037 $ 1,328,071 Disp. Share Transfer In $ 58,228,200 $ 58,228,200 $ 58,228,200 $ 58,228,200 $ 58,228,200 $ 69,968,102 $ 69,968,102 $ 69,968,102 565 maricopa county annual business strategies for 1999-2000 financial forecast (continued) HEALTH CARE MANDATES 8 FY 2006-07 AHCCCS & ALTCS Contributions AHCCCS Contribution AHCCCS Sanctions ALTCS Contribution Total AHCCCS & ALTCS 9 FY 2007-08 10 FY 2008-09 11 FY 2009-10 12 FY 2010-11 13 FY 2011-12 14 FY 2012-13 15 FY 2013-14 $ 38,659,236 300,000 131,054,922 $ 170,014,158 $ 38,659,236 300,000 137,607,668 $ 176,566,904 $ 38,659,236 300,000 144,488,051 $ 183,447,287 $ 38,659,236 300,000 151,712,454 $ 190,671,690 $ 38,659,236 300,000 159,298,076 $ 198,257,312 $ 38,659,236 300,000 167,262,980 $ 206,222,216 $ 38,659,236 300,000 175,626,129 $ 214,585,365 $ 38,659,236 300,000 184,407,436 $ 223,366,672 25,292,410 230,000 120,000 4,856,576 4,893,260 95,000 10,688,788 10,993,339 2,000,000 6,586,430 54,677,600 687,632 875,307 1,765,076 $ 123,761,419 25,292,410 230,000 120,000 4,856,576 5,123,243 95,000 11,191,161 11,809,287 2,000,000 6,895,992 54,677,600 687,632 805,282 1,809,203 $ 125,593,387 25,292,410 230,000 120,000 4,856,576 5,364,035 95,000 11,717,146 12,685,796 2,000,000 7,220,104 54,677,600 687,632 740,860 1,854,433 $ 127,541,592 25,292,410 230,000 120,000 4,856,576 5,616,145 95,000 12,267,852 13,627,361 2,000,000 7,559,449 54,677,600 687,632 681,591 1,900,794 $ 129,612,410 25,292,410 230,000 120,000 4,856,576 5,880,104 95,000 12,844,441 14,638,811 2,000,000 7,914,743 54,677,600 687,632 627,064 1,948,314 $ 131,812,694 25,292,410 230,000 120,000 4,856,576 6,156,469 95,000 13,448,130 15,710,006 2,000,000 8,286,736 54,677,600 687,632 576,899 1,997,021 $ 134,134,478 25,292,410 230,000 120,000 4,856,576 6,445,823 95,000 14,080,192 16,859,586 2,000,000 8,676,213 54,677,600 687,632 530,747 2,046,947 $ 136,598,724 25,292,410 230,000 120,000 4,856,576 6,748,776 95,000 14,741,961 18,075,634 2,000,000 9,083,995 54,677,600 687,632 488,287 2,098,121 $ 139,195,991 $ 293,775,576 $ - $ 302,160,291 $ - $ 310,988,879 $ - $ 320,284,099 $ - $ 330,070,006 $ - $ 340,356,695 $ - $ 351,184,090 $ - $ 362,562,663 $ - 875,307 805,282 740,860 681,591 627,064 576,899 530,747 488,287 Mandated Health Care Costs: Arnold V. Sarn Court Order Arnold V. Sarn Litigation Arnold V. Sarn Court Monitor General Mental Health IGA - Non-SMI Residency Program/Mental Health Phoenix Mental Health Transports Pre-AHCCCS/Outside Hospitals Claims MMC Pre-Ahcccs Claims Medical Eligibility Contingency Outside Hospital Lawsuits Disproportionate Share Witholding SAIL Grant Match Long-Term Care Residual Administration Pre-AHCCCS Lawsuit Settlements Total Mandated Health Care MMC Subsidy Total Med. Assistance Programs: Total Health Care Mandates LTC Residual Revenue Disp. Share Transfer In 566 $ 69,968,102 $ 69,968,102 $ 69,968,102 $ 69,968,102 $ 69,968,102 $ 69,968,102 $ 69,968,102 $ 69,968,102 maricopa county annual business strategies for 1999-2000 financial forecast (continued) DEBT SERVICE Base FY 1999-00 2 FY 2000-01 3 FY 2001-02 4 FY 2002-03 5 FY 2003-04 6 FY 2004-05 7 FY 2005-06 GENERAL OBLIGATION BONDS Principal & Interest Payments: Series 1995 Series 1994A Series D (1993) Second Series 1992 Series 1992 Series C (1990) 2,022,000 19,231,250 262,500 - $ $ 21,515,750 $ 20,975,000 $ - $ - $ 250,000 $ 250,000 $ - $ - Debt Service Payments $ (25,950,275) $ (25,941,675) $ (22,160,035) $ (21,515,750) $ (20,975,000) $ - $ - Cost Allocation/Non-General Fund Depts. $ 1,995,396 $ - $ - $ 400,000 2,395,396 $ - $ - Total General Obligation Bonds: Tax Levy Requirements: Beginning Fund Balance $ 3,258,155 1,626,920 2,186,500 12,918,750 5,959,950 - $ $ 25,950,275 $ 2,548,314 Spend Down of Fund Balance Interest Income Required from Levy Allowance for Delinquent Taxes (2%) Net Levy Amount $ Est. Ending Fund Balance 3,185,180 1,593,920 2,113,000 18,290,625 758,950 - $ $ 25,941,675 $ 250,000 $ 1,400,000 $ 654,792 2,054,792 $ $ 21,256,565 519,006 21,775,571 $ 250,000 701,490 352,420 2,068,000 18,290,625 747,500 - $ $ 22,160,035 $ 250,000 $ 1,100,000 $ 560,251 1,660,251 $ $ 23,886,883 518,834 24,405,717 $ 250,000 $ 1,000,000 $ 544,144 1,544,144 $ $ 20,499,784 443,201 20,942,985 $ 250,000 20,975,000 $ - $ 1,000,000 $ 250,000 1,250,000 $ $ 19,971,606 399,432 20,371,038 $ 250,000 $ $ 19,725,000 394,500 20,119,500 - - $ - $ - - $ $ - $ - $ - $ - $ CERTIFICATES OF PARTICIPATION Existing: Series 1994 Series 1993 $ Proposed for CIP: $ Total Certificates of Participation: $ 4,142,038 4,147,100 4,139,700 4,145,900 4,049,200 4,049,200 - 368,843 4,510,880 $ 375,068 4,522,168 250,188 4,389,888 250,388 4,396,288 254,888 4,304,088 254,888 4,304,088 98,638 98,638 $ 12,882,904 $ 17,405,072 4,510,880 $ $ 12,882,699 $ 17,272,587 $ 12,881,909 $ 17,278,197 $ $ 12,880,226 12,878,143 12,882,648 17,184,314 $ 17,182,231 $ 12,981,286 567 maricopa county annual business strategies for 1999-2000 financial forecast (continued) DEBT SERVICE 8 FY 2006-07 9 FY 2007-08 10 FY 2008-09 11 FY 2009-2010 12 FY 2010-11 13 FY 2011-12 14 FY 2012-13 15 FY 2013-14 GENERAL OBLIGATION BONDS Principal & Interest Payments: Series 1995 Series 1994A Series D (1993) Second Series 1992 Series 1992 Series C (1990) $ - $ Total General Obligation Bonds: $ - $ - $ - $ - $ - $ - $ - $ - Tax Levy Requirements: Beginning Fund Balance $ - $ - $ - $ - $ - $ - $ - $ - Debt Service Payments $ - $ - $ - $ - $ - $ - $ - $ - Cost Allocation/Non-General Fund Depts. $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - - Spend Down of Fund Balance Interest Income Required from Levy Allowance for Delinquent Taxes (2%) Net Levy Amount $ Est. Ending Fund Balance - $ - $ $ - $ - $ - $ - $ $ - $ - - - 99,438 99,438 $ 99,975 99,975 - $ - $ $ - $ - - $ - $ $ - $ - - $ - $ $ - $ - - $ - $ $ - $ - - - $ $ - $ - $ - $ - CERTIFICATES OF PARTICIPATION Existing: Series 1994 Series 1993 Proposed for CIP: Total Certificates of Participation: 568 $ 105,250 105,250 $ - - - - - - - - $ $ $ $ - 12,883,098 12,882,823 12,879,845 12,880,916 12,878,146 12,878,027 12,878,453 12,882,378 $ 12,982,536 $ 12,982,798 $ 12,985,095 $ 12,880,916 $ 12,878,146 $ 12,878,027 $ 12,878,453 $ 12,882,378 maricopa county annual business strategies for 1999-2000 financial forecast (continued) Department of Transportation Base FY 1999-00 2 FY 2000-01 3 FY 2001-02 4 FY 2002-03 5 FY 2003-04 6 FY 2004-05 7 FY 2005-06 88,699,768 824,000 1,030,000 1,771,600 $ 92,325,368 91,360,761 848,720 1,060,900 1,824,748 $ 95,095,129 94,101,584 874,182 1,092,727 1,879,490 $ 97,947,983 96,924,632 900,407 1,125,509 1,935,875 $ 100,886,423 99,832,371 927,419 1,159,274 1,993,951 $ 103,913,016 102,827,342 955,242 1,194,052 2,053,770 $ 107,030,406 Sources of Funds: Revenue: HURF/VLT Collections Licenses and Permits Intergovernmental Sale of Fixed Assets Miscellaneous Total Sources $ $ Net Growth Rate 86,116,280 800,000 1,000,000 1,720,000 89,636,280 10.80% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% Uses of Funds: Operating Expenditures: Wages and Salaries-Base Salary Adjustments Employee Benefits Supplies and Services Capital Outlay Transfer to Capital Projects Total Operating $ $ Net Growth Rate Capital Project Expenditures: Transfer from Operating Capital Outlay Total Capital Projects 17,468,671 650,403 3,759,111 22,888,828 4,530,964 (5,700,000) 43,597,977 $ -4.92% $ 17,992,731 669,915 3,871,884 23,575,493 4,666,893 (5,871,000) 44,905,916 $ 3.00% 18,532,513 690,013 3,988,041 24,282,758 4,806,900 (6,047,130) 46,253,094 $ 3.00% 19,088,488 710,713 4,107,682 25,011,240 4,951,107 (6,228,544) 47,640,687 $ 3.00% 19,661,143 732,034 4,230,913 25,761,578 5,099,640 (6,415,400) 49,069,907 $ 3.00% 20,250,977 753,995 4,357,840 26,534,425 5,252,629 (6,607,862) 50,542,004 $ 3.00% 20,858,507 776,615 4,488,575 27,330,458 5,410,208 (6,806,098) 52,058,265 3.00% 5,700,000 69,568,000 75,268,000 5,871,000 62,934,000 68,805,000 6,047,130 40,903,000 46,950,130 6,228,544 43,591,000 49,819,544 6,415,400 52,736,000 59,151,400 6,607,862 54,318,080 60,925,942 6,806,098 55,947,622 62,753,720 Total Uses $ 118,865,977 113,710,916 93,203,224 97,460,231 108,221,307 111,467,947 114,811,985 Projected Surplus/Deficit: $ (29,229,697) (21,385,548) 1,891,906 487,753 Beginning Balance Net Surplus/Deficit $ 43,800,000 $ 14,570,303 $ 8,699,303 $ 2,652,173 $ (29,229,697) (5,871,000) (6,047,130) (6,228,544) Ending Balance $ $ (7,334,885) (7,554,931) (7,781,579) (3,576,371) $ (6,415,400) (9,991,771) $ (6,607,862) (16,599,633) (6,806,098) (9,991,771) $ (16,599,633) $ (23,405,731) Unreserved Fund Balance: 14,570,303 $ 8,699,303 $ 2,652,173 $ (3,576,371) $ 569 maricopa county annual business strategies for 1999-2000 financial forecast (continued) Department of Transportation 8 FY 2006-07 9 FY 2007-08 10 FY 2008-09 11 FY 2009-10 12 FY 2010-11 13 FY 2011-12 14 FY 2012-13 15 FY 2013-14 105,912,162 983,899 1,229,874 2,115,383 $ 110,241,318 109,089,527 1,013,416 1,266,770 2,178,845 $ 113,548,558 112,362,213 1,043,819 1,304,773 2,244,210 $ 116,955,014 115,733,079 1,075,133 1,343,916 2,311,536 $ 120,463,665 119,205,072 1,107,387 1,384,234 2,380,882 $ 124,077,575 122,781,224 1,140,609 1,425,761 2,452,309 $ 127,799,902 126,464,660 1,174,827 1,468,534 2,525,878 $ 131,633,899 130,258,600 1,210,072 1,512,590 2,601,654 $ 135,582,916 Sources of Funds: Revenue: HURF/VLT Collections Licenses and Permits Intergovernmental Sale of Fixed Assets Miscellaneous Total Sources Net Growth Rate 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% Uses of Funds: Operating Expenditures: Wages and Salaries-Base Salary Adjustments Employee Benefits Supplies and Services Capital Outlay Transfer to Capital Projects Total Operating $ Net Growth Rate 21,484,262 799,914 4,623,232 28,150,371 5,572,514 (7,010,281) 53,620,012 $ 3.00% Capital Project Expenditures: Transfer from Operating Capital Outlay Total Capital Projects Total Uses Projected Surplus/Deficit: 22,128,790 823,911 4,761,929 28,994,883 5,739,690 (7,220,589) 55,228,613 $ 3.00% 22,792,653 848,628 4,904,787 29,864,729 5,911,880 (7,437,207) 56,885,471 $ 3.00% 23,476,433 874,087 5,051,931 30,760,671 6,089,237 (7,660,323) 58,592,035 $ 3.00% 24,180,726 900,310 5,203,489 31,683,491 6,271,914 (7,890,133) 60,349,796 $ 3.00% 24,906,148 927,319 5,359,593 32,633,996 6,460,071 (8,126,837) 62,160,290 $ 3.00% 25,653,332 955,139 5,520,381 33,613,016 6,653,873 (8,370,642) 64,025,099 $ 3.00% 26,422,932 983,793 5,685,993 34,621,406 6,853,490 (8,621,761) 65,945,852 3.00% 7,010,281 57,626,051 64,636,332 7,220,589 59,354,833 66,575,422 7,437,207 61,135,478 68,572,685 7,660,323 62,969,542 70,629,865 7,890,133 64,858,628 72,748,761 8,126,837 66,804,387 74,931,224 8,370,642 68,808,519 77,179,161 8,621,761 70,872,774 79,494,536 118,256,345 121,804,035 125,458,156 129,221,901 133,098,558 137,091,514 141,204,260 145,440,388 (8,015,026) (8,255,477) (8,503,142) (8,758,236) (9,020,983) (9,291,612) (9,570,361) (9,857,472) Unreserved Fund Balance: 570 Beginning Balance Net Surplus/Deficit $ (23,405,731) $ (7,010,281) (30,416,012) $ (7,220,589) (37,636,602) $ (7,437,207) (45,073,809) $ (7,660,323) (52,734,132) $ (7,890,133) (60,624,266) $ (8,126,837) (68,751,103) $ (8,370,642) (77,121,745) (8,621,761) Ending Balance $ (30,416,012) $ (37,636,602) $ (45,073,809) $ (52,734,132) $ (60,624,266) $ (68,751,103) $ (77,121,745) $ (85,743,506) maricopa county annual business strategies for 1999-2000 financial forecast (continued) FLOOD CONTROL DISTRICT 1 FY 1999-00 2 FY 2000-01 3 FY 2001-02 4 FY 2002-03 5 FY 2003-04 6 FY 2004-05 7 FY 2005-06 Sources of Funds: Revenue Real Property Taxes SRP Payments in Lieu of Taxes Licenses and Permits Intergovernmental Miscellaneous Gain/Loss Fixed Asset Total Sources $ 45,006,614 $ 49,646,894 $ 50,326,280 $ 52,163,596 $ 56,404,434 $ 60,809,890 $ 63,409,500 $ 44,705,777 300,837 995,500 20,078,000 2,768,755 - $ 49,343,591 303,304 241,253 20,479,560 2,824,130 - $ 50,035,861 290,420 241,253 20,889,151 2,880,613 - $ 51,878,853 284,743 241,253 21,306,934 2,938,225 - $ 56,116,827 287,607 177,000 21,733,073 2,996,989 - $ 60,519,491 290,400 177,000 22,167,734 3,056,929 - $ 63,116,386 293,114 177,000 22,611,089 3,118,068 - $ 68,848,869 $ 73,191,837 $ 74,337,297 $ 76,650,008 $ 81,311,497 $ 86,211,554 $ 89,315,657 17.7% Net Growth Rate 6.3% 1.6% 3.1% 6.1% 6.0% 3.6% Uses of Funds: Operating Expenditures: Wages and Salaries - Base Salary Adjustments Employee Benefits Supplies and Services Capital Outlay Total Operating $ $ Total Uses $ $ 45.7% Net Growth Rate Capital Project Expenditures: Project Direct Costs Overhead - Personal Services Overhead - Supplies & Services Total Capital Projects 8,624,996 225,465 1,708,876 16,854,098 1,099,308 28,512,743 8,850,461 246,043 1,720,149 17,191,180 1,121,294 29,129,127 $ $ 2.2% 9,096,504 252,883 1,732,451 17,535,004 1,143,720 29,760,562 $ $ 2.2% 9,349,387 259,913 1,745,096 17,885,704 1,166,594 30,406,693 $ 58,985,000 - $ 41,500,000 - $ 39,475,000 $ 59,985,000 $ 58,985,000 $ 41,500,000 $ $ 88,497,743 $ 88,114,127 $ 71,260,562 $ -0.4% 9,609,300 267,139 1,758,091 18,243,418 1,189,926 31,067,873 $ 9,876,438 274,565 1,771,448 18,608,286 1,213,725 31,744,462 30,020,000 39,475,000 $ $ 69,881,693 $ 10,151,003 282,198 1,785,176 18,980,452 1,237,999 32,436,828 2.2% $ 30,860,560 $ 31,662,935 30,020,000 $ 30,860,560 $ 31,662,935 61,087,873 $ 62,605,022 $ 64,099,763 - -1.9% $ 2.2% $ - -19.1% $ 2.2% 59,985,000 - 21.6% $ 2.2% $ Net Growth Rate $ - -12.6% - 2.5% 2.4% Projected Surplus/Deficit: $ (19,648,874) $ 37.38% -68.91% (14,922,290) $ -24.06% -51.23% 3,076,735 $ -120.62% 10.34% 6,768,315 $ 119.98% 22.26% Beginning Balance Net Surplus/Deficit $ 30,233,163 $ (19,648,874) 10,584,289 $ (14,922,290) (4,338,000) $ 3,076,735 (1,261,265) $ 6,768,315 Ending Balance $ (4,338,000) $ (1,261,265) $ Net Growth Rate Percent of Total Expenditures 20,223,623 $ 198.80% 65.09% 23,606,532 $ 16.73% 74.36% 25,215,894 6.82% 77.74% 5,507,050 20,223,623 25,730,674 23,606,532 49,337,206 25,215,894 Unreserved Fund Balance: 10,584,289 $ 5,507,050 $25,730,674 $ $49,337,206 $ $74,553,100 570A maricopa county annual business strategies for 1999-2000 financial forecast (continued) FLOOD CONTROL DISTRICT 8 FY 2006-07 9 FY 2007-08 10 FY 2008-09 11 FY 2009-10 12 FY 2010-11 13 FY 2011-12 14 FY 2012-13 15 FY 2013-15 Sources of Funds: Revenue Real Property Taxes SRP Payments in Lieu of Taxes Licenses and Permits Intergovernmental Miscellaneous Gain/Loss Fixed Asset Total Sources $ 66,286,300 $ 69,712,394 $ 73,551,618 $ 78,073,432 $ 83,397,175 $ 87,717,280 $ 92,925,121 $ 98,874,374 $ 65,990,555 295,745 177,000 23,063,311 3,180,429 - $ 69,414,110 298,284 177,000 23,524,577 3,244,038 - $ 73,250,895 300,723 177,000 23,995,069 3,308,919 - $ 77,770,375 303,056 177,000 24,474,970 3,375,097 - $ 83,091,901 305,275 177,000 24,964,469 3,442,599 - $ 87,409,911 307,369 177,000 25,463,759 3,511,451 - $ 92,615,790 309,332 177,000 25,973,034 3,581,680 - $ 98,565,042 309,332 177,000 26,492,495 3,653,313 - 92,707,040 $ 96,658,009 $ 101,032,605 $ 106,100,499 $ 111,981,244 $ 116,869,490 $ 122,656,835 $ $ Net Growth Rate 3.8% 4.3% 4.5% 5.0% 5.5% 4.4% 5.0% 129,197,182 5.3% Uses of Funds: Operating Expenditures: Wages and Salaries - Base Salary Adjustments Employee Benefits Supplies and Services Capital Outlay Total Operating $ $ Net Growth Rate Capital Project Expenditures: Project Direct Costs Overhead - Personal Services Overhead - Supplies & Services Total Capital Projects Total Uses 10,433,201 290,043 1,799,286 19,360,061 1,262,759 33,145,350 $ $ 2.2% 10,723,244 298,106 1,813,788 19,747,262 1,288,015 33,870,415 $ $ 2.2% 11,021,350 306,394 1,828,694 20,142,207 1,313,775 34,612,419 $ $ 2.2% 11,327,744 314,911 1,844,013 20,545,051 1,340,050 35,371,770 $ $ 2.2% 11,642,655 323,666 1,859,759 20,955,952 1,366,851 36,148,883 $ $ 2.2% 11,966,321 332,664 1,875,942 21,375,071 1,394,188 36,944,187 $ $ 2.2% 12,298,984 341,912 1,892,575 21,802,573 1,422,072 37,758,117 $ $ 2.2% 12,640,896 351,417 1,909,671 22,238,624 1,450,514 38,591,122 2.2% $ 32,486,171 $ 33,330,811 $ 34,197,412 $ 35,086,545 $ 35,998,795 $ 36,898,765 $ 37,821,234 $ 38,728,944 $ 32,486,171 $ 33,330,811 $ 34,197,412 $ 35,086,545 $ 35,998,795 $ 36,898,765 $ 37,821,234 $ 38,728,944 65,631,521 $ 67,201,226 $ 68,809,832 $ 70,458,315 $ 72,147,679 $ 73,842,952 $ 75,579,351 $ $ Net Growth Rate 2.4% 2.4% 2.4% 2.4% 2.4% 2.3% 2.4% 77,320,066 2.3% Projected Surplus/Deficit: $ 27,075,519 $ 7.37% 81.69% $ 74,553,100 27,075,519 Net Growth Rate Percent of Total Expenditures 29,456,782 $ 8.79% 86.97% 32,222,773 $ 9.39% 93.10% 35,642,183 $ 10.61% 100.76% 39,833,565 $ 11.76% 110.19% 43,026,538 $ 8.02% 116.46% 47,077,484 $ 9.41% 124.68% 51,877,116 10.20% 134.43% Unreserved Fund Balance: Beginning Balance Net Surplus/Deficit Ending Balance 570B $101,628,619 $ 101,628,619 29,456,782 $131,085,401 $ 131,085,401 32,222,773 $163,308,174 $ 163,308,174 35,642,183 $198,950,358 $ 198,950,358 39,833,565 $238,783,923 $ 238,783,923 43,026,538 $281,810,461 $ 281,810,461 47,077,484 $328,887,945 $ 328,887,945 51,877,116 $380,765,060 maricopa county annual business strategies for 1999-2000 financial forecast (continued) LIBRARY DISTRICT Base FY 1998-99 1 FY 1999-00 2 FY 2000-01 3 FY 2001-02 4 FY 2002-03 5 FY 2003-04 6 FY 2004-05 7 FY 2005-06 $ 7,877,847 233,237 20,000 70,988 180,000 198,500 $ 8,580,572 $ 7,877,848 233,237 19,000 24,000 215,000 318,827 $ 8,687,912 $ 8,677,382 235,810 19,000 24,000 221,450 325,204 $ 9,502,845 9,343,578 238,337 19,000 24,000 228,100 331,708 $ 10,184,722 $ 10,043,685 240,814 19,000 24,000 234,950 338,342 $ 10,900,790 $ 10,929,995 243,235 19,000 24,000 249,047 345,109 $11,810,386 $ 11,859,386 245,597 19,000 24,000 263,990 352,011 $12,763,984 $ 12,444,152 247,893 19,000 24,000 279,829 359,051 $13,373,926 9.4% 7.2% Source of Funds: Revenue Property Taxes Payments in Lieu of Taxes Grants Intergovernmental Fees & Charges Miscellaneous Total Sources Net Growth Rate 1.3% $ 7.0% 8.3% 8.1% 4.8% Uses of Funds: Operating Expenditures Wages & Salaries - Base Salary Adjustments Employee Benefits Supplies & Services Collection Development Materials Central Services Transfer Out Capital Outlay Total Uses $ 2,922,382 85,000 677,323 1,124,530 1,109,350 606,194 215,000 $ 7,574,779 $ 3,602,469 441,709 774,832 2,320,398 1,371,122 557,839 255,000 $ 9,323,369 Net Growth Rate Projected Surplus/Deficit: Net Growth Rate Percent of Total Expenditures Unreserved Fund Balance: Beginning Fund Balance Net Surplus/Deficit Ending Balance $ 4,079,515 101,988 798,077 2,349,347 1,412,256 574,574 262,650 $ 9,578,406 $ $ 23.1% 2.7% (635,457) $ -163.18% -6.82% (75,562) $ -88.11% -0.79% $ 1,005,793 $ $ 3,675,278 $ 1,005,793 $ 4,681,071 $ 4,714,253 $ 4,078,796 $ $ (635,457) $ (75,562) $ $ 4,078,796 $ 4,003,235 $ 4,189,662 105,048 822,019 2,437,695 1,454,623 591,811 270,530 9,871,388 $ 4,303,113 108,199 846,680 2,529,562 1,498,262 609,566 278,645 $ 10,174,027 3.1% 313,335 $ -514.67% 3.17% 4,003,235 313,335 4,316,569 $ $ $ $ 4,419,968 111,445 872,080 2,605,449 1,543,210 627,853 287,005 $10,467,009 $ 4,540,328 114,788 898,243 2,683,613 1,589,506 646,688 295,615 $10,768,781 $ 4,664,300 118,232 925,190 2,764,121 1,637,191 666,089 304,483 $11,079,606 3.1% 2.9% 2.9% 2.9% 726,763 131.94% 7.14% $1,343,377 84.84% 12.83% $1,995,203 48.52% 18.53% $2,294,320 14.99% 20.71% 5,043,332 $1,343,377 6,386,709 6,386,709 $1,995,203 8,381,912 8,381,912 $2,294,320 10,676,232 4,316,569 726,763 5,043,332 570C maricopa county annual business strategies for 1999-2000 financial forecast (continued) LIBRARY DISTRICT 8 FY 2006-07 9 FY 2007-08 10 FY 2008-09 11 FY 2009-10 12 FY 2010-11 13 FY 2011-12 14 FY 2012-13 15 FY 2013-14 $ 13,091,143 250,118 19,000 24,000 296,619 366,232 $14,047,112 $ 13,855,834 252,265 19,000 24,000 314,416 373,557 $14,839,072 $ 14,713,085 254,328 19,000 24,000 333,281 381,028 $15,724,722 $ 15,719,107 256,301 19,000 24,000 353,278 388,648 $16,760,334 $ 16,901,000 258,177 19,000 24,000 374,475 396,421 $17,973,073 $ 17,892,533 259,949 19,000 24,000 396,943 404,350 $18,996,774 $ 19,079,687 261,608 19,000 24,000 420,760 412,437 $20,217,491 $ 20,436,288 261,608 19,000 24,000 446,005 420,685 $21,607,587 Source of Funds: Revenue Property Taxes Payments in Lieu of Taxes Grants Intergovernmental Fees & Charges Miscellaneous Total Sources Net Growth Rate 5.0% 5.6% 6.0% 6.6% 7.2% 5.7% 6.4% 6.9% Uses of Funds: Operating Expenditures Wages & Salaries - Base Salary Adjustments Employee Benefits Supplies & Services Collection Development Materials Central Services Transfer Out Capital Outlay Total Uses Net Growth Rate 570D $ 4,791,990 121,779 952,946 2,847,045 1,686,307 686,072 313,618 $11,399,756 $ 4,923,511 125,432 981,534 2,932,456 1,736,896 706,654 323,026 $11,729,510 $ 5,058,978 129,195 1,010,980 3,020,430 1,789,003 727,853 332,717 $12,069,156 $ 5,198,509 133,071 1,041,309 3,111,042 1,842,673 749,689 342,699 $12,418,993 $ 5,342,225 137,063 1,072,549 3,204,374 1,897,954 772,180 352,980 $12,779,324 $ 5,490,254 141,175 1,104,725 3,300,505 1,954,892 795,345 363,569 $13,150,465 $ 5,642,723 145,410 1,137,867 3,399,520 2,013,539 819,205 374,476 $13,532,740 $ 5,799,766 149,773 1,172,003 3,501,506 2,073,945 843,782 385,710 $13,926,484 2.9% 2.9% 2.9% 2.9% 2.9% 2.9% 2.9% 2.9% Projected Surplus/Deficit: Net Growth Rate Percent of Total Expenditures $2,647,356 15.39% 23.22% $3,109,562 17.46% 26.51% $3,655,566 17.56% 30.29% $4,341,342 18.76% 34.96% $5,193,749 19.63% 40.64% $5,846,309 12.56% 44.46% $6,684,751 14.34% 49.40% $7,681,103 14.90% 55.15% Unreserved Fund Balance: Beginning Fund Balance Net Surplus/Deficit Ending Balance 10,676,232 $2,647,356 13,323,588 13,323,588 $3,109,562 16,433,150 16,433,150 $3,655,566 20,088,716 20,088,716 $4,341,342 24,430,057 24,430,057 $5,193,749 29,623,807 29,623,807 $5,846,309 35,470,116 35,470,116 $6,684,751 42,154,867 42,154,867 $7,681,103 49,835,970 maricopa county annual business strategies for 1999-2000 financial forecast (continued) RISK MANAGEMENT Base FY 1999-00 2 FY 2000-01 3 FY 2001-02 4 FY 2002-03 5 FY 2003-04 6 FY 2004-05 7 FY 2005-06 $ 16,096,319 $ 16,406,714 $ 16,980,949 $ 17,575,282 $ 18,190,417 $ 18,827,082 $ 19,486,030 $ 18,747,398 $ 19,367,906 $ 20,045,783 $ 20,747,385 $ 21,473,544 $ 22,225,118 $ 23,002,997 Risk Management Recommended Funding Projected Fund Balances: Beginning Cash Balance Revenue: Internal Charges Trust Funding Plan (612,421) 325,000 563,371 Recoveries Interest Earnings 574,235 594,333 615,135 636,665 658,948 682,011 $ 19,023,348 $ 19,942,141 $ 20,640,116 $ 21,362,520 $ 22,110,209 $ 22,884,066 $ 23,685,008 Expenditures: $ 18,712,953 $ 19,367,906 $ 20,045,783 $ 20,747,385 $ 21,473,544 $ 22,225,118 $ 23,002,997 Ending Cash Balance $ 16,406,715 $ 16,980,949 $ 17,575,282 $ 18,190,417 $ 18,827,082 $ 19,486,030 $ 20,168,041 Total Funding $ 18,134,977 $ 19,367,906 $ 20,045,783 $ 20,747,385 $ 21,473,544 $ 22,225,118 $ 23,002,997 $ $ $ $ $ $ $ Projected Contributions to Fund: Community Development Human Services Employee Benefits Research & Rptg Gen Govt Mari Health Plan Transportation Library Housing Solid Waste Stadium District Flood Control Equipment Services Reprographics Telecom Rabies Animal Control Public Health Env. Services Maricopa Health System 6,141 6,356 6,578 6,809 7,047 7,294 7,549 24,075 24,918 25,790 26,692 27,627 28,594 29,594 3,783 3,915 4,052 4,194 4,341 4,493 4,650 3,697 3,826 3,960 4,099 4,242 4,391 4,545 6,720,477 6,955,693 7,199,143 7,451,113 7,711,901 7,981,818 8,261,182 8,202 8,489 8,786 9,094 9,412 9,741 10,082 1,555,669 1,610,117 1,666,472 1,724,798 1,785,166 1,847,647 1,912,314 82,890 85,791 88,794 91,902 95,118 98,447 101,893 116,708 120,793 125,021 129,396 133,925 138,612 143,464 44,673 46,237 47,855 49,530 51,263 53,058 54,915 3,708 3,838 3,972 4,111 4,255 4,404 4,558 250,430 259,195 268,267 277,656 287,374 297,432 307,842 37,872 39,198 40,569 41,989 43,459 44,980 46,554 1,474 1,525 1,579 1,634 1,691 1,750 1,812 38,891 40,252 41,661 43,119 44,628 46,190 47,807 87,333 90,390 93,553 96,828 100,217 103,724 107,355 731,529 757,132 783,632 811,059 839,446 868,826 899,235 63,595 65,821 68,125 70,509 72,977 75,531 78,174 4,679,484 4,843,266 5,012,780 5,188,228 5,369,816 5,557,759 5,752,281 $ 14,460,630 $ 14,966,752 $ 15,490,588 $ 16,032,759 $ 16,593,906 $ 17,174,692 $ 17,775,806 $ $ $ $ 11,371,867 Total Funding Distribution General Fund Flood Control Distric t Other Non-General Fund 8,965,291 9,909,925 $ 10,256,773 $ 10,615,760 $ 10,987,311 332,744 9,574,807 355,366 367,804 380,677 394,001 407,791 422,063 8,836,942 9,437,733 9,768,054 10,109,936 10,463,783 10,830,016 11,209,066 $ 18,134,977 $ 19,367,906 $ 20,045,783 $ 20,747,385 $ 21,473,544 $ 22,225,118 $ 23,002,997 Percentage Funding Breakout General Fund Flood Control District Other Non-General Fund 49.44% 1.83% 48.73% 49.44% 1.83% 48.73% 49.44% 1.83% 48.73% 49.44% 1.83% 48.73% 49.44% 1.83% 48.73% 49.44% 1.83% 48.73% 49.44% 1.83% 48.73% 570E maricopa county annual business strategies for 1999-2000 financial forecast (continued) RISK MANAGEMENT 8 FY 2006-07 9 FY 2007-08 10 FY 2008-09 11 FY 2009-10 12 FY 2010-11 13 FY 2011-12 14 FY 2012-13 15 FY 2012-13 $ 20,168,041 $ 20,873,922 $ 21,604,509 $ 22,360,667 $ 23,143,290 $ 23,953,306 $ 24,791,671 $ 24,791,671 $ 23,808,102 $ 24,641,386 $ 25,503,834 $ 26,396,468 $ 27,320,345 $ 28,276,557 $ 29,266,236 $ 29,266,236 Risk Management Recommended Funding Projected Fund Balances: Beginning Cash Balance Revenue: Internal Charges Trust Funding Plan Recoveries Interest Earnings 705,881 730,587 756,158 782,623 810,015 838,366 867,708 867,708 $ 24,513,983 $ 25,371,973 $ 26,259,992 $ 27,179,092 $ 28,130,360 $ 29,114,922 $ 30,133,945 $ 30,133,945 Expenditures: $ 23,808,102 $ 24,641,386 $ 25,503,834 $ 26,396,468 $ 27,320,345 $ 28,276,557 $ 29,266,236 $ 29,266,236 Ending Cash Balance $ 20,873,922 $ 21,604,509 $ 22,360,667 $ 23,143,290 $ 23,953,306 $ 24,791,671 $ 25,659,380 $ 25,659,380 Total Funding $ 23,808,102 $ 24,641,386 $ 25,503,834 $ 26,396,468 $ 27,320,345 $ 28,276,557 $ 29,266,236 $ 29,266,236 $ $ $ $ $ $ $ $ Projected Contributions to Fund: Community Development Human Services Employee Benefits Research & Rptg Gen Govt Mari Health Plan Transportation Library Housing Solid Waste Stadium District Flood Control Equipment Services Reprographics Telecom Rabies Animal Control Public Health Env. Services Maricopa Health System 7,813 8,087 8,370 8,662 8,966 9,279 9,604 9,604 30,630 31,702 32,812 33,960 35,149 36,379 37,652 37,652 4,813 4,981 5,156 5,336 5,523 5,716 5,916 5,916 4,704 4,868 5,039 5,215 5,398 5,586 5,782 5,782 8,550,323 8,849,584 9,159,320 9,479,896 9,811,692 10,155,102 10,510,530 10,510,530 10,435 10,800 11,178 11,570 11,975 12,394 12,828 12,828 1,979,245 2,048,519 2,120,217 2,194,425 2,271,230 2,350,723 2,432,998 2,432,998 105,459 109,150 112,971 116,925 121,017 125,252 129,636 129,636 148,485 153,682 159,061 164,628 170,390 176,354 182,526 182,526 56,837 58,826 60,885 63,016 65,221 67,504 69,867 69,867 4,718 4,883 5,054 5,231 5,414 5,603 5,799 5,799 318,617 329,768 341,310 353,256 365,620 378,417 391,662 391,662 48,184 49,870 51,616 53,422 55,292 57,227 59,230 59,230 1,875 1,941 2,009 2,079 2,152 2,227 2,305 2,305 49,480 51,212 53,004 54,860 56,780 58,767 60,824 60,824 111,112 115,001 119,026 123,192 127,504 131,966 136,585 136,585 930,709 963,283 996,998 1,031,893 1,068,010 1,105,390 1,144,079 1,144,079 80,911 83,742 86,673 89,707 92,847 96,096 99,460 99,460 5,953,610 6,161,987 6,377,656 6,600,874 6,831,905 7,071,022 7,318,507 7,318,507 $ 18,397,960 $ 19,041,888 $ 19,708,354 $ 20,398,147 $ 21,112,082 $ 21,851,005 $ 22,615,790 $ 22,615,790 $ 11,769,883 $ 12,181,829 $ 12,608,193 $ 13,049,479 $ 13,506,211 $ 13,978,928 $ 14,468,191 $ 14,468,191 436,836 452,125 467,949 484,327 501,279 518,824 536,982 536,982 11,601,384 12,007,432 12,427,692 12,862,662 13,312,855 13,778,805 14,261,063 14,261,063 $ 23,808,102 $ 24,641,386 $ 25,503,834 $ 26,396,468 $ 27,320,345 $ 28,276,557 $ 29,266,236 $ 29,266,236 Total Funding Distribution General Fund Flood Control Distric t Other Non-General Fund Percentage Funding Breakout General Fund Flood Control District Other Non-General Fund 570F 49.44% 1.83% 48.73% 49.44% 1.83% 48.73% 49.44% 1.83% 48.73% 49.44% 1.83% 48.73% 49.44% 1.83% 48.73% 49.44% 1.83% 48.73% 49.44% 1.83% 48.73% 49.44% 1.83% 48.73% maricopa county annual business strategies for 1999-2000 performance measures strategy Budget submissions for FY 1999-00 included a narrative description of the department’s Mission Statement, Strategic Goals and Objectives, Community Impact, and Performance Measures. Departments were also asked to identify key services offered and performance standards for those services. The goal of this effort was to focus department efforts on the strategic thought process, and to identify opportunities to compare county results with generally accepted norms, results of similar organizations, and industry or government best practices. The Office of Management and Budget has redirected its focus in budget analyses to one of measuring performance and identifying expected outcomes. Research reports and budget issues funded will concentrate on identification, tracking and semi-annual reporting of progress toward the achievement of stated goals, objectives and outcomes. Financial and budget systems are under review by internal and external consultants charged with determining their ability to support the capture, comparison, and reporting of performance measurement data. It is anticipated that consultant recommendations will include changes to the county’s financial reporting structure. It is estimated that technological considerations will delay accounting structure changes to FY 2002. Full technology implementation will occur over a three to five-year period. Departments exhibit varying levels of readiness to embrace performance measurement concepts. An ongoing and concerted effort to train and develop staff on strategic planning, performance measurement, data gathering, and customer satisfaction will continue as the county launches a voluntary pilot of the performance measurement project. The pilot project is intended to be full implementation of the performance measurement process for a select group of departments. Significant support resources will be devoted to the pilot project. Lessons learned from the pilot project will be used to refine the county-wide implementation plan. County-wide performance measurement efforts are scheduled to emerge over a four to five year time frame. A performance measurement steering committee was created and has been charged with determining strategy, deciding policy, and general project oversight including the approval of timelines and milestones. Committee decisions and strategy are deployed by a cross-functional performance measurement project team. The performance measurement steering committee has also been asked to assess county preparedness for the managing for results portion of the Government Performance Project (GPP). The GPP is a partnership of GOVERNING, the Maxwell School of Citizenship and Public Affairs at Syracuse University, and the Pew Charitable Trusts, that reviews and grades government entities on how effectively they manage money, people, technology, and infrastructure. Efforts toward performance measurement and performance based budgeting should prepare departments for GOVERNING’s grading of the County’s report scheduled for 2001. Future efforts will focus on: u u u u Customer and Employee surveys. Staff training and development on strategic planning and performance measurement concepts. Consulting with departments to develop or refine existing strategic plans. Technology updates necessary to support performance measurement efforts including the integration of financial and budget systems. u Emphasis on identification of relevant performance measures by which the effectiveness of resource allocations may be tracked, compared, and reported. u Internal publication of performance measurement efforts. Steering Committee agendas, minutes of meetings, the glossary of project terms, a list of county wide citizen advisory boards and their meeting dates, project timelines and milestones, status reports of project team members, updates on pilot project, and information on links to internal and external sites of interest will be collected and made available county wide via a Public folder. u The development of a semi-annual Budget Issues Summary that measures, tracks and reports progress of funded issues toward achieving stated objectives and results. This report will allow management and staff an opportunity to periodically review progress, refine objectives, and if necessary, reallocate resources. The goal of this report is accountability. An interdepartmental effort to focus on the achievement of stated results should ensure effective utilization of county resources. 571 maricopa county annual business strategies for 1999-2000 information technology strategies the vision A vision of tomorrow and leadership today is transforming Maricopa County into an on-line government Working with the County is becoming easier as the Information Highway reaches out directly to citizens, partners and vendors. Accessing government information and services via the Internet is the preferred method of conducting business from the home or office. Working within the County is becoming more efficient as widespread connectivity and data access breaks down barriers between government agencies and allows public servants to collaborate effectively. Internal Intranets are beginning to deliver information directly to employee workstations. the prime directives The next generation of government at Maricopa County will be dramatically different as creative employees discover new ways to intelligently leverage technology and efficiently serve the public. The focus of all technology investment will be to achieve the following six major objectives: ì Lower the cost of delivering government services ì Simplify doing business with the County ì Accelerate key business processes ì Overcome geographic boundaries ì Enhance critical decision making ì Improve public perception 572 maricopa county annual business strategies for 1999-2000 goal 1: sustain and enhance core business systems County business operations will be targeted for two different outcomes: Transformational improvement will be achieved through deployment of technology that allows breakthroughs to occur in the way services are delivered. 4 New Capabilities 4 New Business Models 4 New Delivery Methods Transformational Transactional improvement will be achieved by deploying technology that incrementally enhances the speed, efficiency or reliability of current government processes. Transactional New Business Practices Performance Barrier Ongoing Business Operations é Timeliness é Efficiency é Reliability key objectives for year 2000 readiness u Provide on-going education and consultation to senior management on all issues relating to Y2K readiness. u Achieve full compliance for all assigned operational areas. u Report on IT progress with decentralized organization. for business process improvement, partner with: u Materials Management for continued development of On-line Procurement system. u Correctional Health to expand implementation of Pharmacy Automation system. u Transportation to enhance on-going Roadway Management project through GIS. u Justice and Law Enforcement Community to facilitate the overall governance and program management process of the integrated justice system. 573 maricopa county annual business strategies for 1999-2000 goal 2: build infrastructure for on-line government … to extend and enhance on-line government processes … to enable improved business communication and collaboration The foundation of on-line government is a technology infrastructure that surrounds public servants in an envelope of wireless and fiber-based services. These electronic highways and workstation on-ramps will provide an integrated array of multi-media information to those conducting the business of government. Smart Zone Digital Radio Horizontal Processes ATM Fiber Backbone key objectives improve information sharing and access u Conduct Technology Literacy Program. u Extend County Internet presence and capabilities. u Enhance County Internet functions and usability. u “Browser” front-end interface to administrative data. u Provide on-line “self-help customer support data”. build integrated technical infrastructure u SmartZone - complete digital microwave infrastructure build out. u ShareNet - complete Upgrade County ShareNet metropolitan network. u JLE - facilitate modernization and integration of J&LE infrastructure. u Data Network – further expand the ATM into large County facilities by converting largest facilities to higher speed backbones. u Geographic Information Systems – Establish new Countywide Central GIS domain. u Remote Access – Migrate all departments to centralize remote access. u Voice Network – Evaluate technology for integrating remote sites with central telephone switch. u Wireless systems – Complete digital microwave network infrastructure. Complete implementation of 1100+ Sheriff radios. Continue to convert outside agencies to SmartZone. 574 maricopa county annual business strategies for 1999-2000 goal 3: improve technology business practices … to enhance organization performance and employee morale … to measure organization efficiency and effectiveness Coordinate Decentralization The increasing velocity of technological innovation Global places significant demands Department on the business of technology management. Community As a result, the County will continue to develop modern Enterprise IT management methods which are consistent with Leverage best industry practices. Centralization Systems internal to a single department Interdepartmental systems and processes Policies, standards, infrastructure, security The management framework for the governance of County technology is based upon a balanced, three-tier federated model. key objectives improve technology business practices u Improve procurement and asset management systems and procedures. Publish Technology Desk Reference for managers. establish benchmark program and report on: u Quality metrics – continue improvement via customer satisfaction surveys. u Efficiency metrics – continue development using external benchmark comparison. u Cost metrics – continue development using external benchmark comparisons. 575 maricopa county annual business strategies for 1999-2000 general business objectives For organization resource management: u u u u u Meet or exceed established budget targets. Enhance management communications and accessibility. Seek outside recognition of projects and programs. Conduct training for all employees with special emphasis on “Ethics”. Conduct quarterly performance management reviews. ten guiding principles The following principles will govern the deployment of County technology: u Business processes will be simplified and redundant tasks eliminated prior to upgrading existing applications or implementing new systems. New methods will be thoroughly tested in pilot implementations prior to fullscale deployment. u Commercially existing applications will be opted for over custom-built applications wherever possible, with County processes modified accordingly. u Common applications systems will be deployed to perform the same function unless proof exists that a function must remain unique. u Small incremental system improvements will be considered before investing in new, large systems. u The infrastructure will be deployed so that the location of information resources is irrelevant. u Data will be entered into the information system only once, at the point of origin, and validated to provide safeguards and zero defects. Data definitions will be documented for all information that is shared between business units. u The enterprise-wide information systems that use the IT infrastructure will share resources effectively and efficiently through adoption of common standards and systems capabilities. u The infrastructure will integrate communications, computing and systems support functions automatically by means that do not require personal intervention, except in cases involving information security. u Access to information will be controlled according to County security principles and in accordance with public records laws. Information assets will be protected from attack, sabotage and unauthorized disclosure. u Business units at all levels are fully responsible for the benefits and costs of the information technology that they deploy. Their operations will employ the most cost-effective solutions that offer the most efficient information handling. 576 maricopa county annual business strategies for 1999-2000 justice and law enforcement strategies Maricopa County’s criminal justice system integrates the functions and responsibilities of the following elected and appointed offices: u u u u u u u u u u Superior Court County Attorney Sheriff Clerk of Court Justice of the Peace Courts Indigent Representation (Public Defender, Legal Defender and Office of Court Appointed Counsel) Adult Probation Juvenile Probation and Detention Correctional Health Services Medical Examiner The Justice and Law Enforcement arena is one of the largest segments of County operations. Not surprisingly, it is also the subject area with the greatest effort toward process enhancements. The crisis in the overcrowded jail system is indicative of a criminal justice system that is grimacing under the weight of an exploding population. Case numbers are increasing not only in criminal matters, but also in juvenile, civil, domestic relations, and probate/mental health. Recent year strategies have focused on the jail overcrowding crisis. The Citizens Advisory Committee on Jail Planning recommended a series of system improvements to complement an addition of more than 3,000 adult jail beds and more than 300 juvenile detention beds. After acquiring legislative authority for a public vote on the matter, voters approved Propositions 400 and 401 in November 1998, instituting a one-fifth cent sales tax to fund these improvements (for nine years, or until $900 million is raised). The Board of Supervisors appointed a Citizens Jail Oversight Committee to help guide efforts of implementing the voter-approved initiatives. The Committee will review plans and ensure they are in keeping with the Citizens Advisory Committee recommendations, or review proposed changes to the plan and verify that they meet the intent of the propositions. Implementation plans have been initiated for many of the initiatives, with substantial advancements anticipated during Fiscal Year 1999-00. In addition to these efforts, reengineering projects are underway within the criminal department of Superior Court. While a number of these projects are identified in the list of approved initiatives, the reengineering effort goes well beyond and addresses the goal of streamlining case process to a much greater degree. In relation to this effort, the objective is to seek operational improvements to enhance current systems/procedures to address inmate overcrowding and alternative jail programs. The following provides a status report on each of the eleven strategies approved to achieve this objective within Propositions 400 and 401. expand juvenile and adult jail capacity and provide related facilities Factoring in all system improvements that will be made, the Citizens Advisory Committee recommended that a total of 5,500 adult and 500 juvenile beds be added. This was part of a $1.4 billion, 15-year plan. Statute allowed and the voters approved a scaled-down plan totaling $900 million over nine years. The Master Plan consultants conducted a comparative analysis to help reconcile the Master Plan with voter approval. The consultants recommended that the final phase of the original plan be eliminated to coincide projects with the reduced revenues. Therefore, a total of 3,139 adult jail beds (built to classifications) and 388 juvenile detention beds are being pursued. Facility programming has been completed, with facility design occurring this fiscal year (see detailed section on new criminal justice facilities in the Capital Improvement Projects Strategies). maintain and operate adult and juvenile jail facilities All foundational documents recognized the substantial operational costs associated with detention facilities for adults and juveniles. On the adult side, the Master Plan indicated that for optimum usage of the current facilities, staffing must be increased prior to adding new beds. Increases in adult jail staff were funded in the FY 1998-99 577 maricopa county annual business strategies for 1999-2000 budget, with considerable additions addressed in the FY 1999-00 budget. Thus far, the Board of Supervisors has funded these positions by contributions from the General Fund. implement an integrated criminal justice information system Case processing timelines often expand due to a lack of readily available on-line computer data or the lack of staff. Many governments throughout the country are in the process of looking to integrate information systems among courts and justice-related departments, realizing that such improvements enhance public safety and the case processing capacity of justice agencies. An integrated criminal justice information system will: cut down on the same case data being entered at multiple points in the system; provide an opportunity to have timely, consistent and more reliable data; electronically converge various types of information on defendants; allow staff to use their time more efficiently; and provide data more quickly for making sound jail population management decisions. The Master Plan placed high priority on this item. Integrating complex and independent systems is a long-term endeavor. To guide the process, a Board of Directors has been established. Members include the policy leaders of the Superior Court, Clerk of the Court, County Attorney’s Office, Sheriff’s Office, Board of Supervisors and Indigent Representation, as well as the County Administrative Officer. The budget for FY 1999-00 includes an allocation for start-up costs. develop regional centers for courts not-of-record and/or reduce transports to justice of the peace courts The consultant team, RNL, recommended to the Citizens Advisory Committee to consolidate the Justice of the Peace Courts into four locations. The Committee believed such was beyond the scope of their charge. Rather, they recommended that the transport of adult detainees to various Justice of the Peace Courts be reduced by use of video arraignment and other options. The difficulty raised by the RNL team is the expense and risk to public safety of such transports. Statute and the ballot language refer to the RNL team recommendation. County staff is developing scenarios for co-locating the 23 existing Justice Courts and up to 17 projected Justice Courts by the year 2020. Scenarios are being developed for multi-court facilities in Mesa, Tempe, Scottsdale, Glendale/Peoria, downtown Phoenix, and the area east of I-17 and SR 101. Meanwhile, transports to Justice Courts have been reduced due to the reengineering pilot taking place in one court quadrant, for processing criminal cases. Deploying the pilot changes to all quadrants should result in further reductions in transports. implement differentiated case management The Master Plan was predicated upon the average length of stay in adult jail not exceeding 20.9 days – the primary determinant of that statistic is case processing time. The Maricopa County Superior Court has consulted with several additional advisors, and is in the process of implementing substantial changes to case flow management. Differentiated case management is one technique the court is using, tailoring the case management process to the requirements of individual cases and disposing of cases at the earliest possible stage. Also underway are changes to allow more time each day to process trials, reassigning casework between commissioners and judges, and other initiatives to expedite case processing. A pilot project has been underway for courts within quadrant A; these innovations are now being rolled-out to all courts in the downtown location. Resource needs related to these initiatives are addressed by contributions from the General Fund. eliminate unnecessary court proceedings The Master Plan and Committee recommended eliminating unnecessary court proceedings such as not guilty arraignments, and pursuing a rule change to allow Justices of the Peace to accept pleas in minor felony cases. The court consultants have further refined and added to these suggestions for the adult system, a number of which have been implemented as part of the pilot reengineering program underway for quadrant A courts. The main goal of the reengineering effort is to create meaningful events, so that hearings occur (requiring the presence of defendant, prosecution, defense, and taking court time) only when progress is made toward adjudication. Efforts are underway to eliminate non-firm trial dates and routine status conferences, as well as notguilty arraignments. Operational funds necessary are considered for allocation from the General Fund. consolidate criminal divisions to a common location The Master Plan recommended that Maricopa County Superior Court move the five criminal divisions at the Southeast Facility to downtown Phoenix, and replace the criminal courts with five civil divisions. Due to the considerable system-wide change that would cause, this item will require further study. Meanwhile, a number of the other initiatives underway may help challenges caused by dispersed facilities. 578 maricopa county annual business strategies for 1999-2000 expand pretrial release supervision It was recommended that Pretrial Services Agency programs be expanded by adding 32 new positions, which would enable the supervision caseload to be increased from approximately 530 to 1,200 adult defendants. An electronic monitoring program was also recommended for up to 150 units, which would allow community supervision of defendants who would otherwise be incarcerated awaiting trial. It was suggested that a study be conducted to review the current bail classification matrix to determine whether the decision factors used still have predictive capability. The study has been funded and is targeted for completion by July 1999. The first phase of adding staff and electronic monitoring was deployed in FY 1998-99 and funding for the next stage of staffing is reserved within the General Government portion of the FY 1999-00 budget. One-time costs were funded from the Detention Fund, with operational costs provided by a contribution from the General Fund. enhance substance abuse evaluation and programming The Master Plan recommended that Maricopa County enhance adult substance abuse evaluation and programming, to reduce the number of sentenced offenders awaiting evaluations and placement. A random test of offenders admitted to the Maricopa County Jail (adult) in the first quarter of 1997 showed that 67% of males and 59% of females tested positive for drugs. Many criminal justice systems throughout the country are placing more focus on substance abuse treatment in an attempt to reduce recidivism. Staff from various related departments have developed preliminary ideas to implement this initiative, with a detailed research effort to be underway this fall. General Fund dollars have been allocated in the budget for FY 1999-00 for initial improvements. expand drug court It was recommended that the Maricopa County Drug Court program for adults be expanded to include pre-adjudicated offenders, and that the category of offenders placed in the program be broadened. Drug-related filings by the County Attorney's Office increased 61% from 1990 to 1996. A pre-adjudication Drug Court with less restrictive criteria would enable these offenders to be released earlier from jail and receive appropriate treatment. An Early Disposition Court was initiated in November of 1997, where low level felony charges related to drug offenses are handled by a “one-stop-shop.” Instead of charges filed in Justice Courts and the case bound over to Superior Court for subsequent hearings, charges are filed direct into Superior Court and a hearing is held within 10 days. For that event, mechanisms are in place to allow the case to be completed in one hearing. Adult Probation, the County Attorney’s Office, Indigent Representation, and representatives of diversion programs collaborate and present defendants with options. The EDC has been enormously successful in expediting these types of cases and freeing regular calendars of the cases. EDC is presently being expanded to handle more cases, including those dealing with welfare fraud, and efforts are underway to develop an EDC at the Southeast complex in the future. The expansion was funded during FY 1998-99 with General Fund dollars, and additional funds have been allocated and reserved in the budget for FY 1999-00. expand community based programs for juveniles The Master Plan recommendation for juvenile beds was predicated upon adding community based alternative services and diversion programs for juveniles. Without these programs, additional detention beds in the order of 125 would be required (beyond adopted plan). Crime prevention dollars have been provided by the Board of Supervisors in prior fiscal years to address juvenile delinquency, with results demonstrating a reduction in referrals in the targeted areas. Within the budget for FY 1999-00, there are allotments from the General Fund for operational expenses and from the Detention Fund for capital expenses associated with these first phase efforts: truancy prevention, electronic monitoring, and partial funding for drug diversion supplemented by department dollars (for testing, parenting classes, cognitive education). The Court has also expanded the juvenile drug court with assistance of grant dollars, and is seeking a contract with the Arizona Administrative Office of the Courts to help fund other alternatives to detention. co-located justice courts The County is working on projections for new justice courts by 2020. Based upon those projections, the County will identify areas, or "zones" that will be served through co-located, County-owned facilities. In addition to zones that comprise the Tempe/Chandler and Mesa/Gilbert areas, the County will focus on zones comprising Downtown Phoenix, North Phoenix east of I-17 and the Northwest Valley area. These three additional zones will be reviewed for possible site 579 maricopa county annual business strategies for 1999-2000 acquisition and construction starting in FY 2001. The Board must make the final decision regarding funding and timing of these projects. The County is relocating the Scottsdale Justice Court to North Scottsdale near Hayden and Bell Roads. The County and the Town of Gilbert administration departments have discussed a possible co-located site for the Gilbert Municipal Court and a future justice court precinct. The Board must make the final decision regarding funding and timing of these projects. correctional health Correctional Health Services has developed two strategies with various objectives for each. The first is to assure patient well-being through quality health care, which meets National and State standards. Objective 1: Meet State licensure and National Commission on Correctional Health Care (NCCHC) standards to maintain accreditation. Activities include developing an Infection Control policy and program; ensuring that 100% of arrestees in the booking area are screened by CHS staff or designated MCSO staff in the pre-booking area; and completing health assessments within 14 days on 95% of inmates who remain in jail 14 days or more. Objective 2: Deliver health care in a timely, efficient and cost effective manner. Activities include revising medication administration procedures in conjunction with automated system; expanding the Keep-on-Person medication program; and improving the system for medical charts and medications to follow patients within the jail system in a timely manner. Objective 3: Provide Unit Managers with the appropriate tools and resources to manage effectively. Activities include ensuring that current staffing plans are in place for each clinic or unit; and making available personnel rosters, Registry status; equipment/purchase requests and on line real time budget and budget management reports. The second strategy is to contribute to the general public’s health by extending patient wellness beyond their release into the community. Objective 1: Increase continuity of care with community agencies. Activities include maintaining and strengthening links with community HIV resources; pursuing funding for chronic condition case managers; making it possible for high risk, eligible inmates to apply for AHCCCS before release from jail; and maintaining and strengthening the relationship with Valu-Options for mental health patients. Objective 2: Build patient self-sufficiency through patient education on chronic conditions and communicable diseases. Activities will include developing/obtaining/facilitating provision of patient education materials to all patients with chronic conditions; and supporting collaborative efforts with Maricopa County Department of Public Health to educate inmates on communicable diseases such as STDs, HIV and Hepatitis. sheriff’s office The Sheriff’s Office has worked with the Office of Management and Budget, the County Administrative Officer and Correctional Health Services to develop a plan to ensure that the jails are adequately staffed to ensure that inmates receive proper medical attention. The jails must be staffed at a level to ensure adequate supervision while still allowing staff to transport inmates to the appropriate sight at which they will receive medical attention. Below are some of the challenges that each detention facility faces. madison street jail Madison Street jail houses all the maximum security and close custody inmates as well as the juveniles being held as adults. Because of gang affiliations, court ordered recreation for many inmates must be provided individually to guard against inmate assaults. For many of the violent inmates, general movement within the jail requires two officers. Such a strain on the available staff requires that further officers be hired to provide escort for medical services. 580 maricopa county annual business strategies for 1999-2000 durango jail Durango Jail houses minimum and medium security inmates. The jail currently houses triple the population it was designed. Such a high inmate population coupled with the contact visitation process has significantly burdened the staff and the ability to provide the necessary medical transport services. towers jail The Towers Jail is entirely doubled bunked. The jail is mostly general population with Tower 6 reserved for disciplinary segregation and maximum security. Again, population levels require additional officers for adequate medical transport. estrella jail Estrella Jail houses both all classifications of both male and female inmates. Further, the jail supports Tent City which surrounds the jail. Providing support for such a large and varied population has placed an enormous strain on staffing resources. Additional officers are required for medical transport. first avenue jail First Avenue is the oldest jail in the system and its linear design makes supervision of the inmates in their cells difficult. The jail houses a varied classification of inmates including females and sentenced Department of Corrections Inmates. A significant amount of inmate movement is required to keep the various classifications separated. Additional officers are required for medical transport. central intake The poorly designed intake area makes it difficult to handle the level of bookings brought in. All inmates must receive a medical screening which requires an officer to escort the inmates to the screening, supervise them while with the medical staff, then escort them back. The area is currently under staffed to provide such supervision. medical services Medical Services Unit supervises the infirmary. Additional officers are needed to complete the necessary paperwork, supervise inmates on suicide watch, and segregate and move the various classifications of inmates. security and transport Additional officers are needed to accommodate the increased number of medical runs, emergency runs and doctor visits. FY 1998-99 FY 1999-00 FY 2000-01 TOTAL New Detention Positions Assigned to Transportation Area Recruitment Classes for Transport Officers Part Time Detention Officers TOTAL 14 21 5 40 13 14 41 13 26 60 0 0 5 26 40 106 The Sheriff’s Office will continue to work closely with County management and Correctional Health Services to ensure that inmates receive the necessary medical attention. superior court As noted in previous sections, there are considerable efforts underway within the criminal department of Superior Court, in attempting to streamline case processing and expedite case disposition. The following summarizes components of the Comprehensive Plan for Criminal Case Management, published on June 28, 1999 (detailed report available from Superior Court): 581 maricopa county annual business strategies for 1999-2000 (1.) Implement and evaluate Quad A pilot: initiated in January 1999, the procedural changes employed with the pilot proved successful. This has resulted in pilot initiatives (as modified and improved) being instituted in all criminal court divisions. (2.) Eliminate traditional morning calendars, allowing judges to begin trial at 9:30 a.m.: based upon successes gained through the Quad A pilot. Is being implemented department-wide. (3.) Restructure and co-locate criminal quads downtown: to better distribute the workload, will reduce the size of downtown quads from five judges and one commissioner to four judges and one commissioner. Will also co-locate quads onto common floors. (4.) Judicial leadership and oversight of case transfer: weekly meetings focus on placement of overflow cases. (5.) Implement backlog reduction program: multi-pronged approach to address 2,500 backlogged pending felony cases. (6.) Develop quad coordinators to facilitate scheduling, case transfers, etc.: work with quad leaders and other court officials to handle cases more efficiently. Being implemented. (7.) Improve process for resolving disclosure and discovery disputes: court helps to mediate opposing counsel issues. (8.) Support plea cut-off dates to coincide with initial pretrial conferences: encourages guilty defendants to plead earlier, which results in more meaningful court appearances and saves transportation costs. (9.) Expand early disposition court to expedite case processing: this one-stop-shop concept for speedy disposition of certain cases has been highly successful. Plan to expand to other low-level cases and to other locations. (10.) Continue and encourage the use of settlement conferences: requested Arizona Supreme Court rule change to continue the program from its experimental basis. Has been successful at avoiding trials in numerous cases. (11.) Pre-select juries for short case transfer trials: when a judge becomes available, cases expecting short trials may be advanced and completed. (12.) Utilize not-guilty arraignment waivers: rule allows such for a one-year pilot, yet is currently on hold. (13.) Improve pre-sentence report process: continue efforts initiated in 1998, to accelerate completing reports to expedite sentencing. Implementing first for in-custody defendants. (14.) Implement criminal bindover efficiency program: electronically download information on cases transferring from Justice to Superior Court. (15.) Implement expedited mental health screening: implemented in 1997 to quicken screenings for competency determinations, resulting in decrease jail costs and expert treatment fees, and faster treatment for defendants. Technology-Related Initiatives (16.) (17.) (18.) (19.) (20.) (21.) (22.) 582 Year 2000 conversion of LEJIS to CMS database: the significant, multi-departmental conversion has occurred, with full automation support expected this fall. Increase statistical reporting and analytical capacity: to make available better and more timely case management-related information for improved decision-making. Implement “conflict free” attorney calendaring: provides available dates for court and counsel, to minimize scheduling conflicts and wasted court time. Produce aged case (CAL-ACTI) inventory reports: case inventory reports by court division, for setting meaningful court events for older cases. Develop and integrate a criminal justice information system: all justice and law enforcement partners are co-developing plans for an integrated system. Was approved by voters as part of Proposition 400. Refer to the Technology section for more detailed information. Implement video projects: video conferencing has been highly successful, particularly video arraignments between Justice Courts and defendants in jail (eliminating transports). Implement electronic monitoring program for pretrial defendants: approved by voters as part of Proposition 400, is appropriate for selected pretrial defendants to aid in their supervision. maricopa county annual business strategies for 1999-2000 (23.) Evaluate risk assessment system (bail matrix): one of the initiatives in Proposition 400, preliminary findings are available. Will ensure that release tools available to judicial officers are responsible and valid. Future Planning and Resource Considerations (24.) (25.) (26.) (27.) (28.) (29.) Request for three additional judicial divisions: to handle overflow criminal trials and reduce the criminal case backlog. Convert appropriate commissioner positions to judge positions: phasing plan under development to convert general fund commissioner positions to Superior Court judgeships over three years. Expand jail and create early felony processing center: additional jail beds approved within Proposition 400, which will include four courtrooms. Proceedings to occur will include innovative approaches to facilitate making court decisions early in the process whenever possible. Amend peremptory right to change judge: to reduce the practice of “judge shopping.” Expand courtroom space: required to accommodate any new court divisions. Implement continuous initial appearance court: to expedite hearings, provide consistency in release decisions, and expedite assignment of defendants to pretrial supervision which relieves jail overcrowding. capital improvement projects strategies New capital construction projects have one over-arching objective: to improve cost effectiveness in the delivery of County services. This can be accomplished by planning, financing, purchasing and/or constructing new facilities that will: u u u u reduce and/or eliminate the County’s reliance on rental space and costly lease agreements; reduce the percentage of dollars utilized to support building operations ; enable the County to reallocate limited taxpayer resources; and provide additional space to meet the challenges from the ever growing County population’s need for services A noticeable escalation in capital improvement plans occurred in the FY 1999-00 Final Budget. Projected capital project expenditures for the coming fiscal year total $217,680,139 which represents a 41.4% increase over last year’s capital improvement budget of $153,917,566. Over a billion dollars is anticipated in Maricopa County capital improvement expenditures in the coming five years. Criminal Justice Facilities Projects, funded by a voter-approved sales tax (Jail Tax) passed in November 1998, comprise a large portion of planned expenditures. Capital improvement projects described in this section of the Business Plan are: Criminal Justice Facilities • New Adult and Juvenile Facilities General Government Projects • New Downtown Administration Building/Parking Garage • New Medical Examiner Building • Records Storage • Co-located Justice Court Facilities Maricopa County Integrated Health System Projects • Multi-Purpose Building on MMC Campus • MMC Improvement and CHC Buildout Flood Control District Department of Transportation FY 1999-00 Budget $ 55,028,139 27,989,000 440,000 64,655,000 69,568,000 $217,680,139 583 maricopa county annual business strategies for 1999-2000 criminal justice facilities strategy The new adult and juvenile detention facilities strategy is the sequel to the justice and law enforcement strategies outlined in the FY 1998-99 Maricopa County Business Plan. This issue passed in the November 1998 general election enabling the County to meet its critical business objectives of identifying appropriate long-term funding and commencing planning for the expansion of adult and juvenile detention facilities and the various ancillary and support facilities. The programming phase is in progress and will continue through July 1999. The design phase will begin about August 1999, and will continue for 18 months through early 2001. The construction phase will begin in May 2000 and continue through the end of 2005. This will include completion of all work and closeout of all contracts. capital expansion strategy downtown phoenix When complete, the project will consist of a high-rise jail that will house approximately 1,300 pre-trial maximum custody inmates. Included in this facility will be a new intake processing center, two initial appearance courts, and the required administrative and support areas. Construction of a tunnel system connecting the new facilities with the existing Madison Street Jail and Courts is anticipated as well as, remodeling of the existing intake for a high security court and an early felony processing court. A nearby parking structure will be constructed to provide parking for sheriff’s employees, visitors, and others conducting business at the new facility. The parking structure will be multi-leveled and will house other offices or functions, including the Medical Examiner facilities and Correctional Health administrative offices. durango complex When completed, there will be approximately 1,800 new beds. This facility will house sentenced inmates in both maximum custody cells and minimum-security dormitories, a 256-bed psychiatric unit, and a 512-bed housing unit for remanded juveniles. The Complex will also include a new laundry, a central stores warehouse, and a food factory to support all Maricopa County detention facilities, both adult and juvenile. A new support facility will be constructed at the existing Estrella Jail to provide shower, dayroom, and program space for the inmates housed at the tents. Durango Juvenile Probation will add 220 new beds for both pre-adjudicated and post-adjudicated male and female juveniles. The addition of these beds may require a new intake center, and other support space to be provided. A new Juvenile Court Center will add 12 new courts with associated office space for support staff and related functions. The existing Juvenile Court Center will be modified to make use of its space in support of overall courts’ needs. A new 48-bed residential treatment facility will also be constructed on the site. southeast regional facility The Southeast Regional Facility will have an additional 120 new juvenile beds constructed, with supporting educational, program, and administrative space. One new courtroom will be added by remodeling existing space. performance measures/impact of not funding this fiscal year operation and maintenance costs Operating costs associated with the new jail and juvenile detention facilities will be budgeted by the user department in conjunction with the Facilities Management Department. Operating costs associated with nonconstruction programs, e.g., Criminal Justice Information System and alternative programs, will be budgeted by the user department. general government facilities strategy new downtown administration building and parking garage The 1999/00 Fiscal Year Capital Improvement Plan includes $2.5M in funding to initiate the planning and design for a new 500,000± square-foot administration building. The proposed building will house administrative offices 584 maricopa county annual business strategies for 1999-2000 and related functional space requirements, and County departments and services--including residing in leased space in the downtown area. those currently The proposed location is east of the current County Administration Building within the area bounded by 5th and 7th Avenues and Jefferson and Jackson Streets. Funds for further development, bidding and construction will be requested in the following three fiscal years. Construction is anticipated to be complete and the building ready for occupancy by July, 2003. Funding for the building will be offset in part by savings from annual lease payments to vendors that will no longer be necessary. The total project cost for the new administration building from conception to completion is $61.5M. Additional parking will be required for the new office building. A master plan of the Downtown area is now underway to identify potential parking sites for consideration. In fiscal year 1999/00 $500,000 will be used to engage a consultant who will work with the new administration building development team to prepare studies and make recommendations concerning whether it is feasible to add space to the existing Jail/Medical Examiner parking structure or whether a separate structure is necessary. Funds for further development, bidding and construction will be requested in the following three fiscal years. It is anticipated that construction and completion will coincide with that of the new administration building. The total project cost for the new parking garage from conception to completion is $22.9M. The Downtown Master Plan Committee has met and will investigate sites that may be considered which will allow the County to grow in a logical, cost-effective manner over the next 5 to 20 years. The committee will also investigate which services need to be located in the downtown core and those services that might be dispersed throughout the County. new medical examiner facility In order to meet the growing needs of the Medical Examiner staff and to provide space and equipment that most effectively allows them to deliver the mandated services to the public, a new 40,000± square foot facility is planned to replace the current outdated facility. The new facility is proposed for the north half of the block, south of Jackson Street, bounded by 7th Avenue and 5th Avenue and will be part of a new parking structure that will serve the Medical Examiner, general parking and the proposed new jail facility. The architectural firm The Stichler Group was selected to provide design services for the building. Contract negotiations are currently under way. The Stichler Group will also work closely with the architectural firm selected to design the new jail and concerned groups to help initiate the City of Phoenix desire to make ‘Jackson Street’ a pedestrian friendly street in keeping with their ‘Warehouse Overlay District’ concept. $1M in fiscal year 1999/00 funds will allow the design and construction documents to be prepared, construction bids received, selection of a general contractor and the start of construction late in that fiscal year. The total project cost for the new facility from conception to completion is $13.5M. records storage Replacement space is required for Clerk of the Superior Court documents and offices currently housed in space that has been identified for demolition at Durango in conjunction with location of new justice related facilities. Currently the Clerk’s office has 15,000 square feet of storage and office space at the Durango location. Ideally, the replacement facility will provide office space as well as room for growth for the Clerk’s office and others. An informal survey of storage needs in the downtown area indicates a need well in excess of 100,000 square feet. co-located justice court facilities The County is working on projections for new justice courts by 2020. Based upon those projections, the County will identify areas, or “zones” that will be served through co-located, County-owned facilities. In addition to zones that comprise the Tempe/Chandler and Mesa/Gilbert areas, the County will focus on zones comprising Downtown Phoenix, North Phoenix east of I-17 and the Northwest Valley area. These three additional zones will be reviewed for possible site acquisition and construction starting in FY 2001. The Board must make the final decision regarding funding and timing of these projects. The County is relocating the Scottsdale Justice Court to North Scottsdale near Hayden and Bell Road. The County and the Town of Gilbert administration departments have discussed a possible co-located site for the Gilbert Municipal Court and a future justice court precinct. The Board must make the final decision regarding funding and timing of these projects. 585 maricopa county annual business strategies for 1999-2000 maricopa integrated health system capital improvement strategy multi-purpose building on maricopa county medical center campus A 300,000± square foot building and related parking garage is being planned on the MIHS campus to alleviate overcrowding and allow better resource allocation at other leased and owned facilities. Initial planning, which includes a recommendation for the best mix of occupants, is being completed. Among those occupants being considered are the MIHS Financial Staff currently located in leased space, the Public Health Clinic and Administrative Offices currently located on East Roosevelt, Environmental Services currently located in leased space at Central & Roosevelt and Human Services currently located at the county’s West Durango location. The consolidation of Public Health and Human Services into a new facility will eliminate the physical limitations of the current outdated and costly-to-maintain facilities, and will consolidate two direct service providers to one location which will better accommodate customers. Also under consideration is the creation of a new Research Lab for MIHS in affiliation with the University of Arizona Medical School. A master plan of the MIHS Campus is currently being prepared. A Letter of Interest is being advertised for consultant services for programming for these departments. $1M in funds from the 1999-00 will be used to retain the programming consultant who will also make recommendations on the building occupancy and assist in the preparation of the scope of work and an RFP for the new building and parking structure. Funds for this project are to come from general and enterprise funds. The total project cost for this project from conception to completion is $51M. mmc improvement and chc buildout Maricopa Integrated Health System has contracted with Cornoyer Hedrick, Inc. architectural firm to begin the programming of what will be become a 30 million-dollar project. This project renovates the first floor of Maricopa Medical Center through the design and construction of improvements necessary to promote patient care services for the residents of Maricopa County. Included in this project will be improvements to the Comprehensive Health Center situated adjacent to Maricopa Medical Center. The two floors of this center--currently shell space--will be renovated to provide complementary services to those services already offered by the health system. This entire project is scheduled for completion in December 2001. When complete, the CHC will be a state-of-the-art facility with all the amenities necessary to offer and provide a wide array of services to the populations served by the County’s health system. flood control district The Flood Control District's five-year Capital Improvement Program (CIP) is developed through a process of comprehensive planning and project prioritization. The planning portion is accomplished through the preparation of comprehensive regional studies and analyses such as Area Drainage Master Studies, Area Drainage Master Plans, Watercourse Master Plans, and Floodplain Delineation. These studies are then used to determine those locations in Maricopa County that are most at risk from potential flooding, and possible CIP projects that can mitigate this flooding. Potential CIP projects are evaluated and prioritized using eleven weighted criteria. Criteria Possible Points 1-6 71 out of 100 7 – 11 29 out of 100 Focus Area, environment and amount of protection offered by project Partnering, cost and the operations and maintenance of completed project Once the projects are prioritized they are placed in a queue to await the availability of CIP funds for design, rightof-way acquisition, and construction. If necessary, each potential CIP project undergoes a pre-design study which provides more detailed information about design and construction costs, land acquisitions, permitting and mitigation implications, and operations and maintenance requirements. During the last decade, most of the District's CIP projects were carried out in the central metropolitan portion of the valley where the greatest amount of development had occurred and the area to be benefited from CIP projects was the greatest. Currently, the southeast valley is the focus of the District's efforts because it is experiencing the greatest growth and is expected to continue to do so over the next five or so years. 586 maricopa county annual business strategies for 1999-2000 The District is now planning for projects in the north and west portions of the County because both the County and the Maricopa Association of Governments (MAG) project that these areas will experience the greatest growth over approximately the next twenty years. The benefits of planning for CIP projects in the north and west portions of the County are: (1.) (2.) (3.) (4.) projects which precede development cost less projects can be more easily integrated into planned development projects not only protect against floods, but serve multiple functions to improve quality of life and thereby have greater use and benefit to the citizens of Maricopa County, and projects allow the District to fulfill its mandate of restoring and preserving the natural and beneficial uses of floodplains with the least amount of disruption to the lives of Maricopa County's citizens. Planned expenditures for the FY 1999-00 Flood Control CIP total $64,655,000. department of transportation Project selection for the Transportation Improvement Program (TIP) begins with the Maricopa County Department of Transportation’s (MCDOT) annual review of transportation needs. This is done by actively monitoring traffic volumes, accident locations and rates, pavement conditions, environmental concerns, and maintenance problems on all County roadways. Possible projects identified through this process are reviewed with other requests. Requests for projects are also coordinated with ongoing planning efforts of the cities and towns, as well as, state and federal agencies. Staff also considers comments, ideas, and requests for projects from the public. Annually, staff reviews each of the County-identified or non-County requested projects or studies. Each project is then ranked using a 1-100 rating system, approved by the Transportation Advisory Board (TAB). The County also considers Candidate Assessment Reports (CAR), Design Concept Reports (DCR) and fully designed projects submitted by cities, towns or other agencies. A CAR is a basic study that identifies the best possible alternatives to the problem, provides an estimated cost to complete the project and a schedule for completion. A DCR is a preliminary engineering study that provides much more detail than a CAR concerning the best project alternative, its proposed cost and schedule. Any city, town, or other government agency may submit a CAR, a DCR or fully designed project in lieu of a request. These studies are also ranked and considered for the TIP. Staff then matches available County funding with the already ranked and recommended projects. citizen participation program Transportation staff receives public opinion concerning CARs or DCRs through a Countywide public involvement program. Staff makes a recommendation to the County’s internal review committees when the public input process is complete. When staff has documented and considered all the comments the process is complete. internal review committees The ranked project requests, CARs and DCRs are presented to the County’s TIP Project Review Committee (PRC). This committee consists of staff from each MCDOT division. The TIP Committee recommends projects that should advance to the next level of development. The Committee’s recommendations are forwarded to the Project Review Committee (PRC). The PRC consists of various MCDOT division heads. Final recommendations 587 maricopa county annual business strategies for 1999-2000 are then forwarded to the TAB. Under normal conditions, the staff recommends only the highest ranked project requests for further study or funding. determining priorities The County uses a weighted 1-100 scoring system for comparing project requests, CARs, DCRs or designed projects. MCDOT created the project ranking system to comply with the mission, vision and objectives of the County. The system was also designed to carry out the adopted Comprehensive Plan and the Transportation System Plan. In addition, staff may consider public comments, planning goals, and other non-numeric factors. commitment to programmed projects The TIP is based on a commitment to complete projects in two phases, development and construction. Each year projects with completed DCRs are added to the new TIP in either phase. Projects already in the program are reviewed each year to see if they are ready to progress to the next TIP phase. MCDOT is committed to expediting projects through the entire process. A project may be moved ahead, delayed, or on occasion, deleted from the TIP as the situation dictates. tip project selection process New TIP projects are selected using the previously described process. This process saves time for jurisdictions that submit completed CARs, DCRs or fully designed projects. Throughout the year MCDOT ranks initial project requests for consideration to conduct CARs. Staff then includes all completed CARs, DCRs or designed projects in the project pool. If a project doesn’t progress to the next phase within three years, the applicant must resubmit it. specific criteria used in ranking tip projects in order of importance: 25 points: Safety: Accident rate, accident severity cost, roadway configuration and pavement condition 25 points: Current and future traffic congestion 20 points: Benefit/cost ratio (must be a positive value to receive points) 15 points: Compliance with the Comprehensive Plan and Transportation System Plan, percent of regional travel on the roadway and environmental factors 15 points: Joint sponsorship includes the financial commitment to the project by a local governmental agency 5 points: Bonus points for including intelligent transportation system, pedestrian, bikeway, transit, and environmental components to the project factors that might cause a project to be rescheduled or deleted from the tip: u Altered transportation needs u Emergencies or other developments that might alter traffic patterns u Right-of-way considerations u Issues surrounding agreements between principal jurisdictions u Environmental or archaeological factors that influence the final design u Changing land use patterns projects may be accelerated as favorable conditions arise, such as: u Additional or new funding received by the County (increased revenue, grant sources or partnerships) u Altered transportation needs u Emergencies u Cooperation with other jurisdictions 588 maricopa county annual business strategies for 1999-2000 u Changing land use patterns u Recreational use Planned expenditures from the FY 1999-00 budget for the Transportation CIP total $69,568,000. community service strategies The Community Services Agency plan is to reduce net impact to the County’s general fund for all department operations by 5% annually, by utilizing partnerships, better financial planning, improved revenue collections, team building and the development of performance measures. The agency departments will continue to partner on common goals and objectives, space planning needs, satellite offices, teleworking, and explore the development of the County’s first “virtually private agency”. community development block grant Community Development will continue to provide leadership and administrative oversight for the HOME Consortium. The HOME Consortium is a voluntary association of governments for the purpose of being eligible to receive federal HOME funds from the US Dept of HUD. The partners are the Town of Gilbert, the Cities of Chandler, Glendale, Mesa, Scottsdale, Tempe, Peoria and Maricopa County. The Consortium brings in approximately $4 million dollars to its members annually for the creation of affordable permanent housing for the low to moderate income population. Without the partnership, the individual members would not meet the threshold for funding. Maricopa County has been designated the lead agency for the Consortium. Administrative tasks and costs are fairly divided among the members and the lead agency as outlined in individual IGAs. The County receives 4% of each members grant for providing overall administration and oversight. housing In 1998, the Maricopa County Housing Department reached a milestone by scoring 84.75% on the Public Housing Management Assessment Program (PHMAP). PHMAP is a performance measurement tool used by the U.S. Department of Housing and Urban Development (HUD) to rate operational efficiency in public housing programs. The Department scores that ranged between 40-63% of a possible 100 between 1993-1997, increased to 84.75% in 1998. With that rating, the Housing Department was removed from HUD’s “troubled status” to “standard performer” and is now eligible to apply for funding opportunities previously denied while troubled. Expectations rose and so did performance. The standards of performance as measured under PHMAP; occupancy, rent collections, inspections, accounts receivable, energy conservation, modernization efforts, financial management, work orders, resident programs, and the time it took to re-rent units, became part of each employee’s performance plan. Armed with this knowledge and commitment to remove the agency from troubled status, the entire public housing division staff of 29 banded together. The Housing Department performed as one team, achieved something that hadn’t happened in six years and in 1999 expects a rating over 90% which will earn the Department the coveted “high-performer” status from HUD. With that designation, the Department is released from routine reporting requirements and the door opens for additional funding opportunities for Housing. library district The Library District continues to partner with local communities to provide public library services without requiring funds from the county general fund or an increase in the library district tax. Most recently the District has been developing agreements with Surprise and Fountain Hills. In both cases the communities will be constructing new facilities to house libraries that will be operated by the Library District. In Surprise the District will operate a Northwest Regional Library and in Fountain Hills an expanded community library. parks and recreation All parks are seeing an increase in revenue from general park use and all parks and recreation areas are experiencing an increased demand from special event promoters to introduce athletic and social events to the regional park system. The continuing goal is to review carefully each request to ensure that it is compatible with the facilities, the activity schedule in each park, and the environment. Each Park Supervisor is striving to increase activity and public exposure that will not damage the desert or the habitants of their park. The Parks & Recreation 589 maricopa county annual business strategies for 1999-2000 Department also plans to implement an automated fee pay system. This system will replace the current honor system. It will allow the users to receive change for larger bills and allow the use of credit cards. This system will improve service to the users and increase the security of cash collections and staff. The increased compliance will result in increased revenues. public fiduciary The Public Fiduciary's Office continues to protect citizens in need of guardianship, conservatorship, and decedent services and in the last 5 years has improved the cost recovery percentage for the program from 16% to 52%. The department achieved its goal of 96% timeliness on court filings and the return or error rate for court accountings was less than 1%. A new timekeeping system has resulted in better accountability, productivity, and documentation on cases. It has also assisted with accountability in the teleworking program. The Public Fiduciary's actual expenditures for FY 98/99 were less than 10 years ago. stadium district The Stadium District’s industry awareness campaign continues to be successful with wide coverage of past and future non-baseball events being staged at Bank One Ballpark. The Stadium District will increase by 50% District events and activities. The District will generate District event revenues in excess of half a million dollars through existing contracts and by re-working contracts. The national trend is that public owners receiving high revenues have high maintenance and capital repair obligations. The Stadium District has one of the highest revenue deals but not high maintenance and repair obligations. planning and development The Planning and Development Department, Maricopa County Flood Control District, Maricopa County Department of Transportation (McDOT), McDOT Information Technology Center, Environmental Services Department and the Assessor’s Office partnered to develop the One Stop Shop Program. The One Stop Shop Program has been created to provide better customer service to those customers involved in the land development process. As lead agency, the Department of Planning and Development created a Business/Strategic Plan which outlines the goals, performance measures, strategies, means and timing to bring about the complete implementation of the One Stop Shop Program. one stop shop strategy Over the years, both customers and staff have identified areas where the County has not provided similar levels of land development permitting services as other Valley jurisdictions. In the summer of 1997, the County established a multi-departmental team to take a look at these concerns. Their charge was to review the County's processes and propose improvements. The departments involved in this effort were the Planning and Development Department, Maricopa County Flood Control District, Maricopa County Department of Transportation (MCDOT), MCDOT Information Technology Center, Environmental Services Department and the Assessor’s Office. This group used information obtained from customers and staff involved in the land development process to identify particular areas of concern. The identified issues covered a variety of topics. Concerns included office waiting times, processing times, parking problems, outdated regulations and procedures, the lack of technology, inter-departmental coordination and human resource issues. With support from the development community for increased user fees to cover program costs, the County’s current One Stop Shop Program concept was born. The central focus of this concept is to make a variety of development permitting services available at one location, as opposed to the multiple locations a customer must currently visit to access services. A general outline of the concept was endorsed by the Board of Supervisors in May of 1998. As part of the concept, the Planning and Development Department was identified as the lead customer service agency. Also in May of 1998, the Board approved a dedicated fee for obtaining a unified permitting software program; a critical element for allowing all departments participating in One Stop Shop to communicate with each other. In February of 1999, the Board approved the final “One Stop Shop” concept. As the lead agency for this program, Planning and Development will coordinate the unified permitting software, provide the customer service interface and coordinate the regulation process. To fulfill these obligations, the department has developed a comprehensive business/strategic plan. This plan consists of the following six major strategic areas: 590 maricopa county annual business strategies for 1999-2000 u u u u u u Organizational Structure Strategic Planning Financial Employee and Human Resources Technology Location Within each of these strategic areas multiple implementation measures have been identified. These measures are detailed below. organizational structure Two overall organizational strategies have been identified to improve customer service and implement the One Stop Shop Program. The first is to operate the department from a private enterprise perspective or to “run as a business”. The second is to maintain a market competitive position for all departmental operations and functions as compared to similar jurisdictions. To implement these principles, the following three overall goals have been established: (1.) Enhance the perception of Maricopa County by improving the delivery of development services through implementation of the County’s “One Stop Shop Program”. (2.) Reengineer processes to streamline, simplify and eliminate any redundancy. (3.) Strive to reduce processing times, while meeting legal obligations. In order to determine the amount of progress made to implementing proposed changes, a comprehensive set of performance measures have also been developed. The department currently estimates that it will be necessary to significantly increase current staffing levels to fully implement the One Stop Shop Program. Therefore, it will be critical to redesign the department’s organizational structure. The intent of this redesign is to ensure greater accountability for the delivery of services, provide the tools necessary for managers and supervisors to guarantee that the appropriate services are delivered in a timely and professional manner, and to allow staff to more efficiently deliver services. This redesign also includes assigning similar and related functions to the same organizational unit to promote internal efficiencies. strategic planning A number of strategic planning activities have been identified to achieve the One Stop Shop goals. The first element is to institutionalize and implement an ongoing Business Plan/Strategic Planning process. This will ensure that adequate resources are devoted to implement the many changes necessary to transform current service delivery methods into the One Stop Shop concept. Implementing an ordinance management process is the second activity identified as part of this strategy. Ordinance management will include developing a comprehensive structure and uniform format for all development ordinances in the County, as well as coordinating all future amendments and additions to ensure that redundant and incompatible and/or inconsistent requirements are not adopted. Coordinating forms and implementing a written directive process to clarify regulation inconsistencies is also envisioned as a major element of the ordinance management process. Staff procedural manuals and better record management are also facets of a comprehensive ordinance management system. Identifying and implementing reengineering opportunities provides the greatest single possibility for significant process and service improvements. Implementation of these opportunities will emphasize four key elements of the County’s Business Plan: (1.) Simplify doing business with the County (2.) Accelerate key business processes (3.) Enhance critical decision making (4.) Synchronize reengineering of work processes with application of technology 591 maricopa county annual business strategies for 1999-2000 To implement the department’s second organizational strategy (to maintain a market competitive position relating to all departmental operations and functions as compared to similar jurisdictions), it will be necessary to begin competitive analysis of service delivery activities and the workplace environment. To undertake this analysis, it will be critical to develop and maintain a database of information relating to key operational processes from the selected comparison communities (Phoenix, Chandler, Scottsdale, Tempe, Mesa, Peoria, Glendale and Pima County). financial To effectively implement the One Stop Shop Program, it became necessary to establish the Planning and Development Department as a Special Revenue Fund. This status change emphasizes the importance of developing a Financial Services Division within the department. The primary mission of this new division is to provide greater accountability, tracking, coordination, and reporting on the collection and use of resources in the development process. The division will also improve fixed assets inventory, centralize an internal procurement system, develop/revise an internal budget/accounting system, coordinate position control and payroll, review next generation financial systems, provide internal audit capabilities, promote data sales, coordinate revenue collections, and develop a vehicle management plan. employee and human resources The activities included in the employee and human resources strategy will provide a competitive workplace environment. These activities include developing and implementing new job descriptions and a market range plan to place the department in a short-term competitive environment with selected comparable communities. Also, the department will develop and implement a compensation plan emphasizing performance to maintain a long-term competitive position. The department will also establish an employee performance management system that works in conjunction with the compensation plan to reward productive employees and discourage the loss of quality employees due to a non-competitive workplace environment. The final activity identified by this strategy is to develop and implement a training policy and training plans targeted at developing and maintaining employee technical proficiency and competency. These elements will also address the training needs of the various policy advisory boards for which the department provides staff support. technology The technology element recommends establishing a department division to coordinate the uniform permitting software for One Stop Shop and developing and implementing a technology plan. The department has acquired and is in the process of installing a uniform permitting software program. As part of this process, additional future technology enhancements are also planned and required to implement and maintain the One Stop Shop Program as envisioned. The technology plan will provide an outline of the best way to implement and coordinate existing, proposed, and future technological changes. The technology plan will further identify and address the specific make up and responsibilities of this division and establish the long-term direction for technology replacement and technology improvements. location Developing a transition plan to establish a new central location and satellite offices is the primary element for this strategic element. This plan will include the phasing of increased staffing, a new central facility and new satellite offices. The plan will provide guidance to lead the department from where we are to where we want to be with regard to physical locations for delivering services to our customers. Finally, the department’s business/strategic plan includes a work program for the current year and an outline of assignments for years 2 through 5 of the plan. This will provide guidance in terms of when specific activities are to be undertaken, as well as emphasizing the multi-year nature of achieving this very large and complex undertaking. summary The One Stop Shop Program has been created to provide better customer service to those customers involved in the land development process. As lead agency, the Department of Planning and Development has created a Business/Strategic Plan which outlines the goals, performance measures, strategies, means and timing to bring about the complete implementation of the One Stop Shop Program. 592 maricopa county annual business strategies for 1999-2000 community health strategies Maricopa County is responsible, under State law, to carry out several functions relating to the health of the community and those who live within Maricopa County. The County maintains a statistical database on several health measures including births, deaths, infectious disease, and other factors that impact the health of residents. The County is mandated to assess the risk of injury, illness and death in the community; develop and implement programs to reduce these risks; and assure the community that efforts to protect the health status of the community are appropriate, effective and efficient. The County also has the responsibility to assure access to care for those who are indigent or without the ability to pay for medical services. Several agencies are supported by the Maricopa County government to fulfill these mandates. The Chief Health Services Officer is responsible for the Department of Public Health, the Environmental Health Services Department, Correctional Health Services, the Animal Control Department, the County Medical Examiner’s Office and the Department of Human Services (Head Start, Job Training and Placement and Community Action Programs). These organizations provide primary preventive services to the community at large, ambulatory care for special medical needs (sexually transmitted disease, tuberculosis control, leprosy management, maternal and child health services, etc.), and primary care for special populations including the homeless and those in the county jail. The Medical Examiner determines the cause of unattended deaths and the County Registrar maintains the registry of all vital events. Primary, secondary, and tertiary medical care for the medically indigent are all provided by the Maricopa Integrated Health System in the Family Health Centers, and at the Medical Center. The County is also responsible for long term nursing home care for populations unable to pay for the service. These several functions and their relationships are shown below in Figure 1. risks The risks facing Maricopa County in the next decade fall into two distinct categories. First, problems directly associated with population growth are expected to increase. Second, Maricopa County is at risk from disasters, some natural, and others which are man made. The problems associated with growth have many sources. Stress from moving, new employment, unemployment, cultural change and the disruption in usual modes of communication take its toll in ways as diverse as road rage, vehicular trauma, domestic and child violence, homicide, suicide, an increase in sexually transmitted diseases, outbreaks of infectious diseases in vulnerable populations and increases in heart disease, stroke, and cancer. In Maricopa County, violence and trauma are rising as are several infectious diseases, (e.g. syphilis, gonorrhea, chlamydia and food borne illness). People come to Maricopa for jobs. Often these jobs do not provide adequate health care benefits. This lack of access to health care, especially in low income working populations, constitutes another risk to the county. With inadequate health care access, treatable illness goes untreated, becoming a threat to others, and resulting in a major expense when the individual finally seeks help in a local emergency room. These low income uninsured populations are growing more rapidly than the county as a whole, placing an increasing burden on the public sector and on the emergency service element of the Community Health System. Disasters are the second great risk facing this community. Natural cataclysms are rare, but they do occur -floods, wind storms, mountain brush fires. Man made calamities, also rare, pose a significant threat. With Sky Harbor Airport, the most heavily used two runway facility in the nation, the chance of a major crash always exists. A plane crash into one of the downtown sports arenas would compound the situation. The several interstates criss-crossing the county have experienced multiple crash trauma; the really big one, with several large vans crushing hundreds of cars resulting in hundreds of injuries and deaths, is waiting to happen. An event at the Palo Verde atomic energy plant is always possible. Train derailments, toxic spills and chemical contamination of air or water from local industry must also be considered. In the realm of man made disasters, nothing is as threatening as organized terrorism, chemical, nuclear, or biologic. Phoenix and Maricopa County are prime targets. The most difficult terrorist attack to manage, may be that of a bio-terrorist: the placing of some lethal microbe into the food, water, or air system. Developing a disease surveillance system that will allow the health department to identify and intervene as quickly as possible is the prime goal for the Community Health System. 593 maricopa county annual business strategies for 1999-2000 As Maricopa County grows into the future, risks and opportunities abound. The Community Health System in the County is struggling to be prepared for the future. Maricopa County Community Health Service Model Agency Inputs MMC, MHIS, CHS, ALTCS DPH, EH, AC DPH, DES Maricopa Population 3.0 PrevenPreven tion -tion Prim Preven Care -tion Emerg Preven Svcs -tion Sec Preven Care -tion Tert. Preven Care -tion Preven LTC -tion Home Care Million DPH EH AC MMC MHIS CHS ALTCS Dept. of Public Health Environmental Health Services Animal Control Maricopa Medical Center Maricopa Integrated Health System Correctional Health Services Ariz. Long Term Care System Figure 1. health services system The Health and Human Services Collaboration group, made up of the Departments of Public Health, Environmental Health Services, Correctional Health Services, the Medical Examiner, Animal Control and Human Services operate as a group to improve the health status of the County. The populations each serve overlap, as do their functions. In working together, the several health and human service agencies collaborate to solve common problems. Public Health and Environmental Health are building a common system to identify food and water borne illness to quickly prevent their spread and limiting the number of cases in any outbreak. Public Health and Correctional Health have a common system to identify chronic illness and reduce the incidence of sexually transmitted diseases and tuberculosis. Animal Control and Public Health will expand County efforts to educate the population on ways to reduce the risk of dog bites, animal abuse and the euthenizing of unwanted animals. The Medical Examiner’s Office and the Public Health Office of Vital Records work closely to improve death reporting and the causes of mortality in the County. Health Services and Public Health, working with common populations and communities will expand early education, enlarge the community efforts to build programs for health education and prevention and study ways to increase job development and training in health fields. Maricopa County is growing rapidly, increasing its population by nearly 100,000 people annually. The Community Health System whose mission is to meet the diverse needs of the county population are struggling to develop the resources to serve the expansion. Each year the number of infectious diseases rise, the uninsured increase, more children need to be immunized, and more dogs and cats must be placed for adoption. Our growth increases problems of air and water pollution, the amount of food borne illness, the number of deaths which must be investigated by the medical examiner and the number of prisoners who must be housed, fed, and provided health care and preventive services. 594 maricopa county annual business strategies for 1999-2000 community health status A complete discussion of the changing dimensions of births, deaths, and disease in Maricopa County has recently been published in the Maricopa County Health Status Report: 1990 to 1995, and its two supplements for 1996 and 1997. This document is now available on the Maricopa County Public Health Department internet site. Several highlights are significant. Births, deaths, and morbidity are differentially distributed across the County. Some areas have high rates, others lower rates; race, class, ethnic background and age are all important risk variables. Several problems, domestic violence, diabetes in certain groups, pregnancy in unwed women, homicide in young males, are growing; but County resources assigned to their resolution are limited. Epidemic problems continue: measles entered Maricopa County in 1998 initiating a major public health response; the Hepatitis A epidemic of 1997-98, now abating, is being controlled through implementation of a public health rule that requires all children to be vaccinated prior to entering day care; TB, HIV, sexually transmitted diseases, and food borne outbreaks exceed national rates. In the 1999-00 fiscal year budgets, additional resources from Federal, State and local sources have been received. Their application will lower the incidence of these problems over time. Management of the most frequent causes of death, heart disease, cancer, stroke, diabetes and injuries will continue to be a medical care issue well into the future. The goal of the Community Health System is to change these behaviors which lead to these diseases: tobacco use, alcohol abuse, inadequate nutrition, lack of exercise, and the failure to control hypertension and diabetes in their earliest stages. the future In the next century, the Community Health System will shift its orientation from centrally provided clinical services to the poor and uninsured, to a regionally distributed menu of services, clinical, epidemiologic, preventive, and educational. The service mix will continue to include clinical care for TB, STDs, HIV/AIDS, childhood immunizations and maternal and childhood nutrition services. Epidemiologic surveillance will expand to assure the population that the County will identify outbreaks of disease at the earliest possible moment; surveillance activities for injury control, violence abuse, and early mental health problems will also be enhanced. Health educational services, training programs, collaborative efforts with the private health sector for early diagnosis and intervention will become major programs for Community Health System of the future. Improving the health of the population will include enlarged programs to improve air and water quality, to lower the risk of food, water and other environmental factors which cause illness. As the County grows, animal control issues will continue to multiply, but, if the current trend continues, at a lower rate than the general population expansion. An expansion of dog bite prevention programs, animal adoption programs and programs to reduce animal abuse are all part of the Maricopa County future. Regional dog pounds are being developed in collaboration with the private sector. To pay for the expansion and regionalization of all the several programs within the Community Health System, the several departments will expand their ability to charge fees for the specific services they provide. Public Health, Environmental Health, Animal Control, and the Medical Examiner all charge fees, and are considering reevaluation of current fee levels. public health Promote, preserve and protect the health of people and communities by: u Investigating infectious disease reports, including those for food borne illnesses (e.g. salmonella) and contagious diseases (e.g. measles) u Increasing the number of immunizations at Public Health clinics u Enrolling homeless persons in AHCCCS u Increasing food drafts received by women, infants, children and elderly u Developing Phase III of the Health & Human Services Emergency Response Plan u Reaching new students with tobacco prevention and cessation programs u Distributing car seats and bicycle helmets to parents of young children u Eliminating crowding at Public Health facilities 595 maricopa county annual business strategies for 1999-2000 environmental services Protect and improve quality of life through responsive and effective environmental management by: u u u u u u Insuring that food in eating and drinking establishments is protected from contamination Working hand-in-hand with the State, cities, towns and industry in the Valley to reduce air pollution Insuring that water supplies throughout the County are safe to drink Enforcing proper sewage disposal requirements Preventing vector borne diseases through insect and rodent eradication Enforcing general sanitation requirements at public establishments human services Help individuals, children, and families enhance their economic, social and physical well being by: u Improving living conditions for low-income individuals and families through emergency rent/mortgage assistance, eviction prevention, weatherization programs, utility assistance and increased access to community resources u Increasing access to employment, medical and social services for low-income, elderly and disabled individuals u Providing employers with a qualified and professional workforce u Assisting job seekers with employment and career planning by providing resources, educational courses and the programs they require to obtain employment u Providing comprehensive educational, health and social services to low-income children (ages 0-5) and their families u Enhancing parenting skills and increasing parental involvement in childrens’ educational, social and physical development medical examiner Conduct complete and objective medicolegal investigations of unattended, violent, sudden, unexpected and suspicious deaths to determine the cause and manner of death, and to authorize the cremation of remains of deceased persons by: u Completing reports, examinations, toxicology tests u Performing autopsies on all homicides, acute trauma, childhood fatalities, suspicious (e.g. drug-related, public health risk-related) deaths u Notifying next-of-kin appropriately for all cases animal control Promote and protect the health and safety of pets and people in Maricopa County by: u u u u 596 Promoting dog licensing Conducting rabies vaccination clinics Investigating and processing all reported animal bites Enforcing animal control ordinances in Maricopa County and all contract cities and towns maricopa county annual business strategies for 1999-2000 maricopa integrated health system strategies Maricopa Integrated Health System continues to demonstrate growth and financial viability. Since January 1997, MIHS has successfully recovered from a tremendous operating deficit to a profitable health system. Continued growth and viability are the primary focal points for the system. This strategic plan for fiscal year 1999/00 has been set forth to achieve new standards in service line development enhancement; quality; membership; employee satisfaction; alignment with physicians; and customer service. This executive summary is an overview of the essential strategies to achieve these goals. service line development enhancement Four specific goals for enhanced service line development have been identified. Together, the achievement of these goals will not only improve our ability to serve our community but will promote the system’s viability. u Enhancing our geriatric care to a state-of-the-art program will have a tremendous impact on differentiating Maricopa Integrated Health System from other community providers. Aggressively, we are working to retain the Arizona Long Term Care System, increase our Maricopa Senior Select Plan membership, and grow traditional Medicare business. u Over 60 percent of patients served through MIHS are women and children. A continued effort is placed on enhancing wellness-oriented integrated service to improve the health status of women and children, to increase growth in the health plan enrollment, and to increase patient volume. u The Regional Burn Center and the Level I Trauma Center at Maricopa Medical Center are renowned for their quality of care. As a continued commitment to quality, accreditation status from the American College of Surgeons will be secured for both services. u Continued enhancement and development of medical and surgical support services are critical to meet the needs of women’s, children’s and geriatric populations. quality Our Quality of Care program continues to be a critical focus and will be enhanced by focusing on key initiatives that result in improved efficiencies, outcomes and perceptions. membership MIHS growth is highly dependent on volume of health plan membership. To achieve this growth, MIHS will focus on service, benefit design, premium cost, and network expansion to attract and retain membership in its health plan products. employee satisfaction Recruitment and retention of employees is an essential success factor in today’s competitive environment. MIHS will continue to position itself as the community’s health care system “workplace of choice” by offering competitive wages, training, benefits and career growth. alignment of physicians Further enhancing a collaborative physician/health system relationship will promote the achievement of mutual objectives and result in improvements in community health. customer service Providing customer service training, monitoring continued process improvement and customer satisfaction surveys will enable MIHS to continue to position itself as the health system “Provider of Choice.” 597 maricopa county annual business strategies for 1999-2000 employee and human resource strategies Like most organizations, Maricopa County’s employee and human resource strategies focus on two key tasks: the recruitment and retention of productive employees. While simply stated, the business objectives supporting these two tasks having become increasingly difficult to support, particularly because of a strong local and national economic picture. An added complexity is the dual role that a public sector personnel department must generally play — as both the technical consultant for the organization’s departmental management and the arbiter of fair and cost-effective recruitment, compensation, and employee relations programs. Maricopa County’s human resource business objectives for fiscal year 1999-2000 are largely derived from data collected by the Human Resources Department over the past two years. Once collected, this data is then reviewed by the Department’s management team, and translated into the business objectives with proposed target dates for completion. recruitment objectives Maricopa County’s recruitment strategy is grounded in the belief that an optimal recruitment strategy is one that finds the balance between a flexibility, timely, process and the need to ensure that the recruitment process for classified employees is based on an open and competitive one. The Human Resources Department has made significant improvements over the past several years in achieving this balance. Significant amendments to the Maricopa County Employee Merit System Rules in 1997 are partially responsible for these improvements. However, the hard work and more subtle process improvements implemented by the Employment Services Division staff must share in the success. As demonstrated by the following historical overview, fiscal year 98/99 broke just about every record possible. The Employment Services Division experienced the largest number on record of both recruitment requests, and individual positions. More positions were actually filled than ever before — and yet the positions were filled in the shortest average time on record. The number of days it took to compile lists of eligible candidates (called “certification lists”) was the second shortest in thirteen years. FY # REQS # POS # DAYS to 1st CERT # POS FILLED # DAYS to EFF DATE 98/99 3154 5835 9.40 2649 33.81 97/98 2911 5144 8.66 2283 34.69 96/97 2712 4869.5 10.78 2387 40.63 95/96 1853 3304 16.34 2244 51.68 94/95 2074 3507 15.58 1512 54.72 92/93 1610 2450 14.45 1546 43.55 91/92 1424 2131 13.13 1439 41.92 90/91 2068 3160 13.80 2425 43.86 89/90 2007 3255 12.16 2347 45.69 88/89 1645 2664 11.29 2046 39.41 87/88 1510 2628 11.71 1850 37.63 86/87 1500 2437 10.87 1664 37.31 85/86 1381 2777 12.04 1972 36.29 Notwithstanding these successes, the continuing short supply of qualified candidates for positions, double-digit local and national turnover rates, and increasing organizational demands will not permit the Employment Services Division to rest on its laurels. Business objectives for fiscal year 99/00 current include: u The implementation of an online application process u An expanded resource directory of “non-traditional” staffing sources 598 maricopa county annual business strategies for 1999-2000 u The development of a skills inventory applicant database u An expanded catalog of employment advertising options for departments u Investigation of an “on-the-spot” support staff and Sheriff’s Deputy examination process retention objectives u Maricopa County’s employee retention business strategies are based on three themes: u The continued development and maintenance of a market-based total compensation package of wages, benefits and employee leave programs u The continued development and maintenance of employee relations programs u The continued development and maintenance of programs, services, resources, and training to enhance the health, morale, productivity, and organizational knowledge of all employees compensation Maricopa County’s compensation plan is a unique hybrid of a private sector-like “broadband” plan and a more typical governmental classification strategy. The system is based on three fundamental concepts: (1) That departmental management should have a range of discretion to assign the title for each position and make compensation decisions for its employees, subject to certain “checks” on that discretion to avoid abuse; (2) That all increases in pay must be supported both by the department’s current year and annualized budget; and (3) That raises given for “market” reasons and “performance” reasons are inextricably interrelated (which is to say that no raise should be given solely based on a market rationale, nor should they be given solely for reasons of merit. All pay increases must be justified by the individual’s performance and represent a reasonable career progression through the market range for that job). Much a like typical broadband plan, Maricopa County’s plan assigns all positions to one of eight “bands” (administrative, support services, technical, professional, physician, supervisory, managerial, and upper management). Each band is assigned a minimum and maximum rate of pay. However, unlike a typical broadband plan, Maricopa County’s plan principally uses the assignment to bands for purposes of data analysis and to more accurately direct internal communications. Departments do not have discretion to recommend increases anywhere throughout the band. Instead, market ranges — based on data principally derived from compensation consulting firms (such as Watson Wyatt’s ECS Survey) — are used to define range minimums and maximums for each generic type of position. The Maricopa County Board of Supervisors has delegated the primary responsibility for setting both the band and market ranges to its Human Resources Department (in cooperation with County departments). Wherever possible, the market ranges are based on comparable positions with employers that have been identified as entities that the department has “lost employees to” or “gained employees from”. Also wherever possible, the minimums and maximums of the market ranges are determined by using “average actual” data rather than by using an artificial percentage spread off of a predetermined range midpoint. This results in more realistic starting salaries and maximums. Reviews of market ranges are conducted as part of the annual budget review cycle as indicated by turnover rates in excess local and national averages. Generally Once the bands and market ranges have been determined, each department is responsible (in cooperation with the Human Resources Department) for developing its own compensation strategy based principally on performance and experience. (Of particular importance is the difference between the concepts of “seniority,” which denotes years within the organization, and “experience” used here, which refers to years within the market range.) Individual pay increases are recommended by departments to the Human Resources Department, which in turn reviews the request and provides a recommendation to the Board of Supervisors. If the department’s proposed increase would result in an individual employee receiving a pay increase of more than ten percent within the fiscal year, the proposal is subject to further review by an second review committee prior to recommendation to the Board of Supervisors. In addition to base salary increases, Maricopa County’s compensation plan also provides for market-based pay differentials (such as shift differentials, weekend differentials, standby and call back pay, and two levels of pay differentials for individuals who are required to use second language skills as part of their job. The compensation plan also permits departments to recommend performance incentives once annually from a portion of the salary savings achieved by the department throughout the fiscal year. Finally, Maricopa County debuted a new “spot award” program called “Peak Performers” during FY99, which permitted departments to give nominally-priced 599 maricopa county annual business strategies for 1999-2000 awards (such as County-logo shirts, baseball caps, and movie tickets) to employees as a means of recognizing “a job well-done.” Maricopa County’s use of this compensation strategy has resulted in an overall improved retention picture. Over the past four fiscal years, Maricopa County’s rate of voluntary attrition has dropped from a high of 19.0% in FY96 to 12.2% in FY99 — and reached an record quarterly low of 11.1% in the fourth quarter of FY99 — despite the fact that national average rate of attrition reached a ten-year high in the same quarter. The need for further improvement in developing this compensation program has not diminished. Maricopa County’s compensation strategy recognized that — even where the market ranges had been accurately identified — current employee’s placement within the market ranges lagged considerably behind other comparable entities. Thus, beginning in July 1997, Maricopa County began implementing a five-year strategy to “catch up” with the market. The “aspirational goal” of the five-year strategy was to be “within five percent of midpoint on average.” This is the same goal adopted by the State of Arizona for its employees in 1997. Over the first two years of the strategy, most County departments have addressed intra-departmental equity issues (i.e., are individuals who have similar job tasks, experience, and performance being paid similarly) and have begun the process of bring employees up to newly established market minimums. A few departments have also begun the process of developing strategies to more appropriately place employee wages within the established market ranges. By the end of the current fiscal year, most departments will have completed the task of moving individuals to the new market minimums, and the “placement in range” process should be well underway. The completion of this process will take the remaining two years of the strategy. While never really “completed,” this strategy should result in a more predictable compensation system both from a budget and employee perspective. Several major business objectives remain for the Human Resources Department’s Compensation Division for FY00. These include: u To improve the efficiency and timeliness of the workflow for the salary advancement process through the greater use of automation u To provide recommendations for improving the performance incentive process u To design and monitor the effectiveness of compensation budget issues u To research and update previously unstudied market ranges u To develop and offer management training on the use of pay differentials and compliance with federal fair wage laws employee leave and benefits In response to dramatically increasing health insurance costs and a rapidly depleting employee benefits trust fund, Maricopa County adopted a significantly revised employee benefits package for calendar year 1998. This package included a fully-insured point-of-service health insurance plan through CIGNA, a revised health insurance plan through the County’s own HealthSelect product line. The new package also included vision care coverage, two dental insurance plans, automatic life insurance coverage or employees (with optional enhanced employee and dependent life insurance coverage), employee assistance and mental heath coverage, an optional deferred compensation plan, optional group automobile coverage, optional short term disability coverage, and pre-tax flexible spending account programs for uninsured medical cost and dependent care. A greatly revised 600 maricopa county annual business strategies for 1999-2000 employee leave plan was also adopted by the Board of Supervisors in December 1997. The revised leave and benefits package has generally resulted in high levels of satisfaction among employees as demonstrated by two employee satisfaction surveys and multiple focus groups conducted during the last fiscal year. Likewise, a 1998 study conducted by Watson Wyatt for the State of Arizona ranked Maricopa County’s employee leave and benefits package as the third best among thirty of Arizona’s top employers. Notwithstanding this, continued improvement of the plan is necessary in order to keep pace with the benefits market. Key business objective for FY00 include: u To complete the procurement process for investigating the possibility of offering a second deferred compensation provider for employees u To commence negotiations with CIGNA for two contract option years (2001 and 2002) u To investigated other enhancements to the existing benefits package (such as enhanced spousal life insurance, child care, and an improved credit union offering) u To investigate the potential for offer a “full cafeteria” benefit plan employee relations In addition to providing employee relations advice on informal basis to both County departments and employee, Maricopa County’s Human Resources Department serves as both the system administrator for the Maricopa County Employee and Law Enforcement Officer’s Merit Systems. The formal rules established by these Merit Systems provide, among other things, an avenue for merit system-covered employees to appeal a suspension, demotion, or termination. The primary business objective of the Human Resources Department is to reduce both the number of appeals filed by employees and the number of hearing days for each appeal. The means of achieving this goal including working with departments and employees to reduce the number of instances in which an employee feels it necessary to appeal, and where an appeal is filed, to ensure that the issues are clearly framed and the department has exercised its discretion in an appropriate fashion in such a way that the appeal can be promptly adjudicated. Maricopa County has made significant strides in these two areas over the past two years. The number of appeals has fallen from 32 in FY98 to 20 in FY99 — a 38% decrease. Even more dramatic is the drop in the number of appeal hearing days — from 52 days in FY98 to 18 in FY99. organizational planning and training In it's journey to become a learning organization, Maricopa County's Organizational Planning and Training Department (OP&T) provides and supports the County with education, training and change management through assessment, implementation and consultation. Change management initiatives include: u Strategic Planning as the initial step of the Performance-Based Budgeting Project. u Consulting with managers on the Performance Management Process and coaching them to develop performance plans that are aligned with department goals, monitor performance, regularly coach and counsel employees and evaluate individual performance. u In partnership with Research & Reporting, develop strategies for departmental and manager follow-up on the results of the Employee Satisfaction Survey. u Enhance the Management Resource Center on the County's intranet to provide immediate access to a management resource library. Professional development of employees is an integral part of Maricopa County's Mission, Vision and the values expressed in the Stewardship Statement. Employee development initiatives include: u Employee Course Catalog and Calendar with competency-based skill development classes. u Explore and develop learning technologies to offer alternatives to classroom learning. u Continue to deliver the Maricopa County Management Institute, a two level learning program for supervisors and managers. u Administer the Tuition Reimbursement policy for employees who enroll in accredited classes that are jobrelated. u Enhance on-site educational opportunities for employees in collaboration with local colleges and universities. 601 maricopa county annual business strategies for 1999-2000 efficiency strategies facilities management utility consumption Maricopa County utility consumption will be decreased through a variety of approaches. Pending Board approval, an energy-savings performance contract will be initiated that will decrease County energy and water costs by approximately 15%, or one million dollars annually. The cost of the program will be financed, and the debt service will be paid from the utility budget savings until the debt is retired (5-10 years). Following that, the County will realize the full annual savings. An energy service company has been selected that will study County buildings for energy-saving retrofits, implement the retrofits, and guarantee enough savings to meet the debt service. In addition to the above, the County Energy Engineer will require minimum energy and water efficiency standards for all new building construction. A study is also being conducted to access the feasibility of central plant facilities, thermal storage, and electric generation options for the Downtown and Durango sites. Utility bill monitoring will be improved by the implementation of a new database program that will detect unusual consumption or billing errors in County utility accounts. The County will continue to collaborate regarding energy efficiency issues with the Environmental Protection Agency through our partnership in the Energy Star Buildings program. electric industry deregulation Deregulation has not yet been implemented in Arizona at the time this plan was written. Developments at the Arizona Corporation Commission are being closely monitored, and the County will continue to attend informal meetings with other public agency representatives to stay abreast of, and to discuss deregulation issues. In addition, the County has, and will continue to collect energy use profile data to use for the eventual procurement of open-market electricity. The exact nature of a future deregulation agreement is still uncertain; however, it is possible that little competition will exist right away. In that case, it will be more cost effective for the County to maintain the status quo for the short term. If the market should prove competitive, the County has several options depending on which is more cost effective. The County can join a State-sponsored bulk-purchase RFP for electric power services that has been loosely developed in preparation for deregulation. The County may be able to purchase power through an agreement with another agency that has negotiated an exceptionally favorable agreement. Finally, the County can issue it’s own RFP. A private-sector consultant is currently on contract should technical assistance be required. Energy efficiency initiatives will be used whenever possible to improve the County’s electrical use profile. Improvement of the usage profile results in less expensive electrical rates, especially in a deregulated environment. preventive maintenance The objective of the preventive maintenance program is to improve productivity by reducing equipment downtime, preserving County assets, and extending the useful service life of building systems. To accomplish this objective, the O&M Division will incorporate a combination of technologies and improved business processes to provide the most efficient program available within established 99/00 budgetary constraints. Program scope will be based on information gleaned through benchmarking and best practices research conducted with industry leaders. Focus of the benchmarking survey will be organizational structure, technology, workflow processes, and performance measures. Particular attention will be devoted to technological improvements that will reduce staff involvement in both direct and indirect labor activities. It is anticipated that the program will be phased over several successive years to ensure program stability. Program success will be evaluated based on incremental improvements in equipment performance and positive maintenance trends. crime reduction In order to reduce vandalism, thefts and auto thefts at county facilities, the Protective Services Division will expand its training in loss prevention and workplace violence to other county departments throughout this fiscal year. In addition to training other departments in this field, Facilities Management is improving its in-house officer training programs to include AZ POST courses offered by the Maricopa County Attorney’s Office and additional Fire Arms Judgmental training offered by the Maricopa County Sheriff’s Office. Incidents on County property will be tracked and trended staffing adjustments will be made accordingly with a more aggressive patrol technique 602 maricopa county annual business strategies for 1999-2000 that will include reinstating the downtown bike patrols. The department is also investigating the in-house handling of the alarm monitoring services that are currently being monitored by contract agencies. The objectives is to have a more efficient response to burglar and panic alarms. flood control district The Flood Control District of Maricopa County has developed an automated activity based cost accounting system to better account for and track costs associated with the delivery of District services. Based closely on accounting and project management tracking systems in use in the private sector, the system recognizes the authority and responsibility of the project or activity manager, assigns budget to the manager and holds the manager specifically accountable for the outcome. Labor costs are captured on a bi-weekly basis using a computerized time sheet. All District staff, associated with a particular project or activity, enter the time associated with the activity on their individual time sheet. At the close of the time period, the time sheet is submitted to payroll, concurrently it is entered into the project control system where labor and overhead costs are computed. On a monthly basis, the project/activity manager receives a report which tracks his actual costs against his projection. This report is reviewed in a monthly meeting with all project managers. Direct costs are assigned when they occur using the County’s financial system. This system was developed in order to better account for the costs associated with delivering a particular project or activity. The results can be benchmarked against similar data from the private sector to monitor efficiency and to make decisions regarding privatization. While common practice in the private sector, this form of accounting is somewhat unique in the public sector. The true costs of providing government services are often buried by typical government accounting practices. For example, the labor costs of a government employee managing a consultant working on a capital improvement project are often buried in the operating costs of the agency. In reality, these costs should be recognized as a cost associated with delivering the project. This system allows that to occur and provides the manager charged with the delivery of the project with a real time, recurring report of the cost progress. Several benefits are expected to be realized from the system: (1.) (2.) (3.) (4.) (5.) It provides a renewed emphasis on cost control by management. It provides tool by which costs can be monitored and controlled by the project/activity manager It captures all the costs associated with delivering a particular project/activity. It facilitates benchmarking against other agencies or the private sector so that informed decisions can be made about privatization and alternative methods of project delivery, It allows for real, measurable methods of improvement. legislative strategies The most critical priority issue for Maricopa County next session (if the issue is not resolved in a fall special session before then) will be to seek an appropriate share of the multi-billion dollar national tobacco litigation settlement. Counties have embarked on a dual-track strategy of negotiating with state leadership for their proportionate shares while preserving all legal options in this matter, as well. In the Federal arena, Maricopa County is closely following a number of federal issues with potential impact on local governments. These include in particular the issues of telecommunications siting and land use, and EPA requirements. Counties must be vigilant in working to prevent the preemption of local authority in these areas. Maricopa County is also becoming more aggressive in seeking new federal revenue opportunities through grants, including such programs as Justice Funding Equity, the State Criminal Alien Assistance Program, Local Law Enforcement Block Grant, and Juvenile Justice. Meanwhile, the county legislative development process is ongoing. Departments countywide have been asked for what they perceive as necessary legislative changes, which, if approved for inclusion in the Maricopa County Board of Supervisors legislative package, would be considered in the 2000 Second Regular Session of the Arizona Legislature. Research, meetings and coalition-building efforts will take place throughout the late summer and fall of 1999. The Board of Supervisors will then consider and approve a finalized 2000 legislative agenda. Legislative sponsorship will be sought for pre-filing of bills during November and December, 1999. 603 maricopa county annual business strategies for 1999-2000 The 2000 Second Regular Session of the 44th Legislature opens on Monday, January 10, 2000, and, with the term limit provisions previously passed by voters now going into effect, will be many members’ last session. In the 2000 election, a number of state legislative seats will be open due to term limits. Implementation of term limits will create a new legislative atmosphere in which freshman members will assume committee chairmanships and leadership posts more quickly, and will likewise feel pressured to achieve their goals more quickly before they are term-limited out. Many observers feel that a great deal of institutional memory will be lost, and that by the time legislators become truly knowledgeable about complex issues such as the Arizona Long-Term Care System (ALTCS), it will be time for them to leave. 604 maricopa county annual business strategies for 1999-2000 Strategies 2000 attachments policy guidelines for the development of the fy 1999-00 budget general policy: The budget will be structurally balanced; all recurring expenditures will be supported by recurring revenues. The budget will be formulated in accordance with the Reserve and Tax Reduction Policy Guidelines. Once the budget is adopted, lump-sum budgeting will be used in accordance with the Lump Sum Budgeting Guidelines. The Board of Supervisors may remove lump-sum budgeting privileges as necessary in accordance with the policy. All positions will be fully funded in the budget or designated for elimination in accordance with the Fully Funded Position Policy. Maricopa County will begin moving to a performance-based budgeting process. For the FY 1999-00 budget development cycle, all appointed, elected and Judicial Branch departments will identify programs and associated quantitative measures of the input, activity, and program outcomes. Consistent with the County’s “broad-band” compensation plan, additional funding for FY 1999-00 pay increases will be allocated to departments based on demonstrated need. Factors to be considered will include but are not limited to attrition rates and relevant market data. The Budget will be developed in accordance with the Countywide Competitive Analysis Policy. Additional funding for jail and juvenile detention facilities will be provided for in the budget in accordance with the voter-approved Jail Excise Tax and its enabling statute. OMB will analyze all base budgets to identify possible increases or reductions, and will analyze all budget issue requests in detail, with particular focus on their impact on program outcomes. Budget issue requests will be reviewed on a limited basis, with only the highest priorities recommended. Primary consideration will be given to: mandated health care; criminal justice issues, including new or enhanced programs that reduce over-crowding in jail and juvenile detention facilities; funding for pay increases based on each department’s demonstrated need. Directors and Program Managers will critically review new, unfunded or under-funded program mandates from the State and Federal governments to determine the fiscal impact to the County and propose funding solutions. Wherever possible, grants and other non-County revenue sources will be used before allocating General Fund resources. Grant and other special revenue budgets will be developed in accordance with the Policy for Administering Grants and the Indirect Cost Policy for Grant Programs. Matching funds will be budgeted only to the extent required by law or by contracts and agreements specifically approved by the Board of Supervisors. 605 maricopa county annual business strategies for 1999-2000 Wherever possible, the annual budget will provide for the adequate and orderly replacement of facilities and major equipment from current revenues based on confirmed analytical review of need. Vehicle replacement will conform to the Policy for General Fund Vehicle Replacement. revenues: Budget requests for anticipated grants must be supported by existing grant agreements or grant applications. Where appropriate, services and programs will be supported by user fees. User fees should recover the County's full direct and indirect costs, unless market considerations dictate otherwise. All user fees will be reviewed annually in conjunction with the budget development process. Anticipated revenue from fee increases will not be budgeted unless such increases have been approved by the Board of Supervisors. Upon request, all departments, Offices, and the Judicial Branch will report to the Board via OMB, all nonappropriated funding sources available to support County operations, either directly or indirectly. Such reports where investigatory or security issues are of concern will be addressed on an individual basis. expenditures: OMB will prepare budget targets for each agency based on current FY 1998-99 budgets, with the following adjustments: The annualized cost of FY 1998-99 approved budget issues. Net increases in operating costs for new capital facilities, and other additions to County maintained facilities. The annualized cost of any other items approved by the board that have a budget impact in future years. OMB may adjust budget targets at any time during the budget development process prior to the Board's adoption of the Tentative Budget. No "carryover" capital outlay or capital improvements will be budgeted unless specifically approved by the Board of Supervisors. Departments that do not identify and receive approval for carryover items will be required to eliminate them or fund them from within their operating budgets. Major Maintenance projects and Vehicle Replacement for the General Fund will be budgeted in General Government. All non-General Fund departments will fund their own Major Maintenance projects and Vehicle Replacement. budget process: These policy guidelines will be followed by all Appointed, Elected and Judicial Branch departments in preparing FY 1999-00 budget requests. All Appointed, Elected, and Judicial Branch departments will submit budget requests to the Office of Management and Budget (OMB) following the detailed timeline, directions and format prescribed by OMB. Department organizational/financial structures for operating budgets will be established and finalized prior to budget submission. All budgets will be developed in accordance with budget preparation system instructions. Upon approval of the budget, departments will update their budgets to reflect monthly, or calendarized, format for the new fiscal year. The Deputy County Administrator (DCA) will negotiate budget recommendations with Elected Officials and Judicial Branch departments. If agreement cannot be reached with the DCA, the Presiding Judge and elected officials may continue negotiation directly with the County Administrative Officer or the Board of Supervisors. 606 maricopa county annual business strategies for 1999-2000 capital improvement projects: OMB and departments will develop a five-year Capital Improvement Program for review and approval by the Board of Supervisors. The Board of Supervisors may allocate carry-over fund balances to one-time capital items in accordance with the Reserve and Tax Reduction Policy. When requesting funding for capital improvement projects, departments will provide estimates of increased operating costs associated with each individual project. internal charges and indirect cost allocations: Internal service departments and County Counsel will develop estimates of base and discretionary charges for each department they serve according to instructions from OMB. All estimates will be reviewed by the user departments, OMB and Finance. The deadline for submitting internal service cost estimates to OMB is December 31, 1998. Internal service costs will be released to departments on January 20, 1999. Base-level or non-discretionary internal services will be charged at the fund level. General Fund department charges will be budgeted in General Government. Discretionary internal service charges are the responsibility of the requesting agency. The Department of Finance will assess Central Service Cost Allocation charges from all non-General Fund agencies except grants based on a full-cost allocation methodology. Finance will provide departments that administer grants with an indirect cost rate established according to the methodology allowable by the grantor. Funding for the Self Insurance Trust Fund will be assessed from all funds as a base-level charge. The funding plan provides for an ending cash balance to equal the projected fiscal year’s paid losses and claims related expenses. use of the jail facilities excise tax: The jail tax is a non-recurring revenue source. Consistent with Maricopa County’s budgetary and fiscal policies, it is the intent of the Board of Supervisors, whenever possible, to use funding from recurring revenue sources to fund operating expenditures, including alternative jail population reduction programs. Budget issues for these programs will be given high priority in the FY 1999-00 budget process. Existing jail and juvenile detention operating costs will be held to a minimum, and will not exceed the required Maintenance of Effort allocation to the Jail Tax Fund from the General Fund. Operating costs for new jail and juvenile detention facilities will be supported by allocations from the General Fund to the Jail Tax Fund above and beyond the required Maintenance of Effort whenever possible. 607 maricopa county annual business strategies for 1999-2000 budget calendar 1998 November 30 BOS adoption of FY 1999-2000 Budget Development Guidelines December 31 Internal Service Cost Estimates Due 1999 608 January 12 Budget Kick-off (Targets distributed) January 13 - 19 FY 1999-2000 Budget System Training January 20 Internal Service Costs Released February 26 Departmental Budgets are due back to OMB February 26 - March 26 OMB reviews Departmental Budgets March 15 - April 9 Deputy County Administrator reviews Appointed Department Budgets and negotiates Elected Official/Judicial Branch Budgets (Analysts review their departments with Deputy County Administrator) April 5 Elected Official/Judicial Branch Budget Presentations to BOS April 12 - May 14 OMB consolidates Departmental Budgets May 24 CAO Presents FY 1999-2000 Budget to Board of Supervisors June 1 Board Adopts FY 1999-2000 Tentative Budget June 2 - June 18 Public Hearings held in Supervisory Districts, as requested June 21 Final Adoption of FY 1999-2000 Budget August 16 Board of Supervisors sets Tax Rate maricopa county annual business strategies for 1999-2000 lump sum budgeting policy guidelines introduction The Lump Sum Budgeting Policy is designed to provide greater budgetary flexibility and accountability at the Department/Special District level and provide further incentives to conserve County resources. Within broad guidelines, departments will have the discretion to shift resources within their lump sum budgets in order to meet their program objectives at the least cost to County taxpayers. a. definitions department: All Maricopa County Departments, including Elected Official Offices, Court Departments, and Appointed Departments. special district: All Maricopa County Special Districts, including the Flood Control District, Library District, and Stadium District. lump sum budget: The budget appropriated by the Board of Supervisors/Board of Directors for a department/special district, also known as a budget item as referenced in A.R.S. §42-303. personnel services component: The component of the lump sum budget appropriation to be used for expenditures related to personnel services. operations component: The component of the lump sum budget appropriation to be used for expenditures related to supplies, services and capital outlay. b. policy guidelines 1. Department/Special District budgets will be appropriated in lump sums by fund on an annual basis. The total lump sum budget for a department will be segregated by fund into a component for personnel costs and a component for other operating costs, such as supplies, services, and capital outlay. 2. Departments/Special Districts will be required to develop and submit detailed calendarized revenue and expenditure budgets that will be loaded into LGFS. These calendarized budgets will be prepared by org, object code and position per instructions developed by the Office of Management and Budget. Detailed budgets and actual expenditures and revenues will be monitored and reviewed, and will serve as the basis for developing future lump sum budgets. 3. Lump sum budgets are not guaranteed from one fiscal year to the next. Each year, lump sum budget amounts for each department will be reestablished based on detailed reviews of spending needs and priorities. 4. Departments/Special Districts must not exceed their lump sum budgets, and will be expected to absorb unanticipated cost increases. In addition, departments will be required to make expenditure reductions should a revenue shortfall occur. Departments/Special Districts will be held responsible for bottom-line performance; significant deviations from annual budget allotments may result in a department being placed on a controlled lineitem budget. 5. Departments/Special Districts may only transfer appropriations between their personnel services component and their operations component after review by the Office of Management and Budget and approval by the Chief Resource Officer or County Administrative Officer; elected and court officials have the right to appeal to the Board of Supervisors/Board of Directors. Transfers between the personnel services component and the operations component will not be approved unless the department can show that there is no increased full-year budgetary impact of the transfer. 609 maricopa county annual business strategies for 1999-2000 6. Departments/Special Districts will have authority to adjust the detailed monthly revenue and expenditure budgets for the remainder of the current fiscal year within the personnel services component and the operations components of the lump sum. However, calendarization changes within personnel services component must not result in a full-year impact which would require additional funding. 7. Detailed management and review of large capital improvement projects is necessary, since these projects often involve expenditure of millions of dollars of public funds. Capital improvement projects will be budgeted on a project-by-project basis, and project costs will not be allowed in excess of 10% above project budgets. The Department of Transportation and the Flood Control District can budget a contingency to fund overages of up to 10%. Reallocation of appropriated funds between projects must be approved by the Board of Supervisors/Board of Directors. Capital improvement project expenditures will be reported to the Board on at least a quarterly basis, and departments that manage capital improvement projects must notify the Board of any potential overruns in the current or five-year projection as soon as the project overrun is identified. 8. All positions must be fully funded and budgeted in accordance with the Funded Positions Policy. In order to create new positions, departments/special districts must first verify full-year funding and add it to their personnel services budget component, if need be. If a position loses funding, it will be identified and eliminated. In order to avoid overstating expenditure estimates, all personnel services components will include a reasonable allowance for personnel savings due to natural staff turnover, as negotiated annually during the budget process. 9. The Department of Finance will prepare a monthly analysis of budget variances by department and fund, and will investigate any negative variances. This process will assist the Office of Management and Budget by ensuring accurate estimates, identifying budget savings, and assisting in preparation of the following year's budget targets. 10. Departments/Special Districts with negative year-to-date variances will develop and implement budgetbalancing plans, subject to review and approval by the Office of Management and Budget. Lump-sum budgeting privileges may be withdrawn from departments by the Board of Supervisors/Board of Directors at any time due to significant risk of budget overruns, and controls may be instituted based on detailed calendarized budgets. In addition, the Board of Supervisors/Board of Directors may choose to ask a department/special district to submit a reduced budget for the subsequent fiscal year. The budget reduction should equal the net amount of the overrun in the current fiscal year. Whenever a “subsequent fiscal year” budget reduction is duly adopted, such reduction must be achieved by mid-year (12/31) or further sanctions may be imposed. 11. Department/Special District management will be responsible for verifying funding availability for purchase requisitions. Where feasible, efforts will be made to decentralize procurement of supplies and services at the department level. 12. Institution of this policy is an internal management control. It does not affect the County's obligation for goods and/or services provided to the County, or for contractual obligations incurred by a County Official with apparent authority in violation of this policy. 610 maricopa county annual business strategies for 1999-2000 funded positions policy a. introduction The Funded Position Policy is designed to provide departments with the guidelines established for requesting new positions and to ensure that all current position remain fully budgeted throughout the fiscal year. Any position, either filled or vacant, that becomes underfunded or unfunded must be fully funded or deleted. b. definitions budgeted position: A position that is specifically budgeted within a department’s lump sum by position number, classification, full time equivalent, and pay grade. Positions must be budgeted for at least the salary of the employee that fills the position. full time equivalent (fte): The full-time percentage of a particular position, with a value greater than zero but no more than 1.00. fully funded position: A position included in a budget that is fully funded by the general revenues of the County, a special revenue source, or a grant. payroll liability The salary, benefits, payoff of accrued vacations and compensatory time, and career center expenses. underfunded position: A position for which a department has 1% to 99% of the funding required for the position budgeted. unfunded position: A position included in a budget that is not funded. c. new position establishment policy guidelines 1. In order to create a new position, departments must submit a request to the Department of Human Resources on an official form that includes the following information: u u u u u Class code and title of the position or positions requested. The number of positions requested. Brief description of the purpose of the new position(s). The funding source of the position and location in the current budget. A list of any positions to be deleted in conjunction with creating the new position, along with a description of any other budgetary reductions made to offset the cost of the new position(s). If this includes budget adjustments outside of the personnel services lump sum, an additional review by Office of Management and Budget (OMB) and approval by the County Administrative Officer (CAO) will be needed. u All new position requests must be signed by the department director, elected official, or chief deputy to an elected official. u The Department of Human Resources will review the classification and pay grade of the requested new position. If approved, the request will be signed by the Director of Human Resources. 2. Requests approved by Human Resources will be forwarded to the Office of Management and Budget (OMB). OMB will verify that the requested positions have been budgeted appropriately and that there is adequate funding to support the budget as a whole, including the new position. New positions will not be approved by OMB unless their full annualized cost can be supported within the department’s lump sum budget or other funding has been approved by the Board of Supervisors. OMB will also verify that the request complies with established policies and priorities of the Board of Supervisors. If approved, the request will be signed by the Budget Manager or the Deputy County Administrator. 611 maricopa county annual business strategies for 1999-2000 3. On approval by OMB, position requests from elected or court departments will be created. Requests from appointed departments will be forwarded for final approval and signature by the Chief Administrative Officer prior to creation. 4. If a request is denied by Human Resources or the Office of Management and Budget, elected or court departments may appeal the decision to the Board of Supervisors. If approval by the Board is received, alternative funding must be authorized to support the request. d. position funding policy guidelines 1. Each year as part of the budget process, departments must verify that funding is adequate for all budgeted positions. The Office of Management and Budget will validate that position funding is adequate, and will identify all positions that are potentially unfunded or underfunded. 2. Personnel savings due to natural staff turnover will be budgeted in all departments at appropriate levels. If actual personnel savings reaches high levels due to failure to fill positions for extended periods, adjustments will be made to either eliminate the positions or make efforts to fill them. 3. Departments with vacant underfunded positions will discuss the funding shortfall with OMB. Departments have the option of eliminating the position(s) or identifying additional funding for the position(s). 4. OMB and the departments will delete, from all data bases, the identified vacant unfunded and vacant underfunded positions concurred on by the departments. Those positions identified as vacant unfunded and vacant underfunded positions where departments do not concur will be presented to the Board of Supervisors for possible action. 5. Unfunded and underfunded filled positions shall be handled through a separate process. Departments will identify the a) positions to be reviewed; b) service impact (if eliminated); c) cost to maintain and subsequently fund; and d) payroll liability if RIF'd. This information shall be forwarded for validation to the Office of Management and Budget. OMB will consolidate the information and forward it to the Board of Supervisors for possible action at a future Board meeting. 6. Departments will have to resolve any unfunded or underfunded position issues through appropriate action. If this action requires a Reduction In Force, it will be handled in a uniform manner and in accordance with the procedures established through the Human Resource Department. Any payroll liability costs associated with RIF'd positions will need to be absorbed in the department’s lump sum budget. 7. If, during the fiscal year, additional funding becomes available that may be spent on personnel, departments can establish new positions via this policy. 612 maricopa county annual business strategies for 1999-2000 reserve and tax reduction policy introduction This policy establishes the guidelines for the maintenance and use of any reserve fund balances, which is defined as the difference between fund assets and fund liabilities. A reserve fund balance that is determined to exist during any fiscal year will be budgeted for the next fiscal year according to priorities set forth below. The policy provides for budgetary stability, debt reduction and, ultimately, stabilization and reduction of tax rates when possible. During times of economic downturn, such as an unexpected decrease in revenues or unavoidable increase in expenditures, the policy will stabilize the general fund until appropriate long-term budgetary adjustments are made. However, every attempt shall be made to forecast economic changes and manage finances in the new environment without expenditure of reserves or an increase in taxes. Reserves above the base level determined to ensure financial stability should be used to retire debt in advance of maturities. Further, this policy sets budgetary and financial guidelines regarding the reduction of taxes. The purpose of the policy is to demonstrate a commitment to the maintenance and, when possible, reduction of the tax rate while ensuring that Maricopa County remains financially stable and accountable to the citizens. reserve policy guidelines u The Board of Supervisors will maintain a reserve which will be the unreserved fund balance for the County. u After the close of the fiscal year and during the annual Strategic Planning & Business Plan Update process, the Office of Management and Budget and the Department of Finance will determine the status of the unreserved fund balance and outstanding debt in light of revenue projections and other economic considerations. u Based on this review and prior to the adoption of the annual budget, the County Administrative Officer (CAO) will recommend to the Board of Supervisors a target unreserved balance for the coming fiscal year. If the target unreserved balance is to change, the CAO will make the necessary recommendations in accordance with this policy. The CAO will also recommend retention of proceeds from the sale of major County assets in the event of liabilities related to such assets, including but not limited to any environmental clean-up. u The expenditures under this policy may include any of the following: u Fiscal stabilization by supplementing revenues during economic downturns. Such use shall include a plan to implement the appropriate budgetary and financial management changes to accommodate the new economic environment. u Reduction of cash flow borrowing. u Funding of one-time capital purchases with cash to avoid incurring debt, as long as sufficient reserves remain to ensure financial stability. u Retiring outstanding long and/or short term debt. u Funding outstanding liabilities associated with major assets that were formerly owned by the County. u u Such expenditures will be budgeted as an appropriated fund balance in the annual budget. u Proceeds from the sale of County-owned land and buildings will be maintained in reserve for capital improvements. u Any use of the reserve balance must support the Tax Reduction section below. 613 maricopa county annual business strategies for 1999-2000 tax reduction policy guidelines u The County, unless otherwise mandated by a vote of the citizenry or legislative enactment, will strive to set the county-wide tax rate at current or lower levels. u The Board of Supervisors may reduce tax rates under the following conditions: 1. According to reasonable estimates, the tax reduction is sustainable for the foreseeable future. 2. The proposed operating budget contains no one-time revenues supporting on-going expenses. That is, recurring revenue must exceed recurring expenditures. Furthermore, projections of recurring revenue based on the proposed tax rate (after the tax reduction) must at least equal expenditures. 3. The Maricopa County reserve balance is sufficient to ensure against cash-flow borrowing and unexpected economic changes. 4. Attempts have been made to reduce short-term debt in advance of due dates, therefore, eliminating recurring short-term debt. 5. When possible, attempts are made to fund one-time capital purchases with cash rather than incurring further debt. 614 maricopa county annual business strategies for 1999-2000 cashflow and general fund minimum fund balance memo Financial Resources Management TOM MANOS Chief Financial Officer May 6, 1999 To: Sandi Wilson, Deputy County Administrative Officer From: Tom Manos, Chief Financial Officer Subject: Cashflow and General Fund Minimum Fund Balance The following memo outlines the assumptions and approach we have used to determine the minimum amount of fund balance the General Fund should maintain. The Department of Finance and the County Treasurer have agreed to designate certain funds as “County Operating Funds”. These funds represent the resources available to finance the County’s expenditures. If these cash balances are exhausted a short-term borrowing instrument (Line of Credit, Tax Anticipation Note, Internal Borrowing Agreement) would be required. Below is a list of the County Operating Funds. • • • • • • • • • General fund Capital Improvement Fund – General fund Solid Waste fund Equipment Services Fund Reprographics Telecommunications Benefits Trust Payroll and Expense Clearing All MIHS Funds Other funds like the Risk Management Trust, Transportation and Flood Control all have strong positions, but for legal reasons they are excluded from being designated a “County Operating Fund”. • • • • For this analysis, we further restrict the above list of funds to the General fund, Solid Waste Fund, and Internal Service Funds. The funds not used are excluded for the following reasons: The payroll and expense funds are clearing accounts for outstanding accounts payable and payroll warrants. They have positive cash balances, but we consider the cash spent once funds have moved to these accounts. The Capital Improvement Fund is committed to infrastructure projects. The MIHS funds are excluded because of their management autonomy and because of the uncertainty of their long-term relationship with the County. The County strongest financial position, due to property tax payments, occurs in November and May. Historically, the General Fund reaches its lowest fund balance position between September and October. As you can see from the attached financial statement, the fund balance decreased $39.2 million in this period. The following calculation determines the minimum general fund balance needed for fiscal year 1999-00 1) 2) 3) st Increase the $39.2 million 1quarter accumulated deficit in fiscal year 1998-99 by 6% (assumed budget activity growth for FY1999-00). This results in a projected cash need of $41.5 million for next year. Divide the $41.5 million by 53%. This restates the estimated decrease in cash balance to a fund balance. The result of this calculation equals $77.8 million. At the end of FY1997-98, 53% of the fund balance in the General Fund related to actual cash on hand. The remaining 47% were other assets and liabilities, with the most significant being a $45 million accrual for two months of sales tax. Reduce the $77.8 million by the estimated cash (average daily balance) for the Solid Waste and Internal Service Funds. This results in an amount equal to $56.4 million. In summary, $56.4 million dollars is our estimate of the minimum fund balance the General Fund should maintain to avoid shortterm borrowing. This calculation is based on the assumption that spending will be calendarized in a similar manner to our current year and that MIHS cash is not available for other County needs. Our projection can be adjusted for changes in either of these assumptions. Let me know if you have any questions. cc: David R. Smith, County Administrative Officer Andrew Huhn, Finance Manager Chris Bradley, Budget Manager 615 maricopa county annual business strategies for 1999-2000 General Fund - Financial Status by Object FY 1999 Through March 31 107517592 Beginning Fund Balance $ July August September October November December January February March Actual Actual Actual Actual Actual Actual Actual Actual Actual 107,517,592 $ 84,365,717 $ 76,389,440 $ 68,297,260 $ 109,381,982 $ 123,478,667 $ 114,047,656 $ 108,868,954 $ 108,904,308 Revenues Real EstateTaxes 934,919 685,568 5,357,024 51,470,946 34,545,445 3,372,932 2,315,281 Personal Property Taxes 142,969 413,394 1,150,590 2,746,894 1,637,836 1,677,596 2,107,285 Tax Penalty and Interest 609,137 397,683 330,441 314,199 357,764 602,966 902,166 Licenses and Permits 276,067 Intergovernmental Sales Taxes 192,006 178,959 312,380 236,045 244,875 3,359,924 8,592,921 (69,427) (40,707) 2,487,404 211,191 274,624 221,175 241,826 1,549,827 1,171,891 1,547,632 2,458,542 892,928 2,435,089 1,749,026 1,155,093 2,258,987 22,192,204 23,183,240 21,093,414 20,936,947 21,725,958 22,419,519 22,472,396 26,779,330 21,657,839 Vehicle License Tax 2,680,248 7,099,628 6,596,363 6,396,733 6,504,083 6,497,580 6,610,027 6,124,492 6,952,881 Charges, Fees, Fines & Forfeits 2,468,506 2,414,498 2,749,264 2,504,516 2,843,039 2,564,170 2,649,565 2,823,117 3,029,445 4,440 223,238 11,500 231,135 42,146 17,430 23,187 16,391 12,365 1,691,997 556,333 783,645 2,367,139 240,321 409,876 2,365,242 369,341 720,818 Patient Charges Miscellaneous Inventory Charges - Total Revenues - - - - - - - - 32,550,315 36,337,479 39,798,832 89,739,431 69,025,565 40,242,035 41,405,367 43,266,840 43,700,999 23,696,581 21,529,097 22,558,350 24,768,644 22,159,954 Expenditures 23,045,443 22,859,074 21,370,015 23,648,189 Supplies 544,412 1,553,598 1,636,228 1,857,997 1,322,998 870,654 1,671,386 1,110,808 1,178,136 Services Personnel Services 11,146,382 6,155,182 6,700,808 6,226,899 6,577,548 5,619,261 5,887,535 5,062,687 8,815,602 Mandated Health Care Payments Miscellaneous 17,213,665 126,458 13,956,456 254,907 13,969,014 918,215 13,951,477 684,035 14,934,455 694,719 14,054,538 301,968 13,996,860 786,432 33,038,424 362,270 28,022,106 402,753 Bonds and Related Expenditures 118,941 6,942 4,001 501 635,277 Capital Outlay 230,161 701,918 2,020,108 856,276 476,000 Warehouse Purchases - Total Expenditures - 53,076,598 - 44,158,100 - 47,806,724 - 48,345,828 - 5,614,060 46,800,951 - 1,279,203 49,505,923 59 1,206,667 - 1,007,671 - 46,480,491 - 62,150,872 63,074,516 Other Financing Sources (Uses) Transfers In Transfers Out Total Other Financing Sources (Uses) 776,416 (3,402,008) 746,353 (902,008) 817,720 (902,009) 598,409 (907,289) 774,079 (8,902,008) 772,098 (939,220) 798,430 (902,009) 19,821,395 (902,009) 14,757,751 (902,008) (2,625,592) (155,655) (84,289) (308,880) (8,127,929) (167,122) (103,579) 18,919,386 13,855,743 (23,151,875) (7,976,277) (8,092,180) (9,431,011) (5,178,702) 35,354 Excess (Deficiency) of Revenues Over Expenditures Ending Fund Balance 84,365,717 Accumulated excess/(deficit) (23,151,875) Cash at year-end 98 F/B at year-end 98 57,422,491 107,517,592 Cash to fund balance 6% increase in excess/(deficit) $ 76,389,440 $ 68,297,260 (31,128,152) (39,220,332) (32,995,841) (41,573,552) 53% (24,540,988) Convert deficit to fund balance 77,842,116 Ave Solid Waste Cash Balance (17,041,896) Ave ISF Cash Balance Minimum Fund Balance 616 $ (4,349,686) 56,450,534 41,084,723 $ 109,381,982 1,864,390 14,096,685 $ 123,478,667 15,961,075 $ 114,047,656 6,530,064 $ 108,868,954 1,351,362 $ 108,904,308 1,386,716 (5,517,774) $ 103,386,534 (4,131,058) maricopa county annual business strategies for 1999-2000 countywide competitive analysis policy A. Purpose The purpose of this policy is to provide County-wide direction for Competitive Analysis Processes. This policy will help to ensure County operations function at a level that is consistent with the County's Strategic Goals. These goals include quality service, productivity and economy. The Competitive Analysis Policy provides the ground rules by which the County will call for quotations, bids or proposals from public and private industry to determine the most effective manner of providing County services at a reasonable cost. The policy covers moving services outside of the County as well as bringing services back inside of the County. This policy shall govern Competitive Analysis Projects and shall prevail in such projects over any conflicting provisions in the Maricopa County Procurement Code or any other County policies to the extent not in violation of state law. Note: Where the policy refers to the Department of Materials Management, it is intended that the reference applies to the County entity that is responsible for overseeing County procurement. This policy was formerly referred to as the Countywide Competitive Privatization Policy. B. Policy In initiating any Countywide competitive analysis the following shall be considered: 1. 2. 3. Identification of Departmental Services for Analysis: a. Services will be identified and considered for analysis which have potential cost savings or service quality issues. These can be either County operated, contracted, or anticipated new services. b. Priority will be given to proposed new services, which may require additional staff or capital outlay, and those whose current contracts that will expire in the near future which may be brought in-house. c. Services will be considered for analysis during the annual budget process and at other times as requested by the Board of Supervisors (BoS), County Administrative Officer, or County departments. Approval Authority: a. Board of Supervisors approval will be required to begin any competitive analysis projects, for the issuance of all Requests for Information (RFI), Invitation for Bid (IFB), Request for Proposals (RFP), Multiple Step Bids (MS), or contract awards related to any competitive analysis project. b. The Board of Supervisors shall at all times reserve the right to provide the service by a County department irrespective of a lower public/private bidder or Evaluation Committee recommendations. Ensure Compliance With County Policies and Procedures: a. A "level playing field" will be established by the use of comparable data in establishing equality within the bidding process. b. County departments currently performing the service under consideration, or desiring to perform services currently contracted, for competitive analysis, will have the opportunity to bid along with other public entities and private firms, or submit a cost proposal if the department is not significantly changing the way they perform business. The specific process for handling offers of 617 maricopa county annual business strategies for 1999-2000 County departments including requirements for cost comparison will be strictly adhered to, as outlined in Procedures Section III. B. (11). 4. 5. 618 c. No conflict of interest shall exist between County Elected Officials, Appointed Officials, employees and potential vendors, including sub-contractors. d. All RFI, IFB, RFP, MS and Contracts shall be reviewed by Human Resources and County Counsel for compliance with personnel rules, legal standards and statutes pertaining to the bidding process and applicable policies and regulations. Bidding processes will be in compliance with this policy and all procedures described herewith. e. Any County employee may bid on contracts for services considered for analysis as outlined in Procedure Section III C. f. County departments may utilize existing services which have been competitively bid through the competitive analysis process as outlined in Procedure Section V. All competitive analysis efforts in progress at the time of adoption of this policy and all previously completed competitive analysis efforts shall conform to this requirement. Employee Relations Impact a. Current department employees must be given a "right of first refusal" for job opportunities which could result from the award of a contract. b. Departments which are being considered for competitive analysis will not fill vacant positions and will utilize temporary employees until a function can be contracted. Exceptions may be approved by the Office of Management & Budget on a case by case basis with appropriate justification. c. Transfers or reassignments within a County department or to other County departments will be used during the analysis process, and wherever feasible, to provide for employee retention. Employee re-training will take place in these instances, if possible. d. Competitive analysis efforts will follow strict compliance with the County's Reduction In Force policy. e. Informational meetings will be held with employee groups that are targeted for competitive analysis. These groups will be organized by the affected department heads and attended by Human Resources and other departments deemed essential to addressing employee concerns. A periodic newsletter will be published to keep employees abreast of the current competitive bidding projects and their status. Fiscal Review and Evaluation a. A cost comparison model as set forth in the solicitation will be provided by all bidders to ensure a fair and equitable comparison of costs and to identify avoidable expenses. This will also ensure a "level playing field" for all competitors. b. The cost of performance monitoring and contract administration will be included as a key cost factor in all competitive proposals. c. Services currently contracted for under consideration to be brought in-house may only be considered for analysis at the beginning of the budget year ,at contract renewal date or with express written consent of the County Administrative Officer. d. Savings resulting from a change in the delivery system will be allocated to the appropriate fund, and reprogrammed for use as determined by the BoS. maricopa county annual business strategies for 1999-2000 6. 7. Operational Actions a. The use of comparable resources may be utilized in order to establish a level playing field when negotiating and/or comparing technical proposals without pricing. b. Wherever economically feasible and appropriate, the County will preserve some in-house service capacity. c. The Office of Management and Budget (OMB) will appoint an interdepartmental Evaluation Committee to review submitted bids/proposals and the County cost estimate. This committee may include County department directors or their designees, other County staff as deemed qualified, the Chief Resource Officer, the Internal Auditor, or a technical consultant, not to exceed five (5) voting members. No member of the committee shall be an employee of the department under competitive analysis. d. A monitoring mechanism is required to cover all contracts awarded, including in-house bids awarded. Contract monitors shall be County employees and are an integral part of the Total Quality Management process. OMB will oversee the process for selecting contract monitors. (See Section VI. on Contract Monitoring). e. All competitive proposals shall be based on BoS established service-delivery levels. f. IFB's, RFP's and (MS), shall contain specific statements of work, including complete specifications. IFB's shall be the preferred instrument utilized in outsourcing due to specificity of requirements and the maximum benefits derived by the County. Where specificity of requirements is not available, MS’s shall be the preferred instrument utilized in outsourcing. g. All competitive analysis efforts in progress at the time of adoption of this policy shall conform to the requirements herein. h. Departments will identify all vendor contracts scheduled to expire or subject to renewal during an outsourcing process. Every effort will be made to extend these for a period long enough to provide for review and analysis. This extension will allow the impact of the contract to be determined. i. A thorough investigation of previous performance will be made on all outside bidders prior to award of contract. Waiver - Waiver of this policy may take place upon approval by the Board of Supervisors. 619 maricopa county annual business strategies for 1999-2000 C. definitions Analysis, Outsourcing, Alternative Service Delivery, Service Contracting and Competitiveness (are used interchangeably within this document): The use of the public/private sector in government operations and delivery of public services. See Attachment "A", for an in-depth definition of analysis as forms of outsourcing defined*. Evaluation and Award: A clause contained in IFB/RFP's that cites the need for cost comparison. Invitation for Bid (IFB): Except for construction, means all documents including detailed scope of work and/or technical specifications whether attached or incorporated by reference, which are used for soliciting bids in accordance with the procedures prescribed in Section MC1-316 of the Maricopa County Procurement Code. Level Playing Field: Refers to the use of comparable data in establishing equality within the bidding process. Multi-Step Bid Process (MS): This procedure is used when the scope of work cannot be accurately and completely defined; the service can be provided in several different ways, most of which could be made acceptable and on a level playing field through negotiation; and the expected responses may contain a different level of service than that requested, requiring negotiation to match the proposal with the needs of the County. Step one includes negotiation of unpriced proposals. Step two is the sealed bid pricing process. Step three is the evaluation and comparison of bids. New Services: Services not currently provided by the County. Notice of Cost Comparison: The notice in IFB/RFP's/MS’s which explains the process for handling offers made by current County departments. Operating Department: The County department which is currently providing the service or function. Request for Information (RFI): Informal requests for financial and/or operational information deemed necessary to determine status of further Competitive Analysis efforts. No contract is implied. Request for Proposal - Competitive Negotiation (RFP): The submission of proposals based on a generalized scope of work with contract award to the responsible person(s) submitting the most advantageous and responsive proposal. Specification: An accurate description of the technical requirements for a service, product or material, including the procedure by which it will be determined that the requirements have been met. Statement of Work: A document that establishes and defines all non-specification requirements for contractor performance. The content of a work statement should contain only qualitative and quantitative design and performance requirements. 620 maricopa county annual business strategies for 1999-2000 D. procedures PURPOSE The purpose of these procedures is to provide a means for the evaluation of services for comparison purposes in overlaying the annual budget development process. County operated, new, and contracted services may be analyzed for selection. In addition, services may include those currently County operated services being considered for outsourcing or contracted services under consideration to be brought back in-house. Proposed changes in service delivery or service levels which increase the cost of the service above that authorized through the budget process may result in cancellation of the proposal or bid. This policy also provides that any cost saving resulting from contracting under this policy may be allocated to the appropriate fund and reprogrammed for use as determined by the BoS. OMB will provide management oversight of the procedures described in the following sections. I. INITIAL SERVICE SELECTION A. During the annual budget process, OMB, in concert with the BoS, County Administrative Officer and Departments, will develop a list of services to be competitively bid during the new fiscal year. As a part of this process a determination shall be made as to whether the County has the authority to competitively analyze the service. a. Services will be considered for analysis during the annual budget process and, as requested, by the BoS, County Administrative Officer, and County departments. b. The BoS may revise the Competitive Analysis list developed during the annual budget process at any time. c. Priority will be given to all "new" services or current contracts which will expire in the near future and are being considered for bringing the service in-house, or internal to the County. d. When a priority situation is proposed by a department, the following steps will be taken. 1. When the department prepares a BoS agenda item for a new service, or one to be brought inhouse, it must make a recommendation concerning whether the service should be competitively bid. The dollars budgeted for this new service must be identified in the agenda item. 2. During OMB's normal review of the agenda item, a separate recommendation concerning analysis will be prepared. Services currently under contract may be considered if action corresponds to contract renewal date or the beginning of the budget year. 3. If the priority service is approved and competitive bidding is required, the competitive process will begin as outlined in this procedure. II. ANALYSIS OF SERVICE A. After a service has been selected for possible competitive bidding, a number of steps will be undertaken. Different methodologies will be utilized based on the type of service contemplated or impacted. Departments will supply the information needed to OMB for financial analysis. (This must include the budgeted dollars and related service levels.) Operating departments in conjunction with Materials Management will provide all nonfinancial information necessary. OMB will advise the department of the information needed. B. The results will be reviewed by OMB to determine whether additional analysis is to be conducted. OMB will keep the BoS advised of the disposition of each project and, as required, of steps in the process. In the case of services selected by OMB, the following actions will be taken: 1. When deemed appropriate (for priority services), the Operating department submits an agenda item to the BoS requesting approval to issue an IFB, RFP, or MS, with OMB recommendation attached. 621 maricopa county annual business strategies for 1999-2000 2. OMB will select an interdepartmental Evaluation Committee to review submitted bids/proposals and County cost estimate for recommendation to the BoS. The committee may also include outside consultants or other parties having no vested business or employment interest in the project. Maximum number of people on the selection committee is five. See "IV. Evaluation of Offers". 3. Informational Meetings organized by Department Managers and attended by Human Resources will be held. The Office of the County Administrative Officer will publish a periodic newsletter to keep employees informed of the current competitive bidding projects. III. PREPARATION OF SOLICITATIONS (IFB/RFP/MS) A. A Specialist may be called upon to assist in the preparation of the solicitation along with a Procurement Officer. Policy/Procedure issues to be included or addressed in the solicitation include: 1. A level playing field to be established by OMB by basing solicitation evaluations on comparable data. 2. County departments currently performing the service are encouraged to compete with other public/private entities. 3. Prohibition against conflict of interest. 4. All IFB/RFP/MS shall be reviewed by Human Resources and the County Attorney's Office, the Division of County Counsel ("County Counsel") for compliance with legal standards/statutes and applicable policies and regulations. 5. Current department employees shall be given a "right of first refusal" for job opportunities. 6. Competitive Analysis efforts will comply with the County's Reduction In Force policy. 7. The cost of performance monitoring and contract administration will be included as a key cost factor in all competitive proposals. 8. Where economically feasible and appropriate, the County will preserve some in-house service capacity. 9. Where appropriate, a Performance Bond or alternative surety will be required of all outside vendors submitting bids. 10. A contract monitoring mechanism will be included in all contracts awarded, including in-house bids. The contract monitor shall be a County employee. The cost for monitoring is to be recovered by the contract cost savings. 11. The bidding process will be in compliance with this policy and all procedures described herewith. 12. Contracts will include provision for services during emergency situations, and provision to meet peak service needs. 13. Remedies and penalties for contractor failure, including services not performed as specified, and service levels not maintained, shall be addressed in the contract. 14. Where applicable, an emergency procurement provision will be included in the Statement of Work. 15. Where appropriate, the actual cost for utilization of County assets may be borne by the contractor as specified in the contract. Examples of County assets include: Operational Capital Outlay - Maintenance - Building - Depreciation - Equipment - Utilities - Vehicles 622 maricopa county annual business strategies for 1999-2000 Contracts awarded are not to include the acquisition of fixed assets except as authorized by the CAO and provided in the bid/negotiation process. B. The solicitation will include standard County contract specifications, as required in the Maricopa County Procurement Code, and those additional specifications as outlined below and as specified in the Competitive Analysis Policy & Procedure. These include, but are not limited to, the following: 1. General provisions. 2. Bid and solicitation instructions to vendors. 3. Contractor certifications and representations, including that they are not on the US Government Suspended & Debarred List of non-procurement/ procurement contractors, and any others deemed necessary. 4. Performance Bond or alternative surety required. 5. Proposal evaluation criteria other than price. 6. A Statement of Work and Specifications. 7. Services/items/capital required. 8. Additional information regarding capital assets, facilities, etc. 9. Liquidated damages for non-compliance, where appropriate. 10 Specific monitoring plan. 11. Notice of Cost Comparison, which explains the process for handling offers of County departments, and the Evaluation and Award clause will also cite the need for cost comparison, to be included in IFB/RFP's/MS’s as outlined below: Notice of Cost Comparison: This solicitation is issued in accordance with the Board of Supervisor's Policy on Competitive Analysis, and is part of a County cost/service comparison to determine whether accomplishing the specified work under contract or by County performance is determined to be at the desired service level and at a reasonable cost. If the County determines that County performance is warranted, this solicitation will be canceled and no contract will be awarded. The County's cost proposal will be based on the work statement in the solicitation and will be submitted by designated Department personnel to Materials Management in a sealed envelope not later than the time set for receipt of initial proposals. In the RFP process, after completion of proposal evaluation, negotiation, and selection of the most advantageous proposal, the County will make a final comparison with the County bid before selection. All proposals including the County's shall become public information upon award. Evaluation and Award: Award of any contract or cancellation due to the County providing services will be made after a comparison cost/service analysis and is subject to recommendation by the Evaluation Committee and approval of the BoS. The solicitation response (the "Response") of the involved department will be developed by that department's designated staff who will limit knowledge of the offer contents to those persons with a need to know, excluding review by OMB prior to finalization for submission. The department's Response will consist of 1) A cost proposal component to be developed for precisely the work to be performed at the level and quality as set forth in the solicitation; 2) Technical data component required to support the cost proposal. The department is assumed to have the technical capabilities if it is now performing the subject services. If the department is not currently providing subject services, it is assumed that it is capable 623 maricopa county annual business strategies for 1999-2000 of acquiring necessary resources to provide the services and shall describe how it will acquire those necessary resources. It will not be necessary for the department to submit the following: • Contractor certifications and representations, including that they are not on the US Government Suspended & Debarred List of non-procurement/procurement contractors, and any other certifications pertaining to outside contractors. • Terms and conditions of the contract relationship. The departments shall be subject to the terms of the IFB/RFP/MS as follows: • Must meet submission deadlines. • Section specifically referencing department requirement/action for cost/service level comparison. • Statement of Work/Specifications. • And other requirements as specified. The RFP/IFB/MS will be written by the Procurement Officer, with the assistance of a technical specialist as needed, Human Resources, County Counsel, OMB, and advice as needed from other County departments including the department currently providing the service and/or public/private businesses without an interest in the project. To establish the validity of it's Response, the Operating Department will submit to OMB a cost proposal with detailed data supporting the cost estimate for County performance. OMB will review and identify budgetary implications, including availability of funds, verify accuracy, and reasonableness of methodology used in generating the data. This cost proposal must be submitted at least 10 business days prior to the bid or proposal date. The information may be subject to revisions based on OMB verification and results of any pre-bid conference. Operating Department will then submit it's Response to Materials Management in a sealed envelope not later than the time set for receipt of initial proposals. Materials Management will conduct the process. OMB will oversee the process. The Operating Department involved will notify Human Resources of the number of positions which may be effected by job classification if awarded the solicitation. Human Resources will coordinate all processes needed to ensure all County personnel policies are observed. C. Any County employee(s) may bid as a private entity on contracts for County services considered for analysis. Full disclosure of the employee's intent to bid and any potential ethics concerns or conflict of interest must be made to the Operating Department, OMB, Materials Management and County Counsel, prior to drafting of the bid or proposal instrument. County employees intending to bid privately shall not participate in preparing the Operating Department's Response to the solicitation, and the Operating Department's Response shall be held confidential until after contract award. The operating departments shall structure the competitive analysis process, as far as practicable, so as not to give the County employee an unfair advantage in the competitive solicitation. Operating Department employees who intend to bid as a private entity shall provide information as needed to OMB and Materials Management to facilitate preparation of the solicitation. If the determination is made to analyze the service and award the contract to a County employee as a private entity, award of the contract may be conditioned upon the employee's resignation from County employment upon determination that such action is in the best interest of the County. IV. EVALUATION OF OFFERS 624 maricopa county annual business strategies for 1999-2000 A. The evaluation committee shall follow the guidelines as set forth in the IFB/RFP/MS in conjunction with the Maricopa County Procurement Code, excepting that the following procedures and the Competitive Analysis Policy shall take precedence where not in violation of state law. The evaluation process will treat the involved County department as it would a potential public/private bidder or proposer with respect to notification and confidentiality. In the review of the technical portion of any proposal, the Evaluation Committee may utilize the services of an employee of the affected department. Where feasible, this participant shall not be involved in or knowledgeable of the department's offer and will serve as a non-voting technical advisor only. B. For RFP's, all proposals received from the outside public/private sector will be evaluated by the Evaluation Committee. During negotiation and selection of the most advantageous proposal, the County will make a final comparison to the County Response before selection. All cost comparison forms and the related cost data in support of the cost proposed for the County performance will be made available to interested parties upon award. If the most advantageous offer is that of an outside public concern or private party, the normal contract negotiation procedures are to be followed as required. If the County Response is the most advantageous, all private offers will be rejected and the County department shall provide the service with the performance obligations cited in their Response. These performance obligations shall be incorporated into the department's goals and service levels. A follow-up evaluation of performance will be conducted via monitoring, as described in a later section. C. For IFB’s and MS’s at the time of the public bid opening, the County department's Response will be opened and evaluated along with all other bids. If the department's cost, is such, that accomplishment of the specified work by County performance would be more economic and efficient, the solicitation will be canceled and no contract will be awarded. For those cases where the County is not the low bid, to determine if the low bid is responsive and responsible, the Evaluation Committee will review the bid to determine if it meets the specifications, and the contractor qualifications to assess whether the bidder is responsible. OMB shall review such determination prior to further procurement action. If the determination would result in award to another public/private sector bid, the normal notification process will be followed. D. The post evaluation process requires the Evaluation Committee to prepare a report for the BoS outlining the process that has taken place and making recommendation. Included will be supporting documentation on cost comparisons, and communications from the other public/private sectors if applicable. In all cases where contracts will be awarded, BoS approval of the contract prior to the onset of service is mandatory. V. EXPANSION OF EXISTING COMPETITIVELY ANALYZED SERVICES Once the County has completed the competitive analysis process of a service and the contractual time period has not expired, competitively bidding or rebidding the function will not be necessary in order to expand the service to other Countywide departments. These procedures provide a means of evaluating costs, for comparison purposes, in order to determine the most cost efficient means of providing expanded services. Any cost saving resulting from the expansion of existing competitively analyzed services may be allocated to the appropriate fund and reprogrammed for use as determined by the Board of Supervisors. OMB will provide management oversight of the procedures described in the following sections. A. Expansion of County Provided Services When a County department wishes to take advantage of cost savings and service delivery enhancements through the use of services previously competitively analyzed, they may do so through a post analysis cost comparison. County operated, and contracted services, may be analyzed for expansion. The post analysis cost comparison process requires the using department to provide OMB with current departmental costs and complete an Employee Impact Form, Attachment “E”, for analysis and comparison. Materials Management will review the existing service agreement or contract to determine if provisions exist 625 maricopa county annual business strategies for 1999-2000 for expanding services. If no provision exists for expanding services, Materials Management will solicit a bid from the service provider. A comparison of costs will determine the recommended service provider. Materials Management will prepare a recommendation and place on the consent agenda the dollar impact and scope of expanded services for Board approval. Once approved, if the County department is not selected, Human Resources will immediately begin employee out-placement services as outlined in the Reduction-in-Force policy. Current department employees must be given a "right of first refusal" for job opportunities which could result from this expansion of services. All competitive analysis efforts in force or in progress at the time of adoption of this policy shall conform to this requirement. VI. PERFORMANCE MONITORING A. In-House Award Performance monitoring will be in accordance with the original statement of work included in the IFB/RFP/MS. Monitoring costs will be identified in the Contract Analysis Sheet of the Maricopa County Contracting Cost Model. Actual costs and other measures of performance will be ascertained by an in-house monitor, with results reported to OMB. This shall also require a selected County department to clearly define goals and service levels for monitoring purposes at inception of service. If actual in-house costs exceed the cost of the bid, department management will be required to justify those variances to the BoS. Where service performance is below the standards set forth in the solicitation, department management will also be required to justify the variations to the BoS. which, if continued unchecked shall cause the contract monitor to schedule an Evaluation Committee meeting to determine the next step to protect the County's financial and operational interest. B. Contractor Award Monitoring of the service as contracted, will be performed by an in-house contract monitor in accordance with the original statement of work included in the IFB/RFP/MS, and as identified in the Contract Analysis Sheet of the Maricopa County Contracting Cost Model. Materials Management will meet periodically with a representative from the Contractor to ensure satisfaction and resolve outstanding issues. If unable to resolve variances, remedies provided in the contract will be applied as appropriate, including that of contractor default. C. Contract Monitor Selection The contract monitor shall be an employee of Maricopa County, selected to monitor performance, provide project administration and contract compliance. The contract monitor shall assist in any transition from or to County service. OMB will oversee the selection process. The cost for monitoring shall be recovered through contract cost savings. VI. BUDGET MONITORING A. Definitions Account - The low org to which expenses and revenues are applied. Activity - The word activity and the plural, activities, are used throughout this section to denote services, functions and operations that are procured through and related to the County-wide Competitive Analysis process. Competitive Analysis - The use of public/private sector competitive bidding and partnerships in government operations and delivery of public services. B. 626 Procedures maricopa county annual business strategies for 1999-2000 1. Budget Process • Expenditures and revenues procured through the County-wide Competitive Analysis process are to be budgeted under a separate low org within the department responsible for operational monitoring. (Each activity analyzed is to be budgeted under separate low orgs.) • The activities procured through the County-wide Competitive Analysis process will follow all budgeting guidelines including the approval process by the Board of Supervisors. • To ensure compliance to the Board approved County-wide Competitive Analysis Policy the Office of Management & Budget will be responsible for reviewing those activities’ budgets prior to adoption. • Those budgets not found to be in compliance will be reviewed for further recommendation by the Office of Management and Budget. 2. Monitoring Process • The office responsible for operational monitoring will ensure that the charges posted to the analyzed activity account do not exceed the approved dollars budgeted. • If at any time during the contract period a negative variance is projected, the office responsible for operational monitoring will report the occurrence to the Office of Management and Budget. • Customer satisfaction surveys are to be performed by the office responsible for operational monitoring for each year the contract is in force. Outcomes are to be reported to the Office of Management and Budget. 3. Year-End Process • Each fiscal year, during the month of February, the office responsible for operational monitoring will provide an analysis of the operations with supporting measurements of outcomes, along with copies of financial support detail from LGFS to the Office of Management & Budget. • Deviations to technical specifications and/or expected financial year-end impact are to be reported to the Office of Management & Budget with recommendations for remedies. VII. EMPLOYEE TRANSITION: A. If in a competitive bidding process the County department is not selected, Human Resources will immediately begin employee out-placement services as outlined in the Reduction-in-Force policy. B. Current department employees must be given a "right of first refusal" for job opportunities which could result from the award of contract. C. Transfers or reassignments within a department or to other departments will be used, where feasible, to provide for employee retention. D. The Employee Impact form, included in the contracting cost model, provides Human Resources with an assessment of the impact of analysis on department's employees. 627 maricopa county annual business strategies for 1999-2000 Attachment "A" ANALYSIS Forms of Outsourcing Defined:* These forms of outsourcing are illustrative only and may not all be legally available to the County. 1. Contracting with public/private firms, for profit or non-profit, to provide goods or services. 2. Vouchers allowing the public to purchase services from public/private firms available in the open market. 3. Grants and Subsidies, where public (governmental) sector makes monetary contributions to help other public/private organizations provide a service. 4. Franchise where monopoly privileges are given to a public/private firm to provide a service in a specific geographical area. 5. Asset Sale, where the government sells, or "cashes out," its assets to private firms or individuals to shift government functions to the private sector. 6. Deregulation where the county would remove its regulations from the service previously monopolized by the government in favor of other public/private provision of the service. 7. Volunteerism, where volunteers would provide public services. 8. Private Donation, where the county would rely on the private sector for assistance in providing public services. 9. Public-Private Partnership, where government conducts projects in cooperation with representatives from private firms, relying on private resources instead of spending tax moneys. 10. Service Shedding, where government drastically reduces the level of a service or stops providing a service so the private sector can assume the function. *Taken from "Analysis and Contracting for State Services: A Guide" by Keon S. Chi, published in the Council of State Governments "Innovations", Iron Works Pike, Lexington, Kentucky 40578 April 1988. 628 maricopa county annual business strategies for 1999-2000 OMB Acceptance: Date: Attachment "B" (Revised 2/5/96) CONTRACT ANALYSIS SHEET CURRENT DEPARTMENT: FUNCTION(S) ANALYZED: ACCOUNTING STRING: CONTRACT NAME AND IDENTIFIER: Functions Contract Replaces Projected Total Costs Projected Avoidable Costs CONTRACT COST ANALYSIS: Components Considered? Yes or N/A* Total Projected Contract Costs Contract Fee County Employee Impact Monitoring Costs Administration Audit Transition Other Costs Total Costs to Contract: *If Yes, attach financial analysis with assumptions for Total Projected Contract Costs. *If N/A, attach explanation. Prepared by: Date: Department Approval: Date: s:\common\privatz\attach1.XLS 629 maricopa county annual business strategies for 1999-2000 Attachment "C" (Revised 2/5/96) OMB Acceptance: FUNCTION SUMMARY SHEET Date: (Attach LGFS Summary Back-up) DEPARTMENT: FUNCTION(S) ANALYZED: ACCOUNTING STRING: DETAILED DESCRIPTION OBJECT SUB-OBJ FULL-YEAR BUDGET Y-T-D BUDGET Y-T-D ACTUALS VARIANCE B/(W) ACTUALS ANNUALIZED PERSONAL SERVICES SUB-TOTAL PS: SUPPLIES & SERVICES* SUB-TOTAL S&S: CAPITAL OUTLAY* SUB-TOTAL CO: TOTAL COSTS: REVENUES: Attach LGFS detail, explanation of revenues and estimated year-end revenues. AVOIDABLE COSTS: *Actual cost for utilization of County assets included. Prepared by: (Date) Department Approval: (Director) s:\common\privatz\attach1.XLS 630 (Date) maricopa county annual business strategies for 1999-2000 Attachment “D” (Revised 2/5/96) WORKFLOW ANALYSIS CURRENT DEPARTMENT: FUNCTIONS: NAME OF SERVICE: New Service or Current: If New Service, existing department/employee(s) desiring to perform service? If Current Service, performed by County or Contractor? Supply copy of applicable contract(s) currently in force. Who benefits from the service? Are revenues generated? If so, describe on separate sheet. Scope: (Geography, frequency, etc.) Brief description: List in logical sequence the major steps involved in this function, and the purpose of the function. s:\common\privatz\attach1.XLS Prepared by: Date: Department Approval: Date: OMB Acceptance: Date: 631 maricopa county annual business strategies for 1999-2000 Attachment “E” PRIVATIZATION EMPLOYEE IMPACT FORM (To Be Completed By Operating Department) BID SERIAL NUMBER & TITLE: DEPARTMENT(S) IMPACTED: ACCOUNTING STRINGS AFFECTED FUNCTION(S) INVOLVED: COMPLETE THE FOLLOWING CONTRACTING IMPACT INFORMATION (Attach Separate Sheet If Needed) BUDGETED & ACTUAL FTE’S LOW ORG(S) POSITION FILLED OR VACANT PERSONAL SVCS ANNUAL $ IMPACT OTHER OPERATING EXP ANNUAL $ IMPACT # SUB-TOTAL SUBTOTAL $ $ # SUB-TOTAL SUBTOTAL $ $ # SUB-TOTAL SUBTOTAL $ $ TOTAL $ $ TOTAL FTE’S 632 JOB CLASSIFICATION maricopa county annual business strategies for 1999-2000 policy for administering grants introduction Maricopa County receives significant funding from federal, state and local agencies annually; however, it does not have a formal Policy to follow when applying for and receiving grant funds. In order to ensure that the County is fully and timely reimbursed for all allowable expenses associated with grants, it is imperative that Responsible Departments negotiate to consistent goals, closely monitor their expenditures and claim reimbursement in a consistent and timely manner. This Policy shall serve as the framework for Responsible Departments to follow when applying for grants and negotiating the terms and conditions of the agreements. This Policy is not intended to discourage Responsible Departments from seeking grant funding as a means to support various services and programs. Rather, it is intended to provide consistent guidelines for grant administration to ensure optimum financial arrangements for Maricopa County and to enhance Board acceptance of grants conforming to this Policy. definitions Grantor Agency refers to a federal, state, local or private agency or organization which provides the grant funding and/or grant funding oversight. Ongoing Grants refers to funding from a Grantor Agency which is expected to be provided year after year for a specified program(s) or service(s). One-time Grants refers to funding from a Grantor Agency which is provided for a limited duration for a specified project or program. This type of grant may be provided to start a new program or service or for a program or service which has a limited life. Responsible Dept refers to the department, office or agency under budgetary responsibility of the Board of Supervisors, which has direct oversight responsibility for the program(s) funded partially or totally with the grant funds. The elected official or department director of the Responsible Department shall act as the agent of the County for purposes of this policy. Overhead (A-87) refers to costs, benefiting both grant and non-grant activities, allocated by the Department of Finance to all non-General Fund departments. An allocation is also calculated for Responsible General Fund departments to be included in departmental overhead. Dept. Overhead programs. refers to departmental costs incurred for the joint benefit of both grant and non-grant implementation This policy will take effect immediately. Provisions under sections titled "FUNDING" and/or "OVERHEAD/INDIRECT COSTS (A-87 CHARGES)" will not apply to 1995-96 grants if the grant has already been submitted and/or approved by the Grantor Agencies. Grants which are in the application or negotiation stage of the process may continue; however, final acceptance of the grant must be approved by the Board. 633 maricopa county annual business strategies for 1999-2000 grant submittal While all grants must be accepted by the Board of Supervisors before funding can be expended, grant applications which fully comply with this Policy do not require Board approval at the time of submission for funding. Except as noted Sections D. 1. and 2., applications for funding which deviate from this Policy (for any reason) shall require Board approval prior to submission. The County Administrative Officer may approve exemptions to this policy with regards to indirect cost reimbursement. EXCEPTION: The Board of Supervisors shall be notified by any affected Responsible Department in an annual or more frequent presentation of their intent to apply for all ongoing grants which deviate from this Policy, the nature of the deviation(s) and the reason for it (i.e. the grantor agency or the terms of a specific grant prohibit charging overhead, etc.). Once acknowledged and approved by the Board that it continues to support applying for such grant(s), the Responsible Department will not be required to obtain Board approval prior to the submission for continued like funding from the same Grantor Agency. Nothing contained within this Section shall preclude a Responsible Department from seeking approval for both the submission and acceptance of award at the pre-submission stage, provided that all terms of the grant are consistent with the information presented to the Board. Grants for the Judicial Branch in Maricopa County will be identified by the Presiding Judge of the Superior Court in an annual presentation to the Board of Supervisors. The presentation will reference the individual grants, and whether any of the provisions of the grants deviate from this Policy. After these grants have been reviewed and accepted by the Board of Supervisors, subsequent grants for that fiscal year from the same Grantor Agency with like provisions do not require the Board's review and acceptance of the grant. Subsequent grants from a new Grantor Agency will be transmitted to the Board of Supervisors for review and acceptance. funding To improve cash management practices, it is the County's preference to receive funding on an advance basis instead of a reimbursement basis. Therefore, every effort is to be made by Responsible Departments to obtain advance funding from the Grantor Agency. This is especially critical for one-time grant funded programs/activities and where the County is advancing funds to nonprofit subcontractors. Responsible Departments with existing grant agreements are to contact their Grantor Agencies and attempt to renegotiate the terms of these agreements. Upon request, the Department of Finance will assist in negotiations with Grantor Agencies. If funding is to be provided on a reimbursement basis, Responsible Department staff will note this in any submittal or correspondence to the Board of Supervisors. The Board may request staff to present the cost/benefits of accepting a reimbursement grant versus not accepting a particular grant. The cost/benefit analysis will take into account if the grant funded services are mandated. The analysis should also consider the impact of indirect cost recovery and advance funding requirements on the competitiveness in obtaining grant funding. One-time Grants which are actually start-up grants for new programs or services will be so noted in the submittal to the Board of Supervisors. Program costs which Responsible Departments wish to continue once the grant funding has been depleted will be identified and reported to the Board of Supervisors at the time of submittal for consideration. The Responsible Department will present adequate analysis and information to the Board of Supervisors to assist the Board in deciding whether the County should fund expenses for the project or program from other County funds following the depletion of the grant funds. Whenever permitted by the Grantor Agency, grants requiring County matching funds will first use County Overhead (A-87) as a match. If the required match exceeds County Overhead (A-87) or Overhead is not an allowable expense by the Grantor Agency, the Responsible Department shall inform the Board of Supervisors of the exception and estimate the relative financial in-kind impact. 634 maricopa county annual business strategies for 1999-2000 claiming Responsible Departments will provide to the Department of Finance a copy of the grant agreement, including the award amount. Responsible Departments will record and track grant revenues and expenditures. Responsible Departments shall submit claims for either an advance or reimbursement to the Grantor Agency as frequently as permitted under the grant agreement. Ideally, this will be no less frequent than monthly. At grant year end, each Responsible Department shall close out its respective grants. This includes preparing and submitting any required final reports to the Grantor Agency and either returning excess funds or requesting final reimbursement for the grant year. A copy of the final report shall be provided to the Department of Finance. overhead/indirect costs (a-87 charges) Annually, the Department of Finance will prepare or cause to be prepared a cost allocation plan consistent with Federal Circular A-87. The Department of Finance and the Office of Management and Budget will inform each Responsible Department of their share of the A-87 charges for that particular fiscal year. Generally, grants are to financially support 100% of their A-87 charges. On a year-by-year basis, a Responsible Department may request that the Board of Supervisors waive all or a portion of their A-87 charges for that fiscal year, for all or specific grantor agencies. (A waiver or disallowance of A-87 charges results in a General Fund subsidy for paying the support costs for the grant funded program.) purchase of computing and network systems) To ensure compatibility and supportability of the County computing and network infrastructure, Responsible Departments are to consult with and obtain approval from the Chief Information Officer prior to purchasing any desired equipment. This applies to hardware, software and communications technologies including data, voice, video, image radio telemetry and facsimile purchased under the provisions of the County's Procurement Code. Departments in the Judicial Branch of Maricopa County will consult with the Chief Information Officer prior to any purchases under the Judicial Procurement Code to determine whether the purchase will require compatibility and supportability of the County computing and network infrastructure. accounting for grant funded programs Effective July 1, 1995, each department will have its own fund designated for grant activities. This will permit both the Responsible Department and the Department of Finance to readily identify the cash balance of grant funded programs at any point during the fiscal year. grant monitoring by department of finance The Department of Finance will monitor grant expenditures and revenues on a regular basis. At a minimum, the Department of Finance will: u prepare and provide to the Responsible Departments a quarterly grant schedule. This schedule will include year to date revenues and expenditures and inception to date receivable or deferred revenue balance for each individual grant. u ensure that grant expenditures do not exceed grant awards or available funding if balances are carried forward from a preceding year. This expenditure limit will be noted on the grant schedule and any grant that approaches the maximum available funding will be immediately identified. The Responsible Department will be contacted and all grants which are projected to exceed the expenditure limit will be reported to them and the Board of Supervisors. 635 maricopa county annual business strategies for 1999-2000 u examine individual grant balances on a monthly basis to identify departments that are not requesting reimbursement from the Grantor Agency on a monthly basis. Responsible Departments which are not regularly claiming reimbursements will be contacted by the Department of Finance and directed to submit the appropriate documentation to the Grantor Agency. u examine the final reports submitted by the Responsible Departments to ensure that indirect costs either identified in the County's A-87 Plan or approved by special action by the Board of Supervisors are being reported to and reimbursed by the Grantor Agency. general support from the department of finance While each Responsible Department has staff assigned to monitor and report the financial activities of grants, the Department of Finance will provide general and technical oversight and monitoring of all grant funds. 636 maricopa county annual business strategies for 1999-2000 indirect cost policy for grant programs purpose To establish a standard policy and general procedures governing the receipt, recording and disposition of OMB Circular A-87 allowable indirect costs recovered from the grantors. definitions Grants refers to transactions in which an entity transfers cash or other items of value to (or incurs a liability for) Maricopa County as a means of sharing program costs or otherwise reallocating resources to the recipients. OMB Circular A-87 refers to the Federal government circular that defines allowable indirect costs for federal programs. Cognizant Agency means the Federal agency responsible for reviewing, negotiating, and approving cost allocation plans or indirect cost proposals developed under OMB Circular A-87 on behalf of all Federal agencies. Indirect Costs refers to those costs incurred for a common or institution-wide objective that benefits more than one grant program or project. Such costs are not readily assignable to the cost objective specifically benefited. County-wide Full Cost Allocation is used to allocate the full cost of running the County’s Central Service Departments. County-wide A-87 Indirect Costs refers to Central Service department costs, benefiting both grant and nongrant programs. These costs are allocated by the Department of Finance in accordance with OMB Circular A-87. Central Service departments support, manage, and maintain County operations (i.e. Finance, OMB, etc.) Department A-87 Indirect Costs refers to departmental costs benefiting both grant and non-grant programs. background Currently there is no standard policy in effect for the treatment of recovered A-87 indirect costs from grants funds. All departments are required to charge their grant funds for A-87 indirect costs unless prohibited by the grant contract, law, or the County Administrative Officer, or County Board of Supervisors approval. policy On an annual basis the Department of Finance-Grants Division prepares an A-87 County-wide indirect cost allocation plan. The Department of Finance-Grants Division is responsible for maintaining, updating and negotiating the County-wide A-87 plan with the cognizant agency, United States Department of Housing and Urban Development (HUD). The County’s A-87 indirect costs plans are used as a means of equitably recovering indirect costs from both federal and non-federal grant programs. All departments receiving grant funds shall submit a written request to the Department of Finance-Grants Division to prepare a Departmental A-87 cost allocation plan. 637 maricopa county annual business strategies for 1999-2000 For General Fund departmentsu All recovered Departmental A-87 costs from grants will be charged to the grant fund under subobject code 0831-01 and deposited into the department’s General Fund operating agency under revenue source 0621-01. u All recovered County-wide A-87 indirect costs from grants will be charged to the grant fund under subobject code 0831-00 and deposited into the General Fund, agency 180, org 1810, revenue source 0621-00. For non-General Fund departmentsu The Department of Finance-Grants Division will prepare the County-wide monthly indirect cost charge (full indirect or A-87 indirect, as applicable) to the non-General Fund departments. The Department’s operating agency will be charged under subobject code 0831-00 and revenue will be deposited into the General Fund, agency 180, org 1810, revenue source 0621-00 . u All recovered Departmental A-87 indirect costs from grants will accumulate in the Department’s operating agency, subobject 0831-01 and will be expensed to the Department’s grant agency, subobject code 0831-01. u All recovered County-wide A-87 costs from grants will be treated as a transfer of expenses from the Department’s operating agency, subobject 0831-00, to the Department’s grant agency, subobject code 083100. u The above accounting strings are subject to change by the Department of Finance, and departments will be notified as necessary. u In some cases the grantor may limit the recovery of indirect costs at a percentage less than the combined Departmental and County-wide A-87 indirect rate. In these cases, the Departmental A-87 rate shall be satisfied first. Any remaining funds will then be applied to the County-wide A-87 rate. procedures Both recoverable and unrecoverable estimated A-87 indirect costs should be fully disclosed and quantified on the Board agenda and included in the local match if allowable. This information enables the Board of Supervisors to have a clear understanding of the financial impact on Maricopa County for each individual grant/program. Prior to submission to the Board of Supervisors, a copy of all grant applications and contracts must be submitted to the Department of Finance-Grants Division to ensure compliance with this policy. Departments are required to prepare journal vouchers to charge grants for the eligible A-87 costs through the previous month end. The journal voucher must be submitted to the Department of Finance-Grants Division for approval. Indirect cost allocations will be monitored by the Department of Finance-Grants Division, as part of the Grant Monitoring Procedures. summary This policy will ensure that all indirect costs are handled in a fair and consistent manner regarding the receipt, recording and/or the disposition in accordance with the applicable grant contract and laws. 638 maricopa county annual business strategies for 1999-2000 general government policy purpose The purpose of this policy is to augment existing budget policies and procedures to provide for consistent practice throughout the County. budgeted revenues The revenues budgeted in the General Government budget are revenues that benefit all General Fund responsible departments and not a particular department or program. These revenues include: u Real Estate Taxes collected in the Treasurer's Department u Anticipated Grants from outside sources u State Shared Revenue - Sales Tax from the State u State Shared Revenue - Auto Lieu from the State u Cable TV Application Fees for franchise agreements with the County u Environmental Cleanup - Special Revenue Fund u Liquor Licenses fees u Other Miscellaneous Revenue as appropriate. budgeted expenditures The expenditures budgeted in the General Government budget are general, County responsible expenses, which do not relate directly to a particular department, or which benefit the County as a whole. These expenses include six general areas: General Fund Financial Programs, which include u Contingencies u Interest Expense u Other General Fund Programs (Such As Tuition Reimbursement, u Technology Issues, Justice Coordination, ISF’s, Etc.) Shared County Costs, which include u Taxes and Assessments u Memberships u Environmental Cleanup Capital Improvement Project Expenses, which include u Major Maintenance u ADA Projects 639 maricopa county annual business strategies for 1999-2000 Legal Expenses, which include u Tax Appeal Cases u Judgements u Legal Professional Services u Indigent Representation Cost (Such As: Dependency, Rule 11, Etc.) One-Time Accumulated Fund Balance Expenditures, which include u Major Capital Outlay and Improvements u Technology Related Expenses Other Programs/Departments, which include u Burial of Indigents u Other Non-Profit Support u Accommodation Schools Support u Co-op Extension Support procedures budget process General Government will follow all General Fund budgeting guidelines including the approval process established by the Board of Supervisors. The Office of Management and Budget, along with the County Administrative Officer, will be responsible for developing the General Government budget for each fiscal year. approval process for expenses The Chief Resource Officer must authorize all expenditures prior to processing. This authority has been delegated to the manager responsible for the applicable low org within General Government. Once the expenditure is approved for payment out of the General Government budget by the responsible party, the payment may occur. If the expenditure is not approved, it will be returned and absorbed within the original department budget. contingency fund If a contingency fund is adopted in the General Government budget during a fiscal year, General Fund departments can request funding for expenditures or unfunded projects. These requests must be handled via an agenda item, and submitted by the responsible managerial office. These requests must then be approved by the Board of Supervisors. The Chief Resource Officer or the designated responsible manager will monitor the expenditures charged to the General Government budget to ensure that the charges posted do not exceed the approved dollars. The Chief Resource Officer or designated responsible manager will approve the item for payment if the financial information and dollar amounts are correct. authority/responsibility The administration and maintenance of the General Government budget is the responsibility of the Office of Management & Budget. Expenditures which are being charged to General Government must be approved by the Chief Resource Officer or designated responsible manager to ensure that the expenditures are budgeted. All revenue and expenses which are not budgeted in the current fiscal year budget must be approved by the County Administrative Officer and the Board of Supervisors via an agenda item. 640 maricopa county annual business strategies for 1999-2000 general fund vehicle replacement policy introduction This Policy is designed to provide departments with the guidelines for replacement of existing vehicles used by general fund departments that were initially purchased with general fund resources. background Equipment replacement must be planned and approval for replacement received through the budget process. The Equipment Services Department has the responsibility to plan for replacement needs in conjunction with the County departments. During development of each fiscal year budget, the Office of Management and Budget (OMB) reviews requests received from departments for replacement of existing vehicles. In determining the amount of funding required, only the cost to replace existing vehicles with their equivalents is considered. Upgrades and additional new vehicles may not be charged to the vehicle replacement budget. The Sheriff’s Office equipment replacement schedule will be discussed and approved during the annual budget process. Due to the unique nature of the functions of the Sheriff’s Office, the equivalent replacements and upgrades may be changed to meet departmental needs, if the costs remain within budget targets However these changes will be discussed with OMB prior to proceeding to ensure costs are appropriate. guidelines u The department, working with Equipment Services, prepares a needs assessment to determine which vehicles require replacement for upcoming fiscal years. u Vehicle replacement will be funded only for the current equivalent equipment class, make, model and equipment extras. u Upgrades are not funded under the vehicle replacement budget. If a department determines upgrades are necessary, the department has two options: (a) pay for the upgrades from the department’s current operating budget; or (b) request upgrades and additions during the development of the departmental budget. u If the full cost of replacement is actually lower than originally estimated, the savings will revert to the general fund reserve for accidents and overruns. Savings do not revert to the department with the exception of the Sheriff’s Office Replacement Fund. u Possible cost overruns will not be charged to the department. replacement budget. These will be absorbed by the vehicle u OMB must approve all charges to the vehicle replacement budget. exceptions If, during the replacement process, the department requires changes to the original vehicle replacement request, the department must request reconsideration of their initial vehicle replacement plan. The criteria OMB will consider during the review of the department’s revised plan includes funding and the impact on current and future costs for maintenance, operation and replacement. To assist OMB in performing a full analysis of the revised replacement plan, departments are requested to provide: u A justification statement which supports changes to be in the best interest of Maricopa County citizens, enhances services provided to the citizens and benefits the County overall. This statement can also include information on changes in service levels which require the use of a different vehicle class, the impact on current and future costs for maintenance, operation and replacement as well as information on funding. u A spreadsheet which reflects the current vehicle replacement schedule with costs and the proposed vehicle schedule with costs. The spreadsheet needs to reflect the increase or decrease of cost for each vehicle and an explanation for the cost change. 641 maricopa county annual business strategies for 1999-2000 u A complete justification for any equipment additions to the replacement vehicles and how these equipment additions enhance the service levels being provided to Maricopa County citizens. u OMB will review the request and provide the department and Equipment Services with final approval or disapproval of the proposed change to the department’s equipment vehicle replacement plan within 3 working days of receipt. 642 maricopa county annual business strategies for 1999-2000 chart of accounts Chart of Accounts - Revenue Object Sub-Object Description 601 601 601 0 2 3 REAL PROPERTY TAXES REAL PROP TAXES - CURR YEAR REAL PROP TAXES - PRIOR YEARS 602 602 602 0 2 3 PERSONAL PROPERTY TAXES PERS PROP TAXES - CURR YEAR PERS PROP TAXES - PRIOR YEARS 603 603 603 0 1 2 PAYMENTS IN LIEU OF TAXES PILT - SALT RIVER PROJECT PILT - FEDERAL 605 605 605 0 1 2 TAX PENALTIES & INTEREST INTEREST ON DELINQUENT TAXES PENALTIES ON DELINQUENT TAXES 606 606 606 0 1 2 SALES TAXES STADIUM DISTRICT SALES TAX STADIUM DISTRICT CAR RENTAL SURCHARGE 610 610 610 610 610 610 610 610 610 610 610 610 610 610 610 610 610 610 610 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 LICENSES AND PERMITS BINGO LICENSES LIQUOR LICENSES PAWN SHOP LICENSES PEDDLERS LICENSES AIR POLLUTION PERMITS ANIMAL LICENSES BUILDING SAFETY PERMITS ENVIRONMENTAL PERMITS FLOOD CONTROL LICENSES MARRIAGE LICENSES MOBILE HOME MOVING PERMIT MOBILE HOME USE PERMIT PLANNING VARIANCE PERMIT PUBLIC HEALTH ENG PERMIT TRUCK PERMIT-HIGHWAY USE COUNTY RIGHT OF WAY USE OTHER LICENSES & PERMITS CREMATION PERMITS 615 615 615 615 0 1 2 3 GRANTS FEDERAL GRANTS STATE GRANTS OTHER GRANTS 643 maricopa county annual business strategies for 1999-2000 chart of accounts (continued) Chart of Accounts - Revenue 644 Object Sub-Object Description 620 620 620 620 620 620 620 620 620 0 1 2 3 4 5 6 7 8 INTERGOVERNMENTAL FEDERAL SHARED REVENUE OTHER SHARED REVENUE FEDERAL SHARE OF COSTS STATE SHARED REVENUE STATE SHARED HURF STATE SHARE OF COSTS OTHER GOVT SHARE OF COSTS STATE SHARED LOTTERY 621 0 INDIRECT COSTS RECOVERY 625 0 STATE SHARED SALES TAXES 630 0 STATE SHARED VEHICLE LICENSE TAXES 635 635 635 635 635 635 635 635 635 635 635 635 635 635 635 635 635 635 635 635 635 635 635 635 635 635 635 635 635 635 635 0 1 2 3 4 9 10 11 12 13 14 15 16 17 18 19 20 21 23 24 25 26 27 28 29 30 31 32 33 34 35 FEES & CHARGES CABLE TV RECEIPTS FEE GARNISH & SUPPORT FEES BOND REGISTRATION FEES TAX SALE FEES CABLE TV-APPLICATION FEE CERTIFICATIONS COURT FEES CONSTABLE FEES FIDUCIARY FEES JURY FEES LEGAL SERVICES NOTARY BOND FEES PASSPORTS PROBATE FEES RECORDING FEES RECORD AUTOMATION SURCHARGE SUBDIVISION FEES ZONING CLEAR REVIEW FEES ZONING APPLICATION ROOM & BOARD-PROBATION SERVICE FEES-OTHER HOSPITAL KENNEL FEES VITAL STATISTICS CAMPGROUND RESERVE FEES TARGET RANGE FEES GOLF COURSE GREENS FEES PARK ENTRANCE FEES REC ACTIVITIES FEES ACCOUNTING SERVICES BUILDING PLAN REVIEWS maricopa county annual business strategies for 1999-2000 chart of accounts (continued) Chart of Accounts - Revenue Object Sub-Object Description 635 635 635 635 635 635 635 635 635 635 635 635 635 635 0 36 37 38 39 40 41 42 43 44 45 46 47 49 FEES & CHARGES AUTOPSIES INDIGENT DEFENSE REVENUES PROBATION SERVICE FEES SPECIAL LAW ENFORCE SERVICE STREET CURB SIDEWALK REPAIR DAMAGE RECOVERY LANDFILL CHARGES PRE-PLACEMENT PHYSICALS INTERNS/RESIDENT PROGRAM INSURANCE PREMIUMS COUNTY PREMIUM HLTH/LIFE EMPLOYEE PREMIUM HLTH/LIFE OTHER CHARGES 636 0 INTERNAL SERVICE CHARGES 637 637 637 637 637 637 637 637 637 637 637 0 3 4 5 6 7 8 9 10 11 12 FINES & FORFEITS CITATIONS CIVIL SANCTIONS-TRAFFIC COURT FINES LIBRARY FINES ANTI-RACKETEERING FINES SURCHG ALCOHOL & DRUG SURCHG ATTORNEY TRN FUND SURCHG PEACE OFFICER TRN OTHER FINES & FORFEITS DIVERSION FINE 640 640 640 640 640 640 640 640 640 640 640 640 640 640 640 640 640 640 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 PATIENT CHARGES REGULAR IN-PATIENT MEDICARE IN-PATIENT INSURANCE IN-PATIENT COUNTY IN-PATIENT REGULAR OUT-PATIENT MEDICARE OUT-PATIENT INSURANCE OUT-PATIENT COUNTY OUT-PATIENT CAPITATION REVENUE NURSING HOME PATIENTS ALTERNATIVE PROGRAM PATIENTS AFDC(AHCCCS) SSI AGED(AHCCCS) SSI BLIND(AHCCCS) SSI DISABLED(AHCCCS) SSI-LTC(AHCCCS) MI-PH DENTAL(AHCCCS-MHP) 645 maricopa county annual business strategies for 1999-2000 chart of accounts (continued) Chart of Accounts - Revenue 646 Object Sub-Object Description 640 640 640 640 640 640 640 640 640 640 640 0 18 19 20 21 22 23 24 25 26 27 PATIENT CHARGES MI-A/C (AHCCCS-MCHP) MI-LTC (AHCCCS-MCHP) MN (AHCCCS)CCS-MCHP) MN BY SPENDOWN(AHCCCS) MN-LTC (AHCCCS) CASE MGMT-VENT (ALTCS) CASE MGMT-NON VENT(ALTCS) AHCCCS/ALTCS OTHER REV FFS-VENTILATOR (ALTCS) REINSURANCE 645 645 645 645 645 645 645 645 645 645 645 645 645 645 645 645 645 645 645 645 645 645 645 645 645 645 645 645 645 645 645 645 645 645 645 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 REV ALLOWANCES - PATIENT CARE ALLOWANCE FOR BAD DEBTS BUSINESS OFFICE BAD DEBT ABILITY TO PAY PROGRAM MCDOWELL CLINIC P H PRENATAL CARE AGREEMT DOC CONTRACTUAL ADJUSTMENT ASH CONTRACTUAL ADJUSTMENT MATERNITY ACCT AGREEMENT MEDICAID RESEARCH FOUNDATION PROG W/O INDUSTRIAL NONEMPLOYEE ADJ PREPLACEMENT PHYSICALS W/O ADOPTION AGENCIES ADJUST INDIAN HLTH SER CONT ADJUST CMI PILOT PROGRAM OTHER CONTRACTUAL ADJUST NEW BORN TRANSPORT HEADSTART PROGRAM W/O OB HIGH RISK W/O BX-BS CONTRACT W/O NICP CONTRACT ALLOWANCE HOMELESS SHELTER SERVICES COURT-COMPETENCY STAT ADJ TEEN PRENATAL EXPRESS PROG W/O BOS APPROV WRITE OFF SHERIFF STAT ADJ TITLE V- FAMILY PLAN JUVENILE DETENT-DENTAL LTC OVERSTAY DAYS LTC CODING ERRORS LTC RESPIRATORY PAT AMB CARE CODING ERRORS SEXUAL ASSAULTS LARC LAB CHARGES ADJ maricopa county annual business strategies for 1999-2000 chart of accounts (continued) Chart of Accounts - Revenue Object Sub-Object 645 645 645 645 645 645 645 645 645 645 645 645 645 645 645 645 645 645 645 645 645 645 645 645 645 645 645 645 645 645 645 645 645 645 645 645 645 645 645 645 645 645 645 645 645 645 645 0 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 Description REV ALLOWANCES - PATIENT CARE STATE & LOCAL LAW AGENCIES RISK MANAGEMENT ADJ PCC DEDUCTS FROM REVENUE PUBLIC HEALTH DENTAL HILL BURTON RESIDUAL COUNTY RESPONSIBLE CHILD PROTECTIVE SERVICE OTHER STATUTORY/COUNTIES LTC COUNTY ELIG/COUNTIES TB CONTROL W/O(HOSP ONLY) SPLIT BILLS PATIENT RESP HOSP CODING/POT ERRORS BUSINESS OFFICE ADM ADJ UNDOCUMENTED CHARGES COMPROMISE SETTLE ADM ADJ HOUSE STAFF ADJ EMPLOYEE HLTH ADM ADJ EMPLOYEE UTILIZATION PHYSICIAN/NURSE ERROR PRIVATE INS ADJ TEACHING PROGRAM SMALL BALANCE ADM ADJ ADMINISTRATION-ADM ADJ SLIDING FEE SCALE PSYCH NURSING HOMES DED FRM RE BAD PID W/O UNMATCHED REV WRITE-OFF PUBLIC HEALTH REFERRALS AMBUL CARE WRITE OFFS PUBLIC HEALTH HOMELESS HEALTH SELECT MCHP SENIOR SELECT MCHP HOMELESS DENTAL OUTREACH AMB CARE\PUB HEA GRANTS MEDICARE BAD DEBT BAD DEBT, OTHER BL CRS MEDICARE CONT ADJ CONTR ADJ AETNA MEDICARE MEDICARE UTILIZ REVIEW ADJ MEDICARE OVER/UNDER LOG MEDICARE NO MSP FORMS NORTHERN AZ HEALTH PLAN AHCCCS-NO AUTHOR-ADM ADJ NO AUTHORIZATION OTHER AHCCCS-FFS-ADUST OTHER AHCCCS-PLANS W/O 647 maricopa county annual business strategies for 1999-2000 chart of accounts (continued) Chart of Accounts - Revenue 648 Object Sub-Object Description 645 645 645 645 645 645 645 645 645 645 645 81 82 83 86 87 88 89 90 91 93 94 AHCCCS MCHP ADJ ALTCS ALLOWANCE RESERVE ADJ-MHP (ONLY) NORTHERN AZ AHCCCS ADJ BC/BS CONT ADJ W/O AHCCCS-NONCOVERED-PSYCH AHCCCS-NONCOVERED-OTHER CHILD PROTECT SVCS AZ EARLY INTERVEN PROG CAPITAT CARE/HLTH CONCEPT CAPITATED CARE/OTHER 650 650 650 650 650 650 650 650 650 650 650 650 650 650 650 650 650 650 650 650 650 650 650 650 650 650 650 650 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 MISCELLANEOUS REVENUE BUILDING RENTALS CONCESSIONS EQUIPMENT RENTALS PAY PHONE RECEIPTS VENDING MACHINE RECEIPTS OTHER RENTS & COMMISSIONS SALE OF BOOKS/COPIES/ETC SALE OF FIXED ASSETS SALE OF FOOD SALE FOOD SPEC FUNCTION SALE FOOD BULK NOURISHMT SALE OF POSTAGE SALE OF SCRAP RECYCLING SALE OF SOIL/ROCK SALE OF DATA INFORMATION OTHER SALES STOP LOSS RECOVERIES CG RECOVERIES FR SUBROGATION INSURANCE RECOVERIES BOND-PROCEEDS FROM SALE CASH OVER/SHORT DONATIONS/CONTRIBUTIONS INTEREST EARNINGS BAD CHECK FEES (NSF) BAD DEBTS RECOVERED MEDICARE BAD DEBT RECVERY OTHER MISC REV 651 0 GAIN/LOSS FIXED ASSET 652 0 SALE OF FIXED ASSETS 680 680 0 1 TRANSFERS IN FROM OTHER FUNDS TRANSFERS IN maricopa county annual business strategies for 1999-2000 chart of accounts (continued) Chart of Accounts - Revenue Object Sub-Object Description 685 0 SS WAREHOUSE 690 0 WHSE INVENTORY 649 maricopa county annual business strategies for 1999-2000 chart of accounts (continued) Chart of Accounts - Expenditures 650 Object Sub-Object Description 701 701 701 701 701 701 701 701 701 701 701 701 701 701 701 701 701 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 REGULAR PAY FULL TIME REGULAR SALARIES PERMANENT PART TIME OTHER SALARIES & WAGES COMPENSATORY TIME HOLIDAY PAY VACATION PAY JURY DUTY EMERGENCY LEAVE ADMINISTRATIVE LEAVE WITH PAY ALLIANCE/WELL DAY OFF INCOME PROTECTION SUSPENDED WITH PAY ON-THE-JOB INJURY LEAVE MILITARY LEAVE SICK LEAVE MED INSURANCE WAIVER 705 705 705 0 1 2 TEMPORARY PAY TEMPORARY HELP ON CALL 710 710 710 710 710 710 710 710 710 710 710 710 710 0 1 2 3 4 5 6 7 8 9 10 11 12 SPECIAL PAY PRODUCTION BONUS DIFFERENTIALS WORKING CONDITION WEEKEND PREMIUM STANDBY PAY OVERTIME REGULAR OVER BUDGET ELECTION TRAINING PRECINCT PAY REGULAR ELECTION PAY PERFORMANCE INCENTIVE AWARD MEDICAL INSURANCE WAIVER 750 750 750 750 750 750 750 750 750 750 750 0 1 2 3 4 5 6 7 8 9 10 FRINGE BENEFITS FICA MEDICARE TAX ELECTED OFFICIALS RETIREMENT CORRECTIONS OFFICERS RETIREMNT PUBLIC SAFETY RETIREMENT STATE RETIREMENT PLAN STATE RETIREMENT SYSTEM CIGNA MED-A-CARE DENTAL PLAN NATIONAL DENTAL maricopa county annual business strategies for 1999-2000 chart of accounts (continued) Chart of Accounts – Expenditures Object Sub-Object Description 750 750 750 750 750 750 750 750 750 750 750 750 750 750 750 750 0 13 16 18 19 20 21 22 23 24 25 26 27 28 29 30 FRINGE BENEFITS HEALTH SELECT PLAN CIGNA HEALTH PLAN MANUFACTURERS LIFE PHILADELPHIA LIFE ON-THE-JOB INJURY INSURANCE STANDARD OF AMERICA LIFE UNEMPLOYMENT INSURANCE OTHER EMPLOYEE BENEFITS HOUSE STAFF INSURANCE ASSN FELLOWSHIP PLAN I/R STAFF BUS FARE SUBSIDY PLAN ASRS LONG TERM DISABILITY INVESTIGATOR RETIREMENT DELTAL DENTAL RELIATER LIFE 780 0 SALARY ADJUSTMENTS 790 790 790 790 790 790 790 790 790 0 1 2 3 4 5 6 8 9 OTHER PERSONAL SERVICES BUDGET DEFERRED HOURS PAID LUMP SUM PAYMENT EMPLOYEE SUGGESTION AWARD EXCESS COST ET&R W/A OVERHEAD AWARDS PROGRAM CREDIT ANTICIPATED GRANTS OTHER ADJUSTMENTS 795 0 P S INTER-FUND CREDIT (NEG) 796 0 P S INTER-FUND CHARGES 797 0 PERSONNEL SAVINGS (NEG) 801 801 801 801 801 801 801 801 801 801 801 801 0 1 2 3 4 5 6 7 8 9 10 11 GENERAL SUPPLIES AUTO-GAS OIL LUBE AUTO-TIRES TUBES BATTERY OTHER AUTOMOTIVE SUPPLY BEDDING & LINEN CLEANING & JANITORIAL CLOTHING/UNIFORMS TECHNOLOGY SUPPLIES SOFTWARE EDUCATIONAL SUPPLIES ENVIRONMENTAL SUPPLIES FOOD-PERISHABLE 651 maricopa county annual business strategies for 1999-2000 chart of accounts (continued) Chart of Accounts - Expenditures 652 Object Sub-Object Description 801 801 801 801 801 801 801 801 801 801 801 801 801 801 801 801 0 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 GENERAL SUPPLIES FOOD-PREPARATION FOOD-NON PERISHABLE FOOD-SPECIAL FUNCTIONS FOOD-NOURISHMENTS KITCHEN & DINING SUPPLIES LANDSCAPING SUPPLIES OFFICE SUPPLIES RECREATIONAL SUPPLIES SAFETY APPAREL SMALL TOOLS & EQUIPMENT O R INSTRUMENTS LICENSE/MAINT SOFTWARE FURNITURE & EQUIPMENT UNDER $1,000 LAUNDRY SUPPLIES OTHER SUPPLIES 802 802 802 802 802 802 802 802 802 802 802 802 802 802 802 802 802 802 802 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 MEDICAL SUPPLIES DENTAL SUPPLIES LABORATORY SUPPLIES LAB-REAGENTS & MEDIA LAB-CONSUMABLES RADIOLOGY SUPPLIES X-RAY FILM X-RAY CONTRAST & MEDIA PHARMACEUTICALS FAMILY PLANNING PHARM PROSTHETIC SUPPLIES BLOOD & PLASMA SUPPLIES ANESTHETIC SUPPLIES OXYGEN & OTHER GASES IV SOLUTIONS RADIOACTIVE SUPPLIES MED SUPPLIES NOT BILLED OTHER MEDICAL SUPPLIES O R INSTRUMENTS 805 805 805 805 805 805 805 805 805 805 0 1 2 3 4 5 6 7 8 9 CONTRACTUAL SERVICES - EXTERNAL ACCOUNTING & AUDITING ACTUARIAL ADMINISTRATIVE SERVICES HSA ALLOCATION ARCHITECTURAL APPRAISAL SERVICES CONSULTING & MANAGEMENT COURIER SERVICES BROKER FEES maricopa county annual business strategies for 1999-2000 chart of accounts (continued) Chart of Accounts - Expenditures Object Sub-Object Description 805 805 805 805 805 805 805 805 805 805 805 805 805 805 805 805 805 805 805 805 805 805 805 805 805 805 805 805 805 0 19 20 21 22 32 36 39 44 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 CONTRACTUAL SERVICES - EXTERNAL MANAGED CARE ADMIN ALLOC CASE MGMT SERVICE ALLOC EDUCATORS & TRAINERS ENGINEERING TECHNOLOGY CONSULTING OTHER PROFESSIONAL SERVICES SECURITY GUARD SERVICES CLAIMS ADMIN SERVICE FEE JANITORIAL SERVICES ARCOR PERSONNEL SERVICES ELECTION WORKERS OUTSIDE LAUNDRY/DRY CLEANING SVCS PERSONNEL HIRE/TEST SVCS OTHER SERVICES TEMPORARY HELP OUTSIDE MOVING SERVICES COUNTY SPONSORED TRAINING URAS-TRAINING POSTAGE MICROWAVE TELEGRAPH U S WEST CHARGES LONG DISTANCE CHARGES OTHER COMMUNICATION SERVICES COLLECTION FEES JTPA - OCCUPATIONAL/VOCATIONAL JTPA - OJT JTPA - OTHER COSTS 807 807 807 807 807 807 807 807 807 807 807 807 807 807 807 807 807 0 6 7 23 24 25 26 27 28 29 30 31 33 34 35 37 40 HEALTH CARE SERVICES HH-NURSE SERVICE HH-AIDE SERVICE INTERNS & RESIDENTS NURSES MENTAL HEALTH SERVICES DENTISTS PHYSICIANS CONTRACT MEDICAL PROVIDER LTC MEDICAL SERVICES HHC MEDICAL SERVICES OTHER MEDICAL PROF SERVICES HOSPITAL/MEDICAL SVCS(MCDHS) OUTPATIENT CLINIC SERVICES NON-AHCCCS COVERED CHARGES FAMILY PLANNING SERVICES PRIMARY CARE SERVICES 653 maricopa county annual business strategies for 1999-2000 chart of accounts (continued) Chart of Accounts - Expenditures 654 Object Sub-Object Description 807 807 807 807 807 807 807 807 807 807 807 807 807 807 807 0 41 42 43 45 46 47 48 49 50 51 52 53 54 55 HEALTH CARE SERVICES DENTAL SERVICES DURABLE MEDICAL EQUIP CHGS SURGICAL SERVICES HEARING SERVICES VISION SERVICES THERAPY SERVICES RADIOLOGY SERVICES HOSPITAL/MEDICAL SERVICES EMERGENCIES REFERRALS PRESCRIPTIONS LABORATORY SERVICES SUBCAPITATION EXPENSE GROUP RESPITE CARE 810 810 810 810 810 810 810 810 810 810 810 810 810 810 810 810 810 810 810 810 810 810 810 810 810 810 810 810 810 810 810 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 LEGAL PARALEGAL/STUDENT TIME ATTORNEYS APPEALS-COURT ATTORNEYS CRIM INDIG-COURT ATTORNEYS NON-CRIMIN COURT ATTORNEYS-JUVENILE COURT ATTORNEYS OTHER NON-COURT ATTNYS FEES-NO COVERAGE ATTORNEYS COUNTY BROKERS FEES CONSULTING & MANAGEMENT COURT REFEREES EXPERT WITNESS FEES/EXPENSE EYE WITNESS FEES/EXPENSE INTERPRETER FEES/EXPENSE LIEN FILING FEES VISITING JUDGES FEES MENTAL EXAMINATION FEES RULE 11 EXAM CORRECTIONAL HEALTH FEES RULE 26.5 EXAM OTHER FEES DEPOSITION REPORT SERVICE PRELIM HEARING/GRAND JURY TRIALS REPORT SERVICE OTHER REPORTING APPEALS TRANSCRIBING SERVICE DEPOSITIONS TRANS SERVICE PRELIM HEAR/GRAND JURY TR S MISCELLANEOUS TRANSCRIPT JURY FEES maricopa county annual business strategies for 1999-2000 chart of accounts (continued) Chart of Accounts - Expenditures Object Sub-Object Description 810 810 810 810 810 810 810 810 810 810 810 810 810 810 810 810 810 810 810 0 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 LEGAL JURY LODGING JURY MEALS JURY MILEAGE OTHER JURY EXPENSE ARBITRATION EXPENSE JUDGMENTS & SETTLEMENTS AWARDS & SETTL-NO COVERAG LITIGATION EXPENSE MERIT SYSTEM HEARING EXPENSE PROPERTY EVALUATION EXP R-O-W EXPENDITURES R-O-W CONDEMNATION EXPENSE LEGAL EXPENSE-NO COVERAGE OTHER LEGAL EXPENSE INVESTIGATION EXPENSE-COURT IN INVESTIGATION TIME INVESTIGATION EXPENSE-OTHER PUBLISH OF LEGAL NOTICES 812 812 812 812 812 812 0 2 3 6 17 19 LEGAL-GROSS PROCEEDS GP-AUTO LIABILITY GP-ENVIRONMENT LIABILITY GP-GENERAL LIABILITY GROSS PROCEEDS/PROPERTY CLAIM GP-MEDICAL MALPRACTICE 813 813 813 813 813 813 0 2 3 6 17 19 DAMAGES PAID DP-AUTO LIABILITY DP-ENVIRONMENTAL LIABILITY DP-GENERAL LIABILITY DAMAGES PAID/PROPERTY CLAIM DP-MEDICAL MALPRACTICE 815 815 815 815 815 815 815 815 815 815 815 815 815 0 1 2 3 4 5 6 7 8 9 10 11 12 INSURANCE AUTO PHYSICAL DAMAGE CLAIMS AUTO LIABILITY CLAIMS ENVIRONMENTAL LIAB CLAIMS BOILER INSURANCE COURSE CONST INSURANCE GENERAL LIABILITY CLAIMS GENERAL LIABILITY INSURANCE WORKMENS COMP INDEMNITY WORKMEN’S COMP INSURANCE WORKMEN’S COMP MEDICAL DENTAL INSURANCE DISABILITY INSURANCE 655 maricopa county annual business strategies for 1999-2000 chart of accounts (continued) Chart of Accounts - Expenditures 656 Object Sub-Object 815 815 815 815 815 815 815 815 815 815 815 815 815 815 0 13 14 15 16 17 18 19 20 21 22 23 24 25 INSURANCE HEALTH CLAIMS HEALTH INSURANCE INDIVIDUAL/BLANKET BONDS UNEMPLOYMENT CLAIMS PROPERTY CLAIMS PROPERTY INSURANCE MALPRACTICE CLAIMS MALPRACTICE INSURANCE LIFE INSURANCE MENTAL HEALTH PROGRAM NOTARY BONDS OTHER INSURANCE SIGHT CARE 820 820 820 820 820 820 820 820 820 820 820 820 0 1 2 3 4 5 6 7 8 9 10 11 RENT AUTOMOBILE RENT BUILDING RENT SPECIAL FUNCTION RENT COPYING EQUIPMENT RENT COMMUNICATION EQUIP RENT DATA PROCESSING EQUIP RENT GROUNDS/LAND RENT MEDICAL EQUIPMENT RENT OFFICE EQUIPMENT RENT IN-HOUSE EDUCATION EQUIP RENT OTHER RENTALS 825 825 825 825 825 825 825 825 825 825 825 825 825 825 825 825 825 825 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 REPAIRS AND MAINTENANCE AUTOMOTIVE R&M SUPPLIES BUILDING R&M SUPPLIES COMMUNICATION R&M SUPPLIES ELECTRICAL R&M SUPPLIES GROUNDS R&M SUPPLIES HEAT/LIGHT/COOL R&M SUPPLIES MEDICAL R&M SUPPLIES OFFICE R&M SUPPLIES PLUMBING R&M SUPPLIES ROAD R&M SUPPLIES WATER CONSTRUCTION OTHER R&M SUPPLIES AUTOMOTIVE R & M BUILDING R & M CONSTRUCTION EQUIPMENT R&M COMMUNICATION EQUIPMENT R&M DATA PROCESSING EQUIP R&M Description maricopa county annual business strategies for 1999-2000 chart of accounts (continued) Chart of Accounts - Expenditures Object Sub-Object Description 825 825 825 825 825 825 825 0 18 19 20 21 22 23 REPAIRS AND MAINTENANCE GROUNDS R&M HEAT/LIGHT/COOL R&M MEDICAL/LAB EQUIPMENT R&M COPYING EQUIPMENT R&M OFFICE EQUIPMENT R&M OTHER REPAIR & MAINTENANCE 826 0 FACILITIES MGMT DISCRETIONARY 827 827 827 827 0 1 2 3 MATERIAL MGNT DISCRETIONARY REPROGRAPHICS WAREHOUSE SERVICES PROCUREMENT SERVICES 828 0 MOTOR POOL 829 0 FUEL 830 0 TELECOM DISCRETIONARY 832 0 COUNTY COUNSEL 833 0 EMPLOYEE BENEFITS ADMIN 834 0 BASE LEVEL EQ SERVICES CHARGES 835 0 EQUIPMENT REPLACEMENT 836 0 RISK MANAGEMENT 837 0 BASE LEVEL TELECOM 838 0 TELECOM WIRELESS SYSTEMS 839 839 839 0 1 2 OTHER INTERNAL SVCS CHARGES HSA ALLOCATIONS MANAGED CARE ADMIN ALLOCATION 840 840 840 840 840 840 0 1 2 3 4 5 ELECTED OFFICIAL TRAVEL AIRLINE/BUS/TAXI MEALS LODGING EVENT COST MILEAGE ELECTED 657 maricopa county annual business strategies for 1999-2000 chart of accounts (continued) Chart of Accounts - Expenditures 658 Object Sub-Object Description 841 841 841 841 841 0 1 2 3 5 EMPLOYEE TRAVEL AIRLINE/BUS/TAXI MEALS LODGING MILEAGE ALLOWANCE 842 842 842 842 0 1 2 3 EDUCATION SEMINAR FEES CERTIFICATION FEES MEMBERSHIPS 843 843 843 843 843 843 843 0 1 2 3 4 5 6 TRANSPORTATION/SHIPPING FREIGHT MOVING OF ASSETS MOVING SERVICES PATIENT TRANSPORT SVCS-MMC MILEAGE ALLOWANCE OTHER TRANSPORTATION EXPENSE 844 844 844 844 0 1 2 3 JUDICIAL TRAVEL INVESTIGATIVE TRAVEL WITNESS TRAVEL PRISONER/COURT WARD TRAVEL 845 845 845 845 845 845 845 845 845 845 845 845 845 845 845 0 1 2 5 6 7 9 10 13 14 15 16 20 21 22 SUPPORT AND CARE OF PERSONS BURIAL OF INDIGENTS COUNTY INMATES FOSTER HOME HABITATION CARE TUITION-NON-COUNTY-EMPLOYEE SUPPORTIVE RESIDENT LIVING SUPERVISORY CARE SEARCH/RESCUE PERSONAL CARE HOMEMAKER SERVICES ADULT DAY CARE HOME MEALS SERVICE PATIENT LOSS/REIMBURSEMENT OTHER SUPPORT AND CARE 847 847 847 847 847 847 847 0 3 4 8 11 12 17 MEDICAL CARE RESPITE CARE ATTENDANT CARE INTERMED NURSING HOMES OTHER NURSING HOMES NURSING HOME-CO INS SKILLED NURSING HOMES maricopa county annual business strategies for 1999-2000 chart of accounts (continued) Chart of Accounts - Expenditures Object Sub-Object Description 847 847 847 0 18 19 MEDICAL CARE HOSPICE CARE TRANSPORTATION/AMBULANCE 850 850 850 850 850 850 850 850 850 850 850 0 1 2 3 4 5 6 7 8 9 10 UTILITIES ELECTRICITY NATURAL/PROPANE GAS REFUSE REMOVAL SEWAGE DISPOSAL WATER OTHER UTILITIES INFECTIOUS WASTE DISPOSAL U S WEST CHARGES LONG DISTANCE CHARGES OTHER COMMUNICATION SERVICES 855 855 855 855 855 855 855 0 1 5 6 7 9 10 STATE AND LOCAL AID AGRIC EXTENSION SERVICE IMMIGRATION COMMISSION MARICOPA ASSOC OF GOVERNMENTS VITAL STATISTICS ACCOMMODATION SCHOOLS OTHER AID 857 857 857 857 857 857 857 857 857 857 857 857 857 0 1 2 3 4 5 6 7 8 9 10 11 12 MANDATED HEALTH CARE PAYMENTS AHCCCS CONTRIBUTIONS AHCCCS SANCTIONS ALTCS CONTRIBUTION ARNOLD V SARN SMI (DHS IGA) GEN MENTAL HEALTH NON-SMI DHS DISPRO SHARE SALES TAX WITHHOL PRE-AHCCCS MMC PRE-AHCCCS OUTSIDE HOSPITAL PSYCH RESIDENCY PROGRAM PRE-AHCCCS LAWSUIT SETTLEMTS ARNOLD V SARN LITIGATION ARNOLD V SARN COURT MONITOR 860 860 860 860 860 860 860 860 860 0 1 2 3 4 5 7 8 9 MISCELLANEOUS EXPENSE BOOK/PAMPHLETS/SUBSCRIPTIONS PRINTING-BINDING-DUPLICATION PUBLISH OF TAXES SALES OTHER PUBL & ADV EXPENSE RECORDS MANAGEMENT SERVICES LEASE PURCHASE BUYOUT MEMBERSHIPS/CERT/LICENSE TAXES & ASSESSMENTS 659 maricopa county annual business strategies for 1999-2000 chart of accounts (continued) Chart of Accounts - Expenditures 660 Object Sub-Object Description 860 860 0 10 861 1 GAIN/LOSS SALE FIXED ASSETS 865 865 865 865 0 2 3 4 NON-OPERATING RESERVES CONTINGENCY\RESERVES CASH FLOW RESERVES-POSITIVE DEFICIT REDUCTION OFFSET 870 870 870 870 870 870 870 870 0 1 2 3 4 5 6 7 OTHER ADJUSTMENTS LOSS/GAIN FRM INVENTORY ADJ ITEMS FOR RESALE ITEMS FOR RESALE-NONSTOCK ITEMS FOR INVENTORY INTERGOVT HOLDING ACCOUNT INTER-FUND RESERVES MEMO REVENUE W/A 871 0 WAREHOUSE INVENTORY 872 0 S S INTER-FUND CREDIT (NEG) 873 0 S S INTER-FUND CHARGES 874 874 874 0 1 2 OTHER NEGATIVE ADJUSTMENTS CASH FLOW RESERVES-NEGATIVE ITEMS FOR INVENTORY 875 875 875 875 875 875 875 875 0 1 2 3 4 5 6 7 BONDS AND RELATED EXPENSE DEPRECIATION EXPENSE BOND REDEMPTION PRINCIPAL INTEREST-BOND INTEREST-OTHER OTHER EXPENSE C.O.P REDEMPTION 880 880 0 1 TRANSFERS OUT TO OTHER FUNDS CENTRAL SERVICE COST ALLOCATION 910 910 910 910 910 0 1 2 3 4 LAND LAND ACQUISITION-ROW LAND ACQUISITION-OTHER RELOCATION-FACILITIES RELOCATION-OTHER MISCELLANEOUS EXPENSE OTHER MISCELLANEOUS EXPENSE maricopa county annual business strategies for 1999-2000 chart of accounts (continued) Chart of Accounts - Expenditures Object Sub-Object Description 910 910 910 910 910 910 0 5 6 7 8 9 LAND LAND PREPARATION RIGHTS & CLAIMS OTHER LAND COST ORIGINAL ACQ/CONSTRUCTION PARKING LOTS 915 915 915 915 915 915 915 915 915 0 1 2 3 4 5 6 7 8 BUILDINGS AND IMPROVEMENTS CAPITAL LEASE / BUILDINGS CAPITAL LEASE / IMPROVEMENTS CONSTRUCTION WORK IN PROGRESS ALTERATIONS/IMPROVEMENTS INFRASTRUCTURE ROADS AND RELATED STRUCTURE SEWER & WATER LINES OTHER IMPROVE O/T BUILDINGS 920 920 920 920 920 920 920 920 920 920 920 920 920 920 920 920 920 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 EQUIPMENT CAPITAL LEASE / MECH/EQUIPMENT CAPITAL LEASE / TELE/FAX SOFTWARE COMMUNICATIONS EQUIPMENT CONS EQUIP NON-MOTORIZED EDUCATION/REC EQUIPMENT ENGR/SCIENTIFIC EQUIPMENT KITCHEN/LAUNDRY EQUIPMENT HEAT/COOL/LIGHT EQUIPMENT MEDICAL/LAB EQUIPMENT OFFICE FURNITURE/EQUIPMENT SHOP EQUIPMENT WEAPONS\GUNS OTHER FURNITURE & EQUIPMENT COMPUTER EQUIPMENT CAPITALIZED FREIGHT 930 930 930 930 930 930 930 0 1 2 3 4 5 6 TRANSPORTATION CONSTRUCTION VEHICLES TRAILERS OTHER MECHANIZED PASSENGER VEHICLES TRUCKS AIRCRAFT\HELICOPTERS 940 940 0 1 OTHER CAPITAL OUTLAY NON-INVENTORY ITEMS 661 maricopa county annual business strategies for 1999-2000 uTHIS PAGE INTENTIONALLY LEFT BLANKt 662 maricopa county final budget for 1999-2000 Strategies 2000 glossary terms, fund descriptions and acronyms agency: A 3-digit accounting entity within a department that designates different funding sources. For example, agency 490 is the operations agency of the Office of Management and Budget. base level ISF charges: The level of service required by all agencies for normal business operation that cannot be controlled directly by department management. As an example, Telecommunications provides base level services that include U.S. West line administration, 506 exchange, voice mail, transmission systems, etc. base modification program changes: Type of budget issue which provides for a specific increase for programs or expenditures with a corresponding decrease in other programs and expenditures for a net impact of zero (or less). budget issue: Increases in operating costs resulting from Mandated, Demographic, or Program Enhancement. These may be identified as a result of Comprehensive Program Budget Reviews (CPBRs), Mandate Study, User Fee Study, Internal Audit recommendations, or other studies. Budget issues should relate to a department’s mission as well as its program goals and objectives. capital projects agency: A 3-digit accounting entity within a department ending in nine (9) that accounts for major capital projects tied to a capital projects fund. Routine capital outlay expenses are not included in this agency. capital improvement program (CIP): A five-year plan of capital improvement projects that outlines project costs, funding sources, and future operating costs associated with each capital improvement. The first year of the County's FY 1997-2002 Capital Improvement Program will correspond to the Capital Projects budget for FY 199798. capital improvement project: A project resulting in the construction, renovation, or acquisition of infrastructure costing more than $150,000 with an expected useful life of many years; examples include buildings, roads, parks, and flood control projects. capital outlay: Expenditures from agency operating budgets for acquisition of, or addition to, fixed assets. Fixed assets are items that cost $1,000 or more and have a useful life of at least one-year. carryover funding: Amounts budgeted for FY 1998-99 to pay for a capital expenditure budgeted for FY 1997-98 for which an obligation has been incurred that cannot be met by June 30, 1997. central services cost allocation plan: Allocation of costs of General Fund central Service departments (i.e. human resources, internal audit) to all non-General Fund customers through a consistent, logical methodology in proportion to the service or benefit received. certificates of participation: Also called “COPs”. A method of structuring and securitizing lease payments to investors by dividing the lease payments into fractionalized interests or shares for individual sale to investors. A formal certificate represents each share, much like a bond. However, unlike bonds, COPs are typically subject to annual appropriation and do not represent a “debt” of the issuer or other lessor, but rather a proportionate interest in a flow of lease payments that are pledged to a trust. critical community service: A program that is not legally required, but meets various critical and important community needs, and has a higher priority for funding. customer characteristics: Information that describes and groups customers for whom services are provided, into classifications based on common attributes. Common attributes can include age, income level or gender of the citizens using your services. Examples include: 1) ages of people getting married or registering to vote; 2) the income level of parents of children receiving immunizations; or 3) the age and income level of individuals getting arrested. Other important characteristics may involve: the types of recorded instruments; liens, marriage licenses, or deeds; liquor licenses issued to bars versus restaurants: and the number of campers visiting a specific park, on Memorial day, Labor day or Veterans day. demand statistics: Information that identifies the number and type of services requested from the department. Examples include, number of recordings, number of liquor licenses issued, or number of campers visiting a park. 663 maricopa county annual business strategies for 1999-2000 terms, fund descriptions and acronyms (continued) demographic issues: Funding requests needed in order to provide the same level of service, benefits, or activity in light of a changing population that increases the demands for an agency’s service. For example, if there is a significant increase or decrease in the population that is eligible for service, a corresponding increase in the program operating costs is considered a demographic issue. department: Organizational unit headed by a Director or Elected Official. It is a reporting entity comprised of one or more agencies; i.e. the Sheriff’s Office, Department of Finance, County Attorney’s Office. A department can be a member of more than one fund if its agencies in the accounting structure are used to account for a variety of resources and expenditures that meet specific fund definitions. discretionary ISF charges: Services required above the base service level that can be controlled at the discretion of the requesting department, such as fuel use, motor pool, reprographic services, long distance, cellular phones, pagers, Telecom work orders. For example, if janitorial services are provided 3 days a week at base level, but a department elects to have this service 7 days a week, the department will be billed separately for both materials and labor for the additional four days. econometrics: A forecasting method that captures the behavioral relationships of many variables (called explanatory variables) on the variable you are trying to forecast. The method applies regression analysis to historical data to determine the marginal impact of the explanatory variable. Typically, the explanatory variables are related to the demography or economy of the community. enterprise funds: A type of fund (proprietary) that accounts for operations a) that are financed and operated in a manner similar to private business enterprises, in which the intent of the Board of Supervisors is that the costs (expenses, including depreciation) of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges, or b) for which the Board of Supervisors has decided that periodic determination of revenues earned, expenses incurred or net income is appropriate for capital maintenance, public policy, management control, accountability or other purposes. fte: Full-time equivalent position funded at 2,088 hours for FY 1996-97 and FY 1997-98 including holidays. One FTE may be comprised of one or more positions. A position which is less than 2,088 hours will be calculated as a percentage of an FTE (i.e. a position funded for 2,000 hours will equate to 0.96 FTE). Examples include: two positions, each funded at half the total hours (1,044 hours) during a fiscal year (2 times 0.5 FTE = 1.0 FTE); four positions each funded at one fourth the hours (522 hours) during a fiscal year (4 times 0.25 FTE=1.0 FTE). fund: An independent accounting entity composed of the agency(ies) of a department used to account for expenditures of a specific purpose as defined by the Governmental Accounting Standards Board. fund balance/equity: The accumulated excess or deficiency of revenues less expenditures of a fund. Measured at the beginning or end of a fiscal year. general fund: Accounts for all financial resources used to finance County services except those required to be accounted for in other funds. The General Fund is supported primarily by property taxes and other general revenues. general operations agency: The 3-digit agency ending in zero (0) that accounts for the daily business operations of a department. For General Fund agencies, the agency tied to the General Fund. grant agency: A 3-digit accounting entity ending in one (1) that accounts for the operations of grant programs. Normally tied to a Special Revenue fund. indirect cost: Costs necessary for the functioning of the organization as a whole, but which can not be directly assigned to one service. internal charges: Costs billed to one County agency by another County agency for base level or discretionary services provided. internal service funds: Proprietary funds that account for the financing of goods or services provided by one department to other departments on a cost-reimbursement basis. major maintenance: Projects that will achieve demonstrable savings in operational cost, extend the useful life of asset, or achieve at least 10 percent savings in current energy consumption. Each project cost must exceed $20,000 for it to be classified as a major maintenance item. Examples of Major Maintenance projects include replacing heating, ventilation, and cooling (HVAC) systems, replacing roofs, repairing building exteriors, retrofitting light fixtures, installing variable drive fan motors, installing energy management systems, etc. Maintenance projects costing less than $20,000 will be treated as Facilities base level or discretionary services, and charged accordingly (refer to Internal Charges section). 664 maricopa county annual business strategies for 1999-2000 terms, fund descriptions and acronyms (continued) mandate: A program that meets constitutional, statutory or court-ordered requirements from either Federal or State entities. mandated issues: Budget increases that are required to meet constitutional, statutory or court-ordered requirement from either federal, state or county entities. Generally, the requirements have been imposed, or have become effective, since the agency’s previous budget submission. new program: A program that results in the occurrence of new costs that the County did not incur in the current fiscal year. For example, if the County were to implement an employee day care program in fiscal year 1999-00, this program would be a new program, as the County did not budget this activity in fiscal year 1998-99. pcn: A position control number assigned to a position by Human Resources for identification purposes. performance measure: A specific indicator that shows whether established expectations, plans, or goals have been achieved and answers the question, “How are we doing?” These measures can denote outputs such as the number of cases processed per year or unit costs to measure efficiency. Indicators can also be outcomes such as a comparison of how well we performed against a given goal or plan to determine effectiveness. personal services inter-fund credit: Object code 795 is used to record payroll expenditures that will be charged to another department or agency for work performed on a special assignment basis. The agency providing the personal services will record the expenditure as a credit and the receiving agency will record the expenditure as a debit. personnel savings: Object code 797 is provided to recognize expenditure savings normally realized when positions are vacant or employees are paid at lower rate than budgeted. This reduction (negative) to the personal services budget allows the department to use these budget dollars to fund other line items. position: A specific employment, whether occupied or vacant, involving duties requiring the services of one person. A position may be full or part-time as reflected in the FTE value. program enhancement issues: Requests to provide additional funding for a new program or to enhance service levels, benefits, or activity for existing programs. These may include funding for critical community services. Program Enhancements may be funded by one or more sources. significant technology investments: Expenditures for new or improved technology systems costing more than $20,000, including strategic investments for new systems and operational investments for maintaining operation of existing systems. special fund agency: The 3-digit accounting entity ending in a digit between two (2) through eight (8) that accounts for revenues and expenditures managed by the department, or for special revenue sources that a department prefers to account for separately from operations. special revenue funds: Funds that account for the proceeds of specific revenue sources (other than major capital projects) that are, by County policy, legally restricted to expenditures of a specific purpose. 665 maricopa county annual business strategies for 1999-2000 uTHIS PAGE INTENTIONALLY LEFT BLANKt 666 maricopa county annual business strategies for 1999-2000 Strategies 2000 acknowledgements The Fiscal Year Maricopa County 1999-00 Annual Business Strategies was made possible with the help of many dedicated individuals. Most importantly, the Board of Supervisors and the County Administrative Officer for providing the policy guidance and leadership that is the backbone of the budget process. Thanks must also be given to the Elected Officials, Deputy County Administrator, Chief Officers and Department Directors and Managers for their cooperation during this past year. This document could not have been produced without the conscientious and creative efforts of the entire staff of the Office of Management and Budget whose members include, Suzanne Ashmore, Adam Assaraf, Loretta Barkell, Chris Bradley, Andree Cohen, Don Colvin, Melody Harrington, Rebecca Hirsch, Brian Hushek, Al Merlo, Derrick Neighbors, Dan Paranick, Dawn Schneider, Don Tellis, Eric Thor, and Steve Wetzel. With the Board approval of the FY 1999-00 Budget on June 21st, 1999, and the corresponding tax rates on August 16th, 1999, we start down the path of developing the FY 2000-01 Budget; bringing us fully into the new millennium. Through our hard work these past few years, we are now all better prepared for the future challenges that will face us. 667 maricopa county annual business strategies for 1999-2000 uTHIS PAGE INTENTIONALLY LEFT BLANKt 668