Maricopa County FY 2000-01 Annual Budget Strategies CREDITS Board of Supervisors Andrew Kunasek, Chairman, District 3 Fulton Brock, District 1 Don Stapley, District 2 Janice K. Brewer, District 4 Mary Rose Garrido Wilcox, District 5 County Administrative Officer David R. Smith Deputy County Administrator Sandra L. Wilson Budget Manager - Office of Management and Budget Christopher Bradley, CIA Executive Information Manager - Office of Management and Budget Brian Hushek 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/budget Front cover photograph used courtesy of the Herb and Dorothy McLaughlin Collection, Arizona Collection, Arizona State University Libraries. -i- Maricopa County FY 2000-01 Annual Business Strategies TABLE OF CONTENTS Credits I How To Use This Document IX County Administrative Officer’s Transmittal Letter County Administrative Officer’s Transmittal Letter 1 Executive Summary Financial Structure and Operation 9 Budget Process 11 Policies and Their Budgetary Impact 15 County Judicial Branch 18 Maricopa Integrated Health System Exemption 18 Pre-AHCCCS Legislative Agenda 18 Library District - Fund Balance Spend-Down 18 Economic Development, Non-Profits, Agricultural Extension and Accommodation Schools 19 Summary Schedules Consolidated Revenues and Expenditures by Category - FY 2000-01 Final Budget 21 Consolidated Revenues and Expenditures by Category - FY 1999-00 Restated Budget 22 Consolidated Revenues and Expenditures by Category - FY 1999-00 Adopted Budget 23 Sources of Funds 24 Uses of Funds 24 Reconciliation of Expenditures FY 1999-00 Adopted To FY 1999-00 Restated Budget 25 Reconciliation of Expenditures FY 1999-00 Restated to FY 2000-01 Final Budget 27 Consolidated Revenues by Fund / Department 31 Consolidated Revenues by Department and Fund 35 Revenue Sources and Variance Commentary 36 Comparative Tax Data 49 Reconciliation of Tax Levy and SRP Payments in Lieu of Taxes to Revenue Budget 50 Levy Limit and Truth-in-Taxation Calculations 51 Levy Limit Calculation 52 - ii - Maricopa County FY 2000-01 Annual Budget Strategies Summary Schedules (Continued) Sale Tax Projection 53 Vehicle License Tax Projection 54 General Fund Beginning Fund Balance Commentary 55 Jail and Juvenile Detention Fund Summary 56 Maricopa Integrated Health System Fund Balance 57 Debt Service and Capital Fund Balance 58 Risk Management Fund Status 59 Consolidated Expenditures by Fund / Department 60 Consolidated Expenditures by Department and Fund 64 General Government Expenditure Variance Commentary 65 Major Maintenance Project Summary 68 Healthcare Mandates Expenditure Variance Commentary 71 Maricopa Integrated Health System Expenditure Variance Commentary 72 Budget Issues Commentary 75 Eliminations Summary 84 Transfers by Fund 85 Direct Assessment Special Districts Secondary Roll 87 Street Lighting Improvement District Levies Secondary Roll 89 Personnel Plan Introduction 93 Summary Findings 94 Personnel Savings 101 Attrition 109 Separations 114 Recruitment Strategies 118 Innovations and Competition 123 Position Control 126 Budgeted Position Summary 126 - iii - Maricopa County FY 2000-01 Annual Business Strategies Capital Projects Capital Improvement Projects 131 Operating and Capital Budgets – Their Relationship 131 Capital Improvement Program (CIP) 132 The Capital Budget 133 The Capital Budget and Planning Process 133 Capital Improvement Plan 134 General Government Projects 135 Enterprise Fund Projects 138 Criminal Justice Facilities 138 Capital Projects Department Summary 140 Debt Service Debt Management Policy 145 Debt Policies 153 County At A Glance Profile 157 Lifestyles 157 Economy 158 Population 160 Employment 162 Retail Sales 163 Construction and Real Estate Market 164 Health Care 167 Criminal Justice 168 Technology 175 Departmental Budget Schedules Countywide Organizational Chart 177 Elected Officials 179 - iv - Maricopa County FY 2000-01 Annual Budget Strategies Departmental Budget Schedules (Continued) Elected Biographies 180 Assessor 184 Attorney 189 Board of Supervisors 199 Clerk of The Superior Court 210 Constables 224 Recorder 228 Sheriff’s Office 234 Superintendent of Schools 252 Treasurer 256 Judicial Branch 260 Judicial Organizational Chart 260 Superior Court Judges - Biographies 263 Adult Probation 266 Justice Courts 272 Juvenile Probation 280 Superior Court 290 Appointed 308 Organizational Chart 308 Animal Control Services 309 Board of Supervisors Clerk 316 Chief Information Officer 320 Community Development 324 Correctional Health 328 County Administrative Officer 334 County Call Center 338 Criminal Justice Facilities 342 Debt Service 346 Elections 348 -v- Maricopa County FY 2000-01 Annual Business Strategies Departmental Budget Schedules (Continued) Eliminations 353 Emergency Management 355 Environmental Services 360 Equipment Services 370 Facilities Management 375 Finance 381 General Government 385 Health Care Mandates 394 Housing 398 Human Resources 404 Human Services 410 Indigent Representation 416 Integrated Criminal Justice Systems 426 Internal Audit 430 Judicial Mandates 434 Management and Budget 438 Maricopa Health Plans 442 Maricopa Health System 447 Materials Management 458 Medical Eligibility 464 Medical Examiner 469 Organizational Planning and Training 474 Parks and Recreation 478 Planning and Development 488 Public Fiduciary 496 Public Health 501 Research and Reporting 510 Risk Management 514 - vi - Maricopa County FY 2000-01 Annual Budget Strategies Departmental Budget Schedules (Continued) Solid Waste 520 Telecommunications 525 Transportation 531 Special Districts 539 Organizational Chart 539 Flood Control District 540 Library District 547 Stadium District-Cactus League 553 Stadium District-Major League 563 Business Plan Executive Summary 569 Business Plan Development 570 Business Plan Update 572 Organization Position 593 Financial Strategies 600 Performance Measures Strategies 626 Information Technology Strategies 628 Justice and Law Enforcement Strategies 634 Capital Improvements Projects Strategies 636 Community Service Strategies 643 Community Health Strategies 645 Maricopa Integrated Health System Strategies 650 Employee and Human Resource Strategies 651 Legislative Strategies 652 - vii - Maricopa County FY 2000-01 Annual Business Strategies Attachments Policy Guidelines for the Development of the FY 2000-01 Budget 653 Budget Calendar 656 Lump Sum Budgeting Policy Guidelines 657 Funded Positions Policy 659 Managing For Results Policy 661 Reserve and Tax Reduction Policy (Revised 5/2000) 663 Cash Flow and General Fund Minimum Fund Balance Memo 665 Policy for Administering Grants 667 Indirect Cost Policy for Grant Programs 671 General Government Policy 673 General Fund Vehicle Replacement 675 Chart of Accounts 676 Glossary Terms, Fund Descriptions and Acronyms 695 Acknowledgements 699 - viii - Maricopa County FY 2000-01 Annual Budget Strategies HOW TO USE THIS DOCUMENT The Maricopa County Annual Business Strategies document is divided into eleven major sections: County Administrative Officer's Transmittal Letter, 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 2000-01 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: County Administrative Officer's Transmittal Letter 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. Executive Summary 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 2000-01. 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. - ix - Maricopa County FY 2000-01 Annual Business Strategies 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 2000-01 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. Business Plan This comprehensive section of the document describes, in detail, the strategic plans of Maricopa County as constructed throughout the development of the 2000-01 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. -x- Maricopa County FY 2000-01 Annual Business Strategies COUNTY ADMINISTRATIVE OFFICER’S TRANSMITTAL LETTER To: Andrew Kunasek, Chairman, District 3 Fulton Brock, District 1 Don Stapley, District 2 Janice K. Brewer, District 4 Mary Rose Garrido Wilcox, District 5 I am proud to present the 2000-01 fiscal year budget for Maricopa County. The total budget is $2.023 billion (with Special Districts), which is a 9.7% increase from the FY 1999-00 adjusted-revised budget. The increase is primarily due to additional funds for our critical infrastructure projects. The capital budget has an increase of $103.9 million for projects which include the construction phases of the new detention facilities approved by the electorate in November of 1998, a new administrative office building, street improvement projects, flood control joint partnership projects, a public health facility, and improvements to the hospital and health system campuses. The estimated operating increase is only 3.6%. Inflation in Maricopa County is expected to be 2.6% and population growth 3.0%. Our total operating increase is a full 2.0% less than the combined growth of these two major cost drivers. I consider this to be a significant achievement. It is attributed to the conservative policies set by the Board of Supervisors. The budget guidelines that were approved by the Board of Supervisors provided the skeletal sketch for this budget. A continuation of conservative fiscal policies sets the tone for greater accountability. Public priorities were front and center when making budget recommendations. Public Policy Based on Accountability In fiscal year 1999-00, the Resource Accountability Project began to develop and take hold in Maricopa County. Departments are now utilizing measurements to achieve a better understanding of all aspects of our business. It is becoming a way of life, and during the 2000-01 budget process, departmental and countywide performance measures were used as a key evaluation tool. Accountability to our constituents will be the theme of the coming fiscal year, as we move towards better performance measures and greater focus on customer satisfaction. The Budget Development Process The budget process continues to be a collaborative effort between all County offices and departments. The Office of Management and Budget and the Maricopa County Elected Officials, the Judicial Branch, and Appointed County departments all participated fully. The Board approved budget guidelines called for restraint on requests for funding, as instructed by the Chairman of the Board. Taking their cue from the Chairman, many departments were able to fund their compensation or other budget concerns within their base budget, thereby offsetting the need for new funding. Elected Officers, Judicial Officers, and Appointed department heads acted responsibly in their requests, which has allowed us to lower the tax rate for the second year in a row. property tax rate trend $1.75 $1.50 $1.25 Property Tax Rate Reduction One of our most important countywide measurements is the overall property tax rate set by the Board of Supervisors annually. In the current fiscal year, the overall tax rate for Maricopa County of $1.6248 per $100 of assessed valuation. Prior to the property tax reduction in 99-00, the overall rate had been held flat for eight years at $1.6475. The plan for 2000-01 is to recommend another reduction in the overall tax rate of 4.58 cents. The new recommended tax rate, including the special districts $1.00 $0.75 $0.50 $0.25 Primary -1- Debt Service Flood Control District *00-01 99-00 98-99 97-98 96-97 95-96 94-95 93-94 92-93 91-92 90-91 89-90 88-89 $0.00 Library District Maricopa County FY 2000-01 Annual Business Strategies will be $1.5790. The reduction in the primary tax rate aligns with the “Truth in Taxation” legislation enacted by the Arizona State Legislature in 1998-99. The average property owner will not see an increase in their primary tax amount, even if their assessed value increased, due to a decrease in the primary tax rate of 1.97 cents. With Maricopa County continuing to be the fastest growing County in the nation, and with our ever-increasing demands for service and inflation, this is an accomplishment. Capital Funding Plan The proposed tax rate reduction corresponds to the Board approved Reserve and Tax Reduction Policy, first adopted by the Board of Supervisors in June 1996. However, the Office of Management and Budget is recommending a slight adjustment to that policy this year to align it with our need to adhere to the Expenditure Limitation growth requirements. Our financial plan is, we believe, the lowest cost route for our taxpayers. It is a modified "pay as you go" financial strategy. The County can issue “Certificates of Participation” financial instruments for our large infrastructure projects, while setting aside significant cash reserves to repay the debt. This allows us to exempt the debt from the expenditure limit. We will also have the financial benefit of available economic downturn contingency funds. The County will be earning interest on the cash reserves, thereby significantly offsetting any interest expenses associated with financing our capital needs. This approach will provide the greatest level of fiscal fitness. In addition, as the General Obligation debt is repaid over the next 4 years, the levy needed will gradually decrease until 2004, when the debt is completely retired. Performance-based Budgeting Resource accountability is being stressed at all levels in Maricopa County. Departments are encouraged to focus on private sector-like measures of efficiency, cost effectiveness, customer satisfaction and outcomes. This project is being given the highest priority in our government. A small group of pilot departments are making great advancements in the use of these measurements, and have allowed us to begin making funding decisions based on this empirical data. The departments in the pilot program are Superior Court, Library District, Flood Control District, Risk Management, and Public Health. I applaud their enthusiasm and leadership as we move forward with this important strategy. Below are some examples of the type of data being collected: e The County Call Center estimates that calls from citizens will increase by 4% by the end of FY 00-01 to an estimated 1,300,000 calls. On average all calls will be handled within one minute. e The Elections department is forecasting an increase of 30% in General Election early votes cast. In addition, there will be 489 new polling places during the 2000 elections. e Justice Courts will be processing 348,678 cases in 2000-01 at a cost of $39.44 per case. This is a 3% increase in the caseload, and a 1.3% reduction in cost. e It is estimated that 15,000 animals will be adopted in 00-01, which is a 5.3% increase. The euthanasia will decrease by 10.6%. e The success rate for Juvenile Probation programs remain constant. Standard probation has an 81% success rate and intensive probation a 74% success rate. Parent satisfaction with the system is at 86%. e Membership in Maricopa Integrated System health plans during 1999-00 is expected to grow 8% over last year. The hospital’s volume, as measured by adjusted patient days for 1999-00 is projected to be 6% greater than last year. The 2000-01 budget anticipates a 2% growth in adjusted patient days. e The hospital’s operating expenses (excluding bad debts) per adjusted patient day are budgeted for 2000-01 to increase 6% due primarily to increased labor costs. Net Revenue per adjusted patient day is budgeted to improve 8%. 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. Rating Agency Updates One measure of financial performance is the credit rating analysis and reports that are issued to the general public and investors. In April, Fitch IBCA assigned an “AA” rating to Maricopa County’s general obligation debt. Fitch noted that the rating was based on a record of strong economic growth and diversification, successful management reforms and the County’s modest debt. This “AA” rating follows two successive upgrades from -2- Maricopa County FY 2000-01 Annual Business Strategies other agencies and is the highest the County has ever received. These upgrades will benefit the citizens of Maricopa County by reducing the cost of future borrowings through lower interest costs. County management is actively pursuing re-evaluations from the other two rating agencies. I am very proud of the recognition we have received by obtaining this upgrade. Major County Activities Health Care and Human Services Mandated Health Care and Public Health issues continue to be the largest component of the Maricopa County budget. In the 2000-01 annual financial plan there is funding to support these services. The Public Health department has been given funds to expand their Tuberculosis and HIV nursing staffs. Increases in the County’s contribution to the AHCCCS and ALTCS programs have been included in the budget at $2.9 million. In addition, an increased cost for our Courtordered mandate for the seriously mentally ill is expected to increase by $2,363,729. Medical Eligibility Related Costs $35,000,000 $30,000,000 $25,000,000 $20,000,000 The Health Care Mandates budget now contains claims $15,000,000 payments for the PreAHCCCS liability that $10,000,000 Maricopa County must pay to hospitals that treat indigents $5,000,000 who are eligible for the $AHCCCS program but were FY 1997-98 FY 1998-99 FY 1999-00 FY 2000-01 not enrolled when an Operations Pre-AHCCCS Lawsuits Resolution Med Elig Contigency emergent need occurred. The cost of providing this mandate has been increasing over the last several years and is expected to increase in the coming years. To manage the forecasted increase, funding to improve our enrollment process through automated solutions, extended staffing hours, market-level salary adjustments and improved outreach programs are budgeted with the Medical Eligibility and Health Care Mandates departments. The graphic above illustrates the increases that have been experienced to date. The long-term solution is to seek legislative relief. During the 2001 legislative session, I am recommending that this be a top priority for Maricopa County. Under the continued leadership of Quorum Health Resources, Inc., a national healthcare management firm, the Maricopa Integrated Health System (MIHS) is pleased to report favorable financial performance for FY 1999-00 with a forecasted net income of $18 million, which exceeds last fiscal year’s earnings by 24%. For the third consecutive year, MIHS has not required any County General Fund subsidy in order to provide health care to the indigent or to fund capital needs. MIHS continues to pursue replacing and upgrading equipment, as well as infrastructure improvements. Major accomplishments for 1999-00 include groundbreaking on a new Family Health Center in Avondale and the purchase of a state-of-the art angiography suite. Maricopa Integrated Health System has budgeted net income of $4 million for 2000-01. This reflects financial improvement in the hospital and all health plans, except for the Arizona Long-Term Care Plan (ALTCS), which is expected to incur a reduction of $14 million in net income. The State of Arizona is currently conducting a bidding process that will allow for other ALTCS contractors, effective October 1, 2000. As a result, next year Maricopa County will no longer be a sole contractor. The Integrated Health System continues to face many challenges, none of which are more important than the competitive nature of salaries and the availability of health care workers. During 1999-00, the hospital’s labor costs are projected to increase $11 million or 12% over last year. The fiscal year 2000-01 budget reflects an additional 12% increase for primary market-based adjustments. -3- Maricopa County FY 2000-01 Annual Business Strategies Justice and Law Enforcement Maricopa County provides the greatest portion of funding for criminal justice issues. While the cities and towns provide the local police, in most cases, the County is responsible for adjudicating to completion public safety issues. The back-end services for nearly all felony cases are County funded. The Superior Court of Arizona in Maricopa County is funded by county tax dollars, along with our prosecutors, public defenders, and the probation department. The adult and juvenile detention facilities and all of the numerous costs associated with operating these institutions, are handled through our funding sources. The County is also responsible for providing financial support for the Justice Courts, often described as the people’s court. The Sheriff’s Office handles the front-line enforcement services in the unincorporated county, patrols the lakes, handles search and rescue missions, and joins forces with cities during many investigations. Since the growth in Maricopa County continues to rise at a very rapid rate, the need for these essential government services must keep pace. Much of the budget increase in the coming fiscal year is associated with these fundamental costs. In November of 1998, the citizens of Maricopa County approved a dedicated sales tax to fund the construction and operation of adult and juvenile detention facilities. Construction on our new detention facilities is well underway. Once completed, it is expected to relieve the overcrowding in our existing facilities, and keep up with the growth expected as the inmate population climbs. The first facility to come on-line is the new Estrella support building. This 22,000 square foot building will have health clinics, a chapel, visitation rooms, a day room, showers and toilet facilities for the adult sentenced inmates in the tents. The Sheriff’s Office and Correctional Health each received operational funding for this facility. In total $1,926,212 has been programmed in 2000-01. The Estrella support facility will become operational in October 2000. Another part of the initiative passed by the voters was to evaluate and possibly fund alternative jail population management programs. Two new programs that have been funded in the budget being presented are aimed at dealing with the substance abuse issue. $1.0 million has been set aside for the Adult Probation department to fund two new substance abuse programs. The first program will provide additional treatment funds, and the second program is to provide assistance to the mentally ill who have identified substance abuse issues. This $1 million will go a long way towards providing needed services in the community. The Juvenile Probation department has also received funding for a detention alternative program that utilizes mediation techniques. This inventive program will be new to Maricopa County, but has been successful in other jurisdictions. It will help to relieve population overcrowding while providing a safe alternative to incarceration. Maricopa County provides public defender services for many indigents accused of felony crimes. As the caseload continues to grow, the cost of providing these services is ever-increasing. In the court system, there is often more than one defendant in a particular case. Each defendant must have his or her own legal counsel. The Public Defender’s Office can only provide one attorney for a multiple-defendant case. The others must have outside legal counsel, which is quite expensive. In 1995, Maricopa County established a second public defender office, named the Legal Defender, to allow two-defendant cases to be handled by in-house attorneys, thereby defraying the cost to the taxpayer. In the 2000-01 budget proposal, there is funding for a third PD Office. The 3rd Public Defender Office is expected to result in at least $250,000 in annual savings when fully operational. This innovative solution for dealing with the continuing high cost of adjudication will permit us to provide high quality legal services for a much lower cost. Many technological improvements in the justice and law enforcement departments and offices are being funded in the 2000-01 budget. I believe that these investments in technology will enhance our ability to handle caseload increases and will provide better customer service for individuals who interface with the justice system. In addition, streamlining our criminal case processing lowers our daily jail population costs, which will reduce detention costs in both the adult and juvenile detention facilities. One such initiative is the Integrated Criminal Justice System Project. This initiative is funded by Proposition 400, approved by the voters in 1998. In 2000-01, this collaborative countywide effort will begin adding technologists from each criminal justice stakeholder department. These specialized individuals will be tasked with working collaboratively to develop a “state-of-the-art “ coordinated system, one of the first in the nation. The budget for this project in 2000-01 is $1.9 million. Other technology investments include records management systems, web-development projects, replacement of obsolete technology and equipment, existing system expansions, electronic court records, and electronic law library resources. -4- Maricopa County FY 2000-01 Annual Business Strategies Infrastructure In 2000-01 the County will FACILITY continue to invest in our core Facilities Management Building 401 W. Jefferson infrastructures issues, Sheriff's Office Training Facilities Jackson Street Garage buildings and technology. I Estrella Support Building Clerk of the Court Service Center believe that improvements Relocation of Scottsdale Justice Courts made in these critical bigComprehensive Health Care Clinic 3rd and 4th Floor Buildouts; MMC 1st Floor Reconfiguration/Renovation ticket items will secure our Animal Control Facility future. Currently Maricopa Medical Examiner Facility County has far too many New Administration Building Parking Public Health Facility building leases, creating Tempe Co-located Justice Courts operational liabilities that can Special Management Units Plaza De Maricopa/New Administration Building and will be eliminated when Mesa Justice Court Facility our new facilities are Northwest Co-located Justice Courts Northeast Co-located Justice Courts completed. We expect to Early Felony Processing Court Room Space in Jail save over $4.8 million dollars 4th Avenue Jail Lower Buckeye Jail annually in downtown-related Juvenile Detention and Courts lease costs, which is Retherm (Prepared Food Distribution System) 340,000 square feet, once the downtown office building opens. ANTICIPATED FISCAL YEAR OF COMPLETION FY 2000-01 FY 2001-02 FY 2002-03 FY 2003-04 FY 2004-05 Technology will be a focus for many years to come. We are improving our use of technology in order to become a government that is effective, efficient and available to the people. Our website contains more content than ever before, and is quickly picking up attention with our citizenry. The hits to our webpage have increased by 187% over the last year and are expected to increase by 146% in 2000-01. New applications developed during 99/00 include residential rental property data, on-line parcel comparison for residential properties, a new “County at a Glance” section, Legacy Trails project, and the “Eye to the Future” for Planning and Development, as well as many redesigned departmental sites. These new additions have created the potential for much greater participation by the public, and allow our constituents to better monitor governmental services and get involved in County sponsored activities and public hearings. Technological Improvements In addition to the technological investments discussed in the section above, Maricopa County is funding other major innovations. Our most exciting infrastructure project has been programmed for the Materials Management (the purchasing department). An E-procurement system that will supplement our existing Advantage procurement system is funded in the 2000-01 budget. This $2 million project is expected to provide millions in procurement cost savings over the life of the system. Maricopa County will be joining, in what has been a private sector strategy, to achieve significant price reductions on products and services through utilization of international competition. By moving forward with this non-conventional approach to government procurement, Maricopa County will be on the cutting edge – removing the bureaucratic processes previously associated with government procurement. We are continuing our funding of the Assessor’s GIS system, which will improve our assessment capability and digitally provide mapping information for our appraisers and citizens. We are increasing our line capacity for the Maricopa County STAR call center that answers calls from the public on tax bills, elections, recording documents, assessments, court data and general county information. The Department of Medical Eligibility enrolls the indigent population in the acute care health plan (AHCCCS). The department is being allocated funding to provide for an internet notification system, automated enrollment case notes and various data base applications. This is expected to result in more timely enrollment processing and will enhance claims processing activities. A technology director has been funded for the Superintendent of Schools to provide additional professional expertise to that office. A number of smaller technology projects, including PC replacements, are also included. -5- Maricopa County FY 2000-01 Annual Business Strategies New Facilities Maricopa County is continuing our conservative approach to dealing with financial issues. As discussed above in the section on Public Policy and Accountability, our new Reserve and Tax Reduction Policy requires the County to have a significant amount of cash set aside to repay debt issued to complete our Capital Improvement Program. In accordance with this policy, the Office of Management and Budget is proposing that $83.6 million be transferred from the General Fund to a new Debt Service fund to pay for our General Fund CIP in the coming years. It is our recommendation to use cash to offset borrowing as much as possible. The budget proposes $130.1 million against an estimated five-year CIP of $262.6 million. The County has all ready begun a number of these critical projects. Over a 15-year period, the County’s net cost for space is expected to decrease by approximately $77 million, just in the downtown area, by transitioning from leased space to owned space. General Fund projects that were begun last year and will continue in 2000-01 include: a Medical Examiner Building, a Public Health Facility, a Downtown Administration Building Parking Structure, Land Acquisition, Clerk of the Court Service Center, Co-located Justice Courts in Mesa, Tempe, Scottsdale, the Northwest and Northeast Valley. There are two new projects proposed. The first is a $2.3 million renovation of the Facilities Management Building. The second is funding Early Felony Processing Courtrooms in the new Downtown Adult Detention Facility, at a cost of $3.8 million. The Criminal Justice Facilities Development department is continuing to proceed with the Adult and Juvenile Detention facilities in 2000-01. The five-year CIP for these projects is $439,502,441, with a next year cost of $68.5 million. In addition to the detention buildings, funds have been set aside for a new Sheriff’s Training Facility and additional property acquisition at the Durango campus. Public Works will be continuing their CIP programs into the new fiscal year. The Transportation department has an accelerated program proposed in this budget. In 2000-01, they are expected to spend down the significant fund balance that has developed over the last couple of years, expending $81.9 million on street improvement projects. Flood Control has a number of joint partnership projects with cities and towns, as well as with the federal government. Their CIP program for next year is $67.9 million. We are recommending that the secondary property tax levy for Flood Control remain flat at $45 million for the 3rd year in a row, as directed by Board policy. This will result in a $.0324 reduction in the tax rate. Parks and Recreation The Board of Supervisors kicked off the Trails Program on February 21, 2000. The goal of the program is to connect the County park system, link recreational corridors, and help preserve open space in our community. This budget has set aside over $1.0 million dollars for Parks and Recreation Services. The million dollars is in support of our open space philosophy and will target at renovation at existing parks. It is expected that these improvements will enhance the recreational experience for citizens and visitors at our County parks. In addition there is $3.75 million budgeted in 2000-01 for the joint acquisition/partnership of Spur Cross Ranch with the State of Arizona and the Town of Cave Creek. Another $3.75 million is planned for the second final payment on the property in 2002-03. This pristine desert oasis is a treasure that will be preserved for future generations. We are proud to be a part of this conservation effort. The Maricopa County park system is the largest municipal system in the nation 10 regional parks that make up 116,000 acres of parkland. We re proud of the open space contribution we are making to our citizens in this budget. 6.0% Unemployment Rate Comparisons Employment Challenges Maricopa County Maricopa County has continued to work towards achieving competitive compensation for our employees. We are in the fourth year of a 5 year program to bring our salaries to market parity with our employment competitors. The unemployment rate in the Phoenix Metropolitan area is hovering at 2.6% as of March 2000, -6- 4.0% 2.0% U.S.A. 0.0% Maricopa County 1996 1997 1998 1999 2000 3.7% 3.0% 2.7% 3.0% 2.8% 5.7% 5.3% 4.6% 4.3% 4.0% Unemployment Rate* National Unemployment Rate* *Data Source: Arizona Department of Economic Security, Phoenix MSA Maricopa County FY 2000-01 Annual Business Strategies so it is imperative that we have competitive salaries and benefits in order to attract and retain talented employees. In fiscal year 2000-01 we have provided $12.8 million in new funding for market and performance increases. In addition, we will continue to utilize innovative human resource techniques such as successful employee and management training programs, wellness activities, various incentives and recognition plans, and tuition reimbursement. Benefit Cost Increase The county is struggling with significant cost increases to our medical benefit plan. In order to continue to provide competitive benefits to our employees, we are restructuring our agreement with the major health care provider. We have budgeted for a 23% increase in costs beginning in January of 2001. In order to keep the cost increase to a minimum the County must increase co-pays and deductibles for employees. The Human Resource department and the Office of Management and Budget will continue to monitor the unavoidable cost increases in this part of our budget, balancing the employee needs against the affordability of our medical plan. Conclusion The Board of Supervisors has provided the direction needed to bring forth a fiscally sound budget proposal. The financial policies and fiscal leadership provided by this elected body, has explicitly put the citizens as our top priority. Thanks also goes to the Elected Officials, the Judicial Branch, and our Appointed Officials for their continued dedication to public services and for their full participation in this annual budget process. Sincerely, David R. Smith County Administrative Officer On May 22, 2000, the Board of Supervisors approved the 2000-01 Tentative Budget with two minor additions. An additional $1.5 million was added to Major Maintenance to accelerate Parks renovation. The Greater Phoenix Economic Council received $44,400 in line with a plan to ensure that public-private funding be equalized. With these changes, the total budget including our special districts is $2,025,418,757. On June 22, 2000, the Board of Supervisors approved the 2000-01 Final Budget, including the Flood Control, Library and Stadium Districts, in the amount of $2,025,418,757. On August 21, 2000, the Board of Supervisors approved the FY2000-01 Tax Rates, signifying the third and final action taken in the budget approval process. -7- Maricopa County FY 2000-01 Annual Business Strategies e THIS PAGE INTENTIONALLY LEFT BLANK f -8- Maricopa County FY 2000-01 Annual Business Strategies EXECUTIVE SUMMARY 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: e 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. e 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. e The Debt Service Funds account for resources accumulated and disbursed for the payment of general longterm debt principal, interest, and related costs. e 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: e 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. e 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: e 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. -9- Maricopa County FY 2000-01 Annual Business Strategies e 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. 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: e The General Fixed Assets Account Group accounts for all fixed assets of the County, except those accounted for in Propriety Funds. e 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: e e e e 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, - 10 - Maricopa County FY 2000-01 Annual Business Strategies Regional Schools, and taxpayers’ Information Funds is not specifically budgeted, but is presented as separate funds in the Comprehensive Annual Financial Report (CAFR). 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 2000-01 Budget Process Budget Process Timeline September Activity November October January December March February 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 - 11 - May April July June August Maricopa County FY 2000-01 Annual Business Strategies The FY 2000-01 budget process began with the revenue forecasting based on economic trends. This became the cornerstone for revenue projections for FY 2000-01. While keeping the County's strategic plan in mind, the Office of Management and Budget began developing budget guidelines and established expenditure levels, which the Board of Supervisors approved on November 29, 1999. 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 3rd & 10th, 2000. 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 15th, and the Board approved it on May 22nd. Public meetings were scheduled in all Supervisorial Districts through mid-June to solicit public comment. The FY 2000-01 Final Budget was adopted by the Board of Supervisors on June 22, 2000. The property tax rate was later approved by the Board on August 21, 2000. Fiscal Year 2001-02 budget process The FY 2001-02 budget process will be similar to that of FY 2000-01. Beginning in July 2000, 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 2001-02. 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 early December 2000. 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." - 12 - Maricopa County FY 2000-01 Annual Business Strategies 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 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 - 13 - Maricopa County FY 2000-01 Annual Business Strategies 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 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. §42-17151, 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. §42-17106, “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. - 14 - Maricopa County FY 2000-01 Annual Business Strategies 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 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. - 15 - Maricopa County FY 2000-01 Annual Business Strategies 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. Intent Provide policy direction to the departments in the development of their budget submissions. The policy emphasizes commitment to Office of Management & Budget provided timelines, directions, and formats; Lump Sum Budgeting guidelines (including all positions 100% funded, use of calendarized budgets, and Board of Supervisors exercising full control at their option); and budget development in accordance with the Board of Supervisors' philosophy Competitive analysis. 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, e New programs are not to be instituted without Board of Supervisors approval. e 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. e Full cost recovery is to be attempted for all programs and services. And, e 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. - 16 - Maricopa County FY 2000-01 Annual Business Strategies 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. 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: e e e e e 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. - 17 - Maricopa County FY 2000-01 Annual Business Strategies County Judicial Branch In FY 2000-01, 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. Maricopa Integrated Health System Exemption The Maricopa Integrated Health Care System (MIHS) manages its staffing in a manner that is consistent with other health care entities. Employees are assigned flexible working hours based on current staffing needs, which change frequently during the year. Under these circumstances, budgeting and managing staff by position is not necessary, since staffing levels can be readily adjusted to conform with the budget and changing funding levels. Therefore, MIHS is exempt from budgeting by position as required by the Funded Position Policy, but is otherwise required to insure that actual staffing levels do not exceed budgeted or estimated resources. Pre-AHCCCS Legislative Agenda The legislative agenda to be set by the Board of Supervisors will include a number of changes for the Department of Medical Eligibility and Health Care Mandates to improve our ability to limit the County’s liability for PreAHCCCS costs both through claims and litigation. These proposed legislative changes would be given top priority in order to ensure that the County is able to maintain a structurally balanced budget into the future, meeting expenditure limitation requirements. Library District - Fund Balance Spend-Down The Library District will be given a waiver from the FY 2000-01 Budget Policy Guidelines (General Policy 1). This variance will allow the District to spend-down an excessive fund balance. - 18 - Maricopa County FY 2000-01 Annual Business Strategies 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 2000-01 Budget includes $1,829,400 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 2000-01 Final Budget Funding Program Economic Development Action Plan Bid Source Program, APTAN Convention & Tourism Destination Marketing Enriching Our Community Through Sports $ $ 634,400 145,000 250,000 25,000 1,054,400 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 $ $ 230,000 230,000 Maricopa County Regional Schools Maricopa County Regional Schools Total Accommodation School Funding $ $ 365,000 365,000 $ 1,829,400 Grand Total - 19 - Maricopa County FY 2000-01 Annual Business Strategies e THIS PAGE INTENTIONALLY LEFT BLANK f - 20 - Maricopa County FY 2000-01 Annual Business Strategies SUMMARY SCHEDULES Consolidated Revenues and Expenditures by Category - FY 2000-01 Final Budget CONSOLIDATED REVENUES AND EXPENDITURES BY CATEGORY - FY 00-01 FINAL/ADOPTED GENERAL FUND Unreserved Beginning Fund Balance SPECIAL REVENUE 76,595,653 100,788,770 REVENUES REAL PROPERTY TAXES PERSONAL PROPERTY TAXES PAYMENTS IN LIEU OF TAXES TAX PENALTIES & INTEREST SALES TAXES LICENSES AND PERMITS GRANTS INTERGOVERNMENTAL INDIRECT COSTS RECOVERY STATE SHARED SALES TAXES STATE SHARED VEHICLE LICENSE TAXES FEES & CHARGES INTERNAL SERVICE CHARGES FINES & FORFEITS PATIENT CHARGES REV ALLOWANCES - PATIENT CARE MISCELLANEOUS REVENUE GAIN/LOSS FIXED ASSET TRANSFERS IN FROM OTHER FUNDS Revenues Subtotal 215,473,848 11,297,459 6,586,640 7,000,000 50,000 5,212,370 316,796,394 94,015,631 18,538,592 10,121,000 118,444 12,837,785 50,000 62,741,737 760,839,900 53,221,900 406,968 398,926 100,884,425 21,313,311 171,911,903 158,639,842 26,340,567 2,251,559 1,599,337 20,061,978 242,979 92,429,930 649,703,625 Total Sources 837,435,553 Expenditures Subtotal 249,270,089 346,111,517 19,440,904 102,452,123 717,274,633 Appropriated Beginning Fund Balance 120,160,920 Total Uses Subtotal 837,435,553 EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES CAPITAL OUTLAY TRANSFERS OUT DEBT SERVICE ENTERPRISE INTERNAL SERVICE SUB-TOTAL ELIMINATIONS TOTAL FUNDS 148,052,810 44,194,092 1,741,473 370,426,169 22,928,144 1,109,736 553,680 3,753,591 137,583,151 165,928,302 248,643,548 103,034,318 351,677,866 4,460,000 400,000 731,453,320 (162,533,961) 95,245,752 25,191,689 694,216,800 1,006,689 39,573,844 660,685 41,241,218 291,623,892 12,814,163 7,539,246 7,000,000 100,884,425 21,363,311 176,371,903 163,852,212 316,796,394 94,015,631 46,285,848 39,573,844 12,372,559 733,171,101 (162,533,961) 381,203,339 292,979 420,980,825 2,663,607,711 (626,500) (39,573,844) (54,315,097) (420,980,825) (515,496,266) 291,623,892 12,814,163 7,539,246 7,000,000 100,884,425 21,363,311 175,745,403 163,852,212 316,796,394 94,015,631 46,285,848 12,372,559 678,856,004 (162,533,961) 381,203,339 292,979 2,148,111,445 750,492,395 164,981,673 499,730,676 738,410,892 42,982,691 3,034,033,880 (515,496,266) 2,518,537,614 262,787,405 165,637,965 175,550,151 115,029,809 719,005,330 69,707,760 69,707,760 8,127 21,000 129,823,023 46,454,691 176,306,841 119,110,446 505,117,126 50,000 72,058,891 696,336,463 6,582,486 33,381,250 1,017,374 1,141,966 42,123,076 637,758,553 1,119,976,618 325,881,452 337,137,480 2,420,754,103 (94,515,441) (420,980,825) (515,496,266) 637,758,553 1,025,461,177 325,881,452 (83,843,345) 1,905,257,837 719,005,330 (946,629) CAPITAL PROJECTS - - 69,707,760 176,306,841 696,336,463 42,123,076 120,160,920 2,540,915,023 Estimated Ending Fund Balanace 0 31,487,065 95,273,913 323,423,835 42,074,429 859,615 493,118,857 Total Uses and Ending Fund Balance 837,435,553 750,492,395 164,981,673 499,730,676 738,410,892 42,982,691 3,034,033,880 - 21 - - (515,496,266) (515,496,266) 370,426,169 120,160,920 2,025,418,757 493,118,857 2,518,537,614 Maricopa County FY 2000-01 Annual Business Strategies Consolidated Revenues and Expenditures by Category - FY 1999-00 Restated Budget CONSOLIDATED REVENUES AND EXPENDITURES BY CATEGORY - FY 99-00 RESTATED Unreserved Beginning Fund Balance GENERAL FUND SPECIAL REVENUE DEBT SERVICE CAPITAL PROJECTS ENTERPRISE INTERNAL SERVICE 71,304,846 133,928,793 2,548,314 25,370,624 8,845,004 1,872,657 REVENUES REAL PROPERTY TAXES PERSONAL PROPERTY TAXES PAYMENTS IN LIEU OF TAXES TAX PENALTIES & INTEREST SALES TAXES LICENSES AND PERMITS GRANTS INTERGOVERNMENTAL INDIRECT COSTS RECOVERY STATE SHARED SALES TAXES STATE SHARED VEHICLE LICENSE TAXES FEES & CHARGES INTERNAL SERVICE CHARGES FINES & FORFEITS PATIENT CHARGES REV ALLOWANCES - PATIENT CARE MISCELLANEOUS REVENUE GAIN/LOSS FIXED ASSET TRANSFERS IN FROM OTHER FUNDS Revenues Subtotal 196,952,241 10,865,675 7,533,824 7,000,000 45,000 4,556,692 286,617,062 77,013,804 18,294,192 456,739 9,970,000 198,093 12,855,483 50,000 61,634,437 694,043,242 52,198,699 19,310,736 384,926 992,029 534,074 601,098 97,200,645 18,543,522 160,357,472 135,063,365 1,564,041 26,824,947 1,510,800 1,220,261 20,668,258 400,000 350,000 89,507,045 7,163,187 605,928,055 28,467,050 8,186,000 350,000 154,931,875 163,467,875 Total Sources 765,348,088 739,856,848 31,015,364 188,838,499 644,396,589 EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES CAPITAL OUTLAY TRANSFERS OUT Expenditures Subtotal 235,626,624 328,538,180 17,634,323 104,689,946 686,489,073 250,293,290 158,831,526 168,848,852 120,830,970 698,804,638 31,071,911 31,071,911 3,500 94,222,138 94,225,638 107,832,450 458,498,987 83,000 56,892,572 623,307,009 Appropriated Beginning Fund Balance 79,209,141 Total Uses Subtotal 765,698,214 Estimated Ending Fund Balance Total Uses and Ending Fund Balance (350,126) 765,348,088 698,804,638 41,052,210 739,856,848 - - 31,071,911 (56,547) 31,015,364 3,517,528 348,000 881,864 36,850,809 694,830,513 (150,921,239) 77,568,882 918,371 10,207,901 635,551,585 38,651,044 - SUB-TOTAL 243,870,238 - 243,870,238 268,461,676 12,242,630 8,668,996 7,000,000 97,200,645 18,588,522 172,061,000 139,620,057 1,564,041 286,617,062 77,013,804 46,349,003 37,307,548 11,480,800 696,248,867 (150,921,239) 112,760,994 400,000 323,444,445 2,166,108,851 (475,381) (37,307,548) (47,811,146) (323,444,445) (409,038,520) 268,461,676 12,242,630 8,668,996 7,000,000 97,200,645 18,588,522 171,585,619 139,620,057 1,564,041 286,617,062 77,013,804 46,349,003 11,480,800 648,437,721 (150,921,239) 112,760,994 400,000 1,757,070,331 40,523,701 2,409,979,089 (409,038,520) 2,000,940,569 6,323,997 30,879,355 1,667,094 927,329 39,797,775 600,076,361 1,007,823,459 282,455,407 283,340,817 2,173,696,044 (85,594,075) (323,444,445) (409,038,520) 600,076,361 922,229,384 282,455,407 (40,103,628) 1,764,657,524 - 79,209,141 94,225,638 623,307,009 39,797,775 2,252,905,185 94,612,861 21,089,580 725,926 157,073,904 188,838,499 644,396,589 40,523,701 2,409,979,089 - 22 - ELIMINATIONS TOTAL FUNDS (409,038,520) (409,038,520) 79,209,141 1,843,866,665 157,073,904 2,000,940,569 Maricopa County FY 2000-01 Annual Business Strategies Consolidated Revenues and Expenditures by Category - FY 1999-00 Adopted Budget CONSOLIDATED REVENUES AND EXPENDITURES BY CATEGORY - FY 99-00 FINAL/ADOPTED Unreserved Beginning Fund Balance GENERAL FUND SPECIAL REVENUE DEBT SERVICE CAPITAL PROJECTS ENTERPRISE INTERNAL SERVICE 71,304,846 133,928,793 2,548,314 25,370,624 8,845,004 1,872,657 52,198,699 19,310,736 384,926 992,029 534,074 601,098 97,200,645 18,551,022 154,993,046 134,766,121 26,824,947 1,550,800 1,220,261 16,946,130 400,000 350,000 89,507,045 7,163,187 595,027,716 28,467,050 8,186,000 350,000 152,931,875 161,467,875 186,838,499 REVENUES 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 COSTS RECOVERY STATE SHARED SALES TAXES 286,617,062 STATE SHARED VEHICLE LICENSE TAXES 77,013,804 FEES & CHARGES 18,294,192 INTERNAL SERVICE CHARGES FINES & FORFEITS 9,970,000 PATIENT CHARGES 198,093 REV ALLOWANCES - 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 765,459,421 728,956,509 31,015,364 EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES CAPITAL OUTLAY TRANSFERS OUT Expenditures Subtotal 232,643,897 334,044,757 16,871,680 102,689,946 686,250,280 242,228,825 159,324,956 165,082,711 120,934,598 687,571,090 31,071,911 31,071,911 Appropriated Beginning Fund Balance 79,209,141 Total Uses Subtotal 765,459,421 Estimated Ending Fund Balance Total Uses and Ending Fund Balance 765,459,421 687,571,090 41,385,419 728,956,509 (6,853) 3,500 92,228,991 92,225,638 31,071,911 (56,547) 31,015,364 92,225,638 3,517,528 348,000 42,519,172 38,375,224 694,830,513 (150,921,239) 77,568,882 918,371 10,207,901 635,551,585 81,812,767 SUB-TOTAL 243,870,238 - 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 (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 1,756,568,191 644,396,589 83,685,424 2,440,351,806 (439,913,377) 2,000,438,429 107,832,450 458,498,987 83,000 56,892,572 623,307,009 6,715,852 73,178,765 1,868,094 1,164,107 82,926,818 589,414,171 1,056,122,876 276,134,476 281,681,223 2,203,352,746 (31,570,403) (86,661,751) (321,681,223) (439,913,377) 557,843,768 969,461,125 276,134,476 (40,000,000) 1,763,439,369 623,307,009 82,926,818 79,209,141 2,282,561,887 94,612,861 21,089,580 758,606 157,789,919 186,838,499 644,396,589 83,685,424 2,440,351,806 - 23 - ELIMINATIONS TOTAL FUNDS (439,913,377) (439,913,377) 79,209,141 1,842,648,510 157,789,919 2,000,438,429 Maricopa County FY 2000-01 Annual Business Strategies Sources of Funds Sources of Funds $2,148,111,455 (Does not include beginning fund balance of $366,287,700.) Intergovernmental $163.9 Million 7.6% Misc. Revenues $461.5 Million 21.5% Real Estate Tax $318.9Million 14.8% Jail Tax $95.3 Million 4.4% Car Rental Tax $5.6 Million 0.3% Patient Charges $516.3 Million 24.1% Grants $175.7 Million 8.2% Sales Tax $316.8 Million 14.7% Auto License Tax $94 Million 4.4% Uses of Funds Uses of Funds $2,025,418,757 Education $1.6 million 0.08% Culture & Recreation 24.8 million 1.23% General Government $315.4 million 15.59% Public Safety 601 million 29.72% Highways & Streets 132.8 million 6.57% Health, Welfare & Sanitation 946.7 million 46.78% - 24 - Maricopa County FY 2000-01 Annual Business Strategies Reconciliation of Expenditures - FY 1999-00 Adopted to FY 1999-00 Restated Budget (In Millions) Fund General Fund Special Revenue Funds Debt Service Fund Capital Projects Fund Enterprise Funds Internal Service Funds Eliminations FY 1999-00 FY 1999-00 Adopted Restated $ % Budget Budget Variance Variance $ $ 765.5 $ 765.7 $ 687.6 698.8 31.1 31.1 92.2 94.2 623.3 623.3 82.9 39.8 (439.9) (409.0) 1,842.7 $ 1,843.9 $ - 25 - (0.2) (11.2) (2.0) 43.1 (30.9) (1.2) (0.03%) (1.63%) 0.00% (2.17%) 0.00% 51.99% 7.02% (0.07%) Maricopa County FY 2000-01 Annual Business Strategies Reconciliation of Expenditures - FY 1999-00 Adopted to FY 1999-00 Restated Budget (Continued) (In Millions) General Fund: $ $ 0.4 (0.4) (1.3) 1.1 (0.2) Decrease due to reduction in final Tax Levy Transfer Juvenile. Probation Administration Cost from Detention Fund Transfer Benefits Administration from Internal Service to General Fund Eliminate Benefits Administration Charge to General Government Total General Fund Variance Special Revenue Funds: $ $ (11.60) Grant Increases 0.4 Transfer Juvenile. Probation Administration Cost from Detention Fund (11.20) Total Special Revenue Fund Variance Capital Project Funds: $ $ (2.0) Increase General Fund CIP (2.0) Total Capital Projects Fund Variance Internal Service Funds: $ $ (2.1) 1.3 33.7 10.0 0.2 43.1 Increase in Employee Benefits Transfer Benefits Administration from Internal Service to General Fund Change in accounting for Employer-paid Health/Dental Premiums Change in accounting for Employee-paid Health/Dental Premiums Eliminate Central Service Charge to Employee Benefits Total Internal Service Fund Variance Eliminations: $ $ 2.1 2.0 (33.7) (0.2) (1.1) (30.90) Increase in Employee Benefits Increase General Fund CIP Change in accounting for Employer-paid Health/Dental Premiums Eliminate Central Service Charge to Employee Benefits Eliminate Benefits Administration Charge to General Government Total Eliminations Variance - 26 - Maricopa County FY 2000-01 Annual Business Strategies Reconciliation of Expenditures - FY 1999-00 Restated Budget to FY 2000-01 Final Budget (In Millions) Fund General Fund Special Revenue Funds Debt Service Fund Capital Projects Fund Enterprise Funds Internal Service Funds Eliminations FY 1999-00 FY 2000-01 Restated Fin. Adopted Budget Budget $ $ 765.7 $ 698.8 31.1 94.2 623.3 39.8 (409.0) 1,843.9 $ $ Variance 837.4 $ 719.0 69.7 176.3 696.3 42.1 (515.5) 2,025.4 $ (71.7) (20.2) (38.6) (82.1) (73.0) (2.3) 106.5 (181.5) % % of Variance Operating Variance (9.4%) $ (2.9%) (124.1%) (87.2%) (11.7%) (5.8%) (26.0%) (9.8%) $ Est. Operating Increase: - 27 - (30.7) (3.1) (0.3) 3.2 (55.0) (1.8) 20.0 (67.7) 42.8% 15.3% 0.8% (3.9%) 75.3% 78.3% 18.8% 37.3% (3.7%) Maricopa County FY 2000-01 Annual Business Strategies Reconciliation of Expenditures - FY 1999-00 Restated Budget to FY 2000-01 Final Budget (Continued) (In Millions) General Fund: $ (43.7) (13.7) (2.2) (0.5) (0.8) 1.8 (0.3) 1.8 1.4 (4.2) 2.7 (6.0) Increase in Fund Transfer to Capital Projects Budget Issues (See Schedule) Target Adjustment for Increased Health Benefit Costs Annualized Impact of Mid-Year Adjustments Base Adjustments for Contracts, IGA's, etc. Reduction of 16 Paid Hours from FY 1999-00 Mandated Elected/Judicial Salary Increases Operating Budget Reductions Annualized Impact of FY 1999-00 Budget Issues Primary/General Election Costs Decrease in Appropriated. Fund Balance (Exc. CIP Transfer) General Government: (2.4) Increase in General Contingency 2.9 Decrease in Reserves for Budget Issues (2.7) Increased Base-Level ISF Charges (2.7) Increase in Jail Tax Maintenance of Effort 1.0 Decrease in Vehicle Replacement 0.5 Retirement of Technology Lease Purchase (0.3) Increase in Dues and Memberships (1.0) Increase in Consultants 1.4 Scheduled Decrease in Major Maint. & ADA (2.5) Addition of Parks Major Maintenance (0.2) Increase in Contract Legal Services (8.0) $ (71.7) (0.7) Increase in AHCCCS Sanctions (3.0) Mandated ALTCS Contribution Increase (2.4) Increase in Arnold v. Sarn Mental Health IGA (1.8) Increase Contingency for Pre-AHCCCS Costs (0.1) Other Net Adjustments Total General Fund Variance - 28 - Maricopa County FY 2000-01 Annual Business Strategies Reconciliation of Expenditures - FY 1999-00 Restated Budget to FY 2000-01 Final Budget (Continued) (In Millions) Special Revenue Funds: $ $ (16.0) (9.7) 2.4 3.6 (1.5) 1.0 (1.2) 1.0 (1.0) (0.2) (1.5) 2.8 1.5 (0.3) (1.1) (20.2) Flood, Transportation and Animal Control CIP Budget Issues Base Reductions Annualize FY 1999-00 Budget Issues Annualize FY 2000-01 Mid-Year Adjustments Reduction of 16 Paid Hours from FY 1999-00 Target Adjustment for Increased Health Benefit Costs Base Adjustments for Contracts, IGA's, etc. Increase in CHS Payments to Maricopa Medical Center Net Change in Grants Net Change in Special Fee Funds Decrease in General Government/Contingencies Reduction in Sheriff Aviation Fund Increase in Stadium District Debt Payments Final Contract Payments for Bank One Ballpark Total Special Revenue Fund Variance Debt Service Funds: $ $ (0.3) Stadium District Debt Service Increase (38.3) Debt Service on New Certificates of Participation (38.6) Total Debt Service Funds Variance Capital Project Funds: $ $ (14.6) Jail/Juvenile Detention Projects (70.7) General Government CIP 3.2 Elimination of Sheriff Vehicle Replacement Fund (82.1) Total Capital Project Funds Variance - 29 - Maricopa County FY 2000-01 Annual Business Strategies Reconciliation of Expenditures - FY 1999-00 Restated Budget to FY 2000-01 Final Budget (Continued) (In Millions) Enterprise Funds: $ $ (4.7) Maricopa Health Plans (See Commentary) 0.2 Solid Waste - Base Reductions (68.5) Maricopa Health System (See Commentary) (73.0) Total Enterprise Funds Variance Internal Service Funds: $ $ (1.0) Risk Management Claims (0.5) Increase in Telecommunications/System Replacements (0.8) Equipment Services - Fuel, Other Increases (2.30) Total Internal Service Fund Variance Eliminations: $ $ 97.6 6.0 2.3 0.5 0.1 106.5 Net Increase in Fund Transfers Increased MIHS Internal Payments Increased Internal Service Charges Increase in Correctional. Health Payments for MIHS Increase - Public Health to MIHS Total Eliminations Variance - 30 - Maricopa County FY 2000-01 Annual Business Strategies Consolidated Revenues by Fund / Department CONSOLIDATED REVENUE BY FUND/DEPARTMENT FY 99-00 FY 99-00 FY 99-00 FY 99-00 FY 00-01 FY 00-01 FINAL/ADOPTED PROJECTED FINAL/ADOPTED Variance FY 99-00 FINAL/ADOPTED FY 99-00 PROJECTED FY REVISED 99-00 REVISED FYRESTATED 99-00 RESTATED FYREQUESTED 00-01 REQUESTED FY 00-01 FINAL/ADOPTED % $ 7,041,382.00 441,286 455,479 276,438 $ 8,214,585 10,000 53,177 2,697,355 557,750 80,895 (7,388,136) $ (3,988,959) 11% 1% 38% 26% 0% 1% 0% 0% -18% -5% APPOINTED DEPARTMENT 15 EMERGENCY MANAGEMENT $ 851,213.00 $ 851,213.00 $ 851,213.00 $ 851,213.00 $ 954,298.00 $ 954,298.00 $ 103,085.00 17 COMMUNITY DEVELOPMENT 16,191,837 16,191,837 16,191,837 16,191,837 15,897,185 15,897,185 (294,652) 18 FINANCE 7,193,615 7,193,615 7,193,615 7,413,576 7,465,227 8,064,137 650,561 22 HUMAN SERVICES 25,163,359 23,642,400 25,163,359 25,163,359 26,406,754 24,315,741 (847,618) 26 CORRECTIONAL HEALTH 30,408 4,560 30,408 30,408 89,708 89,708 59,300 28 MEDICAL ELIGIBILITY 1,350,000 1,125,668 1,350,000 1,350,000 1,125,668 1,125,668 (224,332) 29 MEDICAL EXAMINER 235,000 235,000 235,000 235,000 235,000 235,000 30 PARKS & RECREATION 4,816,766 3,325,327 4,816,766 4,816,766 4,171,369 4,171,369 (645,397) 31 HUMAN RESOURCES 44,067,587 46,426,804 46,153,218 905,864 1,233,989 1,233,989 328,125 33 INDIGENT REPRESENTATION 857,723 1,271,912 1,150,453 1,150,453 1,749,244 1,749,244 598,791 34 PUBLIC FIDUCIARY 690,000 730,000 690,000 690,000 730,000 780,000 90,000 39 HEALTH CARE MANDATES 54,850,293 54,850,293 54,850,293 54,850,293 54,770,644 54,770,644 (79,649) 40 CRIMINAL JUSTICE FACILITIES DEVELOPMENT 105,606,875 105,606,875 105,606,875 105,606,875 103,034,318 (2,572,557) 44 PLANNING & DEVELOPMENT 7,084,531 8,267,850 7,084,531 7,084,531 7,470,500 7,470,500 385,969 46 RESEARCH & REPORTING 448,000 592,200 448,000 448,000 530,800 716,508 268,508 47 GENERAL GOVERNMENT 832,100,228 862,850,914 837,285,402 837,285,402 1,095,447,868 1,104,983,418 267,698,016 60 MARICOPA HEALTH PLANS 367,237,517 377,478,380 367,237,517 367,237,517 348,790,183 348,804,683 (18,432,834) 64 TRANSPORTATION 89,636,280 92,700,000 89,636,280 89,636,280 110,392,589 110,392,589 20,756,309 65 LIBRARY DISTRICT 8,687,912 8,842,434 8,687,912 8,687,912 9,344,655 9,573,485 885,573 66 HOUSING 16,581,115 16,581,115 16,581,115 16,581,115 16,427,780 16,427,780 (153,335) 67 SOLID WASTE 4,125,132 4,125,132 4,125,132 4,125,132 4,165,920 4,165,920 40,788 68 STADIUM DISTRICT 10,655,754 10,655,754 10,655,754 10,655,754 11,028,644 11,028,644 372,890 69 FLOOD CONTROL DISTRICT 68,848,869 73,424,064 68,848,869 68,848,869 73,478,932 73,488,393 4,639,524 70 FACILITIES MANAGEMENT 21,472 39,838 21,472 21,472 (21,472) 73 MATERIALS MANAGEMENT 721,155 814,202 721,155 721,155 746,734 746,734 25,579 74 EQUIPMENT SERVICES 7,927,735 8,686,238 7,927,735 7,927,735 8,370,465 8,370,465 442,730 75 RISK MANAGEMENT 19,023,348 19,023,348 19,023,348 19,023,348 20,474,305 19,834,640 811,292 76 TELECOMMUNICATIONS 10,123,942 11,442,754 10,123,942 10,123,942 11,309,690 11,309,690 1,185,748 78 STADIUM DISTRICT MLB 3,551,489 7,026,000 3,551,489 3,551,489 3,714,236 3,714,236 162,747 79 ANIMAL CONTROL SERVICES 6,164,358 6,243,265 6,164,358 6,164,358 6,418,629 6,418,629 254,271 86 PUBLIC HEALTH 28,900,918 24,661,590 29,776,217 29,776,217 31,435,645 31,385,645 1,609,428 88 ENVIRONMENTAL SERVICES 15,181,857 14,120,123 15,194,943 15,194,943 16,176,433 16,176,433 981,490 90 MARICOPA HEALTH SYSTEM 268,812,589 296,684,160 268,812,589 268,812,589 312,846,008 345,829,803 77,017,214 98 ELIMINATIONS (439,913,377) (443,999,008) (443,999,008) (409,038,520) (518,645,366) (515,496,266) (106,457,746) 99 DEBT SERVICE 23,348,941 23,763,646 23,348,941 23,348,941 157,150,632 160,526,083 137,177,142 Subtotal $ 1,611,174,441 $1,685,479,503 $ 1,615,540,730 $ 1,605,473,825 $ 1,841,904,368 $ 1,992,289,313 $ 386,815,488 12% -2% 9% -3% 195% -17% 0% -13% 36% 52% 13% 0% -2% 5% 60% 32% -5% 23% 10% -1% 1% 3% 7% -100% 4% 6% 4% 12% 5% 4% 5% 6% 29% (0) 588% 24% TOTAL FUNDS JUDICIAL BRANCH 11 ADULT PROBATION 24 JUSTICE COURTS 27 JUVENILE PROBATION 38 SUPERIOR COURT 12 16 19 21 25 36 37 43 50 $ 40,757,255.00 12,384,714 16,117,000 8,613,237 Subtotal $ 77,872,206 ASSESSOR CLERK OF SUPERIOR COURT COUNTY ATTORNEY ELECTIONS CONSTABLES RECORDER SUPERINTENDENT OF SCHOOLS TREASURER SHERIFF Subtotal $ $41,033,770.00 13,050,834 12,713,603 9,021,433 $ 75,819,640 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 $ Fund Total $ 1,756,568,191 90,000 9,561,213 6,984,770 1,704,600 485,900 11,170,800 106,552 6,000 39,808,667 69,918,502 $1,831,217,645 $ 40,757,255.00 12,384,714 16,677,121 9,021,433 $ 78,840,523 $ 40,757,255.00 12,384,714 16,677,121 9,021,433 $ 78,840,523 $ 47,798,637.00 12,826,000 17,132,600 9,297,871 $ 87,055,108 $ 47,798,637.00 12,826,000 17,132,600 9,297,871 $ 87,055,108 90,000 10,562,824 7,119,652 2,115,980 453,000 10,506,000 113,000 6,000 41,789,527 72,755,983 90,000 10,562,824 7,119,652 2,115,980 453,000 10,506,000 113,000 6,000 41,789,527 72,755,983 100,000 10,616,001 9,616,978 2,673,730 480,000 10,586,895 113,000 6,000 33,664,041 67,856,645 100,000 10,616,001 9,817,007 2,673,730 453,000 10,586,895 113,000 6,000 34,401,391 68,767,024 $ $ 1,767,137,236 - 31 - $ $ 1,757,070,331 $ $ 1,996,816,121 $ $ 2,148,111,445 $ 391,041,114 17% 4% 3% 3% 10% 22% Maricopa County FY 2000-01 Annual Business Strategies Consolidated Revenues by Fund / Department (Continued) CONSOLIDATED REVENUE BY FUND/DEPARTMENT FY 99-00 FY 99-00 FY 99-00 FY 99-00 FY 00-01 FY 00-01 FINAL/ADOPTED PROJECTED RESTATED FINAL/ADOPTED Variance FY 99-00 FINAL/ADOPTED FY 99-00 PROJECTED FY REVISED 99-00 REVISED FY 99-00 RESTATED FYREQUESTED 00-01 REQUESTED FY 00-01 FINAL/ADOPTED GENERAL FUND JUDICIAL BRANCH 24 JUSTICE COURTS 27 JUVENILE PROBATION 38 SUPERIOR COURT 12 16 19 21 25 36 37 43 50 Subtotal $ 11,545,940 55,000 260,000 11,860,940 ASSESSOR CLERK OF SUPERIOR COURT COUNTY ATTORNEY ELECTIONS CONSTABLES RECORDER SUPERINTENDENT OF SCHOOLS TREASURER SHERIFF Subtotal $ 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 APPOINTED DEPARTMENT 18 FINANCE 28 MEDICAL ELIGIBILITY 29 MEDICAL EXAMINER 31 HUMAN RESOURCES 33 INDIGENT REPRESENTATION 34 PUBLIC FIDUCIARY 39 HEALTH CARE MANDATES 47 GENERAL GOVERNMENT 70 FACILITIES MANAGEMENT 73 MATERIALS MANAGEMENT $ 12,115,159 32,600 260,000 12,407,759 $ 90,000 5,525,000 8,000 1,704,600 485,900 7,440,800 106,552 6,000 3,285,792 18,652,644 $ 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 $ 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 $ 11,915,000 32,600 260,000 12,207,600 $ 100,000 5,250,000 8,000 2,673,730 480,000 6,951,000 113,000 6,000 3,020,892 18,602,622 Subtotal $ 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 7,193,615 1,125,668 235,000 27,272 255,627 730,000 54,850,293 632,439,601 39,838 27,000 $ 696,923,914 7,193,615 1,350,000 235,000 24,000 100,000 690,000 54,850,293 599,164,089 21,472 27,000 $ 663,655,469 7,413,576 1,350,000 235,000 24,000 100,000 690,000 54,850,293 599,164,089 21,472 27,000 $ 663,875,430 $ 7,465,227 1,125,668 235,000 227,300 100,000 730,000 54,770,644 664,226,929 27,000 728,907,768 Fund Total $ 694,154,575 $ 727,984,317 $ 693,823,281 $ 694,043,242 $ 759,717,990 - 32 - $ 369,060 (22,400) 346,660 10,000 (330,000) 557,750 31,000 268,750 $ 8,064,137 1,125,668 235,000 227,300 100,000 780,000 54,770,644 664,726,929 27,000 730,056,678 $ 650,561 (224,332) 203,300 90,000 (79,649) 65,562,840 (21,472) 66,181,248 $ 760,839,900 $ 66,796,658 $ 11,915,000 32,600 260,000 12,207,600 $ 100,000 5,250,000 8,000 2,673,730 453,000 6,951,000 113,000 6,000 3,020,892 18,575,622 $ % 3% -41% 0% 3% 11% -6% 0% 26% 0% 0% 0% 0% 0% 1% 9% -17% 0% 847% 0% 13% 0% 11% -100% 0% 10% 10% Maricopa County FY 2000-01 Annual Business Strategies Consolidated Revenues by Fund / Department (Continued) CONSOLIDATED REVENUE BY FUND/DEPARTMENT FY 99-00 FY 99-00 FY 99-00 FY 99-00 FY 00-01 FY 00-01 FINAL/ADOPTED PROJECTED FINAL/ADOPTED Variance FY 99-00 FINAL/ADOPTED FY 99-00 PROJECTED FY REVISED 99-00 REVISED FYRESTATED 99-00 RESTATED FYREQUESTED 00-01 REQUESTED FY 00-01 FINAL/ADOPTED SPECIAL REVENUE JUDICIAL BRANCH 11 ADULT PROBATION 24 JUSTICE COURTS 27 JUVENILE PROBATION 38 SUPERIOR COURT 16 19 36 50 $ 40,757,255.00 838,774 16,062,000 8,353,237 Subtotal $ 66,011,266 $41,033,770.00 935,675 12,681,003 8,761,433 $ 63,411,881 $ 40,757,255.00 838,774 16,622,121 8,761,433 $ 66,979,583 $ 40,757,255.00 838,774 16,622,121 8,761,433 $ 66,979,583 4,512,020 6,723,498 3,586,000 31,418,154 46,239,672 4,036,213 6,976,770 3,730,000 33,521,090 48,264,073 4,982,824 7,111,652 3,586,000 35,793,635 51,474,111 4,982,824 7,111,652 3,586,000 35,793,635 51,474,111 CLERK OF SUPERIOR COURT COUNTY ATTORNEY RECORDER SHERIFF Subtotal $ APPOINTED DEPARTMENT 15 EMERGENCY MANAGEMENT 17 COMMUNITY DEVELOPMENT 22 HUMAN SERVICES 26 CORRECTIONAL HEALTH 30 PARKS & RECREATION 33 INDIGENT REPRESENTATION 44 PLANNING & DEVELOPMENT 46 RESEARCH & 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 $ $ $ $ $ $ 47,798,637.00 911,000 17,100,000 9,037,871 74,847,508 $ 47,798,637.00 911,000 17,100,000 9,037,871 $ 74,847,508 $ 5,366,001 9,608,978 3,635,895 29,080,499 47,691,373 5,366,001 9,809,007 3,635,895 31,380,499 50,191,402 954,298.00 15,897,185 26,406,754 89,708 4,171,369 1,649,244 7,470,500 530,800 192,989,235 1,629,106 110,392,589 9,344,655 16,427,780 2,940,000 5,626,425 73,478,932 2,337,942 6,418,629 31,435,645 16,176,433 526,367,229 $ 648,906,110 $ 851,213.00 16,191,837 23,642,400 4,560 3,325,327 1,016,285 8,267,850 592,200 184,185,313 1,474,710 92,700,000 8,842,434 16,581,115 2,899,530 5,537,645 73,424,064 5,101,000 6,243,265 24,661,590 14,120,123 $ 489,662,461 $ 851,213.00 16,191,837 25,163,359 30,408 4,816,766 1,050,453 7,084,531 448,000 184,185,313 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 29,776,217 15,194,943 $ 487,474,361 $ Subtotal $ 851,213.00 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 $ 851,213.00 $ 16,191,837 25,163,359 30,408 4,816,766 1,050,453 7,084,531 448,000 184,185,313 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 29,776,217 15,194,943 487,474,361 $ Fund Total $ 595,027,716 $ 601,338,415 $ 605,928,055 $ 605,928,055 $ $ % $ 7,041,382.00 72,226 477,879 276,438 $ 7,867,925 383,177 2,697,355 49,895 (4,413,136) $ (1,282,709) $ 954,298.00 $ 15,897,185 24,315,741 89,708 4,171,369 1,649,244 7,470,500 716,508 192,989,235 1,643,606 110,392,589 9,573,485 16,427,780 2,940,000 5,626,425 73,488,393 2,337,942 6,418,629 31,385,645 16,176,433 524,664,715 $ 103,085.00 (294,652) (847,618) 59,300 (645,397) 598,791 385,969 268,508 8,803,922 (80,517) 20,756,309 885,573 (153,335) 40,470 88,780 4,639,524 (263,547) 254,271 1,609,428 981,490 37,190,354 $ 649,703,625 $ 43,775,570 17% 9% 3% 3% 12% 8% 38% 1% -12% -2% 12% -2% -3% 195% -13% 57% 5% 60% 5% -5% 23% 10% -1% 1% 2% 7% -10% 4% 5% 6% 8% 7% CONSOLIDATED REVENUE BY FUND/DEPARTMENT FY 99-00 FY 99-00 FY 99-00 FY 99-00 FY 00-01 FY 00-01 FINAL/ADOPTED PROJECTED RESTATED FINAL/ADOPTED Variance FY 99-00 FINAL/ADOPTED FY 99-00 PROJECTED FY REVISED 99-00 REVISED FY 99-00 RESTATED FYREQUESTED 00-01 REQUESTED FY 00-01 FINAL/ADOPTED % - DEBT SERVICE APPOINTED DEPARTMENT 68 STADIUM DISTRICT 99 DEBT SERVICE Subtotal $ 5,118,109 23,348,941 28,467,050 $ 5,118,109 23,763,646 28,881,755 $ 5,118,109 23,348,941 28,467,050 $ 5,118,109 23,348,941 28,467,050 $ 5,402,219 157,150,632 162,552,851 $ 5,402,219 160,526,083 165,928,302 284,110 137,177,142 $ 137,461,252 6% 588% 483% Fund Total $ 28,467,050 $ 28,881,755 $ 28,467,050 $ 28,467,050 $ 162,552,851 $ 165,928,302 $ 137,461,252 483% - 33 - Maricopa County FY 2000-01 Annual Business Strategies Consolidated Revenues by Fund / Department (Continued) CONSOLIDATED REVENUE BY FUND/DEPARTMENT FY 99-00 FY 99-00 FY 99-00 FY 99-00 FY 00-01 FY 00-01 FINAL/ADOPTED PROJECTED RESTATED FINAL/ADOPTED Variance FY 99-00 FINAL/ADOPTED FY 99-00 PROJECTED FY REVISED 99-00 REVISED FY 99-00 RESTATED FYREQUESTED 00-01 REQUESTED FY 00-01 FINAL/ADOPTED CAPITAL PROJECTS JUDICIAL BRANCH 50 Subtotal $ - Subtotal $ 2,975,000 2,975,000 SHERIFF APPOINTED DEPARTMENT 40 CRIMINAL JUSTICE FACILITIES DEVELOPMENT 105,606,875 47 GENERAL GOVERNMENT 51,936,000 78 STADIUM DISTRICT MLB 950,000 Subtotal $ 158,492,875 Fund Total $ 161,467,875 $ - $ 3,001,785 3,001,785 $ - $ 2,975,000 2,975,000 $ - $ 2,975,000 2,975,000 $ - $ 1,562,650 1,562,650 105,606,875 46,226,000 1,925,000 $ 153,757,875 105,606,875 53,936,000 950,000 $ 160,492,875 105,606,875 53,936,000 950,000 $ 160,492,875 $ 238,231,704 1,376,294 239,607,998 $ 156,759,660 $ 163,467,875 $ 163,467,875 $ 241,170,648 % (2,975,000) (2,975,000) -100% -100% $ - $ $ - $ $ 103,034,318 247,267,254 1,376,294 351,677,866 (2,572,557) 193,331,254 426,294 $ 191,184,991 -2% 358% 45% 119% $ 351,677,866 $ 188,209,991 115% CONSOLIDATED REVENUE BY FUND/DEPARTMENT FY 99-00 FY 99-00 FY 99-00 FY 99-00 FY 00-01 FY 00-01 FINAL/ADOPTED PROJECTED RESTATED FINAL/ADOPTED Variance FY 99-00 FINAL/ADOPTED FY 99-00 PROJECTED FY REVISED 99-00 REVISED FY 99-00 RESTATED FYREQUESTED 00-01 REQUESTED FY 00-01 FINAL/ADOPTED % - ENTERPRISE APPOINTED DEPARTMENT 60 MARICOPA HEALTH PLANS 67 SOLID WASTE 90 MARICOPA HEALTH SYSTEM Subtotal $ 365,513,394 1,225,602 268,812,589 635,551,585 376,003,670 365,513,394 365,513,394 1,225,602 1,225,602 1,225,602 296,684,160 268,812,589 268,812,589 $ 673,913,432 $ 635,551,585 $ 635,551,585 Fund Total $ 635,551,585 $ 673,913,432 $ 635,551,585 $ 635,551,585 $ 347,161,077 1,225,920 312,846,008 661,233,005 $ 347,161,077 (18,352,317) 1,225,920 318 345,829,803 77,017,214 694,216,800 $ 58,665,215 $ 661,233,005 $ 694,216,800 $ -5% 0% 29% 9% 58,665,215 9% CONSOLIDATED REVENUE BY FUND/DEPARTMENT FY 99-00 FY 99-00 FY 99-00 FY 99-00 FY 00-01 FY 00-01 FINAL/ADOPTED PROJECTED RESTATED FINAL/ADOPTED Variance FY 99-00 FINAL/ADOPTED FY 99-00 PROJECTED FY REVISED 99-00 REVISED FY 99-00 RESTATED FYREQUESTED 00-01 REQUESTED FY 00-01 FINAL/ADOPTED % - INTERNAL SERVICE APPOINTED DEPARTMENT 31 HUMAN RESOURCES 73 MATERIALS MANAGEMENT 74 EQUIPMENT SERVICES 75 RISK MANAGEMENT 76 TELECOMMUNICATIONS Subtotal $ 44,043,587 694,155 7,927,735 19,023,348 10,123,942 81,812,767 Fund Total $ 81,812,767 $ 46,399,532 787,202 8,686,238 19,023,348 11,442,754 86,339,074 $ 86,339,074 $ 46,129,218 694,155 7,927,735 19,023,348 10,123,942 83,898,398 $ 83,898,398 $ 881,864 694,155 7,927,735 19,023,348 10,123,942 38,651,044 $ 38,651,044 $ 1,006,689 719,734 8,370,465 20,474,305 11,309,690 41,880,883 $ 41,880,883 $ 1,006,689 719,734 8,370,465 19,834,640 11,309,690 41,241,218 $ 41,241,218 $ 124,825 25,579 442,730 811,292 1,185,748 2,590,174 14% 4% 6% 4% 12% 7% $ 2,590,174 7% CONSOLIDATED REVENUE BY FUND/DEPARTMENT FY 99-00 FY 99-00 FY 99-00 FY 99-00 FY 00-01 FY 00-01 FINAL/ADOPTED PROJECTED RESTATED FINAL/ADOPTED Variance FY 99-00 FINAL/ADOPTED FY 99-00 PROJECTED FY REVISED 99-00 REVISED FY 99-00 RESTATED FYREQUESTED 00-01 REQUESTED FY 00-01 FINAL/ADOPTED % - ELIMINATIONS APPOINTED DEPARTMENT 98 ELIMINATIONS Subtotal $ (439,913,377) (443,999,008) (443,999,008) (409,038,520) (439,913,377) $ (443,999,008) $ (443,999,008) $ (409,038,520) $ (518,645,366) (518,645,366) $ (515,496,266) (106,457,746) (515,496,266) $ (106,457,746) (0) -26% Fund Total $ (439,913,377) $ (443,999,008) $ (443,999,008) $ (409,038,520) $ (518,645,366) $ (515,496,266) $ (106,457,746) -26% - 34 - Maricopa County FY 2000-01 Annual Business Strategies Consolidated Revenues by Department and Fund CONSOLIDATED REVENUES BY DEPARTMENT AND FUND SPECIAL REVENUE GENERAL FUND JUDICIAL BRANCH 11 ADULT PROBATION 24 JUSTICE COURTS 27 JUVENILE PROBATION 38 SUPERIOR COURT $ Subtotal $ 11,915,000 32,600 260,000 12,207,600 ELECTED OFFICIAL 12 ASSESSOR 16 CLERK OF SUPERIOR COURT 19 COUNTY ATTORNEY 21 ELECTIONS 25 CONSTABLES 36 RECORDER 37 SUPERINTENDENT OF SCHOOLS 43 TREASURER 50 SHERIFF Subtotal $ 100,000 5,250,000 8,000 2,673,730 453,000 6,951,000 113,000 6,000 3,020,892 18,575,622 APPOINTED DEPARTMENT $ 15 EMERGENCY MANAGEMENT 17 COMMUNITY DEVELOPMENT 8,064,137 18 FINANCE 22 HUMAN SERVICES 26 CORRECTIONAL HEALTH 28 MEDICAL ELIGIBILITY 1,125,668 235,000 29 MEDICAL EXAMINER 30 PARKS & RECREATION 227,300 31 HUMAN RESOURCES 33 INDIGENT REPRESENTATION 100,000 34 PUBLIC FIDUCIARY 780,000 39 HEALTH CARE MANDATES 54,770,644 40 CRIMINAL JUSTICE FACILITIES DEVELOPMENT 44 PLANNING & DEVELOPMENT 46 RESEARCH & REPORTING 47 GENERAL GOVERNMENT 664,726,929 60 MARICOPA HEALTH PLANS 64 TRANSPORTATION 65 LIBRARY DISTRICT 66 HOUSING 67 SOLID WASTE 68 STADIUM DISTRICT 69 FLOOD CONTROL DISTRICT 73 MATERIALS MANAGEMENT 27,000 74 EQUIPMENT SERVICES 75 RISK MANAGEMENT 76 TELECOMMUNICATIONS 78 STADIUM DISTRICT MLB 79 ANIMAL CONTROL SERVICES 86 PUBLIC HEALTH 88 ENVIRONMENTAL SERVICES 90 MARICOPA HEALTH SYSTEM 98 ELIMINATIONS 99 DEBT SERVICE Subtotal $ 730,056,678 Total Departments $ 760,839,900 $ FY 00-01 FINAL/ADOPTED DEBT CAPITAL SERVICE PROJECTS $ 47,798,637 $ 911,000 17,100,000 9,037,871 74,847,508 $ - $ 5,366,001 9,809,007 3,635,895 31,380,499 50,191,402 $ - INTERNAL SERVICE ELIMINATIONS TOTAL FUNDS $ - $ - $ - $ - $ - $ - $ - $ - $ 47,798,637 12,826,000 17,132,600 9,297,871 87,055,108 $ - $ - $ - $ - $ 100,000 10,616,001 9,817,007 2,673,730 453,000 10,586,895 113,000 6,000 34,401,391 68,767,024 - $ 347,161,077 1,225,920 345,829,803 694,216,800 $ - $ 1,006,689 719,734 8,370,465 19,834,640 11,309,690 41,241,218 $ - $ - $ 954,298 $ - $ - $ 15,897,185 24,315,741 89,708 4,171,369 1,649,244 103,034,318 7,470,500 716,508 192,989,235 247,267,254 1,643,606 110,392,589 9,573,485 16,427,780 2,940,000 5,626,425 5,402,219 73,488,393 2,337,942 1,376,294 6,418,629 31,385,645 16,176,433 160,526,083 524,664,715 $ 165,928,302 $ 351,677,866 $ 954,298 15,897,185 8,064,137 24,315,741 89,708 1,125,668 235,000 4,171,369 1,233,989 1,749,244 780,000 54,770,644 103,034,318 7,470,500 716,508 1,104,983,418 348,804,683 110,392,589 9,573,485 16,427,780 4,165,920 11,028,644 73,488,393 746,734 8,370,465 19,834,640 11,309,690 3,714,236 6,418,629 31,385,645 16,176,433 345,829,803 (515,496,266) (515,496,266) 160,526,083 (515,496,266) $ 1,992,289,313 $ 649,703,625 694,216,800 $ 41,241,218 $ (515,496,266) $ $ $ ENTERPRISE $ 165,928,302 $ - 35 - 351,677,866 $ 2,148,111,445 Maricopa County FY 2000-01 Annual Business Strategies 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 2000-01. 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) 1991-92 1992-93 1993-94 1994-95 1995-96 1996-97 1997-98 1998-99 1999-00 2000-01 13,875,616 13,605,515 13,296,195 13,302,327 13,493,737 13,975,668 15,006,270 16,017,265 17,463,875 19,403,722 Rate A.V. (000) Debt Service 0.9843 1.0739 1.0548 1.2394 1.1580 1.1054 1.1265 1.1472 1.1884 1.1687 14,235,176 13,808,814 13,504,108 13,521,175 14,119,435 14,343,156 15,723,498 16,813,017 18,676,830 20,938,920 0.1741 0.1409 0.1878 0.0032 0.1464 0.1575 0.1364 0.1312 0.1085 0.1148 Secondary Valuation and Rate Library Flood Control Flood District A.V. (000) Control District 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 15,504,112 0.2858 0.0421 17,684,918 0.2534 Total Rate 1.6475 1.6475 1.6475 1.6475 1.6475 1.6475 1.6475 1.6475 1.6248 1.5790 Note: Excludes SRP. The FY 2000-01 tentative budget includes an estimated primary property tax (excluding Salt River Project) of $226,771,307, an increase of $19,230,610 (9.27%) from the FY 1999-00 final adopted primary property tax budget. This increase is due to tremendous growth in assessed value of property, predominantly from new properties added to the tax rolls. Overall, the combined county tax rate is dropping 4.58 cents per $100 in assessed valuation. The total new combined tax rate is $1.5790 versus the FY 1999-00 rate of $1.6248. This was accomplished by reducing the Primary tax rate by $0.0197 and reducing the Flood Control District tax rate by $0.0324 while adding a modest increase in the Debt Service rate in the amount of $0.0063 to cover scheduled payments on outstanding voter approved General Obligation Bonds. The Library District tax rate will be held constant at the Fiscal Year 1999-00 rate of $0.0421. The following table depicts the primary and secondary real property and personal property combined tax levy for the last nine fiscal years, plus the budget for FY 2000-01. The combined total county rate is actually estimated to be below the estimated “Truth in Taxation” rate, meaning that on average, tax payers will receive a real overall reduction in taxes versus the previous year. - 36 - Maricopa County FY 2000-01 Annual Business Strategies Primary Fiscal Year 1991-92 1992-93 1993-94 1994-95 1995-96 1996-97 1997-98 1998-99 1999-00 2000-01 General Fund 136,572,245 146,115,141 140,248,266 164,865,317 156,257,472 154,487,036 169,045,638 183,750,071 207,540,697 226,771,307 Preliminary Tax Levy Secondary Flood Control Debt Service District 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 20,264,361 44,310,754 24,037,880 44,813,583 Library District 6,320,418 5,882,555 5,631,213 5,638,330 1,397,824 6,038,469 6,619,593 7,078,280 7,862,946 8,815,285 Total 215,298,396 210,713,325 206,382,123 206,250,696 214,404,513 221,234,454 239,451,425 257,557,253 279,978,758 304,438,055 NOTE: For reconciliation to the budgeted property tax, please refer to page 37. Excludes SRP. The preliminary Fiscal Year 2000-01 Primary tax levy provides an additional $19,230,610 above the Fiscal Year 1999-2000 Primary tax levy. This increase in revenue is due entirely to new construction and other additions to the tax rolls. In total, additional revenue provided by growth in assessed valuation on existing properties was exactly offset by a reduction in the Primary tax rate. 9.26% of the Primary tax assessed valuation growth of 11.10% is due to new construction. Real Property Taxes (General Fund) $196,952,241 $197,500,000 $215,473,848 $250,000,000 $200,000,000 $150,000,000 $100,000,000 $50,000,000 $FY 00 REVISED FY 00 FORECAST FY 01 BUDGET Based on the preliminary Primary property tax levy, General Fund Real Property tax revenue will increase $18,521,607, or 9.40%, from the Fiscal Year 1999-00 revised budget. As stated earlier, this revenue increase is due to growth in Primary tax assessed valuation. Personal Property Taxes (General Fund) $10,865,675 $11,550,000 $11,297,459 $15,000,000 $10,000,000 $5,000,000 $FY 00 REVISED FY 00 FORECAST FY 01 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. Secured personal property taxes are levied and billed with real property taxes. Unsecured personal property consists of moveable fixed assets. In contrast to secured, 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 - 37 - Maricopa County FY 2000-01 Annual Business Strategies owners are exempt from Flood Control District taxation. Thus, personal property taxes are levied only for the General Fund (primary), Debt Service (secondary), and the Library District (secondary). The FY 1999-00 revised primary personal property tax budget is $10,865,675. The FY 1999-00 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 most of the current year tax levy will actually be collected in the following year, with the result that revenue can exceed budget due to variation in tax rates or to unanticipated growth in taxable personal property. The FY 2000-01 budget for General Fund Personal Property taxes is $11,297,459, which is a decrease of $252,541 (2.24%) under the FY 1999-00 estimated actual collections, which have far outpaced the actual personal property tax levy in recent years due to the exceptionally robust economy. The General Fund Personal property tax budget is at 100% of the personal property tax levy amount; however, collections have surpassed the levy amount in recent years. Payments In Lieu Of Taxes $7,533,824 $10,000,000 $6,586,640 $7,533,824 $8,000,000 Salt River Project $6,000,000 Federal $4,000,000 $2,000,000 $FY 00 REVISED FY 00 FORECAST FY 01 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 2000-01 budget for payments in lieu of taxes is $6,586,640, a decrease of $947,184 or 14.4% Tax Penalties and Interest $8,500,000 $7,000,000 $7,000,000 $10,000,000 $7,500,000 $5,000,000 $2,500,000 $FY 00 REVISED FY 00 FORECAST FY 01 BUDGET Penalties and interest are collected on delinquent property taxes. The FY 1999-00 forecast exceeds budget by $1,500,000, based on collections through March 1999. The FY 2000-01 budget is a conservative estimate based on historical collection trends. Tax penalties and interest fluctuate and are difficult to accurately forecast, so it is prudent to budget this revenue conservatively. - 38 - Maricopa County FY 2000-01 Annual Business Strategies Special Sales Taxes The County and Stadium District levy special sales taxes are collected by the State which distributes them to Maricopa County with the County’s State shared sales tax distribution. In 1994-95 the State Legislature allowed the Stadium District to begin a surcharge on rental cars to help fund the Cactus League Stadium construction and operations in Maricopa County. The sunset of the Major League Sales tax occurred in 1997-1998. Fiscal Year 1993-94 1994-95 1995-96 1996-97 1997-98 1998-99 1999-00 F 2000-01 B Proposed Jail Stadium District Stadium District Detention Car Rental Major League Facilities Surcharge Baseball 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 44,000,000 5,400,000 91,738,000 5,462,645 95,333,000 5,551,425 Maricopa County received citizens’ approval in November 1998 to enact a new special sales tax to fund construction and operation of adult and juvenile detention facilities. This new special sales tax began collections in January of 1999. The FY 1999-00 budget reflected 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, unless otherwise set forth in State statutes. The revenue generated from licenses and permits is used to offset the cost of issuing the permits. 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 license and permit revenues recorded for the last eight fiscal years, forecasted totals for FY 1999-00, plus the budget for FY 2000-01. Fiscal Year 1991-92 1992-93 1993-94 1994-95 1995-96 1996-97 1997-98 1998-99 1999-00 F 2000-01 B Licenses & Permits Revenues Special General Revenue Fund Funds 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 2,839,905 14,227,608 75,500 20,545,096 50,000 21,313,311 Total 10,358,198 11,259,000 12,620,995 14,940,192 12,415,267 13,324,933 14,882,655 17,067,513 20,620,596 21,413,311 - 39 - License and permit revenues within the General Fund are currently generated by 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 were budgeted in the Special Revenue Fund rather than the General Fund beginning in FY 1999-00. This move is an effort to create more accountability for the development community. Maricopa County FY 2000-01 Annual Business Strategies Licenses & Permits Revenue (General Fund) $45,000 $50,000 $75,500 $100,000 $75,000 $50,000 $25,000 $FY 00 REVISED Department General Government FY 00 FORECAST FY 01 BUDGET Amount Description $ 50,000 Liquor Licenses $ 50,000 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 (the 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 1999-00, plus the budget for FY 2000-01. Beginning in FY 1999-00 the General Fund total revenue for this category decreased as a result of moving the jail per diem revenue to the special revenue category. The FY 1999-00 budget includes increases in various grant-funded programs and intergovernmental agreements with the State of Arizona. Intergovernmental and Grant Revenues Special Revenue Enterprise Funds Funds 19,169,422 5,111,763 Internal Service Funds 277,682 Capital Projects Funds 17,161,901 4,382,076 609,417 5,938,212 365,475 30,442,290 8,930,589 76,624,601 56,752,629 28,170,608 92,219,010 1996-97 33,158,048 1997-98 Fiscal Year 1990-91 General Fund 57,789,081 1991-92 56,917,902 33,259,242 1992-93 58,413,355 25,269,829 1993-94 61,766,027 1994-95 1995-96 Debt Service 0 Eliminations Total 99,509,849 5,107,746 0 100,276,383 950,777 0 90,937,648 0 1,065,771 0 102,204,677 4,495,155 458,113 1,043,694 0 139,374,192 6,506,520 0 0 277,295 127,173,433 102,252,722 0 0 0 279,935 135,690,705 16,869,017 105,234,817 13,010,680 0 42,238,451 262,793 177,615,758 1998-99 20,122,702 204,691,889 0 0 1,335,329 0 226,149,920 1999-00 F 4,201,782 207,059,486 0 0 0 0 211,261,268 2000-01 B 5,212,370 247,251,745 0 0 0 0 252,464,115 Note: Historical data prior to FY 1997-98 for General Fund and Debt Service included Indirect Cost Recovery. - 40 - Maricopa County FY 2000-01 Annual Business Strategies Intergovernmental (General Fund) $4,556,692 $4,201,782 $5,212,370 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $FY 00 REVISED FY 00 FORECAST FY 01 BUDGET Most intergovernmental revenues fall within the Special Revenue category. The table below outlines the most of the General Fund FY 2000-01 intergovernmental revenue budget detail, which have increased due to the General election. Department Elections General Government Indigent Representation Justice Courts Juvenile Courts Medical Eligibility Sup. of Schools Total Amount $2,652,730 249,772 100,000 975,000 31,200 1,125,668 78,000 $ 5,212,370 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 National Forest Fees for Schools 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 as well as population. 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 1999-00, plus the budget for FY 2000-01. Fiscal Highway User Year Tax 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 72,392,313 1999-00 F 79,445,000 2000-01 B 83,470,314 State Shared Sales Taxes Maricopa County does not levy a general-purpose sales tax. However, the County does receive a portion of the State of Arizona's Transaction Privilege Tax collections, which are 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, 40.51 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 - 41 - Maricopa County FY 2000-01 Annual Business Strategies + 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 1999-00, plus the budget for FY 2000-01. The FY 2000-01 budget for the General Fund is based on conservative economic forecasts and assumes a 4.5% growth rate over the 1999-00 forecast. The increase from the FY 1999-00 forecast is $13,662,002. State Shared Sales Tax Collections Fiscal Year General Fund 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 1998-99 279,812,954 1999-00 F 303,134,392 2000-01 B 316,796,394 Sales Tax Collections $303,134,392 $286,617,062 $316,796,394 $300,000,000 $250,000,000 $200,000,000 FY 00 REVISED FY 00 FORECAST FY 01 BUDGET State Shared Vehicle License Taxes The State of Arizona levies vehicle license taxes annually on all vehicles, based upon their estimated value. The Vehicle License Tax is essentially a personal property tax levied by the state on cars and trucks. The FY 2000-01 budget incorporates a predicted 8.16% growth in Vehicle License Tax Revenue over the FY 1999-2000 forecasted revenue [FY 1999-00 revenue is forecasted to exceed the budget by $9,907,443; the FY200001budget is $7,094,384 above the forecast.] 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 State Shared Vehicle registered. Collections are shared between the state, counties and cities. License Tax Revenue forecasts include the impact of recent tax cut legislation. Listed to the Fiscal General right are actual and projected vehicle license tax collections from FY 92-FY 01. Year Fund 1991-92 32,992,840 State Shared Vehicle License Tax 1992-93 34,229,803 $77,013,804 $86,921,247 $94,015,631 1993-94 39,330,291 1994-95 44,940,805 1995-96 53,481,261 1996-97 64,600,858 $90,000,000 1997-98 68,309,110 1998-99 81,053,747 1999-00 F 86,921,247 $70,000,000 2000-01 B 94,015,631 $50,000,000 FY 00 REVISED FY 00 FORECAST FY 01 BUDGET - 42 - Maricopa County FY 2000-01 Annual Business Strategies Fees and Charges, Fines and Forfeits, Internal Service Charges, and 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 service 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 1999-00, plus the budget for FY 2000-01. Fees and Charges and Fines & Forfeits Revenues Fiscal Year 1991-92 1992-93 1993-94 1994-95 1995-96 1996-97 1997-98 1998-99 1999-00 2000-01 General Fund 26,175,755 27,817,045 32,386,835 33,205,377 34,025,494 31,051,154 33,837,750 31,106,510 30,072,481 28,778,036 Special Revenue Funds 24,927,961 24,510,472 10,951,564 21,211,035 22,913,761 24,660,740 32,506,984 24,883,434 27,718,065 30,191,463 Enterprise Funds 352,282,873 401,393,522 453,417,547 464,406,141 466,685,704 459,442,809 465,456,904 511,798,260 585,277,987 569,319,359 Internal Capital Service Projects Funds Funds Eliminations 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) 85,397,449 0 (119,842,404) 40,580,533 0 (93,888,941) . Fees and Charges For Services Fees & Charges for Services (General Fund) $18,294,192 $19,434,693 $18,538,592 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $FY 00 REVISED FY 00 FORECAST - 43 - FY 01 BUDGET Total 536,590,877 592,257,171 659,828,169 645,741,385 594,856,688 597,423,322 598,620,792 538,003,411 608,623,578 574,980,450 Maricopa County FY 2000-01 Annual Business Strategies Most departments that collect charges for services have maintained their budgets over the prior year. However, budgeted Fees and Charges have decreased for FY 2000-01 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 of the Court’s Office has decreased $896,101. Fees and Charges For Service Summary Department Clerk of the Court Constables Elections General Government Human Resources Justice Courts Medical Examiner Public Fiduciary Recorder Sheriff Superintendent of Schools Superior Court Treasurer Total FY 1999-00 3,800,000 453,000 15,000 1,550,000 20,900 2,480,000 235,000 690,000 5,870,000 2,879,292 35,000 260,000 6,000 18,294,192 FY 2000-01 3,610,000 453,000 0 2,000,000 25,300 2,350,000 235,000 780,000 5,940,000 2,879,292 0 260,000 6,000 18,538,592 Description Filing Fees Writ & Restitution Collection Fees Certification Fees Tax Sale Fees and Cable TV Franchise Fees Garnishments and Support Processing Fees Court Filing Fees Cremation Certificate Fees and Transport Fees Fiduciary Fees and Probate Fees Document Recording Fees Contract Law Enforcement Garnishment & Support Processing Fees Reimbursement of Court Costs Miscellaneous Charges 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 decrease in the overall Internal Service Charge FY 2000-01 budget is due to a reduction in Risk Management and Equipment Services Charges. - 44 - Fiscal Year 1991-92 1992-93 1993-94 1994-95 1995-96 1996-97 1997-98 1998-99 1999-00F 2000-01B Internal Service Funds 132,704,926 137,626,475 162,749,217 126,851,818 71,231,729 82,204,601 24,354,392 26,769,664 40,522,322 39,573,844 Maricopa County FY 2000-01 Annual Business Strategies Fines and Forfeits Fines & Forfeits (General Fund) $9,970,000 $10,465,095 $10,121,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $FY 00 REVISED FY 00 FORECAST FY 01 BUDGET Fines and forfeits are Department Amount Description collected by the Justice Clerk of the Superior Court $1,615,000 Superior Court Fines Courts and Superior Justice Courts 8,500,000 Traffic and Misdemeanor Fines Court. Based on $10,115,000 collections through March, the forecasted revenue is expected to exceed budget due to rising caseloads. The FY 2000-01 budget anticipates 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 1999-00F 2000-01B General Fund 2,444,637 647,580 172,693 118,444 Special Revenue Funds 532,007 602,542 847,066 1,599,337 Enterprise Funds 323,663,351 508,799,795 584,897,791 568,919,359 Internal Service Funds Capital Projects Funds 0 0 0 0 0 0 0 0 Eliminations (54,232,273) (40,707,215) (47,811,146) (54,315,097) Patient Charges (General Fund) $198,093 $172,693 $118,444 $250,000 $200,000 $150,000 $100,000 $50,000 $FY 00 REVISED FY 00 FORECAST - 45 - FY 01 BUDGET Total 272,408,322 469,342,702 538,106,404 516.322,043 Maricopa County FY 2000-01 Annual Business Strategies In the General Fund, 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. The long-term care residual population will decline because no new patients are enrolled in the program. This budget reflects the declining population of long-term care residual patients. In addition, the revenue collected by the Sheriff’s Office from other counties is declining as other counties develop their own treatment programs. Patient Charges FY 2000-01 Adopted Budget Summary Department Amount Healthcare Mandates Sheriff’s Office $93,044 25,400 $118,444 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 1999-00, plus the budget for FY 2000-01. 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. The major increase in miscellaneous revenue in Capital Projects Funds is due to one time receipt of proceeds from Certificates of Participation that will be used to fund the Capital Improvement Program. Fiscal Year 1991-92 1992-93 1993-94 1994-95 1995-96 1996-97 1997-98 1998-99 1999-00 2000-01 General Fund 13,639,382 10,911,198 17,361,501 22,290,356 22,698,183 12,052,384 10,170,063 12,514,416 13,968,176 12,837,785 Miscellaneous Revenue Special Internal Revenue Enterprise Service Funds Funds Funds 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 25,334,749 21,320,726 941,625 20,561,978 95,245,752 660,685 - 46 - Debt Service Funds 803,808 3,820,486 1,697,395 772,308 1,075,861 622,445 524,591 400,000 400,000 3,753,591 Capital Projects Funds 6,288,593 1,454,953 1,888,447 1,395,661 1,287,867 10,056,965 100,241,220 407,093 1,325,000 248,643,548 Total 35,778,524 87,183,504 102,574,394 116,647,052 43,783,670 48,038,622 144,679,110 119,437,744 63,290,276 381,203,339 Maricopa County FY 2000-01 Annual Business Strategies Miscellaneous Revenue (General Fund) $13,968,176 $12,855,483 $12,337,785 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $FY 00 REVISED FY 00 FORECAST FY 01 BUDGET The largest single component of miscellaneous revenues in the General Fund is interest income. Increased miscellaneous revenue is attributed to an increase in budgeted interest income for FY 2000-01. Interest revenue is conservatively budgeted at $8,579,526 for FY 1999-00, and is projected to significantly exceed this target due to higher-than-anticipated beginning fund balance. Interest income is also accrued from other funds held by the Treasurer. Budgeted revenue for interest income is budgeted at $8,000,000 for FY 2000-01. In the future, General Fund interest income is expected to decline because of the transfer of the fund balance to the new County Improvement Fund to repay COP’s. Miscellaneous Revenue Summary Department Assessor Clerk of the Court County Attorney Elections Facilities Management General Government Human Resources Justice Courts Juvenile Probation Materials Management Recorder Sheriff Superintendent of Schools FY 1999-00 90,000 80,000 8,000 15,000 21,472 11,286,711 3,100 75,000 5,000 27,000 1,050,000 116,200 78,000 12,855,483 FY 2000-01 100,000 25,000 8,000 15,000 0 11,207,185 202,000 90,000 1,400 27,000 1,011,000 116,200 35,000 12,837,785 - 47 - 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, Other Sale of Copies Sale of Copies Key Replacement Fees Surplus, Vending Machine, & Copy Sales Micrographics & Photocopy Sales Sale of Copies and Reimbursement for ID Cards National Forest Fees for Schools Maricopa County FY 2000-01 Annual Business Strategies Gain / Loss Of Fixed Assets Gain / Loss of Fixed Assets (General Fund) $100,000 $50,000 $50,000 $50,000 $75,000 $50,000 $25,000 $FY 00 REVISED FY 00 FORECAST FY 01 BUDGET Gain/Loss on General Fund Fixed Assets is budgeted conservatively consistent with the FY 1999-00 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 to the Department of Finance,and $54,677,600 for Disproportionate Share reimbursement from Maricopa Intergrated Health System. Transfers In (General Fund) $75,000,000 $61,871,215 $61,873,149 $62,741,737 $65,000,000 $55,000,000 $45,000,000 $35,000,000 $25,000,000 FY 00 REVISED FY 00 FORECAST - 48 - FY 01 BUDGET Maricopa County FY 2000-01 Annual Business Strategies 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. §42-17051. 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 2000-01 PRELIMINARY PROPERTY TAX LEVY Primary, Debt Service, Flood Control District and Library District Levies Description Assessed Value Salt River Proj. Effective Assessed Value Total Assessed Value w/SRP Revenue from 1-cent Levy Tax Rates Property Tax Levy SRP Payments in Lieu (PILT) Total Tax Levy & PILT PRIMARY (COUNTY OPERATING): FY 2000-01 Final AV #'s FY 2000-01 Preliminary FY 1999-00 Levy Variance $ $ $ $ 19,362,298,255 19,403,722,722 17,463,875,533 1,939,847,189 $ $ $ $ 482,668,516 482,300,000 549,457,071 (67,157,071) $ 19,844,966,771 $ 19,886,022,722 $ 18,013,332,604 $ 1,872,690,118 $ 1,984,497 $ 1,988,602 $ 1,801,333 $ 187,269 $ $ $ $ 1.1641 1.1687 1.1884 (0.0197) $ 225,396,514 $ 226,771,307 $ 207,540,697 $ 19,230,610 $ $ $ $ 5,618,744 5,636,640 6,529,748 (893,108) $ 231,015,258 $ 232,407,947 $ 214,070,445 $ 18,337,502 DEBT SERVICE: FY 2000-01 Final AV #'s FY 2000-01 Preliminary FY 1999-00 Levy Variance $ $ $ $ 20,877,715,546 20,938,920,075 18,676,830,848 2,262,089,227 $ $ $ $ 482,668,516 482,300,000 549,457,071 (67,157,071) $ 21,360,384,062 $ 21,421,220,075 $ 19,226,287,919 $ 2,194,932,156 $ 2,136,038 $ 2,142,122 $ 1,922,629 $ 219,493 $ $ $ $ 0.1152 0.1148 0.1085 0.0063 $ 24,051,128 $ 24,037,880 $ 20,264,361 $ 3,773,519 $ $ $ $ 556,034 553,680 596,161 (42,481) $ 24,607,162 $ 24,591,560 $ 20,860,522 $ 3,731,038 FLOOD CONTROL DISTRICT: FY 2000-01 Final AV #'s FY 2000-01 Preliminary FY 1999-00 Levy Variance $ $ $ $ 17,485,889,868 17,684,918,275 15,504,112,660 2,180,805,615 $ $ $ $ 77,336,484 77,300,000 90,500,182 (13,200,182) $ 17,563,226,352 $ 17,762,218,275 $ 15,594,612,842 $ 2,167,605,433 $ 1,756,323 $ 1,776,222 $ 1,559,461 $ 216,761 $ $ $ $ 0.2534 0.2534 0.2858 (0.0324) $ 44,309,245 $ 44,813,583 $ 44,310,754 $ 502,829 $ $ $ $ 195,971 195,878 258,650 (62,772) $ 44,505,216 $ 45,009,461 $ 44,569,404 $ 440,057 LIBRARY DISTRICT: FY 2000-01 Final AV #'s FY 2000-01 Preliminary FY 1999-00 Levy Variance $ $ $ $ 20,877,715,546 20,938,920,075 18,676,830,848 2,262,089,227 $ $ $ $ 482,668,516 482,300,000 549,457,071 (67,157,071) $ 21,360,384,062 $ 21,421,220,075 $ 19,226,287,919 $ 2,194,932,156 $ 2,136,038 $ 2,142,122 $ 1,922,629 $ 219,493 $ 0.0421 $ 0.0421 $ 0.0421 $ - $ $ $ $ $ $ $ $ 203,203 203,048 231,321 (28,273) $ $ $ $ $ $ $ $ $ 302,546,405 $ 304,438,055 $ 279,978,758 $ 22,567,647 8.1% GRAND TOTALS: FY 2000-01 Final AV #'s FY 2000-01 Preliminary FY 1999-00 Levy Variance - 49 - 1.5748 1.5790 1.6248 (0.0500) -3.1% 8,789,518 8,815,285 7,862,946 952,339 $ 6,573,952 $ 6,589,246 $ 7,615,880 $ (1,041,928) -13.7% 8,992,721 9,018,333 8,094,267 924,066 $ 309,120,357 $ 311,027,301 $ 287,594,638 $ 21,525,719 7.5% Maricopa County FY 2000-01 Annual Business Strategies Reconciliation of 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* Comparative Tax Data: Levy GENERAL FUND*: Primary Property Tax Levy Amount Obj. $ 225,396,514 SRP Payments in Lieu of Taxes 5,618,744 Budgeted Revenue: Description Adopted Budget Amount 601 Real Property Taxes 602 Personal Prop. Taxes 603 Payments in Lieu of Taxes $ 231,015,258 DEBT SERVICE FUND: Debt Service Secondary Levy $ 24,051,128 $ 556,034 24,607,162 SRP Payments in Lieu of Taxes FLOOD CONTROL DISTRICT**: Flood Control Dist. Secondary Property Tax Levy SRP Payments in Lieu of Taxes LIBRARY DISTRICT: Library Dist. Secondary Property Tax Levy $ 601 Real Property Taxes 602 Personal Prop. Taxes 603 Payments in Lieu of Taxes 215,473,848 11,297,459 5,636,640 $ 232,407,947 $ 22,928,144 1,109,736 553,680 24,591,560 $ 601 Real Property Taxes 603 Payments in Lieu of Taxes $ 44,309,245 195,971 44,505,216 $ 8,789,518 $ 203,203 8,992,721 601 Real Property Taxes 602 Personal Prop. Taxes 603 Payments in Lieu of Taxes SRP Payments in Lieu of Taxes $ $ $ $ $ 44,813,583 195,878 45,009,461 8,408,317 406,968 203,048 9,018,333 *The difference between the final levy and the adopted budget amount in the General Fund will be recovered by an increase in expected state shared sales tax revenue. **The difference between the final levy and the adopted budget amount in the Flood Control District will be covered by a higher than anticipated year-end fund balance. - 50 - Maricopa County FY 2000-01 Annual Business Strategies Levy Limit & Truth-in-Taxation Calculations FINAL FY 2000-01 LEVY VS. FY 2000-01 TRUTH-IN-TAXATION LEVY FY 2000-01 Preliminary Adjusted Truth-in-Taxation Levy Truth-in-Taxation Rate $ $ 226,674,426 1.1707 FY 2000-01 Preliminary Primary Levy (excluding SRP): Primary Levy Rate $ $ 225,396,514 1.1641 Amount Under/(Over) Truth-in-Taxation Levy: $ 1,277,912 Truth-in-Taxation Levy on Property Taxed in the Prior Year FY 2000-01 Preliminary Primary Levy on Prior Year's Property Increase/(Decrease) $ 207,539,056 206,369,023 (1,170,033) -0.56% Truth-in-Taxation Assessment on an $80,000 Home: Preliminary Primary Levy on an $80,000 Home: Increase/(Decrease) $ 93.66 93.13 (0.53) -0.56% Impact of Overall Rate on an $80,000 home: FY 1999-00 FY 2000-01 $ $ $ - 51 - 129.98 125.98 (4.00) -3.08% Maricopa County FY 2000-01 Annual Business Strategies Levy Limit Calculation FINAL LEVY VS. FY 2000-01 LIMIT Final option FY 2000-01 Preliminary Adjusted Allowable Levy Limit Maximum Rate $ 255,302,180 $ 1.3114 FY 2000-01 Preliminary Primary Levy (excluding SRP): Primary Levy Rate $ 225,396,514 $ 1.1641 Amount Under/(Over) Limit: $ $ - 52 - 29,905,666 0.1473 Maricopa County FY 2000-01 Annual Business Strategies Sales Tax Projection Transaction Privilege Tax (Sales Tax) General Fund Revenue Source: Maricopa County DOF (CAFR) Annual % Chg. FY 87/88 FY 88/89 FY 89/90 FY 90/91 FY 91/92 FY 92/93 FY 93/94 FY 94/95 FY 95/96 FY 96/97 FY 97/98 FY 98/99 FY 99/00 FY 00/01 FY 01/02 FY 02/03 FY 03/04 FY 04/05 FY 05/06 FY 06/07 FY 07/08 FY 08/09 FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Most Likely $131,829,410 $145,628,022 10.5% $153,351,540 5.3% $158,679,571 3.5% $164,190,068 3.5% $176,925,962 7.8% $194,846,044 10.1% $215,015,370 10.4% $231,009,129 7.4% $242,352,311 4.9% $257,643,630 6.3% $279,386,536 8.4% $304,531,324 9.0% $322,803,204 6.0% $342,494,199 6.1% $371,606,206 8.5% $396,875,428 6.8% $419,894,203 5.8% $443,408,278 5.6% $468,239,142 5.6% $494,460,534 5.6% $522,150,324 5.6% $551,390,742 5.6% $582,268,623 5.6% $614,875,666 5.6% $649,308,704 5.6% $685,669,991 5.6% $724,067,510 5.6% $764,615,291 5.6% $807,433,747 5.6% $852,650,037 5.6% $900,398,439 5.6% Pessimistic $131,829,410 $145,628,022 $153,351,540 $158,679,571 $164,190,068 $176,925,962 $194,846,044 $215,015,370 $231,009,129 $242,352,311 $257,643,630 $279,386,536 $301,737,459 $310,789,583 $318,559,322 $337,672,882 $368,063,441 $397,508,516 $417,383,942 $436,166,219 $455,793,699 $476,304,416 $497,738,114 $520,136,330 $543,542,464 $568,001,875 $593,561,960 $620,272,248 $648,184,499 $677,352,801 $707,833,678 $739,686,193 * Forecasts from EDP & Co., 03/00 - 53 - Annual % Chg. 10.5% 5.3% 3.5% 3.5% 7.8% 10.1% 10.4% 7.4% 4.9% 6.3% 8.4% 8.0% 3.0% 2.5% 6.0% 9.0% 8.0% 5.0% 4.5% 4.5% 4.5% 4.5% 4.5% 4.5% 4.5% 4.5% 4.5% 4.5% 4.5% 4.5% 4.5% $303,134,392 8.5% $316,796,393 4.5% Maricopa County FY 2000-01 Annual Business Strategies Vehicle License Tax Projection MARICOPA COUNTY VEHICLE LICENSE TAX General Fund Revenue Source: Maricopa County OMB Most Likely 1987-88 1988-89 1989-90 1990-91 1991-92 1992-93 1993-94 1994-95 1995-96 1996-97 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 % Growth Pessimistic $27,759,127 $29,641,373 $30,758,091 $32,310,665 $32,764,329 $34,899,550 $41,791,049 $49,672,153 $53,421,417 $64,600,858 $67,164,259 $81,053,747 6.8% 3.8% 5.0% 1.4% 6.5% 19.7% 18.9% 7.5% 20.9% 4.0% 20.7% $27,759,127 $29,641,373 $30,758,091 $32,310,665 $32,764,329 $34,899,550 $41,791,049 $49,672,153 $53,421,417 $64,600,858 $67,164,259 $81,053,747 $88,936,861 $99,599,219 $105,173,907 $112,632,444 $118,128,908 $125,074,887 $131,178,542 $138,891,840 $145,669,762 $154,235,144 $161,761,819 $169,769,029 $177,323,751 $186,225,403 $194,642,791 $203,440,645 $211,618,959 $221,184,136 9.7% 12.0% 5.6% 7.1% 4.9% 5.9% 4.9% 5.9% 4.9% 5.9% 4.9% 5.0% 4.5% 5.0% 4.5% 4.5% 4.0% 4.5% $84,905,634 $88,432,042 $90,821,081 $95,376,110 $99,986,140 $105,058,607 $108,527,230 $114,470,095 $118,600,669 $125,371,431 $130,116,540 $137,609,241 $142,869,342 $151,137,199 $156,947,212 $166,055,624 $170,215,588 $175,649,041 * Forecasts from EDP & Co., 4/17/00 - 54 - % Growth 6.8% 3.8% 5.0% 1.4% 6.5% 19.7% 18.9% 7.5% 20.9% 4.0% 20.7% 4.8% $86,921,247 7.2% 4.2% $94,015,631 8.2% 2.7% 5.0% 4.8% 5.1% 3.3% 5.5% 3.6% 5.7% 3.8% 5.8% 3.8% 5.8% 3.8% 5.8% 2.5% 3.2% Maricopa County FY 2000-01 Annual Business Strategies General Fund Beginning Fund Balance Commentary Projected General Fund Balance and Tentative Appropriations I. Fund Balance Projection: FY 1999-00 Adopted FY 1999-00 Revised FY 1999-00 Projected Variance Beginning Fund Balance: Unreserved $ 127,704,846 $ 127,704,846 $ 140,716,661 $ 13,011,815 Designated for Cashflow $ (56,400,000) $ (56,400,000) $ (56,400,000) $ $ 71,304,846 $ 71,304,846 $ 84,316,661 $ 13,011,815 Revenue Expenditures Net Revenue Ending Fund Balance: $ 694,154,575 $ 694,154,575 $ 727,984,317 $ 33,829,742 $ (765,459,421) $ (765,459,421) $ (724,405,325) $ 41,054,096 $ (71,304,846) $ (71,304,846) $ 3,578,992 $ 74,883,838 $ - $ - Increase in Designated Reserve for Cash Flow $ 87,895,653 $ (11,300,000) FY 2000-01 Budgeted Beginning Unreserved Fund Balance $ 76,595,653 FY 2000-01 Budgeted Net Operating Revenue $ 43,565,267 Net Available for FY 2000-01 Appropriated Fund Balance $ 120,160,920 II. FY 2000-01 Final Adopted Appropriated Fund Balance: Carry-over from FY 1999-00 (Witel Telephone System) New Items Transfer to Debt Service Fund/CIP Certificates of Participation Total Final Adopted Appropriation: FY 2000-01 Estimated Ending Fund Balance $ (828,118) (35,675,165) (83,657,637) $ (120,160,920) $ Further detail on specific items Adopted for Appropriated fund balance can be found in the General Government Expenditure Variance Commentary . - 55 - - $ 87,895,653 Maricopa County FY 2000-01 Annual Business Strategies Jail And Juvenile Detention Fund Summary JAIL AND JUVENILE DETENTION FUND (255) FY 2000-01 SUMMARY FY 1999-00 ADOPTED BEGINNING FUND BALANCE $ Jail Tax Revenue (255/472) Base Maintenance of Effort Transfer (100/470 to 255/472) Operating Issue Above Base MOE Transfer (100/470 to 255/472) Jail Per Diem (507) TOTAL REVENUE $ Jail Construction Transfer (255/472 to 455/409) Other Jail Construction Transfer (255/472 to 455/409) Sheriff's Custody Operations (255-507) Juvenile Detention Operating (255-276) Correctional Health Services Operating (255-262) Integrated CJ Information Systems Operating (255-420) Sheriff - Inmate Education Sheriff - DO Compensation Reserve Sheriff - Recruiting Expenses Relocations Sheriff - Estrella Support Facility One-Time County Attorney - Network Security Sheriff - Records Management System Sheriff - Jail Crimes and Intelligence Equipment Superior Court - Jury System (Criminal) Sheriff - Classroom Space Juvenile Probation - Detention Vehicle Sheriff - DO Compensation Reserve Sheriff - Security and Transport Reserve Correctional Health Services - Operating Reserve Superior Court - Pre-trial Service One-Time Juvenile - PC Replacement CJ System Programming - Other One-Time Reserve Integrated CJ System - Phase I Reserve Major Maintenance TOTAL EXPENDITURES ESTIMATED ENDING FUND BALANCE $ FY 1999-00 PROJECTED FY 2000-01 FINAL/ADOPTED 31,000,000 $ 32,338,504 $ 91,738,000 81,486,796 7,339,049 16,385,000 91,738,000 81,486,796 7,339,049 16,385,000 196,948,845 $ 196,948,845 53,528,139 52,078,736 73,217,104 12,084,061 16,750,609 1,150,000 33,209 1,659,071 500,000 1,000,000 91,125 500,000 1,316,791 1,650,000 5,390,000 53,528,139 52,078,736 73,217,104 11,834,061 16,750,609 33,209 300,000 700,000 63,575 500,000 40,200 2,094,500 220,948,845 $ 211,140,133 7,000,000 18,147,216 18,147,216 95,333,000 90,520,046 1,002,676 18,718,000 $ 15% daily per diem increase 205,573,722 69,618,279 33,416,039 74,839,605 12,302,228 20,139,701 1,900,000 1,815,917 643,271 500,000 460,000 273,378 97,049 250,048 141,475 716,928 1,150,000 27,020 40,000 5,390,000 $ COMMENT Budget Issue FY 2000/01 Budget Issue FY 2000/01 Budget Issue FY 2000/01 Reserve for relocations Budget Issue FY 2000/01 Budget Issue FY 2000/01 Budget Issue FY 2000/01 Budget Issue FY 2000/01 Budget Issue FY 2000/01 Budget Issue FY 1999/00 Carryover Budget Issue FY 1999/00 Carryover Budget Issue FY 1999/00 Budget Issue FY 1999/00 Budget Issue FY 1999/00 Budget Issue FY 1999/00 Carryover Budget Issue FY 1999/00 Programming Reserve CJ System - Phase I Existing Facilities 223,720,938 - JAIL CONSTRUCTION FUND (455) FY 2000-01 SUMMARY FY 1999-00 ADOPTED BEGINNING FUND BALANCE $ Jail Construction Transfer In (255/472 to 455/409) Other Jail Construction Transfer In (255/472 to 455/409) TOTAL REVENUE $ Jail Construction CIP (255/409) FY 1999-00 PROJECTED FY 2000-01 FINAL/ADOPTED 10,260,624 $ 10,609,244 $ 53,528,139 52,078,736 53,528,139 52,078,736 105,606,875 $ 105,606,875 55,028,138 24,000,000 92,216,119 69,618,279 33,416,039 $ 103,034,318 69,618,279 TOTAL EXPENDITURES $ 55,028,138 $ 24,000,000 $ 69,618,279 ESTIMATED ENDING FUND BALANCE $ 60,839,361 $ 92,216,119 $ 125,632,158 - 56 - Maricopa County FY 2000-01 Annual Business Strategies Maricopa Integrated Health System Fund Balance Description June 30, 2000 FY 99-00 Ending Fund Balance Medical Center (Fund 534) (Agencies 900 & 901) Maricopa Health Plan - AHCCCS (Fund 540) (Agency 602) ALTCS (Fund 550) (Agency 600) NON-AHCCCS Plans Health Select/Senior Select (Fund 560) (Agencies 603 & 604) $ $ $ $ (33,700,000) June 30, 2000 FY 99-00 Ending Reserved Fund Balance - June 30, 2000 FY 99-00 Ending Unreserved Fund Balance (33,700,000) June 30, 2000 Transfer FROM ALTCS TO Medical Center - June 30, 20001 33,700,000 1 June 30, 2000 Transfer FROM AHCCCS TO Non-AHCCCS Plans - June 30, 2000 (4,279,950) (19,518,000) 59,797,000 (3,429,000) July 1, 2000 FY 00-01 Beginning Unreserved Fund Balance - July 1, 2000 - 9,472,050 2 July 1, 2000 FY 00-01 Reserved Fund Balance Adjustment - July 1, 2000 FY 00-01 Beginning Adjusted Unreserved Fund Balance - July 1, 2000 - July 1, 2000 FY 00-01 Budgeted Revenues July 1, 2000 FY 00-01 Budgeted Expenditures 1 June 30, 2001 Transfer FROM ALTCS TO Medical Center - June 30, 2001 June 30, 2001 FY 00-01 Ending Fund Balance - June 30, 2001 Calculation check against budgeted revenues and expenditures (scrub) Budgeted FY 00-01 Beginning Fund Balance July 1, 2000 Beginning Budgeted Revenue July 1, 2000 Beginning Budgeted Expenditures June 30, 2001 Ending Fund Balance (3,429,000) (33,700,000) - - 3,429,000 26,097,000 (128,400) (3,429,000) - $ 35,569,050 2,772,000 - 9,343,650 28,869,000 - 330,846,015 77,454,776 233,133,411 36,572,890 345,829,803 76,426,027 222,029,713 36,069,780 (14,983,788) 10,372,399 39,972,698 503,110 14,983,788 $ - $ - $ 330,846,015 345,829,803 June 30, 2001 Transfer FROM ALTCS (600) TO Medical Center Revenue (900) 79,315,000 12,901,050 - June 30, 2001 FY 00-01 Ending Fund Balance Before Transfer - June 30, 2001 1 17,181,000 $ - (14,983,788) $ 9,343,650 $ 86,798,426 76,426,027 $ 10,372,399 14,983,788 $ 10,372,399 $ 0 - 24,988,910 $ 28,869,000 $ - 262,002,411 222,029,713 $ 36,572,890 36,069,780 (14,983,788) $ 24,988,910 Total Fund Balance 503,110 $ 35,864,419 0 $ 503,110 $ 35,864,419 Fund transfers subject to AHCCCS approval. 2 Unreserved Fund Balance Adjustment: A. Maricopa Health Plan: Projected 856 member increase multiplied by $150 per member for corresponding reserve increase requirement. Therefore, decrease in unreserved fund balance at July 1, 2000 B. ALTCS: Projected 1,386 member decrease multiplied by $2,000 per member for corresponding reserve decrease. Therefore, increase in unreserved fund balance at July 1, 2000 - 57 - Maricopa County FY 2000-01 Annual Business Strategies Debt Service & Capital Fund Balance C a p ita l Im p rove m e nt Proje c ts C IP Amount FUND BALANC E FY 2000-01 Re c o m m e n d e d Be g inning Fu n d Ba la n c e Le ss Am o u n t Re se rved fo r COP Re p a y m e n t REVENUE Pro c e e d s from C e rtific a tes of Pa rtic ip a tio n Interest Ea rn e d o f Pro c e e d s EXPENSES C IP Estim a te En d ing Fu n d Ba la n c e En d ing Fu n d Ba la n c e Le ss FY 2001-02 CIP Le ss FY 2002-03 CIP $ 46,454,691 (46,454,691) $0 $ 238,231,704 9,035,550 247,267,254 (60,230,371) $ 187,036,883 $ 187,036,883 (89,723,698) (88,133,518) $ 9,179,667 D e b t Se rvic e FUND BALANC E Be g inning Ba la n c e FY 2000-01 $0 REVENUE Tra n sfe r in fro m G e n e ra l Fu n d Ag e n c y 4 7 8 , Fu n d 4 3 5 Tra n sfe r in fro m G e n e ra l Fu n d Ag e n c y 4 7 3 Interest Ea rn e d o n Fu n d Ba la n c e Total Re v e n u e EXPENSES Estim a t e d Prin c ip a l FY 2000-01 Estim a te Interest FY 2000-01 En d ing Fu n d Ba la n c e Re m a ining C O P lia b ility a t 6/30/2001 Fu n d Ba la n c e o n % o f Lia b ility - 58 - $ 46,454,691 83,657,637 3,353,591 $ 133,465,919 $ (24,069,964) (14,293,902) 95,102,053 $ 214,161,739 44.4% Maricopa County FY 2000-01 Annual Business Strategies Risk Management Fund Status The Risk Management Trust is funded entirely through Internal Service Charges. The County continues to work with the Board of Trustees and the actuary firm to maintain the trust fund at an acceptable level through projected paid claims. Trust Fund Cash Balance as of July 1, 1999 Cash with Trustee for Workers Compensation Beginning Balance Add: Add: Add: Subtract: $ 14,634,857 2,363,476 $ 16,998,333 FY 1999/00 Projected Revenue Environmental Fund Revenue Projected Interest Earnings FY 1999/00 Projected Expenditures* Projected Trust Fund Cash Balance at June 30, 2000 18,134,977 325,000 594,942 (18,712,955) $ Add: Budgeted Revenues FY 2000/01 Add: Estimated Interest Revenue Add: Environmental Revenue Subtract: Budgeted Expenditures FY 2000/01 Estimated Trust Fund Cash Balance at June 30, 2001 17,340,297 19,227,730 606,910 (19,687,364) $ 17,487,573 *Projected expenditures are estimates and assume expending the entire FY 1999-2000 budget, actual spending could vary depending on claims paid. - 59 - Maricopa County FY 2000-01 Annual Business Strategies Consolidated Expenditures By Fund / Department CONSOLIDATED EXPENDITURES BY FUND/DEPARTMENT FY 99-00 FINAL/ADOPTED TOTAL FUNDS JUDICIAL BRANCH 11 ADULT PROBATION 24 JUSTICE COURTS 27 JUVENILE PROBATION 38 SUPERIOR COURT $ FY 99-00 PROJECTED $ Subtotal $ 54,416,189 15,755,113 38,412,266 45,495,654 154,079,222 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 SUPERIOR COURT 19 COUNTY ATTORNEY 21 ELECTIONS 23 INTERNAL AUDIT 25 CONSTABLES 36 RECORDER 37 SUPERINTENDENT OF SCHOOLS 43 TREASURER 50 SHERIFF Subtotal $ 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 $ $ $ FY 99-00 REVISED FY 99-00 RESTATED 52,647,969 16,137,680 34,267,615 45,073,182 148,126,446 $ 54,546,975 16,400,708 38,972,387 45,970,549 $ 155,890,619 $ 212,739 218,787 185,601 189,472 221,483 420,578 13,898,884 1,211,789 22,183,544 46,865,637 7,869,320 837,391 1,447,978 6,527,996 1,403,628 3,266,348 128,211,733 235,172,908 $ $ 221,528 221,528 221,528 221,528 221,528 493,190 13,950,951 1,219,545 25,915,131 46,496,077 8,252,074 858,504 1,484,339 7,113,872 1,433,049 3,654,989 133,457,524 $ 245,436,885 $ $ APPOINTED DEPARTMENT 15 EMERGENCY MANAGEMENT $ 1,026,246 $ 846,386 $ 1,026,246 $ 17 COMMUNITY DEVELOPMENT 16,191,837 16,191,837 16,191,837 18 FINANCE 2,132,366 1,974,347 2,132,366 20 COUNTY ADMINISTRATIVE OFFICER 1,194,035 1,161,650 1,194,035 22 HUMAN SERVICES 25,902,217 24,608,000 25,902,217 26 CORRECTIONAL HEALTH 16,781,017 17,458,017 16,781,017 28 MEDICAL ELIGIBILITY 11,000,959 26,410,959 26,410,959 29 MEDICAL EXAMINER 3,025,969 2,961,220 3,025,969 30 PARKS & RECREATION 6,431,922 4,366,240 6,431,922 31 HUMAN RESOURCES 46,749,690 48,216,824 48,835,321 33 INDIGENT REPRESENTATION 32,805,045 30,932,590 33,097,775 34 PUBLIC FIDUCIARY 1,677,515 1,468,814 1,677,515 35 ORG. PLANNING & TRAINING 616,117 620,305 616,117 39 HEALTH CARE MANDATES 242,047,883 225,494,713 226,637,883 40 CRIMINAL JUSTICE FACILITIES DEVELOPMENT55,028,138 24,000,000 55,028,138 41 CHIEF INFORMATION OFFICER 5,179,219 5,112,359 5,179,219 42 JUSTICE & LAW ENFORCEMENT INTEGRATION 44 PLANNING & DEVELOPMENT 6,744,130 5,980,114 6,744,130 45 JUDICIAL MANDATES 5,631,200 5,906,749 5,631,200 46 RESEARCH & REPORTING 448,000 420,918 448,000 47 GENERAL GOVERNMENT 389,078,064 311,160,710 392,342,195 49 MANAGEMENT & BUDGET 1,473,828 1,421,515 1,473,828 60 MARICOPA HEALTH PLANS 346,545,668 355,782,918 346,545,668 64 TRANSPORTATION 118,865,977 106,900,000 118,865,977 65 LIBRARY DISTRICT 9,323,369 9,157,864 9,323,369 66 HOUSING 15,769,560 13,500,363 15,769,560 67 SOLID WASTE 5,384,325 5,224,325 5,384,325 68 STADIUM DISTRICT 10,314,274 10,314,274 10,314,274 69 FLOOD CONTROL DISTRICT 88,497,743 81,307,584 88,497,743 70 FACILITIES MANAGEMENT 20,046,552 20,046,552 20,046,552 73 MATERIALS MANAGEMENT 2,274,104 1,852,656 2,274,104 74 EQUIPMENT SERVICES 8,305,445 8,902,793 8,305,445 75 RISK MANAGEMENT 18,712,953 18,709,957 18,712,953 76 TELECOMMUNICATIONS 10,970,207 12,055,831 10,970,207 78 STADIUM DISTRICT MLB 3,345,245 3,344,245 3,345,245 79 ANIMAL CONTROL SERVICES 6,289,778 5,949,512 6,289,778 86 PUBLIC HEALTH 34,157,913 28,340,162 35,033,212 88 ENVIRONMENTAL SERVICES 16,886,753 15,749,409 16,899,839 90 MARICOPA HEALTH SYSTEM 277,265,326 302,737,101 277,265,326 98 ELIMINATIONS (439,913,377) (443,999,008) (443,999,008) 99 DEBT SERVICE 25,950,275 25,950,275 25,950,275 FY 00-01 REQUESTED 54,546,975 16,400,708 38,987,367 46,021,010 155,956,060 $ 221,528 221,528 221,528 221,528 221,528 493,190 13,950,951 1,242,263 25,826,972 46,496,077 8,252,074 858,504 1,484,339 7,113,872 1,433,049 3,654,989 133,457,524 245,371,444 $ $ $ FY 00-01 FINAL/ADOPTED 67,288,354 17,420,201 41,771,150 51,560,398 178,040,103 $ 233,733 235,911 235,711 233,733 235,457 510,932 14,454,817 1,374,432 28,349,270 51,641,049 10,610,716 1,241,902 1,488,279 7,117,647 1,644,361 3,715,231 147,535,840 270,859,021 $ $ $ 1,026,246 $ 1,128,318 $ 16,191,837 15,897,185 2,132,366 2,087,227 1,194,035 1,378,726 25,902,217 27,269,518 16,781,017 19,062,644 9,589,004 11,199,886 3,025,969 3,282,860 6,431,922 11,705,093 5,009,028 5,353,334 33,097,775 35,230,849 1,677,515 1,837,066 686,026 727,944 243,459,838 251,501,762 55,028,138 69,686,487 5,179,219 5,527,733 1,600,000 1,600,000 6,744,130 7,305,682 5,631,200 6,192,078 448,000 475,788 389,474,519 501,727,463 1,473,828 1,551,613 346,545,668 336,154,626 118,865,977 135,151,858 9,323,369 9,923,215 15,769,560 16,427,780 5,384,325 5,300,677 10,314,274 10,937,900 88,497,743 89,280,827 20,046,552 21,423,412 2,274,104 4,509,416 8,305,445 10,355,380 18,712,953 19,709,638 10,970,207 11,471,479 3,345,245 4,408,327 6,289,778 6,622,934 35,033,212 56,266,069 16,899,839 17,627,120 277,265,326 345,180,118 (409,038,520) (518,645,366) 25,950,275 64,305,541 Variance % 61,214,950 $ (6,667,975) 16,646,947 (246,239) 40,699,379 (1,712,012) 48,313,581 (2,292,571) 166,874,857 $ (10,918,797) -12% -2% -4% -5% -7% 226,304 $ 226,304 226,304 226,304 226,304 495,804 14,304,298 1,334,229 27,072,240 50,090,994 10,609,961 896,040 1,489,372 7,117,982 1,584,232 3,715,263 125,256,724 245,098,659 $ -2% -2% -2% -2% -2% -1% -3% -7% -5% -8% -29% -4% 0% 0% -11% -2% 6% 0% (4,776) (4,776) (4,776) (4,776) (4,776) (2,614) (353,347) (91,966) (1,245,268) (3,594,917) (2,357,887) (37,536) (5,033) (4,110) (151,183) (60,274) 8,200,800 272,785 1,107,544 $ (81,298) -8% 15,897,185 294,652 2% 2,087,227 45,139 2% 1,349,222 (155,187) -13% 25,626,307 275,910 1% 20,229,409 (3,448,392) -21% 11,199,886 (1,610,882) -17% 3,267,452 (241,483) -8% 5,960,255 471,667 7% 5,166,584 (157,556) -3% 34,344,648 (1,246,873) -4% 1,757,037 (79,522) -5% 672,400 13,626 2% 251,501,762 (8,041,924) -3% 69,618,279 (14,590,141) -27% 5,269,733 (90,514) -2% 1,900,000 (300,000) -19% 7,178,444 (434,314) -6% 5,970,082 (338,882) -6% 475,788 (27,788) -6% 500,380,141 (110,905,622) -28% 1,551,613 (77,785) -5% 351,138,414 (4,592,746) -1% 134,911,602 (16,045,625) -13% 9,727,239 (403,870) -4% 16,427,780 (658,220) -4% 4,796,980 587,345 11% 10,937,900 (623,626) -6% 89,280,827 (783,084) -1% 21,047,031 (1,000,479) -5% 2,280,749 (6,645) 0% 9,159,324 (853,879) -10% 19,687,364 (974,411) -5% 11,471,479 (501,272) -5% 4,408,327 (1,063,082) -32% 6,622,934 (333,156) -5% 37,136,403 (2,103,191) -6% 17,260,812 (360,973) -2% 345,829,803 (68,564,477) -25% (515,496,266) 106,457,746 26% 64,305,541 (38,355,266) -148% Subtotal $ 1,450,157,487 $ 1,338,541,080 $ 1,452,602,733 $ 1,442,539,161 $ 1,628,140,207 $ 1,613,445,241 $ (170,906,080) -12% Fund Total $ 1,842,648,510 $ 1,721,840,434 $ 1,853,930,237 $ 1,843,866,665 $ 2,077,039,331 $ 2,025,418,757 $ (181,552,092) -10% - 60 - Maricopa County FY 2000-01 Annual Business Strategies Consolidated Expenditures By Fund / Department (Continued) CONSOLIDATED EXPENDITURES BY FUND/DEPARTMENT FY 99-00 FINAL/ADOPTED GENERAL FUND JUDICIAL BRANCH 11 ADULT PROBATION 24 JUSTICE COURTS 27 JUVENILE PROBATION 38 SUPERIOR COURT $ FY 99-00 PROJECTED $ Subtotal $ 10,728,934 14,063,773 9,694,690 37,148,384 71,635,781 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 SUPERIOR COURT 19 COUNTY ATTORNEY 21 ELECTIONS 23 INTERNAL AUDIT 25 CONSTABLES 36 RECORDER 37 SUPERINTENDENT OF SCHOOLS 43 TREASURER 50 SHERIFF Subtotal $ 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 $ APPOINTED DEPARTMENT 15 EMERGENCY MANAGEMENT $ 18 FINANCE 20 COUNTY ADMINISTRATIVE OFFICER 22 HUMAN SERVICES 28 MEDICAL ELIGIBILITY 29 MEDICAL EXAMINER 30 PARKS & RECREATION 31 HUMAN RESOURCES 33 INDIGENT REPRESENTATION 34 PUBLIC FIDUCIARY 35 ORG. PLANNING & TRAINING 39 HEALTH CARE MANDATES 41 CHIEF INFORMATION OFFICER 45 JUDICIAL MANDATES 47 GENERAL GOVERNMENT 49 MANAGEMENT & BUDGET 70 FACILITIES MANAGEMENT 73 MATERIALS MANAGEMENT 79 ANIMAL CONTROL SERVICES 86 PUBLIC HEALTH 88 ENVIRONMENTAL SERVICES Subtotal $ 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 $ Fund Total $ 765,459,421 FY 99-00 REVISED 212,739 218,787 185,601 189,472 221,483 420,578 13,898,884 1,211,789 18,890,463 39,009,839 7,869,320 837,391 1,447,978 1,793,445 1,403,628 3,266,348 35,069,613 126,147,358 $ FY 00-01 FINAL/ADOPTED 10,859,720 14,709,368 10,089,143 37,265,544 72,923,775 $ 17,465,470 15,812,650 10,967,295 42,522,527 86,767,942 $ 221,528 221,528 221,528 221,528 221,528 493,190 13,950,951 1,242,263 18,534,149 39,035,284 8,252,074 858,504 1,484,339 1,827,872 1,433,049 3,654,989 34,881,745 126,756,049 $ 233,733 235,911 235,711 233,733 235,457 510,932 14,454,817 1,374,432 20,781,722 41,832,042 10,610,716 1,241,902 1,488,279 1,831,752 1,644,361 3,715,231 38,982,418 $ 139,643,149 $ $ 174,020 2,087,227 1,378,726 1,532,101 11,199,886 3,282,860 7,380,986 4,471,470 33,581,605 1,837,066 727,944 251,501,762 5,527,733 6,192,078 268,417,160 1,551,613 21,423,412 3,586,371 228,096 24,396,870 709,159 $ 651,188,145 $ $ 877,599,236 $ 221,528 221,528 221,528 221,528 221,528 493,190 13,950,951 1,219,545 18,622,308 39,035,284 8,252,074 858,504 1,484,339 1,827,872 1,433,049 3,654,989 34,881,745 $ 126,821,490 $ $ 175,033 2,132,366 1,194,035 1,302,903 26,410,959 3,025,969 1,336,056 2,738,783 32,047,322 1,677,515 616,117 226,637,883 5,179,219 5,631,200 227,039,481 1,473,828 20,046,552 1,346,798 229,035 4,942,458 644,264 $ 565,827,776 $ $ 135,573 1,974,347 1,161,650 1,237,800 26,410,959 2,961,220 1,336,016 2,589,242 29,943,484 1,468,814 620,305 225,494,713 5,112,359 5,906,749 191,894,466 1,421,515 20,046,552 1,114,779 229,035 4,827,415 639,938 526,526,931 $ 175,033 2,132,366 1,194,035 1,302,903 9,589,004 3,025,969 1,336,056 4,127,164 32,047,322 1,677,515 686,026 243,459,838 5,179,219 5,631,200 225,771,805 1,473,828 20,046,552 1,346,798 229,035 4,942,458 644,264 566,018,390 $ 724,405,325 $ 765,128,127 $ 765,698,214 $ $ FY 00-01 REQUESTED 10,859,720 14,709,368 9,694,690 37,215,083 72,478,861 $ 10,859,720 14,955,429 9,598,171 36,317,716 71,731,036 FY 99-00 RESTATED $ - 61 - $ $ $ $ $ Variance 11,392,066 15,039,396 10,690,320 39,275,710 76,397,492 $ 226,304 226,304 226,304 226,304 226,304 495,804 14,304,298 1,334,229 19,504,692 40,281,987 10,609,961 896,040 1,489,372 1,832,087 1,584,232 3,715,263 37,553,437 134,732,922 $ $ $ % (532,346) (330,028) (601,177) (2,010,166) (3,473,717) -5% -2% -6% -5% -5% (4,776) (4,776) (4,776) (4,776) (4,776) (2,614) (353,347) (91,966) (970,543) (1,246,703) (2,357,887) (37,536) (5,033) (4,215) (151,183) (60,274) (2,671,692) (7,976,873) -2% -2% -2% -2% -2% -1% -3% -7% -5% -3% -29% -4% 0% 0% -11% -2% -8% -6% $ $ 153,246 2,087,227 1,349,222 1,310,566 11,199,886 3,267,452 1,636,148 4,284,720 32,695,404 1,757,037 672,400 251,501,762 5,269,733 5,970,082 272,822,704 1,551,613 21,047,031 1,357,704 228,096 5,440,547 702,559 626,305,139 21,787 45,139 (155,187) (7,663) (1,610,882) (241,483) (300,092) (157,556) (648,082) (79,522) 13,626 (8,041,924) (90,514) (338,882) (47,050,899) (77,785) (1,000,479) (10,906) 939 (498,089) (58,295) $ (60,286,749) 12% 2% -13% -1% -17% -8% -22% -4% -2% -5% 2% -3% -2% -6% -21% -5% -5% -1% 0% -10% -9% -11% $ 837,435,553 $ (71,737,339) -9% Maricopa County FY 2000-01 Annual Business Strategies Consolidated Expenditures By Fund / Department (Continued) CONSOLIDATED EXPENDITURES BY FUND/DEPARTMENT FY 99-00 FINAL/ADOPTED SPECIAL REVENUE JUDICIAL BRANCH 11 ADULT PROBATION 24 JUSTICE COURTS 27 JUVENILE PROBATION 38 SUPERIOR COURT $ Subtotal $ 43,687,255 1,691,340 28,717,576 8,347,270 82,443,441 Subtotal $ 6,822,019 7,072,639 5,286,000 90,287,616 109,468,274 ELECTED OFFICIAL 16 CLERK OF SUPERIOR COURT 19 COUNTY ATTORNEY 36 RECORDER 50 SHERIFF APPOINTED DEPARTMENT 15 EMERGENCY MANAGEMENT $ 851,213 17 COMMUNITY DEVELOPMENT 16,191,837 22 HUMAN SERVICES 24,599,314 26 CORRECTIONAL HEALTH 16,781,017 30 PARKS & RECREATION 5,095,866 33 INDIGENT REPRESENTATION 757,723 42 JUSTICE & LAW ENFORCEMENT INTEGRATION 44 PLANNING & DEVELOPMENT 6,744,130 46 RESEARCH & REPORTING 448,000 47 GENERAL GOVERNMENT 125,792,246 60 MARICOPA HEALTH PLANS 1,723,923 64 TRANSPORTATION 118,865,977 65 LIBRARY DISTRICT 9,323,369 66 HOUSING 15,769,560 67 SOLID WASTE 4,164,387 68 STADIUM DISTRICT 5,192,638 69 FLOOD CONTROL DISTRICT 88,497,743 78 STADIUM DISTRICT MLB 3,341,745 79 ANIMAL CONTROL SERVICES 6,060,743 86 PUBLIC HEALTH 29,215,455 88 ENVIRONMENTAL SERVICES 16,242,489 Subtotal $ 495,659,375 Fund Total $ 687,571,090 FY 99-00 PROJECTED $ $ 41,788,249 1,182,251 24,669,444 8,755,466 76,395,410 $ 3,293,081 7,855,798 4,734,551 89,942,120 105,825,550 FY 99-00 REVISED $ 43,687,255 1,691,340 28,898,224 8,755,466 83,032,285 7,292,823 7,460,793 5,286,000 95,375,779 $ 115,415,395 $ 7,292,823 7,460,793 5,286,000 95,375,779 115,415,395 $ 851,213 16,191,837 24,599,314 16,781,017 5,095,866 1,050,453 6,744,130 448,000 129,308,714 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 30,090,754 16,255,575 $ 500,356,958 $ $ 710,813 16,191,837 23,370,200 17,458,017 3,030,224 989,106 5,980,114 420,918 112,811,244 1,474,718 106,900,000 9,157,864 13,500,363 4,004,387 5,192,638 81,307,584 3,341,745 5,720,477 23,512,747 15,109,471 450,184,467 $ 632,405,427 $ 699,184,111 $ $ $ 43,687,255 1,691,340 29,277,697 8,755,466 83,411,758 FY 99-00 RESTATED $ FY 00-01 REQUESTED FY 00-01 FINAL/ADOPTED $ $ 49,822,884 1,607,551 30,803,855 9,037,871 91,272,161 $ 49,822,884 1,607,551 30,009,059 9,037,871 90,477,365 7,567,548 9,809,007 5,285,895 106,990,772 $ 129,653,222 $ 7,567,548 9,809,007 5,285,895 87,703,287 110,365,737 $ 954,298 15,897,185 25,737,417 19,062,644 4,324,107 1,649,244 1,600,000 7,305,682 475,788 124,031,172 1,629,106 135,151,858 9,923,215 16,427,780 4,096,366 5,535,681 89,280,827 4,404,827 6,394,838 31,869,199 16,917,961 $ 522,669,195 $ $ 851,213 16,191,837 24,599,314 16,781,017 5,095,866 1,050,453 1,600,000 6,744,130 448,000 127,708,714 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 30,090,754 16,255,575 500,356,958 $ 698,804,638 $ 743,594,578 $ Variance $ % $ (6,135,629) 83,789 (1,110,835) (282,405) (7,445,080) -14% 5% -4% -3% -9% $ (274,725) (2,348,214) 105 7,672,492 5,049,658 -4% -31% 0% 8% 4% $ $ 954,298 15,897,185 24,315,741 20,229,409 4,324,107 1,649,244 1,900,000 7,178,444 475,788 120,872,375 1,629,106 134,911,602 9,727,239 16,427,780 3,799,628 5,535,681 89,280,827 4,404,827 6,394,838 31,695,856 16,558,253 518,162,228 (103,085) 294,652 283,573 (3,448,392) 771,759 (598,791) (300,000) (434,314) (27,788) 6,836,339 94,817 (16,045,625) (403,870) (658,220) 364,759 (343,043) (783,084) (1,063,082) (334,095) (1,605,102) (302,678) $ (17,805,270) -12% 2% 1% -21% 15% -57% -19% -6% -6% 5% 6% -13% -4% -4% 9% -7% -1% -32% -6% -5% -2% -4% $ 719,005,330 $ (20,200,692) -3% CONSOLIDATED EXPENDITURES BY FUND/DEPARTMENT FY 99-00 FINAL/ADOPTED CAPITAL PROJECTS ELECTED OFFICIAL 50 SHERIFF Subtotal $ 3,200,000 3,200,000 APPOINTED DEPARTMENT 40 CRIMINAL JUSTICE FACILITIES DEVELOPMENT55,028,138 47 GENERAL GOVERNMENT 33,994,000 78 STADIUM DISTRICT MLB 3,500 Subtotal $ 89,025,638 Fund Total $ 92,225,638 FY 99-00 PROJECTED $ 3,200,000 3,200,000 FY 99-00 REVISED $ 3,200,000 3,200,000 $ 24,000,000 6,455,000 2,500 30,457,500 $ 33,657,500 FY 99-00 RESTATED $ 3,200,000 3,200,000 $ 55,028,138 35,994,000 3,500 91,025,638 $ 55,028,138 35,994,000 3,500 91,025,638 $ 94,225,638 $ 94,225,638 - 62 - FY 00-01 REQUESTED Variance - 69,686,487 109,279,131 3,500 $ 178,969,118 $ 69,618,279 106,685,062 3,500 176,306,841 (14,590,141) -27% (70,691,062) -196% 0% $ (85,281,203) -94% $ 180,531,768 $ 176,306,841 $ (82,081,203) $ 3,200,000 3,200,000 % $ $ 1,562,650 1,562,650 FY 00-01 FINAL/ADOPTED 100% 100% -87% Maricopa County FY 2000-01 Annual Business Strategies Consolidated Expenditures By Fund / Department (Continued) CONSOLIDATED EXPENDITURES BY FUND/DEPARTMENT FY 99-00 FINAL/ADOPTED ENTERPRISE APPOINTED DEPARTMENT 60 MARICOPA HEALTH PLANS 67 SOLID WASTE 90 MARICOPA HEALTH SYSTEM Subtotal $ 344,821,745 1,219,938 277,265,326 623,307,009 Fund Total $ 623,307,009 FY 99-00 PROJECTED FY 99-00 REVISED FY 99-00 RESTATED $ 354,308,200 1,219,938 302,737,101 658,265,239 344,821,745 1,219,938 277,265,326 $ 623,307,009 $ 344,821,745 1,219,938 277,265,326 623,307,009 $ 658,265,239 $ 623,307,009 $ 623,307,009 FY 00-01 REQUESTED FY 00-01 FINAL/ADOPTED 334,525,520 1,204,311 345,180,118 $ 680,909,949 $ 349,509,308 997,352 345,829,803 696,336,463 (4,687,563) 222,586 (68,564,477) $ (73,029,454) -1% 18% -25% -12% $ 680,909,949 $ 696,336,463 $ (73,029,454) -12% Variance % CONSOLIDATED EXPENDITURES BY FUND/DEPARTMENT FY 99-00 FINAL/ADOPTED INTERNAL SERVICE APPOINTED DEPARTMENT 31 HUMAN RESOURCES 73 MATERIALS MANAGEMENT 74 EQUIPMENT SERVICES 75 RISK MANAGEMENT 76 TELECOMMUNICATIONS FY 99-00 PROJECTED FY 99-00 REVISED FY 99-00 RESTATED FY 00-01 REQUESTED FY 00-01 FINAL/ADOPTED Variance % Subtotal $ 44,010,907 927,306 8,305,445 18,712,953 10,970,207 82,926,818 $ 45,627,582 737,877 8,902,793 18,709,957 12,055,831 86,034,040 $ 46,096,538 927,306 8,305,445 18,712,953 10,970,207 85,012,449 $ 881,864 927,306 8,305,445 18,712,953 10,970,207 39,797,775 $ 881,864 923,045 10,355,380 19,709,638 11,471,479 43,341,406 $ 881,864 923,045 9,159,324 19,687,364 11,471,479 42,123,076 $ 4,261 (853,879) (974,411) (501,272) (2,325,301) 0% 0% -10% -5% -5% -6% Fund Total $ 82,926,818 $ 86,034,040 $ 85,012,449 $ 39,797,775 $ 43,341,406 $ 42,123,076 $ (2,325,301) -6% CONSOLIDATED EXPENDITURES BY FUND/DEPARTMENT FY 99-00 FINAL/ADOPTED DEBT SERVICE APPOINTED DEPARTMENT 68 STADIUM DISTRICT 99 DEBT SERVICE Subtotal $ 5,121,636 25,950,275 31,071,911 Fund Total $ 31,071,911 FY 99-00 PROJECTED $ 5,121,636 25,950,275 31,071,911 $ 31,071,911 FY 99-00 REVISED $ 5,121,636 25,950,275 31,071,911 $ 31,071,911 FY 99-00 RESTATED FY 00-01 REQUESTED FY 00-01 FINAL/ADOPTED $ 5,402,219 64,305,541 69,707,760 (280,583) -5% (38,355,266) -148% $ (38,635,849) -124% $ 69,707,760 $ (38,635,849) -124% $ 5,121,636 25,950,275 31,071,911 $ 5,402,219 64,305,541 69,707,760 $ 31,071,911 $ 69,707,760 Variance % CONSOLIDATED EXPENDITURES BY FUND/DEPARTMENT FY 99-00 FINAL/ADOPTED ELIMINATIONS APPOINTED DEPARTMENT 98 ELIMINATIONS FY 99-00 PROJECTED FY 99-00 REVISED FY 99-00 RESTATED FY 00-01 REQUESTED FY 00-01 FINAL/ADOPTED Variance % Subtotal $ (439,913,377) (443,999,008) (443,999,008) (439,913,377) $ (443,999,008) $ (443,999,008) $ (409,038,520) (518,645,366) (409,038,520) $ (518,645,366) $ (515,496,266) 106,457,746 (515,496,266) $ 106,457,746 26% 26% Fund Total $ (439,913,377) $ (443,999,008) $ (443,999,008) $ (409,038,520) $ (518,645,366) $ (515,496,266) $ 106,457,746 26% - 63 - Maricopa County FY 2000-01 Annual Business Strategies Consolidated Expenditures By Department And Fund CONSOLIDATED EXPENDITURES BY DEPARTMENT AND FUND GENERAL FUND JUDICIAL BRANCH 11 ADULT PROBATION 24 JUSTICE COURTS 27 JUVENILE PROBATION 38 SUPERIOR COURT $ Subtotal $ 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 SUPERIOR COURT 19 COUNTY ATTORNEY 21 ELECTIONS 23 INTERNAL AUDIT 25 CONSTABLES 36 RECORDER 37 SUPERINTENDENT OF SCHOOLS 43 TREASURER 50 SHERIFF Subtotal $ 11,392,066 $ 15,039,396 10,690,320 39,275,710 76,397,492 $ SPECIAL REVENUE 49,822,884 1,607,551 30,009,059 9,037,871 90,477,365 226,304 $ 226,304 226,304 226,304 226,304 495,804 14,304,298 1,334,229 19,504,692 7,567,548 40,281,987 9,809,007 10,609,961 896,040 1,489,372 1,832,087 5,285,895 1,584,232 3,715,263 37,553,437 87,703,287 134,732,922 $ 110,365,737 APPOINTED DEPARTMENT $ 153,246 $ 15 EMERGENCY MANAGEMENT 17 COMMUNITY DEVELOPMENT 2,087,227 18 FINANCE 1,349,222 20 COUNTY ADMINISTRATIVE OFFICER 1,310,566 22 HUMAN SERVICES 26 CORRECTIONAL HEALTH 11,199,886 28 MEDICAL ELIGIBILITY 3,267,452 29 MEDICAL EXAMINER 30 PARKS & RECREATION 1,636,148 31 HUMAN RESOURCES 4,284,720 33 INDIGENT REPRESENTATION 32,695,404 34 PUBLIC FIDUCIARY 1,757,037 35 ORG. PLANNING & TRAINING 672,400 39 HEALTH CARE MANDATES 251,501,762 40 CRIMINAL JUSTICE FACILITIES DEVELOPMENT 41 CHIEF INFORMATION OFFICER 5,269,733 42 JUSTICE & LAW ENFORCEMENT INTEGRATION 44 PLANNING & DEVELOPMENT 45 JUDICIAL MANDATES 5,970,082 46 RESEARCH & REPORTING 47 GENERAL GOVERNMENT 272,822,704 49 MANAGEMENT & BUDGET 1,551,613 60 MARICOPA HEALTH PLANS 64 TRANSPORTATION 65 LIBRARY DISTRICT 66 HOUSING 67 SOLID WASTE 68 STADIUM DISTRICT 69 FLOOD CONTROL DISTRICT 70 FACILITIES MANAGEMENT 21,047,031 73 MATERIALS MANAGEMENT 1,357,704 74 EQUIPMENT SERVICES 75 RISK MANAGEMENT 76 TELECOMMUNICATIONS 78 STADIUM DISTRICT MLB 79 ANIMAL CONTROL SERVICES 228,096 86 PUBLIC HEALTH 5,440,547 88 ENVIRONMENTAL SERVICES 702,559 90 MARICOPA HEALTH SYSTEM 98 ELIMINATIONS 99 DEBT SERVICE - FY 00-01 FINAL/ADOPTED DEBT CAPITAL SERVICE PROJECTS $ - $ $ - $ - $ - $ $ - $ $ INTERNAL SERVICE ENTERPRISE - $ $ $ $ $ ELIMINATIONS TOTAL FUNDS $ - $ - $ - $ - $ - $ 61,214,950 16,646,947 40,699,379 48,313,581 166,874,857 $ - $ - $ - $ - $ - $ 226,304 226,304 226,304 226,304 226,304 495,804 14,304,298 1,334,229 27,072,240 50,090,994 10,609,961 896,040 1,489,372 7,117,982 1,584,232 3,715,263 125,256,724 245,098,659 $ 1,107,544 15,897,185 2,087,227 1,349,222 25,626,307 20,229,409 11,199,886 3,267,452 5,960,255 5,166,584 34,344,648 1,757,037 672,400 251,501,762 69,618,279 5,269,733 1,900,000 7,178,444 5,970,082 475,788 500,380,141 1,551,613 351,138,414 134,911,602 9,727,239 16,427,780 4,796,980 10,937,900 89,280,827 21,047,031 2,280,749 9,159,324 19,687,364 11,471,479 4,408,327 6,622,934 37,136,403 17,260,812 345,829,803 (515,496,266) 64,305,541 954,298 $ 15,897,185 24,315,741 20,229,409 4,324,107 1,649,244 1,900,000 7,178,444 475,788 120,872,375 1,629,106 134,911,602 9,727,239 16,427,780 3,799,628 5,535,681 89,280,827 4,404,827 6,394,838 31,695,856 16,558,253 - - - - $ 5,402,219 64,305,541 69,618,279 106,685,062 3,500 - - $ - 349,509,308 997,352 345,829,803 - 881,864 923,045 9,159,324 19,687,364 11,471,479 - (515,496,266) - Subtotal $ 626,305,139 $ 518,162,228 $ 69,707,760 $ 176,306,841 $ 696,336,463 $ 42,123,076 $ (515,496,266) $ 1,613,445,241 Total Departments $ 837,435,553 $ 719,005,330 $ 69,707,760 $ 176,306,841 $ 696,336,463 $ 42,123,076 $ (515,496,266) $ 2,025,418,757 - 64 - Maricopa County FY 2000-01 Annual Business Strategies General Government Expenditure Variance Commentary EXPENDITURES: Org Program FY 1999-00 Adopted 4711 Contingency General Contingency Adult Probation - Substance Abuse Programming Constables - Compensation Sup. Of Schools - Asst. Finance Director Superior Court - Judicial Compensation Justice Courts - JP Compensation $ Sheriff Aviation Fund Sheriff - Den. Officer Compensation Internal Audit - Outside Consulting Contigency Superior Court - Contract Court Reporters Superior Court - Interpretor Fees County Attorney - EDC Reserve County Attorney - Grants Reserve Justice Courts - Colocation Justice Courts - Pro Temp 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 Subtotals $ 4712 Other General Fund Programs Base-level Internal Service Charges Maintenance of Effort Contribution $ Vehicle Replacement Citizen Tax Education United Way Customer Satisfaction Survey BOS NW Regional Facility Charges Subtotals 4721 4722 4724 4726 $ $ 4713 Infrastructure Systems 4716 Interest Expense Subtotals $ $ ADA Projects Tax Appeal Cases Judgements Professional Services - Legal Burial of Indigents Other Non-Profit Support Accommodation Schools Support Subtotals SCAAP Grant 4711 Contingency Transfer to Funds AGENCY 471 TOTAL $ 9,580,881 - FY 2000-01 Tentative $ 12,000,000 1,000,000 138,666 59,328 177,328 9,652 FY 2000-01 Final $ 12,000,000 1,000,000 138,666 59,328 - Explanation Variance $ (2,419,119) (1,000,000) (138,666) (59,328) - - 18,103 235,627 131,600 200,000 100,000 79,855 500,000 235,627 131,600 200,000 100,000 79,855 (500,000) (235,627) (131,600) (200,000) (100,000) (61,752) 43,250 202,875 672,657 329,000 840,929 557,217 500,640 275,000 349,534 3,000,000 5,600 17,744,644 106,095 2,000,000 226,325 43,250 72,089 27,062 329,000 428,797 490,518 500,640 275,000 349,534 687,290 5,600 15,140,184 300,646 14,432,702 245,004 14,690,080 (138,909) 2,000,000 226,325 43,250 72,089 27,062 329,000 428,797 490,518 500,640 275,000 349,534 687,290 5,600 450,104 16,416,991 88,825,845 4,225,000 200,000 1,500 100,000 5,280 109,774,616 518,517 6,343,434 8,081,004 8,081,004 750,000 500,000 500,000 1,300,000 400,000 1,010,000 365,000 $ 150,000 4,975,000 $ 150,082,677 $ $ 4776 Cooperative Extension Support AGENCY 470 TOTAL 10,967,942 - $ $ $ $ 170,462 75,000 1,500,000 900,000 Dues and Memberships Taxes and Assessments Consultants Tuition Reimbursement 4732 Major Maintenance Major Maintenance (General Fund) Major Maintenance (Parks) 4733 4741 4742 4743 4771 4774 4775 FY 1999-00 Restated 15,349,315 88,825,845 4,225,000 200,000 1,500 100,000 5,280 108,706,940 518,517 6,343,434 $ $ $ 18,014,747 91,522,722 3,152,841 200,000 1,500 125,000 5,280 113,022,090 $ 6,354,722 193,649 75,000 1,500,000 900,000 $ $ 8,081,004 8,081,004 750,000 500,000 500,000 1,428,936 400,000 1,010,000 365,000 $ 150,000 5,103,936 $ 146,562,664 2,834,207 3,750,000 $ 6,584,207 $ $ $ $ $ 453,453 75,000 2,500,000 900,000 7,152,271 2,500,000 9,652,271 $ $ 300,000 500,000 500,000 1,664,768 400,000 1,054,400 365,000 $ 230,000 5,014,168 $ 152,404,406 6,350,675 3,750,000 $ 10,100,675 $ - 65 - 18,014,747 91,522,722 3,152,841 200,000 1,500 125,000 5,280 113,022,090 6,354,722 $ $ $ $ $ 7,152,271 2,500,000 9,652,271 300,000 500,000 500,000 1,664,768 400,000 1,054,400 365,000 Adj btwn tentative/final for one grant position;reserved-FY 1999-00 Board Agenda Reserved - FY 1999-00 Board Agenda Reserved - FY 1999-00 Board Agenda 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 Reserved-FY 1999-00 Budget Issue Reserved-FY 1999-00 Budget Issue Reserved-FY 1999-00 Budget Issue FY 1999-00 Budget Issue (2,665,432) ISF Charges (Risk, ES, and Telecom) (2,696,877) Gen. Fund MOE for Detention Facilities 1,072,159 Vehicle Replacement with alternative fuel retrofit - Printing and Postage (25,000) Completed during FY 1997-98 (4,315,150) 518,517 HP Computer Lease Payment (11,288) Repayment of COPS Increase in membership costs, salary survey and CSA Building Assessment Downtown Contribution Incl consultants for fincl systems & Intl Audit Funding for G.F. depts. Gen. Fund Depts. Only (includes carryover and - new; includes $1 m for Parks) 453,453 75,000 2,500,000 900,000 $ General Contingency Reserved - FY 2000-01 Budget Issue Reserved - FY 2000-01 Legislation Reserved - FY 2000-01 Budget Issue Adj btwn tentative/final to Superior Court Adj btwn tentative/final to Justice Courts Adj btwn tentative/final (moved from Sheriff to Contingency) Reserved - FY 2000-01 Budget Issue Reserved - FY 2000-01 Budget Issue Reserved - FY 2000-01 Budget Issue Reserved - FY 2000-01 Budget Issue Reserved - FY 1999-00 Board Agenda (259,804) (1,000,000) - $ $ 928,733 (2,500,000) (1,571,267) 450,000 (235,832) (44,400) - $ 230,000 5,014,168 $ $ 152,661,784 $ (6,099,120) 6,051,013 - $ 6,051,013 - $ 299,662 3,750,000 6,051,013 $ 6,051,013 $ 4,049,662 Trends indicate less activity For the Entire County Funding for G.F. depts. Increased costs for Indigent burials Mandated - Regional School (80,000) Cooperative Extension (inc. per Board Agenda) 89,768 Transfer to Capital Projects-Spur Cross Ranch Maricopa County FY 2000-01 Annual Business Strategies General Government Expenditure Variance Commentary (Continued) 4721 Detention Fund New Jail/Detention Facilities Sheriff - Inmate Education Sheriff - DO Compensation Sheriff-Recruiting Expenses County Attorney Network Security Sheriff-Records Management System Sheriff - Jail Crimes and Intelligence Superior Ct.- Jury System (Criminal) Relocations Sheriff - Estrella Facility 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 Vehicle Carryovers for Detention Phase 1-Technology Issues One time Jail/Detention Projects $ 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 $ 105,606,875 1,000,000 1,659,071 91,125 500,000 1,150,000 500,000 33,209 50,000 1,316,791 $ 106,183,418 1,815,917 643,271 500,000 97,049 250,048 141,475 716,928 500,000 273,378 1,150,000 27,020 - $ 103,034,318 1,815,917 643,271 500,000 97,049 250,048 141,475 716,928 460,000 273,378 1,150,000 67,020 - $ (576,543) (1,815,917) (643,271) (500,000) (97,049) (250,048) (141,475) (716,928) (500,000) (273,378) 1,000,000 1,659,071 91,125 500,000 500,000 6,189 50,000 1,316,791 Reserved-FY 2000-01 Budget Issue Reserved-FY 2000-01 Budget Issue Reserved-FY 2000-01 Budget Issue Reserved-FY 2000-01 Budget Issue Reserved-FY 2000-01 Budget Issue Reserved-FY 2000-01 Budget Issue Reserved-FY 2000-01 Budget Issue Adj btwn tenative/final for vehicle carryover Reserved FY 2000-01 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 Carryover -FY 1999-00 Budget Issue Reserved-FY 1999-00 Budget Issue Carryover for PSA & Juvenile Maj. Mtce on existing Jail/Detention facilities (Carryover from FY 1999-00 and new for FY 00- Maj. Mtnc on Existing Detention Fac. 5,390,000 AGENCY 472 TOTAL 4711 Contingency Environmental Services - New Regional Office Animal Control Services - Compensation County Attorney - HPN Server County Attorney Video Conferencing Telecom Capital Equipment Clerk of the Court - Desktop Lifecycle Plan Materials Management - E-Procurement System Hospital Settlement Contingency Subtotals 4713 Infrastructure Systems Wiltel Phone System Critical Infrastructure 5,390,000 5,390,000 - 01) $ 118,897,071 $ 117,297,071 $ 117,688,504 $ 114,539,404 $ (391,433) $ $ 5,200,000 8,000,000 $ 274,930 355,857 185,496 134,446 1,920,000 449,000 2,025,000 12,000,000 $ 274,930 355,857 185,496 134,446 1,920,000 449,000 2,025,000 12,000,000 $ (274,930) (355,857) (185,496) (134,446) (1,920,000) (449,000) (2,025,000) 5,200,000 (4,000,000) Contingency Relocation Costs Assessor GIS Enhancements Technology Call Center-Telecom Requirements Medical Examiner-3 Unit Modular 4712 Other General Fund Programs Superior Court - PC Replacement CIO - Advantage System Upgrade County Attorney - CAIS Phase II County Attorney - Novell Servers Superior Court - Jury System (Civil) Sheriff - Records Management System (GF portion) Parks and Recreation - PC's and Server Medical Eligibility - Outreach Vans Vehicle Replacement Burke Litigation Research and Reporting Year 2000 - Countywide Year 2000/Technology Systems Enterprise Infrastructure Radio Replacements Sheriff-ADA/Ergonomics Sheriff-CAD/RMS Upgrade County Attorney PC Replacement Justice Court Colocation Vehicle Replacement Subtotals 5,390,000 $ $ $ $ 4724 Consultant Services Space Planning Consultant - FMD Human Resources Imaging System 4732 Major Maintenance 5,200,000 8,000,000 3,000,000 613,750 238,159 220,000 17,271,909 1,305,126 4,261,407 108,120 4,707,151 150,000 300,000 513,903 1,023,978 322,482 12,692,167 828,118 40,000,000 $ $ $ $ 650,000 25,000 3,000,000 613,750 238,159 220,000 17,271,909 1,305,126 4,261,407 108,120 4,707,151 150,000 300,000 513,903 1,023,978 322,482 12,692,167 828,118 40,000,000 $ $ $ $ 2,500,000 550,000 20,394,729 650,000 344,514 331,118 79,822 307,255 128,813 69,500 200,000 500,000 300,000 185,708 50,000 234,261 3,380,991 828,118 83,657,637 650,000 25,000 $ $ $ $ 25,000 2,500,000 550,000 2,603,766 22,998,495 650,000 344,514 331,118 79,822 307,255 128,813 69,500 200,000 500,000 300,000 185,708 50,000 234,261 3,380,991 828,118 83,657,637 $ $ $ $ 25,000 500,000 63,750 (2,603,766) 238,159 220,000 (5,726,586) (650,000) (344,514) (331,118) (79,822) (307,255) (128,813) (69,500) (200,000) (500,000) (300,000) (185,708) 1,305,126 4,261,407 108,120 4,707,151 100,000 300,000 513,903 789,717 322,482 9,311,176 Reserved FY 2000-01 Budget Issue Reserved FY 2000-01 Budget Issue Reserved FY 2000-01 Budget Issue Reserved FY 2000-01 Budget Issue Reserved FY 2000-01 Budget Issue Reserved FY 2000-01 Budget Issue Reserved FY 2000-01 Budget Issue Advanced Payment of Judgment Contingency Relocations under consideration (incl $275k for Clerk of Court storage) Year 2 funding of 4 year issue Time & Attdnce & other technology consl. FY 1999-00 Budget Issue Reserved-FY 1999-00 Budget Issue Reserved FY 2000-01 Budget Issue Reserved FY 2000-01 Budget Issue Reserved FY 2000-01 Budget Issue Reserved FY 2000-01 Budget Issue Reserved FY 2000-01 Budget Issue Reserved FY 2000-01 Budget Issue Reserved FY 2000-01 Budget Issue Reserved FY 2000-01 Budget Issue Carroyver Reserve from FY 1999-00 Human Resources - Burke Litigation Research and Reporting Transfer New & Embedded Systems Y2K Carryover from FY 1998-99 Carryover from FY 1998-99 Final funding of FY 1998-99 Budget Issue Carryover from FY 1999-00 Budget Issue Reserved-FY 1999-00 Budget Issue Various Justice Court Locations Carryover for vehicles not rec'd in FY 1998-99 Wiltel Phone System Carryover - Final Payment (43,657,637) 650,000 Reserved-FY 1999-00 Budget Issue - Carryover - FY 1999-00 Budget Issue Major Maintenance (included FY 99-00 carryover Major Maintenance AGENCY 473 TOTAL $ 7,741,947 79,209,141 $ 7,741,947 79,209,141 $ 9,270,679 117,557,154 - 66 - $ 9,270,679 120,160,920 $ (1,528,732) and FY 00-01 new) (43,555,545) Maricopa County FY 2000-01 Annual Business Strategies General Government Expenditure Variance Commentary (Continued) 4750 Waste Mangement Fund 4751 District 1 For District 1 Projects District 1 Projects $ For Hopeville Comm. Ctr. Reimb. 4752 District 2 For District 2 Projects District 2 Projects 13,531 - $ 13,531 - 5,052 5,052 14,645 - 14,645 - 5,051 5,051 19,697 - 19,697 - 18,397 - 18,397 - 4,000 9,697 6,000 1,483 4,000 9,697 6,000 1,483 $ 13,531 6,616 $ 13,531 6,616 $ Carryover from FY 1999-00 (6,616) New Allotment - FY 2000-01 14,645 6,616 14,645 6,616 5,052 Approved in FY 1998-99 for FY 1999-00 Payment - Carryover from FY 1999-00 (6,616) New Allotment - FY 2000-01 $ 18,012 6,616 17,147 6,616 6,616 1,483 20,000 70,580 29,420 64,060 281,958 $ 5,051 1,685 (6,616) 1,250 (6,616) 4,000 (6,616) 9,697 6,000 58,775 (29,420) 29,010 - $ $ 476,000 Carryover of grant funds for Juvenile Expansion 476,000 For Hopeville Comm. Ctr. Reimb. 4753 District 3 For District 3 Projects District 3 Projects 4754 District 4 For District 4 Projects District 4 Projects 4755 District 5 For District 5 Projects 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 $ 64,060 310,968 $ 64,060 310,968 $ 18,012 6,616 17,147 6,616 6,616 9,697 1,483 20,000 70,580 29,420 64,060 291,655 4771 Juvenile Expansion-Grant Funds AGENCY 477 TOTAL $ $ 476,000 476,000 $ $ 476,000 476,000 $ $ - $ $ 4711 Contingency 4713 Infrastructure Systems Critical Infrastructure Critical Infrastructure $ 3,750,000 $ 3,750,000 $ - $ - $ 3,750,000 Spur Cross Ranch 20,000 20,000 129,355 - 129,355 - Approved in FY 1998-99 for FY 1999-00 Payment Carryover from FY 1999-00 New Allotment - FY 2000-01 Carryover from FY 1999-00 New Allotment - FY 2000-01 FY 1999-00 Allotment New Allotment - FY 2000-01 Adj btwn tenative/final Carryover from FY 1999-00 Fourth Year of Five Year Agreement Carryover from FY 1999-00 Funding for FY 2000-01 Program Carryover from FY 1999-00 Subtotal $ 27,989,000 27,989,000 $ 29,989,000 29,989,000 $ 62,824,440 46,454,691 109,279,131 $ 60,230,371 46,454,691 106,685,062 $ (30,241,371) Adj btwn tenative/final (46,454,691) (76,696,062) 4734 Capital Carryover AGENCY 478 TOTAL $ $ 1,779,000 33,518,000 $ $ 1,779,000 35,518,000 $ $ 109,279,131 $ $ 106,685,062 $ $ 1,779,000 CIP - Juvenile Bed Expansion (71,167,062) 4791 Detention Fund CIP $ - $ - $ - $ - $ - AGENCY 479 TOTAL $ - $ - $ - $ - $ - TOTAL GENERAL GOVERNMENT $ 389,078,064 $ 389,474,519 $ 503,271,863 $ 500,380,141 $ - 67 - (117,134,488) Maricopa County FY 2000-01 Annual Business Strategies Major Maintenance Project Summary BUILDING & PROJECT FY 2000-01 (FY 01) FY 2001-02 (FY 02) 40,000 100,000 40,000 100,000 FY 2002-03 (FY 03) FY 2003-04 (FY 04) FY 2004-05 (FY 05) Total FY1 - FY5 General Government--Fund 100 Agency 470- On-Going Major Maintenance Courts--Regular Maintenance Juror Chairs & Graffiti Removal Security Issues Courts- FY 99-00 Carryover Projects Install Fire Sprinkler System Remove & Dispose Asbestos -5th &6th Flr West Court Central Court - Fire Alarm System Replacement Central Court - Exhaust System West Court - Design of Comprehensive WCB Des Courts - New Projects West Court Building Clean R.A.Shaft Install/Upgrade 500 KW Generator Set Install Separate Cooling Tower (Bsmnt Cmptr Rm) Replace Boiler (Boiler Rm) Replace lower roof Asbestos abatement and Demolition 2,3,4 Floors East Court Building Roofing Replacement (East Court and Cafeteria) Abate Elevator Shaft Spot-Abate/Remove/Repl. Ceiling Tile (PM) Replace Sanitary Sewer Lines Repair Glazing Central Court Building Joy Fan/ VFD Replace VAV Boxes Increase A/C - 402 Copier Rm Other New Court Projects Parking Lot Lighting for Durango Juvenile Install Precoolers (Old Courthouse) Plumbing Renovation (Old Courthouse) Carpet Replacement (Central Court and SE Regional) Subtotal On-going MM Court Projects County-Wide Annual Projects (all facilities) Clean All Air Supply Ducts Patch/Seal/Stripe/Replace Pavements(1contract FTE) Upgrade Underground Storage Tanks Environmental Program Exterior Sealant Repair Program Bird Control Roofing Repairs Floor Coverings Repaint Interior/Exterior of Buildings Energy Conservation Program Clean All Heating & Cooling Coils Plumbing Repairs Eddy Current Tests Package A/C Replace Replace Water Softener Chiller Annuals PM Program (Includes 2 contract FTE's) FEES, Architectural/Engineering/Other Emergency Unallocated County-Wide FY 1999-00 Carry over Projects Consulting Svcs, Food Court- Budget $600K M. C. Public Health - Upgrades to Cur. Facility Administration Bldg - Refrigerant Monitor/Exhaust Administration Bldg - Computer A/C Replacement Asbestos Testing, Surveys, & Abatement Remove all underground storage tanks UST Closure @ 40th St & Union Hills County-Wide New Projects Drainage/Flood Cntrl Imprvmnts (Durango Cmplx West) Seal & Restripe Parking Lots (SE Regional) Added Cooling Tower (SE Regional) Replace Chillers (SE Regional) Chiller Room Exhaust & Sensor Systems (SE Regional) Install Exhaust System (Downtown Complex Basement) Subtotal On-going MM County-Wide Projects 78,017 25,000 850,000 270,000 176,313 - 50,000 125,000 - 50,000 125,000 - 50,000 125,000 - 230,000 575,000 78,017 25,000 850,000 270,000 176,313 - 350,000 80,000 1,500,000 150,000 1,500,000 500,000 350,000 350,000 - - 80,000 1,500,000 150,000 1,500,000 500,000 1,050,000 - 450,000 160,000 40,000 50,000 20,000 - - - 450,000 160,000 40,000 50,000 20,000 180,000 500,000 - 250,000 - - - 180,000 750,000 50,000 50,000 200,000 2,319,330 45,000 200,000 100,000 150,000 5,935,000 775,000 175,000 175,000 90,000 90,000 90,000 90,000 135,000 50,000 90,000 90,000 180,000 400,000 50,000 30,000 40,000 120,000 60,000 40,000 150,000 320,000 459,101 100,000 210,000 200,000 100,000 200,000 50,000 190,000 150,000 200,000 500,000 100,000 55,000 40,000 120,000 120,000 40,000 150,000 320,000 600,000 100,000 220,000 100,000 200,000 50,000 200,000 150,000 210,000 500,000 100,000 55,000 40,000 120,000 120,000 40,000 150,000 320,000 600,000 100,000 230,000 100,000 200,000 50,000 220,000 150,000 220,000 500,000 100,000 55,000 40,000 40,000 150,000 320,000 600,000 100,000 200,000 300,000 80,000 270,000 40,000 66,361 47,479 65,000 380,000 380,000 40,000 250,000 4,692,941 185,000 70,000 70,000 3,770,000 - 68 - - 3,275,000 - 3,075,000 - 100,000 200,000 50,000 250,000 150,000 230,000 500,000 100,000 55,000 40,000 40,000 150,000 320,000 600,000 2,885,000 45,000 200,000 100,000 350,000 9,379,330 490,000 750,000 290,000 490,000 935,000 250,000 950,000 690,000 1,040,000 2,400,000 450,000 250,000 200,000 360,000 300,000 200,000 750,000 1,600,000 2,859,101 200,000 300,000 80,000 270,000 40,000 66,361 47,479 185,000 65,000 450,000 450,000 40,000 250,000 17,697,941 Maricopa County FY 2000-01 Annual Business Strategies Major Maintenance Project Summary (Continued) BUILDING & PROJECT FY 2000-01 (FY 01) FY 2001-02 (FY 02) FY 2002-03 (FY 03) FY 2003-04 (FY 04) FY 2004-05 (FY 05) Total FY1 - FY5 General Government--Fund 100 Agency 470- On-Going Major Maintenance PARKS--Park Enhancement System-wide Design Estrella Mountain Restroom Development Playground Replacement/Improvement Restroom Improvements - #4 McDowell Mountain Playground Replacement/Improvement Usery Mountain Restroom Replacement Playground Replacement (3) White Tank Mountain Sanitary Dump Station/ET Bed Playground Replacement (3) San Tan Mountain Survey and Fencing Cave Creek Evapotranspiration Bed at Dump Station Sub-total Parks Projects General Projects Recaulk Building Exterior (Admin. Bldg) VFD Replacement (Admin. Bldg) Replace Refrigerant in 4 Chillers (Admin Bldg) Replace Cooling Tower (Admin Bldg) Repair/Seal Parking Lot (Health Services 1825 ) Seal & Restripe Parking Lots (Ag. Extension Bldg) Replace Exhaust Fans (MCSO Computer) Replace Condenser Units/Leibert (MCSO Computer) Upgrade Fire Alarm System (Assessor Scott) Repave Parking Lot and Install Curbing (Assessor) Replace Roof (Assessor - Scott) Upgrade HVAC (Materials Mgmt.) Subtotal On-Going MM General Projects Total Agency 470 $ 6,250 - - - - 6,250 250,000 93,750 12,500 - - - - 250,000 93,750 12,500 125,000 - - - - 125,000 250,000 187,500 - - - - 250,000 187,500 200,000 187,500 - - - - 200,000 187,500 937,500 - - - - 937,500 250,000 2,500,000 - - - - 70,000 70,000 140,000 110,000 40,000 30,000 25,000 30,000 30,000 185,000 450,000 350,000 450,000 800,000 250,000 250,000 - 250,000 2,500,000 110,000 70,000 250,000 350,000 40,000 30,000 25,000 450,000 70,000 30,000 30,000 185,000 1,640,000 9,652,271 $ 1,000,000 2,200,000 240,000 $ 10,155,000 $ 4,850,000 $ 3,500,000 $ 3,060,000 $ 31,217,271 Agency 473 -- Appropriated Fund Balance Deferred Major Maintenance Courts- FY 99-00 Carryover Projects East Courts-4th Fl Buildout - Phase 1 (carryover) $ Central Court - 7th Floor Build Out - Phase 2 Superior Court - SE Conciliation/Courtroom Constr. Courts - New Projects Additional Courtroom (SE Regional) Reloc./Remodel Crt Admin. & Conciliation (SE Regional) Remove Fire Curtains (SE Regional) Renovate 2, 3, & 4 Floors, install sprinklers (West Crt Bldg.) Remove ACM's & Demo/Renov. 4, 5, 6, 7, 8 Flrs,Sprinklers (East Crt Bldg) Paint-out 2nd, 3rd & 4th Floors (Old Courthouse) Abate, Fire Sprinkler, HVAC, Elec Renovation (Old Courthouse) Subtotal Deferred MM Courts County-Wide New Projects Human Services Facility Improvements (Durango) Administration Bldg - 3rd Floor Improvements Subtotal County-Wide Total Agency 473 $ General Fund Total: Agencies 470 and 473 - $ - 383,500 782,669 500,000 400,000 1,900,000 1,650,000 2,000,000 4,500,000 4,000,000 2,000,000 9,106,169 80,000 2,000,000 8,880,000 2,000,000 7,650,000 34,510 130,000 164,510 - $ - $ 250,000 1,000,000 2,200,000 240,000 383,500 782,669 400,000 4,550,000 250,000 - - 250,000 - - 10,500,000 80,000 6,000,000 26,136,169 34,510 130,000 164,510 250,000 - - 9,270,679 $ 8,880,000 $ 7,650,000 $ 250,000 $ 250,000 $ 26,300,679 $ 18,922,950 $ 19,035,000 $ 12,500,000 $ 3,750,000 $ 3,310,000 $ 57,517,950 $ 100,000 100,000 100,000 50,000 100,000 50,000 50,000 25,000 50,000 60,000 $ 100,000 100,000 100,000 50,000 100,000 50,000 50,000 25,000 50,000 60,000 $ 100,000 100,000 100,000 50,000 100,000 50,000 50,000 25,000 50,000 60,000 $ 100,000 100,000 100,000 50,000 100,000 50,000 50,000 25,000 50,000 60,000 $ 100,000 100,000 100,000 50,000 100,000 50,000 50,000 25,000 50,000 60,000 JAIL AND JUVENILE DETENTION FUND Agency 472 Adult Jail Maintenance Painting Program-2 contract FTE's Clean All Air Supply Ducts Patch/Seal/Stripe/Replace Pavements(1contract FTE) Exterior Sealant Repair Program Roofing Repairs Floor Coverings Clean All Heating & Cooling Coils Plumbing Repairs Package A/C Replace Replace Water Softener - 69 - 500,000 500,000 500,000 250,000 500,000 250,000 250,000 125,000 250,000 300,000 Maricopa County FY 2000-01 Annual Business Strategies Major Maintenance Project Summary (Continued) BUILDING & PROJECT FY 2000-01 (FY 01) Adult Jail Carryover Projects Fees, Architectural/Engineering/Other Durango Jail-Roofing Durango Jail-HVAC, Chiller Replacement Correct Problem @ 1st Avenue Jail Blockages Drain Lines Madison St. Jail - Upgrade Fire Alarm System Madison St. Jail - Air Wash Replacement Madison St. Jail - Install PA System Subtotal Adult Maintenance and Carryover Adult Jail New Projects Estrella Jail Replace Air Wash Units Replace Cell Deck Install Return Air Fans on 4 A/C Units for Air Pressure Durango Plumbing & Fixtures Vindicator- Install Cable Reroof all Pod roofs Replace Office Carpeting Replace Chillers Replace Light Repair Underground HiVolt Cable Replace Fiberglass Ductwork Towers Repair Flashing & Patch Replace Underground Ductwork Replace Doors Replace Air Wash Units 1st Avenue Motor Control Center Building renovation/roofing replacement (Admin.) Replace AHU Motor Drives & Belts Madison Smoke Control System Rolls & Tracks on Sliders/Cell Doors R & R 2 Sallyport Roll-up Gates Install HVAC Units Durango Repr/Replc Pole & Day Rm Lights Subtotal New Adult Jail Projects Juvenile Carryover Projects Durango Durango Juvenile - Replace Fire Alarm System Durango Juvenile - Condensate Return Tank & Pumps Durango Juvenile - Replace Boilers Juvenile New Projects Durango Boiler Replacement Replace Drives & Pavements - W/Maint. Shop Abate/Remove/Replace Ceiling Tile Replace Air handler units Replace Exhaust Fans Repair laminate/courtrooms New Electric Service Replace Roll Gate New Electric Service SE Regional Juvenile Floor Coverings (SE Regional) Electronic SEC System Replace Refrigerant in Chillers Refrigerant Monitor/ Exhaust Subtotal Carryover and New Juvenile Detention Proj. Adult and Juvenile General Replace HVAC Units (MCSO Bell & Dysart Substation) Replace Rooftop Gas Pack Evap Unit (SE Regional-Mesa Sub)) Fire Alarm System (SE Regional-Mesa Sub) Replace Air Wash Units (SE Regional-Mesa Sub) Replace Booking Trailer (Blue Point Ranger Station) Modify Air Wash System (MCSO Avondale Substation) Subtotal General Jail and Detention Projects FY 2001-02 (FY 02) 310,000 410,000 1,157,000 234,000 880,000 200,000 100,000 3,976,000 FY 2002-03 (FY 03) 150,000 835,000 - FY 2003-04 (FY 04) 150,000 835,000 33,000 40,000 FY 2004-05 (FY 05) 150,000 835,000 910,000 410,000 1,157,000 234,000 880,000 200,000 100,000 7,316,000 - 150,000 835,000 1,500,000 - - Total FY1 - FY5 1,500,000 33,000 40,000 - 1,000,000 - 100,000 30,000 1,500,000 30,000 3,500,000 23,000 35,000 65,000 200,000 1,500,000 - 200,000 120,000 22,000 50,000 350,000 - - 120,000 350,000 22,000 250,000 - 125,000 1,000,000 60,000 2,250,000 - - - 125,000 3,250,000 60,000 - 1,000,000 500,000 25,000 1,150,000 1,500,000 150,000 1,500,000 - - 1,000,000 3,500,000 25,000 1,300,000 150,000 9,558,000 5,950,000 3,100,000 1,200,000 50,000 25,000 79,500 - - 25,000 34,500 - 300,000 300,000 21,000 - 350,000 100,000 100,000 300,000 214,000 120,000 250,000 70,000 1,061,000 850,000 - 100,000 - 170,000 30,000 70,000 200,000 100,000 40,000 610,000 100,000 - 100,000 150,000 19,908,000 - - - 50,000 25,000 79,500 - - - 350,000 100,000 100,000 300,000 25,000 34,500 300,000 21,000 300,000 - 120,000 250,000 220,000 70,000 2,345,000 170,000 30,000 70,000 200,000 100,000 40,000 610,000 220,000 220,000 - 500,000 30,000 3,000,000 30,000 4,500,000 23,000 35,000 65,000 - - Total Adult and Juvenile Detention $ 5,390,000 $ 12,064,000 $ 7,635,000 $ 4,155,000 $ 935,000 $ 30,179,000 Grand Total- Major Maintenance $ 24,312,950 $ 31,099,000 $ 20,135,000 $ 7,905,000 $ 4,245,000 $ 87,696,950 - 70 - Maricopa County FY 2000-01 Annual Business Strategies Healthcare Mandates Expenditure Variance Commentary HEALTH CARE MANDATES EXPENDITURE VARIANCE COMMENTARY REVENUES FY 1999-00 Adopted Org 3960 DisproShare - State Sales Tax W/H 3980 Long-Term-Care Residual Revenue Total FY 1999-00 Revised FY 1999-00 Restated FY 2000-01 Final/Adopted Variance FY 2000-01 Final/Adopted versus FY 199900 Restated Variance Commentary $ 54,677,600 172,693 $ 54,677,600 172,693 $ 54,677,600 172,693 $ 54,677,600 $ 93,044 $ 54,850,293 $ 54,850,293 $ 54,850,293 $ 54,770,644 $ - Disproshare per OSPB. (79,649) Projection based on July, Aug, Oct, Nov FY '00 Data. (79,649) EXPENDITURES FY 1999-00 Adopted Org 3910 Contract Monitoring Administration $ FY 1999-00 Revised 1,315,000 $ FY 1999-00 Restated 1,315,000 $ 1,315,000 FY 2000-01 Recommended $ 1,242,175 Variance From FY 1999-00 Restated Variance Commentary $ 72,825 Includes $231,525 for Deloitte Contract and 2.9% Deloitte Contract Increase. 169,897 169,897 169,897 255,973 - - 1,411,955 1,930,607 AHCCCS Contribution AHCCCS Sanctions 3930 ALTCS Contribution 38,659,236 300,000 93,138,286 38,659,236 300,000 93,138,286 38,659,236 300,000 93,138,286 38,659,236 1,000,000 96,130,000 Unchanged per JLBC. (700,000) Increase in AHCCCS Sanctions. (2,991,714) Slowing growth in ALTCS contribution. Effective FY 1998, State statutory change in County contribution methodology. Current methodology based on county's current share of ALTCS expenditures. Prior to FY 1998, county contribution based on percentage defined in statute in FY 1988. State contributing higher percentage of growth increase. 3940 23,637,293 23,637,293 23,637,293 26,001,022 (2,363,729) Assumes Conservative 10% Increase (Medical Inflation + CPI). 4,856,576 230,000 200,000 4,856,576 230,000 200,000 4,856,576 230,000 200,000 4,856,576 230,000 220,000 120,000 150,000 3,547,901 54,677,600 616,200 120,000 150,000 3,547,901 54,677,600 616,200 120,000 150,000 3,547,901 54,677,600 616,200 135,000 50,000 3,547,901 54,677,600 656,500 490,833 490,833 490,833 285,000 205,833 7,750,000 6,660,000 3,409,299 3,409,299 7,750,000 6,660,000 3,409,299 7,750,000 6,660,000 3,255,812 153,487 1,119,762 1,119,762 1,119,762 2,958,360 1,000,000 1,000,000 MIHS Privatization Financial Administration/ Claims Resolution 3920 Arnold v Sarn IGA/Court Order Gen Mental Health IGA Non-SMI Arnold v Sarn Litigation Costs Mental Health Testimony Arnold v Sarn Court Monitor Costs Mental Health Orders 3950 MMC Teaching Program Subsidy 3960 DisproShare - State Sales Tax W/H 3970 SAIL Grant Matching Funds 3980 3990 Long-Term-Care Residual Outside Hospital Pre-AHCCCS Claims MMC Pre-AHCCCS Claims Subsidy Outside Hospital Lawsuits Settled Medical Eligibility Contingency Outside Hospital Arbitration Outcomes Expenditure Total 1,000,000 $ 242,047,883 $ 226,637,883 $ - 71 - 243,459,838 $ 251,501,762 (86,076) Includes $77,175 for Deloitte Contract and 2.9% Increase. (518,652) Market compensation budget issue. Additional eight positions- 1 medical review nurse, 3 data clerks, 3 claims analysts, 1 business analyst. Computer purchases related to eight new positions. (20,000) Provides buffer for potential increase in utilization. (15,000) Increase for Rent. 100,000 Disproshare per OSPB. (40,300) Increase to cover salary adjustments as part of MIHS review. Nursing home share of cost collections and expenses. Decrease for outside Hospital Lawsuits Settled. (1,838,598) Increase for potential Medical Eligibility Claims. $ (8,041,924) Maricopa County FY 2000-01 Annual Business Strategies Maricopa Integrated Health System Expenditure Variance Commentary Maricopa Health System – Fund 534 (Agencies 900, 901, 908, 909) FY 2000-01 Final/Adopted Budget Revenues $ 330,846,015 Net Revenue Before ALTCS Transfer ALTCS Transfer Expenditures $ 345,829,803 $ (14,983,788) $ 14,983,788 Net Revenue After ALTCS Transfer $ - Maricopa Medical Center’s (MMC) Fiscal Year 2000-01 Budget, including a transfer-in from the Arizona LongTerm Care System (ALTCS), will break-even. The budget includes a 5.8% increase in net revenue per adjusted patient day. The budgeted net revenue increase partially reflects increases in commercial insurance and self pay rates and a decrease in Medicare reimbursements on a per visit basis. Overall, net revenue increases offset the budgeted increase in bad debt that primarily relates to prior-year accounts. The higher budgeted capital spending is budgeted for financing through Certificates of Participation (COP) and capital leases. The budget includes $18 million in COP Proceeds and the related capital expense. Despite the budgeted financing, interest expenses are budgeted to remain relatively flat because MMC budgeted to absorb the additional interest expenses in the base budget. Expenditures $(16) (4) Personal Services: Net impact of addition of full time equivalents related to budgeted volume increases, annualization of FY 1999-00 equity increases and Compensation Package Phase II and III funding, funding a 2.5% pay for performance incentive and necessary equity adjustments. Supplies & Services: Projected increase due to contract terms, inflation and/or increased utilization. (28) Depreciation Expense: Capital outlay instead of depreciation expense budgeted to account for acquisition of capital. (20) Provision for Doubtful Accounts: Increase in the estimate for Bad Debts expense due to volume increases. Maricopa Health Plan – Fund 540 (Agency 602) FY 2000-01 Final/Adopted Revenues $ 86,798,426 Expenditures $ 76,426,027 Net Revenue $ 10,372,399 The Maricopa Health Plan (MHP) budget includes 3.0% membership growth and a corresponding increase in medical expenses on a per member per month basis relative to FY 99-00. The overall expenditure increase is largely offset by corresponding increases in revenue. Relative to FY 99-00, the department budgeted a 3.4% per member per month increase in capitation revenue and a 19.8% per member per month increase in Sixth Omnibus Budget Reconciliation Act (SOBRA) Reimbursements. The budgeted SOBRA increase reflects an extension in benefits coverage under the Federal Temporary Assistance for Needy Families (TANF) Program and a projected increase in births in Fiscal Year 2000-01. The FY 2000-01 Maricopa Health Plan (MHP) Budget was based on year-end member months totaling 352,671 relative to the 320,268 FY 1999-00 year end projection. Member months were budgeted by prospective and priorperiod coverage (PPC) population types based on historical analyses of each MHP population. The 10% total - 72 - Maricopa County FY 2000-01 Annual Business Strategies Maricopa Integrated Health System Expenditure Variance Commentary (Continued) member months growth relative to the fiscal year1999-00 year-end projection consists of the following: 1). a 7% variance from FY 1999-00 projected and budget and 2). a 3% budgeted growth rate due to the marketing initiative for the KIDSCARE Program. The 26.1% budgeted expense increase consists of a 21.7% increase from the 1999 projected actual expenses to budget, a 4.4% increase in the FY 2000-01 budget which includes a 2% increase in physician services, and a 3.2% average growth rate for all other services. Pharmacy costs are budgeted to increase by 8%. Administrative expenses include a 2.5% pay for performance increase. Expenditures $(5.3) Inpatient expenses due to membership growth. (3.2) Medical Compensation due to membership growth and price increases (7.1) Other Medical expenses due to membership growth and price increases. (.2) Administrative expenses increase due to pay for performance and increase cost sharing with Maricopa Medical Center. Arizona Long-Term Care System – Fund 550 (Agency 600) FY 2000-01 Final/Adopted $ Revenues 262,002,411 Expenditures $ 222,029,713 Net Revenue Before ALTCS Transfer Transfer to MMC $ $ 39,972,698 (14,983,788) Net Revenue After ALTCS Transfer $ 24,988,910 Maricopa Long-Term Care is currently the only ALTCS contractor in Maricopa County. However, the program will be competitively bid during May 2000 with two additional contractors potentially entering the market. The Fiscal Year 2000-01 Maricopa Long-Term Care Plan Budget was based on year-end member months totaling 100,485 relative to the 116,941 fiscal year 1999-00 year-end projection. The 14.1% budgeted member months decrease from the fiscal year 1999-00 year-end projection is based on a 4% historical ALTCS population growth rate, reduced by 17.4% for estimated volume losses. The $31.5 million expense reduction, driven by the loss of member months, includes a 2% increase in physician services and a 5% increase in total other medical expenses. Pharmacy costs increased by 8%. Administrative expenses were reduced by the reduction of 37 case manager FTE’s. The budget also includes a 2.5% pay for performance increase. Expenditures $(2.6) Institutional expenses due to membership decline. (5.1) Home and Community Based expenses due to membership decline. (2.3) Inpatient expenses due to utilization. (.5) (2.8) (.7) Medical Compensation due to membership decline. Other Medical expenses due to membership decline. Administrative expenses increase due to pay for performance and increase cost sharing with Maricopa Medical Center. - 73 - Maricopa County FY 2000-01 Annual Business Strategies Maricopa Integrated Health System Expenditure Variance Commentary (Continued) Maricopa Health Select Plan – (Agency 603) FY 2000-01 Final/Adopted $ Revenues 4,494,693 $ Expenditures 4,237,578 $ Net Revenue 257,115 The fiscal year 2000-01 Maricopa Health Select Plan Budget was based on year-end member months totaling 36,076 relative to the 39,438 fiscal year 1999-00 year-end projection. This is an 8.5% decrease from the fiscal year 1999-00 year-end projection of 39,438. The decrease consists of a 9.8% decrease from the 1999-00 projected actual to budget and 1.3% projected member months growth. The budget increase reflects a 58% increase in the cost of physician services, a 43% increase in inpatient expenses, and a 20% increase in other medical expenses due to the elimination of the Community Connection subcapitation expense. The Community Connection network option was discontinued in January 2000. Administrative expenses include a 2.5% pay for performance increase. Expenditures $(.9) ( .5) (1.5) (.1) Inpatient expenses due to membership increase and elimination of Community Connection. Medical Compensation due to membership increase and elimination of Community Connection. Other Medical expenses due to elimination of Community Connection. Administrative expenses increase due to pay for performance and increase cost sharing with Maricopa Medical Center. Maricopa Senior Select Plan - (Agency 604) FY 2000-01 Final/Adopted Revenues $ 32,078,197 Expenditures $ 31,832,202 Net Revenue $ 245,995 The fiscal year 2000-01 Maricopa Senior Select Plan Budget was based on year-end member months totaling 39,916 relative to the 35,221 fiscal year 1999-00 year end projection. The 13.3% member months increase from the fiscal year 1999-00 year-end projection is largely attributable to aggressive marketing initiatives. The increase in the budgeted expenses over FY 1999-00 is due to membership growth, a 2% increase in physicians services and a 9% increase in total other services which includes an 8% increase in pharmacy costs. The budget includes a 2.5% pay for performance increase. Expenditures $(3) Inpatient expenses due to membership growth. (.4) Medical Compensation due to membership growth and price increases. (1) Other Medical expense membership growth and price increases. (.4) Administrative expenses increase due to pay for performance and increase cost sharing with Maricopa Medical Center. - 74 - Maricopa County FY 2000-01 Annual Business Strategies Budget Issues Commentary Description FY 2000-01 REQUESTED FY 2000-01 RECOMM. (OPERATING) FY 2000-01 RECOMM. (GEN. GOV CONT.) FY 2000-2001 RECOMM. (APP FUND BAL.) FY 2000-2001 RECOMM. (TOTAL) FY 2001-2002 (ONGOING) Dept Summary GENERAL FUND (100) 1 2 3 4 5 6 Board of Supervisors District 1 Windows 2000 Migration $ Project Department 01 Total $ Board of Supervisors District 2 Windows 2000 Migration $ Project Department 02 Total $ Board of Supervisors District 3 Windows 2000 Migration $ Project Department 03 Total $ Board of Supervisors District 4 Windows 2000 Migration $ Project Department 04 Total $ Board of Supervisors District 5 Windows 2000 Migration $ Project Department 05 Total $ Clerk of Board of Supervisors Windows 2000 Migration $ Project Department 06 Total $ 11 Adult Probation Compensation $ Increase to Supplies Budget Automation Request Presentence Investigation Division Expansion Field Officer Positions Women's Network Officer Supervisor Proposition 400 Substance abuse Proposal 7,429 $ - $ - $ - $ - $ - 7,429 $ - $ - $ - $ - $ - 9,607 $ - $ - $ - $ - $ $ - 9,607 $ - $ - $ - $ - $ - 9,407 $ - $ - $ - $ - $ - 9,407 $ - $ - $ - $ - $ - 7,429 $ - $ - $ - $ - $ - 7,429 $ - $ - $ - $ - $ - 9,153 $ - $ - $ - $ - $ - 9,153 $ - $ - $ - $ - $ - 15,128 $ - $ - $ - $ - $ - 15,128 $ - $ - $ - $ - $ - 423,430 $ 355,387 $ - $ - $ 355,387 $ Viable technology proposal Viable technology proposal Viable technology proposal Viable technology proposal Viable technology proposal Viable technology proposal 525,274 250,000 - - - 0 250,000 4,157,478 215,639 293,609 - - - 293,609 0 3,270,506 195,579 92,922 63,047 - - - 0 0 73,842 63,047 986,027 - 626,142 - 626,142 982,027 373,858 - 373,858 - 373,858 353,698 Market study based comp. Issue Department is requesting additional supplies funding Technology issues Program expansion Request for additional staff Request for additional staff Money to fund drug treatment Prop 400-Mentally ill substance abusers Assessment program for mentally ill substance abusers Department 11 Total $ 6,562,401 $ 648,996 $ $ 254,417 $ 253,882 $ Department 12 Total $ 254,417 $ 253,882 $ 87,597 $ 85,794 $ 12 Assessor 2.5% Performance Increase 14 County Call Center Salary Adjustments $ $ Technology and Performance Mgmt Department 14 Total $ 38,400 125,997 1,000,000 $ - $ 1,648,996 $ 5,713,973 - $ - $ 253,882 $ 254,417 - $ - $ 253,882 $ 254,417 $ 85,794 $ 87,597 - $ - 38,400 $ 124,194 $ - $ - 75 - - $ 38,400 $ 124,194 38,400 $ 125,997 Maintain quality workforce and to attract quality employees and continue commitment to efficient government. In keeping with the Maricopa County employee retention strategy, 2.5 increase and Market Salary Adj. Add 2 T-1 lines to increase productivity Maricopa County FY 2000-01 Annual Business Strategies Budget Issues Commentary (Continued) Description Dept 16 Clerk of the Superior Court 1. Courtroom Clerks Shorthand Skill Salary Adjustment FY 2000-01 REQUESTED $ 297,217 FY 2000-01 RECOMM. (OPERATING) $ FY 2000-01 RECOMM. (GEN. GOV CONT.) 297,217 $ - FY 2000-2001 RECOMM. (APP FUND BAL.) $ - FY 2000-2001 RECOMM. (TOTAL) $ 297,217 FY 2001-2002 (ONGOING) $ Summary 255,565 2. 2.5% Compensation Increase 413,695 485,003 - - 485,003 413,695 3. Desktop Lifecycle Plan 493,000 - - 449,000 449,000 493,000 4. EDM System 166,600 - - - 0 252,450 $1.00 per hour special assignment pay to retain clerks skilled in shorthand. This cost is expected to diminish as courtrooms convert to using technology for this purpose. This pay increase will continue departmental efforts to retain above standards performers and recruit skilled employees. Phase 2 of three year phase to update technology (FY 99/00 contingency request is phase 1). Anticipated maintenance costs of Electronic Document Management (EDM) system. 5. Servers 95,000 95,000 - - 95,000 Replacement and upgrade servers for various electronic based delivery systems including cash management. 6. Infrastructure Enhancement 150,300 116,550 - - 116,550 67,950 Fund several items for migration from paper based systems to electronic court records; will be used to increase bandwidth capacity and tape backup and implement a storage area network. 7. New Technology 125,200 125,200 - - 125,200 65,200 8. Remote Access 35,000 35,000 - - 35,000 - Fund purchase of web based audio capture devices, personnel training on new products, and consulting services for maintenance support. Purchase CITRIX hosted system for improved telecommunication, for better security and stability. 270,000 - - - 0 100,000 9. Application Development Previously AOC funded. Will still submit for funding from AOC, want general funds as backup. Funds are for two technology initiatives still being developed (one not yet deployed, the other deployed but to a limited scope). Department 16 Total $ 19 County Attorney 1 Compensation -Merit Increases Probation Completion Merit Market Increases 2 Career Development Program 3 Information Technology 2,046,012 $ 1,153,970 $ - $ 449,000 $ 1,602,970 $ 1,647,860 $ 1,031,660 $ 707,711 $ - $ - $ 707,711 $ 707,711 $ $ 320,081 52,069 $ $ 320,081 323,949 52,069 $ $ - $ $ - $ $ 320,081 323,949 52,069 $ $ 320,081 323,949 41,694 4 Child Sexual Assault Exams 5 Pretrial storage 1,754,226 258,737 331,118 265,318 855,173 258,737 135,000 135,000 - - 135,000 135,000 53,050 53,050 - - 53,050 - 36,012 36,012 - - 36,012 36,012 6 County Counsel Gen. Fund Retainer Department 19 Total $ 3,382,098 $ 20 County Administrative Office Windows 2000 Migration $ Project Federal Lobbyist $ Department 20 Total $ 29,504 154,000 183,504 1,886,609 $ 331,118 $ 265,318 $ 2,483,045 $ $ - $ - $ - $ $ 154,000 154,000 $ - $ - $ $ 154,000 154,000 $ $ 102,667 102,667 - C.A. Employee Retention Plan Career Dev. Plan (coord pos. + oper) Technology issues + CAIS Phase II Increase in per unit cost Storage space for Wells Fargo bldg. To offset sal/oper incr. for CC staff 1,823,184 Viable technology proposal $ - $ - 76 - Maricopa County FY 2000-01 Annual Business Strategies Budget Issues Commentary (Continued) Description Dept 21 Elections Early Voting FY 2000-01 REQUESTED $ Salary Adjustments Human Services 1. Central Service Cost Waiver $ 3. Summer Youth Program Department 22 Total $ Internal Audit Reduce Audit Interval $ Salary Adjustment 24 27 324,207 $ 45,035 369,997 $ 669,342 $ 369,242 - FY 2000-2001 RECOMM. (APP FUND BAL.) $ - $ - - FY 2000-2001 RECOMM. (TOTAL) $ - $ - 324,207 FY 2001-2002 (ONGOING) $ 45,035 $ Summary - 369,242 $ $ 45,035 - - - - 30,036 8,499 - - 8,499 8,499 5 FTEs to market salary levels 200,000 - - - - - Summer Youth Program Funding 899,378 $ 8,499 $ - $ - 188,284 $ 36,000 $ 131,600 $ - $ 8,499 $ 8,499 167,600 $ 36,000 19,796 18,446 - - 18,446 18,446 170,000 - 239,400 - 239,400 - Windows 2000 Migration Project Department 23 Total $ 378,080 $ 54,446 $ 371,000 $ - $ 425,446 $ 54,446 411,749 $ 316,397 $ - $ - $ 316,397 $ 224,653 Justice Courts Security $ 22,228 - - - - Viable technology proposal Technology 177,937 - - - - - 197,906 160,803 - - 160,803 160,803 Law Libraries (Legal Resources) Rent Increases 49,722 18,373 - - 18,373 18,373 84,741 84,741 - - 84,741 84,741 Interpreter Program 139,568 - - - - - 69,365 57,235 1,188,223 $ $ 5,033 $ 5,033 Department 25 Total $ 5,033 $ 5,033 409,187 $ 380,548 Juvenile Probation 1. Compensation $ 4. Safety 5. Personal Computers Department 27 Total $ Reduce audit interval because County operations are not currently being reviewed at an appropriate frequency Employee compensation at 2.5 % Funding requested out of general government contingency. - Compensation Constables 1. 2.5% Pay Raise Early voting program allows voters to request mailed ballots be sent to vote by mail. Issue is attached to primary and general election which happens every 2 years Issue is equal to 2.5% of base salary plus 11% for benefits for merit based increases. 45,035 Co-Sourcing Additional Pro-Tem Hours PIO Position Department 24 Total $ 25 FY 2000-01 RECOMM. (GEN. GOV CONT.) Waive Central Service Costs 2. Compensation 23 $ 45,790 Department 21 Total $ 22 324,207 FY 2000-01 RECOMM. (OPERATING) 101,336 $ $ $ - $ - $ 5,033 $ 5,033 $ - $ - $ 5,033 $ 5,033 $ 380,548 $ 471,923 - - - 203,290 $ 583,838 $ - $ 580,314 - - 330,290 840,813 580,314 $ - 77 - - $ - $ 203,290 $ 583,838 Additional staff and compensation Computer system upgrades, it staff 2.5 % issue Department wide Updating each court's legal libraries Additional funding to cover increases in rent expenditures Special pay for Spanish speakers 488,570 Pay for performance incentive. # Compensation plan implementation - 91,540 $ 563,463 Security staff and equipment to screen visitors Computer upgrades +it staff additions Maricopa County FY 2000-01 Annual Business Strategies Budget Issues Commentary (Continued) Description FY 2000-01 REQUESTED Dept 28 Medical Eligibility 1. Compensation 998,402 2.Technology Medical Examiner 1. Increased Staffing (1 Forensic Pathologist) 2. Compensation 3. Lease 3 new instruments (5 Years) Department 29 Total $ 30 31 FY 2000-2001 RECOMM. (TOTAL) 998,402 - - 998,402 998,402 121,200 - - 121,200 - 1,119,602 $ - $ - $ 1,119,602 FY 2001-2002 (ONGOING) $ Summary 151,462 136,054 - - 136,054 151,462 103,888 103,888 - - 103,888 103,888 43,055 43,055 - - 43,055 - $ - $ - $ 282,997 $ 255,350 $ 579,822 31,299 $ 187,413 31,299 $ - $ - $ 187,413 31,299 $ 157,413 31,299 4. Public Safety Personnel Retirement System 5. Information Technology 6. Increase in Supplies and Services Department 30 Total $ 80,000 - - - - - 140,520 28,500 37,500 - 69,500 - 69,500 37,500 37,500 Parks and Recreation 1. Staffing Needs 3. Personal Services - 2.5% Salary Advancement Human Resources Market Salary Adjustments $ Indigent Representation 1 Compensation - market adjustments 2 Compensation - merit increases 3 South Space Lease Integrated Notifications & Claims Computer System (includes new staff) 860,141 $ 256,212 $ - $ - $ 325,712 $ 226,212 111,543 $ 111,543 $ - $ - $ 111,543 $ 111,543 162,975 - - - - - 44,665 44,665 - - 44,665 44,665 23,775 - - - - - New Forensic Pathologist Compensation plan implementation. Year 1 payment of 3 Five Year Leases Department 5 year plan to address the issues and as a result of Employee Satisfaction Surveys. Information Technology $ Department 33 Total $ Public Fiduciary 1. Salary Adjustments 2. Two Additional Staff due to Increase Demand for Services 342,958 $ 156,208 $ - $ - $ 156,208 $ 156,208 388,906 $ 388,906 $ - $ - $ 388,906 $ 388,906 544,106 369,513 - - 369,513 369,513 406,836 260,228 - - 260,228 260,228 1,339,848 $ 41,004 85,095 WIN 2000 Upgrade Department 34 Total $ Planning & Training Windows 2000 Migration Project Salary Adjustments Web-Based Training Compensation plan implementation. 998,402 282,997 Department 31 Total $ 35 $ FY 2000-2001 RECOMM. (APP FUND BAL.) $ Ergonomic Vehicle 34 1,119,602 FY 2000-01 RECOMM. (GEN. GOV CONT.) 298,405 Windows 2000 Migration Project Ergonomics Specialist 33 $ 121,200 Department 28 Total $ 29 FY 2000-01 RECOMM. (OPERATING) $ Department 35 Total $ 1,018,647 $ 32,960 43,286 - $ 0 - - $ 0 - 1,018,647 $ 32,960 43,286 32,960 43,286 $ 76,246 $ - $ - $ 76,246 $ 76,246 25,001 $ - $ - $ - $ - $ - 67,746 12,212 - $ 12,212 - $ - - $ - 78 - - 12,212 - $ 12,212 - $ Atty.'s, client svc coord, leg asst, secy merit increases losing existing space to Superior Ct 1,018,647 27,176 153,275 12,745 30,000 Fund position to assist current ergonomic staff of 2. Request funding to purchase cargo mini van - Salary Advancements 1-Estate Administrator 1Intake Investigator Software and Training Viable technology proposal Salary Advancements 3 year lease of 10 training courses that could increase capacity and availability . Maricopa County FY 2000-01 Annual Business Strategies Budget Issues Commentary (Continued) Description FY 2000-01 REQUESTED FY 2000-01 RECOMM. (OPERATING) Dept 36 Recorder Salary Adjustments FY 2000-01 RECOMM. (GEN. GOV CONT.) FY 2000-2001 RECOMM. (APP FUND BAL.) FY 2000-2001 RECOMM. (TOTAL) FY 2001-2002 (ONGOING) Summary $ 25,210 $ 25,545 $ - $ - $ 25,545 $ 25,545 Department 36 Total $ 25,210 $ 25,545 $ - $ - $ 25,545 $ 25,545 80,348 $ 79,547 $ - $ - $ 79,547 $ 76,848 Need of Tech Director to oversee all aspects of tech equipment and programs 56,528 Provide back up support to financial director. 37 Superintendent of Schools Technology Director $ Assistant Finance Director 59,328 Department 37 Total $ 38 Superior Court JIS Operating Expenses $ IT Migration from Mainframe PC's and Network Upgrades - 59,238 - 59,238 139,676 $ 79,547 $ 59,238 $ - $ 138,785 $ 133,376 684,600 1,621,083 $ 625,156 - $ 1,024,183 $ - $ 625,156 1,024,183 $ 625,156 233,000 671,980 - - - - - Compensation Security Guards Court Reporters Superior Court Judge 1/2 Salary 1,161,845 303,894 479,812 61,123 1,103,833 365,368 61,123 200,000 - 1,103,833 365,368 200,000 61,123 1,103,833 365,368 200,000 61,123 Judicial Salary Increase Court Interpreter Costs Department 38 Total $ 100,000 5,084,337 2,155,480 177,328 100,000 1,501,511 - 177,328 100,000 3,656,991 177,328 100,000 2,865,808 39 Health Care Mandates Market Compensation Additional Staff Additional Staff Department 39 Total 41 Chief Information Officer 1. ADVANTAGE System Upgrade $ 67,173 270,918 1,155,836 1,493,927 $ 344,514 $ 67,173 270,918 1,155,836 1,493,927 $ 86,514 $ - $ - $ - $ 258,000 $ 67,173 270,918 1,155,836 1,493,927 $ 344,514 67,173 270,918 1,155,836 1,493,927 $ 66,514 Total includes staff, hardware, software, training, and consulting services Department 41 Total $ 344,514 $ 86,514 $ - $ 258,000 $ 344,514 $ 66,514 $ 52,558 $ 52,590 $ - $ - $ 52,590 $ 52,590 Department 43 Total $ 52,558 $ 52,590 $ - $ - $ 52,590 $ 52,590 36,738 $ 36,738 $ - $ - $ 36,738 $ 36,738 43 Treasurer Pay for Performance 45 Judicial Mandates 1 Compensation-market increases $ 41,643 37,672 - - 37,672 78,381 $ 74,410 $ - $ - $ 74,410 49 Office of Management & Budget 1. Compensation $ Department 49 Total $ 86,499 86,499 $ $ 86,499 86,499 $ $ - $ $ - $ $ 86,499 86,499 1,616,162 $ 1,654,598 $ 235,627 $ - $ 1,890,225 12. ATC Help Desk Support 37,672 Merit increases Department 45 Total $ 7. Network Operating System Conversion 9. PC Tech Support 10. Increased gasoline cost Provide at least 2.5% increase to each employee who has a performance rating between base full and excellent. Market adjustments 2 Compensation - merit increases 50 Sheriff's Office 1.a. Market Adjustment increases 6. Records Management System Equal to 2.5% of base salary plus 11% for benefits for merit based increases. $ 13. Ergonomics Department 50 Total $ $ 74,410 86,499 86,499 $ 1,890,225 128,813 - 128,813 128,813 - 57,422 55,694 - - 55,694 - 69,224 673,471 29,885 - - 29,885 - 28,096 - 11,877 11,877 11,877 11,877 50,000 2,606,969 $ 1,752,054 $ 50,000 414,440 $ - 79 - - $ 2,166,494 $ 1,930,198 Carryover Maricopa County FY 2000-01 Annual Business Strategies Budget Issues Commentary (Continued) Description Dept 64 Transportation 4. Maricopa County Public Transportation Service Funding Request FY 2000-01 REQUESTED FY 2000-01 RECOMM. (OPERATING) FY 2000-01 RECOMM. (GEN. GOV CONT.) FY 2000-2001 RECOMM. (APP FUND BAL.) FY 2000-2001 RECOMM. (TOTAL) FY 2001-2002 (ONGOING) Summary $ 1,600,000 $ - $ - $ - $ - $ - Department 64 Total $ 1,600,000 $ - $ - $ - $ - $ - 70 Facilities Management 1. 2.5% Salary Adjustments $ 216,291 $ 107,227 $ - $ - $ 107,227 $ 107,227 2. Protective Services Market Increase/Salary Adjustment 3. Placement-in-Range Funding/Salary Adjustment 184,818 184,818 - - 184,818 184,818 102,525 102,525 - - 102,525 102,525 4. Jails/FMO's/Program Enhancement 6. City of Phoenix Water and Sewer Increase 234,673 - - - - - 56,700 Department 70 Total $ 73 Materials Management 1. Salary Adjustment 2. 3. 4. 5. $ Electronic Commerce New Position Technology Issue Article V Admin Support - 795,007 $ 394,570 $ - $ 6,300 $ 6,300 $ - $ - $ - $ Comprehensive approach to meet basic public transportation needs for County Citizens. ARS does not permit use of HURF funds in this way. This will be implemented April 1, 2000 and will be a continuing cost. 394,570 $ 394,570 6,300 $ 6,300 2,025,000 51,710 63,543 80,000 - - 2,025,000 - 2,025,000 - - 17,000 17,000 - - 17,000 17,000 Other half for Mat'ls Mgmt. Sys. Specialist position. Electronic Procurement Technology Support Upgrade microcomputers Per Chris Bradley 6. M/WBE IGA w/City of Phoenix Department 73 Total $ 86 Public Health 2. Fund Current TB Social Worker (Withdrawn) Per Chris Bradley 2,243,553 $ 23,300 $ - $ 2,025,000 $ 2,048,300 $ 23,300 - - - - - - 3. Reinstate Funding for TB/HIV Staffing 43,325 18,750 - - 18,750 18,750 4. New Staff -- Security for Grunow Bldg. 47,990 47,990 - - 47,990 47,990 127,564 119,732 - - 119,732 119,732 5. Compensation Requesting due to $73K funding loss for TB Residential Living Program Fund 2 staff permanently or until Fed Grant Funding restored. 1.5 Security Guards for WIC/Immunization Clinic @ Grunow Building Salary Adjustments (Market/Performance Based) 6. Computer Replacement/Windows 2000 88,724 - - - - 20 New PCs. 100 Windows 2000 Upgrades 7. Roosevelt Building Maintenance Department 86 Total $ 100,000 - - - - Life Safety Repairs/Upgrades 407,603 $ 186,472 $ - $ - $ 186,472 $ 186,472 $ 64,400 $ 57,800 $ - $ - $ 57,800 $ 57,800 Department 88 Total $ 64,400 $ 57,800 $ - $ - $ 57,800 $ 33,954,788 $ 13,719,928 $ 3,627,307 $ 2,997,318 $ 20,414,053 88 Environmental Services 4. Vector Control Temp staff, 1 additional truck GENERAL FUND TOTAL - 80 - $ 21,203,491 Maricopa County FY 2000-01 Annual Business Strategies Budget Issues Commentary (Continued) Description FY 2000-01 REQUESTED FY 2000-01 RECOMMENDED (OPERATING) Dept FY 2000-01 RECOMMENDED (GEN GOV CONT.) FY 2000-2001 RECOMMENDED (APP FUND BAL.) $ $ FY 2000-2001 RECOMMENDED (TOTAL) FY 2001-2002 (ONGOING) Summary SPECIAL REVENUE FUNDS (200) 19 County Attorney Demand Reduction $ 175,113 $ 175,113 - - $ 175,113 $ 175,113 Drug Demand Reduction fees Department 19 Total $ 175,113 $ 410,571 $ 175,113 $ - $ - $ $ 175,113 $ 159,800 $ 175,113 26 Correctional Health 159,800 $ - $ - Estrella Support Clinic Department of Justice Final $ 622,391 546,534 $ - $ - 546,534 494,151 159,800 Administration Infrastructure 185,000 103,215 $ - $ - 103,215 89,715 Phase 0 $ - $ - $ - $ - Salary Adjustments Computer Automation $ 209,740 $ 165,980 $ - $ - $ 165,980 $ 165,980 Department 26 Total $ 1,603,019 175,317 $ 975,529 $ - $ - $ 975,529 $ 909,646 1. Compensation-agency 272 $ 45,111 $ 21,753 $ - $ - $ 21,753 $ 21,753 3,250 $ - $ - 3,250 3,250 27 Juvenile Probation 1. Compensation-agency 275 6,974 1. Compensation-agency 276 422,051 372,272 $ - $ - 372,272 372,272 2. Detention Alternatives- 373,773 111,377 $ - $ - 111,377 111,377 Agency 276 Home detention program and mediation program 3. Detention Admin. Reorganization -Agency 276 102,544 5. Personal Computers-Agency 276 238,750 $ - $ - $ - 147,210 $ - $ - $ - 0 Addition of Administrative personnel 147,210 $ - Addition of computers and software 50,000 $ - $ - 7. Grant Compensation Contingency 6. Restitution Fund-Agency 274 $ 261,455 50,000 $ - $ - $ - $ 50,000 - 50,000 Department 27 Total $ 1,500,658 $ 705,862 $ - $ - $ 705,862 $ 558,652 $ 300,000 $ 300,000 . Victim restitution work fund Potential supplement to grant supported salaries for compensation issues 42 Justice & Law Enforcement Integration Phase I $ 300,000 $ 300,000 Department 42 Total $ 300,000 $ 300,000 $ - $ - $ - $ - 66,730 $ - $ - $ Phase I of Intergrated Criminal Justice Information System $ 300,000 $ 300,000 $ 66,730 $ 38,837 Additional Building Inspector $ - $ - Code Enforcement Division 66,730 $ 38,837 44 Planning and Development 1. Del Webb Fund $ 66,730 $ 66,730 2. Abatement Fund for Zoning Violations $ 100,000 $ - Department 44 Total $ 166,730 $ 50 Sheriff (all in Agency 507 unless noted) 1. Market Adjustment Salary Increase $ 6,379,508 $ 2,071,661 $ 2. Estrella Support Bldg. $ 1,640,078 $ 1,106,300 $ 273,378 4. Inmate Education $ 1,815,917 $ 5. Recruiting Expenses new jail $ 500,000 $ $ 250,048 6. Records Management System $ 250,048 7. Network Operating $ 111,467 643,271 $ - $ 2,714,932 $ 2,714,932 $ 1,049,223 1,815,917 $ - $ 1,815,917 $ - 500,000 $ - $ $ - - $ - $ 250,048 $ - $ 113,076 $ - $ 113,076 $ - $ - $ $ - $ $ - $ System Conversion 8. Smartzone RepeaterWard 41 $ 60,517 9. PC Tech Support $ 134,376 $ 60,675 11. Jail Crimes & Intelligence Division Equipment $ 141,475 $ - $ 12. ATC Help Desk Support $ 32,267 $ 32,267 $ - $ - $ 14. Vehicle Replacement $ 56,000 $ - $ - $ - $ - $ - 15. Training Academy Lease $ 9,000,000 $ - $ - $ - 16. Security and Transport Staffing $ Department 50 Total $ 797,760 $ 20,919,413 $ 141,475 178,438 3,562,417 $ $ 3,624,089 $ - 81 - - $ 60,675 - 32,267 178,438 $ $ $ $ 57,042 - 32,267 $ 178,438 7,186,506 $ 3,853,464 Maricopa County FY 2000-01 Annual Business Strategies Budget Issues Commentary (Continued) Description Dept 64 Transportation 2. AZTech(Intelligent Transportation System Program) FY 2000-01 REQUESTED $ $ 1,851,000 FY 2000-01 RECOMMENDED (GEN GOV CONT.) $ - FY 2000-2001 RECOMMENDED (APP FUND BAL.) $ FY 2000-2001 RECOMMENDED (TOTAL) - $ FY 2001-2002 (ONGOING) 1,851,000 $ Summary 1,950,000 Continuing program enhancement initiative with some subsidy by Federal Government. Funding is requested through 2005 with increasing increments annually. 3. Dust Abatement 4. (See General Fund issues.) 5. Merit based pay increases Department 64 Total 1,851,000 FY 2000-01 RECOMMENDED (OPERATING) 620,000 620,000 $ - - $ - - - 620,000 425,000 - - $ 574,770 $ 450,885 $ - $ - $ 450,885 $ 450,885 $ 3,045,770 $ 2,921,885 $ - $ - $ 2,921,885 $ 2,825,885 200,000 $ 118,823 $ - $ - $ 118,823 $ 118,823 65 Library District 1. Market Salary $ Adjustments 2. Merit Salary Advancements 3. Fountain Hills Branch Expansion 4. Telecommunications Upgrade 5. WIN 2000 Upgrade 6. PC Replacement Phase 1 108,031 53,205 65,035 - - 65,035 65,035 - - - - - 53,207 43,794 - 10,500 - - - - 53,207 31,800 - - $ 85,835 $ 85,835 $ - $ - $ 85,835 $ 2,422 Department 65 Total $ 612,032 $ 322,900 $ - $ - $ 322,900 $ 218,080 197,000 $ 50,000 $ - $ - $ 50,000 $ - 197,000 $ 50,000 $ - $ - $ 50,000 $ - 79 Animal Control Design and Plan for New Shelter Department79 Total 2.5% merit based increases. Phase two 110,667 7. DRA/Taos Migration- 67 Solid Waste Replacement Roll Off Truck $ and 2 Jeeps Department 67 Total $ Federal EPA mandate for paving and coating dirt roads to abate dust. Continuing funding requested through FY2003, $300,000. 2.5% Operate New Fountain Hills Library May be eligible for ERATE discount Software New PC's Includes new server and software for the Library Operating System. Vehicle replacement 250,000 250,000 - - 250,000 - $ 250,000 $ 250,000 $ - $ - $ 250,000 $ - $ 116,200 $ - $ - $ - $ - $ - 2. Health Status Report $ 50,330 $ 47,731 $ - $ - $ 47,731 $ - 3. Jail Physical Exam Fee $ 160,000 $ 105,456 $ - $ - $ 105,456 $ - Conduct physical exams for inmates per DOJ Settlement Agreement Department 86 Total $ 326,530 $ 153,187 $ $ 153,187 $ - Vehicles, computer network hardware, modular furniture 86 Public Health 1. Outbreak Contingency Fund 88 Environmental Services 1. Equipment Purchase 475,850 64,086 274,930 - 427,850 2. New FTE's 3. New regional office $ $ $ $ 27,308 - 5. Dust Control County Counsel Charges Department 88 Total $ 123,605 $ 123,605 $ 814,866 $ SPECIAL REV. FUND TOTAL $ 28,321,053 $ 304,190 $ - - - 274,930 $ $ - - $ $ $ 455,158 $ 274,930 $ - $ $ 8,465,751 $ 2,984,166 $ - $ $ 253,728 $ $ - $ 27,308 274,930 Budget Fund Balance for Health Status Report - 427,850 $ $ Budget Fund Balance for communicable disease control $ $ 27,308 - 123,605 $ 123,605 730,088 $ 27,308 11,449,917 $ 8,292,134 253,728 $ Establish new regional office ENTERPRISE FUNDS (500) 67 Solid Waste 1. Additional Employees and bulldozer Department 67 Total ENTERPRISE FUNDS TOTAL - Northwest Regional Waste Tire Collection Site $ 304,190 $ 253,728 $ $ 304,190 253,728 $ $ - $ $ - 82 - - $ 253,728 $ $ 253,728 $ - Maricopa County FY 2000-01 Annual Business Strategies Budget Issues Commentary (Continued) Description Dept INTERNAL SERVICE FUNDS (600) 74 Equipment Services 1. Additional Fuel Funding FY 2000-01 REQUESTED $ 758,500 FY 2000-01 RECOMMENDED (OPERATING) $ 758,500 FY 2000-01 RECOMMENDED (GEN GOV CONT.) $ - - FY 2000-2001 RECOMMENDED (APP FUND BAL.) $ FY 2000-2001 RECOMMENDED (TOTAL) - - $ - FY 2001-2002 (ONGOING) 758,500 $ - Summary 758,500 2. Alternative fuel vehicle conversion and acquisition. 916,719 3. Five Propane Fuel Sites 100,000 - - - - - 4. Three positions 100,000 78,700 - - 78,700 78,700 Demographic issue. Rising fuel costs from .75/gallon to 1.03/gallon. Continuing funding is contingent upon the market. AZ Mandate toward clean air and reducing dependence on foreign oil. Program Enhancement to establish fueling sites to fuel alternative fuel vehicles. Program Enhancement. One position to expand mobile service unit; one position to work on alternative fueled vehicles and in "Get Ready" area; a clerk to maintain controls in payables, parts, and payroll. 5. Shop Equipment Technology Upgrades 110,000 6. Shop Equipment NonTechnical Upgrades 7. Bring Salaries within 5% of midpoint. Department 74 Total $ 110,000 - - 110,000 - 100,000 66,000 - - 66,000 - 121,801 37,525 0 0 37,525 36,042 Salary Adjustments. Twoyear plan to bring salaries to market range minimum and place in range during the second year. $ 2,207,020 $ 1,050,725 75 Risk Management 1. Market Adjustments 26,065 26,065 1. Salary Adjustments 2. Technology Issues 23,280 22,262 23,280 - Department 75 Total Program Enhancement. Upgrades for engine analyzers and computerized alignment rack. Program Enhancement. Large hoists for heavy equipment area. $ 76 Telecommunications 1.Voice and Wireless Network Upgrades and Maintenance 2. Customer Driven Volume Increases Department 76 Total 71,607 $ - $ - $ - $ $ - $ 1,050,725 $ 873,242 26,065 26,065 23,280 - 23,280 - 49,345 $ 252,000 252,000 525,000 626,379 626,379 626,379 626,379 2,278,627 626,379 $ 1,100,070 $ - $ - 2,997,318 GENERAL FUND TOTAL $ 33,954,788 $ 13,719,928 $ 3,627,307 $ NON-GENERAL FUND TOTAL $ 30,903,870 $ 9,819,549 $ 2,984,166 $ GRAND TOTAL $ 64,858,658 $ 23,539,477 $ 6,611,473 $ - 83 - 2,997,318 626,379 $ 1,100,070 Market for 5 positions in Claims 2.5% Adjustments Hardware, software and training 49,345 252,000 878,379 INTERNAL SERVICE FUNDS TOTAL $ 49,345 $ 626,379 $ 922,587 $ 20,414,053 $ 21,203,491 $ 12,803,715 $ 9,214,721 $ 33,217,768 $ 30,418,212 New software upgrades to Wil-Tel phone system and additional maintenance cost for microwave system. Increases in use of pagers, cell phones, long distance etc. will require higher charge backs to County departments Maricopa County FY 2000-01 Annual Business Strategies Eliminations Summary County agencies often engage in numerous transactions with other County agencies and public entities. The totals of all such internal transactions are eliminated in the preparation of the consolidated budget. These eliminations have no effect on the consolidated fund balance because equal amounts are eliminated from both revenues and expenditures. TRANSACTION DESCRIPTION Fund Transfers (including Central Service Costs) FY 1999-00 Adopted FY 1999-00 Revised $ 321,681,223 $ Employer Benefit Costs 31,570,403 Internal Service Charges 38,375,224 FY 1999-00 Restated FY 2000-01 Final/Adopted 323,681,223 $ 323,444,445 $ 420,980,825 Final Variance $ 97,536,380 0 38,375,224 37,307,548 39,573,844 2,266,296 6.1% 3,535,920 3,535,920 3,535,920 4,000,000 464,080 13.1% Payments from Maricopa Health Plan to Health System: Patient Services Attendant Care 30,505,743 13,769,483 30,505,743 13,769,483 30,505,743 13,769,483 37,976,843 12,338,254 Payments from Public Health to Health Plan for Ryan White Grant 475,381 475,381 475,381 626,500 Correctional Health Payments to Health System Total Eliminations $ 439,913,377 $ 443,999,008 $ 409,038,520 $ 515,496,266 0 30.2% 33,656,034 $ 0 ** % N/A 7,471,100 24.5% (1,431,229) -10.4% $ 151,119 31.8% 106,457,746 26.0% ** Commencing in FY 00/01, employee benefit premiums will flow to a pass-through account for payment directly to insurance carriers. - 84 - Maricopa County FY 2000-01 Annual Business Strategies Transfers By Fund SUMMARY OF TRANSFERS BY FUND FY 2000-01 AGENCY FUND IN (OUT) DESCRIPTION GENERAL FUND: FINANCE DEPARTMENT 180 100 8,064,137 HEALTH CARE MANDATES 390 100 54,677,600 CENTRAL SERVICES COSTS HEALTH CARE MANDATES 390 100 6,660,000 MMC PRE-AHCCCS CLAIMS SUBSIDY 3,547,901 MMC TEACHING PROGRAM SUBSIDY DISPROPORTIONATE SHARE FROM MMC HEALTH CARE MANDATES 390 100 HEALTH CARE MANDATES 390 100 GENERAL GOVERNMENT 470 100 91,522,722 DETENTION FUND / MOE GEN. GOVERNMENT APPROP. FUND BALANCE GEN. GOVERNMENT APPROP. FUND BALANCE 473 473 100 100 185,708 TRANSFER TO RES & REPORTING-NEG FUND BAL 83,657,637 COP DEBT SERVICE FUND PUBLIC HEALTH 860 100 TOTAL GENERAL FUND 656,500 SAIL GRANT MATCH 65,000 VITAL STATISTICS 62,741,737 186,295,468 SPECIAL REVENUE FUNDS: COMMUNITY DEVELOPMENT- GRANT 171 217 PARKS & RECREATION - SPECIAL FUNDING 302 240 24,432 CENTRAL SERVICE COST ALLOCATION PARKS & RECREATION - SPECIAL FUNDING 302 240 PLANNING AND DEVELOPMENT 440 226 PLANNING AND DEVELOPMENT 440 226 466,701 CENTRAL SERVICE COST ALLOCATION RESEARCH AND REPORTING 462 260 64,282 CENTRAL SERVICE COST ALLOCATION RESEARCH AND REPORTING 462 260 RESEARCH AND REPORTING 462 260 185,708 GENERAL GOVERNMENT 472 255 91,522,722 GENERAL GOVERNMENT - DETENTION FUND 472 255 MARICOPA HEALTH PLANS 601 247 TRANSPORTATION 640 232 36,471 CENTRAL SERVICE COST ALLOCATION 147,306 DEBT SERVICE 50,206 DEBT SERVICE 1,273 DEBT SERVICE TRANSFER FROM GEN GOVT-NEG FUND BAL DETENTION FUND / MOE FROM GEN FUND 103,034,318 SALES TAX PROCEEDS TO CAP. PROJ. 656,500 SAIL GRANT MATCH 1,683,452 CENTRAL SERVICE COST ALLOCATION TRANSPORTATION 640 232 417,434 DEBT SERVICE LIBRARY DISTRICT 650 244 629,266 CENTRAL SERVICE COST ALLOCATION LIBRARY DISTRICT 650 244 HOUSING 661 295 3,226 DEBT SERVICE 72,496 CENTRAL SERVICE COST ALLOCATION STADIUM DISTRICT 680 250 633,025 STADIUM DISTRICT DEBT SERVICE STADIUM DISTRICT 680 250 739,648 STADIUM DISTRICT DEBT SERVICE 2,623,028 STADIUM DISTRICT DEBT SERVICE STADIUM DISTRICT 680 250 STADIUM DISTRICT 680 250 603,428 STADIUM DISTRICT DEBT SERVICE STADIUM DISTRICT 680 250 401,545 STADIUM DISTRICT DEBT SERVICE STADIUM DISTRICT 680 250 FLOOD CONTROL DISTRICT 690 991 STADIUM DISTRICT- MLB OPERATION 780 253 38,705 CENTRAL SERVICE COST ALLOCATION ANIMAL CONTROL- SPECIAL REVENUE 792 572 268,523 CENTRAL SERVICE COST ALLOCATION ANIMAL CONTROL- SPECIAL REVENUE 792 572 ANIMAL CONTROL - FIELD OPERATIONS 794 572 401,545 STADIUM DISTRICT DEBT SERVICE 1,219,910 CENTRAL SERVICE COST ALLOCATION 7,047 DEBT SERVICE 132,280 CENTRAL SERVICE COST ALLOCATION PUBLIC HEALTH- GRANT 861 532 610,083 CENTRAL SERVICE COST ALLOCATION PUBLIC HEALTH SPECIAL FUNDING 863 265 141,821 CENTRAL SERVICE COST ALLOCATION PUBLIC HEALTH SPECIAL FUNDING 863 265 ENVIRONMENTAL AIR SERVICES 882 504 ENVIRONMENTAL HEALTH SERVICES 883 504 TOTAL SPECIAL REVENUE FUND 65,000 VITAL STATISTICS 289,179 CENTRAL SERVICE COST ALLOCATION 289,179 CENTRAL SERVICE COST ALLOCATION 92,429,930 115,029,809 INTERNAL SERVICE FUNDS: MATERIALS MANAGEMENT- REPROGRAPHICS 733 673 21,428 CENTRAL SERVICE COST ALLOCATION EQUIPMENT SERVICES 740 654 617,974 CENTRAL SERVICE COST ALLOCATION RISK MANAGEMENT 750 675 159,335 CENTRAL SERVICE COST ALLOCATION TELECOMMUNICATIONS 760 681 343,229 CENTRAL SERVICE COST ALLOCATION TOTAL INTERNAL SERVICE FUNDS - - 85 - 1,141,966 Maricopa County FY 2000-01 Annual Business Strategies Transfers By Fund (Continued) SUMMARY OF TRANSFERS BY FUND FY 2000-01 AGENCYFUND IN (OUT) DESCRIPTION ENTERPRISE FUNDS: MARICOPA HEALTH PLANS- ALTCS 600 550 MARICOPA HEALTH PLANS- ADMINISTRATION 605 570 SOLID WASTE 670 580 SOLID WASTE 670 580 MARICOPA HEALTH SYSTEM 900 534 MARICOPA HEALTH SYSTEM 900 534 MARICOPA HEALTH SYSTEM 900 534 MARICOPA HEALTH SYSTEM 900 534 14,983,788 MARICOPA HEALTH SYSTEM MARICOPA HEALTH SYSTEM 900 900 534 534 6,660,000 3,547,901 TOTAL ENTERPRISE FUND 14,983,788 ALTCS ARIZONA LONG TERM CARE 100,932 CENTRAL SERVICE COST ALLOCATION 75,648 CENTRAL SERVICE COST ALLOCATION 300,431 DEBT SERVICE 778,811 CENTRAL SERVICE COST ALLOCATION 1,141,681 DEBT SERVICE 54,677,600 DISPROPORTIONATE SHARE 25,191,689 CAPITAL PROJECT FUNDS: CIP - JAIL TAX 409 455 CIP - GENERAL GOVERNMENT 478 435 TOTAL CAPITAL PROJECT FUND MMC ARIZONA LONG TERM CARE MMC PRE-AHCCCS CLAIMS SUBSIDY MMC TEACHING PROGRAM SUBSIDY 72,058,891 103,034,318 CAPITAL PROJECTS 46,454,691 COP DEBT SERVICE 103,034,318 46,454,691 DEBT SERVICE FUNDS: STADIUM DIST DEBT SVS- 1993A 682 371 633,025 STADIUM DISTRICT DEBT SERVICE STADIUM DIST DEBT SVS- 1993B 683 373 739,648 STADIUM DISTRICT DEBT SERVICE STADIUM DIST DEBT SVS- PEORIA 684 375 2,623,028 STADIUM DISTRICT DEBT SERVICE STADIUM DIST DEBT SVS- 1996 685 377 603,428 STADIUM DISTRICT DEBT SERVICE STADIUM DIST DEBT SVS 686 378 401,545 STADIUM DISTRICT DEBT SERVICE STADIUM DIST DEBT SVS COUNTY IMPROVEMENTS - GEN GOVT COUNTY IMPROVEMENTS - GEN GOVT 688 992 992 379 320 320 401,545 83,657,637 46,454,691 STADIUM DISTRICT DEBT SERVICE CAPITAL PROJECTS COP DEBT SERVICE GENERAL OBLIGATION DEBT SERVICE 990 312 2,068,604 NON-GENERAL FUND ALLOCATION TOTAL DEBT SERVICE FUNDS 137,583,151 - GRAND TOTAL (ALL FUNDS) 420,980,825 420,980,825 - 86 - Maricopa County FY 2000-01 Annual Business Strategies Direct Assessment Special Districts Secondary Roll MARICOPA COUNTY DIRECT ASSESSMENT SPECIAL DISTRICTS SECONDARY ROLL FISCAL YEAR 2000-01 DIST. NO. DISTRICT NAME 28569 Pecos-McQueen LEVY PURPOSE Bond Interest Bond redemption 28577 Inland Bond Interest Bond redemption 28581 5TH Avenue Bond Interest 28589 158TH Street 28592 Fairview Lane 28593 East Fairview Lane 28594 White Fence Farms 28793 Queen Creek Water Imp 2000-01 AVAILABLE DIRECT BUDGET 1999-00 REQUEST FUNDS ASSESSMENT 5,693 5,693 0 0 0 45,699 45,699 0 0 0 51,392 51,392 0 0 0 1,563 1,563 0 0 0 17,376 17,376 0 0 0 18,939 18,939 0 0 0 77 0 0 0 852 0 0 0 929 929 0 0 0 Bond Interest 502 502 477 0 477 Bond redemption 274 274 2,036 0 2,036 776 776 2,513 0 2,513 Bond Interest 654 654 444 0 444 2,064 2,064 4,334 0 4,334 2,718 2,718 4,778 0 4,778 Bond Interest 6,046 6,046 4,702 0 4,702 Bond redemption 7,927 7,927 0 0 0 13,973 13,973 4,702 0 4,702 Bond Interest 2,711 2,711 1,728 0 1,728 Bond redemption 3,717 3,717 1,592 0 1,592 6,428 6,428 3,320 0 3,320 Bond Interest 3,293 3,293 2,668 0 2,668 Bond redemption 4,375 4,375 2,791 0 2,791 7,668 7,668 5,459 0 5,459 123,290 123,290 6,814 0 6,814 18,581 18,581 0 0 0 141,871 141,871 6,814 0 6,814 Bond Interest 5,993 5,993 4,552 0 4,552 Bond redemption 8,323 8,323 8,323 0 8,323 14,316 14,316 12,875 0 12,875 Bond Interest 0 0 13,224 0 13,224 Bond redemption 0 0 14,125 0 14,125 0 0 27,349 0 27,349 Bond Interest Bond redemption 28595 104th Place/University Dr. LESS BUDGET 77 Bond redemption 28590 Grandview Manor 2000-01 EXPENDITURES 852 Bond redemption 28583 Boulder ESTIMATED 1999-00 - 87 - Maricopa County FY 2000-01 Annual Business Strategies Direct Assessment Special Districts Secondary Roll (Continued) MARICOPA COUNTY DIRECT ASSESSMENT SPECIAL DISTRICTS SECONDARY ROLL FISCAL YEAR 2000-01 DIST. NO. DISTRICT NAME Central Ave Billings Street LEVY PURPOSE ESTIMATED 2000-01 LESS 2000-01 1999-00 EXPENDITURES BUDGET AVAILABLE DIRECT BUDGET 1999-00 REQUEST FUNDS ASSESSMENT Bond Interest 0 0 21,986 0 21,986 Bond redemption 0 0 30,191 0 30,191 0 0 52,177 0 52,177 Bond Interest 0 0 872 0 872 Bond redemption 0 0 1,400 0 1,400 0 0 2,272 0 2,272 28529 Estrella Dells General 50,000 50,000 87,762 0 87,762 28530 129th Avenue General 1,161 1,161 1,210 0 1,210 28531 14th Street General 807 807 310 0 310 28532 Avenida Del Sol General 141 141 220 0 220 28533 Mallory General 353 353 353 0 353 28535 Eagle Peak General 1,301 1,301 1,530 0 1,530 28546 Desert Foothills North General 12,148 12,148 11,900 0 11,900 28539 West Phoenix Estates 10 General 8,100 8,100 8,586 0 8,586 28547 Beautiful Arizona Estates General 34,850 34,850 30,817 0 30,817 0 ____________ 0 489 ____________ ____________ 0 ____________ 489 ____________ $367,871 ____________ ____________ $367,871 $183,638 ____________ ____________ ____________ ____________ $0 ____________ ____________ $183,638 ____________ ____________ 192nd Ave. - 88 - Maricopa County FY 2000-01 Annual Business Strategies Street Lighting Improvement District Levies Secondary Roll MARICOPA COUNTY STREET LIGHTING IMPROVEMENT DISTRICT LEVIES SECONDARY ROLL FISCAL YEAR 2000-01 DISTRICT # 13001 13003 13005 13010 13051 13056 13057 13059 13069 13070 13072 13075 13078 13079 13103 13107 13109 13121 13122 13128 13132 13147 13169 13176 13177 13178 13184 13188 13191 13203 13210 13219 13220 13221 13223 13226 13228 13247 13248 13263 13264 13268 13271 13281 13287 13288 13290 13291 13298 13303 13310 13311 13312 13315 13316 13325 13326 13329 13330 13331 13335 13343 13346 13348 13349 13351 13352 DISTRICT Sun City 38B Sunrise Unit 5 Ph 2 Golden West 2 Empire Gardens 2 Towne Meadows Vineyards of Mesa Clark Acres Country Meadows 9 Sun Lakes 09 Camelot Golf Club Est. 1 Desert Sands Golf & CC 3 Litchfield Park 19 Sunrise Meadows 1 Estate Ranchos Desert Foothills Est 5 Desert Foothills Est 6 Apache Wells Mobile P 3A Desert Sands Golf & CC 4 Sun Lakes 07 Litchfield Park 17 Valencia Village Superstition View #1 Sun Lakes 22 Villa Royale Coronado Acres Sun Lakes 10 Hopeville Sun Lakes 21 Dreamland Villa 19 Sun Lakes 19 Crestview Manor Sun Lakes 12 Sun Lakes 14 Sun Lakes 16 &16A Sun Lakes 18 Sun Lakes 11 & 11A Crimson Cove Sun City 57 Apache Wells Mobile P 3B Sun City 10 Sun Lakes 03A Sun Lakes 08 Mesquite Trails Sun City 10A Empire Gardens 3 Empire Gardens 4 Sun Lakes 15 Sun City 50A Sun City West Sun Lakes 17 Casa Mia 2A Pomeroy Estates Rio Vista West 2 Apache Wells Mobile P 6 Sun City 44 Queen Creek Plaza Rio Vista West Desert Saguaro Estates 1 Sun City 45 Sun City 46 Casa Mia 2B Knott Manor Circle City Desert Saguaro Estates 2 Sun City 47 Sun City 38 Mesa East 1999-00 ADOPTED BUDGET 1999-00 ESTIMATED EXPENDITURE 2000-01 BUDGET REQUEST 2,736 2,772 7,788 960 17,244 8,592 684 16,032 2,208 3,852 5,064 3,816 192 876 3,504 4,572 1,908 8,940 3,120 3,204 6,600 3,192 3,936 576 552 6,960 1,116 10,200 756 4,956 756 7,092 5,784 9,132 12,300 1,296 1,716 8,544 2,856 19,236 1,788 3,048 3,348 17,952 960 1,116 5,472 3,516 714,084 10,020 1,860 2,160 528 2,424 15,348 1,716 4,512 3,612 12,024 7,644 2,280 1,740 3,000 1,524 17,064 2,484 18,168 2,478 684 7,792 875 15,967 8,591 628 14,520 1,840 3,529 4,219 3,167 48 803 3,746 4,568 1,428 7,455 2,601 2,949 5,942 3,198 3,281 523 509 5,807 1,106 8,516 635 4,127 698 5,911 4,819 7,614 10,253 974 1,428 7,040 2,850 15,866 1,491 2,537 3,071 14,818 965 1,026 4,559 2,769 631,029 10,021 1,858 1,801 534 2,025 12,699 1,571 4,138 3,315 9,947 6,961 2,284 1,452 2,727 1,523 14,129 2,223 15,140 2,694 2,736 7,792 955 17,246 8,591 685 15,795 2,207 3,842 5,062 3,782 190 876 3,502 4,568 1,904 8,945 3,121 3,202 6,375 3,198 3,937 571 555 6,959 1,104 10,200 762 4,952 762 7,093 5,783 9,137 12,303 1,298 1,713 8,416 2,850 18,963 1,789 3,045 3,350 17,713 965 1,119 5,471 3,460 704,713 10,021 1,858 2,162 534 2,430 15,178 1,713 4,514 3,617 11,904 7,575 2,284 1,742 2,961 1,523 16,928 2,459 18,167 - 89 - 06/30/00 FUND BALANCE (820) (2,973) (2,394) (125) (4,804) (2,647) (205) (2,746) (620) (856) (641) (1,297) 928 (251) (1,066) (1,377) (83) (1,560) (884) (887) (1,726) (422) (1,205) (164) (127) (2,086) (235) (2,852) (199) (1,443) (167) (2,176) (1,667) (2,699) (1,635) (472) (465) (2,802) (349) (3,877) (622) (977) (1,071) (5,757) (277) (202) (1,682) (1,140) (176,971) (3,541) (459) (678) (143) (382) (5,469) (515) (1,088) (656) (1,838) (2,482) (643) (3) (642) (397) (5,463) (379) (5,010) DIRECT TAX LEVY 3,514 5,709 10,186 1,079 22,049 11,238 890 18,541 2,828 4,698 5,703 5,079 0 1,127 4,569 5,944 1,987 10,505 4,005 4,089 8,101 3,619 5,142 735 682 9,046 1,339 13,052 961 6,395 928 9,268 7,450 11,836 13,938 1,770 2,178 11,217 3,200 22,840 2,411 4,022 4,421 23,470 1,242 1,322 7,153 4,600 881,684 13,562 2,318 2,840 677 2,812 20,646 2,229 5,602 4,273 13,741 10,058 2,928 1,745 3,604 1,920 22,391 2,839 23,178 2000 ASSESSED VALUATION 1,587,207 625,640 1,504,150 187,500 6,236,589 1,627,850 231,860 1,877,000 683,050 822,953 587,551 1,686,500 4,744,850 330,420 1,129,906 1,199,275 205,714 1,128,941 894,923 673,250 1,121,755 503,450 3,328,314 624,680 168,350 2,750,789 80,719 4,591,214 314,900 2,094,750 147,150 2,345,607 2,020,395 3,108,068 3,681,013 978,050 117,809 1,763,549 375,871 3,687,403 479,950 616,550 586,032 3,443,928 198,850 221,250 2,197,607 682,824 165,026,972 3,046,284 353,750 488,860 183,300 455,229 2,461,394 192,250 590,700 454,050 2,307,012 1,727,807 563,400 187,200 683,150 380,500 2,879,124 263,209 2,705,645 2000 TAX RATE 0.2214 0.9125 0.6772 0.5757 0.3535 0.6904 0.3840 0.9878 0.4140 0.5709 0.9707 0.3012 0.0000 0.3410 0.4043 0.4957 0.9657 0.9305 0.4475 0.6074 0.7222 0.7189 0.1545 0.1176 0.4049 0.3288 1.6591 0.2843 0.3051 0.3053 0.6307 0.3951 0.3687 0.3808 0.3787 0.1810 1.8489 0.6361 0.8512 0.6194 0.5024 0.6524 0.7544 0.6815 0.6248 0.5974 0.3255 0.6737 0.5343 0.4452 0.6552 0.5809 0.3695 0.6176 0.8388 1.1592 0.9483 0.9411 0.5956 0.5821 0.5197 0.9323 0.5275 0.5046 0.7777 1.0784 0.8566 Maricopa County FY 2000-01 Annual Business Strategies Street Lighting Improvement District Levies Secondary Roll (Continued) MARICOPA COUNTY STREET LIGHTING IMPROVEMENT DISTRICT LEVIES SECONDARY ROLL FISCAL YEAR 2000-01 DISTRICT # 13354 13356 13357 13358 13359 13361 13362 13363 13364 13371 13372 13374 13375 13376 13383 13386 13392 13393 13394 13395 13396 13397 13401 13402 13404 13417 13418 13419 13420 13421 13422 13423 13424 13432 13433 13434 13437 13438 13439 13440 13441 13444 13446 13447 13448 13449 13450 13451 13452 13453 13454 13455 13456 13459 13460 13463 13465 13478 13485 13486 13487 13488 13490 13492 13494 13495 DISTRICT Sun City 49 Desert Sands Golf & CC 6 Desert Sands Golf & CC 7 Sun City 38A Velda Rose Estates East 5 Sun Lakes 04 Sun Lakes 05 Sun Lakes 06 Sun City 48 Oasis Verde Sun City 15D Sun City 51 Sun City 52 Sun City 50 Sun City West Expansion Litchfield Park 18 Sun City 41 Sun City 53 Sun City 54 Sun City 55 Desert Skies 2 Sun City 56 Sun City 33 Rancho Del Sol 2 Sun City 17E F&G Western Ranchettes Arizona Skies Mobile Est. E 2 Sun City 35 Az Skies Mobil Estates Sun City 28A Velda Rose Estates East 3 Velda Rose Estates East 4 Linda Vista Sun City 17H Sun Lakes 01 Sun Lakes 02 Granite Reef Vista Park Sun City 34 Sun City 34A Sun City 35A Sun City 36 Velda Rose Estates East 2 Apache Wells Mobile P 1&2 Apache Cntry Club Est. 5 Apache Wells Mobile P 4B Caballeros Haciendas Casa Mia Desert Skies Dreamland Villa 16 Dreamland Villa 17 Linda Vista 2 Lucy T. Homesites 2 Luke Field Homes McAfee Mobile Manor Rancho Grande Tres Sun Lakes 03 Western Ranchettes 2 La Casa Bonita Sun City 32A Sun City 31A Sun City 39 Sun City 40 Brentwood Acres Desert Sands Golf & CC 8 Sun City 37 Sun City 42 1999-00 ADOPTED BUDGET 1999-00 ESTIMATED EXPENDITURE 2000-01 BUDGET REQUEST 17,724 2,220 3,804 2,544 2,220 5,712 11,100 9,132 13,608 6,360 4,380 11,148 10,284 7,032 162,048 3,360 10,212 24,516 14,928 16,224 1,884 3,936 19,272 2,784 7,836 2,832 2,856 23,136 3,612 2,064 924 1,296 3,408 3,684 5,580 5,868 804 3,588 15,276 15,204 5,112 1,488 12,876 3,864 924 1,188 5,604 1,500 9,672 2,928 2,868 2,724 7,584 1,488 6,348 9,336 2,820 1,212 15,528 20,556 9,336 5,484 1,524 4,764 13,536 8,736 14,622 2,039 3,490 1,888 1,853 4,759 9,250 7,614 14,017 7,367 2,991 9,229 8,482 5,223 129,730 3,046 8,400 20,233 12,311 13,426 1,782 2,901 15,985 2,553 8,481 2,599 2,141 19,153 4,220 1,702 695 1,081 3,409 3,042 4,672 4,893 733 2,779 12,619 12,569 4,652 1,253 10,725 3,218 849 992 5,599 1,378 8,065 2,444 2,869 2,719 6,870 1,492 5,821 7,779 2,580 1,215 12,875 16,996 8,478 4,731 1,396 4,758 11,545 7,211 17,488 2,224 3,807 2,508 2,224 5,711 11,100 9,136 13,410 6,366 4,318 11,037 10,138 6,932 189,036 3,309 10,039 24,182 14,715 16,062 1,879 3,878 19,116 2,785 7,752 2,835 2,855 22,922 3,617 2,034 927 1,297 3,409 3,638 5,597 5,871 799 1,622 15,077 15,045 5,047 1,488 12,870 3,861 927 1,191 5,599 1,504 9,677 2,933 2,869 2,719 7,467 1,492 6,350 9,335 2,815 1,215 15,393 20,325 9,220 5,410 1,523 4,758 13,379 8,623 - 90 - 06/30/00 FUND BALANCE (6,447) (758) (1,218) (324) (440) (1,761) (1,753) (2,791) (5,627) (2,205) (1,006) (2,077) (3,541) (2,742) (150,950) (877) (3,135) (8,143) (4,738) (6,159) (233) (1,252) (6,601) (619) (5,388) (826) (392) (7,619) (443) (767) (264) (432) (990) (1,261) (1,503) (972) (202) (643) (4,977) (2,626) (2,061) (538) (1,573) (520) (160) (205) (1,299) (349) (2,319) (936) (842) (673) (1,439) (238) (1,452) (2,980) (800) (200) (3,982) (3,563) (1,962) (1,395) (321) (1,336) (6,732) (2,978) DIRECT TAX LEVY 23,935 2,982 5,026 2,832 2,664 7,472 12,853 11,927 19,037 8,571 5,324 13,114 13,679 9,674 339,986 4,186 13,174 32,325 19,454 22,221 2,112 5,131 25,717 3,404 13,140 3,662 3,248 30,541 4,060 2,801 1,191 1,729 4,399 4,898 7,100 6,843 1,002 2,265 20,054 17,671 7,109 2,025 14,443 4,381 1,087 1,396 6,898 1,852 11,997 3,869 3,711 3,392 8,906 1,730 7,801 12,314 3,615 1,415 19,375 23,889 11,182 6,805 1,843 6,094 20,111 11,601 2000 ASSESSED VALUATION 3,473,417 351,004 445,000 273,819 486,240 2,250,851 2,097,421 2,635,780 3,211,339 1,001,950 347,651 2,113,189 2,253,560 1,752,822 29,440,692 943,150 1,903,480 6,465,935 3,686,010 3,117,457 344,400 920,485 3,421,859 1,013,810 2,283,596 463,920 174,708 4,037,573 273,854 689,147 245,350 178,100 501,300 938,653 1,042,854 1,014,816 180,200 680,093 3,463,380 2,855,266 4,581,642 316,950 1,958,317 1,445,800 171,350 331,100 840,500 238,850 1,962,760 628,500 515,350 490,770 482,295 237,094 1,177,277 1,402,071 479,250 198,050 3,673,219 3,747,403 3,179,533 1,890,635 233,300 981,550 2,056,419 1,411,657 2000 TAX RATE 0.6891 0.8497 1.1293 1.0343 0.5479 0.3320 0.6128 0.4525 0.5928 0.8554 1.5315 0.6206 0.6070 0.5519 1.1548 0.4439 0.6921 0.4999 0.5278 0.7128 0.6134 0.5574 0.7516 0.3357 0.5754 0.7893 1.8589 0.7564 1.4826 0.4065 0.4853 0.9710 0.8775 0.5219 0.6808 0.6744 0.5558 0.3331 0.5790 0.6189 0.1552 0.6389 0.7375 0.3030 0.6341 0.4217 0.8207 0.7756 0.6112 0.6156 0.7202 0.6913 1.8465 0.7298 0.6626 0.8783 0.7543 0.7143 0.5275 0.6375 0.3517 0.3599 0.7902 0.6209 0.9780 0.8218 Maricopa County FY 2000-01 Annual Business Strategies Street Lighting Improvement District Levies Secondary Roll (Continued) MARICOPA COUNTY STREET LIGHTING IMPROVEMENT DISTRICT LEVIES SECONDARY ROLL FISCAL YEAR 2000-01 DISTRICT # 13496 13499 13510 13801 13802 13810 13812 13813 13816 13817 13820 13821 13825 13827 13830 13836 13837 13838 13839 13840 13844 13848 13849 13850 13851 13853 13855 13859 13862 13863 13864 13865 13868 13869 13870 13872 13874 13875 13876 13879 13882 13884 13885 13886 13888 13890 13896 13901 13908 13909 13911 13912 13913 13916 13917 13919 13921 13922 13923 13924 13925 13926 13927 13928 13929 13930 DISTRICT Sun City 43 Sun City 28B Camelot Golf Club Est. 2 Scottsdale Estates 01 Scottsdale Highlands 1 Melville 1 Scottsdale Estates 04 Scottsdale Highlands 2 Scottsdale Estates 02 Cavalier Hidden Village Scottsdale Estates 03 Mesa Country Club Park Scottsdale Estates 05 Trail West Dreamland Villa Scottsdale Cntry Acres Cox Heights 1 Cox Heights 2 Dreamland Villa 02 Esquire Villa 1 Scottsdale Estates 07 Scottsdale Estates 06 Scottsdale Estates 08 Scottsdale Estates 09 Cox Hghts 3 & Scot Est 12 Glenmar Dreamland Villa 03 Town & Country Scottsdale Country Place at Chandler Scottsdale Highlands 4 Trail West 2 Scottsdale Estates 16 J & O Frontier Place McCormick Estates 1 Dreamland Villa 04 Hallcraft 1 Hallcraft 2 Hallcraft 3 Apache Cntry Club Est. 1 Scottsdale Cntry Acres 2 Mereway Manor Cox Heights 7 Cox Heights 6 Cox Heights 4 Dreamland Villa 05 Scottsdale Highlands 5 Velda Rose Estates 1 Apache Cntry Club Est. 3 Dreamland Villa 06 Velda Rose Estates 2 Velda Rose Estates 3 Holiday Gardens 1 Sun City 06 Sun City 05 Dreamland Villa 07 Dreamland Villa 08 Velda Rose Cntry Club Add Sun City 06C Sun City 06D Sun City 06G Sun City 07 Sun City 08 Sun City 09 Velda Rose Estates 4 Dreamland Villa 09 1999-00 ADOPTED BUDGET 1999-00 ESTIMATED EXPENDITURE 2000-01 BUDGET REQUEST 16,632 2,316 3,360 4,704 1,704 5,376 12,276 1,872 4,920 5,880 1,512 6,672 3,012 10,044 1,500 1,680 3,576 3,396 9,444 2,460 4,908 10,368 10,524 6,816 4,344 8,844 1,848 4,800 2,004 6,312 1,152 1,884 5,640 2,376 1,428 2,112 25,188 15,168 10,536 6,972 5,880 5,088 1,692 1,128 4,140 5,400 1,500 1,116 10,584 3,888 1,680 1,848 156 36,228 15,120 5,928 4,092 2,388 27,612 25,188 10,260 8,712 10,512 8,448 1,848 5,748 13,757 1,933 3,409 4,342 1,558 4,942 11,257 2,070 4,514 5,392 1,382 6,111 3,017 9,205 1,377 1,402 3,280 3,109 8,655 2,047 4,902 9,500 9,649 6,251 3,982 8,652 1,699 3,998 1,833 5,788 1,153 1,726 5,177 2,176 1,308 1,791 23,085 13,908 9,663 5,815 5,394 2,966 1,549 1,038 3,796 4,496 1,516 927 9,705 3,505 1,415 1,544 155 30,070 12,536 4,942 3,410 2,187 22,811 20,939 7,720 7,149 8,715 6,974 1,544 4,788 16,458 2,287 3,362 4,700 1,700 5,379 12,281 1,878 4,924 5,882 1,507 6,666 3,017 10,041 1,502 1,683 3,578 3,395 9,441 2,456 4,902 10,364 10,527 6,820 4,344 8,658 1,853 4,798 2,002 6,315 1,153 1,883 5,649 2,374 1,426 2,122 25,183 15,172 10,541 6,970 5,884 5,085 1,690 1,132 4,141 5,395 1,502 1,112 10,587 3,823 1,683 1,853 155 35,976 14,978 5,931 4,092 2,386 27,269 25,112 10,279 8,525 10,397 8,340 1,853 5,745 - 91 - 06/30/00 FUND BALANCE (5,746) (820) (1,120) (973) (457) (1,577) (3,736) (909) (1,534) (1,317) (427) (2,104) (584) (3,089) (465) (369) (1,070) (960) (2,216) (796) (1,070) (3,124) (3,203) (2,115) (1,280) (1,348) (542) (824) (584) (1,830) (286) (576) (1,729) (733) (273) (339) (7,525) (4,871) (3,194) (963) (1,805) (1,636) (480) (331) (1,262) (807) (486) (371) (1,551) (1,177) (564) (620) 3,737 (5,733) (4,968) (1,028) (1,339) (763) (8,345) (5,584) (4,032) (1,764) (2,938) (1,318) (677) (1,102) DIRECT TAX LEVY 22,204 3,107 4,483 5,672 2,157 6,956 16,016 2,787 6,459 7,199 1,934 8,771 3,601 13,130 1,968 2,052 4,648 4,356 11,657 3,252 5,972 13,488 13,729 8,935 5,625 10,007 2,395 5,621 2,587 8,144 1,439 2,459 7,377 3,107 1,699 2,461 32,709 20,043 13,735 7,932 7,689 6,722 2,170 1,463 5,403 6,202 1,989 1,483 12,138 5,000 2,247 2,473 0 41,709 19,946 6,959 5,431 3,148 35,614 30,696 14,311 10,289 13,335 9,658 2,530 6,848 2000 ASSESSED VALUATION 2,667,463 420,909 1,145,675 1,197,971 610,750 1,212,150 2,890,450 655,344 1,391,480 1,473,037 808,400 2,244,750 561,550 3,441,596 471,000 275,200 1,477,471 1,042,900 2,210,650 1,217,195 749,725 2,825,610 2,886,096 2,048,100 1,064,350 2,857,090 357,500 811,335 532,050 1,640,550 443,210 601,050 1,322,400 689,667 259,523 396,312 8,449,786 4,941,486 6,743,550 1,958,440 1,987,400 1,560,312 483,451 323,000 1,270,250 938,475 417,550 202,480 3,046,850 843,829 248,050 490,600 381,025 4,973,687 2,798,698 1,189,000 955,950 262,900 4,483,524 3,525,815 2,098,260 1,698,203 2,102,552 1,522,468 449,988 1,144,950 2000 TAX RATE 0.8324 0.7383 0.3913 0.4735 0.3532 0.5738 0.5541 0.4252 0.4642 0.4887 0.2392 0.3907 0.6413 0.3815 0.4178 0.7457 0.3146 0.4176 0.5273 0.2672 0.7966 0.4773 0.4757 0.4362 0.5285 0.3502 0.6700 0.6928 0.4861 0.4964 0.3248 0.4091 0.5579 0.4505 0.6548 0.6209 0.3871 0.4056 0.2037 0.4050 0.3869 0.4308 0.4489 0.4529 0.4254 0.6609 0.4763 0.7325 0.3984 0.5926 0.9058 0.5040 0.0000 0.8386 0.7127 0.5852 0.5682 1.1976 0.7943 0.8706 0.6820 0.6059 0.6342 0.6344 0.5622 0.5981 Maricopa County FY 2000-01 Annual Business Strategies Street Lighting Improvement District Levies Secondary Roll (Continued) MARICOPA COUNTY STREET LIGHTING IMPROVEMENT DISTRICT LEVIES SECONDARY ROLL FISCAL YEAR 2000-01 DISTRICT # 13931 13932 13933 13934 13935 13936 13937 13938 13939 13940 13941 13942 13943 13944 13950 13951 13952 13953 13954 13955 13962 13964 13965 13966 13967 13968 13969 13970 13972 13973 13974 13978 13985 13986 13989 13990 13991 13992 13993 13994 13995 13999 23076 23137 23145 23176 23189 23254 23255 13435 23104 DISTRICT Sun City 11 Sun City 12 Sun City 15 Sun City 17 Sun City 01 Velda Rose Gardens Dreamland Villa 10 Sun City 15B Sun City 18 & 18A Sun City 17A Sun City 17B & 17C Sun City 19 & 20 Dreamland Villa 11 Sun City 23 Sun City 21 & 21A Dreamland Villa 12 Sun City 11A Sun City 15C Sun City 22 & 22A Apache Wells Mobile P 5 Velda Rose Estates East Sun City 14 Sun City 22B Sun City 25 Sun City 25A Sun City 27 Sun City 30 Sun City 16 Apache Wells Mobile P 3 Dreamland Villa 14 Apache Wells Mobile P 4 Apache Wells Mobile P 4A Sun City 24 Sun City 26 Sun City 26A Sun City 31 Suburban Ranchettes Sun City 24B Sun City 28 Sun City 32 Dreamland Villa 15 Sun City 24C Pinnacle Ranch at 83rd Ave Country Meadows 10 Litchfield Vista Views II Crystal Manor Anthem I Cloud Creek Ranch Citrus Point Az Skies Mobile Est. W 2 Litchfield Vista Views 1999-00 ADOPTED BUDGET 1999-00 ESTIMATED EXPENDITURE 2000-01 BUDGET REQUEST 37,128 27,900 3,252 4,080 242,748 3,576 5,556 4,932 27,696 2,424 7,008 31,080 7,800 17,160 27,468 6,504 8,964 10,500 24,672 2,436 3,336 5,244 7,776 31,368 16,692 8,172 31,260 20,028 7,620 12,456 5,568 2,424 6,576 15,192 12,900 11,868 3,876 6,648 2,856 11,988 8,340 4,272 2,688 12,936 1,932 6,732 4,704 0 0 30,660 23,058 2,351 4,055 181,439 2,980 4,633 4,470 22,884 2,587 5,804 25,801 6,495 13,855 22,277 5,418 7,379 9,372 20,430 2,026 1,668 5,195 7,070 25,428 13,794 6,755 25,827 14,952 7,624 10,382 4,639 2,016 6,513 12,559 10,662 9,833 3,881 5,494 2,360 9,543 6,954 3,535 2,438 15,768 2,393 3,369 23,758 243 1,086 36,677 27,564 3,206 4,049 241,253 3,576 5,560 4,853 27,371 2,420 6,939 30,891 7,794 16,950 25,414 6,502 8,821 10,206 24,442 2,431 0 5,176 7,697 29,064 16,490 8,080 30,893 19,770 7,624 12,462 5,570 2,419 6,493 15,024 12,763 11,760 3,881 6,583 2,821 10,380 8,345 4,231 2,647 12,747 1,907 6,737 81,730 972 4,344 (10,760) (5,585) (1,840) (1,089) (117,099) (531) (988) (1,814) (6,370) (1,335) (2,627) (7,081) (2,741) (5,613) (8,310) (2,140) (1,682) (3,393) (6,702) (208) 786 (1,242) (2,396) (10,446) (5,426) (2,678) (8,545) (9,409) (1,494) (3,130) (923) (185) (960) (4,847) (4,157) (5,023) (1,070) (2,318) (848) (3,756) (1,740) (1,641) (922) (22,571) (861) (7,746) (69,250) (324) (1,448) 47,436 33,149 5,046 5,138 358,352 4,107 6,548 6,667 33,741 3,754 9,566 37,972 10,535 22,564 33,724 8,642 10,504 13,599 31,143 2,639 0 6,418 10,093 39,510 21,916 10,757 39,438 29,179 9,118 15,592 6,493 2,604 7,453 19,871 16,920 16,782 4,951 8,901 3,669 14,136 10,085 5,871 3,569 35,318 2,768 14,483 150,979 1,296 5,792 5,988,381 4,384,120 1,139,101 567,934 29,895,247 316,774 1,056,700 1,008,640 4,591,742 377,264 1,412,908 4,856,252 1,549,596 2,845,332 4,346,474 1,196,350 1,193,430 3,268,135 3,295,453 262,159 461,189 555,437 2,418,142 6,036,460 2,936,179 1,701,132 5,239,367 9,859,767 1,162,072 3,167,179 1,370,843 455,271 2,078,595 3,648,426 2,097,659 2,121,453 854,310 2,274,741 744,693 2,137,174 1,754,737 1,698,304 833,320 2,447,072 652,380 896,600 3,266,242 73,511 448,820 2,898,492 2,492,401 2,974,158 (922,102) 4,011,486 628,093,670 1872 1728 3600 467 426 893 - 92 - 06/30/00 FUND BALANCE 1,868 1,704 (532) (158) 3,572 (690) DIRECT TAX LEVY 2,401 1,862 4,263 2000 ASSESSED VALUATION 2000 SQUARE FOOTAGE 314,226 1,351,641 1,665,867 2000 TAX RATE 0.7921 0.7561 0.4430 0.9047 1.1987 1.2967 0.6196 0.6610 0.7348 0.9952 0.6770 0.7819 0.6798 0.7930 0.7759 0.7223 0.8801 0.4161 0.9450 1.0067 0.0000 1.1555 0.4174 0.6545 0.7464 0.6323 0.7527 0.2959 0.7846 0.4923 0.4737 0.5721 0.3586 0.5447 0.8066 0.7911 0.5795 0.3913 0.4927 0.6614 0.5747 0.3457 0.4283 1.4433 0.4243 1.6154 4.6224 1.7630 1.2905 0.7639 0.1378 Maricopa County FY 2000-01 Annual Business Strategies PERSONNEL PLAN Introduction Accomplishing personnel performance objectives, while increasing the quality of life for employees and citizens alike, requires the successful administration and control of staffing resources. This section provides management with the tools necessary to achieve these objectives. Tools used include data, tracking, trending and analysis of key information, which control personal services expenditures and manage funded positions. 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 Funded Position Policy and the Lump Sum Budgeting Guidelines used in preparation of the annual budget. Maricopa County’s personnel resource strategies focus on the recruitment and retention of productive employees. Crucial elements of these processes include: e Compensation, including wages, benefits and employee leave programs. e Development of employee relations programs. e Ongoing development and maintenance of programs, services, resources, and training to enhance the health, morale, productivity, and organizational knowledge of employees Countywide. The operational and financial impact of human resources issues, trends, position control, recruitment and staff retention are contained in the following sections: e Summary Findings e Personnel Costs & Savings e Attrition (Turnover Rates) e Separations e Recruitment Strategies e Innovations & Competition 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. - 93 - Maricopa County FY 2000-01 Annual Business Strategies Summary Findings Maricopa County’s Financial and Personnel Resources 4th Quarter/Annual Report for the FY 1999-00 provides expanded information outlining the County’s successes in maintaining its strategic position as a leader in the local labor market. Maintaining its market share of highly productive and accomplished employees results from the County’s focusing its resources on increasing employee satisfaction and quality of life issues. The most significant results are exhibited in the decline of employee attrition. Average annual attrition rates have fallen from a high of 19.1% in FY 1995-96 to a low of 10.5% for FY 1999-00, a reduction of 8.6 basis points in five years. The average rate of attrition declined by 1.7% annually over the last 5years. The chart at right demonstrates the annual incremental decreases in the average rate of attrition. Maricopa County’s retention continues to improve in this pricecompetitive market. Departments with average annual attrition at or higher than the 19.1% average for FY 1995-96 are compared to FY 1999-00 below, including basis point reductions in attrition. Department Materials Management Recorder Human Services Public Health Housing Human Resources Chief Information Office Facilities Management FY 95-96 Avg. Attrition FY 99-00 Avg. Attrition Reduction 33.3% 30.8% 25.8% 24.9% 24.2% 21.3% 20.2% 19.1% 3.3% 13.2% 9.1% 13.5% 18.0% 5.5% 8.8% 10.7% 30.0 17.6 16.7 11.4 6.2 15.8 11.4 8.4 The reduction in attrition may also be due to the County’s seizing upon opportunities to redefine its compensation and benefits programs, including non-monetary benefits, which are increasingly important today. - 94 - Maricopa County FY 2000-01 Annual Business Strategies The County achieved new heights during FY 1999-00 by successfully meeting staffing objectives and increasing resource accountability. The County’s successes may be attributed to an ongoing commitment to attract and retain highly qualified, diversified and satisfied employees. Maricopa County continues to maintain a value-added compensation plan, leave plan and employee programs that provide competitive salary, wages and benefits, creative recruitment and innovative retention strategies. One of the major areas recently addressed focuses upon flexibility of work, time and space in order to achieve employee satisfaction. The chart at left provides a Countywide glimpse of Fy 1999-00 recruitment results. Of the 5,395 total positions recruited, 3,558 were filled, 1,006 remained unfilled as of June 30, 2000 and 831 recruitment requests were cancelled. - 95 - Maricopa County FY 2000-01 Annual Business Strategies $19.1 million in salary advancements were distributed during FY 1999-00. The chart at left shows major impacts of FY 1999-00 salary advancements issued by department. Also shown are the advances as a percent of total department salary. Incentive awards are funded from salary savings (unused salary advances) that may be issued at fiscal year-end in the form of performance incentives. These one-time awards do not increase an employee’s base salary. As shown on the chart at right, there were a total of 3,598 incentive awards provided to employees for a total of $3.2 million disbursed at fiscal year-end, not including benefits paid. A summary of FY 1999-00 incentive awards by department may be found in the personnel costs and savings section of this document. - 96 - Maricopa County FY 2000-01 Annual Business Strategies The chart at left shows annual separation rates by category. During FY 1999-00 voluntary separations decreased 10%. This is the first year since data collection and analysis began in FY 1995-96 that annual voluntary separations have declined. This may be one indication of employee satisfaction and is discussed further in the separation section of this document. The chart at right illustrates Maricopa County’s YTD 4th quarter FY 1999-00 gross personnel savings for all funds excluding grants of $32.8 million or 6.7% of actual personnel costs. General Fund gross personnel savings YTD 4th quarter FY 1999-00 are $19.4 million or 8.0% of actual personnel costs. Increases in the number of budgeted positions, timing issues related to filing newly created positions, recruitment efforts, and economic impacts such as the current highly competitive job market, affect personnel savings, as shown in the personnel savings section of this document. - 97 - Maricopa County FY 2000-01 Annual Business Strategies Maricopa County’s strong economic growth embraces competition in the local job market. Fierce competition as evidenced in the health care arena causes the County to rely upon more costly and erratic contract labor to meet customer demands. A prime example is registered nurses (RN’s). This essential workforce continually sees high vacancy rates that must be filled immediately in order to meet patient demand. The FY 1999-00 RN turnover for the Maricopa Health System is 18.9%. Total contract labor represents 10% of the Maricopa Health System workforce. Maricopa County overall employee satisfaction continues to increase. The FY 1995-96 overall score was 5.07%, FY 199798 was 5.17% and FY 1999-00 was 5.35%. There are a total of 7 major categories, as shown on the chart at left. With the exception of the category Benefits Compensation and Rewards, overall major categories received positive results. Additional information regarding Employee Satisfaction Survey results may be found in the innovations and competition section of this document. - 98 - Maricopa County FY 2000-01 Annual Business Strategies Maricopa County struggles to cope with the challenges of the current tight job market and expanding economy. The long period of population and employment growth, as seen on the chart at left, adversely affects the ability to compete in the workplace and may impact the quality of services provided to its’ citizens. According to the Arizona Department of Economic Security the predicted employment growth rate between FY 1996-97 and FY 2000-01 shows an average employment growth of 5.2%. Maricopa County is growing faster than any other county in the nation. The average annual population growth between FY 1995-96 and FY 2000-01 is predicted to be 3.1%. Although the growth rate has slowed over the past several years, it is expected to remain at current levels through 2004. The chart at right addresses summary personnel resources results for FY 1999-00. Total authorized positions increased by 772 positions from FY 1998-99. Attrition dropped from 12.2% to 10.5% over the same period, which is an indication of employee satisfaction. Maricopa County remains firm as it continues to recognize valued employees and reward “best” practices. - 99 - Maricopa County FY 2000-01 Annual Business Strategies FY 1999-00 Summary Results By Department FY 1999-00 AGENCY NAME 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 EMERGENCY MANAGEMENT CLERK OF SUPERIOR COURT DEPARTMENT OF FINANCE COUNTY ATTORNEY COUNTY ADMINISTRATION OFFICE ELECTIONS HUMAN SERVICES INTERNAL AUDIT JUSTICE COURTS CONSTABLES CORRECTIONAL HEALTH JUVENILE COURT MEDICAL ELIGIBILITY MEDICAL EXAMINER RECREATION SERVICES HUMAN RESOURCES INDIGENT REPRESENTATION PUBLIC FIDUCIARY PLANNING & TRAINING RECORDER SUPERINTENDENT OF SCHOOLS SUPERIOR COURT HEALTH CARE MANDATES CRIMINAL JUSTICE FACILITIES OFFICE OF THE CIO TREASURER PLANNING & INFRASTRUCTURE JUDICIAL MANDATES RESEARCH & REPORTING GENERAL GOVERNMENT MANAGEMENT & BUDGET SHERIFF MARICOPA HEALTH PLAN - ALTCS TRANSPORTATION LIBRARY DISTRICT HOUSING SOLID WASTE GENERAL STADIUM DISTRICT GENERAL 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 As of 6/30/00 POSITIONS AUTHORIZED 4 3 4 3 4 7 1,137 327 33 14 617 42 888 17 54 287 15 293 29 218 781 287 53 94 69 491 33 10 70 30 910 32 5 66 64 87 35 10 5 18 2,464 348 513 168 64 12 3 223 201 38 60 19 42 4 148 501 276 2,479 14,709 As of 6/30/00 POSITIONS FILLED 4 3 4 3 3 7 1,058 307 29 13 557 32 823 13 47 259 14 263 29 178 735 218 48 77 66 445 31 10 61 26 821 22 4 58 55 82 28 9 1 17 2,210 348 456 122 51 10 215 179 37 60 19 37 3 130 430 257 2,059 13,083 As of 6/30/00 POSITIONS VACANT 1 79 20 4 1 60 10 65 4 7 28 1 30 40 46 69 5 17 3 46 2 9 4 89 10 1 8 9 5 7 1 4 1 254 100 57 46 13 2 8 22 1 5 1 18 71 19 420 1,723 FY 99-00 YTD 4 Qtr FY 99-00 COUNTY VACANCIES BNA POSITIONS POSITIONS POSITIONS ATTRITION/ ACTIVELY ATTRITION/ RECRUITED FILLED SEPARATED TURNOVER RECRUITED TURNOVER 0.0% 0.0% 0.0% 3 3 2 0.0% 66.7% 66.7% 1 6.3% 0.0% 0.0% 0.0% 0.0% 0.0% 1 1 12.5% 200.0% 33.3% 4 4 3.6% 0.0% 0.0% 209 196 60 6.6% 34.0% 7.7% 123 52 30 6.1% 28.5% 10.5% 26 11 6 13.3% 23.1% 35.9% 1 1 1.8% 0.0% 7.7% 265 113 90 10.2% 41.5% 20.2% 15 10 5 20.2% 46.7% 21.1% 360 186 100 7.6% 31.9% 15.9% 6 4 6 17.6% 166.7% 43.1% 13 5 5 6.5% 61.5% 12.1% 67 60 50 9.1% 88.1% 18.2% 7 5 3 10.0% 57.1% 14.3% 138 33 40 7.9% 34.8% 17.0% 3 3 3 0.0% 100.0% 13.8% 95 41 29 16.0% 51.6% 17.2% 212 205 60 5.4% 35.4% 10.4% 195 30 54 20.9% 37.9% 28.1% 21 17 11 9.4% 66.7% 29.0% 38 22 13 13.5% 47.4% 19.6% 28 21 5 5.5% 21.4% 7.7% 191 127 41 10.3% 33.0% 12.4% 8 6 5 9.1% 87.5% 16.9% 7 4 2 7.3% 28.6% 0.0% 50 32 18 13.2% 46.0% 33.2% 8 4 3 5.1% 50.0% 7.4% 395 298 125 10.5% 40.3% 17.5% 4 32.8% 0.0% 0.0% 2 1 1 11.6% 100.0% 0.0% 23 15 10 8.8% 60.9% 19.0% 3 12 2 14.8% 333.3% 3.8% 56 39 13 9.9% 23.2% 27.6% 7 5 4 8.9% 85.7% 11.4% 7 5 19.5% 0.0% 20.0% 76.3% 0.0% 0.0% 16 12 5 16.2% 31.3% 23.0% 1,204 541 282 10.5% 33.9% 439.5% 118 87 78 12.9% 66.1% 18.4% 162 115 62 10.2% 54.9% 11.5% 44 35 25 25.3% 81.8% 19.8% 15 12 7 18.0% 60.0% 13.5% 3 6 4 21.1% 133.3% 54.1% 1 75.0% 100.0% 0.0% 56 51 20 6.3% 37.5% 8.0% 94 68 30 10.7% 36.2% 30.0% 10 10 3 3.3% 30.0% 7.0% 12 11 4 1.3% 33.3% 17.2% 6 6 3 3.9% 50.0% 5.6% 6 5 2 6.0% 50.0% 102.5% 2 3 2 6.3% 100.0% 67.4% 101 72 43 15.2% 46.5% 31.4% 197 104 61 13.5% 42.6% 17.2% 78 65 23 9.6% 34.6% 7.8% 683 605 668 12.8% 97.8% 32.0% 5,395 3,383 2,119 10.5% 47.2% 17.3% Maricopa County strives to attract and retain productive satisfied employees through creative hiring practices, competitive compensation, recognition programs and respect for a job well done. Motivating employees appears to be a crucial link to job satisfaction. Providing opportunities for balancing work and family while offering diversified employee compensation options are other keys to retaining employees. Incentives of all types make employees feel valued, particularly when they feel that what they do makes a difference. - 100 - Maricopa County FY 2000-01 Annual Business Strategies Personnel Savings All Funds (Excluding Grants) Maricopa County’s YTD 4th quarter FY 1999-00 gross actual personnel savings1 for all funds excluding grants total $32.8 million or 6.3% of total budgeted personnel costs. Net actual savings above budget of $18.4 million are 127.8% higher than budgeted personnel savings. MARICOPA COUNTY 4TH QUARTER YEAR-TO-DATE FY 1999-00 PERSONNEL SAVINGS ALL FUNDS EXCLUDING GRANTS % Gross % Net Actual Net Actual Actual Total Budget Actual Gross Actual Savings/ Budgeted Savings Savings/ Personnel Personnel Personnel Total Personnel (Above Budgeted Costs Costs Savings Budget Savings Budget) Savings $ 524,701,283 $ 491,877,344 $ 32,823,939 6.3% $ 14,436,180 $ 18,385,759 127.8% The chart at right provides a comparison of budgeted personnel costs to actual personnel costs and gross personnel savings. The decrease in FY 1999-00 gross personnel savings is primarily due to the increase in the number of additional filled authorized positions combined with lower vacancies and voluntary separations. 1 Personnel savings are grouped by fund in 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 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. The personnel savings section of this document places emphasis upon General Fund personnel savings and Enterprise Fund personnel savings that are health care related. These two funds have the greatest impact upon the citizens of Maricopa County. All other sections of this document which make reference to personnel savings include all funds (excluding grants). - 101 - Maricopa County FY 2000-01 Annual Business Strategies 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 Departments with major gross personnel savings for all funds, excluding grants. A better understanding of the financial impact major departments have on total gross personnel savings is provided by comparing the details as shown on the chart above to the total gross personnel savings shown on the chart at right. The Sheriff’s savings is 22.3% of total personnel savings, Superior Court 10.1%, Medical Eligibility 7.1%, Transportation 6.5%, County Attorney 6.1%, Indigent Representation 4.9%, Juvenile Court 5.8%, Clerk of Court 3.7% and Adult Probation 3.4%. Salary advancements are market equity adjustments and pay for performance, which increase an employee’s base pay and increase employee value. Unused salary advancement funding 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. The tables on the following pages provide a summary of salary advancements and incentive savings awards by department as of June 2000. - 102 - Maricopa County FY 2000-01 Annual Business Strategies SUMMARY REPORT OF SALARY ADVANCEMENTS BY DEPARTMENT JUNE 2000 Department Name BOS District 1 BOS District 2 BOS District 3 BOS District 4 BOS District 5 Clerk of Board Adult Probation Assessor County Call Center Emergency Management Svcs Clerk of Superior Court Community Development Department of Finance County Attorney County Administration Elections Human Services Internal Audit Justice Courts Constables Correctional Health Juvenile Probation Medical Eligibility Medical Examiner Parks & Recreation Human Resources Indigent Representation Public Fiduciary Planning & Training Recorder Superintendent of Schools Superior Court Criminal Justice Facilities Chief Information Officer Treasurer Planning & Development Judicial Mandates Research & Reporting General Government Management & Budget Sheriff Transportation Library District Housing Solid Waste Management Flood Control District Facilities Management Materials Management Equipment Services Risk Management Telecommunications Stadium District Animal Control Public Health Environmental Services Maricopa Integrated Hlth Sys Department Salary - 7/1/99* $159,307 $144,914 $161,304 $142,854 $158,184 $210,704 $31,200,978 $8,924,802 $557,565 $420,347 $14,370,720 $413,566 $1,498,307 $30,915,394 $834,974 $1,580,051 $6,703,133 $626,059 $7,598,843 $1,159,330 $5,406,648 $20,788,082 $5,686,158 $1,643,866 $2,204,654 $2,246,254 $18,111,206 $1,137,573 $344,760 $1,790,173 $964,475 $26,729,435 $291,595 $2,932,758 $1,865,760 $2,201,389 $1,296,797 $135,429 $47,091 $1,011,442 $72,457,008 $15,785,536 $3,125,200 $1,510,496 $316,306 $7,955,688 $4,440,363 $1,088,214 $1,919,008 $704,829 $1,637,251 $181,771 $2,936,918 $11,670,506 $8,145,051 $81,812,604 Totals 420,303,631 # Employees as of 6/30/00 3 2 3 2 2 7 1,061 307 30 13 561 10 33 825 13 47 261 14 249 6 178 735 240 48 77 66 451 31 10 60 25 715 4 59 54 82 29 9 1 17 2,214 458 122 51 10 216 179 37 60 19 37 3 132 434 259 3,302 13,873 # of Advances Through 6/25/00 3 0 1 2 0 3 954 323 31 15 573 10 29 1,222 10 52 258 9 393 5 83 747 17 56 91 67 455 26 8 74 26 605 3 56 52 55 27 5 1 24 2,521 252 147 51 2 174 226 35 64 16 41 2 67 568 362 3,165 14,064 Actual Fiscal Impact of Advances FY 1999-00 $6,685 $0 $6,606 $4,564 $0 $4,116 $2,125,230 $342,239 $18,643 $17,842 $461,266 $9,812 $17,436 $2,429,378 $17,569 $48,857 $146,556 $13,496 $1,204,952 $5,343 $326,527 $1,913,198 $39,394 $53,987 $138,200 $65,027 $907,915 $9,624 $12,818 $95,236 $19,988 $719,808 $14,019 $88,200 $63,125 $47,023 $40,754 $17,046 $11,250 $43,008 $1,900,483 $230,121 $248,060 $44,489 $433 $366,023 $206,312 $54,195 $61,312 $23,578 $48,504 $1,214 $39,743 $390,351 $472,403 $3,453,995 $19,047,952 Increased Cost Average % of FY 2000-01 Advance Given $9,464 10.39% $0 0.00% $7,072 27.98% $6,490 7.07% $0 0.00% $8,486 5.95% $2,180,714 6.65% $466,086 5.44% $35,069 5.06% $30,867 6.85% $768,934 5.31% $16,619 4.08% $64,459 5.38% $3,196,904 6.83% $24,981 5.44% $86,611 5.61% $227,822 3.34% $20,051 4.63% $1,264,099 13.75% $5,720 4.06% $325,749 11.74% $1,964,789 9.35% $60,424 12.83% $104,770 5.77% $185,016 7.12% $127,192 6.27% $1,383,179 7.29% $30,472 3.29% $22,630 6.84% $136,531 6.83% $52,666 6.20% $803,222 4.45% $24,606 11.11% $148,034 5.01% $77,106 4.09% $93,454 4.69% $69,014 5.77% $30,971 20.13% $19,136 40.64% $84,074 7.16% $3,860,771 4.58% $519,438 5.79% $416,416 13.03% $62,733 4.52% $3,973 3.17% $481,645 6.88% $341,619 5.23% $86,840 7.84% $90,771 4.66% $32,032 4.86% $85,946 5.40% $4,368 6.38% $113,298 6.65% $606,694 4.25% $794,331 6.78% 7.15% $6,343,043 $28,007,403 6.45% *Total Department Salary is the total annualized salary of all employees except temporaries, on payroll on July 1, 1999. All calculations of costs and percentages assume full-time equivalency for all positions. Temporary employee salary dollars are not included in dept salary figures, all other columns will include any salary advancements given to temporary employees. - 103 - Advances as % of Salaries 4.20% 0.00% 4.10% 3.19% 0.00% 1.95% 6.81% 3.83% 3.34% 4.24% 3.21% 2.37% 1.16% 7.86% 2.10% 3.09% 2.19% 2.16% 15.86% 0.46% 6.04% 9.20% 0.69% 3.28% 6.27% 2.89% 5.01% 0.85% 3.72% 5.32% 2.07% 2.69% 4.81% 3.01% 3.38% 2.14% 3.14% 12.59% 23.89% 4.25% 2.62% 1.46% 7.94% 2.95% 0.14% 4.60% 4.65% 4.98% 3.19% 3.35% 2.96% 0.67% 1.35% 3.34% 5.80% 4.22% 4.53% Maricopa County FY 2000-01 Annual Business Strategies SUMMARY REPORT OF INCENTIVE AWARDS BY DEPARTMENT JUNE 2000 Department Board of Supervisors District 1 Board of Supervisors District 2 Board of Supervisors District 3 Board of Supervisors District 4 Clerk of the Board of Supervisors County Call Center Emergency Management Clerk of Superior Court Finance County Attorney County Administrative Office Elections Human Services Internal Audit Justice Courts Indigent Representation Public Fiduciary Recorder Schools Criminal Justice Facilities Office of the CIO Treasurer Planning & Development Judicial Mandates Management & Budget Maricopa Health Plans Transportation Library District Solid Waste Flood Control Facilities Management Materials Management Equipment Services Risk Management Telecommunications Stadium District-MLB Animal Control Services Public Health Environmental Services MIHS - Maricopa Medical Center TOTALS Number Of Awards 3 1 3 2 6 24 12 382 30 665 11 16 139 14 196 381 29 32 24 4 38 51 50 29 4 5 354 124 3 99 129 30 22 15 20 3 28 380 224 16 3,598 - 104 - Total Awarded $ 5,000 $ 2,500 $ 5,000 $ 3,000 $ 8,800 $ 27,500 $ 12,750 $ 336,000 $ 38,000 $ 357,100 $ 12,800 $ 19,700 $ 92,000 $ 9,000 $ 97,500 $ 389,651 $ 29,400 $ 34,750 $ 29,000 $ 6,000 $ 45,450 $ 65,500 $ 67,500 $ 30,074 $ 4,975 $ 3,402 $ 398,300 $ 88,650 $ 4,100 $ 89,100 $ 97,900 $ 35,750 $ 15,000 $ 20,400 $ 26,000 $ 4,500 $ 31,625 $ 347,400 $ 265,260 $ 2,458 $ 3,158,794 Average Of Each Award $ 1,667 $ 2,500 $ 1,667 $ 1,500 $ 1,467 $ 1,146 $ 1,063 $ 880 $ 1,267 $ 537 $ 1,164 $ 1,231 $ 662 $ 643 $ 497 $ 1,023 $ 1,014 $ 1,086 $ 1,208 $ 1,500 $ 1,196 $ 1,284 $ 1,350 $ 1,037 $ 1,244 $ 680 $ 1,125 $ 715 $ 1,367 $ 900 $ 759 $ 1,192 $ 682 $ 1,360 $ 1,300 $ 1,500 $ 1,129 $ 914 $ 1,184 $ 154 $ 878 Plus Benefits $ 5,550 $ 2,775 $ 5,550 $ 3,330 $ 9,767 $ 30,522 $ 14,151 $ 372,926 $ 42,176 $ 396,345 $ 14,207 $ 21,865 $ 102,111 $ 9,989 $ 108,215 $ 432,474 $ 32,631 $ 38,569 $ 32,187 $ 6,659 $ 50,445 $ 72,698 $ 74,918 $ 33,379 $ 5,522 $ 3,775 $ 442,073 $ 98,393 $ 4,551 $ 98,892 $ 108,659 $ 39,679 $ 16,649 $ 22,642 $ 28,857 $ 4,995 $ 35,101 $ 385,579 $ 294,412 $ 2,728 $ 3,505,946 Maricopa County FY 2000-01 Annual Business Strategies 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 1999-00 PERSONNEL SAVINGS GENERAL FUND Total Budget Personnel Costs $ 241,393,473 Actual Personnel Costs $ 221,979,976 Gross Actual Personnel Savings $ 19,413,497 % Gross Actual Savings/ Total Budget 8.0% Budgeted Personnel Savings $ 7,781,634 Net Actual Savings (Above Budget) $ 11,631,863 % Net Actual Savings/ Budgeted Savings 149.5% The $11.6 million in net actual savings (above budget) equates to a 4.9% variance to total budgeted personnel costs. The chart at right shows trends in General Fund actual personnel costs and gross personnel savings. The largest contributor to lower costs and higher savings during FY 1999-00 is the Sheriff’s Office. 13.0% of FY 1999-00 actual personnel costs and 17.6% of gross personnel savings are attributed to the Sheriff’s Office. These savings are due to non-distribution of incentive savings awards during FY 1999-00 and an inability to retain detention officers offset by overtime paid. The chart below details the General Fund personnel costs by quarter for FY 1999-00. GENERAL FUND PERSONNEL COSTS FY 1999-00 TOTAL SALARIES & WAGES TOTAL BENEFITS TOTAL PERSONNEL COSTS BENEFITS AS % OF PERSONNEL COSTS 1st Quarter 2nd Quarter rd 3th Quarter 4 Quarter Fiscal Year Total $ 46.5 million $ 46.9 million $ 45.9 million $ 47.5 million $186.8 million $ 8.7 million $ 8.8 million $ 8.1 million $ 9.6 million $35.2 million $ 55.2 million $ 55.7 million $ 54.0 million $ 57.1 million $222.0 million 15.8% 15.8% 15.6% 16.8% 15.9% - 105 - Maricopa County FY 2000-01 Annual Business Strategies Personnel costs are made up of salaries and wages, and benefits. The chart on the preceding page shows FY 1999-00 General Fund personnel costs by quarter. Salaries and wages represent 84.2% of total personnel costs, whereas, benefits represent 15.9% of total personnel costs. Personnel costs are affected by increases in authorized positions, employee turnover, timing issues related to filing newly created positions, recruitment efforts and economic impacts such as the current highly competitive job market, etc. The table below shows General Fund personnel savings by individual department year-to-date 4th quarter of FY 1999-00, which excludes General Government. AGENCY NAME 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 EMERGENCY MANAGEMENT CLERK OF SUPERIOR COURT DEPARTMENT OF FINANCE COUNTY ATTORNEY COUNTY ADMINISTRATION OFFICE ELECTIONS HUMAN SERVICES INTERNAL AUDIT JUSTICE COURTS CONSTABLES JUVENILE COURT MEDICAL ELIGIBILITY MEDICAL EXAMINER RECREATION SERVICES HUMAN RESOURCES INDIGENT REPRESENTATION PUBLIC FIDUCIARY PLANNING & TRAINING RECORDER SUPERINTENDENT OF SCHOOLS SUPERIOR COURT HEALTH CARE MANDATES OFFICE OF THE CIO TREASURER JUDICIAL MANDATES MANAGEMENT & BUDGET SHERIFF FACILITIES MANAGEMENT MATERIALS MANAGEMENT ANIMAL CONTROL SERVICES PUBLIC HEALTH ENVIRONMENTAL SERVICES TOTAL GROSS BUDGET PERSONNEL COSTS 207,346 182,572 200,545 187,192 185,431 325,471 9,273,030 12,076,466 1,064,174 113,422 17,576,708 1,920,675 37,646,606 1,040,263 2,389,574 342,903 798,420 10,934,897 1,375,992 9,902,944 9,586,463 2,711,067 935,494 2,495,332 23,909,900 1,474,650 489,990 1,357,881 1,251,205 31,393,969 84,897 3,566,628 2,581,258 1,792,807 1,245,639 32,112,646 6,870,482 1,281,858 122,948 4,188,718 456,990 237,655,453 ACTUAL PERSONNEL COSTS 207,931 189,098 175,752 174,644 202,869 309,430 9,215,889 11,392,784 942,635 94,242 16,500,188 1,603,203 35,666,587 905,083 2,286,679 363,216 737,809 11,089,363 1,400,831 9,332,455 7,294,549 2,545,527 881,543 2,195,842 22,193,021 1,356,702 459,452 1,206,720 1,214,633 29,839,269 67,392 3,359,404 2,346,132 1,563,201 1,145,082 28,738,645 6,548,865 1,163,338 3,907,096 452,177 221,269,278 GROSS PERSONNEL SAVINGS (585) (6,526) 24,793 12,548 (17,438) 16,041 57,141 683,682 121,539 19,180 1,076,520 317,472 1,980,019 135,180 102,895 (20,313) 60,611 (154,466) (24,839) 570,489 2,291,914 165,540 53,951 299,490 1,716,879 117,948 30,538 151,161 36,572 1,554,700 17,505 207,224 235,126 229,606 100,557 3,374,001 321,617 118,520 122,948 281,622 4,813 16,386,175 - 106 - BUDGETED PERSONNEL SAVINGS 225,000 665,445 21,452 524,662 94,581 1,226,422 33,277 12,285 12,364 450,000 176,764 278,353 152,753 25,199 55,430 725,757 37,596 4,830 57,124 788,865 133,485 102,178 58,271 23,851 1,357,409 292,478 56,209 176,316 13,278 7,781,634 NET ACTUAL PERSONNEL SAVINGS (585) (6,526) 24,793 12,548 (17,438) 16,041 (167,859) 18,237 100,087 19,180 551,858 222,891 753,597 101,903 90,610 (20,313) 48,247 (604,466) (24,839) 393,725 2,013,561 12,787 28,752 244,060 991,122 80,352 25,708 94,037 36,572 765,835 17,505 73,739 132,948 171,335 76,706 2,016,592 29,139 62,311 122,948 105,306 (8,465) 8,604,541 GROSS ACTUAL VARIANCE TO BUDGET -0.3% -3.6% 12.4% 6.7% -9.4% 4.9% 0.6% 5.7% 11.4% 16.9% 6.1% 16.5% 5.3% 13.0% 4.3% -5.9% 7.6% -1.4% -1.8% 5.8% 23.9% 6.1% 5.8% 12.0% 7.2% 8.0% 6.2% 11.1% 2.9% 5.0% 20.6% 5.8% 9.1% 12.8% 8.1% 10.5% 4.7% 9.2% 100.0% 6.7% 1.1% 6.9% Maricopa County FY 2000-01 Annual Business Strategies 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 gross personnel savings year-to-date total a negative ($6.8) million or 20.8% of Countywide gross personnel savings. MIHS actual personnel costs year-to-date total $107.9 million. They show a negative ($6.8) million over budget position in gross and net personnel savings. 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 and gross actual personnel savings for MIHS are identical. Maricopa Health System Gross actual personnel savings for MHS are a negative ($3.2) million or (3.5%) over budget for FY 1999-00, as shown on the table below. Maricopa Health System YTD 4th Quarter FY 1999-00 Personnel Savings Total Budget Personnel Actual Personnel Costs Gross Actual Personnel % Gross Actual Savings/ Costs Savings Total Budget $ 91,482,952 $ 94,708,106 ($ 3,225,154) (3.5%) The over budget situation is due, in part, to the continued expansion of the local economy that has affected a large increase in demand for services during FY 1999-00. MHS has also been able to fill prior shortages in skilled labor, particularly technical staff such as Registered Nurses (RN’s), thus reducing turnover. - 107 - Maricopa County FY 2000-01 Annual Business Strategies The growing demands for service continue to place additional burdens on the health system. The chart at left shows the excess services provided above those budgeted. Patient days exceeded those budgeted by 9.7%, admissions by 14.3%, emergency room visits by 20.7%, outpatient visits by 14.0% and deliveries by 4.5%. Compensation inequities continue to be addressed along with attrition issues. RN turnover FY 1999-00 was 18.9%. 100 RN’s separated and 168 RN’s were hired during the fiscal year. MHS hired 59.6% more registered nurses than those separating during FY 1999-00, one of the causes of their over budget situation. This is the first time in years that MHS has been able to attract and retain RN’s. Personnel costs are shown on the table below. The MHS benefit rate is a low 14.4% due to the use of contract labor in the first three-quarters of FY 1999-00. Contract labor is used to offset employee shortages. Salaries & Wages $81.1 Million Maricopa Health System YTD 4th Quarter FY 1999-00 Personnel Costs Benefits Total Personnel Costs $13.6 Million $94.7 Million The chart at left provides insight as to the relationship between the demand for services and its offsetting financial impact. As services increase, personnel savings decrease. In past years MHS showed positive personnel savings due to its lack of ability to compete in the local labor market. This situation has changed due to market equity adjustments made over the past 18 months. - 108 - Benefit Rate 14.4% Maricopa County FY 2000-01 Annual Business Strategies Maricopa Health Plan MHP’s year-to-date 4th quarter FY 1999-00 gross personnel savings total a negative ($0.2) million, as shown on the chart at right. This variance is due to the transfer of year-to-date costs relating to the Senior Select Plan marketing positions previously residing under the Maricopa Health System. Attrition Maricopa County’s rate of attrition, or turnover, as of June 30, 2000 was 11.7%, and the YTD FY 1999-00 average annual rate of attrition was 10.5%. 10.5% represents the lowest average annual rate of attrition since the County began tracking this data in FY 1995-96. This compares favorably to FY 1995-96 of 19.1%, FY 1996-97 of 14.3%, FY 1997-98 of 12.4% and FY 1998-99 of 12.2%. The FY 1999-00 average annual attrition rate of 10.5% is 1.7 percentage points lower than last fiscal year’s average rate of 12.2%. Maricopa County’s average annual attrition rate trend has declined by 45% over the past five years. The incremental growth trendline as provided on the chart at right shows continuing decreases are anticipated. This is based upon incremental growth from FY 1995-96, economic conditions remaining at a similar level and the County’s continued competitive approach to attracting and retaining employees. - 109 - Maricopa County FY 2000-01 Annual Business Strategies Fiscal year information regarding attrition calculations is provided on the chart below. Maricopa County calculated attrition rates compare the number of vacant positions to total authorized positions2. FISCAL YEAR FY 1999-00 FY 1998-99 FY 1997-98 FY 1996-97 FY 1995-96 AUTHORIZED POSITIONS AS OF JUNE 30 14,709 13,813 13,264 13,673 13,590 NEWLY CREATED POSITIONS DURING FISCAL YEAR 906 723 92 202 Not Available POSITIONS FILLED AS OF JUNE 30 13,083 12,405 11,682 11,590 11,388 POSITIONS VACANT AS OF JUNE 30 1,723 1,542 1,573 1,849 1,777 SEPARATIONS DURING FISCAL YEAR 2,119 2,235 2,166 1,974 1,821 Another methodology used in calculating attrition that Maricopa County reports is referred to as the Bureau of National Affairs, Inc. (BNA) formula. This formula differs from Maricopa County’s calculation in that BNA compares the number of separations to the average number of regular positions filled and annualized versus comparing authorized positions to vacant positions. BNA turnover rates do not include reductions-in-force. According to the BNA, Inc., June 8, 2000, Bulletin To Management, effective March 31, 2000, rising attrition continues due to the expanding economy and competitive labor markets. Retention problems escalated across organizations of 2,500 or more workers, with a modest rise in permanent departures to .95% average per month or 11.4% annually versus a reduction in Maricopa County permanent departures of .125% average per month or 1.5% for FY 1999-00. For the first time in three years Maricopa County’s attrition rate compares favorably to the BNA public sector and western region rates. The chart at left provides the results of applying the Bureau of National Affairs, Inc., (BNA) attrition formula to Maricopa County in comparison to the BNA attrition rates. By combining the public sector and western region BNA attrition rates, BNA’s average of 17.6% is .2 percentage points higher than Maricopa County’s BNA calculated attrition of 17.4%. 2 Total authorized positions represent the total positions authorized through the budget process. - 110 - Maricopa County FY 2000-01 Annual Business Strategies MARICOPA COUNTY ATTRITION RATES UTILIZING THE BNA FORMULA & MARICOPA COUNTY FORMULA AGENCY NAME 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 EMERGENCY MANAGEMENT CLERK OF SUPERIOR COURT DEPARTMENT OF FINANCE COUNTY ATTORNEY COUNTY ADMINISTRATION OFFICE ELECTIONS HUMAN SERVICES INTERNAL AUDIT JUSTICE COURTS CONSTABLES CORRECTIONAL HEALTH JUVENILE COURT MEDICAL ELIGIBILITY MEDICAL EXAMINER RECREATION SERVICES HUMAN RESOURCES INDIGENT REPRESENTATION PUBLIC FIDUCIARY PLANNING & TRAINING RECORDER SUPERINTENDENT OF SCHOOLS SUPERIOR COURT CRIMINAL JUSTICE FACILITIES OFFICE OF THE CIO TREASURER PLANNING & INFRASTRUCTURE JUDICIAL MANDATES RESEARCH & REPORTING MANAGEMENT & BUDGET SHERIFF MARICOPA HEALTH PLAN - ALTCS TRANSPORTATION LIBRARY DISTRICT HOUSING SOLID WASTE GENERAL 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 TOTALS FY 1999-00 BNA CALCULATED ATTRITION 0.0% 66.7% 0.0% 0.0% 33.3% 0.0% 7.7% 10.5% 35.9% 7.7% 20.2% 21.1% 15.9% 43.1% 12.1% 18.2% 14.3% 17.0% 13.8% 17.2% 10.4% 28.1% 29.0% 19.6% 7.7% 12.4% 16.9% 0.0% 33.2% 7.4% 17.5% 0.0% 19.0% 3.8% 27.6% 11.4% 20.0% 23.0% 439.5% 18.4% 11.5% 19.8% 13.5% 54.1% 8.0% 30.0% 7.0% 17.2% 5.6% 102.5% 67.4% 31.4% 17.2% 7.8% 32.0% 17.3% - 111 - FY 1999-00 COUNTY CALCULATED ATTRITION 0.0% 0.0% 6.3% 0.0% 12.5% 3.6% 6.6% 6.1% 13.3% 1.8% 10.2% 20.2% 7.6% 17.6% 6.5% 9.1% 10.0% 7.9% 0.0% 16.0% 5.4% 20.9% 9.4% 13.5% 5.5% 10.3% 9.1% 7.3% 13.2% 5.1% 10.5% 11.6% 8.8% 14.8% 9.9% 8.9% 19.5% 16.2% 10.5% 12.9% 10.2% 25.3% 18.0% 21.1% 6.3% 10.7% 3.3% 1.3% 3.9% 6.0% 6.3% 15.2% 13.5% 9.6% 12.8% 10.5% Maricopa County FY 2000-01 Annual Business Strategies The table below provides Maricopa County’s annual rates of attrition utilizing both the BNA formula and the Maricopa County formula. These decreasing rates of attrition are attributed to increases in the number of positions actively recruited combined with reductions in vacant positions, reductions in the number of employee separations, and the Countywide efforts to recruit and retain productive employees. 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% FY 99-00 17.4% 10.5% The BNA attrition calculation provides a more in-depth understanding of actual separating employees as compared to current staffing. Separating employees are either dissatisfied with their current employment situation, choosing to leave due to unrelated employment reasons or are leaving due to involuntary reasons. Involuntary reasons remain predominantly employer dissatisfaction. Additional information regarding separating employees may be found in the separation section of this document. The chart at right shows the percent of vacated positions and separations as compared to actively recruited positions. Also included is the data that makes up the percentages. Vacated positions combined with separations represent employee separation activity and the movement of employees between departments. - 112 - Maricopa County FY 2000-01 Annual Business Strategies Departments with more than 25 employees, showing the highest rates of attrition over the annual average attrition of 10.5% are shown on the chart at left. Issues are being addressed to reduce the relatively high turnover in these departments. The components that make up an attrition formula may be valuable to management as a tool to determine the rate at which employees separate or the rate at which positions are vacated. It is important to note that when trending attrition, the important factor is to remain consistent with whatever formula is used in order to avoid skewing data. Attrition is an indication of how well employers hold on to their employees. Maricopa County continues to examine employee issues in order to continue to stem the tide of attrition. The chart at right demonstrates Maricopa County’s commitment to satisfied employees. The decreasing trend in attrition attests to the County’s ongoing efforts to measure and improve employee satisfaction and value. - 113 - Maricopa County FY 2000-01 Annual Business Strategies Maricopa County’s Employee Satisfaction Survey results of employee benefits, compensation and rewards are shown at left. The County continues to utilize resourceful retention strategies to curb the tide of employee attrition, as evidenced through the steady reduction in attrition. Additional Employee Satisfaction Survey results may be found in the innovations & competition section of this document. Separations FY 1999-00 separations total 2,119 and include 1,768 voluntary separations, or 83% and 351 involuntary separations or 17%. Separations encompass all employees leaving the Maricopa County workforce. Information provided by separating employees is the key to employee satisfaction and a critical factor in improving the work environment, quality of work generated and customer satisfaction. Separations play a major role in identifying employee needs. By examining separation reasons, management is able to address these issues, increase employee satisfaction and stem the tide of employees leaving the County voluntarily. Separations may also 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 higher the voluntary separation rates the likely the higher the financial and operational impact to County departments. - 114 - Maricopa County FY 2000-01 Annual Business Strategies The chart at right provides annual separations by category. Voluntary separations have decreased by 9.6% since FY 1998-99. This reduction in voluntary separations may be the result of the County’s emphasis on employee satisfaction, as seen through the use of creative retention strategies. A number of these strategies include equitable compensation and benefit plans, alternative workplace solutions, recognition of employee value, resolution of workplace issues, labor market parity, and innovative recognition and reward programs. The chart at left shows quarterly separations including an incremental growth trendline. Although economic expansion continues to increase competition in the local labor market, which, in the past, negatively affected the County’s ability to retain employees, the County is seeing a reversal of this trend. - 115 - Maricopa County FY 2000-01 Annual Business Strategies FY 1999-00 separations total 2,119. As shown on the chart at right, personal reasons dominate the field at 676 or 32% of total separations. Personal reasons continue to remain a critical issue. This catchall area does not allow management an understanding of the separation issues that exist. Hence, 32% of all separating employees provide no specific reason for leaving the County’s employ. 13% or 269 total separating employees leave for more pay. This area is being addressed through market equity adjustments. The released category is also a crucial issue at 11% or 237 employees. Released employees refer to involuntary leave while on initial probation or involuntary leave from unclassified status. This area is most affected through the hiring process. Hiring issues, which are described in more detail under the recruitment strategies section of this document, combined with performance issues, poor job matches or changes in administration often lead to employees being released. The chart at left demonstrates major separations by category and department for FY 1999-00. - 116 - Maricopa County FY 2000-01 Annual Business Strategies Involuntary separations over the past 5 years are provided on the table below. Over 50% of these separations are due to employees being released. Year-to-Date FY 95-96 252 INVOLUNTARY SEPARATIONS FY 96-97 FY 97-98 318 360 FY 98-99 306 FY 99-00 351 Maricopa County FY 1999-00 involuntary separations by category are shown on the chart at right. 70% of involuntary separations are due to employees released while on initial probation or involuntary leave from unclassified status. The number of employees released may be reduced through recruiting, hiring and training practices. Voluntary separation reasons for FY 1999-00 are provided on the chart at left. Of 1,768 voluntary separations, 676 separations for personal reasons dominate the category. Maricopa County’s Exit Interview program is designed, in part, to fill the gap in the personal reasons category. - 117 - Maricopa County FY 2000-01 Annual Business Strategies The chart at left compares a sampling of the results for FY 1999-00 Exit Interviews (voluntary separations) to the current fiscal year Employee Satisfaction Survey. The sampling is from the benefits, compensation and rewards category. In all cases, employees who voluntarily separated from Maricopa County employment rated their benefits, compensation and rewards received higher than current employees did. A rising trend has emerged where employees leave for more pay. This issue is being addressed through pay equity and performance incentives. Reducing separation rates involves continued examination of employee satisfaction. Personal improvement processes are underway that are aimed at reducing employee separations and are found in the innovations and competition section of this document. Recruitment Strategies Maricopa County FY 1999-00 successes in the recruitment arena are primarily due to competitive recruitment strategies, quick turnaround of creative marketing ideas, adjusting the hiring process to meet internal and external challenges, and the ability to review and implement personal and career growth opportunities for all its employees. The high personal value placed on County employees’ assists in sustaining the ability to respond to an ever-changing work environment. Maricopa County’s recruitment strategies call for attracting talented, diversified and proactive employees while increasing personal and corporate value. The chart at right demonstrates the County’s commitment through workforce enhancements. - 118 - Maricopa County FY 2000-01 Annual Business Strategies Maricopa County’s steady reduction in attrition over the past several years may be an indication of improved recruitment and hiring practices, as shown on the table below. MARICOPA COUNTY ANNUAL AVERAGE ATTRITION RATES FY 95-96 FY 96-97 FY 97-98 FY 98-99 Maricopa County Attrition 19.1% 14.3% 12.4% 12.2% FY 99-00 10.5% A direct relationship appears to exist between that of vacant and actively recruited positions. The increase in actively recruited positions coincides with the decrease 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. The chart at left compares vacant positions to those actively recruited quarterly for the last four fiscal years. As of June 30, 2000, 1,723 positions remained vacant, while 1,385 positions were actively recruited throughout the quarter. The average annual percent of vacant positions actively recruited has increased from 45.7% in FY 97 to 52.2% in FY 98, and from 52.2% in FY 98 to 68.2% in FY 99, and from 68.2% in FY 99 to 21.8% in FY 00. The reduction in the average annual percent of vacant positions actively recruited in FY 1999-00 is primarily due to an increase of 762 authorized positions from June 30, 1999 to June 30, 2000. 362 of the newly authorized positions for FY 1999-00 occurred during the 4th quarter, which accounts for the skewing of the downward trend in vacant positions during the 4th quarter FY 1999-00. - 119 - Maricopa County FY 2000-01 Annual Business Strategies The Maricopa Integrated Health System (MIHS) FY 1999-00 employment strategies positively reflect their emphasis upon proactively attracting qualified technical personnel. MIHS efforts, as shown at right, are working to offset the intensely competitive health care job market. Positions filled over time are increasing at a greater rate than employee separations, as shown by the trends on the chart at left. These trends may indicate increased employee satisfaction, increased recruitment activity, an increase in newly authorized positions that are filled, or more competitive benefits, compensation, and employee programs instituted to attract qualified personnel. - 120 - Maricopa County FY 2000-01 Annual Business Strategies Recruitment success may also be reflected as a percent of positions requisitioned versus requisitions filled, as shown on the table below for FY 1999-00. AGENCY NAME BOARD OF SUPERVISORS DISTRICT 2 BOARD OF SUPERVISORS DISTRICT 5 BOARD OF SUPERVISORS CLERK ADULT PROBATION ASSESSOR COUNTY CALL CENTER EMERGENCY MANAGEMENT CLERK OF SUPERIOR COURT DEPARTMENT OF FINANCE COUNTY ATTORNEY COUNTY ADMINISTRATION OFFICE ELECTIONS HUMAN SERVICES INTERNAL AUDIT JUSTICE COURTS CONSTABLES CORRECTIONAL HEALTH JUVENILE COURT MEDICAL ELIGIBILITY MEDICAL EXAMINER RECREATION SERVICES HUMAN RESOURCES INDIGENT REPRESENTATION PUBLIC FIDUCIARY PLANNING & TRAINING RECORDER SUPERINTENDENT OF SCHOOLS SUPERIOR COURT CRIMINAL JUSTICE FACILITIES OFFICE OF THE CIO TREASURER PLANNING & INFRASTRUCTURE JUDICIAL MANDATES RESEARCH & REPORTING MANAGEMENT & BUDGET SHERIFF MARICOPA HEALTH PLAN - ALTCS TRANSPORTATION LIBRARY DISTRICT HOUSING SOLID WASTE GENERAL 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 FY 1999-00 PERCENT OF REQUISITIONS FILLED 100.0% 100.0% 100.0% 90.4% 72.4% 57.7% 0.0% 77.4% 66.7% 70.0% 83.3% 38.5% 59.7% 71.4% 52.9% 100.0% 42.1% 93.4% 43.1% 81.0% 71.1% 75.0% 61.8% 62.5% 85.7% 68.0% 62.5% 71.6% 100.0% 73.9% 100.0% 85.7% 71.4% 85.7% 62.5% 56.3% 50.8% 61.7% 45.5% 53.3% 33.3% 75.0% 64.9% 90.0% 83.3% 83.3% 66.7% 50.0% 63.4% 59.9% 78.2% 71.3% - 121 - Maricopa County FY 2000-01 Annual Business Strategies The chart at right indicates Maricopa County’s quarterly recruitment results for FY 1999-00. Recruited positions that are not filled may be due to timing issues relating to receipt of personnel requisitions during the quarter. 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. The chart at left 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. These recruiting processes are impacted by the number of job applications received annually. During FY 1999-00 34,700-job applications were received, a 15.6% increase from FY 1998-99 of 30,024. - 122 - Maricopa County FY 2000-01 Annual Business Strategies 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. There is a decline in the average number of days to fill vacant positions annually as shown on the chart at right. This may be attributed to an increase in recruitment efforts, attractive compensation packages and creative employment solutions. Maricopa County strives to be on the cutting edge of employment practices. By promoting a climate where employees are provided personal and career growth opportunities, and positioning itself in the marketplace, continued success might be achieved. Innovations And Competition Maricopa County’s personnel practices remain on the cutting edge due to its innovative and competitive spirit. Many innovations established and enhanced during FY 1999-00 focus upon increasing employee value by addressing quality of life issues. While the local economy continues its upswing, creating additional competition in the labor market, Maricopa County continues to maintain its ability to attract and retain a quality workforce. A thorough examination of employee satisfaction and implementation of creative employee programs are required to meet the ever-changing needs of a diversified employee base. - 123 - Maricopa County FY 2000-01 Annual Business Strategies The chart at right shows the employee issues addressed during FY 1999-00. These issues include, but are not limited to, employee satisfaction, resolution of compensation issues through market equity, and increasing employee value through safety, training, motivation and respect for a job well done. On the other hand, the County strives to retain high quality and productive achievers while successfully managing position control, achieving strategic objectives, increasing accountability and maintaining a competitive edge. Many successful employee programs have been enhanced, such as the Performance Incentives 2000 Program. This program features many of the well-liked provisions from previous years’ incentives programs. Maricopa County encourages fiscal responsibility on the part of management, while sharing department personnel component savings with employees and taxpayers alike. Several competitive strategies used to attract and retain highly valued employees are shown on the chart at left. Maricopa County provides many competitive programs aimed at preserving an environment that is ripe for employee career growth and personal development. - 124 - Maricopa County FY 2000-01 Annual Business Strategies Maricopa County Employee Satisfaction Surveys provide management with critical information necessary to recruit and retain productive employees. Maricopa County’s personnel resource focus must address mandates and align hiring practices with organization wide strategic goals. Taxes must be assessed and collected; healthcare, education and law enforcement services must be provided; as well as ensuring the safety and welfare of its citizens. These County services require a large labor force. Hence, employee satisfaction and motivation remains at the forefront of all financial and personnel resource issues. Maricopa County strives to creatively resolve strategic personnel issues and improve the lives of its employees and citizens alike. The County finds its challenges in understanding the competition and determining what makes employees feel valued and respected. - 125 - Maricopa County FY 2000-01 Annual Business Strategies 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 description 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 OMB reviews request to verify funding availability Re su bm it 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 FY 1990/91 Actual FY 1991/92 Actual FY 1992/93 Actual FY 1993/94 Actual FY 1994/95 Actual FY 1995/96 Actual FY 1996/97 Actual FY 1997-98 Actual FY 1998-99 Actual FY 1999-00 Actual FY 2000-01 Budgeted Elected/ Judicial 5,467.0 5,681 5,817 5,171 6,120 6,140 6,295 6,592 6,954 6,962 7629 Appointed 7,049.5 6,601 6,999 7,644 7,048 6,972 6,842 6,091 5,634 5,791 8179 Special Districts 294.5 338 353 353 391 391 508 412 375 340 358 Total Positions 12,811 12,620 13,169 13,168 13,559 13,503 13,645 13,095 12,963 13,093 16166 Over 3,000 new positions are budgeted for FY 2000-01. As demonstrated on the table below, the Elected/Judicial System has added more courts, creating more positions. Appointed Department position increases reside primarily within the Maricopa Integrated Health System and Indigent Representation. MIHS has increased its’ ability to compete in the marketplace. Also, additional demands for services due to population expansion mean more beds are filled, etc. The Indigent Representation position increase is due to the conversion of contract labor to County positions within the Office of Legal Advocacy. Special Districts increased due to additional service demands within the Library and Flood Control Districts. 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.) 1 2 3 4 5 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 BUDGETED POSITIONS FY 97/98 FY 98/99 FY 99/00 FY 00/01 Actual Actuals Actuals Budgeted 4.00 4.00 4.00 4.00 4.00 3.00 3.00 4.00 4.00 4.00 4.00 4.00 3.00 3.00 3.00 3.00 4.00 3.00 3.00 4.00 - 126 - FY 00/01 FTEs 4.00 4.00 4.00 3.00 4.00 Maricopa County FY 2000-01 Annual Business Strategies 6 11 12 14 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 42 43 44 45 46 47 49 50 60 64 65 66 67 68 69 70 73 74 75 BUDGETED POSITIONS (Continued) FY 97/98 FY 98/99 FY 99/00 FY 00/01 Department Actual Actuals Actuals Budgeted Board of Supervisors Clerk 7.00 7.00 7.00 7.00 Adult Probation 937.00 949.00 1,058.00 1,124.00 Assessor 334.00 329.00 307.00 326.00 County Call Center 20.00 20.00 29.00 33.00 Emergency Management 14.00 14.00 13.00 15.00 Clerk of the Superior Court 589.00 596.00 557.00 624.00 Community Development 11.00 10.00 10.00 10.00 Finance 49.00 46.00 32.00 36.00 County Attorney 742.00 796.00 823.00 857.00 County Administrator 13.00 15.00 13.00 16.00 Elections 55.00 53.00 47.00 54.00 Human Services 286.00 281.00 259.00 287.00 Internal Audit 10.00 12.00 14.00 15.00 Justice Court Administration 244.00 294.00 263.00 290.00 Constables 27.00 29.00 29.00 30.00 Correctional Health Services 165.00 177.00 178.00 224.00 Juvenile Court Center 589.00 679.00 735.00 785.00 Medical Eligibility 342.00 263.00 218.00 293.00 Medical Examiner 47.00 50.00 48.00 55.00 Parks and Recreation 77.00 74.00 77.00 89.00 Human Resources 75.00 73.00 66.00 70.00 Indigent Representation 421.00 459.00 445.00 468.00 Public Fiduciary 37.00 33.00 31.00 35.00 Organizational Planning and Training 6.00 9.00 10.00 11.00 Recorder 66.00 65.00 61.00 69.00 Superintendent of Schools 29.00 29.00 26.00 30.00 Superior Court 764.00 819.00 821.00 921.00 Health Care Mandates 1.00 1.00 22.00 46.00 Criminal Justice Facilities 4.00 6.00 Office of the Chief Information Officer 70.00 64.00 58.00 67.00 Integrated Criminal Justice Information Sys 1.00 Treasurer 64.00 64.00 55.00 64.00 Planning & Development 66.00 65.00 82.00 108.00 Judicial Mandates 28.00 35.00 Research and Reporting 14.00 8.00 9.00 10.00 General Government 7.00 1.00 1.00 1.00 Management and Budget 21.00 22.00 17.00 18.00 Sheriff's Office 2,188.00 2,235.00 2,210.00 2,490.00 Maricopa Health Plans 444.00 361.00 348.00 355.00 Transportation 522.00 512.00 456.00 513.00 Library District 134.00 146.00 122.00 131.00 Housing 63.00 64.00 51.00 64.00 Solid Waste 19.00 17.00 10.00 18.00 Stadium District - Cactus League 7.00 7.00 Flood Control 241.00 222.00 215.00 223.00 Facilities Management 158.00 158.00 179.00 198.00 Materials Management 47.00 38.00 37.00 38.00 Equipment Services 65.00 60.00 60.00 62.00 Risk Management 19.00 19.00 19.00 19.00 - 127 - FY 00/01 FTEs 7.00 1,120.50 326.00 33.00 15.00 620.00 10.00 36.00 850.00 16.00 54.00 287.00 15.00 287.01 30.00 220.40 784.00 292.50 54.00 86.50 70.00 466.25 35.00 11.00 69.00 30.00 910.20 46.00 6.00 67.00 1.00 64.00 108.00 34.50 9.00 1.00 18.00 2,482.50 345.70 511.50 118.00 64.00 18.00 222.25 196.50 38.00 62.00 19.00 Maricopa County FY 2000-01 Annual Business Strategies BUDGETED POSITIONS (Continued) FY 97/98 FY 98/99 FY 99/00 FY 00/01 FY 00/01 Department Actual Actuals Actuals Budgeted FTEs 76 Telecommunications 45.00 41.00 37.00 42.00 42.00 78 Stadium District Major League 3.00 4.00 4.00 79 Animal Control 125.00 135.00 130.00 147.00 146.00 86 Public Health 460.00 441.00 430.00 467.00 459.24 88 Environmental Services 245.00 272.00 257.00 267.00 266.75 90 Maricopa Health System 2,099.00 1,812.00 2,059.00 3,979.00 3,013.25 TOTALS 13,099.00 12,963.00 13,093.00 16,166.00 15,117.55 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 GENERAL SPECIAL DEBT CAPITAL FUND REVENUE SERVICE PROJECTS ENTERPRISE INTERNAL TOTAL SERVICE FUNDS 01 BOARD OF SUPERVISORS DISTRICT 1 4 0 0 0 0 0 4 02 BOARD OF SUPERVISORS DISTRICT 2 4 0 0 0 0 0 4 03 BOARD OF SUPERVISORS DISTRICT 3 4 0 0 0 0 0 4 04 BOARD OF SUPERVISORS DISTRICT 4 3 0 0 0 0 0 3 05 BOARD OF SUPERVISORS DISTRICT 5 4 0 0 0 0 0 4 06 BOARD OF SUPERVISORS CLERK 7 0 0 0 0 0 7 11 ADULT PROBATION 223 901 0 0 0 0 1124 12 ASSESSOR 326 0 0 0 0 0 326 33 0 0 0 0 0 33 6 9 0 0 0 0 15 540 59 25 0 0 0 624 0 10 0 0 0 0 10 14 COUNTY CALL CENTER 15 EMERGENCY MANAGEMENT 16 CLERK OF SUPERIOR COURT 17 COMMUNITY DEVELOPMENT 18 FINANCE 36 0 0 0 0 0 36 754 103 0 0 0 0 857 20 COUNTY ADMINISTRATIVE OFFICER 16 0 0 0 0 0 16 21 ELECTIONS 54 0 0 0 0 0 54 5 282 0 0 0 0 287 23 INTERNAL AUDIT 15 0 0 0 0 0 15 24 JUSTICE COURTS 290 0 0 0 0 0 290 30 0 0 0 0 0 30 0 224 0 0 0 0 224 27 JUVENILE PROBATION 222 563 0 0 0 0 785 28 MEDICAL ELIGIBILITY 293 0 0 0 0 0 293 29 MEDICAL EXAMINER 55 0 0 0 0 0 55 30 PARKS & RECREATION 33 56 0 0 0 0 89 31 HUMAN RESOURCES 70 0 0 0 0 0 70 19 COUNTY ATTORNEY 22 HUMAN SERVICES 25 CONSTABLES 26 CORRECTIONAL HEALTH 33 INDIGENT REPRESENTATION 454 14 0 0 0 0 468 34 PUBLIC FIDUCIARY 35 0 0 0 0 0 35 35 ORG. PLANNING & TRAINING 11 0 0 0 0 0 11 36 RECORDER 43 26 0 0 0 0 69 37 SUPERINTENDENT OF SCHOOLS 38 SUPERIOR COURT 39 HEALTH CARE MANDATES 40 CRIMINAL JUSTICE FACILITIES DVLMT. 41 CHIEF INFORMATION OFFICER 30 0 0 0 0 0 30 795 126 0 0 0 0 921 46 0 0 0 0 0 46 0 0 0 6 0 0 6 67 0 0 0 0 0 67 - 128 - Maricopa County FY 2000-01 Annual Business Strategies POSITION DISTRIBUTION BY FUNDING SOURCE (Continued) DEPARTMENT 42 INTEGRATED CRMNL. JUST. INFO. SYST. 43 TREASURER 44 PLANNING & DEVELOPMENT GENERAL SPECIAL DEBT CAPITAL INTERNAL TOTAL FUND REVENUE SERVICE PROJECTS ENTERPRISE SERVICE FUNDS 0 1 0 0 0 0 1 64 0 0 0 0 0 64 0 108 0 0 0 0 108 35 0 0 0 0 0 35 46 RESEARCH & REPORTING 0 10 0 0 0 0 10 47 GENERAL GOVERNMENT 1 0 0 0 0 0 1 45 JUDICIAL MANDATES 49 MANAGEMENT & BUDGET 18 0 0 0 0 0 18 840 1650 0 0 0 0 2490 60 MARICOPA HEALTH PLANS 0 0 0 0 355 0 355 64 TRANSPORTATION 0 513 0 0 0 0 513 65 LIBRARY DISTRICT 0 131 0 0 0 0 131 66 HOUSING 0 0 0 0 64 0 64 67 SOLID WASTE 0 11 0 0 7 0 18 68 STADIUM DISTRICT 0 0 0 0 0 0 0 69 FLOOD CONTROL DISTRICT 0 223 0 0 0 0 223 70 FACILITIES MANAGEMENT 198 0 0 0 0 0 198 73 MATERIALS MANAGEMENT 27 0 0 0 0 11 38 74 EQUIPMENT SERVICES 0 0 0 0 0 62 62 75 RISK MANAGEMENT 0 0 0 0 0 19 19 76 TELECOMMUNICATIONS 0 0 0 0 0 42 42 78 STADIUM DISTRICT MLB 0 4 0 0 0 0 4 79 ANIMAL CONTROL SERVICES 0 0 0 0 147 0 147 86 PUBLIC HEALTH 93 41 0 0 333 0 467 88 ENVIRONMENTAL SERVICES 12 0 0 0 255 0 267 90 MARICOPA HEALTH SYSTEM 0 0 0 0 3979 0 3979 98 ELIMINATIONS 0 0 0 0 0 0 0 50 SHERIFF 99 DEBT SERVICE Total Departments 0 0 0 0 0 0 0 5796 5065 25 6 5140 134 16166 - 129 - Maricopa County FY 2000-01 Annual Business Strategies e THIS PAGE INTENTIONALLY LEFT BLANK f - 130 - Maricopa County FY 2000-01 Annual Business Strategies 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 such as certificates of participation (COPs). This is the second year of the County’s planned capital growth and expansion period which is expected to continue throughout the next several years. The largest portion of capital expenditures for the coming five years will be in Adult and Juvenile Criminal Justice Facilities at 33%, which are funded by a voter-approved jail tax which was passed in November 1998. The Department of Transportation is next with 22% followed by General Government Projects, 21%; Flood Control District, 20%; and the enterprise funded MIHS, 3%; and Animal Control Services, 1%. Department of Transportation 22% Flood Control District 20% General Government Projects 21% Criminal Justice Facilities Development 33% Animal Control Services 1% Maricopa Integrated Health Systems 3% 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 considered in planning 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. - 131 - Maricopa County FY 2000-01 Annual Business Strategies The Capital Improvement Program (CIP) The Capital Improvement Program (CIP) is a five-year plan of Capital Improvement Projects that identifies projects which 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. Reasons include Board priorities, greater than anticipated escalation costs, and unforeseen events. This can be seen on the following table which shows amendments to General Government projects. General Fund Projects Variance DEPARTMENT & PROJECT GENERAL GOVERNMENT Original Project New Project Estimate Estimate Variance Juvenile 80-Bed Expansion--Concluded in FY 1999-00 $ 1,779,000 $ Spur Cross Ranch (All Carryover) $ 7,500,000 $ 7,500,000 $ Sub-total $ Medical Examiner Facility--Original locale was Jail Parking Garage and now is Admin. Building Parking Garage $ Downtown records storage was originally going to occur by purchasing a warehouse. It is now going to be part of the Jackson Street Parking Garage and will be called Clerk of the Court Service Center $ 9,279,000 $ 7,500,000 $ 1,779,000 13,500,000 $ 16,946,338 $ (3,446,338) $ 7,000,000 $ (28,530,840) $ 10,900,000 7,000,000 $ Clerk of the Court Service Center $ Downtown property acquisitions now in Plaza De Maricopa New Administration Building $ Downtown Multi.Facility/Justice Court 50%.This project was originally 50% Sheriff's Training and 50% co-located justice court. The concept has changed $ Relocation of Scottsdale Justice Courts Plaza De Maricopa/New Administration Building New Administration Building Parking Public Health Facility Mesa Justice Court Facility Regional Land Acquisitions Tempe Co-located Justice Courts Northwest Co-located Justice Courts Northeast Co-located Justice Courts - 10,900,000 $ 3,750,000 $ $ 28,530,840 - - - $ 3,750,000 $ 600,000 $ 2,600,000 $ (2,000,000) $ 61,500,000 $ 96,705,000 $ (35,205,000) 9,013,074 $ 22,900,000 $ 13,886,926 $ $ 28,560,000 $ 28,000,000 $ $ 13,000,000 $ 15,750,000 $ (2,750,000) $ 5,000,000 $ 8,400,000 $ (3,400,000) $ 11,000,000 $ 10,250,000 $ $ 11,000,000 $ 12,000,000 $ (1,000,000) $ 11,000,000 $ 12,000,000 $ (1,000,000) New Projects $ Facilities Management Building 401 W. Jefferson Early Felony Processing Court Room Space 1,779,000 $ Subtotal $ Potential Future Projects in Reserve Administration Building Renovation - 301 W. Jefferson $ Durango/Multi-Purpose Facility (Elections and other Non-Sup. Court Functions) $ Southeast Regional Complex/Courtroom Building Buildout $ $ GENERAL GOVERNMENT TOTAL $ Projects in bold print are in the FY 2000-01 CIP. - 132 - - 560,000 750,000 - $ 2,375,000 $ (2,375,000) $ 3,800,000 251,244,104 $ $ (3,800,000) (51,534,104) - $ 10,000,000 $ (10,000,000) - $ 11,000,000 $ (11,000,000) $ $ $ 4,000,000 25,000,000 283,744,104 $ $ $ (4,000,000) (25,000,000) (74,755,104) 199,710,000 208,989,000 Maricopa County FY 2000-01 Annual Business Strategies The Capital Budget The capital budget is the first year of a capital improvement program. The proposed FY 2000-01 Maricopa County capital budget is $297,672,452. It is comprised of projects for which funding has been clearly identified for the duration of the project. Capital Budget by Fund FY 99-00 Adopted Fund General Fund $ Enterprise Funds (MIHS) 27,989,000 FY 99-00 Projected Expenditure FY 99-00 Revised $ 29,989,000 $ FY 2000-01 Requested Budget 6,455,000 $ 60,230,371 440,000 440,000 440,000 18,000,000 Criminal Justice Facilities Development 55,028,139 55,028,139 24,000,000 69,618,279 Department of Transportation 69,568,000 69,568,000 46,217,000 81,894,000 Flood Control District 64,655,000 64,655,000 45,360,000 67,929,802 122,472,000 $ 297,672,452 Special Revenue: Totals $ 217,680,139 $ 219,680,139 $ The Capital Budget and Planning Process In general, capital projects are budgeted separately from the operating budget in a series of capital project funds. During FY 1999-2000, the Board adopted a new policy (A1920) which establishes a formal review and approval process for capital project requests. This policy requires each department to submit proposed potential projects that might be undertaken during the next five-year period to the Facilities Review Committee (FRC) regardless of the source of funds or building delivery method. The Facilities Review Committee is comprised of the FMD Director, senior representatives from the Office of Management and Budget, Judiciary Branch and the offices of the County Administrative Officer and the Chief Financial Officer. The committee also includes an elected official and an at-large representative, both of whom are committee appointees. It should be noted that the established processes for the capital improvement plans of the Flood Control District and the Department of Transportation are specifically excluded from this policy. The process begins with the FRC approving instructions to be used in the coming year for Capital Improvement requests no later than June 30. By September 1 of each year, departmental requests shall be submitted to the FRC using the Justification Approval Request format. No departmental request shall be considered without an approved facilities master plan. There are five phases in the Capital Budget and Planning Process: 1) Justification Phase; 2) Conceptual Phase; 3) Design Phase; 4) Construction Phase and 5) Occupancy Phase. There are specific requirements for each phase that are outlined in the policy. Recommended projects are entered into the CIP in the latter portion of the conceptual phase and before the design phase. This new policy is expected to yield more consistency and efficiency in capital project planning and implementation and ensure that projects are congruent with County-wide long-term goals and initiatives. The Department of Transportation and the Flood Control District currently employ separate planning procedures. These include intergovernmental agency collaboration and prioritization based on an established list of ranking criteria for designated types of projects. - 133 - Maricopa County FY 2000-01 Annual Business Strategies The road ranking criteria employed by the Department of Transportation include: e e e e e e 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: e e e e e e e e e e e Submitting agency priority Master Plan Element Hydrologic/hydraulic significance Level of protection Area protected Environment quality 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 2000-01 and ending with FY 2004-05. The total anticipated cost for projects presented in the FY 2000-01 Capital Projects Department Summary is over $1.36 billion. MARICOPA COUNTY FY 2000-01 CAPITAL IMPROVEMENT PLAN Five-Year Total by Fund FIVE-YEAR TOTAL FY 2000-01 through FY 2004-05 C IP Allocation by Fund General Fund Instrastructure Development/Enhancement $ 283,667,587 Enterprise Funds Maricopa Integrated Health Systems 40,000,000 Animal Control Services 12,000,000 Special Revenue C rim i n a l J u s t i c e F a c i l i t i e s D e v e l o p m e n t 444,718,279 Department of Transportation 305,588,000 Flood Control District 278,819,802 Totals $ 1,364,793,668 - 134 - Maricopa County FY 2000-01 Annual Business Strategies Expenditure limit rules impact decisions pertaining to how capital projects will be funded. For this reason, funding over the next three years for General Fund and Enterprise capital projects will come from certificates of participation (COPs). It is anticipated that FY 2002-03 will be the highest spending year for capital: Capital Improvement Plan Expenditure by Fiscal Year $362,880,518 $356,108,698 $297,672,452 $231,319,000 $116,813,000 FY 2000-01 FY 2001-02 FY 2002-03 FY 2003-04 FY 2004-05 General Government Projects The General Fund capital budget status and request can be summarized in the following table: C a p ita l Bu d g e t G e n e ra l Fu n d F Y 1 9 9 9 - 0 0 Pro je c t Sta t u s a n d F Y 2 0 0 0 - 0 1 Bu d g e t R e q u e st DEPARTMENT & PROJECT FY 2000-01 Projects FY 1999-00 FY 1999-00 FY 1999-00 Revised Budget Transfers Expenditures GENERAL GOVERNMENT Juvenile 80-Bed Expansion (Complete in FY 99-00) $ Spur Cross Ranch (All Carryover) Subtotal $ Medical Examiner Facility (Forensic Sciences Center) Downtown Records Storage (Now Clerk of the Court Service Center/Jackson Street Garage) Clerk of the Court Service Center (Downtown Records Storage) Downtown Property Acquisitions (Now 100% in New Admin Building) $ $ 1,000,000 $ $ $ $ CIP Program Reserve $ $ $ - $ $ 1,779,000 - $ 600,000 (5,500,000) 3,000,000 300,000 2,500,000 500,000 560,000 27,989,000 (3,000,000) 8,500,000 1,000,000 346,116 1,653,884 1,000,000 1,000,000 2,000,000 $ $ - $ $ $27,989,000 $ - 135 - $2,000,000 $ FY 2000-01 Proposed $ $ 3,750,000 3,750,000 $ 3,750,000 3,750,000 $ 400,000 $ 389,665 - 2,994,000 8,600,000 $ 1,779,000 - (5,994,000) - Subtotal New Projects Facilities Management Building 401 W. Jefferson Early Felony Processing Court Room Space in Jail Subtotal GENERAL GOVERNMENT TOTAL $ 6,000,000 Downtown Multi. Facility/Justice Court 50% (50% portion for Sheriff's Training Facility now 100% in CJFD) Relocation of Scottsdale Justice Courts Plaza De Maricopa/New Administration Building New Administration Building Parking Public Health Facility Mesa Justice Court Facility Regional Land Acquisitions Tempe Co-located Justice Courts Northwest Co-located Justice Courts Northeast Co-located Justice Courts 1,779,000 3,750,000 5,529,000 FY 1999-00 Carryover or Unspent 6,000 500,000 1,500,000 1,494,000 $ $ $ $ $ $ $6,455,000 15,658,440 - - 260,000 500,000 300,000 60,000 100,000 1,350,000 6,455,000 - - $ $ $ $ $ $ 40,000 4,600,000 8,700,000 500,000 900,000 346,116 303,884 1,000,000 1,000,000 23,534,000 $23,534,000 $ $ $ $ $ $ 2,340,000 7,851,000 271,501 8,000,000 900,000 350,000 1,050,000 20,000 20,000 40,600,606 2,375,000 250,000 2,625,000 17,004,765 $60,230,371 Maricopa County FY 2000-01 Annual Business Strategies 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. A total of $7.5 million has been earmarked for this purchase. Medical Examiner Facility This Forensic Sciences Center will be constructed on Jefferson Street in conjunction with the new Administrative Parking Garage. The Forensic Sciences Center will include both professional and administrative areas and the size has been increased to ensure adequate size to handle the county’s record growth. The design of the structure is being completed by The Stichler Group. Construction is expected to be completed by July 2002 with an estimated total cost of $16,946,338. Clerk of the Court Service Center The location and scope of this project was adjusted by the decision not to purchase an existing site for a Records Storage facility and the change in location for the Forensic Science Center. This Center will be constructed in conjunction with a new parking garage on Jackson Street that will service the 4th Avenue Jail (see Criminal Justice Facilities project descriptions). The Clerk of Superior Court will be located in this garage utilizing the approximately 115,000 square feet of space on first level below grade for record storage and locating their office space either on this same level or on a portion of the first floor. The site is located on the south side of West Jackson Street between Fifth Avenue and Seventh Avenue. The estimated total cost to the General Fund is $15,658,440 with construction slated to be completed by May, 2001. Relocation of Scottsdale Justice Courts This project was initiated in the Fiscal Year 1999/2000 Capital Improvement Plan in response to the City of Scottsdale notifying the County that the facilities being used for the County’s Scottsdale Justice Court would no longer be available after December 11, 2000. At the time, the proposed remedy was considered temporary and $600,000 was budgeted for one full size courtroom and one hearing room. The project has since expanded and will include renovation of 5,281 square feet of existing facilities and add 7,995 square feet to the Butherus building for a total of 13,275 square ft. The facility will house two full size courtrooms, approximately 1200 square feet each plus administrative areas, two small and one large holding cell areas and a constable’s office. The facility will have a useful life of 10-15 years, be completed in late December 2000, and will serve one precinct at a total cost of $2,600,000. New Administration Building The 2000/01 Fiscal Year Capital Improvement Plan includes $7,851,000 in funding for the completion of land acquisition, design and initiation of construction for the new 500,000 square feet of office space in up to twentyfive stories to be located in the area bounded by Jefferson St., Jackson St., Fifth Ave. and Seventh Ave. The County will consolidate various county departments, some of which occupy costly leased space in various downtown office buildings, into this building. An architectural and project management services contract has been awarded for the project and anticipated occupancy is late summer, FY 2003-04. It is anticipated that Sixth Avenue will be abandoned and that Madison Street will be rerouted to satisfy the site development requirements. The total project cost from conception to completion is estimated to be $96,705,000. This total represents an increase of $32,605,000 from the prior year’s Capital Improvement Plan as a result of new needs identified through additional programming. New Administration Building Parking As part of the proposed new administration building, additional parking will be required. The site for this structure will be shared with the new Medical Examiner Facility, described above. The garage is expected to hold 1,000 cars and will be completed in July 2002. The current budget for this project is $11,314,190. - 136 - Maricopa County FY 2000-01 Annual Business Strategies Public Health Facility The public health facility located on Roosevelt is in critical need of updating. Plans for the project include a 150,000 square foot facility be built on the MIHS campus to house Public Health Administration, the Public Health Clinic and Environmental Services along with a 400-car parking facility. The cost of this project is estimated to be $28,000,000 with completion by June 2002. 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, which currently occupies approximately 27,000 square feet 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. FMD completed the programming phase this fiscal year, has issued an RFP, and has selected a design team. Funds budgeted in FY 1999-00 will cover design and completion of construction documents, plans review, necessary permitting, and construction bidding and award of construction contract. Construction is scheduled to begin in late FY 2000-01. The total project cost is estimated at $15,60,000. Regional Land Acquisitions The acquisitions under consideration would be in conjunction with potential regional center sites. $8,400,000 has been identified for this purpose. Tempe Co-Located Justice Courts Land was purchased in FY 1999-00 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. The total budget for this project is 10,250,000. 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. A second, similar co-located facility is planned for the northwest area. $12,000,000 has been set aside for each of these projects. Facilities Management Building 401 W. Jefferson This project will result in the reconfiguration of approximately 52,000 square feet of shop and office space to allow for a fire protected records storage area and for changes to the façade of the building that will add 1,400 square feet of office space. Construction is expected to begin in August 2000 and will be complete within 180 days. The project will provide enough space to accommodate personnel and technological changes over the next five years. Early Felony Processing Court Room Space in Jail This project will entail configuring space in the new Jail to accommodate courtrooms for early felony disposition. At this time it has been determined that this is a court processing function and that jail tax funds should not be used. Potential Future Projects in Reserve These projects are listed for planning purposes. No programming has occurred and they are subject to the FRC review process. This list includes: Administration Building Renovation following relocations to the new Administration Building; a multi-purpose facility at the Durango site which will house non justice system departments currently occupying court house space; and the Southeast Regional Complex/Courtroom Buildout. - 137 - Maricopa County FY 2000-01 Annual Business Strategies Enterprise Fund Projects As illustrated in the pie chart on the first page of this section, Enterprise Fund projects comprise 4% of the fiveyear CIP. Maricopa Integrated Health Systems (MIHS) In FY 1999-00 a master plan was completed for MIHS. The plan resulted in two major projects that are included in this year’s CIP. The Comprehensive Health Care Clinic and the first floor of the Maricopa Medical Center will undergo substantial remodeling over the next two years which will cost $40,000,000--$22,000,000 for the clinic and $18,000,000 for the hospital. (It is only by coincidence that these amounts match the estimated expenditures by fiscal year.) These projects will be funded by Certificates of Participation. Comprehensive Health Clinic In FY 2000-01, the second and third floors of the Comprehensive Health Care Clinic, currently used for storage, will be built out to increase and enhance services. Work on these two floors is expected to be complete by April 2001. Some of the services currently located on the first floor will be moved to the second and third floors and the first floor will then undergo remodeling that is expected to continue into FY 2001-02 and is budgeted accordingly. The clinic project will result in the number of exam rooms being increased and existing exam rooms being enlarged. The women’s and the children’s clinics will be enhanced as will the pharmacy. Additional chairs will be added to the dialysis unit. These improvements are expected to yield a 5 – 10% increase in patients annually over the next five years. Maricopa Medical Center Comprehensive planning and design for the hospital first floor build out will take place in FY 2000-01 with the possibility of work commencing before fiscal year end. In FY 2001-02 the first floor of the Maricopa Medical Center will be reconfigured to accommodate expanded radiology services which includes the acquisition of an MRI. The emergency department will be remodeled and a second angio suite and a digitized radiology system will be added. In addition, the main entrance will be located from the north side of the building to the west side. The existing waiting rooms, none of which have been updated since the hospital was built, will be refurbished. Once these projects are complete, the conditions of the hospital and of the comprehensive health care clinic will be better aligned. These improvements are expected to bring these entities into the competitive market for paying customers. Animal Control Facility The existing facility at the Durango Campus is out-dated and undersized. The department will set aside $250,000 of its funds for planning and programming in the coming fiscal year. Eventually a new facility will be built, perhaps in the northwest valley, and the existing facility at Durango will be refurbished. The project is expected to cost $12,000,000 and will be funded by fees. Criminal Justice Facilities 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. - 138 - Maricopa County FY 2000-01 Annual Business Strategies 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 have been 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 Criminal Justice Facilities projects comprise the largest single share of the capital improvement plan with projections for expenditure of $444,718,279 over the next five years. The greatest majority of jail tax expenditures will be for adult jails and juvenile detention centers. A programming study, based on the Jail Master Plan, was finalized in July 1999. The following projects are listed in the FY 2000-01 CIP: 4th Avenue Jail: This new downtown jail facility will house 1360 pre-trial maximum security inmates. It will be a mid-rise building designed to be architecturally compatible with existing buildings in the area. An underground tunnel will be constructed to connect this facility to the existing tunnel system between Madison Street Jail and First Avenue Jail. Construction will begin early summer CY 2001, and complete by the end of CY 2003. This facility is expected to cost $127,000,000. Jackson Street Garage: This design/build pilot project is currently underway. It is expected to accommodate 1800 vehicles, 800 of which are programmed for use of the new 4th Avenue Jail. The Clerk of the Court Service Center will be housed at this site. As such this project is funded from a combination of General Fund and Jail tax revenues. The total cost to the Jail Fund for this project is $11,372,401. A contract has been awarded to D.L. Withers and construction will be completed by May 1, 2001. Lower Buckeye Jail: This campus totals 805,000 square feet. It will provide over 1800 beds for maximum, medium, and minimum security, remanded juveniles, a psychiatric unit, and an infirmary. Administrative support offices for jail command and Correctional Health Services are also housed in this facility. This project will additionally provide central services for the entire MCSO system. These services include a food factory, central warehouse, central laundry, video visitation, inmate education, and library. Central Services construction will begin in early CY 2001 and complete by summer CY 2001. Construction of the detention portion of the project will begin late spring, CY 2001 and complete early summer CY 2003. This facility is expected to cost $194,800,000. Estrella Support Building: This support structure will provide dining, showers, toilet/lavatories, lockers, medical, religious and visitation services to tent inmates. It will reactivate two dormitories at Estrella Jail, which are currently being used for these purposes. This project began construction March 2000 and is expected to complete September 2000. This project will cost $2,000,000. Juvenile Detention and Courts: This project is located at two different sites. The Durango portion includes 220 new detention beds with ancillary support services such as education, visitation, recreation, intake, medical, and administration. A 480 bed residential treatment facility is also part of the project. Durango will additionally house a new 12-court Juvenile Courthouse, with support space for Juvenile Court Administration, Clerk of the Superior Court, County Attorney, Public Defender, and Probation. At the Southeast Facility in Mesa 120 beds will be added, with one courtroom addition, and a parking structure for 400 spaces. Construction for all juvenile projects will complete by late CY 2003. $79,500,000 has been budgeted for these projects. Retherm: All new facilities will require some type of food distribution system from the new food factory. Funding is being provided from the Jail Tax to provide adequate loading dock and storage capacity for the delivery system. A budget of $18,700,000 has been established for the retherm. Special Management Units: The Special Management Units are part of the 4th Avenue Jail and will provide 144 very high security cells. These cells are designed to protect both MCSO and the inmates housed at this jail. Department of Transportation Projects Fund allocations for specific department of transportation projects for the next five years are detailed in the FiveYear Department Summary. - 139 - Maricopa County FY 2000-01 Annual Business Strategies Flood Control District Projects Fund allocations for specific flood district projects for the next five years are detailed in the Five-Year Department Summary.Capital Projects Department Summary. Capital Projects Department Summary CAPITAL PROJECTS DEPARTMENT SUMMARY - FIVE YEAR PLAN Budget FUND, DEPARTMENT and PROJECT Five-Year Projected 2003-04 2004-05 Estimated 2001-02 2002-03 FY 2000-01 TOTAL GENERAL FUND General Government Continuing FY 1999-2000 Projects Spur Cross Ranch (All Carryover) Medical Examiner Facility Clerk of the Court Service Center Relocation of Scottsdale Justice Courts Plaza De Maricopa/New Administration Building New Administration Building Parking Public Health Facility Mesa Justice Court Facility Regional Land Acquisitions Tempe Co-located Justice Courts Northwest Co-located Justice Courts Northeast Co-located Justice Courts $ FRC Recommended New Projects Facilities Management Building 401 W. Jefferson $ Early Felony Processing Court Room Space in Jail Subtotal $ CIP Program Reserve $ FY 2000-01 General Government CIP Subtotal $ Potential Future Projects in Reserve Administration Building Renovation- 301 W. Jefferson Durango/Multi-Purpose Facility (Non Justice Syst. Depts. From Courthouse) Southeast Regional Complex/Courtroom Buildout Subtotal $ General Government Total $ 3,750,000 389,665 15,658,440 2,340,000 7,851,000 271,501 8,000,000 900,000 350,000 1,050,000 20,000 20,000 40,600,606 $ 26,037,000 7,193,998 20,000,000 9,250,000 8,050,000 8,000,000 300,000 300,000 88,473,698 $ 2,375,000 $ 250,000 2,625,000 $ $ 1,250,000 1,250,000 $ 17,004,765 60,230,371 $ $ - 9,342,700 $ 89,723,698 $ - 3,750,000 6,437,827 48,387,000 3,848,691 13,930,000 - 5,150,000 1,200,000 8,680,000 8,680,000 86,133,518 $ 350,000 3,000,000 3,000,000 20,280,000 $ - $ $ 2,000,000 2,000,000 $ $ 300,000 300,000 $ - $ - $ 2,375,000 3,800,000 6,175,000 $ 20,580,000 $ - $ 17,004,765 258,667,587 88,133,518 $ $ 5,000,000 5,000,000 - $ 1,000,000 2,000,000 3,000,000 $ $ 92,723,698 $ 17,000,000 $ 1,000,000 $ 18,000,000 $ 5,000,000 $ 17,000,000 22,000,000 $ - $ - $ - - $ - $ 6,000,000 $ 6,000,000 $ 6,000,000 $ 6,000,000 $ - $ $ - - - 60,230,371 7,500,000 16,170,192 15,658,440 2,340,000 96,205,000 11,314,190 28,000,000 15,650,000 8,400,000 10,250,000 12,000,000 12,000,000 235,487,822 10,000,000 4,000,000 2,000,000 11,000,000 $ 6,000,000 11,000,000 $ - $ 11,000,000 4,000,000 25,000,000 99,133,518 31,580,000 $ - $ 283,667,587 - $ 22,000,000 18,000,000 40,000,000 - $ $ 12,000,000 12,000,000 - $ 1,115,838 4,500,000 200,000 2,000,000 2,000,000 12,000,000 500,000 3,500,000 18,000,000 $ 127,000,000 10,802,441 194,800,000 2,000,000 79,500,000 18,700,000 4,100,000 444,718,279 $ ENTERPRISE FUNDS Maricopa Integrated Health Systems Comprehensive Health Care Clinic 3rd/4th Floor Buildouts/1st Floor Remodel $ Maricopa Medical Center First Floor Reconfiguration $ Maricopa Integrated Health Systems Total $ Animal Control Services Animal Control Facility* $ Animal Control Services Total $ *Programming cost of $250,000 to be funded in departmental budget for FY 2000-01. Future source of funds yet to be finalized. - $ $ SPECIAL REVENUE Criminal Justice Facilities Development (CJFD) CJFD Project Management and Support Activities $ Sheriff's Office Training Facilities Real Property Parcel at Durango Jail Site Facility Replacement Adult and Juvenile Detention Facilities 4th Avenue Jail Jackson Street Garage Lower Buckeye Jail Estrella Support Building Juvenile Detention and Courts Retherm (Prepared Food Distribution System) Special Management Units CJFD Total $ 1,115,838 4,500,000 200,000 2,000,000 14,000,000 10,802,441 17,000,000 2,000,000 18,000,000 69,618,279 $ 37,000,000 36,000,000 38,000,000 111,000,000 $ - 140 - 49,000,000 72,800,000 17,000,000 5,600,000 4,100,000 148,500,000 $ 25,000,000 57,000,000 6,000,000 9,600,000 97,600,000 $ Maricopa County FY 2000-01 Annual Business Strategies Capital Projects Department Summary (Continued) CAPITAL PROJECTS DEPARTMENT SUMMARY - FIVE YEAR PLAN Budget FUND, DEPARTMENT and PROJECT Five-Year Projected 2003-04 2004-05 Estimated 2001-02 2002-03 FY 2000-01 TOTAL Department of Transportation (MCDOT) $ Alma School N. Bridge Grade Cntrl Chandler Hts Rd Bridge @ Eastern Chandler Hts Rd Bridge @ Sanoki Wash Deer Valley Rd Bridge @ New River McKellips Rd Bridge @ Salt River Total Bridge Projects $ CDAC Assistance Program Total Enhancement Projects $ ITS Feasibility Study 6,000 120,000 331,000 434,000 $ 891,000 $ $ 119,000 119,000 $ $ 300,000 300,000 $ 300,000 300,000 228,000 228,000 300,000 300,000 87th Ave Channel: DV to Williams Rd Cave Creek Landfill Transfer Station Access Total Local Road Network $ 250,000 250,000 3,000 3,000 $ $ 230,000 230,000 $ 115th Ave: MC 85 to McDowell $ 51st Ave: GRIC Bdry to Baseline 59th Ave Truck Rt: Dusty Lane to Sa 99th Ave: McDowell to Glendale Castle Hot Springs Rd (East) Chandler Blvd: west of Gilbert Rd Ellsworth: Germann to Baseline Estrella Interim Loop 303 (II) Gilbert Rd: McDowell to SR 87 Gilbert Rd: Williams Field to Ray Gilbert Rd: Pecos to Williams Field Lake Pleasant Rd: Williams Rd to SR 74 MC 85: Cotton Lane to Estrella MC 85: Estrella Pkwy to Litchfield MC 85: 107th Ave to 91st Ave MC 85: 91st Ave to 75th Ave Power Rd: Guadalupe to Baseline Queen Creek Rd: AZ Ave to McQueen Warner Rd: Lindsay to Greenfield Williams Field Rd: Gilbert to Lindsay Total Primary Road Network $ 853,000 $ 700,000 500,000 1,300,000 15,000 900,000 3,526,000 2,501,000 844,000 133,000 39,000 150,000 228,000 642,000 70,000 70,000 613,000 59,000 500,000 13,643,000 $ $ 1,150,000 7,906,000 7,893,000 224,000 20,000 679,000 2,571,000 20,443,000 $ Total ITS Projects $ 107th Ave: Wm's Rd to Estrella Rdwy $ 75th Ave: MC 85 to Van Buren 83rd Ave: Northern to Olive Alma School: McLellan to McKellips Bush Hwy II: McKellips to McDowell Cactus Rd: 91st Ave to 89th Ave Elliot Rd: Val Vista to Greenfield El Mirage: Bell to Beardsley El Mirage: Beardsley to Loop 303 Higley Rd: Olney to Guadalupe McQueen Rd: Queen Creek to Pecos Ocotilla: EOM to Palo Verde Ocotillo Rd: Basha to AZ Ave Ray Rd Channel: Tuthill to Airport Ray Rd: Lindsay Thomas Rd: 99th Ave to 91st Ave Val Vista Dr: Ray to Warner Total Secondary Road Network $ 636,000 56,000 158,000 55,000 280,000 350,000 70,000 96,000 4,000 1,705,000 51st Ave: Santa Cruz to St John $ Bartlett Lake Rd: CC to Horseshoe Williams Field @ Higley Total Safety Improvements $ 51st Ave @ Salt River Bush Hwy @ Salt River (Blue Pt) Carefree Hwy @ CC Wash Indian School @ Agua Fria/Scour MC 85 @ Agua Fria/Bridge Scour MC 85 @ Avondale Wash Old US 80 @ Hassayampa/Scour $ $ $ - $ 10,700,000 8,559,000 4,295,000 1,794,000 5,621,000 30,969,000 1,979,000 $ - 70,000 1,410,000 - $ 1,979,000 $ 1,480,000 98,000 90,000 29,000 217,000 $ - $ - 1,600,000 185,000 1,352,000 220,000 - $ - $ - - - - - 141 - $ 2,597,000 $ 120,000 2,717,000 $ 681,000 681,000 $ 3,278,000 6,000 120,000 450,000 554,000 4,408,000 $ 300,000 300,000 $ 300,000 300,000 $ 1,500,000 1,500,000 $ $ 600,000 600,000 $ - $ - - $ 4,255,000 530,000 4,785,000 $ - $ $ - - $ $ $ $ - $ - $ $ 717,000 680,000 485,000 6,157,000 550,000 1,948,000 530,000 11,067,000 $ - $ $ $ $ $ $ - 1,947,000 1,947,000 - - $ $ - $ - $ - $ $ - $ - $ 948,000 1,817,000 2,145,000 - 250,000 250,000 461,000 600,000 1,061,000 853,000 1,850,000 500,000 1,300,000 15,000 900,000 22,132,000 18,953,000 9,618,000 1,947,000 39,000 150,000 6,528,000 3,213,000 70,000 70,000 613,000 59,000 530,000 500,000 69,840,000 2,615,000 56,000 158,000 2,002,000 717,000 70,000 680,000 280,000 350,000 485,000 7,567,000 70,000 96,000 550,000 1,952,000 530,000 18,178,000 98,000 90,000 29,000 217,000 1,600,000 185,000 1,352,000 1,817,000 2,145,000 220,000 948,000 Maricopa County FY 2000-01 Annual Business Strategies Capital Projects Department Summary (Continued) CAPITAL PROJECTS DEPARTMENT SUMMARY - FIVE YEAR PLAN Budget FUND, DEPARTMENT and PROJECT FY 2000-01 Estimated 2001-02 2002-03 Peoria Ave Bridge @ New River Power Rd Bridge @ Queen Creek Queen Creek Rd Bridge @ Eastern Tuthill Rd @ Gila River/Scour Rittenhouse Rd @ QC Wash/Scour Roeser & Chambers Bridges @ Buckeye Feeder Ditch Total Bridge Projects $ 104,000 1,025,000 19,000 95,000 350,000 4,950,000 $ 1,000,000 256,000 250,000 1,506,000 $ - 27th Ave: Twin Peaks to New River PM10 Mitigation Program Total PM 10 $ 228,000 $ 4,000,000 4,228,000 $ $ 8,200,000 8,200,000 $ 51st Ave: Broadway to Baseline $ Baseline: 51st Ave to 7th Ave Estrella Pkwy: Yuma to McDowell Grand Avenue Overpass Indian Springs Rd Loop 303: McDowell to Thomas McDowell Rd: Pima Fwy to Alma Sch Riggs Rd: I-10 to Price Riggs Rd: AZ Ave to Gilbert Rd Shea Blvd: 144th to Palisades Shea Blvd: Beeline to 600 ft west Total Primary Road Network $ 3,938,000 $ 8,029,000 4,143,000 6,461,000 351,000 388,000 3,670,000 139,000 1,680,000 334,000 29,133,000 $ $ 9,945,000 6,921,000 1,287,000 4,270,000 22,423,000 $ 91st Ave: Deer Valley to Williams Rd $ Camelback Rd: Litchfield to El Mirage Center Street (Whitman) Ellsworth: University to McLellan Gates Rd at ATSF RR & US 60 Guadalupe Rd: Hawes to Meridian Guadalupe Rd: Power to Hawes Lindsay Rd: Williams Field to Ray Rd Main St (Gila Bend) Barnes to Bus. I-8 Northern Ave: 95th Ave to Grand Southern @ 27th Ave Val Vista Dr: Riggs to 1/2 mi south Total Secondary Road Network $ 420,000 $ 2,542,000 100,000 52,000 200,000 50,000 125,000 9,418,000 285,000 149,000 13,341,000 $ $ - 3,962,000 $ 104,000 2,025,000 275,000 250,000 95,000 350,000 11,366,000 $ 9,500,000 9,500,000 $ - - 228,000 21,700,000 21,928,000 - - $ 4,500,000 4,500,000 $ - - - - - Total Safety Improvements $ Durango Facility Bldg Modifications $ Northeast Maintenance Facility R.O.W. In-Fill Road System Geodetic Densification & Cadastral Survey ITS Mainstreaming into Projects Construction Mgmt Consultants Previous Years Projects Utility Locating (Pot-hole) Annual Unallocated Force Account Preliminary Engineering Contracts Archeological On-Call Consultants Geotechnical On-Call Consultants Surveying On-Call Consultants Civil Engineering On-Call Consultants Appraisal On-Call Consultants Warranted Traffic Improvements Environmental On-Call Consultant Haz-mat On-Call Consultant Biological On-Call Consultant Delineation On-Call Consultant Property Mgmt on prior years projects Total System Support $ 400,000 $ 1,000,000 1,780,000 1,250,000 150,000 350,000 100,000 3,290,000 460,000 100,000 100,000 100,000 150,000 100,000 200,000 75,000 10,000 10,000 300,000 50,000 9,975,000 $ - - $ - - $ - $ 150,000 350,000 100,000 5,289,000 600,000 100,000 100,000 100,000 150,000 100,000 200,000 75,000 10,000 10,000 100,000 50,000 7,484,000 $ - $ - $ 150,000 350,000 100,000 5,530,000 600,000 100,000 100,000 100,000 150,000 100,000 200,000 75,000 10,000 10,000 100,000 50,000 7,725,000 $ - $ $ $ $ 3,938,000 17,974,000 4,143,000 13,382,000 351,000 3,606,000 7,940,000 1,539,000 4,500,000 1,680,000 334,000 59,387,000 420,000 2,542,000 100,000 4,731,000 52,000 200,000 50,000 2,600,000 125,000 9,418,000 285,000 149,000 20,672,000 $ 230,000 28,000 258,000 $ 150,000 350,000 100,000 5,614,000 600,000 100,000 100,000 100,000 150,000 100,000 200,000 75,000 10,000 10,000 100,000 50,000 7,809,000 $ 400,000 1,000,000 1,780,000 1,250,000 750,000 1,750,000 500,000 25,574,000 2,860,000 500,000 500,000 500,000 750,000 500,000 1,000,000 375,000 50,000 50,000 700,000 250,000 41,039,000 $ $ - $ - $ - $ 2,600,000 2,600,000 $ - - - 142 - $ - $ - $ 1,931,000 1,400,000 3,331,000 $ - $ - - 230,000 $ 28,000 258,000 $ $ $ $ - $ TOTAL 948,000 $ $ 4,731,000 4,731,000 $ Patton Rd west of Grand Ave Southern Ave @ 99th Ave - Five-Year Projected 2003-04 2004-05 $ - $ 150,000 350,000 100,000 5,851,000 600,000 100,000 100,000 100,000 150,000 100,000 200,000 75,000 10,000 10,000 100,000 50,000 8,046,000 $ - Maricopa County FY 2000-01 Annual Business Strategies Capital Projects Department Summary (Continued) CAPITAL PROJECTS DEPARTMENT SUMMARY - FIVE YEAR PLAN Budget FUND, DEPARTMENT and PROJECT Project Reserve TAB Opportunity Reserve Program Reserve Estimated 2001-02 2002-03 FY 2000-01 $ Total Program Reserves $ 2,000,000 1,000,000 3,000,000 Department of Transportation Total $ 81,894,000 $ $ 2,170,000 1,000,000 3,170,000 $ 70,585,000 $ $ 2,384,000 1,000,000 3,384,000 $ 56,917,000 Five-Year Projected 2003-04 2004-05 $ $ 2,781,000 1,000,000 10,000,000 13,781,000 $ 49,344,000 $ TOTAL $ 1,149,000 1,000,000 30,000,000 32,149,000 $ $ 10,484,000 5,000,000 40,000,000 55,484,000 $ 46,848,000 $ 305,588,000 Flood Control District Chandler Storm Drain System City of Scottsdale Town of Guadalupe Dam Safety Project Candidate Assessment Project Sossaman Channel South Phoenix Drainage PVSP EMF Mitigation Rio Salado Wickenburg Wash "Q" Skunk Creek Upper New River Spook Hill ADMP East Mesa ADMP Glendale/Peoria ADMP North Peoria ADMP East Fork Cave Creek White Tanks ADMP Queen Creek ADMP Gilbert/Chandler ADMP Durango ADMP ACDC ADMP Maryvale ADMP Foothills ADMP Fountain Hills ADMP CIP Contingency Stormwater Monitoring Old Cross Cut Canal Buckeye/Sun Valley ADMP Wittmann ADMP Update Skunk Creek/New River Lower Spook Hill ADMP Signal Butte ADMP Higley ADMP Gilbert/Mesa ADMP Adobe Dam ADMP 24th Ave./Camelback UIBW ADMP FCD Facilities Total Flood Control District $ 830,000 7,260,000 3,975,000 898,000 206,000 55,000 3,813,000 2,277,000 8,054,000 35,000 360,000 6,802 1,064,000 5,233,000 5,962,000 1,077,000 2,350,000 2,623,000 1,527,000 7,260,000 770,000 3,998,000 1,440,000 4,606,000 1,042,000 424,000 210,000 315,000 259,000 67,929,802 Grand Total, All Funds $ 297,672,452 850,000 600,000 1,500,000 700,000 150,000 2,900,000 300,000 500,000 5,250,000 10,050,000 5,200,000 1,280,000 1,000,000 8,750,000 6,000,000 400,000 450,000 120,000 300,000 300,000 7,200,000 53,800,000 $ 356,108,698 - 143 - 1,860,000 700,000 150,000 300,000 6,100,000 5,840,000 1,420,000 8,000,000 460,000 3,200,000 5,500,000 700,000 1,400,000 650,000 1,550,000 200,000 100,000 1,000,000 200,000 2,700,000 10,300,000 52,330,000 $ 362,880,518 1,850,000 375,000 700,000 150,000 5,900,000 1,000,000 4,600,000 800,000 2,600,000 3,000,000 1,200,000 2,800,000 2,250,000 600,000 740,000 2,300,000 230,000 400,000 5,000,000 4,300,000 12,000,000 52,795,000 $ 231,319,000 700,000 150,000 8,100,000 2,100,000 6,000,000 5,000,000 5,390,000 7,860,000 5,850,000 3,698,000 806,000 55,000 21,013,000 3,400,000 19,477,000 13,304,000 35,000 360,000 6,802 6,864,000 23,723,000 7,382,000 1,077,000 2,350,000 24,823,000 7,967,000 7,260,000 10,970,000 12,748,000 17,690,000 4,606,000 1,742,000 424,000 500,000 2,615,000 1,790,000 4,300,000 550,000 500,000 11,510,000 600,000 815,000 7,000,000 37,500,000 259,000 278,819,802 6,000,000 3,500,000 3,200,000 2,500,000 500,000 615,000 5,000,000 600,000 8,000,000 51,965,000 $ 116,813,000 $ 1,364,793,668 Maricopa County FY 2000-01 Annual Business Strategies e THIS PAGE INTENTIONALLY LEFT BLANK f - 144 - Maricopa County FY 2000-01 Annual Business Strategies DEBT SERVICE Debt Management Policy Introduction to Debt e A comprehensive debt plan should be developed by all jurisdictions intending to issue debt. The purpose of the County’s debt management plan is to set forth the parameters for issuing debt and to manage the debt portfolio and provide guidance to decision makers regarding the timing and purposes for which debt may be issued. e 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. The County’s debt issuance program should be driven by revenues, as well as needs. Financing Alternatives 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. There are many sources of funding, depending on the type of debt to be incurred and the length of time for repayment. Short-term financing 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: e A vehicle to deal with temporary cash flow difficulties, or e To handle unexpected costs resulting from natural emergencies or other significantly unexpected events e In anticipation of issuing a long-term bond for capital financing. 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. 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 - 145 - Maricopa County FY 2000-01 Annual Business Strategies 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. The County last issued a TAN in August 1995 for $40 million which matured on July 31, 1996. The TAN was retired and the County has no needed to issue additional TAN’s. 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. 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 2, Article 4, §11-251, 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. - 146 - Maricopa County FY 2000-01 Annual Business Strategies 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. Debt Limit The Arizona Constitution, Article 9, Section 8, states that a County may become indebted for an amount not to exceed fifteen percent of taxable property. The following table represents the outstanding general obligation indebtedness with respect to its constitutional general obligation debt limitation. 1998-99 Constitutional General Obligation Bonding Capacity Maricopa County, Arizona 1998-99 Secondary Assessed Valuation $ 16,813,017,261 15% of Secondary Assessed Valuation Less: GO Bonded Debt Outstanding Plus: GO Debt Service Fund Balance Unused Fifteen Percent Borrowing Capacity $ 2,521,952,589 (99,910,000) 1,240,000 2,423,282,589 $ Rating Agencies Analysis An independent assessment of the relative credit worthiness of municipal securities is provided by rating agencies. They furnish letter grades that convey each company’s assessment of the abillity and willingness of a borrower to repay its debt in full and on time. Credit ratings issued by these agencies are a major function in determining the cost of borrowed funds in the municipal bond market. Moody's Investors Service, Standard and Poor's Corporation, and Fitch Investor Service are the three major rating agencies that rate municipal debt. The rating agencies provide a rating assessment of credit worthiness for Maricopa County. There are five primary factors that comprise their ratings: e e e e e Economic conditions - stability of trends, and Debt-history of County - debt and debt position, and Government/administration - organizational structure of the County, and Financial performance - current financial status and the history of financial reports, and 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. - 147 - Maricopa County FY 2000-01 Annual Business Strategies 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 rating upgrades from Fitch IBCA and Moody’s Investors Service in May of 2000. Moody’s Investors Service Press Release dated May 26, 2000, states that the bond upgrade “reflects improvement in the county’s financial position, due to the continuation of conservative fiscal strategies and the elimination of non-service support of the county hospital. The Aa3 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 Fitch Date Rating Assigned AA 5/5/00 Stadium District Revenue Bonds Moody's Aa3 A-1 A-2 A Aa Aa-1 Aa Aaa (1) Date Date Rating Standard & Rating Assigned Poor's Assigned 5/26/00 11/6/98 3/17/97 6/13/94 7/26/93 8/21/81 12/6/72 A+ A AA 4/11/97 5/27/94 6/2/76 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 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 - 148 - Maricopa County FY 2000-01 Annual Business Strategies the Overall Net Debt as a percentage of Full Value Property. In addition, the Full Value Property Per Capita is represented. An explanation of how each ratio is calculated is represented in the notes on the following. There are an infinite number of ratios which 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 6/30/98 $119,045,000 (1,212,057) Audited 6/30/99 $99,910,000 (1,240,000) Projected 6/30/00 $75,595,000 0 Projected 6/30/01 $58,205,000 0 17,684,054 23,998,943 $159,515,940 5,247,768,953 $5,407,284,893 17,633,952 20,667,686 $136,971,638 4,751,102,012 $4,888,073,650 13,749,185 17,222,209 $110,566,394 4,988,657,113 $5,099,223,507 10,262,970 13,575,118 $82,043,088 5,238,089,968 $5,320,133,056 2,720,575 $120,276,555 2,806,100 $128,171,305 2,876,253 $130,734,731 2,948,159 $133,349,426 $58.63 $48.81 $38.44 $27.83 $1,987.55 $1,741.95 $1,772.87 $1,804.56 Direct Net Debt As Percentage Of Full Value Property .1326% .1069% .0846% .0615% Overall Net Debt As % Of FV Property 4.49% 3.81% 3.90% 3.99% $44,209.98 $45,675.96 $45,453.15 $45,231.43 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 Overall Net Debt Per Capita FV Property Per Capita Notes: 1) 2) 3) 4) Projected overlapping debt was based on a 5% increase for 2000 and 2001. Source: Arizona Department of Economic Security. Projection for 2000 and 2001 was based on a conservative 2.50% growth rate. Taxable Property Estimates: 1999 provided by the Assessor’s Office; 2000 and 2001 based on 2% estimated annual growth; amounts are in billions (000’s omitted). 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 The following sections contain information on the obligations of the County by debt type. General Obligation Bonds Long-term General Obligation Bonds shall be issued to finance significant capital improvements for purposes set forth by voters in bond elections. Interest rates on these bonds are generally lowest of any public securities. Prior to issuance, Arizona GO Bonds must have a majority vote approval from the residents of the County. General Obligation Bonds currently outstanding were the result of the 1986 general election where the voters authorized the County to issue long term debt. The resulting proceeds from the sale of the bonds were used for the purpose of making improvements in the County which include: Criminal and Civil Courts Facilities, Juvenile Court – Juvenile Treatment and Detention Facilities, Law Enforcement and Public Safety, Regional Park Improvements, Environmental Protection, Sanitary Landfill, Public Health Facilities, Infrastructure, Communication Improvements, etc. - 149 - Maricopa County FY 2000-01 Annual Business Strategies General Obligation Bonds payable at June 30, 2000, 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, 2000 25,575,000 4.500-7.500 7-1-00/04 23,000,000 68,500,000 67,500,000 4.000-5.400 6.250 7-1-00/03 7-1-00/03 1,625,000 49,450,000 9,220,000 17,320,000 $ 188,115,000 4.850-5.200 4.500-4.700 7-1-00/02 7-1-00/02 1,835,000 3,685,000 79,595,000 $ 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: e To oversee the operation and maintenance of Bank One Ballpark, a 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. e 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. Ten 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, and Arizona Diamondbacks. e 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. 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 - 150 - Maricopa County FY 2000-01 Annual Business Strategies Milwaukee Brewers. 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, 2000, 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 7-1-00/13 7-1-00/03 7-1-00/13 7-1-00/16 Outstanding at June 30, 2000 $ 10,335,000 2,020,000 19,330,000 8,680,000 $ 40,365,000 Interest Rate Maturity Dates Outstanding at June 30, 2000 Max 15% 10-15-00/16 $ 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. - 151 - Maricopa County FY 2000-01 Annual Business Strategies The following table illustrates principal amount by issue for the Assessment District Bonds payable at June 30, 2000. Description 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 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 9.00 9.00 9.00 4.87 9.00 9.00 9.00 9.00 Maturity Dates 1-1-00/06 1-1-00/02 1-1-00/02 1-1-00/05 1-1-00/07 1-1-00/18 1-1-00/07 1-1-00/07 1-1-00/09 1-1-00/08 Outstanding at June 30, 2000 19,207.91 4,933.79 5,299.91 52,249.58 29,651.01 271,260.26 75,705.72 50,581.93 244,283.90 9,692.62 $762,866.63 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, 2000, consisted of the outstanding bonds set forth below. FY End June 30th 2001 2002 2003 2004 2005 2006 TOTAL Principal 14,114.01 16,936.81 14,114.01 16,936.81 16,936.81 16,936.84 $ 95,975.29 Interest 3,445.59 2,843.98 2,242.37 1,640.76 984.46 328.15 $ 11,485.31 Total Debt Service 17,559.60 19,780.79 16,356.38 18,577.57 17,921.27 17,264.99 $ 107,460.60 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 2000-01 2001-02 2002-03 2003-04 2004-05 After 2005 Less Interest General Obligation $ 25,941,675 22,160,035 21,515,750 20,975,000 0 0 $ 90,592,460 (10,997,460) $ 79,595,000 Special Assessment $ 121,916 119,285 121,297 110,134 127,059 493,146 $ 1,092,837 (329,971) $ 762,866 $ $ $ - 152 - Housing Authority 17,560 19,781 16,356 18,578 17,921 17,265 107,461 (11,485) 95,976 Stadium Total District Debt Service $ 4,357,155 $ 30,438,306 4,345,683 26,644,784 4,346,105 25,999,508 4,347,300 25,451,012 4,351,295 4,496,275 41,796,422 42,306,833 $ 63,543,960 $ 155,336,718 (23,178,960) (34,517,876) $ 40,365,000 $ 120,818,842 Maricopa County FY 2000-01 Annual Business Strategies Debt Policies Administration of Policy The County Administrative Officer is the Chief Executive of the County. With the exception of those responsibilities specifically assigned by state statute to the Chief Financial Officer, the Board of Supervisors is ultimately 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 "Chief 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. Use of Debt Financing Debt financing includes General Obligation Bonds, Revenue Bonds, Certificates of Participation, Lease/Purchase agreements, and other obligations permitted to be issued or incurred under Arizona law. 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. The County Board of Supervisors must approve the method prior to sale. 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. Negotiated underwriting may be considered upon recommendation of the Chief Financial Officer. Use of Bond Insurance 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 present value of the estimated debt service savings from insurance should be at least equal to or greater than the insurance premium when insurance is purchased directly by the County. The bond insurance company will usually be chosen based on an estimate of the greatest net present value insurance benefit (present value of dent service savings less insurance premium). Arbitrage Liability Management 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. - 153 - Maricopa County FY 2000-01 Annual Business Strategies 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. The County will structure its financings in such a way as to reduce or eliminate future Arbitrage Rebate liability, wherever feasible. 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 on the structuring of obligations to be issued, inform the County of various options, advise the County as to how choices will impact the marketability of County obligations and provide other services as defined by contract. To ensure independence, the financial advisor will not bid on nor underwrite any County debt issues. 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 agents, trustees, 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. - 154 - Maricopa County FY 2000-01 Annual Business Strategies Copies of official statements for future issuance’s of its bonds will be available through the following recognized municipal repositories: 1. Bloomberg Municipal Repositories 100 Business park Drive Skillman, NJ 08558 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@tfn.com .4. Standard & Poor’s J.J. Kenny Repository 55 Water Street – 45th Floor New York, NY 10041 Phone: (212) 438-4595 Fax: (212) 438-3975 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. Maturity Structures Principal payment schedules should not extend beyond the economic life of the project or equipment financed. The structure of debt issued by the County should be to provide for either level principal or level debt service. Except in select instances, deferring the repayment of principal should be avoided. Ratings The County’s goal is to maintain or improve its bond ratings. To that end, prudent financial management policies will be adhered to in all areas. 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. The County will maintain a line of communication with the rating agencies informing them of major financial events in the County as they occur. Full disclosure of operations will be made to the bond rating agencies. County staff, with the assistance of the financial advisor and bond counsel, will prepare the necessary materials for presentation to the rating agencies. A personal meeting with representatives of the rating agencies will be scheduled every few years or whenever a major project is initiated. Modification to Policies These policies will be reviewed annually and significant changes may be made with the approval of the County Administrative Officer. Significant policy changes will be presented to the Board of Supervisors for approval. - 155 - Maricopa County FY 2000-01 Annual Business Strategies e THIS PAGE INTENTIONALLY LEFT BLANK f - 156 - Maricopa County FY 2000-01 Annual Business Strategies COUNTY AT A GLANCE Profile Maricopa County ranks first in the nation for population change since April 1, 19901, which makes it the fastest growing county in the nation with a population over 2.9 million. Maricopa County is also the 4th largest county in the nation in terms of population. More than half of the state of Arizona’s population resides in Maricopa County. It is the state’s major center of political and economic activity and houses the state capital. The County is home to the nation’s largest regional parks system measuring 116,000 acres. Maricopa County measures 9,222 square miles, which includes 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, and Rhode Island) and the District of Columbia. 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. Created in 1871 Maricopa 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 nearly 5% of total land ownership while individuals and corporations own 29%, the U.S. Bureau of Land Management owns 28%, the U.S. Forest Service and the state of Arizona each own 11% leaving an additional 16% publicly owned. 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. Lifestyles Maricopa County offers over 25 diverse communities each providing the highest quality of life available in the southwest. The variety of lifestyles offered range from cosmopolitan to country living making Maricopa County an attractive place to work and play. The County’s ideal climate flourishes with over 300 days of sunshine annually. Maricopa County’s ample water resources include seven reservoirs, local groundwater aquifers and the Colorado River, which provide more than 700 billion gallons of water annually. 1 Source: Population Estimates Program, Population Division, U.S. Census Bureau. - 157 - Maricopa County FY 2000-01 Annual Business Strategies One new home is built every 15 minutes to accommodate over 240 new residents entering the County daily. Construction costs are 10% below the national average, which may be attributed to lower labor costs in this “rightto-work” state, fewer natural disasters and fewer delays due to no “weather days”.2 The Maricopa Community College District is the largest community college district in the United States. The County is home to the University of Phoenix, the largest private university in the nation. Maricopa County boasts 17 Universities and Colleges, and 10 Community Colleges with an enrollment of over 200,000. The Maricopa County Library District offers a North Central Regional Library and Southeast Regional Library, 10 branch libraries, a bookmobile, outreach services and books-by-mail for the homebound and visually impaired. The County has 13 airports, three of which support large aircraft, i.e., Phoenix Sky Harbor International Airport, Phoenix-Goodyear Airport and Williams Gateway Airport. The Phoenix Sky Harbor International Airport is the 11th busiest airport in the nation, servicing over 27 million air passengers annually. There are 61 hospitals within the County providing nearly 10,000 hospital beds. The County offers a broad range of community and cultural facilities and activities. Professional sports prosper in Maricopa County. Teams include the Phoenix Suns, national basketball association; the Phoenix Mercury, women’s national basketball association; Arizona Diamondbacks, major league baseball; the Phoenix Coyotes, national hockey league; and the Arizona Cardinals, national football league. Maricopa County is home to many other professional sports and events including arena football, indoor soccer, roller hockey and thoroughbred and greyhound racing. College fans can enjoy intercollegiate 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. The spring training baseball parks located within the 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 Maricopa County has been a well-established growth area for virtually the entire 20th century. The current economy continues to expand albeit at a slower pace. This economic growth supports a strong population growth and provides new resources to enhance county services. 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. The County’s growth indicators3 between 1990 and 1998 are displayed on the following table. 2 3 According to the Greater Phoenix Economic Council, January 2000. Compiled by the Arizona Department of Commerce, May 2000 - 158 - Maricopa County FY 2000-01 Annual Business Strategies MARICOPA COUNTY GROWTH INDICATORS % Change Between Growth Indicators 1990 - 1998 Personal Income +65.2% Per Capita Income +32.2% Bank Deposits +1.0% Bank Loans -3.1% Retail Sales +43.5% Value of Building Permits +202.7 Vehicle Registrations +14.4% The Elliott D. Pollack & Company predicts a strong yet slower growth in U.S. economic expansion. What is occurring in Arizona today is normal for a boom. This is predicated upon low interest rates, low inflation, low but rising vacancy rates, commercial and residential real estate likely at a peak, high-tech manufacturing possibly recovering and the rest of manufacturing slowing. Maricopa County’s employment, which makes up over 71% of the 1999 Arizona employment distribution4, has grown much more rapidly than the U.S. during periods of national economic expansion. This historical trend also applies during periods of slowing in the U.S. üThe Inc. magazine December 1999 issue reports Cognetics, Inc., a Cambridge, Mass.-based research firm which studies small businesses ranked the greater Phoenix metropolitan area 1st among large metropolitan areas in small business start-up and growth. üMaricopa County (described as the Phoenix metropolitan area) is projected to be the nation’s second fastestgrowing job market, forecasting an estimated 1.5 million jobs over the next 25 years according to Newsweek magazine (March 29, 1999). üAccording to a survey by the American Society of Travel Agents, Greater Phoenix was 7th in the nation as a fall travel destination for U.S. travelers. Maricopa County’s main economic sectors include services, trade and manufacturing. Maricopa County’s economy has continued to grow during short national recessions. 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. 4 Source: Arizona Department of Economic Security non-agricultural wage & salary employment. - 159 - Maricopa County FY 2000-01 Annual Business Strategies Maricopa County has evolved into a major center for high-tech manufacturing such as semiconductors, electronics and aerospace. According to the Arizona Department of Economic Security and U.S. Department of Labor Statistics, high-tech manufacturing employment in 1999 as a percent of total manufacturing employment in Maricopa County was 41.8% versus the United States at 14.0%. Maricopa County has been successful in attracting high-tech manufacturing employment. The March 22, 1999 Computer World magazine named Maricopa County (Phoenix metro area) one of the nation’s top hiring locations for information technology jobs. Population Maricopa County's population reported by the Arizona Department of Economic Security as of July 1, 1999 was 2,879,492 and has increased by 74,665 to 2,954,157 as of May 30, 2000. Maricopa County is the 4th 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, the fastest growing county in the country. According to the Arizona Department of Economic Security, Maricopa County gained 81,339 people from July 1, 1997, 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. As the chart at the right indicates, Maricopa County’s population grew 3.3% during 1999 while the state’s population increased more slowly, at 2.5 percent, and the nation’s population increased a mere 9/10’s of 1%. According to the U.S. Census Bureau, the most recent population estimate for Maricopa County by race as of July 5 1, 1998 shows the following distributions: e e e e e White Non-Hispanic comprised 73% White Hispanic comprised 18% Black comprised 4% Asian and Pacific Islander comprised 3% American Indian 2% The County’s population growth impacts the cost of energy, water, land, building, infrastructure services, etc., available to its citizens. An increasing population also affects the number and cost of crimes committed and the 6 cost of health care to the citizens of Maricopa County. 5 6 Reported September 1, 1999. See the Criminal Justice and Health Care sections for more information regarding the impact of population growth on these areas. - 160 - Maricopa County FY 2000-01 Annual Business Strategies Maricopa County continues to comprise 60% of Arizona’s population. Pima County, the next largest county in Arizona, makes up 17% and the remaining 13 counties 23%. Population growth rates in Maricopa County contain three major components, i.e., births, deaths and migration. On the chart at left, migration is shown as both domestic and international. Migration has the largest impact upon Maricopa County population growth with a combined 42% versus a 40% birth rate increase. Maricopa County’s birth rate is nearly twice its death rate. Between 1990 and 1998 there were 350,148 children born in the county and 153,438 people died. The County’s population continues to age as does the rest of the country. Surprisingly, persons between the ages of 45 and 65 account for the bulk of the growth in population. These aging populations may affect revenues such as sales taxes (consumer spending), residential property taxes, vehicle license taxes due to the migration factor in population growth, etc. The income of senior citizens, for example, is often in the form of social security and pension payments. These incomes may not change at the same rate as the general economy, and older people tend to spend less money than younger persons. Interestingly, it’s not retirees or foreign immigrants who have pushed Maricopa County into first place. On the contrary, it’s the under-65 crowd from other states - particularly from the Midwest and California. Maricopa County’s growth reflects a national trend of population shifts to the Sunbelt states. 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. - 161 - Maricopa County FY 2000-01 Annual Business Strategies Employment Maricopa County makes up 71% of the state’s employment base. The employment mix is well diversified, as shown by occupational forecasts on the table below. Much of the County’s manufacturing is concentrated in high technology-related manufacturing, such as computers, components, aerospace and scientific instrumentation. High-tech employment represents 42% of the total Countywide manufacturing employment during 19997 versus 14% nationwide. 1996 – 2006 Occupational Forecast* Occupations 10 Year Change (000’s) Professional, Paraprofessional & Technical 118.0 Service 92.6 Administrative Support 86.2 Marketing & Sales 71.8 Operators, Fabricators & Laborers 63.8 Precision Production, Craft & Repair 48.4 Executive & Managerial 47.1 Agriculture, Forestry & Fisheries 6.8 Total 10 Year Change 534.7 Annual Rate of Change 4.4% 4.1% 3.3% 3.8% 3.6% 2.9% 4.3% 2.3% *Phoenix-Mesa Metropolitan Statistical Area 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 1996-97, 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, 3.8% in FY 2000-01, 4.8% in FY 2001-2002, 4.2% in FY 2002-2003 and 4.1% in FY 2003-2004. The wage and salary trend, as shown at left, continues to expand, albeit at a slower rate. The economic base of the area is so well diversified that one sector of the 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 four national recessions, job growth has been positive, usually averaging two to two and one-half times the national average. 7 Source: Arizona Department of Economic Security and the U.S. Department of Labor Statistics. - 162 - Maricopa County FY 2000-01 Annual Business Strategies Maricopa County’s unemployment rate has been consistently below the state and national average. As of March 2000, the unemployment rate for Maricopa County was 2.3%, compared to 3.9% and 4.1% for Arizona and the United States, respectively. The nation’s unemployment rate is double that of Maricopa County. The chart at right compares unemployment rates for Maricopa County, the state of Arizona and the United States. Retail Sales The retail sales long-term forecast for Maricopa County continues to be strong, as demonstrated on the chart at left. 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 71% of total retail sales in the state. The chart at left shows retail sales for Maricopa County, as opposed to the Phoenix-Mesa metropolitan statistical area, as shown on the chart found under the section titled Economy. Retail sales increased 12.3% in 1995, 10.6% in 1996, 6.1% in 1997, 8.3% in 1998, 9.1% in 1999 and should increase 9.0% in 2000, 6.0% in 2001, 6.1% in 2002, 8.5% in 2003, 6.8% in 2004 and 5.8% in 2005. - 163 - Maricopa County FY 2000-01 Annual Business Strategies Construction and Real Estate Market Maricopa County continues to enjoy a strong economy. Low inflation, low but rising commercial vacancy rates, strong yet slower growth in retail sales, personal income, employment and population, and a strong growth in housing permits supports the current economic growth. As shown on the chart at right, 30-year conventional (fixed-rate) mortgage rates, as of January of each year, vary between 7% and 10% over the past 10 years. These low interest rates combined with increasing population and employment growth continue to spur the single family housing market. Single family housing permits in Maricopa County hit their highest level ever, at 43,034 in FY 1998-99, and are expected to top that at 43,760 in FY 1999-00, as shown on the chart at left. Although single family housing permits are predicted to remain strong in the unincorporated areas of the County, a slowing in the incorporated areas is forecast for FY 2000-01. Permits are estimated to decline by 10.0% to 39,384 in FY 2000-01. It is likely that we have seen the peak in the current cycle for the incorporated areas of Maricopa County. - 164 - Maricopa County FY 2000-01 Annual Business Strategies The median price of singlefamily homes in Maricopa County continues to increase. Median resale home prices peaked at $105,000 in 1997 and $114,000 in 1998. The median price of new single family homes peaked at $136,000 in 1997 versus $139,000 in 1998. Average median single-family home prices increased 5.2% between 1997 and 1998. Maricopa County homes sales prices are compared on the chart at left. During 1998 80,675 singlefamily homes were sold in Maricopa County. Of these, 27,600 were new homes and 53,075 were resale’s. Maricopa County’s year-round construction industry can provide a new house in a relatively short period of time, at a comparatively reasonable price. The 1998 median sales price for a new single-family home in Maricopa County was $139,000 vs. the national average of $150,000. In the resale market, the 1998 median sales price for a singlefamily home in Maricopa County was $114,000 vs. $131,000 nationwide. There were 7,799 multi-family housing units permitted in 1997, slightly less than the 8,533 permitted the prior year, and 7,877 units permitted in 1998. As shown on the chart at right, a slowing is expected into 2001. - 165 - Maricopa County FY 2000-01 Annual Business Strategies The average prices per square foot to construct new apartment complexes in Maricopa County are shown on the chart at left. Maricopa County offers some of the most affordable major metropolitan area housing in the nation. As of the first quarter of 1998, the gross monthly rent for a multi-housing unit (apartment, condominium) in Maricopa County was $614.00 for apartments in complexes with over 100 units and $515.00 in complexes with 50-99 units. The retail market space 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 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 9.3% compared to 9.6% a year earlier. 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. - 166 - Maricopa County FY 2000-01 Annual Business Strategies 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 County’s metropolitan areas remain 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 In keeping with national trends, the local health care community has been shaken and re-shaped recently by hospital sales or mergers, rising managed care premiums and increased dissatisfaction among provider and patients. Many Maricopa County residents have trouble finding affordable health care. The indigent county population continues to need health care regardless of the ability to pay. Maricopa County continues to play a key role in channeling services to indigent or low-income residents, through its contributions to the Arizona Health Care Cost Containment System (AHCCCS), to the Arizona Long Term Care System (ATLCS), and to programs for the seriously mentally ill, as well as through its own health care system, Maricopa Integrated Health System (MIHS). Maricopa Integrated Health System (MIHS) continues to evolve on both the provider side and the health plan side. MIHS’ strategic plan for FY 2000-01 focuses on service line development, governance options, development of a new psychiatric campus in the East Valley, academic training; employee satisfaction; and customer service. AHCCCS AHCCCS is Arizona’s alternative to a Medicaid system. Rather than using a fee-for-service delivery model, AHCCCS uses an HMO model to deliver acute care services to persons who are Medicaid eligible or qualify for medical assistance under certain state programs. In FY 2000-01 Maricopa County will contribute approximately $39,000,000 to AHCCCS funding. MIHS is an AHCCCS provider. ALTCS ALTCS is the long-term care component of AHCCCS services to the Medicaid-eligible or indigent elderly and disabled throughout Arizona. In FY 2000-01, Maricopa County will contribute approximately $96,000,000 to ALTCS funding. Approximately half the state’s ALTCS enrollees live in Maricopa County. Approximately half the Maricopa County enrollees receive care in nursing homes. The other half receives care at home or in communitybased settings. Strong case management is a key component in assuring that ALTCS services are delivered cost effectively in the most appropriate nursing home, community or household setting. Until FY 2000-01, Maricopa County, through MIHS was the sole ALTCS provider in Maricopa County. In FY 1999-00 the state opened the ALTCS Maricopa County contract up for competitive bid, resulting in three ALTCS contractors, including MIHS. Sixty percent of Arizona residents who need long term behavioral health services live in Maricopa County. This includes approximately 12,000 seriously mentally ill (SMI) persons. According to the 1999 Leff report, commissioned by the Arizona Department of Health Services to assess the level of SMI service needs, as opposed to the level of service actually being provided, all 12,000 need residential services on an ongoing basis. On a monthly basis, as many as 3,327 may need help to manage a crisis or emergency, as many as 949 may need inpatient services, as many as 6,975 may need treatment, and as many as 10,101 may need rehabilitation. In addition, all of the identified SMI population and up to 4,500 family members and friends need advocacy, transportation, medication management and other support services. - 167 - Maricopa County FY 2000-01 Annual Business Strategies According to the Leff Report, if all these needs were met proportionately, the distribution of costs would be: Residential - 49% Inpatient hospitalization - 6% Emergency - 6% Rehabilitation - 20% Treatment - 6% Support - 13% Currently, many fewer SMI persons receive services than need them. This is partly due to funding limitations: meeting the whole spectrum of needs for every SMI person as estimated above would require a significant increase in funding. This is also a capacity issue: there is not an adequate number of residential facilities, inpatient beds, etc. to meet the demand. Meeting the most pressing needs, as well as providing services cost-efficiently at the most appropriate service level, has emerged as a strategic planning priority in the behavioral health community as well as among legislators and policy-setters. Criminal Justice Sheriff’s Office8 The Maricopa County Sheriff’s Office is a fully integrated law enforcement agency. Professional law enforcement, detention, and support services are provided to the citizens of the County and to other criminal justice agencies. Maricopa County houses the 4th largest jail system operated by a sheriff in the United States today and maintains the only full-scale jail operation in the County. The County provides the nation’s largest Tent City for convicted inmates. Over 1,200 convicted men, women and juveniles serve their sentences in a canvas incarceration compound. Tents are cost effective but they can only house convicted non-violent inmates. Pretrial inmates, which make-up 70% of the County jail population, are mandated to be housed in traditional jail settings, not tents, thus limiting tent usage. 8 Sources of information include Maricopa County Sheriff’s Office and Arizona Department of Public Safety “Crime In Arizona”. - 168 - Maricopa County FY 2000-01 Annual Business Strategies The Sheriff’s Office additionally contributes thousands of dollars of free labor to the community through the male chain gang and the world’s first everfemale chain gang. These chain gangs clean streets paint over graffiti and bury the indigent in the county cemetery. The “Hard Knocks High” program is the only accredited high school in an American jail. Finally, Maricopa County boasts the nation’s largest volunteer posse of over 3,200 members. These volunteers assist in search and rescue, traditional police work, roundups of deadbeat parents, and patrolling malls and shops during the holidays. The Sheriff’s Office also maintains a Lake Patrol Division that provides law enforcement services in the recreational areas of Tonto National Forest and Lake Pleasant Regional Park. This area primarily encompasses Saguaro, Canyon, Apache, Bartlett and Horseshoe Lakes as well as the Lower Salt and Verde River recreational areas, Four Peaks, Superstition, Mazatzals, Camp Creek and Seven Springs recreational and wilderness areas. The total area covers over 1,000 square miles, which are visited by over 1.5 million people annually. 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 24-hours per day, 365days per year. During FY 1999-00 the Sheriff’s Office is estimated to receive a total of 93,281 calls for service, or 256 calls for service daily. This represents a 13.6% increase from FY 1998-99. The population of accused criminals in Maricopa County has increased by nearly 10% each year over the past 18 years. Today, approximately 6,700 adult inmates are housed in jails that have a capacity for 5,300. Over 50% of all arrests in Arizona occur in Maricopa County. - 169 - Maricopa County FY 2000-01 Annual Business Strategies Adults make up 94% of Maricopa County’s inmate population, while juveniles comprise 6%. Overcrowding has led to the removal of maximumsecurity inmates to a medium security facility due to a lack of single person cells. There remains a severe shortage of detention beds. Maricopa County’s detention rates are on par with other regions in the United States. To meet these growing needs, time and resources are devoted toward strengthening crime prevention efforts and fulfilling the demands of a growing inmate population. Maricopa County taxpayers approved the expansion of jail facilities during FY 1998-99 in order to meet these needs. Current jail facilities include Durango Jail, Estrella Jail, First Avenue Jail, Madison Street Jail, Tent City Jail and Towers Jail. The first new major jail facility currently underway (since the Madison Street Jail was completed in 1985) is the 4th Avenue Jail. This facility will contain 1,360 cells and will also house the new Central Intake facility, capable of handling 600 bookings every 12 hours. The second new facility planned is the Lower Buckeye Jail. This facility will have 1,867 cells that include a juvenile remand area, adult maximum sentenced area, a psychiatric area and a four dorm adult minimum area. During 1998 the number of arrests in Maricopa County totaled 167,238. As demonstrated on the chart at left, the over 50 crowd comprised the smallest percent of arrests at 4%. These arrests were predominately for Driving Under the Influence. The largest percent of arrests fell in the 25 to 34 year group. These arrests were predominately for Driving Under the Influence, Larceny-Theft, and Simple Assault. Adult arrests represent 81% of all arrests in Maricopa County versus 19% for minors. - 170 - Maricopa County FY 2000-01 Annual Business Strategies As shown on the chart at right, during 1998 4.7 million people resided in the State of Arizona, 2.8 million or roughly 60% lived in Maricopa County. 58% of all arrests in the state occurred in Maricopa County at that time, representing 6% of the total County population. Offenses in the Uniform Crime Reporting program for the State of Arizona are divided into two groupings, Part I and Part II. Detailed information is reported on Part I offenses. Only arrest data is reported for Part II offenses. The chart at left shows the Maricopa County Part I offenses occurring during the 1998 calendar year.9 Violent Crimes include murder, rape, robbery and aggravated assault. 5,130 violent crimes were committed in Maricopa County during 1998. This represents 3% of all offenses committed in Maricopa County. 9 The Arizona Uniform Crime Reporting (AUCR) program gives a statewide and county view of crime based on statistics furnished by state and local law enforcement agencies. Part I crimes as defined by the AUCR occurring in Maricopa County during 1998 are shown on the chart. These crimes may be counted based upon the number of offenses, number of victims, number of attempted crimes, etc., as defined by the AUCR. These crimes are not based upon the number of offenders. - 171 - Maricopa County FY 2000-01 Annual Business Strategies Property stolen during 1998 exceeded $331 million, of which $143 million was recovered resulting in a total loss of approximately $187 million. This results in a loss of approximately $67 for every Maricopa County resident per year in lost property alone. 29,598 motor vehicles were stolen in Maricopa County, accounting for 56% of the dollar value of all stolen property. There were 1,588 vehicles stolen for every 100,000 population. Superior Court The citizens of Maricopa County have been victimized by far fewer crimes when comparing the 1998 rate of crime10 to the 1990 crime rate. The statistics having the greatest impact are provided on the table below11. 1990 - 1998 Population Increase Overall Crime Rate Decrease Violent Crime Decrease Property Crime Decrease Maricopa County 32.2% 19.0% 18.8% 19.0% State of Arizona 27.4% 16.7% 11.4% 17.1% During FY 1998-99, over 20,000 adult felony matters were concluded in Superior Court. As shown on the chart at right, over 87% of these cases resulted in a conviction, 11% resulted in dismissal12 and 1% of the dispositions were the result of acquittal at trial. 10 11 12 The number of crimes reported for every 100,000 people. Source: Maricopa County Attorney’s Office 1999 Annual Report. Often the reasons for dismissal are due to conviction in a related case, death of the defendant, or inability to locate key witnesses. - 172 - Maricopa County FY 2000-01 Annual Business Strategies Juvenile Probation13 The Maricopa County Juvenile Probation Department operates two detention facilities, Durango and Southeast. Detention centers are secure, temporary facilities for juveniles requiring a restricted environment while awaiting court action. Overcrowding problems have plagued the Juvenile Court detention facilities for years. Recently completed expansion of the Durango Juvenile Detention Center addresses current overcrowding. The completion of this 80-bed expansion helps assure the safety for its juvenile residents. Future plans call for construction of approximately 220 additional beds at the Durango facility and 120 additional beds at the Southeast facility. Not all juveniles accused of illegal acts are prosecuted in Juvenile Court. Effective July 1997, 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. This is referred to as a Direct File. If convicted, mandatory sentencing is invoked by the Judge, even if the juvenile is a first time offender in the adult system. If the juvenile and/or his offense history do not meet the requirements for a Direct File, the state may file a Petition for transfer, in which the state is asking the Juvenile Court to “remand” the juvenile to criminal court for prosecution as an adult. According to the latest figures available, the number of juveniles remanded to adult court decreased 65% between 1992 and 1998, and 78% between 1997 and 1998. Since “Direct Files” came into law in 1997, the number of juveniles remanded has dropped from a high of 447 in 1996 to 81 in 1998. In 1997, 239 juveniles were subject to “Direct File” petitions and 535 in 1998. 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. 13 Sources include Maricopa County Juvenile Probation Department “1998 Data Book”, FY 1999-00 estimated performance measures, and the Maricopa County Sheriff’s Office. - 173 - Maricopa County FY 2000-01 Annual Business Strategies 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 detained14, an decrease of 989 juveniles from 1997. 1999 detainees are projected to rise back to 1997 levels. 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. In 1998 approximately 37,864 juveniles in Maricopa County turned 18 and became adults. From a cohort analysis of these young adults, born in 1980, 13,845 or 36.5% were referred to the court center. This cohort analysis showing the recidivism of the Class of 1998 is provided on the chart at left. Based upon the juvenile offenders referred to the Court Center, the largest group of referrals, or 19.4% of the cohort, had only one referral. 4.7% of all juveniles who turned 18 had six or more referrals to the Juvenile Court Center. Additional Juvenile Probation statistics are provided on the chart at right. 2.7% of the total juvenile population were detained. Of those, approximately 60% were placed on probation or received residential treatment services during 1998. 14 According to the 1998 Crime In Arizona. - 174 - Maricopa County FY 2000-01 Annual Business Strategies Technology Maricopa County Information Technology Year 2000 Preparedness Maricopa County has worked on Year 2000 Preparedness and Compliance issues since 1996, when the first project leader was selected to commence research. The preparedness program is one of the largest efforts undertaken by Maricopa County; all 54 County departments and agencies were involved. The Y2K effort was separated into three distinct areas: information technology, embedded systems, and the supply chain. The overall effort dealt with the correct handling and processing of dates. Major activities included planning, inventory, scope review, analysis, remediation, testing, implementation, contingency planning and documentation. With the conclusion of the preparedness activities, each department/agency reaching Y2K compliance submitted a Certificate of Compliance indicating Year 2000 Readiness. Overall County compliance was 99.80%, with a total County expenditure of $12,346,000. The 1999 year-end rollover (December 31, 1999) and the leap-year rollover (February 29, 2000) were completed with neither major outages nor interruption to business. County agencies were encouraged to maintain their aggressive posture for disaster preparedness and contingency planning. - 175 - Maricopa County FY 2000-01 Annual Business Strategies e THIS PAGE INTENTIONALLY LEFT BLANK f - 176 - Maricopa County FY 2000-01 Annual Business Strategies DEPARTMENTAL BUDGET SCHEDULES Countywide Organizational Chart Elected/Court Officials Maricopa County Citizens Clerk of the Court Superintendent of Schools Constables (23) County Attorney Board of Supervisors/ Board of Directors for Flood Control, Library and Stadium Districts Sheriff Recorder ICJIS Elections County Administrative Officer Clerk of the Board Appointed Assessor Treasurer S.T.A.R. Call Center Internal Audit Deputy County Administrator Indigent Representation Legal Defender Court Appointed Counsel Public Defender Criminal Justice Facilities Legal Advocacy Maricopa Integrated Health System Deputy County Administrator Chief Financial Officer Chief Community Service Officer Chief Health Services Officer Chief Public Works Officer Chief Information Officer Management and Budget Finance Parks and Recreation Public Health Transportation Office of the Chief Information Officer Human Resources Risk Management Library District Human Services Flood Control District Telecommunications Organizational Planning & Training Materials Management Public Fiduciary Medical Examiner Emergency Management Research and Reporting Planning and Development Correctional Health Facilities Management General Government Housing Animal Control Services Equipment Services Health Care Mandates Community Development Medical Eligibility - 177 - Maricopa County FY 2000-01 Annual Business Strategies Countywide Organizational Chart (Continued) Arizona Judicial Branch in Maricopa County Clerk of the Superior Court Trial Courts, Maricopa County Juvenile Probation Superior Court Judges and Commissioners Juvenile Court Center Adult Probation Maricopa County Justice Courts Superior Court Administration - 178 - Justice Court Administration Maricopa County FY 2000-01 Annual Business Strategies Elected Officials Maricopa County Citizens Sheriff Attorney Board of Supervisors Assessor Recorder Joe Arpaio Richard Romley Andrew Kunasek, Chairman, District 3 Fulton Brock, District 1 Don Stapley, District 2 Janice K. Brewer, District 4 Mary Rose Garrido Wilcox, District 5 Kevin Ross Helen Purcell Constables (23) Clerk of the Superior Court Michael Jeanes Superintendent of Schools Sandra Dowling Treasurer Doug Todd ICJIS 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. - 179 - Maricopa County FY 2000-01 Annual Business Strategies Fulton Brock District 1 (Republican) Fulton Brock was elected to the Board of Supervisors in November 1996. He was elected Chairman in 1999. In January 2000, Supervisor Brock was appointed Chairman of the Maricopa County Trails Commission. As a former State Representative of District 6 in the Arizona House of Representatives, Supervisor Brock served as ViceChairman 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 - Chairman 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. - 180 - Maricopa County FY 2000-01 Annual Business Strategies Janice K. Brewer District 4 (Republican) Janice K. Brewer 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 chairs the Maricopa County Hospital and Health Systems Board and serves on the Greater Phoenix Economic Council, and the Phoenix and the Governor’s Regional Airport Advisory Committee. 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) Mary Rose Garrido Wilcox was born in Superior, Arizona and is a fourth generation Arizona native from a pioneer Mexican-American family. Mary Rose was re-elected to the Maricopa County Board of Supervisors in 1996 for a second four-year term. Mary Rose previously served on the Phoenix City Council for nine years. Ms. Wilcox was honored as being the first Hispanic woman ever to serve on the Phoenix City Council and the Maricopa County Board of Supervisors. Mary Rose has been involved with numerous boards and commissions, including her membership on the boards of the Phoenix Economic Growth Corporation, Downtown Phoenix Partnership, and the Arizona Hispanic Women’s Corporation. Mary Rose and her husband Earl have a daughter and five grandsons. Michael K. Jeanes Clerk of the Superior Court (Republican) Michael K. Jeanes was elected by the voters of Maricopa County in November 1998 to serve a four-year term. He earned his Bachelor of Arts Degree in Political Science from Loyola University of Chicago and a Master’s of Public Administration Degree from Arizona State University. He has 19 years of court/county management experience, which include 13 years with the Clerk’s Office. As Clerk of the Court, Mr. Jeanes is the official record keeper and financial officer for the Superior Court and is responsible for administering a $19 million budget. Mr. Jeanes is active in many local and national professional organizations. Michael and his wife Jill have three sons. - 181 - Maricopa County FY 2000-01 Annual Business Strategies 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) Richard M. Romley has been the Maricopa County Attorney since January 1, 1989. He has taken a leadership position on many criminal justice issues, including victims rights, DUI legislation, domestic violence, slumlord abatements, and illegal drugs. During Romley’s tenure, the Office has received national recognition and numerous rewards for leadership and innovation. A native Arizonian, born in Tuscon, he served two years as a U.S. Marine in Vietnam, after which he attended Arizona State University where he earned a Bachelor of Science Degree and a Law Degree. Romley began his career as a prosecutor with the City of Phoenix in 1980. Two years later he joined the Maricopa County Attorney’s Office as a Deputy County Attorney, resigning in 1988 to make a successful run for County Attorney. He and his wife, Carol, live in Scottsdale. They have three grown sons. Helen Purcell County Recorder (Republican) Helen Purcell was elected to the Office of Maricopa County Recorder in November 1988 and re-elected in 1992 and 1996. Mrs. Purcell is a member of the Board of Directors of the National Association of Counties since December 1977, a member of Board of Directors of the Kids Voting – Arizona, and a Past President of the Arizona Association of Counties and a former Past President of the Arizona Association of County Recorders. In April 2000, Mrs. Purcell was presented with an award designating the Elections Department Vote-by-Mail technology as part of the 2000 Computerworld Collection at the Smithsonian’s National Museum of American History in Washington D.C. 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. - 182 - Maricopa County FY 2000-01 Annual Business Strategies Joseph M. Arpaio County Sheriff (Republican) Joseph M. Arpaio 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 43 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) Sandra Dowling was first elected School Superintendent in 1988. She was re-elected 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) Doug Todd 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. - 183 - Maricopa County FY 2000-01 Annual Business Strategies Assessor (12) Assessor Assessor Kevin Ross, Kevin Ross,County CountyAssessor Assessor Administration Secured Property Information Services Personal Property CAMA Modeling Administrative GIS/ Mapping Mission To serve the taxpayers and the various taxing jurisdictions of Maricopa County efficiently by administering state property tax laws so that all county property is fairly and equitably valued. 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, owners, and to the various taxing jurisdictions. + To respond to valuation appeals, tax cases, Notices of Claim honestly and fairly in order to assure an equitable and uniform assessment base for ad valorem taxes + Improving inter-office communication and efficiency through teams composed of management, appraisers, clerical staff, Information Services, and facilitators. Community Impact It is the responsibility of the Assessor to locate, identify, and appraise at current value, all real and personal property in Maricopa County. It is our duty to provide accurate values to support the various taxing jurisdictions and entities who rely on those values. We also provide services regarding exemptions, permits, appeals, deed processing, litigation, and map information for the taxpayer. With our innovations on the internet, taxpayers have access to parcel and sales information, residential rental registration and common area parcel forms, and several other services. - 184 - Maricopa County FY 2000-01 Annual Business Strategies Performance Measures Type* Output Demand Demand Demand Parcel Count Appeal Count Subdivisions-New Splits *Types : FY 97-98 1,047,479 12,024 587 3411 FY 98-99 1,119,289 16,284 720 5206 FY 99-00 (Est.) 1,150,000 13,452 700 5500 FY 00-01 (Proj.) 1,185,000 12,000 700 5500 Result, Output, Demand. DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE GENERAL FUND TOTAL FUNDS $ $ Personal Services 11,920,711 11,920,711 $ $ ASSESSOR Department 12 Supplies & Services 2,205,587 $ 2,205,587 $ - 185 - Capital Outlay 178,000 178,000 Total Expenses $ 14,304,298 $ 14,304,298 Total Revenue $ 100,000 $ 100,000 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT ASSESSOR Department 12 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 650 MISCELLANEOUS REVENUE Subtotal $ 90,000 90,000 $ 90,000 90,000 $ 90,000 90,000 $ 100,000 100,000 $ 10,000 10,000 11% 11% $ 90,000 $ 90,000 $ 90,000 $ 100,000 $ 10,000 11% $ 10,026,060 $ 111,730 2,064,614 91,312 (665,445) 11,628,271 $ 9,243,755 $ 157,068 83,600 1,847,161 70,000 11,401,584 $ 9,933,914 $ 160,000 43,637 2,194,723 253,882 (665,445) 11,920,711 $ 92,146 (48,270) (43,637) (130,109) (162,570) (292,440) 1% -43% Subtotal $ 9,615,307 $ 125,000 2,037,359 298,800 (665,445) 11,411,021 $ SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 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 890 NON CAPITAL EQUIPMENT Subtotal $ 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 $ 462,000 15,000 676,000 369,180 180,000 5,000 41,000 2,000 10,000 37,300 87,600 49,200 110,400 2,044,680 $ 410,000 $ 28,500 630,000 409,400 206,000 5,000 43,000 1,400 12,000 43,000 122,000 38,000 245,000 2,193,300 $ 469,001 $ 25,000 600,000 325,400 190,000 5,000 29,186 2,000 10,000 41,100 119,700 43,200 224,000 122,000 2,205,587 $ (7,001) (10,000) 76,000 43,780 (10,000) 11,814 (3,800) (32,100) 6,000 (113,600) (122,000) (160,907) Subtotal $ 263,000 263,000 $ 15,000 263,000 278,000 $ 25,000 279,000 304,000 $ 15,000 163,000 178,000 $ Total Expenditures $ 13,753,701 $ 13,950,951 $ 13,898,884 $ Operating Balance (Rev. - Exp.) $ (13,663,701) $ (13,860,951) $ (13,808,884) $ Total Resources EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 797 PERSONNEL SAVINGS (NEG) CAPITAL OUTLAY 915 BUILDINGS AND IMPROVEMENTS 920 EQUIPMENT - 186 - $ -6% -178% 0% -3% -2% -67% 11% 12% -6% 0% 29% 0% 0% -10% -37% 12% -103% -8% 100,000 100,000 0% 38% 36% 14,304,298 $ (353,347) -3% (14,204,298) $ (343,347) -2% Maricopa County FY 2000-01 Annual Business Strategies POSITION DISTRIBUTION Dept 120 ASSESSOR Total WORKING TITLE FTE ADMINISTRATIVE ASSTNT I 1.0 ADMINISTRATIVE ASSTNT II 50.0 ADMINISTRATIVE COORD I 1.0 ADMINISTRATIVE COORD II 4.0 ADMINISTRATIVE COORD III 7.0 ADMINISTRATOR II 1.0 APPRAISER-CHIEF 1.0 APPRAISER-JOURNEY 96.0 APPRAISER-LEAD 31.0 APPRAISER-MANAGER 7.0 APPRAISER-SENIOR 14.0 ASSESSOR 1.0 ASSESSOR CHIEF DEPUTY 1.0 ASSESSOR'S CLERK 22.0 AUDITOR-APPRAISER II 5.0 AUDITOR-APPRAISER III 2.0 CLERK III 22.0 CLERK IV 5.0 COMPUTER CENTER DIRECTOR 1.0 COMPUTER OPERATOR II 2.0 COMPUTER OPERATOR III 1.0 DATABASE ANALYST II 1.0 EXECTV SCRTRY-OFC MGR I 1.0 FINANCIAL SERVICS ADM III 1.0 INFO TECH PGRM COORD 4.0 INFORMTN TCHNLGY CNSLT I 1.0 INTEGRATD SYS DSGN ANL II 1.0 LEAD COMPUTER OPERATOR 1.0 LEAD INTGRTD SYS DSGN ANL 2.0 PRODUCTION CONTROL ANLYST 1.0 PROFESSIONAL 2.0 PROGRAMMER-ANALYST I 2.0 PROGRAMMER-ANALYST II 2.0 PROJECT MANAGER 1.0 REAL PROPERTY TECHNICIAN 7.0 SENIOR PROGRAMMER-ANALYST 3.0 SENIOR SYSTEMS ADMINSTRTR 1.0 SENIOR SYSTEMS ANALYST 2.0 SERVICE WORKER II 1.0 SUPERVISORY 1.0 SYSTEMS ADMINISTRATOR I 1.0 SYSTEMS ANALYST II 3.0 TITLE EXAMINER I 1.0 TITLE EXAMINER II 6.0 TITLE EXAMINER III 5.0 326.0 - 187 - Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 ASSESSOR Agency 120 Personal Services Org Title 1210 1220 1230 1240 1290 ADMINISTRATION SECURED PROPERTY PERSONAL PROPERTY PUBLIC ASSISTANCE AND RECORDS INFORMATION SERVICES DIVISION Supplies & Services $ 1,467,784 5,289,310 1,124,000 1,371,306 2,668,311 Totals: $ 11,920,711 $ $ 353,201 921,000 17,500 2,500 911,386 2,205,587 Capital Outlay Total Expenditures $ $ 15,000 163,000 178,000 $ 1,820,985 6,225,310 1,141,500 1,373,806 3,742,697 $ 14,304,298 Revenue $ $ 50,000 50,000 100,000 EXPENDITURES AND REVENUES BY AGENCY/OBJECT ASSESSOR Agency 120 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 650 MISCELLANEOUS REVENUE Subtotal $ 90,000 90,000 $ 90,000 90,000 $ 90,000 90,000 $ 100,000 100,000 $ 10,000 10,000 11% 11% Total Resources $ 90,000 $ 90,000 $ 90,000 $ 100,000 $ 10,000 11% $ 9,615,307 $ 125,000 2,037,359 298,800 (665,445) 11,411,021 $ 10,026,060 $ 111,730 2,064,614 91,312 (665,445) 11,628,271 $ 9,243,755 157,068 83,600 1,847,161 70,000 11,401,584 $ 9,933,914 $ 160,000 43,637 2,194,723 253,882 (665,445) 11,920,711 $ 92,146 (48,270) (43,637) (130,109) (162,570) (292,440) 1% -43% $ $ 469,001 $ 25,000 600,000 325,400 190,000 5,000 29,186 2,000 10,000 41,100 119,700 43,200 224,000 122,000 2,205,587 $ (7,001) (10,000) 76,000 43,780 (10,000) 11,814 (3,800) (32,100) 6,000 (113,600) (122,000) (160,907) -2% -67% 11% 12% -6% 0% 29% 0% 0% -10% -37% 12% -103% $ 410,000 28,500 630,000 409,400 206,000 5,000 43,000 1,400 12,000 43,000 122,000 38,000 245,000 2,193,300 $ 15,000 163,000 178,000 $ 100,000 100,000 0% 38% 36% $ 14,304,298 $ (353,347) -3% (13,808,884) $ (14,204,298) $ 343,347 2% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 797 PERSONNEL SAVINGS (NEG) Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 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 890 NON CAPITAL EQUIPMENT Subtotal $ $ $ 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 $ 462,000 15,000 676,000 369,180 180,000 5,000 41,000 2,000 10,000 37,300 87,600 49,200 110,400 2,044,680 Subtotal $ 263,000 263,000 $ 15,000 263,000 278,000 $ 25,000 279,000 304,000 Total Expenditures $ 13,753,701 $ 13,950,951 $ 13,898,884 Operating Balance (Rev. - Exp.) $ (13,663,701) $ CAPITAL OUTLAY 915 BUILDINGS AND IMPROVEMENTS 920 EQUIPMENT $ (13,860,951) $ - 188 - $ -6% -178% 0% -3% -8% Maricopa County FY 2000-01 Annual Business Strategies Attorney (19) County Attorney County Attorney Richard M. Romley Richard M. Romley Pre-Trial Division Southeast Division Major Crimes Division Juvenile Division Investigation Division Legal Assistant Division Administration Division Information Technology Division Criminal Trials Division County Counsel Division Victim Witness Division Support Services Division Training and Development 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 through the prosecution of adult offenders and juvenile delinquents in a timely manner. + To provide services to victims that will facilitate their participation in the criminal justice or juvenile justice systems and emotional or physical recovery from a crime including providing victims’ rights, victim assistance and victim compensation. + To provide for the secure exchange of information with other criminal justice agencies in Maricopa County including criminal justice agencies, law enforcement agencies, and other county, state, and federal agencies requiring such information. + To provide quality legal services to county departments. 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. - 189 - Maricopa County FY 2000-01 Annual Business Strategies Performance Measures Program Adult Crime Performance Measures FY 98 Actual FY 99 Actual Projected FY00 Projected FY01 1. Adult Submittals 2. Adult Filings 42,724 26,513 43,530 25,574 41,352 23,257 43,025 24,422 Performance Measures FY 98 Actual FY 99 Actual Projected FY00 Projected FY01 1. 2. 22,039 11,822 16,812 10,372 16,999 10,891 19,299 12,522 FY 98 Actual FY 99 Actual Projected FY00 Projected FY01 23,464 22,633 20,582 21,613 611,319 644,414+ 638,056 670,018 10,462 9,179 9,639 11,082 298,795 343,541 752 940 • *Actual data not available at this time. Value based upon linearregression. Program Juvenile Crime Juvenile Referrals Juvenile Petitions Program Victim Witness Performance Measures 1. Number of Victims of Adult Offenders 2. Victims Services – Adult (Victim Witness) 3. Number of Victims of Juvenile Offenders 4. Victim Services – Juvenile (Victim Witness) 5. Victim Compensation Claims Reviewed 237,728 + Actual data FY 99 is the total of Adult and Juvenile Victim Services. FY 99 saw the conversation to the new VNS system – not all data converted. FY 00 1st and 2nd quarter data based on actual and estimated Adult Filings and Juvenile Petitions. * - 190 - 452 602 Maricopa County FY 2000-01 Annual Business Strategies DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE GENERAL FUND SPECIAL REVENUE TOTAL FUNDS $ $ Personal Services 38,774,241 6,426,346 45,200,587 $ $ COUNTY ATTORNEY Department 19 Supplies & Services 236,277 $ 2,752,661 2,988,938 $ Capital Outlay 1,271,469 630,000 1,901,469 Total Expenses $ 40,281,987 9,809,007 $ 50,090,994 Total Revenue $ 8,000 9,809,007 $ 9,817,007 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT COUNTY ATTORNEY Department 19 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED RESOURCES Beginning Fund Balance $ 450,000 $ 450,000 $ 4,090,238 1,083,260 1,150,000 408,000 6,731,498 Subtotal Total Resources $ 7,181,498 REVENUE 615 GRANTS 620 INTERGOVERNMENTAL 637 FINES & FORFEITS 650 MISCELLANEOUS REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES 797 PERSONNEL SAVINGS (NEG) $ Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 807 HEALTH CARE SERVICES 810 LEGAL 815 INSURANCE 820 RENT 825 REPAIRS AND MAINTENANCE 827 MATERIAL MGNT DISCRETIONARY 828 MOTOR POOL 829 FUEL 830 TELECOM DISCRETIONARY 832 COUNTY COUNSEL 840 ELECTED OFFICIAL TRAVEL 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 844 JUDICIAL TRAVEL 850 UTILITIES 855 STATE AND LOCAL AID 860 MISCELLANEOUS EXPENSE 870 OTHER ADJUSTMENTS 874 OTHER NEGATIVE ADJUSTMENTS 875 BONDS AND RELATED EXPENSE 890 NON CAPITAL EQUIPMENT Subtotal $ $ $ CAPITAL OUTLAY 920 EQUIPMENT 930 TRANSPORTATION FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance $ 450,000 $ $ 4,478,092 1,083,260 1,110,000 448,300 7,119,652 $ 4,343,510 1,083,260 1,110,000 448,000 6,984,770 $ 5,228,191 1,685,757 1,655,059 1,248,000 9,817,007 $ 7,569,652 $ 7,434,770 $ 9,817,007 32,941,100 $ 251,071 6,107,961 3,199,069 (1,238,596) 41,260,605 $ 35,817,782 $ 228,472 6,365,446 840,851 (1,238,596) 42,013,955 $ 35,537,749 $ 484,943 5,913,646 291,480 (1,238,596) 40,989,222 $ 36,105,140 $ 254,778 6,689,514 3,444,411 55,642 (1,348,898) 45,200,587 $ (287,358) (26,306) (324,068) (2,603,560) (55,642) 110,302 (3,186,632) -1% -12% -5% -310% 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 $ 863,309 $ 847,909 470,000 1,447,073 2,300 1,568,007 185,000 17,700 4,500 25,000 100,000 1,521,024 7,000 53,300 122,300 63,300 18,000 6,000 627,478 470,952 307,638 (5,952,465) 3,000 2,778,325 $ 1,023,362 $ 947,276 470,000 1,381,973 1,300 1,669,404 217,200 37,800 1,000 30,000 150,000 1,521,024 1,000 130,100 205,300 61,400 8,000 5,500 627,478 835,950 307,638 (5,808,290) 2,000 3,826,415 $ 1,085,515 $ 1,015,043 470,000 1,386,482 1,500 1,659,000 180,000 30,700 4,500 25,000 100,000 1,521,024 7,000 86,300 140,300 58,800 6,000 6,000 527,478 811,319 326,207 (6,512,605) 43,000 10,375 2,988,938 $ (222,206) (167,134) 60,591 800 (90,993) 5,000 (13,000) (33,000) (18,000) 4,500 12,000 100,000 (340,367) (18,569) 560,140 (40,000) (10,375) (210,613) -26% -20% 0% 4% 35% -6% 3% -73% 0% 0% 0% 0% 0% -62% -15% 7% 67% 0% 16% -72% -6% 9% -1333% -2% -471% -12% $ 1,668,797 35,000 1,703,797 $ 46,496,077 - $ -100% $ 750,099 602,497 545,059 799,700 2,697,355 17% 56% 49% 178% 38% $ 2,247,355 30% Subtotal $ 1,630,368 35,000 1,665,368 Total Expenditures $ 45,639,342 Operating Balance (Rev. - Exp.) $ (38,907,844) $ (39,376,425) $ (39,880,867) $ (40,273,987) $ Ending Fund Balance (Resources. - Exp.) $ (38,457,844) $ (38,926,425) $ (39,430,867) $ - $ - 191 - (450,000) % 9% -8% -8% $ 1,850,000 200,000 2,050,000 $ 1,701,469 200,000 1,901,469 $ (32,672) (165,000) (197,672) $ 46,865,637 $ 50,090,994 $ (3,594,917) -8% (897,562) -2% 38,926,425 100% Maricopa County FY 2000-01 Annual Business Strategies POSITION DISTRIBUTION Dept 19 COUNTY ATTORNEY Total WORKING TITLE FTE ACCOUNTING CLERK THROUGH LEAD ACCOUNTING CLERK 2.0 ADMINISTRATIVE 11.0 ADMINISTRATIVE MANAGER 31.0 ADMINISTRATIVE/OFFICE SUPPORT 90.0 ADMINISTRATIVE/OFFICE SUPPORT ENTRY 50.0 ADMINISTRATIVE/OFFICE SUPPORT SENIOR/LEAD 11.0 ADMINISTRATIVE/OFFICE SUPPORT SUPERVISOR 2.0 ADMINISTRATOR 6.0 ATTORNEY CHIEF DEPUTY 1.0 CIVIL ATTORNEY 24.0 COUNTY ATTORNEY 1.0 DEPARTMENTAL ACCOUNTANT/BUDGET ANALYST 2.0 DEPARTMENTAL HR SPECIALIST 2.0 DEPARTMENTAL HR SUPERVISOR 1.0 FINANCIAL/BUSINESS MANAGER 1.0 INFO TECH PGRM COORD 1.0 LEAD/SENIOR LEGAL ASSISTANT 1.0 LEGAL ASSISTANT 78.0 LEGAL SECRETARY 107.0 MANAGERIAL 5.0 PROFESSIONAL 27.0 PROSECUTOR 177.0 SENIOR CIVIL ATTORNEY 9.0 SENIOR PROSECUTOR 93.0 SUPERVISORY 13.0 SUPPORT SERVICES 1.0 TECHNICAL 56.0 VICTIM WITNESS ADVOCATE 47.0 850.0 TOTAL BUDGET BY PROGRAM FY 2000-01 COUNTY ATTORNEY Agency 190 Org Title 1901 1902 1903 1904 1919 1920 1932 1938 1945 1954 1960 1967 1970 1980 1990 1996 EXECUTIVE OFFICE ADMINISTRATION DIVISION AUTOMATION SERVICES DIVISION POSITION COST CENTER ISF/COMMON COST CENTER SUPPORT DIVISION CRIMINAL TRIAL DIVISION PRE-TRIAL SERVICES DIVISION MAJOR FELONY DIVISION LEGAL ASSISTANT DIVISION JUVENILE CRIMES DIVISION DIVISION OF COUNTY COUNSEL VICTIM WITNESS DIVISION INVESTIGATIONS DIVISION SOUTHEAST JUDICIAL DIVISION TRAINING DIVISION Personal Services $ 33,739,937 Totals: $ 33,739,937 - 192 - Supplies & Services $ $ 154,000 12,800 619,400 2,924,655 52,500 14,300 53,000 290,000 9,000 25,000 1,194,817 33,000 24,700 40,000 25,200 5,472,372 Capital Outlay Total Expenditures $ $ $ 1,069,678 1,069,678 154,000 12,800 619,400 33,739,937 3,994,333 52,500 14,300 53,000 290,000 9,000 25,000 1,194,817 33,000 24,700 40,000 25,200 $ 40,281,987 Revenue $ $ 8,000 8,000 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY AGENCY/OBJECT COUNTY ATTORNEY Agency 190 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 650 MISCELLANEOUS REVENUE Subtotal $ 8,000 8,000 $ 8,000 8,000 $ 8,000 8,000 $ 8,000 8,000 $ - 0% 0% Total Resources $ 8,000 $ 8,000 $ 8,000 $ 8,000 $ - 0% Subtotal $ 25,297,211 $ 150,634 4,763,989 2,821,096 (1,112,485) 31,920,445 $ 27,679,004 $ 150,634 4,949,577 596,721 (1,112,485) 32,263,451 $ 27,546,100 $ 400,000 4,533,001 (1,112,485) 31,366,616 $ SUPPLIES & SERVICES 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES - EXTERNAL 807 HEALTH CARE SERVICES 810 LEGAL 815 INSURANCE 820 RENT 825 REPAIRS AND MAINTENANCE 827 MATERIAL MGNT DISCRETIONARY 828 MOTOR POOL 829 FUEL 830 TELECOM DISCRETIONARY 832 COUNTY COUNSEL 840 ELECTED OFFICIAL TRAVEL 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 844 JUDICIAL TRAVEL 850 UTILITIES 855 STATE AND LOCAL AID 860 MISCELLANEOUS EXPENSE 874 OTHER NEGATIVE ADJUSTMENTS 890 NON CAPITAL EQUIPMENT Subtotal $ 672,416 $ 611,420 500,000 323,000 1,500 903,140 126,270 16,200 4,500 22,000 106,864 1,521,024 7,000 62,500 60,000 54,740 9,000 1,500 374,120 323,502 (307,638) 5,393,058 $ 563,014 $ 551,333 470,000 375,500 2,300 1,144,407 166,000 16,200 4,500 25,000 100,000 1,521,024 7,000 30,800 50,800 56,800 18,000 1,000 367,478 272,102 (307,638) 5,435,620 $ 819,800 $ 626,500 470,000 310,400 1,300 1,144,404 203,200 36,300 1,000 30,000 150,000 1,521,024 1,000 67,600 83,800 55,400 8,000 500 367,478 558,600 (307,638) 6,148,668 $ 689,593 $ 523,000 470,000 319,500 1,500 1,174,407 166,000 15,700 4,500 25,000 100,000 1,521,024 7,000 25,300 50,300 50,800 6,000 1,000 367,478 270,102 (326,207) 10,375 5,472,372 $ (126,579) 28,333 56,000 800 (30,000) 500 5,500 500 6,000 12,000 2,000 18,569 (10,375) (36,752) -22% 5% 0% 15% 35% -3% 0% 3% 0% 0% 0% 0% 0% 18% 1% 11% 67% 0% 0% 1% 6% Subtotal $ 1,253,200 1,253,200 $ 1,336,213 1,336,213 $ 1,520,000 1,520,000 $ 1,069,678 1,069,678 $ 266,535 266,535 20% 20% Total Expenditures $ 38,566,703 $ 39,035,284 $ 39,035,284 $ (38,558,703) $ (39,027,284) $ (39,027,284) $ EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES 797 PERSONNEL SAVINGS (NEG) $ CAPITAL OUTLAY 920 EQUIPMENT Operating Balance (Rev. - Exp.) $ - 193 - 28,092,714 $ (413,710) 150,635 (1) 5,237,967 (288,390) 1,425,674 (828,953) 55,642 (55,642) (1,222,695) 110,210 33,739,937 $ (1,476,486) 40,281,987 $ (1,246,703) (40,273,987) $ 1,246,703 -1% 0% -6% -139% 10% -5% -1% -3% 3% Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 COUNTY ATTORNEY GRANTS Agency 191 Personal Services Org Title 1905 1946 1947 1952 1953 1955 1971 1972 1973 1974 1976 1977 1978 1980 1981 1982 1983 CRIMINAL JUSTICE RECORDS IMPRO DRUG CONTROL GRANT - ACJC STOP VIOLENCE AGAINST WOMEN CRIMES AGAINST CHILDREN TRAINI METH PROSECUTION GRANT ANTI-GANG ENFORCEMENT GRANT VICTIMS' RIGHTS IMPLEMENTATION VICTIM COMPENSATION - ACJC - S VICTIM COMPENSATION - VOCA - F VICTIM COMPENSATION ADMINISTRA VICTIMS OF CRIME ACT (VOCA) GR VICTIM ASSISTANCE GRANT - ACJC CHILDREN'S JUSTICE ACT IGA -GO AGGAVATED DOMESTIC VILOLENCE INSURANCE FRAUD GRANT OBSCENITY PROSECUTION - ACJC DUI TRAINING GRANT $ Totals: $ 1,525,697 356,657 500,805 490,699 124,242 37,860 109,174 34,362 89,999 114,665 3,384,160 Supplies & Services $ $ 15,000 8,100 8,915 753,068 193,914 30,000 19,033 1,000 1,029,030 Capital Outlay Total Expenditures $ $ - $ $ 1,525,697 371,657 8,100 500,805 499,614 753,068 193,914 154,242 56,893 109,174 35,362 89,999 114,665 4,413,190 Revenue $ $ 1,525,697 371,650 8,100 500,805 490,700 753,068 193,914 154,243 56,894 109,176 34,362 90,000 124,581 4,413,190 EXPENDITURES AND REVENUES BY AGENCY/OBJECT COUNTY ATTORNEY GRANTS Agency 191 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 615 GRANTS Subtotal $ 4,090,238 4,090,238 $ 4,224,820 4,224,820 $ 4,090,238 4,090,238 $ 4,413,190 4,413,190 $ 188,370 188,370 0 4% Total Resources $ 4,090,238 $ 4,224,820 $ 4,090,238 $ 4,413,190 $ 188,370 4% $ $ 2,653,330 472,093 42,316 3,167,739 $ 2,659,849 472,788 35,102 3,167,739 $ Subtotal $ 2,651,571 479,767 72,582 3,203,920 2,578,198 $ 477,654 328,308 3,384,160 $ 75,132 (5,561) (285,992) (216,421) 3% -1% -676% -7% SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 810 LEGAL 842 EDUCATION 860 MISCELLANEOUS EXPENSE Subtotal $ 13,000 7,833 848,485 2,000 15,000 886,318 $ $ $ 70,897 2,611 966,573 2,000 15,000 1,057,081 $ $ 70,897 2,611 966,573 2,000 15,000 1,057,081 $ 39,915 $ 8,100 961,982 2,000 17,033 1,029,030 $ 30,982 (5,489) 4,591 (2,033) 28,051 44% -210% 0% 0% -14% 3% Total Expenditures $ 4,090,238 $ 4,224,820 $ 4,224,820 $ 4,413,190 $ (188,370) -4% Operating Balance (Rev. - Exp.) $ - $ EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS $ $ $ CAPITAL OUTLAY - 194 - - $ (134,582) $ - $ - Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 COUNTY ATTORNEY SPECIAL FUNDING Agency 192 Personal Services Org Title 1940 1943 1951 1975 1979 DO DRUGS DO TIME PROGRAM CHECK ENFORCEMENT PROGRAM CRIM JUST ENHANCEMENT FUND VICTIM COMP RESTITUTION FUND VICTIMS COMP INTEREST $ Totals: $ Supplies & Services 705,073 1,510,755 2,215,828 $ $ 561,056 258,932 100,000 75,000 40,000 1,034,988 Capital Outlay Total Expenditures $ $ $ 20,000 10,000 30,000 $ Revenue 581,056 974,005 1,610,755 75,000 40,000 3,280,816 $ $ 581,056 974,003 1,610,757 75,000 40,000 3,280,816 EXPENDITURES AND REVENUES BY AGENCY/OBJECT COUNTY ATTORNEY SPECIAL FUNDING Agency 192 FY 99-00 FINAL/ADOPTED RESOURCES Beginning Fund Balance $ 450,000 FY 99-00 RESTATED $ 450,000 Subtotal $ 1,083,260 1,050,000 2,133,260 Total Resources $ 2,583,260 REVENUE 620 INTERGOVERNMENTAL 637 FINES & FORFEITS 650 MISCELLANEOUS REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 797 PERSONNEL SAVINGS (NEG) $ Subtotal $ SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 810 LEGAL 820 RENT 825 REPAIRS AND MAINTENANCE 827 MATERIAL MGNT DISCRETIONARY 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 855 STATE AND LOCAL AID 860 MISCELLANEOUS EXPENSE 875 BONDS AND RELATED EXPENSE Subtotal $ CAPITAL OUTLAY 920 EQUIPMENT $ 450,000 $ 1,083,260 1,010,000 40,300 2,133,560 $ 1,083,260 1,010,000 40,000 2,133,260 $ 2,583,560 $ 2,583,260 1,214,655 $ 73,437 230,583 130,000 (12,174) 1,636,501 $ 61,000 333,800 75,000 71,100 10,000 1,500 2,500 1,500 1,500 100,000 105,000 3,000 765,900 FY 99-00 PROJECTED 1,363,203 $ 71,037 255,267 49,222 (12,174) 1,726,555 $ $ $ 111,781 242,965 75,000 71,100 10,000 1,500 2,500 1,500 1,500 100,000 105,000 3,000 725,846 $ FY 00-01 FINAL/ADOPTED $ - Variance $ (1) $ 1 1 -1% 54% $ 3,280,816 $ 697,256 27% 1,401,800 $ 69,437 262,557 36,378 (12,174) 1,757,998 $ 1,306,260 $ 65,000 254,000 602,834 (12,266) 2,215,828 $ 56,943 4% 6,037 8% 1,267 0% (553,612) -1125% 92 1% (489,273) -28% (148,332) -133% (179,978) -74% 0% (3,832) -5% 5,000 50% (13,500) -900% (500) -20% (1,500) -100% (1,500) -100% 100,000 100% (25,000) -24% (40,000) -1333% (309,142) -43% $ 69,665 209,165 65,000 65,000 3,000 1,500 2,500 1,500 1,000 100,000 42,500 2,000 562,830 $ $ 260,113 $ 422,943 75,000 74,932 5,000 15,000 3,000 3,000 3,000 130,000 43,000 1,034,988 $ 80,000 80,000 $ 30,000 30,000 $ 40,000 40,000 $ 30,000 30,000 $ Total Expenditures $ 2,482,401 $ 2,482,401 $ 2,360,828 $ 3,280,816 $ Ending Fund Balance (Resources - Exp.) $ (450,000) $ 1,685,757 602,497 1,555,059 545,059 40,000 (300) 3,280,816 $ 1,147,256 Subtotal $ Operating Balance (Rev. - Exp.) $ % - 0% 0% (798,415) -32% (349,141) $ (348,841) $ (227,568) $ - $ (348,841) -100% 100,859 101,159 222,432 - $ 101,159 100% $ - 195 - $ $ Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 COUNTY ATTORNEY RICO Agency 193 Org 1949 Personal Services Title FORFEITED ASSETS PROGRAM (RICO $ Totals: $ 44,207 44,207 Supplies & Services $ $ 655,793 655,793 Capital Outlay Total Expenditures $ $ $ $ 600,000 600,000 1,300,000 1,300,000 Revenue $ $ 1,300,000 1,300,000 EXPENDITURES AND REVENUES BY AGENCY/OBJECT COUNTY ATTORNEY RICO Agency 193 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 637 FINES & FORFEITS 650 MISCELLANEOUS REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 750 FRINGE BENEFITS Subtotal $ 100,000 400,000 500,000 $ 100,000 1,200,000 1,300,000 $ 800,000 800,000 200% 160% Total Resources $ 500,000 $ 1,300,000 $ 800,000 160% - $ - $ - $ - $ 35,714 $ 8,493 44,207 $ $ 22,000 $ 42,000 22,000 5,000 1,000 12,000 53,000 5,000 160,000 9,000 331,000 $ - $ 100,000 30,000 10,000 5,000 50,000 100,000 5,000 160,000 150,000 610,000 $ 22,000 $ 42,000 22,000 5,000 1,000 50,000 70,000 5,000 160,000 278,793 655,793 $ 0% 0% 0% 0% 0% (38,000) -317% (17,000) -32% 0% 0% (269,793) -2998% (324,793) -98% Subtotal $ 134,000 35,000 169,000 $ 134,000 35,000 169,000 $ 100,000 200,000 300,000 $ 400,000 200,000 600,000 $ (266,000) (165,000) (431,000) -199% -471% -255% Total Expenditures $ 500,000 $ 500,000 $ 910,000 $ 1,300,000 $ (800,000) -160% - $ - $ $ Subtotal $ SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 810 LEGAL 820 RENT 825 REPAIRS AND MAINTENANCE 841 EMPLOYEE TRAVEL 842 EDUCATION 850 UTILITIES 855 STATE AND LOCAL AID 860 MISCELLANEOUS EXPENSE Subtotal $ CAPITAL OUTLAY 920 EQUIPMENT 930 TRANSPORTATION Operating Balance (Rev. - Exp.) $ $ 100,000 400,000 500,000 $ 100,000 400,000 500,000 $ 500,000 $ 500,000 - $ - $ 22,000 42,000 22,000 5,000 1,000 12,000 53,000 5,000 160,000 9,000 331,000 $ - 196 - (410,000) $ - $ (35,714) (8,493) (44,207) - Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 COUNTY ATTORNEY COUNTY COUNSEL Agency 194 Org Personal Services Title 1967 DIVISION OF COUNTY COUNSEL $ Totals: $ Supplies & Services 5,034,304 5,034,304 Capital Outlay $ (5,236,095) $ $ (5,236,095) $ 201,791 201,791 Total Expenditures $ $ - Revenue $ $ - EXPENDITURES AND REVENUES BY AGENCY/OBJECT COUNTY ATTORNEY COUNTY COUNSEL Agency 194 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 797 PERSONNEL SAVINGS (NEG) $ Subtotal $ 3,777,663 $ 27,000 633,622 175,391 (113,937) 4,499,739 $ 4,019,469 $ 6,801 669,950 53,205 (113,937) 4,635,488 $ 3,800,000 $ 15,506 618,000 50,000 (113,937) 4,369,569 $ 3,942,016 $ 39,143 682,789 484,293 (113,937) 5,034,304 $ 77,453 (32,342) (12,839) (431,088) (398,816) 2% -476% -2% -810% 0% -9% SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 810 LEGAL 820 RENT 825 REPAIRS AND MAINTENANCE 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 860 MISCELLANEOUS EXPENSE 870 OTHER ADJUSTMENTS 874 OTHER NEGATIVE ADJUSTMENTS Subtotal $ 53,000 $ 9,000 8,000 347,500 8,000 8,000 15,000 5,000 52,000 307,638 (5,476,045) (4,662,907) $ 80,617 $ 9,000 8,000 347,500 8,000 8,000 15,000 5,000 52,000 307,638 (5,644,827) (4,804,072) $ 48,000 $ 9,000 10,000 450,000 6,000 10,000 18,000 5,000 52,000 307,638 (5,500,652) (4,585,014) $ 58,894 $ 19,000 8,000 404,661 8,000 8,000 15,000 5,000 97,541 326,207 (6,186,398) (5,236,095) $ 21,723 (10,000) (57,161) (45,541) (18,569) 541,571 432,023 27% -111% 0% -16% 0% 0% 0% 0% -88% -6% 10% 9% Subtotal $ 163,168 163,168 $ 168,584 168,584 190,000 190,000 201,791 201,791 $ (33,207) (33,207) -20% -20% Total Expenditures $ - $ - $ (25,445) $ - $ - Operating Balance (Rev. - Exp.) $ - $ - $ 25,445 - $ - CAPITAL OUTLAY 920 EQUIPMENT - 197 - $ $ $ Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 COUNTY ATTORNEY FILL THE GAP Agency 195 Personal Services Org Title 1966 FILL THE GAP $ Totals: $ 782,151 782,151 Supplies & Services $ $ 32,850 32,850 Capital Outlay Total Expenditures $ $ $ $ - 815,001 815,001 Revenue $ $ 815,001 815,001 EXPENDITURES AND REVENUES BY AGENCY/OBJECT COUNTY ATTORNEY FILL THE GAP Agency 195 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 615 GRANTS Subtotal $ - $ 253,272 253,272 $ 253,272 253,272 $ 815,001 815,001 $ 561,729 561,729 2 222% Total Resources $ - $ 253,272 $ 253,272 $ 815,001 $ 561,729 222% $ - $ 102,776 18,559 99,387 220,722 $ 130,000 27,300 170,000 327,300 $ 150,238 $ 28,611 603,302 782,151 $ (47,462) (10,052) (503,915) (561,429) -46% -54% -507% -254% $ $ 15,000 17,850 32,850 $ $ 15,000 17,850 32,850 $ Subtotal $ - $ 15,000 $ 17,850 32,850 $ Total Expenditures $ - $ 253,572 $ 360,150 $ 815,001 $ Operating Balance (Rev. - Exp.) $ - $ EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS Subtotal $ SUPPLIES & SERVICES 801 GENERAL SUPPLIES 860 MISCELLANEOUS EXPENSE $ $ $ $ - 0% 0% 0% CAPITAL OUTLAY - 198 - (300) $ (106,878) $ - $ (561,429) -221% (300) -100% Maricopa County FY 2000-01 Annual Business Strategies Board of Supervisors (1 through 5) Board Board of of Supervisors Supervisors District District33--Andrew AndrewKunasek Kunasek--Chairman Chairman District 1 Fulton Brock District 1 - Fulton Brock District District22--Don DonStapley Stapley District 4 Janice District 4 - JaniceK. K.Brewer Brewer District 5 Mary Rose District 5 - Mary 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. - 199 - Maricopa County FY 2000-01 Annual Business Strategies DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE GENERAL FUND TOTAL FUNDS $ $ BOARD OF SUPERVISORS DISTRICT 1 Department 01 Personal Services Supplies & Services Capital Outlay 215,633 $ 10,671 $ 215,633 $ 10,671 $ - Total Expenses $ 226,304 $ 226,304 Total Revenue $ $ - EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT BOARD OF SUPERVISORS DISTRICT 1 Department 01 FY 99-00 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS $ 162,817 $ 5,000 34,607 4,922 207,346 $ 167,937 2,971 35,250 1,188 207,346 $ 2,742 400 300 150 40 100 400 2,400 4,150 700 800 300 400 12,882 $ $ 2,742 $ 400 300 150 40 100 400 2,400 4,150 700 800 300 400 12,882 $ Subtotal $ 1,300 1,300 $ Total Expenditures $ 221,528 $ Operating Balance (Rev. - Exp.) $ (221,528) $ Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 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 890 NON CAPITAL EQUIPMENT Subtotal $ $ CAPITAL OUTLAY 920 EQUIPMENT 166,421 $ 34,532 636 201,589 $ 169,146 $ 3,160 38,827 4,500 215,633 $ (1,209) (189) (3,577) (3,312) (8,287) -1% -6% -10% -279% -4% 1,081 $ 400 300 100 20 300 100 3,000 3,070 400 500 500 400 500 10,671 $ 1,661 50 20 (200) 300 (600) 1,080 300 300 (200) (500) 2,211 61% 0% 0% 33% 50% -200% 75% -25% 26% 43% 38% -67% 0% $ 700 $ 300 250 50 350 100 3,050 2,500 500 350 700 1,300 10,150 $ 1,300 1,300 $ 1,000 1,000 $ - $ 1,300 1,300 100% 100% 221,528 $ 212,739 $ 226,304 $ (4,776) -2% (221,528) $ (212,739) $ (226,304) $ (4,776) -2% - 200 - $ 17% Maricopa County FY 2000-01 Annual Business Strategies POSITION DISTRIBUTION Dept WORKING TITLE 01 BOARD OF SUPERVISORS DISTRICT 1 COUNTY SUPERVISOR BOARD OF SPVSRS EXEC ASST EXECTV SCRTRY-OFC MGR II CHIEF ADMINISTRATOR Total FTE 1.0 1.0 1.0 1.0 4.0 FY 2000-01 BOARD OF SUPERVISORS DISTRICT 1 Agency 010 Org 1311 Personal Services Title DISTRICT 1 $ Totals: $ Supplies & Services 215,633 215,633 $ $ 10,671 10,671 Capital Outlay Total Expenditures $ $ $ $ - 226,304 226,304 Revenue $ $ - Variance % EXPENDITURES AND REVENUES BY AGENCY/OBJECT BOARD OF SUPERVISORS DISTRICT 1 Agency 010 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED RESOURCES REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS $ Subtotal $ SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 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 890 NON CAPITAL EQUIPMENT Subtotal $ CAPITAL OUTLAY 920 EQUIPMENT 162,817 5,000 34,607 4,922 207,346 $ 166,421 $ 34,532 636 201,589 $ 169,146 3,160 38,827 4,500 215,633 $ $ 167,937 $ 2,971 35,250 1,188 207,346 $ (1,209) (189) (3,577) (3,312) (8,287) -1% -6% -10% -279% -4% 2,742 $ 400 300 150 40 100 400 2,400 4,150 700 800 300 400 12,882 $ 2,742 $ 400 300 150 40 100 400 2,400 4,150 700 800 300 400 12,882 $ 700 $ 300 250 50 350 100 3,050 2,500 500 350 700 1,300 10,150 $ 1,081 400 300 100 20 300 100 3,000 3,070 400 500 500 400 500 10,671 $ 61% 0% 0% 33% 50% -200% 75% -25% 26% 43% 38% -67% 0% $ 1,661 50 20 (200) 300 (600) 1,080 300 300 (200) (500) 2,211 $ 17% Subtotal $ 1,300 1,300 $ 1,300 1,300 $ 1,000 1,000 $ - $ 1,300 1,300 100% 100% Total Expenditures $ 221,528 $ 221,528 $ 212,739 $ 226,304 $ (4,776) -2% (221,528) $ (221,528) $ (212,739) $ (226,304) $ 4,776 2% Operating Balance (Rev. - Exp.) $ - 201 - Maricopa County FY 2000-01 Annual Business Strategies DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE GENERAL FUND TOTAL FUNDS $ $ Personal Services 192,409 192,409 BOARD OF SUPERVISORS DISTRICT 2 Department 02 Supplies & Services Capital Outlay $ 33,895 $ $ 33,895 $ - Total Expenses $ 226,304 $ 226,304 Total Revenue $ $ - EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT BOARD OF SUPERVISORS DISTRICT 2 Department 02 FY 99-00 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS $ 147,055 $ 3,000 28,517 4,000 182,572 $ 143,681 2,473 28,536 7,882 182,572 $ 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 $ $ 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 $ Subtotal $ 1,006 1,006 $ 1,006 1,006 $ Total Expenditures $ 221,528 $ 221,528 Operating Balance (Rev. - Exp.) $ (221,528) $ Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 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 890 NON CAPITAL EQUIPMENT Subtotal $ $ CAPITAL OUTLAY 920 EQUIPMENT $ $ 156,245 $ 500 28,499 13,193 198,437 $ 149,864 $ 3,000 32,824 6,721 192,409 $ (6,183) (527) (4,288) 1,161 (9,837) -4% -21% -15% 15% -5% 1,000 $ 500 800 100 150 800 7,500 4,000 3,000 500 500 1,500 20,350 $ 4,002 $ 600 800 150 300 800 9,500 7,500 4,000 500 700 3,643 1,400 33,895 $ 1,498 400 700 850 500 900 100 (2,000) (2,350) 3,500 (500) 1,857 (1,400) 4,055 27% 40% 47% 85% 100% 75% 11% -27% -46% 0% 88% -250% 34% 1,006 1,006 100% 100% $ - $ $ 218,787 $ 226,304 $ (4,776) -2% (221,528) $ (218,787) $ (226,304) $ (4,776) -2% - 202 - - 11% Maricopa County FY 2000-01 Annual Business Strategies POSITION DISTRIBUTION Dept WORKING TITLE FTE 02 BOARD OF SUPERVISORS DISTRICT 2 COUNTY SUPERVISOR 1.0 EXECTV SCRTRY-OFC MGR II 1.0 CHIEF ADMINISTRATOR 1.0 ADMINISTRATIVE 1.0 Total 4.0 TOTAL BUDGET BY PROGRAM FY 2000-01 BOARD OF SUPERVISORS DISTRICT 2 Agency 020 Org 1312 Personal Services Title DISTRICT 2 $ Totals: $ Supplies & Services 192,409 192,409 $ $ 33,895 33,895 Capital Outlay Total Expenditures $ $ $ $ - 226,304 226,304 Revenue $ $ - EXPENDITURES AND REVENUES BY AGENCY/OBJECT BOARD OF SUPERVISORS DISTRICT 2 Agency 020 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS $ Subtotal $ 147,055 $ 3,000 28,517 4,000 182,572 $ 143,681 $ 2,473 28,536 7,882 182,572 $ 156,245 $ 500 28,499 13,193 198,437 $ 149,864 $ 3,000 32,824 6,721 192,409 $ (6,183) (527) (4,288) 1,161 (9,837) -4% -21% -15% 15% -5% SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 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 890 NON CAPITAL EQUIPMENT Subtotal $ 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 $ 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 $ 1,000 $ 500 800 100 150 800 7,500 4,000 3,000 500 500 1,500 20,350 $ 4,002 $ 600 800 150 300 800 9,500 7,500 4,000 500 700 3,643 1,400 33,895 $ 1,498 400 700 850 500 900 100 (2,000) (2,350) 3,500 (500) 1,857 (1,400) 4,055 27% 40% 47% 85% 100% 75% 11% -27% -46% 0% 88% -250% 34% Subtotal $ 1,006 1,006 $ 1,006 1,006 $ - $ - $ 1,006 1,006 100% 100% Total Expenditures $ 221,528 $ 221,528 $ 218,787 $ 226,304 $ (4,776) -2% Operating Balance (Rev. - Exp.) $ (221,528) $ (221,528) $ (218,787) $ (226,304) $ 4,776 2% CAPITAL OUTLAY 920 EQUIPMENT - 203 - 11% Maricopa County FY 2000-01 Annual Business Strategies DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE GENERAL FUND TOTAL FUNDS $ $ BOARD OF SUPERVISORS DISTRICT 3 Department 03 Personal Services Supplies & Services Capital Outlay 212,993 $ 13,311 $ 212,993 $ 13,311 $ - Total Expenses $ 226,304 $ 226,304 Total Revenue $ $ - EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT BOARD OF SUPERVISORS DISTRICT 3 Department 03 FY 99-00 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS $ 163,571 $ 2,570 29,582 4,822 200,545 $ 168,977 2,570 27,174 1,824 200,545 $ 5,000 1,000 500 150 300 500 500 2,000 5,000 2,000 2,000 300 633 19,883 $ $ 5,000 $ 1,000 500 150 300 500 500 2,000 5,000 2,000 2,000 300 633 19,883 $ Subtotal $ 1,100 1,100 $ Total Expenditures $ 221,528 $ Operating Balance (Rev. - Exp.) $ (221,528) $ Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 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 890 NON CAPITAL EQUIPMENT Subtotal $ $ CAPITAL OUTLAY 920 EQUIPMENT 140,000 $ 2,700 29,962 439 173,101 $ 173,056 $ 2,000 31,937 6,000 212,993 $ (4,079) 570 (4,763) (4,176) (12,448) -2% 22% -18% -229% -6% 1,702 $ 1,500 500 100 50 250 1,600 5,000 1,000 300 300 509 500 13,311 $ 3,298 (500) 50 250 250 500 400 1,000 1,700 124 (500) 6,572 66% -50% 0% 33% 83% 50% 100% 20% 0% 50% 85% 0% 20% $ 1,400 $ 1,450 500 50 200 1,500 3,500 1,500 300 500 600 11,500 $ 1,100 1,100 $ 1,000 1,000 $ - $ 1,100 1,100 100% 100% 221,528 $ 185,601 $ 226,304 $ (4,776) -2% (221,528) $ (185,601) $ (226,304) $ (4,776) -2% - 204 - $ 33% Maricopa County FY 2000-01 Annual Business Strategies POSITION DISTRIBUTION Dept WORKING TITLE 03 BOARD OF SUPERVISORS DISTRICT 3 COUNTY SUPERVISOR BOARD OF SPVSRS EXEC ASST CHIEF ADMINISTRATOR ADMINISTRATIVE ASSTNT I Total FTE 1.0 1.0 1.0 1.0 4.0 TOTAL BUDGET BY PROGRAM FY 2000-01 BOARD OF SUPERVISORS DISTRICT 3 Agency 030 Personal Services Org Title 1313 DISTRICT 3 $ Totals: $ Supplies & Services 212,993 212,993 $ $ 13,311 13,311 Capital Outlay Total Expenditures $ $ $ $ - 226,304 226,304 Revenue $ $ - Variance % EXPENDITURES AND REVENUES BY AGENCY/OBJECT BOARD OF SUPERVISORS DISTRICT 3 Agency 030 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED RESOURCES REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS $ 163,571 2,570 29,582 4,822 200,545 $ $ $ 5,000 1,000 500 150 300 500 500 2,000 5,000 2,000 2,000 300 633 19,883 Subtotal $ Total Expenditures Operating Balance (Rev. - Exp.) Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 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 890 NON CAPITAL EQUIPMENT Subtotal 168,977 2,570 27,174 1,824 200,545 $ $ $ 5,000 1,000 500 150 300 500 500 2,000 5,000 2,000 2,000 300 633 19,883 1,100 1,100 $ $ 221,528 $ $ (221,528) $ $ $ CAPITAL OUTLAY 920 EQUIPMENT $ 140,000 2,700 29,962 439 173,101 $ $ $ 1,400 1,450 500 50 200 1,500 3,500 1,500 300 500 600 11,500 1,100 1,100 $ 1,000 1,000 $ 221,528 $ 185,601 $ 226,304 $ (4,776) -2% (185,601) $ (226,304) $ 4,776 2% $ (221,528) $ - 205 - $ $ 173,056 $ 2,000 31,937 6,000 212,993 $ (4,079) 570 (4,763) (4,176) (12,448) -2% 22% -18% -229% -6% 1,702 $ 1,500 500 100 50 250 1,600 5,000 1,000 300 300 509 500 13,311 $ 3,298 (500) 50 250 250 500 400 1,000 1,700 124 (500) 6,572 66% -50% 0% 33% 83% 50% 100% 20% 0% 50% 85% 0% 20% 1,100 1,100 100% 100% - $ 33% Maricopa County FY 2000-01 Annual Business Strategies DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE GENERAL FUND TOTAL FUNDS $ $ Personal Services 193,558 193,558 BOARD OF SUPERVISORS DISTRICT 4 Department 04 Supplies & Services Capital Outlay $ 32,746 $ $ 32,746 $ - Total Expenses $ 226,304 $ 226,304 Total Revenue $ $ - EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT BOARD OF SUPERVISORS DISTRICT 4 Department 04 FY 99-00 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS $ 148,698 12,974 24,045 1,475 187,192 $ Subtotal $ 144,980 $ 15,000 23,052 4,160 187,192 $ SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 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 890 NON CAPITAL EQUIPMENT Subtotal $ 5,200 $ 1,200 800 500 1,021 800 1,000 3,000 8,400 1,650 2,000 2,715 28,286 $ 5,240 1,200 780 500 1,021 780 1,000 3,000 8,400 1,650 2,000 2,715 28,286 $ Subtotal $ 6,050 6,050 $ 6,050 6,050 $ Total Expenditures $ 221,528 $ 221,528 Operating Balance (Rev. - Exp.) $ (221,528) $ CAPITAL OUTLAY 920 EQUIPMENT $ 150,000 $ 22,397 1,475 173,872 $ 149,718 $ 5,000 23,840 15,000 193,558 $ (1,020) 7,974 205 (13,525) (6,366) -1% 61% 1% -917% -3% 1,200 $ 900 800 100 100 300 3,000 6,000 1,500 300 700 700 15,600 $ 6,002 $ 2,000 800 100 100 300 500 3,500 9,000 4,000 2,000 1,044 2,400 1,000 32,746 $ (762) (800) (20) 400 921 480 500 (500) (600) (2,350) 1,671 (2,400) (1,000) (4,460) -15% -67% -3% 80% 90% 62% 50% -17% -7% -142% 0% 62% 6,050 6,050 100% 100% $ - -16% $ - $ $ 189,472 $ 226,304 $ (4,776) -2% (221,528) $ (189,472) $ (226,304) $ (4,776) -2% POSITION DISTRIBUTION Dept WORKING TITLE 04 BOARD OF SUPERVISORS DISTRICT 4 COUNTY SUPERVISOR EXECTV SCRTRY-OFC MGR II CHIEF ADMINISTRATOR Total - 206 - FTE 1.0 1.0 1.0 3.0 Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 BOARD OF SUPERVISORS DISTRICT 4 Agency 040 Org Personal Services Title 1314 DISTRICT 4 $ Totals: $ Supplies & Services 193,558 193,558 $ $ Total Capital Outlay Expenditures 32,746 32,746 $ $ - $ $ 226,304 226,304 Revenue $ $ - Variance % EXPENDITURES AND REVENUES BY AGENCY/OBJECT BOARD OF SUPERVISORS DISTRICT 4 Agency 040 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED RESOURCES REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS $ Subtotal $ SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 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 890 NON CAPITAL EQUIPMENT Subtotal $ CAPITAL OUTLAY 920 EQUIPMENT 144,980 15,000 23,052 4,160 187,192 $ $ 5,200 $ 1,200 800 500 1,021 800 1,000 3,000 8,400 1,650 2,000 2,715 28,286 $ 148,698 12,974 24,045 1,475 187,192 $ $ 150,000 $ 22,397 1,475 173,872 $ 149,718 $ 5,000 23,840 15,000 193,558 $ (1,020) 7,974 205 (13,525) (6,366) -1% 61% 1% -917% -3% 5,240 $ 1,200 780 500 1,021 780 1,000 3,000 8,400 1,650 2,000 2,715 28,286 $ 1,200 $ 900 800 100 100 300 3,000 6,000 1,500 300 700 700 15,600 $ 6,002 $ 2,000 800 100 100 300 500 3,500 9,000 4,000 2,000 1,044 2,400 1,000 32,746 $ (762) (800) (20) 400 921 480 500 (500) (600) (2,350) 1,671 (2,400) (1,000) (4,460) -15% -67% -3% 80% 90% 62% 50% -17% -7% -142% 0% 62% - $ - $ 6,050 6,050 100% 100% Subtotal $ 6,050 6,050 $ 6,050 6,050 $ Total Expenditures $ 221,528 $ 221,528 $ Operating Balance (Rev. - Exp.) $ (221,528) $ (221,528) $ - 207 - 189,472 -16% $ 226,304 $ (4,776) -2% (189,472) $ (226,304) $ 4,776 2% Maricopa County FY 2000-01 Annual Business Strategies DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY BOARD OF SUPERVISORS DISTRICT 5 Department 05 Personal Services Supplies & Services Capital Outlay $ 204,900 $ 21,404 $ $ 204,900 $ 21,404 $ - FUND TYPE GENERAL FUND TOTAL FUNDS Total Expenses Total Revenue $ 226,304 $ $ 226,304 $ - EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT BOARD OF SUPERVISORS DISTRICT 5 Department 05 FY 99-00 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS $ 159,379 31,033 190,412 $ Subtotal $ 130,727 $ 23,500 27,317 3,887 185,431 $ SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 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 890 NON CAPITAL EQUIPMENT Subtotal $ 6,000 $ 1,800 2,000 900 300 445 4,000 3,500 3,605 2,000 1,600 4,947 31,097 $ 5,593 1,800 2,000 900 300 445 4,000 3,500 3,605 1,800 1,600 5,573 31,116 $ Subtotal $ 5,000 5,000 $ - $ Total Expenditures $ 221,528 $ 221,528 Operating Balance (Rev. - Exp.) $ (221,528) $ CAPITAL OUTLAY 920 EQUIPMENT $ $ 164,000 $ 14,000 31,433 209,433 $ 158,746 $ 5,000 36,154 5,000 204,900 $ 633 (5,000) (5,121) (5,000) (14,488) 1,600 $ 900 500 230 120 2,300 4,150 750 200 1,300 12,050 $ 3,002 $ 1,000 800 100 300 200 2,000 6,500 2,000 500 4,502 500 21,404 $ 2,591 800 1,200 800 300 145 3,800 1,500 (2,895) (200) 1,100 1,071 (500) 9,712 -17% -8% 46% 44% 60% 89% 100% 33% 95% 43% -80% -11% 69% 19% 31% $ - $ $ 221,483 $ 226,304 $ (4,776) -2% (221,528) $ (221,483) $ (226,304) $ (4,776) -2% - 208 - - 0% - Maricopa County FY 2000-01 Annual Business Strategies POSITION DISTRIBUTION Dept WORKING TITLE 05 BOARD OF SUPERVISORS DISTRICT 5 BOARD OF SPVSRS EXEC ASST COUNTY SUPERVISOR EXECTV SCRTRY-OFC MGR II Total FTE 2.0 1.0 1.0 4.0 TOTAL BUDGET BY PROGRAM FY 2000-01 BOARD OF SUPERVISORS DISTRICT 5 Agency 050 Org 1315 Personal Services Title DISTRICT 5 $ Totals: $ Supplies & Services 204,900 204,900 $ $ 21,404 21,404 Capital Outlay Total Expenditures $ $ $ $ - 226,304 226,304 Revenue $ $ - EXPENDITURES AND REVENUES BY AGENCY/OBJECT BOARD OF SUPERVISORS DISTRICT 5 Agency 050 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS $ $ Subtotal $ 130,727 23,500 27,317 3,887 185,431 SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 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 890 NON CAPITAL EQUIPMENT Subtotal $ 6,000 1,800 2,000 900 300 445 4,000 3,500 3,605 2,000 1,600 4,947 31,097 $ $ Subtotal $ 5,000 5,000 $ Total Expenditures $ 221,528 $ CAPITAL OUTLAY 920 EQUIPMENT Operating Balance (Rev. - Exp.) $ $ (221,528) $ 159,379 31,033 190,412 $ 164,000 14,000 31,433 209,433 $ 5,593 1,800 2,000 900 300 445 4,000 3,500 3,605 1,800 1,600 5,573 31,116 $ $ $ 1,600 900 500 230 120 2,300 4,150 750 200 1,300 12,050 - $ - $ 221,483 221,528 $ $ (221,528) $ - 209 - $ $ 158,746 $ 5,000 36,154 5,000 204,900 $ 633 (5,000) (5,121) (5,000) (14,488) 3,002 $ 1,000 800 100 300 200 2,000 6,500 2,000 500 4,502 500 21,404 $ 2,591 800 1,200 800 300 145 3,800 1,500 (2,895) (200) 1,100 1,071 (500) 9,712 - 0% -17% -8% 46% 44% 60% 89% 100% 33% 95% 43% -80% -11% 69% 19% 31% $ - $ 226,304 $ (4,776) -2% (221,483) $ (226,304) $ 4,776 2% Maricopa County FY 2000-01 Annual Business Strategies Clerk of the Superior Court (16) Clerk of the Superior Court Clerk of the Superior Court Micheal Jeanes Micheal Jeanes Assistant to the Clerk Customer Services Administrative Services Family Support Services Financial Services Mission The Office of Clerk of the Court is established by the Arizona State Constitution as an elected office. The office serves the citizens, the legal community, and the Superior Court. 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. The Clerk’s Office consists of four primary functional areas: Financial Services, Family Support Center, Administrative Services, and Customer Services. Two additional key business units are the Public Affairs and Education Office, and the Information Technology Group (ITC). Program Goals + + + + + Reduce reliance on using paper documents when conducting court business. Develop open communications and shared information systems with other justice agencies. Increase productivity and satisfaction of employees with the development of modern automation. Modernize the infrastructure and automations in the Clerk’s Office. Provide increased public and attorney access to court information. 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. - 210 - Maricopa County FY 2000-01 Annual Business Strategies Performance Measures Perform ance Measures FY 97 Actual New Cases Initiated – Domestic Relations New Cases Initiated – Criminal S u b s e q u e n t C a s e F ilings – Criminal Juvenile Court Petitions Documents Docketed Number of Restitutaion, Fines and Retribution (RFR) Payments Processed FY 98 Actual FY 99 Actual FY 00 Estimated FY 01 Projected 29,433 33,728 32,839 42,500 43,750 19,109 24,594 25,056 29,075 30,500 392,594 506,864 495,144 591,200 600,200 158,393 178,117 258,627 209,675 288,225 103,112 169,110 146,921 196,350 197,625 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE GENERAL FUND SPECIAL REVENUE TOTAL FUNDS $ $ Personal Services 17,631,559 3,816,850 21,448,409 CLERK OF SUPERIOR COURT Department 16 Supplies & Services Capital Outlay $ 1,578,133 $ 295,000 2,750,448 1,000,250 $ 4,328,581 $ 1,295,250 - 211 - Total Expenses $ 19,504,692 7,567,548 $ 27,072,240 Total Revenue $ 5,250,000 5,366,001 $ 10,616,001 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT CLERK OF SUPERIOR COURT Department 16 FY 99-00 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED PROJECTED RESOURCES Beginning Fund Balance $ 2,310,000 $ 2,310,000 Subtotal $ 6,500 2,838,020 5,437,500 1,700,000 110,000 10,092,020 $ Total Resources $ $ REVENUE 615 GRANTS 620 INTERGOVERNMENTAL 635 FEES & CHARGES 637 FINES & FORFEITS 650 MISCELLANEOUS REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL 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 & SERVICES 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 828 MOTOR POOL 829 FUEL 830 TELECOM DISCRETIONARY 840 ELECTED OFFICIAL TRAVEL 841 EMPLOYEE TRAVEL 842 EDUCATION 860 MISCELLANEOUS EXPENSE 870 OTHER ADJUSTMENTS 890 NON CAPITAL EQUIPMENT Subtotal $ $ FY 00-01 FINAL/ADOPTED Variance % $ 2,277,297 $ 2,325,503 $ 15,503 6,500 3,308,824 5,437,500 1,700,000 110,000 10,562,824 $ 1,500 2,540,217 5,270,396 1,700,000 49,100 9,561,213 $ 71,000 3,780,657 5,094,344 1,615,000 55,000 10,616,001 $ 64,500 471,833 (343,156) (85,000) (55,000) 53,177 12,402,020 $ 12,872,824 $ 11,838,510 $ 12,941,504 $ 68,680 16,291,457 $ 326,411 3,529,861 (893,578) 1,065,519 (524,662) 19,795,008 $ 16,602,142 $ 28,631 358,378 3,609,670 81,977 (904,019) 980,519 (669,881) 20,087,417 $ 15,353,504 $ 417,804 3,288,630 126,465 (823,571) 693,982 19,056,814 $ 17,269,655 $ 4,497 406,795 3,930,859 485,003 (896,372) 1,041,920 (793,948) 21,448,409 $ (667,513) 24,134 (48,417) (321,189) (403,026) (7,647) (61,401) 124,067 (1,360,992) -4% 84% -14% -9% -492% -1% -6% 19% -7% 916,447 $ 2,302,118 421,347 3,054 11,500 3,000 500 97,352 10,000 59,675 37,440 250,173 5,000 210,975 4,328,581 $ 178,581 (410,118) (70,174) 4,946 (4,500) (3,000) (500) (47,352) 1,825 19,960 (29,523) 92,500 (210,975) (478,330) 16% -22% -20% 62% -64% 594,054 594,054 31% 31% 992% 14% -6% -5% -50% 1% 1% $ 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 $ 1,095,028 1,892,000 351,173 8,000 7,000 50,000 10,000 61,500 57,400 220,650 97,500 3,850,251 $ 754,448 $ 884,575 431,540 33,002 18,655 10,702 37,251 24,300 174,192 2,368,665 $ Subtotal $ 1,907,125 1,907,125 $ 1,889,304 1,889,304 $ 758,065 758,065 $ 1,295,250 1,295,250 $ Total Expenditures $ 25,444,327 $ 25,826,972 $ 22,183,544 $ 27,072,240 $ (1,245,268) -5% Operating Balance (Rev. - Exp.) $ (15,352,307) $ (15,264,148) $ (12,622,331) $ (16,456,239) $ (1,192,091) -8% Ending Fund Balance (Resources. - Exp.) $ (13,042,307) $ (12,954,148) $ (10,345,034) $ (14,130,736) $ (1,176,588) -9% CAPITAL OUTLAY 920 EQUIPMENT - 212 - $ 1% -95% 0% 3% 35% -13% 95% -12% Maricopa County FY 2000-01 Annual Business Strategies POSITION DISTRIBUTION Dept WORKING TITLE FTE 16 CLERK OF SUPERIOR COURT ACCOUNTANT I 1.0 ACCOUNTANT II 2.0 ACCOUNTANT IV 1.0 ACCOUNTING TECHNICIAN II 1.0 ADMINISTRATIVE 1.0 ADMINISTRATIVE ASSTNT II 2.0 ADMINISTRATIVE COORD II 2.0 ADMINISTRATIVE COORD III 1.0 ADMINISTRATIVE COORD IV 1.0 ASSOC CLK OF THE SUP CRT 4.0 ASSOCIATE CLIENT REPRSNTV 1.0 CLERK OF THE SUPERIOR CRT 1.0 CLIENT REPRESENTATIVE 1.0 CLK OFTHE SUP CRT CHF DPT 1.0 COURT CLERK 168.0 COURT CONCILIATOR I 2.0 COURT CONCILIATOR III 6.0 COURT CONCILIATOR IV 1.0 COURT INFORMATN PRCSR III 262.5 COURT INFORMATN PRCSR IV 23.5 COURT INFORMATN PRCSR V 31.0 COURT SERVICES ADMIN I 5.0 COURT SERVICES ADMIN II 6.0 COURT SERVICES ADMIN III 11.0 COURT SERVICES ADMIN IV 10.0 COURT SERVICES ADMIN V 9.0 DATA MANAGEMENT CONSULTNT 2.0 FAMILY SUPPORT CASEWORKER 6.0 LEAD PRODUCTN CNTL ANLYST 4.0 LEAD SYSTEMS PROGRAMMER 1.0 LEGAL ASSISTANT 10.0 LEGAL ASSISTANT SUPERVISR 1.0 PROBATE DOCUMENT CLERK 1.0 PROBATE REGISTRAR 2.0 PROJECT MANAGER 2.0 RECORDS PROCESSOR II 24.0 SENIOR CLIENT REPRESENTVE 2.0 SENIOR DATA MANGMNT ANLYT 1.0 SENIOR NETWORK ENGINEER 1.0 SENIOR TELECOMMUNCTNS ANL 1.0 SERVICE WORKER IV 7.0 Total 620.0 - 213 - Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 LERK OF COURT FILL THE GAP Agency 16A Org 1689 Personal Services Title FILL THE GAP OPERATIONS $ Totals: $ Supplies & Services 964,453 964,453 $ $ 210,165 210,165 Capital Outlay Total Expenditures $ $ $ $ - 1,174,618 1,174,618 Revenue $ $ 1,174,618 1,174,618 EXPENDITURES AND REVENUES BY AGENCY/OBJECT CLERK OF COURT FILL THE GAP Agency 16A FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 620 INTERGOVERNMENTAL Subtotal $ - $ 470,804 470,804 $ 470,804 470,804 $ 1,174,618 1,174,618 $ 703,814 703,814 1 149% Total Resources $ - $ 470,804 $ 470,804 $ 1,174,618 $ 703,814 149% Subtotal $ - $ - $ 312,947 $ 2,219 69,449 6,172 (10,219) 380,568 $ 310,005 $ 70,563 380,568 $ 760,989 $ 38,049 165,415 964,453 $ (448,042) (35,830) (95,966) 6,172 (10,219) (583,885) -143% -1615% -138% 100% -100% -153% SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 825 REPAIRS AND MAINTENANCE 842 EDUCATION 860 MISCELLANEOUS EXPENSE 890 NON CAPITAL EQUIPMENT Subtotal $ - $ - $ 15,000 $ 15,000 5,000 3,000 14,088 52,088 $ 35,088 $ 5,648 38,148 78,884 $ 50,000 $ 109,934 2,500 500 2,231 45,000 210,165 $ (35,000) (94,934) 2,500 2,500 11,857 (45,000) (158,077) -233% -633% 50% 83% 84% Subtotal $ - $ 38,148 38,148 $ - $ - $ 38,148 38,148 100% 100% Total Expenditures $ - $ 470,804 $ 459,452 $ 1,174,618 $ (703,814) -149% Operating Balance (Rev. - Exp.) $ - $ - $ 11,352 $ - $ - EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 797 PERSONNEL SAVINGS (NEG) $ CAPITAL OUTLAY 920 EQUIPMENT - 214 - -303% Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 CLERK OF SUPERIOR COURT Agency 160 Personal Services Org Title 1610 1620 1630 1640 1650 1660 1670 1699 OFFICE OF THE CLERK ADMINISTRATIVE SERVICES FINANCIAL SERVICES CUSTOMER SERVICES FAMILY SUPPORT INFORMATION TECHNOLOGY GROUP FAMILY SUPPORT CENTER COURT FAMILY WAREHOUSE Supplies & Services $ 370,442 2,536,906 1,355,519 12,061,818 1,306,874 Totals: $ 17,631,559 $ $ 30,090 836,345 68,650 598,748 39,300 5,000 1,578,133 Capital Outlay Total Expenditures $ $ $ 295,000 295,000 400,532 3,668,251 1,424,169 12,660,566 1,346,174 5,000 $ 19,504,692 Revenue $ $ 5,250,000 5,250,000 EXPENDITURES AND REVENUES BY AGENCY/OBJECT CLERK OF SUPERIOR COURT Agency 160 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 635 FEES & CHARGES 637 FINES & FORFEITS 650 MISCELLANEOUS REVENUE Subtotal $ 3,800,000 1,700,000 80,000 5,580,000 Total Resources $ 5,580,000 EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 795 P S INTER-FUND CREDIT (NEG) 797 PERSONNEL SAVINGS (NEG) $ Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 828 MOTOR POOL 829 FUEL 830 TELECOM DISCRETIONARY 840 ELECTED OFFICIAL TRAVEL 841 EMPLOYEE TRAVEL 842 EDUCATION 860 MISCELLANEOUS EXPENSE 870 OTHER ADJUSTMENTS 890 NON CAPITAL EQUIPMENT Subtotal $ $ $ 3,800,000 1,700,000 80,000 5,580,000 $ 5,580,000 15,020,505 $ 210,345 3,239,436 (893,578) (524,662) 17,052,046 $ $ 603,078 547,500 144,000 10,000 70,000 8,856 52,360 10,000 27,999 1,473,793 Subtotal $ Total Expenditures Operating Balance (Rev. - Exp.) $ 5,525,000 14,980,970 $ 11,034 255,291 3,234,028 46,245 (904,019) (659,662) 16,963,887 $ $ $ 3,610,000 1,615,000 25,000 5,250,000 $ (190,000) (85,000) (55,000) (330,000) (0) (0) -69% -6% $ 5,250,000 $ (330,000) -6% 14,086,499 $ 351,104 2,980,437 126,465 (823,571) 16,720,934 $ 15,177,050 $ 235,581 3,424,245 485,003 (896,372) (793,948) 17,631,559 $ (196,080) 11,034 19,710 (190,217) (438,758) (7,647) 134,286 (667,672) -1% 100% 8% -6% -949% -1% 20% -4% 133,300 (123,689) (73,248) 4,946 (4,500) (3,000) (500) (47,352) 11,750 20,460 29,462 (5,000) (41,000) (98,371) 25% -26% -44% 62% -64% $ 541,500 484,000 165,800 8,000 7,000 50,000 10,000 59,500 51,900 102,062 1,479,762 96,469 96,469 $ 90,500 90,500 $ 555,526 555,526 $ 295,000 295,000 $ (204,500) (204,500) -226% -226% $ 18,622,308 $ 18,534,149 $ 18,890,463 $ 19,504,692 $ (970,543) -5% $ (13,042,308) $ (13,365,463) $ (14,254,692) $ CAPITAL OUTLAY 920 EQUIPMENT $ $ 3,800,000 1,700,000 25,000 5,525,000 $ 528,139 518,522 308,392 33,002 18,655 10,702 35,173 24,300 137,118 1,614,003 $ 408,200 $ 607,689 239,048 3,054 11,500 3,000 500 97,352 10,000 47,750 31,440 72,600 5,000 41,000 1,578,133 $ (12,954,149) $ - 215 - $ 1,300,543 -95% 0% 20% 39% 29% -7% 10% Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 CLERK OF SUPERIOR COURT GRANTS Agency 161 Personal Services Org Title 1681 1690 1694 1695 1696 1698 CASE PROCESSING ASSISTANCE NAT'L CRIM HISTORY IMP PROGRAM IV-D REGULAR AOC COURT IMPROVEMENT JCEF (AOC) $400,000 GRANT IV-D TSUNAMI $ Totals: $ Supplies & Services 223,313 650,000 30,000 255,838 1,159,151 $ $ 36,000 77,619 5,000 1,500 327,769 447,888 Capital Outlay Total Expenditures $ $ - $ $ 223,313 36,000 727,619 35,000 1,500 583,607 1,607,039 Revenue $ 223,313 36,000 727,619 35,000 1,500 583,607 1,607,039 $ EXPENDITURES AND REVENUES BY AGENCY/OBJECT CLERK OF SUPERIOR COURT GRANTS Agency 161 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 615 GRANTS 620 INTERGOVERNMENTAL Subtotal $ 6,500 1,838,020 1,844,520 $ 6,500 1,838,020 1,844,520 $ 1,500 1,580,782 1,582,282 $ 71,000 1,536,039 1,607,039 $ 64,500 (301,981) (237,481) 10 (0) -13% Total Resources $ 1,844,520 $ 1,844,520 $ 1,582,282 $ 1,607,039 $ (237,481) -13% Subtotal $ 162,587 $ 17,885 965,519 1,145,991 $ 94,954 $ 16,333 41,706 22,806 4,673 965,519 1,145,991 $ 56,000 $ 13,440 693,982 763,422 $ 89,939 $ 4,497 22,795 1,041,920 1,159,151 $ 5,015 11,836 41,706 11 4,673 (76,401) (13,160) 5% 72% 100% 0% 100% -8% -1% SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 825 REPAIRS AND MAINTENANCE 841 EMPLOYEE TRAVEL 860 MISCELLANEOUS EXPENSE Subtotal $ 63,528 $ 63,528 $ 113,528 $ 113,528 $ - $ 52,286 52,286 $ 116,747 $ 200,122 61,000 6,500 63,519 447,888 $ (3,219) (200,122) (61,000) (6,500) (63,519) (334,360) -3% -295% Subtotal $ 635,000 635,000 $ 585,000 585,000 $ 73,000 73,000 $ - $ 585,000 585,000 100% 100% Total Expenditures $ 1,844,519 $ 1,844,519 $ 888,708 $ 1,607,039 $ 237,480 13% Operating Balance (Rev. - Exp.) $ 1 $ 1 $ 693,574 $ - $ 1 100% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 796 P S INTER-FUND CHARGES $ CAPITAL OUTLAY 920 EQUIPMENT - 216 - Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 CLERK OF COURT DOCUMENT STORAGE Agency 162 Org 1691 Personal Services Title DOCUMENT STORAGE & RETRIEVAL $ Totals: $ Supplies & Services 1,052,385 1,052,385 $ $ 443,506 443,506 Capital Outlay Total Expenditures $ $ $ $ 125,000 125,000 1,620,891 1,620,891 Revenue $ $ 1,724,016 1,724,016 EXPENDITURES AND REVENUES BY AGENCY/OBJECT CLERK OF COURT DOCUMENT STORAGE Agency 162 FY 99-00 FINAL/ADOPTED RESOURCES Beginning Fund Balance FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance $ 525,000 $ 525,000 $ 638,854 $ 638,016 $ Subtotal $ 1,092,500 1,092,500 $ 1,092,500 1,092,500 $ 1,085,335 1,085,335 $ 1,086,000 1,086,000 $ Total Resources $ 1,617,500 $ 1,617,500 $ 1,724,189 $ 1,724,016 $ 106,516 $ 724,204 33,107 181,552 7,731 15,000 961,594 $ 611,000 58,000 165,234 834,234 $ Subtotal $ 621,317 106,066 169,211 65,000 961,594 736,112 $ 110,414 205,859 1,052,385 $ (11,908) (77,307) (24,307) 7,731 15,000 (90,791) -2% -234% -13% 100% 100% -9% SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 825 REPAIRS AND MAINTENANCE 841 EMPLOYEE TRAVEL 842 EDUCATION 860 MISCELLANEOUS EXPENSE 890 NON CAPITAL EQUIPMENT Subtotal $ 125,000 123,000 117,000 750 2,500 62,000 430,250 $ $ $ 110,100 $ 83,000 97,000 750 5,500 72,156 75,000 443,506 $ 14,900 40,000 20,000 (3,000) (10,156) (75,000) (13,256) 12% 33% 17% 0% -120% -16% $ 50,000 20,000 85,000 21,000 176,000 $ $ 125,000 123,000 117,000 750 2,500 62,000 430,250 100,656 100,656 REVENUE 635 FEES & CHARGES EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 796 P S INTER-FUND CHARGES $ CAPITAL OUTLAY 920 EQUIPMENT $ $ $ 113,016 % (6,500) (6,500) $ 0 (0) -1% 7% -3% Subtotal $ 225,656 225,656 $ 225,656 225,656 $ 75,939 75,939 $ 125,000 125,000 $ Total Expenditures $ 1,617,500 $ 1,617,500 $ 1,086,173 $ 1,620,891 $ (3,391) 0% (838) $ (534,891) $ 9,891 2% Operating Balance (Rev. - Exp.) $ (525,000) $ (525,000) $ Ending Fund Balance (Resources - Exp.) $ - $ - $ - 217 - 638,016 $ 103,125 $ (103,125) 45% 45% Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 CLERK OF COURT CHILD SUPP. ENHANCEMENT Agency 163 Org 1692 Personal Services Title CHILD SUPPORT ENHANCEMENT $ Totals: $ Supplies & Services - $ $ 193,892 193,892 Capital Outlay Total Expenditures $ $ $ $ 76,750 76,750 270,642 270,642 Revenue $ $ 270,642 270,642 EXPENDITURES AND REVENUES BY AGENCY/OBJECT CLERK OF COURT CHILD SUPP. ENHANCEMENT Agency 163 FY 99-00 FINAL/ADOPTED RESOURCES Beginning Fund Balance FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % $ 195,000 $ 195,000 $ 229,600 $ 234,842 $ 39,842 Subtotal $ 100,000 100,000 $ 100,000 100,000 $ 25,242 25,242 $ 35,800 35,800 $ (64,200) (64,200) (1) -64% Total Resources $ 295,000 $ 295,000 $ 254,842 $ 270,642 $ (24,358) -8% 295,000 295,000 $ 295,000 295,000 $ 5,000 5,000 $ 150,000 9,500 700 10,192 23,500 193,892 $ 145,000 (9,500) (700) (10,192) (23,500) 101,108 49% - $ - $ 15,000 15,000 $ 76,750 76,750 $ (76,750) (76,750) $ 295,000 $ 20,000 $ 270,642 $ 24,358 8% Operating Balance (Rev. - Exp.) $ (195,000) $ (195,000) $ 5,242 $ (234,842) $ 39,842 20% Ending Fund Balance (Resources - Exp.) $ - $ - $ 234,842 $ - $ - REVENUE 635 FEES & CHARGES $ 0 EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES 805 CONTRACTUAL SERVICES - EXTERNAL 825 REPAIRS AND MAINTENANCE 841 EMPLOYEE TRAVEL 860 MISCELLANEOUS EXPENSE 890 NON CAPITAL EQUIPMENT Subtotal $ CAPITAL OUTLAY 920 EQUIPMENT Subtotal $ Total Expenditures $ 295,000 - 218 - 34% Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 CLERK OF COURT EXPEDITED CHILD SUPP. Agency 164 Personal Services Org Title 1693 EXPEDITED CHILD SUPPORT $ Totals: $ Supplies & Services 640,861 640,861 $ $ 78,860 78,860 Capital Outlay Total Expenditures $ $ $ $ 58,500 58,500 778,221 778,221 Revenue $ $ 788,711 788,711 EXPENDITURES AND REVENUES BY AGENCY/OBJECT CLERK OF COURT EXPEDITED CHILD SUPP. Agency 164 FY 99-00 FINAL/ADOPTED RESOURCES Beginning Fund Balance FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % $ 425,000 $ 425,000 $ 433,589 $ 426,167 $ 1,167 $ 355,000 355,000 $ 355,000 355,000 $ 362,593 362,593 $ 362,544 362,544 $ 7,544 7,544 0 2% Total Resources $ 780,000 $ 780,000 $ 796,182 $ 788,711 $ 8,711 1% 487,048 10,000 103,329 35,000 635,377 $ 489,067 1,264 26,055 101,835 17,156 635,377 $ 290,000 8,700 58,956 357,656 $ 505,565 $ 22,751 112,545 640,861 $ (16,498) 1,264 3,304 (10,710) 17,156 (5,484) -3% 100% 13% -11% 100% $ $ 7,500 $ 18,110 10,575 3,975 12,225 26,475 78,860 $ (2,500) 6,890 (2,202) (2,725) (4,725) 97,500 (26,475) 65,763 -50% 28% -26% -218% -63% 100% $ 2,907 3,200 2,078 3,074 11,259 $ $ 5,000 25,000 8,373 1,250 7,500 97,500 144,623 $ $ 5,000 25,000 8,373 1,250 7,500 97,500 144,623 $ - $ - $ 11,100 11,100 $ 58,500 58,500 $ (58,500) (58,500) Total Expenditures $ 780,000 $ 780,000 $ 380,015 $ 778,221 $ 1,779 0% (17,422) $ (415,677) $ (9,323) -2% 10,490 $ (10,490) REVENUE 635 FEES & CHARGES Subtotal EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 796 P S INTER-FUND CHARGES $ Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 825 REPAIRS AND MAINTENANCE 841 EMPLOYEE TRAVEL 860 MISCELLANEOUS EXPENSE 870 OTHER ADJUSTMENTS 890 NON CAPITAL EQUIPMENT Subtotal $ $ CAPITAL OUTLAY 920 EQUIPMENT Subtotal Operating Balance (Rev. - Exp.) $ Ending Fund Balance (Resources - Exp.) $ $ (425,000) $ - $ (425,000) $ $ - 219 - - $ 416,167 $ $ $ 0 -1% 45% Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 CLERK OF COURT CHILD SUPP. AUTOMATION Agency 165 Org 1697 Personal Services Title CHILD SUPPORT AUTOMATION $ Totals: $ Supplies & Services - $ $ 118,974 118,974 Capital Outlay Total Expenditures $ $ $ $ - 118,974 118,974 Revenue $ $ 118,974 118,974 EXPENDITURES AND REVENUES BY AGENCY/OBJECT CLERK OF COURT CHILD SUPP. AUTOMATION Agency 165 FY 99-00 FINAL/ADOPTED RESOURCES Beginning Fund Balance FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED % $ 200,000 $ 200,000 $ Subtotal $ 90,000 90,000 $ 90,000 90,000 $ Total Resources $ 290,000 $ 290,000 $ SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 825 REPAIRS AND MAINTENANCE 860 MISCELLANEOUS EXPENSE Subtotal $ 25,000 $ 125,000 5,000 10,000 165,000 $ 25,000 $ 125,000 5,000 10,000 165,000 $ Subtotal $ 125,000 125,000 $ 125,000 125,000 $ 10,000 10,000 $ - $ 125,000 125,000 100% 100% Total Expenditures $ 290,000 $ 290,000 $ 10,000 $ 118,974 $ 171,026 59% Operating Balance (Rev. - Exp.) $ (200,000) $ (200,000) $ (12,774) $ (118,974) $ Ending Fund Balance (Resources - Exp.) $ - $ - $ REVENUE 635 FEES & CHARGES 131,748 Variance $ 118,974 $ (2,774) (2,774) $ - $ (90,000) (90,000) (1) -100% $ 118,974 $ (171,026) -59% - $ - $ 20,000 $ 80,000 1,724 17,250 118,974 $ 5,000 45,000 3,276 (7,250) 46,026 20% 36% 66% -73% 28% 128,974 (81,026) $ (0) EXPENDITURES PERSONAL SERVICES CAPITAL OUTLAY 920 EQUIPMENT - 220 - 118,974 $ - $ (81,026) - -41% Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 CLERK OF COURT VICTIM COMPENSATION Agency 166 Org 1696 Personal Services Title VICTIM LOCATION $ Totals: $ - Supplies & Services $ $ 53,263 53,263 Capital Outlay Total Expenditures $ $ $ $ - 53,263 53,263 Revenue $ $ 53,263 53,263 EXPENDITURES AND REVENUES BY AGENCY/OBJECT CLERK OF COURT VICTIM COMPENSATION Agency 166 FY 99-00 FINAL/ADOPTED RESOURCES Beginning Fund Balance FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % $ 15,000 $ 15,000 $ 24,163 $ 23,263 $ 8,263 Subtotal $ 30,000 30,000 $ 30,000 30,000 $ 24,100 24,100 $ 30,000 30,000 $ - 0% 0% Total Resources $ 45,000 $ 45,000 $ 48,263 $ 53,263 $ 8,263 18% SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL Subtotal $ 45,000 45,000 $ $ $ - $ 53,263 53,263 $ 45,000 (53,263) (8,263) 100% $ 25,000 25,000 $ $ 45,000 45,000 45,000 $ 45,000 $ 25,000 $ 53,263 $ (8,263) -18% (900) $ (23,263) $ 8,263 55% REVENUE 650 MISCELLANEOUS REVENUE $ 1 EXPENDITURES PERSONAL SERVICES -18% CAPITAL OUTLAY Total Expenditures $ Operating Balance (Rev. - Exp.) $ Ending Fund Balance (Resources - Exp.) $ (15,000) $ - $ - 221 - (15,000) $ - $ 23,263 $ - $ - Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 CLERK/COURT LOCAL JCEF Agency 167 Personal Services Org Title 1671 1673 LOCAL JCEF STATE JCEF $ Supplies & Services - Totals: $ $ $ 700,000 200,000 900,000 Capital Outlay Total Expenditures $ $ $ 500,000 200,000 700,000 $ 1,200,000 400,000 1,600,000 Revenue $ 1,210,341 400,000 1,610,341 $ EXPENDITURES AND REVENUES BY AGENCY/OBJECT CLERK/COURT LOCAL JCEF Agency 167 FY 99-00 FINAL/ADOPTED RESOURCES Beginning Fund Balance FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % $ 800,000 $ 800,000 $ 722,129 $ 720,341 $ (79,659) $ Subtotal $ 800,000 800,000 $ 800,000 800,000 $ 308,631 308,631 $ 890,000 890,000 $ 90,000 90,000 0 11% Total Resources $ 1,600,000 $ 1,600,000 $ 1,030,760 $ 1,610,341 $ 10,341 1% SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 825 REPAIRS AND MAINTENANCE 860 MISCELLANEOUS EXPENSE Subtotal $ 75,000 800,000 50,000 25,000 950,000 $ 25,000 254,919 13,000 292,919 $ $ 75,000 $ 800,000 50,000 25,000 950,000 $ $ - $ 900,000 900,000 $ 75,000 (100,000) 50,000 25,000 50,000 100% -13% 100% 100% 5% Subtotal $ 650,000 650,000 $ 650,000 650,000 $ 17,500 17,500 $ 700,000 700,000 $ (50,000) (50,000) -8% -8% Total Expenditures $ 1,600,000 $ 1,600,000 $ 310,419 $ 1,600,000 $ (800,000) $ (800,000) $ (1,788) $ (710,000) $ (90,000) 10,341 $ (10,341) REVENUE 620 INTERGOVERNMENTAL (0) EXPENDITURES PERSONAL SERVICES CAPITAL OUTLAY 920 EQUIPMENT Operating Balance (Rev. - Exp.) $ Ending Fund Balance (Resources - Exp.) $ - $ - 222 - - $ 720,341 $ - 0% -11% Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 CLERK/COURT COURT AUTOMATION Agency 168 Personal Services Org Title 1681 CAF FILING FEE $ Totals: $ Supplies & Services - $ $ 303,900 303,900 Capital Outlay Total Expenditures $ $ $ $ 40,000 40,000 343,900 343,900 Revenue $ $ 343,900 343,900 EXPENDITURES AND REVENUES BY AGENCY/OBJECT CLERK/COURT COURT AUTOMATION Agency 168 FY 99-00 FINAL/ADOPTED RESOURCES Beginning Fund Balance FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % $ 150,000 $ 150,000 $ 97,214 $ 163,900 $ 13,900 Subtotal $ 200,000 200,000 $ 200,000 200,000 $ 180,000 180,000 $ 180,000 180,000 $ (20,000) (20,000) (0) -10% Total Resources $ 350,000 $ 350,000 $ 277,214 $ 343,900 $ (6,100) -2% SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL Subtotal $ 150,000 25,000 175,000 $ $ $ 113,314 113,314 $ $ 150,000 25,000 175,000 $ 203,900 $ 100,000 303,900 $ (53,900) (75,000) (128,900) -36% -300% -74% REVENUE 620 INTERGOVERNMENTAL $ 0 EXPENDITURES PERSONAL SERVICES CAPITAL OUTLAY 920 EQUIPMENT Subtotal $ 175,000 175,000 $ 175,000 175,000 $ - $ 40,000 40,000 $ 135,000 135,000 77% 77% Total Expenditures $ 350,000 $ 350,000 $ 113,314 $ 343,900 $ 6,100 2% (163,900) $ 13,900 9% Operating Balance (Rev. - Exp.) $ (150,000) $ (150,000) $ 66,686 $ Ending Fund Balance (Resources - Exp.) $ - $ - $ 163,900 $ - 223 - - $ - Maricopa County FY 2000-01 Annual Business Strategies Constables (25) Citizens of Maricopa County Constables Constable Joe Arredondo Constable Frank Canez Constable Alfredo Gamez Constable Phillip Hazlett Constable Ed Malles Constable Joe Murray Constable John Powers Constable Armando Saldato Jr. Constable Merle Stephens Constable Bill Taylor Constable Bob Weaver Constable Fred Arnett Constable Harrell Boyster Constable Clarice Davis Constable Mark Hamblen Constable Kevin Jones Constable Doug Middleton Constable Frank Outcalt Constable Joe Reyes Constable Carol Sly Constable Bill Stout Constable Bucky Walters Constable Butch Wilda Constable Administrator Tim Moder Mission Timely service of process issued by the twenty-three justice court precincts. Service includes Writs, Summons, Subpoenas, Orders of Protection, Injunctions Preventing Harassment, and Orders to Show Cause. Program Goals e One hundred percent automation of logging work performed. e As prescribed by A.R.S. 11-445. I., a record of work preformed must be maintained. e Automation of these logs will enable further statistical analysis of workload indicators. Community Impact Provides community with a low cost service of civil and criminal process which are filed in justice courts versus superior court and for which are under statutorily determined amounts. Performance Measures Performance Measures Collection of fines and fees Variance (%) Improve internal statistical reporting FY 96 Actual $ 456,915 0% FY 97 Actual $ 433,985 -5% 0% - 224 - FY 98 Actual $ 478,071 10% 24% FY 99 Actual $ 439,680 -8% 61% FY 00 Estimated $ 485,900 FY 01 Projected $ 480,000 78% 95% Maricopa County FY 2000-01 Annual Business Strategies DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE GENERAL FUND TOTAL FUNDS CONSTABLES Department 25 Personal Services Supplies & Services $ 1,406,358 $ 83,014 $ $ 1,406,358 $ 83,014 $ Capital Outlay - Total Expenses Total Revenue $ 1,489,372 $ 453,000 $ 1,489,372 $ 453,000 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT CONSTABLES Department 25 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 635 FEES & CHARGES Subtotal $ 453,000 453,000 $ 453,000 453,000 $ 485,900 485,900 $ 453,000 453,000 $ - 0% 0% Total Resources $ 453,000 $ 453,000 $ 485,900 $ 453,000 $ - 0% $ 1,151,429 $ 10,260 2,880 193,973 17,450 1,375,992 $ 1,174,588 9,646 2,160 188,086 1,512 1,375,992 $ 1,164,887 $ 15,750 2,188 190,956 1,373,781 $ 1,185,055 $ 10,221 2,160 203,889 5,033 1,406,358 $ (10,467) (575) (15,803) (3,521) (30,366) -1% -6% 0% -8% -233% -2% 10,894 11,550 3,500 18,096 19,143 9,180 200 2,490 17,564 15,730 108,347 $ $ 10,860 $ 7,310 3,500 18,096 23,633 11,220 200 2,730 16,794 4,960 99,303 $ 3,215 $ 2,507 131 18,500 25,086 1,159 99 16,600 6,900 74,197 $ 6,179 $ 5,150 1,000 23,400 20,000 3,300 440 19,000 4,545 83,014 $ 4,715 6,400 2,500 (5,304) (857) 5,880 200 2,050 (1,436) 11,185 25,333 43% 55% 71% -29% -4% 64% 100% 82% -8% 71% 23% Subtotal $ 9,044 9,044 $ - $ Total Expenditures $ 1,484,339 $ 1,484,339 Operating Balance (Rev. - Exp.) $ (1,031,339) $ EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 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 $ $ CAPITAL OUTLAY 920 EQUIPMENT $ $ $ - $ $ 1,447,978 $ 1,489,372 $ (5,033) 0% (1,031,339) $ (962,078) $ (1,036,372) $ (5,033) 0% - 225 - - - Maricopa County FY 2000-01 Annual Business Strategies POSITION DISTRIBUTION Dept 25 CONSTABLES WORKING TITLE FTE ADMINISTRATIVE COORD I 1.0 CONSTABLE 23.0 DEPUTY CONSTABLE 4.0 PROCESS SERVER 1.0 SUPPORT SERVICES 1.0 30.0 Total TOTAL BUDGET BY PROGRAM FY 2000-01 CONSTABLES Agency 250 Org Title 2500 2501 2502 2503 2504 2505 2506 2507 2508 2509 2510 2511 2512 2513 2514 2515 2516 2517 2518 2519 2520 2521 2522 2523 ADMIN/CLERICAL BUCKEYE CENTRAL PHOENIX CHANDLER EAST MESA EAST PHOENIX #1 EAST PHOENIX #2 GILA BEND GLENDALE MARYVALE NORTH MESA NORTHEAST PHOENIX NORTHWEST PHOENIX PEORIA SCOTTSDALE SOUTH MESA/GILBERT SOUTH PHOENIX TEMPE TOLLESON WEST MESA WEST PHOENIX WICKENBURG NORTH VALLEY TEMPE WEST Personal Services $ Totals: $ 266,020 51,000 51,000 51,000 51,000 51,000 51,000 16,898 51,720 51,000 51,720 51,000 51,000 51,000 51,000 51,000 51,000 51,000 51,000 51,000 51,000 51,000 51,000 51,000 1,406,358 - 226 - Supplies & Services $ $ 66,524 690 690 690 690 690 690 690 690 690 690 690 690 690 690 690 690 690 690 690 2,000 690 690 83,014 Total Capital Outlay Expenditures $ $ - $ $ 332,544 51,690 51,690 51,690 51,690 51,690 51,690 16,898 52,410 51,690 52,410 51,690 51,690 51,690 51,690 51,690 51,690 51,690 51,690 51,690 51,690 53,000 51,690 51,690 1,489,372 Revenue $ $ 3,000 28,500 20,000 17,000 22,000 37,000 600 60,000 27,000 11,000 39,000 36,000 13,000 29,000 8,000 12,500 10,500 19,000 29,500 16,100 800 3,000 10,500 453,000 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY AGENCY/OBJECT CONSTABLES Agency 250 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 635 FEES & CHARGES Subtotal $ 453,000 453,000 $ 453,000 453,000 $ 485,900 485,900 $ 453,000 453,000 $ - 0% Total Resources $ 453,000 $ 453,000 $ 485,900 $ 453,000 $ - 0% $ 1,151,429 10,260 2,880 193,973 17,450 1,375,992 $ 1,174,588 9,646 2,160 188,086 1,512 1,375,992 $ 1,164,887 15,750 2,188 190,956 1,373,781 $ 1,185,055 $ 10,221 2,160 203,889 5,033 1,406,358 $ (10,467) (575) (15,803) (3,521) (30,366) -1% -6% 0% -8% -233% -2% $ 10,894 11,550 3,500 18,096 19,143 9,180 200 2,490 17,564 15,730 108,347 $ $ 3,215 2,507 131 18,500 25,086 1,159 99 16,600 6,900 74,197 $ $ 10,860 7,310 3,500 18,096 23,633 11,220 200 2,730 16,794 4,960 99,303 $ 6,179 $ 5,150 1,000 23,400 20,000 3,300 440 19,000 4,545 83,014 $ 4,715 6,400 2,500 (5,304) (857) 5,880 200 2,050 (1,436) 11,185 25,333 43% 55% 71% -29% -4% 64% 100% 82% -8% 71% 23% Subtotal $ 9,044 9,044 $ - $ - $ Total Expenditures $ 1,484,339 $ 1,447,978 $ 1,489,372 $ (5,033) 0% Operating Balance (Rev. - Exp.) $ (962,078) $ (1,036,372) $ 5,033 0% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 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 $ $ CAPITAL OUTLAY 920 EQUIPMENT $ $ (1,031,339) $ 1,484,339 $ $ (1,031,339) $ - 227 - $ - $ - Maricopa County FY 2000-01 Annual Business Strategies Recorder (36) Recorder Recorder Helen Purcell, County 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 continue 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 microfilm and currently available electronic media, 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. 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. - 228 - Maricopa County FY 2000-01 Annual Business Strategies Performance Measures FY 98 Actual FY 99 Actual Program Performance Measures General General Data Entry Data Entry Data Entry Data Entry Public Records Public Records Public Records Public Records Document Processing Document Processing Document Processing Micrographics Micrographics Micrographics Mailout Mailout Mailout Mailout Administration Administration Administration Data Systems Internet - images accessed 100,000 Number of Recordings 1,022,982 Number of Documents Processed 1,052,040 Number of Documents Keyed 842,401 Hours Worked 7,845 Documents Keyed per Hour 107.38 Number Assisted 48,750 Hard Copies Produced 185,200 Hours Worked 8,169 Copies Produced per Hour 22.67 Documents Processed 1,022,982 Hours Worked 24,251 Documents Processed Hourly 42.18 Images Captured 3,180,628 Hours Worked 7,140 Images Captured per Hour 445.44 Days Behind Micrographics 22 Documents Delivered 280,729 Hours Worked 7,565 Documents Delivered Hourly * 69.37 Number of Transactions 11,333 Hours Worked 10,127 Transactions per Hour 1.12 Hours Worked 40,511 FY 00 Estimated 823,318 1,239,647 1,238,164 916,967 10,914 84.01 49,070 204,807 6,622 30.93 1,235,406 25,875 47.75 4,021,688 9,893 406.51 25 952,527 12,042 79.10 13,227 9,932 1.33 43,170 1,500,000 950,000 1,050,000 1,300,000 20,000 65.00 50,000 215,000 8,500 25.29 1,050,000 26,500 39.62 3,200,000 9,000 355.56 11 1,000,000 11,000 90.91 20,500 11,000 1.86 36,000 FY 01 Projected 1,500,000 950,000 1,050,000 850,000 13,500 62.96 51,000 220,000 8,500 25.88 1,050,000 26,500 39.62 3,200,000 9,000 355.56 11 800,000 19,000 42.11 21,000 11,000 1.91 40,000 * Fy 98 document delivered available for only the last half year. Hourly rate computed using 4,047.03 hours, the hours worked during that period. DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE GENERAL FUND SPECIAL REVENUE TOTAL FUNDS $ $ Personal Services 1,339,972 1,895,224 3,235,196 $ $ RECORDER Department 36 Supplies & Services 492,115 2,699,671 3,191,786 - 229 - Capital Outlay $ $ 691,000 691,000 Total Expenses $ 1,832,087 5,285,895 $ 7,117,982 Total Revenue $ 6,951,000 3,635,895 $ 10,586,895 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT RECORDER Department 36 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED RESOURCES Beginning Fund Balance $ 1,700,000 $ 1,700,000 Subtotal $ 9,366,000 1,140,000 10,506,000 $ Total Resources $ 12,206,000 $ $ FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % $ 2,655,451 $ 1,650,000 $ (50,000) -3% 9,366,000 1,140,000 10,506,000 $ 10,030,000 1,140,800 11,170,800 $ 9,472,800 1,114,095 10,586,895 $ 106,800 (25,905) 80,895 1% -2% 1% 12,206,000 $ 13,826,251 $ 12,236,895 $ 30,895 0% 2,285,055 $ 58,000 445,588 57,700 203,366 (57,124) 2,992,585 $ 2,348,593 $ 58,000 449,467 172,980 19,020 (57,124) 2,990,936 $ 2,025,910 $ 97,540 71,870 406,620 2,601,940 $ 2,419,612 $ 43,000 496,990 316,095 49 (40,550) 3,235,196 $ (71,019) 15,000 (47,523) (143,115) 18,971 (16,574) (244,260) -3% $ 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 $ 372,115 300 1,151,200 500 117,500 936,500 300 10,000 6,000 15,000 83,600 1,700 1,000 685,221 3,380,936 $ 321,480 $ 165 1,005,400 250 14,820 385,090 465 5,660 2,900 2,400 26,640 2,070 300 41,366 1,809,006 $ 213,700 $ 300 1,326,000 750 20,900 415,000 10,000 5,000 84,015 1,500 850 918,771 195,000 3,191,786 $ 158,415 (174,800) (250) 96,600 521,500 300 1,000 15,000 (415) 200 150 (233,550) (195,000) 189,150 Subtotal $ 742,000 742,000 $ 742,000 742,000 $ 2,117,050 2,117,050 $ 691,000 691,000 $ Total Expenditures $ 7,113,872 $ 7,113,872 $ 6,527,996 $ Operating Balance (Rev. - Exp.) $ 3,392,128 $ 3,392,128 $ Ending Fund Balance (Resources. - Exp.) $ 5,092,128 $ 5,092,128 $ 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 & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 815 INSURANCE 820 RENT 825 REPAIRS AND MAINTENANCE 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 890 NON CAPITAL EQUIPMENT Subtotal $ $ CAPITAL OUTLAY 920 EQUIPMENT - 230 - $ 26% -11% -83% 100% -29% -8% 43% 0% -15% -50% 82% 56% 100% 0% 17% 100% 0% 12% 15% -34% 6% 51,000 51,000 7% 7% 7,117,982 $ (4,110) 0% 4,642,804 $ 3,468,913 $ 76,785 2% 7,298,255 $ 5,118,913 $ 26,785 1% Maricopa County FY 2000-01 Annual Business Strategies POSITION DISTRIBUTION Dept 36 RECORDER WORKING TITLE ACCOUNTING TECHNICIAN II ADMINISTRATIVE ASSTNT III ADMINISTRATIVE COORD ADMINISTRATIVE COORD III COMPUTER OPERATOR III COMPUTER SYST OPRS MGR I DATABASE ADMINISTRATOR EXECTV SCRTRY-OFC MGR II INFORMATION SYSTEMS DIRECTOR INTEGRATD SYS DSGN ANL II INTERNET PROGRAMER ANALYST LAN SUPPORT ADMIN LEAD COMPUTER OPERATOR LEAD INTGRTD SYS DSGN ANL LEAD PROGRAMMER-ANALYST LEAD SYSTEMS PROGRAMMER MICROGRAPHIC TECHNICIAN OFFICE SUPERVISOR II PRODUCTION CONTROL ANLYST PROJECT LEADER PROJECT MANAGER RECORDER RECORDER CHIEF DEPUTY RECORDS PROCESSOR SENIOR CLIENT SERVER PROGRAMER SENIOR COMPUTER OPERATOR SENIOR PROGRAMMER-ANALYST SYSTEMS SOFTWARE CONSLTNT FTE 1.0 2.0 2.0 1.0 2.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 2.0 3.0 1.0 1.0 4.0 1.0 1.0 31.0 1.0 1.0 3.0 1.0 69.0 Total TOTAL BUDGET BY PROGRAM FY 2000-01 RECORDER Agency 360 Org Title 3610 3620 3630 3640 3650 3670 ADMINISTRATION PUBLIC RECORDS DOCUMENT PROCESSING MICROGRAPHICS SOUTHEAST OFFICE MAILOUT Personal Services $ Totals: $ 537,997 133,616 341,805 132,761 61,747 132,046 1,339,972 - 231 - Supplies & Services $ $ 52,990 11,400 10,500 1,000 5,725 410,500 492,115 Capital Outlay Total Expenditures $ $ $ - $ 590,987 145,016 352,305 133,761 67,472 542,546 1,832,087 Revenue $ $ 15,000 300,000 5,700,000 240,000 271,000 425,000 6,951,000 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY AGENCY/OBJECT RECORDER Agency 360 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 635 FEES & CHARGES 650 MISCELLANEOUS REVENUE Subtotal $ 5,870,000 1,050,000 6,920,000 Total Resources $ 6,920,000 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 & SERVICES $ 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 815 INSURANCE 820 RENT 825 REPAIRS AND MAINTENANCE 827 MATERIAL MGNT DISCRETIONARY 828 MOTOR POOL 830 TELECOM DISCRETIONARY 840 ELECTED OFFICIAL TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 850 UTILITIES 860 MISCELLANEOUS EXPENSE Subtotal $ $ 5,870,000 1,050,000 6,920,000 $ 6,920,000 1,028,401 $ 30,000 238,687 57,700 3,093 (57,124) 1,300,757 $ 22,215 300 408,000 500 10,000 11,500 300 10,000 6,000 3,600 700 1,000 18,000 492,115 Subtotal $ $ 1,042,899 $ 30,000 234,656 49,125 1,201 (57,124) 1,300,757 $ 70,000 (39,000) 31,000 0 -4% 0% 7,440,800 $ 6,951,000 $ 31,000 0% 898,710 97,540 55,670 214,720 1,266,640 $ 1,044,233 $ 15,000 255,145 66,095 49 (40,550) 1,339,972 $ (1,334) 15,000 (20,489) (16,970) 1,152 (16,574) (39,215) 0% $ 22,500 $ 300 408,000 750 9,900 10,000 10,000 5,000 4,015 500 850 20,300 492,115 $ (285) (250) 100 1,500 300 1,000 (415) 200 150 (2,300) - 100% 0% 17% -12% 29% 15% -13% 0% $ 35,000 35,000 100% 100% $ 50% -9% -35% 96% -29% -3% $ $ 26,580 165 396,000 250 9,420 19,190 65 5,660 2,900 5,440 270 300 23,515 489,755 35,000 35,000 $ 35,000 35,000 $ 37,050 37,050 $ Total Expenditures $ 1,827,872 $ 1,827,872 $ 1,793,445 $ 1,832,087 $ (4,215) 0% Operating Balance (Rev. - Exp.) $ 5,092,128 $ 5,092,128 $ 5,647,355 $ 5,118,913 $ (26,785) -1% - 232 - $ $ 5,940,000 1,011,000 6,951,000 $ 22,215 300 408,000 500 10,000 11,500 300 10,000 6,000 3,600 700 1,000 18,000 492,115 CAPITAL OUTLAY 920 EQUIPMENT $ $ 6,400,000 1,040,800 7,440,800 $ - -1% 0% 0% -50% 1% 13% Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 RECORDER SPECIAL FUNDING Agency 362 Org 3661 3662 Personal Services Title RECORDER INFORMATION SYSTEMS VOTER REGISTRATION AUTOMATION $ Totals: $ Supplies & Services 1,895,224 1,895,224 $ $ 2,699,671 2,699,671 Capital Outlay Total Expenditures $ $ $ 691,000 691,000 $ 5,285,895 5,285,895 Revenue $ 5,285,895 5,285,895 $ EXPENDITURES AND REVENUES BY AGENCY/OBJECT RECORDER SPECIAL FUNDING Agency 362 FY 99-00 FINAL/ADOPTED RESOURCES Beginning Fund Balance $ 1,700,000 Subtotal Total Resources FY 99-00 RESTATED FY 99-00 PROJECTED $ 1,700,000 $ 2,655,451 $ 3,496,000 90,000 3,586,000 $ 3,496,000 90,000 3,586,000 $ 5,286,000 $ $ 1,256,654 28,000 206,901 200,273 1,691,828 $ $ $ 349,900 743,200 107,500 925,000 15,000 80,000 1,000 665,572 2,887,172 Subtotal $ Total Expenditures FY 00-01 FINAL/ADOPTED Variance % $ 1,650,000 $ $ 3,630,000 100,000 3,730,000 $ 3,532,800 103,095 3,635,895 $ 5,286,000 $ 6,385,451 $ 5,285,895 $ (105) 0% 1,305,694 28,000 214,811 123,855 17,819 1,690,179 $ 1,127,200 16,200 191,900 1,335,300 $ 1,375,379 $ 28,000 241,845 250,000 1,895,224 $ (69,685) (27,034) (126,145) 17,819 (205,045) -5% 0% -13% -102% 100% -12% $ $ 191,200 $ 918,000 11,000 405,000 80,000 1,000 898,471 195,000 2,699,671 $ 158,700 (174,800) 96,500 520,000 15,000 (231,250) (195,000) 189,150 45% -24% 90% 56% $ 294,900 609,400 5,400 365,900 400 2,400 21,200 1,800 17,851 1,319,251 $ $ 349,900 743,200 107,500 925,000 15,000 80,000 1,000 667,221 2,888,821 707,000 707,000 $ 707,000 707,000 $ 2,080,000 2,080,000 $ 691,000 691,000 $ 16,000 16,000 2% 2% $ 5,286,000 $ 5,286,000 $ 4,734,551 $ 5,285,895 $ 105 0% Operating Balance (Rev. - Exp.) $ (1,700,000) $ (1,004,551) $ (1,650,000) $ Ending Fund Balance (Resources - Exp.) $ REVENUE 635 FEES & CHARGES 650 MISCELLANEOUS REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 820 RENT 825 REPAIRS AND MAINTENANCE 827 MATERIAL MGNT DISCRETIONARY 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 860 MISCELLANEOUS EXPENSE 890 NON CAPITAL EQUIPMENT Subtotal $ $ CAPITAL OUTLAY 920 EQUIPMENT - $ $ (1,700,000) $ $ - 233 - - $ 1,650,900 $ $ - $ (50,000) $ 36,800 13,095 49,895 (50,000) - (0) 0 15% 1% 100% 0% 0% -35% 7% -3% Maricopa County FY 2000-01 Annual Business Strategies Sheriff’s Office (50) Sheriff Sheriff Joseph M. Arpaio, County Sheriff Joseph M. Arpaio, County Sheriff Office of Public Information Internal Affairs Chief of Operations Chief of Custody Financial Services Bureau Custody Support Bureau Special Operations Bureau Custody Operations Bureau Administration Bureau Custody Services Bureau Criminal Investigations Bureau Enforcement Bureau Intelligence Bureau Professional Standards Bureau 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. - 234 - Maricopa County FY 2000-01 Annual Business Strategies Performance Measures Program Performance Measures Calls for service Inmates booked Average daily jail population FY 98 Actual FY 99 Actual FY 00 Estimated FY 01 Projected 75,990 82,140 93,281 85,848 121,272 117,353 107,612 118,452 6,804 6,768 26,208 2,144 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE GENERAL FUND SPECIAL REVENUE TOTAL FUNDS $ $ Personal Services 33,833,370 73,472,806 107,306,176 $ $ SHERIFF Department 50 Supplies & Services 3,536,271 13,639,083 17,175,354 - 235 - $ $ Capital Outlay 183,796 591,398 775,194 Total Expenses $ 37,553,437 87,703,287 $ 125,256,724 Total Revenue $ 3,020,892 31,380,499 $ 34,401,391 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT SHERIFF Department 50 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED RESOURCES Beginning Fund Balance $ 2,770,358 $ 2,770,358 REVENUE 610 LICENSES AND PERMITS 615 GRANTS 620 INTERGOVERNMENTAL 635 FEES & CHARGES 640 PATIENT CHARGES 650 MISCELLANEOUS REVENUE 651 GAIN/LOSS FIXED ASSET 680 TRANSFERS IN FROM OTHER FUNDS Subtotal $ 18,000 7,380,957 17,175,049 2,879,292 225,400 6,410,348 350,000 2,975,000 37,414,046 $ Total Resources $ 40,184,404 $ $ 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) 796 P S INTER-FUND CHARGES 797 PERSONNEL SAVINGS (NEG) Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 807 HEALTH CARE SERVICES 810 LEGAL 815 INSURANCE 820 RENT 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 828 MOTOR POOL 829 FUEL 830 TELECOM DISCRETIONARY 834 BASE LEVEL EQ SERVICES CHARGES 838 TELECOM WIRELESS SYSTEMS 839 OTHER INTERNAL SVCS CHARGES 840 ELECTED OFFICIAL TRAVEL 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 844 JUDICIAL TRAVEL 845 SUPPORT AND CARE OF PERSONS 847 MEDICAL CARE 850 UTILITIES 860 MISCELLANEOUS EXPENSE 861 GAIN/LOSS SALE FIXED ASSETS 870 OTHER ADJUSTMENTS 872 S S INTER-FUND CREDIT (NEG) 873 S S INTER-FUND CHARGES 890 NON CAPITAL EQUIPMENT Subtotal $ $ $ FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % $ 747,700 $ 201,204 $ (2,569,154) -93% 10,500 11,772,138 17,175,049 2,879,292 225,400 6,402,148 350,000 2,975,000 41,789,527 $ 41,000 11,761,311 16,998,602 2,904,692 50,707 4,800,570 250,000 3,001,785 39,808,667 $ 5,559,570 18,718,000 2,879,292 353,172 6,648,378 242,979 34,401,391 $ (10,500) (6,212,568) 1,542,951 127,772 246,230 (107,021) (2,975,000) (7,388,136) -100% -53% 9% 0% 57% 4% -31% -100% -18% 44,559,885 $ 40,556,367 $ 34,602,595 $ (9,957,290) -22% 79,455,085 $ 358,165 4,515,739 18,414,911 3,867,508 317,332 (9,104,669) 8,669,364 (4,220,723) 102,272,712 $ 80,521,238 $ 725,004 8,867,740 17,971,462 3,444,597 276,819 (10,277,398) 9,228,285 (4,220,723) 106,537,024 $ 74,754,888 $ 1,478,541 7,072,036 16,794,971 981,571 417,533 (9,999,638) 8,930,629 100,430,531 $ 83,551,967 $ 222,480 4,120,680 19,960,883 5,588,494 734,925 (11,914,166) 9,433,405 (4,392,492) 107,306,176 $ (3,030,729) 502,524 4,747,060 (1,989,421) (2,143,897) (458,106) 1,636,768 (205,120) 171,769 (769,152) -4% 69% 54% -11% -62% -165% 16% -2% 4% -1% 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 $ 9,415,611 $ 75,796 1,225,468 9,180 98,698 139,494 1,559,803 1,396,734 105,050 87,316 3,090 790,597 311,810 3,200 200,000 320 55,210 86,318 58,670 516,170 8,997 126,999 390,540 2,690,478 (2,923,202) 2,273,202 18,705,549 $ 9,656,406 $ 47,624 1,342,511 97,393 147,121 2,359,449 1,800,627 40,459 555,479 1,185,958 337,050 261 8,704 2,131 183,640 162,222 76,309 516,868 56,394 1,151 198,957 441,593 (5,978) 1,150,571 (2,923,202) 2,273,202 19,712,900 $ 7,757,658 $ 75,796 502,863 9,180 40,698 139,494 2,000,943 1,553,984 107,102 87,316 3,090 640,597 439,452 3,200 200,000 320 46,510 86,318 58,670 526,970 8,997 106,999 362,848 2,690,478 (2,975,353) 2,669,528 31,696 17,175,354 $ 1,657,953 722,605 58,000 (441,140) (157,250) (2,052) 150,000 (127,642) 8,700 (10,800) 20,000 27,692 52,151 (396,326) (31,696) 1,530,195 18% 0% 59% 0% 59% 0% -28% -11% -2% 0% 0% 19% -41% 0% - 236 - 0% 0% 16% 0% 0% -2% 0% 16% 7% 0% 2% -17% 8% Maricopa County FY 2000-01 Annual Business Strategies POSITION DISTRIBUTION Dept 50 SHERIFF WORKING TITLE ACCOUNT CLERK III ACCOUNTANT I ACCOUNTANT II ACCOUNTANT III ACCOUNTANT IV ADMINISTRATIVE 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 III ADMINISTRATV SUPPORT MGR APPLICATIONS SERVICES MGR AVIATION MECHANIC CAPTAIN CLERK III CLERK IV COMMUNICATIONS DVSN MANGR COMMUNICATIONS OPERS MGR COMMUNITY REL COORD COMPUTER CENTER DIRECTOR COMPUTER OPERATOR II COMPUTER OPERATOR III COUNSELOR I CRIME LAB ANALYST I CRIME LAB ANALYST II DEPUTY CHIEF DEPUTY SHERIFF DETENTION DIRECTOR DETENTION OFFICER DETENTION OFFICER CAPTAIN DETENTION OFFICER LT DETENTION OFFICER MAJOR DETENTION OFFICER SGT DETENTION POSITIONS DIETITIAN II ELECTRONIC SURVLNCE SPEC FACILITIES PROJ COORD II FINANCIAL SERVICS ADM III FINGERPRINT ANALYST FOOD SERVICE COORD FOOD SERVICE CREW LDR FOOD SERVICE MGR FOOD SERVICE SUPV - 237 - FTE 7.5 8.0 1.0 2.0 1.0 29.0 52.0 79.0 1.0 11.0 7.0 12.0 6.0 5.0 6.0 3.0 3.0 1.0 1.0 17.0 7.0 1.0 1.0 1.0 1.0 1.0 1.0 4.0 4.0 7.0 4.0 4.0 560.0 2.0 1023.0 8.0 36.0 2.0 102.0 25.0 1.0 1.0 1.0 1.0 9.0 3.0 20.0 1.0 12.0 Maricopa County FY 2000-01 Annual Business Strategies 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 MANAGERIAL MECHANIC II PBLC SFTY ANSWRNG PT COOR POLYGRAPH EXAMINER POLYGRAPH EXAMINER SPVSR PROFESSIONAL PROJECT LEADER PROJECT MANAGER 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 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 - 238 - 1.0 2.0 1.0 16.0 3.0 3.0 4.0 1.0 3.0 2.0 2.0 5.0 2.0 3.0 1.0 1.0 6.0 1.0 1.0 36.0 2.0 1.0 1.0 10.0 2.0 1.0 2.0 1.0 32.0 1.0 1.0 1.0 1.0 1.0 8.0 1.0 3.0 1.0 1.0 1.0 1.0 77.0 4.0 8.0 1.0 1.0 3.0 1.0 1.0 1.0 1.0 1.0 Maricopa County FY 2000-01 Annual Business Strategies 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 SUPERVISORY SUPPORT SERVICES SYSTEMS & PROGRAMMING MGR SYSTEMS SOFTWARE CONSLTNT TECHNICAL TELECOMMUNICATIONS ANL II TELECOMMUNICATIONS OPER TELECOMMUNICTNS SHFT SPVR UPPER MANAGEMENT WAREHOUSE SUPERVISOR 9.0 3.0 1.0 2.0 1.0 24.0 7.0 3.0 7.0 4.0 1.0 1.0 13.0 2.0 35.0 5.0 2.0 1.0 2482.5 Total TOTAL BUDGET BY PROGRAM FY 2000-01 SHERIFF CAPITAL REPLACEMENT Agency 50A Org Personal Services Title 5000 SHERIFF'S OFFICE 5990 ONE TIME JAIL CAPITAL $ Totals: - - 239 - Supplies & Services $ - Total Capital Outlay Expenditures $ - $ - Revenue $ - Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY AGENCY/OBJECT SHERIFF CAPITAL REPLACEMENT Agency 50A FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES CAPITAL OUTLAY 920 EQUIPMENT 930 TRANSPORTATION Subtotal $ 1,033,000 579,638 1,612,638 Total Expenditures $ 1,612,638 Operating Balance (Rev. - Exp.) $ $ 1,033,000 579,638 1,612,638 $ 1,612,638 (1,612,638) $ $ 1,033,000 579,638 1,612,638 $ 1,612,638 (1,612,638) $ $ - 1,033,000 579,638 $ 1,612,638 100% 100% 100% $ - $ 1,612,638 100% (1,612,638) $ - $ (1,612,638) -100% TOTAL BUDGET BY PROGRAM FY 2000-01 SHERIFF Agency 500 Org 5000 5200 5300 Title SHERIFF'S OFFICE SHERIFF'S RESOURCE MANAGEMENT INTERFUND CHARGES Personal Services Supplies & Services Capital Outlay $ 40,595,391 $ 6,205,799 $ (6,674,366) (87,655) (2,669,528) Totals: $ 33,833,370 $ 3,536,271 $ - 240 - 183,796 183,796 Total Expenditures $ 46,984,986 $ (6,674,366) (2,757,183) $ 37,553,437 $ Revenue 3,020,892 3,020,892 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY AGENCY/OBJECT SHERIFF Agency 500 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 610 LICENSES AND PERMITS 635 FEES & CHARGES 640 PATIENT CHARGES 650 MISCELLANEOUS REVENUE Subtotal $ 2,879,292 25,400 116,200 3,020,892 $ 2,879,292 25,400 116,200 3,020,892 $ 30,500 2,904,692 350,600 3,285,792 $ 2,879,292 25,400 116,200 3,020,892 $ - 0% 0% Total Resources $ 3,020,892 $ 3,020,892 $ 3,285,792 $ 3,020,892 $ - 0% 33,704,464 $ 1,188,975 6,532,378 484,485 4,838 (9,390,362) (1,357,409) 31,167,369 $ 26,815,525 $ 641,768 2,265,397 7,678,732 174,949 (9,312,313) 28,264,058 $ 33,612,300 $ 1,106,177 7,143,799 1,700,229 453,293 (8,999,243) 191,155 (1,374,340) 33,833,370 $ 92,164 82,798 (611,421) (1,215,744) (448,455) (391,119) (191,155) 16,931 (2,666,001) 0% Subtotal $ 30,794,727 $ 244,299 1,252,800 7,476,281 734,880 27,003 (8,417,344) (1,357,409) 30,755,237 $ SUPPLIES & SERVICES 801 GENERAL SUPPLIES $ 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 807 HEALTH CARE SERVICES 810 LEGAL 815 INSURANCE 820 RENT 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 828 MOTOR POOL 829 FUEL 830 TELECOM DISCRETIONARY 838 TELECOM WIRELESS SYSTEMS 840 ELECTED OFFICIAL TRAVEL 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 844 JUDICIAL TRAVEL 845 SUPPORT AND CARE OF PERSONS 847 MEDICAL CARE 850 UTILITIES 860 MISCELLANEOUS EXPENSE 861 GAIN/LOSS SALE FIXED ASSETS 872 S S INTER-FUND CREDIT (NEG) 890 NON CAPITAL EQUIPMENT Subtotal $ 1,391,193 $ 37,601 113,217 7,180 39,298 137,109 1,543,344 697,462 105,000 58,141 3,090 636,897 311,810 320 38,010 62,232 34,995 516,170 8,397 75,804 83,058 (2,423,202) 3,477,126 $ 1,258,929 $ 37,601 113,217 7,180 39,298 137,109 1,243,343 829,726 105,000 58,141 3,090 636,897 311,810 320 38,010 62,232 34,995 516,170 8,397 75,804 83,058 (2,423,202) 3,177,125 $ 2,098,970 $ 23,535 248,333 39,393 144,622 1,708,928 1,376,329 40,416 30,276 1,160,949 336,622 8,704 2,131 157,602 110,625 27,492 515,083 (19,829) 1,151 83,466 275,968 (5,978) (2,423,202) 5,941,586 $ 1,288,451 $ 37,601 113,217 7,180 39,298 137,109 1,489,853 986,976 107,052 58,141 3,090 636,897 439,452 320 38,010 62,232 34,995 526,970 8,397 75,804 83,058 (2,669,528) 31,696 3,536,271 $ (29,522) (246,510) (157,250) (2,052) (127,642) (10,800) 246,326 (31,696) (359,146) 143,796 40,000 183,796 $ 313,455 40,000 353,455 69% 0% 100% 66% 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) 796 P S INTER-FUND CHARGES 797 PERSONNEL SAVINGS (NEG) $ CAPITAL OUTLAY 915 BUILDINGS AND IMPROVEMENTS 920 EQUIPMENT 930 TRANSPORTATION 940 OTHER CAPITAL OUTLAY 7% -9% -251% -9269% -4% 1% -9% -2% 0% 0% 0% 0% 0% -20% -19% -2% 0% 0% 0% -41% 0% 0% 0% 0% -2% 0% 0% 0% 10% -11% Subtotal $ 157,250 40,000 40,000 237,250 $ 457,251 40,000 40,000 537,251 $ 31,977 831,992 863,969 $ Total Expenditures $ 34,469,613 $ 34,881,745 $ 35,069,613 $ 37,553,437 $ (2,671,692) -8% Operating Balance (Rev. - Exp.) $ (31,448,721) $ (31,860,853) $ (31,783,821) $ (34,532,545) $ 2,671,692 8% - 241 - Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 SHERIFF GRANTS Agency 501 Org Title 5000 5701 5702 5703 5704 5705 5706 5707 5708 5709 5710 5711 5712 5713 5714 5715 5716 5717 5718 5719 5721 5722 5723 5726 5727 5728 5729 5730 5731 5732 5733 5734 5735 5736 5738 5740 5741 5742 5743 5745 5747 5748 5749 5750 5751 5752 5753 5754 5755 5756 5757 5758 5759 5760 5761 5762 5764 5771 5772 SHERIFF'S OFFICE $ DETENTION STRATEGY WESTSIDE TASK FORCE IDS UPGRADE HIGHWAY INTERDICTION LAKE PATROL EQUIPMENT FOUR DEPUTIES BLESF-ASP LAW ENF & EDU EQUIP-ASP EMERGENCY SOLAR OP.PHOS-ASP SMART TENTS UNIV HIRING PROG-USDOJ TRAFFIC ENF UNIT-GOHS VICTIMS RIGHT I-AG PROPERTY CRIME SURV.-DPS LAKE PATROL ENF.-USFS MULES-USFS STATE CRIMINAL ALIEN-BJA ORDERS OF PROTECTION - ACJC PHOENIX TASK FORCE-USDOJ TRAFFIC ENF.-CAR VIDEO-GOHS AZ POST SATELLITE PERSONAL WATERCRAFT CHILD FRIENDLY ROOM COPS FAST-CAREFREE COPS FAST-FHI COPS FAST-GLI COPS FAST-QUEEN CREEK I VICTIMS RIGHTS II COMMUNITY POLICING SERVICES JAIL EDUCATION INSTRUCTION FOUR DEPUTIES - BLESF III METHAMPHETAMINE TASK FORCE SHERIFF'S MISC BUD ADJ. AUTO. EXTERNAL DEFIBILLATORS COUNTY JUV. JAIL INPRV. PROG DOMESTIC VIOLENCE PROGRAM PROBLEM SOLVING PARTNERSHIP BLUE POINT BOATING SAFETY ED LAKE PATROL DEPUTY'S LAKEPATROL ENF. 98 USFS ATF NEW RIVER TASK FORCE LIVESCANS DETENTION STRATEGY II - ACJC WESTSIDE TASKFORCE - ACJC WESTSIDE TASKFORCE DETENTION STRATEGY RESIDENTIAL SUBSTANCE ABUSE FY 00 CAVE CREEK SCHOOL RESOURCE OFF FY 00 PROPERTY CRIMES/AUTO THEFT HOTEL/MOTEL UNIT FY 00 SPECIAL NEIGHBORHOOD ENFORCEMENT VICTIMS RIGHTS PROGRAM FY 00 COPS UNIVERSAL HIRING BUCKEYE HIGH SCHOOL SRO FY00 EMERGENCY PREPAREDNESS DEA OVERTIME REIMBURSEMENT FY 00 DANIEL FAULK FBI O/T FY00 FUGITIVE TASK FORCE FY00 HUD SECURITY - GUADALUPE Personal Services 312,574 349,535 100,000 17,500 20,000 100,000 4,000 1,000 1,000 1,000 2,500 1,650,000 1,000 3,000 4,000 5,000 6,000 - 242 - Supplies & Services $ 102,000 3,000 841 17,500 100,000 1,000 2,500 - Total Capital Outlay Expenditures $ 11,000 10,000 300,000 - $ 102,000 11,000 312,574 3,000 349,535 10,000 841 100,000 35,000 20,000 200,000 4,000 2,000 1,000 1,000 5,000 1,650,000 1,000 300,000 3,000 4,000 5,000 6,000 Revenue $ 102,000 11,000 312,574 3,000 349,535 10,000 841 100,000 35,000 20,000 200,000 4,000 2,000 1,000 1,000 5,000 1,650,000 1,000 300,000 3,000 4,000 5,000 6,000 Maricopa County FY 2000-01 Annual Business Strategies 5801 5802 5803 5804 5805 5806 5808 5809 5810 5811 5812 5814 5815 5816 5818 5820 5821 5822 5824 5825 5826 5827 5828 5829 5830 5831 5832 5833 5834 5835 5836 5837 5838 METH LAB TASK FORCE NCHIP ORDERS OF PROTECTION VINE SYSTEM RESIDENTIAL SUBSTANCE ABUSE FY 99 WEST SIDE VALLEY TASK FORCE FY 99 DETENTION STRATEGY DUI ENFORCEMENT VAN AUTO THEFT UNIT HOTEL/MOTEL UNIT FY 99 UNIVERSAL HIRING COMMUNITY SUBSTANCE ERADICATION - USFS LIVESCAN FINGERPRINT UNIT LAKE PATROL BOATING SAFETY CHILD SUPPORT 98 BUCKEYE SCHOOL RESOURCE OFFICE FY 99 FBI REIMBURSEMENT O/T MALL PATRON 98 BOATING LAW ENFORCEMENT SMALL COMMUNITIES COPS SUPP CHILD SUPPORT HIDTA METH LAB UNIT DEA OT REIMBURSEMENT FY 99 FBI DISTRICT 2 GOCHS - MOTORCYCLE UNIT FUGITIVE TASK FORCE ACCIDENT INVESTIGATION MEASURE SYSTEM PICKUP & 5TH WHEEL TRAILER IN-CAR VIDEO SYSTEM FOREST SERVICE LAW ENFORCEMENT CAVE CREEK SCHOOL RESOURCE OFF FY 99 STATE NEW RIVER DETAIL TOBACCO INSPECTION PROGRAM TROOPS TO COPS 99 Totals: $ 927,699 3,000 4,000 12,500 167,396 3,000 16,523 3,712,227 - 243 - $ 9,515 3,000 12,500 50,000 100,000 16,522 418,378 $ 49,127 370,127 $ 9,515 927,699 6,000 4,000 25,000 266,523 3,000 100,000 33,045 4,500,732 $ 9,515 927,699 6,000 4,000 25,000 266,523 3,000 100,000 33,045 4,500,732 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY AGENCY/OBJECT SHERIFF GRANTS Agency 501 FY 99-00 FINAL/ADOPTED RESOURCES Beginning Fund Balance FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % $ 21,000 $ 21,000 $ 21,000 $ - $ Subtotal $ 18,000 7,170,957 19,680 7,208,637 $ 10,500 11,551,311 11,480 11,573,291 $ 10,500 11,551,311 11,480 11,573,291 $ 4,500,732 4,500,732 $ (10,500) (7,050,579) (11,480) (7,072,559) (1) (1) -100% -61% Total Resources $ 7,229,637 $ 11,594,291 $ 11,594,291 $ 4,500,732 $ (7,093,559) -61% Subtotal $ 852,003 $ 49,386 2,091,190 147,695 805,153 205,925 400,000 4,551,352 $ 741,323 $ 660,524 4,279,036 871,795 573,629 168,787 395,756 7,690,850 $ 741,323 $ 660,524 3,025,036 475,795 573,629 168,787 395,756 6,040,850 $ 1,624,189 $ 158,000 1,558,259 371,779 3,712,227 $ (882,866) 502,524 2,720,777 500,016 573,629 168,787 395,756 3,978,623 -119% 76% 64% 57% 100% 100% 100% 52% SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 810 LEGAL 820 RENT 841 EMPLOYEE TRAVEL 850 UTILITIES 860 MISCELLANEOUS EXPENSE Subtotal $ 820,996 $ 245,805 1,000 27,692 1,095,493 $ 1,527,237 $ 722,605 58,000 19,200 8,700 20,000 27,692 2,383,434 $ 1,527,237 $ 722,605 58,000 19,200 8,700 20,000 27,692 2,383,434 $ 418,378 $ 418,378 $ 1,108,859 722,605 58,000 19,200 8,700 20,000 27,692 1,965,056 73% 100% 100% 100% 100% 100% 100% 82% Subtotal $ 800,000 689,852 29,000 63,940 1,582,792 $ 788,000 404,067 114,000 213,940 1,520,007 $ 788,000 404,067 114,000 213,940 1,520,007 $ 10,000 360,127 370,127 $ 778,000 43,940 114,000 213,940 1,149,880 99% 11% 100% 100% 76% Total Expenditures $ 7,229,637 $ 11,594,291 $ 9,944,291 $ 4,500,732 $ 7,093,559 61% Operating Balance (Rev. - Exp.) $ (21,000) $ (21,000) $ 1,629,000 $ 0 $ (21,000) Ending Fund Balance (Resources - Exp.) $ - $ - $ 1,650,000 $ - $ - REVENUE 610 LICENSES AND PERMITS 615 GRANTS 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 $ CAPITAL OUTLAY 915 BUILDINGS AND IMPROVEMENTS 920 EQUIPMENT 930 TRANSPORTATION 940 OTHER CAPITAL OUTLAY (21,000) $ (1) -100% TOTAL BUDGET BY PROGRAM FY 2000-01 SHERIFF INMATE CANTEEN Agency 502 Org 5920 5921 5922 Personal Services Title SHERIFF INMATE CANTEEN INMATE WELFARE INMATE FOOD PROGRAM $ Totals: $ 884,210 1,079,261 337,248 2,300,719 - 244 - Supplies & Services $ $ 604,633 3,912,781 4,517,414 Capital Outlay Total Expenditures $ $ $ - $ 1,488,843 4,992,042 337,248 6,818,133 Revenue $ $ 1,488,843 4,992,042 337,248 6,818,133 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY AGENCY/OBJECT SHERIFF INMATE CANTEEN Agency 502 FY 99-00 FINAL/ADOPTED RESOURCES Beginning Fund Balance FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % $ 863,358 $ 863,358 $ 14,313 $ 385,955 $ Subtotal $ 5,952,697 5,952,697 $ 5,952,697 5,952,697 $ 4,116,719 4,116,719 $ 6,432,178 6,432,178 $ 479,481 479,481 8% 8% Total Resources $ 6,816,055 $ 6,816,055 $ 4,131,032 $ 6,818,133 $ 2,078 0% $ 1,033,378 15,000 172,407 227,521 538,908 13,771 297,656 2,298,641 $ 664,598 4,644 33,728 122,287 825,257 $ Subtotal $ 1,633,727 15,000 155,746 395,563 82,814 13,771 2,020 2,298,641 1,421,264 $ 15,000 143,857 324,497 66,801 13,771 315,529 2,300,719 $ (387,886) 28,550 (96,976) 472,107 (17,873) (2,078) -38% 0% 17% -43% 88% 0% -6% 0% SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 815 INSURANCE 820 RENT 825 REPAIRS AND MAINTENANCE 827 MATERIAL MGNT DISCRETIONARY 829 FUEL 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 $ 646,033 1,500 225,000 1,200 20,000 65,343 2,000 3,700 3,200 200,000 100 4,000 14,000 600 240,260 2,690,478 4,117,414 $ $ $ 1,264,396 274 185,786 201 16,561 8,357 1,454 401 261 43 17 11,589 76,223 118,950 1,150,571 2,835,084 $ $ 646,033 1,500 225,000 1,200 20,000 65,343 2,000 3,700 3,200 200,000 100 4,000 14,000 600 240,260 2,690,478 4,117,414 1,046,033 $ 1,500 225,000 1,200 20,000 65,343 2,000 3,700 3,200 200,000 100 4,000 14,000 600 240,260 2,690,478 4,517,414 $ (400,000) (400,000) -62% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% -10% $ 400,000 400,000 100% 100% REVENUE 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 $ CAPITAL OUTLAY 920 EQUIPMENT $ $ $ $ (1) Subtotal $ 400,000 400,000 $ 400,000 400,000 $ 84,737 84,737 $ Total Expenditures $ 6,816,055 $ 6,816,055 $ 3,745,078 $ 6,818,133 $ (2,078) 0% (385,955) $ (477,403) -55% Operating Balance (Rev. - Exp.) $ (863,358) $ (863,358) $ 371,641 $ Ending Fund Balance (Resources - Exp.) $ - $ - $ 385,954 $ - (477,403) $ - $ - TOTAL BUDGET BY PROGRAM FY 2000-01 SHERIFF JUVENILE EDUCATION Agency 503 Org 5031 5032 5720 5813 5930 Title DOE GRANT I $ DOE GRANT II JUVENILE EDUCATION II (CONSTRUCTION) SUPP DOE TEACHER TNG FUNDS SHERIFF JUVENILE SCHOOL Totals: $ Personal Services 740,437 740,437 - 245 - Supplies & Services $ $ 143,621 143,621 Capital Outlay Total Expenditures $ $ $ 174,780 174,780 $ 1,058,838 1,058,838 Revenue $ $ 1,058,838 1,058,838 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY AGENCY/OBJECT SHERIFF JUVENILE EDUCATION Agency 503 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 615 GRANTS 620 INTERGOVERNMENTAL 650 MISCELLANEOUS REVENUE Subtotal $ 210,000 566,975 221,771 998,746 $ 220,827 566,975 221,771 1,009,573 $ 210,000 566,975 221,771 998,746 $ 1,058,838 1,058,838 $ 838,011 (566,975) (221,771) 49,265 Total Resources $ 998,746 $ 1,009,573 $ 998,746 $ 1,058,838 $ 49,265 $ Subtotal $ 358,395 49,480 45,684 81,750 136,236 19,627 691,172 258,525 $ 49,480 93,455 55,743 214,342 19,627 691,172 $ 258,525 49,480 93,455 55,743 214,342 19,627 691,172 $ 277,867 $ 49,480 122,183 56,938 214,342 19,627 740,437 $ SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 842 EDUCATION Subtotal $ 40,350 82,444 10,000 132,794 $ 40,350 93,271 10,000 143,621 $ $ 40,350 $ 93,271 10,000 143,621 $ Subtotal $ 114,000 60,780 174,780 $ 114,000 60,780 174,780 $ Total Expenditures $ 998,746 $ 1,009,573 $ - $ - $ EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES $ CAPITAL OUTLAY 915 BUILDINGS AND IMPROVEMENTS 920 EQUIPMENT Operating Balance (Rev. - Exp.) $ $ $ (19,342) (28,728) (1,195) (49,265) 4 (1) -100% 5% 5% -7% 0% -31% -2% 0% 0% -7% $ 40,350 $ 93,271 10,000 143,621 $ - 0% 0% 0% 0% 114,000 60,780 174,780 $ 114,000 60,780 174,780 $ - 0% 0% 0% 1,009,573 $ 1,058,838 $ (10,827) $ - (49,265) $ -5% - TOTAL BUDGET BY PROGRAM FY 2000-01 SHERIFF INMATE HEALTH SERVICES Agency 504 Org 5940 5941 Personal Services Title SHERIFF INMATE HEALTH OPS SHERIFF INMATE HEALTH OTC $ Totals: 27,755 27,755 - 246 - Supplies & Services $ 358,224 358,224 Capital Outlay Total Expenditures $ $ - 385,979 385,979 Revenue $ 386,000 386,000 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY AGENCY/OBJECT SHERIFF INMATE HEALTH SERVICES Agency 504 FY 99-00 FINAL/ADOPTED RESOURCES Beginning Fund Balance FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % $ 186,000 $ 186,000 $ 11,960 $ 58,228 $ Subtotal $ 200,000 200,000 $ 200,000 200,000 $ 50,707 50,707 $ 327,772 327,772 $ 127,772 127,772 1 64% Total Resources $ 386,000 $ 386,000 $ 62,667 $ 386,000 $ - 0% Subtotal $ 18,906 $ 334 5,536 3,000 27,776 $ 4,823 $ 9,478 1,272 9,203 3,000 27,776 $ 4,823 $ 9,478 1,272 9,203 3,000 27,776 $ 9,620 $ 9,478 2,707 2,950 3,000 27,755 $ (4,797) (1,435) 6,253 21 -99% 0% -113% 68% 0% 0% SUPPLIES & SERVICES 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES - EXTERNAL Subtotal $ 175,724 $ 500 176,224 $ 175,724 $ 500 176,224 $ 175,724 $ 500 176,224 $ 357,724 $ 500 358,224 $ (182,000) (182,000) -104% 0% -103% Subtotal $ 182,000 182,000 $ 182,000 182,000 $ 182,000 182,000 $ - $ 182,000 182,000 100% 100% Total Expenditures $ 386,000 $ 386,000 $ 386,000 $ 385,979 $ 21 0% Operating Balance (Rev. - Exp.) $ (186,000) $ (186,000) $ (335,293) $ (58,207) $ (127,793) -69% Ending Fund Balance (Resources - Exp.) $ - $ - $ (323,333) $ 21 $ (21) REVENUE 640 PATIENT CHARGES EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES $ CAPITAL OUTLAY 920 EQUIPMENT (127,772) $ (1) TOTAL BUDGET BY PROGRAM FY 2000-01 SHERIFF DONATIONS FUND Agency 505 Org 5950 Personal Services Title SHERIFF DONATION FUND $ Totals: $ - - 247 - Supplies & Services $ $ 100,000 100,000 Capital Outlay Total Expenditures $ $ $ $ - 100,000 100,000 Revenue $ $ 100,000 100,000 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY AGENCY/OBJECT SHERIFF DONATIONS FUND Agency 505 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 650 MISCELLANEOUS REVENUE Subtotal $ 100,000 100,000 $ 100,000 100,000 $ 100,000 100,000 $ 100,000 100,000 $ - 0% 0% Total Resources $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ - 0% $ Subtotal $ 100,000 100,000 $ $ 100,000 100,000 $ $ 100,000 100,000 $ $ 100,000 $ 100,000 $ - 0% 0% Total Expenditures $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ - 0% EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES 801 GENERAL SUPPLIES CAPITAL OUTLAY TOTAL BUDGET BY PROGRAM FY 2000-01 SHERIFF AVIATION COST SHARE Agency 506 Org Title 5960 AVIATION COST SHARE Personal Services $ Totals: $ - - 248 - Supplies & Services $ $ - Capital Outlay Total Expenditures $ $ $ $ - - Revenue $ $ - Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY AGENCY/OBJECT SHERIFF AVIATION COST SHARE Agency 506 FY 99-00 FINAL/ADOPTED RESOURCES Beginning Fund Balance FY 99-00 RESTATED FY 99-00 PROJECTED % 1,000,000 $ 1,000,000 $ Subtotal $ 190,074 350,000 540,074 $ 190,074 350,000 540,074 $ Total Resources $ 1,540,074 $ 1,540,074 $ $ Subtotal $ 50,849 $ 8,991 9,964 350,270 420,074 $ 94,278 $ 119,969 21,430 184,397 420,074 $ 94,278 $ 119,969 21,430 184,397 420,074 $ - $ - $ 94,278 119,969 21,430 184,397 420,074 100% 100% 100% 100% 100% $ Subtotal $ 745,555 $ 745,555 $ 745,555 $ 745,555 $ 745,555 745,555 $ $ - $ - $ 745,555 745,555 100% 100% Subtotal $ 374,445 374,445 $ 374,445 374,445 $ 374,445 374,445 $ - $ 374,445 374,445 100% 100% Total Expenditures $ 1,540,074 $ 1,540,074 $ 1,540,074 - $ 1,540,074 100% Operating Balance (Rev. - Exp.) $ (1,000,000) $ (1,000,000) $ (1,290,074) $ Ending Fund Balance (Resources - Exp.) $ - $ - $ (1,289,647) $ EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS SUPPLIES & SERVICES 801 GENERAL SUPPLIES CAPITAL OUTLAY 930 TRANSPORTATION $ Variance $ REVENUE 620 INTERGOVERNMENTAL 651 GAIN/LOSS FIXED ASSET 427 FY 00-01 FINAL/ADOPTED (242,979) $ (1,242,979) $ 250,000 250,000 $ 250,427 $ $ 242,979 242,979 $ (1) (190,074) (107,021) (297,095) (1) (0) -55% - $ (1,540,074) -100% 242,979 $ (1,242,979) - $ -124% - TOTAL BUDGET BY PROGRAM FY 2000-01 SHERIFF DETENTION FUND Agency 507 Org 5000 5100 5250 5300 Title SHERIFF'S OPERATIONS SHERIFF'S CUSTODY SHERIFF'S OFFICE INTERFUND CHARGES Personal Services $ (1,702,051) $ 55,939,213 12,348,061 106,445 Totals: $ 66,691,668 $ - 249 - Supplies & Services 170,247 5,204,594 57,077 2,669,528 8,101,446 Capital Outlay $ $ 46,491 46,491 Total Expenditures Revenue $ (1,531,804) $ 18,718,000 61,190,298 12,405,138 2,775,973 $ 74,839,605 $ 18,718,000 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY AGENCY/OBJECT SHERIFF DETENTION FUND Agency 507 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 620 INTERGOVERNMENTAL Subtotal $ 16,418,000 16,418,000 $ 16,418,000 16,418,000 $ 16,431,627 16,431,627 $ 18,718,000 18,718,000 $ 2,300,000 2,300,000 0 14% Total Resources $ 16,418,000 $ 16,418,000 $ 16,431,627 $ 18,718,000 $ 2,300,000 14% -4% 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) 796 P S INTER-FUND CHARGES 797 PERSONNEL SAVINGS (NEG) $ Subtotal $ 45,746,478 $ 960,994 10,298,122 1,758,155 48,006 (687,325) 8,267,344 (2,863,314) 63,528,460 $ 44,684,447 $ 3,004,420 10,261,323 1,439,633 66,796 (887,036) 8,534,873 (2,863,314) 64,241,142 $ 46,175,816 $ 122,125 1,524,973 8,439,712 51,170 (687,325) 8,534,873 64,161,344 $ 46,606,727 $ 1,180,726 12,061,163 3,604,172 245,234 (2,914,923) 8,926,721 (3,018,152) 66,691,668 $ (1,922,280) 1,823,694 (1,799,840) (2,164,539) (178,438) 2,027,887 (391,848) 154,838 (2,450,526) SUPPLIES & SERVICES 801 GENERAL SUPPLIES $ 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 807 HEALTH CARE SERVICES 810 LEGAL 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 843 TRANSPORTATION/SHIPPING 844 JUDICIAL TRAVEL 850 UTILITIES 860 MISCELLANEOUS EXPENSE 872 S S INTER-FUND CREDIT (NEG) 873 S S INTER-FUND CHARGES 890 NON CAPITAL EQUIPMENT Subtotal $ 5,284,874 $ 36,895 70,880 2,000 1,400 1,185 277,260 501,665 50 27,175 8,400 10,420 9,675 31,195 39,730 (500,000) 2,273,202 8,076,006 $ 4,921,783 $ 36,695 70,875 2,000 1,400 1,185 277,260 501,665 50 27,175 150,000 8,400 10,086 9,675 31,195 39,530 (500,000) 2,273,202 7,862,176 $ 3,704,174 $ 23,815 92,016 2,298 614,760 415,941 43 523,749 24,608 428 17,295 41,580 37,228 1,785 95,491 18,983 (500,000) 2,273,202 7,387,396 $ 4,506,722 $ 36,695 70,875 2,000 1,400 1,185 491,090 501,665 50 27,175 8,400 10,086 9,675 31,195 39,530 (305,825) 2,669,528 8,101,446 $ 415,061 (213,830) 150,000 (194,175) (396,326) (239,270) 8% 0% 0% 0% 0% 0% -77% 0% 0% 0% 100% 167,339 167,339 78% CAPITAL OUTLAY 920 EQUIPMENT 930 TRANSPORTATION Subtotal $ - $ Total Expenditures $ 71,604,466 $ Operating Balance (Rev. - Exp.) $ (55,186,466) $ 213,830 213,830 $ 72,317,148 $ (55,899,148) $ - 250 - 44,573 11,153 55,726 $ 46,491 46,491 $ 71,604,466 $ 74,839,605 $ (55,172,839) $ (56,121,605) $ (2,522,457) 222,457 61% -18% -150% -267% 229% -5% 5% -4% 0% 0% 0% 0% 0% -39% -17% -3% 78% -3% 0% Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 SHERIFF VEHICLE REPLACEMENT Agency 508 Org 5980 Personal Services Title SHERIFF'S EQUIP REPLACEMENT FD $ Totals: $ Supplies & Services - $ $ - Capital Outlay Total Expenditures $ $ $ $ - - Revenue $ $ - EXPENDITURES AND REVENUES BY AGENCY/OBJECT SHERIFF VEHICLE REPLACEMENT Agency 508 FY 99-00 FINAL/ADOPTED RESOURCES Beginning Fund Balance FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % $ 700,000 $ 700,000 $ 700,000 $ - $ (700,000) $ (1) REVENUE 680 TRANSFERS IN FROM OTHER FUNDS Subtotal $ 2,975,000 2,975,000 $ 2,975,000 2,975,000 $ 3,001,785 3,001,785 $ - (2,975,000) $ (2,975,000) (1) -100% Total Resources $ 3,675,000 $ 3,675,000 $ 3,701,785 $ - $ (3,675,000) -100% Subtotal $ 3,200,000 3,200,000 $ 3,200,000 3,200,000 $ 3,200,000 3,200,000 $ - 3,200,000 $ 3,200,000 100% 100% Total Expenditures $ 3,200,000 $ 3,200,000 $ 3,200,000 $ - $ 3,200,000 100% (225,000) $ (225,000) $ (198,215) $ - $ (225,000) -100% 475,000 475,000 $ 501,785 - $ 475,000 100% EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES CAPITAL OUTLAY 930 TRANSPORTATION Operating Balance (Rev. - Exp.) $ Ending Fund Balance (Resources - Exp.) $ $ - 251 - $ Maricopa County FY 2000-01 Annual Business Strategies Superintendent of Schools (37) Superintendent of Schools Superintendent of Schools Sandra E. Dowling, Ed.D. 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 leadership. Program Goals + To provide fiscal and educational services to school districts which are meaningful and cost effective. + Develop and support programs that focus on the success of students and address the issues of the k-12 educational community. The programs will provide alternative education services to students, which can not be provided in conventional settings. + Optimize Customer Satisfaction. + Develop and maintain an organization based on teamwork, trust, communication, commitment, and competence which will be adaptable to an ever-changing environment. + Develop and implement a technology plan that meets the needs of those we serve and the department’s internal functions. Community Impact The Superintendent of Schools provides fiscal services to 41 out of 57 school districts in Maricopa County at no cost to them, resulting in lower school district primary property tax rates. In all, there are approximately 15,174 employees servicing over 109,881 students. The alternative educational programs provide services to groups of students not served by a local school district through the accommodation schools and juvenile programs. The Home School Division coordinates and manages over 8,400 home school records and over 12,500 private school records as mandated by Arizona Revised Statutes. The Elections Division coordinates and administers School District Elections for all districts in Maricopa County. - 252 - Maricopa County FY 2000-01 Annual Business Strategies Performance Measures Performance Measures School Districts Served School Districts Elections Payroll Warrants Processed A/P Warrants Processed FY98 Actual FY99 Actual FY00 Estimated FY01 Projected 41 41 41 41 21 60 15 52 310000 315705 300000 300000 155000 141443 135000 135000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE GENERAL FUND TOTAL FUNDS $ $ Personal Services 1,425,279 1,425,279 $ $ SUPERINTENDENT OF SCHOOLS Department 37 Supplies & Services Capital Outlay 138,236 $ 20,717 138,236 $ 20,717 Total Expenses $ 1,584,232 $ 1,584,232 Total Revenue $ 113,000 $ 113,000 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT SUPERINTENDENT OF SCHOOLS Department 37 FY 99-00 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 620 INTERGOVERNMENTAL 635 FEES & CHARGES 650 MISCELLANEOUS REVENUE $ 78,552 28,000 106,552 $ 78,000 35,000 113,000 $ 113,000 $ 106,552 $ 113,000 $ 1,028,920 197,784 24,501 1,251,205 $ Subtotal $ 1,020,730 $ 198,673 31,802 1,251,205 $ 996,309 $ 192,305 38,246 1,226,860 $ 1,176,472 $ 221,006 27,801 1,425,279 $ (147,552) (23,222) (3,300) (174,074) -14% -12% -13% -14% SUPPLIES & SERVICES 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES - EXTERNAL 825 REPAIRS AND MAINTENANCE 827 MATERIAL MGNT DISCRETIONARY 830 TELECOM DISCRETIONARY 840 ELECTED OFFICIAL TRAVEL 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 860 MISCELLANEOUS EXPENSE Subtotal $ 32,000 $ 15,000 45,000 3,000 13,000 4,000 2,500 8,500 2,000 6,000 131,000 $ 33,055 15,000 45,000 3,000 13,000 4,000 2,500 7,445 2,000 6,000 131,000 $ 32,500 $ 13,200 42,400 4,000 12,500 4,200 1,750 6,100 2,100 7,100 125,850 $ 30,000 $ 16,500 46,500 3,500 22,000 4,000 2,000 6,000 1,736 6,000 138,236 $ 3,055 (1,500) (1,500) (500) (9,000) 500 1,445 264 (7,236) 9% -10% -3% -17% -69% 0% 20% 19% 13% 0% -6% Subtotal $ 50,844 50,844 $ 50,844 50,844 $ 50,918 50,918 $ 20,717 20,717 $ Total Expenditures $ 1,433,049 $ 1,433,049 $ 1,403,628 $ Operating Balance (Rev. - Exp.) $ (1,320,049) $ (1,320,049) $ (1,297,076) $ EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS Subtotal $ 35,000 78,000 113,000 $ 35,000 78,000 113,000 Total Resources $ 113,000 $ $ CAPITAL OUTLAY 920 EQUIPMENT - 253 - $ $ 78,000 (35,000) (43,000) - -100% -55% 0% 0% 30,127 30,127 59% 59% 1,584,232 $ (151,183) -11% (1,471,232) $ (151,183) -11% Maricopa County FY 2000-01 Annual Business Strategies POSITION DISTRIBUTION Dept WORKING TITLE FTE 37 SUPERINTENDENT OF SCHOOLS ACCOUNTANT I 2.0 ACCOUNTANT II 1.0 ACCOUNTING TECHNICIAN I 5.0 ACCOUNTING TECHNICIAN II 1.0 ADMINISTRATIVE 1.0 ADMINISTRATIVE ASSTNT III 1.0 ADMINISTRATIVE COORD I 4.0 ADMINISTRATIVE COORD III 2.0 ADMINISTRATIVE COORD IV 2.0 ADMINISTRATOR II 1.0 BUSINESS SYSTEMS ANLST II 1.0 LEAD BUSINESS SYST ANLYST 1.0 LEAD SYSTEMS OPERATOR 1.0 LEAD SYSTEMS PROGRAMMER 1.0 PROGRAMMER-ANALYST II 1.0 SCHOOL SPRNTNDNT CHF DPTY 1.0 SCHOOL SUPERINTENDENT 1.0 SCHOOL SUPRTDNT EXEC ASST 1.0 SENIOR NETWORK ENGINEER 1.0 TECHNOLOGY DIRECTOR 1.0 Total 30.0 TOTAL BUDGET BY PROGRAM FY 2000-01 SUPERINTENDENT OF SCHOOLS Agency 370 Org Title 3700 SCHOOLS SUMMARY Personal Services $ Totals: $ 1,425,279 1,425,279 - 254 - Supplies & Services $ $ 138,236 138,236 Capital Outlay Total Expenditures $ $ $ $ 20,717 20,717 1,584,232 1,584,232 Revenue $ $ 113,000 113,000 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY AGENCY/OBJECT SUPERINTENDENT OF SCHOOLS Agency 370 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 620 INTERGOVERNMENTAL 635 FEES & CHARGES 650 MISCELLANEOUS REVENUE Subtotal $ 35,000 78,000 113,000 $ 35,000 78,000 113,000 $ 78,552 28,000 106,552 $ 78,000 35,000 113,000 $ Total Resources $ 113,000 $ 113,000 $ 106,552 $ 113,000 $ $ 1,028,920 $ 197,784 24,501 1,251,205 $ 996,309 192,305 38,246 1,226,860 $ 1,176,472 221,006 27,801 1,425,279 $ Subtotal $ 1,020,730 $ 198,673 31,802 1,251,205 $ SUPPLIES & SERVICES 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES - EXTERNAL 825 REPAIRS AND MAINTENANCE 827 MATERIAL MGNT DISCRETIONARY 830 TELECOM DISCRETIONARY 840 ELECTED OFFICIAL TRAVEL 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 860 MISCELLANEOUS EXPENSE Subtotal $ 32,000 $ 15,000 45,000 3,000 13,000 4,000 2,500 8,500 2,000 6,000 131,000 $ 33,055 $ 15,000 45,000 3,000 13,000 4,000 2,500 7,445 2,000 6,000 131,000 $ 32,500 13,200 42,400 4,000 12,500 4,200 1,750 6,100 2,100 7,100 125,850 $ $ $ 30,000 16,500 46,500 3,500 22,000 4,000 2,000 6,000 1,736 6,000 138,236 Subtotal $ 50,844 50,844 $ 50,844 50,844 $ 50,918 50,918 $ Total Expenditures $ 1,433,049 $ 1,433,049 $ 1,403,628 $ Operating Balance (Rev. - Exp.) $ (1,320,049) $ (1,320,049) $ (1,297,076) $ EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS CAPITAL OUTLAY 920 EQUIPMENT - 255 - $ 78,000 (35,000) (43,000) - (1) -55% 0% 0% (147,552) (23,222) (3,300) (174,074) -14% -12% -13% -14% $ 3,055 (1,500) (1,500) (500) (9,000) 500 1,445 264 (7,236) 9% -10% -3% -17% -69% 0% 20% 19% 13% 0% -6% 20,717 20,717 $ 30,127 30,127 59% 59% 1,584,232 $ (151,183) -11% 151,183 11% $ (1,471,232) $ Maricopa County FY 2000-01 Annual Business Strategies Treasurer (43) Treasurer Treasurer Doug Todd, County Treasurer Doug Todd, County Treasurer Internal Auditor Chief Deputy Investments Administration Information Systems Client Services Technical Services Accounting Services Tax Services Mission Administer State and Federal laws applicable to property taxation and the investment and accounting of public monies including schools and other sub-political jurisdictions. Program Goals + Become recognized as one of the nation's leaders in Treasurer's Office Administration. + Ensure 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 provide taxpayers with the ability to access property tax information through the Internet. + Improve and refine the Treasurer's Information, tax collection and apportionment systems. + Replace and upgrade the Treasurer’s PC network including all servers and workstations. Community Impact The efficient and effective administration of laws applicable to property tax provides adequate cash flow for cities and towns, schools, fire districts and other political sub-divisions. Performance Measures Performance Annual Amount of Transactions Number of Warrants Processed Parcels per FTE Cost to Process per Parcel % of Levy Delinquent/uncollected FY 98 FY 99 FY 00 6,510,000,000 5,697,000,000 6,150,000,000 1,302,248 1,308,973 1,400,000 16,497 17,124 17,638 $3.65 $3.47 $3.47 2.6% 1.8% 2.5% - 256 - FY 01 17,167 $3.15 2.0% Maricopa County FY 2000-01 Annual Business Strategies DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE GENERAL FUND TOTAL FUNDS $ $ Personal Services 2,537,826 2,537,826 $ $ TREASURER Department 43 Supplies & Services 935,400 $ 935,400 $ Capital Outlay 242,037 242,037 Total Expenses $ 3,715,263 $ 3,715,263 Total Revenue $ 6,000 $ 6,000 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT TREASURER Department 43 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 635 FEES & CHARGES Subtotal $ 6,000 6,000 $ 6,000 6,000 $ 6,000 6,000 $ 6,000 6,000 $ - 0% 0% Total Resources $ 6,000 $ 6,000 $ 6,000 $ 6,000 $ - 0% Subtotal $ 2,128,903 $ 404,606 47,749 (102,178) 2,479,080 $ 2,177,019 $ 403,272 967 (102,178) 2,479,080 $ 2,177,561 $ 404,814 451 (102,178) 2,480,648 $ 2,159,831 $ 427,583 52,590 (102,178) 2,537,826 $ 17,188 (24,311) (51,623) (58,746) 1% -6% -5338% 0% -2% SUPPLIES & SERVICES 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES - EXTERNAL 820 RENT 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 828 MOTOR POOL 829 FUEL 830 TELECOM DISCRETIONARY 840 ELECTED OFFICIAL TRAVEL 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 850 UTILITIES 860 MISCELLANEOUS EXPENSE Subtotal $ 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 $ 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 99,500 $ 207,000 73,000 121,500 2,400 100 500 9,000 10,000 2,400 14,500 100 700 245,000 785,700 $ 100,000 $ 225,000 80,000 200,000 1,000 3,000 100 500 10,000 10,000 10,000 20,000 100 700 275,000 935,400 $ (500) 75,809 30,000 15,000 100 (300) (5,000) (7,000) 20,000 600 (200) 128,509 -1% 25% 27% 7% 0% 0% 50% -150% 0% -100% -233% 50% 86% -40% 0% 12% Subtotal $ 112,000 112,000 $ 112,000 112,000 $ $ 242,037 242,037 $ (130,037) (130,037) -116% -116% Total Expenditures $ 3,654,989 $ 3,654,989 $ 3,266,348 $ 3,715,263 $ (60,274) -2% Operating Balance (Rev. - Exp.) $ (3,648,989) $ (3,648,989) $ (3,260,348) $ (3,709,263) $ (60,274) -2% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 797 PERSONNEL SAVINGS (NEG) $ CAPITAL OUTLAY 920 EQUIPMENT - 257 - $ $ - Maricopa County FY 2000-01 Annual Business Strategies POSITION DISTRIBUTION Dept 43 TREASURER Total WORKING TITLE FTE ACCOUNTANT 2.0 ADMINISTRATIVE ASSISTANT III 1.0 ADMINISTRATIVE COORDINATOR 9.0 ADMINISTRATIVE COORDINATOR I 1.0 ASSISTANT INVESTMENT OFFICER 1.0 ASSISTANT MANAGER 5.0 ASSISTANT SUPERVISOR 3.0 BUSINESS ANALYST 1.0 CASHIERING LINE SUPERVISOR 1.0 CHIEF DEPUTY TREASURER 1.0 CHIEF INVESTMENT OFFICER 1.0 CLIENT SERVICES COORDINATOR 1.0 CLIENT SERVICES REPRESENTATIVE 5.0 CORPORATE SERVICES ADMINISTRATOR 2.0 CORRESPONDENCE COORDINATOR 1.0 DIVISION MANAGER 5.0 EXECUTIVE SECRETARY 1.0 FACILITIES COORDINATOR 1.0 FISCAL CONSULTANT 1.0 HUMAN RESOURCES LIAISON 1.0 LEAD COMPUTER OPERATOR 1.0 LEAD INTEGRATED SYS DESIGN ANALYST 3.0 LITIGATION COORDINATOR 1.0 LOCK BOX PAYMENT SPECIALIST 1.0 MAIL ROOM COORDINATOR 1.0 PC LAN TECHNICIAN 1.0 POSTING ADMINISTRATOR 1.0 PROCUREMENT SPECIALIST 1.0 PROGRAMMER ANALYST I 1.0 RECEPTIONIST 1.0 RESEARCH ADMINISTRATOR 2.0 SYSTEMS PROGRAMMER I 1.0 TAX LIEN SPECIALIST 1.0 TREASURER 1.0 TREASURER'S RECEIPT ADMINISTRATOR 1.0 UNSECURED PERSONAL PROP SPECIALIST 1.0 WARRANT RECONCILIATION ADMINISTRATOR 1.0 64.0 - 258 - Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 TREASURER Agency 430 Org 4310 4320 4330 4340 4350 4380 Personal Services Title ADMINISTRATION CLIENT AND REVENUE SERVICES ACCOUNTING TAX SERVICES INFORMATION SYSTEMS TECHNICAL SERVICES $ Totals: $ Supplies & Services 443,419 434,322 293,512 400,761 436,484 529,328 2,537,826 $ $ 935,400 935,400 Capital Outlay Total Expenditures $ $ 242,037 242,037 $ $ 443,419 434,322 293,512 400,761 436,484 1,706,765 3,715,263 Revenue $ 6,000 6,000 $ EXPENDITURES AND REVENUES BY AGENCY/OBJECT TREASURER Agency 430 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 635 FEES & CHARGES Subtotal $ 6,000 6,000 $ 6,000 6,000 $ 6,000 6,000 $ 6,000 6,000 $ - 0% Total Resources $ 6,000 $ 6,000 $ 6,000 $ 6,000 $ - 0% 2,177,561 $ 404,814 451 (102,178) 2,480,648 $ 2,159,831 $ 427,583 52,590 (102,178) 2,537,826 $ 17,188 (24,311) (51,623) (58,746) 1% -6% -5338% 0% -2% $ 100,000 $ 225,000 80,000 200,000 1,000 3,000 100 500 10,000 10,000 10,000 20,000 100 700 275,000 935,400 $ (500) 75,809 30,000 15,000 100 (300) (5,000) (7,000) 20,000 600 (200) 128,509 -1% 25% 27% 7% 0% 0% 50% -150% 0% -100% -233% 50% 86% -40% 0% 12% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 797 PERSONNEL SAVINGS (NEG) $ 2,128,903 $ 404,606 47,749 (102,178) 2,479,080 $ 2,177,019 $ 403,272 967 (102,178) 2,479,080 $ 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 $ 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 Subtotal $ 112,000 112,000 $ Total Expenditures $ 3,654,989 $ Subtotal $ SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 820 RENT 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 828 MOTOR POOL 829 FUEL 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 Operating Balance (Rev. - Exp.) $ $ (3,648,989) $ $ $ 99,500 207,000 73,000 121,500 2,400 100 500 9,000 10,000 2,400 14,500 100 700 245,000 785,700 112,000 112,000 $ - $ 242,037 242,037 $ (130,037) (130,037) -116% -116% 3,654,989 $ 3,266,348 $ 3,715,263 $ (60,274) -2% (3,260,348) $ (3,709,263) $ 60,274 2% (3,648,989) $ - 259 - $ Maricopa County FY 2000-01 Annual Business Strategies 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 Superior Court 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. 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. - 260 - Maricopa County FY 2000-01 Annual Business Strategies 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 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. - 261 - Maricopa County FY 2000-01 Annual Business Strategies 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. - 262 - Maricopa County FY 2000-01 Annual Business Strategies Superior Court Judges Hon. Colin F. Campbell Presiding Judge - Superior Court JUDGE COLIN F. CAMPBELL has been appointed presiding judge of the court, effective on July 1, 2000. He was assigned to the Civil Department immediately before his appointment was announced in March. He will handle a special assignment calendar during the transition period. He previously presided over cases in the court’s other departments, including juvenile, domestic relations, special assignment, probate and criminal. Judge Campbell graduated from Northwestern University in 1974 with a B.S. in Economics. He received his J.D. from the University of Arizona where he graduated Summa Cum Laude and first in his class. Upon graduation he clerked for United States District Judge William Copple. In 1978 he began his association with the Phoenix law firm of Martori, Meyer, Hendricks & Victor. From 1981 to 1983 he served as an Assistant Federal Public Defender. From 1984 until 1990, he was a partner with Meyer, Hendricks, Victor, Osborn & Maledon. In 1990, he was appointed to the Superior Court Bench. Judge Campbell is a sustaining member of the Arizona Coalition for Tomorrow and a former Chair of its Youth at Risk Task Force. He is on the Board of Directors of both the Southwest Phoenix Community Center and the Phoenix Natural Family Planning Center. From 1988 to 1990, Judge Campbell was a member of the Maricopa County Community Punishment Committee. He has served in a leadership capacity for numerous State Bar committees including the Legal Services Committee and the Professional Rules of Conduct Committee. He is currently a member of the Board of Visitors for the University of Arizona College of Law, a Master of the Rumpole Inns of Court, and was an Adjunct Professor to the Arizona State University College of Law. In 1990, the U. of A. bestowed upon Judge Campbell its Outstanding Graduate Award. Hon. Maurice Portley Presiding Judge - Juvenile Court Center JUDGE MAURICE PORTLEY was appointed to the Superior Court in 1991 and is currently Presiding Juvenile Court Judge. In this role, he is spearheading reforms to provide better and more effective access to treatment for children who have matters before Juvenile Court. He served a six-year term on the Commission on Judicial Conduct, the watchdog group that monitors and disciplines judges around the state. Dollar and Sense magazine named him among the Best and Brightest Professional Men and Women for 1997. Before becoming a judge, he was a partner in the firm of Jennings, Strouss and Salmon. He was also in the U.S. Army Judge Advocate’s Corps from July 1979 through July 1984. He earned his law degree from the University of Michigan Law School and his bachelor’s degree from Arizona State University. Judge Portley holds office in the Arizona Town Hall, Valley Leadership, A Stepping Stone Foundation, Tri-City Behavioral Community Services and Great Arizona Puppet Theater. He was named the 1999 Valley Leadership Man of the Year and received the 1995 Humanitarian Award of the Buffalo Soldier’s Re-enactor’s Association. He is a member of the National Council of Juvenile and Family Court Judges, Haysel B. Daniels Bar Association, National Bar Association, American Bar Association and Maricopa County Bar Association. - 263 - Maricopa County FY 2000-01 Annual Business Strategies JUDGE DIVISION JUDGE DIVISION JUDGE DIVISION Mark F. Aceto 53 Frank T. Galati 17 Michael R. McVey 48 Linda Akers 57 Joe Gama 81 Barbara A. Mundell 41 Rebecca A. Albrecht 15 John Gaylord 77 Robert D. Myers 30 Arthur Andersen 70 Stephen A. Gerst 11 Robert Oberbillig 61 Louis A. Araneta 49 Robert L. Gottsfield 2 Karen O’Connor 75 Silvia R. Arellano 36 Warren Granville 76 Michael J. O’Melia 14 Mark W. Armstrong** 24 Brian R. Hauser 40 Thomas W. O’Toole 13 Anna Maria Baca 50 Joseph Heilman 71 James Padish 74 Eddward P. Ballinger 60 Cheryl K. Hendrix 7 Maurice Portley*** 38 Daniel A. Barker** 44 Bethany Hicks****** 64 Douglas Rayes 80 Susan R. Bolton**** 25 Ruth H. Hilliard 19 Peter Reinstein 62 Edward Burke 66 Marion Hoag 55 Ronald S. Reinstein 18 Colin F. Campbell* 35 Cathy Holt 67 David L. Roberts 5 Jeffrey S. Cates******** 1 Jeffrey A. Hotham 22 Emmet Ronan 79 David R. Cole 28 Joseph D. Howe 6 William P. Sargeant, III 21 Dennis W. Dairman 45 Sherry Hutt 29 Barry C. Schneider 20 B. Michael Dann 3 Brian K. Ishikawa 51 Jonathan H. Schwartz 39 Donald Daughton******* 59 Barbara M. Jarrett 46 Linda A. Scott 12 Norman J. Davis 52 Michael D. Jones 54 Steven D. Sheldon 34 Bernard J. Dougherty 8 Alan S. Kamin 9 John Sticht 10 Margaret Downie 78 Paul A. Katz 33 David Talamante 63 Thomas Dunevant, III 31 Roger W. Kaufman***** 47 William L. Topf, III 43 Alfred Fenzel 73 James Keppel 56 Maria Verdin 68 Kenneth L. Fields 26 J. Kenneth Mangum 37 Michael O. Wilkinson 23 John Foreman 16 Gregory H. Martin 32 Eileen Willett 72 Pamela Franks 27 Crane McClennen 58 Penny Willrich 69 Francis Gaines 65 James E. McDougall 4 Michael A. Yarnell 42 VACANT 82 *Presiding – Presiding Judge **Presiding – Associate Presiding Judge ***Presiding – Presiding Judge – Juvenile Court ****Presiding – Presiding Judge – Civil Department *****Presiding – Presiding Judge – Criminal Department ******Presiding – Presiding Judge – Family Court Department *******Presiding – Presiding Judge – Probate/Mental Health Department ********Presiding – Presiding Judge – Tax Court - 264 - Maricopa County FY 2000-01 Annual Business Strategies 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 (Paul Crum – Acting) 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 G.M. “Mike” Osterfeld currently serves as the Presiding Justice of the Peace for Maricopa County. He was first elected as the Justice of the Peace for the Buckeye precinct in 1994 and shortly after was appointed by the Town of Buckeye to serve as the City Magistrate, a position he still currently holds. Judge Osterfeld began his criminal justice career with the Phoenix Police Department in 1967. He later moved to the Arizona Department of Public Safety, where he served as a Commander in the Traffic, Investigation and Administrative arms of the department. He was appointed as the Deputy Magistrate for the Avondale City Court in 1992 after retiring from the Department of Public Safety. Judge Osterfeld is a graduate of Arizona State University, the FBI National Academy and the Arizona Judicial College. - 265 - Maricopa County FY 2000-01 Annual Business Strategies Adult Probation (11) Presiding Judge of the Superior Court Adult Probation Adult Probation Norman L. Helber Norman L. Helber Chief Probation Officer Chief Probation Officer Administration, Budget & Finance Community Supervision Assessment & Development Mission To enhance the safety and well being of our neighborhoods. Program Goals + Develop methods to hold staff at all levels accountable to ensure compliance with departments mission, goals, and objectives. + Develop partnerships with the community which provide prevention, intervention, and restorative justice services. + Utilize proven and effective methodology to assess and change behavior of offenders through effective case management. + Recruit, retain, and reward quality staff while nurturing professional and personal growth. Community Impact By accomplishing our mission, the Probation Department strives to make the community a safer place for all citizens, restores victims financially and makes efforts to prevent future crime. Performance Measures Performance Measures FY 98 Actual FY 99 Actual FY 00 Estimated FY 01 Projected Pre-sentence Reports 15,252 13,681 14,000 14,500 Clients in General Supervision 19,868 22,412 23,000 24,000 Cost Per Pre-sentence Report $356 $428 $400 $400 Day Reporting Centers/Jail Days Saved 27,266 32,219 22,600 23,080 Court Liaison Program/Jail Days Saved 41,561 61,150 60,000 61,000 Client Community Services Hours 567,028 675,043 800,000 850,000 Restitution Collected $5,008,812 $6,729,551 $7,400,000 $7,600,000 - 266 - Maricopa County FY 2000-01 Annual Business Strategies DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE GENERAL FUND SPECIAL REVENUE TOTAL FUNDS $ $ Personal Services 9,545,084 $ 42,241,037 51,786,121 $ ADULT PROBATION Department 11 Supplies & Services 1,704,783 $ 7,331,847 9,036,630 $ Capital Outlay 142,199 250,000 392,199 Total Expenses $ 11,392,066 49,822,884 $ 61,214,950 Total Revenue $ 47,798,637 $ 47,798,637 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT ADULT PROBATION Department 11 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED RESOURCES Beginning Fund Balance $ 2,930,000 $ 2,930,000 Subtotal $ 34,948,330 5,808,925 40,757,255 $ $ $ FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance $ 2,708,270 $ 2,024,247 $ 34,948,330 5,808,925 40,757,255 $ 34,948,330 6,085,440 41,033,770 $ 41,078,637 6,720,000 47,798,637 $ 6,130,307 911,075 7,041,382 18% 16% 17% 43,687,255 $ 43,687,255 $ 43,742,040 $ 49,822,884 $ 6,135,629 14% 36,304,118 $ 458,022 6,873,696 1,527,044 (225,000) 44,937,880 $ 35,422,004 $ 533,871 7,247,399 43,203,274 $ 37,175,258 $ 550,000 7,534,904 355,387 6,530,572 (360,000) 51,786,121 $ (871,140) (91,978) (661,208) (355,387) (5,003,528) 135,000 (6,848,241) -2% -20% -10% Subtotal $ 31,891,811 $ 458,022 6,242,609 754,278 4,421,565 (225,000) 43,543,285 $ SUPPLIES & SERVICES 801 GENERAL SUPPLIES $ 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 807 HEALTH CARE 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 834 BASE LEVEL EQ SERVICES CHARGES 840 ELECTED OFFICIAL TRAVEL 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 844 JUDICIAL TRAVEL 845 SUPPORT AND CARE OF PERSONS 860 MISCELLANEOUS EXPENSE 880 TRANSFERS OUT TO OTHER FUNDS 890 NON CAPITAL EQUIPMENT Subtotal $ 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 $ 1,067,645 13,000 4,361,890 320,000 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 8,658,057 $ 2,103,458 $ 4,409,493 202,322 2,250 783,036 389,951 54,012 13,071 10,812 220,566 5,676 4,733 83,935 30,040 169,490 329,690 151,013 65,491 14,926 9,043,965 $ 914,676 $ 4,074,847 370,923 50,000 829,000 497,000 100 70,000 23,313 12,905 262,524 41,164 180,000 5,000 354,378 132,000 118,800 1,100,000 9,036,630 $ 152,969 13,000 287,043 (50,923) (36,800) 284,800 200,700 1,509 (365) (2,634) 18,466 252 (80,000) 50,622 (57,000) (60,212) (1,100,000) (378,573) Subtotal $ 958,182 958,182 $ 951,038 951,038 $ 400,730 400,730 $ 392,199 392,199 $ Total Expenditures $ 54,416,189 $ 54,546,975 $ 52,647,969 $ 61,214,950 $ Operating Balance (Rev. - Exp.) $ (13,658,934) $ (13,789,720) $ (11,614,199) $ (13,416,313) $ 373,407 3% $ (10,728,934) $ (10,859,720) $ (8,905,929) $ (11,392,066) $ (532,346) -5% REVENUE 615 GRANTS 635 FEES & CHARGES Total Resources EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES 797 PERSONNEL SAVINGS (NEG) CAPITAL OUTLAY 920 EQUIPMENT Ending Fund Balance (Resources. - Exp.) - 267 - $ (905,753) % 558,839 558,839 (6,667,975) -31% -328% 60% -15% 14% 100% 7% -16% -279% 26% 29% 94% 0% -2% -26% 7% 1% -80% 0% 12% -76% -103% -4% 59% 59% -12% Maricopa County FY 2000-01 Annual Business Strategies POSITION DISTRIBUTION Dept 11 ADULT PROBATION WORKING TITLE ADMINISTRATIVE COORD I ADMINISTRATIVE COORD II ADMINISTRATIVE COORD III ADMINISTRATIVE COORD IV ADMINISTRATIVE COORD V ADMINISTRATIVE COORD VI ADMINISTRATOR III 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 CHEMICL DPNDNCY CNSLR II CHEMICL DPNDNCY CNSLR III COLLECTOR COUNSELOR II COUNSELOR III COUNSELOR IV COURT INFORMATN PRCSR III COURT INFORMATN PRCSR IV COURT INFORMATN PRCSR V DATABASE ADMINISTRATOR DECISION SUPPRT ANLYST I I S HELP DESK COORDINATOR I T PROFESSIONAL-SENIOR-CP INFO TECH PGRM COORD INFORMATION COORDINATOR INFORMATION SYSTMS TCH II JUDICIAL ADMINISTRATOR IV JUDICIAL ADMINISTRATR I JUDICIAL ADMINISTRATR II JUDICIAL ADMINISTRATR III JUDICIAL ADMINISTRATR V JUDICIAL ASSISTANT II JUDICIAL SRVCS ADMIN III JUDICIAL SRVCS ADMIN IV JUDICIAL SRVCS ADMIN V LEAD PROGRAMMER-ANALYST LEAD SYSTEMS ADMINISTRATR LEAD SYSTEMS PROGRAMMER MANAGEMENT ANALYST III PC LAN 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 SYSTEMS PROGRAMMER II Total - 268 - FTE 10.0 4.0 5.0 1.0 1.0 2.0 1.0 7.0 2.0 3.0 115.0 1.0 1.0 579.0 72.0 8.0 1.0 1.0 6.0 24.0 1.0 2.0 145.5 30.0 10.0 1.0 1.0 1.0 1.0 1.0 1.0 3.0 4.0 2.0 4.0 30.0 1.0 1.0 1.0 1.0 2.0 2.0 1.0 1.0 1.0 3.0 3.0 3.0 1.0 1.0 1.0 4.0 1.0 1.0 2.0 1.0 4.0 1.0 2.0 1120.5 Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 ADULT PROBATION Agency 110 Personal Services Org Title 1110 1130 1140 1150 1160 ADMINISTRATION/TECHNICAL SERVI PRE-SENTENCE INVESTIGATIONS COMMUNITY PUNISHMENT PROGRAM INTENSIVE PROBATION SUPERVISIO FIELD SERVICES $ Totals: $ Supplies & Services 1,213,568 2,949,878 198,647 56,434 5,126,557 9,545,084 $ $ 1,704,783 1,704,783 Capital Outlay Total Expenditures $ $ $ 142,199 142,199 Revenue 3,060,550 2,949,878 198,647 56,434 5,126,557 $ 11,392,066 $ $ - EXPENDITURES AND REVENUES BY AGENCY/OBJECT ADULT PROBATION Agency 110 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES 797 PERSONNEL SAVINGS (NEG) $ 7,041,419 $ 133,515 1,343,818 754,278 (225,000) 9,048,030 $ 7,799,850 $ 133,515 1,434,913 33,237 (225,000) 9,176,515 $ 7,685,079 72,594 1,536,479 9,294,152 $ $ 417,645 1,000 28,000 20,000 3,200 413,800 187,700 1,609 70,000 22,948 10,271 180,990 41,416 45,000 105,000 33,588 1,582,167 $ 249,057 118,601 2,250 411,280 117,732 52,812 13,071 10,812 98,921 5,676 4,733 58,802 9,465 52,903 185,000 22,338 38,644 1,452,097 $ $ 408,200 1,000 28,000 20,000 3,200 413,800 187,700 1,609 70,000 22,948 10,271 180,990 41,416 45,000 105,000 33,588 1,572,722 $ 108,182 108,182 $ 101,038 101,038 $ Total Expenditures $ 10,728,934 $ 10,859,720 $ Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 807 HEALTH CARE 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 834 BASE LEVEL EQ SERVICES CHARGES 840 ELECTED OFFICIAL TRAVEL 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 844 JUDICIAL TRAVEL 845 SUPPORT AND CARE OF PERSONS 860 MISCELLANEOUS EXPENSE 890 NON CAPITAL EQUIPMENT Subtotal $ $ CAPITAL OUTLAY 920 EQUIPMENT Subtotal Operating Balance (Rev. - Exp.) $ $ (10,728,934) $ $ (10,859,720) $ - 269 - 7,943,094 $ 50,000 1,556,603 355,387 (360,000) 9,545,084 $ (143,244) 83,515 (121,690) (355,387) 33,237 135,000 (368,569) 57,969 1,000 (112,000) (923) (21,800) 9,800 (9,300) 1,509 (365) (2,634) 43,466 252 (35,000) (5,000) (19,378) (30,000) (212) (122,616) 14% 100% -400% -5% -681% 2% -5% 94% 0% -2% -26% 24% 1% $ 359,676 $ 140,000 20,923 25,000 404,000 197,000 100 70,000 23,313 12,905 137,524 41,164 80,000 5,000 124,378 30,000 33,800 1,704,783 $ 113,471 113,471 $ 142,199 142,199 $ (41,161) (41,161) -41% -41% 10,859,720 $ 11,392,066 $ (532,346) -5% (10,859,720) $ (11,392,066) $ 532,346 5% $ -2% 63% -8% 100% 60% -4% -78% -18% -1% -8% Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 ADULT PROBATION GRANTS Agency 111 Personal Services Org Title 1110 1130 1140 1150 1160 ADMINISTRATION/TECHNICAL SERVI PRE-SENTENCE INVESTIGATIONS COMMUNITY PUNISHMENT PROGRAM INTENSIVE PROBATION SUPERVISIO FIELD SERVICES Supplies & Services $ 6,341,258 1,141,296 1,383,489 7,971,952 17,763,642 Totals: $ 34,601,637 $ $ Capital Outlay 4,467,000 1,910,000 6,377,000 $ $ 100,000 100,000 Total Expenditures Revenue $ 10,908,258 1,141,296 3,293,489 7,971,952 17,763,642 $ 41,078,637 $ 41,078,637 $ 41,078,637 EXPENDITURES AND REVENUES BY AGENCY/OBJECT ADULT PROBATION GRANTS Agency 111 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 615 GRANTS Subtotal $ 34,948,330 34,948,330 $ 34,948,330 34,948,330 $ 34,948,330 34,948,330 $ 41,078,637 41,078,637 $ 6,130,307 6,130,307 0 18% Total Resources $ 34,948,330 $ 34,948,330 $ 34,948,330 $ 41,078,637 $ 6,130,307 18% 20,075,980 267,030 3,955,755 2,957,565 27,256,330 $ 22,710,278 347,777 4,711,811 27,769,866 $ $ 23,133,954 $ 267,030 4,411,524 709,932 28,522,440 $ 23,499,622 $ (365,668) 400,000 (132,970) 4,789,701 (378,177) 5,912,314 (5,202,382) 34,601,637 $ (6,079,197) 400,000 $ 12,000 5,600,000 300,000 10,000 500,000 310,000 100,000 55,000 5,000 200,000 75,000 25,000 7,592,000 $ 400,000 $ 12,000 4,333,890 300,000 10,000 500,000 310,000 100,000 55,000 5,000 200,000 75,000 25,000 6,325,890 $ 1,507,892 4,214,958 202,322 371,756 202,256 1,200 121,645 14,849 20,575 116,028 33,690 127,117 26,847 14,926 6,976,061 $ EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES $ Subtotal $ SUPPLIES & SERVICES 801 GENERAL SUPPLIES $ 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 807 HEALTH CARE SERVICES 810 LEGAL 820 RENT 825 REPAIRS AND MAINTENANCE 827 MATERIAL MGNT DISCRETIONARY 830 TELECOM DISCRETIONARY 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 844 JUDICIAL TRAVEL 845 SUPPORT AND CARE OF PERSONS 860 MISCELLANEOUS EXPENSE 880 TRANSFERS OUT TO OTHER FUNDS 890 NON CAPITAL EQUIPMENT Subtotal $ CAPITAL OUTLAY 920 EQUIPMENT $ $ 355,000 $ 3,910,000 350,000 25,000 425,000 250,000 125,000 70,000 200,000 82,000 85,000 500,000 6,377,000 $ 100,000 100,000 $ Subtotal $ 100,000 100,000 $ 100,000 100,000 $ 201,910 201,910 $ Total Expenditures $ 34,948,330 $ 34,948,330 $ 34,947,837 $ Operating Balance (Rev. - Exp.) $ - $ - $ 493 $ - 270 - 45,000 12,000 423,890 (50,000) (15,000) 75,000 60,000 (25,000) (15,000) 5,000 (7,000) (60,000) (500,000) (51,110) - 41,078,637 $ (6,130,307) - $ - -2% -50% -9% -733% -21% 11% 100% 10% -17% -150% 15% 19% -25% -27% 100% 0% -9% -240% -1% 0% 0% -18% Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 ADULT PROBATION SPECIAL FUNDING Agency 112 Personal Services Org Title 1110 1130 1140 1150 1160 ADMINISTRATION/TECHNICAL SERVI PRE-SENTENCE INVESTIGATIONS COMMUNITY PUNISHMENT PROGRAM INTENSIVE PROBATION SUPERVISION FIELD SERVICES $ Totals: $ Supplies & Services 1,842,299 2,107,930 59,567 54,420 3,575,184 7,639,400 $ $ 954,847 954,847 Capital Outlay Total Expenditures $ $ $ 150,000 150,000 $ 2,947,146 2,107,930 59,567 54,420 3,575,184 8,744,247 Revenue $ 8,744,247 8,744,247 $ EXPENDITURES AND REVENUES BY AGENCY/OBJECT ADULT PROBATION SPECIAL FUNDING Agency 112 FY 99-00 FINAL/ADOPTED RESOURCES Beginning Fund Balance FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % $ 2,930,000 $ 2,930,000 $ 2,708,270 $ 2,024,247 $ Subtotal $ 5,808,925 5,808,925 $ 5,808,925 5,808,925 $ 6,085,440 6,085,440 $ 6,720,000 6,720,000 $ 911,075 911,075 0 16% Total Resources $ 8,738,925 $ 8,738,925 $ 8,793,710 $ 8,744,247 $ 5,322 0% 4,774,412 57,477 943,036 1,464,000 7,238,925 $ 5,026,647 113,500 999,109 6,139,256 $ $ 5,370,314 $ 57,477 1,027,259 783,875 7,238,925 $ 5,732,542 $ 100,000 1,188,600 618,258 7,639,400 $ (362,228) (42,523) (161,341) 165,617 (400,475) -7% -74% -16% 21% -6% 250,000 $ 200,000 200,000 100,000 750,000 $ 250,000 $ 200,000 200,000 100,000 750,000 $ 346,509 75,934 69,963 10,284 559 111,000 1,558 615,807 $ 50,000 (24,847) 200,000 150,000 (30,000) 70,000 (20,000) (600,000) (204,847) 20% $ 200,000 $ 24,847 50,000 30,000 30,000 20,000 600,000 954,847 $ Subtotal $ 750,000 750,000 $ 750,000 750,000 $ 85,349 85,349 $ 150,000 150,000 $ 600,000 600,000 80% 80% Total Expenditures $ 8,738,925 $ 8,738,925 $ 6,840,412 $ 8,744,247 $ (5,322) 0% Operating Balance (Rev. - Exp.) $ (2,930,000) $ (2,930,000) $ (754,972) $ (2,024,247) $ (905,753) -31% Ending Fund Balance (Resources - Exp.) $ - $ - $ REVENUE 635 FEES & CHARGES EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES $ Subtotal $ SUPPLIES & SERVICES 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES - EXTERNAL 820 RENT 825 REPAIRS AND MAINTENANCE 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 844 JUDICIAL TRAVEL 845 SUPPORT AND CARE OF PERSONS 890 NON CAPITAL EQUIPMENT Subtotal $ CAPITAL OUTLAY 920 EQUIPMENT - 271 - 1,953,298 $ $ - $ (905,753) $ - (0) 100% 75% 70% -27% Maricopa County FY 2000-01 Annual Business Strategies Justice Courts (24) Presiding Judge of the Superior Court Honorable Colin F. Campbell Presiding Justice of the Peace Presiding Justice of the Peace Honorable G.M. Osterfeld Honorable G.M. Osterfeld Justice Courts Administrator Justice Administrator BarbaraCourts Lasater (Interim) Barbara Lasater (Interim) 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 + To provide a community based Justice Court System. + To provide a forum for a range of services to the public that promotes dispute resolution and offender processing in a fair and equitable manner. + To increase and enhance security for all Justice Courts locations. + Continue to reduce Court Clerk turnover. + To enhance the compliance with court orders through aggressive collection actions. + To continually look for creative and efficient ways to serve the public. + To look for ways to improve the delivery of service to the citizens of Maricopa County by utilizing more efficient forms, having well trained staff, and more automation equipment. 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. The Justice Courts represent a critical part of the criminal justice system. The Justice Courts provide fair and swift justice. This helps foster a positive and safe community for all of Maricopa County residents. - 272 - Maricopa County FY 2000-01 Annual Business Strategies Performance Measures Program Performance Measure FY 98 ACTUAL Number of Justice Courts Number of Judicial Productivity Credits FY 99 ACTUAL FY 00 PROJECTED FY 01 PROJECTED 21 24,133 21/23 21,038 23 25,784 24 26,558 5,967 809 18,482 25,258 6,806 701 16,554 24,061 6,330 858 19,607 26,795 6,520 884 20,195 27,599 152,083 149,299 161,344 166,184 Number of filings per case type: Case Processing Case Processing Case Processing Case Processing DUI Serious traffic Other traffic Total Criminal Traffic Case Processing Civil Traffic Case Processing Case Processing Case Processing Case Processing Misdemeanors Misdemeanors FTA Traffic FTA Total Misdemeanors 21,294 3,973 7,117 32,384 21,589 4,166 6,301 32,056 22,590 4,214 7,550 34,354 23,268 4,340 7,777 35,385 Case Processing Felonies 21,789 18,808 23,115 23,808 Case Processing Case Processing Case Processing Case Processing Small Claims Forcible Detainers Other Civil Total Civil Cases 18,555 51,473 17,502 87,530 19,990 55,144 19,705 94,839 19,685 54,607 18,567 92,859 20,276 56,245 19,124 95,645 Case Processing Case Processing Case Processing Parking Non-Parking Total Local Ordin. 43 0 43 2 0 2 55 0 55 57 Case Processing Total All Cases 319,087 319,065 338,522 348,678 Case Processing Ave. filings per Justice Court 15,194 13,772 14,718 15,160 Case Processing Ave. cost per filing (based on GF actuals) $37.78 $40.39 $38.29 39 Case Processing Ave. filings per GF employee (PT and FT) 1,318 1,186 1,307 1,346 4,747 732 16,617 22,096 N/A N/A 23,674 23,674 5,617 800 18,320 24,737 5,786 824 18,870 25,479 148,316 136,852 170,000 175,100 57 Number of disposed cases per type: Case Processing Case Processing Case Processing Case Processing DUI Serious traffic Other traffic Total Criminal Traffic Case Processing Civil Traffic Case Processing Case Processing Case Processing Case Processing Misdemeanors Misdemeanors FTA Traffic FTA Total Misdemeanors 16,706 2,034 4,452 23,192 19,627 2,178 4,723 26,528 17,000 2,100 5,500 24,600 17,510 2,163 5,665 25,338 Case Processing Felonies 19,942 18,018 22,500 23,175 Case Processing Case Processing Case Processing Case Processing Small Claims Forcible Detainers Other Civil Total Civil Cases 17,549 49,781 17,316 84,646 18,101 54,915 18,060 91,076 18,500 52,000 18,000 88,500 19,055 53,560 18,540 91,155 Case Processing Case Processing Case Processing Parking Non-Parking Total Local Ordin. 30 0 30 14 0 14 65 0 65 67 Case Processing Total All Cases 298,222 296,162 330,402 340,314 Case Processing Number of cases disposed per JPC 12.36 14.08 12.81 13 Note: All these numbers are unaudited - 273 - 67 Maricopa County FY 2000-01 Annual Business Strategies DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE GENERAL FUND SPECIAL REVENUE TOTAL FUNDS JUSTICE COURTS Department 24 Personal Services Supplies & Services $ 11,624,415 $ 3,323,987 $ 1,172,551 $ 11,624,415 $ 4,496,538 $ Capital Outlay Total Expenses Total Revenue 90,994 $ 15,039,396 $ 11,915,000 435,000 1,607,551 911,000 525,994 $ 16,646,947 $ 12,826,000 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT JUSTICE COURTS Department 24 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED RESOURCES Beginning Fund Balance $ 852,566 $ 852,566 Subtotal $ 156,274 720,940 2,879,840 8,540,000 87,660 12,384,714 $ 156,274 720,940 2,879,840 8,540,000 87,660 12,384,714 Total Resources $ 13,237,280 $ 13,237,280 Subtotal $ 7,996,772 $ 644,320 21,556 1,658,618 745,182 (30,000) (450,000) 10,586,448 $ SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 810 LEGAL 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 844 JUDICIAL TRAVEL 860 MISCELLANEOUS EXPENSE 870 OTHER ADJUSTMENTS 890 NON CAPITAL EQUIPMENT Subtotal $ 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 $ 612,326 463,714 367,114 500 2,368,147 35,988 1,000 64,450 7,000 44,200 20,419 118,150 15,300 2,600 298,182 4,419,090 Subtotal $ 676,736 676,736 $ Total Expenditures $ FY 99-00 PROJECTED $ 941,590 2,755,947 9,249,459 103,838 13,050,834 $ 975,000 2,785,000 8,960,000 106,000 12,826,000 $ (156,274) 254,060 (94,840) 420,000 18,340 441,286 $ 13,050,834 $ 13,689,328 $ 452,048 9,311,902 $ 582,012 27,070 1,750,312 71,625 6,161 (30,000) (450,000) 11,269,082 $ 8,768,823 $ 529,175 168,937 1,594,679 11,061,614 $ 9,320,735 $ 540,825 64,066 1,915,476 233,313 (450,000) 11,624,415 $ (8,833) 41,187 (36,996) (165,164) (161,688) 6,161 (30,000) (355,333) 0% 7% -137% -9% -226% 100% -100% 0% -3% 467,533 $ 200,300 152,201 2,658,069 78,200 56,050 1,000 45,867 1,000 147,000 27,400 5,100 52,200 604,618 4,496,538 $ 144,793 263,414 214,913 500 (289,922) (42,212) 1,000 8,400 6,000 (1,667) 19,419 (28,850) (12,100) (2,500) 245,982 (604,618) (77,448) 24% 57% 59% 100% -12% -117% 100% 13% 86% -4% $ 998,778 $ 182,580 290,990 2,516,282 79,217 70,546 2,242 43,842 2,812 4,442 23,585 16,823 2,202 353,791 48 4,588,180 $ 712,536 712,536 $ 487,886 487,886 $ 525,994 525,994 $ 15,755,113 $ 16,400,708 $ 16,137,680 $ Operating Balance (Rev. - Exp.) $ (3,370,399) $ (4,015,994) $ (3,086,846) $ Ending Fund Balance (Resources. - Exp.) $ (2,517,833) $ (3,163,428) $ $ CAPITAL OUTLAY 920 EQUIPMENT - 274 - $ - $ 10,762 % 863,328 $ 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) - Variance $ REVENUE 615 GRANTS 620 INTERGOVERNMENTAL 635 FEES & CHARGES 637 FINES & FORFEITS 650 MISCELLANEOUS REVENUE $ FY 00-01 FINAL/ADOPTED 1% -100% 35% -3% 5% 21% 4% 3% 95% -24% -79% -96% 82% -2% 186,542 186,542 26% 26% 16,646,947 $ (246,239) -2% (3,820,947) $ 195,047 5% (2,957,619) $ 205,809 7% Maricopa County FY 2000-01 Annual Business Strategies POSITION DISTRIBUTION Dept 24 JUSTICE COURTS WORKING TITLE ACCOUNTANT III ADMINISTRATIVE ASSTNT I ADMINISTRATIVE ASSTNT II ADMINISTRATIVE COORD II ADMINISTRATIVE COORD III ADMINISTRATIVE COORD IV ADMINSTRATIVE COORD V ASSOCIATE BUSNSS SYS ANLT ASSOCIATE CLIENT REPRSNTV COLLECTOR COURT SECURITY SUPERVISOR DECISION SUPPRT ANLYST I DECISION SUPPRT ANLYST II FISCAL MGMT ANALYST INTEGRATD SYS DSGN ANL I JUDICIAL ADMINISTRATOR IV 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 COURT DEPUTY ADMIN JUSTICE OF THE PEACE MANAGEMENT ANALYST IV PROJECT MANAGER SECURITY GUARD SECURITY GUARD I SENIOR SYSTEMS PROGRAMMER SR HUMAN RESOURCE ANALYST Total - 275 - FTE 2.0 1.0 1.0 1.0 1.0 1.0 2.0 2.0 1.0 22.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 72.0 8.0 62.0 24.0 23.0 1.0 23.0 1.0 1.0 7.0 20.0 1.0 1.0 287.0 Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 JUSTICE COURTS Agency 240 Personal Services Org Title 2400 2430 2460 ADJUDICATION CASE PROCESSING ADMINSTRATION Supplies & Services $ 285,969 9,411,455 1,926,991 Totals: $ 11,624,415 $ $ 2,822,461 501,526 3,323,987 Capital Outlay Total Expenditures $ $ $ 90,994 90,994 Revenue 285,969 12,233,916 2,519,511 $ 15,039,396 $ 11,915,000 $ 11,915,000 EXPENDITURES AND REVENUES BY AGENCY/OBJECT JUSTICE COURTS Agency 240 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 620 INTERGOVERNMENTAL 635 FEES & CHARGES 637 FINES & FORFEITS 650 MISCELLANEOUS REVENUE Subtotal $ 720,940 2,480,000 8,270,000 75,000 11,545,940 Total Resources $ 11,545,940 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 & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 810 LEGAL 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 844 JUDICIAL TRAVEL 860 MISCELLANEOUS EXPENSE 870 OTHER ADJUSTMENTS Subtotal $ $ 720,940 2,480,000 8,270,000 75,000 11,545,940 $ 11,545,940 7,987,216 $ 550,000 16,556 1,635,943 745,182 (450,000) 10,484,897 $ $ 975,000 2,350,000 8,500,000 90,000 11,915,000 $ 254,060 (130,000) 230,000 15,000 369,060 0 (0) 0 20% 3% $ 12,115,159 $ 11,915,000 $ 369,060 3% 9,272,774 $ 515,735 22,070 1,733,081 70,551 3,320 (450,000) 11,167,531 $ 8,734,914 529,175 168,687 1,587,696 11,020,472 $ 9,320,735 $ 540,825 64,066 1,915,476 233,313 (450,000) 11,624,415 $ (47,961) (25,090) (41,996) (182,395) (162,762) 3,320 (456,884) -1% -5% -190% -11% -231% 100% 0% -4% 366,890 162,056 290,990 2,516,282 79,217 70,546 2,242 43,842 2,812 4,246 23,585 16,823 2,202 161,424 48 3,743,205 189,588 26,400 214,913 500 (124,322) (42,212) 1,000 8,400 6,000 (1,667) 12,700 (88,850) (12,100) (2,500) (10,000) 177,850 48% 21% 59% 100% -5% -117% 100% 13% 86% -4% $ 205,200 $ 100,300 152,201 2,492,469 78,200 56,050 1,000 45,867 1,000 107,000 27,400 5,100 52,200 3,323,987 $ $ 449,174 126,700 363,153 500 2,325,141 79,000 1,000 74,250 7,000 54,200 13,700 28,150 6,100 2,600 44,008 3,574,676 $ 394,788 $ 126,700 367,114 500 2,368,147 35,988 1,000 64,450 7,000 44,200 13,700 18,150 15,300 2,600 42,200 3,501,837 $ Subtotal $ 4,200 4,200 $ 40,000 40,000 $ 191,752 191,752 $ 90,994 90,994 $ (50,994) (50,994) -127% -127% Total Expenditures $ 14,063,773 $ 14,709,368 $ 14,955,429 $ 15,039,396 $ (330,028) -2% (2,840,270) $ (3,124,396) $ (39,032) -1% CAPITAL OUTLAY 920 EQUIPMENT Operating Balance (Rev. - Exp.) $ $ $ 941,590 2,328,636 8,755,095 89,838 12,115,159 (2,517,833) $ (3,163,428) $ - 276 - $ 93% -490% -79% -96% -24% 5% Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 JUSTICE COURTS GRANTS Agency 241 Personal Services Org Title 2400 2430 2460 ADJUDICATION CASE PROCESSING ADMINISTRATION $ Supplies & Services - Totals: $ $ - $ Capital Outlay Total Expenditures $ $ - $ - $ Revenue $ - $ EXPENDITURES AND REVENUES BY AGENCY/OBJECT JUSTICE COURTS GRANTS Agency 241 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 615 GRANTS Subtotal $ 156,274 156,274 $ 156,274 156,274 $ - $ - $ (156,274) (156,274) (1) -100% Total Resources $ 156,274 $ 156,274 $ - $ - $ (156,274) -100% 7,205 $ 5,000 1,435 2,841 16,481 $ 9,900 $ 250 1,063 11,213 $ - $ Subtotal $ 9,556 $ 5,000 1,925 16,481 $ 7,205 5,000 1,435 2,841 16,481 100% 100% 100% 100% 100% SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 841 EMPLOYEE TRAVEL 860 MISCELLANEOUS EXPENSE Subtotal $ 44,038 $ 55,000 6,719 105,757 $ 44,038 $ 55,000 6,719 105,757 $ - $ 196 74,211 74,407 $ - $ 100% 100% 100% $ 44,038 55,000 6,719 105,757 EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES $ CAPITAL OUTLAY 920 EQUIPMENT $ 100% Subtotal $ 34,036 34,036 $ 34,036 34,036 $ - $ - $ 34,036 34,036 100% 100% Total Expenditures $ 156,274 $ 156,274 $ 85,620 $ - $ 156,274 100% - $ - $ (85,620) $ - $ - Operating Balance (Rev. - Exp.) $ - 277 - Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 JUSTICE COURTS JCEF Agency 242 Org 2470 Personal Services Title JUSTICE COURTS JCEF $ Totals: $ Supplies & Services - $ $ 526,181 526,181 Capital Outlay Total Expenditures $ $ $ $ 168,000 168,000 694,181 694,181 Revenue $ $ 860,958 860,958 EXPENDITURES AND REVENUES BY AGENCY/OBJECT JUSTICE COURTS JCEF Agency 242 FY 99-00 FINAL/ADOPTED RESOURCES Beginning Fund Balance $ 419,982 FY 99-00 RESTATED FY 99-00 PROJECTED $ 419,982 Subtotal $ 270,000 4,500 274,500 $ 270,000 4,500 274,500 Total Resources $ 694,482 $ 694,482 REVENUE 637 FINES & FORFEITS 650 MISCELLANEOUS REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 795 P S INTER-FUND CREDIT (NEG) $ $ FY 00-01 FINAL/ADOPTED - $ (25,024) $ 190,000 1,500 191,500 1 33% 70% 166,476 24% $ $ 460,000 6,000 466,000 $ $ 499,364 $ 860,958 $ Subtotal $ 31,923 $ 66,277 15,796 1,074 (30,000) 85,070 $ 24,009 $ 5,920 29,929 $ SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 842 EDUCATION 890 NON CAPITAL EQUIPMENT Subtotal $ 173,500 $ 135,912 50,000 359,412 $ 173,500 $ 135,912 50,000 359,412 $ Subtotal $ 250,000 250,000 $ 250,000 250,000 $ Total Expenditures $ 694,482 $ 694,482 $ $ (0) $ 31,923 66,277 15,796 1,074 (30,000) 85,070 100% 100% 100% 100% -100% 100% 621,178 $ 20,524 641,702 $ 39,571 $ 100,000 40,000 346,610 526,181 $ 133,929 35,912 10,000 (346,610) (166,769) 77% 26% 20% -46% - $ 168,000 168,000 $ 82,000 82,000 33% 33% $ 694,181 $ 301 0% 671,631 - Operating Balance (Rev. - Exp.) $ (419,982) $ (419,982) $ (172,267) $ (228,181) $ (191,801) Ending Fund Balance (Resources - Exp.) $ - $ - $ - $ 166,777 $ (166,777) - 278 - % 394,958 $ 494,364 5,000 499,364 - $ 94,320 20,750 (30,000) 85,070 $ CAPITAL OUTLAY 920 EQUIPMENT Variance -46% Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 JUSTICE COURTS ENHANCEMENT Agency 243 Personal Services Org Title 2430 2460 CASE PROCESSING ADMINISTRATION $ Supplies & Services - Totals: $ $ $ 646,370 646,370 Capital Outlay Total Expenditures $ $ 267,000 267,000 $ $ 913,370 913,370 Revenue $ $ 913,370 913,370 EXPENDITURES AND REVENUES BY AGENCY/OBJECT JUSTICE COURTS ENHANCEMENT Agency 243 FY 99-00 FINAL/ADOPTED RESOURCES Beginning Fund Balance $ 432,584 FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED $ 432,584 $ - Subtotal $ 399,840 8,160 408,000 $ 399,840 8,160 408,000 $ Total Resources $ 840,584 $ SUPPLIES & SERVICES 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES - EXTERNAL 820 RENT 842 EDUCATION 860 MISCELLANEOUS EXPENSE 890 NON CAPITAL EQUIPMENT Subtotal $ 146,102 50,000 255,982 452,084 $ Subtotal $ Total Expenditures $ REVENUE 635 FEES & CHARGES 650 MISCELLANEOUS REVENUE Variance % $ 468,370 $ 35,786 $ 0 427,311 9,000 436,311 $ 435,000 10,000 445,000 $ 35,160 1,840 37,000 0 23% 9% 840,584 $ 436,311 $ 913,370 $ 72,786 9% 10,710 118,156 128,866 $ $ - $ 146,102 50,000 255,982 452,084 $ $ 222,762 $ 165,600 258,008 646,370 $ (222,762) 146,102 (165,600) 50,000 255,982 (258,008) (194,286) 388,500 388,500 $ 388,500 388,500 $ 296,134 296,134 $ 267,000 267,000 $ 121,500 121,500 31% 31% 840,584 $ 840,584 $ 425,000 $ 913,370 $ (72,786) -9% (432,584) $ (432,584) $ 11,311 $ (468,370) $ 35,786 8% EXPENDITURES PERSONAL SERVICES CAPITAL OUTLAY 920 EQUIPMENT Operating Balance (Rev. - Exp.) $ - 279 - 100% 100% 100% -43% Maricopa County FY 2000-01 Annual Business Strategies Juvenile Probation (27) Juvenile Court Juvenile Court Honorable Maurice Portley Honorable Maurice Portley Presiding Judge Presiding Judge Chief Juvenile Probation Officer Cheryln K. Townsend Asst. Director - Juvenile Detention Services Asst. Director - Court Services Administrative Services Research & Planning Services Probation Services - SEF Community Services Detention Services Probation Services - DUR JIPS Services Mission Our mission is to serve the Juvenile Court, children and their families, victims of juvenile crime, and the community by providing information, providing services and programs, and enhancing accountability and community safety. We do this in a culture that honors diversity and individuality within our organization and within the community. Program Goals + To expand the capacity of alternatives to detention, specialized treatment, and secure detention in accordance with the recommendations made by the Citizens Advisory Committee on Jail Planning and accepted by the Maricopa County Board of Supervisors. + To recruit and retain a quality workforce necessary for program operations and to produce exceptional results. + To ensure the safety and security of the staff we employ within department facilities and within the community. + To operate at 98% or better level on all established benchmarks. + To meet all expectations of the Administrative Office of the Court Operational Review. + To establish policies, procedures, and practices that will enable ACA accreditation of probation and detention services. + To expand the use of JOLTS as an integrated information system with Court-related partners, law enforcement, and schools as well as to complete system upgrades for desktop and notebook applications. + To increase the partnerships that focus on reducing delinquent and incorrigible behavior through a measured investment in prevention. Community Impact The Juvenile Probation Department in Maricopa County addresses this concern and adds value to the community by the programs and services that: + Prevent juvenile crime. + Hold juveniles accountable for behavior that does not meet societal norms and laws. + Teach skills that allow juveniles to change their behavior and produce positive results. - 280 - Maricopa County FY 2000-01 Annual Business Strategies + Manage the risk that juvenile offenders pose to the community through a continuum of alternatives to detention, secure detention, early intervention, surveillance, supervision and treatment programs. + Restore hope by responding to victims of crime and expecting juvenile offenders to repair harm through restitution and community service The benefits received by the community when the Juvenile Probation Department in Maricopa County is effective are: + + + + + Reduced juvenile crime and its associated costs. Reduced system costs that are associated with recidivism. Increased sense of well-being and safety in the community. Victims are paid restitution. A future workforce that is educate, drug-free, and crime-free. Performance Measures Performance Measures Incorrig. & Delinquency Complaints Received Average Daily Detention Population Juveniles Detained Juveniles Placed on Probation Satisfaction of Parents of Juveniles on Probation Success of Probation type of release: Standard Probation Intensive Probation FY 98 Actual FY 99 Actual FY 00 Estimated FY 01 Projected 38,145 33,808 40,000 357,000 360 363 360 420 11,041 9,890 11,041 11,550 4,551 4,228 5,700 5,985 86.0% 86.0% 76.0% 62.7% 80.1% 73.9% 81.0% 74.0% 81.0% 74.0% DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE GENERAL FUND SPECIAL REVENUE TOTAL FUNDS Personal Services 9,263,391 $ 26,447,108 $ 35,710,499 $ $ JUVENILE PROBATION Department 27 Supplies & Services Capital Outlay Total Expenses Total Revenue 1,225,879 $ 201,050 $ 10,690,320 $ 32,600 3,415,701 146,250 30,009,059 17,100,000 4,641,580 $ 347,300 $ 40,699,379 $ 17,132,600 - 281 - Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT JUVENILE PROBATION Department 27 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED RESOURCES Beginning Fund Balance $ 922,129 $ 922,129 Subtotal $ 15,000,000 50,000 1,012,000 55,000 16,117,000 $ 15,560,121 50,000 1,012,000 55,000 16,677,121 Total Resources $ 17,039,129 $ 17,599,250 $ FY 99-00 PROJECTED % 1,079,000 $ 156,871 17% $ 11,623,973 31,200 1,057,000 1,430 12,713,603 $ 16,000,000 31,200 1,050,000 51,400 17,132,600 $ 439,879 (18,800) 38,000 (3,600) 455,479 3% -38% 4% -7% 3% $ 12,713,603 $ 18,211,600 $ 612,350 23,137,757 $ 884,529 445,418 4,938,448 1,755,887 2,629,173 30,000 (505,040) 33,316,172 $ 24,838,720 $ 1,195,623 454,178 4,939,187 1,122,806 1,566,795 379,473 30,000 (505,040) 34,021,742 $ 24,029,815 $ 830,375 658,278 4,623,912 26,538 30,168,918 $ 25,527,951 $ 931,930 478,935 5,455,125 757,823 3,063,775 (774,489) 774,489 (505,040) 35,710,499 $ (689,231) 263,693 (24,757) (515,938) 364,983 (1,496,980) 1,153,962 (744,489) (1,688,757) -3% 22% -5% -10% 33% -96% 304% -2482% 0% -5% 3,680,188 $ 1,000 846,438 36,100 5,000 500 60,500 147,300 700 5,700 39,191 63,470 75,000 145,600 10,000 1,000 56,652 (1,226,820) 847,346 4,794,865 $ 2,614,794 $ 4,700 671,000 1,800 6,700 1,000 60,000 179,600 1,000 100 32,000 60,000 26,000 36,041 163,193 6,000 1,000 5,500 51,700 (1,226,820) 1,226,819 3,922,127 $ 3,049,783 $ 7,100 847,900 1,800 6,800 1,000 70,000 185,400 1,100 2,364 23,986 75,000 1,700 81,000 155,800 13,800 1,000 5,500 54,247 (72,858) 72,858 56,300 4,641,580 $ 630,405 (6,100) (1,462) 34,300 (1,800) (500) (9,500) (38,100) (400) 3,336 15,205 (11,530) (1,700) (6,000) (10,200) (3,800) (1,000) (4,500) 2,405 (1,153,962) 774,488 (56,300) 153,285 17% -610% 0% 95% -36% -100% -16% -26% -57% 59% 39% -18% $ 3,431,184 $ 1,000 849,229 36,100 5,000 500 60,500 147,300 700 5,700 36,400 63,470 75,000 145,600 10,000 1,000 56,652 (1,226,820) 1,226,819 4,925,334 $ Subtotal $ 89,130 75,718 5,912 170,760 $ 68,930 95,918 5,912 170,760 $ 80,970 95,600 176,570 $ 347,300 347,300 $ (278,370) 95,918 5,912 (176,540) -404% 100% 100% -103% Total Expenditures $ 38,412,266 $ 38,987,367 $ 34,267,615 $ 40,699,379 $ (1,712,012) -4% Operating Balance (Rev. - Exp.) $ (22,295,266) $ (22,310,246) $ (21,554,012) $ (23,566,779) $ (1,256,533) -6% Ending Fund Balance (Resources. - Exp.) $ (21,373,137) $ (21,388,117) $ (22,487,779) $ (1,099,662) -5% 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) 796 P S INTER-FUND CHARGES 797 PERSONNEL SAVINGS (NEG) Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 807 HEALTH CARE SERVICES 810 LEGAL 815 INSURANCE 820 RENT 825 REPAIRS AND MAINTENANCE 827 MATERIAL MGNT DISCRETIONARY 828 MOTOR POOL 829 FUEL 830 TELECOM DISCRETIONARY 838 TELECOM WIRELESS SYSTEMS 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 844 JUDICIAL TRAVEL 845 SUPPORT AND CARE OF PERSONS 850 UTILITIES 860 MISCELLANEOUS EXPENSE 872 S S INTER-FUND CREDIT (NEG) 873 S S INTER-FUND CHARGES 890 NON CAPITAL EQUIPMENT Subtotal $ $ CAPITAL OUTLAY 920 EQUIPMENT 930 TRANSPORTATION 940 OTHER CAPITAL OUTLAY - 282 - - Variance $ REVENUE 615 GRANTS 620 INTERGOVERNMENTAL 635 FEES & CHARGES 650 MISCELLANEOUS REVENUE $ FY 00-01 FINAL/ADOPTED - $ 3% -8% -7% -38% -450% 4% -94% 91% 3% Maricopa County FY 2000-01 Annual Business Strategies POSITION DISTRIBUTION Dept WORKING TITLE 27 JUVENILE PROBATION ACCOUNTANT III ADMINISTRATIVE COORD II ADMINISTRATIVE COORD V ADMINISTRATV SUPPORT MGR ASSOCIATE DCSN SPPRT ANLT COURT INFORMATN PRCSR III COURT INFORMATN PRCSR IV COURT INFORMATN PRCSR V CUSTODIAN III DECISION SUPPRT ANLYST I FINANCIAL SERVICS ADM II GRAPHICS EQUIPMNT TECHII INFORMATION SVCS ADM-JDCL JUDICIAL ADMINISTRATR III JUDICIAL ADMINISTRATR V JUVENILE COURT SRVCS DIR JUVENILE PROBATION OFFICER III JUVENILE PROBATN OFCR II JUVENILE PROBATN OFCR III JUVENILE PROBATN OFCR IV JUVENILE PROBATN OFCR V JUVENLE CRT SVCS ASST DIR LAUNDRY WORKER II PHYSICAL EDUC-RECR COORD SENIOR DECISN SPPRT ANLYT SENIOR INFO TCHNLGY CNSLT SERVICE WORKER III SPECIAL EDUCATN TCHR III SYSTEMS ADMINISTRATOR II TECHNICAL YOUTH SUPERVISOR Total FTE 1.0 3.0 3.0 1.0 2.0 57.0 7.0 14.0 5.0 5.0 1.0 1.0 1.0 3.0 3.0 1.0 2.0 5.0 427.0 37.0 6.0 3.0 6.0 2.0 5.0 1.0 2.0 1.0 1.0 1.0 177.0 784.0 TOTAL BUDGET BY PROGRAM FY 2000-01 JUVENILE PROBATION Agency 270 Org Title 2729 2739 2749 2769 2779 2780 PROBATION SVCS ADMINISTRATION COMMUNITY SVCS RESEARCH & PLANNING DETENTION EXECUTIVE SERVICES Personal Services $ Totals: $ 6,471,966 441,335 895,438 1,100,659 45,736 308,257 9,263,391 - 283 - Supplies & Services $ $ 281,600 409,528 337,411 178,440 18,900 1,225,879 Capital Outlay Total Expenditures $ $ $ 54,800 146,250 201,050 6,753,566 905,663 1,232,849 1,425,349 45,736 327,157 $ 10,690,320 Revenue $ $ 32,600 32,600 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY AGENCY/OBJECT JUVENILE PROBATION Agency 270 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 620 INTERGOVERNMENTAL 650 MISCELLANEOUS REVENUE Subtotal $ 50,000 5,000 55,000 $ 50,000 5,000 55,000 $ 31,200 1,400 32,600 $ 31,200 1,400 32,600 $ (18,800) (3,600) (22,400) (0) -72% -41% Total Resources $ 55,000 $ 55,000 $ 32,600 $ 32,600 $ (22,400) -41% 8,063,232 $ 3,029 1,528,007 323,656 379,473 (176,764) 10,120,633 $ 7,905,609 $ 3,390 65,170 1,435,792 9,409,961 $ 8,123,638 $ (60,406) 50,430 (47,401) 30,000 (30,000) 1,624,028 (96,021) 360,548 (36,892) 26,000 (26,000) (774,489) 1,153,962 (176,764) 9,263,391 $ 857,242 -1% -1565% Subtotal $ 7,642,729 $ 3,029 1,489,977 767,209 (176,764) 9,726,180 $ SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 807 HEALTH CARE SERVICES 810 LEGAL 815 INSURANCE 820 RENT 825 REPAIRS AND MAINTENANCE 827 MATERIAL MGNT DISCRETIONARY 828 MOTOR POOL 829 FUEL 830 TELECOM DISCRETIONARY 843 TRANSPORTATION/SHIPPING 844 JUDICIAL TRAVEL 850 UTILITIES 860 MISCELLANEOUS EXPENSE 872 S S INTER-FUND CREDIT (NEG) 890 NON CAPITAL EQUIPMENT Subtotal $ 128,900 $ 1,000 498,200 100 5,000 500 60,500 140,900 700 5,700 26,000 60,000 141,000 10,000 1,000 46,900 (1,226,820) (100,420) $ 128,900 $ 1,000 498,200 100 5,000 500 60,500 140,900 700 5,700 26,000 60,000 141,000 10,000 1,000 46,900 (1,226,820) (100,420) $ 390,600 $ 700 435,400 800 5,600 1,000 60,000 164,600 900 100 32,000 60,000 146,500 2,500 45,400 (1,226,820) 119,280 $ 184,600 $ (55,700) 700 300 513,940 (15,740) 800 (700) 5,600 (600) 1,000 (500) 70,000 (9,500) 166,400 (25,500) 1,000 (300) 2,364 3,336 23,986 2,014 75,000 (15,000) 146,500 (5,500) 8,800 1,200 2,500 (1,500) 49,547 (2,647) (72,858) (1,153,962) 46,000 (46,000) 1,225,879 $ (1,326,299) -43% 30% -3% -700% -12% -100% -16% -18% -43% 59% 8% -25% -4% 12% -150% -6% -94% Subtotal $ 68,930 68,930 $ 68,930 68,930 $ 68,930 68,930 $ 201,050 201,050 $ (132,120) (132,120) -192% -192% Total Expenditures $ 9,694,690 $ 10,089,143 $ 9,598,171 $ 10,690,320 $ (601,177) -6% (9,639,690) $ (10,034,143) $ (9,565,571) $ (10,657,720) $ 623,577 6% 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) $ CAPITAL OUTLAY 920 EQUIPMENT Operating Balance (Rev. - Exp.) $ - 284 - -6% -11% 304% 0% 8% -1321% Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 JUVENILE PROBATION GRANTS Agency 271 Org Title Personal Services 2729 2739 2749 2759 2769 2779 2780 PROBATION SVCS $ ADMINISTRATION COMMUNITY SVCS JUVENILE INTENSIVE PROBATION SUPV GRANT RESEARCH & PLANNING DETENTION EXECUTIVE SERVICES Totals: $ 7,329,626 31,445 2,722,623 3,636,003 200,075 80,228 14,000,000 Supplies & Services $ $ 2,000,000 2,000,000 Capital Outlay Total Expenditures $ $ - $ 9,329,626 31,445 2,722,623 3,636,003 200,075 80,228 $ 16,000,000 Revenue $ 16,000,000 $ 16,000,000 EXPENDITURES AND REVENUES BY AGENCY/OBJECT JUVENILE PROBATION GRANTS Agency 271 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 615 GRANTS Subtotal $ 15,000,000 15,000,000 $ 15,560,121 15,560,121 $ 11,623,973 11,623,973 $ 16,000,000 16,000,000 $ 439,879 439,879 0 3% Total Resources $ 15,000,000 $ 15,560,121 $ 11,623,973 $ 16,000,000 $ 439,879 3% Subtotal $ 8,165,868 $ 1,671,510 2,629,173 30,000 12,496,551 $ 8,978,446 $ 311,094 21,532 1,714,718 360,803 1,391,075 30,000 12,807,668 $ 8,720,211 $ 1,608,668 10,328,879 $ 9,136,750 $ (158,304) 311,094 21,532 1,902,459 (187,741) 360,803 2,960,791 (1,569,716) 30,000 14,000,000 $ (1,192,332) -2% 100% 100% -11% 100% -113% 100% -9% $ Subtotal $ 2,503,449 $ 2,503,449 $ 2,752,453 $ 2,752,453 $ 1,295,094 $ 1,295,094 $ 2,000,000 $ 2,000,000 $ 752,453 752,453 27% 27% Total Expenditures $ 15,000,000 $ 15,560,121 $ 11,623,973 $ 16,000,000 $ (439,879) -3% 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 SUPPLIES & SERVICES 801 GENERAL SUPPLIES $ CAPITAL OUTLAY - 285 - Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 JUVENILE PROBATION SPECIAL FUNDING Agency 272 Personal Services Org Title 2729 2739 2749 2769 2779 2780 PROBATION SVCS ADMINISTRATION COMMUNITY SVCS RESEARCH & PLANNING DETENTION EXECUTIVE SERVICES $ Totals: $ Supplies & Services 521,746 357,216 84,929 101,200 81,961 41,479 1,188,531 $ 75,000 75,000 $ Capital Outlay Total Expenditures $ $ - $ $ 521,746 357,216 84,929 101,200 81,961 116,479 1,263,531 Revenue $ $ 1,658,000 1,658,000 EXPENDITURES AND REVENUES BY AGENCY/OBJECT JUVENILE PROBATION SPECIAL FUNDING Agency 272 FY 99-00 FINAL/ADOPTED RESOURCES Beginning Fund Balance FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED $ 820,930 $ 820,930 $ Subtotal $ 832,000 832,000 $ 832,000 832,000 $ 867,000 867,000 Total Resources $ 1,652,930 $ 1,652,930 $ $ 824,067 150,003 69,296 95,132 1,138,498 $ Subtotal $ 953,153 185,345 1,138,498 SUPPLIES & SERVICES 805 CONTRACTUAL SERVICES - EXTERNAL 825 REPAIRS AND MAINTENANCE 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 860 MISCELLANEOUS EXPENSE Subtotal $ 29,040 75,000 104,040 $ 1,242,538 $ REVENUE 635 FEES & CHARGES EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES $ $ - $ Variance % 798,000 $ (22,930) $ (0) $ 860,000 860,000 $ 28,000 28,000 0 3% 867,000 $ 1,658,000 $ 5,070 0% $ $ 734,953 136,676 26,538 898,167 $ 939,078 $ 185,036 21,753 42,664 1,188,531 $ 29,040 75,000 104,040 $ 7,000 1,000 26,000 36,041 9,693 200 79,934 $ 75,000 75,000 $ 978,101 $ 1,263,531 $ (20,993) -2% (111,101) $ (403,531) $ (7,007) -2% - $ 394,469 $ (115,011) (35,033) 47,543 52,468 (50,033) -14% -23% 69% 55% -4% 29,040 29,040 100% 0% 28% CAPITAL OUTLAY Total Expenditures $ Operating Balance (Rev. - Exp.) $ Ending Fund Balance (Resources - Exp.) $ 1,242,538 $ (410,538) $ (410,538) $ 410,392 410,392 $ - 286 - $ 15,923 4% Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 JUVENILE PROBATION VICTIM RESTITUTION PROGR Agency 274 Personal Services Org Title 2729 2739 2749 2769 2779 2780 PROBATION SVCS ADMINISTRATION COMMUNITY SVCS RESEARCH & PLANS DETENTION SVCS EXECUTIVE SERVICES $ Supplies & Services - Totals: $ $ 50,000 50,000 $ Capital Outlay Total Expenditures $ $ - $ Revenue 50,000 50,000 $ $ 50,000 50,000 $ EXPENDITURES AND REVENUES BY AGENCY/OBJECT JUVENILE PROBATION VICTIM RESTITUTION PROGR Agency 274 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 650 MISCELLANEOUS REVENUE Subtotal $ 50,000 50,000 $ 50,000 50,000 $ 30 30 $ 50,000 50,000 $ - 0% 0% Total Resources $ 50,000 $ 50,000 $ 30 $ 50,000 $ - 0% $ Subtotal $ - $ $ - $ - $ - $ $ 50,000 $ 50,000 $ (50,000) (50,000) Total Expenditures $ - $ - $ - $ 50,000 $ (50,000) Operating Balance (Rev. - Exp.) $ 50,000 $ 50,000 $ 30 $ EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES 801 GENERAL SUPPLIES CAPITAL OUTLAY - $ 50,000 100% TOTAL BUDGET BY PROGRAM FY 2000-01 JUVENILE PROBATION DIVERSION FEES Agency 275 Org Title 2729 2739 2749 2769 2779 2780 PROBATION SERVICES ADMINISTRATION COMMUNITY SVCS RESEARCH & PLANS DETENTION SVCS EXECUTIVE SERVICES Personal Services $ Totals: $ 393,300 393,300 - 287 - Supplies & Services $ $ - Capital Outlay Total Expenditures $ $ $ - $ 393,300 393,300 Revenue $ $ 471,000 471,000 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY AGENCY/OBJECT JUVENILE PROBATION DIVERSION FEES Agency 275 FY 99-00 FINAL/ADOPTED RESOURCES Beginning Fund Balance FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % $ 101,199 $ 101,199 $ - $ 281,000 $ 179,801 Subtotal $ 180,000 180,000 $ 180,000 180,000 $ 190,000 190,000 $ 190,000 190,000 $ 10,000 10,000 0 6% Total Resources $ 281,199 $ 281,199 $ 190,000 $ 471,000 $ 189,801 67% 133,554 $ 25,787 54,630 80,588 294,559 $ 93,308 18,901 112,209 $ 306,634 $ 16,289 64,007 3,250 3,120 393,300 $ (173,080) (16,289) (38,220) 51,380 77,468 (98,741) -130% Subtotal $ 246,571 $ 47,988 294,559 $ SUPPLIES & SERVICES 805 CONTRACTUAL SERVICES - EXTERNAL 829 FUEL 843 TRANSPORTATION/SHIPPING 860 MISCELLANEOUS EXPENSE Subtotal $ 30,000 9,200 39,200 $ 30,000 9,200 39,200 $ 62,000 2,000 100 64,100 100% 100% Subtotal $ 57,218 57,218 $ 57,218 57,218 $ 100% 100% Total Expenditures $ 390,977 $ 390,977 $ REVENUE 635 FEES & CHARGES EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES $ CAPITAL OUTLAY 930 TRANSPORTATION Operating Balance (Rev. - Exp.) $ (210,977) $ (210,977) $ Ending Fund Balance (Resources - Exp.) $ (109,778) $ (109,778) $ $ $ 2 -148% 94% 96% -34% $ - $ 30,000 9,200 39,200 57,000 57,000 $ - $ 57,218 57,218 233,309 $ 393,300 $ (2,323) -1% (43,309) $ (203,300) $ (7,677) -4% 77,700 $ (187,478) 171% - $ 100% TOTAL BUDGET BY PROGRAM FY 2000-01 JUVENILE PROBATION DETENTION FUND Agency 276 Org Title 2729 2739 2749 2769 2779 2780 PROBATION SERVICES ADMINISTRATION COMMUNITY SERVICES RESEARCH & PLANNING DETENTION SERVICES EXECUTIVE SERVICES Personal Services $ 37,435 45,274 10,779,601 2,967 Totals: $ 10,865,277 - 288 - Supplies & Services $ $ 960 1,289,741 1,290,701 Capital Outlay Total Expenditures $ $ $ 146,250 146,250 37,435 45,274 147,210 12,069,342 2,967 $ 12,302,228 Revenue $ $ - Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY AGENCY/OBJECT JUVENILE PROBATION DETENTION FUND Agency 276 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES 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) $ 6,129,436 $ 881,500 445,418 1,543,628 988,678 (328,276) 9,660,384 $ 6,839,421 $ 881,500 432,646 1,520,672 314,421 (328,276) 9,660,384 $ 6,575,734 826,985 593,108 1,423,875 9,419,702 $ $ 798,835 $ 289,198 36,000 6,400 3,991 3,470 4,600 9,752 847,346 1,999,592 $ 929,100 4,000 166,600 1,000 1,100 14,000 100 5,000 6,000 1,000 3,000 6,000 1,226,819 2,363,719 $ $ 798,835 291,989 36,000 6,400 1,200 3,470 4,600 9,752 1,226,819 2,379,065 Subtotal $ 20,200 18,500 5,912 44,612 $ 38,700 5,912 44,612 $ Total Expenditures $ 12,084,061 $ Operating Balance (Rev. - Exp.) $ (12,084,061) $ Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 807 HEALTH CARE SERVICES 810 LEGAL 825 REPAIRS AND MAINTENANCE 827 MATERIAL MGNT DISCRETIONARY 829 FUEL 830 TELECOM DISCRETIONARY 838 TELECOM WIRELESS SYSTEMS 842 EDUCATION 843 TRANSPORTATION/SHIPPING 844 JUDICIAL TRAVEL 845 SUPPORT AND CARE OF PERSONS 850 UTILITIES 860 MISCELLANEOUS EXPENSE 873 S S INTER-FUND CHARGES 890 NON CAPITAL EQUIPMENT Subtotal $ $ CAPITAL OUTLAY 920 EQUIPMENT 930 TRANSPORTATION 940 OTHER CAPITAL OUTLAY $ 11,704,588 $ (11,704,588) $ - 289 - 7,021,851 $ 881,500 432,646 1,679,595 372,272 31,200 774,489 (328,276) 10,865,277 $ (182,430) (158,923) (57,851) (31,200) (774,489) (1,204,893) -3% 0% 0% -10% -18% (16,348) (6,400) (44,762) 35,000 (1,200) (12,600) (100) 3,991 3,470 (1,700) (6,000) (4,700) (5,000) (1,000) (3,000) 5,052 774,488 (10,300) 708,891 -2% $ 815,183 $ 6,400 333,960 1,000 1,200 19,000 100 1,700 6,000 9,300 5,000 1,000 3,000 4,700 72,858 10,300 1,290,701 $ 12,040 38,600 50,640 $ 146,250 146,250 $ (146,250) 38,700 5,912 (101,638) 100% 100% -228% 11,834,061 $ 12,302,228 $ (597,640) -5% (11,834,061) $ (12,302,228) $ 597,640 5% $ 0% -12% -15% 97% -197% 100% 100% -102% 52% 91% 35% Maricopa County FY 2000-01 Annual Business Strategies Superior Court (38) Elected Superior Court Judges Honorable Colin Campbell Presiding Judge Appointed Court Administration Gordon M. Griller Court Administrator Judicial Department Presiding Judges Judges / Commissioners * Criminal * Juvenile * Family Court * Civil * 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 * Arbitration *Case Management Mission The mission of Superior Court of Arizona in Maricopa County is to fulfill all purposes of court, by providing: + Public access to the justice system + Public forums and processes for just resolution of legal disputes + Timely, efficient and effective individual justice court cases Program Goals + + + + + + + + Provide fair, speedy justice while reducing delay Improve public trust and ensure public safety through deterrence of criminal behavior Improve public access to court services and information Protect children and families through quality family/juvenile court programs and services Enhance public understanding of issues facing courts today Enhance citizen participation in the justice process Evaluate and enhance court processes through a commitment to innovation Provide thorough, accurate and timely information for informed judicial-decision making 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. - 290 - Maricopa County FY 2000-01 Annual Business Strategies Performance Measures Performance Measures Civil Case Fillings Criminal Case Filings Domestic Relations Case Filings Probate & Mental Health Case Filings Juvenile Case Filings Tax Court Case Filings FY 98 Actual FY 99 Actual FY 00 Estimated FY 01 Projected 31,158 32,817 33,000 24,739 24,372 28,500 30,962 29,984 31,000 6,403 7,965 6,500 18,610 16,515 18,750 1,893 1,319 2,000 - DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE GENERAL FUND SPECIAL REVENUE TOTAL FUNDS $ $ Personal Services 32,109,586 5,985,951 38,095,537 $ $ SUPERIOR COURT Department 38 Supplies & Services 7,166,124 $ 2,536,920 9,703,044 $ - 291 - Capital Outlay 515,000 515,000 Total Expenses $ 39,275,710 9,037,871 $ 48,313,581 Total Revenue $ 260,000 9,037,871 $ 9,297,871 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT SUPERIOR COURT Department 38 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 615 GRANTS 620 INTERGOVERNMENTAL 635 FEES & CHARGES 650 MISCELLANEOUS REVENUE Subtotal $ 1,770,881 1,424,139 5,214,717 203,500 8,613,237 $ 2,179,077 1,250,579 5,214,717 377,060 9,021,433 Total Resources $ 8,613,237 $ 9,021,433 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) 796 P S INTER-FUND CHARGES 797 PERSONNEL SAVINGS (NEG) $ $ 2,179,077 1,250,579 5,214,717 377,060 9,021,433 $ 2,463,867 1,327,186 5,206,187 300,631 9,297,871 $ 284,790 76,607 (8,530) (76,429) 276,438 13% 6% 0% -20% 3% $ 9,021,433 $ 9,297,871 $ 276,438 30,872,595 $ 92,709 265,886 4,850,742 212,823 798,383 (574,665) 640,106 (788,865) 36,369,714 $ 29,156,404 $ 103,375 406,746 4,587,205 39,846 826,952 (574,665) 574,665 35,120,528 $ 31,236,668 $ 67,000 205,000 5,416,444 1,318,528 1,139,987 (719,126) 719,126 (1,288,090) 38,095,537 $ (364,073) 25,709 60,886 (565,702) (1,105,705) (341,604) 144,461 (79,020) 499,225 (1,725,823) -1% 28% 23% -12% -520% -43% 25% -12% 63% -5% $ 1,315,675 $ 556,459 235,898 4,161,305 219 751,119 472,141 50,100 21,579 167,042 60,151 61,852 75,532 64,701 21,000 1,230,266 9,245,039 $ 1,219,838 $ 892,600 318,630 3,889,800 792,920 900,056 37,000 15,000 150,000 65,000 62,500 66,500 62,200 22,000 1,209,000 9,703,044 $ (240,003) (80,757) 12,499 (15,000) 219 (50,570) (433,804) (16,760) (3,672) 1,328 3,227 (10,740) (2,265) 18,514 21,238 (1,000) 35,718 (761,828) -24% -10% 4% 0% 100% -7% -93% -83% -32% 100% 2% -20% -4% 22% 25% -5% 3% -9% 40,000 475,000 515,000 $ 195,080 195,080 0% 29% 3% Subtotal $ 30,154,528 $ 494,400 268,860 4,854,859 924,092 (574,665) 574,665 (788,865) 35,907,874 $ SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 807 HEALTH CARE SERVICES 810 LEGAL 815 INSURANCE 820 RENT 825 REPAIRS AND MAINTENANCE 827 MATERIAL MGNT DISCRETIONARY 828 MOTOR POOL 829 FUEL 830 TELECOM DISCRETIONARY 840 ELECTED OFFICIAL TRAVEL 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 850 UTILITIES 860 MISCELLANEOUS EXPENSE Subtotal $ 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 $ 979,835 811,843 331,129 3,874,800 219 742,350 466,252 20,240 11,328 1,328 153,227 54,260 60,235 85,014 83,438 21,000 1,244,718 8,941,216 Subtotal $ 40,000 637,500 677,500 $ 40,000 670,080 710,080 $ 40,000 667,615 707,615 $ Total Expenditures $ 45,495,654 $ 46,021,010 $ 45,073,182 $ 48,313,581 $ (2,292,571) -5% Operating Balance (Rev. - Exp.) $ (36,882,417) $ (36,999,577) $ (36,051,749) $ (39,015,710) $ (2,016,133) -5% CAPITAL OUTLAY 915 BUILDINGS AND IMPROVEMENTS 920 EQUIPMENT 940 OTHER CAPITAL OUTLAY - 292 - $ 27% Maricopa County FY 2000-01 Annual Business Strategies POSITION DISTRIBUTION Dept 38 SUPERIOR COURT WORKING TITLE ACCOUNTANT I ACCOUNTANT III 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 CHIEF DEPUTY COURT ADMIN. COLLECTOR COMPUTER CENTER DIRECTOR COMPUTER OPERATIONS SPVR CONCILIATN SRVCS DIR COURT COMMISSIONER COURT CONCILIATOR II COURT CONCILIATOR III COURT CONCILIATOR IV COURT CONCILIATOR V COURT HEARING OFFICER COURT HR DIRECTOR 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 SPECIALIST COURT TRANSLATOR II FACILITIES PROJ COORD I GRAPHICS EQUIPMNT TECHI HUMAN RESRCES SEN. ANALYST INFORMATION SVCS ADM-JDCL INFORMATION SYSTEMS ANALYST INFORMATION SYSTEMS CNSLT INFORMTN TCHNLGY CNSLT II INTEGRATD SYS DSGN ANL I JUDICIAL ADMINISTRATOR I JUDICIAL ADMINISTRATR III JUDICIAL ASSISTANT I JUDICIAL ASSISTANT II JUDICIAL SRVCS ADMIN II JUDICIAL SRVCS ADMIN III JUDICIAL SRVCS ADMIN IV JUDICIAL SRVCS ADMIN V LAW LIBRARIAN II - 293 - FTE 2.0 1.0 12.0 2.0 7.0 14.0 15.0 10.0 5.0 92.5 1.0 1.0 1.0 1.0 3.0 1.0 1.0 1.0 28.2 2.0 13.0 11.0 4.0 1.0 1.0 3.0 112.5 30.5 8.0 1.0 7.0 10.0 4.0 73.0 3.0 3.0 1.0 1.0 4.0 3.0 1.0 3.0 1.0 3.0 2.0 1.0 1.0 7.0 111.0 4.0 12.0 4.0 5.0 4.0 Maricopa County FY 2000-01 Annual Business Strategies 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 INTGRTD SYS DSGN ANL LEAD PROGRAMMER-ANALYST LEAD SYSTEMS ADMINISTRATOR MANAGEMENT ANALYST IV OFFICE SUPERVISOR I PRETRIAL SERVICES ADMIN PRETRIAL SRVCS OFFCR I PRETRIAL SRVCS OFFCR III PRETRIAL SRVCS OFFCR IV PRETRIAL SRVCS OFFCR V PRODUCTION CONTROL ANLYST PROJECT MANAGER REFERENCE LIBRARIAN SECURITY GUARD SECURITY GUARD I SECURITY MANAGER SENIOR LAW RESEARCHER SENIOR PROGRAMMER-ANALYST SENIOR SYSTEMS PROGRAMMER SERVICE WORKER IV SUPERIOR COURT ADMNSTRTR SUPERIOR COURT DPTY ADMIN SUPERIOR COURT JUDGE TRADES GENERALIST 1.0 2.0 1.0 1.0 2.0 3.0 6.0 5.0 1.0 1.0 3.0 1.0 1.0 1.0 1.0 6.0 28.0 7.0 3.0 2.0 4.0 1.0 15.5 65.0 1.0 2.0 1.0 2.0 1.0 1.0 3.0 83.0 1.0 910.2 Total TOTAL BUDGET BY PROGRAM FY 2000-01 SUPERIOR COURT CHILDREN'S ISS EDUC Agency 38A Org 3882 3883 3885 Title STAFF AND OPERATING COSTS $ PROFESSIONAL SERVICES CUSTODY AND VISITATION PROGRAM Totals: $ Personal Services - - 294 - Supplies & Services $ $ 20,000 20,000 Capital Outlay Total Expenditures $ $ $ - $ 20,000 20,000 Revenue $ $ 20,000 20,000 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY AGENCY/OBJECT SUPERIOR COURT CHILDREN'S ISS EDUC Agency 38A FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 635 FEES & CHARGES Subtotal $ 20,000 20,000 $ 20,000 20,000 $ 20,000 20,000 $ 20,000 20,000 $ - 0% Total Resources $ 20,000 $ 20,000 $ 20,000 $ 20,000 $ - 0% SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 860 MISCELLANEOUS EXPENSE Subtotal $ 2,500 15,000 2,500 20,000 $ 2,500 15,000 2,500 20,000 $ $ 2,500 $ 15,000 2,500 20,000 $ $ 2,500 $ 15,000 2,500 20,000 $ - 0% 0% 0% 0% 20,000 $ 20,000 $ 20,000 $ 20,000 $ - 0% EXPENDITURES PERSONAL SERVICES CAPITAL OUTLAY Total Expenditures $ TOTAL BUDGET BY PROGRAM FY 2000-01 SUPERIOR COURT DOM REL MEDIATION/EDUC Agency 38B Org 3882 3883 3885 3895 Title STAFF AND OPERATING COSTS $ PROFESSIONAL SERVICES CUSTODY AND VISITATION PROGRAM LIBRARY BOOK FUND Totals: $ Personal Services 243,318 243,318 - 295 - Supplies & Services $ $ 10,000 10,000 Capital Outlay Total Expenditures $ $ $ - $ 253,318 253,318 Revenue $ $ 253,318 253,318 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY AGENCY/OBJECT SUPERIOR COURT DOM REL MEDIATION/EDUC Agency 38B FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 635 FEES & CHARGES Subtotal $ 253,798 253,798 $ 253,798 253,798 $ 253,798 253,798 $ 253,318 253,318 $ (480) (480) (0) 0% Total Resources $ 253,798 $ 253,798 $ 253,798 $ 253,318 $ (480) 0% $ 134,694 $ 24,750 84,354 243,798 $ 134,694 24,750 84,354 243,798 $ $ 81,266 $ 14,591 3,000 144,461 243,318 $ 53,428 10,159 81,354 (144,461) 480 40% Subtotal $ 191,239 15,000 37,559 243,798 $ Subtotal $ 10,000 10,000 $ $ 10,000 10,000 $ $ 10,000 10,000 $ $ 10,000 $ 10,000 $ - 0% 0% Total Expenditures $ 253,798 $ 253,798 $ 253,798 $ 253,318 $ 480 0% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 796 P S INTER-FUND CHARGES SUPPLIES & SERVICES 801 GENERAL SUPPLIES $ $ 41% 96% 0% CAPITAL OUTLAY TOTAL BUDGET BY PROGRAM FY 2000-01 SUPERIOR COURT LAW LIBRARY FUND Agency 38C Org Title 3894 3895 3896 PUBLIC SERVICES LIBRARY BOOK FUND PRO PER LITIGANT SERVICES Personal Services $ Totals: $ - - 296 - Supplies & Services $ $ 800,000 800,000 Capital Outlay Total Expenditures $ $ $ - $ 800,000 800,000 Revenue $ $ 800,000 800,000 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY AGENCY/OBJECT SUPERIOR COURT LAW LIBRARY FUND Agency 38C FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 635 FEES & CHARGES Subtotal $ 800,000 800,000 $ 800,000 800,000 $ 800,000 800,000 $ 800,000 800,000 $ - 0% Total Resources $ 800,000 $ 800,000 $ 800,000 $ 800,000 $ - 0% Subtotal $ 800,000 800,000 $ 800,000 800,000 $ 800,000 800,000 $ 800,000 800,000 $ - 0% 0% Total Expenditures $ 800,000 $ 800,000 $ 800,000 $ 800,000 $ - 0% EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES 860 MISCELLANEOUS EXPENSE CAPITAL OUTLAY TOTAL BUDGET BY PROGRAM FY 2000-01 SUPERIOR COURT FILL THE GAP Agency 38D Org 3851 3862 3872 Personal Services Title JUDGES STAFF CASE PROCESSING SPECIAL FUNDING FOR JIS $ Totals: 599,688 147,052 66,838 $813,578 - 297 - Supplies & Services $ $0 Capital Outlay Total Expenditures $ $ 50,000 $50,000 649,688 147,052 66,838 $863,578 Revenue $ 649,688 147,052 66,838 $863,578 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY AGENCY/OBJECT SUPERIOR COURT FILL THE GAP Agency 38D FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 615 GRANTS Subtotal $ - $ 408,196 408,196 $ 408,196 408,196 $ 863,578 863,578 $ 455,382 455,382 1 112% Total Resources $ - $ 408,196 $ 408,196 $ 863,578 $ 455,382 112% 183,771 $ 36,249 127,796 347,816 $ 149,073 28,492 170,251 347,816 $ Subtotal $ - $ - $ $ 509,476 $ 104,102 200,000 813,578 $ (325,705) (67,853) (72,204) (465,762) -177% -187% -56% -134% Subtotal $ - $ 60,380 60,380 $ 60,380 60,380 $ 50,000 50,000 $ 10,380 10,380 Total Expenditures $ - $ 408,196 $ 408,196 $ 863,578 $ (455,382) EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES $ SUPPLIES & SERVICES CAPITAL OUTLAY 920 EQUIPMENT - 298 - 17% 17% -112% Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 SUPERIOR COURT Agency 380 Org Title 3821 3822 3823 3824 3825 3826 3827 3828 3829 3831 3832 3833 3834 3835 3837 3841 3842 3843 3844 3845 3847 3848 3849 3851 3852 3853 3854 3855 3856 3857 3858 3859 3861 3862 3863 3864 3865 3866 3867 3868 3869 3871 3873 3874 3875 3876 3877 3878 3879 3881 3891 3892 3893 3894 3895 3896 JUDICIAL DIVISIONS ADMINISTRATION CASE PROCESSING - DURANGO CASE PROCESSING - SEF DETENTION DIVISION AUTOMATION DIVISION INITIAL APPEARANCE COURT SECURITY COUNTY SERVICES JUDGES' SALARIES & ERE COMMISSIONERS' SALARIES & ERE COMMISSIONER SALARY/ERE(IV-D) COMMISSIONERS - JUVENILE COURT COMMISSIONERS(PROBATE FUND) RETIRED JUDGES JUDGES' STAFF (SE) COMMISSIONERS' STAFF (SE) CASE-RELATED OPERATIONS (SE) SECURITY (SE) ADMINISTRATION (SE) LAW LIBRARY (SE) JURY COMMISSION (SE) COUNTY SERVICES JUDGES' STAFF COMMISSIONERS' STAFF FAMILY LAW REFEREE PRO TEMPORE STAFF SUPPLEMENTAL STAFF SPECIAL DIVISION STAFF VISITING JUDGES INITIAL APPEARANCE COURT SPECIAL DR DIVISIONS ADMINISTRATION CASE PROCESSING SECURITY JURY COMMISSION PRE-TRIAL SERVICES INTERPRETERS SUPPLY & FACILITIES COPY CENTER OPERATIONS COUNTY SERVICES ADMINISTRATION TECHNICAL SUPPORT APPLICATIONS OPERATIONS USER SUPPORT COUNTY SERVICES ACS COSTS ACS PERSONNEL COUNTY FUNDED STAFF STAFF AND OPERATING COSTS ON-CALL STAFF COUNTY SERVICES PUBLIC SERVICES LIBRARY BOOK FUND PRO PER LITIGANT SERVICES Personal Services $ 208,547 $ 801,981 69,121 5,188,641 1,833,034 112,156 847,992 319,306 362,365 28,225 8,240,254 545,982 (16,786) 621,560 2,387,690 4,258,192 1,082,483 394,829 2,063,289 1,006,258 399,244 123,855 (1,144,164) 305,370 519,611 610,736 276,844 662,971 Totals: $ 32,109,586 $ - 299 - Supplies & Services 179,000 9 16,500 410,000 94,000 1,000 84,000 1,248,630 2,975 2,238,000 391,000 174,000 482,854 110,000 180,000 1,322,656 25,000 206,500 7,166,124 Capital Outlay Total Expenditures $ $ $ - 208,547 $ 980,981 69,121 5,188,650 1,833,034 112,156 847,992 335,806 362,365 438,225 8,334,254 545,982 (16,786) 621,560 1,000 2,471,690 5,506,822 1,085,458 2,632,829 2,454,289 1,180,258 882,098 233,855 (964,164) 1,628,026 519,611 610,736 25,000 276,844 869,471 $ 39,275,710 $ Revenue 260,000 260,000 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY AGENCY/OBJECT SUPERIOR COURT Agency 380 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 635 FEES & CHARGES Subtotal $ 260,000 260,000 $ 260,000 260,000 $ 260,000 260,000 $ 260,000 260,000 $ - 0% Total Resources $ 260,000 $ 260,000 $ 260,000 $ 260,000 $ - 0% 25,726,972 $ 75,666 330,593 3,911,376 (574,665) 29,469,942 $ 27,692,597 $ 67,000 190,000 4,676,172 1,281,161 65,411 (574,665) (1,288,090) 32,109,586 $ (270,185) (2,000) (5,532) (506,176) (1,105,820) (65,411) 65,441 499,225 (1,390,458) -1% -3% -3% -12% -631% 1,115,838 $ 670,600 318,630 3,659,500 304,500 488,556 37,000 15,000 150,000 60,000 36,500 40,500 23,500 21,000 225,000 7,166,124 $ (389,251) (81,259) (15,000) 219 (41,401) (135,804) (16,760) (3,672) 1,328 3,227 (10,740) (12,265) 3,265 21,487 (1,000) 28,218 (649,408) -54% -14% 0% 0% 100% -16% -38% -83% -32% 100% 2% -22% -51% 7% 48% -5% 11% -10% 29,700 29,700 100% 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) 796 P S INTER-FUND CHARGES 797 PERSONNEL SAVINGS (NEG) $ Subtotal $ SUPPLIES & SERVICES 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES - EXTERNAL 807 HEALTH CARE SERVICES 810 LEGAL 815 INSURANCE 820 RENT 825 REPAIRS AND MAINTENANCE 827 MATERIAL MGNT DISCRETIONARY 828 MOTOR POOL 829 FUEL 830 TELECOM DISCRETIONARY 840 ELECTED OFFICIAL TRAVEL 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 850 UTILITIES 860 MISCELLANEOUS EXPENSE Subtotal $ 26,602,489 $ 172,400 188,860 4,157,885 847,000 (574,665) (788,865) 30,605,104 $ $ 726,587 589,341 318,630 3,644,500 219 263,099 352,752 20,240 11,328 1,328 153,227 49,260 24,235 43,765 44,987 20,000 253,218 6,516,716 Subtotal $ 27,500 27,500 Total Expenditures $ 37,148,384 CAPITAL OUTLAY 920 EQUIPMENT 940 OTHER CAPITAL OUTLAY Operating Balance (Rev. - Exp.) $ 726,587 589,341 318,630 3,644,500 219 263,400 354,651 20,240 10,000 152,747 49,260 24,235 43,765 44,987 20,000 253,218 6,515,780 $ 27,422,412 $ 65,000 184,468 4,169,996 175,341 (574,665) 65,441 (788,865) 30,719,128 $ $ 1,062,427 333,957 223,399 3,931,005 219 271,868 358,641 50,100 21,579 167,042 55,151 25,852 34,283 26,250 20,000 238,766 6,820,539 $ 29,700 29,700 $ 27,235 27,235 $ $ 37,265,544 $ 36,317,716 $ 39,275,710 $ (2,010,166) -5% (36,057,716) $ (39,015,710) $ 2,010,166 5% (36,888,384) $ $ (37,005,544) $ - 300 - $ 0% 100% 63% -5% $ - $ 100% Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 SUPERIOR COURT GRANTS Agency 381 Personal Services Org Title 3812 3813 3815 3816 3818 3822 3872 CASE OPERATIONS GRANTS CASE PROCESSING ASSISTANCE CRIMINAL JUSTICE ENHANCEMENT MISCELLANEOUS GRANTS & FUNDS SJI GRANTS ADMINISTRATION SPECIAL FUNDING FOR JIS $ Totals: $ Supplies & Services 367,463 417,155 98,432 195,000 195,319 1,273,369 $ $ 56,500 97,500 20,000 70,000 32,920 276,920 Capital Outlay Total Expenditures $ $ $ 50,000 50,000 $ 423,963 514,655 118,432 315,000 228,239 1,600,289 Revenue $ 423,963 514,655 118,432 315,000 228,239 1,600,289 $ EXPENDITURES AND REVENUES BY AGENCY/OBJECT SUPERIOR COURT GRANTS Agency 381 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 615 GRANTS Subtotal $ 1,770,881 1,770,881 $ 1,770,881 1,770,881 $ 1,770,881 1,770,881 $ 1,600,289 1,600,289 $ (170,592) (170,592) (0) -10% Total Resources $ 1,770,881 $ 1,770,881 $ 1,770,881 $ 1,600,289 $ (170,592) -10% 1,039,557 $ 27,709 54,639 202,049 21,040 71,387 1,416,381 $ 1,062,595 27,709 44,064 207,187 34,380 40,446 1,416,381 $ Subtotal $ 979,136 $ 180,000 35,000 184,245 38,000 1,416,381 $ 877,801 $ 175,568 25,000 195,000 1,273,369 $ 161,756 27,709 54,639 26,481 (3,960) (123,613) 143,012 16% 100% 100% 13% -19% -173% 10% SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 807 HEALTH CARE SERVICES 810 LEGAL 820 RENT 825 REPAIRS AND MAINTENANCE 842 EDUCATION 843 TRANSPORTATION/SHIPPING 860 MISCELLANEOUS EXPENSE Subtotal $ 45,000 $ 76,000 50,000 75,000 2,500 1,000 10,000 15,000 274,500 $ 18,748 $ 98,502 12,499 96,300 48,751 2,500 249 11,951 15,000 304,500 $ 18,748 98,502 12,499 96,300 48,751 2,500 249 11,951 15,000 304,500 $ $ 10,000 $ 108,000 96,300 32,920 2,500 12,200 15,000 276,920 $ 8,748 (9,498) 12,499 15,831 249 (249) 27,580 47% -10% 100% 0% 32% 0% 100% -2% 0% 9% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES $ CAPITAL OUTLAY 920 EQUIPMENT $ Subtotal $ 80,000 80,000 $ 50,000 50,000 $ 50,000 50,000 $ 50,000 50,000 $ - 0% 0% Total Expenditures $ 1,770,881 $ 1,770,881 $ 1,770,881 $ 1,600,289 $ 170,592 10% - 301 - Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 SUPERIOR COURT JCEF Agency 382 Personal Services Org Title 3814 3816 3822 3861 3862 3872 COLLECTION ENHANCEMENT MISCELLANEOUS GRANTS & FUNDS ADMINISTRATION ADMINISTRATION CASE PROCESSING SPECIAL FUNDING FOR JIS $ Totals: $ Supplies & Services 191,208 191,208 $ $ 450,000 450,000 Capital Outlay Total Expenditures $ $ $ 250,000 250,000 $ 191,208 700,000 891,208 Revenue $ $ 191,208 700,000 891,208 EXPENDITURES AND REVENUES BY AGENCY/OBJECT SUPERIOR COURT JCEF Agency 382 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 635 FEES & CHARGES Subtotal $ 892,331 892,331 $ 892,331 892,331 $ 892,331 892,331 $ 891,208 891,208 $ (1,123) (1,123) (0) 0% Total Resources $ 892,331 $ 892,331 $ 892,331 $ 891,208 $ (1,123) 0% 67,722 $ 9,925 114,684 192,331 $ 67,722 $ 9,925 114,684 192,331 $ - $ 191,208 191,208 $ 67,722 9,925 (76,524) 1,123 100% Subtotal $ 164,578 $ 2,000 25,753 192,331 $ Subtotal $ 400,000 400,000 $ 400,000 400,000 $ 400,000 400,000 $ 450,000 450,000 $ (50,000) (50,000) -13% -13% Subtotal $ 300,000 300,000 $ 300,000 300,000 $ 300,000 300,000 $ 250,000 250,000 $ 50,000 50,000 17% 17% Total Expenditures $ 892,331 $ 892,331 $ 892,331 $ 891,208 $ 1,123 0% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES $ SUPPLIES & SERVICES 820 RENT CAPITAL OUTLAY 920 EQUIPMENT - 302 - 100% -67% 1% Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 SUPERIOR COURT PROBATE FUND Agency 383 Personal Services Org Title 3817 3835 3852 3861 3862 3872 PROBATE FUND PROGRAMS COMMISIONERS (PROBATE FUND) COMMISSIONER'S STAFF ADMINISTRATION CASE PROCESSING SPECIAL FUNDING FOR JIS $ Totals: $ Supplies & Services 576,578 576,578 $ $ 14,000 38,000 52,000 Capital Outlay Total Expenditures $ $ - $ $ 14,000 614,578 628,578 Revenue $ 14,000 614,578 628,578 $ EXPENDITURES AND REVENUES BY AGENCY/OBJECT SUPERIOR COURT PROBATE FUND Agency 383 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 635 FEES & CHARGES Subtotal $ 634,689 634,689 $ 634,689 634,689 $ 634,689 634,689 $ 628,578 628,578 $ (6,111) (6,111) (0) -1% Total Resources $ 634,689 $ 634,689 $ 634,689 $ 628,578 $ (6,111) -1% $ 285,875 $ 17,411 61,323 1,123 195,990 561,722 $ 292,645 9,916 62,048 1,123 195,990 561,722 $ 274,227 $ 15,000 64,098 10,000 213,253 576,578 $ 11,648 2,411 (2,775) (8,877) (17,263) (14,856) 4% Subtotal $ 446,318 10,000 20,000 79,404 6,000 561,722 SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 810 LEGAL 825 REPAIRS AND MAINTENANCE 842 EDUCATION 843 TRANSPORTATION/SHIPPING 850 UTILITIES 860 MISCELLANEOUS EXPENSE Subtotal $ 11,000 11,500 1,000 1,000 1,000 20,000 1,000 5,500 52,000 $ $ $ 11,000 11,500 1,000 1,000 1,000 20,000 1,000 5,500 52,000 EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES $ CAPITAL OUTLAY 920 EQUIPMENT $ $ 11,000 11,500 1,000 1,000 1,000 20,000 1,000 5,500 52,000 $ $ $ Subtotal $ 15,000 15,000 $ 15,000 15,000 $ 15,000 15,000 $ Total Expenditures $ 628,722 $ 628,722 $ 628,722 $ Operating Balance (Rev. - Exp.) $ 5,967 $ 5,967 $ 5,967 $ - 303 - 11,000 $ 11,500 1,000 1,000 1,000 20,000 1,000 5,500 52,000 $ 14% -5% -790% -9% -3% - 0% 0% 0% 0% 0% 0% 0% 0% 0% $ 15,000 15,000 100% 100% 628,578 $ 144 0% 5,967 100% - - $ Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 SUPERIOR COURT CONCILIATION Agency 384 Personal Services Org Title 3846 3861 3862 3872 3882 3883 3884 3885 3886 3887 3888 3889 CONCILIATION SERVICES (SE) $ ADMINISTRATION CASE PROCESSING SPECIAL FUNDING FOR JIS STAFF AND OPERATING COSTS PROFESSIONAL SERVICES EXPEDITED SERVICES CUSTODY AND VISITATION PROGRAM JUVENILE COURT SERVICES JUSTICE COURT SERVICES STATE AGENCY PROGRAMS COUNTY SERVICES Totals: $ Supplies & Services 226,125 953,674 1,179,799 $ $ 3,500 82,500 86,000 Capital Outlay Total Expenditures $ $ $ 50,000 50,000 $ 229,625 1,086,174 1,315,799 Revenue $ $ 229,625 1,086,174 1,315,799 EXPENDITURES AND REVENUES BY AGENCY/OBJECT SUPERIOR COURT CONCILIATION Agency 384 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 635 FEES & CHARGES Subtotal $ 1,314,434 1,314,434 $ 1,314,434 1,314,434 $ 1,314,434 1,314,434 $ 1,315,799 1,315,799 $ 1,365 1,365 0 0% Total Resources $ 1,314,434 $ 1,314,434 $ 1,314,434 $ 1,315,799 $ 1,365 0% 916,039 $ 60,000 179,303 23,092 1,178,434 $ 986,117 $ 9,311 183,006 1,178,434 $ 985,679 $ 9,836 182,919 1,178,434 $ 1,064,045 $ 210,328 49,887 (144,461) 1,179,799 $ (77,928) 9,311 (27,322) (49,887) 144,461 (1,365) -8% 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 & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 810 LEGAL 820 RENT 825 REPAIRS AND MAINTENANCE 840 ELECTED OFFICIAL TRAVEL 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 860 MISCELLANEOUS EXPENSE Subtotal $ CAPITAL OUTLAY 920 EQUIPMENT 16,000 32,500 3,000 5,500 2,000 5,000 6,000 10,000 1,000 5,000 86,000 $ $ 16,000 $ 32,500 3,000 5,500 2,000 5,000 6,000 10,000 1,000 5,000 86,000 $ 16,000 32,500 3,000 5,500 2,000 5,000 6,000 10,000 1,000 5,000 86,000 $ 0% $ 16,000 $ 32,500 3,000 5,500 2,000 5,000 6,000 10,000 1,000 5,000 86,000 $ - 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% - 0% 0% Subtotal $ 50,000 50,000 $ 50,000 50,000 $ 50,000 50,000 $ 50,000 50,000 $ Total Expenditures $ 1,314,434 $ 1,314,434 $ 1,314,434 $ 1,315,799 $ - 304 - 100% -15% (1,365) 0% Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 SUPERIOR COURT JIS OPERATIONS Agency 385 Personal Services Org Title 3871 3872 3873 3874 3875 3876 3877 3878 3879 ADMINISTRATION SPECIAL FUNDING FOR JIS TECHNICAL SUPPORT APPLICATIONS OPERATIONS USER SUPPORT COUNTY SERVICES ACS COSTS ACS PERSONNEL $ Totals: $ Supplies & Services 255,485 105,784 148,515 509,784 $ $ 397,500 397,500 Capital Outlay Total Expenditures $ $ - $ $ 255,485 397,500 105,784 148,515 907,284 Revenue $ $ 255,485 397,500 105,784 148,515 907,284 EXPENDITURES AND REVENUES BY AGENCY/OBJECT SUPERIOR COURT JIS OPERATIONS Agency 385 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 635 FEES & CHARGES Subtotal $ 909,465 909,465 $ 909,465 909,465 $ 909,465 909,465 $ 907,284 907,284 $ (2,181) (2,181) (0) 0% Total Resources $ 909,465 $ 909,465 $ 909,465 $ 907,284 $ (2,181) 0% 264,928 $ 57 42,808 204,172 511,965 $ 250,680 $ 57 40,001 221,227 511,965 $ 246,334 $ 41,222 222,228 509,784 $ 18,594 57 1,586 (18,056) 2,181 7% Subtotal $ 368,374 $ 50,000 25,000 68,591 511,965 $ 100% 4% -9% 0% SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 820 RENT 825 REPAIRS AND MAINTENANCE 841 EMPLOYEE TRAVEL 842 EDUCATION 860 MISCELLANEOUS EXPENSE Subtotal $ 160,000 $ 10,000 25,000 80,000 10,000 15,000 7,500 307,500 $ 160,000 $ 10,000 25,000 80,000 10,000 15,000 7,500 307,500 $ 160,000 10,000 25,000 80,000 10,000 15,000 7,500 307,500 $ 19,500 $ 378,000 397,500 $ 140,500 10,000 25,000 (298,000) 10,000 15,000 7,500 (90,000) 88% 100% 100% -373% 100% 100% 100% -29% Subtotal $ 90,000 90,000 $ 90,000 90,000 $ 90,000 90,000 $ - $ 90,000 90,000 100% 100% Total Expenditures $ 909,465 $ 909,465 $ 909,465 $ 907,284 $ 2,181 0% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES $ CAPITAL OUTLAY 920 EQUIPMENT - 305 - $ Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 SUPERIOR COURT SPECIAL FUNDING Agency 386 Personal Services Org Title 3811 3816 3819 3833 3836 3844 3853 3854 3858 3859 3861 3862 3863 3872 STATE GRAND JURY MISCELLANEOUS GRANTS & FUNDS CITY COURT SECURITY SVCS. COMMISSIONER SALARY/ERE (IV-D) JUDGES'SALARIES & ERE (IV-D) SECURITY (SE) FAMILY LAW REFEREE PRO TEMPORE STAFF INITIAL APPEARANCE COURT SPECIAL DR COURT ADMINISTRATION CASE PROCESSING SECURITY SPECIAL FUNDING FOR JIS $ Totals: $ Supplies & Services 526,521 318,822 255,843 97,131 1,198,317 $ $ 105,000 5,000 66,000 97,500 130,000 31,000 434,500 Capital Outlay Total Expenditures $ $ $ 50,000 10,000 15,000 75,000 $ 105,000 531,521 318,822 371,843 107,500 130,000 143,131 1,707,817 Revenue $ $ 105,000 531,521 318,822 371,843 107,500 130,000 143,131 1,707,817 EXPENDITURES AND REVENUES BY AGENCY/OBJECT SUPERIOR COURT SPECIAL FUNDING Agency 386 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 620 INTERGOVERNMENTAL 635 FEES & CHARGES 650 MISCELLANEOUS REVENUE Subtotal $ 1,424,139 130,000 153,500 1,707,639 Total Resources $ 1,707,639 EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 796 P S INTER-FUND CHARGES $ Subtotal $ SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 810 LEGAL 825 REPAIRS AND MAINTENANCE 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 860 MISCELLANEOUS EXPENSE Subtotal $ CAPITAL OUTLAY 920 EQUIPMENT $ 1,250,579 130,000 327,060 1,707,639 $ 486,355 $ 5,000 122,119 10,000 574,665 1,198,139 $ 35,000 55,000 130,000 18,000 20,000 15,000 5,500 156,000 434,500 $ $ 1,250,579 130,000 327,060 1,707,639 $ 1,327,186 130,000 250,631 1,707,817 $ 1,707,639 $ 1,707,639 $ 1,707,817 $ 487,519 120,636 15,319 574,665 1,198,139 $ 486,344 12,280 120,507 4,343 574,665 1,198,139 $ 490,922 $ 130,363 2,367 574,665 1,198,317 $ $ $ 35,000 55,000 130,000 18,000 20,000 15,000 5,500 156,000 434,500 $ $ 35,000 55,000 130,000 18,000 20,000 15,000 5,500 156,000 434,500 $ $ 178 (3,403) (9,727) 12,952 (178) 0 -23% 0% 0% -1% -8% 85% 0% 0% $ 35,000 $ 55,000 130,000 18,000 20,000 15,000 5,500 156,000 434,500 $ - 0% 0% 0% 0% 0% 0% 0% 0% 0% - 0% 0% Subtotal $ 75,000 75,000 $ 75,000 75,000 $ 75,000 75,000 $ 75,000 75,000 $ Total Expenditures $ 1,707,639 $ 1,707,639 $ 1,707,639 $ 1,707,817 $ - 306 - 76,607 (76,429) 178 (178) 0% Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 SUPERIOR COURT COURTHOUSE FUND Agency 387 Personal Services Org Title 3861 3867 ADMINISTRATION SUPPLY & FACILITIES $ - Totals: Supplies & Services $ 10,000 10,000 Capital Outlay Total Expenditures $ $ 40,000 40,000 50,000 50,000 Revenue $ 50,000 50,000 EXPENDITURES AND REVENUES BY AGENCY/OBJECT SUPERIOR COURT COURTHOUSE FUND Agency 387 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 650 MISCELLANEOUS REVENUE Subtotal $ 50,000 50,000 $ 50,000 50,000 $ 50,000 50,000 $ 50,000 50,000 $ - 0% 0% Total Resources $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ - 0% Subtotal $ 10,000 10,000 $ 10,000 10,000 $ 10,000 10,000 $ 10,000 10,000 $ - 0% 0% Subtotal $ 40,000 40,000 $ 40,000 40,000 $ 40,000 40,000 $ 40,000 40,000 $ - 0% 0% Total Expenditures $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ - 0% EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES 825 REPAIRS AND MAINTENANCE CAPITAL OUTLAY 915 BUILDINGS AND IMPROVEMENTS - 307 - Maricopa County FY 2000-01 Annual Business Strategies APPOINTED Maricopa County Citizens Board BoardofofSupervisors Supervisors Andrew Kunasek, Chairman, District 3 Andrew Kunasek , Chairman, District 3 Fulton Brock , District 1 Fulton Brock , District 1 Don Stapley , District 2 Don Stapley , District 2 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 Public Works Officer Dr. Jonathon Weisbuch Criminal Justice Facilities Department Chief Financial Officer Indigent Representation Chief Information Officer Chief Health Service Officer Tom Manos Maricopa Integrated Health System Public Defender Legal Defender Court Appointed Counsel Legal Advocacy Tom Buick Lin Thatcher Chief Community Services Officer William Scalzo - 308 - Maricopa County FY 2000-01 Annual Business Strategies Animal Control Services (79) County Administrative Officer Health Services Officer Animal Control Services Animal Control Services Ed Boks, Director Ed Boks, Director Clinics Kennels Administration Licensing Field Services Telecommunications Business Office Adoption Center 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. - 309 - Maricopa County FY 2000-01 Annual Business Strategies 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. Performance Measures Performance Measures Animals Adoped Animals Released to Owner Other Disposition Remaining Inventory Total Animals Saved Animals Euthanized Total Animals Impounded Dog Licenses Sold Rabies Vaccinations Animals Adoped as % Impounded Animals Released as % Impounded Other Disposition as % Impounded Remaining as % Impounded Total Animals Saved as % Impounded Animals Euthanized as % Impounded Dog Licenses Sold as % Owners* *Based on estimate of 500,000 owners FY98 Actual FY99 Actual FY00 Estimated FY01 Projected 13,347 14,200 14,200 15,000 7,661 6,766 7,500 7,800 985 1,068 1,100 1,000 1,000 986 1,000 1,000 22,993 23,215 23,800 24,200 35,313 34,623 33,200 30,000 58,306 57,838 60,000 64,200 231,079 255,336 265,000 300,000 22,468 30,309 22,937 25,000 23% 25% 25% 28% 13% 12% 13% 15% 2% 2% 2% 1% 2% 2% 2% 1% 39% 40% 42% 45% 61% 60% 58% 50% 48% 51% 48% 52% DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE GENERAL FUND SPECIAL REVENUE TOTAL FUNDS $ $ ANIMAL CONTROL SERVICES Department 79 Personal Services Supplies & Services Capital Outlay Total Expenses Total Revenue 122,009 $ 106,087 $ $ 228,096 $ 4,103,750 1,725,340 565,748 6,394,838 6,418,629 4,225,759 $ 1,831,427 $ 565,748 $ 6,622,934 $ 6,418,629 - 310 - Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT ANIMAL CONTROL SERVICES Department 79 FY 99-00 FINAL/ADOPTED RESOURCES Beginning Fund Balance FY 99-00 RESTATED $ 60,309 $ 60,309 Subtotal $ 3,100,991 1,320,640 1,370,143 4,600 367,984 6,164,358 $ Total Resources $ $ FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED $ 75,636 $ 339,623 $ 3,100,991 1,320,640 1,370,143 4,600 367,984 6,164,358 $ 3,112,746 1,320,640 1,405,125 4,600 400,154 6,243,265 $ 6,224,667 $ 6,224,667 $ 3,472,675 $ 46,000 38,472 805,781 96,358 1,500 (152,948) 122,948 (254,790) 4,175,996 $ $ 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 (106,087) 106,087 338,053 1,728,062 $ Subtotal $ 26,150 359,570 385,720 $ 26,150 359,570 385,720 Total Expenditures $ 6,289,778 $ 6,289,778 Operating Balance (Rev. - Exp.) $ Ending Fund Balance (Resources. - Exp.) $ REVENUE 610 LICENSES AND PERMITS 620 INTERGOVERNMENTAL 635 FEES & CHARGES 637 FINES & FORFEITS 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 795 P S INTER-FUND CREDIT (NEG) 796 P S INTER-FUND CHARGES 797 PERSONNEL SAVINGS (NEG) Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 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 COUNTY COUNSEL 833 EMPLOYEE BENEFITS ADMINISTRATION 834 BASE LEVEL EQ SERVICES CHARGES 836 RISK MANAGEMENT 837 BASE LEVEL TELECOM 838 TELECOM WIRELESS SYSTEMS 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 850 UTILITIES 860 MISCELLANEOUS EXPENSE 872 S S INTER-FUND CREDIT (NEG) 873 S S INTER-FUND CHARGES 874 OTHER NEGATIVE ADJUSTMENTS 880 TRANSFERS OUT TO OTHER FUNDS 890 NON CAPITAL EQUIPMENT Subtotal $ $ CAPITAL OUTLAY 915 BUILDINGS AND IMPROVEMENTS 920 EQUIPMENT 930 TRANSPORTATION Variance % 279,314 463% 3,180,348 1,460,240 1,459,005 4,600 314,436 6,418,629 $ 79,357 139,600 88,862 (53,548) 254,271 3% 11% 6% 0% -15% 4% 6,318,901 $ 6,758,252 $ 533,585 3,447,841 $ 46,000 32,112 802,137 131,196 1,500 (152,948) 122,948 (254,790) 4,175,996 $ 3,092,266 $ 16,044 63,887 725,142 134,891 1,500 (152,948) 122,948 (244,790) 3,758,940 $ 3,487,920 $ 34,000 57,370 865,729 109,240 (152,009) 122,009 (298,500) 4,225,759 $ (40,079) 12,000 (25,258) (63,592) 21,956 1,500 (939) 939 43,710 (49,763) -1% 26% -79% -8% 17% 100% -1% 1% 17% -1% 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 (106,087) 106,087 338,053 1,728,062 $ 269,992 $ 141,106 135,827 7,532 12,050 20,666 150,000 9,740 200 44,361 7,046 114,405 92,741 48,644 27,137 6,163 7,701 3,678 129,046 193,147 (106,087) 106,087 30,735 338,053 1,789,970 $ 193,671 $ 153,653 157,450 10,000 19,950 31,965 80,164 6,300 6 60,310 25,405 126,905 77,387 49,857 29,022 8,600 20,800 4,500 94,005 183,181 (106,087) 106,087 30,846 407,850 59,600 1,831,427 $ 24,227 (15,153) (30,818) (800) (7,900) (15,515) 69,836 17,000 194 (16,034) (17,565) 20,598 16,547 (11,687) 13,690 (1,213) 1,375 (5,200) (2,000) 900 (14,631) 31,027 (30,846) (69,797) (59,600) (103,365) 11% -11% -24% -9% -66% -94% 47% 73% 97% -36% -224% 100% 100% -10% 15% -2% 5% -153% -11% 17% -18% 14% 0% 0% $ 41,032 359,570 400,602 $ 250,000 20,000 295,748 565,748 $ (250,000) 6,150 63,822 (180,028) 24% 18% -47% $ 5,949,512 $ 6,622,934 $ (333,156) -5% (125,420) $ (125,420) $ 293,753 $ (204,305) $ (78,885) -63% (65,111) $ (65,111) $ 369,389 $ 135,318 $ 200,429 308% - 311 - 9% -21% -6% Maricopa County FY 2000-01 Annual Business Strategies POSITION DISTRIBUTION Dept WORKING TITLE FTE 79 ANIMAL CONTROL SERVICES ACCOUNTING TECH 1 1.0 ACCOUNTING TECH I 1.0 ANIMAL CARE OFFICER 19.0 ANIMAL CARE SUPERVISOR 3.0 ANIMAL CONTROL CLERK 38.0 ANIMAL CONTROL OFFICER 43.0 ANIMAL CONTROL SERGEANT 4.0 ANIMAL CONTROL SUPERVISOR 4.0 AUTOMATION TRAINER 1.0 CLINIC MANAGER 1.0 CLINIC TECHNICIAN 4.0 CONTROLLER 1.0 CUSTODIAN 1.0 DEPUTY DIRECTOR 1.0 DIRECTOR 1.0 EXECUTIVE SECRETARY 1.0 FACILITIES MANAGER 1.0 FIELD OPERATIONS MANAGER 1.0 HUMAN RESOURCES CLERK 1.0 LEAD RADIO DISPATCHER 1.0 LEAD TELECOMMUNICATIONS CLERK 1.0 LICENSING SUPERVISOR 1.0 OFFICE MANAGER 1.0 OFFICE SUPERVISOR 2.0 PUBLIC INFORMATION EDUCATOR 1.0 RADIO DISPATCHER 4.0 SENIOR CLINIC TECHNICIAN 2.0 SHELTER OPERATIONS MANAGER 1.0 SPECIAL EVENTS COORDINATOR 1.0 TRAINING COORDINATOR 1.0 VETERINARIAN 2.0 VOLUNTEER COORDINATOR 1.0 Total 146.0 TOTAL BUDGET BY PROGRAM FY 2000-01 ANIMAL CONTROL GENERAL OPERATIONS Agency 790 Org Title 7910 7920 7930 7940 7950 7960 ADMINISTRATION CUSTOMER SERVICES FIELD SERVICES SHELTER SERVICES SPAY/NEUTER SERVICES DONATIONS (CARRY OVER) Personal Services $ Totals: $ 122,009 122,009 - 312 - Supplies & Services $ $ 106,087 106,087 Capital Outlay Total Expenditures $ $ $ - $ 228,096 228,096 Revenue $ $ - Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY AGENCY/OBJECT ANIMAL CONTROL GENERAL OPERATIONS Agency 790 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE EXPENDITURES PERSONAL SERVICES 796 P S INTER-FUND CHARGES Subtotal $ 122,948 122,948 $ 122,948 122,948 $ 122,948 122,948 $ 122,009 122,009 $ 939 939 1% 1% Subtotal $ 106,087 106,087 $ 106,087 106,087 $ 106,087 106,087 $ 106,087 106,087 $ - 0% 0% Total Expenditures $ 229,035 $ 229,035 $ 229,035 $ 228,096 $ 939 0% (229,035) $ (228,096) $ (939) 0% SUPPLIES & SERVICES 873 S S INTER-FUND CHARGES CAPITAL OUTLAY Operating Balance (Rev. - Exp.) $ (229,035) $ (229,035) $ TOTAL BUDGET BY PROGRAM FY 2000-01 ANIMAL CONTROL SPEC FUNDING Agency 792 O rg 7910 7920 7930 7940 7950 7960 Personal Services Title A D M I N IS T R A T IO N C U S T O M E R S E R V IC E S FIELD SERVICES S H E L T E R S E R V IC E S S P A Y /N E U T E R S E R V I C E S D O N A T IO N S Supplies & Services Capital Outlay Total Expenditures Revenue $ 539,549 775,641 1,047,973 281,255 - $ 138,815 394,216 683,730 86,986 - $ 20,000 316,000 - $ 698,364 1,169,857 2,047,703 368,241 - $ 339,623 4,953,789 - Totals: $ 2,644,418 $ 1,303,747 $ 336,000 $ 4,284,165 $ 5,293,412 - 313 - Maricopa County FY 2000-01 Annual Business Strategies 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 / OBJECT ANIMAL CONTROL SPEC FUNDING Agency 792 FY 99-00 FINAL/ADOPTED RESOURCES Beginning Fund Balance $ 60,309 Subtotal Total Resources FY 99-00 RESTATED $ 60,309 $ 3,100,991 1,320,640 1,370,143 367,984 6,159,758 $ 6,220,067 $ 2,230,960 $ 43,000 18,234 518,945 61,903 1,500 (163,719) 2,710,823 $ $ 190,463 138,400 102,182 9,200 12,050 13,634 150,000 22,700 200 5,484 6,351 13,389 10,655 19,376 58,639 39,638 8,489 3,400 16,400 5,300 74,715 207,490 6,973 1,115,128 Subtotal FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED 75,636 $ 3,100,991 1,370,143 367,984 4,839,118 $ 3,112,746 1,320,640 1,405,125 400,154 6,238,665 $ 3,180,348 79,357 (1,320,640) 1,459,005 88,862 314,436 (53,548) 4,953,789 $ 114,671 $ 4,899,427 $ 6,314,301 $ 5,293,412 $ 393,985 2,195,839 $ 43,000 11,874 510,914 42,592 1,500 (160,940) 2,644,779 $ 1,959,521 $ 15,036 37,246 466,849 75,821 1,500 (153,719) 2,402,254 $ 2,188,191 $ 10,000 28,100 541,243 67,384 (190,500) 2,644,418 $ 7,648 33,000 (16,226) (30,329) (24,792) 1,500 29,560 361 $ 190,463 138,400 102,182 9,200 12,050 13,634 150,000 22,700 200 5,484 6,351 13,389 10,655 19,376 58,639 39,638 8,489 3,400 16,400 5,300 74,715 204,230 6,973 1,111,868 $ 241,431 141,072 111,377 7,532 12,050 17,850 150,000 9,740 200 5,569 6,087 18,563 60,303 39,638 5,229 5,591 6,901 3,644 127,364 186,621 23,526 6,973 1,187,261 $ 161,660 $ 153,553 132,300 10,000 16,350 26,265 80,164 5,300 6 5,297 20,581 25,923 47,292 44,941 1,300 5,000 9,800 4,500 92,509 146,501 23,135 275,570 15,800 1,303,747 $ $ 25,000 180,013 205,013 $ 25,000 180,013 205,013 $ 25,000 180,013 205,013 $ 250,000 20,000 66,000 336,000 $ (250,000) 5,000 114,013 (130,987) 20% 63% -64% Total Expenditures $ 4,030,964 $ 3,961,660 $ 3,794,528 $ 4,284,165 $ (322,505) -8% Operating Balance (Rev. - Exp.) $ 2,128,794 $ 877,458 $ 2,444,137 $ 669,624 $ 207,834 24% Ending Fund Balance (Resources - Exp.) $ 2,189,103 $ 937,767 $ 2,519,773 $ 1,009,247 $ (71,480) -8% 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 & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 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 COUNTY COUNSEL 833 EMPLOYEE BENEFITS ADMINISTRATION 834 BASE LEVEL EQ SERVICES CHARGES 836 RISK MANAGEMENT 837 BASE LEVEL TELECOM 838 TELECOM WIRELESS SYSTEMS 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 850 UTILITIES 860 MISCELLANEOUS EXPENSE 874 OTHER NEGATIVE ADJUSTMENTS 880 TRANSFERS OUT TO OTHER FUNDS 890 NON CAPITAL EQUIPMENT Subtotal $ $ CAPITAL OUTLAY 915 BUILDINGS AND IMPROVEMENTS 920 EQUIPMENT 930 TRANSPORTATION $ - 314 - $ $ 339,623 $ 279,314 % $ REVENUE 610 LICENSES AND PERMITS 620 INTERGOVERNMENTAL 635 FEES & CHARGES 650 MISCELLANEOUS REVENUE $ Variance $ 5 0 0 -15% 2% 8% 0% 77% -137% -6% -58% 100% 18% 0% 28,803 15% (15,153) -11% (30,118) -29% (800) -9% (4,300) -36% (12,631) -93% 69,836 47% 17,400 77% 194 97% 187 3% (14,230) -224% 13,389 100% 10,655 100% (6,547) -34% 11,347 19% (5,303) -13% 7,189 85% (1,600) -47% 6,600 40% 800 15% (17,794) -24% 57,729 28% (23,135) (268,597) -3852% (15,800) (191,879) -17% Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 ANIMAL CONTROL FIELD SERVICES Agency 794 Org 7920 7930 Personal Services Title FIELD SERVICES FIELD SERVICES $ Totals: $ Supplies & Services 424,802 1,034,530 1,459,332 $ $ 68,162 353,431 421,593 Capital Outlay Total Expenditures $ $ $ 229,748 229,748 $ 492,964 1,617,709 2,110,673 Revenue $ $ 1,464,840 1,464,840 EXPENDITURES AND REVENUES BY AGENCY/OBJECT ANIMAL CONTROL FIELD SERVICES Agency 794 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 620 INTERGOVERNMENTAL 637 FINES & FORFEITS Subtotal $ 4,600 4,600 Total Resources $ 4,600 EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 795 P S INTER-FUND CREDIT (NEG) 797 PERSONNEL SAVINGS (NEG) $ $ 1,320,640 4,600 1,325,240 $ 1,325,240 $ 4,600 4,600 $ 4,600 $ 1,460,240 1,460,240 4,600 1,464,840 $ 139,600 1 11% $ 1,464,840 $ 139,600 11% Subtotal $ 1,241,715 $ 3,000 20,238 286,836 34,455 (152,948) (91,071) 1,342,225 $ 1,252,002 $ 3,000 20,238 291,223 88,604 (152,948) (93,850) 1,408,269 $ 1,132,745 $ 1,008 26,641 258,293 59,070 (152,948) (91,071) 1,233,738 $ 1,299,729 $ 24,000 29,270 324,486 41,856 (152,009) (108,000) 1,459,332 $ (47,727) (21,000) (9,032) (33,263) 46,748 (939) 14,150 (51,063) -4% -700% -45% -11% 53% -1% 15% -4% SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 820 RENT 825 REPAIRS AND MAINTENANCE 827 MATERIAL MGNT DISCRETIONARY 829 FUEL 830 TELECOM DISCRETIONARY 832 COUNTY COUNSEL 833 EMPLOYEE BENEFITS ADMINISTRATION 834 BASE LEVEL EQ SERVICES CHARGES 836 RISK MANAGEMENT 837 BASE LEVEL TELECOM 838 TELECOM WIRELESS SYSTEMS 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 850 UTILITIES 860 MISCELLANEOUS EXPENSE 872 S S INTER-FUND CREDIT (NEG) 874 OTHER NEGATIVE ADJUSTMENTS 880 TRANSFERS OUT TO OTHER FUNDS 890 NON CAPITAL EQUIPMENT Subtotal $ 27,435 $ 100 24,450 2,816 600 38,792 1,489 7,209 5,892 95,842 32,438 9,006 21,908 2,400 100 4,659 6,718 (106,087) 331,080 506,847 $ 27,435 $ 100 24,450 2,816 600 38,792 1,489 7,209 5,892 95,842 32,438 9,006 21,908 2,400 100 4,659 9,978 (106,087) 331,080 510,107 $ 28,561 $ 34 24,450 2,816 38,792 959 95,842 32,438 9,006 21,908 572 800 34 1,682 6,526 (106,087) 7,209 331,080 496,622 $ 32,011 $ 100 25,150 3,600 5,700 1,000 55,013 4,824 100,982 30,095 4,916 27,722 3,600 11,000 1,496 36,680 (106,087) 7,711 132,280 43,800 421,593 $ (4,576) (700) (3,600) (2,884) (400) (16,221) (3,335) 7,209 5,892 (5,140) 2,343 4,090 (5,814) (3,600) (8,600) 100 3,163 (26,702) (7,711) 198,800 (43,800) 88,514 -17% 0% -3% Subtotal $ 1,150 179,557 180,707 $ 1,150 179,557 180,707 $ 16,032 179,557 195,589 $ 229,748 229,748 $ 1,150 (50,191) (49,041) 100% -28% -27% Total Expenditures $ 2,029,779 $ 2,099,083 $ 1,925,949 $ 2,110,673 $ (11,590) -1% (1,921,349) $ (645,833) $ (128,010) -17% CAPITAL OUTLAY 920 EQUIPMENT 930 TRANSPORTATION Operating Balance (Rev. - Exp.) $ (2,025,179) $ - 315 - (773,843) $ -102% -67% -42% -224% 100% 100% -5% 7% 45% -27% -358% 100% 68% -268% 0% 60% 17% Maricopa County FY 2000-01 Annual Business Strategies Board of Supervisors Clerk (06) Board of Supervisors Clerk of the Board of Supervisors Clerk of the Board of Supervisors Fran McCarroll Fran McCarroll Agenda Processing Administration Special Districts/Licenses Minutes Mission As official recordkeeper for Maricopa County, perform required statutory and policy-related duties for the Board of Supervisors, County Offices and Departments, Special Districts, and the public, so they can make informed decisions and conduct business affairs. Program Goals + Develop necessary policies, procedures, and forms involved with implementing a new filing, indexing, tracking, and storage system for contracts in the Clerk’s Office by 09/01/00. (Contracts were previously maintained in the Materials Management Department and as of 05/03/00, contracts are maintained in the Clerk’s Office.) + Research, purchase, and implement a records research system. Also train one employee on the system. + Complete research and selection efforts by 11/30/00 + Purchase, implement, and train one employee by 06/30/01 + Develop and document a plan for tracking Board of Supervisors’ initiatives, reviews, and reports, including a notification system for responsible parties, by 12/31/00. + Outline the statutory and procedural references and duties related to the appointment of elected officials and add to the Clerk’s Office procedure manual by 12/31/00. + Create checklists and/or information sheets for the Travel, CAPA, and Request for Execution of Document processes, to provide to our customers, to reduce the number of policy violations related to the above-listed activities by 01/31/01. + Track and compile data regarding the amount of staff time devoted to other department demands and projects to identify and possibly justify the need for an additional staff person by 02/01/01. + Send each staff member (currently seven) to at least one training course related to computer technology by 06/30/01. + Convert all remaining County departments (approximately 10) to Agenda Central system by 06/30/01. + Publish the first “Public Information Series” pamphlet featuring information regarding Maricopa County Boards and Commissions by 06/30/01. - 316 - Maricopa County FY 2000-01 Annual Business Strategies Community Impact Through the Clerk of the Board’s Office, citizens may access accurate, historical records of official county business. The Clerk of the Board also provides the point of contact for initiation and coordination of certain citizen initiatives including creation of special districts and various licenses and permits. Performance Measures Performance Measures FY 98 Actual FY 99 Actual FY 00 Estimated FY 01 Projected Number of Board Meeting Staffed 206 181 163 208 Number agenda items processed 2300 2305 2400 2942 Number claims processed 5500 2177 2200 2200 Number of licenses (liquor, bingo, fireworks) 72 70 70 96 Number of paes of minutes 2083 2179 2200 2700 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY BOARD OF SUPERVISORS CLERK FUND TYPE GENERAL FUND TOTAL FUNDS Department 06 Personal Services Supplies & Services $ 343,908 $ 151,896 $ $ 343,908 $ 151,896 $ - 317 - Capital Outlay - Total Expenses Total Revenue $ 495,804 $ $ 495,804 $ - Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT BOARD OF SUPERVISORS CLERK Department 06 FY 99-00 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES $ Subtotal $ 265,207 $ 4,000 47,185 7,799 1,280 325,471 $ 265,695 3,986 46,820 7,689 1,281 325,471 SUPPLIES & SERVICES 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES - EXTERNAL 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 890 NON CAPITAL EQUIPMENT Subtotal $ 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 $ CAPITAL OUTLAY 920 EQUIPMENT $ $ 237,529 $ 11,219 46,820 5,000 1,300 301,868 $ 269,922 $ 7,000 52,986 12,000 2,000 343,908 $ (4,227) (3,014) (6,166) (4,311) (719) (18,437) -2% -76% -13% -56% -56% -6% 12,539 $ 56,000 50,000 200 10,000 1,400 300 780 500 1,500 3,700 4,000 500 19,300 160,719 $ 11,700 $ 45,300 30,000 210 6,000 1,400 50 700 350 1,700 1,000 1,000 100 15,200 114,710 $ 14,001 $ 56,000 40,000 250 6,000 1,000 50 500 400 2,500 2,500 545 150 20,000 8,000 151,896 $ (1,462) 10,000 (50) 4,000 400 250 280 100 (1,000) 1,200 3,455 350 (700) (8,000) 8,823 -12% 0% 20% -25% 40% 29% 83% 36% 20% -67% 32% 86% 70% -4% 7,000 7,000 100% 100% 5% Subtotal $ 7,000 7,000 $ 7,000 7,000 $ 4,000 4,000 $ - $ Total Expenditures $ 493,190 $ 493,190 $ 420,578 $ 495,804 $ (2,614) -1% Operating Balance (Rev. - Exp.) $ (493,190) $ (493,190) $ (420,578) $ (495,804) $ (2,614) -1% POSITION DISTRIBUTION Dept 06 BOARD OF SUPERVISORS CLERK Total WORKING TITLE FTE ADMINISTRATIVE ASSTNT I 1.0 ADMINISTRATIVE ASSTNT III 1.0 ADMINISTRATIVE COORD III 3.0 CLERK OF THE BOARD 1.0 DEPUTY CLERK OF THE BOARD 1.0 7.0 - 318 - Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 BOARD OF SUPERVISORS CLERK Agency 060 Personal Services Org Title 1320 1330 1340 CLERK OF THE BOARD BOARD OF EQUALIZATION CHAIRMAN'S BUDGET $ Totals: $ Supplies & Services 338,908 5,000 343,908 $ $ 86,896 50,000 15,000 151,896 Capital Outlay Total Expenditures $ $ - $ $ 425,804 50,000 20,000 495,804 Revenue $ $ - EXPENDITURES AND REVENUES BY AGENCY/OBJECT BOARD OF SUPERVISORS CLERK Agency 060 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES $ 265,207 4,000 47,185 7,799 1,280 325,471 $ $ $ 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 Subtotal $ Total Expenditures $ Operating Balance (Rev. - Exp.) $ Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 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 890 NON CAPITAL EQUIPMENT Subtotal $ $ CAPITAL OUTLAY 920 EQUIPMENT 265,695 3,986 46,820 7,689 1,281 325,471 $ $ $ 12,539 56,000 50,000 200 10,000 1,400 300 780 500 1,500 3,700 4,000 500 19,300 160,719 7,000 7,000 $ 493,190 $ $ (493,190) $ 237,529 11,219 46,820 5,000 1,300 301,868 $ $ $ 11,700 45,300 30,000 210 6,000 1,400 50 700 350 1,700 1,000 1,000 100 15,200 114,710 7,000 7,000 $ 493,190 $ $ (493,190) $ - 319 - 269,922 7,000 52,986 12,000 2,000 343,908 $ $ $ 14,001 56,000 40,000 250 6,000 1,000 50 500 400 2,500 2,500 545 150 20,000 8,000 151,896 4,000 4,000 $ 420,578 $ $ (420,578) $ (4,227) (3,014) (6,166) (4,311) (719) (18,437) -2% -76% -13% -56% -56% -6% -12% 0% 20% -25% 40% 29% 83% 36% 20% -67% 32% 86% 70% -4% $ (1,462) 10,000 (50) 4,000 400 250 280 100 (1,000) 1,200 3,455 350 (700) (8,000) 8,823 - $ 7,000 7,000 100% 100% 495,804 $ (2,614) -1% 2,614 1% $ (495,804) $ 5% Maricopa County FY 2000-01 Annual Business Strategies 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 To provide strategic vision and resource deployment at the enterprise-level; acting as change agent and principal integrator of the County’s IT capability; define the enterprise-level architecture and facilitate the flow of information between County departments, outside organizations and citizens. Program Goals + + + + + + + + + + + + Publish strategic plan for the next generation of administrative systems Refine microcomputer procurement and management methodology Provide web-based access to administrative system transactions and data Complete implementation of new budget system Complete County-wide migration to Exchange Select and implement workflow engine for administrative processes Add E-commerce capability to Internet and Intranet infrastructures Refine practices for enhanced network security Improve and monitor network reliability to 99.999% availability Provide largest facilities to higher-speed bandwidth Establish new County-wide Central GIS domain Continue deployment of standardized desktop images including operating, groupware, browser and office automation systems + Continue development of remote desktop management + Migrate all departments to centralized remote access and extend high-speed options for home ISP access + Complete digital microwave network infrastructure Community Impact The Chief Information Officer’s organization has an extensive and comprehensive impact on every aspect of internal County business operations and on external business relationships with citizens, outside agencies, and private corporations. - 320 - Maricopa County FY 2000-01 Annual Business Strategies Performance Measures Metric Cost per hour Charge per hour (repair & work orders) Service Customer Support Center (Help Desk) Web content design, development & deployment Indicator (efficiency, effectivenesss or workload) Dept. Efficiency ATC Efficiency EBC Ethernet & x.25, key systems, microwave, phone switch and voice mail services (repair orders) Efficiency Ethernet & x.25, key systems, radio, phone switch and voice mail services (work orders) Efficiency Goal $111.04 1Q99/00 $90.67 2Q99/00 $90.67 Telecom no charge no charge no charge Telecom $50 per hr $45 per hr $45 per hr Cost per mailbox Exchange mailboxes (add/change/delete) Efficiency EBC Charge per port per month Ethernet Key Systems Phone switch services Voice mailbox X.25 Efficiency Efficiency Efficiency Efficiency Efficiency Telecom Telecom Telecom Telecom Telecom Charge per radio per month Radio systems Efficiency Efficiency Telecom Telecom Time to complete Ethernet & x.25 services (repair orders) critical w/in 4 hrs non-critical w/in 8 hrs Efficiency Efficiency Efficiency Telecom Telecom Telecom 100% 100% 100% Efficiency Efficiency Telecom Telecom Efficiency Ethernet & x.25 services (work orders) 15 users or less/7 days 16 users or more in 12 days All phone systems' repair orders - critical w/in 8 hours All phone systems' work orders 3 days or less when no dispatch 5 days or less if dispatch (or outside vendor) 4Q98/98 $48.25 $31.48 $31.48 $14.52 $2.50 $20.00 $5.00 $500.00 $8.11 $3.06 $19.00 $4.64 $355.11 $8.11 $3.06 $19.00 $4.64 $355.11 $25.44 $25.44 98% 98% 94% 91% 91% 99% 93% 93% 97% 100% 100% 94% 100% 99% 100% 97% 100% Telecom 100% 82% 93% 78% Efficiency Telecom 100% 95% 100% 97% Efficiency Telecom 100% 86% 93% 83% - 321 - n/a Maricopa County FY 2000-01 Annual Business Strategies DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE GENERAL FUND TOTAL FUNDS $ $ CHIEF INFORMATION OFFICER Department 41 Personal Services Supplies & Services Capital Outlay Total Expenses Total Revenue 3,706,672 $ 1,258,621 $ 304,440 $ 5,269,733 $ 3,706,672 $ 1,258,621 $ 304,440 $ 5,269,733 $ - EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT CHIEF INFORMATION OFFICER Department 41 FY 99-00 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 795 P S INTER-FUND CREDIT (NEG) 797 PERSONNEL SAVINGS (NEG) $ Subtotal $ 3,070,197 $ 31,500 508,900 95,787 (139,756) (133,485) 3,433,143 $ 3,358,056 $ 4,000 31,500 543,767 52,841 (339,536) (133,485) 3,517,143 $ 3,106,537 $ 9,806 33,043 501,758 40,000 (275,116) 3,416,028 $ 3,453,591 $ 7,000 32,400 596,390 168,744 (417,968) (133,485) 3,706,672 $ (95,535) (3,000) (900) (52,623) (115,903) 78,432 (189,529) -3% -75% -3% -10% -219% 23% 0% -5% SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 820 RENT 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 830 TELECOM DISCRETIONARY 842 EDUCATION 843 TRANSPORTATION/SHIPPING 860 MISCELLANEOUS EXPENSE 890 NON CAPITAL EQUIPMENT Subtotal $ 1,058,821 $ 73,675 12,300 294,005 60 16,820 109,400 34,195 1,599,276 $ 955,931 77,930 11,995 189,990 75 21,820 79,400 35,185 1,372,326 875,041 $ 49,440 15,600 116,010 100 25,000 99,255 38,175 40,000 1,258,621 $ 80,890 28,490 (3,605) 73,980 (100) 75 (3,180) (19,855) (2,990) (40,000) 113,705 8% 37% -30% 39% $ 930,654 $ 107,244 14,070 141,815 5 24,071 84,610 84 19,533 1,322,086 $ Subtotal $ 146,800 146,800 $ 289,750 289,750 $ 374,245 374,245 $ 304,440 304,440 $ (14,690) (14,690) -5% -5% Total Expenditures $ 5,179,219 $ 5,179,219 $ 5,112,359 $ 5,269,733 $ (90,514) -2% Operating Balance (Rev. - Exp.) $ (5,179,219) $ (5,179,219) $ (5,112,359) $ (5,269,733) $ (90,514) -2% CAPITAL OUTLAY 920 EQUIPMENT $ POSITION DISTRIBUTION Dept WORKING TITLE FTE 41 CHIEF INFORMATION OFFICER CHIEF INFORMATION OFFICER 1.0 DATABASE PROGRAMMER 1.0 MANAGERIAL 9.0 OFFICE SUPERVISOR II 1.0 PROFESSIONAL 52.0 SUPERVISORY 1.0 TECHNICAL 1.0 TECHNICAL TRAINING COORD 1.0 Total 67.0 - 322 - 100% -15% -25% -8% 8% Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 CHIEF INFORMATION OFFICER Agency 410 Personal Services Org Title 4100 4110 4120 4130 4150 CIO CIO CIO ADMINISTRATIVE TECH CENTER ELECTRONIC BUSINESS CENTER $ Totals: $ Supplies & Services 828,785 2,165,961 711,926 3,706,672 $ $ 45,975 1,106,246 106,400 1,258,621 Capital Outlay Total Expenditures $ $ $ 219,440 85,000 304,440 $ Revenue 874,760 3,491,647 903,326 5,269,733 $ $ - EXPENDITURES AND REVENUES BY AGENCY/OBJECT CHIEF INFORMATION OFFICER Agency 410 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 795 P S INTER-FUND CREDIT (NEG) 797 PERSONNEL SAVINGS (NEG) $ 3,070,197 $ 31,500 508,900 95,787 (139,756) (133,485) 3,433,143 $ 3,358,056 $ 4,000 31,500 543,767 52,841 (339,536) (133,485) 3,517,143 $ 3,106,537 $ 9,806 33,043 501,758 40,000 (275,116) 3,416,028 $ 3,453,591 $ 7,000 32,400 596,390 168,744 (417,968) (133,485) 3,706,672 $ $ 1,058,821 73,675 12,300 294,005 60 16,820 109,400 34,195 1,599,276 $ 955,931 77,930 11,995 189,990 75 21,820 79,400 35,185 1,372,326 $ 930,654 107,244 14,070 141,815 5 24,071 84,610 84 19,533 1,322,086 $ 875,041 49,440 15,600 116,010 100 25,000 99,255 38,175 40,000 1,258,621 Subtotal $ 146,800 146,800 $ 289,750 289,750 $ 374,245 374,245 $ Total Expenditures $ 5,179,219 $ 5,179,219 $ 5,112,359 $ Operating Balance (Rev. - Exp.) $ Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 820 RENT 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 830 TELECOM DISCRETIONARY 842 EDUCATION 843 TRANSPORTATION/SHIPPING 860 MISCELLANEOUS EXPENSE 890 NON CAPITAL EQUIPMENT Subtotal $ $ CAPITAL OUTLAY 920 EQUIPMENT $ (5,179,219) $ $ (5,179,219) $ - 323 - $ (5,112,359) $ (95,535) (3,000) (900) (52,623) (115,903) 78,432 (189,529) -3% -75% -3% -10% -219% 23% 0% -5% 8% 37% -30% 39% $ 80,890 28,490 (3,605) 73,980 (100) 75 (3,180) (19,855) (2,990) (40,000) 113,705 304,440 304,440 $ (14,690) (14,690) -5% -5% 5,269,733 $ (90,514) -2% 90,514 2% $ (5,269,733) $ 100% -15% -25% -8% 8% Maricopa County FY 2000-01 Annual Business Strategies Community Development (17) County Administrative Officer Chief Community Services Officer Community Development Isabel McDougall, Director Project Mngt. Finance Asst. Director Monitoring Mission The mission of Community Development is to provide CDBG and HOME Program funding to eligible subrecipients so they can facilitate the development of viable communities. Program Goals Develop staff capacity required to execute increasingly diversified grants. Achieve grant requirement complliance. 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 low/moderate income individuals and targeted groups through rehabilitation, homebuyer activities, and rental housing developments. A portion of the grant is reserved for qualified housing non-profits. - 324 - Maricopa County FY 2000-01 Annual Business Strategies Performance Measures Program Performance Measures CDBG CDBG CDBG CDBG FY 98 Actual FY 99 Actual FY 00 Estimated FY 00 Estimated FY 01 Projected FY 01 Projected Amount %of Total Allocation Amount %of Total Allocation HUDAllocation 3,491,000 3,434,000 3,454,000 100.00% 3,439,000 100.00% HUDAdmin/Planning Limit 698,200 686,800 690,800 20.00% 687,800 20.00% CDAdministration Budget 485,148 452,423 620,000 17.95% 599,483 17.43% Favorable Performance 213,052 234,377 70,800 2.05% 88,317 2.50% HOME HOME HOME HOME HUDAllocation HUDAdmin/Planning Limit CDAdministration Budget Favorable Performance 3,699,406 369,940 148,507 221,433 3,985,584 398,558 184,137 214,421 4,328,000 432,800 207,442 225,358 100.00% 10.00% 4.79% 5.21% 4,323,000 432,300 202,204 230,096 100.00% 10.00% 4.68% 5.32% DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE SPECIAL REVENUE TOTAL FUNDS COMMUNITY DEVELOPMENT Department 17 Personal Services Supplies & Services Capital Outlay 525,351 15,371,834 $ 525,351 $ 15,371,834 $ - - 325 - Total Expenses Total Revenue 15,897,185 15,897,185 $ 15,897,185 $ 15,897,185 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT COMMUNITY DEVELOPMENT Department 17 FY 99-00 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 615 GRANTS Subtotal $ 16,191,837 16,191,837 $ 16,191,837 16,191,837 $ 16,191,837 16,191,837 $ 15,897,185 15,897,185 $ (294,652) (294,652) -2% -2% Total Resources $ 16,191,837 $ 16,191,837 $ 16,191,837 $ 15,897,185 $ (294,652) -2% $ 427,473 10,000 80,810 12,353 530,636 $ $ 427,473 $ 10,000 80,810 12,353 530,636 $ 423,634 $ 5,000 720 83,305 12,692 525,351 $ 3,839 5,000 (720) (2,495) (339) 5,285 1% 50% Subtotal $ 416,748 $ 10,000 79,134 24,754 530,636 $ SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 820 RENT 825 REPAIRS AND MAINTENANCE 829 FUEL 832 COUNTY COUNSEL 833 EMPLOYEE BENEFITS ADMINISTRATION 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 872 S S INTER-FUND CREDIT (NEG) 873 S S INTER-FUND CHARGES 880 TRANSFERS OUT TO OTHER FUNDS 890 NON CAPITAL EQUIPMENT Subtotal $ 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 (207,442) 207,442 24,088 15,642,201 $ 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 (207,442) 207,442 24,088 15,642,201 $ 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 (207,442) 207,442 24,088 15,642,201 $ 15,003 $ 117,000 72,000 2,000 1,040 9,977 769 6,363 11,652 5,000 5,000 100 15,055,498 6,000 (202,204) 202,204 24,432 40,000 15,371,834 $ (5,003) (89,683) (7,000) 1,000 (155) (4,879) 1,269 168 (222) (2,681) 403,897 14,000 (5,238) 5,238 (344) (40,000) 270,367 -50% -328% -11% 33% -18% -96% 100% 18% -4% -30% 0% 0% 0% 3% 70% -3% 3% -1% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS CAPITAL OUTLAY 920 EQUIPMENT -3% -3% 1% 2% Subtotal $ 19,000 19,000 $ 19,000 19,000 $ 19,000 19,000 $ - $ 19,000 19,000 100% 100% Total Expenditures $ 16,191,837 $ 16,191,837 $ 16,191,837 $ 15,897,185 $ 294,652 2% POSITION DISTRIBUTION Dept WORKING TITLE FTE 17 COMMUNITY DEVELOPMENT ACCOUNTANT 1.0 ADMINISTRATIVE ASSISTANT II 2.0 ASSISTANT DIRECTOR 1.0 DIRECTOR 1.0 FINANCIAL SVCS. ADMINISTRATOR 1.0 PROJECT MANAGER 4.0 Total 10.0 - 326 - Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 COMMUNITY DEVELOPMENT GRANTS Agency 171 Org 1720 1730 Personal Services Title HOME FUNDS CDBG PROGRAM $ Totals: $ Supplies & Services 525,351 525,351 $ 9,081,255 6,290,579 $ 15,371,834 Capital Outlay Total Expenditures $ $ - $ Revenue 9,081,255 6,815,930 $ 15,897,185 $ 9,081,255 6,815,930 $ 15,897,185 EXPENDITURES AND REVENUES BY AGENCY/OBJECT COMMUNITY DEVELOPMENT GRANTS Agency 171 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 615 GRANTS Subtotal $ 16,191,837 16,191,837 $ 16,191,837 16,191,837 $ 16,191,837 16,191,837 $ 15,897,185 15,897,185 $ (294,652) (294,652) (0) -2% Total Resources $ 16,191,837 $ 16,191,837 $ 16,191,837 $ 15,897,185 $ (294,652) -2% $ 416,748 10,000 79,134 24,754 530,636 $ 427,473 10,000 80,810 12,353 530,636 $ 427,473 10,000 80,810 12,353 530,636 $ 423,634 5,000 720 83,305 12,692 525,351 $ 1% 50% $ 3,839 5,000 (720) (2,495) (339) 5,285 15,003 $ 117,000 72,000 2,000 1,040 9,977 769 6,363 11,652 5,000 5,000 100 15,055,498 6,000 (202,204) 202,204 24,432 40,000 15,371,834 $ (5,003) (89,683) (7,000) 1,000 (155) (4,879) 1,269 168 (222) (2,681) 403,897 14,000 (5,238) 5,238 (344) (40,000) 270,367 -50% -328% -11% 33% -18% -96% 100% 18% -4% -30% 0% 0% 0% 3% 70% -3% 3% -1% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 820 RENT 825 REPAIRS AND MAINTENANCE 829 FUEL 832 COUNTY COUNSEL 833 EMPLOYEE BENEFITS ADMINISTRATION 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 872 S S INTER-FUND CREDIT (NEG) 873 S S INTER-FUND CHARGES 880 TRANSFERS OUT TO OTHER FUNDS 890 NON CAPITAL EQUIPMENT Subtotal $ $ $ $ $ -3% -3% 1% $ 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 (207,442) 207,442 24,088 15,642,201 $ 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 (207,442) 207,442 24,088 15,642,201 $ 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 (207,442) 207,442 24,088 15,642,201 $ Subtotal $ 19,000 19,000 $ 19,000 19,000 $ 19,000 19,000 $ - $ 19,000 19,000 100% 100% Total Expenditures $ 16,191,837 $ 16,191,837 $ 16,191,837 $ 15,897,185 $ 294,652 2% CAPITAL OUTLAY 920 EQUIPMENT - 327 - 2% Maricopa County FY 2000-01 Annual Business Strategies Correctional Health (26) County Administrative Officer Chief Health Services Officer Correctional Health Services Correctional Health Services 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 persons, including the indigent, who are under the supervision of county corrections. Program Goals Maintain compliance with accreditation, licensure, and legal mandates. Increase customer satisfaction with services provided by CHS for inmates and the community; and increase employee satisfaction with the work environment. Health care will be delivered in a timely, efficient and cost effective manner. Increase continuity of care with community agencies. 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. - 328 - Maricopa County FY 2000-01 Annual Business Strategies Performance Measures Performance Measures Medical Encounters Nursing Encounters Psychiatric Encounters Counseling Encounters Dental Encounters Total Encounters Total Budgeted Avg. Cost Per Encounter Total Actual Avg. Cost Per Encounter X-rays Prescriptions Dispensed Medical Service Requests Average Daily Census Total Mandays Expenditures per Manday (excluding County Indirect) Vacancy Rate of Budgeted Positions % of Health Assessments completed within 14 days of booking % of Inmates seen in clinic within 48 hours of request Data error rate on encounters % of NCCHC essential standards met (Goal = 100%) % of NCCHC important standards met (Goal = 85%) Inpatient units meet licensure FY 95/96 Actual 42,825 106,325 FY 96/97 Actual 46,530 152,994 FY 97/98 Actual 62,672 178,144 FY 98/99 Actual 43,563 128,695 6,886 11,188 13,431 11,763 FY 99/00 FY 00/01 Estimated Projected 41,400 45,540 136,200 149,820 12,400 13,640 4,289 9,943 11,326 11,195 11,500 4,531 5,145 5,500 5,296 9,300 164,856 225,800 271,073 200,512 210,800 $9,792,176 $12,026,251 $13,350,622 $15,622,026 $16,750,609 12,650 10,230 231,880 N/A $59 $9,779,862 $53 $12,025,902 $49 $13,290,000 $78 $15,826,122 $79 N/A N/A N/A $59 N/A $53 3,200 $49 4,317 $79 4,723 N/A 4,100 N/A 4,510 N/A 132,669 127,550 124,550 122,400 122,400 N/A N/A N/A 84,360 81,200 81,200 N/A N/A N/A N/A N/A N/A 7,130 N/A 6,920 2,521,500 6,920 2,521,500 N/A N/A N/A N/A $6.90 $6.90 N/A N/A N/A N/A 4.0% 4.0% N/A N/A N/A N/A 60% 75% N/A N/A N/A N/A 40% 50% N/A N/A N/A N/A 4% 3% N/A N/A N/A N/A 100% 100% N/A N/A N/A N/A 100% 100% N/A N/A N/A N/A 100% 100% - 329 - Maricopa County FY 2000-01 Annual Business Strategies DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE SPECIAL REVENUE TOTAL FUNDS CORRECTIONAL HEALTH Department 26 Personal Services Supplies & Services Capital Outlay Total Expenses Total Revenue 9,955,832 10,145,337 128,240 20,229,409 89,708 $ 9,955,832 $ 10,145,337 $ 128,240 $ 20,229,409 $ 89,708 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT CORRECTIONAL HEALTH Department 26 FY 99-00 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 615 GRANTS Subtotal $ 30,408 30,408 $ 30,408 30,408 $ 4,560 4,560 $ 89,708 89,708 $ 59,300 59,300 195% 195% Total Resources $ 30,408 $ 30,408 $ 4,560 $ 89,708 $ 59,300 195% Subtotal $ 6,740,115 $ 211,761 200,000 1,365,219 147,049 (30,408) 30,408 (469,783) 8,194,361 $ 6,403,973 $ 154,523 50,606 1,284,932 114,711 858,308 (30,408) 30,408 (469,783) 8,397,270 $ 5,840,500 $ 613,300 938,200 1,256,100 288,500 4,600 4,560 8,945,760 $ 7,266,233 $ 568,870 369,760 1,597,619 165,980 542,288 (554,918) 9,955,832 $ (862,260) (414,347) (319,154) (312,687) (51,269) 316,020 (30,408) 30,408 85,135 (1,558,562) -13% -268% -631% -24% -45% 37% -100% 100% 18% -19% SUPPLIES & SERVICES 801 GENERAL SUPPLIES $ 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 807 HEALTH CARE SERVICES 825 REPAIRS AND MAINTENANCE 827 MATERIAL MGNT DISCRETIONARY 829 FUEL 830 TELECOM DISCRETIONARY 834 BASE LEVEL EQ SERVICES CHARGES 840 ELECTED OFFICIAL TRAVEL 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 845 SUPPORT AND CARE OF PERSONS 847 MEDICAL CARE 850 UTILITIES 860 MISCELLANEOUS EXPENSE 873 S S INTER-FUND CHARGES 890 NON CAPITAL EQUIPMENT Subtotal $ 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 $ 53,994 1,272,712 10,000 6,707,645 35,000 2,800 1,200 6,500 10,000 10,000 45,840 124,160 8,000 72,896 8,360,747 132,100 $ 1,335,030 10,000 8,252,847 50,100 1,000 1,600 19,170 1,500 15,000 17,120 6,000 175,000 5,600 71,406 6,064 45,800 10,145,337 $ (78,106) (62,318) (1,545,202) (15,100) 1,800 (400) (12,670) (1,500) 10,000 (15,000) (17,120) 4,000 (129,160) 124,160 2,400 1,490 (6,064) (45,800) (1,784,590) -145% -5% 0% -23% -43% 64% -33% -195% $ 116,900 $ 1,444,200 14,300 6,516,757 35,000 1,000 2,000 19,400 1,600 5,600 2,600 5,200 243,100 5,600 72,900 8,486,157 $ Subtotal $ 23,000 23,000 $ 23,000 23,000 $ 26,100 26,100 $ 128,240 128,240 $ (105,240) (105,240) -458% -458% Total Expenditures $ 16,781,017 $ 16,781,017 $ 17,458,017 $ 20,229,409 $ (3,448,392) -21% Operating Balance (Rev. - Exp.) $ (16,750,609) $ (16,750,609) $ (17,453,457) $ (20,139,701) $ (3,389,092) -20% 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) 796 P S INTER-FUND CHARGES 797 PERSONNEL SAVINGS (NEG) $ CAPITAL OUTLAY 920 EQUIPMENT - 330 - $ 100% 40% -282% 100% 30% 2% -21% Maricopa County FY 2000-01 Annual Business Strategies POSITION DISTRIBUTION Dept WORKING TITLE FTE 26 CORRECTIONAL HEALTH ACCOUNTANT 1.0 ADMINISTRATIVE ASSTNT 2.0 ADMINISTRATIVE MANAGER 1.0 BUSINESS SYSTEMS ANALYST 1.0 CERTIFIED DENTAL ASSISTNT 4.0 CONTRACT SPECIALIST 1.0 CORRECTIONAL HLTHSVCS DIR 1.0 COUNSELOR 17.6 COUNSELOR COORDINATOR 2.0 DATA ENTRY CLERK 1.0 DIRECTOR OF OPERATIONS 1.0 EDUCATION SPECIALIST 1.0 EMPLOYMENT SERVICES MANAGER 1.0 FISCAL ADMINISTRATOR 1.0 INFECTION CONTROL CLERK 1.0 INFECTION CONTROL MGR 1.0 LICENSED PRACTICAL NRS 43.8 MEDICAL REC ADMINISTRATOR 1.0 MEDICAL REC TECHNICIAN 1.0 NIGHT SHIFT SUPERVISOR 2.0 PATIENT CARE ASSISTANT 15.0 PHARMACIST 3.0 PHARMACY SYSTEMS ADMINISTRATOR 1.0 PHARMACY TECHNICIAN 7.0 PHARMARY MANAGER 1.0 PROCUREMENT SPECIALIST 1.0 QUALITY MANAGER 1.0 RADIOLOGIC TECHNICIAN 1.0 REFERRAL / AUTH SPECIALIST 1.0 REGISTERED NURSE 61.7 SERVICE WORKER 2.0 SPECIALTY TECHNICIAN 1.0 STAFFING MANAGER 1.0 STAFFING SPECIALIST 1.0 TRAINING COORDINATOR 1.0 UNIT MANAGER 7.0 UNIT SECRETARY 28.4 UTILIZ / RISK MANAGER 1.0 Total 220.4 - 331 - Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 CORRECTIONAL HEALTH GRANTS Agency 261 Personal Services Org Title 2642 2656 TB SCREENING GRANT SCREENING $ Totals: $ 22,938 45,876 68,814.0 Supplies & Services $ $ 17,053 3,841 20,894.0 Capital Outlay Total Expenditures $ $ - $ $ 39,991 49,717 89,708.0 Revenue $ $ 39,991 49,717 89,708.0 EXPENDITURES AND REVENUES BY AGENCY/OBJECT CORRECTIONAL HEALTH GRANTS Agency 261 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 615 GRANTS Subtotal $ 30,408 30,408 $ 30,408 30,408 $ 4,560 4,560 $ 89,708 89,708 $ 59,300 59,300 2 195% Total Resources $ 30,408 $ 30,408 $ 4,560 $ 89,708 $ 59,300 195% $ $ $ 53,601 15,213 68,814 $ $ 4,560 4,560 $ $ 30,408 30,408 $ $ 30,408 30,408 $ (53,601) (15,213) 30,408 (38,406) 100% -126% Subtotal $ - $ - $ - $ 14,830 6,064 20,894 $ (14,830) (6,064) (20,894) Total Expenditures $ 30,408 $ 30,408 $ 4,560 $ 89,708 $ (59,300) EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 750 FRINGE BENEFITS 796 P S INTER-FUND CHARGES Subtotal SUPPLIES & SERVICES 802 MEDICAL SUPPLIES 873 S S INTER-FUND CHARGES CAPITAL OUTLAY - 332 - -195% Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 CORRECTIONAL HEALTH DETENTION FUND Agency 262 Personal Services Org Title 2611 2621 2642 2643 2644 2645 2647 2648 2651 2652 2653 2656 2657 2658 2659 2661 2672 2680 2699 CORRECTIONAL HEALTH ADMIN. MEDICAL MANAGEMENT ESTRELLA O/P DURANGO JUVENILE SOUTHEAST JUVENILE ESTRELLA SPECIALTY CLINIC DURANGO O/P TOWERS O/P SOUTHEAST O/P MADISON O/P MADISON INFIRMARY MADISON INTAKE 1ST AVENUE O/P DURANGO PSYCH MADISON PSYCH MADISON SPECIALTY CLINIC AVONDALE O/P PHARMACY SERVICES OT HER $ Totals: $ Supplies & Services 1,705,832 1,112,006 290,584 221,495 290,417 849,177 389,838 1,120,923 371,360 780,344 594,175 639,671 485,649 1,035,547 9,887,018 $ 1,207,690 80,700 9,900 8,200 127,877 48,000 20,300 87,500 22,700 11,100 4,600 3,300 953,000 7,539,576 $ 10,124,443 Capital Outlay Total Expenditures $ $ $ 128,240 128,240 Revenue 2,913,522 1,192,706 300,484 229,695 546,534 897,177 410,138 1,208,423 394,060 791,444 598,775 642,971 1,438,649 8,575,123 $ 20,139,701 $ $ - EXPENDITURES AND REVENUES BY AGENCY/OBJECT CORRECTIONAL HEALTH DETENTION FUND Agency 262 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES 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) $ 6,740,115 $ 211,761 200,000 1,365,219 147,049 (30,408) (469,783) 8,163,953 $ 6,403,973 $ 154,523 50,606 1,284,932 114,711 858,308 (30,408) (469,783) 8,366,862 $ 5,840,500 613,300 938,200 1,256,100 288,500 4,600 8,941,200 $ $ 53,994 1,272,712 10,000 6,707,645 35,000 2,800 1,200 6,500 10,000 10,000 45,840 124,160 8,000 72,896 8,360,747 $ 116,900 1,444,200 14,300 6,516,757 35,000 1,000 2,000 19,400 1,600 5,600 2,600 5,200 243,100 5,600 72,900 8,486,157 $ $ 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 $ 132,100 1,320,200 10,000 8,252,847 50,100 1,000 1,600 19,170 1,500 15,000 17,120 6,000 175,000 5,600 71,406 45,800 10,124,443 Subtotal $ 23,000 23,000 $ 23,000 23,000 $ 26,100 26,100 $ 128,240 128,240 Total Expenditures $ 16,750,609 $ 16,750,609 $ 17,453,457 $ 20,139,701 Operating Balance (Rev. - Exp.) $ Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 807 HEALTH CARE SERVICES 825 REPAIRS AND MAINTENANCE 827 MATERIAL MGNT DISCRETIONARY 829 FUEL 830 TELECOM DISCRETIONARY 834 BASE LEVEL EQ SERVICES CHARGES 840 ELECTED OFFICIAL TRAVEL 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 845 SUPPORT AND CARE OF PERSONS 847 MEDICAL CARE 850 UTILITIES 860 MISCELLANEOUS EXPENSE 890 NON CAPITAL EQUIPMENT Subtotal $ $ CAPITAL OUTLAY 920 EQUIPMENT $ (16,750,609) $ $ (16,750,609) $ - 333 - $ (17,453,457) $ 7,212,632 $ (808,659) 568,870 (414,347) 369,760 (319,154) 1,582,406 (297,474) 165,980 (51,269) 542,288 316,020 (30,408) (554,918) 85,135 9,887,018 $ (1,520,156) $ -13% -268% -631% -23% -45% 37% -100% 18% -18% (78,106) (47,488) (1,545,202) (15,100) 1,800 (400) (12,670) (1,500) 10,000 (15,000) (17,120) 4,000 (129,160) 124,160 2,400 1,490 (45,800) $ (1,763,696) -145% -4% 0% -23% -43% 64% -33% -195% (105,240) (105,240) -458% -458% $ (3,389,092) -20% $ (20,139,701) $ 3,389,092 100% 40% -282% 100% 30% 2% -21% 20% Maricopa County FY 2000-01 Annual Business Strategies County Administrative Officer (20) Board Of Supervisors County Administrative Officer County Administrative Officer David R. Smith 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 county. 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. - 334 - Maricopa County FY 2000-01 Annual Business Strategies Performance Measures Performance Measures Program CAO Administration No. of priority bills introduced as part of the county legislative program No. of bills researched for county impact Dollar Value of grants coordinated % increase in grants coordinated No. of constituent assistance requests No. of special projects worked on for positive community impact No. of annual goals accomplished (performance plan) % of constituent assistance requests resolved No. of favorable issues successfully amended or passed No. of issues successfully opposed that have negative fiscal or programmatic impact % of priority bills successfully passed or amended No. of annual goals accomplished progress on goals communicated internally Variance percentage of current budget to actual expenditures CAO Administration % of citizens' expressing satisfaction with county government Government Relations Government Relations Government Relations Government Relations Government Relations Government Relations Government Relations Government Relations Government Relations Government Relations Government Relations CAO Administration FY 98 Actual CAO Administration CAO Administration No. of press conferences organized No. of special event coordinated No. of image-enhancing and public awareness communication % of county residents who trust county government No. of county residents who are knowledgeable about count No. of media hits % increase in media hits Communications Communications Communications Communications Communications Communications Communications FY 00 Estimated FY 01 Projected 6 7 8 8 1212 N/A 1180 $1,500,000 N/A 1200 $2,000,000 33 1200 $2,000,000 33 50 60 60 70 N/A N/A 7 8 N/A N/A 11 10 100% 100% 100% 100% 6 6 6 6 38 44 50 50 100% 86% 75% 75% 12/14 8.5/10 9/10 10 13% 19% 29% 20% 58% N/A 60% N/A 50% N/A 52% N/A 900 1,000 1,100 1,100 N/A N/A 60% N/A 13 5 10 8 12 10 12 10 175 85 100 105 N/A N/A 60 N/A N/A 2,792 N/A N/A 3,201 15% 15 3,350 5% N/A 4,000 5% % of county employees expressing satisfaction with county as employer No. of constituents assistance requests resolved % of Chief Officers and Department Directors expressing satisfaction with services provided by staff of the CAO office CAO Administration FY 99 Actual DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE GENERAL FUND TOTAL FUNDS $ $ COUNTY ADMINISTRATIVE OFFICER Department 20 Personal Services Supplies & Services Capital Outlay Total Expenses Total Revenue 1,055,973 $ 291,249 $ 2,000 $ 1,349,222 $ 1,055,973 $ 291,249 $ 2,000 $ 1,349,222 $ - - 335 - Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT COUNTY ADMINISTRATIVE OFFICER Department 20 FY 99-00 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 797 PERSONNEL SAVINGS (NEG) $ Subtotal $ 847,804 $ 6,000 141,459 45,000 (33,277) 1,006,986 $ SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 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 $ 27,000 $ 100,709 2,650 700 20,700 188 3,096 7,000 23,006 185,049 $ 27,000 100,709 2,650 700 20,700 188 3,096 7,000 23,006 185,049 Subtotal $ 2,000 2,000 $ 2,000 2,000 $ 2,000 2,000 $ 2,000 2,000 $ Total Expenditures $ 1,194,035 $ 1,194,035 $ 1,161,650 $ 1,349,222 $ (155,187) -13% Operating Balance (Rev. - Exp.) $ (1,194,035) $ (1,194,035) $ (1,161,650) $ (1,349,222) $ (155,187) -13% CAPITAL OUTLAY 920 EQUIPMENT 860,204 $ 6,000 138,911 35,148 (33,277) 1,006,986 $ 789,691 $ 6,000 137,916 45,000 978,607 $ 900,432 $ 6,000 154,264 28,520 (33,243) 1,055,973 $ (40,228) (15,353) 6,628 (34) (48,987) -5% 0% -11% 19% 0% -5% $ 24,500 $ 100,709 2,150 700 20,700 188 3,096 6,000 23,000 181,043 $ 6,000 $ 246,000 2,650 600 12,700 199 3,100 7,000 13,000 291,249 $ 21,000 (145,291) 100 8,000 (11) (4) 10,006 (106,200) 78% -144% 0% 14% 39% -6% 0% 0% 43% -57% $ - POSITION DISTRIBUTION Dept WORKING TITLE FTE 20 COUNTY ADMINISTRATIVE OFFICER ADMINISTRATIVE 1.0 ADMINISTRATIVE ASSTNT III 2.0 ADMINISTRATIVE COORD III 1.0 CHF ADMINISTRATOR TO CAO 2.0 COUNTY ADMINISTRATV OFFCR 1.0 EMPLOYEE OMBUDSMAN 1.0 EXECUTIVE ASSISTANT 1.0 INFORMATION COORDINATOR 1.0 LEGISLATIVE LIAISON 1.0 MANAGEMENT ANALYST III 1.0 MANAGERIAL 2.0 PROFESSIONAL 2.0 Total 16.0 - 336 - 0% 0% Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 COUNTY ADMINISTRATIVE OFFICER Agency 200 Org 2010 Personal Services Title COUNTY ADMINISTRATOR'S OFFICE $ Totals: $ Supplies & Services 1,055,973 1,055,973 $ $ 291,249 291,249 Capital Outlay Total Expenditures $ $ $ $ 2,000 2,000 1,349,222 1,349,222 Revenue $ $ - EXPENDITURES AND REVENUES BY AGENCY/OBJECT COUNTY ADMINISTRATIVE OFFICER Agency 200 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 797 PERSONNEL SAVINGS (NEG) $ Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 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 $ $ 847,804 $ 6,000 141,459 45,000 (33,277) 1,006,986 $ 789,691 6,000 137,916 45,000 978,607 $ $ $ 24,500 100,709 2,150 700 20,700 188 3,096 6,000 23,000 181,043 $ 27,000 100,709 2,650 700 20,700 188 3,096 7,000 23,006 185,049 $ 27,000 100,709 2,650 700 20,700 188 3,096 7,000 23,006 185,049 Subtotal $ 2,000 2,000 $ 2,000 2,000 $ Total Expenditures $ 1,194,035 $ 1,194,035 $ Operating Balance (Rev. - Exp.) $ CAPITAL OUTLAY 920 EQUIPMENT $ 860,204 $ 6,000 138,911 35,148 (33,277) 1,006,986 $ (1,194,035) $ $ (1,194,035) $ - 337 - $ 900,432 $ 6,000 154,264 28,520 (33,243) 1,055,973 $ $ 6,000 246,000 2,650 600 12,700 199 3,100 7,000 13,000 291,249 $ 2,000 2,000 $ 2,000 2,000 $ 1,161,650 $ 1,349,222 $ (1,161,650) $ $ (1,349,222) $ (40,228) (15,353) 6,628 (34) (48,987) -5% 0% -11% 19% 0% -5% 21,000 (145,291) 100 8,000 (11) (4) 10,006 (106,200) 78% -144% 0% 14% 39% -6% 0% 0% 43% -57% - 0% 0% (155,187) -13% 155,187 13% Maricopa County FY 2000-01 Annual Business Strategies County Call Center (14) STAR BOARD STAR BOARD Treasurer, Assessor, Recorder Treasurer, Assessor, Recorder David Sobieski Director Administration STAR Operations Court Projects Mission To provide knowledgeable, courteous and efficient answers in response to all incoming telephone questions to the Treasurer, Assessor, Recorder and Elections and Clerk of the Court offices and to operate the main County switchboard in the same manner. Program Goals e Continue to expand technology to provide an increasing level of automated service on a 24-hour basis. e Increase the use of e-mail and internet to answer taxpayer inquiries. e Reduce program costs by using technology to “overflow” calls to information specialists working remotely or at home. e Employ and expand the use of Computer Based training to reduce training costs and improve quality and consistency. e Continue to expand the current customer base. Community Impact The STAR Call Center has become the communication medium between county government and its citizens. It provides a service with a “live” information technician regarding many issues with one call. Residents and property owners 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 service provides the community with timely and accurate data, and change attitudes towards the operation of government. This service provides the community with timely and accurate data helping to change attitudes towards the operation of government. The County agencies that created the call center 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, Elections, and Clerk of Court leave the phone answering to the Call Center while concentrating on other important matters. Thorough specialization and technology, more of the public is served and efficiency is increased. - 338 - Maricopa County FY 2000-01 Annual Business Strategies Performance Measures Performance Measurements FY 98 Actual FY 99 Actual FY 00 Estimated FY 01 Projected Call Volume 750,000 1,045,886 1,250,000 1,300,000 Voter Registration Mail-Outs 11,215 18,150 16,000 20,000 Assessor Petition Forms 2,200 8,400 3,500 5,000 Treasurer Tax Bill Mail-Outs 6,000 12,700 10,000 20,000 Landlord Registration Forms N/A N/A N/A N/A Average Time per Agent Call N/A N/A 2.3 2.2 Treasurer Fax Back Service 15,000 18,000 Early Ballot Requests DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE GENERAL FUND TOTAL FUNDS $ $ COUNTY CALL CENTER Department 14 Personal Services Supplies & Services Capital Outlay 1,111,030 $ 223,199 $ 1,111,030 $ 223,199 $ - - 339 - Total Expenses Total Revenue $ 1,334,229 $ $ 1,334,229 $ - Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT COUNTY CALL CENTER Department 14 FY 99-00 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES 797 PERSONNEL SAVINGS (NEG) $ Subtotal $ 752,233 $ 61,202 212,530 38,209 (21,452) 1,042,722 $ 762,803 $ 61,202 187,585 75,302 (21,452) 1,065,440 $ 834,621 $ 69,387 203,231 44,243 1,151,482 $ 776,090 $ 61,202 225,078 85,794 22,718 (59,852) 1,111,030 $ (13,287) (37,493) (10,492) (22,718) 38,400 (45,590) -2% 0% -20% -14% 179% -4% SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 820 RENT 825 REPAIRS AND MAINTENANCE 830 TELECOM DISCRETIONARY 842 EDUCATION 860 MISCELLANEOUS EXPENSE Subtotal $ 19,667 $ 1,572 134,238 1,600 12,069 5,677 2,000 176,823 $ 19,667 1,572 134,238 1,600 12,069 5,677 2,000 176,823 $ $ 11,000 $ (100,000) 134,238 1,000 12,069 500 1,500 60,307 $ 55,387 $ 146,612 1,600 12,000 5,600 2,000 223,199 $ (35,720) 1,572 (12,374) 69 77 (46,376) -182% 100% -9% 0% 1% 1% 0% -26% Total Expenditures $ 1,219,545 $ 1,242,263 $ 1,211,789 $ 1,334,229 $ (91,966) -7% Operating Balance (Rev. - Exp.) $ (1,219,545) $ (1,242,263) $ (1,211,789) $ (1,334,229) $ (91,966) -7% CAPITAL OUTLAY POSITION DISTRIBUTION Dept WORKING TITLE FTE 14 COUNTY CALL CENTER ADMINISTRATIVE MANAGER 1.0 ADMINISTRATIVE/OFFICE SUPPORT SUPERVISOR 2.0 ADMINISTRATOR 1.0 CALL AGENT 23.0 DEPARTMENTAL HR SPECIALIST 1.0 LEAD CALL AGENT 4.0 PROFESSIONAL 1.0 Total 33.0 - 340 - Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 COUNTY CALL CENTER Agency 140 Org 1410 1420 1430 1440 Personal Services Title STAR STAR STAR STAR CALL CALL CALL CALL CENTER CENTER CENTER CENTER $ Totals: $ Supplies & Services 337,450 619,183 154,397 1,111,030 $ $ 221,199 2,000 223,199 Capital Outlay Total Expenditures $ $ - $ $ 558,649 619,183 156,397 1,334,229 Revenue $ $ - Variance % EXPENDITURES AND REVENUES BY AGENCY/OBJECT COUNTY CALL CENTER Agency 140 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED RESOURCES REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES 797 PERSONNEL SAVINGS (NEG) $ Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 820 RENT 825 REPAIRS AND MAINTENANCE 830 TELECOM DISCRETIONARY 842 EDUCATION 860 MISCELLANEOUS EXPENSE Subtotal $ $ 752,233 $ 61,202 212,530 38,209 (21,452) 1,042,722 $ $ 19,667 1,572 134,238 1,600 12,069 5,677 2,000 176,823 Total Expenditures $ 1,219,545 Operating Balance (Rev. - Exp.) $ 762,803 $ 61,202 187,585 75,302 (21,452) 1,065,440 $ $ $ $ 19,667 1,572 134,238 1,600 12,069 5,677 2,000 176,823 $ 1,242,263 $ $ 834,621 69,387 203,231 44,243 1,151,482 $ $ 11,000 $ (100,000) 134,238 1,000 12,069 500 1,500 60,307 $ 776,090 $ 61,202 225,078 85,794 22,718 (59,852) 1,111,030 $ (13,287) (37,493) (10,492) (22,718) 38,400 (45,590) -2% 0% -20% -14% 179% -4% -182% 100% -9% 0% 1% 1% 0% -26% 55,387 146,612 1,600 12,000 5,600 2,000 223,199 $ $ (35,720) 1,572 (12,374) 69 77 (46,376) 1,334,229 $ (91,966) -7% 91,966 7% CAPITAL OUTLAY (1,219,545) $ (1,242,263) $ - 341 - 1,211,789 $ (1,211,789) $ (1,334,229) $ Maricopa County FY 2000-01 Annual Business Strategies 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 Criminal Justice Facilities Director Robert B. Williams Robert B. Williams 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. Program Goals e 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. e 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. Community Impact Maximize the private sector opportunity for participation in this project by operating with a small internal staff. Enhance public safety by expeditiously providing the facilities necessary to house pre-trial detainees and post-trial convicted criminals. Achieve initial capital and life-cycle cost efficiencies by executing innovative, imaginative, and effective facility designs. Minimize disruption to project neighbors by accomplishing comprehensive coordination and information programs. - 342 - Maricopa County FY 2000-01 Annual Business Strategies Performance Measures Program General FY 98 Actual FY 99 Actual Projected FY00 Projected FY01 Performance Measures $0 Dollars spent. $2,464,000 $40,000,000 $50,000,000 4% 3% 5% 10% 10% 5% 30% 100% % complete: -4th Ave Jail -Lower Buckeye Jail -Juvenile Detention Facilities/Courts -Jackson St. Parking Structure Adult detention cost per bed. (3,139 Beds Total) Benchmark = $80,000 Juvenile detention cost per bed. (388 Beds Total) Benchmark = $174,000 N/A N/A $85,000 $85,000 N/A N/A $170,000 $170,000 $9,400 $9,400 $7,500 $7,500 Jackson St. Parking Structure cost per space. (1,000 Spaces Total, includes 120 Below Grade) Benchmark = $9,000 Mesa Juvenile Parking Structure cost per space. (300 Above Ground Spaces Total) Benchmark = $7,500 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE CAPITAL PROJECTS TOTAL FUNDS $ CRIMINAL JUSTICE FACILITIES DEVELOPMENT Department 40 Personal Services Supplies & Services Capital Outlay Total Expenses Total Revenue 8,127 17,500 69,592,652 69,618,279 103,034,318 8,127 $ 17,500 $ 69,592,652 $ 69,618,279 $ 103,034,318 - 343 - Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT CRIMINAL JUSTICE FACILITIES DEVELOPMENT Department 40 FY 99-00 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES Beginning Fund Balance $ 10,260,624 $ 10,260,624 $ 33,000,000 $ 92,216,119 $ REVENUE 680 TRANSFERS IN FROM OTHER FUNDS Subtotal $ 105,606,875 105,606,875 $ 105,606,875 105,606,875 $ 105,606,875 105,606,875 $ 103,034,318 103,034,318 $ (2,572,557) (2,572,557) -2% -2% Total Resources $ 115,867,499 $ 115,867,499 $ 138,606,875 $ 195,250,437 $ 79,382,938 69% $ 371,034 $ 46,133 65,065 8,443 (498,291) 8,000 (7,237) (6,853) $ 415,302 $ 46,133 69,930 8,442 (540,570) 8,000 (7,237) - $ 295,631 $ 19,059 38 45,452 (1,830) 358,350 $ 412,128 $ 46,285 76,722 8,127 (513,347) (21,788) 8,127 $ 3,174 (152) (6,792) 315 (27,223) 8,000 14,551 (8,127) 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) - $ 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) - $ 2,822 $ 77,651 39,525 97,461 525 2,656 141,359 1,619 184 574 364,376 $ 13,750 $ 110,000 175,000 110,000 5,000 2,500 5,500 601 152,280 1,000 9,483 500 (576,864) 8,750 17,500 $ (2,212) (23,000) (4,400) (1,880) (100) (3,100) 2,899 (8,640) (1,000) 1,145 15,000 6,000 (500) 12,600 (1,562) (8,750) (17,500) EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL 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 & SERVICES 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 810 LEGAL 820 RENT 825 REPAIRS AND MAINTENANCE 827 MATERIAL MGNT DISCRETIONARY 829 FUEL 830 TELECOM DISCRETIONARY 832 COUNTY COUNSEL 834 BASE LEVEL EQ SERVICES CHARGES 837 BASE LEVEL TELECOM 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 860 MISCELLANEOUS EXPENSE 872 S S INTER-FUND CREDIT (NEG) 890 NON CAPITAL EQUIPMENT Subtotal CAPITAL OUTLAY 910 LAND 915 BUILDINGS AND IMPROVEMENTS 920 EQUIPMENT 930 TRANSPORTATION $ $ $ $ 55,002,138 6,000 20,000 55,028,138 $ 81,955,495 799% 1% 0% -10% 4% -5% 100% 201% -19% -26% 0% -4% -60% -4% -129% 83% -6% 11% 100% 100% 100% 0% Subtotal $ - $ 55,008,991 6,000 20,000 55,034,991 $ $ 342,670 $ 22,934,604 23,277,274 $ - $ 69,592,652 (14,590,514) 6,000 20,000 69,592,652 $ (14,564,514) -27% 100% 100% -26% Total Expenditures $ 55,028,138 $ 55,028,138 $ 24,000,000 $ 69,618,279 $ (14,590,141) -27% Operating Balance (Rev. - Exp.) $ 50,578,737 $ 50,578,737 $ 81,606,875 $ 33,416,039 $ (17,162,698) -34% Ending Fund Balance (Resources. - Exp.) $ 60,839,361 $ 60,839,361 $ 114,606,875 $ 125,632,158 $ 64,792,797 POSITION DISTRIBUTION Dept WORKING TITLE FTE 40 CRIMINAL JUSTICE FACILITIES DEVELOPMENT ADMINISTRATIVE ASSITANT 1.0 CHIEF FINANCIAL OFFICER 1.0 DIRECTOR 1.0 PROFESSIONAL 1.0 SUPERVISORY 2.0 Total 6.0 - 344 - 106% Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 CRIMINAL JUSTICE FACILITIES DEVELOPMENT Agency 409 Org 4091 Personal Services Title CRIMINAL JUSTICE DETENTION FAC $ Totals: $ Supplies & Services 8,127 8,127 $ $ 17,500 17,500 Capital Outlay Total Expenditures Revenue $ 69,592,652 $ 69,592,652 $ 69,618,279 $ 69,618,279 $ 195,250,437 $ 195,250,437 EXPENDITURES AND REVENUES BY AGENCY/OBJECT CRIMINAL JUSTICE FACILITIES DEVELOPMENT Agency 409 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance RESOURCES Beginning Fund Balance $ 10,260,624 $ 10,260,624 $ 33,000,000 $ 92,216,119 $ REVENUE 680 TRANSFERS IN FROM OTHER FUNDS Subtotal $ 105,606,875 105,606,875 $ 105,606,875 105,606,875 $ 105,606,875 105,606,875 $ 103,034,318 103,034,318 $ Total Resources $ 115,867,499 $ 115,867,499 $ 138,606,875 $ 195,250,437 $ $ EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL 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 & SERVICES 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 810 LEGAL 820 RENT 825 REPAIRS AND MAINTENANCE 827 MATERIAL MGNT DISCRETIONARY 829 FUEL 830 TELECOM DISCRETIONARY 832 COUNTY COUNSEL 834 BASE LEVEL EQ SERVICES CHARGES 837 BASE LEVEL TELECOM 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 860 MISCELLANEOUS EXPENSE 872 S S INTER-FUND CREDIT (NEG) 890 NON CAPITAL EQUIPMENT Subtotal CAPITAL OUTLAY 910 LAND 915 BUILDINGS AND IMPROVEMENTS 920 EQUIPMENT 930 TRANSPORTATION $ $ $ $ 371,034 $ 46,133 65,065 8,443 (498,291) 8,000 (7,237) (6,853) $ 415,302 $ 46,133 69,930 8,442 (540,570) 8,000 (7,237) - $ 295,631 $ 19,059 38 45,452 (1,830) 358,350 $ 412,128 46,285 76,722 8,127 (513,347) (21,788) 8,127 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) - $ 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) - $ 2,822 77,651 39,525 97,461 525 2,656 141,359 1,619 184 574 364,376 $ 13,750 110,000 175,000 110,000 5,000 2,500 5,500 601 152,280 1,000 9,483 500 (576,864) 8,750 17,500 $ $ $ $ $ (2,572,557) (2,572,557) 79,382,938 3,174 (152) (6,792) 315 (27,223) 8,000 14,551 (8,127) (2,212) (23,000) (4,400) (1,880) (100) (3,100) 2,899 (8,640) (1,000) 1,145 15,000 6,000 (500) 12,600 (1,562) (8,750) (17,500) % $ 8 (0) -2% 69% 1% 0% -10% 4% -5% 100% 201% -19% -26% 0% -4% -60% -4% -129% 83% -6% 11% 100% 100% 100% 0% Subtotal $ 55,008,991 6,000 20,000 55,034,991 $ 55,002,138 6,000 20,000 55,028,138 $ 342,670 22,934,604 23,277,274 $ 69,592,652 69,592,652 $ (14,590,514) 6,000 20,000 (14,564,514) Total Expenditures $ 55,028,138 $ 55,028,138 $ 24,000,000 $ 69,618,279 $ (14,590,141) -27% Operating Balance (Rev. - Exp.) $ 50,578,737 $ 50,578,737 $ 81,606,875 $ 33,416,039 $ 17,162,698 34% Ending Fund Balance (Resources - Exp.) $ 60,839,361 $ 60,839,361 $ 114,606,875 $ 125,632,158 $ (64,792,797) - 345 - $ $ $ 81,955,495 -27% 100% 100% -26% -106% Maricopa County FY 2000-01 Annual Business Strategies Debt Service (99) DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE DEBT SERVICE TOTAL FUNDS Personal Services - $ $ DEBT SERVICE Department 99 Supplies & Services 64,305,541 64,305,541 Capital Outlay - $ Total Expenses 64,305,541 $ 64,305,541 Total Revenue 160,526,083 $ 160,526,083 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT DEBT SERVICE Department 99 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED RESOURCES Beginning Fund Balance FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED $ 2,548,314 $ 2,548,314 $ 1,240,000 $ 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 $ 19,310,736 $ 992,029 601,098 400,000 2,045,078 23,348,941 $ 19,310,736 992,029 601,098 400,000 2,045,078 23,348,941 $ Total Resources $ 25,897,255 $ Subtotal $ (946,629) $ Variance % (3,494,943) -137% $ 19,310,736 $ 1,407,832 600,000 400,000 2,045,078 23,763,646 $ 22,928,144 $ 3,617,408 1,109,736 117,707 553,680 (47,418) 3,753,591 3,353,591 132,180,932 130,135,854 160,526,083 $ 137,177,142 19% 12% -8% 838% 6363% 588% 25,897,255 $ 25,003,646 $ 159,579,454 $ 133,682,199 516% 25,950,275 25,950,275 $ 25,950,275 25,950,275 $ 25,950,275 25,950,275 $ 64,305,541 (38,355,266) 64,305,541 $ (38,355,266) -148% -148% Total Expenditures $ 25,950,275 $ 25,950,275 $ 25,950,275 $ 64,305,541 $ (38,355,266) -148% Operating Balance (Rev. - Exp.) $ (2,601,334) $ (2,601,334) $ (2,186,629) $ 96,220,542 $ 98,821,876 3799% Ending Fund Balance (Resources. - Exp.) $ (53,020) $ (53,020) $ (946,629) $ 95,273,913 $ 95,326,933 179794% EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES 875 BONDS AND RELATED EXPENSE CAPITAL OUTLAY - 346 - Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 DEBT SERVICE Agency 990 Personal Services Org Title 5824 5826 9910 SHERIFF'S OFFICE SHERIFF'S OFFICE G.O. DEBT SERVICE $ - Totals: $ Supplies & Services $ 25,941,675 $ 25,941,675 Capital Outlay Total Expenditures $ $ - $ 25,941,675 $ 25,941,675 Revenue $ 26,113,535 $ 26,113,535 EXPENDITURES AND REVENUES BY AGENCY/OBJECT DEBT SERVICE Agency 990 FY 99-00 FINAL/ADOPTED RESOURCES Beginning Fund Balance FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % $ 2,548,314 $ 2,548,314 $ 1,240,000 $ (946,629) $ (3,494,943) $ 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 $ 19,310,736 $ 992,029 601,098 400,000 2,045,078 23,348,941 $ 19,310,736 $ 992,029 601,098 400,000 2,045,078 23,348,941 $ 19,310,736 $ 1,407,832 600,000 400,000 2,045,078 23,763,646 $ 22,928,144 $ 1,109,736 553,680 400,000 2,068,604 27,060,164 $ 3,617,408 117,707 (47,418) 23,526 3,711,223 Total Resources $ 25,897,255 $ 25,897,255 $ 25,003,646 $ 26,113,535 $ 216,280 1% Subtotal $ 25,950,275 25,950,275 $ 25,950,275 25,950,275 $ 25,950,275 25,950,275 $ 25,941,675 25,941,675 $ 8,600 8,600 0% 0% Total Expenditures $ 25,950,275 $ 25,950,275 $ 25,950,275 $ 25,941,675 $ 8,600 0% Operating Balance (Rev. - Exp.) $ (2,601,334) $ (2,601,334) $ (2,186,629) $ 1,118,489 $ (3,719,823) -143% Ending Fund Balance (Resources - Exp.) $ (53,020) $ (53,020) $ (946,629) $ 171,860 $ (224,880) 424% $ (1) 0 0 (0) 0% 0 16% EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES 875 BONDS AND RELATED EXPENSE CAPITAL OUTLAY - 347 - Maricopa County FY 2000-01 Annual Business Strategies Elections (21) County Recorder Elections Karen Osborne, Director Elections Cycle Operations Voter Registration 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 e Plan for and implement a Geographical Information System (GIS), effectively supporting on-going registration verification. e Provide convenient, accessible early voting sites and polling places according to Americans with Disabilities Act (ADA) standards. e Ease the voting process while assuring compliance with all Federal and State requirements. e Expand voter outreach programs. e Continue to assist the disabled community by sharing resources, improving services and affirming our commitment to respond to their special voting needs. e Expand our election services to all cities, towns, school districts and special election districts as provided for in Intergovernmental Agreements. e 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. e Maintain accurate voter registration records to afford all eligible voters an opportunity to vote. e 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. - 348 - Maricopa County FY 2000-01 Annual Business Strategies Performance Measures Program General General General General Voter Registration Voter Registration Voter Registration Voter Registration Early Voting Early Voting Early Voting Early Voting Administration Administration Administration Administration Polling Places Polling Places Polling Places Warehouse Warehouse Warehouse Precinct Services Precinct Services Precinct Services Precinct Services Operations Operations Operations Operations Geographical Services Campaign Finance Performance Measures Precincts Number of votes cast* Number of early ballot requests* Number of early votes* Registered voters Registrations processed Hours Worked Registrations per hour worked Early votes cast Early Ballot Requests Process Hours Worked Requests Processed Hourly Elections held Number of Transactions Hours Worked Transactions per hour worked Polling Places Acquired Hours Worked Polling Places Acquired per Hour Polling Places Supplied Hours Worked Polling Places Supplied per Hour Polls Staffed Boardworkers Hired Hours Worked Boardworders per hour worked Elections held Voters Eligible in Elections Held Hours Worked Eligible Voters per hour worked Hours Worked Hour Worked FY 98 Actual FY 99 Actual FY 00 Estimated FY 01 Projected 1,004 1,004 1,004 1,004 0 586,090 0 700,000 0 231,441 0 400,000 0 195,083 0 320,000 1,326,609 1,345,370 1,110,000 1,115,000 122,114 128,800 135,000 140,000 25,778 33,039 27,300 35,000 4.74 3.90 4.95 4.00 23,221 281,789 80,000 400,000 32,082 346,970 100,000 510,000 8,138 30,954 10,000 51,000 3.94 11.21 10.00 10.00 57 111 60 115 12,836 37,310 18,000 40,000 14,152 17,894 16,000 18,000 0.91 2.09 1.13 2.22 440 2,011 770 2,500 9,498 12,366 5,200 9,600 0.05 0.16 0.15 0.26 467 2,300 810 2,300 10,333 26,138 1,200 27,600 0.05 0.09 0.07 0.08 390 2,244 770 2,500 1,593 12,926 3,000 12,800 11,274 20,538 10,500 23,800 0.14 0.63 0.29 0.54 57 111 60 115 1,624,249 3,324,095 2,350,000 3,000,000 7,653 15,199 17,500 22,800 212.25 218.71 134.29 131.58 6,195 8,209 7,500 8,300 3,873 4,413 4,200 4,400 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE GENERAL FUND TOTAL FUNDS $ $ Personal Services 3,528,361 3,528,361 $ $ ELECTIONS Department 21 Supplies & Services 6,121,600 6,121,600 - 349 - $ $ Capital Outlay 960,000 960,000 Total Expenses $ 10,609,961 $ 10,609,961 Total Revenue $ 2,673,730 $ 2,673,730 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT ELECTIONS Department 21 FY 99-00 FI N A L / A D O P T E D FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FI N A L / A D O P T E D Variance % RESOURCES REVENUE 620 INTERGOVERNMENTAL 635 FEES & CHARGES 637 FINES & FORFEITS 650 MISCELLANEOUS REVENUE Subtotal $ 715,000 15,000 1,385,980 2,115,980 $ 2,085,980 15,000 15,000 2,115,980 $ 1,680,000 300 10,000 14,300 1,704,600 $ 2,652,730 6,000 15,000 2,673,730 $ 566,750 (15,000) 6,000 557,750 $ 2,115,980 $ 2,115,980 $ 1,704,600 $ 2,673,730 $ 557,750 $ 1,655,598 $ 217,210 128,985 374,383 13,398 (12,285) 2,377,289 $ 1,624,200 $ 157,500 74,900 344,800 7,300 2,208,700 $ 1,662,003 $ 840,206 506,776 486,626 45,035 (12,285) 3,528,361 $ (6,405) (622,996) (377,791) (112,243) (31,637) (1,151,072) 0% -287% -293% -30% -236% Subtotal $ 1,630,119 $ 217,210 129,709 372,868 39,668 (12,285) 2,377,289 $ SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 810 LEGAL 815 INSURANCE 820 RENT 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 829 FUEL 830 TELECOM DISCRETIONARY 834 BASE LEVEL EQ SERVICES CHARGES 842 EDUCATION 843 TRANSPORTATION/SHIPPING 850 UTILITIES 860 MISCELLANEOUS EXPENSE 890 NON CAPITAL EQUIPMENT Subtotal $ 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 $ 377,345 1,891,395 8,000 500 523,963 34,500 100 1,500 30,000 20,500 16,700 1,500 1,693,654 4,599,657 79,150 $ 2,747,650 17,750 500 742,500 14,000 7,000 42,000 17,000 65,050 5,700 2,380,800 2,500 6,121,600 $ 298,195 (856,255) (9,750) (218,537) 20,500 100 (5,500) (12,000) 3,500 (48,350) (4,200) (687,146) (2,500) (1,521,943) 79% -45% -122% 0% -42% 59% 100% $ 322,200 $ 1,806,000 9,700 600 497,200 30,600 5,000 66,400 3,200 30,400 1,500 17,620 15,700 1,600 1,583,500 2,400 4,393,620 $ Subtotal $ 1,275,128 1,275,128 $ 1,275,128 1,275,128 $ 1,267,000 1,267,000 $ 960,000 960,000 $ Total Expenditures $ 8,252,074 $ 8,252,074 $ 7,869,320 $ 10,609,961 $ (2,357,887) -29% Operating Balance (Rev. - Exp.) $ (6,136,094) $ (6,136,094) $ (6,164,720) $ (7,936,231) $ (1,800,137) -29% Total Resources 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) CAPITAL OUTLAY 920 EQUIPMENT - 350 - $ 315,128 315,128 27% -100% 0% 26% 26% 0% -48% -367% -40% 17% -290% -280% -41% -33% 25% 25% Maricopa County FY 2000-01 Annual Business Strategies POSITION DISTRIBUTION Dept WORKING TITLE FTE 21 ELECTIONS ADMINISTRATIVE COORDINATOR 3.0 ASSOCIATE INFORM SYSTEM TECH 1.0 ASST ELECTIONS DIRECTOR 2.0 BOARDWORKER RECRUITER SUPERVISOR 1.0 CANDIDATE FILING SUPERVISOR 1.0 DATA OPERATIONS CLERK 1.0 EARLY VOTING CLERK 2.0 EARLY VOTING SUPERVISOR 2.0 EARLY VOTING/LOGISTICS CLERK 1.0 ELECTION SPECIALIST 1.0 ELECTIONS COORDINATOR 1.0 ELECTIONS DIRECTOR 1.0 FINANCIAL ANALYST 1.0 FISCAL SERVICES DIRECTOR 1.0 GIS CLERK 2.0 GIS PROGRAMMER/ANALYST 1.0 GIS SUPERVISOR 1.0 INFORMATION SYSTEM CONSULTANT 1.0 OPERATIONS/IMAGING CLERK 2.0 OPERATIONS/INFORMATION CLERK 1.0 OPERATIONS/WAREHOUSE SUPERVISOR 1.0 PERSONNEL/PAYROLL ADMINSTRATOR 1.0 POLLING PLACE COORDINATOR 4.0 PROCUREMENT SPECIALIST 1.0 PROGRAMMER-ANALYST 1.0 PUBLIC INFORMATION SUPERVISOR 1.0 RECORDER'S EXCUTIVE ASSISTANT 1.0 TROUBLESHOOTER PROGRAM COORDINATOR 1.0 VOTER REGISTRATION SPECIALIST 12.0 VOTER REGISTRATION SUPERVISOR 2.0 WAREHOUSE TECHNICIAN 2.0 Total 54.0 - 351 - Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 ELECTIONS Agency 210 Personal Services Org Title 2110 2120 2130 OPERATIONS ELECTION CYCLE VOTER REGISTRATION $ Totals: $ 1,691,469 1,232,802 604,090 3,528,361 Supplies & Services $ 639,770 5,346,180 135,650 6,121,600 $ Capital Outlay Total Expenditures $ $ 960,000 960,000 $ 2,331,239 7,538,982 739,740 $ 10,609,961 Revenue $ $ 7,000 2,666,730 2,673,730 EXPENDITURES AND REVENUES BY AGENCY/OBJECT ELECTIONS Agency 210 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 620 INTERGOVERNMENTAL 635 FEES & CHARGES 637 FINES & FORFEITS 650 MISCELLANEOUS REVENUE Subtotal $ 715,000 15,000 1,385,980 2,115,980 Total Resources $ 2,115,980 $ 1,630,119 $ 217,210 129,709 372,868 39,668 (12,285) 2,377,289 $ 1,655,598 $ 217,210 128,985 374,383 13,398 (12,285) 2,377,289 $ 1,624,200 157,500 74,900 344,800 7,300 2,208,700 $ 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 $ 322,200 1,806,000 9,700 600 497,200 30,600 5,000 66,400 3,200 30,400 1,500 17,620 15,700 1,600 1,583,500 2,400 4,393,620 $ $ 377,345 1,891,395 8,000 500 523,963 34,500 100 1,500 30,000 20,500 16,700 1,500 1,693,654 4,599,657 1,275,128 1,275,128 $ 1,275,128 1,275,128 $ 1,267,000 1,267,000 $ 960,000 960,000 $ 8,252,074 $ 8,252,074 $ 7,869,320 $ 10,609,961 $ 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 & SERVICES 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES - EXTERNAL 810 LEGAL 815 INSURANCE 820 RENT 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 829 FUEL 830 TELECOM DISCRETIONARY 834 BASE LEVEL EQ SERVICES CHARGES 842 EDUCATION 843 TRANSPORTATION/SHIPPING 850 UTILITIES 860 MISCELLANEOUS EXPENSE 890 NON CAPITAL EQUIPMENT Subtotal $ CAPITAL OUTLAY 920 EQUIPMENT Subtotal $ Total Expenditures $ Operating Balance (Rev. - Exp.) $ $ 2,085,980 15,000 15,000 2,115,980 $ 2,115,980 $ (6,136,094) $ $ 1,680,000 300 10,000 14,300 1,704,600 $ $ (6,136,094) $ - 352 - $ 2,652,730 6,000 15,000 2,673,730 1,704,600 $ 2,673,730 1,662,003 $ 840,206 506,776 486,626 45,035 (12,285) 3,528,361 $ (6,405) (622,996) (377,791) (112,243) (31,637) (1,151,072) 0% -287% -293% -30% -236% $ 298,195 (856,255) (9,750) (218,537) 20,500 100 (5,500) (12,000) 3,500 (48,350) (4,200) (687,146) (2,500) (1,521,943) 79% -45% -122% 0% -42% 59% 100% $ 79,150 2,747,650 17,750 500 742,500 14,000 7,000 42,000 17,000 65,050 5,700 2,380,800 2,500 6,121,600 $ (6,164,720) $ $ 566,750 (15,000) 6,000 557,750 0% 26% $ 557,750 26% $ (7,936,231) $ 315,128 315,128 0 (1) 0% -48% -367% -40% 17% -290% -280% -41% -33% 25% 25% (2,357,887) -29% 1,800,137 29% Maricopa County FY 2000-01 Annual Business Strategies Eliminations (98) DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE ELIMINATIONS TOTAL FUNDS ELI M I N A T I O N S Department 98 Supplies & Services Personal Services - $ $ Capital Outlay (515,496,266) (515,496,266) $ Total Expenses - $ Total Revenue (515,496,266) (515,496,266) (515,496,266) $ (515,496,266) EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT ELIMINATIONS Department 98 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 615 GRANTS 635 FEES & CHARGES 636 INTERNAL SERVICE CHARGES 640 PATIENT CHARGES 680 TRANSFERS IN FROM OTHER FUNDS Subtotal $ (475,381) (475,381) (475,381) (31,570,403) (33,656,034) (38,375,224) (37,307,548) (38,375,224) (47,811,146) (47,811,146) (47,811,146) (321,681,223) (323,444,445) (323,681,223) (439,913,377) $ (409,038,520) $ (443,999,008) $ (626,500) (151,119) (39,573,844) (2,266,296) (54,315,097) (6,503,951) (420,980,825) (97,536,380) (515,496,266) $ (106,457,746) -32% Total Resources $ (439,913,377) $ (409,038,520) $ (443,999,008) $ (515,496,266) $ (106,457,746) -26% -6% -14% -30% -26% EXPENDI TURES PERSONAL SERVICES 796 P S INTER-FUND CHARGES Subtotal $ SUPPLIES & SERVICES 805 CONTRACTUAL SERVICES - EXTERNAL 833 EMPLOYEE BENEFITS ADMINISTRATION 834 BASE LEVEL EQ SERVICES CHARGES 845 SUPPORT AND CARE OF PERSONS 880 TRANSFERS OUT TO OTHER FUNDS Subtotal $ (31,570,403) (31,570,403) $ - $ (33,656,034) (33,656,034) $ - $ - (475,381) (475,381) (475,381) 1,067,676 (38,375,224) (38,375,224) (38,375,224) (47,811,146) (47,811,146) (47,811,146) (321,681,223) (323,444,445) (323,681,223) (408,342,974) $ (409,038,520) $ (410,342,974) $ (626,500) 151,119 1,067,676 (39,573,844) 1,198,620 (54,315,097) 6,503,951 (420,980,825) 97,536,380 (515,496,266) $ 106,457,746 32% 100% 3% 14% 30% 26% (439,913,377) $ (409,038,520) $ (443,999,008) $ (515,496,266) $ 106,457,746 26% CAPITAL OUTLAY Total Expenditures $ - 353 - Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 ELIMINATIONS Agency 981 Org 0980 Personal Services Title ELIMINATIONS $ Totals: $ - Supplies & Services Capital Outlay $ (515,496,266) $ $ (515,496,266) $ - Total Expenditures Revenue $ (515,496,266) $ (515,496,266) $ (515,496,266) $ (515,496,266) EXPENDITURES AND REVENUES BY AGENCY/OBJECT ELIMINATIONS Agency 981 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 615 GRANTS 635 FEES & CHARGES 636 INTERNAL SERVICE CHARGES 640 PATIENT CHARGES 680 TRANSFERS IN FROM OTHER FUNDS Subtotal $ (475,381) (475,381) (475,381) (31,570,403) (33,656,034) (38,375,224) (37,307,548) (38,375,224) (47,811,146) (47,811,146) (47,811,146) (321,681,223) (323,444,445) (323,681,223) (439,913,377) $ (409,038,520) $ (443,999,008) $ (626,500) (151,119) 33,656,034 (39,573,844) (1,198,620) (54,315,097) (6,503,951) (420,980,825) (97,299,602) (515,496,266) $ (106,457,746) (0) (0) (0) -26% $ (439,913,377) $ (409,038,520) $ (443,999,008) $ (515,496,266) $ (106,457,746) -26% Total Resources EXPENDITURES PERSONAL SERVICES 796 P S INTER-FUND CHARGES Subtotal $ SUPPLIES & SERVICES 805 CONTRACTUAL SERVICES - EXTERNAL 833 EMPLOYEE BENEFITS ADMINISTRATION 834 BASE LEVEL EQ SERVICES CHARGES 845 SUPPORT AND CARE OF PERSONS 880 TRANSFERS OUT TO OTHER FUNDS Subtotal $ (31,570,403) (31,570,403) $ - $ (33,656,034) (33,656,034) $ - $ (0) - (475,381) (475,381) (475,381) 1,067,676 (38,375,224) (38,375,224) (38,375,224) (47,811,146) (47,811,146) (47,811,146) (321,681,223) (323,444,445) (323,681,223) (408,342,974) $ (409,038,520) $ (410,342,974) $ (626,500) 151,119 1,067,676 (39,573,844) 1,198,620 (54,315,097) 6,503,951 (420,980,825) 97,536,380 (515,496,266) $ 106,457,746 32% 100% 3% 14% 30% 26% (439,913,377) $ (409,038,520) $ (443,999,008) $ (515,496,266) $ 106,457,746 26% CAPITAL OUTLAY Total Expenditures $ - 354 - Maricopa County FY 2000-01 Annual Business Strategies Emergency Management (15) County Administrative Officer Chief Public Works Officer Emergency Management Emergency Management Robert Spencer, Director Robert Spencer, Director 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 a national security, technological or natural disaster. Program Goals e 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. e Develop and maintain emergency operations plans at the political subdivision level that meet or exceed mandated state and federal requirements and are approved by the local chief executive or authorized official. e Provide assistance and liaison to all entities concerned with emergency management activities. e Maintain and enhance an effective communications and warning system to ensure rapid and accurate notification of impending emergencies and to enhance countywide command and control. e Enhance emergency operations capabilities and procedures. e Enhance personnel development and administrative/fiscal effectiveness. e Enhance public awareness efforts to broaden public knowledge of risks, threats, and protective measures. Community Impact Protects lives and prevents damage to property through a comprehensive program to effectively respond to and recover from disasters. Coordinates the county’s disaster response efforts and assists cities and towns with their disaster response efforts. Coordinates response to emergencies at Palo Verde Nuclear Generating Station in coordination with state and federal partners. Maintains records of extremely hazardous materials in the county, and make those records available to the public and response agencies. - 355 - Maricopa County FY 2000-01 Annual Business Strategies Performance Measures Activity Performance Measures: County emergency plans updated City/town emergency plans updated County exercises conducted Municipal/industry exercises assisted Disaster coordinators’ meetings conducted Medical Alerting System (MCMAS) exercises conducted Disaster preparedness briefings conducted Hospital/nursing home drills assisted LEPC meetings conducted Tier II reports processed # of citizens receiving disaster preparedness training % county/city/town emergency plans updated within 4 years % increase in school emergency plans developed % increase in employee satisfaction % of supervisors attending management courses % of employees receiving at least10 hours of formal training Type FY 97-98 FY 98-99 FY 99-00 FY 00-01 Projected 1 2 8 16 8 4 Estimated 1 7 4 10 4 4 Output Output Output Output Output Output 2 7 5 10 11 3 1 4 6 11 5 4 Output Output Output Output Output 93 5 8 1,268 n/a 60 10 4 2,055 n/a 57 14 4 2,001 1,931 45 10 4 2,000 2,000 Result n/a n/a 68% 85% Result n/a n/a n/a 100% Result Result n/a n/a n/a n/a 8% 33% 5% 100% Result n/a n/a 100% 100% DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE GENERAL FUND SPECIAL REVENUE TOTAL FUNDS EMERGENCY MANAGEMENT Department 15 Personal Services Supplies & Services Capital Outlay Total Expenses Total Revenue $ 115,329 $ 37,917 $ $ 153,246 $ 684,813 250,485 19,000 954,298 954,298 $ 800,142 $ 288,402 $ 19,000 $ 1,107,544 $ 954,298 - 356 - Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT EMERGENCY MANAGEMENT Department 15 FY 99-00 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 615 GRANTS 620 INTERGOVERNMENTAL Subtotal $ 178,331 672,882 851,213 $ Total Resources $ 851,213 $ 851,213 $ 851,213 $ 954,298 $ 103,085 $ 483,402 $ 71,400 100,645 12,085 67,023 734,555 $ 483,144 71,197 99,381 13,810 67,023 734,555 $ 472,181 $ 34,493 82,395 13,810 67,023 669,902 $ 558,877 $ 46,500 111,086 14,247 69,432 800,142 $ (75,733) 24,697 (11,705) (437) (2,409) (65,587) -16% 35% -12% -3% -4% -9% 122,690 14,887 500 19,868 23,089 200 108 2,819 31,217 9,800 14,890 16,000 3,500 5,000 264,568 $ $ 56,610 $ 12,500 700 16,400 25,000 200 138 1,819 7,217 1,000 9,800 9,800 7,000 1,050 2,350 2,000 153,584 $ 85,174 $ 5,000 2,500 8,710 29,260 200 100 1,630 24,996 2,816 10,068 14,300 15,000 63,226 5,000 20,422 288,402 $ 37,516 9,887 (2,000) 11,158 (6,171) 8 1,189 6,221 (2,816) (268) 590 1,000 (59,726) (20,422) (23,834) 31% 66% -400% 56% -27% 0% 7% 42% 20% $ 122,690 $ 14,887 500 19,868 23,089 200 108 2,819 31,217 9,800 14,890 16,000 3,500 5,000 264,568 $ Subtotal $ 27,123 27,123 $ 27,123 27,123 $ 900 22,000 22,900 $ 19,000 19,000 $ 8,123 8,123 30% 30% Total Expenditures $ 1,026,246 $ 1,026,246 $ 846,386 $ 1,107,544 $ (81,298) -8% Operating Balance (Rev. - Exp.) $ (175,033) $ (175,033) $ 4,827 $ (153,246) $ 21,787 12% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 810 LEGAL 820 RENT 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 829 FUEL 830 TELECOM DISCRETIONARY 834 BASE LEVEL EQ SERVICES CHARGES 839 OTHER INTERNAL SVCS CHARGES 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 850 UTILITIES 860 MISCELLANEOUS EXPENSE 890 NON CAPITAL EQUIPMENT Subtotal $ $ CAPITAL OUTLAY 915 BUILDINGS AND IMPROVEMENTS 920 EQUIPMENT 178,331 672,882 851,213 $ 178,331 672,882 851,213 $ 276,816 677,482 954,298 $ 98,485 4,600 103,085 55% 1% 12% 12% $ POSITION DISTRIBUTION Dept 15 EMERGENCY MANAGEMENT WORKING TITLE ADMINISTRATIVE ADMINISTRATIVE ASSTNT II ADMINISTRATIVE ASSTNT III ADMINISTRATIVE COORD V EMERGENCY MANAGEMENT MGR EMERGENCY SRVCS PLNR II EMERGENCY SRVCS PLNR III GIS PROGRAMMER/ANALYST TECHNICAL Total - 357 - FTE 1.0 2.0 1.0 1.0 1.0 6.0 1.0 1.0 1.0 15.0 -3% 4% 6% -1706% 0% -9% Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 EMERGENCY MANAGEMENT GRANTS Agency 151 Personal Services Org Title 1530 1540 EMERGENCY MANAGEMENT GRANT MCLEPC PLANNING GRANT $ Supplies & Services 467,018 467,018 Totals: $ $ 207,643 207,643 $ Capital Outlay Total Expenditures $ $ $ 19,000 19,000 $ 693,661 693,661 Revenue $ $ 693,661 693,661 EXPENDITURES AND REVENUES BY AGENCY/OBJECT EMERGENCY MANAGEMENT GRANTS Agency 151 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 615 GRANTS 620 INTERGOVERNMENTAL $ 150,185 455,818 606,003 $ 150,185 455,818 606,003 606,003 $ 606,003 $ $ Subtotal $ 301,874 37,000 60,983 7,547 407,404 301,493 37,000 61,120 7,791 407,404 $ SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 810 LEGAL 820 RENT 825 REPAIRS AND MAINTENANCE 827 MATERIAL MGNT DISCRETIONARY 839 OTHER INTERNAL SVCS CHARGES 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 850 UTILITIES 860 MISCELLANEOUS EXPENSE 890 NON CAPITAL EQUIPMENT Subtotal $ 113,810 2,500 500 18,500 21,289 11,500 13,000 500 5,000 186,599 $ $ $ 113,810 2,500 500 18,500 21,289 11,500 13,000 500 5,000 186,599 CAPITAL OUTLAY 915 BUILDINGS AND IMPROVEMENTS 920 EQUIPMENT Subtotal $ 12,000 12,000 Total Expenditures $ Operating Balance (Rev. - Exp.) $ EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS Subtotal $ 150,185 455,818 606,003 $ 242,700 450,961 693,661 $ 92,515 (4,857) 87,658 1 (0) 14% Total Resources $ 606,003 $ 693,661 $ 87,658 14% $ 295,737 15,938 50,951 7,791 370,417 $ 368,955 $ 19,000 69,839 9,224 467,018 $ (67,462) 18,000 (8,719) (1,433) (59,614) -22% 49% -14% -18% -15% $ $ 48,810 2,500 700 15,000 23,000 30 6,800 6,000 1,000 350 2,000 106,190 $ 64,950 $ 2,500 2,500 6,850 27,500 7,117 11,500 13,000 58,726 5,000 8,000 207,643 $ 48,860 43% 0% (2,000) -400% 11,650 63% (6,211) -29% (7,117) 0% 0% (58,226) ####### 0% (8,000) (21,044) -11% $ 12,000 12,000 $ 900 10,000 10,900 $ 19,000 19,000 $ (7,000) (7,000) -58% -58% 606,003 $ 606,003 $ 487,507 $ 693,661 $ (87,658) -14% - $ - $ 118,496 $ $ - 358 - $ $ - $ - Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 EMERGENCY MANAGEMENT PALO VERDE Agency 152 Personal Services Org Title 1520 1550 PALO VERDE ADEM SUPPORT FUNDING $ Totals: $ Supplies & Services 217,795 217,795 $ 42,842 42,842 $ Capital Outlay Total Expenditures $ $ - $ $ 260,637 260,637 Revenue $ $ 260,637 260,637 EXPENDITURES AND REVENUES BY AGENCY/OBJECT EMERGENCY MANAGEMENT PALO VERDE Agency 152 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 615 GRANTS 620 INTERGOVERNMENTAL Subtotal $ 28,146 217,064 245,210 Total Resources $ 245,210 $ 245,210 $ 245,210 $ 260,637 $ 15,427 $ 101,320 21,200 21,653 2,533 67,023 213,729 $ 101,320 20,997 21,856 2,533 67,023 213,729 $ 98,000 13,500 17,000 2,533 67,023 198,056 $ 106,476 16,500 22,450 2,937 69,432 217,795 $ (5,156) 4,497 (594) (404) (2,409) (4,066) -5% 21% -3% -16% -4% -2% $ $ $ (13,700) (492) 40 590 1,000 (1,500) (12,422) (26,484) -361% -36% 2% 17% 33% $ 17,500 1,860 1,760 2,800 2,000 4,500 12,422 42,842 $ $ 3,800 1,400 2,000 3,000 1,000 50 2,000 13,250 100% 100% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 820 RENT 825 REPAIRS AND MAINTENANCE 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 850 UTILITIES 890 NON CAPITAL EQUIPMENT $ $ Subtotal $ 3,800 1,368 1,800 3,390 3,000 3,000 16,358 Subtotal $ Total Expenditures Operating Balance (Rev. - Exp.) $ 28,146 217,064 245,210 $ $ 28,146 217,064 245,210 $ $ $ 5,970 9,457 15,427 0 0 6% 6% $ $ 3,800 1,368 1,800 3,390 3,000 3,000 16,358 15,123 15,123 $ 15,123 15,123 $ 12,000 12,000 $ - $ 15,123 15,123 $ 245,210 $ 245,210 $ 223,306 $ 260,637 $ (15,427) $ - $ - $ 21,904 $ - $ CAPITAL OUTLAY 920 EQUIPMENT - 359 - $ $ 34,116 226,521 260,637 - -50% -162% -6% Maricopa County FY 2000-01 Annual Business Strategies Environmental Services (88) County Administrative Officer Chief Health Services Officer Environmental Services Environmental Services Albert F. Brown, Director Albert F. Brown, Director Air Quality Division Community Services Division Environmental Health Division Waste & Waste Management Division Business Services Division Mission To protect and improve quality of life through responsive and effective environmental management. Program Goals e Maintain five-year business plan. e Ensure a productive workforce via - Workload analysis, Job satisfaction, Supervisor Training, Employee training, Emotional commitment, and Safety. e Computer compatibility to ensure modern cost effective public administration. e Improve our credibility and enhance our Department’s image. e 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. - 360 - Maricopa County FY 2000-01 Annual Business Strategies Performance Measures Performance Measures Air Permites Issued Engineering Plans Reviewed Environmental Health Permits Issued Environmental Health Inspections Trip Reduction Surveys Completed Air Quality inspections FY 98 Actual FY 99 Actual FY 00 Estimated FY 01 Projected 3,500 1,577 1,600 1,600 4,448 5,486 5,500 5,700 13,500 15,333 15,800 16,500 57,541 75,158 77,600 79,900 616,000 440,948 462,995 476,885 2,862 1,264 5,000 5,150 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE GENERAL FUND SPECIAL REVENUE TOTAL FUNDS $ $ Personal Services 444,372 11,199,944 11,644,316 $ $ ENVIRONMENTAL SERVICES Department 88 Supplies & Services Capital Outlay Total Expenses 233,187 $ 25,000 $ 702,559 5,020,924 337,385 16,558,253 5,254,111 $ 362,385 $ 17,260,812 - 361 - Total Revenue $ 16,176,433 $ 16,176,433 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT ENVIRONMENTAL SERVICES Department 88 FY 99-00 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED PROJECTED RESOURCES Beginning Fund Balance $ 2,979,158 $ 2,979,158 Subtotal $ 9,902,000 4,336,657 360,000 101,200 482,000 15,181,857 $ Total Resources $ $ FY 00-01 FINAL/ADOPTED Variance % $ 3,790,500 $ 3,508,000 $ 528,842 18% 9,902,000 4,349,743 360,000 101,200 482,000 15,194,943 $ 9,902,000 3,222,923 360,000 101,200 534,000 14,120,123 $ 10,574,000 4,392,533 377,000 128,900 704,000 16,176,433 $ 672,000 42,790 17,000 27,700 222,000 981,490 7% 1% 5% 27% 46% 6% 18,161,015 $ 18,174,101 $ 17,910,623 $ 19,684,433 $ 1,510,332 8% 8,883,378 $ 47,000 248,507 1,848,978 564,538 (407,923) 11,184,478 $ 9,308,919 $ 47,000 104,405 1,850,775 342,981 (407,923) 11,246,157 $ 8,900,689 $ 42,900 43,308 1,739,292 25,527 (71,952) 10,679,764 $ 9,895,391 $ 61,000 50,850 2,025,663 349,807 (738,395) 11,644,316 $ (586,472) (14,000) 53,555 (174,888) (6,826) 330,472 (398,159) -6% -30% 51% -9% -2% 81% -4% 418,816 $ 11,100 2,206,267 774,122 162,775 4,000 24,550 3,827 24,769 21,000 171,284 28,808 74,108 63,596 241,914 1,875 12,750 69,550 157,208 6,000 125,148 2,336 (474,959) 474,959 469,882 5,075,685 $ 375,850 $ 10,850 1,642,000 1,039,319 133,975 4,000 24,450 3,750 28,000 20,500 171,284 28,808 71,284 3,750 63,596 241,914 1,875 7,750 64,910 137,818 6,000 70,509 1,700 (474,959) 443,077 469,882 4,591,892 $ 397,929 $ 9,978 2,168,343 809,523 126,400 43,119 1,327 39,483 44,129 292,534 64,198 51,672 205,954 63,300 150,858 5,000 53,670 636 (762,200) 759,300 578,358 150,600 5,254,111 $ 20,887 1,122 37,924 (35,401) 36,375 4,000 (18,569) 2,500 (14,714) (23,129) (121,250) 28,808 9,910 11,924 35,960 1,875 12,750 6,250 6,350 1,000 71,478 1,700 287,241 (284,341) (108,476) (150,600) (178,426) 5% 10% 2% -5% 22% 100% -76% 65% -59% -110% -71% 100% 13% $ 413,566 $ 11,100 2,247,946 774,122 162,775 4,000 24,550 3,827 24,769 21,000 171,284 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 $ Subtotal $ 439,510 138,487 577,997 $ 439,510 138,487 577,997 $ 339,266 138,487 477,753 $ 128,135 234,250 362,385 $ 311,375 (95,763) 215,612 71% -69% 37% Total Expenditures $ 16,886,753 $ 16,899,839 $ 15,749,409 $ 17,260,812 $ (360,973) -2% Operating Balance (Rev. - Exp.) $ (1,704,896) $ (1,704,896) $ (1,629,286) $ (1,084,379) $ 620,517 36% Ending Fund Balance (Resources. - Exp.) $ 1,274,262 $ 2,161,214 $ 2,423,621 $ 1,149,359 90% REVENUE 610 LICENSES AND PERMITS 615 GRANTS 635 FEES & CHARGES 637 FINES & FORFEITS 650 MISCELLANEOUS REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 797 PERSONNEL SAVINGS (NEG) Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 820 RENT 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 828 MOTOR POOL 829 FUEL 830 TELECOM DISCRETIONARY 832 COUNTY COUNSEL 833 EMPLOYEE BENEFITS ADMINISTRATION 834 BASE LEVEL EQ SERVICES CHARGES 835 EQUIPMENT REPLACEMENT 836 RISK MANAGEMENT 837 BASE LEVEL TELECOM 838 TELECOM WIRELESS SYSTEMS 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 850 UTILITIES 860 MISCELLANEOUS EXPENSE 870 OTHER ADJUSTMENTS 872 S S INTER-FUND CREDIT (NEG) 873 S S INTER-FUND CHARGES 880 TRANSFERS OUT TO OTHER FUNDS 890 NON CAPITAL EQUIPMENT Subtotal $ $ CAPITAL OUTLAY 920 EQUIPMENT 930 TRANSPORTATION 1,274,262 - 362 - $ 19% 15% 100% 100% 9% 4% 17% 57% 73% 60% -60% -23% -4% Maricopa County FY 2000-01 Annual Business Strategies POSITION DISTRIBUTION Dept WORKING TITLE FTE 88 ENVIRONMENTAL SERVICES ACCOUNT CLERK III 1.0 ADMINISTRATIVE 4.0 ADMINISTRATIVE ASSTNT I 5.0 ADMINISTRATIVE ASSTNT II 11.0 ADMINISTRATIVE ASSTNT III 2.0 ADMINISTRATIVE COORD I 2.0 ADMINISTRATIVE COORD II 12.0 ADMINISTRATIVE COORD IV 3.0 ADMINISTRATIVE COORD V 1.0 ADMINISTRATIVE COORD VI 1.0 ADMINISTRATOR II 1.0 AIR QUALITY INSTR TECH I 5.0 AIR QUALITY INSTR TECH II 4.0 ASSOCIATE DATABASE ANLYST 1.0 CHEMIST 1.0 CIVIL ENGINEER 5.0 CLERK II 1.0 CLERK III 1.0 CLERK IV 13.0 ENGINEERING-PLANNING MGR 1.0 ENVIRNMNTL ENGRG SPEC I 5.0 ENVIRNMNTL ENGRG SPEC II 7.0 ENVIRNMNTL ENGRG SPEC III 13.0 ENVIRON SVCS DIR 1.0 ENVIRONMENTAL HEALTH AIDE 2.0 ENVIRONMENTAL HEALTH SPEC 51.0 ENVIRONMENTAL HEALTH SPECIALIST 0.8 ENVIRONMENTAL SERVCS MGR 2.0 ENVIRONMENTAL SERVCS PLNR 13.0 ENVIRONMENTL HLTH LD SPEC 26.0 ENVIRONMNTL FLD SVCS MGR 1.0 ENVRN INSPECTOR I 12.0 ENVRN INSPECTOR II 5.0 ENVRNMNTL HLTH SUPERVISR 2.0 ENVRNMNTL HLTH-ENGRG MGR 11.0 INTEGRATD SYS DSGN ANL II 1.0 MANAGEMENT ANALYST II 1.0 MANAGEMENT ANALYST III 3.0 MANAGEMENT ANALYST IV 1.0 OFFICE SUPERVISOR I 3.0 PROFESSIONAL 7.0 PROGRAM COORDINATOR I 4.0 PROGRAMMER-ANALYST I 1.0 PROJECT MANAGER 1.0 SECRETARY 2.0 SENIOR SYSTEMS PROGRAMMER 1.0 SUPERVISORY 1.0 TECHNICAL 6.0 VECTOR CONTROL OFFCR I 6.0 VECTOR CONTROL OFFCR II 2.0 Total 266.8 - 363 - Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 ENVIRONMENTAL SERVICES Agency 880 Personal Services Org Title 8811 8819 8825 8826 8828 8835 8842 8844 8847 8849 8851 8852 8853 8854 8859 EA BUSINESS SERVICES ENVIRON SERV VEHICLE RETROFIT PROGRAM TRIP REDUCTION GRANT ISTEA EH-ENGNR FIELD OPERATION EH TECHNICAL SERVICES ADMIN EH PLANNING & ANALYSIS AIR POLLUTION FEDERAL GRANT 99 AIR POLLUTION FEDERAL GRANT 98 EH-FIELD SVCS VECTOR CONTROL EH FIELD SVCS ADMIN EH-FIELD SVCS WILDCAT DUMPING EH-FIELD SVCS NUISANCE COMPLIA EH DIVISION CENTRAL REGION $ Totals: $ Supplies & Services 37,873 283,623 46,407 76,469 444,372 $ $ 11,208 147,079 41,600 33,300 233,187 Capital Outlay Total Expenditures $ $ 25,000 25,000 $ $ 49,081 455,702 88,007 109,769 702,559 Revenue $ $ - Variance % EXPENDITURES AND REVENUES BY AGENCY/OBJECT ENVIRONMENTAL SERVICES Agency 880 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED RESOURCES REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 797 PERSONNEL SAVINGS (NEG) $ Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 820 RENT 825 REPAIRS AND MAINTENANCE 827 MATERIAL MGNT DISCRETIONARY 828 MOTOR POOL 829 FUEL 830 TELECOM DISCRETIONARY 834 BASE LEVEL EQ SERVICES CHARGES 842 EDUCATION 843 TRANSPORTATION/SHIPPING 873 S S INTER-FUND CHARGES Subtotal $ $ $ CAPITAL OUTLAY 920 EQUIPMENT 930 TRANSPORTATION Subtotal $ Total Expenditures $ Operating Balance (Rev. - Exp.) $ 369,084 $ 3,301 73,538 11,067 (13,278) 443,712 $ 371,710 $ 1,663 74,033 9,584 (13,278) 443,712 $ 359,020 3,301 69,509 14,660 446,490 $ 24,600 600 2,000 8,080 10,000 100 827 14,769 6,500 18,824 5,400 7,708 84,900 184,308 $ 24,600 350 2,000 8,080 7,800 750 14,000 6,000 16,800 4,460 7,708 84,900 177,448 $ $ 24,600 600 2,000 8,080 10,000 100 827 14,769 6,500 18,824 5,400 7,708 84,900 184,308 16,244 16,244 $ 16,244 16,244 644,264 644,264 $ $ (644,264) $ $ 430 (9,000) 1,663 (3,659) (3,716) 13,622 (660) 100% -5% -39% 103% 0% $ (31,812) 300 500 4,580 1,000 60 (1,231) 824 700 600 (24,400) (48,879) -129% 50% 25% 57% 10% 60% 0% -8% 0% 4% 13% 8% -29% -27% 100% $ $ 16,000 16,000 $ 25,000 25,000 $ 16,244 (25,000) (8,756) $ 639,938 $ 702,559 $ (58,295) -9% 58,295 9% (639,938) $ $ 0% 56,412 300 1,500 3,500 9,000 40 827 16,000 6,500 18,000 4,700 7,108 109,300 233,187 (644,264) $ - 364 - $ 371,280 $ 9,000 77,692 13,300 (26,900) 444,372 $ (702,559) $ -54% Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 ENVIRONMENTAL SERVICES GRANTS Agency 881 Personal Services Org Title 8812 8823 8824 8825 8826 8827 8828 8829 8845 8847 8848 8849 8852 SITIX CONSENT DECREE ISTEA GRANT #6 ISTEA GRANT #7 FY99 JUNK CAR RETIREMENT TRIP REDUCTION GRANT FY 99 LAWNMOWER EMISSIONS GRANT ISTEA GRANT FY98 TRIP REDUCTION GRANT FY98 ADOT AIR QUALITY IMPRVMNT #2 AIR POLLUTION FED GRANT FY99 AIR POLLUTION SOURCE TESTING AIR POLLUTION FED GRANT FY98 FDA RISK BASED ASSESSMENT $ Totals: $ Supplies & Services 396,362 433,485 407,962 134,465 1,372,274 $ $ 521,842 539,951 1,537,654 265,350 90,191 5,136 2,960,124 Capital Outlay Total Expenditures $ $ $ 45,135 15,000 60,135 $ 918,204 973,436 1,537,654 718,447 239,656 5,136 4,392,533 Revenue $ $ 918,204 973,436 1,537,654 718,447 239,656 5,136 4,392,533 EXPENDITURES AND REVENUES BY AGENCY/OBJECT ENVIRONMENTAL SERVICES GRANTS Agency 881 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 615 GRANTS Subtotal $ 4,336,657 4,336,657 $ 4,349,743 4,349,743 $ 3,222,923 3,222,923 $ 4,392,533 4,392,533 $ 42,790 42,790 0 1% Total Resources $ 4,336,657 $ 4,349,743 $ 3,222,923 $ 4,392,533 $ 42,790 1% $ 1,085,057 $ 10,000 1,250 225,867 32,756 (39,302) 1,315,628 $ 1,124,832 $ 10,000 1,250 234,061 46,466 (39,302) 1,377,307 $ 1,059,837 10,000 220,403 1,290,240 $ 1,141,281 $ 1,250 246,236 42,807 (59,300) 1,372,274 $ (16,449) 10,000 (12,175) 3,659 19,998 5,033 -1% 100% 0% -5% 8% 51% 0% 159,866 7,500 1,890,446 135,679 90,375 5,000 3,000 5,000 5,000 12,000 15,000 3,750 15,500 16,000 5,000 95,148 390,059 2,854,323 $ 96,517 $ 6,678 1,968,500 104,523 42,500 5,000 200 7,250 5,000 9,900 10,000 14,250 5,000 34,170 636 650,000 2,960,124 $ 68,599 822 (119,733) 31,156 47,875 2,800 (2,250) 2,100 3,750 6,000 1,750 60,978 1,700 (259,941) (154,394) 42% 11% -6% 23% 53% 0% 93% -45% 0% 18% $ 117,750 7,500 1,287,500 404,469 70,375 5,000 3,000 5,000 5,000 12,000 3,750 3,750 16,000 16,000 5,000 40,309 1,700 358,177 2,362,280 $ $ 165,116 7,500 1,848,767 135,679 90,375 5,000 3,000 5,000 5,000 12,000 3,750 16,000 16,000 5,000 95,148 2,336 390,059 2,805,730 100% 38% 11% 0% 64% 73% -67% -6% 106,571 106,571 64% 64% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 797 PERSONNEL SAVINGS (NEG) Subtotal $ SUPPLIES & SERVICES 801 GENERAL SUPPLIES $ 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 820 RENT 825 REPAIRS AND MAINTENANCE 827 MATERIAL MGNT DISCRETIONARY 828 MOTOR POOL 829 FUEL 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 870 OTHER ADJUSTMENTS 873 S S INTER-FUND CHARGES Subtotal $ CAPITAL OUTLAY 920 EQUIPMENT $ $ $ Subtotal $ 166,706 166,706 $ 166,706 166,706 $ 66,706 66,706 $ 60,135 60,135 $ Total Expenditures $ 4,336,657 $ 4,349,743 $ 3,719,226 $ 4,392,533 $ (42,790) Operating Balance (Rev. - Exp.) $ - $ - $ (496,303) $ 0 $ (0) - 365 - -1% Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 ENVIRONMENTAL SERVICES AIR POLLUTION Agency 882 Org Title 8811 8819 8821 8822 8823 8833 8841 8842 8843 8844 8845 8852 8854 8855 8856 8857 EA - BUSINESS SERVICES ADMIN. $ EA - DEPT. ISF CHARGES EA - COMPLAINTS MANAGEMENT EA - SMALL BUSINESS ASST. PROG EA - EMMISSIONS INVENTORY EA - ENGINEERING AIR PERMITS EA - EMISSIONS INVENTORY EA - TECHNICAL SVCS. ADMIN. EA - ENGINEERING SERVICES AIR PERMITTING EA - PLANNING & ANALYSIS EA - COMPLIANCE EA-FIELD SVCS ADMINISTRATION EA-FIELD SVCS EASTERN REGION EA-FIELD SVCS WESTERN REGION EA-FIELD SVCS NORTHERN REGION EA - AIR COMPLIANCE Totals: $ Personal Services 431,153 54,473 69,186 148,713 151,883 582,617 639,222 258,831 1,173,077 3,509,155 - 366 - Supplies & Services $ $ 9,000 424,404 7,000 135,500 575,904 Total Capital Outlay Expenditures $ $ 70,250 70,250 $ $ 440,153 478,877 69,186 155,713 151,883 788,367 639,222 258,831 1,173,077 4,155,309 Revenue $ $ 5,960,000 5,960,000 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY AGENCY/OBJECT ENVIRONMENTAL SERVICES AIR POLLUTION Agency 882 FY 99-00 FINAL/ADOPTED RESOURCES Beginning Fund Balance FY 99-00 RESTATED FY 99-00 PROJECTED $ 624,193 $ 624,193 Subtotal $ 3,754,000 100,000 15,000 3,869,000 $ Total Resources $ $ FY 00-01 FINAL/ADOPTED 1,538,500 3,754,000 100,000 15,000 3,869,000 4,493,193 $ 4,493,193 $ 2,490,386 $ 520,101 379,051 (137,113) 3,252,425 $ 2,664,201 $ 539,777 185,560 (137,113) 3,252,425 $ 2,603,372 $ 529,259 10,867 (23,703) 3,119,795 $ 2,935,158 $ 611,592 103,800 (141,395) 3,509,155 $ (270,957) (71,815) 81,760 4,282 (256,730) -10% -13% 44% 3% -8% SUPPLIES & SERVICES 801 GENERAL SUPPLIES $ 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 820 RENT 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 829 FUEL 830 TELECOM DISCRETIONARY 832 COUNTY COUNSEL 833 EMPLOYEE BENEFITS ADMINISTRATION 834 BASE LEVEL EQ SERVICES CHARGES 836 RISK MANAGEMENT 837 BASE LEVEL TELECOM 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 850 UTILITIES 860 MISCELLANEOUS EXPENSE 872 S S INTER-FUND CREDIT (NEG) 880 TRANSFERS OUT TO OTHER FUNDS 890 NON CAPITAL EQUIPMENT Subtotal $ 28,500 $ 2,500 125,000 160,000 20,000 2,000 15,000 500 6,500 85,622 14,404 14,000 31,798 120,957 4,000 15,250 35,000 1,000 27,500 (390,059) 234,941 554,413 $ 28,500 $ 2,500 125,000 160,000 20,000 2,000 15,000 500 6,500 85,622 14,404 14,000 31,798 120,957 4,000 15,250 35,000 1,000 27,500 (390,059) 234,941 554,413 $ 28,500 $ 2,500 125,000 160,000 20,000 2,000 15,000 500 6,500 85,622 14,404 14,000 31,798 120,957 4,000 15,250 35,000 1,000 27,500 (390,059) 234,941 554,413 $ 29,000 $ 2,500 77,913 277,800 20,000 37,629 500 5,000 208,070 5,000 25,836 102,977 18,500 35,000 16,000 (650,000) 289,179 75,000 575,904 $ (500) 47,087 (117,800) 2,000 (22,629) 1,500 (122,448) 14,404 9,000 5,962 17,980 4,000 (3,250) 1,000 11,500 259,941 (54,238) (75,000) (21,491) -2% 0% 38% -74% 0% 100% -151% 0% 23% -143% 100% 64% 19% 15% 100% -21% 0% 100% 42% 67% -23% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 797 PERSONNEL SAVINGS (NEG) Subtotal CAPITAL OUTLAY 920 EQUIPMENT 930 TRANSPORTATION - $ - 1,584,000 $ 3,754,000 100,000 67,000 3,921,000 $ 5,459,500 % $ REVENUE 610 LICENSES AND PERMITS 637 FINES & FORFEITS 650 MISCELLANEOUS REVENUE $ Variance $ - $ 959,807 $ 4,177,000 120,000 79,000 4,376,000 $ 423,000 20,000 64,000 507,000 0 0 427% 13% $ 5,960,000 $ 1,466,807 33% $ 20,000 50,250 70,250 $ (20,000) (50,250) (70,250) $ 2 -4% Subtotal $ Total Expenditures $ 3,806,838 $ 3,806,838 $ 3,674,208 $ 4,155,309 $ (348,471) -9% Operating Balance (Rev. - Exp.) $ 62,162 $ 62,162 $ 246,792 $ 220,691 $ (158,529) -255% Ending Fund Balance (Resources - Exp.) $ 686,355 $ 686,355 $ 1,785,292 $ 1,804,691 $ (1,118,336) -163% - 367 - Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 ENVIRONMENTAL SERVICES ENV. HEALTH Agency 883 Org Title 8810 8811 8819 8831 8832 8833 8834 8835 8836 8851 8852 8853 8854 8855 8856 8857 8858 8859 EA BUSINESS SERVICES EH - BUSINESS SVCS. ADMIN. EH - DEPT. ISF CHARGES EH - ENGINEERING SVCS. ADMIN. EH - ENGINEERING PLAN REVIEW EH-ENGINEERING-DRINKING WATER EH - ENGNR. HEALTH PLAN REVIEW EH - ENGNR. FIELD OPERATIONS EH-ENGINEERING-SOLID WASTE EH NEW REGIONAL OFFICE EH DIVISION ADMINISTRATION EH DIVISION SPECIAL PROG. EH DIVISION EASTERN REGION EH DIVISION WESTERN REGION EH DIVISION NORTHERN REGION EH DIVISION FOOD SVCS. REVIEW EH DIVISION T & Q ASSURANCE EH DIVISION CENTRAL REGION Personal Services $ Supplies & Services Total Capital Outlay Expenditures $ $ 574,459 74,631 145,992 868,215 276,220 81,550 152,595 246,144 210,747 411,756 66,373 1,036,664 138,600 584,148 39,000 563,386 74,000 431,208 83,800 496,843 77,500 383,020 16,200 384,913 13,200 354,047 18,200 Totals: $ 6,318,515 $ 1,484,896 $ - 368 - Revenue $ $ 649,090 9,331,900 1,014,207 80,000 437,770 152,595 246,144 210,747 411,756 66,373 127,000 1,302,264 623,148 637,386 515,008 574,343 399,220 398,113 372,247 207,000 $ 8,010,411 $ 9,331,900 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY AGENCY/OBJECT ENVIRONMENTAL SERVICES ENV. HEALTH Agency 883 FY 99-00 FINAL/ADOPTED RESOURCES Beginning Fund Balance $ 2,354,965 Subtotal Total Resources FY 99-00 RESTATED $ 2,354,965 $ 6,148,000 360,000 1,200 467,000 6,976,200 $ 9,331,165 $ $ 4,938,851 $ 37,000 243,956 1,029,472 141,664 (218,230) 6,172,713 $ SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 820 RENT 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 828 MOTOR POOL 829 FUEL 830 TELECOM DISCRETIONARY 832 COUNTY COUNSEL 833 EMPLOYEE BENEFITS ADMINISTRATION 834 BASE LEVEL EQ SERVICES CHARGES 836 RISK MANAGEMENT 837 BASE LEVEL TELECOM 838 TELECOM WIRELESS SYSTEMS 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 860 MISCELLANEOUS EXPENSE 872 S S INTER-FUND CREDIT (NEG) 880 TRANSFERS OUT TO OTHER FUNDS 890 NON CAPITAL EQUIPMENT Subtotal $ 200,600 $ 500 230,500 470,363 42,400 2,000 4,450 4,500 3,000 85,662 14,404 29,284 31,798 120,957 1,875 5,000 32,900 98,500 2,500 (84,900) 234,941 1,531,234 $ REVENUE 610 LICENSES AND PERMITS 635 FEES & CHARGES 637 FINES & FORFEITS 650 MISCELLANEOUS REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 797 PERSONNEL SAVINGS (NEG) Subtotal CAPITAL OUTLAY 920 EQUIPMENT 930 TRANSPORTATION Subtotal $ 256,560 138,487 395,047 Total Expenditures $ 8,098,994 Operating Balance (Rev. - Exp.) $ Ending Fund Balance (Resources - Exp.) $ $ 2,252,000 $ 6,148,000 360,000 1,200 467,000 6,976,200 $ 9,331,165 Variance % 1,924,000 $ (430,965) $ $ 6,148,000 360,000 1,200 467,000 6,976,200 $ 6,397,000 377,000 8,900 625,000 7,407,900 $ 249,000 17,000 7,700 158,000 431,700 0 0 6 34% 6% $ 9,228,200 $ 9,331,900 $ 735 0% 5,148,176 $ 37,000 101,492 1,002,904 101,371 (218,230) 6,172,713 $ 4,878,460 $ 32,900 40,007 920,121 (48,249) 5,823,239 $ 5,447,672 $ 52,000 49,600 1,090,143 189,900 (510,800) 6,318,515 $ (299,496) (15,000) 51,892 (87,239) (88,529) 292,570 (145,802) -6% -41% 51% -9% -87% 134% -2% 200,600 $ 500 230,500 470,363 42,400 2,000 4,450 4,500 3,000 85,662 14,404 29,284 31,798 120,957 1,875 5,000 32,900 98,500 2,500 (84,900) 234,941 1,531,234 $ 205,000 $ 500 227,500 466,770 35,800 2,000 4,450 8,500 3,000 85,662 14,404 28,484 31,798 120,957 1,875 29,200 79,110 2,700 (84,900) 234,941 1,497,751 $ 216,000 $ 500 120,430 423,700 54,900 450 300 15,733 27,629 84,464 31,298 25,836 102,977 30,100 94,500 3,500 (112,200) 289,179 75,600 1,484,896 $ (15,400) 110,070 46,663 (12,500) 2,000 4,000 (300) (11,233) (24,629) 1,198 14,404 (2,014) 5,962 17,980 1,875 5,000 2,800 4,000 (1,000) 27,300 (54,238) (75,600) 46,338 -8% 0% 48% 10% -29% 100% 90% 208,560 (20,513) 188,047 $ $ 8,098,994 $ FY 00-01 FINAL/ADOPTED $ 256,560 138,487 395,047 (1,122,794) $ 1,232,171 FY 99-00 PROJECTED - 369 - -250% -821% 1% 100% -7% 19% 15% 100% 100% 9% 4% -40% 32% -23% 3% $ 256,560 138,487 395,047 $ 48,000 159,000 207,000 $ $ 7,716,037 $ 8,010,411 $ 88,583 (739,837) $ (602,511) $ (520,283) -46% 1,321,489 $ (89,318) -7% (1,122,794) $ 1,232,171 (0) $ 1,512,163 $ 81% -15% 48% 1% Maricopa County FY 2000-01 Annual Business Strategies Equipment Services (74) County Administrative Officer Chief Public Works Officer Equipment Services Equipment Services Steve Giles, Director Steve Giles, Director Service Stations Field Service Heavy Equipment Automotive Administration Mission Equipment Services of Maricopa County will provide the highest quality customer service in planning, maintenance, and operation of equipment and vehicles in a safe, efficient, and environmentally responsible method. Program Goals e Be pro-active in the promotion of Alternative Fuel Vehicles (Propane) and fueling infrastructure with all County departments. e Provide increased mobile service to County customers in the outlying areas which will provide increased productivity and utilization of County assets by reducing drive time for repairs and service, thereby reducing fuel consumption and pollution. e Increase operating efficiency through the benchmarking process (BEECN) and implement policy and procedural changes as required. e Provide customer-orientated service to achieve Equipment Services mission statement. Community Impact Equipment Services procures, repairs, and fuels about 2200 vehicles/equipment for use by county employees to better serve the public. The ultimate benefit received by county departments is a cost-effective quality service that yields high vehicle availability, low downtime and a better response time than can be provided by outside competitors. If this department were non-existent, taxpayers would be paying higher prices for new vehicles, labor, parts, fuel, and receiving less timely service. Performance Measures Performance Measures: Work Orders completed Miles Traveled Fuel consumption(gallons) Fleet Availability Type Demand Output Output Result FY 97-98 25,596 21,164,817 2,085,564 95.63% - 370 - FY 98-99 FY 99-00 (Est) FY 00-01 (Proj.) 25,892 25,728 26,000 21,412,825 20,936,881 21,000,000 2,092,505 2,142,557 2,250,000 96.06% 96.20% 96.25% Maricopa County FY 2000-01 Annual Business Strategies DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE INTERNAL SERVICE TOTAL FUNDS $ Personal Services 2,721,075 2,721,075 $ EQUIPMENT SERVICES Department 74 Supplies & Services Capital Outlay Total Expenses Total Revenue 6,067,602 370,647 9,159,324 8,370,465 6,067,602 $ 370,647 $ 9,159,324 $ 8,370,465 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT EQUIPMENT SERVICES Department 74 FY 99-00 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED PROJECTED RESOURCES Beginning Fund Balance FY 00-01 FINAL/ADOPTED Variance % $ 397,167 $ 397,167 $ 1,561,996 $ 1,249,723 $ 852,556 215% Subtotal $ 7,927,735 7,927,735 $ 7,927,735 7,927,735 $ 8,686,238 8,686,238 $ 8,370,465 8,370,465 $ 442,730 442,730 6% 6% $ 8,324,902 $ 8,324,902 $ 10,248,234 $ 9,620,188 $ 1,295,286 16% $ Subtotal $ 1,966,698 $ 52,572 133,898 431,537 49,167 (39,332) 2,594,540 $ 2,009,391 $ 83,036 133,898 421,308 36,239 (39,332) 2,644,540 $ 1,906,244 $ 50,000 119,514 395,205 37,000 2,507,963 $ 2,049,701 $ 66,252 136,502 460,984 87,013 (79,377) 2,721,075 $ (40,310) 16,784 (2,604) (39,676) (50,774) 40,045 (76,535) -2% 20% -2% -9% -140% 102% -3% SUPPLIES & SERVICES 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES - EXTERNAL 820 RENT 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 830 TELECOM DISCRETIONARY 833 EMPLOYEE BENEFITS ADMINISTRATION 836 RISK MANAGEMENT 837 BASE LEVEL TELECOM 838 TELECOM WIRELESS SYSTEMS 842 EDUCATION 850 UTILITIES 860 MISCELLANEOUS EXPENSE 873 S S INTER-FUND CHARGES 875 BONDS AND RELATED EXPENSE 880 TRANSFERS OUT TO OTHER FUNDS 890 NON CAPITAL EQUIPMENT Subtotal $ 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 $ 2,315,100 173,269 7,000 1,735,261 393 1,000 7,042 7,741 37,872 33,057 40,000 114,000 18,500 12,200 95,265 469,038 5,066,738 3,126,000 $ 116,702 1,000 1,835,500 393 538 10,450 18,960 54,318 35,505 30,000 50,000 141,762 16,500 617,974 12,000 6,067,602 $ (810,900) 56,567 6,000 (100,239) 462 (3,408) (11,219) (16,446) (2,448) (30,000) (10,000) (27,762) 2,000 12,200 95,265 (148,936) (12,000) (1,000,864) -35% 33% 86% -6% 0% 46% -48% -145% -43% -7% $ 3,020,000 $ 130,000 1,000 1,959,000 1,000 2,000 10,000 11,000 37,872 35,000 30,000 40,000 132,000 15,000 469,038 5,892,910 $ Subtotal $ 92,000 105,000 397,167 594,167 $ 92,000 105,000 397,167 594,167 $ 92,200 105,000 304,720 501,920 $ 78,200 200,000 92,447 370,647 $ 13,800 (95,000) 304,720 223,520 15% -90% 77% 38% $ 8,305,445 $ 8,305,445 $ 8,902,793 $ 9,159,324 $ (853,879) -10% Operating Balance (Rev. - Exp.) $ (377,710) $ (377,710) $ (216,555) $ (788,859) $ (411,149) -109% $ 19,457 $ 1,345,441 $ 460,864 $ 441,407 2269% REVENUE 636 INTERNAL SERVICE CHARGES Total Resources EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 797 PERSONNEL SAVINGS (NEG) CAPITAL OUTLAY 915 BUILDINGS AND IMPROVEMENTS 920 EQUIPMENT 930 TRANSPORTATION Total Expenditures Ending Fund Balance (Resources. - Exp.) 19,457 - 371 - $ $ -25% -24% 11% 100% 100% -32% -20% Maricopa County FY 2000-01 Annual Business Strategies POSITION DISTRIBUTION Dept WORKING TITLE FTE 74 EQUIPMENT SERVICES ACCOUNTS PAYABLE LEAD 1.0 ADMINISTRATIVE SUPPORT LEAD 1.0 ADMINISTRATOR 1.0 ALTERNATIVE FEUL TECHNICIAN 1.0 AUTOMTV&HVY EQP PARTS SPC 3.0 BUYER III 1.0 DIRECTOR 1.0 FIELD SERVICE TECHNICIAN 1.0 FIELD TIRE ASSISTANT 1.0 FUEL-ENVIRONMENTAL SPECIALISTS 1.0 GENERAL AUTO TECHNICIAN 10.0 GENERAL H.E. FIELD TECHNICIAN 5.0 GENERAL H.E. TECHNICIAN 4.0 INFORMATIONS SYSTEM COORDINATOR 1.0 LEAD AUTO TECHNICIAN 1.0 LEAD H.E. FIELD TECHNICIAN 1.0 LEAD H.E. TECHNICIAN 1.0 MASTER AUTO TECHNICIAN 3.0 MASTER H.E. FIELD TECHNICIAN 1.0 MASTER H.E. TECHNICIAN 1.0 MECHANICAL ENGINEER 1.0 PARTS RUNNER 1.0 PM FIELD MTCE TECH 2.0 PM TECHNICIAN 6.0 RENTAL CLERK 1.0 SERVICE WRITER 3.0 SR. PROCUREMENT SPECIALISTS 1.0 TIRE SERVICES LEAD 1.0 TRADES SUPERVISOR - ADMINIST 1.0 TRADES SUPERVISOR - AUTO 1.0 TRADES SUPERVISOR - H.E. 1.0 TRADES SUPERVISOR - PARTS 1.0 TRADES SUPERVISOR - TIRES 1.0 WELDER-FABRICATOR/TECHNICIAN 1.0 Total 62.0 - 372 - Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 EQUIPMENT SERVICES GENERAL Agency 740 Personal Services Org Title 7410 7420 7430 7440 7450 7488 ADMINISTRATIVE $ HEAVY EQUIPMENT AUTOMOTIVE FIELD SERVICE SERVICE STATIONS NEW VEHICLE GET READY-CONTRACT Totals: $ Supplies & Services 1,059,043 307,412 395,171 434,866 398,435 126,148 2,721,075 $ $ 6,067,602 6,067,602 Capital Outlay Total Expenditures $ $ $ 102,200 66,000 110,000 278,200 $ 7,228,845 373,412 505,171 434,866 398,435 126,148 9,066,877 Revenue $ $ 9,527,741 9,527,741 EXPENDITURES AND REVENUES BY AGENCY/OBJECT EQUIPMENT SERVICES GENERAL Agency 740 FY 99-00 FINAL/ADOPTED RESOURCES Beginning Fund Balance $ REVENUE 636 INTERNAL SERVICE CHARGES FY 99-00 RESTATED - FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance $ - $ 1,257,276 $ 1,157,276 $ 1,157,276 % Subtotal $ 7,927,735 7,927,735 $ 7,927,735 7,927,735 $ 8,686,238 8,686,238 $ 8,370,465 8,370,465 $ 442,730 442,730 0 6% Total Resources $ 7,927,735 $ 7,927,735 $ 9,943,514 $ 9,527,741 $ 1,600,006 20% $ 2,009,391 $ 83,036 133,898 421,308 36,239 (39,332) 2,644,540 $ 1,906,244 50,000 119,514 395,205 37,000 2,507,963 $ $ 1,966,698 $ 52,572 133,898 431,537 49,167 (39,332) 2,594,540 $ 2,049,701 $ 66,252 136,502 460,984 87,013 (79,377) 2,721,075 $ SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 820 RENT 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 830 TELECOM DISCRETIONARY 833 EMPLOYEE BENEFITS ADMINISTRATION 836 RISK MANAGEMENT 837 BASE LEVEL TELECOM 838 TELECOM WIRELESS SYSTEMS 842 EDUCATION 850 UTILITIES 860 MISCELLANEOUS EXPENSE 873 S S INTER-FUND CHARGES 875 BONDS AND RELATED EXPENSE 880 TRANSFERS OUT TO OTHER FUNDS 890 NON CAPITAL EQUIPMENT Subtotal $ 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 $ 2,315,100 173,269 7,000 1,735,261 393 1,000 7,042 7,741 37,872 33,057 40,000 114,000 18,500 12,200 95,265 469,038 5,066,738 $ $ 3,020,000 130,000 1,000 1,959,000 1,000 2,000 10,000 11,000 37,872 35,000 30,000 40,000 132,000 15,000 469,038 5,892,910 92,000 105,000 197,000 $ 92,200 105,000 197,200 $ 78,200 200,000 278,200 EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 797 PERSONNEL SAVINGS (NEG) Subtotal $ $ $ (40,310) 16,784 (2,604) (39,676) (50,774) 40,045 (76,535) -2% 20% -2% -9% -140% 102% -3% 3,126,000 $ (810,900) 116,702 56,567 1,000 6,000 1,835,500 (100,239) 393 538 462 10,450 (3,408) 18,960 (11,219) 54,318 (16,446) 35,505 (2,448) 30,000 (30,000) 50,000 (10,000) 141,762 (27,762) 16,500 2,000 12,200 95,265 617,974 (148,936) 12,000 (12,000) 6,067,602 $ (1,000,864) -35% 33% 86% -6% 0% 46% -48% -145% -43% -7% CAPITAL OUTLAY 915 BUILDINGS AND IMPROVEMENTS 920 EQUIPMENT Subtotal $ 92,000 105,000 197,000 $ Total Expenditures $ 7,908,278 $ 7,908,278 $ 8,598,073 $ 9,066,877 Operating Balance (Rev. - Exp.) $ 19,457 $ 19,457 $ 88,165 $ (696,412) $ Ending Fund Balance (Resources - Exp.) $ - $ 1,345,441 $ - $ - 373 - 460,864 -25% -24% 11% 100% 100% -32% -20% 13,800 (95,000) (81,200) 15% -90% -41% $ (1,158,599) -15% $ $ 715,869 (460,864) 3679% Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 EQUIPMENT SERVICES REPLACEMENT Agency 742 Personal Services Org Title 7410 7490 ADMINISTRATIVE MOTOR POOL-REPLACEMENT $ Totals: - Supplies & Services $ - Capital Outlay Total Expenditures $ $ 92,447 92,447 92,447 92,447 Revenue $ 92,447 92,447 EXPENDITURES AND REVENUES BY AGENCY/OBJECT EQUIPMENT SERVICES REPLACEMENT Agency 742 FY 99-00 FINAL/ADOPTED RESOURCES Beginning Fund Balance FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % $ 397,167 $ 397,167 $ 304,720 $ 92,447 $ (304,720) $ (1) Total Resources $ 397,167 $ 397,167 $ 304,720 $ 92,447 $ (304,720) -77% CAPITAL OUTLAY 930 TRANSPORTATION Subtotal $ 397,167 397,167 $ 397,167 397,167 $ 304,720 304,720 $ 92,447 92,447 $ 304,720 304,720 77% 77% Total Expenditures $ 397,167 $ 397,167 $ 304,720 $ 92,447 $ 304,720 77% (304,720) -77% REVENUE EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES Operating Balance (Rev. - Exp.) $ (397,167) $ (397,167) $ - 374 - (304,720) $ (92,447) $ Maricopa County FY 2000-01 Annual Business Strategies 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 e Promote responsible asset management. e Compete effectively for customers. e Surpass all others at Customer Services. e Anticipate future facilities needs. 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 facilities. - 375 - Maricopa County FY 2000-01 Annual Business Strategies Performance Measures Performance Measures Operations & Maintenance Division: Average # of Monthly Service Calls - Reactionary Maintenance FY 98 Actual FY 99 Actual FY 00 Estimated FY 01 Projected 2,000 2,476 3,428 2,400 Design & Construction Division: # of work orders for jobs completed under $16,500 N/A N/A 450 400 Design & Construction Division: # of work orders completed for jobs over $16,501 N/A N/A 60 35 Operations & Maintenance Division: Average # of monthly Service Calls - Preventative Maintenance N/A 520 5,767 600 Planning Division: # of building square footage that has been surveyed and recorded into Aperture Space Planning Software Program. N/A 160,000 1,000,000 800,000 Finance/Administration Division: # of purchase card transactions per month N/A 24 75 300 Finance/Administration Division: # of purchase card transactions per month (JV's, RC's, RX's, Direct Pays, CAPA's) N/A 1,027 1,150 900 Operations & Maintenance Division: Average response time to reactionary service calls (in hours) N/A N/A 2 2 Protective Services: Reduce the number of thefts, auto thefts and vandalism by 25% for the downtown facilities. N/A N/A 30 213 Protective Services: Reduce the number of parking violators in the Madison Garage by 50% N/A N/A 308 154 Departmental: Percentage of facilities meeting or exceeding all, OSHA, Health, EPA and other regulatory ordinances N/A N/A 65% 65% - 376 - Maricopa County FY 2000-01 Annual Business Strategies DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE GENERAL FUND TOTAL FUNDS $ $ Personal Services 7,282,922 $ 7,282,922 $ FACILITIES MANAGEMENT Department 70 Supplies & Services Capital Outlay Total Expenses Total Revenue 13,724,109 $ 40,000 $ 21,047,031 $ 13,724,109 $ 40,000 $ 21,047,031 $ - EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT FACILITIES MANAGEMENT Department 70 FY 99-00 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 650 MISCELLANEOUS REVENUE Subtotal $ 21,472 21,472 $ 21,472 21,472 $ 39,838 39,838 $ - $ (21,472) (21,472) -100% -100% Total Resources $ 21,472 $ 21,472 $ 39,838 $ - $ (21,472) -100% 6,301,393 $ 25,000 299,643 1,331,706 25,384 (919,278) (292,478) 6,771,370 $ 5,552,983 $ 25,000 394,068 1,115,457 (163,109) (25,358) 6,899,041 $ 6,635,584 $ 75,000 271,778 1,445,667 424,840 (1,171,812) (398,135) 7,282,922 $ (334,191) (50,000) 27,865 (113,961) (399,456) 252,534 105,657 (511,552) -5% -200% 9% -9% -1574% 27% 36% -8% 664,350 $ 3,653,247 22,000 1,693,234 3,956 83 32,125 61,137 569 59,948 6,705,270 11,564 12,907,483 $ 688,808 $ 2,800 3,719,468 34,000 2,147,541 2,600 400 36,919 72,114 12,000 74,525 6,782,055 23,400 33,446 94,033 13,724,109 $ 14,473 43,378 (14,000) (462,035) (300) 481 (34,114) (12,000) (76,785) (3,175) (1,246) (94,033) (639,356) 2% 0% 1% -70% -27% -13% 0% 1% -90% 0% -19% -1% -16% -4% - $ 40,000 40,000 $ 5,000 130,429 15,000 150,429 100% 77% 100% 79% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 795 P S INTER-FUND CREDIT (NEG) 797 PERSONNEL SAVINGS (NEG) Subtotal $ 5,816,179 $ 25,000 276,041 1,246,068 131,332 (624,138) (292,478) 6,578,004 $ SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 820 RENT 825 REPAIRS AND MAINTENANCE 827 MATERIAL MGNT DISCRETIONARY 828 MOTOR POOL 829 FUEL 830 TELECOM DISCRETIONARY 841 EMPLOYEE TRAVEL 842 EDUCATION 850 UTILITIES 860 MISCELLANEOUS EXPENSE 873 S S INTER-FUND CHARGES 890 NON CAPITAL EQUIPMENT Subtotal $ 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 $ 703,281 2,800 3,762,846 20,000 1,685,506 2,300 400 37,400 38,000 12,000 62,525 6,705,270 20,225 32,200 13,084,753 Subtotal $ - $ 133,179 133,179 $ 5,000 170,429 15,000 190,429 $ 7,895 $ 217,570 14,563 240,028 $ Total Expenditures $ 20,046,552 $ 20,046,552 $ 20,046,552 $ 21,047,031 $ (1,000,479) -5% Operating Balance (Rev. - Exp.) $ (20,025,080) $ (20,025,080) $ (20,006,714) $ (21,047,031) $ (1,021,951) -5% CAPITAL OUTLAY 910 LAND 920 EQUIPMENT 930 TRANSPORTATION $ $ - 377 - $ $ $ -5% Maricopa County FY 2000-01 Annual Business Strategies POSITION DISTRIBUTION Dept WORKING TITLE 70 FACILITIES MANAGEMENT ACCOUNTANT II ADMINISTRATIVE ADMINISTRATIVE ASSISTANT ADMINISTRATIVE ASSTNT II ADMINISTRATIVE ASSTNT III ARCHITECT ASSISTANT DIRECTOR ASSISTANT SPACE PLANNER BUSINESS ANALYST BUSINESS SYS ANALYST CAD OPERATOR CONTRACT/PROCUREMENT OFFICER CONTRACTS ASSISTANT CUSTODIAN SUPERVISOR DEPUTY DIVISION CHIEF/ARCHITECT DIVISION CHIEF ELECTRICAL ENGINEER ENERGY ANALYST ENERGY CONSERVATION ENGINEER ENVIRONMENTAL ENGINEER ENVIRONMENTAL PROGRAM MANAGER EXECUTIVE SECRETARY FACILITIES AUTOMATIVE SPECIALIST FACILITIES PLANNER FACILITIES PROJ MANAGER II FACILITIES PROJECT MANAGER I FACILITIES TECHNICAL SPEC FINANCIAL MANAGEMENT ANALYST FRONT DESK RECEPTIONIST HOUSEKEEPING SUPERVISOR HR LIAISON LEAD ACCOUNTS PAYABLE PROCESSOR MAINTENANCE SUPERVISOR MAINTENANCE SUPERVISOR II MANAGERIAL MECHANICAL ENGINEER PROFESSIONAL PROJECT MANAGER PROPERTY MANAGEMENT SPECIALIST PURCHASE CARD TECHNICIAN REAL ESTATE MANAGER SECURITY GUARD SECURITY GUARD SUPERVISOR SENIOR PROJECT MANAGER SR CONTRACT/PROCUREMENT OFFICER SUPERVISORY SYSTEMS ADMINISTRATOR I TECHNICAL TRADES APPLICATION SPECIALIST TRADES GENERALIST TRADES GENERALIST/DISPATCHER TRADES RESOURCE SPECIALIST TRADES SPECIALIST UPPER MANAGEMENT Total - 378 - FTE 1.0 1.0 4.0 1.0 1.0 5.0 1.0 1.0 1.0 1.0 1.0 1.0 4.0 18.0 1.0 4.0 2.0 1.0 1.0 1.0 1.0 1.0 2.0 3.0 1.0 3.0 2.0 1.0 1.0 1.0 1.0 1.0 2.0 1.0 1.0 2.0 2.0 1.0 2.0 1.0 1.0 39.5 2.0 3.0 1.0 1.0 1.0 6.0 1.0 5.0 2.0 1.0 51.0 1.0 196.5 Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 FACILITIES MANAGEMENT Agency 700 Org Title 7010 7011 7012 7013 7014 7015 7016 7018 7020 7021 7022 7023 7024 7025 7026 7027 7030 7040 7042 7050 7050 7051 7052 7053 7054 7060 7070 7080 7091 7092 ADMINISTRATION $ ADMINISTRATION FINANCIAL SERVICES MAIL SERVICES CONTRACT SERVICES (PROCUREMENT) ENERGY MANAGEMENT LAN ADMINISTRATION SAFETY OPERATIONS MAINT. & REPAIR CONTRACT-OUTSIDE VENDORS CONTRACT-PAINTERS' SERVICES IN-HOUSE CORE IN-HOUSE EAST IN-HOUSE WEST O&M OVERHEAD O&M COMMODITIES CUSTODIAL SERVICES-JAILS CONTRACT WRITERS QUALITY ASSURANCE ARCHITECTURAL & ENGINEERING SE ARCHITECTURAL & ENGINEERING SE PROJECT COORDINATORS I PROJECT COORDINATORS II ARCHITECTS & ENGINERS A & E ADMINISTRATION ENERGY MANAGEMENT SECURITY MLB-PARKING AGREEMENT PLANNING PLANNING - REAL ESTATE Totals: $ Personal Services 482,118 344,262 99,119 254,058 115,752 585,026 694,677 628,580 625,489 709,126 140,081 138,866 48,623 390,715 116,749 96,678 1,294,339 212,820 305,844 7,282,922 - 379 - Supplies & Services $ 274,115 5,300 342,744 2,050 286,133 10,300 1,259,713 3,370 38,555 22,691 28,036 6,800 868,490 411,298 2,461,959 100 100 7,350 13,780 6,796,755 66,320 13,650 804,500 $ 13,724,109 Total Capital Outlay Expenditures $ $ 40,000 40,000 $ 756,233 349,562 342,744 101,169 580,191 10,300 1,259,713 119,122 623,581 717,368 656,616 632,289 868,490 1,120,424 2,602,040 138,966 48,723 398,065 130,529 6,893,433 1,360,659 226,470 1,110,344 $ 21,047,031 Revenue $ $ - Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY AGENCY/OBJECT FACILITIES MANAGEMENT Agency 700 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 650 MISCELLANEOUS REVENUE Subtotal $ 21,472 21,472 $ 21,472 21,472 $ 39,838 39,838 $ - $ (21,472) (21,472) -100% -100% Total Resources $ 21,472 $ 21,472 $ 39,838 $ - $ (21,472) -100% $ 5,816,179 $ 25,000 276,041 1,246,068 131,332 (624,138) (292,478) 6,578,004 $ 5,552,983 $ 25,000 394,068 1,115,457 (163,109) (25,358) 6,899,041 $ 6,635,584 $ 75,000 271,778 1,445,667 424,840 (1,171,812) (398,135) 7,282,922 $ (334,191) -5% (50,000) -200% 27,865 9% (113,961) -9% (399,456) -1574% 252,534 27% 105,657 36% (511,552) -8% 688,808 $ 2,800 3,719,468 34,000 2,147,541 2,600 400 36,919 72,114 12,000 74,525 6,782,055 23,400 33,446 94,033 13,724,109 $ 14,473 43,378 (14,000) (462,035) (300) 481 (34,114) (12,000) (76,785) (3,175) (1,246) (94,033) (639,356) 2% 0% 1% -70% -27% -13% 0% 1% -90% 0% -19% -1% -16% -4% 5,000 130,429 15,000 150,429 100% 77% 100% 79% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 795 P S INTER-FUND CREDIT (NEG) 797 PERSONNEL SAVINGS (NEG) Subtotal $ SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 820 RENT 825 REPAIRS AND MAINTENANCE 827 MATERIAL MGNT DISCRETIONARY 828 MOTOR POOL 829 FUEL 830 TELECOM DISCRETIONARY 841 EMPLOYEE TRAVEL 842 EDUCATION 850 UTILITIES 860 MISCELLANEOUS EXPENSE 873 S S INTER-FUND CHARGES 890 NON CAPITAL EQUIPMENT Subtotal $ CAPITAL OUTLAY 910 LAND 920 EQUIPMENT 930 TRANSPORTATION $ 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 $ $ 6,301,393 $ 25,000 299,643 1,331,706 25,384 (919,278) (292,478) 6,771,370 $ 703,281 2,800 3,762,846 20,000 1,685,506 2,300 400 37,400 38,000 12,000 62,525 6,705,270 20,225 32,200 13,084,753 $ $ $ 5,000 170,429 15,000 190,429 $ 20,046,552 $ Subtotal $ 133,179 133,179 Total Expenditures $ 20,046,552 Operating Balance (Rev. - Exp.) $ (20,025,080) $ $ $ $ $ 7,895 217,570 14,563 240,028 $ $ 20,046,552 $ (20,025,080) $ - 380 - 664,350 3,653,247 22,000 1,693,234 3,956 83 32,125 61,137 569 59,948 6,705,270 11,564 12,907,483 $ (20,006,714) $ - $ 40,000 40,000 $ 21,047,031 $ (1,000,479) (21,047,031) $ 1,021,951 -5% -5% 5% Maricopa County FY 2000-01 Annual Business Strategies 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 timely, accurate, relevant, and accessible financial data, services, analysis, and guidance to our wide spectrum of customers, and to promote confidence in these products as sound foundations for management and decision making. Program Goals e Develop a financing plan for the County’s capital improvement program. Sell debt at competitive rates and structure repayment schedules that align with the County’s current budget and forecasted resources. e Develop and implement a timeline for complying with the requirements of GASB 34, the new reporting model. This will include coordination with the Office of Management and Budget for the impacts on the budgeting process. e Enhance the County’s management of fiscal operations and processes by implementing technology designed to improve user’s ability to process, monitor and report financial transactions. e e e e e e e e Project Accounting System Grant Accounting Contract Accounting Report.Web InfoAdvantage Advantage Desktop and Workflow E-commerce Electronic Funds Transfer e By June 2002, we will recruit, hire, and train a productive professional and clerical staff; stabilize employee turnover to 10% per annum; and form employee teams based on the program structure, while maintaining a high level of service to internal and external customers. - 381 - Maricopa County FY 2000-01 Annual Business Strategies 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. Performance Measures Performance Measures Number of County employees participating in Finance Department Training Average Finance Department cost per warrant Average number of warrants processed/person Average number of processing days Number of B Notices Number of repeat Management Letter findings Number of property tax revisions Days between year-end and CAFR audit report Business Days between month-end and Monthly Financial Report Type* FY 98 FY 99 FY 00 FY 01 D E O O 5 O 92 62 O D 5 3 O 120 114 O 10 10 8 *Types: Results, Output, Demand, Efficiency DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE GENERAL FUND TOTAL FUNDS $ $ Personal Services 1,715,937 $ 1,715,937 $ FINANCE Department 18 Supplies & Services 345,290 $ 345,290 $ - 382 - Capital Outlay Total Expenses Total Revenue 26,000 $ 2,087,227 $ 8,064,137 26,000 $ 2,087,227 $ 8,064,137 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT FINANCE Department 18 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 636 INTERNAL SERVICE CHARGES 680 TRANSFERS IN FROM OTHER FUNDS Subtotal Total Resources EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES 797 PERSONNEL SAVINGS (NEG) Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 820 RENT 825 REPAIRS AND MAINTENANCE 827 MATERIAL MGNT DISCRETIONARY 830 TELECOM DISCRETIONARY 842 EDUCATION 843 TRANSPORTATION/SHIPPING 860 MISCELLANEOUS EXPENSE 890 NON CAPITAL EQUIPMENT Subtotal $ 7,193,615 7,193,615 $ 456,739 6,956,837 7,413,576 $ 7,193,615 $ 7,413,576 $ 1,576,339 $ 11,000 281,910 47,426 4,000 (94,581) 1,826,094 $ $ $ $ 7,193,615 7,193,615 $ 8,064,137 8,064,137 $ (456,739) 1,107,300 650,561 $ 7,193,615 $ 8,064,137 $ 650,561 9% 1,583,337 $ 11,000 286,553 40,399 4,000 (94,581) 1,830,708 $ 1,377,706 $ 247,869 47,062 2,000 1,674,637 $ 1,490,445 $ 5,000 270,321 37,598 2,000 (89,427) 1,715,937 $ 92,892 6,000 16,232 2,801 2,000 (5,154) 114,771 6% 55% 6% 7% 50% -5% 6% 44,479 $ 124,500 15,000 6,500 4,500 3,000 27,558 79,000 40,753 345,290 $ (24,479) 39,440 1,000 (5,300) 268 2,000 (17,058) 500 (14,250) (40,753) (58,632) -122% 24% 6% -442% 6% 40% -162% 100% -22% (11,000) (11,000) -73% -73% $ 20,000 $ 164,922 16,000 5,600 4,000 5,000 10,500 500 64,750 291,272 $ 20,000 163,940 16,000 1,200 4,768 5,000 10,500 500 64,750 286,658 $ 19,000 $ 141,000 15,000 950 3,000 2,600 14,000 73,700 269,250 $ Subtotal $ 15,000 15,000 $ 15,000 15,000 $ 30,460 30,460 $ 26,000 26,000 $ Total Expenditures $ 2,132,366 $ 2,132,366 $ 1,974,347 $ 2,087,227 $ 45,139 2% Operating Balance (Rev. - Exp.) $ 5,061,249 $ 5,281,210 $ 5,219,268 $ 5,976,910 $ 695,700 13% CAPITAL OUTLAY 920 EQUIPMENT $ -100% 16% 9% POSITION DISTRIBUTION Dept 18 FINANCE Total WORKING TITLE FTE ADMINISTRATIVE ASSTNT II 2.0 ADMINISTRATIVE COORD II 1.0 ADMINISTRATIVE COORD III 2.0 ADMINISTRATIVE COORD VI 1.0 CHIEF FINANCIAL OFFICER 1.0 FISCAL CONSULTANT 5.0 FISCAL COORDINATOR 1.0 FISCAL MGMNT ANALYST I 9.0 FISCAL MGMNT ANALYST II 1.0 FISCAL MGMNT ANALYST III 10.0 RESOURCE MANAGER 1.0 SENIOR FISCAL CONSULTANT 2.0 36.0 - 383 - -20% Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 FINANCE Agency 180 Personal Services Org Title 1810 1820 1830 1840 ADMINISTRATION ACCOUNTS PAYABLE GEN. LEDGER TRANS. / SYSTEMS FINANCIAL REPORTING & ANALYSIS $ Totals: $ Supplies & Services 181,130 351,675 1,183,132 1,715,937 $ $ 268,660 13,700 62,930 345,290 Capital Outlay Total Expenditures $ $ $ 26,000 26,000 $ 475,790 365,375 1,246,062 2,087,227 Revenue $ $ 8,064,137 8,064,137 EXPENDITURES AND REVENUES BY AGENCY/OBJECT FINANCE Agency 180 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 636 INTERNAL SERVICE CHARGES 680 TRANSFERS IN FROM OTHER FUNDS Subtotal Total Resources $ 7,193,615 7,193,615 $ 456,739 6,956,837 7,413,576 $ 7,193,615 $ 7,413,576 $ $ 1,576,339 $ 11,000 281,910 47,426 4,000 (94,581) 1,826,094 $ SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 820 RENT 825 REPAIRS AND MAINTENANCE 827 MATERIAL MGNT DISCRETIONARY 830 TELECOM DISCRETIONARY 842 EDUCATION 843 TRANSPORTATION/SHIPPING 860 MISCELLANEOUS EXPENSE 890 NON CAPITAL EQUIPMENT Subtotal $ 20,000 $ 164,922 16,000 5,600 4,000 5,000 10,500 500 64,750 291,272 $ 20,000 163,940 16,000 1,200 4,768 5,000 10,500 500 64,750 286,658 Subtotal $ 15,000 15,000 $ Total Expenditures $ Operating Balance (Rev. - Exp.) $ EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES 797 PERSONNEL SAVINGS (NEG) Subtotal CAPITAL OUTLAY 920 EQUIPMENT $ 7,193,615 7,193,615 $ 8,064,137 8,064,137 $ 1,583,337 $ 11,000 286,553 40,399 4,000 (94,581) 1,830,708 $ 7,193,615 $ 8,064,137 1,377,706 247,869 47,062 2,000 1,674,637 $ 1,490,445 $ 5,000 270,321 37,598 2,000 (89,427) 1,715,937 $ $ $ 19,000 141,000 15,000 950 3,000 2,600 14,000 73,700 269,250 15,000 15,000 $ 2,132,366 $ 2,132,366 5,061,249 $ 5,281,210 - 384 - $ $ $ 870,522 650,561 0 9% $ 650,561 9% 92,892 6,000 16,232 2,801 2,000 (5,154) 114,771 6% 55% 6% 7% 50% -5% 6% -122% 24% 6% -442% 6% 40% -162% 100% -22% $ (24,479) 39,440 1,000 (5,300) 268 2,000 (17,058) 500 (14,250) (40,753) (58,632) -73% -73% $ 44,479 124,500 15,000 6,500 4,500 3,000 27,558 79,000 40,753 345,290 $ 30,460 30,460 $ 26,000 26,000 $ (11,000) (11,000) $ 1,974,347 $ 2,087,227 $ 45,139 $ 5,219,268 $ 5,976,910 $ (695,700) -20% 2% -13% Maricopa County FY 2000-01 Annual Business Strategies General Government (47) County Administrative Officer Deputy County Administrator Sandi Wilson General Government General Government SPR Environmental Cleanup General Government Programs 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 six general areas: e General Fund Financial Programs e Shared County Costs e Capital Improvement Project Expenses e Legal Expenses e Subsidy Expenses e 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. DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE GENERAL FUND SPECIAL REVENUE CAPITAL PROJECTS TOTAL FUNDS $ $ Personal Services 1,836,813 2,459,188 4,296,001 $ $ GENERAL GOVERNMENT Department 47 Supplies & Services Capital Outlay 237,101,596 $ 33,884,295 104,549,654 13,863,533 46,454,691 60,230,371 388,105,941 $ 107,978,199 - 385 - Total Expenses Total Revenue $ 272,822,704 $ 664,726,929 120,872,375 192,989,235 106,685,062 247,267,254 $ 500,380,141 $ 1,104,983,418 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT GENERAL GOVERNMENT Department 47 FY 99-00 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED PROJECTED RESOURCES Beginning Fund Balance FY 00-01 FINAL/ADOPTED $ 116,879,053 $ 116,879,053 $ 130,679,063 $ REVENUE $ 601 REAL PROPERTY TAXES 602 PERSONAL PROPERTY TAXES 603 PAYMENTS IN LIEU OF TAXES 605 TAX PENALTIES & INTEREST 606 SALES TAXES 610 LICENSES AND PERMITS 615 GRANTS 620 INTERGOVERNMENTAL 625 STATE SHARED SALES TAXES 630 STATE SHARED VEHICLE LICENSE TAXES 635 FEES & CHARGES 650 MISCELLANEOUS REVENUE 651 GAIN/LOSS FIXED ASSET 680 TRANSFERS IN FROM OTHER FUNDS Subtotal $ 196,952,241 $ 10,865,675 7,533,824 7,000,000 91,738,000 45,000 8,186,000 249,772 286,617,062 77,013,804 1,655,000 11,618,005 50,000 132,575,845 832,100,228 $ 196,952,241 10,865,675 7,533,824 7,000,000 91,738,000 45,000 8,186,000 249,772 286,617,062 77,013,804 1,655,000 14,803,179 50,000 134,575,845 837,285,402 $ $ 197,500,000 $ 11,550,000 7,533,824 8,500,000 91,738,000 45,000 3,992,468 249,772 303,134,392 86,921,247 2,205,000 14,855,366 50,000 134,575,845 862,850,914 $ 215,473,848 $ 18,521,607 11,297,459 431,784 6,586,640 (947,184) 7,000,000 95,333,000 3,595,000 50,000 5,000 6,051,013 (2,134,987) 249,772 316,796,394 30,179,332 94,015,631 17,001,827 2,082,500 427,500 258,474,439 243,671,260 50,000 91,522,722 (43,053,123) 1,104,983,418 $ 267,698,016 $ 948,979,281 $ 954,164,455 $ 993,529,977 $ 1,246,042,436 $ 291,877,981 $ 47,223 $ 5,261,749 8,393 111,784 5,429,149 $ 95,993 5,041,178 16,540 1,819 92,029 101,318 5,348,877 $ 97,423 $ 312,170 9,703 419,296 $ $ 22,315,007 $ 8,386,885 15,500,000 1,067,676 2,252,250 6,054,269 7,042,796 5,280 900,000 400,000 1,600,000 1,195,940 4,826,146 241,157,720 312,703,969 $ 16,360,384 8,346,256 15,500,000 2,252,250 6,054,269 7,042,796 5,280 900,000 400,000 1,600,000 1,219,127 4,826,146 243,157,720 307,664,228 Subtotal $ 60,228,729 9,110,526 1,605,691 70,944,946 $ Total Expenditures $ Operating Balance (Rev. - Exp.) Ending Fund Balance (Resources. - Exp.) Total Resources EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES 796 P S INTER-FUND CHARGES Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 810 LEGAL 833 EMPLOYEE BENEFITS ADMINISTRATION 834 BASE LEVEL EQ SERVICES CHARGES 836 RISK MANAGEMENT 837 BASE LEVEL TELECOM 839 OTHER INTERNAL SVCS CHARGES 842 EDUCATION 845 SUPPORT AND CARE OF PERSONS 855 STATE AND LOCAL AID 860 MISCELLANEOUS EXPENSE 875 BONDS AND RELATED EXPENSE 880 TRANSFERS OUT TO OTHER FUNDS Subtotal $ $ $ 66,227 $ 1,815,917 12,106 1,017,564 1,384,187 4,296,001 $ 24,179,965 % 21% 9% 4% -13% 0% 4% 11% -26% 0% 11% 22% 26% 1646% 0% -32% 32% 31% 29,766 31% 3,225,261 64% 4,434 27% (1,015,745) -55841% (1,292,158) -1404% 101,318 100% 1,052,876 20% 18,108,679 $ (1,748,295) 3,906,343 4,439,913 14,664,768 835,232 3,141,839 (889,589) 7,774,921 (1,720,652) 7,097,987 (55,191) 5,280 900,000 400,000 1,724,400 (124,400) 689,214 529,913 4,837,434 (11,288) 324,855,076 (81,697,356) 388,105,941 $ (80,441,713) -11% 53% 5% $ 3,982,969 $ 6,561,607 5,264,758 1,067,676 2,252,250 6,054,269 7,042,796 5,280 900,000 300,000 1,674,523 825,638 4,826,146 241,157,720 281,915,632 $ 65,745,197 9,110,526 1,605,691 76,461,414 $ 19,667,508 7,556,462 1,601,812 28,825,782 $ 89,544,334 (23,799,137) 14,514,004 (5,403,478) 3,919,861 (2,314,170) 107,978,199 $ (31,516,785) -36% -59% -144% -41% 389,078,064 $ 389,474,519 $ 311,160,710 $ 500,380,141 $ (110,905,622) -28% $ 443,022,164 $ 447,810,883 $ 551,690,204 $ 604,603,277 $ 156,792,394 35% $ 559,901,217 $ 564,689,936 $ 682,369,267 $ 745,662,295 $ 180,972,359 32% CAPITAL OUTLAY 915 BUILDINGS AND IMPROVEMENTS 920 EQUIPMENT 930 TRANSPORTATION $ 141,059,018 $ Variance POSITION DISTRIBUTION Dept WORKING TITLE FTE 47 GENERAL GOVERNMENT MANAGERIAL 1.0 Total 1.0 - 386 - -39% -28% -1% 0% 0% 0% -8% 43% 0% -34% -26% Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 GENERAL GOVERNMENT Agency 470 Personal Services Org Title 4711 4712 4713 4716 4721 4722 4724 4726 4732 4733 4741 4742 4743 4744 4745 4746 4747 4748 4749 4750 4771 4774 4775 4776 4781 CONTINGENCY $ 1,758,480 OTHER GENERAL FUND PROGRAMS INFRASTRUCTURE SYSTEMS INTEREST EXPENSE DUES AND MEMBERSHIPS TAXES AND ASSESSMENTS CONSULTANTS 78,333 TUITION REIMBURSEMENT MAJOR MAINTENANCE ADA PROJECTS TAX APPEAL CASES JUDGMENTS 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 CO-OP EXTENSION SUPPORT GENERAL GOVERNMENTAL REVENUES Totals: $ 1,836,813 - 387 - Supplies & Services $ 12,931,600 109,869,249 4,927,434 453,453 75,000 2,421,667 900,000 500,000 500,000 1,664,768 400,000 1,054,400 365,000 230,000 $ 136,292,571 Capital Outlay $ 3,152,841 1,427,288 9,652,271 300,000 $ 14,532,400 Total Expenditures $ 14,690,080 113,022,090 6,354,722 453,453 75,000 2,500,000 900,000 9,652,271 300,000 500,000 500,000 1,664,768 400,000 1,054,400 365,000 230,000 $ 152,661,784 Revenue $ 662,019,744 $ 662,019,744 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY AGENCY/OBJECT GENERAL GOVERNMENT Agency 470 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 601 REAL PROPERTY TAXES 602 PERSONAL PROPERTY TAXES 603 PAYMENTS IN LIEU OF TAXES 605 TAX PENALTIES & INTEREST 610 LICENSES AND PERMITS 620 INTERGOVERNMENTAL 625 STATE SHARED SALES TAXES 630 STATE SHARED VEHICLE LICENSE TAXES 635 FEES & CHARGES 650 MISCELLANEOUS REVENUE 651 GAIN/LOSS FIXED ASSET Subtotal $ $ 197,500,000 11,550,000 7,533,824 8,500,000 45,000 249,772 303,134,392 86,921,247 2,100,000 8,000,000 50,000 625,584,235 $ 625,584,235 72,492 2,382,107 12,331 1,819 92,029 101,318 2,662,096 $ 57,223 312,170 9,703 379,096 10,400,559 1,821,465 2,300,000 2,252,250 6,054,269 7,042,796 5,280 900,000 400,000 1,600,000 195,149 4,826,146 93,800,845 $ 131,598,759 $ $ 14,755,182 1,834,384 2,300,000 1,067,676 2,252,250 6,054,269 7,042,796 5,280 900,000 400,000 1,600,000 171,962 4,826,146 91,800,845 135,010,790 Subtotal $ 9,106,004 1,945,805 1,250,000 12,301,809 Total Expenditures $ Operating Balance (Rev. - Exp.) $ Total Resources EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES 796 P S INTER-FUND CHARGES Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 810 LEGAL 833 EMPLOYEE BENEFITS ADMINISTRATION 834 BASE LEVEL EQ SERVICES CHARGES 836 RISK MANAGEMENT 837 BASE LEVEL TELECOM 839 OTHER INTERNAL SVCS CHARGES 842 EDUCATION 845 SUPPORT AND CARE OF PERSONS 855 STATE AND LOCAL AID 860 MISCELLANEOUS EXPENSE 875 BONDS AND RELATED EXPENSE 880 TRANSFERS OUT TO OTHER FUNDS Subtotal $ $ 196,952,241 10,865,675 7,533,824 7,000,000 45,000 249,772 286,617,062 77,013,804 1,550,000 8,579,526 50,000 $ 596,456,904 $ $ 196,952,241 10,865,675 7,533,824 7,000,000 45,000 249,772 286,617,062 77,013,804 1,550,000 8,910,820 50,000 596,788,198 $ 596,788,198 $ 596,456,904 $ 47,223 2,602,678 8,393 111,784 2,770,078 $ $ $ $ CAPITAL OUTLAY 915 BUILDINGS AND IMPROVEMENTS 920 EQUIPMENT 930 TRANSPORTATION $ $ $ 2,790,444 1,578,544 2,264,758 1,067,676 2,252,250 6,054,269 7,042,796 5,280 900,000 300,000 1,674,523 216,221 4,826,146 91,800,845 122,773,752 9,106,004 1,945,805 1,250,000 12,301,809 150,082,677 446,705,521 $ $ 215,473,848 11,297,459 6,586,640 7,000,000 50,000 249,772 316,796,394 94,015,631 2,000,000 8,500,000 50,000 662,019,744 $ 18,521,607 431,784 (947,184) 5,000 30,179,332 17,001,827 450,000 (79,526) 65,562,840 $ 662,019,744 $ 65,562,840 11% $ 66,227 12,106 374,293 1,384,187 1,836,813 $ 6,265 2,382,107 225 (372,474) (1,292,158) 101,318 825,283 9% 100% 2% -20477% -1404% 100% 31% -20% -79% -16% $ (2,099,441) (1,446,802) (364,768) (889,589) (1,720,652) (55,191) (124,400) (259,804) (11,288) 2,278,123 (4,693,812) -39% -28% -1% 0% 0% 0% -8% -133% 0% 2% -4% 18% -102% -152% -18% $ $ $ 5,930,949 1,427,288 1,246,121 8,604,358 $ 7,452,271 3,927,288 3,152,841 14,532,400 $ 1,653,733 (1,981,483) (1,902,841) (2,230,591) $ 146,562,664 $ 131,757,206 $ 152,661,784 $ (6,099,120) -4% $ 449,894,240 $ 493,827,029 $ 509,357,960 $ (59,463,720) -13% - 388 - $ 0 0 (0) 0 0 0 0 -1% 11% 12,500,000 3,268,267 2,664,768 3,141,839 7,774,921 7,097,987 5,280 900,000 400,000 1,724,400 454,953 4,837,434 91,522,722 136,292,571 $ $ $ $ Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 GEN. GOVT - GRANTS Agency 471 Personal Services Org Title 4711 SCAAP EXPENSES $ Supplies & Services - Totals: $ - Capital Outlay Total Expenditures $ $ 6,051,013 6,051,013 6,051,013 6,051,013 Revenue $ 6,051,013 6,051,013 EXPENDITURES AND REVENUES BY AGENCY/OBJECT GEN. GOVT - GRANTS Agency 471 FY 99-00 RESTATED FY 99-00 FINAL/ADOPTED RESOURCES Beginning Fund Balance $ 6,584,207 Subtotal FY 99-00 PROJECTED $ 6,584,207 $ 6,584,207 $ - $ 3,516,468 3,516,468 $ 3,516,468 3,516,468 Total Resources $ 6,584,207 $ 10,100,675 $ SUPPLIES & SERVICES 880 TRANSFERS OUT TO OTHER FUNDS Subtotal $ 3,750,000 3,750,000 $ 3,750,000 3,750,000 CAPITAL OUTLAY 915 BUILDINGS AND IMPROVEMENTS Subtotal $ 2,834,207 2,834,207 $ Total Expenditures $ 6,584,207 $ Operating Balance (Rev. - Exp.) $ (6,584,207) $ Ending Fund Balance (Resources - Exp.) $ REVENUE 615 GRANTS 650 MISCELLANEOUS REVENUE FY 00-01 FINAL/ADOPTED $ - Variance $ % (6,584,207) $ (1) $ 6,051,013 6,051,013 $ 6,051,013 (3,516,468) 2,534,545 -100% 72% 10,100,675 $ 6,051,013 $ (4,049,662) -40% $ 3,750,000 3,750,000 $ $ 3,750,000 3,750,000 100% 100% 6,350,675 6,350,675 $ 299,622 299,622 $ 6,051,013 6,051,013 $ 299,662 299,662 5% 5% 10,100,675 $ 4,049,622 $ 6,051,013 $ 4,049,662 40% EXPENDITURES PERSONAL SERVICES - (6,584,207) $ $ - $ (533,154) $ 6,051,053 $ - - $ - $ (6,584,207) -100% - TOTAL BUDGET BY PROGRAM FY 2000-01 GEN. GOVT - DETENTION FUND Agency 472 Org Personal Services Title DETENTION FUND Totals: $ 2,459,188 2,459,188 - 389 - Supplies & Services 104,267,696 $ 104,267,696 Capital Outlay $ 7,812,520 7,812,520 Total Expenditures Revenue 114,539,404 $ 114,539,404 204,664,938 $ 204,664,938 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY AGENCY/OBJECT GEN. GOVT - DETENTION FUND Agency 472 FY 99-00 FINAL/ADOPTED RESOURCES Beginning Fund Balance FY 99-00 RESTATED $ 31,000,000 REVENUE 606 SALES TAXES 680 TRANSFERS IN FROM OTHER FUNDS Subtotal $ 91,738,000 88,825,845 180,563,845 Total Resources $ 211,563,845 EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 710 SPECIAL PAY 780 SALARY ADJUSTMENTS $ Subtotal $ $ $ 32,338,504 91,738,000 88,825,845 $ 180,563,845 $ 91,738,000 88,825,845 180,563,845 $ 211,563,845 $ 212,902,349 - $ 2,659,071 2,659,071 $ SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 880 TRANSFERS OUT TO OTHER FUNDS Subtotal $ 3,557,916 105,606,875 109,164,791 CAPITAL OUTLAY 915 BUILDINGS AND IMPROVEMENTS 920 EQUIPMENT 930 TRANSPORTATION Subtotal $ 6,540,000 500,000 33,209 7,073,209 Total Expenditures $ 118,897,071 Operating Balance (Rev. - Exp.) $ Ending Fund Balance (Resources - Exp.) $ FY 99-00 PROJECTED 31,000,000 - $ 2,659,071 2,659,071 $ $ 1,957,916 105,606,875 $ 107,564,791 $ Variance % 17,809,216 $ (13,190,784) $ (0) $ 95,333,000 91,522,722 186,855,722 $ 3,595,000 2,696,877 6,291,877 0 0 3% $ 204,664,938 $ (6,898,907) -3% 40,200 $ 40,200 $ - $ 1,815,917 643,271 2,459,188 $ 843,154 (643,271) 199,883 $ 1,233,378 $ 103,034,318 104,267,696 $ 724,538 2,572,557 3,297,095 37% 2% 3% (705,500) (33,811) (739,311) 0% -141% -102% -10% $ 32% 8% $ 403,775 105,606,875 106,010,650 6,540,000 500,000 33,209 7,073,209 $ 2,094,500 500,000 33,209 2,627,709 $ 6,540,000 1,205,500 67,020 7,812,520 $ $ 117,297,071 $ 108,678,559 $ 114,539,404 $ 2,757,667 2% 61,666,774 $ 63,266,774 $ 71,885,286 $ 72,316,318 $ (9,049,544) -14% 92,666,774 $ 94,266,774 $ 104,223,790 $ 90,125,534 $ 4,141,240 4% $ $ FY 00-01 FINAL/ADOPTED TOTAL BUDGET BY PROGRAM FY 2000-01 GEN. GOVT APPROPRIATED FUND BALANCE Agency 473 Org 4711 4712 4713 4724 4732 4733 4775 4781 Title CONTINGENCY $ OTHER GENERAL FUND PROGRAMS INFRASTRUCTURE SYSTEMS CONSULTANTS MAJOR MAINTENANCE ADA PROJECTS ACCOMMODATION SCHOOLS SUPPORT GENERAL GOVERNMENTAL REVENUES Totals: $ Personal Services - - 390 - Supplies & Services $ 15,680,787 1,445,601 83,657,637 25,000 $ 100,809,025 Capital Outlay $ 7,317,708 1,935,390 828,118 9,270,679 $ 19,351,895 Total Expenditures $ 22,998,495 3,380,991 84,485,755 25,000 9,270,679 $ 120,160,920 Revenue $ 79,302,838 $ 79,302,838 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY AGENCY/OBJECT GEN. GOVT APPROPRIATED FUND BALANCE Agency 473 FY 99-00 FINAL/ADOPTED RESOURCES Beginning Fund Balance FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % $ 71,304,846 $ 71,304,846 $ 84,316,661 $ 76,595,653 $ 5,290,807 Subtotal $ 2,707,185 2,707,185 $ 2,707,185 2,707,185 $ 6,855,366 6,855,366 $ 2,707,185 2,707,185 $ - 0% 0% Total Resources $ 74,012,031 $ 74,012,031 $ 91,172,027 $ 79,302,838 $ 5,290,807 7% $ - $ 23,501 4,209 27,710 $ - $ 23,501 4,209 27,710 100% 100% 100% $ $ 788,750 4,900,000 3,000,000 609,417 40,000,000 49,298,167 $ $ 4,001,909 6,213,823 13,200,000 1,023,978 40,000,000 64,439,710 $ $ 4,001,909 6,241,533 13,200,000 1,023,978 40,000,000 64,467,420 $ 4,375,301 $ (373,392) 356,118 5,857,705 12,000,000 1,200,000 234,261 789,717 83,843,345 (43,843,345) 100,809,025 $(36,369,315) -9% 94% 9% 77% -110% -56% Subtotal $ 7,754,518 6,664,721 322,482 14,741,721 $ 7,754,518 6,664,721 322,482 14,741,721 $ 4,887,437 5,629,174 322,482 10,839,093 $ 9,270,679 (1,516,161) 9,381,216 (2,716,495) 700,000 (377,518) 19,351,895 $ (4,610,174) -20% -41% -117% -31% Total Expenditures $ 79,209,141 $ 79,209,141 $ 60,137,260 $ 120,160,920 $(40,951,779) -52% Operating Balance (Rev. - Exp.) $ (76,501,956) $ (76,501,956) $ (53,281,894) $ (117,453,735) $ 40,951,779 54% Ending Fund Balance (Resources - Exp.) $ (5,197,110) $ (5,197,110) $ (40,858,082) $ 35,660,972 -686% REVENUE 650 MISCELLANEOUS REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 750 FRINGE BENEFITS Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 810 LEGAL 860 MISCELLANEOUS EXPENSE 880 TRANSFERS OUT TO OTHER FUNDS Subtotal $ $ CAPITAL OUTLAY 915 BUILDINGS AND IMPROVEMENTS 920 EQUIPMENT 930 TRANSPORTATION $ $ 31,034,767 - $ $ $ $ $ 0 TOTAL BUDGET BY PROGRAM FY 2000-01 EN. GOVT - WASTE MANAGEMENT FUND Agency 475 Org Title 4750 WASTE MANAGEMENT FUND Personal Services $ Totals: $ - - 391 - Supplies & Services $ $ 281,958 281,958 Capital Outlay Total Expenditures $ $ $ $ - 281,958 281,958 Revenue $ $ 281,958 281,958 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY AGENCY/OBJECT GEN. GOVT - WASTE MANAGEMENT FUND Agency 475 FY 99-00 FINAL/ADOPTED RESOURCES Beginning Fund Balance FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % $ 280,000 $ 280,000 $ 280,000 $ 199,458 $ Subtotal $ 105,000 105,000 $ 105,000 105,000 $ 105,000 105,000 $ 82,500 82,500 $ (22,500) (22,500) (0) -21% Total Resources $ 385,000 $ 385,000 $ 385,000 $ 281,958 $ (103,042) -27% SUPPLIES & SERVICES 805 CONTRACTUAL SERVICES - EXTERNAL Subtotal $ 310,968 310,968 $ 310,968 310,968 $ 83,063 83,063 $ 281,958 281,958 $ 29,010 29,010 9% 9% Total Expenditures $ 310,968 $ 310,968 $ 83,063 $ 281,958 $ 29,010 9% Operating Balance (Rev. - Exp.) $ (205,968) $ (205,968) $ 21,937 $ (199,458) $ Ending Fund Balance (Resources - Exp.) $ 74,032 $ 301,937 $ - $ REVENUE 635 FEES & CHARGES (80,542) $ (0) EXPENDITURES PERSONAL SERVICES CAPITAL OUTLAY 74,032 $ (6,510) 74,032 -3% 100% TOTAL BUDGET BY PROGRAM FY 2000-01 GEN. GOVT - JUVENILE GRANT CIP Agency 477 Org 4771 Personal Services Title JUVENILE GRANT FOR EXPANSION $ Totals: $ Supplies & Services - $ $ - Capital Outlay Total Expenditures $ $ $ $ - - Revenue $ $ - Variance % EXPENDITURES AND REVENUES BY AGENCY/OBJECT GEN. GOVT - JUVENILE GRANT CIP Agency 477 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED RESOURCES REVENUE 615 GRANTS Subtotal $ 476,000 476,000 $ 476,000 476,000 $ 476,000 476,000 $ - $ (476,000) (476,000) (1) -100% Total Resources $ 476,000 $ 476,000 $ 476,000 $ - $ (476,000) -100% CAPITAL OUTLAY 915 BUILDINGS AND IMPROVEMENTS Subtotal $ 476,000 476,000 $ 476,000 476,000 $ - $ - $ 476,000 476,000 100% 100% Total Expenditures $ 476,000 $ 476,000 $ - $ - $ 476,000 100% Operating Balance (Rev. - Exp.) $ - $ - $ - $ - EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES - 392 - 476,000 $ Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 GEN. GOVT - CAPITAL PROJ. Agency 478 Org 4711 4713 4725 4734 Personal Services Title CONTINGENCY INFRASTRUCTURE SYSTEMS JAIL POPULATION MANAGEMENT CAPITAL CARRYOVER $ - Totals: $ Supplies & Services $ 46,454,691 $ 46,454,691 Capital Outlay $ 60,230,371 $ 60,230,371 Total Expenditures $ Revenue 106,685,062 $ 106,685,062 $ 293,721,945 $ 293,721,945 EXPENDITURES AND REVENUES BY AGENCY/OBJECT GEN. GOVT - CAPITAL PROJ. Agency 478 FY 99-00 FINAL/ADOPTED RESOURCES Beginning Fund Balance FY 99-00 RESTATED FY 99-00 PROJECTED $ 7,710,000 $ 7,710,000 REVENUE 615 GRANTS 650 MISCELLANEOUS REVENUE 680 TRANSFERS IN FROM OTHER FUNDS Subtotal $ 7,710,000 43,750,000 51,460,000 $ Total Resources $ 59,170,000 $ SUPPLIES & SERVICES 880 TRANSFERS OUT TO OTHER FUNDS Subtotal $ - $ CAPITAL OUTLAY 915 BUILDINGS AND IMPROVEMENTS Subtotal $ 33,518,000 33,518,000 $ 35,518,000 35,518,000 Total Expenditures $ 33,518,000 $ Operating Balance (Rev. - Exp.) $ Ending Fund Balance (Resources - Exp.) $ FY 00-01 FINAL/ADOPTED $ 7,159,691 $ 46,454,691 7,710,000 45,750,000 53,460,000 $ 45,750,000 45,750,000 61,170,000 $ - $ Variance % $ 38,744,691 $ 5 $ 247,267,254 247,267,254 $ (7,710,000) 247,267,254 (45,750,000) 193,807,254 (1) 363% 52,909,691 $ 293,721,945 $ 232,551,945 380% - $ 46,454,691 46,454,691 $ (46,454,691) (46,454,691) $ 6,455,000 6,455,000 $ 60,230,371 60,230,371 $ (24,712,371) (24,712,371) -70% -70% 35,518,000 $ 6,455,000 $ 106,685,062 $ (71,167,062) -200% 17,942,000 $ 17,942,000 $ 39,295,000 $ 140,582,192 $ (122,640,192) -684% 25,652,000 $ 25,652,000 $ 46,454,691 $ 187,036,883 $ (161,384,883) -629% (1) EXPENDITURES PERSONAL SERVICES - 393 - Maricopa County FY 2000-01 Annual Business Strategies Health Care Mandates (39) County Administrative Officer Deputy County Administrator Sandi Wilson Mandates Administrator Financial Administrator Claims Notifications Resolution 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: e e e e e e 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) DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE GENERAL FUND TOTAL FUNDS $ $ Personal Services 1,605,719 $ 1,605,719 $ HEALTH CARE MANDATES Department 39 Supplies & Services Capital Outlay Total Expenses Total Revenue 249,852,543 $ 43,500 $ 251,501,762 $ 54,770,644 249,852,543 $ 43,500 $ 251,501,762 $ 54,770,644 - 394 - Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT HEALTH CARE MANDATES Department 39 FY 99-00 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 620 INTERGOVERNMENTAL 640 PATIENT CHARGES 680 TRANSFERS IN FROM OTHER FUNDS Subtotal Total Resources EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 796 P S INTER-FUND CHARGES 797 PERSONNEL SAVINGS (NEG) Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 820 RENT 825 REPAIRS AND MAINTENANCE 827 MATERIAL MGNT DISCRETIONARY 829 FUEL 830 TELECOM DISCRETIONARY 840 ELECTED OFFICIAL TRAVEL 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 845 SUPPORT AND CARE OF PERSONS 850 UTILITIES 855 STATE AND LOCAL AID 857 MANDATED HEALTH CARE PAYMENTS 860 MISCELLANEOUS EXPENSE 873 S S INTER-FUND CHARGES 880 TRANSFERS OUT TO OTHER FUNDS Subtotal $ 172,693 54,677,600 54,850,293 $ 172,693 54,677,600 54,850,293 $ 54,850,293 $ 54,850,293 $ 74,618 $ 10,279 84,897 $ $ $ $ 54,677,600 172,693 54,850,293 $ 93,044 54,677,600 54,770,644 $ (79,649) (79,649) -46% 0% 0% $ 54,850,293 $ 54,770,644 $ (79,649) 0% 888,568 $ 9,025 20,000 191,567 (38,969) 1,070,191 $ 74,618 $ 7,635 82,253 $ 1,168,464 $ 15,000 30,000 282,914 92,173 93,798 (76,630) 1,605,719 $ (279,896) (5,975) (10,000) (91,347) (92,173) (93,798) 37,661 (535,528) -31% -66% -50% -48% 135,061 $ 25,410 16,932 925 1,471,475 (62,638) 74,000 (8,000) 5,000 450 5,584 (1,862) 200 2,402 11,668 61 58 (58) 5,000 (3,639) 50,000 (46,599) 253,168 204,095 3,000 (2,000) 54,827,600 236,923,606 (62,503,154) 40,000 110,000 2,656 145 10,864,401 (40,300) 249,852,543 $ (7,487,896) 16% 5% -4% -12% 8% -50% 0% 83% 100% $ 85,064 $ 17,857 1,327,787 61 457,263 54,827,600 174,420,452 2,801 10,824,101 241,962,986 $ 160,471 17,857 1,408,837 66,000 5,450 3,722 200 14,070 61 1,361 3,401 457,263 1,000 54,827,600 174,420,452 150,000 2,801 10,824,101 242,364,647 $ Subtotal $ - $ 25,000 25,000 $ Total Expenditures $ 242,047,883 $ 243,459,838 $ Operating Balance (Rev. - Exp.) $ CAPITAL OUTLAY 920 EQUIPMENT $ 85,064 $ 17,857 398,436 40 225,000 54,677,600 165,820,452 23,910 4,164,101 225,412,460 $ -267% -1370% 45% -200% 100% -36% 73% 5% 0% -3% $ 43,500 43,500 $ (18,500) (18,500) -74% -74% 225,494,713 $ 251,501,762 $ (8,041,924) -3% (187,197,590) $ (188,609,545) $ (170,644,420) $ (196,731,118) $ (8,121,573) -4% - 395 - - 97% -50% Maricopa County FY 2000-01 Annual Business Strategies POSITION DISTRIBUTION Dept WORKING TITLE FTE 39 HEALTH CARE MANDATES ACCOUNT CLERK III 6.0 ADMINISTRATIVE ASSISTANT III 1.0 ADMINISTRATIVE COORDINATOR III 1.0 ADMINISTRATIVE COORDINATOR VI 1.0 ASSISTANT HEALTH CARE ADMINISTRATOR 1.0 BUSINESS ANALYST 1.0 CLERK III 1.0 DATA ENTRY CLERK 5.0 ELIGIBILITY CASE SPECIALIST 3.0 FINANCIAL CLAIMS ANALYST 3.0 HEALTH CARE MANDATES ADMINISTRATOR 1.0 HEALTH SERVICES CLERK II 10.0 MEDICAL REVIEW NURSE 1.0 PROGRAM ASSISTANT REP III 1.0 PROGRAM ASSISTANT REP IV 7.0 REGISTERED NURSE III 3.0 Total 46.0 TOTAL BUDGET BY PROGRAM FY 2000-01 HEALTH CARE MANDATES Agency 390 Org 3910 3920 3930 3940 3950 3960 3970 3980 3990 Personal Services Title ADMINISTRATION AHCCCS AHCCCS CONTRIBUTION MENTAL HEALTH SERVICES MMC TEACHING PROGRAM SUBSIDY DISPROSHARE SAIL GRANT MATCH LONG TERM CARE RESIDUAL PRE-AHCCCS CLAIMS $ Totals: $ 1,605,719 1,605,719 - 396 - Supplies & Services $ 1,779,536 39,659,236 96,130,000 31,492,598 3,547,901 54,677,600 656,500 285,000 21,624,172 $ 249,852,543 Capital Outlay $ $ 43,500 43,500 Total Expenditures $ 3,428,755 39,659,236 96,130,000 31,492,598 3,547,901 54,677,600 656,500 285,000 21,624,172 $ 251,501,762 Revenue $ 54,677,600 93,044 $ 54,770,644 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY AGENCY/OBJECT HEALTH CARE MANDATES Agency 390 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 620 INTERGOVERNMENTAL 640 PATIENT CHARGES 680 TRANSFERS IN FROM OTHER FUNDS Subtotal Total Resources $ 172,693 54,677,600 54,850,293 54,850,293 $ 54,850,293 $ $ 74,618 10,279 84,897 SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 820 RENT 825 REPAIRS AND MAINTENANCE 827 MATERIAL MGNT DISCRETIONARY 829 FUEL 830 TELECOM DISCRETIONARY 840 ELECTED OFFICIAL TRAVEL 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 845 SUPPORT AND CARE OF PERSONS 850 UTILITIES 855 STATE AND LOCAL AID 857 MANDATED HEALTH CARE PAYMENTS 860 MISCELLANEOUS EXPENSE 873 S S INTER-FUND CHARGES 880 TRANSFERS OUT TO OTHER FUNDS Subtotal $ 85,064 17,857 1,327,787 61 457,263 54,827,600 174,420,452 2,801 10,824,101 241,962,986 EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 796 P S INTER-FUND CHARGES 797 PERSONNEL SAVINGS (NEG) Subtotal $ 172,693 54,677,600 54,850,293 $ $ CAPITAL OUTLAY 920 EQUIPMENT Subtotal $ - Total Expenditures $ 242,047,883 Operating Balance (Rev. - Exp.) $ $ 54,677,600 172,693 54,850,293 $ 93,044 54,677,600 54,770,644 $ (79,649) (79,649) (0) 0% $ 54,850,293 $ 54,770,644 $ (79,649) 0% $ 888,568 $ 9,025 20,000 191,567 (38,969) 1,070,191 $ 74,618 7,635 82,253 $ 1,168,464 $ 15,000 30,000 282,914 92,173 93,798 (76,630) 1,605,719 $ (279,896) (5,975) (10,000) (91,347) (92,173) (93,798) 37,661 (535,528) -31% -66% -50% -48% $ $ $ $ 85,064 17,857 398,436 40 225,000 54,677,600 165,820,452 23,910 4,164,101 225,412,460 25,000 25,000 $ - $ 43,500 43,500 $ 243,459,838 $ 225,494,713 $ 251,501,762 160,471 17,857 1,408,837 66,000 5,450 3,722 200 14,070 61 1,361 3,401 457,263 1,000 54,827,600 174,420,452 150,000 2,801 10,824,101 $ 242,364,647 $ $ $ (187,197,590) $ (188,609,545) $ (170,644,420) $ - 397 - 97% -50% 135,061 $ 25,410 16% 16,932 925 5% 1,471,475 (62,638) -4% 74,000 (8,000) -12% 5,000 450 8% 5,584 (1,862) -50% 200 0% 2,402 11,668 83% 61 100% 58 (58) 5,000 (3,639) -267% 50,000 (46,599) -1370% 253,168 204,095 45% 3,000 (2,000) -200% 54,827,600 100% 236,923,606 (62,503,154) -36% 40,000 110,000 73% 2,656 145 5% 10,864,401 (40,300) 0% 249,852,543 $ (7,487,896) -3% (18,500) (18,500) -74% -74% $ (8,041,924) -3% $ (196,731,118) $ 8,121,573 4% Maricopa County FY 2000-01 Annual Business Strategies 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 promote adequate and affordable housing, economic opportunity and a suitable living environment free from discrimination. Program Goals e e e e e e Expand the supply of affordable housing. Improve the quality of assisted housing. Provide an improved living environment. Promote self-sufficiency and asset development for program participants and residents. Ensure equal opportunity in housing selection. Enhance emotional commitment of staff. Community Impact Services provided go beyond bricks and mortar. Strengthening the family unit by promoting education, solidifying work ethics and promoting technological exposure while safeguarding the County’s fiduciary responsibility to the public nets a positive community impact in low income housing developments. - 398 - Maricopa County FY 2000-01 Annual Business Strategies Performance Measures Program Modernization Public Housing Public Housing Public Housing Public Housing Public Housing Public Housing Section 8 Section 8 Performance Measures FY 98 Actual FY 99 Actual FY 00 Estimated FY 01 Projected Modernization Expenditures 30% 80% 75% 100% Low Rent HQS Inspections 100% 100% 100% 100% Emergency work orders completed 100% 100% 100% 100% Routine (day) - work orders 25 24 23 23 Low Rent Occupancy 99% 98% 99% 99% Unit Turn-around (days) 24 21 20 20 Rent Collections 97% 96% 99% 99% Section 8 HQS Inspections 100% 100% 100% 100% Section 8 Occupancy 93% 100% 96% 98% DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE SPECIAL REVENUE TOTAL FUNDS HOUSING Department 66 Personal Services Supplies & Services 2,394,722 7,292,278 $ 2,394,722 $ 7,292,278 $ - 399 - Capital Outlay Total Expenses Total Revenue 6,740,780 16,427,780 16,427,780 6,740,780 $ 16,427,780 $ 16,427,780 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT HOUSING Department 66 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 615 GRANTS Subtotal $ 16,581,115 16,581,115 $ 16,581,115 16,581,115 $ 16,581,115 16,581,115 $ 16,427,780 16,427,780 $ (153,335) (153,335) -1% -1% $ 16,581,115 $ 16,581,115 $ 16,581,115 $ 16,427,780 $ (153,335) -1% $ Subtotal $ 1,935,790 $ 385,340 52,193 2,373,323 $ 1,803,519 $ 382,582 204,552 669,703 (2,373,323) 1,686,290 2,373,323 $ 178,300 $ 347,592 180,312 663,500 150,600 1,520,304 $ 1,802,694 $ 404,068 187,960 (2,394,722) 2,394,722 2,394,722 $ 825 (21,486) 16,592 669,703 21,399 (708,432) (21,399) 0% -6% 8% 100% 1% -42% -1% SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 810 LEGAL 820 RENT 825 REPAIRS AND MAINTENANCE 827 MATERIAL MGNT DISCRETIONARY 829 FUEL 832 COUNTY COUNSEL 833 EMPLOYEE BENEFITS ADMINISTRATION 834 BASE LEVEL EQ SERVICES CHARGES 836 RISK MANAGEMENT 837 BASE LEVEL TELECOM 839 OTHER INTERNAL SVCS CHARGES 841 EMPLOYEE TRAVEL 845 SUPPORT AND CARE OF PERSONS 850 UTILITIES 880 TRANSFERS OUT TO OTHER FUNDS Subtotal $ 549,215 $ 120,622 26,250 31,500 10,500 5,513 16,538 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 $ 549,215 120,622 26,250 31,500 10,500 5,513 16,538 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 $ 3,432,942 $ 119,600 19,350 31,500 9,229 4,300 15,392 5,827 6,980 52,900 116,708 86,045 58,573 18,900 4,585,000 108,240 58,573 8,730,059 $ 500,986 $ 120,700 9,670 36,000 24,750 2,000 17,500 11,000 7,000 24,335 72,540 42,368 26,500 5,200,000 1,124,433 72,496 7,292,278 $ 48,229 (78) 16,580 (4,500) (14,250) 3,513 (962) (5,173) (20) 31,231 44,168 43,677 58,573 (7,600) (159,447) (52,120) (13,923) (12,102) 9% 0% 63% -14% -136% 64% -6% -89% 0% 56% 38% 51% 100% -40% -3% -5% -24% 0% Subtotal $ 6,116,061 6,116,061 $ 6,116,061 6,116,061 $ 3,250,000 3,250,000 $ 6,740,780 6,740,780 $ (624,719) (624,719) -10% -10% $ 15,769,560 $ 15,769,560 $ 13,500,363 $ 16,427,780 $ (658,220) -4% Operating Balance (Rev. - Exp.) $ 811,555 $ 811,555 $ 3,080,752 $ - $ (811,555) -100% Total Resources EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES 795 P S INTER-FUND CREDIT (NEG) 796 P S INTER-FUND CHARGES CAPITAL OUTLAY 915 BUILDINGS AND IMPROVEMENTS Total Expenditures - 400 - $ Maricopa County FY 2000-01 Annual Business Strategies POSITION DISTRIBUTION Dept 66 HOUSING WORKING TITLE FTE ACCOUNT CLERK III 2.0 ACCOUNTANT I 2.0 ACCOUNTANT III 1.0 ADMINISTRATIVE 1.0 ADMINISTRATIVE ASSTNT I 2.0 ADMINISTRATIVE ASSTNT II 1.0 ADMINISTRATIVE COORD I 3.0 ADMINISTRATIVE COORD II 3.0 ADMINISTRATIVE COORD III 5.0 ADMINISTRATIVE COORD IV 1.0 BUILDING INSPECTOR I 2.0 BUYER II 1.0 CLERK III 1.0 COMMUNTY DVLPMNT PROJ CRD 1.0 DATA MANAGEMENT ANLYST I 1.0 FINANCIAL SERVICS ADM I 1.0 MANAGERIAL 1.0 OPERATIONS ADMINISTRATOR 1.0 PROGRAM ASSISTNCE REP I 4.0 PROGRAM ASSISTNCE REP II 2.0 PROGRAM ASSISTNCE REP III 5.0 SUPERVISORY 2.0 TRADES GENERALIST 14.0 TRADES LEAD 4.0 TRADES SPECIALIST 2.0 TRAINEE 1.0 64.0 Total TOTAL BUDGET BY PROGRAM FY 2000-01 HOUSING GRANTS Agency 661 Org Title 6610 6620 6650 6680 LOW RENT/CONVENTIONAL SEC 8 CERTIFICATE DRUG ELIMINATION PROGRAM COMPREHENSIVE GRANT PROGRAM Personal Services $ Totals: $ 2,394,722 2,394,722 - 401 - Supplies & Services $ $ 1,685,042 5,486,536 120,700 7,292,278 Capital Outlay Total Expenditures $ $ $ 6,740,780 6,740,780 1,685,042 5,486,536 120,700 9,135,502 $ 16,427,780 Revenue $ 3,377,512 6,172,370 872,125 6,005,773 $ 16,427,780 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY AGENCY/OBJECT HOUSING GRANTS Agency 661 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 615 GRANTS Subtotal $ 16,581,115 16,581,115 $ 16,581,115 16,581,115 $ 16,581,115 16,581,115 $ 16,427,780 16,427,780 $ (153,335) (153,335) (0) -1% Total Resources $ 16,581,115 $ 16,581,115 $ 16,581,115 $ 16,427,780 $ (153,335) -1% $ $ 17,330 669,703 1,686,290 2,373,323 $ 17,312 663,500 150,600 831,412 $ 2,394,722 2,394,722 $ $ 1,935,790 385,340 52,193 2,373,323 17,330 669,703 (708,432) (21,399) 100% 100% -42% -1% SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 810 LEGAL 820 RENT 825 REPAIRS AND MAINTENANCE 827 MATERIAL MGNT DISCRETIONARY 829 FUEL 832 COUNTY COUNSEL 833 EMPLOYEE BENEFITS ADMINISTRATION 834 BASE LEVEL EQ SERVICES CHARGES 836 RISK MANAGEMENT 837 BASE LEVEL TELECOM 839 OTHER INTERNAL SVCS CHARGES 841 EMPLOYEE TRAVEL 845 SUPPORT AND CARE OF PERSONS 850 UTILITIES 880 TRANSFERS OUT TO OTHER FUNDS Subtotal $ 549,215 120,622 26,250 31,500 10,500 5,513 16,538 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 $ $ $ 549,215 120,622 26,250 31,500 10,500 5,513 16,538 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 9% 0% 63% -14% -136% 64% -6% -89% 0% 56% 38% 51% 100% -40% -3% -5% -24% 0% CAPITAL OUTLAY 915 BUILDINGS AND IMPROVEMENTS Subtotal $ 6,116,061 6,116,061 $ Total Expenditures $ 15,769,560 Operating Balance (Rev. - Exp.) $ 811,555 EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES 796 P S INTER-FUND CHARGES Subtotal $ $ $ $ 3,432,942 119,600 19,350 31,500 9,229 4,300 15,392 5,827 6,980 52,900 116,708 86,045 58,573 18,900 4,585,000 108,240 58,573 8,730,059 6,116,061 6,116,061 $ 3,250,000 3,250,000 $ 6,740,780 6,740,780 $ (624,719) (624,719) -10% -10% $ 15,769,560 $ 12,811,471 $ 16,427,780 $ (658,220) -4% $ 811,555 $ 3,769,644 $ - $ 811,555 - 402 - $ $ $ 500,986 120,700 9,670 36,000 24,750 2,000 17,500 11,000 7,000 24,335 72,540 42,368 26,500 5,200,000 1,124,433 72,496 7,292,278 $ $ 48,229 (78) 16,580 (4,500) (14,250) 3,513 (962) (5,173) (20) 31,231 44,168 43,677 58,573 (7,600) (159,447) (52,120) (13,923) (12,102) 100% Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 HOUSING PAYROLL Agency 662 Org 6690 Personal Services Title HOUSING PAYROLL $ Totals: $ - Supplies & Services $ $ - Capital Outlay Total Expenditures $ $ $ $ - - Revenue $ $ - EXPENDITURES AND REVENUES BY AGENCY/OBJECT HOUSING PAYROLL Agency 662 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 795 P S INTER-FUND CREDIT (NEG) Subtotal $ $ - $ 1,803,519 $ 382,582 187,222 (2,373,323) - $ $ Total Expenditures $ - $ - $ Operating Balance (Rev. - Exp.) $ - $ - $ 178,300 347,592 163,000 688,892 $ 688,892 $ - $ - (688,892) $ - $ - $ 1,802,694 $ 404,068 187,960 (2,394,722) - $ 825 (21,486) (738) 21,399 - SUPPLIES & SERVICES CAPITAL OUTLAY - 403 - 0% -6% 0% 1% Maricopa County FY 2000-01 Annual Business Strategies Human Resources (31) County Administrative Officer Deputy County Administrator Human Resources Human Resources Sue Wybraniec, 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. - 404 - Maricopa County FY 2000-01 Annual Business Strategies + 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. 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 Program Employment Services Employment Services Employment Services Employment Services Employment Services Employee Programs Employee Programs Employee Programs Employee Programs Employee Information Services Employee Information Services Employee Information Services Employee Information Services Compensation Services Compensation Services Compensation Services Compensation Services Benefits Services Benefits Services Benefits Services Benefits Services Benefits Services Benefits Services Administration Administration Administration Administration Administration Performance Measures Number of positions requested for recruitment Number of merit appeals filed Number of Non-ADA EEOC position statements filed Percentage of successful (upheld) merit appeals Percentage of denied non-ADA EEOC charges Number of ADA EEOC position statements filed Number of customers served Percentage of denied ADA EEOC charges Applicants/employees satisfied with service Number of auto paychecks Number of personnel action forms (PAFs) Percentage of manual (corrections to auto checks Percentage of corrections to PAFs entered Number of salary advancement requests Number of market studies requested Percentage of departments satisfied with service Percentage of department satisfied with market studies Number of customer service contacts Percentage of employees in optional programs Health insurance cost per employee Percentage of employees satisfied with health ins Percentage of employees satisfied with service Percentage of employees satisfied with optional programs Average county employment during period Meridian HR Staff per 100 employee Cost of HR per employee Number of separations Voluntary turnover - 405 - FY 98 Actual FY 99 Actual FY 00 Estimated FY 01 Projected 2,111 3,154 6,050 6,500 32 20 32 34 13 10 15 17 86.0% 100.0% 95.0% 96.0% 100.0% 100.0% 100.0% 95.0% 8 6 6 6 68,183 75,130 126,006 12,600 88.00% 100.00% 100.00% 100.00% N/A N/A N/A N/A 275,627 283,419 276,831 276,831 52,500 23,377 23,136 23,136 0.8% 0.7% 0.6% 0.6% N/A 2.0% 1.3% 1.5% 8,523 11,483 12,603 12,603 136 455 510 510 N/A N/A N/A N/A N/A N/A N/A N/A N/A 2,664 25,000 25,000 43.00% 45.00% 55.00% 55.00% 3,193 3,069 3,222 3,222 N/A 83.0% 85.0% 85.0% N/A 80.0% 85.0% 85.0% N/A 63.0% 68.0% 68.0% 13,264 14,283 14,000 14,000 0.5 0.5 0.5 0.5 $318 $257 $300 $300 2,138 2,185 2,500 2,500 12.4% 12.2% 12.0% 12.0% Maricopa County FY 2000-01 Annual Business Strategies DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE GENERAL FUND INTERNAL SERVICE TOTAL FUNDS Personal Services 2,976,795 $ $ 2,976,795 $ $ HUMAN RESOURCES Department 31 Supplies & Services 1,125,425 $ 881,864 2,007,289 $ Capital Outlay Total Expenses Total Revenue 182,500 $ 4,284,720 $ 227,300 881,864 1,006,689 182,500 $ 5,166,584 $ 1,233,989 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT HUMAN RESOURCES Department 31 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 635 FEES & CHARGES 636 INTERNAL SERVICE CHARGES 650 MISCELLANEOUS REVENUE Subtotal $ 42,540,072 1,524,415 3,100 44,067,587 $ Total Resources $ 44,067,587 $ $ 2,356,155 $ 9,500 4,000 441,947 77,919 125,000 (64,430) 2,950,091 $ EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 796 P S INTER-FUND CHARGES 797 PERSONNEL SAVINGS (NEG) Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 810 LEGAL 815 INSURANCE 820 RENT 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 828 MOTOR POOL 830 TELECOM DISCRETIONARY 836 RISK MANAGEMENT 837 BASE LEVEL TELECOM 840 ELECTED OFFICIAL TRAVEL 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 860 MISCELLANEOUS EXPENSE 880 TRANSFERS OUT TO OTHER FUNDS 890 NON CAPITAL EQUIPMENT Subtotal $ $ 902,764 3,100 905,864 $ 44,900,589 1,524,415 1,800 46,426,804 $ 1,031,989 202,000 1,233,989 $ 129,225 198,900 328,125 905,864 6416% 36% $ 46,426,804 $ 1,233,989 $ 328,125 36% 2,301,656 $ 9,500 4,000 426,536 101,842 48,559 (76,352) 2,815,741 $ 2,295,462 $ 3,500 4,000 456,454 110,333 32,982 (76,352) 2,826,379 $ 2,418,166 $ 21,600 1,000 485,882 32,141 73,091 (55,085) 2,976,795 $ (116,510) (12,100) 3,000 (59,346) 69,701 (24,532) (21,267) (161,054) -5% -127% 75% -14% 68% -51% -28% -6% 180,478 $ 493,990 90,000 810,372 32,000 6,000 300 52,200 3,250 14,000 3,850 4,870 25,800 3,500 257,179 29,500 2,007,289 $ (111,165) 98,424 (36,667) (270) 5,000 8,226 100 32,900 910 1,459 3,783 4,210 (3,850) 230 1,850 (1,750) (5,292) (29,500) (31,402) -160% 17% -69% 0% 14% 58% 25% 39% 22% 9% 100% 100% $ 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 $ 69,313 592,414 53,333 810,102 37,000 14,226 400 85,100 4,160 15,459 3,783 4,210 5,100 27,650 1,750 251,887 1,975,887 $ 53,113 $ 562,205 28,333 44,295,754 26,630 (6,049) 40,704 2,500 13,128 3,783 5,844 3,322 21,198 100 42,202 236,778 45,329,545 $ Subtotal $ 217,400 217,400 $ 217,400 217,400 $ 60,900 60,900 $ 182,500 182,500 $ Total Expenditures $ 46,749,690 $ 5,009,028 $ 48,216,824 $ Operating Balance (Rev. - Exp.) $ (2,682,103) $ (4,103,164) $ (1,790,020) $ CAPITAL OUTLAY 920 EQUIPMENT - 406 - $ 14% 5% 7% -100% -2% -2% 34,900 34,900 16% 16% 5,166,584 $ (157,556) -3% (3,932,595) $ 170,569 4% Maricopa County FY 2000-01 Annual Business Strategies POSITION DISTRIBUTION Dept 31 HUMAN RESOURCES WORKING TITLE ADMINISTRATIVE ASSISTANT CASE MANAGER CASE MANAGER SUPERVISOR COMPENSATION ANALYST COMPENSATION MANAGER COMPENSATION SERVICES ASST COUNTY PAYROLL COORDINATR COUNTY PAYROLL SUPERVISOR CUSTOMER SERVICE REPRESENTATIVE CUSTOMER SERVICE SUPERVISOR EAP COUNSELOR EMPLOYEE BENEFIT COORDNTR EMPLOYEE BENEFIT MANAGER EMPLOYEE BENEFITS REP EMPLOYEE INFRO SRVS MGR EMPLOYEE PROGRAMS MGR EMPLOYEE RECORDS ASSISTANT EMPLOYEE RECORDS COORDINATOR EMPLOYEE RECORDS SUPERVISOR EMPLOYMENT EXAM ASSISTANT EMPLOYMENT EXAM COORDINATOR EMPLOYMENT SERVICES ANALYST EMPLOYMENT SERVICES ANLYST EMPLOYMENT SERVICES ASSISTANT EMPLOYMENT SERVICES MANAGER ERGONOMICS SPECIALIST FINANCIAL COORDINATOR FISCAL CONSULTANT HR ADMINISTRATION ASSISTANT HUMAN RESOURCES CLERK HUMAN RESOURCES DIRECTOR INTAKE COORDINATOR MANAGAGMENT ANALYST MERIT SYSTEMS ASSISTANT OFFICE ADMINISTRATOR OFFICE ASSOCIATE PROGRAMS ADMINISTRATOR SR EMPLOYMENT SERVICES ANALYST TECH & SUPP OPS COORD WELLNESS COORDINATOR Total - 407 - FTE 1.0 3.0 1.0 4.0 1.0 1.0 5.0 1.0 3.0 1.0 1.0 5.0 1.0 1.0 1.0 1.0 2.0 3.0 1.0 1.0 1.0 6.0 1.0 5.0 1.0 3.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 2.0 1.0 1.0 70.0 Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 HUMAN RESOURCES Agency 310 Personal Services Org Title 3110 3120 3130 3140 3150 3160 ADMINISTRATION EMPLOYEE INFORMATION SERVICES EMPLOYEE PROGRAMS EMPLOYMENT SERVICES BENEFITS ADMINISTRATION COMPENSATION SERVICES $ Totals: $ Supplies & Services 311,923 537,561 727,785 798,873 336,011 264,642 2,976,795 $ $ 227,072 45,631 465,260 140,152 233,250 14,060 1,125,425 Capital Outlay Total Expenditures $ $ $ 182,500 182,500 $ 538,995 583,192 1,193,045 939,025 751,761 278,702 4,284,720 Revenue $ $ 25,500 201,800 227,300 EXPENDITURES AND REVENUES BY AGENCY/OBJECT HUMAN RESOURCES Agency 310 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 635 FEES & CHARGES 650 MISCELLANEOUS REVENUE $ 20,900 3,100 24,000 $ 24,000 Subtotal $ 3,100 24,000 Total Resources $ 24,000 $ 1,937,928 $ 9,500 4,000 364,904 54,000 125,000 (55,430) 2,439,902 $ EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 796 P S INTER-FUND CHARGES 797 PERSONNEL SAVINGS (NEG) Subtotal $ SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 810 LEGAL 815 INSURANCE 820 RENT 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 828 MOTOR POOL 830 TELECOM DISCRETIONARY 836 RISK MANAGEMENT 837 BASE LEVEL TELECOM 840 ELECTED OFFICIAL TRAVEL 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 860 MISCELLANEOUS EXPENSE 890 NON CAPITAL EQUIPMENT Subtotal $ CAPITAL OUTLAY 920 EQUIPMENT 50,700 21,420 50,000 238 32,000 9,226 400 43,350 1,460 14,000 2,100 17,700 1,750 38,137 282,481 $ $ 25,472 1,800 27,272 $ 27,272 2,304,626 $ 9,500 4,000 426,885 99,360 48,559 (77,189) 2,815,741 $ $ 69,313 520,414 53,333 238 37,000 14,226 400 85,100 4,160 15,459 3,783 4,210 5,100 27,650 1,750 251,887 1,094,023 $ $ $ 25,300 202,000 227,300 $ 227,300 1,873,289 $ 3,500 4,000 378,524 101,547 32,982 (55,430) 2,338,412 $ 42,000 $ 69,300 25,000 127 23,000 (9,024) 21,110 100 10,000 1,600 18,590 100 32,527 234,430 $ $ 4,400 198,900 203,300 0 6416% 847% $ 203,300 847% 2,418,166 $ 21,600 1,000 485,882 32,141 73,091 (55,085) 2,976,795 $ (113,540) (12,100) 3,000 (58,997) 67,219 (24,532) (22,104) (161,054) -5% -127% 75% -14% 68% -51% -29% -6% 180,478 421,990 90,000 508 32,000 6,000 300 52,200 3,250 14,000 3,850 4,870 25,800 3,500 257,179 29,500 1,125,425 -160% 19% -69% -113% 14% 58% 25% 39% 22% 9% 100% 100% $ (111,165) 98,424 (36,667) (270) 5,000 8,226 100 32,900 910 1,459 3,783 4,210 (3,850) 230 1,850 (1,750) (5,292) (29,500) (31,402) $ 5% 7% -100% -2% -3% Subtotal $ 16,400 16,400 $ 217,400 217,400 $ 16,400 16,400 $ 182,500 182,500 $ 34,900 34,900 16% 16% Total Expenditures $ 2,738,783 $ 4,127,164 $ 2,589,242 $ 4,284,720 $ (157,556) -4% Operating Balance (Rev. - Exp.) $ (4,057,420) $ (45,744) -1% (2,714,783) $ (4,103,164) $ - 408 - (2,561,970) $ Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 HUMAN RESOURCES - EMPLOYEE BENEFITS Agency 312 Personal Services Org Title 3181 3182 3183 3184 3185 3186 3187 3188 3189 3190 MEDICAL INSURANCE WELLNESS PROGRAM MENTAL HEALTH SUBSTANCE ABUSE EMPLOYEE ASSISTANCE DISABILITY LIFE INSURANCE DENTAL INSURANCE MARIFLEX ADMINISTRATION SIGHT CARE $ Supplies & Services - Totals: $ $ 881,864 881,864 $ Capital Outlay Total Expenditures $ $ - $ $ 881,864 881,864 Revenue $ $ 1,006,689 1,006,689 EXPENDITURES AND REVENUES BY AGENCY/OBJECT HUMAN RESOURCES - EMPLOYEE BENEFITS Agency 312 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 635 FEES & CHARGES 636 INTERNAL SERVICE CHARGES Subtotal $ 42,519,172 1,524,415 44,043,587 Total Resources $ 44,043,587 EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 797 PERSONNEL SAVINGS (NEG) $ Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 810 LEGAL 815 INSURANCE 820 RENT 825 REPAIRS AND MAINTENANCE 827 MATERIAL MGNT DISCRETIONARY 828 MOTOR POOL 830 TELECOM DISCRETIONARY 836 RISK MANAGEMENT 837 BASE LEVEL TELECOM 841 EMPLOYEE TRAVEL 842 EDUCATION 860 MISCELLANEOUS EXPENSE 880 TRANSFERS OUT TO OTHER FUNDS Subtotal $ $ $ 881,864 881,864 $ 881,864 418,227 $ 77,043 23,919 (9,000) 510,189 $ $ 46,399,532 (2,970) $ (349) 2,482 837 - $ $ 72,000 809,864 881,864 (43,598,114) (1,524,415) $ 124,825 14% $ 1,006,689 $ 14% 422,173 $ 77,930 8,786 (20,922) 487,967 $ - $ $ $ Subtotal $ 201,000 201,000 $ - $ 44,500 44,500 $ Total Expenditures $ 44,010,907 $ 881,864 $ 45,627,582 Operating Balance (Rev. - Exp.) $ 32,680 $ - $ 771,950 - 409 - $ $ 1,006,689 1,006,689 18,613 494,553 10,000 42,447,172 5,000 5,000 41,750 2,700 5,459 3,783 4,210 3,000 7,950 13,750 236,778 43,299,718 CAPITAL OUTLAY 920 EQUIPMENT $ $ 44,875,117 1,524,415 46,399,532 $ 11,113 492,905 3,333 44,295,627 3,630 2,975 19,594 2,400 3,128 3,783 5,844 1,722 2,608 9,675 236,778 45,095,115 $ $ 72,000 809,864 881,864 $ 124,825 (2,970) (349) 2,482 837 - $ - - $ - $ 881,864 $ - $ 124,825 $ (124,825) (49) -100% -100% 100% 100% 0% 0% 0% 0% Maricopa County FY 2000-01 Annual Business Strategies Human Services (22) County Administrative Officer Chief Health Services Officer Human Services 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 be a high performance, outcome-oriented organization. To continue to recruit and retain highly skilled and motivated staff who adapt readily to change. To secure new resources to enhance services and programs. To encourage and maintain a high level of support from elected officials and the community. To optimize our technology and information system resources and capacity. To secure a new administrative facility, which will adequately accommodate existing and future staffing needs. 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. - 410 - Maricopa County FY 2000-01 Annual Business Strategies Performance Measures Activity Performance Measures: Number of customers utilizing the Maricopa Workforce Development Centers WIA program Satisfaction rate of Maricopa Workforce Development Center customers program Number of Head Start enrollments Number of Early Head Start enrollments certified disability a medical home Percentage of Early Head Start clients who have a medical home Percentage of children fully immunized Head Start average daily attendance Mastery in emergent literacy indicators clients Number of individuals provided emergency homeless and prevention services spent Annual savings for low-income households enrolled in utility assistance/discount Number of one-way passenger trips Number of home-delivered meals Ratio of county dollars to leveraged funds The number of riders per hour Type* FY 97-98 FY 98-99 FY 99-00 (Est.) Output Output 5855 3574 6668 2639 6455 2700 6778 2750 Result 84% 85% 86% 87% Result Output 84% 1898 86% 2321 88% 1958 88% 2150 Output Output 75 N/A 93 N/A 107 207 141 210 Result N/A N/A 80% 83% Result Result N/A 95% N/A 98% 92% 95% 100% 95% Result Result 80% N/A 80% 25% 85% 47% 85% 75% Output 37045 36984 39000 39500 Output Efficiency 5580 01:01.9 6303 01:02.9 6138 01:02.1 5830 01:02.2 Output $157,600 $244,950 $197,000 FY 00-01 (Proj.) $207,000 Output Output 125,547 119,752 140,474 115,413 140,000 120,000 144,000 130,000 Efficiency Efficiency 01:04.8 N/A 01:05.2 2.39 01:05.1 2.1 01:05.2 2.4 *Types : Result, Output, Demand. DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE GENERAL FUND SPECIAL REVENUE TOTAL FUNDS $ $ Personal Services 350,566 8,779,561 9,130,127 $ $ HUMAN SERVICES Department 22 Supplies & Services 960,000 $ 15,536,180 16,496,180 $ - 411 - Capital Outlay - Total Expenses $ 1,310,566 24,315,741 $ 25,626,307 Total Revenue $ 24,315,741 $ 24,315,741 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT HUMAN SERVICES Department 22 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 615 GRANTS 621 INDIRECT COSTS RECOVERY Subtotal $ 25,163,359 25,163,359 $ Total Resources $ 25,163,359 $ 25,163,359 $ 23,642,400 $ 24,315,741 $ (847,618) -3% $ 7,828,662 $ 1,116,328 32,500 1,921,678 253,932 60,224 (770,971) 710,745 (656,250) 10,496,848 $ 7,591,168 $ 1,116,328 32,396 1,758,413 780,259 (698,471) 698,471 (781,716) 10,496,848 $ 7,199,900 $ 1,060,500 30,800 1,668,600 754,600 (663,600) 663,500 (742,700) 9,971,600 $ 7,612,254 $ 718,000 1,878,098 148,795 (749,711) 22,691 (500,000) 9,130,127 $ (21,086) 398,328 32,396 (119,685) 631,464 51,240 675,780 (281,716) 1,366,721 0% 36% 100% -7% 81% 587,152 $ 8,900 12,440,474 103,350 4,450 10,355 524,039 109,825 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 60,363 436,652 (282,000) 282,000 50,000 15,275,369 $ 558,000 $ 8,500 11,818,400 98,200 4,200 9,900 497,900 104,400 11,700 2,600 19,100 4,800 29,700 35,500 22,900 250,200 93,500 128,000 35,100 255,300 5,400 57,300 414,700 (267,900) 267,900 47,500 14,512,800 $ 829,970 $ 5,900 12,144,925 3,000 4,450 11,180 644,300 59,452 24,160 126,053 5,000 13,540 31,219 544,769 30,944 219,100 87,706 76,440 38,720 220,300 78,700 1,481,508 (1,404,656) 710,000 50,000 459,500 16,496,180 $ (242,818) 3,000 295,549 100,350 (825) (120,261) 50,373 (11,910) (123,453) 15,000 (8,442) (507,369) (6,869) 44,070 10,515 58,140 (1,870) 48,396 5,650 (18,337) (1,044,856) 1,122,656 (428,000) (459,500) (1,220,811) -41% 34% 2% 97% 0% -8% -23% 46% -97% -4748% 75% -166% 0% -1357% -29% 17% 11% 43% -5% 18% 100% -30% -239% 398% -152% 0% $ 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 $ Subtotal $ 130,000 130,000 $ 130,000 130,000 $ 123,600 123,600 $ - $ 130,000 130,000 100% 100% Total Expenditures $ 25,902,217 $ 25,902,217 $ 24,608,000 $ 25,626,307 $ 275,910 1% Operating Balance (Rev. - Exp.) $ (738,858) $ (738,858) $ (965,600) $ (1,310,566) $ (571,708) 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) 796 P S INTER-FUND CHARGES 797 PERSONNEL SAVINGS (NEG) Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 807 HEALTH CARE SERVICES 810 LEGAL 815 INSURANCE 820 RENT 825 REPAIRS AND MAINTENANCE 827 MATERIAL MGNT DISCRETIONARY 829 FUEL 830 TELECOM DISCRETIONARY 832 COUNTY COUNSEL 833 EMPLOYEE BENEFITS ADMINISTRATION 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 MEDICAL CARE 850 UTILITIES 860 MISCELLANEOUS EXPENSE 872 S S INTER-FUND CREDIT (NEG) 873 S S INTER-FUND CHARGES 875 BONDS AND RELATED EXPENSE 890 NON CAPITAL EQUIPMENT Subtotal $ $ CAPITAL OUTLAY 920 EQUIPMENT 23,599,318 1,564,041 25,163,359 - 412 - $ 22,419,400 1,223,000 23,642,400 $ 24,315,741 24,315,741 $ 716,423 (1,564,041) (847,618) 3% -100% -3% 7% 97% -36% 13% -8% -77% Maricopa County FY 2000-01 Annual Business Strategies POSITION DISTRIBUTION Dept 22 HUMAN SERVICES Total WORKING TITLE FTE ACCOUNTANT I 1.0 ACCOUNTANT II 3.0 ACCOUNTANT III 1.0 ACCOUNTING TECHNICIAN II 3.0 ADMINISTRATIVE ASSTNT I 2.0 ADMINISTRATIVE ASSTNT II 12.0 ADMINISTRATIVE ASSTNT III 5.0 ADMINISTRATIVE COORD II 3.0 ADMINISTRATIVE COORD IV 25.0 ADMINISTRATIVE COORD VI 6.0 CONTRACT SPECIALIST I 5.0 FAMILY CASE SPECIALIST 20.0 FINANCIAL SERVICS ADM I 1.0 HEALTH EDUCATION COORDNTR 1.0 HOME VISITOR 22.0 HSG & HUMAN SVCS DIR 1.0 HUMAN SERVICE MANAGER 2.0 INSTRUCTOR 6.0 LEAD INTGRTD SYS DSGN ANL 1.0 LEAD PROGRAMMER-ANALYST 1.0 MANAGEMENT ANALYST II 1.0 MANAGEMENT ANALYST III 1.0 NUTRITIONIST II 1.0 PROFESSIONAL 1.0 PROGRAM ASSISTNCE REP III 6.0 PROGRAM COORDINATOR II 3.0 PROGRAMMER-ANALYST II 1.0 REGISTERED NURSE III 1.0 SECRETARY 1.0 SENIOR DATABASE ANALYST 2.0 SENIOR INFRMTN SYST ANLST 1.0 SERVICE DELIVRY COORD II 14.0 SERVICE WORKER III 4.0 SWITCHBOARD OPERATOR 1.0 TEACHER 39.0 TEACHER'S AIDE I 7.0 TEACHER'S AIDE II 32.0 TEACHER'S ASSISTANT 26.0 VOCATIONAL COUNSELOR 19.0 WORD PROCESSING OPERTR II 5.0 287.0 - 413 - Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 HUMAN SERVICES Agency 220 Personal Services Org Title 2213 OPERATIONS $ Totals: $ Supplies & Services 350,566 350,566 $ $ 960,000 960,000 Capital Outlay Total Expenditures $ $ $ $ - 1,310,566 1,310,566 Revenue $ $ - Variance % EXPENDITURES AND REVENUES BY AGENCY/OBJECT HUMAN SERVICES Agency 220 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED RESOURCES REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES 795 P S INTER-FUND CREDIT (NEG) $ $ 236,354 $ 46,325 60,224 342,903 $ 306,298 $ 47,675 (11,070) 342,903 $ 291,000 $ 45,300 (10,500) 325,800 $ 306,300 $ 49,382 17,575 (22,691) 350,566 $ (2) (1,707) (17,575) 11,621 (7,663) $ 628,000 16,441 265,559 50,000 960,000 $ 628,000 282,000 50,000 960,000 $ 596,600 267,900 47,500 912,000 $ 200,000 710,000 50,000 960,000 $ 428,000 (428,000) - -152% 0% 0% Total Expenditures $ 1,302,903 $ 1,302,903 $ 1,237,800 $ 1,310,566 $ (7,663) -1% Operating Balance (Rev. - Exp.) $ (1,237,800) $ (1,310,566) $ 7,663 1% Subtotal SUPPLIES & SERVICES 805 CONTRACTUAL SERVICES - EXTERNAL 860 MISCELLANEOUS EXPENSE 873 S S INTER-FUND CHARGES 875 BONDS AND RELATED EXPENSE Subtotal 0% -4% 105% -2% 68% CAPITAL OUTLAY (1,302,903) $ (1,302,903) $ TOTAL BUDGET BY PROGRAM FY 2000-01 HUMAN SERVICES GRANTS Agency 221 Org Title 2214 2242 2243 2244 2245 2246 2247 2251 2252 2253 2261 COST POOL TITLE IIA TITLE IIC TITLE IIB TITLE III (60%) DISCRETIONARY TITLE III (40%) TRANSPORTATION COMMUNITY ACTION PROGRAMS COMMUNITY SERVICES HEAD START Personal Services $ Totals: $ Supplies & Services Total Capital Outlay Expenditures (4) $ (3) $ 1,412,112 1,014,645 35,341 553,100 768,573 237,500 309,635 654,457 177,184 397,605 47,528 578,117 273,851 2,840,359 307,830 2,066,900 357,500 5,447,511 6,836,000 8,779,561 $ 15,536,180 $ - 414 - - $ Revenue (7) $ 2,426,757 2,426,758 588,441 588,442 1,006,073 1,006,073 964,092 964,093 574,789 574,789 625,645 625,645 3,114,210 3,114,211 2,374,730 2,374,731 357,500 357,500 12,283,511 12,283,499 $ 24,315,741 $ 24,315,741 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY AGENCY/OBJECT HUMAN SERVICES GRANTS Agency 221 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 615 GRANTS 621 INDIRECT COSTS RECOVERY Subtotal $ 25,163,359 25,163,359 Total Resources $ 25,163,359 $ 7,592,308 $ 1,116,328 32,500 1,875,353 253,932 (770,971) 710,745 (656,250) 10,153,945 $ 7,284,870 $ 1,116,328 32,396 1,710,738 780,259 (687,401) 698,471 (781,716) 10,153,945 $ 6,908,900 $ 1,060,500 30,800 1,623,300 754,600 (653,100) 663,500 (742,700) 9,645,800 $ 587,152 8,900 10,394,788 103,350 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 1,653,938 14,315,369 $ 587,152 $ 8,900 11,812,474 103,350 4,450 10,355 524,039 109,825 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 60,363 436,652 (282,000) 14,315,369 $ 558,000 $ 8,500 11,221,800 98,200 4,200 9,900 497,900 104,400 11,700 2,600 19,100 4,800 29,700 35,500 22,900 250,200 93,500 128,000 35,100 255,300 5,400 57,300 414,700 (267,900) 13,600,800 $ EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL 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 & SERVICES 801 GENERAL SUPPLIES $ 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 807 HEALTH CARE SERVICES 810 LEGAL 815 INSURANCE 820 RENT 825 REPAIRS AND MAINTENANCE 827 MATERIAL MGNT DISCRETIONARY 829 FUEL 830 TELECOM DISCRETIONARY 832 COUNTY COUNSEL 833 EMPLOYEE BENEFITS ADMINISTRATION 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 MEDICAL CARE 850 UTILITIES 860 MISCELLANEOUS EXPENSE 872 S S INTER-FUND CREDIT (NEG) 890 NON CAPITAL EQUIPMENT Subtotal $ CAPITAL OUTLAY 920 EQUIPMENT $ 23,599,318 1,564,041 25,163,359 $ 25,163,359 $ $ 22,419,400 1,223,000 23,642,400 $ 23,642,400 $ 24,315,741 24,315,741 716,423 (1,564,041) $ (847,618) 0 (1) -3% $ 24,315,741 $ (847,618) -3% 7,305,954 $ (21,084) 718,000 398,328 32,396 1,828,716 (117,978) 131,220 649,039 (727,020) 39,619 22,691 675,780 (500,000) (281,716) 8,779,561 $ 1,374,384 0% 36% 100% -7% 83% 6% 97% -36% 14% 829,970 $ (242,818) -41% 5,900 3,000 34% 11,944,925 (132,451) -1% 3,000 100,350 97% 4,450 0% 11,180 (825) -8% 644,300 (120,261) -23% 59,452 50,373 46% 24,160 (11,910) -97% 126,053 (123,453) -4748% 5,000 15,000 75% 13,540 (8,442) -166% 31,219 0% 544,769 (507,369) -1357% 30,944 (6,869) -29% 219,100 44,070 17% 87,706 10,515 11% 76,440 58,140 43% 38,720 (1,870) -5% 220,300 48,396 18% 5,650 100% 78,700 (18,337) -30% 1,481,508 (1,044,856) -239% (1,404,656) 1,122,656 398% 459,500 (459,500) 15,536,180 $ (1,220,811) -9% Subtotal $ 130,000 130,000 $ 130,000 130,000 $ 123,600 123,600 $ - $ 130,000 130,000 100% 100% Total Expenditures $ 24,599,314 $ 24,599,314 $ 23,370,200 $ 24,315,741 $ 283,573 1% Operating Balance (Rev. - Exp.) $ 564,045 $ 564,045 $ 272,200 $ - $ 564,045 100% - 415 - Maricopa County FY 2000-01 Annual Business Strategies Indigent Representation (33) County Administrative Officer Public Public Defender Defender Dean Trebesch Dean Trebesch Court Appointed Counsel Court Appointed Counsel Vacant Vacant Legal Legal Defender Defender Robert S. Briney Robert S. Briney Legal Legal Advocacy Advocacy Susan Sherwin Susan Sherwin Mission To protect the fundamental rights of all individuals, by providing effective legal representation for indigent people facing criminal changes, juvenile adjudications, dependency and severance proceedings, and mental health commitments, when appointed by Maricopa County Superior and Justice Courts. Program Goals Public Defender e To protect the rights of our clients and guarantee that they receive equal protection under the law, regardless of race, creed, national origin or socio-economic status. e To obtain and promote dispositions that are effective in reducing recidivism, improving clients’ well-being and enhancing quality of life for all. e Constitutional responsibilities and mandates are fulfilled. e To enhance the professionalism and productivity of all staff. e To produce the most respected and well-trained attorneys in the criminal defense community. e To work in partnership with other agencies to improve access to justice and develop rational justice system policies. e To achieve recognition as an effective and dynamic leader among organizations responsible for legal representation of indigent people. e To perform our obligations in a fiscally responsible manner. Legal Defender e Continue to work with the Office of the Public Defender and Court-Appointed Court Counsel to maximize the efficiency and effectiveness of services offered by the Indigent Representation Agency. e Continue to explore means of transmitting case-related documents electronically between various court agencies. e Review organization chart periodically in relation to supervisors’ responsibilities as the number of staff and possible locations grow over the next several years. e Explore expansion of EDC and other felony case-processing centers to incorporate any additional cases that can be expeditiously resolved in those settings. Office of Court Appointed Counsel e To achieve a competent, cost-effective system of legal representation that recognizes and accommodates the changing needs of a growing community. - 416 - Maricopa County FY 2000-01 Annual Business Strategies 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. Performance Measures FY 97-98 FY 98-99 FY 99-00 FY 00-01 (Proj.) PD-Homicides PD-SCAC PD-Other Felony 136 291 21535 158 302 20013 PD-Probation Revocations PD-Misdemeanor PD-Appeals/PCR’s PD-PCR’s PD-Adult Appeals PD-Juvenile Appeals PD-Juvenile Delinquencies PD-Trials PD-Avg. Mo. Active Trial Caseload PD-Avg, Mo. Active Juvenile Caseload 9593 4825 786 235 446 73 10195 482 25.94 59.04 11047 4082 771 305 516 140 9363 556 22.25 61.73 164 313 21875 12392 4097 167 358 23397 13672 3802 783 241 469 113 10010 535 25.52 879 270 537 149 10707 617 24.82 64.35 5 24 26 10.5 17 51 71.03 5 24 26 10.5 18 51 2545 3044 129 111 3826 123 3211 123 15 275 25 48 5 0 26 10.5 Activity Performance Measures: PD-Jail Sites Served PD-Justice Courts Served PD-Criminal Divisions Served PD-Commissioners Served PD-Juvenile Judicial Officers Served PD-Justice Court Calendars Served Per Week LD-Criminal Felony Cases LD-Criminal Major Felony Cases LD-Criminal Misdemeanor Cases LD-Probation Violations LD-Witness Representation LD-Criminal Trials LD-Jail Sites Served LD-Justice Courts Served LD-Criminal Divisions Served LD-Commissioners Served - 417 - Maricopa County FY 2000-01 Annual Business Strategies Activity Performance Measures (cont.): OCAC-Trials and Major Felonies OCAC-Appeals, PCRs, Appeal/PCRs OCAC-Juvenile Delinquencies OCAC-Death Penalty Cases OCAC-Sexual Predator Cases FY 97-98 FY 98-99 FY 99-00 FY 00-01 (Proj.) 2883 385 3713 N/A N/A 2341 396 3187 21 N/A 2204 445 3263 25 51 See Note See Note See Note See Note See Note Note: Performance Measures for OLA and FY01 projections for OCAC are unavailable at this time. DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE GENERAL FUND SPECIAL REVENUE TOTAL FUNDS $ $ Personal Services 25,248,600 $ 1,280,139 26,528,739 $ INDIGENT REPRESENTATION Department 33 Supplies & Services Capital Outlay Total Expenses Total Revenue 7,025,570 $ 421,234 $ 32,695,404 $ 100,000 363,125 5,980 1,649,244 1,649,244 7,388,695 $ 427,214 $ 34,344,648 $ 1,749,244 - 418 - Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT INDIGENT REPRESENTATION Department 33 FY 99-00 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 615 GRANTS 620 INTERGOVERNMENTAL 621 INDIRECT COSTS RECOVERY 635 FEES & CHARGES 680 TRANSFERS IN FROM OTHER FUNDS Subtotal Total Resources 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) 796 P S INTER-FUND CHARGES 797 PERSONNEL SAVINGS (NEG) Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 807 HEALTH CARE SERVICES 810 LEGAL 815 INSURANCE 820 RENT 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 828 MOTOR POOL 829 FUEL 830 TELECOM DISCRETIONARY 834 BASE LEVEL EQ SERVICES CHARGES 838 TELECOM WIRELESS SYSTEMS 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 844 JUDICIAL TRAVEL 850 UTILITIES 860 MISCELLANEOUS EXPENSE 865 NON-OPERATING RESERVES 880 TRANSFERS OUT TO OTHER FUNDS Subtotal $ 728,402 129,321 857,723 $ 1,021,132 129,321 1,150,453 $ 857,723 $ 1,150,453 $ 19,639,361 $ 152,600 3,425,989 1,159,509 (28,263) 19,382 (741,108) 23,627,470 $ $ $ 1,619,558 129,686 1,749,244 $ 598,426 365 598,791 59% 0% $ 1,010,581 95,000 5,704 158,693 1,934 1,271,912 $ $ 1,271,912 $ 1,749,244 $ 598,791 52% 20,132,814 $ 152,600 3,467,382 829,767 2,202 (32,744) 19,382 (741,108) 23,830,295 $ 18,510,627 $ 268,923 4,126 3,307,505 948,487 (33,572) 19,382 (741,108) 22,284,370 $ 21,789,704 $ 240,834 4,126 3,932,576 1,509,335 (32,744) 19,382 (934,474) 26,528,739 $ (1,656,890) (88,234) (4,126) (465,194) (679,568) 2,202 193,366 (2,698,444) $ 319,095 $ 3,872,114 1,000 1,970,056 1,705 1,437,396 66,104 223 16,755 20,836 7,510 42,891 180 118,441 121,183 25,419 35,260 390 273,124 59,431 (1,934) 8,387,179 $ 363,015 $ 2,321,677 1,000 1,591,974 1,705 1,946,700 66,729 223 15,309 24,970 9,010 41,573 180 11,000 140,347 151,954 55,000 37,965 390 607,974 7,388,695 $ (46,104) 1,141,958 500 1,105,586 (185) (442,632) (23,587) 691 (597) (1,389) 33,815 (180) (11,000) (14,014) (30,850) (1,950) 141,728 1,910 (298,651) 59,431 1,614,480 382,214 45,000 427,214 $ (167,584) 4,675 (162,909) -78% 9% -62% -8% -58% -13% -82% 100% 0% 0% 26% -11% $ 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 2,300 265,720 8,928,593 $ 316,911 3,463,635 1,500 2,697,560 1,520 1,504,068 43,142 223 16,000 24,373 7,621 75,388 126,333 121,104 53,050 179,693 2,300 309,323 59,431 9,003,175 Subtotal $ 188,474 60,508 248,982 $ 214,630 49,675 264,305 $ 211,366 49,675 261,041 $ Total Expenditures $ 32,805,045 $ 33,097,775 $ 30,932,590 $ 34,344,648 $ (1,246,873) -4% Operating Balance (Rev. - Exp.) $ (31,947,322) $ (31,947,322) $ (29,660,678) $ (32,595,404) $ (648,082) -2% CAPITAL OUTLAY 920 EQUIPMENT 930 TRANSPORTATION - 419 - $ 52% -15% 33% 33% 41% -12% -29% -55% 0% 4% -2% -18% 45% -11% -25% -4% 79% 83% -97% 100% 18% Maricopa County FY 2000-01 Annual Business Strategies POSITION DISTRIBUTION Dept WORKING TITLE 33 INDIGENT REPRESENTATION ADMINISTRATIVE 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 CLERK I CLERK III CLERK IV CLIENT SERVICES ASSTNT I CLIENT SERVICES ASSTNT II CLIENT SERVICES COORD I CLIENT SERVICES COORD II CONTRACT SPECIALIST III 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 LEAD SYSTEMS ANALYST LEGAL ASSISTANT LEGAL ASSISTANT SUPERVISR LEGAL DEFENDER LEGAL SECRETARY I LEGAL SECRETARY II LEGAL SECRETARY III MANAGEMENT ANALYST IV PROCESS SERVER PROFESSIONAL PROJECT LEADER PROJECT MANAGER PUBLIC DEFENDER SR DEPUTY PUBLIC DEFENDER SUPERVISORY SUPPORT SERVICES SYSTEMS & PROGRAMMING MGR SYSTEMS ADMINISTRATOR II SYSTEMS ANALYST I TECHNICAL TRAINEE Total - 420 - FTE 6.0 12.0 9.0 9.0 1.0 8.0 1.0 3.0 1.0 2.0 2.0 1.0 1.0 3.0 9.0 5.0 6.0 1.0 32.0 35.0 49.5 29.5 48.5 1.0 5.0 7.0 16.0 6.0 6.0 19.0 9.0 1.0 1.0 16.0 1.0 1.0 20.0 19.0 26.0 2.0 1.0 15.8 1.0 1.0 1.0 1.0 1.0 1.0 1.0 2.0 1.0 4.0 5.0 466.3 Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 INDIGENT REPRESENTATION Agency 330 Org Title 3311 3312 3313 3314 3341 3342 3343 3371 3372 3373 3382 3383 3384 3385 3392 PUBLIC DEFENDER/ADMINISTRATION PUBLIC DEFENDER/TRIAL PUBLIC DEFENDER/JUVENILE PUBLIC DEFENDER/APPEALS LEGAL DEFENDER/ADMINISTRATION LEGAL DEFENDER/TRIAL LEGAL DEFENDER/MAJOR FELONIES INDIGENT DEFENSE ADMINISTRATIO INFORMATION SYSTEMS CONTRACT ADMINISTRATION CRIMINAL TRIAL JUVENILE DELINQUENCY CRIMINAL APPEALS SEXUAL PREDATOR MAJOR FELONIES Personal Services $ 1,075,557 14,271,420 2,809,352 1,746,368 441,919 1,419,423 878,256 469,329 342,405 253,750 Totals: $ 25,248,600 - 421 - Supplies & Services $ 2,608,507 440,830 1,064,004 39,832 9,917 361,670 1,044,771 345,740 342,539 475,944 $ 7,025,570 Total Capital Outlay Expenditures $ $ 224,400 18,000 421,234 $ 3,908,464 $ 14,271,420 2,809,352 1,746,368 900,749 1,419,423 878,256 1,533,333 382,237 263,667 361,670 1,044,771 345,740 342,539 475,944 $ 32,695,404 $ Revenue 100,000 100,000 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY AGENCY/OBJECT INDIGENT REPRESENTATION Agency 330 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 620 INTERGOVERNMENTAL 635 FEES & CHARGES 680 TRANSFERS IN FROM OTHER FUNDS Subtotal Total Resources EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL 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 & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 807 HEALTH CARE SERVICES 810 LEGAL 815 INSURANCE 820 RENT 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 828 MOTOR POOL 829 FUEL 830 TELECOM DISCRETIONARY 834 BASE LEVEL EQ SERVICES CHARGES 838 TELECOM WIRELESS SYSTEMS 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 844 JUDICIAL TRAVEL 850 UTILITIES 860 MISCELLANEOUS EXPENSE 865 NON-OPERATING RESERVES Subtotal $ 100,000 100,000 $ 100,000 $ 19,224,393 $ 152,600 3,356,023 1,157,502 19,382 (725,757) 23,184,143 $ $ $ $ 294,478 3,144 3,414,350 2,776,527 1,520 1,466,737 48,002 223 4,000 24,373 7,621 74,165 8,000 17,572 36,550 179,160 2,300 255,475 8,614,197 Subtotal $ 100,000 100,000 $ 100,000 $ 255,627 19,622,943 $ 152,600 3,375,851 739,124 19,382 (725,757) 23,184,143 $ $ 299,060 3,412,850 1,500 2,676,527 1,520 1,455,569 42,500 223 4,000 24,373 7,621 73,070 8,000 15,100 53,050 179,160 2,300 297,925 59,431 8,613,779 $ 188,474 60,508 248,982 Total Expenditures $ 32,047,322 Operating Balance (Rev. - Exp.) $ CAPITAL OUTLAY 920 EQUIPMENT 930 TRANSPORTATION $ $ 95,000 158,693 1,934 255,627 $ $ 204,400 45,000 249,400 $ 32,047,322 100,000 $ $ - 0% $ - 0% 21,204,372 $ (1,581,429) 240,834 (88,234) 4,126 (4,126) 3,821,898 (446,047) 916,344 (177,220) (19,382) 19,382 19,382 (938,974) 213,217 25,248,600 $ (2,064,457) -8% -58% -13% -24% 0% 29% -9% $ $ 201,136 45,000 246,136 $ 376,234 45,000 421,234 $ (171,834) (171,834) $ 29,943,484 $ 32,695,404 $ (648,082) -2% 648,082 2% (29,687,857) $ $ - 354,122 2,281,991 1,000 1,588,941 1,705 1,906,870 66,729 223 4,020 24,970 9,010 40,573 180 11,000 15,108 24,119 55,000 37,965 390 601,654 7,025,570 (31,947,322) $ - 422 - $ 18,019,394 $ 268,923 4,126 3,219,406 856,187 (828) 19,382 (725,757) 21,660,833 $ 304,244 3,830,061 1,000 1,967,023 1,705 1,388,897 65,462 223 4,755 20,836 7,510 40,573 180 108 16,000 25,419 34,727 390 267,971 59,431 8,036,515 (31,947,322) $ $ $ 100,000 100,000 (55,062) 1,130,859 500 1,087,586 (185) (451,301) (24,229) (20) (597) (1,389) 32,497 (180) (11,000) (7,108) (9,019) (1,950) 141,195 1,910 (303,729) 59,431 $ 1,588,209 -89% -60% -4% 79% 83% -102% 100% 18% -84% 0% -69% (32,595,404) $ -18% 33% 33% 41% -12% -31% -57% 0% -1% -2% -18% 44% Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 INDIGENT REPRESENTATION GRANTS Agency 331 Org 3332 3333 3334 Personal Services Title PUBLIC DEFENDER DRUG GRANT MID AMERICA DUI GRANT COURT IMPROVEMENT PROG-DEP $ Supplies & Services 313,945 313,945 Totals: $ $ 29,686 29,686 $ Capital Outlay Total Expenditures $ $ - $ $ 313,945 29,686 343,631 Revenue $ $ 313,945 29,686 343,631 EXPENDITURES AND REVENUES BY AGENCY/OBJECT INDIGENT REPRESENTATION GRANTS Agency 331 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 615 GRANTS 620 INTERGOVERNMENTAL 621 INDIRECT COSTS RECOVERY Subtotal $ 295,500 29,321 324,821 Total Resources $ 324,821 $ 280,467 $ 51,634 2,007 (19,382) (9,971) 304,755 $ EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES 795 P S INTER-FUND CREDIT (NEG) 797 PERSONNEL SAVINGS (NEG) Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 810 LEGAL 842 EDUCATION 860 MISCELLANEOUS EXPENSE 880 TRANSFERS OUT TO OTHER FUNDS Subtotal $ $ $ 347,331 29,321 376,652 $ 376,652 $ $ 3,000 7,000 3,000 821 6,245 20,066 Total Expenditures $ Operating Balance (Rev. - Exp.) $ $ 306,800 5,704 312,504 $ 312,504 258,426 $ 47,057 31,836 2,202 (19,382) (9,971) 310,168 $ $ 3,000 38,418 18,000 821 6,245 66,484 $ $ 324,821 $ 376,652 $ - $ - $ $ 313,945 29,686 343,631 $ (33,386) 365 (33,021) (0) 0 -9% $ 343,631 $ (33,021) -9% 243,991 $ 44,110 28,805 (19,382) (9,971) 287,553 $ 234,312 $ 44,291 24,939 10,403 313,945 $ 24,114 2,766 6,897 2,202 (19,382) (20,374) (3,777) 9% 6% 22% 100% -100% -204% -1% - $ 29,686 (1,934) 27,752 $ - $ 29,686 29,686 $ 3,000 8,732 18,000 821 6,245 36,798 100% 23% 100% 100% 100% $ 33,021 9% - $ - 55% CAPITAL OUTLAY - 423 - 315,305 $ (2,801) $ 343,631 Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 INDIGENT REPRESENTATION SPECIAL Agency 332 Personal Services Org Title 3321 3351 PUBLIC DEFENDER TRAINING FUND LEGAL DEFENDER TRAINING FUND $ Supplies & Services 141,455 141,455 Totals: $ 291,619 32,000 323,619 Capital Outlay Total Expenditures $ $ - 433,074 32,000 465,074 Revenue $ 433,074 32,000 465,074 EXPENDITURES AND REVENUES BY AGENCY/OBJECT INDIGENT REPRESENTATION SPECIAL Agency 332 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 615 GRANTS Subtotal $ 432,902 432,902 $ 432,902 432,902 $ 462,882 462,882 $ 465,074 465,074 $ 32,172 32,172 0 7% Total Resources $ 432,902 $ 432,902 $ 462,882 $ 465,074 $ 32,172 7% EXPENDITURES PERSONAL SERVICES $ 701 REGULAR PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 795 P S INTER-FUND CREDIT (NEG) 797 PERSONNEL SAVINGS (NEG) Subtotal $ SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 810 LEGAL 820 RENT 827 MATERIAL MGNT DISCRETIONARY 841 EMPLOYEE TRAVEL 842 EDUCATION 860 MISCELLANEOUS EXPENSE Subtotal $ 134,501 $ 18,332 (8,881) (5,380) 138,572 $ 133,350 $ 22,754 1,210 (13,362) (5,380) 138,572 $ 131,063 $ 22,480 3,771 (13,362) (5,380) 138,572 $ 132,974 $ 23,884 3,862 (13,362) (5,903) 141,455 $ 4,000 12,000 500 39,830 12,000 117,000 105,000 4,000 294,330 $ $ 4,000 12,000 500 39,830 12,000 117,000 105,000 4,000 294,330 $ 4,000 12,000 500 39,830 12,000 117,000 105,000 4,000 294,330 $ 4,000 10,000 500 39,830 11,289 124,145 127,835 6,020 323,619 432,902 $ 432,902 $ 432,902 $ 465,074 - $ 29,980 $ $ $ 376 (1,130) (2,652) 523 (2,883) 0% -5% -219% 0% 10% -2% $ 2,000 711 (7,145) (22,835) (2,020) (29,289) 0% 17% 0% 0% 6% -6% -22% -51% -10% $ (32,172) -7% $ CAPITAL OUTLAY Total Expenditures $ Operating Balance (Rev. - Exp.) $ - $ - 424 - - $ - Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 INDIGENT REPRESENTATION FILL THE GAP Agency 333 Org Title 3335 FILL THE GAP Personal Services $ Totals: Supplies & Services 824,739 $824,739 $ 9,820 $9,820 Capital Outlay Total Expenditures $ $ 5,980 $5,980 840,539 $840,539 Revenue $ 840,539 $840,539 EXPENDITURES AND REVENUES BY AGENCY/OBJECT INDIGENT REPRESENTATION FILL THE GAP Agency 333 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 615 GRANTS Subtotal $ - $ 240,899 240,899 $ 240,899 240,899 $ 840,539 840,539 $ 599,640 599,640 2 249% Total Resources $ - $ 240,899 $ 240,899 $ 840,539 $ 599,640 249% $ 118,095 21,720 57,597 197,412 $ 116,179 21,509 59,724 197,412 $ $ - $ - $ 218,046 $ 42,503 564,190 824,739 $ (99,951) (20,783) (506,593) (627,327) -85% -96% -880% -318% SUPPLIES & SERVICES 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES - EXTERNAL 810 LEGAL 820 RENT 825 REPAIRS AND MAINTENANCE 830 TELECOM DISCRETIONARY 841 EMPLOYEE TRAVEL 842 EDUCATION 844 JUDICIAL TRAVEL 860 MISCELLANEOUS EXPENSE Subtotal $ - $ - $ 10,851 367 2,533 8,669 642 2,318 1,333 183 533 1,153 28,582 $ $ $ 10,851 367 2,533 8,669 642 2,318 1,333 183 533 1,153 28,582 $ 4,893 $ 2,533 1,000 1,094 300 9,820 $ 5,958 367 8,669 642 1,318 239 183 533 853 18,762 55% 100% 0% 100% 100% 57% 18% 100% 100% 74% 66% 10,230 4,675 14,905 $ 10,230 4,675 14,905 $ 5,980 5,980 $ 4,250 4,675 8,925 42% 100% 60% 240,899 $ 240,899 $ 840,539 $ EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS Subtotal CAPITAL OUTLAY 920 EQUIPMENT 930 TRANSPORTATION Subtotal $ - $ Total Expenditures $ - $ - 425 - $ $ (599,640) -249% Maricopa County FY 2000-01 Annual Business Strategies Integrated Criminal Justice Information Systems (42) ICJIS COMMITTEE STRUCTURE - APRIL 2000 Members ICJIS Executive Committee Indigent Defense Sheriff's Office Clerk of Court Superior Court County Attorney's Office Members ICJIS Business Team Voting Indigent Defense Sheriff's Office Clerk of Court Superior Court County Attorney's Office Non-voting Offices of CIO & CAO ICJIS Agency IS Directors Adult Probation Juvenile Probation Justice Courts ICJIS Director J. Doktor Standing Committees Strategic Planning Adhoc Task Forces Project Work Groups Policy Common Tables JaLET (Standards, Security & Technology) ICJIS Proprietary Agency Proprietary Data Exchange CMS Needs Assessment JMS Common Case Number CAIS Process Documentation/ Modeling APETS Mission To enhance public safety, improve service to the community, and promote quality justice and law enforcement decision-making by sharing information that is timely, secure, reliable, and comprehensive. Program Goals + Address increasing workloads demands by sharing data between agencies by 2002. + Exchange timely and accurate information with criminal justice entities (federal, state, local) and public by implementing an integrated data system. + Streamline the criminal justice system processes where functions are ineffective or costly through collaborative change management system. To provide a community based Justice Court System. Continue to reduce Court Clerk turnover. - 426 - Maricopa County FY 2000-01 Annual Business Strategies Performance Measures Activity Performance Measures: Dollars spent FY 97-98 $0 FY 98-99 $2,464,000 Percentage completion: -4th Avenue Jail -Lower Buckeye Jail -Juvenile Detention Facilities/Courts -Jackson Street Parking Structure FY 99-00 (Est.) $20,000,000 FY 00-01 (Proj.) $70,000,000 4% 3% 5% 10% 10% 5% 30% 100% Adult detention cost per bed N/A N/A $85,000 $85,000 3139 beds total Benchmark = $80,000 Juvenile detention cost per bed 388 beds total Benchmark = $174,000 N/A N/A $170,000 $170,000 $9,400 $9,400 $7,500 $7,500 Jackson Street Parking Structure cost per space 1,000 spaces total, includes 120 below grade Benchmark = 9,000 Mesa Juvenile Parking Structure cost per space 300 above ground spaces total Benchmark = $7,500 - 427 - Maricopa County FY 2000-01 Annual Business Strategies DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY JUSTICE & LAW ENFORCEMENT INTEGRATION Department 42 FY 00-01 RECOMMENDED 42 JUSTICE & LAW ENFORCEMENT INTEGRATION FUND TYPE SPECIAL REVENUE TOTAL FUNDS Personal Services 120,635 $ 120,635 Supplies & Services 1,619,365 $ 1,619,365 Capital Outlay 160,000 $ 160,000 Total Expenses 1,900,000 $ 1,900,000 Total Revenue $ - EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT JUSTICE & LAW ENFORCEMENT INTEGRATION Department 42 FY 99-00 FINAL/ADOPTED EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 750 FRINGE BENEFITS $ FY 99-00 RESTATED FY 99-00 PROJECTED - $ - $ - $ 1,600,000 1,600,000 $ $ - $ - $ Subtotal $ - $ Total Expenditures $ - $ Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 841 EMPLOYEE TRAVEL 860 MISCELLANEOUS EXPENSE 890 NON CAPITAL EQUIPMENT Subtotal $ $ CAPITAL OUTLAY 920 EQUIPMENT FY 00-01 RECOMMENDED - $ $ $ - - $ 1,600,000 $ $ 105,893 14,742 120,635 $ $ $ 10,000 575,000 5,000 981,365 48,000 1,619,365 $ 1,590,000 (575,000) (5,000) (981,365) (48,000) (19,365) - $ 160,000 160,000 $ (160,000) (160,000) - $ 1,900,000 $ (300,000) $ POSITION DISTRIBUTION Dept WORKING TITLE FTE 42 JUSTICE & LAW ENFORCEMENT INTEGRATION DIRECTOR 1.0 Total 1.0 - 428 - Variance $ % (105,893) (14,742) (120,635) 99% -1% -19% Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 JUSTICE & LAW ENFORCEMENT INTEGRATION Agency 420 Personal Services Org Title 4210 INTEGRATION $ Totals: $ Supplies & Services 120,635 120,635 $ $ 1,619,365 1,619,365 Capital Outlay Total Expenditures $ $ $ $ 160,000 160,000 1,900,000 1,900,000 Revenue $ $ - EXPENDITURES AND REVENUES BY AGENCY/OBJECT JUSTICE & LAW ENFORCEMENT INTEGRATION Agency 420 FY 99-00 FINAL/ADOPTED RESOURCES Beginning Fund Balance FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % $ - $ - $ - $ - $ - Total Resources $ - $ - $ - $ - $ - $ Subtotal $ - $ - $ - $ - $ - $ - $ 105,893 $ 14,742 120,635 $ (105,893) (14,742) (120,635) SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 841 EMPLOYEE TRAVEL 860 MISCELLANEOUS EXPENSE 890 NON CAPITAL EQUIPMENT Subtotal $ - $ - $ 1,600,000 $ 1,600,000 $ - $ - $ 10,000 $ 575,000 5,000 981,365 48,000 1,619,365 $ 1,590,000 (575,000) (5,000) (981,365) (48,000) (19,365) Subtotal $ - $ - $ - $ 160,000 160,000 $ (160,000) (160,000) Total Expenditures $ - $ 1,600,000 $ - $ 1,900,000 $ (300,000) -19% Operating Balance (Rev. - Exp.) $ - $ (1,600,000) $ - $ (1,900,000) $ 300,000 19% Ending Fund Balance (Resources - Exp.) $ - $ - $ - $ - $ - REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 750 FRINGE BENEFITS CAPITAL OUTLAY 920 EQUIPMENT - 429 - 99% -1% Maricopa County FY 2000-01 Annual Business Strategies 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 mission of the Internal Audit Department is to provide objective, accurate, and meaningful information about programs, activities, and functions so that County leadership can make knowledgeable decisions regarding policies and operations. Program Goals e e e e Create positive change throughout County government. Increase the use of technology in the audit process. Explore effective, non-traditional audit methodologies and tools. Promote an open, productive, and positive environment for department employees. Community Impact Internal Audit adds value by providing County leadership, and the public, with objective information on County operations. With its systematic review of County functions, Internal Audit promotes a healthy level of “management tension” throughout the organization and assists management in maintaining a strong internal control environment. Strong internal controls encourage operational effectiveness and reduce the risk of financial losses through waste, loss, and abuse. - 430 - Maricopa County FY 2000-01 Annual Business Strategies Performance Measures Activity Performance Measures: Annual Budget Co-Sourcing Funds Staffing (FTE's) Areas Audited (Approved Audit Plan) Special Projects Completed Single Audit Reviews Audit to Admin Ratio Economic Impact to Cost Ratio Economic Impact Customer Satisfaction Recommendations Accepted Recommendations Implemented Recommendations In Process Audit Interval (Years) Type* FY 97-98 FY 98-99 FY 99-00 (Est.) FY 00-01 (Proj.) Input ** Input ** Input ** $531,729 $150,000 9.5 $710,044 $120,311 12.5 $858,504 $174,099 15 $841,594 $371,000 15 Output Output Output Efficiency Efficiency Result Result Result Result Result Result 11 6 47 77% 6:01 $3.8 M 84% 97% 34% 63% 8-Jun 24 7 32 78% 7:01 $5.8 M 87% 97% 34% 63% 7-May 22 7 30 78% 5:01 $5.0 M 88% 98% 51% 38% 6-Apr 22 7 45 75% 5:01 $4.0 M 85% 98% N/A N/A 6-Apr *Types: Result, Output, Demand DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE GENERAL FUND TOTAL FUNDS INTERNAL AUDIT Department 23 Personal Services Supplies & Services $ 845,692 $ 50,348 $ $ 845,692 $ 50,348 $ - 431 - Capital Outlay - Total Expenses Total Revenue $ 896,040 $ $ 896,040 $ - Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT INTERNAL AUDIT Department 23 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES 795 P S INTER-FUND CREDIT (NEG) 797 PERSONNEL SAVINGS (NEG) $ Subtotal $ 702,861 $ 124,650 16,909 (46,000) (12,364) 786,056 $ 712,977 $ 127,367 4,076 (46,000) (12,364) 786,056 $ 664,636 $ 116,623 4,076 10,026 (30,000) 765,361 $ 713,419 $ 133,633 18,446 (10,000) (9,806) 845,692 $ SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 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 872 S S INTER-FUND CREDIT (NEG) 890 NON CAPITAL EQUIPMENT Subtotal $ 4,577 $ 25,100 1,800 300 125 525 1,760 500 450 7,800 300 5,061 (450) 47,848 $ 6,077 $ 25,100 1,800 300 125 525 1,760 2,000 450 7,800 800 4,561 (450) 50,848 $ 6,077 $ 25,100 1,752 3,227 52 239 383 2,968 558 7,800 779 6,248 (450) 54,733 $ 6,077 $ 25,100 1,800 300 125 525 1,760 2,000 450 7,800 800 4,061 (450) 50,348 $ 500 500 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 11% 0% Subtotal $ 24,600 24,600 $ 21,600 21,600 $ 17,297 17,297 $ - $ 21,600 21,600 100% 100% Total Expenditures $ 858,504 $ 858,504 $ 837,391 $ 896,040 $ (37,536) -4% Operating Balance (Rev. - Exp.) $ (858,504) $ (858,504) $ (837,391) $ (896,040) $ (37,536) -4% CAPITAL OUTLAY 920 EQUIPMENT POSITION DISTRIBUTION Dept 23 INTERNAL AUDIT Total WORKING TITLE FTE ASSOCIATE AUDITOR 4.0 AUDIT MANAGER 4.0 COUNTY AUDITOR 1.0 OFFICE MANAGER 1.0 SENIOR AUDITOR 3.0 STAFF AUDITOR 2.0 15.0 - 432 - (442) (6,266) (14,370) (36,000) (2,558) (59,636) 0% -5% -353% -78% -21% -8% 1% Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 INTERNAL AUDIT Agency 230 Org 2310 Personal Services Title INTERNAL AUDIT $ Totals: $ Supplies & Services 845,692 845,692 $ $ 50,348 50,348 Capital Outlay Total Expenditures $ $ $ $ - 896,040 896,040 Revenue $ $ - Variance % EXPENDITURES AND REVENUES BY AGENCY/OBJECT INTERNAL AUDIT Agency 230 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED RESOURCES REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES 795 P S INTER-FUND CREDIT (NEG) 797 PERSONNEL SAVINGS (NEG) Subtotal $ $ 702,861 $ 124,650 16,909 (46,000) (12,364) 786,056 $ 712,977 $ 127,367 4,076 (46,000) (12,364) 786,056 $ 664,636 $ 116,623 4,076 10,026 (30,000) 765,361 $ 713,419 $ 133,633 18,446 (10,000) (9,806) 845,692 $ SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 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 872 S S INTER-FUND CREDIT (NEG) 890 NON CAPITAL EQUIPMENT Subtotal $ 4,577 $ 25,100 1,800 300 125 525 1,760 500 450 7,800 300 5,061 (450) 47,848 $ 6,077 $ 25,100 1,800 300 125 525 1,760 2,000 450 7,800 800 4,561 (450) 50,848 $ 6,077 $ 25,100 1,752 3,227 52 239 383 2,968 558 7,800 779 6,248 (450) 54,733 $ 6,077 $ 25,100 1,800 300 125 525 1,760 2,000 450 7,800 800 4,061 (450) 50,348 $ 500 500 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 11% 0% - $ 21,600 21,600 100% 100% CAPITAL OUTLAY 920 EQUIPMENT Subtotal $ 24,600 24,600 $ 21,600 21,600 $ 17,297 17,297 $ Total Expenditures $ 858,504 $ 858,504 $ 837,391 $ Operating Balance (Rev. - Exp.) $ (858,504) $ (858,504) $ - 433 - (837,391) $ 896,040 $ (896,040) $ (442) (6,266) (14,370) (36,000) (2,558) (59,636) 0% -5% -353% -78% -21% -8% 1% (37,536) -4% 37,536 4% Maricopa County FY 2000-01 Annual Business Strategies 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 To protect the fundamental rights of all individuals, by providing effective legal representation for indigent individuals when appointed by the Court. Program Goals Public Defender e To protect the rights of our clients and guarantee that they receive equal protection under the law, regardless of race, creed, national origin or socio-economic status. e To obtain and promote dispositions that are effective in reducing recidivism, improving clients’ well-being and enhancing quality of life for all. e Constitutional responsibilities and mandates are fulfilled. e To enhance the professionalism and productivity of all staff. e To produce the most respected and well-trained attorneys in the criminal defense community. e To work in partnership with other agencies to improve access to justice and develop rational justice system policies. e To achieve recognition as an effective and dynamic leader among organizations responsible for legal representation of indigent people. e To perform our obligations in a fiscally responsible manner. Legal Defender e Continue to work with the Office of the Public Defender and Court-Appointed Court Counsel to maximize the efficiency and effectiveness of services offered by the Indigent Representation Agency. e Continue to explore means of transmitting case-related documents electronically between various court agencies. e Review organization chart periodically in relation to supervisors’ responsibilities as the number of staff and possible locations grow over the next several years. e Explore expansion of EDC and other felony case-processing centers to incorporate any additional cases that can be expeditiously resolved in those settings. - 434 - Maricopa County FY 2000-01 Annual Business Strategies Court Appointed Counsel e To achieve a competent, cost-effective system of legal representation that recognizes and accommodates the changing needs of a growing community. 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. Performance Measures Activity Performance Measures: PD-Mental Heath Cases PD-Juvenile Dependency Cases PD-Juvenile Dependency Cases Certified to Carry Over PD-Juvenile Judicial Officers Served FY 97-98 FY 98-99 FY 99-00 FY 00-01 (Proj.) 1531 245 1765 378 1567 330 1659 N/A 273 468 17 N/A 17 725 97 17 622 17 700 90 15 693 17 45 3792 482 3601 See Note See Note See Note See Note LD-Dependency Assignments LD-Severance Assignments LD-Appeals LD-Recertifications LD Juvenile Judicial Officers Served OCAC-Mental Health Cases OCAC-Dependency and Severance OCAC-Probate OCAC-Dependency Cases Certified 37 4491 485 N/A 34 3769 469 4195 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE GENERAL FUND TOTAL FUNDS $ $ Personal Services 1,791,976 1,791,976 $ $ JUDICIAL MANDATES Department 45 Supplies & Services 4,171,509 $ 4,171,509 $ - 435 - Capital Outlay 6,597 6,597 Total Expenses $ 5,970,082 $ 5,970,082 Total Revenue $ $ - Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT JUDICIAL MANDATES Department 45 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 797 PERSONNEL SAVINGS (NEG) $ 1,456,786 $ 250,317 85,704 (58,271) 1,734,536 $ 1,508,762 $ 258,864 25,181 (58,271) 1,734,536 $ 1,348,696 $ 227,494 19,338 (58,271) 1,537,257 $ 1,523,351 $ 260,842 74,410 (66,627) 1,791,976 $ (14,589) (1,978) (49,229) 8,356 (57,440) -1% -1% -196% 14% -3% 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 $ 6,346 $ 3,685,846 351,360 198,378 91,275 215 50 21,558 199 11,765 4,366,992 $ 7,596 $ 3,403,651 351,360 199,703 166,323 215 50 7,000 2,000 21,558 288 11,765 4,171,509 $ 2,904 (2,040,540) (226,360) 2,047,202 (81,676) 85 (50) (5,000) (2,000) 3,500 (12,227) 112 3,205 (310,845) 28% -150% -181% 91% -96% 28% $ 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 $ Subtotal $ 20,000 16,000 36,000 $ 20,000 16,000 36,000 $ 2,500 2,500 $ 6,597 6,597 $ Total Expenditures $ 5,631,200 $ 5,631,200 $ 5,906,749 $ 5,970,082 $ (338,882) -6% Operating Balance (Rev. - Exp.) $ (5,631,200) $ (5,631,200) $ (5,906,749) $ (5,970,082) $ (338,882) -6% Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 807 HEALTH CARE SERVICES 810 LEGAL 820 RENT 825 REPAIRS AND MAINTENANCE 827 MATERIAL MGNT DISCRETIONARY 830 TELECOM DISCRETIONARY 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 844 JUDICIAL TRAVEL 860 MISCELLANEOUS EXPENSE Subtotal $ $ CAPITAL OUTLAY 920 EQUIPMENT 930 TRANSPORTATION $ POSITION DISTRIBUTION Dept 45 JUDICIAL MANDATES Total WORKING TITLE FTE ADMINISTRATIVE 4.0 CLIENT SERVICES COORD I 6.0 DEFENDER ATTY (SC II) 0.5 DEFENDER ATTY I 1.0 DEFENDER ATTY II 1.0 DEFENDER ATTY III 2.0 DEFENDER ATTY IV 2.0 DEFENDER ATTY V 3.0 LEGAL SEC I 1.0 MENTAL HEALTH DIVISION CHIEF 1.0 PD SEC 1.0 PROFESSIONAL 11.0 SUPERVISORY 1.0 34.5 - 436 - 13,403 16,000 29,403 -250% 100% -131% 28% 21% -8% 67% 100% 82% Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 JUDICIAL MANDATES Agency 450 Personal Services Org Title 4515 4516 4517 4544 4545 4546 4547 4548 4549 4550 JUDICIAL JUDICIAL JUDICIAL JUDICIAL JUDICIAL JUDICIAL JUDICIAL JUDICIAL JUDICIAL JUDICIAL MANDATES MANDATES MANDATES MANDATES MANDATES MANDATES MANDATES MANDATES MANDATES MANDATES $ Totals: $ Supplies & Services 489,364 570,766 731,846 1,791,976 $ $ 94 59,434 161,979 26,309 1,867 2,520 3,430,645 137,301 351,360 4,171,509 Capital Outlay Total Expenditures $ $ $ 6,597 6,597 $ 489,458 630,200 900,422 26,309 1,867 2,520 3,430,645 137,301 351,360 5,970,082 Revenue $ $ - Variance % EXPENDITURES AND REVENUES BY AGENCY/OBJECT JUDICIAL MANDATES Agency 450 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED RESOURCES REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 797 PERSONNEL SAVINGS (NEG) $ 1,456,786 250,317 85,704 (58,271) 1,734,536 $ 1,508,762 $ 258,864 25,181 (58,271) 1,734,536 $ 1,348,696 $ 227,494 19,338 (58,271) 1,537,257 $ 1,523,351 $ 260,842 74,410 (66,627) 1,791,976 $ $ $ 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 $ 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 $ 6,346 3,685,846 351,360 198,378 91,275 215 50 21,558 199 11,765 4,366,992 $ 7,596 3,403,651 351,360 199,703 166,323 215 50 7,000 2,000 21,558 288 11,765 4,171,509 $ 20,000 16,000 36,000 $ 20,000 16,000 36,000 $ 2,500 2,500 $ 6,597 6,597 $ 13,403 16,000 29,403 Subtotal Total Expenditures $ 5,631,200 $ 5,631,200 $ 5,906,749 $ 5,970,082 $ (338,882) -6% Operating Balance (Rev. - Exp.) $ (5,631,200) $ 338,882 6% Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 807 HEALTH CARE SERVICES 810 LEGAL 820 RENT 825 REPAIRS AND MAINTENANCE 827 MATERIAL MGNT DISCRETIONARY 830 TELECOM DISCRETIONARY 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 844 JUDICIAL TRAVEL 860 MISCELLANEOUS EXPENSE Subtotal $ $ CAPITAL OUTLAY 920 EQUIPMENT 930 TRANSPORTATION $ $ (5,631,200) $ - 437 - $ (5,906,749) $ (14,589) (1,978) (49,229) 8,356 (57,440) -1% -1% -196% 14% -3% 2,904 (2,040,540) (226,360) 2,047,202 (81,676) 85 (50) (5,000) (2,000) 3,500 (12,227) 112 3,205 $ (310,845) 28% -150% -181% 91% -96% 28% $ (5,970,082) $ -250% 100% -131% 28% 21% -8% 67% 100% 82% Maricopa County FY 2000-01 Annual Business Strategies 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 The Office of Management and Budget coordinates financial and business planning through recommendations to the Board of Supervisors and County management regarding the allocation and use of County resources in order to provide efficient and effective services to Maricopa County citizens. 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 Program Performance Measures Number of Board agenda items reviewed Number of budget issues analyzed Number of capital project requests reviewed Research Reports/Comp. Prog. Budget Reviews Completed Number of budget amendments Number of department budgets reviewed per analyst Number of budget issues/capital projects reviewed per analyst Dollar value of budgets reviewed per analyst Percentage of variance year end actual to projected revenues FY 98 Actual FY 00 Estimated FY 99 Actual FY 01 Projected 1,350 2,301 2,200 2,300 184 244 250 250 133 274 275 300 10 9 15 18 149 7.4 157 6.9 175 7 200 7 39.6 57.6 58.3 60.0 $228,989,613 $204,738,723 $211,111,111 $225,000,000 2.7% 6.1% 5.0% 5.0% - 438 - Maricopa County FY 2000-01 Annual Business Strategies DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE GENERAL FUND TOTAL FUNDS $ $ Personal Services 1,369,703 1,369,703 $ $ MANAGEMENT & BUDGET Department 49 Supplies & Services Capital Outlay 181,910 $ 181,910 $ - Total Expenses $ 1,551,613 $ 1,551,613 Total Revenue $ $ - EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT MANAGEMENT & BUDGET Department 49 FY 99-00 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES 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) 796 P S INTER-FUND CHARGES 797 PERSONNEL SAVINGS (NEG) $ Subtotal $ 1,141,676 $ 17,866 197,392 54,596 (165,891) (23,851) 1,221,788 $ SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 815 INSURANCE 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 $ 81,736 $ 91,304 12,000 1,000 1,000 3,000 3,000 12,000 3,000 208,040 $ 35,736 91,304 6,000 1,000 1,000 3,000 3,000 1,000 142,040 Subtotal $ 44,000 44,000 $ - $ 41,223 41,223 $ - $ Total Expenditures $ 1,473,828 $ 1,473,828 $ 1,421,515 $ 1,551,613 $ (77,785) -5% Operating Balance (Rev. - Exp.) $ (1,473,828) $ (1,473,828) $ (1,421,515) $ (1,551,613) $ (77,785) -5% CAPITAL OUTLAY 920 EQUIPMENT 1,069,043 $ 14,868 175,071 47,497 (156,373) 200,000 (18,318) 1,331,788 $ - 439 - 1,005,614 $ 19,333 1,888 145,519 1,869 7,823 (143,003) 111,302 1,150,345 $ 1,094,455 $ 13,000 178,711 86,499 (179,790) 200,000 (23,172) 1,369,703 $ (25,412) 1,868 (3,640) (39,002) 23,417 4,854 (37,915) $ 145,028 $ 87,726 135 3,812 501 12,512 29 2,646 3,818 2,568 29 (28,857) 229,947 $ 40,000 $ 104,410 5,000 1,000 19,000 3,000 8,500 1,000 181,910 $ (4,264) (13,106) 1,000 (18,000) (5,500) (39,870) $ -2% 13% -2% -82% 15% 0% 26% -3% -12% -14% 17% 0% -1800% 0% -183% 0% -28% - Maricopa County FY 2000-01 Annual Business Strategies POSITION DISTRIBUTION Dept WORKING TITLE 49 MANAGEMENT & BUDGET ADMINISTRATIVE COORD III BUDGET ANALYST BUDGET COORDINATOR BUDGET MANAGER DEPUTY COUNTY ADMINISTRATOR EXECUTIVE INFORMATION MANAGER FISCAL MANAGEMENT ANALYST HEALTH CARE CONTRACT ADMINISTRATOR MANAGEMENT ANALYST/INTERN PERFORMANCE MEASURE PR0JECT LEADER PRINCIPAL BUDGET ANALYST SENIOR BUDGET ANALYST SENIOR FISCAL CONSULTANT Total FTE 1.0 5.0 2.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 18.0 TOTAL BUDGET BY PROGRAM FY 2000-01 MANAGEMENT & BUDGET Agency 490 Org Title 4910 4920 4930 4940 CRO ADMINISTRATION EXECUTIVE INFORMATION GROUP BUDGET DEVELOPMENT RESOURCE TECHNOLOGY Personal Services $ 188,922.00 215,279 765,502 200,000 Totals: $ 1,369,703 - 440 - Supplies & Services $ $ 27,400.00 18,600 110,910 25,000 181,910 Total Capital Outlay Expenditures $ $ - $ 216,322.00 233,879 876,412 225,000 $ 1,551,613 Revenue $ $ - Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY AGENCY/OBJECT MANAGEMENT & BUDGET Agency 490 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES 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) 796 P S INTER-FUND CHARGES 797 PERSONNEL SAVINGS (NEG) $ Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 815 INSURANCE 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 $ $ 1,141,676 $ 17,866 197,392 54,596 (165,891) (23,851) 1,221,788 $ $ 1,005,614 $ 19,333 1,888 145,519 1,869 7,823 (143,003) 111,302 1,150,345 $ 1,094,455 $ 13,000 178,711 86,499 (179,790) 200,000 (23,172) 1,369,703 $ 145,028 $ 87,726 135 3,812 501 12,512 29 2,646 3,818 2,568 29 (28,857) 229,947 $ 40,000 $ 104,410 5,000 1,000 19,000 3,000 8,500 1,000 181,910 $ (25,412) 1,868 (3,640) (39,002) 23,417 4,854 (37,915) -2% 13% -2% -82% 15% 0% 26% -3% $ 81,736 91,304 12,000 1,000 1,000 3,000 3,000 12,000 3,000 208,040 $ 35,736 91,304 6,000 1,000 1,000 3,000 3,000 1,000 142,040 Subtotal $ 44,000 44,000 $ - $ 41,223 41,223 $ Total Expenditures $ 1,473,828 $ 1,473,828 $ 1,421,515 $ 1,551,613 $ (77,785) -5% Operating Balance (Rev. - Exp.) $ (1,473,828) $ (1,421,515) $ (1,551,613) $ 77,785 5% CAPITAL OUTLAY 920 EQUIPMENT $ 1,069,043 $ 14,868 175,071 47,497 (156,373) 200,000 (18,318) 1,331,788 $ $ (1,473,828) $ - 441 - - $ (4,264) -12% (13,106) -14% 1,000 17% 0% (18,000) -1800% 0% (5,500) -183% 0% (39,870) -28% - Maricopa County FY 2000-01 Annual Business Strategies Maricopa Health Plans (60) County Administrative Officer Maricopa Integrated Health System Chief Executive Officer Mark Hillard Maricopa Health Plans Maricopa Health VP Plans Linda Mushkatel, Linda Mushkatel, VP Maricopa Long Term Care Plan Director Operations/Regulatory Compliance Director Medical Management Medical Director Contracts Administration Provider/Member 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 e Grow and retain membership. e Retain ALTCS contract. e Retain significant ALTCS market share. Community Impact Minimize taxpayer cost by providing low cost healthcare to low income and fixed income populations. - 442 - Maricopa County FY 2000-01 Annual Business Strategies Performance Measures Program: MARICOPA COUNTY HEALTH PLAN Performance Measures FY 98 Actual FY 99 Actual Projected FY00 Member Months Medical Expense Ratio Administrative Ratio Inpatient Days per 1,000 289,292 91.97% 6.40% 942.44 310,901 91.81% 5.34% 1,030.94 320,268 96.39% 5.07% 1,082.93 Performance Measures FY 98 Actual FY 99 Actual Projected FY00 Member Months Medical Expense Ratio Administrative Ratio Inpatient Days per 1,000 103,743 88.85% 5.44% n/a 112,235 89.40% 5.62% 1,705.35 117,111 87.60% 5.81% 1,968.23 FY 98 Actual FY 99 Actual Projected FY00 Projected FY01 352,670 94.99% 5.12% 1,042.08 Program: MARICOPA LONG-TERM CARE PLAN Projected FY01 100,485 91.12% 7.07% 1,919.51 Program: HEALTH SELECT Performance Measures Member Months Medical Expense Ratio Administrative Ratio Inpatient Days per 1,000 11,688 86.80% 17.76% 134.5 34,228 84.15% 12.90% 242.33 39,438 83.68% 11.98% 353.17 Projected FY01 36,076 81.56% 13.23% 378.02 Program: Senior Select Performance Measures FY 98 Actual FY 99 Actual Projected FY00 Member Months Medical Expense Ratio Administrative Ratio Inpatient Days per 1,000 16,609 109.22% 4.52% 2,688.42 30,373 91.65% 4.26% 2,308.16 34,933 102.30% 3.94% 3,253.14 Projected FY01 39,916 94.64% 4.74% 3,164.50 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE SPECIAL REVENUE ENTERPRISE TOTAL FUNDS $ Personal Services 1,493,027 12,912,603 14,405,630 $ MARICOPA HEALTH PLANS Department 60 Supplies & Services Capital Outlay 136,079 336,596,705 336,732,784 $ - - 443 - Total Expenses 1,629,106 349,509,308 $ 351,138,414 Total Revenue 1,643,606 347,161,077 $ 348,804,683 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT MARICOPA HEALTH PLANS Department 60 FY 99-00 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED PROJECTED FY 00-01 FINAL/ADOPTED $ - $ - $ REVENUE 615 GRANTS 640 PATIENT CHARGES 650 MISCELLANEOUS REVENUE 680 TRANSFERS IN FROM OTHER FUNDS Subtotal $ 1,107,923 358,422,905 7,090,489 616,200 367,237,517 $ 1,107,923 358,422,905 7,090,489 616,200 367,237,517 Total Resources $ 367,237,517 $ 367,237,517 RESOURCES Beginning Fund Balance $ - 38,212,650 $ Variance % 38,212,650 $ 850,623 369,058,744 6,944,926 624,087 377,478,380 $ 987,106 (120,817) 338,959,145 (19,463,760) 8,201,932 1,111,443 656,500 40,300 348,804,683 $ (18,432,834) $ 377,478,380 $ 387,017,333 $ Subtotal $ 12,011,096 $ 324,466 1,521,925 (123,359) 13,734,128 $ 12,011,096 $ 324,466 1,521,925 (123,359) 13,734,128 $ 15,699,621 $ 100,435 2,086,160 (4,599,866) 13,286,350 $ 18,275,256 $ 268,799 1,997,812 (6,136,237) 14,405,630 $ SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 815 INSURANCE 820 RENT 825 REPAIRS AND MAINTENANCE 832 COUNTY COUNSEL 833 EMPLOYEE BENEFITS ADMINISTRATION 834 BASE LEVEL EQ SERVICES CHARGES 836 RISK MANAGEMENT 838 TELECOM WIRELESS SYSTEMS 839 OTHER INTERNAL SVCS CHARGES 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 845 SUPPORT AND CARE OF PERSONS 850 UTILITIES 860 MISCELLANEOUS EXPENSE 872 S S INTER-FUND CREDIT (NEG) 873 S S INTER-FUND CHARGES 874 OTHER NEGATIVE ADJUSTMENTS 875 BONDS AND RELATED EXPENSE 880 TRANSFERS OUT TO OTHER FUNDS Subtotal $ 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 $ 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 $ 217,571 $ 25 9,622,141 205,774 829,938 48,347 370,695 40,608 8,207 8,515 68,589 236,487 16,923 3,922 333,561,302 715,230 712,843 (4,909,488) 397,767 273,456 67,716 342,496,568 $ 393,336 $ (135,035) -52% 9,120,763 (2,190,448) -32% 246,735 (38,348) -18% 876,586 179,194 17% 27,250 150,361 85% 392,159 (47,404) -14% 40,610 100% 3,661 100% 18,876 (10,674) -130% 72,025 (5,214) -8% 351,078 (292,111) -495% 35,545 47,035 57% 1,200 (1,200) 312,516,878 12,412,224 4% 641,349 210,251 25% 1,373,309 (342,489) -33% (4,936,715) 4,936,715 417,692 (29,554) -8% (3,994,415) -100% 99,998 202,596 67% 15,084,720 (15,016,999) -22175% 336,732,784 $ (3,921,244) -1% Total Expenditures $ 346,545,668 $ 346,545,668 $ 355,782,918 $ 351,138,414 $ Operating Balance (Rev. - Exp.) $ 20,691,849 $ 20,691,849 $ 21,695,462 $ Ending Fund Balance (Resources. - Exp.) $ - $ - $ EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 795 P S INTER-FUND CREDIT (NEG) $ 19,779,816 (6,264,160) 55,667 (475,887) 6,012,878 (671,502) -11% -5% 16% 7% -5% 5% -52% 17% -31% 4874% -5% CAPITAL OUTLAY - 444 - - $ (4,592,746) -1% (2,333,731) $ (23,025,580) -111% 35,878,919 $ 35,878,919 Maricopa County FY 2000-01 Annual Business Strategies POSITION DISTRIBUTION Dept 60 MARICOPA HEALTH PLANS POSITION TITLE ACCOUNT CLERK ACCOUNTANT ADMIN ASSISTANT ADMIN COORDINATOR ADMIN COORDINATOR SUPERVISOR ADMINISTRATOR ALTCS CASE MANAGER ALTCS CASE MGMT MANAGER ALTCS RN CASE MANAGER AUDITOR AUTHORIZATION COORD BEHAVIORAL HEALTH COORD BUSINESS ANALYST CASE MGMT COORD CLAIMS ANALYST CLAIMS PROCESSOR CLAIMS SUPERVISOR COB SPECIALIST COMMUNITY HEALTH ADVISOR CONTRACT/PROVIDER SERVICES DIR CONTROLLER COUNSELOR DATABASE SPECIALIST ENROLLMENT REP EPSDT COORD EXECUTIVE SECRETARY EXECUTIVE SECRETARY TO VP FINANCIAL SERVICES ADMINISTRATOR GEN MAINT WORKER GRIEVANCE COORDINATOR HEALTH PLANS ANALYST - FINANCIAL ANLYST HOSPITAL EDUCATION COORDINATOR IS PROJECT MANAGER MANAGED CARE MEDICAL DIRECTOR MANAGEMENT ANALYST MATERNAL/CHILD EPSDT MGR MED SVCS MANAGER MEDICAL MANAGEMENT DIRECTOR MEDICAL REVIEW ANALYST MEDICAL REVIEW COORD MEDICAL REVIEW COORDINATOR MEMBER SERVICES MANAGER MEMBER SERVICES REP MEMBERSHIP COORDINATOR MSSP MARKETING REP NURSE MANAGER NURSE MANAGER (II) OPERATIONS SUPERVISOR OUTREACH WORKER PATIENT ADVOCATE PHARMACY COORDINATOR PHARMACY TECH PRIOR AUTHORIZATION NURSE PROVIDER SERVICES REP PROVIDER SERVICES REP MGR QUALITY ASSURANCE SPECIALIST QUALITY MGMT COORD RESEARCH ANALYST SAIL CASE MANAGER SAIL CASE MGMT MANAGER SR SELECT ENROLLMENT REP SWITCHBOARD OPERATOR UTILIZATION MGMT COORD Total - 445 - FTE 2.0 2.0 30.0 7.0 2.0 4.0 91.0 10.0 28.0 1.0 13.0 1.0 1.0 6.0 4.0 16.4 1.0 1.0 3.0 1.0 1.0 4.5 3.0 3.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 2.0 1.0 4.0 5.0 2.0 1.0 2.0 1.0 3.0 9.0 1.0 1.0 2.9 7.0 1.0 2.0 5.0 2.0 33.9 2.0 1.0 4.0 1.0 345.7 Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 ALTCS Agency 600 Org 0600 Personal Services Title ALTCS $ Totals: $ Supplies & Services 9,902,499 9,902,499 Capital Outlay $ 227,111,002 $ 227,111,002 $ $ - Total Expenditures Revenue $ 237,013,501 $ 237,013,501 $ 262,002,411 $ 262,002,411 EXPENDITURES AND REVENUES BY AGENCY/OBJECT ALTCS Agency 600 FY 99-00 FINAL/ADOPTED RESOURCES Beginning Fund Balance FY 99-00 RESTATED $ - Subtotal $ 265,448,726 5,952,752 271,401,478 Total Resources $ 271,401,478 $ $ $ 226,116,476 7,016,935 233,133,411 (39,332,250) 1,064,183 $ (38,268,067) $ 271,401,478 $ 270,748,477 $ 262,002,411 $ (9,399,067) -3% 8,479,132 167,880 1,270,460 9,917,472 $ 8,479,132 167,880 1,270,460 9,917,472 $ 8,131,786 100,435 1,104,929 9,337,150 $ 8,664,658 133,833 1,104,008 9,902,499 $ (185,526) 34,047 166,452 14,973 -2% 20% 13% 0% $ 3,564,843 311,173 239,966,671 537,927 125,000 351,747 143,556 $ 245,000,917 $ $ 115,555 25 4,411,362 263,117 4,950 35,943 187,832 1,393 232,002,799 426,851 73,166 9,622 361,106 143,556 238,037,277 $ $ 3,564,843 311,173 239,966,671 537,927 125,000 351,747 143,556 245,000,917 Total Expenditures $ 254,918,389 $ 254,918,389 $ Operating Balance (Rev. - Exp.) $ 16,483,089 $ 16,483,089 Ending Fund Balance (Resources - Exp.) $ - $ - SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 820 RENT 825 REPAIRS AND MAINTENANCE 832 COUNTY COUNSEL 841 EMPLOYEE TRAVEL 843 TRANSPORTATION/SHIPPING 845 SUPPORT AND CARE OF PERSONS 850 UTILITIES 860 MISCELLANEOUS EXPENSE 872 S S INTER-FUND CREDIT (NEG) 873 S S INTER-FUND CHARGES 875 BONDS AND RELATED EXPENSE 880 TRANSFERS OUT TO OTHER FUNDS Subtotal $ $ - 265,448,726 5,952,752 $ 271,401,478 % 264,843,987 5,904,490 270,748,477 Subtotal $ Variance 28,869,000 EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 710 SPECIAL PAY 750 FRINGE BENEFITS $ - FY 00-01 FINAL/ADOPTED $ REVENUE 640 PATIENT CHARGES 650 MISCELLANEOUS REVENUE $ FY 99-00 PROJECTED $ $ $ 28,869,000 $ (0) 18% -14% $ 166,736 4,007,059 253,799 12,000 22,249 271,998 206,042,671 448,925 445,150 379,195 77,432 14,983,788 227,111,002 $ (166,736) (442,216) 57,374 (12,000) (22,249) (271,998) 33,924,000 89,002 (320,150) (27,448) 66,124 (14,983,788) $ 17,889,915 247,374,427 $ 237,013,501 $ 17,904,888 7% $ 23,374,050 $ (3,880,090) $ 20,363,179 124% $ - $ 24,988,910 -12% 18% 14% 17% -256% -8% 46% 7% CAPITAL OUTLAY - 446 - $ (24,988,910) Maricopa County FY 2000-01 Annual Business Strategies Maricopa Health Systems (90) County Administrative Officer Maricopa Integrated Health System Chief Executive Officer Mark Hillard Vice President Operations ViceKaren President Operations Crawley Karen Crawley Facilities/Support Services Ambulatory Services Pharmacy Services Nursing Services Psychiatric Services Laboratory Services Professional Services Home 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. - 447 - Maricopa County FY 2000-01 Annual Business Strategies Performance Measures Performance Measures Patient Adjusted Patient Average Daily Adjusted Avg Daily FTE's Outpatient Surgeries Deliveries FY 98 Actual FY 99 Actual FY 00 Estimated FY 01 Projected 95695 98621 100669 101690 137048 151912 161496 165247 262.2 294.4 272.1 277.8 436.5 451.5 2603.32 2655.48 2746 2974 305521 332833 350739 379408 5289 5500 5627 5566 3028 3654 4882 4992 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE ENTERPRISE TOTAL FUNDS $ Personal Services 105,705,582 105,705,582 $ MARICOPA HEALTH SYSTEM Department 90 Supplies & Services Capital Outlay 240,124,221 240,124,221 $ - - 448 - Total Expenses 345,829,803 $ 345,829,803 Total Revenue 345,829,803 $ 345,829,803 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT MARICOPA HEALTH SYSTEM Department 90 FY 99-00 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 615 GRANTS 635 FEES & CHARGES 640 PATIENT CHARGES 645 REV ALLOWANCES - PATIENT CARE 650 MISCELLANEOUS REVENUE 680 TRANSFERS IN FROM OTHER FUNDS Subtotal $ 3,517,528 3,517,528 2,426,825 348,000 348,000 380,196 336,407,608 336,407,608 356,785,734 (150,921,239) (150,921,239) (140,946,687) 69,252,791 69,252,791 67,830,198 10,207,901 10,207,901 10,207,894 268,812,589 $ 268,812,589 $ 296,684,160 $ 4,460,000 942,472 400,000 52,000 392,494,175 56,086,567 (162,533,961) (11,612,722) 85,817,900 16,565,109 25,191,689 14,983,788 345,829,803 $ 77,017,214 Total Resources $ 268,812,589 $ 268,812,589 $ 296,684,160 $ $ 79,571,954 $ 1,698,001 13,555,909 94,825,864 $ 79,571,954 1,698,001 13,555,909 94,825,864 $ $ 77,371,025 $ 12,505,052 89,876,077 $ 90,909,500 $ (11,337,546) 1,698,001 14,796,082 (1,240,173) 105,705,582 $ (10,879,718) -14% 100% -9% -11% 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 $ 3,503,395 $ 27,143,285 17,431,341 38,218,728 140,504 2,176,723 3,820,705 15,563 2,917 2,424 30,769 495 330,000 218,280 80,484 6,077,220 12,769 43,139 901 162,849 198,999 216,524 3,702,609 42,919,781 11,687 9,976,317 56,422,616 212,861,024 $ 4,722,555 $ (163,911) 30,103,584 (3,042,184) 14,510,685 1,924,863 36,722,097 (9,148,119) 139,110 82,706 2,289,268 (677,929) 3,769,320 229,451 20,648 (20,648) 969 (969) 1,750 (1,250) 27,005 19,095 22,636 369,910 (35,155) 218,281 87,485 42,715 6,667,911 (105,164) 12,178 (12,178) 43,060 (43,060) 206,149 (1,072) 405,327 (10,251) 195,976 (13,051) 3,875,561 94,745 45,493,204 (21,580,207) (4,460,000) 942,472 38,322,377 (26,251,099) 56,598,092 (155,476) 240,124,221 $ (57,684,759) -4% -11% 12% -33% 37% -42% 6% $ 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 $ Total Expenditures $ 277,265,326 $ 277,265,326 $ 302,737,101 $ 345,829,803 $ (68,564,477) Operating Balance (Rev. - Exp.) $ (8,452,737) $ (8,452,737) $ (6,052,941) $ EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 710 SPECIAL PAY 750 FRINGE BENEFITS Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 807 HEALTH CARE SERVICES 815 INSURANCE 820 RENT 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 828 MOTOR POOL 829 FUEL 830 TELECOM DISCRETIONARY 832 COUNTY COUNSEL 833 EMPLOYEE BENEFITS ADMINISTRATION 834 BASE LEVEL EQ SERVICES CHARGES 836 RISK MANAGEMENT 837 BASE LEVEL TELECOM 838 TELECOM WIRELESS SYSTEMS 839 OTHER INTERNAL SVCS CHARGES 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 850 UTILITIES 860 MISCELLANEOUS EXPENSE 861 GAIN/LOSS SALE FIXED ASSETS 872 S S INTER-FUND CREDIT (NEG) 875 BONDS AND RELATED EXPENSE 880 TRANSFERS OUT TO OTHER FUNDS Subtotal $ $ 345,829,803 $ 77,017,214 27% 15% 17% -8% 24% 147% 29% 29% -250% 41% 100% -11% 100% 33% -2% -1% -3% -7% 2% -90% 27% -217% 0% -32% CAPITAL OUTLAY - 449 - (0) $ 8,452,737 -25% 100% Maricopa County FY 2000-01 Annual Business Strategies POSITION DISTRIBUTION Dept 90 MARICOPA HEALTH SYSTEMS WORKING TITLE A/P-PAYROLL SUPERVISOR ACCOUNT CLERK ACCOUNTANT ACCOUNTING-INTERN ACCOUNTS PAYABLE CLERK ADMIN ASSISTANT ADMIN COORDINATOR ADMIN COORDINATOR SUPERVISOR ADMINISTRATOR AMBULATORY BILLING DIR AMBULATORY CARE ADMIN AMBULATORY CARE DIRECTOR AMBULATORY SERVICES ADMIN ANCILLARY TESTING COORDINATOR ANESTHESIA TECH AR SPECIALIST ASSISTANT CONTROLLER ASST NURSE MGR AUDIOVISUAL SPECIALIST BILLER BILLING/PAYROLL COORDINATOR BIOMED ENGINEER COORD BIOMED SPECIALIST BIRTH & DEATH CERT CLERK BUDGET COORDINATOR BURN CARE COORDINATOR BURN REGISTRAR BUSINESS OFFICE DIRECTOR BUSINESS SYSTEMS COORDINATOR BUYER CA REGISTRAR CA SUPERVISOR CAFETERIA SERVICE WORKER CARDIO-PULMONARY MANAGER CARE TECHNICIAN CARPENTER CASE MGMT COORD CASH CLERK CASH POSTER CENTRAL STERILE SUPV CENTRAL SUPPLY TECHNICIAN CENTRAL SUPPLY/SPD ASST CENTRAL TRANSPORT SUPV CHAPLAINCY SERVICES ADMINISTRATOR CHARGE ENTRY CLERK CHART PROCESSING CHART PROCESSING CLERK CHIEF COMPLIANCE OFFICER CHILD LIFE ASSISTANT CHILD LIFE SPECIALIST CLERK CLIENT CARE SUPERVISOR CLINIC LIAISON LEAD CLINICAL EDUCATOR CLINICAL NURSE MANAGER - HHC CLINICAL PHARMACIST CODER LIAISON COLLECTOR COMMUNICATIONS MANAGER - 450 - FTE 1.0 1.1 4.0 1.0 4.0 56.6 14.0 11.0 8.0 1.0 1.0 2.0 1.0 1.0 3.0 2.0 1.0 1.0 1.0 5.0 1.0 6.0 1.0 2.0 1.0 1.0 1.0 1.0 1.0 6.0 2.0 1.0 8.5 0.9 1.0 2.0 5.0 1.0 1.0 1.0 8.1 1.1 1.0 1.0 8.0 1.0 3.0 1.0 1.0 1.0 47.8 15.0 1.0 7.0 1.0 2.0 3.0 3.0 1.0 Maricopa County FY 2000-01 Annual Business Strategies COMMUNICATIONS SUPERVISOR COMMUNICATIONS TECH SPECIALIST COMMUNITY HEALTH ADVISOR COMMUNITY MEMBER REPRESENTATIVE COMMUNITY OUTREACH REP COMMUNITY RELATIONS MGR COMPENSATION ANALYST COMPENSATION MANAGER COMPUTER OPERATOR CONTRACT SPECIALIST CONTROLLER COOK COUNSELOR COUNSELOR (MSW) CREDENTIALING SPECIALIST CT TECH CT TECH (POOL) CUSTODIAN CUSTODIAN-FLR/SPEC CYTOTECHNOLOGIST DATA CONTROL ASSISTANT DATA ENTRY/BILLING DENTAL ASSISTANT DENTAL ASSISTANT - CERTIFIED DENTAL ASST - CERTIFIED DENTAL HYGENIST DENTIST DENTISTRY DIRECTOR DEPARTMENT ADMIN ASST DEPT ADMIN ASSISTANT DEPT ADMIN ASST DEPT ADMIN MGR DEVELOPMENT SPECIALIST DIALYSIS TECH DIETARY AIDE DIETITIAN DIRECTOR OF LAB DIRECTOR OF MEDICAL STAFF SERVICES DIRECTOR OF PHARMACY DIRECTOR OF RADIOLOGY DRIVER-ATTENDANT DUP PIDS DUPLICATING SERVICES SPECIALIST ECHO TECH EDM EDM CLERK EDUCATION COORDINATOR EDUCATION MANAGER EKG TECHNICIAN EKG TECHNICIAN SUPV ELECTRICIAN EMPLOYEE RELATIONS COORDINATOR EMPLOYMENT COORDINATOR EMPLOYMENT MANAGER EMPLOYMENT PROCESSING SPECIALIST EMPLOYMENT REPRESENTATIVE ENVIRON SVCS DIRECTOR ENVIRON SVCS SUPERVISOR EXECUTIVE SECRETARY TO CEO EXECUTIVE SECRETARY TO VP EXERCISE PHYSIOLOGIST FACILITIES ADMINISTRATOR - 451 - 1.0 1.0 3.0 12.0 1.0 1.0 1.0 1.0 3.8 7.0 1.0 9.8 15.0 3.3 1.0 4.6 1.1 49.6 15.6 1.6 1.0 3.0 8.0 8.0 6.8 1.0 11.1 1.0 2.8 1.0 9.5 2.0 0.5 3.6 4.4 3.3 1.0 1.0 1.0 1.0 35.6 2.0 1.0 2.0 1.0 14.0 2.0 1.0 2.3 1.0 1.5 1.0 1.0 1.0 1.0 2.0 1.0 1.0 1.0 2.0 1.0 1.0 Maricopa County FY 2000-01 Annual Business Strategies FACILITIES ARCHITECT-ENGINEER FHC MANAGER FINANCIAL ANALYST FOOD SERVICE LEAD WORKER FOOD SERVICE SUPERVISOR FOOD SERVICE WORKER FOUNDATION FUND-RAISER GEN MAINT WORKER GRANTS COORDINATOR GRANTS MANAGER GROUNDSKEEPER HEALTH SER CLK/MED ASST HEALTH SERVICES CLERK/MEDICAL ASST HEART FAILURE PATIENT COORDINATOR HH BUSINESS MANAGER HISTOTECH HIV CARE COORDINATOR HOME CARE COORDINATOR HOME HEALTH AIDE HOME HEALTH RN HOSPITAL ASSOCIATE DIRECTOR-OPERATIONS HOSPITAL SERVICES SUPERVISOR HOUSEKEEP SUPV HOUSEKEEPER HR ASSISTANT HVAC TECH INDIAN HEALTH LIAISON/RN CASE MGR INFECTION CONTROL PROGRAM COORD INSTRUMENT TECH - OR INSURANCEVERIFIER INTERPRETER INTERPRETER/TRANSLATOR LEAD INVENTORY CONTROL SUPERVISOR LAB ASST LAB ASST/PHLEBOTOMIST LAB TECH LAB TECH - ASCP LABORER - PLANT OPER LACTATION CONSULTANT EDUCATOR LAUNDRY SUPERVISOR LAUNDRY WORKER LEAD RN LIBRARIAN LIBRARIAN COORDINATOR LIBRARY ASSISTANT LICENSED PRACTICAL NURSE LIS COORDINATOR LTC ATTENDANT-CLIENT LTC ATTENDANT-GENERAL MAINT & PLANT SUPV MANAGEMENT ANALYST MARKETING ASSISTANT MARKETING COMMUNICATIONS COORDINATOR MARKETING MANAGER MASTER ELECTRICIAN MATERIALS HANDLING SPECIALIST MED STAFF ASSIST MED TRANSCRIBER MEDICAL DIRECTOR MEDICAL DRIVER SUPERVISOR MEDICAL OFFICE RECEPT/SCHEDULER MEDICAL PHOTOGRAPHER MEDICAL RECORDERS CODER MEDICAL RECORDS ASST DIRECTOR MEDICAL RECORDS CLERK MEDICAL RECORDS CODER SUPERVISOR - 452 - 1.0 5.0 1.0 1.0 3.0 21.6 1.0 7.0 1.0 1.0 1.8 60.3 16.1 1.0 1.0 2.1 1.0 1.0 7.8 1.6 1.0 1.0 2.0 20.2 1.0 5.0 1.0 1.0 1.0 2.0 6.0 1.0 1.0 34.7 4.0 2.0 1.0 1.0 1.0 1.0 15.3 3.0 1.0 1.0 1.0 59.7 1.0 431.4 221.5 1.0 1.0 1.0 1.0 1.0 1.0 9.0 1.0 1.1 1.0 3.0 8.8 1.0 10.6 1.0 2.0 1.0 Maricopa County FY 2000-01 Annual Business Strategies MEDICAL RECORDS DIRECTOR MORTUARY ATTENDANT MR ASSOCIATE DIRECTOR MR CLERK MR CODER NEUROLOGY TECH(EEG) NEUROPHYSIOLOGY SUPERVISOR NUCLEAR MED TECH NUCLEAR MEDICINE TECHNOLOGIST SUPERVISOR NURSE ADMINISTRATOR NURSE ANESTHETIST NURSE ASSISTANT MANAGER NURSE AUDITOR NURSE EXTERN NURSE MANAGER NURSE MANAGER (II) NURSE PRACTITIONER NURSE PRACTITIONER-HHC NURSE PRACTITIONER-NEONATAL NURSE PROGRAM COORDINATOR NURSE RECRUITER NURSING SPECIALITY TECHNICIAN OB TECH OCCUPATIONAL THERAPIST OFFICE SUPERVISOR OPTHALMIC TECH - CERTIFIED OR TECH PAINTER PATIENT ADVOCATE PATIENT CARE ASSISTANT PAYROLL CLERK PEDIATRIC DENTAL SPECIALIST PERIPHERAL VASCULAR TECH PHARMACIST PHARMACIST SUPERVISOR PHARMACY SERVICES MANAGER PHARMACY TECH PHARMACY TECH SUPERVISOR PHYSICAL THERAPIST PHYSICAL THERAPIST AIDE PHYSICAL/OCCUPATIONAL THERAPIST TECH PHYSICIAN BILLING COORDINATOR PHYSICIAN BILLING MANAGER PLUMBER PR ASSISTANT PRE-ADMISSION NURSE SPECIALIST PRE-NATAL EDUCATOR PRIOR AUTHORIZATION NURSE PROGRAM COORDINATOR PROGRAMS AND REVENUE DEVELOP MGR PSY ANNEX CLERK PSY ANNEX LEAD CLERK PSYCHIATRIC TECH PUBLIC RELATIONS MANAGER PULMONARY FUNCTION TECHNICIAN QUALITY ASSURANCE ANALYST RAD TECH SUPERVISOR RADIOLOGIC PRACTICAL TECH RADIOLOGIC TECHNICIAN RADIOLOGIC TECHNOLOGIST - 453 - 1.0 1.0 1.0 2.0 1.0 1.8 1.0 2.1 1.0 5.0 6.8 36.4 1.0 0.9 19.0 6.0 4.5 1.0 5.0 1.0 1.0 22.8 2.5 3.0 1.8 1.0 3.0 3.0 1.0 32.2 1.0 1.0 2.6 32.1 4.8 1.0 38.5 1.0 4.5 2.9 2.0 1.0 1.0 4.0 1.0 1.0 0.9 0.5 4.0 1.0 1.0 1.0 43.5 1.0 1.0 7.5 4.0 0.5 5.5 26.9 Maricopa County FY 2000-01 Annual Business Strategies RADIOLOGIC TECHNOLOGIST (ARRT) RADIOLOGIC TECHNOLOGIST (POOL) RADIOLOGY CLERK RADIOLOGY INFO SYSTEMS COORD RADIOLOGY OPERATIONS MGR RC CLERK RC LEAD RECEPTIONIST/CLERK RECEPTIONIST/SECRETARY RECORDS COMPLETION LEAD RECORDS CONTROL CLERK RECORDS CONTROL SUPERVISOR RECREATION THERAPIST REGIONAL BUSINESS MGR REGISTERED DIETICIAN REGISTERED NURSE REGISTERED NURSE (FLOAT POOL) REGISTRATION CLERK REIMBURSEMENT ANALYST REIMBURSEMENT COORD RESEARCH ASSISTANT RESIDENT RESP THERAPIST RESP THERAPIST (POOL) RESPIRATORY TECH RESPIRATORY TECH (POOL) RESPIRATORY THERAPIST SUPERVISOR RESPIRATORY THERAPY EQUIPMENT TECHNICIAN RISK ANALYST ROI CLERK ROI RECEPTIONIST ROI SUPERVISOR SAFETY OFFICER SECURITY OFFICER SECURITY SUPERVISOR SENIOR TELECOM TECH SERVICE WORKER SEWING MACHINE OPERATOR SIGN MAKER SKIN BANK TECH SOCIAL WORKER SPEECH PATHOLOGIST STATIONERY ENGINEER SWITCHBOARD OPERATOR SYSTEM & DATA ANALYST TECHNOLOGIST TECHNOLOGIST SUPERVISOR TOBACCO CESSATION COORD TRADES WORKER TRANSCRIPTION CLERK TRANSCRIPTION MANAGER TRANSCRIPTIONIST TRANSPORTER TRAUMA MANAGER TRAUMA REGISTRAR TUPP COMMUNITY HEALTH ADVISOR TUPP PROJECT DIRECTOR ULTRASOUND TECH ULTRASOUND TECHNOLOGIST SUPERVISOR UNIT SECRETARY UROLOGY SPECIALITY TECH UTILIZATION MGMT COORD UTILIZATION MGMT DIRECTOR VICE PRESIDENT OF HR VOLUNTEER SUPERVISOR WAREHOUSE SUPERVISOR Total - 454 - 2.0 0.3 3.6 1.0 1.0 21.5 2.0 3.0 2.0 1.0 1.0 1.0 0.8 1.0 1.5 544.6 0.2 1.0 1.0 1.0 1.0 199.0 15.8 1.4 15.8 1.9 2.0 0.8 0.8 5.0 1.0 1.0 1.0 24.1 1.0 1.0 3.6 0.6 1.0 1.0 16.6 2.5 5.0 9.2 1.0 42.2 6.0 1.6 5.0 2.0 1.0 14.0 16.3 1.0 1.0 0.8 1.0 4.4 1.0 69.9 1.0 13.0 1.0 1.0 1.0 1.0 3,013.2 Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 MARICOPA HEALTH SYSTEM Agency 900 Personal Services Org Title 9001 9003 9004 9005 9006 9007 9010 9011 9012 9731 9732 ADMINISTRATION INPATIENT SERVICES INTENSIVE CARE SERVICES PSYCHIATRIC SERVICES EMERGENCY SERVICES OUTPATIENT SERVICES ANCILLARY SERVICES SUPPORT SERVICES WOMEN AND CHILDREN SERVICES AZ HEALTH CONCEPTS HEALTH CHOICE $ Totals: $ Supplies & Services 1,857,974 6,329,417 5,192,515 5,867,534 3,743,063 22,845,643 20,288,932 30,760,976 8,819,528 105,705,582 $ 1,875,717 2,766,000 1,380,303 1,589,272 3,585,349 7,885,270 33,853,083 180,641,495 2,087,732 $ 235,664,221 Capital Outlay $ - $ Total Expenditures $ Revenue 3,733,691 9,095,417 6,572,818 7,456,806 7,328,412 30,730,913 54,142,015 211,402,471 10,907,260 $ 341,369,803 $ $ 14,983,788 25,648,455 23,014,155 8,228,744 33,919,962 29,393,469 200,468,222 (28,242,642) 33,955,650 341,369,803 EXPENDITURES AND REVENUES BY AGENCY/OBJECT MARICOPA HEALTH SYSTEM Agency 900 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 635 FEES & CHARGES 640 PATIENT CHARGES 645 REV ALLOWANCES - PATIENT CARE 650 MISCELLANEOUS REVENUE 680 TRANSFERS IN FROM OTHER FUNDS Subtotal $ Total Resources $ 265,295,061 $ 265,295,061 $ 294,257,335 $ 341,369,803 $ 79,571,954 1,698,001 13,555,909 94,825,864 $ 79,571,954 1,698,001 13,555,909 94,825,864 $ $ $ 77,371,025 12,505,052 89,876,077 90,909,500 14,796,082 105,705,582 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 20,395,469 (3,517,528) 12,071,278 56,442,616 178,921,934 $ 3,503,395 27,143,285 17,431,341 38,218,728 140,504 2,176,723 3,820,705 15,563 2,917 2,424 30,769 495 330,000 218,280 80,484 6,077,220 12,769 43,139 901 162,849 198,999 216,524 3,702,609 40,492,956 11,687 9,976,317 56,422,616 210,434,199 $ $ 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 20,395,469 (3,517,528) 12,071,278 56,442,616 178,921,934 $ $ 273,747,798 273,747,798 300,310,276 EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 710 SPECIAL PAY 750 FRINGE BENEFITS Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 807 HEALTH CARE SERVICES 815 INSURANCE 820 RENT 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 828 MOTOR POOL 829 FUEL 830 TELECOM DISCRETIONARY 832 COUNTY COUNSEL 833 EMPLOYEE BENEFITS ADMINISTRATION 834 BASE LEVEL EQ SERVICES CHARGES 836 RISK MANAGEMENT 837 BASE LEVEL TELECOM 838 TELECOM WIRELESS SYSTEMS 839 OTHER INTERNAL SVCS CHARGES 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 850 UTILITIES 860 MISCELLANEOUS EXPENSE 861 GAIN/LOSS SALE FIXED ASSETS 872 S S INTER-FUND CREDIT (NEG) 875 BONDS AND RELATED EXPENSE 880 TRANSFERS OUT TO OTHER FUNDS Subtotal $ $ 348,000 348,000 336,407,608 336,407,608 (150,921,239) (150,921,239) 69,252,791 69,252,791 10,207,901 10,207,901 265,295,061 $ 265,295,061 $ $ 380,196 356,785,734 (140,946,687) 67,830,198 10,207,894 294,257,335 $ 52,000 56,086,567 (11,612,722) 16,565,109 14,983,788 76,074,742 0 0 (0) 24% 1 29% $ 76,074,742 29% $ $ (11,337,546) 1,698,001 (1,240,173) (10,879,718) -14% 100% -9% -11% (163,911) (3,042,184) 1,924,863 (9,148,119) 82,706 (677,929) 229,451 (20,648) (969) (1,250) 19,095 22,636 (35,155) 218,281 42,715 (105,164) (12,178) (43,060) (1,072) (10,251) (13,051) 94,745 (20,637,735) 942,472 (26,251,099) (155,476) (56,742,287) -4% -11% 12% -33% 37% -42% 6% $ 4,722,555 $ 30,103,584 14,510,685 36,722,097 139,110 2,289,268 3,769,320 20,648 969 1,750 27,005 369,910 87,485 6,667,911 12,178 43,060 206,149 405,327 195,976 3,875,561 41,033,204 (4,460,000) 38,322,377 56,598,092 235,664,221 $ $ 341,369,803 (67,622,005) $ 400,000 392,494,175 (162,533,961) 85,817,900 25,191,689 341,369,803 $ -250% 41% 100% -11% 100% 33% -2% -1% -3% -7% 2% -101% 27% -217% 0% -32% CAPITAL OUTLAY Total Expenditures $ - 455 - $ $ -25% Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 MARICOPA HEALTH SYSTEM GRANTS Agency 901 Personal Services Org Title 9007 9011 9115 9117 OUTPATIENT SERVICES SUPPORT SERVICES MICU N/S 52 OUTPATIENT $ - Totals: $ Supplies & Services $ $ 4,172,000 288,000 4,460,000 Capital Outlay Total Expenditures $ $ - $ $ 4,172,000 288,000 4,460,000 Revenue $ $ 4,172,000 288,000 4,460,000 EXPENDITURES AND REVENUES BY AGENCY/OBJECT MARICOPA HEALTH SYSTEM GRANTS Agency 901 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 615 GRANTS Subtotal $ 3,517,528 3,517,528 $ 3,517,528 3,517,528 $ 2,426,825 2,426,825 $ 4,460,000 4,460,000 $ 942,472 942,472 0 27% Total Resources $ 3,517,528 $ 3,517,528 $ 2,426,825 $ 4,460,000 $ 942,472 27% $ 3,517,528 3,517,528 $ 3,517,528 3,517,528 $ 2,426,825 2,426,825 $ 4,460,000 4,460,000 $ (942,472) (942,472) -27% -27% $ 3,517,528 $ 3,517,528 $ 2,426,825 $ 4,460,000 $ (942,472) -27% EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES 860 MISCELLANEOUS EXPENSE Subtotal CAPITAL OUTLAY Total Expenditures - 456 - Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 MARICOPA HEALTH SYSTEM CIP Agency 908 Org Personal Services Title 9085 MEDICAL CENTER CAPITAL PROJECT $ 9086 MEDICAL CENTER ENVNMTL PROJECT Totals: $ - Supplies & Services $ $ - Capital Outlay Total Expenditures $ $ $ - $ - Revenue $ $ - TOTAL BUDGET BY PROGRAM FY 2000-01 MARICOPA HEALTH SYSTEM CAPITAL PROJECTS Agency 909 Org Personal Services Title 9095 BOND PROJECTS 9095 BOND PROJECTS $ Totals: $ - - 457 - Supplies & Services $ $ - Capital Outlay Total Expenditures $ $ $ - $ - Revenue $ $ - Maricopa County FY 2000-01 Annual Business Strategies Materials Management (73) County Administrative Officer Chief Financial Officer Materials Management Materials Management Wes Baysinger, Director Wes Baysinger, Director Procurement Reprographics 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 e e e e e e e e e e e e e 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. - 458 - Maricopa County FY 2000-01 Annual Business Strategies Performance Measures Dept # 73 73 73 73 73 73 73 73 73 73 73 Performance Measures Purchase Order Lines Issued - PG Purchase Order Lines Issued - PC PO Issued Dollar Amount Requisitions Processed - RX lines # of Solicitations Vendor Applications Purchasing Card Transactions Reprographics Total Impressions Reprographics Press Impressions Reprographics Copier Impressions Reprographics Total Charges FY 00 FY 01 FY 98 Actual FY 99 Actual Estimated Projected 3,205 3,496 3,292 8,628 8,307 4,525 N/A $127,977,938 $120,000,000 8,586 6,537 4,500 250 155 220 N/A 4,431 4,400 N/A N/A 35,000 31,258,497 30,478,242 32,265,050 26,385,929 25,462,350 27,170,078 4,872,568 5,015,892 5,094,972 $704,559 $711,976 $735,463 Reprographics Competitive Analysis 73 (CA) Charges $944,109 $954,048 $985,520 73 Savings between Total and CA Charges 73 Requisition Turnaround - # of Days $239,550 6.8 $242,072 8.4 $250,057 5.0 PG - System loaded contractual orders PC - Buyer generated purchase orders RX - Departmental purchase requests DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE GENERAL FUND INTERNAL SERVICE TOTAL FUNDS $ $ Personal Services 1,219,555 369,650 1,589,205 $ $ MATERIALS MANAGEMENT Department 73 Supplies & Services Capital Outlay 138,149 $ 338,408 214,987 476,557 $ 214,987 - 459 - Total Expenses $ 1,357,704 923,045 $ 2,280,749 Total Revenue $ 27,000 719,734 $ 746,734 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT MATERIALS MANAGEMENT Department 73 FY 99-00 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED PROJECTED RESOURCES Beginning Fund Balance $ 233,151 $ 233,151 Subtotal $ 694,155 27,000 721,155 $ Total Resources $ 954,306 $ REVENUE 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 797 PERSONNEL SAVINGS (NEG) $ FY 00-01 FINAL/ADOPTED Variance % $ 148,808 $ 121,750 $ (111,401) -48% 694,155 27,000 721,155 $ 783,427 30,775 814,202 $ 715,959 30,775 746,734 $ 21,804 3,775 25,579 3% 14% 4% 954,306 $ 963,010 $ 868,484 $ (85,822) -9% 1,332,346 $ 6,373 8,219 242,505 71,326 (61,209) 1,599,560 $ 1,146,202 $ 11,217 6,644 198,153 69,921 (138,084) 1,294,053 $ 1,323,394 $ 6,948 7,655 250,400 64,423 (63,615) 1,589,205 $ 8,952 (575) 564 (7,895) 6,903 2,406 10,355 1% -9% 7% -3% 10% 4% 1% 229,152 $ 66,673 200 104,976 1,000 6,000 1,100 1,100 6,797 1,689 4,936 12,064 800 13,642 21,428 5,000 476,557 $ (7,786) (17,000) (214) (1,000) 5,858 3,142 (5,000) (22,000) -4% -34% 0% 0% 0% 0% 0% 0% 0% -15% 0% -9% 0% 30% 13% $ 220,528 $ 31,900 102,168 4,694 180 1,550 1,475 100 8,364 300 8,966 24,570 404,795 $ 5,000 5,000 2% 2% (6,645) 0% Subtotal $ 1,336,242 $ 6,373 8,219 270,033 26,402 (61,209) 1,586,060 $ SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 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 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 860 MISCELLANEOUS EXPENSE 880 TRANSFERS OUT TO OTHER FUNDS 890 NON CAPITAL EQUIPMENT Subtotal $ 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 $ 221,366 49,673 200 104,976 1,000 6,000 1,100 1,100 6,797 1,475 4,936 11,064 800 19,500 24,570 454,557 Subtotal $ 219,987 219,987 $ 219,987 219,987 $ 153,808 153,808 $ 214,987 214,987 $ Total Expenditures $ 2,274,104 $ 2,274,104 $ 1,852,656 $ 2,280,749 $ Operating Balance (Rev. - Exp.) $ (1,552,949) $ (1,552,949) $ (1,038,454) $ (1,534,015) $ 18,934 1% Ending Fund Balance (Resources. - Exp.) $ (1,319,798) $ (1,319,798) $ (889,646) $ (1,412,265) $ (92,467) -7% CAPITAL OUTLAY 920 EQUIPMENT - 460 - $ -5% Maricopa County FY 2000-01 Annual Business Strategies POSITION DISTRIBUTION Dept WORKING TITLE FTE 73 MATERIALS MANAGEMENT ADMINISTRATION SUPPORT SUPV. 1.0 ADMINISTRATIVE ASSTNT I 1.0 ADMINISTRATIVE COORD I 5.0 ADMINISTRATIVE COORD III 2.0 CONTRACT SPECIALIST I 5.0 FINANCIAL SERVICS ADM II 1.0 GRAPHICS COMMUNICATNS MGR 1.0 GRAPHICS COMMUNICTNS SPVR 1.0 GRAPHICS EQUIPMNT TECHI 2.0 GRAPHICS EQUIPMNT TECHII 4.0 GRAPHICS EQUIPMNT TECHIII 1.0 GRAPHICS JOB PLANNER 1.0 MATERIALS MANAGEMENT MGR 1.0 PROCUREMENT LD SPECIALST 1.0 PROCUREMENT MANAGER 1.0 PROCUREMENT SNR SPECIALST 2.0 PROCUREMENT SPECIALIST 6.0 RECORDS MANAGEMENT COORD 1.0 SENIOR BUSNSS SYST ANLYST 1.0 Total 38.0 TOTAL BUDGET BY PROGRAM FY 2000-01 MATERIALS MANAGEMENT Agency 730 Org Title 7310 7320 7360 ADMINISTRATION PROCUREMENT RECORDS MANAGEMENT Personal Services $ Totals: $ 268,511 910,654 40,390 1,219,555 - 461 - Supplies & Services $ $ 65,974 72,175 138,149 Capital Outlay Total Expenditures $ $ $ - $ 334,485 982,829 40,390 1,357,704 Revenue $ $ 27,000 27,000 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY AGENCY/OBJECT MATERIALS MANAGEMENT Agency 730 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 650 MISCELLANEOUS REVENUE Subtotal $ 27,000 27,000 $ 27,000 27,000 $ 27,000 27,000 $ 27,000 27,000 $ - 0% 0% Total Resources $ 27,000 $ 27,000 $ 27,000 $ 27,000 $ - 0% $ 1,045,191 $ 6,373 4,219 203,615 22,460 (56,209) 1,225,649 $ 906,381 $ 8,948 5,944 145,289 45,421 (85,000) 1,026,983 $ 1,035,174 $ 5,448 4,219 188,906 44,423 (58,615) 1,219,555 $ 7,589 925 (5,824) 998 2,406 6,094 1% 15% 0% -3% 2% 4% 0% (17,000) (5,000) (22,000) 0% -36% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 5,000 5,000 100% 100% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 797 PERSONNEL SAVINGS (NEG) Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 828 MOTOR POOL 829 FUEL 830 TELECOM DISCRETIONARY 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 860 MISCELLANEOUS EXPENSE 880 TRANSFERS OUT TO OTHER FUNDS 890 NON CAPITAL EQUIPMENT Subtotal $ $ 1,042,763 $ 6,373 4,219 183,082 45,421 (56,209) 1,225,649 $ $ 15,900 $ 47,173 14,976 1,000 8,000 100 200 5,000 4,936 8,064 800 10,000 116,149 $ 15,900 47,173 14,976 1,000 6,000 100 200 6,000 4,936 10,064 800 9,000 116,149 Subtotal $ 5,000 5,000 $ Total Expenditures $ 1,346,798 $ Operating Balance (Rev. - Exp.) $ (1,319,798) $ CAPITAL OUTLAY 920 EQUIPMENT $ $ 13,664 31,900 15,600 4,694 88 1,550 100 7,400 300 7,500 82,796 $ 15,900 $ 64,173 14,976 1,000 6,000 100 200 6,000 4,936 10,064 800 9,000 5,000 138,149 $ 5,000 5,000 $ 5,000 5,000 $ - $ 1,346,798 $ 1,114,779 $ 1,357,704 $ (10,906) -1% (1,087,779) $ (1,330,704) $ 10,906 1% (1,319,798) $ - 462 - $ -19% Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 MATERIALS MANAGEMENT REPROGRAPHICS Agency 733 Personal Services Org Title 7340 REPROGRAPHICS $ Totals: $ Supplies & Services 369,650 369,650 $ $ 338,408 338,408 Capital Outlay Total Expenditures $ $ $ $ 214,987 214,987 923,045 923,045 Revenue $ $ 841,484 841,484 EXPENDITURES AND REVENUES BY AGENCY/OBJECT MATERIALS MANAGEMENT REPROGRAPHICS Agency 733 FY 99-00 FINAL/ADOPTED RESOURCES Beginning Fund Balance FY 99-00 RESTATED $ 233,151 Subtotal Total Resources FY 99-00 PROJECTED $ 233,151 $ 148,808 $ 694,155 694,155 $ 694,155 694,155 $ 927,306 $ 927,306 $ 291,051 4,000 66,418 3,942 (5,000) 360,411 $ $ $ 213,466 5,000 200 100,000 1,000 1,500 797 875 1,000 3,500 24,570 351,908 Subtotal $ Total Expenditures FY 00-01 FINAL/ADOPTED $ 121,750 $ 783,427 3,775 787,202 $ 715,959 3,775 719,734 $ 936,010 $ 289,583 $ 4,000 59,423 25,905 (5,000) 373,911 $ $ 205,466 2,500 200 90,000 1,000 900 797 1,475 1,000 10,500 24,570 338,408 214,987 214,987 $ $ 927,306 $ Operating Balance (Rev. - Exp.) $ (233,151) $ Ending Fund Balance (Resources - Exp.) $ REVENUE 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 797 PERSONNEL SAVINGS (NEG) Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 820 RENT 825 REPAIRS AND MAINTENANCE 828 MOTOR POOL 829 FUEL 830 TELECOM DISCRETIONARY 836 RISK MANAGEMENT 842 EDUCATION 860 MISCELLANEOUS EXPENSE 880 TRANSFERS OUT TO OTHER FUNDS Subtotal $ $ CAPITAL OUTLAY 920 EQUIPMENT - $ Variance $ % (111,401) $ (0) $ 21,804 3,775 25,579 4% 841,484 $ (85,822) -9% 239,821 $ 2,269 700 52,864 24,500 (53,084) 267,070 $ 288,220 1,500 3,436 61,494 20,000 (5,000) 369,650 $ 1,363 (1,500) 564 (2,071) 5,905 4,261 0% 14% -3% 23% 0% 1% $ 213,252 2,500 200 90,000 1,000 900 797 1,689 2,000 4,642 21,428 338,408 $ $ 206,864 86,568 92 1,475 964 1,466 24,570 321,999 $ (7,786) (214) (1,000) 5,858 3,142 - -4% 0% 0% 0% 0% 0% 0% -15% -100% 56% 13% 0% 214,987 214,987 $ 148,808 148,808 $ 214,987 214,987 $ - 0% 0% 927,306 $ 737,877 $ 923,045 $ 4,261 0% (233,151) $ 49,325 $ (203,311) $ (29,840) 198,133 $ (81,561) $ 81,561 $ - 463 - - $ $ $ $ 0 -13% Maricopa County FY 2000-01 Annual Business Strategies Medical Eligibility (28) County Administrative Officer Deputy County Administrator Medical Eligibility Medical Eligibility Dr. Ellen Grant Bishop, Interim Director Dr. Ellen Grant Bishop, Interim Director Communications Finance and Administration Information Technology Community Relations Appeals and Quality Assurance Operations Admin Tech Center Mission Serve as the Maricopa County program agent for the Arizona Health Care Cost Containment System (AHCCCS) by determining eligibility for residents in a timely and accurate manner. Program Goals Develop a strategic plan and performance measures Reduce financial liability by Improving timeliness and accuracy of determinations Determining eligibility prior to client entry into the health care system Implement an electronic tracking system and continue development and implementation of additional automated solutions e Continue to improve recruitment and retention strategies e Assist with legislative relief solutions e e e e e Community Impact With the implementation of these goals, the clients served by the Department of Medical Eligibility, which include the general public as well as the county of Maricopa, will find the organization more responsive to their needs, processing the claims in a timely fashion, a reduction in liability to the county, and a reduction in lawsuits filed by the hospitals. If these goals are not implemented, the department will continue to have a high turnover rate, poor performance, and continued high dollar values in litigation. - 464 - Maricopa County FY 2000-01 Annual Business Strategies Performance Measures Activity Performance Measures: Eligibility determinations 48 hour hospital determination rate Determination error rate FY 97-98 FY 98-99 FY 99-00 (Est.) FY 00-01 (Proj.) 57,900 N/A 7% 62,317 N/A 5.30% 71,000 60% 4% 82,000 65% 3% DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE GENERAL FUND TOTAL FUNDS $ $ Personal Services 9,889,537 9,889,537 $ $ MEDICAL ELIGIBILITY Department 28 Supplies & Services Capital Outlay 1,139,149 $ 171,200 1,139,149 $ 171,200 - 465 - Total Expenses $ 11,199,886 $ 11,199,886 Total Revenue $ 1,125,668 $ 1,125,668 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT MEDICAL ELIGIBILITY Department 28 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 620 INTERGOVERNMENTAL Subtotal $ 1,350,000 1,350,000 $ 1,350,000 1,350,000 $ 1,125,668 1,125,668 $ 1,125,668 1,125,668 $ (224,332) (224,332) -17% -17% Total Resources $ 1,350,000 $ 1,350,000 $ 1,125,668 $ 1,125,668 $ (224,332) -17% 6,460,407 $ 17,100 17,829 1,428,022 515,402 (239,384) 8,199,376 $ 6,460,998 $ 49,544 47,812 1,396,834 64,950 8,020,138 $ 7,633,102 $ 50,000 50,000 1,746,908 998,402 (588,875) 9,889,537 $ (1,172,695) (32,900) (32,171) (318,886) (483,000) 349,491 (1,690,161) -18% -192% -180% -22% -94% Subtotal $ 7,658,124 $ 26,125 40,000 1,697,104 165,110 (278,353) 9,308,110 $ SUPPLIES & SERVICES 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES - EXTERNAL 810 LEGAL 820 RENT 825 REPAIRS AND MAINTENANCE 827 MATERIAL MGNT DISCRETIONARY 829 FUEL 830 TELECOM DISCRETIONARY 842 EDUCATION 843 TRANSPORTATION/SHIPPING 850 UTILITIES 857 MANDATED HEALTH CARE PAYMENTS 860 MISCELLANEOUS EXPENSE 880 TRANSFERS OUT TO OTHER FUNDS 890 NON CAPITAL EQUIPMENT Subtotal $ 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 $ 75,406 $ 272,990 1,000,000 669,000 5,450 33,503 4,800 126,630 12,252 23,018 3,000 (1,000,000) 114,349 1,340,398 $ 112,085 $ 1,430,279 1,000,000 735,000 12,332 18,937 3,129 39,255 5,568 13,486 2,074 14,914,540 49,679 18,336,364 $ 100,000 $ 144,000 617,446 15,900 37,225 22,000 48,055 10,000 60,200 3,000 30,000 51,323 1,139,149 $ (24,594) 128,990 1,000,000 51,554 (10,450) (3,722) (17,200) 78,575 2,252 (37,182) (1,000,000) 84,349 (51,323) 201,249 -33% 47% 100% 8% -192% -11% -358% 62% 18% -162% 0% -100% 74% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 796 P S INTER-FUND CHARGES 797 PERSONNEL SAVINGS (NEG) $ CAPITAL OUTLAY 920 EQUIPMENT 146% -21% 15% Subtotal $ 64,230 64,230 $ 49,230 49,230 $ 54,457 54,457 $ 171,200 171,200 $ (121,970) (121,970) -248% -248% Total Expenditures $ 11,000,959 $ 9,589,004 $ 26,410,959 $ 11,199,886 $ (1,610,882) -17% Operating Balance (Rev. - Exp.) $ (9,650,959) $ (8,239,004) $ (25,285,291) $ (10,074,218) $ (1,835,214) -22% - 466 - Maricopa County FY 2000-01 Annual Business Strategies POSITION DISTRIBUTION Dept 28 MEDICAL ELIGIBILITY WORKING TITLE ACCOUNTING TECHNICIAN II ADMINISTRATIVE ASSISANT II ADMINISTRATIVE ASSISTANT I ADMINISTRATIVE COORDINATOR I ADMINISTRATIVE COORDINATOR III ADMINISTRATIVE COORDINATOR IV ADMINISTRATIVE COORDINATOR V ADMINISTRATIVE COORDINATOR VI CLERK IV DIRECTOR EMPLOYEE INFO ADMINISTRATOR FINANCIAL OFFICER HEALH SERVICES CLERK II HEALTH SERVICES CLERK I HEALTH SERVICES CLERK II LEAD CLIENT SERVER PROGRAMMER OFFICE SUPERVISOR I OFFICE SUPERVISOR II PROGRAM ASSISTANT REP II PROGRAM ASSISTANT REP III PROGRAM ASSISTANT REP IV SENIOR HUMAN RESOURCES ANALYST SERVICE WORKER II FTE 2.0 1.0 1.0 1.0 16.0 1.0 3.0 4.0 4.0 1.0 1.0 1.0 19.0 6.0 49.0 1.0 1.0 2.0 40.0 100.5 33.0 2.0 3.0 292.5 Total TOTAL BUDGET BY PROGRAM FY 2000-01 MEDICAL ELIGIBILITY Agency 280 Org Title 2805 2810 2820 2830 2840 2841 2861 2862 2863 2864 2865 2866 2867 2868 2869 2870 2871 2872 VECTOR OPERATIONS ADMINISTRATION SERVICES HUMAN RESOURCES FINANCIAL SERVICES ELIGIBILITY OPERATIONS OPERATIONS ADMINISTRATION CENTRAL DISTRICT CHANDLER DISTRICT DES DISTRICT EAST DISTRICT GLENDALE DISTRICT GOODEN DISTRICT MARICOPA DISTRICT MESA DISTRICT OUTREACH DISTRICT SCOTTSDALE DISTRICT SOUTH PHOENIX DISTRICT SUNNYSLOPE DISTRICT Personal Services $ Totals: $ 870,088 238,878 8,780,571 9,889,537 - 467 - Supplies & Services $ $ 596,376 200 542,573 1,139,149 Capital Outlay Total Expenditures $ $ $ 121,200 50,000 171,200 1,587,664 239,078 9,373,144 $ 11,199,886 Revenue $ $ 1,125,668 1,125,668 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY AGENCY/OBJECT MEDICAL ELIGIBILITY Agency 280 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 620 INTERGOVERNMENTAL Subtotal $ 1,350,000 1,350,000 $ 1,350,000 1,350,000 $ 1,125,668 1,125,668 $ 1,125,668 1,125,668 $ (224,332) (224,332) (0) -17% Total Resources $ 1,350,000 $ 1,350,000 $ 1,125,668 $ 1,125,668 $ (224,332) -17% $ 7,658,124 $ 26,125 40,000 1,697,104 165,110 (278,353) 9,308,110 $ 6,460,407 $ 17,100 17,829 1,428,022 515,402 (239,384) 8,199,376 $ 6,460,998 49,544 47,812 1,396,834 64,950 8,020,138 $ 7,633,102 $ (1,172,695) 50,000 (32,900) 50,000 (32,171) 1,746,908 (318,886) 998,402 (483,000) (588,875) 349,491 9,889,537 $ (1,690,161) -18% -192% -180% -22% -94% 112,085 1,430,279 1,000,000 735,000 12,332 18,937 3,129 39,255 5,568 13,486 2,074 14,914,540 49,679 18,336,364 $ 100,000 $ (24,594) 144,000 128,990 1,000,000 617,446 51,554 15,900 (10,450) 37,225 (3,722) 22,000 (17,200) 48,055 78,575 10,000 2,252 60,200 (37,182) 3,000 (1,000,000) 30,000 84,349 51,323 (51,323) 1,139,149 $ 201,249 -33% 47% 100% 8% -192% -11% -358% 62% 18% -162% 0% -100% 74% $ 75,406 $ 272,990 1,000,000 669,000 5,450 33,503 4,800 126,630 12,252 23,018 3,000 (1,000,000) 114,349 1,340,398 $ $ $ 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 Subtotal $ 64,230 64,230 $ 49,230 49,230 $ 54,457 54,457 $ 171,200 171,200 Total Expenditures $ 11,000,959 $ 9,589,004 $ 26,410,959 $ 11,199,886 Operating Balance (Rev. - Exp.) $ EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 796 P S INTER-FUND CHARGES 797 PERSONNEL SAVINGS (NEG) Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 810 LEGAL 820 RENT 825 REPAIRS AND MAINTENANCE 827 MATERIAL MGNT DISCRETIONARY 829 FUEL 830 TELECOM DISCRETIONARY 842 EDUCATION 843 TRANSPORTATION/SHIPPING 850 UTILITIES 857 MANDATED HEALTH CARE PAYMENTS 860 MISCELLANEOUS EXPENSE 880 TRANSFERS OUT TO OTHER FUNDS 890 NON CAPITAL EQUIPMENT Subtotal $ $ CAPITAL OUTLAY 920 EQUIPMENT $ (9,650,959) $ (8,239,004) $ - 468 - $ (25,285,291) $ 146% -21% 15% (121,970) (121,970) -248% -248% $ (1,610,882) -17% $ (10,074,218) $ 1,835,214 22% Maricopa County FY 2000-01 Annual Business Strategies Medical Examiner (29) County Administrative Officer Chief Health Services Officer Medical Examiner Medical Examiner Dr. Philip Keen, Director Dr. Philip Keen, Director Medical Staff Administrator Administration Investigation Toxicology Transportation Examination Mission The Maricopa County Office of the Medical Examiner is mandated by Arizona Revised Statutes 11-591 through 11-600 to 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. Program Goals e New Facility: Continue to work with architects and planners to maintain the timetable for completion of the new Forensic Science Center and to ensure the facility designs demonstrate ingenuity and forethought to produce a practical, efficient and innovative building that will serve Maricopa County very well for many years after its completion. e Case Processing: Improve service to families of decedents and agencies by conducting a thorough and objective death investigation within established timeframes and with an increasing caseload. e Conduct autopsies on all homicides, acute trauma, childhood fatalities, and suspicious deaths, e.g., probable drug related or probable public health risks (55%-65% of cases). e Complete 90% of cases within 45 days and 100% within 90 days. e Background and scene investigation summaries completed prior to, or by same day as examination on 80% of required cases. e Initial transcription completed within two weeks of receipt. e Toxicology test results reported within 30 days on 90% of cases and 100% within 60 days. e Medical Staff: Remove Chief Medical Examiner from the regular examination schedule to a reduced caseload to provide time to be available to oversee new pathologists’ training, staff cases, review examination reports and consult on older cases to facilitate resolution and closure. e Implement new examination schedules to reduce the number of daily examinations conducted by each doctor and provide more in-office days to meet with law enforcement personnel and attorneys, and complete work on cases. Institute morning meetings to review and assign new cases and, thus, begin to take steps to change the environment to a more conducive medical examiner culture. - 469 - Maricopa County FY 2000-01 Annual Business Strategies e Strategic Planning: Complete Managing for Results process and incorporate final product and the 1999 Employee Survey follow up plans into a revised 3 Year Strategic Plan. Based on the revised 3-Year Strategic Plan update the 3-Year Budget Plan. e Information Technology: Use new technology to increase efficiency by beginning to automate old case record cards and printouts, which will expedite locating older records, free up storage space and create a database for researching older cases. e Equipment Replacement: Services: Continue to replace outworn, obsolete equipment according to the established equipment schedule to minimize delays due to equipment failures, decrease equipment maintenance costs, and use staff time effectively. e Employee Turnover: Reduce employee turnover to 15% by continuing to provide merit pay for performance and market adjustments to move pay to market minimums. 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. Performance Measures Activity Performance Measures: Total # of Cases % of Cases Autopsied Average Days to Case Closure % Within 45 Days % Within 90 Days % Investigation Summaries Completed Average Days for Initial Transcription Average Days for Tox Results % Employee Turnover Type Output Result Output Result Result Result Output Output Result - 470 - FY 99-00 FY 00-01 FY 97-98 FY 98-99 (Est.) (Proj.) 3,542 3848 3916 4035 67% 62% 60% 60% 64 53 50 45 47% 40% 75% 86% 85% 90% 35% 30% 50% 80% 21 7 14 7 28 31 25 21 31% 24% 18% 15% Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT MEDICAL EXAMINER Department 29 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 635 FEES & CHARGES Subtotal $ 235,000 235,000 $ 235,000 235,000 $ 235,000 235,000 $ 235,000 235,000 $ - 0% 0% Total Resources $ 235,000 $ 235,000 $ 235,000 $ 235,000 $ - 0% 2,199,666 $ 65,340 20,207 406,435 28,567 (152,753) 2,567,462 $ 1,998,328 $ 131,233 37,186 316,711 62,369 2,545,827 $ 2,334,437 $ 73,123 20,207 439,252 103,888 (152,753) 2,818,154 $ (134,771) (7,783) (32,817) (75,321) (250,692) -6% -12% 0% -8% -264% 0% -10% 25,800 $ 149,312 33,000 50,000 8,000 49,200 570 7,343 6,550 10,000 400 4,737 16,615 17,000 378,527 $ (5,000) (1,700) 24,328 21,300 (642) 125 1 10 (1,353) 3,500 463 (2,600) (17,000) 21,432 -24% 0% -5% 33% 73% -1% 100% 0% 100% -23% 0% 26% 0% 9% -19% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 797 PERSONNEL SAVINGS (NEG) $ Subtotal $ 2,111,505 $ 88,144 20,207 399,644 91,567 (152,753) 2,558,314 $ SUPPLIES & SERVICES 801 GENERAL SUPPLIES $ 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 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 MISCELLANEOUS EXPENSE 890 NON CAPITAL EQUIPMENT Subtotal $ 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 $ 20,800 149,312 31,300 74,328 29,300 48,558 125 571 10 5,990 6,550 13,500 400 5,200 14,015 399,959 $ 37,219 $ 133,042 26,749 55,000 6,369 33,485 427 6,095 7,916 7,800 2,066 15,726 331,894 $ Subtotal $ 77,296 77,296 $ 58,548 58,548 $ 83,499 83,499 $ 70,771 70,771 $ (12,223) (12,223) -21% -21% Total Expenditures $ 3,025,969 $ 3,025,969 $ 2,961,220 $ 3,267,452 $ (241,483) -8% Operating Balance (Rev. - Exp.) $ (2,790,969) $ (2,790,969) $ (2,726,220) $ (3,032,452) $ (241,483) -9% CAPITAL OUTLAY 920 EQUIPMENT $ 5% DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE GENERAL FUND TOTAL FUNDS $ $ Personal Services 2,818,154 2,818,154 $ $ MEDICAL EXAMINER Department 29 Supplies & Services 378,527 $ 378,527 $ - 471 - Capital Outlay 70,771 70,771 Total Expenses $ 3,267,452 $ 3,267,452 Total Revenue $ 235,000 $ 235,000 Maricopa County FY 2000-01 Annual Business Strategies POSITION DISTRIBUTION Dept 29 MEDICAL EXAMINER Total WORKING TITLE FTE ADMINISTRATIVE ASSTNT 1.0 ADMINISTRATIVE ASSTNT I 2.0 ADMINISTRATIVE ASSTNT II 1.0 ADMINISTRATIVE ASSTNT III 1.0 ADMINISTRATOR 1.0 ASST FORENSIC TOXICOLOGST 1.0 CHEMIST 3.0 CHIEF MEDICAL EXAMINER 1.0 EVIDENCE TECHNICIAN 1.0 FORENSIC ASSISTANT 8.0 FORENSIC ASSISTANT SUPVSR 1.0 FORENSIC TOXICOLOGIST 2.0 HISTOTECHNOLOGIST I 1.0 HISTOTECHNOLOGIST II 1.0 MEDICAL EXAMINER 7.0 MEDICAL EXAMINER ASSOC 1.0 MEDICAL EXAMINER TRNSPRTR 6.0 MEDICAL INVESTIGATOR 9.0 MEDICAL INVESTIGATOR-SR 1.0 MEDICAL TRANSCRIBER II 4.0 OFFICE MANAGER 1.0 54.0 - 472 - Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 MEDICAL EXAMINER Agency 290 Personal Services Org Title 2910 2920 2930 2940 2950 2960 ADMIN EXAMINATION MEDICAL STAFF TOXICOLOGY INVESTIGATION TRANSPORTATION Supplies & Services $ 366,920.00 309,541 1,138,458 428,020 381,388 193,827 Totals: $ 2,818,154 $ $ Capital Outlay 61,420.00 120,500 181,264 15,343 378,527 $ $ 70,771 70,771 Total Expenditures Revenue $ 428,340.00 430,041 1,138,458 680,055 381,388 209,170 $ 3,267,452 $ 235,000.00 $ 235,000 EXPENDITURES AND REVENUES BY AGENCY/OBJECT MEDICAL EXAMINER Agency 290 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 635 FEES & CHARGES Subtotal $ 235,000 235,000 $ 235,000 235,000 $ 235,000 235,000 $ 235,000 235,000 $ - 0% 0% Total Resources $ 235,000 $ 235,000 $ 235,000 $ 235,000 $ - 0% 2,199,666 $ 65,340 20,207 406,435 28,567 (152,753) 2,567,462 $ 1,998,328 131,233 37,186 316,711 62,369 2,545,827 $ $ EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 797 PERSONNEL SAVINGS (NEG) $ $ 2,111,505 $ 88,144 20,207 399,644 91,567 (152,753) 2,558,314 $ SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 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 MISCELLANEOUS EXPENSE 890 NON CAPITAL EQUIPMENT Subtotal $ 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 $ Subtotal CAPITAL OUTLAY 920 EQUIPMENT 20,800 149,312 31,300 74,328 29,300 48,558 125 571 10 5,990 6,550 13,500 400 5,200 14,015 399,959 $ $ 37,219 133,042 26,749 55,000 6,369 33,485 427 6,095 7,916 7,800 2,066 15,726 331,894 $ $ 2,334,437 $ 73,123 20,207 439,252 103,888 (152,753) 2,818,154 $ (134,771) (7,783) (32,817) (75,321) (250,692) -6% -12% 0% -8% -264% 0% -10% 25,800 $ 149,312 33,000 50,000 8,000 49,200 570 7,343 6,550 10,000 400 4,737 16,615 17,000 378,527 $ (5,000) (1,700) 24,328 21,300 (642) 125 1 10 (1,353) 3,500 463 (2,600) (17,000) 21,432 -24% 0% -5% 33% 73% -1% 100% 0% 100% -23% 0% 26% 0% 9% -19% 5% Subtotal $ 77,296 77,296 $ 58,548 58,548 $ 83,499 83,499 $ 70,771 70,771 $ (12,223) (12,223) -21% -21% Total Expenditures $ 3,025,969 $ 3,025,969 $ 2,961,220 $ 3,267,452 $ (241,483) -8% Operating Balance (Rev. - Exp.) $ (2,790,969) $ 241,483 9% (2,790,969) $ - 473 - (2,726,220) $ (3,032,452) $ Maricopa County FY 2000-01 Annual Business Strategies Organizational Planning and Training (35) County Administrative Officer Deputy County Administrator Organizational Planning & Training Organizational Planning & Training Shawn Nau, Director Shawn Nau, Director Innovation & Development Group Planning & Training Group Strategy & Research Group Mission To help facilitate the improvement of Maricopa County programs through education, research and consultation. Program Goals e To provide research & consulting for strategic planning, outcome-based accountability, human system improvement programs, process improvement and organizational structure analysis. e To provide employee development opportunities for employees including core training classes, tuition reimbursement and on-site education in collaboration with an adjunct faculty to support these efforts. e To provide quality management development programs for supervisors, managers and executives through classroom training, retreat opportunities and intranet applications. e To provide support for programs that help foster innovation throughout Maricopa County government. 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. - 474 - Maricopa County FY 2000-01 Annual Business Strategies Performance Measures Activity Performance Measures: Type Supervisors' & Managers' Schools # of participants % who believe program worthwhile and relevant % improvement in ability to do job 6-mo post training cost per participant Employee Development Classes # enrolled in classes % customer satisfaction with Course Catalog/Training cost per enrollee Organizational Change Consulting cost per consulting hour % customer satisfaction with consulting process FY 97-98 FY 98-99 FY 99-00 FY 00-01 (Proj.) Output Result Result Efficiency N/A N/A N/A N/A 230 N/A N/A N/A 238 92% 22% N/A 195 90% 10% Output Result Efficiency N/A N/A N/A 1,841 N/A N/A 4,253 100% N/A 2,800 100% Efficiency Result N/A N/A N/A N/A N/A 95% 95% DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE GENERAL FUND TOTAL FUNDS $ $ Personal Services 585,359 585,359 $ $ ORG. PLANNING & TRAINING Department 35 Supplies & Services Capital Outlay 87,041 $ 87,041 $ - - 475 - Total Expenses $ 672,400 $ 672,400 Total Revenue $ $ - Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT ORG. PLANNING & TRAINING Department 35 FY 99-00 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 797 PERSONNEL SAVINGS (NEG) $ Subtotal $ 410,020 $ 74,858 5,112 (4,830) 485,160 $ 451,860 $ 81,706 26,333 (4,830) 555,069 $ 401,133 $ 72,621 37,144 (4,830) 506,068 $ 480,230 $ 91,510 18,449 (4,830) 585,359 $ (28,370) (9,804) 7,884 (30,290) -6% -12% 30% 0% -5% SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 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 872 S S INTER-FUND CREDIT (NEG) 873 S S INTER-FUND CHARGES Subtotal $ 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 $ 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 $ 38,825 $ 25,065 15,500 300 400 12,550 525 315 4,450 6,800 317 7,190 (5,000) 7,000 114,237 $ 42,019 $ 5,400 4,760 300 400 12,325 525 315 4,450 7,100 317 7,130 (5,000) 7,000 87,041 $ (3,194) 24,000 10,740 500 (300) 12,170 43,916 -8% 82% 69% 0% 0% 4% 0% 0% 0% -4% 0% 63% 0% 0% 34% Subtotal $ - $ - $ - $ - $ - Total Expenditures $ 616,117 $ $ 620,305 $ 672,400 $ 13,626 2% Operating Balance (Rev. - Exp.) $ (616,117) $ (686,026) $ (620,305) $ (672,400) $ 13,626 2% CAPITAL OUTLAY 920 EQUIPMENT 686,026 POSITION DISTRIBUTION Dept WORKING TITLE FTE 35 ORG. PLANNING & TRAINING ADMINISTRATIVE ASSISTANT 1.0 CONSULTANT 2.0 DATABASE ADMINISTRATOR 1.0 DIRECTOR 1.0 MENTOR PROGRAM COORDINATOR 1.0 OFFICE ADMINISTRATOR 1.0 TRAINING CONSULTANT 2.0 TRAINING COORDINATOR 1.0 TRANSFER POS TO HR 1.0 Total 11.0 - 476 - Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 ORG. PLANNING & TRAINING Agency 350 Personal Services Org Title 3501 3502 3503 3504 3510 3520 3530 TRAINING MCMI PLANNING/ADMIN MANAGEMENT DEVELOPMENT PLANNING & TRAINING PLANNING & TRAINING PLANNING & TRAINING $ Totals: Supplies & Services 306,245 279,114 $585,359 $ 38,540 33,334 15,167 $87,041 Capital Outlay Total Expenditures $ $ $0 344,785 33,334 294,281 $672,400 Revenue $ $0 EXPENDITURES AND REVENUES BY AGENCY/OBJECT ORG. PLANNING & TRAINING Agency 350 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 797 PERSONNEL SAVINGS (NEG) $ 410,020 $ 74,858 5,112 (4,830) 485,160 $ 451,860 $ 81,706 26,333 (4,830) 555,069 $ 401,133 $ 72,621 37,144 (4,830) 506,068 $ 480,230 $ 91,510 18,449 (4,830) 585,359 $ (28,370) (9,804) 7,884 (30,290) -6% -12% 30% 0% -5% $ 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 $ 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 $ 38,825 $ 25,065 15,500 300 400 12,550 525 315 4,450 6,800 317 7,190 (5,000) 7,000 114,237 $ 42,019 $ 5,400 4,760 300 400 12,325 525 315 4,450 7,100 317 7,130 (5,000) 7,000 87,041 $ (3,194) 24,000 10,740 500 (300) 12,170 43,916 -8% 82% 69% 0% 0% 4% 0% 0% 0% -4% 0% 63% 0% 0% 34% Subtotal $ - $ Total Expenditures $ 616,117 Operating Balance (Rev. - Exp.) $ (616,117) $ Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 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 872 S S INTER-FUND CREDIT (NEG) 873 S S INTER-FUND CHARGES Subtotal $ $ CAPITAL OUTLAY 920 EQUIPMENT $ - $ - $ 686,026 $ 620,305 $ (686,026) $ - 477 - (620,305) $ - $ 672,400 $ (672,400) $ 13,626 2% (13,626) -2% Maricopa County FY 2000-01 Annual Business Strategies 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. - 478 - Maricopa County FY 2000-01 Annual Business Strategies Performance Measures Program Performance Measures Capital Budgeting & Recreation Opportunities Entrepreneurial Management Entrepreneurial Management Entrepreneurial Management Entrepreneurial Management Entrepreneurial Management Entrepreneurial Management & Capital Budgeting Entrepreneurial Management & Park Resources Entrepreneurial Management & Recreation Opportunities Entrepreneurial Management & Recreation Opportunities Outdoor Education Services Park Resources & Construction and Maintenance Services Cost per household per year Amount of grant revenue awarded Increase revenue system wide by 10% Increase number of grant applications by 10% Increase donations from user groups and corporate donors system wide by 10% % increase in revenues from concessions & merchandise Percent of tax subsidy as compared to total budget # of volunteer hours Maintain volunteer host program keeping 90% of residence sites occupied during winter season % increase in revenues from camping & entry fees Strive for highest occupancy rate possible for the Desert Outdoor Center. Number of developed acres per employee Provide overall customer satisfaction with a Recreation Opportunities minimal number of complaints Recreation Opportunities & Increase number of special events system Outdoor Education Services wide by 10% Recreation Opportunities & Park Number of ADA Services Compared to Resources Services Offered Recreation Opportunities & Support/Management Services Percent of participant growth/decline FY 98 Actual FY 99 Actual TBD $241,000 $2,300,000 FY 00 Estimated FY 01 Projected TBD TBD TBD $40,851 $150,000 $100,000 $3,038,129 $3,300,000 $3,300,000 3 11 8 9 $57,000 $89,451 $50,000 $52,500 100% 128% 10% 10% 29.0% 26.0% 20.0% 23.0% 67,256 73,765 82,765 86,903 100% 100% 100% 100% 2% 22% 29% 10% $25,000 $128,991 $220,000 $231,000 1,870 1,731 1,526 1,487 N/A N/A N/A On going 47 214 48 53 TBD TBD TBD TBD 0.05% 4% 10% 10.00% DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE GENERAL FUND SPECIAL REVENUE TOTAL FUNDS $ $ Personal Services 1,104,911 2,498,997 3,603,908 $ $ PARKS & RECREATION Department 30 Supplies & Services 501,237 $ 1,301,590 1,802,827 $ - 479 - Capital Outlay 30,000 523,520 553,520 Total Expenses $ 1,636,148 4,324,107 $ 5,960,255 Total Revenue $ 4,171,369 $ 4,171,369 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT PARKS & RECREATION Department 30 FY 99-00 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED PROJECTED RESOURCES Beginning Fund Balance $ 598,660 $ 598,660 Subtotal $ 1,165,000 2,939,333 712,433 4,816,766 $ Total Resources $ FY 00-01 FINAL/ADOPTED Variance $ 2,005,100 $ 2,005,100 $ 1,165,000 2,939,333 712,433 4,816,766 $ 35,000 2,324,942 965,385 3,325,327 $ 713,520 2,441,197 1,016,652 4,171,369 $ (451,480) (498,136) 304,219 (645,397) -39% -17% 43% -13% 5,415,426 $ 5,415,426 $ 5,330,427 $ 6,176,469 $ 761,043 14% Subtotal $ 2,568,089 $ 107,000 18,000 587,622 75,923 50,000 (122,434) 14,356 (79,342) 3,219,214 $ 2,598,089 $ 104,302 18,000 555,146 122,795 8,302 (122,434) 14,356 (79,342) 3,219,214 $ 2,418,117 $ 68,581 19,371 496,772 (122,434) 14,356 2,894,763 $ 2,899,409 $ 80,000 21,186 658,622 112,601 65,000 (670,358) 535,982 (98,534) 3,603,908 $ (301,320) 24,302 (3,186) (103,476) 10,194 (56,698) 547,924 (521,626) 19,192 (384,694) -12% 23% -18% -19% 8% -683% 448% -3634% 24% -12% SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 820 RENT 825 REPAIRS AND MAINTENANCE 827 MATERIAL MGNT DISCRETIONARY 829 FUEL 830 TELECOM DISCRETIONARY 834 BASE LEVEL EQ SERVICES CHARGES 839 OTHER INTERNAL SVCS CHARGES 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 850 UTILITIES 860 MISCELLANEOUS EXPENSE 870 OTHER ADJUSTMENTS 880 TRANSFERS OUT TO OTHER FUNDS 890 NON CAPITAL EQUIPMENT Subtotal $ 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 $ 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 $ 158,155 $ 111,669 21,981 134,165 4,770 61,874 7,541 156,018 20,512 4,679 5,847 1,270 221,441 46,334 2,000 206,582 1,164,838 $ 158,890 $ 622,337 23,700 153,100 5,115 82,500 7,200 175,148 6,500 10,300 17,700 1,700 253,500 53,360 3,000 183,777 45,000 1,802,827 $ 55,082 (453,337) (3,700) 11,900 2,985 (24,700) 1,000 (92,148) 2,900 (6,675) (2,400) 91,629 (25,360) 21,000 22,805 (45,000) (444,019) 26% -268% -19% 7% 37% -43% 12% -111% 31% -184% -16% 0% 27% -91% 88% 11% 20,000 1,685,000 38,900 110,000 1,853,900 $ Subtotal $ 20,000 $ 1,685,000 38,900 110,000 1,853,900 $ $ 35,000 $ 250,000 21,639 306,639 $ 170,645 $ 242,875 30,000 110,000 553,520 $ (150,645) 1,442,125 8,900 1,300,380 -753% 86% 23% 0% 70% Total Expenditures $ 6,431,922 $ 6,431,922 $ 4,366,240 $ 5,960,255 $ 471,667 Operating Balance (Rev. - Exp.) $ (1,615,156) $ (1,615,156) $ (1,040,913) $ (1,788,886) $ (173,730) Ending Fund Balance (Resources. - Exp.) $ (1,016,496) $ (1,016,496) $ 964,187 $ 216,214 $ REVENUE 620 INTERGOVERNMENTAL 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 795 P S INTER-FUND CREDIT (NEG) 796 P S INTER-FUND CHARGES 797 PERSONNEL SAVINGS (NEG) CAPITAL OUTLAY 910 LAND 915 BUILDINGS AND IMPROVEMENTS 920 EQUIPMENT 930 TRANSPORTATION $ $ - 480 - $ 1,406,440 % 1,232,710 235% -33% 7% -11% 121% Maricopa County FY 2000-01 Annual Business Strategies POSITION DISTRIBUTION Dept WORKING TITLE 30 PARKS & RECREATION ACCOUNTANT ACCOUNTANT I ACCOUNTING ASSISTANT ADMINISTRATIVE ASSTNT I ADMINISTRATIVE COORD I ADMINISTRATOR II ADMINSTRATIVE SUPERVISOR ASST ADMINSTRATIVE SUPV CHIEF COMMUNITY SVCS OFFICER CIVIL ENGINEER-SR CONTACT STATION ASSISTANT CONTACT STATION SUPERVISOR CONTRACT SPECIALIST II DEPUTY DIRECTOR EXECUTIVE ASSISTANT MARKETING COORDINATOR PARK EDUCATOR PARK OFFICE CLERK PARK PLANNING & DVLP SPVR PARK POLICE PARK SUPERVISOR PARKS MAINTENANCE SUPERVISOR PARKS MAINTENANCE WORKER POLICE DEPUTY CHIEF POLICE LIEUTENANT POLICE SERGEANT PROJECT PLANNER/DESIGNER TRADES SPECIALIST TRADES SPECIALIST SUPERVISOR TRAILS PLANNER TRAILS PROJECT PLANNER TRAILS WORKER Total - 481 - FTE 1.0 2.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 2.0 1.0 1.0 1.0 1.0 1.0 8.0 2.5 1.0 13.0 8.0 2.0 19.0 1.0 1.0 1.0 1.0 5.0 1.0 2.0 1.0 2.0 86.5 Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 PARKS & RECREATION Agency 300 Personal Services Org Title 3031 3033 3039 SUMMER RECREATION OPERATIONS ROLLUP ADMINISTRATION $ Totals: $ Supplies & Services $ 1,267,191 (162,280) 1,104,911 $ 444,391 56,846 501,237 Capital Outlay Total Expenditures $ $ 30,000 30,000 $ $ Revenue $ 1,741,582 (105,434) 1,636,148 $ - EXPENDITURES AND REVENUES BY AGENCY/OBJECT PARKS & RECREATION Agency 300 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 795 P S INTER-FUND CREDIT (NEG) 797 PERSONNEL SAVINGS (NEG) $ 840,077 $ 3,000 6,000 183,876 24,975 (122,434) (25,199) 910,295 $ 853,392 $ 3,000 6,000 161,363 34,173 (122,434) (25,199) 910,295 $ 827,552 $ 3,500 8,448 162,066 (122,434) 879,132 $ $ 101,172 76,700 14,500 80,000 7,600 36,300 8,000 6,000 1,175 4,700 1,200 73,414 15,000 425,761 $ 101,172 76,700 14,500 80,000 7,600 36,300 8,000 6,000 1,175 4,700 1,200 73,414 15,000 425,761 $ 73,892 94,540 15,127 107,741 4,470 40,901 7,541 3,560 4,384 5,037 1,120 79,000 19,571 456,884 CAPITAL OUTLAY 915 BUILDINGS AND IMPROVEMENTS 920 EQUIPMENT Subtotal $ - $ - Total Expenditures $ 1,336,056 $ 1,336,056 Operating Balance (Rev. - Exp.) $ (1,336,056) $ Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 820 RENT 825 REPAIRS AND MAINTENANCE 827 MATERIAL MGNT DISCRETIONARY 829 FUEL 830 TELECOM DISCRETIONARY 839 OTHER INTERNAL SVCS CHARGES 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 850 UTILITIES 860 MISCELLANEOUS EXPENSE 890 NON CAPITAL EQUIPMENT Subtotal $ $ $ 1,221,540 $ 10,000 258,051 31,299 (378,421) (37,558) 1,104,911 $ (368,148) 3,000 (4,000) (96,688) 2,874 255,987 12,359 (194,616) -43% 100% -67% -60% 8% 209% 49% -21% 19,172 (21,537) (2,000) (21,500) 2,800 (19,700) 1,000 1,500 (3,325) (1,800) (20,086) (10,000) (75,476) 19% -28% -14% -27% 37% -54% 13% 25% -283% -38% 0% -27% -67% $ 82,000 $ 98,237 16,500 101,500 4,800 56,000 7,000 4,500 4,500 6,500 1,200 93,500 25,000 501,237 $ $ - $ 30,000 30,000 $ (30,000) (30,000) $ 1,336,016 $ 1,636,148 $ (300,092) -22% (1,336,016) $ (1,636,148) $ 300,092 22% $ (1,336,056) $ - 482 - $ -18% Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 PARKS & RECREATION GRANTS Agency 301 Org 3065 Personal Services Title GRANT OPERATIONS $ Totals: $ - Supplies & Services $ $ - Capital Outlay Total Expenditures $ $ $ $ 170,645 170,645 170,645 170,645 Revenue $ $ 170,645 170,645 EXPENDITURES AND REVENUES BY AGENCY/OBJECT PARKS & RECREATION GRANTS Agency 301 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 620 INTERGOVERNMENTAL Subtotal $ 20,000 20,000 $ 20,000 20,000 $ 35,000 35,000 $ 170,645 170,645 $ 150,645 150,645 8 753% Total Resources $ 20,000 $ 20,000 $ 35,000 $ 170,645 $ 150,645 753% $ Subtotal $ 20,000 $ 20,000 $ 20,000 $ 20,000 $ 35,000 $ 35,000 $ 170,645 $ 170,645 $ (150,645) -753% (150,645) -753% Total Expenditures $ 20,000 $ 20,000 $ 35,000 $ 170,645 $ (150,645) -753% EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES CAPITAL OUTLAY 910 LAND - 483 - Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 PARKS & RECREATION SPECIAL FUNDING Agency 302 Personal Services Org Title 3033 3039 3043 3050 3051 OPERATIONS ROLLUP ADMINISTRATION REPLACEMENT BOR REIMBURSEMENT BOR $2.5 LAKE PLEASANT $ $ $ $ $ Totals: $ Supplies & Services 976,667 43,187 1,019,854 $ $ $ $ $ $ Capital Outlay 610,590 400 500,000 1,110,990 $ $ $ $ $ $ 100,000 42,875 142,875 Total Expenditures $ $ $ $ $ $ 1,687,257 43,587 542,875 2,273,719 Revenue $ $ $ $ $ $ 3,739,262 3,739,262 EXPENDITURES AND REVENUES BY AGENCY/OBJECT PARKS & RECREATION SPECIAL FUNDING Agency 302 FY 99-00 FINAL/ADOPTED RESOURCES Beginning Fund Balance FY 99-00 RESTATED $ - Subtotal Total Resources FY 99-00 PROJECTED $ - $ 1,145,000 1,378,294 145,000 2,668,294 $ 1,323,163 330,145 1,653,308 $ 542,875 1,389,321 346,652 2,278,848 $ $ 2,668,294 $ 3,113,722 $ 3,739,262 $ 1,070,968 528,259 $ 20,000 6,000 129,249 15,979 (19,174) 680,313 $ 518,918 $ 17,302 6,000 113,667 43,600 (19,174) 680,313 $ 422,364 15,299 5,665 100,577 543,905 $ 362,086 $ 20,000 5,665 91,676 17,778 535,982 (13,333) 1,019,854 $ 156,832 (2,698) 335 21,991 25,822 (535,982) (5,841) (339,541) 30% -16% 6% 19% 59% $ 27,515 11,687 3,695 19,327 300 19,841 153,708 952 100 100 150 109,153 3,200 206,582 556,310 $ 28,990 520,000 3,900 36,000 315 25,200 172,648 1,000 700 2,600 500 112,000 3,360 183,777 20,000 1,110,990 10,910 (435,500) (700) 4,000 185 (5,200) (91,648) 1,500 325 1,500 79,615 6,640 22,805 (20,000) (425,568) 27% -515% -22% 10% 37% -26% -113% 60% 32% 37% 0% 42% 66% 11% $ 39,900 84,500 3,200 40,000 500 20,000 81,000 2,500 1,025 4,100 500 191,615 10,000 206,582 685,422 $ $ 39,900 84,500 3,200 40,000 500 20,000 81,000 2,500 1,025 4,100 500 191,615 10,000 206,582 685,422 Subtotal $ 1,085,000 18,000 100,000 1,203,000 $ 1,085,000 18,000 100,000 1,203,000 $ 6,335 6,335 $ 42,875 100,000 142,875 Total Expenditures $ 2,568,735 $ 2,568,735 $ 1,106,550 $ 2,273,719 $ 295,016 11% Operating Balance (Rev. - Exp.) $ 99,559 $ 99,559 $ 546,758 $ 5,129 $ 94,430 95% Ending Fund Balance (Resources - Exp.) $ - $ - $ 2,007,172 $ 1,465,543 $ Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 820 RENT 825 REPAIRS AND MAINTENANCE 827 MATERIAL MGNT DISCRETIONARY 829 FUEL 834 BASE LEVEL EQ SERVICES CHARGES 839 OTHER INTERNAL SVCS CHARGES 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 850 UTILITIES 860 MISCELLANEOUS EXPENSE 880 TRANSFERS OUT TO OTHER FUNDS 890 NON CAPITAL EQUIPMENT Subtotal $ $ CAPITAL OUTLAY 915 BUILDINGS AND IMPROVEMENTS 920 EQUIPMENT 930 TRANSPORTATION $ 1,145,000 1,378,294 145,000 2,668,294 $ 2,668,294 % 1,460,414 EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 796 P S INTER-FUND CHARGES 797 PERSONNEL SAVINGS (NEG) 1,460,414 Variance $ REVENUE 620 INTERGOVERNMENTAL 635 FEES & CHARGES 650 MISCELLANEOUS REVENUE $ FY 00-01 FINAL/ADOPTED $ - 484 - $ $ $ 1,460,414 $ $ (602,125) 11,027 201,652 (389,446) 1,042,125 18,000 $ 1,060,125 $ (1,465,543) (1) 0 139% -15% 40% -30% -50% -62% 96% 100% 0% 88% Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 PARKS SOUVENIR FUND Agency 303 Personal Services Org Title 3033 OPERATIONS ROLLUP $ Totals: $ - Supplies & Services $ $ 30,000 30,000 Capital Outlay Total Expenditures $ $ $ $ - 30,000 30,000 Revenue $ $ 55,000 55,000 EXPENDITURES AND REVENUES BY AGENCY/OBJECT PARKS SOUVENIR FUND Agency 303 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED RESOURCES Beginning Fund Balance $ - $ REVENUE 650 MISCELLANEOUS REVENUE Subtotal $ 36,000 36,000 $ 36,000 36,000 Total Resources $ 36,000 $ $ - $ FY 00-01 FINAL/ADOPTED Variance % 25,000 $ 25,000 $ 25,000 $ 25,000 25,000 $ 30,000 30,000 $ (6,000) (6,000) 36,000 $ 50,000 $ 55,000 $ 19,000 5,000 5,000 2,000 24,000 36,000 $ $ 10,000 10,000 2,000 22,000 $ $ 5,000 $ 5,000 2,000 24,000 36,000 $ $ 12,000 $ 5,000 10,000 3,000 30,000 $ (7,000) (8,000) 21,000 6,000 Total Expenditures $ 36,000 $ 36,000 $ 22,000 $ 30,000 $ 6,000 Operating Balance (Rev. - Exp.) $ - $ - $ 3,000 $ - $ - Ending Fund Balance (Resources - Exp.) $ - $ - $ 28,000 $ 25,000 $ -17% -17% 53% EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES 801 GENERAL SUPPLIES 825 REPAIRS AND MAINTENANCE 860 MISCELLANEOUS EXPENSE 870 OTHER ADJUSTMENTS Subtotal -140% 0% -400% 88% 17% CAPITAL OUTLAY - 485 - (25,000) 17% Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 PARKS DONATIONS Agency 304 Org Personal Services Title 3033 DONATIONS ROLLUP $ Totals: $ - Supplies & Services $ $ 15,000 15,000 Total Capital Outlay Expenditures $ $ - $ $ 15,000 15,000 Revenue $ $ 15,000 15,000 EXPENDITURES AND REVENUES BY AGENCY/OBJECT PARKS DONATIONS Agency 304 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 650 MISCELLANEOUS REVENUE Subtotal $ 75,000 75,000 $ 75,000 75,000 $ 15,000 15,000 $ 15,000 15,000 $ (60,000) (60,000) -80% -80% Total Resources $ 75,000 $ 75,000 $ 15,000 $ 15,000 $ (60,000) -80% SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 825 REPAIRS AND MAINTENANCE Subtotal $ 35,000 $ 5,000 35,000 75,000 $ 35,000 5,000 35,000 75,000 $ $ $ 12,000 3,000 15,000 $ 12,000 $ 1,500 1,500 15,000 $ 23,000 3,500 33,500 60,000 66% 70% 96% 80% 75,000 $ 75,000 $ 15,000 $ 15,000 $ 60,000 80% EXPENDITURES PERSONAL SERVICES CAPITAL OUTLAY Total Expenditures $ - 486 - Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 PARKS ENHANCEMENT Agency 305 Org Personal Services Title 3031 PARKS ENHANCEMENT $ Totals: $ Supplies & Services 30,142 1,449,001 1,479,143 $ $ Total Capital Outlay Expenditures 145,600 145,600 $ $ 210,000 210,000 $ $ 30,142 1,804,601 1,834,743 Revenue $ $ 2,196,562 2,196,562 EXPENDITURES AND REVENUES BY AGENCY/OBJECT PARKS ENHANCEMENT Agency 305 FY 99-00 FINAL/ADOPTED RESOURCES Beginning Fund Balance FY 99-00 RESTATED $ 598,660 $ 598,660 Subtotal $ 1,561,039 456,433 2,017,472 $ Total Resources $ $ 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 795 P S INTER-FUND CREDIT (NEG) 796 P S INTER-FUND CHARGES 797 PERSONNEL SAVINGS (NEG) Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 820 RENT 825 REPAIRS AND MAINTENANCE 829 FUEL 830 TELECOM DISCRETIONARY 834 BASE LEVEL EQ SERVICES CHARGES 839 OTHER INTERNAL SVCS CHARGES 841 EMPLOYEE TRAVEL 842 EDUCATION 850 UTILITIES 860 MISCELLANEOUS EXPENSE 890 NON CAPITAL EQUIPMENT Subtotal $ $ FY 99-00 PROJECTED $ 519,686 1,561,039 456,433 2,017,472 2,616,132 $ 2,616,132 1,199,753 $ 84,000 6,000 274,497 34,969 50,000 14,356 (34,969) 1,628,606 $ FY 00-01 FINAL/ADOPTED $ 519,686 $ 1,001,779 595,240 1,597,019 $ 1,051,876 625,000 1,676,876 $ 2,116,705 $ 2,196,562 1,225,779 $ 84,000 6,000 280,116 45,022 8,302 14,356 (34,969) 1,628,606 $ 1,168,201 49,782 5,258 234,129 14,356 1,471,726 $ $ $ 34,748 2,442 3,159 7,097 1,132 2,310 16,000 195 710 33,288 13,563 114,644 $ 32,900 $ 2,800 2,300 5,000 1,500 200 2,000 900 1,425 6,500 80,100 1,000 136,625 $ 32,900 2,800 2,300 5,000 1,500 200 2,000 900 1,425 6,500 80,100 1,000 136,625 CAPITAL OUTLAY 915 BUILDINGS AND IMPROVEMENTS 920 EQUIPMENT 930 TRANSPORTATION Subtotal $ 600,000 20,900 10,000 630,900 $ 600,000 20,900 10,000 630,900 Total Expenditures $ 2,396,131 $ 2,396,131 Operating Balance (Rev. - Exp.) $ (378,659) $ Ending Fund Balance (Resources - Exp.) $ 220,001 $ $ $ Variance $ (78,974) $ % (0) $ (509,163) 168,567 (340,596) (0) 37% -17% $ (419,570) -16% 1,315,783 $ 60,000 5,521 308,895 63,524 65,000 (291,937) (47,643) 1,479,143 $ (90,004) 24,000 479 (28,779) (18,502) (56,698) 291,937 14,356 12,674 149,463 -7% 29% 8% -10% -41% -683% $ 23,900 2,600 3,300 9,100 1,300 200 2,500 1,000 5,100 8,600 48,000 15,000 25,000 145,600 $ 250,000 15,304 265,304 $ 1,851,674 $ 100% 36% 9% $ 9,000 27% 200 7% (1,000) -43% (4,100) -82% 200 13% 0% (500) -25% (100) -11% (3,675) -258% (2,100) -32% 32,100 40% (14,000) -1400% (25,000) (8,975) -7% $ 200,000 10,000 210,000 $ 400,000 20,900 420,900 67% 100% 0% 67% $ 1,834,743 $ 561,388 23% (378,659) $ (254,655) $ (157,867) $ (220,792) -58% 220,001 265,031 361,819 (141,818) -64% - 487 - $ $ $ Maricopa County FY 2000-01 Annual Business Strategies 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 and development services to the citizens of Maricopa County. Program Goals e Continue to lead implementation of the “One-Stop Shop”, including staffing the interdepartmental “One-Stop Shop” development team. e Continue to review and streamline Planning and Development processes and business practices. e Develop improved customer service techniques for the information center, service center, and cashier counters, to be implemented through the “One-Stop Shop”. e Process revision impacts (ordinance changes designed to improve application processing efficiency). e Prepare and/or update procedures manuals for all department divisions. - 488 - Maricopa County FY 2000-01 Annual Business Strategies Community Impact Current planning, development services, and inspection services assure that development meets applicable zoning and building safety requirements. Without these programs, development could occur in inappropriate locations, with public 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. Performance Measures Activity Performance Measures: Number of Building Inspections Number of Permits Issued Number of Zoning Clearances Number of Zoning Violations Number of Zoning/Special Use Applications Number of Board of Adjustment Applications Number of Subdivision Applications Number of Code Enforcement Inspections Type* Output Output Output Output Output Output Output Output FY 97-98 FY 98-99 80,543 163,000 9,077 10,201 6,369 6,113 1,020 956 134 113 184 111 55 55 6,457 4,704 FY 99-00 FY 00-01 (Est.) (Proj.) 240,918 180,000 13,897 14,000 4,187 8,000 770 900 139 130 136 120 83 60 4,700 4,000 *Types : Result, Output, Demand DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE SPECIAL REVENUE TOTAL FUNDS $ Personal Services 4,625,829 4,625,829 $ PLANNING & DEVELOPMENT Department 44 Supplies & Services Capital Outlay 2,207,574 345,041 2,207,574 $ 345,041 - 489 - Total Expenses 7,178,444 $ 7,178,444 Total Revenue 7,470,500 $ 7,470,500 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT PLANNING & DEVELOPMENT Department 44 FY 99-00 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED PROJECTED FY 00-01 FINAL/ADOPTED $ - $ - $ 2,250,968 $ 2,250,968 Subtotal $ 3,734,531 3,025,000 25,000 300,000 7,084,531 $ 3,734,531 3,025,000 25,000 300,000 7,084,531 $ 6,211,850 2,034,000 22,000 8,267,850 $ 5,227,000 2,221,300 3,000 19,200 7,470,500 $ 1,492,469 (803,700) (22,000) (280,800) 385,969 40% -27% -88% -94% 5% Total Resources $ 7,084,531 $ 7,084,531 $ 8,267,850 $ 9,721,468 $ 2,636,937 37% Subtotal $ 3,102,714 $ 31,554 34,660 614,853 102,547 (41,470) 8,745 (186,238) 3,667,365 $ 3,131,055 $ 31,554 34,511 632,036 57,172 (41,470) 8,745 (186,238) 3,667,365 $ 2,714,084 $ 33,777 28,728 528,447 3,305,036 $ 3,712,800 $ 35,000 40,450 811,950 110,954 (85,325) 4,625,829 $ (581,745) (3,446) (5,939) (179,914) (53,782) (41,470) 8,745 (100,913) (958,464) -19% -11% -17% -28% -94% -100% 100% -54% -26% SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 810 LEGAL 820 RENT 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 828 MOTOR POOL 829 FUEL 830 TELECOM DISCRETIONARY 832 COUNTY COUNSEL 833 EMPLOYEE BENEFITS ADMINISTRATION 834 BASE LEVEL EQ SERVICES CHARGES 836 RISK MANAGEMENT 837 BASE LEVEL TELECOM 838 TELECOM WIRELESS SYSTEMS 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 850 UTILITIES 860 MISCELLANEOUS EXPENSE 880 TRANSFERS OUT TO OTHER FUNDS 890 NON CAPITAL EQUIPMENT Subtotal $ 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 $ 80,004 136,831 2,000 399,996 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 2,430,765 100,000 $ 296,147 5,000 584,686 49,057 32,500 242 36,960 41,463 153,219 36,058 25,331 49,672 12,000 12,000 42,000 30,000 42,422 516,907 141,910 2,207,574 $ (19,996) (159,316) (3,000) (184,690) (29,057) 875,000 (6,500) (242) (36,960) (33,220) (93,219) 7,868 17,942 (9,496) (3,346) (12,000) (1,000) (2,000) 4,183 100,000 (16,335) (29,515) (141,910) 223,191 -25% -116% -150% -46% -145% 100% -25% $ 31,398 $ 325,717 881 204,775 20,133 274,737 25,722 219 21,599 14,661 7,868 22,888 15,835 46,226 9,977 1,480 11,686 6,891 40,367 496,188 1,579,248 $ Subtotal $ 446,000 200,000 646,000 $ 446,000 200,000 646,000 $ 995,431 100,399 1,095,830 $ 44,000 301,041 345,041 $ 402,000 (101,041) 300,959 90% -51% 47% Total Expenditures $ 6,744,130 $ 6,744,130 $ 5,980,114 $ 7,178,444 $ (434,314) -6% Operating Balance (Rev. - Exp.) $ 340,401 $ 340,401 $ 2,287,736 $ 292,056 $ (48,345) -14% Ending Fund Balance (Resources. - Exp.) $ - $ - $ RESOURCES Beginning Fund Balance REVENUE 610 LICENSES AND PERMITS 635 FEES & CHARGES 637 FINES & FORFEITS 650 MISCELLANEOUS REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 795 P S INTER-FUND CREDIT (NEG) 796 P S INTER-FUND CHARGES 797 PERSONNEL SAVINGS (NEG) $ CAPITAL OUTLAY 920 EQUIPMENT 930 TRANSPORTATION - 490 - $ $ - - $ 2,543,024 $ Variance 2,543,024 % -403% -155% 100% 33% -60% -7% -9% -5% 12% 100% -63% -6% 9% Maricopa County FY 2000-01 Annual Business Strategies POSITION DISTRIBUTION Dept 44 PLANNING & DEVELOPMENT WORKING TITLE ADMINISTRATIVE ADMINISTRATIVE ASSISTANT ADMINISTRATIVE COORDINATOR BOARD OF ADJUSTMENT SECRETARY BUILDING INSPECTION MANAGER BUILDING INSPECTOR II BUSINESS SYSTEMS SUPPORT TECH CASHIER CODE ENFORCEMENT OFFICER I CODE ENFORCEMENT OFFICER II CODE ENFORCEMENT SUPERVISOR CODE ENFORCEMENT TECHNICIAN DEVELOPMENT SERVICES ADMINISTRATIVE ASSISTANT DEVELOPMENT SERVICES COORDINATOR DEVELOPMENT SERVICES SPECIALIST I DEVELOPMENT SERVICES SPECIALIST II DEVELOPMENT SERVICES SUPERVISOR DEVELOPMENT SERVICES TECHNICIAN EXECUTIVE ASSISTANT/WEB DEVELOPER GRAPHICS SPECIALIST III PLAN REVIEW DIVISION MANAGER PLAN REVIEW SPECIALIST PLAN REVIEWER II PLANNER PLANNING AND DEVELOPMENT DIRECTOR PLANNING AND ZONING SECRETARY PLANNING ASSISTANT PLANNING MANAGER PROFESSIONAL SENIOR PLANNER STRUCTURAL PLAN REVIEW ENGINEER TECHNICAL ZONING REPRESENTATIVE II ZONING REPRESENTATIVE III Total FTE 2.0 9.0 2.0 1.0 1.0 18.0 1.0 2.0 3.0 4.0 1.0 1.0 2.0 1.0 8.0 4.0 1.0 5.0 1.0 1.0 1.0 3.0 4.0 6.0 1.0 1.0 2.0 3.0 6.0 5.0 1.0 5.0 1.0 1.0 108.0 TOTAL BUDGET BY PROGRAM FY 2000-01 PLANNING AND DEVELOPMENT Agency 440 Org Title 4401 4410 4420 4430 4440 4450 4460 4470 4480 AUTOMATION SUPPORT ADMINISTRATION TECHNOLOGY SUPPORT CUSTOMER SERVICE CODE ENFORCEMENT INSPECTION SERVICES PLAN REVIEW CURRENT PLANNING COMPREHENSIVE PLANNING Personal Services $ Totals: $ 450,054 148,189 895,256 506,528 935,299 557,243 630,811 376,139 4,499,519 - 491 - Supplies & Services $ $ 1,921,323 13,500 22,750 23,500 18,250 13,500 40,625 100,250 2,153,698 Capital Outlay Total Expenditures $ $ $ 319,810 319,810 $ 2,691,187 161,689 918,006 530,028 953,549 570,743 671,436 476,389 6,973,027 Revenue $ $ 17,200 2,200,754 41,300 5,077,000 1,092,000 1,055,000 12,000 9,495,254 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY AGENCY/OBJECT PLANNING AND DEVELOPMENT Agency 440 FY 99-00 FINAL/ADOPTED RESOURCES Beginning Fund Balance $ REVENUE 610 LICENSES AND PERMITS 635 FEES & CHARGES 637 FINES & FORFEITS 650 MISCELLANEOUS REVENUE FY 99-00 RESTATED - FY 99-00 PROJECTED $ - FY 00-01 FINAL/ADOPTED $ - 3,585,000 2,970,000 25,000 20,000 6,600,000 Variance % $ 2,199,754 $ 2,199,754 $ 5,987,500 2,034,000 22,000 8,043,500 $ 5,052,000 1,467,000 2,221,300 (748,700) 3,000 (22,000) 19,200 (800) 7,295,500 $ 695,500 0 (0) (1) -4% 11% 44% Subtotal $ 3,585,000 2,970,000 25,000 20,000 6,600,000 $ Total Resources $ 6,600,000 $ 6,600,000 $ 8,043,500 $ 9,495,254 $ 2,895,254 $ 3,033,231 $ 31,554 33,550 602,209 99,072 (41,470) 8,745 (186,238) 3,580,653 $ 3,060,753 $ 31,554 33,401 619,281 54,627 (41,470) 8,745 (186,238) 3,580,653 $ 2,644,601 33,777 28,728 515,803 3,222,909 $ 3,610,110 $ 35,000 40,000 791,850 107,884 (85,325) 4,499,519 $ (549,357) (3,446) (6,599) (172,569) (53,257) (41,470) 8,745 (100,913) (918,866) -18% -11% -20% -28% -97% -100% 100% -54% -26% 80,004 81,831 2,000 399,996 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 2,375,765 $ 100,000 $ 244,933 5,000 584,686 49,057 32,500 242 36,960 41,463 153,219 36,058 25,331 49,672 12,000 12,000 42,000 30,000 42,422 516,907 139,248 2,153,698 $ (19,996) (163,102) (3,000) (184,690) (29,057) 875,000 (6,500) (242) (36,960) (33,220) (93,219) 7,868 17,942 (9,496) (3,346) (12,000) (1,000) (2,000) 4,183 100,000 (16,335) (29,515) (139,248) 222,067 -25% -199% -150% -46% -145% 100% -25% $ 31,398 271,476 881 204,775 20,133 274,737 25,722 219 21,599 14,661 7,868 22,888 15,835 46,226 9,977 1,480 11,686 6,891 40,367 496,188 1,525,007 $ $ 80,000 $ 81,831 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 2,375,765 $ Subtotal $ 440,000 200,000 640,000 $ 440,000 200,000 640,000 $ 995,431 100,399 1,095,830 $ 44,000 275,810 319,810 $ 396,000 (75,810) 320,190 90% -38% 50% Total Expenditures $ 6,596,418 $ 6,596,418 $ 5,843,746 $ 6,973,027 $ (376,609) -6% Operating Balance (Rev. - Exp.) $ 3,582 $ 3,582 $ 2,199,754 $ 322,473 $ Ending Fund Balance (Resources - Exp.) $ - - $ - $ EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL 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 & SERVICES 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 810 LEGAL 820 RENT 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 828 MOTOR POOL 829 FUEL 830 TELECOM DISCRETIONARY 832 COUNTY COUNSEL 833 EMPLOYEE BENEFITS ADMINISTRATION 834 BASE LEVEL EQ SERVICES CHARGES 836 RISK MANAGEMENT 837 BASE LEVEL TELECOM 838 TELECOM WIRELESS SYSTEMS 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 850 UTILITIES 860 MISCELLANEOUS EXPENSE 880 TRANSFERS OUT TO OTHER FUNDS 890 NON CAPITAL EQUIPMENT Subtotal $ $ CAPITAL OUTLAY 920 EQUIPMENT 930 TRANSPORTATION $ - 492 - $ $ -403% -155% 100% 33% -60% -7% -9% -5% 12% 100% -63% -6% 9% (318,891) -8903% 2,522,227 $ (2,522,227) Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 PLANNING AND DEVELOPMENT - SPECIAL FUNDS Agency 442 Personal Services Org Title 4401 AUTOMATION SUPPORT $ Totals: $ - Supplies & Services $ $ - Capital Outlay Total Expenditures $ $ $ $ - - Revenue $ $ - Variance % EXPENDITURES AND REVENUES BY AGENCY/OBJECT PLANNING AND DEVELOPMENT - SPECIAL FUNDS Agency 442 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED RESOURCES REVENUE 650 MISCELLANEOUS REVENUE Subtotal $ 280,000 280,000 $ 280,000 280,000 $ - $ - $ (280,000) (280,000) -100% -100% Total Resources $ 280,000 $ 280,000 $ - $ - $ (280,000) -100% Operating Balance (Rev. - Exp.) $ 280,000 $ 280,000 $ - $ - $ 280,000 100% EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES CAPITAL OUTLAY - 493 - Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 PLANNING AND DEVELOPMENT - DEL WEBB Agency 443 Personal Services Org Title 4401 4430 4450 AUTOMATION SUPPORT PROJECT SUPPORT INSPECTION SERVICES $ Supplies & Services 46,244 80,066 126,310 Totals: $ $ 2,662 2,662 $ Capital Outlay Total Expenditures $ $ 25,231 25,231 $ $ 46,244 107,959 154,203 Revenue $ $ 175,000 175,000 EXPENDITURES AND REVENUES BY AGENCY/OBJECT PLANNING AND DEVELOPMENT - DEL WEBB Agency 443 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 610 LICENSES AND PERMITS Subtotal $ 149,531 149,531 $ 149,531 149,531 $ 224,350 224,350 $ 175,000 175,000 $ 25,469 25,469 0 17% Total Resources $ 149,531 $ 149,531 $ 224,350 $ 175,000 $ 25,469 17% 69,483 1,110 12,644 3,475 86,712 $ $ $ 69,483 12,644 82,127 $ $ 70,302 1,110 12,755 2,545 86,712 $ 102,690 $ 450 20,100 3,070 126,310 $ (32,388) 660 (7,345) (525) (39,598) -46% 59% -58% -21% -46% $ - $ - $ - $ 2,662 2,662 $ (2,662) (2,662) Subtotal $ 6,000 6,000 $ 6,000 6,000 $ - $ 25,231 25,231 $ 6,000 (25,231) (19,231) -321% Total Expenditures $ 92,712 $ 92,712 $ 82,127 $ 154,203 $ (61,491) -66% Operating Balance (Rev. - Exp.) $ 56,819 $ 56,819 $ 142,223 $ 20,797 $ 36,022 63% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS Subtotal SUPPLIES & SERVICES 890 NON CAPITAL EQUIPMENT Subtotal $ $ CAPITAL OUTLAY 920 EQUIPMENT 930 TRANSPORTATION - 494 - 100% Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 PLANNING AND DEVELOPMENT - AUTOMATION FUND Agency 444 Org 4401 Personal Services Title AUTOMATION SUPPORT Totals: $ $ - Supplies & Services $ $ 51,214 51,214 Capital Outlay Total Expenditures $ $ $ $ - 51,214 51,214 Revenue $ $ 51,214 51,214 EXPENDITURES AND REVENUES BY AGENCY/OBJECT PLANNING AND DEVELOPMENT - AUTOMATION FUND Agency 444 FY 99-00 FINAL/ADOPTED RESOURCES Beginning Fund Balance FY 99-00 RESTATED FY 99-00 PROJECTED $ - $ Subtotal $ 55,000 55,000 $ 55,000 55,000 Total Resources $ 55,000 $ SUPPLIES & SERVICES 805 CONTRACTUAL SERVICES - EXTERNAL Subtotal $ 55,000 55,000 Total Expenditures $ Operating Balance (Rev. - Exp.) $ REVENUE 635 FEES & CHARGES - $ FY 00-01 FINAL/ADOPTED Variance % - $ 51,214 $ 51,214 $ - $ - $ (55,000) (55,000) (1) -100% 55,000 $ - $ 51,214 $ (3,786) -7% $ 55,000 55,000 $ 54,241 54,241 $ 51,214 51,214 $ 3,786 3,786 7% 7% 55,000 $ 55,000 $ 54,241 $ 51,214 $ 3,786 7% - $ (54,241) $ (51,214) $ 51,214 EXPENDITURES PERSONAL SERVICES CAPITAL OUTLAY - 495 - - $ Maricopa County FY 2000-01 Annual Business Strategies 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 e Partner with state and community agencies for development of a Financial Abuse Specialist Team (FAST) for prevention of vulnerable adult abuse by June, 2002. e Increase the participation of staff who telework in the Public Fiduciary’s Office to 60% by January, 2002. e Develop and implement a new comprehensive fiduciary management plan by June 30, 2002. 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. - 496 - Maricopa County FY 2000-01 Annual Business Strategies Performance Measures Program: Public Fiduciary Services FY 98 Actual FY 99 Actual Projected FY00 Projected FY01 $559,591 1,123 15.5 mil $706,078 1,188 18.2 mil $750,000 1,220 20.5 mil $750,000 1,250 20.5 mil 35 6.00% 33 26.00% 33 12.00% 35 8.00% 3.26% 3.03% 1.50% 1.50% 42.00% 52.00% 61.00% 65.00% 95.45% 86.21% 85.00% 96.00% 90.56% 99.48% 96.00% 96.00% 99.63% 100.00% 96.00% 96.00 100.00% 96.88% 96.00% 96.00% 94.95% 95.49% 95.00% 96.00% Performance Measures § § § § § § § § § § § § Fees and revenue collected. Total cases handled during fiscal year. Total value of assets under fiduciary management by office. Number of FTE’s. Percent increase in revenue collection from previous fiscal year. Percent of budget expenditure savings from fiscal year. Fees collected as a percentage of actual expenditures. Percent of court inventories filed with the Court on time. Percent of court accountings filed with Court on time. Percent of annual guardian reports filed with Court on time. Percent of court investigation reports filed with the Court on time. Percent of indigent burials completed in five days or less. DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE GENERAL FUND TOTAL FUNDS $ $ Personal Services 1,518,570 1,518,570 $ $ PUBLIC FIDUCIARY Department 34 Supplies & Services 238,467 $ 238,467 $ - 497 - Capital Outlay - Total Expenses $ 1,757,037 $ 1,757,037 Total Revenue $ 780,000 $ 780,000 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT PUBLIC FIDUCIARY Department 34 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 635 FEES & CHARGES Subtotal $ 690,000 690,000 $ 690,000 690,000 $ 730,000 730,000 $ 780,000 780,000 $ 90,000 90,000 13% 13% Total Resources $ 690,000 $ 690,000 $ 730,000 $ 780,000 $ 90,000 13% 1,198,198 $ 221,051 55,401 (37,596) 1,437,054 $ 1,068,570 $ 35,379 187,660 1,589 (37,596) 1,255,602 $ 1,274,241 $ 173 248,792 32,960 (37,596) 1,518,570 $ (76,043) (173) (27,741) 22,441 (81,516) -6% -13% 41% 0% -6% 15,881 $ 9,200 120 178,039 12,900 100 800 3,124 8,778 2,600 3,700 3,225 238,467 $ (3,381) 2,000 2,741 (6) (1,596) (500) 500 (33) (275) -27% 18% 0% 2% 0% 0% 0% 0% -22% -24% 12% -1% 0% 2,269 2,269 100% 100% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 797 PERSONNEL SAVINGS (NEG) $ Subtotal $ 1,210,838 $ 235,159 28,653 (37,596) 1,437,054 $ SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 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 $ 11,500 $ 11,200 120 181,780 12,900 100 800 3,118 7,182 2,100 4,200 3,192 238,192 $ 12,500 11,200 120 180,780 12,900 100 800 3,118 7,182 2,100 4,200 3,192 238,192 $ 11,500 $ 7,624 119 168,515 1,257 100 800 1,400 7,148 2,149 1,600 11,000 213,212 $ Subtotal $ 2,269 2,269 $ 2,269 2,269 $ - $ - $ Total Expenditures $ 1,677,515 $ 1,677,515 $ 1,468,814 $ 1,757,037 $ (79,522) -5% Operating Balance (Rev. - Exp.) $ (987,515) $ (987,515) $ (738,814) $ (977,037) $ 10,478 1% CAPITAL OUTLAY 940 OTHER CAPITAL OUTLAY - 498 - $ Maricopa County FY 2000-01 Annual Business Strategies POSITION DISTRIBUTION Dept 34 PUBLIC FIDUCIARY WORKING TITLE FTE ADMINISTRATIVE COORD III 1.0 ASSISTANT PBLC FIDUCIARY 1.0 CLERK IV 1.0 ESTATE ADMINISTRATION MGR 1.0 ESTATE ADMINISTRATOR 10.0 ESTATE ANALYST 4.0 ESTATE FIELD INVESTIGATOR 1.0 ESTATE OPERATIONS MGR 1.0 GUARDIAN ADMINISTRATION MGR 1.0 GUARDIAN ADMINISTRATOR 7.0 INDIGENT BURIAL COORD 2.0 LEGAL SECRETARY II 1.0 LEGAL SECRETARY III 1.0 PUBLIC FIDUCIARY 1.0 SECRETARY 1.0 SENIOR SYSTEMS ANALYST 1.0 35.0 Total TOTAL BUDGET BY PROGRAM FY 2000-01 PUBLIC FIDUCIARY Agency 340 Org Title 3410 3420 3430 PUBLIC FIDUCIARY SERVICES INDIGENT BURIAL SERVICES TITLE 13 GUARDIANSHIP Personal Services $ Totals: $ 1,435,679 82,891 1,518,570 - 499 - Supplies & Services $ $ 228,587 9,880 238,467 Capital Outlay Total Expenditures $ $ $ - $ 1,664,266 92,771 1,757,037 Revenue $ $ 780,000 780,000 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY AGENCY/OBJECT PUBLIC FIDUCIARY Agency 340 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 635 FEES & CHARGES Subtotal $ 690,000 690,000 $ 690,000 690,000 $ 730,000 730,000 $ 780,000 780,000 $ 90,000 90,000 0 13% Total Resources $ 690,000 $ 690,000 $ 730,000 $ 780,000 $ 90,000 13% (76,043) (173) (27,741) 22,441 (81,516) -6% -13% 41% 0% -6% -27% 18% 0% 2% 0% 0% 0% 0% -22% -24% 12% -1% 0% 100% 100% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 797 PERSONNEL SAVINGS (NEG) $ Subtotal $ SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 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 $ CAPITAL OUTLAY 940 OTHER CAPITAL OUTLAY 1,210,838 $ 235,159 28,653 (37,596) 1,437,054 $ 11,500 11,200 120 181,780 12,900 100 800 3,118 7,182 2,100 4,200 3,192 238,192 $ 1,198,198 $ 221,051 55,401 (37,596) 1,437,054 $ $ 12,500 11,200 120 180,780 12,900 100 800 3,118 7,182 2,100 4,200 3,192 238,192 $ 1,068,570 $ 35,379 187,660 1,589 (37,596) 1,255,602 $ $ 11,500 7,624 119 168,515 1,257 100 800 1,400 7,148 2,149 1,600 11,000 213,212 $ 1,274,241 $ 173 248,792 32,960 (37,596) 1,518,570 $ $ 15,881 9,200 120 178,039 12,900 100 800 3,124 8,778 2,600 3,700 3,225 238,467 $ $ (3,381) 2,000 2,741 (6) (1,596) (500) 500 (33) (275) Subtotal $ 2,269 2,269 $ 2,269 2,269 $ - $ - $ 2,269 2,269 Total Expenditures $ 1,677,515 $ 1,677,515 $ 1,468,814 $ 1,757,037 $ (79,522) -5% Operating Balance (Rev. - Exp.) $ (977,037) $ (10,478) -1% (987,515) $ (987,515) $ - 500 - (738,814) $ Maricopa County FY 2000-01 Annual Business Strategies Public Health (86) County Administrative Officer Chief Health Services Officer Public Health Public Health Jonathan B. Weisbuch, M.D., Director Jonathan B. Weisbuch, M.D., Director Administrative Services Community Health Services Preventive Medical Health Services Epidemiology & Data Services Ryan White Title I Mission To promote, preserve, and protect the health of people and communities in Maricopa County. Program Goals e Maintain department expenditures within authorized budget levels throughout FY 2000-01. e Add $500,000 in new revenue through new or expanded grant awards, contracts, and allowable program fees. e Create an organizational culture that rewards creativity. e Create a strong coalition of support for Public Health programs both inside and outside County government. e Implement process for quality improvement. e Expand and strengthen the collaborative Emergency Response Plan. e Establish quality public health facilities throughout Maricopa County. e Increase recognition of employees and career development opportunities for employees. e Over the next three years: identify, organize, and expand health education services into at least two gap areas. e Form partnerships with school-based health providers. e Inventory available data sources, identify gaps, and make reports available based on customer need. Community Impact The Department of Public Health provides services which: e e e e e Increase life expectancy and productivity Reduce the occurrence of disease, disability, and early death Eliminate diseases that are preventable by vaccines (such as measles, mumps, and rubella) Reduce the occurrence of traumatic injuries (such as head injuries) Improve the conditions which may result in illness to infants and children - 501 - Maricopa County FY 2000-01 Annual Business Strategies 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 Activity Performance Measures: Type* FY 97-98 Immunize children in Maricopa County to prevent serious diseases such as Hepatitis B and measles. Measure: Immunization volume. Narrative: Demand will increase significantly due to a rule requiring second and seventh graders to receive immunizations. However, the clinic location change will reduce demand somewhat. Therefore, the program predicts a 4% increase over last year. Detect HIV/STDs and give people at high risk the skills to reduce the spread of HIV and sexually transmitted diseases (STDs). Measure 1. Clients diagnosed with/without HIV or other STDs and educated to reduce the spread of HIV/STDs. Narrative: To address the syphilis outbreak, the Department will receive additional funding for outreach. With the additional funds, the program expects to double the outreach effort. In numerical terms, this is an additional 1,000 client education sessions. Measure 2. Early syphilis rate (per 100,000). Narrative: Reduction of the rate of syphilis is a longterm process that historically involves a short-term increase in syphilis rates as cases are identified. With increased funds for addressing syphilis, the Department should be able to lower rates to no greater than 11 per 100,000 by FY 2006, but there may be higher numbers in the intervening years. Provide high quality laboratory results to providers Results 86,722 Measure 1. Lab results returned to provider for analysis and patient follow-up. Narrative: The staff will be losing a 0.5 FTE and therefore may not be able to produce at last year’s level. However, fully educated and complete staff should produce well above the three-year average of 114,543. Measure 2. Accuracy (determined by external audit). Narrative: The laboratory has consistently maintained a high standard of quality and should be able to do so in the future. Prevent the spread of tuberculosis through widespread screening. Measure: Number of clients diagnosed with/without tuberculosis. Narrative: In FY 99-00, the TB team had unfilled positions and therefore were not able to keep up with the pace set in FY 98-99. However, with full staff, they should be able to increase over last year to the three-year average of 21,172. FY 98-99 FY 99-00 (Est.) FY 00-01 (Proj.) 110,236 83,322 86,500 22,502 25,960 27,000 11 (by FY 06) Results 23,617 Results 12.2 14.2 14.9 Results 105,681 116,262 121,687 118,500 Results 99.61% 99.20% 99% >=99% Results 17,076 23,524 22,915 21,172 - 502 - Maricopa County FY 2000-01 Annual Business Strategies Improve the quality of life of HIV-infected individuals and reduce long-term costs for the care of HIV-infected individuals. Measure: Number of HIV-infected individuals completing medication therapy, dental treatment, or receiving Ryan White HIV services. Narrative: The program has been able to increase services each year due to increases in funds from a federal Ryan White Title I grant and will do so again this year. Reduce smoking among youth. Results 1,228 1,213 1,501 1,534 Results NA NA NA Efficien cy $96.02 $83.15 $80.79 $80.00 Results NA NA NA 1 report 250,000 Measure: Number of school-aged students educated on dangers of smoking and chewing tobacco (prevention). Narrative: The 250,000 estimate is based on much guess work as the program is in its infancy. The program has just instituted a consistent data collection process. Therefore, year-end actual numbers will serve as a more accurate baseline for future goals. Goal: Maintain cost of medical treatment for homeless individuals. Measure: Cost per homeless patient (not including capital costs) receiving outpatient medical treatment (per HRSA grant requirement). Narrative: The program has decreased costs significantly over the past three years. In the face of rising medical costs, the program will reduce the cost to $80.00 and hopes to maintain the cost. Produce up-to-date report on health status in Maricopa County for use by public and internal customers. Measure: Report production. Narrative: Please note that report production timing is dependent upon submission of data from ADHS. Goal: Reduce childhood injury through distribution of car seats and bike helmets. Measure 1. Car seats checked. Narrative: With no changes to staff or resources, the program expects to stay near its three-year average of 624. Measure 2. Bicycle helmets distributed. Narrative: With no changes to staff or resources, the program expects to stay near its three-year average of 466. (Note: Number of car seats and helmets is dependent upon continued donations of equipment from outside sources.) Results 284 652 937 624 Results 400 485 513 466 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE GENERAL FUND SPECIAL REVENUE TOTAL FUNDS $ $ Personal Services 4,250,341 12,682,905 16,933,246 $ $ PUBLIC HEALTH Department 86 Supplies & Services 1,190,206 19,012,951 20,203,157 - 503 - Capital Outlay $ $ - Total Expenses $ 5,440,547 31,695,856 $ 37,136,403 Total Revenue $ 31,385,645 $ 31,385,645 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT PUBLIC HEALTH Department 86 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED RESOURCES Beginning Fund Balance $ 314,537 REVENUE 615 GRANTS 635 FEES & CHARGES 640 PATIENT CHARGES 650 MISCELLANEOUS REVENUE 680 TRANSFERS IN FROM OTHER FUNDS Subtotal Total Resources FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED 314,537 $ 26,302,834 1,391,489 1,020,261 121,334 65,000 28,900,918 $ 29,215,455 $ 13,200,972 $ 61,398 5,535 2,809,898 91,783 562,553 (112,984) 112,984 (462,063) 16,270,076 $ 13,571,792 $ 62,230 5,515 2,832,148 47,397 788,784 (117,311) 117,311 (462,200) 16,845,666 $ 11,665,760 $ 126,204 270,320 2,350,819 35,394 (2,554) 14,445,943 $ 13,503,807 $ 167,158 176,231 2,981,768 159,752 701,729 (121,723) 115,791 (751,267) 16,933,246 $ 67,985 (104,928) (170,716) (149,620) (112,355) 87,055 4,412 1,520 289,067 (87,580) 1% -169% -3095% -5% -237% 11% 4% 1% 63% -1% 781,186 $ 1,064,274 12,574,482 320,379 3,800 639,340 201,448 28,800 37,150 6,261 10,601 100,000 51,651 100,752 102,594 159,750 67,710 26,100 120,000 643,254 (2,208,722) 2,095,054 652,198 17,578,062 $ 586,434 $ 925,361 8,196,832 566,117 6,552 654,816 138,179 3,852 40,842 201 8,158 139,110 12,388 86,964 95,237 138,805 56,727 26,489 98,477 260,682 (463,527) 1,230,629 894,803 13,704,128 $ 682,719 $ 1,707,632 13,363,880 768,888 8,740 983,554 238,864 28,800 65,153 17,914 14,288 106,292 13,660 115,566 110,829 173,800 75,894 21,713 121,000 765,777 (2,799,272) 2,652,996 816,904 147,566 20,203,157 $ 98,467 (643,358) (789,398) (448,509) (4,940) (344,214) (37,416) (28,003) (11,653) (3,687) (6,292) 51,651 (13,660) (14,814) (8,235) (14,050) (8,184) 4,387 (1,000) (122,523) 590,550 (557,942) (164,706) (147,566) (2,625,095) 13% -60% -6% -140% -130% -54% -19% 0% -75% -186% -35% -6% $ 721,845 $ 1,082,592 12,210,848 440,198 3,800 639,340 177,712 28,800 37,150 6,261 10,601 100,000 50,860 51,651 23,736 99,118 103,469 151,589 67,710 26,100 120,000 623,375 (2,208,722) 2,075,817 652,198 17,296,048 $ Subtotal $ 451,789 140,000 591,789 $ 469,484 140,000 609,484 $ 190,091 190,091 $ Total Expenditures $ 34,157,913 35,033,212 $ 28,340,162 $ Operating Balance (Rev. - Exp.) $ (5,256,995) $ (5,256,995) $ Ending Fund Balance (Resources. - Exp.) $ (4,942,458) $ (4,942,458) $ Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 807 HEALTH CARE 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 832 COUNTY COUNSEL 833 EMPLOYEE BENEFITS ADMINISTRATION 834 BASE LEVEL EQ SERVICES CHARGES 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 845 SUPPORT AND CARE OF PERSONS 850 UTILITIES 855 STATE AND LOCAL AID 860 MISCELLANEOUS EXPENSE 872 S S INTER-FUND CREDIT (NEG) 873 S S INTER-FUND CHARGES 880 TRANSFERS OUT TO OTHER FUNDS 890 NON CAPITAL EQUIPMENT Subtotal $ $ CAPITAL OUTLAY 915 BUILDINGS AND IMPROVEMENTS 920 EQUIPMENT 930 TRANSPORTATION - $ 27,178,133 1,391,489 1,020,261 121,334 65,000 29,776,217 $ 30,090,754 $ - 504 - $ 267,024 $ 22,734,888 996,904 796,359 104,400 29,039 24,661,590 $ 24,661,590 % $ 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) 796 P S INTER-FUND CHARGES 797 PERSONNEL SAVINGS (NEG) $ Variance $ (47,513) -15% $ 28,705,346 1,280,234 1,271,565 63,500 65,000 31,385,645 $ 1,527,213 (111,255) 251,304 (57,834) 1,609,428 6% -8% 25% -48% 0% 5% $ 31,652,669 $ 1,561,915 (3,678,572) $ - $ - $ 37,136,403 469,484 140,000 609,484 5% 100% -15% -8% -9% -12% 17% -1% -19% 27% -27% -25% -15% 100% 100% 100% $ (2,103,191) -6% (5,750,758) $ (493,763) -9% (5,483,734) $ (541,276) -11% Maricopa County FY 2000-01 Annual Business Strategies POSITION DISTRIBUTION Dept 86 PUBLIC HEALTH WORKING TITLE FTE ACCOUNTANT III 1.0 ADMINISTRATIVE 29.2 ADMINISTRATIVE ASSTNT I 7.0 ADMINISTRATIVE ASSTNT II 22.0 ADMINISTRATIVE ASSTNT III 4.0 ADMINISTRATIVE COORD I 2.0 ADMINISTRATIVE COORD II 7.0 ADMINISTRATIVE COORD III 4.0 ADMINISTRATIVE COORD IV 4.0 ADMINISTRATIVE COORD V 2.0 ADMINISTRATIVE COORD VI 11.0 ADMINISTRATOR II 1.0 ADMINISTRATOR III 1.0 CASHIER 1.0 CLERK III 3.0 CLERK IV 4.7 CLIENT SERVICES ASSTNT I 2.0 COMMUNICABLE DISEASE INVESTIGATOR 0.6 COMMUNICBLE DISEASE INVST 13.0 COMMUNITY HLTH SRVCS DIR 1.0 COUNSELOR AIDE 3.0 COUNSELOR I 2.0 COUNSELOR II 4.0 COUNSELOR III 3.9 COUNSELOR III-CLIN SPCLST 1.0 COUNSELOR IV 3.0 DATA OPERATIONS CLERK I 1.0 DENTAL HYGIENIST 2.3 ENVIRONMENTAL SERVCS PLNR 1.0 EPIDEMIOLOGIST 4.0 EPIDEMLGY & VTL STATS DIR 1.0 HEALTH EDUCATION COORDNTR 4.0 HEALTH EDUCATOR 7.0 HEALTH SERVICES ADMIN I 8.0 HEALTH SERVICES ADMIN II 3.0 HEALTH SERVICES CLERK I 27.0 HEALTH SERVICES CLERK II 3.0 HEALTH SERVICES CLERK IV 10.8 LABORATORY TECHNICIAN II 1.0 LICENSED PRACTICAL NRS II 7.5 MANAGEMENT ANALYST III 1.0 MANAGEMENT ANALYST IV 2.0 MANAGERIAL 1.5 MEDICAL ACCOUNTS CLERK II 1.0 MEDICAL DRIVER-ATTDNT I 1.0 MEDICAL DRIVER-ATTDNT II 1.0 MEDICAL RECORDS CLERK 1.0 - 505 - Maricopa County FY 2000-01 Annual Business Strategies 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 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 SECRETARY SUPERVISORY SUPPORT SERVICES TECHNICAL WORD PROCESSING OPERTR II 1.0 3.0 1.0 1.0 7.0 2.0 4.0 1.0 2.2 21.0 5.0 4.0 5.0 1.0 1.0 1.0 1.0 1.7 1.0 1.0 22.2 96.0 1.0 1.0 1.0 1.0 1.0 19.3 6.8 2.8 3.0 1.0 3.0 8.0 1.0 459.2 Total TOTAL BUDGET BY PROGRAM FY 2000-01 PUBLIC HEALTH Agency 860 Org Title 8601 8606 8610 8635 8646 8671 8680 8681 8691 8695 ADMINISTRATION ROLLUP EPIDEMIOLOGY/DISEASE SURVEILLA COMMUNITY HEALTH ADMIN ROLL UP PUBLIC HEALTH W IC PUBLIC HEALTH TB CONTROL/OTHER SVCS ROLL UP PUBLIC HEALTH STD CONTROL - COUNTY PHARMACY/LAB ROLL UP Personal Services $ Totals: $ 683,621 194,317 348,804 849,124 651,949 69,624 623,440 517,577 311,885 4,250,341 - 506 - Supplies & Services $ $ 301,336 16,580 34,213 42,794 49,501 8,006 365,551 153,403 218,822 1,190,206 Capital Outlay Total Expenditures $ $ $ - $ 984,957 210,897 383,017 891,918 701,450 77,630 988,991 670,980 530,707 5,440,547 Revenue $ $ - Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY AGENCY/OBJECT PUBLIC HEALTH Agency 860 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES 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) $ 3,445,123 $ 26,396 3,950 649,726 91,783 43,731 (71,991) (176,316) 4,012,402 $ 3,531,141 $ 26,502 3,930 658,208 45,255 (76,318) (176,316) 4,012,402 $ $ 112,331 $ 343,212 75,386 78,688 8,240 32,030 1,300 7,350 151 2,400 30,325 19,290 30,797 56,421 3,000 44,908 (112,857) 119,584 65,000 917,556 $ 107,062 $ 343,212 76,155 78,688 8,240 32,030 1,300 7,350 151 2,400 30,325 19,290 32,797 56,421 3,000 44,908 (112,857) 119,584 65,000 915,056 $ CAPITAL OUTLAY 915 BUILDINGS AND IMPROVEMENTS 920 EQUIPMENT Subtotal $ 12,500 12,500 $ 15,000 15,000 Total Expenditures $ 4,942,458 $ 4,942,458 Operating Balance (Rev. - Exp.) $ (4,942,458) $ Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 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 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 845 SUPPORT AND CARE OF PERSONS 850 UTILITIES 860 MISCELLANEOUS EXPENSE 872 S S INTER-FUND CREDIT (NEG) 873 S S INTER-FUND CHARGES 880 TRANSFERS OUT TO OTHER FUNDS 890 NON CAPITAL EQUIPMENT Subtotal $ $ 3,200,768 23,363 126,138 543,343 7,965 3,901,577 $ 3,582,051 $ 24,502 46,222 704,147 119,800 54,346 (77,923) (202,804) 4,250,341 $ (50,910) -1% 2,000 8% (42,292) -1076% (45,939) -7% (74,545) -165% (54,346) 1,605 2% 26,488 15% (237,939) -6% 102,943 $ 339,352 63,390 75,215 7,207 42,620 1,800 5,258 151 2,172 1,817 25,023 26,209 28,075 56,727 2,861 79,465 (112,590) 97,420 65,000 910,115 $ 111,472 $ 412,123 94,301 80,460 268,386 30,550 1,300 8,050 151 2,390 32,380 21,609 27,476 56,421 4,500 60,593 (214,040) 119,584 65,000 7,500 1,190,206 $ (4,410) -4% (68,911) -20% (18,146) -24% (1,772) -2% (260,146) -3157% 1,480 5% 0% (700) -10% 0% 10 0% (2,055) -7% (2,319) -12% 5,321 16% 0% (1,500) -50% (15,685) -35% 101,183 90% 0% 0% (7,500) (275,150) -30% $ 15,723 15,723 $ 4,827,415 (4,942,458) $ $ $ - $ 5,440,547 (4,827,415) $ $ 15,000 15,000 100% 100% $ (498,089) -10% 498,089 10% (5,440,547) $ PUBLIC HEALTH GRANTS Agency 861 Personal Services Org Title 8601 8605 8620 8635 8645 8650 8665 8670 8675 8680 8690 8697 8699 ADMINISTRATION GRANTS ROLLUP $ 1,102,525 EPI GRANTS ROLL UP HEALTH ED GRANTS ROLLUP 785,153 NURSING GRANTS ROLL UP 833,023 NUTRITION GRANTS ROLL UP 4,839,514 FAMILY HEALTH GRANTS ROLLUP 955,267 COMMUNITY OUTREACH GRANTS ROLL 1,582,366 DOMESTIC VOILENCE ORAL HEALTH GRANTS ROLL UP 210,453 TB CONTROL/OTHER SVCS GRANTS R 497,332 STD CONTROL/OTHER SVCS ROLL UP 340,018 PHARMACY GRANT INTERNAL AGREEM 81,763 LABORATORY GRANT Totals: $ 11,227,414 - 507 - Supplies & Services $ Capital Outlay 4,445,535 $ 16,500 9,133,842 307,908 1,823,720 559,093 890,452 153,337 148,279 46,979 (21,763) 37,050 $ 17,540,932 $ - Total Expenditures $ 5,548,060 16,500 9,918,995 1,140,931 6,663,234 1,514,360 2,472,818 363,790 645,611 386,997 60,000 37,050 $ 28,768,346 Revenue $ 5,548,061 16,500 9,918,995 1,140,931 6,663,234 1,514,359 2,472,818 363,790 645,611 386,997 60,000 37,050 $ 28,768,346 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY AGENCY/OBJECT PUBLIC HEALTH GRANTS Agency 861 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 615 GRANTS 635 FEES & CHARGES 640 PATIENT CHARGES 650 MISCELLANEOUS REVENUE Subtotal $ 26,302,834 50,000 121,334 26,474,168 Total Resources $ 26,474,168 $ 8,638,868 $ 25,002 750 1,921,307 492,368 (40,993) 112,984 (283,059) 10,867,227 $ 8,956,556 $ 25,728 750 1,944,585 741 678,185 (40,993) 112,984 (283,196) 11,395,340 $ $ 572,685 $ 271,491 11,912,228 346,510 3,800 627,100 137,682 27,500 29,800 6,110 8,201 100,000 50,860 51,651 23,736 57,157 68,993 114,777 11,289 23,100 362,763 (1,765,231) 1,539,460 480,990 15,062,652 $ 637,295 $ 272,504 12,275,093 226,691 3,800 627,100 161,418 27,500 29,800 6,110 8,201 100,000 51,651 58,791 68,118 120,938 11,289 23,100 410,788 (1,765,231) 1,558,697 480,990 15,394,643 $ 460,761 $ 99,170 8,008,504 490,902 6,552 639,151 94,177 2,052 30,811 50 5,986 136,419 12,388 56,524 66,121 105,255 23,628 119,342 (113,401) 947,229 725,749 11,917,370 $ $ 404,289 140,000 544,289 $ 419,484 140,000 559,484 $ 174,368 174,368 Total Expenditures $ 26,474,168 $ 27,349,467 $ Operating Balance (Rev. - Exp.) $ - $ - $ 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) 796 P S INTER-FUND CHARGES 797 PERSONNEL SAVINGS (NEG) Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 807 HEALTH CARE 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 832 COUNTY COUNSEL 833 EMPLOYEE BENEFITS ADMINISTRATION 834 BASE LEVEL EQ SERVICES CHARGES 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 845 SUPPORT AND CARE OF PERSONS 850 UTILITIES 860 MISCELLANEOUS EXPENSE 872 S S INTER-FUND CREDIT (NEG) 873 S S INTER-FUND CHARGES 880 TRANSFERS OUT TO OTHER FUNDS 890 NON CAPITAL EQUIPMENT Subtotal $ $ CAPITAL OUTLAY 920 EQUIPMENT 930 TRANSPORTATION Subtotal $ 27,178,133 50,000 121,334 27,349,467 $ 27,349,467 $ 22,734,888 6,746 28,138 104,400 22,874,172 $ 28,705,346 63,000 28,768,346 $ $ 1,527,213 (50,000) (58,334) 1,418,879 22,874,172 $ 28,768,346 7,673,062 102,841 141,633 1,646,202 24,621 9,588,359 $ 0 (1) -48% 5% $ 1,418,879 5% $ 8,815,401 $ 115,016 115,369 2,028,756 29,511 561,325 (43,800) 115,791 (509,955) 11,227,414 $ 141,155 (89,288) (114,619) (84,171) (28,770) 116,860 2,807 (2,807) 226,759 167,926 2% -347% -15283% -4% -3883% 17% 7% -2% 80% 1% 535,141 $ 439,216 13,046,370 688,428 8,740 715,168 161,306 27,500 51,722 135 10,898 104,200 13,660 71,540 82,420 130,356 19,473 17,213 525,867 (2,118,852) 2,280,282 610,083 120,066 17,540,932 $ 102,154 (166,712) (771,277) (461,737) (4,940) (88,068) 112 (21,922) 5,975 (2,697) (4,200) 51,651 (13,660) (12,749) (14,302) (9,418) (8,184) 5,887 (115,079) 353,621 (721,585) (129,093) (120,066) (2,146,289) 16% -61% -6% -204% -130% -14% 0% 0% -74% 98% -33% -4% 100% -22% -21% -8% -72% 25% -28% 20% -46% -27% -14% $ - $ 419,484 140,000 559,484 100% 100% 100% 21,680,097 $ 28,768,346 $ (1,418,879) -5% 1,194,075 $ 0 $ (0) PUBLIC HEALTH SPECIAL FUNDING Agency 863 Org 8601 8607 8648 8653 8681 8682 8684 8685 8688 8694 8698 8699 Personal Services Title ADMINISTRATION VITAL RECORDS NUTRITION AP4 PROGRAM FAMILY PLANNING CLINIC TUBERCULOSIS CONTROL-SPECIAL R FOREIGN TRAVEL JAIL EXAM FEE REFUGEE SERVICES TB RESEARCH STD CONTROL - SPECIAL REVENUE PHARMACY - SPECIAL REVENUE LAB SPECIAL REVENUE $ Totals: $ 909,723 4,975 61,831 35,912 158,601 141,794 136,571 6,084 1,455,491 - 508 - Supplies & Services $ $ Capital Outlay $ 587,255 2,525 67,644 90,088 344,362 111,754 104,469 168,006 (4,084) 1,472,019 $ - Total Expenditures $ $ 1,496,978 7,500 129,475 126,000 502,963 253,548 241,040 168,006 2,000 2,927,510 Revenue $ $ 1,453,792 7,500 129,475 126,000 502,963 253,548 241,040 168,005 2,000 2,884,323 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY AGENCY/OBJECT PUBLIC HEALTH SPECIAL FUNDING Agency 863 FY 99-00 FINAL/ADOPTED RESOURCES Beginning Fund Balance FY 99-00 RESTATED $ 314,537 REVENUE 635 FEES & CHARGES 640 PATIENT CHARGES 650 MISCELLANEOUS REVENUE 680 TRANSFERS IN FROM OTHER FUNDS Subtotal Total Resources FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED $ 314,537 $ 1,341,489 1,020,261 65,000 2,426,750 $ 2,741,287 $ 1,116,981 $ 10,000 835 238,865 26,454 (2,688) 1,390,447 $ 1,084,095 $ 10,000 835 229,355 1,401 110,599 4,327 (2,688) 1,437,924 $ 791,930 $ 2,549 161,274 2,808 (2,554) 956,007 $ 1,106,355 $ 27,640 14,640 248,865 10,441 86,058 (38,508) 1,455,491 $ $ 36,829 $ 467,889 223,234 15,000 4,000 8,000 11,636 15,186 6,015 120,000 215,704 (330,634) 416,773 106,208 1,315,840 $ 36,829 $ 448,558 223,234 15,000 4,000 8,000 11,636 15,186 6,015 120,000 187,558 (330,634) 416,773 106,208 1,268,363 $ 22,730 $ 486,839 124,938 8,458 1,382 4,773 874 5,417 2,907 5,475 98,477 61,875 (237,536) 185,980 104,054 876,643 $ 36,106 $ 856,293 223,209 47,008 5,381 17,628 1,000 2,092 11,646 6,800 15,968 121,000 179,317 (466,380) 253,130 141,821 20,000 1,472,019 $ Subtotal $ 35,000 35,000 $ 35,000 35,000 $ - $ Total Expenditures $ 2,741,287 $ 2,741,287 $ 1,832,650 $ Operating Balance (Rev. - Exp.) $ Ending Fund Balance (Resources - Exp.) $ 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) Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 807 HEALTH CARE 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 855 STATE AND LOCAL AID 860 MISCELLANEOUS EXPENSE 872 S S INTER-FUND CREDIT (NEG) 873 S S INTER-FUND CHARGES 880 TRANSFERS OUT TO OTHER FUNDS 890 NON CAPITAL EQUIPMENT Subtotal $ $ CAPITAL OUTLAY 920 EQUIPMENT $ - $ 1,341,489 1,020,261 65,000 2,426,750 $ 2,741,287 Variance (314,537) $ - $ 267,024 $ 990,158 768,221 29,039 1,787,418 $ 1,280,234 1,271,565 500 65,000 2,617,299 $ 1,787,418 $ 2,884,323 (314,537) $ $ - 509 - - $ (45,232) $ - $ $ (0) $ (61,255) 251,304 500 190,549 8% $ 143,036 5% - $ 2,927,510 (47,513) $ % (0) 0 (22,260) -2% (17,640) -176% (13,805) -1653% (19,510) -9% (9,040) -645% 24,541 22% 4,327 100% 35,820 1333% (17,567) -1% 723 (407,735) 25 15,000 4,000 (39,008) (5,381) (17,628) (1,000) (2,092) (10) 8,386 (9,953) (1,000) 8,241 135,746 163,643 (35,613) (20,000) (203,656) 2% -91% 0% 100% 100% -488% 35,000 35,000 100% 100% 0% 55% -165% -1% 4% 41% 39% -34% -16% $ (186,223) -7% (310,211) $ (4,326) -1% (43,187) $ 43,187 Maricopa County FY 2000-01 Annual Business Strategies Research and Reporting (46) County Administrative Officer Deputy County Administrator Research & Reporting Research & Reporting Ken Andersen, Manager Ken Andersen, Manager Survey Research Administration Mission The mission of Research and Reporting is to promote the use of quality data in planning and decision-making. Program Goals e e e e 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. - 510 - Maricopa County FY 2000-01 Annual Business Strategies Performance Measures Performance Measures FY 98 Actual FY 99 Actual FY 00 Estimated FY 01 Projected Percentage of contracted surveys utilizing scientific sampling methodology N/A N/A 100% 100% Percentage of surveys conducted at or below national average cost N/A N/A 100% 100% Number of consultations regarding data collection provided without cost to county departments' staff N/A N/A 12 100% Percentage of contracted surveys completed on or before due date N/A N/A 100% 100% Percentage of contracted surveys having a response rate greater than or equal to 70% N/A N/A 100% 100% DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE SPECIAL REVENUE TOTAL FUNDS $ Personal Services 288,451 288,451 $ RESEARCH & REPORTING Department 46 Supplies & Services Capital Outlay 182,337 5,000 182,337 $ 5,000 - 511 - Total Expenses 475,788 $ 475,788 Total Revenue 716,508 $ 716,508 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT RESEARCH & REPORTING Department 46 FY 99-00 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 650 MISCELLANEOUS REVENUE 680 TRANSFERS IN FROM OTHER FUNDS Subtotal Total Resources $ 448,000 448,000 448,000 $ 151,771 25,000 4,000 38,278 5,000 224,049 $ $ $ 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 Subtotal $ Total Expenditures Operating Balance (Rev. - Exp.) EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 810 LEGAL 820 RENT 825 REPAIRS AND MAINTENANCE 827 MATERIAL MGNT DISCRETIONARY 830 TELECOM DISCRETIONARY 832 COUNTY COUNSEL 833 EMPLOYEE BENEFITS ADMINISTRATION 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 $ 448,000 448,000 $ 592,200 592,200 $ $ 448,000 $ 166,564 72,768 2,100 36,295 9,322 287,049 $ $ $ 38,360 2,500 250 24,863 2,000 2,000 2,500 3,000 765 3,700 7,600 3,000 1,500 1,000 5,400 35,013 133,451 27,500 27,500 $ $ 448,000 $ - $ $ CAPITAL OUTLAY 920 EQUIPMENT $ 530,800 185,708 716,508 592,200 $ 141,000 58,000 3,000 60,693 262,693 $ $ $ 12,000 2,200 250 45,000 500 500 6,400 2,900 762 3,700 7,600 500 100 7,800 18,000 35,013 143,225 27,500 27,500 $ $ 448,000 $ - $ $ $ 18% $ 82,800 185,708 268,508 716,508 $ 268,508 60% 205,852 25,000 51,786 5,813 288,451 $ (39,288) 47,768 2,100 (15,491) 3,509 (1,402) -24% 66% 100% -43% 38% 0% $ 30,817 (3,129) (30,137) (5,851) 149 (35) 46 (804) 2,000 (6,800) (4,600) (30,542) (48,886) 80% -125% 0% -121% 0% 0% -234% 5% -5% 1% -11% 67% 0% -680% -85% -87% -37% $ $ $ 7,543 5,629 250 55,000 2,000 2,000 8,351 2,851 800 3,654 8,404 1,000 1,500 7,800 10,000 65,555 182,337 15,000 15,000 $ 5,000 5,000 $ 22,500 22,500 82% 82% $ 420,918 $ 475,788 $ (27,788) -6% $ 171,282 $ 240,720 $ 240,720 POSITION DISTRIBUTION Dept WORKING TITLE FTE 46 RESEARCH & REPORTING ADMINISTRATIVE COORD III 1.0 DATA COLLECTION SUPERVISOR 4.0 DATABASE ANALYST II 1.0 TELEPHONE INTERVIEWER I/BILINGUAL 3.0 Total 9.0 - 512 - 60% Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 RESEARCH & REPORTING Agency 462 Org 4610 Personal Services Title RESEARCH & REPORTING $ Totals: $ 288,451 288,451 Supplies & Services $ $ 182,337 182,337 Capital Outlay Total Expenditures $ $ $ $ 5,000 5,000 475,788 475,788 Revenue $ $ 716,508 716,508 EXPENDITURES AND REVENUES BY AGENCY/OBJECT RESEARCH & REPORTING Agency 462 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 650 MISCELLANEOUS REVENUE 680 TRANSFERS IN FROM OTHER FUNDS Subtotal Total Resources $ 448,000 448,000 448,000 $ 151,771 25,000 4,000 38,278 5,000 224,049 $ $ $ 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 Subtotal $ Total Expenditures Operating Balance (Rev. - Exp.) EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 810 LEGAL 820 RENT 825 REPAIRS AND MAINTENANCE 827 MATERIAL MGNT DISCRETIONARY 830 TELECOM DISCRETIONARY 832 COUNTY COUNSEL 833 EMPLOYEE BENEFITS ADMINISTRATION 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 $ 448,000 448,000 $ 592,200 592,200 $ $ 448,000 $ 166,564 72,768 2,100 36,295 9,322 287,049 $ $ $ 38,360 2,500 250 24,863 2,000 2,000 2,500 3,000 765 3,700 7,600 3,000 1,500 1,000 5,400 35,013 133,451 27,500 27,500 $ $ 448,000 $ - $ $ CAPITAL OUTLAY 920 EQUIPMENT 82,800 185,708 268,508 18% $ 530,800 185,708 716,508 $ 592,200 $ 716,508 $ 268,508 60% 141,000 58,000 3,000 60,693 262,693 $ 205,852 $ 25,000 51,786 5,813 288,451 $ (39,288) 47,768 2,100 (15,491) 3,509 (1,402) -24% 66% 100% -43% 38% 0% $ $ 12,000 2,200 250 45,000 500 500 6,400 2,900 762 3,700 7,600 500 100 7,800 18,000 35,013 143,225 $ 7,543 $ 5,629 250 55,000 2,000 2,000 8,351 2,851 800 3,654 8,404 1,000 1,500 7,800 10,000 65,555 182,337 $ 30,817 (3,129) (30,137) (5,851) 149 (35) 46 (804) 2,000 (6,800) (4,600) (30,542) (48,886) 80% -125% 0% -121% 0% 0% -234% 5% -5% 1% -11% 67% 0% -680% -85% -87% -37% 27,500 27,500 $ 15,000 15,000 $ 5,000 5,000 $ $ 448,000 $ 420,918 $ $ - $ 171,282 $ $ - 513 - $ $ 60% 22,500 22,500 82% 82% 475,788 $ (27,788) -6% 240,720 $ (240,720) Maricopa County FY 2000-01 Annual Business Strategies Risk Management (75) County Administrative Officer Chief Financial Officer Risk Manager Risk Manager Les W. Boyce Leslie Boyce Administration Safety & Loss Control Claims Administration Environmental Compliance Budget & Finance Mission Risk Management provides proactive direction and guidance to protect the employees and assets of Maricopa County from loss or damage and to create a safe environment for the public. Program Goals e Identify our customers, understand their needs, and strive to satisfy those needs. e Improve the internal and external assessment of our departments operations. e Increase and improve our department’s skills and knowledge. e Continuously improve Risk Management’s image amongst its customers and peers. Community Impact To be recognized within Maricopa County and among U.S. County governments for innovative and effective risk management. - 514 - Maricopa County FY 2000-01 Annual Business Strategies Performance Measures Activity Performance Measures: Workers’ Comp Number of Claims General Liability Number of Claims Auto Physical Damage Number of Claims Auto Liability Number of Claims Property Number of Claims Medical Malpractice Number of Claims Ratio of claims opened to claims closed Employee turnover rate Workers’ Comp Claims Paid Workers’ Comp Cost per Claim General Liability Claims Paid General Liability Cost per Claim Auto Physical Damage Claims Paid Auto Physical Damage Cost per Claim Auto Liability Claims Paid Auto Liability Cost per Claim Property Claims Paid Property Cost per Claim Medical Malpractice Claims Paid Medical Malpractice Cost per Claim Percentage of Worker Comp injuries treated by "in-network" medical services provider The annual cost of risk ** Dollar value of subrogation recoveries FY 97-98 807 283 759 292 88 25 $1,339,165 $1,659 $183,597 $649 $376,330 $496 $601,989 $2,062 $699,703 $7,951 $31,041 $1,242 - FY 98-99 926 286 428 84 56 20 $836,068 $903 $86,237 $302 $372,835 $871 $80,397 $957 $36,267 $648 $3,627 $181 - - - FY 99-00 (Est.) 847 332 468 92 85 35 100% 10% $865,330 $1,022 $89,255 $269 $385,884 $825 $83,211 $904 $37,536 $442 $3,754 $107 35% FY 00-01 (Proj.) 912 326 479 93 90 34 100% 10% $931,701 $1,022 $87,639 $269 $394,911 $824 $84,118 $904 $39,743 $442 $3,647 $107 45% 1.00% 10% 1.00% 10% DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE INTERNAL SERVICE TOTAL FUNDS $ Personal Services 1,024,907 1,024,907 $ RISK MANAGEMENT Department 75 Supplies & Services 18,621,457 18,621,457 $ - 515 - Capital Outlay 41,000 41,000 Total Expenses 19,687,364 $ 19,687,364 Total Revenue 19,834,640 $ 19,834,640 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT RISK MANAGEMENT Department 75 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 636 INTERNAL SERVICE CHARGES 650 MISCELLANEOUS REVENUE Subtotal $ 18,134,977 888,371 19,023,348 $ 18,134,977 888,371 19,023,348 Total Resources $ 19,023,348 $ 19,023,348 EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 797 PERSONNEL SAVINGS (NEG) $ $ 18,134,977 888,371 19,023,348 $ 19,227,730 606,910 19,834,640 $ 1,092,753 (281,461) 811,292 6% -32% 4% $ 19,023,348 $ 19,834,640 $ 811,292 4% 834,931 $ 15,818 147,334 11,614 (27,979) 981,718 $ 774,844 $ 22,736 132,440 (27,979) 902,041 $ 839,008 $ 15,401 149,132 49,345 (27,979) 1,024,907 $ (4,077) 417 (1,798) (37,731) (43,189) 0% 3% 50,190 $ 875,226 2,031,453 1 1 12,765,072 39,061 2,200 500 2,300 2,000 2,200 30,000 2,189,890 6,000 10,895 2,425 23,475 27,465 400 25,000 161,057 200,000 159,335 15,311 18,621,457 $ 36,125 (322,460) (1,868,953) (1) (1) 1,235,704 1,890 (100) (500) (1,325) (1,673) 25,196 (60,456) 2,157 (3,565) (1,097) 175 (4,175) (6,515) 4,255 (2,907) 100,000 (33,885) (15,311) (917,422) 42% -58% -1150% $ 85,635 $ 549,027 173,125 14,087,247 40,915 2,100 500 3,798 1,118 1,316 22,297 2,129,434 2,157 2,789 7,933 2,907 19,300 21,733 4,815 25,000 172,120 300,000 125,450 17,780,716 $ 20,000 21,000 41,000 $ 7,200 (21,000) (13,800) 26% -51% Subtotal $ 802,955 $ 15,000 2,640 149,128 19,640 (27,979) 961,384 $ SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 810 LEGAL 812 LEGAL-GROSS PROCEEDS 813 DAMAGES PAID 815 INSURANCE 820 RENT 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 828 MOTOR POOL 829 FUEL 830 TELECOM DISCRETIONARY 832 COUNTY COUNSEL 833 EMPLOYEE BENEFITS ADMINISTRATION 834 BASE LEVEL EQ SERVICES CHARGES 837 BASE LEVEL TELECOM 838 TELECOM WIRELESS SYSTEMS 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 850 UTILITIES 860 MISCELLANEOUS EXPENSE 865 NON-OPERATING RESERVES 880 TRANSFERS OUT TO OTHER FUNDS 890 NON CAPITAL EQUIPMENT Subtotal $ 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 $ 86,315 552,766 162,500 14,000,776 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 25,000 158,150 300,000 125,450 17,704,035 Subtotal $ 27,200 27,200 $ 27,200 27,200 $ 27,200 27,200 $ Total Expenditures $ 18,712,953 $ 18,712,953 $ 18,709,957 $ 19,687,364 $ (974,411) -5% Operating Balance (Rev. - Exp.) $ 310,395 $ 310,395 $ 313,391 $ 147,276 $ (163,119) -53% CAPITAL OUTLAY 920 EQUIPMENT 930 TRANSPORTATION - 516 - $ -1% -325% 0% -4% 9% 5% -5% 0% -28% -196% -317% 46% -3% 100% -146% -11% 7% -22% -31% 91% 0% -2% 33% -27% -5% Maricopa County FY 2000-01 Annual Business Strategies POSITION DISTRIBUTION Dept 75 RISK MANAGEMENT Total WORKING TITLE FTE ADMINISTRATIVE COORDINATOR 2.0 BUDGET AND FINANCE ASST 1.0 BUDGET AND FINANCE MNGR 1.0 CLAIMS ADJUSTER 3.0 CLAIMS COORDINATOR 1.0 CLAIMS MANAGER 1.0 ENVRNMNTL COMPLIANCE ANL 2.0 FLEET SAFETY CONSULTANT 1.0 HAZARDOUS MATERIAL CONSULTANT 1.0 HEAVY EQUIPMENT CONSULTANT 1.0 LOSS CONTROL CONSULTANT 1.0 RISK MANAGER 1.0 SAFETY CONSULTANT 2.0 SAFETY MANAGER 1.0 19.0 TOTAL BUDGET BY PROGRAM FY 2000-01 RISK MANAGEMENT Agency 750 Org Personal Services Title 7510 OPERATIONS 7520 INSURANCE AND CLAIMS 7525 PROPERTY INSURANCE $ Totals: $ 1,024,907 1,024,907 - 517 - Supplies & Services $ 168,318 15,896,714 1,656,425 $ 17,721,457 Total Capital Outlay Expenditures $ $ 21,000 20,000 41,000 $ 1,214,225 15,916,714 1,656,425 $ 18,787,364 Revenue $ 19,782,140 $ 19,782,140 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY AGENCY/OBJECT RISK MANAGEMENT Agency 750 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 636 INTERNAL SERVICE CHARGES 650 MISCELLANEOUS REVENUE Subtotal $ 18,134,977 495,121 18,630,098 $ Total Resources $ 18,630,098 $ $ $ 802,955 $ 15,000 2,640 149,128 19,640 (27,979) 961,384 $ SUPPLIES & SERVICES 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES - EXTERNAL 810 LEGAL 812 LEGAL-GROSS PROCEEDS 813 DAMAGES PAID 815 INSURANCE 820 RENT 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 828 MOTOR POOL 829 FUEL 830 TELECOM DISCRETIONARY 832 COUNTY COUNSEL 833 EMPLOYEE BENEFITS ADMINISTRATION 834 BASE LEVEL EQ SERVICES CHARGES 837 BASE LEVEL TELECOM 838 TELECOM WIRELESS SYSTEMS 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 860 MISCELLANEOUS EXPENSE 880 TRANSFERS OUT TO OTHER FUNDS 890 NON CAPITAL EQUIPMENT Subtotal $ 86,315 $ 357,766 12,500 13,775,778 40,951 2,100 500 1,800 675 527 55,196 2,129,434 2,157 2,435 9,798 2,600 18,300 17,750 4,355 177,982 125,450 16,824,369 $ 86,315 357,766 12,500 13,775,776 40,951 2,100 500 1,800 675 527 55,196 2,129,434 2,157 2,435 9,798 2,600 18,300 17,750 4,355 157,650 125,450 16,804,035 EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 SPECIAL PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 797 PERSONNEL SAVINGS (NEG) Subtotal CAPITAL OUTLAY 920 EQUIPMENT 930 TRANSPORTATION 18,134,977 495,121 18,630,098 18,630,098 $ 18,134,977 495,121 18,630,098 $ 18,630,098 834,931 $ 15,818 147,334 11,614 (27,979) 981,718 $ $ 19,227,730 554,410 19,782,140 $ 19,782,140 774,844 $ 22,736 132,440 (27,979) 902,041 $ $ $ $ 1,092,753 59,289 1,152,042 0 12% 6% $ 1,152,042 6% 839,008 $ 15,401 149,132 49,345 (27,979) 1,024,907 $ $ 85,635 354,027 41,702 13,862,247 40,915 2,100 500 3,798 1,118 1,316 22,297 2,129,434 2,157 2,789 7,933 2,907 18,300 18,533 4,515 171,620 125,450 16,899,293 $ 50,190 355,226 1,881,453 1 1 12,765,072 39,061 2,200 500 2,300 2,000 2,200 30,000 2,189,890 6,000 10,895 2,425 22,475 23,965 400 160,557 159,335 15,311 17,721,457 $ (4,077) 417 (1,798) (37,731) (43,189) $ 36,125 2,540 (1,868,953) (1) (1) 1,010,704 1,890 (100) (500) (1,325) (1,673) 25,196 (60,456) 2,157 (3,565) (1,097) 175 (4,175) (6,215) 3,955 (2,907) (33,885) (15,311) (917,422) 0% 3% -1% -325% 0% -4% 42% 1% -14952% 7% 5% -5% 0% -28% -196% -317% 46% -3% 100% -146% -11% 7% -23% -35% 91% -2% -27% -5% Subtotal $ 27,200 27,200 $ 27,200 27,200 $ 27,200 27,200 $ 20,000 21,000 41,000 $ 7,200 (21,000) (13,800) -51% 26% Total Expenditures $ 17,812,953 $ 17,812,953 $ 17,828,534 $ 18,787,364 $ (974,411) -5% Operating Balance (Rev. - Exp.) $ 817,145 $ 817,145 $ 801,564 $ 994,776 $ (177,631) -22% TOTAL BUDGET BY PROGRAM FY 2000-01 RISK MANAGEMENT Agency 752 Org Title 7533 ENVIRONMENTAL CLEANUP Personal Services $ Totals: - - 518 - Supplies & Services $ 900,000 900,000 Total Capital Outlay Expenditures $ - $ 900,000 900,000 Revenue $ 52,500 52,500 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY AGENCY/OBJECT RISK MANAGEMENT ENVIRONMENTAL CLEANUP Agency 752 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 650 MISCELLANEOUS REVENUE Subtotal $ 393,250 393,250 $ 393,250 393,250 $ 393,250 393,250 $ 52,500 52,500 $ (340,750) (340,750) -87% -87% Total Resources $ 393,250 $ 393,250 $ 393,250 $ 52,500 $ (340,750) -87% SUPPLIES & SERVICES 805 CONTRACTUAL SERVICES - EXTERNAL 810 LEGAL 815 INSURANCE 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 850 UTILITIES 860 MISCELLANEOUS EXPENSE 865 NON-OPERATING RESERVES Subtotal $ 195,000 150,000 225,000 1,000 3,200 300 25,000 500 300,000 900,000 $ 195,000 150,000 225,000 1,000 3,200 300 25,000 500 300,000 900,000 $ 195,000 131,423 225,000 1,000 3,200 300 25,000 500 300,000 881,423 $ 520,000 150,000 1,000 3,500 25,000 500 200,000 900,000 $ (325,000) 225,000 (300) 300 100,000 - -167% 0% 100% 0% -9% 100% 0% 0% 33% 0% Total Expenditures $ 900,000 $ 900,000 $ 881,423 $ 900,000 $ - 0% Operating Balance (Rev. - Exp.) $ (506,750) $ (506,750) $ (488,173) $ (847,500) $ 340,750 67% EXPENDITURES PERSONAL SERVICES CAPITAL OUTLAY - 519 - Maricopa County FY 2000-01 Annual Business Strategies 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 Provide solid waste transfer and waste tire recycling services in cooperation with the cities and towns and businesses with an ever increasing focus on reducing the amount of waste generated, maximum practical resource recovery, proper management of special wastes, and environmentally sound disposal. Program Goals e Operate transfer stations or arrange for privatized transfer stations operation to comply with State Statutes. e Conduct environmental monitoring and maintain all closed landfills to protect integrity of closure components so to protect public health and the environment in accordance with Arizona Department of Environmental Quality rules and regulations. e Cooperate with private entities to manage solid waste and special wastes. e Administer waste tire recycling program for Maricopa County with maximum cost efficiency. e Explore possibilities of public-public and/or public-private partnership for siting of a new landfill. Community Impact Arizona State law obligates the County to ensure that solid waste disposal services are available to County residents. The Maricopa County Solid Waste Management Department either provides or contracts for privatized cost effective services for transfer and disposal of solid waste for remotely located communities. The Solid Waste Management Department also administers the Waste Tire Recycling program to reduce illegal dumping. We provide these services for our customers: the citizens, and all governmental agencies within Maricopa County. - 520 - Maricopa County FY 2000-01 Annual Business Strategies DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE SPECIAL REVENUE ENTERPRISE TOTAL FUNDS $ Personal Services 488,814 492,261 981,075 $ SOLID WASTE Department 67 Supplies & Services 3,165,814 455,091 3,620,905 Capital Outlay 145,000 50,000 195,000 $ Total Expenses 3,799,628 997,352 $ 4,796,980 Total Revenue 2,940,000 1,225,920 $ 4,165,920 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT SOLID WASTE Department 67 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED RESOURCES Beginning Fund Balance $ 8,966,438 $ 8,966,438 Subtotal $ 2,839,530 60,000 1,225,602 4,125,132 $ Total Resources $ FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % $ 8,966,438 $ 6,917,544 $ (2,048,894) -23% 2,839,530 60,000 1,225,602 4,125,132 $ 2,839,530 60,000 1,225,602 4,125,132 $ 2,900,000 40,000 1,225,920 4,165,920 $ 60,470 (20,000) 318 40,788 2% -33% 0% 1% 13,091,570 $ 13,091,570 $ 13,091,570 $ 11,083,464 $ (2,008,106) -15% 405,700 440,081 158,883 152,278 15,000 1,171,942 $ Subtotal $ 459,109 $ 514,763 160,442 22,628 15,000 1,171,942 $ $ 417,273 $ 456,017 159,839 39,639 15,000 1,087,768 $ 514,737 $ 248,105 183,583 5,350 29,300 981,075 $ (109,037) 191,976 (24,700) 146,928 (14,300) 190,867 -27% 44% -16% 96% -95% 16% SUPPLIES & SERVICES 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES - EXTERNAL 810 LEGAL 820 RENT 825 REPAIRS AND MAINTENANCE 829 FUEL 830 TELECOM DISCRETIONARY 832 COUNTY COUNSEL 833 EMPLOYEE BENEFITS ADMINISTRATION 834 BASE LEVEL EQ SERVICES CHARGES 836 RISK MANAGEMENT 838 TELECOM WIRELESS SYSTEMS 839 OTHER INTERNAL SVCS CHARGES 842 EDUCATION 850 UTILITIES 860 MISCELLANEOUS EXPENSE 874 OTHER NEGATIVE ADJUSTMENTS 880 TRANSFERS OUT TO OTHER FUNDS Subtotal $ 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 $ 174,049 $ 7,069,415 71,225 626,900 76,000 168,000 12,000 41,000 1,814 191,000 42,483 39,160 20,000 2,000 9,600 158,740 (4,956,238) 382,235 4,129,383 $ 184,049 $ 7,006,814 50,000 626,900 76,000 168,000 12,000 41,000 1,814 191,000 42,483 39,160 20,000 2,000 9,600 156,740 (4,956,238) 382,235 4,053,557 $ 75,187 $ 5,848,400 50,000 237,000 66,313 155,000 12,000 28,701 186,000 81,496 27,160 20,000 3,000 9,600 68,159 (3,623,190) 376,079 3,620,905 $ 98,862 1,221,015 21,225 389,900 9,687 13,000 12,299 1,814 5,000 (39,013) 12,000 (1,000) 90,581 (1,333,048) 6,156 508,478 57% 17% 30% 62% 13% 8% 0% 30% 100% 3% -92% 31% 0% -50% 0% 57% -27% 2% 12% (112,000) (112,000) -135% -135% REVENUE 620 INTERGOVERNMENTAL 635 FEES & CHARGES 650 MISCELLANEOUS REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES $ CAPITAL OUTLAY 920 EQUIPMENT Subtotal $ 83,000 83,000 $ 83,000 83,000 $ 83,000 83,000 $ 195,000 195,000 $ Total Expenditures $ 5,384,325 $ 5,384,325 $ 5,224,325 $ 4,796,980 $ 587,345 11% Operating Balance (Rev. - Exp.) $ (1,259,193) $ (1,259,193) $ (1,099,193) $ (631,060) $ 628,133 50% Ending Fund Balance (Resources. - Exp.) $ 7,707,245 $ 7,867,245 $ 6,286,484 $ 7,707,245 - 521 - $ (1,420,761) -18% Maricopa County FY 2000-01 Annual Business Strategies POSITION DISTRIBUTION Dept 67 SOLID WASTE WORKING TITLE FTE ADMINISTRATIVE ASSTNT III 2.0 CASHIER 6.0 DIRECTOR 1.0 EQUIPMENT OPERATOR 1.0 LANDFILL OPERATNS SPEC I 1.0 LANDFILL OPERATNS SPEC II 3.0 PUBLIC WORKS LEAD 1.0 SERVICE WORKER 3.0 18.0 Total TOTAL BUDGET BY PROGRAM FY 2000-01 SOLID WASTE GENERAL Agency 670 Org Title 6710 6720 6731 6734 6740 6745 6755 6790 ADMINISTRATION TECHNICAL SERVICES CAVE CREEK HASSAYAMPA GILA BEND TRANSFER STATIONS NEW RIVER LANDFILL CLOSURES Personal Services $ Totals: $ 99,929 172,906 219,426 492,261 - 522 - Supplies & Services $ $ Capital Outlay 500,191 $ 179,903 (225,003) 455,091 $ 50,000 50,000 Total Expenditures $ $ 600,120 $ 402,809 (5,577) 997,352 $ Revenue 6,783,942 423,420 7,207,362 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY AGENCY/OBJECT SOLID WASTE GENERAL Agency 670 FY 99-00 RESTATED FY 99-00 FINAL/ADOPTED RESOURCES Beginning Fund Balance FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance $ 8,845,004 $ 8,845,004 $ 8,845,004 $ 5,981,442 $ Subtotal $ 1,225,602 1,225,602 $ 1,225,602 1,225,602 $ 1,225,602 1,225,602 $ 1,225,920 1,225,920 $ Total Resources $ 10,070,606 $ 10,070,606 $ 10,070,606 $ 7,207,362 $ (2,863,244) -28% 217,493 414,763 96,728 10,628 15,000 754,612 $ 162,381 366,174 99,818 111,239 15,000 754,612 $ 153,028 366,174 96,597 39,639 15,000 670,438 $ $ 205,689 $ 158,262 93,660 5,350 29,300 492,261 $ (43,308) 207,912 6,158 105,889 (14,300) 262,351 -27% 57% 6% 95% -95% 35% 55,187 $ 3,048,400 187,000 66,313 125,000 12,000 136,000 8,143 19,400 3,000 9,600 32,159 (3,623,190) 376,079 455,091 $ 98,862 972,426 89,900 9,687 (7,000) 1,814 5,000 11,857 12,000 (1,000) 60,581 (1,333,048) 6,156 (72,765) 64% 24% 32% 13% -6% 0% 100% 4% 59% 38% -50% 0% 65% -27% 2% -19% REVENUE 650 MISCELLANEOUS REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES $ Subtotal $ SUPPLIES & SERVICES 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES - EXTERNAL 820 RENT 825 REPAIRS AND MAINTENANCE 829 FUEL 830 TELECOM DISCRETIONARY 833 EMPLOYEE BENEFITS ADMINISTRATION 834 BASE LEVEL EQ SERVICES CHARGES 836 RISK MANAGEMENT 838 TELECOM WIRELESS SYSTEMS 842 EDUCATION 850 UTILITIES 860 MISCELLANEOUS EXPENSE 874 OTHER NEGATIVE ADJUSTMENTS 880 TRANSFERS OUT TO OTHER FUNDS Subtotal $ $ $ (2,863,562) $ % 318 318 (0) 0% 0% 119,275 $ 4,097,000 276,900 76,000 118,000 12,000 1,814 115,000 20,000 24,400 2,000 1,200 92,740 (4,956,238) 382,235 382,326 $ 154,049 $ 4,020,826 276,900 76,000 118,000 12,000 1,814 141,000 20,000 31,400 2,000 9,600 92,740 (4,956,238) 382,235 382,326 $ 164,049 $ 4,097,000 276,900 76,000 118,000 12,000 1,814 141,000 20,000 31,400 2,000 9,600 90,740 (4,956,238) 382,235 466,500 $ Subtotal $ 83,000 83,000 $ 83,000 83,000 $ 83,000 83,000 $ 50,000 50,000 $ 33,000 33,000 40% 40% Total Expenditures $ 1,219,938 $ 1,219,938 $ 1,219,938 $ 997,352 $ 222,586 18% Operating Balance (Rev. - Exp.) $ 5,664 $ 5,664 $ 5,664 $ 228,568 $ (222,904) Ending Fund Balance (Resources - Exp.) $ 8,850,668 $ 8,850,668 $ 8,850,668 $ 6,210,010 $ CAPITAL OUTLAY 920 EQUIPMENT - 523 - 2,640,658 -3935% 30% Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 SOLID WASTE TIRE PROGRAM Agency 674 Personal Services Org Title 6780 WASTE TIRE RECYCLING $ Totals: $ 488,814 488,814 Supplies & Services $ $ 3,165,814 3,165,814 Capital Outlay Total Expenditures $ $ $ $ 145,000 145,000 3,799,628 3,799,628 Revenue $ $ 3,876,102 3,876,102 EXPENDITURES AND REVENUES BY AGENCY/OBJECT SOLID WASTE TIRE PROGRAM Agency 674 FY 99-00 FINAL/ADOPTED RESOURCES Beginning Fund Balance FY 99-00 RESTATED $ 121,434 FY 99-00 PROJECTED $ 121,434 Subtotal $ 2,839,530 60,000 2,899,530 Total Resources $ $ FY 00-01 FINAL/ADOPTED $ 121,434 $ 2,839,530 60,000 2,899,530 3,020,964 $ $ Subtotal $ 241,616 100,000 63,714 12,000 417,330 SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 810 LEGAL 820 RENT 829 FUEL 832 COUNTY COUNSEL 834 BASE LEVEL EQ SERVICES CHARGES 836 RISK MANAGEMENT 838 TELECOM WIRELESS SYSTEMS 839 OTHER INTERNAL SVCS CHARGES 860 MISCELLANEOUS EXPENSE Subtotal $ 20,000 3,069,814 50,000 350,000 50,000 41,000 50,000 22,483 7,760 20,000 66,000 3,747,057 $ $ Subtotal $ - $ Total Expenditures $ 4,164,387 $ REVENUE 620 INTERGOVERNMENTAL 635 FEES & CHARGES EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS CAPITAL OUTLAY 920 EQUIPMENT $ Variance % $ 936,102 $ 814,668 $ 2,839,530 60,000 2,899,530 $ 2,900,000 40,000 2,940,000 $ 60,470 (20,000) 40,470 0 (0) 1% 3,020,964 $ 3,020,964 $ 3,876,102 $ 855,138 28% 243,319 73,907 59,065 41,039 417,330 $ 264,245 $ 89,843 63,242 417,330 $ 309,048 $ 89,843 89,923 488,814 $ (65,729) (15,936) (30,858) 41,039 (71,484) -27% -22% -52% 100% -17% 20,000 3,048,589 71,225 350,000 50,000 41,000 50,000 22,483 7,760 20,000 66,000 3,747,057 $ $ 20,000 $ 2,800,000 50,000 50,000 30,000 28,701 50,000 73,353 7,760 20,000 36,000 3,165,814 $ 248,589 21,225 300,000 20,000 12,299 (50,870) 30,000 581,243 0% 8% 30% 86% 40% 30% 0% -226% 0% 0% 45% 16% - $ 145,000 145,000 $ (145,000) (145,000) $ 3,799,628 $ 364,759 9% $ $ - $ 4,164,387 $ 20,000 2,909,814 50,000 350,000 50,000 41,000 50,000 22,483 7,760 20,000 66,000 3,587,057 4,004,387 $ $ 7 Operating Balance (Rev. - Exp.) $ (1,264,857) $ (1,264,857) $ (1,104,857) $ (859,628) $ (405,229) -32% Ending Fund Balance (Resources - Exp.) $ (1,143,423) $ (1,143,423) $ (983,423) $ 76,474 $ (1,219,897) 107% - 524 - Maricopa County FY 2000-01 Annual Business Strategies Telecommunications (76) County Administrative Officer Chief Information Officer Telecommunications Telecommunications Nancy Bozich, Director Nancy Bozich, Director Wireless Systems Voice Communications Administration Data Communications Mission To provide a communications infrastructure that will transport voice, data, video and wireless information at a competitive cost using the most reliable technologies. Program Goals e Research and activate a 2-way wireless, mobile data network infrastructure providing county wide coverage for public safety and non-public safety departments. e Integrate remote sites to the SL-100 phone switch so that 5 digit dial and county voice mail can be exploited wherever cost justifiable. e Upgrade all county ATM sites to 100 megabit or gigabit backbone, and upgrade all wiring to the desktop to next generation physical media to support future data and video applications. e Establish an infrastructure which provides county departments the flexibility of allowing employees to telework, using high speed transmission methods to remotely access county voice, data and video applications. 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 via phone, the Internet, or interactive voice response, Telecommunications builds and maintains the infrastructure. Further, the radio and microwave infrastructure Telecommunications builds and maintains, directly supports the Sheriff's Office and other public safety departments. - 525 - Maricopa County FY 2000-01 Annual Business Strategies Performance Measures Activity Performance Measures: Charge per port per month - phone Charge per port per month – voice mail Charge per port per month – key system phones Charge per port per month – ethernet (data) Charge per pad per month – X.25 data network Charge per radio per month – wireless radios Charge per hour – work orders by voice or data personnel Phone system repair orders – critical outages within 3 hours Phone system repair orders – noncritical phone outages/within 8 hours Phone Work orders/no dispatch needed – 3 days or less Phone work orders/dispatch req’d – 5 days or less Ethernet and X.25 repair orders – critical outages within 4 hours Ethernet and X.25 repair orders – noncritical outages/ within 8 hours Ethernet and X.25 work orders – 15 users or less within 7 days, 16 users or more within 12 days Hand held radio and car radio repairs – 2 days or less FY 97-98 $20 $9 $2.50 $21 $312.50 N/a $50 FY 98-99 $20 $5 $2.50 $14 $500 N/a $50 FY 99-00 (Est.) $19 $4.64 $3.06 $8.11 $350 $25.44 $45 FY 00-01 (Proj.) $18.84 $4.45 $4.39 $6.34 $371.27 $26.10 $45 100% 100% 100% 100% 82% 90% 85% 95% 95% 98.5% 86% 98% 90% 98% 90% 93% 98% 98% 93% 94% 95% 97% 88% 90% 86% DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE INTERNAL SERVICE TOTAL FUNDS $ Personal Services 2,466,854 2,466,854 $ TELECOMMUNICATIONS Department 76 Supplies & Services Capital Outlay 8,613,885 390,740 8,613,885 $ 390,740 - 526 - Total Expenses 11,471,479 $ 11,471,479 Total Revenue 11,309,690 $ 11,309,690 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT TELECOMMUNICATIONS Department 76 FY 99-00 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED PROJECTED RESOURCES Beginning Fund Balance $ 1,242,339 $ 1,242,339 Subtotal $ 10,093,942 30,000 10,123,942 $ Total Resources $ 11,366,281 $ FY 00-01 FINAL/ADOPTED Variance $ 2,228,814 $ 370,000 $ 10,093,942 30,000 10,123,942 $ 11,393,275 49,479 11,442,754 $ 11,259,690 50,000 11,309,690 $ 1,165,748 20,000 1,185,748 12% 67% 12% 11,366,281 $ 13,671,568 $ 11,679,690 $ 313,409 3% Subtotal $ 1,800,627 $ 92,585 318,289 46,827 140,000 (109,000) 2,289,328 $ 1,773,839 $ 25,000 92,722 312,485 36,527 52,255 140,000 (109,000) 2,323,828 $ 1,740,774 $ 10,952 86,671 292,464 21,689 144,762 (109,000) 2,188,312 $ 1,852,926 $ 25,000 99,598 346,859 51,177 146,294 (55,000) 2,466,854 $ (79,087) (6,876) (34,374) (14,650) 52,255 (6,294) (54,000) (143,026) -4% 0% -7% -11% -40% 100% -4% -50% -6% SUPPLIES & SERVICES 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES - EXTERNAL 820 RENT 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 829 FUEL 832 COUNTY COUNSEL 833 EMPLOYEE BENEFITS ADMINISTRATION 834 BASE LEVEL EQ SERVICES CHARGES 836 RISK MANAGEMENT 842 EDUCATION 843 TRANSPORTATION/SHIPPING 850 UTILITIES 860 MISCELLANEOUS EXPENSE 875 BONDS AND RELATED EXPENSE 880 TRANSFERS OUT TO OTHER FUNDS 890 NON CAPITAL EQUIPMENT Subtotal $ 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 9,500 270,725 308,271 7,850,139 $ 409,500 560,000 710,000 1,395,581 10,000 7,989 7,283 4,696 105,415 33,731 43,000 500 3,939,448 9,500 270,725 308,271 7,815,639 448,474 $ 560,000 1,314,867 1,277,799 10,000 10,000 8,522 5,000 52,147 32,175 48,000 500 4,184,395 9,500 250,777 343,229 58,500 8,613,885 $ (38,974) (604,867) 117,782 (2,011) (1,239) (304) 53,268 1,556 (5,000) (244,947) 19,948 (34,958) (58,500) (798,246) -10% 0% -85% 8% 0% -25% -17% -6% 51% 5% -12% 0% -6% 0% 7% -11% $ 1,177,718 $ 82,984 1,062,381 876,783 2,716 8,077 7,168 4,696 42,081 33,731 29,824 2,219 5,124,371 3,034 270,725 308,271 9,036,779 $ Subtotal $ 830,740 830,740 $ 830,740 830,740 $ 830,740 830,740 $ 390,740 390,740 $ 440,000 440,000 53% 53% Total Expenditures $ 10,970,207 $ 10,970,207 $ 12,055,831 $ 11,471,479 $ (501,272) -5% Operating Balance (Rev. - Exp.) $ (846,265) $ (846,265) $ (613,077) $ (161,789) $ 684,476 81% Ending Fund Balance (Resources. - Exp.) $ 396,074 $ 396,074 1,615,737 $ 208,211 $ (187,863) -47% REVENUE 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) $ CAPITAL OUTLAY 920 EQUIPMENT - 527 - $ $ (872,339) % -70% -10% Maricopa County FY 2000-01 Annual Business Strategies POSITION DISTRIBUTION Dept WORKING TITLE FTE 76 TELECOMMUNICATIONS ADMINISTRATIVE 1.0 ADMINISTRATIVE ASSTNT I 2.0 ADMINISTRATIVE COORD II 2.0 ADMINISTRATIVE COORD III 2.0 ADMINISTRATIVE COORD IV 1.0 ADMINISTRATOR I 1.0 IT PROFESSIONAL-SENIOR-CP 1.0 MANAGERIAL 4.0 PROFESSIONAL 28.0 Total 42.0 TOTAL BUDGET BY PROGRAM FY 2000-01 TELECOMMUNICATIONS Agency 760 Org Title 7610 7620 7630 7640 ADMINISTRATION W IRELESS SYSTEMS TRANSMISSION SYSTEMS NETWORK OPERATIONS Personal Services $ Totals: $ 457,337 905,083 494,361 610,073 2,466,854 - 528 - Supplies & Services $ $ 4,912,503 540,657 1,506,476 1,595,749 8,555,385 Capital Outlay Total Expenditures $ $ $ 55,440 55,440 5,425,280 1,445,740 2,000,837 2,205,822 $ 11,077,679 Revenue $ 8,022,877 1,774,419 1,882,394 $ 11,679,690 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY AGENCY/OBJECT TELECOMMUNICATIONS Agency 760 FY 99-00 FINAL/ADOPTED RESOURCES Beginning Fund Balance FY 99-00 RESTATED FY 99-00 PROJECTED $ 1,242,339 $ 1,242,339 Subtotal $ 10,093,942 30,000 10,123,942 $ Total Resources $ 11,366,281 $ REVENUE 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) $ $ 2,228,814 10,093,942 30,000 10,123,942 11,366,281 FY 00-01 FINAL/ADOPTED Variance % $ 370,000 $ (872,339) $ (1) $ 11,393,275 49,479 11,442,754 $ 11,259,690 50,000 11,309,690 $ 1,165,748 20,000 1,185,748 0 67% 12% $ 13,671,568 $ 11,679,690 $ 313,409 3% Subtotal $ 1,800,627 $ 92,585 318,289 46,827 140,000 (109,000) 2,289,328 $ 1,773,839 $ 25,000 92,722 312,485 36,527 52,255 140,000 (109,000) 2,323,828 $ 1,740,774 $ 10,952 86,671 292,464 21,689 144,762 (109,000) 2,188,312 $ 1,852,926 $ 25,000 99,598 346,859 51,177 146,294 (55,000) 2,466,854 $ (79,087) (6,876) (34,374) (14,650) 52,255 (6,294) (54,000) (143,026) -4% 0% -7% -11% -40% 100% -4% -50% -6% SUPPLIES & SERVICES 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES - EXTERNAL 820 RENT 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 829 FUEL 832 COUNTY COUNSEL 833 EMPLOYEE BENEFITS ADMINISTRATION 834 BASE LEVEL EQ SERVICES CHARGES 836 RISK MANAGEMENT 842 EDUCATION 843 TRANSPORTATION/SHIPPING 850 UTILITIES 860 MISCELLANEOUS EXPENSE 875 BONDS AND RELATED EXPENSE 880 TRANSFERS OUT TO OTHER FUNDS Subtotal $ 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 9,500 270,725 308,271 7,850,139 $ 409,500 560,000 710,000 1,395,581 10,000 7,989 7,283 4,696 105,415 33,731 43,000 500 3,939,448 9,500 270,725 308,271 7,815,639 $ 1,177,718 82,984 1,062,381 876,783 2,716 8,077 7,168 4,696 42,081 33,731 29,824 2,219 5,124,371 3,034 270,725 308,271 9,036,779 $ 448,474 $ 560,000 1,314,867 1,277,799 10,000 10,000 8,522 5,000 52,147 32,175 48,000 500 4,184,395 9,500 250,777 343,229 8,555,385 $ (38,974) (604,867) 117,782 (2,011) (1,239) (304) 53,268 1,556 (5,000) (244,947) 19,948 (34,958) (739,746) -10% 0% -85% 8% 0% -25% -17% -6% 51% 5% -12% 0% -6% 0% 7% -11% -9% Subtotal $ 55,440 55,440 $ 55,440 55,440 $ 55,440 55,440 $ 55,440 55,440 $ $ 10,194,907 $ 10,194,907 $ 11,280,531 $ 11,077,679 $ (882,772) -9% Operating Balance (Rev. - Exp.) $ (70,965) $ (70,965) $ 162,223 $ 232,011 $ (302,976) -427% Ending Fund Balance (Resources - Exp.) $ 1,171,374 $ 2,391,037 $ 602,011 $ 569,363 CAPITAL OUTLAY 920 EQUIPMENT Total Expenditures 1,171,374 $ $ $ - 0% 0% 49% TOTAL BUDGET BY PROGRAM FY 2000-01 TELECOMMUNICATIONS REPLACEMENT Agency 762 Org Title 7621 7631 7641 W IRELESS INFRASTRUCTURE VOICE SYSTEMS INFRASTRUCTURE NETWORKS INFRASTRUCTURE Personal Services $ Totals: $ - - 529 - Supplies & Services $ $ 58,500 58,500 Capital Outlay Total Expenditures $ $ $ 158,500 59,300 117,500 335,300 $ 158,500 59,300 176,000 393,800 Revenue $ $ - Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY AGENCY/OBJECT TELECOMMUNICATIONS REPLACEMENT Agency 762 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES 890 NON CAPITAL EQUIPMENT Subtotal $ - $ Subtotal $ 775,300 775,300 $ 775,300 775,300 Total Expenditures $ 775,300 $ 775,300 Operating Balance (Rev. - Exp.) $ (775,300) $ (775,300) $ CAPITAL OUTLAY 920 EQUIPMENT - $ - 530 - - $ 58,500 58,500 $ (58,500) (58,500) $ 775,300 775,300 $ 335,300 335,300 $ 440,000 440,000 57% 57% $ 775,300 $ 393,800 $ 381,500 49% (381,500) -49% (775,300) $ (393,800) $ Maricopa County FY 2000-01 Annual Business Strategies 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 e Develop the county’s role as transportation facility and service provider. e Develop strategies to recruit, develop, and retain a quality work force. e Develop and deploy advanced transportation systems in the region to improve the quality of life, and to save time, money and lives. e Evaluate and improve the current delivery of MCDOT’s facilities and services. e Optimize the performance of the MCDOT system through wise planning and CIP investment, and cost effective operations and maintenance. e Determine the value of services provided by MCDOT. 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 these areas, or are done in partnership with municipalities or State. - 531 - Maricopa County FY 2000-01 Annual Business Strategies Performance Measures Performance Measures: Number of lane miles maintained – Paved Number of lane miles maintained – Unpaved Number of bridges maintained CIP Completion CIP Projects bid out CIP Designs completed CIP Designs started CIP Preliminary Engineering Studies Completed Inventory level Discounts taken Average Pavement Condition Rating Road Roughness Index Bridge Sufficiency Index # of accidents in unincorporated MC for every 1 million vehicle miles traveled FY 97-98 FY 98-99 5,965 N/A N/A 82.10% 17 N/A N/A N/A $614,272 N/A 88.00 134.52 90.1 N/A 4,339 1,550 238 81.10% 12 N/A N/A N/A $621,608 97.00% 86.07 135.76 90.1 0.43 FY 99-00 (Est.) 4,200 1,500 238 85.00% 20 23 17 10 $600,000 95.00% 86.00 137.00 90.1 1.02 FY 00-01 (Proj.) 4,000 1,500 238 82.00% 18 15 17 15 $580,500 93.00% 86.50 136.50 90.1 1.2 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE SPECIAL REVENUE TOTAL FUNDS $ Personal Services 22,341,186 22,341,186 $ TRANSPORTATION Department 64 Supplies & Services 25,540,637 25,540,637 $ - 532 - Capital Outlay 87,029,779 87,029,779 Total Expenses 134,911,602 $ 134,911,602 Total Revenue 110,392,589 $ 110,392,589 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT TRANSPORTATION Department 64 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED RESOURCES Beginning Fund Balance $ 43,800,000 $ 43,800,000 REVENUE 610 LICENSES AND PERMITS 615 GRANTS 620 INTERGOVERNMENTAL 635 FEES & CHARGES 650 MISCELLANEOUS REVENUE 680 TRANSFERS IN FROM OTHER FUNDS Subtotal $ 800,000 1,000,000 86,116,280 50,000 1,670,000 89,636,280 $ Total Resources $ 133,436,280 $ $ 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 & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 810 LEGAL 815 INSURANCE 820 RENT 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 829 FUEL 830 TELECOM DISCRETIONARY 832 COUNTY COUNSEL 833 EMPLOYEE BENEFITS ADMINISTRATION 834 BASE LEVEL EQ SERVICES CHARGES 835 EQUIPMENT REPLACEMENT 836 RISK MANAGEMENT 837 BASE LEVEL TELECOM 838 TELECOM WIRELESS SYSTEMS 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 850 UTILITIES 860 MISCELLANEOUS EXPENSE 872 S S INTER-FUND CREDIT (NEG) 873 S S INTER-FUND CHARGES 874 OTHER NEGATIVE ADJUSTMENTS 880 TRANSFERS OUT TO OTHER FUNDS 890 NON CAPITAL EQUIPMENT Subtotal CAPITAL OUTLAY 910 LAND 915 BUILDINGS AND IMPROVEMENTS 920 EQUIPMENT 930 TRANSPORTATION $ $ $ $ FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance $ 42,200,000 $ 800,000 1,000,000 86,116,280 50,000 1,670,000 89,636,280 $ 552,000 1,200,000 88,833,000 50,000 2,065,000 92,700,000 $ 1,200,000 2,717,700 104,756,314 50,000 1,668,575 110,392,589 $ 400,000 1,717,700 18,640,034 (1,425) 20,756,309 133,436,280 $ 134,900,000 $ 138,392,589 $ 4,956,309 17,743,598 $ 602,269 492,293 3,759,111 650,403 (1,369,489) 21,878,185 $ 18,063,414 $ 547,610 492,293 3,759,887 384,470 (1,369,489) 21,878,185 $ 15,911,373 $ 513,800 418,070 3,238,279 36,883 20,118,405 $ 17,974,174 $ 589,510 485,206 3,989,411 560,885 (1,258,000) 22,341,186 $ 89,240 (41,900) 7,087 (229,524) (176,415) (111,489) (463,001) 0% -8% 1% -6% -46% 1,611,677 $ 840 12,347,172 31,250 800 367,352 4,210,336 140,000 2,300 489,532 200,668 373,380 57,108 2,239,966 1,555,669 362,109 161,464 200,922 244,168 5,380 750,300 1,382,276 (9,814,443) 4,144,443 1,824,159 22,888,828 $ 1,611,677 $ 840 12,347,172 31,250 800 367,352 4,210,336 140,000 2,300 489,532 200,668 373,380 57,108 2,239,966 1,555,669 362,109 161,464 200,922 244,168 5,380 750,300 1,382,276 (9,814,443) 4,144,443 1,824,159 22,888,828 $ 1,644,600 $ 100 11,848,100 69,863 600 1,114,300 3,921,700 2,800 644,500 186,270 413,400 61,900 3,888,970 1,685,300 369,400 148,000 185,600 141,000 4,000 764,200 400,520 (6,715,728) 2,012,300 (445,000) 1,954,200 24,300,895 $ 1,553,524 $ 750 16,457,005 25,000 700 287,128 4,326,958 600 2,250 661,527 309,384 400,206 2,129,575 (100) 740,850 339,974 152,526 251,444 311,697 3,900 776,375 305,722 (5,700,000) (99,324) 2,100,886 202,080 25,540,637 $ 58,153 90 (4,109,833) 6,250 100 80,224 (116,622) 139,400 50 (171,995) (108,716) (26,826) 57,108 110,391 100 814,819 22,135 8,938 (50,522) (67,529) 1,480 (26,075) 1,076,554 (4,114,443) 4,243,767 (276,727) (202,080) (2,651,809) 4% 11% -33% 20% 13% 22% -3% 100% 2% -35% -54% -7% 100% 5% 50,000 69,769,900 1,617,156 2,661,908 74,098,964 $ - $ 58,631,100 1,484,100 2,365,500 62,480,700 $ 50,000 $ 83,072,000 (13,302,100) 1,376,169 240,987 2,531,610 130,298 87,029,779 $ (12,930,815) 0% -19% 15% 5% -17% -13% Subtotal $ 50,000 $ 69,769,900 1,612,156 2,666,908 74,098,964 $ Total Expenditures $ 118,865,977 $ 118,865,977 $ 106,900,000 $ 134,911,602 $ (16,045,625) Operating Balance (Rev. - Exp.) $ (29,229,697) $ (29,229,697) $ (14,200,000) $ (24,519,013) $ Ending Fund Balance (Resources. - Exp.) $ 14,570,303 $ 14,570,303 - 533 - $ 28,000,000 $ (15,800,000) % $ 28,000,000 $ 4,710,684 3,480,987 $ (11,089,316) -36% 50% 172% 22% 0% 0% 23% 4% -8% -2% 52% 6% 6% -25% -28% 28% -3% 78% -42% 102% -15% -12% 16% -76% Maricopa County FY 2000-01 Annual Business Strategies POSITION DISTRIBUTION Dept 64 TRANSPORTATION WORKING TITLE FTE ACCOUNTANT I 2.0 ACCOUNTANT IV 1.0 ADMINISTRATIVE 5.0 ADMINISTRATIVE ASSTNT I 9.5 ADMINISTRATIVE ASSTNT II 16.0 ADMINISTRATIVE ASSTNT III 14.0 ADMINISTRATIVE COORD II 4.0 ADMINISTRATIVE COORD III 6.0 ADMINISTRATIVE COORD IV 6.0 ADMINISTRATIVE COORD V 3.0 ADMINISTRATIVE COORD VI 1.0 ADMINISTRATV SUPPORT MGR 1.0 AIR QUALITY ANALYST 1.0 ASSISTANT COUNTY ENGINEER 3.0 ASSISTANT COUNTY ENG-OPRS 2.0 ASSOCIATE DCSN SPPRT ANLT 3.0 BUYER I 3.0 CIVIL ENGINEER 8.0 CIVIL ENGINEERING SPEC 4.0 CIVIL ENGINEERING TECH-SR 6.0 CIVIL ENGINEER-SR 13.0 CIVIL ENGINERING TECH 25.0 CONTRACT SPECIALIST III 1.0 CUSTODIAN I 2.0 DECISION SUPPRT ANLYST I 5.0 DECISION SUPPRT ANLYST II 2.0 ENGINEERING-PLANNING MGR 10.0 EQUIPMENT OPERATOR 85.0 EQUIPMENT OPERATOR-SR 24.0 EXECTV SCRTRY-OFC MGR II 1.0 FINANCIAL SERVICS ADM III 1.0 HIGHWAY OPERATIONS SUPDT 2.0 HUMAN RESOURCES ANALYST 2.0 INVENTORY CONTROL SPEC 2.0 IT PROFESSIONAL - CP 2.0 MANAGEMENT ANALYST II 2.0 MANAGEMENT ANALYST III 2.0 MANAGEMENT ANALYST IV 2.0 MANAGERIAL 3.0 MATERIALS HANDLING SPCLST 1.0 MATERIALS TSTNG/INSP TECH 5.0 PLANNER 3.0 PLANNER-SR 1.0 PROFESSIONAL 37.0 PROFESSIONAL ASSOCIATE 2.0 PUBLIC WORKS ASST 37.0 - 534 - Maricopa County FY 2000-01 Annual Business Strategies PUBLIC WORKS ASST SUPV 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 SUPERVISORY SURVEY PARTY CHIEF SURVEY TECHNICIAN TECHNICAL TRADES GENERALIST TRADES SPECIALIST TRANSPORTATION DIRECTOR Total 10.0 15.0 11.0 10.0 3.0 9.0 1.0 29.0 1.0 1.0 1.0 6.0 1.0 5.0 2.0 3.0 4.0 4.0 12.0 7.0 5.0 1.0 511.5 TOTAL BUDGET BY PROGRAM FY 2000-01 TRANSPORTATION Agency 640 Org Title 2456 6410 6419 6420 6430 6450 6460 6480 6490 6499 NORTH VALLEY ADMINISTRATION GENERAL SERVICES ENGINEERING CONSTRUCTION & OPERATIONS INFRASTRUCTURE TECH CENTER PLANNING COMMUNITY & GOVT RELATIONS PW LAND & RIGHT-OF-WAY INVENTORY PASS THROUGH Personal Services $ Supplies & Services Capital Outlay $ $ 1,950,363 875,107 (454,484) (4,204,081) 4,719,904 4,249,560 10,985,776 18,224,374 2,073,432 1,906,333 1,448,696 1,120,403 648,488 494,461 969,011 156,780 Totals: $ 22,341,186 $ 22,822,937 $ - 535 - 263,500 3,386,110 519,200 371,969 460,000 55,000 10,000 70,000 5,135,779 Total Expenditures $ Revenue $ 3,088,970 10,000 (1,272,455) 112,828,575 9,488,664 1,200,000 29,582,119 80,000 4,439,765 10,000 2,624,099 140,314 1,152,949 1,195,791 120,000 $ 50,299,902 $ 114,388,889 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY AGENCY/OBJECT TRANSPORTATION Agency 640 FY 99-00 FINAL/ADOPTED RESOURCES Beginning Fund Balance $ REVENUE 610 LICENSES AND PERMITS 615 GRANTS 620 INTERGOVERNMENTAL 635 FEES & CHARGES 650 MISCELLANEOUS REVENUE 680 TRANSFERS IN FROM OTHER FUNDS Subtotal $ Total Resources $ 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) $ 800,000 77,991,280 50,000 1,670,000 80,511,280 $ 124,311,280 43,800,000 FY 99-00 PROJECTED $ 800,000 77,991,280 50,000 1,670,000 80,511,280 $ $ 124,311,280 $ 42,200,000 FY 00-01 FINAL/ADOPTED $ 28,000,000 552,000 79,625,000 50,000 2,065,000 82,292,000 $ 1,200,000 83,470,314 50,000 1,668,575 86,388,889 114,388,889 124,492,000 $ Variance $ (15,800,000) $ % (0) 0 0% $ 400,000 5,479,034 (1,425) 5,877,609 1 $ (9,922,391) -8% 7% 18,063,414 $ 547,610 492,293 3,759,887 384,470 (1,369,489) 21,878,185 $ 15,911,373 $ 513,800 418,070 3,238,279 36,883 20,118,405 $ 17,974,174 $ 589,510 485,206 3,989,411 560,885 (1,258,000) 22,341,186 $ 89,240 (41,900) 7,087 (229,524) (176,415) (111,489) (463,001) 0% -8% 1% -6% -46% Subtotal $ 17,743,598 $ 602,269 492,293 3,759,111 650,403 (1,369,489) 21,878,185 $ SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 810 LEGAL 815 INSURANCE 820 RENT 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 829 FUEL 830 TELECOM DISCRETIONARY 832 COUNTY COUNSEL 833 EMPLOYEE BENEFITS ADMINISTRATION 834 BASE LEVEL EQ SERVICES CHARGES 835 EQUIPMENT REPLACEMENT 836 RISK MANAGEMENT 837 BASE LEVEL TELECOM 838 TELECOM WIRELESS SYSTEMS 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 850 UTILITIES 860 MISCELLANEOUS EXPENSE 872 S S INTER-FUND CREDIT (NEG) 873 S S INTER-FUND CHARGES 874 OTHER NEGATIVE ADJUSTMENTS 880 TRANSFERS OUT TO OTHER FUNDS 890 NON CAPITAL EQUIPMENT Subtotal $ 1,611,677 $ 840 11,347,172 31,250 800 367,352 4,210,336 140,000 2,300 489,532 200,668 373,380 57,108 2,239,966 1,555,669 362,109 161,464 200,922 244,168 5,380 750,300 1,382,276 (9,814,443) 4,144,443 1,824,159 21,888,828 $ 1,611,677 $ 840 11,347,172 31,250 800 367,352 4,210,336 140,000 2,300 489,532 200,668 373,380 57,108 2,239,966 1,555,669 362,109 161,464 200,922 244,168 5,380 750,300 1,382,276 (9,814,443) 4,144,443 1,824,159 21,888,828 $ 1,644,600 $ 100 10,848,100 69,863 600 1,114,300 3,921,700 2,800 644,500 186,270 413,400 61,900 3,888,970 1,685,300 369,400 148,000 185,600 141,000 4,000 764,200 400,520 (6,715,728) 2,012,300 (445,000) 1,954,200 23,300,895 $ 1,553,524 $ 750 13,739,305 25,000 700 287,128 4,326,958 600 2,250 661,527 309,384 400,206 2,129,575 (100) 740,850 339,974 152,526 251,444 311,697 3,900 776,375 305,722 (5,700,000) (99,324) 2,100,886 202,080 22,822,937 $ 58,153 90 (2,392,133) 6,250 100 80,224 (116,622) 139,400 50 (171,995) (108,716) (26,826) 57,108 110,391 100 814,819 22,135 8,938 (50,522) (67,529) 1,480 (26,075) 1,076,554 (4,114,443) 4,243,767 (276,727) (202,080) (934,109) 4% 11% -21% 20% 13% 22% -3% 100% 2% -35% -54% -7% 100% 5% 50,000 $ 201,900 1,617,156 2,661,908 4,530,964 $ - $ 631,100 1,484,100 2,365,500 4,480,700 $ 0% -483% 15% 5% -13% CAPITAL OUTLAY 910 LAND 915 BUILDINGS AND IMPROVEMENTS 920 EQUIPMENT 930 TRANSPORTATION $ 43,800,000 FY 99-00 RESTATED $ $ Subtotal $ 50,000 201,900 1,612,156 2,666,908 4,530,964 Total Expenditures $ 48,297,977 $ 48,297,977 $ 47,900,000 Operating Balance (Rev. - Exp.) $ 32,213,303 $ 32,213,303 $ 34,392,000 $ - 536 - -8% -2% 52% 6% 6% -25% -28% 28% -3% 78% -42% 102% -15% -4% 50,000 1,178,000 1,376,169 2,531,610 5,135,779 $ $ (976,100) 240,987 130,298 (604,815) $ 50,299,902 $ (2,001,925) -4% $ 36,088,987 $ (3,875,684) -12% Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 TRANSPORTATION REIMBURSEMENT GRANTS Agency 641 Personal Services Org Title 6420 6430 6460 6480 ENGINEERING CONSTRUCTION & OPERATIONS PLANNING COMMUNITY & GOVT RELATIONS $ - Totals: $ Supplies & Services $ $ 2,225,000 471,500 21,200 2,717,700 Capital Outlay Total Expenditures $ $ - $ $ 2,225,000 471,500 21,200 2,717,700 Revenue $ 2,717,700 2,717,700 $ EXPENDITURES AND REVENUES BY AGENCY/OBJECT TRANSPORTATION REIMBURSEMENT GRANTS Agency 641 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 615 GRANTS Subtotal $ 1,000,000 1,000,000 $ 1,000,000 1,000,000 $ 1,200,000 1,200,000 $ 2,717,700 2,717,700 $ 1,717,700 1,717,700 2 172% Total Resources $ 1,000,000 $ 1,000,000 $ 1,200,000 $ 2,717,700 $ 1,717,700 172% SUPPLIES & SERVICES 805 CONTRACTUAL SERVICES - EXTERNAL Subtotal $ 1,000,000 1,000,000 $ 1,000,000 1,000,000 $ 1,000,000 1,000,000 $ 2,717,700 2,717,700 $ (1,717,700) (1,717,700) -172% -172% 1,000,000 $ 1,000,000 $ 1,000,000 $ 2,717,700 $ (1,717,700) -172% - $ - $ 200,000 $ (0) $ EXPENDITURES PERSONAL SERVICES CAPITAL OUTLAY Total Expenditures $ Operating Balance (Rev. - Exp.) $ - 537 - 0 Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 TRANSPORTATION CAPITAL PROJECTS Agency 649 Org 6440 Personal Services Title CAPITAL IMPROVEMENT PROJECTS $ Totals: $ - Supplies & Services $ $ - Capital Outlay Total Expenditures Revenue $ 81,894,000 $ 81,894,000 $ 81,894,000 $ 81,894,000 $ 21,286,000 $ 21,286,000 EXPENDITURES AND REVENUES BY AGENCY/OBJECT TRANSPORTATION CAPITAL PROJECTS Agency 649 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 620 INTERGOVERNMENTAL Subtotal $ 8,125,000 8,125,000 $ 8,125,000 8,125,000 $ 9,208,000 9,208,000 $ 21,286,000 21,286,000 $ 13,161,000 13,161,000 2 162% Total Resources $ 8,125,000 $ 8,125,000 $ 9,208,000 $ 21,286,000 $ 13,161,000 162% $ 69,568,000 69,568,000 $ 69,568,000 69,568,000 $ 58,000,000 58,000,000 $ 81,894,000 81,894,000 $ (12,326,000) (12,326,000) -18% -18% Total Expenditures $ 69,568,000 $ 69,568,000 $ 58,000,000 $ 81,894,000 $ (12,326,000) -18% (48,792,000) $ (60,608,000) $ (835,000) -1% EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES CAPITAL OUTLAY 915 BUILDINGS AND IMPROVEMENTS Subtotal Operating Balance (Rev. - Exp.) $ (61,443,000) $ (61,443,000) $ - 538 - Maricopa County FY 2000-01 Annual Business Strategies SPECIAL DISTRICTS Maricopa County Citizens Flood FloodControl ControlDistrict District Board BoardofofDirectors Directors Andrew Kunasek, Chairman, District 3 Andrew Kunasek , Chairman, Fulton Brock, District 1 District 3 Don Stapley, District 2 Janice K. Brewer, District 4 Mary Rose Garrido Wilcox, District 5 Flood Control District Mike Ellegood , Chief Engineer/General Manager Library LibraryDistrict District Board BoardofofDirectors Directors Andrew Kunasek, Chairman, District 3 Fulton Brock, District 1 Don Stapley, District 2 Janice K. Brewer, District 4 Mary Rose Garrido Wilcox, District 5 Library District Harry Courtright, Director - 539 - Stadium District Stadium District Board of Directors Board of Directors Andrew Kunasek, Chairman, District 3 Fulton Brock, District 1 Don Stapley, District 2 Janice K. Brewer, District 4 Mary Rose Garrido Wilcox, District 5 Stadium District David R. Smith, Executive Director Maricopa County FY 2000-01 Annual Business Strategies 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 Operations & Maintenance Administration Planning & Project Management Information Technology Engineering Land Management Mission To provide planning, structural and non-structural management, and education about flood hazards to the people in Maricopa County so that they can enjoy the natural and beneficial values served by floodplains while their risks of injury, death, and property damage due to flooding are minimized. Program Goals + + + + By FY 2005 approximate delineations will be in place on 100% of the floodplains in Maricopa County. By FY 2005 70% of the County will have area drainage master plans associated with it. 70 % of all the projects designed to reduce flood hazards will be multi-use. By FY 2003 100% of the existing flood control facilities will be evaluated, mitigated, upgraded, or redesigned to provide adequate flood protection. + Identify revenue opportunities and generate additional revenues to those received from the secondary tax rate equivalent to $5,000,000. + By FY 2003 increase minority representation in the FCS workforce by 20%. - 540 - Maricopa County FY 2000-01 Annual Business Strategies Performance Measures Performance Maintenance activities relating ecology and landscaping Maintenance of all other properties and structures Maintenance of improved and floodways Operation and maintenance flood retarding structures levees Maintenance of unlined and floodways Floodplain use permits (each) Floodplain reviews for (each Public (each) Regulation enforcement (each) Acres of floodplain studies Inspections performed Drainage clearance Plan and zoning submittals compliance Drainage Drainage reviews for agencies Asset Easements Gauge calibration Gauge installation Weather stations (quarterly) Water - level gauge (semi) Precipitation gauge (annually) Storm reports and PPMS Public (each) Area drainage master initiated FY 98 Actual FY 99 Actual 7,788 N/A 1,988 1,190 N/A N/A 3,996 N/A 60 60 9,000 30 10,000 6,000 4,800 265 1,450 120 372 16 235 15 18 100 224 40 40 3 878 N/A 253 53 12,185 7 1,678 10,715 4,980 845 428 N/A 435 9 245 10 18 105 235 45 40 5 - 541 - FY 00 Estimated FY 01 Projected 8,162 969.19 acres 11,381 42 N/A 952 56 175 80 11,500 40 32,000 8,000 6,100 350 1,825 160 420 15 260 15 878 N/A 250 100 12,000 250 12,000 11,000 7,000 800 700 N/A 435 15 500 10 24 180 240 N/A 68 8 N/A N/A Maricopa County FY 2000-01 Annual Business Strategies DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE SPECIAL REVENUE TOTAL FUNDS $ Personal Services 11,414,123 11,414,123 $ FLOOD CONTROL DISTRICT Department 69 Supplies & Services Capital Outlay 19,003,270 58,863,434 19,003,270 $ 58,863,434 Total Expenses 89,280,827 $ 89,280,827 Total Revenue 73,488,393 $ 73,488,393 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT FLOOD CONTROL DISTRICT Department 69 FY 99-00 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED PROJECTED RESOURCES Beginning Fund Balance REVENUE 601 REAL PROPERTY TAXES 603 PAYMENTS IN LIEU OF TAXES 610 LICENSES AND PERMITS 620 INTERGOVERNMENTAL 650 MISCELLANEOUS REVENUE FY 00-01 FINAL/ADOPTED Variance % $ 30,233,163 $ 30,233,163 $ 36,050,389 $ 28,166,869 $ (2,066,294) -7% $ 44,705,777 300,837 995,500 20,078,000 2,768,755 68,848,869 $ $ 44,705,777 $ 300,837 756,000 17,911,000 9,750,450 73,424,064 $ 44,813,583 $ 195,878 1,131,963 22,567,000 4,779,969 73,488,393 $ 107,806 (104,959) 136,463 2,489,000 2,011,214 4,639,524 0% -35% 14% 12% 73% 7% Subtotal $ 44,705,777 $ 300,837 995,500 20,078,000 2,768,755 68,848,869 $ Total Resources $ 99,082,032 $ 99,082,032 $ 109,474,453 $ 101,655,262 $ 2,573,230 $ 10,844,672 $ 171,980 1,708,876 225,465 (2,144,656) (247,000) 10,559,337 $ 9,353,738 $ 308,874 1,781,408 119,742 2,145,000 (2,274,700) (247,000) 11,187,062 $ 8,587,736 $ 238,753 1,662,612 1,457,452 (1,457,452) 10,489,101 $ 11,797,181 $ 290,353 1,847,151 217,241 (2,449,803) (288,000) 11,414,123 $ (2,443,443) 18,521 (65,743) (97,499) 2,145,000 175,103 41,000 (227,061) -26% 6% -4% -81% 100% 8% 17% -2% 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 $ 751,907 11,413,871 129,600 132,600 890,855 800 865 85,587 32,939 39,600 25,128 500,448 250,430 179,685 57,686 31,390 130,748 500 322,900 118,652 1,130,182 16,226,373 614,319 $ 12,627,009 120,000 87,896 560,161 5,300 40 109,290 50,000 25,128 451,561 250,430 179,685 57,686 43,937 74,103 100 282,000 226,000 1,130,182 16,894,827 $ 8,617,304 $ 5,913,500 160,600 140,200 780,390 2,000 1,880 113,445 58,767 39,600 534,438 238,146 242,106 35,435 141,246 490 284,100 324,458 1,219,910 155,255 19,003,270 $ (7,865,397) 5,500,371 (31,000) (7,600) 110,465 (2,000) (1,080) 865 (27,858) (25,828) 25,128 (33,990) 12,284 (62,421) 57,686 (4,045) (10,498) 10 38,800 (205,806) (89,728) (155,255) (2,776,897) -1046% 48% -24% -6% 12% 1,335,000 58,553,000 250,300 946,008 61,084,308 $ $ 10,426,718 $ 42,373,228 223,710 900,000 53,923,656 $ 1,559,000 $ 56,137,000 239,399 928,035 58,863,434 $ (224,000) 2,416,000 10,901 17,973 2,220,874 -17% 4% 4% 2% 4% 88,497,743 $ 81,307,584 $ 89,280,827 $ (783,084) -1% (19,648,874) $ (7,883,520) $ (15,792,434) $ 3,856,440 20% 10,584,289 28,166,869 $ 12,374,435 $ 1,790,146 17% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 790 OTHER PERSONAL SERVICES 795 P S INTER-FUND CREDIT (NEG) 797 PERSONNEL SAVINGS (NEG) Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 810 LEGAL 820 RENT 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 828 MOTOR POOL 829 FUEL 830 TELECOM DISCRETIONARY 832 COUNTY COUNSEL 833 EMPLOYEE BENEFITS ADMINISTRATION 834 BASE LEVEL EQ SERVICES CHARGES 836 RISK MANAGEMENT 837 BASE LEVEL TELECOM 838 TELECOM WIRELESS SYSTEMS 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 850 UTILITIES 860 MISCELLANEOUS EXPENSE 880 TRANSFERS OUT TO OTHER FUNDS 890 NON CAPITAL EQUIPMENT Subtotal CAPITAL OUTLAY 910 LAND 915 BUILDINGS AND IMPROVEMENTS 920 EQUIPMENT 930 TRANSPORTATION $ $ $ $ Subtotal $ 1,335,000 $ 58,553,000 250,300 946,008 61,084,308 $ Total Expenditures $ 88,497,743 $ Operating Balance (Rev. - Exp.) $ (19,648,874) $ Ending Fund Balance (Resources. - Exp.) $ 10,584,289 $ - 542 - $ $ $ 3% -135% 100% -33% -78% 0% 100% -7% 5% -35% 100% -13% -8% 2% 12% -173% -8% -17% Maricopa County FY 2000-01 Annual Business Strategies POSITION DISTRIBUTION Dept WORKING TITLE 69 FLOOD CONTROL DISTRICT ACCOUNTANT I ACCOUNTANT II ADMINISTRATIVE 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 ENGINEERING SPEC CIVIL ENGINEERING TECH-SR CIVIL ENGINEERNG TECH I CIVIL ENGINEER-SR CIVIL ENGINERING TECH CONSTRUCTION & OPERS MGR 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 - 543 - FTE 1.0 1.0 1.0 5.0 9.0 5.0 7.0 4.0 5.0 1.0 1.0 1.0 6.0 2.0 2.0 1.0 7.0 9.0 1.0 1.0 1.0 1.0 3.0 1.0 1.0 4.0 3.0 2.0 1.0 10.0 1.0 1.0 1.0 1.0 1.0 1.0 9.0 4.5 1.0 3.0 1.0 2.0 1.0 1.0 1.0 Maricopa County FY 2000-01 Annual Business Strategies PLANNER-SR PROFESSIONAL PROFESSIONAL ASSOCIATE PROJECT MANAGER PROJECT MANAGER-PLANNING 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 PROPERTY TECHNICIAN REVIEW APPRAISER SENIOR DECISN SPPRT ANLYT SERVICE WORKER III SUPERVISORY SYSTEMS ADMINISTRATOR II TECHNICAL 2.0 9.0 2.0 1.0 0.8 1.0 9.0 29.0 11.0 3.0 2.0 5.0 2.0 2.0 2.0 1.0 4.0 2.0 8.0 222.3 Total TOTAL BUDGET BY PROGRAM FY 2000-01 FLOOD CONTROL DISTRICT Agency 690 Org 6910 6920 6930 6940 6950 6960 6970 6980 Personal Services Title EXECUTIVE ENGINEERING REGULATORY LANDS CONSTRUCTION & MAINTENANCE PLANNING & PROJECT MANAGEMENT INFORMATION TECHNOLOGY ADMINISTRATION $ Totals: $ 684,852 1,620,456 1,245,452 333,635 2,401,579 1,031,263 902,856 744,228 8,964,321 Supplies & Services $ 267,181 2,524,475 144,979 194,567 1,690,591 3,353,621 444,420 2,599,436 $ 11,219,270 - 544 - Capital Outlay Total Expenditures $ $ $ 157,000 140,635 670,399 110,000 72,200 17,200 1,167,434 952,033 4,301,931 1,531,066 528,202 4,762,569 4,494,884 1,419,476 3,360,864 $ 21,351,025 Revenue $ $ 961,500 2,779,969 67,576,461 30,337,332 101,655,262 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY AGENCY/OBJECT FLOOD CONTROL DISTRICT Agency 690 FY 99-00 FINAL/ADOPTED RESOURCES Beginning Fund Balance FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % $ 30,233,163 $ 30,233,163 $ 36,050,389 $ 28,166,869 $ $ 44,705,777 $ 300,837 995,500 20,078,000 2,768,755 68,848,869 $ 44,705,777 300,837 756,000 17,911,000 9,750,450 73,424,064 $ Subtotal $ 44,705,777 $ 300,837 995,500 20,078,000 2,768,755 68,848,869 $ $ 44,813,583 $ 195,878 1,131,963 22,567,000 4,779,969 73,488,393 $ 107,806 (104,959) 136,463 2,489,000 2,011,214 4,639,524 Total Resources $ 99,082,032 $ 99,082,032 $ 109,474,453 $ 101,655,262 $ 2,573,230 3% Subtotal $ 8,699,672 $ 171,980 1,708,876 225,465 (2,144,656) (247,000) 8,414,337 $ 9,353,738 $ 308,874 1,781,408 119,742 (2,274,700) (247,000) 9,042,062 $ 8,587,736 $ 238,753 1,662,612 (1,457,452) 9,031,649 $ 9,347,379 $ 290,353 1,847,151 217,241 (2,449,803) (288,000) 8,964,321 $ 6,359 18,521 (65,743) (97,499) 175,103 41,000 77,741 0% 6% -4% -81% 8% 17% 1% SUPPLIES & SERVICES 801 GENERAL SUPPLIES $ 805 CONTRACTUAL SERVICES - EXTERNAL 810 LEGAL 820 RENT 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 828 MOTOR POOL 829 FUEL 830 TELECOM DISCRETIONARY 832 COUNTY COUNSEL 833 EMPLOYEE BENEFITS ADMINISTRATION 834 BASE LEVEL EQ SERVICES CHARGES 836 RISK MANAGEMENT 837 BASE LEVEL TELECOM 838 TELECOM WIRELESS SYSTEMS 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 850 UTILITIES 860 MISCELLANEOUS EXPENSE 880 TRANSFERS OUT TO OTHER FUNDS 890 NON CAPITAL EQUIPMENT Subtotal $ 751,907 $ 9,050,550 129,600 132,600 890,855 800 865 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 14,232,098 $ 751,907 $ 8,791,871 129,600 132,600 890,855 800 865 85,587 32,939 39,600 25,128 500,448 250,430 179,685 57,686 31,390 130,748 500 322,900 118,652 1,130,182 13,604,373 $ 614,319 $ 5,724,009 120,000 87,896 560,161 5,300 40 109,290 50,000 25,128 451,561 250,430 179,685 57,686 43,937 74,103 100 282,000 226,000 1,130,182 9,991,827 $ 833,304 $ 5,913,500 160,600 140,200 780,390 2,000 1,880 113,445 58,767 39,600 534,438 238,146 242,106 35,435 141,246 490 284,100 324,458 1,219,910 155,255 11,219,270 $ (81,397) 2,878,371 (31,000) (7,600) 110,465 (2,000) (1,080) 865 (27,858) (25,828) 25,128 (33,990) 12,284 (62,421) 57,686 (4,045) (10,498) 10 38,800 (205,806) (89,728) (155,255) 2,385,103 -11% 33% -24% -6% 12% Subtotal $ 250,300 946,008 1,196,308 $ 250,300 946,008 1,196,308 $ 223,710 900,000 1,123,710 $ 239,399 928,035 1,167,434 $ 10,901 17,973 28,874 4% 2% 2% Total Expenditures $ 23,842,743 $ 23,842,743 $ 20,147,186 $ 21,351,025 $ 2,491,718 10% Operating Balance (Rev. - Exp.) $ 45,006,126 $ 45,006,126 $ 53,276,878 $ 52,137,368 $ (7,131,242) -16% Ending Fund Balance (Resources - Exp.) $ 75,239,289 $ 75,239,289 $ 89,327,267 $ 80,304,237 $ (5,064,948) -7% REVENUE 601 REAL PROPERTY TAXES 603 PAYMENTS IN LIEU OF TAXES 610 LICENSES AND PERMITS 620 INTERGOVERNMENTAL 650 MISCELLANEOUS REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 780 SALARY ADJUSTMENTS 795 P S INTER-FUND CREDIT (NEG) 797 PERSONNEL SAVINGS (NEG) $ CAPITAL OUTLAY 920 EQUIPMENT 930 TRANSPORTATION - 545 - (2,066,294) $ $ (0) 0 (0) 0 0 73% 7% -135% 100% -33% -78% 0% 100% -7% 5% -35% 100% -13% -8% 2% 12% -173% -8% 18% Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 FLOOD CONTROL DISTRICT CAPITAL PROJECTS Agency 699 Org Title 6975 CIP Personal Services $ Totals: $ 2,449,802 2,449,802 Supplies & Services $ $ 7,784,000 7,784,000 Capital Outlay Total Expenditures $ 57,696,000 $ 57,696,000 $ 67,929,802 $ 67,929,802 Revenue $ $ - EXPENDITURES AND REVENUES BY AGENCY/OBJECT FLOOD CONTROL DISTRICT CAPITAL PROJECTS Agency 699 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 790 OTHER PERSONAL SERVICES Subtotal $ 2,145,000 $ 2,145,000 $ - $ 2,145,000 2,145,000 $ - $ 1,457,452 1,457,452 $ 2,449,802 $ 2,449,802 $ (2,449,802) 2,145,000 (304,802) 100% -14% SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL Subtotal $ - $ 2,622,000 2,622,000 $ - $ 2,622,000 2,622,000 $ - $ 6,903,000 6,903,000 $ 7,784,000 $ 7,784,000 $ (7,784,000) 2,622,000 (5,162,000) 100% -197% Subtotal $ 1,335,000 $ 58,553,000 59,888,000 $ 1,335,000 $ 58,553,000 59,888,000 $ 10,426,718 42,373,228 52,799,946 $ 1,559,000 $ 56,137,000 57,696,000 $ (224,000) 2,416,000 2,192,000 -17% 4% 4% Total Expenditures $ 64,655,000 $ 64,655,000 $ 61,160,398 $ 67,929,802 $ (3,274,802) -5% Operating Balance (Rev. - Exp.) $ (64,655,000) $ (64,655,000) $ (61,160,398) $ (67,929,802) $ 3,274,802 5% CAPITAL OUTLAY 910 LAND 915 BUILDINGS AND IMPROVEMENTS $ $ - 546 - $ Maricopa County FY 2000-01 Annual Business Strategies Library District (65) Library District Board of Directors Community Services Officer Library District Harry Courtright, Librarian Library Director/County Library Director/County Librarian Service Agencies Service Coordinators Support Services Finance Automation 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 e Enhance the Library District’s visibility through marketing and public relations. e Continuous upgrading of technology to provide improved access to information by our patrons and for our patrons. e Provide safe and enjoyable facilities for library patrons and staff. e Create and sustain a positive work environment to ensure better service to the patrons. 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 direct services functional. Without support services the libraries would not be able to provide the quality of service they currently provide. - 547 - Maricopa County FY 2000-01 Annual Business Strategies Performance Measures Program General General Performance Measures Percentage change in fund balance Percentage decrease in per-patron spending FY 98 Actual FY 99 Actual FY 00 Estimated FY 01 Projected 2.16% 32.78% 30.10% Staff costs per square footage - SERL Staff costs per square footage District Wide General Operating costs per square footage SERL General Operating costs per square footage District Wide General Collection Management Percentage increase in circulation Percentage increase in non-tax revenue General Increase in the percentage of MCLD Home Page users E-Library General General Percentage of decrease in complaints 27.47% 13.31% 8.50% N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A -0.96% N/A -7.40% N/A -6.48% N/A N/A N/A N/A N/A N/A N/A N/A N/A DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE SPECIAL REVENUE TOTAL FUNDS $ Personal Services 4,916,990 4,916,990 $ LIBRARY DISTRICT Department 65 Supplies & Services 4,251,436 4,251,436 $ - 548 - Capital Outlay 558,813 558,813 Total Expenses 9,727,239 $ 9,727,239 Total Revenue 9,573,485 $ 9,573,485 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT LIBRARY DISTRICT Department 65 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED RESOURCES Beginning Fund Balance FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % $ 4,714,253 $ 4,714,253 $ 5,391,560 $ 4,900,000 $ 185,747 $ 7,492,922 384,926 233,237 19,000 24,000 215,000 318,827 8,687,912 $ Subtotal $ 7,492,922 $ 384,926 233,237 19,000 24,000 215,000 318,827 8,687,912 $ $ 7,492,922 $ 384,926 233,237 187,349 24,000 200,000 320,000 8,842,434 $ 8,408,317 $ 406,968 203,048 30,152 24,000 221,000 280,000 9,573,485 $ 915,395 22,042 (30,189) 11,152 6,000 (38,827) 885,573 Total Resources $ 13,402,165 $ 13,402,165 $ 14,233,994 $ 14,473,485 $ Subtotal $ 3,715,827 $ 55,106 781,426 441,709 (14,356) 128,000 (288,702) 4,819,010 $ 3,676,349 $ 167,089 764,109 286,521 (14,356) 128,000 (288,702) 4,719,010 $ 3,464,098 $ 243,887 12,492 692,915 135,281 5,843 (14,356) 28,000 4,568,160 $ 3,565,849 $ 309,947 833,598 319,139 27,238 (138,781) 4,916,990 $ 110,500 (142,858) (69,489) (32,618) (14,356) 100,762 (149,921) (197,980) SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 810 LEGAL 820 RENT 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 829 FUEL 830 TELECOM DISCRETIONARY 832 COUNTY COUNSEL 833 EMPLOYEE BENEFITS ADMINISTRATION 834 BASE LEVEL EQ SERVICES CHARGES 836 RISK MANAGEMENT 837 BASE LEVEL TELECOM 838 TELECOM WIRELESS SYSTEMS 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 850 UTILITIES 855 STATE AND LOCAL AID 860 MISCELLANEOUS EXPENSE 880 TRANSFERS OUT TO OTHER FUNDS 890 NON CAPITAL EQUIPMENT Subtotal $ 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 $ 367,727 192,675 700 197,869 162,500 5,500 5,000 3,098 11,955 12,685 14,341 22,634 82,890 143,000 3,696 23,000 57,000 25,200 225,000 835,000 1,300,050 557,839 4,249,359 178,188 $ 255,502 117,153 113,100 3,338 27,821 7,326 29,394 24,694 216,645 4,369 34,500 42,500 28,800 182,700 835,000 1,514,414 632,492 3,500 4,251,436 $ 189,539 (62,827) 700 80,716 49,400 5,500 5,000 (240) (15,866) 5,359 14,341 (6,760) 58,196 (73,645) (673) (11,500) 14,500 (3,600) 42,300 (214,364) (74,653) (3,500) (2,077) 52% -33% 100% 41% 30% 100% 100% -8% -133% 42% 100% -30% 70% -52% -18% -50% 25% -14% 19% 0% -16% -13% $ 228,672 $ 285,917 152,665 173,850 500 80 3,145 23,500 12,685 14,341 13,058 82,890 143,000 3,696 29,000 50,000 24,145 218,971 800,000 1,250,050 557,839 4,068,004 $ 300,000 55,000 355,000 $ 300,000 221,700 521,700 $ 225,000 269,413 64,400 558,813 $ 75,000 (214,413) (64,400) (203,813) 25% -390% Subtotal $ 55,000 200,000 255,000 $ Total Expenditures $ 9,323,369 $ 9,323,369 $ 9,157,864 $ 9,727,239 $ (403,870) -4% Operating Balance (Rev. - Exp.) $ (635,457) $ (635,457) $ (315,430) $ (153,754) $ 481,703 76% Ending Fund Balance (Resources. - Exp.) $ 4,078,796 $ 5,076,130 $ 4,746,246 $ 667,450 16% REVENUE 601 REAL PROPERTY TAXES 602 PERSONAL PROPERTY TAXES 603 PAYMENTS IN LIEU OF TAXES 615 GRANTS 620 INTERGOVERNMENTAL 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 795 P S INTER-FUND CREDIT (NEG) 796 P S INTER-FUND CHARGES 797 PERSONNEL SAVINGS (NEG) $ CAPITAL OUTLAY 915 BUILDINGS AND IMPROVEMENTS 920 EQUIPMENT 930 TRANSPORTATION 940 OTHER CAPITAL OUTLAY 4,078,796 - 549 - $ $ 1,071,320 4% 12% 6% -13% 59% 0% 3% -12% 10% 8% 3% -85% -9% -11% -100% 79% -52% -4% 0% -57% Maricopa County FY 2000-01 Annual Business Strategies POSITION DISTRIBUTION Dept 65 LIBRARY DISTRICT Total WORKING TITLE FTE A/P & F/A ACCNTG CLERK 1.0 ACCOUNTANT 1.0 ADMIN ASST TO REG. COORD 2.0 ADULT SERVICES COORDINATOR 1.0 ADULT SERVICES SUPERVISOR 2.0 BRANCH MANAGER 2.0 CIRCULATION SUPERVISOR 2.0 COMP. TECH/PUB. COMP ASST 1.0 COMPUTER TECHNICIAN 1.0 DEVEOPMENT & MARKETING COORDINATOR 1.0 DRIVER/VEHICLE TECHNICIAN 1.0 EXECUTIVE ASSISTANT 1.0 FACILITIES ASSISTANT 1.0 FINANCIAL ADMINISTRATOR 1.0 HUMAN RESOURCES ANALYST 1.0 LAN/TECHNOLOGY OFFICER 1.0 LIBRARIAN 16.5 LIBRARY AIDE 27.0 LIBRARY ASSISTANT 22.0 LIBRARY CLERK 2.5 LIBRARY DIRECTOR 1.0 LIBRARY PAGE 3.0 LIBRARY SENIOR ASSISTANT 9.0 MATERIALS ACQUISITION SPECIALIST 1.0 MATERIALS CATALOGUER 2.0 MATERIALS DEVELOPMENT COORDINATOR 1.0 MGR COMPUTER OPERATIONS 1.0 ORG. DEV & TRAINING COORD. 1.0 PAYROLL & CASH RECEIPT COORD 1.0 PROJECT & FACILITIES ASST 1.0 REGIONAL LIBRARY COORDINATOR 3.0 SENIOR LIBRARIAN 1.0 SPACE/FACILITIES PLANNER 1.0 WEB ADMINISTRATOR 1.0 YOUTH SERVICES COORDINATOR 1.0 YOUTH SERVICES SUPERVISOR 2.0 118.0 TOTAL BUDGET BY PROGRAM FY 2000-01 LIBRARY DISTRICT Agency 650 Org Title 6510 6550 6560 6570 6580 LIBRARIES OUTREACH RBP SUPPORT SERVICES CAPITAL REPLACEMENT Personal Services $ Totals: $ 3,343,931 190,621 1,382,438 4,916,990 - 550 - Supplies & Services $ $ 2,224,443 101,941 845,000 1,049,900 4,221,284 Capital Outlay Total Expenditures $ $ $ 411,000 45,000 102,813 558,813 $ 5,979,374 337,562 845,000 2,535,151 9,697,087 Revenue $ 14,443,333 $ 14,443,333 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY AGENCY/OBJECT LIBRARY DISTRICT Agency 650 FY 99-00 FINAL/ADOPTED RESOURCES Beginning Fund Balance FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % $ 4,714,253 $ 4,714,253 $ 5,391,560 $ 4,900,000 $ 185,747 $ 0 $ $ $ 8,408,317 $ 406,968 203,048 24,000 221,000 280,000 9,543,333 $ 915,395 22,042 (30,189) 6,000 (38,827) 874,421 $ $ 7,492,922 384,926 233,237 24,000 200,000 320,000 8,655,085 $ $ 7,492,922 384,926 233,237 24,000 215,000 318,827 8,668,912 $ Subtotal $ 7,492,922 384,926 233,237 24,000 215,000 318,827 8,668,912 0 0 (0) 0 -12% 10% Total Resources $ 13,383,165 $ 13,383,165 $ 14,046,645 $ 14,443,333 $ 1,060,168 8% 3% -85% REVENUE 601 REAL PROPERTY TAXES 602 PERSONAL PROPERTY TAXES 603 PAYMENTS IN LIEU OF TAXES 620 INTERGOVERNMENTAL 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 795 P S INTER-FUND CREDIT (NEG) 796 P S INTER-FUND CHARGES 797 PERSONNEL SAVINGS (NEG) $ 3,715,827 $ 55,106 781,426 441,709 (14,356) 128,000 (288,702) 4,819,010 $ 3,676,349 $ 167,089 764,109 286,521 (14,356) 128,000 (288,702) 4,719,010 $ 3,464,098 $ 243,887 12,492 692,915 135,281 5,843 (14,356) 28,000 4,568,160 $ 3,565,849 $ 309,947 833,598 319,139 27,238 (138,781) 4,916,990 $ 110,500 (142,858) (69,489) (32,618) (14,356) 100,762 (149,921) (197,980) 319,374 215,850 700 163,800 164,000 5,500 5,000 3,098 12,455 12,685 14,641 22,634 86,890 132,141 1,500 15,000 40,350 25,780 225,000 835,000 1,371,122 557,839 4,230,359 $ 223,875 279,917 152,665 173,850 500 80 3,145 23,500 12,685 14,341 13,058 82,890 143,000 3,696 15,000 35,000 24,145 218,971 800,000 1,250,050 557,839 4,028,207 $ 174,988 $ 245,150 116,753 113,100 3,338 27,821 7,326 29,394 24,694 216,645 4,369 23,000 37,800 28,800 182,700 835,000 1,514,414 632,492 3,500 4,221,284 $ 189,739 (55,475) 700 81,116 49,400 5,500 5,000 (240) (15,866) 5,359 14,341 (6,760) 58,196 (73,645) (673) (8,000) 14,200 (3,600) 42,300 (214,364) (74,653) (3,500) 9,075 52% -29% 100% 41% 30% 100% 100% -8% -133% 42% 100% -30% 70% -52% -18% -53% 27% -14% 19% 0% -16% -13% $ 364,727 189,675 700 197,869 162,500 5,500 5,000 3,098 11,955 12,685 14,341 22,634 82,890 143,000 3,696 15,000 52,000 25,200 225,000 835,000 1,300,050 557,839 4,230,359 $ 300,000 55,000 355,000 $ 300,000 85,000 385,000 $ 225,000 269,413 64,400 558,813 $ 75,000 (214,413) (64,400) (203,813) 25% -390% Subtotal $ 55,000 200,000 255,000 Total Expenditures $ 9,304,369 $ 9,304,369 $ 8,981,367 $ 9,697,087 $ (392,718) -4% (326,282) $ (153,754) $ (481,703) -76% 4,746,246 $ (667,450) -16% Subtotal $ SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 810 LEGAL 820 RENT 825 REPAIRS AND MAINTENANCE 826 FACILITIES MGMT DISCRETIONARY 827 MATERIAL MGNT DISCRETIONARY 829 FUEL 830 TELECOM DISCRETIONARY 832 COUNTY COUNSEL 833 EMPLOYEE BENEFITS ADMINISTRATION 834 BASE LEVEL EQ SERVICES CHARGES 836 RISK MANAGEMENT 837 BASE LEVEL TELECOM 838 TELECOM WIRELESS SYSTEMS 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 850 UTILITIES 855 STATE AND LOCAL AID 860 MISCELLANEOUS EXPENSE 880 TRANSFERS OUT TO OTHER FUNDS 890 NON CAPITAL EQUIPMENT Subtotal $ CAPITAL OUTLAY 915 BUILDINGS AND IMPROVEMENTS 920 EQUIPMENT 930 TRANSPORTATION 940 OTHER CAPITAL OUTLAY Operating Balance (Rev. - Exp.) $ Ending Fund Balance (Resources - Exp.) $ $ (635,457) $ 4,078,796 $ $ (635,457) $ 4,078,796 - 551 - $ 5,065,278 $ $ -9% -11% -100% 79% -52% -4% 0% -57% Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 LIBRARY DISTRICT GRANTS Agency 651 Personal Services Org Title 6510 LIBRARIES $ Totals: $ - Supplies & Services $ $ 30,152 30,152 Capital Outlay Total Expenditures $ $ $ $ - 30,152 30,152 Revenue $ $ 30,152 30,152 EXPENDITURES AND REVENUES BY AGENCY/OBJECT LIBRARY DISTRICT GRANTS Agency 651 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 615 GRANTS Subtotal $ 19,000 19,000 $ 19,000 19,000 $ 187,349 187,349 $ 30,152 30,152 $ 11,152 11,152 1 59% Total Resources $ 19,000 $ 19,000 $ 187,349 $ 30,152 $ 11,152 59% SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 820 RENT 841 EMPLOYEE TRAVEL 842 EDUCATION Subtotal $ 3,000 3,000 8,000 5,000 19,000 $ 4,797 6,000 14,000 15,000 39,797 $ $ 3,000 $ 3,000 8,000 5,000 19,000 $ 3,200 $ 10,352 400 11,500 4,700 30,152 $ (200) (7,352) (400) (3,500) 300 (11,152) Subtotal $ - $ - $ 136,700 136,700 $ Total Expenditures $ 19,000 $ 19,000 $ 176,497 $ Operating Balance (Rev. - Exp.) $ - $ - $ 10,852 $ EXPENDITURES PERSONAL SERVICES CAPITAL OUTLAY 920 EQUIPMENT - 552 - $ - $ 30,152 $ - $ -7% -245% -44% 6% -59% (11,152) - -59% Maricopa County FY 2000-01 Annual Business Strategies Stadium District - Cactus League (68) Stadium District - Cactus League Stadium District Board of Directors Executive Director David Smith Executive Director Representative Executive Director Representative William C. Scalzo William C. Scalzo Select Artists Associates Administration Chief Financial Officer 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 + Develop Legislative Strategy to enhance the Car Rental Surcharge Tax. + Fiscally position the District to make capital improvements in older Cactus League facilities in Maricopa County. + Manage and refinance, if advantageous, senior and junior lien debt. + Provide fiscal resources to support the presence of Major League Baseball spring training and research other sources of revenue. 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. - 553 - Maricopa County FY 2000-01 Annual Business Strategies Performance Measures Performance Measures Fund up to $10,000 annually to AZ Dept. of Commerce effort to enhance and promote baseball spring training in Maricopa County & Arizona Issue all quarterly reports and debt service payments on time and with full audit compliance. Manage Cactus League budget with full audit compliance. FY 98 Actual FY 99 Actual FY 00 Estimated DY 01 Projected N/A $10,000 $0 $10,000 100% 100% 100% 100% 100% 100% 100% 100% DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE SPECIAL REVENUE DEBT SERVICE TOTAL FUNDS $ Personal Services 36,205 36,205 $ STADIUM DISTRICT Department 68 Supplies & Services 5,499,476 5,402,219 10,901,695 $ - 554 - Capital Outlay - Total Expenses 5,535,681 5,402,219 $ 10,937,900 Total Revenue 5,626,425 5,402,219 $ 11,028,644 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT STADIUM DISTRICT Department 68 FY 99-00 FY 99-00 FINAL/ADOPTED RESTATED RESOURCES Beginning Fund Balance $ 2,008,019 $ 2,008,019 REVENUE 606 SALES TAXES 650 MISCELLANEOUS REVENUE 680 TRANSFERS IN FROM OTHER FUNDS Subtotal $ 5,462,645 75,000 5,118,109 10,655,754 $ Total Resources $ FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % $ 3,508,882 $ 3,084,858 $ 1,076,839 54% 5,462,645 75,000 5,118,109 10,655,754 $ 5,462,645 75,000 5,118,109 10,655,754 $ 5,551,425 75,000 5,402,219 11,028,644 $ 88,780 284,110 372,890 2% 0% 6% 3% 12,663,773 $ 12,663,773 $ 14,164,636 $ 14,113,502 $ 1,449,729 11% 29,718 5,241 34,959 $ - $ 30,000 30,000 $ - $ 36,205 36,205 $ 29,718 5,241 (36,205) (1,246) 100% 100% Subtotal $ 29,718 $ 5,241 34,959 $ SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 810 LEGAL 820 RENT 825 REPAIRS AND MAINTENANCE 827 MATERIAL MGNT DISCRETIONARY 832 COUNTY COUNSEL 833 EMPLOYEE BENEFITS ADMINISTRATION 836 RISK MANAGEMENT 837 BASE LEVEL TELECOM 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 850 UTILITIES 860 MISCELLANEOUS EXPENSE 872 S S INTER-FUND CREDIT (NEG) 873 S S INTER-FUND CHARGES 875 BONDS AND RELATED EXPENSE 880 TRANSFERS OUT TO OTHER FUNDS Subtotal $ 905 $ 6,200 660 629 731 9,444 185 742 782 400 1,000 37 400 10,050 5,121,636 5,125,514 10,279,315 $ 905 6,200 660 629 731 9,444 185 742 782 400 1,000 37 400 10,050 5,121,636 5,125,514 10,279,315 $ - $ 20,000 30,000 100 10,000 37,157 5,402,219 5,402,219 10,901,695 $ 905 (13,800) (30,000) 660 629 731 9,444 185 742 782 400 1,000 37 300 50 (37,157) (280,583) (276,705) (622,380) 100% -223% $ - $ 10,000 6,703 43 712 88 120,000 (12,000) 25,000 5,121,636 5,012,092 10,284,274 $ Total Expenditures $ 10,314,274 $ 10,314,274 $ 10,314,274 $ 10,937,900 $ (623,626) -6% Operating Balance (Rev. - Exp.) $ 341,480 $ 341,480 $ 341,480 $ 90,744 $ (250,736) -73% Ending Fund Balance (Resources. - Exp.) $ 2,349,499 $ 2,349,499 $ 3,850,362 $ 3,175,602 $ 826,103 35% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 750 FRINGE BENEFITS 796 P S INTER-FUND CHARGES $ $ -4% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 75% 0% -5% -5% -6% CAPITAL OUTLAY - 555 - Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 STADIUM DISTRICT GENERAL Agency 680 Personal Services Org Title 6800 6810 6815 6820 6825 6830 6835 6840 ADMINISTRATION COMPADRE MESA PEORIA SCOTTSDALE PHOENIX MISC. CACTUS DEBT SERVICE $ Supplies & Services 36,205 36,205 Totals: $ $ $ 5,499,476 5,499,476 Capital Outlay Total Expenditures $ $ - $ 5,535,681 5,535,681 $ Revenue $ $ 8,711,283 8,711,283 EXPENDITURES AND REVENUES BY AGENCY/OBJECT STADIUM DISTRICT GENERAL Agency 680 RESOURCES Beginning Fund Balance FY 99-00 FY 99-00 FY 99-00 FY 00-01 FINAL/ADOPTED RESTATED PROJECTED FINAL/ADOPTED $ 2,008,019 $ 2,008,019 Subtotal Total Resources 3,084,858 $ 1,076,839 $ 5,462,645 75,000 5,537,645 $ 5,551,425 75,000 5,626,425 $ 88,780 88,780 0 0% 2% 7,545,664 $ 9,046,527 $ 8,711,283 $ 1,165,619 15% 29,718 5,241 34,959 $ 30,000 30,000 $ $ - $ 36,205 36,205 $ 29,718 5,241 (36,205) (1,246) 100% 100% $ 29,718 $ 5,241 34,959 $ SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 810 LEGAL 820 RENT 825 REPAIRS AND MAINTENANCE 827 MATERIAL MGNT DISCRETIONARY 832 COUNTY COUNSEL 833 EMPLOYEE BENEFITS ADMINISTRATION 836 RISK MANAGEMENT 837 BASE LEVEL TELECOM 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 850 UTILITIES 860 MISCELLANEOUS EXPENSE 872 S S INTER-FUND CREDIT (NEG) 873 S S INTER-FUND CHARGES 880 TRANSFERS OUT TO OTHER FUNDS Subtotal $ 905 $ 6,200 660 629 731 9,444 185 742 782 400 1,000 37 400 10,050 5,125,514 5,157,679 $ 905 6,200 660 629 731 9,444 185 742 782 400 1,000 37 400 10,050 5,125,514 5,157,679 $ - $ 20,000 30,000 100 10,000 37,157 5,402,219 5,499,476 $ 905 (13,800) (30,000) 660 629 731 9,444 185 742 782 400 1,000 37 300 50 (37,157) (276,705) (341,797) 100% -223% $ - $ 10,000 6,703 43 712 88 120,000 (12,000) 25,000 5,012,092 5,162,638 $ (343,043) -7% 254,263 74% (822,576) -35% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 750 FRINGE BENEFITS 796 P S INTER-FUND CHARGES $ 5,462,645 75,000 5,537,645 $ 7,545,664 $ Subtotal 3,508,882 $ 5,462,645 75,000 5,537,645 $ % $ REVENUE 606 SALES TAXES 650 MISCELLANEOUS REVENUE $ Variance $ $ 1 -4% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 75% 0% -5% -7% CAPITAL OUTLAY Total Expenditures $ 5,192,638 $ 5,192,638 $ 5,192,638 $ 5,535,681 $ Operating Balance (Rev. - Exp.) $ 345,007 $ 345,007 $ 345,007 $ 90,744 $ Ending Fund Balance (Resources - Exp.) $ 2,353,026 $ 2,353,026 $ 3,853,889 $ 3,175,602 $ - 556 - Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 STADIUM DIST DEBT SVS-1993A Agency 682 Personal Services Org Title 6840 DEBT SERVICE $ Totals: $ - Supplies & Services $ $ 633,025 633,025 Capital Outlay Total Expenditures $ $ $ $ - 633,025 633,025 Revenue $ $ 633,025 633,025 EXPENDITURES AND REVENUES BY AGENCY/OBJECT STADIUM DIST DEBT SVS-1993A Agency 682 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 680 TRANSFERS IN FROM OTHER FUNDS Subtotal $ 632,737 632,737 $ 632,737 632,737 $ 632,737 632,737 $ 633,025 633,025 $ 288 288 0 0% Total Resources $ 632,737 $ 632,737 $ 632,737 $ 633,025 $ 288 0% SUPPLIES & SERVICES 875 BONDS AND RELATED EXPENSE Subtotal $ 633,265 633,265 $ 633,265 633,265 $ 633,265 633,265 $ 633,025 633,025 $ 240 240 0% 0% Total Expenditures $ 633,265 $ 633,265 $ 633,265 $ 633,025 $ 240 0% Operating Balance (Rev. - Exp.) $ (528) $ (528) $ - $ EXPENDITURES PERSONAL SERVICES CAPITAL OUTLAY (528) $ - 557 - (528) -100% Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 STADIUM DIST DEBT SVS-1993B Agency 683 Personal Services Org Title 6840 DEBT SERVICE $ Totals: $ Supplies & Services - $ $ 739,648 739,648 Capital Outlay Total Expenditures $ $ $ $ - 739,648 739,648 Revenue $ $ 739,648 739,648 EXPENDITURES AND REVENUES BY AGENCY/OBJECT STADIUM DIST DEBT SVS-1993B Agency 683 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 680 TRANSFERS IN FROM OTHER FUNDS Subtotal $ 724,466 724,466 $ 724,466 724,466 $ 724,466 724,466 $ 739,648 739,648 $ 15,182 15,182 0 2% Total Resources $ 724,466 $ 724,466 $ 724,466 $ 739,648 $ 15,182 2% SUPPLIES & SERVICES 875 BONDS AND RELATED EXPENSE Subtotal $ 724,465 724,465 $ 724,465 724,465 $ 724,465 724,465 $ 739,648 739,648 $ (15,183) (15,183) -2% -2% Total Expenditures $ 724,465 $ 724,465 $ 724,465 $ 739,648 $ (15,183) -2% Operating Balance (Rev. - Exp.) $ 1 $ 1 $ 1 $ - $ EXPENDITURES PERSONAL SERVICES CAPITAL OUTLAY - 558 - 1 100% Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 STADIUM DIST DEBT SVS-PEORIA Agency 684 Personal Services Org Title 6840 DEBT SERVICE $ Totals: $ - Supplies & Services $ $ 2,623,028 2,623,028 Capital Outlay Total Expenditures $ $ $ $ - 2,623,028 2,623,028 Revenue $ $ 2,623,028 2,623,028 EXPENDITURES AND REVENUES BY AGENCY/OBJECT STADIUM DIST DEBT SVS-PEORIA Agency 684 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 680 TRANSFERS IN FROM OTHER FUNDS Subtotal $ 2,353,978 2,353,978 $ 2,353,978 2,353,978 $ 2,353,978 2,353,978 $ 2,623,028 2,623,028 $ 269,050 269,050 0 11% Total Resources $ 2,353,978 $ 2,353,978 $ 2,353,978 $ 2,623,028 $ 269,050 11% SUPPLIES & SERVICES 875 BONDS AND RELATED EXPENSE Subtotal $ 2,353,978 2,353,978 $ 2,353,978 2,353,978 $ 2,353,978 2,353,978 $ 2,623,028 (269,050) 2,623,028 $ (269,050) -11% -11% 2,353,978 $ 2,353,978 $ 2,353,978 $ 2,623,028 $ (269,050) -11% EXPENDITURES PERSONAL SERVICES CAPITAL OUTLAY Total Expenditures $ - 559 - Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 STADIUM DISTRICT DEBT SERVICE Agency 685 Personal Services Org Title 6840 DEBT SERVICE $ Totals: $ Supplies & Services - $ $ 603,428 603,428 Capital Outlay Total Expenditures $ $ $ $ - 603,428 603,428 Revenue $ $ 603,428 603,428 EXPENDITURES AND REVENUES BY AGENCY/OBJECT STADIUM DISTRICT DEBT SERVICE Agency 685 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 680 TRANSFERS IN FROM OTHER FUNDS Subtotal $ 606,928 606,928 $ 606,928 606,928 $ 606,928 606,928 $ 603,428 603,428 $ (3,500) (3,500) (0) -1% Total Resources $ 606,928 $ 606,928 $ 606,928 $ 603,428 $ (3,500) -1% SUPPLIES & SERVICES 875 BONDS AND RELATED EXPENSE Subtotal $ 609,928 609,928 $ 609,928 609,928 $ 609,928 609,928 $ 603,428 603,428 $ 6,500 6,500 1% 1% Total Expenditures $ 609,928 $ 609,928 $ 609,928 $ 603,428 $ 6,500 1% Operating Balance (Rev. - Exp.) $ (3,000) $ EXPENDITURES PERSONAL SERVICES CAPITAL OUTLAY (3,000) $ - 560 - (3,000) $ - $ (3,000) -100% Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 STADIUM DISTRICT DEBT SERVICE - MESA Agency 686 Org 6815 Personal Services Title MCSD DEBT SERVICE: MESA $ Totals: $ Supplies & Services - $ $ 401,545 401,545 Capital Outlay Total Expenditures $ $ $ $ - 401,545 401,545 Revenue $ $ 401,545 401,545 EXPENDITURES AND REVENUES BY AGENCY/OBJECT STADIUM DISTRICT DEBT SERVICE - MESA Agency 686 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 680 TRANSFERS IN FROM OTHER FUNDS Subtotal $ 400,000 400,000 $ 400,000 400,000 $ 400,000 400,000 $ 401,545 401,545 $ 1,545 1,545 0 0% Total Resources $ 400,000 $ 400,000 $ 400,000 $ 401,545 $ 1,545 0% SUPPLIES & SERVICES 875 BONDS AND RELATED EXPENSE Subtotal $ 400,000 400,000 $ 400,000 400,000 $ 400,000 400,000 $ 401,545 401,545 $ (1,545) (1,545) 0% 0% 400,000 $ 400,000 $ 400,000 $ 401,545 $ (1,545) 0% EXPENDITURES PERSONAL SERVICES CAPITAL OUTLAY Total Expenditures $ - 561 - Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 STADIUM DISTRICT DEBT SERVICE - MARYVALE Agency 688 Org 6845 Personal Services Title MCSD DEBT SERVICE: MARYVALE $ Totals: $ Supplies & Services - $ $ 401,545 401,545 Capital Outlay Total Expenditures $ $ $ $ - 401,545 401,545 Revenue $ $ 401,545 401,545 EXPENDITURES AND REVENUES BY AGENCY/OBJECT STADIUM DISTRICT DEBT SERVICE - MARYVALE Agency 688 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 680 TRANSFERS IN FROM OTHER FUNDS Subtotal $ 400,000 400,000 $ 400,000 400,000 $ 400,000 400,000 $ 401,545 401,545 $ 1,545 1,545 0 0% Total Resources $ 400,000 $ 400,000 $ 400,000 $ 401,545 $ 1,545 0% SUPPLIES & SERVICES 875 BONDS AND RELATED EXPENSE Subtotal $ 400,000 400,000 $ 400,000 400,000 $ 400,000 400,000 $ 401,545 401,545 $ (1,545) (1,545) 0% 0% 400,000 $ 400,000 $ 400,000 $ 401,545 $ (1,545) 0% EXPENDITURES PERSONAL SERVICES CAPITAL OUTLAY Total Expenditures $ - 562 - Maricopa County FY 2000-01 Annual Business Strategies Stadium District - Major League (78) Stadium District - Major League Stadium District Board of Directors Executive Director David Smith Executive Director Representative Executive Director Representative William C. Scalzo William C. Scalzo Select Artists Associates Administration Chief Financial Officer 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 e Develop Legislative Strategy to enhance the Car Rental Surcharge Tax. e Fiscally position the District to make capital improvements in older Cactus League facilities in Maricopa County. e Manage and refinance, if advantageous, senior and junior lien debt. e Provide fiscal resources to support the presence of Major League Baseball spring training and research other sources of revenue 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). - 563 - Maricopa County FY 2000-01 Annual Business Strategies Performance Measures Program Bank One Ballpark Construction Bank One Ballpark Construction Bank One Ballpark Operations Bank One Ballpark Operations Bank One Ballpark Operations Bank One Ballpark Operations Bank One Ballpark Operations Performance Measures Close all of 21 construction and professional services contracts with full audit compliance. Closeout Construction Trust Account which consists of 12 separate bank accounts. FY 98 Actual FY 99 Actual Fund annually up to $30,000 to the Phoenix Facilities Alliance effort to enhance and promote Bank One Ballpark and Downtown Phoenix Arizona. Increase number of District Events scheduled at Bank One Ballpark. Execute all District operational contract monitoring requirements with full audit compliance. Receive contractual revenues in full compliance with the Agreements (I.e.: ticket sales, naming rights, attendance based license fee) to fund operations, debt service costs and accumulate reserves. Increase annually District Event revenue and other entrepreneurial revenues. FY 00 Estimated FY 01 Projected N/A 6 5 9 N/A N/A 5 4 N/A N/A N/A N/A 7 8 $30,000 10 N/A 100% 100% 100% N/A 100% 100% 100% N/A $497,441.36 $505,000 $600,000 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY FUND TYPE SPECIAL REVENUE CAPITAL PROJECTS TOTAL FUNDS $ Personal Services 211,621 211,621 $ STADIUM DISTRICT MLB Department 78 Supplies & Services 2,193,206 3,500 2,196,706 $ - 564 - Capital Outlay 2,000,000 2,000,000 Total Expenses 4,404,827 3,500 $ 4,408,327 Total Revenue 2,337,942 1,376,294 $ 3,714,236 Maricopa County FY 2000-01 Annual Business Strategies EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT STADIUM DISTRICT MLB Department 78 FY 99-00 FINAL/ADOPTED RESOURCES Beginning Fund Balance FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 RECOMMENDED Variance % $ 6,700,000 $ 6,700,000 $ 8,322,270 $ 10,560,270 $ 3,860,270 58% REVENUE 650 MISCELLANEOUS REVENUE 680 TRANSFERS IN FROM OTHER FUNDS Subtotal $ 2,951,489 600,000 3,551,489 $ 2,951,489 600,000 3,551,489 $ 6,426,000 600,000 7,026,000 $ 3,714,236 3,714,236 $ 762,747 (600,000) 162,747 26% -100% 5% Total Resources $ 10,251,489 $ 10,251,489 $ 15,348,270 $ 14,274,506 $ 4,023,017 39% 143,765 $ 27,544 4,686 373,662 (21,678) 527,979 $ 143,765 $ 27,544 4,686 (54,000) 350,000 (20,000) 451,995 $ 167,627 $ 42,995 3,500 (77,193) 78,851 (4,159) 211,621 $ (23,862) (15,451) 1,186 77,193 294,811 (17,519) 316,358 -17% -56% 25% Subtotal $ 141,417 $ 30,654 3,924 373,662 (21,678) 527,979 $ SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 810 LEGAL 815 INSURANCE 820 RENT 825 REPAIRS AND MAINTENANCE 827 MATERIAL MGNT DISCRETIONARY 830 TELECOM DISCRETIONARY 832 COUNTY COUNSEL 833 EMPLOYEE BENEFITS ADMINISTRATION 836 RISK MANAGEMENT 837 BASE LEVEL TELECOM 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 850 UTILITIES 860 MISCELLANEOUS EXPENSE 872 S S INTER-FUND CREDIT (NEG) 873 S S INTER-FUND CHARGES 874 OTHER NEGATIVE ADJUSTMENTS 875 BONDS AND RELATED EXPENSE 880 TRANSFERS OUT TO OTHER FUNDS Subtotal $ 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 $ 5,000 $ 168,917 48,000 127,890 4,516 2,924 101 31,752 742 2,966 3,128 1,600 4,600 147 500 176,211 1,608,652 629,620 2,817,266 $ 5,000 $ 246,000 48,000 3,500 4,516 1,500 31,752 742 3,708 1,400 1,600 7,000 147 250 175,211 (20,000) 11,658 (20,000) 1,608,652 629,620 2,740,256 $ 9,700 $ 351,865 60,000 2,500 3,500 5,500 1,500 54,161 742 20,478 1,235 1,600 7,800 150 250 120,300 (52,316) 1,569,036 38,705 2,196,706 $ (4,700) (182,948) (12,000) (2,500) 124,390 (984) 1,424 101 (22,409) (17,512) 1,893 (3,200) (3) 250 55,911 52,316 39,616 590,915 620,560 -94% -108% -25% Subtotal $ - $ - $ 151,994 151,994 $ 2,000,000 (2,000,000) 2,000,000 $ (2,000,000) Total Expenditures $ 3,345,245 $ 3,345,245 $ 3,344,245 $ 4,408,327 $ (1,063,082) Operating Balance (Rev. - Exp.) $ 206,244 $ 206,244 $ 3,681,755 $ (694,091) $ (900,335) -437% Ending Fund Balance (Resources. - Exp.) $ 6,906,244 $ 6,906,244 $ 12,004,025 $ 9,866,179 $ 2,959,935 43% 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) $ CAPITAL OUTLAY 915 BUILDINGS AND IMPROVEMENTS POSITION DISTRIBUTION Dept WORKING TITLE FTE 78 STADIUM DISTRICT MLB ADMINISTRATIVE ASSISTANT III 1.0 MCSD ACCOUNTANT 1.0 SD CHIEF FINANCIAL OFFICER 1.0 SD ADMINISTRATIVE ASSISTANT 1.0 Total 4.0 - 565 - 79% -81% 60% 97% -22% 49% 100% -71% 0% -590% 61% 0% -70% -2% 50% 32% 2% 94% 22% -32% Maricopa County FY 2000-01 Annual Business Strategies STADIUM DISTRICT - BANK ONE BALLPARK Agency 780 Org Personal Services Title 7800 BOB OPERATIONS 7890 MAJOR LEAGUE BASEBALL $ Supplies & Services 211,621 211,621 Totals: $ Total Capital Outlay Expenditures 2,193,206 2,193,206 $ - $ 2,404,827 2,404,827 Revenue $ 1,514,212 1,514,212 EXPENDITURES AND REVENUES BY AGENCY/OBJECT STADIUM DISTRICT - BANK ONE BALLPARK Agency 780 FY 99-00 FINAL/ADOPTED RESOURCES Beginning Fund Balance FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % $ - $ - $ 1,178,270 $ Subtotal $ 2,601,489 2,601,489 $ 2,601,489 2,601,489 $ 2,601,000 2,601,000 $ 335,942 (2,265,547) 335,942 $ (2,265,547) -87% -87% Total Resources $ 2,601,489 $ 2,601,489 $ 3,779,270 $ 1,514,212 $ (1,087,277) -42% REVENUE 650 MISCELLANEOUS REVENUE 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 & SERVICES $ 801 GENERAL SUPPLIES 805 CONTRACTUAL SERVICES - EXTERNAL 810 LEGAL 815 INSURANCE 820 RENT 825 REPAIRS AND MAINTENANCE 827 MATERIAL MGNT DISCRETIONARY 830 TELECOM DISCRETIONARY 832 COUNTY COUNSEL 833 EMPLOYEE BENEFITS ADMINISTRATION 836 RISK MANAGEMENT 837 BASE LEVEL TELECOM 841 EMPLOYEE TRAVEL 842 EDUCATION 843 TRANSPORTATION/SHIPPING 850 UTILITIES 860 MISCELLANEOUS EXPENSE 872 S S INTER-FUND CREDIT (NEG) 873 S S INTER-FUND CHARGES 874 OTHER NEGATIVE ADJUSTMENTS 875 BONDS AND RELATED EXPENSE 880 TRANSFERS OUT TO OTHER FUNDS Subtotal $ 141,417 $ 30,654 3,924 351,185 (21,678) 505,502 $ 3,621 168,917 48,000 127,890 2,516 2,924 101 31,752 742 2,966 3,128 1,600 4,000 147 200 176,990 1,608,652 629,620 2,813,766 3,319,268 $ 143,765 $ 27,544 4,686 351,185 (21,678) 505,502 $ $ 1,178,270 $ 1,178,270 143,765 $ 27,544 4,686 (54,000) 350,000 (20,000) 451,995 $ 167,627 $ 42,995 3,500 (77,193) 78,851 (4,159) 211,621 $ (23,862) (15,451) 1,186 77,193 272,334 (17,519) 293,881 -17% -56% 25% 9,700 $ 351,865 60,000 2,500 3,500 5,500 1,500 54,161 742 20,478 1,235 1,600 7,800 150 250 116,800 (52,316) 1,569,036 38,705 2,193,206 $ (4,700) (182,948) (12,000) (2,500) 124,390 (984) 1,424 101 (22,409) (17,512) 1,893 (3,200) (3) 250 55,911 52,316 39,616 590,915 620,560 -94% -108% -25% 2,404,827 $ 914,441 28% (2,068,885) $ 1,351,106 188% $ 5,000 168,917 48,000 127,890 4,516 2,924 101 31,752 742 2,966 3,128 1,600 4,600 147 500 172,711 1,608,652 629,620 2,813,766 $ 5,000 $ 246,000 48,000 3,500 4,516 1,500 31,752 742 3,708 1,400 1,600 7,000 147 250 172,711 (20,000) 11,658 (20,000) 1,608,652 629,620 2,737,756 $ $ 3,319,268 $ 3,189,751 78% -81% 58% 97% -22% 49% 100% -71% 0% -590% 61% 0% -70% -2% 50% 32% 2% 94% 22% CAPITAL OUTLAY Total Expenditures $ Operating Balance (Rev. - Exp.) $ Ending Fund Balance (Resources - Exp.) $ (717,779) $ - (717,779) $ $ - 566 - - $ $ (588,751) $ 589,519 $ (890,615) $ 890,615 Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 STADIUM DISTRICT - B. O. B. LONG TERM RESRV Agency 788 Org Personal Services Title 7880 B.O.B. LONG TERM RESERVE $ Totals: $ Supplies & Services - $ $ 3,500 3,500 Capital Outlay Total Expenditures $ $ $ $ - 3,500 3,500 Revenue $ 10,758,294 $ 10,758,294 EXPENDITURES AND REVENUES BY AGENCY/OBJECT STADIUM DISTRICT - B. O. B. LONG TERM RESRV Agency 788 FY 99-00 FINAL/ADOPTED RESOURCES Beginning Fund Balance $ 6,700,000 REVENUE 650 MISCELLANEOUS REVENUE 680 TRANSFERS IN FROM OTHER FUNDS Subtotal $ Total Resources $ FY 99-00 RESTATED $ 6,700,000 350,000 600,000 950,000 FY 99-00 PROJECTED $ 7,144,000 $ 350,000 600,000 950,000 7,650,000 $ Subtotal $ 3,500 3,500 Total Expenditures $ FY 00-01 FINAL/ADOPTED Variance % $ 9,382,000 $ 2,682,000 $ 1,325,000 600,000 1,925,000 $ 1,376,294 1,026,294 (600,000) 1,376,294 $ 426,294 7,650,000 $ 9,069,000 $ $ 3,500 3,500 $ 2,500 2,500 $ 3,500 3,500 $ - 0% 0% 3,500 $ 3,500 $ 2,500 $ 3,500 $ - 0% Operating Balance (Rev. - Exp.) $ 946,500 $ 946,500 $ 1,922,500 $ 1,372,794 $ Ending Fund Balance (Resources - Exp.) $ 7,646,500 $ 7,646,500 $ 9,066,500 $ 10,758,294 $ 3,108,294 $ 0 293% (1) 45% 41% EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES 860 MISCELLANEOUS EXPENSE CAPITAL OUTLAY - 567 - (426,294) -45% 10,754,794 $ (3,108,294) -41% Maricopa County FY 2000-01 Annual Business Strategies TOTAL BUDGET BY PROGRAM FY 2000-01 STADIUM DISTRICT MLB CAPITAL PROJECTS Agency 789 Org 7890 Personal Services Title MAJOR LEAGUE BALLPARK $ Totals: $ Supplies & Services - $ $ - Capital Outlay Total Expenditures $ $ $ $ 2,000,000 2,000,000 2,000,000 2,000,000 Revenue $ $ 2,002,000 2,002,000 EXPENDITURES AND REVENUES BY AGENCY/OBJECT STADIUM DISTRICT MLB CAPITAL PROJECTS Agency 789 FY 99-00 FINAL/ADOPTED FY 99-00 RESTATED FY 99-00 PROJECTED FY 00-01 FINAL/ADOPTED Variance % RESOURCES REVENUE 650 MISCELLANEOUS REVENUE Subtotal $ - $ - $ 2,500,000 2,500,000 $ 2,002,000 2,002,000 2,002,000 $ 2,002,000 $ - $ - $ 2,500,000 $ 2,002,000 $ 2,002,000 Subtotal $ 22,477 22,477 $ $ - $ CAPITAL OUTLAY 915 BUILDINGS AND IMPROVEMENTS Subtotal $ - $ - $ 151,994 151,994 $ 2,000,000 (2,000,000) 2,000,000 $ (2,000,000) Total Expenditures $ 22,477 $ $ 151,994 $ 2,000,000 $ (1,977,523) -8798% (22,477) $ 2,348,006 $ Total Resources EXPENDITURES PERSONAL SERVICES 796 P S INTER-FUND CHARGES 22,477 22,477 - $ 22,477 22,477 100% 100% SUPPLIES & SERVICES Operating Balance (Rev. - Exp.) $ (22,477) $ 22,477 - 568 - 2,000 $ (24,477) -109% Maricopa County FY 2000-01 Annual Business Strategies 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 this FY 2000-01 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 as outlined below. Business Plan Development Maricopa County began the development of the FY 2000-01 Business Plan in June 2000. 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. - 569 - Maricopa County FY 2000-01 Annual Business Strategies 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. 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. 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 2000-01 include the areas of tobacco litigation, as well as, environmental and health care issues. With the completion of this FY 2000-01 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 The Process Maricopa County government began the development of the FY 2000-01 Business Plan in June 2000. 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 - 570 - Maricopa County FY 2000-01 Annual Business Strategies planning session in December 1998 in order to provide direction to executive management as Mission, Vision, & they begin the annual departmental planning Strategic Issues and budgeting process. The following list of Maricopa County objectives were generated for further review and discussion: potential for a tax decrease; County being fiscally responsible; creative Business Plans Operational Goals management of growth and mandates while County reducing governments intrusiveness into Administrative citizens lives and pocketbooks; being flexible Officer Departmental as standards and citizen needs change; make Strategic Plans 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 Departmental Budget progressive and communicate to citizens; get Performance Plans input from citizen committees; collaborative and creative; include diverse populations and Individual Performance Plans 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 nonmandated; and attract, recognize and retain an educated workforce. The following items were presented as short-term strategies for the County’s management team: e Open Spaces -- Look for opportunities for partnerships and funding. e Transportation – Expectation that Maricopa County will facilitate infrastructure development in order to expedite issues in order to improve air quality. e Tobacco Settlement -- Maricopa County needs to have a plan and communicate that plan when influencing the State. e 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. e 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: e 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. e 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. - 571 - Maricopa County FY 2000-01 Annual Business Strategies 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 e Justice and Law Enforcement Issues. e Develop County’s role in transportation planning. e Evaluate and develop long-term strategies for special districts and special revenue funds, i.e. Flood Control, Stadium and Library Districts and Housing. e Monitoring of indigent health issues. e Become involved in or initiate regional dialogue on current and emerging social service issues – domestic violence, youth crimes. e Develop strategies to recruit, develop and retain a quality workforce. e Synchronize reengineering of work processes with application of technology. e Investigate financing requirements through bonds. e Continue emphasis on competitive analysis. e Develop strategies and efforts in working with the State in distribution of funding. Business Plan Update The FY 1999-00 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 e Broadening Management Authority and Accountability: Advertised and trained numerous departmental staff through one on one sessions, MCMI courses and quarterly training catalogue events on the availability of electronic financial reports, proper cash handling procedures and the County’s overall financial position and operations. e Financial Reporting and Analysis: Implemented new electronic formats (Excel) available through the existing intranet reporting software (Report.web) as well as expanded the use of this software to almost 250 users. Prepared and tested the financial system to report budget to actual information at any organization level a department chooses to establish budget dollars within. Implemented a reporting procedure via the email system to immediately alert and inform OMB, DOF and the effected departments of any unfavorable budget variances. This process also manages variance commentary directly from the departments as well as corrective action plans. Implemented cross-training initiatives for key financial reporting and analysis processes. Developed a SQL system server plan to better manage the County’s financial transactions and records for reporting and analysis purposes. e Cash management: Refined our methodology to calculate cashflow needs in order to maximize services and maintain fiscal health. e Countywide Financial Procedures: Initiated a plan to more effectively manage the County’s Chart of Account structure. This included efforts to streamline the reporting of Grants, Contracts, and Capital Projects and Managing for Results. Initiated space-planning procedures with other central service departments to develop a Master Space Plan to assist in the management of County growth. Participated in the formation of the Facilities Review Committee, which is responsible for examining all requests for the acquisition of real property and for additional or replacement space. e Control self-assessment: Trained 36 departments on proper cash handling procedures. Courses were offered through the Quarterly Catalogue, individual department trainings, and the MCMI sessions. e Electronic Commerce: Issued a Request for Proposal to select a consultant to analyze and propose solutions for vendor registration and file maintenance, issuance and routing of purchase orders, receipt and validation of electronic invoices, issuance of electronic payments, solicitation process, intergovernmental agreements, report generation and asset management. - 572 - Maricopa County FY 2000-01 Annual Business Strategies Performance Measures Strategy Maricopa County’s Managing for Results initiative establishes a framework that integrates planning, budgeting, reporting, evaluating and decision making. Managing for Results means that the entire organization, its management system, its employees and the organizational culture are focused on achieving results for the customer. This initiative establishes the requirements and process to fulfill the County’s Mission and Vision of accountability to its citizens. Maricopa County’s accomplishments in Managing for Results over this past year have been significant. A Managing for Results System has been created including a standardized strategic planning process and a detailed “how to” Resource Guide. Every department/agency has a trained strategic coordinator to support the development and maintenance of a strategic plan. The Board of Supervisors has adopted a Managing for Results policy establishing this initiative as a part of the budget process. Information Technology Strategies The Chief Information Officer has developed a strategic planning model that fits the County’s decentralized information technology organization. The model supports the development and achievement of annual strategic goals with oversight and refinement activities to ensure the agency responds quickly and appropriately to legislative and political changes as well as advancements in technology that are crucial to achieving the three (3) major goals of technology investments and transforming Maricopa County into an electronic government. Goal 1: Sustain And Enhance Core Business Systems For Year 2000 Readiness e The Y2K rollover was virtually transparent. Developed and distributed the Final Y2K Program Report for management. Conducted the remaining oversight meetings and reported FY2000 remaining budgets to departments. Continued collaboration with the State, City of Phoenix and other organizations for the leap year rollover. For Business Process Improvement e E-Procurement - The business case submitted to OMB was reviewed and the project approved for the upcoming fiscal year. Materials Management issued the Request for Proposal for E-Procurement Consulting Services in June, 2000, with award expected in August, 2000. e Pharmacy Automation - The Pharmacy Automation system has been successfully implemented and is being utilized in all the Correctional Health pharmacy locations. e Extend Right-of-Way license terms to new carriers – Documents are being finalized with US Sprint for the replacement of their current license with one similar to the license issued to MCI in 1998. A new five year license for Williams Communications was approved Transportation to enhance on-going Roadway Management project through GIS. e Facilitate Integrated J&LE Governance – Provided senior consultation and program management and oversight of JLE criminal justice integration activities. Launched the Integrated Criminal Justice Information System Program (ICJIS). Continued project management for video conference operations in JLE agencies (Justice Courts, Sheriff, Public and Legal Defender and Adult Probation, with partnership of County Telecom and Facilities Management). Coordinated video community discussion to include municipal court use of jail video. Goal 2: Build Infrastructure For On-Line Government Improve Information Sharing And Access e Add electronic commerce capability to County Intranet infrastructure – Developed and deployed an Exchange-based Vendor Extranet to support the County IT Specialist contract. County IT Managers complete and issue RFQs (quotes) via a custom-written web page on the EBC. e Complete County-wide migration to Exchange electronic mail – All County agencies with the exception of the County Attorney have now agreed to migrate to Exchange. Current conversions in progress include the Juvenile Court, and the Public Defender. The Superior Court's migration is currently in progress. e Increase transactional content of County website – Developed an on-line parcel comparison application that allows citizens to obtain comparable sales price information for residential parcels. Maricopa County is the - 573 - Maricopa County FY 2000-01 Annual Business Strategies first in the nation to offer Internet access to this valuable public information. Developed and implemented a Residential Rental Property data collection form on the County website that allows the on-line entry and submission of rental information as dictated by state law. e Increase Intranet integration with groupware and workflow – A Web-based workflow engine that integrates with Exchange was selected and sufficient licenses purchased to begin workflow development and implementation. The third-generation version of the EBC was rolled out including an integrated interface to Outlook 98. An enhanced citizen feedback facility was deployed on the County Internet site that automatically emails citizen queries to the appropriate department based on keywords. e Increase Intranet integration with legacy applications – Host on Demand, a 3270 terminal emulation application written in JAVA to run within a web browser, was selected and licenses purchased to allow countywide deployment. Build Integrated Technical Infrastructure e Refine practices for data network security – Telecom identified and removed over 900 modems. This project also saved the county roughly $7k monthly in circuit costs (we were able to cancel the business lines the users had in place for their modems). e Migrate departments to centralized remote access – 933 users are registered to use this system, and 65 VPN (high speed access) users. We believe we have centralized as many departmental systems as possible (only a handful of modems exist in other departments for specialized applications). e SmartZone - Completed digital microwave infrastructure build out. e Convert largest County facilities to higher-speed backbone - the backbone upgrade at the Mesa and Durango complexes. Will complete the backbone upgrade at the Admin and Courts complexes by the end of June, 2000. e Continue to convert outside agencies to Smartzone – Discussions with the MRN are occurring weekly. A comprehensive draft of the IGA is under review. We believe they are likely to convert their 1300 users onto the Smartzone by Jan. 2001. e Extend high-speed options for home ISP access – Issued an RFP for high speed carrier services in March, 2000. Our goal is to establish contracts with all the major high speed carriers. Awarded POs to 4 carriers/companies who offer high speed bandwidth services. e Research and begin development of desktop video – Telecom and a local video vender are researching gateways, measurements and control tools and will test these in near future. The upgrades that are almost complete on the wide area network backbone include router software, which can monitor desktop video traffic. We piloted these video streams with a small group of users. Next quarter, we will evaluate bandwidth optimization software. e Evaluate integration of central telephone switch with remote sites – Telecom and Medical Eligibility (DOME) management agreed to use the MCK platform to cost effectively extend our SL100 phone switch to 13 DOME sites. We have converted all of these offices to the new platform. The MCK device allows us to provide 5 digit dial between these offices, and with the rest of the county. It also extends the county’s voice mail system to these remote offices. Telecom is continuing to evaluate other vendors’ products which offer similar functionality. e Complete digital microwave network infrastructure – The SmartZone digital network is fully operational. The Sheriff’s department plans to migrate their sworn officers from their conventional analog radio system onto this new digital, trunked system (using new portable and mobile radios) by mid summer. e Achieve 99.999% data network availability – the new server platform for network trend analysis system has been installed and is operational. Preliminary reports have been produced and are being honed. We plan to publish reports on network availability by mid summer. These reports will help us analyze network segment performance. e ShareNet - completed upgrade of the County ShareNet metropolitan network. e GIS Activities – The new GIS Domain systems was delivered and has been online by May 2000. All county departments are invited to post their data in this repository for other county departments to use. The new “GIS Portal” is now operational and digital aerial photography of the entire county is loaded. Various departments are loading their publishable data into the new portal as well. The goal is reduce data duplication and redevelopment costs. - 574 - Maricopa County FY 2000-01 Annual Business Strategies Goal 3: Improve Technology Business Practices Improve Technology Business Practices e The planned Technology Desk Reference was replaced with an Intranet website called Technology World. e Two copyrights were awarded. Establish Benchmark Program And Report On: e Performance measurements were established, monitored and reported quarterly. Three types of metrics were established: e Quality metrics – continue improvement via customer satisfaction surveys. e Efficiency metrics – continue development using external benchmark comparison. e Cost metrics – continue development using external benchmark comparisons. Justice and Law Enforcement Maricopa County’s criminal justice system integrates the functions and responsibilities of the following elected and appointed offices: e e e e e e e e e e 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 overcrowded jail system indicates a criminal justice system straining to keep pace with the workload. Caseloads are substantial in not only in criminal matters, but also in juvenile, civil, domestic relations, and probate/mental health divisions. 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). Jail tax revenues may fund not only new adult and juvenile detention facilities and staff, but also specific projects that improve the criminal justice system and therefore lessen the number of beds needed. However, the present policy of the Board of Supervisors is to fund ongoing operational costs with general fund dollars, to not build an internal reliance upon a revenue stream that will sunset. Therefore, for the project status information below, the County investment noted consists of general fund contributions for most project that require continuing funding (such as staff) and jail tax contributions for most one time costs (such as capital). The Board of Supervisors appointed a Citizens Jail Oversight Committee to help guide efforts of implementing the voter-approved initiatives. The Committee reviews plans to ensure they are in keeping with the Citizens Advisory Committee recommendations, or reviews proposed changes to the plan and verifies that they meet the intent of the propositions. Implementation plans have been initiated for most of the initiatives, with substantial advancements completed during Fiscal Year 1999-00. In addition to these efforts, significant 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. - 575 - Maricopa County FY 2000-01 Annual Business Strategies The following provides a status report on each of the eleven strategies approved within Propositions 400 and 401, as well as the criminal case reengineering initiatives. Please note that this information encompasses both accomplishments as well as strategies for the future. Expand Juvenile And Adult Jail Capacity And Provide Related Facilities Significant progress has been made on the capital program. Land has been acquired for all sites and design is underway on all Maricopa County adult and juvenile projects. The adult projects include the Lower Buckeye Jail, accommodating 1,808 beds, a central food factory, laundry, infirmary, and central plant; and the 4th Avenue Jail, a maximum security pretrial booking facility with capacity for 1,360 beds. The schematic design phase is completed for both projects. After a strenuous value engineering exercise, efforts have proceeded to the design development phase and are within the approved construction budget with all program requirements met. The juvenile projects include providing 120 new beds at the Southeast facility, and 220 new beds, a 12-courtroom courthouse, and a 48-bed residential treatment center at Durango. Schematic design is completed for these projects, which are now in the value engineering phase to bring the design within budget before proceeding with design development The Estrella Support Building, which will house medical, chapel, program, visitation, and dayroom space for tent city inmates, is under construction and scheduled for completion in September of this year, on schedule and within the approved budget. The downtown jail parking facility will be completed as a design/build project. Groundbreaking occurred on May 25, 2000, with completion scheduled for the spring, 2001. Maintain And Operate Adult And Juvenile Jail Facilities For the adult facilities, the Master Plan indicated that optimum usage of the current facilities required a staffing increase before any new beds are added. Increases in adult jail staff were funded in the past two fiscal years. In FY 1998-99, $503,000 was allocated for 14 additional detention positions and $166,486 for additional Sheriff’s Office security and transport staff. In FY 1999-00, $4,501,874 was provided for 132 new detention staff positions. For FY 2000-01, $178,438 is included in the budget for five new security and transport positions and related costs. All total, 151 positions have been added for detention related staffing needs over the past three fiscal years. The Board of Supervisors has funded these positions through contributions from the general fund. Planning continues with respect to the influx of staff and operating issues that will be needed once the new jail facilities are complete. Evaluation of staffing needs with respect to the design of the facilities and inmate population will be evaluated over the next couple of years in order to establish a responsible phasing-in plan for new staff. There have also been other investments over the past three years that help improve staffing of both adult and juvenile facilities. This includes increased compensation for detention officers, in-jail breathing apparatus, linescan machines, security cameras, and inmate education all funded by the general fund. Additionally, one-time costs funded by the jail tax supported classroom space, a records management system, one-time costs for the Estrella Support facility, and Jail Crimes and Intelligence equipment. Implement an Integrated Criminal Justice Information System 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. An Executive Committee of the five departments has been created (Clerk of the Superior Court, Superior Court, Sheriff’s Office, County Attorney, Indigent Representation), chaired by Michael Jeanes, Clerk of the Superior Court. Members have developed a governance agreement to guide activities over the coming years. A Business Team of agency management staff is in place, as are issue-specific working groups. A department was created and a director appointed. With foundational efforts completed, the focus is now on projects such as message brokering between departments, reviving efforts to develop a single case numbering system, conducting a needs assessment, and developing a strategic plan. Expenses in FY 1999-00 are estimated at approximately $225,000, with $1.9 million allocated in the budget for FY 2000-01. This funding will support systems experts, additional consulting - 576 - Maricopa County FY 2000-01 Annual Business Strategies assistance, and capital equipment. All of the costs for the Integrated Criminal Justice Information System, including staffing as well as one-time costs, are being supported by jail tax revenues. Develop Regional Centers for Courts Not-of-Record and/or Reduce Transports to Justice of the Peace Courts County staff developed scenarios for co-locating the 23 existing Justice Courts and up to 17 projected new Justice Courts by the year 2020. The County opened a new co-located Justice Court facility in Glendale that houses the Glendale and Northwest Courts. Construction is proceeding in the Downtown Justice Court facility to add the West Phoenix Court and upon completion, three courts will be located in this facility. In May 2000, the Board of Supervisors approved an agreement with the City of Mesa to build a four court downtown building. In the capital budget for FY 2000-01, there are funds allocated for the Tempe and Northwest co-location facilities. Also, to reduce the difficulty of working between multiple sites, video conferencing continues to be used, including an additional investment of $150,000 in this fiscal year. Implement Differentiated Case Management The Master Plan was predicated upon the average length of stay in adult jail not exceeding 20.9 days, and a key determinant of that statistic is case processing time. While there are projects that employ differentiated case management (such as Early Disposition Court, see below), there are numerous other efforts underway that achieve the same goals. Superior Court has implemented substantial changes to case flow management, such as reassigning casework between commissioners and judges and co-locating downtown criminal divisions, in order to allow more time each day to process trials. Changes are in place for all downtown divisions, and are being implemented at Southeast. Other improvements include expanding the Initial Appearance Court proceedings to 24-hours, adding criminal court divisions, and altering the arrangement of division groupings. Resource needs related to these initiatives total $3.7 million and have been addressed by contributions from the general fund as well as State Supreme Court grant funds, e.g., Fill the Gap and Case Processing Assistance Fund (CPAF). Related funding support in the budget for FY 2000-01 includes $1,024,183 for a new jury management information system ($307,255 from the general fund and $716,928 from jail tax funds), $200,000 reserved for court reporters’ compensation and $100,000 reserved for court interpreters. Consolidate Criminal Divisions To A Common Location While the criminal divisions at the downtown facilities have been co-located in the upper floors of the Central Court Building, moving the Southeast criminal divisions to downtown has not been pursued. Other initiatives underway may help address challenges caused by dispersed facilities. Expand Pretrial Release Supervision The recommended improvements have been largely implemented and are significant contributors to reducing the pretrial population in jail. In FY 1998-99, Phase I efforts were funded, including 10 additional positions, space build-out, drug testing and treatment, 50 units of electronic monitoring, and the bail matrix reevaluation study (total investment of $938,378). Subsequent improvements funded in FY 1999-00 included 4 additional staff and 50 additional units of electronic monitoring, totaling $293,434. In FY 1999-00, a study was conducted relating to Pretrial Service operations and an additional $130,274 was added to the Pretrial Services budget ($66,699 from the general fund for staffing 2 positions and $63,575 from jail tax funding for one-time costs). In total, $1,362,086 has been added to the Pretrial Services budget over the past two fiscal years with the operating costs being supported by general fund contributions. Enhance Substance Abuse Evaluation and Programming After considerable study among related departments, improvements in this area began in fiscal year 1999-2000. A Reach-Out program was instituted, where Adult Probation assesses sentenced individuals to differentiate the particular substance abuse treatment necessary for an individual. A total of $202,875 was provided for that effort last year. Additionally, $1 million has been set aside in the FY 2000-01 budget to fund some direct treatment activity, as well as a focused effort to identify and link with treatment those inmates who abuse substances and are seriously mentally ill. - 577 - Maricopa County FY 2000-01 Annual Business Strategies Expand Drug Court The Early Disposition Court was initiated in November of 1997 as a “one-stop-shop” for low level felony charges related to drug offenses, and has been expanded to include cases dealing with welfare fraud. This Court has been highly successful at expediting case processing and is being expanded to the Southeast complex. Space build-out needs required for this expansion were funded during FY 1998-99 and 1999-00. In the budget for FY 2000-01, staffing and related costs for implementing an Early Disposition Court at Southeast are funded by state grant allocations for the County Attorney, Indigent Representation, Superior Court, and Adult Probation. Expand Community Based Programs For Juveniles After investigating current efforts and successful models for crime prevention, $250,000 has been allocated in each fiscal year to support preventing juvenile delinquency, which has resulted in a reduction in referrals from the targeted areas. During FY 1999-00 and for 2000-01, additional investments have been made available specifically for truancy prevention. Electronic monitoring has been employed and proved effective ($150,309 in FY1999-00) with drug diversion activities also initiated ($66,620) and augmented by department dollars (for testing, parenting classes, cognitive education). The Court has also increased the number of participants in juvenile drug court with assistance of grant dollars. In addition, a grant has been awarded from the Parents Commission to expand an early intervention program with juveniles and families in the schools. The budget for FY 2000-01 includes $111,377 from the general fund, matched with fees, to initiate a family mediation and crisis intervention program that was noted in the Master Plan as an appropriate alternative to detention. Superior Court As noted in previous sections, there are considerable efforts underway within the criminal department of Superior Court, to streamline case processing and expedite case disposition. The following summarizes accomplishments from the past year on 21 major initiatives. e Quad A pilot Morning Calendar re-engineering and re-structuring project. Implementation, with minor changes, was completed department-wide as of 7/26/99 in all downtown quads. Southeast facility implementation was accomplished as of the May 2000 judicial rotation. e Since July’s department-wide implementation of the Quad A pilot and other changes, morning calendars have been ending much earlier. Trials are starting in all downtown criminal divisions by 10:30 a.m. each day. Restructure has resulted in at least six additional hours per week available for trial in each criminal division. e Restructure and co-location of Quads was completed with the May 1999 rotation. All downtown quads are now situated on the top five floors of the Central Court Building. This reduces waiting time for lawyers, judges and staff. e Oversight of Case Transfer is ongoing. Far fewer cases are now going to Case Transfer; the monthly average is 25 compared to 75 prior to restructuring. More importantly, cases no longer languish in Case Transfer awaiting trial which, often times, occurred months later. e Aggressive backlog reduction efforts. Three Special Assignment/Criminal Department judges are devoted exclusively to this effort. Screening and case re-assignment originally focused on cases over 300 days old. On March 1, cases at 270 days were included and on April 16, 240-day cases were added. The plan is to continue re-allocating older cases to these three divisions from Criminal Department judges, specifically targeting those cases in excess of 150 days in age. e Quad Coordinator positions. Five positions have been filled as of February 2000. Training in Criminal Department procedures is on-going. All criminal case transfers are now handled through the Quad coordinators. e Support plea cut-off dates to coincide with earlier initial pretrial conferences. This work is ongoing. The plea cut-off is at the time of initial pretrial conference setting, currently 56 days after a not guilty arraignment for most types of criminal cases. e Expand Early Disposition Court (EDC). EDC has been expanded to the Southeast facility as of April 2000. e Utilize settlement conferences. Fifteen Superior Court judges currently preside over settlement conferences, involving approximately 175 cases per month. Success rates in these conferences average about 65-75%. e Pre-select juries for short Case Transfer trials and evaluate process. This initiative is not yet implemented. All or substantially all cases are being placed with trial judges. “Unplaced cases” now result mostly from pleas in other cases, allowing the original judges to try them. - 578 - Maricopa County FY 2000-01 Annual Business Strategies e Eliminate not guilty arraignments. Idea is still under consideration. e Improve presentence report process. Implementation of an automation solution is targeted by end of calendar year 2000, using MEEDS software to enable transmission of notice to Adult Probation from the courtroom. e Bindover efficiency program. Discussions continue with lower courts to resolve issues. e Expedite mental health screens. Fast track and expedited processes are in place. Forensic Services Unit is currently undergoing an operational review. e Y2K LEJIS to CMS conversion. This conversion is complete. Follow-up is scheduled for expansion of statistical reporting requirements, with initial plans to expand system case and defendant tracking capabilities. e Increase/improve statistical and analytical reporting. There is improvement in and expansion of the type and frequency of data produced, including improved case tracking and active pending criminal case inventories, and calendar case aging. Some CMS report data is now electronically transferred to court personnel, allowing for more detailed analysis of criminal case information. e Implement “conflict free” attorney scheduling. Software programming and process modifications are underway to improve data transmission into schedules. e Develop/refine aged case reports. These reports now exist, resulting in improved case tracking of active pending case inventories. Criminal case age reports are produced monthly listing active pending cases by division and by Quad. Reports are also distributed to individual divisions on a monthly basis. e Develop Integrated Criminal Justice Information System (ICJIS). This is a county-wide effort which began in February 1999 (see detailed update under Proposition 400 section, above). A governance structure is complete, an information technology director is in place, and a business integration team has been formed and meets regularly. Project managers have yet to be chosen. e Implement/expand video projects. This will be coordinated with development of the new jail facility. e Implement electronic monitoring. The first 50 units were purchased in 1999 and another 50 units budgeted for 2000. The program is in its early stages, and program use by criminal bench judges has been modest. e Review/reevaluate bail matrix. A new matrix has been designed. Implementation will follow a review by criminal justice partners. e Revised Motion to Continue process. Effective July 2000, all motions filed on downtown criminal cases for trial continuances of more than five working days, and/or those that have already been granted a first continuance, will be assigned to a continuance panel of judges for a ruling. If an oral argument is requested, the attorneys must be prepared to present the argument as soon as the following afternoon from when the motion is filed. It is hoped the implementation of this revised continuance process will eliminate, or at least reduce, time lags in criminal case processing. Capital Improvement Projects Strategies Criminal Justice Projected expenditures for FY 1999-2000 were $33,000,000, or 59% Criminal Justice Facilities capital budget. Project status at the end of FY 1999-2000 was as follows: e e e e Lower Buckeye Jail: Design Fourth Avenue Jail: Design Jackson Street Parking Structure: Construction Juvenile Facilities: Design General Government Facilities The capital project plan spans several years. Each project undergoes the following phases: Justification; Conceptual; Design; Construction; and Occupancy. At the end of FY 1999-00, General Fund projects were primarily in the justification or conceptual phase with the design phase beginning on the Medical Examiner Facility/Administrative Parking Garage, and the Jackson Street Parking Garage/Clerk of the Court Service Center. Compared to actual expenditures, last year’s capital budget was ambitious. Of the $27,989,000 budgeted for General Government projects in FY 1999-2000, $6,455,000 was anticipated to be spent by the start of FY 200001. Complications associated with land acquisition, unforeseen requirements concerning public notification and - 579 - Maricopa County FY 2000-01 Annual Business Strategies participation, and changes in strategies contributed to the delays. For instance, the original downtown records storage was going to be accomplished through the purchase of a warehouse. The transaction did not take place and the project became a part of the Jackson Street Parking Garage project. Another change was the Medical Examiner Facility formerly slated to be part of the Jackson Street Parking Garage had to be relocated to the new Administration Building Parking structure. Maricopa Integrated Health Systems During FY 1999-2000, the concept for a Multi-Purpose building on the MMC campus underwent in-depth consideration and has changed from the original proposal. This concept for this project originally comprised both Public Health and MIHS projects. The Public Health portion is listed in the FY 2000-01 plan as the Public Health Facility. The MIHS portion of the project continued with completion of a master plan and the conceptual phase for two distinct projects, one for the Comprehensive Health Care Clinic and one for the Maricopa Medical Center. Indepth planning and design is now in progress for each of these. Flood Control District During fiscal year 1999 - 2000 the Flood Control District of Maricopa County continued to accomplish its mission of reducing the risks of flood loss; minimizing the impacts of floods on human safety, health, and welfare; and restoring and preserving the natural and beneficial values served by floodplains. As a result, the Flood Control District of Maricopa County expended $ $61,408,000 on forty-six capital improvement projects. As the fiscal year progressed, the Flood Control District worked on a total of forty-six capital improvement projects. Twenty-four projects were started in FY 1999 - 2000, five of which were completed within the fiscal year, and nineteen of which will be completed in subsequent fiscal years. Four capital improvement projects were finished that had been started in previous fiscal years, and work continued on eighteen capital improvement projects which were started in previous fiscal years, and will be finished in future ones. In the area of being more cost effective and efficient, the Flood Control District has generated $2,611,000 in additional revenues from land sales and leases, and saved about $31,000,000 in construction costs by partnering and cost-sharing. Detailed design review, close coordination with project partners and in-house construction management limited the amount of changes orders on construction projects to $679,355 or 0.99% of total construction costs. The Flood Control District also saved $661,916 in labor costs by using inmate labor from the Arizona Department of Corrections. In recognition of its excellence, the Flood Control District received several awards in fiscal year 1999 - 2000. The District, the City of Glendale, and the D. H. Blatner Construction Company won the National Association of Contractors' Marvin Black Award for Partnering for their collaborative efforts on the Skunk Creek Channel Improvements construction project; and the Chief Engineer and General Manager of the Flood Control District was awarded the Desert Peaks 2000 award for Regional Excellence by the Maricopa Association of Governments. The Flood Control District developed a computer program using GIS and aerial photography which shows the floodplain status of a given property in Maricopa County. The program was successfully tested by over 500 people at the Phoenix Civic Center's Home and Builder's Show. It will be placed shortly on the Flood Control District's web site for public use. The Flood Control District provides additional services to other County departments and the community by being an authorized test site for examinations administered by the National Institute for Certification in Engineering Technologies (NICET) and the National Contract Managers Association (NCMA). Department of Transportation In fiscal year 1999-2000, The Maricopa County Department of Transportation (MCDOT) in its role as a regional leader in transportation continued its long standing commitment to customer service in meeting the transportation needs of the citizens of Maricopa County. Total Transportation Improvement Program expenditures in FY 19992000 were $59,369,471. For the year a total of 10 projects were completed and 14 more are under construction. During the year 15 projects were bid, 13 designs were completed, 12 new designs started, and 8 preliminary engineering studies completed. Included in the accomplishments: - 580 - Maricopa County FY 2000-01 Annual Business Strategies e A new five lane bridge over the Salt River at 51st Avenue able to withstand flooding from a 100 year storm event. e Three new safer intersections on 99th Avenue for residents of the Sun City area. e Over $1 Million in construction costs saved by forming a partnership with the Flood Control District and the City of Goodyear for a joint Estrella Parkway Bullard Wash project. e 5 projects were accelerated in their schedule to take advantage of partnership and funding opportunities. e Received over $9.1 Million in additional funding for projects by actively seeking federal grants and forming local partnerships. e Held 47 public meetings and events where 3,518 citizens were able to provide their input on projects being planned and under design as part of the Transportation Improvement Program. e Continued the application of advanced technologies to enhance the transportation systems management capabilities of the region. Community Services Strategies Community Service Agency Managed the Radical Change Committee and helped to implement a variety of its recommendations. Provided oversight to the Planning Department while Director was on leave and supported their relocation. Continued to develop synergy among the seven departments in the constellation resulting in better communication and cooperation on projects and issues. Community Development Community Development provided oversight to Community Development Block Grant (CDBG) activities within the Urban County. The United States Department of Housing and Urban Development (HUD) funds the CDBG. The incorporated and unincorporated communities of the Urban County are not eligible to receive CDBG funding except through the County. Community Development requires these communities to provide in-kind administration effort for the CDBG activities. For FY 1999 – 2000, Urban County CDBG expenditures were $3,197,814.27 Community Development, designated as the lead agency for the Maricopa HOME Consortium, continued 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 (HUD). The County’s partners are the communities of Chandler, Gilbert, Glendale, Mesa, Peoria, Scottsdale, and Tempe. The Consortium receives approximately $4 million of HUD HOME Program funding annually for the creation of affordable permanent housing for low to moderate-income residents. Without this partnership, the individual members of the Consortium are not eligible for HOME Program funding. Administrative tasks and costs are fairly divided among the communities and the lead agency as outlined in the individual Intergovernmental Agreements forming the Consortium. The County receives 4% of each community’s grant for providing overall administration and oversight. For FY 1999 – 2000, HOME Program expenditures were $3,746757.66. Housing In May 2000, the Housing Department received word from the State that it was successful in its competitive application for State tax-credit funding to build 120 apartment homes in Avondale, on County owned land. These are the replacement units for 79 public housing units that were demolished in May 1999 for the City of Avondale’s Economic Development activities. In addition, our properties have undergone significant modernization activities and our prior year’s grants were closed according to schedule. We are now ahead in our modernization grant’s administration. HUD has not yet released Management scores for the prior year, however it is anticipated that last year’s score of 84.75% will be topped. Electronic accuracy reporting rates to HUD increased by 8%, emotional commitment opportunities for staff increased by 3% and 14 million in funding was renewed for existing programs. Prior audit findings have been cleared and the department plans to receive an additional $500,000 to fund resident involvement activities. Customer service surveys resulted in increased training for staff. Overall, the Housing Department achieved its goals as identified last year and has embarked on its strategic plan to increase the supply of affordable housing in the County. - 581 - Maricopa County FY 2000-01 Annual Business Strategies Library District The Library District was able to increase service to meet customer needs and was able to stay within the current tax rate. The new building for the Fountain Hills Library is under construction and the final IGA and lease will be presented for Board approval prior to the new building being opened in February/March of 2001. As a result of a change in management in the City of Surprise, the Northwest Regional Library was put on hold until a new City Manager was hired. The new City Manager began work and discussions have begun to review the concept of a NWRL to be located in a building to be constructed by the City of Surprise. Parks & Recreation Produced over 75% of operating budget from non-general fund revenues, while increasing programs, events and park attendance. Initiated Trails Commission and provide management to it. Also working with State Parks and the Town of Cave Creek, have managed the acquisition and potential management of the Spur Cross Ranch. Planning & Development The Planning and Development Department began implementation of their Business/Strategic Plan in FY 98-99. This Plan identified the following major areas: One Stop Shop Strategy, Organizational Structure, Strategic Planning, Financial, Employee and Human Resources, Technology, and Location. Many accomplishments were achieved in implementing all areas of the Business/Strategic Plan. It is important to note that these achievements were made in a year of unprecedented work volume for the department. During the past fiscal year nearly 14,000 permits were filed with this department, a 40% increase over anticipated levels. Despite the obvious impacts of this workload, the department achieved the following accomplishments outlined in the Plan: One Stop Shop Strategy This strategy emphasized addressing customer concerns related to obtaining permits at the county. Customer concerns that have been addressed over the past year include providing adequate free customer parking and reducing the amount of time customers spend waiting to receive service to 15 minutes (below the department’s target of 30 minutes). As the designated lead agency to implement the One Stop Shop Program (other participating departments include MCDOT, the Flood Control District, Environmental Services, and the Assessor’s Office), the department assumed a number of responsibilities to ensure success of the program. Some of the most significant of these responsibilities have included implementation of a unified permit software system to be utilized by all One Stop Shop departments and providing the one point of customer service interface on a variety of development-related permits and applications. Organizational Structure The department’s Business/Strategic Plan outlined a new organizational structure for the department. The focus of this organizational change was to assist in meeting demands of the new One Stop Shop Program. The areas of the department which relate to accepting applications, distributing applications, addressing, building and zoning plan review, and inspections have been restructured into 3 divisions – customer service, plan review and inspections. The Code Enforcement and Technology functions of the department now report to the Director, as does the newly-created Financial Services Division. Strategic Planning Several strategic planning issues were identified to streamline processes and improve service to the customer. Those strategic planning activities achieved during the fiscal year include developing a structure for a comprehensive development code which would include all county regulations that might impact the development of a piece of property. The department also successfully prepared a new reengineered set of Addressing Regulations that were adopted by the Board of Supervisors. Financial At the cornerstone of the One Stop Shop concept was the idea that customer permitting and process fees should directly go to providing customer service. In order to accomplish this, the department was established as a Special Revenue Fund. A Financial Services Division has been created within the department to accommodate this change. The conversion from previous financial processes to new automated systems is well underway. All of the department’s revenue collection has now been fully integrated into the new uniform permitting system. - 582 - Maricopa County FY 2000-01 Annual Business Strategies Employee and Human Resources Retaining qualified staff members has been a primary issue to the customers of the Planning and Development Department who have found that experienced staff members provide a higher level of customer service. Work has begun to develop new job descriptions and market comparisons have been conducted to create a market range plan. The development of a department training policy and training program is ongoing. All of these efforts are in place to address retention and training issues within the department. Technology Although not specifically addressed by the Business/Strategic Plan, new advances in technology have made the One Stop Shop concept a reality. In addition to the implementation of a uniform permitting system, developmental work on field computers and interactive voice response systems are also on-going. Permitting system training manuals have been developed, generated and will be updated as required Location During FY 98-99 the Planning and Development Department completed the monumental task of re-location from 14,000 square feet of space at the downtown County Administration Building to 30,000 square feet at 411 North Central. This move was completed with no interruption of service. Efforts to locate additional satellite offices to better serve the departments' customers are anticipated to begin this fiscal year. Public Fiduciary The office productivity continued to improve in the last year: e Revenue collection increased 15%. e Timeliness in court filings was 97.55% with an error rate of less than 1%. e Gainsharing Program has resulted in increased revenues of $254,000 in the last two years. e Overall customer satisfaction rating for the office exceeds 92%. Stadium District Through the Stadium District's industry awareness campaign, the Stadium District increased the number of nonbaseball events and activities by 29% during fiscal year 2000. These events generated $545,000 revenue for the District. The District has continued to reduce operating costs, as well as, enter into revenue generating contracts. One example is the Chilled Water Service Agreement between AZPB FM Limited Partnership and Northwind Phoenix, LLC, allowing them the right to utilize excess chilling capacity for commercial and government buildings in downtown Phoenix. This contract will increase revenue to the District by $50,000 per year, beginning in fiscal year 2002. Community Health Strategies Health and Human Services Constellation e Environmental Health and Public Health have strengthened their relationship surrounding Food Borne issues and air pollution. e Correctional Health Services, Environmental Services, and Public Health have worked closely during the past year with the Sheriff's office to improve the physical environment in the jail, and assure that food outbreaks of the type that occurred in September 1999 do not recur. The constellation partners are also addressing the problems found during this past NCCHC accreditation review to make sure that they are resolved. e Working with Human Services, Bill Scalzo, and HUD, the Constellation has helped the County become an active participant in the MAG Continuum of Care Committee to assure that the needs of homeless in Maricopa County are served as well as possible. This process is beginning to bear fruit at the Federal, State, County, City and local service system level, hopefully resulting in a process in this region that will address the many causes of homelessness and find solutions to them so that the number of persons living on our streets will diminish over time, and the services available to them will increase. e Constellation members is the continuing support of Animal Control by Public Health and Environmental Services to assure that the handling of pets and strays in this region are continually improving, and that the numbers of animals euthenized per capita continues to decline. - 583 - Maricopa County FY 2000-01 Annual Business Strategies Animal Control e Promoting dog licensing ACS contracted with over 90 veterinarians and several PETsMART stores to sell county dog licenses. These outlets are freely promoted by ACS through the County's unique program called PETS911 (www.1888pets911.org). Citizens enter their zip code at either the PETS911 phone matrix or at the mirrored website and they are directed to the closest location to their home to obtain a license. e Conducting rabies vaccination clinics ACS conducted 2 rabies vaccination clinics in FY00. The clinics were held in combination with off-site adoption events. As Maricopa County becomes a more urban community, vaccination clinics draw fewer people than when we were a more rural community. To compensate for this societal change, ACS partners with over 90 veterinarians and several PETsMART stores to provide rabies vaccinations and dog licensing throughout Maricopa County seven days a week. These outlets can be found at the County's PETS911 website and mirrored phone matrix (www.1888pets911.org). ACS is investigating partnering with local veterinarians to provide more clinics in the outlying areas of the county in FY01. e Investigating and processing all reported animal bites ACS redesigned the phone matrix and expanded the Call Center hours by 22% early in the fiscal year to centralize and enhance the Departments’ ability to receive bite reports. Adding additional phone staff reduced abandoned calls by 40% with a commensurate decrease in waiting time to report the 6506 bites recorded in fiscal year 1999-00. Over 200 human exposures to wild animals (bats, coyotes, skunks, etc.) were investigated with ACS providing direction for rabies prophylaxis. ACS partnered with the Department of Public Health Services to standardize animal inflicted injury report forms achieving consistency with national standards. e Enforcing animal control ordinances in Maricopa County and all contract cities and towns Thirty field officers provided animal control services to the entirety of Maricopa County with the exception of Fountain Hills and Mesa. Service is provided from 7:00 a.m. to 10:00 p.m. with emergency response from 10:00 p.m to 7:00 a.m. ACS officers issued 3,292 citations, 12,911 license violation warnings, ran 49,101 activities, and impounded 27,206 animals. They assisted local police with 2,345 calls. In addition, decades-old deficitbased IGAs were cancelled, and new IGAS put in place for FY01. Correctional Health e Accreditation, Licensing and Regulatory Status Maintained NCCHC accreditation status for CY1999; negotiated settlement agreement with U.S. Department of Justice and completed a medical settlement plan; maintained all health care service delivery sites licensed; participated in internal audit of department administrative procedures e Patient and Employee Satisfaction Completed quarterly measures of inpatient psychiatric unit patient satisfaction levels in compliance with Arnold v. Sarn; bench-marked outpatient satisfaction levels; conducted employee satisfaction survey. Implemented bi-lingual pay policy, cleaned and repainted clinics, intensified nurse recruitment efforts to decrease overtime, increase use of accruals as recommended by Deloitte Touche study. Pay levels, increases remain primary employee issue. e Health Care Service Delivery Reduced appointment wait times for dental services from four weeks to ten days; implemented Special Needs Treatment Planning for chronic conditions; developed chronic condition guidelines for providers; automated pharmacy services, enabling expanded keep-on-person program to reduce costs and improve medication administration; installed medical records file system to achieve more efficient filing and retrieval of inactive records required to assure continuity of care with persons re-entering jails; assisted MCSO to plan and design medical facilities in two new jails and a clinic for Tents inmates; Assisted MCSO with facility remodel projects to address ADA, patient care and confidentiality concerns, the expansion of infirmary isolation rooms will decrease hospitalization costs for contagious tuberculosis; new exam rooms in housing units will enhance patient access to care. Increased number of receiving screenings conducted by CHS staff from 0 to 50% plus at FYE. e Management Tools and Resources Improved controls for payments to contract and temporary staff; linked unit managers on-line with medical supply purchases and budget expenditure status; coordinated installation of JMS linkage with MIHS 24-hour authorization team to improve collection rate from municipalities for outside services to inmates. e Collaboration with Community Agencies Collaborated with Adult Probation for inmates’ early release to Elsinore Transitional Living Center; initiated case management of HIV+ patients including discharge planning linkages with McDowell Clinic, community organizations and AHCCCS eligibility determination process for improved continuity of care. Strengthened linkages with County Counsel and Risk Management to reduce risk and liability; collaborated with Department of Finance and County Counsel to establish municipal responsibility for specialty medical care and to facilitate payments to MIHS. Maintained affiliations with - 584 - Maricopa County FY 2000-01 Annual Business Strategies educational institutions (Phoenix College, Midwestern University) to obtain medical records interns, physician assistant rotations. e FY 99-00 Performance Measures (Actual) Medical encounters 44,603 Nursing encounters 146,700 Psychiatric encounters 13,369 Counseling encounters 11,110 Dental encounters 10,208 X-ray 4,186 Prescriptions dispensed 179,164 Average daily census 6,660 Environmental Services e Insuring that food in eating and drinking establishments are protected from contamination e Enforcing general sanitation requirements at public establishments Environmental Health personnel inspect food facilities and enforce general sanitation requirements in accordance with Maricopa County Environmental Health Code regulations to protect and improve the quality of life in Maricopa County. In fiscal year 2000, Environmental Services performed 39,909 food inspections and 364 foodborne illness investigations to ensure food safety. Additionally, 80,995 general sanitation inspections occurred. Environmental Health Specialists inspected 1,805 day care homes, 2,193 special event food booths, 727 trailer parks, 3,780 mobile food units, 267 pet shops and 18,617 swimming pools. e Working hand-in-hand with the State, cities, towns and industry in the Valley to reduce air pollution Environmental Services, the Environmental Protection Agency, Maricopa County Association of Governments, and the Arizona Department of Environmental Quality have been setting the long-range direction for clean air in Maricopa County. Environmental Services adopted 11 Air Quality Rules following 14 public comment sessions. Industry attended over 7 workshops pertaining to permit completion and regulatory issues. Additionally, the Department initiated 21 stakeholder meetings and 4 public hearings on revisions to the Air Pollution Control Regulations. In a joint venture between industry, Environmental Services and the public 2,598 residential gas polluting lawnmowers, and 515 pieces of handheld equipment were turned in for electric non-polluting replacement. Additionally, commercial units (780 mowers and 563 handheld pieces) were exchanged in a similar program. Another endeavor between industry, government and the public, the Voluntary Vehicle Repair and Retrofit Program, repaired 1,112 vehicles and retrofitted 22. Environmental Services Small Business Assistance Website was readily accessed by the public. Over 117,042 internet pages totaling more than 646,342 hits of current air quality information was processed. e Insuring that water supplies throughout the County are safe to drink Environmental Services performed 106 drinking water system inspections, 48 drinking water operational plan reviews and approved 608 wells to insure potable water supplies are safe for consumption. The Department continues to implement drinking water regulations that are approved and adopted by the Maricopa County Board of Supervisors. On February 16, 2000, the Board approved Chapter V Environmental Health Code revisions as a reflection to recent State Code changes. e Enforcing proper sewage disposal requirements Environmental Services conducted 5,177 septic system inspections, 39 wastewater treatment plant reviews, 46 wastewater treatment operational/maintenance inspections, and inspected 215 non-hazardous liquid waste hauler inspections to enforce sewage disposal regulations. e Preventing vector borne diseases through insect and rodent eradication Vector Control staff responded to 2,399 complaints of mosquito, fly, and non-native rat infestations in the 1999-2000 fiscal year. Additionally, 69,183 acres were treated for adult mosquitoes, and 22,575 known culex beading sites were inspected and/or treated. - 585 - Maricopa County FY 2000-01 Annual Business Strategies Human Services Help individuals, children, and families enhance their economic, social and physical well being by: e 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. e 6,872 households were served through our emergency homeless and prevention program, with $1,487,070 paid to provide assistance with emergency rent and mortgage payments, as well as utility deposits. e The number of low-income households provided weatherization and emergency utility repairs/replacements increased to 235, which is 107% of our annual objective. 5,569 households were provided essential lifesaving utility assistance in FY00, representing 125% of our annual objective and an increase of 1,100 households over FY99. e Increasing access to employment, medical and social services for low-income, elderly and disabled individuals. e Our Special Transportation Program (STS) has assisted with 63,143 employment-related trips (252% of our annual objective). e The number of non-employment trips, which includes medical, social and related trips for the elderly, totaled 101,549, a slight decrease from FY99. e The number of home delivered meals to homebound individuals totaled 116,712. e Providing employers with a qualified and professional workforce. e Assisting job seekers with employment and career planning by providing resources, educational courses and the programs they require to obtain employment. e With the assistance of the 480 employers participating in the Workforce Development programs, 5,849 individuals have utilized our Workforce Center services, which include employment and career planning, links to resources, and educational courses such as computer training and resume writing. e 218 adult program participants (Job Training Partnership Act – JTPA) were placed in jobs at an average wage of $9.03 per hour (116% of the annual objective). e 270 JTPA dislocated worker participants were placed in jobs at salaries averaging 96% of their pre-program wage. e Providing comprehensive educational, health and social services to low-income children (ages 0-5) and their families. e Over the last fiscal year, 2359 children were served by our Head Start program and 133 in Early Head Start. e 202 of the Head Start children and 33 infant/toddlers in Early Head Start have a certified disability. e Throughout the fiscal year, the Education Division developed 10 new collaborative partnerships with local, public and private entities. e 95% of the families who sought services obtained assistance, which met our annual objective. e Enhancing parenting skills and increasing parental involvement in childrens’ educational, social and physical development. e Our Education Division works diligently to include parents in all aspects of the program, from serving as members of the Head Start Policy Committee and Council, volunteering in the classrooms to parent workshops and encouraging parent participation through the one-on-one efforts of our Early Head Start program. Medical Examiner e PROGRESS ON NEW OME FACILITY: During FY 99-00 the Stichler Group was selected as the architectural firm to oversee the new Forensic Science Center project and the final site selection was made. A space plan and conceptual design were completed and final detailed plans for the new facility are being prepared. Completion of the new facility is targeted for the summer of FY 02. e TEMPORARY OFFICE EXPANSION SITE: A three unit modular trailer was installed and occupied across the street from the main office to provide space for office staff and additional doctors’ offices until the new facility if completed. e HIRING OF NEW MEDICAL EXAMINERS: Four new forensic pathologists were hired in the last quarter of the fiscal year to replace two pathologists who resigned and fill two new positions. Once all the new doctors have - 586 - Maricopa County FY 2000-01 Annual Business Strategies e e e e begun working, the caseload per doctor will drop below the national maximum of 450 cases annually for the first time in the recent history of this office. WORKLOAD ANALYSIS FOR STRATEGIC PLANNING: A workload analysis was conducted and ten year workload and staffing projections were completed. The projections will be used to update the 3 Year Strategic Plan and establish priorities for future budget issues. COMPLETION OF Y2K TECHNOLOGY AND EQUIPMENT PROJECTS: Upgraded pentium personal computers were installed and Windows Office 97 software was installed. The DOS based case tracking software was upgraded to Windows based software, requiring over 30,000 records to be converted and all staff to be trained to use the new system. The toxicology laboratory introduced new technology with the replacement of an RIA Gamma counter with an ELISA plate reader. EQUIPMENT IMPROVEMENTS: We continue to be on target with our equipment replacement plan. An HPLC and SPE Robotic Sampler were purchased and installed in our toxicology laboratory. The HPLC will reduce the number of outside lab referrals and the SPE Robotic Sampler is expected to reduce the number of failed test samples. Purchase and delivery was completed for three new vans with a customized hydraulic system in the back. This doubled the storage capacity of each van from two to four per trip. CASE RECORDS IMPROVEMENTS: The case records stored on-site were centralized and secured in one records room and an inventory was completed. Twenty years of case records stored off site were recalled, consolidated, rearranged and inventoried before being returned to storage. This drastically reduced the number of boxes in storage and will allow older case records to be located much more quickly. Public Health e The total number of infectious disease investigations for FY 99/00 was 3,277. The Department plans to increase this number next year with new staff to control ever-increasing cases of infectious diseases. e The Immunization Program saw 83,322 clients during the year. It also established a clinic dedicated to immunizing children aged five and under, and their siblings. This strategy should help reduce the number of school-aged children needing immunizations later in life. e 833 homeless clients were enrolled in AHCCCS during the fiscal year. The program exceeded its goal by almost 5%. The program is currently working with the Department of Medical Eligibility to employ more eligible workers for the next fiscal year. e The Emergency Management Task force has been meeting every month. Departments are now working on job descriptions for the positions that would be needed in an emergency response situation. e Reimbursement to grocers for redeemed food drafts was $37,220,330 this year. e There were 513 bicycle helmets distributed and 937 car seats checked during the fiscal year. e Tobacco use and cessation programs reached over 430,000 students. e Approximately 70 Public Health employees moved into the Grunow Building in May 2000. The FRC approved building a new facility for public health and environmental services. Formal space programming for this facility is in progress. Maricopa Integrated Health System Strategies MIHS recognizes as one of its core beliefs that consistent and periodic strategic planning, if approached effectively and with precision, will promote a collective focus within the organization towards accomplishing identified critical business priorities. Fueled by the efforts of a multidisciplinary team of internal and external stakeholders, MIHS engages in an annual strategic planning process designed to establish a Strategic Management Plan for the upcoming fiscal year. MIHS Administration, playing a key role in formulating the Strategic Priorities for MIHS, is tasked with the important responsibility of ensuring that the key initiatives contained within the plan are accomplished. Maricopa Integrated Health System’s FY00 Strategic Plan set ambitious goals to achieve new standards in key priority areas, including service line development and enhancement; quality; membership; patient service volumes and revenue; employee satisfaction; alignment with physicians; and customer service. A closer look at key statistical outcomes indicators and the aforementioned Strategic Priorities reveals that FY00 was truly a banner year for Maricopa Integrated Health System. Statistical highlights of FY00 are impressive, as reflected in the sampling of indicators shared below. - 587 - Maricopa County FY 2000-01 Annual Business Strategies e Net income approaching $18 million for FY00; up $3.5 million (24%) from net income of $14.5 million posted in FY99 e A Maricopa Medical Center Average Daily (Inpatient) Census averaging 280 patients per day for FY00; up 3.7% from 270 patients per day in FY99 e Newborn births totaling 4,729 for FY00; up 747 births (18.8%) from 3,982 births in FY99 e Annual cumulative member months in MIHS’ 5 major healthplan products (Maricopa Health Plan, Maricopa Long Term Care Plan, KidsCare, Maricopa Senior Select Plan and HealthSelect) of 529,962 for FY00; up 42,396 (8.7%) from 487,566 annual member months in FY99 Contributing to the impressive growth MIHS achieved during FY00 were the efforts of management, physicians and staff who stayed focused on the priorities that were identified within the FY00 Strategic Management Plan. Service Line Development and Enhancement Addressing key service line development and enhancement initiatives in the areas of geriatrics, women’s and children’s services, key medical and surgical support services and the attainment of Burn Center Verification by the American College of Surgeons provided MIHS the ability to improve the depth of services it provides the community and grow membership and patient services volume. Quality Strides in the area of Quality have resulted in improved efficiencies, outcomes and perceptions of MIHS. Management and staff are being equipped with the tools necessary to practice quality via the successful implementation of Continuous Quality Improvement training program administered by skilled MIHS Quality/Risk Management Department staff members. Membership Service, benefit design, premium cost, network expansion and enhanced marketing, outreach and enrollment initiatives positioned MIHS to attract and retain membership in its health plan products as evidenced in the significant growth realized in membership levels in MIHS Health Plans. Employee Satisfaction MIHS continues its evolution towards becoming the “workplace of choice” by offering competitive wages, training, benefits and career growth opportunities for staff. A formal Compensation Plan and the development of creative recruitment and retention strategies, including the use of Employee Satisfaction Survey instruments to provide feedback on the impressions employees have of MIHS, have positively positioned the System to compete for employee resources. Alignment Of Physicians The alignment of goals and enhanced working relationships between MIHS and MedPro on multiple levels signify that the relationship between MIHS and MedPro has never been stronger. Customer Service The implementation of a Customer Service training program for management and staff and the development and implementation of Patient Satisfaction Survey instruments to measure and monitor progress has the organization on course to be the “Provider of Choice” for the community. The accomplishments made throughout the year related to the Strategic Priorities set forth in the FY00 Strategic Management Plan and overall results as a Health System signify the completion of a successful strategic planning cycle for MIHS. - 588 - Maricopa County FY 2000-01 Annual Business Strategies Employee and Human Resource Strategies 1999-2000 – A Year In Review As Maricopa County leaders prepared for the turn of the century, internal and external workforce issues continued to emerge. With low unemployment and the shortage of skilled workers, new and more assertive recruitment strategies have emerged. The strong economy has continued the compensation strategy begun in 1997-98. As market-based entry salaries and equity adjustments for continuing employees have been processed, many departments and the County overall have seen a decrease in turnover. Other components of total compensation -- employee health and dental benefits, incentives, spot awards, personal and sick leave and employee and development and education, continue to require creativity and organizational flexibility in order to compete for and retain employees. Recruitment Maricopa County’s recruitment strategy remains grounded in the belief that an optimal recruitment finds the balance between a flexible, timely process and the need to ensure the recruitment process for classified employees is open and competitive. During FY 99/00, Human Resources staff continued to demonstrate their ongoing commitment to providing exceptional customer service as the number of requisitions and individual positions again rose to the highest number ever. The number of days it took to compile lists of eligible candidates (“certification lists”) increased only minimally over the preceding year. However, the effects of the tight labor market reduced the number of positions filled as Maricopa County competed with other employers. FY # REQS # POS # DAYS to # POS # DAYS to 1st CERT FILLED EFF DATE 99/00 3396 6358 10.23 2629 34.70 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 Other business objectives reflected in the 99/00 Business Plan were successfully accomplished: e An expanded resource directory of “non-traditional” staffing sources e An expanded catalog of employment advertising options for departments e Investigation, and implementation of, “on-the-spot” testing for support staff and Sheriff’s Deputy applicants. Total Compensation - Pay 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) Department management should have a range of discretion to assign a position title and make compensation decisions for those positions, subject to established market ranges; (2) All increases in pay must be supported both by the department's current year and annualized budget; and (3) All pay increases must be justified by the individual's performance and represent a reasonable career progression through the market range for that job. Based on current market data, the average salary is approximately 92% of the average market midpoint, indicating that we are approaching the results of our five year strategy of having an average salary within 5% of the average market midpoint. This is the ultimate indication of the effectiveness of the compensation budget issues of the past three years. e New market ranges continue to be established based on analysis of the competitive market as well as updates of ranges already established. - 589 - Maricopa County FY 2000-01 Annual Business Strategies e The salary advancement process had been revised and streamlined. e A two-tiered multi-lingual language differential was implemented during FY00 to recognize and compensate employees who are regularly required to use a second language during the course of the their jobs. A certification process was begun in June for the second level of the differential. e Incentive Awards were presented to 3,602 employees at the end of the fiscal year, totaling $3,162,094, and paid for through salary savings achieved during the year. Total Compensation - Benefits While salaries are improving, it has been critical to balance the funding of those with the need for remaining competitive in employee benefits. Surging health care insurance costs required health plan design changes in order to renew the CIGNA contract for 2001. The County rebalanced its contribution level and committed to paying 95% of premium for employees and 71% of premium for their families. Other supplemental benefits are being sought to allow employee flexibility in choosing their benefit package. Employee Relations Human Resources continues to consult with its customer departments and employees on matters relating to the Maricopa County Employee and Law Enforcement Officer's Merit Systems. The formal rules provide merit system covered employees a means to appeal a suspension, demotion, or dismissal. Employee Relations staff have continued to counsel and advise departments and employees on matters relating to these issues. In partnership with departments, Human Resources is committed to educate management and supervisors on the options they have in coaching in order to alter or correct employee behaviors to minimize the need for formal discipline. These proactive efforts have resulted in the number of appeals filed to remain constant in FY00. Employee Development Professional development of employees is an integral commitment to employees as expressed in the values of Maricopa County's Stewardship Statement. During FY2000, employee development opportunities have continued to include: e 2,643 employees enrolled in 364 different courses offered through the Employee Course Catalog and Calendar. e 238 supervisors, managers and directors participated in the Maricopa County Management Institute, a two level learning program. e 475 employees enrolled in 1,157 accredited, job-related courses, totaling $701,960 through use of the Tuition Reimbursement policy. e On-site educational opportunities for employees in collaboration with local colleges and universities. Efficiency Strategies Crime Reduction In order to reduce vandalism, property and auto thefts at county facilities, the Protective Services Division of Facilities Management has and will continue to expand its training in loss prevention and workplace violence to other county departments and departmental staff. Over the last fiscal year FMD trained 7 different departments and 1 outside organization on Work Place Violence & Loss Prevention. 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. In the past fiscal year FMD personnel attended 3 AZ POST classes with 17 officers being trained. In addition 33 officers attended Fire Arms Judgmental Training (FATS) offered by the Maricopa County Sheriff’s Office. Training program enhancements also included developing inhouse certification programs for training. This provided the mechanism for 21 officers to be certified through the National Rifle Association Training Program and 16 officers to be certified through the State of Arizona Concealed Weapons Program. In an effort to increase employee and visitor safety, incidents on County property are being tracked and trended. The information is being used for staffing adjustments and to provide a more aggressive patrol technique including reinstatement of the downtown bike patrols. This increased vigilance has aided in a 58% reduction in reported incidents in the downtown campus areas during FY1999-00. - 590 - Maricopa County FY 2000-01 Annual Business Strategies Upgrading the CCTV systems for the downtown Administration Building and Jefferson Garage is currently underway and when completed will result in enhanced security for those who work at these locations. The department is also instituting more in-house handling of alarm monitoring services that were previously monitored by contract vendors. To date eleven separate off-site departmental alarm systems have been redirected to FMD’s downtown digital alarm receiver, saving the taxpayers approximately $7900.00/year in alarm monitoring fees. The objective of this program is to save taxpayers funds while having a more efficient response to burglar and panic alarms. Aperture: Facilities Tracking Program The Aperture program is being implemented to assist the Facilities Management Department in tracking all County facilities. The vision is to graphically record all buildings and the occupant load of that building on computer. This will allow the various division’s of FMD to quickly locate plans of buildings, identify what department is currently assigned to that building, the quantity of offices and workstations, major mechanical and electrical equipment that serves the building and identify major maintenance or preventive maintenance items that need to be addressed. This will enhance FMD’s ability to communicate critical facilities information to executive management quickly and clearly. The program will assist in the management of County assets by providing various management levels with dependable asset information. The Planning Division will use this program to maximize the use of space by analyzing a department’s space occupancy and usage, and will be used in the development of FMD’s portion of the County’s Central Service Cost Allocation. In the future it is planned to put the program on the intranet to allow department heads to view their work areas to assist them in considering possible employee relocations within their own area when considering better department efficiency. Accounts Payable/Procurement Improvements In an effort to reduce the increased administrative work load associated with the county’s commitment to eliminating deferred maintenance and the implementation of the County’s Five Year Capital Improvement Plan FMD has sought ways to absorb the new administrative tasks with existing personnel. One method of reducing the paperwork, associated with procurement and payables, has been the implementation of the p-card program. During the last Fiscal Year Facilities Management has worked with Materials Management to train and certify over 50 trades and administrative staff members in CAPA rules. These staff members were then issued p-cards to transact small dollars purchases from contract and non-contract vendors. This program has grown from a low of 60 transactions per month to a new average of over 250 per month or 3,000 annually. In addition we have expanded the program to pay over 170 utility accounts each month. This implementation has been a success by eliminating hundreds of purchase order and payable documents, which translates into a more efficient processing of transactions. Another major benefit to the program is that it has given field staff the proper training and authority to procure small dollar purchases when their job sites are not in close proximity to contract vendors. Prior to implementing this process field personnel were restricted to purchasing from contract vendors, which resulted in the loss of direct labor hours and an increase in non-productive travel time. Through regular monitoring, the program has proven to be a great benefit to the department, our customers and taxpayers by empowering individuals with a tool to complete jobs in a cost effective manner while lowering administrative costs to taxpayers. Over the course of the next fiscal year FMD will look to new areas to expand the program in an effort to keep administrative processing costs down and provide more funding for direct services. Preventive Maintenance Over the course of the last fiscal year Facilities Management has worked to develop and implement a new preventive maintenance program. The objective of the program is to improve productivity by reducing equipment downtime, preserving County assets, and extending the useful service life of building systems. The organizational structure of the preventive maintenance program was established by integrating the philosophies of our benchmarking survey participants. This organizational structure includes preventive, proactive and predictive maintenance organization. The advance technologies that are being incorporated in the preventative maintenance program are the result of many hours of examination of information obtained through on-site visits and collaboration with public and private benchmarking participants, such as, Arizona Public Service Company, Arizona State University, Intel Corporation and Motorola. The necessary resources of equipment, personnel, and training have been obtained with the support of the Board of Supervisor’s for the implementation of infrared - 591 - Maricopa County FY 2000-01 Annual Business Strategies thermography technology. A comparative analysis of modern technologies and O&M maintenance needs demonstrated infrared testing to be most efficient process available. The existing software maintenance management system has been adapted to initiate the workflow process for preventive maintenance work orders. Utility Consumption/ Electric Industry Deregulation During fiscal year 1999-00 an energy-savings performance contract was approved and initiated. The energy service company that was selected will retrofit nearly 3 million square feet of County buildings with $3 million in energy-saving retrofits, including new lighting and heating and cooling equipment. Improvements will be completed during fiscal year 2000-01 and will decrease County energy and water costs by approximately 6.25% of the 1999 level, or $500,000 annually. The cost of the program has been financed, and the debt service will be paid from the utility budget savings until the debt is retired in ten years. An agreement with a private vendor to provide chilled water to the new County Downtown Jail and Administration buildings is near completion. Cooling water will be piped from a central plant at Bank One Ballpark to the new County facilities. It is estimated that the County will save $800,000 in cooling costs annually for these two new facilities. Twenty-five percent, or $200,000, of the savings will be in electrical cost savings. The remaining $600,000 in savings will be in capital and operations & maintenance areas. A utility bill monitoring database system was implemented in fiscal year 1999-00 and will continue to be improved during the next fiscal year to detect unusual consumption or billing errors in County utility accounts. It will also serve as the data warehouse to quickly and efficiently produce consumption and cost reports. The County Energy Engineer will continue to monitor new County construction designs for minimum energy and water efficiency standards, and will seek out further energy-efficiency retrofit options in existing County facilities. The state of electric deregulation in Arizona will continue to be monitored for savings opportunities. At present there is little competition between energy providers, and therefore minimal opportunity for savings. This may change over time however, and the County will be prepared by gathering electrical load-shape data and by possessing a template RFP ready to be issued. The County will continue to collaborate regarding energy efficiency issues with the U.S. Environmental Protection Agency through our partnership in the Energy Star Buildings program and with city governments in Maricopa County through participation in the Municipal Energy Alliance. Legislative Strategies Last year at this time, we reported that one of the most critical issues for Maricopa County, and for all of our state’s counties, was the pursuit of an appropriate share of the over $3 billion national tobacco litigation settlement money Arizona is in the process of receiving. After almost two years, this major public policy issue is still ongoing and remains in the forefront of supervisorial priorities. Counties have, since territorial days, borne most of the costs for indigent health care. Tobacco settlement monies are intended, in part, as reimbursement of historical costs expended to treat smoking-related illnesses over decades. Clearly, counties’ damages were an integral part of the state’s lawsuit against tobacco manufacturers and thus counties are entitled to a substantial portion of these monies. Counties continue to pursue a dual-track strategy of negotiating with state leadership for their proportionate shares while preserving all possible future legal options in this matter, as well. With the exception of resolution of the tobacco issue, Maricopa County succeeded in gaining passage of every bill on the priority list of state legislative issues approved by the Board of Supervisors in December 1999. These included making important changes to the laws governing county expenditure limits; seeking further reforms to the present flawed system whereby private hospitals are reimbursed by counties for residual indigent medical care; receiving state money to continue the very successful voluntary vehicle retrofit and repair program; making needed changes relating to the issuance of air quality permits; making changes to the statutes governing county animal control and rabies vaccinations; gaining expanded authority with regard to counties’ sale of items; and taking advantage of technological advancements through the use of digitized documents and storage. In addition, a number of extremely unfavorable legislative proposals which would have eliminated or reduced existing sources of revenue for counties, or eroded local power and control, were defeated. In the Federal arena, Maricopa County, for the first time in the county’s history, retained professional legislative representation in Washington, D.C., in order to pursue the county’s legislative and strategic interests at the - 592 - Maricopa County FY 2000-01 Annual Business Strategies federal level. As the nation’s sixth largest county, it was more than time to take this major step in becoming more aggressive in identifying and pursuing grant and appropriation opportunities, and addressing federal issues with potential impact on local governments. This investment of dollars in a federal firm has already begun to pay dividends in terms of early and successful resolution of the issue of EPA sanctions of the Phoenix metropolitan area over air quality, and also in the area of obtaining federal appropriations and grant monies for Maricopa County departments. There are two significant federal appropriations requests pending, one for Safe Schools funding and another for the Maricopa Integrated Health System, to assist with a major and much-needed renovation project. The grant projects include the Bulletproof Vest Partnership, Justice Funding Equity, the State Alien Assistance Program, Local Law Enforcement Block Grant, and Juvenile Accountability Incentive Block Grant. Organization Position Risks and Opportunities Again, Maricopa County was named the fastest growing county in the nation. The continued strength in the local and national economy has provided exceptional growth and has allowed us to keep pace with the enormous service demands that our high growth county requires. A major highlight of this year has been bond rating agency upgrades by Fitch IBCA, and Moody’s Investor Service. With these upgrades we now have received the highest rating ever achieved by Maricopa County. These recent upgrades are testament to our continued financial health. 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 4th most populous county in the nation, with a population of 2,954,157 as of May 30, 2000. This represents a 2.5% increase over fiscal year 1999. This continues to place a strain on the area’s infrastructure and the increased demands that will be placed upon providing public services. Demand For More Services As is discussed above, population growth, demographic shifts (including immigration factors), business and residential needs, and certain economic variables result in additional need for services provided by the County. The Maricopa County Board of Supervisors controls little of the revenue streams that fund service within the County. The only funding source that the governing board has limited control over is the property tax rate/levy. The Board of Supervisors’ has set a policy direction to keep the overall property tax rate flat or lower than the current rate. This informal policy requires the government to prioritize and limit new funding and new services that the community sometimes expects. 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 6,552 in 2000 in a facility with a capacity of 5,300 beds. Growth in the adult jail is expected to decrease slightly (3%), but the facilities are 24% over capacity. The juvenile detention facilities FY 1999-00 daily population of 395 is 9% higher than FY 1998-99 daily population of 363. The facilities’ original design capacity for 277 juvenile detainees has been increased by 80 beds or 29%. Due to increased daily detention population, the facilities are now 11% over capacity. A new facility is planned, the Lower Buckeye Jail, which will include a 504-cell juvenile remand facility to handle over-capacity. Through additional capacity and re-structuring of operations, juvenile detention populations can be managed during FY 2000-01. - 593 - Maricopa County FY 2000-01 Annual Business Strategies FY 1999-00 Cap Actual % Over(+) / Under (-) Cap Detention Population w/out Additional 80 Beds 277 395 Detention Population with Additional 80 Beds 357 395 43% 11% 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 1999-00, Maricopa County paid over $9.85 million in outside hospital Pre-AHCCCS costs to non-county owned facilities, and another $6.60 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 experience air quality problems with three major air pollutants: Carbon Monoxide (CO), Particulates (PM10), and Ozone (O3). Improving and maintaining the quality of life in Maricopa County becomes more challenging as the population continues to increase. Poor air quality (e.g. excessive carbon monoxide, particulates and ozone) impacts sensitive populations. Those affected include children, the elderly, pregnant women, and those members of the general population with pulmonary and cardiovascular problems. The Federal Government currently designates Maricopa County as “Serious” due to the concentrations of the three major air pollutants measured in the air. On the positive side, the metropolitan area has not violated the federal standards for CO since January 1996 or O3 since July 1996. As a result, Maricopa County is assisting in the preparation of a 10-year Maintenance Plan and Request for Re-designation to attainment for each of these two pollutants in 2000 and 2001. However, the area continues to violate the PM10 standard and experienced the imposition of the first sanction for failing to meet Clean Air Act timelines. The first sanction consisted of “2 to 1” offsets applied to major new sources. Under this sanction, a proposed industrial facility must reduce two tons of particulate pollution elsewhere in our air shed for each ton of new particulate pollution it will release. Maricopa County worked with the Maricopa Association of Governments and the Arizona Department of Environmental Quality to revise the proposed particulate plan and resubmitted it in February 2000. EPA proposed approval of the revised plan and stayed the sanctions in April. Maricopa County will continue to address any future deficiencies EPA identifies as soon as possible in order to avoid the re-imposition of sanctions. A second federal sanction imposes the withholding of highway funds. This sanction is particularly onerous for a high growth area such as Maricopa County and to be avoided at all costs. Possible drinking water contamination is a public concern. Retrofit of water systems previously serving as conveyances of potable water to systems conveying reclaimed water can lead to increased health risks where systems are not designed and functioning properly. Engineering plan review of proposed water and wastewater treatment facilities and systems and planned reuse systems coupled with on-going operational inspection of these - 594 - Maricopa County FY 2000-01 Annual Business Strategies systems and diligent monitoring of water quality, in accordance with the Maricopa County Environmental Health Code, are proactive means of protecting the public health. Improper design and operation of wetlands and habitat restoration projects can lead to increased risks of contracting an insect vectored disease such as one of the strains of Encephalitis. Additionally, areas where water accumulates can provide a breeding area environment for mosquitoes. In accordance with the Maricopa County Environmental Health Code, proactive steps to reduce health risks from vector-borne diseases include elimination of breeding areas, monitoring of potential breeding areas and application of proper insect controls when necessary. Legislative Changes And Mandates As an arm of state government, Maricopa County’s services are primarily in support of mandates given to us by the State of Arizona and the Federal Government. Often times, these mandates come without the associated funding to perform the mandate. Because raising revenues is quite limited in non-chartered county, changes that affect the tax code, mostly property tax assessment values, have a significant impact on our fiscal health. Maricopa County is at risk for legislative and initiative changes. In the recent past, attempts to eliminate the vehicle license tax have been undertaken. Since the County General Fund receives over $90 million in stateshared vehicle license tax, this would be a fiscal disaster. We will continue to monitor such activity. Internet Sales Increasing internet retail sales could affect the County's State-Shared Sales Tax growth. Internet retail sales are forecasted to reach $249.6 million in calendar year 2000 . This level of internet sales will result in the loss of tax collections that would otherwise have been captured if these purchases were made in Arizona stores. Statewide, nearly $12.5 million in revenue will be lost, of which around $1 million would have been distributed to Maricopa County. While the impact is relatively minor now, it could become more dramatic if internet sales continue to accelerate. There is no way to re-capture these lost revenues in the foreseeable future, since a moratorium on internet taxation has been imposed by Congress. Our economist will closely monitor this important trend. Expenditure Limitation In 1979 Arizona voters amended the Constitution by enacting an expenditure limit for local governments. It sets real limits on the expenditure growth for local jurisdictions (cities and counties). Local governments can only increase spending by the growth in population and inflation in a given year. It can be overridden with a vote of the people. In recent years, Maricopa County has gotten very close to our expenditure limitation. Despite the facts that operating expenditures are growing at a rate lower than what is allowable. This is due to a number of factors. First, the County's policy of utilizing cash for capital improvements, whenever possible, to avoid debt and the interest cost incurred. Although this strategy makes sound business sense, the expenditure limit does not allow this expense to be excludable, even though debt on capital items and improvements are excludable. Second, Maricopa County has had a strategy to utilize users fees whenever possible to avoid drawing on local tax sources to support growth. Unfortunately, user fees are not an excludable expenditure category. For example, the Maricopa Integrated Health System (MIHS) which operates our county hospital, clinics and health plans is working diligently to bring in paying clients. This is a logical and needed growth area for our health system, which will help support the indigent care being provided. However, these paying, none indigent customers and their associated costs also are subject to the expenditure limitation restrictions. This problem will pose a major risk to the County in future years. Income Tax Elimination Initiative The November General Election has an initiative on the ballot which would eliminate the statewide income tax. Although Maricopa County does not share in the revenue stream, if the State of Arizona faced elimination of this tax, other state-shared revenues that the County partakes in might be at risk. 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 our business plan. - 595 - Maricopa County FY 2000-01 Annual Business Strategies Various Revenue Enhancement Activities Seeking to develop new revenue streams is a continuing focus for Maricopa County. Over the past couple of years we have seen significant progress in this area. Recently the Planning and Development department became a special revenue fund and eliminated all need for general fund dollars. This occurred as a result of a user fee study, which resulted in an increase in fees that was endorsed by their customers. Similar activities are occurring the Health System, the Stadium, Library and Flood Control Districts, and the Judicial Branch. In Animal Control, partnerships with the cities and town within our borders are expected to create a new way of funding in the future. The old and antiquated fee structure will be replaced with a new and better-devised system that will ensure that cities pay for the services they wish to receive from this county department. If our collaboration efforts are successful, improved services and new Animal Control shelters and adoption centers will be the result in years to come. 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 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 50 – 65. This opportunity may boost the housing industry in the future, and generate strong sales and property 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. One example of Maricopa County and other local municipalities working cooperatively is in Telecommunications. The County and the cities of Phoenix, Mesa and Scottsdale were concerned about how we were going to handle our growing requirement to support wireless radios for police, fire and sheriff communications, as well as nonpublic safety departments. Each of these municipalities had been assigned specific frequencies for their own radio users. The initial way in which these frequencies were assigned was not efficient. The county approached the cities with a plan to ‘repack’ /redistribute all of the frequencies belonging to the cities and county. Although it would require work and costs by many of the cities and the county, everyone agreed that it would be worth the effort. All parties will benefit because they will all eventually be able to handle more radio communications. We have begun the long process associated with this reallocation which will give each municipality a greater potential for keeping abreast of growth. Open Space The County has begun to take a great interest in the open space issues that face our community. On February 21, 2000 the Board of Supervisors announced the formation of the Maricopa County Trails Commission and the County’s plan to form a regional trail system. It will connect the County park system with other valley recreation corridors and will help preserve open space in the region. In addition, Maricopa County will partner with the State of Arizona and the City of Cave Creek to preserve Spur Cross Ranch. This riparian area is very unique for Maricopa County and will be a precious resource for future generations. The partnership is an important step forward to developing collaborative efforts that result in great benefits for the citizens. Health Care District The Maricopa County Health and Hospital Board and the Board of Supervisors are planning to discuss the creation of a Health Care District that would allow greater autonomy for Maricopa Integrated Health System. This governance change would require new legislation to be approved by the Arizona State Legislature. Although there are obstacles to overcome to achieve this result, the payoff would be great. First, the system would most - 596 - Maricopa County FY 2000-01 Annual Business Strategies likely be exempt from the expenditure limit (discussed in the risks) thereby allowing them to grow their business like other health care providers. Second, partnerships that are so necessary in the health care industry could be pursued. Finally, new procurement and employment rules could be established to ensure that the disadvantages that currently exist would be replaced with comparable practices to other private systems. Weaknesses, Strengths and Trends Weaknesses Revenue Base Over the last ten years, 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. The state income tax initiative, discussed above, could also have a devastating impact on our revenue base in the future. 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. County Administration is implementing Managing for Results and Budgeting for Results. This initiative will ensure that taxpayers are receiving the services that are expected at the least possible cost.. This initiative must progress in order to ensure that the County is providing quality public services at the lowest cost to the taxpayer. Thankfully, most elected and appointed officials have embraced this new paradigm and are participating in the program that the Board of Supervisors has endorsed. Aging Facilities And Equipment Although the County still has old facilities for many of our operations, the County is replacing and restoring facilities each year. In the 2000-01 budget, there is over $297.6 million for the Capital Improvement Program and another $24.3 million in major maintenance funding. This weakness is less of a concern with each year. Strengths Management Team The Board of Supervisors has put great confidence in the County Administrative Officer and his success record, joining forces to change government and update policies and procedures. The County Administrative Officer has developed a very strong team of appointed executives for Maricopa County. This team of professionals has been innovative, entrepreneurial and open to different approaches and criticism. Most of our Elected Row Officers have been supportive as well, and have very professional, efficient and effective operations. This is a strength that cannot be understated. Political Will The Board of Supervisors has clearly expressed its commitment to finding rational and proactive ways to sort through difficult decisions. 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.) The Board of Supervisors has also endorsed our Managing for Results initiative and the expanded Internet solutions to governmental information and services. Distinctions Earned In Service Delivery Maricopa County continually tries to develop new and innovative ideas of service delivery for its citizens. This year we were recognized by many organizations for our efforts in the delivery of these services. Here are just a few distinctions that Maricopa County has received. e The Assessor's Office received a NACo Achievement Award for an informative video that explained the "Notice of Value" that was sent to property owners. This video has broadcasted on a government cable channel and at our six customer service centers. e The Victim Witness Division of the County Attorneys office has received appreciation from Mother's Against Drunk Drivers and Parents of Murdered Children for their outstanding community service. - 597 - Maricopa County FY 2000-01 Annual Business Strategies e The Arizona Supreme Court Chief Justice acknowledged the Early Disposition Court as being a court that has improved service to the community. The EDC provides parties in simple drug possession cases an opportunity to resolve cases more quickly than through the regular court process. Strategic Plan As part of our integrated Managing for Results initiative, strategic planning will become a countywide phenomenon. All departments will be required to develop strategic and business plans to meet their specific needs and to tie the planning process to budget decisions. In addition, the corporate-wide strategic plan will be updated to ensure alignment and to capitalize on our new business model of Planning for Results. The appointed executive team will develop this corporate plan and present it for ratification by the Board of Supervisors. Managing for Results 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. Here at Maricopa County, Managing for Results is becoming a reality and is a major initiative that is underway in all departments. By November of 2000, new strategic and business plans will be developed and approved. The 2001-02 budget will utilize performance measurement and results measures to allocate resources and to make decisions. A database of our performance measures is being developed and phase one will be available in November 2000. Our performance information will be posted to our website and highlighted for our citizens. This is expected to be one of our greatest strengths in the future. Fiscal Year 2000-01 Budget On June 22, 2000, the Board of Supervisors approved the 2000-01 budget. This sound financial plan highlights the successes that have been achieved in Maricopa County over the past five years. The budget topped $2.0 billion for the first time, and has over $297.6 million for Capital Improvement Projects (CIP). The operating increase was 3.4%, which is a very low growth rate for the fastest growing County in the nation. It confirms our belief that we are continuing to provide more efficient services to the clients we serve and the taxpayers. In addition, Budgeting for Results began during 2000-01 budget cycle. Departments are becoming more aware of the outcomes produced by the resources that they receive. Budget decisions are now based on available data and performance measures on a more consistent basis. Financial Strength Maricopa County received two major upgrades from the rating agencies in 2000. Fitch IBCA and Moody’s One measure of financial performance is the credit rating analysis and reports that are issued to the general public and investors. In April, Fitch IBCA assigned an “AA” rating to Maricopa County’s general obligation debt. Fitch noted that the rating was based on a record of strong economic growth and diversification, successful management reforms and the County’s modest debt. This “AA” rating follows two successive upgrades from other agencies and is the highest the County has ever received. These upgrades will benefit the citizens of Maricopa County by reducing the cost of future borrowings through lower interest costs. County management is actively pursuing re-evaluation from the other two rating agencies. 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. However, the growth is slowing toward an average growth level, and the boom that we have been experiencing for the last 4 – 5 years is moving toward an end. This trend should be monitored, as it will affect on our financial performance and ability to rebuild our ailing infrastructure. - 598 - Maricopa County FY 2000-01 Annual Business Strategies Housing Starts Single family housing starts in Maricopa County hit their highest level ever, at 43,034 in FY 1998-99, and are expected to top that at 43,760 in FY 1999-00, as shown on the chart at right. Although single family housing starts are predicted to remain strong in the unincorporated areas of the County, a slowing in the incorporated areas is forecast for FY 2000-01. Permits are estimated to decline by 10.0% to 39,384 in FY 200001. It is likely that we have seen the peak in the current cycle for the incorporated areas of Maricopa County. Unemployment Statistics Maricopa County’s unemployment rate has generally been consistently below the state and national average. As of March 2000, the unemployment rate for Maricopa County was 2.3% compared to 3.9% for Arizona and 4.1% 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. - 599 - Maricopa County FY 2000-01 Annual Business Strategies 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. 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 2000-01, we plan to re-design the County’s monthly financial report to include expanded financial information. In the past, the financial reporting system reported all activity at the organization level the transaction was recorded at, but only reported budgetary information at the highest roll up level of an organization. For fiscal year 2000-01, the financial reporting system has been prepared to load and report budget information at all levels. This will provide departments with more meaningful information to manage their budget performance. In fiscal year 1999-00, a procedure to centrally notify and coordinate unfavorable budget variances with OMB, Finance and the applicable department was implemented. This process has assisted the County in managing budget performance and will be enhanced in fiscal year 2000-01. The use of the County’s Intranet report distribution tool (Report.Web) has increased to over 250 users. At this time, virtually no hardcopy monthly reports are distributed to county departments as the reporting information is being managed electronically. We have expanded the Excel spreadsheet functionality of the software and this has provided departments greater ability to manage their financial reporting needs. We hope to further expand these capabilities by the review and possible implementation of “Advantage Info”. Advantage Info is a reportwriter tool that was designed specifically for our financial accounting system. The County is currently conducting a comprehensive review of how it accounts for Grants, Contracts, and Capital Projects. In addition to these initiatives, we are reviewing the chart of accounts and developing the accounting structure to manage the County’s performance measure initiative. Capital Management The County is embarking on a comprehensive capital improvement plan. The plan will be financed through selling debt at competitive rates and a structured repayment schedule that aligns with the County’s current budget and forecasted resources. These projects will include among other things, a new administration building, a Public Health Facility, Clerk of the Court Service Center, Medical Examiner Facility, and several co-located Justice Courts. - 600 - Maricopa County FY 2000-01 Annual Business Strategies 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 1999-00. We do not anticipate the need for short-term borrowing in Fiscal Year 2000-01. 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. 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 concept of Control Self Assessment (CSA) was successfully introduced to Maricopa County last year when the Department of Finance and Internal Audit partnered to develop the County’s first CSA workshop. The seminar, “Control Self Assessment for Employees with Cash Handling Responsibilities”, instructed employees in the basics of effective cash handling controls. In addition, County employees from 36 departments were given the opportunity to evaluate their cash handling procedures and, if necessary, make changes based on what they had learned. CSA is conducted within a structured environment and allows management and/or work teams directly responsible for a business function to: e participate in the assessment of internal control in their department; e understand and evaluate the risks inherent to their business processes; e develop action plans to increase the likelihood of achieving the department’s business goals. CSA improves the business environment by developing an awareness of department objectives at all levels of the organization; and, by emphasizing the role of internal control in achieving goals. The CSA concept will be utilized this year in sessions designed to educate County employees on the requirements of effective contract management. Internal Audit and Materials Management are partnering to develop and conduct workshops that will allow County departments to review their system of administering and monitoring contracts, evaluate the effectiveness of their current methodology, and develop action plans to implement any enhancements deemed necessary. 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 the County to automate many of the processes in its procurement function using 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: - 601 - Maricopa County FY 2000-01 Annual Business Strategies e e e e e 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. Financial Forecast Executive Summary General Assumptions This forecast provides a conservative estimate of the County’s fiscal condition through the next ten years given realistic economic forecasts, current Board policies and existing laws. The forecast does not incorporate anticipated policy changes or spending priorities. The forecast is based on the following assumptions: e The Maricopa Integrated Health System will continue to operate as a part of County government.. e The policy of avoiding use of the voter-approved jail excise tax for ongoing operating costs will continue. e General Fund surpluses, if any will be reserved to repay debt used to complete the current capital improvement program (CIP) for general government facilities. Overall Fiscal Position The overall forecast is based on econometric forecasts of major revenues and demographic/economic cost drivers developed for Maricopa County by the consulting firm of Elliott D. Pollack and Company. In keeping with conservative planning practices, forecast information is provided to the County under both “most likely” and “pessimistic” scenarios; a “high” scenario is not considered. The key issues in the latest forecast update are the jail and juvenile detention program, the impact of escalating costs for indigent health care, and funding requirements for the CIP. A ten-year forecast horizon is used to assess the impact of the expiration of the jail tax, which is limited to nine years or $900 million in total collections. The Most Likely scenario continues to indicate that Maricopa County will be able to absorb the full cost of operating new jail and juvenile detention facilities in the General Fund, with an increasing net surplus. Annual revenue growth ranges from 5% to 9% during the next five years, while expenditures and fund transfers increase from 4% to 8% during the same period. In the Pessimistic scenario, General Fund revenue growth rates are lower while expenditures increase, leaving smaller surpluses. In this scenario the County would need to support new detention facility operating costs through FY 2007-08, whereupon full General Fund support becomes feasible. The designated reserve for cash flow in the General Fund would have to be partially applied to pay for the CIP debt, and short-term borrowing for cash flow purposes could become necessary. Revenue e The Board of Supervisors adopted a tax rate reduction of $.0500 for FY 2000-01, and the forecast assumes continued reduction in the combined rates for the Primary, Debt Service, Flood Control District, and Library District levies. The primary rate is held at the FY 2000-01 level until FY 2004-05, when it is increased by an amount to offset the elimination of the Debt Service levy when all of the County’s outstanding general obligation bonds are repaid. The Library District rate is held at the current rate of $.0421 through the forecast, while the Flood Control District levy is held flat at $45 million, thus causing the tax rate to decline. In the Most Likely scenario, the Primary rate reaches the constitutional maximum and decreases each year thereafter. In the Pessimistic scenario, the Primary rate is maintained at a level that would not impose a tax increase on existing property owners, as defined in the “Truth in Taxation” law. e The forecast predicts a resumption of normal growth in primary net assessed value; 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. e 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 5% through the end of the forecast period. e 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. - 602 - Maricopa County FY 2000-01 Annual Business Strategies Expenditures: e Expenditure projections include relatively small increases in the cost of existing programs, plus estimated annual increases in staffing levels consistent with population growth. e Projections include funding for pay increases at an overall rate that exceeds inflation through FY 2001-02, as the County brings targeted jobs to a market salary level. Increases are estimated consistent with the level of inflation thereafter. e Major Maintenance was increased upon completion of new facilities planned in the Capital Improvement Program. e County contributions to AHCCCS and ALTCS are projected to increase significantly in line with State forecasted growth. e MIHS does not require a General Fund subsidy in the Most Likely scenario, but does require one in the Pessimistic scenario. Revenue Assumption Detail: Net Assessed Value Net assessed value includes: e locally assessed real property and improvements, e secured and unsecured personal property, and e centrally assessed real property and improvements 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 The base forecast assumes that revenue from this source will remain at current levels relative to property tax collections. Licenses And Permits Overall, license and permit revenue is forecast to growth in line with economic factors. The two sources of General Fund license and permit revenue are liquor licenses and fiber optic permits. Intergovernmental Revenue (Excluding Sales And Vlt) Intergovernmental revenues are projected to grow in line with population and personnel costs. The major sources of intergovernmental revenue are federal reimbursements for eligibility costs, election reimbursements, and Justice of the Peace salary reimbursements. State Shared Sales Taxes Based on econometric forecasts, growth in state shared sales tax revenues is expected to slow to lower levels of 4% to 5%, depending on the forecast scenario. State Shared Vehicle License Taxes Vehicle License Tax (VLT) revenue has grown rapidly over the past two years due to biennial registration and the booming economy. Revenue increases are forecasted to continue to fluctuate due to the new collection process. 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 recording fees, 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. - 603 - Maricopa County FY 2000-01 Annual Business Strategies 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 Forecasted increases in miscellaneous revenues are driven by interest income, which is forecast to increase with overall General Fund revenue levels. 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. Uses Of Funds Wages & Salaries Projections include funding for pay increases at an overall rate that exceeds inflation through FY 2001-02, as the County brings targeted jobs to a market salary level. Increases are estimated consistent with the level of inflation thereafter. Staffing levels are forecasted to increase with the general population. Employee Benefits Forecasted benefit costs include the projected impact of significant health benefit premium increases that will begin in January 2001. Long-term growth rates for health coverage are projected at the rate of medical inflation. Supplies And Services Expenditures for supplies and services are projected to increase at the anticipated rates of inflation and staffing growth. Capital Outlay Capital outlay expenditures are projected to increase with inflation. 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: e General Contingency - the current budgeted level of $12 million is increased each year in line with increases in the overall General Fund budget. e Major Maintenance - the base amount for Major Maintenance of County buildings is increased in FY 2004-05 to reflect the opening of planned new facilities. e 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 future fiscal years is cyclical in nature. Efficiencies, anticipated restructuring, and process improvements, particularly from the new voter tabulation system, will allow the County to contain election costs. Health Care Mandates Health care mandates include a variety of mandated and Board-sponsored health care related costs, , the Arnold v. Sarn court order requirements for treatment of the seriously mentally ill, an intergovernmental agreement for general mental health assistance, and the Long Term Care Residual program. For certain programs in Health - 604 - Maricopa County FY 2000-01 Annual Business Strategies Care Mandates, no growth is projected, while costs for some programs are projected to increase based on population growth and inflation factors. AHCCCS/ALTCS Contributions The County’s mandated contributions to the AHCCCS and ALTCS programs are forecasted to increase significantly in line with forecasts prepared by the State. 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 2000-01 were based on historical claims payment and lawsuit settlement trends. Claims payments are forecasted to increase with population and medical inflation. - 605 - Maricopa County FY 2000-01 Annual Business Strategies GENERAL FUND - Base Scenario 1 FY 2000-01 Sources of Funds: Revenue Property Taxes Payments in Lieu of Taxes/SRP Payments in Lieu of Taxes/Fed. Tax Penalties & Interest Licenses and Permits Intergovernmental State Shared Sales Taxes Vehicle License Tax Charges for Services Fines & Forfeits Patient Charges Gain/Loss Fixed Asset Miscellaneous Totals Net Growth Rate Operating Transfers-In Total Sources 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 AHCCCS/ALTCS Contributions Transfer Out - Detention Fund Other Mandated Health Care MIHS Subsidy Total Uses Net Growth Rate Projected Surplus/Deficit: Percent of Total Expenditures Unreserved Fund Balance: Beginning Balance Net Cashflow Reserve Net Expendable Fund Balance Net Surplus/Deficit Appropriated Fund Balance Ending Expend. Fund Balance Ending Fund Balance $ 225,396,514 x 5,618,744 x 950,000 x 7,000,000 x 50,000 x 5,212,370 331,911,205 x 100,992,255 x 18,538,592 x 10,121,000 x 118,444 x 50,000 x 12,837,785 x $ 718,796,909 $ 62,741,737 $ 781,538,646 x $ 191,087,332 10,035,748 41,176,116 56,296,926 3,905,004 61,139,062 10,609,961 136,789,236 91,522,722 115,712,526 $ 718,274,633 x x x x x x $ x x x x 63,264,013 $ 155,579,822 (67,700,000) $ 87,879,822 63,264,013 (120,160,920) $ 30,982,915 $ 98,682,915 x x x x x x 2 FY 2001-02 3 FY 2002-03 4 FY 2003-04 $ 244,507,175 5,618,744 950,000 7,600,000 226,000 4,760,682 352,157,788 105,339,058 19,162,000 10,404,000 74,435 50,000 10,710,000 $ 761,559,882 5.9% $ 62,947,600 $ 824,507,482 5.5% $ 261,751,327 5,618,744 950,000 8,100,000 232,000 5,518,222 382,091,200 116,689,398 19,782,000 10,685,000 72,946 50,000 11,480,000 $ 823,020,838 8.1% $ 63,187,600 $ 886,208,438 7.5% $ 271,995,987 5,764,832 950,000 8,400,000 238,000 5,012,273 408,073,402 121,426,987 20,352,000 10,973,000 71,487 50,000 12,020,000 $ 865,327,969 5.1% $ 63,407,600 $ 928,735,569 4.8% 5 FY 2004-05 $ 310,254,766 6,263,231 950,000 9,600,000 243,000 5,836,530 431,741,659 132,513,271 21,112,000 11,258,000 70,058 50,000 12,980,000 $ 942,872,514 9.0% $ 63,617,600 $ 1,006,490,114 8.4% $ 205,732,146 $ 218,893,243 $ 231,322,658 $ 8,221,057 7,046,173 6,675,972 47,658,680 53,637,746 57,169,179 59,377,944 62,749,602 62,566,659 4,006,534 4,110,704 4,229,914 61,374,330 57,708,943 58,306,155 8,703,694 11,826,060.1 9,691,861.8 147,581,700 158,227,679 169,913,558 101,186,962 112,017,842 117,074,090 115,937,636 119,796,496 123,629,191 $ 759,780,682 $ 806,014,488 $ 840,579,237 $ 5.78% 6.09% 4.29% $ 64,726,800 $ 8.52% $ $ 98,682,915 (71,600,000) $ 27,082,915 64,726,800 (91,809,715) $ $ 71,600,000 - 606 - 80,193,950 $ 9.95% 71,600,000 (76,000,000) $ (4,400,000) 80,193,950 (75,793,950) $ $ 76,000,000 $ 88,156,332 $ 10.49% 76,000,000 (79,300,000) $ (3,300,000) 88,156,332 (66,677,312) $ 18,179,020 $ 97,479,020 $ $ $ $ 243,507,810 6,487,048 60,766,496 65,926,238 4,339,892 63,647,513 13,091,976.1 182,760,130 143,339,188 127,617,848 911,484,139 8.44% 95,005,975 10.42% 97,479,020 (86,000,000) 11,479,020 95,005,975 (18,791,442) 87,693,553 173,693,553 Maricopa County FY 2000-01 Annual Business Strategies GENERAL FUND - Base Scenario 6 FY 2005-06 Sources of Funds: Revenue Property Taxes Payments in Lieu of Taxes/SRP Payments in Lieu of Taxes/Fed. Tax Penalties & Interest Licenses and Permits Intergovernmental State Shared Sales Taxes Vehicle License Tax Charges for Services Fines & Forfeits Patient Charges Gain/Loss Fixed Asset Miscellaneous Totals Net Growth Rate Operating Transfers-In Total Sources 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 AHCCCS/ALTCS Contributions Transfer Out - Detention Fund Other Mandated Health Care MIHS Subsidy Total Uses Net Growth Rate Projected Surplus/Deficit: Percent of Total Expenditures Unreserved Fund Balance: Beginning Balance Net Cashflow Reserve Net Expendable Fund Balance Net Surplus/Deficit Appropriated Fund Balance Ending Expend. Fund Balance Ending Fund Balance $ 332,660,245 6,350,197 950,000 10,300,000 249,000 5,268,403 455,919,192 137,986,069 21,772,000 11,551,000 68,656 50,000 13,660,000 $ 996,784,762 5.7% $ 63,827,600 $ 1,060,612,362 5.4% $ $ $ $ $ $ $ 7 FY 2006-07 $ 353,014,109 6,387,747 950,000 10,900,000 255,000 6,178,133 481,450,667 150,584,197 22,432,000 11,851,000 67,283 50,000 14,440,000 $ 1,058,560,136 6.2% $ 64,047,600 $ 1,122,607,736 5.8% 8 FY 2007-08 $ 374,933,237 6,419,630 950,000 11,600,000 261,000 5,551,034 508,411,904 157,556,246 23,112,000 12,159,000 65,938 50,000 15,170,000 $ 1,116,239,989 5.4% $ 64,267,600 $ 1,180,507,589 5.2% 9 FY 2008-09 $ 393,998,009 6,540,247 950,000 12,200,000 267,000 6,555,211 536,882,971 171,153,350 23,792,000 12,475,000 64,619 50,000 15,980,000 $ 1,180,908,407 5.8% $ 64,497,600 $ 1,245,406,007 5.5% 10 FY 2009-10 $ 413,039,082 6,476,256 950,000 12,800,000 274,000 5,862,909 566,948,417 179,077,750 24,492,000 12,799,000 63,327 50,000 16,720,000 $ 1,239,552,740 5.0% $ 64,737,600 $ 1,304,290,340 4.7% 255,835,149 $ 268,786,548 $ 282,393,598 $ 296,689,491 $ 311,709,100 6,815,448 7,160,474 7,522,965 7,903,808 8,303,930 64,435,429 68,293,204 72,346,482 76,601,942 81,066,259 65,734,033 69,263,688 69,061,753 72,770,093 72,557,935 4,444,050 4,550,707 4,659,924 4,771,762 4,886,284 66,072,895 68,670,815 71,349,040 73,995,206 76,928,122 10,697,981.6 14,451,064.5 11,808,547.5 15,951,240.9 13,034,402.2 196,827,476 211,669,470 227,948,545 245,888,467 265,460,238 167,746,732 185,809,080 193,750,789 197,323,978 200,705,918 131,706,759 136,065,077 140,641,429 145,441,161 150,469,294 970,315,953 $ 1,034,720,126 $ 1,081,483,073 $ 1,137,337,149 $ 1,185,121,482 6.45% 6.64% 4.52% 5.16% 4.20% 90,296,409 $ 9.31% 173,693,553 (91,600,000) 82,093,553 90,296,409 (19,133,319) 153,256,643 244,856,643 $ $ $ $ 87,887,610 $ 8.49% 244,856,643 (97,700,000) 147,156,643 87,887,610 (19,781,937) 215,262,316 312,962,316 - 607 - $ $ $ $ 99,024,516 $ 9.16% 312,962,316 (102,100,000) 210,862,316 99,024,516 (20,988,801) 288,898,031 390,998,031 $ $ $ $ 108,068,858 $ 9.50% 390,998,031 (107,400,000) 283,598,031 108,068,858 (22,255,339) 369,411,550 476,811,550 $ $ $ $ 119,168,858 10.06% 476,811,550 (111,900,000) 364,911,550 119,168,858 (23,582,892) 460,497,516 572,397,516 Maricopa County FY 2000-01 Annual Business Strategies GENERAL FUND - Low Scenario Sources of Funds: Revenue Property Taxes Payments in Lieu of Taxes/SRP Payments in Lieu of Taxes/Fed. Tax Penalties & Interest Licenses and Permits Intergovernmental State Shared Sales Taxes Vehicle License Tax Charges for Services Fines & Forfeits Patient Charges Gain/Loss Fixed Asset Miscellaneous Totals Net Growth Rate Operating Transfers-In Total Sources 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 AHCCCS/ALTCS Contributions Transfer Out - Detention Fund Other Mandated Health Care MIHS Subsidy Total Uses Net Growth Rate Projected Surplus/Deficit: Percent of Total Expenditures Unreserved Fund Balance: Beginning Balance Net Cashflow Reserve Net Expendable Fund Balance Net Surplus/Deficit Appropriated Fund Balance Ending Expend. Fund Balance Ending Fund Balance 1 FY 2000-01 2 FY 2001-02 $ 225,396,514 5,618,744 950,000 7,000,000 50,000 5,212,370 321,224,670 88,113,602 18,538,592 10,121,000 118,444 50,000 12,837,785 $ 695,231,721 11.9% $ 62,741,737 $ 757,973,458 10.9% $ 244,444,628 5,630,328 950,000 7,600,000 226,000 4,762,713 329,255,287 88,901,972 19,142,000 10,374,000 74,435 50,000 10,530,000 $ 721,941,363 $ $ 62,987,600 $ 784,928,963 $ $ $ 191,087,332 10,035,748 41,176,116 56,296,926 3,905,004 61,139,062 10,609,961 136,789,236 91,522,722 115,712,526 $ 718,274,633 $ 205,131,760 $ 9,107,850 47,519,598 59,435,480 4,022,154 61,404,912 8,712,127 146,736,395 90,520,046 115,814,480 6,315,166 $ 754,719,968 $ 5.07% $ $ 30,208,995 $ 4.00% $ $ 39,698,825 $ 155,579,822 (67,700,000) $ 87,879,822 39,698,825 (120,160,920) $ 7,417,727 $ 75,117,727 75,117,727 (71,100,000) $ 4,017,727 30,208,995 (34,226,722) $ $ 71,100,000 - 608 - 3 FY 2002-03 $ $ $ $ 266,401,361 5,772,715 950,000 8,300,000 232,000 5,515,110 349,010,604 97,483,167 19,772,000 10,623,000 72,946 50,000 11,220,000 775,402,902 7.4% 63,237,600 838,640,502 6.8% 4 FY 2003-04 $ $ $ $ 280,109,164 6,000,086 950,000 8,700,000 238,000 5,002,255 380,421,558 100,247,541 20,292,000 10,835,000 71,487 50,000 11,850,000 824,767,091 6.4% 63,497,600 888,264,691 5.9% 5 FY 2004-05 $ $ $ $ 302,907,358 6,323,466 950,000 9,400,000 245,000 5,823,004 410,855,283 103,805,483 20,892,000 11,052,000 70,058 50,000 12,620,000 884,993,652 7.3% 63,757,600 948,751,252 6.8% 218,457,119 $ 7,274,622 53,417,414 62,687,789 4,142,819 57,713,918 11,814,411 157,335,010 100,055,216 119,516,671 13,181,099 805,596,088 $ 6.74% 229,511,049 $ 7,642,718 56,569,958 62,442,915 4,267,103 58,279,427 9,653,811 169,031,536 112,114,662 122,970,003 22,761,812 855,244,995 $ 6.16% 241,124,309 8,029,439 59,879,701 65,859,791 4,395,116 63,646,470 13,040,278 181,918,914 114,206,566 126,594,230 32,776,722 911,471,536 6.57% 33,044,414 $ 4.10% 33,019,696 $ 3.86% 37,279,716 4.09% 71,100,000 (75,900,000) (4,800,000) 33,044,414 (28,244,414) 75,900,000 $ $ $ $ 75,900,000 (80,600,000) (4,700,000) 33,019,696 (28,319,696) 80,600,000 $ $ $ $ 80,600,000 (78,800,000) 1,800,000 37,279,716 (39,079,716) 78,800,000 Maricopa County FY 2000-01 Annual Business Strategies GENERAL FUND - Low Scenario 6 FY 2005-06 Sources of Funds: Revenue Property Taxes Payments in Lieu of Taxes/SRP Payments in Lieu of Taxes/Fed. Tax Penalties & Interest Licenses and Permits Intergovernmental State Shared Sales Taxes Vehicle License Tax Charges for Services Fines & Forfeits Patient Charges Gain/Loss Fixed Asset Miscellaneous Totals Net Growth Rate Operating Transfers-In Total Sources 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 AHCCCS/ALTCS Contributions Transfer Out - Detention Fund Other Mandated Health Care MIHS Subsidy Total Uses Net Growth Rate Projected Surplus/Deficit: Percent of Total Expenditures Unreserved Fund Balance: Beginning Balance Net Cashflow Reserve Net Expendable Fund Balance Net Surplus/Deficit Appropriated Fund Balance Ending Expend. Fund Balance Ending Fund Balance $ 330,002,405 6,563,803 950,000 10,200,000 252,000 5,256,862 431,398,047 105,807,743 21,522,000 11,273,000 68,656 50,000 13,290,000 $ 936,634,517 5.8% $ 64,027,600 $ 1,000,662,117 5.5% $ $ $ $ $ $ $ 7 FY 2006-07 $ 378,689,885 7,100,247 950,000 11,700,000 259,000 6,162,701 450,810,959 110,277,455 22,302,000 11,498,000 67,283 50,000 14,280,000 $ 1,014,147,530 8.3% $ 64,307,600 $ 1,078,455,130 7.8% 8 FY 2007-08 $ 432,432,584 7,907,491 950,000 13,400,000 266,000 5,537,743 471,097,452 112,982,439 23,132,000 11,728,000 65,938 50,000 15,300,000 $ 1,094,849,647 8.0% $ 64,597,600 $ 1,159,447,247 7.5% 9 FY 2008-09 $ 481,861,266 8,878,962 950,000 14,900,000 273,000 6,537,499 492,296,837 118,212,079 23,942,000 11,963,000 64,619 50,000 16,330,000 $ 1,176,259,263 7.4% $ 64,897,600 $ 1,241,156,863 7.0% 10 FY 2009-10 $ 525,076,486 9,553,149 950,000 16,200,000 280,000 5,847,623 514,450,195 121,478,864 24,732,000 12,202,000 63,327 50,000 17,250,000 $ 1,248,133,644 6.1% $ 65,207,600 $ 1,313,341,244 5.8% 253,325,199 $ 266,143,454 $ 279,610,312 $ 293,758,594 $ 308,622,779 8,435,729 8,862,577 9,311,023 9,782,161 10,277,139 63,283,868 66,847,297 70,574,677 74,470,666 78,539,885 65,602,526 69,192,297 68,922,014 72,693,427 72,409,468 4,526,970 4,662,779 4,802,662 4,946,742 5,095,145 66,180,043 68,892,149 71,690,813 74,463,935 77,530,604 10,655,494 14,393,342 11,761,112 15,886,800 12,981,449 196,020,558 210,898,087 227,199,695 245,167,170 264,742,130 119,820,689 136,290,262 152,532,014 202,703,959 206,976,396 130,274,464 134,175,286 138,242,011 142,476,596 146,880,614 34,802,979 36,919,000 39,126,018 41,425,063 43,816,946 952,928,519 $ 1,017,276,530 $ 1,073,772,351 $ 1,177,775,114 $ 1,227,872,554 4.55% 6.75% 5.55% 9.69% 4.25% 47,733,598 $ 5.01% 78,800,000 (67,200,000) 11,600,000 47,733,598 (59,333,598) 67,200,000 $ $ $ $ 61,178,600 $ 6.01% 67,200,000 (72,200,000) (5,000,000) 61,178,600 (56,178,600) 72,200,000 - 609 - $ $ $ $ 85,674,896 $ 7.98% 72,200,000 (100,700,000) (28,500,000) 85,674,896 (57,145,434) 29,462 100,729,462 $ $ $ $ 63,381,749 $ 5.38% 100,729,462 (111,000,000) (10,270,538) 63,381,749 (19,901,412) 33,209,799 144,209,799 $ $ $ $ 85,468,690 6.96% 144,209,799 (115,700,000) 28,509,799 85,468,690 (21,050,520) 92,927,969 208,627,969 Maricopa County FY 2000-01 Annual Business Strategies DETENTION FUND - Base Scenario 1 FY 2000-01 DETENTION FUND-OPERATING Sources of Funds: Jail Excise Tax Transfers In from Other Funds-Base MOE Transfers In from Other Funds-Abv Base MOE Intergovernmental/Jail Per Diem Totals Uses of Funds: Operating Expenditures - Current Facilities Personal Services Operations Contingencies Subtotal - Current Operations 2 FY 2001-02 3 FY 2002-03 4 FY 2003-04 5 FY 2004-05 $ 95,333,000 90,520,046 1,002,676 18,718,000 $ 205,573,722 99,752,000 101,186,962 19,865,780 $ 220,804,742 $ 108,231,000 112,017,842 21,852,358 $ 242,101,200 $ 114,292,000 117,074,090 24,037,594 $ 255,403,684 $ 120,692,000 130,463,558 12,875,630 26,441,353 $ 290,472,541 $ $ $ 99,475,848 20,943,595 $ 102,269,278 21,488,128 $ 104,951,506 22,003,843 $ 120,419,443 $ 123,757,406 $ 126,955,349 9,897,121 3,029,450 12,926,571 34,364,258 8,460,934 42,825,192 87,443,963 19,837,571 2,959,188 $ 110,240,722 $ 93,444,654 20,353,348 $ 113,798,002 Operating Expenditures - New Facilities Personal Services Operations Subtotal - New Facility Operations Total Operating Espenditures $ $ 110,240,722 $ 113,798,002 $ 120,419,443 $ 136,683,977 $ 169,780,541 $ $ $ $ $ Non-Recurring Expenditures Integrated Crim. Justice Information System Other Information System Projects Detention-Related Equipment Facility Start-up Relocations Facility Major Maintenance Total Non-Recurring $ 1,900,000 1,064,025 208,495 1,423,378 460,000 5,390,000 10,445,898 Transfer to Capital Projects Fund $ 3,000,000 1,500,000 250,000 500,000 12,064,000 17,314,000 $ 103,034,318 $ 82,438,000 Total Uses $ 223,720,938 $ 213,550,002 Projected Surplus/Deficit: $ (18,147,216) $ $ Unreserved Fund Balance: Beginning Fund Balance Projected Surplus/Deficit Ending Fund Balance $ $ 8,000,000 1,500,000 263,939 13,000,000 500,000 4,155,000 27,418,939 $ $ 86,873,062 $ 112,986,727 $ 228,650,443 $ 250,975,977 $ 290,472,541 7,254,740 $ 13,450,757 $ 4,427,707 $ 7,254,740 7,254,740 $ 7,254,740 13,450,757 20,705,498 $ 20,705,498 4,427,707 25,133,205 $ 82,438,000 82,438,000 $ $ 65,338,750 65,338,750 $ $ 86,873,062 86,873,062 $ 112,986,727 $ 112,986,727 $ 148,500,000 $ 97,600,000 18,147,216 $ (18,147,216) - $ 5,000,000 1,500,000 257,250 28,000,000 500,000 7,635,000 42,892,250 $ 65,338,750 5,000,000 1,500,000 270,273 935,000 7,705,273 - 25,133,205 25,133,205 DETENTION FUND-CAPITAL PROJECTS Sources of Funds: Transfers from Detention Operating Fund Totals $ 103,034,318 $ 103,034,318 $ $ Uses of Funds: $ 69,618,279 $ 111,000,000 $ 18,000,000 Projected Surplus/Deficit: $ 33,416,039 $ (28,562,000) $ (83,161,250) $ (10,726,939) $ 94,986,727 92,216,119 33,416,039 $ 125,632,158 $ 125,632,158 $ 97,070,158 $ 13,908,908 $ (28,562,000) (83,161,250) (10,726,939) $ 97,070,158 $ 13,908,908 $ 3,181,970 $ 3,181,970 94,986,727 98,168,696 Unreserved Fund Balance: Beginning Balance Net Surplus/Deficit Ending Balance $ - 610 - Maricopa County FY 2000-01 Annual Business Strategies DETENTION FUND - Base Scenario DETENTION FUND-OPERATING Sources of Funds: Jail Excise Tax Transfers In from Other Funds-Base MOE Transfers In from Other Funds-Abv Base MOE Intergovernmental/Jail Per Diem Totals Uses of Funds: Operating Expenditures - Current Facilities Personal Services Operations Contingencies Subtotal - Current Operations 6 FY 2005-06 7 FY 2006-07 8 FY 2007-08 9 FY 2008-09 10 FY 2009-10 $ 127,451,000 136,560,355 31,186,377 29,085,488 $ 324,283,221 100,787,060 152,810,091 32,998,989 31,994,037 $ 318,590,177 193,750,789 35,193,441 $ 228,944,230 197,323,978 38,712,785 $ 236,036,764 200,705,918 42,584,064 $ 243,289,982 $ 107,672,462 22,531,935 $ 110,454,629 23,072,701 $ 113,298,618 23,626,446 $ 116,205,020 24,193,481 $ 119,174,407 24,774,125 $ 130,204,397 $ 133,527,330 $ 136,925,064 $ 140,398,501 $ 143,948,532 55,148,243 11,479,581 66,627,824 72,274,873 12,000,914 84,275,787 79,487,655 12,531,511 92,019,166 82,566,584 13,071,679 95,638,263 85,719,957 13,621,493 99,341,450 Operating Expenditures - New Facilities Personal Services Operations Subtotal - New Facility Operations $ Total Operating Espenditures $ 196,832,221 $ 217,803,117 $ 228,944,230 $ 236,036,764 $ 243,289,982 $ 2,100,000 1,500,000 276,760 1,000,000 4,876,760 $ $ $ $ $ 1,500,000 283,402 1,000,000 2,783,402 Transfer to Capital Projects Fund $ 122,574,240 $ 98,003,658 $ Total Uses $ 324,283,221 $ 318,590,177 $ 228,944,230 $ 236,036,764 $ 243,289,982 Projected Surplus/Deficit: $ $ $ $ $ Non-Recurring Expenditures Integrated Crim. Justice Information System Other Information System Projects Detention-Related Equipment Facility Start-up Relocations Facility Major Maintenance Total Non-Recurring Unreserved Fund Balance: Beginning Fund Balance Projected Surplus/Deficit Ending Fund Balance $ - $ $ 1,000,000 1,000,000 $ $ (1,000,000) $ - 25,133,205 25,133,205 $ 25,133,205 25,133,205 $ 25,133,205 25,133,205 DETENTION FUND-CAPITAL PROJECTS Sources of Funds: Transfers from Detention Operating Fund Totals $ 122,574,240 $ 122,574,240 $ $ 98,003,658 98,003,658 $ $ (1,000,000) $ (1,000,000) $ Uses of Funds: $ $ Projected Surplus/Deficit: $ 122,574,240 $ $ $ 220,742,937 98,003,658 $ 318,746,595 Unreserved Fund Balance: Beginning Balance Net Surplus/Deficit Ending Balance $ - $ - 98,168,696 122,574,240 $ 220,742,937 98,003,658 - 611 - $ $ - $ $ (1,000,000) $ 1,000,000 1,000,000 $ $ (1,000,000) $ - 25,133,205 25,133,205 1,000,000 1,000,000 (1,000,000) - $ 25,133,205 25,133,205 (1,000,000) $ (1,000,000) $ (1,000,000) (1,000,000) - $ (1,000,000) $ (1,000,000) $ 318,746,595 $ 317,746,595 $ 316,746,595 (1,000,000) (1,000,000) (1,000,000) $ 317,746,595 $ 316,746,595 $ 315,746,595 Maricopa County FY 2000-01 Annual Business Strategies DETENTION FUND - Low Scenario 1 FY 2000-01 DETENTION FUND-OPERATING Sources of Funds: Jail Excise Tax Transfers In from Other Funds-Base MOE Transfers In from Other Funds-Abv Base MOE Intergovernmental/Jail Per Diem Totals Uses of Funds: Operating Expenditures - Current Facilities Personal Services Operations Contingencies Subtotal - Current Operations 2 FY 2001-02 3 FY 2002-03 4 FY 2003-04 5 FY 2004-05 $ 95,333,000 90,520,046 1,002,676 18,718,000 $ 205,573,722 $ 99,752,000 90,520,046 19,865,780 $ 210,137,826 $ 108,231,000 100,055,216 21,852,358 $ 230,138,574 $ 114,292,000 106,848,014 5,266,648 24,037,594 $ 250,444,256 $ 120,692,000 114,206,566 26,441,353 $ 261,339,919 $ $ $ 99,475,848 21,045,679 $ 102,623,590 21,677,049 $ 105,861,733 22,327,360 $ 120,521,527 $ 124,300,639 $ 128,189,093 9,897,121 3,029,450 12,926,571 34,364,258 8,460,934 42,825,192 87,443,963 19,837,571 2,959,188 $ 110,240,722 93,444,654 20,432,698 $ 113,877,352 Operating Expenditures - New Facilities Personal Services Operations Subtotal - New Facility Operations Total Operating Espenditures $ $ $ 110,240,722 $ 113,877,352 $ 120,521,527 $ 137,227,210 $ 171,014,285 $ 1,900,000 1,064,025 208,495 1,423,378 460,000 5,390,000 10,445,898 $ $ $ 8,000,000 1,500,000 265,225 13,000,000 500,000 4,155,000 27,420,225 $ $ 5,000,000 1,500,000 257,500 28,000,000 500,000 7,635,000 42,892,500 $ $ 3,000,000 1,500,000 250,000 500,000 12,064,000 17,314,000 $ 5,000,000 1,500,000 273,182 935,000 7,708,182 Transfer to Capital Projects Fund $ 103,034,318 $ 70,000,000 $ 75,000,000 $ 86,467,842 $ 82,617,452 Total Uses $ 223,720,938 $ 201,191,352 Projected Surplus/Deficit: $ (18,147,216) $ 8,946,474 $ (8,275,453) $ (671,021) $ - $ 8,946,474 8,946,474 $ 8,946,474 $ (8,275,453) 671,021 671,021 $ (671,021) - - 70,000,000 70,000,000 $ $ 75,000,000 75,000,000 $ $ 86,467,842 86,467,842 $ $ 82,617,452 82,617,452 $ 148,500,000 $ 97,600,000 Non-Recurring Expenditures Integrated Crim. Justice Information System Other Information System Projects Detention-Related Equipment Facility Start-up Relocations Facility Major Maintenance Total Non-Recurring Unreserved Fund Balance: Beginning Fund Balance Projected Surplus/Deficit Ending Fund Balance $ 18,147,216 $ (18,147,216) - $ 238,414,027 $ 251,115,277 $ 261,339,919 DETENTION FUND-CAPITAL PROJECTS Sources of Funds: Transfers from Detention Operating Fund Totals $ 103,034,318 $ 103,034,318 $ $ Uses of Funds: $ 69,618,279 $ 111,000,000 $ 18,000,000 Projected Surplus/Deficit: $ 33,416,039 $ (41,000,000) $ (73,500,000) $ (11,132,158) $ 64,617,452 92,216,119 33,416,039 $ 125,632,158 $ 125,632,158 $ 84,632,158 $ 11,132,158 $ (41,000,000) (73,500,000) (11,132,158) $ 84,632,158 $ 11,132,158 $ $ 64,617,452 64,617,452 Unreserved Fund Balance: Beginning Balance Net Surplus/Deficit Ending Balance $ - 612 - Maricopa County FY 2000-01 Annual Business Strategies DETENTION FUND - Low Scenario DETENTION FUND-OPERATING Sources of Funds: Jail Excise Tax Transfers In from Other Funds-Base MOE Transfers In from Other Funds-Abv Base MOE Intergovernmental/Jail Per Diem Totals Uses of Funds: Operating Expenditures - Current Facilities Personal Services Operations Contingencies Subtotal - Current Operations 6 FY 2005-06 7 FY 2006-07 8 FY 2007-08 9 FY 2008-09 10 FY 2009-10 $ 127,451,000 119,820,689 29,085,488 $ 276,357,177 100,787,060 136,290,262 31,994,037 $ 269,071,359 152,532,014 35,193,441 $ 187,725,455 202,703,959 38,712,785 $ 241,416,744 206,976,396 42,584,064 $ 249,560,460 $ 109,168,369 22,997,181 $ 112,567,187 23,687,096 $ 116,060,050 24,397,709 $ 119,648,841 25,129,640 $ 123,335,481 25,883,529 $ 132,165,550 $ 136,254,283 $ 140,457,759 $ 144,778,481 $ 149,219,010 55,148,243 11,479,581 66,627,824 72,274,873 12,000,914 84,275,787 79,487,655 12,531,511 92,019,166 82,566,584 13,071,679 95,638,263 85,719,957 13,621,493 99,341,450 Operating Expenditures - New Facilities Personal Services Operations Subtotal - New Facility Operations $ Total Operating Espenditures $ 198,793,374 $ 220,530,070 $ 232,476,925 $ 240,416,744 $ 248,560,460 $ $ $ $ $ $ 2,100,000 1,500,000 281,377 1,000,000 4,881,377 Transfer to Capital Projects Fund $ 72,682,426 $ Total Uses $ 276,357,177 $ 223,319,889 $ 233,476,925 Projected Surplus/Deficit: $ - $ 45,751,470 $ (45,751,470) $ - $ - $ - $ 45,751,470 45,751,470 $ - $ - Non-Recurring Expenditures Integrated Crim. Justice Information System Other Information System Projects Detention-Related Equipment Facility Start-up Relocations Facility Major Maintenance Total Non-Recurring Unreserved Fund Balance: Beginning Fund Balance Projected Surplus/Deficit Ending Fund Balance DETENTION FUND-CAPITAL PROJECTS Sources of Funds: Transfers from Detention Operating Fund Totals $ $ Uses of Funds: $ Projected Surplus/Deficit: $ Unreserved Fund Balance: Beginning Balance Net Surplus/Deficit Ending Balance $ 72,682,426 72,682,426 72,682,426 64,617,452 72,682,426 $ 137,299,878 $ $ 1,500,000 289,819 1,000,000 2,789,819 - $ $ $ 1,000,000 1,000,000 - $ $ $ 1,000,000 1,000,000 - $ 241,416,744 45,751,470 $ (45,751,470) - $ $ $ 1,000,000 1,000,000 - $ 249,560,460 $ $ - $ $ - $ $ - $ $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 137,299,878 $ 137,299,878 - 613 - $ 137,299,878 $ 137,299,878 $ 137,299,878 $ 137,299,878 $ 137,299,878 $ 137,299,878 Maricopa County FY 2000-01 Annual Business Strategies TRANSPORTATION - Base Scenario (excluding grants) Sources of Funds: Revenue: Highway User Revenue Funds State Shared VLT Other Intergovernmental Intergovernmental/CIP Licenses and Permits Fees & Charges Interest Miscellaneous Total Sources Net Growth Rate Uses of Funds: Operating Expenditures: Wages and Salaries-Base Salary Adjustments Employee Benefits Supplies and Services Capital Outlay Total Operating Net Growth Rate 1 FY 2000-01 $ 2 FY 2001-02 3 FY 2002-03 73,976,250 3,823,750 5,670,314 21,286,000 1,200,000 50,000 1,500,000 168,575 $ 107,674,889 $ 76,047,585 $ 78,100,870 $ 3,988,328 4,418,072 5,840,423 6,015,636 14,117,000 11,383,400 1,236,000 1,273,080 51,400 52,788 500,000 172,958 177,974 $ 101,953,694 $ 101,421,820 $ -5.31% -0.52% $ $ $ 17,790,890 560,885 3,989,411 22,822,937 5,135,779 50,299,902 $ Capital Project Expenditures: $ 81,894,000 $ Total Uses $ 132,193,902 Projected Surplus/Deficit: $ (24,519,013) $ (20,578,062) $ $ 13,375,604 $ (20,578,062) (7,202,458) $ Unreserved Fund Balance: Beginning Balance Net Surplus/Deficit Ending Balance 4 FY 2003-04 80,209,593 $ 4,597,446 6,196,105 9,868,800 1,311,272 54,213 182,601 102,420,031 $ 0.98% 82,295,043 5,017,193 6,381,988 9,369,600 1,350,611 55,623 186,983 104,657,041 2.18% 18,296,192 $ 513,445 4,451,477 23,416,333 5,269,309 51,946,756 $ 3.27% 18,758,755 $ 588,954 4,868,193 24,095,407 5,422,119 53,733,429 $ 3.44% 19,289,345 $ 541,378 5,052,771 24,721,888 5,563,094 55,168,475 $ 2.67% 19,777,072 513,868 5,235,382 25,315,213 5,696,609 56,538,144 2.48% 70,585,000 56,917,000 $ 49,344,000 $ 46,848,000 $ 110,650,429 $ 104,512,475 $ 103,386,144 (9,228,609) $ (2,092,444) $ 1,270,896 (7,202,458) $ (9,228,609) (16,431,067) $ (16,431,067) $ (2,092,444) (18,523,511) $ (18,523,511) 1,270,896 (17,252,615) $ 122,531,756 37,894,617 $ (24,519,013) $ 13,375,604 $ 5 FY 2004-05 - 614 - $ Maricopa County FY 2000-01 Annual Business Strategies TRANSPORTATION - Base Scenario (excluding grants) Sources of Funds: Revenue: Highway User Revenue Funds State Shared VLT Other Intergovernmental Intergovernmental/CIP Licenses and Permits Fees & Charges Interest Miscellaneous Total Sources Net Growth Rate Uses of Funds: Operating Expenditures: Wages and Salaries-Base Salary Adjustments Employee Benefits Supplies and Services Capital Outlay Total Operating Net Growth Rate 6 FY 2005-06 $ $ $ $ 7 FY 2006-07 8 FY 2007-08 9 FY 2008-09 10 FY 2009-10 84,434,714 $ 5,224,403 6,573,448 9,594,470 1,391,129 57,069 191,471 107,466,704 $ 2.68% 86,630,016 $ 5,701,391 6,770,651 9,824,738 1,432,863 58,553 196,066 110,614,278 $ 2.93% 88,882,397 $ 5,965,365 6,973,771 10,060,531 1,475,849 60,075 200,772 113,618,760 $ 2.72% 91,193,339 $ 6,480,176 7,182,984 10,301,984 1,520,124 61,637 205,591 116,945,835 $ 2.93% 93,564,366 6,780,208 7,398,474 10,549,232 1,565,728 63,239 210,525 120,131,772 2.72% 20,240,016 $ 526,861 5,411,762 25,922,778 5,833,327 57,934,745 $ 2.47% 20,714,666 $ 539,194 5,591,388 26,544,925 5,973,327 59,363,500 $ 2.47% 21,200,427 $ 551,839 5,774,020 27,182,003 6,116,687 60,824,975 $ 2.46% 21,697,579 $ 564,779 5,959,502 27,834,371 6,263,487 62,319,718 $ 2.46% 22,206,389 578,023 6,147,663 28,502,396 6,413,811 63,848,282 2.45% Capital Project Expenditures: $ 47,972,352 $ 49,123,688 $ 50,302,657 $ 51,509,921 $ 52,746,159 Total Uses $ 105,907,097 $ 108,487,189 $ 111,127,632 $ 113,829,639 $ 116,594,441 Projected Surplus/Deficit: $ 1,559,607 $ 2,127,090 $ 2,491,128 $ 3,116,197 $ 3,537,330 Unreserved Fund Balance: Beginning Balance Net Surplus/Deficit Ending Balance $ $ (17,252,615) $ 1,559,607 (15,693,008) $ (15,693,008) $ 2,127,090 (13,565,918) $ - 615 - (13,565,918) $ 2,491,128 (11,074,790) $ (11,074,790) $ 3,116,197 (7,958,594) $ (7,958,594) 3,537,330 (4,421,263) Maricopa County FY 2000-01 Annual Business Strategies TRANSPORTATION - Low Scenario (excluding grants) Sources of Funds: Revenue: Highway User Revenue Funds State Shared VLT Other Intergovernmental Intergovernmental/CIP Licenses and Permits Fees & Charges Interest Miscellaneous Total Sources Net Growth Rate Uses of Funds: Operating Expenditures: Wages and Salaries-Base Salary Adjustments Employee Benefits Supplies and Services Capital Outlay Total Operating Net Growth Rate 1 FY 2000-01 $ 2 FY 2001-02 3 FY 2002-03 73,976,250 3,823,750 5,670,314 21,286,000 1,200,000 50,000 1,500,000 168,575 $ 107,674,889 $ 75,825,656 $ 77,645,472 $ 3,857,962 4,230,349 5,840,423 6,015,636 14,117,000 11,383,400 1,236,000 1,273,080 51,250 52,480 500,000 173,632 178,841 $ 101,601,924 $ 100,779,258 $ -5.64% -0.81% $ $ $ 17,790,890 560,885 3,989,411 22,822,937 5,135,779 50,299,902 $ Capital Project Expenditures: $ 81,894,000 $ Total Uses $ 132,193,902 Projected Surplus/Deficit: $ (24,519,013) $ (21,120,659) $ $ 13,375,604 $ (21,120,659) (7,745,055) $ Unreserved Fund Balance: Beginning Balance Net Surplus/Deficit Ending Balance 4 FY 2003-04 79,198,381 $ 4,350,311 6,196,105 9,868,800 1,311,272 53,530 184,206 101,162,606 $ 0.38% 80,782,349 4,504,710 6,381,988 9,369,600 1,350,611 54,600 189,733 102,633,591 1.45% 18,296,192 $ 592,437 4,451,477 23,507,625 5,289,852 52,137,583 $ 3.65% 18,829,919 $ 609,263 4,876,021 24,212,854 5,448,548 53,976,605 $ 3.53% 19,378,804 $ 627,036 5,062,611 24,939,239 5,612,004 55,619,696 $ 3.04% 19,943,702 645,314 5,253,712 25,687,417 5,780,365 57,310,509 3.04% 70,585,000 56,917,000 $ 49,344,000 $ 46,848,000 $ 110,893,605 $ 104,963,696 $ 104,158,509 (10,114,347) $ (3,801,090) $ (1,524,918) (7,745,055) $ (10,114,347) (17,859,402) $ (17,859,402) $ (3,801,090) (21,660,492) $ (21,660,492) (1,524,918) (23,185,410) $ 122,722,583 37,894,617 $ (24,519,013) $ 13,375,604 $ 5 FY 2004-05 - 616 - $ Maricopa County FY 2000-01 Annual Business Strategies TRANSPORTATION - Low Scenario (excluding grants) Sources of Funds: Revenue: Highway User Revenue Funds State Shared VLT Other Intergovernmental Intergovernmental/CIP Licenses and Permits Fees & Charges Interest Miscellaneous Total Sources Net Growth Rate Uses of Funds: Operating Expenditures: Wages and Salaries-Base Salary Adjustments Employee Benefits Supplies and Services Capital Outlay Total Operating Net Growth Rate 6 FY 2005-06 $ $ $ $ 7 FY 2006-07 8 FY 2007-08 9 FY 2008-09 10 FY 2009-10 82,397,996 $ 4,591,599 6,573,448 9,650,688 1,391,129 55,692 195,425 104,855,977 $ 2.17% 84,045,956 $ 4,785,566 6,770,651 9,940,209 1,432,863 56,806 201,287 107,233,338 $ 2.27% 85,726,875 $ 4,902,950 6,973,771 10,238,415 1,475,849 57,942 207,326 109,583,128 $ 2.19% 87,441,413 $ 5,129,894 7,182,984 10,545,567 1,520,124 59,101 213,546 112,092,629 $ 2.29% 89,190,241 5,271,658 7,398,474 10,861,934 1,565,728 60,283 219,952 114,568,270 2.21% 20,525,066 $ 664,125 5,443,118 26,458,039 5,953,775 59,044,124 $ 3.02% 21,123,377 $ 683,485 5,636,346 27,251,780 6,132,389 60,827,377 $ 3.02% 21,739,129 $ 703,408 5,833,277 28,069,334 6,316,360 62,661,509 $ 3.02% 22,372,830 $ 723,913 6,033,779 28,911,414 6,505,851 64,547,788 $ 3.01% 23,025,004 745,015 6,237,711 29,778,756 6,701,027 66,487,513 3.01% Capital Project Expenditures: $ 48,253,440 $ 49,701,043 $ 51,192,074 $ 52,727,837 $ 54,309,672 Total Uses $ 107,297,564 $ 110,528,420 $ 113,853,583 $ 117,275,624 $ 120,797,185 Projected Surplus/Deficit: $ (2,441,586) $ (3,295,083) $ (4,270,455) $ (5,182,995) $ (6,228,915) $ (23,185,410) $ (2,441,586) (25,626,996) $ (25,626,996) $ (3,295,083) (28,922,079) $ (28,922,079) $ (4,270,455) (33,192,534) $ (33,192,534) $ (5,182,995) (38,375,530) $ (38,375,530) (6,228,915) (44,604,445) Unreserved Fund Balance: Beginning Balance Net Surplus/Deficit Ending Balance $ - 617 - Maricopa County FY 2000-01 Annual Business Strategies FLOOD CONTROL DISTRICT - Base Scenario 1 FY 2000-01 Sources of Funds: Revenue Property Taxes SRP Payments in Lieu of Taxes Licenses and Permits Intergovernmental Interest Miscellaneous Total Sources 2 FY 2001-02 3 FY 2002-03 5 FY 2004-05 $ 44,309,245 195,971 1,131,963 22,567,000 2,000,000 2,779,969 $ 44,814,218 178,802 1,131,963 25,167,000 357,998 8,579,145 $ 44,824,653 170,295 1,211,200 15,907,000 180,987 9,336,000 $ 44,849,024 157,980 1,243,903 18,151,000 670,000 $ 44,839,128 152,915 1,230,220 16,100,000 230,000 $ 72,984,148 $ 80,229,126 $ 71,630,135 $ 65,071,907 $ 62,552,263 9.9% -10.7% Net Growth Rate Uses of Funds: Operating Expenditures: Wages and Salaries - Base Salary Adjustments Employee Benefits Supplies and Services Capital Outlay Total Operating 4 FY 2003-04 $ $ 6,899,929 217,241 1,847,151 11,219,270 1,167,434 21,351,025 $ 7,095,642 199,132 2,086,311 11,510,971 1,197,787 $ 22,089,843 Net Growth Rate $ 7,275,040 228,409 2,301,914 11,844,789 1,232,523 $ 22,882,674 3.5% 3.6% -9.2% $ $ 7,480,813 209,958 2,392,123 12,152,754 1,264,569 23,500,217 -3.9% $ $ 2.7% 7,669,964 199,289 2,481,976 12,444,420 1,294,918 24,090,568 2.5% Capital Project Expenditures: $ 67,929,802 $ 53,800,000 $ 52,330,000 $ 52,795,000 $ 51,965,000 Total Uses $ 89,280,827 $ 75,889,843 $ 75,212,674 $ 76,295,217 $ 76,055,568 -15.0% -0.9% Net Growth Rate 1.4% -0.3% Projected Surplus/(Deficit): Percent of Total Expenditures $ (16,296,679) $ -18.25% 4,339,283 $ (3,582,539) $ (11,223,310) $ (13,503,305) 5.72% -4.76% -14.71% -17.75% Unreserved Fund Balance: Beginning Balance Net Surplus/Deficit $ 8,995,883 4,339,283 Ending Balance $ 25,292,562 $ (16,296,679) 8,995,883 $ 13,335,166 - 618 - $ 13,335,166 $ 9,752,627 $ (1,470,683) (3,582,539) (11,223,310) (13,503,305) $ 9,752,627 $ (1,470,683) $ (14,973,988) Maricopa County FY 2000-01 Annual Business Strategies FLOOD CONTROL DISTRICT - Base Scenario 6 FY 2005-06 Sources of Funds: Revenue Property Taxes SRP Payments in Lieu of Taxes Licenses and Permits Intergovernmental Interest Miscellaneous Total Sources 8 FY 2007-08 9 FY 2008-09 10 FY 2009-10 $ 44,848,685 142,025 1,262,206 14,100,000 300,000 $ 44,868,617 139,214 1,295,023 14,400,000 300,000 $ 44,857,730 130,603 1,328,694 14,800,000 300,000 $ 44,886,583 128,109 1,363,240 15,200,000 300,000 $ 44,880,719 120,481 1,398,684 15,600,000 300,000 $ 60,652,916 $ 61,002,854 $ 61,417,027 $ 61,877,932 $ 62,299,884 Net Growth Rate Uses of Funds: Operating Expenditures: Wages and Salaries - Base Salary Adjustments Employee Benefits Supplies and Services Capital Outlay Total Operating 7 FY 2006-07 -3.0% $ $ Net Growth Rate 0.6% 7,849,504 204,328 2,568,895 12,743,086 1,325,996 24,691,809 $ $ 8,033,583 209,111 2,657,362 13,048,920 1,357,820 25,306,796 2.5% 0.7% $ $ 2.5% 8,221,971 214,015 2,747,257 13,362,094 1,390,408 25,935,745 0.8% $ $ 2.5% 8,414,777 219,033 2,838,494 13,682,784 1,423,778 26,578,867 0.7% $ $ 2.5% 8,612,104 224,170 2,930,976 14,011,171 1,457,948 27,236,370 2.5% Capital Project Expenditures: $ 53,212,160 $ 54,489,252 $ 55,796,994 $ 57,136,122 $ 58,507,389 Total Uses $ 77,903,969 $ 79,796,048 $ 81,732,739 $ 83,714,988 $ 85,743,759 Net Growth Rate 2.4% 2.4% 2.4% 2.4% 2.4% Projected Surplus/(Deficit): Percent of Total Expenditures $ (17,251,053) $ (18,793,194) $ (20,315,713) $ (21,837,057) $ -22.14% -23.55% -24.86% -26.09% (23,443,875) -27.34% Unreserved Fund Balance: Beginning Balance Net Surplus/Deficit $ (14,973,988) $ (32,225,041) $ (51,018,235) $ (71,333,947) $ (17,251,053) (18,793,194) (20,315,713) (21,837,057) (93,171,004) (23,443,875) Ending Balance $ (32,225,041) $ (51,018,235) $ (71,333,947) $ (93,171,004) $ (116,614,879) - 619 - Maricopa County FY 2000-01 Annual Business Strategies FLOOD CONTROL DISTRICT - Low Scenario 1 FY 2000-01 Sources of Funds: Revenue Property Taxes SRP Payments in Lieu of Taxes Licenses and Permits Intergovernmental Interest Miscellaneous Total Sources 3 FY 2002-03 4 FY 2003-04 5 FY 2004-05 $ 44,309,245 195,971 1,131,963 22,567,000 2,000,000 2,779,969 $ 44,824,115 182,127 1,112,720 25,167,000 357,998 8,579,145 $ 44,824,783 176,791 1,079,338 15,907,000 180,987 9,336,000 $ 44,827,930 167,597 1,025,371 18,151,000 670,000 $ 44,836,933 166,390 921,986 16,100,000 230,000 $ 72,984,148 $ 80,223,105 $ 71,504,899 $ 64,841,898 $ 62,255,309 9.9% -10.9% Net Growth Rate Uses of Funds: Operating Expenditures: Wages and Salaries - Base Salary Adjustments Employee Benefits Supplies and Services Capital Outlay Total Operating 2 FY 2001-02 $ $ 6,899,929 217,241 1,847,151 11,219,270 1,167,434 21,351,025 $ 7,095,642 229,768 2,086,311 11,555,848 1,202,457 $ 22,170,026 7,302,639 236,285 2,304,950 11,902,524 1,238,531 $ 22,984,928 3.8% 3.7% Net Growth Rate $ -9.3% $ $ 7,515,509 243,178 2,395,940 12,259,599 1,275,687 23,689,912 -4.0% $ $ 3.1% 7,734,588 250,266 2,489,085 12,627,387 1,313,957 24,415,284 3.1% Capital Project Expenditures: $ 67,929,802 $ 53,800,000 $ 52,330,000 $ 52,795,000 $ 51,965,000 Total Uses $ 89,280,827 $ 75,970,026 $ 75,314,928 $ 76,484,912 $ 76,380,284 -14.9% -0.9% Net Growth Rate 1.6% -0.1% Projected Surplus/(Deficit): Percent of Total Expenditures $ (16,296,679) $ -18.25% 4,253,079 $ (3,810,029) $ (11,643,014) $ (14,124,975) 5.60% -5.06% -15.22% -18.49% Unreserved Fund Balance: Beginning Balance Net Surplus/Deficit $ 8,995,883 4,253,079 Ending Balance $ 25,292,562 $ (16,296,679) 8,995,883 $ 13,248,962 - 620 - $ 13,248,962 $ 9,438,933 $ (2,204,081) (3,810,029) (11,643,014) (14,124,975) $ 9,438,933 $ (2,204,081) $ (16,329,056) Maricopa County FY 2000-01 Annual Business Strategies FLOOD CONTROL DISTRICT - Low Scenario 6 FY 2005-06 Sources of Funds: Revenue Property Taxes SRP Payments in Lieu of Taxes Licenses and Permits Intergovernmental Interest Miscellaneous Total Sources 8 FY 2007-08 9 FY 2008-09 10 FY 2009-10 $ 44,836,895 158,283 940,426 14,100,000 300,000 $ 44,835,234 159,027 959,234 14,400,000 300,000 $ 44,848,857 152,950 978,419 14,800,000 300,000 $ 44,847,977 153,752 997,987 15,200,000 300,000 $ 44,848,742 148,188 1,017,947 15,600,000 300,000 $ 60,335,604 $ 60,653,495 $ 61,080,226 $ 61,499,716 $ 61,914,877 Net Growth Rate Uses of Funds: Operating Expenditures: Wages and Salaries - Base Salary Adjustments Employee Benefits Supplies and Services Capital Outlay Total Operating 7 FY 2006-07 -3.1% $ $ Net Growth Rate 0.5% 7,960,053 257,562 2,581,055 13,006,209 1,353,376 25,158,255 $ $ 8,192,091 265,070 2,674,798 13,396,395 1,393,977 25,922,331 3.0% 0.7% $ $ 3.0% 8,430,892 272,797 2,770,239 13,798,287 1,435,797 26,708,011 0.7% $ $ 3.0% 8,676,655 280,749 2,867,301 14,212,236 1,478,870 27,515,811 0.7% $ $ 3.0% 8,929,582 288,933 2,965,899 14,638,603 1,523,237 28,346,252 3.0% Capital Project Expenditures: $ 53,523,950 $ 55,129,669 $ 56,783,559 $ 58,487,065 $ 60,241,677 Total Uses $ 78,682,205 $ 81,051,999 $ 83,491,570 $ 86,002,876 $ 88,587,930 Net Growth Rate 3.0% 3.0% 3.0% 3.0% 3.0% Projected Surplus/(Deficit): Percent of Total Expenditures $ (18,346,601) $ (20,398,504) $ (22,411,344) $ -23.32% -25.17% -26.84% (24,503,160) $ -28.49% Unreserved Fund Balance: Beginning Balance Net Surplus/Deficit $ (16,329,056) $ (34,675,657) $ (55,074,161) $ (18,346,601) (20,398,504) (22,411,344) (77,485,505) $ (101,988,664) (24,503,160) (26,673,053) Ending Balance $ (34,675,657) $ (55,074,161) $ (77,485,505) $ (101,988,664) $ (128,661,717) - 621 - (26,673,053) -30.11% Maricopa County FY 2000-01 Annual Business Strategies LIBRARY DISTRICT - Base Scenario (excludes grants) Source of Funds: Revenue Property Taxes Payments in Lieu of Taxes Intergovernmental Fees & Charges Miscellaneous Total Sources Net Growth Rate Uses of Funds: Operating Expenditures Wages & Salaries - Base Salary Adjustments Employee Benefits Collection Development Materials Other Supplies & Services Capital Outlay Total Uses Net Growth Rate Projected Surplus/Deficit: Net Growth Rate Percent of Total Expenditures Unreserved Fund Balance: Beginning Fund Balance Net Surplus/Deficit Ending Balance 1 FY 2000-01 $ $ $ $ 2 FY 2001-02 4 FY 2003-04 5 FY 2004-05 8,789,518 203,203 24,000 221,000 280,000 9,517,721 $ 9,730,333 $ 10,169,540 $ 11,332,604 $ 11,862,198 203,203 203,203 208,487 213,490 24,000 24,000 24,000 24,000 227,188 233,322 239,622 245,852 287,280 295,611 303,297 310,576 $ 10,472,004 $ 10,925,676 $ 12,108,010 $ 12,656,116 10.0% 4.3% 10.8% 4.5% 3,764,253 319,139 833,598 1,514,414 2,706,870 558,813 9,697,087 $ 4,051,766 $ 4,149,636 $ 4,267,137 $ 4,375,028 108,636 130,426 119,759 113,677 949,130 1,035,412 1,074,390 1,112,878 1,553,789 1,598,849 1,640,419 1,679,789 2,777,249 2,857,789 2,932,091 3,002,462 573,342 589,969 605,308 619,836 $ 10,013,912 $ 10,362,081 $ 10,639,104 $ 10,903,668 3.3% 3.5% 2.7% 2.5% $ (179,366) $ -114.07% -1.85% $ 5,872,526 $ (179,366) 5,693,160 $ $ 3 FY 2002-03 458,092 $ -355.40% 4.57% 5,693,160 458,092 6,151,252 - 622 - $ $ 563,596 $ 23.03% 5.44% 6,151,252 563,596 6,714,848 $ $ 1,468,906 $ 160.63% 13.81% 1,752,448 19.30% 16.07% 6,714,848 1,468,906 8,183,754 8,183,754 1,752,448 9,936,202 $ $ Maricopa County FY 2000-01 Annual Business Strategies LIBRARY DISTRICT - Base Scenario (excludes grants) Source of Funds: Revenue Property Taxes Payments in Lieu of Taxes Intergovernmental Fees & Charges Miscellaneous Total Sources Net Growth Rate Uses of Funds: Operating Expenditures Wages & Salaries - Base Salary Adjustments Employee Benefits Collection Development Materials Other Supplies & Services Capital Outlay Total Uses Net Growth Rate Projected Surplus/Deficit: Net Growth Rate Percent of Total Expenditures Unreserved Fund Balance: Beginning Fund Balance Net Surplus/Deficit Ending Balance 6 FY 2005-06 7 FY 2006-07 8 FY 2007-08 9 FY 2008-09 10 FY 2009-10 $ 13,273,717 $ 13,785,161 $ 15,129,444 $ 15,701,049 $ 17,071,409 218,614 223,861 229,234 234,735 240,369 24,000 24,000 24,000 24,000 24,000 252,244 258,802 265,531 272,435 279,518 318,030 325,663 333,479 341,482 349,678 $ 14,086,605 $ 14,617,487 $ 15,981,688 $ 16,573,701 $ 17,964,974 11.3% 3.8% 9.3% 3.7% 8.4% $ 4,477,439 $ 4,582,440 $ 4,689,898 $ 4,799,877 $ 4,912,435 116,551 119,279 122,076 124,939 127,869 1,150,040 1,187,891 1,226,380 1,265,476 1,305,145 1,720,104 1,761,386 1,803,659 1,846,947 1,891,274 3,074,521 3,148,309 3,223,869 3,301,241 3,380,471 634,712 649,945 665,543 681,517 697,873 $ 11,173,366 $ 11,449,249 $ 11,731,426 $ 12,019,997 $ 12,315,066 2.5% 2.5% 2.5% 2.5% 2.5% $ $ 2,913,239 $ 66.24% 26.07% 9,936,202 2,913,239 $ 12,849,441 3,168,238 $ 8.75% 27.67% $ 12,849,441 3,168,238 $ 16,017,679 - 623 - 4,250,262 $ 34.15% 36.23% $ 16,017,679 4,250,262 $ 20,267,941 4,553,704 $ 7.14% 37.88% $ 20,267,941 4,553,704 $ 24,821,644 5,649,908 24.07% 45.88% $ 24,821,644 5,649,908 $ 30,471,552 Maricopa County FY 2000-01 Annual Business Strategies LIBRARY DISTRICT - Low Scenario (excludes grants) Source of Funds: Revenue Property Taxes Payments in Lieu of Taxes Intergovernmental Fees & Charges Miscellaneous Total Sources Net Growth Rate Uses of Funds: Operating Expenditures Wages & Salaries - Base Salary Adjustments Employee Benefits Collection Development Materials Other Supplies & Services Capital Outlay Total Uses Net Growth Rate Projected Surplus/Deficit: Net Growth Rate Percent of Total Expenditures Unreserved Fund Balance: Beginning Fund Balance Net Surplus/Deficit Ending Balance 1 FY 2000-01 $ $ $ $ 2 FY 2001-02 4 FY 2003-04 5 FY 2004-05 8,789,518 203,203 24,000 221,000 280,000 9,517,721 $ 9,715,386 $ 10,374,968 $ 11,089,485 $ 11,634,618 203,203 203,203 209,300 215,579 24,000 24,000 24,000 24,000 226,525 231,962 236,601 241,333 288,400 297,052 305,964 315,142 $ 10,457,514 $ 11,131,185 $ 11,865,349 $ 12,430,672 9.9% 6.4% 6.6% 4.8% 3,764,253 319,139 833,598 1,514,414 2,706,870 558,813 9,697,087 $ 4,051,766 $ 4,164,693 $ 4,286,246 $ 4,411,187 125,350 134,924 138,684 142,732 949,130 1,037,068 1,076,492 1,116,855 1,559,846 1,606,642 1,654,841 1,704,486 2,788,076 2,871,718 2,957,870 3,046,606 575,577 592,845 610,630 628,949 $ 10,049,746 $ 10,407,890 $ 10,724,763 $ 11,050,815 3.6% 3.6% 3.0% 3.0% $ (179,366) $ -117.23% -1.85% $ 5,872,526 $ (179,366) 5,693,160 $ $ 3 FY 2002-03 407,768 $ -327.34% 4.06% 5,693,160 407,768 6,100,928 - 624 - $ $ 723,295 $ 77.38% 6.95% 6,100,928 723,295 6,824,223 $ $ 1,140,586 $ 57.69% 10.64% 1,379,857 20.98% 12.49% 6,824,223 1,140,586 7,964,810 7,964,810 1,379,857 9,344,666 $ $ Maricopa County FY 2000-01 Annual Business Strategies LIBRARY DISTRICT - Low Scenario (excludes grants) Source of Funds: Revenue Property Taxes Payments in Lieu of Taxes Intergovernmental Fees & Charges Miscellaneous Total Sources Net Growth Rate Uses of Funds: Operating Expenditures Wages & Salaries - Base Salary Adjustments Employee Benefits Collection Development Materials Other Supplies & Services Capital Outlay Total Uses Net Growth Rate Projected Surplus/Deficit: Net Growth Rate Percent of Total Expenditures Unreserved Fund Balance: Beginning Fund Balance Net Surplus/Deficit Ending Balance 6 FY 2005-06 7 FY 2006-07 8 FY 2007-08 9 FY 2008-09 10 FY 2009-10 $ 13,233,817 $ 13,619,030 $ 14,321,898 $ 14,687,136 $ 15,310,420 222,046 228,707 235,568 242,636 249,915 24,000 24,000 24,000 24,000 24,000 246,160 251,083 256,104 261,226 266,451 324,597 334,335 344,365 354,696 365,336 $ 14,050,619 $ 14,457,154 $ 15,181,935 $ 15,569,694 $ 16,216,122 13.0% 2.9% 5.0% 2.6% 4.2% $ 4,539,774 $ 4,672,110 $ 4,808,303 $ 4,948,466 $ 5,092,716 146,893 151,174 155,581 160,116 164,784 1,156,896 1,197,754 1,239,405 1,281,821 1,324,976 1,755,621 1,808,290 1,862,538 1,918,414 1,975,967 3,138,004 3,232,144 3,329,109 3,428,982 3,531,851 647,817 667,252 687,270 707,888 729,124 $ 11,385,006 $ 11,728,724 $ 12,082,205 $ 12,445,688 $ 12,819,418 3.0% 3.0% 3.0% 3.0% 3.0% $ $ 2,665,613 $ 93.18% 23.41% 9,344,666 2,665,613 $ 12,010,280 2,728,430 $ 2.36% 23.26% $ 12,010,280 2,728,430 $ 14,738,710 - 625 - 3,099,730 $ 13.61% 25.66% $ 14,738,710 3,099,730 $ 17,838,439 3,124,006 $ 0.78% 25.10% $ 17,838,439 3,124,006 $ 20,962,445 3,396,705 8.73% 26.50% $ 20,962,445 3,396,705 $ 24,359,150 Maricopa County FY 2000-01 Annual Business Strategies Performance Measures Strategy In 2000, Maricopa County is fully engaged in Manage for Results. This initiative provides a standardized strategic planning process that integrates planning with budgeting and performance measurement. This effort will create powerful tools for making good business decisions and achieving department/agency and corporate goals and priorities. To fully integrated Managing for Results there is a great deal of work in progress including: e a complete redesign of the budget/accounting structure in order to capture costs at the activity level; e a redesign of the performance management system standardizing the system and aligning every employee to activity results; e development of a comprehensive data collection and reporting system and an enhanced performance audit function. Managing for Results System Managing for Results means that an entire organization, its management system, its employees and the organizational culture (beliefs, behavior and language) are focused on achieving results for the customer. Managing for Results provides direction for making good business decisions based on performance, and makes departments/agencies accountable for results. Decision Making Planning for Results • Future Demand • Vision & Mission • Performance Targets • Strategic - Goals • Adjust Allocations If Required • Operational - Results • Operational/Process Improvement • Family of Measures per Activity Evaluating Results • Employee Performance Plans • Performance Audit • Employee Evaluations • Resources Consumed • Citizen Survey & Input Reporting Results • Data Verified Deliver Services • Actuals vs. Forecasts • Baselines & Benchmarks • All Customers Included Collect Data Budgeting for Results • Demand for Services • Performance Budget • Resource Allocation Planning for Results A well-executed plan promotes a common understanding of the department’s/agency’s overall direction and purpose so that individuals/employees can readily determine how their work, actions and behaviors support the strategic direction and business success. In Planning for Results, current and future trends are examined in terms of how they may affect the business, and strategic goals and operational results are developed to best manage anticipated challenges. Results are projected based on demand and internal capacity. - 626 - Maricopa County FY 2000-01 Annual Business Strategies Budgeting for Results Maricopa County is committed to developing a budget system that provides financial and performance information to help decision makers make good business decisions that achieve results. The County will use the operational structure developed in the Strategic Plan to structure financial planning and reporting for each Department. This ensures that the budget is driven by policy and customers’ needs. Integrating Budgeting for Results with Strategic Planning is critical to creating an integrated management system where financial resources, policy, department operations and County staff are all aligned to achieve results. Reporting Results The County wants to be accountable to its residents by being able and willing to communicate what is and is not being achieved. The Strategic Plans, and the information generated by the Performance Measures, will make this possible. Information about results that are meaningful to residents will be in Department/Agency reports. Evaluating Results The integrity of the process and the information produced by the planning and budgeting systems are critical to the County's efforts in Managing for Results and to sustaining public support. The County is committed to building a system founded on accurate information. Additional accountability and credibility is achieved by involving the Internal Audit Office in performance audits of Programs and Activities managed by Departments/Agencies. This involvement will speed the learning process and help Departments make adjustments accordingly. One of the most powerful tools available to high performing organizations is the employee Performance Management System. Maricopa County uses this system to make it possible for employees to see how they contribute at the operational, departmental, and corporate levels. Performance Measures for Activities will be used to develop the performance standards for individual employees. Accountability and credibility are motivators for Departments and Agencies to survey customers to identify whether their needs are being met. This endeavor has become a part of the County's management ethic and will continue to be expanded and enhanced in the future. Decision Making The County is committed to planning ahead to make the best business decisions possible concerning future use of its resources. This means making decisions that produce results that make a difference in people’s lives and give taxpayers value for their money. In order to make the best business decisions, citizens and County government need the highest quality of performance information available. The County's Resource Guide for Strategic Planning provides standardization for all departments and agencies to use in developing performance information that is clear and consistent for decision-makers and the public. Department Strategic Plans will provide the essential information for making policy and budget decisions that produce a high return on taxpayer dollars. - 627 - Maricopa County FY 2000-01 Annual Business Strategies Information Technology Strategies The Mission We champion the transformation of Maricopa County into Information Age Government. e We develop strategies and implement systems which enable the cross-agency synthesis, process enhancements and technical integration necessary to implement modern business practices. e We propose solutions to maximize the benefits of IT for County government as a whole. e We provide a collaborative framework for County-wide IT planning, budgeting, procurement and deployment. 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 - 628 - Maricopa County FY 2000-01 Annual Business Strategies The Vision A vision of tomorrow and leadership today is transforming Maricopa County into Information Age 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 useful information directly to employee workstations. Enhance Business Models è è è è è County Personal Services Internal Department Services Paper / Phone-based Services Solid Department Boundaries 8 x 5 Service On-line Citizen Self-sufficiency Department & Employee Self-sufficiency Electronic Commerce Flexible Public / Private Boundaries 7 x 24 Service Convert to Digital Medium Silo-bound Paper Processes Paper Archiving Videoconference Rooms Serial Comment & Approval Group Classroom Training è è è è è Horizontal Digital Workflow & Forms Electronic Document Image Archives Desktop Video Concurrent Collaboration 60% Real-time On-line / Video Training Enable Mobile Workforce Limited Dial-up Services Discrete PDA/Pager/Cell Phone Discrete Mail Systems Facsimile Machines è è è è Extensive Mobile Infrastructure Integrated Remote Device Integrated Voice, E-Mail & Publishing Internet-directed Retrieval & Printing Increase Efficiency Departmental Data Centers Insourced Technology Services Multiple Microcomputer Vendors è è è Shared Service Bureaus External Service Providers Consolidated On-line Purchasing Portal Integrate Systems Discrete E-mail / Web / GIS / Image Discrete Resource Directories Discrete Office Equipment è è è - 629 - Integrated Desktop Services Universal Resource Directory Networked Office Devices Maricopa County FY 2000-01 Annual Business Strategies Goal 1: Sustain And Enhance Core Business Systems Government to Citizen On-line Services (partial list) § § § § § § Implement new www.maricopa.gov with portal emphasis Add on-line employment application Add new residential and commercial property data Add Justice Courts precinct look-up and case search Add Tier 2 Emergency Management information Add GIS products and information Government to Business Electronic Procurement § § § Implement on-line electronic procurement processes Implement on-line vendor self-service capability Implement on-line bid submittal process IT Procurement § § Provide on-line access to IT procurement information Enhance enterprise licensing and volume purchasing Right of Way § Continue to issue new licenses to telecom carriers Government to Government Managing for Results (MFR) § Establish a County-wide MFR data warehouse Administrative Systems § § § § Implement new County budget system (Adaytum) Establish direct access to financial data Implement County-wide Time Keeping System Implement County-wide Electronic Forms Library Justice & Law Enforcement § § Continue to engage & advance J&LE business processes Enhance video systems utilization Technology Partnership § Pursue outside agencies to migrate onto the County Smartzone 800mhz radio infrastructure Government to Employee Workflow § Develop and pilot simplified administrative process(es) Technology Literacy § Execute staff and executive leadership programs - 630 - Maricopa County FY 2000-01 Annual Business Strategies Goal 2: Build Infrastructure For Information Age 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. Smart Zone Digital Radio These electronic highways and workstation on-ramps will provide an integrated array of multi-media information to those conducting the business of government. Horizontal Processes ATM Fiber Backbone Key Objectives Build Integrated Technical Infrastructure Network Infrastructure § § § § § § § § Extend central telephone system to remote offices Add automatic call director (ACD) to central system Continue to upgrade County network bandwidth Continue to upgrade County teleworking infrastructure Continue to enhance County network security Continue to implement emerging wireless capabilities Continue to implement emerging desktop video capability Develop mobile data strategy for MCSO PC/LAN Community § § § Establish framework for a single enterprise directory Establish single County-wide naming conventions Establish a comprehensive virus protection program GIS Community § Develop GIS Internet portal Enterprise Workflow § Implement integrated County workflow infrastructure Electronic Document Management § § Publish strategic plan and technology roadmap Coordinate departmental EDM efforts - 631 - Maricopa County FY 2000-01 Annual Business Strategies 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 Department places significant demands 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 Enterprise Coordination & Management Geographic Information Systems § § § Develop new governance policy Launch GIS Program Office Extend GIS technology deeper into County departments Digital Signature § Coordinate and champion County deployment Staffing & Retention § Develop County IT compensation data base Establish Benchmark Program And Report: Quality Metrics – Continue improvement via customer satisfaction surveys. Efficiency Metrics – Continue development using external benchmark comparisons. Cost Metrics – Continue development using external benchmark comparisons. - 632 - Maricopa County FY 2000-01 Annual Business Strategies Ten Guiding Principles The following principles will govern the deployment of County technology: e 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. e Commercially existing applications will be opted for over custom-built applications wherever possible, with County processes modified accordingly. e Common applications systems will be deployed to perform the same function unless proof exists that a function must remain unique. e Small incremental system improvements will be considered before investing in new, large systems. e The infrastructure will be deployed so that the location of information resources is irrelevant. e Data will be entered into the system only once, at the point of origin, and validated to provide safeguards and zero defects. Data definitions will be documented for information that is shared between business units. e The enterprise-wide information systems that use the IT infrastructure will share resources effectively and efficiently through adoption of common standards. e 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. e 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. e Business units at all levels are fully responsible for the costs and benefits of the information technology that they deploy. Their operations will employ the most cost-effective solutions that offer the most efficient information handling. e e - 633 - Maricopa County FY 2000-01 Annual Business Strategies Justice and Law Enforcement Strategies As one of the largest segments of County operations, the Justice and Law Enforcement arena has significant commitments to enhancing case processing. These efforts strive to resolve cases expeditiously to ensure the efficient administration of justice. In turn, this helps lessen the growth in the jail population, and maximizes staff and other resources throughout the system. While criminal cases represent only 21% of the total Superior Court caseload, the impact of these cases on the Sheriff’s Office, County Attorney’s Office, Indigent Representation and the Clerk of the Superior Court clearly warrant focused attention. Many of the strategies for improving the justice and law enforcement system are embodied within either Proposition 400 (the jail tax initiative) or reengineering plans of the Superior Court. Please refer to the earlier Business Plan Update section for a detailed review of accomplishments as well as future strategies related to these initiatives. For your reference, the categories of these initiatives are repeated below. Additional major strategies dealing with improving the justice and law enforcement system are also noted below. e e e e e e e e e e e Expand Juvenile And Adult Jail Capacity And Provide Related Facilities Maintain And Operate Adult And Juvenile Jail Facilities Implement An Integrated Criminal Justice Information System Develop Regional Centers For Courts Not-Of-Record And/Or Reduce Transports To Justice Of The Peace Courts Implement Differentiated Case Management Eliminate Unnecessary Court Proceedings Consolidate Criminal Divisions To A Common Location Expand Pretrial Release Supervision Enhance Substance Abuse Evaluation And Programming Expand Drug Court Expand Community Based Programs For Juveniles Additional Superior Court (Criminal) Reengineering Initiatives e e e e e e e e e e e e e e e e e e e e e Quad A pilot Morning Calendar re-engineering and re-structuring project Oversight of Case Transfer is ongoing Aggressive backlog reduction efforts Quad Coordinator positions Support plea cut-off dates to coincide with earlier initial pretrial conferences Expand Early Disposition Court (EDC) Utilize settlement conferences Pre-select juries for short Case Transfer trials and evaluate process Eliminate not guilty arraignments Improve presentence report process Bindover efficiency program Expedite mental health screens Y2K LEJIS to CMS conversion Increase/improve statistical and analytical reporting Implement “conflict free” attorney scheduling Develop/refine aged case reports Develop Integrated Criminal Justice Information System (ICJIS) Implement/expand video projects Implement electronic monitoring Review/reevaluate bail matrix. Revised Motion to Continue Process. - 634 - Maricopa County FY 2000-01 Annual Business Strategies Clerk of the Superior Court Strategies e EDM Annual Business Strategy: This strategy is to invest in electronic document management technologies for court and administrative records, to reduce the need for file storage space, improve access to files, and reduce work processing time frames. A consultant has been hired to assist in developing a phased master plan to acquire and implement an electronic document management system in all departments and locations of the Clerk’s Office, and to develop the procurement method and documents to acquire the EDMS and implementation support. In addition to building upon the imaging initiative currently underway in the Probate Department by imaging all paper documents filed with the Superior Court, the EDMS will permit automated routing (workflow) and storage of these electronic images. Most importantly, this system will also provide the back-office automation required to implement electronic filing of Superior Court documents. The objective of the initial RFP is to hire a systems integrator who will develop the project plan to deliver and install the EDMS in its entirety. e Automated Distribution of Minute Entries: This strategy involves automating the distribution of minute entries to parties and agencies, thereby reducing costs associated with the manual, paper copy distribution, and enhancing service with an expedited distribution process. The Minute Entry Electronic Distribution System (MEEDS) has been transitioned into a production system for criminal cases. The system prints copies of minute entries for all endorsees and automatically updates the ACS docket, replacing the manual effort formerly involved. A pilot has been instituted sending copies of minutes electronically to some court departments. After completing the pilot, minutes will be sent electronically to attorneys and parties. The next phase of the system will deploy MEEDS to other case types. In the first quarter of the calendar year 2000, 37% of the 1,253,866 minute entry pages distributed for all case types were done electronically. A similar project has been implemented at the Clerk’s Juvenile Division with delinquency minute entries, in a continued effort of the Office’s Electronic Document Management plan. In the first quarter of the calendar year 2000, 39% of minute entries for these juvenile cases (out of total 485,534 minute entry pages) were done so electronically. Juvenile Court Strategies In addition to initiatives underway related to Proposition 400 (see Business Plan Update section), the following are additional major strategies of Juvenile Court and Probation: e Development and implementation of a family/crisis mediation program to expand community based programs for juveniles e Implementation of school/community based truancy prevention programs e Development of community based work contracts to support the Restitution Fund. - 635 - Maricopa County FY 2000-01 Annual Business Strategies Capital Improvement Projects Strategies Criminal Justice Facilities 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: e e e e 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 The escalation in capital improvement plans that began with the FY 1999-00 Final Budget continues. Projected capital project expenditures for the coming fiscal year total $297,672,452 which represents a 36.7% increase over last year’s capital improvement budget of $217,680,139. 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 roughly twenty-five percent of planned expenditures. Capital improvement projects described in this section of the Business Plan fall into the following categories: e Criminal Justice Facilities $69,618,279 e General Government Projects 60,230,371 e Maricopa County Integrated Health System Projects 18,000,000 e Flood Control District 67,929,802 e Department of Transportation 81,894,000 e FY 1999-00 Budget$297,672,452 e Details concerning specific projects and funding allocations can be found in the Capital Projects section of this document. Real Property Parcel at Durango Site This is approximately 62 acres of land located on the southwest quadrant of the Durango Complex, and is th bordered on the south by Lower Buckeye Road and on the west by 35 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 have been 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 Criminal Justice Facilitie’s projects comprise the largest single share of the capital improvement plan with projections for expenditure of $444,718,279 over the next five years. The greatest majority of jail tax expenditures will be for adult jails and juvenile detention centers. A programming study, based on the Jail Master Plan, was finalized in July 1999. The following projects are listed in the FY 2000-01 CIP: - 636 - Maricopa County FY 2000-01 Annual Business Strategies 4th Avenue Jail This new downtown jail facility will house 1360 pre-trial maximum security inmates. It will be a mid-rise building designed to be architecturally compatible with existing buildings in the area. An underground tunnel will be constructed to connect this facility to the existing tunnel system between Madison Street Jail and First Avenue Jail. Construction will begin early summer CY 2001, and complete by the end of CY 2003. This facility is expected to cost $127,000,000. Jackson Street Garage This design/build pilot project is currently underway. It is expected to accommodate 1800 vehicles, 800 of which are programmed for use of the new 4th Avenue Jail. The Clerk of the Court Service Center will be housed at this site. As such this project is funded from a combination of General Fund and Jail tax revenues. The total cost to the Jail Fund for this project is $11,372,401. A contract has been awarded to D.L. Withers and construction will be completed by May 1, 2001. Lower Buckeye Jail This campus totals 805,000 square feet. It will provide over 1800 beds for maximum, medium, and minimum security, remanded juveniles, a psychiatric unit, and an infirmary. Administrative support offices for jail command and Correctional Health Services are also housed in this facility. This project will additionally provide central services for the entire MCSO system. These services include a food factory, central warehouse, central laundry, video visitation, inmate education, and library. Central Services construction will begin in early CY 2001 and complete by summer CY 2001. Construction of the detention portion of the project will begin late spring, CY 2001 and complete early summer CY 2003. This facility is expected to cost $194,800,000. Estrella Support Building This support structure will provide dining, showers, toilet/lavatories, lockers, medical, religious and visitation services to tent inmates. It will reactivate two dormitories at Estrella Jail, which are currently being used for these purposes. This project began construction March 2000 and is expected to complete September 2000. This project will cost $2,000,000. Juvenile Detention and Courts This project is located at two different sites. The Durango portion includes 220 new detention beds with ancillary support services such as education, visitation, recreation, intake, medical, and administration. A 480 bed residential treatment facility is also part of the project. Durango will additionally house a new 12-court Juvenile Courthouse, with support space for Juvenile Court Administration, Clerk of the Superior Court, County Attorney, Public Defender, and Probation. At the Southeast Facility in Mesa 120 beds will be added, with one courtroom addition, and a parking structure for 400 spaces. Construction for all juvenile projects will complete by late CY 2003. $79,500,000 has been budgeted for these projects. Retherm All new facilities will require some type of food distribution system from the new food factory. Funding is being provided from the Jail Tax to provide adequate loading dock and storage capacity for the delivery system. A budget of $18,700,000 has been established for the retherm. Special Management Units The Special Management Units are part of the 4th Avenue Jail and will provide 144 very high security cells. These cells are designed to protect both MCSO and the inmates housed at this jail. General Government Facilities 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. A total of $7.5 million has been earmarked for this purchase. - 637 - Maricopa County FY 2000-01 Annual Business Strategies Medical Examiner Facility This Forensic Sciences Center will be constructed on Jefferson Street in conjunction with the new Administrative Parking Garage. The Forensic Sciences Center will include both professional and administrative areas and the size has been increased to ensure adequate size to handle the county’s record growth. The design of the structure is being completed by The Stichler Group. Construction is expected to be completed by July 2002 with an estimated total cost of $16,946,338. Clerk of the Court Service Center The location and scope of this project was adjusted by the decision not to purchase an existing site for a Records Storage facility and the change in location for the Forensic Science Center. This Center will be constructed in conjunction with a new parking garage on Jackson Street that will service the 4th Avenue Jail (see Criminal Justice Facilities project descriptions). The Clerk of Superior Court will be located in this garage utilizing the approximately 115,000 square feet of space on first level below grade for record storage and locating their office space either on this same level or on a portion of the first floor. The site is located on the south side of West Jackson Street between Fifth Avenue and Seventh Avenue. The estimated total cost to the General Fund is $15,658,440 with construction slated to be completed by May, 2001. Relocation Of Scottsdale Justice Courts This project was initiated in the Fiscal Year 1999/2000 Capital Improvement Plan in response to the City of Scottsdale notifying the County that the facilities being used for the County’s Scottsdale Justice Court would no longer be available after December 11, 2000. At the time, the proposed remedy was considered temporary and $600,000 was budgeted for one full size courtroom and one hearing room. The project has since expanded and will include renovation of 5,281 square feet of existing facilities and add 7,995 square feet to the Butherus building for a total of 13,275 square ft. The facility will house two full size courtrooms, approximately 1200 square feet each plus administrative areas, two small and one large holding cell areas and a constable’s office. The facility will have a useful life of 10-15 years, be completed in late December 2000, and will serve one precinct at a total cost of $2,600,000. New Administration Building The 2000/01 Fiscal Year Capital Improvement Plan includes $7,851,000 in funding for the completion of land acquisition, design and initiation of construction for the new 500,000 square feet of office space in up to twentyfive stories to be located in the area bounded by Jefferson St., Jackson St., Fifth Ave. and Seventh Ave. The County will consolidate various county departments, some of which occupy costly leased space in various downtown office buildings, into this building. An architectural and project management services contract has been awarded for the project and anticipated occupancy is late summer, FY 2003-04. It is anticipated that Sixth Avenue will be abandoned and that Madison Street will be rerouted to satisfy the site development requirements. The total project cost from conception to completion is estimated to be $96,705,000. This total represents an increase of $32,605,000 from the prior year’s Capital Improvement Plan as a result of new needs identified through additional programming. New Administration Building Parking As part of the proposed new administration building, additional parking will be required. The site for this structure will be shared with the new Medical Examiner Facility, described above. The garage is expected to hold 1,000 cars and will be completed in July 2002. The current budget for this project is $11,314,190. Public Health Facility The public health facility located on Roosevelt is in critical need of updating. Plans for the project include a 150,000 square foot facility be built on the MIHS campus to house Public Health Administration, the Public Health Clinic and Environmental Services along with a 400-car parking facility. The cost of this project is estimated to be $28,000,000 with completion by June 2002. 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, which currently occupies approximately 27,000 square feet at 245 N. Centennial Way, will relocate to this building. Environmental Service offices will also be located here. Through - 638 - Maricopa County FY 2000-01 Annual Business Strategies 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. FMD completed the programming phase this fiscal year, has issued an RFP, and has selected a design team. Funds budgeted in FY 1999-00 will cover design and completion of construction documents, plans review, necessary permitting, and construction bidding and award of construction contract. Construction is scheduled to begin in late FY 2000-01. The total project cost is estimated at $15,60,000. Regional Land Acquisitions The acquisitions under consideration would be in conjunction with potential regional center sites. $8,400,000 has been identified for this purpose. Tempe Co-Located Justice Courts Land was purchased in FY 1999-00 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. The total budget for this project is 10,250,000. 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. A second, similar co-located facility is planned for the northwest area. $12,000,000 has been set aside for each of these projects. Facilities Management Building 401 W. Jefferson This project will result in the reconfiguration of approximately 52,000 square feet of shop and office space to allow for a fire protected records storage area and for changes to the façade of the building that will add 1,400 square feet of office space. Construction is expected to begin in August 2000 and will be complete within 180 days. The project will provide enough space to accommodate personnel and technological changes over the next five years. Early Felony Processing Court Room Space in Jail This project will entail configuring space in the new Jail to accommodate courtrooms for early felony disposition. At this time it has been determined that this is a court processing function and that jail tax funds should not be used. Potential Future Projects in Reserve These projects are listed for planning purposes. No programming has occurred and they are subject to the FRC review process. This list includes: Administration Building Renovation following relocations to the new Administration Building; a multi-purpose facility at the Durango site which will house non justice system departments currently occupying court house space; and the Southeast Regional Complex/Courtroom Buildout. Maricopa Integrated Health System In FY 1999-00 a master plan was completed for MIHS. The plan resulted in two major projects that are included in this year’s CIP. The Comprehensive Health Care Clinic and the first floor of the Maricopa Medical Center will undergo substantial remodeling over the next two years which will cost $40,000,000--$22,000,000 for the clinic and $18,000,000 for the hospital. (It is only by coincidence that these amounts match the estimated expenditures by fiscal year.) These projects will be funded by Certificates of Participation. Comprehensive Health Clinic In FY 2000-01, the second and third floors of the Comprehensive Health Care Clinic, currently used for storage, will be built out to increase and enhance services. Work on these two floors is expected to be complete by April 2001. Some of the services currently located on the first floor will be moved to the second and third floors and the first floor will then undergo remodeling that is expected to continue into FY 2001-02 and is budgeted accordingly. The clinic project will result in the number of exam rooms being increased and existing exam rooms being enlarged. The women’s and the children’s clinics will be enhanced as will the pharmacy. Additional chairs - 639 - Maricopa County FY 2000-01 Annual Business Strategies will be added to the dialysis unit. These improvements are expected to yield a 5 – 10% increase in patients annually over the next five years. Maricopa Medical Center Comprehensive planning and design for the hospital first floor build out will take place in FY 2000-01 with the possibility of work commencing before fiscal year end. In FY 2001-02 the first floor of the Maricopa Medical Center will be reconfigured to accommodate expanded radiology services which includes the acquisition of an MRI. The emergency department will be remodeled and a second angio suite and a digitized radiology system will be added. In addition, the main entrance will be located from the north side of the building to the west side. The existing waiting rooms, none of which have been updated since the hospital was built, will be refurbished. Once these projects are complete, the conditions of the hospital and of the comprehensive health care clinic will be better aligned. These improvements are expected to bring these entities into the competitive market for paying customers. 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. 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 ten to twenty years. The benefits of planning for CIP projects in the north and west portions of the County are: e projects which precede development cost less e projects can be more easily integrated into planned development e 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 e 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 2000-01 Flood Control CIP total $67,929,802. - 640 - Maricopa County FY 2000-01 Annual Business Strategies Department of Transportation The Department Of Transportation’s Transportation Improvement Program (TIP) is the mechanism that translates future plans into tangible benefits for Maricopa County residents during the next five years. The challenge to provide the right transportation system, at the right time and at the right cost for the citizens of Maricopa County in the face of unprecedented growth requires both the vision to identify the most pressing needs and the flexibility to adapt the program annually to those changing needs. In FY 2000-2001 the TIP strategies include: e Focusing on long term needs and solutions through the transportation planning process to enhance the quality of life for Maricopa County residents. e Continuing to build partnership with local agencies to insure the most cost effective use of County funds. e Addressing the immediate needs in the Loop 303 corridor with construction of the Overpass at Grand Avenue and beginning construction to extend Loop 303 to Lake Pleasant Road. e Working with west valley partners to identify the long term needs in the Loop 303 corridor. e Paving 60+ miles of dirt roads over the next three years in response to the Environmental Protection Agency’s mandate to reduce dust pollution. e Improving traveler information by using Intelligent transportation systems technologies for better overall transportation management. Project Selection 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. - 641 - Maricopa County FY 2000-01 Annual Business Strategies 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 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: e Altered transportation needs e Emergencies or other developments that might alter traffic patterns e Right-of-way considerations e Issues surrounding agreements between principal jurisdictions e Environmental or archaeological factors that influence the final design e Changing land use patterns - 642 - Maricopa County FY 2000-01 Annual Business Strategies Projects May Be Accelerated As Favorable Conditions Arise, Such As: e Additional or new funding received by the County (increased revenue, grant sources or partnerships) e Altered transportation needs e Emergencies e Cooperation with other jurisdictions e Changing land use patterns e Recreational use Planned expenditures from the FY 2000-2001 budget for the Transportation TIP total $81,894,000. 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 strategic plans and performance measures through the Managing for Results Project. 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 Community Development provides oversight to Community Development Block Grant (CDBG) activities within the Urban County. The United States Department of Housing and Urban Development (HUD) funds the CDBG. The incorporated and unincorporated communities of the Urban County are not eligible to receive CDBG funding except through the County. Community Development requires these communities to provide in-kind administration effort for the CDBG activities. Community Development has been designated the lead agency for the Maricopa HOME Consortium and, as such, 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 (HUD). The County’s partners are the communities of Chandler, Gilbert, Glendale, Mesa, Peoria, Scottsdale, and Tempe. The Consortium receives approximately $4 million of HUD HOME Program funding annually for the creation of affordable permanent housing for the low to moderate-income population. Without the partnership, the individual members of the Consortium would not be eligible for funding. Administrative tasks and costs are fairly divided among the communities and the lead agency as outlined in the individual Intergovernmental Agreements forming the Consortium. The County receives 4% of each community’s grant for providing overall administration and oversight. Housing The Maricopa County Housing Department takes pride in its ability to operate its programs outside of the General Fund. 100% of Housing’s funds come from HUD grants designated for low-income families to receive rental assistance. The Department has reached most performance goals under HUD’s rating systems and now must concentrate on increasing the affordable housing inventory Countywide. The department will be constructing 120 apartments in Avondale next year with the approval of Low Income Housing Tax Credits from the State Department of Commerce. This will replace forty public housing units that were demolished in 1999. The unit mix will include elderly and large families with amenities including a day care center on site, volleyball courts, and a pool. First-time homeownership opportunities will also be targeted from our existing inventory of single-family homes. The next year promises to be full of activity as the Department looks into creating a Housing Board to deal with the myriad of housing issues affecting this rapid-growth County. In addition, modernization efforts will continue at each of our public housing sites bringing them closer to market in terms of management, amenities offered and - 643 - Maricopa County FY 2000-01 Annual Business Strategies maintenance. The Department will continue looking for better ways to serve our customers via surveys and afteruse evaluations. Library District The Library District continues to meet its mission of serving the unserved and underserved in Maricopa County by directly providing services and by partnering with local communities. Currently, the District is working with two communities that are constructing new buildings for the District to operate. The Guadalupe Branch will be moving into a new shared facility in August of 2000, and the new Fountain Hills Branch facility will be ready for occupancy in March 2001. Renovations at the North Central Regional Library are underway and, when finished, will provide a more functional and efficient building which will complement the reduced staffing levels, while providing better access to our customers. Discussions are continuing on a possible new joint-use facility in Aguila and negotiations are still underway for the proposed new Northwest Regional Library in Surprise. In all of these cases, except the North Central Regional Library, the communities are constructing the new buildings to house libraries that will be operated by the Library District. Plans are also underway for a facility in Anthem, to be built by Del Webb, and for a Southwest Regional Library in the Avondale/Goodyear area. Use of the District continues to increase with over 2 million items being loaned in the current year, and over 3.5 million hits per month on our web page. We expect circulation and home page usage to continue their current upward trend. A new Library District Home Page will be on line by September 2000. Youth Services has been one of the strongest activities the District supports with our participation in the first County-wide Summer Reading Program and September 2000 “OZ Festival” celebrating the 100th anniversary of the publication of “The Wizard of Oz.” Installation of additional public access computers both for access to the District’s expanding electronic resources and the Internet will continue with the goal of one computer per 750 sq. ft. The District will be offering books in electronic format for our customers and e-books in a hand-held reader format. 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 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 serves in a position of trust to protect Maricopa County citizens in need of guardianship, conservatorship, and decedent services. The 33 staff members of the Public Fiduciary’s Office have over 400 years of combined experience. 20 staff members are certified by the Arizona Fiduciary Certification Program and 13 staff members are certified by the National Guardianship Foundation. The office provides a spectrum of mandated services that includes asset management, guardian services, legal coordination, investigations, and burial services. The office frequently assists the court in recovery actions involving financial exploitation of vulnerable adults. The office productivity continued to improve in the last year. Revenue collection increased 15%. The timeliness in court filings was 97.55% with an error rate of less than 1%. The office has been progressive with the use of imaging and most of its internal functions are online. The gainsharing program has resulted in increased revenues of $254,000 in the last two years. The overall customer satisfaction rating for the office exceeds 92%. Stadium District The Stadium District continues to increase revenue through a wide diversity of District Events. Revenue generated from these events is currently in excess of half a million dollars per year. The Stadium District has one - 644 - Maricopa County FY 2000-01 Annual Business Strategies of the highest revenue deals with the lowest maintenance and repair obligations of any stadium in the nation. The Stadium District continues to enhance and promote Cactus League Spring Training in Maricopa County through prudent Debt Service Management and fiscal resource support. Planning and Development The Planning Department continues its mission as the lead agency in the recently implemented One Stop Shop program. The department has been very active by relocating to a larger facility, employing a new permitting system and increasing staff to provide increased service to our customers. The department continues to strive to meet permit review time goals of 1-2 weeks and is well on its way by increasing staff and implementing formal training procedures. The state legislature has also been keeping the Planning and Development Department busy with the passing of Growing Smarter Plus legislation. The department will be implementing the new state requirements this upcoming year as well as apprising the Board of Supervisors of the many statutes they may wish to implement from a land use perspective. Community Health Strategies Maricopa County is responsible, under State law, to carry out several functions relating to the health of people who live in Maricopa County. The County is mandated to maintain a database of several health measures (such as births and deaths), 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, including the Animal Control, Correctional Health, Environmental Services, Human Services, Medical Examiner, Maricopa Integrated Health System, and Public Health Departments. Together, these organizations provide: e Primary preventive services such as HeadStart, HIV prevention, and control of animals. e Ambulatory care for special medical needs, such as tuberculosis control. e Determination and tracking of disease, birth and death data such as birth records and determinations of causes of death. e Primary care for special populations, such as medical care for the homeless and inmates. e Primary, secondary, and tertiary medical care for the medically indigent. e Long term nursing home care for populations unable to pay for the service. These functions and their relationships are shown below. - 645 - Maricopa County FY 2000-01 Annual Business Strategies Maricopa County Community Health Services Model Agency Inputs Public Health, Environmental, Animal Control Maricopa Medical Center, Maricopa Integrated Health System, Correctional Health, Arizona Long Term Care System Public Health, Human Services Maricopa County Population 3.0 Million Prevention Primary Care Emergency Services Secondary Care Tertiary Care Long Term Care Home Care Risks The risks facing Maricopa County in the next decade fall into two distinct categories. First, problems directly associated with population growth and density are expected to increase. Second, Maricopa County is at risk from both natural and man-made disasters. 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 their 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 and food borne illness). People come to Maricopa County 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 5th busiest airport 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 trucks crushing scores of cars resulting in large scale injury and death, 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. - 646 - Maricopa County FY 2000-01 Annual Business Strategies In the realm of man-made disasters, nothing is as frightening as organized terrorism: chemical, nuclear, or biologic. Phoenix and Maricopa County could be targets. The most difficult terrorist attack to manage may be that of a bio-terrorist 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 the problem and intervene as quickly as possible is the prime goal for the Community Health System. 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. The Health and Human Services System The Health and Human Services Collaboration group, made up of the Departments of Public Health, Environmental Services, Correctional Health Services, 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 health and human service agencies collaborate to solve common problems. For example, Public Health and Environmental Services 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. All of the members of the Health and Human Services Constellation, working with common populations and communities, will expand early childhood education opportunities, expand the health education and prevention programs and study ways to increase job development and training in health fields. Maricopa County is growing rapidly, increasing its population by nearly 80,000 people annually. The Community Health System whose mission is to meet the diverse needs of the County population is 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 that must be investigated by the Medical Examiner and the number of prisoners who must be housed, fed, and provided health care and preventive services. 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. This document is available on the Maricopa County Department of Public Health website. 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, including 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. This effort was successful, as no cases have been reported since 1999. The Hepatitis A epidemic of 1997-98 has now abated and is being controlled through implementation of a public health rule that requires children to be vaccinated prior to entering day care. The fiscal year budgets of 2000 and 2001 have added resources from Federal, State and local sources to deal with these health problems. 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 the behaviors that 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. - 647 - Maricopa County FY 2000-01 Annual Business Strategies 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, including 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 the 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 expand, but, with the expansion of pet adoption shelters in new communities, the rate of euthanasia (which is now 18 per 1000) will decline toward the five year goal of 10 per 1000. An expansion of dog bite prevention programs, animal adoption programs and programs to reduce animal abuse are all part of the Community Health System future. Regional dog pounds are being developed in collaboration with the private sector. To pay for the expansion and regionalization of all the programs within the Community Health System, the departments will expand their ability to charge fees for the specific services they provide. Public Health, Environmental Services, Animal Control, and the Medical Examiner all charge fees, and are considering reevaluation of current fee levels. Animal Control Promote and protect the health and safety of pets and people in Maricopa County by: e e e e 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 Correctional Health Correctional Health Services provides health care to inmates and detainees in the Maricopa County Sheriff’s Office and Juvenile Probation Office detention facilities consistent with State and Federal law. Provision of these services sustains the patient’s general level of health while in the correctional facility, reduces the risk of adverse patient outcomes while incarcerated and contributes to the common health and well being when the inmate returns to the community. Strategically, the Department’s focus is on the following areas: e Providing quality health care in compliance with licensure and accreditation standards e Delivering timely, efficient, cost-effective health care e Increasing continuity of care with community agencies, with an emphasis on patients with communicable diseases and chronic conditions e Building patient self-sufficiency through patient education, again emphasizing patients with communicable diseases and chronic conditions Environmental Services Protect and improve quality of life through responsive and effective environmental management by: e e e e Insuring that food in eating and drinking establishments are 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 - 648 - Maricopa County FY 2000-01 Annual Business Strategies e Preventing vector borne diseases through insect and rodent eradication e Enforcing general sanitation requirements at public establishments Human Services Help individuals, children, and families enhance their economic, social and physical well being by: e 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 e Increasing access to employment, medical and social services for low-income, elderly and disabled individuals e Providing employers with a qualified and professional workforce e Assisting job seekers with employment and career planning by providing resources, educational courses and the programs they require to obtain employment e Providing comprehensive educational, health and social services to low-income children (ages 0-5) and their families e Enhancing parenting skills and increasing parental involvement in children’s 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: e Completing postmortem examinations and, when applicable, collecting evidence, conducting toxicology analyses, examining microscopic slides of the tissues, obtaining medical histories, and other forensic and pathology methods to make a determination as to the cause and manner of death e Producing a report of the findings e Providing expert testimony in legal proceedings e Gathering data and reporting public health and safety risks to appropriate agencies e Authorizing the cremation of remains Public Health Promote, preserve and protect the health of people and communities by: e Investigating infectious disease reports, including those for food borne illnesses (e.g. salmonella) and contagious diseases (e.g. measles) e Reduce the proportion of unvaccinated children by increasing the number of immunizations at Public Health clinics and in the private sector e Enrolling homeless persons in AHCCCS to help address the problems of homelessness e Increasing food drafts received by women, infants, children and elderly e Developing Phase III of the Health & Human Services Emergency Response Plan e Reducing teen smoking by reaching new students with tobacco prevention and cessation programs e Reducing childhood trauma by distributing car seats and bicycle helmets to parents of young children e Eliminating crowding at Public Health facilities by expanding to new facilities in diverse communities - 649 - Maricopa County FY 2000-01 Annual Business Strategies Maricopa Integrated Health System Strategies FY 2000-01 Strategic Management Plan Summary Caring for the community is the mission of Maricopa Integrated Health System (MIHS), which continues to evolve in order to provide a full spectrum of high quality, wellness oriented healthcare in an organized, cost sensitive and customer oriented academic environment. MIHS prides itself as the health care safety net for citizens of Maricopa County providing care through its integrated network consisting of Maricopa Medical Center, 13 Family Health Centers, and multiple Health Plans. MIHS is also recognized as a community leader for its special care areas including: the Arizona Burn Center, Level I Trauma and Emergency Center, Pediatric Intensive Care and Newborn Intensive Care units. MIHS continues to demonstrate growth and financial viability. Since January 1997, MIHS has successfully recovered from a tremendous operating deficit and is now a profitable health system. This strategic plan for fiscal year 01 has been set forth to achieve new standards in service line development and enhancement; governance; quality; revenue growth through special funding sources; academic training; employee satisfaction; and customer service. This executive summary is an overview of the essential strategies to achieve these goals. Service Line Development and Enhancement Several service lines have been targeted for development and/or enhancement during fiscal year 01. Successful completion of the plans that support each service line will improve services to the community and will strengthen the System’s position as a leading provider of health services in Maricopa County. e Enhancing geriatric care services will differentiate Maricopa Integrated Health System from other community providers. MIHS is working aggressively to attract and retain membership in Maricopa Long Term Care Plan, increase Medicare +Choice membership in our Maricopa Senior Select Plan, and grow traditional Medicare business. e Over 60 percent of patients served through MIHS are women and children. Efforts continue to enhance wellness-oriented services to improve the health status of women and children, to increase growth in health plan enrollment, and to increase patient service volume. e Enhancements to MIHS’ Psychiatric/Behavioral Health product line, to include facility and service site initiatives, evaluation of new business opportunities and/or expansion of existing services, and review of reimbursement issues relative to psychiatric service lines will strengthen MIHS’ role as a provider of behavioral health services within Maricopa County. e Continued enhancement and development of community based ambulatory care services are critical to meet the needs of MIHS’ women’s, children’s and geriatric populations throughout Maricopa County. Comprehensive plans to evolve ambulatory care through facility renovation and expansion, customer service enhancements and provider network design are essential to the future success of MIHS. Governance MIHS continues to assess governance structuring options that will serve to provide opportunities to strengthen the performance of the Enterprise while ensuring the County’s fiscal stability. Quality MIHS’ 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. Revenue Growth Through Special Funding Sources MIHS will establish vehicles that are closely aligned with MIHS’ Mission, Vision and Values to generate alternative funding to support MIHS initiatives by drawing upon new and enhanced relationships with closely aligned Foundations, expanding grant seeking activity within MIHS and pursuing attractive revenue contracts with 3rd party managed care/commercial payers. - 650 - Maricopa County FY 2000-01 Annual Business Strategies Academic Training MIHS continues to evolve its Residency Training Programs and build upon its reputation as a leader in the training of future medical providers with continued emphasis on the recruitment of top rated residents and faculty, accentuated participation in clinical research, and broad and aggressive promotion of the System, its Faculty and its Training Program. Employee Satisfaction Recruitment and retention of employees is an essential success factor in today’s competitive environment. We will continue to position ourselves as the community’s health care system “workplace of choice” by offering competitive wages, training, benefits and career growth. 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.” Employee and Human Resources Strategies As Maricopa County continues its Managing for Results culture and initiatives Human Resources must redefine itself as a strategic and value-added partner. The first step is in clarifying the customer and the strategic business. This has been done in the new expression of mission: The mission of the Maricopa County Human Resources Department is to provide leadership and human resources systems and programs to officials, departments and agencies so they can achieve their business results. As department's human resources needs are redefined through their participation in Managing for Results, there will be fewer demands for transactional processing and greater demands for expert consulting. Changes in case law will increase exposure to liability and will likely cause greater demand for more sophisticated internal investigations and a greater demand for preventative education. The organization will require rethinking and redesign of the policies, procedures, programs and tools needed to fully integrate Managing for Results. Accurate data and information must be available to measure business results. In addition cost effective and paperless workflow solutions must be implemented. Continuing changes in the workforce and the County's business environment will make it increasingly challenging to offer a comprehensive and competitive compensation package. In order to face these issues, Human Resources has identified three strategic goals. By June 2002, internal customers will report that HR services and delivery methods have been redefined and redesigned so that they meet the emerging business needs of the department. By 2003, HR will have implemented a responsive, flexible and competitive total compensation and benefits program, managed within available resources, to reduce the number of employees leaving voluntarily. By 2003, the Human Resources Department will demonstrate corporate leadership through performance consulting and innovative transactional support. - 651 - Maricopa County FY 2000-01 Annual Business Strategies Legislative Strategies The county legislative development process is currently 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 2001 First Regular Session of the Arizona Legislature. Research, meetings and coalition-building efforts will take place throughout the late summer and fall of 2000. The Board of Supervisors will then consider and approve a finalized 2001 legislative agenda. Legislative sponsorship will be sought for pre-filing of bills during November and December 2000. The Board has already identified several major legislative priorities for next session relating to counties’ mandated health care responsibilities and further improving the operation of the county hospital. Legislatively, the provision of health care and the associated escalating costs continue to be a major area of focus for the Maricopa County Board of Supervisors. The First Regular Session of the 45th Legislature opens on Monday, January 8, 2001. Term limit provisions will have kicked in for the first time since being passed by voters, and many brand-new members will be present. Many veteran and experienced legislators will be gone, or crossing the mall to the other legislative chamber, if they gain reelection. All leadership positions in both the House and Senate are being vigorously contested. A very important task for Maricopa County will be the education of new members and even existing members who continue to demonstrate a lack of familiarity with county issues and responsibilities. Our relationship with the State Legislature is an extremely important one, and our successes or failures there can make a great deal of difference in how well the County can serve and respond to the needs of its citizens. - 652 - Maricopa County FY 2000-01 Annual Business Strategies ATTACHMENTS Policy Guidelines for the Development of the FY 2000-01 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 Funded Position Policy. Maricopa County has begun moving to a performance-based budgeting process. For the FY 2000-01 budget development cycle, all appointed, elected and Judicial Branch departments will identify quantitative measures of input, activity, and outcomes. Consistent with the County’s “broad-band” compensation plan, additional funding for FY 2000-01 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. 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 performance based outcomes. Budget issue requests will be reviewed on a limited basis, with only the highest priorities recommended. Primary consideration will be given to: e mandated health care; e County infrastructure programs focusing on the expansion and replacement of buildings and technology; e criminal justice issues, including new or enhanced programs that reduce over-crowding in jail and juvenile detention facilities; e funding the final phases for identified market adjustments where attrition rates are still above local standards. 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. 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. - 653 - Maricopa County FY 2000-01 Annual Business Strategies 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 1999-00 budgets, with the following adjustments: e The annualized cost of FY 1999-00 approved budget issues. e Net increases in operating costs for new capital facilities, and other additions to County maintained facilities. e The annualized cost of any other items approved by the board that have a budget impact in future years. e Adjustments to reflect paid hours. OMB may adjust budget targets at any time during the budget development process prior to the Board's adoption of the Tentative Budget. Base budgets must be submitted within target. Additional funding requests must be submitted as budget issues and include quantitative measures that will provide significant outcomes. In order to insure the County keeps spending within the Constitutional expenditure limit over the long term, budget issue requests that total 10% or more above a department’s target budget will require the approval of the Deputy County Administrator before submission. If budget requests do not meet this requirement, they will be returned unanalyzed and the target budget recommended to the Board of Supervisors. 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 2000-01 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. - 654 - Maricopa County FY 2000-01 Annual Business Strategies Capital Improvements Project: OMB and departments will develop a five-year Capital Improvement Program for review and approval by the Board of Supervisors in accordance with the Capital Improvement Program Policy. 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 30, 1999. Internal service costs will be released to departments on January 14, 2000. All internal charges will be based strictly on recovery of actual costs for providing services or sharing use of equipment or facilities. Allocation of costs between funds for shared use of buildings or equipment will be determined consistent with the Central Service Cost Allocation plan prepared by the Department of Finance. 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 2000-01 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. - 655 - Maricopa County FY 2000-01 Annual Business Strategies Budget Calendar 1999 November 29 BOS adoption of FY 2000-2001 Budget Development Guidelines December 30 Internal Service Cost Estimates Due 2000 January 10 Budget Kick-off (Targets distributed) January 10 –14 FY 2000-2001 Budget System Training January 14 Internal Service Costs Released February 14 Departmental Budgets are due back to OMB February 14 - March 26 OMB reviews Departmental Budgets March 13 - 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 3 Elected Official/Judicial Branch Budget Presentations to BOS April 10 - May 14 OMB consolidates Departmental Budgets May 15 CAO Presents FY 2000-2001 Budget to Board of Supervisors May 22 Board Adopts FY 2000-2001 Tentative Budget June 5 - June 16 Public Hearings held in Supervisory Districts, as requested June 22 Final Adoption of FY 2000-2001 Budget August 21 Board of Supervisors sets Tax Rate - 656 - Maricopa County FY 2000-01 Annual Business Strategies 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. 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. 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. - 657 - Maricopa County FY 2000-01 Annual Business Strategies 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. - 658 - Maricopa County FY 2000-01 Annual Business Strategies Funded Positions Policy Introduction The Funded Position Policy is designed to provide departments with the guidelines established for requesting new positions and to ensure that all current positions remain fully budgeted throughout the fiscal year. Any position, either filled or vacant, that becomes underfunded or unfunded must be fully funded or deleted. Definitions e Budgeted Position: A position that is specifically budgeted within a department’s lump sum by position number, title code, full time equivalent, and pay grade. Positions must be budgeted for at least the salary of the employee that fills the position. e Full Time Equivalent (FTE): The full-time percentage of a particular position, with a value greater than zero but no more than 1.00. e 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. e Payroll Liability The salary, benefits, payoff of accrued vacations and compensatory time, and career center expenses. e Underfunded Position: A position for which a department has 1% to 99% of the funding required for the position budgeted. e Unfunded Position: A position included in a budget that is not funded. New Position Establishment Policy Guidelines In order to create a new position, departments must submit a request to the Office of Management and Budget (OMB) on an official form that includes the following information: Job code and working 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, a component transfer or lump sum adjustment form should be included as part of the package sent to OMB for approval. Approval by the County Administrative Officer (CAO) of the component transfer will also be needed. The department director, elected official, or chief deputy to an elected official must sign all new position requests. e e e e e Requests are to be sent 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. OMB will not approve new positions unless their full-annualized cost can be supported within the department’s lump sum budget or the Board of Supervisors has approved other funding. OMB will also verify that the request complies with established policies and priorities of the Board of Supervisors. If approved, the Budget Manager or the appropriate Budget Coordinator will sign the request. 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 Deputy County Administrator prior to creation. Once a position number has been assigned, Human Resources will enter the request into the HRMS database. Copies of the request will be forwarded to the department budget and HR liaisons. - 659 - Maricopa County FY 2000-01 Annual Business Strategies 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. Position Funding Policy Guidelines 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. 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. 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). OMB and the departments will delete, from all databases, 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. 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. 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. If, during the fiscal year, additional funding becomes available that may be spent on personnel, departments can establish new positions via this policy. - 660 - Maricopa County FY 2000-01 Annual Business Strategies Managing For Results Policy PURPOSE This policy establishes a framework that integrates planning, budgeting, reporting, evaluating and decision making for all Maricopa County departments and agencies. This framework is called Managing for Results; a management system that establishes the requirements to fulfill the County’s Mission and Vision of accountability to its citizens. This policy is promulgated as part of the annual County budget process under the authority of the Board of Supervisors. DEFINITIONS Managing for Results System – Managing for Results means that an entire organization, its management system, its employees and the organizational culture (beliefs, behavior and language) are focused on achieving results for the customer. Managing for Results provides direction for making good business decisions based on performance, and makes departments/agencies accountable for results. Strategic Plan – A Strategic Plan sets forth the mission, strategic goals, performance measurements for a department, agency and the County. A Strategic Plan provides information to department/agency staff, corporate decision makers, the Board of Supervisors and the public about how the department/agency is organized to deliver results and what results the department/agency is accountable for achieving. It also provides the opportunity for all County employees to see how they contribute at all levels in the organization. Managing for Results Resource Guide – This guide describes Maricopa County’s strategic planning process, and how to develop and implement a plan. The Resource Guide is available to all County employees. Department/Agency – This includes appointed departments, offices, elected departments, special districts and the judicial branch. GENERAL POLICY All Maricopa County departments/agencies will participate in the Maricopa County Managing for Results system and shall comply with this policy. GENERAL REQUIREMENTS Planning for Results e Each department/agency will develop and submit to the Office of Management and Budget a department/agency strategic plan as part of the budget process. e All strategic plans will be developed and presented to the Office of Management and Budget in required format as outlined in the Managing for Results Resource Guide. All strategic plans will be submitted according to the annual budget calendar. e All managers will work with assigned employees to establish performance plans that align with department/agency strategic plans. Performance plans will be developed in accordance with Performance Management policy #A1802. e The County Administrative Officer will develop and present to the Board of Supervisors a Countywide strategic plan, which contains strategic priorities and key result measures. Budgeting for Results e The Office of Management and Budget and the Department of Finance will develop and maintain a financial structure aligned with the Managing for Results system. - 661 - Maricopa County FY 2000-01 Annual Business Strategies e The Board of Supervisors directs the Office of Management and Budget to review department/agency strategic plans and performance measures as a basis for making funding recommendations. Reporting Results e Departments/Agencies will report quarterly to the Office of Management and Budget on their family of measures for budget and planning purposes according to the annual budget calendar. e The Office of Management and Budget will prepare and distribute a summary of measures. Evaluating Results e Internal Audit will review and report on strategic plans and performance measures. Decision Making and Accountability e The Board of Supervisors directs all Management to use performance information to manage activities effectively and efficiently. e Management will consider performance information in making policy and program decisions. - 662 - Maricopa County FY 2000-01 Annual Business Strategies Reserve and Tax Reduction Policy (Revised 5/2000) A. Introduction The purpose of this policy is to provide for long-term financial stability and low, sustainable tax rates through responsible use of non-recurring resources, appropriate and minimal use of debt, and maintenance of reserve funds. Adherence to the policy will insure that Maricopa County maintains recurring revenue streams sufficient to support ongoing spending requirements. Adequate reserves will allow the County to maintain services during economic downturns without drastic expenditure reductions or tax increases while longer-term budgetary adjustments are put in place. Further, this policy sets budgetary and financial guidelines regarding the reduction of taxes. The Reserve and Tax Reduction Policy demonstrates a commitment to the maintenance and, when possible, reduction of tax rates while ensuring that Maricopa County remains financially stable and accountable to the citizens. B. Definitions Fund Balance: The difference between fund assets and fund liabilities. C. Reserve Policy Guidelines 1. The Board of Supervisors will maintain reserve fund balances in the General Fund, and in other funds as appropriate. Reserves will be designated for elimination of cash flow borrowing in the General Fund and in other funds as necessary. 2. Unreserved beginning fund balances will be estimated and included in the annual budget; such expenditures will be designated in the budget as appropriated fund balance. Fund balances may be appropriated for the following specific uses: e Acquisition of fixed assets. e Retirement of outstanding debt. e Fiscal stabilization by offsetting operating revenue shortfalls due to economic downturns, so long as adjustments are made to restore the structural balance of the budget within one to two fiscal years. 3. As an alternative method of acquiring assets, estimated fund balances may be reserved for repayment of debt used to build or acquire capital improvements. This method of financing will set aside fund balances that will fully or partially cover the outstanding debt, while maintaining additional cash reserves. As a guideline, no less than 25% of the outstanding debt principal must be held in reserve, or the capital acquisition must result in operating savings, such as building leases, that offset the ongoing debt service expenditures. The Board may consider exemptions to this guideline if there is a strong business justification for doing so. 4. Proceeds from the sale of real property will be reserved for capital improvements or to repay debt used to finance capital improvements, so long as future liabilities associated with the property, including environmental clean-up, have been met. 5. Use of fund balances must be consistent with the Tax Reduction Policy Guidelines, as outlined. - 663 - Maricopa County FY 2000-01 Annual Business Strategies Reserve and Tax Reduction Policy Revised 5/2000 (Continued) D. Tax Reduction Policy Guidelines 1. Unless otherwise required by law, the Board of Supervisors/Board of Directors will strive to maintain the combined primary, debt service, Library District, and Flood Control District property tax rates at current or lower levels. 2. The Board of Supervisors/Board of Directors may reduce property tax rates under the following conditions: e The tax reduction is sustainable for the foreseeable future according to reasonable and conservative forecasts. e The budget is currently structurally balanced, e.g., recurring revenue exceeds recurring expenditures and will remain so into the future according to reasonable and conservative forecasts. e Fund balance reserves are sufficient to eliminate cash-flow borrowing and unexpected economic changes. e Fund balances have been appropriated or reserved for repayment of outstanding debt. Necessary capital expenditures are appropriated from fund balance, or supported by debt that is backed by reserved fund balances - 664 - Maricopa County FY 2000-01 Annual Business Strategies Cashflow and General Fund Minimum Fund Balance Memo TOM MANOS Financial Resources Management 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. 1) 2) 3) 4) 5) 6) 7) 8) 9) 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 • • • Increase the $39.2 million 1 st quarter 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 short-term 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 - 665 - Maricopa County FY 2000-01 Annual Business Strategies General Fund - Financial Status by Object FY 1999 Through March 31 July August September October November December January February March Actual Actual Actual Actual Actual Actual Actual Actual Actual 107517592 Beginning Fund Balance $ 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) $ 109,381,982 1,864,390 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 41,084,723 (4,349,686) 56,450,534 - 666 - 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 FY 2000-01 Annual Business Strategies 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. - 667 - Maricopa County FY 2000-01 Annual Business Strategies 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. - 668 - Maricopa County FY 2000-01 Annual Business Strategies 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: e 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. e 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. - 669 - Maricopa County FY 2000-01 Annual Business Strategies e 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. e 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. - 670 - Maricopa County FY 2000-01 Annual Business Strategies 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. - 671 - Maricopa County FY 2000-01 Annual Business Strategies For General Fund departmentse 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. e 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 departmentse 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 . e 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. e 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. e The above accounting strings are subject to change by the Department of Finance, and departments will be notified as necessary. e 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. - 672 - Maricopa County FY 2000-01 Annual Business Strategies 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: e e e e e e e e Real Estate Taxes collected in the Treasurer's Department Anticipated Grants from outside sources State Shared Revenue - Sales Tax from the State State Shared Revenue - Auto Lieu from the State Cable TV Application Fees for franchise agreements with the County Environmental Cleanup - Special Revenue Fund Liquor Licenses fees 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 e e e e e e e e Contingencies Interest Expense Other General Fund Programs (Such As Tuition Reimbursement, Technology Issues, Justice Coordination, ISF’s, Etc.) Shared County Costs, which include Taxes and Assessments Memberships Environmental Cleanup Capital Improvement Project Expenses, which include e Major Maintenance e ADA Projects Legal Expenses, which include e Tax Appeal Cases e Judgements e Legal Professional Services e Indigent Representation Cost (Such As: Dependency, Rule 11, Etc.) - 673 - Maricopa County FY 2000-01 Annual Business Strategies One-Time Accumulated Fund Balance Expenditures, which include e Major Capital Outlay and Improvements e Technology Related Expenses Other Programs/Departments, which include e Burial of Indigents e Other Non-Profit Support e Accommodation Schools Support e 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. - 674 - Maricopa County FY 2000-01 Annual Business Strategies 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 e The department, working with Equipment Services, prepares a needs assessment to determine which vehicles require replacement for upcoming fiscal years. e Vehicle replacement will be funded only for the current equivalent equipment class, make, model and equipment extras. e 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. e 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. e Possible cost overruns will not be charged to the department. These will be absorbed by the vehicle replacement budget. e 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: e 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. e 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. e 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. e 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. - 675 - Maricopa County FY 2000-01 Annual Business Strategies 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 GRAZING 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 610 610 610 610 610 610 610 610 610 610 610 610 610 610 610 610 610 610 610 610 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 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 TEMPORARY USE PERMIT PLANNING VARIANCE PERMIT PUBLIC HEALTH ENG PERMIT TRUCK PERMIT-HIGHWAY USE COUNTY RIGHT OF WAY USE OTHER LICENSES & PERMITS CREMATION PERMITS ZONING CLEARANCE REVIEW FEES 615 615 615 615 0 1 2 3 GRANTS FEDERAL GRANTS STATE GRANTS OTHER GRANTS - 676 - Maricopa County FY 2000-01 Annual Business Strategies Chart Of Accounts (Continued) Chart of Accounts - Revenue 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 - 677 - Maricopa County FY 2000-01 Annual Business Strategies Chart Of Accounts (Continued) Chart of Accounts - Revenue Object Sub-Object Description 635 635 635 635 635 635 635 635 635 635 635 635 635 635 635 635 0 36 37 38 39 40 41 42 43 44 45 46 47 49 50 51 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 CRIMINAL BACKGROUND CHECK FEE PHOTO & FINGERPRINT FEE 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 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 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) - 678 - Maricopa County FY 2000-01 Annual Business Strategies Chart Of Accounts (Continued) Chart of Accounts - Revenue Object Sub-Object Description 640 640 640 640 640 640 640 640 640 640 640 640 0 17 18 19 20 21 22 23 24 25 26 27 PATIENT CHARGES MI-PH DENTAL(AHCCCS-MHP) 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 - 679 - Maricopa County FY 2000-01 Annual Business Strategies 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 - 680 - Maricopa County FY 2000-01 Annual Business Strategies Chart Of Accounts (Continued) Chart of Accounts - Revenue 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 680 680 0 1 TRANSFERS IN FROM OTHER FUNDS CENTRAL SERVICES COST ALLOCATION - 681 - Maricopa County FY 2000-01 Annual Business Strategies Chart Of Accounts (Continued) Chart of Accounts - Expenditures 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 SHIFT DIFFERENTIAL HAZARDOUS DUTY PAY WEEKEND PREMIUM STANDBY PAY OVERTIME OVERTIME – PAID HOLIDAY ELECTION TRAINING PRECINCT PAY REGULAR ELECTION PAY PERFORMANCE INCENTIVE AWARD MEDICAL INSURANCE WAIVER 750 750 750 750 750 750 750 750 750 750 750 750 0 0A 0B 1 2 3 4 5 6 7 9 10 FRINGE BENEFITS FRINGE BENEFITS (PERM EMPLOYEES) FRINGE BENEFITS (TEMP EMPOLYEES) FICA MEDICARE TAX ELECTED OFFICIALS RETIREMENT CORRECTIONS OFFICERS RETIREMNT PUBLIC SAFETY RETIREMENT STATE RETIREMENT PLAN STATE RETIREMENT SYSTEM DENTAL PLAN NATIONAL DENTAL - 682 - Maricopa County FY 2000-01 Annual Business Strategies 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 DELTA 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 RETIREMENT 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 - 683 - Maricopa County FY 2000-01 Annual Business Strategies Chart Of Accounts (Continued) Chart of Accounts - Expenditures Object Sub-Object Description 801 801 801 801 801 801 801 801 801 801 801 801 801 801 801 801 801 0 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 99 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 PROCUREMENT CARD 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 0 1 2 3 4 5 6 7 CONTRACTUAL SERVICES - EXTERNAL ACCOUNTING & AUDITING ACTUARIAL ADMINISTRATIVE SERVICES HSA ALLOCATION ARCHITECTURAL APPRAISAL SERVICES CONSULTING & MANAGEMENT - 684 - Maricopa County FY 2000-01 Annual Business Strategies Chart Of Accounts (Continued) Chart of Accounts - Expenditures Object Sub-Object Description 805 805 8 9 COURIER SERVICES BROKER FEES 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 0 6 7 23 24 25 26 27 28 29 30 31 33 34 35 37 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 - 685 - Maricopa County FY 2000-01 Annual Business Strategies Chart Of Accounts (Continued) Chart of Accounts - Expenditures Object Sub-Object Description 807 40 PRIMARY CARE SERVICES 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 - 686 - Maricopa County FY 2000-01 Annual Business Strategies 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 GP-PROPERTY CLAIMS GP-MEDICAL MALPRACTICE 813 813 813 813 813 0 2 3 6 19 DAMAGES PAID DP-AUTO LIABILITY DP-ENVIRONMENTAL LIABILITY DP-GENERAL LIABILITY 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 - 687 - Maricopa County FY 2000-01 Annual Business Strategies Chart Of Accounts (Continued) Chart of Accounts - Expenditures Object Sub-Object Description 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 SIGHTCARE 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 - 688 - Maricopa County FY 2000-01 Annual Business Strategies 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 831 0 COST ALLOCATION 832 0 COUNTY COUNSEL 833 0 EMPLOYEE BENEFITS ADMINISTRATION 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 - 689 - Maricopa County FY 2000-01 Annual Business Strategies Chart Of Accounts (Continued) Chart of Accounts - Expenditures 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 845 845 845 845 845 845 845 845 845 845 845 845 845 845 845 845 845 845 845 845 845 845 845 845 0 1 2 5 6 7 9 10 13 14 15 16 20 21 22 23 24 25 26 27 28 29 30 31 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 JTPA – FINANCIAL ASST. (NBP/NRP) RESPITE CARE ATTENDANT CARE INTERMED NURSING HOMES OTHER NURSING HOMES NURSING HOME-CO INS SKILLED NURSING HOMES HOSPICE CARE TRANSPORTATION/AMBULANCE - 690 - Maricopa County FY 2000-01 Annual Business Strategies Chart Of Accounts (Continued) Chart of Accounts - Expenditures Object Sub-Object Description 847 847 847 0 11 18 MEDICAL CARE OTHER NURSING HOMES HOSPICE CARE 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 860 860 860 860 860 860 860 860 860 860 0 1 2 3 4 5 7 8 9 10 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 OTHER MISCELLANEOUS EXPENSES - 691 - Maricopa County FY 2000-01 Annual Business Strategies Chart Of Accounts (Continued) Chart of Accounts - Expenditures Object Sub-Object Description 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 0 2 4 5 7 OTHER ADJUSTMENTS ITEM FOR RESALE ITEM FOR INVENTORY INTGOVT HOLDING ACCOUNT MEMO REVENUE W/A 872 0 S S INTER-FUND CREDIT (NEG) 873 0 S S INTER-FUND CHARGES 874 874 0 1 OTHER NEGATIVE ADJUSTMENTS CASH FLOW RESERVES-NEGATIVE 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 890 0 NON CAPITAL EQUIPMENT 910 910 910 910 910 910 910 910 910 910 0 1 2 3 4 5 6 7 8 9 LAND LAND ACQUISITION-ROW LAND ACQUISITION-OTHER RELOCATION-FACILITIES RELOCATION - OTHER LAND PREPARATION RIGHTS & CLAIMS OTHER LAND COST ORIGINAL ACQ/CONSTRUCTION PARKING LOTS 915 915 0 1 BUILDINGS AND IMPROVEMENTS CAPITAL LEASE / BUILDINGS - 692 - Maricopa County FY 2000-01 Annual Business Strategies Chart Of Accounts (Continued) Chart of Accounts - Expenditures Object Sub-Object Description 915 915 915 915 915 915 915 2 3 4 5 6 7 8 CAPITAL LEASE / IMPROVEMENTS CONSTRUCTION WORK IN PROGRESS ALTERATIONS/IMPROVEMENTS INFRASTRUCTURE IMPROVEMENT 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 - 693 - Maricopa County FY 2000-01 Annual Business Strategies e THIS PAGE INTENTIONALLY LEFT BLANK f - 694 - Maricopa County FY 2000-01 Annual Business Strategies 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. - 695 - Maricopa County FY 2000-01 Annual Business Strategies 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). - 696 - Maricopa County FY 2000-01 Annual Business Strategies 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. - 697 - Maricopa County FY 2000-01 Annual Business Strategies e THIS PAGE INTENTIONALLY LEFT BLANK f - 698 - Maricopa County FY 2000-01 Annual Business Strategies ACKNOWLEDGEMENTS The Fiscal Year Maricopa County 2000-01 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, Loretta Barkell, Chris Bradley, Andree Cohen, Don Colvin, Jennifer Dean, Matt Diamond, Anna Freas, Brian Hushek, Norma Johnson, Derrick Neighbors, Dan Paranick, Don Tellis, and Sharon Walker. With the Board approval of the FY 2000-01 Budget on June 22nd, 2000, and the corresponding tax rates on August 21st, 2000, we start down the path of developing the FY 2001-02 Budget; bringing us fully into the new millennium. Through our hard work these past few years, we are now all better prepared for Managing for Results. - 699 - Maricopa County FY 2000-01 Annual Business Strategies e THIS PAGE INTENTIONALLY LEFT BLANK f - 700 -