MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TABLE C REDITS OF CONTENTS CREDITS BOARD OF SUPERVISORS JANICE K. BREWER, CHAIRMAN, DISTRICT 4 FULTON BROCK, DISTRICT 1 DON STAPLEY, DISTRICT 2 ANDREW KUNASEK, DISTRICT 3 MARY ROSE GARRIDO WILCOX, DISTRICT 5 COUNTY ADMINISTRATIVE OFFICER DAVID R. SMITH DEPUTY COUNTY ADMINISTRATOR SANDRA L. WILSON BUDGET MANAGER CHRISTOPHER BRADLEY EXECUTIVE INFORMATION MANAGER BRIAN HUSHEK OFFICE OF MANAGEMENT AND BUDGET 301 W. JEFFERSON, SUITE 1070 PHOENIX, ARIZONA 85003 (602) 506-7280 FAX (602) 506-3063 WWW.MARICOPA.GOV/BUDGET D A E C B F Cover Art contains renditions of new County facilities that are in the planning phases or are currently being built. (A) Mesa Detention Center, (B) Lower Buckeye Jail Central Services & Adult Detention, (C) Jackson Street Garage, (D) Fourth Avenue Jail, (E) Forensic Science Center and (F) Durango Juvenile Administration Building. -i- TABLE OF CONTENTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Maricopa County Mission Statement The mission of Maricopa County is to provide regional leadership and fiscally responsible, necessary public services to its residents so they can enjoy living in healthy and safe communities. Strategic Priorities • Provide regional leadership in critical public policy areas in a fiscally responsible manner. • Minimize the burden on the property taxpayer through rate reductions. • Healthy community and solvent healthcare system. • Safe community through a streamlined, integrated criminal justice system. • Provide regional leadership for a regional transportation system. • Land use will be planned, managed and funded responsibly; Luke Air Force Base will be preserved. • Maricopa County will continue to improve its positive public image based on results achieved. Approved by the Maricopa County Board of Supervisors – February 21, 2001 - ii - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Credits How to Use This Document i ix COUNTY ADMINISTRATIVE OFFICER’S TRANSMITTAL LETTER County Administrative Officer’s Transmittal Letter TABLE OF CONTENTS TABLE OF CONTENTS 1 EXECUTIVE SUMMARY Financial Structure and Operation 11 Budget Process 13 Policies and Their Budgetary Impact 18 County Judicial Branch 21 Maricopa Integrated Health System Exemption 21 Structurally Balanced Budget 21 Economic Development, Non-Profits, Agricultural Extension and Accommodation Schools 22 SUMMARY SCHEDULES Consolidated Revenues and Expenditures by Category – FY 01/02 Adopted Budget 23 Consolidated Revenues and Expenditures by Category – FY 00/01 Revised Budget 24 Consolidated Revenues and Expenditures by Category – FY 00/01 Adopted Restated Budget 25 Sources of Funds 26 Uses of Funds 27 Reconciliation of Expenditures FY 00/01 Adopted to FY 00/01 Adopted Restated Budget 28 Reconciliation of Expenditures FY 00/01 Adopted Restated to FY 00/01 Revised Budget 29 Reconciliation of Expenditures FY 00/01 Revised to FY 01/02 Adopted Budget 30 Consolidated Revenues by Fund Type / Department / Fund 33 Consolidated Revenues by Department and Fund Type 39 Revenue Sources and Variance Commentary 40 Comparative Tax Data 54 Levy Limit and Truth-in-Taxation Comparisons 55 Sales Tax Projection 56 - iii - TABLE OF CONTENTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES SUMMARY SCHEDULES (CONTINUED) Vehicle License Tax Projection 57 Beginning Fund Balance Variance Commentary -General Fund 58 -Jail and Juvenile Detention Fund 59 -Maricopa Integrated Health System Funds 60 -Debt Service Funds 61 -Capital Project Funds 62 -Risk Management Fund 62 Consolidated Expenditures by Fund Type / Department / Fund 63 Consolidated Expenditures by Department and Fund Type 69 Consolidated Expenditures by Fund Type / Object Code / Fund 70 General Government Expenditure Variance Commentary 75 Major Maintenance Project Summary 79 Health Care Mandates Expenditure Variance Commentary 81 Maricopa Integrated Health System Expenditure Variance Commentary 83 Results Initiatives Summary and Commentary 87 Eliminations Summary 96 Transfers by Fund 97 Direct Assessment Special Districts Secondary Roll 98 Street Lighting Improvement District Levies Secondary Roll 99 PERSONNEL PLAN - iv - Introduction 105 Highlights 105 Personnel Costs and Savings 110 Attrition 115 Employee Retention 120 New Directions 123 Position Control 125 Budgeted Position Summary 126 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Capital Improvement Projects 129 Operating and Capital Budgets – Their Relationship 130 The Capital Improvement Program (CIP) 130 The Capital Budget 131 The Capital Budget and Planning Process 132 Capital Improvement Plan 133 General Government Projects 133 Detention Fund Projects (Criminal Justice Facilities) 136 Other Department Projects 138 Capital Projects Fund Summary 141 New Facility Ongoing Operating and Major Maintenance Costs 146 TABLE OF CONTENTS CAPITAL PROJECTS DEBT SERVICE Debt Management Plan 149 Debt Policies 165 COUNTY AT A GLANCE Profile 169 Economy 170 Population 172 Employment 174 Retail Sales 176 Construction and Real Estate Market 176 Health Care 179 Criminal Justice 180 Legislative Strategies 186 Information Technology Strategies 188 MANAGING FOR RESULTS Maricopa County’s Managing for Results System 191 Implementation Strategies – Opportunities and Challenges 202 -v- TABLE OF CONTENTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES MANAGING FOR RESULTS (CONTINUED) Departmental Key Measures 206 FINANCIAL FORECAST Executive Summary 265 Revenue Assumption Detail 266 Expenditure Assumption Detail 268 General Fund – Base Scenario 270 General Fund – Low Scenario 272 Detention Fund – Base Scenario 274 Detention Fund – Low Scenario 276 Transportation – Base Scenario 278 Transportation – Low Scenario 280 Flood Control District – Base Scenario 282 Flood Control District – Low Scenario 284 Library District – Base Scenario 286 Library District – Low Scenario 288 MANDATES Introduction 291 Executive Summary 291 FY 2001-02 Mandates for All Funds 293 FY 2001-02 General Fund Mandates 295 FY 2001-02 Mandates Excluding the General Fund 298 Summary Schedules 299 DEPARTMENTAL BUDGET SCHEDULES Countywide Organization Chart 305 Elected Officials - vi - Elected Biographies 308 Assessor 313 Attorney 319 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Board of Supervisors 330 Clerk of the Superior Court 342 Constables 359 Recorder 364 Sheriff’s Office 371 Superintendent of Schools 385 Treasurer 390 TABLE OF CONTENTS DEPARTMENTAL BUDGET SCHEDULES (CONTINUED) Judicial Branch Judicial Organizational Chart 395 Superior Court Judges - Biographies 398 Adult Probation 401 Justice Courts 416 Juvenile Probation 425 Superior Court 439 Appointed Organizational Chart 459 Animal Care and Control Services 460 Board of Supervisors Clerk 468 Chief Information Officer 473 Community Development 478 Correctional Health Services 482 County Administrative Officer 490 County Call Center 495 Criminal Justice Facilities Development 500 Debt Services 506 Elections 509 Eliminations 515 Emergency Management 517 Environmental Services 525 Equipment Services 536 Facilities Management 543 Finance 551 - vii - TABLE OF CONTENTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL BUDGET SCHEDULES (CONTINUED) General Government 556 Health Care Mandates 565 Housing 579 Human Resources 585 Human Services 596 Indigent Representation 603 Integrated Criminal Justice Information Systems 619 Internal Audit 624 Judicial Mandates 630 Management and Budget 639 Maricopa Health Plans 644 Maricopa Health System 655 Materials Management 664 Medical Eligibility 670 Medical Examiner 676 Parks and Recreation 682 Planning and Development 693 Public Fiduciary 702 Public Health 708 Research and Reporting 721 Risk Management 725 Solid Waste 731 Telecommunications 738 Transportation 742 Special Districts - viii - Organizational Chart 753 Flood Control District 754 Library District 765 Stadium District – Cactus League 771 Stadium District – Major League Baseball 781 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Budgeting for Results Policy Guidelines 789 Budget Calendar 794 Budgeting for Results Accountability Policy 795 Funded Position Policy 798 Managing for Results Policy 800 Reserve and Tax Reduction Policy 802 Cashflow and General Fund Minimum Fund Balance Memo 804 Policy for Administering Grants 806 Indirect Cost Policy for Grant Programs 810 General Government Policy 812 General Fund Vehicle Replacement Policy 814 Object Code Listing/Definitions 816 Object Code Mapping (FY 2000-01 to FY 2001-02) 826 TABLE OF CONTENTS ATTACHMENTS GLOSSARY Terms, Fund Descriptions and Acronyms ACKNOWLEDGEMENTS 837 843 - ix - TABLE OF CONTENTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES HOW TO USE THIS DOCUMENT The Maricopa County Annual Business Strategies document is divided into thirteen major sections: County Administrative Officer's Transmittal Letter, Executive Summary, Summary Schedules, Personnel Plan, Capital Projects, Debt Service, County at a Glance, Managing for Results, Financial Forecast, Mandates, Departmental Budget Schedules, 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 2001-02 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 2001-02. An outline of our position control process, maintenance, historical tracking of position data and the position budgeting process is also provided. A summary listing of the number of positions is presented for all departments. CAPITAL PROJECTS This section includes an explanation of the capital project funds and their relationship and impact on operating budgets. Bond projects are listed along with other capital improvement projects throughout Maricopa County. DEBT SERVICE This section provides a Debt Management Policy outlining financial alternatives, bond variations, debt issuance policies, and maturity structures. Schedules for General Obligation, Special Assessment, Housing, Stadium District, and Debt Service Obligation Bonds are also included. COUNTY AT A GLANCE This section provides general introductory and quick reference information about Maricopa County, -x- MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES MANAGING FOR RESULTS This section outlines the efforts which Maricopa County made in implementing an integrated Managing for Results (MFR) system throughout the County. Each element of the MFR cycle is discussed. A brief history of our progress to date and ongoing strategies are also included. Departmental performance measure information is included in this and the Departmental Budget Schedules section. TABLE OF CONTENTS describing current environmental trends and characteristics that affect this jurisdiction and the decisionmaking processes. This information includes a profile, demographics, employment statistics, economic trends, service trends, legislation and technology. FINANCIAL FORECAST This section provides the reader with a ten year financial forecast of the County’s major funds, based on general assumptions for both revenues and expenditures. Both a “Base” and “Low” scenario are included for each fund. MANDATES This section provides a global perspective of mandates and their impact upon Maricopa County. Consolidated mandate expenditure information by department, category, mandate type and department type is included. Specific departmental mandate information is included in the Departmental Budget Schedules section. 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 2001-02 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. Other information provided in this section include a listing of budgeted positions by working title, performance measure information, and departmental mandate description and financial information. 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. - xi - TABLE OF CONTENTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES LEGEND NOTES TRANSFORMER DUPLEX CONVENIENCE OUTLET INCANDESCENT INDICATOR LIGHT FUSE EARTH GROUND OVERLOAD THERMAL RELAY-LINE CIRCUIT - xii - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TRANSMITTAL LETTER COUNTY ADMINISTRATIVE OFFICER’S TRANSMITTAL LETTER To: Janice K. Brewer, Chairman, District 4 Fulton Brock, District 1 Don Stapley, District 2 Andrew Kunasek, District 4 Mary Rose Garrido Wilcox, District 5 I am pleased to present the 2001-02 fiscal year budget for Maricopa County. The total budget is $2.143 billion (with Special Districts), which is a 5.5% increase from the fiscal year 2000-01 revised budget. The increase is primarily due to additional funds for our critical infrastructure projects, health care cost increases, and increases in mandated costs by the State of Arizona. Maricopa County prides itself in providing high quality services at a low cost. One rough measure of efficiency can be found by comparing our growth in population and inflation to our overall operational cost increases. In fiscal year 2001-02, the expected growth in operations is 0.3%, while the growth of inflation plus population is 5.4%. Maricopa County’s operating budget is actually growing much more slowly. We continue to be the fastest growing, large County in the United States. Our annual population growth is projected at 2.8%, and according to 2000 census information, our County had 44.8% growth in the last decade. Econometric predictions declare that fiscal year 2001-02 will see the greatest slowdown that the nation and our local economy has seen for 10 years. Local and state governments throughout Arizona are experiencing a very difficult budget cycle, as their revenue growth slows and reductions in force and service cuts occur. However, in Maricopa County, this budget has been challenging, but has not resulted in recommended service reductions. In fact, we are still able to lower our overall property tax rate again. Since fiscal year 1994-95, Maricopa County’s fiscal policies required conservative revenue projections and slow expenditure growth to avoid any fiscal difficulties. This budget is our first test of the reliability of the new system, and the county has succeeded in continuing our fiscal stability. The Board of Supervisors sets the tone for the new budget year with the adoption of the Budgeting for Results Policy Guidelines. Our Elected Officials, the Judicial Branch, and the Appointed Management team constructed a frugally sound budget utilizing this blueprint. In addition to the budget guidelines, the Board of Supervisors also adopted the Budget Accountability and Managing for Results policies this past year. These tools ensure successfully administered budgets, and set high expectations for all programs in Maricopa County. BUDGETING FOR RESULTS Budgeting for Results is the conceptual emphasis for our budget process. The Office of Management and Budget, in conjunction with our Elected Officials, the Judicial Branch and Appointed Departments, have entered a stronger paradigm in budgeting. Together, we are looking at the outcomes for the dollars invested in programs. This year, our strategic plans and goals were front and center in our funding allocations. Greater emphasis was placed on the “family of measures” that will be used during fiscal year 2001-02 to evaluate the results that are being achieved. All offices and departments in Maricopa County have participated in the Managing for Results process, and we are confident that this new business practice will payoff in better alignment to overall County strategies, and better measurable results for the taxpayers. -1- PROPERTY TAX RATE REDUCTION *0 1-0 2 0 0 -0 1 9 9 -0 0 9 7 -9 8 9 8 -9 9 9 6 -9 7 9 5 -9 6 9 4 -9 5 9 3 -9 4 9 2-9 3 9 1-9 2 9 0 -9 1 8 9 -9 0 The Board of Supervisors participated in a L ib r a r y F lo o d C o n t r o l D e b t S e r v ic e P r im a r y County Strategic Plan development process $ 1.7 5 in January 2001. The Board of Supervisors $ 1.5 0 ratified this plan on February 21, 2001. One of their strategic goals was to continue to $ 1.2 5 reduce the overall property tax rate for $ 1.0 0 Maricopa County property owners. This critical strategic goal is difficult to achieve this $ 0 .7 5 year. The economy has slowed $ 0 .5 0 considerably, but growth and demand for $ 0 .2 5 services is unwavering. Conservative fiscal approaches to funding are the key. The $ 0 .0 0 overall tax rate, including the special districts, will include a recommend decrease from $1.5748 to $1.5448 per $100 of assessed valuation. This is a $0.0300 reduction from the prior fiscal year. This is the third year in a row a rate reduction has been recommended. In fiscal years 1991-92 through 1998-99, the rate was held flat at $1.6475 per $100 of assessment. The graphical illustration shows a 14 year historical perspective on this issue. 8 8 -8 9 TRANSMITTAL LETTER MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES MANAGING FOR RESULTS On September 18, 2000, the Board of Supervisors approved the Managing for Results policy for implementation Countywide. Maricopa County is committed to the development of a comprehensive process, which aligns Strategic Plans and performance measurement. The information is then reported and analyzed. Performance data is then utilized to make business and funding decisions. This promotes greater accountability to our citizens and ensures that programs are effectively and efficiently operated. Maricopa County had a 100% participation in the program this year. 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 • Actuals vs. Forecasts Deliver Services Budgeting for Results • Demand for Services • Performance Budget • Resource Allocation • Baselines & Benchmarks Collect Managing for Results, or MfR, is a cyclical • All Customers Included Data annual process. The system works in this cycle: planning for results, budgeting for results, reporting results, evaluating results, and decision-making. Individual manager and employee performance plans are aligned with their department’s strategic plan. Performance appraisals and pay for performance is measured by how they contributed to the achievement of strategic goals and program results. -2- MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Department Mission: The mission of the Elections Department is to provide access to the electoral process for citizens, jurisdictions, candidates, the legislature and special interest groups so that they have equal access and may readily participate in elections. TRANSMITTAL LETTER How does the whole process work? Below is an example of the level of detail that will be tracked and examined for every department in Maricopa County. The Election deparment has been used for reference purposes. This information will be available for every Maricopa County department at www.maricopa.gov in June 2001. Department Goals: • Decrease the percentage of voters traveling to the polls by 5% by 2003. • Reduce the number of candidates fined to less than 10% of the total filing. • Reduce the rate of increase in mandated costs by 10%. • Eliminate double counting and the possible need for human interpretation of votes on 1% of ballots cast by 2002. • Cut complaints about counter voting at early voting sites in half by 2002. Program Name and Purpose: Elections The purpose of the Elections Program is to provide access to the electoral process for citizens, jurisdictions, candidates, the legislature and special interest groups so that they have equal access and may readily participate in elections Activity Name and Purpose: The purpose of the Elections Processing program is to process ballots for voters to insure the security of the ballot and to provide special processing for ballots not handled by the normal ballot tabulation process. Key Results Measures: Percentage of votes tabulated correctly. The percentage of special ballots processed in time to meet the statutory deadline. Outputs: The total number of ballots requiring special handling. Demand: The number of ballots requiring special handling. Efficiency: The number of special ballots processed per hour worked. BUDGET PRIORITIES The Board of Supervisors identified four budget priorities/programs that would be considered for expansion or additional resources in fiscal year 2001-02. They were: 1) mandated health care services, 2) infrastructure, 3) justice issues primarily those that speed-up case processing or reduces jail days, and 4) compensation issues that are accompanied by a demonstrated need. MANDATED HEALTH CARE Health Care issues continue to comprise the largest outlay of funds for the County. Maricopa County is responsible for funding a large portion of the State of Arizona’s acute care called the Arizona Health Care Cost Containment System (AHCCCS) and long-term care program called Arizona Long Term Care System (ALTCS). Beginning in 2001-02, Arizona counties will increase their contribution to the AHCCCS plan with an additional supplement to help support Proposition 204 which was passed by the voters in November 2000. This proposition is a mandate from the voters to raise the state indigency -3- TRANSMITTAL LETTER MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES standards from the current level of about 33% of the federal poverty level (FPL) to 100% of FPL. This will add 137,000 – 185,000 new recipients to the health acute care program. In addition, the state legislature will centralize the eligibility services at the state level, relieving the counties of the medical eligibility processing for the medically needy, medically indigent population. This burden, that was costly for the taxpayer and cumbersome for the applicants, will better serve the citizens though this new streamlined procedure. The new enrollment process will begin in October 2001. The partial year impact is reflected in this budget and will result in an increase in our AHCCCS contribution of $4.2 million. The County will have a savings as our eligibility function will be absorbed by the State, but we will also lose $13 million that will be transferred to the hospital. The budget also reflects a $4.9 million increase in the ALTCS contribution due to higher anticipated enrollment and higher long-term care costs. Although this legislation will have a positive long-term impact on our costs, Maricopa County is still facing a possible residual liability from our medical eligibility mandate. In the Spring 1998, the County reached a $22 million global settlement with hospitals for $180 million in claims that the hospitals felt should have been paid for by the Maricopa County taxpayers. This settlement was meant to ring in a new collaborative spirit with these health care institutions, encouraging them to work collectively with us to get indigent patients on the AHCCCS rolls as quickly as possible. Had this strategy worked, more preventive care could have been given, and county taxpayer costs would have leveled off. Unfortunately, that new day never arrived. The global settlement seemed to only revitalize the hospitals’ intent to file suit on unpaid claims, and the collaboration did not occur. Now our pending claim resolution/litigation pool could reach over $400 million. Litigation costs and potential adverse court decisions could yet have a devastating impact on our financial health. Maricopa County officials will do all they can to protect taxpayer funds by aggressively defending against claims the County believes are not eligible under state statutes. Maricopa County is also focused on public health issues that affect our community. Increased funding is being provided for the childhood immunization program, laboratory technicians to help identify communicable disease in the community, and our vector control program. These community health issues continue to be a high priority for the Board of Supervisors and County administration. For the fourth consecutive year, Maricopa Integrated Health System (MIHS) has not required County general fund subsidies despite the turbulent health care market. Competition for workers across virtually all health care disciplines is driving the market for salaries upward, yet patient care reimbursements are not keeping pace with increasing salaries and other rising expenses, such as pharmaceuticals. Uncompensated care exceeds 20% of net revenues and has been steadily increasing as Arizona ranks next to last in the nation when measuring the uninsured/underinsured populations. The implementation of proposition 204 will reduce (not eliminate) this burden on health care providers in the state. In FY 2000-01, MIHS has continued to invest significant capital dollars into the health care system. The Avondale Family Health Center opened in October of this fiscal year. Construction of the Comprehensive Health Care Center began this past January and will be completed in November 2001. This $17 million project will expand ambulatory capacity for both primary and specialty care on the Maricopa Medical Center campus. The closure of four behavioral health facilities in Maricopa County prompted MIHS to acquire a 120-bed behavioral health facility in Mesa, Arizona. This acquisition will improve the delivery of behavioral health care in Maricopa County by providing needed services for these populations in a broader geographic range. Full occupation of this facility will occur in the fourth quarter of FY 2000-01. These state of the art facilities have placed MIHS as a health care leader in their respective communities. MIHS will continue to invest in technologies and equipment that improve diagnostic capabilities and reduce costs by improving efficiencies. -4- MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Anticipated Fiscal Year of Completion 20 01 -0 2 Facility Security Building (ADA Improvements) Southeast Regional Property Acquisitions Environmental Services Facility MIHS: Comprehensive Health Care Clinic 3rd/4th Floor Buildouts/1st Floor Remodel MIHS: Glendale Dialysis MIHS: Electrical Project MIHS: Asbestos Abatement MIHS: Design Fees for ER and New Tower MIHS: South Central Renovation MIHS: Security Control and Access MIHS: FHC Improvements Medical Examiner Facility MCSO Training Academy New Administration Building Parking Lower Buckeye Jail MCSO Training Facility Early Felony Processing Courtroom New Administration Building Public Health Facility MIHS: Environmental Improvements 4th Avenue Jail Facility Replacement/Relocations Juvenile Durango Juvenile Mesa MIHS: Warehouse Buildout Animal Control Facility FY The second priority endorsed by the Board of Supervisors is infrastructure improvements. Infrastructure relates to our physical plants and office buildings, as well as our technological solutions to operational issues. Two years ago, we began a Capital Improvement Plan that included building new detention facilities, replacement of a 1960s public health building, a 1970s forensic science building, and constructing a new public services building. The public services building will allow the County to move from costly leased space in downtown Phoenix to permanent county-owned space, saving money. TRANSMITTAL LETTER INFRASTRUCTURE FY 2002-03 FY 2003-04 Our companion strategy is the utilization of technology to offset much of our FY 2004-05 facility space and personnel needs. Always aware that improvements in technology can offset the need for new facilities, we continue to investigate modernized ways to provide services to our citizenry through technological solutions. Our web-based deployments have included online recording of documents, property valuations, restaurant health reviews, some court case processing, and electronic adoptable animal site. The County also encourages departments to look for automated solutions that negate the need to increase staff. These solutions often result in improved service levels, as well as lower costs. TECHNOLOGICAL IMPROVEMENTS A number of technological investments funded in the 2001-02 budget are noteworthy. The most significant is the Electronic Document Management System (EDMS) Pilot Project that is being sponsored by the Clerk of the Court. This system is expected to result in a rebirth of the way court paperwork is processed in the Superior Court of Arizona in Maricopa County. Judges will have the ability to pull up court information at their desktop, and the paper generation will come to an end. The concept of EDMS/Imaging/Workflow for Clerk of the Court is still in its infancy; thus, the Office of the Chief Information Officer has recommended a low-end, low-cost pilot project to be exercised before a full-scale implementation is underway. The cost of implementing Phase I in fiscal year 2001-02 is $1.6 million. The proposed cost of implementing Year 2 of Phase I is estimated to be $1.77 million; however, completion of Phase I does not carry automatic approval of the remainder of the project. Other notable technology projects include: the Clerk of the Board historical minute scanning project, Adult Probation enterprise tracking system, Clerk of the Court’s minute entry electronic conversion, Sheriff’s Office record management system, and the Superior Court case management system migration. Hardware and software upgrades are also occurring throughout the County. The cost of technological results initiatives is $5.8 million. -5- TRANSMITTAL LETTER MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES NEW FACILITIES One innovative fiscal policy that the Board of Supervisors has adopted is to continue a pay-as-you-go capital financing plan for our general fund Capital Improvement Program (CIP). In accordance with the Board Reserve and Tax Reduction policy, the Board of Supervisors has authorized the funding of cash capital to fund the debt payments on our major CIP plan of $238 million. The County will issue “certificates of participation”, (a financing instrument) in June 2001. The COPS will be repaid with the CIP cash reserve fund. The cost of financing will be offset by interest earned on the CIP cash reserve account. This fund also serves as a rainy day contingency fund, if a downturn in the economy would result in the immediate need for cash. This approach will provide the greatest fiscal flexibility and will result in the lowest cost option for our taxpayers. Maricopa County has already accumulated $122.6 million into the CIP cash reserve fund. An additional $82.1 million is planned to be transferred as a result of this budget. Our adult and juvenile detention facilities are being funded by a 1/5 of a cent sales tax approved by the voters in November 1998. This tax will sunset after 9 years or when $900 million is raised. The 2001-02 CIP for these programs is $243 million and $452 million for the 5 years CIP. Projects underway include: 4th Avenue jail, Jackson Street garage, Lower Buckeye jail, Sheriff’s training facility, Durango and Mesa juvenile detention facility, relocations, and the Southeast courtroom build-out. In 2000-01, the completion of a few CIP projects has occurred. The Clerk of the Court customer service center opens in June 2001, renovation of the Facilities Management building, and the adult detention support center were opened as was the Avondale health clinic. The County also purchased the Security Building in downtown Phoenix to house several county departments that are currently in leased space. It will become the home of the Indigent Representation department after the opening of the new public services building. Projects that are continuing from last year include: adult and juvenile detention facilities, public health building, forensic science building and administration garage, the public services building, and Sheriff’s Office training academy. New projects being added to the CIP are two new building in Mesa to supplement the growth being experienced in the Southeast Regional Complex, that will allow us to accommodate new innovative Superior Court case processing. Maricopa Integrated Health System (MIHS) is continuing many of their CIP projects and beginning new projects. MIHS is budgeted to spend $17.5 million in fiscal year 2001-02, of which $11.3 million is to improve the Comprehensive Health Care Clinic on the main campus. Public works departments will be continuing their CIP programs into the new fiscal year. The Transportation department is experiencing a shortfall in revenue compared to the countywide transportation needs. New revenue sources will be investigated in the future. In the meantime, the department will program those projects with the greatest return within the available funding sources. Their total CIP budget for 2001-02 is $56 million with a 5-year CIP projection of $298.2 million. The Flood Control district continues to work collaboratively with cities, towns and the federal government. Their CIP for next year is $57.9 million, and the 5-year CIP forecast is $265.7 million. In addition this budget approved funding of $800,000 to study the structural soundness of the earthen dams in the County. -6- MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Maricopa County has a very large focus on criminal justice issues and law enforcement activities. Many of our departments and elected officials oversee this critical community service. While the cities and towns are responsible for local law enforcement, Maricopa County adjudicates these issues through the Superior Court system. The functions funded through County tax dollars include the prosecutors and public defenders, probation services, superior, juvenile and justice courts, constables, and the medical examiner. Over $115.1 million is budgeted for adult and juvenile detention facilities operational costs, including the correctional health services department. The Sheriff’s Office provides critical local law enforcement services for unincorporated Maricopa County, including Sun City, Sun City West, Anthem, Sun Lakes and other large unincorporated master planned communities. The Maricopa County Sheriff’s Office (MCSO) also provides community-policing services for some of the small towns in the County. MCSO is responsible for countywide lake patrol and search and rescue services. As the fastest growing County, our costs associated with these services continue to grow, and much of the cost increases for the coming budget are associated with providing these services. TRANSMITTAL LETTER JUSTICE AND LAW ENFORCEMENT 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. The construction of all facilities will be completed in October 2003. The first building to be completed was the Estrella Support Facility that opened in November 2000. The 2001-02 budget includes funding for the transition team for both the Sheriff’s Office and Juvenile Detention. The cost for this is $2.9 million. This team will be responsible for ensuring that all elements of planning for the facility are completed, and that they complete recruitment and retention plans, which allow staffing of the new jails and juvenile detention facilities. When the voters passed the jail initiative in November of 1998, there was also a funding element to be utilized for alternative jail population management programs. While this funding is authorized to come from the jail tax, the County’s policy is to fund ongoing costs through ongoing revenue streams. Therefore, these programs are being funded through the General Fund. These programs primarily address new innovative ways to lower the jail days, thereby decreasing county costs, or are preventive and should eliminate growth in jail days. In the fiscal year 2001-02 budget, the County continues to fund these unique approaches to handling jail day growth. In the Superior Court of Arizona in Maricopa County, new regional felony processing centers are being funded to speed up criminal case processing. The idea is that the felony processing will occur in a couple of key locations in Maricopa County, rather than in the 23 regionally diverse justice courts around the County. Handling cases in this manner will result in more concentrated processing, less travel for attorneys, and less transporting of prisoners. This will save staff time, dollars, and will result in major court efficiencies. Funding has also been reserved for Superior Court to handle pretrial service activities. This function, again, enhances case processing and reduces jail days by adjudicating cases more quickly. Finally, Juvenile Probation received funding for the development of a 150-bed unit equivalent, and an increase in Probation staff to support the drug diversion program. Finally, the voter approved jail tax initiative authorized the development of an Integrated Criminal Justice System. The department that was created to ensure that this project is accomplished will be fully operational in 2001-02. This ”state of the art” system is expected to be the first fully comprehensive criminal justice system in the nation. The first phase of the project is currently underway. This phase includes the development of an information systems interface among County criminal justice departments, enabling departments to share data, reducing redundancy in data entry to expedite case -7- TRANSMITTAL LETTER MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES processing. Additionally, a process-modeling program will be developed for the entire County criminal justice system, allowing for continuous revisions, enabling quick and thorough assessment of impact to differing agencies. Another key aspect of this phase is increasing the network security requirements to be in compliance with those established by the Federal Bureau of Investigation (FBI). The budget for this project in 2001-02 is recommended to be $4.6 million. A statewide issue that is affecting many departments in the criminal justice area involves the prosecution and processing of sexually violent predators. The State of Arizona passed legislation in 1998 requiring the County to perform psychological evaluations of convicted sex offenders. Those found to be sexually violent predators may be subject to a period of civil commitment. This unfunded mandate is having a major financial impact on the County. Funding allocations have occurred in prior years, and again this year new funding is being recommended. Funding included in the budget being presented totals $715,619 for the County Attorney’s Office, Indigent Representation and the Sheriff’s Office. A reserve was created to establish a Northwest Regional Superior Court. This court is expected to eventually handle non-criminal calendars, such as family court, probate, and civil cases. This new presence in the West Valley will have enormous customer service benefits for residents in that part of the County. The court is scheduled to open in April 2002. Other noteworthy justice issues include, funding for the Medical Examiner’s Office for positions and equipment, a financial investigator for Public Fiduciary, Correctional Health department clinical management system and utilization management program, both which will reduce medical costs in the jail. HOMELESS CAMPUS Homelessness is a visible problem in Maricopa County, as well as nationwide. The face of our homeless includes families economically destitute, individuals with mental illnesses, the drug addicted, persons with HIV/AIDS, victims of domestic violence, undocumented aliens and others. Our homeless population currently occupies the Capitol mall area, and redevelopment is underway. The State of Arizona is building two new administrative buildings, and Maricopa County is moving forward with the construction of our Forensic Science Center. The homeless issue needs to be addressed in order to ensure that proper human services are delivered to this population of approximately 700 people. Maricopa County has been coordinating a project to analyze the situation and to propose new structures that would become a human service campus to be referred to as the “Gateway Campus”. Human service providers who have been part of this initiative include Central Arizona Shelter Services (CASS), St. Vincent de Paul, Andre House, St. Joseph the Worker, and the Maricopa County Public Health department. The initial capital cost of the project is $25 million, which includes: a health clinic, food services, transitional housing, a police substation, renovation of the county public health clinic, a new shelter facility, and a job training program. Maricopa County is working to identify potential funding sources to contribute to the capital and operating needs of the campus. These include block grants, loans, mortgages and tax credits. In addition, the County will continue to staff these collaborative efforts and contribute funding towards the architectural planning of the campus. MARKET-BASED SALARIES Maricopa County has made significant progress in moving employees’ salaries to a more competitive position. Ninety–two percent of our employees are near the market-midpoint, excluding the Health System. This evolution of salaries has occurred over the last 5 years. As a result, the County is better able to attract and retain skilled staff to perform our public functions. However, there is still a handful of classifications that are behind market and must be addressed. Those with the largest separation -8- MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES EMPLOYEE BENEFITS For the second year in a row, the County is struggling with the increased cost of medical insurance for our employees. The costs continue to escalate, causing Maricopa County and our employees to pay more for health coverage. Last year the costs increased by as much as 29% beginning in January 2001 and we are budgeting for an additional 20% for January 2002. Another benefit cost increase is occurring in the tuition reimbursement program. More employees are taking advantage of this educational based benefit. The program cost is expected to increase by $400,000 which is a 44% increase over the fiscal year 2000-01 budget. This is a direct investment in improving the quality of our employees’ work. TRANSMITTAL LETTER between market and actual pay include nurses, attorneys, detention officers, and various medical positions. Funding of $7.0 million has been set aside to address these remaining job classes, once more comprehensive studies can be completed. Funding for performance pay has already been allocated in the budget recommendation. The County now refers to this as “pay for results.” CONCLUSION I want to thank the Board of Supervisors for their clear policy and direction during the development of the 2001-02 budget. Their fiscally conservative policies and their commitment to “managing for results” has made this budget cycle challenging and a good fit for our community. I also want to thank our Elected Officials, the Judicial Branch and our appointed departments for their cooperation and dedication to public service throughout the budget process. Sincerely, David R. Smith County Administrative Officer The Board of Supervisors adopted the FY 2001-02 Final Budget with changes from the Tentative Budget. First, the fund transfer from the General Fund to the CIP Debt Service Reserve was adjusted to $81.7 million, and the beginning fund balance was adjusted to $124.3 million. Also, due to a technical reallocation of the Sheriff’s budget between the General Fund and the Detention Fund, total Detention Fund operating expenditures increased to $120.0 million. On June 18, 2001, the Board of Supervisors approved the 2001-02 Final Budget, including the Flood Control, Library and Stadium Districts, in the amount of $2,143,777,530. On June 27, 2001, the Board of Supervisors approved the 2001-02 Tax Rates of $1.5448 (consisting of the Primary Tax Rate of $1.1832, the Debt Service Tax Rate of $0.0876, the Flood Control District Tax Rate of $0.2319 and the Library District Tax Rate of $0.0421) signifying the third and final action taken in the budget approval process. -9- TRANSMITTAL LETTER MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES LEGEND NOTES TRANSFORMER DUPLEX CONVENIENCE OUTLET INCANDESCENT INDICATOR LIGHT FUSE EARTH GROUND OVERLOAD THERMAL RELAY-LINE CIRCUIT - 10 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES 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 Accounting Standards Board (GASB). A summary of the County’s more significant accounting policies is presented. EXECUTIVE SUMMARY EXECUTIVE SUMMARY 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 selfbalancing 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: 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. 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. The Debt Service Funds account for resources accumulated and disbursed for the payment of general long-term debt principal, interest, and related costs. 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: 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. The Internal Service Funds account for the financing of goods and services provided by the department or 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: The Expendable Trust Fund is accounted for in essentially the same manner as the governmental fund - 11 - EXECUTIVE SUMMARY MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES types, using the same measurement focus. Expendable trust funds account for assets where both the principal and interest may be spent. 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: The General Fixed Assets Account Group accounts for all fixed assets of the County, except those accounted for in Propriety Funds. 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 reported 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: Capital Lease Transactions - 12 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES The activity in the law Library, Sports Authority, Probate Programs, Regional Schools, and taxpayers’ Information Funds is not specifically budgeted, but is presented as separate funds in the Comprehensive Annual Financial Report (CAFR). BUDGET PROCESS EXECUTIVE SUMMARY Bond Issuance Transactions Arizona Long-Term Care System Refund 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. Budget Process Timeline July Activity 10 Year Financial Forecast developed based on economic trends Departments develop Strategic Plans and draft Results Initiatives due OMB develops Budgeting for Results guidelines Board of Supervisors approve Budgeting for Results Guidelines OMB establishes expenditure levels and prepares budget instructions for departments to use in budget preparation Budget kick-off meetings held; budget targets, guidelines, policies, and other documentation distributed; training provided Internal Service Fund (ISF) cost estimates submitted to the OMB Departments prepare budget requests Departmental budget requests received OMB reviews budget requests The Deputy County Administrator (DCA) reviews appointed departments’ budgets and 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 2001-02 Final Budget is adopted by the Board of Supervisors Property tax rates are approved by the Board September August November October January December March February May April June FISCAL YEAR 2001-02 BUDGET PROCESS The FY 2001-02 budget process began with the update of the 10 year financial forecast, which is based on current economic trends provided to the Office of Management and Budget (OMB) by its contracted economist. This became the cornerstone for revenue projections for FY 2001-02. In the fall of 2000, all County departments developed new strategic plans and performance measures based on a standardized format (see Managing For Results Section and Managing For Results Policy in the Attachments section). - 13 - EXECUTIVE SUMMARY MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES While keeping the County's Managing for Results (MFR) philosophy in mind, the Office of Management and Budget began updating the budget guidelines to reflect this new MFR initiative (see Budgeting For Results Policy Guidelines in the Attachment section). The Board of Supervisors approved this revised policy on December 4, 2000. OMB then developed the departmental expenditure levels (budget targets) and the instructions departments would use in developing their budget requests. Budget kick-off meetings were held in early January with departments. Budget targets and related instructions were distributed and budget system training was provided to requesting departments. Internal Service Fund (ISF) cost estimates where submitted to the Office of Management and Budget (OMB) in mid-January and then distributed to departments. The Office of Management and Budget received departmental budget requests in mid-February and reviewed them through the end of March. The Deputy County Administrator (DCA) reviewed the appointed departments’ budgets and began the budget negotiation process with the Elected Officials and the Judicial Branch beginning in mid-March through mid-April. Elected Official and Judicial Branch budget requests were presented to the Board of Supervisors on April 2nd & 13th, 2001. 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 14th, and the Board approved it on May 21st. Public meetings were scheduled in all Supervisorial Districts through mid-June to solicit public comment. The FY 2001-02 Final Budget was adopted by the Board of Supervisors on June 18, 2001. The property tax rate was later approved by the Board on June 27, 2001. FISCAL YEAR 2002-03 BUDGET PROCESS The FY 2002-03 budget process will be similar to that of FY 2001-02. Beginning in July 2001, 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, a update of the 10 year financial forecast will begin. This process, in conjunction with other revenue forecasting based on economic trends, will be the cornerstone for revenue projections for FY 2002-03. The Office of Management and Budget will begin developing the Budgeting For Results Policy Guidelines (budget guidelines), which the Board of Supervisors will approve in early December 2001. Following this Board action, expenditure budget targets will be developed and budget kick-off meetings will be held with departments. Budget instructions, 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 mid-February and will review them through the end of March. The Deputy County Administrator (DCA) will then review the appointed departments’ budgets and begin the budget negotiation process with the Elected Official and the Judicial Branch. This process is expected to last through mid-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 shortly there after. - 14 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES The Maricopa County budget adoption process is guided by various Arizona statutes. According to A.R.S. §42-17101, “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." EXECUTIVE SUMMARY STATUTORY REQUIREMENTS 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 48242, 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 - 15 - EXECUTIVE SUMMARY MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES 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 4217107, the governing body may combine the hearing under this section with the truth in taxation hearing.” The budget is adopted per A.R.S. §42-17105, “A. After the hearing on estimates under section 42-17104 is concluded, the governing body shall convene in a special meeting and finally determine and adopt estimates of proposed expenditures for the purposes stated in the published proposal. B. The adopted estimates constitute the budget of the county, city or town for the current fiscal year. C. The total amounts that are proposed to be spent in the budget shall not exceed the total of amounts that were proposed for expenditure in the published estimates.” Beginning with the Fiscal Year 1997-98 budget process, A.R.S. §42-17107, otherwise know as the “Truth in Taxation” legislation went into effect, which states that, “A. On or before July 1, the county assessor shall transmit to the county, city or town an estimate of the total net assessed valuation of the county, city or town, including an estimate of new property that has been added to the tax roll since the previous levy of property taxes in the county, city or town. If the proposed primary property tax levy, excluding amounts that are attributable to new construction, is greater than the amount levied by the county, city or town in the preceding tax year in the county, city or town: 1. The governing body shall publish a notice that meets the following requirements: (a) The notice shall be published twice in a newspaper of general circulation in the county, city or town. The first publication shall be at least fourteen but not more than twenty days before the date of the hearing. The second publication shall be at least seven but not more than ten days before the date of the hearing. (b) The notice shall be published in a location other than the classified or legal advertising section of the newspaper in which it is published. (c) The 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. (d) The notice shall be in the following form, with the "truth in taxation hearing - notice of tax increase" headline in at least eighteen point type: Truth in Taxation Hearing Notice of Tax Increase In compliance with section 42-17107, Arizona Revised Statutes, __________ (name of county, city or town) is notifying its property taxpayers of __________'s (name of county, city or town) intention to raise its primary property taxes over last year's level. __________ (name of county, city or town) is proposing an increase in primary property taxes of $__________ or _____%. For example, the proposed tax increase will cause __________'s (name of county, city or town) primary property taxes on a $100,000 home to increase from $__________ (total taxes that would be owed without the proposed tax increase) to $__________ (total proposed taxes including the tax increase). This proposed increase is exclusive of increased primary property taxes received from new construction. The increase is also exclusive of any changes that may occur from property tax levies for voter approved bonded indebtedness or budget and tax overrides. All interested citizens are invited to attend the public hearing on the tax increase that is scheduled to be held __________ (date and time) at __________ (location). 2. In lieu of publishing the truth in taxation notice, the governing body may mail the truth in taxation notice prescribed by paragraph 1, subdivision (d) to all registered voters in the county, city or town at least ten but not more than twenty days before the date of the hearing on the estimates pursuant to section 42-17104. 3. In addition to publishing the truth in taxation notice under paragraph 1 or mailing - 16 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES EXECUTIVE SUMMARY the notice under paragraph 2, the governing body shall issue a press release containing the truth in taxation notice. 4. The governing body shall consider a motion to levy the increased property taxes by roll call vote. 5. Within three days after the hearing, the governing body shall mail a copy of the truth in taxation notice, a statement of its publication or mailing and the result of the governing body's vote under paragraph 4 to the property tax oversight commission. 6. The governing body shall hold the truth in taxation hearing on or before the adoption of the county, city or town budget under section 42-17105. B. For purposes of this section, "amount attributable to new construction" means the net assessed valuation of property added to the tax roll since the previous year multiplied by a property tax rate computed by dividing the primary property tax levy of the county, city or town in the preceding year by the estimate of the total net assessed valuation of the county, city or town for the current year, excluding the net assessed valuation attributable to new construction.” 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. Except as provided in subsection B, a county, city or town shall not: 1. Spend money for a purpose that is not included in its budget. 2. Spend money or incur or create a debt, obligation or liability in a fiscal year in excess of the amount stated for each purpose in the finally adopted budget for that year, except as provided by law, regardless of whether the county, city or town has received at any time, or has on hand, monies or revenue in excess of the amount required to meet expenditures, debts, obligations and liabilities that are incurred under the budget. B. 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. - 17 - EXECUTIVE SUMMARY MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES PROGRAMMATIC BUDGETING Maricopa County has been budgeting based on program since the early 1990’s. It provided 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 strategic 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. Through the Managing for Results initiative, Maricopa County has standardized how it will budget and report financial figures. Beginning in FY 2001-02, PAS (Program/Service/Activity) codes are being developed to track expenses at this level. Beginning in FY 2002-03, the budget will be developed and expenditures reported utilizing this new standardized PAS codes. Expenditure reporting will then align directly with department’s strategic plan programs and performance measures (see Managing For Results section). POLICIES AND THEIR BUDGETARY IMPACT INTRODUCTION Since the financial turbulence of FY 1993-94, Maricopa County has reached 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 and reserves and tax reduction. During the past year, many of these policies have been updated to incorporate the new Managing for Results philosophy. 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. BUDGETING FOR RESULTS ACCOUNTABILITY POLICY 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 and later in December 2000, the Board of Supervisors amended this policy in order to meet the challenges of the implementation of a broad-band compensation system and Managing for Results. Funding is allocated to departments on an annual basis. INTENT According to A.R.S. §42-17106, the County may not incur expenditures in excess of the amounts appropriated by the Board of Supervisors in the annual budget. The purpose of the Budgeting for Results Accountability Policy is to provide departments with the flexibility in managing their allocated public resources to achieve program results, while upholding accountability for spending within legal - 18 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES 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. EXECUTIVE SUMMARY appropriations. This policy 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. This approach to budgeting can help the County cope with new fiscal challenges and improve the quality of County Services. Personnel costs account for a large portion of the budget. By taking a lump sum 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. (See the Attachments section for a copy of this policy.) Expenditure and revenue variance reviews are conducted with departments on a monthly basis by the Department of Finance. This process includes participation by 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. BUDGETING FOR RESULTS POLICY GUIDELINES BACKGROUND Developed each year, these 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. Maricopa County’s budget process provides for responsible management of taxpayers’ resources, while insuring that funds are directed towards achieving results at all levels. Budgetary decisions are based on performance information that describes the cost or efficiency of producing an activity and the results achieved for customers. This is accomplished by structuring the accounting and budgeting systems according to the structure of departments' strategic plans. 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, New programs are not to be instituted without Board of Supervisors approval. 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. Full cost recovery is to be attempted for all programs and services. And, Organizational and financial structural changes are to be made prior to budget kick-off. - 19 - EXECUTIVE SUMMARY MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES REVENUES Traditionally User Fees had been inconsistently established. This policy section focuses attention on the adoption and review of those fees and charges. User Fees for all operations will be reviewed and set to attempt to recover up to, but not greater than 100% of costs; market rates and charges for comparable services for similar services will be considered. EXPENDITURES Communicates how budget targets are established and what adjustments if any will be made to those targets. Carryover items will not be budgeted without Board of Supervisor approval. Expenditure targets will be based on calendar year end current positions, revised budget supplies and services plus full-year impacts of any adjustments, and revised budget capital outlay. Turnover savings will be applied to submitted budgets based on current turnover rates (which can be negotiated with Office of Management & Budget and approved by the County Administrative Officer.) INTERNAL SERVICE FUND AND COST ALLOCATION Establishes the process to determine the charges for services and directs the departments to budget (according to those charges) for any discretionary services they may require. The Department of Finance will determine and charge the various funds for central service cost activities based on a full cost allocation methodology (and will include the base level service charges from Facilities, Materials, and Corporate Business Technology). CAPITAL IMPROVEMENTS Policy direction provides for the adequate and orderly replacement of facilities and major equipment from current revenue where possible, the funding of the organization’s own maintenance needs, and reviewing and gaining approval on carryover projects prior to the consideration of new requests. RESERVE AND TAX REDUCTION BACKGROUND In August 1996, the Board of Supervisors adopted this policy which established the guidelines for the maintenance and use of any reserve fund balances. Reserve funds, which are defined as the difference between fund assets and fund liabilities. A reserve fund balance that is determined to exist during any fiscal year will be budgeted for the next fiscal year according to priorities established by this policy. 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 - 20 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES The County Administrator Officer’s recommendations may include any of the following: 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. EXECUTIVE SUMMARY 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. 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. COUNTY JUDICIAL BRANCH In FY 2001-02, Adult Probation, Justice Courts, Juvenile Probation and Superior Court will be known as the "Judicial Branch", and considered as one appropriation. Any and all appropriations in the "Judicial Branch" appropriation can be moved between any and all “Judicial Branch” departments by Fund, 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. STRUCTURALLY BALANCED BUDGET The FY 2001-02 Budget includes two exceptions from the provision of the Budgeting for Results Policy Guidelines that requires structurally balanced budgets (recurring revenues fully support recurring expenditures). In both cases, FY 2002-03 will resolve the circumstances causing the structural imbalance. Specifics on the two exceptions are as follows: Adult Probation: In order to address OMB’s concern that Adult Probation’s Special Fee Agency (112) revenue is insufficient to support budgeted ongoing expenditures, the Department agreed to provide a plan for review by OMB to structurally balance this agency by the end of Fiscal Year 2001-02. This plan - 21 - EXECUTIVE SUMMARY MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES will include documentation of non-recurring expenditures paid through existing fund balance, and indicate which on-going costs are to be reduced in order to stay within estimated revenue. Juvenile Probation: In order to address OMB’s concern that Juvenile Probation’s Special Funding Agency (272) revenue is insufficient to support budgeted ongoing expenditures, the Department provided a plan for review by OMB to structurally balance this agency by the end of Fiscal Year 2001-02. This plan includes documentation of non-recurring expenditures paid through existing fund balance and indicates that increased revenue will support on-going expenditures. 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. The Board of Supervisors is authorized by A.R.S. §15-1001 to appropriate funding for Accommodation Schools. As illustrated in the table below, the FY 2001-02 Budget includes a total of $1,889,776 in funding for these issues. Agency Supported Greater Phoenix Economic Council Phoenix Chamber of Commerce Greater Phoenix Convention & Visitors Bureau Maricopa County Sports Commission Western Maricopa Enterprise Zone Total Economic Development Funding FY 2001-02 Final Budget Program Economic Development Action Plan Bid Source Program, APTAN Convention & Tourism Destination Marketing Enriching Our Community Through Sports Economic Development Support $ 659,776 165,000 250,000 25,000 15,000 1,114,776 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 $ 1,889,776 Grand Total - 22 - $ MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES SUMMARY SCHEDULES SUMMARY SCHEDULE CONSOLIDATED REVENUES AND EXPENDITURES BY CATEGORY FY 01/02 ADOPTED BUDGET CONSOLIDATED REVENUES AND EXPENDITURES BY CATEGORY - FY 01-02 ADOPTED CAPITAL PROJECTS GENERAL FUND SPECIAL REVENUE DEBT SERVICE Unreserved Beginning Fund Balance INTERNAL SERVICE ENTERPRISE $ 48,034,750 $ 73,314,815 $ 124,439,800 $ 252,488,959 $ $ 252,676,223 $ 54,969,126 $ $ $ 63,717,447 SUB-TOTAL ELIMINATIONS TOTAL FUNDS $ (23,603,619) $ 538,392,152 $ - $ 538,392,152 $ 327,717,255 $ - $ 327,717,255 REVENUES PROPERTY TAXES TAX PENALTIES & INTEREST 8,000,000 SALES TAXES - - LICENSES & PERMITS 108,747,791 375,000 GRANTS - OTHER INTERGOVERNMENTAL PAYMENTS IN LIEU OF TAXES STATE SHARED SALES TAX STATE SHARED HIGHWAY USER REVENUE INTERNAL SERVICE CHARGES - FINES & FORFEITS PATIENT SERVICE REVENUE INTEREST EARNINGS MISCELLANEOUS REVENUE GAIN ON FIXED ASSETS PROCEEDS OF FINANCING 8,000,000 - - - - 108,747,791 - 108,747,791 - 9,897,659 - 22,922,491 - 182,834,246 22,922,491 181,834,246 - - - 111,504,804 - - - 7,140,044 - 7,140,044 - - - - 341,524,693 - 341,524,693 81,000,000 - - - 7,200,000 26,977,271 - - - - - - - - - - 19,955,502 - 39,770,634 39,770,634 (39,770,634) 13,121,429 - 596,645,905 1,241,801 2,003,500 2,965,158 24,138,254 - 50,000 240,000 - - 9,242 - - - - - 101,938,425 89,156,576 595,311,060 (2,400,000) - 111,504,804 - 100,068,667 68,948,936 93,044 5,507,546 81,000,000 6,061,596 12,000,000 8,154,989 (1,000,000) - 402,033 2,787,615 - TRANSFERS IN - - - 10,333,814 8,000,000 - - 92,868,667 15,954,567 $ - - 346,801 - - - 97,939,785 - - 22,547,491 6,391,210 - STATE SHARED VEHICLE LICENSE TAX OTHER CHARGES FOR SERVICES - - 172,936,587 13,565,019 341,524,693 20,071,906 81,000,000 100,068,667 66,548,936 - - 13,121,429 (92,049,912) 504,595,993 2,867,487 431,700 914,120 23,724,353 - 23,724,353 2,008,000 11,592,501 466,475 41,170,388 - 41,170,388 299,242 - 299,242 85,326,011 39,412,150 - - - 323,988,151 - (323,988,151) - Revenues Subtotal $ 764,952,384 $ 705,014,447 $ 115,138,061 $ 90,201,498 $ 676,609,814 $ 47,212,825 $ 2,399,129,029 $ (459,208,697) $ 1,939,920,332 Total Sources $ 812,987,134 $ 778,329,262 $ 239,577,861 $ 342,690,457 $ 740,327,261 $ 23,609,206 $ 2,937,521,181 $ (459,208,697) $ 2,478,312,484 $ 258,222,152 $ 266,268,506 $ $ 18,535 $ 141,709,951 $ $ $ 3,000 498,389,576 300,982,705 28,612,761 841,973 534,384,922 24,060,664 1,111,470 242,247,628 47,323,494 $ 2,503,217,667 $ (459,208,697) $ 2,044,008,970 $ $ EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES 314,458,563 202,144,783 CAPITAL OUTLAY 21,161,234 132,949,981 TRANSFERS OUT 119,376,625 97,698,869 Expenditures Subtotal $ 713,218,574 $ Appropriated Beginning Fund Balance $ 99,768,560 $ Total Uses Subtotal $ 812,987,134 $ 699,062,139 $ 79,267,123 $ 778,329,262 Estimated Ending Fund Balance $ Total Uses and Ending Fund Balance $ 812,987,134 699,062,139 - 49,836,268 - $ $ $ 49,836,268 49,836,268 $ 301,004,240 $ 692,772,952 $ $ $ $ - - 6,736,350 38,633,701 - $ 301,004,240 $ 692,772,952 $ $ 189,741,593 $ $ $ (23,714,288) $ $ 239,577,861 $ 342,690,457 41,686,217 47,554,309 $ 740,327,261 $ 47,323,494 23,609,206 672,955,494 1,053,629,623 99,768,560 $ 2,602,986,227 334,534,954 $ 2,937,521,181 - $ (135,220,546) - 534,384,922 (323,988,151) - 672,955,494 918,409,077 (81,740,523) $ 99,768,560 $ (459,208,697) $ 2,143,777,530 $ - $ 334,534,954 $ (459,208,697) $ 2,478,312,484 - 23 - SUMMARY SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES CONSOLIDATED REVENUES AND EXPENDITURES BY CATEGORY FY 00/01 REVISED BUDGET CONSOLIDATED REVENUES AND EXPENDITURES BY CATEGORY - FY 00-01 REVISED RESTATED CAPITAL PROJECTS GENERAL FUND SPECIAL REVENUE DEBT SERVICE Unreserved Beginning Fund Balance $ 76,595,653 $ 100,788,770 $ REVENUES PROPERTY TAXES $ 225,396,514 $ 53,628,868 $ TAX PENALTIES & INTEREST 7,000,000 SALES TAXES - - LICENSES & PERMITS GRANTS 100,884,425 $ 303,063,262 $ - $ 303,063,262 - - - - 7,000,000 - 7,000,000 - - - - 100,884,425 - 100,884,425 - 21,363,311 182,112,909 - 67,817,900 553,680 - - - - 154,554,573 - - 7,521,350 - 7,521,350 - - - 318,189,083 - 318,189,083 - - - - - - - - 2,251,559 118,444 1,599,337 500,000 MISCELLANEOUS REVENUE 4,337,785 17,804,747 - - - - - - - 568,919,359 - - 50,000 400,000 - 3,753,591 21,363,311 181,486,409 - - 10,121,000 (626,500) - 71,500,000 - 62,848,723 - 5,500,000 26,563,380 8,500,000 - 12,413,844 9,427,852 - - 238,231,704 18,000,000 154,554,573 71,500,000 - 71,500,000 1,006,689 99,515,631 46,508,661 - 99,515,631 46,508,661 39,573,844 39,573,844 - 12,372,559 - 570,637,140 (39,573,844) - - 12,372,559 (54,315,097) 516,322,043 606,910 13,360,501 - 13,360,501 53,775 44,038,003 - 44,038,003 - 50,000 - 50,000 - 256,231,704 - 256,231,704 95,797,683 137,866,754 103,634,318 25,191,689 Revenues Subtotal $ 761,085,636 $ 656,780,698 $ 166,211,905 $ 354,279,866 $ 694,216,800 $ 41,241,218 $ 2,673,816,123 $ (519,854,608) $ 2,153,961,515 Total Sources $ 837,681,289 $ 757,569,468 $ 165,265,276 $ 502,332,676 $ 738,410,892 $ 42,982,691 $ 3,044,242,292 $ (519,854,608) $ 2,524,387,684 250,996,789 $ 267,771,682 $ $ $ $ $ $ SUPPLIES & SERVICES 337,101,121 184,721,194 CAPITAL OUTLAY 23,372,374 158,754,723 TRANSFERS OUT 105,819,876 116,011,846 - 24 - 370,426,169 - INTEREST EARNINGS EXPENDITURES PERSONAL SERVICES $ 4,460,000 - TRANSFERS IN - - 94,015,631 18,538,592 PROCEEDS OF FINANCING $ - 318,189,083 GAIN ON FIXED ASSETS - TOTAL FUNDS 370,426,169 - 398,926 PATIENT SERVICE REVENUE $ ELIMINATIONS $ - 81,385,553 FINES & FORFEITS - 1,741,473 21,313,311 5,351,120 INTERNAL SERVICE CHARGES $ $ 177,652,909 6,568,744 STATE SHARED HIGHWAY USER REVENUE - 44,194,092 - PAYMENTS IN LIEU OF TAXES STATE SHARED VEHICLE LICENSE TAX OTHER CHARGES FOR SERVICES $ $ SUB-TOTAL 50,000 OTHER INTERGOVERNMENTAL STATE SHARED SALES TAX (946,629) $ 148,052,810 24,037,880 INTERNAL SERVICE ENTERPRISE 727,259,445 - 466,580,751 33,032,160 1,021,438,726 131,848,650 38,586,375 1,218,151 423,771,636 46,454,691 72,058,891 1,150,518 341,495,822 $ 178,306,841 $ 696,336,463 $ 42,123,076 $ 2,431,307,348 $ (519,854,608) $ 1,911,452,740 $ $ $ $ $ Expenditures Subtotal $ 717,290,160 $ Appropriated Beginning Fund Balance $ 119,960,920 $ Total Uses Subtotal $ 837,251,080 $ 727,259,445 $ 69,991,363 $ 178,306,841 $ 696,336,463 Estimated Ending Fund Balance $ 430,209 $ 30,310,023 $ 95,273,913 $ 324,025,835 $ Total Uses and Ending Fund Balance $ 837,681,289 $ 757,569,468 $ 165,265,276 $ 502,332,676 $ 738,410,892 - $ 69,991,363 - - - 42,074,429 - 119,960,920 - - $ 119,110,446 - 644,601,164 (425,339,167) 0 69,991,363 6,722,247 425,339,167 3,500 - $ - $ (94,515,441) - 423,771,636 (425,339,167) - 644,601,164 926,923,285 (83,843,345) $ 119,960,920 $ 42,123,076 $ 2,551,268,268 $ (519,854,608) $ 2,031,413,660 $ $ $ 859,615 $ 42,982,691 492,974,024 $ 3,044,242,292 - $ 492,974,024 $ (519,854,608) $ 2,524,387,684 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES CONSOLIDATED REVENUES AND EXPENDITURES BY CATEGORY - FY 00-01 ADOPTED RESTATED CAPITAL PROJECTS GENERAL FUND SPECIAL REVENUE DEBT SERVICE Unreserved Beginning Fund Balance $ 76,595,653 $ 100,788,770 $ REVENUES PROPERTY TAXES $ TAX PENALTIES & INTEREST SALES TAXES LICENSES & PERMITS GRANTS OTHER INTERGOVERNMENTAL PAYMENTS IN LIEU OF TAXES STATE SHARED SALES TAX STATE SHARED HIGHWAY USER REVENUE STATE SHARED VEHICLE LICENSE TAX OTHER CHARGES FOR SERVICES INTERNAL SERVICE CHARGES FINES & FORFEITS PATIENT SERVICE REVENUE INTEREST EARNINGS MISCELLANEOUS REVENUE GAIN ON FIXED ASSETS PROCEEDS OF FINANCING TRANSFERS IN Revenues Subtotal $ 226,771,307 7,000,000 50,000 5,212,370 6,586,640 316,796,394 94,015,631 18,538,592 10,121,000 118,444 8,500,000 4,337,785 50,000 62,848,723 760,946,886 $ $ $ 53,628,868 100,884,425 21,313,311 171,941,589 81,610,156 398,926 71,500,000 5,500,000 26,340,567 2,251,559 1,599,337 500,000 17,559,978 242,979 95,797,683 651,069,378 24,037,880 553,680 3,753,591 137,583,151 $ 165,928,302 Total Sources $ 837,542,539 $ 751,858,148 $ $ Expenditures Subtotal $ 249,291,689 337,933,916 24,336,138 105,819,876 717,381,619 262,788,909 167,293,744 175,162,187 115,728,243 720,973,083 Appropriated Beginning Fund Balance $ 120,160,920 $ Total Uses Subtotal $ 837,542,539 $ EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES CAPITAL OUTLAY TRANSFERS OUT Estimated Ending Fund Balance $ Total Uses and Ending Fund Balance $ 837,542,539 $ - 44,194,092 $ $ 12,413,844 238,231,704 103,634,318 $ 354,279,866 $ 164,981,673 $ $ $ (946,629) $ 148,052,810 INTERNAL SERVICE ENTERPRISE 69,707,760 69,707,760 - 1,741,473 $ $ 4,460,000 67,817,900 400,000 568,919,359 9,427,852 18,000,000 25,191,689 $ 694,216,800 $ 502,332,676 $ 8,127 21,000 131,823,023 46,454,691 $ 178,306,841 $ - $ SUB-TOTAL ELIMINATIONS 370,426,169 $ $ 1,006,689 39,573,844 606,910 53,775 $ 41,241,218 $ 304,438,055 7,000,000 100,884,425 21,363,311 176,401,589 154,640,426 7,539,246 316,796,394 71,500,000 99,515,631 46,285,848 39,573,844 12,372,559 570,637,140 13,360,501 43,793,234 292,979 256,231,704 425,055,564 $ 2,667,682,450 $ $ 304,438,055 7,000,000 100,884,425 21,363,311 (626,500) 175,775,089 154,640,426 7,539,246 316,796,394 71,500,000 99,515,631 46,285,848 (39,573,844) 12,372,559 (54,315,097) 516,322,043 13,360,501 43,793,234 292,979 256,231,704 (425,055,564) $ (519,571,005) $ 2,148,111,445 $ 738,410,892 $ 42,982,691 $ 3,038,108,619 $ (519,571,005) $ 2,518,537,614 $ 119,110,446 466,694,751 38,472,375 72,058,891 $ 696,336,463 $ $ $ $ - 720,973,083 $ 69,707,760 $ 178,306,841 $ 696,336,463 $ 30,885,065 $ 95,273,913 $ 324,025,835 $ $ 751,858,148 $ 164,981,673 $ 502,332,676 $ 738,410,892 42,074,429 6,584,488 33,119,919 1,268,151 1,150,518 $ 42,123,076 $ - $ 42,123,076 $ 859,615 $ 42,982,691 637,783,659 1,005,063,330 440,769,634 341,212,219 $ 2,424,828,842 $ 120,160,920 $ 2,544,989,762 $ 493,118,857 $ 3,038,108,619 - TOTAL FUNDS $ 370,426,169 SUMMARY SCHEDULES CONSOLIDATED REVENUES AND EXPENDITURES BY CATEGORY FY 00/01 ADOPTED RESTATED BUDGET $ 637,783,659 (94,515,441) 910,547,889 440,769,634 (425,055,564) (83,843,345) $ (519,571,005) $ 1,905,257,837 $ - $ 120,160,920 $ (519,571,005) $ 2,025,418,757 $ - $ 493,118,857 $ (519,571,005) $ 2,518,537,614 - 25 - SUMMARY SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES SOURCES OF FUNDS Sources of Funds FY 2001-02 $ 2,478,312,484 Property Taxes, Penalties & Interest 13.55% Fund Balance 21.72% Special Sales Taxes 4.39% Permits, Fees, & Charges 3.61% Miscellaneaous & Interest 2.63% State Shared Vehicle License Taxes 4.04% Patient Charges 20.36% State Shared Highway User Revenue 3.27% State Shared Sales Taxes 13.78% - 26 - Grants & Intergovernmental 12.12% Fines & Forfeits 0.53% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Uses of Funds FY 2001-02 $2,143,777,530 Culture & Recreation 1.51% Education 0.08% General Government 14.30% Public Safety 35.88% SUMMARY SCHEDULES USES OF FUNDS Highways & Streets 4.95% Health, Welfare & Sanitation 43.28% - 27 - SUMMARY SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES RECONCILIATION OF EXPENDITURES FY 00/01 ADOPTED TO FY 00/01 ADOPTED RESTATED BUDGET FY 2000-01 FY 2000-01 Adopted Adopted/ $ Budget Restated Variance Fund General Fund Special Revenue Funds Debt Service Fund Capital Projects Fund Enterprise Funds Internal Service Funds Eliminations $ $ 837.4 719.0 69.7 176.3 696.3 42.1 (515.5) 2,025.4 % Variance $ 837.5 $ (0.1) 721.0 (2.0) 69.7 178.3 (2.0) 696.3 42.1 (519.6) 4.1 $ 2,025.4 $ - (0.01%) (0.28%) 0.00% (1.13%) 0.00% 0.00% (0.80%) 0.00% General Fund: $ (0.1) Restatement of County Counsel Charges Special Revenue Funds: $ $ (3.4) Risk Mgmt. Charges to Sheriff, Juv. Prob., & Corr. Health (0.6) Restatement of Stadium District Capital Reserve 2.0 Restatement of Stadium District Capital Projects Fund (2.0) Total Special Revenue Fund Variance Capital Project Funds: $ (2.0) Restatement of Stadium District Capital Projects Fund Elimination s: $ - 28 - (4.1) Increase for County Counsel, Risk Mgmt., & Stadium MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES FY 2000-01 FY 2000-01 Adopted Revised $ Budget Budget Variance Fund General Fund Special Revenue Funds Debt Service Fund Capital Projects Fund Enterprise Funds Internal Service Funds Eliminations $ $ 837.5 721.0 69.7 178.3 696.3 42.1 (519.6) 2,025.4 $ 837.3 $ 727.3 70.0 178.3 696.3 42.1 (519.9) $ 2,031.4 $ % Variance 0.2 (6.3) (0.3) 0.3 (6.1) 0.03% (0.87%) (0.43%) 0.00% 0.00% 0.00% (0.06%) (0.30%) SUMMARY SCHEDULES RECONCILIATION OF EXPENDITURES FY 00/01 ADOPTED RESTATED TO FY 00/01 REVISED BUDGET General Fund: $ $ 0.2 Mid-year approp. transfers to Animal Control & ICJIS 0.2 Total General Fund Variance Special Revenue Funds: $ $ (0.2) Mid-year approp. transfers to Animal Control & ICJIS (0.5) County Attorney & Indigent Rep. grant increases. (3.3) Sheriff Grant increases. (0.3) Stadium District Debt Service Transfers. (1.9) Enviornmental Services grant increases. (6.3) Total Special Revenue Fund Variance Debt Service Funds: $ (0.3) Increase in Stadium District Debt Service $ (0.3) Total Capital Projects Fund Variance Elimination s: $ $ 0.3 Stadium District Debt Service Increases 0.3 Total Eliminations Variance - 29 - SUMMARY SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES RECONCILIATION OF EXPENDITURES FY 00/01 REVISED TO FY 01/02 ADOPTED BUDGET Fund General Fund Special Revenue Funds Debt Service Fund Capital Projects Fund Enterprise Funds Internal Service Funds Eliminations FY 2000-01 Revised Budget $ $ 837.3 727.3 70.0 178.3 696.3 42.1 (519.9) 2,031.4 FY 2001-02 Adopted Budget $ $ 813.0 699.1 49.8 301.0 692.8 47.3 (459.2) 2,143.8 $ Variance $ $ 24.3 28.2 20.2 (122.7) 3.5 (5.2) (60.7) (112.4) % Variance Operating 2.9% $ 3.9% 28.9% (68.8%) 0.5% (12.4%) 11.7% (5.5%) $ 2.8 (5.9) 3.8 1.4 (4.7) (2.3) (5.0) 11.6% (21.1%) 18.7% 0.0% 39.3% 91.2% 3.7% 4.4% Est. Operating Increase: (0.2%) General Fund: $ 21.5 Decrease in Approp. Fund Balance (8.2) Results Initiative Requests (exc. Gen. Govt., Health. Mandates) (3.5) Increased Health/Dental Benefit Premiums 1.8 Decreased Retirement Contributions (0.2) Annualized Impact of Mid-Year Adjustments 0.6 Net Total of Base Adjustments (1.2) Annualized Impact of FY 1999-00 Budget Issues 4.6 Primary/General Election Costs (20.3) General Government (see schedule) 45.7 Health Care Mandates - Prop. 204 Impact (16.5) Health Care Mandates - Other Increases $ 24.3 Total General Fund Variance - 30 - % of Variance MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Special Revenue Funds: $ (12.7) Results Initiative Requests (exc. Gen. Govt., CIP) 2.5 Decrease in CHS Payments to Maricopa Medical Center 3.2 Net Change in Judicial Branch Grants & Special Revenues 3.6 Net Change in Elected Official Grants & Special Revenues (5.1) Parks Special Funds Increase - Spur Cross 2.4 Net Change in Appointed Dept. Grants 1.1 Transportation - Operating Reductions 25.9 Transportation - CIP Reductions 2.4 Transportation - Grant Reductions 1.3 Flood Control District - Operating Reductions 10.0 Flood Control District - CIP Reductions 0.3 Decrease in General Government/Contingencies 3.5 Other Base Reductions (7.0) Public Health Grant & Spec. Rev. Increases (1.3) Public Health, Environmental Grant Increases $ 28.2 Total Special Revenue Fund Variance SUMMARY SCHEDULES RECONCILIATION OF EXPENDITURES FY 00/01 REVISED TO FY 01/02 ADOPTED BUDGET (CONTINUED) Debt Service Funds: $ 3.8 Reduction in Gen. Obligation Debt Service 16.4 Reduction in COP Debt Service $ 20.2 Total Debt Service Funds Variance Capital Project Funds: $ (163.4) Jail/Juvenile Detention CIP (See CIP Schedule) (5.8) General Government CIP (see CIP Summary) 46.5 Elimination of Fund Transfer to Debt Service $ (122.7) Total Capital Project Funds Variance Enterprise Funds: $ (65.7) Maricopa Health Plans (See Commentary) 0.1 Solid Waste - Base Reductions 76.8 Maricopa Health System (See Commentary) $ 3.5 Total Enterprise Funds Variance Internal Service Funds: $ (5.2) Self-Insured Health & Dental Benefits 0.6 Risk Management Claims (0.3) Equipment Services - Fuel, Other Increases 0.1 Materials Management - Reprographics (0.5) Increased Telecommunications Costs $ (5.2) Total Internal Service Fund Variance - 31 - SUMMARY SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES RECONCILIATION OF EXPENDITURES FY 00/01 REVISED TO FY 01/02 ADOPTED BUDGET (CONTINUED) Eliminations: $ (110.3) Net decrease in Fund Transfers (see Schedule) 2.4 Increase in Self-Insured Benefits 0.2 Increased Internal Service Charges (2.3) Decrease in Corr. Health Payments for MIHS 1.0 TB Hospitalization at MMC 32.7 Increased MIHS Internal Payments 6.4 Employer-paid Health Premiums to MHP 0.4 Increase - Public Health to MIHS $ (60.7) Total Eliminations Variance - 32 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES CONSOLIDATED REVENUE BY FUNDTYPE/DEPARTMENT FY 99-00 Actual TOTAL FUNDS JUDICIAL BRANCH 11 ADULT PROBATION 24 JUSTICE COURTS 27 JUVENILE PROBATION 38 SUPERIOR COURT $ Subtotal $ 39,117,361 13,617,433 12,928,709 6,224,889 71,888,391 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 $ 104,341 8,960,960 9,061,668 1,927,194 557,654 11,816,434 113,237 3,653 37,711,596 70,256,737 APPOINTED DEPARTMENT 15 EMERGENCY MANAGEMENT $ 675,185 17 COMMUNITY DEVELOPMENT 6,944,572 18 FINANCE 7,488,963 22 HUMAN SERVICES 23,149,863 26 CORRECTIONAL HEALTH 6,300 28 MEDICAL ELIGIBILITY 1,646,472 29 MEDICAL EXAMINER 289,325 30 PARKS & RECREATION 10,093,115 31 HUMAN RESOURCES 46,493,731 33 INDIGENT REPRESENTATION 1,308,009 813,249 34 PUBLIC FIDUCIARY 39 HEALTH CARE MANDATES 55,583,671 108,693,923 40 CRIMINAL JUSTICE FACILITIES DEV 41 CHIEF INFORMATION OFFICER 9,527 44 PLANNING & DEVELOPMENT 8,394,922 46 RESEARCH & REPORTING 465,130 47 GENERAL GOVERNMENT 874,630,090 49 MANAGEMENT & BUDGET 60 MARICOPA HEALTH PLANS 159,093,101 64 TRANSPORTATION 95,729,509 65 LIBRARY DISTRICT 8,896,760 66 HOUSING 67 SOLID WASTE 5,043,240 68 STADIUM DISTRICT 11,389,139 69 FLOOD CONTROL DISTRICT 72,109,992 70 FACILITIES MANAGEMENT 39,838 73 MATERIALS MANAGEMENT 849,937 74 EQUIPMENT SERVICES 7,985,817 75 RISK MANAGEMENT 19,244,049 76 TELECOMMUNICATIONS 12,634,486 78 STADIUM DISTRICT MLB 7,146,963 79 ANIMAL CONTROL SERVICES 5,878,358 86 PUBLIC HEALTH 24,924,604 88 ENVIRONMENTAL SERVICES 16,618,789 90 MARICOPA HEALTH SYSTEM 101,764,601 98 ELIMINATIONS 99 DEBT SERVICE 23,620,789 Subtotal $ 1,719,656,019 Fund Total $ 1,861,801,147 FY 00-01 Adopted $ $ $ $ 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 FY 00-01 Revised $ $ $ $ 47,798,637 12,826,000 17,132,600 9,297,871 87,055,108 100,000 10,616,001 10,275,976 2,673,730 453,000 10,586,895 113,000 6,000 37,698,243 72,522,845 FY 00-01 Projected $ $ $ $ 41,201,431 12,843,968 15,344,352 7,682,593 77,072,344 98,510 11,684,970 10,115,623 2,521,920 491,881 10,697,057 109,967 5,717 30,487,813 66,213,459 FY 01-02 Adopted $ $ $ $ 45,500,837 12,887,438 15,616,143 10,600,909 84,605,327 100,000 11,257,872 10,917,081 792,500 509,872 10,374,639 113,000 6,000 33,180,649 67,251,613 Variance $ $ $ $ % (2,297,800) 61,438 (1,516,457) 1,303,038 (2,449,781) -5% 0% -9% 14% -3% 641,871 641,105 (1,881,230) 56,872 (212,256) (4,517,594) (5,271,232) 0% 6% 6% -70% 13% -2% 0% 0% -12% -7% 954,298 $ 954,298 $ 972,388 $ 897,964 $ 15,897,185 15,897,185 12,338,880 15,871,627 8,171,123 8,171,123 8,232,085 8,154,989 24,315,741 24,315,741 24,315,741 26,975,193 89,708 89,708 50,846 72,913 1,125,668 1,125,668 1,064,929 8,482,366 235,000 373,750 279,573 420,000 4,171,369 4,171,369 3,820,539 4,163,081 1,233,989 1,233,989 1,290,312 6,219,046 1,749,244 1,774,743 1,491,353 1,713,635 780,000 780,000 840,146 830,000 54,770,644 54,770,644 54,769,522 93,044 103,034,318 103,034,318 104,592,420 84,726,011 7,470,500 7,470,500 9,464,208 8,335,000 716,508 716,508 692,625 316,192 1,108,351,171 1,108,351,171 1,004,122,280 933,569,730 20 348,804,683 348,804,683 398,053,076 408,034,795 110,392,589 110,392,589 94,361,860 130,220,600 9,573,485 9,573,485 9,956,219 10,764,068 16,427,780 16,427,780 8,749,266 11,429,508 4,165,920 4,165,920 3,974,750 4,186,500 11,028,644 11,312,247 11,685,822 11,639,410 73,488,393 73,488,393 66,763,231 79,435,207 2,416 1,636,550 746,734 746,734 898,206 725,517 8,370,465 8,370,465 8,269,307 9,200,000 19,834,640 19,834,640 20,123,652 20,033,616 11,309,690 11,309,690 12,184,997 11,219,096 4,314,236 4,314,236 7,079,723 6,881,091 6,418,629 6,418,629 5,524,030 6,877,384 31,385,645 31,385,645 28,946,531 38,514,035 16,176,433 18,106,433 16,257,112 17,199,688 345,829,803 345,829,803 298,727,622 269,005,582 (519,571,005) (519,854,608) (508,275,834) (459,208,697) 160,526,083 160,526,083 151,470,963 109,428,651 $ 1,992,289,313 $ 1,994,383,562 $ 1,863,090,817 $ 1,788,063,392 $ -6% (56,334) 0% (25,558) 0% (16,134) 11% 2,659,452 (16,795) -19% 7,356,698 654% 12% 46,250 0% (8,288) 4,985,057 404% -3% (61,108) 6% 50,000 (54,677,600) -100% (18,308,307) -18% 12% 864,500 (400,316) -56% (174,781,441) -16% 17% 59,230,112 18% 19,828,011 12% 1,190,583 (4,998,272) -30% 0% 20,580 3% 327,163 8% 5,946,814 1,636,550 -3% (21,217) 10% 829,535 1% 198,976 -1% (90,594) 59% 2,566,855 7% 458,755 23% 7,128,390 -5% (906,745) (76,824,221) -22% 12% 60,645,911 (51,097,432) -32% (206,320,170) -10% $ 2,148,111,445 (214,041,183) $ $ 2,153,961,515 $ 2,006,376,620 $ 1,939,920,332 $ SUMMARY SCHEDULES CONSOLIDATED REVENUES BY FUND TYPE / DEPARTMENT / FUND -10% - 33 - SUMMARY SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES CONSOLIDATED REVENUES BY FUND TYPE / DEPARTMENT / FUND (CON’T) CONSOLIDATED REVENUE BY FUNDTYPE/DEPARTMENT FY 99-00 Actual General Fund Judicial Branch 11 Adult Probation 24 Justice Courts 27 Juvenile Probation 38 Superior Court FY 00-01 Adopted FY 00-01 Revised FY 00-01 Projected FY 01-02 Adopted Variance % Subtotal $ 1,021 12,531,898 33,381 387,869 $ 12,954,168 $11,915,000 32,600 260,000 $ 12,207,600 $11,915,000 32,600 260,000 $ 12,207,600 $11,813,758 28,250 199,682 $ 12,041,690 $11,976,438 32,600 260,000 $ 12,269,038 $61,438 $ 61,438 1% 0% 0% 1% 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 $ 104,341 5,608,908 42,853 1,927,194 557,654 7,813,451 113,237 3,653 3,453,510 $ 19,624,799 $ 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 $ 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 $ 98,510 6,136,151 13,001 2,521,920 491,881 7,066,897 109,967 5,717 3,975,922 $ 20,419,967 $ 100,000 5,250,000 8,000 792,500 509,872 6,736,000 113,000 6,000 3,131,010 $ 16,646,382 $(1,881,230) 56,872 (215,000) 110,118 $ (1,929,240) 0% 0% 0% -70% 13% -3% 0% 0% 4% -10% Appointed Department 18 Finance 7,488,963 8,171,123 8,171,123 8,232,085 8,154,989 28 Medical Eligibility 1,646,472 1,125,668 1,125,668 1,064,929 8,482,366 29 Medical Examiner 289,325 235,000 373,750 279,573 420,000 31 Human Resources 1,604,909 227,300 227,300 154,567 157,450 33 Indigent Representation 206,865 100,000 100,000 52,126 100,000 34 Public Fiduciary 813,249 780,000 780,000 840,146 830,000 39 Health Care Mandates 55,583,671 54,770,644 54,770,644 54,769,522 93,044 41 Chief Information Officer 9,527 47 General Government 635,889,250 664,726,929 664,726,929 680,214,234 716,135,565 49 Management & Budget 20 70 Facilities Management 39,838 2,416 1,636,550 73 Materials Management 82,383 27,000 27,000 50,000 27,000 Subtotal $ 703,654,452 $ 730,163,664 $ 730,302,414 $ 745,659,618 $ 736,036,964 (16,134) 7,356,698 46,250 (69,850) 50,000 (54,677,600) 51,408,636 1,636,550 $ 5,734,550 0% 654% 12% -31% 0% 6% -100% Fund Total $ 736,233,421 $ 760,946,886 $ 761,085,636 $ 778,121,275 $ 764,952,384 $ 3,866,748 1% 5% -6% -5% Special Revenue Judicial Branch 11 Adult Probation 201 Adult Probation 211 Adult Probation Grants Dept Total 24 Justice Courts 204 Judicial Enhancement Fund 245 Justice Court Enhancement Fund 246 Justice Courts Grants Dept Total 27 Juvenile Probation 227 Juvenile Court Grants 228 Juvenile Court Special Fees 229 Juvenile Restitution Fund Dept Total - 34 - $ 6,518,144 $ 6,720,000 32,598,197 41,078,637 $ 39,116,340 $ 47,798,637 $ 6,720,000 41,078,637 $ 47,798,637 $ 6,720,000 34,481,431 $ 41,201,431 $ 7,026,902 38,473,935 $ 45,500,837 $ 306,902 (2,604,702) $ (2,297,800) $ 549,462 $ 466,000 $ 466,000 $ 422,970 $ 466,000 $- 450,956 85,117 $ 1,085,535 FY 99-00 Actual 445,000 $ 911,000 FY 00-01 Adopted 445,000 $ 911,000 FY 00-01 Revised 400,405 206,834 $ 1,030,209 FY 00-01 Projected 445,000 $ 911,000 FY 01-02 Adopted $- $ 12,070,712 822,751 1,865 $ 12,895,328 $ 16,190,000 860,000 50,000 $ 17,100,000 $ 16,190,000 860,000 50,000 $ 17,100,000 $ 14,485,976 829,926 200 $ 15,316,102 $ 14,690,792 842,751 50,000 $ 15,583,543 Variance $ (1,499,208) (17,249) $ (1,516,457) 8% 0% 1% % -9% -2% -9% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES FY 99-00 Actual 38 Superior Court 208 Judicial Enhancement Fund 238 Superior Court Grants 256 Probate 257 Conciliation Court 258 Court Automated Services 259 Superior Court Special Revenue 261 Law Library Fund 280 Old Courthouse Restoration 281 Children's Issues Education 282 Domestic Relatns/Mediation Edu Dept Total Subtotal Elected Official 16 Clerk Of Superior Court 205 Document Retrieval 208 Judicial Enhancement Fund 216 Clerk Of The Court Grants 258 Court Automated Services 270 Child Support Enhancement 271 Expedited Child Support 272 Child Support Automation 273 Victim Location Dept Total 19 County Attorney 213 Rico 219 County Attorney Grants 220 Check Enforcement Dept Total 36 Recorder 236 Recorder's Surcharge Dept Total 50 Sheriff 203 Sheriff Donation Fund 224 Sheriff Aviation Fund 251 Sheriff Grants 252 Sheriff Special Funding 254 Inmate Health Services Fund 255 Jail/Detention Operations Dept Total Subtotal Appointed Department 15 Emergency Management 207 Palo Verde 215 Emergency Management Dept Total 17 Community Development 217 Cdbg, Housing Trust Dept Total 22 Human Services 222 Human Services Grants Dept Total 26 Correctional Health 255 Jail/Detention Operations 292 Correctional Health Grant Dept Total FY 00-01 Adopted FY 00-01 Revised FY 00-01 Projected FY 01-02 Adopted Variance % $ 396,369 1,555,089 254,561 1,047,521 481,645 $ 891,208 2,463,867 628,578 1,315,799 907,284 $ 600,000 2,463,867 540,325 1,603,675 550,000 $ 419,352 2,402,686 305,336 1,405,992 496,951 $ 600,000 3,756,054 388,577 1,658,260 549,976 $1,292,187 (151,748) 54,585 (24) 1,143,024 820,593 297 1,247 1,707,817 800,000 50,000 20,000 2,325,004 800,000 10,000 20,000 1,500,705 802,495 79 217 2,433,353 800,000 10,000 20,000 108,349 - 5% 136,672 $ 5,837,019 253,318 $ 9,037,871 125,000 $ 9,037,871 149,099 $ 7,482,911 124,689 $ 10,340,909 (311) $ 1,303,038 0% 14% $ 58,934,223 $ 74,847,508 $ 74,847,508 $ 65,030,654 $ 72,336,289 $ (2,511,219) -3% $ 1,089,224 295,402 1,385,413 159,312 72,816 322,409 2,548 24,928 $ 3,352,052 $ 1,086,000 890,000 2,781,657 180,000 35,800 362,544 30,000 $ 5,366,001 $ 1,086,000 890,000 2,781,657 180,000 35,800 362,544 30,000 $ 5,366,001 $ 1,183,596 979,763 2,518,669 164,427 145,442 487,934 29,160 39,828 $ 5,548,819 $ 1,127,929 904,683 3,315,019 180,000 65,500 399,569 15,172 $ 6,007,872 $ 41,929 14,683 533,362 29,700 37,025 (14,828) $ 641,871 4% 2% 19% $ 1,168,637 4,543,697 3,306,481 $ 9,018,815 $ 1,300,000 4,413,190 4,095,817 $ 9,809,007 $ 1,300,000 4,872,159 4,095,817 $ 10,267,976 $ 1,300,000 5,175,384 3,627,238 $ 10,102,622 $ 1,300,000 5,040,800 4,568,281 $ 10,909,081 $ 4,002,984 $ 4,002,984 $ 3,635,895 $ 3,635,895 $ 3,635,895 $ 3,635,895 $ 3,630,160 $ 3,630,160 $ 3,638,639 $ 3,638,639 $168,641 472,464 $ 641,105 $$ 2,744 $ 2,744 $ 782 268,593 5,548,670 7,812,963 57,871 17,567,676 $ 31,256,556 $ 100,000 242,979 5,559,570 6,432,178 327,772 18,718,000 $ 31,380,499 $ 100,000 242,979 8,856,422 6,432,178 327,772 18,718,000 $ 34,677,351 $ 49,998 5,255,277 4,750,165 204,940 16,251,511 $ 26,511,891 $ 100,000 5,471,639 5,700,000 60,000 18,718,000 $ 30,049,639 $ 47,630,407 $ 50,191,402 $ 53,947,223 $ 45,793,492 $ 50,605,231 $(242,979) (3,384,783) (732,178) (267,772) $ (4,627,712) $$ (3,341,992) $ 222,840 452,345 $ 675,185 $ 260,637 693,661 $ 954,298 $ 260,637 693,661 $ 954,298 $ 261,956 710,432 $ 972,388 $ 231,747 666,217 $ 897,964 $ (28,890) (27,444) $ (56,334) -11% -4% -6% $ 6,944,572 $ 6,944,572 $ 15,897,185 $ 15,897,185 $ 15,897,185 $ 15,897,185 $ 12,338,880 $ 12,338,880 $ 15,871,627 $ 15,871,627 $ (25,558) $ (25,558) 0% 0% $ 23,149,863 $ 23,149,863 $ 24,315,741 $ 24,315,741 $ 24,315,741 $ 24,315,741 $ 24,315,741 $ 24,315,741 $ 26,975,193 $ 26,975,193 $ 2,659,452 $ 2,659,452 11% 11% $6,300 $ 6,300 $89,708 $ 89,708 $89,708 $ 89,708 $ 6,000 44,846 $ 50,846 $72,913 $ 72,913 $(16,795) $ (16,795) -19% -19% 52% -28% 3% 0% SUMMARY SCHEDULES CONSOLIDATED REVENUES BY FUND TYPE / DEPARTMENT / FUND (CON’T) 83% 10% -49% 12% 3% 12% 6% 0% 0% -38% -11% -82% -13% -6% - 35 - SUMMARY SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES CONSOLIDATED REVENUES BY FUND TYPE / DEPARTMENT / FUND (CON’T) FY 99-00 Actual FY 00-01 Adopted FY 00-01 Revised FY 00-01 Projected FY 01-02 Adopted 30 Parks & Recreation 225 Spur Cross Ranch $$$$$ 490,455 Conservation 230 Parks & Rec. Grants 4,361 170,645 170,645 41,700 78,750 239 Parks Sovenir Fund 43,483 30,000 30,000 43,382 30,000 240 Lake Pleasant Recreation 8,052,396 2,278,848 2,278,848 1,888,842 1,875,000 Svcs 241 Parks Enhancement Fund 1,973,012 1,676,876 1,676,876 1,834,615 1,676,876 243 Parks Donations Fund 19,862 15,000 15,000 12,000 12,000 Dept Total $ 10,093,115 $ 4,171,369 $ 4,171,369 $ 3,820,539 $ 4,163,081 33 Indigent Representation 209 Public Defender Training $ 448,580 $ 494,760 $ 494,760 $ 363,210 $ 460,886 233 Public Defender Grants 652,564 1,154,484 1,179,983 1,076,017 1,152,749 Dept Total $ 1,101,144 $ 1,649,244 $ 1,674,743 $ 1,439,227 $ 1,613,635 44 Planning & Development 226 Planning And Development $ 8,133,548 $ 7,295,500 $ 7,295,500 $ 9,243,829 $ 8,160,000 235 Planning/Infrastructure 261,374 175,000 175,000 220,379 175,000 Grants Dept Total $ 8,394,922 $ 7,470,500 $ 7,470,500 $ 9,464,208 $ 8,335,000 46 Research & Reporting 260 Research & Reporting $ 465,130 $ 716,508 $ 716,508 $ 692,625 $ 316,192 Dept Total $ 465,130 $ 716,508 $ 716,508 $ 692,625 $ 316,192 47 General Government 210 Economic Development $ 86,214 $ 82,500 $ 82,500 $ 119,057 $ 82,500 251 Sheriff Grants 10,872,723 6,051,013 6,051,013 10,721,425 255 Jail/Detention Operations 181,501,529 190,223,475 190,223,475 193,788,989 204,304,753 Dept Total $ 192,460,466 $ 196,356,988 $ 196,356,988 $ 193,908,046 $ 215,108,678 60 Maricopa Health Plans 247 Sail Grants Fund $ 510,951 $ 1,643,606 $ 1,643,606 $ 1,544,642 $ 1,701,063 Dept Total $ 510,951 $ 1,643,606 $ 1,643,606 $ 1,544,642 $ 1,701,063 64 Transportation 232 Road Fund $ 95,729,509 $ 110,392,589 $ 110,392,589 $ 94,361,860 $ 130,220,600 Dept Total $ 95,729,509 $ 110,392,589 $ 110,392,589 $ 94,361,860 $ 130,220,600 65 Library District 244 County Library District $ 8,896,760 $ 9,573,485 $ 9,573,485 $ 9,956,219 $ 10,764,068 Dept Total $ 8,896,760 $ 9,573,485 $ 9,573,485 $ 9,956,219 $ 10,764,068 66 Housing 295 Housing $ - $ 16,427,780 $ 16,427,780 $ 8,749,266 $ 11,429,508 Dept Total $ - $ 16,427,780 $ 16,427,780 $ 8,749,266 $ 11,429,508 67 Solid Waste 290 Waste Tire Fund $ 3,256,060 $ 2,940,000 $ 2,940,000 $ 3,157,665 $ 2,916,000 Dept Total $ 3,256,060 $ 2,940,000 $ 2,940,000 $ 3,157,665 $ 2,916,000 68 Stadium District 250 County Stadium District $ 5,895,945 $ 5,626,425 $ 5,626,425 $ 6,000,000 $ 5,930,000 371 Stadium Dist Debt Svs631,210 633,025 633,025 633,025 634,525 1993a Dept Total $ 5,895,945 $ 5,626,425 $ 5,626,425 $ 6,000,000 $ 5,930,000 69 Flood Control District 991 Flood Control $ 72,109,992 $ 73,488,393 $ 73,488,393 $ 66,763,231 $ 79,435,207 Dept Total $ 72,109,992 $ 73,488,393 $ 73,488,393 $ 66,763,231 $ 79,435,207 78 Stadium District Mlb 253 Mlb Stadium Operation $ 3,677,541 $ 335,942 $ 335,942 $ 3,327,552 $ 3,731,091 Dept Total $ 3,677,541 $ 335,942 $ 335,942 $ 3,327,552 $ 3,731,091 79 Animal Control Services 572 Animal Control Services $ 5,878,358 $ 6,418,629 $ 6,418,629 $ 5,524,030 $ 6,877,384 Dept Total $ 5,878,358 $ 6,418,629 $ 6,418,629 $ 5,524,030 $ 6,877,384 86 Public Health 265 Public Health Special $ 2,491,909 $ 2,617,299 $ 2,617,299 $ 2,411,333 $ 2,640,461 Revenue 532 Public Health 22,432,695 28,768,346 28,768,346 26,535,198 35,873,574 Dept Total $ 24,924,604 $ 31,385,645 $ 31,385,645 $ 28,946,531 $ 38,514,035 - 36 - Variance $ 490,455 (91,895) - % -54% (403,848) (3,000) $ (8,288) -18% $ (33,874) (27,234) $ (61,108) -7% -2% -4% $ 864,500 12% -20% 0% $ 864,500 $$ (400,316) $ (400,316) -56% -56% $4,670,412 14,081,278 $ 18,751,690 7% 10% $ 57,457 $ 57,457 3% 3% $ 19,828,011 $ 19,828,011 18% 18% $ 1,190,583 $ 1,190,583 12% 12% $ (4,998,272) $ (4,998,272) -30% -30% $ (24,000) $ (24,000) -1% -1% $ 303,575 5% 1,500 $ 303,575 0% 5% $ 5,946,814 $ 5,946,814 8% 8% 12% $ 3,395,149 1011% $ 3,395,149 1011% $ 458,755 $ 458,755 7% 7% $ 23,162 7,105,228 $ 7,128,390 1% 25% 23% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES FY 99-00 Actual 88 Environmental Services 504 Air Pollution Dept Total FY 00-01 Revised $ 16,176,433 $ 16,176,433 FY 00-01 Projected $ 18,106,433 $ 18,106,433 FY 01-02 Adopted $ 16,257,112 $ 16,257,112 Variance % $ 17,199,688 $ 17,199,688 $ (906,745) $ (906,745) -5% -5% Subtotal $ 480,789,206 $ 526,030,468 $ 527,985,967 $ 491,590,609 $ 582,072,927 Special Revenue Total $ 587,353,836 $ 651,069,378 $ 656,780,698 $ 602,414,755 $ 705,014,447 $ 54,086,960 $ 48,233,749 10% 7% Debt Service Appointed Department 68 Stadium District 371 Stadium Dist Debt Svs1993a 373 Stadium Dist Debt Svs1993b 375 Stadium Dist Debt SvsPeoria 377 Stadium Dist Debt Svs- 1996 378 Mesa Subord Debt Acct. 379 Maryvale Subord Debt Acct Dept Total 99 Debt Service 312 Bond-Debt Servicing 320 County Improvement Dept Total $ 16,618,789 $ 16,618,789 FY 00-01 Adopted $ 631,210 $ 633,025 $ 633,025 $ 633,025 $ 634,525 $ 1,500 0% 741,928 739,648 739,648 739,648 734,978 (4,670) -1% 2,383,205 609,178 563,837 563,837 $ 5,493,194 2,623,028 603,428 401,545 401,545 $ 5,402,219 2,381,055 603,428 664,333 664,333 $ 5,685,822 2,381,055 603,428 664,333 664,333 $ 5,685,822 2,378,503 597,678 681,863 681,863 $ 5,709,410 (2,552) (5,750) 17,530 17,530 $ 23,588 0% -1% 3% 3% 0% $ 23,620,789 $ 27,060,164 $ 27,060,164 $ 27,200,766 $ 22,580,582 133,465,919 133,465,919 124,270,197 86,848,069 $ 23,620,789 $ 160,526,083 $ 160,526,083 $ 151,470,963 $ 109,428,651 $ (4,479,582) (46,617,850) $ (51,097,432) -17% -35% -32% Subtotal $ 29,113,983 $ 165,928,302 $ 166,211,905 $ 157,156,785 $ 115,138,061 $ (51,073,844) -31% Debt Service Total $ 29,113,983 $ 165,928,302 $ 166,211,905 $ 157,156,785 $ 115,138,061 $ (51,073,844) -31% Capital Projects Judicial Branch 50 Sheriff 435 Cip's - General Fund Dept Total $ 3,001,531 $ 3,001,531 $$- $$- $$- $$- $$- Subtotal $ 3,001,531 $- $- $- $- $- $ 103,034,318 $ 103,034,318 $ 104,592,420 $ 103,034,318 $ 103,034,318 $ 104,592,420 $ 84,726,011 $ 84,726,011 $ (18,308,307) $ (18,308,307) -18% -18% $ 2,325,487 $ (244,941,767) $ 2,325,487 $ (244,941,767) -99% -99% $ 2,000,000 1,150,000 $ 3,150,000 $ (2,000) $ (826,294) $ (828,294) 0% -42% -21% Subtotal $ 158,443,720 $ 354,279,866 $ 354,279,866 $ 238,344,591 $ 90,201,498 $ (264,078,368) -75% Capital Projects Total $ 161,445,250 $ 354,279,866 $ 354,279,866 $ 238,344,591 $ 90,201,498 $ (264,078,368) -75% Appointed Department 40 Criminal Justice Facilities Development 455 Jail Construction Fund $ 108,693,923 Dept Total $ 108,693,923 47 General Government 435 Cip's - General Fund $ 46,353,620 455 Jail Construction Fund (73,245) Dept Total $ 46,280,375 78 Stadium District Mlb 410 Stadium District Construction $ 1,295,988 450 Long Term Project Reserve 2,173,433 Dept Total $ 3,469,422 $ 247,267,254 $ 247,267,254 $ 130,000,000 $ 247,267,254 $ 247,267,254 $ 130,000,000 $ 2,002,000 1,976,294 $ 3,978,294 $ 2,002,000 1,976,294 $ 3,978,294 $ 2,002,500 1,749,671 $ 3,752,171 SUMMARY SCHEDULES CONSOLIDATED REVENUES BY FUND TYPE / DEPARTMENT / FUND (CON’T) - 37 - SUMMARY SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES CONSOLIDATED REVENUES BY FUND TYPE / DEPARTMENT / FUND (CON’T) FY 99-00 Actual FY 00-01 Adopted FY 00-01 Revised FY 00-01 Projected FY 01-02 Adopted Variance % $ 29,888,341 18,967,859 2,625,105 7,691,350 $ 59,172,655 39% 8% 58% 24% $ 44,580 $ 44,580 4% 4% $ (76,824,221) $ (76,824,221) -22% -22% Subtotal $ 262,133,930 $ 694,216,800 $ 694,216,800 $ 696,053,141 $ 676,609,814 $ (17,606,986) -3% Enterprise Total $ 262,133,930 $ 694,216,800 $ 694,216,800 $ 696,053,141 $ 676,609,814 $ (17,606,986) -3% Enterprise Appointed Department 60 Maricopa Health Plans 540 Health Plan $ 29,911,695 $ 77,454,776 $ 77,454,776 $ 76,712,906 $ 107,343,117 550 Altcs 112,840,115 233,133,411 233,133,411 276,047,663 252,101,270 560 Non Ahcccs Health Plans 5,289,165 4,494,693 4,494,693 5,198,649 7,119,798 565 Senior Select Fund 10,541,174 32,078,197 32,078,197 31,861,371 39,769,547 570 Managed Care Admin Alloc 6,687,845 Dept Total $ 158,582,150 $ 347,161,077 $ 347,161,077 $ 396,508,434 $ 406,333,732 67 Solid Waste 580 Solid Waste Management $ 1,787,179 $ 1,225,920 $ 1,225,920 $ 817,085 1,270,500 Dept Total $ 1,787,179 $ 1,225,920 $ 1,225,920 $ 817,085 $ 1,270,500 90 Maricopa Health System 534 Hospital $ 101,764,601 $ 345,829,803 $ 345,829,803 $ 298,727,622 269,005,582 Dept Total $ 101,764,601 $ 345,829,803 $ 345,829,803 $ 298,727,622 $ 269,005,582 Internal Service Appointed Department 31 Human Resources 685 Benefits Trust Dept Total 73 Materials Management 673 Reprographics Dept Total 74 Equipment Services 654 Equipment Services Dept Total 75 Risk Management 652 Environmental Cleanup 675 Risk Management Dept Total 76 Telecommunications 681 Telecommunications Service Dept Total 17% $ 44,888,822 $ 44,888,822 $ 1,006,689 $ 1,006,689 $ 1,006,689 $ 1,006,689 $ 1,135,745 $ 1,135,745 $ 6,061,596 $ 6,061,596 $ 5,054,907 $ 5,054,907 502% 502% $ 767,555 $ 767,555 $ 719,734 $ 719,734 $ 719,734 $ 719,734 $ 848,206 $ 848,206 698,517 $ 698,517 $ (21,217) $ (21,217) -3% -3% $ 7,985,817 $ 7,985,817 $ 8,370,465 $ 8,370,465 $ 8,370,465 $ 8,370,465 $ 8,269,307 $ 8,269,307 9,200,000 $ 9,200,000 $ 829,535 $ 829,535 10% 10% $ 107,367 19,136,682 $ 19,244,049 $ 52,500 19,782,140 $ 19,834,640 $ 52,500 19,782,140 $ 19,834,640 $ 77,378 20,046,274 $ 20,123,652 79,071 19,954,545 $ 20,033,616 $ 26,571 172,405 $ 198,976 51% 1% 1% $ 12,634,486 $ 12,634,486 $ 11,309,690 $ 11,309,690 $ 11,309,690 $ 11,309,690 $ 12,184,997 $ 12,184,997 11,219,096 $ 11,219,096 $ (90,594) $ (90,594) -1% -1% Subtotal 85,520,728 41,241,218 41,241,218 42,561,907 47,212,825 $ 5,971,607 14% Internal Service Total $ 85,520,728 $ 41,241,218 $ 41,241,218 $ 42,561,907 $ 47,212,825 $ 5,971,607 14% Eliminations Appointed Department 98 Eliminations Eliminations Dept Total $$- $ (519,571,005) $ (519,571,005) $ (519,854,608) $ (519,854,608) $ (508,275,834) $ (508,275,834) $ (459,208,697) $ (459,208,697) $ (60,645,911) $ (60,645,911) -12% -12% Subtotal $- $ (519,571,005) $ (519,854,608) $ (508,275,834) $ (459,208,697) $ (60,645,911) -12% Eliminations Total $- $ (519,571,005) $ (519,854,608) $ (508,275,834) $ (459,208,697) $ (60,645,911) -12% - 38 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES CONSOLIDATED REVENUE BY DEPARTMENT AND FUND TYPE Total Revenue ADOPTED GENERAL FUND SPECIAL REVENUE DEBT SERVICE CAPITAL PROJECTS INTERNAL SERVICE ENTERPRISE TOTAL FUNDS ELIMINATIONS JUDICIAL BRANCH $ 11 ADULT PROBATION 24 JUSTICE COURTS 27 JUVENILE PROBATION 38 SUPERIOR COURT Subtotal $ - $ 45,500,837 $ - $ - $ - $ - $ - $ 45,500,837 11,976,438 911,000 - - - - - 32,600 15,583,543 - - - - - 15,616,143 260,000 10,340,909 - - - - - 10,600,909 - $ - $ - $ - $ - $ 84,605,327 12,269,038 $ 72,336,289 $ 12,887,438 SUMMARY SCHEDULES CONSOLIDATED REVENUES BY DEPARTMENT AND FUND TYPE ELECTED OFFICIAL 12 ASSESSOR 16 CLERK OF SUPERIOR COURT 100,000 - - - - - - 100,000 5,250,000 6,007,872 - - - - - 11,257,872 10,917,081 8,000 10,909,081 - - - - - 21 ELECTIONS 792,500 - - - - - - 792,500 25 CONSTABLES 509,872 - - - - - - 509,872 6,736,000 3,638,639 - - - - - 10,374,639 113,000 - - - - - - 113,000 6,000 - - - - - - 6,000 3,131,010 30,049,639 - - - - - 33,180,649 - $ - $ - $ - $ - $ 67,251,613 19 COUNTY ATTORNEY 36 RECORDER 37 SUPERINTENDENT OF SCHOOLS 43 TREASURER 50 SHERIFF Subtotal $ 16,646,382 $ 50,605,231 $ 897,964 $ APPOINTED DEPARTMENT $ 15 EMERGENCY MANAGEMENT - $ - 17 COMMUNITY DEVELOPMENT 18 FINANCE 22 HUMAN SERVICES 26 CORRECTIONAL HEALTH 28 MEDICAL ELIGIBILITY 29 MEDICAL EXAMINER 30 PARKS & RECREATION 15,871,627 - $ - - $ - - $ - - $ - $ - - 897,964 15,871,627 8,154,989 - - - - - - 8,154,989 - 26,975,193 - - - - - 26,975,193 - 72,913 - - - - - 72,913 8,482,366 - - - - - - 8,482,366 420,000 - - - - - - 420,000 - 4,163,081 - - - - - 4,163,081 31 HUMAN RESOURCES 157,450 - - - - 6,061,596 - 6,219,046 33 INDIGENT REPRESENTATION 100,000 1,613,635 - - - - - 1,713,635 34 PUBLIC FIDUCIARY 830,000 - - - - - - 830,000 93,044 - - - - - - 93,044 40 CRIMINAL JUSTICE FACILITIES DEVELOPMENT - - - 84,726,011 - - - 84,726,011 44 PLANNING & DEVELOPMENT - 8,335,000 - - - - - 8,335,000 46 RESEARCH & REPORTING - 316,192 - - - - - 316,192 716,135,565 215,108,678 - 2,325,487 - - - 933,569,730 39 HEALTH CARE MANDATES 47 GENERAL GOVERNMENT 60 MARICOPA HEALTH PLANS - 1,701,063 - - 406,333,732 - - 408,034,795 64 TRANSPORTATION - 130,220,600 - - - - - 130,220,600 65 LIBRARY DISTRICT - 10,764,068 - - - - - 10,764,068 66 HOUSING - 11,429,508 - - - - - 11,429,508 67 SOLID WASTE - 2,916,000 - - 1,270,500 - - 4,186,500 68 STADIUM DISTRICT - 5,930,000 5,709,410 - - - - 11,639,410 69 FLOOD CONTROL DISTRICT 70 FACILITIES MANAGEMENT 73 MATERIALS MANAGEMENT 74 EQUIPMENT SERVICES - 79,435,207 - - - - - 79,435,207 1,636,550 - - - - - - 1,636,550 27,000 - - - - 698,517 - 725,517 - - - - - 9,200,000 - 9,200,000 75 RISK MANAGEMENT - - - - - 20,033,616 - 20,033,616 76 TELECOMMUNICATIONS - - - - - 11,219,096 - 11,219,096 78 STADIUM DISTRICT MLB - 3,731,091 - 3,150,000 - - - 6,881,091 79 ANIMAL CONTROL SERVICES - 6,877,384 - - - - - 6,877,384 86 PUBLIC HEALTH - 38,514,035 - - - - - 38,514,035 88 ENVIRONMENTAL SERVICES - 17,199,688 - - - - - 17,199,688 90 MARICOPA HEALTH SYSTEM - - - - 269,005,582 - - 269,005,582 98 ELIMINATIONS - - - - - - 99 DEBT SERVICE - - 109,428,651 - - - (459,208,697) Subtotal $ 736,036,964 $ 582,072,927 $ 115,138,061 $ 90,201,498 $ 676,609,814 $ 47,212,825 $ (459,208,697) $1,788,063,392 Total Departments $ 764,952,384 $ 705,014,447 $ 115,138,061 $ 90,201,498 $ 676,609,814 $ 47,212,825 $ (459,208,697) $1,939,920,332 - (459,208,697) 109,428,651 - 39 - SUMMARY SCHEDULES MARICOPA COUNTY FY 2001-02 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 maximum primary 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 ten fiscal years plus the budget for FY 2001-02. 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 1991-92 1992-93 1993-94 1994-95 1995-96 1996-97 1997-98 1998-99 1999-00 2000-01 2001-02 Primary Valuation and Rate A.V. (000) 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 19,362,298 21,355,326 Rate 0.9843 1.0739 1.0548 1.2394 1.1580 1.1054 1.1265 1.1472 1.1884 1.1641 1.1832 A.V. (000) 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 20,877,716 22,913,134 Debt Service 0.1741 0.1409 0.1878 0.0032 0.1464 0.1575 0.1364 0.1312 0.1085 0.1152 0.0876 Library District 0.0444 0.0426 0.0417 0.0417 0.0099 0.0421 0.0421 0.0421 0.0421 0.0421 0.0421 Secondary Valuation and Rate Flood Control A.V. (000) 10,465,251 10,063,004 9,675,782 9,724,304 10,827,837 11,129,482 12,361,851 13,660,618 15,504,112 17,485,890 19,544,069 Flood Control District 0.4447 0.3901 0.3632 0.3632 0.3332 0.3425 0.3425 0.3270 0.2858 0.2534 0.2319 Total Rate 1.6475 1.6475 1.6475 1.6475 1.6475 1.6475 1.6475 1.6475 1.6248 1.5748 1.5448 Note: Excludes SRP. The FY 2001-02 adopted final budget includes an estimated primary property tax levy (excluding Salt River Project) of $252,676,223, an increase of $27,279,709 (11%) from the FY 2000-01 revised primary property tax budget. This increase is due to the continued growth in assessed value of property, predominantly from new properties added to the tax rolls. Overall, the combined county tax rate is dropping 3.00 cents per $100 in assessed valuation. The total new combined tax rate is $1.5448 versus the FY 2000-01 rate of $1.5748. This was accomplished by slightly increasing the Primary tax rate and reducing the Debt Service rate and the Flood Control District tax rate by $0.0276 and $0.0215 respectively. The Library District tax rate will be held constant at the Fiscal Year 2000-01 rate of $0.0421. The following table depicts the primary and secondary property tax levy for the last ten fiscal years, plus the budget for FY 2001-02. - 40 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Fiscal Year 1991-92 General Fund 136,572,245 Preliminary Tax Levy Secondary Flood Control Debt Service District 25,868,883 46,536,850 Library District 6,320,418 Total 215,298,396 1992-93 146,115,141 19,461,200 39,254,429 5,882,555 210,713,325 1993-94 140,248,266 25,360,203 35,142,441 5,631,213 206,382,123 1994-95 164,865,317 428,377 35,318,672 5,638,330 206,250,696 1995-96 156,257,472 20,670,863 36,078,354 1,397,824 214,404,513 1996-97 154,487,036 22,590,472 38,118,477 6,038,469 221,234,454 1997-98 169,045,638 21,446,852 42,339,342 6,619,593 239,451,425 1998-99 183,750,071 22,058,679 44,670,223 7,078,280 257,557,253 1999-00 207,540,697 20,264,361 44,310,754 7,862,946 279,978,758 2000-01 225,396,514 24,037,880 45,042,553 8,586,315 303,063,262 2001-02 252,676,223 20,071,906 45,322,696 9,646,430 327,717,255 SUMMARY SCHEDULES Primary NOTE: Excludes SRP, Payments in Lieu of Taxes. The preliminary Fiscal Year 2001-02 General Fund Primary tax levy provides an additional $27,279,709 above the Fiscal Year 2000-01 Primary tax levy. This increase in revenue is primarily due to new construction and other additions to the tax rolls. A large part (5.9%) of the 10.3% growth in assessed valuation is from new construction. For more information, refer to the Preliminary FY 2001-02 Levy vs. Truth-in-Taxation Levy page later in this section. Property Taxes (General Fund) $225,396,514 $225,396,514 $252,676,223 $300,000,000 $250,000,000 $200,000,000 $150,000,000 $100,000,000 $50,000,000 $FY 01 REVISED FY 01 FORECAST FY 02 BUDGET Personal property taxes are comprised of secured personal property and unsecured personal property. Secured personal property consists of fixed assets attached to real property. Unsecured personal property consists of moveable fixed assets. Secured and unsecured personal property taxes are now levied and billed with real property taxes. Residential personal property is exempt from taxation, with the exception of mobile homes. Personal property 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). - 41 - SUMMARY SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES PAYMENTS IN LIEU OF TAXES $6,391,210 $6,804,798 $6,568,744 $10,000,000 $8,000,000 Salt River Project $6,000,000 Federal $4,000,000 $2,000,000 $FY 01 REVISED FY 01 FORECAST FY 02 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 2001-02 budget for payments in lieu of taxes is $6,391,210, a decrease of $177,534 or 2.7% from FY 2000-01 revised budget. TAX PENALTIES AND INTEREST $7,000,000 $8,800,000 $8,000,000 $10,000,000 $7,500,000 $5,000,000 $2,500,000 $FY 01 REVISED FY 01 FORECAST FY 02 BUDGET Penalties and interest are collected on delinquent property taxes. The FY 2000-01 forecast exceeds budget by $1,800,000, based on collections through March 2001. The FY 2001-02 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. 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 - 42 - Proposed Jail Stadium District Stadium District Detention Car Rental Major League Fiscal Year Surcharge Baseball Total Facilities 1993-94 3,998,649 1994-95 4,408,888 18,883,297 1995-96 4,818,487 87,061,064 1996-97 5,326,147 96,058,302 1997-98 5,443,369 35,997,339 1998-99 41,477,224 5,400,000 1999-00 91,984,716 5,722,238 2000-01 F 98,798,514 5,800,000 104,598,514 2001-02 B 103,017,791 5,730,000 108,747,791 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES 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. The total budgeted sales tax for jails in FY 2001-02 is $103,017,791, an increase of $4,219,277 (4.2%) from what was forecasted for FY 2000-01. LICENSES AND PERMITS SUMMARY SCHEDULES construction and operations in Maricopa County. The sunset of the Major League Sales tax which was used for the construction of Bank One Ballpark occurred in 1997-1998. 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-of-way 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 nine fiscal years, forecasted totals for FY 2000-01, plus the budget for FY 2001-02. License and permit revenues within the General Fund are currently generated by General Government. 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. The increase in General Fund revenue in license/permits is from telecommunications firms for use of County Rights-of-way to lay fiber optic cables. Fiscal Year Licenses & Permits Revenues Special General Revenue Fund Funds 1991-92 1992-93 1993-94 1994-95 1995-96 1996-97 1997-98 1998-99 1999-00 2000-01 F 2001-02 B 1,670,967 1,880,372 1,677,251 1,927,793 2,340,983 2,380,622 2,248,372 2,839,905 271,025 375,000 375,000 8,687,231 9,378,628 10,943,744 13,012,399 10,074,284 10,944,271 12,634,283 14,227,608 21,915,996 21,852,963 22,547,491 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 22,187,021 22,227,963 22,922,491 Licenses & Permits Revenue (General Fund) $50,000 $375,000 $375,000 $400,000 $300,000 $200,000 $100,000 $FY 01 REVISED FY 01 FORECAST FY 02 BUDGET - 43 - SUMMARY SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Department Amount Description General Government 50,000 Liquor Licenses General Government 325,000 Other Licenses 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 state shared 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 ten fiscal years, forecasted totals for FY 2000-01, plus the budget for FY 2001-02. 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 2001-02 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 4,201,782 207,059,486 0 0 0 0 2000-01 F 8,838,736 198,752,063 77,659,060 11,475 0 0 (626,500) 284,634,834 2001-02 B 13,565,019 270,876,372 9,897,659 0 0 0 (1,000,000) 293,339,050 211,261,268 Note: Historical data prior to FY 1997-98 for General Fund and Debt Service included Indirect Cost Recovery. - 44 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES SUMMARY SCHEDULES Intergovernmental (General Fund) $13,565,019 $15,000,000 $8,838,736 $5,351,120 $12,000,000 $9,000,000 $6,000,000 $3,000,000 $- FY 01 REVISED FY 01 FORECAST FY 02 BUDGET Most intergovernmental revenues fall within the Special Revenue category. The table below outlines the General Fund FY 2001-02 intergovernmental revenue budget, which has increased from the FY 2000-01 Forecast despite the reduction in election spending. Most of the increase is due to budgeted payments from state DES for reimbursement of eligibility determination cost. Department Elections General Government Indigent Representation Justice Courts Juvenile Courts Medical Eligibility Sheriff’s Office Superintendent of Schools Total Amount Description $775,000 Election Services 249,772 Shared State Lottery Sales 100,000 State Grand Jury Reimbursements 833,871 State Reimbursement for JP Salaries 31,200 Federal Reimbursement for Inmate Housing 8,482,366 SOBRA/DES Reimbursements for Eligibility 3,014,810 Patrol Services 78,000 National Forest Fees for Schools 13,565,019 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. Fiscal Highway User Year Tax 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 77,317,632 2000-01 F 71,500,000 2001-02 B 81,000,000 Listed to the right are the actual collections of the highway user revenues for the last eight fiscal years, forecasted totals for FY 2000-01, plus the budget for FY 2001-02. - 45 - SUMMARY SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES 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 started using a new allocation procedure. The new procedure distributes the funds determined from the larger of two different calculations: a) 50% based on point of sale + 50% based on assessed valuation; or b) 50% based on point of sale + 50% based on population. Also, as of FY 1994-95, the counties receive a portion of an additional 2.43 percent of the State's share of receipts, distributed using a 50% point of sale + 50% population basis method. Listed to the right are the actual sales tax collections for the last eight fiscal years, forecasted totals for FY 2000-01, plus the budget for FY 2001-02. The FY 2001-02 budget for the General Fund is based on conservative economic forecasts and assumes a 4.3% growth rate over the 2000-01 forecast. The increase from the FY 2000-01 forecast is $13,855,284. State Shared Sales Tax Collections Fiscal Year General Fund 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 1999-00 309,009,200 2000-01 F 327,669,409 2001-02 B 341,524,693 State Shared Sales Tax Collections $318,189,083 $327,669,409 $341,524,693 $350,000,000 $300,000,000 $250,000,000 $200,000,000 FY 01 REVISED - 46 - FY 01 FORECAST FY 02 BUDGET MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES 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 2001-02 budget incorporates a $2,515,577 increase in Vehicle License Tax Revenue over the FY 2000-01 forecasted revenue. That equates to a 2.6% growth rate. These taxes are paid as part of the annual auto license renewal process, billed and payable during the month in which the vehicle was first registered. Collections are shared between the state, counties and cities. Revenue forecasts include the impact of recent tax cut legislation. Listed to the right are actual and projected vehicle license tax collections from FY 92-93 to FY 01-02. State Shared Vehicle License Tax $99,515,631 $92,057,890 State Shared Vehicle License Tax Fiscal General Year Fund 1992-93 34,229,803 1993-94 39,330,291 1994-95 44,940,805 1995-96 53,481,261 1996-97 64,600,858 1997-98 68,309,110 1998-99 81,053,747 1999-00 94,431,066 2000-01 F 92,057,890 2001-02 B 92,868,669 SUMMARY SCHEDULES STATE SHARED VEHICLE LICENSE TAXES $92,868,669 $90,000,000 $70,000,000 $50,000,000 FY 01 REVISED FY 01 FORECAST FY 02 BUDGET 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. - 47 - SUMMARY SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Listed below are the other charges for services, fines and forfeits and net patient service revenues recorded for the last eight fiscal years, forecasted totals for FY 2000-01, plus the budget for FY 2001-02. Fees and Charges, Fines & Forfeits, and Patient Revenues Fiscal Year 1992-93 1993-94 1994-95 1995-96 1996-97 1997-98 1998-99 1999-00 2000-01 F 2001-02 B General Fund 27,817,045 32,386,835 33,205,377 34,025,494 31,051,154 33,837,750 31,106,510 31,500,847 27,081,476 26,381,425 Special Revenue Funds 24,510,472 10,951,564 21,211,035 22,913,761 24,660,740 32,506,984 24,883,434 30,719,077 30,101,797 31,006,687 Internal Capital Enterprise Service Projects Funds Funds Funds Eliminations 401,393,522 137,626,475 909,657 453,417,547 162,749,217 323,006 464,406,141 126,851,818 67,014 466,685,704 71,231,729 0 459,442,809 85,204,601 64,018 465,456,904 66,587,939 231,215 511,798,260 65,310,440 0 (95,742,813) 585,277,987 85,630,000 0 576,101,268 41,302,287 0 (82,310,167) 615,266,562 45,832,230 0 (134,220,546) Total 592,257,171 659,828,169 645,741,385 594,856,688 597,423,322 598,620,792 538,003,411 608,623,578 592,276,661 584,266,358 FEES AND CHARGES FOR SERVICES Other Charges for Services (General Fund) $18,538,592 $16,021,797 $15,954,567 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $FY 01 REVISED FY 01 FORECAST FY 02 BUDGET Most departments that collect charges for services have maintained or increased budgets over the prior year. However, budgeted Other Charges for Services have decreased for the second consecutive year. The Sheriff’s revenue from Contract Law Enforcement was restated from Other Charges for Services to Intergovernmental revenues for better financial reporting. - 48 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES 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 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 FY 2001-02 3,610,000 509,872 0 2,000,000 25,300 2,318,395 420,000 830,000 5,940,000 0 35,000 260,000 6,000 15,954,567 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. Fiscal Year 1991-92 1992-93 1993-94 1994-95 1995-96 1996-97 1997-98 1998-99 1999-00 2000-01 F 2001-02 B SUMMARY SCHEDULES Other Charges for Service Summary 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 40,207,167 39,770,634 - 49 - SUMMARY SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES FINES AND FORFEITS Fines & Forfeits (General Fund) $10,121,000 $10,333,814 $10,967,757 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $FY 01 REVISED FY 01 FORECAST FY 02 BUDGET Amount Description Fines and forfeits are Department collected by the Clerk of the Superior Court $1,157,000 Superior Court Fines Justice Courts and Justice Courts 9,176,814 Traffic and Misdemeanor Fines Superior Court. $10,333,814 Based on collections through March, the forecasted revenue is expected to exceed budget due to rising caseloads. The FY 2001-02 budget anticipates fines and forfeits in line with caseload increases, primarily in the Justice Courts. PATIENT CHARGES Patient Charges and Patient Care – Revenue Allowances Fiscal Year 1997-98 1998-99 1999-00 2000-01 F 2001-02 B General Fund 2,444,637 647,580 87,872 91,922 93,044 Special Revenue Funds 532,007 602,542 1,060,650 1,371,256 1,241,801 Enterprise Funds 323,663,351 508,799,795 584,897,791 576,082,040 595,311,060 Internal Service Funds Capital Projects Funds 0 0 0 0 0 0 0 0 0 0 Eliminations (54,232,273) (40,707,215) (47,811,146) (42,736,323) (92,049,912) Total 272,408,322 469,342,702 538,106,404 534,808,895 504,595,993 Patient Charges (General Fund) $250,000 $200,000 $118,444 $91,922 $93,044 $150,000 $100,000 $50,000 $FY 01 REVISED FY 01 FORECAST FY 02 BUDGET In the General Fund, patient service revenues are generated by the residual long-term care program. 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. - 50 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES INTEREST EARNINGS AND 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. SUMMARY SCHEDULES Patient Charges FY 2001-02 Adopted Budget Summary Department Amount Description Health Care Mandates $93,044 LTC Share of Cost $93,044 Listed below are the miscellaneous revenues recorded for the last eight fiscal years, forecasted amounts for FY 2000-01, plus the budget for FY 2001-02. Federal disproportionate share revenues were budgeted as patient service revenue in FY 1995-96, but have been presented in this table (through FY 2000-01) 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 1992-93 1993-94 1994-95 1995-96 1996-97 1997-98 1998-99 1999-00 2000-01 F 2001-02 B General Fund 10,911,198 17,361,501 22,290,356 22,698,183 12,052,384 10,170,063 12,514,416 13,968,176 18,283,225 15,015,158 Miscellaneous Revenue Special Internal Revenue Enterprise Service Funds Funds Funds 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 22,123,032 17,516,444 1,215,434 26,381,754 12,033,443 1,380,595 Debt Capital Service Projects Funds Funds Total 3,820,486 1,454,953 87,183,504 1,697,395 1,888,447 102,574,394 772,308 1,395,661 116,647,052 1,075,861 1,287,867 43,783,670 622,445 10,056,965 48,038,622 524,591 100,241,220 144,679,110 400,000 407,093 119,437,744 400,000 1,325,000 63,290,276 3,108,004 7,105,888 69,352,027 5,507,546 4,875,487 65,193,983 Miscellaneous Revenue (General Fund) $12,887,785 $18,283,225 $15,015,158 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $FY 01 REVISED FY 01 FORECAST FY 02 BUDGET - 51 - SUMMARY SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES 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 200001. Interest revenue was conservatively budgeted at $8.5million for FY 2000-01, 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 $12,000,000 for FY 2001-02. 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. Additional revenue has also been realized from the parking fees generated by Facilities Management from parking fee’s related to Major League Baseball. General Fund Miscellaneous Revenue Summary Department Assessor Clerk of the Court County Attorney Elections Facilities Management General Government Human Resources Justice Courts Juvenile Probation Management and Budget Materials Management Medical Examiner Recorder Sheriff Superintendent of Schools Superior Court FY 2000-01 F FY 2001-02 B Description 98,510 100,000 Sale of Maps, Copies, Etc. 109,461 25,000 Sale of Copies & Bad Check Fees 13,001 8,000 Drug Offender Diversion Fees 13,245 15,000 Sale of Copies and Maps 2,416 1,636,550 Baseball Parking 16,956,310 12,000,000 Interest Income, Other 122,008 132,150 Sale of Copies 126,178 107,858 Sale of Copies 1,881 1,400 Key Replacement Fees 20 0 Budget Book Sales 50,000 27,000 Surplus, Vending Machine, & Copy Sales 7,791 0 Sale of Copies 781,797 796,000 Micrographics & Photocopy Sales 0 116,200 Sale of Copies and Reimbursement for ID Cards 462 0 National Forest Fees for Schools 146 0 Sale of Copies 18,283,225 14,965,158 GAIN / LOSS OF FIXED ASSETS Gain / Loss of Fixed Assets (General Fund) $60,000 $50,000 $50,000 $24,998 $40,000 $20,000 $FY 01 REVISED - 52 - FY 01 FORECAST FY 02 BUDGET MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TRANSFERS IN FROM OTHER FUNDS The Transfers In to the General Fund had previously been made of two components: Central Service Costs to the Department of Finance, and the Disproportionate Share reimbursement from Maricopa Integrated Health System. The FY 2001-02 budget only includes $8,099,043 to Finance. The implementation of voter approved Proposition 204, which expands AHCCCS coverage to persons up to 100% of the Federal Poverty Level, eliminates the County’s share of funds under the Disproportionate Share program. Proposition 204 establishes Tobacco Settlement revenue as the source of funds for the state match to the expanded AHCCCS program. In order to hold the Federal Government budget neutral due to the increased costs required to accommodate the expanded AHCCCS eligible population, the county and state Disproportionate Share revenue is eliminated. SUMMARY SCHEDULES Gain/Loss on General Fund Fixed Assets is budgeted conservatively and is consistent with the FY 200001 revised budget. Transfers In (General Fund) $62,848,723 $62,909,685 $60,000,000 $8,154,989 $40,000,000 $20,000,000 $FY 01 REVISED FY 01 FORECAST FY 02 BUDGET - 53 - SUMMARY SCHEDULES MARICOPA COUNTY FY 2001-02 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 Assessor’s Office and is confirmed by the State Property Tax Oversight Commission. 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. MARICOPA COUNTY FY 2001-02 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) PRIMARY (COUNTY OPERATING): $ 21,355,326,477 FY 2001-02 Final $ 19,362,298,255 FY 2000-01 Final $ 1,993,028,222 Variance $ $ $ 458,941,459 $ 21,814,267,936 482,668,516 $ 19,844,966,771 (23,727,057) $ 1,969,301,165 $ 2,181,427 $ 1,984,497 $ 196,930 $ $ $ DEBT SERVICE: FY 2001-02 Final FY 2000-01 Final Variance $ 22,913,134,480 $ 20,877,715,546 $ 2,035,418,934 $ $ $ 458,941,459 $ 23,372,075,939 482,668,516 $ 21,360,384,062 (23,727,057) $ 2,011,691,877 $ 2,337,208 $ 2,136,038 $ 201,170 $ 0.0876 $ $ 0.1152 $ $ (0.0276) $ 20,071,906 $ 24,051,128 $ (3,979,222) $ FLOOD CONTROL DISTRICT: $ 19,544,068,975 FY 2001-02 Final $ 17,485,889,868 FY 2000-01 Final $ 2,058,179,107 Variance $ $ $ 66,230,009 $ 19,610,298,984 77,336,484 $ 17,563,226,352 (11,106,475) $ 2,047,072,632 $ 1,961,030 $ 1,756,323 $ 204,707 $ 0.2319 $ $ 0.2534 $ $ (0.0215) $ 45,322,696 44,309,245 1,013,451 LIBRARY DISTRICT: FY 2001-02 Final FY 2000-01 Final Variance $ $ $ 458,941,459 $ 23,372,075,939 482,668,516 $ 21,360,384,062 (23,727,057) $ 2,011,691,877 $ 2,337,208 $ 2,136,038 $ 201,170 $ $ $ 9,646,430 8,789,518 856,912 GRAND TOTALS: FY 2001-02 Final FY 2000-01 Final Variance - 54 - $ 22,913,134,480 $ 20,877,715,546 $ 2,035,418,934 1.1832 1.1641 0.0191 0.0421 0.0421 - $ 252,676,223 $ 225,396,514 $ 27,279,709 $ $ $ $ $ $ Total Tax Levy & PILT 5,430,195 $ 258,106,418 5,618,744 $ 231,015,258 (188,549) $ 27,091,160 402,033 $ 556,034 $ (154,001) $ 20,473,939 24,607,162 (4,133,223) $ $ $ 153,587 $ 195,971 $ (42,384) $ 45,476,283 44,505,216 971,067 $ $ $ 193,214 $ 203,203 $ (9,989) $ 9,839,644 8,992,721 846,923 $ 1.5448 $ 327,717,255 $ $ 1.5748 $ 302,546,405 $ $ (0.0300) $ 25,170,850 $ -1.9% 8.3% 6,179,029 $ 333,896,284 6,573,952 $ 309,120,357 (394,923) $ 24,775,927 -6.0% 8.0% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES FY 2001-02 LEVY VS. TRUTH-IN-TAXATION LEVY FY 2001-02 Current NAV Subject to Taxation in Prior Year FY 2000-01 Primary Levy FY 2001-02 Truth-in-Taxation Rate FY 2001-02 Current Net Assessed Value FY 2000-01 Preliminary Truth-in-Taxation Levy $ 20,173,064,262 $ 225,396,514 $ 1.1173 $ 21,355,326,477 $ 238,603,063 FY 2001-02 Tentative Primary Levy (excluding SRP) FY 2001-02 Tentative Primary Rate $ 252,676,223 $ 1.1832 Amount Under/(Over) Truth-in-Taxation Levy Amount Under/(Over) Truth-in-Taxation Rate $ (14,073,160) $ (0.0659) Truth-in-Taxation Assessment on an $100,000 Home: Tentative Primary Levy on an $100,000 Home: (Increase)/Decrease Impact of Overall Rate on an $100,000 home: FY 2000-01 FY 2001-02 Net Savings to Taxpayer SUMMARY SCHEDULES LEVY LIMIT AND TRUTH-IN-TAXATION COMPARISONS $ 111.73 $ 118.32 $ (6.59) -5.9% $ 157.48 $ 154.48 $ 3.00 1.9% LEVY VS. FY 2001-02 LIMIT FY 2001-02 Adjusted Allowable Levy Limit Maximum Rate $ 274,181,037 $ 1.2839 FY 2001-02 Tentative Primary Levy (excluding SRP): Primary Levy Rate $ 252,676,223 $ 1.1832 Amount Under/(Over) Limit: $ 21,504,814 $ 0.1007 - 55 - SUMMARY SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES SALES TAX PROJECTION State Shared Sales (Transaction Privelege) Tax History, Forecast, and Budget Assumptions Fiscal Year Actual Annual Collections % Chg. FY 1987-88 $ 131,829,410 FY 1988-89 145,628,022 10.5% FY 1989-90 153,351,540 5.3% FY 1990-91 158,679,571 3.5% FY 1991-92 164,190,068 3.5% FY 1992-93 176,925,962 7.8% FY 1993-94 194,846,044 10.1% FY 1994-95 215,015,370 10.4% FY 1995-96 231,009,129 7.4% FY 1996-97 242,352,311 4.9% FY 1997-98 257,643,630 6.3% FY 1998-99 279,386,536 8.4% FY 1999-00 309,009,200 10.6% FORECASTS Most Likely Annual Pessimistic Annual Budget Annual Scenario % Chg. Scenario % Chg. Estimate % Chg. FY 2000-01 $ 330,639,844 7.0% $ 324,459,660 5.0% $ 327,549,752 6.0% FY 2001-02 350,478,235 6.0% 332,571,152 2.5% 341,524,693 4.3% FY 2002-03 375,362,189 7.1% 352,525,421 6.0% FY 2003-04 400,886,818 6.8% 372,971,895 5.8% FY 2004-05 424,138,254 5.8% 390,874,546 4.8% FY 2005-06 447,889,996 5.6% 410,418,273 5.0% Data Sources: Historical - Comprehensive Annual Financial Report, Maricopa County Department of Finance Forecasts - Elliott D. Pollack & Co. (April, 2001) - 56 - Budget estimate is mean of Most Likely and Pessimistic forecast scenarios. MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES SUMMARY SCHEDULES VEHICLE LICENSE TAX PROJECTION State Shared Vehicle License Tax History, Forecast, and Budget Assumptions Fiscal Year Actual Annual Collections % Chg. FY 1987-88 $ 27,759,127 FY 1988-89 29,641,373 6.8% FY 1989-90 30,758,091 3.8% FY 1990-91 32,310,665 5.0% FY 1991-92 32,764,329 1.4% FY 1992-93 34,899,550 6.5% FY 1993-94 41,791,049 19.7% FY 1994-95 49,672,153 18.9% FY 1995-96 53,421,417 7.5% FY 1996-97 64,600,858 20.9% FY 1997-98 67,164,259 4.0% FY 1998-99 81,053,747 20.7% FY 1999-00 88,147,523 8.8% FORECASTS Most Likely Annual Pessimistic Annual Budget Annual Scenario % Chg. Scenario % Chg. Estimate % Chg. FY 2000-01 $ 93,894,843 6.5% $ 90,219,336 2.4% $ 92,057,090 4.4% FY 2001-02 100,467,482 7.0% 92,868,667 2.9% 92,868,667 0.9% FY 2002-03 106,495,531 6.0% 98,837,009 6.4% FY 2003-04 114,163,209 7.2% 103,214,609 4.4% FY 2004-05 121,326,159 6.3% 106,905,436 3.6% FY 2005-06 127,976,190 5.5% 111,280,366 4.1% Budget estimate for FY 2000-01 is mean of Most Likely and Pessimistic forecast scenarios; estimate for FY 2001-02 is based on Pessimistic forecast scenario. Data Sources: Historical - Comprehensive Annual Financial Report, Maricopa County Department of Finance Forecasts - Elliott D. Pollack & Co. (April, 2001) - 57 - SUMMARY SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES BEGINNING FUND BALANCE VARIANCE COMMENTARY GENERAL FUND General Fund (100) FY 2000-01 ADOPTED Unreserved Beginning Fund Balance FY 2000-01 REVISED FY 2000-01 PROJECTED FY 2001-02 ADOPTED $144,295,653 $ 144,295,653 $ 154,436,197 $ 124,034,750 $ (67,700,000) $ (67,700,000) $ (67,700,000) $ (76,000,000) Unreserved/Undesignated Beginning Fund Balance $ 76,595,653 $ 76,595,653 $ 86,736,197 $ 48,034,750 Revenue $760,946,886 $ 761,085,636 $ 778,121,275 $ 764,952,384 Operating Expenditures $717,381,619 $ 717,290,161 $ 698,145,523 $ 713,218,574 Net Operating $ 43,565,267 $ 43,795,475 $ 79,975,752 $ 51,733,810 Appropriated Fund Balance $120,160,920 $ 119,960,920 $ 110,377,199 $ 99,768,560 $- $ 430,208 $ 56,334,750 $- $ 67,700,000 $ 68,130,208 $ 124,034,750 $ 76,000,000 Designated for Cash flow Unreserved/Undesignated Ending Fund Balance Unreserved Ending Fund Balance - 58 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Detention Fund (255) FY 2000-01 ADOPTED Unreserved/Undesignated Beginning Fund Balance FY 2000-01 REVISED FY 2000-01 PROJECTED FY 2001-02 ADOPTED $ 17,809,216 $ 17,809,216 $ 21,069,426 $ 9,757,372 Revenue Operating (MOE/Per Diem) Non-Operating (Jail Tax) Total Revenue $ 113,608,475 95,333,000 $ 208,941,475 $ 113,608,475 95,333,000 $ 208,941,475 $ 111,247,986 98,798,514 $ 210,046,500 $ 120,004,962 103,017,791 $ 223,022,753 Expenditures Operating Non-Operating Total Expenditures $ 110,649,286 116,439,404 $ 227,088,690 $ 110,649,288 116,530,866 $ 227,180,154 $ 107,779,080 113,579,474 $ 221,358,554 $ 112,310,042 114,287,817 $ 226,597,859 $ (337,999) $ (429,463) $ 9,757,372 $ 6,182,266 $ 113,608,475 110,649,286 $ 2,959,189 $ 113,608,475 110,649,288 $ 2,959,187 $ 111,247,986 107,779,080 $ 3,468,906 $ 120,004,962 112,310,042 $ 7,694,920 $ 17,809,216 95,333,000 116,439,404 $ (3,297,188) $ 17,809,216 95,333,000 116,530,866 $ (3,388,650) $ 21,069,426 98,798,514 113,579,474 $ 6,288,466 $ 9,757,372 103,017,791 114,287,817 $ (1,512,654) Unreserved/Undesignated Ending Fund Balance Operating Revenue Expenditure Net Operating Revenue/Expend. Non-Operating Fund Balance Revenue Expenditure Net Non-Operating Revenue/Expend. SUMMARY SCHEDULES JAIL AND JUVENILE DETENTION FUND Detention Capital Improvements Fund (455) FY 2000-01 ADOPTED Unreserved/Undesignated Beginning Fund Balance Revenue Expenditures Unreserved/Undesignated Ending Fund Balance FY 2000-01 REVISED FY 2000-01 PROJECTED FY 2001-02 ADOPTED $ 92,216,119 $ 92,216,119 $ 101,936,868 $ 148,271,667 $ 103,034,318 $ 103,034,318 $ 104,592,420 $ 84,726,011 $ 69,618,279 $ 69,618,279 $ 58,257,621 $ 232,997,678 $ 125,632,158 $ 125,632,158 $148,271,667 $- - 59 - SUMMARY SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES MARICOPA INTEGRATED HEALTH SYSTEM FUNDS Maricopa Integrated Health System (all Enterprise Funds)* FY 2000-01 ADOPTED Unreserved/Undesignated Beginning Fund Balance FY 2000-01 REVISED FY 2000-01 PROJECTED FY 2001-02 ADOPTED $ 38,212,650 $ 38,212,650 $ 58,284,419 $ 57,736,004 Revenue $ 692,990,880 $ 692,990,880 $ 688,548,211 $ 675,339,314 Expenditures $ 695,339,111 $ 695,339,111 $ 689,096,626 $ 681,003,809 $ 35,864,419 $ 35,864,419 $ 57,736,004 $ 52,071,509 Unreserved/Undesignated Ending Fund Balance *Excludes grant activity classified as a special revenue fund. Maricopa Health System (534) FY 2000-01 ADOPTED Unreserved/Undesignated Beginning Fund Balance FY 2000-01 REVISED FY 2000-01 PROJECTED FY 2001-02 ADOPTED $- $- $- $- Revenue $ 345,829,803 $ 345,829,803 $ 298,727,622 $ 269,005,582 Expenditures $ 345,829,803 $ 345,829,803 $ 298,727,622 $ 269,005,582 $- $- $- $- Unreserved/Undesignated Ending Fund Balance Health Plan (540) FY 2000-01 ADOPTED Unreserved/Undesignated Beginning Fund Balance FY 2000-01 REVISED FY 2000-01 PROJECTED FY 2001-02 ADOPTED $ 9,343,650 $ 9,343,650 $ 16,976,818 $ 19,399,088 Revenue $ 77,454,776 $ 77,454,776 $ 76,712,906 $ 107,343,117 Expenditures $ 76,426,027 $ 76,426,027 $ 74,290,636 $ 103,296,188 Unreserved/Undesignated Ending Fund Balance $ 10,372,399 $ 10,372,399 $ 19,399,088 $ 23,446,017 ALTCS (550) FY 2000-01 ADOPTED Unreserved/Undesignated Beginning Fund Balance FY 2000-01 REVISED FY 2000-01 PROJECTED FY 2001-02 ADOPTED $ 28,869,000 $ 28,869,000 $ 44,460,817 $ 42,876,279 Revenue $ 233,133,411 $ 233,133,411 $ 276,047,663 $ 252,101,270 Expenditures $ 237,013,501 $ 237,013,501 $ 277,632,201 $ 268,538,320 $ 24,988,910 $ 24,988,910 $ 42,876,279 $ 26,439,229 Unreserved/Undesignated Ending Fund Balance - 60 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Non-AHCCCS Health Plans (560) FY 2000-01 ADOPTED Unreserved/Undesignated Beginning Fund Balance FY 2000-01 REVISED FY 2000-01 PROJECTED FY 2001-02 ADOPTED $- $- $ (367,350) $ 182,548 Revenue $ 4,494,693 $ 4,494,693 $ 5,198,649 $ 7,119,798 Expenditures $ 4,237,578 $ 4,237,578 $ 4,648,751 $ 5,116,083 $ 257,115 $ 257,115 $ 182,548 $ 2,186,263 Unreserved/Undesignated Ending Fund Balance SUMMARY SCHEDULES MARICOPA INTEGRATED HEALTH SYSTEM FUNDS (CONTINUED) Senior Select (565) FY 2000-01 ADOPTED Unreserved/Undesignated Beginning Fund Balance FY 2000-01 REVISED FY 2000-01 PROJECTED FY 2001-02 ADOPTED $- $- $ (2,785,866) $ (4,721,911) Revenue $ 32,078,197 $ 32,078,197 $ 31,861,371 $ 39,769,547 Expenditures $ 31,832,202 $ 31,832,202 $ 33,797,416 $ 35,047,636 $ 245,995 $ 245,995 $ (4,721,911) $- Unreserved/Undesignated Ending Fund Balance DEBT SERVICE FUNDS Bond-Debt Service (312) FY 2000-01 ADOPTED Unreserved/Undesignated Beginning Fund Balance FY 2000-01 REVISED FY 2000-01 PROJECTED FY 2001-02 ADOPTED $ (946,629) $ (946,629) $ (1,089,486) $ 169,603 Revenue $ 27,060,164 $ 27,060,164 $ 27,200,766 $ 22,580,582 Expenditures $ 25,941,675 $ 25,941,675 $ 25,941,675 $ 22,160,035 $ 171,860 $ 171,860 $ 169,605 $ 590,150 Unreserved/Undesignated Ending Fund Balance County Improvement (320) FY 2000-01 ADOPTED Unreserved/Undesignated Beginning Fund Balance FY 2000-01 REVISED FY 2000-01 PROJECTED FY 2001-02 ADOPTED $- $- $- $ 124,270,197 $ 133,465,919 $ 133,465,919 $ 124,270,197 $ 86,848,069 Expenditures $ 38,363,866 $ 38,363,866 $- $ 21,966,823 Unreserved/Undesignated Ending Fund Balance $ 95,102,053 $ 95,102,053 $ 124,270,197 $ 189,151,443 $130,000,000 COP Issue Liability at 6/30/2002 Fund Balance as % of Liability $ 114,235,000 166% Additional anticipated COP Liability $108,000,000 Fund Balance as % of Total Anticipated Liability $ 222,235,000 85% Revenue - 61 - SUMMARY SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES CAPITAL PROJECT FUNDS CIP'S - General Fund (435) FY 2000-01 ADOPTED Unreserved/Undesignated Beginning Fund Balance FY 2000-01 REVISED FY 2000-01 PROJECTED FY 2001-02 ADOPTED $ 46,454,690 $ 46,454,691 $ 45,298,088 $ 93,397,011 Revenue $ 247,267,254 $ 247,267,254 $ 130,000,000 $ 2,325,487 Expenditures $ 106,685,062 $ 106,685,062 $ 81,901,077 $ 66,003,562 Unreserved/Undesignated Ending Fund Balance $ 187,036,882 $ 187,036,883 $ 93,397,011 $ 29,718,936 RISK MANAGEMENT FUND Risk Management (675) FY 2000-01 ADOPTED Unreserved/Undesignated Beginning Fund Balance FY 2000-01 REVISED FY 2000-01 PROJECTED FY 2001-02 ADOPTED $- $- $- $ (25,554,511) Revenue $ 19,782,140 $ 19,782,140 $ 20,046,274 $ 19,954,545 Expenditures $ 18,787,364 $ 18,787,364 $ 18,655,225 $ 18,251,517 $ 994,776 $ 994,776 $ 1,391,049 $ (23,851,483) Unreserved/Undesignated Ending Fund Balance This schedule is based on an accrual system of revenues and liabilities. Trust Fund Cash Balance as of July 1, 2000 Cash with Trust for Workers Compensation $ 17,531,626 2,347,238 Beginning Fund Balance 19,878,864 FY 2000/01 Projected Revenue Projected Interest Earnings 19,227,729 818,545 20,046,274 FY 2000/01 Projected Expenditures* Projected Trust Fund Cash Balance at June 30, 2001 Budgeted Revenues FY 2001/02 Estimated Interest Revenue (18,655,225) 21,269,913 19,119,496 835,049 19,954,545 Budgeted Expenditures FY 2001/02 (18,251,517) Estimated Trust Fund Cash Balance at June 30, 2002 $ 22,972,941 Projected expenditures are estimates and assume expending the entire FY 2000/01 budget, actual spending could vary depending on claims paid This schedule is based on a cash system of revenues received and claims paid out. - 62 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES CONSOLIDATED EXPENDITURES BY FUNDTYPE/DEPARTMENT FY 99-00 Actual TOTAL FUNDS JUDICIAL BRANCH 11 ADULT PROBATION 24 JUSTICE COURTS 27 JUVENILE PROBATION 38 SUPERIOR COURT $ Subtotal $ ELECTED OFFICIAL 01 BOARD OF SUPERVISORS DISTRICT 02 BOARD OF SUPERVISORS DISTRICT 03 BOARD OF SUPERVISORS DISTRICT 04 BOARD OF SUPERVISORS DISTRICT 05 BOARD OF SUPERVISORS DISTRICT 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 1 2 3 4 5 Subtotal APPOINTED DEPARTMENT 15 EMERGENCY MANAGEMENT 17 COMMUNITY DEVELOPMENT 18 FINANCE 20 COUNTY ADMINISTRATIVE OFFICER 22 HUMAN SERVICES 26 CORRECTIONAL HEALTH 28 MEDICAL ELIGIBILITY 29 MEDICAL EXAMINER 30 PARKS & RECREATION 31 HUMAN RESOURCES 33 INDIGENT REPRESENTATION 34 PUBLIC FIDUCIARY 39 HEALTH CARE MANDATES 40 CRIMINAL JUSTICE FACILITIES DEVELOPMEN 41 CHIEF INFORMATION OFFICER 42 INTEGRATED CRIMINAL JUSTICE 44 PLANNING & DEVELOPMENT 45 JUDICIAL MANDATES 46 RESEARCH & REPORTING 47 GENERAL GOVERNMENT 49 MANAGEMENT & BUDGET 60 MARICOPA HEALTH PLANS 64 TRANSPORTATION 65 LIBRARY DISTRICT 66 HOUSING 67 SOLID WASTE 68 STADIUM DISTRICT 69 FLOOD CONTROL DISTRICT 70 FACILITIES MANAGEMENT 73 MATERIALS MANAGEMENT 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 Fund Total $ $ FY 00-01 Adopted 50,453,789 16,222,928 34,501,875 42,759,354 143,937,945 $ 217,621 206,035 187,453 189,978 216,430 446,157 13,932,814 1,148,984 21,546,493 46,375,425 7,192,998 795,525 1,473,883 6,474,711 1,372,766 3,335,030 124,560,898 229,673,199 $ $ $ FY 00-01 Revised 61,206,278 16,646,947 40,701,531 48,322,253 166,877,009 $ 226,304 226,304 226,304 226,304 226,304 495,804 14,304,298 1,334,229 27,072,240 50,197,980 10,609,961 969,589 1,489,372 7,117,982 1,584,232 3,715,263 128,173,548 248,196,019 $ $ $ FY 00-01 Projected 61,433,327 16,646,947 40,701,531 48,322,253 167,104,058 $ 226,304 226,304 226,304 226,304 226,304 495,804 14,304,298 1,334,229 27,072,240 50,656,949 10,609,961 969,589 1,504,910 7,117,982 1,584,232 3,715,263 131,470,377 251,967,355 $ $ $ FY 01-02 Adopted 53,121,510 16,356,503 38,672,813 46,193,071 154,343,897 $ 221,650 213,053 210,423 203,582 212,515 442,119 14,304,297 1,269,981 24,679,286 51,948,817 10,440,551 951,529 1,474,344 5,666,655 1,584,232 3,470,096 125,586,641 242,879,768 $ $ $ Variance 59,406,032 16,684,734 39,981,307 52,125,839 168,197,912 $ 232,745 232,745 232,745 232,745 232,745 528,574 14,453,030 1,281,308 28,084,663 52,298,254 6,069,510 994,722 1,541,266 7,136,352 1,637,442 3,735,313 128,873,644 247,797,804 $ $ $ % 2,027,295 (37,787) 720,225 (3,803,586) (1,093,853) 3% 0% 2% -8% -1% (6,441) (6,441) (6,441) (6,441) (6,441) (32,770) (148,732) 52,921 (1,012,423) (1,641,305) 4,540,452 (25,132) (36,356) (18,370) (53,210) (20,049) 2,596,733 4,169,551 -3% -3% -3% -3% -3% -7% -1% 4% -4% -3% 43% -3% -2% 0% -3% -1% 2% 2% SUMMARY SCHEDULES CONSOLIDATED EXPENDITURES BY FUND TYPE/DEPARTMENT/FUND 9% 765,517 $ 1,107,544 $ 1,107,544 $ 952,432 $ 1,005,875 $ 101,669 0% 6,944,572 15,897,185 15,897,185 12,338,880 15,871,627 25,559 1% 1,857,842 2,087,227 2,087,227 1,925,305 2,060,231 26,996 -8% 1,003,941 1,349,222 1,349,222 1,304,221 1,455,275 (106,053) 24,452,735 25,626,307 25,626,307 25,625,372 28,283,047 (2,656,740) -10% -2% 17,269,065 16,503,186 16,503,186 16,263,112 16,882,464 (379,278) -2% 25,838,330 11,199,886 11,199,886 10,681,729 11,474,510 (274,624) -8% 2,939,903 3,267,452 3,406,202 3,250,527 3,693,196 (286,994) 4,857,705 5,960,255 5,960,254 5,550,136 11,521,578 (5,561,323) -93% 49,085,905 5,758,623 5,758,623 5,688,363 10,892,601 (5,133,978) -89% -2% 31,957,276 34,344,648 34,370,147 33,376,426 35,134,711 (764,564) -3% 1,582,598 1,757,037 1,757,037 1,708,553 1,808,600 (51,563) 12% 219,988,340 255,676,762 255,676,762 247,132,151 223,984,503 31,692,259 17,433,707 69,618,279 69,618,279 58,257,621 232,997,678 (163,379,399) -235% -3% 5,072,766 5,269,733 5,269,733 5,103,662 5,423,007 (153,274) 1,900,000 1,991,462 1,937,818 4,682,763 (2,691,301) -135% 2% 6,134,797 7,178,444 7,178,444 6,705,447 7,028,230 150,214 0% 5,409,538 5,970,082 5,970,082 5,686,384 5,954,935 15,148 -5% 419,473 475,788 475,788 456,323 501,900 (26,112) 8% 316,124,687 500,236,550 499,563,753 445,439,226 458,611,325 40,952,427 1% 1,337,623 1,702,016 1,702,016 1,604,542 1,690,749 11,267 -21% 145,845,935 351,138,414 351,138,414 395,902,592 424,642,202 (73,503,788) 21% 107,008,005 134,911,602 134,911,602 120,957,325 106,159,810 28,751,792 -8% 8,409,802 9,727,239 9,727,239 9,688,953 10,496,279 (769,040) 30% (508) 16,427,780 16,427,780 8,749,266 11,429,508 4,998,272 2% 89,165 307,440 4,796,980 4,796,980 4,236,020 4,707,815 0% 11,028,690 10,937,900 11,505,106 11,437,915 11,528,692 (23,586) 10% 82,770,564 89,280,827 89,280,827 82,135,160 80,081,712 9,199,115 19,458,960 21,047,031 21,047,031 20,919,399 23,544,869 (2,497,838) -12% 3% 2,109,413 2,280,749 2,280,749 2,179,490 2,221,004 59,745 -3% 8,433,521 9,159,324 9,159,324 8,875,442 9,421,424 (262,100) 3% 19,029,047 19,687,364 19,687,364 19,480,225 19,051,517 635,847 -4% 13,162,589 11,471,479 11,471,479 11,471,479 11,930,097 (458,618) -1% 4,347,449 5,008,327 5,008,327 4,846,925 5,073,175 (64,848) 2% 6,188,522 6,622,934 6,822,934 6,167,845 6,718,245 104,689 30,935,689 37,136,403 37,136,403 33,698,124 44,579,836 (7,443,433) -20% 16,393,191 17,260,812 19,190,812 17,178,721 21,313,084 (2,122,272) -11% 22% 166,840,147 345,829,803 345,829,803 298,727,622 269,005,582 76,824,221 (519,571,005) (519,854,608) (508,275,834) (459,208,697) (60,645,911) -12% 31% 25,950,275 64,305,541 64,305,541 25,941,675 44,126,858 20,178,683 -7% $ 1,408,695,051 $ 1,610,345,728 $ 1,612,342,247 $ 1,465,306,575 $ 1,727,781,814 $ (115,439,568) -6% $ 1,782,306,195 $ 2,025,418,757 $ 2,031,413,660 $ 1,862,530,239 $ 2,143,777,530 $ (112,363,869) $ - 63 - SUMMARY SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES CONSOLIDATED EXPENDITURES BY FUND TYPE/DEPARTMENT/FUND (CON’T) CONSOLIDATED EXPENDITURES BY FUND TYPE / DEPARTMENT /FUND FY 99-00 Actual General Judicial Branch 11 Adult Probation 24 Justice Courts 27 Juvenile Probation 38 Superior Court FY 00-01 Final Adopted FY 00-01 Revised FY 00-01 Projected FY 01-02 Adopted Variance % $ 10,834,886 $ 14,778,168 $ 9,546,027 $ 36,900,226 $ 11,383,394 $ 15,039,396 $ 10,690,320 $ 39,284,382 $ 11,610,442 $ 15,039,396 $ 10,690,320 $ 39,284,382 $ 11,610,442 $ 15,210,722 $ 10,608,269 $ 38,728,524 $ 12,134,273 $ 15,494,859 $ 10,956,082 $ 41,784,929 $ (523,830) $ (455,463) $ (265,762) $ (2,500,547) -5% -3% -2% -6% $ 72,059,308 $ 76,397,492 $ 76,624,540 $ 76,157,957 $ 80,370,143 $ (3,745,602) -5% $ 217,621 $ 226,304 $ 226,304 $ 221,650 $ 232,745 $ (6,441) -3% $ 206,035 $ 226,304 $ 226,304 $ 213,053 $ 232,745 $ (6,441) -3% $ 187,453 $ 226,304 $ 226,304 $ 210,423 $ 232,745 $ (6,441) -3% $ 189,978 $ 226,304 $ 226,304 $ 203,582 $ 232,745 $ (6,441) -3% $ 216,430 $ 446,157 $ 13,932,814 $ 1,148,984 $ 18,499,955 $ 38,483,002 $ 7,192,998 $ 795,525 $ 1,473,883 $ 1,771,304 $ 1,372,766 $ 3,335,030 $ 34,831,551 $ 226,304 $ 495,804 $ 14,304,298 $ 1,334,229 $ 19,504,692 $ 40,388,973 $ 10,609,961 $ 969,589 $ 1,489,372 $ 1,832,087 $ 1,584,232 $ 3,715,263 $ 37,553,437 $ 226,304 $ 495,804 $ 14,304,298 $ 1,334,229 $ 19,504,692 $ 40,388,973 $ 10,609,961 $ 969,589 $ 1,504,910 $ 1,832,087 $ 1,584,232 $ 3,715,263 $ 37,553,437 $ 212,515 $ 442,119 $ 14,304,297 $ 1,269,981 $ 19,275,856 $ 41,862,247 $ 10,440,551 $ 951,529 $ 1,474,344 $ 1,731,463 $ 1,584,232 $ 3,470,096 $ 37,553,445 $ 232,745 $ 528,574 $ 14,453,030 $ 1,281,308 $ 19,968,254 $ 41,383,645 $ 6,069,510 $ 994,722 $ 1,541,266 $ 1,847,713 $ 1,637,442 $ 3,735,313 $ 36,831,132 $ (6,441) $ (32,770) $ (148,732) $ 52,921 $ (463,562) $ (994,672) $ 4,540,452 $ (25,132) $ (36,356) $ (15,626) $ (53,210) $ (20,049) $ 722,305 -3% -7% -1% 4% -2% -2% 43% -3% -2% -1% -3% -1% 2% Subtotal $ 124,301,485 $ 134,913,458 $ 134,928,997 $ 135,421,380 $ 131,435,634 Appointed Department 15 Emergency Management $ 109,715 $ 153,246 $ 153,246 $ 143,354 $ 86,179 18 Finance $ 1,857,842 $ 2,087,227 $ 2,087,227 $ 1,925,305 $ 2,060,231 20 County Administrative $ 1,003,941 $ 1,349,222 $ 1,349,222 $ 1,304,221 $ 1,455,275 Officer 22 Human Services $ 1,302,873 $ 1,310,566 $ 1,310,566 $ 1,309,631 $ 1,307,854 28 Medical Eligibility $ 25,838,330 $ 11,199,886 $ 11,199,886 $ 10,681,729 $ 11,474,510 29 Medical Examiner $ 2,939,903 $ 3,267,452 $ 3,406,202 $ 3,250,527 $ 3,693,196 30 Parks & Recreation $ 1,334,263 $ 1,636,148 $ 1,636,148 $ 1,594,014 $ 1,749,747 31 Human Resources $ 3,883,014 $ 4,876,759 $ 4,876,759 $ 4,876,759 $ 4,831,005 33 Indigent Representation $ 30,929,569 $ 32,695,404 $ 32,695,404 $ 32,040,908 $ 33,521,075 34 Public Fiduciary $ 1,582,598 $ 1,757,037 $ 1,757,037 $ 1,708,553 $ 1,808,600 39 Health Care Mandates $ 219,988,340 $ 251,501,762 $ 251,501,762 $ 245,632,151 $ 222,284,503 41 Chief Information Officer $ 5,072,766 $ 5,269,733 $ 5,269,733 $ 5,103,662 $ 5,423,007 45 Judicial Mandates $ 5,409,538 $ 5,970,082 $ 5,970,082 $ 5,686,384 $ 5,954,935 47 General Government $ 195,414,379 $ 272,679,113 $ 272,006,316 $ 251,820,628 $ 271,992,526 49 Management & Budget $ 1,337,623 $ 1,702,016 $ 1,702,016 $ 1,604,542 $ 1,690,749 70 Facilities Management $ 19,458,960 $ 21,047,031 $ 21,047,031 $ 20,919,399 $ 23,544,869 73 Materials Management $ 1,249,300 $ 1,357,704 $ 1,357,704 $ 1,296,059 $ 1,362,142 $ 3,493,363 3% $ 67,067 $ 26,996 44% 1% $ (106,053) $ 2,711 $ (274,624) $ (286,994) $ (113,599) $ 45,754 $ (825,671) $ (51,563) $ 29,217,259 $ (153,274) $ 15,148 $ 13,790 $ 11,267 $ (2,497,838) $ (4,438) -8% 0% -2% -8% -7% 1% -3% -3% 12% -3% 0% 1% -12% 0% $ 304,041 $ 5,872,998 $ 763,915 $ (75,945) $ (432,451) $ (61,356) -33% -8% -9% Subtotal $ 524,428,429 $ 626,231,589 $ 625,697,543 $ 596,943,385 $ 601,181,357 $ 24,516,187 4% General Total $ 720,789,222 $ 837,542,539 $ 837,251,080 $ 808,522,722 $ 812,987,134 $ 24,263,947 3% 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 79 Animal Control Services 86 Public Health 88 Environmental Services - 64 - $ 243,938 $ 4,830,203 $ 641,334 $ 228,096 $ 5,440,547 $ 702,559 $ 228,096 $ 5,440,547 $ 702,559 $ 228,096 $ 5,182,682 $ 634,780 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES FY 99-00 Actual Special Revenue Judicial Branch 11 Adult Probation 201 Adult Probation 211 Adult Probation Grants Dept Total 24 Justice Courts 204 Judicial Enhancement Fund 245 Justice Court Enhancement Fund 246 Justice Courts Grants Dept Total 27 Juvenile Probation 227 Juvenile Court Grants 228 Juvenile Court Special Fees 229 Juvenile Restitution Fund 255 Jail/Detention Operations Dept Total 38 Superior Court 208 Judicial Enhancement Fund 238 Superior Court Grants 256 Probate 257 Conciliation Court 258 Court Automated Services 259 Superior Court Special Revenue 261 Law Library Fund 280 Old Courthouse Restoration 281 Children's Issues Education 282 Domestic Relatns/Mediation Edu Dept Total Subtotal Elected Official 16 Clerk Of Superior Court 205 Document Retrieval 208 Judicial Enhancement Fund 216 Clerk Of The Court Grants 258 Court Automated Services 270 Child Support Enhancement 271 Expedited Child Support 272 Child Support Automation 273 Victim Location Dept Total 19 County Attorney 213 Rico 219 County Attorney Grants 220 Check Enforcement Dept Total 36 Recorder 236 Recorder's Surcharge Dept Total 50 Sheriff 203 Sheriff Donation Fund 224 Sheriff Aviation Fund 251 Sheriff Grants 252 Sheriff Special Funding 254 Inmate Health Services Fund 255 Jail/Detention Operations Dept Total FY 00-01 Final Adopted FY 00-01 Revised FY 00-01 Projected FY 01-02 Adopted Variance % $ 7,020,706 32,598,197 $ 39,618,902 $ 8,744,247 41,078,637 $ 49,822,884 $ 8,744,248 41,078,637 $ 49,822,885 $ 6,973,399 34,537,669 $ 41,511,068 $ 8,797,825 38,473,934 $ 47,271,759 $ (53,577) 2,604,703 $ 2,551,126 -1% 6% 5% $ 537,587 $ 694,181 $ 694,181 $ 501,482 $ 695,977 $ (1,796) 0% 822,057 85,117 $ 1,444,760 913,370 $ 1,607,551 913,370 $ 1,607,551 437,466 206,834 $ 1,145,781 493,898 $ 1,189,875 419,472 $ 417,676 46% $ 12,133,224 1,111,347 11,711,277 $ 24,955,847 $ 16,393,300 1,263,531 50,000 12,304,380 $ 30,011,211 $ 16,393,300 1,263,531 50,000 12,304,380 $ 30,011,211 $ 14,658,524 1,098,867 2,773 12,304,380 $ 28,064,544 $ 14,729,721 1,155,887 50,000 13,089,617 $ 29,025,225 $ 1,663,579 107,644 (785,236) $ 985,987 $ 567,235 1,487,167 260,869 1,168,677 527,846 $ 891,208 2,463,867 628,578 1,315,799 907,284 $ 600,000 2,463,867 540,325 1,603,675 550,000 $ 700,709 2,002,232 423,831 1,402,037 537,810 $ 600,000 3,756,054 388,577 1,658,261 549,977 $(1,292,187) 151,748 (54,586) 23 990,461 798,050 132 - 1,707,817 800,000 50,000 20,000 2,325,004 800,000 10,000 20,000 1,552,019 763,035 - 2,433,352 800,000 10,000 20,000 (108,348) - -5% 58,689 $ 5,859,128 253,318 $ 9,037,871 125,000 $ 9,037,871 82,874 $ 7,464,547 124,689 $ 10,340,910 311 $ (1,303,039) 0% -14% $ 71,878,637 $ 90,479,517 $ 90,479,518 $ 78,185,940 $ 87,827,769 $ 2,651,749 3% $ 941,933 232,854 1,316,694 123,695 21,583 380,889 28,891 $ 3,046,538 $ 1,620,891 1,600,000 2,781,657 343,900 270,642 778,221 118,974 53,263 $ 7,567,548 $ 1,620,891 1,600,000 2,781,657 343,900 270,642 778,221 118,974 53,263 $ 7,567,548 $ 1,225,526 994,446 2,264,770 164,427 175,142 524,959 29,160 25,000 $ 5,403,430 $ 1,631,087 1,600,000 3,315,020 343,900 270,642 783,524 118,974 53,263 $ 8,116,409 $ (10,196) (533,362) (5,304) 0 $ (548,862) -1% $ 1,168,637 4,543,697 2,180,089 $ 7,892,423 $ 1,300,000 4,413,189 4,095,817 $ 9,809,007 $ 1,300,000 4,872,160 4,095,816 $ 10,267,976 $ 1,300,000 5,175,384 3,611,186 $ 10,086,570 $ 1,300,000 5,040,800 4,573,809 $ 10,914,609 $ (0) (168,640) (477,992) $ (646,633) 0% -3% -12% -6% $ 4,703,407 $ 4,703,407 $ 5,285,895 $ 5,285,895 $ 5,285,895 $ 5,285,895 $ 3,935,192 $ 3,935,192 $ 5,288,639 $ 5,288,639 $ (2,744) $ (2,744) 0% 0% $$ 263,083 5,588,031 7,810,883 68,982 73,519,799 $ 87,250,779 $ 100,000 $5,559,570 6,818,133 385,979 77,756,429 $ 90,620,111 $ 100,000 $8,856,422 6,818,109 385,979 77,756,430 $ 93,916,940 $ 49,998 $5,255,277 4,766,547 204,940 77,756,434 $ 88,033,196 $ 100,000 $5,471,639 5,700,000 60,000 80,710,874 $ 92,042,512 $$3,384,783 1,118,109 325,979 (2,954,444) $ 1,874,427 $$ 676,188 38% 16% 84% -4% 2% Subtotal $ 102,893,146 $ 113,282,561 $ 117,038,358 $ 107,458,387 $ 116,362,170 SUMMARY SCHEDULES CONSOLIDATED EXPENDITURES BY FUND TYPE/DEPARTMENT/FUND (CON’T) 26% 10% 9% -6% 3% -52% 28% -3% 0% -19% -1% 0% -7% 1% - 65 - SUMMARY SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES CONSOLIDATED EXPENDITURES BY FUND TYPE/DEPARTMENT/FUND (CON’T) FY 99-00 Actual FY 00-01 Final Adopted FY 00-01 Revised FY 00-01 Projected FY 01-02 Adopted Appointed Department 15 Emergency Management 207 Palo Verde $ 203,457 $ 260,637 $ 260,637 $ 239,316 $ 227,669 215 Emergency Management 452,345 693,661 693,661 569,762 692,027 Dept Total $ 655,802 $ 954,298 $ 954,298 $ 809,078 $ 919,695 17 Community Development 217 Cdbg, Housing Trust $ 6,944,572 $ 15,897,185 $ 15,897,185 $ 12,338,880 $ 15,871,627 Dept Total $ 6,944,572 $ 15,897,185 $ 15,897,185 $ 12,338,880 $ 15,871,627 22 Human Services 222 Human Services Grants $ 23,149,863 $ 24,315,741 $ 24,315,741 $ 24,315,741 $ 26,975,193 Dept Total $ 23,149,863 $ 24,315,741 $ 24,315,741 $ 24,315,741 $ 26,975,193 26 Correctional Health 255 Jail/Detention Operations $ 17,262,452 $ 16,413,478 $ 16,413,478 $ 16,218,266 $ 16,809,552 292 Correctional Health Grant 6,613 89,708 89,708 44,846 72,913 Dept Total $ 17,269,065 $ 16,503,186 $ 16,503,186 $ 16,263,112 $ 16,882,464 30 Parks & Recreation 225 Spur Cross Ranch $$$$$ 490,455 Conservation 230 Parks & Rec. Grants 4,361 170,645 170,645 41,700 78,750 239 Parks Sovenir Fund 55,588 30,000 30,000 25,552 30,000 240 Lake Pleasant Recreation 1,506,326 2,273,719 2,273,719 2,196,820 7,305,220 Svcs 241 Parks Enhancement Fund 1,946,485 1,834,743 1,834,743 1,680,550 1,855,906 243 Parks Donations Fund 10,681 15,000 15,000 11,500 11,500 Dept Total $ 3,523,442 $ 4,324,107 $ 4,324,107 $ 3,956,122 $ 9,771,831 33 Indigent Representation 209 Public Defender Training $ 427,407 $ 486,606 $ 494,760 $ 363,211 $ 460,886 233 Public Defender Grants 600,299 1,162,638 1,179,983 972,307 1,152,749 Dept Total $ 1,027,706 $ 1,649,244 $ 1,674,743 $ 1,335,518 $ 1,613,635 39 Health Care Mandates 255 Jail/Detention Operations $$ 4,175,000 $ 4,175,000 $ 1,500,000 $ 1,700,000 Dept Total $$ 4,175,000 $ 4,175,000 $ 1,500,000 $ 1,700,000 42 Integrated Criminal Justice 255 Jail/Detention Operations $$ 1,900,000 $ 1,991,462 $ 1,937,818 $ 4,682,763 Dept Total $$ 1,900,000 $ 1,991,462 $ 1,937,818 $ 4,682,763 44 Planning & Development 226 Planning And Development $ 6,050,061 $ 7,024,241 $ 7,024,241 $ 6,571,069 $ 6,899,782 235 Planning/Infrastructure 84,736 154,203 154,203 134,378 128,448 Grants Dept Total $ 6,134,797 $ 7,178,444 $ 7,178,444 $ 6,705,447 $ 7,028,230 46 Research & Reporting 260 Research & Reporting $ 419,473 $ 475,788 $ 475,788 $ 456,323 $ 501,900 Dept Total $ 419,473 $ 475,788 $ 475,788 $ 456,323 $ 501,900 47 General Government 210 Economic Development $ 74,612 $ 281,958 $ 281,958 $ 75,866 $ 288,758 251 Sheriff Grants 4,132,625 6,051,013 6,051,013 10,721,425 255 Jail/Detention Operations 107,935,708 114,539,404 114,539,404 111,641,655 109,605,054 Dept Total $ 112,142,944 $ 120,872,375 $ 120,872,375 $ 111,717,521 $ 120,615,237 60 Maricopa Health Plans 247 Sail Grants Fund $ 633,661 $ 1,629,106 $ 1,629,106 $ 1,478,086 $ 1,732,352 Dept Total $ 633,661 $ 1,629,106 $ 1,629,106 $ 1,478,086 $ 1,732,352 64 Transportation 232 Road Fund $ 107,008,005 $ 134,911,602 $ 134,911,602 $ 120,957,325 $ 106,159,810 Dept Total $ 107,008,005 $ 134,911,602 $ 134,911,602 $ 120,957,325 $ 106,159,810 65 Library District 244 County Library District $ 8,409,802 $ 9,727,239 $ 9,727,239 $ 9,688,953 $ 10,496,279 Dept Total $ 8,409,802 $ 9,727,239 $ 9,727,239 $ 9,688,953 $ 10,496,279 66 Housing 295 Housing $ 0 $ 16,427,780 $ 16,427,780 $ 8,749,266 $ 11,429,508 590 Housing (508) 0 0 (0) (0) Dept Total $ (508) $ 16,427,780 $ 16,427,780 $ 8,749,266 $ 11,429,508 - 66 - Variance % $ 32,968 1,634 $ 34,602 13% 0% 4% $ 25,559 $ 25,559 0% 0% $ (2,659,452) $ (2,659,452) -11% -11% $ (396,073) 16,795 $ (379,278) -2% 19% -2% $ (490,455) 91,895 - 54% (5,031,501) (21,163) 3,500 $ (5,447,724) -221% -1% 23% -126% $ 33,874 27,234 $ 61,108 7% 2% 4% $ 2,475,000 $ 2,475,000 59% 59% $ (2,691,301) $ (2,691,301) -135% -135% $ 124,459 2% 25,755 $ 150,214 17% 2% $ (26,112) $ (26,112) -5% -5% $ (6,800) (4,670,412) 4,934,349 $ 257,137 -2% $ (103,246) $ (103,246) -6% -6% $ 28,751,792 $ 28,751,792 21% 21% $ (769,040) $ (769,040) -8% -8% $ 4,998,272 0 $ 4,998,272 30% 269% 30% 4% 0% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES FY 99-00 Actual 67 Solid Waste 290 Waste Tire Fund FY 00-01 Final Adopted FY 00-01 Revised FY 00-01 Projected FY 01-02 Adopted Variance % $ 2,726,214 $ 2,726,214 $ 3,799,628 $ 3,799,628 $ 3,799,628 $ 3,799,628 $ 3,418,936 $ 3,418,936 $ 3,850,296 $ 3,850,296 $ (50,668) $ (50,668) -1% -1% $ 5,535,496 $ 5,535,681 $ 5,819,284 $ 5,752,093 $ 5,819,282 $2 0% 631,210 $ 5,535,496 633,025 $ 5,535,681 633,025 $ 5,819,284 633,025 $ 5,752,093 634,525 $ 5,819,282 (1,500) $2 0% 0% $ 82,770,564 $ 82,770,564 $ 89,280,827 $ 89,280,827 $ 89,280,827 $ 89,280,827 $ 82,135,160 $ 82,135,160 $ 80,081,712 $ 80,081,712 $ 9,199,115 $ 9,199,115 10% 10% $ 3,011,634 $ 3,011,634 $ 3,004,827 $ 3,004,827 $ 3,004,827 $ 3,004,827 $ 2,865,375 $ 2,865,375 $ 3,070,175 $ 3,070,175 $ (65,348) $ (65,348) -2% -2% $ 5,944,584 $ 5,944,584 $ 6,394,838 $ 6,394,838 $ 6,594,838 $ 6,594,838 $ 5,939,749 $ 5,939,749 $ 6,414,204 $ 6,414,204 $ 180,634 $ 180,634 3% 3% $ 2,465,146 23,640,340 $ 26,105,486 $ 2,927,511 28,768,345 $ 31,695,856 $ 2,927,510 28,768,346 $ 31,695,856 $ 2,700,228 25,815,214 $ 28,515,442 $ 2,833,265 35,873,574 $ 38,706,839 $ 94,245 (7,105,228) $ (7,010,983) 3% -25% -22% $ 15,751,856 $ 15,751,856 $ 16,558,253 $ 16,558,253 $ 18,488,253 $ 18,488,253 $ 16,543,941 $ 16,543,941 $ 20,549,169 $ 20,549,169 $ (2,060,916) $ (2,060,916) -11% -11% Subtotal $ 429,164,458 $ 517,211,005 $ 519,741,568 $ 467,379,886 $ 494,872,200 $ 24,869,368 5% Special Revenue Total $ 603,936,242 $ 720,973,083 $ 727,259,445 $ 653,024,212 $ 699,062,139 $ 28,197,306 4% Dept Total 68 Stadium District 250 County Stadium District 371 Stadium Dist Debt Svs1993a Dept Total 69 Flood Control District 991 Flood Control Dept Total 78 Stadium District Mlb 253 Mlb Stadium Operation Dept Total 79 Animal Control Services 572 Animal Control Services Dept Total 86 Public Health 265 Public Health Special Revenue 532 Public Health Dept Total 88 Environmental Services 504 Air Pollution Dept Total Debt Service Appointed Department 68 Stadium District 371 Stadium Dist Debt Svs1993a 373 Stadium Dist Debt Svs1993b 375 Stadium Dist Debt SvsPeoria 377 Stadium Dist Debt Svs- 1996 378 Mesa Subord Debt Acct. 379 Maryvale Subord Debt Acct Dept Total 99 Debt Service 312 Bond-Debt Servicing 320 County Improvement Dept Total Subtotal Debt Service Total $ 631,210 $ 633,025 $ 633,025 $ 633,025 $ 634,525 $ (1,500) 0% 741,928 739,648 739,648 739,648 734,978 4,670 1% 2,383,205 609,178 563,837 563,837 $ 5,493,194 2,623,028 603,428 401,545 401,545 $ 5,402,219 2,381,055 603,428 664,333 664,333 $ 5,685,822 2,381,055 603,428 664,333 664,333 $ 5,685,822 2,378,503 597,678 681,863 681,863 $ 5,709,410 2,552 5,750 (17,530) $ (17,530) $ (23,588) 0% 1% -3% -3% 0% $ 25,950,275 $ 25,950,275 $ 31,443,469 $ 31,443,469 $ 25,941,675 38,363,866 $ 64,305,541 $ 69,707,760 $ 69,707,760 $ 25,941,675 38,363,866 $ 64,305,541 $ 69,991,363 $ 69,991,363 $ 25,941,675 $ 25,941,675 $ 31,627,497 $ 31,627,497 $ 22,160,035 21,966,823 $ 44,126,858 $ 49,836,268 $ 49,836,268 $ 3,781,640 16,397,043 $ 20,178,683 $ 20,155,095 $ 20,155,095 15% 43% 31% 29% 29% Capital Projects Judicial Branch 435 Cip's - General Fund Dept Total $ 2,478,568 $ 2,478,568 $$- $$- $$- $$- $$- Subtotal $ 2,478,568 $- $- $- $- $- Appointed Department 40 Criminal Justice Facilities Development 455 Jail Construction Fund $ 17,433,707 Dept Total $ 17,433,707 $ 69,618,279 $ 69,618,279 $ 69,618,279 $ 69,618,279 $ 58,257,621 $ 232,997,678 $ (163,379,399) $ 58,257,621 $ 232,997,678 $ (163,379,399) SUMMARY SCHEDULES CONSOLIDATED EXPENDITURES BY FUND TYPE/DEPARTMENT/FUND (CON’T) -235% -235% - 67 - SUMMARY SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES CONSOLIDATED EXPENDITURES BY FUND TYPE/DEPARTMENT/FUND (CON’T) FY 99-00 Actual 47 General Government 435 Cip's - General Fund 455 Jail Construction Fund Dept Total 78 Stadium District Mlb 410 Stadium District Construction 450 Long Term Project Reserve Dept Total Subtotal Capital Projects Total Enterprise Appointed Department 60 Maricopa Health Plans 540 Health Plan 550 Altcs 560 Non Ahcccs Health Plans 565 Senior Select Fund 570 Managed Care Admin Alloc Dept Total 67 Solid Waste 580 Solid Waste Management Dept Total 90 Maricopa Health System 534 Hospital Dept Total Subtotal Enterprise Total Internal Service Appointed Department 31 Human Resources 685 Benefits Trust Dept Total 73 Materials Management 673 Reprographics Dept Total 74 Equipment Services 654 Equipment Services Dept Total 75 Risk Management 652 Environmental Cleanup 675 Risk Management Dept Total 76 Telecommunications 681 Telecommunications Service Dept Total Subtotal Internal Service Total Eliminations Appointed Department 98 Eliminations Eliminations Dept Total Subtotal Eliminations Total - 68 - FY 00-01 Final Adopted FY 00-01 Revised FY 00-01 Projected FY 01-02 Adopted Variance % $ 40,681,500 $$ 40,681,500 38% 38% 1,298,020 2,000,000 2,000,000 1,761,130 2,000,000 $$ 37,795 $ 3,500 $ 3,500 $ 220,420 $ 3,000 $ 500 $ 1,335,815 $ 2,003,500 $ 2,003,500 $ 1,981,550 $ 2,003,000 $ 500 $ 27,336,886 $ 178,306,841 $ 178,306,841 $ 142,140,248 $ 301,004,240 $ (122,697,399) $ 29,815,454 $ 178,306,841 $ 178,306,841 $ 142,140,248 $ 301,004,240 $ (122,697,399) 14% 0% -69% -69% $ 8,708,016 $ 106,685,062 $ 106,685,062 (140,653) $ 8,567,364 $ 106,685,062 $ 106,685,062 $ 81,901,077 $ 81,901,077 $ 66,003,562 $ 66,003,562 $ 31,057,632 $ 76,426,027 $ 76,426,027 $ 74,290,636 $ 103,296,188 101,171,348 237,013,501 237,013,501 277,632,201 268,538,320 1,552,759 4,237,578 4,237,578 4,648,751 5,116,083 11,254,501 31,832,202 31,832,202 33,797,416 35,047,636 176,034 4,055,502 10,911,624 $ 145,212,274 $ 349,509,308 $ 349,509,308 $ 394,424,506 $ 422,909,851 $ (26,870,161) (31,524,819) (878,505) (3,215,434) (10,911,624) $ (73,400,543) -35% -13% -21% -10% 857,520 $ 857,520 $ 139,833 $ 139,833 14% 14% 166,840,147 345,829,803 345,829,803 298,727,622 269,005,582 $ 166,840,147 $ 345,829,803 $ 345,829,803 $ 298,727,622 $ 269,005,582 $ 309,633,646 $ 696,336,463 $ 696,336,463 $ 693,969,212 $ 692,772,952 $ 309,633,646 $ 696,336,463 $ 696,336,463 $ 693,969,212 $ 692,772,952 $ 76,824,221 $ 76,824,221 $ 3,563,511 $ 3,563,511 22% 22% 1% 1% (2,418,774) $ (2,418,774) 997,352 $ 997,352 997,352 $ 997,352 817,084 $ 817,084 -21% $ 45,202,891 $ 45,202,891 $ 881,864 $ 881,864 $ 881,864 $ 881,864 $ 811,604 $ 811,604 6,061,596 $ 6,061,596 $ (5,179,732) $ (5,179,732) -587% -587% $ 860,113 $ 860,113 $ 923,045 $ 923,045 $ 923,045 $ 923,045 $ 883,431 $ 883,431 858,861 $ 858,861 $ 64,183 $ 64,183 7% 7% $ 8,433,521 $ 8,433,521 $ 9,159,324 $ 9,159,324 $ 9,159,324 $ 9,159,324 $ 8,875,442 $ 8,875,442 9,421,424 $ 9,421,424 $ (262,100) $ (262,100) -3% -3% $ 298,448 18,730,599 $ 19,029,047 $ 900,000 18,787,364 $ 19,687,364 $ 900,000 18,787,364 $ 19,687,364 $ 825,000 18,655,225 $ 19,480,225 $ 800,000 18,251,517 $ 19,051,517 $ 100,000 535,847 $ 635,847 11% 3% 3% $ 13,162,589 $ 13,162,589 $ 86,688,162 $ 86,688,162 $ 11,471,479 $ 11,471,479 $ 42,123,076 $ 42,123,076 $ 11,471,479 $ 11,471,479 $ 42,123,076 $ 42,123,076 $ 11,471,479 $ 11,471,479 $ 41,522,182 $ 41,522,182 11,930,097 $ 11,930,097 $ 47,323,494 $ 47,323,494 $ (458,618) $ (458,618) $ (5,200,419) $ (5,200,419) -4% -4% -12% -12% $$$$- $ (519,571,005) $ (519,571,005) $ (519,571,005) $ (519,571,005) $ (519,854,608) $ (519,854,608) $ (519,854,608) $ (519,854,608) $ (508,275,834) $ (508,275,834) $ (508,275,834) $ (508,275,834) $ (459,208,697) $ (459,208,697) $ (459,208,697) $ (459,208,697) $ (60,645,911) $ (60,645,911) $ (60,645,911) $ (60,645,911) -12% -12% -12% -12% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES CONSOLIDATED EXPENDITURE BY DEPARTMENT AND FUND TYPE GENERAL FUND SPECIAL REVENUE DEBT SERVICE CAPITAL PROJECTS INTERNAL SERVICE ENTERPRISE TOTAL FUNDS ELIMINATIONS JUDICIAL BRANCH $ 11 ADULT PROBATION 12,134,273 $ 47,271,759 $ - $ - $ - $ - $ - $ 59,406,032 24 JUSTICE COURTS 15,494,859 1,189,875 - - - - - 16,684,734 27 JUVENILE PROBATION 10,956,082 29,025,225 - - - - - 39,981,307 41,784,929 10,340,910 - 80,370,143 $ 87,827,769 $ - $ - - $ - 38 SUPERIOR COURT Subtotal $ - $ - - 52,125,839 - $ - $ - $ - $ - $ - 168,197,912 SUMMARY SCHEDULES CONSOLIDATED EXPENDITURES BY DEPARTMENT AND FUND TYPE ELECTED OFFICIAL $ 01 BOARD OF SUPERVISORS DISTRICT 1 232,745 $ - $ $ $ 232,745 02 BOARD OF SUPERVISORS DISTRICT 2 232,745 - - - - - - 232,745 03 BOARD OF SUPERVISORS DISTRICT 3 232,745 - - - - - - 232,745 04 BOARD OF SUPERVISORS DISTRICT 4 232,745 - - - - - - 232,745 05 BOARD OF SUPERVISORS DISTRICT 5 232,745 - - - - - - 232,745 06 BOARD OF SUPERVISORS CLERK 528,574 - - - - - - 528,574 14,453,030 - - - - - - 14,453,030 12 ASSESSOR - - - - - 1,281,308 16 CLERK OF SUPERIOR COURT 19,968,254 1,281,308 8,116,409 - - - - - 28,084,663 19 COUNTY ATTORNEY 41,383,645 10,914,609 14 COUNTY CALL CENTER - - - - - - 52,298,254 6,069,510 - - - - - - 6,069,510 994,722 - - - - - - 994,722 25 CONSTABLES 1,541,266 - - - - - - 1,541,266 36 RECORDER 1,847,713 - - - - - 7,136,352 37 SUPERINTENDENT OF SCHOOLS 1,637,442 - - - - - - 1,637,442 43 TREASURER 3,735,313 - - - - - - 3,735,313 - - - - - 128,873,644 - $ 247,797,804 21 ELECTIONS 23 INTERNAL AUDIT 36,831,132 50 SHERIFF Subtotal $ 131,435,634 $ $ 86,179 $ 5,288,639 92,042,512 116,362,170 $ - $ - $ - $ - $ APPOINTED DEPARTMENT 15 EMERGENCY MANAGEMENT - 17 COMMUNITY DEVELOPMENT 919,695 $ 15,871,627 - $ - $ - $ - $ - $ 1,005,875 - - - - - 15,871,627 2,060,231 18 FINANCE 2,060,231 - - - - - - 20 COUNTY ADMINISTRATIVE OFFICER 1,455,275 - - - - - - 1,455,275 22 HUMAN SERVICES 1,307,854 - - - - - 28,283,047 - 26,975,193 - - - - - 16,882,464 28 MEDICAL ELIGIBILITY 11,474,510 - - - - - - 11,474,510 29 MEDICAL EXAMINER 3,693,196 - - - - - - 3,693,196 30 PARKS & RECREATION 1,749,747 - - - - - 11,521,578 26 CORRECTIONAL HEALTH 4,831,005 31 HUMAN RESOURCES 33,521,075 33 INDIGENT REPRESENTATION 1,808,600 34 PUBLIC FIDUCIARY 222,284,503 39 HEALTH CARE MANDATES 40 CRIMINAL JUSTICE FACILITIES DEVELOPMENT 5,423,007 41 CHIEF INFORMATION OFFICER 16,882,464 9,771,831 1,613,635 1,700,000 - - - - 10,892,601 - - - - - 35,134,711 - - - - - 1,808,600 - - - - - 223,984,503 232,997,678 6,061,596 - - - - - 232,997,678 - - - - - - 5,423,007 42 INTEGRATED CRIMINAL JUSTICE - 4,682,763 - - - - - 4,682,763 44 PLANNING & DEVELOPMENT - 7,028,230 - - - - - 7,028,230 - - - - - 5,954,935 501,900 - - - - - 501,900 120,615,237 - - - - 458,611,325 5,954,935 45 JUDICIAL MANDATES - 46 RESEARCH & REPORTING 271,992,526 47 GENERAL GOVERNMENT 1,690,749 49 MANAGEMENT & BUDGET 60 MARICOPA HEALTH PLANS - - 66,003,562 - - - 1,732,352 - - 422,909,851 - - 1,690,749 - - 424,642,202 64 TRANSPORTATION - 106,159,810 - - - - - 106,159,810 65 LIBRARY DISTRICT - 10,496,279 - - - - - 10,496,279 66 HOUSING - 11,429,508 - - - - - 11,429,508 67 SOLID WASTE - 3,850,296 - - - - 4,707,815 68 STADIUM DISTRICT - 5,819,282 - 80,081,712 5,709,410 857,520 - - - - 11,528,692 - - - - - 80,081,712 70 FACILITIES MANAGEMENT 23,544,869 - - - - - - 23,544,869 73 MATERIALS MANAGEMENT 1,362,142 - - - - 858,861 - 2,221,004 69 FLOOD CONTROL DISTRICT 74 EQUIPMENT SERVICES - - - - - 9,421,424 - 9,421,424 75 RISK MANAGEMENT - - - - - 19,051,517 - 19,051,517 76 TELECOMMUNICATIONS - - 11,930,097 78 STADIUM DISTRICT MLB - 79 ANIMAL CONTROL SERVICES 86 PUBLIC HEALTH 88 ENVIRONMENTAL SERVICES - - 11,930,097 - - - 5,073,175 - - - - 6,718,245 - - - - - 44,579,836 - - - - - 304,041 6,414,204 - 5,872,998 38,706,839 763,915 20,549,169 90 MARICOPA HEALTH SYSTEM - - 98 ELIMINATIONS - - 99 DEBT SERVICE - - Subtotal $ Total Departments $ - 3,070,175 601,181,357 $ 812,987,134 $ 494,872,200 $ 699,062,139 $ 44,126,858 49,836,268 $ 49,836,268 $ 2,003,000 269,005,582 - - 21,313,084 - - 269,005,582 - - - - - - 301,004,240 $ 301,004,240 $ 692,772,952 $ 692,772,952 $ 47,323,494 $ 47,323,494 $ (459,208,697) - (459,208,697) 44,126,858 (459,208,697) $ 1,727,781,814 (459,208,697) $ 2,143,777,530 - 69 - SUMMARY SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES CONSOLIDATED EXPENDITURES BY FUND TYPE/OBJECT CODE/FUND CONSOLIDATED EXPENDITURES BY FUND TYPE/OBJECT FY 00-01 Adopted FY 00-01 Revised FY 00-01 Projected FY 01-02 Requested FY 01-02 Adopted Variance % TOTAL FUNDS PERSONAL SERVICES 701 REGULAR PAY $ 705 TEMPORARY PAY 517,398,578 $ 7,212,080 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 795 PERSONAL SERVICES ALLOC.-OUT 796 PERSONAL SERVICES ALLOC.-IN 522,883,842 $ 7,914,350 496,427,607 $ 8,117,642 542,940,148 $ 7,290,447 520,702,030 $ 6,607,522 2,181,812 0% 1,306,828 17% 9,939,282 10,267,142 17,545,296 13,267,282 12,425,344 (2,158,202) -21% 102,258,891 102,414,980 95,810,060 124,000,828 116,732,872 (14,317,891) -14% (10,249,340) -76% 14,521,404 13,473,678 11,242,421 21,381,533 23,723,018 (29,644,194) (30,827,091) (21,721,794) (25,529,051) (31,245,246) 16,097,618 18,474,263 17,546,848 22,149,056 24,009,954 418,155 Sub Total $ 637,783,659 $ 644,601,164 $ 624,968,078 $ 705,500,243 $ 672,955,494 $ $ 45,976,352 $ 42,372,332 $ 44,613,416 $ 45,810,030 $ 45,984,849 $ 1% (5,535,691) -30% (28,354,329) -4% SUPPLIES & SERVICES 801 GENERAL SUPPLIES (3,612,517) -9% 33,593,767 33,591,099 35,097,189 49,460,518 48,989,662 (15,398,563) -46% 803 FUEL 2,172,963 2,337,328 2,475,931 3,055,115 3,099,972 (762,644) -33% 804 NON-CAPITAL EQUIPMENT 4,236,667 5,096,834 4,365,654 9,124,391 5,904,637 (807,803) -16% 28,168,651 28,797,975 25,157,552 35,121,599 32,621,367 (3,823,392) -13% 802 MEDICAL SUPPLIES 810 LEGAL SERVICES 811 HEALTH CARE SERVICES 59,257,085 59,436,820 407,869,936 419,329,951 425,072,868 180,279,407 197,580,046 131,451,375 187,990,214 184,254,477 13,325,569 820 OPERATING LEASES & RENTS 21,081,598 21,031,432 22,733,536 22,650,433 20,358,513 672,919 3% 825 REPAIRS & MAINTENANCE 21,377,627 21,808,655 17,301,714 21,137,990 20,604,106 1,204,549 6% 239,901,810 239,076,463 234,231,473 193,474,729 193,522,718 45,553,745 19% 501,443 1,520,159 (2,376,989) (2,481,824) 2,983,267 595% 812 OTHER SERVICES 830 INTERGOVERNMENTAL PAYMENTS 839 INTERNAL SERVICE CHARGES (82,375) (365,636,048) -615% 7% 842 TRAVEL & EDUCATION 6,603,248 7,114,447 7,090,025 8,243,772 7,839,680 (725,233) -10% 843 POSTAGE/FREIGHT/SHIPPING 1,468,329 1,765,553 3,826,519 3,310,056 3,302,045 (1,536,492) -87% 264,668,140 264,525,139 (39,163,063) (85,672,040) (85,519,077) 18,810,300 18,882,399 19,366,495 20,883,963 21,443,019 (2,560,620) 508 35,000 35,000 (35,000) 11,290,223 299,905 (299,905) 845 SUPPORT & CARE OF PERSONS 850 UTILITIES 855 INTEREST EXPENSE - - 865 DEPRECIATION - - 880 TRANSFERS OUT - - (8,836,628) 890 LOSS ON FIXED ASSETS - - (134,286) Sub Total $ 927,513,569 $ 1,779,645 $ - 943,917,965 $ 16,108,645 $ (71,406,206) - - 908,967,504 $ 13,304,583 $ 350,044,216 $ 19,725,000 $ -14% - - 871,462,749 132% - 925,331,917 $ 16,412,112 $ 18,586,048 2% CAPITAL OUTLAY 910 LAND $ 915 BUILDINGS & IMPROVEMENTS 920 CAPITAL EQUIPMENT (303,467) -2% 308,061,841 225,651,727 201,041,877 437,622,030 435,078,401 (209,426,674) -93% 51% 22,681,181 21,465,861 15,154,736 9,526,502 10,448,272 11,017,589 930 VEHICLES & CONSTRUCTION EQUIP. 8,783,392 9,024,696 8,825,346 9,547,807 8,451,907 572,789 6% 940 INFRASTRUCTURE 2,500,000 54,060,000 24,555,884 3,878,000 6,540,225 47,519,775 88% 950 DEBT SERVICE 116,315,470 Sub Total $ 460,121,529 Fund Total $ 2,025,418,757 - 70 - 116,583,602 $ 442,894,531 $ 2,031,413,660 65,712,230 $ 328,594,657 $ 1,862,530,239 68,492,936 $ 548,792,275 $ 2,125,755,267 68,559,202 $ 48,024,400 41% 545,490,119 $ (102,595,588) -23% $ 2,143,777,530 $ (112,363,869) -6% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES FY 00-01 Adopted FY 00-01 Revised FY 00-01 Projected FY 01-02 Requested FY 01-02 Adopted Variance % General Fund Personal Services 701 Regular Pay 705 Temporary Pay 710 Overtime 750 Fringe Benefits 790 Other Personal Services 795 Personal Services Alloc.-Out 796 Personal Services Alloc.-In Sub Total $212,730,967 $216,972,936 $209,077,750 $227,773,421 $217,551,520 2,350,724 2,253,964 3,375,034 2,529,919 2,462,178 2,686,327 2,332,770 6,870,299 3,693,325 2,938,069 42,103,547 43,082,919 39,475,833 48,289,230 46,749,162 2,243,446 2,457,925 2,710,345 6,729,329 10,157,169 (13,785,380) (17,096,978) (16,964,744) (18,614,632) (22,303,254) 962,059 993,253 734,090 550,925 667,308 $249,291,689 $250,996,789 $245,278,608 $270,951,517 $258,222,152 $ (578,584) (208,214) (605,299) (3,666,242) (7,699,244) 5,206,276 325,945 $ (7,225,362) 0% -9% -26% -9% -313% 30% 33% -3% Supplies & Services 801 General Supplies 802 Medical Supplies 803 Fuel 804 Non-Capital Equipment 810 Legal Services 811 Health Care Services 812 Other Services 820 Operating Leases & Rents 825 Repairs & Maintenance 830 Intergovernmental Payments 839 Internal Service Charges 842 Travel & Education 843 Postage/Freight/Shipping 845 Support & Care Of Persons 850 Utilities 855 Interest Expense 880 Transfers Out Sub Total $ 24,946,629 $ 22,984,851 $ 10,910,459 $ 6,456,979 $ 9,759,543 645,068 645,302 592,781 622,317 557,361 885,004 1,049,373 1,217,940 1,389,160 908,661 550,580 1,540,627 1,224,184 4,374,436 1,625,657 24,286,073 24,321,369 20,622,707 30,385,719 27,993,422 13,228,713 13,308,983 13,007,980 8,314,386 7,884,483 20,395,114 18,960,177 17,633,685 37,014,726 48,666,277 10,995,726 11,102,235 11,862,191 12,365,982 10,240,960 7,001,547 7,730,521 6,997,143 7,989,584 7,119,622 223,601,312 222,775,965 221,631,476 177,150,256 177,210,632 16,757,019 17,408,283 19,617,811 16,090,219 15,428,746 3,009,055 3,076,912 3,406,786 3,809,398 3,225,749 757,834 1,173,383 2,198,167 2,084,196 2,069,721 747,986 779,985 710,147 743,867 741,031 7,091,936 7,237,835 7,468,709 7,364,400 7,914,538 35,000 35,000 189,663,221 189,663,221 185,955,327 199,898,176 201,117,148 $544,562,817 $543,759,022 $525,057,494 $516,088,801 $522,498,551 $13,225,308 87,941 140,712 (85,030) (3,672,053) 5,424,500 (29,706,100) 861,275 610,899 45,565,333 1,979,537 (148,837) (896,338) 38,954 (676,703) (35,000) (11,453,927) $21,260,471 58% 14% 13% -6% -15% 41% -157% 8% 8% 20% 11% -5% -76% 5% -9% Capital Outlay 915 Buildings & Improvements 920 Capital Equipment 930 Vehicles & Construction Equip. 940 Infrastructure 950 Debt Service Sub Total Fund Total 16,737,950 17,158,950 16,833,534 35,041,512 16,297,950 14,164,720 12,548,723 7,834,921 2,123,127 1,411,984 3,962,841 3,980,545 3,895,173 4,907,602 4,276,852 2,500,000 2,500,000 1,420,587 3,100,000 3,100,000 6,322,522 6,307,051 8,202,406 7,572,206 7,179,645 $ 43,688,033 $ 42,495,269 $ 38,186,621 $ 52,744,447 $ 32,266,431 $837,542,539 $837,251,080 $808,522,722 $839,784,765 $812,987,134 861,000 11,136,739 (296,307) (600,000) (872,594) $10,228,838 $24,263,947 5% 89% -7% -24% -14% 24% 3% Special Revenue Personal Services 701 Regular Pay 705 Temporary Pay 710 Overtime 750 Fringe Benefits 790 Other Personal Services 795 Personal Services Alloc.-Out 796 Personal Services Alloc.-In Sub Total $191,044,368 $192,127,177 $180,883,395 $195,249,771 $189,207,950 4,548,656 5,378,856 4,564,334 4,566,867 3,951,683 6,773,205 7,457,058 5,203,235 3,674,972 3,588,289 42,393,987 41,562,733 37,415,080 47,304,003 46,458,381 12,248,658 10,961,825 5,340,053 9,230,024 8,143,669 (9,209,230) (7,049,405) (4,484,813) (6,914,419) (8,405,577) 14,989,265 17,333,438 16,690,969 21,598,131 23,324,111 $262,788,909 $267,771,682 $245,612,254 $274,709,349 $266,268,506 $ 2,919,227 1,427,173 3,868,769 (4,895,648) 2,818,156 1,356,172 (5,990,673) $ 1,503,176 2% 27% 52% -12% 26% 19% -35% 1% Supplies & Services 801 General Supplies 802 Medical Supplies 803 Fuel 804 Non-Capital Equipment 810 Legal Services 811 Health Care Services 812 Other Services 820 Operating Leases & Rents $ 21,296,666 $ 19,710,782 $ 25,022,037 $ 28,752,554 $ 25,889,705 2,845,115 2,842,213 3,322,529 7,997,362 7,591,462 1,117,354 1,117,350 1,114,030 1,546,772 2,111,688 3,591,526 3,411,646 3,059,153 4,560,880 4,138,230 1,676,125 2,270,153 1,641,156 2,411,916 2,393,981 9,306,275 9,405,740 7,930,514 6,693,633 6,723,195 74,602,790 93,420,767 73,723,090 107,457,107 97,101,692 5,354,289 5,311,614 5,478,686 5,960,631 5,980,833 $ (6,178,923) (4,749,249) (994,338) (726,584) (123,828) 2,682,545 (3,680,925) (669,219) -31% -167% -89% -21% -5% 29% -4% -13% SUMMARY SCHEDULES CONSOLIDATED EXPENDITURES BY FUND TYPE/OBJECT CODE/FUND (CON’T) -6% 4% - 71 - SUMMARY SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES CONSOLIDATED EXPENDITURES BY FUND TYPE/OBJECT CODE/FUND (CON’T) Variance 825 Repairs & Maintenance 830 Intergovernmental Payments 839 Internal Service Charges 842 Travel & Education 843 Postage/Freight/Shipping 845 Support & Care Of Persons 850 Utilities 855 Interest Expense 880 Transfers Out 890 Loss On Fixed Assets Sub Total FY 00-01 FY 00-01 FY 00-01 FY 01-02 FY 01-02 Adopted Revised Projected Requested Adopted 7,523,157 7,225,211 6,232,470 7,367,804 7,704,482 16,172,498 16,172,498 12,417,202 16,123,214 16,110,827 12,240,661 12,173,215 11,989,311 13,475,140 13,944,965 2,497,799 2,942,641 2,820,341 3,538,736 3,727,893 510,419 392,094 732,727 320,086 327,750 5,718,373 5,543,373 2,863,113 5,634,005 5,682,417 2,840,697 2,781,897 2,312,238 2,706,745 2,715,663 508 115,728,243 116,011,846 116,072,798 97,903,195 97,698,869 (24,772) $283,021,987 $300,733,040 $276,707,129 $312,449,780 $299,843,652 (479,271) 61,671 (1,771,750) (785,252) 64,344 (139,044) 66,234 18,312,977 $ 889,388 -7% 0% -15% -27% 16% -3% 2% Capital Outlay 910 Land 915 Buildings & Improvements 920 Capital Equipment 930 Vehicles & Construction Equip. 940 Infrastructure 950 Debt Service Sub Total Fund Total $ 1,779,645 $ 16,108,645 $ 13,222,827 $ 19,725,000 $ 16,412,112 159,422,668 76,615,927 81,274,308 104,876,719 98,613,131 7,640,734 7,927,411 6,561,165 6,666,375 5,485,985 4,707,104 4,930,704 4,827,304 4,535,055 4,069,905 51,560,000 23,135,297 778,000 2,562,784 1,612,036 1,612,036 1,683,927 5,347,237 5,806,064 $175,162,187 $158,754,723 $130,704,829 $141,928,386 $132,949,981 $720,973,083 $727,259,445 $653,024,212 $729,087,515 $699,062,139 $ (303,467) (21,997,204) 2,441,426 860,799 48,997,216 (4,194,028) $25,804,742 $28,197,306 -2% -29% 31% 17% 95% -260% 16% 4% Debt Service Capital Outlay 950 Debt Service % 16% 0% Sub Total Fund Total $69,707,760 $69,707,760 $69,707,760 $69,991,363 $69,991,363 $69,991,363 $31,627,497 $31,627,497 $31,627,497 $49,836,268 $49,836,268 $49,836,268 $49,836,268 $49,836,268 $49,836,268 $20,155,095 $20,155,095 $20,155,095 29% 29% 29% Capital Projects Personal Services 701 Regular Pay 705 Temporary Pay 750 Fringe Benefits 790 Other Personal Services 795 Personal Services Alloc.-Out 796 Personal Services Alloc.-In Sub Total $ 398,467 46,285 76,722 (513,347) $ 8,127 $ 422,582 46,285 75,604 (544,471) $0 $ 313,824 8,257 48,293 272,238 (272,238) $ 370,374 $ 431,297 27,045 78,380 $ 536,722 $ 400,934 27,045 75,301 (503,280) 18,535 $ 18,535 $ 21,648 19,240 303 (41,191) (18,535) $ (18,535) 5% 42% 0% Supplies & Services 801 General Supplies 803 Fuel 804 Non-Capital Equipment 810 Legal Services 812 Other Services 820 Operating Leases & Rents 825 Repairs & Maintenance 839 Internal Service Charges 842 Travel & Education 843 Postage/Freight/Shipping 880 Transfers Out Sub Total $ (563,114) $ (580,614) $ 22,489 5,500 5,500 2,748 8,750 8,750 175,000 175,000 2,347 113,500 113,500 4,144 110,000 110,000 97,838 5,000 5,000 165,864 165,864 158,529 475 500 500 117 46,454,691 46,454,691 38,029,556 $ 46,475,691 $ 46,458,191 $ 38,318,243 $ 31,200 4,560 28,325 90,000 79,000 5,400 600 100,440 9,600 1,200 $ 350,325 $3,000 $ 3,000 $ (580,614) 5,500 8,750 175,000 110,500 110,000 5,000 165,864 500 46,454,691 $ 46,455,191 -100% 100% 100% 100% 97% 100% 100% 100% Capital Outlay 910 Land 915 Buildings & Improvements 940 Infrastructure 950 Debt Service Sub Total Fund Total $$$ 81,756 $$$131,823,023 131,848,650 102,934,035 297,623,799 300,105,264 (168,256,614) 877,441 (877,441) 435,840 $131,823,023 $131,848,650 $103,451,631 $297,623,799 $300,982,705 $(169,134,055) $178,306,841 $178,306,841 $142,140,248 $298,510,846 $301,004,240 $(122,697,399) - 72 - -8% - 100% 100% 100% -128% -128% -69% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES FY 00-01 Adopted FY 00-01 Revised FY 00-01 Projected FY 01-02 Requested FY 01-02 Adopted Variance % Enterprise Personal Services 701 Regular Pay 705 Temporary Pay 710 Overtime 750 Fringe Benefits 790 Other Personal Services 795 Personal Services Alloc.-Out Sub Total $108,154,742 $108,163,873 $101,174,939 $113,958,602 $108,253,652 158,262 158,262 88,733 77,000 77,000 240,214 240,214 5,250,639 5,668,875 5,668,875 16,664,165 16,655,034 17,922,508 27,156,865 22,321,379 29,300 29,300 2,856,102 5,422,180 5,422,180 (6,136,237) (6,136,237) (33,135) $119,110,446 $119,110,446 $127,292,921 $152,283,522 $141,709,951 $ (89,779) 0% 81,262 51% (5,428,661) -2260% (5,666,345) -34% (5,392,880) -18406% (6,103,102) -99% $(22,599,505) -19% Supplies & Services 801 General Supplies 802 Medical Supplies 803 Fuel 810 Legal Services 811 Health Care Services 812 Other Services 820 Operating Leases & Rents 825 Repairs & Maintenance 830 Intergovernmental Payments 839 Internal Service Charges 842 Travel & Education 843 Postage/Freight/Shipping 845 Support & Care Of Persons 850 Utilities 865 Depreciation 880 Transfers Out 890 Loss On Fixed Assets Sub Total $ (3,807,945) $ (3,807,945) $ 2,383,476 $ 5,360,285 $ 5,348,249 30,103,584 30,103,584 31,181,878 40,840,839 40,840,839 152,005 152,005 104,010 98,472 63,472 247,954 36,722,097 36,722,097 386,931,442 406,721,932 410,465,190 70,341,175 70,341,175 26,682,976 23,514,706 20,958,833 3,266,455 3,152,455 4,189,964 3,124,448 3,024,448 3,883,531 3,883,531 2,830,553 3,266,613 3,266,613 25,769 11,259 11,259 7,841,866 7,841,866 6,916,765 5,810,071 6,098,003 951,419 951,419 713,894 737,488 737,488 197,176 197,176 890,996 901,274 901,274 312,516,878 312,516,878 4,526,510 4,526,510 4,732,382 6,632,828 6,632,828 11,031,398 41,080 72,058,891 72,058,891 75,294,340 (55,330,733) 24,060,664 (109,514) $538,753,642 $538,639,642 $543,016,885 $452,720,880 $522,450,240 $ (9,156,194) -240% (10,737,255) -36% 88,533 58% (373,743,093) -1018% 49,382,342 70% 128,007 4% 616,918 16% (11,259) 1,743,863 22% 213,931 22% (704,098) -357% 312,516,878 100% (2,106,318) -47% (41,080) 47,998,227 67% $ 16,189,402 3% Capital Outlay 915 Buildings & Improvements 920 Capital Equipment 950 Debt Service Sub Total Fund Total $$$$ - $ 19,982,056 50,000 164,000 42,133 2,921,080 38,422,375 38,422,375 23,617,273 5,709,625 5,709,625 $ 38,472,375 $ 38,586,375 $ 23,659,406 $ 5,709,625 $ 28,612,761 $696,336,463 $696,336,463 $693,969,212 $610,714,027 $692,772,952 $(19,982,056) (2,757,080) -1681% 32,712,750 85% $ 9,973,614 26% $ 3,563,511 1% Internal Service Personal Services 701 Regular Pay 705 Temporary Pay 710 Overtime 750 Fringe Benefits 790 Other Personal Services 796 Personal Services Alloc.-In Sub Total $ 5,070,034 108,153 239,536 1,020,471 146,294 $ 6,584,488 $ 5,197,274 76,983 237,100 1,038,690 24,628 147,572 $ 6,722,247 $ 4,977,699 81,285 221,122 948,345 63,683 121,788 $ 6,413,922 $ 5,527,057 89,616 230,110 1,172,349 $ 7,019,133 $ 5,287,975 89,616 230,111 1,128,649 $ 6,736,350 $ (90,701) (12,633) 6,989 (89,959) 24,628 147,572 $ (14,104) -2% -16% 3% -9% 100% 100% 0% Supplies & Services 801 General Supplies 803 Fuel 804 Non-Capital Equipment 810 Legal Services 811 Health Care Services 812 Other Services 820 Operating Leases & Rents 825 Repairs & Maintenance 830 Intergovernmental Payments 839 Internal Service Charges $ 4,104,116 13,100 85,811 2,031,453 15,453,328 1,355,128 2,964,392 128,000 2,486,059 $ 4,065,258 13,100 135,811 2,031,453 15,370,927 1,355,128 2,964,392 128,000 2,486,059 $ 6,274,955 37,203 82,317 2,643,387 14,033,980 1,104,857 1,241,548 157,026 2,411,587 $ 5,209,012 16,151 160,750 2,233,964 20,924,675 1,193,972 2,513,389 190,000 1,917,775 $ 4,987,352 16,151 140,750 2,233,964 2,400,000 18,524,675 1,112,272 2,513,389 190,000 1,817,096 $ (922,094) (3,051) (4,939) (202,511) (2,400,000) (3,153,748) 242,856 451,003 (62,000) 668,963 -23% -23% -4% -10% SUMMARY SCHEDULES CONSOLIDATED EXPENDITURES BY FUND TYPE/OBJECT CODE/FUND (CON’T) -21% 18% 15% -48% 27% - 73 - SUMMARY SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES CONSOLIDATED EXPENDITURES BY FUND TYPE/OBJECT CODE/FUND (CON’T) FY 00-01 Revised 143,475 2,400 4,336,157 1,150,518 $34,182,678 FY 00-01 Projected 148,530 4,513 4,853,166 1,150,518 $34,143,587 FY 01-02 Requested 148,550 3,300 4,179,990 258,825 1,121,280 $40,071,633 FY 01-02 Adopted 148,550 3,300 107,387 4,179,990 258,825 1,111,470 $39,745,171 Variance % 842 Travel & Education 843 Postage/Freight/Shipping 845 Support & Care Of Persons 850 Utilities 865 Depreciation 880 Transfers Out Sub Total FY 00-01 Adopted 144,975 2,400 4,351,157 1,150,518 $34,270,437 (5,075) (900) (107,387) 156,167 (258,825) 39,048 $(5,562,493) -4% -38% Capital Outlay 915 Buildings & Improvements 920 Capital Equipment 930 Vehicles & Construction Equip. 950 Debt Service Sub Total Fund Total 78,200 825,727 113,447 250,777 $ 1,268,151 $42,123,076 28,200 825,727 113,447 250,777 $ 1,218,151 $42,123,076 716,517 102,869 145,287 $ 964,673 $41,522,182 80,000 737,000 105,150 27,600 $ 949,750 $48,040,516 80,000 629,223 105,150 27,600 $ 841,973 $47,323,494 (51,800) 196,504 8,297 223,177 $ 376,178 $(5,200,419) -184% 24% 7% 89% 31% -12% (2,400,000) (2,400,000) (626,500) (626,500) (626,500) (1,000,000) (1,000,000) (39,573,844) (39,573,844) (39,573,844) (39,770,634) (39,770,634) (54,315,097) (54,315,097) (42,736,323) (92,049,912) (92,049,912) (425,055,564) (425,339,167) (425,339,167) (314,998,124) (323,988,151) $(519,571,005) $(519,854,608) $(508,275,834) $(450,218,670) $(459,208,697) $(519,571,005) $(519,854,608) $(508,275,834) $(450,218,670) $(459,208,697) 2,400,000 373,500 196,790 37,734,815 (101,351,016) $(60,645,911) $(60,645,911) 60% 0% 69% -24% -12% -12% Eliminations Supplies & Services 811 Health Care Services 812 Other Services 839 Internal Service Charges 845 Support & Care Of Persons 880 Transfers Out Sub Total Fund Total - 74 - 4% 3% -16% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES SUMMARY SCHEDULES GENERAL GOVERNMENT EXPENDITURE VARIANCE COMMENTARY GENERAL GOVERNMENT EXPENDITURE VARIANCE COMMENTARY FY 2000-01 ADOPTED FY 2000-01 REVISED $ 12,000,000 $ 11,769,788 $- $ 1,000,000 138,666 59,328 $ 772,953 123,128 59,328 $- $ - Reserved FY 00-01 Budget Issue - Reserved FY 00-01 Legislation - Reserved FY 00-01 Budget Issue 500,000 235,627 500,000 235,627 - - Reserved FY 00-01 Budget Issue 131,600 200,000 131,600 200,000 - - Reserved FY 00-01 Budget Issue - Reserved FY 00-01 Budget Issue 100,000 79,855 245,004 100,000 79,855 245,004 - Indigent Rep. Projected Budget Overrun Sheriff's Office Projected Budget Overrun Animal Control Projected Fund Deficit Subtotals $ 2,690,080 $ 2,447,495 2,000,000 3,000,000 130,000 $ 5,130,000 $- $- $- - - - - - - - Materials Mgmt. - Procurement Trainer Subtotals $ 14,690,080 $ 14,217,283 $ 5,130,000 $ 14,646,994 $ 14,646,994 $ 14,646,994 94,890,475 94,890,475 94,890,475 3,152,841 - 3,152,841 - 3,152,841 - Description FY 2000-01 PROJECTED FY 2001-02 ADOPTED Comment AGENCY 470 - GENERAL FUND Contingency General Contingency FY 2000-01 Reserved Items: Adult Prob. - Substance Abuse Prog. Constables - Compensation Sup. of Schools - Asst. Finance Director Sheriff Aviation Fund Sheriff -Detention Offcr. Compensation Internal Audit - Outside Consulting Superior Court - Contract Court Reporters Superior Court - Interpreter Fees County Attorney - EDC Reserve County Attorney - Grants Reserve FY 2001-02 Reserved Items: Salary Adjustment Contingency Justice Courts - Pending Leases Superior Court - NW Reg. Court - Operating Superior Court - Pretrial Svcs. Staff Superior Court - Court Reporters Clerk of the Superior Court - EDMS Clerk of the Superior Court - NW Reg. Court Co. Attorney - CAIS Programmer Co. Attorney - Data Entry Night Shift Co. Attorney - Electronic Crimes Program Sheriff Overtime Parks and Rec. - Park Police Retirement Court App. Counsel - Caseload (Crim.) Chief Information Officer Court Appointed Counsel - Caseload (Civil) Facilities Mgmt. - Janitorial Contract Other Gen. Fund Programs Base-level Internal Service Charges Public Works Administrative Charge Detention Fund - Maint of Effort (MOE) Trnsfr. Vehicle Replacement Emergency Mgmt.- Disaster Relief - - $ 14,427,096 General Contingency - Reserved FY 00-01 Budget Issue - Reserved FY 99-00 Board Agenda - Budget adj. Between Tentative/Final-Grant pos. reserved FY 99-00 Bd. Agenda - Maintain Structurally Balanced Budget - Maintain Structurally Balanced Budget - Maintain Structurally Balanced Budget $- $ 7,000,000 Reserved add'l analysis for amounts > 2.5% 26,266 Reserved FY 01-02 RIR 282,723 Reserved FY 01-02 RIR 258,685 Reserved FY 01-02 RIR 250,000 Reserved FY 01-02 RIR 1,597,094 Reserved FY 01-02 RIR 300,000 Reserved FY 01-02 RIR 75,000 Reserved FY 01-02 RIR 341,225 Reserved FY 01-02 RIR 371,371 Reserved FY 01-02 RIR 366,240 Reserved FY 01-02 RIR 172,045 Reserved FY 01-02 RIR 2,680,937 Reserved FY 01-02 RIR 50,000 Reserved FY 01-02 RIR 676,552 Reserved FY 01-02 RIR 150,000 Reserved pending outcome of new contract 45,197 Reserved FY 01-02 RIR $ 29,070,431 $ 13,107,154 Risk Mgmt, base Eq Svcs, and base Telecom 45,816 PW constellation charge to GF depts. 101,186,962 For future oper. costs of new detention facilities 3,833,202 Like unit replacement cost 50,000 Fill the gap between event and FEMA funding - 75 - SUMMARY SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES GENERAL GOVERNMENT EXPENDITURE VARIANCE COMMENTARY (CON’T) FY 2000-01 ADOPTED Description FY 2000-01 REVISED Charitable Campaigns (United Way) 1,500 Citizen Tax Education 200,000 Security Bldg. Mgmt. Contract/Lease Tax State Automated Tax System Contribution Customer Satisfaction Survey 125,000 FY 2000-01 PROJECTED FY 2001-02 ADOPTED 1,500 200,000 - 1,500 200,000 - 125,000 125,000 $ 6,354,722 $ 6,354,722 $ 6,354,722 453,453 453,453 453,453 75,000 2,356,409 75,000 2,356,409 75,000 2,356,409 900,000 900,000 900,000 $ 7,152,271 2,500,000 $ 7,152,271 2,500,000 $ 7,052,271 1,485,316 $ 9,652,271 $ 9,652,271 $ 8,537,587 $ 300,000 500,000 500,000 1,664,768 $ 300,000 500,000 500,000 1,664,768 $ 300,000 500,000 100,000 1,664,768 $700,000 500,000 1,700,000 $$- $$- $$- $ 20,000 20,000 20,000 20,000 20,000 $ 100,000 $ 400,000 1,054,400 $ 400,000 1,054,400 $ 400,000 1,054,400 $ 6,051,013 $- $ 10,721,425 $- $- $- $ 2,000,000 - - - - - Comment 200,000 Printing and Postage 84,215 Per FY 01-02 budget recommendation - Potential unfunded mandate 125,000 Survey conducted by Research & Reporting Board NW Regional Facility Charges 5,280 5,280 5,280 5,280 Subtotals $ 113,022,090 $ 113,022,090 $ 113,022,090 $ 118,637,629 Debt Service/Cap. Leases Dues and Memberships Taxes and Assessments Consultants Tuition Reimbursement Major Maintenance: County Facilities Parks Subtotals ADA Facility Projects Tax Appeals Judgments Outside Legal Counsel District Special Projects District 1 District 2 District 3 District 4 District 5 Subtotals Indigent Burials Non-Profit Funding Accommodation Schools Cooperative Extension 365,000 230,000 Totals $ 152,518,193 $ 5,894,104 Costs assoc w/debt service, and HP cmptr lease 284,752 Annual Fees for Local and Nat'l County Gov't Orgs. 90,000 Downtown Contribution 2,315,003 Consultant Services re:Countywide activities/initiatives 1,300,000 Employee course completion reimb. $ 7,022,271 On-going Major Maintenance 2,500,000 Programmed Parks Enhancement Projects $ 9,522,271 $ 400,000 1,114,776 See schedule in Exec. Summary and 6/18 BOS amend. 365,000 365,000 365,000 Mandated - Regional School 230,000 230,000 230,000 $ $ 141,443,429 $ 172,223,966 152,045,396 AGENCY 471 - GRANTS State Crim. Alien Asst. Prog. (SCAAP) Funds $ 6,051,013 AGENCY 472 - DETENTION FUND Contingency - Detention Fund Operating: (funded by General Fund MOE transfer): General Contingency Compensation Reserve Corr. Health - Pharmaceutical Cost Increases - 76 - 1,500,000 Reserved pending further analysis for amounts over 2.5% 350,000 Reserved FY 01-02 RIR MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES SUMMARY SCHEDULES GENERAL GOVERNMENT EXPENDITURE VARIANCE COMMENTARY (CON’T) Description FY 2000-01 ADOPTED ICJIS - Info. Security Officer Sheriff - Sexually Violent Predator Mandate Subtotals FY 2000-01 REVISED - $- FY 2000-01 PROJECTED $- $- $- $- FY 2001-02 ADOPTED Comment 21,546 Reserved FY 01-02 RIR 200,000 Reserved FY 01-02 RIR $ 4,071,546 Non-Recurring Detention Fund Programs: Contingency - Cap. Improvement Program Detention CIP - Fund Transfer $ 103,034,318 $103,034,318 $ 103,034,318 Sheriff - Inmate Education 1,815,917 Sheriff DO Compensation 643,271 Sheriff - Recruiting Expenses 500,000 CountyAttorney - Network Security 97,049 Sheriff - Records Management 250,048 System Sheriff - Jail Crimes and Intelligence 141,475 Sup. Court - Jury Mgmt. System 716,928 (Crim) Relocations 460,000 Sheriff - Estrella Supp. Facility Start273,378 up Sheriff - Classroom Space 1,150,000 Juvenile Detention/Sup. Court 67,020 Vehicles Major Maintenance - Detention Facilities Sheriff - Refrigerated Trucks - $ 10,000,000 1,815,917 643,271 500,000 97,049 250,048 328,038 500,000 97,049 - $ 84,726,011 Criminal Justice Facilities Construction Program - Reserved FY 00-01 Budget Issue - Reserved FY 00-01 Budget Issue 500,000 Carryover FY 00-01 Budget Issue - Reserved FY 00-01 Budget Issue 250,000 Carryover FY 00-01 Budget Issue 141,475 716,928 84,924 716,928 56,551 Carryover FY 00-01 Budget Issue - Reserved FY 00-01 Budget Issue 460,000 273,378 400,000 273,378 500,000 Detention Fund related moves - Carryover FY 00-01 Budget Issue 1,150,000 67,020 850,000 67,020 300,000 Carryover FY 99-00 Budget Issue - Reserved FY 00-01 Budget Issue - 5,290,000 - ICJIS - Parallel Agency Projects Subtotals $ 114,539,404 $114,539,404 $ 111,641,655 5,390,000 Major Maint on Existing Jail Facilities 3,410,946 Reserved for Lease/Purchase of Food Storage Trucks 400,000 Reserved FY 01-02 RIR $ 95,533,508 Totals $ 114,539,404 $114,539,404 $ 111,641,655 $ 109,605,054 AGENCY 473 - GENERAL FUND APPROPRIATED FUND BALANCE Contingency Environmental Svcs. - SE Reg. $ 274,930 $ 274,930 Office Animal Control - Market 355,857 155,857 Compensation County Attorney - HPN Server 185,496 185,496 County Attorney - Video 134,446 134,446 Conferencing Telecomm. - Capital Equipment 1,920,000 1,920,000 Clerk of the Court - Desktop 449,000 449,000 Lifecycle Materials Mgmt. - E-Proc. System 2,025,000 1,745,000 Contingency 12,000,000 12,000,000 Relocation Costs 2,500,000 2,500,000 Assessor - GIS Enhancements 550,000 830,000 Technology Projects 2,603,766 1,953,766 Superior Court - NW Reg. Court - Start-Up County Atty. - CAIS Enhancements Subtotals $ 22,998,495 $ 22,148,495 Other Gen. Fund Programs: Materials Mgmt. - E-Procurement System Assessor - GIS Enhancements Sup. Court - ACS/CMS/JCS Replacement Animal Control Veh. Replacement/Subsidy - - $- $ - Reserved FY 00-01 Budget Issue - - Reserved FY 00-01 Budget Issue 185,496 134,446 - Reserved FY 00-01 Budget Issue - Reserved FY 00-01 Budget Issue 1,775,000 - 145,000 Reserved FY 00-01 Budget Issue - Reserved FY 00-01 Budget Issue 338,038 6,000,000 2,500,000 830,000 1,850,000 $ 13,612,980 - 2,343,100 586,641 156,900 $ 3,231,641 Reserved FY 00-01 Budget Issue Year 3 of 4-year Budget Issue Reserved FY 01-02 RIR Reserved FY 01-02 RIR $ 1,808,657 Carryover FY 00-01 Budget Issue 270,089 4th Year of 4-Year Budget Issue 873,000 Reserved FY 01-02 RIR 406,400 - 77 - SUMMARY SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES GENERAL GOVERNMENT EXPENDITURE VARIANCE COMMENTARY (CON’T) FY 2000-01 ADOPTED Description Sheriff - Match/Neighborhood Narc. Enf. Grant Sheriff - Match/Boat House Grant Sheriff - Match/Ed. and First Aid Center Grant CountyAttorney - Admin. 2nd Floor Remodel FY 2000-01 REVISED Comment - 172,149 20,449 31,105 230,000 650,000 344,514 331,118 79,822 307,255 69,500 650,000 344,514 255,618 79,822 307,255 128,813 69,500 14,000 75,500 - 200,000 500,000 180,000 500,000 300,000 185,708 50,000 234,261 $ 3,380,991 300,000 185,708 50,000 234,261 $ 3,285,491 $ 83,657,637 $ 83,657,637 828,118 828,118 $ 84,485,755 $ 84,485,755 $ 83,657,637 $ 83,657,637 Consultants: Human Resources - Imaging $ 25,000 System Space Planning Aperture Consultant FMD Childcare Survey Funding Carryover Homeless Campus Study Carryover 25,000 Subtotals $ 25,000 Major Maintenance FY 2001-02 ADOPTED - - CountyAdmin. Officer - Video Prod. Equip. Superior Court - PC Replacement 650,000 CIO - Advantage System Upgrade 344,514 County Attorney - CAIS Phase II 331,118 County Attorney - Novell Servers 79,822 Superior Court - Jury System (Civil) 307,255 Sheriff - Records Mgmt. System (GF portion) Parks and Recreation - PC's and 69,500 Server Medical Eligibility - Outreach Vans 200,000 Vehicle Replacement Carryover99500,000 00 Burke Litigation 300,000 Research and Reporting 185,708 Sheriff ADA/Ergonomics 50,000 Justice Court Co-location 234,261 Subtotals $ 3,380,991 Infrastructure/CIP Fund Transfer to Capital Projects Wiltel Phone System (carryover) Subtotals FY 2000-01 PROJECTED $ 9,270,679 BOS Approved Agenda Item BOS Approved Agenda Item BOS Approved Agenda Item Carryover. County Attorney budget adjustment Reserved FY 00-01 Budget Issue Reserved FY 00-01 Budget Issue Carryover FY 00-01 Budget Issue Reserved FY 00-01 Budget Issue Reserved FY 00-01 Budget Issue Reserved FY 00-01 Budget Issue Reserved FY 00-01 Budget Issue - Reserved FY 00-01 Budget Issue - To be handled through contingency $ 3,901,349 Human Resources Burke Litigation Non-Recurring Subsidy Reserved FY 00-01 Budget Issue Scottsdale Court Re-Location $ 81,740,523 828,118 Carryover from FY 1997-98 $ 82,568,641 $ 25,000 $- $ - Reserved FY 00-01 Budget Issue 675,000 $ 675,000 650,000 $ 650,000 160,000 Carryover FY 99-00 Budget Issue 11,250 Carryover from FY 00-01 Study 25,000 Carryover from FY 00-01 Study 196,250 $ 196,250 $ 9,270,679 $ 9,171,091 Totals $ 120,160,920 $119,960,920 $ 110,377,199 $ 9,870,679 Includes $600,000 for Parks $ 99,768,560 AGENCY 475 - WASTE MANAGEMENT FUND District 1 District 2 District 3 District 4 District 5 Summer Youth/Scholarship Illegal Dumping Program Mobile Comm. Council Requests $ 20,147 21,261 24,628 23,763 8,099 20,000 100,000 64,060 $ 281,958 $ 20,147 21,261 24,628 23,763 8,099 20,000 100,000 64,060 $ 281,958 $ 2,638 20,000 47,666 5,562 $ 75,866 $ 60,230,371 $ 60,230,370 46,454,691 46,454,692 $ 43,871,521 38,029,556 $ 66,003,562 - Totals $ 106,685,062 $106,685,062 $ 81,901,077 $ 66,003,562 Totals $ 20,509 24,261 27,628 26,763 11,099 20,000 5th of last year 100,000 58,498 $ 288,758 AGENCY 478 - CAPITAL PROJECTS FUND Infrastructure/CIP Capital Projects (See CIP Schedule) Fund Transfer to Debt Service - 78 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES PROJECT DESCRIPTION FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 TOTAL General Government--Fund 100 Agency 470 - Major Maintenance Courts--Infrastructure Improvements $ Central Court Building Infrastructure Improvements Central Courts Plaza Infrastructure Improvements Courts Records Ctr Building Infrastructure Improvements East Court Building Infrastructure Improvements S.E. Regional Building Infrastructure Improvements Superior Court Infrastructure Improvements West Court Building Infrastructure Improvements Subtotal Courts Infrastructure Improvements $ 325,000 $ 150,000 350,000 410,000 110,000 150,000 265,000 1,760,000 $ 295,000 $ 760,000 190,000 350,000 1,270,000 2,865,000 $ 500,000 $ 150,000 350,000 1,000,000 $ County-wide--Regular Maintenance Annual County-wide Maintenance Programs $2,680,000 $2,692,000 $2,465,000 County-wide Projects $ Administration Building Infrastructure Improvements Agricultural Center Building Infrastructure Improvements Assessors Office Building Infrastructure Improvements BOS Auditorium Building Infrastructure Improvements Code Compliance Reserve Emergency Management Building Infrastructure Improvements Materials Management Building Infrastructure Improvements Program FEES Security Center Building Infrastructure Improvements Subtotal County-wide Projects $ 365,000 30,000 130,000 50,000 587,000 100,000 250,000 782,271 288,000 2,582,271 Parks--Parks Enhancement $ System-wide Enhancements/Upgrades (Note: Only Parks with FY 01-02 budgeted $$ are listed) Estrella Mountain McDowell Mountain White Tank Mountain San Tan Mountain Buckeye Hills Recreation Area Subtotal Parks Projects $ 230,000 TBD TBD 350,000 265,225 783,770 150,000 721,005 2,500,000 $ TBD TBD TBD 2,500,000 $ TBD TBD TBD 2,500,000 Total Agency 470 $ 9,522,271 $ 10,211,385 $ 8,089,385 PROJECT DESCRIPTION FY 01-02 $ $ 30,000 595,000 829,385 700,000 2,154,385 FY 02-03 $ $ 595,000 829,385 700,000 2,124,385 FY 03-04 $ 350,000 350,000 $ $2,168,000 $ $ 350,000 350,000 $ $1,926,000 $ $11,931,000 595,000 829,385 700,000 2,124,385 $ TBD TBD $ 230,000 $ TBD TBD TBD 2,500,000 $ TBD TBD TBD 2,500,000 $ 350,000 265,225 783,770 150,000 721,005 12,500,000 $ 7,142,385 $ 6,900,385 $ 41,865,811 $ 595,000 829,385 700,000 2,124,385 1,120,000 150,000 350,000 1,320,000 300,000 1,550,000 1,535,000 6,325,000 $ FY 04-05 SUMMARY SCHEDULES MAJOR MAINTENANCE PROJECT SUMMARY $ FY 05-06 395,000 30,000 130,000 50,000 2,967,000 100,000 250,000 4,099,811 3,088,000 11,109,811 TOTAL General Government--Fund 100 Agency 473 - Appropriated Fund Balance Deferred Major Maintenance Courts $ Central Court Building Improvements Central Courts Building Infrastructure Improvements East Court Building Improvements East Court Building Infrastructure Improvements Old Court House Building Improvements S.E. Regional Building Infrastructure Improvements S.E. Regional Building Improvements West Court Building Infrastructure Improvements Subtotal Deferred MM Courts $ 2,000,000 $ 500,000 1,300,000 2,074,500 1,050,000 1,100,000 231,300 8,255,800 $ County-wide Projects $ 911 Building Infrastructure Improvements Administration Building Infrastructure Improvements Central Clinic Building Infrastructure Improvements Durango West Infrastructure Improvements Homeless Clinic Building Infrastructure Improvements MCSO/Substation Improvements MCSO/Records Building Infrastructure Improvements MCSO Computer Ctr Building Infrastructure Improvements Security Center Building Infrastructure Improvements Subtotal Deferred MM County-Wide $ 325,000 $ 225,000 44,510 420,369 1,014,879 $ Parks & Recreation Major Maintenance Carryover $ 600,000 $ Total Agency 473 $ 9,870,679 $ 1,500,000 $ 600,000 1,500,000 1,050,000 2,000,000 121,000 3,850,000 10,621,000 $ 30,000 40,000 60,000 50,000 40,000 100,000 320,000 10,941,000 $ $ $ $ 1,500,000 $ 1,500,000 900,000 2,800,000 800,000 7,500,000 $ 50,000 450,000 500,000 8,000,000 $ 1,500,000 $ 1,500,000 900,000 2,000,000 850,000 6,750,000 $ $ $ - $ - $ $ 6,750,000 $ $ 1,500,000 $ 1,500,000 900,000 900,000 4,800,000 $ 1,500,000 1,500,000 6,300,000 $ 8,000,000 1,100,000 6,000,000 5,050,000 8,874,500 1,171,000 1,100,000 6,631,300 37,926,800 $ 405,000 1,725,000 40,000 60,000 50,000 44,510 40,000 550,000 420,369 3,334,879 $ 600,000 $ 41,861,679 - 79 - SUMMARY SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES MAJOR MAINTENANCE PROJECT SUMMARY (CONTINUED) PROJECT DESCRIPTION FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 TOTAL General Government--Fund 255 Agency 472 - Detention Fund $ Annual Detention Facilities Maintenance Programs Blue Point Bldg Insrastructure Improvements Durango Jail Bldg Infrastructure Improvements Durango Juvenile Bldg Infrastructure Improvements Estrella Jail Bldg Infrastructure Improvements Madison Jail Bldg Infrastructure Improvements Main Jail Bldg Infrastructure Improvements MCSO/Substation(2021) Bldg Infrastructure Improvements MCSO/Substation(2853) Bldg Infrastructure Improvements S.E. Juvenile Bldg Infrastructure Improvements Towers Jail Bldg Infrastructure Improvements Total Agency 472 $ - 80 - 662,000 $ 1,905,000 1,175,000 33,000 745,000 170,000 140,000 70,000 490,000 5,390,000 $ 630,000 $ 80,000 5,496,000 2,381,000 2,855,000 2,605,000 45,000 330,000 453,000 432,000 15,262,000 $ 630,000 $ 460,000 500,000 1,000,000 50,000 250,000 2,890,000 $ 630,000 $ 500,000 1,000,000 55,000 200,000 2,000,000 4,385,000 $ 555,000 $ 100,000 100,000 60,000 1,500,000 200,000 2,415,000 $ 3,107,000 80,000 7,861,000 3,556,000 3,888,000 5,450,000 210,000 170,000 470,000 2,223,000 3,372,000 30,387,000 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES SUMMARY SCHEDULES HEALTH CARE MANDATES EXPENDITURE VARIANCE COMMENTARY HEALTH CARE MANDATES REVENUE AND EXPENDITURE VARIANCE COMMENTARY FY 2000-01 ADOPTED Description FY 2000-01 REVISED FY 2000-01 PROJECTED FY 2001-02 ADOPTED COMMENT AGENCY 390 - GENERAL FUND Revenue Disproportionate Share Refund $ 54,677,600 $ 54,677,600 $ 54,677,600 $ 13,597 79,447 $ 93,044 $ 13,597 79,447 $ 93,044 $ 13,434 78,488 $ 91,922 $ 13,597 79,447 $ 93,044 $ 54,770,644 $ 54,770,644 $ 54,769,522 $ 93,044 $ 255,973 1,242,175 $ 251,368 1,242,175 $ 169,086 1,242,175 $ 170,786 1,250,000 $ 1,620,330 270,919 1 39,357 $ 1,930,607 $ 3,428,755 $ 920,696 799,881 687,266 292,198 $ 2,700,041 $ 4,193,584 $ 744,805 860,617 799,128 292,198 $ 2,696,748 $ 4,108,009 $ 1,150,182 937,373 650,117 355,719 $ 3,093,391 $ 4,514,178 AHCCCS Acute Prop. 204 Admin. Contribution Prop. 204 Urban Nomad AHCCCS Sanctions $ 38,659,236 38,659,236 1,000,000 $ 38,659,236 38,659,236 1,000,000 $ 38,659,236 38,659,236 500,000 Subtotals $ 39,659,236 $ 39,659,236 $ 39,159,236 ALTCS Contribution $ 96,130,000 $ 96,130,000 $ 96,130,000 Mental Health: Arnold v Sarn IGA/Court Order Arnold v Sarn Litigation Costs Arnold v Sarn Court Monitor Gen Mental Health IGA/Non-SMI Mental Health Orders Mental Health Testimony Subtotals $ 26,001,022 230,000 135,000 4,856,576 50,000 220,000 $ 31,492,598 $ 25,236,193 230,000 135,000 4,856,576 50,000 220,000 $ 30,727,769 $ 24,600,000 1,000 135,000 4,856,576 30,000 220,000 $ 29,842,576 $ 3,547,901 $ 3,547,900 $ 3,547,900 Long-Term Care Residual: Nursing Home Care Home Care Subtotals $ - Elimination of County's portion of Disproportionate Share withholding under Proposition 204. Expenditures Administration: Contract Monitoring Admin. Healthcare Mandates Consulting Health Care Financial Admin.: Health Care Financial Admin. Claims Processing Notifications Claims Resolution SubSubtotals Subtotals AHCCCS: MMC Teaching Prog. Subsidy $ 42,957,626 38,659,236 2,223,305 2,075,085 125,000 Decrease in AHCCCS Sanctions as result of Proposition 204. $ 43,082,626 $ 101,077,241 ALTCS contribution increase due to member months and inflationary growth. $ 25,800,000 75,000 140,000 Rent increase. 4,856,576 50,000 220,000 $ 31,141,576 $ 3,547,900 - 81 - SUMMARY SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES HEALTH CARE MANDATES EXPENDITURE VARIANCE COMMENTARY (CONTINUED) HEALTH CARE MANDATES REVENUE AND EXPENDITURE VARIANCE COMMENTARY FY 2000-01 ADOPTED Description Disproportionate Share Match FY 2000-01 REVISED FY 2000-01 PROJECTED FY 2001-02 ADOPTED COMMENT $ 54,677,600 $ 54,677,600 $ 54,677,600 $- $- $ 500,000 SAIL Grant Matching Funds $ 656,500 $ 656,501 $ 627,348 $ 686,463 Long-Term Care Residual: Administration Acute Care Nursing Home Care Home Care Subtotals $ 2,656 25,692 117,287 139,365 $ 285,000 $ 2,656 25,692 117,287 139,365 $ 285,000 $ 1,326 25,692 117,287 139,365 $ 283,670 $ 2,845 Covered population will not increase. 27,444 125,303 148,892 $ 304,484 $ 7,750,000 $ 9,500,000 $ 9,500,000 Medical Eligibility Lawsuits 1998 Settlement New Settlements MMC Pre-AHCCCS Subsidy 3,255,812 3,255,812 6,660,000 3,255,812 3,255,812 6,660,000 3,255,812 3,255,812 3,000,000 Pre-AHCCCS Contingency Claims Resolution Subtotals 2,958,360 1,000,000 $ 21,624,172 1,208,360 1,000,000 $ 21,624,172 1,000,000 $ 16,755,812 $- $- $- $ 251,501,762 $ 251,501,762 $ 245,632,151 $ 4,175,000 $ 4,175,000 $ 1,500,000 $ 4,175,000 $ 4,175,000 $ 1,500,000 Public Health TB Hospitalization Pre-AHCCCS: Outside Hospital Claims MIHS Operating Subsidy Totals $ - Elimination of County's portion of Disproportionate Share withholding under Proposition 204. $ 1,000,000 Payment to Maricopa Medical Center for costs incurred for Tuberculosis Hospitalizations. $ 1,937,500 Reduction in Outside Hospital Claims resulting from Proposition 204 implementation. 18,102,235 2,102,235 16,000,000 750,000 Reduction in MMC Pre-AHCCCS Claims subsidy resulting from Proposition 204 implementation. 3,000,000 $ 23,789,735 $ 13,140,300 General Fund subsidy to MIHS to compensate for elimination of County's net Disproportionate Share revenue under Proposition 204. $ 222,284,503 AGENCY 392 - DETENTION FUND Expenditures Correctional Health Claims Totals - 82 - $ 1,700,000 Reduced payment to MIHS for hospital treatment of inmates from Correctional Health $ 1,700,000 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES MARICOPA MEDICAL CENTER - FUND 534 (AGENCIES 900, 901, 908, 909) FY 2001-02 Final Adopted Revenues $251,922,582 Expenditures $269,005,582 Net Revenue Before ALTCS Transfer $(17,083,000) ALTCS Transfer $17,083,000 Net Revenue After ALTCS Transfer $- SUMMARY SCHEDULES MARICOPA INTEGRATED HEALTH SYSTEM EXPENDITURE VARIANCE COMMENTARY Maricopa Medical Center’s (MMC) Fiscal Year 2001-02 Budget, including a transfer-in from the Arizona Long Term Care System Fund (ALTCS), is projected at a loss of$2,791,326. Budgeted FY2001-02 acute patient days and admissions are projected to increase 5.6% from forecast due to population growth and continued expansion of AHCCCS/Health Plan membership. Psychiatric patient days and admissions are budgeted to increase 6.2% from forecast as a result of the acquisition of Desert Vista increasing available bed capacity from 92 to 152. Outpatient visits are projected to increase by 13.1% from forecast due to addition of new services or services previously not available due to capacity constraints. Net revenue per adjusted patient day is budgeted to increase by 6.3%. The budgeted net revenue increase reflects overall rate increases in AHCCCS, commercial insurance, self pay rates and other payer rates and a decrease in Medicare outpatient reimbursements due to the implementation of APCs. Budgeted bad debt is 18.8% or 3.2% higher than our forecasted rate due to anticipated volume/rate increases. The increase in budgeted capital spending is to be financed through the issuance of Certificates of Participation (COP), capital leases and cash from operations. The FY2001-02 budget includes$11 million in COP Proceeds for the Comprehensive Health Center build out. Budgeted depreciation and interest expense is increasing by 51.6% over current year forecast due to the increased capital activity in FY2000-01 that did not impact operations for a full fiscal year and the budgeted capital outlays for FY2001-02 budget. Expenditures $ (16) Personal Services: Net impact of addition of full time equivalents related to budgeted volume increases, bringing in-house our Business Office function, annualization of our FY00-01 equity increases, funding a 2.5% pay for performance incentive and an additional$2.4 million needed for further equity adjustments. (10) Supplies & Services: Projected increase due to contract terms, inflation and/or increased utilization. 1 Internal Service Fund: Decrease due to a reduction in Risk Management charge. (2) Medical Service Fees: Increase for additional radiology services, a family medical fellowship program, reimbursement for a pathology lab director and volume increases. 4 Purchased Services: Transfer of the Business Office to in-house staff vs contract and a reduction of expenses related to the tobacco tax grant and outside hospital services. (4) Depreciation Expense: Increased capital outlay FY01 impact for a full fiscal year and a budgeted increase in capital expenditures FY02. (18) Provision for Doubtful Accounts: Increase in the estimate for Bad Debts expense due to volume/rate increases. - 83 - SUMMARY SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES MARICOPA INTEGRATED HEALTH SYSTEM EXPENDITURE VARIANCE COMMENTARY (CONTINUED) MARICOPA HEALTH PLAN - FUND 540 (AGENCY 602) FY 2001-02 Final Adopted Revenues $126,742,205 Expenditures $103,296,188 Net Revenue $23,446,017 The Maricopa Health Plan (MHP) budget includes 8.6% membership growth and an average 2.0% increase in medical expenses on a per member per month basis relative to FY 00-01. The overall expenditure increase is exceeded by increases in revenue. Relative to FY 00-01 (December to June forecast), the department budgeted a 2.0% per member per month increase in capitation revenue, a 16.0% per member per month increase in reinsurance revenue and a 12.0% per member per month increase in Sixth Omnibus Budget Reconciliation Act (SOBRA) reimbursements. The FY 2001-02 Maricopa Health Plan (MHP) Budget was based on year-end member months totaling 403,682 relative to the 371,842 FY 2000-01 year-end projection. Member months were budgeted by prospective and prior-period coverage (PPC) population types based on historical analyses of each MHP population. The 8.6% total member months growth relative to the FY 00-01 year-end projection consists of the following: 1) Non-Kidscare population projection of 7.0% (AHCCCS data), 2) Kidscare population projection of 15.0% (AHCCCS data), 3) Market share increase of 1.0% in TANF and SOBRA rate groups, 4) Market share increase of 1.5% in Kidscare rate groups, 5) Flat market share in MNMI, SSI With Medicare and SSI Without Medicare rate groups and 6) A 3.0% budgeted growth rate due to the marketing initiative for the Kidscare Program. The 2.0% per member per month budgeted expense increase consists of a 1.0% decrease in the hospitalization per member per month rate, a 3.0% increase in the medical compensation per member per month rate, an average 5.0% increase in the other medical per member per month rate and a 6.0% increase in the administration per member per month rate. Expenditures $ (3.8) Inpatient expenses due to membership growth. (2.2) Medical Compensation due to membership growth and price increases. (10.1) Other medical expenses due to membership growth and price increases. (0.8) Administrative expenses increase due to smaller allocation base resulting from MLTCP membership decline, 2.5% pay for performance and 7.03 net FTE increase. ARIZONA LONG-TERM CARE SYSTEM - FUND 550 (AGENCY 600) FY 2001- 02 Final Adopted Revenues $294,977,549 Expenditures $246,564,370 Net Revenue Before ALTCS Transfer to MMC and Senior Select $48,413,179 Transfer to MMC and Senior Select $(21,973,950) Net Revenue After ALTCS Transfer to MMC and Senior Select $26,439,229 Maricopa Long Term Care is now one of three ALTCS contractors in Maricopa County. The program was put out to competitive bid by AHCCCS in the summer of 2000. The Fiscal Year 2001-02 Maricopa Long Term Care Plan Budget was based on year-end member months totaling 97,944 relative to the 112,446 fiscal year 2000-01 year-end projection. The 13.0% budgeted member months decrease from the fiscal year 2000-01 year-end projection is based on a 31.0% historical population growth and a - 84 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES 27.0% historical death rate. In addition, MIHS assumed that the MLTCP would attract 40.0% of new enrollees and retain 90.0% of eligible members during open enrollment periods of October, November and December 2001. The$16.1 million expense reduction, driven by the loss of member months, includes an average increase in expenses of 4.0%. Expenditures $ 5.9 Institutional expenses due to membership decline. 6.1 Home and Community Based expenses due to membership decline. 1.0 Inpatient expenses due to membership decline. 0.5 Medical Compensation due to membership decline. 1.9 Medical expenses due to membership decline. 0.6 Administrative expense decrease due to smaller allocation base resulting from MLTCP membership decline. SUMMARY SCHEDULES MARICOPA INTEGRATED HEALTH SYSTEM EXPENDITURE VARIANCE COMMENTARY (CONTINUED) MARICOPA HEALTH SELECT PLAN - FUND 560 (AGENCY 603) FY 2001-02 Final Adopted Revenues $7,302,346 Expenditures $5,116,083 Net Revenue $2,186,263 The fiscal year 2001-02 Maricopa Health Select Plan Budget was based on year-end member months totaling 45,728 relative to the 40,163 fiscal year 2000-01 year-end projection. This is a 13.9% increase from the fiscal year 2000-01 year-end projection. Member months were projected by 1) applying the Health Select proportionate share of total benefited employees of 13.05% to average recruitments, 2) applying the Health Select proportionate share to the County attrition rate of 10.5% and 3) projecting dependents at current rates on net new employees allocated by rate category. The budget increase reflects an 11.0% per member per month increase in premium revenues (relative to the FY 2000-01 December – June forecast) and a total per member per month expense increase of 5.0% which includes a 4.0% increase in per member per month medical expenses and an 11.0% per member per month increase in administration due to new insurance costs for the larger membership and greater administration allocation due to the reduced allocation base resulting from the MLTCP membership decline. Expenditures $ (0.3) Inpatient expenses due to membership increase and price increase. (0.2) Medical Compensation due to membership increase and price increase. (0.4) Medical expenses due to membership increase and price increase. (0.2) Administrative expenses increase due to insurance membership increases, smaller allocation base resulting from MLTCP membership decline, 2.5% pay for performance and 7.03 net FTE increases. - 85 - SUMMARY SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES MARICOPA INTEGRATED HEALTH SYSTEM EXPENDITURE VARIANCE COMMENTARY (CONTINUED) MARICOPA SENIOR SELECT PLAN - FUND 560 (AGENCY 604) FY 2001-02 Final Adopted Revenues $30,156,686 Expenditures $35,047,636 Net Revenue Before ALTCS Transfer $(4,890,950) ALTCS Transfer $4,890,950 Net Revenue After ALTCS Transfer $- The fiscal year 2001-02 Maricopa Senior Select Plan Budget is based on year-end member months totaling 45,682 relative to the 40,325 fiscal year 2000-01 year end projection. The 13.3% member months increase from the fiscal year 2000-01 year-end projection is based upon the monthly historical run rate of the Senior Select population, and the historical run rate of the Evercare population adjusted down by 1.0% (to mirror the nursing home population decline of the MLTCP). The increase in budgeted expenses over FY 2000-01 is due to membership growth. On a per member per month basis, the pmpm decreases over FY 2000-01 (December – June forecast) by 4.0% due to an 18.0% decline in subcapitation expense resulting from the decline in Evercare membership. Expenditures $ (2.3) Inpatient expenses due to membership growth and price increase. (.5) Medical Compensation due to membership growth and price increases. (1.3) Other Medical (excluding Evercare subcapitation) expense membership growth and price increases. 1.6 Evercare subcapitation due to Evercare membership decline. (.3) Administrative expenses increase due to smaller allocation base resulting from MLTCP membership decline, 2.5% pay for performance and 7.03 net FTE increases. - 86 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES SUMMARY SCHEDULES RESULTS INITIATIVES SUMMARY AND COMMENTARY RESULTS INITIATIVES REQUESTS COMMENTARY DEPT DESCRIPTION GENERAL FUND 06 BOARD OF SUPERVISORS CLERK 01. Historical Minutes Scanning Project DEPT 06 TOTAL FY 2001-02 REQUESTED FY 2001-02 ADOPTED FY 2002-03 (ONGOING) SUMMARY $ 35,000 $ 35,000 $ 35,000 $ 35,000 $ 346,760 $ 98,860 391,160 589,869 61,855 199,172 $ 1,526,961 85,168 $ 245,883 $ 518,324 $ 240,851 $ 518,324 $ 240,851 $ 34,149 $- DEPT 14 TOTAL $ 34,149 $- 16 CLERK OF SUPERIOR COURT 01. Desktop Lifecycle Plan $ 427,000 $ 25,862 02. Court Related Workload 113,820 601,847 03. Market Compensation Adjustments 437,129 - 04. Electronic Document Management System 05. Software Upgrades 06. E-Commerce/E-Government 07. COC Website DEPT 16 TOTAL 3,229,532 - 172,260 97,800 85,320 $ 4,562,862 $ 627,709 $ 547,088 $ 3,307,392 $ 720,623 $ 720,623 352,968 359,267 341,225 546,573 230,870 117,822 230,870 - Fully Funded in Base - General Government -$ 341,225 116,370 250,000 201,818 201,818 219,840 417,919 $ 5,795,184 $ 1,271,133 $ 1,115,768 11 ADULT PROBATION 01. Compensation 02. Hardware Replacement 03. Adult Probation Enterprise Tracking System 04. Staffing Increases DEPT 11 TOTAL 12 ASSESSOR 01. Employee Compensation DEPT 12 TOTAL 14 COUNTY CALL CENTER 01. Market Compensation 19 COUNTY ATTORNEY 01. Ongoing Market/Compensation Adjustments 02. Information Technology 03. CAIS Projects 04. Night Shift Staff 05. Records Manager, CALEA Investigator, Grant Administrator, Technology/Electronic Crimes 06. Sexual Violent Person Expert Witness/Sexual Assault Exams 07. Westlaw Facilities Plan 09. County Counsel Increases DEPT 19 TOTAL $$- $ 98,860 Balance placed in contingency pending HR validation & prioritization 61,855 Recommended from Probation Fee Fund 85,167 $ 245,882 $ 240,851 Balance placed in contingency pending HR validation & prioritization $ 240,851 $ - Placed in contingency pending HR validation & prioritization $- $ - Replacement of PCs (majority funded in base request) 547,088 Increase in staffing of 12 Courtroom Clerks. - Placed in contingency pending HR validation & prioritization - Fully Funded in Base - 87 - SUMMARY SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES RESULTS INITIATIVES SUMMARY AND COMMENTARY (CONTINUED) RESULTS INITIATIVES REQUESTS COMMENTARY DEPT DESCRIPTION 20 COUNTY ADMINISTRATIVE OFFICER 01. Management Intern Program DEPT 20 TOTAL FY 2001-02 REQUESTED FY 2001-02 ADOPTED FY 2002-03 (ONGOING) $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 15,176 $- $ 15,176 $- 23 INTERNAL AUDIT 01. Pay for Performance 02. Co-Sourcing $ 24,099 375,000 $ 19,352 - 03. Citizens' Report 161,725 - 04. MFR Program/Performance Measure Verification and Certification 05. IA Personal Computer Upgrade DEPT 23 TOTAL 212,798 - 15,000 $ 788,622 $ 19,352 $ 150,614 $ 117,492 41,566 110,230 449,134 193,320 55,116 - 230,473 66,010 209,631 $ 1,257,658 $ 365,928 $ 15,780 $ 5,622 11,500 2,550 $ 29,830 $ 5,622 $ 61,666 $ 218,721 154,119 - 05. Warehouse Relocation 08. Collections 09. Technology DEPT 27 TOTAL 41,076 72,649 263,185 $ 592,695 40,438 42,500 $ 301,659 28 MEDICAL ELIGIBILITY 01. Market Compensation 02. Goal Attainment Award $ 556,833 770,980 $120,603 $ 1,327,813 440,560 $ 561,163 22 HUMAN SERVICES 01. Salary Advancement Funding DEPT 22 TOTAL 24 JUSTICE COURTS 01. Lease Increases 02. Merit Increase - 2.5% 03. Security for Remaining Justice Courts 04. Court Clerks, Security Guards, and IT Staff Market Adjustments 05. Additional Clerical Staff 06. Volunteer Coordinator Program 07. Bilingual Clerks and Interpreter Services DEPT 24 TOTAL 25 CONSTABLES 01. Compensation Increase 02. Training 03. Increase in Vehicle Fleet DEPT 25 TOTAL 27 JUVENILE PROBATION 01. Compensation 02. Recruitment and Staffing 03. Proposition 204 DEPT 28 TOTAL - 88 - SUMMARY $ 100,000 $ 100,000 $ - Placed in contingency pending HR validation & prioritization $- $ 19,352 - Continue funding in General Government - Service Efforts and Accomplishments Report $ 19,352 $ 117,492 $26,266 (Wickenburg Lease) – reserved in Contingency 193,321 55,116 - Placed in contingency pending HR validation & prioritization - General Government Contingency $ 365,929 $ 5,622 Balance placed in contingency pending HR validation & prioritization $ 5,622 $ 218,721 Balance placed in contingency pending HR validation & prioritization - Balance placed in contingency pending HR validation & prioritization - Funded in CJFD 40,438 12,248 $ 251,187 $120,603 To increase efficiency & reduce financial liability rate $ 120,603 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES SUMMARY SCHEDULES RESULTS INITIATIVES SUMMARY AND COMMENTARY (CONTINUED) RESULTS INITIATIVES REQUESTS COMMENTARY DEPT DESCRIPTION 29 MEDICAL EXAMINER 01. Admitting Office Support Positions 02. Positions to Support Increased Number of MEs 04. Toxicology Equipment Lease Purchase DEPT 29 TOTAL FY 2001-02 REQUESTED FY 2001-02 ADOPTED FY 2002-03 (ONGOING) SUMMARY $ 49,752 119,435 $ 49,752 119,435 $ 49,752 119,435 $ 169,187 22,070 $ 191,257 22,070 $ 191,257 $ 172,045 $- 19,499,957 45,047 46,203 12,990 23,536 52,698 $ 19,852,477 46,203 52,698 $ 98,901 $ 51,918 36,249 47,108 49,350 130,641 $- 51,000 - $ 366,266 $- $ 1,379,470 $- 596,324 486,438 444,100 175,298 $ 2,462,233 $ 619,398 $ 600,273 34 PUBLIC FIDUCIARY 01. Salary Advancements 02. FIT (Financial Investigation Team) 03. Technology DEPT 34 TOTAL $ 41,517 49,721 14,200 $ 105,438 $49,721 14,200 $ 63,921 $49,721 $ 49,721 36 RECORDER 01. Move Mesa Office DEPT 36 TOTAL $ 500,000 $ 500,000 $$- $$- $ 53,016 $- 33,016 - 10,172 9,755 $ 105,959 10,172 $ 10,172 $ - To be resolved once a written legal opinion is received from County Counsel via a contingency item - To be resolved once a written legal opinion is received from County Counsel via a contingency item $- 30 PARKS & RECREATION 01. Park Police Participation in Public Safety Personnel Retirement System 02. 5-yr Capital and Development Plan 03. Volunteer Coordinator/Grants Coordinator 05. Technology Support from MCDOT 06. Technology Enterprise Agreement 07. Technology Leasing Agreement 08. CSA Agency Allocation DEPT 30 TOTAL 31 HUMAN RESOURCES 01. Compensation Services New Position 02. Customer Service - New Position 03. Employee Benefits - New Position 04. Drug Testing Program 05. Salary Advancements 06. Benefits Administration System Implementation DEPT 31 TOTAL 33 INDIGENT REPRESENTATION 01. Market Compensation 02. Merit Based Salary Adjustments - 2.5% 03. Additional Staff / Sexually Violent Predator Funding DEPT 33 TOTAL 37 SUPERINTENDENT OF SCHOOLS 01. Small Schools Administrator 02. Small Schools Coordinator 03. Network Server Upgrade 04. Microsoft 2000 Software Licenses DEPT 37 TOTAL $ - Contingent upon outcome of legislation 52,698 $ 52,698 $- Placed in contingency pending HR validation & prioritization $- $ - Placed in contingency pending HR validation & prioritization 444,100 156,173 - 89 - SUMMARY SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES RESULTS INITIATIVES SUMMARY AND COMMENTARY (CONTINUED) RESULTS INITIATIVES REQUESTS COMMENTARY DEPT DESCRIPTION 38 SUPERIOR COURT 01. Northwest Regional Superior Court FY 2001-02 REQUESTED FY 2001-02 ADOPTED FY 2002-03 (ONGOING) $ 869,364 $- 02. Employee Compensation Issues 560,003 450,226 03. Regional Felony Processing Centers 04. PC and Server Replacement 05. Pretrial Services Agency Staffing 243,551 164,600 258,685 243,450 164,600 - 06. Probate Court Admin Staffing 07. Security Guard Staffing 08. Contract Court Reporters/Court Interpreters 112,253 94,688 250,000 - 1,025,094 873,000 121,704 295,600 209,030 2,158,500 $ 6,154,042 $ 1,940,306 09. ACS, CMS and JCS Replacement 10. Judicial Officer Salary Increase 11. Juror Fees and Mileage 12. Juror Fee Increase DEPT 38 TOTAL 39 HEALTH CARE MANDATES 01. Proposition 204 $ (45,676,410) DEPT 39 TOTAL $ (45,676,410) 41 CHIEF INFORMATION OFFICER 01. Information Technology Market Adjustments 02. High-Reliability File and Print Services 03. Network Protection DEPT 41 TOTAL 45 JUDICIAL MANDATES 01. Market-Based Salary Adjustments 02. Merit Increases-2.5% Salary Adjustments 03. IT Applications & Infrastructure 04. Car for OLA Dependency Staff DEPT 45 TOTAL 47 GENERAL GOVERNMENT 01. Compensation 02. Contingency Reserve DEPT 47 TOTAL 50 SHERIFF 01. Detention OT & Regular Over-Budget Compensation - 90 - SUMMARY $ - One-time start-up expenses - General Government Contingency -$ 586,641 450,226 Recommendation includes merit increases only, market-based recommendations are contingent upon HR approval and County prioritization 243,450 Fill the Gap 164,600 - Pre-trial Services Agency Staffing General Government Contingency - Contract Court Reporters/Court Interpreters – Carry forward from FY 2000-01 General Government Contingency$ 250,000 366,000 Migration of 3 case management systems to create economies of scale and decrease the need for technical staff, hardware and software in the future. 209,030 Juror fees and mileage may increase based on the increased numbers of grand juries sitting. $ 1,433,305 $ (45,676,410) $ (46,099,840) Impact of legislation (see Health Care Mandates Variance Commentary) $ (45,676,410) $ (46,099,840) $ 143,007 $- 213,595 20,000 $ 376,602 35,198 $ 35,198 $ 11,375 $- 28,197 28,813 26,600 $ 94,985 43,921 $ 43,921 $- $ 7,000,000 $- 10,874,976 $ 17,874,976 $ 366,436 $- $ - Placed in contingency pending HR validation & prioritization 35,198 $ 35,198 $ - Placed in contingency pending HR validation & prioritization 43,921 $ 43,921 $ 7,000,000 Reserved for pending compensation requests 7,343,335 Reserved for other pending RIRs $ 14,343,335 $ - Funded in base MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES RESULTS INITIATIVES REQUESTS COMMENTARY DEPT DESCRIPTION 02. Positions Requiring a Grant Match 03. Market Range Adjustment for Deputy Sheriffs 04. Staff Compensation - 5% Sworn/Uniform 05. Staff Compensation - 5% Civilian 07. Records Management System 08. Consultant to Review Distribution between Intake & Custody Ops 09. Continuation of MCSO Recruitment 10. Phase 3 - Ergo Needs for MCSO DEPT 50 TOTAL 73 MATERIALS MANAGEMENT 01. Salary Advancements & Contract Specialist 02. Procurement Trainer & IT Compensation 03. Procurement Consultant Training DEPT 73 TOTAL 86 PUBLIC HEALTH 01. Salary Adjustments 02. Staffing for Childhood Immunization Program 03. OSHA Required Safety Devices 04. Rent for Immunization Clinic (Grunow Bldg.) 05. Laboratory Technician 06. Adult Vaccinations for Low Income Persons 07. Childhood Injury Prevention Program Coordinator DEPT 86 TOTAL 88 ENVIRONMENTAL SERVICES 05. Vector Control Human Resource Increases DEPT 88 TOTAL FY 2001-02 REQUESTED FY 2001-02 ADOPTED FY 2002-03 (ONGOING) SUMMARY 770,000 1,272,398 - - Placed in contingency pending HR validation & prioritization 674,143 307,847 - 562,305 202,176 206,447 68,000 674,143 307,847 - 170,000 100,000 $ 3,717,762 $ 981,989 $ 981,989 $ 24,275 $ 24,099 $ 24,098 45,197 10,000 $ 79,472 $ 24,099 $ 24,098 $ 74,845 $ 39,133 330,972 288,516 $ 39,133 Balance placed in contingency pending HR validation & prioritization 288,516 71,338 30,500 71,338 30,500 71,338 30,500 Contract increase in rent 36,064 56,000 18,032 - 18,032 - 39,867 - - $ 639,586 $ 447,518 $ 447,518 $ 53,299 $ 53,299 $ 53,299 $ 53,299 $ 53,299 $ 53,299 SUMMARY SCHEDULES RESULTS INITIATIVES SUMMARY AND COMMENTARY (CONTINUED) Total Departments GENERAL FUND TOTAL SPECIAL REVENUE 16 CLERK OF SUPERIOR COURT 01. Desktop Lifecycle Plan $ 5,585,173 $- $ (19,517,157) $ (24,830,947) $ 114,333 $ - Replacement of PCs (recommended partial funding from automation funds) - 91 - SUMMARY SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES RESULTS INITIATIVES SUMMARY AND COMMENTARY (CONTINUED) RESULTS INITIATIVES REQUESTS COMMENTARY DEPT DESCRIPTION 08. Conversion of Minute Entries to XML Documents 09. Electronic Criminal Case Disposition DEPT 16 TOTAL 19 COUNTY ATTORNEY 02. Information Technology 08. Demand Reduction/Check Enforcement DEPT 19 TOTAL 22 HUMAN SERVICES 02. Community Services Initiative DEPT 22 TOTAL 26 CORRECTIONAL HEALTH 01. Salary Adjustments 02. Pharmaceutical Budget Adjustments 03. Personal Computers for the Clinics 04. Medical Record/Clinical Management (MR/CM) Automated System 05. Utilization Management Program 06. Estrella Support Clinic Target Adjustment DEPT 26 TOTAL 27 JUVENILE PROBATION 01. Compensation 02. Recruitment and Staffing 03. 04. 06. 08. Juvenile Detention Staffing Detention Alternatives ACA Accreditation Collections DEPT 27 TOTAL 30 PARKS & RECREATION 04. Air Conditioning - Desert Outdoor Ctr. DEPT 30 TOTAL 42 INTEGRATED CRIMINAL JUSTICE 01. ICJIS Management 02. Data Integration 03. Network 04. Phase II Consulting in Phase I 05. Contingency DEPT 42 TOTAL 44 PLANNING & DEVELOPMENT 01. New Positions 02. Asst. Director Position 03. Plan Review Supervisors DEPT 44 TOTAL 47 GENERAL GOVERNMENT 01. Compensation DEPT 47 TOTAL - 92 - FY 2001-02 REQUESTED 48,000 FY 2001-02 ADOPTED FY 2002-03 (ONGOING) SUMMARY - - 48,000 $ 96,000 $ 114,333 $- $309,268 $ 309,268 $277,931 $ 277,931 $277,931 $ 431,844 $ 55,000 $ 55,000 $$- $$- $ 357,953 $ 131,890 350,000 47,480 506,578 26,838 100,000 216,185 56,094 $ 1,534,290 216,185 $ 474,913 185,754 $ 327,963 $ 453,521 $ 196,278 47,451 43,043 431,132 220,184 81,490 $ 1,233,778 167,379 86,086 32,211 $ 524,997 $ 196,278 Balance placed in contingency pending HR validation & prioritization 43,043 Balance placed in contingency pending HR validation & prioritization 155,750 86,086 20,219 $ 521,595 $ 353,923 $ 353,923 $ 353,923 $ 353,923 $$- $ 916,600 2,537,767 1,665,728 450,000 400,000 $ 5,970,095 $ 778,858 2,357,585 1,346,320 200,000 $ 4,682,763 $ 579,737 2,284,640 511,432 $ 3,375,808 $ 264,111 92,560 109,154 $ 465,825 $$- $$- $ 1,500,000 $ 1,500,000 $ 131,890 Balance placed in contingency pending HR validation & prioritization - Contingency 10,319 - $- Fully funded in Base - Fully funded in Base $- $ 1,500,000 $ 1,500,000 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES RESULTS INITIATIVES REQUESTS COMMENTARY DEPT DESCRIPTION 50 SHERIFF 01. Detention OT & Regular Over-Budget Compensation 04. Staff Compensation - 5% Sworn/Uniform 05. Staff Compensation - 5% Civilian 06. Sexual Violent Predators FY 2001-02 REQUESTED FY 2001-02 ADOPTED FY 2002-03 (ONGOING) SUMMARY $ 1,711,318 $- 1,910,210 392,460 370,000 1,078,752 115,541 - 400,750 132,000 - 330,000 $ 5,246,738 $ 1,194,293 $ 1,194,293 $ 77,380,324 234,356 641,860 $ 78,256,540 $ 56,017,647 641,860 $ 56,659,507 $641,860 $ 641,860 $ 248,325 230,000 30,000 $ 248,325 76,667 30,000 500,000 20,000 41,000 41,000 150,000 68,850 30,000 $ 1,318,175 150,000 $ 545,992 $$- $ 382,200 $ 382,200 $$- $ 920,000 437,708 $ 920,000 - 720,000 433,467 56,161,000 $ 58,672,175 720,000 433,467 57,946,292 $ 60,019,759 $- Placed in contingency pending HR validation & prioritization $- 78 STADIUM DISTRICT MLB 01. Pedestrian Bridge 02. Long-term Project Reserve Transfer DEPT 78 TOTAL $ 75,000 600,000 $ 675,000 $ 75,000 600,000 $ 675,000 $$- 79 ANIMAL CONTROL SERVICES 01. Clinic Supervision 02. Salary Advancements $ 208,698 120,667 $- $- 07. Records Management System 08. Consultant to Review Distribution between Intake & Custody Ops 09. Continuation of MCSO Recruitment DEPT 50 TOTAL 64 TRANSPORTATION 01. Capital Budget 02. Personnel Increases 03. Risk Mgmt and County Counsel Charges DEPT 64 TOTAL 65 LIBRARY DISTRICT 01. Market Salary Increases 02. Computer Replacement 03. Automation System Replacement Evaluation 04. Additional Print and Electronic Materials 05. IT Training 06. Bookmobile Technology and Network Upgrades 07. Bookmobile Replacement 08. Technology Infrastructure Upgrade 09. Windows 2000 & Office 2000 Upgrades DEPT 65 TOTAL 67 SOLID WASTE 03. Increase in Risk Management Costs DEPT 67 TOTAL 69 FLOOD CONTROL DISTRICT 01. Dam Safety Assessment Studies 02. Compensation 03. Planning & Floodplain Delineation 04. ISF Charges 05. Capital Budget DEPT 69 TOTAL $ - Funded in base 1,078,752 115,541 - Unfunded state mandate previously absorbed by Dept - SUMMARY SCHEDULES RESULTS INITIATIVES SUMMARY AND COMMENTARY (CONTINUED) $ 248,325 76,667 - Library District Fund Balance - Library District Fund Balance $ 324,992 - 93 - SUMMARY SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES RESULTS INITIATIVES SUMMARY AND COMMENTARY (CONTINUED) RESULTS INITIATIVES REQUESTS COMMENTARY DEPT DESCRIPTION 03. Shelter Operations 04. ISF Charges DEPT 79 TOTAL 88 ENVIRONMENTAL SERVICES 01. IT Support 02. Expanded Photo ID System 03. Vehicle Replacement 04. Business Services FTE 06. Permit Management Program 07. Onsite Wastewater - Environmental Inspector 08. Market Study Adjustments 09. Enviro. Health Southeast Regional Office DEPT 88 TOTAL FY 2001-02 REQUESTED 154,530 34,838 $ 518,733 FY 2001-02 ADOPTED FY 2002-03 (ONGOING) $- SUMMARY - Funded in base $- $ 225,000 97,372 154,155 $ 160,000 154,155 $ 160,000 $35K to Capital Lease - Refer to County Vehicle Replacement Schedule; Fund Balance 284,645 - 33,428 284,645 40,690 284,645 - 75,446 483,520 $ 1,394,257 45,708 134,957 $ 779,466 45,708 134,957 $ 625,311 $ 156,099,797 $ 128,185,076 $ 8,943,666 Total Departments SPECIAL REVENUE TOTAL CAPITAL PROJECTS 40 CRIMINAL JUSTICE FACILITIES DEVELOPMENT 01. 4th Avenue Jail $ 48,000,000 02. Jackson Street Garage 2,000,000 03. Lower Buckeye Jail 121,000,000 04. MCSO Training Facility 7,300,000 05. FMD Maintenance Facility 2,420,237 06. Adult Transition Team 2,100,000 07. Durango Juvenile 37,000,000 08. Facility Replacement Relocations 1,000,000 09. Juvenile Transition Team 800,000 10. Mesa Juvenile 8,000,000 11. Southeast Courtroom Build-out DEPT 40 TOTAL $ 229,620,237 $ 48,877,441 $ 48,000,000 2,000,000 2,000,000 121,000,000 121,000,000 7,300,000 7,300,000 2,420,237 2,420,237 2,100,000 1,700,000 37,000,000 37,000,000 1,000,000 1,000,000 800,000 700,000 8,000,000 8,000,000 2,500,000 $ 232,997,678 $ 229,120,237 Total Departments CAPITAL PROJECTS TOTAL ENTERPRISE 60 MARICOPA HEALTH PLANS 01. Proposition 204 DEPT 60 TOTAL 90 MARICOPA HEALTH SYSTEM 01. Proposition 204 DEPT 90 TOTAL $ 229,620,237 $ 232,997,678 $ 229,120,237 $ 21,663,179 $ 21,663,179 $ 21,663,179 $ 21,663,179 $ - Net impact of new legislation $- $ (52,636,600) $ (52,636,600) $ (52,636,600) $ (52,636,600) $ - Net impact of new legislation $- $ (30,973,421) $ (30,973,421) $- Total Departments ENTERPRISE TOTAL - 94 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES RESULTS INITIATIVES REQUESTS COMMENTARY DEPT DESCRIPTION INTERNAL SERVICE 73 MATERIALS MANAGEMENT 01. Salary Advancements & Contract Specialist 02. Procurement Trainer & IT Compensation DEPT 73 TOTAL 74 EQUIPMENT SERVICES 01. Additional Fuel Funding 02. Alternative Fuel Technician DEPT 74 TOTAL 75 RISK MANAGEMENT 01. 2.5% Salary Adjustments 02. PC Replacement - Hardware DEPT 75 TOTAL 76 TELECOMMUNICATIONS 01. Technology Salary Increases 02. Telephone Switch Enhancements 03. Backbone Enhancement 04. Key Systems Replacement DEPT 76 TOTAL FY 2001-02 REQUESTED FY 2001-02 ADOPTED FY 2002-03 (ONGOING) $ 40,025 4,193 $ 44,218 $ 40,025 $ 40,025 $ 40,025 $ 40,025 $ 631,470 38,634 $ 670,104 $ 400,000 $ 400,000 $$- $ 26,568 30,000 $ 56,568 $ 24,399 10,000 $ 34,399 $ 24,399 $ 24,399 $ 107,387 120,000 416,000 175,000 $ 818,387 $ 107,387 120,000 416,000 175,000 $ 818,387 $ 107,387 $ 107,387 $ 1,589,277 $ 1,292,812 $ 171,812 SUMMARY SUMMARY SCHEDULES RESULTS INITIATIVES SUMMARY AND COMMENTARY (CONTINUED) Total Departments INTERNAL SERVICE TOTAL - 95 - SUMMARY SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES ELIMINATIONS SUMMARY FY 2000-01 Adopted DESCRIPTION Fund Transfers (including Central Service Costs) FY 2000-01 Revised $ 425,055,564 Payments from Departments to Employer Benefit Costs FY 2001-02 Adopted Variance Rev./Rec. $425,339,167 $ 323,988,151 $ (101,351,016) % -23.8% - - 2,400,000 2,400,000 39,573,844 39,573,844 39,770,634 196,790 0.5% Payments from Health Care Mandates to Health System for Correctional Health 4,000,000 4,000,000 1,700,000 (2,300,000) -57.5% Payments from Health Care Mandates to Health System for Public Health TB Hospitalization - - 1,000,000 1,000,000 37,976,843 12,338,254 37,976,843 12,338,254 67,000,000 16,000,000 29,023,157 3,661,746 6,349,912 6,349,912 1,000,000 373,500 59.6% Totals $ 519,571,005 $ 519,854,608 $ 459,208,697 $ (60,645,911) -11.7% Internal Service Charges Payments from Maricopa Health Plan to Health System: Patient Services Attendant Care Payments from Departments to Maricopa Health Plans for Employer Health Premiums Payments from Public Health to Health Plan for Ryan White Grant - 96 - 626,500 626,500 N/A N/A 76.4% 29.7% N/A MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES FUND TYPE/DEPARTMENT GENERAL FUND 18 FINANCE 39 HEALTH CARE MANDATES 47 GENERAL GOVERNMENT 86 PUBLIC HEALTH SUMMARY OF FUND TRANSFERS FY 2001-02 ADOPTED IN OUT DESCRIPTION Total Departments $ 8,154,989 $ 8,154,989 $18,124,663 182,927,485 65,000 $ 201,117,148 Total Departments $101,186,962 686,463 65,000 $ 101,938,425 $ 30,213 121,530 342,563 79,243 84,726,011 2,014,028 587,133 68,483 5,709,410 1,192,941 635,110 548,707 1,118,927 524,570 $ 97,698,869 SPECIAL REVENUE 17 COMMUNITY DEVELOPMENT 30 PARKS & RECREATION 44 PLANNING & DEVELOPMENT 46 RESEARCH & REPORTING 47 GENERAL GOVERNMENT 60 MARICOPA HEALTH PLANS 64 TRANSPORTATION 65 LIBRARY DISTRICT 66 HOUSING 68 STADIUM DISTRICT 69 FLOOD CONTROL DISTRICT 78 STADIUM DISTRICT MLB 79 ANIMAL CONTROL SERVICES 86 PUBLIC HEALTH 88 ENVIRONMENTAL SERVICES CENTRAL SERVICE COSTS MIHS SUBSIDIES DET. FUND MOE/COP DEBT SERVICE VITAL STATISTICS CENTRAL SERVICE COST ALLOCATION CENTRAL SERVICE COST ALLOCATION CENTRAL SERVICE COST ALLOCATION CENTRAL SERVICE COST ALLOCATION DET. FUND MOE/JAIL TAX TO CIP SAIL GRANT MATCH SUBSIDY CENTRAL SERVICE COST ALLOCATION CENTRAL SERVICE COST ALLOCATION CENTRAL SERVICE COST ALLOCATION STADIUM DISTRICT DEBT SERVICE CENTRAL SERVICE COST ALLOCATION CIP RES. ALLOC./CTRL. SVC. ALLOC. CENTRAL SERVICE COST ALLOCATION VITAL STATS./CTRL. SVC. COST ALLOC. CENTRAL SERVICE COST ALLOCATION DEBT SERVICE 68 STADIUM DISTRICT 99 DEBT SERVICE Total Departments $ 5,709,410 83,447,166 $ 89,156,576 $ - STADIUM DISTRICT DEBT SERVICE - COP DEBT SERVICE/CTRL. SVC. ALLOC. $- CAPITAL PROJECTS 40 CRIMINAL JUSTICE FACILITIES DEVELOPMENT 78 STADIUM DISTRICT MLB Total Departments $ 84,726,011 600,000 $ 85,326,011 $ - JAIL TAX TO CIP - CIP RESERVE ALLOCATION $- ENTERPRISE 60 MARICOPA HEALTH PLANS 67 SOLID WASTE 90 MARICOPA HEALTH SYSTEM Total Departments $ 4,890,950 34,521,200 $ 39,412,150 Total Departments $$- $ 17,666 667,741 84,002 342,061 $ 1,111,470 Total Departments $ (323,988,151) $ (323,988,151) $(323,988,151) $(323,988,151) INTERNAL SERVICE 73 MATERIALS MANAGEMENT 74 EQUIPMENT SERVICES 75 RISK MANAGEMENT 76 TELECOMMUNICATIONS ELIMINATIONS 98 ELIMINATIONS SUMMARY SCHEDULES TRANSFERS BY FUND $ 22,029,896 OP. SUBSIDIES/CTRL. SVC. ALLOC. 334,516 CENTRAL SERVICE COST ALLOCATION 1,696,252 OP. SUBSIDIES/CTRL. SVC. ALLOC. $ 24,060,664 CENTRAL SERVICE COST ALLOCATION CENTRAL SERVICE COST ALLOCATION CENTRAL SERVICE COST ALLOCATION CENTRAL SERVICE COST ALLOCATION - 97 - SUMMARY SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DIRECT ASSESSMENT SPECIAL DISTRICTS SECONDARY ROLL MARICOPA COUNTY DIRECT ASSESSMENT SPECIAL DISTRICTS SECONDARY ROLL FISCAL YEAR 2001-02 DIST. NO. DISTRICT NAME 28583 Boulder LEVY PURPOSE Bond Interest Bond redemption 28589 158TH Street Bond Interest Bond redemption 28590 Grandview Manor Bond Interest Bond redemption 28592 Fairview Lane Bond Interest Bond redemption 28593 East Fairview Lane Bond Interest Bond redemption 28594 White Fence Farms Bond Interest Bond redemption 28595 104th Place/University Dr. Bond Interest Bond redemption 28793 Queen Creek Water Imp Bond Interest Bond redemption Central Ave Bond Interest Bond redemption Billings Street Bond Interest Bond redemption ESTIMATED 2001-02 2000-01 EXPENDITURES ADOPTED BUDGET 2000-01 BUDGET 477 477 294 2,036 2,036 3,264 2,513 2,513 3,558 444 444 54 4,334 4,334 600 4,778 4,778 654 4,702 4,702 3,969 0 0 0 4,702 4,702 3,969 1,728 1,728 1,071 1,592 1,592 2,953 3,320 3,320 4,024 2,668 2,668 2,051 2,791 2,791 0 5,459 5,459 2,051 6,814 6,814 5,261 0 0 5,332 6,814 6,814 10,593 4,552 4,552 2,795 8,323 8,323 640 12,875 12,875 3,435 13,224 13,224 12,167 14,125 14,125 15,126 27,349 27,349 27,293 21,986 21,986 15,684 30,191 30,191 30,191 52,177 52,177 45,875 872 872 566 1,400 1,400 681 2,272 2,272 1,247 LESS AVAILABLE FUNDS 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2001-02 DIRECT ASSESSMENT 294 3,264 3,558 54 600 654 3,969 0 3,969 1,071 2,953 4,024 2,051 0 2,051 5,261 5,332 10,593 2,795 640 3,435 12,167 15,126 27,293 15,684 30,191 45,875 566 681 1,247 28529 Estrella Dells General 87,762 87,762 75,026 0 75,026 28530 129th Avenue General 1,210 1,210 248 0 248 28531 14th Street General 310 310 617 0 617 28532 Avenida Del Sol General 220 220 115 0 115 28533 Mallory General 353 353 543 0 543 28535 Eagle Peak General 1,530 1,530 1,304 0 1,304 28546 Desert Foothills North General 11,900 11,900 15,340 0 15,340 28539 West Phoenix Estates 10 General 8,586 8,586 8,100 0 8,100 28547 Beautiful Arizona Estates General 30,817 30,817 28,897 0 28,897 28548 192nd Ave. General 489 489 247 0 28795 Circle City Community Park General 0 0 13,000 $183,638 $183,638 $171,721 - 98 - 247 13,000 $0 $171,721 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES SUMMARY SCHEDULES STREET LIGHTING IMPROVEMENT DISTRICT LEVIES SECONDARY ROLL MARICOPA COUNTY STREET LIGHTING IMPROVEMENT DISTRICT LEVIES SECONDARY ROLL FISCAL YEAR 2001-02 DISTRICT # DESCRIPTION 23189 13879 13908 13447 13446 13972 13109 13248 13974 13978 13448 13955 13315 13420 13418 13490 13449 13070 13510 13450 13310 13335 13817 13346 23255 13057 23254 13177 23137 13059 13863 13838 13839 13888 13886 13885 13853 13210 13228 23176 13103 13107 13329 13348 13072 13121 13356 13357 Anthem I Apache Cntry Club Est. 1 Apache Cntry Club Est. 3 Apache Cntry Club Est. 5 Apache Wells Mobil P 1&2 Apache Wells Mobile P 3 Apache Wells Mobile P 3A Apache Wells Mobile P 3B Apache Wells Mobile P 4 Apache Wells Mobile P 4A Apache Wells Mobile P 4B Apache Wells Mobile P 5 Apache Wells Mobile P 6 Az Skies Mobil Estates AZ Skies Mobile Est E2 Brentwood Acres Caballeros Haciendas Camelot Golf Club Est. 1 Camelot Golf Club Est. 2 Casa Mia Casa Mia 2A Casa Mia 2B Cavalier Circle City Citrus Point Clark Acres Cloud Creek Ranch Coronado Acres Country Meadows 10 Country Meadows 9 Country Place at Chandler Cox Heights 1 Cox Heights 2 Cox Heights 4 Cox Heights 6 Cox Heights 7 Cox Hghts 3 & Scot Est 12 Crestview Manor Crimson Cove Crystal Manor Desert Foothills Est 5 Desert Foothills Est 6 Desert Saguaro Estates 1 Desert Saguaro Estates 2 Desert Sands Golf & CC 3 Desert Sands Golf & CC 4 Desert Sands Golf & CC 6 Desert Sands Golf & CC 7 2000-01 BUDGET 81,730 6,970 10,587 3,861 12,870 7,624 1,904 2,850 5,570 2,419 927 2,431 2,430 3,617 2,855 1,523 1,191 3,842 3,362 5,599 1,858 2,284 5,882 2,961 4,344 685 972 555 12,747 15,795 6,315 3,395 9,441 4,141 1,132 1,690 8,658 762 1,713 6,737 3,502 4,568 3,617 1,523 5,062 8,945 2,224 3,807 2001-02 BUDGET 221,436 6,970 10,587 3,861 12,875 7,624 1,904 2,850 5,570 2,419 927 2,431 2,430 3,617 2,855 1,523 1,191 3,842 3,248 5,599 1,858 2,284 5,882 2,915 3,060 685 984 555 12,549 15,528 6,315 3,395 9,441 4,141 1,132 1,690 8,658 762 1,713 6,737 3,502 4,568 3,617 1,523 5,062 8,945 2,229 3,807 DIRECT TAX LEVY 249,219 8,732 12,739 4,498 17,474 10,117 2,717 3,756 7,407 3,413 1,166 3,524 3,249 5,118 4,217 1,616 1,367 4,037 2,902 5,970 1,952 2,053 6,556 3,195 976 676 2,369 585 9,198 15,273 5,657 3,306 10,171 4,174 1,093 1,732 8,329 737 2,091 6,376 3,116 4,032 3,811 1,365 7,219 11,822 2,614 4,536 2001 ASSESSED VALUATION 19,937,539 2,068,800 3,171,350 1,508,700 2,082,330 1,205,862 211,814 369,958 1,440,381 469,478 179,500 268,492 474,782 278,000 177,081 232,650 323,500 867,988 1,208,125 849,500 359,950 575,800 1,606,737 773,492 1,444,020 268,580 156,333 199,450 2,600,750 2,085,600 1,680,810 1,136,633 2,411,500 1,383,050 351,750 559,110 3,112,640 163,400 127,324 896,100 1,147,635 1,224,280 466,450 403,900 615,961 1,145,719 347,042 467,456 2001 TAX RATE 1.2500 0.4221 0.4017 0.2982 0.8392 0.8390 1.2827 1.0151 0.5142 0.7270 0.6495 1.3125 0.6844 1.8409 2.3815 0.6946 0.4225 0.4651 0.2402 0.7027 0.5423 0.3565 0.4080 0.4131 0.0676 0.2516 1.5153 0.2935 0.3537 0.7323 0.3366 0.2908 0.4218 0.3018 0.3108 0.3098 0.2676 0.4509 1.6420 0.7116 0.2715 0.3293 0.8169 0.3379 1.1719 1.0318 0.7532 0.9703 - 99 - SUMMARY SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES STREET LIGHTING IMPROVEMENT DISTRICT LEVIES SECONDARY ROLL (CONTINUED) DISTRICT # DESCRIPTION 13492 13451 13396 13836 13840 13859 13872 13890 13909 13919 13921 13930 13937 13943 13951 13973 13995 13452 13453 13191 13010 13287 13288 13844 13079 13855 13005 13437 13874 13875 13876 13820 13913 13184 13869 13343 13478 13424 13454 13128 13386 13075 23145 13455 13456 13459 13870 13810 13884 13825 - 100 - Desert Sands Golf & CC 8 Desert Skies Desert Skies 2 Dreamland Villa Dreamland Villa 02 Dreamland Villa 03 Dreamland Villa 04 Dreamland Villa 05 Dreamland Villa 06 Dreamland Villa 07 Dreamland Villa 08 Dreamland Villa 09 Dreamland Villa 10 Dreamland Villa 11 Dreamland Villa 12 Dreamland Villa 14 Dreamland Villa 15 Dreamland Villa 16 Dreamland Villa 17 Dreamland Villa-19 Empire Gardens 2 Empire Gardens 3 Empire Gardens 4 Esquire Villa 1 Estate Ranchos Glenmar Golden West 2 Granite Reef Vista Park Hallcraft 1 Hallcraft 2 Hallcraft 3 Hidden Village Holiday Gardens 1 Hopeville J & O Frontier Place Knott Manor La Casa Bonita Linda Vista Linda Vista 2 Litchfield Park 17 Litchfield Park 18 Litchfield Park 19 Litchfield Vista Views II Lucy T. Homesites 2 Luke Field Homes McAfee Mobile Manor McCormick Estates 1 Melville 1 Mereway Manor Mesa Country Club Park 2000-01 BUDGET 4,758 1,504 1,879 1,683 2,456 4,798 2,122 5,395 3,823 5,931 4,092 5,745 5,560 7,794 6,502 12,462 8,345 9,677 2,933 762 955 965 1,119 4,902 876 1,853 7,792 799 25,183 15,172 10,541 1,507 155 1,104 2,374 1,742 1,215 3,409 2,869 3,202 3,309 3,782 1,907 2,719 7,467 1,492 1,426 5,379 5,085 3,017 2001-02 BUDGET 4,758 1,504 1,879 1,683 2,456 4,798 2,122 5,395 3,823 5,931 4,092 5,749 5,374 7,794 6,502 12,462 8,160 9,677 2,933 762 955 965 1,119 4,902 876 1,853 7,792 799 25,183 15,172 10,541 1,507 155 1,086 2,374 1,742 1,215 3,409 2,869 3,125 3,214 3,717 1,878 2,719 7,374 1,492 1,426 5,379 5,085 3,017 DIRECT TAX LEVY 4,201 1,589 2,092 2,091 2,803 5,991 2,713 6,900 4,003 7,534 4,593 7,425 6,740 8,582 7,330 14,681 9,846 11,819 3,366 983 985 855 1,115 5,128 874 1,709 7,258 781 24,908 14,759 10,370 1,381 0 1,130 2,359 2,530 1,747 3,164 2,719 2,921 3,287 3,884 1,710 2,927 9,411 1,846 1,464 5,249 5,621 3,067 2001 ASSESSED VALUATION 1,037,800 249,800 359,150 278,650 1,260,163 827,350 403,750 970,075 860,503 1,232,837 979,950 1,199,950 1,100,900 1,589,850 1,250,650 3,036,596 1,847,587 2,053,960 656,750 329,850 195,300 207,700 229,200 792,780 402,450 371,760 1,591,650 192,200 7,518,975 4,525,470 6,610,100 930,450 418,275 70,840 782,408 181,200 134,440 522,050 534,980 692,300 1,003,600 1,779,400 884,220 529,940 466,772 229,689 273,110 1,334,000 1,721,223 592,400 2001 TAX RATE 0.4048 0.6361 0.5824 0.7506 0.2224 0.7241 0.6719 0.7113 0.4652 0.6111 0.4687 0.6188 0.6122 0.5398 0.5861 0.4835 0.5329 0.5754 0.5124 0.2980 0.5044 0.4118 0.4865 0.6469 0.2171 0.4598 0.4560 0.4062 0.3313 0.3261 0.1569 0.1485 0.0000 1.5957 0.3015 1.3965 1.2993 0.6060 0.5083 0.4219 0.3276 0.2183 0.1934 0.5524 2.0162 0.8039 0.5361 0.3935 0.3265 0.5177 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DISTRICT # DESCRIPTION 13352 13271 13371 23076 13311 13325 13402 13460 13326 13312 13837 13882 13801 13816 13821 13812 13827 13849 13848 13850 13851 13868 13802 13813 13864 13896 13991 13935 13917 13916 13923 13924 13925 13926 13927 13928 13263 13281 13931 13952 13932 13964 13933 13938 13953 13372 13970 13934 13940 13941 Mesa East Mesquite Trails Oasis Verde Pinnacle Ranch at 83rd Ave Pomeroy Estates Queen Creek Plaza Rancho Del Sol 2 Rancho Grande Tres Rio Vista West Rio Vista West 2 Scottsdale Cntry Acres Scottsdale Cntry Acres 2 Scottsdale Estates 01 Scottsdale Estates 02 Scottsdale Estates 03 Scottsdale Estates 04 Scottsdale Estates 05 Scottsdale Estates 06 Scottsdale Estates 07 Scottsdale Estates 08 Scottsdale Estates 09 Scottsdale Estates 16 Scottsdale Highlands 1 Scottsdale Highlands 2 Scottsdale Highlands 4 Scottsdale Highlands 5 Suburban Ranchettes Sun City 01 Sun City 05 Sun City 06 Sun City 06C Sun City 06D Sun City 06G Sun City 07 Sun City 08 Sun City 09 Sun City 10 Sun City 10A Sun City 11 Sun City 11A Sun City 12 Sun City 14 Sun City 15 Sun City 15B Sun City 15C Sun City 15D Sun City 16 Sun City 17 Sun City 17A Sun City 17B & 17C 2000-01 BUDGET 18,167 3,350 6,366 2,647 2,162 1,713 2,785 6,350 4,514 534 3,578 5,884 4,700 4,924 6,666 12,281 10,041 10,527 10,364 6,820 4,344 5,649 1,700 1,878 1,153 1,502 3,881 241,253 14,978 35,976 27,269 25,112 10,279 8,525 10,397 8,340 18,963 17,713 36,677 8,821 27,564 5,176 3,206 4,853 10,206 4,318 19,770 4,049 2,420 6,939 2001-02 BUDGET 18,167 3,350 6,354 2,607 2,162 1,713 2,785 6,350 4,514 534 3,578 5,884 4,700 4,924 6,672 12,281 10,041 10,527 10,364 6,820 4,355 5,649 1,700 1,878 1,153 1,502 3,881 238,234 14,601 34,962 26,457 24,355 10,048 8,364 10,216 8,355 18,737 17,479 35,940 8,707 27,194 5,111 3,162 4,807 10,278 4,258 19,538 3,996 2,433 6,848 DIRECT TAX LEVY 20,783 3,326 4,972 2,330 2,382 1,792 2,959 6,398 4,776 521 3,514 5,767 4,921 5,021 6,556 11,963 9,982 10,576 9,907 6,524 4,453 5,702 1,654 1,786 1,072 1,420 3,592 261,918 15,558 43,949 27,892 30,915 11,230 9,999 11,495 10,949 24,321 19,773 40,852 11,196 32,731 5,805 3,708 5,003 10,147 6,012 23,640 4,167 4,569 7,616 2001 ASSESSED VALUATION 2,648,003 616,736 1,066,700 939,240 512,900 246,350 1,073,180 1,301,527 617,625 188,690 1,299,400 1,907,350 1,306,221 1,525,510 2,453,850 3,182,050 3,342,508 3,122,757 3,057,610 2,222,350 1,155,200 1,445,800 681,400 618,900 381,650 383,450 898,950 31,781,924 2,765,715 5,197,339 4,311,974 3,504,197 2,047,716 1,788,182 2,160,434 1,523,632 3,812,818 3,580,794 6,318,382 1,214,459 4,340,798 571,878 1,116,139 1,009,853 3,251,863 345,406 7,414,040 569,029 375,566 1,453,610 2001 TAX RATE 0.7848 0.5392 0.4661 0.2481 0.4644 0.7273 0.2757 0.4916 0.7733 0.2760 0.2704 0.3023 0.3767 0.3291 0.2672 0.3759 0.2986 0.3387 0.3240 0.2935 0.3855 0.3944 0.2428 0.2886 0.2808 0.3704 0.3996 0.8241 0.5625 0.8456 0.6468 0.8822 0.5484 0.5592 0.5321 0.7186 0.6379 0.5522 0.6466 0.9219 0.7540 1.0152 0.3322 0.4954 0.3120 1.7405 0.3189 0.7324 1.2167 0.5240 SUMMARY SCHEDULES STREET LIGHTING IMPROVEMENT DISTRICT LEVIES SECONDARY ROLL (CONTINUED) - 101 - SUMMARY SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES STREET LIGHTING IMPROVEMENT DISTRICT LEVIES SECONDARY ROLL (CONTINUED) DISTRICT # DESCRIPTION 13404 13432 13939 13942 13950 13954 13965 13944 13985 13992 13999 13966 13967 13986 13989 13968 13993 13421 13499 13969 13990 13486 13994 13485 13401 13438 13439 13419 13440 13441 13494 13351 13358 13001 13487 13488 13392 13495 13496 13316 13330 13331 13349 13364 13354 13376 13291 13374 13375 13393 - 102 - Sun City 17E F&G Sun City 17H Sun City 18 & 18A Sun City 19 & 20 Sun City 21 & 21A Sun City 22 & 22A Sun City 22B Sun City 23 Sun City 24 Sun City 24B Sun City 24C Sun City 25 Sun City 25A Sun City 26 Sun City 26A Sun City 27 Sun City 28 Sun City 28A Sun City 28B Sun City 30 Sun City 31 Sun City 31A Sun City 32 Sun City 32A Sun City 33 Sun City 34 Sun City 34A Sun City 35 Sun City 35A Sun City 36 Sun City 37 Sun City 38 Sun City 38A Sun City 38B Sun City 39 Sun City 40 Sun City 41 Sun City 42 Sun City 43 Sun City 44 Sun City 45 Sun City 46 Sun City 47 Sun City 48 Sun City 49 Sun City 50 Sun City 50A Sun City 51 Sun City 52 Sun City 53 2000-01 BUDGET 7,752 3,638 27,371 30,891 25,414 24,442 7,697 16,950 6,493 6,583 4,231 29,064 16,490 15,024 12,763 8,080 2,821 2,034 2,287 30,893 11,760 20,325 10,380 15,393 19,116 1,622 15,077 22,922 15,045 5,047 13,379 2,459 2,508 2,694 9,220 5,410 10,039 8,623 16,458 15,178 11,904 7,575 16,928 13,410 17,488 6,932 3,460 11,037 10,138 24,182 2001-02 BUDGET 7,828 3,608 27,107 30,637 26,647 24,226 7,649 16,724 6,406 6,489 4,188 30,251 16,279 14,854 12,609 7,981 2,783 2,065 2,254 30,529 11,623 20,154 11,443 15,215 18,887 3,210 14,892 22,682 14,888 4,984 13,244 2,431 2,489 2,630 9,115 5,336 9,885 8,507 16,506 15,056 11,759 7,508 16,782 13,236 17,290 6,829 3,408 10,899 9,990 23,896 DIRECT TAX LEVY 9,248 3,776 33,085 37,425 32,080 29,262 7,720 18,631 7,241 6,758 4,579 35,678 18,162 16,836 14,199 9,402 3,153 2,318 2,585 36,908 12,103 25,754 14,172 17,361 21,539 5,437 16,683 25,668 19,141 5,157 15,471 3,168 3,547 6,215 10,181 6,199 11,294 9,284 18,860 16,738 14,959 7,613 18,704 14,452 19,237 7,729 3,760 13,794 10,863 26,041 2001 ASSESSED VALUATION 2,284,193 939,590 4,890,032 4,971,039 4,549,128 3,274,131 2,442,639 3,179,429 2,043,296 2,262,989 1,670,284 6,233,381 3,035,974 3,668,245 2,371,274 1,779,592 748,985 681,475 419,200 5,310,586 2,240,483 3,895,043 2,194,289 3,857,675 3,533,288 736,070 3,522,287 4,197,439 2,959,239 3,586,561 2,120,495 269,598 282,979 738,667 3,112,503 1,858,169 1,890,387 1,412,034 2,636,202 2,518,859 2,371,407 1,738,280 2,912,895 3,318,480 3,527,818 1,799,046 522,983 2,166,337 2,360,574 6,636,316 2001 TAX RATE 0.4049 0.4019 0.6766 0.7529 0.7052 0.8937 0.3161 0.5860 0.3544 0.2986 0.2741 0.5724 0.5982 0.4590 0.5988 0.5283 0.4209 0.3402 0.6168 0.6950 0.5402 0.6612 0.6459 0.4500 0.6096 0.7386 0.4736 0.6115 0.6468 0.1438 0.7296 1.1749 1.2536 0.8414 0.3271 0.3336 0.5975 0.6575 0.7154 0.6645 0.6308 0.4380 0.6421 0.4355 0.5453 0.4296 0.7189 0.6368 0.4602 0.3924 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DISTRICT # DESCRIPTION 13394 13395 13397 13247 13298 13383 23324 13433 13434 13463 13264 13361 13362 13363 13122 13268 13069 13178 13226 13219 13220 13290 13221 13303 13223 13203 13188 13169 13078 13003 13147 13056 13862 13051 13830 13865 13132 13922 13901 13911 13912 13929 13962 13444 13422 13423 13359 13936 13176 Sun City 54 Sun City 55 Sun City 56 Sun City 57 Sun City West Sun City West Expansion SCW Expansion #17 Sun Lakes 01 Sun Lakes 02 Sun Lakes 03 Sun Lakes 03A Sun Lakes 04 Sun Lakes 05 Sun Lakes 06 Sun Lakes 07 Sun Lakes 08 Sun Lakes 09 Sun Lakes 10 Sun Lakes 11 & 11A Sun Lakes 12 Sun Lakes 14 Sun Lakes 15 Sun Lakes 16 &16A Sun Lakes 17 Sun Lakes 18 Sun Lakes 19 Sun Lakes 21 Sun Lakes 22 Sunrise Meadows 1 Sunrise Unit 5 Ph 2 Superstition View #1 The Vineyards of Mesa Town & Country Scottsdale Towne Meadows Trail West Trail West 2 Valencia Village Velda Rose Cntry Club Add Velda Rose Estates 1 Velda Rose Estates 2 Velda Rose Estates 3 Velda Rose Estates 4 Velda Rose Estates East Velda Rose Estates East 2 Velda Rose Estates East 3 Velda Rose Estates East 4 Velda Rose Estates East 5 Velda Rose Gardens Villa Royale 2000-01 BUDGET 14,715 16,062 3,878 8,416 704,713 189,036 0 5,597 5,871 9,335 1,789 5,711 11,100 9,136 3,121 3,045 2,207 6,959 1,298 7,093 5,783 5,471 9,137 10,021 12,303 4,952 10,200 3,937 190 2,736 3,198 8,591 2,002 17,246 1,502 1,883 6,375 2,386 1,112 1,683 1,853 1,853 0 1,488 927 1,297 2,224 3,576 571 2001-02 BUDGET 14,524 15,848 3,822 8,292 694,301 131,899 76,225 5,605 5,876 9,335 1,789 5,711 11,106 9,136 3,121 3,045 2,207 6,959 1,298 7,093 5,783 5,471 9,137 10,021 12,303 4,800 10,200 3,937 190 2,692 3,198 8,591 2,004 17,246 1,502 1,883 6,373 2,386 1,112 1,683 1,853 1,853 3,336 1,488 927 1,297 2,224 3,576 571 DIRECT TAX LEVY 16,483 17,583 4,465 8,937 828,621 106,892 125,560 6,646 7,495 10,306 1,895 6,188 13,932 9,910 3,321 3,310 2,337 7,451 1,490 7,685 6,059 5,800 9,566 9,484 15,138 4,602 11,116 4,231 0 6,727 3,218 7,746 1,906 15,724 1,432 1,734 5,849 2,482 1,176 1,886 2,025 1,983 8,085 1,649 1,092 1,439 2,903 4,883 576 2001 ASSESSED VALUATION 3,778,227 3,209,826 935,202 1,797,822 182,150,930 30,580,876 13,469,452 1,060,461 1,018,645 1,411,429 541,930 2,541,237 2,107,413 3,096,980 958,650 690,200 776,450 3,264,700 1,059,950 2,631,338 2,262,480 2,401,514 3,369,040 3,345,000 4,055,720 2,285,500 4,966,089 3,437,480 4,911,827 706,490 529,100 1,762,800 593,650 6,279,739 520,700 672,800 1,185,307 288,279 207,950 258,000 508,550 469,800 463,400 332,700 253,200 186,800 517,250 303,914 678,018 2001 TAX RATE 0.4363 0.5478 0.4775 0.4971 0.4549 0.3495 0.9322 0.6268 0.7358 0.7302 0.3497 0.2435 0.6611 0.3200 0.3464 0.4796 0.3010 0.2282 0.1405 0.2920 0.2678 0.2415 0.2840 0.2835 0.3732 0.2014 0.2238 0.1231 0.0000 0.9522 0.6082 0.4394 0.3210 0.2504 0.2751 0.2578 0.4934 0.8609 0.5657 0.7311 0.3983 0.4220 1.7448 0.4957 0.4312 0.7701 0.5612 1.6067 0.0849 SUMMARY SCHEDULES STREET LIGHTING IMPROVEMENT DISTRICT LEVIES SECONDARY ROLL (CONTINUED) - 103 - SUMMARY SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES STREET LIGHTING IMPROVEMENT DISTRICT LEVIES SECONDARY ROLL (CONTINUED) DISTRICT # DESCRIPTION 13417 13465 13435 23104 - 104 - Western Ranchettes Western Ranchettes 2 Az Skies Mobile Est. W 2 Litchfield Vista Views 2000-01 BUDGET 2001-02 BUDGET DIRECT TAX LEVY 2001 ASSESSED VALUATION 2,835 2,815 2,835 2,815 2,881 2,683 476,500 490,100 2,974,158 3,112,985 3,553,538 688,407,240 1,868 1,704 1,868 1,677 2001 SQUARE FOOTAGE 2,325 314,226 1,780 1,351,641 3,572 3,546 4,105 1,665,867 2001 TAX RATE 0.6047 0.5474 0.7398 0.1317 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES INTRODUCTION Achieving Countywide strategic performance results, increasing employee job satisfaction and providing a better quality of life for employees, requires successful financial and personnel resource accountability. This section provides management with the tools necessary to achieve organization objectives and measurable results in order to assess emerging personnel trends and make informed decisions. Accomplishing personnel strategies and improving accountability processes requires successful management of funded positions, administration and control of staffing resources and financial and personnel decision making based upon accurate and timely data. The Office of Management and Budget (OMB) works to provide this information and ensure full funding for all positions through the Funded Position Policy and the Lump Sum Budgeting Guidelines used in preparation of the annual budget. PERSONNEL PLAN PERSONNEL PLAN Maricopa County’s financial and personnel resource strategies focus on the recruitment and retention of productive employees. Retaining highly productive and accomplished employees requires alignment of employee performance with a personal commitment and cooperation in attaining Countywide objectives. Crucial elements of these processes include: Compensation, including wages, benefits and employee leave programs. Development of employee relations programs. Ongoing development and maintenance of programs, processes, 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: Highlights Personnel Costs & Savings Attrition (Turnover Rates) Employee Retention New Directions 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. HIGHLIGHTS Maricopa County’s success in maintaining its strategic position as a leader in the local labor market is evident by the continued drop in attrition. Average annual FY 2000-01 Countywide attrition1, or turnover, is at an all-time low of 8.9% down 1.6 basis points from last fiscal year. Maintaining its market share of highly productive and skilled employees results from the County’s focusing its resources on increasing employee satisfaction and quality of life issues. 1 The formula used to calculate Maricopa County’s attrition rates compares the number of vacant positions to total authorized positions. - 105 - PERSONNEL PLAN MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Maricopa County’s drop in attrition may be attributed to such factors as: Pay equity. (Maricopa County achieved its goal set forth in the Compensation Plan of 1997, to attain a level of pay for all employees relative to market pay-rates.) Recruitment and retention strategies. Continued growth in the local economy, etc. As demonstrated on the chart at right, average annual rates of attrition and incremental decreases in attrition rates have continued to drop since FY 1995-96, when tracking began. Maricopa County leadership continues to make a conscious effort to stem employee attrition while focusing on providing results for customers. Maricopa County’s successful decline in attrition had its roots during FY 1995-96. This was the first time employee satisfaction surveys were put in effect and a new leave plan implemented. Management began to focus on accountability to the citizens and employees. Today, these efforts have evolved into Maricopa County’s Managing for Results (MfR) System. Maricopa County departments have participated in the Planning for Results stage of MfR, Budgeting for Results, and are now immersed in service delivery and data collection in preparation for Reporting Results. (All of the stages are shown on the chart at left.) Additional information regarding the impact of MfR may be found in the New Directions section of this document. - 106 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES PERSONNEL PLAN Maricopa County’s FY 2000-01 gross actual personnel savings2 for all funds (excluding grants) of $45.6 million represents a 7.9% savings over budget. General Fund annual gross actual personnel savings of $22.2 million represents a 8.5% savings over the General Fund budget. The chart at right compares FY 2000-01 personnel savings results for all funds (excluding grants) to those of the General Fund. General Fund departments showing the highest gross personnel savings are provided on the table below. General Fund Major Gross Personnel Savings By Department Superior Court $ 1,465,418 Sheriff’s Office $ 1,374,340 County Attorney $ 1,336,632 Indigent Representation $ 938,974 Clerk of Superior Court $ 793,948 Assessor $ 665,445 Adult Probation $ 535,370 Facilities Management $ 510,627 2 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 savngs section of this document places emphasis upon General Fund personnel savings. This fund has 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). - 107 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES PERSONNEL PLAN The chart at left shows major gross actual personnel savings for all funds by department for FY 2000-01. Maricopa County’s economic growth nurtures competition in the local job market, as evidenced in the health care arena. The County continues to rely upon more costly and erratic contract labor to meet customer demands, such as seen in nursing. Registered nurses are an essential workforce that continues to see high vacancy rates. These vacancies must be filled immediately in order to meet patient demand. Total contract labor represents 9% of the Maricopa Health System workforce as seen on the chart at right. - 108 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES PERSONNEL PLAN The chart at left provides a Countywide glimpse of FY 2000-01 recruitment results. Of the 5,582 positions recruited, 3,177 or 56.9% were filled and 1,961 or 35.1% remained vacant as of June 30, 2001. 2,399 positions or 42.9% of those recruited represent vacancies created due to employee separations and 444 or 8.0% of all recruitment requests were cancelled. The chart at below addresses summary personnel resources results for FY 2000-01. Total authorized positions increased by 995 positions from FY 1999-00. Attrition dropped from 10.5% to 8.9% over the same period, which is an indication of employee satisfaction. Personnel resources results provide management with tools necessary to achieve organization objectives and measurable results in order to assess emerging personnel trends and make informed decisions. Maricopa County’s success at meeting staffing objectives while increasing resource accountability during FY 2000-01 may be attributed to an ongoing commitment to attract and retain highly qualified, diversified and satisfied employees. The 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 educational and career growth in order to achieve employee satisfaction. - 109 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES PERSONNEL PLAN Separations, or the number of employees leaving the County, are classified as either voluntary or involuntary, as shown on the chart at left. Separation reasons provide management with an opportunity to assess and resolve staffing issues such as employee retention and impacts to customer service. The higher the voluntary separation rates the higher the financial and operational impact to County departments. Involuntary separation increases may reflect personnel training, recruitment or performance issues. Valuable experience is lost when employee separations increase. This results in costly recruitment and training, while adversely impacting customer confidence. Maricopa County’s emphasis on employee satisfaction is geared to stem the flow of quality individuals leaving its employ. Maricopa County’s staffing objectives focus on organizational performance relative to strategic goals. One tool available for achieving staffing objectives is the new employee Performance Management process. The Managing for Results Strategic Plans provide the capacity for linking individual employee performance to departmental performance through the Performance Management process. This process allows employees to see how they contribute at the operational, departmental, and corporate levels. This performance oriented focus enables the County to place a high value on employees while providing quality customer directed services. PERSONNEL COSTS AND SAVINGS FY 2000-01 actual personnel costs for all funds total $544.2 million and gross actual personnel savings for all funds total $18.1 million. Gross actual personnel savings represent 3.3% of total personnel costs. The table below compares actual personnel savings to budget. Total Budget Personnel Costs $579,990,347 - 110 - Maricopa County Annual FY 2000-01 Personnel Savings - All Funds Net Actual % Gross Budgeted Actual Gross Actual Savings Actual Personnel Personnel Personnel (Above Savings/ Total Savings Costs Savings Budget) Budget $544,552,443 $31,461,861 5.5% $18,065,649 $13,396,212 % Net Actual Savings/ Budgeted Savings 74.2% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES PERSONNEL PLAN The chart at right provides a glimpse of the financial impact individual departments have on the total gross personnel savings of $31.5 million. The departments shown represent $28.9 million or 91.7% of the total gross personnel savings, which leaves $8.3 million divided amongst the remaining 48 departments. 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 table below breaks-out the major departmental savings as a percent of the total gross personnel savings. Department Sheriff’s Office County Attorney Superior Court Adult Probation Transportation Clerk of Court Indigent Representative Correctional Health Juvenile Court Medical Eligibility Health Care Mandates All Other Departments Budget Personnel Costs $109,011,037 FY 2000-01 Major Gross Personnel Savings For All Funds Gross Personnel Savings % of Total Personnel Savings $4.4 Million 14.0% $4.4 Million 14.0% $3.3 Million 10.5% $3.3 Million 10.5% $2.5 Million 7.9% $2.3 Million 7.3% $2.1 Million 6.7% $2.0 Million 6.3% $1.9 Million 6.0% $1.5 Million 4.8% $1.2 Million 3.8% $2.6 Million 8.3% Maricopa Health System FY 2000-01 Personnel Results Gross Actual Personnel % Gross Actual Savings to Actual Personnel Costs Savings to Budget Budget $115,949,742 ($6,938,705) (6.4%) - 111 - PERSONNEL PLAN MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Gross actual personnel savings for the Maricopa Health System (MHS) are a negative ($6.9) million or (6.5%) over budget. MHS FY 2000-01 contract labor also exceeded budget by ($3.6) million or (4.3%). The chart at right shows the increase in unfavorable personnel savings from FY 1999-00 of $3.6 million and an offsetting decrease in the unfavorable contract labor by $0.8 million. The MHS negative personnel variances are primarily due to the following unbudgeted items: Weekend bonus and overtime paid; Employee medical insurance premium increases; Business office employees and Family Health Center housekeeping staff transitioned to regular employees from outside services; Negative personnel variances are offset by below budget salaries per patient day. The growing demands for service continue to place additional burdens on the health system. The chart at left shows that all areas are expanding except correctional health clinic visits and deliveries. - 112 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES PERSONNEL PLAN The chart at right provides a comparison of gross personnel savings to net savings above budget for the General Fund vs. all funds. FY 2000-01 General Fund actual personnel costs total $239.4 million and gross actual personnel savings for the General Fund total $22.2 million. Gross actual personnel savings represent 9.3% of actual personnel costs. The chart below compares actual personnel savings to budget. The $11.9 million in net actual savings (above budget) equates to a 5.6% variance to total budgeted personnel costs. Total Budget Personnel Costs $259,626,840 Maricopa County Annual FY 2000-01 Personnel Savings - General Fund Net Actual % Gross Budgeted Actual Gross Actual Savings Actual Personnel Personnel Personnel (Above Savings/ Total Savings Costs Savings Budget) Budget $239,389,010 $22,163,724 8.5% $10,250,145 $11,913,579 % Net Actual Savings/ Budgeted Savings 116.2% The chart at right shows trends in General Fund actual personnel costs and gross personnel savings. General Fund actual personnel costs continue on a downward trend as the personnel savings trend continues to increase. - 113 - PERSONNEL PLAN MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES The table below shows the FY 2000-01 General Fund personnel savings by department, excluding General Government. AGENCY NAME ADULT PROBATION ANIMAL CARE AND CONTROL ASSESSOR BOARD OF SUPERVISORS CLERK 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 CLERK OF SUPERIOR COURT CONSTABLES COUNTY ADMINISTRATION OFFICE COUNTY ATTORNEY COUNTY CALL CENTER DEPARTMENT OF FINANCE ELECTIONS EMERGENCY MANAGEMENT ENVIRONMENTAL SERVICES FACILITIES MANAGEMENT HEALTH CARE MANDATES HUMAN RESOURCES HUMAN SERVICES INDIGENT REPRESENTATION INTERNAL AUDIT JUDICIAL MANDATES JUSTICE COURTS JUVENILE COURT MANAGEMENT & BUDGET MATERIALS MANAGEMENT MEDICAL ELIGIBILITY MEDICAL EXAMINER OFFICE OF THE CIO PLANNING & TRAINING PUBLIC FIDUCIARY PUBLIC HEALTH RECORDER RECREATION SERVICES SHERIFF SUPERINTENDENT OF SCHOOLS SUPERIOR COURT TREASURER - 114 - GROSS BUDGET PERSONNEL COSTS 10,163,416 122,009 12,586,156 353,908 217,248 192,409 212,993 193,558 204,900 18,425,507 1,437,434 1,089,216 40,110,873 1,170,882 1,805,364 3,540,646 115,329 471,272 8,000,562 2,601,392 3,143,423 361,037 26,209,574 861,052 2,134,603 12,074,415 9,541,530 1,392,875 1,308,170 10,478,412 3,158,777 3,861,157 590,189 1,556,166 4,525,605 1,398,883 1,142,469 35,207,710 1,450,711 33,575,004 2,640,004 259,626,840 ACTUAL PERSONNEL COSTS 9,541,378 11,635,597 326,358 213,267 181,626 196,580 181,312 200,959 16,950,122 1,400,788 830,417 36,274,214 1,027,656 1,595,509 3,089,414 94,683 466,991 7,382,741 1,446,284 2,922,549 387,712 24,417,459 781,815 1,694,977 11,418,704 8,776,564 1,188,481 1,197,846 8,973,992 2,838,287 3,599,549 475,075 1,483,671 4,229,156 1,135,672 1,005,132 34,520,311 1,402,902 31,441,798 2,461,462 239,389,010 GROSS BUDGETED PERSONNEL PERSONNEL SAVINGS SAVINGS 622,038 535,370 122,009 950,559 665,445 27,550 3,981 10,783 16,413 12,246 3,941 1,475,385 793,948 36,646 15,538 258,799 33,243 3,836,659 1,336,632 143,226 59,852 209,855 89,427 451,232 12,285 20,646 4,281 26,900 617,821 510,627 1,155,108 76,630 220,874 55,085 (26,675) 1,792,115 938,974 79,237 10,000 439,626 66,627 655,711 450,000 764,966 278,139 204,394 24,787 110,324 58,615 1,504,420 588,875 320,490 206,026 261,608 133,485 115,114 4,830 72,495 37,596 296,449 202,804 263,211 58,911 137,337 37,558 687,399 1,374,340 47,809 2,133,206 1,465,418 178,542 102,178 20,237,830 10,250,145 NET ACTUAL GROSS ACTUAL PERSONNEL VARIANCE SAVINGS TO BUDGET 86,668 6.1% 122,009 1.2% 285,114 7.6% 27,550 7.8% 3,981 1.8% 10,783 5.6% 16,413 7.7% 12,246 6.3% 3,941 1.9% 681,437 8.0% 21,108 2.5% 225,556 23.8% 2,500,027 9.6% 83,374 12.2% 120,428 11.6% 438,947 12.7% 20,646 17.9% (22,619) 0.9% 107,194 131.1% 1,078,478 44.4% 165,789 7.0% (26,675) (7.4%) 853,141 6.8% 69,237 9.2% 372,999 20.6% 205,711 5.4% 486,827 8.0% 179,607 14.7% 51,709 7.9% 915,545 14.4% 114,464 10.1% 128,123 6.8% 110,284 19.5% 34,899 4.7% 93,645 6.6% 204,300 18.8% 99,779 12.0% (686,941) 60.2% 47,809 3.3% 667,788 6.4% 76,364 6.8% 9,987,685 7.8% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Maricopa County’s FY 2000-01 annual average rate of attrition3, or turnover was 8.9%. Actual 4th quarter attrition was 7.2%, the lowest quarterly rate of attrition in the past five years. A marked decrease in attrition Countywide has occurred since FY 1995-96. As demonstrated on the chart at right, quarterly attrition rates continue to drop. This is due to the filling of vacant positions. PERSONNEL PLAN ATTRITION Maricopa County’s retention continues to improve in this pricecompetitive market. Continuing declines in attrition may be attributed to a push towards competitive employee remuneration and employee satisfaction. The County’s retention strategies offset the affects of continued low unemployment coupled with sustained increases in population that tend to increase competition. The most significant results, the decline in employee attrition over the past five years, show average annual attrition rates falling from a high of 19.1% in FY 1995-96 to a low of 8.9% FY 2000-01. This reflects a reduction of 10.2 basis points. 3 The formula used to calculate Maricopa County’s attrition rates compares the number of vacant positions to total authorized positions. - 115 - PERSONNEL PLAN MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Maricopa County departments with average annual attrition at or higher than the FY 2000-01 8.9% average are compared to the FY 1999-00 average attrition on the table below, including basis point reductions or increases in attrition. Department Health Care Mandates Judicial Mandates Maricopa Health Plan Maricopa Health System Housing Recorder Correctional Health Medical Eligibility Animal Care & Control Finance Clerk of Superior Court Public Health Treasurer Library District Planning & Development Parks & Recreation Call Center Indigent Representation FY 99-00 Avg. Attrition 32.8% 8.9% 12.9% 12.8% 18.0% 13.2% 16.0% 20.9% 15.2% 20.2% 10.2% 13.5% 14.8% 25.3% 9.9% 13.5% 13.3% 10.3% FY 00-01 Avg. Attrition 34.3% 19.5% 19.2% 19.0% 18.4% 14.7% 14.0% 13.5% 12.7% 12.6% 11.7% 11.3% 11.3% 11.1% 10.3% 10.0% 9.9% 9.8% Lower(Higher) (1.5) (10.6) (6.3) (6.2) (0.4) (1.5) 2.0 7.4 2.5 7.6 (1.5) 2.2 3.5 14.2 (0.4) 3.5 3.4 0.5 Departments with more than 25 employees, showing the highest rates of attrition over the FY 2000-01 average annual attrition rate of 8.9% are shown on the chart at right. Issues are being addressed to reduce the relatively high turnover in these departments. - 116 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES PERSONNEL PLAN As shown on the chart at left, Maricopa County’s average annual attrition rate trend has declined by over 53% since FY 1995-96. The decreasing rates of attrition are attributed to increases in the number of positions actively recruited combined with reductions in vacant positions, increases in the number of positions authorized in the budget process, combined with Countywide efforts to recruit and retain productive employees. Attrition may be directly related to employee satisfaction. Employee issues are addressed through employee satisfaction survey results annually. Maricopa County continues to place an emphasis on employee compensation through market equity. The Maricopa County Compensation Plan of 1997 provided the outline for attaining a level of pay for all employees that is relative to current market payrates. This goal has been met as of June 30, 2001, one year earlier than the plan anticipated. Market equity has been achieved through salary surveys and other ongoing initiatives to retain capable and responsible staff. By attaining a level of pay for all employees that is relative to current market pay-rates resolves significant problems that have hindered the County’s ability to attract and retain a quality workforce. Maricopa County utilizes another source and methodology in calculating attrition in order to measure itself against other comparable employers. The source is the Bureau of National Affairs, Inc., (BNA). BNA’s formula differs from Maricopa County’s calculation of attrition because BNA compares the number of separations to the average number of regular positions filled and annualized. BNA turnover rates do not include reductions-in-force. BNA surveys human resource and employee relations executives representing organizations throughout the United States. The BNA formula looks at separating employees (true attrition based upon employees leaving the County) versus the number of vacant positions (or vacancy rate) as compared in the County formula. During departmental strategic planning and the annual budget process, an emphasis is placed upon the BNA formula in order to highlight possible retention issues. Vacant positions are then examined to ensure correct funding levels. - 117 - PERSONNEL PLAN MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES The chart at right provides a glimpse of the attrition nationwide, as compared to Maricopa County. The BNA calculated County rate of attrition is substantially lower than the rest of the nation. This may be an indication of the County’s push towards competitive employee remuneration combined with employee satisfaction. The chart at below shows the number of positions vacant at the end of the 4th quarter, including vacancies occuring during the quarter, and separations occuring throughout the quarter, as compared to the total number of positions actively recruited during the quarter. The percent of positions recruited is also reflected on the chart. This data assists management in determining the impact of recruitment efforts on attrition. Attrition is an indication of how well employers hold on to their employees. Maricopa County continues to examine employee issues in combination with recruitment and retention efforts in order to stem the tide of attrition. - 118 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES AGENCY NAME ADULT PROBATION ANIMAL CARE & CONTROL ASSESSOR BOARD OF SUPERVISORS CLERK 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 CLERK OF SUPERIOR COURT COMMUNITY DEVELOPMENT CONSTABLES CORRECTIONAL HEALTH COUNTY ADMINISTRATION OFFICE COUNTY ATTORNEY COUNTY CALL CENTER CRIMINAL JUSTICE FACILITIES DEPARTMENT OF FINANCE ELECTIONS EMERGENCY MANAGEMENT ENVIRONMENTAL SERVICES EQUIPMENT SERVICES FACILITIES MANAGEMENT FLOOD CONTROL DISTRICT GENERAL GOVERNMENT HEALTH CARE MANDATES HOUSING HUMAN RESOURCES HUMAN SERVICES INDIGENT REPRESENTATION INTEGRATED CRIMINAL JUSTICE INFORMATION SYSTEM INTERNAL AUDIT JUDICIAL MANDATES JUSTICE COURTS JUVENILE PROBATION LIBRARY DISTRICT MANAGEMENT & BUDGET MARICOPA HEALTH PLAN MARICOPA HEALTH SYSTEM MATERIALS MANAGEMENT MEDICAL ELIGIBILITY MEDICAL EXAMINER OFFICE OF THE CIO PARKS & RECREATION PLANNING & DEVELOPMENT PLANNING & TRAINING PUBLIC FIDUCIARY PUBLIC HEALTH RECORDER RESEARCH & REPORTING RISK MANAGEMENT SHERIFF SOLID WASTE GENERAL STADIUM DISTRICT MLB SUPERINTENDENT OF SCHOOLS SUPERIOR COURT TELECOMMUNICATIONS TRANSPORTATION TREASURER TOTALS COUNTY CALCULATED ATTRITION 8.17% 12.73% 7.87% 3.57% 0.00% 16.67% 0.00% 0.00% 6.25% 11.74% 0.00% 2.50% 14.01% 14.06% 8.21% 9.85% 10.00% 12.61% 5.09% 5.12% 6.18% 3.57% 6.59% 4.82% 0.00% 34.29% 18.36% 7.69% 7.06% 9.79% 6.35% 7.81% 19.51% 5.82% 6.19% 11.01% 11.78% 19.21% 19.02% 5.26% 13.52% 8.75% 5.37% 9.95% 10.25% 0.00% 8.09% 11.32% 14.64% 13.61% 5.00% 7.62% 8.33% 0.00% 5.00% 7.72% 8.31% 8.71% 11.33% 8.86% ANNUALIZED BNA CALCULATED ATTRITION 9.48% 33.06% 9.48% 0.00% 0.00% 33.33% 0.00% 0.00% 0.00% 16.76% 0.00% 10.00% 23.56% 7.69% 16.33% 24.24% 0.00% 9.68% 13.21% 13.33% 11.34% 9.84% 9.33% 5.31% 0.00% 62.16% 21.43% 3.75% 18.71% 10.90% 0.00% 6.25% 13.89% 11.51% 8.41% 16.07% 23.53% 26.07% 26.64% 7.89% 13.78% 14.04% 6.45% 18.39% 10.00% 0.00% 9.09% 17.10% 19.70% 50.00% 16.67% 11.55% 0.00% 25.00% 26.09% 16.11% 10.00% 8.05% 9.09% 15.56% PERSONNEL PLAN Maricopa County Attrition Rate Calculations By Department - 119 - PERSONNEL PLAN MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES EMPLOYEE RETENTION Maricopa County strives to align employee performance with a personal commitment and cooperation in achieving and maintaining Countywide strategic goals. This retention strategy is geared to stem the flow of quality individuals leaving its employ. Valuable experience is lost when employee separations increase. This results in costly recruitment and training, while adversely impacting customer confidence. Separations impose significant financial and operational impacts to County departments. Examples include lost productivity, increased recruitment activity, additional training time and cost, reductions in the level of customer service, and reduced employee morale due to additional demands placed upon existing employees that assume extra workloads. Emphasis is placed upon voluntary separations due to the substantial impact on attrition, employee morale, and customer service. Separation information is vital to improving the quality of working life as well as solving attrition issues. Separations remain a key indicator of employee satisfaction and provide management with an opportunity to assess and resolve staffing issues. Maricopa County strives to maintain a highly competitive stance in the labor marketplace today. Evaluating the County’s personnel retention programs through measurable performance results in such areas as employee separations plays a crucial role in identifying employee needs. The chart at right provides the top separation reasons given by employees upon separation during FY 2000-01. - 120 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES PERSONNEL PLAN FY 2000-01 separations total 2,399. The departments showing the largest number of separations are provided on the chart at left, and are divided into the two separation categories, voluntary and involuntary. Separations play a major role in identifying employee needs. By examining separation reasons, management is able to address current issues, increase employee satisfaction and reduce the number of employees leaving the County voluntarily. Information provided by separating employees is a critical factor in improving the work environment, quality of work generated and customer satisfaction. The chart at right shows the job classifications of employees leaving the County voluntarily. This information was obtained via exit interviews performed after separation from County employment. - 121 - PERSONNEL PLAN MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES The chart at right provides the top separation reasons given by employees after separating through the exit interview process, as performed by the County’s Research and Reporting department. The chart at the right can be compared to the chart below, which represents FY 2000-01 department submitted separation reasons. At the time of separation, employees provide department management with a separation reason. Separation reasons, as shown on both charts, represent voluntary separations only. - 122 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES PERSONNEL PLAN Another measure of retention success is demonstrated through the trend results provided on the chart at left. The separation trend and filled position trend increase slightly over the FY 2000-01. The recruitment trend shows a greater decrease. Recruitment efforts may play a significant role in filling newly created positions. It is incumbent upon management to analyze employee separation reasons in order to develop retention strategies. Successful employee retention results require knowledge of employee issues, knowledge of the competition in the local job market and a management team that is equipped to assess emerging personnel trends in order to promote a climate where employees are provided personal and career growth opportunities. NEW DIRECTIONS Maricopa County’s Managing for Results4 (MfR) process aligns strategic plan measures into employee Performance Management Plans. A new Performance Management Policy instituted provides a process that links employee plans directly to department strategic plans. The process provides a new rating system that focuses on results. A training roll-out plan has been instituted. The plan calls for aligning employee performance, evaluation and rewards to results. Using measurable program and process results uniformly across all departments provides management with the tools necessary for making informed decisions regarding the use of its resources. It also provides a platform for determining our stance in the local labor market. The County expects the new process to be fully implemented in departments by June 30, 2002. FY 2000-01 accomplishments include the completion of market adjustments for employees. The average County employee’s salary is now within 6% of the market average. Another personnel related accomplishment is the development of a new Performance Management Policy, which incorporates Managing for Results initiatives of linking employee performance to department and Countywide strategic goals. Maricopa County Employee Satisfaction Surveys provide management with critical information necessary to recruit and retain productive employees. 4 Maricopa County’s management system that focuses upon achieving results for their customers. - 123 - PERSONNEL PLAN MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES The County is moving forward in resolving retention and other employee issues, as addressed in the chart at right comparing FY 1995-96 Employee Satisfaction Survey results to those of FY 1997-98 and FY 199900. All areas of employee satisfaction have increased. Managing for Results moved from the planning for results stage through the budgeting for results stage during FY 2000-01. The FY 2000-01 MfR processes completed include County vision, mission and strategic priorities developed; vision and mission statements for departments followed suit; department strategic goals were set; and programs were developed with purpose statements and key results identified. A number of departments began preparing new employee performance plans in an effort to strategically align department program results with County strategic priorities. Maricopa County’s personnel resource focus must address mandated services and align hiring practices with organization wide strategic goals. County mandated services such as law enforcement, healthcare and attending to the welfare and safety of its citizens require a large labor force. Hence, employee satisfaction and motivation remain at the forefront of all financial and personnel resource issues. - 124 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES PERSONNEL PLAN POSITION CONTROL Department submits budgeted position request to OMB 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. Re su bm it OMB reviews request to verify funding availability OMB Denies OMB returns request to department OMB Concurs Position database is updated. Department authorized to hire Request is forwarded to Human Resources for processing OMB signs request and issues new Position Control Number. 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/Judicial Offices, Appointed Departments, and the Special Districts of Library, Stadium, and Flood Control. Department Elected/ Judicial Appointed Special Districts Total Positions 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 5,681 5,817 5,171 6,120 6,140 6,295 6,592 6,954 6,962 7,629 7,802 6,601 6,999 7,644 7,048 6,972 6,842 6,091 5,634 5,791 8,179 8,427 338 353 353 391 391 508 412 375 340 358 349 12,620 13,169 13,168 13,559 13,503 13,645 13,095 12,963 13,093 16,166 16,578 FY FY 2000-01 2001-02 Actual Budgeted Over 400 new positions are budgeted for FY 2001-02. 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 District positions were lower due to reduced demands within the Library District. 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 the 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.) - 125 - PERSONNEL PLAN MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES BUDGETED POSITIONS DEPARTMENT 11 Adult Probation 79 Animal Control 12 Assessor 6 Board of Supervisors Clerk 1 Board of Supervisors-District 1 2 Board of Supervisors-District 2 3 Board of Supervisors-District 3 4 Board of Supervisors-District 4 5 Board of Supervisors-District 5 16 Clerk of the Superior Court 17 Community Development 25 Constables 26 Correctional Health Services 20 County Administrator 19 County Attorney 14 County Call Center 40 Criminal Justice Facilities 21 Elections 15 Emergency Management 88 Environmental Services 74 Equipment Services 70 Facilities Management 18 Finance 69 Flood Control 47 General Government 39 Health Care Mandates 66 Housing 31 Human Resources 22 Human Services 33 Indigent Representation 42 Integrated Criminal Justice Information Sys 23 Internal Audit 45 Judicial Mandates 24 Justice Court Administration 27 Juvenile Court Center 65 Library District 49 Management and Budget 60 Maricopa Health Plans 90 Maricopa Health System 73 Materials Management 28 Medical Eligibility 29 Medical Examiner 41 Office of the Chief Information Officer 35 Organizational Planning and Training 30 Parks and Recreation 44 Planning & Development 34 Public Fiduciary 86 Public Health - 126 - FY 98/99 FY 99/00 FY 00/01 FY 01/02 Actual Actual Actual Budgeted Positions Positions Positions Positions 949.00 1058.00 1124.00 1171.00 135.00 130.00 147.00 142.00 329.00 307.00 326.00 322.00 7.00 7.00 7.00 7.00 4.00 4.00 4.00 4.00 3.00 3.00 4.00 3.00 4.00 4.00 4.00 4.00 3.00 3.00 3.00 3.00 3.00 3.00 4.00 4.00 596.00 557.00 624.00 647.00 10.00 10.00 10.00 10.00 29.00 29.00 30.00 30.00 177.00 178.00 224.00 246.00 15.00 13.00 16.00 15.00 796.00 823.00 857.00 914.00 20.00 29.00 33.00 33.00 4.00 6.00 6.00 53.00 47.00 54.00 54.00 14.00 13.00 15.00 15.00 272.00 257.00 267.00 285.00 60.00 60.00 62.00 63.00 158.00 179.00 198.00 222.00 46.00 32.00 36.00 35.00 222.00 215.00 223.00 223.00 1.00 1.00 1.00 1.00 1.00 22.00 46.00 78.00 64.00 51.00 64.00 64.00 73.00 66.00 70.00 80.00 281.00 259.00 287.00 309.00 459.00 445.00 468.00 514.00 1.00 14.00 12.00 14.00 15.00 16.00 28.00 35.00 41.00 294.00 263.00 290.00 298.00 679.00 735.00 785.00 798.00 146.00 122.00 131.00 122.00 22.00 17.00 18.00 20.00 361.00 348.00 355.00 372.00 1812.00 2059.00 3979.00 4015.00 38.00 37.00 38.00 39.00 263.00 218.00 293.00 292.00 50.00 48.00 55.00 63.00 64.00 58.00 67.00 64.00 9.00 10.00 11.00 74.00 77.00 89.00 98.00 65.00 82.00 108.00 106.00 33.00 31.00 35.00 35.00 441.00 430.00 467.00 480.00 FY 01/02 Budgeted FTEs 1,167.00 141.00 322.00 7.00 4.00 3.00 3.50 3.00 3.50 649.00 10.00 30.00 244.65 15.00 907.25 33.00 6.00 54.00 15.00 284.25 63.00 219.50 35.00 222.50 1.00 78.00 64.00 80.00 309.00 510.55 13.80 16.00 40.00 293.01 794.00 116.00 20.00 361.73 3,040.21 39.00 291.50 62.00 64.00 96.50 106.00 34.00 469.38 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENT 36 Recorder 46 Research and Reporting 75 Risk Management 50 Sheriff's Office 67 Solid Waste 68 Stadium District - Cactus League 78 Stadium District Major League 37 Superintendent of Schools 38 Superior Court 76 Telecommunications 64 Transportation 43 Treasurer TOTALS FY 98/99 FY 99/00 FY 00/01 FY 01/02 Actual Actual Actual Budgeted Positions Positions Positions Positions 65.00 61.00 69.00 70.00 8.00 9.00 10.00 12.00 19.00 19.00 19.00 20.00 2235.00 2210.00 2490.00 2476.00 17.00 10.00 18.00 12.00 7.00 3.00 4.00 4.00 29.00 26.00 30.00 30.00 819.00 821.00 921.00 964.00 41.00 37.00 42.00 40.00 512.00 456.00 513.00 509.00 64.00 55.00 64.00 64.00 12963.00 13093.00 16166.00 16578.00 FY 01/02 Budgeted FTEs 69.75 9.50 20.00 2,470.50 13.00 4.00 30.00 953.00 40.00 509.00 64.00 15,523.58 PERSONNEL PLAN BUDGETED POSITIONS (Continued) 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. FY 2001-2002 POSITION DISTRIBUTION BY FUNDING SOURCE GENERAL SPECIAL DEBT CAPITAL INTERNAL TOTAL DEPARTMENT FUND REVENUE SERVICE PROJECTS ENTERPRISE SERVICE FUNDS ADULT PROBATION 229 942 0 0 0 0 1171 ANIMAL CONTROL SERVICES 0 0 0 0 142 0 142 ASSESSOR 322 0 0 0 0 0 322 BOARD OF SUPERVISORS CLERK 7 0 0 0 0 0 7 BOARD OF SUPERVISORS DISTRICT 1 4 0 0 0 0 0 4 BOARD OF SUPERVISORS DISTRICT 2 3 0 0 0 0 0 3 BOARD OF SUPERVISORS DISTRICT 3 4 0 0 0 0 0 4 BOARD OF SUPERVISORS DISTRICT 4 3 0 0 0 0 0 3 BOARD OF SUPERVISORS DISTRICT 5 4 0 0 0 0 0 4 CHIEF INFORMATION OFFICER 64 0 0 0 0 0 64 CLERK OF SUPERIOR COURT 549 62 36 0 0 0 647 COMMUNITY DEVELOPMENT 0 10 0 0 0 0 10 CONSTABLES 30 0 0 0 0 0 30 CORRECTIONAL HEALTH 0 246 0 0 0 0 246 COUNTY ADMINISTRATIVE OFFICER 15 0 0 0 0 0 15 COUNTY ATTORNEY 769 145 0 0 0 0 914 COUNTY CALL CENTER 33 0 0 0 0 0 33 CRIMINAL JUSTICE FACILITIES DEVEL. 0 0 0 6 0 0 6 ELECTIONS 54 0 0 0 0 0 54 EMERGENCY MANAGEMENT 0 15 0 0 0 0 15 ENVIRONMENTAL SERVICES 13 0 0 0 272 0 285 EQUIPMENT SERVICES 0 0 0 0 0 63 63 FACILITIES MANAGEMENT 222 0 0 0 0 0 222 FINANCE 35 0 0 0 0 0 35 FLOOD CONTROL DISTRICT 0 223 0 0 0 0 223 GENERAL GOVERNMENT 1 0 0 0 0 0 1 HEALTH CARE MANDATES 78 0 0 0 0 0 78 HOUSING 0 0 0 0 64 0 64 - 127 - PERSONNEL PLAN MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES FY 2001-2002 POSITION DISTRIBUTION BY FUNDING SOURCE (Continued) GENERAL SPECIAL DEBT CAPITAL INTERNAL TOTAL DEPARTMENT FUND REVENUE SERVICE PROJECTS ENTERPRISE SERVICE FUNDS HUMAN RESOURCES 80 0 0 0 0 0 80 HUMAN SERVICES 5 304 0 0 0 0 309 INDIGENT REPRESENTATION 490 24 0 0 0 0 514 INTEGRATED CRIMINAL JUSTICE 0 14 0 0 0 0 14 INTERNAL AUDIT 16 0 0 0 0 0 16 JUDICIAL MANDATES 41 0 0 0 0 0 41 JUSTICE COURTS 298 0 0 0 0 0 298 JUVENILE PROBATION 223 575 0 0 0 0 798 LIBRARY DISTRICT 0 122 0 0 0 0 122 MANAGEMENT & BUDGET 20 0 0 0 0 0 20 MARICOPA HEALTH PLANS 0 0 0 0 372 0 372 MARICOPA HEALTH SYSTEM 0 0 0 0 4015 0 4015 MATERIALS MANAGEMENT 27 0 0 0 0 12 39 MEDICAL ELIGIBILITY 292 0 0 0 0 0 292 MEDICAL EXAMINER 63 0 0 0 0 0 63 PARKS & RECREATION 33 65 0 0 0 0 98 PLANNING & DEVELOPMENT 0 106 0 0 0 0 106 PUBLIC FIDUCIARY 35 0 0 0 0 0 35 PUBLIC HEALTH 100 40 0 0 340 0 480 RECORDER 44 26 0 0 0 0 70 RESEARCH & REPORTING 0 12 0 0 0 0 12 RISK MANAGEMENT 0 0 0 0 0 20 20 SHERIFF 898 1578 0 0 0 0 2476 SOLID WASTE 0 7 0 0 5 0 12 STADIUM DISTRICT MLB 0 4 0 0 0 0 4 SUPERINTENDENT OF SCHOOLS 30 0 0 0 0 0 30 SUPERIOR COURT 829 135 0 0 0 0 964 TELECOMMUNICATIONS 0 0 0 0 0 40 40 TRANSPORTATION 0 509 0 0 0 0 509 TREASURER 64 0 0 0 0 0 64 Total Departments 6027 5164 36 6 5210 135 16578 - 128 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES CAPITAL IMPROVEMENT PROJECTS A Capital Improvement Project is defined by policy as a non-recurring project costing more than $150,000, resulting in the construction, renovation, or acquisition of infrastructure with an expected useful life of many years. The most common examples include land and building purchases, construction of buildings, roads, 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). CAPITAL PROJECTS CAPITAL PROJECTS This is the third year of the County’s planned capital growth and expansion period. As indicated by the chart below, the growth will taper off in FY 2003-04. COPs, backed by reserved fund balances, will be used to fund three years of General Fund and Enterprise capital projects. FY 2001-02 will be the highest spending year for capital projects overall, FY 2002-03 for General Fund capital projects. Capital Improvement Plan Budget All Funds FY 99-00 through FY 05-06 $443,870,178 $359,578,807 $297,672,452 $217,680,139 FY 99-00 $204,924,828 FY 00-01 FY 01-02 FY 02-03 FY 03-04 $114,477,000 $113,759,184 FY 04-05 FY 05-06 The largest portion of expenditures for the County’s Five-Year Capital Improvement Plan (CIP) is in Adult and Juvenile Criminal Justice Facilities at 37%, funded by a voter-approved jail tax passed in November 1998. The Department of Transportation is next with 24%, followed by the Flood Control District at 21%; General Government Projects account for 16% and other department projects for MIHS, Environmental Services, and Animal Care and Control Services comprise the remaining 2% of the fiveyear CIP. These allocations are best shown on the chart that follows. - 129 - CAPITAL PROJECTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Five-Year CIP Budget Allocation by Fund Department of Transportation 24% Flood Control District 21% General Fund Projects 16% Detention Fund (Crim. Justice Facilities Dev.) 37% MIHS, Environ. Services & Animal Control 2% OPERATING AND CAPITAL BUDGETS - THEIR RELATIONSHIP A direct relationship exists between Maricopa County’s capital and operating budgets. Capital projects completed generally require additional operating budget resources for upkeep, maintenance, security and other costs associated with additional acreage, mileage, or square footage. Additional operating costs resulting from capital projects must be considered in planning future operating budgets. This is a particularly important budgetary consideration with the new jail and juvenile detention facilities. It is the County’s philosophy and policy that new capital projects will be undertaken only if future operating revenues are sufficient to support future operating costs. THE CAPITAL IMPROVEMENT PROGRAM (CIP) The Capital Improvement Program (CIP) is a five-year plan of Capital Improvement Projects, identifying projects to be completed throughout 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 could vary from the initial plan. Reasons include Board priorities, greater than anticipated escalation costs, and unforeseen events. The following table illustrates changes that have occurred with the CIP as it relates to the General Fund. - 130 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES CAPITAL PROJECTS General Fund Project Estimates FY 99-00 to FY 01-02 1st Year GENERAL FUND PROJECTS Original Project FY 2001-02 New Estimate Project Estimate Medical Examiner Facility FY00 New Public Services Building FY00 61,500,000 New Public Services Building Parking FY00 22,900,000 Total $ $ 13,500,000 97,900,000 $ Variance 15,459,862 $ 1,959,862 141,500,000 * $ 80,000,000 15,373,402 $ $ (7,526,598) 172,333,264 74,433,264 *New estimate includes a change in scope in terms of departments occupying the building, merging of associated real property purchases and all associated site preparation costs. THE CAPITAL BUDGET The capital budget is the first year of a Capital Improvement Program. The proposed FY 2001-02 Maricopa County capital budget is $443,870,178 and is comprised of projects for which funding has been clearly identified for the duration of the project. Total budgeted expenditures by fund source compared with FY 2000-01 are shown in the table below: Capital Budget by Fund FY 00 - 01 Adopted Fund General Fund $ FY 00-01 Revised FY 00-01 Projected Expenditure $ 43,871,521 FY 01-02 Request 60,230,371 $ 60,230,371 $ 66,003,562 18,000,000 18,000,000 16,341,813 17,505,000 69,618,279 $ 69,618,279 54,545,439 $ 242,997,677 Enterprise Funds: Maricopa Integrated Health Care System Special Revenue: Detention Fund $ Environmental Services - - - 3,400,000 Department of Transportation 81,894,000 81,894,000 60,014,344 56,017,647 Flood Control District 67,929,802 67,929,802 49,854,000 57,946,292 Total Special Revenue $ 219,442,081 $ 219,442,081 $ 164,413,783 $ 360,361,616 Total All Funds $ 297,672,452 $ 297,672,452 $ 224,627,117 $ 443,870,178 *Includes $10,000,000 in Gen'l Gov't Detention Fund Contingency - 131 - CAPITAL PROJECTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES 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) establishing a formal review and approval process for Capital Improvement Project requests. This policy requires each department to submit to the Facilities Review Committee (FRC) proposals for potential projects that may be undertaken during the next five-year period, regardless of the source of funds or building delivery method. The FRC is comprised of the Facilities Management Department 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, specifically excluded from this policy are the previously established processes for the capital improvement plans of the Flood Control District and the Department of Transportation. The process begins with the FRC approving instructions to be used for Capital Improvement Project requests in the coming year; the instructions are normally provided no later than June 30. By September 1 of each year, departmental requests need to be submitted to the FRC using the Justification Approval Request format. Departmental requests are not 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 outlined in the aforementioned policy. Recommended projects are entered into the Capital Improvement Plan (CIP) in the latter portion of the conceptual phase and before the design phase. The 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. Ranking criteria used by the Department of Transportation for roadway improvement projects include: 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 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: Submitting agency priority Master Plan Element Hydrologic/hydraulic significance Level of protection Area protected Environmental quality Area-wide benefits - 132 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES CAPITAL IMPROVEMENT PLAN The Capital Improvement Plan spans a five-year period beginning FY 2001-02 and ending FY 2005-06. The total anticipated cost for projects presented in the FY 2001-02 Capital Projects Department Summary is over $1.23 billion. CAPITAL PROJECTS Total projected cost Level of partner(s) participation Operational and maintenance costs Operational and maintenance responsibility FY 2001-02 Capital Improvement Plan Five-Year Total By Fund FIVE-YEAR TOTAL FY 2001-02 through FY 2005-06 CIP Allocation by Fund General Fund Infrastructure Development/Enhancement Enterprise Funds Maricopa Integrated Health Systems Special Revenue Detention Fund (Crim. Justice Facilities Dev.) Environmental Services Animal Control Services Department of Transportation Flood Control District Total Special Revenue Totals $ 194,216,066 $ 17,505,000 $ 451,571,816 3,400,000 6,000,000 298,221,823 265,695,292 $ 1,024,888,931 $ 1,236,609,997 GENERAL GOVERNMENT PROJECTS The General Fund capital project list has undergone considerable modification. This is due to several factors, including a change in the original purpose of co-located justice courts; the opportunity to purchase real property which would result in net budget economies through lease payment savings; and the decision to house Public Health administration personnel in the new public services building. There are seven (7) projects identified and recommended to the Board for support from the General Fund by the Facilities Review Committee in the proposed CIP. They are: Medical Examiner Facility New County Public Services Building New County Public Services Building Parking Security Building MCSO Training Facility Public Health Facility Southeast Regional Property Acquisitions - 133 - CAPITAL PROJECTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES The General Fund budget status and request are summarized in the following table. General Fund Capital Budget FY 2000-01 Project Status and FY 2001-02 Budget Request GENERAL FUND PROJECTS Comments Spur Cross Ranch (All Carryover) Done FY 2000-01 Beginning Budget $ Medical Examiner Facility (Forensic Sciences Center) Recommended Clerk of the Court Service Center Done Relocation of Scottsdale Justice Courts New Public Services Building New Public Services 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 Facilities Management Building 401 W. Jefferson Early Felony Processing Court Room Space in Jail Done Recommended Recommended Recommended Reconsider Reconsider Reconsider Reconsider Reconsider Done To Detention Fund Downtown Building Purchase (Security Building) Recommended CIP Program Reserve Subtotal FY 01 CIP New or Additional Items Recommended by Facilities Review Committee Recommended SE Regional Property Acquisitions Southeast Regional Complex/Courtroom Buildout 3,750,000 $ $ To Detention Fund FY 2000-01 Transfers Revised Budget 3,750,000 $ 7,500,000 $ 7,500,000 $ - 1,789,665 15,658,440 2,174,042 14,915,355 9,548,200 - 2,340,000 7,851,000 271,501 8,000,000 900,000 350,000 1,050,000 20,000 20,000 2,375,000 3,000,000 (1,000,000) - 2,340,000 7,851,000 3,271,501 7,000,000 900,000 350,000 1,050,000 20,000 20,000 2,375,000 2,040,000 2,500,000 2,887,124 75,000 150,000 275,000 50,000 2,375,000 26,037,000 10,503,200 3,500,000 - 17,004,765 60,230,371 - - $ $ - $ Budget 1,400,000 - 250,000 8,930,000 (16,080,000) $ - $ - 8,930,000 924,765 60,230,371 - - 60,230,371 $ - $ $ - $ 60,230,371 - 8,930,000 43,871,521 - $ 170,000 6,245,162 56,003,562 $ 10,000,000 $ 10,000,000 $ 66,003,562 - Subtotal New Projects GENERAL GOVERNMENT TOTAL FY 2001-02 FY 2000-01 Projected Expenditures 389,665 15,658,440 250,000 $ FY 2000-01 $ 43,871,521 MEDICAL EXAMINER FACILITY This project involves the construction of a 62,000 square foot Forensic Science Center located south of Jefferson Street, between 7th to 8th Avenues in Phoenix. The three-level building, with one below grade level, is affixed to the 8th Avenue Parking Structure. The facility will house autopsy suites, labs, and administrative offices. The General Fund project budget is $16 million. The FY 2001-02 budget is $9.5 million. Construction will begin in FY 2001-02 and will be completed in FY 2002-03. COUNTY PUBLIC SERVICES BUILDING The new County Public Services Building will have a completed schematic design that will enter the development phase at the start of FY 2001-02. The site is bounded by Jackson Street on the south, Jefferson Street on the north, Seventh Avenue on the west, and Fifth Avenue on the east, comprising an area of approximately ten contiguous acres. Application to and approval by the City of Phoenix will allow the closure of Madison Street, Sixth Avenue and all of the alleys running through the site. This closure will allow for unencumbered pedestrian traffic flow on the site and significant design freedom allowing a facility to better serve its employees and the public. The site will allow for future building growth in the form of an additional mid-rise and lower level development. The project is envisioned as a four-building complex connected by interior public space. Buildings A, B and C identify these three sections. Building A (the tower) will be located and have its front door at the corner of Jefferson Street and Fifth Avenue. This building will be 23 stories in height with an average - 134 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES CAPITAL PROJECTS floor plate size of 20,000 square feet. Connected to the west and facing on Jefferson Street will be Building B, which will contain a new Board of Supervisors Auditorium and meeting rooms common to the complete complex. This portion will be about three stories high. Building C is located more to the west and slightly to the south. This building will contain employee amenities such as the food service, fitness center, healthcare, etc. Building D will be located at Madison Street and Fifth Avenue, housing a childcare facility and Human Resources or other departments. The Public Services Building will offer significant amenities incorporating space for public functions, water features, and landscaping. The buildings will contain approximately 710,000 gross square feet of space. The County will consolidate into this project various county departments, some of which currently occupy costly leased space in various downtown office buildings. The capital investment in this project will generate ongoing savings in long-term lease expenditures. The total project cost from conception to completion is currently estimated to be $141,500,000. This total represents an increase of $45,295,000 from the prior year’s Capital Improvement Plan as a result of new needs identified through additional programming. The total also includes the cost of additional land and building demolition. COUNTY PUBLIC SERVICES BUILDING PARKING GARAGE Additional parking is required in conjunction with the construction of the new County Public Services Building. The site for this structure will be shared with the new Medical Examiner Facility, described above. The project involves the construction of an eight-level, 985-space parking structure located south of Jefferson Street, between Seventh to Eight Avenues in Phoenix. The Public Services Building Parking Garage has 903 dedicated parking spaces and the Forensic Science Center has 82 spaces. The General Fund budget is $15.3 million with $2.8 million expended through FY 2000-01. The FY 2001-02 budget is $10.5 million. Construction begins in FY 2001-02 and ends in FY 2002-03. DOWNTOWN BUILDING PURCHASE (SECURITY BUILDING) This building was purchased during FY 2000-01 with $8,930,000, using funds from the project reserve account. The project was added after the adoption of the formal budget when it became known that the building was available for acquisition and that it met the County’s requirements for additional space. The building is located at 222-234 N. Central Ave. and includes approximately 230,000 square feet of space that is jointly occupied by County and private tenants. The County will assume additional square footage as tenant leases expire. The amount budgeted in the FY 2001-02 CIP is for ADA improvements. Future costs associated with the building will be normal operating and major maintenance costs. The cost of purchasing the Security Building will be offset by savings in ongoing lease costs. MCSO TRAINING FACILITY This project for the Maricopa County Sheriff’s Office was initially included in the FY 1999-00 Capital Improvement Plan under both General Government and Jail Tax funding and in last fiscal year’s plan under Jail Tax only. During the last fiscal year, additional programming has led to a revised jointly funded project with approximately $10 million in contingency available if construction were to begin in FY 2001-02. However, construction is not anticipated until FY 2002-03, for a combined estimated cost of $15,940,440, with Jail Tax contributing $12,274,139 and the General Fund contributing $3,666,301. The new facility is planned to be the first building of a new Sheriff’s complex at the northeast corner of 35th Avenue and Lower Buckeye Rd. This facility will be designed specifically for the training of existing and new Detention Officers and Deputies. The approximately 70,000 square foot building will contain 10 classrooms, a computer lab, indoor physical training rooms including a weight room, a Fire Arms Training Simulator (FATS) room, and a mock-up jail pod. The facility will also have a comprehensive personnel section to accommodate one- - 135 - CAPITAL PROJECTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES stop recruiting and assessment of new staff. Parking will be at grade. The master plan has dedicated areas for an additional physical training building and additional mock-up training buildings that are not part of the first phase. The new Training Facility is scheduled to begin the design/build process in FY 2001-02 and should be open for use in FY 2002-03. PUBLIC HEALTH CLINIC This project has undergone several iterations. The recommendation from the FRC is that the administrative functions reside in the County Public Services Building, while a new facility is constructed for the clinic. The revised $12,000,000 project is a Public Health Clinic to be located at 1825 E. Roosevelt, the existing Public Health Department site. The allocated funds are intended to cover the temporary relocation of the existing clinic and administrative personnel; the abatement and demolition of the existing buildings; the remediation of the existing site and the construction of a new clinic with related parking on the existing site. The design of the building is scheduled to start FY 2001-02 with contract document preparation and construction over a 24- to 30-month period. NEW ITEMS BEING RECOMMENDED BY THE FACILITIES REVIEW COMMITTEE SOUTHEAST REGIONAL PROPERTY ACQUISITIONS A total of $10,000,000 is allocated in the Capital Improvements Budget for FY 2001-02 for strategic property acquisitions adjacent to the existing Southeast Regional Complex. Acquisitions will allow for needed growth in facilities to handle increasing court caseloads, and to provide office space for the County Attorney, Public Defender, and other County agencies. CONTINUING PROJECTS RECOMMENDED FOR DELAY OR RECONSIDERATION BY FRC Below is a list of Court and Justice Courts items originally included in the FY 2000-01 Capital Improvement Plan (CIP) that are recommended for reconsideration by the Board. Due to recent changes in felony case processing, these projects need to be reevaluated in order to meet the critical space needs of the Justice Courts in the most cost-effective manner. Alternatives are now being investigated, and some projects will be re-considered for funding from the CIP project reserve. Mesa Justice Court Facility Tempe Co-Located Justice Courts Northwest Co-Located Justice Courts Northeast Co-Located Justice Courts These projects may be reconsidered if they are re-scoped, and planned in such a manner that savings in ongoing lease costs can fund the financing necessary for their construction. Another project that was included in the FY 2000-01 CIP for which reconsideration is recommended is Regional Land Acquisitions. The project is currently on hold until further study can be completed on the costs and benefits of additional regional facilities. DETENTION FUND PROJECTS (CRIMINAL JUSTICE FACILITIES) Criminal Justice Facilities Capital Improvement Projects for adult jails and juvenile detention total $4.4 million of the new five-year Capital Improvement Plan; these projects are funded by a sales tax increase approved by voters in November 1998. The programming phase, based on the Jail Master Plan, was finalized in July 1999. The design phase will be completed in 2001. The construction closeout phase continues into 2004 and includes completion of all work and closeout of contracts. Additional funds totaling $10 million have been placed in the FY 2001-02 Detention Fund contingency budget for capital project spending. - 136 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES The jail will be located between Third and Fourth Avenues, and Madison and Jackson Streets in Phoenix. The approximately 560,000 square foot mid-rise building consists of a basement, ground level, and three housing levels with mezzanines. The jail accommodates 1,360 maximum-security pre-trial jail beds and includes a new intake processing center, two initial arraignment courtrooms, two early felony processing courtrooms (see General Government project descriptions), and administrative and support areas. A tunnel system connects the new facility with the existing Madison Street Jail directly to the east. The total budget for this project is $140 million with $16 million expended through FY 2000-01. The FY 2001-02 budget is $48.7 million. Construction begins in 2001 and will be completed in 2003. Operating costs associated with the facility are budgeted by the user department in conjunction with the Facilities Management Department. CAPITAL PROJECTS 4TH AVENUE JAIL JACKSON ST. PARKING STRUCTURE/CLERK OF THE COURT SERVICE CENTER This project is funded from a combination of general fund and jail tax revenues. The jail tax is funding 1,300 spaces dedicated for Sheriff’s employees and visitors. The jail tax portion of the budget is $11.3 million, with $9.4 expended through FY 2000-01. The FY 2001-02 budget is $2 million. LOWER BUCKEYE JAIL The jail will be located on Lower Buckeye Road just east of 35th Avenue in Phoenix. The approximately 825,000 square foot campus includes a two-level minimum security 400 bed dormitory and a 256-bed psychiatric unit; three housing levels with mezzanines for 512 remanded juveniles beds and 576 maximum security adult beds; and a two-level administrative wing providing intake, jail command offices, Correctional Health Services offices, and a central infirmary and pharmacy. The campus also includes Central Services, consisting of a laundry, stores warehouse/food factory and central plant. The budget for this project is $226 million with $32 million expended through FY 2000-01. The FY 2001-02 budget is $122.8 million. Construction begins in 2001 and completes in 2003. Operating costs associated with the facility are budgeted by the user department in conjunction with the Facilities Management Department. MCSO TRAINING FACILITY The Facilities Management Department is responsible for construction of a training facility (see General Government project descriptions) for the Maricopa County Sheriff’s Department. The project is funded from a combination of General Fund and Jail Tax revenues. The Jail Tax budget for this project is $12.3 million with $150,000 expended through FY 2000-01. The FY 2001-02 budget is $7.3 million. FACILITIES MANAGEMENT DEPARTMENT MAINTENANCE FACILITY This facility will allow the Operations and Maintenance Division of Facilities Management Department to consolidate its current functions as well as support the increased staff and equipment required to service and maintain the new adult and juvenile jails facilities. The FMD portion of this facility will contain office, shop, and locker facilities and will be housed in a 24,800 square foot building. There will be a paved area that will provide exterior loading, storage, and service vehicle parking, as well as related Cityrequired parking. This project will be located in undeveloped land and will require new access roads meeting city and/or state standards. Construction is expected to begin in FY 2001-02 and be completed in FY 2002-03. $2.4 million has been budgeted in FY 2001-02. Additional funding is anticipated to be requested for this project from the Detention Fund Capital Contingency being held in General Government. The final amount is unknown at this time. JUVENILE DURANGO The facilities are located south of Durango Street between 27th and 35th Avenues in Phoenix. The - 137 - CAPITAL PROJECTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES approximately 270,000 square feet project includes housing, courts, and support space. The housing areas have a mezzanine level and provide 220 beds. A new three-story Juvenile Court Center adds 12 new courts with judicial suites and associated office space for support staff and related functions. A single-level approximately 28,000 square foot 48-bed residential treatment facility is located at the corner of Durango and 35th Avenue, just west of the new and existing Durango Juvenile Court Center. The budget for this project is $76 million with $6 million expended through FY 2000-01. The FY 2001-02 budget is $37.8 million. Construction begins in 2001 and will be completed in 2003. Operating costs associated with the facility are budgeted by the user department in conjunction with the Facilities Management Department. JUVENILE MESA The facility is located at the County’s existing Southeast Facilities complex in Mesa. The approximately 80,000 square foot single-level building provides an additional 120-beds of housing with mezzanine levels. It also provides supporting educational, program, and administrative space. Remodeling existing space adds one new courtroom. A 400-space parking structure is located southeast of the existing and future juvenile detention facilities. The budget for this project is $26 million with $5.6 million expended through FY 2000-01. The FY 2001-02 budget is $8.1 million. Construction begins in 2001 and will be completed in 2003. Operating costs associated with the facility are budgeted by the user department in conjunction with the Facilities Management Department. EARLY FELONY PROCESSING COURTROOM SPACE IN 4TH AVENUE JAIL The Criminal Justice Facilities Development Department is responsible for construction of two Early Felony Processing Courtrooms in the Fourth Avenue Jail. The budget is $3,800,000, with $0 expended through FY 2000-01. Construction begins in 2001 and will be completed in 2003. Operating costs associated with the facility are budgeted by the user department in conjunction with the Facilities Management Department. SOUTHEAST COMPLEX/EDC COURT This project will provide additional space for courtrooms at the Maricopa County Southeast Regional Campus. The EDC court will be located in the vacant detention area of the Sheriff’s Substation No. 1. This allows more space for Superior Court courtrooms in the main Courts building and allows vacant space to be fully utilized. The proposed improvements will provide an estimated 10,000 square feet for the Early Disposition Courtroom, a Judicial Suite, detention and public waiting areas, offices for the County Attorney, Public Defender, Adult Probation, Clerk of Court, and TASC offices. $2.5 million is budgeted for this project in FY 2001-02. OTHER DEPARTMENT PROJECTS Enterprise Fund projects comprise 2% of the County wide five-year Capital Improvement Plan or $29.9 million. Of this amount, projects from Maricopa Integrated Health Systems (MIHS) comprise $17.5 million, followed by Animal Care and Control with $6 million, and Environmental Services with $3.4 million. 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 Capital Improvement Plan. 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 million - $22 million for the clinic and $18 million for the hospital. Funding for these projects is provided through Certificates of Participation. - 138 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Comprehensive Health Care Clinic 3rd and 4th Floor Buildouts Maricopa Medical Center First Floor Reconfiguration Environmental Improvements Warehouse Buildout Glendale Dialysis Electrical Project Asbestos Abatement Design Fees for ER and New Tower South Central Renovation Security Control and Access FHC Improvements CAPITAL PROJECTS Following is a list of the projects being planned by MIHS. They include items that might otherwise be considered major maintenance; however, there are significant dollars attached and they are considered capital improvements in the MIHS budget. COMPREHENSIVE HEALTH CENTER REMODEL Involves renovation of existing first floor and build-out of second and third floors. Total scope of construction is approximately 150,000 square feet. The project includes acquisition of furniture and equipment and is scheduled to be complete in December of 2001. MARICOPA MEDICAL CENTER FIRST FLOOR RECONFIGURATION The project originally intending to completely remodel the first floor is on hold, until the master plan is complete. Minor remodeling will occur in seriously space-deprived areas such as the Emergency Department, Pediatric Emergency Department, and selected ancillary areas. ENVIRONMENTAL IMPROVEMENTS This is an on-going project to increase the aesthetics and functionality of the Health System. Interior projects, exterior painting, and parking improvements are some examples. WAREHOUSE BUILD-OUT The warehouse is under construction to provide a location for the new Long Term Care (LTC) Pharmacy and office space for Home Health and Attendant Care. The LTC Pharmacy will provide the Health Plans with a much needed service and the office space for Home Health and Attendant Care will reduce current rent expense. GLENDALE DIALYSIS The Glendale Dialysis project is underway to provide needed dialysis services to the west valley. The project will add the dialysis function to the existing Glendale Family Health Center. The project includes approximately 3,000 square feet of renovation and will be complete by the end of the summer. ELECTRICAL UPGRADES This project (currently underway) involves upgrading the hospital’s existing electrical distribution system. The current system is in poor shape and at risk of possible failure. The project should be complete in the fall of 2001. ASBESTOS ABATEMENT This is an on-going project to remove existing asbestos from the hospital. DESIGN FEES FOR REMODEL OF EMERGENCY DEPARTMENT AND ADDITION OF NEW TOWER The fees reflected are for the architectural design of the potential project. Remodel of the Emergency - 139 - CAPITAL PROJECTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Department and the addition of a new patient tower will allow MIHS to be competitive with other hospitals. SOUTH CENTRAL RENOVATION The South Central Family Health Center is in need of upgrading. Patient flow and confidentiality issues will be addressed in this project, which is scheduled to begin in the second half of the fiscal year. SECURITY ACCESS CONTROL AND CAMERA SYSTEM This project will tighten security at the Medical Center. The new equipment will replace existing nonfunctional equipment and will allow for expansion to remote sites. The access control system will be compatible with other County security systems. FAMILY HEALTH CENTER IMPROVEMENTS Environmental improvements at the family health centers will be addressed. ceilings, and minor remodel for patient flow and confidentiality are the focus. Paint, carpet, lights, ANIMAL CONTROL FACILITY The existing facility at the Durango Campus is out dated and undersized. Depending on the ability of this department to raise revenue, a new facility may be built. $6 million has been identified in FY 200405. The project, which would include refurbishing the existing site at Durango, is expected to cost $12,000,000 and must be fully supported by fees. $6 million has been set aside in the fourth year of this CIP. ENVIRONMENTAL SERVICES FACILITY Accumulated fund balance has been identified as a source of funding to provide new facilities that will allow the department to move out of leased space. Planning efforts are now underway. DEPARTMENT OF TRANSPORTATION PROJECTS Fund allocations for specific Department of Transportation projects for the next five years are detailed in the Five-year Department Summary that follows. FLOOD CONTROL DISTRICT PROJECTS Fund allocations for specific Flood District projects for the next five years are detailed in the Five-year Capital Projects Department Summary that follows. - 140 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Fund, Department, and PROJECT GENERAL FUND GENERAL GOVERNMENT Continuing Projects Medical Examiner Facility (Forensic Sciences Ctr.) New Public Services Building New Public Services Building Parking Security Building (ADA Improvements) MCSO Training Facility (Balance funded by Jail Tax) Public Health Facility New Projects Southeast Regional Property Acquisitions Subtotal FRC Recommended Projects CIP Program Reserve TOTAL GENERAL FUND PROJECTS CAPITAL PROJECTS DEPARTMENT SUMMARY Five Year Capital Improvement Plan by Fiscal year Budget Estimated Projected 2001-02 2002-03 2003-04 2004-05 2005-06 $ 9,548,200 $ 3,480,997 $- $- $- $ 13,029,197 26,037,000 10,503,200 170,000 - 51,887,000 1,648,158 3,666,301 59,030,048 - - - 136,954,048 12,151,358 170,000 3,666,301 3,500,000 7,000,000 1,500,000 - - 12,000,000 10,000,000 - - - - 10,000,000 $ 59,758,400 6,245,162 $ 67,682,456 - $ 60,530,048 - $- $- $ 187,970,904 6,245,162 $ 66,003,562 $ 67,682,456 $ 60,530,048 $- $- $ 194,216,066 $60,735,654 69,846,002 4,883,287 759,196 29,483,333 10,166,667 3,800,000 - $18,593,750 656,250 5,361,111 4,288,889 - - $- 2,429,485 128,077,160 2,031,156 192,730,969 12,297,008 2,431,024 72,646,122 22,628,892 2,500,000 3,800,000 $ 179,674,139 $ 28,900,000 $- $- $ 441,571,816 $- $- $- $- $ 10,000,000 $ 179,674,139 $ 28,900,000 $- $- $ 451,571,816 $ 3,400,000 $ 3,400,000 $$- $$- $$- $$- $ 3,400,000 $ 3,400,000 $$- $$- $$- $ 6,000,000 $ 6,000,000 $$- $ 6,000,000 $ 6,000,000 $ 3,400,000 $- $- $ 6,000,000 $- $ 9,400,000 SPECIAL REVENUE--DETENTION CRIMINAL JUSTICE FACILITIES DEVELOPMENT (CJFD) FMD Maintenance Facility $ 2,429,485 4th Avenue Jail 48,747,756 Jackson Street Garage 2,031,156 Lower Buckeye Jail 122,884,967 MCSO Training Facility 7,413,721 Facility Replacement/Relocations 1,015,578 Juvenile Durango 37,801,678 Juvenile Mesa 8,173,336 Southeast Courtroom Buildout 2,500,000 Early Felony Processing Courtroom* *(Potential proportional General Funds to support in part, depending on final use) Subtotal CJFD $ 232,997,677 GENERAL GOVERNMENT Detention Fund Project Contingency $ 10,000,000 TOTAL SPECIAL REVENUE-- $ 242,997,677 DETENTION FUNDS Other Special Revenue ENVIRONMENTAL SERVICES New or Expanded Facility Total Environmental Services ANIMAL CARE and CONTROL New Facility Total Animal Care and Control TOTAL OTHER SPECIAL REVENUE Five Year Total $- CAPITAL PROJECTS CAPITAL PROJECTS FUND SUMMARY - 141 - CAPITAL PROJECTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES CAPITAL PROJECTS FUND SUMMARY (CONTINUED) CAPITAL PROJECTS DEPARTMENT SUMMARY Five Year Capital Improvement Plan by Fiscal year Budget Estimated Projected 2001-02 2002-03 2003-04 2004-05 2005-06 MARICOPA INTEGRATED HEALTH SYSTEMS (MIHS) Comprehensive Health Care Clinic $ 11,330,000 $$$$3rd/4th Floor Buildouts Maricopa Medical Center First Floor Reconfiguration Environmental Improvements 1,000,000 Warehouse Buildout 900,000 Glendale Dialysis 200,000 Electrical Project 850,000 Asbestos Abatement 1,000,000 Design Fees for ER and New Tower 750,000 South Central Renovation 650,000 Security Control and Access 350,000 FHC Improvements 475,000 Fund, Department, and PROJECT Five Year Total $ 11,330,000 1,000,000 900,000 200,000 850,000 1,000,000 750,000 650,000 350,000 475,000 Total MIHS Projects $ 17,505,000 $- $- $- $- $ 17,505,000 TOTAL ENTERPRISE FUNDS $ 17,505,000 $- $- $- $- $ 17,505,000 $- $- $- $- $ 223,000 $ 223,000 1,000 120,000 93,000 1,000 2,602,000 1,087,000 120,000 3,784,000 5,000 5,000 241,700 49,000 100,000 5,000 5,000 215,000 5,000 - 2,410,000 1,315,000 250,000 - - 100,000 2,425,000 1,325,000 241,700 250,000 264,000 DEPARTMENT OF TRANSPORTATION (MCDOT) Bridge Projects Chandler Hts Rd Culvert at Eastern Canal Chandler Hts Rd @ Sanoki Wash Alma School Rd, North Bridge Grade Control Structure MC 85 @ Avondale Wash MC 85 @ Agua Fria / Bridge Scour Old US 80 @ Hassayampa / Scour Indian School @ Agua Fria / Scour Tuthill Rd @ Gila River / Scour Queen Creek Rd Culvert at Eastern Canal Power Rd Bridge @ Queen Creek Wash Deer Valley Rd Bridge @ New River Sub-Total Bridges 1,155,000 1,070,000 - - - 2,225,000 856,000 $ 2,312,700 3,625,000 $ 5,233,000 $ 6,000 $ 6,577,000 $ 1,310,000 4,481,000 $ 15,438,700 CDBG (CDAC) Assistance Program Sub-Total Enhancements 300,000 $ 300,000 300,000 $ 300,000 300,000 $ 300,000 300,000 $ 300,000 300,000 $ 300,000 1,500,000 $ 1,500,000 $- $- 400,000 $ 400,000 1,100,000 $ 1,100,000 $- 1,500,000 $ 1,500,000 - - 215,000 635,000 - 850,000 $- $- $ 215,000 $ 635,000 $- $ 850,000 $1,700,283 13,000 $3,435,000 1,913,000 $ 530,000 305,000 11,680,000 - $602,000 9,010,000 - $1,150,000 - $ 530,000 2,057,000 25,825,283 1,926,000 - - 2,673,000 - - 2,673,000 AzTech Smart Corridors Sub-Total ITS Local Roads 87th Ave Channel: Deer Valley Dr to Williams Rd Sub-Total Local Roads Primary Roads Warner Rd Lindsay to Greenfield 51st Ave: GRIC Bdry to Baseline Rd Ellsworth Germann to Baseline Gilbert Rd: Williams Field to Ray (IGA w/ Gilbert) MC 85: Estrella Pkwy to Litchfield - 142 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Fund, Department, and PROJECT MC 85: Cotton Lane to Estrella Pkwy Queen Creek Rd: Arizona Ave to McQueen Williams Field Rd: Gilbert to Lindsay Loop 303: Indian School to Clearview Chandler Blvd: West of Gilbert Rd Lake Pleasant Rd: Williams Rd to SR74 MC85: 107th Ave to 91st Ave MC85: 91st Ave to 75th Ave Riggs Rd: I-10 to Price Estrella Interim Loop 303 (II) McDowell Rd: Pima Fwy to Alma School Baseline Rd: 7th Ave to 43rd Ave 51st Ave: Broadway to Baseline Estrella Pkwy: Yuma to McDowell Gilbert Rd: McDowell to Thomas (PH 1) Loop 303: McDowell to 3/4 mi. N. of Thomas Riggs Rd: Arizona Ave to Gilbert Rd Estrella Rdwy and Grade Separation Sub-total Primary Roads Secondary Roads Bush Hwy II; McKellips to McDowell Ray Rd Lindsay to Greenfield Higley Rd Olney to Guadalupe Elliot Rd Val Vista to Greenfield Alma School Rd: McLellan to McKellips McQueen Rd: Queen Ck to Pecos Thomas Rd 99th Ave to 91st Ave Val Vista Dr: Ray to Warner 75th Ave: MC 85 to Van Buren Ocotilla: EOM to Palo Verde Ocotillo Rd: Basha to Arizona Ave El Mirage: Bell to Beardsley El Mirage: Beardsley to Loop 303 Meridian Rd: Southern to University Val Vista Dr: Riggs to 1/2 mi south Ellsworth: University to McLellan Northern Ave 95th Ave to 71st Ave 107th Ave Rose Garden to Jomax Lindsay Rd: Williams Field to Ray Rd Sub-Total Secondary Roads CAPITAL PROJECTS DEPARTMENT SUMMARY Five Year Capital Improvement Plan by Fiscal year Budget Estimated Projected 2001-02 2002-03 2003-04 2004-05 2005-06 1,260,000 250,000 2,975,000 1,090,000 821,000 3,500,000 3,524,000 Five Year Total 5,575,000 7,845,000 65,000 1,977,000 150,000 70,000 70,000 4,084,000 65,000 20,000 450,000 925,000 10,000,000 1,000,000 830,000 2,333,000 6,635,000 - 420,000 - 505,000 1,977,000 450,000 150,000 70,000 70,000 1,755,000 16,417,000 7,700,000 10,307,000 947,000 1,219,000 500,000 487,000 6,985,000 2,307,000 3,817,000 - 3,260,000 - 6,350,000 - 10,307,000 10,110,000 4,304,000 7,932,000 3,526,000 7,807,114 $ 28,474,397 $ 29,282,000 4,500,000 $ 34,374,000 $ 19,347,000 $ 12,534,000 4,500,000 7,807,114 $ 124,011,397 $5,000 245,000 35,000 48,000 100,000 85,000 66,000 1,539,320 36,000 $ 2,159,320 $5,000 1,350,000 1,000,000 2,130,000 $ 4,485,000 $ 717,000 550,000 1,050,000 680,000 5,000 1,013,000 1,949,000 530,000 2,067,000 $ 8,561,000 $1,996,000 531,000 4,149,000 2,600,000 $ 9,276,000 $9,712,000 $ 9,712,000 $ 717,000 550,000 1,050,000 680,000 2,011,000 11,501,000 1,949,000 530,000 35,000 48,000 100,000 1,350,000 1,000,000 85,000 6,282,000 1,539,320 2,166,000 2,600,000 $ 34,193,320 Safety Improvements Bartlett Lake Rd; Cave Creek to Horseshoe Williams Field @ Higley Loop 303 Intersection Improvements Bike Project McDowell Mt. Rd Signal Modernization Sub-Total Safety Improvements $ 35,000 $- $- $- $- $ 35,000 1,380,000 750,000 2,165,000 550,000 550,000 - 1,096,000 - 1,028,184 - 1,096,000 1,028,184 1,096,000 1,380,000 1,028,184 1,300,000 4,839,184 Total Project Development $ 35,411,417 $ 39,850,000 $ 43,856,000 $ 38,331,000 $ 24,884,184 $ 182,332,601 CAPITAL PROJECTS CAPITAL PROJECTS FUND SUMMARY (CONTINUED) - 143 - CAPITAL PROJECTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES CAPITAL PROJECTS FUND SUMMARY (CONTINUED) Fund, Department, and PROJECT PM 10 27th Ave: Twin Peaks to New River PM10 Program Reimbursements PM10 Roads in SE Mesa #1AA PM10 Roads in West Valley PM10 Roads in SE Valley PM10 Roads in SE Mesa #1AB PM10 Roads (Ph 2) in NE area (grp 1) PM10 Roads (Ph 2) in NE area (grp 2) PM10 Roads (Ph 2) in NE area (grp 3) PM10 Roads (Ph 3) in NE area PM10 Roads (Ph 2) in NW area (grp 1) PM10 Roads (Ph 2) in NW area (grp 2) PM10 Roads (Ph 2) in SW area PM10 Roads (Ph 2) in SE area PM10 Roads (Ph 3) in SE area PM10 Roads (Ph 3) in SW area PM 10 Roads (PH 3) in NE Area Total PM 10 System Supports R.O.W. In-fill on Road Inventory System GDACS: Geodetic Densification & Cadastral Surveys Construction Management Consultant Contracts (unspecified projects) Previous Year's Projects; backcharges Includes consultant fees, utility relocations, R/W, Construction Utility Locating (Pot-hole) Annual Contract Unallocated Force Account Preliminary Engineering Contracts (CAR's, PAR's, DCR's) Archeological On-Call Consultant contracts Geotechnical Services Annual On-Call Contracts Surveying Services; Annual On-Call Contracts General Civil Engineering; Annual OnCall Contracts Real Estate Appraisal Services; Annual On-Call Contracts Warranted Traffic Improvements (as needed) To be identified later Northeast Maintenance Facility Environmental Assessment Consultant Contracts for unspecified projects Haz-mat Consultant Services contracts; unspecified projects Biological Assessment Services, Consultant contracts unspecified projects R.O.W. Delineation Services, Consultant On-Call contracts - 144 - CAPITAL PROJECTS DEPARTMENT SUMMARY Five Year Capital Improvement Plan by Fiscal year Budget Estimated Projected 2001-02 2002-03 2003-04 2004-05 2005-06 Five Year Total $ 193,000 215,000 246,000 211,228 106,000 925,000 1,060,000 1,724,967 222,677 1,320,493 1,741,677 1,145,000 804,000 195,000 100,000 162,865 $ 10,372,907 $3,654,212 1,940,000 535,000 1,875,000 $ 8,004,212 $2,000,000 112,780 $ 2,112,780 $2,000,000 $ 2,000,000 $2,000,000 $ 2,000,000 $ 193,000 6,000,000 215,000 246,000 211,228 106,000 925,000 1,060,000 1,724,967 3,876,889 1,320,493 1,741,677 1,145,000 804,000 2,135,000 635,000 2,150,645 $ 24,489,899 $ 443,000 647,000 $ 442,000 647,000 $644,000 $- $- $ 885,000 1,938,000 - 75,000 75,000 75,000 75,000 300,000 350,000 350,000 350,000 350,000 350,000 1,750,000 - 50,000 50,000 50,000 49,000 199,000 3,513,000 300,000 4,511,000 300,000 5,419,000 300,000 5,504,000 300,000 5,683,000 300,000 24,630,000 1,500,000 - 50,000 50,000 50,000 50,000 200,000 - 50,000 50,000 50,000 50,000 200,000 - 50,000 50,000 50,000 50,000 200,000 - 75,000 75,000 75,000 75,000 300,000 - 50,000 50,000 50,000 50,000 200,000 - 100,000 100,000 100,000 100,000 400,000 - 38,000 38,000 1,000,000 38,000 1,400,000 38,000 2,400,000 152,000 - 10,000 10,000 10,000 10,000 40,000 - 10,000 10,000 10,000 10,000 40,000 50,000 50,000 50,000 50,000 50,000 250,000 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Fund, Department, and PROJECT Property Management on prior years CIP projects Total System Supports CAPITAL PROJECTS DEPARTMENT SUMMARY Five Year Capital Improvement Plan by Fiscal year Budget Estimated Projected 2001-02 2002-03 2003-04 2004-05 2005-06 50,000 50,000 50,000 50,000 50,000 Five Year Total 250,000 $ 5,353,000 $ 6,908,000 $ 7,371,000 $ 7,812,000 $ 8,390,000 $ 35,834,000 TOTAL CONSTRUCTION RELATED $ 51,137,324 $ 54,762,212 $ 53,339,780 $ 48,143,000 $ 35,274,184 $ 242,656,500 Project Reserves Account TAB Opportunities Dept Operations Funds on Hold Total Other $ 2,715,000 1,000,000 1,165,323 $ 4,880,323 $ 2,530,000 1,000,000 $ 10,665,000 1,000,000 $ 7,590,000 1,000,000 $ 25,900,000 1,000,000 $ 3,530,000 $ 11,665,000 $ 8,590,000 $ 26,900,000 $ 49,400,000 5,000,000 1,165,323 $ 55,565,323 GRAND TOTAL TRANSPORTATION IMPROVEMENT PROGRAM $ 56,017,647 $ 58,292,212 $ 65,004,780 $ 56,733,000 $ 62,174,184 $ 298,221,823 $ 1,718,000 120,000 62,000 661,000 11,613,000 765,000 463,000 8,315,000 296,000 238,000 2,154,000 1,146,000 2,343,000 3,679,000 - $ 805,000 1,200,000 7,800,000 1,200,000 9,135,000 250,000 500,000 4,700,000 6,480,000 3,500,000 - $ 1,635,000 150,000 5,555,000 250,000 8,200,000 15,400,000 3,500,000 - $ 1,269,000 2,500,000 800,000 5,000,000 4,000,000 6,900,000 13,600,000 - $2,500,000 5,000,000 1,500,000 1,385,000 5,000,000 4,000,000 10,600,000 700,000 $ 5,427,000 120,000 62,000 1,861,000 24,563,000 1,965,000 6,263,000 29,505,000 1,681,000 238,000 11,654,000 1,646,000 26,143,000 49,759,000 7,000,000 700,000 1,516,000 1,250,000 1,100,000 1,100,000 6,100,000 11,066,000 3,376,000 1,377,000 3,461,000 - 4,000,000 - 6,000,000 - 6,000,000 - 22,837,000 1,377,000 92,000 301,000 1,051,000 1,033,000 1,050,000 1,000,000 300,000 2,000,000 2,700,000 92,000 1,301,000 1,051,000 7,083,000 157,000.00 1,706,000 285,000 110,000 172,000 8,486,000 507,000 1,089,000 2,700,000 100,000 150,000 1,550,000 8,099,000 100,000 1,000,000 2,300,000 6,000,000 375,000 100,000 2,100,000 6,000,000 100,000 6,000,000 157,000.00 4,781,000 285,000 510,000 3,422,000 8,486,000 4,357,000 27,188,000 $ 54,831,000 $ 53,930,000 $ 50,490,000 $ 51,744,000 $ 51,585,000 $ 262,580,000 FLOOD CONTROL DISTRICT Drainage and Area Drainage Master Plans (ADMPs) Downtown Chandler Drainage Alma School Drain SE Phoenix Regional Basin Buckeye / Sun Valley ADMP Laveen ADMP Wittmann ADMP Update Spook Hill ADMP East Mesa ADMP Glendale / Peoria ADMP North Peoria ADMP Higley ADMP Adobe Dam ADMP Durango ADMP White Tanks ADMP Metro ADMP Fountain Hills ADMP Dams Dam Assessment Mitigation EMF Mitigation Aguila Mitigation Channels and Channelization Sossaman Channel Salt River Channel Greenway / Parkway Channel Queen Creek Channelization Other Ortho Aerial Photography Town Of Guadalupe Town Of Carefree CIP CARs PV, Scottsdale, Phoenix- PVSP Phoenix Rio Salado Skunk Creek / New River Bethany Home Outfall Subtotal Flood Control Projects CAPITAL PROJECTS CAPITAL PROJECTS FUND SUMMARY (CONTINUED) - 145 - CAPITAL PROJECTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES CAPITAL PROJECTS FUND SUMMARY (CONTINUED) Fund, Department, and PROJECT Project Reserve Dept Operations Funds on Hold CAPITAL PROJECTS DEPARTMENT SUMMARY Five Year Capital Improvement Plan by Fiscal year Budget Estimated Projected 2001-02 2002-03 2003-04 2004-05 2005-06 1,330,508 1,784,784 - Total Flood Control CIP $ 57,946,292 GRAND TOTAL CAPITAL PROJECTS ALL FUNDS $ 443,870,178 - Five Year Total 1,330,508 1,784,784 $ 51,585,000 $ 265,695,292 $ 359,578,807 $ 204,924,828 $ 114,477,000 $ 113,759,184 $ 1,236,609,997 $ 53,930,000 $ 50,490,000 $ 51,744,000 NEW FACILITY ONGOING OPERATING AND MAJOR MAINTENANCE COSTS Future operating and maintenance costs related to new facilities constructed or acquired through the Capital Improvement Program (CIP) are carefully considered before project commitments are made. The estimated costs, as well as anticipated savings in lease costs, are factored into the County’s 10year financial forecast. Estimates are also used to plan annual operating budgets. The ability to fund future operating costs is considered before projects are initiated. The Flood Control District utilizes its CIP prioritization procedure to limit future structure maintenance responsibility to only those projects that are multi-jurisdictional and regional in nature and involve main watercourses. NEW FACILITY OPERATING COSTS The estimated annual operating costs for the new general fund and detention fund facilities include utility costs, housekeeping staff, general maintenance commodities (e.g., janitorial supplies), and miscellaneous contract costs (e.g., janitorial contracts). The new Public Services Building Parking Garage houses the boiler room, which serves the new County Public Services Building and the new Durango Juvenile Detention facility; therefore, the utility costs for this facility are greater as additional costs are required for employees to operate the boiler room. The utility costs for the Lower Buckeye Central Services facility are greater as this facility includes a kitchen and freezer that will service the other jail facilities. The annual estimate of operating costs is based upon a 4% increase per year after the base year. NEW FACILITY MAJOR MAINTENANCE COSTS Once new facilities are placed in service, the major maintenance costs for the new general fund facilities are estimated as 1% of the total construction cost of the facility with costs increasing by 1% during the second year, 2% during the third year and held flat each year thereafter throughout the course of the maintenance project. Similarly, the major maintenance costs for the detention fund facilities are estimated as 1% of the total construction cost of the facility with an increase of 1% each year thereafter throughout the course of the maintenance project. Based upon a comparison of the costs of similar structures presently in the Flood Control District infrastructure inventory, the District maintains that the current CIP includes only three projects with a potential future increased or decreased maintenance impact. At the present time, the future maintenance status of the Alma School Drain project is in IGA negotiation with both the City of Mesa and SRP. The project will change the drain surface from unlined to lined resulting in a reduced overall maintenance burden in the future. District maintenance cost savings will be reduced approximately $5,000 per year in future years. The Sossaman Channel project will result in increased landscaping that - 146 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES CAPITAL PROJECTS will run the length of the channel. The cost per 1,000 linear feet of channel is estimated to increase from $258 to $650 resulting in an increase of approximately $2,300 per year. The East Maricopa Floodway project is planned for development over a six-year time frame and includes among other features the construction of several detention basins. The new basins will cost in terms of maintenance approximately $409 per acre per year over a total of 479 acres, resulting in a future per year maintenance burden of approximately $200,000. It should be noted that negotiations with local municipalities over future maintenance responsibility are in progress that could relieve the District of a portion of the future cost. The following table illustrates the estimated ongoing operating and major maintenance costs associated with new facilities constructed or acquired through the CIP. General Fund: New Facility Operating Costs Forensic Science Center Administrative Parking Garage New Administrative Services Building MCSO Training Academy Public Health Clinic Southeast Regional Land Acquisition FMD Support Building Total FY 01-02 $91,667 $ 91,667 FY 02-03 $ 171,600 190,042 104,000 $ 465,642 FY 03-04 $ 237,952 263,525 2,191,993 386,100 352,395 108,160 108,000 $ 3,648,126 FY 04-05 $ 247,470 274,066 2,279,673 401,544 366,491 112,486 112,320 $ 3,794,051 FY 05-06 $ 257,369 285,029 2,370,860 417,606 381,151 116,986 116,813 $ 3,945,813 Detention Fund: New Facility Operating Costs 4th Avenue Jail Lower Buckeye Adult Detention Center Jail Lower Buckeye Central Services Durango Juvenile Detention Durango Juvenile Courts Durango Juvenile Treatment Facility Mesa Juvenile Detention Durango Parking Garage Total FY 01-02 $182,614 635,000 $ 817,614 FY 02-03 FY 03-04 FY 04-05 FY 05-06 $ - $ 3,023,168 $ 3,875,856 $ 4,030,891 618,555 3,859,781 4,014,172 4,174,739 2,279,026 2,370,187 2,464,994 2,563,594 747,087 776,970 808,049 572,540 595,442 619,260 142,598 161,783 168,255 174,985 65,848 410,889 427,325 444,418 990,600 1,030,224 1,071,433 1,114,290 $ 4,096,626 $ 12,175,659 $ 13,394,447 $ 13,930,225 General Fund: New Facility Major Maintenance Forensic Science Center Administrative Parking Garage New Administrative Services Building MCSO Training Academy Public Health Clinic Southeast Regional Land Acquisition FMD Support Building Total FY 01-02 $$- FY 02-03 $ 73,875 73,875 $ 147,750 FY 03-04 $ 98,500 98,500 500,000 100,000 93,000 42,000 $ 932,000 FY 04-05 $ 197,000 197,000 1,000,000 200,000 186,000 84,000 $ 1,864,000 Detention Fund: New Facility Major Maintenance 4th Avenue Jail Lower Buckeye Adult Detention Center Jail Lower Buckeye Central Services Durango Juvenile Detention Durango Juvenile Courts Durango Juvenile Treatment Facility Mesa Juvenile Detention Durango Parking Garage Total FY 01-02 $44,917 52,500 $ 97,417 FY 02-03 $175,000 539,000 40,333 27,500 90,000 $ 871,833 FY 03-04 $ 744,750 2,100,000 1,078,000 230,000 180,000 88,000 330,000 180,000 $ 4,930,750 FY 04-05 FY 05-06 $ 1,986,000 $ 2,979,000 3,150,000 4,200,000 1,617,000 2,156,000 460,000 690,000 360,000 360,000 132,000 176,000 495,000 660,000 180,000 180,000 $ 8,380,000 $ 11,401,000 FY 05-06 $ 197,000 197,000 2,000,000 200,000 186,000 84,000 $ 2,864,000 - 147 - CAPITAL PROJECTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES LEGEND NOTES TRANSFORMER DUPLEX CONVENIENCE OUTLET INCANDESCENT INDICATOR LIGHT FUSE EARTH GROUND OVERLOAD THERMAL RELAY-LINE CIRCUIT - 148 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEBT SERVICE DEBT SERVICE DEBT MANAGEMENT PLAN INTRODUCTION TO DEBT A comprehensive debt plan should be developed by all jurisdictions intending to issue debt. The purpose of Maricopa 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. 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 the County. 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. Decisions regarding the use of debt will be based in part on the long-term needs of the County and the amount of equity (cash) dedicated in a given fiscal year to capital outlay. A disciplined, systematic approach to debt management should allow the County to enhance its credit ratings. The information contained herein reflects the current debt status of Maricopa County for the fiscal year ended June 30, 2000. The tables have been compiled by the Department of Finance. Portions of this Debt Management Plan are contained in the Comprehensive Annual Financial Report (CAFR) for the fiscal year ended June 30, 2000. A copy of the CAFR can be viewed at: http://www.maricopa.gov/finance. CURRENT DEBT SITUATION It is recognized that all debt, regardless of the source of revenue pledged for repayment, represents some sort of cost to taxpayers or ratepayers. Therefore, all types of County debt/obligations are considered herein. While lease-secured and certificate of participation obligations may not be debt under strict legal definitions, they still require future appropriations, and are a fixed charge. These lease payments and other non-bond obligations are added as defacto debt by most security analysts when calculating an issuers debt ratios. DEBT ISSUANCE HISTORY The County has used debt financing for many years to finance infrastructure. The following chart illustrates the amount of debt, as well as, categories of outstanding debt for the fiscal year ended June 30, 2000. The amounts shown as outstanding are after the July 1, 2000, accrual for payment of principal and interest (if applicable). The debt service expenditures are accrued in the current period (before they are due and payable) because the resources are available in a dedicated debt service fund and the interest and principal payments are due and payable early in the following fiscal year. - 149 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEBT SERVICE DEBT SERVICE REQUIREMENTS TO MATURITY All Categories Of Debt Principal And Interest Maricopa County, Arizona As of June 30, 2000 Fiscal Year Ended June 30th Category of Bonds 1996 1997 1998 1999 2000 BONDS General Obligation $142,506,430 $116,542,735 $90,592,460 Stadium District (1 & 2) 63,473,580 76,633,420 72,270,175 67,909,481 63,543,961 Special Assessment (1) 725,205 843,895 696,604 1,264,278 961,761 Housing Department 180,181 160,543 144,220 125,568 107,460 42,970,598 36,344,399 32,919,169 26,205,737 28,157,581 17,942,385 17,973,888 17,973,888 17,973,888 0 4,009,714 3,749,800 3,490,206 3,243,884 2,997,562 Certificates of Participation (3) $194,396,883 $168,431,175 NOTES PAYABLE Housing Department (4) LOANS PAYABLE Housing Department CAPITAL LEASE Enterprise Funds Long-Term Debt Acct. Group TOTAL 4,433,848 2,964,566 2,137,120 1,191,850 633,070 13,846,507 10,459,924 20,459,172 20,295,592 21,335,458 $341,978,901 $317,561,610 $292,596,984 $254,753,013 $208,329,313 Notes: (1) Does not represent an obligation of the County. (2) The principal and interest on the Second Subordinate Capital Appreciation Net Revenue Bonds ($6,669,259) and the IGA City of Mesa Municipal Development Corporation Revenue Bonds Series 1996B ($8,895,000) have been excluded from the above schedule as the timing of the repayments cannot be determined due to these bonds having variable interest rates and other factors affecting future payments. Included in the Stadium District revenue bonds are Stadium District debt with governmental commitment (IGA Peoria Sports Complex Series 1993A) which are obligations issued by other municipalities on behalf of the Stadium District. Under the Intergovernmental Agreement (IGA), the Stadium District has agreed to pay principal and interest due on the bonds from Stadium District revenue. (3) Includes amounts applicable to the Enterprise Funds and the General Fund. (4) Under the direction of the U.S. Department of Housing and Urban Development (HUD) Public Housing Authority GAAP Conversion Guide dated January 1, 2000, Maricopa County will no longer report a liability for the $17,973,888 of Housing Department permanent notes and interest. 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: - 150 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES PAY-AS-YOU-GO FINANCING DEBT SERVICE A vehicle to deal with temporary cash flow difficulties. This arises when cash receipts do not follow the same pattern as cash outlays. To handle unexpected costs resulting from natural emergencies or other significantly unexpected events. In anticipation of issuing a long-term bond for capital financing. This form of financing offers an opportunity to borrow for short periods until the true, final costs of a project are known. 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 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 (TAN’s) are notes issued in anticipation of the collection of taxes, as referenced in the Arizona Revised Statutes (A.R.S.), 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 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 Letter 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 not needed to issue additional TAN’s. - 151 - DEBT SERVICE MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES GENERAL OBLIGATION BONDS (GO) Bond security is the taxing power of the state or local government, as referenced in the A.R.S., Title 35, Chapter 3, 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) COP’s represent proportionate interests in semiannual lease payments. Participation in the lease is sold in the capital markets. The County’s obligation to make lease payments is 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. A.R.S., Title 11, Chapter 2, Article 4, §11-251, Paragraph 46, provides for a maximum repayment term of twenty five years for the purchase or improvement of real property. LEASE-PURCHASE Lease-Purchase financing provides long-term financing through a lease (with a mandatory purchase provision). This method does not constitute indebtedness under a state or local government’s constitutional debt limit and does not require voter approval. In a lease-purchase transaction, the asset being financed can include new capital asset needs or assets under existing lease agreements. SPECIAL ASSESSMENT BONDS Special Assessment Bonds are issued to districts that are within a legally designated geographic area located within the County, which through the consent of the affected property owners, pay for basic infrastructure and public improvements to the area through a supplemental assessment. This financing approach achieves the objective of tying the repayment of debt to those property owners who most directly benefit from the improvements financed. - 152 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES 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 County’s outstanding general obligation indebtedness with respect to its constitutional general obligation debt limitation. DEBT SERVICE DEBT LIMIT 1999-00 Constitutional General Obligation Bonding Capacity Maricopa County, Arizona 1999-00 Secondary Assessed Valuation $ 18,676,830,848 15% of Secondary Assessed Valuation Less: GO Bonded Debt Outstanding Plus: GO Debt Service Fund Balance Unused Fifteen Percent Borrowing Capacity $ 2,801,524,627 (79,595,000) 0 2,721,929,627 $ RATING AGENCY 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 ability 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 IBCA 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: Economic conditions – stability of trends, Debt-history of County – debt and debt position, Governmental/administration – organizational structure of the County, Financial performance – current financial status and the history of financial reports, Debt Management – debt policies, including long-term planning. Each of the rating agencies has their own method of assigning a rating on the ability and willingness of a borrower to repay in full and on time. 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. - 153 - DEBT SERVICE MARICOPA COUNTY FY 2001-02 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 Predominantly speculative Speculative, low grade Poor to default Highest speculation Lowest quality, no interest RATING AGENCIES Standard & Poor’s Fitch Moody’s AAA Aaa AAA AA Aa AA A A A BBB Baa BBB BB Ba BB B B B CCC Caa CCC CC Ca CC C C C DDD DDD In default, in arrears DD DD Questionable value D 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 ratings upgrades from Fitch IBCA and Moody’s Investors Service on April 5, 2000, and May 26, 2000, respectively. 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 illustrates a history of the County’s various debt ratings. Type of Debt General Obligation Stadium District Revenue Bonds Fitch Date Rating Assigned AA 4/5/00 Moody's Date Rating Assigned Standard & Poor's Date Rating Assigned Aa3 5/26/00 A+ 4/11/97 A-1 A-2 A Aa Aa-1 Aa 11/6/98 3/17/97 6/13/94 7/26/93 8/21/81 12/6/72 A AA 5/27/94 6/2/76 Aaa (1) AAA (1) (1) First lien bonds are insured, no underlying rating. Second subordinate capital appreciation bonds were a private placement, therefore, they were not rated or insured. 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 - 154 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEBT SERVICE applied to all debt within the County which 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 is the comparison of direct net debt to the County's taxable value. The same ratio is applied to all debt within the County and is referred to as the Overall Net Debt as a percentage of Full Value Property. The Full Value Property Per Capita ratio represents the per capita value of taxable property in the County. An explanation of how each ratio is calculated is included in the notes below. 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 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 (4) Direct Net Debt Per Capita Overall Net Debt Per Capita Direct Net Debt As Percentage Of Full Value Property Overall Net Debt As % Of FV Property FV Property Per Capita Audited 6/30/99 $99,910,000 (1,240,000) Audited 6/30/00 $79,595,000 0 Projected 6/30/01 $58,205,000 0 Projected 6/30/02 $39,350,000 0 17,633,952 18,121,511 20,667,686 17,222,210 $136,971,638 $114,938,721 4,751,102,012 5,159,228,001 $4,888,073,650 $5,274,166,722 14,074,040 13,575,119 $85,854,159 5,494,577,821 $5,580,431,980 11,232,088 9,804,315 $60,386,403 5,851,725,379 $5,912,111,782 2,806,100 $128,171,305 2,879,492 $142,792,237 2,951,479 $154,929,577 3,025,266 $168,098,591 $48.81 $39.92 $29.09 $19.96 $1,741.95 $1,831.63 $1,890.72 $1,954.25 .1069% .0805% .0554% .0359% 3.81% 3.69% 3.60% 3.52% $45,675.96 $49,589.38 $52,492.18 $55,564.90 Notes: (1) Projected overlapping debt was based on a 6.5% increase for 2001 and 2002. (2) Source: Arizona Department of Economic Security. Projection for 2001 and 2002 was based on a 2.50% growth rate. (3) Taxable Property Estimates: 2000 provided by the Assessor’s Office; 2001 and 2002 based on 8.5% estimated annual growth; amounts are in billions (000’s omitted). (4) 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 - 155 - DEBT SERVICE MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES The following sections of the Debt Management Plan contain information on the obligations of Maricopa 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 included 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. The following tables and chart illustrate the existing debt service for the outstanding general obligation bonded debt currently paid by ad valorem taxes. DEBT SERVICE REQUIREMENTS TO MATURITY General Obligation Bonds Maricopa County, Arizona As of June 30, 2000 th FY End June 30 Principal Interest Debt Service 2001 $ 21,390,000 $ 4,551,675 $ 25,941,675 2002 18,855,000 3,305,035 22,160,035 2003 19,350,000 2,165,750 21,515,750 2004 20,000,000 975,000 20,975,000 TOTAL $ 79,595,000 $ 10,997,460 $ 90,592,460 SUMMARY OF PRINCIPAL AMOUNT OUTSTANDING BY ISSUE As of June 30, 2000 Bond Issue Amount 1992 Bond Issue – Refunding $ 1,625,000 1992 Bond Issue – Refunding 49,450,000 1986 Bond Issue – Series D (1993) 23,000,000 1994 Bond Issue – Refunding (1994A Tax Exempt) 1,835,000 1995 Bond Issue – Refunding 3,685,000 TOTAL $ 79,595,000 - 156 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEBT SERVICE DEBT SERVICE REQUIREMENTS General Obligation Bonds Interest Principal 30,000,000 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 0 2001 2002 2003 2004 STADIUM DISTRICT The Stadium District was formed through action of the Maricopa County Board of Supervisors in September 1991 pursuant to the A.R.S., Title 48, Chapter 26. The Stadium District has two purposes: 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. 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, Colorado Rockies, Milwaukee Brewers, Oakland Athletics, San Diego Padres, San Francisco Giants, Seattle Mariners, Chicago White Sox and Arizona Diamondbacks. 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 A.R.S., 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. The following provides additional information regarding the Stadium District’s Subordinate Debt and Second Subordinate Debt. - 157 - DEBT SERVICE MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES SUBORDINATE DEBT On June 1, 1993, the City of Peoria issued $24,160,000 of 1993 Series A Bonds on behalf of the Stadium District to construct the Peoria Sports Complex for use by the San Diego Padres and the Seattle Mariners. The Stadium District entered into an Intergovernmental Agreement (IGA) with the City of Peoria and the City of Peoria Municipal Sports Complex Authority, pursuant to which the Stadium District has agreed to pay the principal and interest payments due on the bonds from Stadium District Revenues. Stadium District Revenues in the Peoria Subordinated Obligation Subaccount remain subject to the pledge and priority lien of the Stadium District Bonds. 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 remarketed by their remarketing agent at an annual interest rate necessary to market such bonds at prices equal to 100% of the principal amounts thereof, which is not to exceed 15%. On March 10, 1997, the Stadium District issued $10,000,000 in Second Subordinate Capital Appreciation Net Revenue Bonds to assist in the construction of the City of Phoenix Maryvale Baseball Park for use by the Milwaukee Brewers. Pursuant to terms of the agreement, the Stadium District will, as certain specified revenues become available in the future, prepay the bonds. The following tables illustrate the existing debt service for the outstanding Stadium District Revenue Bonds and Second Subordinate Bonds. SUMMARY OF PRINCIPAL AMOUNT OUTSTANDING BY ISSUE As of June 30, 2000 Bond Issue Amount Series 1993A $10,335,000 Series 1993B 2,020,000 Series 1996 8,680,000 IGA Peoria Sports Complex Series 1993A 19,330,000 Sub-Total $40,365,000 Second Subordinate Obligation: IGA Mesa Municipal Development Corporation Series 1996B Capital Appreciation Bonds TOTAL - 158 - 8,895,000 6,669,259 $55,929,259 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEBT SERVICE DEBT SERVICE REQUIREMENTS TO MATURITY Stadium District Revenue Bonds Maricopa County, Arizona As of June 30, 2000 Principal Interest $ 1,785,000 $ 2,572,155.00 1,875,000 2,470,682.50 1,985,000 2,361,105.00 2,105,000 2,242,300.00 2,240,000 2,111,295.00 2,390,000 1,970,037.50 2,550,000 1,817,592.50 2,720,000 1,652,817.50 2,905,000 1,476,107.50 3,110,000 1,280,377.50 3,325,000 1,070,387.50 3,560,000 845,322.50 3,810,000 604,117.50 1,880,000 345,287.50 2,000,000 237,187.50 2,125,000 122,187.50 $ 40,365,000 $ 23,178,961.00 FY End June 30th 2001 2002 2003 2004 2005 2006 2007 2008 2009 2110 2111 2112 2113 2114 2115 2116 TOTAL $ Debt Service 4,357,155.00 4,345,682.50 4,346,105.00 4,347,300.00 4,351,295.00 4,360,037.50 4,367,592.50 4,372,817.50 4,381,107.50 4,390,377.50 4,395,387.50 4,405,322.50 4,414,117.50 2,225,287.50 2,237,187.50 2,247,187.50 $ 63,543,961.00 DEBT SERVICE REQUIREMENTS Stadium District Revenue Bonds Interest Principal 4,500,000 4,000,000 3,500,000 3,000,000 2,500,000 2,000,000 1,500,000 1,000,000 2115 2113 2111 2009 2007 2005 2003 0 2001 500,000 Note: The principal and interest on the Second Subordinate Capital Appreciation Net Revenue Bonds ($6,669,259) and the IGA City of Mesa Municipal Development Corporation Revenue Bonds Series 1996B ($8,895,000) have been excluded from the Debt Service Requirements To Maturity and the Debt Service Requirements graph as the timing of the repayments cannot be determined due to these bonds having variable interest rates and other factors - 159 - DEBT SERVICE MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES affecting future payments. Included in the Stadium District revenue bonds are Stadium District debt with governmental commitment (IGA Peoria Sports Complex Series 1993A) which are obligations issued by other municipalities on behalf of the Stadium District. Under an Intergovernmental Agreement (IGA), the Stadium District has agreed to pay principal and interest due on the bonds from Stadium District revenue. SPECIAL 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. County Improvement Districts are further described in A.R.S., Title 48, Chapter 6, Article 1. 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 estimates soon follow. Each of these early phases of the improvement district process contains 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. The following table illustrates the outstanding principal amount by issue for the Assessment District Bonds. SUMMARY OF PRINCIPAL AMOUNT OUTSTANDING BY ISSUE As of June 30, 2000 Bond Issue Amount Boulder $ 5,299.91 158th Street 3,825.13 Grandview Manor 44,099.03 Queen Creek Water 257,134.69 Fairview Lane 13,486.50 East Fairview Lane 25,579.02 White Fence Farms 58,451.03 104th Place/University Drive 39,377.10 Central Avenue 204,452.87 Billings Street 7,683.01 TOTAL $ 659,388.29 - 160 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES These bonds are due annually in varying principal and interest amounts, and are payable from Federal government subsidies. The Housing Department loans payable at June 30, 2000, consisted of the following outstanding notes. The Department sold notes to the Federal Financing Bank. These notes will be repaid through Federal government subsidies. DEBT SERVICE HOUSING DEPARTMENT DEBT SERVICE REQUIREMENTS TO MATURITY Housing Department Loans Payable Maricopa County, Arizona As of June 30, 2000 FY End June 30th Principal 2001 $ 115,484.04 2002 106,577.64 2003 113,611.76 2004 121,110.14 2005 128,828.52 2006 137,606.09 2007 146,688.09 2008 156,369.50 2009 166,517.98 2010 177,680.08 2011 189,406.96 2012 201,907.82 2013 215,194.86 TOTAL $ 1,976,983.48 Total Debt Service $ 246,322.41 229,436.60 229,436.60 229,436.60 229,436.60 229,436.60 229,436.60 229,436.60 229,436.60 229,436.60 229,436.60 229,436.60 229,436.60 $ 2,997,561.61 Interest $ 130,838.37 122,858.96 115,824.84 106,326.46 100,608.08 91,830.51 82,748.51 73,067.10 62,918.62 51,756.52 40,029.64 27,528.78 14,241.74 $ 1,020,578.13 DEBT SERVICE REQUIREMENTS Housing Department Loans Payable 250,000 Interest Principal 200,000 150,000 100,000 2013 2012 2011 2010 2009 2008 2007 2006 2005 2004 2003 2002 0 2001 50,000 The following illustrates the debt service for the outstanding Public Housing bonds which are payable from Federal government subsidies. - 161 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEBT SERVICE DEBT SERVICE REQUIREMENTS TO MATURITY Housing Department Bonds Maricopa County, Arizona As of June 30, 2000 FY End June 30th Principal 2001 $ 14,114.01 2002 16,936.81 2003 14,114.01 2004 16,936.81 2005 16,936.81 2006 16,936.84 TOTAL $ 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 DEBT SERVICE REQUIREMENTS Housing Department Bonds Interest 20,000 Principal 15,000 10,000 2006 2005 2004 2003 2002 0 2001 5,000 CERTIFICATES OF PARTICIPATION Certificates of Participation represent proportionate interests in semiannual lease payments. The County’s obligation to make lease payments are subject to annual appropriations being made by the County for that purpose. On August 1, 1993, Maricopa County issued $3,850,000 of Certificates of Participation to assist in the acquisition, construction and equipping of the County’s West Mesa Justice Court and Northwest Regional Probation Center facilities. Additionally, the proceeds were used for an advance refunding of the Certificates of Participation Series 1989 and to prepay land purchase agreements the County had previously executed with the State of Arizona. On August 1, 1994, Maricopa County issued $30,000,000 of Certificates of Participation to assist in the acquisition of the County’s Southeast Juvenile Court and Detention Center and its adult detention facility know as the Estrella Jail Complex. On August 1, 1996, Maricopa County issued $2,500,000 of Certificates of Participation to pay for the cost of a building for Maricopa County Regional School District 509. - 162 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES The following illustrates the debt service for the outstanding Certificates of Participation. DEBT SERVICE REQUIREMENTS TO MATURITY Certificates of Participation Maricopa County, Arizona As of June 30, 2000 FY End June 30th Enterprise Funds General Long Term Account Group 2001 2002 2003 2004 2005 After 2005 Total principal and interest Amount representing interest Total payable at June 30, 2000 $ 839,557 803,826 803,860 805,447 760,958 3,752,911 7,766,559 (2,100,388) $5,666,171 $ 4,671,788 4,579,683 4,580,727 4,482,259 326,120 1,750,445 20,391,022 (3,168,812) $17,222,210 DEBT SERVICE On February 1, 2000, Maricopa County issued $5,300,000 of Certificates of Participation to pay for the cost of construction for the Avondale Family Health Center. Total Debt Service $ 5,511,345 5,383,509 5,384,587 5,287,706 1,087,078 5,503,356 28,157,581 (5,269,200) $ 22,888,381 SUMMARY OF PRINCIPAL AMOUNT OUTSTANDING BY ISSUE As of June 30, 2000 Certificate of Participation Issues Amount Series 1993 Certificates of Participation $ 1,300,001 Series 1994 Certificates of Participation 14,285,000 Series 1996 Certificates of Participation 2,003,380 Series 2000 Certificates of Participation 5,300,000 TOTAL $ 22,888,381 CAPITAL LEASES (LEASE-PURCHASE OBLIGATIONS) Maricopa County uses lease-purchase financing to expand its borrowing power. This financing technique provides long-term financing through a lease (with a mandatory purchase provision). The County negotiates a multi-year contract with lending institutions to finance various pieces of equipment. Lease-purchase agreements use non-appropriation clauses to avoid being classified as long term debt, which might be subject to State legal restrictions. This clause allows the government to terminate the lease without penalty. However, because it is not likely that the County would be willing to forego the property, lease-purchase agreements are considered long-term obligations for policy planning purposes, regardless of the legal structure. The County maintains several capital leases, with five leases accounting for the majority of the balance. The departments and leased equipment include Elections Department optical scan counter, General Government SmartZone radio system, two Sheriff’s helicopters, and Facilities Management energy savings retrofit. The security for lease-purchase financing is the lease payments made by the County and, where legally permitted, also the asset being financed. The following schedule shows all outstanding capital leases for the Enterprise Funds and the General Long Term Debt Account Group as of June 30, 2000. - 163 - DEBT SERVICE MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES - 164 - Capital Leases Maricopa County, Arizona Fiscal Year Ended June 30, 2000 2000-01 2001-02 2002-03 2003-04 2004-05 Thereafter Total minimum lease payments Less: Amount representing interest Present value of net minimum lease payments $ 5,281,159 3,731,784 3,014,194 2,546,944 2,485,438 4,909,009 21,968,528 (3,238,223) $ 18,730,305 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Regular, updated debt policies can be an important tool to ensure the use of the County’s resources to meet its commitments to provide needed services to the citizens of Maricopa County and to maintain sound financial practices. DEBT SERVICE DEBT POLICIES ADMINISTRATION OF POLICY The Chief 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 Chief Administrative Officer 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 Chief 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. 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 premarketing efforts, or factors are present that are expected to result in an insufficient number or 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 - 165 - DEBT SERVICE MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES insurance benefit (present value of debt 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. 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 for 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 financing 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 others. 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 viewed 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 - 166 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Copies of official statements for future issuance’s of its bonds will be available through the following recognized municipal repositories: Bloomberg Municipal Repositories P.O. Box 840 Princeton, NJ 08542 Phone: (609) 279-3225 Fax: (609) 279-5962 Internet: Munis@Bloomberg.com DPC Data Inc One Executive Drive Fort Lee, NJ 07024 Phone: (201) 346-0701 Fax: (201) 947-0107 Internet: nrmsir@dpcdata.com Interactive Data Attn: Repository 100 Williams Street New York, NY 10038 Phone (212) 771-6899 Fax: (212) 771-7390 Email: NRMSIR@interactivedate.com Standard & Poor’s J.J. Kenny Repository 55 Water Street – 45th Floor New York, NY 10041 Phone: (212) 438-4595 Fax: (212) 438-3975 Email: nrmsir_repository@sandp.com DEBT SERVICE dictated by state and national regulatory bodies. 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 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 “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. - 167 - DEBT SERVICE MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES MODIFICATION TO POLICIES These policies will be reviewed annually and significant changes may be made with the approval of the County Manager. Significant policy changes will be presented to the Board of Supervisors for approval. - 168 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES PROFILE Collectively, the cities of Maricopa County make up what is known as the Valley of the Sun. Maricopa County is one of the fastest growing counties in the nation with a population of over 3 million. It is the 4th most populous county in the United States and is larger in population than 21 states. Created in 1871 the County is named after the Maricopa Indian Tribe that is known to have inhabited the area as early as 1775. Today, Indian Reservations make-up 5% of total land ownership while individuals and corporations own 29%, the Bureau of Land Management 28%, the U.S. Forest Service 11%, the State of Arizona 11%, leaving the remaining 16% publicly owned land. COUNTY AT A GLANCE COUNTY AT A GLANCE The County’s boundaries have not changed since 1881. The County measures 132 miles from east to west and 103 miles from north to south. Within the boundaries are 9,124 square miles of land and 98 square miles of water, making it the 14th largest county in the United States. Maricopa County is larger than seven states (New Hampshire, Hawaii, Massachusetts, New Jersey, Connecticut, Delaware, Rhode Island) and the District of Columbia. It is also home to the nation’s largest regional parks system measuring over 116,000 acres. 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 has the largest population of the 15 counties in the State of Arizona. A County Administrative Officer, appointed by the Board of Supervisors, is responsible for the administration of Maricopa County. The State Capital and County seat are located in Phoenix. 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 5th busiest airport in the world for aircraft operations, takeoffs and landings, servicing over 36 million air passengers annually and over 200 cities worldwide. - 169 - COUNTY AT A GLANCE MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES There are 61 hospitals within the County providing nearly 10,000 hospital beds. Maricopa County’s 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 offers a broad range of community and cultural facilities and activities. Professional sports prosper in Maricopa County. Teams include the Phoenix Suns of the National Basketball Association; the Phoenix Mercury of the Women’s National Basketball Association; Arizona Diamondbacks of Major League Baseball; the Phoenix Coyotes of the National Hockey League; and the Arizona Cardinals of the 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 inter-collegiate athletics also. There are golf tournaments sanctioned by the 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, 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 the Chicago Cubs, Milwaukee Brewers, San Francisco Giants, Anaheim Angels, Seattle Mariners, San Diego Padres and Oakland A’s. ECONOMY Maricopa County, like other areas across the nation, is experiencing a slowing in economic growth. The Arizona Blue Chip December 2000 issue suggests “the slower growth has to do with national rather than local factors that, for the first time in years, bring some clouds onto the horizon”. These “clouds” include such items as a possible continued decline in consumer confidence, one of the highest consumer debtservice payments relative to income that has been seen in a decade, extremely low personal savings rates, a non-sustainable trade gap and high oil prices that take away from other types of consumption. Elliott D. Pollack & Co., a local economist, suggest that a recession is possible. Overall, the rate of economic growth is slowing. The indicators shown on the forecast chart at left evidence this. The growth in the nation’s personal income of 7.3% was only slightly higher than that of Maricopa County’s 7.1% during 2000. - 170 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES COUNTY AT A GLANCE Employment growth is on the decline in Maricopa County. During the year 2000, the greater Phoenix area, (also referred to as Maricopa County), ranked 2nd in employment growth of the 30 metropolitan statistical areas with populations greater than 1 million. That may not be the case in 2001 and 2002 according to the employment forecast shown at left. Manufacturing employment is under pressure. High-technology manufacturing employment represents 42% of total manufacturing employment in Maricopa County, versus 14% in the U.S. Real gross domestic product (GDP) increased at an annual rate of 1.3% in the first quarter of 2001, according to preliminary estimates released by the Bureau of Economic Analysis (BEA). In the fourth quarter, real GDP increased 1.0%. Personal consumption expenditures were the largest contributor to the increase in GDP. Government spending, nonresidential structures and residential structures also contributed to the increase. The contributions of these components were partly offset by a large decrease in private inventory investment and decreases in exports and in equipment and software. Imports, which are a subtraction in the calculation of GDP, decreased. - 171 - COUNTY AT A GLANCE MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES POPULATION According to the Arizona Department of Economic Security, Maricopa County’s estimated population as of July 1, 2001, stands at 3,029,150. Of the 3,141 counties in the nation, Maricopa County ranks 4th in population. The County’s population is larger than 21 states and the District of Columbia. 60% of the State of Arizona’s population resides in Maricopa County. The chart at right compares Maricopa County’s population trend to that of the State of Arizona. Maricopa County’s population growth is slowing. The County gained 94,993 citizens in the past year, a 2.5% increase in population from July 1, 2000. The July 1, 1999 to July 1, 2000 population growth of 2.6% is 1/10th of 1% more than the 2.5% current year growth. The County continues to see reductions in overall population growth. According to the Arizona State University Center for Business Research, the number of births in Maricopa County is expected to rise due to the increase in migration by women of childbearing age. The increase from 51,000 in 1999 to 54,000 in 2010 and 63,000 in 2020 will be much less rapid than the 20,000 to 40,000 increases seen between 1976 and 1990. Maricopa County’s death rate is expected to accelerate due to the increased proportion of elderly in age brackets with high death rates. This acceleration combined with the slowing in birth rates will remain at current levels compared to the big increase of the mid-1970s through 1990. Population growth rates in Maricopa County contain three major components, births, deaths and migration. Maricopa County’s growth reflects a national trend of population shifts to the Sunbelt states. - 172 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES COUNTY AT A GLANCE As demonstrated on the chart at left, Maricopa County’s net migration is projected to continue to rise over the next 10 years due to increases in the national population, changes in the age structure of the population, along with slight increases in migration rates in some age groups and increases in births. These are offset by slight increases in deaths. Migration flows to and from Maricopa County are primarily with other U.S. states, mainly California and neighboring states, or more distant but populous states such as New York and Illinois. Employment opportunity in Maricopa County is the most important factor explaining the high influx of people to the County. Immigration and emigration contributes to Maricopa County’s net migration, but information is limited. The aging of Maricopa County is very important as it affects the revenue and expenditure profile. As demonstrated on the chart at right, the largest portion of our population lies in the 0 – 19 and 35 – 49 age groups. This is a surprising change from prior years when the 45 – 65 year olds accounted for the bulk of the growth in population. The age mix of a population may affect revenues such as sales taxes (consumer spending), residential property taxes and vehicle license taxes due to the migration factor in population growth. - 173 - COUNTY AT A GLANCE MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES According to the U.S. Census Bureau, the most recent population estimate for Maricopa County by race for all persons over the age of 18 and as of July 1, 2000 shows the following distributions: White persons comprised 62.5% Persons of Hispanic or Latino origin comprised 19.4% Other origins comprised 10.5% Black or African American persons comprised 3.4% Asian persons comprised 2.1% American Indian and Alaska Native persons comprised 1.9% Native Hawaiian and Other Pacific Islander persons comprised 0.2% EMPLOYMENT Maricopa County makes up 67% of the state’s employment base. The average annual growth in total nonfarm payroll employment is forecast to decrease from 3.7% in 2000 to 3.2% in 2001, according to the March 13, 2001 edition of Arizona’s Workforce. The employment slow-down suggests some fundamental economic weakness, as is occurring throughout Arizona and the nation. The mix of employment is probably as well diversified as any county its size in the country. While the County may be under-weighted in manufacturing, a much higher percentage of the area’s manufacturing is in high technology-related manufacturing, such as computers, components, aerospace and scientific instrumentation. The chart at left shows Maricopa County’s wage and salary employment incremental growth forecast. The construction industry may be the hardest hit in terms of a large singular downward swing in the coming year. Maricopa County’s unemployment rate has generally been consistently below the state and national average. As of January 2001, the unemployment rate for Maricopa County was 2.7%, compared to 3.9% and 4.2% for Arizona and the United States, respectively. - 174 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES COUNTY AT A GLANCE The chart at left compares unemployment rates and trends for Maricopa County, Arizona and the United States. Maricopa County’s unemployment rate remains consistently below that of Arizona and the U.S. The major employers in Maricopa County are shown on the chart at right. Maricopa County is the 3rd largest employer in the state with 15,979 in FY 2000-01. - 175 - COUNTY AT A GLANCE MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES RETAIL SALES Retail sales increased 9.2% in FY 2000, and are expected to increase 5.9% in FY 2001, 4.6% in FY 2002, 7.3% in FY 2003, 4.6% in FY 2004, and 3.7% in FY 2005. Maricopa County’s retail sales continue to expand at a greater rate than that of Arizona as a whole. Maricopa County’s retail sales represent nearly 70% of total retail sales in the state. The retail sales long-term forecast for Maricopa County continues to be positive, as provided on the chart at left. The trend shows a moderate slowing through FY 2005. CONSTRUCTION AND REAL ESTATE MARKET A combination of low interest rates and continued job and population growth has lead to housing permits near record levels during FY 1999-00. Actual FY 2000-01 building permits issued are projected to drop in the incorporated areas of Maricopa County, while unincorporated areas are expanding. Single family housing permit growth in Maricopa County is expected to be moderate this year and slow even further as we enter 2002. In 1997, there were 29,109 single-family units permitted, a 3.5% increase over 1996, with the highest level ever of 35,574 in 1998, according to the Arizona Real Estate Center of Arizona State University. Single family housing permits declined to 35,430 in 1999 and 33,107 in 2000. - 176 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES COUNTY AT A GLANCE The median price of single-family homes in Maricopa County continues to increase. The median sales price of a new single-family home in Maricopa County is $150,770, versus $128,900 for a resale home. Average median new single-family home prices increased 2.8% between 1999 and 2000, and resale home prices increased 7.4% over the same period of time. As demonstrated on the chart below, multi-family housing was hit harder by the last recession than single family, and permits declined annually from 1984 to 1991. The market recovered and reached a peak in 1997. Between 1993 and 1997, the number of multi-family housing units increased 378%. Between 1997 and 1998, the number of units constructed decreased 3.7%, and 1998 to 1999, 11.1%, and 1999 to 2000 4.4%. The national economy is affecting the local office market. According to Grubb & Ellis Company, businesses and investors are cautious to commit to office space, lowering the levels of sale and leasing activity. Indicators of the slowdown are evident in areas such as new development, vacancy rates and absorption activity. - 177 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES COUNTY AT A GLANCE The chart at left shows the growth in the number of commercial building permits, i.e., office buildings, retail stores and industrial permits. Retail and industrial building permits are tapering while office building permits show a marked increase between 1999 and 2000. The national economy is affecting the local office market. According to Grubb & Ellis Company, businesses and investors are cautious to commit to office space, lowering the levels of sale and leasing activity. Indicators of the slowdown are evident in areas such as new development, vacancy rates and absorption activity. Maricopa County’s office market is slowing. The level of construction declined by approximately one million square feet from the first quarter 2000 to the first quarter of 2001. Office vacancy rates are on the rise. One of the main reasons for the increase is lower level of actual pre-leasing in new space that has come on-line. The retail market continues to show improvement. The total amount of new space under construction is just over 6.7 million square feet for 2000, bringing the total retail space to just over 87 million square feet. The industrial market continues to see lighter absorption and a rise in vacancy rates. During the first quarter of 2001 the industrial market vacancy rate rose slightly to 6.3%, with 13.6 million square feet of vacant space. - 178 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Maricopa Integrated Health System (MIHS) has long been a community provider of comprehensive, high quality, cost-competitive health care services across a continuum of care. Professional medical education, training and research are critical elements of MIHS’s past, present and future and remain critical to its vision and mission. The challenges and competitive pressures that affect MIHS in the greater Phoenix marketplace are not unlike those experienced by health care organizations across the nation. Revolutionary change continues to occur at a rapid pace. The pressures of regulatory issues, shrinking reimbursement, employee resource supply shortages, and managed care in the Phoenix market requires health care facilities and providers to continually adapt and evolve. These issues continue to place a downward pressure on prices and utilization, forcing many organizations into evaluations of various strategic alliances, consolidation and partnerships in an attempt to maintain a viable presence in their respective competitive markets. The level of competition for new and takeaway health plan membership in the Phoenix market is at an all time high. COUNTY AT A GLANCE HEALTH CARE Amid this environment of change and flux, Maricopa County maintains in constant commitment to serving the indigent and low-income residents through its contributions to the state’s Medicaid and Medicare programs. MIHS continues to grow and adapt within this changing environment, and has made significant strides in enhancing its services to the community. Recent milestones include the opening of a new behavioral health facility in the East Valley (Desert Vista); the opening of a brand new Avondale Family Health Center; the build-out of the second and third floors of the CHC (estimated completion Fall 2001); a complete renovation of the Arizona Burn Center; the purchase of a new Magnetic Resonance Imaging; and more. MIHS has set forth in FY 2001-02, strategic and aggressive objectives developed to ensure its viability in the market, including plans for enhancement of employee recruitment/retention, governance options, information technology, facilities master planning, network management, customer service, medical education and membership growth. MEDICAID - THE ARIZONA HEALTH CARE COST CONTAINMENT SYSTEM (AHCCCS) AHCCCS is Arizona’s Medicaid program. 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 2001-02, Maricopa County, through MIHS, will expend approximately $85,413,785 for AHCCCS related services. MIHS provides AHCCCS care through its Maricopa Health Plan. Additionally, with the recent passing of Proposition 204 by Arizona voters, increased eligibility thresholds for benefits will inject an estimated 137,000 to 185,000 new members into the AHCCCS program by the year 2005. With continued population growth and a likely downward turn in the economy, the impact of Prop. 204 on the Phoenix market will be significant. ARIZONA LONG TERM CARE SYSTEM (ALTCS) The Arizona Long Term Care System (ALTCS), a component of AHCCCS, is the program for services to the Medicaid-eligible or indigent elderly and disabled throughout Arizona. In FY 2001-02, Maricopa County, through MIHS, will expend approximately $228,159,970 for ALTCS services. Approximately half of the state’s ALTCS enrollees live in Maricopa County. Approximately half of the Maricopa County enrollees receive care in nursing homes. The other half receives care at home or in community-based 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 200001, 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. - 179 - COUNTY AT A GLANCE MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES MEDICARE - MARICOPA SENIOR SELECT PLAN Maricopa County provides care to Medicare-eligible seniors through MIHS’s health plan – Maricopa Senior Select Plan (MSSP). MSSP is a Medicare HMO which has been recognized for it’s value among the Valley’s 15 HMOs because of the plan’s low cost and range of services. In FY 2001-02, Maricopa County, through MIHS, will expend approximately $36,051,671 for its Medicare HMO services. CRIMINAL JUSTICE SHERIFF’S OFFICE1 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, including cities that contract with the Office for service 24-hours per day, 365days per year. Maricopa County houses the 5th largest jail system operated by a sheriff in the nation, the only accredited high school in an American jail, the nation’s largest volunteer posse made-up of over 3,000 men and women, and the nation’s largest tent city for convicted inmates. The County maintains the only full-scale jail operation in the County. Over 1,500 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. Pre-trial 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. Adults make-up 95% of Maricopa County’s inmate population, while juveniles comprise 5%. Overcrowding has led to the removal of maximum-security inmates to a medium security facility due to a lack of single person cells. The average daily jail population for adult offenders is provided on the chart at right. The average daily jail population of 7,129 currently exceeds jail capacity of 5,600 by 27.3%. 1 Sources of information include the Maricopa County Sheriff’s Office and the Arizona Criminal Justice Commission’s April 2001 edition of Crime Trends in Arizona: 1990 through 1999 and Beyond. - 180 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES The first new major facility, the 4th Avenue Jail, is currently underway. It is a mid-rise high-security adult jail that is designed to contain 1,360 cells and a new Central Intake facility, capable of handling 600 bookings every 12 hours. Also included are two Initial Appearance courts, a high-security Superior Court room and a new Early Felony Disposition courtroom. Maricopa County’s detention rates are on par with other regions in the United States. This includes a growing trend in which jail bookings exceed releases. The chart at left compares average inmate booking and release statistics. COUNTY AT A GLANCE In order to fulfill the demands of a growing inmate population, the taxpayers approved expansion of County jail facilities in FY 1998-99. The jail expansion program includes two new major jail facilities, a support building and renovations of other facilities. There remains a severe shortage of detention beds. In order to offset this trend, time and resources are devoted toward strengthening crime prevention efforts. Some innovations instituted include: 1. Shortening of court processing time to disposition, which will decrease the length of stay in jail; 2. The use of e-courtrooms and holding certain court proceedings via video; 3. Use of pretrial and sentencing options in the adult and juvenile systems, including home detention, electronic monitoring, probation, pretrial release with community supervision; 4. Use of tents to house convicted non-violent inmates who are sentenced to County jail time, thus freeing “hard beds” for unsentenced and more dangerous inmates; 5. Modifying inmate menus, participating in the donated food program and establishing the cook chill food-processing system, reducing the cost per meal to below $0.45; 6. Men and women on chain gangs; and 7. A volunteer posse of 3,000 trained men and women from the community helping to keep the County free from crime. - 181 - COUNTY AT A GLANCE MARICOPA COUNTY FY 2001-02 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 ever-female 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, round-ups 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. During FY 1999-00, the Sheriff’s Office received a total of 85,801 calls for service, or 235 calls for service daily. Violent crimes represent 9.1% of all crime index offenses in Maricopa County. The County’s total offenses, as reported in the Uniform Crime Reporting program for the State of Arizona, are shown at left - 182 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES COUNTY AT A GLANCE SUPERIOR COURT The Superior Court of Arizona in Maricopa County collected over $1.4 million during 2000 from defendants who fled and failed to appear for court. The funds were collected through the implementation of a Bond Forfeiture Calendar. Another recent innovation includes the lessening of trial court judges’ calendars through specialized dockets created solely for probation revocations and change-of-plea proceedings. More than 27,000 criminal cases were filed in Superior Court in Maricopa County during FY 199900. Over 23% of the court’s caseload are due to criminal cases. More than 900 criminal jury trials were conducted in 2000. JUVENILE PROBATION The Juvenile Court no longer has exclusive jurisdiction over the illegal acts of juveniles, effective July 1997. The passage of Proposition 102 and Senate Bill 1446 changed the law to allow for serious consequences and mandatory sentencing for juveniles 15 years and older. Juveniles who commit a violent crime or are arrested for their third felony complaint are required by law to be tried as an adult. If convicted, mandatory sentencing is invoked by the Judge, even if the juvenile is a first time offender in the adult system. According to the latest figures available, the number of juveniles remanded to adult court decreased 81% between 1997 and 1999, while the number of juveniles filed directly in adult criminal court increased 147% during the same period. - 183 - COUNTY AT A GLANCE MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES There are four types of complaints, which are described below and shown on the chart at right. 1. Detained: child is detained at detention center. 2. Not Detained: child is brought to detention center, screened and released for follow-up. 3. Paper: report is sent to the Probation Department and the County Attorney for processing. 4. Citation: child is issued a citation (ticket). Maricopa County is one of the fastest growing counties in the nation. The result of this growth is expected to be an increase in the number of referrals and juveniles detained. In 1999, there were an estimated 423,984 juveniles between the ages of 8 and 17 living in Maricopa County. In any given year, between 6% - 7% of the juveniles between the ages of 8 and 17 in Maricopa County are referred at least once to the Court Center. That’s approximately one juvenile in every 16. In 1999, there were 33,591 referrals generated by 22,928 juveniles, which computes to 1.46 referrals per juvenile on average. Juvenile referrals allege either delinquent or incorrigible acts by a juvenile. Referrals that come from police departments 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. Juvenile Detention 1995 1996 1997 1998 1999 Juveniles Brought to Detention 10,440 11,463 12,113 12,066 10,652 Juveniles Detained 9,208 9,995 10,640 10,687 9,772 Percent Detained 88.2% 87.2% 87.9% 88.6% 91.7% Average Daily Population 334 339 352 365 376 Detention Capacity at Year End 277 277 277 277 317 Average Length of Stay in Detention (Days) 13.0 12.5 12.5 12.0 14.0 - 184 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Detention overcrowding creates an “at risk” environment for juveniles and staff. Individual cases are reviewed for release, which carry the least risk. These juveniles are put back into the community under stringent release orders. The degree of “low risk” fluctuates daily based upon population change. When overcrowding reaches crisis level, a first-time burglar may fall into the “low risk” category. The same situation may occur and a youth charged with a joy ride may be considered “low risk”. Without additional beds for juvenile offenders, the “low risk” category may become a greater risk to the community-at-large. COUNTY AT A GLANCE Consistently over the last eight years, the number of juveniles detained has exceeded the detention capacity. During 1993, detainees exceeded capacity by an average of 31 per day versus 59 juveniles per day in 1999. The solution to overcrowding lies with the newly planned 504-cell juvenile remand facility that is part of the planned Lower Buckeye Jail complex. The new juvenile detention cells are scheduled for occupation during FY 2004-05. Recidivism is defined as the probability of a subsequent referral to juvenile probation within one year of the initial referral, i.e., the probability of a subsequent arrest (guilt may not have been determined). Juvenile “first time referrals” escalates markedly at 10 years of age. The number of first felonies committed by these “first time referrals” also increase coequally. The older the juvenile is for a first referral, the greater the number of felonies committed. For example, at age 17, over 50% of all “first time referrals” are committing felonies. The 10 most common offenses of 1999 are shown on the chart at left. Shoplifting, curfew, simple assault, assaults – domestic violence, and incorrigible offenses have reduced in number since 1995. Those increasing over the same period include violation of probation, truancy, alcohol, possession of marijuana and traffic violations. - 185 - COUNTY AT A GLANCE MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES LEGISLATIVE STRATEGIES 2001 LEGISLATIVE SESSION Maricopa County entered the 2001 legislative session with one of Arizona’s biggest unresolved public policy issues in decades hanging over every county-state discussion – how the State should best spend $3.2 billion in tobacco settlement funds. Faced with a variety of competing tobacco proposals during the 2000 session, neither the Legislature nor the Governor acted to commit or appropriate these tobacco funds. This lack of action motivated two separate groups, through the citizens’ initiative process, to place two competing propositions dealing with the expenditure of the tobacco monies on the November 2000 general election ballot. Proposition 200, known as “Healthy Children, Healthy Families,” was initiated, financially backed, and vigorously advanced by the Arizona Hospital and Healthcare Association. In addition to allocating all of the tobacco tax and tobacco settlement revenues, Proposition 200 went even further to specify that certain health care programs which were already being funded by tobacco tax revenue were to be funded instead by the state's general fund. The competing ballot initiative, Proposition 204, was referred to by its proponents as “Healthy Arizona 2” because it used tobacco monies to fund programs that voters had previously approved in a similar 1996 initiative, known as “Healthy Arizona.” Proposition 204 directed that all of the tobacco settlement money be utilized for the expansion of AHCCCS health care coverage to those individuals with income levels up to 100% of the Federal Poverty Level (FPL), in addition to the funding of six other health-related programs. Voters passed Proposition 204 with a 62.9% vote, over the hospital association initiative’s 58.1% vote; thus, Proposition 204 had prevailed, and Proposition 200 was gone. This set the stage for a massive effort by Maricopa County to strive for a complete reform of the state’s eligibility system. The crafting of a major piece of legislation could begin which would not only appropriately implement the voterapproved provisions of Proposition 204 but would also go beyond 204 to reform the entire system by combining the county-funded, pre-AHCCCS residuality healthcare programs with the State’s DES and AHCCCS programs to form a single, unified, state-operated, jointly-funded system. This reform was necessary because Arizona’s indigent health care system comprised a bewildering maze of fifteen different programs, with eligibility determined by seventeen different entities, including Maricopa County. Counties had found this system over the years to be unnecessarily complicated, expensive and inefficient. It was also an extremely dysfunctional system, which lent itself to excessive litigation between private hospitals and counties, thereby driving up the cost to taxpayers. Ultimately, Senate Bill 1577, the legislation which implements Proposition 204 and additionally makes all the necessary changes relating to counties, was passed by the Legislature nine days before the end of the session, and subsequently signed by the Governor. Under this legislation, all eligibility functions are transferred to the state and counties’ long-standing maintenance of effort requirements are repealed. Also repealed from statute is the mandate that counties are the “payors of last resort” for uncompensated indigent health care claims. - 186 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Maricopa County’s lobbying firms in Washington, D.C. pursued the county’s legislative and strategic interests at the federal level. The two significant federal appropriations requests for Safe Schools Funding and for the Maricopa Integrated Health System to assist with a major and much-needed renovation project were successful. COUNTY AT A GLANCE 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 2000. These included making important changes to the laws governing county expenditure limits; allowing county park rangers into the public safety retirement system; and receiving money to continue the very successful voluntary vehicle repair and retrofit program. In addition, a number of extremely unfavorable legislative proposals which would have eliminated or reduced existing revenue for counties, or eroded local power and control were defeated. The grants function of our office provides oversight of County involvement with grants, serves as the information clearinghouse and coordinator of some grants, gaining and sharing knowledge of available grants and facilitating interdepartmental efforts and interjurisdictional grant partnering. Government Relations also steers applications through the process of Board approval with information sharing and preparation for agenda items. These grant projects include the Bulletproof Vest Partnership, Justice Funding Equity, the State Criminal Alien Assistance Program, Local Law Enforcement Block Grant, and the Juvenile Accountability Incentive Block Grant. 2002 LEGISLATIVE SESSION 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 2002 Second Regular Session of the Arizona Legislature. Research, meetings and coalition-building efforts will take place throughout the late summer and fall of 2001. The Board of Supervisors will then consider and approve a finalized 2002 legislative agenda. Legislative sponsorship will be sought for pre-filing of bills during November and December 2001. The Board has already identified several major legislative priorities for next session including the improvement of the operation of our county hospital. The Second Regular Session of the 45th Legislature opens on Monday, January 14, 2002. Next year, a non-budget and election year, may see all five state executive offices open. The effect of term limits will be felt next year, as it will be the last term for many legislators currently holding leadership positions. Redistricting, of course, is the major issue of the moment. Redistricting normally occurs once every ten years after the completion of the decennial census; the 435 congressional seats are reallocated among the states and Arizona will go from six to eight seats in Congress. This is the first time congressional and legislative district lines will be drawn, not by the Legislature as in the past, but by a five-member Citizens’ Independent Redistricting Commission put into place by voters’ passage of Proposition 106 in the 2000 general election. It is also probable that sitting legislators eligible to run for office in the 2002 general election will find themselves pitted against legislators who are currently in different districts. Other issues percolating which may capture legislative attention, include the regulation of sand and gravel operations, the location and operation of shooting ranges, and the continued financial viability of Level I trauma centers statewide. 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. - 187 - COUNTY AT A GLANCE MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES INFORMATION TECHNOLOGY STRATEGIES Information Technology will champion Maricopa County into INFORMATION AGE GOVERNMENT by... Enhancing Business Models: County Personal Services On-line Citizen Self-sufficiency Internal Department Services Employee Self-sufficiency Paper / Phone-based Services Electronic Government Varying Technical Skills Full Technology Literacy Solid Department Boundaries Flexible Public/Private Boundaries 8 x 5 Service 7 x 24 Service Converting to a Digital Medium: Silo-bound Paper Processes Horizontal Digital Workflow & Forms Paper Archiving Electronic Document Image Archives Videoconference Rooms Desktop Video Serial Comment & Approval Concurrent Collaboration Group Classroom Training Real-time On-line / Video Training Enabling a Mobile Workforce: Limited Dial-up Services Extensive Mobile Infrastructure Discrete PDA/Pager/Cell Phone Integrated Remote Device Discrete Mail Systems Integrated Voice, E-Mail & Publishing Facsimile Machines Internet-directed Retrieval & Printing Increasing Efficiency: Departmental Data Centers Shared Service Bureaus Insourced Technology Services External Service Providers Multiple Microcomputer Vendors Consolidated Purchasing Portal Integrating Systems: - 188 - Discrete E-mail / Web / GIS Integrated Desktop Services Discrete Resource Directories Universal Resource Directory Discrete Office Equipment Networked Office Devices MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES The Mission of the Information Technology Department is to provide strategic vision, leadership, and enterprise solutions to County leaders and staff so they can meet their goals and deliver results to the Public. COUNTY AT A GLANCE IT MISSION IT VALUES - We understand and enhance our clients business operations. - We are dependable and follow through on commitments. - We proactively make things happen and seek opportunities for improvement. - We progressively innovate while maintaining a stable operating environment. - We cooperate and work well with teammates, clients and business partners. - We accept accountability to educate ourselves and maintain superior technical skills. IT STRATEGIC GOALS County employees will have the flexibility to do their jobs from anywhere in the County at any time. (July 2003) The Public and outside organizations will be able to obtain services and transact business electronically from any location at any time. (July 2006) Operational and strategic decision-makers will be able to readily and easily access information they need to make informed decisions. (July 2005) Streamlining business operations through the use of technology will reduce the cost and time to deliver services. (July 2006) Through countywide technology standardization, we will optimize the use of resources so that the information technology department strategic goals will be achieved. (July 2003) - 189 - COUNTY AT A GLANCE MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES LEGEND NOTES TRANSFORMER DUPLEX CONVENIENCE OUTLET INCANDESCENT INDICATOR LIGHT FUSE EARTH GROUND OVERLOAD THERMAL RELAY-LINE CIRCUIT - 190 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES MARICOPA COUNTY’S MANAGING FOR RESULTS SYSTEM Maricopa County’s efforts in Managing for Results established a foundation on which to build a highly integrated and cyclical management system focused on results for customers as depicted below. Through its Managing for Results system, Decision Making Planning for Results Maricopa County • Future Demand • Vision & Mission has engaged in substantive • Performance Targets • Strategic - Goals strategic planning • Adjust Allocations If Required • Operational - Results and performance • Operational/Process Improvement • Family of Measures per Activity measurement, • Employee Performance Plans Evaluating Results including the • Performance Audit systematic creation of strategic goals • Employee Evaluations that link to • Resources Consumed programs; the use • Citizen Survey & Input of measures to track performance, support operational Budgeting for Results improvements, and Deliver Reporting Results • Demand for Services inform resource Services • Data Verified • Performance Budget allocation decisions; • Actuals vs. Forecasts • Resource Allocation and the • Baselines & Benchmarks Collect communication of • All Customers Included goals and progress. Data MANAGING FOR RESULTS MANAGING FOR RESULTS PLANNING FOR RESULTS A well-executed plan promotes a common understanding of a department’s overall direction and purpose so that 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. Strategic goals and operational results are developed to best manage anticipated challenges. Results are projected based on demand and internal capacity. HISTORICAL BACKGROUND For over 10 years, Maricopa County has had a formal strategic planning process at a County-wide level, as well as within individual departments. The Maricopa County Board of Supervisors has engaged in County-wide strategic planning every two years since 1991. In addition to the strategic planning process, a business plan has been completed on an annual basis since 1994. Included in the business plan are strategic and tactical approaches to achieving County-wide goals, along with our long-range financial forecasts. Individual departments have been responsible for completing departmental strategic plans for over 10 years. Departments have had the responsibility for ensuring that their plans are accurate and updated - 191 - MANAGING FOR RESULTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES as needed. Elements of departmental strategic plans were also included in the annual budget document. In addition, performance indicators have been included annually in the budget process for over 20 years. Although strategic planning was occurring at the departmental level, full standardization and alignment was not achieved until fiscal year 2000-01. Over the past few years, a Countywide initiative has been undertaken to standardize and integrate the planning, measurement, budgeting, reporting, and evaluation components of the Managing for Results system. The Managing for Results initiative has resulted in a more focused approach. All departments, elected officials, and the judicial branch have enthusiastically participated in this process. Highlights of the level of commitment exhibited during fiscal year 2000-01 include Maricopa County Board of Supervisors adopted the “Managing for Results,” “Budgeting for Results Policy Guidelines,” and “Budgeting for Results – Accountability” policies. (These policies are discussed later in this section, and copies can be found in the Attachments section of this document.) All elected officials and department directors received an overview and training on the key elements of Maricopa County’s Managing for Results management system. Each department identified a strategic planning coordinator to serve as the facilitator and focal point for departmental strategic planning. Strategic coordinators participated in rigorous training sessions to enable the facilitation of the strategic planning process. Central service departments – Office of Management and Budget, Finance, Human Resources, Internal Audit, Information Technology, and Materials Management – participated in specialized Managing for Results training. The training assisted these departments in identifying and modifying Maricopa County business practices to align with Managing for Results principles. Each department prepared a strategic plan utilizing the same processes and format. compilation of each department’s plan was conducted via a web-based application. The A four-phase corporate-level review process was conducted on departmental strategic plan: 1. Technical Review – Using a uniform checklist, Office of Management and Budget analysts conducted a review of each submission to ensure its completeness and that the most basic plan components were included. 2. Structural Review – Using standard criteria, Office of Management and Budget analysts performed in-depth reviews of each plan element; i.e., • • • • • • • Issue Statements Strategic Goals Mission Statement Services Activities Programs Performance Measures 3. Content Review – Using a short list of criteria, Office of Management and Budget analysts reviewed each plan at a holistic level to determine if the Activities and Programs delineated would facilitate the department in reaching its strategic goals, and if any policy issues were identified. The review yielded written questions and comments that provided the basis for discussion during the fourth phase. - 192 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES The Maricopa County Board of Supervisors set corporate strategic priorities. The Board’s planning process began with a review of issues derived from the Corporate Review process which provided a broad scope of issues facing all lines of business in Maricopa County. The discussion included whether or not these issues would impact the established budget priorities. A new mission statement was adopted and strategic priorities for the next two to five years were developed: MANAGING FOR RESULTS 4. Corporate Review Committee Meeting – A Strategic Plan Corporate Review Committee, comprised of the Deputy County Administrator, Budget Manager, Human Resources Director, Chief Financial Officer, a representative from the Internal Audit Department, and County business representatives from Court Agencies, Criminal Justice, Health, Community Services, Public Works, Administration, and specialized Elected Offices, met with each department to discuss each departmental plan. These departmental discussions also provided a forum for identifying issues requiring elevation to the Board of Supervisors in formulating the overall Maricopa County strategic direction. Maricopa County Mission Statement: The mission of Maricopa County is to provide regional leadership and fiscally responsible, necessary public services to its residents so they can enjoy living in healthy and safe communities. Strategic Priorities: • Provide regional leadership in critical public policy areas in a fiscally responsible manner. • Minimize the burden on the property taxpayer through rate reductions. • Healthy community and solvent healthcare system. • Safe community through a streamlined, integrated criminal justice system. • Provide regional leadership for a regional transportation system. • Land use will be planned, managed and funded responsibly; Luke AFB will be preserved. • Maricopa County will continue to improve its positive public image based on results achieved. STRATEGIC PLANNING ELEMENTS Each department’s Strategic Plan includes three key strategic elements: 1. Environmental Assessment and Issue Statements – Reviewing emerging issues and trends that may impact the department and its customers over the next two to five years and summarizing those trends into concise Issue Statements. 2. Mission Statement – Providing a statement of purpose for the entire department utilizing the following standardized format: - 193 - MANAGING FOR RESULTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES “The purpose of the _________________________ is to provide/produce (Department Name) _______________________________________________ to (summary of Services provided) _____________________________________________ so that they can (Customer) __________________________________________________________. (Planned Benefit experienced by the Customer) 3. Strategic Goals – Identifying measurable results to be achieved by the department to address Issues identified in the Environmental Assessment. Operationally, departmental Strategic Plans organize how the departments will deliver results into three levels: Services: The deliverables or products that the customer receives. Services are described as nouns, not verbs, thus defining Service in terms of what the customer receives rather than in terms of what the department does. Activity: A set of Services grouped together around a common purpose or result. Program: A set of Activities that have a common purpose or result. Programs provide operational and performance information for strategic decision-making. Defining the levels of operations in this manner makes it possible to demonstrate how each contributes to results at the next higher level, creating an aligned organization. The use of the following worksheet assisted departments in ensuring that each plan element aligned with both the departmental and County missions. - 194 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES MANAGING FOR RESULTS ALIGNMENT WORKSHEET BY ACTIVITY Strategic Plan Element Results Maricopa County Vision Maricopa County Mission Department Vision (optional) Department Mission Department Strategic Goals Program Program Purpose Statement Key Result(s) Activity Activity Purpose Statement Services that Comprise the Activity Activity Performance Measures (Measure & Target) Results: Outputs: Demand: Efficiency: Responsible Employee Activities and Programs have a Purpose Statement that readily identifies the customer and the intended results or impact for that customer. Therefore, managers are able to make day-to-day decisions about resource allocation and service improvements in ways that align with the next higher level of results as well as ensuring alignment with the department’s mission and goals. Each department developed a Family of Performance Measures for each Activity. The Family of Measures refers to the four categories of Performance Measures used to measure the performance of each Activity reflected in every department’s Strategic Plan. Performance measurement data provides information managers need to make decisions, as well as generating information to policy makers as they make resource and policy decisions. Performance data allows us to tell this story for each Activity: “We will produce this Result for this Customer by producing this Output(s), against this Demand for this Output(s) (Service(s)), at this cost (Efficiency).” OVERVIEW OF MARICOPA COUNTY'S FAMILY OF MEASURES Result Measure: A performance measure that reflects the impact or benefit that customers get because they received the department’s Services; outcome measure; expressed as a percent or rate. Output Measure: A performance measure that reflects the amount of Service provided or number of units produced or processed. Outputs are expressed as a number. - 195 - MANAGING FOR RESULTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Demand Measure: A performance measure that reflects the number of total units of service or product anticipated to be demanded or needed by the customer. Efficiency Measure: A performance measure that reflects the average Activity cost per Output or Result; expressed as a dollar cost. Strategic Plans organize how departments tell their stories of challenges and achievements. Plans also provide a vehicle to tell stakeholders what the department will be accountable for achieving. Additionally, the Plans provide the capacity for linking individual employee performance to departmental performance through the Employee Performance Management System. A revised performance management system was designed to ensure direct alignment of each employee’s job responsibilities and performance expectations to departmental strategic plans, strategic goals, and performance measures. A key component of the system is the development of an individual employee performance plan. The following example of the planning tool depicted below assists employees and supervisors in recognizing and documenting how each employee’s contributions affect the results produced by the department. Employee Performance Results Planning & Alignment Worksheet Name: Sally Smith Employee ID: 123-45-6789 Date: July 1, 2001 Period Covered: July 1, 2001 to June 30, 2002 Department: Human Resources Department 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 that they can achieve their business results. Department Strategic Goals Related to Position By June 2002, our internal customers will report that HR services and delivery methods have been redefined and redesigned so that they meet the emerging business needs of their department/ agency. Program and Purpose The purpose of the Business Performance Program is to provide consultation, education, policy direction and a performance management system to departments so they can increase employee and organizational performance. Individual Results/ Activity, Purpose & Individual Performance Goals/ Expectations Evaluation Review (Measures & Targets) Related Measures Purpose Statement Comments Employee Development Sally’s role in the Employee Goal – By Jan 2002, Sally will reach Development activity is to these targets: The purpose of the provide tuition • process all tuition reimbursement Employee Development reimbursement data applications within the guidelines Activity is to provide processing to the Tuition specified in the written process training courses to Reimbursement 95% of the time or higher. employees so that they Coordinator and payroll can apply newly learned department so that they skills on their job and can provide TR status meet their personal information and payments goals. to eligible employees. Result: % of participants who report they were able to apply newly learned skills on the job. Output: # of Tuition Reimbursement classes paid. Demand: Cost of processing tuition request forms. - 196 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Maricopa County is committed to a budget system that provides financial and performance information upon which County leaders can make good business decisions that achieve results. The County uses the operational structure developed in the Strategic Plan to structure financial planning and reporting for each department. This strategy ensures that the budget is driven by policy and customers’ needs. Integrating Budgeting for Results with Strategic Planning is critical to creating a unified management system where financial resources, policy, departments’ operations and County staff are all aligned to achieve results. Managing for Results (MFR) was front and center in the FY 2001-02 budgeting process. In line with the Managing for Results initiative, the Board of Supervisors adopted both the Budgeting for Results Policy Guidelines and Budgeting for Results Accountability Policy on December 4, 2000 (see Attachments section). These two policies were updated versions of previous policies, and now combine the MFR results oriented philosophy with the budgeting process. MANAGING FOR RESULTS BUDGETING FOR RESULTS Departmental funding requests were evaluated by the Office of Management and Budget based on the Board of Supervisors’ strategic direction and budget goals, and focused on ensuring that requests aligned with the department’s own Strategic Plan. The financial cost accounting system, that parallels the Programs, Activities, and Services (PAS) delineated within each department strategic plan, was finalized and became operation July 1, 2001. REPORTING RESULTS Maricopa County demonstrates accountability to residents through its ability and willingness to communicate what is and is not being achieved. The Strategic Plans, and the information generated by the Performance Measures, make this possible. Departments report performance data via the Managing for Results database. This strategy provides an efficient and timely vehicle to ensure that data is complete or to identify incomplete reporting. All departments are scheduled to provide quarterly reports to apprise County leaders and the public of their progress in meeting their strategic goals and to provide performance measurement result data. Every department’s strategic plan is available via www.maricopa.gov under the “Information Resources” Services listing. The link text is “Managing for Results-Strategic Plans & Perf. Info”. In addition to specialized performance data created by individual departments, internal service departments crafted standardized Program purpose statements, Activity purpose statements, and performance measures for the Administrative Services Program. This comprehensive, standardized Program, as outlined below, is included within each departmental plan and ensure consistent data collection, measurement, and reporting of key administrative functions, including human resources, risk management, budgeting, financial services, procurement and office of the director/elected official activities. Administrative Services Program - The purpose of the Administrative Services Program is to provide standardized performance data on a variety of internal administrative and support services for County departments and the Board of Supervisors so they can conduct benchmarking analyses and track program performance and costs. - 197 - MANAGING FOR RESULTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Budgeting Activity - The purpose of the Budgeting Activity is to produce an annual budget request and related consultative services to department leadership so they can make informed program and budgeting decisions while staying within their approved budget. % expense variance in annual budget % criteria met for Fiscal Fitness Award % revenue variance in annual budget % expenditure variance by program (initiate FY 02/03) # dollars expended by department # approved Department budget dollars $ cost per budgeted dollar Financial Services Activity - The purpose of the Financial Services Activity is to provide general accounting reporting for the department management so they can meet their financial obligations and manage their financial operation in support of their mission. % of fixed asset compliance % of discounts taken $ cost per Financial Services Activity cost Human Resources Activity - The purpose of the Human Resources Activity is to provide human resources transactional and/or consultative support to department management so that they can hire, manage and retain a qualified and productive workforce. % of departmental turnover % turnover within the first six months of hire % of grievances resolved within the prescribed time at the department level Average % of salary advancements given # of outside courses/conferences/seminars attended # of employees (unduplicated) attending outside courses/ conferences/ seminars # of department employees (unduplicated) attending department sponsored courses # of Workers' Compensation claims filed # of days lost due to workplace injury # of grievances submitted within department Total $ cost of outside training - 198 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES MANAGING FOR RESULTS Office of the Director/Official Activity - The purpose of the Office of the Director Activity is to provide the leadership, strategic direction, and administrative support to the employees of the department so they can produce the results necessary to achieve their departmental mission. % satisfied customers % department employees reporting satisfaction with Management Practices and Effectiveness/ Efficiency % department employees reporting satisfaction with Department Management % Department Goals achieved % Key Program Results achieved % Strategic Fitness criteria met Administrative Services Program as a % of total Department budget Procurement Activity - The purpose of the Procurement Activity is to provide materials management services and technical expertise to department staff so they can obtain the services and commodities they need to fulfill their mission. % transactions completed electronically % transactions procured using existing contracts Purchasing cost per dollars purchased Risk Management Activity - The purpose of the Risk Management Activity is to provide loss prevention and claims processing for the Department so they can reduce or eliminate losses and claims. % reduction/increase in accident rates % decrease/increase in # of claims Through the quarterly web-based reporting, the data can be viewed on an individual department basis and can be consolidated to obtain Countywide results, outputs, demands and efficiencies. Individual departments may also use the data to benchmark their results against other County departments and agencies. 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 in sustaining public support. The County is committed to building a system founded on accurate information. INTERNAL AUDIT FUNCTION Additional accountability and credibility is achieved by involving the Internal Audit Department in performance audits of Programs and Activities managed by departments. The Internal Audit Department has established specific procedures to ensure that the performance information is sufficiently complete, accurate, valid, and consistent. The purpose of the Internal Audit review and analysis is to provide some assurance to the users that reported data is accurate and can be relied upon for decision-making purposes. Internal Audit’s specific objectives are to: - 199 - MANAGING FOR RESULTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Determine the accuracy of the data; Assess the adequacy of procedures; Provide assistance with problems; and Report the results in an “Accountability Report” to citizens via the Board of Supervisors. During fiscal year 2001-02, Internal Audit will begin to utilize the following procedures when auditing a department’s performance measures: 1. Select the areas to be reviewed based on factors such as: Organizational changes Budget size and change Unexpected performance Concerns on the part of the Board of Supervisors or County Administrative Officer Previous issues or problems Time since last review 2. Review the calculations; 3. Analyze the procedures; 4. Test the source documents; 5. Examine internal controls to determine if they ensure data integrity; and 6. Report the results to the Board of Supervisors, citizens, the County Administrative Officer, Deputy County Administrator, Chief Officers or Elected Officials, and department directors. Internal Audit will classify and report the audited performance measures under the following categories: Certified: Reported data is accurate within +/- 5%; and adequate procedures are in place Certified with Qualifications: Reported data appears accurate within +/- 5%; but adequate procedures are not in place Inaccurate: Reported data is not within +/- 5% of actual performance Could Not Certify: Actual data could not be determined due to inadequate procedures or insufficient documentation EMPLOYEE PERFORMANCE MANAGEMENT AND EVALUATION SYSTEM 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 are used to develop the performance standards for individual employees. Contributions to the achievement of departmental strategic goals and performance measures are the cornerstones of Maricopa County’s Employee Performance Management and Evaluation system. The - 200 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES In keeping with the cyclical nature of the Managing for Results system, the individual Employee Performance Management process also involves an on-going process as depicted in the following graphic: MANAGING FOR RESULTS Managing for Results process further strengthens the alignment from the County’s strategic goals through the department’s strategic goals. This alignment, in turn, directly links to the performance expectations of each individual employee. Performance ratings are based on the employee’s contributions to the department’s success in furthering its strategic goals, as demonstrated through performance measures that can be linked directly to those goals. Accountability and credibility are powerful motivators for departments 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 Maricopa 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 performance information available. Maricopa County’s Managing for Results system provides standardization for all departments in developing performance information that is clear and consistent for decision-makers and the public. The County recently implemented an enhanced agenda submittal process, which aligns with the County’s Managing For Results (MFR) initiative. Since the Board of Supervisors is responsible for making policy and contractual decisions for Maricopa County, it is imperative that they have the necessary information to make decisions based on results to be achieved. This newly enhanced process mandates that all departments include performance related information within their agenda items. This performance information, taken directly from their departmental strategic plan, includes at a - 201 - MANAGING FOR RESULTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES minimum the following: program name, activity name and anticipated results. This is shown in the example on the next page. PERFORMANCE INFORMATION: Program: Multi-year Planning Program. Activity: Forecasting. Performance Measure: # of forecasts provided. Anticipated Results: By approving this contract with an economist, OMB will be able to provide the Board with accurate forecasts twice per annum. If the action requested does not tie directly to a program, a departmental or Countywide strategic goal can be used instead. The goal and the anticipated achievement would be used in lieu of the programmatic performance info. IMPLEMENTATION STRATEGIES - OPPORTUNITIES AND CHALLENGES The diversity and scope of Maricopa County departments’ missions offer unique and dynamic opportunities to create and maintain an integrated Managing for Results system. The system requires sufficient standardization to provide consistent planning, budgeting/financial management, and evaluation data across the County while ensuring an appropriate level of flexibility to accommodate the myriad needs of distinct programs, activities and services provided by Maricopa County, including those of elected departments and the judiciary. Since Maricopa County has appointed, elected, and judicial departments, utilization of a standardized system has been challenging. However, in fiscal year 200001, we did receive 100% participation. INFORMATION TECHNOLOGY OPPORTUNITIES Existing technology systems significantly enhance our ability to collect and evaluate performance data. A custom-designed Managing for Results data warehouse was developed and deployed on the County Intranet. This system allows departments to document their strategic plans and to maintain their performance measurement estimates and results. The system also includes provisions to record and store specific efficiency measures to facilitate the evaluation and comparison of performance data by individual departments as well as from a County-wide perspective. MANAGING FOR RESULTS DATA WAREHOUSE The data warehouse serves multiple purposes by providing an opportunity for efficient information exchange and publishing, enhancing management’s visibility of performance data, and providing flexibility to view data in various formats and combinations for effective evaluation. The custom system is used in addition to other existing methods of evaluating departmental budget performance based upon integrated data from the County Budget (Adaytum) and Financial (Advantage) systems. The range of the data warehouse is extensive. It collects and integrates strategic plan and performance data from the highest County-wide level down to the most detailed specifics of departmental operations. All strategic planning elements are present such as mission, vision and goals – both for the County as a whole and those specific to the owning agency. A second tier of management information relates to the Programs/Activities/Services that a department performs, as reflected by its strategic plan. The most detailed data captured by the system are specific performance measures related to each Activity. The - 202 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES BUDGET AND FINANCE SYSTEMS Maricopa County has traditionally measured budget performance as cost centers, such as fund, department and division, through our general ledger and reporting system. However, system reporting limitations have not supported the utilization of cost accounting data within the general ledger system at an optimal level. MANAGING FOR RESULTS warehouse includes provisions for entering and maintaining result, output, demand, and efficiency measures. System users can specify as many performance measures as they deem necessary. To capture the time element, there are twelve different time dimension “containers” for each measure. Using these fields, historical, quarterly, year-to-date and projected future measures can be captured and analyzed. During FY 2000-01, we completed three significant steps toward enhancing our ability to collect and report this information. We have successfully Completed the conversion of the Advantage financial system to a relational database foundation (IBM DB2). Secured a new financial reporting tool that will: • allow us to effectively report costs at Program/Activity/Service performance levels; and • dramatically enhance our ability to analyze and report financial information for traditional cost centers. Tested the general ledger system’s ability to manage this new data source. We are also completing the first full year of implementation of our latest budget development system, Adaytum. Beginning with budget development for FY 2002-03, departments will be able to budget by Program using the new Program/Activity/Service codes that have been established in the financial system (in alignment with departments’ strategic plans). Ultimately, the system will facilitate budget development from performance measures. The system also has “e-budgeting” capability, through which we will be able to broaden access to budget and financial planning information. HUMAN RESOURCE SYSTEMS The following systems provide enhanced Managing for Results capability for the Human Resources Department: Beginning in July 2001, the e-Jamis electronic timecard system will be extended County-wide to track time at a more detailed level. This system, which will directly interface with our payroll/personnel system, will provide greater accuracy in tracking and reporting personnel costs at the program, activity and service levels. The Registrar classroom management system has been converted to a web-enabled Learning Management System. This system is integrated with HRMS and is used to track all centrally sponsored training and tuition reimbursements. It is also used by more than 15 departments to track their department-specific training. We are currently developing a new, major subsystem with the Data Warehouse to collect and utilize data related to the County’s organization portfolio. This subsystem will fully automate organization charts, position information, job title, job family, compensation, and history. This information, which will be integrated with the other administrative systems, will greatly enhance reporting and analysis capability. - 203 - MANAGING FOR RESULTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Other specific areas targeted for automated system enhancement include Personnel Agenda processing, new hire processing, and workers’ compensation/case management PROACTIVE DEPLOYMENT AND COMMUNICATION STRATEGIES The number of employees and the geographically dispersed nature of Maricopa County service sites also creates challenges. These factors prompted the use of creative deployment and communication strategies. Establishing Strategic Coordinators to serve as the focal point for the Managing for Results system facilitates the active understanding and enthusiastic support of leaders, both appointed and elected. Similarly, the four-phase Corporate Review Process enhances the quality and consistency of plans, supports the use of common terminology across the organization, and provides a vehicle for each department to tell their story and to raise issues to the level of the Board of Supervisors. The key components of our Managing for Results system are communicated and deployed through a wide variety of strategies, such as: Departmental meetings and e-mail Providing written materials to employees Through the County websites, both Intranet and Internet Employee newsletters Monthly “Strategic Coordinators’ Newsletter” Management Team meetings and retreats A variety of employee training venues, including New Employee Orientation, Supervisors’ School, Managers’ School, and training classes offered through the Employee Course Catalog Government access cable television airing of Board of Supervisors’ meetings Postings on departmental bulletin boards Establishing a large Managing for Results display board located in a high traffic pedestrian walkway Video presentations to department employees Individual employee performance plans MANAGEMENT CHALLENGES The Managing for Results system challenges the ability to manage many tasks and functions simultaneously across multiple fiscal years. The graphic on the following page depicts the different elements applicable to different fiscal years. The first column identified the calendar year in which tasks are performed to support the budgeting cycles reflected in the subsequent columns. - 204 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES MANAGING FOR RESULTS MARICOPA COUNTY MANAGING FOR RESULTS Successive annual planning and budgeting cycles FY 01 FY 02 FY 03 FY 04 Jan 2000 Planning for Results July Service Delivery Dec Budget Execution Budgeting for Results Approval plan & budget 2001 Evaluating Results Planning for Results Service Delivery Budget Execution Decision Making Budgeting for Results Approval plan & budget 2002 Evaluating Results Service Delivery Budget Execution Budgeting for Results Approval plan & budget Decision Making 2003 Planning for Results Evaluating Results Service Delivery Budget Execution Decision Making Planning for Results Budgeting for Results Approval Service Delivery Reporting Results Evaluating Results Decision Making - Mission, Issue Statements, Strategic Goals, Operational Results, Family of Measures per activity & Employee Performance Plans. Demand for services, performance budget, resource allocation. Presenting, negotiating, approving final strategic plan & budget Implementing the approved plan & budget and collecting data. Results are reported quarterly & at the end of the year. Performance audit, employee evaluations, citizen surveys & input. Future demand, performance targets, adjust allocations, operational improvement. - 205 - MANAGING FOR RESULTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL KEY MEASURES When Maricopa County implemented its new Managing for Results (MFR) initiative, departments were required to develop their strategic plan in accordance with the Board approved Managing For Results Policy, process and common template. This resulted in departments developing new performance measures that differed from what they had reported on in prior years. In order to provide a historical perspective, departments were asked to provide their FY 2000-01 actual performance data based on the previously reported measures. This data is included in the Departmental Budget Schedules section of this document. The following data is an extract from the strategic planning database, which includes the most current departmental strategic plans developed in accordance with the Managing for Results initiative. It is a limited view of the information found on Maricopa County’s web site at http://www.maricopa.gov/cio/mfr/viewOnly.asp. Only the program name, purpose statement and key result measure is included on the following pages for each department. Since the majority of these key result measures are new, historical data is not available for some of them. ADULT PROBATION Program Name: Program Purpose: Community Justice The purpose of the Community Justice Program is to provide public safety through offender accountability and restoration to victims and community members so that they can live in revitalized, restored and safer neighborhoods. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of probationers who successfully complete probation. 63 65 62 62 Percent of victims receiving services that are satisfied with services. 31 52 49 61 Key Results: ANIMAL CARE AND CONTROL SERVICES Program Name: Program Purpose: Field Services Program The purpose of the Field Services Program is to provide contractual animal control services to Maricopa County and participating Cities and Towns within the County so that they can be free from the health and safety dangers of stray dogs and cats. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of answers, referrals and ACCS facts given to callers N/A N/A N/A 98 Percent of dispatches to ACO's N/A N/A N/A 98 Percent of responses to animal related problems in the field N/A N/A N/A 98 Key Results: - 206 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Sheltering And Adoption Program The purpose of the Sheltering and Adoption Program is to provide modern humane sheltering and professional adoption services to the people of Maricopa County so that they can manage animal issues in a humane, caring manner and adopt healthy well adjusted animals. FY 99 Actual N/A FY 00 Actual N/A FY 01 Actual N/A FY 02 Projected 100 Percent of animals receiving spay/neuter surgeries and the proper medicines in the clinic N/A N/A N/A 90 Percent of impounded dogs and cats adopted N/A N/A N/A 10 Percent of dogs licensed N/A N/A N/A 85 Percent of accurate financial and customer service transactions N/A N/A N/A 95 Key Results: Percent of animals sheltered and managed MANAGING FOR RESULTS Program Name: Program Purpose: ASSESSOR Program Name: Program Purpose: Information Resource The purpose of the Information Resource program is to provide quality customer service and reliable data to the public, government agencies and internal customers so that they can utilize our broad base of property information. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of public and other government agencies that rate our quality customer service as "more than satisfies" N/A N/A N/A 60 Percent of satisfied data distribution customers N/A N/A N/A 96 Key Results: - 207 - MANAGING FOR RESULTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Program Name: Program Purpose: Property Assessment The purpose of the Property Assessment program is to provide ownership, mapping, property characteristics and valuation information to the public, government agencies and internal customers so that they can be assured that our valuations are fair and equitable. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of accurate and timely ownership and exemption information N/A N/A N/A 96 Percent of accurate and timely digitized maps N/A N/A N/A 98 Percent of updated and accurate property characteristics of all new or changed real and personal property N/A N/A N/A 99 Percent of fair and equitable valuations that meet or exceed DOR guidelines 100 100 100 100 Percent of accurate and informative notifications N/A N/A 95.8 98 Percent of property owners satisfied with their valuations N/A 96.8 97.4 97.4 Percent of Property Assessment services reviewed within a two year cycle N/A N/A N/A 100 Key Results: CHIEF INFORMATION OFFICER Program Name: Program Purpose: Information Technology Infrastructure The purpose of the IT Infrastructure program is to provide an integrated, robust, electronic platform to County departments, participating jurisdictions and the Public so that they can conveniently and dependably conduct business regardless of location. Key Results: Percent of time we satisfy work orders for our customers within our committed time frames - 208 - FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected N/A N/A N/A 95 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Information Technology Management The purpose of the IT Management program is to provide vision, direction, leadership and IT oversight to County senior management so that they can effectively plan for and obtain maximum benefit from the IT resource. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Dollars saved by Enterprise Contracts/Agreements N/A 1,130,000 1,830,100 1,330,000 Proactively manage the IT Agenda N/A N/A N/A 20 Enhance key stakeholder relationships. N/A N/A N/A 80 Key Results: MANAGING FOR RESULTS Program Name: Program Purpose: CLERK OF THE BOARD OF SUPERVISORS Program Name: Program Purpose: Executive Services The purpose of the Executive Services Program is to provide information and specialized assistance to elected and appointed officials and the public so they can make informed decisions, and understand and comply with County processes and protocol. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of customers reporting they received the advice, answers, and assistance they needed N/A N/A N/A 95 Percent of elected and appointed officials who received materials and support within statutory or specified time frames 100 100 98 100 Key Results: Program Name: Program Purpose: Information Resources The purpose of the Information Resources Program is to provide research, compilation, and management of official records for County staff and the public so they can store and access information. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of documents managed in accordance with retention schedule N/A N/A N/A 90 Percent of requestors who are able to access the information they asked for in a specified time period N/A N/A N/A 95 Key Results: - 209 - MANAGING FOR RESULTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Program Name: Program Purpose: Statutory Services Program The purpose of the Statutory Services Program is to provide applications processing and assistance for statutorily mandated procedures to applicants and/or requestors so they can conduct or maintain community related activities as needs arise. Key Results: Percent of applicants who obtain a fully processed license or permit application within the statutory time frame. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected 100 100 100 100 CLERK OF THE SUPERIOR COURT Program Name: Program Purpose: Administrative / Technical Services The purpose of the Administrative / Technical Services Program is to provide centralized administrative and technical support services to Clerk's Office divisions and other court departments so they can conduct their business operations in a fiscally responsible manner. Key Results: Percent Improvement in employee turnover rate (Service # 21) Program Name: Program Purpose: FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected 25.3 26.3 27.7 22 Court Records The purpose of the Court Record Program is to provide access to the judicial system and related public records to the public, legal community, courts, and County / other governmental agencies so they can pursue legal processes and / or obtain and maintain legal and financial records and information. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent Minute Entries completed within established time standards (Service # 01) N/A N/A N/A 30 Percent Items docketed within established time standards (Service # 06) N/A N/A N/A 45 Percent Records delivered within established time standards (Service #10) N/A N/A N/A 95 Percent Cases microfilmed within established time standards (Service # 33) 100 100 100 100 Key Results: - 210 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Fiduciary Services The purpose of the Fiduciary Services Program is to provide financial account services and fund oversight to the public, legal community, courts and County / other governmental agencies so they can be assured all monies are properly receipted, accounted for, and disbursed. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent Remittances processed within established time standards (Service # 31) 47 52 67 75 Percent Deposits made within established time standards (Service # 32) 93 94 96 96 Percent Reconciliations completed within established time standards (Service # 36) 85 88 92 98 Key Results: Program Name: Program Purpose: MANAGING FOR RESULTS Program Name: Program Purpose: Public Services The purpose of the Public Services Activity is to provide access to the public so they can obtain documentation and information to complete applications for certification or licensing. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent Marriage licenses completed within established time standards (Service # 04) N/A N/A N/A 95 Percent Passport applications processed within established time standards (Service # 05) N/A N/A N/A 95 Percent Notary Bond Certificates completed within established time standards (Service # 28) N/A N/A N/A 95 Percent Requests for information completed within established time standards (Service # 17) N/A N/A N/A 95 Key Results: - 211 - MANAGING FOR RESULTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES COMMUNITY DEVELOPMENT Program Name: Program Purpose: Grant Management The purpose of Grant Management is to provide continuing CDBG and HOME Program funding to qualified municipalities and other subrecipients so that they can provide community improvements and expand/maintain housing stock according to locally prioritized community needs. Key Results: Percent County General Fund cost to float grant reimbursements. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected 0 0 0 0 CONSTABLES Program Name: Program Purpose: Community/Public Relations Program The purpose of the Community/Public relations Program is to provide/share information, resources and assistance to local community, general public and private agencies so they can better address their specific needs. Key Results: Percent of public/private organizations receive information and assistance within specified time requested. Program Name: Program Purpose: FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected N/A N/A 95 98 Service of Process The purpose of the Service of Process Program is to provide the distribution of court documents to public and governmental agencies so they can proceed with litigation. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Writs of Restitution are served within five working days N/A N/A 4 3 Writs of Execution are served within sixty days of issue. N/A N/A 55 40 Key Results: - 212 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Program Name: Program Purpose: Dental Services The purpose of the Dental Program is to provide inmates with necessary emergency dental care so they may be relieved of debilitating dental pain. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of inmates receiving an initial dental assessment by a dentist. N/A N/A 46 30 Percent of inmates treated by oral surgical specialists. N/A N/A 38 60 Percent of inmates treated. N/A N/A 45 81 Key Results: Program Name: Program Purpose: Health Record Services The purpose of the Health Record Services Program is to provide a complete account of health care events for CHS health care providers and staff so that they have the information needed for continuity of inmate care or legal proceedings. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of inmates who have a duplicate health record. N/A N/A N/A 22 Percent health records established N/A N/A N/A 95 Percent times health records are available to providers. N/A N/A N/A 95 Key Results: Program Name: Program Purpose: MANAGING FOR RESULTS CORRECTIONAL HEALTH SERVICES Medical The purpose of the Medical program is to provide medically necessary health care to persons in County correctional facilities in order to protect the health and safety of the community. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent Patients who choose and accept recommended treatment N/A N/A N/A 56 Percent of patients with chronic disease receiving treatment as defined by Special Needs Treatment Plans (SNTP) N/A N/A N/A 18 Percent Patient-days in hospital of the incarcerated individuals (mandays in jail). N/A N/A <1 3 Key Results: - 213 - MANAGING FOR RESULTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Program Name: Program Purpose: Pharmacy The purpose of CHS pharmacy program is to provide medications and medication use expertise to persons and healthcare providers in County Correctional facilities to minimize patients’ adverse health consequences as related to drug therapies. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent released SMI inmates received discharge medications N/A N/A N/A 13 Percent inmates receiving mental health medications N/A N/A N/A 16 Key Results: Program Name: Program Purpose: Psychiatric Program The purpose of the Psychiatric Program is to identify and treat persons in county correctional facilities that request or need mental health services to maintain or restore mental health and to successfully reintegrate into the community. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of treatment initiated as defined by all the components of the Special Needs Treatment plan. (inpatient) N/A N/A N/A 85 Percent of SMI inmates (oupatient/ inpatient) who are released with psychiatric services identified (includes private, VA, RBHA, community resource list, or any other mental health resource). N/A N/A N/A 90 Percent of individuals that are discharged from the Inpatient Psych. units to General Population (least restrictive environment). N/A N/A N/A 90 Key Results: - 214 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Quality Management The purpose of the Quality Management Program is to provide reports, analyses, and recommendations regarding Infection Control, Continuous Quality Improvement, Risk Management, and Utilization Management to the CHS Director so he/she can evaluate CHS performance and take action to improve health services. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent QI recommendations that lead to improvements of health services and/or achieve compliance with NCCHC standards, licensure regulations and legal mandates. N/A N/A N/A 75 Percent communicable disease reports processed within specified time frames. N/A N/A N/A 90 Percent positive patient and legal outcomes, such as analysis, grievances without adverse outcomes, claims denied by Risk Management, litigation decided in the CHS' favor, suicide attempts rate and suicide death rates. N/A N/A N/A 75 Percent of specialty health care services provided that meet CHS UM guidelines. N/A N/A N/A 85 Key Results: MANAGING FOR RESULTS Program Name: Program Purpose: COUNTY ADMINISTRATIVE OFFICER Program Name: Program Purpose: Communications The purpose of the communications program is to provide internal communication, media relations and community relations to the county so that the public is informed of results achieved by Maricopa County. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Combined dollar value of positive and negative media coverage generated. N/A N/A N/A $137,550 Percent of Board of Supervisors, County Administrative Officer, department directors, and PIO's satisfied with services provided by the Communications Office. N/A 77 N/A 82 Percent of county respondents (as measured by Office of Research and Reporting) who believe the county is effective in communicating to the public N/A 38 N/A 42 Key Results: - 215 - MANAGING FOR RESULTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Program Name: Program Purpose: County Administrative Office The purpose of the County Administrative Office program is to provide administrative leadership, budget and policy recommendations, and countywide management coordination for the Board of Supervisors so that they can achieve the county’s strategic goals and fulfill the county’s legal mandates and local policy initiatives in the most fiscally responsible manner. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of citizens satisfied with county services N/A 75 N/A 75 Percent of complaints/concerns responded to within three days N/A N/A N/A 90 Key Results: Program Name: Program Purpose: Government Relations The purpose of the Legislative Service Activity is to provide representation and information to the Board of Supervisors and County Administrative Officer so they can pursue and achieve state and federal operational and fiscal legislative goals. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of targeted bills passed, favorably amended or defeated low difficulty N/A N/A 80 80 Percent of targeted bills passed, favorably amended or defeated medium difficulty N/A N/A 80 80 Percent of targeted bills passed, favorably amended or defeated high difficulty N/A N/A 100 60 Percent of BOS and CAO satisfied with research activities provided N/A N/A N/A 100 Percent of grant dollars achieved vs. applied for N/A 100 N/A 90 Key Results: Program Name: Program Purpose: Justice System Coordination The purpose of the justice system coordination activity is to provide interdepartmental coordination and communicate credible, useful information to the justice and law enforcement agencies and county administration, so that they may comply with requirements, solve problems with effective systemic solutions, and fulfill strategic goals to reduce recidivism and improve case processing. Key Results: Percent users satisfied with utility of reports - 216 - FY 99 Actual N/A FY 00 Actual N/A FY 01 Actual N/A FY 02 Projected 90 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Ombudsman The purpose of the ombudsman activity is to provide investigation and consulting services to employees and department managers so that they can resolve workplace conflicts quickly. Key Results: Percent of requests responded to in a timely manner FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected N/A N/A N/A 100 MANAGING FOR RESULTS Program Name: Program Purpose: COUNTY ATTORNEY Program Name: Program Purpose: Community Services Program The purpose of the Community Services Program is to provide a variety of special services and assistance to people in Maricopa County so that the office fulfills its statutory mandates. Key Results: FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of uncontested adoptions cases completed. 94.65 97.73 82.23 91.54 100 99.50 89.13 96.21 28.92 40.70 35.80 35.14 Percent of victim compensation claims completed. Percent of sexually violent predator cases completed. Program Name: Program Purpose: Employee Training and Development Program The purpose of the Employee Training and Development Program is to provide training, education and career development to MCAO employees so that they can have the training, skills and support necessary to efficiently and effectively perform their job functions. Key Results: FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of MCAO employees who received training. 92.45 95.04 88.28 91.92 - 217 - MANAGING FOR RESULTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES CRIMINAL JUSTICE FACILITIES DEVELOPMENT Program Name: Program Purpose: Adult Detention Construction The purpose of the Adult Detention Construction Program is to provide construction management services for Maricopa County so that facilities to house an additional 3,139 jail beds can be constructed on time and within budget, thereby ensuring that there is adequate jail space to incarcerate the growing population of dangerous offenders. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent 4th Avenue Jail Construction project completion as compared to budget 1 5 16 49 Percent Lower Buckeye Jail Construction project completion as compared to budget 0 4 12 68 Key Results: Program Name: Program Purpose: Construction Project Management Administration The purpose of the Construction Project Management Administration Program is to provide construction management services for Maricopa County so that programs can be completed on schedule and within budget. Key Results: Percent construction project management costs as a percentage of the project budget Program Name: Program Purpose: FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected 8 8 8 8 Juvenile Detention Construction The purpose of the Juvenile Detention Construction Program is to provide construction management services for Maricopa County so that facilities to house an additional 388 beds can be constructed on time and within budget, thereby ensuring that there is adequate detention space to incarcerate the growing population of juvenile offenders. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent Juvenile Durango Construction project completion as compared to budget 0 3 13 59 Percent Juvenile Mesa Construction project completion as compared to budget 0 3 13 49 Key Results: - 218 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Parking Structure and Forensic Science Center Construction The purpose of the Jefferson St. Parking Structure and Forensic Science Center Construction Program is to provide construction management services to Maricopa County so that parking and a forensic science facility can be constructed on schedule and within budget, thereby ensuring that there is adequate capacity to accommodate current demand as well as population growth. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent Jefferson Street Parking Structure Construction project completion as compared to budget N/A 4 15 77 Percent Forensic Science Center Construction project completion as compared to budget N/A 3 15 83 Key Results: MANAGING FOR RESULTS Program Name: Program Purpose: ELECTIONS Program Name: Program Purpose: Elections The purpose of the Elections Program is to provide access to the electoral process for citizens, jurisdictions, candidates, the legislature and special interest groups so that they have equal access and may readily participate in elections. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percentage of deliveries of supplies and equipment delivered to the correct polling place N/A N/A N/A 100 Percentage of candidates fined N/A N/A N/A 7 The percentage of ballots returned for which the correct ballot has been issued N/A N/A N/A 98 Percentage of elections not postponed because of improper boundaries N/A N/A N/A 100 Percentage reduction in complaints about board workers N/A N/A N/A 1 Percentage increase in the number of voter registration cards collected at events N/A N/A N/A 0 Percentage of votes tabulated correctly N/A N/A N/A 100 The percentage of special ballots processed in time to meet the statutory deadline N/A N/A N/A 100 Key Results: - 219 - MANAGING FOR RESULTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Program Name: Program Purpose: Voter Registration The purpose of the Voter Registration Program is to provide registration services to eligible citizens who maintain residency in the County so they may readily express their preferences through the electoral process. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percentage of all valid registrations processed in time to meet election deadlines N/A N/A N/A 100 The percentage of valid registrations scanned and indexed in time to meet election deadlines N/A N/A N/A 100 Key Results: EMERGENCY MANAGEMENT Program Name: Program Purpose: Mitigation The purpose of the mitigation program is to provide mitigation plans and programs to Maricopa County and political subdivisions therein so that they can reduce or eliminate the effects of future disasters. Key Results: Percent of county, city, and town governments with a hazard mitigation plan Program Name: Program Purpose: FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected 0 0 0 4 Preparedness The purpose of the preparedness program is to provide knowledge and experience to the people of Maricopa County so that they can be prepared to respond to an emergency. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of county and city/town emergency operations plans updated within past four years. N/A 72 68 84 Percent gain in knowledge as a result of emergency operations center (EOC) related training N/A N/A N/A 33 Percent knowledge gain from presentations N/A N/A N/A 33 Percent of participants in exercises conducted by the department who are better prepared to respond to an emergency. N/A N/A N/A 90 Key Results: - 220 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Response and Recovery The purpose of the response and recovery program is to provide a coordinated disaster response capability for the people of Maricopa County in order to protect their lives and property and allow them to recover from a disaster. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of time 24-hour-a-day coverage, including communications, was maintained to protect lives, property, and the environment 100 100 100 100 Percent of public entities declaring a disaster that received disaster assistance N/A N/A 100 100 Key Results: MANAGING FOR RESULTS Program Name: Program Purpose: ENVIRONMENTAL SERVICES Program Name: Program Purpose: Air Quality Program The purpose of the Air Quality Program is to provide air pollution information and regulatory services to industry, other governmental agencies, and the general public so that they can effectively contribute to the attainment of the national ambient air quality standards. Key Results: Percentage of days in compliance with NAAQS for CO, O3, and PM10 Program Name: Program Purpose: FY 00 Actual FY 01 Actual FY 02 Projected 97.2 97.8 98.4 98.6 Community Services The purpose of the Community Services Program is to provide environmental regulatory and compliance information for the residents of Maricopa County so they can be confident they live in a healthful environment. Key Results: Number of businesses receiving assistance Program Name: Program Purpose: FY 99 Actual FY 99 Actual 657 FY 00 Actual 2,787 FY 01 Actual 2,275 FY 02 Projected 2,300 Environmental Health Services The purpose of the Environmental Health Division is to provide Environmental Health Inspections and educational services for the general public and regulated facilities so that compliance is maintained with applicable regulations of the Maricopa County Environmental Health Code. Key Results: FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Number of Environmental Health Inspections 75,158 80,995 83,192 86,000 - 221 - MANAGING FOR RESULTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Program Name: Program Purpose: Water and Waste Management The purpose of the Water and Waste Management Program is to provide plan review, inspection and vector control activities for stakeholders in Maricopa County so that they can be safe from hazards caused by non compliance with applicable rules governing environmental and public health protection for these facilities. Key Results: Percent of Engineering Plans Reviewed Within the Standard Timeframe of 7 days or According to Time Limits of 72 days Set by Regulation FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected N/A N/A N/A 0 EQUIPMENT SERVICES Program Name: Program Purpose: Fleet Management The purpose of the Fleet Management Program is to provide operational vehicles and equipment to Maricopa County departments so they have reliable and cost-effective transportation for County activities. Key Results: Percent of fleet availability - 222 - FY 99 Actual 96.06 FY 00 Actual 96.2 FY 01 Actual 96.7 FY 02 Projected 96.3 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Program Name: Program Purpose: Building Construction and Renovation The purpose of the Building Construction and Renovation Program is to provide repaired or new County facilities to appointed and elected departments so that they can accomplish their missions in a cost-efficient and productive environment. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of project work done in FY (New Admin Bldg) N/A 2 2 18 Percent of Actual Project completed to Project Budget (MCSO Training Academy) N/A N/A N/A 46.4 Percent of Major Maintenance Projects (FMD-controlled) completed in FY N/A 55.6 89.2 92 Percent of facility consultations completed with customer satisfied N/A N/A N/A 100 Percent Value of Project Completion to Project Budget (Durango Maintenance Bld) N/A N/A N/A 50 Percent of Department-funded Projects completed on time (by June 30th) 100 100 100 100 Percent Value of Project Completion in FY to Project Budget (Public Health Facility) N/A N/A N/A 29 Percent of properties in compliance w/dust control regulations N/A 99 99 99 Key Results: Program Name: Program Purpose: MANAGING FOR RESULTS FACILITIES MANAGEMENT Operations and Maintenance The purpose of the operations and maintenance program is to provide cleaning and maintenance services to appointed and elected departments so they can have their employees work in safe, clean, and functional facilities. FY 99 Actual N/A FY 00 Actual 99 FY 01 Actual 98 FY 02 Projected 99 Percent burials completed as prescribed by Public Fiduciary 100 100 100 100 Percent of facilities cleaned and landscaped to standard N/A 85 85 89 Percent of detention facilities cleaned to standards N/A 99 98 98 Percent of utility consumption reduced N/A N/A 1.19 5 Percent of Preventive Maintenance Work Orders completed N/A 71 66 80 Key Results: Percent of CM work orders completed - 223 - MANAGING FOR RESULTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Program Name: Program Purpose: Planning and Real Estate The purpose of the FMD Planning & Real Estate program is to provide planning & real estate services to appointed and elected departments so that County properties are utilized to their maximum potential. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of master plan project requests successfully completed N/A 76 85 95 Percent of space plans completed on time N/A 71 88 95 Percent of properties disposed vs. the total Number identified for disposal N/A N/A N/A 50 Percent of studies and reports completed on timely basis N/A 56 63 75 Percent of leases requiring renewal completed before expiration N/A 96 98 100 Percent of CIP identified needs for property/rights fulfilled N/A 100 100 100 Percent of properties in compliance w/dust control regulations N/A 99 N/A 99 Key Results: Program Name: Program Purpose: Protective Services The purpose of the Protective Services Program is to provide security and parking services to County appointed and elected departments, and visitors so that they can efficiently conduct their business in a safe and secure manner. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent or rate of major crimes for Downtown/Durango County properties vs. crimes reported for those surrounding Phoenix areas. 28 30 29 33 Percent of cars parked to the number of spaces available to employees within a 3 block area of their work site 80 100 100 100 Key Results: - 224 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Program Name: Program Purpose: Financial Reporting The purpose of the Financial Reporting Program is to provide timely financial and operational information to external entities such as external government and private financial institutions, as a measurement of financial health; and to Maricopa County government departments so they can make timely informed decisions, manage resources, and measure and report results. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of customers who indicate our reports facilitate informed decision-making. N/A N/A N/A 100 Percent of customers satisfied regarding the completeness, accuracy and timeliness of the financial information i.e. system reports. N/A N/A N/A 100 Percent of customers satisfied regarding the completeness, accuracy and timeliness of the financial information, i.e. internally prepared reports. N/A N/A N/A 100 Key Results: Program Name: Program Purpose: MANAGING FOR RESULTS FINANCE Financial Services Program The purpose of the Financial Services Program is to provide general accounting, systems (technological), accounts payable, and debt service activities to Maricopa County government departments so they can make informed decisions, manage resources, and measure and report results. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of payments processed within the established turnaround time. N/A N/A N/A 100 Percent of customers satisfied with the debt related services. N/A N/A N/A 100 Percent of customers satisfied regarding the processing of various transactions. N/A N/A N/A 100 Key Results: - 225 - MANAGING FOR RESULTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES FLOOD CONTROL DISTRICT Program Name: Program Purpose: Flood Protection Program The purpose of the Flood Protection program is to provide structural and nonstructural mitigation of flood hazards for the public so that they can live with acceptable risk of loss of life or property due to flooding. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of capital projects requested, prioritized, and recommended on the current list that are completed in that year. 18 8 17 7 Percent of dams receiving routine maintenance to state and sponsoring agency specifications. 100 100 100 100 Percent of available lease property parcels leased. N/A N/A N/A 100 Key Results: Program Name: Program Purpose: Floodplain And Drainage Compliance Program The purpose of the Floodplain and Drainage Compliance program is to provide guidance, direction, and enforcement for the public so that they can use their property safely and in compliance with applicable state and federal laws. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of Technical Advisory Committee letters sent to Planning and Development not later than 24 clock hours prior to Committee meeting. N/A N/A N/A 48 Percent of cumulative linear miles of Zone A watercourses requiring delineation that were delineated and submitted to FEMA. N/A N/A 2.5 7.5 Key Results: - 226 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Information Collection And Dissemination Program The purpose of the Information Collection and Dissemination program is to provide flood hazard information, technical data, and flood safety guidance to public agencies and the public so that they are aware of and can respond to flood hazards. FY 99 Actual N/A FY 00 Actual N/A FY 01 Actual 99 FY 02 Projected 99 Percent of $ value of positive media attention received at a rating of five or above (on a scale of one to nine). N/A N/A N/A 100 Percent of representative samples collected. 31 100 73 100 Key Results: Percent of sensor-days operational. Program Name: Program Purpose: MANAGING FOR RESULTS Program Name: Program Purpose: Planning Program The purpose of the Planning program is to provide flood and erosion hazard information and documentation to the public so that they can be knowledgeable about the dangers of erosion and flooding, the areas in which they occur, and required future remediation measures. Key Results: Percent of cumulative square miles of watershed identified for Area Drainage Master Plan study where study was completed. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected N/A N/A N/A 13 HEALTH CARE MANDATES Program Name: Program Purpose: Financial Liability Control The purpose of the Financial Liability Control program is to provide Financial Risk Management Services to the Board of Supervisors and County Management so they can manage the cost of providing Indigent Health Care Services. Key Results: Percent of reduction in dollars from original lawsuit FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected 0 0 19 20 - 227 - MANAGING FOR RESULTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Program Name: Program Purpose: Provider Payment The purpose of the Provider Payment Program is to provide timely reimbursement to Health Care Providers so they can receive payment for approved eligible services. Key Results: FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of available discounts captured each month 94.65 92.00 95.01 95.00 HOUSING Program Name: Program Purpose: Bolster Program The purpose of the Bolster Program is to respond to the financial, purchasing, technological and administrative needs of housing department staff so that they can get their work completed without delay. Key Results: 99 Percent of computer “up” time 100 Percent of services provided within time frame Program Name: Program Purpose: FY 99 Actual N/A FY 00 Actual 99 FY 01 Actual 99 FY 02 Projected 99 N/A 93 95 99 Property Management The purpose of the Property Management Program is to maintain and manage publicly owned rental housing for eligible households so that the inventory is 99Percent leased at all times to those in need of rental assistance FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected 97 Percent of work orders completed within 2 days of request N/A 100 100 100 99 Percent occupancy every month N/A 98 98 98 Key Results: Program Name: Program Purpose: Resident Initiatives Program The purpose of the Resident Initiatives Program is to provide education, training and support services to housing clients so they can eventually move from assisted housing to homeownership. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of families reaching Family SelfSufficiency goals N/A N/A 15 8 Percent of crime related evictions N/A N/A 3 3 Key Results: - 228 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Voucher Program The purpose of the Voucher Program is to achieve and maintain 98Percent lease-up and make timely rental assistance payments to landlords on behalf of eligible households so they can reside in privately owned rental housing of their choice. Key Results: Contract lease at 80 Percent FY 99 Actual N/A FY 00 Actual N/A FY 01 Actual 83 FY 02 Projected 100 MANAGING FOR RESULTS Program Name: Program Purpose: HUMAN RESOURCES Program Name: Program Purpose: Business Performance The purpose of the Business Performance Program is to provide consultation, education, policy direction and a performance management system to departments so they can increase employee and organizational performance. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of clients who report that performance and/or employee satisfaction was improved as a result of the consulting service N/A N/A N/A 65 Percent of departments who report that the performance management system helps them align, motivate, and develop employee performance. N/A N/A N/A 50 Percent of department leaders who are satisfied with the information and resources received N/A N/A N/A 90 Percent of participants who report they were able to apply newly learned skills on the job. N/A N/A N/A 70 Percent of employees reporting content and course materials helped them understand the topic. N/A N/A N/A 95 Percent retreat participants reporting learned new concepts that will be used to achieve superior business results. N/A N/A N/A 75 Percent of time requirements met. 100 100 100 100 Percent of management dissatisfaction with case management of the ill/injured employees N/A N/A 4 0 Key Results: - 229 - MANAGING FOR RESULTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Program Name: Program Purpose: Corporate Initiatives The purpose of Corporate Initiatives is to provide development, implementation and administration services for Maricopa County employees so that they can voluntarily participate in accomplishing the goals of the special initiatives. Key Results: Percent pre-determined goals achieved. Program Name: Program Purpose: FY 99 Actual N/A FY 00 Actual 100 FY 01 Actual N/A FY 02 Projected 100 Total Compensation & Benefits The purpose of the Total Compensation and Benefits Program is to provide Board-approved compensation and benefit plans, strategic direction and administration support to departments so that they can attract and retain qualified employees to achieve their business results. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Number of all positive impact responses to "value of benefits program in hire decision" on New Employee Orientation survey. N/A N/A N/A 50 Percent of jobs for which a new market analysis is requested within 2 years. N/A N/A N/A 25 Percent of departments with an established compensation philosophy and/or strategy in place. N/A N/A 0 10 Key Results: Program Name: Program Purpose: Workforce Planning The purpose of the Workforce Planning Program is to provide information, consultation, and hiring services to department management so that they can make workforce decisions and to attract and retain the staff they need to achieve their business results. Key Results: Percent of turnover within the first six months of the initial probationary period. - 230 - FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected N/A N/A N/A 11 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Program Name: Program Purpose: Community Services The purpose of the Community Services Program is to provide an array of basic needs services for Maricopa County low-income individuals and families, so that they avoid becoming homeless and can maintain or achieve economic self-sufficiency. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of food box recipients who were also referred to the food stamp program N/A N/A N/A 17 Percent of clients who rate services as satisfactory or better N/A N/A N/A 70 Percent of families who demonstrate an improved level of self-sufficiency following intervention. N/A 60 61 60 Key Results: Program Name: Program Purpose: Early Childhood Education The purpose of the Early Childhood Education Program is to provide school readiness opportunities for children (ages 0-5), so that they will be successful in school. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of enrolled 4-year-olds who demonstrate 10Percent (9 points) amount of increase on the Developmental Assessment by the end of the school year. N/A N/A N/A 80 Percent of children linked with a medical home – Head Start N/A 58 73 80 Percent of children linked with a medical home – Early Head Start N/A 96 97 90 Key Results: Program Name: Program Purpose: MANAGING FOR RESULTS HUMAN SERVICES Special Transportation Services The purpose of the Special Transportation Services Program is to provide transportation options for the most transit-dependent populations in Maricopa County, so that a lack of transportation is not a barrier to enhancing their economic and social well-being. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of customer satisfaction -- Core STS services 83 92 87 83 Percent of clients provided employment transportation that remain employed for at least six months N/A N/A N/A 70 Key Results: - 231 - MANAGING FOR RESULTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Program Name: Program Purpose: Workforce Development The purpose of the Workforce Development Program is to provide qualified individuals and other resources to employers to meet their workforce needs. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent Retention rate @ six months after placement -- Adults N/A N/A 80 80 Percent Retention rate @ six months after placement - Dislocated Workers N/A N/A 87 87 Percent Retention rate @ six months after placement -- Youth (ages 19-21). N/A N/A N/A 76 Percent of employer satisfaction N/A N/A N/A 66 Key Results: INDIGENT REPRESENTATION Program Name: Program Purpose: Office of Contract Counsel The purpose of the Office of Contract Counsel is to provide legal services to indigent clients so that their constitutional rights are safeguarded and Maricopa County fulfills its obligations to provide cost-effective legal representation. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of cases in which there were no judicial complaints against contractors N/A N/A N/A 3 Percent of contracts completed in compliance with OCC contract terms N/A N/A N/A 50 Key Results: Program Name: Program Purpose: Office of the Legal Advocate The purpose of the Office of the Legal Advocate is to provide legal representation to our clients so that their rights are protected and they receive fair treatment in the judicial system. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of criminal defense cases with disposition less than original charge N/A N/A N/A 55 Percent stable placement within 12 months N/A N/A N/A 77 Key Results: - 232 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Office of the Legal Defender The purpose of the Office of the Legal Defender is to provide legal representation, when appointed by the court, to those indigent clients to ensure the protection of their rights and, in doing such, safeguarding the legal rights of each member of the community. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of cases with disposition less than original charge N/A N/A N/A 75 Percent of cases in which the court has dismissed the dependency matter and no further action is pending (dependency matters are those for which the court will determine if a child is to become a ward of the court and/or remain in the custody of the parent.) N/A N/A N/A 25 Key Results: Program Name: Program Purpose: MANAGING FOR RESULTS Program Name: Program Purpose: Office of the Public Defender The purpose of the Office of the Public Defender is to provide legal representation, when appointed by the court, for indigent individuals facing criminal charges, juvenile delinquency or incorrigibility accusations, and mental health proceedings, thus safeguarding the fundamental legal rights of all individuals. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of adult criminal cases with disposition less than original charge N/A N/A N/A 85 Percent of juvenile cases with disposition less than original charge N/A N/A N/A 75 Percent of Superior Court mental health matters concluded within 30 days N/A N/A N/A 90 Percent of appeal briefs completed within 45-day due date N/A N/A N/A 55 Key Results: - 233 - MANAGING FOR RESULTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES INTEGRATED CRIMINAL JUSTICE INFORMATION SYSTEMS Program Name: Program Purpose: Integration Systems and Information Distribution The Mission of the Integrated Criminal Justice Information System is to provide automated systems, information technology expertise, and information pathways to justice and law enforcement agencies, and to develop and implement systems that promote the sharing of criminal justice information that is timely, secure, reliable, and comprehensive, so that criminal justice agencies may more efficiently enhance public safety, improve service to the community, and make quality justice and law enforcement decisions. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of ICJIS projects completed on schedule N/A N/A 100 100 Percent of shared business process transactions automated N/A N/A 1 2 Percent of data network connections that satisfy FBI security requirements N/A N/A 0 50 Key Results: INTERNAL AUDIT Program Name: Program Purpose: Audit Services Program The purpose of the Audit Services Program is to provide independent assessments and recommendations to the Board of Supervisors and County management so they can make informed decisions regarding County policies and operations. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of IA recommendations concurred with by BOS and County management. 97 98 99 95 Percent of IA recommendations implemented within six months after the report has been issued. 34 51 54 55 Key Results: - 234 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Management Services Program The purpose of the Management Services Program is to provide strategic information and education to County officials and employees so that they can perform their jobs more effectively FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent satisfaction rating from customers indicating educational efforts (newsletters, courses, etc.) help them do their job more effectively N/A N/A N/A 85 Percent overall approval rating by the Board of Supervisors and key County management of Internal Audit's strategic information reports. 84 87 89 85 Percent satisfaction rating from customers indicating consulting services delivered by IA helped them do their job more effectively N/A N/A N/A 85 Key Results: MANAGING FOR RESULTS Program Name: Program Purpose: JUSTICE COURTS Program Name: Program Purpose: Court Services The purpose of the Court Services program is to provide non-case processing services for the Justice Courts and court customers so that they can be obtain other services that are reliable, timely, convenient, and within a safe environment. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of Justices of the Peace that meet the training requirements mandated by the Arizona Supreme Court Committee on Judicial Education and Training (COJET) 87 96 96 100 Percent of Justice Court Staff meeting the training requirements mandated by the Arizona Supreme Court Committee on Judicial Education and Training (COJET) 99 100 100 100 Key Results: - 235 - MANAGING FOR RESULTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES JUVENILE PROBATION Program Name: Program Purpose: Community Justice Program The purpose of the Community Justice Program is to provide the residents of Maricopa County a juvenile justice system in which: offenders are held accountable and given the opportunity and encouragement to change; victims are acknowledged and compensated; and the community is actively involved, so that juveniles become personally responsible and community safety is enhanced. FY 99 Actual 80.1 FY 00 Actual 82.8 FY 01 Actual 84.0 FY 02 Projected 82.4 Percent of juveniles who complete programs without re-offending N/A N/A N/A 78 Percent of Maricopa County residents who are Juvenile Probation Department volunteers N/A N/A N/A 0.022 Percent of juveniles successfully completing diversion programs N/A N/A N/A 77.9 Key Results: Percent of juveniles completing probation Program Name: Program Purpose: Detention Program The purpose of the Detention Program is to provide a secure and safe custody in an environment that promotes skill-building, accountability, and responsible citizenship to detained juveniles, so they can become responsible citizens and the public safety is enhanced. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of detainees requiring Class I Incident Reports N/A N/A N/A 4 Percent of detainees completing cognitive skills programs N/A N/A N/A 16 Key Results: Program Name: Program Purpose: Operational Support Program The purpose of the Operational Support Program is to provide our employees with intellectual and emotional support so they will grow professionally. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected N/A N/A N/A 75 Amount of revenue collected from Probation 833,569 822,751 1,097,471 60,111 Amount of revenue collected from Diversion Fees 190,123 185,970 251,006 18,488 Key Results: Percent of employees who report they feel safe in doing their job - 236 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Program Name: Program Purpose: Administrative and Staff Support Services The purpose of the Administrative and Staff Support Services program is to provide leadership, resources and support to MCLD staff, so that they may contribute fully as a member of the MCLD team in order to do their jobs effectively. Key Results: Percent of staff who say they work effectively as a team to better serve our customers Program Name: Program Purpose: FY 00 Actual FY 01 Actual FY 02 Projected N/A N/A N/A 65 Public Library Service The purpose of the Public Library Service program is to provide resources, activities and skilled assistance to our customers, so that their needs, interests and goals are met. Key Results: Percent of customers who report that the collection met their needs Program Name: Program Purpose: FY 99 Actual MANAGING FOR RESULTS LIBRARY DISTRICT FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected N/A N/A N/A 65 Resource Management The purpose of the Resource Management program is to provide materials management, technological support and problem-solving for MCLD customers and staff, so that materials and technological tools are available to meet their needs. Key Results: Percent of customers who say they can find items in a timely manner FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected N/A N/A N/A 50 - 237 - MANAGING FOR RESULTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES MANAGEMENT AND BUDGET Program Name: Program Purpose: Budget Administration The purpose of the Budget Administration Program is to provide budgetrelated approvals, recommendations, and monitoring for the Board of Supervisors so that they can hold departments accountable for staying within approved budgets and achieving results. Key Results: Percent of departments that stay within approved (by fund type) FY budget allocations. Program Name: Program Purpose: Percent BOS satisfied that info provided was what they needed to make informed decisions Percent of respondents who report that the information provided helped them form educated opinions and/or make informed decisions FY 02 Projected N/A 98 98 100 FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected N/A N/A 100 100 FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected N/A N/A 100 100 Multi-year Planning Program The purpose of the Multi-year Planning Program is to provide forecasting and strategic planning services to the Board of Supervisors so they can set policy and make strategic decisions. Key Results: Percent of forecasts (most likely scenario) within 10 Percent of actual - 238 - FY 01 Actual Management Services The purpose of the Management Services Program is to provide information and consultation services to County management and the general public so that they can make informed decisions and form opinions. Key Results: Program Name: Program Purpose: FY 00 Actual Budgeting Program The purpose of the Budgeting Program is to provide an annual budget to the Board of Supervisors so they can effectively manage the County resources. Key Results: Program Name: Program Purpose: FY 99 Actual FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected N/A 75 75 100 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Program Name: Program Purpose: Business Services The purpose of the Materials Management Business Services program is to provide products and services associated with graphics, procurement and records management to clients and the public so that they can satisfy their customers needs and obtain high quality competitively priced products and services, resulting in cost-effective government programs. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of work requests successfully completed. N/A N/A N/A 70 Percent of order successfully placed. N/A N/A N/A 70 Percent of clients satisfied with procurement products provided. N/A N/A N/A 75 Percent of clients satisfied with records management products provided. N/A N/A N/A 75 Key Results: Program Name: Program Purpose: MANAGING FOR RESULTS MATERIALS MANAGEMENT Consulting The Purpose of the Materials Management Consulting program is to provide training and customer support services to clients and the public so that they can meet their goals, participate in county contracting activities and deliver high quality competitively priced products and services. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of clients trained and who successfully pass course assessment. N/A N/A N/A 86 Percent of clients satisfied with Graphic Communications consulting results. N/A N/A N/A 75 Percent of clients satisfied with Procurement consulting results. N/A N/A N/A 75 Percent of Procurement training classes meeting demand. N/A N/A N/A 45 Percent of clients satisfied with Records Management consulting results. N/A N/A N/A 75 Percent of Records Management training classes meeting demand. N/A N/A N/A 80 Key Results: - 239 - MANAGING FOR RESULTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Program Name: Program Purpose: Systems and Support The purpose of the Materials Management System Support program is to provide technology solutions to clients and the public so that they can access information and process business transactions that support the achievement of their goals without geographic constraints. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of projected Graphic Communications systems application support hours completed. N/A N/A N/A 100 Percent of projected Procurement systems and support hours completed. N/A N/A N/A 56 Percent of projected Records Management systems and support hours completed. N/A N/A N/A 50 Key Results: MEDICAL ELIGIBILITY Program Name: Program Purpose: Community Focus The purpose of the Community Focus program is to provide eligibility awareness and determination services to the Board of Supervisors and individuals in need of health care coverage so that they can limit the financial cost of emergency medical episodes. Key Results: Percent increase of eligible community site applications received due to community awareness (Outreach) - 240 - FY 99 Actual N/A FY 00 Actual FY 01 Actual N/A 233 (2,157 est.) (5,037) FY 02 Projected 0 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Compliance and Recovery The purpose of the Compliance and Recovery program is to provide advocacy and financial recovery services to Maricopa County and the Board of Supervisors so they can prevent and recover indigent health care costs. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of case file information given to HCM and DoME on-time, by request N/A N/A 92 95 Percent of files submitted accurately and timely 95.11 97.88 98 97 Percent of dual applications where the County is able to remove or recover County liability based on an approval for a Federal program N/A N/A 16.8 20 Percent of successful legal challenges (Appeals Unit) N/A 85 89 85 989,291 894,854 1,664,999 416,249 Key Results: Amount collected from Random Moment Samples Program Name: Program Purpose: MANAGING FOR RESULTS Program Name: Program Purpose: Employee First The purpose of the Employee First program is to provide education and information to DoME employees so that they can successfully perform their jobs. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of employees who are ‘satisfied’ or ‘very satisfied’ that they have information necessary to do their job (Baseline established December 1999) 63 77 N/A 90 Percent of employees who are ‘satisfied’ or ‘very satisfied’ with communication within the department (Baseline established December 1999) 39 61 N/A 90 Percent of employees meeting at least a 80Percent score on technical competency assessments N/A N/A N/A 100 Percent increase of employees who are ‘satisfied’ or ‘very satisfied’ that they have the training necessary to do their job (Baseline established December 1999) 57 62 N/A 90 Percent of employees who are 'satisfied' or 'very satisfied' with their opportunities for job-related training. 37 71 N/A 90 Key Results: - 241 - MANAGING FOR RESULTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Program Name: Program Purpose: High Risk The purpose of the High Risk program is to provide eligibility determination services to Maricopa County and the Board of Supervisors so they can control and reduce health care financial liability for medical services provided to the indigent. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent reduction in health care financial liability related to inpatient claims in the trauma hospitals by date of service each quarter for a 20Percent reduction from 6/30/00 through 6/30/02 N/A N/A 27 4 Percent decrease in County financial liability for inpatient claims N/A N/A 27 4 Key Results: MEDICAL EXAMINER Program Name: Program Purpose: Laboratory Services The purpose of Laboratory Services is to provide toxicology reports and microslides of organ tissues to the Medical Examiners so that they can determine whether or not drugs, chemicals, or an identifiable disease contributed to the cause and manner of death. Key Results: Percent of toxicology reports produced within 30 days Program Name: Program Purpose: FY 00 Actual FY 01 Actual FY 02 Projected N/A 47 66 80 Medical Examiners The purpose of the Medical Examiners is to provide a determination and timely report of findings as to the cause and manner of death, and an authorization for the cremation of decedent remains, for the families of decedents and the legal and medical community so that they can have closure, prosecute offenders, and take actions to safeguard public health and safety. Key Results: Percent of cases completed within 90 days Percent of autopsies performed - 242 - FY 99 Actual FY 99 Actual 86 FY 00 Actual 82 FY 01 Actual 76 FY 02 Projected 90 62 61 60 60 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Medical Investigations And Decedent Handling The purpose of Medical Investigations and Decedent Handling is to report medical and forensic information to the Medical Examiners and preserve the chain of custody of the decedent remains and evidence so that the Medical Examiners can review the information and examine the body to make a timely determination of the cause and manner of death. Key Results: Percent of investigation summaries provided to medical examiner prior to, or same day, as examination Program Name: Program Purpose: FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected N/A 38 92 95 MANAGING FOR RESULTS Program Name: Program Purpose: Office Support And Case Records The purpose of Office Support and Case Records is to provide data entry of forms and case records and distribution of forms, records and reports of findings for the Medical Examiners so that they can issue their findings to family members and private and public agencies. Key Results: Percent of initial reports transcribed within two weeks of receipt FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected N/A 46 98 100 MARICOPA INTEGRATED HEALTH SYSTEM Program Name: Program Purpose: Health Care Delivery The purpose of the Health Care Delivery program is to provide medical and related services to patients so that they can improve their health status. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of favorable responses (rating > "5") on patient & employee satisfaction survey - Satisfaction with Cleanliness N/A N/A 94.8 96.0 Percent of favorable responses (rating > "5") on patient & employee satisfaction survey - Satisfaction with Safety N/A N/A 96.3 97.0 Percent of favorable responses (rating > "5") on patient & employee satisfaction survey - Satisfaction with Food N/A N/A 85.0 88.0 Percent of re-admissions within 30 days 8.4 5.3 4.9 5.0 Percent of patients who receive timely lab tests 94.9 96.2 96.8 97.0 Percent of patients with a funding source 92.3 95.2 96.0 94.8 Key Results: - 243 - MANAGING FOR RESULTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Program Name: Program Purpose: Health Plan The purpose of the Health Plan program is to provide access to and coordination of health care benefits for members so that they can receive appropriate health care services. Key Results: FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of members who receive acute care indicator services - Pap Smears 34.80 29.02 31.80 32.80 Percent of members who receive acute care indicator services - Mammogram 62.00 60.70 60.70 62.00 Percent of members who receive acute care indicator services - Dental Preventive & Treatment 34.15 31.51 34.00 36.00 Percent of members who receive acute care indicator services - Well-Child Care Birth to 15 months 43.08 56.85 62.50 64.00 Percent of members who receive acute care indicator services - Immunizations 2 year olds 42.46 39.83 79.50 80.50 Percent of members who receive acute care indicator services - Elderly Immunizations 71.00 76.00 80.00 82.00 Percent of members hospitalized 26.8 24.5 24.7 25.0 Program Name: Program Purpose: Medical Education The purpose of the Medical Education program is to provide medical education to residents and students so that they can complete their training. Key Results: Percent of residents who complete their residency training Program Name: Program Purpose: FY 00 Actual FY 01 Actual FY 02 Projected N/A N/A 96 96 Nursing Care The purpose of the Nursing Care program is to provide medical and related services to patients so that they can improve their health status. Key Results: Percent of patients who report satisfaction with nursing care quality Percent of vacant nursing care positions - 244 - FY 99 Actual FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected N/A 96.0 94.0 96.0 36.60 12.37 21.82 21.0 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Program Name: Program Purpose: Park Education Program The purpose of the Park Education Program is to provide natural resource interpretation and unique recreation facilities for individuals and groups so they can appreciate and enjoy the natural environment. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of park visitors who attend a program 7 18 5 5 Rate of satisfaction with structured recreational and education programs N/A N/A N/A 85 Percent of satisfaction from facility evaluations N/A N/A N/A 100 Key Results: Program Name: Program Purpose: Park Recreation Program The purpose of the Park Recreation Program is to provide diverse facilities and opportunities for park users so they can have a healthy and exhilarating outdoor experience. Key Results: Satisfaction rate of passive park users Satisfaction rate of active park users (future surveys) Program Name: Program Purpose: MANAGING FOR RESULTS PARKS AND RECREATION FY 99 Actual N/A FY 00 Actual 88 FY 01 Actual N/A FY 02 Projected 92 N/A 85 N/A 89 Park Support Program The purpose of the Park Support Program is to provide well-maintained and safe facilities for park users so they can appreciate and enjoy the natural environment. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of park visitors who are satisfied with the service provided by the park police N/A N/A N/A 75 Percent of park user satisfaction as related to facilities 70 N/A N/A 80 Key Results: - 245 - MANAGING FOR RESULTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES PLANNING AND DEVELOPMENT Program Name: Program Purpose: Code Enforcement The purpose of the Code Enforcement Program is to provide inspection, enforcement, licensing and permitting services, under the operational guidelines of the Planning and Development Department, to constituents, so they can enjoy their properties and/or operate their businesses in compliance with County codes and ordinances. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of licenses/permits applications completed within 45 days of application date N/A N/A N/A 80 Percent of cases that complete an initial site investigation within 30 days of receipt of violation complaint N/A N/A N/A 90 Key Results: Program Name: Program Purpose: Comprehensive Planning The purpose of the Comprehensive Planning Program is to provide information to various private and public entities of Maricopa County so they make informed decisions concerning growth, development and investment. Key Results: Percent of planning elements prepared by required dates Program Name: Program Purpose: FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected N/A N/A N/A 100 One Stop Shop The purpose of the One Stop Shop program is to provide a single point of contact for coordinated county development services to the customer so they may complete their development projects in a faster and more cost efficient manner. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of customers contacted within OSS targets N/A N/A N/A 66 Percent of inspection stops completed within 1 day of request N/A N/A N/A 99 Percent of occupancy certificates issued within 14 days of final building inspection N/A N/A N/A 50 Percent of requests responded to within 2 days N/A N/A N/A 75 Key Results: - 246 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Strategic Business Planning The purpose of the Strategic/Business Planning Program is to provide business services to department staff so they can perform their assigned duties in an accurate and efficient manner. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of quality control tests meeting accuracy standards N/A N/A N/A 50 Percent of decisions made within 30 days N/A N/A N/A 75 Percent of developed/revised business rules/plans within required time frames N/A N/A N/A 75 Percent of benchmarked data used N/A N/A N/A 25 Key Results: Program Name: Program Purpose: MANAGING FOR RESULTS Program Name: Program Purpose: Training The purpose of the Training Program is to provide and coordinate training to staff so they can perform their assigned duties in a consistent, accurate and efficient manner. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of oriented new employees who can perform basic functions when released to assigned area N/A N/A N/A 50 Percent of Policy Board members who have been oriented N/A N/A N/A 66 Percent of employees attending training sessions N/A N/A N/A 75 Key Results: PUBLIC FIDUCIARY Program Name: Program Purpose: Burial Services Program The purpose of the Burial Services Program is to provide final disposition to decedents of indigent families of Maricopa County so that eligible burial services can be arranged. Key Results: Percent of disallowed referrals. Percent of indigent burial determinations made within five business days. FY 99 Actual 70 FY 00 Actual 73 FY 01 Actual 60 FY 02 Projected 65 95 95 89.67 95 - 247 - MANAGING FOR RESULTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Program Name: Program Purpose: Fiduciary Services Program The purpose of the Fiduciary Services Program is to provide court appointed guardianship, conservatorship and probate services to those persons or estates when no other person or corporation is qualified and willing to serve so that their well being, property and interests are protected. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of annual guardian reports filed with the court on time. 100 99 98.95 96 Percent of inventories filed with the court on time. 86 84 83 92 Percent of court accountings filed with the court on time. 99 99 99.43 96 Percent of increase in revenue collection from prior fiscal year. 26 15 7 0 Key Results: Program Name: Program Purpose: Investigation Services Program The purpose of the Investigation Services Program is to provide information and recommendations to the court and community so that adjudication or alternative services may be sought. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of timeliness in filing mental health mandated reports and court ordered reports. 97 92 97.87 96 Percent of cases resulting in a recommendation for protective action. N/A N/A N/A 40 Key Results: - 248 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Program Name: Program Purpose: Clinical Services The purpose of Clinical Services is to provide clinical, outreach, and community-based prevention services to defined populations and communities in order to prevent sexually transmitted diseases and tuberculosis, and promote the health of the community. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of women with abnormal cancer screening findings referred for colposcopy N/A N/A 40 45 Percent of clients who said that their HIV test result was explained clearly and simply N/A 100 97 90 3,717,949 3,834,770 4,801,329 4,324,485 Percent savings over wholesale price: Rifampin 300 mg 76 76 76 76 Cost savings for treating congenital syphilis cases before the birth of the infant N/A 1,272,466 784,000 1,321,326 Percent positive response on customer satisfaction surveys 92 92 95 95 Percent of suspects/cases who receive intervention 90 92 95 95 Percent of refugees entering Maricopa County who complete health screening 90 90 80 85 Percent of clients followed by the Hansen’s Clinic who did not have deformities at the time of diagnosis, who develop such during treatment 0 0 0 0 Percent of communicable disease outbreaks in early release facility originating with individuals screened by Con-Tents . N/A N/A 0 0 Key Results: Cost savings on lab tests MANAGING FOR RESULTS PUBLIC HEALTH - 249 - MANAGING FOR RESULTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Program Name: Program Purpose: Community Development The purpose of the Community Development Program is to provide facilitation and resources to communities at risk in Maricopa County so that they can reduce disease and respond to catastrophic events. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of all applied grants that are awarded N/A N/A N/A 12 Percent of Health and Human Services Emergency Response Plan completed N/A 30 70 100 Percent of members who indicate that they are equipped to make allocation decisions N/A N/A 75 80 Key Results: Program Name: Program Purpose: Community Health Services The purpose of Community Health Services is to provide public health prevention activities to Maricopa County residents in order to maximize their physical and behavioral health. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of pregnancy clients who, at delivery, had received 6 or more prenatal care visits 77 76 78 80 Percent of NICU-referred babies that receive a home visit N/A N/A 80 75 Percent of lead hazard referrals who receive at least one home visit N/A N/A 95 80 Percent of families that improve in parenting skills N/A N/A 85 85 Parenting interventions completed (number of families) 2,364 3,183 2,796 2,200 Percent of stakeholders in sample who report that they have used the Maternal/Child Health (MCH) needs assessment or PRAMS data N/A N/A 57 10 Increase (percent) on post-survey vs. presurvey: Identification of five or more as the correct number of fruits/vegetables to eat each day 33 59 N/A 5 Value of food draft redemption within Maricopa County 38,014,143 39,386,063 36,849,161 41,000,000 Percent of eligible population served N/A 52 52 53 Hours contributed to public health projects 800 800 800 800 Key Results: - 250 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES FY 01 Actual FY 02 Projected 100 100 Percent client satisfaction with the Office of Oral Health 86 90 92 90 Attendee satisfaction with training session (percent) N/A N/A N/A 85 Percent of children with urgent conditions (pain and/or infection) referred to school nurse for subsequent dental treatment services 100 100 100 100 Percent of students reporting 30 minutes or more of physical activity each school day 85 80 N/A 70 Percent of planning group members supporting the direction of the plan 95 97 90 92 Increase in knowledge as measured by pre/post test (percent) 18 57 48 17 Car seats inspected 652 937 843 600 Percent quit for adult clients N/A N/A 35 19 Public Health clinic coverage level N/A 44 44 50 Percent improvement in scores on pre/post tests N/A 30 N/A 20 Percent increase in mean immunization completion rate after intervention 15 21 20 15 Percent of referrals receiving services N/A 44 N/A 45 Percent of reports investigated 63 50 N/A 50 Percent of investigated individuals who receive HIV prevention education 66 92 82 85 Percent of homeless in Phoenix metropolitan area seen at least once at clinic 38 40 43 40 Percent of eligible clients interviewed N/A N/A 6.5 8 Percent of women returning for annual rescreening for breast and cervical cancer N/A 57 36 60 Percent of businesses requesting repeat services N/A N/A 33 50 MANAGING FOR RESULTS Community Health Services (Continued) FY 99 FY 00 Key Results: Actual Actual Percent of children with untreated dental needs given dental referral sheet following N/A 100 screening Program Name: - 251 - MANAGING FOR RESULTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Program Name: Program Purpose: Epidemiology and Vital Statistics The purpose of Epidemiology and Vital Statistics is to provide accurate and timely data and documents to members of the public and service providers so that they have relevant information for disease detection, disease prevention, and legal documentation. Key Results: Health Status Yearly Reports Number of certified copies issued Program Name: Program Purpose: FY 99 Actual 2 FY 00 Actual 2 FY 01 Actual 2 FY 02 Projected 2 206,678 218,644 219,702 222,100 Ryan White HIV Care Services The purpose of Ryan White Care Services is to provide medical, health and support services to people living with HIV in the Phoenix Eligible Metropolitan Area (EMA) so that they can lead healthier, longer, and more productive lives. Key Results: Percent of all Title I funded clients who access primary medical care FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected N/A 90 92 94 RECORDER Program Name: Program Purpose: Recorder’s Program The purpose of the Recorders program is to maintain a perpetual, comprehensive set of public records consisting of all documents appropriately presented for recording for the public so that any member of the public can readily access the information to conduct their personal and business activities with the assurance that, where appropriate, privacy will be protected and that their transactions were executed in accordance with the law. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected The percentage of documents presented over the counter which are recorded on the same day 100 100 N/A 100 Percentage of documents recorded returned within ten business days N/A N/A N/A 100 The percentage of documents presented for scanning which are scanned by the end of the next day N/A N/A N/A 100 Key Results: - 252 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Program Name: Program Purpose: Research And Reporting The purpose of the Research And Reporting Program is to provide survey data services to county managers and external agencies so they can have statistically valid data upon which to base informed decisions. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of consultations providing information needed to make study decisions N/A N/A N/A 100 Percent of customers reporting that study goals were met N/A N/A N/A 100 Key Results: MANAGING FOR RESULTS RESEARCH AND REPORTING RISK MANAGEMENT Program Name: Program Purpose: Claims Resolution and Litigation Management Program The purpose of the risk management claims resolution and litigation management program is to provide claims disposition services to county government so they can reduce the cost of losses. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent maximum of pay out against the demand annually N/A 12 15 17 Percent maximum of litigation costs versus claims costs annually N/A 30 40 35 Percent of increase of collections (subrogation) of available funds N/A 10 13 10 Key Results: - 253 - MANAGING FOR RESULTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Program Name: Program Purpose: Risk Management Safety and Environmental Program The purpose of the risk management safety and environmental program is to provide loss prevention services to county government so they can minimize or eliminate losses. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent reduction in losses where claims consultations have occurred N/A N/A N/A 10 Percent reduction of losses where safety consultations have occurred N/A N/A N/A 5 Percent reduction in losses where training has occurred N/A N/A N/A 5 Percent reduction in injuries where training has occurred N/A N/A N/A 5 Percent reduction in losses where inspections have occurred N/A N/A N/A 5 Percent reduction in environmental liability exposures N/A 5.6 2.5 1 Percent reduction in safety liability exposures N/A N/A N/A 5 Key Results: Program Name: Program Purpose: Risk Management Self-Insurance Program The purpose of the risk management self-insurance program is to provide coverage and liability reduction services to county government so they will have adequate protection of county assets. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent maximum deviation from trust funding plan N/A 3.38 0 5 Percent of premium costs that are within brokers budget estimate N/A 92 100 80 Percent decrease of adverse actions where county contracts were reviewed by risk management N/A N/A N/A 10 Percent of county contracts reviewed by risk management N/A N/A N/A 50 Percent of contracts administered where services were provided or performed in accordance with specific contract performance indicators N/A N/A N/A 80 Percent of users who report documents helped them make better decisions N/A N/A N/A 60 Key Results: - 254 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Program Name: Program Purpose: Administrative Management The purpose of the Administrative Management Program is to provide a qualified and productive workforce (detention, enforcement and civilian), legal and loss prevention services to Sheriff’s Command staff so they can achieve their goals in compliance with all legal standards. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Employee Performance Enhancement Percent of employees that meet performance standards N/A N/A N/A 95 Percent of workers’ compensation claims N/A N/A N/A 5 Percent of turnover rate for detention 17.83 24.62 19.18 25 Percent of turnover rate for enforcement 6.93 6.48 14.88 20 Percent of turnover rate for civilian 22.54 24.71 30.65 22 Percent of detention positions filled 93.29 95.21 89.09 89 Percent of enforcement positions filled 87.57 88.18 89.70 90 N/A N/A N/A 90 Key Results: Percent of civilian positions filled Program Name: Program Purpose: MANAGING FOR RESULTS SHERIFF'S OFFICE Community Services The purpose of the Community Services Program is to provide crime prevention information and increase public involvement for the general public so that they can be more aware of public safety issues and safely project themselves from criminal elements. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of inquiries addressed with one business day N/A N/A N/A 95 Percent of volunteer cost vs. compensated deputy cost for public safety services N/A N/A N/A 2 Key Results: - 255 - MANAGING FOR RESULTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Program Name: Program Purpose: Cost Abatement The purpose of the Cost Abatement Program is to provide inmate labor services and funding to MCSO and various agencies so that they can provide necessary services at a reduced or no cost to the public. Key Results: Percent of meal cost subsidized by donated food Program Name: Program Purpose: FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected N/A N/A N/A 45 Custody Management The purpose of the Custody Management Program is to provide security, safety, care, custody, and control services to inmates and Maricopa County Sheriff's Office staff so that the inmates can properly and expeditiously be processed through the system and have non-violent, safe, secure facilities for inmates and staff to live and work in. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of inmates properly processed in the intake area within 24 hours N/A N/A N/A 98 Percent of staff assaults annually N/A N/A N/A 5 Percent of uses of force meeting standards for appropriateness N/A N/A N/A 100 Percent of inmates released according to procedure from custody N/A N/A N/A 98 Percent of inmates who make their appointment N/A N/A N/A 95 Key Results: Program Name: Program Purpose: Financial Program The purpose of the Financial Program is to provide coordination of fiscal, property and equipment activities to the Sheriff’s Office Command Staff so that they can fulfill public safety demands for the citizens of Maricopa County. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of expense variance in annual budget N/A N/A N/A 2 Percent of billed dollars collected N/A N/A N/A 80 Percent of requisitions completed within 48 hours N/A N/A N/A 60 Percent of stock deliveries completed within 48 hours N/A N/A N/A 70 Key Results: - 256 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Information Management The purpose of the Information Management Program is to provide data collection, manipulation, communication and retention tools to Sheriff’s Office Command staff so that they can make operational decisions and affect policy in furtherance of public safety for the citizens of Maricopa County. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of targeted data sources accessible by pertinent staff N/A N/A N/A 95 Percent of successful radio transmissions N/A N/A N/A 95 Percent of targeted users receiving desktop training N/A N/A N/A 85 Percent of reports (standard, usage, etc.) provided on time N/A N/A N/A 95 Percent of records maintained in compliance with pertinent laws N/A N/A N/A 90 Percent of official records maintained with accurate information N/A N/A N/A 90 Percent of system availability N/A N/A N/A 98 Key Results: Program Name: Program Purpose: MANAGING FOR RESULTS Program Name: Program Purpose: Inmate Services The purpose of the Inmate Services Program is to provide educational, behavioral, health, and program services to inmates so that they can (be all they can be) have the opportunity for improvement, to maintain their health, and to participate in mandated services. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of program graduates that do not return to jail within two years N/A N/A N/A 50 Percent of juvenile inmates participating in Hard Knocks High N/A N/A N/A 90 Percent of inmates who receive mandated services N/A N/A N/A 95 Percent of inmates receiving the appropriate religious, medical or nutritionally balanced meal each day N/A N/A N/A 95 Percent of National Commission on Correctional Health Care standards met N/A N/A N/A 95 Key Results: - 257 - MANAGING FOR RESULTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Program Name: Program Purpose: Investigative The purpose of the Investigative Program is to provide investigative reports and services for prosecuting agencies so the prosecution has sufficient information to decide legal actions. FY 99 Actual N/A FY 00 Actual N/A FY 01 Actual N/A FY 02 Projected 90 Percent of mental health patients and Tuberculosis patients located and transported to hospital facilities N/A N/A N/A 98 Percent of testimonies with complete and accurate information provided N/A N/A N/A 100 Percent of evidence analyzed within established timelines N/A N/A N/A 98 Percent of property maintained in seized condition until released by the court N/A N/A N/A 100 Percent of general investigations submitted to prosecuting agencies considered complete with no additional investigation required N/A N/A N/A 98 Percent of notifications made within established timelines N/A N/A N/A 98 Percent of pawnshops meeting standards for accuracy and accountability N/A N/A N/A 95 Percent of property made available on demand in preserved condition N/A N/A N/A 100 Percent of investigations submitted to prosecuting agencies considered complete with no additional investigation required N/A N/A N/A 98 Key Results: Percent of delinquent tax dollars collected - 258 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Patrol The purpose of the Patrol Program is to provide law enforcement response and preventative services to the general public within Maricopa County so that they feel safe and secure in the community. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of arrests completed in compliance with pertinent laws N/A N/A N/A 99 Percent of requested missions completed N/A N/A N/A 98 Percent of requests responded to through preventive enforcement services N/A N/A N/A 95 Percent of incidents that are resolved within acceptable standards N/A N/A N/A 99 Percent of reduction of fatal accident rate N/A N/A N/A 2 Percent of CFS dispatched within established timelines N/A N/A N/A 90 Key Results: MANAGING FOR RESULTS Program Name: Program Purpose: SOLID WASTE Program Name: Program Purpose: Waste Management The purpose of the Waste Management Program is to provide transfer and disposal of Solid Waste and Waste Tire Recycling services for residents so they can dispose of their trash conveniently, safely and economically. FY 99 Actual 75 FY 00 Actual 75 FY 01 Actual 80 FY 02 Projected 90 Percent customers satisfied N/A N/A 80 80 Percent of groundwater wells monitored 100 100 100 100 Key Results: Percent of tire tonnage properly disposed STADIUM DISTRICT-MAJOR LEAGUE BASEBALL Program Name: Program Purpose: Entertainment Management The purpose of the Entertainment Management Program is to provide ticketing and entertainment event services to the Maricopa County community and visitors so they can attend baseball and other entertainment events. Key Results: Percent increase in revenue Percent increase in discount tickets sold FY 99 Actual 765 FY 00 Actual 6 FY 01 Actual 20 FY 02 Projected 10 123 72 N/A 7 - 259 - MANAGING FOR RESULTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Program Name: Program Purpose: Financial Management The purpose of the Financial Management Program is to provide fiscal resources and asset management of Cactus League and BankOne Ballpark to the Board of Directors of the Stadium District, the community, and to its visitors, in order to ensure sound fiscal management of publicly owned facilities. Key Results: Percent increase in revenue Percent of satisfied customers Program Name: Program Purpose: FY 99 Actual 10 FY 00 Actual 7 FY 01 Actual (2) FY 02 Projected 4 N/A N/A N/A 96 Information Management The purpose of the Information Management Program is to provide information and related services to the public in order to increase their awareness of the Stadium District and fulfill public information requests. Key Results: Percent requests filled in 5 business days or less FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected 100 100 100 100 STAR CALL CENTER Program Name: Program Purpose: STAR Center The purpose of the STAR Call Center is to provide an immediate information bridge for the residents of Maricopa County so that the caller and the customer service agent can identify and define the issue or problem and either solve the problem or recommend a course of action in a single telephone call. Key Results: Percent of calls answered within 30 seconds Percent of requested documents mailed within 24 hours - 260 - FY 99 Actual 0 FY 00 Actual 0 FY 01 Actual 66 est FY 02 Projected 70 0 0 95 est 98 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Program Name: Program Purpose: Schools The purpose of the schools program is to provide fiscal and education services to school districts and the community so that students receive quality education. Key Results: Percent of customers who report good/excellent service on annual survey FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected N/A N/A 75 80 MANAGING FOR RESULTS SUPERINTENDENT OF SCHOOLS SUPERIOR COURT Program Name: Program Purpose: Case Management The purpose of the Case Management program is to provide caseflow management services to the court so it can advance case progress in a timely manner. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of criminal cases resolved within established trial court standards (180 days) 70 70 74 80 Percent of civil cases resolved within established trial court standards(18 months) 83 84 87 89 Percent of Family Court cases (pre-decree) resolved within established trial court standards (12 months) N/A N/A N/A 85 Key Results: Program Name: Program Purpose: Court Information Services The purpose of the Court Information Services program is to provide court, legal and community information resources and services to the public and the court so they can better understand the law and the courts. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent self-represented litigants reporting that they are better prepared to access judicial process. N/A N/A N/A 80 Percent judicial officers/JAs reporting that self-represented litigants who use the Self Service Center are better prepared to access judicial process. N/A N/A N/A 80 Key Results: - 261 - MANAGING FOR RESULTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Program Name: Program Purpose: Court Operations Support The purpose of the Court Operations Support program is to provide internal services to the court and interested parties so they can efficiently resolve court cases in a safe and productive work environment. Key Results: Percent users reporting that information and services provided assists in achieving their strategic goals. Program Name: Program Purpose: Percent cases referred to ADR reach resolution through ADR services provided. Percent of cases that comply with monetary component of court orders, excluding bond forfeitures. FY 02 Projected N/A N/A N/A 80 FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected N/A N/A N/A 70 FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected N/A N/A 40 50 Pre-Adjudication Program The purpose of the Pre-Adjudication program is to provide pre-file information services and monitoring activity to the court, defendants and interested parties so they can initiate case activity and monitor case progress. Key Results: Percent of in-custody cases processed within 24 hours of arrest, including advisements of allegations and determinations on release conditions, attorney status and interpreter needs. - 262 - FY 01 Actual Monitoring/Enforcement The purpose of the Monitoring/Enforcement program is to provide probate oversight and enforcement services to the court and interested parties so they can assure compliance with judicial reporting and collection requirements and court orders. Key Results: Program Name: Program Purpose: FY 00 Actual Early Assessment And ADR Program The purpose of the Early Assessment and Alternative Dispute Resolution (ADR) program is to provide screening, intervention and dispute resolution alternatives to litigants and interested parties so they can resolve case-related issues in a timely and appropriate manner. Key Results: Program Name: Program Purpose: FY 99 Actual FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected N/A N/A N/A 100 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Trial Delivery The purpose of the Trial Delivery program is to provide adjudication services to litigants and jurors to the court so that cases can proceed to trial and resolution without delay. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent judges receiving Judicial Performance Report with a minimum 80 Percent approval rating. (even years only) N/A 91 N/A 95 Percent of jurors reporting for service that are utilized. (sent to a courtroom) 86 83 75 90 Key Results: MANAGING FOR RESULTS Program Name: Program Purpose: TRANSPORTATION Program Name: Program Purpose: Build Transportation Systems The purpose of the Build Transportation Systems program is to provide planning, design, and construction of roads to the traveling public so that they can get to their desired destination in a safe and efficient manner. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of projects bid that were planned to be bid 44 85 81 85 Percent of lane miles delivered that were approved for improvement N/A N/A 71 90 Key Results: Program Name: Program Purpose: Operate and Maintain Transportation Systems The purpose of the Operate and Maintain Transportation Systems program is to provide roadway upkeep and traffic flow management to the traveling public so that they can have safe trips on smooth, cost effective roads. Key Results: Percent of arterial road mileage with pavement condition rating of “good” or better FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected 99.6 99.3 98.3 99 - 263 - MANAGING FOR RESULTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Program Name: Program Purpose: Support Transportation Systems The purpose of the Support Transportation Systems program is to provide information, tools, and guidance to teams within MCDOT and their customers so that they can prepare and deliver better products and services and make sound business decisions. Key Results: Percent increase of customer satisfaction Percent of project expenditures that MCDOT saved through partnerships FY 99 Actual N/A FY 00 Actual N/A FY 01 Actual N/A FY 02 Projected 5 N/A N/A N/A 17 TREASURER Program Name: Program Purpose: Accounting Program The purpose of the Accounting Program is to provide accounting and investment services for the Treasurer and Maricopa County and its political subdivisions so that there is fiscal accountability to county residents. FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Percent of Treasurer's Journal Entries created by month-end 100 100 100 100 Percent of Cash Receipts Actually Processed 100 100 100 100 97.10 97.14 97.08 97.15 100 100 100 100 Key Results: Tax Apportionments - Percent of Levy apportioned Month-end Closings - Percent time monthend balance/close by due date Program Name: Program Purpose: Property Tax Program The purpose of the Property Tax Program is to provide tax information for owners of property in Maricopa County so that they may pay their taxes in an accurate and prompt fashion and that their payments are accurately posted (applied). Key Results: FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Payments Posted - Percent of Levy collected 97.10 97.14 97.08 97.15 Percent of levy collected by LockBox (LB) facility 42.47 38.62 38.35 37.00 N/A N/A N/A 80 42.06 45.26 43.08 44.00 Percent of Tax Bills Correctly Mailed Back Tax Sale - Percent of BTX Collected - 264 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES EXECUTIVE SUMMARY Since 1994, the Maricopa County Office of Management and Budget has developed a financial forecast to assist Executive County Management in both short and long range financial planning. The FY 200102 version forecasts revenues, expenditures and ending fund balance figures for each of ten years. The forecast narrative includes a summary and detailed narrative description of both the revenue and expenditure assumptions used in preparing this forecast. Schedules for both a “Base Scenario” and “Low Scenario” are included for the major County funds. FINANCIAL FORECAST FINANCIAL FORECAST 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: The Maricopa Integrated Health System (MIHS) will continue to operate as a part of County government. The County will continue to fund the Maricopa Integrated Health System (MIHS) operating subsidy in lieu of the prior Disproportionate Share transfer. The policy of avoiding use of the voter-approved jail excise tax for ongoing jail operating costs will continue. 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 indicates 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. In the Most Likely scenario, annual General Fund revenue growth ranges from approximately 4.00% to 7.00% over the next five years, while expenditures and fund transfers increase from approximately 4.85% to 7.00% during the same period. In the Pessimistic scenario, General Fund revenue growth rates are lower while expenditure increases are higher, leaving smaller relative surpluses. The Most Likely scenario indicates that the Criminal Justice Facility Capital Plan will require a short-term borrowing to bridge a temporary funding gap beginning in Fiscal Year 2002-03. The scenario assumes the short-term debt is entirely repaid by the end of Fiscal Year 2004-05. REVENUE The Board of Supervisors adopted a tax rate reduction of $.0300 for FY 2001-02, 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 2001-02 level until FY 2004-05, whereupon it is increased by an amount to offset the elimination of the Debt Service levy when all of the County’s - 265 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES FINANCIAL FORECAST outstanding general obligation bonds are repaid. The Library District rate is held at the current rate of $.0421 through the forecast horizon, 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 limit in Fiscal Year 2009-10 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. 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. However, assessed value could very well experience lower or no growth if the State Legislature makes further changes in the property tax system. Utility de-regulation could also have a significant negative impact on assessed values. Forecasts of other revenue sources are based on economic forecasts and historical trends. The revenue forecast includes the elimination of Disproportionate Share revenue under the provisions of Senate Bill 1577. EXPENDITURES Expenditure projections include relatively small increases in the cost of existing programs, plus estimated annual increases in staffing levels consistent with population growth. Projections include funding for pay increases that are in line with inflation and population growth estimates. Major maintenance for current facilities and park-enhancements continues through the end of the forecast period. Major maintenance for future general governmental and jail facilities begins in Fiscal Year 2002-03 and increases each year thereafter as new facilities are placed in service. County contributions to the Arizona Health Care Cost Containment System (AHCCCS) and the Arizona Long-Term Care System (ALTCS) are projected to increase in line with State forecasted growth. Consistent with Senate Bill 1577, the County’s Administrative Implementation contribution increases through the forecast horizon. MIHS does not require a General Fund subsidy in the Most Likely scenario above the prior net Disproportionate Share revenue. The Pessimistic scenario includes a higher subsidy relative to the Most Likely scenario. REVENUE ASSUMPTION DETAIL NET ASSESSED VALUE Net assessed value includes: locally assessed real property and improvements, secured and unsecured personal property, and 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 purposes of 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. - 266 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Overall, license and permit revenue is forecast to grow in line with economic factors. The two sources of General Fund license and permit revenue are liquor licenses and fiber optic franchise permits. INTERGOVERNMENTAL REVENUE (EXCLUDING STATE SHARED SALES TAX AND VEHICLE LICENSE TAX) Intergovernmental revenue is projected to grow in line with inflation. The major sources of intergovernmental revenue are Sheriff’s Office Patrol Service reimbursements, election reimbursements, and Justice of the Peace salary reimbursements. FINANCIAL FORECAST LICENSES AND PERMITS STATE SHARED SALES TAXES Based on econometric forecasts, growth in state shared sales tax revenue is expected to slow to lower levels of 3.00% to 6.50%, depending on the forecast scenario. STATE SHARED VEHICLE LICENSE TAXES Vehicle License Tax (VLT) revenue had grown rapidly over the past two years due to biennial registration and the strong economy. Both VLT forecast scenarios assume that fewer vehicle owners will register on a biennial basis. 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. 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, and tax sale fees. Most charges for service are expected to increase in line with County population growth. The forecast assumes no increase in fee rates. FINES AND FORFEITS General Fund fine and forfeit revenue is primarily from Justice Court traffic fines. Fines are expected to grow in line with County population growth. 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 are projected to decline gradually in line with expenditures for residual long-term care, which are decreasing as the capped patient population decreases. INTEREST EARNINGS Interest Earnings are forecasted proportionate to historical interest earnings relative to total General Fund revenue. MISCELLANEOUS REVENUE Major sources of miscellaneous revenue include Facilities Management Security Building lease revenue from Non-County organizations, Recorder fees for micro-graphics and Assessor Map and Copy fees. The forecast assumes that Facilities Management will phase out Non-County Security Building leases over the next five years. The forecast assumes no change in current miscellaneous fee rates. - 267 - FINANCIAL FORECAST MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES SALE OF FIXED ASSETS No major property liquidations are anticipated through the forecast period. Minimal revenue is projected through the forecast period. OPERATING TRANSFERS-IN Operating transfers-in represent General Fund Departments’ central service cost allocation. The forecast assumes that transfers-in will increase with inflation. EXPENDITURE ASSUMPTION DETAIL WAGES & SALARIES Wages and salaries are projected to increase at the anticipated rates of inflation and population growth. EMPLOYEE BENEFITS Beginning in Fiscal Year 2003-04 forecasted benefit costs include the projected impact of increasing ASRS contributions. In Fiscal Year 2002-03, the health coverage growth rate is approximately 17.6% with anticipated medical inflation growth thereafter. SUPPLIES AND SERVICES Supplies and services are projected to increase at the anticipated rates of inflation and population growth. CAPITAL OUTLAY Capital outlay expenditures are projected to increase at the anticipated rates of inflation and population growth. GENERAL GOVERNMENT General Government is presented as a separate item because it is comprised of many program elements that must be projected individually. These programs include the following: General Contingency - the Fiscal Year 2001-02 budgeted $14.4 million increases each year in line with increases in the overall General Fund budget. Major maintenance for current facilities and park-enhancements continues through the end of the forecast period. Major maintenance for future general government facilities begins in Fiscal Year 2002-03 and increases each year thereafter as new facilities are placed in service. Vehicle Replacement - replacement of vehicles operated by General Fund departments is projected to increase with inflation and population growth through the forecast period. JAIL/JUVENILE DETENTION MAINTENANCE OF EFFORT In accordance with current Board policy, the forecast assumes that the General Fund will continue to support ongoing existing and future detention facility operating costs. The General Fund contribution fully covers all existing and future detention facility operating costs through the forecast period. The contribution increases by 21% in Fiscal Year 2003-04 as new detention facilities are placed in service. ELECTION COSTS The incremental cost of administering primary and general elections 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. - 268 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Health Care Mandates include a variety of mandated and Board-sponsored health care related costs: the Arnold v. San 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. The Arnold v. Sarn Court Order forecast includes anticipated medical inflation and an additional 2% inflation to account for a possible change in the pharmaceuticals weighting in future Intergovernmental Agreement formulae. For certain programs in Health Care Mandates, no growth is projected, while costs for some programs are projected to increase based on population growth and medical inflation. FINANCIAL FORECAST HEALTH CARE MANDATES AHCCCS/ALTCS CONTRIBUTIONS County contributions to AHCCCS and ALTCS are projected to increase in line with State forecasted growth. Consistent with Senate Bill 1577, the County’s Administrative Implementation contribution increases through the forecast period. - 269 - FINANCIAL FORECAST MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES GENERAL FUND - BASE SCENARIO Sources of Funds: Revenue Property Taxes Payments in Lieu of Taxes/SRP Payments in Lieu of Taxes/Federal Tax Penalties & Interest Licenses and Permits Intergovernmental State Shared Sales Tax Vehicle License Tax Charges for Services Fines & Forfeits Patient Charges Gain/Loss Fixed Assets Interest Earnings Miscellaneous Revenue Total Revenue 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 to 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 Expendable Fund Balance Ending Fund Balance 1 FY 2001-02* 2 FY 2002-03 3 FY 2003-04 4 FY 2004-05 5 FY 2005-06 $ 252,676,223 5,430,195 961,015 8,000,000 375,000 13,565,019 341,524,693 92,868,667 15,954,567 10,333,814 93,044 50,000 12,000,000 2,965,158 $ 756,797,395 $ 261,996,168 5,314,130 950,000 8,295,079 477,551 5,213,002 355,870,194 102,400,348 16,386,300 10,597,409 74,435 50,000 12,417,250 2,380,779 $ 782,422,646 3.39% $ 8,380,000 $ 790,802,646 3.38% $ 278,316,416 5,314,130 950,000 8,811,796 555,000 5,421,816 378,341,676 109,065,397 16,846,300 10,846,701 55,826 50,000 13,176,779 2,285,234 $ 830,037,071 6.09% $ 8,610,000 $ 838,647,071 6.05% $ 306,179,056 5,644,242 950,000 9,693,957 560,000 5,562,776 398,457,596 116,990,579 17,406,300 11,129,158 37,217 50,000 14,116,448 2,254,144 $ 889,031,474 7.11% $ 8,840,000 $ 897,871,474 7.06% $ 320,515,152 5,644,242 950,000 10,147,853 565,000 5,800,243 419,621,840 125,196,718 17,916,300 11,419,145 18,608 50,000 14,847,405 1,897,126 $ 934,589,632 5.12% $ 9,080,000 $ 943,669,632 5.10% $ 194,339,704 5,850,006 45,785,779 64,613,448 2,051,657 71,037,005 6,069,510 144,159,867 101,186,962 64,984,336 13,140,300 $ 713,218,574 $ 205,931,227 6,171,759 52,131,743 68,677,959 2,099,040 59,101,482 11,174,376 155,701,828 107,355,043 66,332,824 13,140,300 $ 747,817,582 4.85% $ 216,891,547 6,500,240 53,995,517 75,839,578 2,206,425 61,837,231 6,719,415 160,460,503 129,266,615 68,382,464 13,140,300 $ 795,239,835 6.34% $ 228,761,804 6,855,991 56,510,898 83,709,551 2,325,007 58,660,590 12,377,325 170,093,938 159,307,061 50,475,687 13,140,300 $ 842,218,152 5.91% $ 241,281,709 7,231,213 59,572,042 92,155,591 2,450,000 60,947,618 7,461,193 180,459,729 184,398,137 52,667,426 13,140,300 $ 901,764,958 7.07% $ 51,733,810 7.25% $ 42,985,064 5.75% $ 43,407,236 5.46% $ 55,653,322 6.61% $ 41,904,674 4.65% $ 124,034,750 (76,000,000) $ 48,034,750 51,733,810 (99,768,560) $ 76,000,000 (79,686,843) $ (3,686,843) 42,985,064 (36,007,045) $ 82,978,019 (84,740,120) $ (1,762,101) 43,407,236 (30,970,000) $ 95,415,256 (89,746,092) $ 5,669,164 55,653,322 (27,250,000) $ 123,818,578 (96,091,352) $ 27,727,226 41,904,674 (26,300,000) $- $ 3,291,177 $ 10,675,136 $ 34,072,486 $ 43,331,900 $ 76,000,000 $ 82,978,019 $ 95,415,256 $ 123,818,578 $ 139,423,252 $ 8,154,989 $ 764,952,384 * Fiscal Year 2001-02 Budget Adopted by Maricopa County Board of Supervisors. - 270 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES 6 FY 2006-07 7 FY 2007-08 8 FY 2008-09 9 FY 2009-10 10 FY 2010-11 Sources of Funds: Revenue Property Taxes Payments in Lieu of Taxes/SRP Payments in Lieu of Taxes/Federal Tax Penalties & Interest Licenses and Permits Intergovernmental State Shared Sales Tax Vehicle License Tax Charges for Services Fines & Forfeits Patient Charges Gain/Loss Fixed Assets Interest Earnings Miscellaneous Revenue Total Revenue Net Growth Rate Operating Transfers-In Total Sources Net Growth Rate $ 338,141,038 $ 357,608,833 $ 375,076,491 $ 384,930,163 5,644,242 5,644,242 5,644,242 5,457,403 950,000 950,000 950,000 950,000 10,705,908 11,322,279 11,875,324 12,187,301 570,000 575,000 580,000 586,000 5,946,791 6,200,609 6,363,473 6,645,355 440,908,103 463,286,831 486,814,723 511,551,449 133,215,473 141,057,933 150,044,235 158,794,617 18,446,300 19,016,300 19,586,300 20,136,300 11,716,866 12,022,532 12,336,359 12,658,570 50,000 50,000 50,000 50,000 15,631,187 16,463,342 17,297,871 18,019,798 1,780,720 1,654,319 1,696,679 1,741,425 $ 983,706,628 $ 1,035,852,220 $ 1,088,315,696 $ 1,133,708,381 5.26% 5.30% 5.06% 4.17% $ 9,330,000 $ 9,580,000 $ 9,840,000 $ 10,110,000 $ 993,036,628 $ 1,045,432,220 $ 1,098,155,696 $ 1,143,818,381 5.23% 5.28% 5.04% 4.16% $ 395,626,555 5,371,170 950,000 12,525,961 592,000 6,815,133 537,559,811 168,937,459 20,706,300 12,989,395 50,000 18,799,163 1,786,577 $ 1,182,709,523 4.32% $ 10,380,000 $ 1,193,089,523 4.31% 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 to Detention Fund Other Mandated Health Care MIHS Subsidy Total Uses Net Growth Rate $ 254,486,816 $ 268,414,625 $ 283,104,689 $ 298,598,725 7,626,970 8,044,386 8,484,648 8,949,004 62,799,571 66,202,555 69,790,566 73,573,696 101,214,997 110,927,349 121,334,636 132,481,399 2,581,751 2,720,629 2,867,020 3,021,335 63,116,810 64,381,199 67,183,483 70,145,502 13,744,117 8,285,363 15,262,766 9,201,129 191,638,349 203,675,731 216,749,277 230,720,457 203,875,521 212,186,004 216,149,803 219,914,641 49,148,829 51,447,621 53,846,372 56,265,085 13,140,300 13,140,300 13,140,300 13,140,300 $ 963,374,030 $ 1,009,425,761 $ 1,067,913,560 $ 1,116,011,274 6.83% 4.78% 5.79% 4.50% $ 314,940,735 9,438,774 77,562,591 144,414,889 3,184,004 73,305,996 16,950,248 246,545,210 224,521,492 58,819,935 13,140,300 $ 1,182,824,173 5.99% 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 Expendable Fund Balance Ending Fund Balance $ 29,662,598 3.08% $ 36,006,459 3.57% $ 30,242,136 2.83% $ 27,807,107 2.49% $ 10,265,351 0.87% $ 139,423,252 (102,656,365) $ 36,766,887 29,662,598 (11,689,720) $ 54,739,765 $ 157,396,130 (107,563,601) $ 49,832,529 36,006,459 (11,189,720) $ 74,649,268 $ 182,212,868 (113,796,014) $ 68,416,855 30,242,136 (11,189,720) $ 87,469,271 $ 201,265,284 (118,921,268) $ 82,344,017 27,807,107 (11,189,720) $ 98,961,404 $ 217,882,671 (126,040,796) $ 91,841,875 10,265,351 (11,189,720) $ 90,917,505 $ 157,396,130 $ 182,212,868 $ 201,265,284 $ 217,882,671 $ 216,958,302 FINANCIAL FORECAST GENERAL FUND - BASE SCENARIO - 271 - FINANCIAL FORECAST MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES GENERAL FUND - LOW SCENARIO Sources of Funds: Revenue Property Taxes Payments in Lieu of Taxes/SRP Payments in Lieu of Taxes/Federal Tax Penalties & Interest Licenses and Permits Intergovernmental State Shared Sales Tax Vehicle License Tax Charges for Services Fines & Forfeits Patient Charges Gain/Loss Fixed Assets Interest Earnings Miscellaneous Revenue Total Revenue 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 to 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 Expendable Fund Balance Ending Fund Balance 1 FY 2001-02* 2 FY 2002-03 3 FY 2003-04 4 FY 2004-05 5 FY 2005-06 $ 252,676,223 5,430,195 961,015 8,000,000 375,000 13,565,019 341,524,693 92,868,667 15,954,567 10,333,814 93,044 50,000 12,000,000 2,965,158 $ 756,797,395 $ 259,469,405 5,314,130 950,000 8,215,079 477,400 5,224,372 345,538,239 97,047,811 16,377,140 10,581,826 74,435 50,000 12,121,129 2,377,900 $ 763,818,866 0.93% $ 8,400,000 $ 772,218,866 0.95% $ 269,082,962 5,314,130 950,000 8,519,455 555,000 5,443,644 365,579,457 102,431,545 16,767,857 10,793,462 55,826 50,000 12,707,126 2,277,251 $ 800,527,715 4.81% $ 8,650,000 $ 809,177,715 4.79% $ 292,148,901 5,655,021 950,000 9,249,747 560,000 5,591,625 383,127,271 107,449,959 17,268,661 11,030,918 37,217 50,000 13,476,774 2,239,988 $ 848,836,083 6.03% $ 8,910,000 $ 857,746,083 6.00% $ 302,767,393 5,655,021 950,000 9,585,940 566,000 5,838,349 402,283,635 112,551,845 17,699,483 11,273,598 18,608 50,000 14,061,106 1,878,781 $ 885,179,760 4.28% $ 9,180,000 $ 894,359,760 4.27% $ 194,339,704 5,850,006 45,785,779 64,613,448 2,051,657 71,037,005 6,069,510 144,159,867 101,186,962 64,984,336 13,140,300 $ 713,218,574 $ 206,531,796 6,877,509 52,283,918 68,776,383 2,102,166 59,132,960 11,190,538 156,741,193 106,334,765 66,751,133 19,455,466 $ 756,116,070 6.01% $ 218,798,587 7,285,993 54,136,609 75,904,594 2,208,535 61,861,584 6,725,555 161,652,644 129,391,107 69,285,054 26,321,399 $ 813,571,660 7.60% $ 232,123,421 7,729,710 56,764,970 83,695,780 2,324,837 58,665,868 12,375,891 171,780,287 159,527,329 51,884,806 35,902,112 $ 872,775,012 7.28% $ 246,259,737 8,200,449 59,952,533 92,049,013 2,447,263 60,931,242 7,452,541 182,698,677 184,720,328 54,616,665 45,917,022 $ 945,245,469 8.30% $ 51,733,810 7.25% $ 16,102,796 2.13% $ (4,393,945) -0.54% $ (15,028,929) -1.72% $ (50,885,710) -5.38% $ 124,034,750 (76,000,000) $ 48,034,750 51,733,810 (99,768,560) $- $ 76,000,000 (80,571,123) $ (4,571,123) 16,102,796 (36,007,045) $ (24,475,371) $ 56,095,751 $ 20,731,807 (86,693,544) (93,002,206) $ (30,597,793) $ (72,270,400) (4,393,945) (15,028,929) (30,970,000) (27,250,000) $ (65,961,738) $ (114,549,329) $ (21,547,123) (100,724,600) $ (122,271,723) (50,885,710) (26,300,000) $ (199,457,433) $ 76,000,000 $ 56,095,751 $ 8,154,989 $ 764,952,384 $ 20,731,807 * Fiscal Year 2001-02 Budget Adopted by Maricopa County Board of Supervisors. - 272 - $ (21,547,123) $ (98,732,833) MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Sources of Funds: Revenue Property Taxes Payments in Lieu of Taxes/SRP Payments in Lieu of Taxes/Federal Tax Penalties & Interest Licenses and Permits Intergovernmental State Shared Sales Tax Vehicle License Tax Charges for Services Fines & Forfeits Patient Charges Gain/Loss Fixed Assets Interest Earnings Miscellaneous Revenue Total Revenue 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 to 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 Expendable Fund Balance Ending Fund Balance 6 FY 2006-07 7 FY 2007-08 $ 317,816,900 5,655,021 950,000 10,062,424 572,000 5,991,508 420,386,398 117,765,689 18,170,323 11,521,618 50,000 14,703,375 1,757,167 $ 925,402,423 4.54% $ 9,460,000 $ 934,862,423 4.53% $ 334,427,129 $ 347,038,791 $ 357,904,095 5,655,021 5,623,582 5,519,832 950,000 950,000 950,000 10,588,321 10,987,620 11,331,627 578,000 584,000 590,000 6,264,085 6,432,871 6,723,002 439,303,786 459,072,457 479,730,717 123,116,377 128,625,975 134,957,479 18,671,182 19,152,059 19,622,956 11,775,093 12,034,145 12,298,896 50,000 50,000 50,000 15,389,891 16,023,595 16,656,564 1,625,537 1,662,648 1,701,122 $ 968,394,423 $ 1,008,237,743 $ 1,048,036,291 4.65% 4.11% 3.95% $ 9,740,000 $ 10,030,000 $ 10,330,000 $ 978,134,423 $ 1,018,267,743 $ 1,058,366,291 4.63% 4.10% 3.94% $ 370,790,194 5,533,306 950,000 11,739,615 596,000 6,898,124 501,318,600 141,545,781 20,123,872 12,569,472 50,000 17,343,068 1,740,978 $ 1,091,199,009 4.12% $ 10,640,000 $ 1,101,839,009 4.11% $ 261,256,955 $ 277,167,503 $ 294,047,004 $ 311,954,467 8,699,857 9,229,678 9,791,765 10,388,084 63,320,030 66,877,672 70,636,254 74,607,184 100,999,959 110,586,408 120,848,391 131,828,310 2,576,135 2,711,795 2,854,598 3,004,921 63,075,958 64,334,580 67,128,972 70,080,724 13,713,639 8,258,109 15,195,989 9,150,754 194,560,853 207,374,792 221,343,262 236,336,247 204,305,998 212,812,679 216,984,106 220,968,107 51,587,890 54,478,436 57,505,911 60,574,544 47,391,974 48,899,048 50,436,674 51,928,529 $ 1,011,489,248 $ 1,062,730,700 $ 1,126,772,926 $ 1,180,821,871 7.01% 5.07% 6.03% 4.80% $ 330,952,494 11,020,718 78,802,522 143,571,074 3,163,160 73,228,299 16,838,570 253,355,263 225,806,410 63,825,752 53,480,058 $ 1,254,044,321 6.20% $ (76,626,825) -7.58% 8 FY 2008-09 9 FY 2009-10 10 FY 2010-11 $ (84,596,277) $ (108,505,184) $ (122,455,580) -7.96% -9.63% -10.37% $ (152,205,312) -12.14% $ (98,732,833) $ (187,049,377) $ (282,835,375) $ (402,530,278) (107,783,484) (113,243,732) (120,068,021) (125,827,433) $ (206,516,317) $ (300,293,110) $ (402,903,395) $ (528,357,711) (76,626,825) (84,596,277) (108,505,184) (122,455,580) (11,689,720) (11,189,720) (11,189,720) (11,189,720) $ (294,832,862) $ (396,079,107) $ (522,598,299) $ (662,003,011) $ (536,175,578) (133,629,958) $ (669,805,537) (152,205,312) (11,189,720) $ (833,200,569) $ (187,049,377) $ (282,835,375) $ (402,530,278) $ (536,175,578) $ (699,570,611) FINANCIAL FORECAST GENERAL FUND - LOW SCENARIO - 273 - FINANCIAL FORECAST MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DETENTION FUND - BASE SCENARIO 1 FY 2001-2002 2 FY 2002-03 3 FY 2003-04 4 FY 2004-05 5 FY 2005-06 DETENTION FUND-OPERATING Jail Excise Tax Transfers In from Other Funds-Base Maintenance of Effort Transfers In from Other Funds-Above Base Maintenance of Effort Intergovernmental/Jail Per Diem Interest Income Totals $ 103,017,791 $ 108,506,893 $ 115,362,422 $ 121,500,172 $ 127,956,286 101,186,962 107,355,043 114,802,363 118,905,796 123,857,929 14,464,252 40,401,265 60,540,208 18,718,000 21,852,358 24,037,594 26,441,353 29,085,488 100,000 63,360 10,904 21,919 794,713 $ 223,022,753 $ 237,777,653 $ 268,677,534 $ 307,270,506 $ 342,234,625 Uses of Funds: Operating Expenditures - Current Facilities Personal Services Operations Correctional Health Payment to MIHS Subtotal - Current Operations $ 92,125,539 $ 97,260,153 $ 101,016,451 $ 103,610,376 $ 106,266,374 20,221,479 20,767,459 21,328,180 21,904,041 22,495,450 1,700,000 1,825,302 1,956,047 2,095,292 2,242,333 $ 114,047,018 $ 119,852,914 $ 124,300,678 $ 127,609,708 $ 131,004,157 Operating Expenditures - New Facilities Personal Services Operations Major Maintenance - New Detention Facilities Subtotal - New Facility Operations Contingency Total Operating Expenditures Operating Surplus/(Deficit) Non-Recurring Expenditures ICJIS - Phase I ICJIS - Phase II ICJIS - Phase IIII Subtotal ICJIS Phases I-III Contingency - Capital Improvement Program Sheriff - Records Management System Sheriff - Jail Crimes and Intelligence ICJIS - Parallel Agency Projects Sheriff Classroom Space Sheriff - Recruiting Expenses Relocations Sheriff - Refrigerated Trucks Major Maintenance - Current Detention Facilities Contingency Sub-Total Non-Recurring Transfer to Detention Capital Projects Total Non-Operating Expenditures Non-Operating Surplus/(Deficit) Total Expenditures (Operating Plus Non-Operating) Total Projected Surplus/Deficit (Operating Plus Non-Operating) Unreserved/Undesignated Fund Balance (Fund 255): Beginning Fund Balance Projected Surplus/Deficit Ending Fund Balance DETENTION FUND-CAPITAL PROJECTS (Fund 455) Sources of Funds: Transfer-In from Detention Operating Fund Proceeds of Short-term Debt Miscellaneous Total Sources Uses of Funds Capital Improvements Estimated Short-Term Debt Principal Estimated Short-Term Debt Interest Total Uses Projected Surplus/Deficit: Unreserved Fund Balance: Beginning Balance Net Surplus/Deficit Ending Balance $$- $4,096,626 871,833 $ 4,968,459 $ 34,364,258 13,394,447 8,380,000 $ 56,138,705 $ 55,148,243 13,930,225 11,401,000 $ 80,479,468 2,000,000 2,000,000 2,000,000 2,000,000 $ 114,047,018 $ 126,821,373 $ 153,304,208 $ 185,748,414 $ 213,483,626 $ 5,957,944 $ 2,449,388 $ 10,904 $ 21,919 $ 794,713 $ 4,682,863 $ 4,682,863 10,000,000 250,000 56,551 400,000 300,000 500,000 500,000 3,410,946 5,390,000 2,334,616 $ 27,824,876 $ 3,716,599 3,408,922 $ 7,125,521 500,000 750,000 3,596,000 15,262,000 $ 27,233,521 $ 3,057,451 2,722,453 $ 5,779,904 500,000 750,000 2,806,000 2,890,000 $ 12,725,904 $ 1,123,722 7,158,582 $ 8,282,304 500,000 750,000 4,385,000 $ 13,917,304 $ 1,837,860 6,653,060 6,302,658 $ 14,793,578 500,000 750,000 2,515,000 $ 18,558,578 $ 84,726,011 $ 88,841,106 $ 101,572,600 $ 32,200,433 $$ 112,550,887 $ 116,074,628 $ 114,298,504 $ 46,117,737 $ 18,558,578 $ (9,533,096) $ (7,567,735) $ 1,063,918 $ 75,382,436 $ 109,397,708 $ 226,597,905 $ 242,896,001 $ 267,602,712 $ 231,866,150 $ 232,042,204 $ (3,575,152) $ (5,118,347) $ 1,074,822 $ 75,404,355 $ 110,192,421 $ 9,757,372 (3,575,152) $ 6,182,265 $ 6,182,265 (5,118,347) $ 1,063,918 $ 1,063,918 1,074,822 $ 2,138,740 $ 84,726,011 $ 88,841,106 $ 101,572,600 95,000,000 $ 84,726,011 $ 183,841,106 $ 101,572,600 $ 232,997,677 $ 179,674,139 3,800,000 $ 232,997,677 $ 183,474,139 $ 2,138,740 $ 77,543,095 75,404,355 110,192,421 $ 77,543,095 $ 187,735,516 $ 32,200,433 $ 32,200,433 $$- $ 28,900,000 62,000,000 7,600,000 $ 98,500,000 $33,000,000 2,640,000 $ 35,640,000 $$- $ (148,271,666) $ 366,967 $ 3,072,600 $ (3,439,567) $- $ 148,271,667 (148,271,667) $- $366,967 $ 366,967 $ 366,967 3,072,600 $ 3,439,567 $ 3,439,567 (3,439,567) $- $$- * Fiscal Year 2001-02 Budget Adopted by Maricopa County Board of Supervisors. - 274 - $ 9,897,121 12,175,659 4,930,750 $ 27,003,530 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES 6 FY 2006-07 7 FY 2007-08 8 FY 2008-09 9 FY 2009-10 10 FY 2010-11 DETENTION FUND-OPERATING Jail Excise Tax Transfers In from Other Funds-Base Maintenance of Effort Transfers In from Other Funds-Above Base Maintenance of Effort Intergovernmental/Jail Per Diem Interest Income Totals $ 91,860,916 $$$$131,172,582 72,702,939 212,186,004 216,149,803 219,914,641 224,521,492 31,994,037 35,193,441 38,712,785 42,584,064 42,584,064 1,924,038 2,778,492 2,677,756 2,641,839 2,603,993 $ 329,654,513 $ 250,157,937 $ 257,540,343 $ 265,140,545 $ 269,709,549 Uses of Funds: Operating Expenditures - Current Facilities Personal Services Operations Correctional Health Payment to MIHS Subtotal - Current Operations $ 108,982,996 $ 111,760,913 $ 114,600,782 $ 117,478,410 $ 120,430,264 23,102,827 23,726,604 24,367,222 25,025,137 25,700,816 2,397,428 2,560,831 2,732,784 2,907,915 3,094,316 $ 134,483,251 $ 138,048,347 $ 141,700,788 $ 145,411,461 $ 149,225,395 Operating Expenditures - New Facilities Personal Services Operations Major Maintenance - New Detention Facilities Subtotal - New Facility Operations $ 72,274,873 $ 79,487,655 $ 82,566,584 $ 85,719,957 $ 85,719,957 14,487,434 14,878,595 15,280,317 15,692,886 16,116,594 12,624,000 12,964,848 13,314,899 13,674,401 14,043,610 $ 99,386,307 $ 107,331,098 $ 111,161,800 $ 115,087,244 $ 115,880,161 Contingency Total Operating Expenditures Operating Surplus/(Deficit) Non-Recurring Expenditures ICJIS - Phase I ICJIS - Phase II ICJIS - Phase IIII Subtotal ICJIS Phases I-III Contingency - Capital Improvement Program Sheriff - Records Management System Sheriff - Jail Crimes and Intelligence ICJIS - Parallel Agency Projects Sheriff Classroom Space Sheriff - Recruiting Expenses Relocations Sheriff - Refrigerated Trucks Major Maintenance - Current Detention Facilities Contingency Sub-Total Non-Recurring 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 $ 235,869,559 $ 247,379,445 $ 254,862,588 $ 262,498,705 $ 267,105,556 $ 1,924,038 $ 2,778,492 $ 2,677,756 $ 2,641,839 $ 2,603,993 Transfer to Detention Capital Projects Total Non-Operating Expenditures Non-Operating Surplus/(Deficit) Total Expenditures (Operating Plus Non-Operating) Total Projected Surplus/Deficit (Operating Plus Non-Operating) $$$$$$ 10,412,626 $ 12,607,769 $ 6,182,216 $ 6,334,693 $ 4,123,361 $ 81,448,290 $ (12,607,769) $ (6,182,216) $ (6,334,693) $ (4,123,361) $ 246,282,185 $ 259,987,214 $ 261,044,804 $ 268,833,398 $ 271,228,917 $ 83,372,328 $ (9,829,277) $ (3,504,461) $ (3,692,854) $ (1,519,368) Unreserved/Undesignated Fund Balance (Fund 255): Beginning Fund Balance Projected Surplus/Deficit Ending Fund Balance $ 187,735,516 $ 271,107,844 $ 261,278,567 $ 257,774,106 $ 254,081,252 83,372,328 (9,829,277) (3,504,461) (3,692,854) (1,519,368) $ 271,107,844 $ 261,278,567 $ 257,774,106 $ 254,081,252 $ 252,561,884 $ 1,692,177 4,215,028 672,517 $ 6,579,721 500,000 750,000 2,582,905 $ 10,412,626 $ 1,091,951 7,079,102 534,072 $ 8,705,126 500,000 750,000 2,652,643 $ 12,607,769 $ 1,126,603 531,253 550,095 $ 2,207,951 500,000 750,000 2,724,265 $ 6,182,216 $ 1,162,914 557,362 566,597 $ 2,286,873 500,000 750,000 2,797,820 $ 6,334,693 FINANCIAL FORECAST DETENTION FUND - BASE SCENARIO $$500,000 750,000 2,873,361 $ 4,123,361 DETENTION FUND-CAPITAL PROJECTS (Fund 455) Sources of Funds: Transfer-In from Detention Operating Fund Proceeds of Short-term Debt Miscellaneous Total Sources $$- $$- $$- $$- $$- Uses of Funds Capital Improvements Estimated Short-Term Debt Principal Estimated Short-Term Debt Interest Total Uses $$- $$- $$- $$- $$- Projected Surplus/Deficit: $- $- $- $- $- Unreserved Fund Balance: Beginning Balance Net Surplus/Deficit Ending Balance $$- $$- $$- $$- $$- - 275 - FINANCIAL FORECAST MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DETENTION FUND - LOW SCENARIO 1 FY 2001-2002* 2 FY 2002-03 3 FY 2003-04 4 FY 2004-05 5 FY 2005-06 DETENTION FUND-OPERATING Jail Excise Tax Transfers In from Other Funds-Base Maintenance of Effort Transfers In from Other Funds-Above Base Maintenance of Effort Intergovernmental/Jail Per Diem Interest Income Totals $ 103,017,791 101,186,962 18,718,000 100,000 $ 223,022,753 $ 104,587,874 106,334,765 21,852,358 63,360 $ 232,838,357 $ 110,653,971 111,027,674 18,363,433 24,037,594 $ 264,082,671 $ 115,965,361 113,276,013 46,251,316 26,441,353 $ 301,934,044 $ 121,763,629 116,807,287 67,913,041 29,085,488 724,546 $ 336,293,993 Uses of Funds: Operating Expenditures - Current Facilities Personal Services Operations Correctional Health Payment to MIHS Subtotal - Current Operations $ 92,125,539 20,221,479 1,700,000 $ 114,047,018 $ 97,260,153 20,828,123 1,826,099 $ 119,914,376 $ 101,016,451 21,452,967 1,955,752 $ 124,425,170 $ 103,640,700 22,096,556 2,092,721 $ 127,829,977 $ 106,329,751 22,759,453 2,237,144 $ 131,326,349 Operating Expenditures - New Facilities Personal Services Operations Major Maintenance - New Detention Facilities Subtotal - New Facility Operations $$- $4,096,626 871,833 $ 4,968,459 $ 9,897,121 12,175,659 4,930,750 $ 27,003,530 $ 34,364,258 13,394,447 8,380,000 $ 56,138,705 $ 55,148,243 13,930,225 11,401,000 $ 80,479,468 $ 114,047,018 $ 5,957,944 2,000,000 $ 126,882,835 $ 1,367,648 2,000,000 $ 153,428,700 $- 2,000,000 $ 185,968,683 $- 2,000,000 $ 213,805,817 $ 724,546 $ 4,682,863 $ 4,682,863 $ 3,716,599 3,408,922 $ 7,125,521 $ 3,057,451 2,722,453 $ 5,779,904 $ 1,123,722 7,158,582 $ 8,282,304 $ 1,837,860 6,653,060 6,302,658 $ 14,793,578 10,000,000 250,000 56,551 400,000 300,000 500,000 500,000 3,410,946 5,390,000 2,334,616 $ 27,824,876 500,000 750,000 3,596,000 15,262,000 $ 27,233,521 500,000 750,000 2,806,000 2,890,000 $ 12,725,904 500,000 750,000 4,385,000 $ 13,917,304 500,000 750,000 2,515,000 $ 18,558,578 $ 84,726,011 $ 112,550,887 $ (9,533,096) $ 226,597,905 $ (3,575,152) $ 84,922,088 $ 112,155,609 $ (7,567,735) $ 239,038,444 $ (6,200,087) $ 97,945,889 $ 110,671,793 $ (17,822) $ 264,100,493 $ (17,822) $ 31,315,729 $ 45,233,033 $ 70,732,329 $ 231,201,715 $ 70,732,329 $$ 18,558,578 $ 103,205,052 $ 232,364,395 $ 103,929,598 Unreserved/Undesignated Fund Balance (Fund 255): Beginning Fund Balance Projected Surplus/Deficit Ending Fund Balance $ 9,757,372 (3,575,152) $ 6,182,265 $ 6,182,265 (6,200,087) $ (17,822) $ (17,822) (17,822) $ (35,644) $ (35,644) 70,732,329 $ 70,696,685 $ 70,696,685 103,929,598 $ 174,626,283 DETENTION FUND-CAPITAL PROJECTS (Fund 455) Sources of Funds: Transfer-In from Detention Operating Fund Proceeds of Short-term Debt Total Sources $ 84,726,011 $ 84,726,011 $ 84,922,088 95,000,000 $ 179,922,088 $ 97,945,889 $ 97,945,889 $ 31,315,729 $ 31,315,729 $$- $ 232,997,677 $ 232,997,677 $ 179,674,139 3,800,000 $ 183,474,139 $ 28,900,000 62,000,000 7,600,000 $ 98,500,000 $33,000,000 2,640,000 $ 35,640,000 $$- $ (148,271,666) $ (3,552,051) $ (554,111) $ (4,324,271) $- $ 148,271,667 (148,271,667) $- $(3,552,051) $ (3,552,051) $ (3,552,051) (554,111) $ (4,106,162) $ (4,106,162) (4,324,271) $ (8,430,433) $ (8,430,433) $ (8,430,433) Contingency Total Operating Expenditures Operating Surplus/(Deficit) Non-Recurring Expenditures ICJIS - Phase I ICJIS - Phase II ICJIS - Phase IIII Subtotal ICJIS Phases I-III Contingency - Capital Improvement Program Sheriff - Records Management System Sheriff - Jail Crimes and Intelligence ICJIS - Parallel Agency Projects Sheriff Classroom Space Sheriff - Recruiting Expenses Relocations Sheriff - Refrigerated Trucks Major Maintenance - Current Detention Facilities Contingency Sub-Total Non-Recurring Transfer to Detention Capital Projects Total Non-Operating Expenditures Non-Operating Surplus/(Deficit) Total Expenditures (Operating Plus Non-Operating) Total Projected Surplus/Deficit (Operating Plus Non-Operating) Uses of Funds Capital Improvements Estimated Short-Term Debt Principal Estimated Short-Term Debt Interest Total Uses Projected Surplus/Deficit: Unreserved Fund Balance: Beginning Balance Net Surplus/Deficit Ending Balance * Fiscal Year 2001-02 Budget Adopted by Maricopa County Board of Supervisors. - 276 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES 6 FY 2006-07 7 FY 2007-08 8 FY 2008-09 9 FY 2009-10 DETENTION FUND-OPERATING Jail Excise Tax Transfers In from Other Funds-Base MOE Transfers In from Other Funds-Above Base MOE Intergovernmental/Jail Per Diem Interest Totals $ 112,913,255 122,470,986 81,835,012 31,994,037 1,789,686 $ 351,002,976 $212,812,679 35,193,441 2,858,444 $ 250,864,565 $216,984,106 38,712,785 2,758,368 $ 258,455,259 $220,968,107 42,584,064 2,723,033 $ 266,275,204 $225,806,410 42,584,064 2,685,681 $ 271,076,155 Uses of Funds: Operating Expenditures - Current Facilities Personal Services Operations Correctional Health Payment to MIHS Subtotal - Current Operations $ 109,082,244 23,442,236 2,389,248 $ 134,913,728 $ 111,898,934 24,145,503 2,549,251 $ 138,593,688 $ 114,780,554 24,869,869 2,717,364 $ 142,367,787 $ 117,702,622 25,615,965 2,888,232 $ 146,206,818 $ 120,702,072 26,384,444 3,069,844 $ 150,156,359 Operating Expenditures - New Facilities Personal Services Operations Major Maintenance - New Detention Facilities Subtotal - New Facility Operations $ 72,274,873 14,487,434 12,624,000 $ 99,386,307 $ 79,487,655 14,922,057 13,002,720 $ 107,412,432 $ 82,566,584 15,369,719 13,392,802 $ 111,329,105 $ 85,719,957 15,830,811 13,794,586 $ 115,345,353 $ 85,719,957 16,305,735 14,208,423 $ 116,234,115 2,000,000 $ 236,300,035 $ 1,789,686 2,000,000 $ 248,006,120 $ 2,858,444 2,000,000 $ 255,696,891 $ 2,758,368 2,000,000 $ 263,552,171 $ 2,723,033 2,000,000 $ 268,390,474 $ 2,685,681 $ 1,692,177 4,215,028 672,517 $ 6,579,721 $ 1,091,951 7,079,102 534,072 $ 8,705,126 $ 1,126,603 531,253 550,095 $ 2,207,951 $ 1,162,914 557,362 566,597 $ 2,286,873 $$- 500,000 750,000 2,590,450 $ 10,420,171 500,000 750,000 2,668,164 $ 12,623,289 500,000 750,000 2,748,208 $ 6,206,160 500,000 750,000 2,830,655 $ 6,367,528 500,000 750,000 2,915,574 $ 4,165,574 Transfer to Detention Capital Projects Total Non-Operating Expenditures Non-Operating Surplus/(Deficit) Total Expenditures (Operating Plus Non-Operating) Total Projected Surplus/Deficit (Operating Plus Non-Operating) $$ 10,420,171 $ 102,493,084 $ 246,720,206 $ 104,282,770 $$ 12,623,289 $ (12,623,289) $ 260,629,409 $ (9,764,845) $$ 6,206,160 $ (6,206,160) $ 261,903,051 $ (3,447,792) $$ 6,367,528 $ (6,367,528) $ 269,919,699 $ (3,644,495) $$ 4,165,574 $ (4,165,574) $ 272,556,048 $ (1,479,893) Unreserved/Undesignated Fund Balance (Fund 255): Beginning Fund Balance Projected Surplus/Deficit Ending Fund Balance $ 174,626,283 104,282,770 $ 278,909,053 $ 278,909,053 (9,764,845) $ 269,144,208 $ 269,144,208 (3,447,792) $ 265,696,416 $ 265,696,416 (3,644,495) $ 262,051,921 $ 262,051,921 (1,479,893) $ 260,572,028 DETENTION FUND-CAPITAL PROJECTS (Fund 455) Sources of Funds: Transfer-In from Detention Operating Fund Proceeds of Short-term Debt Total Sources $$- $$- $$- $$- $$- Uses of Funds Capital Improvements Estimated Short-Term Debt Principal Estimated Short-Term Debt Interest Total Uses $$- $$- $$- $$- $$- $- $- $- $- $- $ (8,430,433) $ (8,430,433) $ (8,430,433) $ (8,430,433) $ (8,430,433) $ (8,430,433) $ (8,430,433) $ (8,430,433) $ (8,430,433) $ (8,430,433) Contingency Total Operating Expenditures Operating Surplus/(Deficit) Non-Recurring Expenditures ICJIS - Phase I ICJIS - Phase II ICJIS - Phase IIII Subtotal ICJIS Phases I-III Contingency - Capital Improvement Program Sheriff - Records Management System Sheriff - Jail Crimes and Intelligence ICJIS - Parallel Agency Projects Sheriff Classroom Space Sheriff - Recruiting Expenses Relocations Sheriff - Refrigerated Trucks Major Maintenance - Current Detention Facilities Contingency Sub-Total Non-Recurring Projected Surplus/Deficit: Unreserved Fund Balance: Beginning Balance Net Surplus/Deficit Ending Balance 10 FY 2010-11 FINANCIAL FORECAST DETENTION FUND - LOW SCENARIO - 277 - FINANCIAL FORECAST MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TRANSPORTATION - BASE SCENARIO (excludes grants) 1 FY2001-02* 2 FY 2002-03 3 FY 2003-04 4 FY 2004-05 5 FY 2005-06 $ 81,000,000 7,200,000 39,958,766 720,000 500,000 34,000 240,000 267,834 $ 129,920,600 83,214,930 7,753,127 11,658,442 739,440 34,918 275,066 $ 103,675,923 -20.20% 88,618,544 8,352,079 13,000,956 759,405 35,861 282,492 $ 111,049,336 7.11% 92,565,884 8,997,845 11,346,600 779,909 36,829 290,120 $ 114,017,186 2.67% 96,747,645 9,653,643 12,434,837 800,966 37,823 297,953 $ 119,972,867 5.22% $ 17,762,236 851,889 4,295,504 22,608,229 4,324,305 $ 49,842,163 $ 18,529,704 532,334 4,848,257 23,218,651 4,441,061 $ 51,570,007 3.47% $ 19,009,284 555,335 5,463,009 23,845,555 4,560,970 $ 53,434,153 3.61% $ 19,509,586 569,708 5,666,409 24,489,385 4,684,116 $ 54,919,204 2.78% $ 20,022,837 584,702 5,874,242 25,150,598 4,810,587 $ 56,442,967 2.77% $ 56,017,647 $ 58,292,212 $ 65,004,780 $ 56,733,000 $ 62,174,184 $ 105,859,810 $ 109,862,219 $ 118,438,933 $ 111,652,204 $ 118,617,151 Projected Surplus/Deficit: $ 24,060,790 $ (6,186,296) $ (7,389,596) $ 2,364,982 $ 1,355,716 Unreserved Fund Balance: Beginning Balance Net Surplus/Deficit Ending Balance $ 7,000,306 24,060,790 $ 31,061,096 $ 31,061,096 (6,186,296) $ 24,874,800 $ 24,874,800 (7,389,596) $ 17,485,204 $ 17,485,204 2,364,982 $ 19,850,185 $ 19,850,185 1,355,716 $ 21,205,901 Sources of Funds: Revenue: Highway User Revenue Funds State Shared VLT Other Intergovernmental Licenses and Permits Interest Other Charges for Services Gain on Fixed Assets 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 Capital Project Expenditures: Total Uses * Fiscal Year 2001-02 Budget Adopted by Maricopa County Board of Supervisors, excluding grants. - 278 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES (excludes grants) 6 FY 2006-07 7 FY 2007-08 8 FY 2008-09 9 FY 2009-10 10 FY 2010-11 101,315,065 10,390,874 12,770,577 822,592 38,845 305,998 $ 125,643,951 4.73% 105,655,627 11,120,828 13,115,383 844,802 39,893 314,259 $ 131,090,793 4.34% 110,427,220 11,954,049 13,469,498 867,612 40,971 322,744 $ 137,082,095 4.57% 115,213,937 12,836,249 13,833,175 891,038 42,077 331,459 $ 143,147,934 4.42% $ 120,052,923 13,656,151 14,206,670 915,096 43,213 340,408 $ 149,214,460 4.24% Uses of Funds: Operating Expenditures: Wages and Salaries-Base Salary Adjustments Employee Benefits Supplies and Services Capital Outlay Total Operating Net Growth Rate $ 20,549,595 600,084 6,086,398 25,829,664 4,940,473 $ 58,006,216 2.77% $ 21,090,212 615,871 6,302,730 26,527,065 5,073,866 $ 59,609,744 2.76% $ 21,645,051 632,074 6,523,075 27,243,296 5,210,860 $ 61,254,355 2.76% $ 22,214,487 648,702 6,738,971 27,978,865 5,351,553 $ 62,932,578 2.74% $ 22,798,903 665,768 6,962,186 28,734,294 5,496,045 $ 64,657,197 2.74% Capital Project Expenditures: $ 63,852,887 $ 65,576,915 $ 67,347,492 $ 69,165,874 $ 71,033,352 $ 121,859,103 $ 125,186,659 $ 128,601,847 $ 132,098,452 $ 135,690,549 Projected Surplus/Deficit: $ 3,784,849 $ 5,904,134 $ 8,480,248 $ 11,049,481 $ 13,523,911 Unreserved Fund Balance: Beginning Balance Net Surplus/Deficit Ending Balance $ 21,205,901 3,784,849 $ 24,990,750 $ 24,990,750 5,904,134 $ 30,894,884 $ 30,894,884 8,480,248 $ 39,375,131 $ 39,375,131 11,049,481 $ 50,424,613 $ 50,424,613 13,523,911 $ 63,948,524 Sources of Funds: Revenue: Highway User Revenue Funds State Shared VLT Other Intergovernmental Licenses and Permits Interest Other Charges for Services Gain on Fixed Assets Miscellaneous Total Sources Net Growth Rate Total Uses FINANCIAL FORECAST TRANSPORTATION - BASE SCENARIO - 279 - FINANCIAL FORECAST MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TRANSPORTATION - LOW SCENARIO (excludes grants) 1 FY 2001-02* 2 FY 2002-03 3 FY 2003-04 4 FY 2004-05 5 FY 2005-06 $ 81,000,000 7,200,000 39,958,766 720,000 500,000 34,000 240,000 267,834 $ 129,920,600 83,214,930 7,753,127 11,658,442 741,600 35,020 275,869 $ 103,678,989 -20.20% 88,618,544 8,352,079 13,000,956 763,848 36,071 284,145 $ 111,055,642 7.11% 92,565,884 8,997,845 11,346,600 786,763 37,153 292,669 $ 114,026,914 2.68% 96,747,645 9,653,643 12,434,837 810,366 38,267 301,450 $ 119,986,207 5.23% $ 17,762,236 851,889 4,295,504 22,608,229 4,324,305 $ 49,842,163 $ 18,529,704 591,482 4,848,257 23,286,476 4,454,034 $ 51,709,953 3.75% $ 19,062,571 617,039 5,468,870 23,985,070 4,587,655 $ 53,721,205 3.89% $ 19,618,462 634,784 5,688,502 24,704,622 4,725,285 $ 55,371,654 3.07% $ 20,190,339 653,295 5,913,810 25,445,761 4,867,043 $ 57,070,248 3.07% $ 56,017,647 $ 58,292,212 $ 65,004,780 $ 56,733,000 $ 62,174,184 $ 105,859,810 $ 110,002,165 $ 118,725,985 $ 112,104,654 $ 119,244,432 Projected Surplus/Deficit: $ 24,060,790 $ (6,323,176) $ (7,670,343) $ 1,922,260 $ 741,775 Unreserved Fund Balance: Beginning Balance Net Surplus/Deficit Ending Balance $ 7,000,306 24,060,790 $ 31,061,096 $ 31,061,096 (6,323,176) $ 24,737,920 $ 24,737,920 (7,670,343) $ 17,067,576 $ 17,067,576 1,922,260 $ 18,989,836 $ 18,989,836 741,775 $ 19,731,612 Sources of Funds: Revenue: Highway User Revenue Funds State Shared VLT Other Intergovernmental Licenses and Permits Interest Other Charges for Services Gain on Fixed Assets 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 Capital Project Expenditures: Total Uses * Fiscal Year 2001-02 Budget Adopted by Maricopa County Board of Supervisors, excluding grants. - 280 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES (excludes grants) 6 FY 2006-07 7 FY 2007-08 8 FY 2008-09 9 FY 2009-10 10 FY 2010-11 101,315,065 10,390,874 12,807,882 834,677 39,415 310,493 $ 125,698,407 4.76% 105,655,627 11,120,828 13,192,118 859,718 40,598 319,808 $ 131,188,696 4.37% 110,427,220 11,954,049 13,587,882 885,509 41,816 329,402 $ 137,225,878 4.60% 115,213,937 12,836,249 13,995,518 912,074 43,070 339,284 $ 143,340,133 4.46% $ 120,398,564 13,462,884 14,415,384 939,437 44,362 349,463 $ 149,610,094 4.37% Uses of Funds: Operating Expenditures: Wages and Salaries-Base Salary Adjustments Employee Benefits Supplies and Services Capital Outlay Total Operating Net Growth Rate $ 20,778,893 672,338 6,144,730 26,209,134 5,013,055 $ 58,818,150 3.06% $ 21,384,603 691,937 6,381,157 26,995,408 5,163,446 $ 60,616,551 3.06% $ 22,007,970 712,107 6,622,967 27,805,270 5,318,350 $ 62,466,664 3.05% $ 22,649,508 732,865 6,861,620 28,639,428 5,477,900 $ 64,361,322 3.03% $ 23,309,747 754,229 7,109,054 29,498,611 5,642,237 $ 66,313,877 3.03% Capital Project Expenditures: $ 64,039,410 $ 65,960,592 $ 67,939,410 $ 69,977,592 $ 72,076,920 $ 122,857,559 $ 126,577,142 $ 130,406,074 $ 134,338,914 $ 138,390,797 Projected Surplus/Deficit: $ 2,840,848 $ 4,611,554 $ 6,819,804 $ 9,001,219 $ 11,219,297 Unreserved Fund Balance: Beginning Balance Net Surplus/Deficit Ending Balance $ 19,731,612 2,840,848 $ 22,572,459 $ 22,572,459 4,611,554 $ 27,184,013 $ 27,184,013 6,819,804 $ 34,003,818 $ 34,003,818 9,001,219 $ 43,005,037 $ 43,005,037 11,219,297 $ 54,224,334 Sources of Funds: Revenue: Highway User Revenue Funds State Shared VLT Other Intergovernmental Licenses and Permits Interest Other Charges for Services Gain on Fixed Assets Miscellaneous Total Sources Net Growth Rate Total Uses FINANCIAL FORECAST TRANSPORTATION - LOW SCENARIO - 281 - FINANCIAL FORECAST MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES FLOOD CONTROL DISTRICT - BASE SCENARIO (excludes grants) Sources of Funds: Revenue Property Taxes SRP Payments in Lieu of Taxes Licenses and Permits Intergovernmental Interest Miscellaneous Total Sources 1 FY 2001-02* $ 45,322,696 153,587 1,500,027 20,800,000 878,500 10,032,397 $ 78,687,207 Net Growth Rate Uses of Funds: Operating Expenditures: Wages and Salaries - Base Salary Adjustments Employee Benefits Supplies and Services Capital Outlay Total Operating $ 6,998,231 202,104 1,992,816 12,052,769 889,500 $ 22,135,420 Net Growth Rate 2 FY 2002-03 3 FY 2003-04 4 FY 2004-05 5 FY 2005-06 $ 44,870,124 129,383 1,530,028 15,907,000 357,998 9,336,000 $ 72,130,533 $ 44,873,814 119,743 1,391,560 18,151,000 180,987 670,000 $ 65,387,104 $ 44,877,192 115,303 1,296,721 16,100,000 230,000 $ 62,619,216 $ 44,877,743 110,483 1,330,435 14,100,000 300,000 $ 60,718,661 -8.33% -9.35% -4.23% -3.04% $ 7,180,307 209,737 2,257,446 12,378,194 913,517 $ 22,939,200 $ 7,369,259 215,194 2,498,373 12,712,405 938,181 $ 23,733,412 $ 7,563,127 220,857 2,599,023 13,055,640 963,512 $ 24,402,159 $ 7,762,097 226,667 2,698,661 13,408,142 989,527 $ 25,085,095 3.63% 3.46% 2.82% 2.80% Capital Project Expenditures: $ 57,198,292 $ 53,930,000 $ 50,490,000 $ 51,744,000 $ 51,858,000 Total Uses $ 79,333,712 $ 76,869,200 $ 74,223,412 $ 76,146,159 $ 76,943,095 -3.11% -3.44% 2.59% 1.05% $ (646,505) -0.81% $ (4,738,668) -6.16% $ (8,836,308) -11.91% $ (13,526,944) -17.76% $ (16,224,433) -21.09% $ 12,794,939 (646,505) $ 12,148,434 $ 12,148,434 (4,738,668) $ 7,409,766 $ 7,409,766 (8,836,308) $ (1,426,542) $ (1,426,542) (13,526,944) $ (14,953,486) $ (14,953,486) (16,224,433) $ (31,177,919) Net Growth Rate Projected Surplus/(Deficit): Percent of Total Expenditures Unreserved Fund Balance: Beginning Balance Net Surplus/Deficit Ending Balance * Fiscal Year 2001-02 Budget Adopted by Maricopa County Board of Supervisors, excluding grants. - 282 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES (excludes grants) Sources of Funds: Revenue Property Taxes SRP Payments in Lieu of Taxes Licenses and Permits Intergovernmental Interest Miscellaneous Total Sources 6 FY 2006-07 7 FY 2007-08 8 FY 2008-09 9 FY 2009-10 10 FY 2010-11 $ 44,893,791 104,141 1,365,027 14,400,000 300,000 $ 61,062,959 $ 44,886,379 100,589 1,400,517 14,800,000 300,000 $ 61,487,485 $ 44,891,216 96,530 1,436,931 15,200,000 300,000 $ 61,924,677 $ 44,914,816 91,202 1,474,291 15,600,000 300,000 $ 62,380,309 $ 44,898,581 86,953 1,512,623 15,600,000 300,000 $ 62,398,157 0.57% 0.70% 0.71% 0.74% 0.03% $ 7,966,302 232,630 2,800,451 13,770,162 1,016,244 $ 25,785,790 $ 8,175,878 238,750 2,904,320 14,141,956 1,043,683 $ 26,504,587 $ 8,390,968 245,031 3,010,183 14,523,789 1,071,862 $ 27,241,834 $ 8,611,717 251,477 3,117,953 14,915,932 1,100,803 $ 27,997,881 $ 8,838,273 258,093 3,223,189 15,318,662 1,130,524 $ 28,768,741 2.79% 2.79% 2.78% 2.78% 2.75% Capital Project Expenditures: $ 53,258,166 $ 54,696,136 $ 56,172,932 $ 57,689,601 $ 59,247,221 Total Uses $ 79,043,956 $ 81,200,724 $ 83,414,767 $ 85,687,483 $ 88,015,962 2.73% 2.73% 2.73% 2.72% 2.72% Projected Surplus/(Deficit): Percent of Total Expenditures $ (17,980,997) -22.75% $ (19,713,238) -24.28% $ (21,490,090) -25.76% $ (23,307,174) -27.20% $ (25,617,805) -29.11% Unreserved Fund Balance: Beginning Balance Net Surplus/Deficit Ending Balance $ (31,177,919) (17,980,997) $ (49,158,916) $ (49,158,916) (19,713,238) $ (68,872,154) $ (68,872,154) $ (90,362,244) $ (113,669,418) (21,490,090) (23,307,174) (25,617,805) $ (90,362,244) $ (113,669,418) $ (139,287,223) 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 Net Growth Rate FINANCIAL FORECAST FLOOD CONTROL DISTRICT - BASE SCENARIO - 283 - FINANCIAL FORECAST MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES FLOOD CONTROL DISTRICT - LOW SCENARIO (excludes grants) Sources of Funds: Revenue Property Taxes SRP Payments in Lieu of Taxes Licenses and Permits Intergovernmental Interest Miscellaneous Total Sources 1 FY 2001-02* $ 45,322,696 153,587 1,500,027 20,800,000 878,500 10,032,397 $ 78,687,207 Net Growth Rate Uses of Funds: Operating Expenditures: Wages and Salaries - Base Salary Adjustments Employee Benefits Supplies and Services Capital Outlay Total Operating $ 6,998,231 202,104 1,992,816 12,052,769 889,500 $ 22,135,420 Net Growth Rate 2 FY 2002-03 3 FY 2003-04 4 FY 2004-05 5 FY 2005-06 $ 44,878,378 132,047 1,455,026 15,907,000 357,998 9,336,000 $ 72,066,449 $ 44,883,290 124,563 1,382,275 18,151,000 180,987 670,000 $ 65,392,115 $ 44,887,149 121,772 998,807 16,100,000 230,000 $ 62,337,728 $ 44,875,963 117,840 1,020,781 14,100,000 300,000 $ 60,414,584 -8.41% -9.26% -4.67% -3.09% $ 7,180,307 233,041 2,257,446 12,414,352 916,185 $ 23,001,331 $ 7,390,254 239,104 2,500,683 12,786,783 943,671 $ 23,860,494 $ 7,605,663 246,095 2,608,765 13,170,386 971,981 $ 24,602,890 $ 7,827,370 253,269 2,716,444 13,565,498 1,001,140 $ 25,363,721 3.91% 3.74% 3.11% 3.09% Capital Project Expenditures: $ 57,198,292 $ 53,930,000 $ 50,490,000 $ 51,744,000 $ 51,858,000 Total Uses $ 79,333,712 $ 76,931,331 $ 74,350,494 $ 76,346,890 $ 77,221,721 -3.03% -3.35% 2.69% 1.15% $ (646,505) -0.81% $ (4,864,882) -6.32% $ (8,958,379) -12.05% $ (14,009,162) -18.35% $ (16,807,137) -21.76% $ 12,794,939 (646,505) $ 12,148,434 (4,864,882) $ 7,283,552 $ 7,283,552 (8,958,379) $ (1,674,827) $ (1,674,827) (14,009,162) $ (15,683,989) $ (15,683,989) (16,807,137) $ (32,491,125) Net Growth Rate Projected Surplus/(Deficit): Percent of Total Expenditures Unreserved Fund Balance: Beginning Balance Net Surplus/Deficit Ending Balance $ 12,148,434 * Fiscal Year 2001-02 Budget Adopted by Maricopa County Board of Supervisors, excluding grants. - 284 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES (excludes grants) Sources of Funds: Revenue Property Taxes SRP Payments in Lieu of Taxes Licenses and Permits Intergovernmental Interest Miscellaneous Total Sources 6 FY 2006-07 7 FY 2007-08 8 FY 2008-09 9 FY 2009-10 10 FY 2010-11 $ 44,890,707 112,195 1,043,238 14,400,000 300,000 $ 60,746,140 $ 44,895,083 109,532 1,066,189 14,800,000 300,000 $ 61,170,804 $ 44,881,457 106,170 1,089,646 15,200,000 300,000 $ 61,577,273 $ 44,902,940 101,350 1,113,618 15,600,000 300,000 $ 62,017,908 $ 44,895,340 97,671 1,138,117 15,600,000 300,000 $ 62,031,128 0.55% 0.70% 0.66% 0.72% 0.02% $ 8,055,540 260,651 2,826,892 13,972,463 1,031,174 $ 26,146,721 $ 8,290,361 268,249 2,940,058 14,391,637 1,062,110 $ 26,952,415 $ 8,532,028 276,069 3,055,878 14,823,386 1,093,973 $ 27,781,333 $ 8,780,738 284,117 3,174,283 15,268,087 1,126,792 $ 28,634,017 $ 9,036,699 292,399 3,290,775 15,726,130 1,160,596 $ 29,506,598 3.09% 3.08% 3.08% 3.07% 3.05% Capital Project Expenditures: $ 53,413,740 $ 55,016,152 $ 56,666,637 $ 58,366,636 $ 60,117,635 Total Uses $ 79,560,461 $ 81,968,567 $ 84,447,970 $ 87,000,653 $ 89,624,233 3.03% 3.03% 3.02% 3.02% 3.02% Projected Surplus/(Deficit): Percent of Total Expenditures $ (18,814,321) -23.65% $ (20,797,763) -25.37% $ (22,870,698) -27.08% $ (24,982,745) -28.72% $ (27,593,105) -30.79% Unreserved Fund Balance: Beginning Balance Net Surplus/Deficit Ending Balance $ (32,491,125) (18,814,321) $ (51,305,446) $ (51,305,446) (20,797,763) $ (72,103,209) $ (72,103,209) $ (94,973,906) $ (119,956,651) (22,870,698) (24,982,745) (27,593,105) $ (94,973,906) $ (119,956,651) $ (147,549,756) 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 Net Growth Rate FINANCIAL FORECAST FLOOD CONTROL DISTRICT - LOW SCENARIO - 285 - FINANCIAL FORECAST MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES LIBRARY DISTRICT - BASE SCENARIO (excludes grants) Source of Funds: Revenue Property Taxes Payments in Lieu of Taxes Intergovernmental Other Charges for Services Interest Earnings 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: Percent of Total Expenditures Unreserved Fund Balance: Beginning Fund Balance Net Surplus/Deficit Ending Balance 1 FY 2001-02* 2 FY 2002-03 3 FY 2003-04 4 FY 2004-05 $ 9,646,430 193,214 337,413 227,188 225,000 25,000 $ 10,654,245 $ 10,150,108 189,085 24,000 233,322 25,675 $ 10,622,190 -0.30% $ 10,854,231 189,085 24,000 239,622 26,368 $ 11,333,306 6.69% $ 11,242,199 189,085 24,000 246,092 27,080 $ 11,728,456 3.49% $ 11,710,408 189,085 24,000 252,736 27,811 $ 12,204,040 4.05% $ 3,974,865 693,427 923,185 1,777,644 2,768,069 249,267 $ 10,386,457 $ 4,599,574 119,127 1,064,795 1,825,640 2,842,807 255,997 $ 10,707,941 3.10% $ 4,706,895 137,849 1,102,866 1,874,933 2,919,563 262,909 $ 11,005,015 2.77% $ 4,831,084 141,066 1,142,272 1,925,556 2,998,391 270,008 $ 11,308,376 2.76% $ 4,958,170 144,788 1,182,518 1,977,546 3,079,347 277,298 $ 11,619,667 2.75% $ 267,788 $ (85,751) $ 328,291 $ 420,080 $ 584,374 2.58% -0.80% 2.98% 3.71% 5.03% $ 6,139,823 267,788 $ 6,407,611 $ 6,407,611 (85,751) $ 6,321,860 $ 6,321,860 328,291 $ 6,650,151 $ 6,650,151 420,080 $ 7,070,231 $ 7,070,231 584,374 $ 7,654,604 * Fiscal Year 2001-02 Budget Adopted by Maricopa County Board of Supervisors, excluding grants. - 286 - 5 FY 2005-06 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES (excludes grants) 6 FY 2006-07 7 FY 2007-08 8 FY 2008-09 9 FY 2009-10 10 FY 2010-11 Source of Funds: Revenue Property Taxes Payments in Lieu of Taxes Intergovernmental Other Charges for Services Interest Earnings Miscellaneous Total Sources Net Growth Rate $ 12,401,988 189,085 24,000 259,560 28,562 $ 12,903,195 5.73% $ 12,826,273 189,085 24,000 266,568 29,333 $ 13,335,259 3.35% $ 13,355,475 189,085 24,000 273,765 30,125 $ 13,872,451 4.03% $ 14,126,609 189,085 24,000 281,157 30,939 $ 14,651,790 5.62% $ 14,799,659 189,085 24,000 288,748 31,774 $ 15,333,266 4.65% 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 $ 5,088,609 148,596 1,223,625 2,030,940 3,162,490 284,785 $ 11,939,045 2.75% $ 5,222,480 152,506 1,265,570 2,085,775 3,247,877 292,474 $ 12,266,682 2.74% $ 5,359,872 156,518 1,308,327 2,142,091 3,335,570 300,371 $ 12,602,749 2.74% $ 5,500,879 160,635 1,350,431 2,199,927 3,425,630 308,481 $ 12,945,984 2.72% $ 5,645,596 164,861 1,393,928 2,259,325 3,518,122 316,810 $ 13,298,642 2.72% $ 964,150 $ 1,068,578 $ 1,269,702 $ 1,705,805 $ 2,034,624 8.08% 8.71% 10.07% 13.18% 15.30% $ 7,654,604 964,150 $ 8,618,754 $ 8,618,754 1,068,578 $ 9,687,332 $ 9,687,332 1,269,702 $ 10,957,034 $ 10,957,034 1,705,805 $ 12,662,839 $ 12,662,839 2,034,624 $ 14,697,464 Projected Surplus/Deficit: Percent of Total Expenditures Unreserved Fund Balance: Beginning Fund Balance Net Surplus/Deficit Ending Balance FINANCIAL FORECAST LIBRARY DISTRICT - BASE SCENARIO - 287 - FINANCIAL FORECAST MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES LIBRARY DISTRICT - LOW SCENARIO (excludes grants) Source of Funds: Revenue Property Taxes Payments in Lieu of Taxes Intergovernmental Other Charges for Services Interest Earnings 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: Percent of Total Expenditures Unreserved Fund Balance: Beginning Fund Balance Net Surplus/Deficit Ending Balance 1 FY 2001-02* 2 FY 2002-03 3 FY 2003-04 4 FY 2004-05 $ 9,646,430 193,214 337,413 227,188 225,000 25,000 $ 10,654,245 $ 10,053,644 189,085 24,000 234,004 25,750 $ 10,526,483 -1.20% $ 10,497,345 189,085 24,000 241,024 26,523 $ 10,977,976 4.29% $ 10,709,919 189,085 24,000 248,254 27,318 $ 11,198,577 2.01% $ 11,043,791 189,085 24,000 255,702 28,138 $ 11,540,716 3.06% $ 3,974,865 693,427 923,185 1,777,644 2,768,069 249,267 $ 10,386,457 $ 4,599,574 132,363 1,064,795 1,830,973 2,851,111 256,745 $ 10,735,562 3.36% $ 4,718,820 153,166 1,105,855 1,885,903 2,936,644 264,447 $ 11,064,835 3.07% $ 4,856,807 157,137 1,148,612 1,942,480 3,024,744 272,381 $ 11,402,160 3.05% $ 4,998,372 161,732 1,192,445 2,000,754 3,115,486 280,552 $ 11,749,341 3.04% $ 267,788 $ (209,079) $ (86,858) $ (203,583) $ (208,625) 2.58% -1.95% -0.78% -1.79% -1.78% $ 6,139,823 267,788 $ 6,407,611 $ 6,407,611 (209,079) $ 6,198,532 $ 6,198,532 (86,858) $ 6,111,673 $ 6,111,673 (203,583) $ 5,908,090 $ 5,908,090 (208,625) $ 5,699,465 * Fiscal Year 2001-02 Budget Adopted by Maricopa County Board of Supervisors, excluding grants. - 288 - 5 FY 2005-06 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES (excludes grants) 6 FY 2006-07 7 FY 2007-08 8 FY 2008-09 9 FY 2009-10 10 FY 2010-11 Source of Funds: Revenue Property Taxes Payments in Lieu of Taxes Intergovernmental Other Charges for Services Interest Earnings Miscellaneous Total Sources Net Growth Rate $ 11,579,277 189,085 24,000 263,373 28,982 $ 12,084,717 4.71% $ 11,851,943 189,085 24,000 271,274 29,851 $ 12,366,154 2.33% $ 12,213,422 189,085 24,000 279,413 30,747 $ 12,736,666 3.00% $ 12,786,037 189,085 24,000 287,795 31,669 $ 13,318,586 4.57% $ 13,255,222 189,085 24,000 296,429 32,619 $ 13,797,355 3.59% 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 $ 5,144,076 166,446 1,237,390 2,060,777 3,208,951 288,969 $ 12,106,608 3.04% $ 5,294,027 171,298 1,283,433 2,122,600 3,305,219 297,638 $ 12,474,215 3.04% $ 5,448,349 176,291 1,330,555 2,186,278 3,404,376 306,567 $ 12,852,416 3.03% $ 5,607,170 181,430 1,377,275 2,251,866 3,506,507 315,764 $ 13,240,013 3.02% $ 5,770,621 186,719 1,425,674 2,319,422 3,611,702 325,237 $ 13,639,375 3.02% $ (21,891) $ (108,061) $ (115,750) $ 78,574 $ 157,980 -0.18% -0.87% -0.90% 0.59% 1.16% $ 5,699,465 (21,891) $ 5,677,574 $ 5,677,574 (108,061) $ 5,569,513 $ 5,569,513 (115,750) $ 5,453,763 $ 5,453,763 78,574 $ 5,532,337 $ 5,532,337 157,980 $ 5,690,317 Projected Surplus/Deficit: Percent of Total Expenditures Unreserved Fund Balance: Beginning Fund Balance Net Surplus/Deficit Ending Balance FINANCIAL FORECAST LIBRARY DISTRICT - LOW SCENARIO - 289 - FINANCIAL FORECAST MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES LEGEND NOTES TRANSFORMER DUPLEX CONVENIENCE OUTLET INCANDESCENT INDICATOR LIGHT FUSE EARTH GROUND OVERLOAD THERMAL RELAY-LINE CIRCUIT - 290 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES INTRODUCTION Mandated services are the basic resources used in the development of Maricopa County’s financial and strategic planning. Mandates drive operating policies and significantly impact the financial structure of the County, including critical insights and justification of the County’s use of funds. This section provides a global perspective of mandates and their fiscal impact upon Maricopa County. MANDATES MANDATES In preparation for the FY 2001-02 budget process, the Office of Management and Budget surveyed every County department in order to update the mandate study performed during FY 2000-01. County departments supplied all of the information contained herein. Individual mandated programs and administrative mandates including their associated costs are located in the Department Summaries section of this Annual Business Strategies document. Please refer to the table of contents to find specific departmental mandate information. EXECUTIVE SUMMARY Maricopa County is one of the fastest growing counties in the nation in terms of population, employment and personal income. The expanding economy impacts the cost of energy, water, land, building and infrastructure services, as well as the number and cost of crimes committed and the cost of health care to its citizens. County efforts to meet ever-growing citizen needs are undermined by the vast growth in and significant cost of providing mandated services many of which are imposed upon the County without a dedicated funding source. Mandates, as defined for this study, are functions or services that meet constitutional, statutory or courtordered requirements from either Federal or State entities. These create expenditures Maricopa County might not otherwise incur. They represent the portion of the County budget over which the Board of Supervisors has little or no discretion. Administrative mandates, as used throughout this document, refers to functions that provide essential support to State or Federally mandated programs, without which, those mandated provisions would either cease to exist, or function in a less than complete capacity. As demonstrated at right, County expenditure growth expands at a faster rate than the population increases. Significant increases in the indigent health care contributions mandated by the State of Arizona and various criminal justice issues leave little to meet increasing citizen demands for service. Revenues cannot keep pace with the growing economic expansion resulting in increased costs of providing citizen services. - 291 - MANDATES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES This FY 2001-02 mandate summary section provides the citizens of Maricopa County with a comprehensive understanding of the County’s use of funds while ensuring that mandate compliance is maintained at a minimum service level. As demonstrated on the table below, $1,319,498,732 or 51.57% of the Maricopa County FY 2001-02 budget expenditures of $2,558,859,372 (not including debt service of $44,126,858 and eliminations of $459,208,697) are committed to satisfying mandated services. An additional $360,196,499 or 14.08% in administrative mandates provides essential support to mandated services. Consolidating budgeted mandates with administrative mandates total $1,679,695,231 or 65.65% of the FY 2001-02 budget. The remaining expenditures of $879,164,141 or 34.35% are non-mandated. FY 2001-02 Budget Expenditures Fund General Fund Special Revenue Capital Projects Enterprise Internal Service Total All Funds Mandates % Budget Administrative Mandates % Budget $ 640,290,051 25.02% $ 146,005,722 5.71% 446,211,003 17.44% 119,915,237 4.69% 232,997,678 9.11% 66,003,562 2.58% 0.00% 0.00% 0.00% 28,271,978 1.10% $ 1,319,498,732 51.57% $ 360,196,499 14.08% Non-Mandated % Budget $ 26,691,361 1.04% 132,935,900 5.20% 7,712,410 0.30% 692,772,953 27.07% 19,051,517 0.74% $ 879,164,141 34.35% The chart at right shows the breakout of mandates, administrative mandates and nonmandated expenditures by fund in the FY 2001-02 budget. General Fund mandates lead with $640.3 million or 25.02% of the FY 200102 budget, versus Special Revenue fund mandates of $446.2 million or 17.44%, and Capital Projects fund mandates of $233.0 million or 9.11%. Expenditures and mandated expenditures are categorized as Education, Culture & Recreation, General Government, Highways and Streets, Health, Welfare and Sanitation, or Public Safety. There are no mandates that fall under the Culture and Recreation category. Therefore, Culture and Recreation is not seen in this document, except as an expenditure. - 292 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES MANDATES FY 2001-02 budget expenditures and mandates are categorized on the chart at left. Categorized expenditures are shown as a percent of total expenditures and as a percent of mandated expenditures. FY 2001-02 MANDATES FOR ALL FUNDS Mandated services benefit residents as well as visitors to Maricopa County by affording a better way of life in a safer environment. Maricopa County’s FY 2001-02 budget, including all funds, is comprised of 51.57% mandated services. The following tables below show budgeted expenditures versus mandated expenditures by expenditure category. Mandated Expenditures By Category And Type For All Funds Expenditure Category Education General Government Highways & Streets Health, Welfare & Sanitation Public Safety Totals Appointed Judicial Branch Elected Officials Departments Special Districts $ - $ 1,637,442 $ - $ 33,096,504 165,289,184 105,859,810 269,914,290 159,361,880 210,797,827 301,029,504 72,512,291 $ 159,361,880 $ 245,531,773 $ 842,092,788 $ 72,512,291 Totals 1,637,442 198,385,688 105,859,810 269,914,290 743,701,502 $ 1,319,498,732 $ FY 2000-01 Budgeted Expenditures Vs. Mandated Expenditures For All Funds Expenditure Category Education Culture & Recreation General Government Highways & Streets Health, Welfare & Sanitation Public Safety Totals Budgeted Expenditures Mandated Expenditures % Mandates of FY 2001-02 FY 2001-02 Total Expenditures $ 12,133,721 $ 1,637,442 0.06% 28,123,445 0.00% 583,972,132 198,385,688 7.75% 106,159,810 105,859,810 4.14% 1,065,703,158 269,914,290 10.55% 762,764,106 743,701,502 29.06% $ 2,558,856,372 $ 1,319,498,732 51.57% % Mandates of Total Mandates 0.12% 0.00% 15.03% 8.02% 20.46% 56.36% 100.00% - 293 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES MANDATES Maricopa County remains one of the most rapidly growing counties in the nation as evidenced by its strong population growth. Maricopa County’s population grew 3.3% during 1999 while the state’s population increased more slowly, at 2.5%, and the nation’s population increased by only .09%. Growth of this magnitude requires additional resources to support infrastructure and provide a safety net within all of the categories above for the welfare and protection of its citizens. The chart at left compares population growth for the United States, Arizona and Maricopa County. Estimates are used for the years 2001 forward. Since FY 1997-98, Maricopa County’s budgeted expenditures increased $504 million or 30.8% and mandated expenditures increased $301 million or 29.6%. These increases place added demands on fiscal operations for expanded and new services. The lack of funding and ability to keep up with a growing population base poses potential threats to public safety. As shown on the chart at right, Maricopa County’s population increased 11.4% since FY 199798. The population increase has spurred a 15.7% increase in Sheriff’s Office calls for service, a 15.1% increase in new criminal cases initiated, a 13.2% increase in parcels of land to be assessed and a 9.2% increase in the average daily jail population. - 294 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES MANDATES The chart at left provides breakouts of the total FY 2001-02 budget expenditures for all funds. The funds are allocated as either mandated, administrative mandates or non-mandated. FY 2001-02 GENERAL FUND MANDATES The FY 2001-02 General Fund budget totals $812,987,134. General Fund mandates total $640,290,051 or 79% of the General Fund budget. Maricopa County’s General Fund mandated services fall into five primary categories: Public Safety; Health, Welfare and Sanitation; Highways and Streets; Education; and General Government. In addition, administrative functions, which support mandated services, such as Human Resources and Finance, are also included. Very few non-mandated programs fall within the General Fund. General Fund Mandated Expenditures By Category And Type Expenditure Category Education General Government Highways & Streets Health, Welfare & Sanitation Public Safety Totals Judicial Branch $79,840,870 $ 79,840,870 Elected Officials $1,637,442 27,807,865 99,724,297 $129,169,604 Appointed Departments $165,089,184 226,628,204 39,562,189 $ 431,279,577 Special Districts $$- Totals $ 1,637,442 192,897,049 226,628,204 219,127,356 $ 640,290,051 General Fund Mandate Summary Judicial Branch Elected Officials Appointed Departments Total FY 2001-02 Budget FY 2001-02 Budget FY 2001-02 Budget FY 2001-02 Budget Total Expenditures Mandated Expenditures Administrative Mandates Non-Mandated $ 80,370,143 $ 79,840,870 $$ 529,273 130,154,326 129,169,604 984,722 602,462,665 431,279,577 145,021,000 26,162,088 $ 812,987,134 $ 640,290,051 $ 146,005,722 $ 26,691,361 % of General Fund Expenditures 78.76% 17.96% 3.28% - 295 - MANDATES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES As shown on the chart at right, $640.3 million or 79% of all General Fund expenditures are mandated, $146.0 million or 18% are administratively mandated, and $26.7 million or 3% are nonmandated expenditures. GENERAL FUND HEALTH, WELFARE & SANITATION MANDATES The largest group of General Fund mandated activity falls under the Health, Welfare & Sanitation category. $226.6 million or 35.3% of General Fund mandates fall in this category. Health Care Mandates comprise the bulk of these mandated expenditures at $206.9 million for FY 2001-02. Maricopa County is responsible for the protection of the food and water supplies, the detection and abatement of environmentally transmitted disease and public health nuisances, and the institution of programs that control the release into the atmosphere of hazardous air pollutants. Maricopa County is required to provide for the indigent sick and general mental health of it’s indigent population. - 296 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES FY 2001-02 General Fund Public Safety mandates total $219.1 million or 34.2% of total General Fund mandates. These dollars are dedicated to providing for the safety of Maricopa County citizens while protecting their unalienable rights, and provides due process of law. Animal Care and Control Services provides for the safety of Maricopa County citizens and the humane care of animals. The greatest resource used protects citizen rights and falls under the umbrella of the criminal justice and law enforcement systems. MANDATES GENERAL FUND PUBLIC SAFETY MANDATES According to the Arizona Department of Public Safety, Crime Index offenses in Maricopa County are projected to increase by 4.5% between 2000 and 2004 versus 3.5% for the State of Arizona as a whole. Maricopa County funds prosecutors, public defenders, the judicial branch, jails and policing activities, to name a few Criminal Justice activities. GENERAL FUND GENERAL GOVERNMENT MANDATES The General Government category includes a broad range of mandated citizen oriented services. Taxation, elections, property assessment, revenue and expenditure accountability, support and care of persons, and legal proceedings make up the majority of these services. The governing body of the County, the Board of Supervisors, is also a mandated function, as shown below. General Government Departments FY 2001-02 General Fund Mandated Expenditures* Assessor $ 14,453,030 Board of Supervisors 1,163,725 Call Center 1,281,308 Clerk of the Board of Supervisors 528,574 Elections 6,069,510 Facilities Management 719,574 General Government 158,511,053 Human Resources 2,768,649 Internal Audit 10,000 Public Fiduciary 1,808,600 Recorder 1,847,713 Treasurer 3,735,313 $ 192,897,049 Total General Government Mandates: *Does not include administratively mandated expenditures. - 297 - MANDATES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES One of the General Government category departments is the General Government Department. General Government Department expenditures benefit the County as a whole and do not relate directly to a particular department or program. Examples of these mandated expenditures for the General Government Department include: Capital Projects $66.0 million Major Maintenance $7.0 million Debt Service $5.9 million Professional Services – Legal $1.7 million Tax Appeals $0.7 million Judgements $0.5 million Burial of Indigents $0.4 million GENERAL FUND EDUCATION MANDATES The Maricopa County Superintendent of Schools is responsible for providing mandated services to the school districts within the County. Maricopa County’s Superintendent of Schools supports Accommodation Schools through a Special School Reserve Fund. Expenses are set-aside annually for the establishment and conducting of schools in the unincorporated areas of the County. The department of Superintendent of Schools is the sole department within the education category. FY 2001-02 MANDATES EXCLUDING THE GENERAL FUND The rapid population growth as experienced in Maricopa County over the past decade continues to place increased demands for services on County government. Excluding the General Fund, all other mandates total $679,208,681 as shown on the table below. Fund Special Revenue Capital Projects Enterprise Internal Service Total Above Funds - 298 - Mandates % Budget 446,211,003 17.4% 232,997,678 9.1% 0.0% 0.0% $ 679,208,681 26.5% $ Administrative Mandates % Budget $ 119,915,237 4.7% 66,003,562 2.6% 0.0% 28,271,978 1.1% $ 214,190,777 8.4% Non-Mandated % Budget $ 132,935,900 5.2% 7,712,410 0.3% 692,772,953 27.1% 19,051,517 0.7% $ 852,472,780 33.3% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES MANDATES SUMMARY SCHEDULES CONSOLIDATED MANDATES - ALL FUNDS FY 2001-02 Budgeted Mandates By Department And Fund Department Judicial Branch Adult Probation Justice Courts Juvenile Probation Superior Court Sub-Total Elected Officials Assessor Board of Supervisors Clerk of the Board of Supervisors Clerk of the Superior Court Constables County Attorney Elections Internal Audit Recorder Sheriff Superintendent Of Schools Treasurer Sub-Total Appointed Departments Animal Care & Control Call Center Correctional Health Criminal Justice Facilities Development Emergency Management Environmental Services Facilities Management General Government Health Care Mandates Human Resources Indigent Representation Integrated Criminal Justice Information Systems Judicial Mandates Medical Eligibility Medical Examiner Planning & Development Public Fiduciary Public Health Solid Waste Transportation Sub-Total Special Districts Flood Control District Sub-Total Total General Fund 11,605,000 15,494,859 10,956,082 41,784,929 79,840,870 Special Revenue Debt Service Capital Projects Enterprise Funds Internal Service Total Mandates 38,965,000 1,189,875 29,025,225 10,340,910 79,521,010 - - - - 50,570,000 16,684,734 39,981,307 52,125,839 159,361,880 14,453,030 1,163,725 528,574 19,968,254 8,116,409 1,541,266 41,383,645 10,914,609 6,069,510 10,000 1,847,713 5,288,639 36,831,132 92,042,512 1,637,442 3,735,313 129,169,604 116,362,169 - - - - 14,453,030 1,163,725 528,574 28,084,663 1,541,266 52,298,254 6,069,510 10,000 7,136,352 128,873,644 1,637,442 3,735,313 245,531,773 304,041 6,414,204 1,281,308 - 16,882,464 86,179 919,695 763,915 20,549,169 719,574 158,511,053 200,000 206,911,606 1,700,000 2,768,649 33,521,075 1,613,635 4,682,763 5,954,935 11,474,510 3,693,196 4,371,080 1,808,600 3,480,936 10,772,417 3,850,296 - 105,859,810 431,279,577 177,815,533 - 232,997,678 232,997,678 - - 6,718,245 1,281,308 16,882,464 232,997,678 1,005,874 21,313,084 719,574 158,711,053 208,611,606 2,768,649 35,134,710 4,682,763 5,954,935 11,474,510 3,693,196 4,371,080 1,808,600 14,253,353 3,850,296 105,859,810 842,092,788 - 72,512,291 - 72,512,291 640,290,051 446,211,003 - 232,997,678 - 72,512,291 72,512,291 - 1,319,498,732 - Departments with the greatest allocation of mandated dollars budgeted include Criminal Justice Facilities Development with $233.0 million, Health Care Mandates with $208.6 million, General Government with $158.7 million, the Sheriff’s Office with $128.9 million, and Transportation with $105.9 million. - 299 - MANDATES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES FY 2001-02 BUDGET AND MANDATE COMPARISON BY CATEGORY Expenditure Category Culture & Recreation Library District Parks & Recreation Stadium District Culture & Recreation Total Budgeted Expenditures FY 2001-02 % Mandates of Total Expenditures Non-Mandated Expenditures FY 2001-02 Administrative Mandates FY 2001-02 Mandated Expenditures FY 2001-02 % Mandates of Total Mandates 10,496,279 11,521,578 16,601,867 38,619,724 - - 10,496,279 11,521,578 16,601,867 38,619,724 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% Education Superintendent Of Schools Education Total 1,637,442 1,637,442 1,637,442 1,637,442 - - 0.06% 0.06% 0.12% 0.12% General Government Assessor Board of Supervisors Call Center Chief Information Officer Clerk of the Board of Supervisors County Administrative Officer Elections Equipment Services Facilities Management Finance General Government Human Resources Internal Audit Management & Budget Materials Management Public Fiduciary Recorder Research & Reporting Risk Management Telecommunications Treasurer General Government Total 14,453,030 1,163,725 1,281,308 5,423,007 528,574 1,455,275 6,069,510 9,421,424 23,544,869 2,060,231 458,611,325 10,892,601 994,722 1,690,749 2,221,003 1,808,600 7,136,352 501,900 19,051,517 11,930,097 3,735,313 583,975,132 14,453,030 1,163,725 1,281,308 528,574 6,069,510 719,574 198,395,688 2,768,649 10,000 1,808,600 7,136,352 3,735,313 238,070,323 5,423,007 1,455,275 9,421,424 22,825,295 2,060,231 294,389,836 8,123,952 984,722 1,690,749 2,221,003 11,930,097 360,525,591 5,839,528 501,900 19,051,517 25,392,945 0.56% 0.05% 0.05% 0.00% 0.02% 0.00% 0.24% 0.00% 0.03% 0.00% 7.75% 0.11% 0.00% 0.00% 0.00% 0.07% 0.28% 0.00% 0.00% 0.00% 0.15% 9.30% 1.06% 0.09% 0.09% 0.00% 0.04% 0.00% 0.45% 0.00% 0.05% 0.00% 14.60% 0.20% 0.00% 0.00% 0.00% 0.13% 0.53% 0.00% 0.00% 0.00% 0.27% 17.52% Highways & Streets Transportation Highways & Streets Total 106,159,810 106,159,810 105,859,810 105,859,810 - 300,000 300,000 4.14% 4.14% 7.79% 7.79% 6,718,245 15,871,627 21,313,084 223,984,503 11,429,508 28,283,047 424,642,203 269,005,582 11,474,510 3,693,196 44,579,837 4,707,816 1,065,703,158 6,718,245 21,313,084 208,611,606 11,474,510 3,693,196 14,253,353 3,850,296 269,914,290 - 15,871,627 15,372,897 11,429,508 28,283,047 424,642,203 269,005,582 30,326,484 857,520 795,788,868 0.26% 0.00% 0.83% 8.15% 0.00% 0.00% 0.00% 0.00% 0.45% 0.14% 0.56% 0.15% 10.55% 0.49% 0.00% 1.57% 15.35% 0.00% 0.00% 0.00% 0.00% 0.84% 0.27% 1.05% 0.28% 19.86% 59,406,033 28,084,663 1,541,266 16,882,464 52,298,254 232,997,678 1,005,874 80,081,712 35,134,710 4,682,763 5,954,935 16,684,734 39,981,307 7,028,230 128,873,644 52,125,839 762,764,106 50,570,000 28,084,663 1,541,266 16,882,464 52,298,254 232,997,678 1,005,874 72,512,291 35,134,710 4,682,763 5,954,935 16,684,734 39,981,307 4,371,080 128,873,644 52,125,839 743,701,502 - 8,836,033 7,569,421 2,657,150 19,062,604 1.98% 1.10% 0.06% 0.66% 2.04% 9.11% 0.04% 2.83% 1.37% 0.18% 0.23% 0.65% 1.56% 0.17% 5.04% 2.04% 29.06% 3.72% 2.07% 0.11% 1.24% 3.85% 17.14% 0.07% 5.33% 2.58% 0.34% 0.44% 1.23% 2.94% 0.32% 9.48% 3.84% 54.72% 2,558,859,372 1,359,183,367 360,525,591 879,164,141 53.12% 100.00% Health, Welfare & Sanitation Animal Care & Control Community Development Environmental Services Health Care Mandates Housing Human Services Maricopa Health Plan Maricopa Health System Medical Eligibility Medical Examiner Public Health Solid Waste Health, Welfare & Sanitation Total Public Safety Adult Probation Clerk of the Superior Court Constables Correctional Health County Attorney Criminal Justice Facilities Development Emergency Management Flood Control District Indigent Representation Integrated Criminal Justice Information Sys Judicial Mandates Justice Courts Juvenile Probation Planning & Development Sheriff Superior Court Public Safety Total Grand Total - 300 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES MANDATES The chart at left shows FY 2001-02 budget expenditures by category. Public Safety is by far the largest mandated category. This is primarily due to the citizen-supported construction and operation of adult and juvenile detention facilities, which are currently underway. Law enforcement activities and criminal justice issues comprise this $743 million category. One of many General Government major mandated expenditure provides for Infrastructure Systems. The Health Care Mandates department dominates Health, Welfare and Sanitation mandates. The remaining two categories, Highways and Streets and Education represent individual departments. MANDATED EXPENDITURES BY TYPE FOR ALL FUNDS Mandate Type Total Mandates Judicial Branch $ 159,361,880 Elected Officials $ 245,531,773 Appointed Departments $ 842,092,788 Special Districts $ 72,512,291 $ 1,319,498,732 Total The chart at right shows mandated expenditures by type for all funds as a percent of total mandates in the FY 2001-02 budget. - 301 - MANDATES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES GENERAL FUND MANDATES General Fund Mandate Comparison General Fund Projected Mandates FY 2000-01 General Fund Budgeted Mandates FY 2001-02 $ Variance Increase (Decrease) % Variance Mandated Services Judicial Branch Adult Probation Justice Courts Juvenile Probation Superior Court Sub-Total 11,162,000 15,210,722 10,520,359 38,728,524 75,621,605 11,605,000 15,494,859 10,956,082 41,784,929 79,840,870 443,000 284,137 435,723 3,056,405 4,219,265 4.0% 1.9% 4.1% 7.9% 5.6% Sub-Total 14,354,291 1,061,220 442,119 19,275,856 1,474,344 40,108,587 10,440,551 15,767 1,731,463 37,553,445 1,584,232 3,520,000 131,561,875 14,453,030 1,163,725 528,574 19,968,254 1,541,266 41,383,645 6,069,510 10,000 1,847,713 36,831,132 1,637,442 3,735,313 129,169,604 98,739 102,505 86,455 692,398 66,922 1,275,058 (4,371,041) (5,767) 116,250 (722,313) 53,210 215,313 (2,392,271) 0.7% 9.7% 19.6% 3.6% 4.5% 3.2% (41.9%) (36.6%) 6.7% (1.9%) 3.4% 6.1% (1.8%) Sub-Total 228,096 1,269,981 143,354 659,444 654,925 135,372,021 210,247,858 2,795,126 32,040,908 5,686,384 10,681,729 3,250,527 1,708,553 3,238,491 407,977,397 304,041 1,281,308 86,179 763,915 719574 158,511,053 206,911,606 2,768,649 33,521,075 5,954,935 11,474,510 3,693,196 1,808,600 3,480,936 431,279,577 75,945 11,327 (57,175) 104,471 64,649 23,139,032 (3,336,252) (26,477) 1,480,167 268,551 792,781 442,669 100,047 242,445 23,302,180 33.3% 0.9% (39.9%) 15.8% 9.9% 17.1% (1.6%) (0.9%) 4.6% 4.7% 7.4% 13.6% 5.9% 7.5% 5.7% 615,160,877 79.3% 640,290,051 78.8% 25,129,174 457,113 7,977,570 4,046,565 1,309,631 1,487,359 1,944,191 17,222,429 529,273 5,339,528 15,372,897 1,307,854 1,749,747 2,392,062 26,691,361 72,160 (2,638,042) 11,326,332 (1,777) 262,388 447,871 9,468,932 Total Non-Mandated Services Percent of General Fund Expenditures 17,222,429 2.2% 26,691,361 3.3% 9,468,932 55.0% Administrative Mandates Chief Information Officer County Administrative Officer Facilities Management 5,103,662 1,304,221 20,264,474 5,423,007 1,455,275 22,825,295 319,345 151,054 2,560,821 6.3% 11.6% 12.6% Elected Officials Assessor Board of Supervisors Clerk of the Board of Supervisors Clerk of the Superior Court Constables County Attorney Elections Internal Audit Recorder Sheriff Superintendent Of Schools Treasurer Appointed Departments Animal Care & Control Call Center Emergency Management Environmental Services Facilities Management General Government Health Care Mandates Human Resources Indigent Representation Judicial Mandates Medical Eligibility Medical Examiner Public Fiduciary Public Health Total Mandated Services Percent of General Fund Expenditures Non-Mandated Services Adult Probation General Government Health Care Mandates Human Services Parks & Recreation Public Health Sub-Total Finance 1,925,305 2,060,231 108,141,945 (329,092) 100.0% 2,081,633 2,062,356 (19,277) 100.0% 935,762 984,722 48,960 5.2% Management & Budget 1,604,542 1,690,749 86,207 5.4% Materials Management 1,296,059 1,362,142 66,083 5.1% 142,986,695 146,005,722 3,019,027 2.1% 142,986,695 146,005,722 3,019,027 2.1% 37,617,133 4.9% Human Resources Internal Audit Sub-Total Total Administrative Mandates Percent of General Fund Expenditures Grand Total General Fund Expenditures - 302 - 15.8% (33.1%) 279.9% (0.1%) 17.6% 23.0% 55.0% 108,471,037 General Government 18.4% 775,370,001 134,926 4.1% 7.0% 18.0% 812,987,134 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES MANDATES The FY 2001-02 General Fund budget totals $812,987,134 of which 78.8% represents mandated expenditures. The chart at right compares General Fund mandates, administrative mandates and nonmandated expenditures over the past three years. The large swing from FY 2000-01 to FY 2001-02 between mandated, administratively mandated and non-mandated expenditures occur primarily within the General Government, Maricopa Health Plans and Health Care Mandates departments. As demonstrated on the chart at left, the General Fund FY 2001-02 budget is comprised of 78.8% mandated expenditures of which 35.5% are allocated to Health, Welfare & Sanitation, 34.2% to Public Safety, 30.1% to General Government and 0.2% to Education. - 303 - MANDATES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES General Fund mandated expenditures are provided on the chart at right by major department. The remaining 22 departments may be found at the beginning of this General Fund section on page 302. General Fund Budgeted Mandates FY 2001-02 Education Superintendent Of Schools Sub-Total $ 1,637,442 1,637,442 $ 14,453,030 1,163,725 1,281,308 528,574 6,069,510 719,574 158,511,053 2,768,649 10,000 1,808,600 1,847,713 3,735,313 192,897,049 $ 304,041 763,915 206,911,606 11,474,510 3,693,196 3,480,936 226,628,204 $ $ 11,605,000 19,968,254 1,541,266 41,383,645 86,179 33,521,075 5,954,935 15,494,859 10,956,082 36,831,132 41,784,929 219,127,356 640,290,051 General Government Assessor Board of Supervisors Call Center Clerk of the Board of Supervisors Elections Facilities Management General Government Human Resources Internal Audit Public Fiduciary Recorder Treasurer Sub-Total Health, Welfare & Sanitation Animal Care & Control Environmental Services Health Care Mandates Medical Eligibility Medical Examiner Public Health Sub-Total Public Safety Adult Probation Clerk of the Superior Court Constables County Attorney Emergency Management Indigent Representation Judicial Mandates Justice Courts Juvenile Probation Sheriff Superior Court Sub-Total Total General Fund Mandates - 304 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES COUNTYWIDE ORGANIZATION CHART Elected/ Court Officials Maricopa County Citizens Superintendent of Schools Constables (23) County Attorney Sheriff Board of Supervisors Board of Directors for Flood Control, Library and Stadium Districts Clerk of the Court Assessor Treasurer STAR Call Center Clerk of the Board County Administrative Officer Appointed Recorder Elections Internal Audit Deputy County Administrator Legal Defender Indigent Representation Public Contract Defender Counsel Legal Advocacy Deputy County Administrator Chief Health Services Officer Chief Financial Officer Management & Budget Public Health Finance Human Services Human Resources Risk Management Criminal Justice Facilities Chief Community Services Officer Parks and Recreation Library District DEPARTMENTAL BUDGET SCHEDULES DEPARTMENTAL BUDGET SCHEDULES Maricopa Integrated Health System Chief Public Works Officer Chief Information Officer Transportation Office of the CIO Flood Control District Telecommunications Medical Examiner Research & Reporting Correctional Health General Government Environmental Services Health Care Mandates Animal Care & Control Services Materials Management Public Fiduciary Planning & Development Emergency Management Facilities Management Housing Equipment Services Community Development Medical Eligibility - 305 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES COUNTYWIDE ORGANIZATION CHART (CONTINUED) - 306 - Clerk of the Superior Court Trial Courts, Maricopa County Juvenile Probation Superior Court Judges and Commissioners Juvenile Court Center Adult Probation Integrated Criminal Justice Information Systems Maricopa County Justice Courts Superior Court Administration Justice Court Administration MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Maricopa County Citizens Superintendent of Schools Dr. Sandra Dowling County Attorney Richard Romley Constables (23) Board of Supervisors Janice K. Brewer, Chairman Fulton Brock, District 1 Don Stapley, District 2 Andrew Kunasek, District 3 Mary Rose Wilcox, District 5 Sheriff Joe Arpaio Assessor Kevin Ross Clerk of the Court Michael Jeanes Recorder Helen Purcell Treasurer Doug Todd DEPARTMENTAL BUDGET SCHEDULES ELECTED OFFICIALS BOARD OF SUPERVISORS The five-member Board of Supervisors is the governing body of Maricopa County. Members are elected to four-year 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. - 307 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 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 Vice-Chairman of the Commerce Committee and member of the Economic Development, International Trade and Tourism, Banking and Insurance and Rules Committees. Supervisor Brock is a graduate of Centre College of Kentucky. In 1982, Supervisor Brock Founded LDC, Inc. a privately-held telephone/operator service company. 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. He served as a member of the Board of Directors and Fiscal Affairs Committee of the Lutheran Health Care Network for more than 10 years and is an honorary member of the Mesa Baseline Rotary Club, having previously served as club director and president. Stapley and his wife Kathy have four children and are actively involved in the East Valley. ANDREW KUNASEK DISTRICT 3 (Republican) Andrew Kunasek was appointed to the Board in September of 1997, and was subsequently elected by the constituency of District 3 to a twoyear term in 1998 and a four-year term in 2000. Supervisor Kunasek is an Arizona native and earned a degree in management from Arizona State University. He owns interest in 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 Delegate to the 1996 Republican National Convention. Kunasek, wife Kim and daughter Emily live in North Phoenix. - 308 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES 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. Ms. Brewer contributes a great deal of time to the community serving as the Vice-Chairman of Continuum of Care, a committee providing regional leadership and direction in addressing issues of homelessness in Maricopa County. She serves as Chairman of the Board of Directors for META Services, Inc., a behavioral health service provider, and is a member of the Northwest Valley and Wickenburg Chambers of Commerce. In addition, Supervisor Brewer was elected Chairman-Elect of WESTMARC, a regional coalition representing leadership of government, business and community organizations. DEPARTMENTAL BUDGET SCHEDULES JANICE K. BREWER - CHAIRMAN 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 2000 for a third 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. She is the National President for National Association of Latino Elected Officials-Education Fund. Mary Rose and her husband Earl have a daughter and five grandsons. - 309 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES 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 of Public Administration Degree from Arizona State University. He has 20 years of court/county management experience, which include 14 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 $20 million budget. Mr. Jeanes is active in many local and national professional organizations. Michael and his wife Jill have three sons. KEVIN M. ROSS MARICOPA COUNTY ASSESSOR Kevin Ross was elected to serve as Maricopa County Assessor in November of 1996 and re-elected in November 2000. Mr. Ross is a native of a small farming community in south central Minnesota. He earned his bachelor's degree at the University of Minnesota. 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, a member of the Board of Directors of the Father Joseph Patterson Foundation 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, Lisa, reside in Gilbert, Arizona. RICHARD M. ROMLEY COUNTY ATTORNEY (Republican) Richard M. Romley, now serving his fourth term, became Maricopa County Attorney on 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 of Arizona, 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. - 310 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES COUNTY RECORDER (Republican) was elected to the Office of Maricopa County Recorder in November 1988, re-elected in 1992, 1996, and 2000. She has been a member of the Board of Directors of the National Association of Counties since 1997, and a member of the Board of Directors of the Kids VotingArizona. In 2000 she 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. In July of 2001 she received the NACo Achievement Award for Digital Recording. Her responsibilities include recording and maintaining 4,500 to 10,000 documents for public record per day and administering the Elections Department that conducts all national, state and countywide elections, and provides support for cities, towns, schools, and other jurisdictions. She is married to attorney Joe Purcell and has two sons, Mark and Todd, and four grandsons. DEPARTMENTAL BUDGET SCHEDULES HELEN PURCELL 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) was first elected School Superintendent in 1988. She was reelected by a wide margin in 1992, 1996 & 2000. 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 master’s in educational administration from ASU. In 1994, she received her doctorate degree in school finance and education law from NAU. Dr. Dowling and her husband Dennis live in Peoria. They have four children. - 311 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES 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. - 312 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL BUDGET SCHEDULES DEPARTMENTAL SUMMARIES ASSESSOR Assessor Kevin Ross, County Assessor Administration Secured Property Information Services Personal Property CAMA Modeling Administrative GIS/ Mapping MISSION The Mission of the Maricopa County Assessor's Office is to efficiently administer state property tax laws and to provide quality information to the taxpayers and various taxing jurisdictions to assure that all county property is valued fairly and equitably. VISION To be the best Assessor organization in the country by being efficient, timely, accurate and public service oriented. GOALS Maintaining an employee retention rate of at least 95% of quality, experienced employees exclusive of retirees. Fair and equitable valuation of property that continues to meet or exceed Department of Revenue guidelines. Quality customer service and information that "more than satisfies" the public and taxing jurisdictions based upon satisfaction surveys. Timely and accurate identification of property owners that is 99.5% consistent with recorded documents and is updated within 30 days of a recorded change. Utilization and implementation of technology that allows our results to be efficient, timely, accurate and public service oriented based on annual internal and external satisfaction surveys. Full quality controlled digitization of county parcels by April 2002. ISSUES A competitive market for quality employees will continue to create a problem of retaining qualified and experienced staff. The county's economic health will continue to stretch our resources in keeping up with new construction and property, splits, sales, appeals and other growth issues. Legislative changes, unfunded mandates, will continue to demand more resources, specifically staffing and technology. Technological advancements and opportunities will allow for more efficient work processes in every department and provide additional sources of analysis and information for the public. Budgetary constraints may limit our technological advancements and level of services available. Demographic shifts will create a larger population eligible for exemption benefits and a change in population and land use densities. - 313 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Inter-operability of county and other government agencies will impact departments' abilities to achieve objectives. PERFORMANCE MEASURES Performance Measures Parcel Count Appeal Count Subdivisions-New Splits FY 99 Actual 1,094,002 16,284 720 5,206 FY 00 Actual 1,113,247 13,690 783 4,970 FY 01 Actual FY 02 Projected 1,180,820 1,250,000 11,316 12,500 690 800 5,353 5,500 POSITION DISTRIBUTION - 314 - POSITION DISTRIBUTION 12 ASSESSOR WORKING TITLE ADMIN ASST I ADMIN ASST II ADMIN COOR I ADMIN COOR II ADMIN COOR III APPLICATIONS SERVICES MANAGER APPRAISAL COORDINATOR APPRAISER I APPRAISER II APPRAISER III APPRAISER IV APPRAISER MANAGER AREA SUPERVISOR ASSESSOR AUDITOR APPRAISER I AUDITOR APPRAISER II AUDITOR APPRAISER III CAMA APPRAISER CAMA MODELER CHIEF AUDITOR CHIEF DEPUTY ASSESSOR COMMUNITY LIAISON COMPUTER OPERATOR - LEAD COMPUTER OPERATOR II COMPUTER OPERATOR III COST MODELER COURIER DATABASE ADMINISTRATOR DECISION SUPPORT ANALYST DEPUTY ASSESSOR - FINANCE GENERAL PROGRAMMER ANALYST GIS MANAGER GIS PROGRAMMER ANALYST GIS TECHNICIAN I GIS TECHNICIAN II GIS TECHNICIAN III INFO TECH CONSULTANT NETWORK SERVICES MANAGER OPERATIONS SERVICES MANAGER OWNERSHIP SUPERVISOR PAYROLL COORDINATOR PERMITS LIAISON PERSONNEL COORDINATOR PRODUCTION CONTROL ANALYST PROGRAMMER ANALYST I PROGRAMMER ANALYST II PROJECT MANAGER PROJECTS ADMINISTRATOR PURCHASING COORDINATOR FTE 16.0 36.0 4.0 3.0 4.0 1.0 2.0 17.0 49.0 52.0 12.0 3.0 6.0 1.0 1.0 2.0 2.0 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 1.0 1.0 1.0 3.0 3.0 2.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 2.0 4.0 2.0 3.0 1.0 1.0 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES FTE 1.0 3.0 1.0 1.0 1.0 2.0 1.0 1.0 1.0 1.0 31.0 2.0 1.0 2.0 1.0 4.0 3.0 4.0 4.0 1.0 322.0 DEPARTMENTAL BUDGET SCHEDULES WORKING TITLE REAL PROPERTY ENGINEERING ASSOCIATE REAL PROPERTY TECHNICIAN REAL PROPERTY TECHNICIAN - CN RECEPTIONIST REGRESSION MODELER SENIOR PROGRAMMER ANALYST SENIOR SYSTEMS ADMINISTRATOR SENIOR SYSTEMS ANALYST SPLITS TEAM SUPERVISOR SUPPORT SERVICES MANAGER SUPPORT SPECIALIST SUPPORT TRAINEE SYSTEM ANALYST II SYSTEMS ADMINISTRATOR I TITLE EXAM SUPERVISOR TITLE EXAMINER I TITLE EXAMINER II TITLE EXAMINER III TITLE EXAMINER IV TRAINING COORDINATOR/ANYL TOTAL MANDATE CONSOLIDATED FINANCIAL DATA Total Department Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 9,933,370 $ 12,851,681 $ 13,311,601 $ 13,921,894 $ 14,354,291 $ 14,453,030 Total $ 9,933,370 $ 12,851,681 $ 13,311,601 $ 13,921,894 $ 14,354,291 $ 14,453,030 Total Mandated Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 9,933,370 $ 12,851,681 $ 13,311,601 $ 13,921,894 $ 14,354,291 $ 14,453,030 Total $ 9,933,370 $ 12,851,681 $ 13,311,601 $ 13,921,894 $ 14,354,291 $ 14,453,030 NOTE: Mandate financials do not include appropriated beginning fund balance, debt service, or eliminations. - 315 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES MANDATE INFORMATION ASSESSOR AUTHORITY HISTORY/ BACKGROUND MANDATE DESCRIPTION - 316 - A.R.S. § 11-401 Enumeration Of Officers; A.R.S. § 11-541 Powers And Duties Generally; A.R.S. § 11-542 Bond, Oath; A.R.S. § 11-401; Liability For Taxes On Property Unassessed Through Negligence; A.R.S. § 42 Taxation. The County Assessor is an elected official of Maricopa County. The Assessor will to the best of his knowledge and ability, truly and fairly determine the valuation, without favor or partiality of all the taxable property in the County at its full cash value. The Assessor and his sureties shall be liable for all taxes on taxable property within the County, which through the neglect of the Assessor remains unassessed. The primary duties are dictated by ARS 42, Chapters 11-17 and include, but are not limited to the following: On any date before March 1 of each year the County Assessor shall notify each owner of record, or purchaser under a deed of trust or an agreement of sale, of property that is valued by the Assessor as to the property's full cash value and the limited value, if applicable, to be used for assessment purposes. For property that is valued by the Assessor, in the case of new construction, additions to or deletions from assessment parcels and changes in property use that occur after January 1 of the valuation year, the Assessor shall notify the owner of the property of any change in valuation on or before September 30 of the valuation year. The County Assessor shall prepare the assessment roll in the form and containing the information prescribed by the department. On or before December 1 of each year, the County Assessor shall complete property and mines listed in the roll, showing the ownership of the real property and mines and all assessment lists from which the roll was compiled. The Assessor shall deliver the list and certified roll to the Clerk of the Board of Supervisors who shall file them in the Clerk's office. On or before February 10 of the tax year, the county assessor shall transmit and certify to the property tax oversight commission and to the governing body of the political subdivision or district in the county the values that are required to compute the levy limit prescribed by section 42-17051. On or before February 10 of the tax year, the county assessor shall determine the limited property value for the current tax year of each school district in the county and shall transmit the values to the county school superintendent to assist the superintendent in computing equalization assistance for education as provided in section 15-991. On or before February 10 of the tax year, the county assessor shall transmit to the staff of the joint legislative budget committee and to the governor's office of strategic planning and budgeting the values that are required to compute the truth in taxation rates prescribed by section 41-1276 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES ASSESSOR Department 12 FUND TYPE GENERAL FUND SUB-TOTAL TOTAL FUNDS $ $ $ Personal Services 12,113,578 12,113,578 12,113,578 $ $ $ Supplies & Services 2,143,452 2,143,452 2,143,452 $ $ $ Capital Outlay 196,000 196,000 196,000 Total Expenses $ 14,453,030 $ 14,453,030 $ 14,453,030 Total Revenue $ 100,000 $ 100,000 $ 100,000 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT ASSESSOR Department 12 FY 00-01 Final Adopted FY 00-01 Revised FY 00-01 Projected FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 650 MISCELLANEOUS REVENUE Sub Total $ 100,000 100,000 $ 100,000 100,000 $ 98,510 98,510 $ 100,000 100,000 $ 100,000 100,000 $ - 0% 0% $ 100,000 $ 100,000 $ 98,510 $ 100,000 $ 100,000 $ - 0% $ 9,522,351 $ 160,000 43,637 2,194,723 11,920,711 $ 9,501,270 $ 160,000 43,637 2,215,804 11,920,711 $ 9,397,874 $ 168,765 50,902 2,061,729 14,757 11,694,027 $ 9,900,440 $ 170,000 65,066 2,406,984 12,000 12,554,490 $ 9,521,339 $ 170,000 65,066 2,345,173 12,000 12,113,578 $ (20,069) (10,000) (21,429) (129,369) (12,000) (192,867) 0% -6% -49% -6% 344,001 $ 25,000 138,000 728,000 325,400 195,000 29,186 53,100 324,700 43,200 2,205,587 $ 445,610 $ 16,730 1,571 74,468 943,285 380,008 173,840 88,145 200,571 46,213 35,557 2,405,998 $ 388,000 $ 20,005 2,496 147,000 549,800 457,792 178,992 24,000 192,500 193,952 40,000 2,194,537 $ 388,000 $ 20,005 2,496 67,667 578,048 457,792 178,992 24,000 192,500 193,952 40,000 2,143,452 $ (43,999) 4,995 (2,496) 70,333 149,952 (132,392) 16,008 5,186 (139,400) 130,748 3,200 62,135 -13% 20% $ 469,001 $ 25,000 122,000 824,000 325,400 195,000 29,186 53,100 119,700 43,200 2,205,587 $ CAPITAL OUTLAY 915 BUILDINGS & IMPROVEMENTS 920 CAPITAL EQUIPMENT 950 DEBT SERVICE Subtotal $ 15,000 163,000 178,000 $ 15,000 163,000 178,000 $ 41,272 163,000 204,272 $ 5,000 28,000 163,000 196,000 $ 5,000 28,000 163,000 196,000 $ 10,000 135,000 (163,000) (18,000) -10% Total Expenditures $ 14,304,298 $ 14,304,298 $ 14,304,297 $ 14,945,027 $ 14,453,030 $ (148,732) -1% Total Resources EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES Subtotal $ $ DEPARTMENTAL BUDGET SCHEDULES DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED -2% 51% 21% -41% 8% 18% -263% 40% 7% 3% 67% 83% - 317 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TOTAL BUDGET BY PROGRAM FY 2001-02 ASSESSOR Agency 120 Personal Services Org Title 1210 1220 1230 1240 1290 ADMINISTRATION SECURED PROPERTY PERSONAL PROPERTY PUBLIC ASSISTANCE AND RECORDS INFORMATION SERVICES DIVISION $ 1,150,836 5,609,442 1,143,337 1,692,372 2,517,591 Totals: $ 12,113,578 Supplies & Services $ Total Capital Outlay Expenditures 487,517 789,472 70,000 4,000 792,463 $ 2,143,452 $ 5,000 191,000 196,000 $ $ 1,638,353 6,403,914 1,213,337 1,696,372 3,501,054 $ 14,453,030 Revenue $ 50,000 50,000 100,000 $ EXPENDITURES AND REVENUES BY AGENCY/OBJECT ASSESSOR Agency 120 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 650 MISCELLANEOUS REVENUE Sub Total 100,000 $100,000 98,510 $98,510 100,000 $100,000 100,000 $100,000 $ 100,000 100,000 $ Total Resources $100,000 $98,510 $100,000 $100,000 $ Subtotal $9,522,351 160,000 43,637 2,194,723 $11,920,711 $9,397,874 168,765 50,902 2,061,729 14,757 $11,694,027 $9,501,270 160,000 43,637 2,215,804 $11,920,711 Subtotal $469,001 25,000 122,000 824,000 325,400 195,000 29,186 53,100 119,700 43,200 $2,205,587 $445,610 16,730 1,571 74,468 943,285 380,008 173,840 88,145 200,571 46,213 35,557 $2,405,998 Subtotal 15,000 163,000 $178,000 41,272 163,000 $204,272 EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES CAPITAL OUTLAY 915 BUILDINGS & IMPROVEMENTS 920 CAPITAL EQUIPMENT 950 DEBT SERVICE - 318 - - 0% 0% 100,000 $ - 0% $9,900,440 $ 170,000 65,066 2,406,984 12,000 $12,554,490 $ 9,521,339 $ 170,000 65,066 2,345,173 12,000 12,113,578 $ (20,069) (10,000) (21,429) (129,369) (12,000) (192,867) 0% -6% -49% -6% $344,001 25,000 138,000 728,000 325,400 195,000 29,186 53,100 324,700 43,200 $2,205,587 $388,000 $ 20,005 2,496 147,000 549,800 457,792 178,992 24,000 192,500 193,952 40,000 $2,194,537 $ 388,000 $ 20,005 2,496 67,667 578,048 457,792 178,992 24,000 192,500 193,952 40,000 2,143,452 $ (43,999) 4,995 (2,496) 70,333 149,952 (132,392) 16,008 5,186 (139,400) 130,748 3,200 62,135 -13% 20% 15,000 163,000 $178,000 5,000 28,000 163,000 $196,000 $ 5,000 28,000 163,000 196,000 $ 10,000 135,000 (163,000) (18,000) -10% -2% 51% 21% -41% 8% 18% -263% 40% 7% 3% 67% 83% Total Expenditures $14,304,298 $14,304,297 $14,304,298 $14,945,027 $ 14,453,030 $ (148,732) -1% Operating Balance (Rev. - Exp.) ($14,204,298) ($14,205,787) ($14,204,298) ($14,845,027) $ (14,353,030) $ (148,732) -1% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL BUDGET SCHEDULES ATTORNEY County Attorney Richard M. Romley Training and Development Division 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 MISSION The mission of the Maricopa County Attorney's Office (MCAO) is to provide quality prosecution, victim services, crime prevention and legal counsel for county government on behalf of the people of Maricopa County so that they can live in a safe and well-governed community. GOALS By 2003, identify and implement strategies that provide market appropriate salaries for employees, salary advancements commensurate with performance and experience, career development counseling, training and other employee benefits and work/personal life balance issues to reduce turnover. Annually assess crime distribution trends and legislative changes to determine if additional enforcement initiatives and/or prosecution programs are needed, if staffing resources and facilities are required, and if changes to state statutes or court rules are needed; and analyze the need for enhanced victim services and community interaction in order to protect the safety of the public and improve the quality of life in our neighborhoods. Reduce the percentage of criminal cases open longer than 180 days each year over the next five years while adhering to MCAO policies and procedures, quality standards and attorney ethics. By 2003, implement computer applications that will integrate existing applications internal to MCAO in order to reduce redundant data entry, ensure data integrity, improve the MCAO's ability to adhere to statutory and county mandated deadlines, and enhance management processes and reports. By 2002, ensure that access to the MCAO network, applications and data is secured in accordance with projected state and federal requirements. By 2005, implement designated projects in accordance with the Maricopa County Integrated Criminal Justice System strategic business plan to share case information data between other criminal justice agencies in a timely, secured manner in order to increase data integrity and reduce redundant data entry. By 2003, develop and implement a case tracking system for the Division of County Counsel to track and report information concerning civil lawsuits and advisory matters for Maricopa County, which will enable the Division to formulate and track measurable goals to increase the quantity and quality of legal services delivered, reduce the response time and/or completion time for the legal services delivered, and improve client satisfaction. ISSUES Competition in the marketplace will affect our ability to attract and retain quality employees with the skills necessary to complete our mission. Legislative and Judicial mandates (including service expectations from community groups, victims, businesses, law enforcement and a broader community focus on crime deterrence), will place an - 319 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES increased burden on available resources including time, money and equipment, and require an increased need to respond. Changes in population and demographics such as the aging population, juvenile crime, and population diversity, will result in an increase in the number, type and complexity of prosecutions and victim services required. The population growth (and resulting growth in county government) coupled with the trend toward increased professionalism in County management will require an increase in the quantity and quality of legal services in order to meet the demands of a larger practice and a more sophisticated client base. The rapid growth of advancing technology and public demand for it will necessitate the hiring of qualified staff to handle the increasing demand for technical support as well as require an enhanced quality of decision making and improved productivity in certain areas for availability and access. PERFORMANCE MEASURES Performance Measures Felony Cases Submitted (Adult) Felony Cases Filed (Adult) Referrals (Juvenile) Petitions Filed (Juvenile) Number of Victims of Adult Offenders Victims Services - Adult (Victim Witness) Number of Victims of Juvenile Offenders Victim Services - Juvenile (Victim Witness) Victim Compensation Claims Reviewed FY 99 Actual 44,431 25,903 16,812 10,372 21,455 287,150 7,442 100,328 517 FY 00 Actual 40,724 26,830 15,317 10,872 21,013 264,665 7,524 104,536 605 FY 01 Actual 42,611 26,317 15,532 10,552 23,119 329,647 6,913 85,403 736 FY 02 Projected 43,418 27,683 12,223 10,298 21,862 350,895 7,293 96,756 891 POSITION DISTRIBUTION POSITION DISTRIBUTION 19 COUNTY ATTORNEY WORKING TITLE ACCOUNTING CLERK ADMINISTRATIVE ADMINISTRATIVE ASSISTANT ADMINISTRATIVE MANAGER ADMINISTRATIVE/OFFICE SUPPORT ADMINISTRATIVE/OFFICE SUPPORT ENTRY ADMINISTRATIVE/OFFICE SUPPORT SENIOR/LEAD ADMINISTRATIVE/OFFICE SUPPORT SUPERVISOR ADMINISTRATOR ATTORNEY CHIEF DEPUTY CAREER DEVELOPMENT COORDINATOR CIVIL ATTORNEY COUNTY ATTORNEY COUNTY ATTORNEY INVESTIGATOR DEMAND REDUCTION PROGRAM COORDINATOR DEPARTMENTAL ACCOUNTANT/BUDGET ANALYST DEPARTMENTAL HR SPECIALIST DEPARTMENTAL HR SUPERVISOR FINANCIAL/BUSINESS MANAGER GRANTS ADMINISTRATOR INFO TECH PGRM COORD LAN TECHNICIAN LEAD/SENIOR LEGAL ASSISTANT LEGAL ASSISTANT LEGAL SECRETARY MANAGERIAL PC TECHNICIAN PROFESSIONAL PROSECUTOR RECORDS MANAGER SENIOR CIVIL ATTORNEY - 320 - FTE 2.0 11.0 1.0 31.0 119.0 50.5 11.0 2.0 3.0 1.0 1.0 25.0 1.0 1.0 1.0 2.0 2.0 1.0 1.0 1.0 1.0 1.0 1.0 83.0 116.0 5.0 1.0 27.0 183.0 1.0 9.0 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL BUDGET SCHEDULES WORKING TITLE SENIOR PROSECUTOR SUPERVISORY SUPPORT SERVICES TECHNICAL VICTIM WITNESS ADVOCATE WEB MASTER TOTAL FTE 89.0 12.0 1.0 57.0 51.8 1.0 907.3 MANDATE CONSOLIDATED FINANCIAL DATA Total Department Expenditures General Fund FY 1996-97 Actuals $ 29,613,299 FY 1997-98 Actuals $ 37,510,299 FY 1998-99 Actuals $ 39,467,131 FY 1999-00 Actuals $ 38,492,972 FY 2000-01 Estimate $ 40,108,587 FY 2001-02 Adopted Budget $ 41,383,645 Special Revenue $4,705,982 $5,014,421 $6,295,403 $7,892,423 $10,086,570 $10,914,609 Total $ 34,319,281 $ 42,524,720 $ 45,762,534 $ 46,385,395 $ 50,195,157 $ 52,298,254 Total Mandated Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget Special Revenue $4,705,982 $5,014,421 $6,295,403 $7,892,423 $10,086,570 $10,914,609 Total $ 34,319,281 $ 42,524,720 $ 45,762,534 $ 46,385,395 $ 50,195,157 $ 52,298,254 General Fund $ 29,613,299 $ 37,510,299 $ 39,467,131 $ 38,492,972 $ 40,108,587 $ 41,383,645 NOTE: Mandate financials do not include appropriated beginning fund balance, debt service, or eliminations. - 321 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES MANDATE INFORMATION COUNTY ATTORNEY POWERS AND DUTIES, VICTIMS' BILL OF RIGHTS, CRIME VICTIM'S RIGHTS, ORGANIZED CRIME AND FRAUD, AND JUVENILE VICTIM'S RIGHTS Constitutional Article 2-1, Victims' Bill of Rights; A.R.S. § 11-532 Powers and Duties; AUTHORITY HISTORY/ BACKGROUND MANDATE DESCRIPTION - 322 - A.R.S. § 13-4400 et seq. Crime Victim's Rights; A.R.S. § 13-2314.03 County Antiracketeering Revolving Fund; A.R.S. § 8-381 et seq. Juvenile Victim's Rights. The County Attorney is a constitutional officer. The County Counsel function is one of the original duties of the County Attorney. The Constitution of Arizona was amended by voter initiative to include a "Victims' Bill of Rights" in 1990. A Victims' Rights Implementation Act adding A.R.S. § 13-4400 et seq. was approved by the Legislature in 1991 and took effect in 1992. In 1994, the County anti-racketeering revolving fund was amended to require the County Attorneys Office to administer the fund. In 1995, the Legislature passed Senate Bill 1149, which extended the Act to victims of juvenile crime. In 1998, Juvenile Victim's Rights for juvenile offenses were amended. Prosecute Criminal Cases: Attend courts and conduct prosecutions of all misdemeanors in Justice Courts, felonies, delinquencies and incorrigible offenses in Superior Court. Seek arrest warrants from magistrates for persons suspected of committing crimes. Attend and advise Grand Jury. Draw indictments and informations. Inform victims about the progress of the cases and expected outcomes. Represent Board of Supervisors and County in civil matters: Provide written opinions to County officers on legal matters related to their duties. Act as legal advisor to the Board of Supervisors. Act as attorney for school districts and community college districts. Defend all locally valued and assessed property tax appeals. MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES COUNTY ATTORNEY Department 19 FUND TYPE GENERAL FUND SPECIAL REVENUE SUB-TOTAL TOTAL FUNDS Personal Services 35,631,112 6,425,238 $ 42,056,350 $ 42,056,350 $ Supplies & Services 5,459,377 3,856,371 $ 9,315,748 $ 9,315,748 $ Capital Outlay 293,156 633,000 $ 926,156 $ 926,156 $ Total Expenses $ 41,383,645 10,914,609 $ 52,298,254 $ 52,298,254 Total Revenue $ 8,000 10,909,081 $ 10,917,081 $ 10,917,081 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT COUNTY ATTORNEY Department 19 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Revised FY 00-01 Projected FY 01-02 Requested FY 01-02 Adopted Variance % $ - $ - $ - $ - $ 2,896,073 $ 2,896,073 REVENUE 615 GRANTS 620 OTHER INTERGOVERNMENTAL 637 FINES & FORFEITS 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE Sub Total $ 5,228,191 1,685,757 1,655,059 1,248,000 9,817,007 $ 5,687,160 1,685,757 1,655,059 1,248,000 10,275,976 $ 6,483,787 842,877 2,103,855 51,605 633,499 10,115,623 $ 5,832,071 1,875,000 1,962,015 1,248,000 10,917,086 $ 5,832,066 1,875,000 1,962,015 1,248,000 10,917,081 $ 144,906 189,243 306,956 641,105 3% 11% 19% $ 9,817,007 $ 10,275,976 $ 10,115,623 $ 10,917,086 $ 13,813,154 $ 3,537,178 34% EXPENDITURES PERSONAL SERVICES $ 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 795 PERSONAL SERVICES ALLOC.-OUT Subtotal $ 38,200,653 $ 254,778 6,689,514 55,642 45,200,587 $ 38,081,823 $ 254,778 7,093,609 55,642 (207,219) 45,278,633 $ 36,717,394 $ 158,179 208,909 6,487,293 118,347 (104,333) 43,585,789 $ 41,458,762 $ 41,501 7,740,283 53,216 49,293,761 $ 37,961,706 $ 21,748 7,293,688 43,923 (3,264,715) 42,056,350 $ 120,117 0% 233,030 91% (200,079) -3% 11,719 21% 3,057,496 1475% 3,222,283 7% SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 811 HEALTH CARE SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 830 INTERGOVERNMENTAL PAYMENTS 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES Subtotal $ 2,713,884 $ 25,000 10,375 1,386,482 470,000 (4,358,536) 1,659,000 180,000 527,478 134,841 239,600 58,800 6,000 3,052,924 $ 2,538,523 $ 37,000 769,882 1,804,790 605,000 (4,597,289) 1,664,000 249,600 466,960 581,259 316,000 61,800 6,000 4,503,525 $ 2,488,420 $ 47,188 553,586 1,477,496 1,231,948 (4,174,048) 1,726,871 323,357 386,956 2,516,702 513,806 87,829 7,030 7,187,141 $ 617,034 $ 37,000 1,576,688 2,151,777 1,082,796 (649,125) 1,650,386 247,100 528,267 202,074 340,000 61,800 6,000 7,851,797 $ 591,966 $ 37,000 517,243 2,058,446 720,152 2,745,297 1,288,145 240,984 528,267 202,062 322,000 58,186 6,000 9,315,748 $ 1,946,557 252,639 (253,656) (115,152) (7,342,586) 375,855 8,616 (61,307) 379,197 (6,000) 3,614 (4,812,223) 77% 0% 33% -14% -19% -160% 23% 3% -13% 65% -2% 6% 0% -107% CAPITAL OUTLAY 915 BUILDINGS & IMPROVEMENTS 920 CAPITAL EQUIPMENT 930 VEHICLES & CONSTRUCTION EQUIP 950 DEBT SERVICE Subtotal $ 1,701,469 200,000 43,000 1,944,469 $ 631,791 200,000 43,000 874,791 $ 28,035 1,009,472 116,882 21,498 1,175,887 $ 430,000 200,000 3,000 633,000 $ 515,057 200,000 211,099 926,156 $ 116,734 (168,099) (51,365) 18% 0% -391% -6% Total Expenditures $ 50,197,980 $ 50,656,949 $ 51,948,817 $ 57,778,558 $ 52,298,254 $ (1,641,305) -3% Operating Balance (Rev. - Exp.) $ (40,380,973) $ (40,380,973) $ (41,833,194) $ (46,861,472) $ (41,381,173) $ (1,000,200) -2% Total Resources DEPARTMENTAL BUDGET SCHEDULES DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED 0% 6% - 323 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TO TAL BUDGET BY PRO G RAM F Y 2 0 0 1 -0 2 COUNTY ATTORNEY A gency 190 O rg 1901 1902 1903 1904 1919 1920 1932 1938 1944 1945 1954 1960 1967 1970 1980 1990 1996 S u p p lie s & S e r v ic e s P e rs o n a l S e r v ic e s T it le E X E C U T IV E O F F IC E A D M IN IS T R A T IO N D IV IS IO N A U T O M A T I O N S E R V I C E S D IV I S I O N P O S IT IO N C O S T C E N T E R I S F /C O M M O N C O S T C E N T E R S U P P O R T D IV I S I O N C R IM IN A L T R IA L D IV IS IO N P R E - T R I A L S E R V IC E S D I V I S I O N APPEALS & RESEARC H M A J O R F E L O N Y D IV IS IO N L E G A L A S S IS T A N T D I V I S I O N J U V E N I L E C R IM E S D I V I S I O N D I V I S IO N O F C O U N T Y C O U N S E L V IC T IM W IT N E S S D IV IS IO N IN V E S T IG A T IO N S D IV IS IO N S O U T H E A S T J U D IC IA L D IV IS IO N T R A I N I N G D I V IS I O N $ T o t a ls : 235 228 228 3 4 ,1 9 1 , 8 3 6 228 228 228 204 24 228 228 227 216 216 216 216 208 $ 3 4 ,1 9 5 , 1 9 4 $ 1 8 9 ,8 4 2 2 6 ,1 3 5 8 2 3 ,9 8 7 1 1 ,3 3 6 3 ,4 0 1 ,0 7 6 7 6 ,8 3 4 4 7 ,3 3 7 8 1 ,0 2 0 1 ,6 1 5 3 4 8 ,3 3 4 2 3 ,8 3 5 3 9 ,3 3 4 1 1 ,3 3 5 3 2 ,8 3 5 5 8 ,0 3 4 6 6 ,3 3 4 5 0 ,9 3 6 5 ,2 9 0 ,1 5 9 $ C a p it a l O u t la y T o ta l E x p e n d it u r e s $ $ 1 6 ,1 4 0 1 6 ,1 4 0 1 6 ,1 4 0 1 6 ,1 4 0 1 6 ,1 4 0 1 6 ,1 4 0 1 6 ,1 3 6 1 3 ,8 3 0 2 ,2 9 8 1 6 ,1 2 8 1 6 ,1 2 8 1 6 ,1 2 8 1 6 ,1 2 8 1 6 ,1 2 8 1 6 ,1 2 8 1 6 ,1 1 8 1 6 ,1 0 9 2 5 8 ,0 9 9 $ 2 0 6 ,2 1 7 4 2 ,5 0 3 8 4 0 ,3 5 5 3 4 ,2 1 9 ,3 1 2 3 ,4 1 7 ,4 4 4 9 3 ,2 0 2 6 3 ,7 0 1 9 5 ,0 5 4 3 ,9 3 7 3 6 4 ,6 9 0 4 0 ,1 9 1 5 5 ,6 8 9 2 7 ,6 7 9 4 9 ,1 7 9 7 4 ,3 7 8 8 2 ,6 6 8 6 7 ,2 5 3 $ 3 9 ,7 4 3 ,4 5 2 R evenue $ 8 ,0 0 0 8 ,0 0 0 $ EXPENDITURES AND REVENUES BY AGENCY/OBJECT COUNTY ATTORNEY Agency 190 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 650 MISCELLANEOUS REVENUE Sub Total 8,000 $8,000 13,001 $13,001 8,000 $8,000 8,000 $8,000 $ 8,000 8,000 $ Total Resources $8,000 $13,001 $8,000 $8,000 $ Subtotal $28,295,693 150,635 5,237,967 55,642 $33,739,937 $27,290,702 53,361 132,081 4,902,531 89,238 (104,333) $32,363,580 $28,080,052 150,635 5,283,368 55,642 (207,219) $33,362,478 Subtotal $689,593 25,000 10,375 319,500 470,000 468,395 1,174,407 166,000 367,478 119,841 88,600 50,800 1,000 $3,950,989 $542,898 47,188 200,000 453,674 766,234 1,338,294 1,232,453 310,277 306,958 2,505,479 428,906 57,044 4,363 $8,193,768 Subtotal 1,069,678 $1,069,678 Total Expenditures Operating Balance (Rev. - Exp.) EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 795 PERSONAL SERVICES ALLOC.-OUT SUPPLIES & SERVICES 801 GENERAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 811 HEALTH CARE SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 830 INTERGOVERNMENTAL PAYMENTS 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES CAPITAL OUTLAY 915 BUILDINGS & IMPROVEMENTS 920 CAPITAL EQUIPMENT 950 DEBT SERVICE - 324 - - 0% 0% 8,000 $ - 0% $31,580,568 $ 5,883,243 47,115 $37,510,927 $ 28,636,995 $ 5,514,276 43,923 34,195,194 $ (556,943) 150,635 (230,908) 11,719 (207,219) (832,716) -2% 100% -4% 21% -100% -2% $492,562 37,000 750,662 342,500 605,000 662,376 1,179,407 235,600 306,960 566,259 165,000 53,800 1,000 $5,398,126 $490,000 $ 37,000 1,500,193 342,500 755,000 1,308,423 1,179,407 235,600 367,767 197,074 165,000 53,800 1,000 $6,632,764 $ 474,733 $ 37,000 440,876 342,500 720,152 1,075,250 1,179,407 235,600 367,767 197,074 165,000 53,800 1,000 5,290,159 $ 17,829 309,786 (115,152) (412,874) (60,807) 369,185 107,967 4% 0% 41% 0% -19% -62% 0% 0% -20% 65% 0% 0% 0% 2% 90 240,042 $240,132 $0 $0 $ 50,000 208,099 258,099 $ (50,000) (208,099) (258,099) $38,760,604 $40,797,480 $38,760,604 $44,143,691 $ 39,743,452 $ (982,848) -3% ($38,752,604) ($40,784,479) ($38,752,604) ($44,135,691) $ (39,735,452) $ (982,848) -3% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES COUNTY ATTORNEY GRANTS Agency 191 Personal Services Org Title 1905 1908 1946 1947 1952 1953 1955 1971 1972 1973 1974 1976 1977 1978 1980 1981 1982 1983 CRIMINAL JUSTICE RECORDS IMPRO DUI COURT GRANT 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: $ 61,856 13,442 1,471,090 145,000 488,389 496,220 205,212 37,861 104,500 27,010 34,768 94,500 153,108 69,536 3,402,491 Supplies & Services $ $ 20,145 2,070 15,000 12,416 16,480 1,339,363 191,420 19,033 3,500 3,950 462 14,470 1,638,309 Total Capital Outlay Expenditures $ $ - $ $ 82,001 15,512 1,471,090 145,000 15,000 500,805 512,700 1,339,363 191,420 205,212 56,894 108,000 30,960 35,230 94,500 153,108 84,006 5,040,800 Revenue $ $ 82,000 15,512 1,471,090 145,000 15,000 500,805 512,700 1,339,363 191,420 205,212 56,894 108,000 30,960 35,230 94,500 153,108 84,006 5,040,800 DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 EXPENDITURES AND REVENUES BY AGENCY/OBJECT COUNTY ATTORNEY GRANTS Agency 191 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 615 GRANTS 645 INTEREST EARNINGS 5,178,005 (2,621) $5,175,384 4,872,159 $4,872,159 5,040,804 $5,040,804 $ 5,040,800 5,040,800 $ 168,641 168,641 3% Sub Total 4,413,190 $4,413,190 Total Resources $4,413,190 $5,175,384 $4,872,159 $5,040,804 $ 5,040,800 $ 168,641 3% $3,154,940 55,493 8,079 487,241 4,679 $3,710,432 $2,881,902 525,305 $3,407,207 $2,870,806 $ 1 531,687 $3,402,494 $ 2,870,804 $ 531,687 3,402,491 $ 11,098 (6,382) 4,716 0% Subtotal $2,906,506 477,653 $3,384,159 $41,583 3,567 914,838 451,971 29,953 2,345 4,876 15,671 148 $1,464,952 $54,685 19,220 1,357,290 31,758 2,000 $1,464,953 $53,648 $ 19,220 1,545,783 17,658 2,000 $1,638,309 $ 53,648 $ 19,220 1,545,783 17,658 2,000 1,638,309 $ 1,037 (188,493) 14,100 (173,356) 2% 0% -14% Subtotal $39,915 961,982 25,133 2,000 $1,029,030 Total Expenditures $4,413,189 $5,175,384 $4,872,160 $5,040,803 $ 5,040,800 $ (168,640) -3% Operating Balance (Rev. - Exp.) $1 $0 ($1) $1 $ (0) $ 1 67% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES SUPPLIES & SERVICES 801 GENERAL SUPPLIES 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 811 HEALTH CARE SERVICES 812 OTHER SERVICES 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES 3% -1% 0% 44% 0% -12% - 325 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TOTAL BUDGET BY PROGRAM FY 2001-02 COUNTY ATTORNEY SPECIAL FUNDING Agency 192 Personal Services Org Title 1940 1943 1951 1975 1979 DEMAND REDUCTION FUND CHECK ENFORCEMENT PROGRAM CRIM JUST ENHANCEMENT FUND VICTIM COMP RESTITUTION FUND VICTIMS COMP INTEREST $ 52,782 711,268 1,474,753 Totals: $ 2,238,804 Supplies & Services $ 1,003,607 286,297 101,199 77,285 42,351 $ 1,510,739 Total Capital Outlay Expenditures $ 20,000 13,000 33,000 $ $ $ 1,076,389 1,010,565 1,575,952 77,285 42,351 3,782,543 Revenue $ 830,000 1,032,015 1,800,000 75,000 40,000 $ 3,777,015 EXPENDITURES AND REVENUES BY AGENCY/OBJECT COUNTY ATTORNEY SPECIAL FUNDING Agency 192 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % $0 $0 $0 $0 $ 2,896,073 $ 2,896,073 Sub Total 1,685,757 1,555,059 40,000 $3,280,816 495,268 842,877 1,403,855 54,226 20,498 $2,816,724 1,685,757 1,555,059 40,000 $3,280,816 1,875,000 1,862,015 40,000 $3,777,015 $ 1,875,000 1,862,015 40,000 3,777,015 $ 189,243 306,956 496,199 Total Resources $3,280,816 $2,816,724 $3,280,816 $3,777,015 $ 6,673,088 $ 3,392,272 103% $1,550,813 44,788 298,740 3,032 $1,897,373 $1,843,528 65,000 362,300 $2,270,828 $2,124,410 $ 15,000 412,013 610 $2,552,033 $ 1,840,572 $ 15,000 383,231 2,238,804 $ 2,956 50,000 (20,932) 32,024 0% 77% -6% Subtotal $1,896,828 65,000 254,000 $2,215,828 Subtotal $260,113 75,000 552,943 74,932 5,000 15,000 6,000 3,000 $991,988 $177,964 39,155 13,743 354,731 78,485 8,584 8,878 4,592 9,036 $695,168 $240,113 75,000 517,943 74,932 5,000 15,000 6,000 3,000 $936,988 $12,806 $ 57,275 125,000 1,206,969 80,700 2,000 500 5,000 8,000 3,000 $1,501,250 $ 25,040 $ 57,147 124,712 1,204,864 80,516 2,000 500 4,988 7,988 2,984 1,510,739 $ 215,073 (57,147) (49,712) (686,921) (5,584) 3,000 (500) 10,012 (1,988) 16 (573,751) Subtotal 30,000 43,000 $73,000 27,945 168,233 16,884 21,498 $234,560 30,000 43,000 $73,000 30,000 3,000 $33,000 $ 30,000 3,000 33,000 $ 40,000 40,000 93% 55% Total Expenditures $3,280,816 $2,827,101 $3,280,816 $4,086,283 $ 3,782,543 $ (501,727) -15% Operating Balance (Rev. - Exp.) ($0) ($10,377) $0 ($309,268) $ (5,528) $ Ending Fund Balance (Resources - Exp.) $0 $0 $0 $0 $ 2,890,545 $ REVENUE 615 GRANTS 620 OTHER INTERGOVERNMENTAL 637 FINES & FORFEITS 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES SUPPLIES & SERVICES 801 GENERAL SUPPLIES 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 811 HEALTH CARE SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 830 INTERGOVERNMENTAL PAYMENTS 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING CAPITAL OUTLAY 915 BUILDINGS & IMPROVEMENTS 920 CAPITAL EQUIPMENT 930 VEHICLES & CONSTRUCTION EQUIP. 950 DEBT SERVICE - 326 - FY 00-01 Projected 11% 20% 0% 15% 1% 90% -66% -133% -7% 60% 67% -33% 1% -61% 0% (5,528) -2261785% 2,890,545 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES COUNTY ATTORNEY RICO Agency 193 Org Personal Services Title 1949 FORFEITED ASSETS PROGRAM (RICO $ Totals: $ - Supplies & Services $ $ Total Capital Outlay Expenditures 700,000 700,000 $ $ 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 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 RESOURCES REVENUE 637 FINES & FORFEITS 650 MISCELLANEOUS REVENUE Sub Total 100,000 1,200,000 $1,300,000 700,000 600,000 $1,300,000 100,000 1,200,000 $1,300,000 100,000 1,200,000 $1,300,000 $ 100,000 1,200,000 1,300,000 $ Total Resources $1,300,000 $1,300,000 $1,300,000 $1,300,000 $ Subtotal $35,714 8,493 $44,207 $22,103 0 $22,103 $44,207 (0) $44,207 Subtotal $22,000 22,000 320,793 5,000 1,000 160,000 120,000 5,000 $655,793 $10,998 350,019 10,998 160,394 2,498 498 79,998 59,996 2,498 $677,897 Subtotal 400,000 200,000 $600,000 Total Expenditures $1,300,000 EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 750 FRINGE BENEFITS SUPPLIES & SERVICES 801 GENERAL SUPPLIES 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 830 INTERGOVERNMENTAL PAYMENTS 842 TRAVEL & EDUCATION 850 UTILITIES CAPITAL OUTLAY 920 CAPITAL EQUIPMENT 930 VEHICLES & CONSTRUCTION EQUIP. - 0% 0% 0% 1,300,000 $ - 0% $0 $ $0 $ - $ - $ 44,207 (0) 44,207 100% -100% 100% $22,000 22,000 320,793 5,000 1,000 160,000 120,000 5,000 $655,793 $22,000 $ 43,207 323,793 5,000 1,000 160,000 140,000 5,000 $700,000 $ 22,000 $ 43,207 323,793 5,000 1,000 160,000 140,000 5,000 700,000 $ (21,207) (3,000) (20,000) (44,207) 0% -96% -1% 0% 0% 0% -17% 0% -7% 500,002 99,998 $600,000 400,000 200,000 $600,000 400,000 200,000 $600,000 $ 400,000 200,000 600,000 $ - 0% 0% 0% $1,300,000 $1,300,000 $1,300,000 $ 1,300,000 $ (0) 0% - 327 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TOTAL BUDGET BY PROGRAM FY 2001-02 COUNTY ATTORNEY COUNTY COUNSEL Agency 194 Org Personal Services Title 1967 DIVISION OF COUNTY COUNSEL $ 1,435,917 Totals: $ 1,435,917 Supplies & Services $ $ Total Capital Outlay Expenditures 169,218 169,218 $ $ 35,057 35,057 $ $ 1,640,192 1,640,192 Revenue $ $ - EXPENDITURES AND REVENUES BY AGENCY/OBJECT COUNTY ATTORNEY COUNTY COUNSEL Agency 194 FY 00-01 Final Adopted EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 795 PERSONAL SERVICES ALLOC.-OUT FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % Subtotal $4,312,372 39,143 682,789 $5,034,304 $4,099,789 10,518 21,176 673,675 19,480 $4,824,638 $4,588,058 39,143 784,562 $5,411,763 $4,239,464 $ 26,500 765,587 5,491 $5,037,042 $ 3,976,470 $ 6,748 717,414 (3,264,715) 1,435,917 $ 611,588 32,395 67,148 3,264,715 3,975,846 Subtotal $1,687,263 8,000 (5,743,650) 404,661 8,000 23,000 5,000 ($3,607,726) $1,707,477 58,831 (6,066,342) 413,435 3,998 15,436 6,078 21 ($3,861,066) $1,714,163 8,000 (6,148,009) 404,661 8,000 23,000 5,000 ($3,985,185) $38,580 $ 95,287 327,796 (3,505,968) 385,279 8,500 25,000 5,000 ($2,620,526) $ 16,545 $ 2,244 116,409 23,222 2,384 7,012 1,402 169,218 $ 1,697,618 5,756 (6,264,418) 381,439 5,616 15,988 3,598 (4,154,403) Subtotal 201,791 $201,791 101,195 $101,195 201,791 $201,791 $0 $ 35,057 35,057 $ 166,734 166,734 83% 83% Total Expenditures $1,628,369 $1,064,767 $1,628,369 $2,416,516 $ 1,640,192 $ (11,823) -1% Operating Balance (Rev. - Exp.) ($1,628,369) ($1,064,767) ($1,628,369) ($2,416,516) $ (1,640,192) $ (11,823) -1% SUPPLIES & SERVICES 801 GENERAL SUPPLIES 810 LEGAL SERVICES 811 HEALTH CARE SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES CAPITAL OUTLAY 920 CAPITAL EQUIPMENT - 328 - FY 00-01 Projected 13% 83% 9% 73% 99% 72% -102% 94% 70% 70% 72% -104% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES COUNTY ATTORNEY FILL THE GAP Agency 195 Org Personal Services Title 1966 FILL THE GAP $ Totals: $ 783,943 783,943 Supplies & Services $ $ Total Capital Outlay Expenditures 7,323 7,323 $ $ - $ $ 791,266 791,266 Revenue $ $ 791,266 791,266 EXPENDITURES AND REVENUES BY AGENCY/OBJECT COUNTY ATTORNEY FILL THE GAP Agency 195 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 RESOURCES REVENUE 615 GRANTS Sub Total 815,001 $815,001 810,514 $810,514 815,001 $815,001 791,267 $791,267 $ 791,266 791,266 $ (23,735) (23,735) -3% -3% Total Resources $815,001 $810,514 $815,001 $791,267 $ 791,266 $ (23,735) -3% $599,047 38,807 2,785 125,106 1,918 $767,663 $644,076 138,074 $782,150 $643,513 $ 147,753 $791,266 $ 636,864 $ 147,079 783,943 $ 7,212 (9,005) (1,793) 1% Subtotal $753,540 28,611 $782,151 Subtotal $15,000 17,850 $32,850 $7,500 8,922 $16,422 $15,000 17,850 $32,850 $0 $ $0 $ - $ 7,323 7,323 $ 15,000 10,527 25,527 100% 59% 78% Total Expenditures $815,001 $784,085 $815,000 $791,266 $ 791,266 $ 23,734 3% Operating Balance (Rev. - Exp.) $0 $26,429 $1 $1 $ (0) $ (1) -102% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES SUPPLIES & SERVICES 801 GENERAL SUPPLIES 812 OTHER SERVICES -7% 0% - 329 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES BOARD OF SUPERVISORS Maricopa County Citizens Board of Supervisors District 4 - Janice K. Brewer - Chairman District 1 - Fulton Brock District 2 - Don Stapley District 3 - Andrew Kunasek District 5 - Mary Rose Wilcox MISSION STATEMENT The mission of Maricopa County is to provide regional leadership and fiscally responsible, necessary public services to its residents so they can enjoy living in healthy and safe communities. STRATEGIC PRIORITIES Provide regional leadership in critical public policy areas in a fiscally responsible manner. Minimize the burden on the property taxpayer through rate reductions. Healthy community and solvent healthcare system. Safe community through a streamlined, integrated criminal justice system. Provide regional leadership for a regional transportation system. Land use will be planned, managed and funded responsibly; Luke AFB will be preserved. Maricopa County will continue to improve its positive public image based on results achieved. MANDATE INFORMATION (EACH DISTRICT OFFICE) Total Department Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 1,014,190 $ 1,103,665 $ 1,023,980 $ 1,017,517 $ 1,061,220 $ 1,163,725 Total $ 1,014,190 $ 1,103,665 $ 1,023,980 $ 1,017,517 $ 1,061,220 $ 1,163,725 Total Mandated Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 1,014,190 $ 1,103,665 $ 1,023,980 $ 1,017,517 $ 1,061,220 $ 1,163,725 Total $ 1,014,190 $ 1,103,665 $ 1,023,980 $ 1,017,517 $ 1,061,220 $ 1,163,725 NOTE: Mandate financials do not include appropriated beginning fund balance, debt service, or eliminations. - 330 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES HISTORY/ BACKGROUND MANDATE DESCRIPTION DEPARTMENTAL BUDGET SCHEDULES BOARD OF SUPERVISORS A.R.S. §11-201 Powers of county; A.R.S. §11-251 Powers of board; A.R.S. §11-214 AUTHORITY Regular and special meetings. There are other statutory references regarding the Board of Supervisors, far too many to detail in this type of report. Everything the Board does is in some way mandated by statute; A.R.S. §11-251 lists some sixty (60) powers and duties of the Board. The Board of Supervisors are also the Board of Directors of the Flood Control District A.R.S. § 48-3602, Library District A.R.S. § 48-3901, and the Stadium District A.R.S. § 48-4202, as well as numerous special districts. The Board of Supervisors is the governing body of Maricopa County with specific statutory duties. Boards of Supervisors in general and Maricopa County jurisdiction boundaries are delineated in A.R.S. § 11-211 and 11-109. The powers of a County shall be exercised only by the Board of Supervisors or by agents and officers acting under its authority and authority of law. Action of the Board of Supervisors shall determine the budgets of all elected and appointed county officers. Regular meetings of the Board shall be held each month as designated by the Board. Special meetings may also be called with appropriate notice. Powers of the Board include, but are not limited to the following: supervise the official conduct of all county officers and officers of all districts; divide the counties into such districts as required by law; establish, abolish, and change election precincts; lay out, maintain, control and manage public roads; provide for the care and maintenance of the indigent sick of the county; cause to be erected and furnished buildings as necessary; sell at public auction property of the county as may be necessary to defray general current expenses thereof; and direct and control prosecution and defense of all actions to which the county is a party. - 331 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DISTRICT 1 POSITION DISTRIBUTION POSITION DISTRIBUTION 01 BOARD OF SUPERVISORS DISTRICT 1 WORKING TITLE BOARD OF SPVSRS EXEC ASST CHIEF ADMINISTRATOR COUNTY SUPERVISOR EXECTV SCRTRY-OFC MGR II TOTAL FTE 1.0 1.0 1.0 1.0 4.0 MANDATE CONSOLIDATED FINANCIAL DATA DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED BOARD OF SUPERVISORS DISTRICT 1 Department 01 FUND TYPE GENERAL FUND SUB-TOTAL TOTAL FUNDS $ $ $ Personal Services 223,677 223,677 223,677 $ $ $ Supplies & Services 9,068 9,068 9,068 $ $ $ Capital Outlay - Total Expenses $ 232,745 $ 232,745 $ 232,745 Total Revenue $ $ $ - EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT BOARD OF SUPERVISORS DISTRICT 1 Department 01 FY 00-01 Final Adopted EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS $ Subtotal $ FY 01-02 Requested FY 01-02 Adopted Variance % 175,344 $ 781 39,508 215,633 $ 174,799 $ 390 37,310 212,500 $ 182,470 $ 41,208 223,677 $ 182,470 $ 41,208 223,677 $ (7,126) 781 (1,700) (8,044) -4% 100% -4% -4% 2,081 $ 500 800 300 120 3,400 2,970 500 10,671 $ 2,002 $ 248 1,006 221 56 2,815 2,514 288 9,150 $ 1,800 $ 2,100 348 300 20 2,900 1,500 100 9,068 $ 1,800 $ 2,100 348 300 20 2,900 1,500 100 9,068 $ 281 (1,600) 452 100 500 1,470 400 1,603 14% -320% 57% 0% 83% 15% 49% 80% 15% 226,304 $ 221,650 $ 232,745 $ 232,745 $ (6,441) -3% $ 1,081 $ 500 800 300 120 3,400 3,970 500 10,671 $ Total Expenditures $ 226,304 $ - 332 - FY 00-01 Projected 173,646 $ 3,160 38,827 215,633 $ SUPPLIES & SERVICES 801 GENERAL SUPPLIES 804 NON-CAPITAL EQUIPMENT 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING Subtotal $ FY 00-01 Revised MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 BOARD OF SUPERVISORS DISTRICT 1 Agency 010 Org Supplies & Services Personal Services Title 1311 DISTRICT 1 $ Totals: $ 223,677 223,677 $ $ Total Capital Outlay Expenditures 9,068 9,068 $ $ - $ $ 232,745 232,745 Revenue $ $ - EXPENDITURES AND REVENUES BY AGENCY/OBJECT BOARD OF SUPERVISORS DISTRICT 1 Agency 010 FY 00-01 Final Adopted EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % Subtotal $173,646 3,160 38,827 $215,633 $174,799 390 37,310 $212,500 $175,344 781 39,508 $215,633 $182,470 $ 41,208 $223,677 $ 182,470 $ 41,208 223,677 $ (7,126) 781 (1,700) (8,044) -4% 100% -4% -4% Subtotal $1,081 500 800 300 120 3,400 3,970 500 $10,671 $2,002 248 1,006 221 56 2,815 2,514 288 $9,150 $2,081 500 800 300 120 3,400 2,970 500 $10,671 $1,800 $ 2,100 348 300 20 2,900 1,500 100 $9,068 $ 1,800 $ 2,100 348 300 20 2,900 1,500 100 9,068 $ 281 (1,600) 452 100 500 1,470 400 1,603 14% -320% 57% 0% 83% 15% 49% 80% 15% SUPPLIES & SERVICES 801 GENERAL SUPPLIES 804 NON-CAPITAL EQUIPMENT 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING Total Expenditures $226,304 $221,650 $226,304 $232,745 $ 232,745 $ (6,441) -3% Operating Balance (Rev. - Exp.) ($226,304) ($221,650) ($226,304) ($232,745) $ (232,745) $ (6,441) -3% - 333 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DISTRICT 2 POSITION DISTRIBUTION POSITION DISTRIBUTION 02 BOARD OF SUPERVISORS DISTRICT 2 WORKING TITLE CHIEF ADMINISTRATOR COUNTY SUPERVISOR EXECTV SCRTRY-OFC MGR II TOTAL FTE 1.0 1.0 1.0 3.0 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED BOARD OF SUPERVISORS DISTRICT 2 Department 02 FUND TYPE GENERAL FUND SUB-TOTAL TOTAL FUNDS $ $ $ Personal Services 204,286 204,286 204,286 $ $ $ Supplies & Services 28,459 28,459 28,459 $ $ $ Capital Outlay - Total Expenses $ 232,745 $ 232,745 $ 232,745 Total Revenue $ $ $ - EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT BOARD OF SUPERVISORS DISTRICT 2 Department 02 FY 00-01 Final Adopted EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS $ FY 00-01 Revised FY 00-01 Projected FY 01-02 Requested FY 01-02 Adopted Variance % Subtotal $ 156,585 $ 3,000 32,824 192,409 $ 156,415 $ 6,664 29,330 192,409 $ 153,036 $ 7,611 28,844 189,492 $ 159,465 $ 12,000 32,822 204,286 $ 159,465 $ 12,000 32,822 204,286 $ (3,050) (5,336) (3,492) (11,877) -2% -80% -12% -6% SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 804 NON-CAPITAL EQUIPMENT 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING Subtotal $ 4,002 $ 1,400 4,243 800 150 10,600 12,000 700 33,895 $ 4,002 $ 1,400 4,243 800 150 10,600 12,000 700 33,895 $ 2,196 $ 698 2,741 472 72 8,509 8,430 445 23,562 $ 1,500 $ 5,992 947 500 120 9,600 9,500 300 28,459 $ 1,500 $ 5,992 947 500 120 9,600 9,500 300 28,459 $ 2,502 (4,592) 3,296 300 30 1,000 2,500 400 5,436 63% -328% 78% 38% 20% 9% 21% 57% 16% $ 226,304 $ 226,304 $ 213,053 $ 232,745 $ 232,745 $ (6,441) -3% Total Expenditures - 334 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 BOARD OF SUPERVISORS DISTRICT 2 Agency 020 Org Personal Services Title 1312 DISTRICT 2 $ Totals: $ 204,286 204,286 Supplies & Services $ $ 28,459 28,459 Total Capital Outlay Expenditures $ $ - $ $ 232,745 232,745 Revenue $ $ - EXPENDITURES AND REVENUES BY AGENCY/OBJECT BOARD OF SUPERVISORS DISTRICT 2 Agency 020 FY 00-01 Final Adopted EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % Subtotal $156,585 3,000 32,824 $192,409 $153,036 7,611 28,844 $189,492 $156,415 6,664 29,330 $192,409 $159,465 $ 12,000 32,822 $204,286 $ 159,465 $ 12,000 32,822 204,286 $ (3,050) (5,336) (3,492) (11,877) -2% -80% -12% -6% Subtotal $4,002 1,400 4,243 800 150 10,600 12,000 700 $33,895 $2,196 698 2,741 472 72 8,509 8,430 445 $23,562 $4,002 1,400 4,243 800 150 10,600 12,000 700 $33,895 $1,500 $ 5,992 947 500 120 9,600 9,500 300 $28,459 $ 1,500 $ 5,992 947 500 120 9,600 9,500 300 28,459 $ 2,502 (4,592) 3,296 300 30 1,000 2,500 400 5,436 63% -328% 78% 38% 20% 9% 21% 57% 16% Total Expenditures $226,304 $213,053 $226,304 $232,745 $ 232,745 $ (6,441) -3% Operating Balance (Rev. - Exp.) ($226,304) ($213,053) ($226,304) ($232,745) $ (232,745) $ (6,441) -3% SUPPLIES & SERVICES 801 GENERAL SUPPLIES 804 NON-CAPITAL EQUIPMENT 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING - 335 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DISTRICT 3 POSITION DISTRIBUTION POSITION DISTRIBUTION 03 BOARD OF SUPERVISORS DISTRICT 3 WORKING TITLE ADMINISTRATIVE ASSTNT I BOARD OF SPVSRS EXEC ASST CHIEF ADMINISTRATOR COUNTY SUPERVISOR TOTAL FTE 1.0 0.5 1.0 1.0 3.5 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED BOARD OF SUPERVISORS DISTRICT 3 Department 03 FUND TYPE GENERAL FUND SUB-TOTAL TOTAL FUNDS $ $ $ Personal Services 215,389 215,389 215,389 $ $ $ Supplies & Services 17,356 17,356 17,356 $ $ $ Capital Outlay - Total Expenses $ 232,745 $ 232,745 $ 232,745 Total Revenue $ $ $ - EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT BOARD OF SUPERVISORS DISTRICT 3 Department 03 FY 00-01 Final Adopted EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS $ FY 00-01 Revised FY 00-01 Projected FY 01-02 Requested FY 01-02 Adopted Variance % Subtotal $ 179,056 $ 2,000 31,937 212,993 $ 179,101 $ 2,670 31,222 212,993 $ 170,876 $ 1,332 29,349 201,557 $ 174,491 $ 9,600 31,299 215,389 $ 174,491 $ 9,600 31,299 215,389 $ 4,610 (6,930) (77) (2,396) 3% -260% 0% -1% SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 804 NON-CAPITAL EQUIPMENT 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING Subtotal $ 1,702 $ 500 2,009 500 150 1,850 6,300 300 13,311 $ 1,702 $ 500 2,009 500 150 1,850 6,300 300 13,311 $ 1,362 $ 248 1,109 323 72 1,894 3,588 270 8,866 $ 1,200 $ 3,996 1,490 500 120 2,450 7,300 300 17,356 $ 1,200 $ 3,996 1,490 500 120 2,450 7,300 300 17,356 $ 502 (3,496) 519 30 (600) (1,000) (4,045) 29% -699% 26% 0% 20% -32% -16% 0% -30% $ 226,304 $ 226,304 $ 210,423 $ 232,745 $ 232,745 $ (6,441) -3% Total Expenditures - 336 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 BOARD OF SUPERVISORS DISTRICT 3 Agency 030 Org Supplies & Services Personal Services Title 1313 DISTRICT 3 $ Totals: $ 215,389 215,389 $ $ 17,356 17,356 Total Capital Outlay Expenditures $ $ - $ $ 232,745 232,745 Revenue $ $ - EXPENDITURES AND REVENUES BY AGENCY/OBJECT BOARD OF SUPERVISORS DISTRICT 3 Agency 030 FY 00-01 Final Adopted EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % Subtotal $179,056 2,000 31,937 $212,993 $170,876 1,332 29,349 $201,557 $179,101 2,670 31,222 $212,993 $174,491 $ 9,600 31,299 $215,389 $ 174,491 $ 9,600 31,299 215,389 $ 4,610 (6,930) (77) (2,396) 3% -260% 0% -1% Subtotal $1,702 500 2,009 500 150 1,850 6,300 300 $13,311 $1,362 248 1,109 323 72 1,894 3,588 270 $8,866 $1,702 500 2,009 500 150 1,850 6,300 300 $13,311 $1,200 $ 3,996 1,490 500 120 2,450 7,300 300 $17,356 $ 1,200 $ 3,996 1,490 500 120 2,450 7,300 300 17,356 $ 502 (3,496) 519 30 (600) (1,000) (4,045) 29% -699% 26% 0% 20% -32% -16% 0% -30% Total Expenditures $226,304 $210,423 $226,304 $232,745 $ 232,745 $ (6,441) -3% Operating Balance (Rev. - Exp.) ($226,304) ($210,423) ($226,304) ($232,745) $ (232,745) $ (6,441) -3% SUPPLIES & SERVICES 801 GENERAL SUPPLIES 804 NON-CAPITAL EQUIPMENT 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING - 337 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DISTRICT 4 POSITION DISTRIBUTION POSITION DISTRIBUTION 04 BOARD OF SUPERVISORS DISTRICT 4 WORKING TITLE CHIEF ADMINISTRATOR COUNTY SUPERVISOR EXECTV SCRTRY-OFC MGR II TOTAL FTE 1.0 1.0 1.0 3.0 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED BOARD OF SUPERVISORS DISTRICT 4 Department 04 FUND TYPE GENERAL FUND SUB-TOTAL TOTAL FUNDS $ $ $ Personal Services 196,870 196,870 196,870 $ $ $ Supplies & Services 35,875 35,875 35,875 $ $ $ Capital Outlay - Total Expenses $ 232,745 $ 232,745 $ 232,745 Total Revenue $ $ $ - EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT BOARD OF SUPERVISORS DISTRICT 4 Department 04 FY 00-01 Final Adopted EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS $ FY 00-01 Revised FY 00-01 Projected FY 01-02 Requested FY 01-02 Adopted Variance % Subtotal $ 164,718 $ 5,000 23,840 193,558 $ 164,548 $ 5,000 24,010 193,558 $ 157,030 $ 2,498 23,941 183,469 $ 156,812 $ 12,500 27,558 196,870 $ 156,812 $ 12,500 27,558 196,870 $ 7,736 (7,500) (3,548) (3,312) 5% -150% -15% -2% SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 804 NON-CAPITAL EQUIPMENT 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING Subtotal $ 6,002 $ 1,000 4,400 800 200 4,300 15,000 1,044 32,746 $ 6,002 $ 1,000 4,400 800 200 4,300 15,000 1,044 32,746 $ 3,210 $ 498 2,461 482 96 3,015 9,759 592 20,113 $ 4,455 $ 7,700 2,500 300 120 4,300 16,000 500 35,875 $ 4,455 $ 7,700 2,500 300 120 4,300 16,000 500 35,875 $ 1,547 (6,700) 1,900 500 80 (1,000) 544 (3,129) 26% -670% 43% 63% 40% 0% -7% 52% -10% $ 226,304 $ 226,304 $ 203,582 $ 232,745 $ 232,745 $ (6,441) -3% Total Expenditures - 338 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 BOARD OF SUPERVISORS DISTRICT 4 Agency 040 Org Personal Services Title 1314 DISTRICT 4 $ Totals: $ 196,870 196,870 Supplies & Services $ $ Total Capital Outlay Expenditures 35,875 35,875 $ $ - $ $ 232,745 232,745 Revenue $ $ - EXPENDITURES AND REVENUES BY AGENCY/OBJECT BOARD OF SUPERVISORS DISTRICT 4 Agency 040 FY 00-01 Final Adopted EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % Subtotal $164,718 5,000 23,840 $193,558 $157,030 2,498 23,941 $183,469 $164,548 5,000 24,010 $193,558 $156,812 $ 12,500 27,558 $196,870 $ 156,812 $ 12,500 27,558 196,870 $ 7,736 (7,500) (3,548) (3,312) 5% -150% -15% -2% Subtotal $6,002 1,000 4,400 800 200 4,300 15,000 1,044 $32,746 $3,210 498 2,461 482 96 3,015 9,759 592 $20,113 $6,002 1,000 4,400 800 200 4,300 15,000 1,044 $32,746 $4,455 $ 7,700 2,500 300 120 4,300 16,000 500 $35,875 $ 4,455 $ 7,700 2,500 300 120 4,300 16,000 500 35,875 $ 1,547 (6,700) 1,900 500 80 (1,000) 544 (3,129) 26% -670% 43% 63% 40% 0% -7% 52% -10% Total Expenditures $226,304 $203,582 $226,304 $232,745 $ 232,745 $ (6,441) -3% Operating Balance (Rev. - Exp.) ($226,304) ($203,582) ($226,304) ($232,745) $ (232,745) $ (6,441) -3% SUPPLIES & SERVICES 801 GENERAL SUPPLIES 804 NON-CAPITAL EQUIPMENT 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING - 339 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DISTRICT 5 POSITION DISTRIBUTION POSITION DISTRIBUTION 05 BOARD OF SUPERVISORS DISTRICT 5 WORKING TITLE BOARD OF SPVSRS EXEC ASST COUNTY SUPERVISOR EXECTV SCRTRY-OFC MGR II TOTAL FTE 1.5 1.0 1.0 3.5 DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED BOARD OF SUPERVISORS DISTRICT 5 Department 05 FUND TYPE GENERAL FUND SUB-TOTAL TOTAL FUNDS $ $ $ Personal Services 208,735 208,735 208,735 $ $ $ Supplies & Services 24,010 24,010 24,010 $ $ $ Capital Outlay - Total Expenses $ 232,745 $ 232,745 $ 232,745 Total Revenue $ $ $ - EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT BOARD OF SUPERVISORS DISTRICT 5 Department 05 FY 00-01 Final Adopted FY 00-01 Revised FY 00-01 Projected FY 01-02 Requested FY 01-02 Adopted Variance % EXPENDITURES PERSONAL SERVICES $ 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES Subtotal $ 163,746 $ 5,000 36,154 204,900 $ 153,774 $ 15,593 35,533 204,900 $ 147,729 $ 15,549 33,773 197,052 $ 158,774 $ 7,000 39,961 3,000 208,735 $ 158,774 $ 7,000 39,961 3,000 208,735 $ (5,000) 8,593 (4,428) (3,000) (3,835) -3% 55% -12% SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 804 NON-CAPITAL EQUIPMENT 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING Subtotal $ 3,002 $ 500 5,502 800 100 2,500 9,000 21,404 $ 3,002 $ 500 5,502 800 100 2,500 9,000 21,404 $ 2,247 $ 248 3,524 564 48 2,402 6,022 408 15,463 $ 3,000 $ 4,000 3,310 500 100 3,000 9,500 600 24,010 $ 3,000 $ 4,000 3,310 500 100 3,000 9,500 600 24,010 $ 2 (3,500) 2,192 300 (500) (500) (600) (2,606) 0% -700% 40% 38% 0% -20% -6% $ 226,304 $ 226,304 $ 212,515 $ 232,745 $ 232,745 $ (6,441) -3% Total Expenditures - 340 - -2% -12% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 BOARD OF SUPERVISORS DISTRICT 5 Agency 050 Org Supplies & Services Personal Services Title 1315 DISTRICT 5 $ Totals: $ 208,735 208,735 $ $ Total Capital Outlay Expenditures 24,010 24,010 $ $ - $ $ 232,745 232,745 Revenue $ $ - EXPENDITURES AND REVENUES BY AGENCY/OBJECT BOARD OF SUPERVISORS DISTRICT 5 Agency 050 FY 00-01 Final Adopted EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % $147,729 15,549 33,773 $197,052 $153,774 15,593 35,533 $204,900 $158,774 $ 7,000 39,961 3,000 $208,735 $ 158,774 $ 7,000 39,961 3,000 208,735 $ (5,000) 8,593 (4,428) (3,000) (3,835) -3% 55% -12% Subtotal $163,746 5,000 36,154 $204,900 $2,247 248 3,524 564 48 2,402 6,022 408 $15,463 $3,002 500 5,502 800 100 2,500 9,000 $21,404 $3,000 $ 4,000 3,310 500 100 3,000 9,500 600 $24,010 $ 3,000 $ 4,000 3,310 500 100 3,000 9,500 600 24,010 $ 2 (3,500) 2,192 300 (500) (500) (600) (2,606) 0% -700% 40% 38% 0% -20% -6% Subtotal $3,002 500 5,502 800 100 2,500 9,000 $21,404 SUPPLIES & SERVICES 801 GENERAL SUPPLIES 804 NON-CAPITAL EQUIPMENT 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING -2% -12% Total Expenditures $226,304 $212,515 $226,304 $232,745 $ 232,745 $ (6,441) -3% Operating Balance (Rev. - Exp.) ($226,304) ($212,515) ($226,304) ($232,745) $ (232,745) $ (6,441) -3% - 341 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES CLERK OF THE SUPERIOR COURT Clerk of the Superior Court Michael K. Jeanes Assistant to the Clerk Customer Services Administrative Services Family Support Center Financial Services MISSION The Mission of the Clerk of the Superior Court (COC) is to provide court-related records management, financial, and family support services to the public, the legal community, and the Superior Court so they can have effective access to the legal process. VISION We will excel in service to our customers, and innovation in government. GOALS By January 2002, the Clerk of the Superior Court will implement a comprehensive development program to ensure adequate staffing resources are available to significantly reduce major process interruptions, handle continually increasing court activity workload, and meet the escalating service delivery expectations of our internal and external customers. By July 2002, the Clerk of the Superior Court will realize an increase in overall customer satisfaction over the previous year by expanding public and legal community access to court information and services. By July 2002, The Clerk of the Superior Court will implement the initial phase of an electronic document management system to reduce file storage requirements, improve file access, and reduce work processing. Completion of the phase includes replacement of current imaging system, establishing imaging for all active cases, and providing electronic routing and processing. ISSUES The growing workload demands continue to tax present personnel and facility space resources, resulting in many internal process delays and system breakdowns. Results include high staff turnover rates, particularly in key skill positions; processes dependent on manual efforts require high maintenance to ensure data integrity; and the increasing requirement for facilities to warehouse the continual growth of documentation In addition to the workload volume demands in the issue above, internal customer (court) expectations of improved quality, response time, and completeness of information continue to increase (effectively to have COC provide more / better / faster). External customer requirements of increased accountability and service have become directives through legislative measures, administrative orders, and federal / state mandates. - 342 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Performance Measures New Cases Initiated – Domestic Relations New Cases Initiated – Criminal Subsequent Case Filings – Criminal Juvenile Court Petitions Documents Docketed Number of RFR Payments Processed Amount of RFR Payments Processed FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected 32,839 25,056 495,144 33,593 26,761 462,426 33,054 27,516 512,508 34,000 28,000 525,000 258,627 146,921 $15,701,268 248,833 194,132 $18,248,273 227,875 198,602 $21,426,024 225,000 200,000 $22,500,000 POSITION DISTRIBUTION POSITION DISTRIBUTION 16 CLERK OF SUPERIOR COURT WORKING TITLE ACCOUNT SERVICING ANALYST ACCOUNT SERVICING SPECIALIST ACCOUNT SERVICING SPECIALIST I ACCOUNT SERVICING SPECIALIST II ACCOUNT SERVICING SPECIALIST III ACCOUNTANT - LEAD ACCOUNTING CLERK ADDITIONS & CORRECTIONS CLERK ADMINISTRATIVE ASSISTANT ADMINISTRATIVE COORDINATOR ADMINISTRATIVE COORDINATOR, CUSTOMER SERVICES ADMINISTRATIVE RECEPTIONIST ADMINISTRATOR, COURT SERVICES ADMINISTRATOR, DOCUMENT MANAGEMENT ADMINISTRATOR, FAMILY SUPPORT ADMINISTRATOR, JUVENILE SERVICES ADMINISTRATOR, ORG DEVELOPMENT APPEALS ASSOCIATE APPEALS AUDITOR/TRAINER APPEALS POST-CONVICTION RELIEF CLK APPEALS TYPIST APPOINTMENT-TRACKING SPECIALIST ASSISTANT TO CLERK OF COURT ASSOC CLERK, ADMIN SERVICES ASSOC CLERK, CUSTOMER SVCS ASSOC CLERK, FAMILY SUPPORT SV ASSOC CLERK, FINANCIAL SERV ASST TO ASSOC CLERK,FINANCIAL SVCS AUDITOR/TRAINING COORDINATOR AUTO DOCKET/CRIMINAL TEAM LEADER BUSINESS ANALYST CASEWORKER CERTIFICATION SPECIALIST CHILD SUPPORT RPTG/TRACK CLK CIVIL RIGHTS DESK CLERK CLERICAL SUPPORT CLERK CLERK OF THE COURT COLLECTIONS OFFICER I COLLECTIONS OFFICER II CONFERENCE OFFICER COURT CLERK COURT COURIER COURTROOM CLERK COURTROOM SVCS TRAINING COORD CR JUSTICE INFO & SYSTEMS SPEC CRIMINAL CASE PROJECT MANAGER CRIMINAL DIRECT COMPLAINT CLERK FTE 3.0 2.0 4.0 7.0 5.0 1.0 3.0 3.0 1.0 2.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 5.0 1.0 1.0 2.0 11.0 1.0 1.0 1.0 1.0 1.0 1.0 4.0 1.0 1.0 9.0 1.0 1.0 2.0 1.0 1.0 2.0 2.0 14.0 12.0 7.0 177.0 3.0 1.0 1.0 1.0 DEPARTMENTAL BUDGET SCHEDULES PERFORMANCE MEASURES - 343 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES - 344 - WORKING TITLE CRIMINAL FILING COUNTER CLERK CRIMINAL SPECIAL ASSIGNMENT ASSOC CRIMINAL TEAM ASSOCIATE CTRM SVCS TRANSCRIB CUSTOMER SERVICE REP DATA ENTRY SPECIALIST DEPOSIT CLERK DIRECTOR, COURT SERVICES DIRECTOR, CUSTOMER RELATIONS DIRECTOR, DOCUMENT SERVICES DIRECTOR, EXPEDITED SERVICES DIRECTOR, INFO TECH GROUP DIRECTOR, MANAGEMENT RESOURCES DISBURSEMENT CLERK DISPO/ABSTRACT CLERK DISPOSITION CLERK DISTRIBUTION CLERK DISTRIBUTION TEAM LEADER DOCKET AUDITOR/TRAINING COORD DOCKET SPECIALIST DOCKET SPECIALIST & ASST SUPERVISOR DOCUMENT PREP ASSOCIATE DOCUMENT PREP SPECIALIST DR FILE COUNTER SPECIALIST EARLY DISPOSITION CLERK EDM PROJECTS SPECIALIST ELECTRONIC DOC MGMT COORD EMPLOYEE RELATIONS SPECIALIST EXHIBITS ASSOCIATE EXHIBITS GROUP LEADER EXHIBITS TEAM LEADER FAMILY COURT FILE COUNTER SPEC FILE COUNTER SPECIALIST-FAMILY CT FILE MAINTENANCE ASSOCIATE FILE ROOM ASSC-EV FILE ROOM ASSOCIATE FILE ROOM COURIER FILING COUNTER SPECIALIST FILING COUNTER SPECIALIST - CIVIL FILING COUNTER SPECIALIST-PROBATE FINANCIAL ANALYST I FR ASSOC/FC SPECIALIST FS CASEWORKER FSC PROJECT MANAGER GRAND JURY CLERK INFORMATION SPECIALIST INMATE CORRESPONDENCE SPECIALIST ITG HELP DESK COORDINATOR JUVENILE OFFICE ASSOCIATE LCA DESK LEAD ACCOUNTANT LEAD LAN ADMINISTRATOR LEAD PROD CONTROL ANALYST LEGISLATIVE AIDE LICENSE SERVICES ASSOCIATE MAILROOM ASSOCIATE MANAGER, ACCOUNTING OPERATIONS MANAGER, APPLICATIONS MANAGER, APPLICATIONS SUPPORT MANAGER, COURTROOM SERVICES MANAGER, CRIMINAL FINANCIAL OBLIGATIONS MANAGER, MICROCOMPUTER TECH MANAGER, OFFICE STAFF MANAGER, TRAINING & PROJECT MGMT MANAGER,CENTRALIZED SERVICES MICROGRAPHIC TEAM LEADER FTE 1.0 1.0 2.0 1.0 10.0 1.0 1.0 1.0 1.0 1.0 1.0 2.0 1.0 1.0 3.0 2.0 9.0 1.0 1.0 6.0 1.0 3.0 1.0 2.0 3.0 1.0 1.0 1.0 11.0 1.0 1.0 1.0 9.0 1.0 0.5 30.5 1.0 9.0 4.0 2.0 1.0 1.0 2.0 1.0 4.0 10.0 1.0 1.0 18.0 1.0 1.0 1.0 1.0 1.0 7.0 3.0 1.0 1.0 1.0 7.0 1.0 1.0 1.0 1.0 1.0 1.0 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES FTE 1.0 1.0 1.0 1.0 1.0 2.0 2.0 1.0 2.0 1.0 2.0 2.0 1.0 1.0 2.0 1.0 1.0 12.5 1.5 1.0 5.0 2.0 2.0 4.0 1.0 1.0 11.0 1.0 1.0 1.0 1.0 2.0 1.0 1.0 1.0 1.0 1.0 2.0 8.0 1.0 1.0 1.0 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 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 16.0 1.0 DEPARTMENTAL BUDGET SCHEDULES WORKING TITLE MICROGRAPHICS A/C TEAM NOVELL NETWORK ADMINISTRATOR NT ADMINISTRATOR OCH FR COOR OPERATIONS TEAM LEADER PAYROLL COORDINATOR PC SUPPORT SPECIALIST PERSONNEL ASSISTANT PROBATE DOCUMENT CLERK PROCUREMENT COORDINATOR PRODUCTION CONTROL ANALYST PROGRAM ASSISTANT PROGRAMMER ANALYST PROGRAMMER ANALYST TRAINEE PROJECT MANAGER PROJECT SPECIALIST PUBLIC AFFAIRS OFFICER PUBLIC RECORDS ASSOCIATE PUBLIC RECORDS SERVICE CTR ASSOC PUBLIC RECORDS SPECIALIST QP3 - AUTO DOCKET & IMAGE SPEC QP3 - AUTO DOCKET SPECIALIST QP3 - DATA ENTRY SPECIALIST QP3 - DOCKET SPECIALIST QP3 - DOCUMENT PREP SPECIALIST QP3 - MICROGRAPHICS QP3 - RECORDS PROCESSOR QUALITY ASSURANCE ANALYST QUALITY ASSURANCE AUDITOR QUALITY REVIEW/TRAINING COORD RECEPTIONIST, EXPEDITED SERVICES RECORDS AUDITOR RECORDS PROCESSOR RFR SPECIALIST RMC SPVR SECURITY/TELECOM COORD SOFTWARE APPLICATION SPECIALIST SOFTWARE SUPPORT SPECIALIST SPECIAL PROJECTS RECORDS PROCESSOR SUN/UNIX SYSTEMS ADMINISTRATOR SUPERVISOR, APPEALS/DISPO CLERKS SUPERVISOR, CIVIL DOCKET/FILING COUNTER SUPERVISOR, COLLECTIONS SUPERVISOR, COURT SERVICES SUPERVISOR, COURTROOM CLERKS SUPERVISOR, DOCKET SVCS/CR FILE COUNTER SUPERVISOR, DR FILE COUNTER SUPERVISOR, EXHIBITS/CLASS MATERIAL SUPERVISOR, EXPEDITED SERVICES SUPERVISOR, FILE COUNTER SUPERVISOR, FILE DELIVERY SUPERVISOR, FILE MAINTENANCE SUPERVISOR, FINANCIAL SERVICES SUPERVISOR, JUVENILE OFFICE STAFF SUPERVISOR, LICENSE SERVICES SUPERVISOR, MAILROOM SUPERVISOR, PAYROLL/PERSONNEL SUPERVISOR, PUBLIC RECORDS SUPERVISOR, SE FAMILY SUPPORT SUPERVISOR, SUPPORT SVCS ORDERS SUPERVISOR,DOCUMENT SERVICES SUPERVISOR,FILE ROOM EVENING SUPERVISOR,SE COURT OPERATIONS SUPPORT SERVICES FINANCE SUPPORT SERVICES RESEARCH SPEC SUPPORT SERVICES SPECIALIST SUPPORT SVC CTR FACILITY COORD - 345 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES WORKING TITLE SYSTEM CONSULTANT TEAM LEADER TEAM LEADER/QUALITY CONTROL CLK TEAM SUPERVISOR TRADES GENERALIST TRADES LEAD TRAINING ASSISTANT TRAINING CONSULTANT TRUST DEPOSIT CLERK VOICE COMMUNICATION COORD WAGE ASSIGNMENT SPECIALIST TOTAL FTE 1.0 1.0 1.0 1.0 1.0 1.0 1.0 2.0 1.0 1.0 3.0 649.0 MANDATE CONSOLIDATED FINANCIAL DATA - 346 - Total Department Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $15,989,976 $17,371,344 $17,617,816 $18,499,955 $19,275,856 $19,968,254 Special Revenue $1,211,752 $1,226,836 $1,944,172 $3,049,554 $5,403,430 $8,116,409 Total $ 17,201,728 $ 18,598,180 $ 19,561,988 $ 21,549,509 $ 24,679,286 $ 28,084,663 Total Mandated Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $15,989,976 $17,371,344 $17,617,816 $18,499,955 $19,275,856 $19,968,254 Special Revenue $1,211,752 $1,226,836 $1,944,172 $3,049,554 $5,403,430 $8,116,409 Total $ 17,201,728 $ 18,598,180 $ 19,561,988 $ 21,549,509 $ 24,679,286 $ 28,084,663 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES CLERK OF THE SUPERIOR COURT Arizona Constitution, AUTHORITY HISTORY/ BACKGROUND MANDATE DESCRIPTION Article VI, Section 23 – Superior Court Clerk, Arizona Revised Statutes. Supreme Court Administrative Orders. Local Rules. The Clerk of the Superior Court is an elected office established by the Arizona Constitution, Article VI, Section 23. Prior to 1982, the Clerk of Superior Court was defined as a “county officer.” In Laws 1982, Chapter 168, Section 1 amended A.R.S. Section 11-401 to delete the Clerk of the Superior Court from that statute. The duties of Superior Court Clerks was moved to Title 12 which relates to the courts, recognizing the Clerk as a judicial officer. Duties and responsibilities of this Constitutional Office are prescribed in state statute, court rule, and case law. Supreme Court Administrative Order 93-30 provides that the Presiding Judge may prescribe powers and duties of the Clerk of the Court, in addition to those prescribed by the Supreme Court. State law (A.R.S. 12-283) was further amended to clarify the Clerk authority to manage its own staff and operations. The Clerk of the Court’s Office serves one of the largest and fastest growing counties in the nation. DEPARTMENTAL BUDGET SCHEDULES MANDATE INFORMATION The Clerk of the Superior Court is mandated to be the official record-keeper of the court and acts as a safeguard and processor of all monies collected. The functions of the Clerk of the Court satisfy more than 500 state statutes and court rules, i.e., provide public access to the records of the Superior Court in Maricopa County; attend each Superior Court session to record the actions of the court; be the first stop in initiating any Superior Court action in civil, criminal, probate, juvenile, tax, or family court matters; collect and disburse court-ordered fees, fines, and victim restitution in an expedient manner; provide various family support services to the public; receive, distribute and preserve official court documents; provide minute entries to all parties in a case; keep a docket of all actions and proceedings; process records in juvenile dependency, delinquency, severance, and adoption cases; process applications for certification to adopt and store these confidential records; issue and record marriage licenses; process passport application; and store exhibits for all court cases. - 347 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED CLERK OF SUPERIOR COURT Department 16 FUND TYPE GENERAL FUND SPECIAL REVENUE SUB-TOTAL TOTAL FUNDS Personal Services 18,250,438 4,246,958 $ 22,497,396 $ 22,497,396 $ Supplies & Services 1,717,816 3,352,701 $ 5,070,517 $ 5,070,517 $ Capital Outlay 516,750 $ 516,750 $ 516,750 $ Total Expenses $ 19,968,254 8,116,409 $ 28,084,663 $ 28,084,663 Total Revenue $ 5,250,000 6,007,872 $ 11,257,872 $ 11,257,872 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT CLERK OF SUPERIOR COURT Department 16 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Revised FY 00-01 Projected FY 01-02 Requested FY 01-02 Adopted Variance % $ 2,325,503 $ 2,325,503 $ 2,325,503 $ 2,216,994 $ 2,426,549 $ 101,046 4% REVENUE 615 GRANTS 620 OTHER INTERGOVERNMENTAL 635 OTHER CHARGES FOR SERVICES 637 FINES & FORFEITS 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE Sub Total $ 71,000 3,780,657 5,094,344 1,615,000 55,000 10,616,001 $ 71,000 3,780,657 5,094,344 1,615,000 55,000 10,616,001 $ 888,914 2,517,821 5,688,579 2,416,690 132,276 40,690 11,684,970 $ 105,634 4,294,068 5,202,998 1,615,000 40,172 11,257,872 $ 105,634 4,294,068 5,202,998 1,615,000 40,172 11,257,872 $ 34,634 513,411 108,654 (14,828) 641,871 49% 14% 2% 0% -27% 6% $ 12,941,504 $ 12,941,504 $ 14,010,473 $ 13,474,866 $ 13,684,421 $ 742,917 6% EXPENDITURES PERSONAL SERVICES $ 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 795 PERSONAL SERVICES ALLOC.-OUT 796 PERSONAL SERVICES ALLOC.-IN Subtotal $ 16,960,710 $ 4,497 406,795 3,930,859 (896,372) 1,041,920 21,448,409 $ 17,169,851 $ 6,600 230,998 3,993,919 (896,372) 943,413 21,448,409 $ 16,245,919 $ 80,259 257,925 3,608,020 89,507 (614,839) 626,343 20,293,134 $ 18,403,695 $ 10,955 359,692 4,487,719 (828,729) 944,277 23,377,609 $ 17,661,863 $ 10,955 359,692 4,464,886 (828,729) 828,729 22,497,396 $ (492,012) (4,355) (128,694) (470,967) (67,643) 114,684 (1,048,987) -3% -66% -56% -12% SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 812 OTHER SERVICES 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES Subtotal $ 916,447 $ 500 210,975 2,557,291 424,401 111,852 107,115 4,328,581 $ 869,947 $ 500 305,975 2,421,791 510,901 111,852 107,615 4,328,581 $ 1,090,957 $ 4,874 159,144 4,873 1,319,698 510,079 92,726 232,480 130,558 1,088 3,546,477 $ 1,669,429 $ 500 1,741,357 4,125,272 459,272 114,906 110,715 8,221,451 $ 905,838 $ 500 759,784 2,732,002 459,272 102,406 110,715 5,070,517 $ (35,891) (453,809) (310,211) 51,629 9,446 (3,100) (741,936) -4% 0% -148% 1,295,250 1,295,250 $ 839,675 839,675 $ 516,750 516,750 $ 376,750 140,000 516,750 $ 918,500 (140,000) 778,500 71% Subtotal $ 1,295,250 1,295,250 $ 60% Total Expenditures $ 27,072,240 $ 27,072,240 $ 24,679,286 $ 32,115,810 $ 28,084,663 $ (1,012,423) -4% Operating Balance (Rev. - Exp.) $ (16,456,239) $ (16,456,239) $ (12,994,316) $ (20,857,938) $ (16,826,791) $ (370,552) -2% Total Resources CAPITAL OUTLAY 920 CAPITAL EQUIPMENT 950 DEBT SERVICE - 348 - -8% 12% -5% -13% 10% 8% -3% -17% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES CLERK OF COURT FILL THE GAP Agency 16A Org Supplies & Services Personal Services Title 1689 FILL THE GAP OPERATIONS $ 1,411,865 Totals: $ 1,411,865 $ $ 248,135 248,135 Total Capital Outlay Expenditures $ $ 140,000 140,000 $ 1,800,000 $ 1,800,000 Revenue $ 1,800,000 $ 1,800,000 EXPENDITURES AND REVENUES BY AGENCY/OBJECT CLERK OF COURT FILL THE GAP Agency 16A FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 RESOURCES REVENUE 615 GRANTS 620 OTHER INTERGOVERNMENTAL Sub Total 1,174,618 $1,174,618 597,400 634,582 $1,231,982 1,174,618 $1,174,618 1,800,000 $1,800,000 $ 1,800,000 1,800,000 $ 625,382 625,382 53% 53% Total Resources $1,174,618 $1,231,982 $1,174,618 $1,800,000 $ 1,800,000 $ 625,382 53% $660,094 6,600 7,253 138,081 109 $812,137 $781,750 6,600 14,960 161,143 $964,453 $1,106,867 $ 52,708 252,292 $1,411,867 $ 1,106,864 $ 52,708 252,293 1,411,865 $ (325,114) 6,600 (37,748) (91,150) (447,412) -42% 100% -252% -57% Subtotal $760,989 38,049 165,415 $964,453 Subtotal $50,000 45,000 112,165 2,500 500 $210,165 $65,000 40,148 29,148 10,000 2,500 $146,796 $5,000 140,000 62,165 2,500 500 $210,165 $17,650 $ 25,320 202,165 2,500 500 $248,135 $ 17,650 $ 25,320 202,165 2,500 500 248,135 $ (12,650) 114,680 (140,000) (37,970) -253% 82% -225% 0% 0% -18% Subtotal $0 200,000 $200,000 $0 140,000 $140,000 $ 140,000 140,000 $ (140,000) (140,000) Total Expenditures $1,174,618 $1,158,933 $1,174,618 $1,800,002 $ 1,800,000 $ (625,382) -53% Operating Balance (Rev. - Exp.) ($0) $73,049 ($0) ($2) $ (0) $ 0 17% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES SUPPLIES & SERVICES 801 GENERAL SUPPLIES 804 NON-CAPITAL EQUIPMENT 812 OTHER SERVICES 825 REPAIRS & MAINTENANCE 842 TRAVEL & EDUCATION CAPITAL OUTLAY 920 CAPITAL EQUIPMENT 950 DEBT SERVICE -46% - 349 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TOTAL BUDGET BY PROGRAM FY 2001-02 CLERK OF SUPERIOR COURT Agency 160 Personal Services Org Title 1610 1620 1630 1640 1650 1660 1670 1699 OFFICE OF THE CLERK ADMINISTRATIVE SERVICES GENERAL ACCOUNTING CUSTOMER SERVICES FAMILY SUPPORT INFORMATION TECHNOLOGY GROUP FAMILY SUPPORT CENTER COURT FAMILY WAREHOUSE $ 369,443 2,607,232 1,300,682 12,634,218 1,338,862 Totals: $ 18,250,438 Supplies & Services $ Total Capital Outlay Expenditures 30,235 860,107 69,298 713,604 39,480 5,092 $ 1,717,816 $ $ - $ 399,678 3,467,339 1,369,980 13,347,822 1,378,342 5,092 $ 19,968,254 Revenue $ 5,250,000 $ 5,250,000 EXPENDITURES AND REVENUES BY AGENCY/OBJECT CLERK OF SUPERIOR COURT Agency 160 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 635 OTHER CHARGES FOR SERVICES 637 FINES & FORFEITS 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE Sub Total 3,610,000 1,615,000 25,000 $5,250,000 3,610,000 2,416,690 75,082 34,379 $6,136,151 3,610,000 1,615,000 25,000 $5,250,000 3,610,000 1,615,000 25,000 $5,250,000 $ 3,610,000 1,615,000 25,000 5,250,000 $ Total Resources $5,250,000 $6,136,151 $5,250,000 $5,250,000 $ Subtotal $14,868,105 235,581 3,424,245 (896,372) $17,631,559 $14,408,446 73,401 196,358 3,192,640 73,942 (825,871) $17,118,916 $14,928,894 112,330 3,486,707 (896,372) $17,631,559 Subtotal $408,200 500 41,000 685,289 242,102 111,852 89,190 $1,578,133 $913,679 4,874 20,496 4,873 394,620 229,564 92,691 87,852 128,938 1,088 $1,878,675 Subtotal 295,000 $295,000 Total Expenditures Operating Balance (Rev. - Exp.) EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 795 PERSONAL SERVICES ALLOC.-OUT SUPPLIES & SERVICES 801 GENERAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 812 OTHER SERVICES 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES CAPITAL OUTLAY 920 CAPITAL EQUIPMENT - 350 - - 0% 0% - 0% 0% 5,250,000 $ - 0% $15,726,835 $ 189,466 3,831,472 (828,729) $18,919,044 $ 15,072,220 $ 189,466 3,817,481 (828,729) 18,250,438 $ (143,326) (77,136) (330,774) (67,643) (618,879) -1% $408,200 500 41,000 684,789 242,102 111,852 89,690 $1,578,133 $1,188,501 $ 500 1,067,683 2,252,027 271,048 114,906 89,690 $4,984,355 $ 424,910 $ 500 86,110 743,152 271,048 102,406 89,690 1,717,816 $ (16,710) (45,110) (58,363) (28,946) 9,446 (139,683) -4% 0% -110% 278,265 $278,265 295,000 $295,000 $0 $ - $ 295,000 295,000 100% 100% $19,504,692 $19,275,856 $19,504,692 $23,903,399 $ 19,968,254 $ (463,562) -2% ($14,254,692) ($13,139,705) ($14,254,692) ($18,653,399) $ (14,718,254) $ (463,562) -3% -69% -9% -8% -4% -9% -12% 8% 0% -9% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES 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: $ 265,270 500,000 60,634 156,351 982,255 Supplies & Services $ $ Total Capital Outlay Expenditures 40,000 54,838 5,000 432,926 532,764 $ - $ $ 265,270 40,000 554,838 65,634 589,277 $ 1,515,019 Revenue $ $ 270,940 40,000 554,838 65,634 583,607 1,515,019 DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 EXPENDITURES AND REVENUES BY AGENCY/OBJECT CLERK OF SUPERIOR COURT GRANTS Agency 161 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 615 GRANTS 620 OTHER INTERGOVERNMENTAL 645 INTEREST EARNINGS 291,514 978,768 16,405 $1,286,687 71,000 1,536,039 $1,607,039 105,634 1,409,385 $1,515,019 $ 105,634 1,409,385 1,515,019 $ 34,634 (126,654) (92,020) 49% -8% Sub Total 71,000 1,536,039 $1,607,039 Total Resources $1,607,039 $1,286,687 $1,607,039 $1,515,019 $ 1,515,019 $ (92,020) -6% $122,217 1,513 26,908 211,032 626,343 $988,013 $179,730 36,008 943,413 $1,159,151 $184,811 $ 10,000 15,218 43,499 844,277 $1,097,805 $ 184,809 $ 10,000 15,218 43,499 728,729 982,255 $ (5,079) (10,000) (15,218) (7,491) 214,684 176,896 -3% Subtotal $89,939 4,497 22,795 1,041,920 $1,159,151 Subtotal $116,747 263,641 61,000 6,500 $447,888 $10,353 104,078 35 2,234 1,125 $117,825 $116,747 243,641 81,000 6,500 $447,888 $127,140 $ 202,574 81,000 6,500 $417,214 $ 127,140 $ 318,124 81,000 6,500 532,764 $ (10,393) (74,483) (84,876) Total Expenditures $1,607,039 $1,105,838 $1,607,039 $1,515,019 $ 1,515,019 $ 92,020 6% Operating Balance (Rev. - Exp.) ($0) $180,849 ($0) $0 $ (0) $ (0) -9764% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 795 PERSONAL SERVICES ALLOC.-OUT 796 PERSONAL SERVICES ALLOC.-IN SUPPLIES & SERVICES 801 GENERAL SUPPLIES 812 OTHER SERVICES 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING -6% -21% 23% 15% -9% -31% 0% 0% -19% - 351 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TOTAL BUDGET BY PROGRAM FY 2001-02 CLERK OF COURT DOCUMENT STORAGE Agency 162 Org Personal Services Title 1691 DOCUMENT STORAGE & RETRIEVAL $ 1,081,031 Totals: $ 1,081,031 Supplies & Services $ $ 475,056 475,056 Total Capital Outlay Expenditures $ $ 75,000 75,000 $ 1,631,087 $ 1,631,087 Revenue $ 1,127,929 $ 1,127,929 EXPENDITURES AND REVENUES BY AGENCY/OBJECT CLERK OF COURT DOCUMENT STORAGE Agency 162 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % $638,016 $638,016 $638,016 $596,087 $ 744,216 $ 106,200 17% 1,166,596 17,000 $1,183,596 1,086,000 $1,086,000 1,127,929 $1,127,929 $ 1,127,929 1,127,929 $ 41,929 41,929 4% Sub Total 1,086,000 $1,086,000 Total Resources $1,724,016 $1,821,612 $1,724,016 $1,724,016 $ 1,872,145 $ 148,129 9% $642,846 258 47,801 161,449 16,756 $869,110 $758,814 95,801 197,770 $1,052,385 $799,457 $ 95,800 229,233 $1,124,490 $ 759,999 $ 95,800 225,232 1,081,031 $ (1,185) 1 (27,462) (28,646) 0% 0% -14% Subtotal $736,112 110,414 205,859 $1,052,385 Subtotal $110,100 75,000 155,156 97,000 6,250 $443,506 $65,222 75,000 41,044 75,000 150 $256,416 $90,100 75,000 125,156 147,000 6,250 $443,506 $75,665 $ 97,687 154,995 97,000 6,250 $431,597 $ 75,665 $ 97,687 198,454 97,000 6,250 475,056 $ 14,435 (22,687) (73,298) 50,000 (31,550) 16% -30% -59% 34% 0% -7% Subtotal 125,000 $125,000 100,000 $100,000 125,000 $125,000 75,000 $75,000 $ 75,000 75,000 $ 50,000 50,000 40% 40% Total Expenditures $1,620,891 $1,225,526 $1,620,891 $1,631,087 $ 1,631,087 $ (10,196) -1% Operating Balance (Rev. - Exp.) ($534,891) ($41,930) ($534,891) ($503,158) $ (503,158) $ 31,733 6% Ending Fund Balance (Resources - Exp.) $103,125 $596,086 $103,125 $92,929 $ 241,058 $ 137,933 134% REVENUE 635 OTHER CHARGES FOR SERVICES 645 INTEREST EARNINGS EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES SUPPLIES & SERVICES 801 GENERAL SUPPLIES 804 NON-CAPITAL EQUIPMENT 812 OTHER SERVICES 825 REPAIRS & MAINTENANCE 842 TRAVEL & EDUCATION CAPITAL OUTLAY 920 CAPITAL EQUIPMENT - 352 - FY 00-01 Projected 4% -3% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES CLERK OF COURT CHILD SUPP. ENHANCEMENT Agency 163 Org Personal Services Title 1692 CHILD SUPPORT ENHANCEMENT $ Totals: $ 35,700 35,700 Supplies & Services $ $ Total Capital Outlay Expenditures 158,192 158,192 $ $ 76,750 76,750 $ $ 270,642 270,642 Revenue $ $ 65,500 65,500 EXPENDITURES AND REVENUES BY AGENCY/OBJECT CLERK OF COURT CHILD SUPP. ENHANCEMENT Agency 163 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % $234,842 $234,842 $234,842 $205,142 $ 251,113 $ 16,271 Sub Total 35,800 $35,800 30,394 109,298 5,750 $145,442 35,800 $35,800 65,500 $65,500 $ 65,500 65,500 $ 29,700 29,700 Total Resources $270,642 $380,284 $270,642 $270,642 $ 316,613 $ 45,971 Subtotal $0 $0 $0 35,700 $35,700 $ 35,700 35,700 $ (35,700) (35,700) Subtotal $0 23,500 160,192 9,500 700 $193,892 $1,000 23,500 67,642 7,250 750 $100,142 $0 23,500 160,192 9,500 700 $193,892 $0 $ 33,692 120,000 4,500 $158,192 $ - $ 33,692 120,000 4,500 158,192 $ (10,192) 40,192 5,000 700 35,700 -43% 25% 53% 100% 18% Subtotal 76,750 $76,750 75,000 $75,000 76,750 $76,750 76,750 $76,750 $ 76,750 76,750 $ - 0% 0% REVENUE 620 OTHER INTERGOVERNMENTAL 635 OTHER CHARGES FOR SERVICES 645 INTEREST EARNINGS EXPENDITURES PERSONAL SERVICES 796 PERSONAL SERVICES ALLOC.-IN SUPPLIES & SERVICES 801 GENERAL SUPPLIES 804 NON-CAPITAL EQUIPMENT 812 OTHER SERVICES 825 REPAIRS & MAINTENANCE 842 TRAVEL & EDUCATION CAPITAL OUTLAY 920 CAPITAL EQUIPMENT DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 7% 83% 83% 17% Total Expenditures $270,642 $175,142 $270,642 $270,642 $ 270,642 $ - 0% Operating Balance (Rev. - Exp.) ($234,842) ($29,700) ($234,842) ($205,142) $ (205,142) $ 29,700 13% Ending Fund Balance (Resources - Exp.) $0 $205,142 $0 $0 $ 45,971 $ 45,971 - 353 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TOTAL BUDGET BY PROGRAM FY 2001-02 CLERK OF COURT EXPEDITED CHILD SUPP. Agency 164 Org Personal Services Title 1693 EXPEDITED CHILD SUPPORT $ Totals: $ 637,617 637,617 Supplies & Services $ $ Total Capital Outlay Expenditures 120,907 120,907 $ $ 25,000 25,000 $ $ 783,524 783,524 Revenue $ $ 399,569 399,569 EXPENDITURES AND REVENUES BY AGENCY/OBJECT CLERK OF COURT EXPEDITED CHILD SUPP. Agency 164 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % $426,167 $426,167 $426,167 $389,142 $ 338,085 $ (88,082) -21% 479,584 8,350 $487,934 362,544 $362,544 399,569 $399,569 $ 399,569 399,569 $ 37,025 37,025 10% Sub Total 362,544 $362,544 Total Resources $788,711 $914,101 $788,711 $788,711 $ 737,654 $ (51,057) -6% $412,316 5,000 88,943 (1,300) $504,959 $520,663 7,907 112,291 $640,861 $559,014 $ 6,500 124,699 $690,213 $ 511,260 $ 6,500 119,857 637,617 $ 9,403 1,407 (7,566) 3,243 2% 18% -7% Subtotal $505,565 22,751 112,545 $640,861 Subtotal $7,500 26,475 30,335 10,575 3,975 $78,860 $7,500 5,000 7,500 $20,000 $7,500 26,475 30,335 10,575 3,975 $78,860 $7,500 $ 16,975 34,561 1,500 7,775 $68,311 $ 7,500 $ 16,975 87,157 1,500 7,775 120,907 $ 9,500 (56,822) 9,075 (3,800) (42,047) 0% 36% -187% 86% -96% -53% Subtotal 58,500 $58,500 $0 58,500 $58,500 25,000 $25,000 $ 25,000 25,000 $ 33,500 33,500 57% 57% Total Expenditures $778,221 $524,959 $778,221 $783,524 $ 783,524 $ (5,304) -1% Operating Balance (Rev. - Exp.) ($415,677) ($37,025) ($415,677) ($383,955) $ (383,955) $ 31,721 8% Ending Fund Balance (Resources - Exp.) $10,490 $389,142 $10,490 $5,187 $ (45,870) $ (56,361) -537% REVENUE 635 OTHER CHARGES FOR SERVICES 645 INTEREST EARNINGS EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES SUPPLIES & SERVICES 801 GENERAL SUPPLIES 804 NON-CAPITAL EQUIPMENT 812 OTHER SERVICES 825 REPAIRS & MAINTENANCE 842 TRAVEL & EDUCATION CAPITAL OUTLAY 920 CAPITAL EQUIPMENT - 354 - FY 00-01 Projected 10% 1% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 CLERK OF COURT CHILD SUPP. AUTOMATION Agency 165 Org Personal Services Title 1697 CHILD SUPPORT AUTOMATION $ Totals: $ 64,300 64,300 Supplies & Services $ $ Total Capital Outlay Expenditures 54,674 54,674 $ $ - $ $ 118,974 118,974 Revenue $ $ - EXPENDITURES AND REVENUES BY AGENCY/OBJECT CLERK OF COURT CHILD SUPP. AUTOMATION Agency 165 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance $118,974 $118,974 $118,974 $118,974 $ Sub Total $0 27,160 2,000 $29,160 $0 $0 $ - $ - Total Resources $118,974 $148,134 $118,974 $118,974 $ 105,405 $ (13,569) Subtotal $0 $0 $0 64,300 $64,300 $ 64,300 64,300 $ (64,300) (64,300) Subtotal $20,000 97,250 1,724 $118,974 $1,750 4,013 16,987 $22,750 $13,500 87,250 18,224 $118,974 $5,000 $ 47,950 1,724 $54,674 $ 5,000 $ 47,950 1,724 54,674 $ 8,500 39,300 16,500 64,300 Subtotal $0 6,410 $6,410 $0 $0 $ - $ - Total Expenditures $118,974 $29,160 $118,974 $118,974 $ 118,974 $ - 0% Operating Balance (Rev. - Exp.) ($118,974) $0 ($118,974) ($118,974) $ (118,974) $ - 0% Ending Fund Balance (Resources - Exp.) $0 $118,974 $0 $0 $ (13,569) $ (13,569) REVENUE 620 OTHER INTERGOVERNMENTAL 645 INTEREST EARNINGS EXPENDITURES PERSONAL SERVICES 796 PERSONAL SERVICES ALLOC.-IN SUPPLIES & SERVICES 801 GENERAL SUPPLIES 812 OTHER SERVICES 825 REPAIRS & MAINTENANCE CAPITAL OUTLAY 920 CAPITAL EQUIPMENT 105,405 $ % - (13,569) -11% - -11% 63% 45% 91% 54% - 355 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TOTAL BUDGET BY PROGRAM FY 2001-02 CLERK OF COURT VICTIM COMPENSATION Agency 166 Org Personal Services Title 1696 VICTIM LOCATION $ Totals: $ 34,190 34,190 Supplies & Services $ $ Total Capital Outlay Expenditures 19,073 19,073 $ $ - $ $ 53,263 53,263 Revenue $ $ 15,172 15,172 EXPENDITURES AND REVENUES BY AGENCY/OBJECT CLERK OF COURT VICTIM COMPENSATION Agency 166 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % $23,263 $23,263 $23,263 $38,091 $ 63,920 $ 40,657 175% Sub Total 30,000 $30,000 25,828 7,689 6,311 $39,828 30,000 $30,000 15,172 $15,172 $ 15,172 15,172 $ (14,828) (14,828) -49% -49% Total Resources $53,263 $63,091 $53,263 $53,263 $ 79,092 $ 25,829 48% Subtotal $0 $0 $0 $0 $0 $0 $26,711 $ 955 6,524 $34,190 $ 26,711 $ 955 6,524 34,190 $ (26,711) (955) (6,524) (34,190) Subtotal $0 53,263 $53,263 $0 25,000 $25,000 $0 53,263 $53,263 $19,073 $ $19,073 $ 19,073 $ 19,073 $ (19,073) 53,263 34,190 Total Expenditures $53,263 $25,000 $53,263 $53,263 $ 53,263 $ 0 0% Operating Balance (Rev. - Exp.) ($23,263) $14,828 ($23,263) ($38,091) $ (38,091) $ (14,828) -64% Ending Fund Balance (Resources - Exp.) $0 $38,091 $0 $0 $ 25,829 $ 25,829 REVENUE 620 OTHER INTERGOVERNMENTAL 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS SUPPLIES & SERVICES 801 GENERAL SUPPLIES 812 OTHER SERVICES - 356 - FY 00-01 Projected 100% 64% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES CLERK/COURT LOCAL JCEF Agency 167 Org Supplies & Services Personal Services Title 1671 LOCAL JCEF 1673 STATE JCEF $ - Totals: $ $ $ Total Capital Outlay Expenditures 1,200,000 200,000 1,400,000 $ 200,000 200,000 $ $ 1,200,000 400,000 $ 1,600,000 Revenue $ 504,683 400,000 904,683 $ EXPENDITURES AND REVENUES BY AGENCY/OBJECT CLERK/COURT LOCAL JCEF Agency 167 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % $720,341 $720,341 $720,341 $705,658 $ 822,327 $ 101,986 14% 890,000 $890,000 741,810 237,953 $979,763 890,000 $890,000 904,683 $904,683 $ 904,683 904,683 $ 14,683 14,683 2% Sub Total Total Resources $1,610,341 $1,700,104 $1,610,341 $1,610,341 $ 1,727,010 $ 116,669 7% Subtotal $0 900,000 $900,000 $26 649,153 33,278 131,494 495 $814,446 $0 900,000 $900,000 $0 $ 500,000 996,000 $1,496,000 $ - $ 500,000 900,000 1,400,000 $ (500,000) (500,000) -56% Subtotal 700,000 $700,000 180,000 $180,000 700,000 $700,000 200,000 $200,000 $ 200,000 200,000 $ 500,000 500,000 71% 71% Total Expenditures $1,600,000 $994,446 $1,600,000 $1,696,000 $ 1,600,000 $ - 0% Operating Balance (Rev. - Exp.) ($710,000) ($14,683) ($710,000) ($791,317) $ (695,317) $ 14,683 2% Ending Fund Balance (Resources - Exp.) $10,341 $705,658 $10,341 ($85,659) $ 127,010 $ 116,669 1128% REVENUE 620 OTHER INTERGOVERNMENTAL 635 OTHER CHARGES FOR SERVICES DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 2% EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES 801 GENERAL SUPPLIES 804 NON-CAPITAL EQUIPMENT 812 OTHER SERVICES 825 REPAIRS & MAINTENANCE 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING CAPITAL OUTLAY 920 CAPITAL EQUIPMENT 0% - 357 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TOTAL BUDGET BY PROGRAM FY 2001-02 CLERK/COURT COURT AUTOMATION Agency 168 Org Supplies & Services Personal Services Title 1681 CAF FILING FEE $ Totals: $ - $ $ Total Capital Outlay Expenditures 343,900 343,900 $ $ - $ $ 343,900 343,900 Revenue $ $ 180,000 180,000 EXPENDITURES AND REVENUES BY AGENCY/OBJECT CLERK/COURT COURT AUTOMATION Agency 168 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance $163,900 $163,900 $163,900 $163,900 $ 101,483 $ Sub Total 180,000 $180,000 79,279 85,148 $164,427 180,000 $180,000 180,000 $180,000 $ 180,000 180,000 $ Total Resources $343,900 $328,327 $343,900 $343,900 $ Subtotal $203,900 100,000 $303,900 $26,427 138,000 $164,427 $228,900 75,000 $303,900 Subtotal 40,000 $40,000 $0 Total Expenditures $343,900 Operating Balance (Rev. - Exp.) Ending Fund Balance (Resources - Exp.) REVENUE 620 OTHER INTERGOVERNMENTAL 635 OTHER CHARGES FOR SERVICES % (62,417) - -38% 0% - 0% 281,483 $ (62,417) -18% $228,900 $ 115,000 $343,900 $ 228,900 $ 115,000 343,900 $ (40,000) (40,000) 0% -53% 40,000 $40,000 $0 $ - $ 40,000 40,000 100% 100% $164,427 $343,900 $343,900 $ 343,900 $ - 0% ($163,900) $0 ($163,900) ($163,900) $ (163,900) $ - 0% $0 $163,900 $0 $0 $ (62,417) $ (62,417) EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES 801 GENERAL SUPPLIES 812 OTHER SERVICES 825 REPAIRS & MAINTENANCE CAPITAL OUTLAY 920 CAPITAL EQUIPMENT - 358 - -13% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL BUDGET SCHEDULES CONSTABLES Citizens of Maricopa County Constables Constable Joe Arredondo Constable Frank Canez Constable Alfredo Gamez Constable Phillip Hazlett Constable Tony Martineau Constable Ron Myers Constable John Powers Constable Armando Saldato Jr. Constable Murel Stephens Constable Bill Taylor Constable Bob Weaver Constable Fred Arnett Constable Harrell Boyster Constable Clarice Davis Constable Don Calender Constable Kevin Jones Constable Doug Middleton Constable Frank Outcalt Constable Joe Reyes Constable Carol Sly Constable Bill Stout Constable Amy Travers Constable Annette Clark Constable Administrator Tim Moder MISSION The mission of the Constables is to provide execution of mandated civil and criminal processes to citizens of Maricopa County so they can receive timely, cost effective and professional service. GOALS By FY 02, the Office of the Constables will be able to train, compensate and retain enough personnel in order to meet the growing demands and needs of increasing population and demographics. By FY 04, the Constables will be fully automated, enabling the interface of court records and documents, ensuring accountability for services and fees. By FY 02, the Constables will increase revenues received from mandated service fees by the addition of surcharges in order to offset increasing operational costs and while maintaining the current level of service. By FY 02, the Constables Administrator will certify that each Constable has received the Arizona Peace Officer Standards and Training (AZPOST) mandated 24 hour Civil Process Training and will develop an additional eight hours of annual in-service training. ISSUES Continuing change in population and demographics determines where, how, and when Constables Office services may be provided and at what cost with available personnel. The anticipated improvements in various technology formats will improve the ability of the Office of the Constable to improve accountability for services and fees. Increasing operational cost due to mandated services, without increasing resources will decrease the department's ability to provide professional and timely service. - 359 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES PERFORMANCE MEASURES Performance Measures Collection of fines and fees Improve internal statistical reporting FY 99 Actual $439,680 61% FY 00 Actual $511,389 65% FY 01 FY 02 Actual Projected $568,796 $822,500 69% 80% POSITION DISTRIBUTION POSITION DISTRIBUTION 25 CONSTABLES WORKING TITLE ADMINISTRATIVE COORD I CONSTABLE DEPUTY CONSTABLE PROCESS SERVER SUPPORT SERVICES TOTAL FTE 1.0 23.0 4.0 1.0 1.0 30.0 MANDATE CONSOLIDATED FINANCIAL DATA Total Department Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 1,323,670 $ 1,335,646 $ 1,438,872 $ 1,473,894 $ 1,474,344 $ 1,541,266 Total $ 1,323,670 $ 1,335,646 $ 1,438,872 $ 1,473,894 $ 1,474,344 $ 1,541,266 Total Mandated Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 1,323,670 $ 1,335,646 $ 1,438,872 $ 1,473,894 $ 1,474,344 $ 1,541,266 Total $ 1,323,670 $ 1,335,646 $ 1,438,872 $ 1,473,894 $ 1,474,344 $ 1,541,266 NOTE: Mandate financials do not include appropriated beginning fund balance, debt service, or eliminations. - 360 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES CONSTABLES AUTHORITY HISTORY/ BACKGROUND MANDATE DESCRIPTION A.R.S. § 22-101 Justice Precincts; A.R.S. § 22-102 Officers and Term of Office; A.R.S. § 22-131 Powers and Duties; A.R.S. § 22-132 Expenses The Constables were among the original elected County officers. The law provides for establishment of Justice precincts in each county. The officers of a justice precinct are the Justice of the Peace and the Constable. The Board of Supervisors can establish, change or abolish justice precincts, but cannot abolish them until the end of the term of the Justice of the Peace and Constable. The Board of Supervisors sets Constables' salaries within specific ranges according to the number of registered voters in the precincts (A.R.S. § 11-424.01). The Constables are mandated to: 1) Attend Justice Courts when required. 2) Execute, serve and return all processes and notices directed or delivered to them by a Justice of the Peace of the county or by other competent authority. DEPARTMENTAL BUDGET SCHEDULES MANDATE INFORMATION - 361 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED CONSTABLES Department 25 FUND TYPE GENERAL FUND SUB-TOTAL TOTAL FUNDS $ $ $ Personal Services 1,458,171 1,458,171 1,458,171 $ $ $ Supplies & Services 83,095 83,095 83,095 $ $ $ Capital Outlay - Total Expenses $ 1,541,266 $ 1,541,266 $ 1,541,266 Total Revenue $ 509,872 $ 509,872 $ 509,872 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT CONSTABLES Department 25 FY 00-01 Final Adopted FY 00-01 Revised FY 00-01 Projected FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 635 OTHER CHARGES FOR SERVICES Sub Total $ 453,000 453,000 $ 453,000 453,000 $ 491,881 491,881 $ 453,000 453,000 $ 509,872 509,872 $ 56,872 56,872 13% 13% $ 453,000 $ 453,000 $ 491,881 $ 453,000 $ 509,872 $ 56,872 13% EXPENDITURES PERSONAL SERVICES $ 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES Subtotal $ 1,190,088 $ 10,221 2,160 203,889 1,406,358 $ 1,204,240 $ 10,221 2,160 205,275 1,421,896 $ 1,187,146 $ 9,978 1,080 195,982 174 1,394,360 $ 1,233,528 $ 10,221 2,160 222,413 1,468,322 $ 1,224,310 $ 10,221 2,160 221,481 1,458,171 $ (20,070) (16,206) (36,275) -2% 0% 0% -8% -3% SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 803 FUEL 812 OTHER SERVICES 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING Subtotal $ 6,179 $ 23,400 4,545 26,150 3,740 19,000 83,014 $ 6,179 $ 23,400 4,545 26,150 3,740 19,000 83,014 $ 5,345 $ 23,487 4,019 26,583 10,909 9,496 79,839 $ 6,179 $ 27,718 4,545 26,150 15,240 17,313 97,145 $ 6,179 $ 25,168 4,545 26,150 3,740 17,313 83,095 $ (1,768) 1,687 (81) 0% -8% 0% 0% 0% 9% 0% Subtotal $ - $ - $ 145 145 $ - $ - $ $ 1,489,372 $ 1,504,910 $ 1,474,344 $ 1,565,467 $ 1,541,266 $ Total Resources CAPITAL OUTLAY 920 CAPITAL EQUIPMENT Total Expenditures - 362 - (36,356) -2% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES CO NSTABLES A gency 250 O rg 2500 2501 2502 2503 2504 2505 2506 2507 2508 2509 2510 2511 2512 2513 2514 2515 2516 2517 2518 2519 2520 2521 2522 2523 P e rs o n a l S e rv ic e s T itle A D M IN /C L E R IC A L BUCKEYE C E N T R A L P H O E N IX CHANDLER EAST M ESA E A S T P H O E N IX # 1 E A S T P H O E N IX # 2 G IL A B E N D G LEN D ALE M ARYVALE NORTH MESA N O R T H E A S T P H O E N IX N O R T H W E S T P H O E N IX P E O R IA SC O TTSDALE S O U T H M E S A /G IL B E R T S O U T H P H O E N IX TEM PE TO LLESO N W EST MESA W E S T P H O E N IX W IC K E N B U R G NO R TH VALLEY TEM PE W EST $ T o ta ls : $ 2 7 5 ,0 7 2 5 1 ,5 0 5 5 1 ,5 0 5 5 1 ,5 0 5 5 1 ,5 0 5 5 1 ,5 0 5 5 5 ,9 3 8 1 7 ,3 8 0 5 2 ,2 9 8 5 5 ,9 3 8 5 6 ,7 3 1 5 5 ,9 3 8 5 5 ,9 3 8 5 1 ,5 0 5 5 1 ,5 0 5 5 5 ,9 3 8 5 1 ,5 0 5 5 1 ,5 0 5 5 1 ,5 0 5 5 5 ,9 3 8 5 1 ,5 0 5 5 1 ,5 0 5 5 1 ,5 0 5 5 1 ,5 0 5 1 ,4 5 8 ,1 7 1 S u p p lie s & S e rv ic e s $ $ 6 6 ,6 0 5 690 690 690 690 690 690 690 690 690 690 690 690 690 690 690 690 690 690 690 2 ,0 0 0 690 690 8 3 ,0 9 5 C a p ita l O u tla y T o ta l E x p e n d itu re s $ $ - $ $ 3 4 1 ,6 7 7 5 2 ,1 9 5 5 2 ,1 9 5 5 2 ,1 9 5 5 2 ,1 9 5 5 2 ,1 9 5 5 6 ,6 2 8 1 7 ,3 8 0 5 2 ,9 8 8 5 6 ,6 2 8 5 7 ,4 2 1 5 6 ,6 2 8 5 6 ,6 2 8 5 2 ,1 9 5 5 2 ,1 9 5 5 6 ,6 2 8 5 2 ,1 9 5 5 2 ,1 9 5 5 2 ,1 9 5 5 6 ,6 2 8 5 2 ,1 9 5 5 3 ,5 0 5 5 2 ,1 9 5 5 2 ,1 9 5 1 ,5 4 1 ,2 6 6 R evenue $ 3 ,3 7 6 3 2 ,0 7 6 2 2 ,5 0 8 1 9 ,1 3 6 2 4 ,7 6 0 4 1 ,6 4 4 672 6 7 ,5 3 6 3 0 ,3 8 8 1 2 ,3 8 0 4 3 ,8 9 6 4 0 ,5 2 4 1 4 ,6 3 2 3 2 ,6 4 0 9 ,0 0 8 1 4 ,0 7 2 1 1 ,8 2 0 2 1 ,3 8 8 3 3 ,2 0 8 1 8 ,1 2 0 896 3 ,3 7 2 1 1 ,8 2 0 5 0 9 ,8 7 2 $ DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDG ET BY PRO GRAM F Y 2 0 0 1 -0 2 EXPENDITURES AND REVENUES BY AGENCY/OBJECT CONSTABLES Agency 250 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 635 OTHER CHARGES FOR SERVICES Sub Total 453,000 $453,000 491,881 $491,881 453,000 $453,000 453,000 $453,000 $ 509,872 509,872 $ 56,872 56,872 13% 13% Total Resources $453,000 $491,881 $453,000 $453,000 $ 509,872 $ 56,872 13% $1,187,146 9,978 1,080 195,982 174 $1,394,360 $1,204,240 10,221 2,160 205,275 $1,421,896 $1,233,528 $ 10,221 2,160 222,413 $1,468,322 $ 1,224,310 $ 10,221 2,160 221,481 1,458,171 $ (20,070) (16,206) (36,275) -2% 0% 0% -8% Subtotal $1,190,088 10,221 2,160 203,889 $1,406,358 Subtotal $6,179 23,400 4,545 26,150 3,740 19,000 $83,014 $5,345 23,487 4,019 26,583 10,909 9,496 $79,839 $6,179 23,400 4,545 26,150 3,740 19,000 $83,014 $6,179 $ 27,718 4,545 26,150 15,240 17,313 $97,145 $ 6,179 $ 25,168 4,545 26,150 3,740 17,313 83,095 $ (1,768) 1,687 (81) 0% -8% 0% 0% 0% 9% 0% Subtotal $0 145 $145 $0 $0 $ - $ - Total Expenditures $1,489,372 $1,474,344 $1,504,910 $1,565,467 $ 1,541,266 $ (36,356) -2% Operating Balance (Rev. - Exp.) ($1,036,372) ($982,462) ($1,051,910) ($1,112,467) $ (1,031,394) $ 20,516 2% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES SUPPLIES & SERVICES 801 GENERAL SUPPLIES 803 FUEL 812 OTHER SERVICES 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING CAPITAL OUTLAY 920 CAPITAL EQUIPMENT -3% - 363 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES RECORDER Recorder Helen Purcell, County Recorder Administration Mailout Public Records Micrographics Document Processing Recorder’s Information System Southeast Office MISSION The mission of the Recorders Office is to maintain a perpetual, comprehensive set of public records consisting of all documents appropriately presented for recording for the public so that any member of the public can readily access the information to conduct their personal and business activities with the assurance that, where appropriate, privacy will be protected and that their transactions were executed in accordance with the law. VISION Our vision is to be the most productive recording office with the best customer service and the best solutions for recording documents and accessing public records. GOALS Increase the percentage of recording and retrieval of documents by individual citizens by 20% by 2004. Increase the percentage of recording and retrievals of documents from offsite locations by corporate clients by 25% by 2003. By 2001, have a plan in place to selectively block information from public viewing and to inform the public of our policies. Implement the plan by 2002. Reduce the complaints about the need to visit multiple County offices by 50% by 2002. Input legal descriptions, parcel #s and addresses on all recordings and make that data available to the public in a searchable format by 2005. Reduce the space needed for document storage by 50% by 2004. ISSUES Our sprawling population demanding easier commutes for recording and access to records will challenge the department to develop satellite facilities over the next few years. The customers’ demand to accept digital signatures in lieu of handwritten signatures on recorded documents will challenge the Department’s ability to set up security and authenticity procedures needed to verify the digital signature. The public demand for exclusion of personal data from the Internet versus the requirement that recording be public will need a creative solution. For the convenience of the public, we need to create an adequate floor plan encompassing representatives from the Assessor and Treasurer, making the office customer friendly, and eliminating the need for customers to go from floor to floor. With customer expectations rising, the department will need the ability and workforce to deliver more data, increasing the usefulness of the information to the customer. Storage of records will become an internal issue due to the scarcity of storage space, creating the need - 364 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES PERFORMANCE MEASURES Performance Measures Internet - images accessed Number of Recordings Number of Documents Processed Number of Documents Keyed Hours Worked Documents Keyed per Hour Number Assisted Hard Copies Produced Hours Worked Copies Produced per Hour Documents Processed Hours Worked Documents Processed Hourly Images Captured Hours Worked Images Captured per Hour Days Behind Micrographics Documents Delivered Hours Worked Documents Delivered Hourly Number of Transactions Hours Worked Transactions per Hour Hours Worked FY 99 Actual FY 00 Actual FY 01 Actual 823,318 2,546,749 2,500,000 1,239,647 1,034,888 1,050,000 1,238,164 1,029,919 985,000 916,967 1,412,515 985,000 10,914 20,283 13,500 84.01 70 73 49,070 49,976 51,000 204,807 211,640 230,000 6,622 8,412 8,750 30.93 25 26 1,235,406 1,031,132 985,000 25,875 24,788 21,200 47.75 42 46 4,021,688 3,219,926 3,450,000 9,893 9,548 7,950 406.51 337 434 25 5 11 952,527 N/A N/A 12,042 11,296 9,900 79.10 N/A N/A 13,227 20614 21,000 9,932 11574.3 12,500 1.33 1.78 2 43,170 N/A N/A FY 02 Projected 2,500,000 1,050,000 950,000 950,000 13,550 70 51,000 245,000 9,750 25 950,000 25,700 37 3,375,000 11,350 297 11 N/A 9,550 N/A 21,000 14650 1 N/A DEPARTMENTAL BUDGET SCHEDULES for an external plan coordinated with the State Archivist and for new legislation. Pressure by customers for streamlined information will require more communication and sharing of information between the Recorder’s, Assessor’s and Treasurer’s Offices. POSITION DISTRIBUTION POSITION DISTRIBUTION 36 RECORDER WORKING TITLE ACCOUNTING TECHNICIAN II ADMINISTRATIVE ASSTNT III ADMINISTRATIVE COORD ADMINISTRATIVE COORD III COMPUTER OPERATOR III COMPUTER SYST OPRS MGR I CONTRACT EMPLOYEE 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 PROGRAMMER-ANALYST LEAD SYSTEMS PROGRAMMER MICROGRAPHIC TECHNICIAN OFFICE SUPERVISOR II PRODUCTION CONTROL ANLYST PROJECT LEADER PROJECT MANAGER RECORDER RECORDER CHIEF DEPUTY RECORDING SUPERVISOR RECORDS PROCESSOR SENIOR CLIENT SERVER PROGRAMER FTE 1.0 2.0 2.0 1.0 2.0 1.0 0.8 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 3.0 1.0 1.0 1.0 30.0 1.0 - 365 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES WORKING TITLE SENIOR COMPUTER OPERATOR SENIOR PROGRAMMER-ANALYST SYSTEMS SOFTWARE CONSLTNT TOTAL FTE 1.0 3.0 1.0 69.8 MANDATE CONSOLIDATED FINANCIAL DATA Total Department Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 1,237,685 $ 1,310,296 $ 1,612,556 $ 1,771,304 $ 1,731,463 $ 1,847,713 Special Revenue $2,752,853 $3,111,227 $3,946,633 $4,703,406 $3,935,192 $5,288,639 Total $3,990,538 $4,421,523 $5,559,189 $6,474,710 $5,666,655 $7,136,352 Total Mandated Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 1,237,685 $ 1,310,296 $ 1,612,556 $ 1,771,304 $ 1,731,463 $ 1,847,713 Special Revenue $2,752,853 $3,111,227 $3,946,633 $4,703,406 $3,935,192 $5,288,639 Total $3,990,538 $4,421,523 $5,559,189 $6,474,710 $5,666,655 $7,136,352 NOTE: Mandate financials do not include appropriated beginning fund balance, debt service, or eliminations. - 366 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES OFFICE OF THE COUNTY RECORDER A.R.S. §§ 11-461 through 11-483 County Recorder. AUTHORITY The Office of the County Recorder and its records date back to 1871 during the HISTORY/ territorial days. However, the office, duties, powers, and qualifications of the County BACKGROUND Recorder as they exist today were created in 1910 by Article XII § 3 of the State MANDATE DESCRIPTION Constitution. The Recorder is mandated to record, index, and preserve certain documents as a permanent public record. The recorder is also required to register all voters, maintain voter registration rolls and perform election-related duties. DEPARTMENTAL BUDGET SCHEDULES MANDATE INFORMATION - 367 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED RECORDER Department 36 FUND TYPE GENERAL FUND SPECIAL REVENUE SUB-TOTAL TOTAL FUNDS Personal Services 1,323,462 1,730,189 $ 3,053,651 $ 3,053,651 $ Supplies & Services 524,251 3,148,450 $ 3,672,701 $ 3,672,701 $ Capital Outlay 410,000 $ 410,000 $ 410,000 $ Total Expenses $ 1,847,713 5,288,639 $ 7,136,352 $ 7,136,352 Total Revenue $ 6,736,000 3,638,639 $ 10,374,639 $ 10,374,639 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT RECORDER Department 36 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance $ REVENUE 635 OTHER CHARGES FOR SERVICES 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE 1,650,000 $ FY 00-01 Projected 1,955,031 $ FY 01-02 Requested 1,650,000 $ FY 01-02 Adopted 1,650,000 $ Variance % - 0% Sub Total $ 9,472,800 9,472,800 9,788,964 9,472,800 9,472,800 126,296 1,114,095 1,114,095 781,797 901,839 901,839 10,586,895 $ 10,586,895 $ 10,697,057 $ 10,374,639 $ 10,374,639 $ (212,256) (212,256) -19% -2% $ 12,236,895 $ 12,236,895 $ 12,652,088 $ 12,024,639 $ 12,024,639 $ (212,256) -2% 252,955 (3,145) (60,265) (8,000) 181,545 9% Total Resources EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES $ Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES $ $ 2,695,157 $ 43,000 496,990 49 3,235,196 $ 2,692,048 $ 43,000 500,148 3,235,196 $ 2,249,132 $ 2,623 20,412 434,642 6,671 2,713,480 $ 2,807,042 $ 46,145 571,875 8,000 3,433,062 $ 2,439,093 $ 46,145 560,413 8,000 3,053,651 $ 213,700 $ 300 195,000 2,245,521 20,900 415,000 10,000 89,015 1,500 850 3,191,786 $ 541,128 $ 125 106,171 84 708,227 25,802 190,003 9,045 54,530 151,696 1,955 1,788,766 $ 1,410,687 $ 575,000 740,742 525,400 83,660 10,100 210,850 235,000 1,850 3,793,289 $ 1,410,687 $ (1,196,987) 300 575,000 (380,000) 1,120,154 1,125,367 25,400 (4,500) 83,660 331,340 10,100 (100) 210,850 (121,835) 235,000 (233,500) 1,850 (1,000) 3,672,701 $ (480,915) 0% -7% -12% 6% Subtotal $ 213,700 $ 300 195,000 2,245,521 20,900 415,000 10,000 89,015 1,500 850 3,191,786 $ Subtotal $ 691,000 691,000 $ 691,000 691,000 $ 1,164,409 1,164,409 $ 410,000 410,000 $ 410,000 410,000 $ Total Expenditures $ 7,117,982 $ 7,117,982 $ 5,666,655 $ 7,636,351 $ 7,136,352 $ (18,370) 0% Operating Balance (Rev. - Exp.) $ 3,468,913 $ 3,468,913 $ 5,030,402 $ 2,738,288 $ 3,238,287 $ (230,626) -7% Ending Fund Balance (Resources. - Exp.) $ 5,118,913 $ 5,118,913 $ 6,985,433 $ 4,388,288 $ 4,888,287 $ (230,626) -5% CAPITAL OUTLAY 920 CAPITAL EQUIPMENT - 368 - 1,650,000 $ FY 00-01 Revised 281,000 281,000 -560% 100% -195% 50% -22% 80% -1% -137% -15567% -118% -15% 41% 41% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES RECORDER Agency 360 Supplies & Services Personal Services Org Title 3610 3620 3630 3640 3650 3670 ADMINISTRATION PUBLIC RECORDS DOCUMENT PROCESSING MICROGRAPHICS SOUTHEAST OFFICE MAILOUT $ Totals: $ 442,181 151,931 369,527 146,168 71,841 141,815 1,323,462 $ $ Total Capital Outlay Expenditures 190,004 39,810 22,600 9,487 15,600 246,750 524,251 $ - $ $ 632,185 191,741 392,127 155,655 87,441 388,565 $ 1,847,713 Revenue $ $ 15,000 300,000 5,700,000 150,000 271,000 300,000 6,736,000 DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 EXPENDITURES AND REVENUES BY AGENCY/OBJECT RECORDER Agency 360 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 635 OTHER CHARGES FOR SERVICES 650 MISCELLANEOUS REVENUE Sub Total 5,940,000 1,011,000 $6,951,000 6,285,100 781,797 $7,066,897 5,940,000 1,011,000 $6,951,000 5,940,000 796,000 $6,736,000 $ 5,940,000 796,000 6,736,000 $ (215,000) (215,000) 0% -21% -3% Total Resources $6,951,000 $7,066,897 $6,951,000 $6,736,000 $ 6,736,000 $ (215,000) -3% $1,001,217 2,623 12,229 234,465 3,064 $1,253,598 $1,067,708 15,000 257,264 $1,339,972 $1,124,567 $ 26,145 306,328 $1,457,040 $ 999,194 $ 26,145 298,123 1,323,462 $ 68,514 (11,145) (40,859) 16,510 -74% -16% Subtotal $1,069,778 15,000 255,145 49 $1,339,972 Subtotal $22,500 300 429,050 9,900 10,000 10,000 9,015 500 850 $492,115 $29,570 125 84 233,113 18,863 19,575 8,768 15,987 149,825 1,955 $477,865 $22,500 300 429,050 9,900 10,000 10,000 9,015 500 850 $492,115 $55,687 $ 37,125 512,400 23,660 10,100 14,850 235,000 1,850 $890,672 $ 55,687 $ 170,704 12,400 23,660 10,100 14,850 235,000 1,850 524,251 $ (33,187) 300 258,346 (2,500) (13,660) (100) (5,835) (234,500) (1,000) (32,136) 60% -25% -137% -1% -65% -46900% -118% -7% Total Expenditures $1,832,087 $1,731,463 $1,832,087 $2,347,712 $ 1,847,713 $ (15,626) -1% Operating Balance (Rev. - Exp.) $5,118,913 $5,335,434 $5,118,913 $4,388,288 $ 4,888,287 $ (230,626) -5% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 810 LEGAL SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES 6% 1% -147% 100% - 369 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TOTAL BUDGET BY PROGRAM FY 2001-02 RECORDER SPECIAL FUNDING Agency 362 Org Personal Services Title 3661 RECORDER INFORMATION SYSTEMS 3662 VOTER REGISTRATION AUTOMATION $ 1,730,189 Totals: $ 1,730,189 Supplies & Services Total Capital Outlay Expenditures $ 3,148,450 $ 3,148,450 $ 410,000 410,000 $ $ 5,288,639 $ 5,288,639 Revenue $ 3,638,639 $ 3,638,639 EXPENDITURES AND REVENUES BY AGENCY/OBJECT RECORDER SPECIAL FUNDING Agency 362 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % $1,650,000 $1,955,031 $1,650,000 $1,650,000 $ 1,650,000 $ - 0% 3,503,864 126,296 $3,630,160 3,532,800 103,095 $3,635,895 3,532,800 105,839 $3,638,639 $ 3,532,800 105,839 3,638,639 $ 2,744 2,744 0% Sub Total 3,532,800 103,095 $3,635,895 Total Resources $5,285,895 $5,585,191 $5,285,895 $5,288,639 $ 5,288,639 $ 2,744 0% $1,247,915 8,183 200,177 3,607 $1,459,882 $1,624,340 28,000 242,884 $1,895,224 $1,682,475 $ 20,000 265,547 8,000 $1,976,022 $ 1,439,899 $ 20,000 262,290 8,000 1,730,189 $ 184,441 8,000 (19,406) (8,000) 165,035 11% 29% -8% Subtotal $1,625,379 28,000 241,845 $1,895,224 $511,558 106,171 475,114 6,939 170,428 277 38,543 1,871 $1,310,901 $191,200 195,000 1,816,471 11,000 405,000 80,000 1,000 $2,699,671 $1,355,000 $ 575,000 703,617 13,000 60,000 196,000 $2,902,617 $ 1,355,000 $ 575,000 949,450 13,000 60,000 196,000 3,148,450 $ (1,163,800) (380,000) 867,021 (2,000) 345,000 (116,000) 1,000 (448,779) -609% -195% 48% -18% 85% Subtotal $191,200 195,000 1,816,471 11,000 405,000 80,000 1,000 $2,699,671 Subtotal 691,000 $691,000 1,164,409 $1,164,409 691,000 $691,000 410,000 $410,000 $ 410,000 410,000 $ 281,000 281,000 41% 41% Total Expenditures $5,285,895 $3,935,192 $5,285,895 $5,288,639 $ 5,288,639 $ (2,744) 0% Operating Balance (Rev. - Exp.) ($1,650,000) ($305,032) ($1,650,000) ($1,650,000) $ (1,650,000) $ (0) 0% Ending Fund Balance (Resources - Exp.) ($0) $1,649,999 $0 $0 $ - $ (0) -100% REVENUE 635 OTHER CHARGES FOR SERVICES 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES SUPPLIES & SERVICES 801 GENERAL SUPPLIES 804 NON-CAPITAL EQUIPMENT 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING CAPITAL OUTLAY 920 CAPITAL EQUIPMENT - 370 - FY 00-01 Projected 3% 0% 9% -145% 100% -17% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL BUDGET SCHEDULES SHERIFF’S OFFICE Sheriff Joseph M. Arpaio, County Sheriff Office of Public Information Intergovernmental Liaison Chief of Operations Administration Special Operations Criminal Investigations Financial Management Administration Management Criminal Intelligence Professional Standards Management Support Technology Patrol ICJIS Agency Chief of Custody Custody Support Custody Programs Custody Operations MISSION The purpose of the Maricopa County Sheriff’s Office is to provide law enforcement, detention and crime prevention services to the public so they can be safe and secure in our community. GOALS Increase the competitiveness of our Compensation and Benefits package for all classifications. By January 1, 2002, Maricopa County Sheriff's Office must achieve 100% staffing of current Detention positions and 85% of support staff positions, while maintaining Enforcement staff levels. Additionally, all required positions for opening the new jail will be hired, trained and ready to report according to established schedules. Reduce the response time to Priority 1 calls over the next 2-5 years in areas served by Maricopa County Sheriff's Office through innovative detention and enforcement strategies, based on baseline data to be available in Spring, 2003. Increase the clearance rate for resolved cases for violent crimes over next 2-5 years through innovative investigation, Enforcement and Detention strategies, based on baseline data to be available in Spring, 2003. Reduce work related injuries and illnesses. Significantly reduce identified criminal activity in response to neighborhood requests and concerns, such as: Drug activity, Prostitution activity, Mall patrol, Animal abuse, DUI (driving under the influence) task force, Selected traffic enforcement. The Sheriff’s Office will meet constitutional standards for care, custody and control of inmates as well as a safe environment for staff. Additionally, efforts will be made to expedite construction of new jail facilities and obtain necessary resources to achieve and maintain compliance with constitutional standards. ISSUES As Maricopa County compensation and leave policies continue to fall behind other government entities, the current critical problems of attracting and retaining employees will exacerbate, resulting in: Inability to staff new facilities without closing existing facilities, Increase in unsafe work environments, Increase in crime, Increased costs of increasing turnover rate, Increased inability to staff existing services and facilities, which increase liability exposure. Qualified, trained and experienced employees are leaving Maricopa County Sheriff's Office in substantial numbers for higher pay and benefits, which has, and continues to, negatively impact critical public and employee safety. The current climate regarding recruitment of new employees will not allow Maricopa County Sheriff's Office to meet its goals of recruiting a qualified, competent and ethnically diverse workforce. As a result, - 371 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL BUDGET SCHEDULES Maricopa County Sheriff's Office will fail to adequately staff its entities resulting in unsafe working conditions and more crime in the community. Sheriff’s Office is concerned about providing high quality service, which meets the expectations of our citizens. County Government is concerned about providing minimal services concerning only mandated services. The result is a failure to meet the demands and needs of our citizens. Historically, Maricopa County Sheriff's Office has been significantly under funded and negatively influenced by political in fighting (tension). This dynamic is likely to continue, which will significantly conflict with the documented community demands for services, both mandated and non-mandated. Public support of the Sheriff, public safety issues and passage of the jail tax have been translated into adequate County financial support of Maricopa County Sheriff's Office operations. Evolving technical sophistication is creating new types of crime and information systems and new crime prevention tools. Increased employee skills, compensation and training will be necessary, as well as greater investments in technology. This creates an ever-widening gap between Maricopa County Sheriff's Office and other justice agencies. Increasing expectations by the public and other Law Enforcement agencies to provide traditional and nontraditional services in an increasing non-supportive and violent environment will cause issues such as role conflicts, increased stress and injuries. All will adversely affect morale, employee absenteeism and turnover, ultimately impacting negatively on the public’s safety and well being. Increased population, density, transient populations, and an increase in ethnic diversity are changing the nature of crime and complexity of law enforcement services. Changes include: Dramatic increases in Methamphetamine labs, drug trafficking and related crimes, increases in juveniles in adult jail facilities, greater sophistication and organization of criminal activity, increased STD’s (sexually transmitted diseases), increased percentage of violent offenders in jail facilities, increase of recovered weapons in jails, increase in deaths, assaults and serious injuries in community and jail facilities. As new jail facilities come on line over the next decade, a 40% increase in jail population will require a substantial increase in staff (60-80%)* and ancillary services. PERFORMANCE MEASURES Performance Measures Calls for service Inmates booked Average daily jail population FY 99 Actual 82,140 177,353 6,768 FY 00 Actual 84,868 112,530 6,660 FY 01 Actual FY 02 Projected 85,801 87,500 115,323 118,500 7,055 7,200 POSITION DISTRIBUTION POSITION DISTRIBUTION 50 SHERIFF WORKING TITLE ACCOUNT CLERK III ACCOUNTANT I ACCOUNTANT II ACCOUNTANT III ACCOUNTANT IV ADMINISTRATIVE ASSISTANT ADMINISTRATIVE ASSISTANT I ADMINISTRATIVE ASSISTANT II ADMINISTRATIVE ASSISTANT III ADMINISTRATIVE COORD I ADMINISTRATIVE COORD II ADMINISTRATIVE COORD III ADMINISTRATIVE COORD IV ADMINISTRATIVE COORD V ADMINISTRATIVE COORD VI ADMINISTRATIVE SUPPORT MANAGER ADMINISTRATOR I ADMINISTRATOR II ADMINISTRATOR III AFIS SUPERVISOR - 372 - FTE 7.5 9.0 2.0 2.0 2.0 1.0 55.0 84.0 1.0 11.0 9.0 17.0 7.0 9.0 9.0 3.0 4.0 1.0 3.0 3.0 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES FTE 1.0 1.0 2.0 17.0 1.0 1.0 1.0 1.0 1.0 1.0 8.0 1.0 1.0 1.0 1.0 1.0 1.0 4.0 4.0 4.0 7.0 4.0 1.0 6.0 559.0 4.0 2.0 1031.0 8.0 36.0 2.0 102.0 1.0 1.0 1.0 1.0 1.0 2.0 1.0 1.0 9.0 2.0 3.0 20.0 1.0 12.0 1.0 2.0 1.0 16.0 3.0 3.0 1.0 4.0 2.0 4.0 1.0 1.0 3.0 2.0 2.0 1.0 5.0 2.0 3.0 1.0 DEPARTMENTAL BUDGET SCHEDULES WORKING TITLE APPLICATIONS SERVICES MGR ATC HELP DESK AVIATION MECHANIC CAPTAIN CENTRAL STORE DISTRIBUTOR CHIEF ARCHITECT CHIEF AVIATION MECHANIC CHIEF FINANCIAL OFFICER CHIEF INFORMATION OFFICER CHIEF OF CUSTODY CLERK III CLERK IV COMMUNICATIONS DVSN MANGR COMMUNICATIONS OPERS MGR COMMUNITY REL COORD COMPUTER CENTER DIRECTOR COMPUTER OPERATOR II COMPUTER OPERATOR III COUNSELOR I COUNSELOR III CRIME LAB ANALYST I CRIME LAB ANALYST II DATA ADMINISTRATOR DEPUTY CHIEF DEPUTY SHERIFF DET SPEC ED TEACHER DETENTION DIRECTOR DETENTION OFFICER DETENTION OFFICER CAPTAIN DETENTION OFFICER LT DETENTION OFFICER MAJOR DETENTION OFFICER SGT DETENTION SPEC ED TEACHER DIETITIAN II DIRECTOR DO CAPTAIN EDUCATION COORDINATOR ELECTRONIC SURVEILLANCE SPECIALIST FACILITIES PROJ COORD II FINANCIAL SERVICS ADM III FINGERPRINT ANALYST FINGERPRINT TECHNICIAN FOOD SERVICE COORD FOOD SERVICE CREW LDR FOOD SERVICE MGR FOOD SERVICE SUPV INFO SVCS DIR-LAW ENFRCM INFORMATION SYSTEMS CNSLT INFORMTN TCHNLGY CNSLT I INMATE CLSSFCTN CNSLR I INMATE CLSSFCTN CNSLR II INMATE CLSSFCTN CNSLR III INMATE PHONE MANAGER INSTITUTIONAL CHAPLAIN INVENTORY CONTROL MANAGER INVESTIGATOR INVESTIGATOR SUPERVISOR LEAD BUSINESS SYST ANLYST LEAD COMPUTER OPERATOR LEAD INFORMATN SYS ANLYST LEAD INTGRTD SYS DSGN ANL LEAD PROGRAMMER LEAD PROGRAMMER-ANALYST LEAD SYSTEMS ADMINISTRATR LEAD SYSTEMS ANALYST LEAD SYSTEMS PROGRAMMER - 373 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES - 374 - WORKING TITLE LEAD TELECOMMUNICATNS ANL LEGAL ASSISTANT LIBRARIAN LIBRARY SENIOR ASSISTANT LIEUTENANT MAJOR MANAGEMENT ANALYST III MANAGEMENT ANALYST IV MATERIALS HANDLING SPECIALIST MECHANIC II MEDIA PRODUCTION SPECIALIST PBLC SFTY ANSWRNG PT COOR PC SUPPORT PC TECH SUPPORT PILOT POLYGRAPH EXAMINER POLYGRAPH EXAMINER SPVSR PROGRAM ANALYST PROGRAM MANAGER PROJECT LEADER PROJECT MANAGER PROVOST PSYCHOLOGIST I PUBLIC SAFETY COM SYS MGR REGISTRAR 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 III SERVICE WORKER IV SHERIFF SHERIFF CHIEF DEPUTY SHERIFF'S DELVRY DRVR II SHERIFF'S DELVRY DRVR III SHERIFF'S DELVRY DRVR SPVR SHERIFF'S EXECUTIVE ASST SHERIFF'S FUND ADMINISTRATOR SHERIFF'S LAUNDRY MANAGER SHERIFF'S LAW CLERK II SHERIFF'S LEGAL CLERK I SHERIFF'S LEGAL CLERK II SHERIFF'S LEGAL CLERK SPV SHERIFF'S PROPERTY CUSTDN SHERIFF'S PSYCHOLOGY ASST SHERIFF'S RECORD CLK I SHERIFF'S RECORD CLK II SHERIFF'S RECORD CLK III SPEC ED TEACHER SYSTEM ANALYST SYSTEM PROGRAM MANAGER SYSTEMS & PROGRAMMING MGR SYSTEMS SOFTWARE CONSLTNT TEACHER TEACHER AIDE TELECOMMUNICATIONS ANL II TELECOMMUNICATIONS OPER TELECOMMUNICTNS SHFT SPVR WAREHOUSE SUPERVISOR TOTAL FTE 1.0 6.0 1.0 1.0 36.0 2.0 1.0 1.0 2.0 2.0 1.0 1.0 2.0 2.0 2.0 3.0 1.0 2.0 1.0 1.0 1.0 1.0 2.0 1.0 1.0 1.0 8.0 1.0 3.0 1.0 1.0 1.0 1.0 77.0 4.0 1.0 8.0 1.0 1.0 3.0 1.0 1.0 1.0 5.0 1.0 1.0 9.0 3.0 1.0 2.0 1.0 24.0 7.0 3.0 2.0 1.0 1.0 1.0 1.0 2.0 4.0 2.0 35.0 5.0 1.0 2470.5 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Total Department Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund Special Revenue Capital Projects $ 87,426,347 $ 8,467,004 $ 1,437,796 $ 91,768,805 $ 10,193,003 $ 2,971,814 $ 96,210,610 $ 15,233,122 $ 2,806,315 $ 34,873,554 $ 72,446,126 $$ 37,553,445 $ 88,033,196 $$ 36,831,132 $ 92,042,512 $- Total $ 97,331,147 $ 104,933,622 $ 114,250,047 $ 107,319,680 $ 125,586,641 $ 128,873,644 Total Mandated Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund Special Revenue Capital Projects $ 87,426,347 $ 8,467,004 $ 1,437,796 $ 91,768,805 $ 10,193,003 $ 2,971,814 $ 96,210,610 $ 15,233,122 $ 2,806,315 $ 34,873,554 $ 72,446,126 $$ 37,553,445 $ 88,033,196 $$ 36,831,132 $ 92,042,512 $- Total $ 97,331,147 $ 104,933,622 $ 114,250,047 $ 107,319,680 $ 125,586,641 $ 128,873,644 DEPARTMENTAL BUDGET SCHEDULES MANDATE CONSOLIDATED FINANCIAL DATA NOTE: Mandate financials do not include appropriated beginning fund balance, debt service, or eliminations. - 375 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES MANDATE INFORMATION SHERIFF'S OFFICE - CHIEF LAW ENFORCEMENT OFFICER FOR THE COUNTY A.R.S §11-441 Powers and duties; A.R.S. §11-444 Expenses AUTHORITY HISTORY/ BACKGROUND MANDATE DESCRIPTION - 376 - of sheriff as county charge; expense fund; A.R.S. §31-101, Common jails; duty of sheriff; use of jails; A.R.S. §31-121, Duty of Sheriff to receive and provide for prisoners; contracts for furnishing food; city or town prisoners; employment; A.R.S. §31-122; Receiving and keeping federal prisoners; Hart v. Hill amended Judgement; Arnold v. Sarn; Prop 102 Juvenile/Adult Special Education; A.R.S § 15-913.01 Juvenile Education; A.R.S §363701 to 36-3716, Sexually Violent Persons. The Primary focus for the Sheriff's law enforcement activities has been the unincorporated areas of the County and those cities and towns that contract for service. The population of the unincorporated areas has grown as quickly as Phoenix, Tempe and other large cities. The changing characteristics of that population affect the demand for service. The Sheriff has called on his Reserve Officers and the Posse members, which numbers over 3,000, to assist in the keeping the citizens of Maricopa County safe. The County jail population has grown steadily over the years. The 1981 Hart v. Hill judgement placed more stringent standards on housing of pre-sentenced prisoners. The Sheriff as the Chief Law Enforcement Officer for the county shall preserve the peace. Arrest and take before a magistrate all persons suspected of committing crimes. "Prevent or suppress all affrays, breaches of peace, riots, and insurrections which may come to the knowledge of the Sheriff." Provide security in Superior Court when requested by the presiding judge. Serve Processes. "Take charge of and keep the county jail, including a county jail under the jurisdiction of a county jail district, and the prisoner therein." Receive all persons committed by competent authority and provide food, clothing, and bedding at cost to the county. May charge cities and town for inmates detained solely for violations of city or town ordinances. Accept federal prisoners, and the Sheriff may obtain reimbursement from the federal government. Transport and maintain prisoners for appearance as witnesses. MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES SHERIFF Department 50 FUND TYPE GENERAL FUND SPECIAL REVENUE SUB-TOTAL TOTAL FUNDS Personal Services 33,426,555 74,028,326 $ 107,454,881 $ 107,454,881 $ Supplies & Services 3,088,077 17,438,234 $ 20,526,311 $ 20,526,311 $ Capital Outlay 316,500 575,952 $ 892,452 $ 892,452 Total Expenses $ 36,831,132 92,042,512 $ 128,873,644 $ 128,873,644 $ Total Revenue $ 3,131,010 30,049,639 $ 33,180,649 $ 33,180,649 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT SHERIFF Department 50 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance $ 201,204 Sub Total Total Resources $ 201,204 $ 5,559,570 18,718,000 2,879,292 353,172 6,648,378 242,979 34,401,391 $ 34,602,595 REVENUE 615 GRANTS 620 OTHER INTERGOVERNMENTAL 635 OTHER CHARGES FOR SERVICES 638 PATIENT SERVICE REVENUE 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE 651 GAIN ON FIXED ASSETS EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 795 PERSONAL SERVICES ALLOC.-OUT 796 PERSONAL SERVICES ALLOC.-IN FY 00-01 Revised FY 00-01 Projected $ 74,622 $ 8,856,422 18,718,000 2,879,292 353,172 6,891,357 37,698,243 $ 37,899,447 FY 01-02 Requested $ $ 58,228 $ 5,266,126 20,187,602 227,269 (22,954) 4,829,770 30,487,813 $ 6,091,625 18,718,000 2,914,612 411,400 7,034,333 35,169,970 $ $ 30,562,435 35,228,198 $ $ Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 811 HEALTH CARE SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 845 SUPPORT & CARE OF PERSONS 850 UTILITIES 84,747,969 $ 84,530,326 $ 83,165,096 $ 222,480 1,429,180 530,363 4,125,680 4,578,805 4,317,622 19,955,887 18,243,140 17,418,382 734,925 876,391 1,340,519 (11,914,166) (12,629,137) (12,863,007) 9,433,405 12,015,546 12,365,875 $ 107,306,180 $ 109,044,251 $ 106,274,850 $ $ Subtotal $ 7,451,829 75,796 640,597 31,696 40,698 9,180 3,695,683 2,000,943 1,661,086 3,649,882 660,118 58,670 8,997 106,999 20,092,174 $ 124,000 611,194 40,000 775,194 CAPITAL OUTLAY 915 BUILDINGS & IMPROVEMENTS 920 CAPITAL EQUIPMENT 930 VEHICLES & CONSTRUCTION EQUIP. 950 DEBT SERVICE Subtotal Total Expenditures $ 128,173,548 $ $ 9,416,082 73,288 805,136 38,417 124,419 9,180 2,055,656 2,013,026 1,648,125 3,870,165 719,822 58,679 8,996 106,998 20,947,989 $ 124,000 1,214,137 140,000 1,478,137 $ 131,470,377 $ $ 5,176,328 59,986 943,009 24,431 67,324 9,839 2,370,565 2,691,895 1,359,227 4,050,562 858,561 338,192 37,307 175,659 18,162,885 $ $ 58,228 FY 01-02 Adopted Variance (142,976) -71% 5,471,639 21,732,810 60,000 5,916,200 33,180,649 (3,384,783) 3,014,810 (2,879,292) (293,172) (975,157) $ (4,517,594) -38% 16% -100% -83% 33,238,877 $ (4,660,570) -12% 79,601,386 $ 80,605,769 $ 3,924,557 1,349,518 815,824 613,356 3,819,825 3,002,570 1,576,235 21,300,765 21,197,700 (2,954,560) 9,851,513 3,674,695 (2,798,304) (14,683,925) (16,392,699) 3,763,562 13,023,069 14,551,022 (2,535,476) 114,262,151 $ 107,454,881 $ 1,589,370 5% 43% 34% -16% -319% 30% -21% 1% $ 7,105,192 75,788 1,323,463 242,417 40,699 9,180 5,367,864 2,466,362 1,573,974 3,825,959 835,624 58,679 8,996 106,998 23,041,195 121,450 449,060 6,168 572,228 1,148,906 $ 16,000 1,313,947 70,000 591,000 1,990,947 $ 125,586,641 $ 139,294,293 $ $ $ % $ -14% -12% $ 7,235,819 77,190 1,443,160 242,417 40,700 89,710 3,421,433 1,580,776 1,565,750 3,825,959 832,048 55,487 8,864 106,998 20,526,311 2,180,263 (3,902) (638,024) (204,000) 83,719 (80,530) (1,365,777) 432,250 82,375 44,206 (112,226) 3,192 132 $ 421,678 23% -5 % -79% -531% 67% -877% -66% 21% 5% 1% -16% 5% 1% 0% 2% $ 114,408 992,277 70,000 (591,000) 585,685 92% 82% 50% $ 9,592 221,860 70,000 591,000 892,452 $ 128,873,644 $ 2,596,733 DEPARTMENTAL BUDGET SCHEDULES DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED 40% 2% Operating Balance (Rev. - Exp.) $ (93,772,157) $ (93,772,134) $ (95,098,828) $ (104,124,323) $ (95,692,995) $ (1,920,861) -2% Ending Fund Balance (Resources. - Exp.) $ (93,570,953) $ (93,570,930) $ (95,024,206) $ (104,066,095) $ (95,634,767) $ (2,063,837) -2% - 377 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TOTAL BUDGET BY PROGRAM FY 2001-02 SHERIFF Agency 500 Org Personal Services Title Supplies & Services Total Capital Outlay Expenditures 5000 SHERIFF'S OPERATIONS $ 46,013,774 $ 3,088,077 5200 SHERIFF'S RESOURCE MANAGEMENT 1,636,475 5300 INTERFUND CHARGES (14,223,695) Totals: $ 33,426,555 $ 3,088,077 $ $ 316,500 316,500 Revenue $ 49,418,351 $ 1,636,475 (14,223,695) $ 36,831,132 $ 1,121,140 1,004,940 1,004,930 3,131,010 EXPENDITURES AND REVENUES BY AGENCY/OBJECT SHERIFF Agency 500 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 620 OTHER INTERGOVERNMENTAL 635 OTHER CHARGES FOR SERVICES 638 PATIENT SERVICE REVENUE 650 MISCELLANEOUS REVENUE Sub Total 2,879,292 25,400 116,200 $3,020,892 3,975,922 $3,975,922 2,879,292 25,400 116,200 $3,020,892 2,914,612 25,400 116,200 $3,056,212 $ 3,014,810 116,200 3,131,010 $ 3,014,810 (2,879,292) (25,400) 110,118 -100% -100% 0% 4% Total Resources $3,020,892 $3,975,922 $3,020,892 $3,056,212 $ 3,131,010 $ 110,118 4% Subtotal $33,938,189 1,106,177 7,143,799 453,293 (8,999,243) 191,155 $33,833,370 $35,711,951 282,383 2,162,009 7,382,612 479,219 (12,180,971) 95,575 $33,932,778 $36,697,856 886,523 7,334,121 453,293 (11,729,578) 191,155 $33,833,370 $34,418,079 $ 500,000 2,656,729 8,491,195 5,610,212 (14,126,847) $37,549,369 $ 34,962,748 $ 569,490 1,902,556 8,473,943 2,068,840 (14,551,022) 33,426,555 $ 1,735,108 (569,490) (1,016,033) (1,139,821) (1,615,547) 2,821,444 191,155 406,815 -115% -16% -356% 24% 100% 1% Subtotal ($1,381,077) 37,601 636,897 31,696 39,298 7,180 333,384 1,489,853 1,094,028 500,683 627,532 34,995 8,397 75,804 $3,536,271 ($2,779,702) 28,488 936,700 10,814 43,972 6,784 420,142 2,166,239 1,017,859 756,262 435,616 51,380 7,240 89,567 $3,191,361 ($2,077,661) 37,595 801,440 38,417 39,299 7,180 333,381 1,501,929 1,081,078 720,953 627,536 34,994 8,396 75,803 $3,230,340 ($3,681,085) $ 37,595 1,081,542 38,417 39,299 7,180 1,133,381 1,721,508 986,975 634,149 777,536 34,994 8,396 75,803 $2,895,690 $ 755,455 $ 28,639 605,093 9,447 38,054 1,885 231,531 616,652 323,129 146,477 235,148 24,122 5,560 66,885 3,088,077 $ (2,833,116) 8,956 196,347 28,970 1,245 5,295 101,850 885,277 757,949 574,476 392,388 10,872 2,836 8,918 142,263 -136% 24% 24% 75% 3% 74% 31% 59% 70% 80% 63% 31% 34% 12% 4% Subtotal 143,796 40,000 $183,796 1,645 (122,897) (21,670) 572,228 $429,306 449,727 40,000 $489,727 607,197 65,000 591,000 $1,263,197 $ 16,250 300,250 316,500 $ 449,727 23,750 (300,250) 173,227 EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 795 PERSONAL SERVICES ALLOC.-OUT 796 PERSONAL SERVICES ALLOC.-IN SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 811 HEALTH CARE SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 845 SUPPORT & CARE OF PERSONS 850 UTILITIES CAPITAL OUTLAY 915 BUILDINGS & IMPROVEMENTS 920 CAPITAL EQUIPMENT 930 VEHICLES & CONSTRUCTION EQUIP. 950 DEBT SERVICE - 378 - 5% 100% 59% 35% Total Expenditures $37,553,437 $37,553,445 $37,553,437 $41,708,256 $ 36,831,132 $ 722,305 2% Operating Balance (Rev. - Exp.) ($34,532,545) ($33,577,523) ($34,532,545) ($38,652,044) $ (33,700,122) $ 832,423 2% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES SHERIFF GRANTS Agency 501 Org Supplies & Services Personal Services Title 5700 SHERIFF GRANTS $ 3,315,190 Totals: $ 3,315,190 $ $ Total Capital Outlay Expenditures 1,555,473 1,555,473 $ $ 101,000 101,000 $ $ 4,971,663 4,971,663 Revenue $ $ 4,971,663 4,971,663 EXPENDITURES AND REVENUES BY AGENCY/OBJECT SHERIFF GRANTS Agency 501 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 RESOURCES REVENUE 615 GRANTS 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE 4,406,232 (18,777) 7,928 $4,395,383 7,686,757 $7,686,757 4,971,663 $4,971,663 $ 4,971,663 4,971,663 $ (2,715,094) (2,715,094) -35% Sub Total 4,500,732 $4,500,732 Total Resources $4,500,732 $4,395,383 $7,686,757 $4,971,663 $ 4,971,663 $ (2,715,094) -35% Subtotal $1,624,189 158,000 1,563,259 366,779 $3,712,227 $1,679,564 92,369 864,694 369,721 10,923 207,930 $3,225,201 $1,290,349 1,418,165 1,662,253 523,530 161,093 349,535 $5,404,925 $2,169,825 $ 12,500 242,637 527,905 381,085 $3,333,952 $ 2,152,883 $ 12,500 242,637 526,085 381,085 3,315,190 $ (862,534) 1,405,665 1,419,616 (2,555) (219,992) 349,535 2,089,735 -67% 99% 85% 0% -137% 100% 39% $331,059 4,015 10,940 21,725 1,683 196,799 18,558 33,526 850 61,968 (42) 14,781 $695,862 $1,081,279 83,720 600,508 46,198 $1,811,705 $814,836 $ 204,000 517,875 $1,536,711 $ 833,598 $ 204,000 517,875 1,555,473 $ 247,681 (204,000) 83,720 82,633 46,198 256,232 23% Subtotal $418,378 $418,378 Subtotal 10,000 360,127 $370,127 60,669 385,813 27,838 $474,320 10,000 360,127 100,000 $470,127 96,000 5,000 $101,000 $ 96,000 5,000 101,000 $ 10,000 264,127 95,000 369,127 100% 73% 95% 79% Total Expenditures $4,500,732 $4,395,383 $7,686,757 $4,971,663 $ 4,971,663 $ 2,715,094 35% Operating Balance (Rev. - Exp.) ($0) ($0) ($0) ($0) $ (0) $ (0) -86% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 796 PERSONAL SERVICES ALLOC.-IN SUPPLIES & SERVICES 801 GENERAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 811 HEALTH CARE SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES CAPITAL OUTLAY 915 BUILDINGS & IMPROVEMENTS 920 CAPITAL EQUIPMENT 930 VEHICLES & CONSTRUCTION EQUIP. -35% 100% 14% 100% 14% - 379 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TOTAL BUDGET BY PROGRAM FY 2001-02 SHERIFF INMATE CANTEEN Agency 502 Org Supplies & Services Personal Services Title 5920 SHERIFF INMATE CANTEEN $ 1,889,534 Totals: $ 1,889,534 $ $ Total Capital Outlay Expenditures 3,810,466 3,810,466 $ $ - $ $ 5,700,000 5,700,000 Revenue $ $ 5,700,000 5,700,000 EXPENDITURES AND REVENUES BY AGENCY/OBJECT SHERIFF INMATE CANTEEN Agency 502 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % $385,955 $16,394 $385,955 $0 $ - $ (385,955) -100% Sub Total 6,432,178 $6,432,178 (4,430) 4,754,595 $4,750,165 6,432,178 $6,432,178 6,818,133 $6,818,133 $ 5,700,000 5,700,000 $ (732,178) (732,178) -11% -11% Total Resources $6,818,133 $4,766,559 $6,818,133 $6,818,133 $ 5,700,000 $ (1,118,133) -16% Subtotal $1,488,065 15,000 143,857 324,477 13,771 315,529 $2,300,699 $1,428,360 11,252 101,874 308,403 20,893 90,324 $1,961,106 $1,474,013 7,306 286,431 338,520 13,771 180,654 $2,300,695 $1,474,013 $ 15,000 11,455 367,753 24,176 $1,892,397 $ 1,471,413 $ 15,000 11,455 367,490 24,176 1,889,534 $ 2,600 (7,694) 274,976 (28,970) (10,405) 180,654 411,161 0% -105% 96% -9% -76% 100% 18% $824,152 796 2,337 1,581,082 14,341 64,845 102,812 2,046 154,932 30,067 14,799 $2,792,209 $3,349,901 1,500 3,696 853,065 20,004 65,340 205,212 4,092 14,004 600 $4,517,414 $1,774,388 $ 1,500 917 3,066,233 7,438 65,340 4,092 14,004 600 $4,934,512 $ 1,372,037 $ 1,152 708 2,365,985 5,736 50,424 3,156 10,800 468 3,810,466 $ 1,977,864 348 2,988 (1,512,920) 14,268 14,916 205,212 936 3,204 132 706,948 59% 23% 81% -177% 71% 23% 100% 23% 23% 22% Subtotal $1,046,053 1,500 3,700 3,156,938 20,000 65,343 205,200 4,100 14,000 600 $4,517,434 Subtotal $0 13,232 $13,232 $0 $0 $ - $ - Total Expenditures $6,818,133 $4,766,547 $6,818,109 $6,826,909 $ 5,700,000 $ 1,118,109 16% Operating Balance (Rev. - Exp.) ($385,955) ($16,382) ($385,931) ($8,776) $ 0 $ 385,931 100% Ending Fund Balance (Resources - Exp.) ($0) $12 $24 $0 $ - $ (24) -100% REVENUE 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 796 PERSONAL SERVICES ALLOC.-IN SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 803 FUEL 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 845 SUPPORT & CARE OF PERSONS 850 UTILITIES CAPITAL OUTLAY 920 CAPITAL EQUIPMENT - 380 - FY 00-01 Projected 16% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES SHERIFF JUVENILE EDUCATION Agency 503 Org Supplies & Services Personal Services Title 5930 SHERIFF JUVENILE SCHOOL $ Totals: $ 319,008 319,008 $ $ Total Capital Outlay Expenditures 45,516 45,516 $ $ 135,452 135,452 $ $ 499,976 499,976 Revenue $ $ 499,976 499,976 EXPENDITURES AND REVENUES BY AGENCY/OBJECT SHERIFF JUVENILE EDUCATION Agency 503 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 RESOURCES REVENUE 615 GRANTS Sub Total 1,058,838 $1,058,838 859,894 $859,894 1,169,665 $1,169,665 1,119,962 $1,119,962 $ 499,976 499,976 $ (669,689) (669,689) -57% -57% Total Resources $1,058,838 $859,894 $1,169,665 $1,119,962 $ 499,976 $ (669,689) -57% $506,896 42,939 77 99,397 9,921 $659,230 $651,165 3,709 130,963 $785,837 $603,221 $ 22,018 1,069 131,588 $757,896 $ 262,912 $ 1,069 55,027 319,008 $ 388,253 3,709 (1,069) 75,936 466,829 60% 100% Subtotal $492,209 49,480 122,183 56,962 19,627 $740,461 $38,443 65,582 848 69 6,973 $111,915 $45,449 153,603 9,996 $209,048 $19,099 $ 73,276 1,695 20,000 21,996 $136,066 $ 6,391 $ 24,513 564 6,692 7,356 45,516 $ 39,058 129,090 (564) (6,692) 2,640 163,532 86% 84% Subtotal $40,326 93,271 10,000 $143,597 Subtotal 114,000 60,780 $174,780 57,000 31,749 $88,749 114,000 60,780 $174,780 16,000 210,000 $226,000 $ 9,592 125,860 135,452 $ 104,408 (65,080) 39,328 92% -107% 23% Total Expenditures $1,058,838 $859,894 $1,169,665 $1,119,962 $ 499,976 $ 669,689 57% Operating Balance (Rev. - Exp.) $0 $0 $0 ($0) $ 0 $ 0 25% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES SUPPLIES & SERVICES 801 GENERAL SUPPLIES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION CAPITAL OUTLAY 915 BUILDINGS & IMPROVEMENTS 920 CAPITAL EQUIPMENT 58% 59% 26% 78% - 381 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TOTAL BUDGET BY PROGRAM FY 2001-02 SHERIFF INMATE HEALTH SERVICES Agency 504 Org Supplies & Services Personal Services Title 5940 SHERIFF INMATE HEALTH OPS $ Totals: $ - $ $ Total Capital Outlay Expenditures 60,000 60,000 $ $ - $ $ 60,000 60,000 Revenue $ $ 60,000 60,000 EXPENDITURES AND REVENUES BY AGENCY/OBJECT SHERIFF INMATE HEALTH SERVICES Agency 504 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % $58,228 $58,228 $58,228 $58,228 $ 58,228 $ - 0% 189,738 199 15,003 $204,940 327,772 $327,772 386,000 $386,000 $ 60,000 60,000 $ (267,772) (267,772) -82% Sub Total 327,772 $327,772 Total Resources $386,000 $263,168 $386,000 $444,228 $ 118,228 $ (267,772) -69% Subtotal $12,570 9,478 2,707 3,000 $27,755 $903 20,015 69 1,500 $22,487 $0 24,755 0 3,000 $27,755 $0 $ $0 $ - $ - $ 24,755 0 3,000 27,755 100% 100% 100% 100% Subtotal $357,724 500 $358,224 $182,201 252 $182,453 $357,720 504 $358,224 $385,475 $ 504 $385,979 $ 59,916 $ 84 60,000 $ 297,804 420 298,224 83% 83% 83% Total Expenditures $385,979 $204,940 $385,979 $385,979 $ 60,000 $ 325,979 84% Operating Balance (Rev. - Exp.) ($58,207) $0 ($58,207) $21 $ - $ 58,207 100% Ending Fund Balance (Resources - Exp.) $21 $58,228 $21 $58,249 $ 58,228 $ 58,207 279265% REVENUE 638 PATIENT SERVICE REVENUE 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES SUPPLIES & SERVICES 801 GENERAL SUPPLIES 812 OTHER SERVICES - 382 - FY 00-01 Projected -82% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES SHERIFF DONATIONS FUND Agency 505 Org Supplies & Services Personal Services Title 5950 SHERIFF DONATION FUND $ Totals: $ - $ $ Total Capital Outlay Expenditures 100,000 100,000 $ $ - $ $ 100,000 100,000 Revenue $ $ 100,000 100,000 EXPENDITURES AND REVENUES BY AGENCY/OBJECT SHERIFF DONATIONS FUND Agency 505 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 RESOURCES REVENUE 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE Sub Total 100,000 $100,000 54 49,944 $49,998 100,000 $100,000 100,000 $100,000 $ 100,000 100,000 $ Total Resources $100,000 $49,998 $100,000 $100,000 $ Subtotal $100,000 $100,000 $49,998 $49,998 $100,000 $100,000 Total Expenditures $100,000 $49,998 $100,000 - 0% 0% 100,000 $ - 0% $100,000 $ $100,000 $ 100,000 $ 100,000 $ - 0% 0% $100,000 $ 100,000 $ - 0% EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES 801 GENERAL SUPPLIES - 383 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TOTAL BUDGET BY PROGRAM FY 2001-02 SHERIFF DETENTION FUND Agency 507 Personal Services Supplies & Services Total Capital Outlay Expenditures Org Title 5000 5100 5250 5300 SHERIFF'S OPERATIONS $ 12,615,151 $ 3,373,750 SHERIFF'S CUSTODY 44,642,157 5,179,213 SHERIFF'S RESOURCE MANAGEMENT (3,836,771) 57,077 INTERFUND CHARGES 15,084,058 3,256,739 68,504,595 11,866,779 Totals: $ 339,500 339,500 Revenue $ 15,988,901 $ 49,821,370 18,718,000 (3,779,694) 18,680,297 80,710,874 18,718,000 EXPENDITURES AND REVENUES BY AGENCY/OBJECT SHERIFF DETENTION FUND Agency 507 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 620 OTHER INTERGOVERNMENTAL 638 PATIENT SERVICE REVENUE 650 MISCELLANEOUS REVENUE Sub Total 18,718,000 $18,718,000 16,211,680 37,531 2,300 $16,251,511 18,718,000 $18,718,000 18,718,000 $18,718,000 $ 18,718,000 18,718,000 $ Total Resources $18,718,000 $16,251,511 $18,718,000 $18,718,000 $ Subtotal $47,192,747 1,180,726 12,061,163 245,234 (2,914,923) 8,926,721 $66,691,668 $43,837,422 101,420 1,168,953 9,258,180 818,063 (682,036) 11,972,046 $66,474,048 $44,416,943 1,718,843 9,916,006 245,234 (899,559) 11,294,202 $66,691,669 Subtotal $6,870,425 36,695 1,400 2,000 111,590 491,090 501,715 2,943,999 18,486 9,675 31,195 $11,018,270 $6,530,177 30,702 (43) 2,677 1,627 1,372 106,708 491,909 242,997 3,190,569 351,958 131,922 56,512 $11,139,087 Subtotal 46,491 $46,491 0% - 0% 18,718,000 $ - 0% $40,936,248 $ 800,000 907,935 11,782,322 3,836,040 (557,078) 13,023,069 $70,728,536 $ 41,755,813 $ 218,834 844,853 11,775,156 1,200,594 (1,841,677) 14,551,022 68,504,595 $ 2,661,130 (218,834) 873,990 (1,859,150) (955,360) 942,118 (3,256,820) (1,812,926) 6% $6,559,394 34,193 1,400 2,000 114,595 491,093 501,707 2,944,000 32,000 9,681 31,195 $10,721,258 $7,692,479 $ 36,693 241,004 1,400 2,000 576,595 735,721 501,659 3,191,810 32,000 9,681 31,195 $13,052,237 $ 4,108,422 $ 47,399 837,359 28,970 2,646 87,825 281,445 957,824 1,185,505 3,679,482 586,388 20,565 2,836 40,113 11,866,779 $ 2,450,972 (13,206) (837,359) (28,970) (1,246) (85,825) (166,850) (466,731) (683,798) (735,482) (554,388) (10,884) (2,836) (8,918) (1,145,521) 2,136 141,163 $143,299 343,503 $343,503 400,750 $400,750 $ 48,750 290,750 339,500 $ 343,503 (48,750) (290,750) 4,003 Total Expenditures $77,756,429 $77,756,434 $77,756,430 $84,181,523 $ 80,710,874 $ (2,954,444) -4% Operating Balance (Rev. - Exp.) ($59,038,429) ($61,504,923) ($59,038,430) ($65,463,523) $ (61,992,874) $ (2,954,444) -5% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 795 PERSONAL SERVICES ALLOC.-OUT 796 PERSONAL SERVICES ALLOC.-IN SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 811 HEALTH CARE SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 845 SUPPORT & CARE OF PERSONS 850 UTILITIES CAPITAL OUTLAY 915 BUILDINGS & IMPROVEMENTS 920 CAPITAL EQUIPMENT 930 VEHICLES & CONSTRUCTION EQUIP. 950 DEBT SERVICE - 384 - - 51% -19% -390% 105% -29% -3% 37% -39% -89% -4291% -146% -95% -136% -25% -1732% -112% -29% -11% 100% 1% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Superintendent of Schools Sandra E. Dowling, Ed.D. Deputy Superintendent of Schools Administration Education Services Information Services Finance MISSION The mission of the Superintendent of Schools (MCSOS) is to provide fiscal and educational services to school districts and the community so that they can ensure that students receive the best possible education in order to meet the challenges of tomorrow. DEPARTMENTAL BUDGET SCHEDULES SUPERINTENDENT OF SCHOOLS VISION The Superintendent of Schools will provide cost-effective leadership and support services to school districts and the community to ensure that students meet their future educational challenges and become contributing members of society. GOALS By July 2002 each employee’s performance plan will be aligned with the MCSOS mission and include an individual growth plan, resulting in a 30% increase in employee satisfaction ratings on internal employee surveys. By December 2001 MCSOS will develop a comprehensive technology plan that will identify current and future school district and internal technology needs. By December 2001 MCSOS will develop and implement a public relations strategy that will provide to the community, school district, and other government agencies, an awareness of programs and services available through MCSOS. By January 2002 MCSOS will develop and implement a small schools administration program that will support the educational and administrative needs of the small and rural school districts. By January 2002 MCSOS will identify and develop training courses in each functional area to provide school district personnel with information necessary to serve the needs of their staff and students. ISSUES Without qualified staff and state of the art systems, we can not deliver support and direction needed by the school districts. Poor internal communications and lack of adequate training, leads to low morale, perceived pay inequities, and lack of understanding of their role in fulfilling department mission and goals. Lack of adequate resources results in an inability to meet the needs of the Small and Rural school districts. Lack of community and school districts awareness of the services available through the County Superintendent of Schools' office, result in students not receiving the full benefits of the educational opportunities available to them. - 385 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES PERFORMANCE MEASURES Performance Measures School districts served School district elections Payroll warrants processed A/P warrants processed FY 99 Actual 41 60 315,705 141,443 FY 00 Actual 56 27 420,000 145,000 FY 01 FY 02 Actual Projected 56 56 77 25 404,367 425,000 149,722 165,000 POSITION DISTRIBUTION POSITION DISTRIBUTION 37 SUPERINTENDENT OF SCHOOLS WORKING TITLE ACCOUNTANT I ACCOUNTANT II ACCOUNTING TECHNICIAN I ADMINISTRATIVE ADMINISTRATIVE ASSTNT III ADMINISTRATIVE COORD I ADMINISTRATIVE COORD II ADMINISTRATIVE COORD III ADMINISTRATIVE COORD IV ASST. DIRECTOR OF FINANCE DIRECTOR OF FINANCE LEAD SYSTEMS OPERATOR LEAD SYSTEMS PROGRAMMER PROGRAMMER-ANALYST II SCHOOL SPRNTNDNT CHF DPTY SCHOOL SUPERINTENDENT SCHOOL SUPRTDNT EXEC ASST SENIOR NETWORK ENGINEER TECHNOLOGY DIRECTOR TOTAL FTE 2.0 1.0 4.0 1.0 1.0 4.0 1.0 2.0 4.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 30.0 MANDATE CONSOLIDATED FINANCIAL DATA Total Department Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 1,305,043 $ 1,275,348 $ 1,288,460 $ 1,372,766 $ 1,584,232 $ 1,637,442 Total $ 1,305,043 $ 1,275,348 $ 1,288,460 $ 1,372,766 $ 1,584,232 $ 1,637,442 Total Mandated Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 1,305,043 $ 1,275,348 $ 1,288,460 $ 1,372,766 $ 1,584,232 $ 1,637,442 Total $ 1,305,043 $ 1,275,348 $ 1,288,460 $ 1,372,766 $ 1,584,232 $ 1,637,442 NOTE: Mandate financials do not include appropriated beginning fund balance, debt service, or eliminations. - 386 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL BUDGET SCHEDULES MANDATE INFORMATION SUPERINTENDENT OF SCHOOLS A.R.S. §11-511 AUTHORITY HISTORY/ BACKGROUND MANDATE DESCRIPTION Powers And Duties; A.R.S. §15-301-§15-310 Local Governance Of Schools-County School Superintendent. The County Superintendent of Schools is an elected officer of the county. The first County School Superintendent in Maricopa County was elected in 1871. Distribute all laws, reports, circulars, instructions and forms received for the use of school officers: appoint governing board members of school districts to fill all vacancies; make reports showing matters relating to schools in the county as may be required. The Superintendent of Public Instruction is to report on or before October 1 of each year the amount of moneys received from state school funds, special school district taxes and other sources, the total expenditures for school purposes and the balance on hand to the credit of each school district at the close of the school year. Contract with the Board of Supervisors for the Board of Supervisors to conduct all regular school district elections. Maintain teacher and administrator certification in compliance with guidelines prescribed in the uniform system of financial records. Apportion the school moneys to each school district of the county. Draw warrants on the County Treasurer for all necessary expenses against the school fund of the districts. Keep a register of warrants showing the funds upon which the warrants have been drawn. May provide educational services of and accommodation school to the school district using the facilities of the accommodation school or school district; determine the per student cost of such services which shall be reimbursed by the school district. Maintain nationally standardized norm-referenced achievement test results from the person who has custody of a child educated at home; review annually these results to see if the child being instructed at home is progressing academically. Adhere to the uniform financial records, accounting system, accounting methods and accounting procedures proscribed by the Superintendent of Public Instruction and the State Auditor General. File in writing with the governing board of each school district in the county and the board of supervisors their estimate of the amount of school moneys required by each school district for the ensuing year, including: student count; number and student count of one room and two room rural schools; total amount to be reviewed for each school district from the county school fund and the special county school reserve fund; ending cash balance from the previous year; anticipated interest earnings; estimate additional amounts need for each school district from the primary property tax and secondary property tax. - 387 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED SUPERINTENDENT OF SCHOOLS Department 37 FUND TYPE GENERAL FUND SUB-TOTAL TOTAL FUNDS $ $ $ Personal Services 1,472,977 1,472,977 1,472,977 $ $ $ Supplies & Services 150,043 150,043 150,043 $ $ $ Capital Outlay 14,422 14,422 14,422 Total Expenses $ 1,637,442 $ 1,637,442 $ 1,637,442 Total Revenue $ 113,000 $ 113,000 $ 113,000 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT SUPERINTENDENT OF SCHOOLS Department 37 FY 00-01 Final Adopted FY 00-01 Revised FY 00-01 Projected FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 620 OTHER INTERGOVERNMENTAL 635 OTHER CHARGES FOR SERVICES 650 MISCELLANEOUS REVENUE Sub Total Total Resources $ 78,000 35,000 113,000 $ 78,000 35,000 113,000 $ 76,130 33,375 462 109,967 $ 78,000 35,000 113,000 $ 78,000 35,000 113,000 $ $ 113,000 $ 113,000 $ 109,967 $ 113,000 $ 113,000 $ $ 1,204,273 $ 221,006 1,425,279 $ 1,199,782 $ 225,497 1,425,279 $ 1,177,987 $ 28,686 214,526 5,446 1,426,645 $ 1,252,056 $ 21,366 277,587 1,551,009 $ 1,178,794 $ 21,366 265,944 6,873 1,472,977 $ 20,988 (21,366) (40,447) (6,873) (47,698) $ 30,000 $ 22,500 46,500 25,500 12,000 1,736 138,236 $ 30,000 $ 22,500 46,500 25,500 12,000 1,736 138,236 $ 28,810 $ 13,437 5,655 45,001 22,562 11,361 7,510 134,336 $ 43,458 $ 12,600 24,400 4,700 47,900 22,090 14,500 2,400 172,048 $ 28,703 $ 5,350 24,400 4,700 47,900 22,090 14,500 2,400 150,043 $ 1,297 (5,350) (1,900) (4,700) (1,400) 3,410 (2,500) (664) (11,807) Subtotal $ 20,717 20,717 $ 20,717 20,717 $ 23,251 23,251 $ 10,172 10,172 $ 10,172 4,250 14,422 $ 10,545 (4,250) 6,295 30% Total Expenditures $ 1,584,232 $ 1,584,232 $ 1,584,232 $ 1,733,229 $ 1,637,442 $ (53,210) -3% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 804 NON-CAPITAL EQUIPMENT 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING Subtotal $ $ CAPITAL OUTLAY 920 CAPITAL EQUIPMENT 950 DEBT SERVICE - 388 - 35,000 (35,000) - 0% -100% 0% 0% 2% -18% -3% 4% -8% -3% 13% -21% -38% -9% 51% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES SUPERINTENDENT OF SCHOOLS Agency 370 Org Personal Services Title $ 1,472,977 Totals: $ 1,472,977 3700 SCHOOLS SUMMARY Supplies & Services $ $ 150,043 150,043 Total Capital Outlay Expenditures $ $ 14,422 14,422 $ 1,637,442 $ 1,637,442 Revenue $ $ 113,000 113,000 EXPENDITURES AND REVENUES BY AGENCY/OBJECT SUPERINTENDENT OF SCHOOLS Agency 370 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 RESOURCES REVENUE 620 OTHER INTERGOVERNMENTAL 635 OTHER CHARGES FOR SERVICES 650 MISCELLANEOUS REVENUE Sub Total 78,000 35,000 $113,000 76,130 33,375 462 $109,967 78,000 35,000 $113,000 78,000 35,000 $113,000 $ 78,000 35,000 113,000 $ 35,000 (35,000) - -100% 0% Total Resources $113,000 $109,967 $113,000 $113,000 $ 113,000 $ - 0% $1,177,987 28,686 214,526 5,446 $1,426,645 $1,199,782 225,497 $1,425,279 $1,252,056 $ 21,366 277,587 $1,551,009 $ 1,178,794 $ 21,366 265,944 6,873 1,472,977 $ 20,988 (21,366) (40,447) (6,873) (47,698) 2% Subtotal $1,204,273 221,006 $1,425,279 Subtotal $30,000 22,500 46,500 25,500 12,000 1,736 $138,236 $28,810 13,437 5,655 45,001 22,562 11,361 7,510 $134,336 $30,000 22,500 46,500 25,500 12,000 1,736 $138,236 $43,458 $ 12,600 24,400 4,700 47,900 22,090 14,500 2,400 $172,048 $ 28,703 $ 5,350 24,400 4,700 47,900 22,090 14,500 2,400 150,043 $ 1,297 (5,350) (1,900) (4,700) (1,400) 3,410 (2,500) (664) (11,807) 23,251 $23,251 20,717 $20,717 10,172 $10,172 $ 10,172 4,250 14,422 $ 10,545 (4,250) 6,295 51% Subtotal 20,717 $20,717 Total Expenditures $1,584,232 $1,584,232 $1,584,232 $1,733,229 $ 1,637,442 $ (53,210) -3% Operating Balance (Rev. - Exp.) ($1,471,232) ($1,474,265) ($1,471,232) ($1,620,229) $ (1,524,442) $ (53,210) -4% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES SUPPLIES & SERVICES 801 GENERAL SUPPLIES 804 NON-CAPITAL EQUIPMENT 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING CAPITAL OUTLAY 920 CAPITAL EQUIPMENT 950 DEBT SERVICE 0% -18% -3% 4% -8% -3% 13% -21% -38% -9% 30% - 389 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TREASURER Treasurer Doug Todd, County Treasurer Internal Auditor Chief Deputy Investments Administration Information Systems Client Services Technical Services Accounting Services Tax Services MISSION The mission of the Maricopa County Treasurer is to provide both the administration of property taxation for the County's residents and the accounting and investment of public monies for county agencies, school districts and other sub-political jurisdictions, as mandated by state and federal law, so that they can provide appropriate services to the County's residents. GOALS By FY 2005, the Treasurer will excel in customer service using technological advances to provide taxpayers with access to all tax information via the Internet. By FY 2005, the Treasurer will improve and refine all tax collection and revenue apportionment functions by upgrading software related to these procedures. Per House Bill 2428 Legislation, by FY 2004, the Treasurer will have fully integrated all tax billing and collecting procedures for Unsecured Personal Property (e.g. commercial office equipment, heavy construction equipment and mobile homes) into the existing Treasurer's Secured Property tax activities (those which relate to real estate), thereby streamlining Unsecured Personal Property operations and enhancing collective Treasurer's Office customer services. ISSUES Continuous population growth of Maricopa County will result in increased service demands for the Treasurer by County property owners. Commercial and residential parcel count growth within Maricopa County will require more efficient methods of property tax payment processing by the Treasurer. The Treasurer's Office operating from one, non-central location in the County is challenged to find more efficient/convenient methods of servicing customers. House Bill 2428 Legislation, that will merge Unsecured Personal Property with Secured Property activities in FY 2004, will result in an increased workload for the Treasurer in billing and collecting Unsecured Property taxes, functions previously performed by the Assessor and the Sheriff. - 390 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Performance Measures Annual amt. of transactions # of Warrants processed Parcels per FTE Cost to process per parcel % of levy collected current FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected $5,697,000,000 N/A N/A N/A 1,308,973 1,289,693 1,310,423 1,312,000 16,472 17,124 17,425 20,313 $3.41 $3.04 $3.12 $2.87 97.1% 97.1% 97.1% 97.2% POSITION DISTRIBUTION POSITION DISTRIBUTION 43 TREASURER WORKING TITLE ACCOUNTANT I ADMINISTRATIVE ASSISTANT ADMINISTRATIVE ASSISTANT III ADMINISTRATIVE COORDINATOR I ADMINISTRATIVE/OFFICE SUPPORT ADMINISTRATIVE/OFFICE SUPPORT ENTRY ASSISTANT MANAGER ASSISTANT SUPERVISOR BUDGET LIAISON RECRUIT BUSINESS ANALYST CASHIERING LINE SUPERVISOR CHIEF AUDITOR CHIEF DEPUTY TREASURER CHIEF INVESTMENT OFFICER CLIENT SERVICES COORDINATOR CLIENT SERVICES REPRESENTATIVE CORPORATE SERVICES ADMINISTRATOR CUSTOMER SERVICE OPERATIONS LEAD DIVISION MANAGER EXECUTIVE SECRETARY FACILITIES COORDINATOR HUMAN RESOURCES LIAISON INFORMATION SYSTEMS DIRECTOR LAN ADMINISTRATOR LEAD COMPUTER OPERATOR LEAD INTEGRATED SYS DESIGN ANALYST LITIGATION COORDINATOR LOCAL AREA NETWORK (LAN) ADMINISTRATOR, ENTRY - SR LOCKBOX PAYMENT SPECIALIST MAIL COORDINATOR MANAGER OF SYSTEMS & PROGRAMS OPERATIONS ANALYST OPERATIONS SITE MANAGER POSTING ADMINISTRATOR PROCUREMENT SPECIALIST PROGRAMMER ANALYST RECEPTIONIST RESEARCH ADMINISTRATOR TAX LIEN SPECIALIST TREASURER TREASURER'S RECEIPT ADMINISTRATOR UNSECURED PERSONAL PROP SPECIALIST WARRANT RECONCILIATION ADMINISTRATOR TOTAL FTE 2.0 1.0 1.0 1.0 5.0 1.0 4.0 3.0 1.0 2.0 1.0 1.0 1.0 1.0 1.0 5.0 2.0 1.0 4.0 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 2.0 1.0 1.0 1.0 1.0 1.0 64.0 DEPARTMENTAL BUDGET SCHEDULES PERFORMANCE MEASURES - 391 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES MANDATE CONSOLIDATED FINANCIAL DATA Total Department Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 3,491,886 $ 3,659,749 $ 3,504,370 $ 3,336,300 $ 3,520,000 $ 3,735,313 Total $3,491,886 $3,659,749 $3,504,370 $3,336,300 $3,520,000 $3,735,313 Total Mandated Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 3,491,886 $ 3,659,749 $ 3,504,370 $ 3,336,300 $ 3,520,000 $ 3,735,313 Total $3,491,886 $3,659,749 $3,504,370 $3,336,300 $3,520,000 $3,735,313 NOTE: Mandate financials do not include appropriated beginning fund balance, debt service, or eliminations. MANDATE INFORMATION COUNTY TREASURER RESPONSIBILITIES AND REPORTING A.R.S. § 11-491; A.R.S. § 11-494; A.R.S. § 11-604-605; A.R.S. § 15-996; A.R.S. §§ AUTHORITY HISTORY/ BACKGROUND MANDATE DESCRIPTION - 392 - 35-323 through 35-327; A.R.S. § 41-1285.21; A.R.S. § 42; IRC150,148. The County Treasurer is an elected official whose duties are to enhance the accountability of public monies to the citizens at large and act as the ex-officio tax collector. The Office of the Treasurer of Maricopa County was established on February 14, 1871. The Maricopa County Treasurer provides both the administration of property taxation for the County’s residents and the accounting and investment of public monies for County agencies, school districts, and other sub-political jurisdictions as mandated by state and federal law, so that they can provide appropriate services to the County’s residents. MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TREASURER Department 43 FUND TYPE GENERAL FUND SUB-TOTAL TOTAL FUNDS $ $ $ Personal Services 2,695,258 2,695,258 2,695,258 $ $ $ Supplies & Services 1,003,931 1,003,931 1,003,931 $ $ $ Capital Outlay 36,124 36,124 36,124 Total Expenses $ 3,735,313 $ 3,735,313 $ 3,735,313 Total Revenue $ 6,000 $ 6,000 $ 6,000 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT TREASURER Department 43 FY 00-01 Final Adopted FY 00-01 Revised FY 00-01 Projected FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 635 OTHER CHARGES FOR SERVICES Sub Total $ 6,000 6,000 $ 6,000 6,000 $ 5,717 5,717 $ 6,000 6,000 $ 6,000 6,000 $ - 0% 0% $ 6,000 $ 6,000 $ 5,717 $ 6,000 $ 6,000 $ - 0% $ 2,109,482 $ 832 427,512 2,537,826 $ 2,050,062 $ 10,580 4,287 395,617 2,460,546 $ 2,290,974 $ 5,500 484,873 2,781,347 $ 2,218,212 $ 5,500 471,545 2,695,258 $ (108,730) (4,668) (44,033) (157,431) -5% -561% Subtotal $ 2,110,243 $ 427,583 2,537,826 $ SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 803 FUEL 810 LEGAL SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES Subtotal $ 100,000 $ 500 500,000 80,000 201,000 13,100 40,000 100 700 935,400 $ 122,500 $ 500 475,100 90,000 178,000 13,100 55,000 100 1,100 935,400 $ 114,728 $ 375 (2,464) 322,207 87,074 201,494 12,202 57,767 80,448 965 874,796 $ 100,000 $ 300 375,000 96,000 180,000 10,542 55,000 100,000 1,000 917,842 $ 186,089 $ 300 375,000 96,000 180,000 10,542 55,000 100,000 1,000 1,003,931 $ (63,589) 200 100,100 (6,000) (2,000) 2,558 (99,900) 100 (68,531) -52% 40% Subtotal $ 242,037 242,037 $ 242,037 242,037 $ 134,754 134,754 $ 6,124 30,000 36,124 $ 6,124 30,000 36,124 $ 235,913 (30,000) 205,913 85% $ 3,715,263 $ 3,715,263 $ 3,470,096 $ 3,735,313 $ 3,735,313 $ (20,049) -1% Total Resources EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS CAPITAL OUTLAY 920 CAPITAL EQUIPMENT 950 DEBT SERVICE Total Expenditures DEPARTMENTAL BUDGET SCHEDULES DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED -10% -6% 21% -7% -1% 20% 0% -99900% 9% -7% 97% - 393 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TOTAL BUDGET BY PROGRAM FY 2001-02 TREASURER Agency 430 Personal Services Org Title 4310 4320 4330 4340 4350 4380 ADMINISTRATION CLIENT AND REVENUE SERVICES ACCOUNTING TAX SERVICES INFORMATION SYSTEMS TECHNICAL SERVICES $ Totals: $ 372,786 416,451 303,687 403,629 580,998 617,706 2,695,258 Supplies & Services $ Total Capital Outlay Expenditures 1,003,931 $ 1,003,931 $ 36,124 36,124 $ $ 372,786 416,451 303,687 403,629 580,998 1,657,761 $ 3,735,313 Revenue $ 6,000 6,000 $ EXPENDITURES AND REVENUES BY AGENCY/OBJECT TREASURER Agency 430 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 635 OTHER CHARGES FOR SERVICES Sub Total 6,000 $6,000 5,717 $5,717 6,000 $6,000 6,000 $6,000 $ 6,000 6,000 $ Total Resources $6,000 $5,717 $6,000 $6,000 $ Subtotal $2,110,243 427,583 $2,537,826 $2,050,062 10,580 4,287 395,617 $2,460,546 $2,109,482 832 427,512 $2,537,826 Subtotal $100,000 500 500,000 80,000 201,000 13,100 40,000 100 700 $935,400 $114,728 375 (2,464) 322,207 87,074 201,494 12,202 57,767 80,448 965 $874,796 Subtotal 242,037 $242,037 134,754 $134,754 EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS SUPPLIES & SERVICES 801 GENERAL SUPPLIES 803 FUEL 810 LEGAL SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES CAPITAL OUTLAY 920 CAPITAL EQUIPMENT 950 DEBT SERVICE - 394 - - 0% 0% 6,000 $ - 0% $2,290,974 $ 5,500 484,873 $2,781,347 $ 2,218,212 $ 5,500 471,545 2,695,258 $ (108,730) (4,668) (44,033) (157,431) -5% -561% $122,500 500 475,100 90,000 178,000 13,100 55,000 100 1,100 $935,400 $100,000 $ 300 375,000 96,000 180,000 10,542 55,000 100,000 1,000 $917,842 $ 186,089 $ 300 375,000 96,000 180,000 10,542 55,000 100,000 1,000 1,003,931 $ (63,589) 200 100,100 (6,000) (2,000) 2,558 (99,900) 100 (68,531) -52% 40% 242,037 $242,037 6,124 30,000 $36,124 $ 6,124 30,000 36,124 $ 235,913 (30,000) 205,913 97% -10% -6% 21% -7% -1% 20% 0% -99900% 9% -7% 85% Total Expenditures $3,715,263 $3,470,096 $3,715,263 $3,735,313 $ 3,735,313 $ (20,049) -1% Operating Balance (Rev. - Exp.) ($3,709,263) ($3,464,378) ($3,709,263) ($3,729,313) $ (3,729,313) $ (20,049) -1% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL BUDGET SCHEDULES JUDICIAL BRANCH Maricopa County Citizens Maricopa County Superior Court Judges Judges Executive Committee Civil Department Special Assignment Department Domestic Relations Department Criminal Department Presiding Judge Assoc Presiding Judge Superior Court Administration Court Administrator Clerk of the Court 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, family, 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 3 million of Arizona’s 5 Million people reside in Maricopa County (July 2000). 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 July 2001, 90 Superior Court judges and 30 court commissioners/hearing officers staff the Court. All judicial officers are lawyers; judges 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 judges pro tempore. Judge pro tempores are lawyers appointed by the Court with the full powers of a constitutional division and serving temporarily at the pleasure of the court. Judge pro - 395 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES tempores are used sparingly as adjuncts to constitutional divisions. Court commissioners are appointed by the Court’s presiding judge. COURT JUDICIAL DEPARTMENTS The Court performs it’s work by departments, each headed by a departmental presiding judge selected by the Courts Presiding Judge. Departmental presiding judges generally serve in that capacity for 2-4 years. Trial judges of the Court rotate from one department to another, as assigned by the Presiding Judge, generally on two-year 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 the 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 Four major staffing units support the Court: Court Administration, Adult Probation, Juvenile 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-to-day operations of the court, which includes a probation department and detention facilities, and court administration staff who are responsible for processing juvenile cases. ADULT PROBATION The Adult Probation Department, headed by a Chief Adult Probation Officer, is more closely integrated into the overall management of the Court. The department works through the Court Administrator on - 396 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES 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 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 countywide 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 DEPARTMENTAL BUDGET SCHEDULES 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. 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 Family Court 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. - 397 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES SUPERIOR COURT JUDGES HON. COLIN F CAMPBELL PRESIDING JUDGE - SUPERIOR COURT JUDGE COLIN F. CAMPBELL has been Presiding Judge of Superior Court in Maricopa County since July 1, 2000. During his judicial career, he has presided over cases in each of the court’s divisions, including juvenile, family court, special assignment, probate, criminal and civil. Judge Campbell graduated from Northwestern University in 1974 with a Bachelor of Science Degree in economics. He received his law degree from the University of Arizona where he graduated Summa Cum Laude. Upon graduation he served as the law clerk for United States District Judge William Copple. In 1978 he became an associate 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 deeply committed to his profession and his community. From 1988 to 1990, he 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 Committee on Professional Rules of Conduct. He formerly served as a board member and president of Community Legal Services and the Arizona Bar Foundation. Judge Campbell also served as an Advisory Board member of the Volunteer Lawyer Program. He was on the Judicial Ethics Advisory Committee. As Presiding Judge, he sits on the Arizona Judicial Council, the State-Federal Judicial Council and the board of the Arizona Judicial College. He is a member of the Board of Visitors for the University of Arizona College of Law and has taught as an Adjunct Professor at Arizona State University’s College of Law. In 1990, the University of Arizona presented him with its Outstanding Graduate Award. Judge Campbell is former president of the Greater East Phoenix Neighborhood Association and also was president of the St. Thomas More Society and board member of the Malta Center. He served as a member and chairman of the Youth at Risk Task Force of the Arizona Coalition for Tomorrow. Judge Campbell is president of the Southwest Phoenix Community Center and formerly served on the board of directors of the Phoenix Natural Family Planning Center and Child and Family Resources, Inc. He currently serves on the board of directors of Ville de Marie - a private, non-profit school. HON. LINDA K. SCOTT PRESIDING JUDGE - JUVENILE COURT CENTER Linda K. Scott is the Presiding Juvenile Court Judge. Since becoming a Superior Court judge in 1984, the majority of her judicial service has been concentrated on Juvenile Court matters, dealing with children who have engaged in criminal behavior and those who are abused, neglected or abandoned by their families. She served as the Associate Presiding Juvenile Judge from 1991 until 1995. Although her specialty is juvenile law, Judge Scott has handled every other kind of court case including criminal, civil, probate, domestic relations, and special assignment matters. Prior to becoming a judge, she was in private practice with Treon, Warnike, & Roush, a firm specializing in personal injury litigation. Judge Scott is an Arizona native who grew up in Tempe and never strayed far from her roots. She attended Tempe schools, including the Arizona State University College of Law, where - 398 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES In 1986, Judge Scott became the second judge to be assigned to the then newly opened Southeast Branch of the Superior Court in Mesa, when the Court began developing its first full-service regional site away from the downtown Phoenix court complex. She has been a member of the National Association of Women Judges, Arizona Association of Women Judges, Juvenile Practice Committee, Civil Practice Committee and the Governor’s Task Force on Juvenile Corrections. In 1998, she participated in the Moot Court program at ASU’s College of Law. JUDGE DIV JUDGE Mark F Aceto 46 John M Gaylord Linda A Akers 50 Stephen A Gerst Rebecca A Albrecht 10 Robert L Gottsfield Arthur T Andersen 63 Warren J Granville Louis A Araneta 41 Cari Harrison Silvia R Arellano 30 Brian R Hauser Mark W Armstrong ( β ) 19 Joseph B Heilman Anna Maria Baca 42 Bethany G Hicks ( ζ ) Eddward P Ballinger 53 Ruth H Hilliard Janet Barton 76 Marion J Hoag Robert Budoff 77 Cathy M Holt Edward Burke ( δ ) 59 Jeffrey A Hotham John Buttrick 84 Sherry H Hutt Colin F Campbell ( α ) 29 Carey Hyatt Jeffrey S Cates 1 Brian K Ishikawa David R Cole 22 Barbara M Jarrett Dennis W Dairman 38 Michael D Jones Donald Daughton 52 Alan S Kamin Norman J Davis 45 Paul A Katz ( θ ) John Ditsworth 83 Roger W Kaufman Gary Donahoe 75 James H Keppel Margaret H Downie 71 Andrew Klein Thomas Dunevant 25 J Kenneth Mangum Alfred M Fenzel 66 Gregory H Martin Kenneth L Fields 20 Crane McClennen John F Foreman 11 Colleen McNally Pamela J Franks 21 Michael R McVey Francis P Gaines 58 Barbara A Mundell ( η ) Frank T Galati 12 Robert D Myers Joe R Gama 74 Robert H Oberbillig α Presiding Judge β Associate Presiding Judge γ Presiding Judge – Juvenile Court δ Presiding Judge – Civil Department ε Presiding Judge – Criminal Department ζ Presiding Judge – Family Court Department η Presiding Judge – Probate/Mental Health Department θ Presiding Judge – Tax Court DIV 70 6 2 69 85 34 64 57 14 48 68 17 32 78 44 39 47 4 27 40 49 87 31 26 51 81 41 35 24 54 JUDGE Karen L O’Connor Michael J O’Melia Thomas W O’Toole ( ε ) James E Padish Maurice Portley Douglas L Rayes Peter C Reinstein Ronald S Reinstein David L Roberts Emmet J Ronan Mark Santana William Sargeant Barry C Schneider Jonathan H Schwartz Linda K Scott ( γ ) Steven D Sheldon Roland Steinle Sherry Stephens John R Sticht David M Talamante William L Topf Dean Trebesch Maria Verdin Michael O Wilkinson Eileen Willett Penny Willrich Michael A Yarnell VACANT VACANT VACANT DIV 68 9 8 67 32 73 55 13 3 72 79 16 15 33 7 28 82 86 5 56 37 80 61 18 65 62 36 88 89 90 DEPARTMENTAL BUDGET SCHEDULES she received her law degree in 1974. - 399 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES PRECINCT Buckeye Central Phoenix Chandler East Mesa East Phoenix No. 1 East Phoenix No. 2 Gila Bend Glendale Maryvale Northeast Phoenix North Mesa North Valley Northwest Phoenix Peoria Scottsdale South Mesa/Gilbert South Phoenix East Tempe Tolleson West Mesa West Phoenix West Tempe Wickenburg * Presiding Justice of the Peace JUSTICE OF THE PEACE G. Mike Osterfeld C. Steven McMurry Ron Johnson R. Wayne Johnson Adelita Villegas Michael W. Orcutt Joe Getzwiller Quentin Tolby Andy Gastelum Jacqueline McVay Lester Pearce* Kenneth Warren Barbara Watkins Lex E. Anderson Mark Dobronski Tom Freestone Pamela C. Gutierrez John Ore Joseph Guzman Clayton Hamblen Rachel Carrillo Victor “Mike” Wilkins John Henry Lester N. Pearce currently serves as the Presiding Justice of the Peace for Maricopa County. He has served as the Justice of the Peace for the North Mesa precinct since 1997. Before joining the bench, he served in a variety of roles in both private business and state government. He served in the Arizona State Senate from 1989 to 1995 representing Legislative District 29 and was the assistant minority leader from 1991 to 1992. While in the legislature, Judge Pearce served on the Judiciary Committee, the Commerce, Labor, Insurance and Banking Committee and the rules Committee. He also was the Chairman of the Government Committee from 1989-1991 and the vice-chairman of the Commerce, Labor, Insurance and Banking Committee and the Finance and Government Committees. - 400 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL BUDGET SCHEDULES ADULT PROBATION Presiding Judge of the Superior Court Adult Probation Barbara Broderick Chief Probation Officer Administration, Budget & Finance Community Supervision Assessment & Development MISSION The Mission of the Maricopa County Adult Probation Department (MCAPD) is to provide assistance and services to neighborhoods, courts, offenders and victims so that they experience enhanced safety and well being. VISION An agency of professionals committed to continuous improvement in the quality of community life by offering hope to neighborhoods, victims and offenders. GOALS MCAPD will enhance public safety by: Reducing the number of probationers committed to the Department of Corrections to 2 out of every 10 by fiscal year 2002. Reducing the number of probationers convicted of a new felony offense by 2% beginning fiscal year 2003. It is assumed 10% of probationers will be convicted of a new felony during the fiscal year. By fiscal year 2002, employee resignations from MCAPD because of pay (51%- as of September 2000) will be reduced to the Maricopa County average (34%- as of September 2000). By fiscal year 2004, MCAPD will obtain and use technology to enhance the efficiency and effectiveness of probation services as evidenced by: A 10% (2.8 day) reduction in the time needed to submit a presentence report to the court. A 10% increase in the rate of successful completions from probation by using technological risk/needs assessment tools. A 10% increase in the rate of restitution collected. The department maintaining technology standards and replacement schedules recommended by the County Chief Information Officer in order to remain capable of participating in integration projects (e.g. Integrated Criminal Justice Information System). MCAPD will provide excellence in customer service as evidenced by a measurable increase in the number of customers who report increasing satisfaction. By 2005, 75% of victims will be satisfied with services provided by MCAPD. By 2005, 67% of offenders will be satisfied with services provided by MCAPD. By 2005, 75% of criminal court judges will be satisfied with services provided by MCAPD. Establish a baseline by 2002, of the number of staff satisfied with MCAPD. By 2005, the number of staff satisfied with MCAPD will improve by 10%. Establish a baseline by 2002, for community partner satisfaction with MCAPD. By 2005, the number of community partners satisfied with MCAPD will improve by 5%. Establish a baseline by 2002 for criminal justice agency partner satisfaction with MCAPD. By 2005, the number of criminal justice partners satisfied with MCAPD will improve by 5%. By 2003, MCAPD will have the equipment, facilities, support services and technological interconnectivity with agencies to provide efficient and effective probation services as evidenced by: A minimum mean score of 5 on a scale of 2 to 8 on employee surveys that rate staff's satisfaction level with equipment, facilities and support services. A 20% increase in the number of targeted agencies that are interconnected with Adult Probation. - 401 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES ISSUES The high demand for educated and skilled staff is placing additional responsibilities upon the agency to use new and innovative practices to recruit, retain and reward staff. The trend to treat substance abuse offenses as a public health issue within the criminal justice system requires partnerships and new methods of supervision and treatment. The growing population and increases in police, courts and offenders are stretching the agency’s resources and ability to meet the demand for effective services. Organizations are increasingly turning to technology to use, share and manage information, which requires the agency to obtain more resources, allocate resources differently and shift current resources to acquire, use, stay current and maintain the technologies. Changes in laws, societal demands, criminal justice practices and demographic shifts in offender populations are causing criminal justice agencies to develop specialization and expertise in managing and providing services to offenders. Criminal justice agencies are relying more upon collaborations and partnerships with both public and private agencies to enhance the safety and well being of our neighborhoods. Our agency is committing additional resources and expertise to develop and sustain these relationships. The public demands that agencies and staff be held accountable for their practices and show positive results which requires the agency to allocate more resources to develop methods to monitor and use performance measures. An increase in expectations that criminal justice agencies be more responsive to victims’ needs and rights requires the agency to develop new and provide additional victim services. PERFORMANCE MEASURES Performance Measures Pre-sentence Reports Clients in General Supervision Cost Per Pre-sentence Report Day Reporting Centers/Jail Days Saved Court Liaison Program/Jail Days Saved Client Community Services Hours Restitution Collected FY 99 Actual 14,290 21,047 $428 32,219 61,150 675,043 $6,729,551 FY 00 Actual 13,942 22,509 $501 19,259 70,727 897,326 $7,536,386 FY 01 Actual 18,888 22,272 N/A 17,915 74,964 903,051 $8,425,867 FY 02 Projected 19,000 22,600 N/A 18,000 75,000 910,000 $8,500,000 POSITION DISTRIBUTION POSITION DISTRIBUTION 11 ADULT PROBATION WORKING TITLE ACCOUNTANT III 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 I ADULT PROB SRVLNC OFCR II ADULT PROB SRVLNC OFCR III ADULT PROB TRNG&DEV COORD ADULT PROBATION CHF OFFCR ADULT PROBATION OFFICER I ADULT PROBATION OFFICER II ADULT PROBATION OFFICER III ADULT PROBATION OFFICER IV - 402 - FTE 1.0 1.0 14.0 18.0 12.0 2.0 10.0 1.0 7.0 2.0 3.0 6.0 16.0 95.0 1.0 1.0 32.0 57.5 510.0 72.0 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES FTE 8.0 1.0 12.0 1.0 7.0 7.0 12.0 30.0 1.0 1.0 109.5 3.0 1.0 1.0 2.0 1.0 1.0 1.0 1.0 3.0 2.0 1.0 1.0 1.0 1.0 1.0 8.0 2.0 1.0 1.0 1.0 4.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 45.0 2.0 8.0 2.0 1.0 1.0 1.0 1.0 2.0 3.0 2.0 2.0 1.0 1167.0 DEPARTMENTAL BUDGET SCHEDULES WORKING TITLE ADULT PROBATION OFFICER V BUSINESS ANALYST LEAD CASE ADMINISTRATOR CHEMICAL DEPENDENCY COUNSELOR III COLLECTOR COLLECTOR III COM SYS OP COUNSELOR II COUNSELOR III COURT INFORMATION PROCESSOR II COURT INFORMATION PROCESSOR III COURT INFORMATION PROCESSOR IV COURT INFORMATION PROCESSOR V DATABASE ADMINISTRATOR DECISION SUPPORT ANALYST I FAC PROJ COORD I HELP DESK COORDINATOR HUMAN RESOURCES MANAGER INFORMATION SYSTEMS ANALYST INFORMATION SYSTEMS DESIGN ANALYST I INFORMATION SYSTEMS TECH II INFORMATION SYSTMS TCH II IT COORDINATOR IT PROFESSIONAL - SENIOR CP IT PROGRAM COORDINATOR JUDICIAL ADMINISTRATOR II JUDICIAL ADMINISTRATOR III JUDICIAL ADMINISTRATOR IV JUDICIAL ASSISTANT II JUDICIAL SERVICES ADMINISTRATOR II JUDICIAL SERVICES ADMINISTRATOR III JUDICIAL SERVICES ADMINISTRATOR V LEAD COM SYS LEAD PROGRAMMER-ANALYST LEAD SYSTEMS ADMINISTRATR LEAD SYSTEMS PROGRAMMER LEGAL ASSISTANT MANAGEMENT ANALYST III MANAGEMENT ANALYST IV PRESENTENCE SCREENER I PROGRAM COORDINATOR I PROGRAM COORDINATOR II PROGRAMMER ANALYST II PROJECT LEADER PROJECT MANAGER PUBLIC WORKS LEAD SENIOR SYSTEMS ADMINSTRTR SENIOR SYSTEMS PROGRAMMER SERVICE WORKER IV SYSTEMS ADMINISTRATOR II SYSTEMS PROGRAMMER II VICTIM WITNESS ADVOCATE TOTAL - 403 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES MANDATE CONSOLIDATED FINANCIAL DATA Total Department Expenditures FY 1996-97 Actuals F7 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001 - 2002 Adopted Budget General Fund $ 8,775,108 $ 9,643,329 $ 9,716,296 $ 10,834,886 $ 11,619,113 $ 12,134,273 Special Revenue $23,957,577 $28,547,618 $34,440,477 $39,618,900 $40,000,000 $47,271,760 Total $32,732,685 $38,190,947 $44,156,773 $50,453,786 $51,619,113 $59,406,033 Total Mandated Expenditures FY 1996-97 Actuals F7 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001 - 2002 Adopted Budget General Fund $ 7,586,131 $ 8,528,740 $ 9,224,666 $ 10,815,035 $ 11,162,000 $ 11,605,000 Special Revenue $22,639,126 $27,916,432 $31,505,947 $39,562,257 $37,040,000 $38,965,000 Total $30,225,257 $36,445,172 $40,730,613 $50,377,292 $48,202,000 $50,570,000 General Fund $ 1,188,977 $ 1,114,589 $491,630 $ 19,851 $457,113 $529,273 Special Revenue $ 1,318,451 $631,186 $ 2,934,530 $56,643 $ 2,960,000 $ 8,306,760 Total $ 2,507,428 $ 1,745,775 $ 3,426,160 $76,494 $ 3,417,113 $ 8,836,033 Total Non-Mandated Expenditures FY 1996-97 Actuals F7 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001 - 2002 Adopted Budget NOTE: Mandate financials do not include appropriated beginning fund balance, debt service, or eliminations. - 404 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES COMMUNITY PUNISHMENT PROGRAM, LITERACY PROGRAMS ARS §12-299.01 Community Punishment AUTHORITY HISTORY/ BACKGROUND MANDATE DESCRIPTION Programs, Submission Of Plan; Use Of Monies; Prohibitions This statute created probation treatment programs to both enhance the supervision of offenders and present an alternative to prison commitments for class 4,5, and 6 felonies. Enhance the adult probation services system by developing additional probation conditions, programs and services for offenders placed on supervised probation and intensive probation. Provide programs, services and increased supervision, surveillance and control to special probation populations. Community Punishment Program, Literacy Programs FY 1996-97 Actuals F7 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001 - 2002 Adopted Budget General Fund $ 7,433 $ 18,942 $ 32,226 $267,489 $270,000 $290,000 Special Revenue $ 1,668,688 $ 2,175,685 $ 2,181,240 $ 3,008,717 $ 2,395,000 $ 2,600,000 Total $ 1,676,121 $ 2,194,627 $ 2,213,466 $ 3,276,206 $ 2,665,000 $ 2,890,000 DEPARTMENTAL BUDGET SCHEDULES MANDATE INFORMATION ADULT INTENSIVE PROBATION A.R.S. §§ 13-913 through 13-918 Intensive Probation AUTHORITY Based on programs in Georgia, the legislature created another level of probation HISTORY/ intensity. Intensive Probation (IPS) is a last chance effort for those who failed on BACKGROUND standard probation. A two-person intensive probation team shall supervise no more than twenty-five MANDATE persons at one time, and a three-person intensive probation team shall supervise no DESCRIPTION more than forty persons at one time. The intensive probation team shall…exercise close supervision and observation over persons sentenced to intensive probation including (a) visual contact with each probationer at least 4 times per week, and (b) weekly contact with the employer of the probationer. Adult Intensive Probation FY 1996-97 Actuals F7 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001 - 2002 Adopted Budget General Fund $245,811 $532,292 $428,995 $567,064 $580,000 $600,000 Special Revenue $ 6,296,206 $ 6,794,852 $ 7,193,974 $ 8,562,119 $ 7,800,000 $ 8,200,000 Total $ 6,542,017 $ 7,327,144 $ 7,622,969 $ 9,129,183 $ 8,380,000 $ 8,800,000 - 405 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES VICTIM NOTIFICATION AUTHORITY HISTORY/ BACKGROUND MANDATE DESCRIPTION A.R.S. § 13-4415 Notice Of Probation Modification, Termination Or Revocation Disposition Matters; Notice Of Arrest This mandate was a major portion of the victims' rights legislation. Probation has a duty to inform opted-in victims at every step of the process. On request of the victim, the court shall notify the victim of any probation revocation disposition proceeding or any proceeding in which the court is asked to terminate the probation or intensive probation of a person who is convicted of committing a criminal offense against the victim. On request of the victim, the court shall notify the victim of a modification of the terms of probation or intensive probation of a person only if the modification will substantially affect the persons; contact with or safety of the victim or if notification affects restitution or incarceration status. On request of the victim, the court shall notify the victim of the arrest of a person who is on supervised probation and who is arrested pursuant to a warrant issued for a probation violation. Victim Notification FY 1996-97 Actuals F7 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001 - 2002 Adopted Budget DNA TESTING AUTHORITY HISTORY/ BACKGROUND MANDATE DESCRIPTION Special Revenue $$$104,832 $125,714 $205,000 $250,000 Total $5,585 $9,497 $112,935 $137,323 $220,000 $280,000 A.R.S. § 13-4438 (C) Deoxyribonucleic Acid (DNA) Testing; Exception The legislature decided that sex offenders' DNA needed to be recorded for future investigation of offenses. Probation was viewed as an ideal point to enforce compliance. The County Probation Department shall secure a blood sample sufficient for DNA testing and extraction within 15 days after a person is convicted or adjudicated delinquent of a sexual offense and is sentenced to a term of probation and within thirty days after the arrival of a person who is accepted under the interstate compact for the supervision of probationers. The County Probation Department shall secure a blood sample sufficient for deoxyribonucleic acid testing as extraction. The County department shall transmit the sample to the Department of Public Safety. DNA Testing FY 1996-97 Actuals F7 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Estimate FY 2000-01 Estimate FY 2001 - 2002 Adopted Budget - 406 - General Fund $ 5,585 $ 9,497 $ 8,103 $ 11,609 $ 15,000 $ 30,000 General Fund Special Revenue Total CLIENT IS RESPONSIBLE FOR COST OF SPECIMEN COLLECTION MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Drug Treatment and Education Fund FY 1996-97 Actuals F7 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001 - 2002 Adopted Budget COMMUNITY SERVICE AUTHORITY HISTORY/ BACKGROUND MANDATE DESCRIPTION General Fund $$$ 25,468 $ 25,273 $ 50,000 $ 70,000 Special Revenue $$ 1,392,342 $ 2,011,449 $ 1,617,381 $ 2,300,000 $ 2,500,000 Total $$ 1,392,342 $ 2,036,917 $ 1,642,654 $ 2,350,000 $ 2,570,000 DEPARTMENTAL BUDGET SCHEDULES DRUG TREATMENT AND EDUCATION FUND A.R.S. § 13-3422 Drug Court Programs; Establishment; Participation AUTHORITY This mandate was passed as a voter initiative. The proposition mandates treatment HISTORY/ of drug offenders rather than incarceration, and provides funding for treatment. BACKGROUND To cover the costs of placing persons in drug education and treatment programs MANDATE administered by a qualified agency or organization that provides such programs to DESCRIPTION persons who abuse controlled substances. A.R.S. § 12-299.01 Community Punishment Program; A.R.S. § 13-914 Intensive Probation; Evaluation; Sentence; Criteria; Limit; Conditions; Court Order Community service is a politically popular and a good public relations program. It is a good example of Restorative Justice. It contributes extensively to the improvement of the community. Clean up and graffiti abatement programs have a major impact on our neighborhoods. The concept of giving "giving back to society" by those who have violated the law is its objective. The Chief Justice has incorporated community service into his "2002 Initiative." Intensive probation shall be conditioned on the offender being involved in community service work at least six days a week throughout his term of intensive probation performing not less than forty hours of community service each month. Promote accountability of offenders to their local community by requiring community work service to local governments and community agencies. Community Service FY 1996-97 Actuals F7 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001 - 2002 Adopted Budget General Fund $ 60,322 $ 72,519 $106,630 $ 92,179 $140,000 $175,000 Special Revenue $144,928 $164,774 $264,281 $383,646 $300,000 $350,000 Total $205,250 $237,293 $370,911 $475,825 $440,000 $525,000 - 407 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES COMMUNITY NOTIFICATION OF SEX OFFENDERS A.R.S. § 13-3825 Community Notification AUTHORITY Responding to the massive public pressure, the legislature decided that the community HISTORY/ needed to be notified of sex offender residence. Probation and law enforcement are BACKGROUND held responsible. Within seventy-two hours after a person who was convicted is released from MANDATE confinement or who was accepted under the interstate compact for the supervision of DESCRIPTION probationers has arrived in the state, the agency that has accepted supervision shall provide information to the department of public safety. A law enforcement agency may delegate all or part of the notification process for offenders on community supervision to the county probation department as appropriate. Community Notification of Sex Offenders FY 1996-97 Actuals F7 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Estimate FY 2000-01 Estimate FY 2001 - 2002 Adopted Budget DRUG COURT AUTHORITY HISTORY/ BACKGROUND MANDATE DESCRIPTION Special Revenue $$$$$$- Total $ 21,323 $ 19,623 $105,496 $$$- A.R.S. § 13-3422 Drug Court Programs; Establishment; Participation The Drug Court was created because of the success of Drug Courts in other jurisdictions in dealing with first time drug offenders. The Presiding Judge of the Superior Court in each county may establish a drug court program. Cases assigned to a drug court program shall consist of defendants who are drug dependent persons and who are charged with a probation eligible offense under this chapter, including preparatory offenses. The terms and conditions of probation shall provide for the treatment of the drug dependent person and shall include any other conditions and requirements that the court deems appropriate. Drug Court FY 1996-97 Actuals F7 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001 - 2002 Adopted Budget - 408 - General Fund $ 21,323 $ 19,623 $105,496 $$$- General Fund $ 46,058 $ 64,919 $ 80,470 $ 93,189 $100,000 $135,000 Special Revenue $244,078 $330,233 $493,283 $844,799 $530,000 $580,000 Total $290,136 $395,152 $573,753 $937,988 $630,000 $715,000 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES HISTORY/ BACKGROUND MANDATE DESCRIPTION § 12-251 (A) Adult Probation Officers and support staff; appointment; qualifications Why is the service level at 60:1? In order to be effective, the probation officer must have the time to effectively manage offenders. In many states, where the ratio is much higher, probation has become purely a prison diversion. The Chief Adult Probation Officer, with the approval of the Presiding Judge of the Superior Court, shall appoint such deputy adult probation officers and support staff as are necessary to provide pre-sentence investigations and supervision services to the court. Those deputy adult probation officers engaged in case supervision shall supervise no more than an average of sixty adults who reside in the county on probation to the court. Field Services Supervision FY 1996-97 Actuals F7 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001 - 2002 Adopted Budget INDIRECT SERVICES AUTHORITY HISTORY/ BACKGROUND MANDATE DESCRIPTION General Fund $ 4,072,914 $ 4,532,787 $ 5,085,518 $ 5,512,076 $ 5,757,000 $ 5,900,000 Special Revenue $10,863,454 $13,018,982 $14,795,404 $18,787,651 $17,900,000 $18,700,000 Total $14,936,368 $17,551,769 $19,880,922 $24,299,727 $23,657,000 $24,600,000 DEPARTMENTAL BUDGET SCHEDULES FIELD SERVICES SUPERVISION A.R.S. AUTHORITY A.R.S. § 31-461 through 31-466 (A) Compact Agreement/Adult Probation Procedures The Indirect Services Unit manages felony offenders who are sentenced in Maricopa County and leave the state to reside elsewhere, and supervises felons sentenced in another state who come to reside in Maricopa County. The objective is to protect the community from and provide treatment resources to felony offenders whom, if not for the Interstate Compact Agreement, would be residing in Maricopa County without the knowledge or consent of the authorities or citizens of the County. That each receiving state will assume the duties of visitation of and supervision over probationers or parolees of any sending state and in the exercise of those duties will be governed by the same standards that prevail for its own probationers and parolees. Indirect Services FY 1996-97 Actuals F7 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001 - 2002 Adopted Budget General Fund $169,257 $155,842 $ 13,339 $ 88,827 $100,000 $115,000 Special Revenue $580,913 $700,332 $918,043 $ 1,215,625 $ 1,250,000 $ 1,300,000 Total $750,170 $856,174 $931,382 $ 1,304,452 $ 1,350,000 $ 1,415,000 - 409 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES PRESENTENCE INVESTIGATIONS A.R.S. § AUTHORITY HISTORY/ BACKGROUND MANDATE DESCRIPTION 12-251 (A) Adult Probation Officers And Support Staff; Appointment; Qualifications; A.R.S. § 12-253 (4) Adult Probation Officers Powers And Duties; A.R.S. § 13-914 (A) Intensive Probation; Evaluation; Sentence; Criteria; Limit; Conditions; A.R.S. § 13-701 (B) Sentence Of Imprisonment For Felony; Presentence Report; Rule 26.4 - Rules Of Criminal Procedure A 1988 amendment included all class felonies. In 1993, it was mandated that any person who committed a felony after January 1, 1994 needed a copy of a recent Presentence Investigation (PSI) report when transferring to the Department of Corrections. An Adult Probation Officer shall investigate cases referred to him for investigation by the court in which he is serving and report thereon to the court. An Adult Probation Officer shall prepare a presentence report for every offender who has either been convicted of a felony and for whom the granting of probation is not prohibited by law, or violated probation by commission of a technical violation that was not chargeable or indictable as a criminal offense. No prisoner shall be transferred to the custody of the State Department of Corrections without a copy of a recent PSI report unless the court has waived preparation of the report. Presentence Investigations FY 1996-97 Actuals F7 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001 - 2002 Adopted Budget WARRANTS AUTHORITY HISTORY/ BACKGROUND MANDATE DESCRIPTION Special Revenue $ 2,339,767 $ 2,781,475 $ 2,980,485 $ 3,567,665 $ 3,600,000 $ 3,700,000 Total $ 4,642,875 $ 5,413,283 $ 5,851,509 $ 6,986,587 $ 7,100,000 $ 7,300,000 A.R.S. § 13-901 (C) (D) Probation The Warrants Locator Unit was created due to the safety risks posed to the community of leaving individuals, for whom warrants have been issued, to exist in the community without consequence. The court may in its discretion issue a warrant for the re-arrest of the defendant. At any time during the probationary term of the person released on probation, any probation officer may, without warrant or other process, at any time until the final disposition of the case, re-arrest any person and bring the person before the court. Warrants FY 1996-97 Actuals F7 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001 - 2002 Adopted Budget - 410 - General Fund $ 2,303,108 $ 2,631,808 $ 2,871,024 $ 3,418,922 $ 3,500,000 $ 3,600,000 General Fund $183,272 $180,396 $254,295 $283,036 $300,000 $320,000 Special Revenue $312,249 $344,990 $404,222 $489,326 $490,000 $500,000 Total $495,521 $525,386 $658,517 $772,362 $790,000 $820,000 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Court Order Work Furlough reduces full time jail bed occupancy and allows an offender to serve jail term as part of probation, yet be employed, pay restitution to victim and to be assessed a Work Furlough fee to offset part of the cost of the Work Furlough program. Work Furlough FY 1996-97 Actuals F7 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001 - 2002 Adopted Budget General Fund $492,371 $329,738 $318,598 $329,456 $350,000 $370,000 Special Revenue $188,843 $212,767 $158,734 $269,112 $270,000 $285,000 Total $681,214 $542,505 $477,332 $598,568 $620,000 $655,000 DEPARTMENTAL BUDGET SCHEDULES WORK FURLOUGH AUTHORITY HISTORY/ BACKGROUND - 411 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED ADULT PROBATION Department 11 FUND TYPE GENERAL FUND SPECIAL REVENUE SUB-TOTAL TOTAL FUNDS Personal Services 10,147,219 39,654,922 $ 49,802,141 $ 49,802,141 $ Supplies & Services 1,987,054 7,538,337 $ 9,525,391 $ 9,525,391 $ Capital Outlay 78,500 $ 78,500 $ 78,500 $ Total Expenses $ 12,134,273 47,271,759 $ 59,406,032 $ 59,406,032 Total Revenue $ 45,500,837 $ 45,500,837 $ 45,500,837 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT ADULT PROBATION Department 11 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Revised FY 00-01 Projected FY 01-02 Requested FY 01-02 Adopted Variance % $ 2,024,247 $ 2,024,247 $ 2,024,247 $ 1,770,923 $ 1,770,923 $ (253,324) -13% REVENUE 615 GRANTS 635 OTHER CHARGES FOR SERVICES 637 FINES & FORFEITS 645 INTEREST EARNINGS Sub Total 41,078,637 6,720,000 47,798,637 $ 34,398,845 6,770,107 46,569 (14,090) 41,201,431 $ 38,473,935 7,026,902 45,500,837 $ 38,473,935 7,026,902 45,500,837 $ (2,604,702) 306,902 (2,297,800) -6% 5% $ 41,078,637 6,720,000 47,798,637 $ Total Resources $ 49,822,884 $ 49,822,884 $ 43,225,678 $ 47,271,760 $ 47,271,760 $ (2,551,124) -5% EXPENDITURES PERSONAL SERVICES $ 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 795 PERSONAL SERVICES ALLOC.-OUT 796 PERSONAL SERVICES ALLOC.-IN Subtotal $ 37,170,645 $ 550,000 7,534,904 6,530,572 (23,672) 15,000 51,777,449 $ 39,432,523 $ 550,000 7,782,559 4,104,003 (23,672) 15,000 51,860,413 $ 36,956,323 $ 679,384 109,949 7,284,848 1,778,752 (23,672) 15,000 46,800,584 $ 42,875,490 $ 590,004 50,000 8,901,438 (60,000) 60,000 52,416,932 $ 40,483,108 $ 590,004 50,000 8,644,662 34,367 (60,000) 60,000 49,802,141 $ (1,050,585) (40,004) (50,000) (862,103) 4,069,636 36,328 (45,000) 2,058,272 -3% -7% SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 811 HEALTH CARE SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 830 INTERGOVERNMENTAL PAYMENTS 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 845 SUPPORT & CARE OF PERSONS Subtotal $ 914,676 $ 12,905 1,100,000 50,000 370,923 4,193,647 829,000 497,100 397,001 534,378 5,000 132,000 9,036,630 $ 953,761 $ 12,905 1,100,000 50,000 370,923 4,266,647 829,000 497,100 397,001 534,378 5,000 164,000 9,180,715 $ 638,314 $ 4,030 14,518 613,726 50,442 208,879 2,482,207 865,486 392,699 760 339,710 468,159 31,508 118,306 6,228,744 $ 998,142 $ 10,000 15,682 258,516 60,000 305,000 3,366,077 979,000 600,000 1,500 595,844 485,000 65,000 92,678 7,832,439 $ 3,088,421 $ 10,000 15,682 258,516 60,000 305,000 3,230,357 931,593 600,000 1,500 381,644 485,000 65,000 92,678 9,525,391 $ CAPITAL OUTLAY 920 CAPITAL EQUIPMENT 930 VEHICLES & CONSTRUCTION EQUIP 950 DEBT SERVICE Subtotal $ 392,199 392,199 $ 392,199 392,199 $ 75,000 17,182 92,182 $ 60,000 18,500 391,160 469,660 $ 60,000 18,500 78,500 $ 332,199 (18,500) 313,699 80% Total Expenditures $ 61,206,278 $ 61,433,327 $ 53,121,510 $ 60,719,031 $ 59,406,032 $ 2,027,295 3% Operating Balance (Rev. - Exp.) $ (13,407,641) $ (13,634,690) $ (11,920,079) $ (15,218,194) $ (13,905,195) $ (270,505) -2% - 412 - -5% -11% 99% 153% -300% 4% (2,134,660) -224% (10,000) (2,777) -22% 841,484 76% (10,000) -20% 65,923 18% 1,036,290 24% (102,593) -12% (102,900) -21% (1,500) 15,357 4% 49,378 9% (60,000) -1200% 71,322 43% (344,676) -4% 85% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES ADULT PROBATION Agency 110 Personal Services Org Title 1110 1130 1140 1150 1160 ADMINISTRATION/TECHNICAL SERVI $ 1,613,005 PRE-SENTENCE INVESTIGATIONS 3,167,261 COMMUNITY PUNISHMENT PROGRAM 370,344 INTENSIVE PROBATION SUPERVISIO 86,148 FIELD SERVICES 4,910,461 Totals: $ 10,147,219 Supplies & Services $ Total Capital Outlay Expenditures 1,987,054 1,987,054 $ $ - $ $ 3,600,059 3,167,261 370,344 86,148 4,910,461 $ 12,134,273 Revenue $ $ - EXPENDITURES AND REVENUES BY AGENCY/OBJECT DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 ADULT PROBATION Agency 110 FY 00-01 Final Adopted EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 795 PERSONAL SERVICES ALLOC.-OUT 796 PERSONAL SERVICES ALLOC.-IN FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % Subtotal $7,938,481 50,000 1,556,603 (23,672) 15,000 $9,536,412 $7,809,021 79,863 50,703 1,541,132 233,222 (23,672) 15,000 $9,705,269 $8,015,164 50,000 1,562,883 (23,672) 15,000 $9,619,375 $8,694,303 $ 50,001 50,000 1,812,428 (60,000) $10,546,733 $ 8,313,245 $ 50,001 50,000 1,759,606 34,367 (60,000) 10,147,219 $ (298,081) (1) (50,000) (196,722) (34,367) 36,328 15,000 (527,843) Subtotal $359,676 12,905 25,000 20,923 173,800 404,000 197,100 272,001 204,378 5,000 30,000 $1,704,783 $360,737 4,030 14,518 162,160 37,944 31,381 180,869 384,866 212,011 760 255,267 216,931 28,519 15,180 $1,905,173 $398,761 12,905 25,000 20,923 246,800 404,000 197,100 272,001 204,378 5,000 62,000 $1,848,868 $446,000 $ 10,000 15,682 73,276 30,000 30,000 426,077 454,000 250,000 1,500 465,844 207,000 40,000 60,000 $2,509,379 $ 321,002 $ 10,000 15,682 73,276 30,000 30,000 290,357 406,593 250,000 1,500 251,644 207,000 40,000 60,000 1,987,054 $ 77,759 (10,000) (2,777) (73,276) (5,000) (9,077) (43,557) (2,593) (52,900) (1,500) 20,357 (2,622) (35,000) 2,000 (138,186) $0 142,199 $142,199 391,160 $391,160 $ - $ 142,199 142,199 100% Subtotal 142,199 $142,199 Total Expenditures $11,383,394 $11,610,442 $11,610,442 $13,447,272 $ 12,134,273 $ (523,830) -5% Operating Balance (Rev. - Exp.) ($11,383,394) ($11,610,442) ($11,610,442) ($13,447,272) $ (12,134,273) $ (523,830) -5% SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 811 HEALTH CARE SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 830 INTERGOVERNMENTAL PAYMENTS 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 845 SUPPORT & CARE OF PERSONS CAPITAL OUTLAY 920 CAPITAL EQUIPMENT 950 DEBT SERVICE -4% 0% -13% 153% 100% -5% 20% -22% -20% -43% -18% -1% -27% 7% -1% -700% 3% -7% 100% - 413 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TOTAL BUDGET BY PROGRAM FY 2001-02 ADULT PROBATION GRANTS Agency 111 Personal Services Org Title 1110 1130 1140 1150 1160 ADMINISTRATION/TECHNICAL SERVI $ 1,152,946 PRE-SENTENCE INVESTIGATIONS 1,489,306 COMMUNITY PUNISHMENT PROGRAM 1,805,916 INTENSIVE PROBATION SUPERVISIO 7,874,967 FIELD SERVICES 19,496,494 Totals: $ 31,819,630 Supplies & Services Total Capital Outlay Expenditures $ 5,715,804 900,000 $ 6,615,804 $ 38,500 38,500 $ $ 6,907,250 1,489,306 2,705,916 7,874,967 19,496,494 $ 38,473,934 Revenue $ 38,473,935 $ 38,473,935 EXPENDITURES AND REVENUES BY AGENCY/OBJECT ADULT PROBATION GRANTS Agency 111 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 615 GRANTS 635 OTHER CHARGES FOR SERVICES 645 INTEREST EARNINGS 34,398,845 118,497 (35,911) $34,481,431 41,078,637 $41,078,637 38,473,935 $38,473,935 $ 38,473,935 38,473,935 $ (2,604,702) (2,604,702) -6% Sub Total 41,078,637 $41,078,637 Total Resources $41,078,637 $34,481,431 $41,078,637 $38,473,935 $ 38,473,935 $ (2,604,702) -6% $23,978,162 507,955 23,255 4,631,811 1,346,335 $30,487,518 $25,319,445 400,000 5,009,980 3,872,212 $34,601,637 $27,425,511 $ 440,003 5,674,616 60,000 $33,600,130 $ 25,808,932 $ 440,003 5,510,695 60,000 31,819,630 $ (489,487) (40,003) (500,715) 3,872,212 (60,000) 2,782,007 -2% -10% Subtotal $23,499,622 400,000 4,789,701 5,912,314 $34,601,637 $233,634 253,998 12,498 177,498 2,263,848 480,620 168,452 84,443 249,626 2,989 103,126 $4,030,732 $355,000 500,000 25,000 350,000 3,995,000 425,000 250,000 125,000 270,000 82,000 $6,377,000 $358,266 $ 131,360 30,000 225,000 2,900,000 475,000 300,000 130,000 228,000 25,000 32,678 $4,835,304 $ 2,138,766 $ 131,360 30,000 225,000 2,900,000 475,000 300,000 130,000 228,000 25,000 32,678 6,615,804 $ (1,783,766) 368,640 (5,000) 125,000 1,095,000 (50,000) (50,000) (5,000) 42,000 (25,000) 49,322 (238,804) -502% 74% -20% 36% 27% -12% -20% -4% 16% Subtotal $355,000 500,000 25,000 350,000 3,995,000 425,000 250,000 125,000 270,000 82,000 $6,377,000 2,237 17,182 $19,419 100,000 $100,000 20,000 18,500 $38,500 $ 20,000 18,500 38,500 $ 80,000 (18,500) 61,500 80% Subtotal 100,000 $100,000 Total Expenditures $41,078,637 $34,537,669 $41,078,637 $38,473,934 $ 38,473,934 $ 2,604,703 6% Operating Balance (Rev. - Exp.) $0 ($56,238) ($0) $1 $ 1 $ 1 4506% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 796 PERSONAL SERVICES ALLOC.-IN SUPPLIES & SERVICES 801 GENERAL SUPPLIES 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 811 HEALTH CARE SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 845 SUPPORT & CARE OF PERSONS CAPITAL OUTLAY 920 CAPITAL EQUIPMENT 930 VEHICLES & CONSTRUCTION EQUIP. - 414 - -6% -10% 100% 8% 60% -4% 62% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES 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: $ 1,429,428 2,207,612 116,924 117,771 3,963,559 7,835,292 Supplies & Services $ $ Total Capital Outlay Expenditures 922,533 922,533 $ 40,000 40,000 $ $ $ 2,391,961 2,207,612 116,924 117,771 3,963,559 8,797,825 Revenue $ 7,026,902 $ 7,026,902 EXPENDITURES AND REVENUES BY AGENCY/OBJECT DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 ADULT PROBATION SPECIAL FUNDING Agency 112 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % $2,024,247 $2,024,247 $2,024,247 $1,770,923 $ 1,770,923 $ (253,324) -13% 6,651,610 46,569 21,821 $6,720,000 6,720,000 $6,720,000 7,026,902 $7,026,902 $ 7,026,902 7,026,902 $ 306,902 306,902 5% Sub Total 6,720,000 $6,720,000 Total Resources $8,744,247 $8,744,247 $8,744,247 $8,797,825 $ 8,797,825 $ 53,578 1% $5,169,140 91,566 35,991 1,111,905 199,195 $6,607,797 $6,097,914 100,000 1,209,696 231,791 $7,639,401 $6,755,676 $ 100,000 1,414,394 $8,270,069 $ 6,360,931 $ 100,000 1,374,361 7,835,292 $ (263,017) (164,665) 231,791 (195,891) -4% 0% Subtotal $5,732,542 100,000 1,188,600 618,258 $7,639,400 $43,943 197,568 37,490 12,236 1,602 $292,839 $200,000 600,000 24,847 50,000 60,000 20,000 $954,847 $193,876 $ 53,880 50,000 40,000 50,000 50,000 50,000 $487,756 $ 628,653 $ 53,880 50,000 40,000 50,000 50,000 50,000 922,533 $ (428,653) 546,120 (50,000) (15,153) (50,000) 10,000 20,000 32,314 -214% 91% Subtotal $200,000 600,000 24,847 50,000 60,000 20,000 $954,847 Subtotal 150,000 $150,000 72,763 $72,763 150,000 $150,000 40,000 $40,000 $ 40,000 40,000 $ 110,000 110,000 73% 73% Total Expenditures $8,744,247 $6,973,399 $8,744,248 $8,797,825 $ 8,797,825 $ (53,577) -1% Operating Balance (Rev. - Exp.) ($2,024,247) ($253,399) ($2,024,248) ($1,770,923) $ (1,770,923) $ 253,325 13% Ending Fund Balance (Resources - Exp.) $0 $1,770,848 ($1) ($0) $ (0) $ 1 74% REVENUE 635 OTHER CHARGES FOR SERVICES 637 FINES & FORFEITS 645 INTEREST EARNINGS EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES SUPPLIES & SERVICES 801 GENERAL SUPPLIES 804 NON-CAPITAL EQUIPMENT 811 HEALTH CARE SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 842 TRAVEL & EDUCATION 845 SUPPORT & CARE OF PERSONS CAPITAL OUTLAY 920 CAPITAL EQUIPMENT 5% -14% 100% -3% -61% 0% 17% 100% 3% - 415 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES JUSTICE COURTS Presiding Judge of the Superior Court Honorable Colin F. Campbell Presiding Justice of the Peace Honorable Lester Pearce Justice Courts Administrator Bonnie C. Dicus MISSION The mission of the Maricopa County Justice Courts is to provide professional judicial services for court customers so they can obtain timely and economical justice within their community. VISION The vision of the Maricopa County Justice Courts is to provide community-based, user-friendly, efficient and professional justice. GOALS By January 2002, the Justice Courts will produce educational programs to educate the public about the unique services provided by the Justice Courts. By June 2002, the Justice Courts will implement a comprehensive security program at all Justice Court locations, thus reducing the threat of harm to staff and court users. By July 2002 we will identify and maintain an appropriate staffing level for the Justice Court system to support justice court processes. By July 2002, enhance service delivery through a comprehensive volunteer program which measures volunteer hours and additional services rendered. By December 31, 2002, develop a formula for and identify sites for Justice Court locations based on population and corresponding demographics for an appropriate number of additional Justice Courts by 2006. By July 2003, process all case types within timeframes established by the National Trial Court Performance Standards and or statutory requirements. ISSUES The increase in the population will increase the demand for Justice Court services. Increasing technology will reduce personal contact with customers, while placing additional demands on staff and facilities. The increasing demand for Justice Courts Services will challenge us to deliver services more efficiently. An integrated court/law enforcement information system will improve information sharing and improve service throughout the court and law enforcement community. A diverse array of unmet customer expectations leads to dissatisfaction, but presents opportunities for Justice Courts to enhance service delivery. Funding limitations and associated resource management challenges may reduce the Justice Courts capacity to properly serve the community. The potential implementation of initiatives reducing individual justice courts' autonomy will create new challenges for the department to ensure that their customers can access a swift and economical forum of justice within the community. The challenges of attracting and retaining a qualified workforce will impact adversely the ability of the Justice Courts to deliver services. - 416 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES PERFORMANCE MEASURES Performance Measures Number of Justice Courts Number of Judicial Productivity Credits FY 99 Actual 21/23 22,194 FY 00 Actual 23 22,375 FY 01 FY 02 Actual Projected 23 23 26,786 22,556 Number of filings per case type: DUI Serious traffic Other traffic Total Criminal Traffic Civil Traffic Misdemeanors Misdemeanors FTA Traffic FTA Total Misdemeanors Felonies Small Claims Forcible Detainers Other Civil Total Civil Cases Parking Total Local Ordin. Total All Cases Ave. filings per Justice Court Ave. cost per filing (based on GF actuals) Ave. filings per GF employee (PT and FT) 6,806 701 16,554 24,061 149,299 21,589 4,166 6,301 32,056 18,808 19,990 55,144 19,705 94,839 2 2 319,065 13,772 $40.39 1,186 6,867 838 20,634 28,339 158,204 22,883 3,810 6,148 32,841 18,111 17,500 59,744 17,381 94,625 8 8 332,128 14,440 $44.46 1,186 7,415 905 18,735 27,055 154,469 23,475 3,730 6,063 33,268 16,661 16,161 68,567 20,153 104,881 13 13 336,347 14,624 $44.22 1,172 6,928 975 24,714 32,617 167,109 24,177 3,466 5,933 33,576 17,414 15,010 64,344 15,057 94,411 19 19 345,145 15,006 $44.89 1,166 Number of disposed cases per type: DUI Serious traffic Other traffic Total Criminal Traffic Civil Traffic Misdemeanors Misdemeanors FTA Traffic FTA Total Misdemeanors Felonies Small Claims Forcible Detainers Other Civil Total Civil Cases Parking Total Local Ordin. Total All Cases 5,473 663 17,604 23,740 137,054 19,627 2,179 4,455 26,261 17,973 18,101 54,121 17,983 90,205 19 19 295,252 4,279 720 18,595 23,594 147,268 20,971 2,274 4,595 27,840 16,928 17,483 58,596 17,859 93,938 8 8 309,576 6,507 787 16,641 23,935 144,279 19,143 2,322 3,493 24,958 16,394 16,529 66,961 17,543 101,033 15 15 310,614 6,454 847 16,650 23,951 150,092 19,430 2,401 3,219 25,050 15,519 15,799 72,733 17,355 105,887 10 10 320,509 13.30 13.84 11.60 14.21 Number of cases disposed per JPC DEPARTMENTAL BUDGET SCHEDULES The volatile and emotional nature of the issues handled by the Justice Courts may threaten court security and employee/customer safety. - 417 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES POSITION DISTRIBUTION - 418 - POSITION DISTRIBUTION 24 JUSTICE COURTS WORKING TITLE ACCOUNTANT II ACCOUNTANT III ADMINISTRATIVE ASSTNT II ADMINISTRATIVE COORD II ADMINISTRATIVE COORD III ADMINISTRATIVE COORD IV ADMINISTRATIVE COORD V ASSOCIATE BUSNSS SYS ANLT ASSOCIATE CLIENT REPRSNTV COURT INFORMATION PROCESSOR II COURT SECURITY SUPERVISOR DECISION SUPPRT ANLYST I DECISION SUPPRT ANLYST II FISCAL MGMT ANALYST III 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 COLLECTOR JUSTICE COURT DEPUTY ADMIN JUSTICE OF THE PEACE MANAGEMENT ANALYST IV PROJECT MANAGER PUBLIC INFORMATION OFFICER SECURITY GUARD SECURITY GUARD I SENIOR SYSTEMS PROGRAMMER SR HUMAN RESOURCE ANALYST TOTAL FTE 1.0 1.0 2.0 1.0 1.0 1.0 2.0 2.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 85.0 13.0 50.0 22.0 23.0 20.0 1.0 23.0 1.0 1.0 1.0 2.0 27.0 1.0 1.0 293.0 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Total Department Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 10,940,071 $ 12,055,282 $ 12,887,250 $ 14,767,834 $ 15,210,722 $ 15,494,859 Special Revenue $$ 515,672 $ 332,830 $ 1,444,760 $ 1,145,781 $ 1,189,875 Total $ 10,940,071 $ 12,570,954 $ 13,220,080 $ 16,212,594 $ 16,356,503 $ 16,684,734 Total Mandated Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 10,940,071 $ 12,055,282 $ 12,887,250 $ 14,767,834 $ 15,210,722 $ 15,494,859 Special Revenue $$ 515,672 $ 332,830 $ 1,444,760 $ 1,145,781 $ 1,189,875 Total $ 10,940,071 $ 12,570,954 $ 13,220,080 $ 16,212,594 $ 16,356,503 $ 16,684,734 DEPARTMENTAL BUDGET SCHEDULES MANDATE CONSOLIDATED FINANCIAL DATA NOTE: Mandate financials do not include appropriated beginning fund balance, debt service, or eliminations. - 419 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES MANDATE INFORMATION JUSTICES OF THE PEACE Constitution Article 6, § 32 Superior and other courts; qualification of judges; A.R.S. §§ AUTHORITY HISTORY/ BACKGROUND MANDATE DESCRIPTION - 420 - 22-101 through 22-125 Justice Precincts and Precinct Officers; A.R.S. §§ 22-201 through 22-284 Civil Proceedings in Justice Courts; A.R.S. §§ 22-301 through 22-375 Criminal Proceedings in Justice Courts, and Small Claims A.R.S. §§ 22-501 through 22-524 The office of the Justice of the Peace is established in the Arizona Constitution. The Constitution was amended in 1990 to increase Civil Jurisdiction to $10,000 or less. The Board of Supervisors can create, change and abolish justice precincts, but may not abolish a precinct until the expiration of terms of office of the present Justice and Constable. Justices of the Peace may act in other precincts within the County. The County must pay for office rent, stationary, telephone, lights, official travel expenses when the Justice of the Peace is outside of his/her precinct and 60% of the salary and benefits of the Justice. Justices of the Peace salaries are established by judicial productivity credits, which entitle them to varying percentages of the salary of the Superior Court Judge ranging from 25% to 70% (A.R.S §§ 22-125). Justices of the Peace are required to prepare a schedule of misdemeanor traffic violations and specific amounts of bail each; they are also required to prepare a schedule of civil traffic violations and the specific amount of deposit for each. The Superior Court Presiding Judge may appoint Justices of the Peace Pro Tempore with approval of the Board of Supervisors. Justices Pro Tempore are entitled to compensation as set for elected Justices in the precincts in which they serve. The County must pay the cost of their salaries plus facilities, staff, and supplies. Justices of the Peace are required to keep civil and criminal dockets. MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES JUSTICE COURTS Department 24 FUND TYPE GENERAL FUND SPECIAL REVENUE SUB-TOTAL TOTAL FUNDS Personal Services 12,050,797 114,419 $ 12,165,216 $ 12,165,216 $ Supplies & Services 3,444,062 659,727 $ 4,103,789 $ 4,103,789 $ Capital Outlay 415,729 $ 415,729 $ 415,729 Total Expenses $ 15,494,859 1,189,875 $ 16,684,734 $ 16,684,734 $ Total Revenue $ 11,976,438 911,000 $ 12,887,438 $ 12,887,438 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT JUSTICE COURTS Department 24 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance $ REVENUE 615 GRANTS 620 OTHER INTERGOVERNMENTAL 635 OTHER CHARGES FOR SERVICES 637 FINES & FORFEITS 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE 863,328 FY 00-01 Revised $ 863,328 Sub Total $ 975,000 975,000 2,785,000 2,785,000 8,960,000 8,960,000 106,000 106,000 12,826,000 $ 12,826,000 Total Resources $ 13,689,328 $ 9,104,044 $ 9,282,281 540,825 410,779 64,066 63,200 1,915,480 1,867,207 101,932 11,624,415 $ 11,725,399 EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 830 INTERGOVERNMENTAL PAYMENTS 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES $ $ $ 13,689,328 467,533 $ 604,618 152,201 252,500 2,658,069 78,200 102,917 153,100 27,400 4,496,538 $ 213,733 43 96,519 150,996 474,837 2,644,818 69,523 110,367 160,566 11,915 40,000 3,973,317 948,231 948,231 FY 00-01 Projected $ 665,059 FY 01-02 Requested $ 549,486 FY 01-02 Adopted $ Variance 549,486 $ (313,842) 204,767 885,136 2,668,922 8,942,437 8,529 134,176 $ 12,843,968 833,871 2,753,395 9,176,314 123,858 $ 12,887,438 833,871 2,753,395 9,176,314 123,858 $ 12,887,438 (141,129) (31,605) 216,314 17,858 $ 61,438 $ 13,509,027 $ 13,436,924 $ 13,436,924 $ (252,404) $ $ $ $ 17% 0% -2% 9,279,992 607,580 98,363 2,179,281 $ 12,165,216 2,289 (196,801) (35,163) (312,074) 101,932 $ (439,817) 0% -48% -56% -17% 100% -4% $ $ $ $ (196,609) (457) 10,164 (51,404) 354,149 60,002 (22,227) (32,146) (65,443) (63,016) (118,485) (5,000) $ (130,472) -92% -1063% 11% -34% 75% 2% -32% $ 1,080,833 974 18,624 225,534 427,382 2,549,816 76,641 10,946 177,208 134,493 57,643 33,374 4,793,468 $ 243,223 243,223 $ 449,387 500 112,446 326,122 130,688 2,617,938 91,750 32,146 175,810 223,582 130,400 45,000 4,335,769 $ 410,342 500 86,355 202,400 120,688 2,584,816 91,750 32,146 175,810 223,582 130,400 45,000 4,103,789 $ 415,729 415,729 $ 415,729 415,729 $ 532,502 532,502 $ 16,684,734 $ (37,787) 0% 23,651 1% Subtotal $ 525,994 525,994 Total Expenditures $ 16,646,947 Operating Balance (Rev. - Exp.) $ (3,820,947) $ (3,820,947) $ (3,512,535) $ (4,719,518) $ (3,797,296) $ Ending Fund Balance (Resources. - Exp.) $ (2,957,619) $ (2,957,619) $ (2,847,476) $ (4,170,032) $ (3,247,810) $ (290,191) $ 16,646,947 -14% -1% 2% 9,649,097 744,811 98,363 2,277,278 85,909 $ 12,855,458 $ $ -36% 8,632,637 727,178 165,761 1,733,927 60,309 $ 11,319,812 Subtotal CAPITAL OUTLAY 920 CAPITAL EQUIPMENT % $ 16,356,503 $ 17,606,956 DEPARTMENTAL BUDGET SCHEDULES DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED -59% -39% -994% -13% -3% 56% 56% -10% - 421 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TOTAL BUDGET BY PROGRAM FY 2001-02 JUSTICE COURTS Agency 240 Org Supplies & Services Personal Services Title 2400 ADJUDICATION 2430 CASE PROCESSING 2460 ADMINSTRATION $ 407,371 9,335,294 2,308,131 Totals: $ 12,050,797 $ Total Capital Outlay Expenditures 3,005,893 438,169 3,444,062 $ $ $ - $ 407,371 12,341,187 2,746,300 $ 15,494,859 Revenue $ 11,974,088 2,350 $ 11,976,438 EXPENDITURES AND REVENUES BY AGENCY/OBJECT JUSTICE COURTS Agency 240 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 620 OTHER INTERGOVERNMENTAL 635 OTHER CHARGES FOR SERVICES 637 FINES & FORFEITS 650 MISCELLANEOUS REVENUE Sub Total 975,000 2,350,000 8,500,000 90,000 $11,915,000 885,136 2,273,114 8,529,330 126,178 $11,813,758 975,000 2,350,000 8,500,000 90,000 $11,915,000 833,871 2,318,395 8,716,314 107,858 $11,976,438 $ 833,871 2,318,395 8,716,314 107,858 11,976,438 $ (141,129) (31,605) 216,314 17,858 61,438 -14% -1% 3% 20% 1% Total Resources $11,915,000 $11,813,758 $11,915,000 $11,976,438 $ 11,976,438 $ 61,438 1% Subtotal $9,104,044 540,825 64,066 1,915,480 $11,624,415 $8,629,028 727,178 165,761 1,733,067 60,309 $11,315,342 $9,282,281 410,779 63,200 1,867,207 948 $11,624,415 $9,649,097 $ 638,523 98,363 2,269,147 85,909 $12,741,039 $ 9,279,992 $ 501,292 98,363 2,171,150 12,050,797 $ 2,289 (90,513) (35,163) (303,943) 948 (426,382) 0% -22% -56% -16% 100% -4% $261,677 974 9,340 225,534 369,396 2,460,038 73,823 10,946 176,364 132,847 48,996 33,374 $3,803,309 $145,958 43 150,996 173,037 2,506,018 69,523 104,367 123,795 10,250 40,000 $3,323,987 $139,499 $ 500 26,091 326,122 69,188 2,604,936 91,750 32,146 175,810 34,600 130,400 45,000 $3,676,042 $ 100,454 $ 500 202,400 59,188 2,571,814 91,750 32,146 175,810 34,600 130,400 45,000 3,444,062 $ 45,504 (457) (51,404) 113,849 (65,796) (22,227) (32,146) (71,443) 89,195 (120,150) (5,000) (120,075) 31% -1063% Subtotal $205,200 152,201 152,500 2,492,469 78,200 102,917 113,100 27,400 $3,323,987 -68% 72% -1172% -13% -4% Subtotal 90,994 $90,994 92,071 $92,071 90,994 $90,994 $0 $ - $ 90,994 90,994 100% 100% Total Expenditures $15,039,396 $15,210,722 $15,039,396 $16,417,081 $ 15,494,859 $ (455,463) -3% Operating Balance (Rev. - Exp.) ($3,124,396) ($3,396,964) ($3,124,396) ($4,440,643) $ (3,518,421) $ (394,025) -13% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES SUPPLIES & SERVICES 801 GENERAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 830 INTERGOVERNMENTAL PAYMENTS 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES CAPITAL OUTLAY 920 CAPITAL EQUIPMENT - 422 - -34% 66% -3% -32% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES JUSTICE COURTS JCEF Agency 242 Org Personal Services Title 2470 JUSTICE COURTS JCEF $ Totals: $ 114,419 114,419 Supplies & Services $ $ Total Capital Outlay Expenditures 165,829 165,829 $ $ 415,729 415,729 $ $ 695,977 695,977 Revenue $ $ 466,000 466,000 EXPENDITURES AND REVENUES BY AGENCY/OBJECT JUSTICE COURTS JCEF Agency 242 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted $394,958 $579,100 $394,958 $500,588 $ 500,588 $ Sub Total 460,000 6,000 $466,000 1,747 413,107 5,116 3,000 $422,970 460,000 6,000 $466,000 460,000 6,000 $466,000 $ 460,000 6,000 466,000 $ Total Resources $860,958 $1,002,070 $860,958 $966,588 $ Subtotal $0 $0 $818 165 $984 $0 100,984 $100,984 Subtotal $39,571 346,610 100,000 40,000 $526,181 $470,610 364 $470,974 Subtotal 168,000 $168,000 Total Expenditures REVENUE 635 OTHER CHARGES FOR SERVICES 637 FINES & FORFEITS 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE Variance % 105,630 - 27% 0% - 0% 0% 966,588 $ 105,630 12% $0 $ 106,288 8,131 $114,419 $ - $ 106,288 8,131 114,419 $ (106,288) (8,131) 100,984 (13,435) 100% -13% $50,000 55,000 100,000 271 $205,271 $17,312 $ 86,355 45,000 17,162 $165,829 $ 17,312 $ 86,355 45,000 17,162 165,829 $ 32,688 (31,355) 55,000 (16,891) 39,442 65% -57% 55% -6233% 19% 29,524 $29,524 387,926 $387,926 415,729 $415,729 $ 415,729 415,729 $ (27,803) (27,803) -7% -7% $694,181 $501,482 $694,181 $695,977 $ 695,977 $ (1,796) 0% Operating Balance (Rev. - Exp.) ($228,181) ($78,512) ($228,181) ($229,977) $ (229,977) $ (1,796) -1% Ending Fund Balance (Resources - Exp.) $166,777 $500,588 $166,777 $270,611 $ 270,611 $ 103,834 62% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES SUPPLIES & SERVICES 801 GENERAL SUPPLIES 804 NON-CAPITAL EQUIPMENT 812 OTHER SERVICES 842 TRAVEL & EDUCATION CAPITAL OUTLAY 920 CAPITAL EQUIPMENT DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 - 423 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TO TAL BUDG ET BY PROG RAM F Y 2 0 0 1 -0 2 J U S T IC E C O U R T S E N H A N C E M E N T A gency 243 O rg 2430 2431 2432 2433 2434 2435 2436 2437 2438 2439 2440 2441 2442 2443 2444 2445 2446 2447 2448 2449 2450 2451 2456 2457 2460 P e rs o n a l S e r v ic e s T it le C A S E P R O C E S S IN G BUCKEYE P H O E N IX C HAN DLER EAST MESA E A S T P H O E N IX # 1 E A S T P H O E N IX # 2 G IL A B E N D G LEN D ALE M ARYVALE NORTH M ESA N O R T H E A S T P H O E N IX N O R T H W E S T P H O E N IX P E O R IA SC O TTSDALE S O U T H M E S A /G I L B E R T S O U T H P H O E N IX TEMPE TO LLESO N W EST MESA W E S T P H O E N IX W IC K E N B U R G N O RTH VALLEY TEMPE W EST A D M IN IS T R A T IO N $ T o ta ls : - $ S u p p lie s & S e r v ic e s $ $ 3 1 ,5 0 0 1 0 ,8 0 2 1 0 ,8 0 2 1 0 ,9 2 0 1 0 ,8 2 0 1 0 ,9 2 0 1 0 ,8 8 6 1 0 ,8 0 2 1 0 ,8 7 0 1 0 ,9 8 6 1 0 ,8 3 6 1 1 ,2 0 2 1 0 ,9 2 0 1 0 ,9 8 6 1 1 ,0 2 0 1 0 ,9 8 6 1 0 ,9 2 0 1 1 ,1 0 2 1 1 ,0 3 6 1 0 ,9 2 0 1 1 ,0 3 6 1 0 ,7 3 6 1 0 ,9 0 2 1 1 ,1 0 2 2 1 0 ,8 8 6 4 9 3 ,8 9 8 C a p it a l O u tla y T o ta l E x p e n d itu r e s $ $ - $ 3 1 ,5 0 0 1 0 ,8 0 2 1 0 ,8 0 2 1 0 ,9 2 0 1 0 ,8 2 0 1 0 ,9 2 0 1 0 ,8 8 6 1 0 ,8 0 2 1 0 ,8 7 0 1 0 ,9 8 6 1 0 ,8 3 6 1 1 ,2 0 2 1 0 ,9 2 0 1 0 ,9 8 6 1 1 ,0 2 0 1 0 ,9 8 6 1 0 ,9 2 0 1 1 ,1 0 2 1 1 ,0 3 6 1 0 ,9 2 0 1 1 ,0 3 6 1 0 ,7 3 6 1 0 ,9 0 2 1 1 ,1 0 2 2 1 0 ,8 8 6 4 9 3 ,8 9 8 $ R evenue $ 4 4 5 ,0 0 0 4 4 5 ,0 0 0 $ EXPENDITURES AND REVENUES BY AGENCY/OBJECT JUSTICE COURTS ENHANCEMENT Agency 243 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance $85,959 $468,370 $48,898 $ 48,898 Sub Total 435,000 10,000 $445,000 394,061 1,346 4,998 $400,405 435,000 10,000 $445,000 435,000 10,000 $445,000 $ 435,000 10,000 445,000 $ - 0% 0% Total Resources $913,370 $486,364 $913,370 $493,898 $ 493,898 $ (419,472) -46% Subtotal $0 $0 $2,791 695 $3,487 $0 $0 $0 $ $0 $ - $ - $ - $141,712 9,284 57,986 89,778 2,818 844 1,282 8,647 $312,351 $17,775 41,519 201,800 138,800 6,000 36,500 1,665 $444,059 $292,576 $ 16,500 13,002 171,820 $493,898 $ 292,576 $ 16,500 13,002 171,820 493,898 $ (274,801) 41,519 185,300 125,798 6,000 (135,320) 1,665 (49,839) -1546% 100% 92% 91% Subtotal $222,762 258,008 165,600 $646,370 Subtotal 267,000 $267,000 121,628 $121,628 469,311 $469,311 $0 $ - $ 469,311 469,311 100% 100% Total Expenditures $913,370 $437,466 $913,370 $493,898 $ 493,898 $ 419,472 46% Operating Balance (Rev. - Exp.) ($468,370) ($37,061) ($468,370) ($48,898) $ (48,898) $ 419,472 90% Ending Fund Balance (Resources - Exp.) $0 $48,898 $0 $0 $ - $ - EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 750 FRINGE BENEFITS SUPPLIES & SERVICES 801 GENERAL SUPPLIES 804 NON-CAPITAL EQUIPMENT 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING CAPITAL OUTLAY 920 CAPITAL EQUIPMENT $ % $468,370 REVENUE 635 OTHER CHARGES FOR SERVICES 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE - 424 - FY 00-01 Projected (419,472) - -90% 0% 100% -371% 100% -11% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL BUDGET SCHEDULES JUVENILE PROBATION Juvenile Court Juvenile Court Honorable Linda K. Scott Honorable Linda K. Scott Presiding Judge Presiding Judge Chief Juvenile Probation Officer Cheryln K. Townsend Asst. Director - Court Services Asst. Director - Juvenile Detention Services Administrative Services Research & Planning Services Probation Services - SEF Community Services JIPS Services Probation Services - DUR Detention Services MISSION The mission of Maricopa County is to provide regional leadership and fiscally responsible, necessary public services to its residents so they can enjoy living in healthy and safe communities. VISION We envision Maricopa County as being a place where: Juveniles who come into contact with the Department become responsible citizens; Victims of juvenile crime experience justice; The Public feels safer. GOALS At each step of involvement wit the Probation Department where over-representation or differential treatment is noted, starting in FY 2002, we will institute training programs and/or services to reverse the trend. We will recruit and fund staff positions that, by FY 2003 result in the following retention rates: YS: 0 - 2 years @ 85% 3 - 5 years @ 90% Over 5 years @ 95% All Other Positions: 0 - 2 years @ 90% 3 - 5 years @ 90% Over 5 years @ 95% and achieve and maintain an average staffing of 96.5% filled positions by July, 2003. Analyze and evaluate current and projected client service needs by June, 2002. By February 2003, a departmental plan will be developed in conjunction with other governmental and community based agencies that will identify a continuum of service delivery options. By June 30, 2004 we will have implemented at least 50% of the continuum in alignment with available research and “Best Practice.” Eighty five percent of our employees will be satisfied or very satisfied with their employment at MCJPD by FY 2004. In FY 2001 determine (a) the amount of undistributed Restitution funds, and (b) the average number of days it takes to distribute funds. In FY 2002, decrease by 20% the number of days it takes to distribute the funds. ISSUES The need to recruit qualified staff is impacted by increased competition among the public and private sector. This will challenge the department's ability to staff the expansion of the agency. A large percentage of juveniles and families referred to the Court experience psychological, behavioral, educational and social problems in addition to delinquency. The impact on our department is that we must develop and fund programs that meet these needs in order to change behavior. Communities perceive that there is little or no connection between their lives and "The Justice System". - 425 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES This creates a situation of reduced community support and approval of our efforts. Maricopa County is the fastest growing county in the United States. The impact on the probation department has been unprecedented growth an decentralization resulting in staff feeling separated and isolated from each other and lacking purpose. Research results leading toward better diagnostics and treatment, political forces, and other forces combine to create a situation in which our personnel require more and more specialized knowledge. The over-representation of minorities throughout the juvenile justice system results in resentment, hostility, and distrust of our Department. Other political and legislative agendas require resources from our department and impact our ability to focus on our identified goals and priorities. Treatment funding is not going to rise to the level needed to properly serve our juvenile population. Our department is challenged to do more with less. The Court has undistributed funds allocated for victim restitution. This negatively affects public perception of the court, probation, and the juvenile justice system. 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 99 Actual 33,808 363 9,890 4,228 NA FY 00 Actual 34,157 397 10,054 5,508 85.6% 80.1% 73.9% 82.8% 72.9% FY 01 FY 02 Actual Projected 37,542 39,438 404 415 10,195 10,382 5,703 5,724 86.8% 87.5% 84.0% 73.9% 82.4% 74.3% POSITION DISTRIBUTION POSITION DISTRIBUTION 27 JUVENILE PROBATION WORKING TITLE ACCOUNTANT III ADMINISTRATIVE ASSISTANT ADMINISTRATIVE COORD II ADMINISTRATIVE COORD IV ADMINISTRATIVE COORD V ADMINISTRATV SUPPORT MGR ASSOCIATE DECISION SUPPORT ANALYST COLLECTOR COUNSELOR COURT INFORMATION PROCESSOR COURT INFORMATION PROCESSOR III COURT INFORMATION PROCESSOR IV COURT INFORMATION PROCESSOR V CUSTODIAN III DECISION SUPPORT ANALYST 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 II JUVENILE PROBATION OFFICER III JUVENILE PROBATION OFFICER IV JUVENILE PROBATION OFFICER V JUVENLE CRT SVCS ASST DIR - 426 - FTE 1.0 2.0 3.0 1.0 2.0 1.0 2.0 2.0 1.0 1.0 56.0 7.0 14.0 5.0 5.0 1.0 1.0 1.0 3.0 2.0 1.0 5.0 427.0 38.0 7.0 3.0 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES FTE 6.0 1.0 1.0 2.0 5.0 1.0 2.0 1.0 1.0 1.0 181.0 794.0 MANDATE CONSOLIDATED FINANCIAL DATA Total Department Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 15,950,652 $ 17,115,615 $ 17,538,982 $ 9,546,024 $ 10,520,359 $ 10,956,082 Special Revenue $ 7,437,918 $ 10,344,805 $ 11,312,751 $ 24,955,845 $ 26,673,527 $ 29,025,225 Total $ 23,388,570 $ 27,460,420 $ 28,851,733 $ 34,501,869 $ 37,193,886 $ 39,981,307 Total Mandated Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 15,950,652 $ 17,115,615 $ 17,538,982 $ 9,546,024 $ 10,520,359 $ 10,956,082 Special Revenue $ 7,437,918 $ 10,344,805 $ 11,312,751 $ 24,955,845 $ 26,673,527 $ 29,025,225 Total $ 23,388,570 $ 27,460,420 $ 28,851,733 $ 34,501,869 $ 37,193,886 $ 39,981,307 DEPARTMENTAL BUDGET SCHEDULES WORKING TITLE LAUNDRY WORKER II MANAGEMENT ANALYST IV MENTAL HEALTH CLINICAL DIRECTOR PHYSICAL EDUC-RECR COORD SENIOR DECISION SUPPORT ANALYST SENIOR INFO TCHNLGY CNSLT SERVICE WORKER III SPECIAL EDUCATN TCHR III SYSTEMS ADMINISTRATOR II TECHNICAL YOUTH SUPERVISOR TOTAL NOTE: Mandate financials do not include appropriated beginning fund balance, debt service, or eliminations. - 427 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES MANDATE INFORMATION JUVENILE COURT* AUTHORITY HISTORY/ BACKGROUND MANDATE DESCRIPTION Constitution Article 6 § 15 Superior Court ; Procedures Affecting Children; A.R.S. §§ 8101 Through 8-863 Juvenile Court The Juvenile Court is a part of the Superior Court, headed by a Juvenile Presiding Judge. While most of the funding for Juvenile Court is provided by County revenue sources, a significant portion is funded through Federal and State grant awards. The Juvenile Court has jurisdiction over all cases involving crimes committed by persons under 18 years of age, including some traffic offenses. The Juvenile Court also has jurisdiction over all adoptions, cases of neglect and abuse, termination of parental rights, Title 8 guardianships and other child-related matters. Juvenile Probation: The number of deputy probation officers must not exceed one for every thirty-five children under protective supervision or probation. Juvenile Detention: The Board of Supervisors is required to "maintain a detention center separate and apart from a jail or lock-up in which adults are confined where children alleged to be delinquent or incorrigible…shall, when necessary before or after hearing, be detained." The Juvenile Intensive Probation program is also required by statute, but is fully funded by the State. *The Juvenile Court has jurisdiction over all cases involving crimes committed by juveniles, therefore, total mandated expenditures for the Juvenile Court program is considered to be the consolidated Juvenile Probation department expenditures. In order to avoid double counting, the Juvenile Court program mandate calculation equals total department expenditures minus all other Juvenile Probation mandated program expenditures. COMMUNITY SERVICES A.R.S. AUTHORITY HISTORY/ BACKGROUND MANDATE DESCRIPTION § 8-205 Powers and duties of Juvenile Court personnel; A.R.S. § 8-321 Referrals; diversions; conditions; definitions; A.R.S. § 8-322 Juvenile Probation Services Fund; program and contract requirements; A.R.S. §§ 8-381 through 8-418 Victims Rights for Juvenile Offenses; Supreme Court A.O. 93-59 Educational Policies and Standards Laws 1994, 2nd S…, Chap 201, Sec. 23,25, 33 provides funds for "Safe Schools". During 1997, changes were made to juvenile statutes which included providing for direct filing, in Adult Court, of specified charges on juveniles meeting certain criteria. The County Attorney may divert the prosecution of certain juveniles to a diversion program administered by the juvenile court. The Supreme Court provides funds for the staff administering diversion programs and program services to juveniles participating in diversion. Victims’ rights include information, notification, and “rights to be heard”, all of which require activities of probation officers. Staff Development develops, presents and arranges for training programs in support of mandated training requirements for judicial employees. The “Safe School’s” Program provides funding for 24 Juvenile Probation Officers who are assigned to various schools and participate in school safety and law related education programs. Community Services FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget - 428 - General Fund $ 576,222 $ 931,320 $ 1,015,176 $ 1,099,238 $ 1,095,257 $ 1,134,980 Special Revenue $ 1,575,998 $ 2,876,556 $ 3,468,096 $ 4,450,762 $ 4,515,374 $ 3,419,115 Total $ 2,152,220 $ 3,807,876 $ 4,483,272 $ 5,550,000 $ 5,610,631 $ 4,554,095 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES HISTORY/ BACKGROUND MANDATE DESCRIPTION A.R.S. § 8-203 Court employees; appointment; certification; qualifications; salary; bond; A.R.S. § 8-205 Powers and duties of Juvenile Court personnel; A.R.S. § 8-341 Disposition and Commitment; A.R.S. § 8-239 Transfer Hearing; A.R.S. §§ 8-351 through 8-358 Intensive Probation; A.R.S. § 13-501 Persons under 18 years of age; felony charging; definitions; Supreme Court A.O. 90-09 Administrative Requirements for Juvenile Intensive Probation Supervision Programs; Supreme Court Rules of Procedure for Juvenile Court. During 1997, changes were made to juvenile statutes which included providing for direct filing, in Adult Court, of specified charges on juveniles meeting certain criteria. Probation officers are required to provide post adjudication and transfer investigations and reports, standard and intensive probation supervision, and process and coordinate the transfer of juveniles for adult prosecution. Juvenile probation officers performing standard field supervision shall not supervise more than an average of 35 juveniles on probation. Probation Services FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget JIPS FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 5,380,630 $ 5,742,062 $ 5,901,254 $ 6,496,986 $ 6,962,873 $ 7,051,303 General Fund Special Revenue $ 5,109,548 $ 6,348,152 $ 6,387,759 $ 7,070,617 $ 5,195,840 $ 7,380,624 Special Revenue $$$$$$- $$$$$ 3,597,014 $ 3,651,629 DEPARTMENTAL BUDGET SCHEDULES PROBATION SERVICES AUTHORITY Total $ 10,490,178 $ 12,090,214 $ 12,289,013 $ 13,567,603 $ 12,158,713 $ 14,431,927 Total $$$$$ 3,597,014 $ 3,651,629 - 429 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES JUVENILE DETENTION CENTER A.R.S. § 8-305 Detention center; jail; separate custody; A.R.S. § 8-306 Supervision AUTHORITY HISTORY/ BACKGROUND MANDATE DESCRIPTION and inspection of detention center and shelter care facilities; A.R.S. § 8-249 Disposition of offenses involving driving…of a motor vehicle while under the influence. The Juvenile Detention facility at Durango was constructed in about 1972 and expanded in 1989 with bond funds. A second Southeast facility was completed in 1990 with 1986 bond funds. In 1999, an additional 80 beds were added to the Durango Facility. The passage of the 1998 Jail Tax will provide funding for a 48-bed treatment facility and an additional 340 juvenile detention beds by the end of 2003. The Board of Supervisors is required to maintain a detention center that the Juvenile Court is required to supervise. The detention population has steadily increased since the opening of the second facility. Overcrowding has been especially problematic in the last few years with the facilities capacity being exceeded by 20-50%. Juvenile Detention Center FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Special Fund Revenue Total $ 7,265,326 $389,361 $ 7,654,687 $ 7,627,750 $538,393 $ 8,166,143 $ 7,746,801 $715,369 $ 8,462,170 $ 1,534 $ 12,464,294 $ 12,465,828 $ 91,296 $ 12,585,073 $ 12,676,369 $ 74,062 $ 12,542,189 $ 12,616,251 RESEARCH AND PLANNING SERVICES (RAPS) Supreme Court A.O. 90-09 AUTHORITY HISTORY/ BACKGROUND MANDATE DESCRIPTION Administrative Requirements for Juvenile Intensive Probation Supervision Programs; A.R.S. § 8-205 Powers and duties of Juvenile Court personnel; A.R.S. § 8-208 Juvenile Court records; public inspection; exceptions. The Maricopa County Juvenile Probation Department's computerized information system was originally designed to track the processing of juveniles throughout the court system and was thus named JOLTS - Joint On-Line Tracking System. Operational since 1977, it is now evolved into much more than just a tracking system for juveniles. The system now contains a calendaring subsystem for Judicial Officers, a caseload reporting subsystem for the Clerk of the Court, a dependency subsystem and much more. Statutes require that complaints be received and examined. The RAPS program is necessary to insure compliance levels are met throughout the agency. Statistical information required by grantors, the Supreme Court, the Board of Supervisors and the legislature are collected and disseminated by the RAPS program. Additionally, the RAPS program supports all mandates that govern the other programs of the Juvenile Probation Department. Research and Planning Services (RAPS) FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget - 430 - General Fund $ 1,024,588 $ 1,078,910 $ 1,020,549 $ 1,176,896 $ 1,403,907 $ 1,461,901 Special Revenue $102,358 $297,146 $428,217 $506,433 $255,375 $265,692 Total $ 1,126,946 $ 1,376,056 $ 1,448,766 $ 1,683,329 $ 1,659,282 $ 1,727,593 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES HISTORY/ BACKGROUND MANDATE DESCRIPTION A.R.S. 8 § 203 Court employees; appointment; certification; qualifications; salary; bond. Executive Services consists of the Director, two Assistant Directors, Community Education Liaison and two executive support positions. The Presiding Juvenile Court Judge appoints a director of Juvenile Court Services, who recommends appointment of all other juvenile probation/detention staff. Executive Services FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 252,077 $ 259,731 $ 270,809 $ 289,806 $ 295,852 $ 401,091 Special Revenue $57,257 $79,290 $76,130 $109,176 $137,566 $143,205 Total $309,334 $339,021 $346,939 $398,982 $433,418 $544,296 DEPARTMENTAL BUDGET SCHEDULES EXECUTIVE SERVICES AUTHORITY ADMINISTRATIVE SERVICES A.R.S. § 8-321 Referrals; diversions; conditions; definition; A.R.S. § 8-341 Disposition AUTHORITY HISTORY/ BACKGROUND MANDATE DESCRIPTION and commitment; definitions; A.R.S. § 12-268 Juvenile Probation fund; use; Labor Laws, Americans with Disabilities Act, Fair Labor Standards Act, Family and Medical Leave Act, Judicial Procurement Code. In 1997, the legislature enacted new diversion laws that included the requirement to separate the accounting and use of diversion fees from probation fees. Parents of juveniles who are diverted are required to be assessed a $40 fee and parents of juveniles on probation are assessed a fee of $40 per month for the supervision of the juveniles. If inability to pay is determined, fees may be for lesser amounts. Accountability for, and reporting of, all Juvenile Probation Department funds, (County, State, and other grants) is also mandated. In FY 01 $1,587,130 in fees was assessed and $1,119,369 was collected Administrative Services FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 1,451,809 $ 1,475,842 $ 1,584,393 $ 481,564 $ 671,174 $ 832,715 Special Revenue $203,396 $205,268 $237,180 $354,563 $387,285 $ 1,622,801 Total $ 1,655,205 $ 1,681,110 $ 1,821,573 $836,127 $ 1,058,459 $ 2,455,516 - 431 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED JUVENILE PROBATION Department 27 FUND TYPE GENERAL FUND SPECIAL REVENUE SUB-TOTAL TOTAL FUNDS Personal Services 9,467,476 25,345,210 $ 34,812,686 $ 34,812,686 Supplies & Services 1,469,606 3,680,015 $ 5,149,621 $ 5,149,621 $ $ Capital Outlay 19,000 $ 19,000 $ 19,000 $ Total Expenses $ 10,956,082 29,025,225 $ 39,981,307 $ 39,981,307 Total Revenue $ 32,600 15,583,543 $ 15,616,143 $ 15,616,143 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT JUVENILE PROBATION Department 27 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance $ 1,079,000 $ Sub Total Total Resources 807,805 $ $ 16,000,000 31,200 1,050,000 51,400 17,132,600 $ 16,000,000 31,200 1,050,000 51,400 17,132,600 $ 13,481,052 10,000 1,025,097 4,473 823,730 15,344,352 $ $ 18,211,600 $ 18,211,600 $ $ 25,780,734 $ 931,930 478,935 5,459,225 3,063,775 (774,489) 774,489 35,714,599 $ FY 01-02 Requested 14,504,816 (1,495,184) 31,200 1,028,727 (21,273) 51,400 15,616,143 $ (1,516,457) -9% 0% -2% 0% -9% 16,152,157 $ 15,959,886 15,979,886 $ (2,231,714) -12% 26,869,917 $ 653,810 439,646 5,659,829 2,087,297 (774,489) 774,489 35,710,499 $ 25,608,783 $ 698,794 597,624 5,385,156 1,285,085 (1,051,870) 898,583 33,422,155 $ 27,769,415 $ 700,271 446,200 6,277,167 396,714 (878,346) 878,346 35,589,766 $ 26,945,487 $ 700,271 446,200 6,145,486 575,241 (918,784) 918,784 34,812,686 $ (75,570) (46,461) (6,554) (485,657) 1,512,056 144,295 (144,295) 897,814 0% -7% -1% -9% 72% 19% -19% 3% $ 3,063,283 $ 7,100 23,986 56,300 6,800 800 742,247 70,000 180,400 82,316 225,600 106,500 1,000 65,500 4,631,832 $ 3,097,033 $ 7,100 23,986 315,050 6,800 1,800 745,347 70,000 180,400 82,316 225,600 106,500 1,000 65,500 4,928,432 $ 2,334,604 $ 8,720 32,897 340,723 9,309 58,306 1,353,002 135,824 178,687 105,973 266,276 126,415 1,000 59,494 5,011,230 $ 3,371,571 $ 7,100 33,546 404,572 6,800 83,400 839,660 135,000 155,400 125,387 238,600 116,500 13,891 5,531,427 $ 3,251,671 $ 7,100 33,546 312,866 6,800 3,400 749,460 135,000 155,400 125,387 238,600 116,500 13,891 5,149,621 $ (154,638) (9,560) 2,184 (1,600) (4,113) (65,000) 25,000 (43,071) (13,000) (10,000) 1,000 51,609 (221,189) -5% 0% -40% 1% 0% -89% -1% -93% 14% -52% -6% -9% 100% 79% -4% $ 54,800 7,800 62,600 $ 150,472 77,264 11,692 239,428 $ 19,000 19,000 $ 19,000 19,000 $ 35,800 7,800 43,600 65% Subtotal 347,300 7,800 355,100 $ 100% 70% Total Expenditures $ 40,701,531 $ 39,981,307 $ 720,225 2% (796,232) -3% $ (22,489,931) $ (22,489,931) $ (22,520,656) $ (25,180,307) $ (24,001,421) $ (1,511,489) -7% SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 811 HEALTH CARE SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 845 SUPPORT & CARE OF PERSONS 850 UTILITIES $ Subtotal CAPITAL OUTLAY 920 CAPITAL EQUIPMENT 930 VEHICLES & CONSTRUCTION EQUIP. 950 DEBT SERVICE Operating Balance (Rev. - Exp.) Ending Fund Balance (Resources. - Exp.) 40,701,531 $ 38,672,813 $ 41,140,193 $ $ 363,743 $ % 14,504,816 31,200 1,008,727 51,400 15,596,143 $ $ $ Variance -66% Subtotal 363,743 FY 01-02 Adopted (715,257) EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 795 PERSONAL SERVICES ALLOC.-OUT 796 PERSONAL SERVICES ALLOC.-IN 1,079,000 FY 00-01 Projected $ REVENUE 615 GRANTS 620 OTHER INTERGOVERNMENTAL 635 OTHER CHARGES FOR SERVICES 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE - 432 - FY 00-01 Revised $ (23,568,931) $ (23,568,931) $ (23,328,461) $ (25,544,050) $ (24,365,164) $ MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES JUVENILE PROBATION Agency 270 Personal Services Org Title 2729 2739 2749 2769 2779 2780 PROBATION SVCS ADMINISTRATION COMMUNITY SVCS RESEARCH & PLANNING DETENTION EXECUTIVE SERVICES $ 6,672,105 429,814 776,473 1,146,001 74,092 368,991 Totals: $ 9,467,476 Supplies & Services $ $ Total Capital Outlay Expenditures 379,198 383,901 358,507 315,900 32,100 1,469,606 $ 19,000 19,000 $ $ 7,051,303 832,715 1,134,980 1,461,901 74,092 401,091 $ 10,956,082 Revenue $ 32,600 32,600 $ DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 EXPENDITURES AND REVENUES BY AGENCY/OBJECT JUVENILE PROBATION Agency 270 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 620 OTHER INTERGOVERNMENTAL 635 OTHER CHARGES FOR SERVICES 650 MISCELLANEOUS REVENUE Sub Total 31,200 1,400 $32,600 10,000 16,369 1,881 $28,250 31,200 1,400 $32,600 31,200 1,400 $32,600 $ 31,200 1,400 32,600 $ Total Resources $32,600 $28,250 $32,600 $32,600 $ Subtotal $8,307,422 50,430 30,000 1,626,628 26,000 (774,489) $9,265,991 $7,972,388 21,878 28,738 1,716,822 80,157 (898,589) $8,921,394 $8,326,883 40,198 7,000 1,663,799 (774,489) $9,263,391 Subtotal $118,042 700 23,986 46,000 5,600 800 424,287 70,000 166,400 78,364 130,300 98,500 52,500 $1,215,479 $297,978 4,704 32,897 161,500 5,600 4,501 477,041 59,999 152,801 102,001 143,225 108,500 51,500 $1,602,247 Subtotal 201,050 7,800 $208,850 Total Expenditures Operating Balance (Rev. - Exp.) EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 795 PERSONAL SERVICES ALLOC.-OUT 796 PERSONAL SERVICES ALLOC.-IN SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 811 HEALTH CARE SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES CAPITAL OUTLAY 920 CAPITAL EQUIPMENT 950 DEBT SERVICE - 0% - 0% 0% 32,600 $ - 0% $8,510,559 $ 40,198 7,000 1,852,390 (878,346) $9,531,801 $ 8,333,577 $ 40,198 7,000 1,812,265 112,344 (878,346) 40,438 9,467,476 $ (6,694) (148,466) (112,344) 103,857 (40,438) (204,085) 0% 0% 0% -9% $151,792 700 23,986 158,500 5,600 800 426,887 70,000 166,400 78,364 130,300 98,500 52,500 $1,364,329 $359,835 $ 700 31,665 250,082 5,600 81,400 431,000 70,000 141,400 120,807 143,300 108,500 1,500 $1,745,789 $ 244,017 $ 700 31,665 169,717 5,600 1,400 431,000 70,000 141,400 120,807 143,300 108,500 1,500 1,469,606 $ (92,225) (7,679) (11,217) (600) (4,113) 25,000 (42,443) (13,000) (10,000) 51,000 (105,277) -61% 0% -32% -7% 0% -75% -1% 0% 15% -54% -10% -10% 97% -8% 76,828 7,800 $84,628 54,800 7,800 $62,600 19,000 $19,000 $ 19,000 19,000 $ 35,800 7,800 43,600 65% 100% 70% $10,690,320 $10,608,269 $10,690,320 $11,296,590 $ 10,956,082 $ (265,762) -2% ($10,657,720) ($10,580,019) ($10,657,720) ($11,263,990) $ (10,923,482) $ (265,762) -2% 13% -2% - 433 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TOTAL BUDGET BY PROGRAM FY 2001-02 JUVENILE PROBATION GRANTS Agency 271 Personal Services Org Title 2729 2739 2749 2759 2769 2779 2780 PROBATION SVCS $ 4,694,144 ADMINISTRATION 830,052 COMMUNITY SVCS 3,108,120 3,651,629 JUVENILE INTENSIVE PROBATION SUPV GRA RESEARCH & PLANNING 186,559 DETENTION 34,315 EXECUTIVE SERVICES Totals: $ 12,504,819 Supplies & Services Total Capital Outlay Expenditures $ 1,999,997 $ 1,999,997 $ $ - $ 6,694,141 830,052 3,108,120 3,651,629 186,559 34,315 $ 14,504,816 Revenue $ 14,504,816 $ 14,504,816 EXPENDITURES AND REVENUES BY AGENCY/OBJECT JUVENILE PROBATION GRANTS Agency 271 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 615 GRANTS 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE 13,481,052 (2,737) 821,685 $14,300,000 16,000,000 $16,000,000 14,504,816 $14,504,816 $ 14,504,816 14,504,816 $ (1,495,184) (1,495,184) -9% Sub Total 16,000,000 $16,000,000 Total Resources $16,000,000 $14,300,000 $16,000,000 $14,504,816 $ 14,504,816 $ (1,495,184) -9% $9,250,527 23,592 1,810,336 1,195,004 (153,281) 124,100 $12,250,278 $9,904,515 2,008,188 2,087,297 $14,000,000 $10,017,919 $ 2,183,805 303,095 $12,504,819 $ 10,017,919 $ 2,183,805 303,095 12,504,819 $ (113,404) (175,617) 1,784,202 1,495,181 -1% Subtotal $9,136,750 1,902,459 2,960,791 $14,000,000 Subtotal $2,000,000 $2,000,000 $1,258,422 15 22,687 2,609 8,632 547,936 75,825 16,374 115 33,663 9,800 $1,976,078 $2,000,000 $2,000,000 $1,999,997 $ $1,999,997 $ 1,999,997 $ 1,999,997 $ 3 3 Subtotal $0 73,644 $73,644 $0 $0 $ - $ - Total Expenditures $16,000,000 $14,300,000 $16,000,000 $14,504,816 $ 14,504,816 $ 1,495,184 9% Operating Balance (Rev. - Exp.) $0 $0 ($0) $0 $ 0 $ 0 13471% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 795 PERSONAL SERVICES ALLOC.-OUT 796 PERSONAL SERVICES ALLOC.-IN SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 811 HEALTH CARE SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING CAPITAL OUTLAY 920 CAPITAL EQUIPMENT - 434 - -9% -9% 85% 11% 0% 0% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES 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 $ 499,815 394,544 37,838 50,507 46,612 39,579 Totals: $ 1,068,895 Supplies & Services $ $ Total Capital Outlay Expenditures 2,000 2,000 1,998 1,998 1,998 76,998 86,992 $ - $ $ 501,815 396,544 39,836 52,505 48,610 116,577 $ 1,155,887 Revenue $ $ 3,334 826,085 3,333 3,333 3,333 3,333 842,751 DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 EXPENDITURES AND REVENUES BY AGENCY/OBJECT JUVENILE PROBATION SPECIAL FUNDING Agency 272 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % $798,000 $578,141 $798,000 $309,200 $ 309,200 $ (488,800) -61% 822,752 7,174 $829,926 860,000 $860,000 822,751 $822,751 $ 842,751 842,751 $ (17,249) (17,249) -2% Sub Total 860,000 $860,000 Total Resources $1,658,000 $1,408,067 $1,658,000 $1,131,951 $ 1,151,951 $ (506,049) -31% $802,221 393 168,164 7,500 $978,278 $1,001,335 187,196 $1,188,531 $844,543 $ 27,868 176,265 $1,048,676 $ 892,882 $ 27,868 188,583 (40,438) 1,068,895 $ 108,453 (27,868) (1,387) 40,438 119,636 11% Subtotal $960,831 185,036 42,664 $1,188,531 Subtotal $0 75,000 $75,000 $464 44,173 1,185 5 74,696 66 $120,589 $0 75,000 $75,000 $0 $ 75,000 $75,000 $ 7,856 $ 4,136 75,000 86,992 $ (7,856) (4,136) (11,992) -16% Total Expenditures $1,263,531 $1,098,867 $1,263,531 $1,123,676 $ 1,155,887 $ 107,644 9% Operating Balance (Rev. - Exp.) ($403,531) ($268,941) ($403,531) ($300,925) $ (313,136) $ 90,395 22% Ending Fund Balance (Resources - Exp.) $394,469 $309,200 $394,469 $8,275 $ (3,936) $ (398,405) -101% REVENUE 635 OTHER CHARGES FOR SERVICES 645 INTEREST EARNINGS EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 795 PERSONAL SERVICES ALLOC.-OUT SUPPLIES & SERVICES 801 GENERAL SUPPLIES 804 NON-CAPITAL EQUIPMENT 811 HEALTH CARE SERVICES 812 OTHER SERVICES 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING -2% -1% 10% 0% - 435 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TOTAL BUDGET BY PROGRAM FY 2001-02 JV PROBATION VICTIM RESTITUTION PROGRAM Agency 274 Personal Services Org Title 2729 2739 2749 2769 2779 2780 PROBATION SVCS ADMINISTRATION COMMUNITY SVCS RESEARCH & PLANS DETENTION SVCS EXECUTIVE SERVICES $ - Totals: $ Supplies & Services $ $ Total Capital Outlay Expenditures 50,000 50,000 $ - $ $ 50,000 50,000 $ Revenue $ 50,000 50,000 $ EXPENDITURES AND REVENUES BY AGENCY/OBJECT JV PROBATION VICTIM RESTITUTION PROGRAM Agency 274 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance $0 $2,573 $0 $0 $ - $ Sub Total 50,000 $50,000 36 164 $200 50,000 $50,000 50,000 $50,000 $ 50,000 50,000 $ Total Resources $50,000 $2,773 $50,000 $50,000 $ Subtotal $50,000 $50,000 $2,773 $2,773 $50,000 $50,000 Total Expenditures $50,000 $2,773 Operating Balance (Rev. - Exp.) $0 ($2,573) REVENUE 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE % - - 0% 0% 50,000 $ - 0% $50,000 $ $50,000 $ 50,000 $ 50,000 $ - 0% 0% $50,000 $50,000 $ 50,000 $ - 0% $0 $0 $ - $ - EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES 801 GENERAL SUPPLIES - 436 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES JUVENILE PROBATION DIVERSION FEES Agency 275 Personal Services Org Title 2729 2739 2749 2769 2779 2780 PROBATION SERVICES ADMINISTRATION COMMUNITY SVCS RESEARCH & PLANS DETENTION SVCS EXECUTIVE SERVICES $ Totals: $ 30,374 194,531 224,905 Supplies & Services $ - $ Total Capital Outlay Expenditures $ - $ $ 30,374 194,531 224,905 $ Revenue $ 185,976 185,976 $ DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 EXPENDITURES AND REVENUES BY AGENCY/OBJECT JUVENILE PROBATION DIVERSION FEES Agency 275 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % $281,000 $227,091 $281,000 $54,543 $ 54,543 $ (226,457) -81% Sub Total 190,000 $190,000 185,976 $185,976 190,000 $190,000 185,976 $185,976 $ 185,976 185,976 $ (4,024) (4,024) -2% -2% Total Resources $471,000 $413,067 $471,000 $240,519 $ 240,519 $ (230,481) -49% $251,477 47,912 (18,766) $280,623 $329,717 63,583 $393,300 $250,869 $ 18,580 50,431 $319,880 $ 171,371 $ 18,580 34,954 224,905 $ 158,346 (18,580) 28,629 168,395 48% Subtotal $309,884 16,289 64,007 3,120 $393,300 Subtotal $0 $0 $3,146 18,280 673 $22,099 $0 $0 $0 $ $0 $ - $ - $ - Subtotal $0 55,802 $55,802 $0 $0 $ - $ - Total Expenditures $393,300 $358,524 $393,300 $319,880 $ 224,905 $ 168,395 Operating Balance (Rev. - Exp.) ($203,300) ($172,548) ($203,300) ($133,904) $ (38,929) $ 164,371 81% Ending Fund Balance (Resources - Exp.) $77,700 $54,543 $77,700 ($79,361) $ 15,614 $ (62,086) -80% REVENUE 635 OTHER CHARGES FOR SERVICES EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES SUPPLIES & SERVICES 801 GENERAL SUPPLIES 812 OTHER SERVICES 842 TRAVEL & EDUCATION CAPITAL OUTLAY 930 VEHICLES & CONSTRUCTION EQUIP. 45% 43% 43% - 437 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TOTAL BUDGET BY PROGRAM FY 2001-02 JUVENILE PROBATION DETENTION FUND Agency 276 Personal Services Org Title 2729 2739 2749 2769 2779 2780 PROBATION SERVICES ADMINISTRATION COMMUNITY SERVICES RESEARCH & PLANNING DETENTION SERVICES EXECUTIVE SERVICES $ 184,668 365,831 26,628 26,628 10,916,207 26,628 Totals: $ 11,546,591 Supplies & Services $ $ Total Capital Outlay Expenditures 1,543,026 1,543,026 $ $ - $ 184,668 365,831 26,628 26,628 12,459,233 26,628 $ 13,089,617 Revenue $ - $ EXPENDITURES AND REVENUES BY AGENCY/OBJECT JUVENILE PROBATION DETENTION FUND Agency 276 FY 00-01 Final Adopted EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 796 PERSONAL SERVICES ALLOC.-IN FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % $7,332,170 676,916 544,901 1,641,922 21,190 774,483 $10,991,582 $7,307,467 613,612 432,646 1,737,063 774,489 $10,865,277 $8,145,524 $ 613,625 439,200 2,014,276 93,619 878,346 $12,184,590 $ 7,529,738 $ 613,625 439,200 1,925,879 159,802 878,346 11,546,591 $ (222,271) (13) (6,554) (188,816) (159,802) (103,857) (681,313) -3% 0% -2% -11% Subtotal $7,065,847 881,500 432,646 1,681,095 31,200 774,489 $10,866,777 $771,821 4,001 156,536 1,100 1,000 308,560 9,512 3,852 14,019 8,049 1,000 7,994 $1,287,444 $895,241 6,400 156,550 1,200 1,000 318,460 14,000 3,952 20,300 8,000 1,000 13,000 $1,439,103 $961,739 $ 6,400 1,881 154,490 1,200 2,000 408,660 65,000 14,000 4,580 20,300 8,000 12,391 $1,660,641 $ 949,801 $ 6,400 1,881 139,013 1,200 2,000 318,460 65,000 14,000 4,580 20,300 8,000 12,391 1,543,026 $ (54,560) (1,881) 17,537 (1,000) (65,000) (628) 1,000 609 (103,923) -6% 0% Subtotal $895,241 6,400 10,300 1,200 317,960 14,000 3,952 20,300 8,000 1,000 13,000 $1,291,353 Subtotal 146,250 $146,250 21,462 3,892 $25,354 $0 $0 $ - $ - Total Expenditures $12,304,380 $12,304,380 $12,304,380 $13,845,231 $ 13,089,617 $ (785,236) -6% Operating Balance (Rev. - Exp.) ($12,304,380) ($12,304,380) ($12,304,380) ($13,845,231) $ (13,089,617) $ (785,236) -6% SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 811 HEALTH CARE SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 845 SUPPORT & CARE OF PERSONS 850 UTILITIES CAPITAL OUTLAY 920 CAPITAL EQUIPMENT 930 VEHICLES & CONSTRUCTION EQUIP. 950 DEBT SERVICE - 438 - FY 00-01 Projected -13% -6% 11% 0% -100% 0% 0% -16% 0% 0% 100% 5% -7% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL BUDGET SCHEDULES SUPERIOR COURT Elected Appointed Superior Court Judges Honorable Colin Campbell Presiding Judge Judicial Department Presiding Judges Judges / Commissioners * Criminal * Juvenile * Family Court * Civil * Probate / Mental Health * Tax * Special Assignment Court Administration Gordon M. Griller Court Administrator * 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 the Superior Court of Arizona in Maricopa County is to provide access to a public forum for dispute resolution and court services to the public so they can realize timely, fair and individualized justice. VISION The Superior Court continually explores ways to improve by experimenting with better methods to resolve disputes and program designs that address civil and criminal issues fairly and without undue delay. We focus on how to be the best at what we do, whether providing a judicial forum or specific customer-centered programs and how to position ourselves to anticipate change, rather than react to it. GOALS By December 2003, the Court will provide speedy and fair justice in case processing as follows: -95% of cases shall be disposed in compliance with established trial court standards; -case terminations shall equal or exceed case filings; -pending case inventories shall be reduced by 3%. To prevent delay in judicial decisions, by December 2003, 90% of needs assessments and evaluative reports will be made to judges within guidelines adopted by the court. Individuals are held accountable and the integrity of the court maintained through monitoring: -100% of probate cases requiring audits and financial accounting within a two year cycle; -80% of court-supervised defendants to comply with pretrial release conditions; -18% of cases complying with court collections orders. Families will experience sustainable resolution of their issues through earlier assessment, more individualized, appropriate decision-making, and coordinated use of available resources and court services as evidenced by: -70% cases referred to alternative dispute resolution (ADR) will be resolved by ADR; -50% of cases resolved through ADR will not require further court intervention for two years thereafter. The public will experience increased access to the court system through improved affordability, convenience and understanding of court processes, while maintaining the efficiency and quality of court services. By July 2003, the court and justice agencies will make informed decisions using timely, accurate and - 439 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES comprehensive information provided through an integrated management information system. -100% of information systems with integrated databases by December 2003. -100% of targeted justice and law enforcement business processes that share data by December 2002. ISSUES Delays in case processing negatively impact the purposes of the Court: 1. To do individual justice in individual cases. 2. To appear to do justice. 3. To provide a forum for the resolution of legal disputes. 4. To protect individuals from the arbitrary use of government power. 5. To provide a formal record of legal status. 6. To deter criminal behavior. 7. To rehabilitate persons convicted of crime. 8. To separate convicted persons from society. 9. To protect the vulnerable. The growing complexity of the Court's case processing demands, user needs, and the immediate need for information for decision-making requires an increasingly more sophisticated application of technology in the delivery of system integration, data sharing among justice agencies, and information access by the public. The trend toward an increase in workload and case complexity will magnify the need for additional resources and re-engineering of case processing to avoid delay and maintain public trust and confidence in the justice system. Increased internal and external demand for improved case monitoring and auditing systems and procedures impact on the Court's ability to meet its mandatory obligations. Increasing complexity of court cases, legislative decisions, an expanded definition of family, and a desire by a judiciary unfamiliar with diagnostic adjudication to provide litigants and families with a more meaningful outcome, all drive the Court to provide expert ancillary services, thus taxing the current limited resources and available physical space. Population growth, complexity of the justice system, citizen diversity, and the transitory nature of the Maricopa County population have increased the demand for existing and new court services, while available court space, staff, and physical infrastructure have failed to support expansion of court programs or diversification of customer services. The public's increasing expectations for the court to provide social and customer services may be inconsistent with the court's role or ability, resulting in continued erosion of public trust in the judicial system. Court reform will cause the court to examine and re-evaluate its role and organizational boundaries. An uncertain economy, low unemployment, Maricopa County's compensation policies, and a lack of training make it increasingly difficult for the Court to attract and retain a qualified workforce. PERFORMANCE MEASURES Performance Measures Civil case filings Criminal case filings Domestic Relations case filings (Family Court) Probate case filings* Mental Health case filings* Juvenile case filings Tax Court case filings FY 99 Actual 32,817 24,372 29,984 7,965 N/A 16,515 1,319 FY 00 Actual 31,258 26,184 28,551 6,414 1,518 19,439 1,043 FY 01 Actual 28,052 28,106 30,695 6,569 1,640 18,003 1,140 FY 02 Projected 27,000 29,500 32,500 6,700 1,800 18,275 1,000 * In FY2000, the Superior Court began reporting Probate and Mental Health case filings separately. POSITION DISTRIBUTION POSITION DISTRIBUTION 38 SUPERIOR COURT WORKING TITLE ACCOUNTANT I ACCOUNTANT II ACCOUNTANT III - 440 - FTE 2.0 0.0 1.0 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES FTE 11.0 4.0 1.0 24.0 21.0 10.0 7.0 101.0 1.0 1.0 1.0 1.0 1.0 1.0 2.0 3.0 1.0 1.0 1.0 31.0 1.0 13.0 15.0 4.0 1.0 2.0 112.0 30.5 8.0 1.0 8.0 9.0 4.0 76.0 3.0 1.0 1.0 1.0 1.0 1.0 4.0 0.0 3.0 1.0 3.0 1.0 3.0 2.0 1.0 0.0 2.0 117.0 3.0 15.0 6.0 7.0 3.0 3.0 0.0 2.0 1.0 2.0 3.0 2.0 5.0 DEPARTMENTAL BUDGET SCHEDULES WORKING TITLE 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 III BUYER IV CHIEF DEPUTY COURT ADMIN. CHIEF TECHNOLOGY OFFICER CLIENT SERVER PROG ANALYST-LEAD 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 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 TRAINING & EDUC DIRECTOR COURT TRANSLATOR II DATABASE ADMINISTRATOR FACILITIES PROJ COORD I GRAPHICS EQUIPMNT TECHI HUMAN RESOURCES ANALYST HUMAN RESOURCES SENIOR ANALYST INFORMATION SVCS ADM-JDCL INFORMATION SYSTEMS ANALYST INFORMATION SYSTEMS CNSLT INFORMATION TECHNOLOGY CNSLT II INTEGRATED SYSTEMS DESIGN ANALYST I JUDICIAL ADMINISTRATOR I JUDICIAL ASSISTANT 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 LAW LIBRARIAN III LAW LIBRARY ADMINISTRTR LAW LIBRARY AIDE LAW LIBRARY ASSISTANT DIR LAW LIBRARY ASSISTANT I LAW LIBRARY ASSISTANT II LAW LIBRARY ASSISTANT III LAW RESEARCHER - 441 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES - 442 - WORKING TITLE LEAD COMPUTER OPERATOR LEAD DATA ANALYST LEAD INTEGRATED SYSTEMS DESIGN ANALYST LEAD PROGRAMMER-ANALYST LEAD SYSTEMS ADMINISTRATOR MANAGEMENT ANALYST II MANAGEMENT ANALYST III MANAGEMENT ANALYST IV OFFICE SUPERVISOR I PRETRIAL SERVICES ADMIN PRETRIAL SERVICES OFFCR III PRETRIAL SRVCS OFFCR I PRETRIAL SRVCS OFFCR III PRETRIAL SRVCS OFFCR IV PRETRIAL SRVCS OFFCR V PROBATE EXAMINER PRODUCTION CONTROL ANLYST PROJECT MANAGER PROJECT MANAGER APPLICATIONS SECURITY GUARD SECURITY GUARD I SECURITY MANAGER SENIOR DECISION SUPPORT ANALYST SENIOR LAW RESEARCHER SENIOR PROGRAMMER-ANALYST SENIOR SYSTEMS PROGRAMMER SERVICE WORKER IV SUPERIOR COURT ADMNSTRTR SUPERIOR COURT DPTY ADMIN SUPERIOR COURT JUDGE TRADES GENERALIST TWO DIFFERENT CLASSES WEB DEVELOPER TOTAL FTE 5.0 1.0 1.0 3.0 1.0 1.0 4.0 1.0 1.0 1.0 0.0 6.0 29.0 7.0 1.0 1.0 2.0 4.0 1.0 0.0 70.5 1.0 1.0 2.0 1.0 2.0 1.0 1.0 3.0 90.0 1.0 0.0 1.0 953.0 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Total Department Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Special Fund Revenue Total $ 26,032,510 $ 3,086,911 $ 29,119,421 $ 31,699,859 $ 4,875,679 $ 36,575,538 $ 34,312,503 $ 5,491,186 $ 39,803,689 $ 36,925,166 $ 5,859,134 $ 42,784,300 $ 38,728,524 $ 7,464,547 $ 46,193,071 $ 41,784,929 $ 10,340,910 $ 52,125,839 Total Mandated Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Special Fund Revenue Total $ 26,032,510 $ 3,086,911 $ 29,119,421 $ 31,699,859 $ 4,875,679 $ 36,575,538 $ 34,312,503 $ 5,491,186 $ 39,803,689 $ 36,925,166 $ 5,859,134 $ 42,784,300 $ 38,728,524 $ 7,464,547 $ 46,193,071 $ 41,784,929 $ 10,340,910 $ 52,125,839 DEPARTMENTAL BUDGET SCHEDULES MANDATE CONSOLIDATED FINANCIAL DATA NOTE: Mandate financials do not include appropriated beginning fund balance, debt service, or eliminations. - 443 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES MANDATE INFORMATION SUPERIOR COURT AUTHORITY HISTORY/ BACKGROUND MANDATE DESCRIPTION - 444 - Constitution Article VI. §10 Superior Court; Number Of Judges; Constitution Article VI. §11 Superior Court; Presiding Judges; Duties Constitution Article VI. §24 Superior Court; Court Commissioners, Masters And Referees; Constitution. Article VI. §31 Judges Pro Tempore; A.R.S. §12-128 Salary Of Judges; Payment By State And Counties; A.R.S. §12-141 Appointment Of Judges Pro Tempore; A.R.S. §12-143 Payment Of Salaries And Other Expenses; Providing Facilities; Judicial Employees; A.R.S. §12-161 Definition Of Tax Court; A.R.S.§12-162 Administration Of The Tax Court; Principal Office; Travel Expenses; Facilities; Employees; A.R.S. §12-211, Appointment; Qualifications And Residence (Court Commissioners); A.R.S. §12-213 Commissioners In Certain Counties; Appointment; Powers And Duties; Salary; A.R.S. §12-221, Appointment And Oath (Court Reporter); A.R.S. §12-223 Attendance At And Report Of Proceedings; Sale Of Transcripts; A.R.S. §12-224 Salary; Fees For Transcripts; Free Transcripts; Office Supplies; A.R.S. §12-225 Appointment Of Deputies; Compensation; A.R.S. §12-231 Appointment And Duties (Bailiff); A.R.S. §12-241 Appointment; Court Attendance (Interpreters); A.R.S. §12-242 Interpreters For Deaf Persons; Proceedings; Definitions. The status of the courts as a separate branch of the government is established by the Federal and state constitutions. Judges/Commissioners/Pro Tems: Every county must have at least one judge of the Superior Court, and may have additional judges up to a limit of one judge per 30,000 county residents. Superior Court judges may appoint court commissioners, masters, and referees; the presiding judge in counties with three or more superior court judges can appoint commissioners. Judges salaries are set by the legislature and paid one half by the state and one half by the counties. The Presiding Judge can request authority from the Chief Justice of the Supreme Court to appoint judges pro tempore "subject to the approval of the board of supervisors of the county." The associated support personnel and other operating costs of judges pro tempore must be paid by the county. Tax Court: The Arizona Tax Court is required to be in the Superior Court in Maricopa County. The "county shall fund the personnel and budget requirements' of the Tax Court "as determined by the Presiding Judge." Court Reporters: The statutes specify that "each judge of the superior court shall appoint a court reporter." Court Reporters' salaries are fixed by the presiding judge with the approval of the Board of Supervisors, and must be funded by the county. Bailiffs: "Each Judge … may appoint such bailiffs as necessary to ensure the orderly transaction of the business court." Interpreters: The court is required to provide interpreters for witness and defendants. Aside from the above, a number of laws, court rules, and judicial orders regulate the policies and procedures followed by the Superior Court. MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES SUPERIOR COURT Department 38 FUND TYPE GENERAL FUND SPECIAL REVENUE SUB-TOTAL TOTAL FUNDS Personal Services 33,452,177 7,300,204 $ 40,752,381 $ 40,752,381 Supplies & Services 8,332,752 3,040,706 $ 11,373,458 $ 11,373,458 $ $ Capital Outlay $ $ $ Total Expenses $ 41,784,929 10,340,910 $ 52,125,839 $ 52,125,839 Total Revenue $ 260,000 10,340,909 $ 10,600,909 $ 10,600,909 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT SUPERIOR COURT Department 38 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Revised FY 00-01 Projected FY 01-02 Requested FY 01-02 Adopted Variance % $ - $ - $ - $ - $ 2,131,753 $ 2,131,753 Sub Total $ 2,463,867 1,327,186 5,206,187 300,631 9,297,871 $ 2,463,867 1,102,583 5,429,000 302,421 9,297,871 $ 2,401,925 958,322 4,211,816 2,092 31,267 77,172 7,682,593 $ 3,756,054 1,193,318 5,503,037 148,500 10,600,909 $ 3,756,054 1,193,318 5,503,037 148,500 10,600,909 $ 1,292,187 90,735 74,037 (153,921) 1,303,038 -51% 14% $ 9,297,871 $ 9,297,871 $ 7,682,593 $ 10,600,909 $ 12,732,662 $ 3,434,791 37% $ 31,267,106 $ 67,000 205,000 5,416,444 1,139,987 (734,126) 742,798 38,104,209 $ 31,575,098 $ 172,000 5,611,914 874,025 (589,665) 598,337 38,241,709 $ 29,295,985 $ 203,742 255,913 4,823,589 1,702,754 (429,053) 436,728 36,289,658 $ 34,004,030 $ 6,301,242 1,630,181 (776,040) 701,719 41,861,132 $ 33,582,116 $ 5,979,660 1,264,926 (776,040) 701,719 40,752,381 $ (2,007,018) 172,000 (367,746) (390,901) 186,375 (103,382) (2,510,672) -6% Subtotal $ 1,219,838 $ 3,889,800 318,630 2,064,100 792,920 900,056 202,000 232,700 61,000 22,000 9,703,044 $ 2,180,023 $ 20,000 4,018,300 263,900 908,250 759,745 558,971 205,855 415,200 296,000 42,000 9,668,244 $ 2,146,130 $ 2 909 251,934 4,304,023 243,017 598,766 713,230 333,016 243,220 337,480 277,976 21,336 9,471,039 $ 2,696,645 $ 916,330 6,678,100 283,900 989,500 1,131,960 852,000 275,000 308,500 346,509 14,478,444 $ 2,640,645 $ 666,330 4,183,030 283,900 1,140,784 876,760 652,000 275,000 308,500 346,509 11,373,458 $ (460,622) (646,330) (164,730) (20,000) (232,534) (117,015) (93,029) (69,145) 106,700 (50,509) 42,000 (1,705,214) -3232% -4% -8% -26% -15% -17% -34% 26% -17% 100% -18% Subtotal $ 40,000 475,000 515,000 $ 412,300 412,300 $ 432,374 432,374 $ - $ - $ 412,300 412,300 100% 100% $ 48,322,253 $ 48,322,253 $ 46,193,071 $ 56,339,576 $ 52,125,839 $ (3,803,586) -8% $ (39,024,382) $ (39,024,382) $ (38,510,477) $ (45,738,667) $ (41,524,930) $ (2,500,548) -6% REVENUE 615 GRANTS 620 OTHER INTERGOVERNMENTAL 635 OTHER CHARGES FOR SERVICES 637 FINES & FORFEITS 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE Total Resources EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 795 PERSONAL SERVICES ALLOC.-OUT 796 PERSONAL SERVICES ALLOC.-IN Subtotal $ SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 811 HEALTH CARE SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES $ CAPITAL OUTLAY 915 BUILDINGS & IMPROVEMENTS 920 CAPITAL EQUIPMENT Total Expenditures Operating Balance (Rev. - Exp.) Ending Fund Balance (Resources. - Exp.) $ - $ - $ - $ DEPARTMENTAL BUDGET SCHEDULES DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED 52% 8% 1% 100% -7% -45% 32% -17% -7% -21% - $ (39,393,177) $ (39,393,177) - 445 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TOTAL BUDGET BY PROGRAM FY 2001-02 SUPERIOR COURT CHILDREN'S ISS EDUC Agency 38A Org Personal Services Title 3882 STAFF AND OPERATING COSTS $ 3883 PROFESSIONAL SERVICES 3885 CUSTODY AND VISITATION PROGRAM Totals: $ - Supplies & Services $ $ Total Capital Outlay Expenditures 20,000 20,000 $ - $ $ 20,000 20,000 $ Revenue $ 20,000 20,000 $ EXPENDITURES AND REVENUES BY AGENCY/OBJECT SUPERIOR COURT CHILDREN'S ISS EDUC Agency 38A FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance $0 $0 $0 $0 $ 15,932 $ Sub Total 20,000 $20,000 217 $217 20,000 $20,000 20,000 $20,000 $ 20,000 20,000 $ Total Resources $20,000 $217 $20,000 $20,000 $ Subtotal $2,500 17,500 $20,000 $0 $0 $0 20,000 $20,000 Total Expenditures $20,000 $0 Operating Balance (Rev. - Exp.) $0 Ending Fund Balance (Resources - Exp.) $0 REVENUE 635 OTHER CHARGES FOR SERVICES 645 INTEREST EARNINGS % 15,932 - 0% - 0% 35,932 $ 15,932 80% $0 $ 20,000 $20,000 $ - $ 20,000 20,000 $ - 0% 0% $20,000 $20,000 $ 20,000 $ - 0% $217 $0 $0 $ - $ - $0 $0 $0 $ 15,932 $ 15,932 EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES 801 GENERAL SUPPLIES 812 OTHER SERVICES - 446 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES SUPERIOR COURT DOM REL MEDIATION/EDUC Agency 38B Personal Services Org Title 3882 3883 3885 3895 STAFF AND OPERATING COSTS $ PROFESSIONAL SERVICES CUSTODY AND VISITATION PROGRAM LIBRARY BOOK FUND Totals: 120,606 120,606 Supplies & Services $ Total Capital Outlay Expenditures 1,023 1,020 1,020 1,020 4,083 $ - $ 121,629 1,020 1,020 1,020 124,689 Revenue $ 124,689 124,689 EXPENDITURES AND REVENUES BY AGENCY/OBJECT SUPERIOR COURT DOM REL MEDIATION/EDUC Agency 38B FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % $0 $0 $0 $0 $ 211,811 $ 211,811 147,408 1,691 $149,099 125,000 $125,000 124,689 $124,689 $ 124,689 124,689 $ (311) (311) 0% Sub Total 253,318 $253,318 Total Resources $253,318 $149,099 $125,000 $124,689 $ 336,500 $ 211,500 169% $51,556 4,083 9,223 18,012 $82,874 $90,022 15,553 9,425 $115,000 $95,022 $ 16,201 13,465 $124,689 $ 91,315 $ 15,825 13,465 120,606 $ (1,293) (272) (4,040) (5,606) -1% Subtotal $81,266 14,591 3,000 144,461 $243,318 Subtotal $10,000 $10,000 $0 $0 $0 10,000 $10,000 $0 $ $0 $ - $ 4,083 4,083 $ 10,000 (4,083) 5,917 Total Expenditures $253,318 $82,874 $125,000 $124,689 $ 124,689 $ 311 Operating Balance (Rev. - Exp.) $0 $66,224 $0 $0 $ 0 $ 0 Ending Fund Balance (Resources - Exp.) $0 $0 $0 $0 $ 211,811 $ 211,811 REVENUE 635 OTHER CHARGES FOR SERVICES 645 INTEREST EARNINGS EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 796 PERSONAL SERVICES ALLOC.-IN SUPPLIES & SERVICES 801 GENERAL SUPPLIES 804 NON-CAPITAL EQUIPMENT 812 OTHER SERVICES DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 0% -2% -43% -5% 100% 59% 0% - 447 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TOTAL BUDGET BY PROGRAM FY 2001-02 SUPERIOR COURT LAW LIBRARY FUND Agency 38C Org Personal Services Title 3894 PUBLIC SERVICES 3895 LIBRARY BOOK FUND 3896 PRO PER LITIGANT SERVICES $ - Totals: $ Supplies & Services $ $ Total Capital Outlay Expenditures 800,000 800,000 $ - $ $ $ 800,000 800,000 Revenue $ 800,000 800,000 $ EXPENDITURES AND REVENUES BY AGENCY/OBJECT SUPERIOR COURT LAW LIBRARY FUND Agency 38C FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance $0 $0 $0 $0 $ 537,220 $ Sub Total 800,000 $800,000 771,442 2,092 6,327 22,634 $802,495 800,000 $800,000 800,000 $800,000 $ 800,000 800,000 $ Total Resources $800,000 $802,495 $800,000 $800,000 $ Subtotal $0 800,000 $800,000 $702,082 22,152 8,728 30,072 $763,035 $800,000 $800,000 Total Expenditures $800,000 $763,035 Operating Balance (Rev. - Exp.) $0 Ending Fund Balance (Resources - Exp.) $0 REVENUE 635 OTHER CHARGES FOR SERVICES 637 FINES & FORFEITS 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE % 537,220 - 0% - 0% 1,337,220 $ 537,220 67% $800,000 $ $800,000 $ 800,000 $ 800,000 $ - 0% $800,000 $800,000 $ 800,000 $ - 0% $39,460 $0 $0 $ - $ - $0 $0 $0 $ 537,220 $ 537,220 EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES 801 GENERAL SUPPLIES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE - 448 - 0% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES SUPERIOR COURT FILL THE GAP Agency 38D Org Personal Services Title 3851 JUDGES STAFF 3862 CASE PROCESSING 3872 SPECIAL FUNDING FOR JIS $ 740,156 1,018,410 70,885 Totals: $ 1,829,451 Supplies & Services $ $ Total Capital Outlay Expenditures 9,300 209,295 9,288 227,883 $ - $ $ $ Revenue 749,456 1,227,705 80,173 2,057,334 $ $ 756,823 1,227,503 73,009 2,057,335 EXPENDITURES AND REVENUES BY AGENCY/OBJECT SUPERIOR COURT FILL THE GAP Agency 38D FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 % RESOURCES REVENUE 615 GRANTS Sub Total 863,578 $863,578 1,056,331 $1,056,331 975,000 $975,000 2,057,335 $2,057,335 $ 2,057,335 2,057,335 $ 1,082,335 1,082,335 111% 111% Total Resources $863,578 $1,056,331 $975,000 $2,057,335 $ 2,057,335 $ 1,082,335 111% $602,376 20,578 4,500 116,558 6,205 $750,217 $754,936 139,353 30,711 $925,000 $1,077,826 $ 179,509 600,000 $1,857,334 $ 1,052,510 $ 176,942 600,000 1,829,451 $ (297,574) (37,589) (569,289) (904,451) -39% Subtotal $509,476 104,102 200,000 $813,578 Subtotal $0 $0 $0 100,000 100,000 $200,000 $ 100,000 100,000 27,883 227,883 $ (100,000) (100,000) (27,883) (227,883) Subtotal 50,000 $50,000 50,000 $50,000 50,000 $50,000 $0 $ - $ 50,000 50,000 100% 100% Total Expenditures $863,578 $800,217 $975,000 $2,057,334 $ 2,057,334 $ (1,082,334) -111% Operating Balance (Rev. - Exp.) $0 $256,114 $0 $1 $ 1 $ 1 EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES SUPPLIES & SERVICES 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 812 OTHER SERVICES CAPITAL OUTLAY 920 CAPITAL EQUIPMENT -27% -1854% -98% - 449 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TOTAL BUDGET BY PROGRAM FY 2001-02 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 Totals: - 450 - $ 119,044 842,164 652 652 652 652 652 167,915 652 5,779,732 1,890,288 20,720 440,329 652 652 652 652 350,780 443,298 652 652 30,143 652 9,080,602 465,523 (49,196) 652 706,574 652 652 652 652 1,809,298 4,654,762 987,948 412,281 2,054,333 956,373 454,283 118,851 (1,184,907) 400,189 556,024 651 651,925 651 651 650 324,532 276,588 674,261 637 637 637 637 637 $ 33,452,177 Supplies & Services $ 10,001 187,001 10,001 10,001 10,001 10,001 10,001 10,001 10,001 136,001 10,001 10,001 10,001 10,001 10,001 10,001 10,000 29,500 10,000 10,000 10,000 490,107 10,000 10,000 10,000 10,000 10,000 10,000 10,000 13,000 10,000 10,000 207,008 1,278,900 10,000 2,599,923 284,999 117,000 596,145 165,000 294,999 1,068,569 9,999 9,999 9,999 174,599 9,999 9,999 9,999 9,999 289,999 9,999 9,999 9,999 9,999 9,999 $ 8,332,752 Capital Outlay $$- Total Expenditures $ 129,045 1,029,165 10,653 10,653 10,653 10,653 10,653 177,916 10,653 5,915,733 1,900,289 30,721 450,330 10,653 10,653 10,653 10,652 380,280 453,298 10,652 10,652 520,250 10,652 9,090,602 475,523 (39,196) 10,652 716,574 10,652 13,652 10,652 10,652 2,016,306 5,933,662 997,948 3,012,204 2,339,332 1,073,373 1,050,428 283,851 (889,908) 1,468,758 566,023 10,650 661,924 175,250 10,650 10,649 334,531 286,587 964,260 10,636 10,636 10,636 10,636 10,636 $ 41,784,929 Revenue $260,000 $ 260,000 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES SUPERIOR COURT Agency 380 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 635 OTHER CHARGES FOR SERVICES 650 MISCELLANEOUS REVENUE Sub Total 260,000 $260,000 199,536 146 $199,682 260,000 $260,000 260,000 $260,000 $ 260,000 260,000 $ Total Resources $260,000 $199,682 $260,000 $260,000 $ Subtotal $27,685,668 67,000 190,000 4,676,172 65,411 (589,665) 23,672 $32,118,258 $26,038,441 149,650 247,278 4,221,390 1,177,265 (429,053) 23,672 $31,428,643 $27,469,470 172,000 4,811,416 231,365 (589,665) 23,672 $32,118,258 Subtotal $1,115,838 3,659,500 318,630 858,100 304,500 488,556 202,000 174,500 23,500 21,000 $7,166,124 $1,405,887 909 1,472 4,075,503 243,017 325,265 312,664 293,197 240,951 106,642 266,511 20,315 $7,292,334 Subtotal $0 Total Expenditures Operating Balance (Rev. - Exp.) EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 795 PERSONAL SERVICES ALLOC.-OUT 796 PERSONAL SERVICES ALLOC.-IN SUPPLIES & SERVICES 801 GENERAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 811 HEALTH CARE SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES CAPITAL OUTLAY 920 CAPITAL EQUIPMENT - 0% - 0% 260,000 $ - 0% $29,281,910 $ 5,414,175 415,276 (701,719) $34,409,643 $ 28,997,353 $ 5,106,522 50,021 (701,719) 33,452,177 $ (1,527,883) 172,000 (295,106) 181,344 112,054 23,672 (1,333,919) 100% -6% 78% 19% 100% -4% $1,322,923 3,673,000 263,900 406,230 314,245 521,471 205,855 121,500 296,000 41,000 $7,166,124 $1,766,645 $ 250,000 6,395,100 283,900 571,000 801,870 808,000 275,000 113,000 324,509 $11,589,024 $ 1,710,645 $ 3,900,030 283,900 570,998 546,670 608,000 275,000 113,000 324,509 8,332,752 $ (387,722) (227,030) (20,000) (164,768) (232,425) (86,529) (69,145) 8,500 (28,509) 41,000 (1,166,628) 7,546 $7,546 $0 $0 $ - $ - $39,284,382 $38,728,524 $39,284,382 $45,998,667 $ 41,784,929 $ (2,500,547) -6% ($39,024,382) ($38,528,842) ($39,024,382) ($45,738,667) $ (41,524,929) $ (2,500,547) -6% -6% DEPARTMENTAL BUDGET SCHEDULES EXPENDITURES AND REVENUES BY AGENCY/OBJECT -29% -6% -8% -41% -74% -17% -34% 7% -10% 100% -16% - 451 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TOTAL BUDGET BY PROGRAM FY 2001-02 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 $ 419,968 384,285 122,327 300,000 202,861 Totals: $ 1,429,440 Supplies & Services $ $ Total Capital Outlay Expenditures 62,020 97,500 20,000 56,840 32,920 269,280 $ - $ $ $ 481,988 481,785 142,327 356,840 235,781 1,698,720 Revenue $ $ 488,162 500,216 145,744 320,000 244,597 1,698,719 EXPENDITURES AND REVENUES BY AGENCY/OBJECT SUPERIOR COURT GRANTS Agency 381 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 615 GRANTS 645 INTEREST EARNINGS 1,600,289 $1,600,289 1,345,594 761 $1,346,355 1,488,867 $1,488,867 1,698,719 $1,698,719 $ 1,698,719 1,698,719 $ 209,852 209,852 14% Sub Total Total Resources $1,600,289 $1,346,355 $1,488,867 $1,698,719 $ 1,698,719 $ 209,852 14% $712,196 1,800 135,940 109,796 $959,732 $924,165 192,126 135,656 $1,251,947 $976,097 $ 195,702 300,000 $1,471,800 $ 937,638 $ 191,802 300,000 1,429,440 $ (13,473) 324 (164,344) (177,493) -1% Subtotal $902,801 175,568 195,000 $1,273,369 Subtotal $10,000 96,300 123,000 32,920 2,500 1,200 11,000 $276,920 $4,594 2 70,970 88,305 4,393 49,974 6,132 21 $224,389 $28,000 96,300 72,920 2,500 27,200 $226,920 $9,000 $ 156,130 23,000 16,290 11,000 4,500 7,000 $226,920 $ 9,000 $ 156,130 65,360 16,290 11,000 4,500 7,000 269,280 $ 19,000 (156,130) 96,300 7,560 (16,290) (8,500) 22,700 (7,000) (42,360) Subtotal 50,000 $50,000 17,895 $17,895 10,000 $10,000 $0 $ - $ 10,000 10,000 100% 100% Total Expenditures $1,600,289 $1,202,015 $1,488,867 $1,698,720 $ 1,698,720 $ (209,853) -14% Operating Balance (Rev. - Exp.) $0 $144,340 $0 ($1) $ (1) $ (1) EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES CAPITAL OUTLAY 920 CAPITAL EQUIPMENT - 452 - 14% 0% -121% -14% 68% 100% 10% -340% 83% -19% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES 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 $ Total Capital Outlay Expenditures 264,800 10,200 325,000 600,000 $ $ - $ $ $ 264,800 10,200 325,000 600,000 Revenue $ 264,800 10,200 325,000 600,000 $ DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 EXPENDITURES AND REVENUES BY AGENCY/OBJECT SUPERIOR COURT JCEF Agency 382 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % $0 $0 $0 $0 $ 555,653 $ Sub Total 891,208 $891,208 126,007 283,184 10,161 $419,352 600,000 $600,000 600,000 $600,000 $ 600,000 600,000 $ - 0% Total Resources $891,208 $419,352 $600,000 $600,000 $ 1,155,653 $ 555,653 93% Subtotal 191,208 $191,208 $0 $0 $0 $ - $ - Subtotal 450,000 $450,000 101,238 8,192 385,278 8,000 $502,709 440,000 $440,000 293,200 306,800 $600,000 $ 293,200 306,800 600,000 $ (293,200) 133,200 (160,000) -36% Subtotal 250,000 $250,000 198,000 $198,000 160,000 $160,000 $0 $ - $ 160,000 160,000 100% 100% Total Expenditures $891,208 $700,709 $600,000 $600,000 $ 600,000 $ - 0% Operating Balance (Rev. - Exp.) $0 ($281,357) $0 $0 $ - $ - Ending Fund Balance (Resources - Exp.) $0 $0 $0 $0 $ 555,653 $ 555,653 REVENUE 620 OTHER INTERGOVERNMENTAL 635 OTHER CHARGES FOR SERVICES 645 INTEREST EARNINGS EXPENDITURES PERSONAL SERVICES 790 OTHER PERSONAL SERVICES SUPPLIES & SERVICES 804 NON-CAPITAL EQUIPMENT 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 842 TRAVEL & EDUCATION CAPITAL OUTLAY 920 CAPITAL EQUIPMENT 555,653 - 0% 30% - 453 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TOTAL BUDGET BY PROGRAM FY 2001-02 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: $ 342,528 342,528 Supplies & Services $ $ Total Capital Outlay Expenditures 46,049 46,049 $ - $ $ 388,577 388,577 $ Revenue $ 388,577 388,577 $ EXPENDITURES AND REVENUES BY AGENCY/OBJECT SUPERIOR COURT PROBATE FUND Agency 383 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % $0 $0 $0 $0 $ 9,156 $ 9,156 304,896 440 $305,336 540,325 $540,325 388,577 $388,577 $ 388,577 388,577 $ (151,748) (151,748) -28% Sub Total 628,578 $628,578 Total Resources $628,578 $305,336 $540,325 $388,577 $ 397,733 $ (142,592) -26% $266,383 2,521 56,585 59,324 $384,813 $281,674 62,086 129,565 $473,325 $285,513 $ 65,064 $350,577 $ 278,205 $ 64,323 342,528 $ 3,469 (2,237) 129,565 130,797 1% Subtotal $284,227 15,000 64,098 213,253 $576,578 $2,500 53 3,621 1,062 15,782 1,000 $24,018 $2,500 5,500 22,000 21,000 1,000 $52,000 $0 $ 5,000 8,000 5,000 15,000 5,000 $38,000 $ - $ 5,000 16,049 5,000 15,000 5,000 46,049 $ 2,500 (5,000) (10,549) 17,000 6,000 (5,000) 1,000 5,951 -192% 77% 29% Subtotal $11,000 1,000 17,000 1,000 1,000 20,000 1,000 $52,000 Subtotal $0 15,000 $15,000 15,000 $15,000 $0 $ - $ 15,000 15,000 100% 100% Total Expenditures $628,578 $423,831 $540,325 $388,577 $ 388,577 $ 151,748 28% Operating Balance (Rev. - Exp.) $0 ($118,494) $0 ($0) $ (0) $ (0) Ending Fund Balance (Resources - Exp.) $0 $0 $0 $0 $ 9,156 $ 9,156 REVENUE 635 OTHER CHARGES FOR SERVICES 645 INTEREST EARNINGS EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES SUPPLIES & SERVICES 801 GENERAL SUPPLIES 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 812 OTHER SERVICES 825 REPAIRS & MAINTENANCE 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES CAPITAL OUTLAY 920 CAPITAL EQUIPMENT - 454 - FY 00-01 Projected -28% -4% 100% 28% 100% 100% 11% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES SUPERIOR COURT CONCILIATION Agency 384 Supplies & Services Personal Services Org Title 3846 3861 3862 3872 3882 3883 3884 3885 3886 3887 3888 3889 CONCILIATION SERVICES (SE) $ 251,236 ADMINISTRATION CASE PROCESSING SPECIAL FUNDING FOR JIS STAFF AND OPERATING COSTS 1,267,085 PROFESSIONAL SERVICES EXPEDITED SERVICES CUSTODY AND VISITATION PROGRAM JUVENILE COURT SERVICES JUSTICE COURT SERVICES STATE AGENCY PROGRAMS COUNTY SERVICES Totals: $ 1,518,321 $ $ Total Capital Outlay Expenditures 139,940 139,940 $ - $ $ $ 251,236 1,407,025 1,658,261 Revenue $ $ 258,216 1,400,044 1,658,260 DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 EXPENDITURES AND REVENUES BY AGENCY/OBJECT SUPERIOR COURT CONCILIATION Agency 384 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance $0 $0 $0 $0 $ 312,980 Sub Total 1,315,799 $1,315,799 1,401,770 4,222 $1,405,992 1,603,675 $1,603,675 1,658,260 $1,658,260 $ Total Resources $1,315,799 $1,405,992 $1,603,675 Subtotal $1,064,045 210,328 49,887 (144,461) $1,179,799 $1,005,225 22,392 68 182,408 78,944 $1,289,037 Subtotal $16,000 3,000 37,500 5,500 2,000 21,000 1,000 $86,000 Subtotal % $ 312,980 1,658,260 1,658,260 3% $ 54,585 54,585 $1,658,260 $ 1,971,240 $ 367,565 23% $1,200,576 228,163 38,936 $1,467,675 $1,313,454 $ 244,806 $1,558,261 $ 1,277,192 $ 241,129 1,518,321 $ (76,616) (12,966) 38,936 (50,646) -6% $8,556 12,498 1,354 10,379 6,180 2,945 2,234 13,588 5,267 $63,000 $15,000 3,000 45,000 5,500 2,000 15,500 $86,000 $15,000 $ 12,000 3,000 20,000 7,000 3,000 30,000 10,000 $100,000 $ 15,000 $ 12,000 3,000 59,940 7,000 3,000 30,000 10,000 139,940 $ (12,000) (14,940) (1,500) (1,000) (14,500) (10,000) (53,940) 50,000 $50,000 50,000 $50,000 50,000 $50,000 $0 $ - $ 50,000 50,000 100% 100% Total Expenditures $1,315,799 $1,402,037 $1,603,675 $1,658,261 $ $ (54,586) -3% Operating Balance (Rev. - Exp.) $0 $3,956 $0 ($1) $ (1) $ (1) Ending Fund Balance (Resources - Exp.) $0 $0 $0 $0 $ REVENUE 635 OTHER CHARGES FOR SERVICES 645 INTEREST EARNINGS EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 795 PERSONAL SERVICES ALLOC.-OUT SUPPLIES & SERVICES 801 GENERAL SUPPLIES 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING CAPITAL OUTLAY 920 CAPITAL EQUIPMENT 1,658,261 312,979 $ 3% -6% 100% -3% 0% 0% -33% -27% -50% -94% -63% 312,979 - 455 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TOTAL BUDGET BY PROGRAM FY 2001-02 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: $ 38,172 137,803 166,388 342,364 Supplies & Services $ $ Total Capital Outlay Expenditures 207,613 207,613 $ - $ $ 38,172 207,613 137,803 166,388 549,977 $ Revenue $ 39,033 200,000 140,592 170,351 549,976 $ EXPENDITURES AND REVENUES BY AGENCY/OBJECT SUPERIOR COURT JIS OPERATIONS Agency 385 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % $0 $0 $0 $0 $ 60,624 $ 60,624 495,444 1,507 $496,951 550,000 $550,000 549,976 $549,976 $ 549,976 549,976 $ (24) (24) 0% Sub Total 907,284 $907,284 Total Resources $907,284 $496,951 $550,000 $549,976 $ 610,600 $ 60,600 11% Subtotal $246,334 41,222 222,228 $509,784 $235,037 37,844 11,726 $284,607 $269,505 43,769 11,726 $325,000 $283,156 $ 45,127 21,694 $349,977 $ 276,244 $ 44,426 21,694 342,364 $ (6,739) (657) (9,968) (17,364) -3% -2% -85% -5% $10,508 136,726 15,211 379 869 70,577 $234,271 $6,600 10,000 100,100 1,000 55,000 $172,700 $40,000 $ 55,000 55,000 10,000 40,000 $200,000 $ 40,000 $ 55,000 62,613 10,000 40,000 207,613 $ (33,400) (45,000) 37,487 (9,000) 15,000 (34,913) -506% -450% 37% Subtotal $19,500 378,000 $397,500 -900% 27% -20% Subtotal $0 18,933 $18,933 52,300 $52,300 $0 $ - $ 52,300 52,300 100% 100% Total Expenditures $907,284 $537,810 $550,000 $549,977 $ 549,977 $ 23 0% Operating Balance (Rev. - Exp.) $0 ($40,860) $0 ($1) $ (1) $ (1) Ending Fund Balance (Resources - Exp.) $0 $0 $0 $0 $ 60,623 $ 60,623 REVENUE 635 OTHER CHARGES FOR SERVICES 645 INTEREST EARNINGS EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES SUPPLIES & SERVICES 801 GENERAL SUPPLIES 804 NON-CAPITAL EQUIPMENT 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 842 TRAVEL & EDUCATION CAPITAL OUTLAY 920 CAPITAL EQUIPMENT - 456 - FY 00-01 Projected 0% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES 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 $ Supplies & Services $ 232,401 309,321 413,499 288,220 238,371 (1,890) 237,573 Totals: $ 1,717,494 $ 105,000 5,000 66,000 115,351 392,775 31,732 715,858 Total Capital Outlay Expenditures $ - $ $ $ 105,000 232,401 314,321 413,499 354,220 115,351 631,146 29,842 237,573 2,433,352 Revenue $ 105,000 232,401 320,599 413,499 354,220 107,500 624,653 31,000 244,481 $ 2,433,353 DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 E X P EN D ITU R E S AN D R E VE N U ES B Y A G E NC Y /O B JE C T SU PER IO R C O U R T SP EC IA L FU N D IN G A g ency 386 FY 00-01 Final A dopted R ESO U R C E S Beginning Fund Balance FY 00-01 Pro jected F Y 00-01 R evised FY 01-02 R equested FY 01-02 A dopted Variance $0 $0 $0 $0 $ 422,604 Sub Total 1,327,186 130,000 250,631 $1,707,817 832,315 608,135 5,863 54,392 $1,500,705 1,102,583 930,000 292,421 $2,325,004 1,193,318 1,101,535 138,500 $2,433,353 $ T otal R esources $1,707,817 $1,500,705 $2,325,004 Subtotal $493,289 130,363 574,665 $1,198,317 $384,771 4,518 2,267 63,642 241,482 413,056 $1,109,736 Subtotal $35,000 130,000 211,000 18,000 35,000 5,500 $434,500 Subtotal % $ 422,604 1,193,318 1,101,535 138,500 2,433,353 $ 90,735 171,535 (153,921) 108,349 -53% 5% $2,433,353 $ 2,855,957 $ 530,953 23% $584,750 119,448 286,641 574,665 $1,565,504 $691,051 $ 140,657 279,746 (74,321) 701,719 $1,738,852 $ 671,659 $ 138,691 279,746 (74,321) 701,719 1,717,494 $ (86,909) (19,243) 6,895 74,321 (127,054) (151,990) -15% $12,003 156,143 125,641 478 35 72,917 66 $367,284 $5,000 246,000 258,500 175,000 $684,500 $66,000 $ 45,000 180,000 292,500 5,000 106,000 $694,500 $ 66,000 45,000 180,000 313,858 5,000 106,000 715,858 75,000 $75,000 75,000 $75,000 75,000 $75,000 $0 $ Total Expenditures $1,707,817 $1,552,019 $2,325,004 O perating Balance (R ev. - Exp.) ($0) ($51,315) $0 $0 $0 $0 R EVEN U E 620 O TH ER IN TER G O VER N M EN TAL 635 O TH ER C H AR G ES FO R SER VIC ES 645 IN TER EST EAR N IN G S 650 M ISC ELLAN EO U S R EVEN U E EX PEN D ITU R ES PER SO N AL SER VIC ES 701 R EG U LAR PAY 705 TEM PO R AR Y PAY 710 O VER TIM E 750 FR IN G E BEN EF ITS 790 O TH ER PER SO N AL SER VIC ES 795 PER SO N AL SER VIC ES ALLO C .-O U T 796 PER SO N AL SER VIC ES ALLO C .-IN SU PPLIES & S ER VIC ES 801 G EN E R AL SU PPLIE S 804 N O N -C APITAL EQ U IPM EN T 810 LEG AL SER VIC ES 812 O TH ER SER VIC ES 825 R EPAIR S & M AIN TE N AN C E 839 IN TER N AL SER VIC E C H AR G ES 842 TR AVE L & ED U C AT IO N 843 PO ST AG E/FR EIG H T/SH IP PIN G C APITAL O U TLAY 920 C APIT AL EQ U IPM EN T Ending Fund Balance (R esources - Exp.) $ 8% 18% -16% 2% -22% -10% -1220% $ (61,000) (45,000) 66,000 (55,358) (5,000) 69,000 (31,358) - $ 75,000 75,000 100% 100% $2,433,352 $ 2,433,352 $ (108,348) -5% $1 $ 1 $ 1 $0 $ 422,605 $ 422,605 27% -21% 39% -5% - 457 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TOTAL BUDGET BY PROGRAM FY 2001-02 SUPERIOR COURT COURTHOUSE FUND Agency 387 Org Supplies & Services Personal Services Title 3861 ADMINISTRATION 3867 SUPPLY & FACILITIES $ - Totals: $ $ $ Total Capital Outlay Expenditures 10,000 10,000 $ - $ $ 10,000 10,000 $ Revenue $ 10,000 10,000 $ EXPENDITURES AND REVENUES BY AGENCY/OBJECT SUPERIOR COURT COURTHOUSE FUND Agency 387 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance $0 $0 $0 $0 $ 5,773 $ Sub Total 50,000 $50,000 79 $79 10,000 $10,000 10,000 $10,000 $ 10,000 10,000 $ Total Resources $50,000 $79 $10,000 $10,000 $ Subtotal 10,000 $10,000 $0 10,000 $10,000 Subtotal 40,000 $40,000 $0 Total Expenditures $50,000 Operating Balance (Rev. - Exp.) Ending Fund Balance (Resources - Exp.) REVENUE 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE % 5,773 - 0% 0% 15,773 $ 5,773 58% 10,000 $10,000 $ 10,000 10,000 $ - 0% 0% $0 $0 $ - $ - $0 $10,000 $10,000 $ 10,000 $ - $0 $79 $0 $0 $ - $ - $0 $0 $0 $0 $ 5,773 $ 5,773 EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES 825 REPAIRS & MAINTENANCE CAPITAL OUTLAY 915 BUILDINGS & IMPROVEMENTS - 458 - 0% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL BUDGET SCHEDULES APPOINTED Maricopa County Citizens Board of Supervisors Janice K. Brewer, Chairman Fulton Brock, District 1 Don Stapley, District 2 Andrew Kunasek, District 3 Mary Rose Wilcox, District 5 County Administrative Officer David Smith Deputy County Administrator Sandi Wilson Chief Health Services Officer Dr. Jonathan Weisbuch Chief Financial Officer Tom Manos Criminal Justice Facilities Bob Williams Indigent Representation Public Defender Chief Public Works Officer Tom Buick Chief Information Officer Lin Thatcher Legal Defender Maricopa Integrated Health System Mark Hillard Contract Counsel Legal Advocacy Chief Community Services Officer William Scalzo - 459 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES ANIMAL CARE AND CONTROL SERVICES County Administrative Officer Chief Health Services Officer Animal Control Services Ed Boks, Director Clinics Administration Kennels Licensing Field Services Public Programs Business Office Human Resources Telecommunications Adoption Center IT Coordinator MISSION The mission of the Animal Care and Control Services (ACCS) department is to provide humane animal control and safety to people in Maricopa County so that they can be free from nuisances, diseases and other dangers caused by animals. VISION Animal Care and Control Services envisions the day when residents, their property and neighborhoods will be free from the dangers and nuisances of irresponsible pet ownership and when every pet born will be assured of a good home and care all its natural life and will not suffer due to abuse, neglect or ignorance. GOALS Achieve a "no kill" environment. Recruit and retain competent staff. Provide excellent customer service. Increase alternative funding and expand public programs. Improve infrastructure. ISSUES Due to the demand for quality pet adoption, licensing, and contractual field services with the cities and towns, there is substantial pressure on Animal Control to provide high quality, cost-effective and timely animal control services delivered by a professional staff using state-of-the-art technology in a culture conducive to animal welfare. Many individuals and agencies have indicated that they welcome opportunities to support progressive ACCS programs involving animal welfare issues. However, a substantial number of valley residents are unaware of these issues and the action Animal Care and Control takes in addressing them. Therefore, Animal Care and Control will continue to be viewed as a refuge for unwanted animals and criticized for destroying adoptable animals. The rapid population growth in Maricopa County coupled with the national trend toward "no-kill " animal care programs, will necessitate the acquisition of additional equipment and the building of new facilities in order to provide quality service to pets and people. - 460 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES PERFORMANCE MEASURES Performance Measures Animals Adopted Animals Released to Owner Other Disposition Remaining Inventory Total Animals Saved Animals Euthanized Total Animals Impounded Dog Licenses Sold Rabies Vaccinations Animals Adopted 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 * FY 99 Actual 13,347 7,661 985 1,000 22,993 35,313 58,306 231,079 22,468 23% 13% 2% 2% 39% 61% 48% FY 00 Actual 14,200 6,766 1,068 986 23,215 34,623 57,838 255,336 30,309 25% 12% 2% 2% 40% 60% 51% FY 01 Actual 14,200 7,500 1,100 1,000 23,800 33,200 60,000 265,000 22,937 25% 13% 2% 2% 42% 58% 48% FY 02 Projected N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A DEPARTMENTAL BUDGET SCHEDULES Animal Control will increasingly depend on alternative funding sources to enhance the scope and delivery of Public Programs. Due to market pressure, ACCS will continue to experience problems hiring and retaining quality staff. The use of up-to-date technology will be necessary to provide efficient, convenient service to our customers. POSITION DISTRIBUTION POSITION DISTRIBUTION 79 ANIMAL CONTROL SERVICES WORKING TITLE ACCOUNTING TECH I ANIMAL CARE OFFICER ANIMAL CARE SUPERVISOR ANIMAL CONTROL CLERK ANIMAL CONTROL OFFICER ANIMAL CONTROL SERGEANT ANIMAL CONTROL SUPERVISOR AUTOMATION TRAINER BUS OFFICE SUPERVISOR CLINIC MANAGER CLINIC TECHNICIAN CONTROLLER DEPUTY DIRECTOR DIRECTOR EXECUTIVE SECRETARY FACILITIES MANAGER FIELD OPERATIONS MANAGER HR MANAGER HUMAN RESOURCES CLERK LEAD RADIO DISPATCHER LEAD TELECOMMUNICATIONS CLERK LICENSING CLERK LICENSING DATA ENTRY CLERK LICENSING SUPERVISOR OFFICE MANAGER OFFICE SUPERVISOR PROGRAMS MANAGER RADIO DISPATCHER SENIOR CLINIC TECHNICIAN SHELTER DIRECTOR SHELTER OPERATIONS MANAGER FTE 2.0 17.0 2.0 34.5 42.0 3.0 4.0 1.0 1.0 1.0 4.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 0.5 1.0 1.0 1.0 1.0 1.0 4.0 2.0 1.0 1.0 - 461 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES WORKING TITLE SHELTER SGT SHELTER SUPERVISOR SPECIAL EVENTS COORDINATOR VETERINARIAN VOLUNTEER COORDINATOR TOTAL FTE 1.0 1.0 1.0 2.0 1.0 141.0 MANDATE CONSOLIDATED FINANCIAL DATA Total Department Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 200,000 $ 237,569 $ 228,571 $ 243,938 $ 228,096 $ 304,041 Special Revenue $ 4,407,517 $ 5,072,686 $ 4,867,188 $ 5,944,584 $ 5,939,749 $ 6,414,204 Total $ 4,607,517 $ 5,310,255 $ 5,095,759 $ 6,188,522 $ 6,167,845 $ 6,718,245 Total Mandated Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 200,000 $ 237,569 $ 228,571 $ 243,938 $ 228,096 $ 304,041 Special Revenue $ 4,407,517 $ 5,072,686 $ 4,867,188 $ 5,944,584 $ 5,939,749 $ 6,414,204 Total $ 4,607,517 $ 5,310,255 $ 5,095,759 $ 6,188,522 $ 6,167,845 $ 6,718,245 NOTE: Mandate financials do not include appropriated beginning fund balance, debt service, or eliminations. - 462 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES ANIMAL CONTROL IN CITIES AND TOWNS (INCORPORATED AREAS) AND UNINCORPORATED AREAS A.R.S. § 11, Chapter 7, Article 6 - Animal Control AUTHORITY Maricopa County has the responsibility to enforce State legislation and County HISTORY/ ordinances for the unincorporated areas within the County. Maricopa County is also BACKGROUND tasked with enforcing State legislation for those municipalities that do not enact local MANDATE DESCRIPTION ordinances that are equal to or more stringent than State Statutes. Animal Control Services is mandated to (1) Provide dog licensing, durable dog tags, kennel permits, and the enforcement of rabies vaccine requirements, (2) Shelter and humanely destroy unwanted dogs and cats, adopt animals and provide for the reclaiming of pets, (3) Make provisions for the spaying and neutering of all adopted animals, (4) Impound stray dogs, (5) Handle bite animals and vicious dogs, (6) Issue citations and license violation warnings to violators. DEPARTMENTAL BUDGET SCHEDULES MANDATE INFORMATION DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED ANIMAL CONTROL SERVICES Department 79 FUND TYPE GENERAL FUND SPECIAL REVENUE SUB-TOTAL TOTAL FUNDS Personal Services 197,954 4,427,003 $ 4,624,957 $ 4,624,957 $ Supplies & Services 106,087 1,987,201 $ 2,093,288 $ 2,093,288 $ Capital Outlay $ $ $ Total Expenses $ 304,041 6,414,204 $ 6,718,245 $ 6,718,245 Total Revenue $ 6,877,384 $ 6,877,384 $ 6,877,384 - 463 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES EXPEN DITU RES AND REVENU ES BY DEPARTM EN T/O B JEC T ANIM AL CO NTRO L SERVICES Departm ent 79 FY 00-01 Final Adopted RESO URCES Beginning Fund Balance $ 339,623 REVENUE 610 LICENSES & PERM IT S 620 O T HER INT ERG O VERNM ENTAL 635 O T HER CHARG ES FO R SERVICES 637 FINES & FO RFEIT S 650 M ISCELLANEO US REVENUE Sub T otal T otal Resources FY 00-01 Revised FY 00-01 Projected $ 339,623 $ 3,180,348 1,460,240 1,459,005 4,600 314,436 6,418,629 $ 3,180,348 1,460,240 1,459,005 4,600 314,436 6,418,629 $ 6,758,252 $ 6,758,252 $ 3,298,660 $ 34,000 57,370 865,729 (152,009) 122,009 4,225,759 $ 3,484,627 $ 34,000 57,370 879,762 (152,009) 122,009 4,425,759 $ 3,222,430 $ 13,509 101,401 705,543 25,952 (152,009) 122,009 4,038,835 $ SUPPLIES & SERVICES $ 801 G ENERAL SUPPLIES 802 M EDICAL SUPPLIES 803 FUEL 804 NO N-CAPIT AL EQ UIPM ENT 810 LEG AL SERVICES 811 HEALT H C ARE SERVICES 812 O T HER SER VICES 820 O PERAT ING LEASES & RENT S 825 REPAIRS & M AINT ENANCE 830 INT ERG O VERNM ENT AL PAYM ENT S 839 INT ERNAL SERVICE CHARG ES 842 T RAVEL & EDUCATIO N 843 PO STAG E/FREIG HT/SHIPPING 850 UT ILIT IES 880 T RANSFERS O UT Subtotal $ 193,671 153,653 60,310 59,600 10,000 371,477 19,950 112,129 284,036 29,400 4,500 94,005 438,696 1,831,427 $ 193,671 153,653 60,310 59,600 10,000 371,477 19,950 112,129 284,036 29,400 4,500 94,005 438,696 1,831,427 $ 400,702 89,924 44,083 747 72,005 263,700 26,720 39,190 236,430 14,252 1,336 155,033 438,696 1,782,818 C APIT AL O UT LAY 915 BU ILDING S & IM PRO VEM ENT S 920 CAPITAL EQ UIPM ENT 930 VEHICLES & CO NSTR UCTIO N EQ UIP Subtotal $ 250,000 20,000 295,748 565,748 $ 250,000 20,000 295,748 565,748 T otal Expenditures $ 6,622,934 $ 6,822,934 O perating Balance (Rev. - Exp.) $ EXPENDITU RES PERSO NAL SERVICES 701 REG ULAR PAY 705 T EM PO RARY PAY 710 O VERTIM E 750 FRING E BENEFIT S 790 O T HER PER SO NAL SERVICES 795 PERSO NAL SERVICES ALLO C.-O UT 796 PERSO NAL SERVICES ALLO C.-IN Subtotal - 464 - $ $ (204,305) $ $ FY 01-02 Requested (175,615) $ $ 3,143,341 757,786 1,426,180 4,599 192,124 5,524,030 $ 5,348,415 FY 01-02 Adopted (333,970) $ 7,121,068 (930,957) -274% 5% 35% 5% 0% -84% 7% $ $ 144,116 511,268 66,778 (263,407) 458,755 $ 6,286,050 $ (472,202) -7% 3,764,503 $ 20,000 64,889 987,336 32,575 (152,009) 122,009 4,839,303 $ 3,499,019 $ 20,000 64,889 1,038,475 32,575 (227,954) 197,954 4,624,957 $ (14,392) 14,000 (7,519) (158,712) (32,575) 75,945 (75,945) (199,198) 0% 41% -13% -18% $ 295,257 170,000 41,009 2,450 20,000 216,400 38,308 61,910 421,497 45,450 71,800 160,500 548,707 2,093,288 $ (101,586) (16,347) 19,301 57,150 (10,000) 155,077 (18,358) 50,219 (137,461) (16,050) (67,300) (66,495) (110,011) (261,861) -52% -11% 32% 96% $ 326,028 170,000 79,901 20,117 20,000 216,400 38,308 61,910 3,847 558,053 45,450 71,800 160,500 548,707 2,321,021 -48% -55% -1496% -71% -25% -14% $ 30,000 5,740 310,452 346,192 $ 477,900 477,900 $ - $ 250,000 20,000 295,748 565,748 100% 100% 100% 100% $ 6,167,845 $ 7,638,224 $ 6,718,245 $ 104,689 2% (183,186) $ 159,139 $ 563,444 139% (404,305) $ $ (591,334) $ % 3,324,464 1,971,508 1,525,783 4,600 51,029 6,877,384 $ $ 3,324,464 2,271,364 1,525,783 4,600 328,827 7,455,038 Variance $ (643,815) $ $ $ 50% -62% -5% -100% 42% -92% 45% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 ANIMAL CONTROL GENERAL OPERATIONS Agency 790 Personal Services Org Title 7910 7920 7930 7940 7950 7960 ADMINISTRATION CUSTOMER SERVICES FIELD SERVICES SHELTER SERVICES SPAY/NEUTER SERVICES DONATIONS (CARRY OVER) $ Totals: $ 197,954 197,954 Supplies & Services $ $ Total Capital Outlay Expenditures 106,087 106,087 $ - $ $ $ 304,041 304,041 Revenue $ - $ EXPENDITURES AND REVENUES BY AGENCY/OBJECT ANIMAL CONTROL GENERAL OPERATIONS Agency 790 FY 00-01 Final Adopted EXPENDITURES PERSONAL SERVICES 796 PERSONAL SERVICES ALLOC.-IN FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % Subtotal 122,009 $122,009 122,009 $122,009 122,009 $122,009 122,009 $122,009 $ 197,954 197,954 $ (75,945) (75,945) -62% -62% Subtotal $106,087 $106,087 $106,087 $106,087 $106,087 $106,087 $106,087 $ $106,087 $ 106,087 $ 106,087 $ - 0% 0% Total Expenditures $228,096 $228,096 $228,096 $228,096 $ 304,041 $ (75,945) -33% Operating Balance (Rev. - Exp.) ($228,096) ($228,096) ($228,096) ($228,096) $ (304,041) $ (75,945) -33% SUPPLIES & SERVICES 801 GENERAL SUPPLIES - 465 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TOTAL BUDGET BY PRO GRAM F Y 2 0 0 1 -0 2 A N IM A L C O N T R O L S P E C F U N D IN G A gency 792 O rg 7910 7920 7930 7940 7950 7960 P e rs o n a l S e rv ic e s T itle A D M IN IS T R A T IO N C U S T O M E R S E R V IC E S F IE L D S E R V IC E S 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 IC E S D O N A T IO N S $ T o t a ls : $ 5 0 2 ,3 8 0 7 8 5 ,4 9 8 1 0 ,7 7 2 1 ,1 7 7 ,1 7 6 3 2 4 ,5 8 9 1 0 ,7 4 5 2 ,8 1 1 ,1 6 0 S u p p lie s & S e rv ic e s $ $ 8 3 0 ,7 5 5 2 8 4 ,6 0 1 4 ,9 8 0 3 6 6 ,0 5 2 2 3 9 ,3 5 8 4 ,9 8 0 1 ,7 3 0 ,7 2 6 C a p ita l O u tla y T o ta l E x p e n d itu re s $ $ - $ $ 1 ,3 3 3 ,1 3 5 1 ,0 7 0 ,0 9 9 1 5 ,7 5 2 1 ,5 4 3 ,2 2 8 5 6 3 ,9 4 7 1 5 ,7 2 5 4 ,5 4 1 ,8 8 6 R evenue $ $ 4 ,9 0 1 ,2 7 6 4 ,9 0 1 ,2 7 6 EXPENDITURES AND REVENUES BY AGENCY/OBJECT ANIMAL CONTROL SPEC FUNDING Agency 792 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % $339,623 ($175,615) $339,623 ($333,970) $ 307,186 $ (32,437) -10% 3,143,341 1,426,180 (1) 192,124 $4,761,644 3,180,348 1,459,005 314,436 $4,953,789 3,324,464 1,525,783 328,827 $5,179,074 $ 3,324,464 1,525,783 51,029 4,901,276 $ 144,116 66,778 (263,407) (52,513) 5% 5% Sub Total 3,180,348 1,459,005 314,436 $4,953,789 -84% -1% Total Resources $5,293,412 $4,586,029 $5,293,412 $4,845,104 $ 5,208,462 $ (84,950) -2% $2,014,984 13,509 63,476 433,736 7,530 $2,533,235 $2,162,515 10,000 28,100 548,347 $2,748,962 $2,342,539 $ 10,000 12,923 606,046 9,613 $2,981,121 $ 2,137,968 $ 10,000 12,923 640,656 9,613 2,811,160 $ 24,547 15,177 (92,309) (9,613) (62,198) 1% 0% 54% -17% Subtotal $2,065,075 10,000 28,100 541,243 $2,644,418 $293,772 89,924 5,343 747 71,330 243,378 26,720 34,690 170,935 13,827 1,336 154,037 306,416 $1,412,455 $161,660 153,553 5,297 15,800 10,000 301,936 16,350 106,429 114,497 14,800 4,500 92,509 306,416 $1,303,747 $276,500 $ 170,000 29,901 2,450 20,000 166,300 34,200 56,150 3,847 395,035 29,350 71,600 160,000 548,707 $1,964,040 $ 189,170 $ 170,000 29,901 2,450 20,000 166,300 34,200 56,150 252,898 29,350 71,600 160,000 548,707 1,730,726 $ (27,510) (16,447) (24,604) 13,350 (10,000) 135,636 (17,850) 50,279 (138,401) (14,550) (67,100) (67,491) (242,291) (426,979) -17% -11% -464% 84% Subtotal $161,660 153,553 5,297 15,800 10,000 301,936 16,350 106,429 114,497 14,800 4,500 92,509 306,416 $1,303,747 -121% -98% -1491% -73% -79% -33% Subtotal 250,000 20,000 66,000 $336,000 30,000 2,155 300,998 $333,153 250,000 20,000 66,000 $336,000 67,200 $67,200 $ - $ 250,000 20,000 66,000 336,000 100% 100% 100% 100% Total Expenditures $4,284,165 $4,278,843 $4,388,709 $5,012,361 $ 4,541,886 $ (153,177) -3% Operating Balance (Rev. - Exp.) $669,624 $482,801 $565,080 $166,713 $ 359,390 $ (205,690) -36% Ending Fund Balance (Resources - Exp.) $1,009,247 $307,186 $904,703 ($167,257) $ 666,576 $ (238,127) -26% REVENUE 610 LICENSES & PERMITS 635 OTHER CHARGES FOR SERVICES 637 FINES & FORFEITS 650 MISCELLANEOUS REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 811 HEALTH CARE SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 830 INTERGOVERNMENTAL PAYMENTS 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES 880 TRANSFERS OUT CAPITAL OUTLAY 915 BUILDINGS & IMPROVEMENTS 920 CAPITAL EQUIPMENT 930 VEHICLES & CONSTRUCTION EQUIP. - 466 - FY 00-01 Projected -2% -100% 45% -109% 47% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES ANIMAL CONTROL FIELD SERVICES Agency 794 Org Supplies & Services Personal Services Title 7920 FIELD SERVICES 7930 FIELD SERVICES $ 476,710 1,139,134 Totals: $ 1,615,843 $ $ Total Capital Outlay Expenditures 22,747 233,728 256,475 $ - $ $ $ 499,457 1,372,862 1,872,318 Revenue $ 1,976,108 $ 1,976,108 EXPENDITURES AND REVENUES BY AGENCY/OBJECT ANIMAL CONTROL FIELD SERVICES Agency 794 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % $0 $0 $0 $0 $ (898,520) $ (898,520) Sub Total 1,460,240 4,600 $1,464,840 757,786 4,600 $762,386 1,460,240 4,600 $1,464,840 2,271,364 4,600 $2,275,964 $ 1,971,508 4,600 1,976,108 $ 511,268 511,268 35% 0% 35% Total Resources $1,464,840 $762,386 $1,464,840 $2,275,964 $ 1,077,588 $ (387,252) -26% $1,207,446 37,925 271,807 18,422 (152,009) $1,383,591 $1,322,112 24,000 29,270 331,415 (152,009) $1,554,788 $1,421,964 $ 10,000 51,966 381,290 22,962 (152,009) $1,736,173 $ 1,361,051 $ 10,000 51,966 397,819 22,962 (227,954) 1,615,843 $ (38,939) 14,000 (22,696) (66,403) (22,962) 75,945 (61,055) -3% 58% -78% -20% Subtotal $1,233,585 24,000 29,270 324,486 (152,009) $1,459,332 $843 38,740 675 20,322 4,500 65,495 425 996 132,280 $264,276 ($74,076) 100 55,013 43,800 69,541 3,600 5,700 169,539 14,600 1,496 132,280 $421,593 ($56,559) $ 50,000 17,667 50,100 4,108 5,760 163,018 16,100 200 500 $250,894 $ - $ 11,108 50,100 4,108 5,760 168,599 16,100 200 500 256,475 $ (74,076) 100 43,905 43,800 19,441 (508) (60) 940 (1,500) (200) 996 132,280 165,118 -100% 100% 80% 100% Subtotal ($74,076) 100 55,013 43,800 69,541 3,600 5,700 169,539 14,600 1,496 132,280 $421,593 Subtotal 229,748 $229,748 3,585 9,454 $13,039 229,748 $229,748 410,700 $410,700 $ - $ 229,748 229,748 100% 100% Total Expenditures $2,110,673 $1,660,906 $2,206,129 $2,397,767 $ 1,872,318 $ 333,811 15% Operating Balance (Rev. - Exp.) ($645,833) ($898,520) ($741,289) ($121,803) $ 103,790 $ 845,079 114% Ending Fund Balance (Resources - Exp.) $0 $0 $0 $0 $ (794,730) $ (794,730) REVENUE 620 OTHER INTERGOVERNMENTAL 637 FINES & FORFEITS EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 795 PERSONAL SERVICES ALLOC.-OUT SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 811 HEALTH CARE SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES 880 TRANSFERS OUT CAPITAL OUTLAY 920 CAPITAL EQUIPMENT 930 VEHICLES & CONSTRUCTION EQUIP. DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 50% -4% 28% -14% -1% 1% -10% 67% 100% 39% - 467 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES BOARD OF SUPERVISORS CLERK Board of Supervisors Board of Supervisors Clerk Fran McCarroll Agenda Preparation Agenda Processing Minutes Information/Public Records Special Districts Administration Licenses/Permits Statutory Services MISSION The mission of the Office of the Clerk of the Board is to provide official record keeping and other statutory and policy-related services for the Board of Supervisors (BOS), other County Agencies, Special Districts, and the general public, so they can make informed decisions and conduct business affairs. VISION The vision of the Office of the Clerk of the Board is to be recognized as a leader in the field of statutory and policy record keeping and procedures for the Maricopa County Board of Supervisors. GOALS By June 2002, provide all Clerk's Office forms and all County ordinances to citizens via the Internet. By June 2002, add document-scanning capabilities to Agenda Central for additional expeditious handling of agenda items, e.g., backup documents. By June 2003, pursue legislative corrections and changes to the statutes to reduce and/or eliminate unnecessary or redundant processes mandated to the Clerk of the Board: 1) eliminate the requirement to publish BOS minutes in a newspaper; 2) modify the timeframe or approval level for certain types of liquor license and permit applications (BOS delegate approval authority responsibility to another); and 3) have copies of disciplinary / dismissal letters sent to Human Resources rather than to the Clerk's Office for filing. By June 2005, move the record filing system in the Clerk's Office to imaged / stored documents versus paper copies in concert with a countywide effort. ISSUES An increase in management demands and an increase in Board directives, reviews, reports, and official appointments has resulted in a significant increase in staff time devoted to administrative reporting and follow-up action. An increase in the types and amounts of documents retained in the Clerk’s Office and the number of public records requests has revealed inadequate storage space and an inadequate records documentation and tracking system which results in the frequent redistribution of documents and an increase in staff time devoted to research. Recent changes in the Procurement Code signing authority has resulted in an increase in confusion regarding Bid Serials, Agenda Information Forms (AIFs), and renewal of contracts and has led to inconsistencies in the processing and filing of documents. An increase in Countywide and department policy violations, and an increase in incomplete and incorrect - 468 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES PERFORMANCE MEASURES Performance Measures No. of Board Mtgs staffed Number agenda items processed Number claims processed Number of licenses (liquor, bingo, fireworks) Number of pages of minutes FY 99 Actual 181 2,305 2,177 70 2,179 FY 00 Actual 186 2,379 1,935 70 2,296 FY 01 FY 02 Actual Projected 168 154 2,249 N/A 1,788 2,000 53 70 2,135 N/A DEPARTMENTAL BUDGET SCHEDULES Agenda Information Form documentation, has resulted in an increase in staff time devoted to researching, reconciling, correcting, and processing documents. This causes a much longer than necessary turnaround time in getting documents processed and returned to initiating departments. An increase in the use of Agenda Central by departments has resulted in a decrease in the use of agenda related paper; and a decrease in department requests (phone and e-mail) for agenda information has resulted in more efficient and expeditious processing of the agenda. An increase in new legislation, as well as an increase in legislative changes and amendments, has resulted in an increase in the number of statutory mandates required to be performed by the Clerk’s Office. As legislation is added, old or obsolete legislation is not necessary removed from the statutes. The overlap of new and old legislation results in certain mandated processes that are unnecessary or redundant, thus causing an increase in the workload of the Clerk’s Office. An increase in the broad uses of computer technology has resulted in an increased need for staff technology training. POSITION DISTRIBUTION POSITION DISTRIBUTION 06 BOARD OF SUPERVISORS CLERK WORKING TITLE ADMINISTRATIVE ASSTNT I ADMINISTRATIVE ASSTNT III ADMINISTRATIVE COORD III CLERK OF THE BOARD DEPUTY CLERK OF THE BOARD TOTAL FTE 1.0 1.0 3.0 1.0 1.0 7.0 MANDATE CONSOLIDATED FINANCIAL DATA Total Department Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 330,164 $ 369,870 $ 382,036 $ 446,157 $ 442,119 $ 528,574 Total $ 330,164 $ 369,870 $ 382,036 $ 446,157 $ 442,119 $ 528,574 Total Mandated Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 330,164 $ 369,870 $ 382,036 $ 446,157 $ 442,119 $ 528,574 Total $ 330,164 $ 369,870 $ 382,036 $ 446,157 $ 442,119 $ 528,574 NOTE: Mandate financials do not include appropriated beginning fund balance, debt service, or eliminations. - 469 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES MANDATE INFORMATION CLERK OF THE BOARD OF SUPERVISORS A.R.S. §11-201 Powers of county; A.R.S. §11-251 Powers of board; A.R.S. §11-241 AUTHORITY HISTORY/ BACKGROUND MANDATE DESCRIPTION - 470 - Clerk of Board appointment; duties; A.R.S. §11-214 Regular and special meetings. There are other statutory references regarding the Clerk of the Board, far too many to detail in this type of report. Because the Clerk of the Board works directly with and for the Board of Supervisors, everything the Clerk does is in some way mandated by statute, particularly recording all proceedings of the board, recording the vote of each member on every question, and preserving and filing all accounts and actions of the Board. The Clerk of the Board of Supervisors is also the Clerk of the Flood Control District A.R.S. § 48-3602, Library District A.R.S. § 48-3901, and the Stadium District A.R.S. § 48-4202, as well as numerous special districts. The Clerk of the Board is appointed by the Board of Supervisors to be the official administrative record keeper and to perform all mandated statutory services for the Board of Supervisors. The Clerk of the Board has numerous statutory and constitutional duties including signing all orders made and warrants issued by order of the board for payment of money, publishing minutes, accepting notices of claim for the county, assisting in formation of special districts and coordinating special district annual reports, processing annexations and franchise applications, and licensing and permitting for certain special events. Regular meetings of the Board shall be held each month as designated by the Board; each meeting to be posted and conducted in accordance with the Arizona Open Meeting Law statute A.R.S. § 38-431. MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES BOARD OF SUPERVISORS CLERK Department 06 FUND TYPE GENERAL FUND SUB-TOTAL TOTAL FUNDS $ $ $ Personal Services 358,119 358,119 358,119 $ $ $ Supplies & Services 170,455 170,455 170,455 $ $ $ Capital Outlay - Total Expenses $ 528,574 $ 528,574 $ 528,574 Total Revenue $ $ $ - EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT BOARD OF SUPERVISORS CLERK Department 06 FY 00-01 Final Adopted FY 00-01 Revised FY 00-01 Projected FY 01-02 Requested FY 01-02 Adopted Variance % EXPENDITURES PERSONAL SERVICES $ 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES Subtotal $ 281,922 $ 7,000 52,986 2,000 343,908 $ 291,455 $ 7,000 53,453 2,000 353,908 $ 269,961 $ 5,300 48,726 998 324,984 $ 289,788 $ 7,000 51,331 10,000 358,119 $ 289,788 $ 7,000 51,331 10,000 358,119 $ 1,667 2,122 (8,000) (4,211) 1% 0% 4% -400% -1% SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING Subtotal $ 14,001 $ 8,000 40,000 76,250 6,000 1,050 3,400 3,045 150 151,896 $ 14,001 $ 40,000 74,250 6,000 1,050 3,400 3,045 150 141,896 $ 9,777 $ 3,998 28,011 61,057 6,357 2,130 3,106 2,212 488 117,135 $ 12,500 $ 7,500 37,000 94,500 9,000 1,700 3,955 3,500 800 170,455 $ 12,500 $ 7,500 37,000 94,500 9,000 1,700 3,955 3,500 800 170,455 $ 1,501 (7,500) 3,000 (20,250) (3,000) (650) (555) (455) (650) (28,559) 11% 8% -27% -50% -62% -16% -15% -433% -20% $ 495,804 $ 495,804 $ 442,119 $ 528,574 $ 528,574 $ (32,770) -7% Total Expenditures DEPARTMENTAL BUDGET SCHEDULES DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED - 471 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TOTAL BUDGET BY PROGRAM FY 2001-02 BOARD OF SUPERVISORS CLERK Agency 060 Org Personal Services Title 1320 CLERK OF THE BOARD 1330 BOARD OF EQUALIZATION 1340 CHAIRMAN'S BUDGET $ Totals: $ 358,119 358,119 Supplies & Services $ $ Total Capital Outlay Expenditures 115,455 35,000 20,000 170,455 $ - $ $ $ 473,574 35,000 20,000 528,574 Revenue $ $ - EXPENDITURES AND REVENUES BY AGENCY/OBJECT BOARD OF SUPERVISORS CLERK Agency 060 FY 00-01 Final Adopted EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % Subtotal $281,922 7,000 52,986 2,000 $343,908 $269,961 5,300 48,726 998 $324,984 $291,455 7,000 53,453 2,000 $353,908 $289,788 $ 7,000 51,331 10,000 $358,119 $ 289,788 $ 7,000 51,331 10,000 358,119 $ 1,667 2,122 (8,000) (4,211) 1% 0% 4% -400% -1% $9,777 3,998 28,011 61,057 6,357 2,130 3,106 2,212 488 $117,135 $14,001 40,000 74,250 6,000 1,050 3,400 3,045 150 $141,896 $12,500 $ 7,500 37,000 94,500 9,000 1,700 3,955 3,500 800 $170,455 $ 12,500 $ 7,500 37,000 94,500 9,000 1,700 3,955 3,500 800 170,455 $ 1,501 (7,500) 3,000 (20,250) (3,000) (650) (555) (455) (650) (28,559) 11% Subtotal $14,001 8,000 40,000 76,250 6,000 1,050 3,400 3,045 150 $151,896 8% -27% -50% -62% -16% -15% -433% -20% Total Expenditures $495,804 $442,119 $495,804 $528,574 $ 528,574 $ (32,770) -7% Operating Balance (Rev. - Exp.) ($495,804) ($442,119) ($495,804) ($528,574) $ (528,574) $ (32,770) -7% SUPPLIES & SERVICES 801 GENERAL SUPPLIES 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING - 472 - FY 00-01 Projected MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL BUDGET SCHEDULES CHIEF INFORMATION OFFICER County Administrative Officer Chief Information Officer Lin Thatcher Office of the Chief Information Officer eGovernment Technology Center Infrastructure Technology Center Telecommunications Administrative Technology Center MISSION The Mission of the Information Technology (IT) Department is to provide strategic vision, leadership, and enterprise solutions to County leaders and staff so they can meet their goals and deliver results to the Public. VISION Information Technology will champion Maricopa County into Information-Age Government GOALS County employees will have the flexibility to do their jobs from anywhere in the County at any time by July 2003. Operational and strategic decision-makers will be able to readily and easily access information they need to make informed decisions by July 2005. The cost and time to deliver services will be reduced by streamlining business operations through the use of technology by July 2006. Through countywide technology standardization, we will optimize the use of resources so that the information technology department strategic goals will be achieved by July 2003. The Public and outside organizations will be able to obtain services and transact business electronically from any location at any time by July 2006. ISSUES As the County increasingly depends upon collaboration in the workplace, supporting the process will be impossible if the technology infrastructure is inadequately funded and allowed to stagnate. The lack of robust tools to manage, organize, maintain and catalog data will negate the usefulness of the constantly increasing supply of and demand for web-based information. Increased demand for video, imaging, and other high bandwidth applications to support business processes are greater than what current network capacity and flexibility can provide. The lack of competitive compensation, education, and career development opportunities for IT staff will make it difficult to attract and retain skilled employees. If IT doesn’t pursue alternative service delivery models, the shortage of IT talent may result in the inability to meet our customers’ demands for services. Current development methodologies, tools, infrastructure, and organizational models won’t be able to support the Public’s demand for easy, online, 7X24 access to all government services from any location. - 473 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Existing systems are being challenged to present decision-making information to county staff, management, and citizenry to meet current and anticipated increase in demand. The changing work environment and growth in population require county employees to perform their jobs from remote locations, seriously challenging the County telecommunications system, which was designed primarily to serve centralized locations. PERFORMANCE MEASURES Performance Measures Cost per hour - Customer Support Center (Help Desk) Cost per hour - Web content design, development & deployment Charge per hour - Ethernet & x.25, key system, microwave, phone switch and voice mail services (repair orders) Charge per hour - Ethernet & x.25, key system, radio, phone switch and voice mail services (work orders) Cost per mailbox - Exchange mailboxes (add/change/delete) Charge per port per month - Ethernet Charge per port per month - Key System Charge per port per month - Phone switch services Charge per port per month - Voice mailbox Charge per port per month - X.25 Charge per radio per month - Radio systems Time to Complete - Ethernet & x.25 services (repair orders) - critical within 4 hours Time to Complete - Ethernet & x.25 services (repair orders) - non-critical within 8 hours Time to Complete - Ethernet & x.25 services (work orders) - 15 users or less in 7 days Time to Complete - Ethernet & x.25 services (work orders) - 16 users or more in 12 days Time to Complete - All phone systems' repair orders - critical within 3 hours Time to Complete - All phone systems' work orders 3 days or less when no dispatch Time to Complete - All phone systems' work orders 5 days or less if dispatch (or outside vendor) FY 99 Actual $98.00 $114.04 FY 00 Actual $102.00 $90.67 N/A N/A 50 48.25 14.52 2.5 20 5 500 N/A 98% 98% 94% 94% 100% 95% 86% 45 31.48 8.11 3.06 19 4.64 355.11 25.44 93% 93% 96% 96% 100% 98% 89% PERSONNEL LIST POSITION DISTRIBUTION 41 CHIEF INFORMATION OFFICER WORKING TITLE ADMINISTRATION/OFFICE SUPPORT APPLICATIONS MANAGER BUDGET ANALYST BUSINESS ANALYST CHIEF INFORMATION OFFICER COMPUTER OPERATOR DATA SECURITY ANALYST DATABASE ADMINISTRATOR DISTRIBUTED P/A GROUPWARE ADMINISTRATOR HELP DESK COORDINATOR HELP DESK MANAGER IS DIRECTOR IT CONSULTANT LAN ADMINISTRATOR LAN MANAGER MAINFRAME P/A MAINFRAME PROGRAMMER MANAGER, COMPUTER OPERATIONS MANAGERIAL OPERATIONS ANALYST PC ANALYST PC SUPPORT SPECIALIST PROFESSIONAL PROJECT MGR., DISTRIBUTED SYS SR SYSTEMS SUPPORT SPECIALIST SR WEB DEVELOPER SYSTEM ADMINISTRATOR, ANTI-VIRUS - 474 - FTE 1.0 2.0 1.0 3.0 1.0 6.0 1.0 2.0 1.0 2.0 3.0 1.0 2.0 6.0 2.0 1.0 6.0 1.0 1.0 1.0 1.0 1.0 2.0 2.0 1.0 1.0 2.0 1.0 FY 01 FY 02 Actual Projected $106.00 N/A 86.48 N/A 45.00 N/A 45.00 30.86 6.34 4.39 18.84 4.45 371.27 26.1 91% 91% 93% 93% 100% 100% 91% N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES FTE 4.0 1.0 1.0 3.0 64.0 MANDATE CONSOLIDATED FINANCIAL DATA Total Department Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 5,091,648 $ 4,754,353 $ 4,651,613 $ 5,072,766 $ 5,103,662 $ 5,423,007 Total $ 5,091,648 $ 4,754,353 $ 4,651,613 $ 5,072,766 $ 5,103,662 $ 5,423,007 Total Administrative Mandates FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 5,091,648 $ 4,754,353 $ 4,651,613 $ 5,072,766 $ 5,103,662 $ 5,423,007 Total $ 5,091,648 $ 4,754,353 $ 4,651,613 $ 5,072,766 $ 5,103,662 $ 5,423,007 DEPARTMENTAL BUDGET SCHEDULES WORKING TITLE SYSTEMS PROGRAMMER TECHNICAL TRAINING COORD/ADMIN SUP WEB DEVELOPER TOTAL NOTE: Mandate financials do not include appropriated beginning fund balance, debt service, or eliminations. - 475 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED CHIEF INFORMATION OFFICER Department 41 FUND TYPE GENERAL FUND SUB-TOTAL TOTAL FUNDS $ $ $ Personal Services 3,786,327 3,786,327 3,786,327 $ $ $ Supplies & Services 1,239,236 1,239,236 1,239,236 $ $ $ Capital Outlay 397,444 397,444 397,444 Total Expenses $ 5,423,007 $ 5,423,007 $ 5,423,007 Total Revenue $ $ $ - EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT CHIEF INFORMATION OFFICER Department 41 FY 00-01 Final Adopted FY 00-01 Revised FY 00-01 Projected FY 01-02 Requested FY 01-02 Adopted Variance % EXPENDITURES PERSONAL SERVICES $ 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 795 PERSONAL SERVICES ALLOC.-OUT Subtotal $ 3,488,850 $ 7,000 32,400 596,390 (417,968) 3,706,672 $ 3,439,068 $ 6,000 32,400 601,081 (350,877) 3,727,672 $ 3,306,486 $ 7,778 24,767 544,311 11,878 (328,068) 3,567,152 $ 3,605,735 $ 23,228 13,200 619,439 (210,108) 4,051,494 $ 3,346,331 $ 23,228 13,200 613,676 (210,108) 3,786,327 $ 92,737 (17,228) 19,200 (12,595) (140,769) (58,655) 3% -287% 59% -2% SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING Subtotal $ 875,041 $ 40,000 87,615 15,600 116,110 25,000 99,255 1,258,621 $ 872,121 $ 136,903 79,636 15,095 90,440 25,350 84,076 1,303,621 $ 855,910 $ 130,920 128,962 15,414 83,122 22,042 61,317 382 1,298,069 $ 951,686 $ 55,000 24,450 8,500 74,832 24,180 65,500 1,610 1,205,758 $ 965,164 $ 55,000 20,000 24,450 8,500 74,832 24,180 65,500 1,610 1,239,236 $ (93,043) 81,903 (20,000) 55,186 6,595 15,608 1,170 18,576 (1,610) 64,385 -11% 60% 238,440 238,440 $ 88,000 150,440 238,440 $ 381,073 150,444 531,517 $ 170,000 227,444 397,444 $ 68,440 (227,444) (159,004) 29% Subtotal $ 304,440 304,440 $ -67% Total Expenditures $ 5,269,733 $ 5,269,733 $ 5,103,662 $ 5,788,769 $ 5,423,007 $ (153,274) -3% CAPITAL OUTLAY 920 CAPITAL EQUIPMENT 950 DEBT SERVICE - 476 - -40% -2% 69% 44% 17% 5% 22% 5% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES CHIEF INFORMATION OFFICER Agency 410 Org Title Personal Services Supplies & Services Capital Outlay Total Expenditures 4100 4110 4120 4130 4150 CIO CIO CIO ADMINISTRATIVE TECH CENTER EGOVERNMENT TECHNOLOGY CENTER Totals: $ $ 737,533.86 $ $ 1,815,549.72 $ 1,233,243.02 $ 3,786,326.60 $ $ 23,975.00 $ $ 928,361.00 $ 286,900.00 $ 1,239,236.00 $ $ $ $ 150,444.00 $ 247,000.00 $ 397,444.00 $ $ 761,508.86 $ $ 2,894,354.72 $ 1,767,143.02 $ 5,423,006.60 Revenue $ $ $ $ $ $ - EXPENDITURES AND REVENUES BY AGENCY/OBJECT DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 CHIEF INFORMATION OFFICER Agency 410 FY 00-01 Final Adopted EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 795 PERSONAL SERVICES ALLOC.-OUT FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % $3,306,486 7,778 24,767 544,311 11,878 (328,068) $3,567,152 $3,439,068 6,000 32,400 601,081 (350,877) $3,727,672 $3,605,735 $ 23,228 13,200 619,439 (210,108) $4,051,494 $ 3,346,331 $ 23,228 13,200 613,676 (210,108) 3,786,327 $ 92,737 (17,228) 19,200 (12,595) (140,769) (58,655) 3% -287% 59% -2% Subtotal $3,488,850 7,000 32,400 596,390 (417,968) $3,706,672 $855,910 130,920 128,962 15,414 83,122 22,042 61,317 382 $1,298,069 $872,121 136,903 79,636 15,095 90,440 25,350 84,076 $1,303,621 $951,686 $ 55,000 24,450 8,500 74,832 24,180 65,500 1,610 $1,205,758 $ 965,164 $ 55,000 20,000 24,450 8,500 74,832 24,180 65,500 1,610 1,239,236 $ (93,043) 81,903 (20,000) 55,186 6,595 15,608 1,170 18,576 (1,610) 64,385 -11% 60% Subtotal $875,041 40,000 87,615 15,600 116,110 25,000 99,255 $1,258,621 88,000 150,440 $238,440 238,440 $238,440 381,073 150,444 $531,517 $ 170,000 227,444 397,444 $ 68,440 (227,444) (159,004) 29% Subtotal 304,440 $304,440 -67% SUPPLIES & SERVICES 801 GENERAL SUPPLIES 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING CAPITAL OUTLAY 920 CAPITAL EQUIPMENT 950 DEBT SERVICE -40% -2% 69% 44% 17% 5% 22% 5% Total Expenditures $5,269,733 $5,103,662 $5,269,733 $5,788,769 $ 5,423,007 $ (153,274) -3% Operating Balance (Rev. - Exp.) ($5,269,733) ($5,103,662) ($5,269,733) ($5,788,769) $ (5,423,007) $ (153,274) -3% - 477 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES COMMUNITY DEVELOPMENT County Administrative Officer Chief Community Services Officer Community Development Isabel McDougall, Director Project Mgmt. Finance Asst. Director Monitoring MISSION The mission of Community Development is to provide Community Development Block Grant (CDBG) and HOME Program funding to municipalities and other sub-recipients not eligible for direct United States Department of Housing and Urban Development (HUD) funding so they can develop viable communities to primarily benefit low and moderate income people. VISION Develop viable communities through the provision of affordable housing, suitable living environments and expansion of strong economic bases, principally for persons of low and moderate income. GOALS Develop capacity to meet an increased demand for administrative services generated from population growth and anticipated new HUD grant requirements with a reduction in funding for such administrative services. Maintain compliance with all HUD CDBG and HOME Program grant requirements each year. ISSUES The increasing population growth of Maricopa County will lead to a reduction of urban county participating municipalities and a corresponding increase of Maricopa HOME Consortium members, which results in an increase demand for administrative services while funding for these services will be decreased. Anticipated new HUD requirements will require more administrative ability and expertise while administrative funding is decreasing. Expanding County-required non-grant tasks impacts Community Development's ability to administer HUD grants. PERFORMANCE MEASURES Performance Measures HUD CDBG Allocation HUD Admin./Planning Limit CD Administration Budget Favorable Performance HUD HOME Allocation HUD Administrative Limit CD Administration Budget Favorable Performance - 478 - FY 02 Projected FY 99 Actual FY 00 Actual FY 01 Actual $3,434,000.00 $3,454,000.00 $3,439,000.00 $3,598,000.00 $686,800.00 $690,800.00 $687,800.00 $719,600.00 $452,423.00 $507,415.00 $591,673.00 $645,765.00 $234,377.00 $183,385.00 $96,127.00 $73,835.00 $3,985,584.00 $4,328,000.00 $4,323,000.00 $4,802,000.00 $398,558.00 $432,800.00 $432,300.00 $480,200.00 $184,137.00 $207,442.00 $202,204.00 $223,995.00 $214,421.00 $225,358.00 $230,096.00 $256,205.00 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES POSITION DISTRIBUTION 17 COMMUNITY DEVELOPMENT WORKING TITLE ACCOUNTANT ADMINISTRATIVE ASSISTANT II ASSISTANT DIRECTOR DIRECTOR FINANCIAL SVCS. ADMINISTRATOR PROJECT MANAGER TOTAL FTE 1.0 2.0 1.0 1.0 1.0 4.0 10.0 MANDATE CONSOLIDATED FINANCIAL DATA Total Department Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget Special Revenue $ 8,097,120 $ 6,770,686 $ 8,791,847 $ 6,946,804 $ 12,338,880 $ 15,871,627 Total $ 8,097,120 $ 6,770,686 $ 8,791,847 $ 6,946,804 $ 12,338,880 $ 15,871,627 Total Non-Mandated Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget Special Revenue $ 8,097,120 $ 6,770,686 $ 8,791,847 $ 6,946,804 $ 12,338,880 $ 15,871,627 Total $ 8,097,120 $ 6,770,686 $ 8,791,847 $ 6,946,804 $ 12,338,880 $ 15,871,627 DEPARTMENTAL BUDGET SCHEDULES POSITION DISTRIBUTION NOTE: Mandate financials do not include appropriated beginning fund balance, debt service, or eliminations. - 479 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED COMMUNITY DEVELOPMENT Department 17 FUND TYPE SPECIAL REVENUE SUB-TOTAL TOTAL FUNDS Personal Services 555,745 $ 555,745 $ 555,745 Supplies & Services 15,315,882 $ 15,315,882 $ 15,315,882 Capital Outlay $ $ - Total Expenses 15,871,627 $ 15,871,627 $ 15,871,627 Total Revenue 15,871,627 $ 15,871,627 $ 15,871,627 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT COMMUNITY DEVELOPMENT Department 17 FY 00-01 Final Adopted FY 00-01 Revised FY 00-01 Projected FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 615 GRANTS Sub Total $ 15,897,185 15,897,185 $ 15,897,185 15,897,185 $ 12,338,880 12,338,880 $ 15,871,627 15,871,627 $ 15,871,627 15,871,627 $ (25,558) (25,558) 0% 0% $ 15,897,185 $ 15,897,185 $ 12,338,880 $ 15,871,627 $ 15,871,627 $ (25,558) 0% EXPENDITURES PERSONAL SERVICES $ 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 795 PERSONAL SERVICES ALLOC.-OUT Subtotal $ 436,326 $ 5,000 720 83,305 525,351 $ 439,254 $ 5,000 720 85,025 529,999 $ 437,992 $ 2,498 360 82,247 (5,051) 518,046 $ 453,817 $ 11,300 90,627 555,745 $ 453,817 $ 11,300 90,627 555,745 $ (14,563) (6,300) 720 (5,602) (25,745) -3% -126% 100% -7% SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 830 INTERGOVERNMENTAL PAYMENTS 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES 880 TRANSFERS OUT Subtotal $ 15,003 $ 1,040 40,000 123,000 72,000 2,000 15,055,498 18,784 10,000 100 34,409 15,371,834 $ 15,003 $ 1,040 35,352 123,000 72,000 2,000 15,055,498 18,784 10,000 100 34,409 15,367,186 $ 13,614 $ 1,142 23,588 107,229 71,695 1,137 11,540,127 21,007 6,110 630 146 34,409 11,820,834 $ 17,500 $ 1,173 15,000 2,000 140,000 75,307 2,000 15,001,867 21,622 9,000 200 30,213 15,315,882 $ 17,500 $ 1,173 15,000 2,000 140,000 75,307 2,000 15,001,867 21,622 9,000 200 30,213 15,315,882 $ (2,497) (133) 20,352 (2,000) (17,000) (3,307) 53,631 (2,838) 1,000 (100) 4,196 51,304 -17% -13% 58% $ 15,897,185 $ 15,897,185 $ 12,338,880 $ 15,871,627 $ 15,871,627 $ 25,559 Total Resources Total Expenditures - 480 - -5% -14% -5% 0% 0% -15% 10% -100% 12% 0% 0% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES COMMUNITY DEVELOPMENT GRANTS Agency 171 Org Supplies & Services Personal Services Title 1720 HOME FUNDS 1730 CDBG PROGRAM $ Totals: $ 555,745 555,745 $ 9,049,653 6,266,229 $ 15,315,882 Total Capital Outlay Expenditures $ - $ $ 9,049,653 6,821,974 $ 15,871,627 Revenue $ 9,049,653 6,821,974 $ 15,871,627 EXPENDITURES AND REVENUES BY AGENCY/OBJECT COMMUNITY DEVELOPMENT GRANTS Agency 171 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 % RESOURCES REVENUE 615 GRANTS Sub Total 15,897,185 $15,897,185 12,338,880 $12,338,880 15,897,185 $15,897,185 15,871,627 $15,871,627 $ 15,871,627 15,871,627 $ (25,558) (25,558) 0% 0% Total Resources $15,897,185 $12,338,880 $15,897,185 $15,871,627 $ 15,871,627 $ (25,558) 0% $437,992 2,498 360 82,247 (5,051) $518,046 $439,254 5,000 720 85,025 $529,999 $453,817 $ 11,300 90,627 $555,745 $ 453,817 $ 11,300 90,627 555,745 $ (14,563) (6,300) 720 (5,602) (25,745) -3% -126% 100% -7% Subtotal $436,326 5,000 720 83,305 $525,351 $13,614 1,142 23,588 107,229 71,695 1,137 11,540,127 21,007 6,110 630 146 34,409 $11,820,834 $15,003 1,040 35,352 123,000 72,000 2,000 15,055,498 18,784 10,000 100 34,409 $15,367,186 $17,500 $ 1,173 15,000 2,000 140,000 75,307 2,000 15,001,867 21,622 9,000 200 30,213 $15,315,882 $ 17,500 $ 1,173 15,000 2,000 140,000 75,307 2,000 15,001,867 21,622 9,000 200 30,213 15,315,882 $ (2,497) (133) 20,352 (2,000) (17,000) (3,307) 53,631 (2,838) 1,000 (100) 4,196 51,304 -17% -13% 58% Subtotal $15,003 1,040 40,000 123,000 72,000 2,000 15,055,498 18,784 10,000 100 34,409 $15,371,834 Total Expenditures $15,897,185 $12,338,880 $15,897,185 $15,871,627 $ 15,871,627 $ 25,559 0% Operating Balance (Rev. - Exp.) ($0) ($0) ($0) $0 $ 0 $ 1 891% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 795 PERSONAL SERVICES ALLOC.-OUT SUPPLIES & SERVICES 801 GENERAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 830 INTERGOVERNMENTAL PAYMENTS 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES 880 TRANSFERS OUT -5% -14% -5% 0% 0% -15% 10% -100% 12% 0% - 481 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES CORRECTIONAL HEALTH SERVICES County Administrative Officer Chief Health Services Officer Correctional Health Services Joe Tansill, Acting Director Medical Services Business Systems Mental Health Services Dental Services Ancillary Services Quality Management MISSION The mission of the Correctional Health Services Department (CHS) is to provide medically necessary health care to persons in County correctional facilities in order to protect the health and safety of the community. VISION Correctional Health Services will demonstrate excellence in correctional health care and be an integral part of the health and safety of the community. GOALS CHS will redesign its work force and improve employee morale by maintaining a filled rate of 95 % of budgeted positions, on the average, per month and by retaining 88% of all new hires for at least 6 months from their hire date by the end of FY 2002. CHS will annually achieve and maintain a community standard of care in a correctional setting, as defined by the National Commission on Correctional Health Care (NCCHC). CHS will achieve efficiencies in the provision of services as determined by cost per inmate per day and demonstrate enhanced accountability for resources through the implementation of an automated information system by 2004. CHS will protect the community’s health and safety by providing leadership to establish continuity of care for inmates as they are released from jail who are seriously mentally ill (SMI), have communicable diseases and/or are pregnant. CHS will control costs of specialty health care services and hospitalizations through the use of effective utilization management guidelines and resource allocation practices. ISSUES Increasing inmate litigation will drain CHS and County resources in the form of cash awards, increased staff time preparing and attending depositions and trials, cost of legal representation and fosters additional litigation. This negativity impacts CHS's quality of care, public image and the ability to recruit and retain staff. The shortage of health care personnel and our inability to competitively recruit and retain quality clinical personnel will increase our financial/legal risks, adversely affect our morale and the delivery of quality results. The transition from a capped outside services costs to fee-for-service will necessitate use of new utilization management and other "managed-care" functions, drive the implementation of - 482 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES PERFORMANCE MEASURES Performance Measures Medical Encounters Nursing Encounters Psychiatric Encounters Counseling Encounters Dental Encounters X-rays Prescriptions Dispensed Medical Service Requests Average Daily Census Total man-days Total Health Care Expenditures per man-day (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%) 100% of clinics and inpatient units meet licensure requirements FY 99 Actual 43,563 128,695 11,763 11,195 5,296 4,723 124,550 84,360 7,130 N/A FY 00 Actual 44,613 146,684 13,384 11,136 10,212 4,523 N/A N/A 7,057 2,704,400 FY 01 Actual 69,854 173,874 16,957 9,708 13,051 5,405 249,485 N/A 7,486 2,845,417 FY 02 Projected 74,045 184,164 17,974 10,290 13,834 5,729 250,000 N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 100% 89% N/A N/A N/A 100% 89% N/A N/A N/A 100% 90% N/A 100% 100% 100% DEPARTMENTAL BUDGET SCHEDULES physician/provider guidelines and require expanded data collection and analysis capability, effecting an unknown level of savings and requiring an unknown business investment cost. Lack of automation and IT results in: poor decision making, poor data mining, poor performance measuring, inability to defend use of resources, lack of communication between agencies and internally, and lower staff morale due to inefficiencies and prehistoric systems. The Department is receiving a proportionately increasing share of County dollars, which will increase accountability for use of resources and diminish our image. Decreasing community mental health services and criminalization of the mentally ill will continue to increase the number of incarcerated SMI's and cost associated with staffing, acuity, level of care, medications, advocacy and risk management. Inadequate facilities, equipment and trained detention officers, along with an increase in inmate population, will result in an increase in the delay of treatment, an increase in the risk of an adverse outcome and diminish staff morale. POSITION DISTRIBUTION POSITION DISTRIBUTION 26 CORRECTIONAL HEALTH WORKING TITLE ADMIN SYSTEMS MANAGER BUSINESS SYSTEMS ANALYST CERTIFIED DENTAL ASSISTANT CERTIFIED MEDICAL ASSISTANT CLINICAL SYSTEMS EDUCATOR CONTRACT SPECIALIST CORRECTIONAL HLTHSVCS DIR COUNSELOR COUNSELOR COORDINATOR DATA ENTRY CLERK DATA SPECIALIST DEPUTY DIRECTOR DIRECTOR OF CLINICAL SERVICES EDUCATION COORDINATOR EXECUTIVE ASSISTANT FINANCE MANAGER INFECTION CONTROL NURSE FTE 1.0 1.0 3.0 18.0 1.0 1.0 1.0 18.8 2.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 - 483 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL BUDGET SCHEDULES WORKING TITLE INFO SYSTEMS ADMINISTRATOR LICENSED PRACTICAL NRS LPN FLOAT MEDICAL REC ADMINISTRATOR MEDICAL REC TECHNICIAN NIGHT SHIFT SUPERVISOR OFFICE ASST/RECEPTIONIST PATIENT CARE ASSISTANT PATIENT CARE ASSISTANT (GRANT) PATIENT CARE SPECIALIST PERSONNEL/PAYROLL COORDINATOR PHARMACIST PHARMACY MANAGER PHARMACY TECHNICIAN PROCUREMENT SPECIALIST PSYCH TECHNICIAN PSYCHOLOGIST QUALITY MANAGER RADIOLOGY TECHNICIAN RECRUITMENT SPECIALIST REFERRAL / AUTH SPECIALIST REGISTERED NURSE RN FLOAT SERVICE WORKER STAFFING MANAGER STAFFING SPECIALIST UNIT MANAGER UNIT MANAGER (POWER SQUAD) UNIT SECRETARY UTILIZATION NURSE MANAGER UTILIZATION REVIEW NURSE UTILIZATION/RISK MANAGER TOTAL FTE 1.0 40.6 1.0 1.0 5.0 2.0 1.0 14.0 3.0 5.0 1.0 3.0 1.0 7.0 1.0 3.0 1.0 1.0 1.0 1.0 1.0 53.3 2.0 2.0 1.0 1.0 6.0 1.0 25.0 1.0 2.0 1.0 244.7 MANDATE CONSOLIDATED FINANCIAL DATA Total Department Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget Special General Fund Revenue Total $ 11,750,607 $- $ 11,750,607 $ 13,383,318 $- $ 13,383,318 $ 15,622,026 $- $ 15,622,026 $- $ 12,848,307 $ 12,848,307 $- $ 16,263,112 $ 16,263,112 $- $ 16,882,464 $ 16,882,464 Total Mandated Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget Special General Fund Revenue Total $ 11,750,607 $- $ 11,750,607 $ 13,383,318 $- $ 13,383,318 $ 15,622,026 $- $ 15,622,026 $- $ 12,848,307 $ 12,848,307 $- $ 16,263,112 $ 16,263,112 $- $ 16,882,464 $ 16,882,464 NOTE: Mandate financials do not include appropriated beginning fund balance, debt service, or eliminations. - 484 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL BUDGET SCHEDULES MANDATE INFORMATION HEALTH CARE TO INDIGENTS IN COUNTY CORRECTIONAL FACILITIES A.R.S. § 11-291 Hospitalization and Medical Care of Indigent Sick AUTHORITY The State has historically placed the burden of indigent care at the county level. The HISTORY/ Board of Supervisors has the sole and exclusive authority to provide for the BACKGROUND hospitalization and medical care of the indigent sick in the county, including indigent persons under the supervision of a county corrections agency, to the extent such expenses are not covered by a third party payor. Third party payor does not include the Arizona Health Care Cost Containment System (AHCCCS) or the Arizona Long Term Care System (ALTCS). HEALTH CARE TO INMATES AND PRE-TRIAL DETAINEES U.S. District Court of Arizona Judgement No. Civ 77-479 Hart vs. Hill AUTHORITY The State has historically placed the burden of indigent care at the county level. The HISTORY/ Board of Supervisors has the sole and exclusive authority to provide for the BACKGROUND hospitalization and medical care of the indigent sick in the county, including indigent MANDATE DESCRIPTION persons under the supervision of a county corrections agency, to the extent such expenses are not covered by a third party payor. Third party payor does not include the Arizona Health Care Cost Containment System (AHCCCS) or the Arizona Long Term Care System (ALTCS). Comply with the National Commission on Correctional Health Care accreditation standards, including 100% compliance with essential and 85% compliance with important standards. - 485 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES PSYCHIATRIC SERVICES TO THE SERIOUSLY MENTALLY ILL (SMI) IN COUNTY CORRECTIONAL FACILITIES Court Order: Arnold vs. Sarn (Maricopa No. C432355) AUTHORITY Class action lawsuit on behalf of all persons in Maricopa County with serious mental HISTORY/ illness brought against the State and the County Board of Supervisors. Courts' BACKGROUND judgement rendered August 1986 and affirmed by the Supreme Court. Currently in MANDATE DESCRIPTION process of disengagement. Comply with all stipulations of the exit criteria set by the court. CIVIL RIGHTS OF INSTITUTIONALIZED PERSONS ACT (CRIPA) Federal Statute USA42.1997a AUTHORITY CRIPA ensures that the civil rights of persons in institutions are protected against HISTORY/ unconstitutional conditions. Those confined in institutions include persons in a jail BACKGROUND prison or other correctional facility, a pre-trial detention facility and juveniles awaiting MANDATE DESCRIPTION - 486 - trial or who are adjudicated delinquent in need of supervision. Ensure that inmates receive health care at a level that is constitutionally mandated. MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES CORRECTIONAL HEALTH Department 26 FUND TYPE SPECIAL REVENUE SUB-TOTAL TOTAL FUNDS Personal Services 10,405,058 $ 10,405,058 $ 10,405,058 Supplies & Services 6,450,568 $ 6,450,568 $ 6,450,568 Capital Outlay 26,838 $ 26,838 $ 26,838 Total Expenses 16,882,464 $ 16,882,464 $ 16,882,464 Total Revenue 72,913 $ 72,913 $ 72,913 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT CORRECTIONAL HEALTH Department 26 FY 00-01 Final Adopted FY 00-01 Revised FY 00-01 Projected FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 615 GRANTS 635 OTHER CHARGES FOR SERVICES Sub Total Total Resources $ 89,708 89,708 $ 89,708 89,708 $ 44,846 6,000 50,846 $ 72,913 72,913 $ 72,913 72,913 $ (16,795) (16,795) -19% $ 89,708 $ 89,708 $ 50,846 $ 72,913 $ 72,913 $ (16,795) -19% EXPENDITURES PERSONAL SERVICES $ 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 795 PERSONAL SERVICES ALLOC.-OUT 796 PERSONAL SERVICES ALLOC.-IN Subtotal $ 6,877,295 $ 568,870 369,760 1,597,619 542,288 9,955,832 $ 7,402,437 $ 496,880 448,500 1,633,608 50,942 10,032,367 $ 5,639,621 $ 605,450 524,929 1,206,964 364,318 (60,000) 30,744 8,312,026 $ 7,841,388 $ 445,550 337,940 1,719,107 313,400 26,987 10,684,373 $ 7,590,958 $ 445,550 337,940 1,690,223 313,400 26,987 10,405,058 $ (188,521) 51,330 110,560 (56,615) (262,458) (26,987) (372,691) -3% 10% 25% -3% -515% SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 811 HEALTH CARE SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 845 SUPPORT & CARE OF PERSONS 850 UTILITIES Subtotal $ 138,164 $ 1,335,030 1,600 45,800 4,077,847 81,406 50,100 470,447 32,120 6,000 175,000 5,600 6,419,114 $ 138,164 $ 1,335,030 1,600 45,800 4,176,312 81,406 50,100 470,447 32,120 6,000 5,600 6,342,579 $ 87,695 $ 1,905,127 2,690 126,619 5,089,250 142,126 508 44,252 461,433 12,566 7,514 5,540 7,885,320 $ 367,858 $ 1,678,050 2,526 85,980 4,272,158 175,240 48,250 464,364 45,060 5,600 7,145,086 $ 72,532 $ 1,328,050 2,526 38,500 4,216,063 240,183 48,250 464,364 34,500 5,600 6,450,568 $ 65,632 6,980 (926) 7,300 (39,751) (158,777) 1,850 6,083 (2,380) 6,000 (107,989) 48% 1% -58% 16% -1% -195% 128,240 128,240 $ 65,766 65,766 $ 60,000 60,000 $ 26,838 26,838 $ 128,240 (26,838) 101,402 100% Subtotal $ 128,240 128,240 $ $ 16,503,186 $ 16,503,186 $ 16,263,112 $ 17,889,459 $ 16,882,464 $ (379,278) -2% CAPITAL OUTLAY 920 CAPITAL EQUIPMENT 950 DEBT SERVICE Total Expenditures DEPARTMENTAL BUDGET SCHEDULES DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED -19% -4% 4% 1% -7% 100% 0% -2% 79% - 487 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TOTAL BUDGET BY PROGRAM FY 2001-02 CORRECTIONAL HEALTH GRANTS Agency 261 Org Supplies & Services Personal Services Title 2642 TB SCREENING GRANT 2656 SCREENING $ Totals: 67,681 67,681 $ Total Capital Outlay Expenditures 5,232 5,232 $ - $ 72,913 72,913 Revenue $ 72,913 72,913 EXPENDITURES AND REVENUES BY AGENCY/OBJECT CORRECTIONAL HEALTH GRANTS Agency 261 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 615 GRANTS Sub Total 89,708 $89,708 44,846 $44,846 89,708 $89,708 72,913 $72,913 $ 72,913 72,913 $ (16,795) (16,795) -19% -19% Total Resources $89,708 $44,846 $89,708 $72,913 $ 72,913 $ (16,795) -19% Subtotal $53,601 15,213 $68,814 $26,799 7,603 $34,402 $59,493 9,321 $68,814 $52,957 $ 14,724 $67,681 $ 52,957 $ 14,724 67,681 $ 6,536 (5,403) 1,133 11% -58% 2% Subtotal $6,064 14,830 $20,894 $3,030 7,414 $10,444 $6,064 14,830 $20,894 $5,232 $ $5,232 $ 5,232 $ 5,232 $ 832 14,830 15,662 14% 100% 75% Total Expenditures $89,708 $44,846 $89,708 $72,913 $ 72,913 $ 16,795 19% Operating Balance (Rev. - Exp.) $0 $0 ($0) $0 $ 0 $ 0 95220% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 750 FRINGE BENEFITS SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES - 488 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PRO GRAM F Y 2 0 0 1 -0 2 C O R R E C T IO N A L H E A L T H D E T E N T IO N F U N D A gency 262 O rg 2611 2621 2642 2643 2644 2645 2647 2648 2651 2652 2653 2656 2657 2658 2659 2661 2672 2680 2699 P e rs o n a l S e r v ic e s T itle C O R R E C T IO N A L H E A L T H A D M IN . M E D IC A L M A N A G E M E N T E S T R E L L A O /P D U R A N G O J U V E N IL E S O U T H E A S T J U V E N IL E E S T R E L L A S P E C IA L T Y C L IN IC D U R A N G O O /P T O W E R S O /P S O U T H E A S T O /P M A D IS O N O /P M A D IS O N IN F IR M A R Y M A D IS O N IN T A K E 1 S T A V E N U E O /P DURANGO PSYCH M A D IS O N P S Y C H M A D IS O N S P E C IA L T Y C L IN IC A V O N D A L E O /P P H A R M A C Y S E R V IC E S OTHER $ T o t a ls : 1 ,3 7 3 ,1 8 8 2 9 7 ,2 4 2 8 4 3 ,0 5 6 2 7 5 ,9 5 7 2 7 2 ,3 5 6 6 9 1 ,2 5 6 1 ,2 0 0 ,2 2 7 5 1 6 ,8 5 4 1 ,0 9 4 ,2 1 3 5 1 1 ,4 6 6 1 ,0 1 2 ,9 3 2 7 4 9 ,9 0 2 6 6 9 ,4 8 4 5 5 2 ,0 9 7 2 7 7 ,1 4 8 $ 1 0 ,3 3 7 ,3 7 8 S u p p lie s & S e r v ic e s $ $ 3 1 9 ,1 7 3 3 3 1 ,0 3 0 1 0 3 ,4 7 0 2 7 ,2 1 0 2 5 ,4 1 0 1 1 4 ,7 5 3 1 2 9 ,0 8 0 5 0 ,7 7 0 1 5 4 ,9 5 0 4 2 ,2 7 0 6 2 ,4 8 0 3 0 ,0 5 0 2 1 ,0 7 0 9 7 8 ,8 9 0 4 ,0 5 4 ,7 3 0 6 ,4 4 5 ,3 3 6 C a p ita l O u tla y T o ta l E x p e n d itu r e s $ $ 2 6 ,8 3 8 2 6 ,8 3 8 $ 1 ,6 9 2 ,3 6 1 6 2 8 ,2 7 2 9 4 6 ,5 2 6 3 0 3 ,1 6 7 2 9 7 ,7 6 6 8 0 6 ,0 0 9 1 ,3 2 9 ,3 0 7 5 6 7 ,6 2 4 1 ,2 4 9 ,1 6 3 5 5 3 ,7 3 6 1 ,0 7 5 ,4 1 2 7 7 9 ,9 5 2 6 9 0 ,5 5 4 1 ,5 3 0 ,9 8 7 4 ,3 5 8 ,7 1 6 $ 1 6 ,8 0 9 ,5 5 2 R evenue $ - $ EXPENDITURES AND REVENUES BY AGENCY/OBJECT CORRECTIONAL HEALTH DETENTION FUND Agency 262 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 635 OTHER CHARGES FOR SERVICES Sub Total $0 6,000 $6,000 $0 $0 $ Total Resources $0 $6,000 $0 Subtotal $6,823,694 568,870 369,760 1,582,406 542,288 $9,887,018 $5,612,822 605,450 524,929 1,199,361 364,318 (60,000) 30,744 $8,277,624 Subtotal $132,100 1,320,200 1,600 45,800 4,077,847 81,406 50,100 470,447 32,120 6,000 175,000 5,600 $6,398,220 - - $ - $0 $ - $ - $7,342,944 496,880 448,500 1,624,287 50,942 $9,963,553 $7,788,431 $ 445,550 337,940 1,704,383 313,400 26,987 $10,616,692 $ 7,538,001 445,550 337,940 1,675,499 313,400 26,987 10,337,378 $ (195,057) 51,330 110,560 (51,212) (262,458) (26,987) (373,824) -3% 10% 25% -3% -515% $84,665 1,897,713 2,690 126,619 5,089,250 142,126 508 44,252 461,433 12,566 7,514 5,540 $7,874,876 $132,100 1,320,200 1,600 45,800 4,176,312 81,406 50,100 470,447 32,120 6,000 5,600 $6,321,685 $362,626 $ 1,678,050 2,526 85,980 4,272,158 175,240 48,250 464,364 45,060 5,600 $7,139,854 $ 67,300 1,328,050 2,526 38,500 4,216,063 240,183 48,250 464,364 34,500 5,600 6,445,336 49% -1% -58% 16% -1% -195% $ 64,800 (7,850) (926) 7,300 (39,751) (158,777) 1,850 6,083 (2,380) 6,000 (123,651) 65,766 $65,766 128,240 $128,240 60,000 $60,000 $ 26,838 26,838 $ 128,240 (26,838) 101,402 100% Subtotal 128,240 $128,240 Total Expenditures $16,413,478 $16,218,266 $16,413,478 $17,816,546 $ 16,809,552 $ (396,073) -2% Operating Balance (Rev. - Exp.) ($16,413,478) ($16,212,266) ($16,413,478) ($17,816,546) $ (16,809,552) $ (396,073) -2% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 795 PERSONAL SERVICES ALLOC.-OUT 796 PERSONAL SERVICES ALLOC.-IN SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 811 HEALTH CARE SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 845 SUPPORT & CARE OF PERSONS 850 UTILITIES CAPITAL OUTLAY 920 CAPITAL EQUIPMENT 950 DEBT SERVICE $ $ -4% 4% 1% -7% 100% 0% -2% 79% - 489 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES COUNTY ADMINISTRATIVE OFFICER Board Of Supervisors County Administrative Officer David R. Smith Government Relations Communications Administration MISSION The mission of the County Administrative Office (CAO) is to provide leadership and direction for county departments and agencies so that they can deliver services countywide to residents of Maricopa County. VISION 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. To assist the Board of Supervisors in every way possible in meeting the challenges facing the county in the years ahead. These include the efficient responsive provision of services, sound financial planning, growth management, and insightful policy recommendations. GOALS Reduce pre-AHCCCS costs by FY 2003 while maintaining appropriate access to health care for the indigent. Maintain county expenditures within the constitutional limits set by the voters in 1998 through FY 2004. MFR: 100% of county departments/agencies will be actively Managing for Results by FY 2002. Management will use results-based performance information to make program and policy decisions by FY 2002. The entire county will be fully engaged in budgeting for results by FY 2003. Reduce Maricopa County turnover rate to below or equal to the average of the Maricopa County metro area. Develop regional strategies by FY 2002 for reducing juvenile delinquency, and then show a 25% reduction in violent crimes and a 10% reduction in non-violent crimes in targeted areas by 2004. Conduct a comprehensive evaluation of which Maricopa County justice sanctions, services, and programs that effectively discourage repeat offenses by 2002. With this understanding, realize a 2-5% reduction per year in felony offender recidivism rates beginning in 2003. 3. Determine what additional progress needs to be made to most efficiently administer active criminal cases without diminishing effectiveness, by FY 2002 and then: — Close as many cases as are opened each month by FY 2003; — Clear 90% of cases within 180 days by FY 2002; — Clear 99% of cases within 180 days by FY 2006. ISSUES The implementation of Managing for Results and its focus on linking strategic planning efforts to the budget/accounting system will cause the CAO and the Office of Management and Budget (OMB) to significantly change the way we do business--our communications, policies, procedures, and interactions - 490 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES PERFORMANCE MEASURES Performance Measures 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 % of citizens' expressing satisfaction with county government % of county employees expressing satisfaction with county as employer No. of constituent assistance requests resolved % of Chief Officers and Department Directors expressing satisfaction with services provided by staff of the CAO office No. of press conferences organized No. of special events coordinated No of image-enhancing and public awareness communications generated % of county residents who trust county government % of county residents who are knowledgeable about county government No. of media hits % increase in media hits FY 99 Actual 7 1180 $1,500,000 N/A 60 N/A 8.5/10 100% 6 44 86% 8.5/10 19% N/A N/A 1,000 N/A 10 8 85 N/A N/A 3,201 15% FY 00 Actual N/A N/A N/A N/A FY 01 Actual 65 N/A 9/10 N/A N/A N/A N/A N/A 29% 60% 52% 1,100 N/A N/A N/A N/A N/A N/A N/A N/A 5 1261 $1,722,619 N/A 70 N/A 10/11 100% 7 45 100% N/A 20% N/A N/A 1,200 N/A N/A N/A N/A N/A N/A N/A N/A FY 02 Projected 5 1200 $2,500,000 N/A 80 N/A 14/14 100% 6 45 90 N/A 10% 60% 60% 1,250 DEPARTMENTAL BUDGET SCHEDULES with departments. The constitutionally mandated expenditure limit will challenge the CAO and OMB to address spending growth and increasing service demands largely driven by the county's rapidly growing population. Rising indigent health care service costs will make it increasingly difficult for the CAO and OMB to make budget recommendations for all other county programs within current revenue and expenditure limits. The rising costs of administering justice will require the CAO and OMB to partner with criminal justice agencies identifying management strategies around effectiveness and processes. A poor public image could impact the county’s ability to hire and retain qualified employees. N/A N/A N/A N/A N/A N/A N/A N/A POSITION DISTRIBUTION POSITION DISTRIBUTION 20 COUNTY ADMINISTRATIVE OFFICER WORKING TITLE ADMINISTRATIVE COORDINATOR - CAO ADMINISTRATIVE COORDINATOR III - GR COMMUNICATIONS DIRECTOR COUNTY ADMINISTRATIVE OFFICER EMPLOYEE OMBUDSMAN EXECUTIVE ASSISTANT GOVERNMENT RELATIONS DIRECTOR GRANTS COORDINATOR JUSTICE SYSTEMS COORDINATOR LEGISLATIVE LIASON MANAGERIAL/SPECIAL ASSISTANT OFFICE ASSOCIATE PRESS SECRETARY PUBLIC INFORMATION OFFICER TOTAL FTE 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 15.0 - 491 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES MANDATE CONSOLIDATED FINANCIAL DATA Total Department Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $610,537 $903,664 $934,344 $ 1,003,941 $ 1,304,221 $ 1,455,275 Total $610,537 $903,664 $934,344 $ 1,003,941 $ 1,304,221 $ 1,455,275 Total Administrative Mandates FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $610,537 $903,664 $934,344 $ 1,003,941 $ 1,304,221 $ 1,455,275 Total $610,537 $903,664 $934,344 $ 1,003,941 $ 1,304,221 $ 1,455,275 NOTE: Mandate financials do not include appropriated beginning fund balance, debt service, or eliminations. - 492 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES COUNTY ADMINISTRATIVE OFFICER Department 20 FUND TYPE GENERAL FUND SUB-TOTAL TOTAL FUNDS $ $ $ Personal Services 1,132,247 1,132,247 1,132,247 $ $ $ Supplies & Services 323,028 323,028 323,028 $ $ $ Capital Outlay - Total Expenses $ 1,455,275 $ 1,455,275 $ 1,455,275 Total Revenue $ $ $ - EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT COUNTY ADMINISTRATIVE OFFICER Department 20 FY 00-01 Final Adopted FY 00-01 Revised FY 00-01 Projected FY 01-02 Requested FY 01-02 Adopted Variance % EXPENDITURES PERSONAL SERVICES $ 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 795 PERSONAL SERVICES ALLOC.-OUT Subtotal $ 895,709 $ 6,000 154,264 1,055,973 $ 894,411 $ 6,000 155,562 1,055,973 $ 802,990 $ 60,740 132,275 160 (52,975) 943,190 $ 868,378 $ 98,894 164,975 1,132,247 $ 868,378 $ 98,894 164,975 1,132,247 $ SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 804 NON-CAPITAL EQUIPMENT 812 OTHER SERVICES 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING Subtotal $ 6,000 $ 259,000 3,250 15,999 7,000 291,249 $ 6,000 $ 259,000 3,250 15,999 7,000 291,249 $ 63,216 $ 272,689 1,616 17,678 4,587 247 360,033 $ 8,000 $ 3,000 296,078 2,650 6,300 7,000 323,028 $ 8,000 $ 3,000 296,078 2,650 6,300 7,000 323,028 $ (2,000) (3,000) (37,078) 600 9,699 (31,779) -11% Subtotal $ 2,000 2,000 $ 2,000 2,000 $ 998 998 $ - $ - $ 2,000 2,000 100% 100% $ 1,349,222 $ 1,349,222 $ 1,304,221 $ 1,455,275 $ 1,455,275 $ (106,053) -8% CAPITAL OUTLAY 920 CAPITAL EQUIPMENT Total Expenditures DEPARTMENTAL BUDGET SCHEDULES DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED 26,033 3% (92,894) -1548% (9,413) -6% (76,274) -7% -33% -14% 18% 61% 0% - 493 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TOTAL BUDGET BY PROGRAM FY 2001-02 COUNTY ADMINISTRATIVE OFFICER Agency 200 Org Personal Services Title 2010 COUNTY ADMINISTRATOR'S OFFICE $ 1,132,247 Totals: $ 1,132,247 Supplies & Services $ $ Total Capital Outlay Expenditures 323,028 323,028 $ $ - $ $ 1,455,275 1,455,275 Revenue $ $ - EXPENDITURES AND REVENUES BY AGENCY/OBJECT COUNTY ADMINISTRATIVE OFFICER Agency 200 FY 00-01 Final Adopted EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 795 PERSONAL SERVICES ALLOC.-OUT FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % $802,990 60,740 132,275 160 (52,975) $943,190 $894,411 6,000 155,562 $1,055,973 $868,378 $ 98,894 164,975 $1,132,247 $ 868,378 $ 98,894 164,975 1,132,247 $ 26,033 (92,894) (9,413) (76,274) 3% -1548% -6% Subtotal $895,709 6,000 154,264 $1,055,973 $63,216 272,689 1,616 17,678 4,587 247 $360,033 $6,000 259,000 3,250 15,999 7,000 $291,249 $8,000 $ 3,000 296,078 2,650 6,300 7,000 $323,028 $ 8,000 $ 3,000 296,078 2,650 6,300 7,000 323,028 $ (2,000) (3,000) (37,078) 600 9,699 (31,779) -33% -14% 18% 61% 0% Subtotal $6,000 259,000 3,250 15,999 7,000 $291,249 Subtotal 2,000 $2,000 998 $998 2,000 $2,000 $0 $ - $ 2,000 2,000 100% 100% Total Expenditures $1,349,222 $1,304,221 $1,349,222 $1,455,275 $ 1,455,275 $ (106,053) -8% Operating Balance (Rev. - Exp.) ($1,349,222) ($1,304,221) ($1,349,222) ($1,455,275) $ (1,455,275) $ (106,053) -8% SUPPLIES & SERVICES 801 GENERAL SUPPLIES 804 NON-CAPITAL EQUIPMENT 812 OTHER SERVICES 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING CAPITAL OUTLAY 920 CAPITAL EQUIPMENT - 494 - FY 00-01 Projected -7% -11% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL BUDGET SCHEDULES COUNTY CALL CENTER STAR BOARD STAR BOARD Treasurer, Assessor, Recorder, Clerk of the Court Treasurer, Assessor, Recorder, Clerk of the Court David DavidSobieski, Sobieski, Director Director Administration STAR Operations Court Operations MISSION The mission of the STAR Center is to provide knowledgeable, courteous information to callers of the Treasurer, Assessor, Recorder, Elections and Clerk of the Court offices and the County switchboard so they can conduct their business with the County accurately and conveniently. VISION To increase STAR Center efficiency by expanding the information available on the 24-hour automated system . GOALS By the end of 2002, the STAR Center will identify, convert and expand the automated call answering system which will result in increased customer service 24 hours a day and at a lower overall cost. Beginning in 2001, the STAR Center will budget for temporary help based on anticipated demand and by the end of 2002 create a teleworking pilot project, to provide better customer service during peak call periods. Begining in 2001, the STAR Center will hire a training specialist to coordinate the development and delivery of training, which emphasizes all information including legislative changes affecting the residents of Maricopa County, insuring accurate and timely customer service. The STAR Center will initiate a program to review, evaluate and upgrade its software/hardware compatibility with the agencies we serve. We will convert both the Treasurer and Assessor system by the end of 2001. By the end of 2001, the STAR Center will be able to probide web-based initial training for all public assistance call answering activities, resulting in better customer service. PERFORMANCE MEASURES Performance Measures Call Volume Voter Registration Mail-Outs Assessor Petition Forms Treasurer Tax Bill Mail-Outs Landlord Registration Forms Average Time per Agent Call Treasurer Fax Back Service Early Ballot Requests FY 99 Actual 1,045,886 18,150 8,400 12,700 N/A N/A N/A N/A FY 00 Actual 1,127,101 42,411 4,632 13,928 8,496 N/A 13,900 15084 FY 01 FY 02 Actual Projected 1,244,170 1,300,000 26,759 30,000 1,756 8,000 13,092 14,000 941 1,000 N/A N/A 14,456 15,000 81,644 30,000 - 495 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES POSITION DISTRIBUTION POSITION DISTRIBUTION 14 COUNTY CALL CENTER WORKING TITLE ADMINISTRATIVE MANAGER ADMINISTRATIVE/OFFICE SUPPORT SUPERVISOR ADMINISTRATOR CALL AGENT DEPARTMENTAL HR SPECIALIST LEAD CALL AGENT PROFESSIONAL TOTAL FTE 1.0 2.0 1.0 23.0 1.0 4.0 1.0 33.0 MANDATE CONSOLIDATED FINANCIAL DATA Total Department Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund Total N/A N/A $ 820,341 $ 820,341 $ 841,250 $ 841,250 $ 1,148,984 $ 1,148,984 $ 1,269,981 $ 1,269,981 $ 1,281,308 $ 1,281,308 Total Mandated Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund Total N/A N/A $ 820,341 $ 820,341 $ 841,250 $ 841,250 $ 1,148,984 $ 1,148,984 $ 1,269,981 $ 1,269,981 $ 1,281,308 $ 1,281,308 NOTE: Mandate financials do not include appropriated beginning fund balance, debt service, or eliminations. - 496 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES STAR CALL CENTER AUTHORITY HISTORY/ BACKGROUND MANDATE DESCRIPTION A.R.S. § 11-401 Enumeration Of Officers; A.R.S. § 11-541 Powers And Duties Generally County Assessor; A.R.S. §§ 11-461 through 11-483 County Recorder; A.R.S. § 11-491; A.R.S. § 11-494; A.R.S. § 11-604-605; A.R.S. § 15-996; A.R.S. §§ 35-323 through 35-327; A.R.S. § 41-1285.21; A.R.S. § 42, :IRC150, 148 County Treasurer; A.R.S. § 16-201 Primary Election; A.R.S. § 16-211 General Election; A.R.S. § 16-452 State of Arizona Electronic Voting System Instructions and Procedures Manual Elections Office. The STAR Call Center is the official communication medium between the Offices of the Board of Supervisors, Treasurer, Assessor, & Recorder (including Elections) and the citizens of Maricopa County. The STAR Call Center has numerous statutory and constitutional duties, which mirror those of the Assessor, Treasurer, Recorder and Elections. The Call Center provides information, such as property tax information, assessed value of property, deed recording information, polling places on elections day, etc., all without transferring between departments. Services extend to the citizens of Maricopa County and beyond, such as property owners, mortgage banks, investors, heirs, etc. DEPARTMENTAL BUDGET SCHEDULES MANDATE INFORMATION - 497 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED COUNTY CALL CENTER Department 14 FUND TYPE GENERAL FUND SUB-TOTAL TOTAL FUNDS $ $ $ Personal Services 1,050,537 1,050,537 1,050,537 $ $ $ Supplies & Services 230,771 230,771 230,771 $ $ $ Capital Outlay - Total Expenses $ 1,281,308 $ 1,281,308 $ 1,281,308 Total Revenue $ $ $ - EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT COUNTY CALL CENTER Department 14 FY 00-01 Final Adopted FY 00-01 Revised FY 00-01 Projected FY 01-02 Requested FY 01-02 Adopted EXPENDITURES PERSONAL SERVICES $ 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES Subtotal $ 802,032 $ 61,202 225,078 22,718 1,111,030 $ 795,396 $ 61,202 231,714 22,718 1,111,030 $ 766,089 $ 84,104 2,417 197,050 14,741 1,064,401 $ 886,842 $ 51,052 193,787 1,131,681 $ 806,448 $ 51,052 193,037 1,050,537 $ SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 803 FUEL 810 LEGAL SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING Subtotal $ 55,387 $ 2,000 146,612 1,600 12,000 5,600 223,199 $ 55,387 $ 2,000 146,612 1,600 12,000 5,600 223,199 $ 34,889 $ 74 119 1,155 144,450 14,558 7,140 3,014 181 205,580 $ 14,000 $ 120 200 151,857 12,000 5,600 183,777 $ 14,000 $ 120 47,194 151,857 12,000 5,600 230,771 $ $ 1,334,229 $ 1,334,229 $ 1,269,981 $ 1,315,458 $ 1,281,308 $ Total Expenditures - 498 - Variance (11,052) 10,150 38,677 22,718 60,493 % -1% 17% 17% 100% 5% 41,387 75% (120) (45,194) -2260% (5,245) -4% 1,600 100% 0% 0% (7,572) -3% 52,921 4% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 COUNTY CALL CENTER Agency 140 Personal Services Org Title 1410 1420 1430 1440 STAR CALL CENTER STAR CALL CENTER STAR CALL CENTER STAR CALL CENTER $ Totals: Supplies & Services 209,517 $ 747,309 105,466 (11,754) 1,050,537 Total Capital Outlay Expenditures 228,771 2,000 230,771 $ - $ Revenue 438,288 $ 747,309 107,466 (11,754) 1,281,308 - EXPENDITURES AND REVENUES BY AGENCY/OBJECT COUNTY CALL CENTER Agency 140 FY 00-01 Final Adopted EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % Subtotal $802,032 61,202 225,078 22,718 $1,111,030 $766,089 84,104 2,417 197,050 14,741 $1,064,401 $795,396 61,202 231,714 22,718 $1,111,030 $886,842 $ 51,052 193,787 $1,131,681 $ 806,448 $ 51,052 193,037 1,050,537 $ (11,052) 10,150 38,677 22,718 60,493 Subtotal $55,387 2,000 146,612 1,600 12,000 5,600 $223,199 $34,889 74 119 1,155 144,450 14,558 7,140 3,014 181 $205,580 $55,387 2,000 146,612 1,600 12,000 5,600 $223,199 $14,000 $ 120 200 151,857 12,000 5,600 $183,777 $ 14,000 $ 120 47,194 151,857 12,000 5,600 230,771 $ 41,387 (120) (45,194) (5,245) 1,600 (7,572) Total Expenditures $1,334,229 $1,269,981 $1,334,229 $1,315,458 $ 1,281,308 $ 52,921 4% Operating Balance (Rev. - Exp.) ($1,334,229) ($1,269,981) ($1,334,229) ($1,315,458) $ (1,281,308) $ 52,921 4% SUPPLIES & SERVICES 801 GENERAL SUPPLIES 803 FUEL 810 LEGAL SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING -1% 17% 17% 100% 5% 75% -2260% -4% 100% 0% 0% -3% - 499 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES CRIMINAL JUSTICE FACILITIES DEVELOPMENT Citizens of Maricopa County Citizens Jail Oversight Board of Supervisors County Administrative Officer Administrative Policy Group Criminal Justice Facilities Development Robert B. Williams, Director Finance / Administration Project Management MISSION The mission of the Criminal Justice Facilities Development Department is to provide programming, design and construction management services to Maricopa County so that it can fulfill the mandate of the November 1998 jail tax initiative, thereby ensuring that there is adequate jail space to incarcerate the growing population of dangerous offenders. VISION The vision of the Criminal Justice Facilities Development Department is to expeditiously provide the facilities necessary to house pre-trial detainees and post-trial convicted criminals while achieving initial capital and life cycle cost efficiencies using innovative, imaginative and effective facility designs. GOALS Construct on schedule and within budget 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 2004. Construct on schedule and within budget 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 2004. Construct on schedule and within budget a Parking Structure with 985 parking spaces and a Forensic Science Center and laboratory facility by the end of FY 2003. ISSUES Construction prices and labor availability will improve somewhat each year of the program, which could have a slight positive impact on schedule and budget for the next two to four years. Inflationary impacts should not increase more than projected during the design and construction period and construction escalation should not impact project budgets more than projected for the next two to four years. The Board of Supervisors and County Executive Management will remain stable and supportive allowing the department to maintain a stable set of priorities and constant direction for the next two to four years. - 500 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES PERFORMANCE MEASURES Performance Measures Dollars spent % 4th Ave Jail complete % Lower Buckeye Jail complete % Juvenile Detention complete % Jackson St. Parking Structure Complete Adult detention cost per bed Juvenile detention cost per bed Jackson St. Parking structure cost per space Mesa Juvenile Parking Structure cost per space FY 99 FY 02 FY 00 Actual FY 01 Actual Actual Projected $2,464,000 $17,293,054 $51,340,950 $242,997,677 1% 5% 16% 49% 0% 4% 12% 68% 0% 3% 13% 49% N/A N/A 4% N/A N/A 5% N/A N/A 82% 100% N/A N/A N/A N/A N/A $8,748 N/A N/A $8,931 DEPARTMENTAL BUDGET SCHEDULES The ability to efficiently work within the City of Phoenix will remain difficult and problematic requiring an extraordinary amount of department time, effort and money to maintain schedules related to the City’s archaic planning and permitting process for the next two to four years. Relationships with internal County departments will remain positive and strong minimizing potential costly design, construction and schedule changes for the next two to four years. It will remain difficult to hire competent employees given the short-term duration of the project and continuing robust competition for professional and technical personnel in the local area for the next two to four years. All non-structural recommendations in the Jail Master Plan will be essentially achieved by the County's Judicial System to enable the construction program to remain valid and achieve the desired outcome envisioned in the Jail Master Plan for the next four years. Potential sales tax increases in the State of Arizona, City of Phoenix and City of Mesa could negatively impact the program budget by approximately $1,500,000 in the next two to four years. N/A POSITION DISTRIBUTION POSITION DISTRIBUTION 40 CRIMINAL JUSTICE FACILITIES DEVELOPMENT WORKING TITLE ADMINISTRATIVE ASSISTANT CHIEF FINANCIAL OFFICER DIRECTOR SENIOR PROJECT MANAGER SUPERVISORY TOTAL FTE 1.0 1.0 1.0 2.0 1.0 6.0 - 501 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES MANDATE CONSOLIDATED FINANCIAL DATA Total Department Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget Capital Projects N/A N/A $ 2,464,000 $ 17,293,055 $ 58,257,621 $232,997,678 Total Mandated Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget Capital Projects N/A N/A $ 2,464,000 $ 17,293,055 $ 58,257,621 $232,997,678 Total N/A N/A $ 2,464,000 $17,293,055 $58,257,621 $232,997,678 Total N/A N/A $ 2,464,000 $17,293,055 $58,257,621 $232,997,678 NOTE: Mandate financials do not include appropriated beginning fund balance, debt service, or eliminations. - 502 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES CONSTRUCTION OF JAIL DETENTION AND JUSTICE FACILITIES The Legislature, in Laws 1998, Chapter 225, amending A.R.S. § 42-1491, granted a AUTHORITY HISTORY/ BACKGROUND MANDATE DESCRIPTION one-time opportunity to Maricopa County voters to approve a jail facilities excise tax levy to construct and operate jail facilities. The jail facilities excise tax levy was authorized at two-tenths of a percent (0.002) of the tax base to remain in effect until $900 million is collected, but not more than nine years after January 1, 1999. The Maricopa County voters approved the tax levy effective January 1, 1999. Design and construct the new adult and juvenile detention and justice facilities. Construction of Jail Detention and Justice Facilities FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget Capital Projects N/A N/A $ 2,464,000 $ 17,293,055 $ 58,257,621 $232,997,678 Total DEPARTMENTAL BUDGET SCHEDULES MANDATE INFORMATION N/A N/A $ 2,464,000 $17,293,055 $58,257,621 $232,997,678 - 503 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED CRIMINAL JUSTICE FACILITIES DEVELOPMENT Department 40 FUND TYPE CAPITAL PROJECTS SUB-TOTAL TOTAL FUNDS Personal Services 0 0 0 $ $ Supplies & Services $ $ - Capital Outlay 232,997,678 $ 232,997,678 $ 232,997,678 Total Expenses 232,997,678 $ 232,997,678 $ 232,997,678 Total Revenue 84,726,011 $ 84,726,011 $ 84,726,011 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT CRIMINAL JUSTICE FACILITIES DEVELOPMENT Department 40 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Revised FY 00-01 Projected FY 01-02 Requested FY 01-02 Adopted Variance % $ 92,216,119 $ 92,216,119 $ 101,936,868 $ 150,000,000 $ 148,271,667 $ 56,055,548 61% REVENUE 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE 680 TRANSFERS IN Sub Total $ 103,034,318 103,034,318 $ 103,034,318 103,034,318 $ 1,079,857 478,245 103,034,318 104,592,420 $ 84,726,011 84,726,011 $ 84,726,011 84,726,011 $ (18,308,307) (18,308,307) -18% -18% $ 195,250,437 $ 195,250,437 $ 206,529,288 $ 234,726,011 $ 232,997,678 $ 37,747,241 19% EXPENDITURES PERSONAL SERVICES $ 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 795 PERSONAL SERVICES ALLOC.-OUT Subtotal $ 398,467 $ 46,285 76,722 (513,347) 8,127 $ 422,582 $ 46,285 75,604 (544,471) 0 $ 313,824 $ 8,257 48,293 272,238 (272,238) 370,374 $ 431,297 $ 27,045 78,380 536,722 $ 400,934 $ 27,045 75,301 (503,280) 0 $ 21,648 19,240 303 (41,191) 0 5% 42% 0% SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING Subtotal $ (563,114) $ 5,500 8,750 175,000 110,000 110,000 5,000 165,864 500 17,500 $ (580,614) $ 5,500 8,750 175,000 110,000 110,000 5,000 165,864 500 - $ 22,489 $ 2,748 2,347 1,644 97,838 158,529 475 117 286,187 $ 31,200 $ 4,560 28,325 90,000 76,000 5,400 600 100,440 9,600 1,200 347,325 $ - $ - $ (580,614) 5,500 8,750 175,000 110,000 110,000 5,000 165,864 500 - -100% 100% 100% 100% 100% 100% 100% 100% CAPITAL OUTLAY $ 910 LAND 915 BUILDINGS & IMPROVEMENTS 940 INFRASTRUCTURE Subtotal $ - $ 69,592,652 69,592,652 $ - $ 69,618,279 69,618,279 $ 81,756 $ 57,519,304 57,601,060 $ - $ 229,620,237 229,620,237 $ - $ 232,120,237 877,441 232,997,678 $ (162,501,958) (877,441) (163,379,399) Total Expenditures $ 69,618,279 $ 69,618,279 $ 58,257,621 $ 230,504,284 $ 232,997,678 $ (163,379,399) -235% Operating Balance (Rev. - Exp.) $ 33,416,039 $ 33,416,039 $ 46,334,799 $ (145,778,273) $ (148,271,667) $ (181,687,706) -544% Total Resources - 504 - -8% 77% 100% -233% -235% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES CRIMINAL JUSTICE FACILITIES DEVELOPMENT Agency 409 Org Personal Services Title 4091 CRIMINAL JUSTICE DETENTION 4092 ADULT TRANSITION TEAM/MCSO 4093 JUVENILE TRANSITION TEAM $ Totals: $ Supplies & Services 353,437 $ (176,713) (176,724) 0 $ - Capital Outlay Total Expenditures Revenue $ 232,412,718 292,480 292,480 $ 232,997,678 $ 232,766,155 115,767 115,756 $ 232,997,678 $ 84,726,011 $ 84,726,011 EXPENDITURES AND REVENUES BY AGENCY/OBJECT CRIMINAL JUSTICE FACILITIES DEVELOPMENT Agency 409 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % $92,216,119 $101,936,868 $92,216,119 $150,000,000 $ 148,271,667 $ 56,055,548 61% Sub Total 103,034,318 $103,034,318 1,079,857 478,245 103,034,318 $104,592,420 103,034,318 $103,034,318 84,726,011 $84,726,011 $ 84,726,011 84,726,011 $ (18,308,307) (18,308,307) -18% -18% Total Resources $195,250,437 $206,529,288 $195,250,437 $234,726,011 $ 232,997,678 $ 37,747,241 19% $313,824 8,257 48,293 272,238 (272,238) $370,374 $422,582 46,285 75,604 (544,471) $0 $431,297 $ 27,045 78,380 $536,722 $ 400,934 $ 27,045 75,301 (503,280) 0 $ 21,648 19,240 303 (41,191) 0 5% 42% 0% Subtotal $398,467 46,285 76,722 (513,347) $8,127 $22,489 2,748 2,347 1,644 97,838 158,529 475 117 $286,187 ($580,614) 5,500 8,750 175,000 110,000 110,000 5,000 165,864 500 $0 $31,200 $ 4,560 28,325 90,000 76,000 5,400 600 100,440 9,600 1,200 $347,325 $ - $ - $ (580,614) 5,500 8,750 175,000 110,000 110,000 5,000 165,864 500 - -100% 100% 100% 100% 100% 100% 100% 100% Subtotal ($563,114) 5,500 8,750 175,000 110,000 110,000 5,000 165,864 500 $17,500 Subtotal $0 69,592,652 $69,592,652 $81,756 57,519,304 $57,601,060 $0 69,618,279 $69,618,279 $0 $ 229,620,237 $229,620,237 $ - $ 232,120,237 877,441 232,997,678 $ (162,501,958) (877,441) (163,379,399) -235% Total Expenditures $69,618,279 $58,257,621 $69,618,279 $230,504,284 $ 232,997,678 $ (163,379,399) -235% Operating Balance (Rev. - Exp.) $33,416,039 $46,334,799 $33,416,039 ($145,778,273) $ (148,271,667) $ (181,687,706) -544% Ending Fund Balance (Resources - Exp.) $125,632,158 $148,271,667 $125,632,158 $4,221,727 $ (0) $ (125,632,158) -100% REVENUE 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE 680 TRANSFERS IN EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 795 PERSONAL SERVICES ALLOC.-OUT SUPPLIES & SERVICES 801 GENERAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING CAPITAL OUTLAY 910 LAND 915 BUILDINGS & IMPROVEMENTS 940 INFRASTRUCTURE DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 -8% 77% 100% -233% - 505 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEBT SERVICES DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED DEBT SERVICE Department 99 FUND TYPE DEBT SERVICE SUB-TOTAL TOTAL FUNDS Personal Services $ $ - Supplies & Services $ $ - Capital Outlay 44,126,858 $ 44,126,858 $ 44,126,858 Total Expenses 44,126,858 $ 44,126,858 $ 44,126,858 Total Revenue 109,428,651 $ 109,428,651 $ 109,428,651 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT DEBT SERVICE Department 99 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Revised FY 00-01 Projected FY 01-02 Requested FY 01-02 Adopted Variance % $ (946,629) $ (946,629) $ (1,089,486) $ 124,439,800 $ 124,439,800 $ 125,386,429 ###### REVENUE $ 601 PROPERTY TAXES 621 PAYMENTS IN LIEU OF TAXES 645 INTEREST EARNINGS 680 TRANSFERS IN Sub Total $ 24,037,880 $ 553,680 3,753,591 132,180,932 160,526,083 $ 24,037,880 $ 553,680 3,753,591 132,180,932 160,526,083 $ 24,051,128 $ 556,034 3,108,004 123,755,797 151,470,963 $ 20,071,906 $ 402,033 5,507,546 82,139,415 108,120,900 $ 20,071,906 $ 402,033 5,507,546 83,447,166 109,428,651 $ (3,965,974) (151,647) 1,753,955 (48,733,766) (51,097,432) -16% -27% 47% -37% -32% $ 159,579,454 $ 159,579,454 $ 150,381,477 $ 232,560,700 $ 233,868,451 $ 74,288,997 47% Subtotal $ 64,305,541 64,305,541 $ 64,305,541 64,305,541 $ 25,941,675 25,941,675 $ 44,126,858 44,126,858 $ 44,126,858 44,126,858 $ 20,178,683 20,178,683 31% 31% Total Expenditures $ 64,305,541 $ 64,305,541 $ 25,941,675 $ 44,126,858 $ 44,126,858 $ 20,178,683 31% Operating Balance (Rev. - Exp.) $ 96,220,542 $ 96,220,542 $ 125,529,288 $ 63,994,042 $ 65,301,793 $ (30,918,749) -32% Total Resources EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES CAPITAL OUTLAY 950 DEBT SERVICE - 506 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEBT SERVICE Agency 990 Org Supplies & Services Personal Services Title 5824 SHERIFF'S OFFICE 5826 SHERIFF'S OFFICE 9910 G.O. DEBT SERVICE $ - Totals: $ $ - $ Total Capital Outlay Expenditures $ 22,160,035 $ 22,160,035 $ Revenue 22,160,035 $ 22,160,035 $ 22,580,582 $ 22,580,582 EXPENDITURES AND REVENUES BY AGENCY/OBJECT DEBT SERVICE Agency 990 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % ($946,629) ($1,089,486) ($946,629) $169,603 $ 169,603 $ 1,116,232 118% Sub Total $24,037,880 553,680 400,000 2,068,604 $27,060,164 $24,051,128 556,034 525,000 2,068,604 $27,200,766 $24,037,880 553,680 400,000 2,068,604 $27,060,164 $20,071,906 $ 402,033 400,000 1,706,643 $22,580,582 $ 20,071,906 $ 402,033 400,000 1,706,643 22,580,582 $ (3,965,974) (151,647) (361,961) (4,479,582) -16% -27% 0% -17% -17% Total Resources $26,113,535 $26,111,280 $26,113,535 $22,750,185 $ 22,750,185 $ (3,363,350) -13% Subtotal 25,941,675 $25,941,675 25,941,675 $25,941,675 25,941,675 $25,941,675 22,160,035 $22,160,035 $ 22,160,035 22,160,035 $ 3,781,640 3,781,640 15% 15% Total Expenditures $25,941,675 $25,941,675 $25,941,675 $22,160,035 $ 22,160,035 $ 3,781,640 15% Operating Balance (Rev. - Exp.) $1,118,489 $1,259,091 $1,118,489 $420,547 $ 420,547 $ (697,942) -62% Ending Fund Balance (Resources - Exp.) $171,860 $169,605 $171,860 $590,150 $ 590,150 $ 418,290 243% REVENUE 601 PROPERTY TAXES 621 PAYMENTS IN LIEU OF TAXES 645 INTEREST EARNINGS 680 TRANSFERS IN DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES CAPITAL OUTLAY 950 DEBT SERVICE - 507 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TOTAL BUDGET BY PROGRAM FY 2001-02 DEBT SERVICE - COUNTY IMP. FUND Agency 992 Org Personal Services Title 5824 SHERIFF'S OFFICE 5826 SHERIFF'S OFFICE 9910 G.O. DEBT SERVICE $ - Totals: $ Supplies & Services $ - $ Total Capital Outlay Expenditures $ 21,966,823 $ 21,966,823 $ 21,966,823 $ 21,966,823 Revenue $ 86,848,069 $ 86,848,069 EXPENDITURES AND REVENUES BY AGENCY/OBJECT DEBT SERVICE - COUNTY IMP. FUND Agency 992 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % $0 $0 $0 $124,270,197 $ 124,270,197 $ 124,270,197 Sub Total 3,353,591 130,112,328 $133,465,919 2,583,004 121,687,193 $124,270,197 3,353,591 130,112,328 $133,465,919 5,107,546 80,432,772 $85,540,318 $ 5,107,546 81,740,523 86,848,069 $ 1,753,955 (48,371,805) (46,617,850) 52% -37% -35% Total Resources $133,465,919 $124,270,197 $133,465,919 $209,810,515 $ 211,118,266 $ 77,652,347 58% Subtotal 38,363,866 $38,363,866 $0 38,363,866 $38,363,866 21,966,823 $21,966,823 $ 21,966,823 21,966,823 $ 16,397,043 16,397,043 43% 43% Total Expenditures $38,363,866 $0 $38,363,866 $21,966,823 $ 21,966,823 $ 16,397,043 43% Operating Balance (Rev. - Exp.) $95,102,053 $124,270,197 $95,102,053 $63,573,495 $ 64,881,246 $ (30,220,807) -32% Ending Fund Balance (Resources - Exp.) $0 $0 $0 $187,843,692 $ 189,151,443 $ 189,151,443 REVENUE 645 INTEREST EARNINGS 680 TRANSFERS IN EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES CAPITAL OUTLAY 950 DEBT SERVICE - 508 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES County Recorder Elections Karen Osborne, Director Elections Cycle Operations Voter Registration MISSION The mission of the Elections Department is to provide access to the electoral process for citizens, jurisdictions, candidates, the legislature and special interest groups so that they have equal access and may readily participate in elections. DEPARTMENTAL BUDGET SCHEDULES ELECTIONS GOALS Decrease the percentage of voters traveling to the polls by 5% by 2003. Reduce the number of candidates fined to less than 10% of the total filing. Reduce the rate of increase in mandated costs by 10%. Eliminate double counting and the possible need for human interpretation of votes on 1% of ballots cast by 2002. Cut complaints about counter voting at early voting sites in half by 2002. ISSUES Due to the rising expectation of voters for convenience, budget restrictions, the inability to find polling places and obtain board workers, we need to create a culture accepting the transition from the polling place to the mailbox. Rising expectations of voters for convenience, the need to accurately, consistently and promptly tally votes, and the demand of Jurisdictions for more data in a timely manner create the need for better access to technology. Due to the impact of Federal and State legislators on the election process, we need to communicate our concerns to them through an aggressive, coordinated program. Rising expectations of candidates and elected officials for ease of filing combined with complex regulations create the need for an aggressive education program using data processing technology to ease the process of candidate filing - 509 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES PERFORMANCE MEASURES 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 Processed 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 Week Polling Places Supplied Hours Worked Polling Places Supplied per Week Polls Staffed Boardworkers Hired Hours Worked Boardworkers per Day worked Elections held Voters Eligible in Elections Held Hours Worked Eligible Voters per hour worked Hours Worked Hours Worked FY 99 Actual FY 00 Actual FY 01 Actual 1,004 1,004 1,007 586,090 0 914,952 231,441 0 411,526 195,083 0 367,814 1,345,370 1,131,791 1,226,317 128,800 220,827 280,000 34,854 27,507 33,500 3.70 8.03 8.36 281,789 165,554 525,000 346,970 255,789 600,000 32,173 21,407 56,000 10.78 11.95 10.71 111 55 115 37,310 24,851 70,000 18,255 16,263 17,200 2.04 1.53 4.07 345 2,136 800 12,366 7,523 7,700 1.12 11.36 4.16 2,300 591 2,000 25,931 9,671 22,200 3.55 2.44 3.6 2,244 N/A N/A 12,926 3,455 12,300 19,269 7,478 16,900 5.37 3.67 5.82 111 55 115 3,324,098 2,223,688 3,000,000 6,115 7,823 9,150 543.6 284.24 327.87 8,169 6,752 6,650 4,413 3,922 4,250 FY 02 Projected 1,007 0 0 0 N/A 125,000 27,400 4.56 144,000 160,000 24,300 6.58 60 55,000 17,400 3.16 2,150 8,750 10 500 7,800 3 N/A 3,000 11,300 2 60 1,600,000 5,700 281 7,550 4,900 POSITION DISTRIBUTION POSITION DISTRIBUTION 21 ELECTIONS WORKING TITLE ADMINISTRATIVE COORDINATOR ASSOCIATE INFORMATION SYSTEM TECH ASST ELECTIONS DIRECTOR BOARDWORKER RECRUITER SUPERVISOR CANDIDATE FILING SUPERVISOR DATA OPERATIONS CLERK DEPUTY FINANCIAL SERVICES ADMINISTRATOR EARLY VOTING CLERK EARLY VOTING SUPERVISOR EARLY VOTING/LOGISTICS CLERK ELECTION SPECIALIST ELECTIONS COORDINATOR ELECTIONS DIRECTOR FISCAL SERVICES DIRECTOR GIS CLERK GIS PROGRAMMER/ANALYST GIS TECHNICAN INFORMATION SYSTEM CONSULTANT OPERATIONS/IMAGING CLERK OPERATIONS/WAREHOUSE SUPERVISOR PERSONNEL/PAYROLL ADMINSTRATOR POLLING PLACE COORDINATOR PROCUREMENT SPECIALIST - 510 - FTE 3.0 2.0 2.0 1.0 1.0 1.0 1.0 3.0 2.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 2.0 1.0 2.0 1.0 1.0 3.0 1.0 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES FTE 1.0 1.0 1.0 1.0 12.0 2.0 2.0 54.0 MANDATE CONSOLIDATED FINANCIAL DATA Total Department Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 7,922,870 $ 5,026,743 $ 9,419,592 $ 7,237,078 $ 10,440,551 $ 6,069,510 Total $ 7,922,870 $ 5,026,743 $ 9,419,592 $ 7,237,078 $ 10,440,551 $ 6,069,510 Total Mandated Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 7,922,870 $ 5,026,743 $ 9,419,592 $ 7,237,078 $ 10,440,551 $ 6,069,510 Total $ 7,922,870 $ 5,026,743 $ 9,419,592 $ 7,237,078 $ 10,440,551 $ 6,069,510 DEPARTMENTAL BUDGET SCHEDULES WORKING TITLE PROGRAMMER-ANALYST PUBLIC INFORMATION SUPERVISOR RECORDER'S EXCUTIVE ASSISTANT TROUBLESHOOTER PROGRAM COORDINATOR VOTER REGISTRATION SPECIALIST VOTER REGISTRATION SUPERVISOR WAREHOUSE TECHNICIAN TOTAL NOTE: Mandate financials do not include appropriated beginning fund balance, debt service, or eliminations. - 511 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES MANDATE INFORMATION ELECTIONS AUTHORITY A.R.S. § 16-201 Primary Election; A.R.S. § 16-211 General Election; A.R.S. § 16-452 State of Arizona Electronic Voting System Instructions and Procedures Manual. HISTORY/ BACKGROUND Beginning in 1875, the territorial legislature enacted laws to establish, maintain and continue the election process and the efficient management of voter registration records. The State of Arizona subsequently adopted these laws at the time of statehood in 1912. MANDATE DESCRIPTION Conduct elections with accuracy and consistency in accordance with Federal laws, state laws and established procedures. - 512 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES ELECTIONS Department 21 FUND TYPE GENERAL FUND SUB-TOTAL TOTAL FUNDS $ $ $ Personal Services 2,554,779 2,554,779 2,554,779 $ $ $ Supplies & Services 3,514,731 3,514,731 3,514,731 $ $ $ Capital Outlay - Total Expenses $ 6,069,510 $ 6,069,510 $ 6,069,510 Total Revenue $ 792,500 $ 792,500 $ 792,500 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT ELECTIONS Department 21 FY 00-01 Final Adopted FY 00-01 Revised FY 00-01 Projected FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 620 OTHER INTERGOVERNMENTAL 635 OTHER CHARGES FOR SERVICES 637 FINES & FORFEITS 650 MISCELLANEOUS REVENUE Sub Total $ 2,652,730 6,000 15,000 2,673,730 $ 2,652,730 6,000 15,000 2,673,730 $ 2,486,199 740 21,736 13,245 2,521,920 $ 775,000 2,500 15,000 792,500 $ 775,000 2,500 15,000 792,500 $ (1,877,730) (3,500) (1,881,230) -58% 0% -70% $ 2,673,730 $ 2,673,730 $ 2,521,920 $ 792,500 $ 792,500 $ (1,881,230) -70% EXPENDITURES PERSONAL SERVICES $ 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES Subtotal $ 1,694,753 $ 840,206 506,776 486,626 3,528,361 $ 1,712,454 $ 827,389 501,554 486,964 3,528,361 $ 1,633,867 $ 553,440 398,534 459,490 18,508 3,063,839 $ 1,968,745 $ 263,339 173,632 498,429 2,904,145 $ 1,641,979 $ 263,339 173,632 475,829 2,554,779 $ 70,475 564,050 327,922 11,136 973,583 4% 68% 65% 2% SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES Subtotal $ 79,150 $ 7,000 2,500 17,750 5,128,950 742,500 14,000 42,000 17,000 65,050 5,700 6,121,600 $ 79,150 $ 7,000 2,500 17,750 5,128,950 742,500 14,000 42,000 17,000 65,050 5,700 6,121,600 $ 110,259 $ 8,526 18,961 4,876 4,689,653 714,372 16,585 91,235 88,411 668,345 4,356 6,415,579 $ 122,328 $ 2,000 121,500 9,000 2,068,087 526,100 16,000 42,000 45,450 207,000 5,900 3,165,365 $ 122,328 $ 2,000 121,500 9,000 2,417,453 526,100 16,000 42,000 45,450 207,000 5,900 3,514,731 $ (43,178) 5,000 (119,000) 8,750 2,711,497 216,400 (2,000) (28,450) (141,950) (200) 2,606,869 -55% 71% -4760% 49% 53% 29% -14% 0% -167% -218% -4% 43% 960,000 960,000 $ 961,133 961,133 $ - $ - $ 960,000 960,000 100% Subtotal $ 960,000 960,000 $ 100% $ 10,609,961 $ 10,609,961 $ 10,440,551 $ 6,069,510 $ 6,069,510 $ 4,540,452 43% Total Resources CAPITAL OUTLAY 920 CAPITAL EQUIPMENT 950 DEBT SERVICE Total Expenditures DEPARTMENTAL BUDGET SCHEDULES DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED -71% 28% - 513 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TOTAL BUDGET BY PROGRAM FY 2001-02 ELECTIONS Agency 210 Org Supplies & Services Personal Services Title 2110 OPERATIONS 2120 ELECTION CYCLE 2130 VOTER REGISTRATION $ Totals: $ 1,657,853 325,637 571,288 2,554,779 $ $ Total Capital Outlay Expenditures 1,104,231 2,274,300 136,200 3,514,731 $ - $ $ $ Revenue 2,762,084 2,599,937 707,488 6,069,510 $ $ 5,000 787,500 792,500 EXPENDITURES AND REVENUES BY AGENCY/OBJECT ELECTIONS Agency 210 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 620 OTHER INTERGOVERNMENTAL 635 OTHER CHARGES FOR SERVICES 637 FINES & FORFEITS 650 MISCELLANEOUS REVENUE 2,486,199 740 21,736 13,245 $2,521,920 2,652,730 6,000 15,000 $2,673,730 775,000 2,500 15,000 $792,500 $ 775,000 2,500 15,000 792,500 $ (1,877,730) (3,500) (1,881,230) -71% Sub Total 2,652,730 6,000 15,000 $2,673,730 Total Resources $2,673,730 $2,521,920 $2,673,730 $792,500 $ 792,500 $ (1,881,230) -70% $1,633,867 553,440 398,534 459,490 18,508 $3,063,839 $1,712,454 827,389 501,554 486,964 $3,528,361 $1,968,745 $ 263,339 173,632 498,429 $2,904,145 $ 1,641,979 $ 263,339 173,632 475,829 2,554,779 $ 70,475 564,050 327,922 11,136 973,583 4% 68% 65% 2% Subtotal $1,694,753 840,206 506,776 486,626 $3,528,361 Subtotal $79,150 7,000 2,500 17,750 5,128,950 742,500 14,000 42,000 17,000 65,050 5,700 $6,121,600 $110,259 8,526 18,961 4,876 4,689,653 714,372 16,585 91,235 88,411 668,345 4,356 $6,415,579 $79,150 7,000 2,500 17,750 5,128,950 742,500 14,000 42,000 17,000 65,050 5,700 $6,121,600 $122,328 $ 2,000 121,500 9,000 2,068,087 526,100 16,000 42,000 45,450 207,000 5,900 $3,165,365 $ 122,328 $ 2,000 121,500 9,000 2,417,453 526,100 16,000 42,000 45,450 207,000 5,900 3,514,731 $ (43,178) 5,000 (119,000) 8,750 2,711,497 216,400 (2,000) (28,450) (141,950) (200) 2,606,869 -55% 71% -4760% 49% 53% 29% -14% 0% -167% -218% -4% 43% 961,133 $961,133 960,000 $960,000 $0 $ - $ 960,000 960,000 100% Subtotal 960,000 $960,000 Total Expenditures $10,609,961 $10,440,551 $10,609,961 $6,069,510 $ 6,069,510 $ 4,540,452 43% Operating Balance (Rev. - Exp.) ($7,936,231) ($7,918,630) ($7,936,231) ($5,277,010) $ (5,277,010) $ 2,659,222 34% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES SUPPLIES & SERVICES 801 GENERAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES CAPITAL OUTLAY 920 CAPITAL EQUIPMENT 950 DEBT SERVICE - 514 - -58% 0% -70% 28% 100% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED ELIMINATIONS Department 98 FUND TYPE ELIMINATIONS TOTAL FUNDS Personal Services $ - Supplies & Services Capital Outlay (459,208,697) $ (459,208,697) $ - Total Expenses Total Revenue (459,208,697) (459,208,697) $ (459,208,697) $ (459,208,697) EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT ELIMINATIONS Department 98 FY 00-01 Final Adopted FY 00-01 Revised FY 00-01 Projected FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 615 GRANTS 635 OTHER CHARGES FOR SERVICES 636 INTERNAL SERVICE CHARGES 638 PATIENT SERVICE REVENUE 680 TRANSFERS IN Sub Total $ (626,500) (39,573,844) (54,315,097) (425,055,564) (519,571,005) $ (626,500) (39,573,844) (54,315,097) (425,339,167) (519,854,608) $ (626,500) (39,573,844) (42,736,323) (425,339,167) (508,275,834) $ (1,000,000) (2,400,000) (39,770,634) (92,049,912) (314,998,124) (450,218,670) $ (1,000,000) (2,400,000) (39,770,634) (92,049,912) (323,988,151) (459,208,697) $ (373,500) (2,400,000) (196,790) (37,734,815) 101,351,016 60,645,911 -60% $ (519,571,005) $ (519,854,608) $ (508,275,834) $ (450,218,670) $ (459,208,697) $ 60,645,911 12% SUPPLIES & SERVICES 811 HEALTH CARE SERVICES 812 OTHER SERVICES 839 INTERNAL SERVICE CHARGES 845 SUPPORT & CARE OF PERSONS 880 TRANSFERS OUT Subtotal $ (626,500) (39,573,844) (54,315,097) (425,055,564) (519,571,005) $ (626,500) (39,573,844) (54,315,097) (425,339,167) (519,854,608) $ (626,500) (39,573,844) (42,736,323) (425,339,167) (508,275,834) $ (2,400,000) (1,000,000) (39,770,634) (92,049,912) (314,998,124) (450,218,670) $ (2,400,000) (1,000,000) (39,770,634) (92,049,912) (323,988,151) (459,208,697) $ 2,400,000 373,500 196,790 37,734,815 (101,351,016) (60,645,911) 60% 0% 69% -24% -12% $ (519,571,005) $ (519,854,608) $ (508,275,834) $ (450,218,670) $ (459,208,697) $ (60,645,911) -12% Total Resources DEPARTMENTAL BUDGET SCHEDULES ELIMINATIONS 0% -69% 24% 12% EXPENDITURES PERSONAL SERVICES Total Expenditures - 515 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES EXPENDITURES AND REVENUES BY AGENCY/OBJECT ELIMINATIONS Agency 981 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance (373,500) -60% (2,400,000) (196,790) 0% (37,734,815) -69% 101,351,016 24% 60,645,911 12% % RESOURCES REVENUE 615 GRANTS 635 OTHER CHARGES FOR SERVICES 636 INTERNAL SERVICE CHARGES 638 PATIENT SERVICE REVENUE 680 TRANSFERS IN Sub Total (626,500) (39,573,844) (54,315,097) (425,055,564) ($519,571,005) (626,500) (39,573,844) (42,736,323) (425,339,167) ($508,275,834) (626,500) (39,573,844) (54,315,097) (425,339,167) ($519,854,608) (1,000,000) (2,400,000) (39,770,634) (92,049,912) (314,998,124) ($450,218,670) $ (1,000,000) (2,400,000) (39,770,634) (92,049,912) (323,988,151) (459,208,697) $ Total Resources ($519,571,005) ($508,275,834) ($519,854,608) ($450,218,670) $ (459,208,697) $ Subtotal (626,500) (39,573,844) (54,315,097) (425,055,564) ($519,571,005) (626,500) (39,573,844) (42,736,323) (425,339,167) ($508,275,834) (626,500) (39,573,844) (54,315,097) (425,339,167) ($519,854,608) (2,400,000) (1,000,000) (39,770,634) (92,049,912) (314,998,124) ($450,218,670) $ (2,400,000) (1,000,000) (39,770,634) (92,049,912) (323,988,151) (459,208,697) $ 2,400,000 373,500 60% 196,790 0% 37,734,815 69% (101,351,016) -24% (60,645,911) -12% Total Expenditures ($519,571,005) ($508,275,834) ($519,854,608) ($450,218,670) $ (459,208,697) $ (60,645,911) -12% 60,645,911 12% EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES 811 HEALTH CARE SERVICES 812 OTHER SERVICES 839 INTERNAL SERVICE CHARGES 845 SUPPORT & CARE OF PERSONS 880 TRANSFERS OUT - 516 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL BUDGET SCHEDULES EMERGENCY MANAGEMENT County Administrative Officer Chief Public Works Officer Emergency Management Robert Spencer, Director Support Services Plans & Operations MISSION The mission of the Maricopa County Department of Emergency Management is to provide communitywide education, planning, coordination, and continuity of government for the people of Maricopa County in order to protect lives, property and the environment in the event of a major emergency. VISION We will be a respected and effective leader in providing all aspects of a comprehensive emergency management program, including mitigation, preparedness, response, and recovery, in a proactive manner. GOALS Maintain a level of technological compatibility in the areas of radio, voice, and data communications within the emergency management arena to ensure the ability of the department to communicate with other agencies and the general public during emergencies, as well as on a day-to-day basis. Develop the Maricopa County Disaster Mitigation Plan by June, 2002. Additionally, develop a program by which the department will assist in the development of mitigation plans for each of the 24 cities and towns supported by the department. Develop the capability to alert the people in Maricopa County of a major emergency within 15 minutes after a protective actions decision has been made by the appropriate authority. Meet or exceed the standards of National Fire Protection Association 1600 for emergency management, achieve nationally recognized departmental accreditation, and maintain an appropriate level of personnel training. By February of 2003, conduct a hazard analysis for developments with large populations in unincorporated areas of Maricopa County and develop written plans and procedures to address the hazards that are specific to those areas. Develop plans and programs within the four-year update cycle that will enable the County and other governmental entities within it to effectively deal with the emerging threats of terrorism, school violence, and widespread electrical power failures. ISSUES Failure to keep up with improvements in technology will degrade our ability to effectively communicate with outside agencies and coordinate our response to emergencies. Failure to respond to the increasing federal emphasis on hazard mitigation may result in unnecessary loss of lives, property, and funding. Increased populations within hazard-prone areas make it necessary to develop better methods of alerting the population of impending disasters, - 517 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES As the field of emergency management evolves, adhering to newly established standards, achieving nationally recognized accreditation, and providing sufficient training to employees will become increasingly difficult. Increased population density in several areas of unincorporated Maricopa County will make residents of those areas increasingly vulnerable to the effects of major emergencies without the benefit of having developed plans to deal with those events. Terrorism, school violence, and widespread electrical power failures are emerging issues that can result in loss of life and damage to property. PERFORMANCE MEASURES Performance Measures County emergency plans updated City/town emergency plans updated County exercises Municipal/industry exercises Disaster coordinators meetings Medical Alert System exercises Disaster Preparedness briefings Hospital/nursing home drills LEPC meetings conducted Tier II reports processed # of citizens trained % of EOP's updated within 4 years % increase in school emergency plans % increase in employee satisfaction % of supervisors attending management Course % of employees receiving 10 hrs formal training FY 99 Actual 1 4 6 11 5 4 60 10 4 2,055 N/A N/A N/A N/A 100% 100% FY 00 Actual 1 2 8 16 8 4 57 14 4 2,001 1,931 72% N/A 8% 100% 100% FY 01 Actual 1 5 7 5 6 8 47 5 4 1,500 1,839 68% -87% 5% 100% 100% FY 02 Projected 2 5 4 5 4 4 50 5 4 1,500 2,000 84% 100% 5% 100% 100% POSITION DISTRIBUTION POSITION DISTRIBUTION 15 EMERGENCY MANAGEMENT WORKING TITLE ADMINISTRATIVE ASSTNT II ADMINISTRATIVE ASSTNT III ADMINISTRATIVE COORD V COMM WARNING COORDINATOR EMERGENCY MANAGEMENT MGR EMERGENCY SRVCS PLNR II EMERGENCY SRVCS PLNR III GIS PROGRAMMER/ANALYST TOTAL - 518 - FTE 3.0 1.0 1.0 1.0 1.0 6.0 1.0 1.0 15.0 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Total Department Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget Total Mandated Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 134,207 $ 120,267 $ 120,395 $ 109,715 $ 143,354 $ 86,179 Special Revenue $ 645,087 $ 545,187 $ 578,967 $ 655,606 $ 809,078 $ 919,695 Total $779,294 $665,454 $699,362 $765,321 $952,432 $ 1,005,874 General Fund $ 134,207 $ 120,267 $ 120,395 $ 109,715 $ 143,354 $ 86,179 Special Revenue $ 645,087 $ 545,187 $ 578,967 $ 655,606 $ 809,078 $ 919,695 Total $779,294 $665,454 $699,362 $765,321 $952,432 $ 1,005,874 DEPARTMENTAL BUDGET SCHEDULES MANDATE CONSOLIDATED FINANCIAL DATA NOTE: Mandate financials do not include appropriated beginning fund balance, debt service, or eliminations. - 519 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES MANDATE INFORMATION EMERGENCY MANAGEMENT Public Law (PL) 96-510; PL 97-499; Robert T. Stafford Disaster Relief & Emergency AUTHORITY HISTORY/ BACKGROUND MANDATE DESCRIPTION Assistance Act (PL 93-288 as amended by PL 100-707); National Security Decision Directive No. 259, February 4, 1987 (NSDD259; 44 Code of Federal Regulations (44 CFR), parts 205 and 302; FEMA Civil Preparedness Guide 1-3; FDEMA State & Local Guide (SLG) 101; A.R.S. Title 26, Chapter 2; A.R.S. Title 24, Chapter 2; A.R.S. Title 335, Article 2; State of Arizona Emergency Response and Recovery Plan; PL 99-499 (Superfund Amendments and Reauthorization Act of 1986, Title III; Nuclear Regulatory Commission Regulation 0654 (NUREG 0654); Joint State of Arizona/Maricopa County Fixed Nuclear Facility Emergency Response Off-Site Plan.* The Emergency management function was created in 1953 to coordinate disaster response activities for the County and the metropolitan area. The department provides technical and administrative assistance and guidance to local government, commercial or private enterprise, and the general public, thereby assisting them in carrying out their responsibilities in accordance with federal and state policies, emergency plans and programs in preparation for man-caused or natural disasters. Its mission is to ensure the greatest possible survival of the population, protection of property and continuity of government in the event of a national security, technology or natural disaster. Develop, test and maintain the capability to respond to a life-threatening emergency or disaster and to provide relief from damage to damage property. * Palo Verde provides Special Revenue Funds based upon estimated expenditures for conducting Palo Verde Emergency Disaster drills. Likewise, funding from the Emergency Management Assistance Program represents reimbursements to the County for actual expenses incurred during emergency situations. - 520 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES EMERGENCY MANAGEMENT Department 15 FUND TYPE GENERAL FUND SPECIAL REVENUE SUB-TOTAL TOTAL FUNDS Personal Services 55,216 676,275 $ 731,492 $ 731,492 $ Supplies & Services 30,963 214,579 $ 245,542 $ 245,542 $ Capital Outlay 28,841 $ 28,841 $ 28,841 $ Total Expenses $ 86,179 919,695 $ 1,005,875 $ 1,005,875 Total Revenue $ 897,964 $ 897,964 $ 897,964 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT EMERGENCY MANAGEMENT Department 15 FY 00-01 Final Adopted FY 00-01 Revised FY 00-01 Projected FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 615 GRANTS 620 OTHER INTERGOVERNMENTAL 645 INTEREST EARNINGS Sub Total $ 276,816 677,482 954,298 $ 276,816 677,482 954,298 $ 276,816 690,060 5,512 972,388 $ 254,398 643,566 897,964 $ 254,398 643,566 897,964 $ (22,418) (33,916) (56,334) -6% $ 954,298 $ 954,298 $ 972,388 $ 897,964 $ 897,964 $ (56,334) -6% EXPENDITURES PERSONAL SERVICES $ 701 REGULAR PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES Subtotal $ 573,124 $ 46,500 111,086 69,432 800,142 $ 573,122 $ 46,500 111,088 69,432 800,142 $ 545,869 $ 3,196 99,924 97,432 746,421 $ 586,101 $ 28,000 113,716 46,792 774,609 $ 543,285 $ 31,669 109,746 46,792 731,492 $ 29,837 14,831 1,342 22,640 68,650 5% 32% 1% 33% 9% SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES Subtotal $ 85,174 $ 1,630 20,422 2,500 10,000 8,710 29,460 37,980 29,300 63,226 288,402 $ 85,174 $ 1,630 20,422 2,500 10,000 8,710 29,460 37,980 29,300 63,226 288,402 $ 66,450 $ 912 1,311 27,423 1,500 5,000 1,262 19,046 31,206 16,350 2,500 17,452 190,413 $ 81,519 $ 1,658 50,000 2,000 12,000 6,850 28,972 24,573 13,210 3,500 24,500 248,782 $ 81,519 $ 1,658 50,000 2,000 12,000 6,850 28,972 21,333 13,210 3,500 24,500 245,542 $ 3,655 (28) (29,578) 500 (2,000) 1,860 488 16,647 16,090 (3,500) 38,726 42,860 4% Subtotal $ 19,000 19,000 $ 19,000 19,000 $ 15,598 15,598 $ 28,841 28,841 $ 28,841 28,841 $ (9,841) (9,841) -52% -52% $ 1,107,544 $ 1,107,544 $ 952,432 $ 1,052,232 $ 1,005,875 $ 101,669 9% Total Resources CAPITAL OUTLAY 920 CAPITAL EQUIPMENT Total Expenditures DEPARTMENTAL BUDGET SCHEDULES DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED -8% -5% -2% -145% 20% -20% 21% 2% 44% 55% 61% 15% - 521 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TOTAL BUDGET BY PROGRAM FY 2001-02 EMERGENCY MANAGEMENT SVCS Agency 150 Org Supplies & Services Personal Services Title 1510 EMERGENCY MANAGEMENT $ Totals: $ 55,216 55,216 $ $ 30,963 30,963 Total Capital Outlay Expenditures $ $ - $ $ 86,179 86,179 Revenue $ $ - EXPENDITURES AND REVENUES BY AGENCY/OBJECT EMERGENCY MANAGEMENT SVCS Agency 150 FY 00-01 Final Adopted EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % $88,044 17,506 3,001 $108,551 $85,532 11,000 18,797 $115,329 $90,049 $ 6,000 19,016 5,000 $120,065 $ 31,152 $ 9,669 9,395 5,000 55,216 $ 54,380 1,331 9,402 (5,000) 60,113 64% 12% 50% Subtotal $85,532 11,000 18,797 $115,329 Subtotal $2,724 1,630 2,500 200 30,863 $37,917 $0 1,311 2,286 31,206 $34,803 $2,724 1,630 2,500 200 30,863 $37,917 $0 $ 1,658 7,972 24,573 $34,203 $ - $ 1,658 7,972 21,333 30,963 $ 2,724 (28) 2,500 (7,772) 9,530 6,954 100% -2% 100% -3886% 31% 18% Total Expenditures $153,246 $143,354 $153,246 $154,268 $ 86,179 $ 67,067 44% Operating Balance (Rev. - Exp.) ($153,246) ($143,354) ($153,246) ($154,268) $ (86,179) $ 67,067 44% SUPPLIES & SERVICES 801 GENERAL SUPPLIES 803 FUEL 812 OTHER SERVICES 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES - 522 - FY 00-01 Projected 52% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES EMERGENCY MANAGEMENT GRANTS Agency 151 Org Supplies & Services Personal Services Title 1530 EMERGENCY MANAGEMENT GRANT 1540 MCLEPC PLANNING GRANT $ Totals: 502,491 502,491 $ 170,695 170,695 Total Capital Outlay Expenditures $ 18,841 18,841 $ 692,027 692,027 Revenue $ 666,217 666,217 EXPENDITURES AND REVENUES BY AGENCY/OBJECT EMERGENCY MANAGEMENT GRANTS Agency 151 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 % RESOURCES REVENUE 615 GRANTS 620 OTHER INTERGOVERNMENTAL 645 INTEREST EARNINGS 242,700 463,539 4,194 $710,432 242,700 450,961 $693,661 212,450 453,767 $666,217 $ 212,450 453,767 666,217 $ (30,250) 2,806 (27,444) -12% 1% Sub Total 242,700 450,961 $693,661 Total Resources $693,661 $710,432 $693,661 $666,217 $ 666,217 $ (27,444) -4% $354,494 2,000 62,114 12,000 $430,608 $378,178 19,000 69,840 $467,018 $384,560 $ 19,000 73,121 $476,681 $ 404,343 $ 19,000 79,148 502,491 $ (26,165) (9,308) (35,473) -7% 0% -13% Subtotal $378,179 19,000 69,839 $467,018 $57,451 15,000 1,500 5,000 15,000 14,750 2,500 12,952 $124,154 $64,950 8,000 2,500 7,500 6,850 27,500 7,117 24,500 58,726 $207,643 $62,545 $ 34,800 2,000 11,000 6,850 21,000 9,000 3,500 20,000 $170,695 $ 62,545 $ 34,800 2,000 11,000 6,850 21,000 9,000 3,500 20,000 170,695 $ 2,405 (26,800) 500 (3,500) 6,500 7,117 15,500 (3,500) 38,726 36,948 4% -335% 20% -47% 0% 24% 100% 63% Subtotal $64,950 8,000 2,500 7,500 6,850 27,500 7,117 24,500 58,726 $207,643 Subtotal 19,000 $19,000 15,000 $15,000 19,000 $19,000 18,841 $18,841 $ 18,841 18,841 $ 159 159 1% 1% Total Expenditures $693,661 $569,762 $693,661 $666,217 $ 692,027 $ 1,634 0% Operating Balance (Rev. - Exp.) $0 $140,670 $0 ($0) $ (25,810) $ EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES SUPPLIES & SERVICES 801 GENERAL SUPPLIES 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES CAPITAL OUTLAY 920 CAPITAL EQUIPMENT -4% -8% 66% 18% (25,810) -29872262% - 523 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TOTAL BUDGET BY PROGRAM FY 2001-02 EMERGENCY MANAGEMENT PALO VERDE Agency 152 Org Supplies & Services Personal Services Title 1520 PALO VERDE 1550 ADEM SUPPORT FUNDING $ Totals: 173,785 173,785 $ Total Capital Outlay Expenditures 43,884 43,884 $ 10,000 10,000 $ 227,669 227,669 Revenue $ 231,747 231,747 EXPENDITURES AND REVENUES BY AGENCY/OBJECT EMERGENCY MANAGEMENT PALO VERDE Agency 152 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 615 GRANTS 620 OTHER INTERGOVERNMENTAL 645 INTEREST EARNINGS 34,116 226,521 1,319 $261,956 34,116 226,521 $260,637 41,948 189,799 $231,747 $ 41,948 189,799 231,747 $ 7,832 (36,722) (28,890) 23% -16% Sub Total 34,116 226,521 $260,637 Total Resources $260,637 $261,956 $260,637 $231,747 $ 231,747 $ (28,890) -11% Subtotal $109,413 16,500 22,450 69,432 $217,795 $103,330 1,196 20,304 82,432 $207,262 $109,412 16,500 22,451 69,432 $217,795 $111,492 $ 3,000 21,579 41,792 $177,863 $ 107,790 $ 3,000 21,203 41,792 173,785 $ 1,622 13,500 1,248 27,640 44,010 1% 82% 6% 40% 20% $9,000 912 12,422 1,262 1,760 1,599 4,500 $31,456 $17,500 12,422 1,860 1,760 4,800 4,500 $42,842 $18,974 $ 15,200 1,000 4,210 4,500 $43,884 $ 18,974 $ 15,200 1,000 4,210 4,500 43,884 $ (1,474) (2,778) (1,000) 1,860 1,760 590 (1,042) -8% Subtotal $17,500 12,422 1,860 1,760 4,800 4,500 $42,842 Subtotal $0 598 $598 $0 10,000 $10,000 $ 10,000 10,000 $ (10,000) (10,000) Total Expenditures $260,637 $239,316 $260,637 $231,747 $ 227,669 $ 32,968 Operating Balance (Rev. - Exp.) $0 $22,640 $0 $0 $ 4,078 $ EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 804 NON-CAPITAL EQUIPMENT 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 842 TRAVEL & EDUCATION 850 UTILITIES CAPITAL OUTLAY 920 CAPITAL EQUIPMENT - 524 - -11% -22% 100% 100% 12% 0% -2% 13% 4,078 4623612% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL BUDGET SCHEDULES ENVIRONMENTAL SERVICES County Administrative Officer Chief Health Services Officer Environmental Services Albert F. Brown, Director Air Quality Division Community Services Division Environmental Health Division Waste & Waste Management Division Business Services Division MISSION The mission of the Environmental Services Department is to provide effective environmental management to the people of Maricopa County so they can be confident they live in a healthful environment. GOALS Implement the Department's business plan, staffing, and space requirements, while maintaining an annual productivity rate sufficient to meet the mandated State Implementation Plan, statutory and State delegation agreement levels while staying within budget limits. Develop department programs to meet the increasing demand for essential environmental services resulting from Maricopa County growth. ISSUES The rapid growth rate of Maricopa County will continue to increase the demand for mandated environmental services. Incorporating rapid change in technology challenges the Environmental Services Department's ability to sustain technological capacity development. The external effects of catastrophic or major change events such as: a spending cap, lawsuits, public opinion, regionalization, etc. will increase the demand for environmental services. New legislation and unfunded mandates strain the Environmental Services Department's ability to maintain its program quality and effectiveness. Pressures of turnover and recruitment challenge the Environmental Services Department's ability to maintain a qualified workforce. The administrative and political effects of new countywide policies, elected official turnover, and possible organizational change test the Environmental Services Department's ability to smoothly implement its programs. - 525 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES PERFORMANCE MEASURES Performance Measures Air Permits Issued Engineering Plans Reviewed Environmental Health Permits Issued Environmental Health Inspections Trip Reduction Surveys Completed Air Quality Inspection FY 99 Actual 1,577 5,862 15,333 75,158 440,948 1,264 FY 00 Actual 1,300 5,478 16,317 80,995 604,373 7,417 FY 01 FY 02 Actual Projected 760 800 6,454 6,400 16,511 17,000 83,192 86,000 589,005 600,000 11,109 11,000 POSITION DISTRIBUTION - 526 - POSITION DISTRIBUTION 88 ENVIRONMENTAL SERVICES WORKING TITLE ACCOUNT CLERK III ADMINISTRATIVE ADMINISTRATIVE ASSTNT I ADMINISTRATIVE ASSTNT II ADMINISTRATIVE ASSTNT III ADMINISTRATIVE COORD I ADMINISTRATIVE COORD II ADMINISTRATIVE COORD IV ADMINISTRATIVE COORD V ADMINISTRATIVE COORD VI ADMINISTRATOR II AIR QUALITY INSPECTOR AIR QUALITY INSTR TECH I AIR QUALITY INSTR TECH II ASSOCIATE DATABASE ANLYST CHEMIST CIVIL ENGINEER CLERK II CLERK III CLERK IV CONTRACTS COORDINATOR EMS PROGRAMMER ENGINEERING-PLANNING MGR ENVIRNMNTL ENGRG SPEC I ENVIRNMNTL ENGRG SPEC II ENVIRNMNTL ENGRG SPEC III ENVIRON SVCS DIR ENVIRONMENATL HEALTH SPEC - LEAD ENVIRONMENTAL HEALTH AIDE ENVIRONMENTAL HEALTH SPEC ENVIRONMENTAL SERVCS MGR ENVIRONMENTAL SERVCS PLNR ENVIRONMNTL FLD SVCS MGR ENVRN INSPECTOR I ENVRN INSPECTOR II ENVRNMNTL HLTH SUPERVISR ENVRNMNTL HLTH-ENGRG MGR INTEGRATD SYS DSGN ANL II LARGE SOURCE INSPECTORS MAJOR & MINOR SOURCE UNIT MANAGER MANAGEMENT ANALYST II MANAGEMENT ANALYST III MANAGEMENT ANALYST IV OFFICE SUPERVISOR I PLANNER/MODELER PROFESSIONAL PROGRAM COORDINATOR I PROGRAMMER-ANALYST I PROJECT MANAGER FTE 1.0 4.0 4.0 11.0 2.0 2.0 12.0 3.0 1.0 1.0 1.0 3.0 5.0 4.0 1.0 1.0 5.0 1.0 1.0 13.0 1.0 1.0 1.0 5.0 7.0 13.0 1.0 26.0 2.0 54.8 2.0 13.0 1.0 12.0 4.0 2.0 11.0 1.0 3.0 1.0 1.0 3.0 1.0 3.0 1.0 7.0 4.0 1.0 1.0 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES FTE 2.0 1.0 1.0 6.0 1.0 6.0 2.0 284.3 MANDATE CONSOLIDATED FINANCIAL DATA Total Department Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Actuals FY 2001-02 Adopted Budget General Fund $ 583,409 $ 568,333 $ 573,977 $ 641,352 $ 659,444 $ 763,915 Special Revenue $ 11,379,688 $ 12,795,929 $ 13,927,998 $ 15,743,252 $ 15,948,851 $ 20,549,169 Total $ 11,963,097 $ 13,364,262 $ 14,501,975 $ 16,384,604 $ 16,608,295 $ 21,313,084 Total Mandated Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Actuals FY 2001-02 Adopted Budget General Fund $ 583,409 $ 568,333 $ 573,977 $ 641,352 $ 659,444 $ 763,915 Special Revenue $ 8,821,050 $ 9,375,580 $ 10,032,353 $ 13,190,830 $ 14,302,109 $ 20,549,169 Total $ 9,404,459 $ 9,943,913 $ 10,606,331 $ 13,832,182 $ 14,961,553 $ 21,313,084 Total Non-Mandated Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Actuals FY 2001-02 Adopted Budget General Fund $$$$$$- Special Revenue $ 2,558,638 $ 3,420,349 $ 3,895,645 $ 2,552,423 $ 1,646,742 $- Total $ 2,558,638 $ 3,420,349 $ 3,895,645 $ 2,552,423 $ 1,646,742 $- DEPARTMENTAL BUDGET SCHEDULES WORKING TITLE SECRETARY SENIOR SYSTEMS PROGRAMMER SUPERVISORY TECHNICAL VECTOR CONTROL OFFCR VECTOR CONTROL OFFCR I VECTOR CONTROL OFFCR II TOTAL NOTE: Mandate financials do not include appropriated beginning fund balance, debt service, or eliminations. - 527 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES MANDATE INFORMATION VOLUNTARY VEHICLE REPAIR AND RETROFIT PROGRAM A.R.S. in Title 49, Chapter 3, Article 3, by adding Section 49-474.03 AUTHORITY Chapter 217 of the 43rd Legislature, Regular Second Session, Section 19 (SB1427) of HISTORY/ the bill amends A.R.S. in Title 49, Chapter 3, Article 3, by adding Section 49-474.03. BACKGROUND The bill specifies that a county with a population of more than 400,000 persons MANDATE DESCRIPTION according to the most recent United States decennial census shall establish and coordinate a voluntary repair and retrofit program. The program will offer citizens of Maricopa County the option of voluntarily repairing and retrofitting their eligible vehicles. It is anticipated that not more than 1,280 vehicles will be repaired and retrofitted. It is the intent of the Environmental Services Department to contract with an independent contractor to assist in the development and implementation of the program. Voluntary Vehicle Repair and Retrofit General Program Fund FY 1996-97 Actuals $FY 1997-98 Actuals $FY 1998-99 Actuals $ 36,685 FY 1999-00 Actuals $ 60,881 FY 2000-01 Actuals $ 45,261 FY 2001-02 Adopted Budget $ 50,290 - 528 - Special Revenue $$$ 203,173 $ 357,027 $ 615,195 $ 1,384,008 Total $$$ 239,858 $ 417,908 $ 660,456 $ 1,434,298 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES HISTORY/ BACKGROUND MANDATE DESCRIPTION § 36-167 Sanitary regulations; notice; violations; classification; A.R.S. § 36136 (D1) Powers and duties of director; 36-601 (B,C) Public nuisances dangerous to public health; Maricopa Environmental Health Code - Chapters 1-12; U.S. District Court of Arizona Judgement No. Civ 77-479 Hart vs. Hill. Maricopa County is responsible for the protection of the food and water supplies that sustain its residents, and for the detection and abatement of environmentally transmitted disease and public health nuisances within its boundaries. The Maricopa County Environmental Services Department enforces the provisions of the Maricopa County Environmental Health Code, Arizona State Statutes and Regulations that pertain to public health and environmental management. The Department has carried out these responsibilities since the establishment of those statutes that provide for the powers and authority of the Maricopa County Board of health, and the Maricopa County Board of Supervisors. Maricopa County Board of Health must develop regulations necessary for the public health and safety of inhabitants. These regulations, approved by the Board of Supervisors, are incorporated in the Maricopa County Environmental Health Code. The Environmental Services Department must apply this code. Environmental Health Program FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Actuals FY 2001-02 Adopted Budget DEPARTMENTAL BUDGET SCHEDULES ENVIRONMENTAL HEALTH A.R.S. AUTHORITY General Special Total Fund Revenue $ 583,409 $ 5,658,214 $ 6,241,623 $ 568,333 $ 6,039,963 $ 6,608,296 $ 537,292 $ 6,919,788 $ 7,457,080 $ 580,471 $ 7,777,743 $ 8,358,214 $ 614,183 $ 8,142,690 $ 8,756,874 $ 713,625 $ 10,019,791 $ 10,733,416 AIR QUALITY CONTROL The AUTHORITY HISTORY/ BACKGROUND MANDATE DESCRIPTION Federal Clean Air Act an Amendments of 1990;A.R.S. Article 1 General Provisions; A.R.S. § 49-401 Declaration of Policy; A.R.S. § 49-402 State and County Control; A.R.S. Article 3 County Air Pollution Control; A.R.S. § 49-473 Board of Supervisors; A.R.S. § 49-479 Rules; A.R.S. § 49-180 Permits Maricopa County has received grant funding from the Environmental Protection Department to carry out provisions of the Clean Air Act since the late 1960's. Arizona Revised Statutes establishes state and county control of air pollution, and Maricopa County establishes an Air Pollution Program in the 1960's. Adopt and enforce rules to control the release into the atmosphere of air contaminates and hazardous air pollutants. Collect permit fees equal to the average cost of services to defray the costs of implementing the program. Air Quality Control Program FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Actuals FY 2001-02 Adopted Budget General Fund $$$$$$- Special Revenue $ 3,162,836 $ 3,335,617 $ 3,112,566 $ 4,061,090 $ 4,492,237 $ 6,764,954 Total $ 3,162,836 $ 3,335,617 $ 3,112,566 $ 4,061,090 $- - 529 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TRIP REDUCTION AND SMALL BUSINESS ASSISTANCE PROGRAM A.R.S. § 49-581, et seq. Trip Reduction Program; AUTHORITY HISTORY/ BACKGROUND MANDATE DESCRIPTION - 530 - County Ordinance P-7 Trip Reduction Ordinance; Small Business Assistance Program - Federal Clean Air Act Title V, Small Business Assistance Program; A.R.S. § 49-507 Technical Assistance to Small Businesses. In 1987, a lawsuit was filed against the State of Arizona for exceeding the National Air Quality Standards for carbon monoxide. In response the Arizona Legislature passed the 1988 Air Quality Bill, which implemented the Trip Reduction Program for employers and schools in Maricopa County. Employers and schools with 100 or more employees or driving age students at any one site were affected by the requirements of the ordinance. In 1993 the Trip Reduction Ordinance No. P-7 was expanded requiring employers with 75-99 employees to participate in the program. The Ordinance was amended again in 1994 incorporating employers with 50-74 employees into the program. Recognizing the need for helping small businesses in the area of technical assistance. Congress required the creation of the Small Business Assistance Program (SBAP) as part of the Clean Air Act Amendments (CAAA) of 1990. The SBAP would require a full-time Environmental Specialist independent from department enforcement activities, but with access to full departmental technical and outreach resources for small businesses. Although the requirements of the 1990 CAAA and the 1992 Comprehensive Air Quality Act (CAQA) are specific to air pollution control programs, the complexity of solid and hazardous waste rules and water quality protection rules of the Environmental Protection Department (EPA) and the Arizona Department of Environmental Quality (ADEQ) suggests that the program will eventually be established to provide a wider range of technical assistance to small businesses. The SBAP will be funded by Maricopa County Environmental Services Department permit fees to provide technical assistance and site visits independent of departmental enforcement activities. Advocate the needs of the small business community with respect to departmental activities, while making the permit application process more user-friendly. Reduce traffic impacts on air pollution by monitoring compliance of employers and schools in the development, implementation, and maintenance of a Trip Reduction Program. Provide technical assistance to small businesses to aid compliance with the State Comprehensive Air Quality Act and the Clean Air Act Amendments of 1990. Trip Reduction Program FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Actuals FY 2001-02 Adopted Budget General Fund $$$$$$- Special Revenue $ 879,739 $ 931,079 $ 921,812 $ 994,969 $ 1,051,986 $ 948,575 TEA21 Grant-Trip Reduction Program FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Actuals FY 2001-02 Adopted Budget General Fund $$$$$$- Special Revenue $$$$$$ 1,431,842 Total $ 879,739 $ 931,079 $ 921,812 $ 994,969 $ 1,051,986 $ 948,575 Total $$$$$$ 1,431,842 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES ENVIRONMENTAL SERVICES Department 88 FUND TYPE GENERAL FUND SPECIAL REVENUE SUB-TOTAL TOTAL FUNDS Personal Services 509,142 11,917,736 $ 12,426,878 $ 12,426,878 $ Supplies & Services 254,773 5,042,278 $ 5,297,051 $ 5,297,051 $ Capital Outlay 3,589,155 $ 3,589,155 $ 3,589,155 $ Total Expenses $ 763,915 20,549,169 $ 21,313,084 $ 21,313,084 Total Revenue $ 17,199,688 $ 17,199,688 $ 17,199,688 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT ENVIRONMENTAL SERVICES Department 88 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Revised FY 00-01 Projected FY 01-02 Requested FY 01-02 Adopted Variance % $ 3,508,000 $ 3,508,000 $ 4,642,873 $ 3,508,000 $ 4,261,310 $ 753,310 21% REVENUE 610 LICENSES & PERMITS 615 GRANTS 635 OTHER CHARGES FOR SERVICES 637 FINES & FORFEITS 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE Sub Total $ 10,574,000 4,392,533 377,000 128,900 704,000 16,176,433 $ 10,574,000 6,322,533 377,000 128,900 704,000 18,106,433 $ 10,373,730 4,378,477 397,113 288,209 43,546 776,037 16,257,112 $ 10,819,000 4,564,688 400,000 358,000 1,058,000 17,199,688 $ 10,819,000 4,564,688 400,000 358,000 1,058,000 17,199,688 $ 245,000 (1,757,845) 23,000 229,100 354,000 (906,745) 2% -28% 6% 178% $ 19,684,433 $ 21,614,433 $ 20,899,985 $ 20,707,688 $ 21,460,998 $ (153,435) -1% EXPENDITURES PERSONAL SERVICES $ 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES Subtotal $ 9,506,803 $ 61,000 50,850 2,025,663 11,644,316 $ 9,610,496 $ 58,784 50,850 2,077,942 1,024 11,799,096 $ 9,433,923 $ 65,475 32,587 1,916,405 16,092 11,464,482 $ 10,342,314 $ 57,363 57,800 2,445,583 12,903,059 $ 10,083,669 $ 45,363 34,200 2,263,646 12,426,878 $ (473,173) 13,421 16,650 (185,704) 1,024 (627,782) -5% 23% 33% -9% 100% -5% SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 845 SUPPORT & CARE OF PERSONS 850 UTILITIES 880 TRANSFERS OUT Subtotal $ 395,029 $ 9,978 39,483 150,600 2,222,649 809,523 126,400 702,933 63,300 150,858 5,000 578,358 5,254,111 $ 396,529 $ 9,978 39,483 167,100 4,017,264 814,887 126,400 653,914 199,060 21,358 5,000 578,358 7,029,331 $ 286,431 $ 11,791 46,241 221,410 2,287,210 872,819 91,988 705,201 125,400 102,410 6,626 578,358 5,335,885 $ 176,676 $ 5,400 46,722 167,000 2,650,698 924,730 124,571 537,655 207,900 9,000 4,528 579,933 5,434,813 $ 133,170 $ 5,400 54,384 19,000 2,706,061 870,730 105,671 652,414 166,415 9,000 45,708 4,528 524,570 5,297,051 $ 263,359 4,578 (14,901) 148,100 1,311,203 (55,843) 20,729 1,500 32,645 12,358 (45,708) 472 53,788 1,732,280 66% 46% -38% 89% 33% -7% 16% 0% 16% 58% CAPITAL OUTLAY 915 BUILDINGS & IMPROVEMENTS 920 CAPITAL EQUIPMENT 930 VEHICLES & CONSTRUCTION EQUIP 950 DEBT SERVICE Subtotal $ 128,135 234,250 362,385 $ 128,135 234,250 362,385 $ 630 189,976 187,748 378,354 $ 14,000 190,155 204,155 $ 3,400,000 154,155 35,000 3,589,155 $ (3,400,000) 128,135 80,095 (35,000) (3,226,770) -890% Total Expenditures $ 17,260,812 $ 19,190,812 $ 17,178,721 $ 18,542,027 $ 21,313,084 $ (2,122,272) -11% Operating Balance (Rev. - Exp.) $ (1,084,379) $ (1,084,379) $ (921,609) $ (1,342,339) $ (4,113,396) $ (3,029,017) -279% Total Resources DEPARTMENTAL BUDGET SCHEDULES DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED 50% -5% 9% 9% 25% 100% 34% - 531 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TOTAL BUDGET BY PROGRAM FY 2001-02 ENVIRONMENTAL SERVICES Agency 880 Supplies & Services 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: $ 32,464 361,159 37,944 77,575 509,142 $ $ 17,826 189,831 16,698 30,418 254,773 Total Capital Outlay Expenditures $ - $ $ $ 50,290 550,990 54,642 107,993 763,915 Revenue $ - $ EXPENDITURES AND REVENUES BY AGENCY/OBJECT ENVIRONMENTAL SERVICES Agency 880 FY 00-01 Final Adopted EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % Subtotal $357,680 9,000 77,692 $444,372 $359,787 7,214 5,832 77,522 122 $450,477 $357,078 9,000 78,294 $444,372 $392,969 $ 5,363 8,200 94,563 $501,095 $ 402,400 $ 5,363 8,200 93,178 509,142 $ (45,322) 3,637 (8,200) (14,884) (64,770) Subtotal $165,712 300 16,000 1,500 3,500 9,000 25,367 4,700 7,108 $233,187 $124,283 146 16,595 1,441 2,292 5,529 13,600 4,367 3,552 $171,805 $165,712 300 16,000 1,500 3,500 9,000 25,367 4,700 7,108 $233,187 $211,431 $ 300 18,000 2,000 5,688 2,000 7,500 9,400 6,500 $262,819 $ 203,385 $ 300 18,000 2,000 5,688 2,000 7,500 9,400 6,500 254,773 $ (37,673) -23% 0% (2,000) -13% (2,000) (4,188) -279% 1,500 43% 1,500 17% 25,367 100% (4,700) -100% 608 9% (21,586) -9% Subtotal 25,000 $25,000 12,498 $12,498 25,000 $25,000 $0 $ - $ 25,000 25,000 100% 100% Total Expenditures $702,559 $634,780 $702,559 $763,914 $ 763,915 $ (61,356) -9% Operating Balance (Rev. - Exp.) ($702,559) ($634,780) ($702,559) ($763,914) $ (763,915) $ (61,356) -9% SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING CAPITAL OUTLAY 930 VEHICLES & CONSTRUCTION EQUIP. - 532 - FY 00-01 Projected -13% 40% -19% -15% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES 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 Supplies & Services $ 96,788 430,271 371,663 556,292 Totals: $ 1,455,014 $ $ 521,842 1,287,220 518,304 538,337 243,971 3,109,674 Total Capital Outlay Expenditures $ - $ $ 521,842 1,384,008 948,575 910,000 800,263 $ 4,564,688 Revenue $ $ 521,842 1,384,008 948,575 910,000 800,263 4,564,688 DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 EXPENDITURES AND REVENUES BY AGENCY/OBJECT ENVIRONMENTAL SERVICES GRANTS Agency 881 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 615 GRANTS Sub Total 4,392,533 $4,392,533 4,378,477 $4,378,477 6,322,533 $6,322,533 4,564,688 $4,564,688 $ 4,564,688 4,564,688 $ (1,757,845) (1,757,845) -28% -28% Total Resources $4,392,533 $4,378,477 $6,322,533 $4,564,688 $ 4,564,688 $ (1,757,845) -28% $1,083,752 16,470 624 232,788 21 $1,333,655 $1,191,674 1,250 256,106 1,024 $1,450,054 $1,172,059 $ 282,954 $1,455,014 $ 1,172,059 $ 282,954 1,455,014 $ 19,615 1,250 (26,848) 1,024 (4,960) 2% Subtotal $1,124,788 1,250 246,235 $1,372,273 $521,738 10,149 7,350 38,801 2,119,761 146,166 28,322 19,656 6,901 14,870 5,921 $2,919,635 $748,017 6,678 7,250 16,500 3,822,902 109,887 42,500 23,100 16,260 14,250 5,000 $4,812,344 $319,715 $ 5,000 5,000 7,000 2,505,167 167,230 6,171 12,000 20,000 2,500 4,528 55,363 $3,109,674 $ 319,715 $ 5,000 5,000 7,000 2,560,530 167,230 6,171 12,000 20,000 2,500 4,528 3,109,674 $ 428,302 1,678 2,250 9,500 1,262,372 (57,343) 36,329 11,100 (3,740) 11,750 472 1,702,670 57% 25% 31% 58% 33% -52% 85% 48% -23% 82% 9% Subtotal $746,517 6,678 7,250 2,003,306 104,523 42,500 20,100 10,000 14,250 5,000 $2,960,124 Subtotal 60,135 $60,135 125,186 $125,186 60,135 $60,135 $0 $ - $ 60,135 60,135 100% 100% Total Expenditures $4,392,532 $4,378,476 $6,322,533 $4,564,688 $ 4,564,688 $ 1,757,845 28% Operating Balance (Rev. - Exp.) $1 $1 ($0) $0 $ 0 $ 0 1194% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES 880 TRANSFERS OUT CAPITAL OUTLAY 920 CAPITAL EQUIPMENT 100% -10% 100% 0% 35% - 533 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TOTAL BUDGET BY PRO GRAM F Y 2 0 0 1 -0 2 E N V IR O N M E N T A L S E R V IC E S A IR P O L L U T IO N A gency 882 O rg 8811 8819 8821 8822 8841 8842 8843 8844 8845 8852 8854 8855 8856 8857 P e rs o n a l S e rv ic e s T itle E A - B U S IN E S S S E R V IC E S A D M IN . $ E A - D E P T . IS F C H A R G E S E A - C O M P L A IN T S M A N A G E M E N T E A - S M A L L B U S IN E S S A S S T . P R O G E A - E M IS S IO N S IN V E N T O R Y E A - T E C H N IC A L S V C S . A D M IN . E A - E N G IN E E R IN G S E R V IC E S A IR P E R M IT T IN E A - P L A N N IN G & A N A L Y S IS E A - C O M P L IA N C E E A - F IE L D S V C S A D M IN IS T R A T IO N E A - F IE L D S V C S E A S T E R N R E G IO N E A - F IE L D S V C S W E S T E R N R E G IO N E A - F IE L D S V C S N O R T H E R N R E G IO N E A - A IR C O M P L IA N C E T o t a ls : $ 6 3 6 ,2 9 1 ( 5 3 ,5 5 6 ) 6 8 ,1 9 9 1 3 8 ,0 9 3 1 5 3 ,0 9 9 5 9 9 ,2 7 8 7 2 5 ,1 6 4 2 9 1 ,1 2 9 1 ,2 4 3 ,5 0 2 3 ,8 0 1 ,1 9 8 S u p p lie s & S e r v ic e s $ $ 9 ,0 2 5 3 6 2 ,6 2 6 3 ,5 0 0 1 1 ,0 0 0 1 5 1 ,9 7 8 5 3 8 ,1 2 9 C a p ita l O u tla y T o ta l E x p e n d itu r e s $ $ $ 1 ,5 3 5 ,0 0 0 9 0 ,3 6 4 1 ,6 2 5 ,3 6 4 $ 6 4 5 ,3 1 6 1 ,8 4 4 ,0 7 0 7 1 ,6 9 9 1 4 9 ,0 9 3 1 5 3 ,0 9 9 8 4 1 ,6 2 0 7 2 5 ,1 6 4 2 9 1 ,1 2 9 1 ,2 4 3 ,5 0 2 5 ,9 6 4 ,6 9 1 R evenue $ $ 4 ,6 9 5 ,0 0 0 4 ,6 9 5 ,0 0 0 EXPENDITURES AND REVENUES BY AGENCY/OBJECT ENVIRONMENTAL SERVICES AIR POLLUTION Agency 882 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted $1,584,000 $1,857,149 $1,584,000 $1,584,000 $ 1,917,589 Sub Total 4,177,000 120,000 79,000 $4,376,000 4,140,921 279,041 82,200 $4,502,162 4,177,000 120,000 79,000 $4,376,000 4,265,000 350,000 80,000 $4,695,000 $ Total Resources $5,960,000 $6,359,311 $5,960,000 Subtotal $2,897,563 611,592 $3,509,155 $2,801,846 5,218 293 568,008 345 $3,375,710 Subtotal ($621,000) 2,500 500 75,000 93,913 277,800 20,000 384,512 18,500 35,000 289,179 $575,904 Variance % $ 333,589 21% 4,265,000 350,000 80,000 4,695,000 $ 88,000 230,000 1,000 319,000 2% 192% 1% 7% $6,279,000 $ 6,612,589 $ 652,589 11% $2,910,879 629,276 $3,540,155 $3,288,190 $ 754,015 $4,042,205 $ 3,105,093 696,104 3,801,198 $ -7% $ (194,214) (66,828) (261,043) ($491,965) 1,248 248 92,738 20,614 277,800 21,686 425,185 38,102 19,352 631 289,179 $694,818 ($621,000) 2,500 500 75,000 114,932 277,800 20,000 332,493 53,500 289,179 $544,904 ($478,821) $ 104,000 15,913 277,800 34,000 243,168 62,000 262,285 $520,345 $ (480,321) $ 4,000 15,913 277,800 55,000 295,744 62,000 45,708 262,285 538,129 $ (140,679) 2,500 500 71,000 99,019 (35,000) 36,749 (8,500) (45,708) 26,894 6,775 Subtotal 20,000 50,250 $70,250 630 35,688 48,463 $84,781 20,000 50,250 $70,250 90,364 $90,364 $ REVENUE 610 LICENSES & PERMITS 637 FINES & FORFEITS 650 MISCELLANEOUS REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 845 SUPPORT & CARE OF PERSONS 850 UTILITIES 880 TRANSFERS OUT CAPITAL OUTLAY 915 BUILDINGS & IMPROVEMENTS 920 CAPITAL EQUIPMENT 930 VEHICLES & CONSTRUCTION EQUIP. 950 DEBT SERVICE - 534 - FY 00-01 Projected Total Expenditures $4,155,309 $4,155,309 $4,155,309 $4,652,914 $ Operating Balance (Rev. - Exp.) $220,691 $346,853 $220,691 $42,086 $ Ending Fund Balance (Resources - Exp.) $1,804,691 $2,204,002 $1,804,691 $1,626,086 $ -11% -7% -23% 100% 100% 95% 86% 0% -175% 11% -16% 9% 1% 1,500,000 90,364 35,000 1,625,364 $ (1,500,000) 20,000 100% (40,114) -80% (35,000) (1,555,114) -2214% 5,964,691 $ (1,809,382) -44% (1,269,691) $ (1,490,382) -675% 647,898 (1,156,793) -64% $ MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES E N V IR O N M E N T A L S E R V IC E S E N V . H E A L T H A gency 883 O rg 8810 8811 8819 8831 8832 8833 8834 8835 8836 8851 8852 8853 8854 8855 8856 8857 8858 8859 P e rs o n a l S e r v ic e s T itle E A B U S IN E S S S E R V IC E S E H - B U S IN E S S S V C S . A D M IN . E H - D E P T . IS F C H A R G E S E H - E N G IN E E R IN G S V C S . A D M IN . E H - E N G IN E E R IN G P L A N R E V IE W E H - E N G IN E E R IN G - D R IN K IN G W A T E R E H - E N G N R . H E A L T H P L A N R E V IE W E H - E N G N R . F IE L D O P E R A T IO N S E H - E N G IN E E R IN G - S O L ID W A S T E E H N E W R E G IO N A L O F F IC E E H D IV IS IO N A D M IN IS T R A T IO N E H D IV IS IO N S P E C IA L P R O G . E H D IV IS IO N E A S T E R N R E G IO N E H D IV IS IO N W E S T E R N R E G IO N E H D IV IS IO N N O R T H E R N R E G IO N E H D IV IS IO N F O O D S V C S . R E V IE W E H D IV IS IO N T & Q A S S U R A N C E E H D IV IS IO N C E N T R A L R E G IO N $ T o t a ls : $ 6 1 0 ,2 6 0 ( 1 8 4 ,0 4 1 ) 3 6 5 ,9 6 3 2 6 2 ,6 2 0 2 3 5 ,1 5 7 2 2 5 ,9 4 4 3 9 3 ,0 7 1 8 4 ,7 9 5 1 1 6 ,0 7 0 8 0 6 ,1 2 6 6 0 7 ,9 6 7 6 9 3 ,7 9 9 5 7 3 ,6 8 6 5 7 8 ,8 0 4 4 3 7 ,6 7 1 3 6 0 ,0 3 9 4 9 3 ,5 9 4 6 ,6 6 1 ,5 2 5 S u p p lie s & S e r v ic e s $ $ 5 2 ,3 0 0 8 6 3 ,0 7 3 7 8 ,7 5 6 1 8 ,8 8 7 9 9 ,5 7 2 4 1 ,5 3 9 6 5 ,2 1 6 7 4 ,6 9 2 6 8 ,3 9 2 1 0 ,9 1 8 8 ,7 9 2 1 2 ,3 3 8 1 ,3 9 4 ,4 7 5 C a p ita l O u tla y T o ta l E x p e n d itu r e s $ $ $ 1 ,9 0 0 ,0 0 0 3 6 ,8 9 1 2 6 ,9 0 0 1 ,9 6 3 ,7 9 1 6 6 2 ,5 6 0 2 ,5 7 9 ,0 3 2 4 8 1 ,6 1 0 2 6 2 ,6 2 0 2 3 5 ,1 5 7 2 2 5 ,9 4 4 3 9 3 ,0 7 1 8 4 ,7 9 5 1 3 4 ,9 5 7 9 3 2 ,5 9 8 6 4 9 ,5 0 6 7 5 9 ,0 1 5 6 4 8 ,3 7 8 6 4 7 ,1 9 6 4 4 8 ,5 8 9 3 6 8 ,8 3 1 5 0 5 ,9 3 2 $ 1 0 ,0 1 9 ,7 9 1 R evenue $ $ 7 ,9 4 0 ,0 0 0 7 ,9 4 0 ,0 0 0 DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM F Y 2 0 0 1 -0 2 E X P E N D IT U R E S A N D R E V E N U E S B Y A G E N C Y /O B J E C T E N V IR O N M E N T A L S E R V IC E S E N V . H E A L T H A g en cy 8 83 F Y 0 0-0 1 F in al A d o p ted RESO URCES B eginn ing F u nd B alanc e F Y 00 -0 1 P ro je cted F Y 00 -01 R ev is ed F Y 0 1-02 R eq u e ste d F Y 01 -0 2 A d o p ted $1 ,9 24 ,0 00 $2 ,785 ,7 24 $ 1,92 4,00 0 $1,92 4,00 0 $ 2 ,3 43 ,7 21 S u b T otal 6 ,397 ,000 377 ,000 8 ,900 625 ,000 $7 ,4 07 ,9 00 6,23 2,80 9 39 7,11 3 9,16 8 4 3,54 6 69 3,83 7 $7 ,376 ,4 73 6,39 7,00 0 37 7,00 0 8,90 0 62 5,00 0 $ 7,40 7,90 0 6 ,5 54 ,0 00 4 00 ,0 00 8 ,0 00 9 78 ,0 00 $7,94 0,00 0 $ T o ta l R eso urc es $9 ,3 31 ,9 00 $10 ,162 ,1 97 $ 9,33 1,90 0 S ub to tal $5 ,1 26 ,7 72 52 ,000 49 ,600 1 ,090 ,143 $6 ,3 18 ,5 15 $5 ,188 ,5 38 3 6,57 3 2 5,83 8 1,03 8,08 6 1 5,60 4 $6 ,304 ,6 39 S ub to tal $1 03 ,8 00 500 15 ,733 75 ,600 123 ,930 423 ,700 54 ,900 272 ,954 30 ,100 94 ,500 289 ,179 $1 ,4 84 ,8 96 V a ria n c e % $ 4 19 ,7 21 22% 6 ,5 54 ,0 00 4 00 ,0 00 8 ,0 00 9 78 ,0 00 7 ,9 40 ,0 00 2% 6% -10% $ 1 57 ,0 00 23 ,0 00 (90 0) 3 53 ,0 00 5 32 ,1 00 $9,86 4,00 0 $ 10 ,2 83 ,7 21 $ 9 51 ,8 21 10% $ 5,15 0,86 5 4 9,78 4 4 9,60 0 1,11 4,26 6 $ 6,36 4,51 5 $5,48 9,09 5 $ 52 ,0 00 49 ,6 00 1 ,3 14 ,0 50 $6,90 4,74 5 $ 5 ,4 04 ,1 16 40 ,0 00 26 ,0 00 1 ,1 91 ,4 09 6 ,6 61 ,5 25 $ (25 3,25 1) 9 ,7 84 23 ,6 00 (7 7,14 3) (29 7,01 0) -5% 20% 48% -7% $ 132 ,3 75 24 8 2 2,04 8 8 9,87 1 14 5,39 4 44 6,56 1 3 6,45 1 24 6,76 0 7 6,03 0 6 4,63 6 74 28 9,17 9 $1 ,549 ,6 27 $ 10 3,80 0 50 0 1 5,73 3 7 5,60 0 7 7,93 0 42 3,70 0 5 4,90 0 27 2,95 4 12 4,60 0 28 9,17 9 $ 1,43 8,89 6 $12 4,35 1 $ 1 00 23 ,7 22 54 ,0 00 1 23 ,9 30 4 77 ,7 00 76 ,9 00 2 82 ,4 87 1 16 ,5 00 2 62 ,2 85 $1,54 1,97 5 $ 90 ,3 91 1 00 31 ,3 84 6 ,0 00 1 23 ,9 30 4 23 ,7 00 37 ,0 00 3 44 ,6 70 75 ,0 15 2 62 ,2 85 1 ,3 94 ,4 75 13% 80% -99% 92% -59% 0% 33% -26% 40% $ 13 ,4 09 4 00 (1 5,65 1) 69 ,6 00 (4 6,00 0) 17 ,9 00 (7 1,71 6) 49 ,5 85 26 ,8 94 44 ,4 21 S ub to tal 48 ,000 159 ,000 $2 07 ,0 00 2 9,10 2 12 6,78 7 $ 155 ,8 89 4 8,00 0 15 9,00 0 $ 20 7,00 0 14 ,0 00 99 ,7 91 $11 3,79 1 $ 1 ,9 00 ,0 00 63 ,7 91 1 ,9 63 ,7 91 $ (1,90 0,00 0) 48 ,0 00 95 ,2 09 (1,75 6,79 1) T otal E x pen ditu res $8 ,0 10 ,4 11 $8 ,010 ,1 55 $ 8,01 0,41 1 $8,56 0,51 1 $ 10 ,0 19 ,7 91 $ (2,00 9,38 0) -25% O p erating B alanc e (R ev . - E x p.) ($6 02 ,5 11) ($ 633 ,682 ) ($ 60 2,51 1) ($6 20,51 1) $ (2 ,079 ,791 ) $ (1,47 7,28 0) -2 45% $1 ,3 21 ,4 89 $2 ,152 ,0 42 $ 1,32 1,48 9 $1,30 3,48 9 $ 2 63 ,9 30 (1,05 7,55 9) -80% REVENUE 61 0 LIC E N S E S & P E R M IT S 63 5 O T H E R C H A R G E S F O R S E R V IC E S 63 7 F IN E S & F O R F E IT S 64 5 IN T E R E S T E A R N IN G S 65 0 M IS C E L LA N E O U S R E V E N U E E X P E N D IT U R E S P E R S O N A L S E R V IC E S 70 1 R E G U LA R P A Y 70 5 T E M P O R A R Y P A Y 71 0 O V E R T IM E 75 0 F R IN G E B E N E F IT S 79 0 O T H E R P E R S O N A L S E R V IC E S S U P P LIE S & S E R V IC E S 80 1 G E N E R A L S U P P L IE S 80 2 M E D IC A L S U P P L IE S 80 3 F U E L 80 4 N O N -C A P IT A L E Q U IP M E N T 81 2 O T H E R S E R V IC E S 82 0 O P E R A T IN G L E A S E S & R E N T S 82 5 R E P A IR S & M A IN T E N A N C E 83 9 IN T E R N A L S E R V IC E C H A R G E S 84 2 T R A V E L & E D U C A T IO N 84 3 P O S T A G E /F R E IG H T /S H IP P IN G 85 0 U T ILIT IE S 88 0 T R A N S F E R S O U T C A P IT A L O U T LA Y 91 5 B U ILD IN G S & IM P R O V E M E N T S 92 0 C A P IT A L E Q U IP M E N T 93 0 V E H IC L E S & C O N S T R U C T IO N E Q U IP . E n ding F und B a lan ce (R e sou rce s - E xp .) $ $ $ 56% 7% -5% 9% 3% 1 00% 60% -8 49% - 535 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES EQUIPMENT SERVICES County Administrative Officer Chief Public Works Officer Equipment Services Fentress Truxon, Director Service Stations Field Service Heavy Equipment Automotive Administration MISSION The mission of the Equipment Services Department is to provide vehicle, equipment, and fuel services to employees and departments of Maricopa County so they can have the transportation and equipment that is needed to perform their jobs. VISION To be recognized as a leader in providing professional, efficient, cost effective fleet services. GOALS Monitor all new and existing safety and environmental regulations each year to provide 100% compliance, zero violations and no fines. Provide current computerization, communication media, and technology each year to maintain a minimum of 96% fleet availability in accordance with industry standards. Increase the number of alternative fueled vehicles to 75% of the total number of on-road vehicles by year 2006. Increase operational efficiency by maintaining inventory accuracy at a minimum of 90%. Maintain a 95% customer satisfaction rating for overall department performance. ISSUES State and or federal environmental, safety, and transportation laws will be enacted that will increase expenditures for personnel, equipment, and capital assets at the Equipment Services Department. Technological advances in computer, information and communications technology will impact personnel to acquire new skills and impact the Department to continually invest and upgrade automotive diagnostic equipment, management software, and systems to deliver efficient and cost effective services. The ever increasing cost of fuel and the use of credit cards to purchase fuel will increase cost to the County and distort the demand for County vehicle fuel. The increase in County fleet size, aging rental pool vehicles, type, variety, and complexity of equipment means the development of unique private and public partnerships, flexible and more efficient work force and innovative management systems to find new ways of doing things with fewer people and with no budget increase. Construction of new jail and juvenile facilities at the Durango complex and the future growth patterns toward the west, northwest, and southwest means that the Equipment Services Department must either close and or relocate and or modify the facilities at Durango and the satellite locations. The change in demographics, increase in the valley population and its encroaching development will make it harder to attract, train, retain, and motivate the highly technically skilled work force needed at - 536 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES PERFORMANCE MEASURES Performance Measures Work Orders Completed Miles Traveled Fuel Consumption (gallons) Fleet Availability FY 99 Actual 25,892 21,412,825 2,092,505 96.06% FY 00 Actual 16,479 21,767,183 2,176,445 90.76% FY 01 Actual 16,487 21,239,802 2,425,615 96.73% FY 02 Projected 16,500 22,000,000 2,495,000 96.00% DEPARTMENTAL BUDGET SCHEDULES Equipment Services. Customer demand for instant, real time, internet type convenient service impacts the Equipment Services Department to implement 24 hour 7 day service at the customer’s site in order to provide fleet availability that meets or exceeds the industry standards. Non compliance with state mandates for alternative fueled vehicles could result in legal sanctions and the lack of technically trained staff, lack of fueling facilities to accommodate future growth patterns, and lack of engine technology could impact compliance with the mandates. POSITION DISTRIBUTION POSITION DISTRIBUTION 74 EQUIPMENT SERVICES WORKING TITLE ACCOUNTS PAYABLE LEAD ADMINISTRATOR AUTOMOTIVE & HEAVY EQUIP PARTS SPC AUTOMOTIVE SUPERVISOR DIRECTOR FIELD PM TECHNICIAN FIELD TIRE ASSISTANT FUEL & ENVIRONMENTAL SPECIALIST GENERAL AUTO TECHNICIAN GENERAL H.E. FIELD TECHNICIAN GENERAL H.E. TECHNICIAN HEAVY EQUIPMENT SUPERVISOR HR SPECIALIST INFORMATION SYSTEM COORDINATOR LEAD AUTO TECHNICIAN LEAD H.E. FIELD TECHNICIAN LEAD H.E. TECHNICIAN MASTER AUTO TECHNICIAN MASTER AUTO TECHNICIAN - ALTERNATIVE FUEL MASTER H.E. FIELD TECHNICIAN MECHANICAL ENGINEER OFFICE ASSISTANT PARTS RUNNER PARTS SUPERVISOR PM TECHNICIAN RENTAL CLERK SERVICE LEAD SERVICE WRITER SR PROCUREMENT SPECIALIST TIRE ASSISTANT TRADES SUPERVISOR - ADMIN WELDER/FABRICATOR SUPERVISOR TOTAL FTE 1.0 1.0 2.0 1.0 1.0 3.0 1.0 1.0 12.0 3.0 5.0 1.0 1.0 1.0 1.0 1.0 1.0 2.0 1.0 2.0 1.0 1.0 1.0 1.0 7.0 1.0 1.0 2.0 2.0 1.0 2.0 1.0 63.0 - 537 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES MANDATE CONSOLIDATED FINANCIAL DATA Total Department Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget Internal Service $ 8,372,982 $ 7,863,391 $ 7,757,994 $ 8,434,021 $ 8,875,443 $ 9,421,425 Total $ 8,372,982 $ 7,863,391 $ 7,757,994 $ 8,434,021 $ 8,875,443 $ 9,421,425 Total Mandated Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget Internal Service N/A N/A $ 36,500 $ 45,900 $ 17,135 $- Total Total Administrative Mandates FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget Internal Service $ 8,372,982 $ 7,863,391 $ 7,721,494 $ 8,388,121 $ 8,858,308 $ 9,421,425 Total $ 8,372,982 $ 7,863,391 $ 7,721,494 $ 8,388,121 $ 8,858,308 $ 9,421,425 N/A N/A $ 36,500 $ 45,900 $ 17,135 $- NOTE: Mandate financials do not include appropriated beginning fund balance, debt service, or eliminations. - 538 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES ALTERNATIVE FUELS AUTHORITY HISTORY/ BACKGROUND MANDATE DESCRIPTION A.R.S. § 49-571 (SB1269 AZ Clean Air Bill) Alternative fuel requirements for new buses; A.R.S. § 49-474.01 (HB2002 AZ Clean Air Act) Vehicle fleet plan for alternative fuels Clean Air Act Amendments of 1990 has provisions for controlling air quality in nonattainment areas by requiring fleet purchases to include cleaner fuels (i.e. compressed natural gas, propane, etc) as a motor vehicle fuel. Energy Policy Act of 1992 established a policy to develop domestically produced alternative fuels for motor vehicles. Currently applicable to federal, state, and alternative-fuel provider fleets. DOE rule making could extend requirements to municipal/private fleets. Arizona legislation has been enacted that has more stringent requirements with respect to type of vehicle and time schedule for accomplishment. Arizona Revised Statutes alternative fuel requirements apply to all on-road vehicles in state, city or town, school district, and county (with a population greater than 1,200,000). Alternative fuels include electricity, propane, natural gas, hydrogen, solar, alcohol (85% content). Alternative Fuels FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget Internal Service N/A N/A $ 36,500 $ 45,900 $ 17,135 $- DEPARTMENTAL BUDGET SCHEDULES MANDATE INFORMATION Total N/A N/A $ 36,500 $ 45,900 $ 17,135 $- - 539 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED EQUIPMENT SERVICES Department 74 FUND TYPE INTERNAL SERVICE SUB-TOTAL TOTAL FUNDS Personal Services 2,814,232 $ 2,814,232 $ 2,814,232 Supplies & Services 6,394,442 $ 6,394,442 $ 6,394,442 Capital Outlay 212,750 $ 212,750 $ 212,750 Total Expenses 9,421,424 $ 9,421,424 $ 9,421,424 Total Revenue 9,200,000 $ 9,200,000 $ 9,200,000 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT EQUIPMENT SERVICES Department 74 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Revised FY 00-01 Projected FY 01-02 Requested FY 01-02 Adopted Variance % $ 1,249,723 $ 1,249,723 $ 1,249,723 $ 511,230 $ 643,588 $ (606,135) REVENUE 615 GRANTS 635 OTHER CHARGES FOR SERVICES 636 INTERNAL SERVICE CHARGES 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE 651 GAIN ON FIXED ASSETS Sub Total $ 8,370,465 8,370,465 $ 8,370,465 8,370,465 $ 11,475 4,538 8,028,453 (1,145) 193,275 32,711 8,269,307 $ 9,937,035 9,937,035 $ 9,200,000 9,200,000 $ 829,535 829,535 Total Resources $ 9,620,188 $ 9,620,188 $ 9,519,030 $ 10,448,265 $ 9,843,588 $ 223,400 2% $ 2,057,337 $ 66,252 136,502 460,984 2,721,075 $ 2,091,600 $ 50,483 134,066 460,298 24,628 2,761,075 $ 2,067,711 $ 43,987 117,892 432,472 25,996 2,688,058 $ 2,170,740 $ 48,116 142,000 512,020 2,872,876 $ 2,129,723 $ 48,116 142,000 494,393 2,814,232 $ (38,123) 2,367 (7,934) (34,094) 24,628 (53,157) -2% 5% -6% -7% 100% -2% 3,101,000 $ 62,000 133,202 1,000 1,835,893 149,771 50,000 126,762 617,974 6,077,602 $ 4,883,001 $ 21,444 29,176 1,105 45,223 13,142 193,212 111,896 27,357 350 73,247 617,974 6,017,127 $ 4,476,337 $ 43,550 110,000 25,000 982,631 158,831 53,250 98,762 677,551 6,625,912 $ 4,254,677 $ 43,550 110,000 25,000 982,631 158,831 53,250 98,762 667,741 6,394,442 $ (1,153,677) 18,450 23,202 (24,000) 853,262 (9,060) (3,250) 28,000 (49,767) (316,840) -37% $ 3,126,000 $ 12,000 133,202 1,000 1,835,893 149,771 50,000 141,762 617,974 6,067,602 $ CAPITAL OUTLAY 915 BUILDINGS & IMPROVEMENTS 920 CAPITAL EQUIPMENT 930 VEHICLES & CONSTRUCTION EQUIP 950 DEBT SERVICE Subtotal $ 78,200 200,000 92,447 370,647 $ 28,200 200,000 92,447 320,647 $ 139,206 25,001 6,050 170,257 $ 80,000 105,150 27,600 212,750 $ 80,000 105,150 27,600 212,750 $ (51,800) 200,000 (12,703) (27,600) 107,897 -184% 100% -14% Total Expenditures $ 9,159,324 $ 9,159,324 $ 8,875,442 $ 9,711,538 $ 9,421,424 $ (262,100) -3% Operating Balance (Rev. - Exp.) $ (788,859) $ (788,859) $ (606,135) $ 225,497 $ (221,424) $ 567,435 72% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES 880 TRANSFERS OUT Subtotal - 540 - $ $ -49% 10% 10% 30% 17% -2400% 46% -6% -7% 22% -8% -5% 34% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES E Q U IP M E N T S E R V IC E S G E N E R A L A gency 740 O rg 7410 7420 7430 7440 7450 7488 P e rs o n a l S e rv ic e s T itle A D M IN IS T R A T IV E $ H E A V Y E Q U IP M E N T A U T O M O T IV E F IE L D S E R V IC E S E R V IC E S T A T IO N S N E W V E H IC L E G E T R E A D Y -C O N T R A C T T o ta ls : $ 1 ,0 3 6 ,1 1 4 4 1 5 ,3 1 6 4 4 4 ,5 1 2 5 1 1 ,8 8 4 2 7 6 ,7 1 9 1 2 9 ,6 8 7 2 ,8 1 4 ,2 3 2 S u p p lie s & S e rv ic e s $ $ 6 ,0 6 1 ,1 0 9 6 6 ,6 6 7 6 6 ,6 6 7 6 6 ,6 6 7 6 6 ,6 6 6 6 6 ,6 6 6 6 ,3 9 4 ,4 4 2 C a p ita l O u tla y T o ta l E x p e n d itu re s $ $ 1 3 7 ,6 0 0 1 3 7 ,6 0 0 $ $ 7 ,2 3 4 ,8 2 3 4 8 1 ,9 8 3 5 1 1 ,1 7 9 5 7 8 ,5 5 1 3 4 3 ,3 8 5 1 9 6 ,3 5 3 9 ,3 4 6 ,2 7 4 R evenue $ $ 9 ,2 0 0 ,0 0 0 9 ,2 0 0 ,0 0 0 EXPENDITURES AND REVENUES BY AGENCY/OBJECT EQUIPMENT SERVICES GENERAL Agency 740 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % $1,157,276 $1,157,276 $1,157,276 $436,080 $ 576,142 $ (581,134) Sub Total 8,370,465 $8,370,465 11,475 4,538 8,028,453 (1,145) 193,275 32,711 $8,269,307 8,370,465 $8,370,465 9,937,035 $9,937,035 $ 9,200,000 9,200,000 $ 829,535 829,535 10% Total Resources $9,527,741 $9,426,583 $9,527,741 $10,373,115 $ 9,776,142 $ 248,401 3% Subtotal $2,057,337 66,252 136,502 460,984 $2,721,075 $2,067,711 43,987 117,892 432,472 25,996 $2,688,058 $2,091,600 50,483 134,066 460,298 24,628 $2,761,075 $2,170,740 $ 48,116 142,000 512,020 $2,872,876 $ 2,129,723 $ 48,116 142,000 494,393 2,814,232 $ (38,123) 2,367 (7,934) (34,094) 24,628 (53,157) -2% 5% -6% -7% 100% -2% Subtotal $3,126,000 12,000 133,202 1,000 1,835,893 149,771 50,000 141,762 617,974 $6,067,602 $4,883,001 21,444 29,176 1,105 45,223 13,142 193,212 111,896 27,357 350 73,247 617,974 $6,017,127 $3,101,000 62,000 133,202 1,000 1,835,893 149,771 50,000 126,762 617,974 $6,077,602 $4,476,337 $ 43,550 110,000 25,000 982,631 158,831 53,250 98,762 677,551 $6,625,912 $ 4,254,677 $ 43,550 110,000 25,000 982,631 158,831 53,250 98,762 667,741 6,394,442 $ Subtotal 78,200 200,000 $278,200 139,206 6,050 $145,256 28,200 200,000 $228,200 80,000 30,000 27,600 $137,600 $ 80,000 30,000 27,600 137,600 $ (51,800) 200,000 (30,000) (27,600) 90,600 Total Expenditures $9,066,877 $8,850,441 $9,066,877 $9,636,388 $ 9,346,274 $ (279,397) -3% Operating Balance (Rev. - Exp.) ($696,412) ($581,134) ($696,412) $300,647 $ (146,274) $ 550,138 79% Ending Fund Balance (Resources - Exp.) $460,864 $576,142 $460,864 $736,727 $ 429,868 $ (30,996) -7% REVENUE 615 GRANTS 635 OTHER CHARGES FOR SERVICES 636 INTERNAL SERVICE CHARGES 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE 651 GAIN ON FIXED ASSETS EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES SUPPLIES & SERVICES 801 GENERAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES 880 TRANSFERS OUT CAPITAL OUTLAY 915 BUILDINGS & IMPROVEMENTS 920 CAPITAL EQUIPMENT 930 VEHICLES & CONSTRUCTION EQUIP. 950 DEBT SERVICE DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PRO GRAM F Y 2 0 0 1 -0 2 -50% 10% (1,153,677) -37% 18,450 30% 23,202 17% (24,000) -2400% 853,262 46% (9,060) -6% (3,250) -7% 28,000 22% (49,767) -8% (316,840) -5% -184% 100% 40% - 541 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TOTAL BUDGET BY PROGRAM FY 2001-02 EQUIPMENT SERVICES REPLACEMENT Agency 742 Org Supplies & Services Personal Services Title 7410 ADMINISTRATIVE 7490 MOTOR POOL-REPLACEMENT $ Totals: $ - $ - $ Total Capital Outlay Expenditures $ 75,150 75,150 $ $ $ 75,150 75,150 Revenue $ - $ EXPENDITURES AND REVENUES BY AGENCY/OBJECT EQUIPMENT SERVICES REPLACEMENT Agency 742 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % $92,447 $92,447 $92,447 $75,150 $ 67,446 $ (25,001) -27% $92,447 $92,447 $92,447 $75,150 $ 67,446 $ (25,001) -27% Subtotal 92,447 $92,447 25,001 $25,001 92,447 $92,447 75,150 $75,150 $ 75,150 75,150 $ 17,297 17,297 19% 19% Total Expenditures $92,447 $25,001 $92,447 $75,150 $ 75,150 $ 17,297 19% Operating Balance (Rev. - Exp.) ($92,447) ($25,001) ($92,447) ($75,150) $ (75,150) $ 17,297 19% Ending Fund Balance (Resources - Exp.) $0 $67,446 $0 $0 $ (7,704) $ (7,704) Beginning Fund Balance Total Resources EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES CAPITAL OUTLAY 930 VEHICLES & CONSTRUCTION EQUIP. - 542 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL BUDGET SCHEDULES FACILITIES MANAGEMENT County Administrative Officer Chief Public Works Officer Facilities Management Norm Hintz, Director Business Services Design & Construction Operations & Maintenance Protective Services Planning MISSION The mission of Maricopa County is to provide regional leadership and fiscally responsible, necessary public services to its residents so they can enjoy living in healthy and safe communities. VISION To provide excellent innovative facility services to every customer every time. GOALS Reduce backlog of $100M+ deferred maintenance by 20% per year for each of the next 5 years starting 2001/2002. Board of Supervisor’s approved Standards, Policies, and Procedures will be applied to all construction and modifications of County occupied facilities by FY 2003. All Facilities Management Department (FMD) Managed Projects will be delivered on time, within budget, and meet standards and predetermined customer requirements, to include lifecycle operations and maintenance. FMD will fully implement Managing for Results including: a Strategic Plan, a Family of Performance Measures for all Activities, Performance Based Budget. All FMD employees will understand how they contribute to achieving results at the operational and strategic level. This will be done by 2003. ISSUES Population growth and its related effect on FMD customers will require increased planning and maintenance issues for FMD. The completion of Capital Improvement projects will place an enormous strain on present maintenance and operational resources and will require significant General Fund resource inputs (personnel, contract and utilities) to maintain and operate the new facilities. New and current employees expect improved work environments, which will cause the acceleration of major renovations of older County facilities to ensure the comfort and satisfaction with County employment. Aging Infrastructure coupled with growth in the County will force the County to continue to allocate large amounts of resources to our facilities. Increasing demand for convenient locations for County services, i.e., neighborhood services, will force the County to develop and maintain more regional service centers, which will increase facility demands. - 543 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL BUDGET SCHEDULES Utility cost and consumption are increasing rapidly and will have a negative effect on the FMD operating budget and the County’s General Fund. The increase in environmental and regulatory demands will require additional expenditures to bring facilities into compliance. Three million sq. ft. of County buildings will be coming on line within 3 years which will require planning and operational resources to prepare to serve customers needs in an efficient manner. Changes in facility and office technology will drive the need to fund continuing development of our technology-related resources and an enhanced program for staff development and training. Some of the technology improvements that may impact FMD in the next several years are: hand held data reporting equipment, a need for compatible information technology equipment for interaction and security, biometrics security improvements, increased demand for information technology standardization on a County-wide basis and the increasing use of facilities based systems. Increasing demand and need for higher levels of security resulting from increased crime and threats to employee safety will require the expenditure of more resources to provide a safe and secure environment. Deregulation of electric utilities will result in the development of new challenges and require greater skills (e.g. negotiation, monitoring, rate structures). PERFORMANCE MEASURES Performance Measures Operations & Maintenance Division: Average # of Monthly Service Calls- Reactionary Maintenance Design & Construction Division: # of work orders for jobs completed under $16,500 Design & Construction Division: # of work orders completed for jobs over $16,501 Operations & Maintenance Division: Average # of Monthly Service Calls- Preventative Maintenance Planning Division: # of building square footage that has been surveyed and recorded into Aperture Space Planning Software Program. Finance/Administration Division: # of purchase card transactions per month Finance/Administration Division: # of documents processed per month(JV’s, RC’s, RX’s, Direct Pays, CAPA’s) Operations & Maintenance Division: Average response time to reactionary service calls (in hours) Protective Services: Reduce the number of thefts, auto thefts and vandalism by 25% for the downtown facilities Protective Services: Reduce the number of parking violators in the Madison Garage by 50%. Departmental: Percentage of facilities meeting or exceeding all, OSHA, Health, EPA and other regulatory ordinances. FY 99 Actual FY 00 Actual FY 01 Actual 2,476 N/A N/A 2,422 N/A N/A 2,357 N/A N/A 2,400 400 40 520 632 703 800 160,000 871,365 24 300 4,600,000 400 4,000,000 450 1,027 N/A 928 N/A 1,144 N/A 1,200 2 40 616 19 249 22 543 25 308 N/A N/A N/A POSITION DISTRIBUTION POSITION DISTRIBUTION 70 FACILITIES MANAGEMENT WORKING TITLE ACCOUNTANT ACCOUNTS PAYABLE TECHNICIAN ADMINISTRATIVE ASSISTANT ADMINISTRATIVE ASSISTANT/CONTRACT ARCHITECT ARCHITECT/CONTRACT ASSISTANT SPACE PLANNER ASSOC DIRECTOR/DIVISION CHIEF ASST PLANNING CHIEF/DIVISION CHIEF ASST DIRECTOR/BUSINESS SERVICES DIV CHIEF ASST DIVISION CHIEF BUSINESS ANALYST BUSINESS SERVICES ANALYST BUSINESS SYSTEMS ANALYST CAD FAC MGT SYS OPERATOR/CONTRACT CAD OPERATOR CARPENTER - 544 - FY 02 Projected FTE 2.0 1.0 4.0 1.0 2.0 2.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 3.0 65 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES FTE 2.0 23.0 1.0 2.0 1.0 1.0 7.0 2.0 1.0 1.0 1.0 1.0 1.0 1.0 2.0 2.0 3.0 1.0 1.0 1.0 7.0 1.0 1.0 4.0 4.0 1.0 1.0 1.0 2.0 1.0 3.0 2.0 1.0 5.0 2.0 2.0 1.0 2.0 1.0 2.0 1.0 4.0 1.0 48.5 2.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 6.0 4.0 1.0 14.0 2.0 2.0 1.0 2.0 219.5 DEPARTMENTAL BUDGET SCHEDULES WORKING TITLE CONTRACT SPECIALIST CUSTODIAN SUPERVISOR DIRECTOR DIVISION CHIEF ELECTRICAL ENGINEER ELECTRICAL ENGINEER/CONTRACT ELECTRICIAN ELECTRONIC TECHNICIAN ENERGY ANALYST ENERGY CONSERVATION ENGINEER ENVIRONMENTAL ENGINEER ENVIRONMENTAL PROGRAM MANAGER EXECUTIVE SECRETARY FAC PROJ MANAGER PLANNER FAC PROJ MANAGER PLANNER/CONTRACT FACILITIES AUTOMOTIVE SPECIALIST FACILITIES TECHNICAL SPECIALIST FRONT DESK RECEPTIONIST HOUSEKEEPING SUPERVISOR HR LIAISON SPECIALIST HVAC INSPECTOR/CONTRACT LEAD ACCOUNTS PAYABLE PROCESSOR LOCKSMITH MAINTENANCE SUPERVISOR MAINTENANCE SUPERVISOR-LEAD MAJOR MAINT PLANNING COORD/CONTRACT MECHANICAL ENGINEER MECHANICAL ENGINEER/CONTRACT O&M DIVISION CHIEF PAINTER PAINTER/CONTRACT PAYROLL COORDINATOR PLUMBER PLUMBER/CONTRACT PROJECT MANAGER I PROJECT MANAGER II PROPERTY MANAGEMENT SPECIALIST PROTECTIVE SERVICES ADMINISTRATIVE COORD PROTECTIVE SERVICES SUPERVISOR PURCHASE CARD TECHNICIAN QUALITY ASSURANCE TEAM MEMBER QUALITY ASSURANCE TEAM MEMBER-LEADER SECURITY OFFICER SECURITY OFFICER IN CHARGE SENIOR CONTRACT SPECIALIST SENIOR NETWORK SPECIALIST SENIOR PROGRAMMER SENIOR PROJECT COORDINATOR SENIOR PROJECT MANAGER SERCURITY OFFICER SP ASST TO THE DIRECTOR /PRJ COORD STATIONARY ENGINEER STATIONARY ENGINEER-DUTY PLANT OP TRADES APPLICATION SPEC/DATA ENTRY OPER TRADES GENERALIST TRADES GENERALIST/DISPATCHER TRADES RESOURCE SPECIALIST TRADES SPECIALIST/ELECTRICIAN WELDER-INSTITUTIONAL TOTAL - 545 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES MANDATE CONSOLIDATED FINANCIAL DATA Total Department Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 16,610,567 $ 16,797,905 $ 18,307,033 $ 19,461,633 $ 20,919,399 $ 23,544,869 Total $ 16,610,567 $ 16,797,905 $ 18,307,033 $ 19,461,633 $ 20,919,399 $ 23,544,869 Total Mandated Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 9,756 $ 1,403 $ 134,301 $ 567,086 $ 654,925 $ 719,574 Total $ 9,756 $ 1,403 $ 134,301 $ 567,086 $ 654,925 $ 719,574 Total Administrative Mandates FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 16,600,811 $ 16,796,502 $ 18,172,732 $ 18,894,547 $ 20,264,474 $ 22,825,295 Total $ 16,600,811 $ 16,796,502 $ 18,172,732 $ 18,894,547 $ 20,264,474 $ 22,825,295 NOTE: Mandate financials do not include appropriated beginning fund balance, debt service, or eliminations. - 546 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES ENVIRONMENT AUTHORITY HISTORY/ BACKGROUND MANDATE DESCRIPTION Code of Federal Regulations 40 (CFR40) - Environment Facilities Management has been responsible for certain activities relating to buildings and grounds that are regulated by Federal, State and County statutes or laws. Particularly troublesome are environmental rules under CFR40 which include clean air, hazardous materials, and pollution of the ground, and protection of life and the environment. Facilities Management has an environmental engineer on staff who oversees programs and projects related to CFR40. Maricopa County, through Facilities Management, is responsible for pollution prevention through the maintenance and/or upgrade/replacement of equipment and facilities. They are also responsible for the investigation and reporting of any incidents related to accidental, intentional, or unintentional pollution or environmental hazard. Specific to CFR40 is control and management of asbestos, above and underground fuel storage tanks, land acquisition environmental site assessments, all facility environmental permits (air, water, waste), interior (building) air quality, freon, chemicals, and disposal of hazardous materials. This has been done efficiently for the past six years or so, and regular and incident-related reports have been timely filed with OSHA, EPA, ADEQ and County Environmental officials. Environment FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 9,756 $ 1,403 $ 134,301 $ 567,086 $ 654,925 $ 719,574 DEPARTMENTAL BUDGET SCHEDULES MANDATE INFORMATION Total $ 9,756 $ 1,403 $ 134,301 $ 567,086 $ 654,925 $ 719,574 - 547 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED FACILITIES MANAGEMENT Department 70 FUND TYPE GENERAL FUND SUB-TOTAL TOTAL FUNDS $ $ $ Personal Services 8,121,498 8,121,498 8,121,498 $ $ $ Supplies & Services 14,848,573 14,848,573 14,848,573 $ $ $ Capital Outlay 574,798 574,798 574,798 Total Expenses $ 23,544,869 $ 23,544,869 $ 23,544,869 Total Revenue $ 1,636,550 $ 1,636,550 $ 1,636,550 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT FACILITIES MANAGEMENT Department 70 FY 00-01 Final Adopted FY 00-01 Revised FY 00-01 Projected FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 650 MISCELLANEOUS REVENUE Sub Total $ - $ - $ 2,416 2,416 $ 94,000 94,000 $ 1,636,550 1,636,550 $ 1,636,550 1,636,550 $ - $ - $ 2,416 $ 94,000 $ 1,636,550 $ 1,636,550 EXPENDITURES PERSONAL SERVICES $ 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 795 PERSONAL SERVICES ALLOC.-OUT 796 PERSONAL SERVICES ALLOC.-IN Subtotal $ 6,662,289 $ 75,000 93,978 1,445,667 177,800 (1,171,812) 7,282,922 $ 6,963,230 $ 187,403 93,914 1,552,191 177,800 (1,550,642) 7,423,896 $ 6,651,965 $ 187,696 165,018 1,419,829 344,603 (1,265,568) (82,474) 7,421,070 $ 7,080,335 $ 81,113 97,900 1,798,484 187,800 (1,156,326) 8,089,306 $ 7,069,667 $ 81,113 112,900 1,819,383 194,760 (1,156,326) 8,121,498 $ (106,437) 106,290 (18,986) (267,193) (16,960) (394,316) (697,602) -2% 57% -20% -17% -10% -25% SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES 880 TRANSFERS OUT Subtotal $ 1,134,387 $ 2,800 36,919 94,033 1,834,063 34,000 3,643,213 75,114 86,525 1,000 6,782,055 13,724,109 $ 1,141,687 $ 2,800 36,702 106,669 885,690 34,000 4,331,794 46,822 101,212 1,000 6,877,055 13,565,431 $ 1,263,143 $ 1,386 39,159 85,558 470,633 24,023 3,927,888 45,262 67,420 354,592 7,124,107 13,403,172 $ 1,470,531 $ 2,900 74,238 129,632 60,850 40,000 4,355,249 41,056 71,100 403,144 6,995,881 42,576 13,687,157 $ 1,515,126 $ 2,900 74,238 129,632 384,052 240,000 4,355,249 41,056 71,100 403,144 7,632,076 14,848,573 $ (373,439) (100) (37,536) (22,963) 501,638 (206,000) (23,455) 5,766 30,112 (402,144) (755,021) (1,283,142) -33% -4% -102% -22% 57% -606% -1% 12% 30% -40214% -11% CAPITAL OUTLAY 915 BUILDINGS & IMPROVEMENTS 920 CAPITAL EQUIPMENT 930 VEHICLES & CONSTRUCTION EQUIP 950 DEBT SERVICE Subtotal $ 40,000 40,000 $ 40,000 17,704 57,704 $ 107 68,547 26,504 95,157 $ 82,300 492,498 574,798 $ 82,300 492,498 574,798 $ (42,300) 17,704 (492,498) (517,094) -896% $ 21,047,031 $ 21,047,031 $ 20,919,399 $ 22,351,261 $ 23,544,869 $ (2,497,838) -12% Total Resources Total Expenditures - 548 - -9% -9% -106% 100% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES F A C IL IT IE S M A N A G E M E N T A gency 700 O rg 7011 7012 7013 7014 7015 7016 7018 7021 7022 7023 7024 7025 7026 7027 7030 7042 7050 7051 7052 7053 7054 7060 7070 7080 7091 7092 P e rs o n a l S e r v ic e s T itle A D M IN IS T R A T IO N F IN A N C IA L S E R V IC E S M A IL S E R V IC E S C O N T R A C T S E R V IC E S ( P R O C U R E M E N T ) ENERGY M ANAGEM ENT L A N A D M IN IS T R A T IO N SAFETY C O N T R A C T - O U T S ID E V E N D O R S C O N T R A C T - P A IN T E R S ' S E R V IC E S IN - H O U S E C O R E IN - H O U S E E A S T IN - H O U S E W E S T O&M OVERHEAD O & M C O M M O D IT IE S C U S T O D IA L S E R V IC E S - J A IL S Q U A L IT Y A S S U R A N C E A R C H IT E C T U R A L & E N G IN E E R IN G S E P R O J E C T C O O R D IN A T O R S I P R O J E C T C O O R D IN A T O R S II A R C H IT E C T S & E N G IN E R S A & E A D M IN IS T R A T IO N ENERGY MANAGEM ENT S E C U R IT Y M L B - P A R K IN G A G R E E M E N T P L A N N IN G P L A N N IN G - R E A L E S T A T E T o t a ls : $ $ 2 3 5 ,5 5 4 3 8 2 ,0 5 6 1 0 2 ,6 0 8 2 4 1 ,3 8 6 4 0 2 ,0 1 0 5 7 8 ,6 8 6 6 8 9 ,8 7 9 5 2 5 ,5 9 7 7 3 4 ,5 6 9 7 2 9 ,0 8 6 1 8 0 ,1 2 9 1 4 5 ,2 5 0 4 7 ,2 4 5 4 7 2 ,9 6 6 1 2 3 ,1 6 5 9 8 ,1 0 7 1 ,8 6 1 ,7 7 8 2 8 6 ,8 8 1 2 8 4 ,5 4 9 8 ,1 2 1 ,4 9 8 S u p p lie s & S e r v ic e s $ 1 2 3 ,6 1 1 4 ,9 0 0 4 0 0 ,7 4 4 2 ,2 0 0 2 0 1 ,7 5 3 7 ,5 0 0 1 ,2 2 4 ,7 4 3 2 1 ,6 1 1 2 4 ,9 9 9 2 4 ,9 9 9 2 3 ,7 9 9 5 8 ,5 4 2 8 5 2 ,7 7 5 4 0 2 ,3 6 4 2 ,9 3 0 ,3 6 2 9 ,7 6 0 1 1 ,6 5 0 7 ,5 0 0 ,2 9 6 1 0 8 ,4 6 8 1 0 ,7 5 0 9 0 2 ,7 4 7 $ 1 4 ,8 4 8 ,5 7 3 C a p ita l O u tla y T o ta l E x p e n d itu r e s $ $ $ 5 4 ,0 0 0 2 8 ,3 0 0 4 9 2 ,4 9 8 5 7 4 ,7 9 8 3 5 9 ,1 6 5 3 8 6 ,9 5 6 4 0 0 ,7 4 4 1 0 4 ,8 0 8 4 9 7 ,1 3 9 7 ,5 0 0 1 ,2 2 4 ,7 4 3 4 2 3 ,6 2 1 6 0 3 ,6 8 5 7 1 4 ,8 7 8 5 4 9 ,3 9 6 8 2 1 ,4 1 1 8 5 2 ,7 7 5 1 ,1 3 1 ,4 5 0 3 ,1 1 0 ,4 9 1 1 4 5 ,2 5 0 4 7 ,2 4 5 4 8 2 ,7 2 6 1 3 4 ,8 1 5 8 ,0 9 0 ,9 0 1 1 ,9 7 0 ,2 4 6 2 9 7 ,6 3 1 1 ,1 8 7 ,2 9 6 $ 2 3 ,5 4 4 ,8 6 9 R evenue $ $ 1 ,6 3 6 ,5 5 0 1 ,6 3 6 ,5 5 0 DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM F Y 2 0 0 1 -0 2 - 549 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES EXPENDITURES AND REVENUES BY AGENCY/OBJECT FACILITIES MANAGEMENT Agency 700 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 650 MISCELLANEOUS REVENUE Sub Total $0 2,416 $2,416 $0 94,000 $94,000 $ 1,636,550 1,636,550 $ 1,636,550 1,636,550 Total Resources $0 $2,416 $0 $94,000 $ 1,636,550 $ 1,636,550 Subtotal $6,662,289 75,000 93,978 1,445,667 177,800 (1,171,812) $7,282,922 $6,651,965 187,696 165,018 1,419,829 344,603 (1,265,568) (82,474) $7,421,070 $6,963,230 187,403 93,914 1,552,191 177,800 (1,550,642) $7,423,896 $7,080,335 $ 81,113 97,900 1,798,484 187,800 (1,156,326) $8,089,306 $ 7,069,667 $ 81,113 112,900 1,819,383 194,760 (1,156,326) 8,121,498 $ (106,437) 106,290 (18,986) (267,193) (16,960) (394,316) (697,602) Subtotal $1,134,387 2,800 36,919 94,033 1,834,063 34,000 3,643,213 75,114 86,525 1,000 6,782,055 $13,724,109 $1,263,143 1,386 39,159 85,558 470,633 24,023 3,927,888 45,262 67,420 354,592 7,124,107 $13,403,172 $1,141,687 2,800 36,702 106,669 885,690 34,000 4,331,794 46,822 101,212 1,000 6,877,055 $13,565,431 $1,470,531 $ 2,900 74,238 129,632 60,850 40,000 4,355,249 41,056 71,100 403,144 6,995,881 42,576 $13,687,157 $ 1,515,126 $ 2,900 74,238 129,632 384,052 240,000 4,355,249 41,056 71,100 403,144 7,632,076 14,848,573 $ Subtotal 40,000 $40,000 107 68,547 26,504 $95,157 40,000 17,704 $57,704 82,300 492,498 $574,798 $ 82,300 492,498 574,798 $ (42,300) 17,704 (492,498) (517,094) Total Expenditures $21,047,031 $20,919,399 $21,047,031 $22,351,261 $ 23,544,869 $ (2,497,838) -12% Operating Balance (Rev. - Exp.) ($21,047,031) ($20,916,983) ($21,047,031) ($22,257,261) $ (21,908,319) $ (861,288) -4% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 795 PERSONAL SERVICES ALLOC.-OUT 796 PERSONAL SERVICES ALLOC.-IN SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES 880 TRANSFERS OUT CAPITAL OUTLAY 915 BUILDINGS & IMPROVEMENTS 920 CAPITAL EQUIPMENT 930 VEHICLES & CONSTRUCTION EQUIP. 950 DEBT SERVICE - 550 - -2% 57% -20% -17% -10% -25% -9% (373,439) -33% (100) -4% (37,536) -102% (22,963) -22% 501,638 57% (206,000) -606% (23,455) -1% 5,766 12% 30,112 30% (402,144) -40214% (755,021) -11% (1,283,142) -9% -106% 100% -896% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL BUDGET SCHEDULES FINANCE County Administrative Officer Chief Financial Officer Tom Manos Department of Finance Accounts Payable Administration Accounting, Reporting & Analysis MISSION The mission of the Department of Finance is to provide financial information and services to Maricopa County government so they can effectively manage their resources. GOALS We will develop procedures and implement processes that support Managing For Results and Governmental Accounting Standards Board #34 to proactively address the demand for government accountability. We will obtain and retain a turnover rate no greater than 9%. We will develop a Capital Improvement Project Financing Plan by January, 2001 and quarterly status reports to ensure that all financing is consistent with budget resources, favorable expenditure limitation outcomes and cost effectiveness. We will improve our customers ability to manage results through enhancement and full utilization of our existing financial system, which will provide customized real time information. ISSUES The demand for increased governmental accountability impacts the reporting of financial and operational results. Increased demand for governmental services (internal and external) through technology results in a need for our department to provide services that meet customer expectations. Low unemployment impacts our ability to maintain a quality workforce to meet our customer demands. Limited cash resources and expenditure limitation constraints will impact the management of a comprehensive capital financing plan. 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 FY 99 FY 00 FY 01 FY 02 Actual Actual Actual Projected N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 5 5 5 5 62 N/A N/A N/A N/A N/A N/A N/A 3 N/A N/A N/A 114 114 114 114 10 10 10 10 - 551 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES POSITION DISTRIBUTION POSITION DISTRIBUTION 18 FINANCE WORKING TITLE ACCOUNTANT ACCOUNTING ASSISTANT ACCOUNTS PAYABLE ASSISTANT ACCOUNTS PAYABLE AUDIT SPECIALIST ACCOUNTS PAYABLE CONTRACTS COORDINATOR ACCOUNTS PAYABLE PROCESSOR ACCOUNTS PAYABLE SUPERVISOR ACCOUNTS PAYABLE TEAM LEADER ADMINISTRATIVE COORDINATOR I ADMINISTRATIVE COORDINATOR II ADMINISTRATIVE COORDINATOR VI CHIEF FINANCIAL OFFICER DEPUTY FINANCE DIRECTOR FINANCIAL ACCOUNTANT - CAPITAL PROJECTS FINANCIAL DATA BASE ADMINISTRATOR FISCAL MGMNT ANALYST I FISCAL MGMNT ANALYST III FIXED ASSET ACCOUNTANT GRANT ACCOUNTANT PROPERTY TAX ACCOUNTANT SENIOR FISCAL CONSULTANT SENIOR FISCAL CONSULTANT - SYSTEMS MNGR TOTAL FTE 3.0 2.0 1.0 1.0 1.0 5.0 1.0 1.0 1.0 1.0 1.0 1.0 2.0 1.0 1.0 1.0 3.0 1.0 2.0 1.0 3.0 1.0 35.0 MANDATE CONSOLIDATED FINANCIAL DATA Total Department Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 1,096,860 $ 2,099,728 $ 2,172,039 $ 1,857,842 $ 1,925,305 $ 2,060,231 Total $ 1,096,860 $ 2,099,728 $ 2,172,039 $ 1,857,842 $ 1,925,305 $ 2,060,231 Total Administrative Mandates FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 1,096,860 $ 2,099,728 $ 2,172,039 $ 1,857,842 $ 1,925,305 $ 2,060,231 Total $ 1,096,860 $ 2,099,728 $ 2,172,039 $ 1,857,842 $ 1,925,305 $ 2,060,231 NOTE: Mandate financials do not include appropriated beginning fund balance, debt service, or eliminations. - 552 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL BUDGET SCHEDULES MANDATE INFORMATION FINANCE AUTHORITY HISTORY/ BACKGROUND MANDATE DESCRIPTION A.R.S. § 41-1346 State and local records management; A.R.S. § 11-622 © Payment of Claims; A.R.S. § 11-644 Re-issuance of warrants; A.R.S. § 35-501 Requires County to report bond issues, debt level analysis, definition of outstanding indebtedness to the Arizona Department of Revenue; A.R.S. § 35-502 Notification requirements to Department of Revenue on retirement of a bond; A.R.S. § 35-503 Calculation of debt limits; A.R.S. § 42-304 Setting the tax rate; A.R.S. § 11-604.01 Revolving line of credit; A.R.S. § 42-301 Levy limits; A.R.S. § 42-302 Annual Financial Statements Comprehensive Annual Financial Report (CAFR); A.R.S. § 41-1279.07 © Issuance of the Expenditure Limitations Report; IRS Guidelines - Reporting requirements for Form 1099; A.R.S. § 11-251 Sale of County real estate; A.R.S. § 11-256 Leasing or subleasing County real estate; A.R.S. § 38-511 Cancellation of State Contracts; A.R.S. § 42-271 Exemption of taxable real estate; A.R.S. § 11-259 Intergovernmental Agreements; A.R.S. § 45-182 Claim of right to withdraw, divert or use public waters, exception, administration by director of water resources; Single Audit Act of 1984 and Amendments of 1996 - Schedule of Expenditures of Federal Awards; Federal OMB Circular A-102 Requirements for government Federal Awards; Federal OMB Circular A-87 General requirements for charging indirect costs to grants. In 1994 the Board of Supervisors and County Administrative Officer reorganized the Department of Finance as part of a Countywide restructuring effort. During the reorganization, the budget functions for the County were separated from Finance to form the Office of Management and Budget (OMB). The Department of Finance is responsible for the oversight, reporting, processing, and analysis of the County's financial transactions. Finance provides services to all County departments and various external users and maintains the accounting records for all financial transactions. The Finance Department shall maintain the County's public records in the most efficient and cost effective manner; The Finance Department shall prepare the Comprehensive Annual Financial Report (CAFR) and Expenditure Limitation Reports; The Finance Department shall monitor all real estate services to include sales and leases of County Real Estate; The Finance Department shall report annual Form 1099 information to the IRS; The Finance Department shall set the tax rates for the County, cities, schools and special districts - 553 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED FINANCE Department 18 FUND TYPE GENERAL FUND SUB-TOTAL TOTAL FUNDS $ $ $ Personal Services 1,792,331 1,792,331 1,792,331 $ $ $ Supplies & Services 267,900 267,900 267,900 $ $ $ Capital Outlay - Total Expenses $ 2,060,231 $ 2,060,231 $ 2,060,231 Total Revenue $ 8,154,989 $ 8,154,989 $ 8,154,989 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT FINANCE Department 18 FY 00-01 Final Adopted FY 00-01 Revised FY 00-01 Projected FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 680 TRANSFERS IN Sub Total $ 8,171,123 8,171,123 $ 8,171,123 8,171,123 $ 8,232,085 8,232,085 $ 7,214,657 7,214,657 $ 8,154,989 8,154,989 $ (16,134) (16,134) 0% 0% Total Resources $ 8,171,123 $ 8,171,123 $ 8,232,085 $ 7,214,657 $ 8,154,989 $ (16,134) 0% EXPENDITURES PERSONAL SERVICES $ 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 796 PERSONAL SERVICES ALLOC.-IN Subtotal $ 1,314,411 $ 5,000 413,526 2,000 1,734,937 $ 1,438,287 $ 5,000 270,650 2,000 1,715,937 $ 1,372,964 $ 2,970 1,107 246,190 1,435 1,624,666 $ 1,452,567 $ 5,000 2,000 292,306 2,962 41,909 1,796,744 $ 1,448,561 $ 5,000 2,000 291,900 2,962 41,909 1,792,331 $ (10,274) (2,000) (21,249) (962) (41,909) (76,394) -1% 0% SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 804 NON-CAPITAL EQUIPMENT 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING Subtotal $ 50,479 $ 40,753 151,000 15,000 6,500 7,500 27,558 27,500 326,290 $ 50,479 $ 40,753 170,000 15,000 6,500 7,500 27,558 27,500 345,290 $ 32,420 $ 20,376 164,709 16,047 3,797 7,068 21,148 22,076 287,641 $ 14,500 $ 17,000 156,700 18,000 6,500 4,000 26,200 25,000 267,900 $ 14,500 $ 17,000 156,700 18,000 6,500 4,000 26,200 25,000 267,900 $ 35,979 23,753 13,300 (3,000) 3,500 1,358 2,500 77,390 71% 58% 8% -20% 0% 47% 5% 9% 22% Subtotal $ 26,000 26,000 $ 26,000 26,000 $ 12,998 12,998 $ - $ - $ 26,000 26,000 100% 100% $ 2,087,227 $ 2,087,227 $ 1,925,305 $ 2,064,644 $ 2,060,231 $ 26,996 1% CAPITAL OUTLAY 920 CAPITAL EQUIPMENT Total Expenditures - 554 - -8% -48% -4% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES FINANCE Agency 180 Supplies & Services Personal Services Org Title 1810 1820 1830 1840 ADMINISTRATION ACCOUNTS PAYABLE GEN. LEDGER TRANS. / SYSTEMS FINANCIAL REPORTING & ANALYSIS $ Totals: $ 229,434 343,743 1,219,154 1,792,331 $ $ 212,500 9,950 45,450 267,900 Total Capital Outlay Expenditures $ - $ $ $ 441,934 353,693 1,264,604 2,060,231 Revenue $ $ 8,154,989 8,154,989 EXPENDITURES AND REVENUES BY AGENCY/OBJECT FINANCE Agency 180 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 % RESOURCES REVENUE 680 TRANSFERS IN Sub Total 8,171,123 $8,171,123 8,232,085 $8,232,085 8,171,123 $8,171,123 7,214,657 $7,214,657 $ 8,154,989 8,154,989 $ (16,134) (16,134) 0% 0% Total Resources $8,171,123 $8,232,085 $8,171,123 $7,214,657 $ 8,154,989 $ (16,134) 0% $1,372,964 2,970 1,107 246,190 1,435 $1,624,666 $1,438,287 5,000 270,650 2,000 $1,715,937 $1,452,567 $ 5,000 2,000 292,306 2,962 41,909 $1,796,744 $ 1,448,561 $ 5,000 2,000 291,900 2,962 41,909 1,792,331 $ (10,274) (2,000) (21,249) (962) (41,909) (76,394) -1% 0% Subtotal $1,314,411 5,000 413,526 2,000 $1,734,937 Subtotal $50,479 40,753 151,000 15,000 6,500 7,500 27,558 27,500 $326,290 $32,420 20,376 164,709 16,047 3,797 7,068 21,148 22,076 $287,641 $50,479 40,753 170,000 15,000 6,500 7,500 27,558 27,500 $345,290 $14,500 $ 17,000 156,700 18,000 6,500 4,000 26,200 25,000 $267,900 $ 14,500 $ 17,000 156,700 18,000 6,500 4,000 26,200 25,000 267,900 $ 35,979 23,753 13,300 (3,000) 3,500 1,358 2,500 77,390 Subtotal 26,000 $26,000 12,998 $12,998 26,000 $26,000 $0 $ - $ Total Expenditures $2,087,227 $1,925,305 $2,087,227 $2,064,644 $ 2,060,231 $ 26,996 1% Operating Balance (Rev. - Exp.) $6,083,896 $6,306,780 $6,083,896 $5,150,013 $ 6,094,758 $ 10,862 0% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 796 PERSONAL SERVICES ALLOC.-IN SUPPLIES & SERVICES 801 GENERAL SUPPLIES 804 NON-CAPITAL EQUIPMENT 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING CAPITAL OUTLAY 920 CAPITAL EQUIPMENT -8% -48% -4% 71% 58% 8% -20% 0% 47% 5% 9% 22% 26,000 100% 26,000 100% - 555 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES GENERAL GOVERNMENT MANDATE CONSOLIDATED FINANCIAL DATA Total Department Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund Special Revenue Capital Projects $ 39,086,545 $$$ 51,927,933 $$$ 95,127,234 $$195,550,350 112,142,944 $ 8,471,146 $ 251,820,628 $ 111,717,521 $ 81,901,077 $ 271,992,526 $ 120,615,237 $ 66,003,562 Total $ 39,086,545 $ 51,927,933 $ 95,127,234 $ 316,164,440 $ 445,439,226 $ 458,611,325 Total Mandated Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund Special Revenue Capital Projects $ 33,773,490 $$$ 37,142,874 $$$ 48,897,886 $$$ 175,506,839 $$$ 135,372,021 $$$ 158,511,053 $ 200,000 $- Total $ 33,773,490 $ 37,142,874 $ 48,897,886 $ 175,506,839 $ 135,372,021 $ 158,711,053 Total Administrative Mandates FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund Special Revenue Capital Projects $ 5,313,055 $$$ 14,785,059 $$$ 46,229,348 $$$ 17,246,820 $ 112,142,944 $ 8,471,146 $ 108,471,037 $ 111,317,521 $ 81,901,077 $ 108,141,945 $ 119,915,237 $ 66,003,562 Total $ 5,313,055 $ 14,785,059 $ 46,229,348 $ 137,860,910 $ 301,689,635 $ 294,060,744 Total Non-Mandated Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund Special Revenue Capital Projects $$$$$$$$$$ 2,796,691 $$$ 7,977,570 $ 400,000 $$ 5,339,528 $ 500,000 $- Total $$$$ 2,796,691 $ 8,377,570 $ 5,839,528 NOTE: Mandate financials do not include appropriated beginning fund balance, debt service, or eliminations. - 556 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES GENERAL GOVERNMENT Department 47 FUND TYPE GENERAL FUND SPECIAL REVENUE CAPITAL PROJECTS SUB-TOTAL TOTAL FUNDS Personal Services 7,245,819 2,489,075 $ 9,734,894 $ 9,734,894 Supplies & Services 234,531,933 87,403,791 $ 321,935,724 $ 321,935,724 $ $ Capital Outlay 30,214,774 30,722,371 66,003,562 $ 126,940,707 $ 126,940,707 $ Total Expenses $ 271,992,526 120,615,237 66,003,562 $ 458,611,325 $ 458,611,325 Total Revenue $ 716,135,565 215,108,678 2,325,487 $ 933,569,730 $ 933,569,730 E X P E N D ITU R E S AN D R E V E N U E S B Y D E P AR TM E N T/O B JE C T G E N ER AL G O VE R N M EN T D epartm ent 47 F Y 00-01 Fin al Ad o p ted R ES O U R C E S B eginning Fund B alance R EV E N U E 601 P R O PE R T Y T A X E S 605 T A X P E N A LT IE S & IN T ER E S T 606 S ALE S T A X ES 610 LIC E N S E S & P E R M IT S 615 G R A N T S 620 O T H E R IN T E R G O V E R N M E N T A L 621 P AYM E N T S IN LIE U O F T AX E S 625 S T AT E SH A R E D S ALE S T A X 630 S T AT E SH A R E D V EH IC LE LIC E N S E T A X 635 O T H E R C H A R G ES F O R SE R V IC E S 645 IN T E R E ST E AR N IN G S 650 M IS C E LLA N EO U S R E V E N U E 651 G A IN O N FIX E D A SS E T S 652 P R O C EE D S O F F IN A N C IN G 680 T R A N SF E R S IN S ub T otal T otal R esources EX P E N D IT U R E S P E R SO N A L S E R VIC ES 701 R E G U LA R P A Y 705 T E M PO R A R Y P A Y 710 O V ER T IM E 750 F R IN G E B E N E F IT S 790 O T H E R P ER S O N A L S ER V IC E S 795 P ER S O N A L S ER V IC E S A LLO C .-O U T 796 P ER S O N A L S ER V IC E S A LLO C .-IN S ubtotal F Y 01-02 R eq u ested F Y 01-02 Ad o p ted V arian ce % 141,059,018 $ 141,059,018 $ 153,303,169 $ 99,205,433 $ 151,388,591 $ 10,329,573 $ $ $ 252,676,223 8,000,000 103,017,791 375,000 10,721,425 249,772 6,391,210 341,524,693 92,868,667 2,082,500 14,425,487 50,000 101,186,962 933,569,730 $ $ 253,188,751 8,000,000 103,017,791 375,000 10,721,425 249,772 6,391,210 341,524,693 92,868,667 2,082,500 12,100,000 9,035,550 50,000 130,000,000 101,186,962 1,070,792,321 $ $ 225,396,514 8,800,000 98,798,514 375,000 249,772 6,804,798 327,549,752 92,057,090 2,116,092 14,102,965 2,956,310 24,998 130,000,000 94,890,475 1,004,122,280 $ $ 225,396,514 7,000,000 95,333,000 50,000 6,051,013 249,772 6,568,744 318,189,083 94,015,631 2,082,500 8,500,000 11,742,735 50,000 238,231,704 94,890,475 1,108,351,171 $ $ 226,771,307 7,000,000 95,333,000 50,000 6,051,013 249,772 6,586,640 316,796,394 94,015,631 2,082,500 8,500,000 11,742,735 50,000 238,231,704 94,890,475 1,108,351,171 $ 27,279,709 1,000,000 7,684,791 325,000 4,670,412 (177,534) 23,335,610 (1,146,964) 5,925,487 (11,742,735) (238,231,704) 6,296,487 (174,781,441) 12% 14% 8% 650% 77% 0% -3% 7% -1% 0% 70% -100% 0% -100% 7% -16% $ 1,249,410,189 $ 1,249,410,189 $ 1,157,425,449 $ 1,169,997,754 $ 1,084,958,321 $ (164,451,868) -13% 67,037 $ 45,332 3,599,567 382,345 119 (142,249) 11,417 3,963,568 $ 67,852 878,454 100,032 21,546 167,007 1,234,891 $ 67,852 878,454 100,035 8,521,546 167,007 9,734,894 $ 1,019,228 937,463 (89,372) (7,137,359) (143,591) (45,430) (5,459,061) 94% $ $ S ubtotal F Y 00-01 P ro jected $ $ S U P PLIE S & S E R V IC E S 801 G E N ER A L S U PP LIE S 804 N O N -C A P IT A L E Q U IP M EN T 810 LEG A L S E R VIC ES 812 O T H E R S ER V IC E S 820 O P ER A T IN G LEA S E S & R EN T S 825 R E PA IR S & M AIN T EN A N C E 830 IN T E R G O V E R N M E N T A L P AYM E N T S 839 IN T E R N A L SE R V IC E C H A R G ES 842 T R A VE L & E D U C AT IO N 843 P O ST AG E /F R E IG H T /SH IPP IN G 845 S U PP O R T & C A R E O F P E R S O N S 880 T R A N SF E R S O U T F Y 00-01 R evised 1,083,791 $ 1,815,917 12,106 1,384,187 (143,591) 4,152,410 $ $ 18,108,679 14,664,768 4,595,557 1,724,400 14,652,274 900,000 400,000 328,222,829 383,268,507 C A P IT A L O U T LAY 915 B U ILD IN G S & IM P R O V E M EN T S 920 C A PIT AL E Q U IPM E N T 930 V EH IC LE S & C O N S T R U C T IO N E Q U IP. 940 IN F R A ST R U C T U R E 950 D E BT SE R V IC E $ 1,087,080 $ 1,815,917 10,664 1,384,187 (143,591) 121,577 4,275,834 $ $ 17,015,047 14,664,768 5,121,968 1,724,400 14,652,274 900,000 400,000 328,222,829 382,701,286 $ $ 3,831,885 90,000 10,264,768 4,787,863 415 111,094 1,724,400 14,652,274 900,333 1,100 400,000 319,797,694 356,561,826 $ $ 1,283,378 494,000 2,940,000 22,711,068 5,280 1,739,400 13,107,154 1,300,000 400,000 266,345,745 310,326,025 $ $ $ 1,283,378 494,000 2,940,000 32,952,640 5,280 1,799,776 13,107,154 1,300,000 400,000 267,653,496 321,935,724 $ $ $ 15,731,669 (494,000) 11,724,768 (27,830,672) (5,280) (75,376) 1,545,120 (400,000) 60,569,333 60,765,562 7% DEPARTMENTAL BUDGET SCHEDULES DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED 52% -838% -516% -100% -37% -128% 92% 80% -543% -4% 11% -44% 0% 18% 16% S ubtotal $ 89,544,334 10,586,716 3,919,861 2,500,000 6,264,722 112,815,633 $ 89,965,334 9,936,716 3,919,861 2,500,000 6,264,722 112,586,633 $ 66,535,547 6,793,115 3,899,861 1,420,587 6,264,722 84,913,832 $ 108,707,937 1,728,118 4,239,602 3,100,000 9,165,050 126,940,707 $ 108,707,937 1,728,118 4,239,602 3,100,000 9,165,050 126,940,707 $ (18,742,603) 8,208,598 (319,741) (600,000) (2,900,328) (14,354,074) -21% 83% -8% -24% -46% -13% T otal E xpenditures $ 500,236,550 $ 499,563,753 $ 445,439,226 $ 438,501,623 $ 458,611,325 $ 40,952,427 O perating B alance (R ev. - E xp.) $ 608,114,621 $ 608,787,418 $ 558,683,054 $ 632,290,698 $ 474,958,405 $ (133,829,014) -22% E nding F und B alance (R esources. - E xp.) $ 749,173,639 $ 749,846,436 $ 711,986,223 $ 731,496,131 $ 626,346,996 $ (123,499,441) -16% 8% - 557 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TOTAL BUDGET BY PROGRAM FY 2001-02 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 $ 7,000,000 OTHER GENERAL FUND PROGRAMS 45,816 INFRASTRUCTURE SYSTEMS INTEREST EXPENSE DUES AND MEMBERSHIPS TAXES AND ASSESSMENTS CONSULTANTS 200,003 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 HOUSEHOLD HAZARDOUS WASTE PROGRAM BURIAL OF INDIGENTS OTHER NON-PROFIT SUPPORT ACCOMMODATION SCHOOLS SUPPORT CO-OP EXTENSION SUPPORT GENERAL GOVERNMENTAL REVENUES Totals: $ 7,245,819 - 558 - Supplies & Services $ 22,070,431 114,758,611 140,000 284,752 90,000 2,115,000 1,300,000 700,000 500,000 1,700,000 100,000 400,000 1,114,776 365,000 230,000 $ 145,868,570 Total Capital Outlay Expenditures $ 3,833,202 5,754,104 9,522,271 $ 19,109,577 $ 29,070,431 118,637,629 5,894,104 284,752 90,000 2,315,003 1,300,000 9,522,271 700,000 500,000 1,700,000 100,000 400,000 1,114,776 365,000 230,000 $ 172,223,966 Revenue $ 716,135,565 $ 716,135,565 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES GENERAL GOVERNMENT Agency 470 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 601 PROPERTY TAXES 605 TAX PENALTIES & INTEREST 610 LICENSES & PERMITS 620 OTHER INTERGOVERNMENTAL 621 PAYMENTS IN LIEU OF TAXES 625 STATE SHARED SALES TAX 630 STATE SHARED VEHICLE LICENSE TAX 635 OTHER CHARGES FOR SERVICES 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE 651 GAIN ON FIXED ASSETS Sub Total $226,771,307 7,000,000 50,000 249,772 6,586,640 316,796,394 94,015,631 2,000,000 8,500,000 50,000 $662,019,744 $225,396,514 8,800,000 375,000 249,772 6,804,798 327,549,752 92,057,090 2,000,000 14,000,000 249,119 24,998 $677,507,043 $225,396,514 7,000,000 50,000 249,772 6,568,744 318,189,083 94,015,631 2,000,000 8,500,000 50,000 $662,019,744 $253,188,751 $ 8,000,000 375,000 249,772 6,391,210 341,524,693 92,868,667 2,000,000 12,000,000 50,000 $716,648,093 $ 252,676,223 $ 8,000,000 375,000 249,772 6,391,210 341,524,693 92,868,667 2,000,000 12,000,000 50,000 716,135,565 $ 27,279,709 1,000,000 325,000 (177,534) 23,335,610 (1,146,964) 3,500,000 54,115,821 12% 14% 650% 0% -3% 7% -1% 0% 41% Total Resources $662,019,744 $677,507,043 $662,019,744 $716,648,093 $ 716,135,565 $ 54,115,821 8% Subtotal $440,520 12,106 1,384,187 (143,591) $1,693,222 $67,037 45,332 2,735,463 294,725 119 (143,591) 11,417 $3,010,502 $443,809 10,664 1,384,187 (143,591) 121,577 $1,816,646 $67,852 $ 10,957 167,007 $245,816 $ 67,852 $ 10,960 7,000,000 167,007 7,245,819 $ 375,957 85% (296) -3% (5,615,813) -406% (143,591) -100% (45,430) -37% (5,429,173) -299% Subtotal $12,500,000 2,664,768 3,723,220 1,724,400 14,652,274 900,000 400,000 94,890,475 $131,455,137 $0 4,264,768 3,410,589 1,724,400 14,652,274 900,000 400,000 94,890,475 $120,242,506 $12,027,368 2,664,768 3,599,631 1,724,400 14,652,274 900,000 400,000 94,890,475 $130,858,916 $50,000 $ 2,940,000 18,076,967 5,280 1,739,400 13,107,154 1,300,000 400,000 101,186,962 $138,805,763 $ 50,000 $ 2,940,000 25,079,398 5,280 1,799,776 13,107,154 1,300,000 400,000 101,186,962 145,868,570 $ 11,977,368 100% (275,232) -10% (21,479,767) -597% (5,280) (75,376) -4% 1,545,120 11% (400,000) -44% 0% (6,296,487) -7% (15,009,654) -11% Subtotal 7,452,271 3,152,841 2,500,000 6,264,722 $19,369,834 7,352,271 3,152,841 1,420,587 6,264,722 $18,190,421 7,452,271 3,152,841 2,500,000 6,264,722 $19,369,834 7,022,271 3,833,202 2,500,000 5,754,104 $19,109,577 $ 7,022,271 3,833,202 2,500,000 5,754,104 19,109,577 $ 430,000 (680,361) 510,618 260,257 6% -22% 0% 8% 1% Total Expenditures $152,518,193 $141,443,429 $152,045,396 $158,161,156 $ 172,223,966 $ (20,178,570) -13% Operating Balance (Rev. - Exp.) $509,501,551 $536,063,614 $509,974,348 $558,486,937 $ 543,911,599 $ 33,937,251 7% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 795 PERSONAL SERVICES ALLOC.-OUT 796 PERSONAL SERVICES ALLOC.-IN SUPPLIES & SERVICES 801 GENERAL SUPPLIES 810 LEGAL SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 830 INTERGOVERNMENTAL PAYMENTS 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 845 SUPPORT & CARE OF PERSONS 880 TRANSFERS OUT CAPITAL OUTLAY 915 BUILDINGS & IMPROVEMENTS 930 VEHICLES & CONSTRUCTION EQUIP. 940 INFRASTRUCTURE 950 DEBT SERVICE 0% 8% DEPARTMENTAL BUDGET SCHEDULES EXPENDITURES AND REVENUES BY AGENCY/OBJECT - 559 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TOTAL BUDGET BY PROGRAM FY 2001-02 GEN. GOVT - GRANTS Agency 471 Org Supplies & Services Personal Services Title 4711 SCAAP EXPENSES $ Totals: $ - $ $ - Total Capital Outlay Expenditures $ 10,721,425 $ 10,721,425 $ 10,721,425 $ 10,721,425 Revenue $ 10,721,425 $ 10,721,425 EXPENDITURES AND REVENUES BY AGENCY/OBJECT GEN. GOVT - GRANTS Agency 471 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 615 GRANTS Sub Total 6,051,013 $6,051,013 $0 6,051,013 $6,051,013 10,721,425 $10,721,425 $ 10,721,425 10,721,425 $ 4,670,412 4,670,412 77% 77% Total Resources $6,051,013 $0 $6,051,013 $10,721,425 $ 10,721,425 $ 4,670,412 77% Subtotal 6,051,013 $6,051,013 $0 6,051,013 $6,051,013 10,721,425 $10,721,425 $ 10,721,425 10,721,425 $ (4,670,412) -77% (4,670,412) -77% Total Expenditures $6,051,013 $0 $6,051,013 $10,721,425 $ 10,721,425 $ (4,670,412) -77% EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES CAPITAL OUTLAY 915 BUILDINGS & IMPROVEMENTS - 560 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES GEN. GOVT - DETENTION FUND Agency 472 Org Personal Services Title 4721 DETENTION FUND $ 2,489,075 Totals: $ 2,489,075 Supplies & Services Total Capital Outlay Expenditures $ 87,115,033 $ 87,115,033 $ 20,000,946 $ 20,000,946 $ 109,605,054 $ 109,605,054 Revenue $ 204,304,753 $ 204,304,753 EXPENDITURES AND REVENUES BY AGENCY/OBJECT GEN. GOVT - DETENTION FUND Agency 472 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % $17,809,216 $21,069,426 $17,809,216 $4,516,534 $ 9,757,372 $ (8,051,844) -45% 98,798,514 100,000 94,890,475 $193,788,989 95,333,000 94,890,475 $190,223,475 103,017,791 100,000 101,186,962 $204,304,753 $ 103,017,791 100,000 101,186,962 204,304,753 $ 7,684,791 100,000 6,296,487 14,081,278 8% Sub Total 95,333,000 94,890,475 $190,223,475 7% 7% Total Resources $208,032,691 $214,858,415 $208,032,691 $208,821,287 $ 214,062,125 $ 6,029,434 3% Subtotal $643,271 1,815,917 (0) $2,459,188 $0 864,104 87,620 1,342 $953,066 $643,271 1,815,917 (0) $2,459,188 $0 $ 878,454 89,075 21,546 $989,075 $ - $ 878,454 89,075 1,521,546 2,489,075 $ Subtotal $1,233,378 103,034,318 $104,267,696 $508,000 90,000 161,488 415 111,094 333 1,100 103,034,318 $103,906,748 $1,233,378 103,034,318 $104,267,696 $1,233,378 $ 480,000 675,644 84,726,011 $87,115,033 $ 1,233,378 $ 480,000 675,644 84,726,011 87,115,033 $ (480,000) (675,644) 18,308,307 17,152,663 Subtotal 6,540,000 1,205,500 67,020 $7,812,520 5,864,760 850,061 67,020 $6,781,841 6,540,000 1,205,500 67,020 $7,812,520 15,690,000 900,000 3,410,946 $20,000,946 $ 15,690,000 900,000 3,410,946 20,000,946 $ (9,150,000) 305,500 67,020 (3,410,946) (12,188,426) Total Expenditures $114,539,404 $111,641,655 $114,539,404 $108,105,054 $ 109,605,054 $ 4,934,349 4% Operating Balance (Rev. - Exp.) $75,684,071 $82,147,334 $75,684,071 $96,199,699 $ 94,699,699 $ 19,015,627 25% Ending Fund Balance (Resources - Exp.) $93,493,287 $103,216,760 $93,493,287 $100,716,233 $ 104,457,071 $ 10,963,783 12% REVENUE 606 SALES TAXES 645 INTEREST EARNINGS 680 TRANSFERS IN EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 795 PERSONAL SERVICES ALLOC.-OUT SUPPLIES & SERVICES 801 GENERAL SUPPLIES 804 NON-CAPITAL EQUIPMENT 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 880 TRANSFERS OUT CAPITAL OUTLAY 915 BUILDINGS & IMPROVEMENTS 920 CAPITAL EQUIPMENT 930 VEHICLES & CONSTRUCTION EQUIP. 950 DEBT SERVICE DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 643,271 100% 937,463 52% (89,076) -26447617% (1,521,546) (29,888) -1% 0% 18% 16% -140% 25% 100% -156% - 561 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TOTAL BUDGET BY PROGRAM FY 2001-02 GEN. GOVT APPROPRIATED FUND BALANCE Agency 473 Supplies & Services Personal Services Org Title 4711 4712 4713 4724 4732 4733 4775 4781 CONTINGENCY $ OTHER GENERAL FUND PROGRAMS INFRASTRUCTURE SYSTEMS CONSULTANTS MAJOR MAINTENANCE ADA PROJECTS ACCOMMODATION SCHOOLS SUPPORT GENERAL GOVERNMENTAL REVENUES Totals: $ - $ 3,231,641 3,494,949 81,740,523 196,250 $ 88,663,363 Total Capital Outlay Expenditures $ 406,400 828,118 9,870,679 $ 11,105,197 $ 3,231,641 3,901,349 82,568,641 196,250 9,870,679 $ 99,768,560 Revenue $ $ - EXPENDITURES AND REVENUES BY AGENCY/OBJECT GEN. GOVT APPROPRIATED FUND BALANCE Agency 473 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance $76,595,653 $86,736,197 $76,595,653 $48,034,750 $ Sub Total 2,707,185 $2,707,185 2,707,191 $2,707,191 2,707,185 $2,707,185 $0 $ Total Resources $79,302,838 $89,443,388 $79,302,838 $48,034,750 $ 48,034,750 $ Subtotal $4,375,301 12,000,000 590,379 83,843,345 $100,809,025 $3,323,885 6,000,000 1,139,920 83,843,345 $94,307,150 $3,754,301 12,000,000 1,240,379 83,843,345 $100,838,025 $0 $ 14,000 3,677,199 80,432,772 $84,123,971 $ - $ 14,000 6,908,840 81,740,523 88,663,363 $ Subtotal 9,270,679 9,381,216 700,000 $19,351,895 9,446,995 5,943,054 680,000 $16,070,049 9,691,679 8,731,216 700,000 $19,122,895 9,270,679 828,118 406,400 600,000 $11,105,197 $ 9,270,679 828,118 406,400 600,000 11,105,197 $ 421,000 7,903,098 293,600 (600,000) 8,017,698 42% Total Expenditures $120,160,920 $110,377,199 $119,960,920 $95,229,168 $ 99,768,560 $ 20,192,360 17% Operating Balance (Rev. - Exp.) ($117,453,735) ($107,670,008) ($117,253,735) ($95,229,168) $ (99,768,560) $ 17,485,175 15% Ending Fund Balance (Resources - Exp.) ($40,858,082) ($20,933,811) ($40,658,082) ($47,194,418) $ (51,733,810) $ (11,075,728) -27% REVENUE 650 MISCELLANEOUS REVENUE 48,034,750 $ - $ (28,560,903) % -37% (2,707,185) -100% (2,707,185) -100% (31,268,088) -39% EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES 801 GENERAL SUPPLIES 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 812 OTHER SERVICES 880 TRANSFERS OUT CAPITAL OUTLAY 915 BUILDINGS & IMPROVEMENTS 920 CAPITAL EQUIPMENT 930 VEHICLES & CONSTRUCTION EQUIP. 940 INFRASTRUCTURE - 562 - 3,754,301 100% (14,000) 12,000,000 100% (5,668,461) -457% 2,102,822 3% 12,174,662 12% 4% 91% 42% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES GEN. GOVT - WASTE MANAGEMENT FUND Agency 475 Org Supplies & Services Personal Services Title 4750 WASTE MANAGEMENT FUND $ Totals: $ - $ $ 288,758 288,758 Total Capital Outlay Expenditures $ $ - $ $ 288,758 288,758 Revenue $ $ 82,500 82,500 EXPENDITURES AND REVENUES BY AGENCY/OBJECT GEN. GOVT - WASTE MANAGEMENT FUND Agency 475 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % $199,458 $199,458 $199,458 $199,458 $ 199,458 $ Sub Total 82,500 $82,500 116,092 2,965 $119,057 82,500 $82,500 82,500 $82,500 $ 82,500 82,500 $ - 0% Total Resources $281,958 $318,515 $281,958 $281,958 $ 281,958 $ - 0% Subtotal 281,958 $281,958 75,866 $75,866 281,958 $281,958 281,258 $281,258 $ 288,758 288,758 $ (6,800) -2% (6,800) -2% Total Expenditures $281,958 $75,866 $281,958 $281,258 $ 288,758 $ (6,800) -2% Operating Balance (Rev. - Exp.) ($199,458) $43,191 ($199,458) ($198,758) $ (206,258) $ (6,800) -3% Ending Fund Balance (Resources - Exp.) $0 $242,649 $0 $700 $ (6,800) $ REVENUE 635 OTHER CHARGES FOR SERVICES 645 INTEREST EARNINGS DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 - - 0% 0% EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES 812 OTHER SERVICES (6,800) - 563 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TOTAL BUDGET BY PROGRAM FY 2001-02 GEN. GOVT - CAPITAL PROJECTS Agency 478 Supplies & Services Personal Services Org Title 4711 4713 4725 4734 CONTINGENCY INFRASTRUCTURE SYSTEMS JAIL POPULATION MANAGEMENT CAPITAL CARRYOVER $ Totals: - $ - Total Capital Outlay Expenditures $ 66,003,562 66,003,562 $ 66,003,562 66,003,562 Revenue $ 2,325,487 2,325,487 EXPENDITURES AND REVENUES BY AGENCY/OBJECT GEN. GOVT - CAPITAL PROJECTS Agency 478 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance $46,454,691 $45,298,088 $46,454,691 $46,454,691 $ 93,397,011 $ Sub Total 9,035,550 238,231,704 $247,267,254 130,000,000 $130,000,000 9,035,550 238,231,704 $247,267,254 9,035,550 130,000,000 $139,035,550 $ 2,325,487 2,325,487 $ Total Resources $293,721,945 $175,298,088 $293,721,945 $185,490,241 $ 95,722,498 $ (197,999,447) -67% Subtotal 46,454,691 $46,454,691 38,029,556 $38,029,556 46,454,691 $46,454,691 $0 $ - $ 46,454,691 46,454,691 100% 100% Subtotal 60,230,371 $60,230,371 43,871,521 $43,871,521 60,230,371 $60,230,371 66,003,562 $66,003,562 $ 66,003,562 66,003,562 $ (5,773,191) (5,773,191) -10% -10% Total Expenditures $106,685,062 $81,901,077 $106,685,062 $66,003,562 $ 66,003,562 $ 40,681,500 38% Operating Balance (Rev. - Exp.) $140,582,192 $48,098,923 $140,582,192 $73,031,988 $ (63,678,075) $ (204,260,267) -145% Ending Fund Balance (Resources - Exp.) $187,036,883 $93,397,011 $187,036,883 $119,486,679 $ 29,718,936 $ (157,317,947) REVENUE 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE 652 PROCEEDS OF FINANCING 46,942,320 % 101% 2,325,487 (9,035,550) -100% (238,231,704) -100% (244,941,767) -99% EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES 880 TRANSFERS OUT CAPITAL OUTLAY 915 BUILDINGS & IMPROVEMENTS - 564 - -84% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL BUDGET SCHEDULES HEALTH CARE MANDATES County Administrative Officer Deputy County Administrator Health Care Mandates Jack Patton, Director Financial Administrator Claims Notifications Mandates Administrator Resolution MISSION To provide medical eligibility and risk management services for Maricopa County and the Board of Supervisors so that they can ensure indigent residents receive health care coverage while controlling and reducing health care financial liability GOALS 20% reduction in indigent health care costs by FY2003 with appropriate access to health care for the indigents maintained: 1. Reduce exposure of County liability related to invalid in-patient notifications, 2. At least 90% in-patient approval rate within the 2-day retroactive period while reducing claims paid, 3. Reduce costs associated with claims resolution, binding arbitration, and litigation. Reduction in error rates for: 2a. Achieve an error rate of 3% or less on approvals as defined by the Arizona Health Care Cost Containment System (AHCCCS) for FY 2003. 2b. Reduce liability arising from inappropriate denials for FY 2003. Department of Medical Eligibility (DoME) and Health Care Mandates (HCM) will have the timely and accurate information needed to achieve the strategic goals for the County and the taxpayers for FY 2003. ISSUES Partnering and collaboration with the hospitals, Department of Economic Security, County Attorney, AHCCCS and internal/external partners, especially HCM and DoME is minimal - causing increases in claims and error rates and therefore increases the County’s financial risk. The impending financial crisis associated with financing of indigent health care is causing DoME and HCM to focus on managing risk and will challenge our departments to focus and direct process improvements while stabilizing our organization. Lack of valid, meaningful data will continue to inhibit the department’s ability to manage effectively, create change in areas of influence, and respond to future trends (i.e. demographics). The cultural change from social service providers to risk managers challenge DoME’s ability to sustain a qualified and educated workforce over the next two years. An exorbitant amount of claims which are largely not valid for the purpose of litigation are creating additional workload, cost and strained relations with hospitals which in turn could cause a fiscal crisis. External Forces including medical provider legal counsel, Proposition 200 and 204, population, reduced reimbursements are greatly increasing provider notifications, which dictates and results in increased financial liability for the County. Lack of judicial and legislative support, the County has experienced and will likely continue a massive increase of financial liability. - 565 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Due to decreases in reimbursement and precedents in settlements medical providers are expected to continue to pursue litigation which in turn will cause a financial drain on the County. Lack of operational procedures and their consistent application as well as inadequate integrated informational technology systems will continue to make it difficult for the department manage the County’s financial liability. Due to lack of judicial and legislative support, the County has experienced and will likely experience a massive increase of financial liability. POSITION DISTRIBUTION - 566 - POSITION DISTRIBUTION 39 HEALTH CARE MANDATES WORKING TITLE ADMINISTRATIVE ASSISTANT ADMINISTRATIVE COORDINATOR ADMINISTRATIVE SUPPORT ASSISTANT DIRECTOR BUSINESS ANALYST CONTRACT ADMINISTRATOR DATA ENTRY ANALYST DIRECTOR FILE CLERK FINANCIAL CLAIMS ANALYST FINANCIAL CLAIMS ANALYST LEAD FINANCIAL LIABILITY SUPERVISOR FINANCIAL RESEARCH ANALYST MAIL/FILE CLERK MEDICAL AUDIT REVIEW NURSE MEDICAL AUDIT REVIEW NURSE LEAD NOTIFICATION LEAD NOTIFICATION SPECIALIST NOTIFICATION/DATA ENTRY SUPERVISOR NOTIFICATION/DATA ENTRY TEAM LEAD PERSONNEL/PAYROLL COORDINATOR PROVIDER CLAIMS SUPERVISOR SENIOR DATA ENTRY ANALYST TOTAL FTE 1.0 1.0 1.0 1.0 1.0 1.0 10.0 1.0 1.0 12.0 2.0 1.0 7.0 2.0 4.0 1.0 3.0 23.0 1.0 1.0 1.0 1.0 1.0 78.0 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Total Department Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals* FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 231,608,512 $ 254,488,966 $ 261,580,780 $$ 212,694,423 $ 222,284,503 Special Revenue $$$$$ 1,500,000 $ 1,700,000 Total $ 231,608,512 $ 254,488,966 $ 261,580,780 $$ 214,194,423 $ 223,984,503 Total Mandated Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals* FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 221,761,243 $ 235,934,849 $ 245,972,368 $$ 210,247,858 $ 206,911,606 Special Revenue $$$$$$ 1,700,000 Total $ 221,761,243 $ 235,934,849 $ 245,972,368 $$ 210,247,858 $ 208,611,606 Special Revenue $$$$$$- Total $ 9,847,269 $ 18,554,117 $ 15,608,412 $$ 4,046,565 $ 15,372,897 DEPARTMENTAL BUDGET SCHEDULES MANDATE CONSOLIDATED FINANCIAL DATA *Included in Medical Eligibility for FY 1999-00. Total Non-Mandated Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals* FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 9,847,269 $ 18,554,117 $ 15,608,412 $$ 4,046,565 $ 15,372,897 *Included in Medical Eligibility for FY 1999-00. NOTE: Mandate financials do not include appropriated beginning fund balance, debt service, or eliminations. - 567 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES MANDATE INFORMATION AHCCCS ACUTE CARE CONTRIBUTION A.R.S. § 11-297 Tax levy for Medical Care; System Fund AUTHORITY Before 1981, the State of Arizona did not participate in the Federal Medicaid Program. HISTORY/ The State Legislature created the Arizona Health Care Cost Containment System BACKGROUND (AHCCCS), a Medicaid program which would bring Federal funds to the State, in MANDATE DESCRIPTION SERVICE LEVEL INFLUENTIAL COST FACTORS response to escalating costs for indigent health care. The State agency, AHCCCS, administers the program, which is organized as a managed care, capitated system. Maricopa County is required to contribute financial support to the State AHCCCS program to satisfy the Federal Medicaid matching requirement. The level of funding is set by the State Legislature. The total amount for the County contribution for the Acute Care "State match" is established in the State Health Omnibus Bill each year as part of budget negotiations. As of July 1, 2001, there are 569,442 members enrolled statewide in the AHCCCS acute care plan, 268,207 of which are residents of Maricopa County. AHCCCS enrollment is driven by the economic climate of the State of Arizona. AHCCCS Acute Care Contribution FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals* FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 38,659,237 $ 38,659,237 $ 38,659,237 $$ 38,659,236 $ 42,957,626 *Included in Medical Eligibility for FY 1999-00. - 568 - Special Revenue $$$$$$- Total $ 38,659,237 $ 38,659,237 $ 38,659,237 $$ 38,659,236 $ 42,957,626 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES MANDATE DESCRIPTION SERVICE LEVEL INFLUENTIAL COST FACTORS ALTCS program. The Arizona counties are responsible for paying nearly the entire Federal match requirement. County contributions are set annually by the State Legislature. Maricopa County is required to contribute financial support to the State long-term care program, as set forth by the State Legislature, based on the Federal match required for the program. As of July 1, 2001 statewide ALTCS membership was 31,993, with 17,863 being residents of Maricopa County. Growth in the eligible elderly population affects the size of the Federal match required each year. Arizona Long Term Care System Contribution (ALTCS) General Fund FY 1996-97 Actuals $ 79,688,358 FY 1997-98 Actuals $ 84,263,893 FY 1998-99 Actuals $ 92,812,208 FY 1999-00 Actuals* FY 2000-01 Estimate $ 91,784,692 FY 2001-02 Adopted Budget $ 101,077,241 Special Revenue $$$$$$- DEPARTMENTAL BUDGET SCHEDULES ARIZONA LONG TERM CARE SYSTEM CONTRIBUTION A.R.S. §11-297 Tax Levy for Medical Care; System Fund AUTHORITY The Arizona Long term Care System (ALTCS) is the long-term care program of the HISTORY/ State of Arizona's Medicaid program, which began in 1989 and operates as a BACKGROUND capitated, managed care system. The State agency, AHCCCS, administers the Total $ 79,688,358 $ 84,263,893 $ 92,812,208 $$ 91,784,692 $ 101,077,241 *Included in Medical Eligibility for FY 1999-00. GENERAL MENTAL HEALTH A.R.S. § 11-0291.01 Eligibility standards for indigent health services AUTHORITY Prior to the creation of AHCCCS, counties provided behavioral health services to HISTORY/ indigents who did not meet the criteria for serious mental illness. BACKGROUND Counties are required by State law to maintain the same level of behavioral health MANDATE services for indigents that were in place prior to the 1981 inception of the AHCCCS DESCRIPTION program. Maricopa County includes general mental services for the non-Seriously Mentally Ill population in its Intergovernmental Agreement (IGA) with the Arizona Department of Health Services (ADHS). General Mental Health FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals* FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 4,856,576 $ 4,856,576 $ 4,856,576 $$ 4,856,580 $ 4,856,576 Special Revenue $$$$$$- Total $ 4,856,576 $ 4,856,576 $ 4,856,576 $$ 4,856,580 $ 4,856,576 *Included in Medical Eligibility for FY 1999-00. - 569 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES INDIGENT SERIOUSLY MENTALLY ILL BEHAVIORAL HEALTH SERVICES 1989 Arizona Supreme Court Ruling, Arnold v. Sarn AUTHORITY In 1989, in the Arizona Supreme Court case Arnold v. Sarn, the Court granted class HISTORY/ action status to indigent seriously mentally ill (SMI) persons and ruled that both the BACKGROUND state and Maricopa County had failed to provide adequate services and funding for MANDATE DESCRIPTION SERVICE LEVEL INFLUENTIAL COST FACTORS Maricopa County's SMI population Maricopa County must contribute funding to the Arizona Department of Health Services via an Intergovernmental Agreement (IGA). The funding formula for this agreement is based on 1994 service related expenditures, adjusted annually by an inflationary formula. Approximately 11,000 SMI's reside in Maricopa County. Rate of inflation of medical-related components of the Consumer Price Index. Indigent Seriously Mentally Ill Behavioral Health Services General Fund FY 1996-97 Actuals $ 20,561,113 FY 1997-98 Actuals $ 20,551,128 FY 1998-99 Actuals $ 23,963,397 FY 1999-00 Actuals* $FY 2000-01 Estimate $ 24,239,440 FY 2001-02 Adopted Budget $ 25,800,000 Special Revenue $$$$$$- Total $ 20,561,113 $ 20,551,128 $ 23,963,397 $$ 24,239,440 $ 25,800,000 *Included in Medical Eligibility for FY 1999-00. LONG TERM CARE RESIDUAL POPULATION A.R.S. 11-293 County AUTHORITY HISTORY/ BACKGROUND MANDATE DESCRIPTION SERVICE LEVEL INFLUENTIAL COST FACTORS Long Term Care Services; A.R.S. § 11-293.01 County Adult Foster Care Program Before the inception of ALTCS in 1989, the County provided long term care services to the elderly indigent population. The County has residual responsibility to provide long term care services to clients who met County indigent standards at the time the ALTCS program, was adopted, but who did not meet ALTCS standards. The fiscal year 2001 population projection for this program is 39 clients. The residual population for this program is declining and will cease to exist over time. Long Term Care Residual Population FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals* FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 2,164,720 $ 3,640,533 $ 3,775,087 $$ 370,118 $ 397,528 *Included in Medical Eligibility for FY 1999-00. - 570 - Special Revenue $$$$$$- Total $ 2,164,720 $ 3,640,533 $ 3,775,087 $$ 370,118 $ 397,528 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES HISTORY/ BACKGROUND MANDATE DESCRIPTION indigent health services; ARS 11-297 Hospital treatment application; indigence standards; erroneous determinations; care at a private or university hospital; A.R.S. Title 36, Chapter 29, Article 1 Arizona Health Care Cost Containment System (AHCCCS); Baca v Campbell, CV 78-360 Affirms the right for an applicant to complete a written application and be provided with written notice of the decision and reason(s) for the decision; Perez v Maricopa County, CV 87-02038 Orders an appeal and hearing process for disputed eligibility or claims determinations. The Department of Medical Eligibility was created over 40 years ago to determine financial eligibility for medical coverage under County responsibility. Changes in statutes in 1968 further defined County responsibility for provision of medical care when Counties had sole responsibility and liability for cost of care provided to indigents prior the implementation of the AHCCCS program. Statutory changes in 1998 added responsibilities to Counties for performing eligibility determinations for the AHCCCS program while retaining County liability and determination requirements. A contingency reserve was allocated within the Health Care Mandates budget to support operational costs associated with organizational and technological reengineering within the Department of Medical Eligibility. Department of Medical Eligibility Contingency Reserve FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals* FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $$ 1,000,000 $ 2,119,762 $$$- Special Revenue $$$$$$- DEPARTMENTAL BUDGET SCHEDULES DEPARTMENT OF MEDICAL ELIGIBILITY CONTINGENCY RESERVE A.R.S. 11-201 Hospitalization and medical care of indigent sick; eligibility standards for AUTHORITY Total $$ 1,000,000 $ 2,119,762 $$$- *Included in Medical Eligibility for FY 1999-00. - 571 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES ARNOLD V. SARN IGA/COURT ORDER LITIGATION COSTS 1989 Arizona Supreme Court Ruling, Arnold v. Sarn AUTHORITY In 1989, in the Arizona Court case Arnold v. Sarn, the Court granted class action HISTORY/ status to indigent seriously mentally ill (SMI) persons and ruled that both the State and BACKGROUND County had failed to provide adequate services and funding for Maricopa County’s SMI MANDATE DESCRIPTION population. The Court ordered the establishment of a Court Monitor to oversee compliance with the Court Order. These costs are shared with the State of Arizona. In addition, the Court ordered the state and county defendants to share the legal costs of the Plaintiff’s counsel. Maricopa County is responsible for paying one-fourth of the Plaintiff’s fees and onethird of the Court Monitor’s budget. In addition, the County pays outside counsel legal fees associated with the Arnold v. Sarn defense. Arnold v. Sarn IGA Court Order Litigation Costs FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals* FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 232,241 $ 197,758 $ 250,000 $$ 129,262 $ 215,000 Special Revenue $$$$$$- Total $ 232,241 $ 197,758 $ 250,000 $$ 129,262 $ 215,000 *Included in Medical Eligibility for FY 1999-00. PRE-AHCCCS MEDICAL CLAIMS EXPENSE A.R.S. § 22-291 Counties Responsible for care of indigent sick AUTHORITY Arizona Counties are responsible for the medical care of indigents. Although the HISTORY/ creation of AHCCCS diverted much of that responsibility, the County has residual BACKGROUND responsibility for emergent services to indigents during the window between the time MANDATE DESCRIPTION such services begin until 48 hours prior to the time AHCCCS is notified of eligibility. AHCCCS will assume responsibility for emergent services for eligible enrollees for a period up to 48 hours prior to County notification of eligibility. Services rendered before the restrictive period are the responsibility of the County. Pre-AHCCCS Medical Claims Expense General Fund FY 1996-97 Actuals $ 13,822,897 FY 1997-98 Actuals $ 17,989,623 FY 1998-99 Actuals $ 14,410,000 FY 1999-00 Actuals* $FY 2000-01 Estimate $ 10,091,956 FY 2001-02 Adopted Budget $ 5,687,500 *Included in Medical Eligibility for FY 1999-00. - 572 - Special Revenue $$$$$$- Total $ 13,822,897 $ 17,989,623 $ 14,410,000 $$ 10,091,956 $ 5,687,500 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES MANDATE DESCRIPTION services begin until 48-hours prior to the time AHCCCS is notified of eligibility. Payment claims for such services are submitted to the Department of Medical Eligibility. For a variety of reasons, many claims are denied and hospitals file lawsuits against the County contesting these denial decisions. In past years, settlements have been reached between the County and hospitals to resolve these disputes. AHCCCS will assume responsibility for emergent services for eligible enrollees for a period up to 48 hours prior to County notification of eligibility. Services rendered before the restrictive period are the responsibility of the County. Pre-AHCCCS Outside Hospital Settlements General Fund FY 1996-97 Actuals $FY 1997-98 Actuals $ 3,000,000 FY 1998-99 Actuals $ 3,000,000 FY 1999-00 Actuals* $FY 2000-01 Estimate $ 3,722,790 FY 2001-02 Adopted Budget $ 21,102,235 Special Revenue $$$$$$- DEPARTMENTAL BUDGET SCHEDULES PRE-AHCCCS OUTSIDE HOSPITAL SETTLEMENTS Arizona Status §11-297, uncodified sections of Senate Bill 1577. AUTHORITY Arizona Counties are responsible for the medical care of indigents. Although the HISTORY/ creation of AHCCCS diverted much of that responsibility, the County has residual BACKGROUND responsibility for emergent services to indigents during the window between time such Total $$ 3,000,000 $ 3,000,000 $$ 3,722,790 $ 21,102,235 *Included in Medical Eligibility for FY 1999-00. MENTAL HEALTH ORDERS; MENTAL HEALTH TESTIMONY ARS 36-545.04; Maricopa County/ ADHS IGA, paragraph 2.2.1 AUTHORITY Under the authority of the Arizona Revised Statutes and the Phoenix City Charter, the HISTORY/ City of Phoenix may charge Maricopa County for the cost of service of process of BACKGROUND mental health detention orders. In addition, as a result of the Arnold v. Sarn MANDATE DESCRIPTION Intergovernmental Agreement (IGA) between the Arizona Department of Health Services (Department) and Maricopa County, the County delegated to the Department responsibility for many behavioral health activities related to the involuntary commitment process. However, per the IGA, “To the extent obligated by law, the County shall retain financial responsibility for Court proceeding expenses for commitment actions brought under Title 36, including, but not limited to, the costs of independent evaluators…” Independent evaluators provide mental health testimony in support of petitions for involuntary commitments. Maricopa County must pay for the cost of mental health pickup orders and the cost of mental health testimony independent evaluators. Mental Health Orders; Mental Health Testimony General Fund FY 1996-97 Actuals $FY 1997-98 Actuals $FY 1998-99 Actuals $ 350,000 FY 1999-00 Actuals* $FY 2000-01 Estimate $ 219,949 FY 2001-02 Adopted Budget $ 270,000 Special Revenue $$$$$$- Total $$$ 350,000 $$ 219,949 $ 270,000 *Included in Medical Eligibility for FY 1999-00. - 573 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES PSYCHIATRIC TEACHING PROGRAM 1989 Arizona Supreme Court Ruling, Arnold v. Sarn; Court Order; Monitor’s decision AUTHORITY HISTORY/ BACKGROUND MANDATE DESCRIPTION regarding mediation, August 31, 1993. In 1989, in the Arizona Court case Arnold v. Sarn, the Court granted class action status to indigent seriously mentally ill (SMI) persons and ruled that both the State and County had failed to provide adequate services and funding for Maricopa County’s SMI population. In the 1993 Monitor’s decision re: mediation, the Court Monitor determined “…that Maricopa shall continue to provide at least the same level of service to class members through the residency program as it provided in FY 19921993…” Maricopa County must continue to fund the psychiatric residency program at the same level as provided in FY 1992-1993. Psychiatric Teaching Program General Fund FY 1996-97 Actuals $ 3,547,901 FY 1997-98 Actuals $ 3,547,901 FY 1998-99 Actuals $ 3,547,901 FY 1999-00 Actuals* $FY 2000-01 Estimate $ 3,547,898 FY 2001-02 Adopted Budget $ 3,547,900 Special Revenue $$$$$$- Total $ 3,547,901 $ 3,547,901 $ 3,547,901 $$ 3,547,898 $ 3,547,900 *Included in Medical Eligibility for FY 1999-00. MMC/TB PAYMENTS A.R.S. AUTHORITY HISTORY/ BACKGROUND MANDATE DESCRIPTION § 11-302 provides that Counties shall provide for the care of indigent individuals with tuberculosis. Based on need and capacity in other facilities, the Public Health Department may refer tuberculosis patients to Maricopa Medical Center (MMC) for care under quarantine. The Health Care Mandates Department reviews and pays for MMC claims under these circumstances. Maricopa County must continue to provide facilities to house indigent tuberculosis patients where active medical care or monitoring is needed. Public Health TB Hospitalization FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals* FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $$$$$$ 1,000,000 *Included in Medical Eligibility for FY 1999-00. - 574 - Special Revenue $$$$$$- Total $$$$$$ 1,000,000 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES MANDATE DESCRIPTION provides such services. The Health Care Mandates Department, in conjunction with the Correctional Health Department, reviews the claims and determines the appropriate amount of payment to MMC. Maricopa County must continue to provide medical services to detainees in County jails. Where inpatient services are necessary, MMC provide the most cost-effective source of medical services to the County. Correctional Health Claims FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals* FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $$$$$$- Special Revenue $$$$$ 1,378,134 $ 1,700,000 Total $$$$$ 1,378,134 $ 1,700,000 DEPARTMENTAL BUDGET SCHEDULES MMC/CORRECTIONAL HEALTH PAYMENTS A.R.S. § 11-251(8) AUTHORITY Pursuant to A.R.S. § 11-251(8), Counties are authorized to provide for jails. Where HISTORY/ inmates in County jails need emergency medical attention or inpatient care, the BACKGROUND County must provide those services. Maricopa Medical Center (MMC) currently *Included in Medical Eligibility for FY 1999-00. - 575 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED HEALTH CARE MANDATES Department 39 FUND TYPE GENERAL FUND SPECIAL REVENUE SUB-TOTAL TOTAL FUNDS Personal Services 2,446,064 $ 2,446,064 $ 2,446,064 $ Supplies & Services 219,838,439 1,700,000 $ 221,538,439 $ 221,538,439 $ Capital Outlay $ $ - $ Total Expenses $ 222,284,503 1,700,000 $ 223,984,503 $ 223,984,503 Total Revenue $ 93,044 $ 93,044 $ 93,044 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT HEALTH CARE MANDATES Department 39 FY 00-01 Final Adopted FY 00-01 Revised FY 00-01 Projected FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 638 PATIENT SERVICE REVENUE 680 TRANSFERS IN Sub Total $ 93,044 54,677,600 54,770,644 $ 93,044 54,677,600 54,770,644 $ 91,922 54,677,600 54,769,522 $ 93,044 93,044 $ 93,044 93,044 $ (54,677,600) (54,677,600) 0% -100% -100% $ 54,770,644 $ 54,770,644 $ 54,769,522 $ 93,044 $ 93,044 $ (54,677,600) -100% EXPENDITURES PERSONAL SERVICES $ 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 796 PERSONAL SERVICES ALLOC.-IN Subtotal $ 1,184,007 $ 15,000 30,000 282,914 93,798 1,605,719 $ 1,874,637 $ 15,000 30,000 450,910 2,370,547 $ 1,874,423 $ 15,000 30,000 451,123 2,370,546 $ 1,900,970 $ 15,000 53,500 476,594 2,446,064 $ 1,900,970 $ 15,000 53,500 476,594 2,446,064 $ (26,333) (23,500) (25,684) (75,517) -1% 0% -78% -6% SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 803 FUEL 810 LEGAL SERVICES 811 HEALTH CARE SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 830 INTERGOVERNMENTAL PAYMENTS 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 845 SUPPORT & CARE OF PERSONS 850 UTILITIES 880 TRANSFERS OUT Subtotal $ 137,717 $ 16,932 200 3,485,812 16,103,360 1,464,475 74,000 5,000 221,509,434 7,986 5,058 97,000 253,168 3,000 10,864,401 254,027,543 $ 137,718 $ 16,932 200 3,485,812 16,103,360 1,456,877 74,000 5,000 220,744,605 15,584 5,058 97,000 253,168 3,000 10,864,401 253,262,715 $ 53,887 $ 16,932 3,256,812 12,720,000 1,503,877 74,000 5,000 219,588,412 15,649 5,120 50,000 253,168 7,175,248 244,718,105 $ 52,906 $ 18,096 18,177,235 7,857,500 1,490,128 25,000 5,000 175,006,443 380,939 5,058 100,000 270,471 25,000 18,124,663 221,538,439 $ 52,906 $ 18,096 18,177,235 7,857,500 1,490,128 25,000 5,000 175,006,443 380,939 5,058 100,000 270,471 25,000 18,124,663 221,538,439 $ 84,812 (1,164) 200 (14,691,423) 8,245,860 (33,251) 49,000 45,738,162 (365,355) (3,000) (17,303) (22,000) (7,260,262) 31,724,276 62% -7% 100% -421% 51% -2% 66% 0% 21% -2344% 0% -3% -7% -733% -67% 13% Subtotal $ 43,500 43,500 $ 43,500 43,500 $ 43,500 43,500 $ - $ - $ 43,500 43,500 100% 100% $ 255,676,762 $ 255,676,762 $ 247,132,151 $ 223,984,503 $ 223,984,503 $ 31,692,259 12% Total Resources CAPITAL OUTLAY 920 CAPITAL EQUIPMENT Total Expenditures - 576 - -3% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES HEALTH CARE MANDATES Agency 390 Personal Services Org Title 3910 3920 3930 3940 3950 3960 3965 3970 3980 3990 3999 ADMINISTRATION $ 2,446,064 AHCCCS AHCCCS CONTRIBUTION MENTAL HEALTH SERVICES MMC TEACHING PROGRAM SUBSIDY DISPROSHARE PUBLIC HEALTH TB HOSPITALIZATION SAIL GRANT MATCH LONG TERM CARE RESIDUAL PRE-AHCCCS CLAIMS MIHS OPERATING SUBSIDY Totals: $ 2,446,064 Supplies & Services $ 2,068,114 43,082,626 101,077,241 31,141,576 3,547,900 1,000,000 686,463 304,484 23,789,735 13,140,300 $ 219,838,439 Total Capital Outlay Expenditures $ - $ $ Revenue 4,514,178 43,082,626 101,077,241 31,141,576 3,547,900 1,000,000 686,463 304,484 23,789,735 13,140,300 $ 222,284,503 $ 93,044 93,044 $ DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 EXPENDITURES AND REVENUES BY AGENCY/OBJECT HEALTH CARE MANDATES Agency 390 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 638 PATIENT SERVICE REVENUE 680 TRANSFERS IN Sub Total 93,044 54,677,600 $54,770,644 91,922 54,677,600 $54,769,522 93,044 54,677,600 $54,770,644 93,044 $93,044 $ 93,044 93,044 Total Resources $54,770,644 $54,769,522 $54,770,644 $93,044 $ 93,044 Subtotal $1,184,007 15,000 30,000 282,914 93,798 $1,605,719 $1,874,423 15,000 30,000 451,123 $2,370,546 $1,874,637 15,000 30,000 450,910 $2,370,547 $1,900,970 $ 15,000 53,500 476,594 $2,446,064 $ 1,900,970 15,000 53,500 476,594 2,446,064 Subtotal $137,717 16,932 200 3,485,812 11,928,360 1,464,475 74,000 5,000 221,509,434 7,986 5,058 97,000 253,168 3,000 10,864,401 $249,852,543 $53,887 16,932 3,256,812 11,220,000 1,503,877 74,000 5,000 219,588,412 15,649 5,120 50,000 253,168 7,175,248 $243,218,105 $137,718 16,932 200 3,485,812 11,928,360 1,456,877 74,000 5,000 220,744,605 15,584 5,058 97,000 253,168 3,000 10,864,401 $249,087,715 $52,906 $ 18,096 18,177,235 6,157,500 1,490,128 25,000 5,000 175,006,443 380,939 5,058 100,000 270,471 25,000 18,124,663 $219,838,439 $ Subtotal 43,500 $43,500 43,500 $43,500 43,500 $43,500 $0 $ - $ 43,500 43,500 100% 100% Total Expenditures $251,501,762 $245,632,151 $251,501,762 $222,284,503 $ 222,284,503 $ 29,217,259 12% Operating Balance (Rev. - Exp.) ($196,731,118) ($190,862,629) ($196,731,118) ($222,191,459) $ (222,191,459) $ (25,460,341) -13% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 796 PERSONAL SERVICES ALLOC.-IN SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 803 FUEL 810 LEGAL SERVICES 811 HEALTH CARE SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 830 INTERGOVERNMENTAL PAYMENTS 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 845 SUPPORT & CARE OF PERSONS 850 UTILITIES 880 TRANSFERS OUT CAPITAL OUTLAY 920 CAPITAL EQUIPMENT $ (54,677,600) (54,677,600) 0% -100% -100% $ (54,677,600) -100% $ (26,333) (23,500) (25,684) (75,517) -1% 0% -78% -6% $ 52,906 $ 18,096 18,177,235 6,157,500 1,490,128 25,000 5,000 175,006,443 380,939 5,058 100,000 270,471 25,000 18,124,663 219,838,439 $ -3% 84,812 62% (1,164) -7% 200 100% (14,691,423) -421% 5,770,860 48% (33,251) -2% 49,000 66% 0% 45,738,162 21% (365,355) -2344% 0% (3,000) -3% (17,303) -7% (22,000) -733% (7,260,262) -67% 29,249,276 12% - 577 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TOTAL BUDGET BY PROGRAM FY 2001-02 HEALTH CARE MANDATES - DETENTION FUND Agency 392 Org Personal Services Title 3975 CORRECTIONAL HEALTH CLAIMS $ Totals: $ - Supplies & Services $ $ 1,700,000 1,700,000 Total Capital Outlay Expenditures $ $ - $ 1,700,000 $ 1,700,000 Revenue $ $ - EXPENDITURES AND REVENUES BY AGENCY/OBJECT HEALTH CARE MANDATES - DETENTION FUND Agency 392 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES 811 HEALTH CARE SERVICES - 578 - Subtotal 4,175,000 $4,175,000 1,500,000 $1,500,000 4,175,000 $4,175,000 1,700,000 $1,700,000 $ 1,700,000 1,700,000 $ 2,475,000 59% 2,475,000 59% Total Expenditures $4,175,000 $1,500,000 $4,175,000 $1,700,000 $ 1,700,000 $ 2,475,000 59% Operating Balance (Rev. - Exp.) ($4,175,000) ($1,500,000) ($4,175,000) ($1,700,000) $ (1,700,000) $ 2,475,000 59% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL BUDGET SCHEDULES HOUSING County Administrative Officer Chief Community Services Officer Housing Jim Satterwhite, Director Deputy Director Applications Resident Initiatives Low-Rent Program Modernization / Development Leased Housing Program Program Monitoring & Compliance Special Projects Office Administration Finance MISSION The Mission of the Maricopa County Housing Department is to increase the supply of and maintain existing affordable rental housing for low-income households who cannot afford to pay market rents and promote training, educational opportunities and economic self-sufficiency so they can become homeowners. GOALS Empower housing residents to make decisions that will improve their economic standing and eventually lead to homeownership By September 2002, achieve a score of 90 or more from Housing and Urban Development (HUD) according to their annual review criteria By January 2004, increase the number of agency managed/owned properties from 827 to 1027 utilizing funding other than from HUD By fiscal year 2004, 95% of residents surveyed express satisfaction with Housing Promote a motivating work environment with a capable and efficient team of employees to operate as a customer friendly and fiscally prudent leader in the affordable housing industry as evidenced by comparison to the overall satisfaction results of the County By December 2003, reduce drug and criminal activity at our properties by 5% Operate all housing programs so that income will exceed expenditures and program reserves ISSUES Reduction in reliance upon HUD funding will require us to develop additional affordable housing, maintain current inventory and complete capital improvements using alternative funding sources. Neighborhood resistance to affordable housing will create new opportunities to partner with community and other planning groups. Recruiting and retaining knowledgeable, competent staff will require keener marketing efforts and a more professional, enriching environment in which to work. Partnering with agencies that provide our clients with credit counseling, job training, basic education and budget classes and maintenance skills training for eventual homeownership will decrease client reliance - 579 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES upon the department. Explosive growth will demand one-touch, immediate response information systems and take its toll on staffing, morale, and the ability to meet changing environments quickly. Availability of reliable computer software system vendors will challenge our ability to meet the everchanging HUD guidelines and technological advancements to conduct our business electronically. Land affordability may limit the success rate of affordable housing development, causing us to seek public lands and legislative changes. Needs of the elderly will redirect our focus from independent living to affordable congregate and shared living arrangements. PERFORMANCE MEASURES Performance Measures Low Rent HQS Inspections Section 8 HQS Inspections Emergency work orders completed Routine (days) – work orders Low Rent Occupancy Section 8 Occupancy UnitTurn-around (days) Modernization Expenditures Rent Collections FY 99 Actual 100% 100% 100% 24 98% 75% 21 80% 96% FY 00 Actual 100% N/A 100% 1.16 98% N/A 28 80% N/A FY 01 Actual 100% N/A 100% 1.4 98% N/A 28 80% 99% FY 02 Projected 100% N/A 100% 2 98% N/A 20 80% 98% POSITION DISTRIBUTION POSITION DISTRIBUTION 66 HOUSING WORKING TITLE ACCOUNTANT ADMINISTRATIVE ASSISTANT ASSISTANT BUYER ASSISTANT MANAGER BUILDING INSPECTOR BUYER CLERK COMMUNITY SERVICES MANAGER DEPUTY DIRECTOR DRUG ELIMINATION COORDINATOR EXECUTIVE ASSISTANT EXECUTIVE DIRECTOR FINANCE DIRECTOR HOUSING CLERK HOUSING MANAGER HOUSING SPECIALIST MIS ASSISTANT MIS COORDINATOR MOD/MAINTENANCE MANAGER OFFICE SITE CLERK PROGRAM ASSISTNCE REP I PUBLIC HOUSING SUPERVISOR RECEPTIONIST RESIDENT TRAINEE SECTION 8 APPL. COORDINATOR SECTION 8 LEASING SUPERVISOR SECTION 8 SUPERVISOR TRADES GENERALIST TRADES LEAD WAIT LIST COORDINATOR TOTAL - 580 - FTE 3.0 2.0 1.0 4.0 2.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 4.0 5.0 1.0 1.0 1.0 3.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 16.0 4.0 1.0 64.0 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Total Department Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget Special Revenue N/A $ 10,706,358 $ 7,878,206 $ 6,946,806 $ 8,749,266 $ 11,429,508 Total Non-Mandated Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget Special Revenue N/A $ 10,706,358 $ 7,878,206 $ 6,946,806 $ 8,749,266 $ 11,429,508 Total N/A $ 10,706,358 $ 7,878,206 $ 6,946,806 $ 8,749,266 $ 11,429,508 Total N/A $ 10,706,358 $ 7,878,206 $ 6,946,806 $ 8,749,266 $ 11,429,508 DEPARTMENTAL BUDGET SCHEDULES MANDATE CONSOLIDATED FINANCIAL DATA NOTE: Mandate financials do not include appropriated beginning fund balance, debt service, or eliminations. - 581 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED HOUSING Department 66 FUND TYPE SPECIAL REVENUE SUB-TOTAL TOTAL FUNDS Personal Services 2,427,261 $ 2,427,261 $ 2,427,261 Supplies & Services 7,641,417 $ 7,641,417 $ 7,641,417 Capital Outlay 1,360,830 $ 1,360,830 $ 1,360,830 Total Expenses 11,429,508 $ 11,429,508 $ 11,429,508 Total Revenue 11,429,508 $ 11,429,508 $ 11,429,508 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT HOUSING Department 66 FY 00-01 Final Adopted FY 00-01 Revised FY 00-01 Projected FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 615 GRANTS Sub Total $ 16,427,780 16,427,780 $ 16,427,780 16,427,780 $ 8,749,266 8,749,266 $ 11,429,508 11,429,508 $ 11,429,508 11,429,508 $ (4,998,272) (4,998,272) -30% -30% $ 16,427,780 $ 16,427,780 $ 8,749,266 $ 11,429,508 $ 11,429,508 $ (4,998,272) -30% EXPENDITURES PERSONAL SERVICES $ 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 795 PERSONAL SERVICES ALLOC.-OUT 796 PERSONAL SERVICES ALLOC.-IN Subtotal $ 1,990,654 $ 404,068 (2,394,722) 2,394,722 2,394,722 $ 1,981,227 $ 413,495 (2,394,722) 2,394,722 2,394,722 $ 1,377,279 $ 17,859 6,470 291,417 3,493 (1,696,518) 1,696,518 1,696,518 $ 2,108,416 $ 497,057 (2,394,722) 2,394,722 2,605,473 $ 1,931,400 $ 495,861 (2,427,261) 2,427,261 2,427,261 $ 49,827 (82,366) 32,539 (32,539) (32,539) 3% SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 803 FUEL 810 LEGAL SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 845 SUPPORT & CARE OF PERSONS 850 UTILITIES 880 TRANSFERS OUT Subtotal $ 500,986 $ 17,500 9,670 120,700 36,000 24,750 147,441 26,500 5,200,000 1,124,433 84,298 7,292,278 $ 500,986 $ 17,500 9,670 120,700 36,000 24,750 147,441 26,500 5,200,000 1,124,433 84,298 7,292,278 $ 250,488 $ 8,748 4,834 48,546 18,000 24,174 67,811 13,248 2,599,998 562,215 84,298 3,682,360 $ 345,719 $ 16,266 18,893 475,000 36,000 24,750 30,000 5,385,000 1,063,124 68,453 7,463,205 $ 345,589 $ 16,266 440,299 36,000 24,850 231,806 30,000 5,385,000 1,063,124 68,483 7,641,417 $ 155,397 1,234 9,670 (319,599) (100) (84,365) (3,500) (185,000) 61,309 15,815 (349,139) 31% 7% 100% -265% 0% 0% -57% -13% -4% 5% 19% -5% CAPITAL OUTLAY 915 BUILDINGS & IMPROVEMENTS Subtotal $ 6,740,780 6,740,780 $ 6,740,780 6,740,780 $ 3,370,388 3,370,388 $ 1,360,830 1,360,830 $ 1,360,830 1,360,830 $ 5,379,950 5,379,950 80% 80% $ 16,427,780 $ 16,427,780 $ 8,749,266 $ 11,429,508 $ 11,429,508 $ 4,998,272 30% Total Resources Total Expenditures - 582 - -20% 1% -1% -1% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES HOUSING GRANTS Agency 661 Personal Services Org Title 6610 6620 6630 6650 6680 LOW RENT/CONVENTIONAL SEC 8 CERTIFICATE ROSS GRANT DRUG ELIMINATION PROGRAM COMPREHENSIVE GRANT PROGRAM $ Totals: $ Supplies & Services 2,427,261 2,427,261 $ 1,544,144 5,517,894 162,231 370,792 46,356 7,641,417 $ Total Capital Outlay Expenditures $ $ 1,360,830 1,360,830 $ 1,544,144 5,517,894 162,231 370,792 3,834,447 $ 11,429,508 Revenue $ 3,247,512 6,250,000 166,166 405,000 1,360,830 $ 11,429,508 EXPENDITURES AND REVENUES BY AGENCY/OBJECT DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 HOUSING GRANTS Agency 661 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 615 GRANTS Sub Total 16,427,780 $16,427,780 8,749,266 $8,749,266 16,427,780 $16,427,780 11,429,508 $11,429,508 $ 11,429,508 11,429,508 $ (4,998,272) (4,998,272) -30% -30% Total Resources $16,427,780 $8,749,266 $16,427,780 $11,429,508 $ 11,429,508 $ (4,998,272) -30% Subtotal 2,394,722 $2,394,722 1,696,518 $1,696,518 2,394,722 $2,394,722 2,394,722 $2,394,722 $ 2,427,261 2,427,261 $ (32,539) (32,539) -1% -1% Subtotal $500,986 17,500 9,670 120,700 36,000 24,750 147,441 26,500 5,200,000 1,124,433 84,298 $7,292,278 $250,488 8,748 4,834 48,546 18,000 24,174 67,811 13,248 2,599,998 562,215 84,298 $3,682,360 $500,986 17,500 9,670 120,700 36,000 24,750 147,441 26,500 5,200,000 1,124,433 84,298 $7,292,278 $345,719 $ 16,266 18,893 475,000 36,000 24,750 30,000 5,385,000 1,063,124 68,453 $7,463,205 $ 345,589 $ 16,266 440,299 36,000 24,850 231,806 30,000 5,385,000 1,063,124 68,483 7,641,417 $ 155,397 31% 1,234 7% 9,670 100% (319,599) -265% 0% (100) 0% (84,365) -57% (3,500) -13% (185,000) -4% 61,309 5% 15,815 19% (349,139) -5% Subtotal 6,740,780 $6,740,780 3,370,388 $3,370,388 6,740,780 $6,740,780 1,360,830 $1,360,830 $ 1,360,830 1,360,830 $ 5,379,950 5,379,950 80% 80% Total Expenditures $16,427,780 $8,749,266 $16,427,780 $11,218,757 $ 11,429,508 $ 4,998,272 30% Operating Balance (Rev. - Exp.) $0 $0 $0 $210,751 $ - $ - EXPENDITURES PERSONAL SERVICES 796 PERSONAL SERVICES ALLOC.-IN SUPPLIES & SERVICES 801 GENERAL SUPPLIES 803 FUEL 810 LEGAL SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 845 SUPPORT & CARE OF PERSONS 850 UTILITIES 880 TRANSFERS OUT CAPITAL OUTLAY 915 BUILDINGS & IMPROVEMENTS - 583 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TOTAL BUDGET BY PROGRAM FY 2001-02 HOUSING PAYROLL Agency 662 Org 6690 Personal Services Title HOUSING PAYROLL $ Totals: $ Supplies & Services (0) $ (0) $ - Total Capital Outlay Expenditures $ $ - $ $ Revenue (0) $ (0) $ - EXPENDITURES AND REVENUES BY AGENCY/OBJECT HOUSING PAYROLL Agency 662 FY 00-01 Final Adopted EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 795 PERSONAL SERVICES ALLOC.-OUT FY 00-01 Projected FY 00-01 Revised $1,990,654 404,068 (2,394,722) $0 $1,377,279 17,859 6,470 291,417 3,493 (1,696,518) ($0) Total Expenditures $0 ($0) Operating Balance (Rev. - Exp.) ($0) $0 Subtotal FY 01-02 Requested $1,981,227 413,495 (2,394,722) $0 FY 01-02 Adopted Variance % $2,108,416 $ 497,057 (2,394,722) $210,751 $ 1,931,400 $ 495,861 (2,427,261) (0) $ 49,827 3% (82,366) -20% 32,539 1% 0 269% $0 $210,751 $ (0) $ 0 269% ($0) ($210,751) $ 0 $ 0 269% SUPPLIES & SERVICES - 584 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL BUDGET SCHEDULES HUMAN RESOURCES County Administrative Officer Deputy County Administrator Human Resources Sue Wybraniec, Director Administration Total Compensation Business Performance Workforce Planning Corporate Initiatives 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 that they can achieve their business goals. GOALS By June, 2002, our internal customers will report that Human Resources' services and delivery methods have been redefined and redesigned so that they meet the emerging business needs of their department/agency. By 2002, the Human Resources Department will have implemented a responsive, flexible, and competitive total compensation and benefits program, managed within available resources, so that the number of employees leaving voluntarily due to compensation issues is reduced. By December 2003, the Human Resources Department will demonstrate corporate leadership through performance consulting and innovative transactional support as indicated by results achieved, customer reporting, and active partnership in departmental strategic and business planning. - 585 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES PERFORMANCE MEASURES - 586 - 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 customers satisfied with service Percentage of employees satisfied with optional programs Average county employment during period Ratio HR staff per 100 employees Cost of HR per employee Number of separations Voluntary turnover Supervisors' & Managers' - # of participants Supervisors' & Managers' - % who believe program worthwhile Supervisors' & Managers' - % improv in ability to do job 6-mo post Employee Development - # enrolled in Employee Development - % customer sat. with course Organizational Change - % customer sat. w/ consulting FY 99 Actual 3,154 20 10 100.0% 100.0% 6 75,130 100% N/A 288,613 23,377 0.7% 2.0% 11,483 455 N/A N/A 22,664 45.00% $3,069 83.0% 80.0% 63.0% 14,283 0.5 $257 2,185 12.2% 230 N/A N/A 1,841 N/A N/A FY 00 Actual 1,413 19 22 100% 45% 3 72,630 N/A 294,821 0.55% N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 13,885 0.5 N/A 2,667 N/A 245 N/A 22% 2,688 94% N/A FY 01 FY 02 Actual Projected 5677 N/A 26 N/A 43 N/A 100% N/A 65% N/A 7 N/A 79,770 N/A 66% 100% N/A N/A 313252 N/A 21,891 N/A 0.51% N/A 0.80% N/A 13,154 N/A 510 N/A 64% N/A N/A N/A 31,205 N/A 51% N/A 2,653 N/A 87% N/A 92% N/A 74% N/A 13,454 N/A 0.5 N/A $284 N/A 2,951 N/A 2,029 N/A 156 N/A 99% N/A 21% N/A 4,148 N/A 96% N/A 100% N/A MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES POSITION DISTRIBUTION 31 HUMAN RESOURCES WORKING TITLE ADMINISTRATIVE ASSISTANT ADMINISTRATIVE COORDINATOR BENEFITS ADMINISTRATOR BENEFITS COORDINATOR BENEFITS MANAGEMENT ANALYST BENEFITS MANAGER BUSINESS MANAGER CASE MANAGEMENT SUPERVISOR CASE MANAGER COMPENSATION ANALYST COMPENSATION COORDINATOR COMPENSATION MANAGER COMPENSATION SERVICES ASST CONSULTANT CUSTOMER SERVICE REPRESENTATIVE CUSTOMER SERVICE SUPERVISOR DATABASE ADMINISTRATOR DISABILITY COORDINATOR EAP COUNSELOR EMPLOYEE INFORMATION SRVCS MANAGER EMPLOYEE PROGRAMS MANAGER EMPLOYEE RECORDS ASSISTANT EMPLOYEE RECORDS COORDINATOR EMPLOYEE RECORDS SUPERVISOR EMPLOYEE RELATIONS SUPERVISOR EMPLOYMENT EXAM ASSISTANT EMPLOYMENT SERVICES ANALYST EMPLOYMENT SERVICES ASSISTANT EMPLOYMENT SERVICES MANAGER ERGONOMICS SPECIALIST EXAM AND SUPPORT SUPERVISOR FISCAL CONSULTANT HUMAN RESOURCES ASSISTANT HUMAN RESOURCES CLERK HUMAN RESOURCES DIRECTOR INTAKE COORDINATOR LEAD PAYROLL COORDINATOR MANAGER MENTOR PROGRAM COORDINATOR MERIT SYSTEMS ADMINISTRATOR MERIT SYSTEMS COORDINATOR OFFICE ADMINISTRATOR PAYROLL COORDINATOR PAYROLL SUPERVISOR PROGRAMS ADMINISTRATOR SENIOR ORGANZATIONAL CONSULTANT STAFFING SUPERVISOR TECHNOLOGY RESOURCE COORDINATOR TRAINING CONSULTANT TRAINING COORDINATOR WELLNESS COORDINATOR TOTAL FTE 4.0 1.0 2.0 3.0 1.0 1.0 1.0 1.0 3.0 4.0 1.0 1.0 1.0 1.0 2.0 1.0 1.0 1.0 1.0 1.0 1.0 2.0 3.0 1.0 1.0 1.0 6.0 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 1.0 4.0 1.0 1.0 0.0 1.0 1.0 2.0 1.0 1.0 80.0 DEPARTMENTAL BUDGET SCHEDULES POSITION DISTRIBUTION - 587 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES MANDATE CONSOLIDATED FINANCIAL DATA Total Department Expenditures General Fund FY 1996-97 Actuals $ 3,397,135 FY 1997-98 Actuals $ 2,614,109 FY 1998-99 Actuals $ 1,388,846 FY 1999-00 Actuals $ 2,559,925 FY 2000-01 Estimate $ 4,876,759 FY 2001-02 Adopted Budget $ 4,831,005 Total Mandated Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 1,227,105 $ 1,326,373 $ 763,865 $ 1,459,157 $ 2,795,126 $ 2,768,649 Total Administrative Mandates General Fund FY 1996-97 Actuals $ 2,170,030 FY 1997-98 Actuals $ 1,287,736 FY 1998-99 Actuals $ 624,981 FY 1999-00 Actuals $ 1,100,768 FY 2000-01 Estimate $ 2,081,633 FY 2001-02 Adopted Budget $ 2,062,356 Internal Service $ 40,607,207 $ 39,003,466 $ 39,269,378 $ 45,978,739 $ 811,604 $ 6,061,596 Internal Service Total $ 44,004,342 $ 41,617,575 $ 40,658,224 $ 48,538,664 $ 5,688,363 $ 10,892,601 $$$$$$- Total $ 1,227,105 $ 1,326,373 $ 763,865 $ 1,459,157 $ 2,795,126 $ 2,768,649 Internal Service $ 40,607,207 $ 39,003,466 $ 39,269,378 $ 45,978,739 $ 811,604 $ 6,061,596 Total $ 42,777,237 $ 40,291,202 $ 39,894,359 $ 47,079,507 $ 2,893,237 $ 8,123,952 NOTE: Mandate financials do not include appropriated beginning fund balance, debt service, or eliminations. - 588 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES HUMAN RESOURCES TOTAL COMPENSATION & BENEFITS PROGRAM / BENEFITS ACTIVITY Consolidated Omnibus Budget Reconciliation Act of 1985 (COBRA) Section 1003 AUTHORITY Health Insurance Portability and Accountability Act of 1996 (HIPAA); USC Title 26, Section 79, Group-term life insurance purchased for employees; USC Title 26, Section 106, Contributions by employer to accident and health plans; USC Title 26, Section 125, Cafeteria Plans; USC Title 26, Section 129, Dependent care assistance programs, USC Title 26, Section 132, Certain fringe benefits; USC Title 26, Section 457 Deferred Compensation plans; ARS § 11-251 (34) Deferred compensation plan; ARS § 11-251 (50) Cafeteria employee benefit plans; ARS § 11-251 (51) Fringe employee benefits; ARS § 11-263 Authorization to procure insurance, expenditures of public funds; ARS § 11-981 Authorization to self insure, trust funds, coverage mandates; ARS TITLE 38,Chapter 5, Article 2 Arizona State Retirement System; ARS TITLE 38,Chapter 5, Article 3 Elected Officials’ Retirement Plan; ARS TITLE 38, Chapter 5, Article 4 Public Safety Personnel Retirement System; ARS TITLE 38, Chapter 5, Article 5 Tax Deferred Annuity and Deferred Compensation Programs; ARS TITLE 38, Chapter 5, Article 6, Corrections Officer Retirement Plan; DEPARTMENTAL BUDGET SCHEDULES MANDATE INFORMATION HUMAN RESOURCES TOTAL COMPENSATION & BENEFITS PROGRAM / PAYROLL ACTIVITY USC Title 26, Sections 1 through 5, Tax on individuals; AUTHORITY USC Title 26, Section 79, Group-term life insurance purchased for employees; USC Title 26, Section 106, Employer contributions to accident and health plans; USC Title 26, Section 125, Cafeteria Plans; USC Title 26, Section 457 Deferred Compensation plans USC Title 26,Section 3101 -3128, Federal insurance contributions act (FICA) USC Title 26, Sections 3401 - 3406, Collection of Income tax at source on wages; USC Title 26, Sections 7601 - 7612, examination and inspection Social Security Administration Section 218 Agreement; CFR Title 63 25135-5-6-98 DCIA (Debt Collection Improvement Act); CFR Title 26, Sections 301.6330-1T through 301.6334-4, levies & garnishments; Circular E-wage withholding and advance EIC; ARS § 11-644 Stale-dated payroll warrants; ARS § 23-284 and 23-286 Hours of Labor; ARS § 23-311 through 23-329 Minimum Wages for Minors; ARS § 23-350 through 23-362 Payment of Wages; ARS § 23, Chapter 5, Family Support Duties (child support enforcement); ARS § 38-621 Travel Expenses; ARS § 38-701 through 38-705 social Security for Public Officers and Employees; ARS Title 38,Chapter 5, Article 2 Arizona State Retirement System; ARS Title 38,Chapter 5, Article 3 Elected Officials’ Retirement Plan; ARS Title 38, Chapter 5, Article 4 Public Safety Personnel Retirement System; ARS Title 38, Chapter 5, Article 5 Tax Deferred Annuity and Deferred Compensation Programs; ARS Title 38, Chapter 5, Article 6, Corrections Officer Retirement Plan; ARS § 38-610 Leave of absence for military training; ARS § 38-615 Payment of accumulated sick leave; ARS § 43, Chapter 4 Withholding; - 589 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES HUMAN RESOURCES TOTAL COMPENSATION & BENEFITS PROGRAM / COMPENSATION MANAGEMENT & COMPENSATION PLAN ACTIVITIES USC Title 29 United States Code, Chapter 8 Fair Labor Standards Act; AUTHORITY Arizona Constitution Article XII, Section 4 County Officers salaries; Arizona Constitution Article XVIII, Labor ARS § 08-203 Juvenile Court Employees salaries; ARS § 11-251 (38) Overtime work; salary and wage plans; ARS § 11-283 Industrial plan employee salaries; ARS § 11-401 Enumeration of officers; ARS § 11-402 Qualifications for a county office; ARS § 11-409 Deputies and employees appointment; ARS § 11-419 County salaries (County elected officials); ARS § 11-422 Salary of the clerk of the board; ARS § 11-423 Salary of county officer assistants and employees; ARS § 11-424.01 Constables' salaries; ARS § 11-424.02 Receipt of salary by justices of the peace; ARS § 11-442 Ranger deputies appointment and compensation; ARS § 11-561 County Engineer qualifications and salary; ARS § 11-582 Public defender qualifications and salary; ARS § 11-586 Provision for public defender deputies, assistants and employees salaries; ARS § 11-591 County Medical Examiner compensation; ARS § 11-601 (5) Compensation of court interpreters; ARS § 11-704 (B)(1)(a) County sports authority fund employee salaries; ARS § 12-128 Superior Court Judges salaries; ARS § 12-212 and 12-213 Court Commissioners salaries; ARS § 12-224 Court Reporter salaries; ARS § 12-252 Adult Probation Officers' salaries; ARS § 12-281 Clerk of the Superior Court salary; ARS § 14-5601 Public Fiduciary salary; ARS § 22-125 Justice of the Peace salaries; ARS §22-131 Salaries of Constables' deputies, stenographers, clerks and assistants; ARS § 23-230 through 23-242 Youth Employment; ARS § 23-284 and 23-286 Hours of Labor; ARS § 23-311 through 23-329 Minimum Wages for Minors; ARS § 23-340 through 23-341 Equal Wages; ARS § 23-350 through 23-362 Payment of Wages; ARS § 23-391 through 23-392 Wages and Hours of Public Employees; ARS § 38-615 Payment of accumulated sick leave; ARS § 41-1904 Commission on Salaries for Elective State Officers, Recommendations ; HUMAN RESOURCES BUSINESS PERFORMANCE PROGRAM / EMPLOYEE DEVELOPMENT USC Title 26, Section 127, Educational assistance programs; AUTHORITY - 590 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES USC Title 29, Chapter 14, Age Discrimination in Employment; Federal Equal Employment Opportunity Commission (EEOC) Guidelines Veterans Re-employment Act Chapter 38 U.S.C.A. 4301-4307; Vocational Rehabilitation Act of 1973 Section 504; U. S. Supreme Court Case Law Cleveland Board of Education v Loudermill; DOL 11-246 Executive Order; Arizona Constitution, Article XVIII, Labor; ARS § USC Title 23, Chapter 2, Employment Practices & Working Conditions; ARS TITLE 23, Chapter 8 Labor Relations; ARS TITLE 23, Chapter 9 Employment Protection Act; ARS § 26-167 prohibition of discrimination of national guard members; ARS TITLE 38, Chapter 3, Article 9 Disclosure of Information by Public Employees ("Whistleblowing"); ARS TITLE 41; Chapter 9 Civil Rights, Article 6 Enforcement Procedures for Discrimination in Employment DEPARTMENTAL BUDGET SCHEDULES HUMAN RESOURCES BUSINESS PERFORMANCE PROGRAM / EMPLOYEE RELATIONS ACTIVITY USC Title VII of the Civil Rights Act of 1964; AUTHORITY HUMAN RESOURCES BUSINESS PERFORMANCE PROGRAM / EMPLOYEE WELL-BEING ACTIVITY • Rehabilitation Act of 1973 Section 504; AUTHORITY • • • • • • • • • • • • • • • Federal Highway Administration 49 C.F.R. Part 382; Federal Transit Administration 49 C.F.R. Parts 40, 653 and 654; USC Title 29, Chapter 28, Family Medical Leave Act; Americans with Disabilities Act of 1990 (ADA); Drug Free Workplace Act of 1989 41 U.S.C. 701; 65 CFR82462 Privacy Rule [Requires medical providers to limit the amount of medical information shared with employers. Gives employees the right to grant/not grant release of their medical information and to amend what is released]; Court Order Settlement (Citation H0157-0056/115651481); ARS § 01-301 Holidays’ ARS TITLE 23, Chapter 2, Article 10 Division of Occupational Safety and Health; ARS TITLE 23, Chapter 2, Article 14 Drug Testing of Employees; ARS TITLE 23, Chapter 3, Article 1 Vocational Rehabilitation ARS TITLE 23, Chapter 5 Workers’ Compensation; ARS § 23-493 through 23-493.11 Drug Testing of Employees; ARS TITLE 38, Chapter 5 Article 2.1 long-term Disability Program; ARS TITLE 41 State Government, Chapter 9 Civil Rights, Article 8 Public Accommodation and Services HUMAN RESOURCES BUSINESS PERFORMANCE PROGRAM / MERIT SYSTEMS SUPPORT • Federal Civil Service Act (Pendleton Act); AUTHORITY • • • • • • Gottsponer v Maricopa County Employee Merit System Commission; Office of Personnel Management “Standards for a Merit System of Personnel Administration”; ARS § 11-351 through 356 County Employee Merit System; ARS § 12- 242 Interpreters for deaf persons (commission meetings); ARS § 38-1001 through 1007 Law Enforcement Officers Merit System; ARS § 38-1001 through 38 -1007 Law Enforcement Officers Merit System; - 591 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES HUMAN RESOURCES CORPORATE INTIATIVES PRORAM • ARS § 11-251 (53) Bus or vanpool transportation reimbursement; AUTHORITY • • • • • ARS § 11-251 (57) Sale of County-logo souvenir items; ARS 38-614 County Employee Merit Awards; ARS § 49-581 through 49-593 Travel Reduction Program; ARS § 49-581, et. Seq. Trip Reduction Program. County Ordinance P-7 Trip Reduction Ordinance; HUMAN RESOURCES WORKFORCE PLANNING PROGRAM / EMPLOYMENT SERVICES • USC Title VII of the Civil Rights Act of 1964; AUTHORITY • • • • • • • • • • • • • USC Title 29, Chapter 14, Age Discrimination in Employment; Americans with Disabilities Act of 1990 (ADA); Rehabilitation Act of 1973 Section 504; Federal Civil Service Act (Pendleton Act); Federal Immigration Reform & Control Act of 1986 Federal Equal Employment Opportunity Commission (EEOC) Guidelines (Technical Assistance); Federal Guidelines on Employee Selection EEOC USC Title 7; Veterans Re-Employment Act; ARS § 11-251 (10) Filling vacancies; ARS § 23-230 through 23-242 Youth Employment; ARS § 38-201 General Qualifications; ARS TITLE 38, Chapter 3, Article 7 Civil Service Preference for Veterans; Maricopa County adopted merit system rules HUMAN RESOURCES WORKFORCE PLANNING PROGRAM / INFORMATION MANAGEMENT • Federal Immigration Reform & Control Act of 1986; AUTHORITY • • • • • • • • • • • • - 592 - Personal Responsibility Work Opportunity Reconciliation Act of 1996; ARS § 11-218 Subpoenas; ARS TITLE 23, Chapter 4 Employment Security (Unemployment), Article 5 Contributions (and employer reporting); ARS § 38-201 General Qualifications; ARS TITLE 38,Chapter 5, Article 2 Arizona State Retirement System; ARS TITLE 38,Chapter 5, Article 3 Elected Officials’ Retirement Plan; ARS TITLE 38, Chapter 5, Article 4 Public Safety Personnel Retirement System; ARS TITLE 38, Chapter 5, Article 5 Tax Deferred Annuity and Deferred Compensation Programs; ARS TITLE 38, Chapter 5, Article 6, Corrections Officer Retirement Plan; ARS TITLE 38, Chapter 2, Article 4 Oath of Office; ARS § 41-1346 State and local public records management; ARS § 41-1960.02 Des - Employer new hire report; MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES HUMAN RESOURCES Department 31 FUND TYPE GENERAL FUND INTERNAL SERVICE SUB-TOTAL TOTAL FUNDS Personal Services 3,612,296 $ 3,612,296 $ 3,612,296 $ Supplies & Services 1,218,709 6,061,596 $ 7,280,305 $ 7,280,305 $ Capital Outlay $ $ - $ Total Expenses $ 4,831,005 6,061,596 $ 10,892,601 $ 10,892,601 Total Revenue $ 157,450 6,061,596 $ 6,219,046 $ 6,219,046 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT HUMAN RESOURCES Department 31 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Revised FY 00-01 Projected $ - $ - Sub Total $ 1,031,989 202,000 1,233,989 $ $ $ FY 01-02 Requested 324,141 $ $ 1,122,659 45,645 122,008 1,290,312 $ 6,086,896 132,150 6,219,046 $ 6,086,896 132,150 6,219,046 $ 5,054,907 (69,850) 4,985,057 -35% 404% $ 1,290,312 $ 6,219,046 $ 6,543,187 $ 5,309,198 430% 3,064,576 $ 20,100 2,500 586,521 (80,361) 3,593,336 $ 3,071,624 $ 41,243 4,124 547,064 312 (80,361) 3,584,006 $ 3,244,917 $ 34,700 3,900 634,850 3,918,367 $ 2,971,651 $ 34,700 3,900 602,044 3,612,296 $ Subtotal $ 224,497 $ 29,500 80,000 1,584,071 36,760 7,000 82,615 46,070 3,817 2,094,330 $ 113,015 29,500 80,000 1,584,010 36,760 7,000 82,615 46,070 3,817 1,982,787 $ 146,223 283 94,125 60,374 1,437,608 35,604 3,671 75,436 58,834 9,704 1,921,862 $ 422,991 $ 224 19,000 35,000 6,698,625 36,250 3,300 3,000 84,022 76,772 13,860 7,393,044 $ 360,991 $ (247,976) 224 (224) 19,000 10,500 35,000 45,000 2,400,000 (2,400,000) 4,249,275 (2,665,265) 36,250 510 3,300 3,700 3,000 (3,000) 84,022 (1,407) 75,383 (29,313) 13,860 (10,043) 7,280,305 $ (5,297,518) Subtotal $ 182,500 182,500 $ 182,500 182,500 $ 182,495 182,495 $ - $ Total Expenditures $ 5,758,623 $ 5,758,623 $ 5,688,363 Operating Balance (Rev. - Exp.) $ Ending Fund Balance (Resources. - Exp.) $ EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 795 PERSONAL SERVICES ALLOC.-OUT 796 PERSONAL SERVICES ALLOC.-IN Subtotal $ SUPPLIES & SERVICES 801 GENERAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 811 HEALTH CARE SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 830 INTERGOVERNMENTAL PAYMENTS 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING $ CAPITAL OUTLAY 920 CAPITAL EQUIPMENT 1,031,989 202,000 1,233,989 1,233,989 $ 1,233,989 2,889,071 $ 21,600 1,000 577,392 (80,361) 73,091 3,481,793 $ % - $ Total Resources - Variance $ REVENUE 635 OTHER CHARGES FOR SERVICES 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE $ FY 01-02 Adopted $ $ - $ - 324,141 92,925 (14,600) (1,400) (15,523) (80,361) (18,960) 182,500 182,500 $ 11,311,411 $ 10,892,601 $ (5,133,978) (4,524,634) $ (4,524,634) $ (4,398,051) $ - $ - $ $ (5,092,365) $ - $ (4,673,555) $ DEPARTMENTAL BUDGET SCHEDULES DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED (148,921) 490% 3% -73% -56% -3% -100% -1% -219% 36% 56% -168% 1% 53% -2% -64% -263% -267% 100% 100% -89% -3% (4,349,414) $ (4,349,414) - 593 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TOTAL BUDGET BY PROGRAM FY 2001-02 HUMAN RESOURCES Agency 310 Personal Services Org Title 3110 3140 3160 3170 3190 ADMINISTRATION WORKFORCE PLANNING TOTAL COMPENSATION CORPORATE INITIATIVES BUSINESS PERFORMANCE $ Totals: $ 443,920 879,959 915,770 158,647 1,214,000 3,612,296 Supplies & Services $ $ 113,501 62,515 487,583 150,125 404,985 1,218,709 Total Capital Outlay Expenditures $ - $ $ $ 557,421 942,474 1,403,353 308,772 1,618,985 4,831,005 Revenue $ $ 1,800 650 25,000 130,000 157,450 EXPENDITURES AND REVENUES BY AGENCY/OBJECT HUMAN RESOURCES Agency 310 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 635 OTHER CHARGES FOR SERVICES 650 MISCELLANEOUS REVENUE Sub Total 25,300 202,000 $227,300 32,559 122,008 $154,567 25,300 202,000 $227,300 25,300 132,150 $157,450 $ 25,300 132,150 157,450 $ (69,850) (69,850) 0% -35% -31% Total Resources $227,300 $154,567 $227,300 $157,450 $ 157,450 $ (69,850) -31% Subtotal $2,889,071 21,600 1,000 577,392 (80,361) 73,091 $3,481,793 $3,080,221 41,054 4,124 547,974 324 (80,361) $3,593,336 $3,064,576 20,100 2,500 586,521 (80,361) $3,593,336 $3,244,917 $ 34,700 3,900 634,850 $3,918,367 $ 2,971,651 $ 34,700 3,900 602,044 3,612,296 $ 92,925 3% (14,600) -73% (1,400) -56% (15,523) -3% (80,361) -100% (18,960) -1% Subtotal $224,497 29,500 80,000 702,207 36,760 7,000 82,615 46,070 3,817 $1,212,466 $146,223 283 94,125 60,374 617,893 35,604 3,671 74,654 58,834 9,267 $1,100,928 $113,015 29,500 80,000 702,146 36,760 7,000 82,615 46,070 3,817 $1,100,923 $422,991 $ 224 19,000 35,000 637,029 36,250 3,300 3,000 84,022 76,772 13,860 $1,331,448 $ 360,991 $ 224 19,000 35,000 587,679 36,250 3,300 3,000 84,022 75,383 13,860 1,218,709 $ (247,976) -219% (224) 10,500 36% 45,000 56% 114,467 16% 510 1% 3,700 53% (3,000) (1,407) -2% (29,313) -64% (10,043) -263% (117,786) -11% Subtotal 182,500 $182,500 182,495 $182,495 182,500 $182,500 $0 $ - $ 182,500 182,500 100% 100% Total Expenditures $4,876,759 $4,876,759 $4,876,759 $5,249,815 $ 4,831,005 $ 45,754 1% Operating Balance (Rev. - Exp.) ($4,649,459) ($4,722,192) ($4,649,459) ($5,092,365) $ (4,673,555) $ (24,096) -1% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 795 PERSONAL SERVICES ALLOC.-OUT 796 PERSONAL SERVICES ALLOC.-IN SUPPLIES & SERVICES 801 GENERAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 830 INTERGOVERNMENTAL PAYMENTS 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING CAPITAL OUTLAY 920 CAPITAL EQUIPMENT - 594 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES HUMAN RESOURCES - EMPLOYEE BENEFITS Agency 312 Personal Services Org Title 3181 3182 3183 3184 3185 3186 3187 3188 3190 MEDICAL INSURANCE WELLNESS PROGRAM MENTAL HEALTH SUBSTANCE ABUSE EMPLOYEE ASSISTANCE DISABILITY LIFE INSURANCE DENTAL INSURANCE MARIFLEX SIGHT CARE $ Totals: $ Supplies & Services - $ 1,261,596 4,800,000 $ 6,061,596 Total Capital Outlay Expenditures $ - $ $ 1,261,596 4,800,000 $ 6,061,596 Revenue $ 1,261,596 4,800,000 $ 6,061,596 DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 EXPENDITURES AND REVENUES BY AGENCY/OBJECT HUMAN RESOURCES - EMPLOYEE BENEFITS Agency 312 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % $0 $0 $0 $0 $ 324,141 $ 324,141 Sub Total 1,006,689 $1,006,689 1,090,100 45,645 $1,135,745 1,006,689 $1,006,689 6,061,596 $6,061,596 $ 6,061,596 6,061,596 $ 5,054,907 5,054,907 502% Total Resources $1,006,689 $1,135,745 $1,006,689 $6,061,596 $ 6,385,737 $ 5,379,048 534% Subtotal $0 $0 ($8,597) 189 (910) (12) ($9,330) $0 $0 $0 $ $0 $ - $ - $ - Subtotal 881,864 $881,864 819,715 782 437 $820,934 881,864 $881,864 6,061,596 $6,061,596 $ 2,400,000 3,661,596 6,061,596 $ (2,400,000) (2,779,732) -315% (5,179,732) -587% Total Expenditures $881,864 $811,604 $881,864 $6,061,596 $ 6,061,596 $ (5,179,732) -587% Operating Balance (Rev. - Exp.) $124,825 $324,141 $124,825 $0 $ - $ (124,825) -100% Ending Fund Balance (Resources - Exp.) $0 $0 $0 $0 $ 324,141 $ REVENUE 635 OTHER CHARGES FOR SERVICES 645 INTEREST EARNINGS EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES SUPPLIES & SERVICES 811 HEALTH CARE SERVICES 812 OTHER SERVICES 839 INTERNAL SERVICE CHARGES 843 POSTAGE/FREIGHT/SHIPPING 502% 324,141 - 595 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES HUMAN SERVICES County Administrative Officer Chief Health Services Officer Human Services Rich Marshall, Director General Services Division Workforce Development Division General Fund Support Community Services Division Education Division MISSION The mission of the Human Services Department (HSD) is to provide education, employment and basic needs services for individuals, children and families, so that they have opportunities to enhance their economic, social and physical well-being. VISION All Maricopa County residents will have opportunities to achieve economic self-sufficiency and enjoy a high quality of life. GOALS By June 2005, HSD will be recognized as a high-performance outcome-oriented organization that meets or exceeds the contract performance standards established by all grant agencies. By June 2004, HSD will have met or exceeded established performance targets in attracting and retaining highly-skilled and motivated staff at all levels. By June 2004, HSD will develop a customer-driven technology plan that aligns with county standards and responds to the changes in the Department's services, delivery systems and processes. By June 2005, HSD will secure additional funding and other resources that will allow the Department to serve a larger percentage of the target population. By June 2004, HSD will have implemented all key components of an established marketing plan and be able to demonstrate a higher level of support from elected officials and the community. ISSUES There is a devolution of responsibility from the federal to state/local government for the funding and design of human service programs, and there are efforts to promote the integration of faith-based and forprofit organizations into the delivery of such programs. These factors will create a greater competition for funds and may threaten the integrity of Maricopa County's human service delivery infrastructure. There has been a dramatic increase in our target population and the demand for our services, but our general fund appropriation and other grant funding has been stagnant or declining relative to the population changes, which may affect our ability to maintain existing services or service levels. A shrinking supply of affordable housing, coupled with fewer entry level jobs that provide livable wages and full benefits, will result in greater demand for basic needs services. - 596 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL BUDGET SCHEDULES The allocation formulas for federal block grants, which are only adjusted on a 10-year cycle, penalize high population growth areas (such as Maricopa County), and will result in less per capita federal resources for the provision of human services to Maricopa County residents. There is a trend in education reform to mandate the assessment of children's progress towards specific learning outcomes as evidence of program effectiveness. Additionally, there are mounting pressures to expand Head Start as a full-day/year-round program without concomitant increases in funding. Together, these issues will limit the number of families served by the department and compromise our ability to offer comprehensive services. The increase in business growth in Maricopa County, combined with the shortages of qualified applicants and employees who possess the technical skills necessary for high-demand occupations, will present greater challenges to the Department in meeting both our internal staffing needs and those of the business community we serve. The increasing lack of affordable and accessible public transportation throughout Maricopa County will result in greater public demand for the Department's limited/dwindling transportation assistance resources. The data and technology management needs and expectations of our internal and external constituents will continue to grow and exceed the Department's resources as they are currently planned and managed, which will pose significant operational and budgetary challenges to the Department throughout the strategic planning horizon. PERFORMANCE MEASURES Performance Measures Customers utilizing the Maricopa Workforce Development Centers WIA Enrollment (Youth & Adults) Satisfaction Rate of Maricopa Workforce Development Center Customers WIA Youth Program Completion Head Start enrollments Early Head Start Enrollments Clients served who have a certified disability Basic clients served who have a medical home Early Head Start clients who have a medical home Percent of Children Fully Immunized Head Start Average Daily Attendance Mastery in emergent literacy indicators Community Action Program Clients Individuals provided emergency homeless & prevention services Ratio of leveraged funds to CSBG dollars Annual savings for low-income households enrolled in utility assistance/discount programs Number of One-Way Passenger Trips Number of Home Delivered Meals Ratio of county dollars to leveraged funds STS Fleet Operation Efficiency (Riders/Hr.) FY 99 Actual 6,668 2,639 85% 86% 2,321 93 N/A N/A N/A 98% 80% 25% 36,984 6,303 1:2.89 $244,950 140,474 115,413 01:05.20 2.39 FY 00 Actual 5,849 1,550 87% 93% 2,359 107 10% 58% 96% 86% 80% 54% 33,691 10,308 1:3.90 $216,965 101,549 116,712 1:06.91 2.20 FY 01 FY 02 Actual Projected 5,267 6,668 4,323 N/A 72% 73% N/A N/A 2,788 2,157 132 139 11% 10% 73% 80% 97% 90% 69% 90% 83% 85% 60% 80% 32,571 32,000 10,468 10,000 1:8 1:8 $306,424 $280,000 206,244 121,000 222,020 114,000 N/A N/A N/A N/A POSITION DISTRIBUTION POSITION DISTRIBUTION 22 HUMAN SERVICES WORKING TITLE ACCOUNTANT I ACCOUNTANT II ACCOUNTANT III ACCOUNTING TECHNICIAN ADMINISTRATIVE ASSTNT I ADMINISTRATIVE ASSTNT II ADMINISTRATIVE ASSTNT III ADMINISTRATIVE COORD II ADMINISTRATIVE COORD IV ADMINISTRATIVE COORD VI FTE 3.0 2.0 3.0 1.0 2.0 10.0 5.0 1.0 13.0 3.0 - 597 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES - 598 - WORKING TITLE AREA COORDINATOR CAREER GUIDANCE SPEC CENTER COORDINATOR CLERK EHS COMMUNICATIONS COORDINATOR CONTRACT SPECIALIST I DATA ENTRY OP - TEAM LEADER DATA ENTRY OPERATOR DISABILITIES COORDINATOR EARLY CHILDHOOD HEALTH COORDINATOR EARLY HEAD START COORDINATOR EDUCATION COORDINATOR FAMILY CASE SPECIALIST FAMILY SERVICES DELIVERY COORDINATOR FAMILY SERVICES DELIVERY COORDINATOR II FINANCIAL SERVICES ADMINISTRATOR I GRANTS PROGRAM MANAGER HEALTH EDUCATION COORDINATOR HEALTH SERVICES DELIVERY COORDINATOR II HOME VISITOR HR ASSISTANT HR MANAGER HSG & HUMAN SVCS DIR INSTRUCTOR LEAD INTGRTD SYS DSGN ANL LICENSING COORDINATOR MANAGEMENT ANALYST II MIS COORDINATOR MIS TECHNICIAN NUTRITIONIST II OPERATIONS COORDINATOR OPERATIONS MANAGER OPERATIONS PROGRAM COORDINATOR PERSONNEL COORDINATOR PROCUREMENT COORDINATOR PROCUREMENT OFFICER PROGRAM ASSISTANT PROGRAM ASSISTNCE REP III PROGRAM COORDINATOR II PROGRAM DEVLPMNT COORDINATOR PROGRAM GOVERNANCE COORDINATOR PROGRAM SERVICES REP PROGRAMMER-ANALYST II SENIOR GRANTS ACCOUNTANT SENIOR INFRMTN SYST ANLST SERVICE DELIVERY COORDINATOR II SERVICE WORKER III SOCIAL SERVICES COORDINATOR STAFF DEVELOPMENT COORDINATOR STS DISPATCHER SUPPORT SERVICE WORKER SUPPORT SERVICE WORKER III SWITCHBOARD OPERATOR TEACHER TEACHER I TEACHER II TEACHER'S AIDE TEACHER'S AIDE I TEACHER'S AIDE II TEACHER'S ASSISTANT TRAINING COORDINATOR TRANSPORTATION MOBILITY SPECIALIST VOCATIONAL COUNSELOR TOTAL FTE 7.0 1.0 1.0 1.0 1.0 5.0 1.0 4.0 1.0 1.0 1.0 1.0 22.0 4.0 1.0 1.0 1.0 1.0 2.0 8.0 1.0 1.0 1.0 5.0 1.0 1.0 1.0 1.0 2.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 6.0 3.0 1.0 1.0 1.0 1.0 1.0 1.0 6.0 1.0 1.0 1.0 4.0 2.0 1.0 1.0 65.0 11.0 3.0 9.0 5.0 33.0 4.0 1.0 1.0 14.0 309.0 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Total Department Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 890,085 $ 953,222 $ 943,274 $ 1,302,873 $ 1,309,631 $ 1,307,854 Special Revenue $ 18,161,695 $ 21,854,142 $ 22,156,709 $ 23,150,226 $ 24,315,741 $ 26,975,193 Total $ 19,051,780 $ 22,807,364 $ 23,099,983 $ 24,453,099 $ 25,625,372 $ 28,283,047 Total Non-Mandated Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 890,085 $ 953,222 $ 943,274 $ 1,302,873 $ 1,309,631 $ 1,307,854 Special Revenue $ 18,161,695 $ 21,854,142 $ 22,156,709 $ 23,150,226 $ 24,315,741 $ 26,975,193 Total $ 19,051,780 $ 22,807,364 $ 23,099,983 $ 24,453,099 $ 25,625,372 $ 28,283,047 DEPARTMENTAL BUDGET SCHEDULES MANDATE CONSOLIDATED FINANCIAL DATA NOTE: Mandate financials do not include appropriated beginning fund balance, debt service, or eliminations. - 599 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED HUMAN SERVICES Department 22 FUND TYPE GENERAL FUND SPECIAL REVENUE SUB-TOTAL TOTAL FUNDS Personal Services 357,854 8,728,862 $ 9,086,716 $ 9,086,716 $ Supplies & Services 950,000 17,926,331 $ 18,876,331 $ 18,876,331 $ Capital Outlay 320,000 $ 320,000 $ 320,000 Total Expenses $ 1,307,854 26,975,193 $ 28,283,047 $ 28,283,047 $ Total Revenue $ 26,975,193 $ 26,975,193 $ 26,975,193 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT HUMAN SERVICES Department 22 FY 00-01 Final Adopted FY 00-01 Revised FY 00-01 Projected FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 615 GRANTS 620 OTHER INTERGOVERNMENTAL 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE Sub Total $ 24,315,741 24,315,741 24,315,741 $ 24,315,741 Total Resources $ 24,315,741 EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 795 PERSONAL SERVICES ALLOC.-OUT 796 PERSONAL SERVICES ALLOC.-IN $ Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 811 HEALTH CARE SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 845 SUPPORT & CARE OF PERSONS 850 UTILITIES 855 INTEREST EXPENSE 880 TRANSFERS OUT $ $ Subtotal $ CAPITAL OUTLAY 915 BUILDINGS & IMPROVEMENTS 920 CAPITAL EQUIPMENT 930 VEHICLES & CONSTRUCTION EQUIP. 950 DEBT SERVICE - 600 - $ 24,315,741 7,261,049 $ 718,000 1,878,098 (749,711) 22,691 9,130,127 $ Subtotal $ Total Expenditures $ 25,626,307 Operating Balance (Rev. - Exp.) $ (1,310,566) $ 2,659,452 2,659,452 11% $ 24,315,741 2,659,452 11% 7,910,415 $ 718,000 1,866,374 (754,711) 27,691 9,767,769 $ 135,314 $ 1,556,986 5,900 5,900 126,053 126,053 459,500 459,500 4,450 4,450 3,000 3,000 13,637,613 11,593,770 644,300 644,300 59,452 59,452 855,192 855,192 164,146 164,146 38,720 38,720 220,300 220,300 78,700 78,700 13,540 13,540 16,446,180 $ 15,824,009 50,000 50,000 $ 24,214,085 26,975,193 26,975,193 55,844 (12,025) 57,837 $ 24,315,741 $ 26,975,193 $ 26,975,193 $ 34,529 34,529 $ 25,626,307 $ 26,975,193 7,013,400 $ 639,244 2,838 1,737,323 15,159 (374,856) 11,345 9,044,453 $ 6,303,081 $ 105,000 2,183,467 1,226,289 (770,204) 57,617 9,105,250 $ $ 725,667 $ 1,633,749 15,225 5,900 85,170 132,300 282,191 216,900 5,425 4,400 1,500 3,000 13,413,748 15,103,350 680,345 701,446 65,794 79,350 756,918 608,077 197,646 200,999 25,669 37,316 118,690 90,687 67,792 78,857 35,000 13,540 $ 16,455,320 $ 18,931,331 $ 49,411 16,000 25,659 34,529 125,599 $ 25,625,372 (1,310,566) $ $ 250,000 70,000 320,000 $ 28,356,581 (1,309,631) $ $ 26,975,193 $ 6,286,253 $ 1,624,162 105,000 613,000 2,181,761 (315,387) 1,226,289 (1,226,289) (769,936) 15,225 57,349 (29,658) 9,086,716 $ 681,053 $ 1,633,749 $ (76,763) 5,900 132,300 (6,247) 216,900 242,600 4,400 50 3,000 15,048,350 (3,454,580) 701,446 (57,146) 79,350 (19,898) 608,077 247,115 200,999 (36,853) 37,316 1,404 90,687 129,613 78,857 (157) 35,000 (35,000) 13,540 $ 18,876,331 $ (3,052,322) $ 250,000 70,000 320,000 $ $ 28,283,047 (1,381,388) $ 11% 21% 85% -17% 2% -107% 7% -5% 0% -5% 53% 1% 0% -30% -9% -33% 29% -22% 4% 59% 0% 100% -19% (250,000) (70,000) 34,529 (285,471) 100% -827% $ (2,656,740) -10% (1,307,854) $ 2,712 0% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES HUMAN SERVICES Agency 220 Org Supplies & Services Personal Services Title 2213 OPERATIONS $ Totals: $ 357,854 357,854 $ $ 950,000 950,000 Total Capital Outlay Expenditures $ $ - $ 1,307,854 $ 1,307,854 Revenue $ $ - EXPENDITURES AND REVENUES BY AGENCY/OBJECT HUMAN SERVICES Agency 220 FY 00-01 Final Adopted EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 750 FRINGE BENEFITS 795 PERSONAL SERVICES ALLOC.-OUT FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % Subtotal $323,875 49,382 (22,691) $350,566 $322,134 49,314 (11,346) $360,102 $336,248 52,480 (27,691) $361,037 $358,076 $ 55,469 (37,157) $376,388 $ 341,005 $ 53,738 (36,889) 357,854 $ (4,757) (1,258) 9,198 3,182 -1% -2% 33% 1% $715,000 200,000 $915,000 $715,000 200,000 $915,000 $715,000 $ 200,000 35,000 $950,000 $ 715,000 $ 200,000 35,000 950,000 $ (35,000) (35,000) 0% 0% Subtotal $710,000 200,000 $910,000 Subtotal 50,000 $50,000 34,529 $34,529 34,529 $34,529 $0 $ - $ Total Expenditures $1,310,566 $1,309,631 $1,310,566 $1,326,388 $ 1,307,854 $ 2,711 0% Operating Balance (Rev. - Exp.) ($1,310,566) ($1,309,631) ($1,310,566) ($1,326,388) $ (1,307,854) $ 2,711 0% SUPPLIES & SERVICES 801 GENERAL SUPPLIES 812 OTHER SERVICES 855 INTEREST EXPENSE CAPITAL OUTLAY 950 DEBT SERVICE DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 -4% 34,529 100% 34,529 100% - 601 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TO TAL BUDG ET BY PRO G RAM F Y 2 0 0 1 -0 2 H U M A N S E R V IC E S G R A N T S A gency 221 O rg 2214 2242 2243 2244 2245 2246 2247 2251 2252 2253 2261 S u p p lie s & S e r v ic e s P e rs o n a l S e r v ic e s T itle COST POOL T IT L E IIA T IT L E IIC T IT L E IIB T IT L E III ( 6 0 % ) D IS C R E T IO N A R Y T IT L E III ( 4 0 % ) T R A N S P O R T A T IO N C O M M U N IT Y A C T IO N P R O G R A M S C O M M U N IT Y S E R V IC E S HEAD START $ T o t a ls : $ (0 ) 7 0 0 ,4 4 8 3 0 0 ,0 0 2 1 9 1 ,0 0 9 3 5 7 ,7 7 9 7 0 ,5 9 6 3 7 7 ,3 4 7 4 4 0 ,2 3 6 3 2 5 ,5 3 4 5 ,9 6 5 ,9 1 2 8 ,7 2 8 ,8 6 2 $ 1 ,1 8 3 ,2 3 4 1 ,4 6 2 ,3 8 6 1 ,3 1 3 ,4 4 7 5 6 7 ,0 1 7 3 7 ,4 2 1 3 3 9 ,3 1 6 2 ,7 5 4 ,7 6 4 2 ,2 9 3 ,4 2 8 3 9 3 ,2 5 0 7 ,5 8 2 ,0 6 8 $ 1 7 ,9 2 6 ,3 3 1 C a p ita l O u tla y T o ta l E x p e n d itu r e s $ $ 3 2 0 ,0 0 0 3 2 0 ,0 0 0 $ R evenue (0 ) 1 ,8 8 3 ,6 8 2 1 ,7 6 2 ,3 8 8 1 ,5 0 4 ,4 5 6 9 2 4 ,7 9 6 1 0 8 ,0 1 7 7 1 6 ,6 6 3 3 ,5 1 5 ,0 0 0 2 ,6 1 8 ,9 6 2 3 9 3 ,2 5 0 1 3 ,5 4 7 ,9 8 0 $ 2 6 ,9 7 5 ,1 9 3 $ 1 ,8 8 3 ,6 8 1 1 ,7 6 2 ,3 8 8 1 ,5 0 4 ,4 5 5 9 2 4 ,7 9 5 1 0 8 ,0 1 7 7 1 6 ,6 6 4 3 ,5 1 5 ,0 0 0 2 ,6 1 8 ,9 6 3 3 9 3 ,2 5 0 1 3 ,5 4 7 ,9 8 0 $ 2 6 ,9 7 5 ,1 9 3 EXPENDITURES AND REVENUES BY AGENCY/OBJECT HUMAN SERVICES GRANTS Agency 221 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 615 GRANTS 620 OTHER INTERGOVERNMENTAL 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE 24,214,085 55,844 (12,025) 57,837 $24,315,741 24,315,741 $24,315,741 26,975,193 $26,975,193 $ 26,975,193 26,975,193 $ 2,659,452 2,659,452 11% Sub Total 24,315,741 $24,315,741 Total Resources $24,315,741 $24,315,741 $24,315,741 $26,975,193 $ 26,975,193 $ 2,659,452 11% $6,691,266 639,244 2,838 1,688,009 15,159 (363,510) 11,345 $8,684,351 $7,574,167 718,000 1,813,894 (727,020) 27,691 $9,406,732 $5,945,005 $ 105,000 2,127,998 1,226,289 (733,047) 57,617 $8,728,862 $ 5,945,248 $ 105,000 2,128,023 1,226,289 (733,047) 57,349 8,728,862 $ 1,628,919 613,000 (314,129) (1,226,289) 6,027 (29,658) 677,870 22% 85% Subtotal $6,937,174 718,000 1,828,716 (727,020) 22,691 $8,779,561 1% -107% 7% Subtotal ($574,686) 5,900 126,053 459,500 4,450 3,000 13,437,613 644,300 59,452 855,192 164,146 38,720 220,300 78,700 13,540 $15,536,180 $10,667 15,225 85,170 282,191 5,425 1,500 13,213,748 680,345 65,794 756,918 197,646 25,669 118,690 67,792 13,540 $15,540,320 $841,986 5,900 126,053 459,500 4,450 3,000 11,393,770 644,300 59,452 855,192 164,146 38,720 220,300 78,700 13,540 $14,909,009 $918,749 $ 5,900 132,300 216,900 4,400 3,000 14,903,350 701,446 79,350 608,077 200,999 37,316 90,687 78,857 $17,981,331 $ 918,749 $ 5,900 132,300 216,900 4,400 3,000 14,848,350 701,446 79,350 608,077 200,999 37,316 90,687 78,857 17,926,331 $ (76,763) (6,247) 242,600 50 (3,454,580) (57,146) (19,898) 247,115 (36,853) 1,404 129,613 (157) 13,540 (3,017,322) -9% 0% -5% 53% 1% 0% -30% -9% -33% 29% -22% 4% 59% 0% 100% -20% Subtotal $0 49,411 16,000 25,659 $91,070 $0 250,000 70,000 $320,000 $ 250,000 70,000 320,000 $ (250,000) (70,000) (320,000) Total Expenditures $24,315,741 $24,315,741 $24,315,741 $27,030,193 $ 26,975,193 $ (2,659,452) Operating Balance (Rev. - Exp.) $0 ($0) $0 ($55,000) $ 0 $ EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 795 PERSONAL SERVICES ALLOC.-OUT 796 PERSONAL SERVICES ALLOC.-IN SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 811 HEALTH CARE SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 845 SUPPORT & CARE OF PERSONS 850 UTILITIES 880 TRANSFERS OUT CAPITAL OUTLAY 915 BUILDINGS & IMPROVEMENTS 920 CAPITAL EQUIPMENT 930 VEHICLES & CONSTRUCTION EQUIP. - 602 - 11% -17% -11% 0 75180% MARICOPA COUNTY FY 2001-02 FINAL BUDGET DEPARTMENTAL BUDGET SCHEDULES INDIGENT REPRESENTATION County Administrative Officer Indigent Representation Public Defender Contract Counsel Legal Defender Legal Advocacy James J. Haas Mark Kennedy Robert S. Briney Susan Sherwin MISSION The mission of the Indigent Representation Agency is to provide the highest quality legal representation to indigent individuals assigned to us by the court, thus safeguarding the fundamental legal rights of each member of the community. GOALS The goal of the Indigent Representation Agency is to provide the highest quality legal representation to our clients while increasing efficiency and meeting the relevant rules of procedure. By July 1, 2002, the goal of the Office of the Public Defender is to establish a case weighting and counting system and develop mechanisms that will enable the Public Defender to set and maintain appropriate caseload and performance standards. By July 1, 2003, the goal of the Office of the Public Defender is to demonstrate a 5% improvement in "time-to-disposition" on all regular felony cases. By July 1, 2003, the goal of the Office of the Public Defender is to achieve a 5% improvement over the baseline established by the FY02 stakeholder satisfaction survey. By July 1, 2002, the goal of the Office of the Legal Defender is to resolve to disposition 90% of all regular felony cases within 180 days of arraignment or case assignment with no reduction in the quality of legal representation. By July 1, 2003, the goal of the Office of the Legal Defender is to achieve a 5% increase over the baseline established by the FY2002 customer satisfaction survey. By July 1, 2002, the goal of the Office of the Legal Advocate is to identify the factors to be measured in order to meaningfully weight felony cases. By July 1, 2003, the goal of the Office of the Legal Advocate is to develop a case weighting system that will allow meaningful caseload comparisons using the factors identified. By July 1, 2002, the goal of the Office of the Legal Advocate is to establish benchmarks for quality representation based upon effectiveness and stakeholder satisfaction. By July 1, 2003, the goal of the Office of the Legal Advocate is to realize a 5% increase in quality representation as measured by the established benchmarks. By FY 2003, the goal of the Office of Contract Counsel is to revise fixed price contracts for lawyers to provide cost-effective legal representation in criminal, delinquency, dependency, probate and sexually violent persons cases including development of a two-tiered compensation rate based on years of experience and seriousness of charges. By FY 2003, the goal of the Office of Contract Counsel is to develop systems to control expert witness fees. By FY 2002, the goal of the Office of Contract Counsel is to establish uniform standards for contract counsel timekeeping and reporting. ISSUES The courts’ continued emphasis on moving cases more quickly will reduce efficiency, resulting in less time - 603 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET and resources available to assist clients, reducing the quality of legal representation, and increasing stress and staff turnover. The County’s pay and benefits have not kept pace with the private sector, resulting in fewer qualified applicants and increased turnover. The rapid increase in population and increased emphasis on law enforcement will increase the number of indigent defendants, resulting in more cases for the office. Rapid changes in technology and increased sharing of case information within the system will increase administrative efficiencies and reduce duplication of data entry. The current budget structure for the indigent defense agency creates potential ethical conflicts, reduces efficiencies, promotes confusion, and generates inappropriate competition for available funds. PERFORMANCE MEASURES Performance Measures Public Defender - Felonies (Includes Major Felonies) Public Defender - Probation Revocations Public Defender - Misdemeanors Public Defender - Appeals, PCRs, and Appeal/PCRs Public Defender - Juvenile Delinquencies Public Defender - Trials Public Defender - Avg. Mo. Act. Trial Csld at FYE Public Defender - Avg. Mo. Juv. Csld at FYE Public Defender - Jail Sites Served Public Defender - Justice Courts Served Public Defender - Criminal Divisions served Public Defender - Commissioners served Public Defender - Juvenile Judicial Officers served Public Defender - Justice Court Calendars served Legal Defender - Criminal Felony Cases Legal Defender - Criminal Major Felony Cases Legal Advocacy - Appeals, PCRs, Appeal/PCRs Legal Advocacy - Felonies Legal Advocacy - Major Felonies Legal Advocacy - Probation Revocations Court Appointed Counsel - Trials and Major Felonies Court Appointed Counsel - Appeals, PCRs, Appeal/PCRs Court Appointed Counsel - Juvenile Delinquencies Court Appointed Counsel - Death Penalty Cases Court Appointed Counsel - Sexual Predator Cases FY 99 Actual 20,473 11,047 4,082 1,732 9,363 556 23.75 69.56 N/A N/A N/A N/A N/A N/A 3,030 111 N/A N/A N/A N/A 2,125 388 3,117 21 43 FY 00 Actual 22,352 12,392 4,097 1,606 10,010 540 27.28 62.64 N/A N/A N/A N/A N/A N/A 3,826 123 N/A N/A N/A N/A 2,489 388 3,266 25 62 FY 02 FY 01 Actual Projected 24,064 24,786 13,557 13,964 4,187 4,313 1,592 1,640 9,851 10,147 753 776 25.31 26.07 64.47 66.40 N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 3,637 3,637 74 74 372 383 668 688 65 67 68 70 1,833 1,888 348 358 3,251 3,349 6 6 75 77 POSITION DISTRIBUTION POSITION DISTRIBUTION 33 INDIGENT REPRESENTATION WORKING TITLE ADMIN RECEPTIONIST ADMINISTRATIVE ASSISTANT ADMINISTRATIVE COORDINATOR ADMINISTRATOR APPEALS DIVISION CHIEF APPELLATE ASSISTANT TRAINEE BUDGET CONTROLLER CHIEF INVESTIGATOR CLERK CLERK/RECEPTIONIST CLIENT SERVICES ASSISTANT CLIENT SERVICES COORDINATOR CLIENT SERVICES SUPERVISOR CLIENT/SERVER PROGRAMMER ANALYST CONTRACT ADMINISTRATOR DEFENDER ATTORNEY DEFENDER ATTORNEY - COMMUNITY RELATIONS - 604 - FTE 1.0 11.0 2.0 3.0 1.0 1.0 1.0 1.0 1.0 1.0 4.0 12.0 1.0 1.0 0.5 193.8 1.0 MARICOPA COUNTY FY 2001-02 FINAL BUDGET FTE 5.0 5.0 33.0 6.0 29.0 0.0 6.0 1.0 1.0 1.0 0.8 1.0 1.0 1.0 1.0 1.0 1.0 6.0 1.0 1.0 2.0 6.0 1.0 2.0 1.0 1.0 20.0 3.0 1.0 1.0 59.0 1.0 1.0 7.0 1.0 1.0 2.0 5.0 1.0 1.0 4.0 2.0 0.0 1.0 1.0 22.0 1.0 2.5 1.0 1.0 1.0 2.0 3.0 1.0 1.0 1.0 1.0 5.0 1.0 4.0 510.6 DEPARTMENTAL BUDGET SCHEDULES WORKING TITLE DEFENDER ATTORNEY - COMPLEX CRIMES DEFENDER ATTORNEY - EDC DEFENDER INVESTIGATOR DEFENDER LAW CLERK DEFENDER SENIOR COUNSEL DEPUTY CHIEF DESIGNATED FILE MANAGER DOWNTOWN TRIAL DIVISION CHIEF DUI GROUP SUPERVISOR EARLY REPRESENTATION TRIAL DIVISION CHIEF EDC GROUP SUPERVISOR EXECUTIVE ASSISTANT FACILITIES COORDINATOR FINANCIAL SERVICES COORDINATOR FISCAL ANALYST HR SPECIALIST INFORMATION CENTER MANAGER INITIAL SERVICES INITIAL SERVICES LEAD INTERIM PUBLIC DEFENDER/SPECIAL ASSISTANT INVESTIGATIVE AIDE INVESTIGATIVE LEAD JUVENILE DIVISION CHIEF JUVENILE GROUP SUPERVISOR LAN ADMINISTRATOR LEGAL ADVOCATE LEGAL ASSISTANT LEGAL ASSISTANT SUPERVISOR LEGAL CLERK LEGAL DEFENDER LEGAL SECRETARY LEGAL SECRETARY - DUI LEGAL SECRETARY - EDC LEGAL SECRETARY SUPERVISOR LEGAL TRANSCRIPTIONIST LEGISLATIVE LIAISON MITIGATION SPECIALIST OFFICE TRAINEE OPERATIONS COORDINATOR PD RECEPTIONIST PD SECRETARY PROCESS SERVER PUBLIC DEFENDER ATTORNEY RECEPTIONIST RECORDS COORDINATOR RECORDS PROCESSOR SE TRIAL DIVISION CHIEF SPECIAL ASSIGNMENT ATTORNEY SPECIAL ASSISTANT SPECIAL PROJECTS MANAGER SUPPORT SERVICES MANAGER SUPPORT STAFF LEAD SYSTEMS ADMINISTRATOR SYSTEMS AND PROGRAMMING MANAGER TRAINING ADMINISTRATOR TRAINING COORDINATOR TRAINING DIRECTOR TRIAL GROUP COUNSEL TRIAL GROUP RECEPTIONIST TRIAL GROUP SUPERVISOR TOTAL - 605 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET MANDATE CONSOLIDATED FINANCIAL DATA Total Department Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget Total Mandated Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 25,854,945 $ 28,250,297 $ 28,309,271 $ 30,929,575 $ 32,040,908 $ 33,521,075 Special Revenue $ 439,798 $ 456,711 $ 391,274 $ 1,027,706 $ 1,335,518 $ 1,613,635 General Fund $ 25,854,945 $ 28,250,297 $ 28,309,271 $ 30,929,575 $ 32,040,908 $ 33,521,075 Special Revenue $ 439,798 $ 456,711 $ 391,274 $ 1,027,706 $ 1,335,518 $ 1,613,635 Total $ 26,294,743 $ 28,707,008 $ 28,700,545 $ 31,957,282 $ 33,376,426 $ 35,134,710 Total $ 26,294,743 $ 28,707,008 $ 28,700,545 $ 31,957,282 $ 33,376,426 $ 35,134,710 NOTE: Mandate financials do not include appropriated beginning fund balance, debt service, or eliminations. - 606 - MARICOPA COUNTY FY 2001-02 FINAL BUDGET LEGAL DEFENSE OF INDIGENT CRIMINAL DEFENDANTS AND DELINQUENT OR INCORRIGIBLE JUVENILES U.S. Constitution, 5th and 6th Amendments; Arizona Constitution, Article 2, § 24; ARS AUTHORITY HISTORY/ BACKGROUND MANDATE DESCRIPTION §§ 11-581 to 587; Rule 6, Arizona Rules of Criminal Procedure; Rule 20, Arizona Rules of Procedure for the Juvenile Court. The United States and Arizona Constitutions provide that an individual facing criminal charges has a right to the assistance of counsel. The United States and Arizona Supreme Courts have interpreted these provisions as requiring that counsel be provided, at government expense, for individuals facing loss of liberty who cannot afford to hire counsel. Historically, in Maricopa County, indigent defendants charged in criminal cases, and juveniles accused of delinquency or incorrigibility, were assigned to private attorneys who contracted to provide those services. In order to maximize the efficiency and cost-effectiveness of services mandated, Maricopa County has since funded the creation of three on-staff public defender offices (Offices of the Public Defender, Legal Defender, and Legal Advocate). Contract private attorneys continue to be assigned to a lesser number of cases, specifically those that the other offices are unable to handle (typically due to conflicts of interest). Those contract assignments continue to be managed and monitored by the Office of Contract Counsel. Legal defense of indigent criminal defendants at risk of loss of liberty in criminal proceedings, including felony, misdemeanor, and probation violation cases. Legal defense of indigent criminal defendants in appeals and post-conviction relief cases. Legal representation of juveniles facing delinquency or incorrigibility charges. Legal representation of defendants opposing extradition. Legal representation in postconviction relief cases of persons sentenced to death. Legal representation of witnesses in criminal cases, when assigned by the court. Legal Defense of Indigent Criminal Defendants FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 25,854,945 $ 28,250,297 $ 28,309,271 $ 30,929,575 $ 32,040,908 $ 33,521,075 Special Revenue $ 439,798 $ 456,711 $ 391,274 $ 1,027,706 $ 1,335,518 $ 1,613,635 DEPARTMENTAL BUDGET SCHEDULES MANDATE INFORMATION Total $ 26,294,743 $ 28,707,008 $ 28,700,545 $ 31,957,282 $ 33,376,426 $ 35,134,710 - 607 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED INDIGENT REPRESENTATION Department 33 FUND TYPE GENERAL FUND SPECIAL REVENUE SUB-TOTAL TOTAL FUNDS Personal Services 25,948,685 1,265,506 $ 27,214,192 $ 27,214,192 $ Supplies & Services 7,537,390 348,129 $ 7,885,519 $ 7,885,519 $ Capital Outlay 35,000 $ 35,000 $ 35,000 $ Total Expenses $ 33,521,075 1,613,635 $ 35,134,711 $ 35,134,711 Total Revenue $ 100,000 1,613,635 $ 1,713,635 $ 1,713,635 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT INDIGENT REPRESENTATION Department 33 FY 00-01 Final Adopted FY 00-01 Revised FY 00-01 Projected FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 615 GRANTS 620 OTHER INTERGOVERNMENTAL 635 OTHER CHARGES FOR SERVICES 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE Sub Total $ 1,649,244 100,000 1,749,244 $ 1,674,743 100,000 1,774,743 $ 1,434,684 49,998 2,128 38 4,505 1,491,353 $ 1,603,635 100,000 10,000 1,713,635 $ 1,603,635 100,000 10,000 1,713,635 $ (71,108) 10,000 (61,108) -4% 0% $ 1,749,244 $ 1,774,743 $ 1,491,353 $ 1,713,635 $ 1,713,635 $ (61,108) -3% EXPENDITURES PERSONAL SERVICES $ 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 795 PERSONAL SERVICES ALLOC.-OUT 796 PERSONAL SERVICES ALLOC.-IN Subtotal $ 22,364,590 $ 240,834 4,126 3,932,551 (32,744) 19,382 26,528,739 $ 22,004,044 $ 236,973 4,126 4,084,578 155,198 (32,744) 95,888 26,548,063 $ 22,586,926 $ 263,174 2,845 2,898,624 18,868 (16,376) 47,940 25,802,001 $ 24,488,105 $ 236,751 1,718 4,348,625 (511) 29,686 29,104,374 $ 22,784,954 $ 236,751 1,718 4,161,593 (511) 29,686 27,214,192 $ (780,910) 222 2,408 (77,015) 155,198 (32,233) 66,202 (666,129) -4% 0% 58% -2% 100% -98% 69% -3% SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 811 HEALTH CARE SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES Subtotal $ 363,015 $ 9,010 1,591,974 1,000 2,931,356 1,946,700 66,952 93,032 330,266 55,000 390 7,388,695 $ 363,015 $ 9,010 1,591,974 1,000 2,940,295 1,946,700 66,952 93,032 327,502 55,000 390 7,394,870 $ 361,318 $ 9,573 6,500 1,036,940 3,373,312 1,967,892 14,155 136,387 233,411 29,312 351 7,169,151 $ 379,905 $ 13,010 372,064 1,737,906 2,695,013 1,941,870 42,729 112,866 384,487 42,045 390 7,722,285 $ 378,517 $ 13,010 235,505 2,032,317 2,694,693 1,950,252 42,729 111,966 384,095 42,045 390 7,885,519 $ (15,502) (4,000) (235,505) (440,343) 1,000 245,602 (3,552) 24,223 (18,934) (56,593) 12,955 (490,649) -4% -44% -28% 100% 8% 0% 36% -20% -17% 24% 0% -7% CAPITAL OUTLAY 915 BUILDINGS & IMPROVEMENTS 920 CAPITAL EQUIPMENT 930 VEHICLES & CONSTRUCTION EQUIP Subtotal $ 382,214 45,000 427,214 $ 382,214 45,000 427,214 $ 32,426 327,848 45,000 405,274 $ 35,000 44,000 79,000 $ 35,000 35,000 $ 347,214 45,000 392,214 91% 100% 92% $ 34,344,648 $ 34,370,147 $ 33,376,426 $ 36,905,659 $ 35,134,711 $ (764,564) -2% Total Resources Total Expenditures - 608 - -3% MARICOPA COUNTY FY 2001-02 FINAL BUDGET OFFICE OF LEGAL ADVOCATE GRANTS Agency 33A Org Personal Services Title 3364 COURT IMPROVEMENT PROGRAM GRANT $ Totals: $ Supplies & Services 29,686 29,686 $ $ - Total Capital Outlay Expenditures $ $ - $ $ 29,686 29,686 Revenue $ $ 29,686 29,686 EXPENDITURES AND REVENUES BY AGENCY/OBJECT OFFICE OF LEGAL ADVOCATE GRANTS Agency 33A FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 % RESOURCES REVENUE 615 GRANTS Sub Total 29,686 $29,686 26,300 $26,300 29,686 $29,686 29,686 $29,686 $ 29,686 29,686 $ Total Resources $29,686 $26,300 $29,686 $29,686 $ Subtotal $0 $0 $26,300 $26,300 $0 $0 Subtotal 29,686 $29,686 $0 Total Expenditures $29,686 $26,300 EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 796 PERSONAL SERVICES ALLOC.-IN SUPPLIES & SERVICES 812 OTHER SERVICES - 0% 0% 29,686 $ - 0% $0 $ 29,686 $29,686 $ - $ 29,686 29,686 $ (29,686) (29,686) 29,686 $29,686 $0 $ - $ $29,686 $29,686 $ 29,686 $ 29,686 100% 29,686 100% - 0% - 609 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET TOTAL BUDGET BY PROGRAM FY 2001-02 PUBLIC DEFENDER Agency 331 Personal Services Org Title 3311 3312 3313 3314 PD ADMINISTRATION PD TRIALS PD JUVENILE PD APPEALS $ 1,517,449 14,704,215 2,954,619 1,842,683 Totals: $ 21,018,966 Supplies & Services $ 2,970,222 5,406 5,406 5,406 $ 2,986,440 Total Capital Outlay Expenditures $ 35,000 35,000 $ $ 4,522,671 14,709,621 2,960,025 1,848,089 $ 24,040,406 Revenue $ - $ EXPENDITURES AND REVENUES BY AGENCY/OBJECT PUBLIC DEFENDER Agency 331 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 635 OTHER CHARGES FOR SERVICES Sub Total $0 2,128 $2,128 $0 $0 $ Total Resources $0 $2,128 $0 Subtotal $16,732,724 109,751 3,005,604 (19,382) 19,382 $19,848,079 $17,459,788 108,104 2,527,916 15,816 (9,692) 9,690 $20,111,622 Subtotal $253,360 5,727 367,000 1,000 245,463 1,544,660 64,568 59,011 17,378 49,950 390 $2,608,507 - $ - $0 $ - $ - $17,109,574 107,973 3,186,188 (19,382) 19,382 $20,403,735 $18,855,443 $ 109,751 3,343,619 $22,308,813 $ 17,687,815 $ 109,751 3,221,400 21,018,966 $ (578,241) -3% (1,778) -2% (35,212) -1% (19,382) -100% 19,382 100% (615,231) -3% $258,631 8,218 6,500 352,124 149,541 1,537,223 11,181 109,898 41,308 22,510 351 $2,497,485 $253,360 5,727 367,000 1,000 245,463 1,544,660 64,568 59,011 17,378 49,950 390 $2,608,507 $257,250 $ 9,727 213,250 367,000 227,738 1,544,660 40,345 77,134 56,770 29,995 390 $2,824,259 $ 255,861 $ 9,727 211,525 367,000 227,418 1,711,567 40,345 76,234 56,378 29,995 390 2,986,440 $ (2,501) -1% (4,000) -70% (211,525) 0% 1,000 100% 18,045 7% (166,907) -11% 24,223 38% (17,223) -29% (39,000) -224% 19,955 40% 0% (377,933) -14% Subtotal 179,400 45,000 $224,400 2,164 174,743 45,000 $221,907 179,400 45,000 $224,400 35,000 $35,000 $ 35,000 35,000 $ 144,400 45,000 189,400 80% 100% 84% Total Expenditures $22,680,986 $22,831,013 $23,236,642 $25,168,072 $ 24,040,406 $ (803,764) -3% Operating Balance (Rev. - Exp.) ($22,680,986) ($22,828,886) ($23,236,642) ($25,168,072) $ (24,040,406) $ (803,764) -3% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 795 PERSONAL SERVICES ALLOC.-OUT 796 PERSONAL SERVICES ALLOC.-IN SUPPLIES & SERVICES 801 GENERAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 811 HEALTH CARE SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES CAPITAL OUTLAY 915 BUILDINGS & IMPROVEMENTS 920 CAPITAL EQUIPMENT 930 VEHICLES & CONSTRUCTION EQUIP. - 610 - - MARICOPA COUNTY FY 2001-02 FINAL BUDGET PUBLIC DEFENDER GRANTS Agency 332 Org Personal Services Title 3321 PD TRAINING FUND $ Totals: $ 98,871 98,871 Supplies & Services $ $ 283,129 283,129 Total Capital Outlay Expenditures $ $ - $ $ 382,000 382,000 Revenue $ $ 382,000 382,000 EXPENDITURES AND REVENUES BY AGENCY/OBJECT PUBLIC DEFENDER GRANTS Agency 332 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 % RESOURCES REVENUE 615 GRANTS 635 OTHER CHARGES FOR SERVICES 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE Sub Total 433,074 $433,074 299,055 38 4,505 $303,599 433,074 $433,074 372,000 10,000 $382,000 $ 372,000 10,000 382,000 $ (61,074) 10,000 (51,074) -12% Total Resources $433,074 $303,599 $433,074 $382,000 $ 382,000 $ (51,074) -12% Subtotal $130,933 15,730 (13,362) $133,301 $106,519 11,005 (6,684) $110,840 $63,569 12,270 81,742 (13,362) $144,219 $84,773 $ 14,609 (511) $98,871 $ 84,773 $ 14,609 (511) 98,871 $ (21,204) (2,339) 81,742 (12,851) 45,348 -33% -19% 100% -96% 31% Subtotal $4,000 500 14,000 39,830 11,289 222,000 $291,619 $10,038 26,433 31,180 10,833 114,275 $192,759 $4,000 500 14,000 39,830 11,289 219,236 $288,855 $10,000 $ 500 12,000 28,000 15,000 217,629 $283,129 $ 10,000 $ 500 12,000 28,000 15,000 217,629 283,129 $ (6,000) -150% 0% 2,000 14% 11,830 30% (3,711) -33% 1,607 1% 5,726 2% Total Expenditures $424,920 $303,599 $433,074 $382,000 $ 382,000 $ 51,074 Operating Balance (Rev. - Exp.) $8,154 ($0) $0 ($0) $ (0) $ (0) EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 795 PERSONAL SERVICES ALLOC.-OUT SUPPLIES & SERVICES 801 GENERAL SUPPLIES 810 LEGAL SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION -14% 12% - 611 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET TOTAL BUDGET BY PROGRAM FY 2001-02 PUBLIC DEFENDER GRANTS Agency 333 Org Personal Services Title 3335 FILL THE GAP $ Totals: $ 786,464 786,464 Supplies & Services $ $ 15,800 15,800 Total Capital Outlay Expenditures $ $ - $ $ 802,264 802,264 Revenue $ $ 802,264 802,264 EXPENDITURES AND REVENUES BY AGENCY/OBJECT PUBLIC DEFENDER GRANTS Agency 333 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 615 GRANTS Sub Total 840,539 $840,539 736,573 $736,573 840,539 $840,539 802,264 $802,264 $ 802,264 802,264 $ (38,275) (38,275) -5% -5% Total Resources $840,539 $736,573 $840,539 $802,264 $ 802,264 $ (38,275) -5% Subtotal $782,236 48,129 $830,365 $582,291 34,772 $617,063 $663,768 110,763 50,208 $824,739 $668,899 $ 117,565 $786,464 $ 668,899 $ 117,565 786,464 $ (5,131) (6,802) 50,208 38,275 -1% -6% 100% 5% $4,893 2,533 300 1,000 1,094 $9,820 $4,893 2,533 300 1,000 1,094 $9,820 $4,893 $ 5,980 2,533 300 1,000 1,094 $15,800 $ 4,893 $ 5,980 2,533 300 1,000 1,094 15,800 $ (5,980) (5,980) 0% Subtotal $4,893 2,533 300 1,000 1,094 $9,820 0% 0% 0% 0% -61% Subtotal 5,980 $5,980 5,980 $5,980 5,980 $5,980 $0 $ - $ 5,980 5,980 100% 100% Total Expenditures $846,165 $632,863 $840,539 $802,264 $ 802,264 $ 38,275 5% Operating Balance (Rev. - Exp.) ($5,626) $103,710 $0 ($0) $ (0) $ EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES SUPPLIES & SERVICES 801 GENERAL SUPPLIES 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 812 OTHER SERVICES 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION CAPITAL OUTLAY 920 CAPITAL EQUIPMENT - 612 - (0) -9153% MARICOPA COUNTY FY 2001-02 FINAL BUDGET PUBLIC DEFENDER GRANTS Agency 334 Org Personal Services Title 3332 PD DRUG GRANT $ 3333 PD MID-AMERICA RESEARCH DUI GRANT 3334 COURT IMPROVEMENT PROG-DEP Totals: $ Supplies & Services 315,485 315,485 $ - $ Total Capital Outlay Expenditures $ - $ $ $ 315,485 315,485 Revenue $ $ 315,485 315,485 EXPENDITURES AND REVENUES BY AGENCY/OBJECT PUBLIC DEFENDER GRANTS Agency 334 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 % RESOURCES REVENUE 615 GRANTS Sub Total 313,945 $313,945 339,444 $339,444 339,444 $339,444 315,485 $315,485 $ 315,485 315,485 $ (23,959) (23,959) -7% -7% Total Resources $313,945 $339,444 $339,444 $315,485 $ 315,485 $ (23,959) -7% Subtotal $269,654 46,820 $316,474 $290,688 23,706 1,050 $315,444 $256,315 50,942 23,248 $330,505 $258,600 $ 56,885 $315,485 $ 258,600 $ 56,885 315,485 $ (2,285) -1% (5,943) -12% 23,248 100% 15,020 5% Subtotal $0 24,000 $24,000 8,939 $8,939 $0 $ - $ 8,939 100% 8,939 100% Total Expenditures $316,474 $339,444 $339,444 $315,485 $ 315,485 $ 23,959 Operating Balance (Rev. - Exp.) ($2,529) $0 $0 ($0) $ (0) $ (0) EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES SUPPLIES & SERVICES 812 OTHER SERVICES 7% - 613 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET TOTAL BUDGET BY PROGRAM FY 2001-02 LEGAL DEFENDER Agency 335 Org Supplies & Services Personal Services Title 3341 LD ADMINISTRATION 3342 LD TRIALS 3343 LD MAJOR FELONIES $ Totals: $ 667,669 1,290,447 1,168,764 3,126,881 $ 302,527 302,527 $ Total Capital Outlay Expenditures $ - $ $ $ 970,196 1,290,447 1,168,764 3,429,408 Revenue $ - $ EXPENDITURES AND REVENUES BY AGENCY/OBJECT LEGAL DEFENDER Agency 335 FY 00-01 Final Adopted EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance Subtotal $2,656,406 122,478 1,765 201,450 2,002 $2,984,101 $2,395,054 127,000 1,965 431,347 $2,955,366 $2,715,031 $ 127,000 1,718 467,643 $3,311,392 $ 2,547,508 $ 127,000 1,718 450,655 3,126,881 $ Subtotal $52,000 1,091 98,000 66,628 177,611 1,000 6,805 34,695 3,000 $440,830 $43,573 459 89,906 34,288 209,301 2,135 4,654 25,160 2,615 $412,091 $52,000 1,091 98,000 66,628 177,611 1,000 6,805 34,695 3,000 $440,830 $52,000 $ 1,783 18,000 92,000 66,628 177,611 1,000 8,335 36,695 7,000 $461,052 $ 52,000 $ 1,783 18,000 92,000 66,628 19,086 1,000 8,335 36,695 7,000 302,527 $ Subtotal 18,000 $18,000 18,000 $18,000 18,000 $18,000 $0 $ - $ 18,000 18,000 100% 100% Total Expenditures $3,211,071 $3,414,192 $3,414,196 $3,772,444 $ 3,429,408 $ (15,212) 0% Operating Balance (Rev. - Exp.) ($3,211,071) ($3,414,192) ($3,414,196) ($3,772,444) $ (3,429,408) $ (15,212) 0% CAPITAL OUTLAY 920 CAPITAL EQUIPMENT (152,454) 247 (19,308) (171,515) % $2,213,888 127,000 1,965 409,388 $2,752,241 SUPPLIES & SERVICES 801 GENERAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING - 614 - FY 00-01 Projected -6% 0% 13% -4% -6% 0% (692) -63% (18,000) 6,000 6% 0% 158,525 89% 0% (1,530) -22% (2,000) -6% (4,000) -133% 138,303 31% MARICOPA COUNTY FY 2001-02 FINAL BUDGET LEGAL DEFENDER GRANTS Agency 336 Org Supplies & Services Personal Services Title 3351 LD TRAINING FUND $ Totals: $ - $ $ 49,200 49,200 Total Capital Outlay Expenditures $ $ - $ $ 49,200 49,200 Revenue $ $ 49,200 49,200 EXPENDITURES AND REVENUES BY AGENCY/OBJECT LEGAL DEFENDER GRANTS Agency 336 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 RESOURCES REVENUE 615 GRANTS Sub Total 32,000 $32,000 33,312 $33,312 32,000 $32,000 49,200 $49,200 $ 49,200 49,200 $ 17,200 17,200 54% 54% Total Resources $32,000 $33,312 $32,000 $49,200 $ 49,200 $ 17,200 54% Subtotal 2,020 29,980 $32,000 11,984 21,328 $33,312 2,020 29,980 $32,000 2,020 4,000 43,180 $49,200 $ 2,020 4,000 43,180 49,200 $ 0% (4,000) (13,200) -44% (17,200) -54% Total Expenditures $32,000 $33,312 $32,000 $49,200 $ 49,200 $ (17,200) -54% Operating Balance (Rev. - Exp.) $0 ($0) $0 $0 $ - $ EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 842 TRAVEL & EDUCATION - - 615 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET TOTAL BUDGET BY PROGRAM FY 2001-02 LEGAL DEFENDER GRANTS Agency 337 Org Supplies & Services Personal Services Title 3336 FILL THE GAP $ Totals: $ 35,000 35,000 $ $ - Total Capital Outlay Expenditures $ $ - $ $ 35,000 35,000 Revenue $ $ 35,000 35,000 EXPENDITURES AND REVENUES BY AGENCY/OBJECT LEGAL DEFENDER GRANTS Agency 337 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 615 GRANTS Sub Total $0 $0 $0 35,000 $35,000 $ 35,000 35,000 $ 35,000 35,000 Total Resources $0 $0 $0 $35,000 $ 35,000 $ 35,000 Subtotal $0 $0 $0 $0 $0 $0 $30,065 $ 4,935 $35,000 $ 30,065 $ 4,935 35,000 $ (30,065) (4,935) (35,000) Total Expenditures $0 $0 $0 $35,000 $ 35,000 $ (35,000) Operating Balance (Rev. - Exp.) $0 $0 $0 $0 $ 0 $ 0 EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 750 FRINGE BENEFITS SUPPLIES & SERVICES - 616 - MARICOPA COUNTY FY 2001-02 FINAL BUDGET OFFICE OF LEGAL ADVOCATE Agency 338 Supplies & Services Personal Services Org Title 3360 3361 3362 3363 OLA ADMINISTRATION OLA FELONIES OLA MAJOR FELONIES OLA APPEALS $ Totals: 311,345 567,722 413,416 215,685 1,508,168 $ 291,817 291,817 Total Capital Outlay Expenditures $ - $ 603,162 567,722 413,416 215,685 1,799,985 Revenue $ - EXPENDITURES AND REVENUES BY AGENCY/OBJECT OFFICE OF LEGAL ADVOCATE Agency 338 FY 00-01 Final Adopted EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % Subtotal $1,311,464 233,332 $1,544,796 $1,204,530 30,552 62,727 $1,297,809 $1,296,936 227,094 $1,524,030 $1,563,708 $ 265,013 $1,828,722 $ 1,282,207 $ 225,961 1,508,168 $ 14,729 1,133 15,862 Subtotal $44,000 1,500 20,798 184,599 1,000 12,800 25,119 2,000 $291,816 $35,634 35,128 2,985 190,188 7,796 15,963 2,365 $290,059 $44,000 1,500 20,798 184,599 1,000 12,800 25,119 2,000 $291,816 $44,000 $ 1,500 134,834 42,000 18,798 142,599 1,000 10,800 29,119 2,000 $426,650 $ 44,001 $ 1,500 42,000 18,798 142,599 1,000 10,800 29,119 2,000 291,817 $ (1) (42,000) 2,000 42,000 2,000 (4,000) (1) Subtotal 178,834 $178,834 30,262 127,687 $157,949 178,834 $178,834 44,000 $44,000 $ - $ Total Expenditures $2,015,446 $1,745,817 $1,994,680 $2,299,372 $ 1,799,985 $ 194,695 10% Operating Balance (Rev. - Exp.) ($2,015,446) ($1,745,817) ($1,994,680) ($2,299,372) $ (1,799,985) $ 194,695 10% SUPPLIES & SERVICES 801 GENERAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING CAPITAL OUTLAY 915 BUILDINGS & IMPROVEMENTS 920 CAPITAL EQUIPMENT 930 VEHICLES & CONSTRUCTION EQUIP. DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 1% 0% 1% 0% 0% 10% 23% 0% 16% -16% 0% 0% 178,834 100% 178,834 100% - 617 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET TOTAL BUDGET BY PROGRAM FY 2001-02 INDIGENT REP ADMIN & COURT COUNSEL Agency 339 Personal Services Org Title 3371 3372 3373 3374 3375 3376 3377 3378 IR ADMINISTRATION INFORMATION SYSTEMS OC CONTRACT ADMINISTRATION OC CRIMINAL TRIALS OC JUVENILE DELINQUENCIES OC CRIMINAL APPEALS OC SEXUAL PREDATOR OC MAJOR FELONIES $ Totals: $ 26,390 268,282 294,671 Supplies & Services $ 1,229,077 69,917 361,670 1,049,991 345,740 424,267 475,944 $ 3,956,606 Total Capital Outlay Expenditures $ - $ $ 1,255,467 338,199 361,670 1,049,991 345,740 424,267 475,944 $ 4,251,277 Revenue $ 100,000 100,000 $ EXPENDITURES AND REVENUES BY AGENCY/OBJECT INDIGENT REP ADMIN & COURT COUNSEL Agency 339 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 620 OTHER INTERGOVERNMENTAL Sub Total 100,000 $100,000 49,998 $49,998 100,000 $100,000 100,000 $100,000 $ 100,000 100,000 $ Total Resources $100,000 $49,998 $100,000 $100,000 $ Subtotal $923,691 4,083 2,161 173,549 $1,103,484 $260,404 2,040 1,080 37,049 38,250 $338,823 $218,828 2,000 2,161 65,974 76,506 $365,469 Subtotal $4,762 692 1,123,941 2,552,461 384 2,127 50 $3,684,417 $8,549 896 557,249 3,123,781 839 2,205 14,284 1,822 $3,709,625 Subtotal $0 Total Expenditures Operating Balance (Rev. - Exp.) EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 796 PERSONAL SERVICES ALLOC.-IN SUPPLIES & SERVICES 801 GENERAL SUPPLIES 803 FUEL 810 LEGAL SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING CAPITAL OUTLAY 920 CAPITAL EQUIPMENT - 618 - - 0% 0% 100,000 $ - 0% $311,586 $ 78,356 $389,941 $ 225,087 $ 69,585 294,671 $ (6,259) 2,000 2,161 (3,611) 76,506 70,798 -3% 100% 100% -5% 100% 19% $4,762 692 1,123,941 2,552,461 384 2,127 50 $3,684,417 $11,762 $ 1,233,873 2,367,529 45,000 384 597 3,050 $3,662,195 $ 11,762 $ 1,528,284 2,367,529 45,000 384 597 3,050 3,956,606 $ 1,438 $1,438 $0 $0 $ - $ - $4,787,901 $4,049,886 $4,049,886 $4,052,136 $ 4,251,277 $ (201,391) -5% ($4,687,901) ($3,999,888) ($3,949,886) ($3,952,136) $ (4,151,277) $ (201,391) -5% (7,000) -147% 692 100% (404,343) -36% 184,932 7% (45,000) 0% 1,530 72% (3,000) -6000% (272,189) -7% MARICOPA COUNTY FY 2001-02 FINAL BUDGET DEPARTMENTAL BUDGET SCHEDULES INTEGRATED CRIMINAL JUSTICE INFORMATION SYSTEMS Presiding Judge Integrated Criminal Justice Integrated Criminal Justice Information Systems Information Systems John Doktor, Director John Doktor, Director Agency Representation Network Integration/ Network Security Project Management/ Process Mapping Data Integration MISSION The Mission of the Integrated Criminal Justice Information System (ICJIS) is to provide automated systems, information technology expertise, and information pathways to justice and law enforcement agencies, and to develop and implement systems that promote the sharing of criminal justice information that is timely, secure, reliable, and comprehensive, so that criminal justice agencies may more efficiently enhance public safety, improve service to the community, and make quality justice and law enforcement decisions. VISION Integration will allow enhanced productivity, efficiency, and communication, and will eliminate redundancy. As a result, ICJIS will have a positive impact on improved public safety by making available to criminal justice stakeholders timely, accurate, and complete information concerning offenders. Improved decisions will be made through the increased availability of performance measures relating to public policy. Productivity of stakeholder agency employees will increase with the elimination of redundant data collection and duplicate data entry. Paper-based processes will be reduced or eliminated with the rapid availability of electronic records. Criminal justice information will be accessible in a timely, accurate, and comprehensive fashion by criminal justice agencies. The public will have immediate access to relevant criminal justice information. GOALS By December 2002, ICJIS will develop and implement a system whereby participating justice and law enforcement county agencies will be able to electronically exchange information for the purpose of reducing data entry associated with increasing work loads through the elimination of redundant data entry. By December 2004, justice and law enforcement agencies external to Maricopa County (federal, state, and local) will be enabled to share and exchange information electronically with county justice and law enforcement agencies on a timely, accurate, and secure basis through the integrated criminal justice information system. By December 2004, ICJIS will provide the information links necessary for criminal justice departments to develop and implement management information systems, including the accused-in-process (AIP) central index system to provide more complete information regarding individual cases and case processing, leading to better decision making. ISSUES The demands of growing criminal justice workloads put excess strain on finite resources, resulting in system delays, process breakdowns, jail overcrowding, excessive staff turnover, and inefficiencies that affect system integrity and public safety. - 619 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET County justice and law enforcement departments increasingly demand more accurate, timely, complete information regarding individual cases and case processing. Failure to develop an integrated criminal justice integration system will result in decreased system integrity, public safety concerns, and slower processing of criminal cases. Federal and state mandates place increased demands for accountability and service. The public places growing expectations on the criminal justice system to provide increased public safety. Information technology provides the unique opportunity to rethink and reengineer current justice and law enforcement processes that are manual, inefficient, and in need of improved performance through work process automation. Decision support capability is lacking in the current system, negatively impacting the ability to predict, observe trends, and to make accurate forecasts regarding the justice and law enforcement environment. POSITION DISTRIBUTION POSITION DISTRIBUTION 42 INTEGRATED CRIMINAL JUSTICE WORKING TITLE ADULT PROB AGENCY ANALYST CLIENT SERVICES PROG CLK COURT AGENCY ANALYST DATA LIBRARIAN DIRECTOR FINANCIAL MGR INFORMATION SECURITY OFFICER IT CONSULTANT IT MANAGER-DATA INTEGRATION JUSTICE COURT AGENCY ANALYST PROJECT MANAGER PUB DEF AGENCY ANALYST SUP COURT AGENCY ANALYST TOTAL FTE 1.0 2.0 1.0 1.0 1.0 1.0 0.8 1.0 1.0 1.0 1.0 1.0 1.0 13.8 MANDATE CONSOLIDATED FINANCIAL DATA Total Department Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget Special Revenue $$$$ 157,910 $ 1,937,818 $ 4,682,763 Total Mandated Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget Special Revenue $$$$ 157,910 $ 1,937,818 $ 4,682,763 Total $$$$ 157,910 $ 1,937,818 $ 4,682,763 Total $$$$ 157,910 $ 1,937,818 $ 4,682,763 NOTE: Mandate financials do not include appropriated beginning fund balance, debt service, or eliminations. - 620 - MARICOPA COUNTY FY 2001-02 FINAL BUDGET DEPARTMENTAL BUDGET SCHEDULES MANDATE INFORMATION INTEGRATION OF CRIMINAL JUSTICE INFORMATION SYSTEMS The legislature, in laws 1998, chapter 225, amending A.R.S. § 42-1491, granted a oneAUTHORITY HISTORY/ BACKGROUND MANDATE DESCRIPTION time opportunity to Maricopa county voters to approve a jail facilities excise tax levy to construct and operate jail facilities. A.R.S. § 42-6109 D.3.A. contains provisions for implementing an integrated criminal justice information system. The jail facilities excise tax levy was authorized at two-tenths of a percent (0.002) of the tax base to remain in effect until $900 million is collected, but not more than nine years after January 1, 1999. Initially, $25 million of the tax levy has been allocated for integrating the criminal justice information system. The Maricopa county voters approved the tax levy effective January 1, 1999. The Integrated Criminal Justice Information System (ICJIS) mandate requires Maricopa County to apply technological solutions to enhance data and document transfers that occur between two or more criminal justice agencies. The mandate envisions the integration of divergent information systems used by criminal justice agencies in processing criminal cases, with the resulting significant reduction or elimination of duplicate, redundant data entry. The mandate helps improve public safety by facilitating the timely exchange of accurate and complete criminal justice information. - 621 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED INTEGRATED CRIMINAL JUSTICE Department 42 FUND TYPE SPECIAL REVENUE SUB-TOTAL TOTAL FUNDS Personal Services 1,494,483 $ 1,494,483 $ 1,494,483 Supplies & Services 1,976,280 $ 1,976,280 $ 1,976,280 Capital Outlay 1,212,000 $ 1,212,000 $ 1,212,000 Total Expenses 4,682,763 $ 4,682,763 $ 4,682,763 Total Revenue $ $ - EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT INTEGRATED CRIMINAL JUSTICE Department 42 FY 00-01 Final Adopted FY 00-01 Revised FY 00-01 Projected FY 01-02 Requested FY 01-02 Adopted Variance % EXPENDITURES PERSONAL SERVICES $ 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES Subtotal $ 105,893 $ 14,742 120,635 $ 479,128 $ 42,824 71,280 165,002 758,234 $ 450,650 $ 41,618 66,442 176,102 734,812 $ 1,155,566 $ 42,000 170,227 220,542 1,588,335 $ 1,084,575 $ 42,000 163,848 204,060 1,494,483 $ (605,447) 824 (92,567) (39,058) (736,249) -126% 2% -130% -24% -97% SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 804 NON-CAPITAL EQUIPMENT 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION Subtotal $ 10,000 $ 48,000 1,556,365 5,000 1,619,365 $ 286,696 $ 138,460 692,547 39,250 30,000 21,400 24,875 1,233,228 $ 306,197 $ 124,090 699,111 32,439 7,735 20,035 13,400 1,203,007 $ 300,780 $ 21,000 2,286,300 171,880 56,800 53,000 2,889,760 $ 280,780 $ 21,000 1,529,300 45,400 46,800 53,000 1,976,280 $ 5,916 117,460 (836,753) (6,150) 30,000 (25,400) (28,125) (743,052) 2% 85% -121% -16% 100% -119% -113% -60% Subtotal $ 160,000 160,000 $ - $ - $ 1,492,000 1,492,000 $ 1,212,000 1,212,000 $ (1,212,000) (1,212,000) $ 1,900,000 $ 1,991,462 $ 1,937,818 $ 5,970,095 $ 4,682,763 $ (2,691,301) CAPITAL OUTLAY 920 CAPITAL EQUIPMENT Total Expenditures - 622 - -135% MARICOPA COUNTY FY 2001-02 FINAL BUDGET INTEGRATED CRIMINAL JUSTICE Agency 420 Org Supplies & Services Personal Services Title 4210 INTEGRATION $ 1,494,483 Totals: $ 1,494,483 $ $ 1,976,280 1,976,280 Total Capital Outlay Expenditures $ $ 1,212,000 1,212,000 $ $ 4,682,763 4,682,763 Revenue $ $ - EXPENDITURES AND REVENUES BY AGENCY/OBJECT INTEGRATED CRIMINAL JUSTICE Agency 420 FY 00-01 Final Adopted EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % Subtotal $105,893 14,742 $120,635 $450,650 41,618 66,442 176,102 $734,812 $479,128 42,824 71,280 165,002 $758,234 $1,155,566 $ 42,000 170,227 220,542 $1,588,335 $ 1,084,575 $ 42,000 163,848 204,060 1,494,483 $ (605,447) -126% 824 2% (92,567) -130% (39,058) -24% (736,249) -97% Subtotal $10,000 48,000 1,556,365 5,000 $1,619,365 $306,197 124,090 699,111 32,439 7,735 20,035 13,400 $1,203,007 $286,696 138,460 692,547 39,250 30,000 21,400 24,875 $1,233,228 $300,780 $ 21,000 2,286,300 171,880 56,800 53,000 $2,889,760 $ 280,780 $ 21,000 1,529,300 45,400 46,800 53,000 1,976,280 $ 5,916 2% 117,460 85% (836,753) -121% (6,150) -16% 30,000 100% (25,400) -119% (28,125) -113% (743,052) -60% Subtotal 160,000 $160,000 $0 $0 1,492,000 $1,492,000 $ 1,212,000 1,212,000 $ (1,212,000) (1,212,000) Total Expenditures $1,900,000 $1,937,818 $1,991,462 $5,970,095 $ 4,682,763 $ (2,691,301) -135% Operating Balance (Rev. - Exp.) ($1,900,000) ($1,937,818) ($1,991,462) ($5,970,095) $ (4,682,763) $ (2,691,301) -135% SUPPLIES & SERVICES 801 GENERAL SUPPLIES 804 NON-CAPITAL EQUIPMENT 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION CAPITAL OUTLAY 920 CAPITAL EQUIPMENT DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 - 623 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET INTERNAL AUDIT Board of Supervisors Audit Committee County Management Internal Audit Ross Tate, County Auditor Auditors and Administration MISSION The mission of the Internal Audit Department is to independently evaluate County government, and report results to the Board of Supervisors and management so they can make informed decisions to better serve County citizens. VISION To facilitate positive change throughout County operations while ensuring that public resources are used for their intended purpose. GOALS By 2003, Internal Audit will dedicate at least 10% of department resources to proactive educational activities in order to further strengthen the County's internal control environment. By 2003, in order to provide our customers with a quality product, and meet the growing challenges of advancing technology and diversity of County operations, Internal Audit will provide a more attractive employee environment and retain high-quality employees by: a) Offering salaries above the average of benchmark counties for comparable positions; b) Increasing professional development resources to $1,500 per full time employee; c) Improve office workstation technology to a 3-year replacement cycle By 2005, Internal Audit will strive for excellence within the profession and increase customer confidence by: Earning two National Association of Counties (NACo) award annually; earning two professional audit awards (Knighton, NALGA, IIA, AGA, etc.); having at least 25% of staff in leadership positions within professional organizations; publishing two external articles on audit topics; providing online audit and control information to both internal and external customers; increasing Web-site "hits" each year. By 2005, Internal Audit will provide a systematic verification of 35% of key Managing for Results performance measures throughout County operations. By December 2002, Internal Audit will survey its primary customers (Board of Supervisors, County Management, departments, and Audit Committee) to identify, report, and prioritize new audit services that are perceived to be needed and will implement 25% of these services by 2004 (contingent on available funding). Internal Audit will satisfy the need for objective information by: making all issued audit reports available to the public on-line by FY 2002; continue publishing an annual Financial Condition Report; begin publishing an annual Service Efforts and Accomplishments Report for FY 2003 By 2005, Internal Audit staff will better meet its customers' service demands by: obtaining the training and equipment necessary to effectively use Computer Assisted Audit Techniques (CAATs) on 50% of audit projects; continuously monitoring 20% of the County's financial transactions; utilizing complete file reviews on 75% of assignments where electronic data is available (and compatible with CAATs). - 624 - MARICOPA COUNTY FY 2001-02 FINAL BUDGET The demand from the Board of Supervisors and County Management for objective analysis, interpretation, and reporting of county information is increasing. The public's knowledge of government operations and desire for accountability is increasing. PERFORMANCE MEASURES Performance Measures FY 99 Actual FY 00 Actual FY 01 Actual FY 02 Projected Annual Budget $710,044 $795,525 $842,867 $994,722 Co-sourcing Funds $120,311 $94,099 $371,000 $375,000 Staffing (FTE’s) 12.5 12 15.5 16 Areas Audited (Approved Audit Plan)* 24 16 24 34 Performance Measure Audits N/A N/A N/A 6 Special Projects Completed 7 12 6 6 Single Audit Reviews 32 38 43 40 Audit to Admin Hours 78% 77% 79% 75% Economic Impact to Cost Ratio 7:1 3:1 4:1 3:1 Economic Impact $5.8 M $3.0 M $4.9M $4.1M Customer Satisfaction 87% 87% 89% 85% Recommendations Accepted 97% 94% 99% 95% Recommendations Implemented 34% 39% 54% 55% Recommendations In Process 63% 55% 45% 40% Audit Interval (Years) 5-7 4-6 3-5 3-5 DEPARTMENTAL BUDGET SCHEDULES ISSUES POSITION DISTRIBUTION POSITION DISTRIBUTION 23 INTERNAL AUDIT WORKING TITLE ASSOCIATE AUDITOR AUDIT MANAGER COUNTY AUDITOR OFFICE MANAGER PERFORMANCE MEASURES AUDITOR SENIOR AUDITOR STAFF AUDITOR TOTAL FTE 4.0 4.0 1.0 1.0 1.0 3.0 2.0 16.0 - 625 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET MANDATE CONSOLIDATED FINANCIAL DATA Total Department Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 428,829 $ 515,838 $ 688,695 $ 795,525 $ 951,529 $ 994,722 Total $ 428,829 $ 515,838 $ 688,695 $ 795,525 $ 951,529 $ 994,722 Total Mandated Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 7,201 $ 14,642 $ 13,107 $ 15,260 $ 15,767 $ 10,000 Total $ 7,201 $ 14,642 $ 13,107 $ 15,260 $ 15,767 $ 10,000 Total Administrative Mandates FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 421,628 $ 501,196 $ 678,695 $ 780,265 $ 935,762 $ 984,722 Total $ 421,628 $ 501,196 $ 678,695 $ 780,265 $ 935,762 $ 984,722 NOTE: Mandate financials do not include appropriated beginning fund balance, debt service, or eliminations. - 626 - MARICOPA COUNTY FY 2001-02 FINAL BUDGET FEDERAL GRANTS SUB-RECIPIENT MONITORING FOR COMPLIANCE WITH THE SINGLE AUDIT ACT Federal Single Audit Act and Amendments of 1996; Federal Office of Management and AUTHORITY HISTORY/ BACKGROUND MANDATE DESCRIPTION Budget Circular A-133 Internal Audit monitors compliance of federal grant sub-recipients with the Single Audit Act and OMB Circular A-133. Internal Audit also consults with County departments concerning Single Audit Act requirements. Maricopa County, as a pass-through organization, must ensure that any sub-recipients spending $300,000 or more in federal awards during the sub-recipients fiscal year have an audit performed in accordance with OMB Circular A-133. Federal Grants Sub-recipient Monitoring for Compliance with the Single Audit Act FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 7,201 $ 14,642 $ 13,107 $ 15,260 $ 15,767 $ 10,000 Total $ 7,201 $ 14,642 $ 13,107 $ 15,260 $ 15,767 $ 10,000 DEPARTMENTAL BUDGET SCHEDULES MANDATE INFORMATION - 627 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED INTERNAL AUDIT Department 23 FUND TYPE GENERAL FUND SUB-TOTAL TOTAL FUNDS $ $ $ Personal Services 962,985 962,985 962,985 $ $ $ Supplies & Services 31,737 31,737 31,737 $ $ $ Capital Outlay - Total Expenses $ 994,722 $ 994,722 $ 994,722 Total Revenue $ $ $ - EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT INTERNAL AUDIT Department 23 FY 00-01 Final Adopted EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 795 PERSONAL SERVICES ALLOC.-OUT 796 PERSONAL SERVICES ALLOC.-IN $ Subtotal $ SUPPLIES & SERVICES 801 GENERAL SUPPLIES 804 NON-CAPITAL EQUIPMENT 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING $ 722,059 $ 802,903 $ 2,000 133,633 146,698 (10,000) (100,549) 73,549 73,549 919,241 $ 924,601 $ FY 00-01 Projected 746,007 $ 8,544 11,000 134,447 (97,491) 73,549 876,056 $ FY 01-02 Requested FY 01-02 Adopted 1,093,548 $ 5,000 205,892 (10,000) 1,294,440 $ Subtotal $ 5,627 $ 29,161 1,800 425 4,285 8,250 800 50,348 $ 9,550 $ 7,338 1,800 1,100 3,000 11,000 1,200 34,988 $ 10,483 $ 16,056 16,351 1,800 1,101 7,526 11,243 831 65,391 $ 26,865 43,500 381,340 1,800 1,000 4,197 10,650 200 469,552 Subtotal $ - $ 10,000 10,000 $ 10,082 10,082 $ $ 969,589 $ 969,589 $ 951,529 $ CAPITAL OUTLAY 920 CAPITAL EQUIPMENT Total Expenditures - 628 - FY 00-01 Revised $ Variance 812,473 $ (9,570) 5,000 (3,000) 155,511 (8,813) (10,000) (90,549) 73,549 962,985 $ (38,383) % -1% -150% -6% -90% 100% -4% $ 7,550 $ 6,340 1,800 1,000 4,197 10,650 200 31,737 $ 2,000 998 100 (1,197) 350 1,000 3,251 21% 14% 0% 9% -40% 3% 83% 9% - $ - $ 10,000 10,000 100% 100% 1,763,992 $ 994,722 $ (25,132) -3% MARICOPA COUNTY FY 2001-02 FINAL BUDGET INTERNAL AUDIT Agency 230 Org Personal Services Title 2310 INTERNAL AUDIT $ Totals: $ 962,985 962,985 Supplies & Services $ $ 31,737 31,737 Total Capital Outlay Expenditures $ $ - $ $ 994,722 994,722 Revenue $ $ - EXPENDITURES AND REVENUES BY AGENCY/OBJECT INTERNAL AUDIT Agency 230 FY 00-01 Final Adopted EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 795 PERSONAL SERVICES ALLOC.-OUT 796 PERSONAL SERVICES ALLOC.-IN FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % Subtotal $722,059 133,633 (10,000) 73,549 $919,241 $746,007 8,544 11,000 134,447 (97,491) 73,549 $876,056 $802,903 2,000 146,698 (100,549) 73,549 $924,601 $1,093,548 $ 5,000 205,892 (10,000) $1,294,440 $ 812,473 $ 5,000 155,511 (10,000) 962,985 $ Subtotal $5,627 29,161 1,800 425 4,285 8,250 800 $50,348 $10,483 16,056 16,351 1,800 1,101 7,526 11,243 831 $65,391 $9,550 7,338 1,800 1,100 3,000 11,000 1,200 $34,988 $26,865 $ 43,500 381,340 1,800 1,000 4,197 10,650 200 $469,552 $ 7,550 $ 6,340 1,800 1,000 4,197 10,650 200 31,737 $ 2,000 998 100 (1,197) 350 1,000 3,251 14% 0% 9% -40% 3% 83% 9% Subtotal $0 10,082 $10,082 10,000 $10,000 $0 $ - $ 10,000 10,000 100% 100% Total Expenditures $969,589 $951,529 $969,589 $1,763,992 $ 994,722 $ (25,132) -3% Operating Balance (Rev. - Exp.) ($969,589) ($951,529) ($969,589) ($1,763,992) $ (994,722) $ (25,132) -3% SUPPLIES & SERVICES 801 GENERAL SUPPLIES 804 NON-CAPITAL EQUIPMENT 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING CAPITAL OUTLAY 920 CAPITAL EQUIPMENT DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 (9,570) -1% (3,000) -150% (8,813) -6% (90,549) -90% 73,549 100% (38,383) -4% 21% - 629 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET JUDICIAL MANDATES County Administrative Officer Judicial Mandates Public Defender Court Appointed Counsel Legal Defender Legal Advocacy James J. Haas Mark Kennedy Robert S. Briney Susan Sherwin MISSION The mission of the Indigent Representation Agency is to provide the highest quality legal representation to indigent individuals assigned to us by the court, thus safeguarding the fundamental legal rights of each member of the community. GOALS The goal of the Indigent Representation Agency is to provide the highest quality legal representation to our clients while increasing efficiency and meeting the relevant rules of procedure. By July 1, 2002, the goal of the Office of the Public Defender is to establish a case weighting and counting system and develop mechanisms that will enable the Public Defender to set and maintain appropriate caseload and performance standards. By July 1, 2003, the goal of the Office of the Public Defender is to demonstrate a 5% improvement in "time-to-disposition" on all regular felony cases. By July 1, 2003, the goal of the Office of the Public Defender is to achieve a 5% improvement over the baseline established by the FY02 stakeholder satisfaction survey. By July 1, 2002, the goal of the Office of the Legal Defender is to resolve to disposition 90% of all regular felony cases within 180 days of arraignment or case assignment with no reduction in the quality of legal representation. By July 1, 2003, the goal of the Office of the Legal Defender is to achieve a 5% increase over the baseline established by the FY2002 customer satisfaction survey. By July 1, 2002, the goal of the Office of the Legal Advocate is to identify the factors to be measured in order to meaningfully weight felony cases. By July 1, 2003, the goal of the Office of the Legal Advocate is to develop a case weighting system that will allow meaningful caseload comparisons using the factors identified. By July 1, 2002, the goal of the Office of the Legal Advocate is to establish benchmarks for quality representation based upon effectiveness and stakeholder satisfaction. By July 1, 2003, the goal of the Office of the Legal Advocate is to realize a 5% increase in quality representation as measured by the established benchmarks. By FY 2003, the goal of the Office of Contract Counsel is to revise fixed price contracts for lawyers to provide cost-effective legal representation in criminal, delinquency, dependency, probate and sexually violent persons cases including development of a two-tiered compensation rate based on years of experience and seriousness of charges. By FY 2003, the goal of the Office of Contract Counsel is to develop systems to control expert witness fees. By FY 2002, the goal of the Office of Contract Counsel is to establish uniform standards for contract counsel timekeeping and reporting. ISSUES The courts’ continued emphasis on moving cases more quickly will reduce efficiency, resulting in less time - 630 - MARICOPA COUNTY FY 2001-02 FINAL BUDGET PERFORMANCE MEASURES Performance Measures Public Defender - Mental Health Public Defender - Juvenile Judicial Officers served Public Defender - Probate Judicial Officers served Legal Defender - Dependency Assignments Legal Defender - Severance Assignments Legal Defender - Appeals Legal Defender - Recertifications Legal Advocacy - Juvenile Dependency cases (was PD for 99 & 00) Legal Advocacy - Juv. Dep. Cases certified to carry over Court Appoionted Counsel - Mental Health Court Appoionted Counsel - Dependency & Severance Court Appoionted Counsel - Probate Court Appoionted Counsel - Dependency cases certified FY 99 Actual 1,765 N/A N/A 705 117 2 N/A 378 FY 00 Actual 1,567 N/A N/A 725 97 17 622 333 273 33 5,005 449 4,195 372 44 5,008 454 3,614 FY 01 FY 02 Actual Projected 1,682 1,732 N/A N/A N/A N/A 729 729 100 100 10 10 693 693 333 343 N/A 39 5,443 625 N/A DEPARTMENTAL BUDGET SCHEDULES and resources available to assist clients, reducing the quality of legal representation, and increasing stress and staff turnover. The County’s pay and benefits have not kept pace with the private sector, resulting in fewer qualified applicants and increased turnover. The rapid increase in population and increased emphasis on law enforcement will increase the number of indigent defendants, resulting in more cases for the office. Rapid changes in technology and increased sharing of case information within the system will increase administrative efficiencies and reduce duplication of data entry. The current budget structure for the indigent defense agency creates potential ethical conflicts, reduces efficiencies, promotes confusion, and generates inappropriate competition for available funds. 383 40 5,606 644 3,722 POSITION DISTRIBUTION POSITION DISTRIBUTION 45 JUDICIAL MANDATES WORKING TITLE Administrative Assistant Case Preparation Manager Clerk Client Services Coordinator Defender Attorney Defender Senior Counsel Legal Secretary Mental Health Division Chief MH Secretary TOTAL FTE 1.0 3.0 2.0 8.0 19.5 0.5 4.0 1.0 1.0 40.0 - 631 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET MANDATE CONSOLIDATED FINANCIAL DATA Total Department Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund N/A N/A N/A $ 5,409,538 $ 5,686,384 $ 5,954,935 Total Mandated Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund N/A N/A N/A $ 5,409,538 $ 5,686,384 $ 5,954,935 Total N/A N/A N/A $ 5,409,538 $ 5,686,384 $ 5,954,935 Total N/A N/A N/A $ 5,409,538 $ 5,686,384 $ 5,954,935 NOTE: Mandate financials do not include appropriated beginning fund balance, debt service, or eliminations. - 632 - MARICOPA COUNTY FY 2001-02 FINAL BUDGET JUDICIAL MANDATES AUTHORITY HISTORY/ BACKGROUND MANDATE DESCRIPTION A.R.S. §§ 36-528(D), 36-536(A), 36-537, 8-221. U.S. Constitution, 5th and 6th Amendments; Arizona Constitution Article 2, § 24; ARS §§ 11-584 to 587. Historically, Public Defenders have not had the authority to handle civil proceedings. As a result, in Maricopa County, private attorneys who contracted to provide these services were used almost exclusively. Due to changes in legislation, Maricopa County became responsible to provide representation to indigent individuals facing mental health commitments and to those involved in child dependency and severance proceedings. In order to maximize the efficiency and effectiveness of services mandated, Maricopa County has funded the creation of two on-staff dependency units (Offices of the Legal Defender and Legal Advocate) and one on-staff mental health unit (Public Defender). In addition, contracted private attorneys are assigned to cases that the other offices are unable to handle (typically due to conflicts of interest). Legal representation of indigent persons at risk of a loss of liberty in civil mental health proceedings. Legal representation of indigent individuals involved in civil child dependency or severance proceedings, including the minor children in question. DEPARTMENTAL BUDGET SCHEDULES MANDATE INFORMATION - 633 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED JUDICIAL MANDATES Department 45 FUND TYPE GENERAL FUND SUB-TOTAL TOTAL FUNDS $ $ $ Personal Services 1,973,183 1,973,183 1,973,183 $ $ $ Supplies & Services 3,981,752 3,981,752 3,981,752 $ $ $ Capital Outlay - Total Expenses $ 5,954,935 $ 5,954,935 $ 5,954,935 Total Revenue $ $ $ - EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT JUDICIAL MANDATES Department 45 FY 00-01 Final Adopted EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS $ FY 00-01 Projected 1,531,134 $ 260,842 1,791,976 $ 1,762,122 305,854 2,067,976 $ 7,596 199,703 351,360 3,139,416 166,323 215 7,050 2,288 21,558 3,895,509 $ $ 7,596 $ 199,703 351,360 3,415,416 166,323 215 7,050 2,288 21,558 4,171,509 $ Subtotal $ 6,597 6,597 $ Total Expenditures $ 5,970,082 $ Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 811 HEALTH CARE SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING $ $ Subtotal CAPITAL OUTLAY 920 CAPITAL EQUIPMENT 930 VEHICLES & CONSTRUCTION EQUIP. - 634 - FY 00-01 Revised FY 01-02 Requested 1,664,971 1,246 99 108,432 1,774,748 $ $ $ 2,859 1,069,917 576,623 2,071,273 143,079 135 7,019 31,296 2,838 3,905,039 6,597 6,597 5,970,082 FY 01-02 Adopted 1,807,768 300,990 2,108,758 $ $ $ 14,596 1,500 20,410 218,703 601,360 2,873,416 166,323 215 7,150 27,749 1,294 3,932,716 $ 6,597 6,597 $ 5,686,384 $ Variance 1,693,749 279,434 1,973,183 $ $ $ 3,596 6,597 225,075 619,396 2,955,216 135,561 215 7,050 27,757 1,289 3,981,752 $ 25,000 25,000 $ - $ 6,066,474 $ 5,954,935 $ $ $ 68,373 26,421 94,794 4,000 (6,597) (25,372) (268,036) 184,200 30,762 (25,469) 20,269 $ (86,243) % 4% 9% 5% 53% -13% -76% 6% 18% 0% 0% -1113% 94% -2% $ 6,597 6,597 100% 100% $ 15,148 0% MARICOPA COUNTY FY 2001-02 FINAL BUDGET DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 PUBLIC DEFENDER Agency 451 Org Supplies & Services Personal Services Title 4515 PD MENTAL HEALTH $ Totals: $ 445,078 445,078 $ $ 289 289 Total Capital Outlay Expenditures $ $ - $ $ 445,367 445,367 Revenue $ $ - EXPENDITURES AND REVENUES BY AGENCY/OBJECT PUBLIC DEFENDER Agency 451 FY 00-01 Final Adopted EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 750 FRINGE BENEFITS FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance Subtotal $425,633 68,504 $494,137 $391,772 24,903 $416,675 $400,418 66,035 $466,453 $411,275 $ 62,496 $473,771 $ 386,830 $ 58,248 445,078 $ Subtotal 94 $94 276 $276 94 $94 294 $294 $ 289 289 $ Total Expenditures $494,231 $416,951 $466,547 $474,065 $ 445,367 $ 21,180 5% Operating Balance (Rev. - Exp.) ($494,231) ($416,951) ($466,547) ($474,065) $ (445,367) $ 21,180 5% SUPPLIES & SERVICES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 13,588 7,787 21,375 % 3% 12% 5% (195) -207% (195) -207% - 635 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET TOTAL BUDGET BY PROGRAM FY 2001-02 OFFICE OF LEGAL ADVOCATE Agency 452 Org Supplies & Services Personal Services Title 4516 OLA DEPENDENCIES $ Totals: $ 757,472 757,472 $ $ 137,083 137,083 Total Capital Outlay Expenditures $ $ - $ $ 894,555 894,555 Revenue $ $ - EXPENDITURES AND REVENUES BY AGENCY/OBJECT OFFICE OF LEGAL ADVOCATE Agency 452 FY 00-01 Final Adopted EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 750 FRINGE BENEFITS FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % Subtotal $484,160 87,991 $572,151 $565,224 32,486 $597,710 $692,407 124,329 $816,736 $695,565 $ 119,900 $815,465 $ 647,717 $ 109,755 757,472 $ Subtotal $4,596 2,586 38,823 40 13,389 $59,434 $0 502 1,555 33,263 21,742 1,853 $58,915 $4,596 2,586 38,823 40 13,389 $59,434 $11,596 $ 1,500 13,813 2,000 4,586 38,823 140 17,386 $89,844 $ 596 $ 2,000 586 116,475 40 17,386 137,083 $ Subtotal $0 $0 $0 25,000 $25,000 $ - $ - Total Expenditures $631,585 $656,625 $876,170 $930,309 $ 894,555 $ (18,385) -2% Operating Balance (Rev. - Exp.) ($631,585) ($656,625) ($876,170) ($930,309) $ (894,555) $ (18,385) -2% SUPPLIES & SERVICES 801 GENERAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING CAPITAL OUTLAY 930 VEHICLES & CONSTRUCTION EQUIP. - 636 - FY 00-01 Projected 44,690 14,574 59,264 6% 12% 7% 4,000 87% (2,000) 2,000 77% (77,652) -200% 0% (17,386) 13,389 100% (77,649) -131% MARICOPA COUNTY FY 2001-02 FINAL BUDGET DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 OFFICE OF LEGAL DEFENDER Agency 453 Org Supplies & Services Personal Services Title 4517 LD DEPENDENCIES $ Totals: $ 770,633 770,633 $ $ 60,158 60,158 Total Capital Outlay Expenditures $ $ - $ $ 830,791 830,791 Revenue $ $ - EXPENDITURES AND REVENUES BY AGENCY/OBJECT OFFICE OF LEGAL DEFENDER Agency 453 FY 00-01 Final Adopted EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance Subtotal $621,341 111,892 $733,233 $707,975 1,246 99 51,148 $760,468 $669,297 119,919 $789,216 $700,928 $ 118,594 $819,522 $ 659,202 $ 111,431 770,633 $ Subtotal $3,000 4,000 10,179 127,500 215 7,010 2,000 8,075 $161,979 $2,859 2,053 5,217 109,816 135 7,019 9,134 985 $137,218 $3,000 4,000 10,179 127,500 215 7,010 2,000 8,075 $161,979 $3,000 $ 6,597 4,000 9,179 127,500 215 7,010 10,075 1,000 $168,576 $ 3,000 $ 6,597 4,000 9,179 19,086 215 7,010 10,071 1,000 60,158 $ Subtotal 6,597 $6,597 6,597 $6,597 6,597 $6,597 $0 $ - $ 6,597 6,597 100% 100% Total Expenditures $901,809 $904,283 $957,792 $988,098 $ 830,791 $ 127,001 13% Operating Balance (Rev. - Exp.) ($901,809) ($904,283) ($957,792) ($988,098) $ (830,791) $ 127,001 13% SUPPLIES & SERVICES 801 GENERAL SUPPLIES 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING CAPITAL OUTLAY 920 CAPITAL EQUIPMENT 10,095 8,488 18,583 % 2% 7% 2% 0% (6,597) 0% 1,000 10% 108,414 85% 0% 0% (8,071) -404% 7,075 88% 101,821 63% - 637 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET TOTAL BUDGET BY PROGRAM FY 2001-02 OFFICE OF CONTRACT COUNSEL Agency 454 Personal Services Org Title 4544 4545 4546 4547 4548 4549 4550 OC MENTAL HEALTH OC PROBATE OC CIVIL OC DOMESTIC RELATIONS OC DEPENDENCIES OC SEVERANCE OC MENTAL HEALTH EXAMINATIONS $ Totals: $ - Supplies & Services $ 10,300 99,201 1,927 2,592 2,909,389 141,417 619,396 $ 3,784,222 Total Capital Outlay Expenditures $ - $ $ $ 10,300 99,201 1,927 2,592 2,909,389 141,417 619,396 3,784,222 Revenue $ - $ EXPENDITURES AND REVENUES BY AGENCY/OBJECT OFFICE OF CONTRACT COUNSEL Agency 454 FY 00-01 Final Adopted EXPENDITURES PERSONAL SERVICES 750 FRINGE BENEFITS FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % Subtotal (7,545) ($7,545) (105) ($105) (4,428) ($4,428) $0 $ - $ Subtotal 195,703 351,360 3,402,651 288 $3,950,002 1,067,362 576,623 2,064,501 144 $3,708,630 195,703 351,360 3,126,651 288 $3,674,002 212,703 601,360 2,859,651 288 $3,674,002 $ 219,075 619,396 2,945,451 300 3,784,222 $ (23,372) (268,036) 181,200 (12) (110,220) -12% -76% 6% -4% -3% Total Expenditures $3,942,457 $3,708,525 $3,669,574 $3,674,002 $ 3,784,222 $ (114,648) -3% Operating Balance (Rev. - Exp.) ($3,942,457) ($3,708,525) ($3,669,574) ($3,674,002) $ (3,784,222) $ (114,648) -3% SUPPLIES & SERVICES 810 LEGAL SERVICES 811 HEALTH CARE SERVICES 812 OTHER SERVICES 842 TRAVEL & EDUCATION - 638 - FY 00-01 Projected (4,428) -100% (4,428) -100% MARICOPA COUNTY FY 2001-02 FINAL BUDGET DEPARTMENTAL BUDGET SCHEDULES MANAGEMENT AND BUDGET County Administrative Officer Deputy County Administrator Sandi Wilson Office of Management and Budget Budget Development Executive Information Group MISSION The mission of the Office of Management and Budget (OMB) is to provide organizational and strategic leadership and consultation for the Board of Supervisors so that they can make well-informed policy and budgetary decisions. GOALS Reduce pre-AHCCCS (Arizona Health Care Cost Containment System) costs by FY 2003 while maintaining appropriate access to health care for the indigent. Maintain County expenditures within the constitutional limits set by the voters in 1998 through FY 2004. 100% of County departments/agencies will be actively Managing for Results (MFR) by CY 2002. Management will use results-based performance information to make program and policy decisions by FY 2002. The entire County will be fully engaged in Budgeting for Results by FY 2003. Maricopa County will continue to improve its positive public image based on results achieved. Decrease department average annual turnover to less than or equal to the overall County turnover rate by end of FY02. ISSUES The implementation of MFR and its focus on linking strategic planning efforts to the budget/accounting system will cause OMB to significantly change the way we do business through increased coordination of information, and partnerships with departments. High employee turnover rates leads to lower productivity, impaired working relations with departments, and lower overall quality of service. The constitutionally mandated expenditure limit will challenge OMB to address spending growth and increasing service demands. Rising indigent health care service costs will make it increasingly difficult for OMB to make budget recommendations for all other county programs within current revenue and expenditure limits. The rising costs of administering justice will require OMB to partner with criminal justice agencies to identify management strategies that will increase effectiveness and streamline processes. - 639 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET PERFORMANCE MEASURES Performance Measures Number of Board agenda items reviewed Number of budget issues analyzed Number of Research Reports Completed Number of budget amendments Number of department budgets reviewed per analyst Number of budget issues reviewed per analyst Dollar value of budgets reviewed per analyst Percentage of General Fund variance of year end actual to projected revenues FY 99 Actual FY 00 Actual FY 01 Actual 2,301 1786 1847 245 206 185 9 16 3 157 132 147 FY 02 Projected N/A N/A N/A N/A 6.9 6.57 6.57 35 29.43 26.43 $204,738,723 $263,235,502 $289,345,537 N/A N/A N/A 6.10% 3% 16% N/A POSITION DISTRIBUTION POSITION DISTRIBUTION 49 MANAGEMENT & BUDGET WORKING TITLE ADMINISTRATIVE COORD III BUDGET COORDINATOR BUDGET MANAGER DEPUTY COUNTY ADMINISTRATOR EXECUTIVE INFORMATION MANAGER FISCAL MANAGEMENT ANALYST INDIGENT REPRESENTATION CONTROLLER MANAGEMENT & BUDGET ANALYST MANAGEMENT ANALYST/INTERN MANAGING FOR RESULTS COORDINATOR ORGANIZATIONAL DEVELOPMENT CONSULTANT PRINCIPAL MANAGEMENT & BUDGET ANALYST SENIOR FISCAL CONSULTANT SENIOR MANAGEMENT & BUDGET ANALYST TOTAL - 640 - FTE 1.0 2.0 1.0 1.0 1.0 1.0 1.0 6.0 1.0 1.0 1.0 1.0 1.0 1.0 20.0 MARICOPA COUNTY FY 2001-02 FINAL BUDGET Total Department Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 1,096,860 $ 1,214,876 $ 1,254,622 $ 1,337,623 $ 1,604,542 $ 1,690,749 Total $ 1,096,860 $ 1,214,876 $ 1,254,622 $ 1,337,623 $ 1,604,542 $ 1,690,749 Total Administrative Mandates FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 1,096,860 $ 1,214,876 $ 1,254,622 $ 1,337,623 $ 1,604,542 $ 1,690,749 Total $ 1,096,860 $ 1,214,876 $ 1,254,622 $ 1,337,623 $ 1,604,542 $ 1,690,749 DEPARTMENTAL BUDGET SCHEDULES MANDATE CONSOLIDATED FINANCIAL DATA NOTE: Mandate financials do not include appropriated beginning fund balance, debt service, or eliminations. - 641 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED MANAGEMENT & BUDGET Department 49 FUND TYPE GENERAL FUND SUB-TOTAL TOTAL FUNDS $ $ $ Personal Services 1,506,349 1,506,349 1,506,349 $ $ $ Supplies & Services 184,400 184,400 184,400 $ $ $ Capital Outlay - Total Expenses $ 1,690,749 $ 1,690,749 $ 1,690,749 Total Revenue $ $ $ - EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT MANAGEMENT & BUDGET Department 49 FY 00-01 Final Adopted FY 00-01 Revised FY 00-01 Projected FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 650 MISCELLANEOUS REVENUE Sub Total $ - $ - $ 20 20 $ - $ - $ - $ - $ - $ 20 $ - $ - $ - EXPENDITURES PERSONAL SERVICES $ 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 795 PERSONAL SERVICES ALLOC.-OUT 796 PERSONAL SERVICES ALLOC.-IN Subtotal $ 1,157,782 $ 13,000 178,711 (179,790) 350,403 1,520,106 $ 1,123,200 $ 13,000 180,049 (146,546) 350,403 1,520,106 $ 1,050,958 $ 6,498 163,603 (114,625) 332,762 1,439,196 $ 1,164,398 $ 13,000 185,868 (76,917) 220,000 1,506,349 $ 1,164,398 $ 13,000 185,868 (76,917) 220,000 1,506,349 $ (41,198) (5,819) (69,629) 130,403 13,757 -4% 0% -3% -48% 37% 1% SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 812 OTHER SERVICES 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES Subtotal $ 40,000 $ 105,410 6,000 22,000 8,500 181,910 $ 40,000 $ 105,410 6,000 22,000 8,500 181,910 $ 29,639 $ 107,612 3,040 14,093 9,843 1,137 (18) 165,346 $ 41,000 $ 112,000 5,000 23,000 3,400 184,400 $ 41,000 $ 112,000 5,000 23,000 3,400 184,400 $ (1,000) (6,590) 1,000 (1,000) 5,100 (2,490) -3% -6% 17% -5% 60% $ 1,702,016 $ 1,702,016 $ 1,604,542 $ 1,690,749 $ 1,690,749 $ 11,267 1% Total Resources Total Expenditures - 642 - -1% MARICOPA COUNTY FY 2001-02 FINAL BUDGET DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 MANAGEMENT & BUDGET Agency 490 Supplies & Services Personal Services Org Title 4910 4920 4930 4940 DCA ADMINISTRATION EXECUTIVE INFORMATION GROUP BUDGET DEVELOPMENT RESOURCE TECHNOLOGY $ Totals: 195,435 208,121 882,793 220,000 1,506,349 $ 27,400 18,600 112,400 26,000 184,400 Total Capital Outlay Expenditures $ - $ 222,835 226,721 995,193 246,000 1,690,749 Revenue $ - EXPENDITURES AND REVENUES BY AGENCY/OBJECT MANAGEMENT & BUDGET Agency 490 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 650 MISCELLANEOUS REVENUE Sub Total $0 20 $20 $0 $0 $ Total Resources $0 $20 $0 Subtotal $1,157,782 13,000 178,711 (179,790) 350,403 $1,520,106 $1,050,958 6,498 163,603 (114,625) 332,762 $1,439,196 Subtotal $40,000 105,410 6,000 22,000 8,500 $181,910 Total Expenditures Operating Balance (Rev. - Exp.) EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 795 PERSONAL SERVICES ALLOC.-OUT 796 PERSONAL SERVICES ALLOC.-IN SUPPLIES & SERVICES 801 GENERAL SUPPLIES 812 OTHER SERVICES 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES - - $ - $0 $ - $ - $1,123,200 13,000 180,049 (146,546) 350,403 $1,520,106 $1,164,398 $ 13,000 185,868 (76,917) 220,000 $1,506,349 $ 1,164,398 $ 13,000 185,868 (76,917) 220,000 1,506,349 $ $29,639 107,612 3,040 14,093 9,843 1,137 (18) $165,346 $40,000 105,410 6,000 22,000 8,500 $181,910 $41,000 $ 112,000 5,000 23,000 3,400 $184,400 $ 41,000 $ 112,000 5,000 23,000 3,400 184,400 $ (1,000) (6,590) 1,000 (1,000) 5,100 (2,490) -3% -6% 17% -5% 60% $1,702,016 $1,604,542 $1,702,016 $1,690,749 $ 1,690,749 $ 11,267 1% ($1,702,016) ($1,604,521) ($1,702,016) ($1,690,749) $ (1,690,749) $ 11,267 1% (41,198) -4% 0% (5,819) -3% (69,629) -48% 130,403 37% 13,757 1% -1% - 643 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET MARICOPA HEALTH PLANS County Administrative Officer Maricopa Integrated Health System Chief Executive Officer Mark Hillard Linda Mushkatel Vice President, Health Plans Maricopa Long Term Care Director Operations/Regulatory Compliance Director Medical Management Director Health Plans Medical Director IS Project Manager Customer Service Director MISSION The mission of the Maricopa Integrated Health System (MIHS) is to provide quality health care services, medical education and research for the community so they can improve their health status in a costefficient manner. VISION To dramatically enhance the health and wellness of the community we serve. GOALS By June 2002, generate sufficient profitability (estimate $25million), in the health system to provide funding support of MIHS capital plan projects. Attract and retain qualified employees through improvements in work place environment as measured by improvement in turnover rate. By June 2001, pass favorable healthcare district legislation. Develop an integrated information system to meet MIHS health care information needs. By July 2001, develop an MIHS facilities master plan that ensures the development of appropriate and adequate facilities to meet future and current patient and employee needs. By July 2005, complete implementation of projects in accordance with master plan projections. Improve health care accessibility, availability, continuity of care, and choice by assuring adequate provider presence in the MIHS service areas. Improve MIHS service culture as demonstrated by improvements in patient and employee satisfaction survey ratings. Attain composite score improvement of .25. By 2002 secure favorable accreditation from the Residency Review Committee (RRC) which will result in an extended RRC review cycle. Develop and implement strategies to enroll and retain MIHS health plan membership to meet/exceed budget growth projections. ISSUES Lack of qualified and skilled staff will lead to service reduction, higher costs, and customer dissatisfaction. Inadequate physical facilities across the health system are compromising our ability to meet the needs and expectations of our current patient, provider and employee base, and will severely limit our ability to attract and retain new patients, providers and employees. - 644 - MARICOPA COUNTY FY 2001-02 FINAL BUDGET DEPARTMENTAL BUDGET SCHEDULES Without the ability to change our governing structure we will not be able to compete in regards to our human resources, procurement, facility and network development needs. Without access to sufficient capital and revenues, MIHS will have limited ability to: Improve service delivery, Improve its image, Maintain or increase market share, Recruit and retain employees, Recruit residents, Satisfy Customers, Respond to the opportunities of Propositions 200, 204, 203, Drive profit centers to offset losses from uncompensated care which meets county mission of providing low income care, tertiary care, and medical education at lowest net cost to county taxpayers Availability and distribution of Information is becoming increasingly important given that more data is being gathered but not necessarily configured as information. Without configured information, the system will be unable to provide care at the lowest cost and greatest outcome. If managed care providers increasingly offer services that are not cost-effective, lack provider choice and in an inconvenient location, that do not focus on customer services/consumer needs, then informed/empowered consumers will no longer tolerate Managed Care. Loss of Graduate Medical Education accreditation would result in loss of faculty, increased cost of care, and reduction in funding, resulting in a negative impact on patient care. Rapidly rising costs from technology development, pharmaceuticals, increasing regulatory intrusion, litigation, and the threat of mandatory non-funded medical research threatens profitability margins. PERFORMANCE MEASURES Performance Measures Member Months Medical Expense Ratio Administrative Ratio Inpatient Days per 1,000 Member Months Medical Expense Ratio Administrative Ratio Inpatient Days per 1,000 Member Months Medical Expense Ratio Administrative Ratio Inpatient Days per 1,000 Member Months Medical Expense Ratio Administrative Ratio Inpatient Days per 1,000 FY 99 Actual 310,901 91.81% 5.34% 1,030.94 112,235 89.40% 5.62% 1,705.35 34,228 84.15% 12.90% 242.33 30,373 91.65% 4.26% 2,308.16 FY 00 Actual 343,439 94.53% 5.35% 954.82 118,520 87.01% 5.94% 1,855.48 33,829 83.69% 14.39% 235.82 34,174 96.93% 4.27% 2,665.64 FY 01 FY 02 Actual Projected 378,757 487,188 90.86% 95.98% 5.53% 5.09% 991.32 987.71 112,018 97,944 90.80% 92.97% 0.64% 6.31% 2,103.63 2,040.43 44,333 45,728 68.63% 68.05% 10.15% 11.46% 184.33 298.64 41,811 45,682 104.79% 98.60% 4.18% 5.00% 2,682.43 2,640.49 - 645 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET POSITION DISTRIBUTION - 646 - POSITION DISTRIBUTION 60 MARICOPA HEALTH PLANS WORKING TITLE ACCOUNTANT ACCOUNTING TECH-SOC UNIT ADMIN COORDINATOR ADMIN COORDINATOR SUPER ADMINISTRATIVE ASSISTANT ADMINISTRATOR ALTCS CASE MANAGER ALTCS COMPLEX C RN C MGR. AUTHORIZATION COORDINATOR CASE MGMT COORD CLAIMS ANALYST CLAIMS QA ANL CLAIMS TRAINER CLERK COMMUNITY MEMBER REP COUNSELOR DATA ANALYST DIR OF MEDICAL MGMT DIR., HLTH PLANS OPS & CO EXECUTIVE SECRETARY FINANCIAL SVS ADMININSTR FISCAL COORDINATOR GRIEVANCE COORDINATOR MATERNAL/CHILD EPSDT MGR MEDICAL CLAIMS PROCESSOR MEDICAL DIRECTOR MEDICAL REVIEW COORD MEMBER SERVICES REPRESENT MEMBERSHIP COORDINATOR NURSE MANAGER OFFICE SUPERVISOR PATIENTS ADVOCATE PHARMACY TECHNICIAN PLAN COORDINATOR PRIOR AUTHORIZATION NURSE PROJECT MANAGER PROVIDER SERVICES REP PROVIDER SERVICES REP MGR QUALITY MGMT COORD REGISTERED NURSE REGISTERED NURSE III REGISTERED NURSE VI SWITCHBOARD OPERATOR TRADES WORKER UTILIZATION MGMT COORD TOTAL FTE 3.0 1.0 9.0 18.0 24.0 4.0 17.0 1.0 11.2 4.0 4.0 1.0 1.0 3.0 1.0 151.7 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 15.2 1.0 2.0 2.0 3.0 3.0 2.0 11.0 1.0 1.0 3.0 1.0 6.0 1.0 6.0 6.8 1.0 1.0 4.0 1.0 2.0 361.73 MARICOPA COUNTY FY 2001-02 FINAL BUDGET Total Department Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget Special Revenue $$$ 1,451,900 $ 1,513,060 $ 1,478,086 $ 1,732,352 Enterprise Funds $ 504,498,084 $ 481,734,114 $ 515,858,060 $ 353,462,841 $ 376,100,703 $ 422,909,851 Total $ 504,498,084 $ 481,734,114 $ 517,309,960 $ 354,975,901 $ 377,578,789 $ 424,642,203 Total Mandated Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget Special Revenue $$$$$$- Enterprise Funds $ 234,024,334 $ 227,908,357 $ 240,037,363 $ 251,899,129 $$- Total $ 234,024,334 $ 227,908,357 $ 240,037,363 $ 251,899,129 $$- Special Revenue $$$ 1,451,900 $ 1,513,060 $ 1,478,086 $ 1,732,352 Enterprise Funds $ 270,473,750 $ 253,825,757 $ 275,820,697 $ 101,563,712 $ 376,100,703 $ 422,909,851 Total $ 270,473,750 $ 253,825,757 $ 277,272,597 $ 103,076,772 $ 377,578,789 $ 424,642,203 Total Non-Mandated Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget DEPARTMENTAL BUDGET SCHEDULES MANDATE CONSOLIDATED FINANCIAL DATA NOTE: Mandate financials do not include appropriated beginning fund balance, debt service, or eliminations. - 647 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED MARICOPA HEALTH PLANS Department 60 FUND TYPE SPECIAL REVENUE ENTERPRISE SUB-TOTAL TOTAL FUNDS Personal Services 1,614,373 13,290,950 $ 14,905,322 $ 14,905,322 Supplies & Services 117,979 406,697,821 $ 406,815,800 $ 406,815,800 Capital Outlay 2,921,080 $ 2,921,080 $ 2,921,080 Total Expenses 1,732,352 422,909,851 $ 424,642,202 $ 424,642,202 Total Revenue 1,701,063 406,333,732 $ 408,034,795 $ 408,034,795 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT MARICOPA HEALTH PLANS Department 60 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance $ REVENUE 615 GRANTS 635 OTHER CHARGES FOR SERVICES 638 PATIENT SERVICE REVENUE 650 MISCELLANEOUS REVENUE 680 TRANSFERS IN $ 38,212,650 FY 00-01 Projected $ 58,284,419 FY 01-02 Requested $ FY 01-02 Adopted - $ 57,736,004 Variance % $ 19,523,354 51% 3% 10% 2% 750% 17% Sub Total 987,106 338,959,145 8,201,932 656,500 $ 348,804,683 987,106 338,959,145 8,201,932 656,500 $ 348,804,683 917,294 381,506,885 15,001,549 627,348 $ 398,053,076 1,014,600 19,955,502 373,101,338 8,350,015 686,463 $ 403,107,918 1,014,600 19,955,502 373,101,337 8,385,943 5,577,413 $ 408,034,795 $ 27,494 19,955,502 34,142,192 184,011 4,920,913 59,230,112 Total Resources $ 387,017,333 $ 387,017,333 $ 456,337,495 $ 403,107,918 $ 465,770,799 $ 78,753,466 20% 12,188,244 $ 2,601,531 115,547 14,905,322 $ 6,087,012 268,799 (603,719) (115,547) (6,136,237) (499,692) 33% 100% -30% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 795 PERSONAL SERVICES ALLOC.-OUT $ Subtotal $ SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 810 LEGAL SERVICES 811 HEALTH CARE SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 830 INTERGOVERNMENTAL PAYMENTS 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 845 SUPPORT & CARE OF PERSONS 850 UTILITIES 865 DEPRECIATION 880 TRANSFERS OUT 18,275,256 $ 268,799 1,997,812 (6,136,237) 14,405,630 $ 18,275,256 $ 268,799 1,997,812 (6,136,237) 14,405,630 $ 16,283,651 70,243 1,676,416 3,784 18,034,094 $ $ 12,497,962 $ 2,601,531 115,547 15,215,040 $ $ Subtotal (4,125,687) $ (4,125,687) $ (2,473,561) $ 5,003 $ 5,003 $ (4,130,690) 15,072 247,954 350,945,279 368,902,210 375,370,468 (375,370,468) 10,740,807 10,740,807 8,358,993 6,672,823 6,616,877 4,123,930 876,586 876,586 1,582,647 852,915 852,915 23,671 27,250 27,250 58,315 27,250 1,194 483,060 483,060 395,774 332,753 620,685 (137,625) 386,623 386,623 220,921 46,860 46,860 339,763 1,200 1,200 664 910 910 290 312,516,878 312,516,878 312,516,878 641,349 641,349 35,367 1,231,106 1,231,106 (589,757) 120,000 41,080 (41,080) 15,084,720 15,084,720 18,320,159 22,029,896 (6,945,176) $ 336,632,786 $ 336,632,786 $ 377,708,778 $ 378,164,580 $ 406,815,800 $ (70,183,014) CAPITAL OUTLAY 920 CAPITAL EQUIPMENT 950 DEBT SERVICE Subtotal $ Total Expenditures - 648 - 38,212,650 FY 00-01 Revised 99,998 99,998 $ 351,138,414 $ 99,998 99,998 $ 351,138,414 $ $ 395,902,592 Operating Balance (Rev. - Exp.) $ (2,333,731) $ (2,333,731) $ Ending Fund Balance (Resources. - Exp.) $ 35,878,919 35,878,919 $ 159,720 159,720 $ $ - $ 2,921,080 2,921,080 -100% -3% -100% 38% 3% 100% -28% 88% 24% 100% -92% -46% -21% (2,921,080) 99,998 (2,821,082) 100% -2821% $ (73,503,788) -21% -612% $ $ 393,379,620 $ 424,642,202 2,150,484 $ 9,728,298 $ (16,607,407) $ (14,273,676) 60,434,903 $ - $ 41,128,597 $ 5,249,678 15% MARICOPA COUNTY FY 2001-02 FINAL BUDGET ALTCS Agency 600 Org Personal Services Title 0600 ALTCS $ 7,077,409 Totals: $ 7,077,409 Supplies & Services $ 258,539,831 $ 258,539,831 Total Capital Outlay Expenditures $ $ 2,921,080 2,921,080 $ 268,538,320 $ 268,538,320 Revenue $ 252,101,270 $ 252,101,270 EXPENDITURES AND REVENUES BY AGENCY/OBJECT ALTCS Agency 600 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % $28,869,000 $44,460,817 $28,869,000 $0 $ 42,876,279 $ 14,007,279 49% Sub Total 226,116,476 7,016,935 $233,133,411 269,188,676 6,858,987 $276,047,663 226,116,476 7,016,935 $233,133,411 245,375,328 6,690,015 $252,065,343 $ 245,375,327 6,725,943 252,101,270 $ 19,258,851 (290,992) 18,967,859 9% -4% 8% Total Resources $262,002,411 $320,508,480 $262,002,411 $252,065,343 $ 294,977,549 $ 32,975,138 13% Subtotal $8,664,658 133,833 1,104,008 $9,902,499 $8,909,881 3,103 1,048,016 $9,961,000 $8,664,658 133,833 1,104,008 $9,902,499 $6,126,756 $ 1,260,371 $7,387,127 $ 5,817,038 $ 1,260,371 7,077,409 $ 2,847,620 133,833 (156,363) 2,825,090 33% 100% -14% 29% Subtotal $545,931 4,452,209 253,799 12,000 22,249 271,998 206,042,671 448,925 14,983,788 $227,033,570 $24,966 15,072 (16,551) 243,898,655 4,210,691 758,535 25,586 251,713 168,163 664 18,219,767 $267,557,261 $545,931 4,452,209 253,799 12,000 22,249 271,998 206,042,671 448,925 14,983,788 $227,033,570 $0 $ 228,159,970 1,051,035 598,705 78,920 $229,888,630 $ - $ 234,628,209 1,051,035 598,705 287,932 21,973,950 258,539,831 $ 545,931 100% (234,628,209) 3,401,174 76% (344,906) -136% 12,000 100% (265,683) -1194% 271,998 100% 206,042,671 100% 448,925 100% (6,990,162) -47% (31,506,261) -14% Subtotal 77,432 $77,432 113,940 $113,940 77,432 $77,432 $0 $ 2,921,080 2,921,080 $ (2,921,080) 77,432 100% (2,843,648) -3672% Total Expenditures $237,013,501 $277,632,201 $237,013,501 $237,275,757 $ 268,538,320 $ (31,524,819) -13% Operating Balance (Rev. - Exp.) ($3,880,090) ($1,584,538) ($3,880,090) $14,789,586 $ (16,437,050) $ (12,556,960) -324% Ending Fund Balance (Resources - Exp.) $24,988,910 $42,876,279 $24,988,910 $0 $ 26,439,229 $ 1,450,319 6% REVENUE 638 PATIENT SERVICE REVENUE 650 MISCELLANEOUS REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 710 OVERTIME 750 FRINGE BENEFITS SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 810 LEGAL SERVICES 811 HEALTH CARE SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 845 SUPPORT & CARE OF PERSONS 850 UTILITIES 865 DEPRECIATION 880 TRANSFERS OUT CAPITAL OUTLAY 920 CAPITAL EQUIPMENT 950 DEBT SERVICE DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 - 649 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET TOTAL BUDGET BY PROGRAM FY 2001-02 GRANTS Agency 601 Org Personal Services Title 0601 GRANTS $ 1,614,373 Totals: $ 1,614,373 Supplies & Services $ $ 117,979 117,979 Total Capital Outlay Expenditures $ $ - $ 1,732,352 $ 1,732,352 Revenue $ 1,701,063 $ 1,701,063 EXPENDITURES AND REVENUES BY AGENCY/OBJECT GRANTS Agency 601 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 615 GRANTS 680 TRANSFERS IN Sub Total 987,106 656,500 $1,643,606 917,294 627,348 $1,544,642 987,106 656,500 $1,643,606 1,014,600 686,463 $1,701,063 $ 1,014,600 686,463 1,701,063 $ 27,494 29,963 57,457 3% 5% 3% Total Resources $1,643,606 $1,544,642 $1,643,606 $1,701,063 $ 1,701,063 $ 57,457 3% $1,152,714 (34) 205,789 $1,358,469 $1,241,053 28,585 223,389 $1,493,027 $1,312,388 $ 274,633 27,351 $1,614,373 $ 1,312,388 $ 274,633 27,351 1,614,373 $ (71,335) 28,585 (51,244) (27,351) (121,346) -6% 100% -23% Subtotal $1,241,053 28,585 223,389 $1,493,027 Subtotal $0 86,399 49,680 $136,079 $5,003 910 72,865 40,839 $119,617 $0 86,399 49,680 $136,079 $5,003 $ 65,206 46,860 910 $117,979 $ 5,003 $ 65,206 46,860 910 117,979 $ (5,003) 21,193 2,820 (910) 18,100 13% Total Expenditures $1,629,106 $1,478,086 $1,629,106 $1,732,352 $ 1,732,352 $ (103,246) -6% Operating Balance (Rev. - Exp.) $14,500 $66,556 $14,500 ($31,289) $ (31,289) $ EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES SUPPLIES & SERVICES 801 GENERAL SUPPLIES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING - 650 - -8% 25% 6% (45,789) -316% MARICOPA COUNTY FY 2001-02 FINAL BUDGET AHCCCS Agency 602 Org Personal Services Title 0602 AHCCCS $ Totals: $ - Supplies & Services $ 103,296,188 $ 103,296,188 Capital Outlay Total Expenditures Revenue $ $ - $ 103,296,188 $ 103,296,188 $ 107,343,117 $ 107,343,117 EXPENDITURES AND REVENUES BY AGENCY/OBJECT AHCCCS Agency 602 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % $9,343,650 $16,976,818 $9,343,650 $0 $ 19,399,088 $ Sub Total 76,341,809 1,112,967 $77,454,776 75,409,093 1,303,813 $76,712,906 76,341,809 1,112,967 $77,454,776 19,955,502 85,987,615 1,400,000 $107,343,117 $ 19,955,502 85,987,615 1,400,000 107,343,117 $ 19,955,502 9,645,806 287,033 29,888,341 13% 26% 39% Total Resources $86,798,426 $93,689,724 $86,798,426 $107,343,117 $ 126,742,205 $ 39,943,779 46% Subtotal $2,299,767 $2,299,767 $2,221,694 $2,221,694 $2,299,767 $2,299,767 $0 $ $0 $ - $ - $ 2,299,767 100% 2,299,767 100% Subtotal 1,466,212 72,025 72,513,745 59,572 $74,111,554 18,793 70,542,427 1,328,982 85,595 47,797 $72,023,594 1,466,212 72,025 72,513,745 59,572 $74,111,554 101,707,152 1,434,139 127,241 27,656 $103,296,188 $ 101,707,152 1,378,193 127,241 27,656 55,946 103,296,188 $ (101,707,152) 88,019 6% (127,241) 72,025 100% 72,513,745 100% 59,572 100% (27,656) (55,946) (29,184,634) -39% Subtotal 14,706 $14,706 45,348 $45,348 14,706 $14,706 $0 $ - $ 14,706 100% 14,706 100% Total Expenditures $76,426,027 $74,290,636 $76,426,027 $103,296,188 $ 103,296,188 $ Operating Balance (Rev. - Exp.) $1,028,749 $2,422,270 $1,028,749 $4,046,929 $ 4,046,929 $ 3,018,180 293% Ending Fund Balance (Resources - Exp.) $10,372,399 $19,399,088 $10,372,399 $0 $ 23,446,017 $ 13,073,618 126% REVENUE 635 OTHER CHARGES FOR SERVICES 638 PATIENT SERVICE REVENUE 650 MISCELLANEOUS REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY SUPPLIES & SERVICES 810 LEGAL SERVICES 811 HEALTH CARE SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 839 INTERNAL SERVICE CHARGES 845 SUPPORT & CARE OF PERSONS 850 UTILITIES 865 DEPRECIATION 880 TRANSFERS OUT CAPITAL OUTLAY 950 DEBT SERVICE DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 10,055,438 108% (26,870,161) -35% - 651 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET TOTAL BUDGET BY PROGRAM FY 2001-02 HEALTH SELECT Agency 603 Org Personal Services Title 0603 HEALTH SELECT $ Totals: $ Supplies & Services - $ 5,116,083 $ 5,116,083 Total Capital Outlay Expenditures $ $ - $ 5,116,083 $ 5,116,083 Revenue $ 7,119,798 $ 7,119,798 EXPENDITURES AND REVENUES BY AGENCY/OBJECT HEALTH SELECT Agency 603 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % $0 ($367,350) $0 $0 $ 182,548 $ Sub Total 4,470,663 24,030 $4,494,693 5,136,983 61,666 $5,198,649 4,470,663 24,030 $4,494,693 6,939,798 180,000 $7,119,798 $ 6,939,798 180,000 7,119,798 $ 2,469,135 55% 155,970 649% 2,625,105 58% Total Resources $4,494,693 $4,831,299 $4,494,693 $7,119,798 $ 7,302,346 $ 2,807,653 Subtotal $268,635 $268,635 $257,257 $257,257 $268,635 $268,635 $0 $ $0 $ - $ - $ 268,635 100% 268,635 100% Subtotal $5,900 310,721 3,646,238 4,880 $3,967,739 $0 1,740 4,044,724 334,106 7,010 3,914 $4,391,494 $5,900 310,721 3,646,238 4,880 $3,967,739 $0 $ 4,722,863 380,700 10,269 2,232 $5,116,064 $ - $ 4,722,882 380,700 10,269 2,232 5,116,083 $ 5,900 100% (4,722,882) (69,979) -23% (10,269) 3,646,238 100% 4,880 100% (2,232) (1,148,344) -29% Subtotal 1,204 $1,204 $0 1,204 $1,204 $0 $ - $ 1,204 100% 1,204 100% Total Expenditures $4,237,578 $4,648,751 $4,237,578 $5,116,064 $ 5,116,083 $ (878,505) Operating Balance (Rev. - Exp.) $257,115 $549,898 $257,115 $2,003,734 $ 2,003,715 $ 1,746,600 679% Ending Fund Balance (Resources - Exp.) $0 $182,548 $0 $0 $ 2,186,263 $ 2,186,263 REVENUE 638 PATIENT SERVICE REVENUE 650 MISCELLANEOUS REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY SUPPLIES & SERVICES 801 GENERAL SUPPLIES 810 LEGAL SERVICES 811 HEALTH CARE SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 839 INTERNAL SERVICE CHARGES 845 SUPPORT & CARE OF PERSONS 850 UTILITIES 865 DEPRECIATION CAPITAL OUTLAY 950 DEBT SERVICE - 652 - FY 00-01 Projected 182,548 62% -21% MARICOPA COUNTY FY 2001-02 FINAL BUDGET SENIOR SELECT Agency 604 Org Supplies & Services Personal Services Title 0604 SENIOR SELECT $ Totals: $ 75,776 75,776 $ 34,971,860 $ 34,971,860 Total Capital Outlay Expenditures $ $ - $ 35,047,636 $ 35,047,636 Revenue $ 39,769,547 $ 39,769,547 EXPENDITURES AND REVENUES BY AGENCY/OBJECT SENIOR SELECT Agency 604 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % $0 ($2,785,866) $0 $0 $ (4,721,911) $ (4,721,911) Sub Total 32,030,197 48,000 $32,078,197 31,772,133 89,238 $31,861,371 32,030,197 48,000 $32,078,197 34,798,597 80,000 $34,878,597 $ 34,798,597 80,000 4,890,950 39,769,547 $ 2,768,400 32,000 4,890,950 7,691,350 24% Total Resources $32,078,197 $29,075,505 $32,078,197 $34,878,597 $ 35,047,636 $ 2,969,439 9% Subtotal $584,313 3,717 25,818 $613,848 $471,730 10,143 $481,873 $584,313 3,717 25,818 $613,848 $62,192 $ 13,584 $75,776 $ 62,192 $ 13,584 75,776 $ 522,121 3,717 12,234 538,072 89% 100% 47% 88% $0 2,028 32,459,473 793,214 38,737 21,635 24 $33,315,111 $32,597 837,915 30,314,224 26,962 $31,211,698 $0 $ 34,312,225 596,949 51,494 11,192 $34,971,860 $ - $ 34,312,225 596,949 51,494 11,192 34,971,860 $ 32,597 (34,312,225) 240,966 (51,494) 30,314,224 26,962 (11,192) (3,760,162) 100% Subtotal $32,597 837,915 30,314,224 26,962 $31,211,698 Subtotal 6,656 $6,656 432 $432 6,656 $6,656 $0 $ - $ 6,656 6,656 100% 100% Total Expenditures $31,832,202 $33,797,416 $31,832,202 $35,047,636 $ 35,047,636 $ (3,215,434) -10% Operating Balance (Rev. - Exp.) $245,995 ($1,936,045) $245,995 ($169,039) $ 4,721,911 $ Ending Fund Balance (Resources - Exp.) $0 ($4,721,911) $0 $0 $ (0) $ REVENUE 638 PATIENT SERVICE REVENUE 650 MISCELLANEOUS REVENUE 680 TRANSFERS IN EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 710 OVERTIME 750 FRINGE BENEFITS SUPPLIES & SERVICES 801 GENERAL SUPPLIES 810 LEGAL SERVICES 811 HEALTH CARE SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 839 INTERNAL SERVICE CHARGES 845 SUPPORT & CARE OF PERSONS 850 UTILITIES 865 DEPRECIATION CAPITAL OUTLAY 950 DEBT SERVICE DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 9% 67% 29% 100% 100% -12% 4,475,916 1820% (0) - 653 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET TOTAL BUDGET BY PROGRAM FY 2001-02 HEALTH PLANS ADMINISTRATION Agency 605 Org Supplies & Services Personal Services Title 0605 HEALTH PLANS ADMINISTRATION $ 6,137,765 Totals: $ 6,137,765 $ $ 4,773,859 4,773,859 Total Capital Outlay Expenditures $ $ - Revenue $ 10,911,624 $ 10,911,624 $ $ - EXPENDITURES AND REVENUES BY AGENCY/OBJECT HEALTH PLANS ADMINISTRATION Agency 605 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 650 MISCELLANEOUS REVENUE Sub Total $0 6,687,845 $6,687,845 $0 $0 $ Total Resources $0 $6,687,845 $0 Subtotal $5,216,830 102,664 644,597 (6,136,237) ($172,146) $3,270,375 67,174 412,468 3,784 $3,753,801 Subtotal ($4,710,115) 3,673,750 536,388 15,250 388,786 64,945 1,200 101,010 100,932 $172,146 Total Expenditures Operating Balance (Rev. - Exp.) EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 795 PERSONAL SERVICES ALLOC.-OUT SUPPLIES & SERVICES 801 GENERAL SUPPLIES 810 LEGAL SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 830 INTERGOVERNMENTAL PAYMENTS 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES 880 TRANSFERS OUT - 654 - - - $ - $0 $ - $ - $5,216,830 102,664 644,597 (6,136,237) ($172,146) $4,996,626 $ 1,052,943 88,196 $6,137,765 $ 4,996,626 $ 1,052,943 88,196 6,137,765 $ 220,204 102,664 (408,346) (88,196) (6,136,237) (6,309,911) ($2,503,530) 241,944 1,691,090 619,905 32,729 1,194 70,715 11,919 35,343 100,392 $301,701 ($4,710,115) 3,673,750 536,388 15,250 388,786 64,945 1,200 101,010 100,932 $172,146 $0 $ 3,210,000 332,753 1,231,106 $4,773,859 $ - $ 3,210,000 332,753 1,231,106 4,773,859 $ (4,710,115) 463,750 536,388 15,250 56,033 64,945 1,200 (1,130,096) 100,932 (4,601,713) $0 $4,055,502 ($0) $10,911,624 $ 10,911,624 $ (10,911,624) -2727904179754% $0 $2,632,343 $0 ($10,911,624) $ (10,911,624) $ (10,911,624) -2727904179754% 4% 100% -63% -100% -3665% -100% 13% 100% 100% 14% 100% 100% -1119% 100% -2673% MARICOPA COUNTY FY 2001-02 FINAL BUDGET DEPARTMENTAL BUDGET SCHEDULES MARICOPA HEALTH SYSTEM County Administrative Officer Maricopa Integrated Health System Mark Hillard, CEO Karen Cawley, Vice President Operations Perioperative Services Ambulatory Services Pharmacy Services Nursing Services Psychiatric Services Laboratory Services Professional Services Facilities/Support Services Radiology Services MISSION The mission of the Maricopa Integrated Health System (MIHS) is to provide quality health care services, medical education and research for the community so they can improve their health status in a costefficient manner. VISION To dramatically enhance the health and wellness of the community we serve. GOALS By June 2002, generate sufficient profitability (estimate $25million), in the health system to provide funding support of MIHS capital plan projects. Attract and retain qualified employees through improvements in work place environment as measured by improvement in turnover rate. By June 2001, pass favorable healthcare district legislation. Develop an integrated information system to meet MIHS health care information needs. By July 2001, develop an MIHS facilities master plan that ensures the development of appropriate and adequate facilities to meet future and current patient and employee needs. By July 2005, complete implementation of projects in accordance with master plan projections. Improve health care accessibility, availability, continuity of care, and choice by assuring adequate provider presence in the MIHS service areas. Improve MIHS service culture as demonstrated by improvements in patient and employee satisfaction survey ratings. Attain composite score improvement of .25. By 2002 secure favorable accreditation from the Residency Review Committee (RRC) which will result in an extended RRC review cycle. Develop and implement strategies to enroll and retain MIHS health plan membership to meet/exceed budget growth projections. ISSUES Lack of qualified and skilled staff will lead to service reduction, higher costs, and customer dissatisfaction. Inadequate physical facilities across the health system are compromising our ability to meet the needs and expectations of our current patient, provider and employee base, and will severely limit our ability to attract and retain new patients, providers and employees. - 655 - MARICOPA COUNTY FY 2001-02 FINAL BUDGET DEPARTMENTAL BUDGET SCHEDULES Without the ability to change our governing structure we will not be able to compete in regards to our human resources, procurement, facility and network development needs. Without access to sufficient capital and revenues, MIHS will have limited ability to: Improve service delivery, Improve its image, Maintain or increase market share, Recruit and retain employees, Recruit residents, Satisfy Customers, Respond to the opportunities of Propositions 200, 204, 203, Drive profit centers to offset losses from uncompensated care which meets county mission of providing low income care, tertiary care, and medical education at lowest net cost to county taxpayers Availability and distribution of Information is becoming increasingly important given that more data is being gathered but not necessarily configured as information. Without configured information, the system will be unable to provide care at the lowest cost and greatest outcome. If managed care providers increasingly offer services that are not cost-effective, lack provider choice and in an inconvenient location, that do not focus on customer services/consumer needs, then informed/empowered consumers will no longer tolerate Managed Care. Loss of Graduate Medical Education accreditation would result in loss of faculty, increased cost of care, and reduction in funding, resulting in a negative impact on patient care. Rapidly rising costs from technology development, pharmaceuticals, increasing regulatory intrusion, litigation, and the threat of mandatory non-funded medical research threatens profitability margins. PERFORMANCE MEASURES Performance Measures Patient Days Adjusted Patient Days Average Daily Census Adjusted Avg Daily Census FTEs Outpatient Visits Surgeries Deliveries FY 99 Actual FY 00 Actual FY 01 Actual 98,216 102,347 111,819 151,288 166,059 184,885 269.085 280.4 306.35 414.488 454.96 506.53 2,607.37 3,015.6 3,056.6 353,671 378,130 425,440 5,210 5,826 6,251 3,982 4,729 5,329 FY 02 Projected 113,540 196,461 311.068 538.249 3,242.24 451,834 6,088 5,613 POSITION DISTRIBUTION POSITION DISTRIBUTION 90 MARICOPA HEALTH SYSTEM WORKING TITLE ACCOUNT CLERK ACCOUNTANT ACCOUNTING CLERK - FINANC ADMIN ASST/DRIVER ADMIN COORDINATOR ADMIN COORDINATOR SUPER ADMINISTRATIVE ASSISTANT ADMINISTRATOR AMB BUS OPER DIRECTOR AMBULATORY BILLING DIR AMBULATORY SERVICES ADMIN ANCILLARY TESTING COORD ANESTHESIA TECHNICIAN ATTENDANT GRAL/FULL TIME AUDIOVISUAL SPECIALIST BILLER BIOMED TECH BURN CARE COORDINATOR BURN REGISTRAR BURN TECH BUSINESS OFFICE DIRECTOR BUSINESS OFFICE MANAGER - 656 - FTE 6.0 4.0 1.0 1.0 14.0 14.9 66.95 12.0 1.0 2.0 1.0 1.0 3.0 5.0 1.0 13.0 3.5 1.0 1.0 0.9 1.0 1.0 MARICOPA COUNTY FY 2001-02 FINAL BUDGET FTE 1.0 5.0 8.3 1.0 1.0 0.4 2.8 6.0 7.0 2.0 0.8 1.0 11.2 1.0 10.0 1.0 2.1 1.0 69.2 11.0 7.0 2.6 1.0 2.0 14.0 1.0 1.0 1.0 5.0 13.0 1.0 4.0 6.0 12.0 22.73 3.8 1.0 4.0 0.8 5.0 2.4 11.0 13.0 10.8 4.0 1.0 5.75 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 20.7 1.0 2.0 1.1 1.0 DEPARTMENTAL BUDGET SCHEDULES WORKING TITLE BUSINESS SYSTEMS COORD BUYER CAFETERIA SERVICE WORKER CALL CENTER REP. CARDIAC SVC LINE DIRECTOR CARDIOVASCULAR TECH CARE TECHNICIAN CASE MGMT COORD CASH POSTER CASHIER CAT LAB/SPECIAL PROC.TECH CENTRAL STERILE SUPV CENTRAL SUPPLY TECH CENTRAL TRANSPORT SUPER CHARGE ENTRY CLERK CHIEF COMPLIANCE OFFICER CHILD LIFE ASSISTANT CHILD LIFE SPECIALIST CLERK CLIENT CARE SUPERVISOR CLINICAL EDUCATOR CLINICAL PHARMACIST CLINICAL PHARMACIST COORD CODER LIAISON COLLECTOR COMMUNICATIONS MANAGER COMMUNICATIONS SUPERVISOR COMMUNICATIONS TECH SPEC COMMUNITY HEALTH ADVISOR COMMUNITY MEMBER REP COMPENSATION MANAGER COMPUTER OPERATOR CONTRACT SPECIALIST COOK COUNSELOR CREDENTIALING SPECIALIST CT - MRI TECH SUPERVISOR CT TECH CT TECH POOL CUSTOMER SVCE REP CYTOTECHNOLOGIST DENTAL ASSISTANT DENTAL ASSISTANT CERTIFIE DENTIST DEPT ADMIN ASSISTANT DIABETIC EDUCATOR DIETETIC TECH DIR OF DENISTRY DIR OF LAB DIR OF MEDICAL STAFF SERV DIR OF PHARMACY DIR OF RADIOLOGY DIR. HEALTH ACADEMY PROGR DIR. OPERATIONS FHC DIR. UTILIZATION MGMT DRIVER-ATTENDANT DUPLICATING SVCS SPEC ECHO TECHNICIAN EDUCATION COORDINATOR EDUCATION MANAGER - 657 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET - 658 - WORKING TITLE EKG TECHNICIAN EKG TECHNICIAN SUPER ELECTRICIAN EMPLOYMENT COORDINATOR ENVIRON SVCS DIRECTOR ENVIRON SVCS SUPERVISOR EVS ASSOCIATE EVS PERIOPERATIVE ASSOC EVS PROJECT ASSOCIATE EXECUTIVE ASST TO THE CEO EXERCISE PHYSIOLOGIST FACILITIES ADMINISTRATOR FACILITIES ARCHITECT-ENGI FACILITIES OFFICE COORD FISCAL COORDINATOR FOOD SERVICE SUPERVISOR FOOD SERVICE WORKER FOUNDATION FUND RAISER GENERAL MAINT. WORKER HEALTH UNIT COORDINATOR HISTOTECH HOSP ASSOC DIRE-OPERATION HOSPITAL SECURITY SUPV HOSPITAL SERVICES SUPERV HRIS ANALYST HUMAN RESOURCES ANALYST HVAC TECHNICIAN INTERIOR DESIGN INTERN INTERIOR DESIGNER INTERPRETER INTERPRETER/TRANSLATOR INVENTORY CONTROL SUPERV IRB COORDINATOR LAB ASSIST/PHLEBOTOMIST LAB ASSISTANT LAB TECH-ASCP LACTATION CONSULTANT LACTATION CONSULTANT EDUC LANDSCAPE WORKER LAUNDRY WORKER LAUNDRY WORKER LEAD LEAD FOOD SERVICE WORKER LIBRARIAN/WEB DEVELOPER LIBRARY ASSISTANT LIBRARY MANAGER/WEBMASTER LICENSED PRACTICAL NURSE LIENS & LEGAL CLERK LIS COORDINATOR LIS MANAGER LTC ATTENDANT (F) LTC ATTENDANT (G) MAINTENANCE & PLANT SUPER MANAGEMENT ANALYST MARKETING COMM COORD MATERIALS HANDLNG SPEC MEDICAL ASSISTANT MEDICAL DIRECTOR MEDICAL DRIVER SUPERVISOR MEDICAL PHOTOGRAPHER MEDICAL RECORDS CLERK MEDICAL RECORDS CODER FTE 2.4 1.0 3.0 1.0 1.0 3.0 100.25 4.8 1.0 1.0 1.0 1.0 1.0 1.0 4.0 3.0 29.9 2.0 21.0 66.5 2.0 1.0 2.0 1.0 1.0 2.0 3.0 1.0 1.0 12.2 1.0 1.0 1.0 39.9 1.0 1.0 2.0 1.0 2.0 16.8 1.0 1.0 1.0 1.0 1.0 53.6 1.0 1.0 1.0 512.5 335.7 1.0 1.0 1.0 8.0 61.1 1.0 3.0 1.0 62.6 11.2 MARICOPA COUNTY FY 2001-02 FINAL BUDGET FTE 1.0 2.0 3.0 1.0 1.0 5.0 1.0 2.0 1.0 2.0 1.0 4.0 5.0 31.9 3.0 4.2 29.0 4.5 1.0 1.0 73.03 2.0 1.8 2.1 3.8 1.0 1.0 1.0 55.0 1.8 1.0 1.0 1.0 1.0 1.0 30.25 2.0 1.0 1.0 1.0 1.0 25.7 4.8 2.0 4.7 2.9 4.0 1.0 0.6 1.0 0.5 6.0 2.0 1.0 1.0 1.0 7.0 1.2 2.0 29.9 1.0 DEPARTMENTAL BUDGET SCHEDULES WORKING TITLE MEDICAL RECORDS CODER SUP MEDICAL RECORDS MANAGER MEDICAL RECORDS SUPV MEDICAL STAFF ASSISTANT MRI TECHNICIAN NEONATAL NURSE PRACTITION NEONATAL PHYSICIAN ASST. NEUROLOGY TECH (EEG) NEUROPHYSIOLOGY SUPER NUCLEAR MED TECH NUCLEAR MED TECH SUPERV NURSE ADMINISTRATOR NURSE ANESTHESTIST NURSE ASSISTANT MANAGER NURSE AUDITOR NURSE EXTERN NURSE MANAGER (II) NURSE PRACTITIONER NURSE PROGRAM COORDINATOR NURSE RECRUITER NURSING SPECIALITY TECH NURSING SUPERVISOR OB TECH OCCUPATIONAL THERAPIST OFFICE SUPERVISOR OPTHAMOLOGY TECHNICIAN OR ORTHOPEDIC COORD PACS SYSTEM ADMINISTRATOR PATIENT CARE ASSISTANT PATIENT EDUCATION COORD PATIENT TRANSP MGR PATIENTS ADVOCATE PEDIATRIC DENTAL SPCLST PERIOPERATIVE MTRLS MGR. PHARM TECH ASST PHARMACIST PHARMACIST SUPERVISOR PHARMACY ADMIN MANAGER PHARMACY BUYER PHARMACY PRAC. RESIDENT PHARMACY SERVICES MANAGER PHARMACY TECH PHARMACY TECH CERTIFIED PHYS/OCCUPA THERAPIST PHYSICAL THERAPIST PHYSICAL THERAPIST AIDE PHYSICIAN BILLING COORD POWER PLANT SUPV PRE-NATAL EDUCATOR PREADMISION NURSE SPEC PRIOR AUTHORIZATION NURSE PROGRAM COORDINATOR PROJECT MANAGER PUBLIC RELATIONS COORD PUBLIC RELATIONS MANAGER PULMONARY FUNCTION TECH QUALITY ASSURANCE ANALYST RAD PRACTICAL TECH RAD TECH SUPERVISOR RADIOLOGIC TECHNOLOGIST RADIOLOGY IT MGR. - 659 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET - 660 - WORKING TITLE RADIOLOGY SCHEDULER RADIOLOGY TECH ASST RADIOLOGY TECH LEAD RADIOLOGY TECHNOLOGIST RECEPTIONIST/CLERK RECREATION THERAPIST RECRUITING/TRAINING COORD REGISTERED DIETICIAN REGISTERED NURSE REGISTRATION CLERK RESEARCH ASSISTANT RESIDENT RESP TECHNICIAN RESP THERAPIST RESP THERAPIST SUPV RESP THRPY EQMT OPERATOR RESPIRATORY CLINICAL SPEC RIS SPECIALIST/EDUCATOR RN RESEARCH COORDINATOR SECURITY DIRECTOR SECURITY OFFICER SENIOR TELECOM TECHNICIAN SERVICE WORKER SEWING MACHINE OPERATOR SOCIAL WORKER SPEECH PATHOLOGIST STAFFING COORD STAFFING OFFICE CLERK STATIONARY ENGINEER SWITCHBOARD OPERATOR SYSTEMS & DATA ANALYST TECHNOLOGIST TECHNOLOGIST SUPERVISOR TOBACCO CESSATION COORD TOBACCO PROJECT DIRECTOR TRAINING/CLIENT CARE LEAD TRANSCRIPTION SUPERVISOR TRANSCRIPTIONIST TRANSCRIPTIONIST SUPP CLK TRANSPORTER TRAUMA MANAGER TRAUMA REGISTRAR TUMOR REGISTRAR ULTRASOUND TECH ULTRASOUND TECH SUPERVISR UROLOGY SPECIALTY TECH UTILIZATION MGMT COORD UTILIZATION MGMT MANAGER VASCULAR TECH VP., HUMAN RESOURCES WAREHOUSE SUPERVISOR WOUND SKIN COORDINATOR TOTAL FTE 1.0 1.0 2.0 3.2 2.0 0.8 1.0 5.95 416.68 1.0 2.0 191.1 14.25 14.2 3.0 0.8 3.9 1.0 0.75 1.0 27.0 1.0 4.0 0.6 18.1 7.1 1.0 2.0 6.0 6.4 1.0 44.1 5.0 5.0 2.0 1.0 1.0 16.1 2.0 13.4 1.0 2.0 1.0 6.0 1.0 1.0 13.0 1.0 1.8 1.0 1.0 1.0 3040.21 MARICOPA COUNTY FY 2001-02 FINAL BUDGET Total Department Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget Enterprise Funds $$$ 277,672,050 $ 210,226,940 $ 298,727,622 $ 269,005,582 Total Non-Mandated Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget Enterprise Funds $$$ 277,672,050 $ 210,226,940 $ 298,727,622 $ 269,005,582 Total $$$ 277,672,050 $ 210,226,940 $ 298,727,622 $ 269,005,582 Total $$$ 277,672,050 $ 210,226,940 $ 298,727,622 $ 269,005,582 DEPARTMENTAL BUDGET SCHEDULES MANDATE CONSOLIDATED FINANCIAL DATA NOTE: Mandate financials do not include appropriated beginning fund balance, debt service, or eliminations. - 661 - MARICOPA COUNTY FY 2001-02 FINAL BUDGET DEPARTMENTAL BUDGET SCHEDULES DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED MARICOPA HEALTH SYSTEM Department 90 FUND TYPE ENTERPRISE SUB-TOTAL TOTAL FUNDS Personal Services 128,144,845 $ 128,144,845 $ 128,144,845 Supplies & Services 115,169,056 $ 115,169,056 $ 115,169,056 Capital Outlay 25,691,681 $ 25,691,681 $ 25,691,681 Total Expenses 269,005,582 $ 269,005,582 $ 269,005,582 Total Revenue 269,005,582 $ 269,005,582 $ 269,005,582 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT MARICOPA HEALTH SYSTEM Department 90 FY 00-01 Final Adopted FY 00-01 Revised FY 00-01 Projected FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 615 GRANTS 620 OTHER INTERGOVERNMENTAL 635 OTHER CHARGES FOR SERVICES 638 PATIENT SERVICE REVENUE 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE 651 GAIN ON FIXED ASSETS 652 PROCEEDS OF FINANCING 680 TRANSFERS IN Sub Total $ 4,460,000 67,817,900 400,000 229,960,214 18,000,000 25,191,689 345,829,803 $ 4,460,000 67,817,900 400,000 229,960,214 18,000,000 25,191,689 345,829,803 $ 9,841,160 67,817,900 194,575,155 291,117 1,425,921 9,242 24,767,127 298,727,622 $ 9,897,659 (54,675,200) 231,150,344 431,700 1,936,058 9,242 14,440,473 203,190,276 $ 9,897,659 222,209,723 431,700 1,936,058 9,242 34,521,200 269,005,582 $ 5,437,659 (67,817,900) (400,000) (7,750,491) 431,700 1,936,058 9,242 (18,000,000) 9,329,511 (76,824,221) 122% -100% -100% -3% $ 345,829,803 $ 345,829,803 $ 298,727,622 $ 203,190,276 $ 269,005,582 $ (76,824,221) -22% EXPENDITURES PERSONAL SERVICES $ 701 REGULAR PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES Subtotal $ 90,909,500 $ 14,796,082 105,705,582 $ 90,909,500 $ 14,796,082 105,705,582 $ 85,868,091 $ 5,179,034 16,382,990 2,837,489 110,267,604 $ 102,580,028 $ 5,668,875 24,765,186 5,328,984 138,343,073 $ 97,214,294 $ 5,668,875 19,932,692 5,328,984 128,144,845 $ (6,304,794) (5,668,875) (5,136,610) (5,328,984) (22,439,263) -7% SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 803 FUEL 811 HEALTH CARE SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 830 INTERGOVERNMENTAL PAYMENTS 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES 865 DEPRECIATION 880 TRANSFERS OUT 890 LOSS ON FIXED ASSETS Subtotal $ 262,555 $ 30,103,584 27,005 36,722,097 60,142,999 2,289,268 3,789,968 7,183,263 611,476 195,976 3,875,561 56,598,092 201,801,844 $ 262,555 $ 30,103,584 27,005 36,722,097 60,142,999 2,289,268 3,789,968 7,183,263 611,476 195,976 3,875,561 56,598,092 201,801,844 $ 4,830,631 $ 31,166,806 30,287 35,986,163 18,615,963 2,630,073 2,734,060 23,798 6,384,112 532,233 890,211 4,689,540 56,598,102 (109,514) 165,002,465 $ 5,324,885 $ 40,840,839 43,472 37,819,722 14,238,254 2,218,739 3,258,461 11,259 5,409,689 736,488 897,774 5,398,222 10,911,398 (52,981,348) 74,127,854 $ 5,324,885 $ 40,840,839 43,472 35,094,722 14,238,254 2,218,739 3,258,461 11,259 5,409,689 736,488 897,774 5,398,222 1,696,252 115,169,056 $ (5,062,330) -1928% (10,737,255) -36% (16,467) -61% 1,627,375 4% 45,904,745 76% 70,529 3% 531,507 14% (11,259) 1,773,574 25% (125,012) -20% (701,798) -358% (1,522,661) -39% 54,901,840 97% 86,632,788 43% CAPITAL OUTLAY 915 BUILDINGS & IMPROVEMENTS 950 DEBT SERVICE Subtotal $ 38,322,377 38,322,377 $ 38,322,377 38,322,377 $ 23,457,553 23,457,553 $ 5,709,625 5,709,625 $ 19,982,056 5,709,625 25,691,681 $ (19,982,056) 32,612,752 12,630,696 85% 33% $ 345,829,803 $ 345,829,803 $ 298,727,622 $ 218,180,552 $ 269,005,582 $ 76,824,221 22% Total Resources Total Expenditures - 662 - -100% 37% -22% -35% -21% MARICOPA COUNTY FY 2001-02 FINAL BUDGET M A R IC O P A H E A L T H S Y S T E M A gency 900 O rg 9001 9003 9004 9005 9006 9007 9010 9011 9012 9731 9732 P e rs o n a l S e rv ic e s T itle A D M IN IS T R A T IO N IN P A T IE N T S E R V IC E S IN T E N S IV E C A R E S E R V IC E S P S Y C H IA T R IC S E R V IC E S E M E R G E N C Y S E R V IC E S O U T P A T IE N T S E R V IC E S A N C IL L A R Y S E R V IC E S S U P P O R T S E R V IC E S W O M E N A N D C H IL D R E N S E R V IC E S AZ H EALTH C O N C EPTS H E A L T H C H O IC E S u p p lie s & S e rv ic e s C a p ita l O u tla y $ 1 ,2 2 9 ,8 6 2 $ (2 ,9 5 1 ,5 9 9 ) $ 1 ,8 1 6 ,5 6 0 7 ,1 0 8 ,6 5 0 (1 ,3 5 3 ,3 3 0 ) 1 ,8 1 6 ,5 6 0 7 ,8 8 9 ,2 4 9 (2 ,5 4 0 ,3 3 7 ) 1 ,8 1 6 ,5 5 2 6 ,5 9 1 ,4 3 0 (3 ,2 1 2 ,7 9 0 ) 1 ,8 1 6 ,5 4 8 4 ,0 9 2 ,7 0 4 (2 ,3 9 1 ,2 8 2 ) 1 ,8 1 6 ,5 4 8 2 7 ,7 5 2 ,7 9 5 7 ,2 2 7 ,7 3 3 1 ,8 1 6 ,5 4 8 2 4 ,3 4 5 ,6 9 8 3 1 ,9 7 1 ,8 4 0 1 ,8 1 6 ,5 4 8 4 0 ,7 1 0 ,2 4 0 1 0 0 ,9 7 0 ,4 2 7 7 ,5 2 6 ,1 7 3 1 0 ,0 2 0 ,1 4 5 (2 ,7 2 2 ,9 7 5 ) 1 ,8 1 6 ,5 4 8 (7 9 7 ,9 6 4 ) (4 ,9 1 4 ,3 1 5 ) 1 ,8 1 6 ,5 4 8 (7 9 7 ,9 6 4 ) (4 ,9 1 4 ,3 1 6 ) 1 ,8 1 6 ,5 4 8 T o ta ls : $ 1 2 8 ,1 4 4 ,8 4 5 $ 1 1 5 ,1 6 9 ,0 5 6 $ 2 5 ,6 9 1 ,6 8 1 T o ta l E x p e n d itu re s R evenue $ 9 4 ,8 2 3 $ (4 ,5 3 5 ,8 4 4 ) 7 ,5 7 1 ,8 8 0 2 0 ,7 0 4 ,0 4 6 7 ,1 6 5 ,4 6 4 2 2 ,7 7 0 ,7 3 4 5 ,1 9 5 ,1 8 8 (2 ,8 3 2 ,3 7 6 ) 3 ,5 1 7 ,9 7 0 2 8 ,2 6 4 ,8 0 1 3 6 ,7 9 7 ,0 7 6 3 4 ,9 5 6 ,1 5 3 5 8 ,1 3 4 ,0 8 6 2 5 6 ,8 7 5 ,1 9 5 1 4 9 ,2 0 6 ,8 4 0 (1 0 7 ,2 5 7 ,6 3 0 ) 9 ,1 1 3 ,7 1 8 2 9 ,1 3 2 ,7 9 6 (3 ,8 9 5 ,7 3 1 ) (4 ,5 3 6 ,1 4 6 ) (3 ,8 9 5 ,7 3 2 ) (4 ,5 3 6 ,1 4 7 ) $ 2 6 9 ,0 0 5 ,5 8 2 $ 2 6 9 ,0 0 5 ,5 8 2 DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM F Y 2 0 0 1 -0 2 EXPENDITURES AND REVENUES BY AGENCY/OBJECT MARICOPA HEALTH SYSTEM Agency 900 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 615 GRANTS 620 OTHER INTERGOVERNMENTAL 635 OTHER CHARGES FOR SERVICES 638 PATIENT SERVICE REVENUE 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE 651 GAIN ON FIXED ASSETS 652 PROCEEDS OF FINANCING 680 TRANSFERS IN Sub Total 67,817,900 400,000 229,960,214 18,000,000 25,191,689 $341,369,803 9,841,160 67,817,900 194,575,155 291,117 1,425,921 9,242 24,767,127 $298,727,622 67,817,900 400,000 229,960,214 18,000,000 25,191,689 $341,369,803 9,897,659 (54,675,200) 231,150,344 431,700 1,936,058 9,242 14,440,473 $203,190,276 $ 9,897,659 222,209,723 431,700 1,936,058 9,242 34,521,200 269,005,582 $ 9,897,659 (67,817,900) (400,000) (7,750,491) 431,700 1,936,058 9,242 (18,000,000) 9,329,511 (72,364,221) Total Resources $341,369,803 $298,727,622 $341,369,803 $203,190,276 $ 269,005,582 $ (72,364,221) -21% $85,868,091 5,179,034 16,382,990 2,837,489 $110,267,604 $90,909,500 14,796,082 $105,705,582 $102,580,028 $ 5,668,875 24,765,186 5,328,984 $138,343,073 $ 97,214,294 5,668,875 19,932,692 5,328,984 128,144,845 $ (6,304,794) (5,668,875) (5,136,610) (5,328,984) (22,439,263) -7% Subtotal $90,909,500 14,796,082 $105,705,582 Subtotal $262,555 30,103,584 27,005 36,722,097 55,682,999 2,289,268 3,789,968 7,183,263 611,476 195,976 3,875,561 56,598,092 $197,341,844 $4,830,631 31,166,806 30,287 35,986,163 18,615,963 2,630,073 2,734,060 23,798 6,384,112 532,233 890,211 4,689,540 56,598,102 (109,514) $165,002,465 $262,555 30,103,584 27,005 36,722,097 55,682,999 2,289,268 3,789,968 7,183,263 611,476 195,976 3,875,561 56,598,092 $197,341,844 $5,324,885 $ 40,840,839 43,472 37,819,722 14,238,254 2,218,739 3,258,461 11,259 5,409,689 736,488 897,774 5,398,222 10,911,398 (52,981,348) $74,127,854 $ 5,324,885 40,840,839 43,472 35,094,722 14,238,254 2,218,739 3,258,461 11,259 5,409,689 736,488 897,774 5,398,222 1,696,252 115,169,056 $ (5,062,330) -1928% (10,737,255) -36% (16,467) -61% 1,627,375 4% 41,444,745 74% 70,529 3% 531,507 14% (11,259) 1,773,574 25% (125,012) -20% (701,798) -358% (1,522,661) -39% 54,901,840 97% 82,172,788 42% Subtotal 38,322,377 $38,322,377 23,457,553 $23,457,553 38,322,377 $38,322,377 5,709,625 $5,709,625 $ 19,982,056 5,709,625 25,691,681 $ (19,982,056) 32,612,752 12,630,696 85% 33% Total Expenditures $341,369,803 $298,727,622 $341,369,803 $218,180,552 $ 269,005,582 $ 72,364,221 21% Operating Balance (Rev. - Exp.) $0 ($0) $0 ($14,990,276) $ 0 $ 0 EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 803 FUEL 811 HEALTH CARE SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 830 INTERGOVERNMENTAL PAYMENTS 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES 865 DEPRECIATION 880 TRANSFERS OUT 890 LOSS ON FIXED ASSETS CAPITAL OUTLAY 915 BUILDINGS & IMPROVEMENTS 950 DEBT SERVICE $ $ -100% -100% -3 % -100% 37% -21% -35% -21% - 663 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET MATERIALS MANAGEMENT County Administrative Officer Chief Financial Officer Materials Management Wes Baysinger, Director Procurement Reprographics Records Management MISSION The mission of Materials Management is to provide strategic procurement and records management services, delegated tactical procurement direction and oversight, and graphic communication services to County departments so they can achieve their goals and exceed the Public's performance expectations. VISION Through innovation and leadership Materials Management will champion the transition to e-business. GOALS Reduce procurement transactional costs by a measurable amount over the next five years. Establish a graphics communication operation responsive to changing client needs while remaining the lowest cost alternative by June 2004. Establish a communications infrastructure to convey knowledge and values between Materials Management and its clients by June 2004. Materials Management will implement change management processes to successfully transition to EProcurement and subsequently E-Government by June 2003. Recruit and retain knowledge workers at an attrition rate equal to or less than the County average. Increase partnerships with other governmental entities to leverage resources and buying power that support our clients’ ability to achieve their goals. ISSUES The value of progressive procurement, records management and graphic communications is not recognized, therefore Materials Management finds it difficult to enlist the support of Senior County management and our customers for dramatic and substantive change. Shrinking procurement resources and constantly increasing demands will result in a significantly lower level of service from Materials Management thereby negatively affecting our customers' ability to achieve their goals. The transition to e-government to meet citizen expectations will stretch Materials Management's meager staff and limit our ability to provide strategic consulting services to their customers. The ability to meet the challenges that confront Materials Management and the County from increased citizen demands and a changing business environment will be of limited success because of the lack of an aggressive change management strategy. Materials Management's inability to consistently attract highly qualified employees and retain our core competencies will decrease our ability to meet customer needs and reduce operational costs. The restrictive nature of statutory and procurement code requirements will limit the County’s ability to effectively implement innovative procurement solutions. The lack of required employee knowledge and skills will limit the successful delegation of tactical - 664 - MARICOPA COUNTY FY 2001-02 FINAL BUDGET PERFORMANCE MEASURES 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 Reprographics Competitive Analysis (CA) Charges Savings between Total and CA Charges Requisition Turnaround - # of Days FY 99 Actual 3,496 8,307 $127,977,938 6,537 240 4,431 12,810 30,478,242 25,462,350 5,015,892 $711,976 $954,048 $242,072 8.4 FY 00 Actual 4,082 6,963 $138,386,207 6,739 288 3,834 48,739 31,870,131 25,611,012 6,259,118 $761,928 $1,020,983 $259,055 5.7 FY 01 Actual FY 02 Projected 5,026 5,600 3,985 3,500 $155,013,264 $170,000,000 5,174 5,006 209 230 3,237 3,500 60,224 65,000 33,052,203 33,390,200 25,812,018 25,659,880 7,240,185 6,480,300 $848,993 $813,020 $1,137,651 $1,089,450 $288,658 $276,430 5.6 6.0 DEPARTMENTAL BUDGET SCHEDULES procurement responsibilities to departments and our ability to refocus on providing proactive strategic value-added services. The lack of dedicated resources to manage organizational change and provide continuous training for customers, vendors and staff will significantly increase the risk of failure in implementing electronic procurement. PG - System loaded contractual orders PC - Buyer generated purchase orders RX - Departmental purchase requests POSITION DISTRIBUTION POSITION DISTRIBUTION 73 MATERIALS MANAGEMENT WORKING TITLE ADMINISTRATION SUPPORT SUPV. ADMINISTRATIVE ASSTNT I ADMINISTRATIVE COORD I ADMINISTRATIVE COORD III CONTRACT SPECIALIST I FINANCIAL SERVICS ADM II FORMS MGR. GRAPHICS COMMUNICATNS MGR GRAPHICS COMMUNICATNS SPVR GRAPHICS EQUIPMENT TECH I GRAPHICS EQUIPMENT TECH II GRAPHICS EQUIPMENT TECH III GRAPHICS JOB PLANNER MATERIALS MANAGEMENT MGR PROCUREMENT LD SPECIALST PROCUREMENT MANAGER PROCUREMENT SPECIALIST PROCUREMENT SR SPECIALIST RECORDS MANAGEMENT COORD SENIOR BUSNSS SYST ANLYST TOTAL FTE 1.0 1.0 5.0 2.0 5.0 1.0 1.0 1.0 1.0 2.0 4.0 1.0 1.0 1.0 1.0 1.0 6.0 2.0 1.0 1.0 39.0 - 665 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET MANDATE CONSOLIDATED FINANCIAL DATA Total Department Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 1,489,427 $ 1,026,483 $ 1,117,124 $ 1,249,299 $ 1,296,059 $ 1,362,142 Internal Service $ 618,550 $ 648,256 $ 709,019 $ 657,488 $ 883,431 $ 858,861 Total $ 2,107,977 $ 1,674,739 $ 1,826,143 $ 1,906,787 $ 2,179,490 $ 2,221,003 Total Administrative Mandates FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 1,489,427 $ 1,026,483 $ 1,117,124 $ 1,249,299 $ 1,296,059 $ 1,362,142 Internal Service $ 618,550 $ 648,256 $ 709,019 $ 657,488 $ 883,431 $ 858,861 Total $ 2,107,977 $ 1,674,739 $ 1,826,143 $ 1,906,787 $ 2,179,490 $ 2,221,003 NOTE: Mandate financials do not include appropriated beginning fund balance, debt service, or eliminations. - 666 - MARICOPA COUNTY FY 2001-02 FINAL BUDGET MATERIALS MANAGEMENT Department 73 FUND TYPE GENERAL FUND INTERNAL SERVICE SUB-TOTAL TOTAL FUNDS Personal Services 1,229,491 448,063 $ 1,677,555 $ 1,677,555 $ Supplies & Services 132,651 408,575 $ 541,226 $ 541,226 $ Capital Outlay 2,223 $ 2,223 $ 2,223 $ Total Expenses $ 1,362,142 858,861 $ 2,221,004 $ 2,221,004 Total Revenue $ 27,000 698,517 $ 725,517 $ 725,517 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT MATERIALS MANAGEMENT Department 73 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Revised FY 00-01 Projected FY 01-02 Requested FY 01-02 Adopted Variance % $ 121,750 $ 121,750 $ 195,569 $ 121,750 $ 160,344 $ 38,594 32% REVENUE 636 INTERNAL SERVICE CHARGES 650 MISCELLANEOUS REVENUE Sub Total $ 715,959 30,775 746,734 $ 715,959 30,775 746,734 $ 844,716 53,490 898,206 $ 780,000 30,775 810,775 $ 694,742 30,775 725,517 $ (21,217) (21,217) -3% 0% -3% Total Resources $ 868,484 $ 868,484 $ 1,093,775 $ 932,525 $ 885,861 $ 17,377 2% $ 1,324,202 $ 6,948 7,655 250,400 1,589,205 $ 1,358,104 $ 6,948 7,655 260,356 1,633,063 $ 1,303,821 $ 4,153 4,649 245,638 1,558,261 $ 1,444,084 $ 6,948 5,417 302,407 1,758,856 $ 1,371,532 $ 6,948 5,418 293,657 1,677,555 $ (13,428) 2,237 (33,301) (44,492) -1% 0% 29% -13% -3% $ 229,152 $ 1,100 5,000 80,315 200 105,976 15,586 17,000 800 21,428 476,557 $ 215,294 $ 1,100 12,000 44,815 200 105,976 15,586 15,500 800 21,428 432,699 $ 224,681 $ 748 29,000 98 92,392 13,894 14,946 5,942 21,428 403,129 $ 266,827 $ 1,100 56,000 56,141 104,976 26,016 23,000 800 17,666 552,526 $ 266,527 $ 1,100 55,000 56,141 104,976 26,016 13,000 800 17,666 541,226 $ (51,233) (43,000) (11,326) 200 1,000 (10,430) 2,500 3,762 (108,527) -24% 0% -358% -25% 100% 1% -67% 16% 0% 18% -25% Subtotal $ 214,987 214,987 $ 214,987 214,987 $ 218,100 218,100 $ 110,000 110,000 $ 2,223 2,223 $ 212,764 212,764 99% 99% Total Expenditures $ 2,280,749 $ 2,280,749 $ 2,179,490 $ 2,421,382 $ 2,221,004 $ 59,745 3% Operating Balance (Rev. - Exp.) $ (1,534,015) $ (1,534,015) $ (1,281,284) $ (1,610,607) $ (1,495,487) $ 38,528 3% Ending Fund Balance (Resources. - Exp.) $ (1,412,265) $ (1,412,265) $ (1,085,715) $ (1,488,857) $ (1,335,143) $ 77,122 5% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 880 TRANSFERS OUT Subtotal $ $ CAPITAL OUTLAY 920 CAPITAL EQUIPMENT DEPARTMENTAL BUDGET SCHEDULES DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED - 667 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET TOTAL BUDGET BY PROGRAM FY 2001-02 MATERIALS MANAGEMENT Agency 730 Org Supplies & Services Personal Services Title 7310 ADMINISTRATION 7320 PROCUREMENT 7360 RECORDS MANAGEMENT $ Totals: $ 259,425 923,373 46,694 1,229,491 $ $ 61,201 71,450 132,651 Total Capital Outlay Expenditures $ - $ $ $ 320,626 994,823 46,694 1,362,142 Revenue $ 27,000 27,000 $ EXPENDITURES AND REVENUES BY AGENCY/OBJECT MATERIALS MANAGEMENT Agency 730 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 650 MISCELLANEOUS REVENUE Sub Total 27,000 $27,000 50,000 $50,000 27,000 $27,000 27,000 $27,000 $ 27,000 27,000 $ Total Resources $27,000 $50,000 $27,000 $27,000 $ Subtotal $1,020,982 5,448 4,219 188,906 $1,219,555 $1,009,104 4,153 2,202 182,155 $1,197,615 $1,043,939 5,448 4,219 195,949 $1,249,555 Subtotal $15,900 200 5,000 73,173 15,976 12,100 15,000 800 $138,149 $12,759 182 23,213 12,330 11,080 13,938 5,942 $79,444 Subtotal $0 Total Expenditures Operating Balance (Rev. - Exp.) EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS SUPPLIES & SERVICES 801 GENERAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 812 OTHER SERVICES 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING CAPITAL OUTLAY 920 CAPITAL EQUIPMENT - 668 - - 0% 0% 27,000 $ - 0% $1,078,312 $ 5,448 1,981 220,860 $1,306,601 $ 1,009,567 $ 5,448 1,981 212,496 1,229,491 $ 34,372 2,238 (16,547) 20,064 3% 0% 53% -8% 2% $15,900 200 12,000 36,173 15,976 12,100 15,000 800 $108,149 $36,200 $ 200 6,000 45,675 14,976 19,100 21,000 800 $143,951 $ 35,900 $ 200 5,000 45,675 14,976 19,100 11,000 800 132,651 $ 19,000 $19,000 $0 $0 $ - $ - $1,357,704 $1,296,059 $1,357,704 $1,450,552 $ 1,362,142 $ (4,438) 0% ($1,330,704) ($1,246,059) ($1,330,704) ($1,423,552) $ (1,335,142) $ (4,438) 0% (20,000) -126% 0% 7,000 58% (9,502) -26% 1,000 6% (7,000) -58% 4,000 27% 0% (24,502) -23% MARICOPA COUNTY FY 2001-02 FINAL BUDGET MATERIALS MANAGEMENT REPROGRAPHICS Agency 733 Org Supplies & Services Personal Services Title 7340 REPROGRAPHICS $ Totals: $ 448,063 448,063 $ $ 408,575 408,575 Total Capital Outlay Expenditures $ $ 2,223 2,223 $ $ 858,861 858,861 Revenue $ $ 698,517 698,517 EXPENDITURES AND REVENUES BY AGENCY/OBJECT MATERIALS MANAGEMENT REPROGRAPHICS Agency 733 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % $121,750 $195,569 $121,750 $121,750 $ 160,344 $ 38,594 32% Sub Total 715,959 3,775 $719,734 844,716 3,490 $848,206 715,959 3,775 $719,734 780,000 3,775 $783,775 $ 694,742 3,775 698,517 $ (21,217) (21,217) -3% 0% -3% Total Resources $841,484 $1,043,775 $841,484 $905,525 $ 858,861 $ 17,377 2% Subtotal $303,220 1,500 3,436 61,494 $369,650 $294,717 2,446 63,483 $360,646 $314,165 1,500 3,436 64,407 $383,508 $365,772 $ 1,500 3,436 81,547 $452,255 $ 361,965 $ 1,500 3,437 81,161 448,063 $ (47,800) (1) (16,755) (64,556) -15% 0% 0% -26% -17% Subtotal $213,252 900 7,142 200 90,000 3,486 2,000 21,428 $338,408 $211,922 566 5,787 98 80,062 2,814 1,008 21,428 $323,685 $199,394 900 8,642 200 90,000 3,486 500 21,428 $324,550 $230,627 $ 900 50,000 10,466 90,000 6,916 2,000 17,666 $408,575 $ 230,627 $ 900 50,000 10,466 90,000 6,916 2,000 17,666 408,575 $ (31,233) -16% 0% (50,000) (1,824) -21% 200 100% 0% (3,430) -98% (1,500) -300% 3,762 18% (84,025) -26% Subtotal 214,987 $214,987 199,100 $199,100 214,987 $214,987 110,000 $110,000 $ 2,223 2,223 $ 212,764 212,764 99% 99% Total Expenditures $923,045 $883,431 $923,045 $970,830 $ 858,861 $ 64,183 7% Operating Balance (Rev. - Exp.) ($203,311) ($35,225) ($203,311) ($187,055) $ (160,344) $ 42,966 21% Ending Fund Balance (Resources - Exp.) ($81,561) $160,344 ($81,561) ($65,305) $ (0) $ 81,560 100% REVENUE 636 INTERNAL SERVICE CHARGES 650 MISCELLANEOUS REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS SUPPLIES & SERVICES 801 GENERAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 880 TRANSFERS OUT CAPITAL OUTLAY 920 CAPITAL EQUIPMENT DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 - 669 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET MEDICAL ELIGIBILITY County Administrative Officer Deputy County Administrator Medical Eligibility Michael Schaiberger, Director Administration Services Process Review Community Relations Human Resources Financial Services Central Records Appeals and Quality Assurance Communications Information Technology Operations Trauma Districts Community Districts Admin Tech Center MISSION The mission of Department of Medical Eligibility (DoME) and Health Care Mandates (HCM) is to provide medical eligibility and risk management services for Maricopa County and the Board of Supervisors so they can ensure eligible indigent residents have access to health care coverage while controlling and reducing health care financial liability. GOALS 20% reduction in indigent health care costs by FY2003 with appropriate access to health care for the indigents maintained: Reduce exposure of County liability related to invalid in-patient notifications. At least 90% in-patient approval rate within the 2-day retroactive period while reducing claims paid. Reduce costs associated with claims resolution, binding arbitration, and litigation. Reduction in error rates by FY2003: Achieve an annual error rate of 3% or less on approvals as defined by Arizona Health Care Cost Containment System (AHCCCS). Reduce liability arising from inappropriate denials. DoME and HCM will have the timely and accurate information needed to achieve the strategic goals for the County and the taxpayers by FY2003. ISSUES Partnering and collaboration with the hospitals, Department of Economic Security, County Attorney, AHCCCS, and internal/external partners, especially HCM and DoME is minimal - causing increases in claims and error rates and therefore increases the County’s financial risk. The cultural change from social service providers to risk managers challenge DoME’s ability to sustain a qualified and educated workforce over the next two years. The impending financial crisis associated with financing of indigent health care is causing DoME and HCM to focus on managing risk and will challenge our departments to focus and direct process improvements while stabilizing our organization. Lack of valid, meaningful data will continue to inhibit the department’s ability to manage effectively, create change in areas of influence, and respond to future trends (i.e. demographics). An exorbitant amount of claims which are largely not valid for the purpose of litigation are creating additional workload, cost and strained relations with hospitals which in turn could cause a fiscal crisis. - 670 - MARICOPA COUNTY FY 2001-02 FINAL BUDGET PERFORMANCE MEASURES Performance Measures Eligibility Determinations Applications received Medical Claims Processed Per Hour % Captured Early Payment Discount Eligibility Decision Error Rate % Eligibility Determined within 48 hours (of total approvals) % of Positions Filled Average County Liability Days Paid per Claim FY 99 FY 00 FY 01 FY 02 Actual Actual Actual Projected 62,317 94,191 72,612 80,000 63,523 N/A 45,585 50,000 2.7 N/A N/A N/A 94.7% N/A N/A N/A 5.3% 4.7% 2.3% 3.0% N/A N/A 80.7% 85% N/A 10% 8% 6% 4.10 N/A N/A N/A DEPARTMENTAL BUDGET SCHEDULES External forces including medical provider legal counsel, Prop 200/204, population, and reduced reimbursements are greatly increasing provider notifications, which dictate and result in increased financial liability for the County. Due to a lack of judicial and legislative support, the County has experienced and will likely continue a massive increase of financial liability. Due to decreases in reimbursement and precedents in settlements, medical providers are expected to continue to pursue litigation which in turn will cause a financial drain for the County. Lack of operational procedures and their consistent application as well as inadequate integrated informational technology systems will continue to make it difficult for us to manage the County’s financial liability. POSITION DISTRIBUTION POSITION DISTRIBUTION 28 MEDICAL ELIGIBILITY WORKING TITLE ACCOUNTS PAYABLE CLERK ADMIN ANALYST APPEALS ADMIN ASSISTANT APPEALS COORDINATOR APPEALS MANAGER APPEALS TECHNICIAN CLAIMS LIAISON COMMUNICATIONS MANAGER COMMUNITY DISTRICT MANAGER COMMUNITY RELATIONS COORDINATOR DIRECTOR DISTRICT SUPERVISOR ELIGIBILITY CASE SPECIALIST ELIGIBILITY INTERVIEWER ELIGIBILITY SUPPORT SPECIALIST EMPLOYEE & ORG RESOURCE MANAGER EXECUTIVE ASSISTANT FINANCE & ADMIN MANAGER HELP DESK COORDINATOR HR ANALYST HR ASSISTANT HR COORDINATOR INVENTORY SPECIALIST IT MANAGER LAN ADMINISTRATOR LEAD RECORDS TECHNICIAN MANAGEMENT ANALYST OPERATIONS EXECUTIVE ASSISTANT OPERATIONS MANAGER PC LAN TECH PROGRAMMER ANALYST QC/QA MANAGER RECEPTIONIST RECORDS TECHNICIAN FTE 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 13.0 0.0 146.5 53.0 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 1.0 1.0 4.0 - 671 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET WORKING TITLE SENIOR FINANCIAL ANALYST TEAM LEADER TRAINER TRAUMA DISTRICT MANAGER TOTAL FTE 1.0 41.0 3.0 1.0 291.5 MANDATE CONSOLIDATED FINANCIAL DATA Total Department Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 13,674,840 $ 17,492,651 $ 8,410,297 $ 11,199,000 $ 10,681,729 $ 11,474,510 Total $ 13,674,840 $ 17,492,651 $ 8,410,297 $ 11,199,000 $ 10,681,729 $ 11,474,510 Total Mandated Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 13,674,840 $ 17,492,651 $ 8,410,297 $ 11,199,000 $ 10,681,729 $ 11,474,510 Total $ 13,674,840 $ 17,492,651 $ 8,410,297 $ 11,199,000 $ 10,681,729 $ 11,474,510 NOTE: Mandate financials do not include appropriated beginning fund balance, debt service, or eliminations. - 672 - MARICOPA COUNTY FY 2001-02 FINAL BUDGET FINANCIAL ELIGIBILITY DETERMINATIONS FOR AHCCCS A.R.S. § 11-291 Hospitalization and medical care of indigent sick; eligibility standards AUTHORITY HISTORY/ BACKGROUND MANDATE DESCRIPTION for indigent health services; A.R.S. § 11-297 Hospital treatment, application; indigence standards; erroneous determinations; care at a private or university hospital; A.R.S. Title 36, Chapter 29, Article 1 Arizona Health Care Cost Containment System (AHCCCS); Baca vs Campbell, Civ 78-360 Affirms the right for an applicant to complete a written application and be provided with written notice of the decision and reason(s) for the decision; Perez vs Maricopa County, Civ 87-02038 Orders an appeal and hearing process for disputed eligibility or claims determinations. Statutory Changes in 1982 outlined responsibilities to Counties for performing eligibility determinations for the state AHCCCS program. Functions as a program agent to the Arizona Health Care Cost Containment System (AHCCCS) in the determination of applicant financial eligibility for AHCCCS benefits and the intake and referral of applications to the Department of Economic Security (DES). DEPARTMENTAL BUDGET SCHEDULES MANDATE INFORMATION HEARING AND APPEALS UNIT Perez vs Maricopa County, Civ 87-02038 Orders an appeal and hearing process for AUTHORITY HISTORY/ BACKGROUND MANDATE DESCRIPTION disputed eligibility or claims determinations The Arizona Supreme Court determined that Maricopa County had failed to provide health care providers or persons seeking County indigent eligibility with a grievance and appeals process. In response, Maricopa County implemented a process similar to the AHCCCS grievance and appeals process. The County must provide a hearing officer to hear testimony relating to grievances filed by providers seeking payments or by persons denied eligibility. The hearing officer must render a written decision. - 673 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED MEDICAL ELIGIBILITY Department 28 FUND TYPE GENERAL FUND SUB-TOTAL TOTAL FUNDS $ $ $ Personal Services 10,251,947 10,251,947 10,251,947 $ $ $ Supplies & Services 1,160,805 1,160,805 1,160,805 $ $ $ Capital Outlay 61,758 61,758 61,758 Total Expenses $ 11,474,510 $ 11,474,510 $ 11,474,510 Total Revenue $ 8,482,366 $ 8,482,366 $ 8,482,366 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT MEDICAL ELIGIBILITY Department 28 FY 00-01 Final Adopted FY 00-01 Revised FY 00-01 Projected FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 620 OTHER INTERGOVERNMENTAL 635 OTHER CHARGES FOR SERVICES Sub Total $ 1,125,668 1,125,668 $ 1,125,668 1,125,668 $ 1,059,329 5,600 1,064,929 $ 1,125,668 1,125,668 $ 8,482,366 8,482,366 $ 7,356,698 7,356,698 654% $ 1,125,668 $ 1,125,668 $ 1,064,929 $ 1,125,668 $ 8,482,366 $ 7,356,698 654% EXPENDITURES PERSONAL SERVICES $ 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 796 PERSONAL SERVICES ALLOC.-IN Subtotal $ 8,042,629 $ 50,000 50,000 1,746,908 9,889,537 $ 7,874,636 $ 50,004 70,000 1,825,271 69,626 9,889,537 $ 7,138,179 $ 148,727 212,592 1,553,711 11,848 52,975 9,118,032 $ 8,983,804 $ 68,744 197,560 2,128,773 11,378,881 $ 7,517,836 $ 68,744 197,560 2,027,247 440,560 10,251,947 $ 356,800 (18,740) (127,560) (201,976) (370,934) (362,410) 5% -37% -182% -11% -533% SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 811 HEALTH CARE SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES Subtotal $ 100,000 $ 22,000 51,323 174,000 617,446 15,900 85,280 10,000 60,200 3,000 1,139,149 $ 77,416 $ 240 12,000 51,323 180,000 674,090 15,900 86,180 27,000 12,000 3,000 1,139,149 $ 112,557 $ 7,562 173,750 (4,670) 178,725 737,092 11,168 112,687 32,620 29,316 1,690 1,392,497 $ 94,400 $ 10,000 10,000 88,000 130,480 660,146 24,440 40,000 25,000 20,000 78,339 1,180,805 $ 94,400 $ 10,000 10,000 88,000 130,480 660,146 24,440 97,139 25,000 20,000 1,200 1,160,805 $ (16,984) (9,760) 2,000 (36,677) 49,520 13,944 (8,540) (10,959) 2,000 (8,000) 1,800 (21,656) -22% -4067% 17% -71% Subtotal $ 171,200 171,200 $ 171,200 171,200 $ 171,199 171,199 $ 61,758 61,758 $ 61,758 61,758 $ 109,442 109,442 64% 64% $ 11,199,886 $ 11,199,886 $ 10,681,729 $ 12,621,444 $ 11,474,510 $ (274,624) -2% Total Resources CAPITAL OUTLAY 920 CAPITAL EQUIPMENT Total Expenditures - 674 - 654% -4% 28% 2% -54% -13% 7% -67% 60% -2% MARICOPA COUNTY FY 2001-02 FINAL BUDGET MEDICAL ELIGIBILITY Agency 280 Org Supplies & Services Personal Services Title 2805 DIRECTORS OFFICE 2810 ADMINISTRATION SERVICES 2840 OPERATIONS $ 937,039 1,327,568 7,987,341 Totals: $ 10,251,947 $ $ 113,716 488,587 558,502 1,160,805 Total Capital Outlay Expenditures $ 35,000 26,758 61,758 $ $ 1,085,755 1,842,913 8,545,843 $ 11,474,510 Revenue $ $ 8,482,366 8,482,366 EXPENDITURES AND REVENUES BY AGENCY/OBJECT MEDICAL ELIGIBILITY Agency 280 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 % RESOURCES REVENUE 620 OTHER INTERGOVERNMENTAL 635 OTHER CHARGES FOR SERVICES Sub Total 1,125,668 $1,125,668 1,059,329 5,600 $1,064,929 1,125,668 $1,125,668 1,125,668 $1,125,668 $ 8,482,366 8,482,366 $ 7,356,698 7,356,698 654% Total Resources $1,125,668 $1,064,929 $1,125,668 $1,125,668 $ 8,482,366 $ 7,356,698 654% $7,138,179 148,727 212,592 1,553,711 11,848 52,975 $9,118,032 $7,874,636 50,004 70,000 1,825,271 69,626 $9,889,537 $8,983,804 $ 68,744 197,560 2,128,773 $11,378,881 $ 7,517,836 $ 68,744 197,560 2,027,247 440,560 10,251,947 $ 356,800 (18,740) (127,560) (201,976) (370,934) (362,410) 5% -37% -182% -11% -533% Subtotal $8,042,629 50,000 50,000 1,746,908 $9,889,537 Subtotal $100,000 22,000 51,323 174,000 617,446 15,900 85,280 10,000 60,200 3,000 $1,139,149 $112,557 7,562 173,750 (4,670) 178,725 737,092 11,168 112,687 32,620 29,316 1,690 $1,392,497 $77,416 240 12,000 51,323 180,000 674,090 15,900 86,180 27,000 12,000 3,000 $1,139,149 $94,400 $ 10,000 10,000 88,000 130,480 660,146 24,440 40,000 25,000 20,000 78,339 $1,180,805 $ 94,400 $ 10,000 10,000 88,000 130,480 660,146 24,440 97,139 25,000 20,000 1,200 1,160,805 $ Subtotal 171,200 $171,200 171,199 $171,199 171,200 $171,200 61,758 $61,758 $ 61,758 61,758 $ 109,442 109,442 64% 64% Total Expenditures $11,199,886 $10,681,729 $11,199,886 $12,621,444 $ 11,474,510 $ (274,624) -2% Operating Balance (Rev. - Exp.) ($10,074,218) ($9,616,800) ($10,074,218) ($11,495,776) $ (2,992,144) $ 7,082,074 70% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 796 PERSONAL SERVICES ALLOC.-IN SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 811 HEALTH CARE SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES CAPITAL OUTLAY 920 CAPITAL EQUIPMENT 654% -4% (16,984) -22% (9,760) -4067% 2,000 17% (36,677) -71% 49,520 28% 13,944 2% (8,540) -54% (10,959) -13% 2,000 7% (8,000) -67% 1,800 60% (21,656) -2% - 675 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET MEDICAL EXAMINER County Administrative Officer Chief Health Services Officer Medical Examiner Dr. Philip Keen, Director Medical Staff Administrator Administration Investigation Toxicology Transportation Examination MISSION The Mission of the Office of the Medical Examiner (ME) is to provide medicolegal investigations into all deaths requiring a public inquiry to determine and record the cause and manner of death for the families of the decedent, and the legal and medical community so that they can effect a resolution and have closure, affix responsibility, and protect public health and safety. GOALS Improve service to families and other agencies by completing cases within established timeframes by FY 2003, i.e., 90% of cases closed in 45 days and 100% in 90 days. By June 2002, implement additional procedures to better secure drugs taken into custody, strengthen security measures taken for valuables, increase the accuracy rate of initial data entry on admission records to 90%, and free investigators and transporters from the office to go to scenes and provide time for investigators to complete necessary follow-up contacts on investigations. Secure sufficient staff by FY 03 to provide examination, laboratory, transcription and office support for the increased number of doctors and to make the most effective use of the education, training and skills of employees in order to achieve our first goal. Reduce turnover to 10% or less and retain experienced staff by bringing salaries to job market levels and increase skills and abilities among staff through training and the development of career ladders to retain the most skilled and versatile employees by July 2003. Continue to replace older, outworn equipment according to an established replacement schedule in order to achieve a reliable completion of toxicology reports within 30 days on 90% of the cases, and acquire new desktop information technology to provide the public greater access to information and reports by FY 03. Review and revise all operational policies, procedures, standard practices, safety and chain of custody/security requirements to consider the changes that will need to occur with the move to the new Forensic Sciences facility and by July 2002, implement changes in advance of the move, wherever practicable, to minimize the impact on day-to-day operations during and immediately following the relocation. Acquire additional resources to bring department operations up to acceptable standards to efficiently process the current caseload and meet established timeframes for case closure (first goal), e.g., seeking federal grant for a deoxyribonucleic acid (DNA) lab in FY 02 in order to expand laboratory services to include DNA analysis of samples primarily on homicide cases. - 676 - MARICOPA COUNTY FY 2001-02 FINAL BUDGET Significant growth in the population of Maricopa County will result in a rising death rate and a proportional increase in the Medical Examiner caseload in the next five years. High turnover and understaffing, coupled with older, outworn and unreliable equipment will result in decreased productivity, lost work time, higher costs, an inefficient use of resources, and impede our ability to attain a reliable timely closure of cases by 2003. The move to a new facility in 2002 will result in overall positive changes in the internal culture and working environment of the department. The increasing demand for training and educational opportunities from other agencies, such as law enforcement and medical providers, will cause increases in workload and greater time demands to be placed on the Medical Examiners and other employees to provide training sessions to other agencies in the next two years. Heightened public interest in the forensic sciences and substance abuse awareness will create increasing demands from social agencies and individuals for the Office of the Medical Examiner to provide educational opportunities for at-risk groups and the public in general in the next two years which will result in more work and time taken in preparing and presenting public education programs. New technology will allow our office to link with other ME/Coroner offices and other outside agencies to more easily share information on cases, medical and forensic findings, identify at-risk patterns, potential problem resolutions, and to electronically distribute reports in the next two to five years. A trace evidence laboratory and DNA laboratory will become the norm for ME/Coroner offices, which will result in, the need to expand laboratory services into these areas within the next five years. Legal requirements of court cases, particularly homicide prosecutions, will require that the Office of the Medical Examiner seek appropriate certifications to demonstrate that we are meeting the higher legal standards. DEPARTMENTAL BUDGET SCHEDULES ISSUES PERFORMANCE MEASURES Performance Measures Total # of Cases % of Cases Autopsied Average Days to Case Closure % within 45 Days % within 90 Days Average Days For Tox. Results Average Days For Initial Transcription % Investigation Summaries Completed % Employee Turnover FY 99 Actual 3,848 62% 53 47% 86% 31 7 30% 24% FY 00 Actual 3785 61% 50 40% 82% 33 6 37% 21% FY 01 Actual 3793 60% 42 50% 76% 37 6 92% 18% FY 02 Projected 4035 60% N/A 60% 90% N/A N/A 95% 15% POSITION DISTRIBUTION POSITION DISTRIBUTION 29 MEDICAL EXAMINER WORKING TITLE ADMINISTRATIVE ASSISTANT ADMINISTRATIVE ASSISTANT I ADMINISTRATIVE ASSISTANT II ADMINISTRATIVE ASSISTANT III ADMINISTRATOR ADMITTING CLERK ASST FORENSIC TOXICOLOGST CHEMIST CHIEF MEDICAL EXAMINER EVIDENCE TECHNICIAN FORENSIC ASSISTANT FORENSIC ASSISTANT SUPVSR FORENSIC TECHNICIAN FORENSIC TOXICOLOGIST FTE 2.0 2.0 1.0 1.0 1.0 2.0 1.0 3.0 1.0 2.0 6.0 1.0 3.0 2.0 - 677 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET WORKING TITLE HISTOTECHNOLOGIST I HISTOTECHNOLOGIST II MEDICAL EXAMINER MEDICAL EXAMINER ASSOC MEDICAL EXAMINER TRANSPORTER MEDICAL INVESTIGATOR MEDICAL INVESTIGATOR-SR MEDICAL TRANSCRIBER MEDICAL TRANSCRIBER II OFFICE MANAGER PC SUPPORT SPECIALIST TOTAL FTE 1.0 1.0 8.0 1.0 6.0 9.0 1.0 1.0 4.0 1.0 1.0 62.0 MANDATE CONSOLIDATED FINANCIAL DATA Total Department Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 2,116,318 $ 2,055,559 $ 2,607,795 $ 2,939,906 $ 3,250,527 $ 3,693,196 Total $ 2,116,318 $ 2,055,559 $ 2,607,795 $ 2,939,906 $ 3,250,527 $ 3,693,196 Total Mandated Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 2,116,318 $ 2,055,559 $ 2,607,795 $ 2,939,906 $ 3,250,527 $ 3,693,196 Total $ 2,116,318 $ 2,055,559 $ 2,607,795 $ 2,939,906 $ 3,250,527 $ 3,693,196 NOTE: Mandate financials do not include appropriated beginning fund balance, debt service, or eliminations. - 678 - MARICOPA COUNTY FY 2001-02 FINAL BUDGET MEDICAL EXAMINER AUTHORITY HISTORY/ BACKGROUND MANDATE DESCRIPTION A.R.S. §§ 11-591 through 11-600 County Medical Examiner The Medical Examiner reviews and authorizes all death certificates prior to cremation and has the sole responsibility for conducting complete and objective medico-legal investigations of unattended, violent, sudden, unexpected and suspicious deaths. The Medical Examiner must review and report on the following categories of death: Death occurring when not under the care of a physician for a potentially fatal illness or when an attending physician is unavailable to sign the death certificate; Death resulting from violence; Death occurring suddenly when in apparent good health; Death occurring in prison; Death occurring in a suspicious, unusual, or unnatural manner; Death believed related to the decedents occupation or employment; Death believed to present a public health hazard; Death occurring during a surgical or anesthetic procedure. The Medical Examiner must review and authorize all death certificates prior to cremation of decedent's remains. DEPARTMENTAL BUDGET SCHEDULES MANDATE INFORMATION - 679 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED MEDICAL EXAMINER Department 29 FUND TYPE GENERAL FUND SUB-TOTAL TOTAL FUNDS $ $ $ Personal Services 3,206,417 3,206,417 3,206,417 $ $ $ Supplies & Services 400,324 400,324 400,324 $ $ $ Capital Outlay 86,455 86,455 86,455 Total Expenses $ 3,693,196 $ 3,693,196 $ 3,693,196 Total Revenue $ 420,000 $ 420,000 $ 420,000 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT MEDICAL EXAMINER Department 29 FY 00-01 Final Adopted FY 00-01 Revised FY 00-01 Projected FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 620 OTHER INTERGOVERNMENTAL 635 OTHER CHARGES FOR SERVICES 650 MISCELLANEOUS REVENUE Sub Total $ 235,000 235,000 $ 138,750 235,000 373,750 $ 46,250 225,532 7,791 279,573 $ 420,000 420,000 $ 420,000 420,000 $ (138,750) 185,000 46,250 -100% 79% $ 235,000 $ 373,750 $ 279,573 $ 420,000 $ 420,000 $ 46,250 12% EXPENDITURES PERSONAL SERVICES $ 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES Subtotal $ 2,285,572 $ 73,123 20,207 439,252 2,818,154 $ 2,366,314 $ 75,032 35,207 472,198 4,000 2,952,751 $ 2,133,213 $ 132,730 57,519 398,877 17,839 2,740,178 $ 2,539,409 $ 84,316 4,305 554,679 23,708 3,206,417 $ 2,539,409 $ 84,316 4,305 554,679 23,708 3,206,417 $ (173,095) (9,284) 30,902 (82,481) (19,708) (253,666) -7% -12% 88% -17% -493% -9% SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 811 HEALTH CARE SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES Subtotal $ 25,800 $ 149,312 7,343 17,000 50,000 49,615 8,000 49,200 17,120 400 4,737 378,527 $ 25,953 $ 149,312 7,343 23,000 50,000 51,615 8,000 45,200 17,120 400 4,737 382,680 $ 28,148 $ 149,008 9,155 23,000 (128) 49,600 52,521 7,249 37,845 17,159 18,733 2,024 3,489 397,804 $ 41,068 $ 149,312 10,839 23,000 50,000 40,700 9,800 41,997 23,026 445 5,400 4,737 400,324 $ 41,068 $ 149,312 10,839 23,000 50,000 40,700 9,800 41,997 23,026 445 5,400 4,737 400,324 $ 70,771 70,771 $ 64,110 48,435 112,545 $ 64,385 64,385 $ 86,455 86,455 $ (15,684) (15,684) -22% Subtotal $ 70,771 70,771 $ $ 3,267,452 $ 3,406,202 $ 3,250,527 $ 3,671,126 $ 3,693,196 $ (286,994) -8% Total Resources CAPITAL OUTLAY 920 CAPITAL EQUIPMENT 950 DEBT SERVICE Total Expenditures - 680 - 12% (15,115) -58% 0% (3,496) -48% 0% 0% 10,915 21% (1,800) -23% 3,203 7% (5,906) -34% (445) (5,000) -1250% 0% (17,644) -5% -22% MARICOPA COUNTY FY 2001-02 FINAL BUDGET MEDICAL EXAMINER Agency 290 Supplies & Services Personal Services Org Title 2910 2920 2930 2940 2950 2960 ADMIN EXAMINATION MEDICAL STAFF TOXICOLOGY INVESTIGATION TRANSPORTATION $ 531,798 365,449 1,251,638 464,488 390,506 202,538 Totals: $ 3,206,417 $ 76,231 112,897 175,864 35,332 400,324 $ Total Capital Outlay Expenditures $ 64,385 22,070 86,455 $ $ 608,029 478,346 1,251,638 704,737 390,506 259,940 $ 3,693,196 Revenue $ 420,000 420,000 $ DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 EXPENDITURES AND REVENUES BY AGENCY/OBJECT MEDICAL EXAMINER Agency 290 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 620 OTHER INTERGOVERNMENTAL 635 OTHER CHARGES FOR SERVICES 650 MISCELLANEOUS REVENUE 46,250 225,532 7,791 $279,573 138,750 235,000 $373,750 420,000 $420,000 $ 420,000 420,000 $ (138,750) 185,000 46,250 -100% 79% Sub Total 235,000 $235,000 Total Resources $235,000 $279,573 $373,750 $420,000 $ 420,000 $ 46,250 12% Subtotal $2,285,572 73,123 20,207 439,252 $2,818,154 $2,133,213 132,730 57,519 398,877 17,839 $2,740,178 $2,366,314 75,032 35,207 472,198 4,000 $2,952,751 $2,539,409 $ 84,316 4,305 554,679 23,708 $3,206,417 $ 2,539,409 $ 84,316 4,305 554,679 23,708 3,206,417 $ (173,095) (9,284) 30,902 (82,481) (19,708) (253,666) -7% -12% 88% -17% -493% -9% Subtotal $25,800 149,312 7,343 17,000 50,000 49,615 8,000 49,200 17,120 400 4,737 $378,527 $28,148 149,008 9,155 23,000 (128) 49,600 52,521 7,249 37,845 17,159 18,733 2,024 3,489 $397,804 $25,953 149,312 7,343 23,000 50,000 51,615 8,000 45,200 17,120 400 4,737 $382,680 $41,068 $ 149,312 10,839 23,000 50,000 40,700 9,800 41,997 23,026 445 5,400 4,737 $400,324 $ 41,068 $ 149,312 10,839 23,000 50,000 40,700 9,800 41,997 23,026 445 5,400 4,737 400,324 $ Subtotal 70,771 $70,771 64,110 48,435 $112,545 70,771 $70,771 64,385 $64,385 $ 86,455 86,455 $ (15,684) (15,684) -22% Total Expenditures $3,267,452 $3,250,527 $3,406,202 $3,671,126 $ 3,693,196 $ (286,994) -8% Operating Balance (Rev. - Exp.) ($3,032,452) ($2,970,954) ($3,032,452) ($3,251,126) $ (3,273,196) $ (240,744) -8% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 811 HEALTH CARE SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES CAPITAL OUTLAY 920 CAPITAL EQUIPMENT 950 DEBT SERVICE 12% (15,115) -58% 0% (3,496) -48% 0% 0% 10,915 21% (1,800) -23% 3,203 7% (5,906) -34% (445) (5,000) -1250% 0% (17,644) -5% -22% - 681 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET PARKS AND RECREATION County Administrative Officer Chief Community Services Officer Parks and Recreation William Scalzo, Director Parks and Recreation Commission Administration Deputy Director Engineering/Design Construction/Trails Lake Pleasant / North Side Parks Park Police East Side Parks Desert Outdoor Center West Side Parks MISSION The mission of the Parks and Recreation Department is to provide recreational and educational opportunities while protecting park resources for residents and visitors so they can enjoy a safe and meaningful outdoor experience. VISION Our vision is for the Maricopa County Parks and Recreation Department to be the recognized leader in the delivery of regional park services by fully utilizing existing and future park resources. GOALS By July 2002 we will increase community involvement and awareness through improved marketing and education programs in order to increase park attendance, revenues and funding By July 2003 we will increase employee satisfaction and reduce the turnover rate to the county average by providing staff incentives, competitive wages and advancement opportunities within the department, which will result in a workforce motivated to serve our customers. By July 2003 we will identify and begin creation of buffer zones through acquisition of land and park planning to isolate park use areas from the effect of off-park development to preserve a positive park experience. By July 2003 we will identify and fund the additional needed facilities and operational costs for each park for the next five years. By July 2004, Parks and Recreation will become non-reliant on the general fund, without reduction in our current funding level and without a reduction in customer satisfaction as assessed by an independent third party. ISSUES Increased urban encroachment on our county parks will create a negative experience for many park visitors and potential loss of park land. The continuing population growth and changing demographics of our customers will cause the existing park facilities to be inadequate for the public’s needs. Competition from the outside job market affects how the department retains, promotes or hires staff. - 682 - MARICOPA COUNTY FY 2001-02 FINAL BUDGET PERFORMANCE MEASURES Performance Measures Amount of grant revenue awarded # of volunteer hours Number of employees per developed acre Increase revenue system wide by 10% Provide overall customer satisfaction with a minimal number of complaints Increase number of special events system wide by 10% Maintain volunteer host program keeping 90% of residence sites occupied during winter season Increase number of grant applications by 10% Increase donations from user groups and corporate donors system wide by 10% Strive for highest occupancy rate possible for the Desert Outdoor Center. Percent of tax subsidy as compared to total budget % increase in revenues from camping & entry fees Percent of participant growth/decline % increase in revenues from concessions & merchandise Cost per household per year Number of ADA Services Compared to Services Offered FY 99 Actual $40,851 73,765 1,731 $3,038,129 N/A 214 100% 11 $89,451 $128,991 26.0% 22% 4% 128% N/A N/A FY 00 FY 01 FY 02 Actual Actual Projected $150,000 $2,240 $78,750 82,765 65,948 68,000 1,543 N/A N/A $3,434,063 $4,047,666 $4,163,081 N/A N/A N/A 531 519 560 100% 3 $15,547 $140,000 20.0% 29% 8% 10% N/A N/A 100% 2 $18,134 $163,845 27.9% 0% 78% 23% N/A N/A DEPARTMENTAL BUDGET SCHEDULES Non-competitive pay and limited advancement opportunities have a negative impact on morale, which can lead to poor customer service. The external trend of a booming economy will affect the department by increasing visits and impact on resources while county money will be spent on increased demand for mandated services. Current resources and funding sources cannot keep pace with growing demand and will result in loss of staff, facility repair and services provided. Changes in legislation could significantly affect operations and resource allocations. A lack of awareness of park services and benefits results in under-funding and under-utilization. 100% 5 $25,500 $180,000 15.2% 3% 79% 28% N/A N/A POSITION DISTRIBUTION POSITION DISTRIBUTION 30 PARKS & RECREATION WORKING TITLE ACCOUNTANT I ACCOUNTING ASSISTANT ADMINISTRATIVE ASSISTANT ADMINISTRATIVE ASSISTANT I ADMINISTRATIVE COORDINATOR ADMINISTRATIVE COORDINATOR I ADMINISTRATOR II ADMINSTRATIVE SUPERVISOR CHIEF COMMUNITY SVCS OFFICER CIVIL ENGINEER-SR CONTACT STATION ASSISTANT CONTACT STATION SUPERVISOR CONTRACT SPECIALIST II DEPUTY DIRECTOR EXECUTIVE ASSISTANT MARKETING COORDINATOR PARK DESIGNER PARK EDUCATOR PARK MAINTENANCE SUPERVISOR PARK OFFICE CLERK PARK POLICE PARK POLICE OFFICER PARK SUPERVISOR PARKS MAINTENANCE SUPERVISOR PARKS MAINTENANCE WORKER POLICE DEPUTY CHIEF POLICE LIEUTENANT FTE 2.0 1.0 1.0 1.0 2.0 1.0 1.0 1.0 1.0 1.0 2.0 1.0 1.0 1.0 1.0 1.0 2.0 9.0 1.0 2.5 12.0 3.0 9.0 1.0 21.0 1.0 1.0 - 683 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET WORKING TITLE POLICE SERGEANT SENIOR ACCOUNTANT TRADES SPECIALIST TRADES SPECIALIST SUPERVISOR TRAILS PLANNER TRAILS PROJECT PLANNER TRAILS WORKER TOTAL FTE 2.0 1.0 5.0 1.0 2.0 1.0 2.0 95.5 MANDATE CONSOLIDATED FINANCIAL DATA Total Department Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 2,150,436 $ 1,259,868 $ 1,279,059 $ 1,334,263 $ 1,487,359 $ 1,749,747 Special Revenue Total $ 1,294,160 $ 3,444,596 $ 2,497,004 $ 3,756,872 $ 2,989,918 $ 4,268,977 $ 3,523,441 $ 4,857,704 $ 3,852,901 $ 5,340,260 $ 9,771,831 $ 11,521,578 Total Non-Mandated Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 2,150,436 $ 1,259,868 $ 1,279,059 $ 1,334,263 $ 1,487,359 $ 1,749,747 Special Revenue Total $ 1,294,160 $ 3,444,596 $ 2,497,004 $ 3,756,872 $ 2,822,512 $ 4,101,571 $ 3,523,441 $ 4,857,704 $ 3,852,901 $ 5,340,260 $ 9,771,831 $ 11,521,578 NOTE: Mandate financials do not include appropriated beginning fund balance, debt service, or eliminations. - 684 - MARICOPA COUNTY FY 2001-02 FINAL BUDGET PARKS & RECREATION Department 30 FUND TYPE GENERAL FUND SPECIAL REVENUE SUB-TOTAL TOTAL FUNDS Personal Services 1,183,976 2,610,385 $ 3,794,361 $ 3,794,361 Supplies & Services 544,771 1,012,373 $ 1,557,144 $ 1,557,144 $ $ Capital Outlay 21,000 6,149,073 $ 6,170,073 $ 6,170,073 $ Total Expenses $ 1,749,747 9,771,831 $ 11,521,578 $ 11,521,578 Total Revenue $ 4,163,081 $ 4,163,081 $ 4,163,081 E X P E N D ITU R E S AN D R E V E N U E S B Y D E P AR TM E N T/O B JE C T P AR K S & R E C R E AT IO N D epartm ent 30 FY 00-01 Final Ado pted R ES O U R C ES B eginning Fund B alance $ 2,005,100 S ub T otal T otal R esources $ 2,005,100 $ 713,520 2,441,197 1,016,652 4,171,369 $ $ R EV E N U E 615 G R AN T S 620 O T H E R IN T E R G O V E R N M E N T A L 635 O T H E R C H AR G E S F O R SE R V IC ES 645 IN T E R E S T EA R N IN G S 650 M IS C E LLAN EO U S R E V EN U E E XP E N D IT U R E S P E R S O N A L SE R V IC ES 701 R E G U LA R PA Y 705 T EM P O R A R Y P AY 710 O V E R T IM E 750 FR IN G E B E N E FIT S 790 O T H E R PE R S O N AL S ER V IC E S 795 P ER SO N A L S E R V IC ES A LLO C .-O U T 796 P ER SO N A L S E R V IC ES A LLO C .-IN Subtotal S U P P LIE S & SE R VIC E S 801 G E N E R A L SU P PLIE S 803 FU EL 804 N O N -C AP IT AL E Q U IPM E N T 812 O T H E R SE R V IC ES 820 O P E R A T IN G LE AS E S & R EN T S 825 R E P AIR S & M AIN T E N AN C E 830 IN T E R G O V ER N M EN T A L PA YM E N T S 839 IN T E R N AL S ER V IC E C H A R G E S 842 T R A VE L & ED U C AT IO N 843 P O S T A G E /FR EIG H T /S H IP P IN G 850 U T ILIT IES 880 T R A N S FE R S O U T $ $ Subtotal C AP IT AL O U T LA Y 910 LA N D 915 B U ILD IN G S & IM PR O V EM E N T S 920 C A P IT AL E Q U IP M EN T 930 V EH IC LE S & C O N S T R U C T IO N EQ U IP . 950 D E B T SE R V IC E F Y 00-01 R ev ised $ $ FY 00-01 P rojected FY 01-02 R equested $ 713,520 2,441,197 1,016,652 4,171,369 6,176,469 $ 6,176,469 2,913,476 80,000 21,186 658,622 65,000 (670,358) 535,982 3,603,908 $ 2,906,428 $ 80,000 21,186 665,669 65,000 (670,358) 535,982 3,603,907 $ 2,760,158 $ 95,951 116,538 581,737 2,736 (668,543) 535,982 3,424,559 $ 3,343,205 $ 93,000 28,665 808,784 309,512 (755,879) 609,076 4,436,363 $ 2,930,112 $ 93,000 28,665 751,920 137,467 (755,879) 609,076 3,794,361 $ (23,684) (13,000) (7,479) (86,250) (72,467) 85,521 (73,094) (190,453) -1% -16% -35% -13% -111% 13% -14% -5% 171,890 80,500 45,000 670,697 23,700 159,600 193,963 28,000 1,700 244,000 183,777 1,802,827 201,631 102,869 50,601 702,616 23,591 126,855 322 175,514 23,672 3,090 243,736 183,777 1,838,273 216,970 86,245 29,536 228,810 26,800 158,000 175,770 35,700 1,500 244,000 167,733 1,371,064 426,586 86,245 6,000 275,013 26,800 158,000 175,770 35,700 1,500 244,000 121,530 1,557,144 (254,696) (5,745) 39,000 395,684 (3,100) 1,600 18,193 (7,700) 200 62,247 245,683 -148% -7% 87% 59% -13% 1% -3% -5792% 8% 50% -1015% $ $ Subtotal $ 170,645 242,875 30,000 110,000 553,520 $ T otal E xpenditures $ 5,960,255 $ O perating B alance (R ev. - E xp.) $ (1,788,886) $ E nding Fund B alance (R esources. - E xp.) $ 216,214 $ $ 2,458 143,570 2,219,858 87,672 1,366,981 3,820,539 $ 12,096,431 $ $ $ $ 170,645 99,134 32,741 251,000 553,520 $ 30,000 257,185 119 287,304 5,960,254 $ 5,550,136 (1,788,885) $ 216,215 $ $ 8,264,809 $ 569,205 2,483,676 1,110,200 4,163,081 $ 569,205 2,483,676 1,110,200 4,163,081 $ $ 12,416,259 $ 12,427,890 $ $ $ $ $ 175,000 24,584,135 30,000 637,500 25,426,635 $ 31,234,062 (1,729,597) $ 6,546,295 $ $ $ $ $ $ $ $ 6,259,709 % 8,275,892 158,890 82,500 45,000 678,697 23,700 153,100 193,963 28,000 1,700 253,500 183,777 1,802,827 8,253,178 V arian ce $ $ $ FY 01-02 Ado pted (144,315) 42,479 93,548 (8,288) 6,251,421 312% -20% 2% 9% 0% 101% 9% -28% 12% 0% 34% 14% $ 175,000 5,840,573 30,000 124,500 6,170,073 $ (4,355) (5,741,439) 2,741 126,500 (5,616,553) $ 11,521,578 $ (5,561,323) -93% (27,070,981) $ (7,358,497) $ (5,569,611) -311% (18,817,803) $ 906,312 $ 690,098 DEPARTMENTAL BUDGET SCHEDULES DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED 319% - 685 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET TOTAL BUDGET BY PROGRAM FY 2001-02 PARKS & RECREATION Agency 300 Org Personal Services Title 3031 SUMMER RECREATION 3033 OPERATIONS ROLLUP 3039 ADMINISTRATION $ Totals: $ Supplies & Services $ 1,320,117 (136,142) 1,183,976 $ 465,893 78,878 544,771 Total Capital Outlay Expenditures $ 21,000 21,000 $ $ $ Revenue $ 1,807,010 (57,264) 1,749,747 $ - EXPENDITURES AND REVENUES BY AGENCY/OBJECT PARKS & RECREATION Agency 300 FY 00-01 Final Adopted EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 795 PERSONAL SERVICES ALLOC.-OUT FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % Subtotal $1,215,281 10,000 258,051 (378,421) $1,104,911 $1,146,903 25,671 39,640 226,976 (108) (376,606) $1,062,476 $1,216,342 10,000 256,990 (378,421) $1,104,911 $1,473,965 $ 10,000 8,000 332,468 232,897 (456,492) $1,600,838 $ 1,283,954 $ 10,000 8,000 277,661 60,852 (456,492) 1,183,976 $ (67,612) (10,000) 2,000 (20,672) (60,852) 78,071 (79,065) Subtotal $82,000 56,000 123,237 16,500 101,500 16,300 11,000 1,200 93,500 $501,237 $98,862 57,408 5,000 101,340 14,584 90,111 26,183 14,381 2,923 90,628 $501,419 $82,000 54,000 123,237 16,500 113,000 16,300 11,000 1,200 84,000 $501,237 $106,580 $ 54,000 29,536 102,200 16,500 113,000 21,768 18,100 1,000 84,000 46,203 $592,887 $ 82,000 $ 54,000 6,000 148,403 16,500 113,000 21,768 18,100 1,000 84,000 544,771 $ (6,000) (25,166) (5,468) (7,100) 200 (43,534) Subtotal 30,000 $30,000 30,000 119 $30,119 30,000 $30,000 18,743,562 534,000 $19,277,562 $ 21,000 21,000 $ Total Expenditures $1,636,148 $1,594,014 $1,636,148 $21,471,287 $ 1,749,747 $ (113,599) -7% Operating Balance (Rev. - Exp.) ($1,636,148) ($1,594,014) ($1,636,148) ($21,471,287) $ (1,749,747) $ (113,599) -7% SUPPLIES & SERVICES 801 GENERAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES 880 TRANSFERS OUT CAPITAL OUTLAY 915 BUILDINGS & IMPROVEMENTS 920 CAPITAL EQUIPMENT 930 VEHICLES & CONSTRUCTION EQUIP. 950 DEBT SERVICE - 686 - FY 00-01 Projected -6% 20% -8% 21% -7% 0% 0% -20% 0% 0% -34% -65% 17% 0% -9% 30,000 100% (21,000) 9,000 30% MARICOPA COUNTY FY 2001-02 FINAL BUDGET PARKS & RECREATION GRANTS Agency 301 Org Supplies & Services Personal Services Title 3065 GRANT OPERATIONS $ Totals: $ - $ $ 78,750 78,750 Total Capital Outlay Expenditures $ $ - $ $ 78,750 78,750 Revenue $ $ 78,750 78,750 EXPENDITURES AND REVENUES BY AGENCY/OBJECT PARKS & RECREATION GRANTS Agency 301 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 RESOURCES REVENUE 615 GRANTS 620 OTHER INTERGOVERNMENTAL 645 INTEREST EARNINGS Sub Total 170,645 $170,645 2,458 39,180 62 $41,700 170,645 $170,645 78,750 $78,750 $ 78,750 78,750 $ (91,895) (91,895) Total Resources $170,645 $41,700 $170,645 $78,750 $ 78,750 $ (91,895) Subtotal $0 $0 $1,200 40,196 304 $41,700 $0 $0 $0 $ 78,750 $78,750 $ - $ 78,750 78,750 $ (78,750) (78,750) Subtotal $170,645 $170,645 $0 $0 $170,645 $170,645 $0 $ $0 $ - $ - $ Total Expenditures $170,645 $41,700 $170,645 $78,750 $ 78,750 $ 91,895 Operating Balance (Rev. - Exp.) $0 $0 $0 $0 $ - $ - -54% -54% -54% EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES 801 GENERAL SUPPLIES 812 OTHER SERVICES 839 INTERNAL SERVICE CHARGES CAPITAL OUTLAY 910 LAND 170,645 100% 170,645 100% 54% - 687 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET TOTAL BUDGET BY PROGRAM FY 2001-02 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 980,411 $ 44,841 (1) 1,025,252 $ 639,095 300 639,395 Total Capital Outlay Expenditures $ $ 373,923 5,266,650 5,640,573 $ $ 1,993,429 45,141 5,266,649 7,305,220 Revenue $ 1,875,000 $ 1,875,000 EXPENDITURES AND REVENUES BY AGENCY/OBJECT PARKS & RECREATION SPECIAL FUNDING Agency 302 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % $1,460,414 $7,483,878 $1,460,414 $7,175,900 $ 7,175,900 $ 5,715,486 391% 104,390 1,246,636 76,716 461,100 $1,888,842 542,875 1,389,321 346,652 $2,278,848 1,500,000 375,000 $1,875,000 $ 1,500,000 375,000 1,875,000 $ (542,875) 110,679 28,348 (403,848) -100% 8% Sub Total 542,875 1,389,321 346,652 $2,278,848 Total Resources $3,739,262 $9,372,720 $3,739,262 $9,050,900 $ 9,050,900 $ 5,311,638 142% $339,677 15,873 17,798 77,716 535,982 $987,046 $366,916 20,000 5,665 91,291 535,982 $1,019,854 $371,150 $ 20,000 5,665 101,064 37,213 609,076 $1,144,167 $ 253,537 $ 20,000 5,665 99,761 37,213 609,076 1,025,252 $ 113,379 (8,470) (37,213) (73,094) (5,398) 31% 0% 0% -9% Subtotal $366,531 20,000 5,665 91,676 535,982 $1,019,854 -14% -1% Subtotal $28,990 25,200 20,000 523,360 3,900 36,000 173,963 3,300 500 112,000 183,777 $1,110,990 $41,976 43,497 20,000 528,669 4,526 24,824 147,318 4,330 167 110,690 183,777 $1,109,774 $28,990 25,200 20,000 523,360 3,900 36,000 173,963 3,300 500 112,000 183,777 $1,110,990 $28,990 $ 29,960 23,360 6,000 36,000 149,583 3,500 500 112,000 121,530 $511,423 $ 156,962 $ 29,960 23,360 6,000 36,000 149,583 3,500 500 112,000 121,530 639,395 $ (127,972) (4,760) 20,000 500,000 (2,100) 24,380 (200) 62,247 471,595 -441% -19% 100% 96% -54% 0% 14% -6% 0% 0% 34% 42% 100,000 $100,000 42,875 100,000 $142,875 5,620,573 20,000 $5,640,573 $ 5,620,573 20,000 5,640,573 $ (5,577,698) (20,000) 100,000 (5,497,698) -13009% Subtotal 42,875 100,000 $142,875 Total Expenditures $2,273,719 $2,196,820 $2,273,719 $7,296,163 $ 7,305,220 $ (5,031,501) -221% Operating Balance (Rev. - Exp.) $5,129 ($307,978) $5,129 ($5,421,163) $ (5,430,220) $ (5,435,349) -105967% Ending Fund Balance (Resources - Exp.) $1,465,543 $7,175,900 $1,465,543 $1,754,737 $ 1,745,680 $ REVENUE 620 OTHER INTERGOVERNMENTAL 635 OTHER CHARGES FOR SERVICES 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 796 PERSONAL SERVICES ALLOC.-IN SUPPLIES & SERVICES 801 GENERAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES 880 TRANSFERS OUT CAPITAL OUTLAY 915 BUILDINGS & IMPROVEMENTS 920 CAPITAL EQUIPMENT 930 VEHICLES & CONSTRUCTION EQUIP. - 688 - FY 00-01 Projected 280,137 8% -18% 100% -3848% 19% MARICOPA COUNTY FY 2001-02 FINAL BUDGET PARKS SOUVENIR FUND Agency 303 Org Personal Services Title 3033 OPERATIONS ROLLUP $ Totals: $ - Supplies & Services $ $ 30,000 30,000 Total Capital Outlay Expenditures $ $ - $ $ 30,000 30,000 Revenue $ $ 30,000 30,000 EXPENDITURES AND REVENUES BY AGENCY/OBJECT PARKS SOUVENIR FUND Agency 303 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % $25,000 $18,801 $25,000 $25,000 $ 25,000 $ Sub Total 30,000 $30,000 550 42,832 $43,382 30,000 $30,000 30,000 $30,000 $ 30,000 30,000 $ Total Resources $55,000 $62,183 $55,000 $55,000 $ 55,000 $ - 0% Subtotal $12,000 13,000 5,000 $30,000 $16,185 6,498 2,498 322 50 $25,552 $25,000 5,000 $30,000 $25,000 $ 5,000 $30,000 $ 25,000 $ 5,000 30,000 $ - 0% - 0% - 0% Total Expenditures $30,000 $25,552 $30,000 $30,000 $ 30,000 $ - 0% Operating Balance (Rev. - Exp.) $0 $17,830 $0 $0 $ - $ Ending Fund Balance (Resources - Exp.) $25,000 $36,631 $25,000 $25,000 $ 25,000 $ REVENUE 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 - 0% - 0% - 0% EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES 801 GENERAL SUPPLIES 812 OTHER SERVICES 825 REPAIRS & MAINTENANCE 830 INTERGOVERNMENTAL PAYMENTS 842 TRAVEL & EDUCATION - 0% - 689 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET TOTAL BUDGET BY PROGRAM FY 2001-02 PARKS DONATIONS Agency 304 Org Personal Services Title 3033 DONATIONS ROLLUP $ Totals: $ - Supplies & Services $ $ 11,500 11,500 Total Capital Outlay Expenditures $ $ - $ $ 11,500 11,500 Revenue $ $ 12,000 12,000 EXPENDITURES AND REVENUES BY AGENCY/OBJECT PARKS DONATIONS Agency 304 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE Sub Total 15,000 $15,000 3,605 8,395 $12,000 15,000 $15,000 12,000 $12,000 $ 12,000 12,000 $ (3,000) (3,000) -20% -20% Total Resources $15,000 $12,000 $15,000 $12,000 $ 12,000 $ (3,000) -20% Subtotal $12,000 1,500 1,500 $15,000 $5,973 5,265 262 $11,500 $12,000 1,500 1,500 $15,000 $11,500 $ $11,500 $ 11,500 $ 11,500 $ 500 4% 1,500 100% 1,500 100% 3,500 23% Total Expenditures $15,000 $11,500 $15,000 $11,500 $ 11,500 $ 3,500 Operating Balance (Rev. - Exp.) $0 $500 $0 $500 $ 500 $ 500 EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES 801 GENERAL SUPPLIES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE - 690 - 23% MARICOPA COUNTY FY 2001-02 FINAL BUDGET PARKS ENHANCEMENT Agency 305 Org Supplies & Services Personal Services Title 3031 PARKS ENHANCEMENT 3085 PARKS ENHANCEMENT $ 35,525 1,327,154 Totals: $ 1,362,678 $ 252,728 252,728 $ Total Capital Outlay Expenditures $ 240,500 240,500 $ $ 35,525 1,820,382 $ 1,855,906 Revenue $ 1,676,876 $ 1,676,876 EXPENDITURES AND REVENUES BY AGENCY/OBJECT PARKS ENHANCEMENT Agency 305 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % $519,686 $773,213 $519,686 $927,278 $ 938,909 $ 419,223 81% 973,222 6,739 854,654 $1,834,615 1,051,876 625,000 $1,676,876 983,676 693,200 $1,676,876 $ 983,676 693,200 1,676,876 $ (68,200) 68,200 - -6% Sub Total 1,051,876 625,000 $1,676,876 11% 0% Total Resources $2,196,562 $2,607,828 $2,196,562 $2,604,154 $ 2,615,785 $ 419,223 19% Subtotal $1,331,664 60,000 5,521 308,895 65,000 (291,937) $1,479,143 $1,273,578 54,407 59,100 277,045 2,844 (291,937) $1,375,037 $1,323,170 60,000 5,521 317,389 65,000 (291,937) $1,479,143 $1,324,140 $ 63,000 15,000 334,748 31,402 (299,387) $1,468,902 $ 1,218,671 $ 63,000 15,000 333,993 31,402 (299,387) 1,362,678 $ 104,499 8% (3,000) -5% (9,479) -172% (16,604) -5% 33,598 52% 7,450 3% 116,465 8% Subtotal $23,900 1,300 25,000 17,600 3,300 9,100 3,700 13,700 48,000 $145,600 $37,436 1,964 25,601 20,648 4,219 9,422 1,709 4,911 42,418 $148,328 $23,900 1,300 25,000 17,600 3,300 9,100 3,700 13,700 48,000 $145,600 $44,900 $ 2,285 19,500 4,300 9,000 4,419 14,100 48,000 $146,504 $ 151,124 $ 2,285 19,500 4,300 9,000 4,419 14,100 48,000 252,728 $ (127,224) -532% (985) -76% 25,000 100% (1,900) -11% (1,000) -30% 100 1% (719) -19% (400) -3% 0% (107,128) -74% Subtotal 200,000 10,000 $210,000 157,185 $157,185 56,259 2,741 151,000 $210,000 220,000 20,500 $240,500 $ 220,000 20,500 240,500 $ (163,741) -291% 2,741 100% 130,500 86% (30,500) -15% Total Expenditures $1,834,743 $1,680,550 $1,834,743 $1,855,906 $ 1,855,906 $ (21,163) -1% Operating Balance (Rev. - Exp.) ($157,867) $154,065 ($157,867) ($179,030) $ (179,030) $ (21,163) -13% Ending Fund Balance (Resources - Exp.) $361,819 $927,278 $361,819 $748,248 $ 759,879 $ 398,060 110% REVENUE 635 OTHER CHARGES FOR SERVICES 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 795 PERSONAL SERVICES ALLOC.-OUT SUPPLIES & SERVICES 801 GENERAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 850 UTILITIES CAPITAL OUTLAY 915 BUILDINGS & IMPROVEMENTS 920 CAPITAL EQUIPMENT 930 VEHICLES & CONSTRUCTION EQUIP. DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 - 691 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET TOTAL BUDGET BY PROGRAM FY 2001-02 PARKS & RECREATION - SPUR CROSS Agency 306 Org Supplies & Services Personal Services Title 3033 OPERATIONS ROLLUP $ Totals: $ 222,455 222,455 $ $ - Total Capital Outlay Expenditures $ $ 268,000 268,000 $ $ 490,455 490,455 Revenue $ $ 490,455 490,455 EXPENDITURES AND REVENUES BY AGENCY/OBJECT PARKS & RECREATION - SPUR CROSS Agency 306 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % $0 $0 $0 $125,000 $ 125,000 $ 125,000 Sub Total $0 $0 $0 490,455 $490,455 $ 490,455 490,455 $ 490,455 490,455 Total Resources $0 $0 $0 $615,455 $ 615,455 $ 615,455 Subtotal $0 $0 $0 $0 $0 $0 $173,950 $ 40,505 8,000 $222,455 $ 173,950 $ 40,505 8,000 222,455 $ (173,950) (40,505) (8,000) (222,455) Subtotal $0 $0 $0 $0 $0 $0 $175,000 $ 10,000 83,000 $268,000 $ 175,000 $ 10,000 83,000 268,000 $ (175,000) (10,000) (83,000) (268,000) Total Expenditures $0 $0 $0 $490,455 $ 490,455 $ (490,455) Operating Balance (Rev. - Exp.) $0 $0 $0 $0 $ 0 $ 0 Ending Fund Balance (Resources - Exp.) $0 $0 $0 $125,000 $ 125,000 $ 125,000 REVENUE 620 OTHER INTERGOVERNMENTAL EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES SUPPLIES & SERVICES CAPITAL OUTLAY 910 LAND 920 CAPITAL EQUIPMENT 930 VEHICLES & CONSTRUCTION EQUIP. - 692 - MARICOPA COUNTY FY 2001-02 FINAL BUDGET DEPARTMENTAL BUDGET SCHEDULES PLANNING AND DEVELOPMENT County Administrative Officer Chief Community Services Officer Planning and Development Joy Rich, Director Comprehensive Planning Current Planning Technology Division Code Enforcement Business Services Customer Services Inspection Services Plan Review MISSION The mission of the Planning and Development Department is to provide planning and development services to constituents of unincorporated Maricopa County so they can responsibly develop and enjoy real property. VISION The vision of the Planning and Development Department is to provide market competitive planning and development services that are safe, consistent, timely and convenient for our constituents. GOALS Complete One Stop Shop (OSS) implementation (including all reengineering efforts and technology deployment) during FY 2005/2006. Develop, implement and maintain a comprehensive training program for the department, market competitive job descriptions, compensation, performance evaluations and career ladder plans by the end of FY 2003/2004. Within the County expenditure limitation, obtain annual budget expenditure authorizations in accordance with revenues and service expectations through FY 2005/2006. Develop and maintain an integrated technology plan by FY 2002/2003. Coordinate with the information technology center located within the Maricopa County Department of Transportation to meet their strategic goals as they relate to this department through FY 2005/2006. ISSUES The department is not meeting customer expectations resulting in a negative work environment and county image. The lack of competitive pay, benefits, and training results in high staff turnover. Existing circumstance of not obtaining spending authorizations equal to expected revenue make it impossible for the department to meet established service delivery expectations. The department's incomplete implementation of technology deployment results in inefficiencies. - 693 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET Uncertain changes in statutes and technology combined with current operational limitations inhibit the department's effectiveness. PERFORMANCE MEASURES 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 FY 99 Actual 163,000 10,201 6,113 956 113 111 55 4,706 FY 00 Actual 240,918 9,229 3,687 770 139 136 83 NA FY 01 FY 02 Actual Projected 301,852 260,000 8,053 13,000 8,721 NA 926 1,000 150 NA 143 140 112 NA 3,403 NA POSITION DISTRIBUTION POSITION DISTRIBUTION 44 PLANNING & DEVELOPMENT WORKING TITLE ADMINISTRATIVE ASSISTANT ADMINISTRATIVE COORDINATOR ASSOCIATE GIS ANALYST 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 SERVICES TECHNICIAN 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 FINANCIAL MANAGER GRAPHICS SPECIALIST III IT MANAGER 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 - 694 - FTE 7.0 2.0 0.0 1.0 1.0 17.0 1.0 2.0 3.0 3.0 1.0 1.0 1.0 2.0 1.0 10.0 4.0 1.0 5.0 1.0 1.0 1.0 1.0 1.0 3.0 4.0 6.0 1.0 1.0 2.0 3.0 5.0 5.0 1.0 5.0 1.0 1.0 106.0 MARICOPA COUNTY FY 2001-02 FINAL BUDGET Total Department Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 2,255,717 $ 2,250,584 $ 2,585,932 $$$- Special Revenue $$$$ 6,134,795 $ 6,705,447 $ 7,028,230 Total $ 2,255,717 $ 2,250,584 $ 2,585,932 $ 6,134,795 $ 6,705,447 $ 7,028,230 Total Mandated Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 1,694,429 $ 2,047,060 $ 2,013,064 $$$- Special Revenue $$$$ 3,815,842 $ 4,170,788 $ 4,371,080 Total $ 1,694,429 $ 2,047,060 $ 2,013,064 $ 3,815,842 $ 4,170,788 $ 4,371,080 Total Non-Mandated Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 561,288 $ 203,524 $ 572,868 $$$- DEPARTMENTAL BUDGET SCHEDULES MANDATE CONSOLIDATED FINANCIAL DATA Special Revenue Total $ - $ 561,288 $ - $ 203,524 $ - $ 572,868 $ 2,318,953 $ 2,318,953 $ 2,534,659 $ 2,534,659 $ 2,657,150 $ 2,657,150 NOTE: Mandate financials do not include appropriated beginning fund balance, debt service, or eliminations. - 695 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET MANDATE INFORMATION ISSUE PERMITS, ZONING ENFORCEMENT A.R.S. 11-808A Enforcement; AUTHORITY HISTORY/ BACKGROUND MANDATE DESCRIPTION A.R.S. 11-808B Building Permits; A.R.S. 11-322 Violations. The Board of Supervisors adopted the current Maricopa County Zoning Ordinance in May 1969. The Uniform Building Code and other related codes were adopted in December 1974. In 1975, the Building Safety Division was established. Violations of the zoning ordinance were reported to Zoning Enforcement. The Zoning Division was reorganized in 1994 and is now known as Development Services. On March 13, 2000, the Planning and Development Department transitioned to the "One Stop Shop" permitting program, an interdepartmental approach to providing enhanced developmental services to citizens. It is unlawful to erect, construct, reconstruct, alter or use any building or other structures without obtaining a zoning clearance from the County in the unincorporated areas of the County. The County must enforce its adopted zoning ordinance. Issue Permits, Zoning Enforcement FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 401,863 $ 604,871 $ 699,587 $$$- Special Total Revenue $ - $ 401,863 $ - $ 604,871 $ - $ 699,587 $ 2,125,424 $ 2,125,424 $ 2,323,129 $ 2,323,129 $ 2,248,518 $ 2,248,518 BUILDING CONSTRUCTION AND INSPECTION A.R.S. § 11-861 Adoption Of Building Codes, Limitations, Method Of Adoption, Rules AUTHORITY HISTORY/ BACKGROUND MANDATE DESCRIPTION And Regulation; A.R.S. § 11-862 Advisory Board; Appointment Terms; Duties. The Board of Supervisors adopted the current Maricopa County Zoning Ordinance in May 1969. The Uniform Building Code and other related codes were adopted in December 1974. In 1975, the Building Safety Department was established and a Building Code Advisory Board was formed. The Building Safety Department merged with the Planning and Development Department and became what is now known as Plan Review and Inspection Services. On March 13, 2000, Inspection Services became part of the "One Stop Shop" program, an interdepartmental approach to providing enhanced developmental services to citizens. It is unlawful to erect, construct, reconstruct, alter or use any building or other structures without obtaining a building permit from the County in unincorporated areas must be built to code and inspected. An Advisory Board, as required by the Uniform Building Code, must determine the suitability of alternative materials and construction and interpret the provisions of the Code. Building Construction and Inspection FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget - 696 - General Special Fund Revenue Total $ 752,942 $ - $ 752,942 $ 896,888 $ - $ 896,888 $ 845,201 $ - $ 845,201 $ - $ 904,354 $ 904,354 $ - $ 988,477 $ 988,477 $ - $ 1,200,989 $ 1,200,989 MARICOPA COUNTY FY 2001-02 FINAL BUDGET HISTORY/ BACKGROUND MANDATE DESCRIPTION Easement Vesting; A.R.S. § 11-821B County Plan; A.R.S. § 11-829 Amendment; A.R.S. § 11-807 Board Of Adjustment, Power, Appeals. The Maricopa County Zoning Ordinance was adopted in 1960. The Subdivision Regulations were adopted in 1972. The Board of Adjustment hears variances to the ordinance and interprets appeals to the ordinance. Develop and administer zoning ordinances for unincorporated areas. Review and act on citizen requests for amendment or change in the zoning ordinance of areas previously zoned. Regulates the subdivision of all lands within the unincorporated areas. The Board of Adjustment hears variance cases and appeals of zoning ordinance. Zoning & Subdivision Regulations and Board of Adjustment FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Special Fund Revenue $ 305,969 $$ 310,177 $$ 209,456 $$ - $ 511,323 $ - $ 558,885 $ - $ 603,336 Total $ 305,969 $ 310,177 $ 209,456 $ 511,323 $ 558,885 $ 603,336 DEPARTMENTAL BUDGET SCHEDULES ZONING AND SUBDIVISION REGULATIONS AND BOARD OF ADJUSTMENT A.R.S. § 11-8-806.01 Subdivision Regulation; Platting Rules; Violation; Classification; AUTHORITY COUNTY COMPREHENSIVE PLAN A.R.S. Title 11, Article 1, § 11-806 Powers and Duties, Comprehensive Plan; A.R.S. § AUTHORITY HISTORY/ BACKGROUND MANDATE DESCRIPTION 11-821(A) County Plan, definition; A.R.S. § 11-824(E) Adoption and Amendment of County Plan by Board of Supervisors. A.R.S. Title 11, Article 1, § 11-806 states "The board shall adopt a comprehensive plan and subsequently amend or extend the adopted plan." § 11-821(A) states, "…the Board of Supervisors shall adopt or readopt a comprehensive long-term county plan for the development of the area of jurisdiction. " On October 20,1997, the Board of Supervisors adopted "Maricopa County 2020, Eye to the Future" as the comprehensive plan of Maricopa County. Adopt a comprehensive plan as the official guide to accomplish a coordinated, adjusted and harmonious development of the area of jurisdiction. The comprehensive plan shall be developed so as to conserve the natural resources of the county, to ensure efficient expenditure of public funds, and to promote the health, safety, convenience, and general welfare of the public. The Board of Supervisors shall consult and advise with citizens and stakeholders to secure the maximum coordination of plans to best promote with efficiency and economy the health, safety, and, general welfare of the public. County Comprehensive Plan FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Special Fund Revenue $ 233,655 $$ 235,124 $$ 258,820 $$ - $ 274,741 $ - $ 300,297 $ - $ 318,237 Total $ 233,655 $ 235,124 $ 258,820 $ 274,741 $ 300,297 $ 318,237 - 697 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED PLANNING & DEVELOPMENT Department 44 FUND TYPE SPECIAL REVENUE SUB-TOTAL TOTAL FUNDS Personal Services 4,542,400 $ 4,542,400 $ 4,542,400 Supplies & Services 2,328,430 $ 2,328,430 $ 2,328,430 Capital Outlay 157,400 $ 157,400 $ 157,400 Total Expenses 7,028,230 $ 7,028,230 $ 7,028,230 Total Revenue 8,335,000 $ 8,335,000 $ 8,335,000 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT PLANNING & DEVELOPMENT Department 44 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Projected FY 01-02 Requested FY 01-02 Adopted Variance % $ 2,250,968 $ 2,250,968 $ 2,367,184 $ 4,863,105 $ 5,125,945 $ 2,874,977 128% 6,741,497 2,491,297 205,948 25,466 9,464,208 $ 6,184,000 1,884,000 3,000 264,000 8,335,000 $ 6,184,000 1,884,000 3,000 264,000 8,335,000 $ 18% -15% 0% Sub Total $ 5,227,000 5,227,000 2,221,300 2,221,300 3,000 3,000 19,200 19,200 7,470,500 $ 7,470,500 $ REVENUE 610 LICENSES & PERMITS 635 OTHER CHARGES FOR SERVICES 637 FINES & FORFEITS 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE Total Resources EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 796 PERSONAL SERVICES ALLOC.-IN 957,000 (337,300) 244,800 864,500 1275% 12% $ 9,721,468 $ 9,721,468 $ 11,831,392 $ 13,198,105 $ 13,460,945 $ 3,739,477 38% $ 3,738,429 $ 3,869,224 $ 35,000 35,000 40,450 40,450 811,950 833,296 4,625,829 $ 4,777,970 $ 3,412,164 $ 76,685 60,192 734,876 1,082 13,619 4,298,618 $ 4,144,222 $ 10,838 900,588 28,231 5,083,879 $ 3,710,999 $ 10,838 820,562 4,542,400 $ 158,225 35,000 29,612 12,734 235,570 4% 100% 73% 2% 100,000 $ 100,000 $ 36,960 36,960 141,910 28,826 5,000 5,000 338,569 338,569 584,686 584,686 49,057 10,000 350,485 350,485 54,000 54,000 30,000 30,000 516,907 516,907 2,207,574 $ 2,055,433 $ 80,441 $ 36,957 33,901 4,699 436,692 606,163 6,100 327,534 25,180 9,941 516,907 2,084,515 $ 217,904 $ 25,229 34,100 30,000 267,012 688,180 110,000 419,766 84,000 7,000 369,582 2,252,773 $ 339,257 $ 25,229 6,100 30,000 294,031 670,484 110,000 419,766 84,000 7,000 342,563 2,328,430 $ (239,257) 11,731 22,726 (25,000) 44,538 (85,798) (100,000) (69,281) (30,000) 23,000 174,344 (272,997) -239% 32% 79% -500% 13% -15% -1000% -20% -56% 77% 34% -13% 44,000 301,041 345,041 $ 10,358 311,956 322,314 $ 45,000 112,400 157,400 $ 45,000 112,400 157,400 $ (1,000) 188,641 187,641 -2% 63% 54% 7,178,444 $ 7,178,444 $ 6,705,447 $ 7,494,052 $ 7,028,230 $ 150,214 2% 292,056 $ 2,758,761 $ 840,948 $ 1,306,770 $ 1,014,714 347% 2,543,024 $ 2,543,024 $ 5,125,945 $ 5,704,053 $ 6,432,715 $ 3,889,691 153% Subtotal $ SUPPLIES & SERVICES 801 GENERAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 880 TRANSFERS OUT $ Subtotal $ CAPITAL OUTLAY 920 CAPITAL EQUIPMENT 930 VEHICLES & CONSTRUCTION EQUIP. Subtotal $ - 698 - FY 00-01 Revised Total Expenditures $ Operating Balance (Rev. - Exp.) $ Ending Fund Balance (Resources. - Exp.) $ 44,000 301,041 345,041 $ 292,056 $ 5% MARICOPA COUNTY FY 2001-02 FINAL BUDGET P L A N N IN G A N D D E V E L O P M E N T A gency 440 O rg 4401 4410 4420 4430 4440 4450 4460 4470 4480 P e rs o n a l S e rv ic e s T itle A U T O M A T IO N S U P P O R T A D M IN IS T R A T IO N TECH NO LO G Y SUPPO R T C U S T O M E R S E R V IC E CODE ENFORCEMENT IN S P E C T IO N S E R V IC E S P L A N R E V IE W C U R R E N T P L A N N IN G C O M P R E H E N S IV E P L A N N IN G $ T o ta ls : $ 4 0 6 ,8 1 2 2 9 1 ,6 5 1 6 1 8 ,0 7 4 4 0 7 ,7 3 7 1 ,0 0 6 ,3 3 0 8 2 5 ,9 8 3 5 6 5 ,6 6 9 2 9 1 ,6 9 7 4 ,4 1 3 ,9 5 2 S u p p lie s & S e rv ic e s $ $ 1 ,5 7 6 ,3 9 0 3 8 8 ,8 8 7 2 5 ,3 6 0 3 3 ,6 6 4 1 2 ,1 6 0 2 4 6 ,1 0 1 1 4 ,1 6 0 3 1 ,7 0 8 2 ,3 2 8 ,4 3 0 C a p ita l O u tla y T o ta l E x p e n d itu re s $ $ 1 1 2 ,4 0 0 1 1 2 ,4 0 0 $ $ 1 ,9 8 3 ,2 0 2 6 8 0 ,5 3 8 6 4 3 ,4 3 4 4 4 1 ,4 0 1 1 ,1 3 0 ,8 9 0 1 ,0 7 2 ,0 8 4 5 7 9 ,8 2 9 3 2 3 ,4 0 5 6 ,8 5 4 ,7 8 2 R evenue $ $ 2 2 ,0 0 0 2 4 0 ,0 0 0 3 6 ,0 0 0 1 6 ,0 0 0 5 ,9 9 8 ,0 0 0 1 ,1 0 4 ,0 0 0 7 3 2 ,0 0 0 1 2 ,0 0 0 8 ,1 6 0 ,0 0 0 DEPARTMENTAL BUDGET SCHEDULES TO TAL BUDG ET BY PROG RAM F Y 2 0 0 1 -0 2 EXPENDITURES AND REVENUES BY AGENCY/OBJECT PLANNING AND DEVELOPMENT Agency 440 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % $2,199,754 $2,132,343 $2,199,754 $4,802,544 $ 4,812,092 $ 2,612,338 119% 6,523,122 2,491,297 203,944 25,466 $9,243,829 5,052,000 2,221,300 3,000 19,200 $7,295,500 6,009,000 1,884,000 3,000 264,000 $8,160,000 $ 6,009,000 1,884,000 3,000 264,000 8,160,000 $ 957,000 (337,300) 244,800 864,500 19% -15% 0% Sub Total 5,052,000 2,221,300 3,000 19,200 $7,295,500 1275% 12% Total Resources $9,495,254 $11,376,172 $9,495,254 $12,962,544 $ 12,972,092 $ 3,476,838 37% $3,314,879 76,685 59,414 717,353 1,082 13,619 $4,183,032 $3,762,021 35,000 40,000 815,638 $4,652,659 $4,039,016 $ 10,178 878,005 28,231 $4,955,429 $ 3,605,793 $ 10,178 797,981 4,413,952 $ 156,228 35,000 29,822 17,657 238,707 4% 100% 75% 2% Subtotal $3,632,669 35,000 40,000 791,850 $4,499,519 Subtotal $100,000 36,960 139,248 5,000 287,355 584,686 49,057 350,485 54,000 30,000 516,907 $2,153,698 $80,441 36,957 33,901 4,699 429,703 606,163 6,100 327,534 25,180 9,941 516,907 $2,077,526 $100,000 36,960 25,165 5,000 287,355 584,686 10,000 350,485 54,000 30,000 516,907 $2,000,558 $217,904 $ 25,229 34,100 30,000 267,012 688,180 110,000 419,766 84,000 7,000 369,582 $2,252,773 $ 339,257 $ 25,229 6,100 30,000 294,031 670,484 110,000 419,766 84,000 7,000 342,563 2,328,430 $ Subtotal 44,000 275,810 $319,810 10,358 293,164 $303,522 44,000 275,810 $319,810 112,400 $112,400 $ 112,400 112,400 $ 44,000 163,410 207,410 100% 59% 65% Total Expenditures $6,973,027 $6,564,080 $6,973,027 $7,320,602 $ 6,854,782 $ 118,245 2% Operating Balance (Rev. - Exp.) $322,473 $2,679,749 $322,473 $839,398 $ 1,305,218 $ 982,745 305% Ending Fund Balance (Resources - Exp.) $2,522,227 $4,812,092 $2,522,227 $5,641,942 $ 6,117,310 $ 3,595,083 143% REVENUE 610 LICENSES & PERMITS 635 OTHER CHARGES FOR SERVICES 637 FINES & FORFEITS 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 796 PERSONAL SERVICES ALLOC.-IN SUPPLIES & SERVICES 801 GENERAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 880 TRANSFERS OUT CAPITAL OUTLAY 920 CAPITAL EQUIPMENT 930 VEHICLES & CONSTRUCTION EQUIP. 5% (239,257) -239% 11,731 32% 19,065 76% (25,000) -500% (6,676) -2% (85,798) -15% (100,000) -1000% (69,281) -20% (30,000) -56% 23,000 77% 174,344 34% (327,872) -16% - 699 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET TOTAL BUDGET BY PROGRAM FY 2001-02 PLANNING AND DEVELOPMENT - DEL WEBB Agency 443 Org Supplies & Services Personal Services Title 4401 AUTOMATION SUPPORT 4430 PROJECT SUPPORT 4450 INSPECTION SERVICES $ Totals: $ 84,918 43,530 128,448 $ - $ Total Capital Outlay Expenditures $ - $ $ $ 84,918 43,530 128,448 Revenue $ $ 175,000 175,000 EXPENDITURES AND REVENUES BY AGENCY/OBJECT PLANNING AND DEVELOPMENT - DEL WEBB Agency 443 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % $0 $176,638 $0 $0 $ 262,639 $ Sub Total 175,000 $175,000 218,375 2,004 $220,379 175,000 $175,000 175,000 $175,000 $ 175,000 175,000 $ Total Resources $175,000 $397,017 $175,000 $175,000 $ 437,639 $ Subtotal $105,760 450 20,100 $126,310 $97,285 778 17,523 $115,586 $107,203 450 17,658 $125,311 $105,206 $ 660 22,583 $128,450 $ 105,206 $ 660 22,581 128,448 $ Subtotal 2,662 $2,662 $0 3,661 $3,661 $0 $ - $ 3,661 100% 3,661 100% Subtotal 25,231 $25,231 18,792 $18,792 25,231 $25,231 $0 $ - $ 25,231 100% 25,231 100% Total Expenditures $154,203 $134,378 $154,203 $128,450 $ 128,448 $ Operating Balance (Rev. - Exp.) $20,797 $86,001 $20,797 $46,550 $ 46,552 $ Ending Fund Balance (Resources - Exp.) $0 $262,639 $0 $0 $ 309,191 $ REVENUE 610 LICENSES & PERMITS 645 INTEREST EARNINGS EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 710 OVERTIME 750 FRINGE BENEFITS SUPPLIES & SERVICES 804 NON-CAPITAL EQUIPMENT CAPITAL OUTLAY 930 VEHICLES & CONSTRUCTION EQUIP. - 700 - FY 00-01 Projected 262,639 - 0% - 0% 262,639 150% 1,997 (210) (4,923) (3,137) 25,755 2% -47% -28% -3% 17% 25,755 124% 309,191 MARICOPA COUNTY FY 2001-02 FINAL BUDGET DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 PLANNING AND DEVELOPMENT - AUTOMATION FUND Agency 444 Org Supplies & Services Personal Services Title 4401 AUTOMATION SUPPORT $ Totals: $ - $ $ - Total Capital Outlay Expenditures $ $ 45,000 45,000 $ $ 45,000 45,000 Revenue $ $ - EXPENDITURES AND REVENUES BY AGENCY/OBJECT PLANNING AND DEVELOPMENT - AUTOMATION FUND Agency 444 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % $51,214 $58,203 $51,214 $60,561 $ 51,214 $ - 0% Total Resources $51,214 $58,203 $51,214 $60,561 $ 51,214 $ - 0% Subtotal 51,214 $51,214 6,989 $6,989 51,214 $51,214 $0 $ - $ Subtotal $0 $0 $0 45,000 $45,000 $ 45,000 45,000 $ (45,000) (45,000) Total Expenditures $51,214 $6,989 $51,214 $45,000 $ 45,000 $ 6,214 12% Operating Balance (Rev. - Exp.) ($51,214) ($6,989) ($51,214) ($45,000) $ (45,000) $ 6,214 12% Ending Fund Balance (Resources - Exp.) $0 $51,214 $0 $15,561 $ 6,214 $ 6,214 Beginning Fund Balance EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES 812 OTHER SERVICES CAPITAL OUTLAY 920 CAPITAL EQUIPMENT 51,214 100% 51,214 100% - 701 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET PUBLIC FIDUCIARY County Administrative Officer Chief Community Services Officer Public Fiduciary Richard T. Vanderheiden, Director Probate and Conservator Services Administrative Support and Legal Coordination Estate Operations Guardian Services Investigation Services Burial Services MISSION The Mission of the Maricopa County Public Fiduciary is to provide guardianship, conservatorship, decedent services and court ordered investigations for vulnerable persons so their estates and well being are protected. VISION To be a recognized leader in providing professional, efficient and compassionate fiduciary services. GOALS We will develop and implement a comprehensive fiduciary case management plan as measured by the plan being used by other jurisdictions as a model by October 1, 2004. By January 1, 2003 we will refine our current information management system to improve systems and productivity as measured by a 10% increase in production from the existing baseline data from FY 2000/2001. We will develop and implement a financial investigation team to protect vulnerable persons by October 1, 2002 that will specialize in financial investigations of vulnerable persons to improve the recovery of assets, forensic testimony and to respond to the community and the court's increasing demand for these services, measured by the number of cases with asset recoveries from the existing baseline data from FY 2000/2001. We will develop and implement a new employee orientation and continuing education program for all public fiduciary personnel by January 1, 2003 as measured by an employee satisfaction survey approval rating of 85%. By August 1, 2002, we will implement an education and public relations plan to enhance the delivery of fiduciary services to achieve a 7% increase over the existing customer satisfaction survey baseline from FY 2000/2001. ISSUES The reactions of the State and the Courts to failing fiduciaries and financial abuse cases is impacting us by placing an increased demand for public fiduciary services resulting in more cases and court ordered investigations exposing public fiduciary operations to additional risk. Even though our current information management system is the most advanced model in the State, we recognize the importance to improve all aspects of data collection, data management and data reporting to continue to perform in a manner that reduces County exposure to risk and provides accountability for - 702 - MARICOPA COUNTY FY 2001-02 FINAL BUDGET PERFORMANCE MEASURES 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 FY 99 Actual $706,078 1,188 $18,200,000 33 26.00% 3.03% 52.00% 86.21% 99.48% 100.00% 96.88% 95.49% FY 00 Actual $813,249 1,189 18,500,000 33 15.00% 5.50% 61.00% 83.53% 99.44% 99.28% 92.00% 95.32% FY 01 Actual FY 02 Projected $863,924 $830,000 1,137 1,190 18,200,000 18,500,000 34 35 7.00% 0.00% 3.02% 0.00% 56.70% 57.00% 83.00% 92.00% 99.43% 96.00% 98.95% 96.00% 97.87% 96.00% 89.67% 95.00% DEPARTMENTAL BUDGET SCHEDULES the services we deliver. The increasing number of elderly and vulnerable adults in Arizona will result in more persons needing fiduciary services placing increased demands on the public fiduciary requiring more staff for investigative services and the additional cases. The lack of understanding by other agencies of our role often results in time consuming interference and unnecessary court appointments resulting in an increased caseload and court reporting impeding our ability to adequately serve those in need. POSITION DISTRIBUTION POSITION DISTRIBUTION 34 PUBLIC FIDUCIARY WORKING TITLE ADMINISTRATIVE COORD III ASSISTANT PBLC FIDUCIARY CLERK IV ESTATE ADMINISTRATION MGR ESTATE ADMINISTRATOR ESTATE ANALYST ESTATE FIELD INVESTIGATOR ESTATE OPERATIONS MGR FINANCIAL ABUSE INVESTIGATOR GUARDIAN ADMINISTRATION MGR GUARDIAN ADMINISTRATOR INDIGENT BURIAL COORD LEGAL SECRETARY II LEGAL SECRETARY III PUBLIC FIDUCIARY SECRETARY SENIOR SYSTEMS ANALYST TOTAL FTE 1.0 1.0 1.0 1.0 9.0 4.0 1.0 1.0 0.0 1.0 7.0 2.0 1.0 1.0 1.0 1.0 1.0 34.0 - 703 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET MANDATE CONSOLIDATED FINANCIAL DATA Total Department Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 1,574,845 $ 1,536,893 $ 1,518,639 $ 1,677,515 $ 1,708,553 $ 1,808,600 Total $ 1,574,845 $ 1,536,893 $ 1,518,639 $ 1,677,515 $ 1,708,553 $ 1,808,600 Total Mandated Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 1,574,845 $ 1,536,893 $ 1,518,639 $ 1,677,515 $ 1,708,553 $ 1,808,600 Total $ 1,574,845 $ 1,536,893 $ 1,518,639 $ 1,677,515 $ 1,708,553 $ 1,808,600 NOTE: Mandate financials do not include appropriated beginning fund balance, debt service, or eliminations. - 704 - MARICOPA COUNTY FY 2001-02 FINAL BUDGET OFFICE OF THE PUBLIC FIDUCIARY A.R.S. §§ AUTHORITY HISTORY/ BACKGROUND MANDATE DESCRIPTION 14-5601 through 5607 Establishment Of Office Of Public Fiduciary; Appointments; Costs. In 1973, the legislature undertook a substantial revision of all laws relating to decedents' estates, guardianships, protective proceedings and trusts. The Office of the Public Fiduciary was established by statute in 1975 and expanded in the 1995 legislative session with the passing of SB 1273. The Public Fiduciary will be expected to provide guardianship for those who are determined to be incompetent to stand trial. The Public Fiduciary is appointed for those persons or decedents' estates in need of guardianship, conservatorship or public administration and for whom there is no person or corporation qualified and willing to act in such capacity. Office of the Public Fiduciary FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 1,485,212 $ 1,443,956 $ 1,416,775 $ 1,584,050 $ 1,615,769 $ 1,709,213 Total $ 1,485,212 $ 1,443,956 $ 1,416,775 $ 1,584,050 $ 1,615,769 $ 1,709,213 DEPARTMENTAL BUDGET SCHEDULES MANDATE INFORMATION INDIGENT BURIAL SERVICES A.R.S. § 36-831 Burial Responsibility AUTHORITY Prior to 1988, the County Hospital performed the functions required for indigent burial HISTORY/ services. Since 1988, the Office of the Public Fiduciary performs the following BACKGROUND functions related to this mandate. The Public Fiduciary Office determines eligibility for MANDATE DESCRIPTION burial in the County cemetery, makes arrangements for burials with funeral homes, processes records and payments for mortuaries (paid for by the General Government department), schedules burials weekly with Facilities Management Department (Facilities Management prepares the burial site, completes the grave preparation after the funeral, and maintains the cemeteries), coordinates clergy attendance at funerals. Maricopa County has responsibility for the burial of deceased persons who have left neither spouse nor qualified kindred. Indigent Burial Services FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund $ 89,633 $ 92,937 $ 101,864 $ 93,465 $ 92,784 $ 99,387 Total $ 89,633 $ 92,937 $ 101,864 $ 93,465 $ 92,784 $ 99,387 - 705 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED PUBLIC FIDUCIARY Department 34 FUND TYPE GENERAL FUND SUB-TOTAL TOTAL FUNDS $ $ $ Personal Services 1,544,755 1,544,755 1,544,755 $ $ $ Supplies & Services 263,845 263,845 263,845 $ $ $ Capital Outlay - Total Expenses $ 1,808,600 $ 1,808,600 $ 1,808,600 Total Revenue $ 830,000 $ 830,000 $ 830,000 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT PUBLIC FIDUCIARY Department 34 FY 00-01 Final Adopted FY 00-01 Revised FY 00-01 Projected FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 635 OTHER CHARGES FOR SERVICES Sub Total $ 780,000 780,000 $ 780,000 780,000 $ 840,146 840,146 $ 780,000 780,000 $ 830,000 830,000 $ 50,000 50,000 6% 6% $ 780,000 $ 780,000 $ 840,146 $ 780,000 $ 830,000 $ 50,000 6% EXPENDITURES PERSONAL SERVICES $ 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES Subtotal $ 1,269,605 $ 173 248,792 1,518,570 $ 1,267,538 $ 173 250,859 1,518,570 $ 1,209,261 $ 18,834 228,639 5,273 1,462,007 $ 1,333,733 $ 100 264,221 1,598,054 $ 1,280,982 $ 100 263,673 1,544,755 $ (13,444) 73 (12,814) (26,185) -1% 42% -5% SUPPLIES & SERVICES $ 801 GENERAL SUPPLIES 803 FUEL 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING Subtotal $ 15,881 $ 3,124 12,545 178,039 13,000 9,578 6,300 238,467 $ 15,881 $ 3,124 12,545 178,039 13,000 9,578 6,300 238,467 $ 11,467 $ 2,543 13,294 189,419 7,434 9,310 9,946 3,133 246,546 $ 28,988 $ 3,578 8,124 185,395 12,900 9,785 7,200 7,875 263,845 $ 28,988 $ 3,578 8,124 185,395 12,900 9,785 7,200 7,875 263,845 $ (13,107) (454) 4,421 (7,356) 100 (207) (900) (7,875) (25,378) -83% -15% 35% -4% 1% -2% -14% $ 1,757,037 $ 1,757,037 $ 1,708,553 $ 1,861,899 $ 1,808,600 $ (51,563) -3% Total Resources Total Expenditures - 706 - -2% -11% MARICOPA COUNTY FY 2001-02 FINAL BUDGET PUBLIC FIDUCIARY Agency 340 Org Supplies & Services Personal Services Title 3410 PUBLIC FIDUCIARY SERVICES 3420 INDIGENT BURIAL SERVICES 3430 TITLE 13 GUARDIANSHIP $ 1,438,332 94,654 11,770 Totals: $ 1,544,755 $ 254,379 4,733 4,733 263,845 $ Total Capital Outlay Expenditures $ - $ $ $ 1,692,711 99,387 16,503 1,808,600 Revenue $ $ 830,000 830,000 EXPENDITURES AND REVENUES BY AGENCY/OBJECT PUBLIC FIDUCIARY Agency 340 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 % RESOURCES REVENUE 635 OTHER CHARGES FOR SERVICES Sub Total 780,000 $780,000 840,146 $840,146 780,000 $780,000 780,000 $780,000 $ 830,000 830,000 $ 50,000 50,000 6% 6% Total Resources $780,000 $840,146 $780,000 $780,000 $ 830,000 $ 50,000 6% $1,209,261 18,834 228,639 5,273 $1,462,007 $1,267,538 173 250,859 $1,518,570 $1,333,733 $ 100 264,221 $1,598,054 $ 1,280,982 $ 100 263,673 1,544,755 $ (13,444) 73 (12,814) (26,185) -1% 42% -5% Subtotal $1,269,605 173 248,792 $1,518,570 $11,467 2,543 13,294 189,419 7,434 9,310 9,946 3,133 $246,546 $15,881 3,124 12,545 178,039 13,000 9,578 6,300 $238,467 $28,988 $ 3,578 8,124 185,395 12,900 9,785 7,200 7,875 $263,845 $ 28,988 $ 3,578 8,124 185,395 12,900 9,785 7,200 7,875 263,845 $ (13,107) (454) 4,421 (7,356) 100 (207) (900) (7,875) (25,378) -83% -15% 35% -4% 1% -2% -14% Subtotal $15,881 3,124 12,545 178,039 13,000 9,578 6,300 $238,467 -11% Total Expenditures $1,757,037 $1,708,553 $1,757,037 $1,861,899 $ 1,808,600 $ (51,563) -3% Operating Balance (Rev. - Exp.) ($977,037) ($868,407) ($977,037) ($1,081,899) $ (978,600) $ (1,563) 0% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES SUPPLIES & SERVICES 801 GENERAL SUPPLIES 803 FUEL 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING -2% - 707 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET PUBLIC HEALTH County Administrative Officer Chief Health Services Officer Public Health Jonathan B. Weisbuch, M.D., Director Administrative Services Community Health Services Preventive Medical Health Services Epidemiology & Data Services Ryan White Title I Turning Point Grant Community Development & Minority Health MISSION The mission of the Department of Public Health is to provide leadership in public health to people and communities in Maricopa County so that health is promoted, preserved, and protected. VISION To be a nationally recognized leader in building healthy communities by developing and implementing model public health policies and services. GOALS Meet or exceed performance objectives for 85% of the Department’s program output measures by end of FY 2002. (See activity statements and performance measures for specific Public Health programs.) Ensure Department expenditures for 3 major funds, 66 low orgs and 55 grants are within authorized budget levels by the end of each fiscal/grant year in order to assure financial accountability and continued support for public health programs. Add $1,000,000 in new or expanded grant awards, contracts, and allowable fees by June 2003 to maintain existing programs and to respond to the increasing demand for public health services. Through employee creativity training and idea-generating sessions to be completed by June 2002, create an organizational culture that rewards the creative ideas of employees that improve public health services. Implement a process of quality improvement by June 2002 to improve the efficiency, effectiveness and quality of public health services. Expand and strengthen the Health and Human Services Emergency Response Plan by June 2002 to insure rapid and effective responses to a bioterrorist attack or other catastrophic event. Establish quality public health facilities throughout Maricopa County by June 2006 to insure client service needs are met in safe, efficient and regionally located working environment. Establish proper levels of compensation, increase employee recognition and enhance career development opportunities for employees by June 2003 to improve the Department’s ability to retain and recruit employees. - 708 - MARICOPA COUNTY FY 2001-02 FINAL BUDGET Increased Demand for Public Health Services – Rapid population growth, as well as a rising number of medically uninsured individuals, results in an increased demand for public health services from an already strained public health service delivery system. Public Image/Community Support – The public is confused about the role and functions of Public Health, thus significantly limiting the amount of funding and community support for public health issues. Regional Service Delivery – With the population of Maricopa County moving further away from the urban center, it is becoming more difficult for the Department to deliver services to all County residents. Bioterrorism/Major Emergencies – In the event of a bioterrorist attack or some other major emergency, organized resources currently available will not be sufficient to properly respond to such an event. Staff Recruitment – A shortage of skilled public health professionals, low salaries and substandard working conditions make it difficult to attract enough high quality employees. Staff Retention – Poor working conditions, inadequate compensation and limited advancement opportunities within Public Health make it difficult to retain enough high quality employees. Public Health Facilities – Public Health facilities are old and in disrepair, which make them inefficient and unsafe for employees and clients and limits the Department’s capacity to deliver services and maintain high standards for excellence in customer service. DEPARTMENTAL BUDGET SCHEDULES ISSUES PERFORMANCE MEASURES Performance Measures Number of children (0-18) immunized Number of HIV/STD Counseling/testing clients Number of lab tests Number of registered births and deaths Number of certified birth and death certificates issued Number of TB client visits Immunization coverage level for children at age 2 at Public Health Clinics Number of eligible persons seeking/receiving HIV services FY 99 Actual 91,828 22,656 116,261 28,618 212,678 23,524 N/A 1,268 FY 00 Actual 82,397 23,682 121,687 28,629 218,644 18,753 44 1,232 FY 01 FY 02 Actual Projected 92,832 100,000 25,316 26,582 147,612 143,961 27,806 32,000 219,702 222,100 21,137 18,800 44 50 1,294 1,390 POSITION DISTRIBUTION POSITION DISTRIBUTION 86 PUBLIC HEALTH WORKING TITLE ACCOUNTANT III ADMIN OFFICE SUPPORT ADMINISTRATIVE ADMINISTRATIVE ASSTNT ADMINISTRATIVE ASSTNT I ADMINISTRATIVE ASSTNT II ADMINISTRATIVE ASSTNT III ADMINISTRATIVE COORD ADMINISTRATIVE COORD I ADMINISTRATIVE COORD II ADMINISTRATIVE COORD III ADMINISTRATIVE COORD IV ADMINISTRATIVE COORD V ADMINISTRATIVE COORD VI ADMINISTRATOR II ADMINISTRATOR III CASE MANAGER AIDE CASHIER CLERK III CLERK IV CLIENT SERVICES ASSTNT I COMMUNICABLE DISEASE INVESTIGATOR COMMUNITY HLTH SRVCS DIR COMMUNITY NUTRITION WORKER FTE 1.0 0.5 22.5 0.8 7.0 21.0 4.0 1.0 2.0 7.0 4.0 4.0 2.0 8.5 1.0 1.0 2.0 1.0 3.0 5.0 2.0 18.0 1.0 2.0 - 709 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET - 710 - WORKING TITLE COMMUNITY NUTRITIONIST COUNSELOR AIDE COUNSELOR I COUNSELOR II COUNSELOR III COUNSELOR III-CLIN SPCLST COUNSELOR IV COURIER DATA ENTRY CLERK DENTAL HYGIENIST ENVIRONMENTAL SERVCS PLNR EPIDEMIOLOGIST EPIDEMLGY & VTL STATS DIR EVALUATION COORDINATOR FINANCIAL BUSINESS MANAGER HEALTH EDUCATION COORDNTR HEALTH EDUCATOR HEALTH SERVICES ADMIN I HEALTH SERVICES ADMIN II HEALTH SERVICES CLERK I HEALTH SERVICES CLERK II HEALTH SERVICES CLERK IV IMMUNIZATION NURSE LABORATORY TECHNICIAN LABORATORY TECHNICIAN II LICENSED PRACTICAL NRS II LPN-COMMUNICABLE DISEASE INVESTIGATOR MANAGEMENT ANALYST III MANAGEMENT ANALYST IV MANAGERIAL MEDICAL ACCOUNTS CLERK II MEDICAL DRIVER-ATTDNT I MEDICAL DRIVER-ATTDNT II MEDICAL MANAGER MEDICAL RECORDS CLERK MEDICAL RECORDS TECH II MICROBIOLOGIST NURSE ASSISTANT MANAGR I 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 PROGRAM COORDINATOR I PROGRAM COORDINATOR II PROGRAM MANAGER PUB HLTH SVCS DIR (HO) RADIOLOGIC TCHNLGST I RADIOLOGIC TCHNLGST II REGISTERED NURSE REGISTERED NURSE III REGISTERED NURSE IV FTE 1.0 4.0 2.0 3.0 3.0 1.0 2.0 0.5 1.5 1.7 1.0 4.0 1.0 1.0 1.0 4.0 10.5 8.0 3.0 26.0 3.0 10.8 5.0 0.5 1.0 6.0 2.0 1.0 2.0 1.5 1.0 1.0 1.0 1.0 1.0 1.0 3.0 1.0 6.8 2.0 4.5 1.0 2.2 19.0 5.0 4.0 4.5 1.0 1.0 1.0 1.0 2.0 1.0 1.0 20.5 93.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 0.5 16.9 4.5 MARICOPA COUNTY FY 2001-02 FINAL BUDGET FTE 1.8 2.0 3.0 1.0 2.0 8.0 1.0 469.4 MANDATE CONSOLIDATED FINANCIAL DATA Total Department Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund N/A $ 4,366,621 $ 4,295,797 $ 4,830,212 $ 5,182,682 $ 5,872,998 Special Revenue N/A $ 20,871,801 $ 23,246,722 $ 26,105,789 $ 28,515,442 $ 38,706,839 Total Mandated Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Special Fund Revenue Total N/A N/A N/A $ 2,745,109 $ 4,688,538 $ 7,433,647 $ 2,441,217 $ 4,766,452 $ 7,207,669 $ 2,793,743 $ 5,215,750 $ 8,009,493 $ 3,238,491 $ 5,205,915 $ 8,444,406 $ 3,480,936 $ 10,772,417 $ 14,253,353 Total Non-Mandated Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund N/A $ 1,621,512 $ 1,854,580 $ 2,036,469 $ 1,944,191 $ 2,392,062 Special Revenue N/A $ 16,183,263 $ 18,480,270 $ 20,890,039 $ 23,309,527 $ 27,934,422 Total N/A $ 25,238,422 $ 27,542,519 $ 30,936,001 $ 33,698,124 $ 44,579,837 DEPARTMENTAL BUDGET SCHEDULES WORKING TITLE REGISTERED NURSE V SECRETARY SECURITY OFFICER SUPERVISORY SUPPORT SERVICES TECHNICAL WORD PROCESSING OPERTR II TOTAL Total N/A $ 17,804,775 $ 20,334,850 $ 22,926,508 $ 25,253,718 $ 30,326,484 NOTE: Mandate financials do not include appropriated beginning fund balance, debt service, or eliminations. - 711 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET - 712 - MARICOPA COUNTY FY 2001-02 FINAL BUDGET CONTROL AND TREATMENT OF CONTAGIOUS DISEASES A.R.S. § 36-628 Provision For Care Of Persons Afflicted With Contagious Diseases. AUTHORITY HISTORY/ BACKGROUND MANDATE DESCRIPTION A.R.S. § 36-663 Communicable Disease Control. A.R.S. §§ 36-711 Through 738 (1997) Tuberculosis Control. Arizona public health statutes mandate county health departments to perform the above referenced functions. The Arizona Department of Health Services (ADHS) promulgates specific rules and regulations. ADHS has delegated the function of local tuberculosis control officer to Maricopa County Department of Public Health Services (MCDPHS). Through the concerted efforts of county health departments, the Arizona Attorney General's Office and the Arizona affiliate of the American Lung Association; new tuberculosis control statutes were passed by the Arizona legislature in 1997. These new laws strengthen the mandate of a county health department to control tuberculosis through the use of involuntary isolation and quarantine of non-compliant individuals with or suspected of having active tuberculosis. Since the enactment of these statutes, MCDPHS issued less than 6 emergency custody orders. County health departments are mandated to order non-compliant persons with or suspected of having active tuberculosis, to comply with voluntary examination, monitoring, treatment, isolation or quarantine. If the individual fails to comply with such order, the local tuberculosis control officer or local health director, may issue an emergency custody order directing the sheriff or other law enforcement officer to take such individual into custody. These statutes outline the procedures local health officers must follow once an emergency custody order is issued. A health care provider who knowingly refuses to perform his/her legal duties under the above listed statutes can be held criminally liable. In 1995, sections B and C were added to A.R.S. § 36-663. Section B lists procedures a health care provider must follow in order to obtain written or oral consent of a patient in order to conduct an HIV test. Section C mandates that providers obtaining oral consent to conduct an HIV test must sign a form to that effect and return it to the ADHS. Control and Treatment of Contagious Diseases FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund N/A $ 1,317,072 $ 1,094,615 $ 1,263,694 $ 1,341,522 $ 1,435,101 Special Revenue N/A $ 1,425,571 $ 1,486,253 $ 1,663,657 $ 1,717,534 $ 2,007,171 DEPARTMENTAL BUDGET SCHEDULES MANDATE INFORMATION Total N/A $ 2,742,643 $ 2,580,868 $ 2,927,351 $ 3,059,056 $ 3,442,272 - 713 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET MEDICAL CARE OF INDIGENT A.R.S. 11-291 Hospitalization And Medical Care Of The Indigent Sick AUTHORITY Prior to the separation of the Medical Center from County management, Public Health HISTORY/ Services received some county funding for the medical care of the indigent. Since the BACKGROUND separation, Public Health Services has continued to operate a medical clinic servicing a portion of the indigent homeless population using only grant funding. The counties are the mandated payor of last resort for emergency medical treatment of the indigent population of the County. Per A.R.S. 11-291, the Board of Supervisors has sole and exclusive authority to provide for the hospitalization and medical care of the indigent sick. The Board of Supervisors may hire physicians and others to accomplish this function. Counties are not liable to provide care once the person is placed on the AHCCCS rolls. MANDATE DESCRIPTION Medical Care of Indigent FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget VITAL REGISTRATION AUTHORITY HISTORY/ BACKGROUND MANDATE DESCRIPTION - 714 - General Fund N/A $$$$$- Special Revenue N/A $ 1,257,904 $ 1,344,826 $ 1,598,015 $ 1,576,060 $ 1,704,624 Total N/A $ 1,257,904 $ 1,344,826 $ 1,598,015 $ 1,576,060 $ 1,704,624 A.R.S. § 36-186 Director Of Local Health Departments; Powers And Duties; A.R.S. § 36-302 Vital Records And Public Health Statistics; A.R.S. § 36-322 Electronic Registration Of Birth Certificates; A.R.S. § 36-327 Electronic Filing Of Death Certificates; A.R.S. § 36-329 Electronic Filing Of Fetal Death Certificates. The responsibility for information relative to vital statistics originates at the county level. The passage of the federal welfare reform law and it's requirements regarding the collection of child support, and tracking of births occurring outside marriage, required states to amend their laws concerning the collection of information to be recorded on the birth certificate. In addition, the Arizona State Legislature was interested in making birth certificates more easily available to the public. A.R.S. § 36-322 also allows the local registrar to electronically file birth certificates with the Arizona Department of Health Services. A.R.S. § 36-329 allows the electronic filing of fetal death certificates. Register all births and deaths in the County and provide copies of birth and death certificates for sale. Monitor health statistics for births and deaths. Data collection: Section F of A.R.S. § 36-322 sets out the requirements regarding recordation of paternity. Section F also requires local registrars to allow public access to death certificates if 50 years have passed since the death occurred. Section G requires local registrars to report paternity determinations/recessions with the state registrar in order for the state registrar to fulfill their statutory obligation. Section N is entirely new and requires local registrars to make birth certificates available to the public if 75 years have passed since the birth was registered. Section A now permits electronic filing of birth, death, and fetal death certificates. MARICOPA COUNTY FY 2001-02 FINAL BUDGET FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund N/A $$$$$- Special Revenue N/A $ 954,305 $ 903,471 $ 1,210,788 $ 1,276,314 $ 1,587,803 Total N/A $ 954,305 $ 903,471 $ 1,210,788 $ 1,276,314 $ 1,587,803 OFFICE OF THE DIRECTOR OF THE DEPARTMENT OF PUBLIC HEALTH A.R.S. § 36-186 Director Of Local Health Department; Powers And Duties; A.R.S. § AUTHORITY HISTORY/ BACKGROUND MANDATE DESCRIPTION 36-602 Abatement Of Nuisances; A.R.S. § 36-624 Quarantine And Sanitary Measures To Prevent Contagion; A.R.S. § 36-628 Provision For Care Of Persons Afflicted With Contagious Disease; A.R.S. § 36-721 Rules And Regulations; A.R.S. § 36-722 Limitation Of Authority For Treatment. By statute, local health departments are mandated to control/eliminate sources of public health nuisance, filth and contagion. DEPARTMENTAL BUDGET SCHEDULES Vital Registration A.R.S. § 36-186, as amended, mandates directors of local health departments to "enforce any law or ordinance " relating to public health, including laws/ordinances which concern public businesses, rental properties and vacant properties. A.R.S. § 36-602 now mandates that local health department directors assess fines against property owners who do not comply with health department orders to remove sources of public health nuisances or sources of filth from their property. Office of the Director of the Department of Public Health FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget General Fund N/A $ 650,881 $ 527,918 $ 557,432 $ 531,812 $ 548,168 Special Revenue N/A $$$$$- Total N/A $ 650,881 $ 527,918 $ 557,432 $ 531,812 $ 548,168 - 715 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET IMMUNIZATION AND INVESTIGATION AND REPORTING A.R.S. § 36-186 Director Of Local Health Department; Powers And Duties; A.R.S. § AUTHORITY HISTORY/ BACKGROUND MANDATE DESCRIPTION 36-621 Reports Of Contagious Diseases; A.R.S. § 36-622 Report By Hotel Keeper Of Contagious Diseases; A.R.S. § 36-623 Reports By Physicians Of Death From Contagious Diseases; Arizona Administrative Coder9-6-702 - County Health Departments Required To Provide Immunizations. Local health officers are charged, by statute, to provide essential public health functions. In addition, local health departments are mandated by state statute to receive public reports of contagious disease and to provide immunization. Each local health department is further mandated to track disease statistics and trends, and reports them to the Arizona Department of Health Services. To better track childhood immunization rates, A.R.S. § 336-135 requires all health care providers who administer immunizations to children to electronically transmit immunization data to Arizona Department of Health Services (ADHS). ADHS is required to report this information to federal Centers for Disease Control. Provide free immunization to children, receive reports of contagious diseases, investigate reports of contagious diseases, organize and evaluate data related to contagious diseases, track the health statistics of the County, and publish related reports. For each child immunized by Public Health Services, they must inform ADHS of the provider's name, business address and telephone number, the child's name, address, social security number, gender, date of birth, and mother's maiden name. Immunization and Investigation and Reporting FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget - 716 - General Fund N/A $ 777,156 $ 818,684 $ 972,617 $ 1,365,157 $ 1,497,667 Special Revenue N/A $ 1,050,758 $ 1,031,902 $ 743,290 $ 636,007 $ 5,472,819 Total N/A $ 1,827,914 $ 1,850,586 $ 1,715,907 $ 2,001,164 $ 6,970,486 MARICOPA COUNTY FY 2001-02 FINAL BUDGET PUBLIC HEALTH Department 86 FUND TYPE GENERAL FUND SPECIAL REVENUE SUB-TOTAL TOTAL FUNDS Personal Services 4,656,004 13,006,940 $ 17,662,943 $ 17,662,943 $ Supplies & Services 1,216,994 25,699,899 $ 26,916,893 $ 26,916,893 $ Capital Outlay $ $ - Total Expenses $ 5,872,998 38,706,839 $ 44,579,836 $ 44,579,836 $ Total Revenue $ 38,514,035 $ 38,514,035 $ 38,514,035 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT PUBLIC HEALTH Departm ent 86 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Revised Sub Total $ 28,705,346 1,280,234 1,271,565 63,500 65,000 $ 31,385,645 26,452,792 1,406 1,193,347 1,143,987 40,381 68,358 46,259 $ 28,946,531 31,126,633 4,682,941 1,450,660 1,181,801 7,000 65,000 $ 38,514,035 Total Resources $ 31,652,669 $ 31,652,669 $ 30,540,436 $ 38,940,547 $ 12,912,292 $ 12,912,292 $ 12,321,189 $ 13,850,300 $ 13,413,633 $ 167,158 167,158 255,849 230,652 230,652 176,231 176,231 220,751 2,981,768 2,981,768 2,629,725 3,419,738 3,389,205 701,729 701,729 395,942 629,453 629,453 (121,723) (121,723) (49,204) (71,991) (71,991) 115,791 115,791 112,701 71,991 71,991 16,933,246 $ 16,933,246 $ 15,886,953 $ 18,130,144 $ 17,662,943 $ SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 811 HEALTH CARE SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 830 INTERGOVERNMENTAL PAYMENTS 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 845 SUPPORT & CARE OF PERSONS 850 UTILITIES 880 TRANSFERS OUT $ $ 426,512 1,305,010 $ 1,037,986 31,126,633 4,682,941 1,450,660 1,181,801 7,000 65,000 $ 38,514,035 $ 2,421,287 4,682,941 170,426 (89,764) (56,500) 7,128,390 -89% 0% 23% $ 39,819,045 $ 8,166,376 26% 8% 13% -7% (501,341) (63,494) 176,231 (407,437) 72,276 (49,732) 43,800 (729,697) -4% -38% 100% -14% 10% -41% 38% -4% $ (1,929,904) (4,631,723) 2,428 50,130 640 329,681 (268,203) (63,510) 112,332 8,540 43,740 (105,991) 171,210 (54,146) (11,937) (367,023) $ (6,713,736) -360% -271% 17% 34% 7% 43% -2% -6% 42% 7% 22% -47% 99% -71% -55% -45% -33% $ 2,385,574 6,461,613 11,860 113,912 8,100 439,375 14,284,173 1,047,772 155,476 121,000 159,279 334,984 2,590 130,040 33,650 1,223,474 $ 26,912,872 2,466,347 6,339,355 11,860 97,436 8,100 439,207 14,397,860 1,047,064 155,332 112,460 159,279 332,386 2,590 130,040 33,650 1,183,927 $ 26,916,893 Subtotal $ - - 982 70,972 14,407 86,361 - - Total Expenditures $ 37,136,403 Operating Balance (Rev. - Exp.) $ (5,750,758) $ (5,750,758) $ (4,751,593) $ (6,528,981) $ (6,065,801) $ (315,043) -5% Ending Fund Balance (Resources. - Exp.) $ (5,483,734) $ (5,483,734) $ (3,157,688) $ (6,102,469) $ (4,760,791) $ 722,943 13% $ 37,136,403 $ $ 33,698,124 $ $ 45,043,016 $ 389% 587,354 1,635,363 13,033 102,710 6,851 682,197 11,939,312 1,000,003 179,345 60,498 190,654 248,804 131,848 44,791 42,933 859,115 $ 17,724,810 $ $ $ 536,443 1,707,632 14,288 147,566 8,740 768,888 14,129,657 983,554 267,664 121,000 203,019 226,395 173,800 75,894 21,713 816,904 $ 20,203,157 CAPITAL OUTLAY 915 BUILDINGS & IMPROVEMENTS 920 CAPITAL EQUIPMENT 930 VEHICLES & CONSTRUCTION EQUIP. $ $ % 536,443 1,707,632 14,288 147,566 8,740 768,888 14,129,657 983,554 267,664 121,000 203,019 226,395 173,800 75,894 21,713 816,904 20,203,157 Subtotal $ 1,593,905 Variance 28,705,346 1,280,234 1,271,565 63,500 65,000 31,385,645 Subtotal $ FY 01-02 Adopted 267,024 EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 795 PERSONAL SERVICES ALLOC.-OUT 796 PERSONAL SERVICES ALLOC.-IN 267,024 FY 01-02 Requested $ REVENUE 615 GRANTS 620 OTHER INTERGOVERNMENTAL 635 OTHER CHARGES FOR SERVICES 638 PATIENT SERVICE REVENUE 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE 680 TRANSFERS IN $ FY 00-01 Projected $ $ 44,579,836 $ DEPARTMENTAL BUDGET SCHEDULES DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED - $ (7,443,433) -20% - 717 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET TOTAL BUDGET BY PROGRAM FY 2001-02 PUBLIC HEALTH Agency 860 Supplies & Services Personal Services Org Title 8601 8606 8610 8635 8646 8671 8680 8681 8691 8695 ADMINISTRATION ROLLUP EPIDEMIOLOGY/DISEASE SURVEILLA COMMUNITY HEALTH ADMIN ROLL UP PUBLIC HEALTH WIC PUBLIC HEALTH TB CONTROL/OTHER SVCS ROLL UP PUBLIC HEALTH STD CONTROL - COUNTY PHARMACY/LAB ROLL UP $ 532,343 234,261 375,048 1,234,753 664,048 63,376 659,283 539,755 353,136 Totals: $ 4,656,004 $ 297,386 15,849 33,223 143,012 51,072 7,158 375,786 150,350 143,158 $ 1,216,994 Total Capital Outlay Expenditures $ - $ $ $ 829,729 250,110 408,271 1,377,765 715,120 70,534 1,035,069 690,105 496,294 5,872,998 Revenue $ $ - EXPENDITURES AND REVENUES BY AGENCY/OBJECT PUBLIC HEALTH Agency 860 FY 00-01 Final Adopted EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 795 PERSONAL SERVICES ALLOC.-OUT 796 PERSONAL SERVICES ALLOC.-IN FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % Subtotal $3,499,047 24,502 46,222 704,147 54,346 (77,923) $4,250,341 $3,224,534 108,585 104,538 544,414 25,512 (21,932) 41,665 $4,027,316 $3,499,047 24,502 46,222 704,147 54,346 (77,923) $4,250,341 $3,911,099 $ 44,962 839,976 87,959 (71,991) $4,812,005 $ 3,773,891 $ 44,962 821,183 87,959 (71,991) 4,656,004 $ (274,844) (20,460) 46,222 (117,036) (33,613) (5,932) (405,663) Subtotal $17,016 412,123 2,390 7,500 80,460 154,894 268,386 31,850 8,201 53,989 27,476 56,421 4,500 65,000 $1,190,206 $72,609 371,232 2,076 3,750 114,510 129,996 276,342 19,857 1,376 57,280 20,119 34,559 5,401 46,259 $1,155,367 $17,016 412,123 2,390 7,500 80,460 154,894 268,386 31,850 8,201 53,989 27,476 56,421 4,500 65,000 $1,190,206 $197,056 $ 373,409 2,390 40,144 20,250 167,629 304,169 28,319 16,426 66,674 5,000 4,000 65,000 $1,290,466 $ 197,056 $ 317,409 2,390 22,672 20,250 167,629 304,169 28,319 16,426 66,674 5,000 4,000 65,000 1,216,994 $ (180,040) -1058% 94,714 23% 0% (15,172) -202% 60,210 75% (12,735) -8% (35,783) -13% 3,531 11% (8,225) -100% (12,685) -23% 27,476 100% 51,421 91% 500 11% 0% (26,788) -2% Total Expenditures $5,440,547 $5,182,682 $5,440,547 $6,102,471 $ 5,872,998 $ (432,451) -8% Operating Balance (Rev. - Exp.) ($5,440,547) ($5,182,682) ($5,440,547) ($6,102,471) $ (5,872,998) $ (432,451) -8% SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 811 HEALTH CARE SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 845 SUPPORT & CARE OF PERSONS 850 UTILITIES 880 TRANSFERS OUT - 718 - FY 00-01 Projected -8% -84% 100% -17% -62% -8% -10% MARICOPA COUNTY FY 2001-02 FINAL BUDGET P U B L IC H E A L T H G R A N T S A gency 861 O rg 8601 8605 8620 8635 8645 8650 8665 8670 8675 8680 8690 8697 8699 S u p p lie s & S e r v ic e s P e rs o n a l S e r v ic e s T itle A D M IN IS T R A T IO N G R A N T S R O L L U P EPI G R AN TS R O LL UP H EALTH ED G R AN TS R O LLU P N U R S IN G G R A N T S R O L L U P N U T R IT IO N G R A N T S R O L L U P F A M IL Y H E A L T H G R A N T S R O L L U P C O M M U N IT Y O U T R E A C H G R A N T S R O L L D O M E S T IC V O IL E N C E O R AL H EALTH G R AN TS R O LL U P T B C O N T R O L /O T H E R S V C S G R A N T S R S T D C O N T R O L /O T H E R S V C S R O L L U P P H A R M A C Y G R A N T IN T E R N A L A G R E E M LABO R ATO RY G R AN T T o t a ls : $ 1 ,2 8 8 ,6 8 1 8 4 0 ,6 4 4 6 7 1 ,5 5 8 4 ,8 9 9 ,6 9 0 1 ,1 3 3 ,5 7 7 1 ,3 9 7 ,0 8 1 1 9 4 ,8 6 1 5 7 8 ,0 6 7 4 9 4 ,0 1 0 1 4 4 ,4 1 6 $ 1 1 ,6 4 2 ,5 8 4 $ 6 ,5 3 0 ,3 3 7 9 ,4 2 2 8 ,3 0 3 ,2 8 6 5 ,0 5 7 ,3 2 8 1 ,7 6 2 ,9 0 3 6 8 8 ,7 2 7 5 7 4 ,6 3 9 1 5 6 ,1 9 7 4 0 8 ,3 8 4 8 0 ,1 2 3 6 2 1 ,6 9 6 3 7 ,9 4 8 $ 2 4 ,2 3 0 ,9 9 0 C a p ita l O u tla y T o ta l E x p e n d itu r e s $ $ - $ 7 ,8 1 9 ,0 1 8 9 ,4 2 2 9 ,1 4 3 ,9 3 0 5 ,7 2 8 ,8 8 6 6 ,6 6 2 ,5 9 3 1 ,8 2 2 ,3 0 4 1 ,9 7 1 ,7 2 0 3 5 1 ,0 5 8 9 8 6 ,4 5 1 5 7 4 ,1 3 3 7 6 6 ,1 1 2 3 7 ,9 4 8 $ 3 5 ,8 7 3 ,5 7 4 R evenue $ $ 7 ,8 1 9 ,0 1 7 9 ,4 2 2 9 ,1 4 3 ,9 3 0 5 ,7 2 8 ,8 8 6 6 ,6 6 2 ,5 9 3 1 ,8 2 2 ,2 9 4 1 ,9 7 1 ,7 2 0 3 5 1 ,0 5 9 9 8 6 ,4 5 0 5 7 4 ,1 3 3 7 6 6 ,1 1 2 3 7 ,9 5 8 3 5 ,8 7 3 ,5 7 4 DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM F Y 2 0 0 1 -0 2 EXPENDITURES AND REVENUES BY AGENCY/OBJECT PUBLIC HEALTH GRANTS Agency 861 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 615 GRANTS 620 OTHER INTERGOVERNMENTAL 635 OTHER CHARGES FOR SERVICES 638 PATIENT SERVICE REVENUE 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE Sub Total 28,705,346 63,000 $28,768,346 26,452,792 1,406 3,938 21,934 23,009 32,118 $26,535,198 28,705,346 63,000 $28,768,346 31,126,633 4,682,941 60,000 4,000 $35,873,574 $ 31,126,633 4,682,941 60,000 4,000 35,873,574 Total Resources $28,768,346 $26,535,198 $28,768,346 $35,873,574 $ Subtotal $8,334,957 115,016 115,369 2,028,755 561,325 (43,800) 115,791 $11,227,413 $8,104,559 119,825 106,405 1,871,578 322,958 (27,272) 71,036 $10,569,089 $8,334,957 115,016 115,369 2,028,756 561,325 (43,800) 115,791 $11,227,414 Subtotal $696,571 439,216 10,898 120,066 8,740 688,428 13,572,237 715,168 188,806 169,717 153,960 130,356 19,473 17,213 610,083 $17,540,932 $655,939 281,582 10,458 88,964 6,851 537,731 11,566,070 720,927 135,700 175,767 176,039 102,239 10,232 34,334 656,931 $15,159,764 Subtotal $0 Total Expenditures Operating Balance (Rev. - Exp.) EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 795 PERSONAL SERVICES ALLOC.-OUT 796 PERSONAL SERVICES ALLOC.-IN SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 811 HEALTH CARE SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 845 SUPPORT & CARE OF PERSONS 850 UTILITIES 880 TRANSFERS OUT CAPITAL OUTLAY 915 BUILDINGS & IMPROVEMENTS 920 CAPITAL EQUIPMENT 930 VEHICLES & CONSTRUCTION EQUIP. $ 2,421,287 4,682,941 60,000 (59,000) 7,105,228 -94% 25% 35,873,574 $ 7,105,228 25% $8,655,103 $ 135,416 2,278,772 501,302 71,991 $11,642,584 $ 8,655,103 135,416 2,278,772 501,302 71,991 11,642,584 $ (320,146) (20,400) 115,369 (250,016) 60,023 (43,800) 43,800 (415,170) -4% -18% 100% -12% 11% -100% 38% -4% $696,571 439,216 10,898 120,066 8,740 688,428 13,572,237 715,168 188,806 169,717 153,960 130,356 19,473 17,213 610,083 $17,540,932 $2,651,842 $ 5,106,211 9,470 47,623 8,100 416,823 13,717,346 733,603 125,157 133,880 231,063 2,590 125,040 29,650 892,592 $24,230,990 $ 2,651,842 5,106,211 9,470 47,623 8,100 416,823 13,717,346 733,603 125,157 133,880 231,063 2,590 125,040 29,650 892,592 24,230,990 982 70,972 14,407 $86,361 $0 $0 $ $28,768,345 $25,815,214 $28,768,346 $35,873,574 $ $1 $719,984 $0 ($0) $ $ $ 8% $ (1,955,271) -281% (4,666,995) -1063% 1,428 13% 72,443 60% 640 7% 271,605 39% (145,109) -1% (18,435) -3% 63,649 34% 35,837 21% (77,103) -50% 127,766 98% (105,567) -542% (12,437) -72% (282,509) -46% (6,690,058) -38% - $ - 35,873,574 $ (7,105,228) (0) $ -25% (0) -4400% - 719 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET TO TAL BUDG ET BY PRO G RAM F Y 2 0 0 1 -0 2 P U B L IC H E A L T H S P E C IA L F U N D IN G A gency 863 O rg 8601 8607 8648 8653 8681 8682 8684 8685 8688 8694 8698 8699 S u p p lie s & S e rv ic e s P e rs o n a l S e rv ic e s T itle A D M IN IS T R A T IO N V IT A L R E C O R D S N U T R IT IO N A P 4 P R O G R A M F A M IL Y P L A N N IN G C L IN IC T U B E R C U L O S IS C O N T R O L -S P E C IA L R F O R E IG N T R A V E L J A IL E X A M F E E R E F U G E E S E R V IC E S TB RESEARCH S T D C O N T R O L - S P E C IA L R E V E N U E P H A R M A C Y - S P E C IA L R E V E N U E L A B S P E C IA L R E V E N U E $ T o ta ls : $ 7 3 0 ,8 6 4 4 ,2 4 9 6 9 ,5 9 1 4 2 ,9 0 7 1 6 2 ,0 1 3 1 7 6 ,4 7 2 1 6 7 ,6 9 4 3 ,9 4 4 6 ,6 2 1 1 ,3 6 4 ,3 5 6 $ $ 8 0 2 ,8 5 5 2 ,9 5 3 3 1 ,9 3 5 2 2 ,7 4 0 3 0 2 ,6 1 5 1 4 ,7 9 4 1 1 1 ,8 0 7 2 7 ,3 0 0 1 4 9 ,8 0 6 2 ,1 0 4 1 ,4 6 8 ,9 0 9 C a p ita l O u tla y T o ta l E x p e n d itu re s $ $ - $ $ 1 ,5 3 3 ,7 1 9 7 ,2 0 2 1 0 1 ,5 2 6 6 5 ,6 4 7 4 6 4 ,6 2 8 1 4 ,7 9 4 2 8 8 ,2 7 9 1 9 4 ,9 9 4 1 5 3 ,7 5 0 8 ,7 2 5 2 ,8 3 3 ,2 6 5 R evenue $ $ 1 ,3 9 7 ,6 6 0 7 ,5 0 0 9 6 ,0 0 0 4 5 ,0 0 0 5 0 2 ,9 6 3 1 6 ,0 0 0 2 3 5 ,5 4 8 1 6 6 ,0 4 0 1 7 0 ,0 0 0 3 ,7 5 0 2 ,6 4 0 ,4 6 1 EXPENDITURES AND REVENUES BY AGENCY/OBJECT PUBLIC HEALTH SPECIAL FUNDING Agency 863 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted $267,024 $1,593,905 $267,024 $426,512 $ 1,305,010 Sub Total 1,280,234 1,271,565 500 65,000 $2,617,299 1,189,409 1,122,053 17,372 36,240 46,259 $2,411,333 1,280,234 1,271,565 500 65,000 $2,617,299 1,390,660 1,181,801 3,000 65,000 $2,640,461 $ Total Resources $2,884,323 $4,005,238 $2,884,323 Subtotal $1,078,288 27,640 14,640 248,866 86,058 $1,455,492 $992,096 27,439 9,809 213,733 47,472 $1,290,549 Subtotal ($177,144) 856,293 1,000 20,000 402,526 47,008 121,000 25,101 18,446 15,968 141,821 $1,472,019 Total Expenditures $2,927,511 Operating Balance (Rev. - Exp.) Ending Fund Balance (Resources - Exp.) REVENUE 635 OTHER CHARGES FOR SERVICES 638 PATIENT SERVICE REVENUE 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE 680 TRANSFERS IN EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 811 HEALTH CARE SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 830 INTERGOVERNMENTAL PAYMENTS 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES 880 TRANSFERS OUT - 720 - FY 00-01 Projected Variance % $ 1,037,986 389% 1,390,660 1,181,801 3,000 65,000 2,640,461 9% -7% $ 110,426 (89,764) 2,500 23,162 500% 0% 1% $3,066,973 $ 3,945,471 $ 1,061,148 37% $1,078,288 27,640 14,640 248,865 86,058 $1,455,491 $1,284,098 $ 50,274 300,990 40,192 $1,675,554 $ 984,639 $ 50,274 289,251 40,192 1,364,356 $ 93,649 (22,634) 14,640 (40,386) 45,866 91,135 9% -82% 100% -16% 53% 6% ($141,194) 982,549 498 9,996 29,955 243,247 2,734 23,788 60,498 13,511 15,485 9,490 3,198 155,925 $1,409,679 ($177,144) 856,293 1,000 20,000 402,526 47,008 121,000 25,101 18,446 15,968 141,821 $1,472,019 ($463,324) $ 981,993 26,145 2,302 399,198 10,000 2,000 121,000 8,973 37,247 265,882 $1,391,416 $ (382,551) $ 915,735 27,141 2,134 512,885 9,292 1,856 112,460 8,973 34,649 226,335 1,468,909 $ 205,407 (59,442) 1,000 (7,141) (2,134) (110,359) (9,292) 45,152 8,540 16,128 (16,203) 15,968 (84,514) 3,110 116% -7% 100% -36% $2,700,228 $2,927,510 $3,066,970 $ 2,833,265 94,245 3% ($310,212) ($288,895) ($310,211) ($426,509) $ ($43,188) $1,305,010 ($43,187) $3 $ $ (192,804) $ 1,112,206 $ -27% 96% 7% 64% -88% 100% -60% 0% 117,407 38% 1,155,393 2675% MARICOPA COUNTY FY 2001-02 FINAL BUDGET DEPARTMENTAL BUDGET SCHEDULES RESEARCH AND REPORTING County Administrative Officer Deputy County Administrator Research and Reporting Ken Andersen, Manager Survey Research Administration MISSION The mission of the Research and Reporting Department is to provide survey data services to county managers so they can more effectively manage for results using statistically reliable data. GOALS By January 2002 we will establish a mechanism to identify and document county management’s expectations of Research and Reporting; and, determine the number and types of external studies that could be accommodated to defray administrative costs for the upcoming fiscal year. By January 2002 we will establish a partnership with Human Resources and the Office of Management and Budget to investigate the need for and feasibility of establishing a pool of temporary telephone interviewer/clerical staff. County management will incorporate employee and customer satisfaction survey data into their Managing for Results (MFR) plans by FY03 ISSUES The demand for services, both internally and externally, will continue to be unpredictable which adversely affects Research and Reporting’s ability to plan and to manage. Current low unemployment rate, the temporary nature of the telephone interviewer position, technological and public relation challenges of the position adversely affects the ability of Research and Reporting to attract and retain a competent pool of skilled on-call employees. PERFORMANCE MEASURES Performance Measures Percentage of contracted surveys utilizing scientific sampling methodology Percentage of surveys conducted at or below national average cost Number of consultations regarding data collection provided without cost to County departments' staff Percentage of contracted surveys completed on or before due date Percentage of contracted surveys having a response rate greater than or equal to 70% FY 99 Actual 100% 100% FY 00 Actual 100% 100% FY 01 Actual 100% 100% FY 02 Projected 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% - 721 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET POSITION DISTRIBUTION POSITION DISTRIBUTION 46 RESEARCH & REPORTING WORKING TITLE DATA COLLECTION SUPERVISOR DATABASE ANALYST II TELEPHONE INTERVIEWER TELEPHONE INTERVIEWER I/BILINGUAL TOTAL FTE 4.0 1.0 1.5 3.0 9.5 MANDATE CONSOLIDATED FINANCIAL DATA Total Department Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget Special Revenue $ 533,630 $ 393,602 $ 310,989 $ 418,215 $ 456,323 $ 501,900 Total $ 533,630 $ 393,602 $ 310,989 $ 418,215 $ 456,323 $ 501,900 Total Non-Mandated Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget Special Revenue $ 533,630 $ 393,602 $ 310,989 $ 418,215 $ 456,323 $ 501,900 Total $ 533,630 $ 393,602 $ 310,989 $ 418,215 $ 456,323 $ 501,900 NOTE: Mandate financials do not include appropriated beginning fund balance, debt service, or eliminations. - 722 - MARICOPA COUNTY FY 2001-02 FINAL BUDGET RESEARCH & REPORTING Department 46 FUND TYPE SPECIAL REVENUE SUB-TOTAL TOTAL FUNDS Personal Services 316,164 $ 316,164 $ 316,164 Supplies & Services 185,736 $ 185,736 $ 185,736 Capital Outlay $ $ - Total Expenses 501,900 $ 501,900 $ 501,900 Total Revenue 316,192 $ 316,192 $ 316,192 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT RESEARCH & REPORTING Department 46 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance $ REVENUE 650 MISCELLANEOUS REVENUE 680 TRANSFERS IN - $ FY 00-01 Revised FY 00-01 Projected - $ FY 01-02 Requested FY 01-02 Adopted Variance (140,051) $ 186,234 $ 501,900 501,900 $ 316,192 (214,608) (185,708) 316,192 $ (400,316) -40% -100% -56% 96,250 Sub Total $ 530,800 530,800 185,708 185,708 716,508 $ 716,508 Total Resources $ 716,508 $ 716,508 $ 552,574 $ 688,134 $ 412,442 $ (304,066) -42% $ 211,665 $ 208,868 $ 25,000 33,634 51,786 45,949 288,451 $ 288,451 $ 186,797 $ 33,691 44,693 2,036 267,218 $ 209,055 $ 40,000 61,109 6,000 316,164 $ 209,055 $ 40,000 61,109 6,000 316,164 $ (187) (6,366) (15,160) (6,000) (27,713) 0% -19% -33% 7,543 $ 7,543 $ 250 250 15,629 15,629 55,000 55,000 2,000 2,000 23,209 23,209 2,500 2,500 7,800 7,800 68,406 68,406 182,337 $ 182,337 $ 7,696 $ 2,305 33,360 44,794 1,168 20,925 1,587 5,007 851 508 68,406 186,607 $ 6,572 $ 5,000 624 70,000 1,000 17,924 2,500 1,445 80,671 185,736 $ 6,572 $ 5,000 2,052 70,000 1,000 17,924 2,500 1,445 79,243 185,736 $ 971 (5,000) 250 13,577 (15,000) 1,000 5,285 6,355 (10,837) (3,399) EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES 855 INTEREST EXPENSE 880 TRANSFERS OUT $ $ Subtotal $ Subtotal $ Total Expenditures CAPITAL OUTLAY 920 CAPITAL EQUIPMENT 5,000 5,000 $ $ 506,917 185,708 692,625 $ 96,250 $ % 5,000 5,000 $ 2,498 2,498 $ - $ - $ $ 475,788 $ 475,788 $ 456,323 $ 501,900 $ 501,900 $ Operating Balance (Rev. - Exp.) $ 240,720 $ 240,720 $ 236,302 $ Ending Fund Balance (Resources. - Exp.) $ - $ 96,251 $ - $ 5,000 5,000 -10% 13% 100% 87% -27% 50% 23% 0% 81% -16% -2% 100% 100% (26,112) -5% (0) $ (185,708) $ (426,428) -177% 186,234 $ (89,458) $ DEPARTMENTAL BUDGET SCHEDULES DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED (89,458) - 723 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET TOTAL BUDGET BY PROGRAM FY 2001-02 RESEARCH & REPORTING Agency 462 Org Supplies & Services Personal Services Title 4610 RESEARCH & REPORTING $ Totals: $ 316,164 316,164 $ $ 185,736 185,736 Total Capital Outlay Expenditures $ $ - $ $ 501,900 501,900 Revenue $ $ 316,192 316,192 EXPENDITURES AND REVENUES BY AGENCY/OBJECT RESEARCH & REPORTING Agency 462 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % $0 ($140,051) $0 $186,234 $ 96,250 $ Sub Total 530,800 185,708 $716,508 506,917 185,708 $692,625 530,800 185,708 $716,508 501,900 $501,900 $ 316,192 316,192 $ (214,608) -40% (185,708) -100% (400,316) -56% Total Resources $716,508 $552,574 $716,508 $688,134 $ 412,442 $ (304,066) -42% $186,797 33,691 44,693 2,036 $267,218 $208,868 33,634 45,949 $288,451 $209,055 $ 40,000 61,109 6,000 $316,164 $ 209,055 $ 40,000 61,109 6,000 316,164 $ (187) (6,366) (15,160) (6,000) (27,713) 0% -19% -33% Subtotal $211,665 25,000 51,786 $288,451 Subtotal $7,543 250 15,629 55,000 2,000 23,209 2,500 7,800 68,406 $182,337 $7,696 2,305 33,360 44,794 1,168 20,925 1,587 5,007 851 508 68,406 $186,607 $7,543 250 15,629 55,000 2,000 23,209 2,500 7,800 68,406 $182,337 $6,572 $ 5,000 624 70,000 1,000 17,924 2,500 1,445 80,671 $185,736 $ 6,572 $ 5,000 2,052 70,000 1,000 17,924 2,500 1,445 79,243 185,736 $ 971 (5,000) 250 13,577 (15,000) 1,000 5,285 6,355 (10,837) (3,399) Subtotal 5,000 $5,000 2,498 $2,498 5,000 $5,000 $0 $ - $ 5,000 5,000 100% 100% Total Expenditures $475,788 $456,323 $475,788 $501,900 $ 501,900 $ (26,112) -5% Operating Balance (Rev. - Exp.) $240,720 $236,302 $240,720 ($0) $ (185,708) $ Ending Fund Balance (Resources - Exp.) $0 $96,251 $0 $186,234 $ (89,458) $ REVENUE 650 MISCELLANEOUS REVENUE 680 TRANSFERS IN EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES SUPPLIES & SERVICES 801 GENERAL SUPPLIES 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES 855 INTEREST EXPENSE 880 TRANSFERS OUT CAPITAL OUTLAY 920 CAPITAL EQUIPMENT - 724 - FY 00-01 Projected 96,250 -10% 13% 100% 87% -27% 50% 23% 0% 81% -16% -2% (426,428) -177% (89,458) MARICOPA COUNTY FY 2001-02 FINAL BUDGET DEPARTMENTAL BUDGET SCHEDULES RISK MANAGEMENT County Administrative Officer Chief Financial Officer, Tom Manos Risk Management (Vacant) Administration Safety & Loss Control Claims Administration Environmental Compliance Budget & Finance MISSION The mission of the Risk Management Department is to provide loss prevention and control, and insurance and claims management services for Maricopa County Government, so they can reduce or eliminate their losses. VISION The Risk Management Department will be recognized as a leader and relied upon for a countywide risk management philosophy and culture. GOALS Departmental decisions involving risk to County assets will be made consistent with established risk management protocols. Departments will be able to identify and manage areas of risk and reduce losses as a result of timely and relevant information and assistance provided by risk management. County losses will be reduced by a measurable amount over each of the next five years. Risk Management will sustain appropriate level of expertise by maintaining a personnel attrition rate of less than 10% over each of the next five years. ISSUES The County’s inability to recognize the value of the Risk Management discipline and the impact it has on the protection of the County's assets, creates a lack of accountability and a failure to protect all the assets, and therefore, damages the credibility of County government. The County's emphasis on managing for results presents us an opportunity, a challenge, and a forum to showcase our results for the County. With an increasing population and workforce, the need for Risk Management services will become more integral in forecasting of future County financial liability. As the number and costs of claims continue to increase and departments become more sophisticated and aware of their claim losses, demand for Risk Management services will increase and become more consultative in nature. As the County's workforce and the regulatory environment continues to evolve, customers will demand more involvement from us to meet their needs for claims, environmental and safety services. Lack of consolidated workspace for all Risk Management functions results in fragmentation of department, - 725 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET lack of team environment and an impediment to communication. Greater competition in the Risk Management field for qualified professionals presents a future risk for turnover and potential failure to achieve results. As County management stresses the need for a comprehensive county-wide loss prevention program, demand for our services will increase. PERFORMANCE MEASURES 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 99 FY 00 FY 01 FY 02 Actual Actual Actual Projected 926 1470 853 854 286 255 328 369 428 279 226 408 84 77 69 91 56 53 34 72 20 46 20 48 N/A 878:1035 675:852 1:1 N/A 5% 10% 9% $836,068 $923,689 $883,726 $884,610 $903 $1,257 $1,036 $1,036 $86,237 $75,617 $51,569 $58,015 $302 $297 $157 $157 $372,835 $266,694 $315,820 $568,476 $871 $956 $1,397 $1,393 $80,397 $76,229 $72,374 $95,534 $957 $990 $1,049 $1,050 $36,267 $65,220 $21,697 $45,781 $648 $1,231 $638 $636 $3,627 $7,858 $9,479 $22,750 $181 $171 $474 $474 N/A 33% 44% 55% $16,889,361 $16,776,871 $18,742,589 $19,051,517 N/A $481,955 $344,145 $378,560 POSITION DISTRIBUTION POSITION DISTRIBUTION 75 RISK MANAGEMENT WORKING TITLE ADMINISTRATIVE COORDINATOR ASSISTANT RISK MANGER BUDGET AND FINANCE ASST BUDGET AND FINANCE MNGR CLAIMS ADJUSTER CLAIMS COORDINATOR CLAIMS MANAGER ENVRNMNTL COMPLIANCE ANL FLEET SAFETY CONSULTANT HAZARDOUS MATERIAL CONSULTANT HEAVY EQUIPMENT CONSULTANT LOSS CONTROL CONSULTANT RISK MANAGER SAFETY CONSULTANT SAFETY MANAGER TOTAL - 726 - FTE 2.0 1.0 1.0 1.0 3.0 1.0 1.0 2.0 1.0 1.0 1.0 1.0 1.0 2.0 1.0 20.0 MARICOPA COUNTY FY 2001-02 FINAL BUDGET Total Department Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget Internal Service $ 14,587,310 $ 14,465,456 $ 16,889,361 $ 16,766,871 $ 19,480,225 $ 19,051,517 Total $ 14,587,310 $ 14,465,456 $ 16,889,361 $ 16,766,871 $ 19,480,225 $ 19,051,517 Total Non-Mandated Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget Internal Service $ 14,587,310 $ 14,465,456 $ 16,889,361 $ 16,766,871 $ 19,480,225 $ 19,051,517 Total $ 14,587,310 $ 14,465,456 $ 16,889,361 $ 16,766,871 $ 19,480,225 $ 19,051,517 DEPARTMENTAL BUDGET SCHEDULES MANDATE CONSOLIDATED FINANCIAL DATA NOTE: Mandate financials do not include appropriated beginning fund balance, debt service, or eliminations. - 727 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED RISK MANAGEMENT Department 75 FUND TYPE INTERNAL SERVICE SUB-TOTAL TOTAL FUNDS Personal Services 1,161,320 $ 1,161,320 $ 1,161,320 Supplies & Services 17,853,197 $ 17,853,197 $ 17,853,197 Capital Outlay 37,000 $ 37,000 $ 37,000 Total Expenses 19,051,517 $ 19,051,517 $ 19,051,517 Total Revenue 20,033,616 $ 20,033,616 $ 20,033,616 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT RISK MANAGEMENT Department 75 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance $ REVENUE 636 INTERNAL SERVICE CHARGES 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE FY 00-01 Projected - $ FY 01-02 Requested Sub Total $ Total Resources $ 19,834,640 $ 19,834,640 $ Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 830 INTERGOVERNMENTAL PAYMENTS 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES 880 TRANSFERS OUT $ $ Subtotal $ CAPITAL OUTLAY 920 CAPITAL EQUIPMENT 930 VEHICLES & CONSTRUCTION EQUIP. 860,374 $ 15,401 151,134 1,026,909 $ Subtotal $ Total Expenditures $ Operating Balance (Rev. - Exp.) $ 147,276 $ Ending Fund Balance (Resources. - Exp.) $ - $ 19,687,364 $ 19,687,364 147,276 % 19,119,496 914,120 20,033,616 $ (108,234) 307,210 198,976 -1% 51% $ (5,520,895) $ (5,520,895) $ (25,355,535) -128% 890,361 $ 13,160 2,004 153,669 1,059,194 $ 960,794 $ 15,000 5,675 182,020 1,163,488 $ 958,825 $ 15,000 5,675 181,820 1,161,320 $ (12,192) (15,000) (5,675) (17,643) (50,510) -11% -5% $ 77,945 $ 2,900 50,000 2,233,964 13,587,113 100,300 3,700 190,000 1,647,552 49,800 3,300 25,000 84,002 18,055,576 $ 77,945 $ 2,900 30,000 2,233,964 13,587,113 18,600 3,700 190,000 1,546,873 49,800 3,300 25,000 84,002 17,853,197 $ (13,555) (700) (14,689) (202,511) 190,606 20,461 (1,000) (62,000) 696,637 (4,825) (1,400) 75,333 682,357 -21% -32% -96% -10% 1% 52% -37% -48% 31% -11% -74% 0% 47% 4% 20,000 21,000 41,000 $ 37,000 37,000 $ 37,000 37,000 $ (17,000) 21,000 4,000 -85% 100% 10% $ 19,480,225 $ 19,256,064 $ 19,051,517 $ 635,847 3% $ $ 777,552 $ 982,099 $ 834,823 567% $ 20,123,652 946,633 $ 164,177 1,110,810 $ 20,000 21,000 41,000 Variance 19,119,496 914,120 20,033,616 $ 64,390 $ 64,390 $ 45,685 2,200 2,200 2,079 15,311 15,311 7,649 2,031,453 2,031,453 2,642,282 13,861,620 13,777,719 13,059,692 39,061 39,061 40,181 2,700 2,700 1,542 128,000 128,000 154,146 2,243,510 2,243,510 2,206,251 44,975 44,975 34,855 1,900 1,900 1,334 25,000 25,000 25,000 159,335 159,335 159,335 18,619,455 $ 18,535,554 $ 18,380,031 20,000 21,000 41,000 $ FY 01-02 Adopted - $ (25,554,511) $ (25,554,511) $ (25,554,511) 19,227,730 19,227,730 19,227,726 606,910 606,910 894,549 1,377 19,834,640 $ 19,834,640 $ 20,123,652 $ EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS - 728 - - $ FY 00-01 Revised $ - $ 643,427 $ - $ (24,776,959) $ (24,572,412) $ (24,572,412) 1% -1% MARICOPA COUNTY FY 2001-02 FINAL BUDGET RISK MANAGEMENT Agency 750 Org Supplies & Services Personal Services Title 7510 OPERATIONS 7520 INSURANCE AND CLAIMS 7525 PROPERTY INSURANCE $ 1,161,320 Totals: $ 1,161,320 $ 211,260 14,970,206 1,881,731 $ 17,063,197 Total Capital Outlay Expenditures $ 7,000 20,000 27,000 $ $ 1,379,580 14,990,206 1,881,731 $ 18,251,517 Revenue $ 19,954,545 $ 19,954,545 EXPENDITURES AND REVENUES BY AGENCY/OBJECT RISK MANAGEMENT Agency 750 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % $0 $0 $0 ($25,554,511) $ (25,554,511) $ (25,554,511) Sub Total 19,227,730 554,410 $19,782,140 19,227,726 817,171 1,377 $20,046,274 19,227,730 554,410 $19,782,140 19,119,496 835,049 $19,954,545 $ 19,119,496 835,049 19,954,545 $ (108,234) 280,639 172,405 Total Resources $19,782,140 $20,046,274 $19,782,140 ($5,599,966) $ (5,599,966) $ Subtotal $860,374 15,401 151,134 $1,026,909 $890,361 13,160 2,004 153,669 $1,059,194 $946,633 164,177 $1,110,810 $960,794 $ 15,000 5,675 182,020 $1,163,488 $ 958,825 $ 15,000 5,675 181,820 1,161,320 $ (12,192) (15,000) (5,675) (17,643) (50,510) -11% -5% Subtotal $64,390 2,200 15,311 1,881,453 13,140,620 39,061 2,700 128,000 2,243,510 40,975 1,900 159,335 $17,719,455 $45,685 2,079 7,649 2,542,282 12,361,690 40,181 1,542 154,146 2,206,251 32,857 1,334 159,335 $17,555,031 $64,390 2,200 15,311 1,881,453 13,056,719 39,061 2,700 128,000 2,243,510 40,975 1,900 159,335 $17,635,554 $77,945 $ 2,900 50,000 2,183,964 12,876,113 100,300 3,700 190,000 1,647,552 45,800 3,300 84,002 $17,265,576 $ 77,945 $ 2,900 30,000 2,183,964 12,876,113 18,600 3,700 190,000 1,546,873 45,800 3,300 84,002 17,063,197 $ (13,555) (700) (14,689) (302,511) 180,606 20,461 (1,000) (62,000) 696,637 (4,825) (1,400) 75,333 572,357 -21% -32% -96% -16% 1% 52% -37% -48% 31% -12% -74% 47% 3% Subtotal 20,000 21,000 $41,000 20,000 21,000 $41,000 20,000 21,000 $41,000 27,000 $27,000 $ 27,000 27,000 $ (7,000) 21,000 14,000 -35% 100% 34% Total Expenditures $18,787,364 $18,655,225 $18,787,364 $18,456,064 $ 18,251,517 $ 535,847 3% Operating Balance (Rev. - Exp.) $994,776 $1,391,049 $994,776 $1,498,481 $ 1,703,028 $ 708,252 71% Ending Fund Balance (Resources - Exp.) $0 $0 $0 ($24,056,030) $ (23,851,483) $ (23,851,483) REVENUE 636 INTERNAL SERVICE CHARGES 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS SUPPLIES & SERVICES 801 GENERAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 830 INTERGOVERNMENTAL PAYMENTS 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 880 TRANSFERS OUT CAPITAL OUTLAY 920 CAPITAL EQUIPMENT 930 VEHICLES & CONSTRUCTION EQUIP. DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 -1% 51% 1% (25,382,106) -128% -1% - 729 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET TOTAL BUDGET BY PROGRAM FY 2001-02 RISK MANAGEMENT ENVIRONMENTAL CLEANUP Agency 752 Org Supplies & Services Personal Services Title 7533 ENVIRONMENTAL CLEANUP $ Totals: $ - $ $ 790,000 790,000 Total Capital Outlay Expenditures $ $ 10,000 10,000 $ $ 800,000 800,000 Revenue $ $ 79,071 79,071 EXPENDITURES AND REVENUES BY AGENCY/OBJECT RISK MANAGEMENT ENVIRONMENTAL CLEANUP Agency 752 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 645 INTEREST EARNINGS Sub Total 52,500 $52,500 77,378 $77,378 52,500 $52,500 79,071 $79,071 $ 79,071 79,071 $ 26,571 51% 26,571 51% Total Resources $52,500 $77,378 $52,500 $79,071 $ 79,071 $ 26,571 51% Subtotal 150,000 721,000 4,000 25,000 $900,000 100,000 698,002 1,998 25,000 $825,000 150,000 721,000 4,000 25,000 $900,000 50,000 711,000 4,000 25,000 $790,000 $ 50,000 711,000 4,000 25,000 790,000 $ 100,000 67% 10,000 1% - 0% - 0% 110,000 12% Subtotal $0 $0 $0 10,000 $10,000 $ 10,000 10,000 $ Total Expenditures $900,000 $825,000 $900,000 $800,000 $ 800,000 $ 100,000 11% Operating Balance (Rev. - Exp.) ($847,500) ($747,622) ($847,500) ($720,929) $ (720,929) $ 126,571 15% EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES 810 LEGAL SERVICES 812 OTHER SERVICES 842 TRAVEL & EDUCATION 850 UTILITIES CAPITAL OUTLAY 920 CAPITAL EQUIPMENT - 730 - (10,000) (10,000) MARICOPA COUNTY FY 2001-02 FINAL BUDGET DEPARTMENTAL BUDGET SCHEDULES SOLID WASTE County Administrative Officer Chief Public Works Officer Solid Waste Ash Madhok, Director Administration Landfill Closure & Post- Closure, Transfer Stations Operation Tire Recycling Program Environmental Monitoring & Operations MISSION The mission of the Solid Waste Management Department is to provide collection sites and tire recycling programs for residents and businesses so they may dispose of waste and tires conveniently in a safe manner that preserves and protects the environment and public health. VISION Provide solid waste transfer, disposal and recycling services for our County residents with emphasis on ever expanding role. GOALS By 2005, identify appropriate sites and open two new landfills. By 2003, develop and implement an Illegal dumping clean-up program. By 2003, develop and implement a Household Hazardous Waste Program to protect the environment from contamination. ISSUES An increase in the illegal dumping of household hazardous wastes into landfills is resulting in greater public health risks and potential environmental pollution. The absence of County landfills, coupled with the high cost of disposal fees by private landfill operators and population growth are contributing to the increase in illegal dumping. The lack of an illegal dumping cleanup program is contributing to the increase in illegal dumping. POSITION DISTRIBUTION POSITION DISTRIBUTION 67 SOLID WASTE WORKING TITLE ADMINISTRATIVE ASSTNT III CASHIER DIRECTOR EQUIPMENT OPERATOR LANDFILL OPERATNS SPEC II PUBLIC WORKS LEAD SERVICE WORKER TOTAL FTE 2.0 5.0 1.0 2.0 2.0 1.0 0.0 13.0 - 731 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET MANDATE CONSOLIDATED FINANCIAL DATA Total Department Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget Special Revenue $$$$ 2,727,649 $ 3,418,936 $ 3,850,296 Total Mandated Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget Special Enterprise Revenue Funds Total $$$$ - $ 1,552,037 $ 1,552,037 $ - $ 2,778,000 $ 2,778,000 $ 2,727,649 $ - $ 2,727,649 $ 3,418,936 $ - $ 3,418,936 $ 3,850,296 $ - $ 3,850,296 Total Non-Mandated Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget Special Revenue $$$$$$- Enterprise Funds $ 9,497,072 $ 5,581,021 $ 3,577,890 $ 1,236,444 $ 817,084 $ 857,520 Total $ 9,497,072 $ 5,581,021 $ 3,577,890 $ 3,964,093 $ 4,236,020 $ 4,707,816 Enterprise Funds Total $ 9,497,072 $ 9,497,072 $ 4,028,984 $ 4,028,984 $ 799,890 $ 799,890 $ 1,236,444 $ 1,236,444 $ 817,084 $ 817,084 $ 857,520 $ 857,520 NOTE: Mandate financials do not include appropriated beginning fund balance, debt service, or eliminations. - 732 - MARICOPA COUNTY FY 2001-02 FINAL BUDGET FACILITY PLAN APPROVAL AND POST CLOSURE MONITORING A.R.S. § 49-762 Solid Waste Facility Plan AUTHORITY HISTORY/ BACKGROUND MANDATE DESCRIPTION Approval; 49-764. Orders; monitoring; pollution control devices. In reaction to growing environmental concern surrounding solid waste facilities and the Federal government's action in 1993 with respect to solid waste facilities, the State of Arizona recognized the need to regulate solid waste facilities in order to prevent facilities from causing a threat to public health and the environment. The Environmental Protection Department (EPA) placed the responsibility for solid waste citing, monitoring and operations with the Arizona Department of Environmental Quality (ADEQ). The County must prepare facility plans and submit them to ADEQ for each landfill it operates. In addition, any substantial change to the facility, after plan approval, will necessitate the submittal of a facility plan amendment. A. Except as otherwise provided in section 49-422 and chapter 3, article 3 of this title, the director may require by order the installation of necessary monitoring and pollution control devices at a solid waste facility if the requirements of subsection B of this section have been met. B. Before issuing an order pursuant to subsection A of this section, the director shall determine in writing that all of the following conditions are met: 1. The solid waste facility may adversely affect public health or the environment. 2. A monitoring, sampling or quantification method or a pollution control device is technically feasible for the subject contaminant and the solid waste disposal facility. 3. An adequate scientific basis for the monitoring, sampling or quantification method or the pollution control device exists. 4. The monitoring, sampling or quantification method is reasonably accurate or the pollution control device is reasonably effective. DEPARTMENTAL BUDGET SCHEDULES MANDATE INFORMATION - 733 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET WASTE TIRE FUND AND PROGRAM A.R.S. § 44-1305. C. AUTHORITY 1. Each county shall establish a waste tire program and shall submit by September 1 HISTORY/ of each year a waste tire management plan to the department of environmental BACKGROUND quality for review and approval. A waste tire program may include contracts with MANDATE DESCRIPTION private enterprise to do any of the following, either individually or collectively: 2. Develop an accounting system for the waste tires managed with monies from the waste tire fund. 3. The department of revenue shall provide an annual report to the legislature and to the department of environmental quality on the collection and distribution of monies in the waste tire fund. 1. Develop a plan to manage waste tires in the county. 2. Construct, operate, or contract for the construction or operation of a waste tire processing facility and purchase equipment for that facility. 3. Contract for a waste tire processing facility service. 4. Remove or contract for the removal of waste tires from the county or other region. 5. Establish waste tire collection centers at solid waste disposal facilities or waste tire processing facilities. Waste Tire Fund FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget Special Enterprise Total Revenue Funds $$$$$$$$$$ 2,727,649 $ - $ 2,727,649 $ 3,418,936 $ - $ 3,418,936 $ 3,850,296 $ - $ 3,850,296 TRANSFER STATION OPERATION A.R.S. § 49-762.02. Facilities subject to best management practices; AUTHORITY HISTORY/ BACKGROUND MANDATE DESCRIPTION - 734 - A.R.S § 49-741 Local public facilities for solid waste management Each county, city or town shall: 1. Provide or otherwise ensure proper arrangements are made for public facilities at such intervals and as conveniently as the governing body deems necessary for the safe and sanitary disposal of solid waste generated within its jurisdiction but need not duplicate a service provided by a private enterprise or another political subdivision. 2. Comply with regulations adopted by the director in the administration of solid waste management programs. 1. Transfer facilities that have a daily solid waste throughput of one hundred eighty cubic yards or less. 2 For solid waste land disposal facilities, financial assurance pursuant to the requirements and time frames of section 49-770. 3 Solid waste facility notification pursuant to section 49-762.05, subsection B, paragraph 5. 4 Compliance with local zoning laws or section 49-767, if applicable. MARICOPA COUNTY FY 2001-02 FINAL BUDGET SOLID WASTE Department 67 FUND TYPE SPECIAL REVENUE ENTERPRISE SUB-TOTAL TOTAL FUNDS Personal Services 328,309 274,157 $ 602,465 $ 602,465 Supplies & Services 3,521,987 583,363 $ 4,105,350 $ 4,105,350 Capital Outlay $ $ - Total Expenses 3,850,296 857,520 $ 4,707,815 $ 4,707,815 Total Revenue 2,916,000 1,270,500 $ 4,186,500 $ 4,186,500 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT SOLID WASTE Department 67 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Revised FY 00-01 Projected FY 01-02 Requested FY 01-02 Adopted Variance $ 6,917,544 $ 6,917,544 $ 6,917,544 $ 1,859,556 $ 6,656,275 $ (261,269) Sub Total $ 2,900,000 40,000 1,225,920 4,165,920 $ 2,900,000 40,000 1,225,920 4,165,920 $ 3,052,211 2,896,000 39,226 20,000 199,201 684,112 1,270,500 3,974,750 $ 4,186,500 $ 2,896,000 20,000 1,270,500 4,186,500 $ REVENUE 620 OTHER INTERGOVERNMENTAL 635 OTHER CHARGES FOR SERVICES 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE Total Resources EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 795 PERSONAL SERVICES ALLOC.-OUT $ $ 0% -50% 11,083,464 $ 11,083,464 $ 10,892,294 $ 6,046,056 $ 10,842,775 $ (240,689) -2% 533,387 $ 248,105 170,283 29,300 981,075 $ Subtotal $ 75,187 $ 155,000 50,000 2,293,369 237,000 66,313 325,939 3,000 9,600 405,497 3,620,905 $ 75,187 $ 155,000 50,000 2,313,369 103,000 66,313 325,939 3,000 9,600 405,497 3,506,905 $ Subtotal $ 195,000 195,000 $ 309,000 309,000 $ Total Expenditures $ 4,796,980 $ 4,796,980 $ Operating Balance (Rev. - Exp.) $ (631,060) $ (631,060) $ Ending Fund Balance (Resources. - Exp.) $ 6,286,484 $ 6,286,484 $ SUPPLIES & SERVICES 801 GENERAL SUPPLIES 803 FUEL 810 LEGAL SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 830 INTERGOVERNMENTAL PAYMENTS 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES 880 TRANSFERS OUT $ CAPITAL OUTLAY 920 CAPITAL EQUIPMENT 950 DEBT SERVICE -4% (4,000) (20,000) 44,580 20,580 520,087 $ 248,105 183,583 29,300 981,075 $ Subtotal $ % 387,829 $ 126,700 11,905 131,021 15,374 672,829 $ 531,832 $ 166,843 148,663 5,000 852,338 $ 41,569 $ 57,716 $ 92,955 70,000 9,000 30,000 2,435,883 5,548,768 76,109 160,500 38,178 15,092 777 259,314 598,323 1,579 4,000 121 8,500 7,475 8,500 405,497 (2,349,385) 3,368,457 $ 4,152,014 $ 106,941 87,793 194,734 $ 349,801 $ 166,843 113,956 5,000 (33,135) 602,465 $ 183,586 81,262 56,326 24,300 33,135 378,610 45,680 $ 29,507 35,000 120,000 30,000 20,000 3,048,841 (735,472) 60,500 42,500 15,092 51,221 514,721 (188,782) 4,000 (1,000) 8,500 (8,500) 8,500 1,100 334,516 70,981 4,105,350 $ (598,445) 4% 0% 34% 33% 33% 83% 39% 39% 77% 40% -32% 41% 77% -58% -33% 11% 18% -17% - $ - $ 309,000 309,000 100% 4,236,020 $ 5,004,352 $ 4,707,815 $ 89,165 2% (521,315) $ 109,745 17% (261,269) $ (817,852) $ 6,656,275 $ 1,041,704 $ 6,134,960 $ (151,524) DEPARTMENTAL BUDGET SCHEDULES DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED 100% -2% - 735 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET TOTAL BUDGET BY PROGRAM FY 2001-02 SOLID WASTE GENERAL Agency 670 Supplies & Services Personal Services Org Title 6710 6720 6731 6734 6740 6745 6755 6790 ADMINISTRATION TECHNICAL SERVICES CAVE CREEK HASSAYAMPA GILA BEND TRANSFER STATIONS NEW RIVER LANDFILL CLOSURES $ Totals: $ 56,891 $ (1,272) (1,273) (1,284) (1,284) 223,662 (1,284) (0) 274,157 $ 407,851 9,732 9,732 9,732 9,732 117,108 9,732 9,744 583,363 Total Capital Outlay Expenditures $ - $ $ $ 464,742 8,460 8,459 8,448 8,448 340,770 8,448 9,744 857,520 Revenue $ 802,500 468,000 $ 1,270,500 EXPENDITURES AND REVENUES BY AGENCY/OBJECT SOLID WASTE GENERAL Agency 670 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % $5,981,442 $5,981,442 $5,981,442 $0 $ 5,981,443 $ 1 0% Sub Total 1,225,920 $1,225,920 19,228 180,180 617,677 $817,085 1,225,920 $1,225,920 1,270,500 $1,270,500 $ 1,270,500 1,270,500 $ 44,580 44,580 4% 4% Total Resources $7,207,362 $6,798,527 $7,207,362 $1,270,500 $ 7,251,943 $ 44,581 1% $175,911 88,733 1,328 68,891 14,829 $349,692 $220,170 158,262 84,529 29,300 $492,261 $193,000 $ 77,000 64,782 5,000 $339,782 $ 163,502 $ 77,000 61,790 5,000 (33,135) 274,157 $ 56,668 81,262 22,739 24,300 33,135 218,105 26% 51% Subtotal $211,039 158,262 93,660 29,300 $492,261 Subtotal $55,187 125,000 (542,631) 187,000 66,313 175,543 3,000 9,600 376,079 $455,091 $31,409 73,723 (291,070) 50,109 38,178 777 136,879 1,579 121 7,475 376,079 $425,259 $55,187 125,000 (542,631) 73,000 66,313 175,543 3,000 9,600 376,079 $341,091 $35,400 $ 55,000 2,603,629 118,000 8,152 67,629 1,000 3,500 3,500 (2,349,385) $546,425 $ 23,364 $ 20,000 103,702 18,000 8,152 67,629 1,000 3,500 3,500 334,516 583,363 $ Subtotal 50,000 $50,000 42,133 $42,133 164,000 $164,000 $0 $ - $ 164,000 164,000 100% 100% Total Expenditures $997,352 $817,084 $997,352 $886,207 $ 857,520 $ 139,833 14% Operating Balance (Rev. - Exp.) $228,568 $1 $228,568 $384,293 $ 412,980 $ 184,413 81% Ending Fund Balance (Resources - Exp.) $6,210,010 $5,981,443 $6,210,010 $0 $ 6,394,423 $ 184,414 3% REVENUE 635 OTHER CHARGES FOR SERVICES 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 795 PERSONAL SERVICES ALLOC.-OUT SUPPLIES & SERVICES 801 GENERAL SUPPLIES 803 FUEL 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 830 INTERGOVERNMENTAL PAYMENTS 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES 880 TRANSFERS OUT CAPITAL OUTLAY 920 CAPITAL EQUIPMENT - 736 - FY 00-01 Projected 27% 83% 44% 31,823 58% 105,000 84% (646,333) -119% 55,000 75% 58,161 88% 107,914 61% 2,000 67% (3,500) 6,100 64% 41,563 11% (242,272) -71% MARICOPA COUNTY FY 2001-02 FINAL BUDGET SOLID WASTE TIRE PROGRAM Agency 674 Org Personal Services Title 6780 WASTE TIRE RECYCLING $ Totals: $ 328,309 328,309 Supplies & Services $ $ 3,521,987 3,521,987 Total Capital Outlay Expenditures $ $ - $ 3,850,296 $ 3,850,296 Revenue $ $ 2,916,000 2,916,000 EXPENDITURES AND REVENUES BY AGENCY/OBJECT SOLID WASTE TIRE PROGRAM Agency 674 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % $936,102 $936,102 $936,102 $1,859,556 $ 674,832 $ (261,270) -28% 3,052,211 19,998 19,021 66,435 $3,157,665 2,900,000 40,000 $2,940,000 2,896,000 20,000 $2,916,000 $ 2,896,000 20,000 2,916,000 $ (4,000) (20,000) (24,000) 0% -50% Sub Total 2,900,000 40,000 $2,940,000 Total Resources $3,876,102 $4,093,767 $3,876,102 $4,775,556 $ 3,590,832 $ (285,270) -7% $211,918 37,967 10,577 62,131 545 $323,138 $313,217 89,843 85,754 $488,814 $338,832 $ 89,843 83,882 $512,557 $ 186,299 $ 89,843 52,167 328,309 $ 126,918 33,587 160,505 41% 0% Subtotal $309,048 89,843 89,923 $488,814 Subtotal $20,000 30,000 50,000 2,836,000 50,000 150,396 29,418 $3,165,814 $10,160 19,232 9,000 2,726,953 26,000 122,435 29,418 $2,943,198 $20,000 30,000 50,000 2,856,000 30,000 150,396 29,418 $3,165,814 $22,316 $ 15,000 30,000 2,945,139 42,500 6,940 530,694 3,000 5,000 5,000 $3,605,589 $ 22,316 $ 15,000 30,000 2,945,139 42,500 6,940 447,092 3,000 5,000 5,000 3,521,987 $ Subtotal 145,000 $145,000 64,807 87,793 $152,600 145,000 $145,000 $0 $ - $ 145,000 145,000 100% Total Expenditures $3,799,628 $3,418,936 $3,799,628 $4,118,146 $ 3,850,296 $ (50,668) -1% Operating Balance (Rev. - Exp.) ($859,628) ($261,270) ($859,628) ($1,202,146) $ (934,296) $ (74,668) -9% Ending Fund Balance (Resources - Exp.) $76,474 $674,832 $76,474 $657,410 $ (259,464) $ REVENUE 620 OTHER INTERGOVERNMENTAL 635 OTHER CHARGES FOR SERVICES 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES SUPPLIES & SERVICES 801 GENERAL SUPPLIES 803 FUEL 810 LEGAL SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES 880 TRANSFERS OUT CAPITAL OUTLAY 920 CAPITAL EQUIPMENT 950 DEBT SERVICE DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 -1% 39% 33% (2,316) -12% 15,000 50% 20,000 40% (89,139) -3% (12,500) -42% (6,940) (296,696) -197% (3,000) (5,000) (5,000) 29,418 100% (356,173) -11% 100% (335,938) -439% - 737 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET TELECOMMUNICATIONS County Administrative Officer Chief Information Officer Telecommunications Nancy Bozich, Director Wireless Systems Voice Communications Administration Data Communications MISSION The Mission of the Information Technology Department is to provide strategic vision, leadership, and enterprise solutions to County leaders and staff so they can meet their goals and deliver results to the Public. VISION Information Technology will champion Maricopa County into Information-Age Government GOALS County employees will have the flexibility to do their jobs from anywhere in the County at any time by July, 2003. Operational and strategic decision-makers will be able to readily and easily access information they need to make informed decisions by July 2005. The cost and time to deliver services will be reduced by streamlining business operations through the use of technology by July, 2006. Through county-wide technology standardization, we will optimize the use of resources so that the information technology department strategic goals will be achieved by July, 2003. The Public and outside organizations will be able to obtain services and transact business electronically from any location at any time by July, 2006. ISSUES As the County increasingly depends upon collaboration in the workplace, supporting the process will be impossible if the technology infrastructure is inadequately funded and allowed to stagnate. The lack of robust tools to manage, organize, maintain and catalog data will negate the usefulness of the constantly increasing supply of and demand for web-based information. Increased demand for video, imaging, and other high bandwidth applications to support business processes are greater than what current network capacity and flexibility can provide. The lack of competitive compensation, education, and career development opportunities for IT staff will make it difficult to attract and retain skilled employees. If IT doesn’t pursue alternative service delivery models, the shortage of IT talent may result in the inability to meet our customers’ demands for services. Current development methodologies, tools, infrastructure, and organizational models won’t be able to support the Public’s demand for easy, online, 7X24 access to all government services from any location. Existing systems are being challenged to present decision-making information to county staff, management, and citizenry to meet current and anticipated increase in demand. The changing work environment and growth in population require county employees to perform their jobs - 738 - MARICOPA COUNTY FY 2001-02 FINAL BUDGET POSITION DISTRIBUTION POSITION DISTRIBUTION 76 TELECOMMUNICATIONS WORKING TITLE ADMINISTRATIVE ADMINISTRATIVE ASSTNT I ADMINISTRATIVE COORD II ADMINISTRATIVE COORD III ADMINISTRATIVE COORD IV ADMINISTRATOR I IT PROFESSIONAL-SENIOR-CP MANAGERIAL PROFESSIONAL TOTAL FTE 0.0 2.0 2.0 2.0 1.0 1.0 1.0 4.0 27.0 40.0 DEPARTMENTAL BUDGET SCHEDULES from remote locations, seriously challenging the County telecommunications system, which was designed primarily to serve centralized locations. MANDATE CONSOLIDATED FINANCIAL DATA Total Department Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget Internal Service $ 9,248,854 $ 9,833,862 $ 11,596,880 $ 13,162,553 $ 11,471,479 $ 11,930,097 Total $ 9,248,854 $ 9,833,862 $ 11,596,880 $ 13,162,553 $ 11,471,479 $ 11,930,097 Total Administrative Mandates FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget Internal Service $ 9,248,854 $ 9,833,862 $ 11,596,880 $ 13,162,553 $ 11,471,479 $ 11,930,097 Total $ 9,248,854 $ 9,833,862 $ 11,596,880 $ 13,162,553 $ 11,471,479 $ 11,930,097 NOTE: Mandate financials do not include appropriated beginning fund balance, debt service, or eliminations. - 739 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED TELECOMMUNICATIONS Department 76 FUND TYPE INTERNAL SERVICE SUB-TOTAL TOTAL FUNDS Personal Services 2,312,736 $ 2,312,736 $ 2,312,736 Supplies & Services 9,027,361 $ 9,027,361 $ 9,027,361 Capital Outlay 590,000 $ 590,000 $ 590,000 Total Expenses 11,930,097 $ 11,930,097 $ 11,930,097 Total Revenue 11,219,096 $ 11,219,096 $ 11,219,096 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT TELECOMMUNICATIONS Department 76 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance $ REVENUE 635 OTHER CHARGES FOR SERVICES 636 INTERNAL SERVICE CHARGES 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE $ 370,000 FY 00-01 Projected $ 2,073,603 FY 01-02 Requested $ 2,073,603 FY 01-02 Adopted $ 822,819 Variance $ 452,819 Sub Total $ 482 11,259,690 11,259,690 12,106,272 12,348,365 10,756,396 (503,294) (6,153) 50,000 50,000 84,396 462,700 462,700 412,700 11,309,690 $ 11,309,690 $ 12,184,997 $ 12,811,065 $ 11,219,096 $ (90,594) Total Resources $ 11,679,690 EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 796 PERSONAL SERVICES ALLOC.-IN $ $ 11,679,690 $ 14,258,600 1,849,103 $ 25,000 99,598 346,859 146,294 2,466,854 $ 1,844,876 $ 25,000 99,598 349,808 147,572 2,466,854 $ 1,733,507 23,949 98,780 299,630 37,699 121,788 2,315,353 $ 700,474 $ 10,000 58,500 569,500 1,314,867 1,035,799 89,292 48,000 500 4,184,395 351,781 8,363,108 $ 700,474 $ 10,000 58,500 569,500 1,314,867 1,035,799 89,292 48,000 500 4,184,395 351,781 8,363,108 $ Subtotal $ 390,740 250,777 641,517 $ 390,740 250,777 641,517 $ Total Expenditures $ Operating Balance (Rev. - Exp.) $ Ending Fund Balance (Resources. - Exp.) $ Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 830 INTERGOVERNMENTAL PAYMENTS 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 845 SUPPORT & CARE OF PERSONS 850 UTILITIES 865 DEPRECIATION 880 TRANSFERS OUT $ $ Subtotal CAPITAL OUTLAY 920 CAPITAL EQUIPMENT 930 VEHICLES & CONSTRUCTION EQUIP. 950 DEBT SERVICE - 740 - 370,000 FY 00-01 Revised 11,471,479 $ 11,471,479 (161,789) $ 208,211 $ 208,211 $ $ -4% 825% -1% 362,225 3% 7,414 20,599 (21,467) 147,572 154,118 0% 0% 21% -6% $ 1,837,462 $ 25,000 78,999 371,275 2,312,736 $ 1,134,347 $ 13,114 45,492 103,563 1,051,436 966,732 2,880 89,844 85,310 2,392 4,754,919 351,781 8,601,810 $ 424,103 $ 12,351 17,200 1,155,500 1,068,672 1,437,058 104,476 43,500 4,056,228 258,825 342,061 8,919,974 $ 424,103 $ 276,371 12,351 (2,351) 17,200 41,300 1,155,500 (586,000) 1,068,672 246,195 1,437,058 (401,259) 104,476 (15,184) 43,500 4,500 500 107,387 (107,387) 4,056,228 128,167 258,825 (258,825) 342,061 9,720 9,027,361 $ (664,253) 39% -24% 71% -103% 19% -39% 590,000 590,000 $ 590,000 (199,260) 250,777 590,000 $ 51,517 -51% 358,211 56,868 139,237 554,316 $ $ 12,041,915 122% 2,029,752 $ 25,000 78,999 396,762 2,530,513 $ $ 11,471,479 (161,789) $ $ 14,884,668 % $ $ 12,040,487 $ 11,930,097 713,518 $ 770,578 2,787,121 $ 2,844,181 100% 6% -17% 9% 100% 3% 3% -8% 100% 8% $ (458,618) -4% $ (711,001) $ (549,212) -339% $ 111,818 $ (96,393) -46% MARICOPA COUNTY FY 2001-02 FINAL BUDGET TELECOMMUNICATIONS Agency 760 Org 7610 7620 7630 7640 Personal Services Title ADMINISTRATION WIRELESS SYSTEMS TRANSMISSION SYSTEMS NETWORK OPERATIONS $ Totals: 327,863 864,139 504,974 615,760 2,312,736 Supplies & Services $ 4,544,503 510,558 1,723,831 2,248,469 9,027,361 Total Capital Outlay Expenditures $ 590,000 590,000 $ 4,872,366 1,374,697 2,818,805 2,864,229 11,930,097 Revenue $ 4,962,987 1,742,271 2,285,605 2,228,233 11,219,096 EXPENDITURES AND REVENUES BY AGENCY/OBJECT TELECOMMUNICATIONS Agency 760 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % $370,000 $2,073,603 $370,000 $2,073,603 $ 822,819 $ 452,819 Sub Total 11,259,690 50,000 $11,309,690 482 12,106,272 (6,153) 84,396 $12,184,997 11,259,690 50,000 $11,309,690 12,348,365 462,700 $12,811,065 $ 10,756,396 462,700 11,219,096 $ (503,294) 412,700 (90,594) 825% -1% Total Resources $11,679,690 $14,258,600 $11,679,690 $14,884,668 $ 12,041,915 $ 362,225 3% $1,733,507 23,949 98,780 299,630 37,699 121,788 $2,315,353 $1,844,876 25,000 99,598 349,808 147,572 $2,466,854 $2,029,752 $ 25,000 78,999 396,762 $2,530,513 $ 1,837,462 $ 25,000 78,999 371,275 2,312,736 $ 7,414 20,599 (21,467) 147,572 154,118 0% 0% 21% -6% Subtotal $1,849,103 25,000 99,598 346,859 146,294 $2,466,854 Subtotal $700,474 10,000 569,500 1,314,867 1,035,799 89,292 48,000 500 4,184,395 351,781 $8,304,608 $1,134,347 13,114 14,871 103,563 1,051,436 966,732 2,880 89,844 85,310 2,392 4,754,919 351,781 $8,571,189 $700,474 10,000 569,500 1,314,867 1,035,799 89,292 48,000 500 4,184,395 351,781 $8,304,608 $424,103 $ 12,351 17,200 739,500 1,068,672 1,437,058 104,476 43,500 4,056,228 258,825 342,061 $8,503,974 $ 424,103 $ 12,351 17,200 1,155,500 1,068,672 1,437,058 104,476 43,500 107,387 4,056,228 258,825 342,061 9,027,361 $ 276,371 39% (2,351) -24% (17,200) (586,000) -103% 246,195 19% (401,259) -39% (15,184) -17% 4,500 9% 500 100% (107,387) 128,167 3% (258,825) 9,720 3% (722,753) -9% Subtotal 55,440 250,777 $306,217 27,720 24,180 139,237 $191,137 55,440 250,777 $306,217 $0 $ 590,000 590,000 $ (534,560) -964% 250,777 100% (283,783) -93% Total Expenditures $11,077,679 $11,077,679 $11,077,679 $11,034,487 $ 11,930,097 $ Operating Balance (Rev. - Exp.) $232,011 $1,107,318 $232,011 $1,776,578 $ (711,001) $ (943,012) -406% Ending Fund Balance (Resources - Exp.) $602,011 $3,180,921 $602,011 $3,850,181 $ 111,818 $ (490,193) REVENUE 635 OTHER CHARGES FOR SERVICES 636 INTERNAL SERVICE CHARGES 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 796 PERSONAL SERVICES ALLOC.-IN SUPPLIES & SERVICES 801 GENERAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 830 INTERGOVERNMENTAL PAYMENTS 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 845 SUPPORT & CARE OF PERSONS 850 UTILITIES 865 DEPRECIATION 880 TRANSFERS OUT CAPITAL OUTLAY 920 CAPITAL EQUIPMENT 930 VEHICLES & CONSTRUCTION EQUIP. 950 DEBT SERVICE (852,418) DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 122% -4% 100% 6% -8% -81% - 741 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET TRANSPORTATION County Administrative Officer Chief Public Works Officer Tom Buick Transportation Technology Administration Planning Construction & Operations Engineering Lands/Right of Way Community & Governmental Relations MISSION The mission of the Department of Transportation (MCDOT) is to provide a quality transportation system to the travelers in Maricopa County so they can experience a safe, efficient and cost-effective journey. VISION We set a standard of excellence regionally enabling us to consistently deliver on our commitment to provide the right transportation system for Maricopa County at the right time and the right cost. GOALS By 2003, MCDOT will be the regional transportation authority, responsible and accountable for the development and operation of a regional transportation system, which is integrated with land use and the environment. By 2005, MCDOT will increase the safety and capacity of the existing transportation system while reducing congestion by decreasing the accident rate and increasing the capacity on County maintained roadways by 5%. MCDOT will increase public involvement in decision-making and improve customer satisfaction to achieve a 2% improvement each year for the next five years as measured by the Customer Satisfaction Survey. MCDOT will reduce the FY 2001 documented backlog of transportation projects by 10% every year for the next five years through innovative operational and financial strategies. By 2003, MCDOT will attract and retain qualified, diverse and adequately compensated employees by ensuring the overall Employee Satisfaction Survey score is above 5.6. ISSUES Our existing regional transportation system is fragmented among multiple jurisdictions resulting in discontinuous infrastructure that is not meeting our customers' needs or anticipated state and federal mandates. Inadequate integration of land use planning, environmental issues, and transportation planning will result in MCDOT's inability to deliver the right transportation system at the right time and the right cost. The current economic and social conditions are extremely competitive, which results in difficulty in attracting and retaining a sufficient number of qualified and adequately compensated employees. The demands of regulatory compliance are becoming increasingly stringent and complex, thereby impeding our ability to develop projects in a timely manner, control costs, and deliver services when needed. Failure to keep up with rapid changes in technology will adversely affect all business practices, - 742 - MARICOPA COUNTY FY 2001-02 FINAL BUDGET PERFORMANCE MEASURES Performance Measures Number lane miles maintained Paved Number Centerline 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 (poor <40; fair, 40 - 54; good, 55 - 70; very good, 71 - 84; excellent, 85 - 100) Road Roughness Index (very rough > 220; rough, 200 - 171; average, 170 – 95; smooth, 94 - 60; very smooth, 59 - 0) Bridge Sufficiency Index Number of accidents in unincorporated Maricopa County for every 1 million vehicle miles traveled FY 99 Actual 4368 804 238 81.10% 12 N/A N/A N/A $621,608 97% FY 00 Actual 4354 774 N/A N/A N/A N/A N/A N/A N/A 89% FY 01 Actual 4335 743 223 80.60% 10 12 8 3 $558,950 96% FY 02 Projected 4394 681 223 80% 12 14 0 7 $540,500 94% 86.1 87.2 88.6 N/A 135.81 90.1 133.04 90.47 130.25 90.1 N/A 90 0.43 0.40 0.40 N/A DEPARTMENTAL BUDGET SCHEDULES operations, and personnel. Lack of commitment to increase public outreach and citizen involvement will result in loss of customer support and potential future revenues. The anticipated decrease in Highway User Revenue Funds will challenge the department to be more creative in the development of transportation infrastructure solutions. If higher standards for asset management and accountability are not met, the department could experience repercussions in the form of decreased revenues. POSITION DISTRIBUTION POSITION DISTRIBUTION 64 TRANSPORTATION WORKING TITLE ACCESS PROGRAMMER ACCOUNTANT ACCOUNTANT MANAGER ACCOUNTANT SUPERVISOR ACCOUNTING CLERK ADMINISTRATIVE ASSISTANT ADMINISTRATIVE COORDINATOR ADMINISTRATIVE COORDINATOR IV ADMINISTRATIVE MANAGER ADMINISTRATIVE SPECIALIST ADOPT-A-HIGHWAY COORDINATOR AIR QUALITY ANALYST APPLICATION SOFTWARE ENGINEER ASSISTANT COUNTY ENGINEER OPS ASSOC VISUAL BASIC DEVELOPER/OFFICE ASSTNT ASSOCIATE WEB SOLUTIONS DEVELOPER AUTOMATED TRAFFIC SYS ANALYST BRIDGE ENGINEER BUDGET FINANCIAL ANALYST BUSINESS ANALYST BUSINESS INTERFACE DEVELOPER BUSINESS SERVICE MANAGER BUSINESS SYSTEM FINANCIAL ANALYST BUSINESS SYSTEM PROJECT MANAGER CADD SR SUPPORT ANALYST CADD TECH DESIGN ADMINISTRATOR CHIEF ENGINEERING INSPECTOR FTE 1.0 2.0 1.0 1.0 3.0 15.0 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 1.0 1.0 1.0 1.0 - 743 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET - 744 - WORKING TITLE CHIEF OFFICER'S ADMIN ASST/EXEC SEC CITY LIMITS COORDINATOR CIVIL ENG SENIOR PROJECT MANAGER ENG CIVIL ENGINEER CIVIL ENGINEER SENIOR CIVIL ENGINEER TECHNICIAN SENIOR CIVIL ENGINEERING SPECIALIST CIVIL ENGINEERING TECHNICIAN CIVIL ENGINEERING TECHNICIAN SENIOR COMMUNICATIONS COORDINATOR COMMUNITY & GOV'T RELATION ADM CONSTRUCTION INSPECTOR CONTRACTS SPECIALIST CPWD MCDOT DIR & COUNTY ENG CUSTOMER SERVICE SPECIALIST CUSTOMER SERVICE/FACLTS MANAGER DATA INPUT OPERATOR DATABASE ADMINISTRATOR DATABASE SOFTWARE ENGINEER DEPARTMENT HR MANAGER DESIGN PROJECT MANAGER DEVELOPMENT SERVICES ENGINEER DIRECTOR OF QUALITY & ORG DEV DIRECTOR, INFRASTRUCTURE TECHNOLOGY CENTER DIV ADMIN LEAD COORDINATOR ENGINEER IN TRAINING ENGINEERING DIVISION MANAGER ENGINEERING INSPECTOR ENGINEERING PLANNING MANAGER ENGINEERING PROJECT MANAGER ENGINEERING UTILITY COORD ENGRG SUPPORT BRANCH MGR ENTERPRISE GIS BUSINESS ANALYST ENVIRONMENTAL PLAN BRANCH MAN ENVIRONMENTAL PLANNER ENVIRONMENTAL PROGRAMS MANAGER EQUIP MGMT SPEC EQUIPMENT OPERATOR EQUIPMENT OPERATOR II EQUIPMENT OPERATOR III EQUIPMENT OPERATOR IV EXEC SECRETARY EXECUTIVE MANAGEMENT ANALYST EXECUTIVE SUPPORT SPECIALIST FACILITES COORDINATOR FINANCIAL SERVICES ADMIN GIS CARTOGRAPHIC ANALYST GIS DATABASE ADMINISTRATOR GIS INTERFACE DEVELOPER GIS PROGRAMMER/ANALYST GIS SERVICE MANAGER GIS TECHNICIAN GPS SPECIALIST GRANTS WRITER GRAPHICS COORDINATOR HELP DESK SPECIALIST HIGHWAY OPERATIONS SUPERINTENDENT HIGHWAY OPS ENGINEER/MAINT SUPT HR ADMIN COORDINATOR HR ANALYST HR ANALYST -RECRUITER HR SPECIALIST IMPROVEMENT DIST PROJECT COORDINATOR INTERGOVERNMENTAL LIAISON INTERGOVERNMENTAL POLICY MAN FTE 1.0 1.0 1.0 3.0 8.0 2.0 2.0 16.0 4.0 1.0 1.0 3.0 1.0 1.0 3.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 3.0 1.0 1.0 7.0 2.0 3.0 2.0 1.0 1.0 1.0 1.0 1.0 1.0 2.0 42.0 20.0 41.0 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 1.0 1.0 3.0 1.0 1.0 1.0 2.0 1.0 MARICOPA COUNTY FY 2001-02 FINAL BUDGET FTE 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 3.0 1.0 3.0 1.0 1.0 4.0 1.0 1.0 1.0 1.0 2.0 7.0 1.0 1.0 1.0 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 1.0 1.0 1.0 1.0 1.0 1.0 10.0 33.0 2.0 1.0 9.0 1.0 12.0 8.0 17.0 13.0 3.0 2.0 1.0 1.0 1.0 1.0 2.0 1.0 DEPARTMENTAL BUDGET SCHEDULES WORKING TITLE ITS & AZTECH PROGRAM MANAGER ITS ADMIN COOR ITS CIVIL ENGINEER ITS COORDINATOR ITS INCIDENT MANAGEMENT PROGRAM MANAGER ITS INCIDENT MANAGEMENT TEAM LEADER ITS SYSTEMS COORDINATOR LAN ADMINISTRATOR - SERVERS LAN ADMINISTRATOR APPLICATOR LEGACY DATABASE ADMINISTRATOR LOGISTICS COORDINATOR MAINTENANCE ENGINEER INSPECTOR MAINTENANCE SUPERVISOR MANAGEMENT ANALYST MATERIALS ENGINEER/ENG MANAGER MATERIALS LAB SUPERVISOR MATERIALS TEST/INSPECTOR TECH MULTI-MEDIA ASSISTANT MULTI-MEDIA GRAPHICS ANALYST NETWORK SERVICES MANAGER OUTLOOK EXCHANGE APPLICATIONS DEVELOPER PAYROLL SERVICES COORDINATOR PC NETWORK SUPPORT SPECIALIST PERMIST ADMIN ASSISTANT PERMITS ADMIN SPECIALIST PLAN REVIEWER II PLANNER PLANNING DIVISION MANAGER PROCUREMENT ADMIN ASSISTANT PROCUREMENT MANAGER PROCUREMENT SPECIALIST PROFESSIONAL PLANNER/TRAN MODEL PROFESSIONAL SERVICES DIV ADMIN PROGRAM & SYS ANA BRANCH MAN PROJECT DEVELOPMENT BRANCH MGR PROJECT DEVELOPMENT CE PROJECT ENGINEER/PROJECT DEVELOPMENT PROJECT ENGINEERING ASSISTANT PROJECT MANAGEMENT COORDINATOR PROJECT MANAGEMENT ENGINEER PROJECT MANAGEMENT SPECIALIST PROJECT MANAGER PROJECT MANAGER SPECIAL TRANS PUBLIC INFORMATION OFFICER PUBLIC INVOLVEMENT COORDINATOR PUBLIC WORKS ASSISTANT SUPERVISOR PUBLIC WORKS GENERALIST PUBLIC WORKS HIGHWAY TECHNICIAN PUBLIC WORKS INSPECTOR PUBLIC WORKS LABORER/ASSISTANT PUBLIC WORKS LEAD PUBLIC WORKS PROJECT MANAGER PUBLIC WORKS SIGNING TECHNICIAN PUBLIC WORKS STRIPING TECHNICIAN PUBLIC WORKS SUPERVISOR PUBLIC WORKS TRAFFIC CONTROL TECHNICIAN PURCHASING AGENT RADIO DISPATCHER REAL ESTATE DIVISION MANAGER REAL ESTATE OFFICE SUPPORT REAL PROPERTY CHIEF APPRAISER REAL PROPERTY SUPPORT ANALYST REAL PROPERTY TECHNICIAN REPROGRAPHICS SPECIALIST - 745 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET - 746 - WORKING TITLE RIGHT OF WAY AGENT RIGHT OF WAY INFO/DATA SPECIALIST RIGHT OF WAY INFORMATION SPEC RIGHT OF WAY NEGOTIATOR/COORDINATOR RIGHT OF WAY PERMITS COORDINATOR RIGHT OF WAY PERMITS TECHNICIAN ROAD MAINTENANCE SYSTEM TECHNICIAN ROAD MANAGEMENT TECH SECURITY COORDINATOR SENIOR CONTRACTS SPECIALIST SENIOR DECISION SUPPORT ANALYST SENIOR DEVELOPMENT ENGINEER SENIOR GIS INTERFACE ANALYST SENIOR PLANNER/POLICY ANALYST SENIOR REPORT WRITER SIGN FABRICATION TECHNICIAN SIGN GRAPHICS SPECIALIST SURVEY AIDE SURVEY PARTY CHIEF SURVEY TECHNICIAN SYSTEM PLANNING MANAGER TIP DATABASE SPECIALIST TIP PROGRAM MANAGER TITLES & RIGHT OF WAY MANAGER TRAFFIC COUNTS STUDIES TECH TRAFFIC ENGINEERING BRANCH MAN TRAFFIC OPERATIONS SUPERINTENDENT TRAFFIC SIGNAL DESIGNER/ANALYS TRAFFIC SIGNAL TECHNICIAN TRAFFIC SIGNALS FOREMAN TRAFFIC STUDIES CIVIL ENG TECH TRAFFIC STUDIES TECHNICIAN TRAINING & DEVELOPMENT SPECIALIST TRANSPORTATION PLANNER VISIUAL BASIC APPLICATION DEVELOPER VOICE COMMUNICATION SPECIALIST ENTRY TO SENIOR WAREHOUSE FOREMAN WAREHOUSE SPECIALIST WEB APPLICATIONS DEVELOPER WEB ASSISTANT WEB MASTER WEB SOLUTIONS DEVELOPER TOTAL FTE 2.0 1.0 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 1.0 1.0 5.0 4.0 5.0 1.0 4.0 1.0 1.0 3.0 1.0 1.0 1.0 7.0 1.0 1.0 1.0 1.0 2.0 1.0 1.0 1.0 1.0 2.0 1.0 1.0 1.0 509.0 MARICOPA COUNTY FY 2001-02 FINAL BUDGET Total Department Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget Special Revenue $ 68,147,828 $ 87,575,221 $ 101,728,824 $ 107,010,536 $ 115,775,000 Total $ 68,147,828 $ 87,575,221 $ 101,728,824 $ 107,010,536 $ 115,775,000 $ 106,159,810 Total Mandated Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget Special Revenue $ 67,072,838 $ 84,339,699 $ 98,125,601 $ 106,345,337 $ 114,950,000 Total $ 67,072,838 $ 84,339,699 $ 98,125,601 $ 106,345,337 $ 114,950,000 $ 105,859,810 Total Non-Mandated Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget Special Revenue $ 1,074,990 $ 3,235,522 $ 3,603,223 $ 665,199 $ 825,000 Total $ 1,074,990 $ 3,235,522 $ 3,603,223 $ 665,199 $ 825,000 $ 300,000 DEPARTMENTAL BUDGET SCHEDULES MANDATE CONSOLIDATED FINANCIAL DATA NOTE: Mandate financials do not include appropriated beginning fund balance, debt service, or eliminations. - 747 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET MANDATE INFORMATION TRANSPORTATION SYSTEM OPERATION, MAINTENANCE, IMPROVEMENT, PLANNING AND ENVIRONMENTAL MITIGATION Title 11 Powers and obligations of the county; A.R.S. § 28-18 Distribution of Highway AUTHORITY HISTORY/ BACKGROUND MANDATE DESCRIPTION - 748 - Users Revenue Fund (HURF) funds; A.R.S. § 28-19 County highways; A.R.S. § 41-4 and 41-5 Historic preservation; Title 49 Environment; General Order R-1 of the Corporation Commission; The Transportation Equity Act for the 21st Century (TEA-21); The National Environmental Policy Act; The Clean Water Act; The Americans with Disabilities Act; Occupational Safety and Health Act (OSHA). The State of Arizona adopted statutes defining powers and duties of various levels of government in operating and maintaining the public transportation system. It also defined a funding mechanism and allocation formula for HURF revenue collected by the State. The Constitution and state statutes restrict how the funds can be spent. The specifics of HURF, its distribution, and the powers and duties of the levels of government have been amended numerous times. The Constitution and state statues authorize the County to operate a transportation system. They further provide a dedicated and restricted source of funding, HURF. Historically, the County has interpreted state law as a mandate 1) to provide safe, effective, and high quality public roadways and 2) limiting non-road related activities consistent with limitations on the use of HURF. MCDOT's combined operations and five-year Capital Improvement Programs reflect these priorities. In carrying out these programs, MCDOT is guided by a vision to provide the right transportation system, at the right time, and at the right cost. State law also directs counties to perform integrated, comprehensive planning including consideration of transportation and other elements such as land use. The County's Comprehensive Plan and Transportation System Plan (TSP) address this mandate. MCDOT is on schedule to address the specific action items in the Comprehensive Plan and TSP in a 5-year period following adoption of the plans. Federal transportation and environmental law requires planning processes that include public involvement, impact evaluation (environmental, social, economic, cultural resources, etc.), and impact mitigation. It also provides guidance on transportation system management, MCDOT believes these Federal requirements are fundamentally good practices that contribute to quality projects and better service to the public. MCDOT incorporates all of these into standard practices for project planning and system evaluation. Standard MCDDOT planning processes involves public participation, analysis of potential impacts, and mitigation of impacts to the extent feasible. MCDOT has developed 4 management systems patterned after systems outlined in the Federal Intermodal Surface Transportation Efficiency Act of 1991 (reauthorized in 1998 as TEA-21): 1) the Congestion Management System, 2) the Safety Management System, 3) the Roadway Management System, and 4) the Bridge Management System. Under these systems more than 96% of MCDOT roadways have pavement conditions that are rated as good to excellent and more than 82% of it's bridges are rated as good to excellent. MARICOPA COUNTY FY 2001-02 FINAL BUDGET TRANSPORTATION Department 64 FUND TYPE SPECIAL REVENUE SUB-TOTAL TOTAL FUNDS Personal Services 22,909,629 $ 22,909,629 $ 22,909,629 Supplies & Services 44,806,481 $ 44,806,481 $ 44,806,481 Capital Outlay 38,443,700 $ 38,443,700 $ 38,443,700 Total Expenses 106,159,810 $ 106,159,810 $ 106,159,810 Total Revenue 130,220,600 $ 130,220,600 $ 130,220,600 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT TRANSPORTATION Departm ent 64 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance $ REVENUE 610 LICENSES & PERMITS 615 GRANTS 620 OTHER INTERGOVERNMENTAL 626 STATE SHARED HIGHW AY USER REVENUE 630 STATE SHARED VEHICLE LICENSE TAX 635 OTHER CHARGES FOR SERVICES 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE 651 GAIN ON FIXED ASSETS 680 TRANSFERS IN Sub Total 1,200,000 2,717,700 27,756,314 71,500,000 5,500,000 50,000 500,000 1,168,575 $ 110,392,589 Total Resources EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 795 PERSONAL SERVICES ALLOC.-OUT 796 PERSONAL SERVICES ALLOC.-IN Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES 880 TRANSFERS OUT 890 LOSS ON FIXED ASSETS $ 1,200,000 2,717,700 27,756,314 71,500,000 5,500,000 50,000 500,000 1,168,575 $ 110,392,589 $ 700,260 1,241,000 13,918,992 71,500,000 5,500,000 20,000 581,726 899,882 94,361,860 $ 138,392,589 $ 138,392,589 $ 119,654,422 $ $ $ $ Subtotal CAPITAL OUTLAY 910 LAND 915 BUILDINGS & IMPROVEMENTS 920 CAPITAL EQUIPMENT 930 VEHICLES & CONSTRUCTION EQUIP. 940 INFRASTRUCTURE 950 DEBT SERVICE $ $ Subtotal Total Expenditures $ $ Ending Fund Balance (Resources. - Exp.) $ 720,000 300,000 32,471,177 81,000,000 7,200,000 34,000 500,000 52,000 240,000 215,834 $ 122,733,011 720,000 300,000 39,958,766 81,000,000 7,200,000 34,000 500,000 267,834 240,000 $ 130,220,600 -40% -89% 44% 13% 31% -32 % 0% -77% $ (480,000) (2,417,700) 12,202,452 9,500,000 1,700,000 (16,000) (900,741) 240,000 19,828,011 $ 133,633,011 $ 137,220,906 $ (1,171,683) -1% 16,753,622 $ 553,188 483,063 4,295,504 851,889 (57,637) 30,000 22,909,629 $ 1,250,047 (95,198) 2,143 (226,593) (851,889) 57,637 (30,000) 106,147 7% -21% 0% -6% (5,566,072) (4,650) (126,779) (167,371) (40,000) 1,173,589 (62,017) (381,563) (487,743) 43,639 3,900 62,775 86,858 (5,465,434) -132% -1329% -19% -83% -160% 4% -22% -9% -12% 8% 100% 9% 4% 28% 55% 33% 2% 47% (4,225,500) $ 350 661,527 202,080 25,000 30,563,837 287,128 4,367,558 4,074,765 563,141 3,900 716,375 2,100,886 39,341,047 $ 3,245,651 $ 50 691,197 289,731 186,441 28,570,388 311,318 4,189,026 3,960,882 515,769 7,878 767,784 2,100,886 (24,772) 44,812,228 $ 1,340,572 5,000 788,306 369,451 65,000 37,690,279 349,145 4,999,121 4,660,390 719,502 653,600 2,095,028 53,735,394 50,000 83,072,000 1,376,169 2,531,610 87,029,779 12,086,000 56,561,000 1,376,169 2,531,610 72,554,779 12,127,590 38,792,740 1,153,698 2,513,649 45,450 54,633,127 12,000,000 34,876,041 1,127,805 2,475,000 778,000 400,000 51,656,846 $ $ 134,911,602 (24,519,013) $ 3,480,987 $ $ $ $ 120,957,325 (24,519,013) $ 3,480,987 $ % -75% (4,245,800) $ 750 661,527 201,980 25,000 16,763,427 287,128 4,327,558 4,074,765 563,141 3,900 776,375 2,100,886 25,540,637 $ $ $ $ 128,922,166 (26,595,465) $ (1,302,903) $ $ Variance $ (20,999,694) $ $ FY 01-02 Adopted 7,000,306 17,268,502 553,188 483,063 4,373,285 851,889 23,529,926 $ 18,003,669 457,990 485,206 4,068,911 23,015,776 10,900,000 16,816,430 $ 509,131 434,148 3,683,162 67,674 (21) 1,447 21,511,971 $ $ 134,911,602 Operating Balance (Rev. - Exp.) 28,000,000 FY 01-02 Requested 25,292,562 17,277,059 589,510 485,206 3,989,411 22,341,186 $ FY 00-01 Projected $ $ 28,000,000 FY 00-01 Revised $ $ $ $ $ $ $ 0% -14% $ 3,398,888 31,273,289 449,864 56,610 (778,000) (289,572) 34,111,079 $ 106,159,810 $ 28,751,792 21% 24,060,790 $ 48,579,803 198% 31,061,096 $ 27,580,109 792% $ $ $ 18% 8,687,112 25,287,711 926,305 2,475,000 778,000 289,572 38,443,700 (6,189,155) $ 4,710,845 1,340,572 5,000 788,306 369,451 65,000 29,390,248 349,145 4,749,121 4,562,508 519,502 653,600 2,014,028 44,806,481 DEPARTMENTAL BUDGET SCHEDULES DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED - 749 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET TOTAL BUDGET BY PROG RAM F Y 2 0 0 1 -0 2 T R A N S P O R T A T IO N A gency 640 O rg 2456 6410 6419 6420 6430 6450 6460 6480 6490 6499 S u p p lie s & S e r v ic e s P e rs o n a l S e r v ic e s T it le N O R TH VALLEY A D M IN IS T R A T IO N G E N E R A L S E R V IC E S E N G IN E E R IN G C O N S T R U C T IO N & O P E R A T IO N S IN F R A S T R U C T U R E T E C H C E N T E R P L A N N IN G C O M M U N IT Y & G O V T R E L A T IO N S P W L A N D & R IG H T - O F - W A Y IN V E N T O R Y P A S S T H R O U G H $ T o t a ls : (5 ,7 6 0 ) 1 ,9 4 1 ,1 0 8 ( 1 ,0 6 4 ,9 6 4 ) 4 ,8 2 7 ,5 1 0 1 1 ,5 3 1 ,6 3 7 2 ,4 2 4 ,2 1 9 1 ,3 7 4 ,0 4 1 8 7 3 ,3 9 9 1 ,0 1 4 ,2 1 1 (5 ,7 7 2 ) $ 2 2 ,9 0 9 ,6 2 9 $ 9 6 4 ,8 6 0 (1 ,7 6 4 ,7 8 9 ) 4 ,0 3 3 ,9 3 4 1 5 ,7 0 9 ,0 8 2 1 ,7 6 6 ,7 7 9 1 ,1 2 4 ,3 8 7 5 5 0 ,1 4 2 2 2 3 ,8 3 4 $ 2 2 ,6 0 8 ,2 2 9 C a p it a l O u t la y T o ta l E x p e n d it u r e s $ $ $ 1 ,0 7 7 ,8 2 0 2 ,4 0 0 ,0 0 0 4 5 0 ,0 2 4 1 3 3 ,6 3 4 2 5 7 ,9 0 0 4 ,9 2 7 4 ,3 2 4 ,3 0 5 R evenue ( 5 ,7 6 0 ) 3 ,9 8 3 ,7 8 8 (4 2 9 ,7 5 3 ) 9 ,3 1 1 ,4 6 8 2 7 ,3 7 4 ,3 5 3 4 ,4 4 8 ,8 9 8 2 ,5 0 3 ,3 5 5 1 ,4 2 3 ,5 4 1 1 ,2 3 8 ,0 4 5 ( 5 ,7 7 2 ) $ 4 9 ,8 4 2 ,1 6 3 $ 5 2 ,5 9 8 8 9 ,0 5 5 ,2 3 5 7 2 0 ,0 0 0 4 0 ,0 0 0 7 4 ,0 0 1 6 0 ,0 0 0 5 0 ,0 0 0 $ 9 0 ,0 5 1 ,8 3 4 EXPENDITURES AND REVENUES BY AGENCY/OBJECT TRAN SPO R TATIO N Agency 640 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 A dopted Variance % $ (20,999,694) -75% 720,000 90,000 81,000,000 7,200,000 34,000 500,000 267,834 240,000 90,051,834 -40% -99% 13% 31% -32% 0% -77% $ (480,000) (6,380,314) 9,500,000 1,700,000 (16,000) (900,741) 240,000 3,662,945 97,052,140 $ (17,336,749) -15% $17,268,502 $ 553,188 483,063 4,373,285 851,889 $23,529,926 $ 16,753,622 $ 553,188 483,063 4,295,504 851,889 (57,637) 30,000 22,909,629 $ 1,250,047 (95,198) 2,143 (226,593) (851,889) 57,637 (30,000) 106,147 7% -21% 0% -6% ($4,225,500) 350 661,527 202,080 25,000 13,371,137 287,128 4,367,558 4,074,765 563,141 3,900 716,375 2,100,886 $22,148,347 $1,340,572 $ 5,000 788,306 369,451 65,000 7,140,996 349,145 4,999,121 4,660,390 719,502 653,600 2,095,028 $23,186,111 $ 1,340,572 5,000 788,306 369,451 65,000 7,191,996 349,145 4,749,121 4,562,508 519,502 653,600 2,014,028 22,608,229 $ (5,566,072) (4,650) (126,779) (167,371) (40,000) 6,179,141 (62,017) (381,563) (487,743) 43,639 3,900 62,775 86,858 (459,882) -132% -1329% -19% -83% -160% 46% -22% -9% -12% 8% 100% 9% 4% $25,935 562,845 1,153,698 2,513,649 $4,256,127 $50,000 1,178,000 1,376,169 2,531,610 $5,135,779 $0 $ 145,000 1,127,805 2,475,000 778,000 $4,525,805 $ 145,000 926,305 2,475,000 778,000 4,324,305 $ 100% 88% 33% 2% $ 50,000 1,033,000 449,864 56,610 (778,000) 811,474 $50,299,902 $50,059,326 $50,299,902 $51,241,842 $ 49,842,163 $ 457,739 1% $36,088,987 $31,221,121 $36,088,987 $38,809,992 $ 40,209,671 $ 4,120,684 11% $64,088,987 $56,513,683 $64,088,987 $49,709,992 $ 47,209,977 $ (16,879,010) -26% RESO UR CES Beginning Fund Balance $28,000,000 $25,292,562 $28,000,000 $10,900,000 $ 7,000,306 REVENUE 610 LICEN SES & PERM ITS 620 O TH ER INTERG O VER NM ENTAL 626 STATE SHAR ED HIG HW AY USER R EVENU E 630 STATE SHAR ED VEHICLE LIC ENSE TAX 635 O TH ER CHAR G ES FO R SERVICES 645 INTEREST EAR NIN G S 650 M ISCELLAN EO U S R EVENU E 651 G AIN O N FIXED ASSETS 680 TRANSFERS IN Sub Total 1,200,000 6,470,314 71,500,000 5,500,000 50,000 500,000 1,168,575 $86,388,889 700,260 2,081,992 71,500,000 5,500,000 20,000 581,726 896,469 $81,280,447 1,200,000 6,470,314 71,500,000 5,500,000 50,000 500,000 1,168,575 $86,388,889 720,000 90,000 81,000,000 7,200,000 34,000 500,000 52,000 240,000 215,834 $90,051,834 $ Total Resources $114,388,889 $106,573,009 $114,388,889 $100,951,834 $ Subtotal $17,277,059 589,510 485,206 3,989,411 $22,341,186 $16,816,430 509,131 434,148 3,683,162 67,674 (21) 1,447 $21,511,971 $18,003,669 457,990 485,206 4,068,911 $23,015,776 Subtotal ($4,245,800) 750 661,527 201,980 25,000 14,045,727 287,128 4,327,558 4,074,765 563,141 3,900 776,375 2,100,886 $22,822,937 $1,500,001 50 691,197 289,731 48,607 9,952,963 311,318 4,188,935 3,960,882 515,769 7,878 747,783 2,100,886 (24,772) $24,291,228 Subtotal $50,000 1,178,000 1,376,169 2,531,610 $5,135,779 Total Expenditures O perating Balance (R ev. - Exp.) EXPEN DITURES PERSO NAL SERVICES 701 R EG ULAR PAY 705 TEM PO RAR Y PAY 710 O VER TIM E 750 FRING E BEN EFITS 790 O TH ER PERSO NAL SERVICES 795 PERSO NAL SERVICES ALLO C.-O UT 796 PERSO NAL SERVICES ALLO C.-IN SUPPLIES & SER VIC ES 801 G EN ERAL SUPPLIES 802 M EDICAL SUPPLIES 803 FUEL 804 N O N -C APITAL EQ UIPM ENT 810 LEG AL SERVICES 812 O TH ER SERVICES 820 O PER ATIN G LEASES & RENTS 825 R EPAIRS & M AIN TENANCE 839 INTERNAL SER VIC E C HARG ES 842 TRAVEL & EDUC ATIO N 843 PO STAG E/FREIG HT/SHIPPIN G 850 U TILITIES 880 TRANSFERS O U T 890 LO SS O N FIXED ASSETS CAPITAL O U TLAY 910 LAND 915 BUILD IN G S & IM PRO VEM EN TS 920 C APITAL EQ UIPM ENT 930 VEHICLES & C O N STRU CTIO N EQ UIP. 940 INFRASTR UCTURE Ending Fund Balance (Resources - Exp.) - 750 - $ 4% 0% -2% 16% MARICOPA COUNTY FY 2001-02 FINAL BUDGET TRANSPORTATION REIMBURSEMENT GRANTS Agency 641 Supplies & Services Personal Services Org Title 6420 6430 6460 6480 ENGINEERING CONSTRUCTION & OPERATIONS PLANNING COMMUNITY & GOVT RELATIONS $ Totals: - $ 300,000 300,000 Total Capital Outlay Expenditures $ - $ 300,000 300,000 Revenue $ 300,000 300,000 EXPENDITURES AND REVENUES BY AGENCY/OBJECT TRANSPORTATION REIMBURSEMENT GRANTS Agency 641 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 % RESOURCES REVENUE 615 GRANTS Sub Total 2,717,700 $2,717,700 1,241,000 $1,241,000 2,717,700 $2,717,700 300,000 $300,000 $ 300,000 300,000 $ (2,417,700) -89% (2,417,700) -89% Total Resources $2,717,700 $1,241,000 $2,717,700 $300,000 $ 300,000 $ (2,417,700) -89% Subtotal $0 2,717,700 $2,717,700 $207,054 1,013,945 20,001 $1,241,000 $0 2,717,700 $2,717,700 $0 $ 300,000 $300,000 $ - $ 300,000 300,000 $ 2,417,700 2,417,700 Total Expenditures $2,717,700 $1,241,000 $2,717,700 $300,000 $ 300,000 $ 2,417,700 EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES 801 GENERAL SUPPLIES 812 OTHER SERVICES 850 UTILITIES 89% 89% 89% - 751 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 FINAL BUDGET TOTAL BUDGET BY PROGRAM FY 2001-02 TRANSPORTATION CAPITAL PROJECTS Agency 649 Org Personal Services Title 6440 CAPITAL IMPROVEMENT PROJECTS $ Totals: $ - Supplies & Services $ 21,898,252 $ 21,898,252 Total Capital Outlay Expenditures $ 34,119,395 $ 34,119,395 $ 56,017,647 $ 56,017,647 Revenue $ 39,868,766 $ 39,868,766 EXPENDITURES AND REVENUES BY AGENCY/OBJECT TRANSPORTATION CAPITAL PROJECTS Agency 649 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 620 OTHER INTERGOVERNMENTAL 650 MISCELLANEOUS REVENUE Sub Total 21,286,000 $21,286,000 11,837,000 3,413 $11,840,413 21,286,000 $21,286,000 32,381,177 $32,381,177 $ 39,868,766 39,868,766 $ 18,582,766 18,582,766 87% 87% Total Resources $21,286,000 $11,840,413 $21,286,000 $32,381,177 $ 39,868,766 $ 18,582,766 87% Subtotal $0 $0 $1,538,596 137,834 17,603,480 91 $19,280,000 $0 14,475,000 $14,475,000 $0 $ 30,249,283 $30,249,283 $ - $ 21,898,252 21,898,252 $ (7,423,252) -51% (7,423,252) -51% Subtotal $0 81,894,000 $81,894,000 $12,101,655 38,229,895 45,450 $50,377,000 $12,036,000 55,383,000 $67,419,000 $12,000,000 $ 34,731,041 400,000 $47,131,041 $ 8,687,112 $ 25,142,711 289,572 34,119,395 $ 3,348,888 30,240,289 (289,572) 33,299,605 49% Total Expenditures $81,894,000 $69,657,000 $81,894,000 $77,380,324 $ 56,017,647 $ 25,876,353 32% Operating Balance (Rev. - Exp.) ($60,608,000) ($57,816,587) ($60,608,000) ($44,999,147) $ (16,148,881) $ 44,459,119 73% EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES 801 GENERAL SUPPLIES 810 LEGAL SERVICES 812 OTHER SERVICES 825 REPAIRS & MAINTENANCE CAPITAL OUTLAY 910 LAND 915 BUILDINGS & IMPROVEMENTS 940 INFRASTRUCTURE 950 DEBT SERVICE - 752 - 28% 55% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Maricopa County Citizens Flood Control District Board of Directors Stadium District Board of Directors Library District Board of Directors Janice K. Brewer, Chairman Fulton Brock, District 1 Don Stapley, District 2 Andrew Kunasek, District 3 Mary Rose Wilcox, District 5 Janice K. Brewer, Chairman Fulton Brock, District 1 Don Stapley, District 2 Andrew Kunasek, District 3 Mary Rose Wilcox, District 5 Janice K. Brewer, Chairman Fulton Brock, District 1 Don Stapley, District 2 Andrew Kunasek, District 3 Mary Rose Wilcox, District 5 Mike Ellegood, Chief Engineer/General Manager David Smith Executive Director Harry Courtright Director DEPARTMENTAL BUDGET SCHEDULES SPECIAL DISTRICTS - 753 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES FLOOD CONTROL DISTRICT Flood Control District Board of Directors Chief Public Works Officer Flood Control District Michael S. Ellegood, P.E., Chief Engineer & General Operations & Maintenance Executive Administration Land Management Engineering Information Technology Regulatory Planning & Project Management MISSION The mission of the Flood Control District of Maricopa County is to provide flood hazard identification, regulation, remediation, and education to the people in Maricopa County so that they can reduce their risks of injury, death, and property damage due to flooding while enjoying the natural and beneficial values served by floodplains. VISION The vision of the Flood Control District of Maricopa County is that the people of Maricopa County and future generations will have the maximum amount of protection from the effects of flooding through fiscally responsible flood control actions and multiple-use facilities that complement or enhance the beauty of our desert environment. GOALS The Flood Control District will conduct two studies per year for the next five years to identify flood prone areas, limit growth in those areas, and establish plans for the required drainage infrastructure. The Flood Control District will study, each year for the next five years, two major areas of Maricopa County that are not yet under development, but are expected to be according to the Maricopa Association of Governments' projections. Each year for the next five years, the Flood Control District will evaluate five existing flood control facilities' safety monitoring procedures, evaluate District-owned flood control facilities, and begin plans to mitigate, upgrade, or redesign these facilities to reduce the increased risk and liability associated with them, meet all regulatory requirements, and maintain or improve their flood control functions. The Flood Control District will initiate at least one project each year for the next five years that uses innovative and resourceful operational and financial strategies. The Flood Control District will evaluate five existing flood control facilities each year for the next five years to determine how they can be made more aesthetically pleasing or used as multi-use facilities. The Flood Control District will plan and design future flood control projects to incorporate multi-use facilities where practical. ISSUES Population growth in Maricopa County is pushing people to build in former high flood risk areas such as agricultural lands, deserts, washes, and in areas beyond those that are protected by existing dams. This increases the risks to life and property, and the demand for flood control. The practice of instituting flood control measures after an area has been developed costs more than if the - 754 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES PERFORMANCE MEASURES Performance Measures Maintenance activities relating to ecology and landscaping (acres) Maintenance of all other FCD properties and structures (each) Maintenance of improved channels and floodways (acres) Operation and maintenance of flood retarding structures and levees (acres) Maintenance of unlined channels and floodways (miles) Floodplain use permits processed (each) Floodplain reviews for others (each) Public education/information (each) Regulation enforcement activities (each) Acres of floodplain delineation studies Inspections performed (each) Drainage clearance requests Plan and zoning submittals for compliance review Drainage investigated Drainage reviews for other agencies (each) Asset management Easements processed Gauge maintenance/field calibration (each) Gauge installation (each) Weather stations calibration (quarterly) Water-level gauge calibration (semi-annually) Precipitation gauge calibration (annually) Storm reports and PPMS (each) Public education/releases/meetings (each) Area drainage master studies initiated (each) Area drainage studies completed (each) Comprehensive plans (each) Design contract initiated (each) Construction contracts awarded (each) Initiate federal and state environmental permits Property site assessments performed (acres) Maintenance of improved channels and floodways (linear ft.) Maintenance of unlined channels (linear feet) Maintenance of all other FCD properties (acres) Design contracts completed Environmental Compliance Archeological Oversight Developing Environmental Overviews Ecological Assessments Property Liquidation Resolutions/IGA authorized (each) FY 99 Actual N/A N/A N/A 878 N/A 253 53 12,185 7 1,678 10,715 4,980 845 428 N/A 435 9 245 7 N/A N/A N/A N/A 40 5 0 0 N/A 8 7 N/A 193,939 345,617 1,500 8 9 3 9 1 8 31 FY 00 Actual N/A N/A N/A 1,408 N/A 249 746 N/A 8 N/A 9,916 7,560 616 273 N/A N/A N/A 448 7 22 38 45 N/A N/A N/A N/A N/A N/A 8 N/A N/A 214,036 428,001 1,229 4 11 7 19 8 N/A 21 FY 01 FY 02 Actual Projected N/A N/A N/A N/A N/A N/A 1,408 N/A N/A N/A 261 N/A 767 N/A N/A N/A 0 N/A N/A N/A 13,832 N/A 7,957 N/A 618 N/A 233 N/A N/A N/A N/A N/A N/A N/A 720 N/A 14 N/A 33 N/A 17 N/A 62 N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 4 N/A N/A N/A N/A N/A 214,036 N/A 428,001 N/A 1,229 N/A 0 N/A 14 N/A 13 N/A 9 N/A 3 N/A N/A N/A N/A N/A DEPARTMENTAL BUDGET SCHEDULES measures were instituted before development began. The age of flood control structures, urbanization, and changing dam safety and environmental regulations require a greater emphasis on improving safety monitoring procedures, evaluating existing structures, and developing and implementing plans to mitigate, upgrade, and/or redesign the structures. The number of flood control projects that can be done is being limited by the flat tax rate and the reduced buying power of the construction dollar due to inflation thereby increasing the backlog of projects. County residents are requesting wildlife habitats, recreational facilities, and aesthetically-pleasing open areas and are reluctant to accept concrete flood control structures resulting in the design and installation of more costly and complex multi-use facilities. - 755 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES POSITION DISTRIBUTION - 756 - POSITION DISTRIBUTION 69 FLOOD CONTROL DISTRICT WORKING TITLE ACCOUNTANT I ACCOUNTANT II ADMINISTRATIVE ASSTNT I ADMINISTRATIVE ASSTNT II ADMINISTRATIVE ASSTNT III ADMINISTRATIVE COORD II ADMINISTRATIVE COORD III ADMINISTRATIVE COORD IV ADMINISTRATIVE COORD-ENG ADMINISTRATOR II ASSOCIATE DCSN SPPRT ANLT BRANCH MGR-PROP MGMT BUYER II CIVIL ENGINEER CIVIL ENGINEER SR CIVIL ENGINEERING SPEC CIVIL ENGINEERING TECH-SR CIVIL ENGINEERNG TECH I CIVIL ENGINERING TECH CONSTRUCTION & OPERS MGR CONSTRUCTION MANAGER CONTRACT SPECIALIST III DATA MANAGEMENT ANLYST II DECISION SUPPRT ANLYST I DECISION SUPPRT ANLYST II ENG DRAFTING SPECIALIST 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 FLOOD CONTRL DPTY CHF ENG FLOOD CONTROL DIRECTOR (CE & GEN MGR) HUMAN RESOURCES ANALYST HUMAN RESOURCES ASST HYDROLOGIST HYDROLOGIST-SR HYDROLOGIST-WATER QUALITY HYDROLOGY MANAGER HYDROMET SUPERVISOR INSTRUMENT TECHNICIAN IT - GIS ANALYST LAND MANAGEMENT MANAGER LAND MANAGEMENT SPECIALST LEAD SYSTEMS ADMINISTRATR MAINTENANCE TECHNICIAN MANAGEMENT ANALYST III MECHANIC II PLANNER - GIS PLANNER-FINANCIAL PLANNER-LANDSCAPE ARCHITECT PLANNER-SR PROFESSIONAL ASSOCIATE PROJECT MANAGER PROJECT MANAGER-PLANNING PROPERTY MANAGEMENT SPEC PUBLIC WORKS CREW LEADER PUBLIC WORKS GENERALIST FTE 1.0 1.0 5.0 9.0 5.0 7.0 4.0 5.0 1.0 1.0 1.0 1.0 1.0 6.0 9.0 2.0 2.0 1.0 9.0 1.0 1.0 1.0 1.0 1.0 3.0 1.0 1.0 4.0 2.0 2.0 1.0 10.0 1.0 1.0 1.0 1.0 1.0 1.0 9.0 4.5 1.0 1.0 1.0 3.0 1.0 1.0 2.0 1.0 6.0 1.0 1.0 1.0 1.0 1.0 2.0 2.0 2.0 3.0 1.0 9.0 28.0 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES FTE 10.0 3.0 2.0 5.0 1.0 2.0 2.0 1.0 2.0 1.0 1.0 2.0 1.0 1.0 222.5 MANDATE CONSOLIDATED FINANCIAL DATA Total Department Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget Special Revenue $ 48,933,000 $ 44,144,000 $ 60,487,000 $ 82,867,818 $ 79,388,265 $ 80,081,712 Total $ 48,933,000 $ 44,144,000 $ 60,487,000 $ 82,867,818 $ 79,388,265 $ 80,081,712 Total Mandated Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget Special Revenue $ 40,181,000 $ 36,528,000 $ 53,214,000 $ 75,885,844 $ 71,488,269 $ 72,512,291 Total $ 40,181,000 $ 36,528,000 $ 53,214,000 $ 75,885,844 $ 71,488,269 $ 72,512,291 Total Non-Mandated Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget Special Revenue $ 8,752,000 $ 7,616,000 $ 7,273,000 $ 6,981,974 $ 7,899,996 $ 7,569,421 Total $ 8,752,000 $ 7,616,000 $ 7,273,000 $ 6,981,974 $ 7,899,996 $ 7,569,421 DEPARTMENTAL BUDGET SCHEDULES WORKING TITLE PUBLIC WORKS LEAD PUBLIC WORKS SUPV PUBLIC WRKS INSPECTOR I PUBLIC WRKS INSPECTOR III REAL PROPERTY SUPT ANALYST REAL PROPERTY TECHNICIAN REVIEW APPRAISER RIGHTOFWAY AGENT/RELOCATION SENIOR DECISN SPPRT ANLYT SERVICE WORKER III STORMWATER MGMT SPECIALIST SYSTEMS ADMINISTRATOR II UTILITY COORDINATOR WEB AUTHOR TOTAL NOTE: Mandate financials do not include appropriated beginning fund balance, debt service, or eliminations. - 757 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES MANDATE INFORMATION FLOOD DETECTION AND DATA COLLECTION A.R.S. § 48-3608 Assistance AUTHORITY HISTORY/ BACKGROUND MANDATE DESCRIPTION In Flood Insurance Program; A.R.S. § 48-3609B Floodplain Delineation And Regulation; Arizona Administrative Code § 12-15-1219 Dam Safety Procedures; Owners Responsibilities The program was initiated to monitor impoundments behind the District's dams and to measure flood flows in our flood channels and on the major rivers. A comprehensive system now provides essential rainfall, stream flow and weather data to the District. This information is electronically relayed to the National Weather Service, the State, the County Departments of Transportation and Emergency Management, and many cities. The Flood Control District, as owner of 23 dam and drainage facilities regulated by the State, must monitor flood control facilities, watersheds and floodplains for structure integrity and evaluation purpose and is responsible for their safe operation. This is accomplished through periodic maintenance, inspection, and early warning and emergency action plans. During the past 12 months, the operational efficiency of all remote stations was approximately 99%. This level of performance will be maintained or increased slightly. Flood Detection and Data Collection FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget - 758 - Special Revenue $ 1,329,000 $ 1,041,000 $ 1,405,000 $ 1,345,051 $ 1,102,620 $ 1,087,710 Total $ 1,329,000 $ 1,041,000 $ 1,405,000 $ 1,345,051 $ 1,102,620 $ 1,087,710 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES HISTORY/ BACKGROUND MANDATE DESCRIPTION A.R.S. § 48-3610 Assumption Of Powers And Duties By Cities And Towns The Flood Control District administers the floodplain regulation for the unincorporated areas of Maricopa County, plus 13 municipalities. Additionally, the district delineates areas subjected to the "100-year" flood throughout Maricopa County. The minimum level of service is the regulation of new development in the floodplains and the enforcement of the floodplain regulations. Maricopa County must manage and regulate delineated floodplains. Floodplain Administration FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget PLANNING AUTHORITY HISTORY/ BACKGROUND MANDATE DESCRIPTION Special Revenue $ 2,032,000 $ 2,013,000 $ 2,492,000 $ 2,660,523 $ 2,664,465 $ 2,799,410 Total $ 2,032,000 $ 2,013,000 $ 2,492,000 $ 2,660,523 $ 2,664,465 $ 2,799,410 DEPARTMENTAL BUDGET SCHEDULES FLOODPLAIN ADMINISTRATION A.R.S. § 48-3609 Floodplain Delineation And Regulation Of Use AUTHORITY A.R.S. § 48-3616 Survey And Report Of Flood Control Problems And Facilities; Comprehensive Program By Board; Hearing In the mid-1980's, the District began to recognize the need for an independent planning program due to the rapid growth of the Phoenix metropolitan area and pending completion of several large-scale federal projects that had directed the Districts actions for many years. The first step towards an independent planning program began when the Area Drainage Master Plan Study (ADMS) Program was conceived in 1983. The Program, which is now included in the Districts Planning Program, was approved by the Board of Directors as Resolution FCD 85-3 on April 17, 1985. Planning became a separate District program in 1989. The Planning Program identifies regional drainage and flooding problems and develops alternative solutions to protect life and property. Major activities include watercourse master plans, area drainage master plans, design concept reports, pre-design studies and inter-agency coordination. Since it's inception in 1989, the Flood Control District has prepared the Comprehensive Plan for Flood Hazard Mitigation. The Flood Control District must conduct a survey and prepare a report at least every five years in describing the remaining flooding problems and the existing flood control facilities in Maricopa County. Planning FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget Special Revenue $ 1,690,000 $ 2,370,000 $ 3,784,000 $ 4,840,198 $ 5,275,841 $ 5,434,675 Total $ 1,690,000 $ 2,370,000 $ 3,784,000 $ 4,840,198 $ 5,275,841 $ 5,434,675 - 759 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES STRUCTURE AUTHORITY HISTORY/ BACKGROUND MANDATE DESCRIPTION A.R.S. § 45-1423 Power Of Maricopa And Yuma Counties To Cooperate With Federal Government In Flood Control Projects; A.R.S. § 45-1424 Power Of Maricopa And Pinal Counties To Cooperate With Federal Government In Flood Control Projects; A.R.S. § 48-3616 Survey And Report Flood Control Problems And Facilitates; Comprehensive Programs; Adoption By Board; Hearing In 1954, the Maricopa County Board of Supervisors, Phoenix City Council, and the Salt River Project Board of Directors recognized the need for a comprehensive approach to solving flooding problems. The County must provide for the maintenance of dams and other flood control structures to reduce the risks of flood loss. Structure FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget DRAINAGE AUTHORITY HISTORY/ BACKGROUND MANDATE DESCRIPTION Total $ 33,737,000 $ 29,724,000 $ 44,335,000 $ 65,727,431 $ 61,078,887 $ 61,605,107 The Flood Control District is directed by the Drainage Regulations as adopted pursuant to A.R.S. § 11-251, Sections 30 and 36 and A.R.S. § 11-251.05 Administers the County Drainage Regulation (prepared by the District), to reduce existing and potential flooding caused by local stormwater. Coordinates with County Planning, Transportation, Public Health and Building Safety to insure that new development will not increase runoff divert flows, or backwater onto another property. The County must enforce standards for excavation, landfill, and grading to prevent unnecessary loss from erosion, flooding and landslides; Review drainage reports and plans for all developments of land covered by this regulation and approve such plans when the requirements of this Regulation are met; Investigate violations and complaints of non-compliance with this Regulation; Keep copies of all documents or other submissions made pursuant to the requirements of this Regulation; Issue notices or orders necessary to enforce the provisions of the Regulation; Take action necessary to obtain compliance with Regulation, upon determination that development of land subject to this Regulation has proceeded without drainage clearance. Drainage FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget - 760 - Special Revenue $ 33,737,000 $ 29,724,000 $ 44,335,000 $ 65,727,431 $ 61,078,887 $ 61,605,107 Special Revenue $ 1,393,000 $ 1,380,000 $ 1,198,000 $ 1,312,641 $ 1,366,456 $ 1,585,389 Total $ 1,393,000 $ 1,380,000 $ 1,198,000 $ 1,312,641 $ 1,366,456 $ 1,585,389 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES FLOOD CONTROL DISTRICT Department 69 FUND TYPE SPECIAL REVENUE SUB-TOTAL TOTAL FUNDS Personal Services 11,819,151 $ 11,819,151 $ 11,819,151 Supplies & Services 21,750,277 $ 21,750,277 $ 21,750,277 Capital Outlay 46,512,284 $ 46,512,284 $ 46,512,284 Total Expenses 80,081,712 $ 80,081,712 $ 80,081,712 Total Revenue 79,435,207 $ 79,435,207 $ 79,435,207 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT FLOOD CONTROL DISTRICT Departm ent 69 FY 00-01 Revised FY 00-01 Final Adopted RESOURCES Beginning Fund Balance REVENUE 601 PROPERTY TAXES 605 TAX PENALTIES & INTEREST 610 LICENSES & PERMITS 615 GRANTS 620 OTHER INTERGOVERNMENTAL 621 PAYMENTS IN LIEU OF TAXES 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE Sub Total Total Resources EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 795 PERSONAL SERVICES ALLOC.-OUT 796 PERSONAL SERVICES ALLOC.-IN SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 811 HEALTH CARE SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 830 INTERGOVERNMENTAL PAYMENTS 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES 880 TRANSFERS OUT CAPITAL OUTLAY 910 LAND 915 BUILDINGS & IMPROVEMENTS 920 CAPITAL EQUIPMENT 930 VEHICLES & CONSTRUCTION EQUIP. 940 INFRASTRUCTURE FY 01-02 Adopted Variance 28,166,869 $ 28,166,869 $ 28,166,869 $ 11,500,000 $ 12,794,939 $ (15,371,930) $ 44,813,583 1,131,963 22,567,000 195,878 4,779,969 73,488,393 $ 44,813,583 1,131,963 22,567,000 195,878 4,779,969 73,488,393 $ $ 45,322,696 1,500,027 748,000 20,800,000 153,587 878,500 10,032,397 $ 79,435,207 $ $ 44,771,164 $ 45,000,000 878,500 894,135 1,500,027 16,294,747 748,000 195,205 20,800,000 183,678 4,424,302 10,032,397 66,763,231 $ 78,958,924 $ 101,655,262 $ 94,930,100 $ 92,230,146 $ $ 101,655,262 $ $ Subtotal FY 01-02 Requested $ $ Subtotal FY 00-01 Projected $ $ $ $ 90,458,924 % -55% $ 509,113 368,064 748,000 (1,767,000) (42,291) 878,500 5,252,428 5,946,814 110% 8% $ (9,425,116) -9% 144,521 (72,000) (94,664) 2,449,802 176,197 (2,626,000) (22,144) 2% -25% 1% 33% -8% -22% 11,726,422 $ 290,353 1,847,151 (2,449,803) 11,414,123 $ 9,608,503 $ 290,353 1,898,152 2,449,802 (2,449,803) 11,797,007 $ 10,406,210 $ 9,905,359 $ 9,463,982 $ 282,935 362,353 362,353 49,503 1,756,250 2,037,572 1,992,816 29,560 (1,224,917) (2,626,000) (2,626,000) 2,626,000 2,626,000 11,299,541 $ 12,305,284 $ 11,819,151 $ 9,178,833 113,445 155,255 160,600 5,989,389 140,200 457,580 1,000 1,114,937 162,521 26,700 282,900 1,219,910 19,003,270 1,201,050 113,445 155,255 160,600 15,902,088 140,200 457,580 1,000 1,114,937 162,521 26,700 284,100 1,219,910 20,939,386 4,889,135 $ 1,527,240 515 126,366 164,332 114,890 162,000 158,752 148,900 350 4,384,783 17,351,440 111,007 90,020 315,709 372,372 1,258 1,000 1,103,243 1,512,575 143,037 222,105 18,099 12,030 261,869 290,600 1,219,910 1,192,941 12,848,058 $ 23,048,420 1,252,240 515 164,332 162,000 148,900 350 16,489,657 90,020 322,372 1,000 1,476,215 147,105 12,030 290,600 1,192,941 $ 21,750,277 $ 7,550,000 36,288,000 179,500 710,000 $ 44,727,500 $ 7,550,000 36,288,000 179,500 710,000 1,784,784 $ 46,512,284 $ (3,698,000) (36,288,000) 59,899 218,035 49,740,216 $ 10,032,150 $ 80,081,204 $ 80,081,712 $ 9,199,115 10% (646,505) $ 15,145,929 96% (226,001) -2% Subtotal $ 1,559,000 56,137,000 239,399 928,035 58,863,434 Total Expenditures $ 89,280,827 Operating Balance (Rev. - Exp.) $ Ending Fund Balance (Resources. - Exp.) $ $ $ $ $ $ 3,852,000 239,399 928,035 51,525,000 56,544,434 $ 1,095,237 32,767,647 207,569 862,260 23,054,847 57,987,561 $ 89,280,827 $ 82,135,160 (15,792,434) $ 12,374,435 $ $ $ $ (15,792,434) $ (15,371,929) $ 12,374,435 $ 12,794,940 $ (1,122,280) $ $ 10,377,720 $ 12,148,434 $ $ (51,190) (515) (50,887) (6,745) 11,700 (350) (587,569) 50,180 135,208 (361,278) 15,416 14,670 (6,500) 26,969 (810,891) DEPARTMENTAL BUDGET SCHEDULES DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED -5% 100% 7% 0% -4% -45% -4% 7% -4% 36% 30% 0% -32% 9% 55% -2% 2% -4% -96% 25% 23% 97% 18% - 761 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TO TAL BUDG ET BY PRO G RAM F Y 2 0 0 1 -0 2 F L O O D C O N T R O L D IS T R IC T Agency 690 O rg 6910 6920 6930 6940 6950 6960 6970 6980 P e rs o n a l S e r v ic e s T it le E X E C U T IV E E N G IN E E R IN G REG ULATO R Y LAN DS C O N S T R U C T IO N & M A IN T E N A N C E P L A N N IN G & P R O J E C T M A N A G E M E N T IN F O R M A T IO N T E C H N O L O G Y A D M IN IS T R A T IO N $ T o ta ls : $ 6 1 ,6 1 ,2 1 2 ,5 1 ,0 8 1 ,0 9 ,1 4 1 ,7 6 7 ,5 3 2 ,0 7 6 ,8 1 0 ,7 2 4 ,7 9 6 ,7 4 2 ,7 9 3 ,1 37 85 24 51 03 41 22 89 51 S u p p lie s & S e r v ic e s $ $ 1 2 5 ,8 2 4 2 ,6 5 4 ,0 2 9 1 7 7 ,6 4 3 1 6 2 ,6 7 7 1 ,8 8 4 ,1 1 3 3 ,7 7 9 ,9 6 7 4 8 3 ,5 0 2 2 ,7 8 5 ,0 1 4 1 2 ,0 5 2 ,7 6 9 C a p it a l O u t la y T o ta l E x p e n d itu r e s $ $ 7 10 47 13 10 $ 88 7 ,5 0 5 ,0 0 2 ,0 0 1 ,0 0 4 ,0 0 9 ,5 0 0 0 0 0 0 0 $ 7 6 7 ,5 6 1 4 ,3 9 9 ,1 1 4 1 ,5 1 4 ,6 6 7 3 3 9 ,5 2 8 4 ,8 6 6 ,8 1 6 4 ,9 3 5 ,7 0 8 1 ,4 8 4 ,2 2 4 3 ,8 2 7 ,8 0 3 2 2 ,1 3 5 ,4 2 0 R evenue $ 1 10 46 $ 61 526 525 ,9 9 0 ,4 6 9 525 ,0 0 1 525 648 ,2 1 4 ,6 1 7 ,6 1 4 ,6 4 1 ,9 3 1 ,6 0 1 ,8 8 3 ,5 9 7 ,6 6 5 ,5 4 9 EXPENDITURES AND REVENUES BY AGENCY/OBJECT FLOOD CONTROL DISTRICT Agency 690 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance $28,166,869 $28,166,869 $11,500,000 $ 12,794,939 Sub Total $44,813,583 1,131,963 22,567,000 195,878 4,779,969 $73,488,393 $44,771,164 894,135 16,294,747 195,205 183,678 4,424,302 $66,763,231 $44,813,583 1,131,963 22,567,000 195,878 4,779,969 $73,488,393 $45,000,000 $ 878,500 1,500,027 20,800,000 10,032,397 $78,210,924 $ 45,322,696 $ 1,500,027 3,912,336 153,587 293,506 10,032,397 61,214,549 $ 509,113 1% 368,064 33% (18,654,664) -83% (42,291) -22% 293,506 5,252,428 110% (12,273,844) -17% Total Resources $101,655,262 $94,930,100 $101,655,262 $89,710,924 $ 74,009,488 $ (27,645,774) -27% $8,648,816 267,539 26,315 1,668,237 29,560 (1,224,917) $9,415,550 $9,608,503 290,353 1,898,152 (2,449,803) $9,347,205 $9,905,359 $ 362,353 2,037,572 (2,626,000) $9,679,284 $ 9,463,982 $ 362,353 1,992,816 (2,626,000) 9,193,151 $ 144,521 (72,000) (94,664) 176,197 154,054 2% -25% Subtotal $9,276,620 290,353 1,847,151 (2,449,803) $8,964,321 $996,416 126,366 114,890 156,271 2,523,902 107,568 315,709 1,258 1,103,243 143,037 18,099 258,711 1,219,910 $7,085,380 $1,201,050 113,445 155,255 160,600 5,799,088 140,200 457,580 1,000 1,114,937 162,521 26,700 284,100 1,219,910 $10,836,386 $1,527,240 $ 515 164,332 162,000 148,900 350 7,654,440 90,020 372,372 1,000 1,512,575 222,105 12,030 290,600 1,192,941 $13,351,420 $ 1,252,240 $ 515 164,332 162,000 148,900 350 6,792,149 90,020 322,372 1,000 1,476,215 147,105 12,030 290,600 1,192,941 12,052,769 $ (51,190) (515) (50,887) (6,745) 11,700 (350) (993,061) 50,180 135,208 (361,278) 15,416 14,670 (6,500) 26,969 (1,216,383) -4% Subtotal $1,394,833 113,445 155,255 160,600 5,989,389 140,200 457,580 1,000 1,114,937 162,521 26,700 282,900 1,219,910 $11,219,270 -17% 36% 30% 0% -32% 9% 55% -2% 2% -11% Subtotal $0 239,399 928,035 $1,167,434 $6,237 135 202,988 862,260 $1,071,621 $0 239,399 928,035 $1,167,434 $0 $ 179,500 710,000 $889,500 $ - $ 179,500 710,000 889,500 $ 59,899 218,035 277,934 25% 23% 24% Total Expenditures $21,351,025 $17,572,551 $21,351,025 $23,920,204 $ 22,135,420 $ (784,395) -4% Operating Balance (Rev. - Exp.) $52,137,368 $49,190,680 $52,137,368 $54,290,720 $ 39,079,129 $ (13,058,239) -25% Ending Fund Balance (Resources - Exp.) $80,304,237 $77,357,549 $80,304,237 $65,790,720 $ 51,874,068 $ (28,430,169) -35% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 795 PERSONAL SERVICES ALLOC.-OUT SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 811 HEALTH CARE SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 830 INTERGOVERNMENTAL PAYMENTS 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES 880 TRANSFERS OUT CAPITAL OUTLAY 910 LAND 915 BUILDINGS & IMPROVEMENTS 920 CAPITAL EQUIPMENT 930 VEHICLES & CONSTRUCTION EQUIP. $ (15,371,930) % $28,166,869 REVENUE 601 PROPERTY TAXES 605 TAX PENALTIES & INTEREST 610 LICENSES & PERMITS 620 OTHER INTERGOVERNMENTAL 621 PAYMENTS IN LIEU OF TAXES 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE - 762 - FY 00-01 Projected -55% -5% 7% 2% -45% -4% 7% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES FLOOD CONTROL GRANTS Agency 691 Org Personal Services Title 6976 DAMAGE REIMBURSEMENT $ Totals: $ Supplies & Services - $ $ - Total Capital Outlay Expenditures $ $ - $ $ - Revenue $ $ 4,204,835 4,204,835 EXPENDITURES AND REVENUES BY AGENCY/OBJECT FLOOD CONTROL GRANTS Agency 691 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 % RESOURCES REVENUE 620 OTHER INTERGOVERNMENTAL 645 INTEREST EARNINGS Sub Total $0 $0 $0 $0 $ 3,912,333 292,502 4,204,835 $ 3,912,333 292,502 4,204,835 Total Resources $0 $0 $0 $0 $ 4,204,835 $ 4,204,835 Operating Balance (Rev. - Exp.) $0 $0 $0 $0 $ 4,204,835 $ 4,204,835 EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES - 763 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TOTAL BUDGET BY PROGRAM FY 2001-02 FLOOD CONTROL DISTRICT CAPITAL PROJECTS Agency 699 Org Personal Services Title 6975 CIP Supplies & Services $ 2,626,000 Totals: $ 2,626,000 $ 9,697,508 $ 9,697,508 Total Capital Outlay Expenditures $ 45,622,784 $ 45,622,784 $ 57,946,292 $ 57,946,292 Revenue $ 14,015,823 $ 14,015,823 EXPENDITURES AND REVENUES BY AGENCY/OBJECT FLOOD CONTROL DISTRICT CAPITAL PROJECTS Agency 699 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 615 GRANTS 620 OTHER INTERGOVERNMENTAL 645 INTEREST EARNINGS Sub Total $0 $0 $0 748,000 $748,000 $ 748,000 12,975,331 292,492 14,015,823 $ 748,000 12,975,331 292,492 14,015,823 Total Resources $0 $0 $0 $748,000 $ 14,015,823 $ 14,015,823 Subtotal $2,449,802 $2,449,802 $1,757,394 15,396 23,188 88,013 $1,883,991 $0 2,449,802 $2,449,802 $0 $ 2,626,000 $2,626,000 $ - $ 2,626,000 2,626,000 $ Subtotal $7,784,000 $7,784,000 $3,892,719 2,481 1,860,881 3,439 3,158 $5,762,678 $0 10,103,000 $10,103,000 $0 $ 9,697,000 $9,697,000 $ - $ 9,697,508 9,697,508 $ 405,492 405,492 $1,089,000 32,767,512 4,581 23,054,847 $56,915,941 $3,852,000 51,525,000 $55,377,000 $7,550,000 $ 36,288,000 $43,838,000 $ 7,550,000 $ 36,288,000 1,784,784 45,622,784 $ (3,698,000) (36,288,000) 49,740,216 9,754,216 -96% Subtotal $1,559,000 56,137,000 $57,696,000 Total Expenditures $67,929,802 $64,562,610 $67,929,802 $56,161,000 $ 57,946,292 $ 9,983,510 15% Operating Balance (Rev. - Exp.) ($67,929,802) ($64,562,610) ($67,929,802) ($55,413,000) $ (43,930,469) $ 23,999,333 35% EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 796 PERSONAL SERVICES ALLOC.-IN SUPPLIES & SERVICES 801 GENERAL SUPPLIES 810 LEGAL SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 850 UTILITIES CAPITAL OUTLAY 910 LAND 915 BUILDINGS & IMPROVEMENTS 920 CAPITAL EQUIPMENT 940 INFRASTRUCTURE - 764 - 2,449,802 100% (2,626,000) (176,198) -7% 4% 4% 97% 18% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL BUDGET SCHEDULES LIBRARY DISTRICT Library District Board of Directors Chief Community Services Officer Library Director/County Librarian Harry Courtright Service Agencies Service Coordinators Support Services Finance & Facilities Information Technology MISSION The mission of Maricopa County Library District (MCLD) is to provide access to a wealth of informational and recreational resources for people of all ages and backgrounds so that they may have the opportunity to expand their horizons through reading and learning. GOALS By June 2003, reduce annual turnover of regular status staff to 10% or less through targeted recruitment, appropriate placement of staff, improved reward and recognition systems, enhanced training, and marketbased compensation (as verified on an annual basis). By 2003, MCLD will evaluate available library automation systems and select the system that most effectively meets patron and staff needs. By 2005, MCLD will implement the selected library automation system. By January 2003, design and implement an accurate, responsive 24/7 electronic reference service. By April 2002, we will conduct customer surveys to determine the best way to organize our collections in each branch. By January 2003, we will develop and implement a comprehensive and on-going marketing and public relations campaign that provides current and in-coming residents with information about our services, and presents MCLD locations as inviting places to visit, work, and/or volunteer. ISSUES Our ability to afford, become proficient with, and provide current technology in its ever-changing formats will challenge both our existence and continuing relevance to our customers in the next two to five years. Changing demographics and increasing public exposure to, and use of, technology challenges our ability to respond effectively and efficiently with relevant services in the next two to five years. Rapid growth, increasing costs of technology and books/materials, as well as the need for talented staff will require that MCLD pursue strong political support that provides appropriate facilities and funds in the next two to five years. The short availability of talent, employee (dis)-satisfaction and MCLD's capacity to support staff with appropriate pay and professional development will challenge our ability to attract and retain world-class staff in the next two to five years. Our competition's offering of like and value-added services challenges us to continually assess and upgrade our skills, collections, and technology so that we may thrive. - 765 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES PERFORMANCE MEASURES Performance Measures Percentage change in fund balance Percentage decrease in per-patron spending Staff costs per square footage - SERL Staff costs per square footage - District Wide Operating costs per square footage - SERL Operating costs per square footage - District Wide Percentage increase in circulation Percentage increase in non-tax revenue Increase in the percentage of MCLD Home Page users Percentage of decrease in complaints FY 99 Actual 30.10% 8.50% N/A N/A N/A N/A -7.40% 24.51% N/A N/A FY 00 Actual 8.92% -7.70% N/A 29.07 N/A 26.5 N/A 15.95% 97.70% 75% FY 01 FY 02 Actual Projected 8.27% -0.02% 4.55% -1.07% N/A N/A 30.76 36.2 N/A N/A 28.42 24.67 N/A N/A 10.32% -21.67% 25% 20% 12% 10% POSITION DISTRIBUTION POSITION DISTRIBUTION 65 LIBRARY DISTRICT WORKING TITLE A/P & F/A ACCNTG CLERK ACCOUNTANT ADMIN ASST TO REG. COORD ADULT SERVICES COORDINATOR ADULT SERVICES SUPERVISOR BRANCH LIBRARIAN BRANCH MANAGER CIRCULATION SUPERVISOR COMP. TECH/PUB. COMP ASST DEVEOPMENT & MARKETING COORDINATOR DRIVER/VEHICLE TECHNICIAN EXECUTIVE ASSISTANT FACILITIES ASSISTANT FINANCIAL ADMINISTRATOR HR ASSISTANT HUMAN RESOURCES ANALYST LAN OPERATIONS SUPERVISOR LAN/TECHNOLOGY OFFICER LIBRARIAN LIBRARY ASSISTANT LIBRARY DIRECTOR LIBRARY PAGE LIBRARY PARAPROFESSIONAL LIBRARY SYSTEMS COMPUTER TECHNICIAN MATERIALS ACQUISITION SPECIALIST MATERIALS CATALOGUER MATERIALS DEVELOPMENT COORDINATOR MATERIALS PROCESSOR ORG. DEV & TRAINING COORD. OUTREACH SUPERVISOR/NW REGIONAL COORD PAYROLL & CASH RECEIPT COORD PROJECT & FACILITIES ASST PROJECT & FACILITIES COORDINATOR REGIONAL LIBRARY COORDINATOR SENIOR LIBRARIAN TRAINING ASSISTANT WEB ADMINISTRATOR YOUTH SERVICES COORDINATOR YOUTH SERVICES SUPERVISOR TOTAL - 766 - FTE 1.0 1.0 2.0 1.0 2.0 2.0 7.0 2.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 21.0 35.0 1.0 2.0 10.0 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 1.0 1.0 3.0 116.0 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Total Department Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget Special Revenue $ 6,520,507 $ 6,431,510 $ 6,893,993 $ 8,412,599 $ 9,688,953 $ 10,496,279 Total $ 6,520,507 $ 6,431,510 $ 6,893,993 $ 8,412,599 $ 9,688,953 $ 10,496,279 Total Non-Mandated Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget Special Revenue $ 6,520,507 $ 6,431,510 $ 6,893,993 $ 8,412,599 $ 9,688,953 $ 10,496,279 Total $ 6,520,507 $ 6,431,510 $ 6,893,993 $ 8,412,599 $ 9,688,953 $ 10,496,279 DEPARTMENTAL BUDGET SCHEDULES MANDATE CONSOLIDATED FINANCIAL DATA NOTE: Mandate financials do not include appropriated beginning fund balance, debt service, or eliminations. - 767 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED LIBRARY DISTRICT Department 65 FUND TYPE SPECIAL REVENUE SUB-TOTAL TOTAL FUNDS Personal Services 5,647,857 $ 5,647,857 $ 5,647,857 Supplies & Services 4,599,155 $ 4,599,155 $ 4,599,155 Capital Outlay 249,267 $ 249,267 $ 249,267 Total Expenses 10,496,279 $ 10,496,279 $ 10,496,279 Total Revenue 10,764,068 $ 10,764,068 $ 10,764,068 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT LIBRARY DISTRICT Department 65 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance REVENUE 601 PROPERTY TAXES 615 GRANTS 620 OTHER INTERGOVERNMENTAL 621 PAYMENTS IN LIEU OF TAXES 635 OTHER CHARGES FOR SERVICES 637 FINES & FORFEITS 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE $ 4,900,000 $ 8,815,285 $ 30,152 24,000 203,048 221,000 280,000 9,573,485 $ Sub Total $ Total Resources $ EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 796 PERSONAL SERVICES ALLOC.-IN $ Subtotal SUPPLIES & SERVICES 801 GENERAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 830 INTERGOVERNMENTAL PAYMENTS 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES 880 TRANSFERS OUT $ $ Subtotal $ CAPITAL OUTLAY 915 BUILDINGS & IMPROVEMENTS 920 CAPITAL EQUIPMENT 930 VEHICLES & CONSTRUCTION EQUIP. 940 INFRASTRUCTURE 950 DEBT SERVICE - 768 - FY 00-01 Revised 14,473,485 $ 4,900,000 FY 00-01 Projected FY 01-02 Requested $ 5,872,526 $ 8,815,285 $ 30,152 24,000 203,048 221,000 280,000 9,573,485 $ 9,070,347 118,732 12,000 202,381 118,666 94,193 300,000 39,900 9,956,219 $ $ 14,473,485 $ 15,828,745 9,730,333 $ 9,646,430 $ 831,145 109,823 109,823 79,671 24,000 337,413 313,413 203,048 193,214 (9,834) 227,188 227,188 6,188 225,000 225,000 225,000 25,000 25,000 (255,000) $ 10,544,392 $ 10,764,068 $ 1,190,583 9% 264% 1306% -5% 3% 3,701,755 $ 353,500 16,169 818,328 27,238 4,916,990 $ 3,581,670 348,275 7,902 763,604 3,359 28,145 4,732,955 $ 178,188 3,338 3,500 1,769,916 117,153 113,100 835,000 310,249 77,000 28,800 182,700 632,492 4,251,436 1,674,270 3,338 61,921 271,970 119,577 76,722 835,000 264,409 77,000 75,800 182,700 632,492 4,275,199 1,697,963 6,073 78,192 272,778 176,913 75,636 735,000 392,034 77,761 86,122 178,227 632,492 4,409,191 $ $ 225,000 269,413 64,400 558,813 $ Subtotal $ Total Expenditures $ 9,727,239 Operating Balance (Rev. - Exp.) $ (153,754) $ Ending Fund Balance (Resources. - Exp.) $ 4,746,246 $ $ $ $ 250,000 203,050 47,000 35,000 535,050 $ 9,727,239 $ $ 250,000 211,507 50,300 35,000 546,807 $ $ 9,688,953 (153,754) $ 267,266 $ 6,139,792 $ 4,746,246 $ 6,139,823 % 25% $ 16,651,493 $ Variance $ 1,239,823 3,746,207 $ 309,947 833,598 27,238 4,916,990 $ $ 6,107,101 FY 01-02 Adopted $ 16,903,891 $ 2,430,406 -91% 12% 17% 3,986,002 $ 410,106 929,336 9,001 33,878 5,368,323 $ 3,986,002 $ 410,106 929,335 9,001 313,413 5,647,857 $ (284,247) (56,606) 16,169 (111,007) (9,001) (286,175) (730,867) -1051% -15% 2,350,644 7,500 233,000 341,325 137,010 100,500 835,000 386,801 125,442 93,000 181,800 587,133 5,379,155 1,790,644 7,500 33,000 341,325 137,010 100,500 835,000 386,801 105,442 93,000 181,800 587,133 4,599,155 $ (116,374) (4,162) 28,921 (69,355) (17,433) (23,778) (122,392) (28,442) (17,200) 900 45,359 (323,956) -7% -125% 47% -26% -15% -31% 0% -46% -37% -23% 0% 7% -8% 172,600 76,667 249,267 $ 250,000 203,050 (125,600) 35,000 (76,667) 285,783 100% 100% -267% 100% $ (769,040) -8% $ 421,543 274% $ 1,661,366 35% $ $ 68,850 172,600 241,450 $ $ 10,988,928 $ 10,496,279 (444,536) $ 5,662,565 $ 267,789 6,407,612 $ -8% -16% 100% -14% 53% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES LIBRARY DISTRICT Agency 650 Personal Services Org Title 6510 6550 6560 6570 6580 LIBRARIES OUTREACH RBP SUPPORT SERVICES CAPITAL REPLACEMENT $ Totals: $ 3,737,707 195,376 1,658,394 5,591,477 Supplies & Services $ 2,346,734 95,324 867,000 1,236,655 4,545,713 $ Total Capital Outlay Expenditures $ 150,000 99,267 249,267 $ $ 6,084,441 440,700 867,000 2,994,316 $ 10,386,457 Revenue $ 10,654,245 $ 10,654,245 EXPENDITURES AND REVENUES BY AGENCY/OBJECT DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 LIBRARY DISTRICT Agency 650 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % $4,900,000 $5,872,526 $4,900,000 $6,107,101 $ 6,139,823 $ 1,239,823 25% $9,070,347 12,000 202,381 118,666 94,193 300,000 39,900 $9,837,487 $8,815,285 24,000 203,048 221,000 280,000 $9,543,333 $9,730,333 $ 24,000 203,048 227,188 225,000 25,000 $10,434,569 $ 9,646,430 337,413 193,214 227,188 225,000 25,000 10,654,245 $ $ 831,145 313,413 (9,834) 6,188 225,000 (255,000) 1,110,912 9% 1306% -5% 3% Sub Total $8,815,285 24,000 203,048 221,000 280,000 $9,543,333 Total Resources $14,443,333 $15,710,013 $14,443,333 $16,541,670 $ 16,794,068 $ 2,350,735 16% $3,556,670 323,385 7,902 756,971 3,359 28,145 $4,676,432 $3,701,755 353,500 16,169 818,328 27,238 $4,916,990 $3,960,772 $ 385,106 923,185 9,001 33,878 $5,311,942 $ 3,960,772 385,106 923,185 9,001 313,413 5,591,477 $ Subtotal $3,746,207 309,947 833,598 27,238 $4,916,990 (259,017) -7% (31,606) -9% 16,169 100% (104,857) -13% (9,001) (286,175) -1051% (674,487) -14% Subtotal $174,988 3,338 3,500 1,759,564 116,753 113,100 835,000 310,249 60,800 28,800 182,700 632,492 $4,221,284 $1,676,287 6,073 78,192 248,445 176,913 75,636 735,000 392,034 61,561 86,122 178,227 632,492 $4,346,982 $1,671,070 3,338 61,921 261,218 119,577 76,722 835,000 264,409 60,800 75,800 182,700 632,492 $4,245,047 $2,337,644 $ 7,500 233,000 311,325 137,010 100,500 835,000 386,801 115,000 93,000 181,800 587,133 $5,325,713 $ 1,777,644 7,500 33,000 311,325 137,010 100,500 835,000 386,801 95,000 93,000 181,800 587,133 4,545,713 Subtotal 225,000 269,413 64,400 $558,813 250,000 211,507 50,300 35,000 $546,807 250,000 203,050 47,000 35,000 $535,050 68,850 172,600 $241,450 $ REVENUE 601 PROPERTY TAXES 620 OTHER INTERGOVERNMENTAL 621 PAYMENTS IN LIEU OF TAXES 635 OTHER CHARGES FOR SERVICES 637 FINES & FORFEITS 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONAL SERVICES 796 PERSONAL SERVICES ALLOC.-IN SUPPLIES & SERVICES 801 GENERAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 830 INTERGOVERNMENTAL PAYMENTS 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES 880 TRANSFERS OUT CAPITAL OUTLAY 915 BUILDINGS & IMPROVEMENTS 920 CAPITAL EQUIPMENT 930 VEHICLES & CONSTRUCTION EQUIP. 940 INFRASTRUCTURE 950 DEBT SERVICE $ $ -91% 12% $ (106,574) (4,162) 28,921 (50,107) (17,433) (23,778) (122,392) (34,200) (17,200) 900 45,359 (300,666) -6% -125% 47% -19% -15% -31% 0% -46% -56% -23% 0% 7% -7% 172,600 76,667 249,267 100% 100% -267% 100% $ 250,000 203,050 (125,600) 35,000 (76,667) 285,783 53% Total Expenditures $9,697,087 $9,570,221 $9,697,087 $10,879,105 $ 10,386,457 $ (689,370) -7% Operating Balance (Rev. - Exp.) ($153,754) $267,266 ($153,754) ($444,536) $ 267,788 $ 421,542 274% Ending Fund Balance (Resources - Exp.) $4,746,246 $6,139,792 $4,746,246 $5,662,565 $ 6,407,611 $ 1,661,365 35% - 769 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TOTAL BUDGET BY PROGRAM FY 2001-02 LIBRARY DISTRICT GRANTS Agency 651 Org Supplies & Services Personal Services Title 6510 LIBRARIES $ Totals: $ 56,380 56,380 $ $ 53,442 53,442 Total Capital Outlay Expenditures $ $ - $ $ 109,822 109,822 Revenue $ $ 109,823 109,823 EXPENDITURES AND REVENUES BY AGENCY/OBJECT LIBRARY DISTRICT GRANTS Agency 651 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 615 GRANTS Sub Total 30,152 $30,152 118,732 $118,732 30,152 $30,152 109,823 $109,823 $ 109,823 109,823 $ 79,671 79,671 264% 264% Total Resources $30,152 $118,732 $30,152 $109,823 $ 109,823 $ 79,671 264% Subtotal $0 $0 $25,000 24,890 6,633 $56,523 $0 $0 $25,230 $ 25,000 6,151 $56,381 $ 25,230 $ 25,000 6,150 56,380 $ (25,230) (25,000) (6,150) (56,380) Subtotal $3,200 10,352 400 16,200 $30,152 $21,676 24,333 16,200 $62,209 $3,200 10,752 16,200 $30,152 $13,000 $ 30,000 10,442 $53,442 $ 13,000 $ 30,000 10,442 53,442 $ (9,800) -306% (19,248) -179% 5,758 36% (23,290) -77% Total Expenditures $30,152 $118,732 $30,152 $109,823 $ 109,822 $ (79,670) -264% Operating Balance (Rev. - Exp.) $0 ($0) $0 $1 $ 2 $ EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 750 FRINGE BENEFITS SUPPLIES & SERVICES 801 GENERAL SUPPLIES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 842 TRAVEL & EDUCATION - 770 - 2 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL BUDGET SCHEDULES STADIUM DISTRICT - CACTUS LEAGUE Stadium District Board of Directors Executive Director David Smith Event Management Executive Director Representative William C. Scalzo Finance Administration MISSION The mission of the Maricopa County Stadium District is to provide fiscal resources for Cactus League Facilities and asset management of BankOne Ballpark for the community and visitors to Maricopa County so they can attend Cactus League spring training, Major League Baseball games, and other entertainment events in state-of-the-art, well maintained facilities. GOALS The District will increase financial reserves beginning in FY 2003 by $2M per year for new Cactus League facilities and existing facility renovation. The District will increase revenue from the use of BankOne Ballpark for non-baseball activities by 10% per fiscal year. The District will reduce staff turnover to less than 25% per year and increase staff’s operational and historical knowledge. The District will increase County Employee and Public participation by 5% in programs and events offered by the Stadium District. To ensure the future financial stability of the Stadium District and BankOne Ballpark, the District will increase entrepreneurial revenue by one new source per year. ISSUES Increased usage of Bank One Ballpark will result in increased revenue to the District. Turnover rate of staff could result in lack of historical knowledge and lessen the effectiveness of operations. A lack of surcharge revenue will prevent new teams from joining the Cactus League and future renovations of existing facilities. Restructuring the District could result in lack of oversight of a County asset and lack of protection of the taxpayers' interest. If the Team ownership was changed, or severe financial constraints occurred, the District could have potential loss of revenue and may need to renegotiate key contracts. 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 99 Actual $10,000.00 100% 100% FY 00 Actual N/A 100% 100% FY 01 Actual FY 02 Projected N/A $10,000.00 100% 100% 100% 100% - 771 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES MANDATE CONSOLIDATED FINANCIAL DATA Special Revenue Total Department Expenditures FY 1996-97 Actuals $ 29,850,761 FY 1997-98 Actuals $ 6,763,061 FY 1998-99 Actuals $ 13,791,563 FY 1999-00 Actuals $ 8,547,130 FY 2000-01 Estimate $ 8,617,468 FY 2001-02 Adopted Budget $ 8,889,457 Total Non-Mandated Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget Special Revenue $ 29,850,761 $ 6,763,061 $ 13,791,563 $ 8,547,130 $ 8,617,468 $ 8,889,457 Stadium District FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget Special Revenue $ 29,850,761 $ 6,763,061 $ 5,420,306 $ 5,535,496 $ 5,752,093 $ 5,819,282 Stadium District Major League Baseball FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget Special Revenue $$$ 8,371,257 $ 3,011,634 $ 2,865,375 $ 3,070,175 Capital Projects $$$$ 6,788,947 $ 7,667,372 $ 7,712,410 Capital Projects $$$$ 6,788,947 $ 7,667,372 $ 7,712,410 Capital Projects $$$$ 5,493,194 $ 5,685,822 $ 5,709,410 Capital Projects $$$$ 1,295,753 $ 1,981,550 $ 2,003,000 Total $ 29,850,761 $ 6,763,061 $ 13,791,563 $ 15,336,077 $ 16,284,840 $ 16,601,867 Total $ 29,850,761 $ 6,763,061 $ 13,791,563 $ 15,336,077 $ 16,284,840 $ 16,601,867 Total $ 29,850,761 $ 6,763,061 $ 5,420,306 $ 11,028,690 $ 11,437,915 $ 11,528,692 Total $$$ 8,371,257 $ 4,307,387 $ 4,846,925 $ 5,073,175 NOTE: Mandate financials do not include appropriated beginning fund balance, debt service, or eliminations. - 772 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES STADIUM DISTRICT Department 68 FUND TYPE SPECIAL REVENUE DEBT SERVICE SUB-TOTAL TOTAL FUNDS Personal Services 18,428 $ 18,428 $ 18,428 Supplies & Services 5,796,854 $ 5,796,854 $ 5,796,854 Capital Outlay 4,000 5,709,410 $ 5,713,410 $ 5,713,410 Total Expenses 5,819,282 5,709,410 $ 11,528,692 $ 11,528,692 Total Revenue 5,930,000 5,709,410 $ 11,639,410 $ 11,639,410 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT STADIUM DISTRICT Department 68 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance $ REVENUE 606 SALES TAXES 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE 680 TRANSFERS IN Sub Total $ Total Resources EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 750 FRINGE BENEFITS 796 PERSONAL SERVICES ALLOC.-IN $ $ 3,084,858 $ FY 00-01 Revised 3,084,858 $ FY 00-01 Projected 3,885,078 $ FY 01-02 Requested 4,131,314 $ FY 01-02 Adopted Variance 4,132,985 $ 1,048,127 5,551,425 5,551,425 5,800,000 5,730,000 5,730,000 39,650 200,000 200,000 75,000 75,000 160,350 5,402,219 5,685,822 5,685,822 5,709,410 5,709,410 11,028,644 $ 11,312,247 $ 11,685,822 $ 11,639,410 $ 11,639,410 $ % 34% 178,575 200,000 (75,000) 23,588 327,163 -100% 0% 3% 14,113,502 $ 14,397,105 $ 15,570,900 $ 15,770,724 $ 15,772,395 $ 1,375,290 10% 3% - $ 36,205 36,205 $ - $ 36,205 36,205 $ (424) $ (44) 15,000 14,533 $ - $ 18,428 18,428 $ - $ 18,428 18,428 $ 17,777 17,777 49% 49% Subtotal $ 37,157 $ 30,000 30,000 100 5,402,219 5,499,476 $ 37,157 $ 30,000 30,000 100 5,685,822 5,783,079 $ 32,972 $ 5,000 11,998 60 5,685,822 5,735,852 $ 27,345 $ 30,000 30,000 100 5,709,409 5,796,854 $ 27,345 $ 30,000 29,999 100 5,709,410 5,796,854 $ 9,812 1 (23,588) (13,775) 26% 0% 0% 0% 0% 0% Subtotal $ 5,402,219 5,402,219 $ 5,685,822 5,685,822 $ 5,687,530 5,687,530 $ 5,713,410 5,713,410 $ 5,713,410 5,713,410 $ (27,588) (27,588) 0% 0% 10,937,900 $ 11,505,106 $ 11,437,915 $ 11,528,692 $ 11,528,692 $ (23,586) 0% 303,577 157% 4,243,703 $ 1,351,704 47% Subtotal $ SUPPLIES & SERVICES 801 GENERAL SUPPLIES 810 LEGAL SERVICES 812 OTHER SERVICES 850 UTILITIES 880 TRANSFERS OUT $ CAPITAL OUTLAY 950 DEBT SERVICE Total Expenditures $ Operating Balance (Rev. - Exp.) $ 90,744 $ (192,859) $ 247,907 $ 110,718 $ Ending Fund Balance (Resources. - Exp.) $ 3,175,602 $ 2,891,999 $ 4,132,985 $ 4,242,032 $ 110,718 $ DEPARTMENTAL BUDGET SCHEDULES DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED - 773 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TOTAL BUDGET BY PROGRAM FY 2001-02 STADIUM DISTRICT GENERAL Agency 680 Supplies & Services Personal Services Org Title 6800 6810 6815 6820 6825 6830 6835 6840 ADMINISTRATION COMPADRE MESA PEORIA SCOTTSDALE PHOENIX MISC. CACTUS DEBT SERVICE $ Totals: $ 18,428 18,428 $ $ 5,796,854 5,796,854 Total Capital Outlay Expenditures $ 4,000 4,000 $ $ $ 5,819,282 5,819,282 Revenue $ 5,930,000 $ 5,930,000 EXPENDITURES AND REVENUES BY AGENCY/OBJECT STADIUM DISTRICT GENERAL Agency 680 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % $3,084,858 $3,885,078 $3,084,858 $4,131,314 $ 4,132,985 $ Sub Total 5,551,425 75,000 $5,626,425 5,800,000 39,650 160,350 $6,000,000 5,551,425 75,000 $5,626,425 5,730,000 200,000 $5,930,000 $ 5,730,000 200,000 5,930,000 $ Total Resources $8,711,283 $9,885,078 $8,711,283 $10,061,314 $ 10,062,985 $ 1,351,702 16% Subtotal $0 36,205 $36,205 ($424) (44) 15,000 $14,533 $0 36,205 $36,205 $0 $ 18,428 $18,428 $ - $ 18,428 18,428 $ 17,777 17,777 49% 49% Subtotal $37,157 30,000 30,000 100 5,402,219 $5,499,476 $32,972 5,000 11,998 60 5,685,822 $5,735,852 $37,157 30,000 30,000 100 5,685,822 $5,783,079 $27,345 $ 30,000 30,000 100 5,709,409 $5,796,854 $ 27,345 $ 30,000 29,999 100 5,709,410 5,796,854 $ 9,812 1 (23,588) (13,775) 26% 0% 0% 0% 0% 0% Subtotal $0 1,708 $1,708 $0 4,000 $4,000 $ 4,000 4,000 $ (4,000) (4,000) Total Expenditures $5,535,681 $5,752,093 $5,819,284 $5,819,282 $ 5,819,282 $ 2 0% Operating Balance (Rev. - Exp.) $90,744 $247,907 ($192,859) $110,718 $ 110,718 $ 303,577 157% Ending Fund Balance (Resources - Exp.) $3,175,602 $4,132,985 $2,891,999 $4,242,032 $ 4,243,703 $ 1,351,704 47% REVENUE 606 SALES TAXES 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 750 FRINGE BENEFITS 796 PERSONAL SERVICES ALLOC.-IN SUPPLIES & SERVICES 801 GENERAL SUPPLIES 810 LEGAL SERVICES 812 OTHER SERVICES 850 UTILITIES 880 TRANSFERS OUT CAPITAL OUTLAY 950 DEBT SERVICE - 774 - FY 00-01 Projected 1,048,127 34% 178,575 3% 200,000 (75,000) -100% 303,575 5% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES STADIUM DIST DEBT SVS-1993A Agency 682 Org Personal Services Title 6840 DEBT SERVICE $ Totals: $ - Supplies & Services $ $ - Total Capital Outlay Expenditures $ $ 634,525 634,525 $ $ 634,525 634,525 Revenue $ $ 634,525 634,525 EXPENDITURES AND REVENUES BY AGENCY/OBJECT STADIUM DIST DEBT SVS-1993A Agency 682 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 % RESOURCES REVENUE 680 TRANSFERS IN Sub Total 633,025 $633,025 633,025 $633,025 633,025 $633,025 634,525 $634,525 $ 634,525 634,525 $ 1,500 0% 1,500 0% Total Resources $633,025 $633,025 $633,025 $634,525 $ 634,525 $ 1,500 0% Subtotal 633,025 $633,025 633,025 $633,025 633,025 $633,025 634,525 $634,525 $ 634,525 634,525 $ (1,500) 0% (1,500) 0% Total Expenditures $633,025 $633,025 $633,025 $634,525 $ 634,525 $ (1,500) 0% EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES CAPITAL OUTLAY 950 DEBT SERVICE - 775 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TOTAL BUDGET BY PROGRAM FY 2001-02 STADIUM DIST DEBT SVS-1993B Agency 683 Org Personal Services Title 6840 DEBT SERVICE $ Totals: $ - Supplies & Services $ $ - Total Capital Outlay Expenditures $ $ 734,978 734,978 $ $ 734,978 734,978 Revenue $ $ 734,978 734,978 EXPENDITURES AND REVENUES BY AGENCY/OBJECT STADIUM DIST DEBT SVS-1993B Agency 683 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 680 TRANSFERS IN Sub Total 739,648 $739,648 739,648 $739,648 739,648 $739,648 734,978 $734,978 $ 734,978 734,978 $ (4,670) -1% (4,670) -1% Total Resources $739,648 $739,648 $739,648 $734,978 $ 734,978 $ (4,670) -1% Subtotal 739,648 $739,648 739,648 $739,648 739,648 $739,648 734,978 $734,978 $ 734,978 734,978 $ 4,670 4,670 1% 1% Total Expenditures $739,648 $739,648 $739,648 $734,978 $ 734,978 $ 4,670 1% EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES CAPITAL OUTLAY 950 DEBT SERVICE - 776 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES STADIUM DIST DEBT SVS-PEORIA Agency 684 Org Personal Services Title 6840 DEBT SERVICE $ Totals: $ - Supplies & Services $ $ - Total Capital Outlay Expenditures $ $ 2,378,503 2,378,503 $ $ 2,378,503 2,378,503 Revenue $ $ 2,378,503 2,378,503 EXPENDITURES AND REVENUES BY AGENCY/OBJECT STADIUM DIST DEBT SVS-PEORIA Agency 684 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 % RESOURCES REVENUE 680 TRANSFERS IN Sub Total 2,623,028 $2,623,028 2,381,055 $2,381,055 2,381,055 $2,381,055 2,378,503 $2,378,503 $ 2,378,503 2,378,503 $ (2,552) 0% (2,552) 0% Total Resources $2,623,028 $2,381,055 $2,381,055 $2,378,503 $ 2,378,503 $ (2,552) 0% Subtotal 2,623,028 $2,623,028 2,381,055 $2,381,055 2,381,055 $2,381,055 2,378,503 $2,378,503 $ 2,378,503 2,378,503 $ 2,552 0% 2,552 0% Total Expenditures $2,623,028 $2,381,055 $2,381,055 $2,378,503 $ 2,378,503 $ 2,552 0% EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES CAPITAL OUTLAY 950 DEBT SERVICE - 777 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TOTAL BUDGET BY PROGRAM FY 2001-02 STADIUM DISTRICT DEBT SERVICE Agency 685 Org Personal Services Title 6840 DEBT SERVICE $ Totals: $ - Supplies & Services $ $ - Total Capital Outlay Expenditures $ $ 597,678 597,678 $ $ 597,678 597,678 Revenue $ $ 597,678 597,678 EXPENDITURES AND REVENUES BY AGENCY/OBJECT STADIUM DISTRICT DEBT SERVICE Agency 685 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 680 TRANSFERS IN Sub Total 603,428 $603,428 603,428 $603,428 603,428 $603,428 597,678 $597,678 $ 597,678 597,678 $ (5,750) -1% (5,750) -1% Total Resources $603,428 $603,428 $603,428 $597,678 $ 597,678 $ (5,750) -1% Subtotal 603,428 $603,428 603,428 $603,428 603,428 $603,428 597,678 $597,678 $ 597,678 597,678 $ 5,750 5,750 1% 1% Total Expenditures $603,428 $603,428 $603,428 $597,678 $ 597,678 $ 5,750 1% EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES CAPITAL OUTLAY 950 DEBT SERVICE - 778 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES STADIUM DISTRICT DEBT SERVICE - MESA Agency 686 Org Personal Services Title 6815 MCSD DEBT SERVICE: MESA $ Totals: $ - Supplies & Services $ $ - Total Capital Outlay Expenditures $ $ 681,863 681,863 $ $ 681,863 681,863 Revenue $ $ 681,863 681,863 EXPENDITURES AND REVENUES BY AGENCY/OBJECT STADIUM DISTRICT DEBT SERVICE - MESA Agency 686 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 % RESOURCES REVENUE 680 TRANSFERS IN Sub Total 401,545 $401,545 664,333 $664,333 664,333 $664,333 681,863 $681,863 $ 681,863 681,863 $ 17,530 17,530 3% 3% Total Resources $401,545 $664,333 $664,333 $681,863 $ 681,863 $ 17,530 3% Subtotal 401,545 $401,545 664,333 $664,333 664,333 $664,333 681,863 $681,863 $ 681,863 681,863 $ (17,530) -3% (17,530) -3% Total Expenditures $401,545 $664,333 $664,333 $681,863 $ 681,863 $ (17,530) -3% EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES CAPITAL OUTLAY 950 DEBT SERVICE - 779 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TOTAL BUDGET BY PROGRAM FY 2001-02 STADIUM DISTRICT DEBT SERVICE - MARYVALE Agency 688 Org Personal Services Title 6845 MCSD DEBT SERVICE: MARYVALE $ Totals: $ - Supplies & Services $ $ - Total Capital Outlay Expenditures $ $ 681,863 681,863 $ $ 681,863 681,863 Revenue $ $ 681,863 681,863 EXPENDITURES AND REVENUES BY AGENCY/OBJECT STADIUM DISTRICT DEBT SERVICE - MARYVALE Agency 688 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % RESOURCES REVENUE 680 TRANSFERS IN Sub Total 401,545 $401,545 664,333 $664,333 664,333 $664,333 681,863 $681,863 $ 681,863 681,863 $ 17,530 17,530 3% 3% Total Resources $401,545 $664,333 $664,333 $681,863 $ 681,863 $ 17,530 3% Subtotal 401,545 $401,545 664,333 $664,333 664,333 $664,333 681,863 $681,863 $ 681,863 681,863 $ (17,530) -3% (17,530) -3% Total Expenditures $401,545 $664,333 $664,333 $681,863 $ 681,863 $ (17,530) -3% EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES CAPITAL OUTLAY 950 DEBT SERVICE - 780 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL BUDGET SCHEDULES STADIUM DISTRICT - MAJOR LEAGUE BASEBALL Stadium District Board of Directors Executive Director David Smith Executive Director Representative William C. Scalzo Finance Event Management Administration MISSION The mission of the Maricopa County Stadium District is to provide fiscal resources for Cactus League Facilities and asset management of BankOne Ballpark for the community and visitors to Maricopa County so they can attend Cactus League spring training, Major League Baseball games, and other entertainment events in state-of-the-art, well maintained facilities. GOALS The District will increase financial reserves beginning in FY 2003 by $2M per year for new Cactus League facilities and existing facility renovation. The District will increase revenue from the use of BankOne Ballpark for non-baseball activities by 10% per fiscal year. The District will reduce staff turnover to less than 25% per year and increase staff’s operational and historical knowledge. The District will increase County Employee and Public participation by 5% in programs and events offered by the Stadium District. To ensure the future financial stability of the Stadium District and BankOne Ballpark, the District will increase entrepreneurial revenue by one new source per year. ISSUES Increased usage of Bank One Ballpark will result in increased revenue to the District. Turnover rate of staff could result in lack of historical knowledge and lessen the effectiveness of operations. A lack of surcharge revenue will prevent new teams from joining the Cactus League and future renovations of existing facilities. Restructuring the District could result in lack of oversight of a County asset and lack of protection of the taxpayers' interest. If the Team ownership was changed, or severe financial constraints occurred, the District could have potential loss of revenue and may need to renegotiate key contracts. - 781 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES PERFORMANCE MEASURES 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. 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, etc) to fund operations, debt service costs and accumulate reserves. Increase annually District Event revenue and other entrepreneurial revenues. FY 99 Actual FY 00 Actual FY 01 Actual 6 N/A 2 N/A 3 9 10 3 N/A 7 N/A 9 $20,368.76 8 $40,000 10 100% 100% 100% 100% 100% 100% $545,000 $567,138.59 100% $660,000 100% $497,441.36 POSITION DISTRIBUTION POSITION DISTRIBUTION 78 STADIUM DISTRICT MLB WORKING TITLE ADMINISTRATIVE ASSISTANT III MCSD ACCOUNTANT SD ADMINISTRATIVE MANAGER SD CHIEF FINANCIAL OFFICER TOTAL FTE 1.0 1.0 1.0 1.0 4.0 MANDATE CONSOLIDATED FINANCIAL DATA Special Revenue Total Department Expenditures FY 1996-97 Actuals $ 29,850,761 FY 1997-98 Actuals $ 6,763,061 FY 1998-99 Actuals $ 13,791,563 FY 1999-00 Actuals $ 8,547,130 FY 2000-01 Estimate $ 8,617,468 FY 2001-02 Adopted Budget $ 8,889,457 - 782 - Total Non-Mandated Expenditures FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget Special Revenue $ 29,850,761 $ 6,763,061 $ 13,791,563 $ 8,547,130 $ 8,617,468 $ 8,889,457 Stadium District FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget Special Revenue $ 29,850,761 $ 6,763,061 $ 5,420,306 $ 5,535,496 $ 5,752,093 $ 5,819,282 FY 02 Projected Capital Projects $$$$ 6,788,947 $ 7,667,372 $ 7,712,410 Capital Projects $$$$ 6,788,947 $ 7,667,372 $ 7,712,410 Capital Projects $$$$ 5,493,194 $ 5,685,822 $ 5,709,410 Total $ 29,850,761 $ 6,763,061 $ 13,791,563 $ 15,336,077 $ 16,284,840 $ 16,601,867 Total $ 29,850,761 $ 6,763,061 $ 13,791,563 $ 15,336,077 $ 16,284,840 $ 16,601,867 Total $ 29,850,761 $ 6,763,061 $ 5,420,306 $ 11,028,690 $ 11,437,915 $ 11,528,692 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Special Revenue $$$ 8,371,257 $ 3,011,634 $ 2,865,375 $ 3,070,175 Capital Projects $$$$ 1,295,753 $ 1,981,550 $ 2,003,000 Total $$$ 8,371,257 $ 4,307,387 $ 4,846,925 $ 5,073,175 NOTE: Mandate financials do not include appropriated beginning fund balance, debt service, or eliminations. DEPARTMENTAL BUDGET SCHEDULES Stadium District Major League Baseball FY 1996-97 Actuals FY 1997-98 Actuals FY 1998-99 Actuals FY 1999-00 Actuals FY 2000-01 Estimate FY 2001-02 Adopted Budget - 783 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES DEPARTMENTAL SUMMARY BY FUND TYPE & CATEGORY - ADOPTED STADIUM DISTRICT MLB Department 78 FUND TYPE SPECIAL REVENUE CAPITAL PROJECTS SUB-TOTAL TOTAL FUNDS Personal Services 222,400 18,535 $ 240,935 $ 240,935 Supplies & Services 1,303,484 3,000 $ 1,306,484 $ 1,306,484 Capital Outlay 1,544,291 1,981,465 $ 3,525,756 $ 3,525,756 Total Expenses 3,070,175 2,003,000 $ 5,073,175 $ 5,073,175 Total Revenue 3,731,091 3,150,000 $ 6,881,091 $ 6,881,091 EXPENDITURES AND REVENUES BY DEPARTMENT/OBJECT STADIUM DISTRICT MLB Department 78 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance $ REVENUE 625 STATE SHARED SALES TAX 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE 680 TRANSFERS IN Sub Total $ Total Resources EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 750 FRINGE BENEFITS 795 PERSONAL SERVICES ALLOC.-OUT 796 PERSONAL SERVICES ALLOC.-IN $ $ FY 00-01 Projected FY 01-02 Requested FY 01-02 Adopted Variance 10,560,270 $ 10,560,270 $ 11,135,208 $ 12,802,385 $ 13,126,636 $ 2,566,366 3,714,236 600,000 4,314,236 $ 3,714,236 600,000 4,314,236 $ 119,657 602,500 5,757,566 600,000 7,079,723 $ 642,000 5,639,091 600,000 6,881,091 $ % 24% 642,000 642,000 5,639,091 1,924,855 600,000 6,881,091 $ 2,566,855 52% 0% 59% 14,874,506 $ 14,874,506 $ 18,214,931 $ 19,683,476 $ 20,007,727 $ 5,133,221 35% 166,968 $ 42,995 (77,193) 78,851 211,621 $ 171,285 $ 38,678 (77,193) 78,851 211,621 $ 138,723 $ 28,000 (33,951) 78,851 211,623 $ 177,008 $ 34,579 (77,344) 94,104 228,347 $ 171,606 $ 34,034 (77,344) 112,639 240,935 $ (321) 4,644 151 (33,788) (29,314) 0% 12% 0% -43% -14% (42,616) $ 60,000 474,665 3,500 5,500 78,116 9,400 150 250 638,705 1,227,670 $ (35,817) $ 20,000 398,434 3,500 1,400 59,218 1,375 151 250 638,705 1,087,216 $ (23,957) $ 2,000 40,000 578,187 3,500 5,160 56,174 9,400 610 300 635,110 1,306,484 $ (23,957) $ 2,000 40,000 578,187 3,500 5,160 56,174 9,400 610 300 635,110 1,306,484 $ (18,659) (2,000) 20,000 (103,522) 340 21,942 (460) (50) 3,595 (78,814) -44% Subtotal $ (42,616) $ 60,000 474,665 3,500 5,500 78,116 9,400 150 250 638,705 1,227,670 $ 33% -22% 0% 6% 28% 0% -307% -20% 1% -6% Subtotal $ 2,000,000 1,569,036 3,569,036 $ 2,000,000 1,569,036 3,569,036 $ 1,543,210 2,004,876 3,548,086 $ 2,015,000 1,529,291 3,544,291 $ 1,996,465 1,529,291 3,525,756 $ 3,535 39,745 43,280 0% 3% 1% Total Expenditures $ 5,008,327 $ 5,008,327 $ 4,846,925 $ 5,079,122 $ 5,073,175 $ (64,848) -1% Operating Balance (Rev. - Exp.) $ (694,091) $ (694,091) $ 2,232,798 $ 1,801,969 $ 1,807,916 $ 2,502,007 360% Ending Fund Balance (Resources. - Exp.) $ 9,866,179 $ 9,866,179 $ 13,368,006 $ 14,604,354 $ 14,934,552 $ 5,068,373 51% Subtotal $ SUPPLIES & SERVICES 801 GENERAL SUPPLIES 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES 880 TRANSFERS OUT $ CAPITAL OUTLAY 915 BUILDINGS & IMPROVEMENTS 950 DEBT SERVICE - 784 - FY 00-01 Revised MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES STADIUM DISTRICT - BANK ONE BALLPARK Agency 780 Org Personal Services Title 7800 BOB OPERATIONS 7890 MAJOR LEAGUE BASEBALL $ Totals: $ 219,367 3,033 222,400 Supplies & Services $ 1,303,484 $ 1,303,484 Total Capital Outlay Expenditures $ 1,544,291 $ 1,544,291 $ 3,067,142 3,033 $ 3,070,175 Revenue $ 3,731,091 $ 3,731,091 EXPENDITURES AND REVENUES BY AGENCY/OBJECT STADIUM DISTRICT - BANK ONE BALLPARK Agency 780 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % $1,178,270 $1,844,178 $1,178,270 $2,364,188 $ 2,306,355 $ 1,128,085 Sub Total 335,942 $335,942 100,000 3,227,552 $3,327,552 335,942 $335,942 100,000 3,631,091 $3,731,091 $ 100,000 3,631,091 3,731,091 $ 100,000 3,295,149 981% 3,395,149 1011% Total Resources $1,514,212 $5,171,730 $1,514,212 $6,095,279 $ 6,037,446 $ 4,523,234 299% Subtotal $166,968 42,995 (77,193) 78,851 $211,621 $138,723 28,000 (33,951) 78,851 $211,623 $171,285 38,678 (77,193) 78,851 $211,621 $177,008 $ 34,579 (77,344) 94,104 $228,347 $ 171,606 $ 34,034 (77,344) 94,104 222,400 $ (321) 4,644 151 (15,253) (10,779) 0% 12% 0% -19% -5% ($35,817) 20,000 395,934 3,500 1,400 59,218 1,375 151 250 638,705 $1,084,716 ($42,616) 60,000 471,165 3,500 5,500 78,116 9,400 150 250 638,705 $1,224,170 ($23,957) $ 2,000 40,000 575,187 3,500 5,160 56,174 9,400 610 300 635,110 $1,303,484 $ (23,957) $ 2,000 40,000 575,187 3,500 5,160 56,174 9,400 610 300 635,110 1,303,484 $ (18,659) (2,000) 20,000 (104,022) 340 21,942 (460) (50) 3,595 (79,314) -44% Subtotal ($42,616) 60,000 471,165 3,500 5,500 78,116 9,400 150 250 638,705 $1,224,170 33% -22% 0% 6% 28% 0% -307% -20% 1% -6% Subtotal 1,569,036 $1,569,036 1,569,036 $1,569,036 1,569,036 $1,569,036 15,000 1,529,291 $1,544,291 $ 15,000 1,529,291 1,544,291 $ (15,000) 39,745 24,745 3% 2% Total Expenditures $3,004,827 $2,865,375 $3,004,827 $3,076,122 $ 3,070,175 $ (65,348) -2% Operating Balance (Rev. - Exp.) ($2,668,885) $462,177 ($2,668,885) $654,969 $ 660,916 $ 3,329,801 125% Ending Fund Balance (Resources - Exp.) ($1,490,615) $2,306,355 ($1,490,615) $3,019,157 $ 2,967,271 $ 4,457,886 299% REVENUE 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE EXPENDITURES PERSONAL SERVICES 701 REGULAR PAY 750 FRINGE BENEFITS 795 PERSONAL SERVICES ALLOC.-OUT 796 PERSONAL SERVICES ALLOC.-IN SUPPLIES & SERVICES 801 GENERAL SUPPLIES 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 812 OTHER SERVICES 820 OPERATING LEASES & RENTS 825 REPAIRS & MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 TRAVEL & EDUCATION 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES 880 TRANSFERS OUT CAPITAL OUTLAY 915 BUILDINGS & IMPROVEMENTS 950 DEBT SERVICE DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 96% - 785 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES TOTAL BUDGET BY PROGRAM FY 2001-02 STADIUM DISTRICT - B. O. B. LONG TERM RESER Agency 788 Org Supplies & Services Personal Services Title 7880 B.O.B. LONG TERM RESERVE $ Totals: $ - $ $ 3,000 3,000 Total Capital Outlay Expenditures $ $ - $ $ 3,000 3,000 Revenue $ $ 1,150,000 1,150,000 EXPENDITURES AND REVENUES BY AGENCY/OBJECT STADIUM DISTRICT - B. O. B. LONG TERM RESER Agency 788 FY 00-01 Final Adopted RESOURCES Beginning Fund Balance FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance % $9,382,000 $9,291,030 $9,382,000 $10,438,197 $ 10,820,281 $ Sub Total 1,376,294 600,000 $1,976,294 119,657 500,000 530,014 600,000 $1,749,671 1,376,294 600,000 $1,976,294 540,000 10,000 600,000 $1,150,000 $ 540,000 10,000 600,000 1,150,000 $ Total Resources $11,358,294 $11,040,701 $11,358,294 $11,588,197 $ 11,970,281 $ 611,987 5% Subtotal 3,500 $3,500 2,500 $2,500 3,500 $3,500 3,000 $3,000 $ 3,000 3,000 $ 500 500 14% 14% Subtotal $0 217,920 $217,920 $0 $0 $ - $ - Total Expenditures $3,500 $220,420 $3,500 $3,000 $ 3,000 $ 500 Operating Balance (Rev. - Exp.) $1,972,794 $1,529,251 $1,972,794 $1,147,000 $ 1,147,000 $ Ending Fund Balance (Resources - Exp.) $11,354,794 $10,820,281 $11,354,794 $11,585,197 $ 11,967,281 $ REVENUE 625 STATE SHARED SALES TAX 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE 680 TRANSFERS IN 1,438,281 15% 540,000 (1,366,294) -99% 0% (826,294) -42% EXPENDITURES PERSONAL SERVICES SUPPLIES & SERVICES 812 OTHER SERVICES CAPITAL OUTLAY 950 DEBT SERVICE - 786 - 14% (825,794) -42% 612,487 5% MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES STADIUM DISTRICT MLB CAPITAL PROJECTS Agency 789 Org Supplies & Services Personal Services Title 7890 MAJOR LEAGUE BALLPARK $ Totals: $ 18,535 18,535 $ $ - Total Capital Outlay Expenditures $ $ 1,981,465 1,981,465 $ $ 2,000,000 2,000,000 Revenue $ 2,000,000 $ 2,000,000 EXPENDITURES AND REVENUES BY AGENCY/OBJECT STADIUM DISTRICT MLB CAPITAL PROJECTS Agency 789 FY 00-01 Final Adopted FY 00-01 Projected FY 00-01 Revised FY 01-02 Requested FY 01-02 Adopted Variance DEPARTMENTAL BUDGET SCHEDULES TOTAL BUDGET BY PROGRAM FY 2001-02 % RESOURCES REVENUE 645 INTEREST EARNINGS 650 MISCELLANEOUS REVENUE Sub Total 2,002,000 $2,002,000 2,500 2,000,000 $2,002,500 2,002,000 $2,002,000 2,000 1,998,000 $2,000,000 $ 2,000 1,998,000 2,000,000 $ 2,000 (4,000) (2,000) 0% 0% Total Resources $2,002,000 $2,002,500 $2,002,000 $2,000,000 $ 2,000,000 $ (2,000) 0% Subtotal $0 $0 $0 $0 $ 18,535 18,535 $ (18,535) (18,535) Subtotal 2,000,000 $2,000,000 1,543,210 217,920 $1,761,130 2,000,000 $2,000,000 2,000,000 $2,000,000 $ 1,981,465 1,981,465 $ 18,535 18,535 1% Total Expenditures $2,000,000 $1,761,130 $2,000,000 $2,000,000 $ 2,000,000 $ - 0% Operating Balance (Rev. - Exp.) $2,000 $241,370 $2,000 $0 $ - $ EXPENDITURES PERSONAL SERVICES 796 PERSONAL SERVICES ALLOC.-IN SUPPLIES & SERVICES CAPITAL OUTLAY 915 BUILDINGS & IMPROVEMENTS 950 DEBT SERVICE 1% (2,000) -100% - 787 - DEPARTMENTAL BUDGET SCHEDULES MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES LEGEND NOTES TRANSFORMER DUPLEX CONVENIENCE OUTLET INCANDESCENT INDICATOR LIGHT FUSE EARTH GROUND OVERLOAD THERMAL RELAY-LINE CIRCUIT - 788 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES ATTACHMENTS ATTACHMENTS BUDGETING FOR RESULTS POLICY GUIDELINES INTRODUCTION The purpose of this policy is to set forth the guidelines for developing the FY 2001-02 budgets for Maricopa County, as well as the Flood Control, Library, and Stadium Districts. Maricopa County’s budget process provides for responsible management of taxpayers’ resources, while insuring that funds are directed towards achieving results at all levels. DEFINITIONS Budgeting for Results: A process in which budgetary decisions are based on or informed by performance information that describes the cost or efficiency of producing an activity and the results achieved for customers. This is accomplished by structuring the accounting and budgeting systems according to the structure of Departments' Strategic Plans. Structurally Balanced Budget: A budget in which all recurring expenditures are fully supported by recurring sources of funding. POLICY GUIDELINES GENERAL GUIDELINES FOR BUDGET DEVELOPMENT The budget will be based on conservative revenue estimates and will be structurally balanced. The budget will be formulated in accordance with the Reserve and Tax Reduction Policy Guidelines (B1007). In accordance with the Board of Supervisors/Board of Directors’ Managing for Results Policy (B6001), Budgeting for Results is part of an overall management system that integrates planning, budgeting, reporting, evaluating and decision-making that is focused on achieving results and fulfilling public accountability. Departments/Special Districts are required to participate in the strategic planning process, and their plans and performance measures, along with strategic direction from the Board of Supervisors/Board of Directors, will be the primary basis for funding decisions. The Office of Management and Budget will analyze all base budgets to identify possible reductions, and will analyze all results initiative requests in detail, with particular focus on their impact on results. All requests for additional funding will be reviewed on a limited basis, with only the highest priorities recommended. Requests for additional funding will be considered only if Departments/Special Districts have met the requirements for “Planning for Results” under the Managing for Results Policy (B6001). Primary consideration will be given to: Mandated health care; Full funding of the current five-year Capital Improvement Program and other infrastructure investments; new projects may be considered for funding only when all previous commitments are funded, or if funding can be reallocated by eliminating or scaling back previously approved and funded projects. Criminal justice initiatives, particularly new or enhanced programs that will result in reduced jail and juvenile detention over-crowding and other justice related items. Compensation, with priority on completing previously identified market adjustments where attrition rates are still above local standards. The Board of Supervisors/Board of Directors can change or revise the priorities listed above after reviewing the strategic goals developed by Departments/Special Districts, and as they refine their own - 789 - ATTACHMENTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES strategic direction and goals. 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. Consistent with the County’s compensation plan, additional funding for FY 2001-02 pay increases will be allocated to Departments/Special Districts when achieving program results depends on improving employee recruitment and retention, and when compensation levels can effectively influence these factors. Directors and Program Managers will critically review new, unfunded or under-funded program mandates from the State and Federal governments in order to determine the fiscal impact to the County and to identify funding solutions. All positions will be fully funded in the budget or designated for elimination in accordance with the Funded Position Policy (B3001). Wherever possible, grants and other non-local revenue sources will be used before allocating General Fund resources or other local revenues. Grant and other special revenue budgets will be developed in accordance with the Policy for Administering Grants (F2001) and the Indirect Cost Policy for Grant Programs (F2002). Matching funds will be budgeted only to the extent required by law or by contracts and agreements specifically approved by the Board of Supervisors/Board of Directors. 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 (B4002). REVENUE Existing grant agreements or grant applications must support budget requests for grants. Where appropriate, services and programs will be supported by user fees. User fees will 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. Because expenditures supported by user fees are generally subject to the Constitutional expenditure limitation, such expenditures must be carefully reviewed, and user fee rates should be reduced if they can no longer be justified by actual expenditures. Anticipated revenue to the County from fee increases will not be budgeted unless the Board of Supervisors/Board of Directors has approved such increases. All Departments/Special Districts, including elected officials and the Judicial Branch, will report to the Board of Supervisors/Board of Directors via the Office of Management and Budget all non-appropriated funding sources available to support their operations and programs, either directly or indirectly. When investigatory or security issues are of concern, such issues will be addressed on an individual basis. EXPENDITURES Departments/Special Districts shall submit base expenditure requests within the budget target provided by the Office of Management and Budget. The Office of Management and Budget will develop targets for each fund budgeted by a Department/Special District according to its current FY 2000-01 budget, with the following adjustments: The annualized cost of FY 2000-01 approved budget issues (referred to as “results initiative requests” for FY 2001-02). Net increases in operating costs for new capital facilities, and other additions to County maintained facilities. - 790 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES The Office of Management and Budget may adjust budget targets at any time during the budget development process prior to the Board's adoption of the Tentative Budget. ATTACHMENTS The annualized cost of any other items approved by the Board of Supervisors/Board of Directors that have a budget impact in future years. Adjustments to reflect changes in the number of paid hours per full-time equivalent position. Requests for funding above base level must be submitted as Results Initiatives Requests, and must be directed to achievement of approved strategic goals that align with the direction of the Board of Supervisors/Board of Directors. Results Initiative Requests must be supported by complete performance measures that can be used to monitor and evaluate the initiative’s success if funded. To insure long-term compliance with the County’s Constitutional expenditure limitation, Results Initiative Requests that total 7.5% or more above a department’s base budget request may be submitted only with the prior approval of the Deputy County Administrator. If Results Initiative Requests do not meet this requirement, they will be returned unanalyzed and the target budget alone will be recommended to the Board of Supervisors. In order to promote consistent and realistic budgeting of personnel, all personal service budgets shall include a reasonable allowance for personnel savings due to natural staff turnover. The rate of personnel savings should be budgeted based on past experience. Budgeted personnel savings may be budgeted conservatively for smaller departments that are subject to greater variations in staff turnover. No "carryover" capital outlay or capital improvements will be budgeted unless specifically approved by the Board of Supervisors/Board of Directors. 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 General Fund Departments will be budgeted in General Government. All non-General Fund Departments will fund their own Major Maintenance projects and Vehicle Replacement. BUDGET PROCESS All Appointed, Elected and Judicial Branch Departments/Special Districts will follow these policy guidelines in preparing their FY 2001-02 budget requests. All Appointed, Elected, and Judicial Branch Departments/Special Districts will submit budget requests to the Office of Management and Budget (OMB) following the detailed timeline, directions and format prescribed by OMB. Department/Special District financial reporting structures will be established by the Financial Reporting Review Committee and must be finalized prior to budget submission. All budget requests will be submitted at a detailed level by department, fund, organization unit, object/revenue source, and month. Beginning with FY 2002-03, budget requests will also be developed by program and activity. Departments/Special Districts will prepare their budget requests in the budget preparation system provided by the Office of Management and Budget, and will follow all system instructions. 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. - 791 - ATTACHMENTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES CAPITAL IMPROVEMENT PROJECTS Upon recommendation of the Facilities Review Committee and identification of available funding, the Office of Management and Budget will recommend a five-year Capital Improvement Program to Board of Supervisors/Board of Directors in accordance with the Capital Improvement Program Policy. The Board of Supervisors/Board of Directors may allocate carry-over fund balances to one-time capital items in accordance with the Reserve and Tax Reduction Policy (B1007). When requesting funding for capital improvement projects, Departments/Special Districts will provide estimates of increased operating costs associated with each individual project. Capital improvement program budgets may include a contingency budget reserve to fund project overages of up to 10% or $1,000,000, whichever is less. INTERNAL CHARGES AND INDIRECT COST ALLOCATIONS: Internal service departments and County Counsel will develop estimates of base and discretionary charges for each Department/Special District 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 29, 2000. Internal service costs will be released to departments the week ending January 12, 2001. All internal charges will be based strictly on recovery of actual costs for providing services or sharing use of equipment or facilities; charges between Departments/Special Districts that are based on “market rates” and exceed actual costs are prohibited. 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, and paid from, General Government. Discretionary internal service charges are the responsibility of the requesting Department/Special District. 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. The Department of 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 based on a funding plan developed by the Risk Management Department. The funding plan will provide for an ending cash balance equal to the projected paid losses and claims-related expenses for the upcoming fiscal year. USE OF THE JAIL EXCISE TAX: The Jail Excise Tax, authorized by A.R.S. §42-6109 and approved by the voters of Maricopa County in November 1998, is a non-recurring revenue source. Consistent with Maricopa County’s budgetary and fiscal policies and the need to maintain a structurally balanced budget, it is the intent of the Board of Supervisors, whenever possible, to fund all recurring operating expenditures, including alternative jail population reduction programs, from recurring revenue sources. Operating costs for existing jail and juvenile detention facilities will be held to a minimum, and, if possible, will not exceed the required Maintenance of Effort allocation to the Jail Tax Fund from the General Fund, as required by A.R.S. §42-6109. 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 - 792 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Funding for the integrated criminal justice information system project will be set at an appropriate level based on demonstrated benefits that justify the investment. Information Technology budget requests will be considered for funding from Jail Excise Tax proceeds under the following circumstances: ATTACHMENTS possible. The request is directly related to operation of current and new jail and juvenile detention facilities. The request is part of, or is necessary for full implementation of, the integrated criminal justice information system project, as described in the referendum documentation. If funds are available once the Master Plan has been provided for, jail excise tax funds could be considered for information technology requests that increase the efficiency of various components of the criminal justice system, so long as the project meets one of the authorized uses in A.R.S. §42-6109. These include Developing regional centers for courts not of record. Implementing differentiated case management for criminal cases in superior court. Consolidating criminal divisions of the superior court in the county to a common location. Expanding pretrial release supervision. Implementing electronic monitoring of pre-adjudicated defendants. Enhancing substance abuse evaluation and programming. Increasing drug court admissions to include pre-adjudicated defendants and expanding drug court jurisdiction. Using community based juvenile detention and post-adjudication programs. - 793 - ATTACHMENTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES BUDGET CALENDAR 2000 November 17 Departmental Strategic Plans and draft Results Initiatives Due December 4 BOS adoption of FY 2001-02 Budgeting For Results Policy Guidelines December 13 Human Resources begins distributing market study info to departments December 15 Technology Results Initiatives Requests due to the Office of the CIO December 29 Internal Service Cost Estimates Due 2001 January 8 – 12 Budget Kick-off (Targets Distributed & System Training) January 15 Internal Service Costs Released January 25 BOS Strategic Planning Session February 12 Departmental Budgets are due back to OMB February 12 – March 30 OMB reviews Departmental Budgets March 12 – April 13 Deputy County Administrator reviews Appointed Department Budgets and negotiates Elected Official/Judicial Branch Budgets (Analysts review their departments with Deputy County Administrator) April 2 & 16 Elected Official/Judicial Branch Budget Presentations to BOS April 7 – May 13 OMB consolidates Departmental Budgets May 14 CAO Presents FY 2001-02 Budget to Board of Supervisors May 21 Board Adopts FY 2001-02 Tentative Budget May 22 – June 8 Public Meetings held in Supervisory Districts, as requested June 18 Final Adoption of FY 2001-02 Budget TBA Board of Supervisors sets Tax Rate - 794 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES INTRODUCTION According to A.R.S. §42-17106, the County may not incur expenditures in excess of the amounts appropriated by the Board of Supervisors in the annual budget. The purpose of the Budgeting for Results Accountability Policy is to provide Departments/Special Districts with flexibility in managing their allocated public resources to achieve program results, while upholding accountability for spending within legal appropriations. ATTACHMENTS BUDGETING FOR RESULTS ACCOUNTABILITY POLICY DEFINITIONS Appropriation: Authorization by the Board of Supervisors/Board of Directors to incur expenditures for a specific purpose, defined in Maricopa County as total expenditures by Department/Special District and fund; “budget items” as referenced in A.R.S. §42-17106. Department: All County Departments, including Elected Official Offices, Court Departments, and Appointed Departments. Detailed Budget: Budget allocation within an program/activity/service, object/source, and position. appropriation by month, organization unit, Special District: All Maricopa County Special Districts, including the Flood Control District, Library District, and Stadium District. POLICY GUIDELINES Budgets shall be appropriated and controlled by the Board of Supervisors/Board of Directors at the level of Department/Special District and fund and, where applicable, by capital improvement project. Appropriation levels are not guaranteed from one fiscal year to the next. Each year, appropriation amounts for each Department/Special District and fund shall be recommended by OMB for approval by the Board of Supervisors/Board of Directors, based on detailed reviews of spending needs, priorities, expected results, and available funding. Departments/Special Districts shall develop and maintain detailed revenue and expenditure budgets that will be loaded into the main financial system. Detailed budgets will be prepared by month, organization unit, object/source and position according to instructions developed by the Office of Management and Budget. Beginning in FY 2002-03, detailed budgets will also be allocated to programs and activities. Detailed budgets shall exactly equal Board appropriations. Appropriations shall be changed during the fiscal year only with Board of Supervisors/Board of Directors approval, with the exception of grants approved by the Board in the previous fiscal year and carried over into the new year. The Office of Management and Budget may approve appropriation adjustments for carried-over grants if the Board of Supervisors/Board of Directors previously appropriated the grant, and the Department of Finance certifies the carried-over grant balance. The Board of Supervisors/Board of Directors must approve all changes in capital improvement project appropriations. All requests for project appropriations must be accompanied by a request for Board approval to amend the five-year capital improvement program, or by notification that an amendment is not required. Capital improvement project appropriations do not need to be adjusted so long as project overruns do not exceed 10% or $1,000,000, whichever is less (refer to item 12). In order to maximize results, Departments/Special Districts will have the flexibility to reallocate their detailed budgets for the remainder of the current fiscal year within appropriations approved by the Board - 795 - ATTACHMENTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES of Supervisors/Board of Directors. Budgetary flexibility is accompanied by the responsibility to produce expected results while absorbing unanticipated spending increases. If a Department/Special District requests an appropriation increase or contingency transfer for an unanticipated spending increase, the Board of Supervisors/Board of Directors shall determine whether the department will be controlled according to its detailed budget. The Office of Management and Budget shall validate that all detailed budget adjustments balance and reconcile to appropriations set by the Board of Supervisors/Board of Directors. All positions must be fully funded and budgeted in accordance with the Funded Positions Policy (B3001). In order to create new positions, departments/special districts must first verify full-year funding. If a position loses funding, it shall be identified and eliminated. Departments/Special Districts shall recommend for approval any agreements that commit the County/Special District to expenditures for which funding is not identified in future years. Departments/Special Districts shall verify funding for all purchase requisitions or other contracts or agreements. Department/Special District expenditures and revenues shall be monitored and reported on a monthly basis throughout the fiscal year. The Department of Finance shall prepare and submit to the Board a comprehensive monthly analysis of budget variances by Department/Special District and fund, and will investigate any negative year-to-date variances. Any Departments/Special Districts for which the Department of Finance reports a negative year-to-date expenditure or revenue variance must provide a written explanation and corrective action plan to the Department of Finance and the Office of Management and Budget. The Office of Management and Budget and the Department of Finance will review and approve all corrective action plans, and report them to the Board once they are finalized. If there is a significant risk that a Department/Special District will exceed its annual appropriation, the Board of Supervisors/Board of Directors may place restrictions on the ability of a Department/Special District to adjust its detailed budget, and may also control its expenditures according to the detailed budget. Departments/Special Districts shall not exceed their expenditure appropriations. Departments/Special Districts shall be required to reduce expenditures to offset any revenue shortfall. Departments/Special Districts may expend up to 10% or $1,000,000 (whichever is less) over budget for a specific capital improvement project, so long as overall expenditures do not exceed the Department/Special District fund appropriation. At the close of the fiscal year, the Department of Finance will prepare and submit to the Board of Supervisors/Board of Directors a comprehensive report of all audited actual expenditures relative to all Department/Special District appropriations. The report will include an explanation of each instance in which expenditures exceed appropriations by the Board of Supervisors/Board of Directors. If a Department/Special District exceeds its annual expenditure appropriation, its expenditures will be reviewed by Internal Audit. Internal Audit will review the Department/Special District’s expenditures, identify the causes of the overrun, and report its findings to the Board of Supervisors/Board of Directors. A Department/Special District that exceeds its expenditure appropriation shall be appropriated and controlled according to the specific line-items in its detailed budget for the entire succeeding fiscal year, and any changes in the detailed budget shall require Board of Supervisors/Board of Directors approval. The Board of Supervisors/Board of Directors may reduce a Department or Special District’s appropriations for the subsequent fiscal year by an amount equal to the overrun in the previous fiscal - 796 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES ATTACHMENTS year. In the event of such an overrun, the Office of Management and Budget will automatically submit an agenda item to the Board of Supervisors/Board of Directors to implement the budget reduction. - 797 - ATTACHMENTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES FUNDED POSITION 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 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. Full Time Equivalent (FTE): The full-time percentage of a particular position, with a value greater than zero but no more than 1.00. Fully Funded Position: A position included in a budget that is fully funded by the general revenues of the County, a special revenue source, or a grant. Payroll Liability: The salary, benefits, payoff of accrued vacations and compensatory time, and career center expenses. Underfunded Position: A position for which a department has 1% to 99% of the funding required for the position budgeted. Unfunded Position: A position included in a budget that is not funded. 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. 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 fullannualized 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 - 798 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES 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. 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. ATTACHMENTS from appointed departments will be forwarded for final approval and signature by the Deputy County Administrator prior to creation. 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. - 799 - ATTACHMENTS MARICOPA COUNTY FY 2001-02 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 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. 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. 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. 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. - 800 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES 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. 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. ATTACHMENTS BUDGETING FOR RESULTS REPORTING RESULTS 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. The Office of Management and Budget will prepare and distribute a summary of measures. EVALUATING RESULTS Internal Audit will review and report on strategic plans and performance measures. DECISION MAKING AND ACCOUNTABILITY The Board of Supervisors directs all Management to use performance information to manage activities effectively and efficiently. Management will consider performance information in making policy and program decisions. - 801 - ATTACHMENTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES RESERVE AND TAX REDUCTION POLICY 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. DEFINITIONS Fund Balance: The difference between fund assets and fund liabilities. RESERVE POLICY GUIDELINES 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. 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: Acquisition of fixed assets. Retirement of outstanding debt. 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. 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. 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. Use of fund balances must be consistent with the Tax Reduction Policy Guidelines, as outlined. TAX REDUCTION POLICY GUIDELINES 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. The Board of Supervisors/Board of Directors may reduce property tax rates under the following - 802 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES The tax reduction is sustainable for the foreseeable future according to reasonable and conservative forecasts. 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. Fund balance reserves are sufficient to eliminate cash-flow borrowing and unexpected economic changes. 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. ATTACHMENTS conditions: - 803 - ATTACHMENTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES CASHFLOW AND GENERAL FUND MINIMUM FUND BALANCE MEMO TOM MANOS Chief Financial Officer Financial Resources Management May 6, 1999 May 9, 2001 To:To: Sandi Wilson,Deputy Deputy County County Administrative Sandi Wilson, AdministrativeOfficer Officer Tom Manos,Chief ChiefFinancial Financial Officer From: Manos, Officer From: Tom Subject: Subject: Cashflow and General Fund Minimum Fund Balance Cashflow and General Fund Minimum Fund Balance TheThe following theassumptions assumptions approach we used havetoused to determine the minimum amount of fund balanceFund the General followingmemo memo outlines outlines the andand approach we have determine the minimum amount of fund balance the General Fund should maintain. should maintain. 1) The Department of Finance and the County Treasurer have agreed to designate certain funds as “County Operating Funds”. These funds Thethe Department of Finance andtothe County the Treasurer have expenditures. agreed to designate certaincash funds balances as “Countyare Operating Funds”. funds borrowing • represent resources available finance County’s If these exhausted a These short-term 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 instrument (Line of Credit, Tax Anticipation Note, Internal Borrowing Agreement) would be required. Below is a list of the County Operating Funds. Funds. • General fund • Capital Improvement Fund – General fund 1) General fund • Solid 2) Waste Capital fund Improvement Fund – General fund 3) Solid Waste fundFund • Equipment Services 4) Equipment Services Fund • Reprographics 5) Reprographics • Telecommunications 6) Telecommunications • Benefits Trust 7) Benefits Trust • Payroll and Expense Clearing 8) Payroll and Expense Clearing • All FundsFunds 9) MIHS All MIHS Other funds like the Risk Management Trust, Transportation and Flood Control all have strong positions, but for legal reasons they are excluded Other funds like the Risk Management Trust, Transportation and Flood Control all have strong positions, but for legal reasons they are from being designated a “County Operating Fund”. excluded from being designated a “County Operating Fund”. 2) 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 this analysis, wefollowing further restrict the above list of funds to the General fund, Solid Waste Fund, and Internal Service Funds. The funds not • areFor used excluded for the reasons: arepayroll excludedand for the followingfunds reasons: • used The expense are clearing accounts for outstanding accounts payable and payroll warrants. They have The payroll and expense funds are clearing accounts foronce outstanding payable and payroll warrants. They have positive • positive cash balances, but we consider the cash spent funds accounts have moved to these accounts. 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 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 The MIHS funds are excluded because of their management autonomy and because of the uncertainty of their long-term relationship • with thewith County. the County. 3) The County strongest financial position, due to property tax payments, occurs in November and May. Historically, the General Fund reaches The County strongest financial position, due to property payments, in November Historically, the statement, General Fund its •lowest fund balance position between September and tax October. Asoccurs you can see fromand theMay. attached financial the fund balance reaches lowest in fund decreased $61.5itsmillion thisbalance period.position between September and October. As you can see from the attached financial statement, the fund balance decreased $39.2 million in this period. 4) The following calculation determines the minimum general fund balance needed for fiscal year 2001-02 following calculation minimum general fund balance needed fiscal2000-01 year 1999-00 • • TheIncrease the $61.5determines million 1stthequarter accumulated deficit in fiscalforyear by 10% (estimated expenditure growth for FY2001-02). This results in a projected cash need of $67.7 million for next year. st quarter accumulated deficit in fiscalofyear 1998-99 6% Waste (assumed budget activity growth for for the first Increase the million $39.2 million 1 estimated • • Reduce the $67.7 by the average daily balance cash in the by Solid and Internal Service Funds ThisThis results in a projected cash need million for next year. quarterFY1999-00). of FY2001-02. results in an amount equalofto$41.5 $47.4 million. Divide the $41.5 million by 53%. This restates the estimated decrease in cash balance to a fund balance. The result of this • • Divide the $47.4 million by 62%. The result of this calculation equals $75,972,408. This restates the estimated decrease in cash calculation equals $77.8 million. At the end of FY1997-98, 53% of the fund balance in the General Fund related to actual cash balanceontohand. a fund balance amount. Over the last four fiscal years, year-end cash on average has been 62% of the year-end fund The remaining 47% were other assets and liabilities, with the most significant being a $45 million accrual for two balancemonths in the ofGeneral Fund. The remaining 38% are other asset and liability accounts, with the most significant being a $50 to 60 sales tax. million year-end sales accrual. Reduce the $77.8tax million by the estimated cash (average daily balance) for the Solid Waste and Internal Service Funds. This • results in an amount equal to $56.4ofmillion. In summary, $75.9 million dollars is our estimate the minimum fund balance the General Fund should maintain to avoid short-term borrowing during fiscal year 2001-02. This calculation is based on the assumption that spending will be calendarized in a similar manner to our current In summary, $56.4 million dollars is our estimate of the minimum fund balance the General Fund should maintain to avoid short-term year and that MIHS cash is not available for other County needs. Our projection can be adjusted for changes in either of these assumptions. borrowing. This calculation is based on the assumption that spending will be calendarized in a similar manner to our current year and that cash ifisyou not available other County needs. Our projection can be adjusted for changes in either of these assumptions. LetMIHS me know have anyforquestions. cc: Let me know David R. Smith, County Administrative Officer if you have any questions. Andrew Huhn, Finance Manager Chris Bradley, Budget cc: David R. Smith, CountyManager Administrative Officer Andrew Huhn, Finance Manager Chris Bradley, Budget Manager - 804 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES July Actual $ Unreserved Beginning Fund Balance $ August Actual 1,143,626 155579822 154,436,197 $ 133,308,759 September Actual $ 112,408,542 October Actual $ 99,364,819 November Actual $ 148,857,455 December Actual $ 163,602,860 January Actual $ 155,025,541 February Actual $ 138,398,892 March Actual $ 136,613,951 April Actual $ May Actual 131,108,490 $ June Actual 131,108,490 $ FY2001 Total 131,108,490 154,699,592 Revenues Real EstateTaxes Personal Property Taxes Tax Penalty and Interest Licenses and Permits Grants Intergovernmental Sales Taxes Vehicle License Tax Charges, Fees, Fines & Forfeits Patient Charges Miscellaneous Inventory Charges 935,422 87,374 643,201 8,400 Total Revenues 570,897 (34,005) 461,004 38,281 10,349,238 481,953 343,376 5,100 69,025,459 1,331,566 523,797 32,132,934 3,290,369 795,127 11,500 2,002,334 4,863,900 850,071 49,870 3,194,935 563,262 979,042 227,996 7,565,695 745,510 2,899,071 77,409 11,845,375 371,207 420,861 70,755 (55,057) 27,236,915 4,014,851 2,131,141 415,526 146,850 27,855,420 7,849,424 2,588,071 16,293 360,207 185,965 24,187,783 7,644,016 2,767,433 7,084 328,931 20,445 153,533 25,376,472 6,952,961 3,008,550 7,515 2,279,396 202,124 26,033,242 7,704,041 2,921,990 6,793 511,142 11,895 967,760 26,216,533 7,649,631 2,781,493 7,718 530,792 1,328,939 25,551,332 7,367,510 2,168,682 8,980 5,184,966 100 175,970 31,469,361 8,592,512 1,812,845 7,944 423,359 514,290 25,960,142 7,562,677 3,416,703 7,690 519,549 35,417,773 39,852,442 46,321,324 108,659,249 73,621,157 45,920,102 46,575,744 53,769,676 50,689,249 19,772,722 270,156 3,919,696 17,638,084 474,878 7,038 19,893,725 1,375,542 8,943,405 14,507,206 702,811 18,200,566 529,423 6,457,980 16,827,855 1,123,575 21,058,548 1,384,481 5,651,935 14,291,332 439,368 19,321,971 1,416,555 6,182,921 11,960,411 595,638 19,320,866 1,178,199 5,082,615 14,607,633 506,791 1,447,324 19,856,223 656,887 5,305,742 11,971,748 771,008 4,688 2,025,115 108 20,981,532 1,469,914 6,859,719 16,747,806 1,439,271 995,798 730 19,155,558 1,180,274 7,264,903 14,255,456 670,543 461,084 1,517,345 1,296,803 1,761,273 1,157,474 42,082,574 46,419,217 44,586,723 44,808,040 44,505,163 40,591,519 48,795,045 41,238,769 41,853,578 672,011 (15,134,648) 660,845 (14,994,287) 674,799 (15,453,122) 674,776 (15,033,350) 676,480 (15,047,069) 736,310 (14,642,212) 672,764 (15,080,112) 674,375 (14,990,223) 667,294 (15,008,426) ATTACHMENTS General Fund - Financial Status by Object 137,622,289 11,701,136 7,915,550 489,311 3,620,374 239,887,200 65,337,623 23,596,908 70,017 10,553,868 32,440 - - - 500,826,716 Expenditures Personnel Services Supplies Services Mandated Health Care Payments Miscellaneous Bonds and Related Expenditures Capital Outlay Warehouse Purchases Total Expenditures Other Financing Sources (Uses) Transfers In Transfers Out net residual equity transfer 1,982,996 (620) 177,561,711 9,461,431 55,668,916 132,807,531 6,723,883 465,772 12,191,166 218 - - - 394,880,628 6,109,654 (135,383,449) - Total Other Financing Sources (Uses) (14,462,637) (14,333,442) (14,778,323) (14,358,574) (14,370,589) (13,905,902) (14,407,348) (14,315,848) (14,341,132) - - - (129,273,795) Excess (Deficiency) of Revenues Over Expenditures (21,127,438) (20,900,217) (13,043,722) 49,492,635 14,745,405 (8,577,319) (16,626,649) (1,784,941) (5,505,461) - - - (23,327,707) Unreserved Ending Fund Balance $ Accumulated excess/(deficit) fund balance Cash to Fund Balance Ave % over last 4 years 10% increase in deficit monthly change in fund balance Divide by 2 for mid month loss 1.10 Expected Solid Waste Cash Balance Oct 15th Ave ISF Cash Balance (excludes Risk) Cash balance drop Convert deficit to fund balance/Min f/b 133,308,759 (21,127,438) $ 112,408,542 (42,027,655) $ 99,364,819 $ 148,857,455 $ 163,602,860 $ 155,025,541 (55,071,377) (5,578,742) 9,166,663 589,344 (13,043,722.00) (6,521,861) (61,593,238) estimated fund balance drop at long point in Oct. $ 138,398,892 (16,037,305) $ 136,613,951 (17,822,246) $ 131,108,490 (23,327,707) $ 131,108,490 (23,327,707) $ 131,108,490 (23,327,707) $ 131,108,490 $ 131,371,885 (23,327,707) 62% (23,240,182) (46,230,421) (22,990,239) (11,495,119) (60,578,515) (14,348,094) (7,174,047) (67,752,562) 16,074,105 4,271,674 (47,406,782) (75,972,408) - 805 - ATTACHMENTS MARICOPA COUNTY FY 2001-02 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 Dept. Overhead: refers to departmental costs incurred for the joint benefit of both grant and non-grant programs. Grantor Agency: refers to a federal, state, local or private agency or organization, which provides the grant funding and/or grant funding oversight. 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. 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). 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. 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. 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. 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 - 806 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES ATTACHMENTS 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 grants(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. 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 - 807 - ATTACHMENTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES 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 A87 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: 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. 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. 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. 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. - 808 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES 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. ATTACHMENTS GENERAL SUPPORT FROM THE DEPARTMENT OF FINANCE - 809 - ATTACHMENTS MARICOPA COUNTY FY 2001-02 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: 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: the Federal government circular that defines allowable indirect costs for federal programs. Cognizant Agency: 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: 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: used to allocate the full cost of running the County’s Central Service Departments. County-wide A-87 Indirect Costs: 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: departments that support, manage, and maintain County operations (i.e. Finance, OMB, etc.) Department A-87 Indirect Costs: 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 County Board of Supervisors approval. POLICY On an annual basis the Department of Finance prepares an A-87 County-wide indirect cost allocation plan. The Department of Finance is responsible for maintaining, updating and negotiating the Countywide 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 Unit to prepare a Departmental A-87 cost allocation plan. GENERAL FUND DEPARTMENTS All recovered Departmental A-87 costs from grants will be charged to the grant fund under subobject code 0880-01 and deposited into the department’s General Fund operating agency under revenue source 0620-00. - 810 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES NON-GENERAL FUND DEPARTMENTS The Department of Finance-Grants Unit 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 0880-01 and revenue will be deposited into the General Fund, agency 180, org 1810, revenue source 0620-00. All recovered Departmental A-87 indirect costs from grants will accumulate in the Department’s operating agency, subobject 0880-01 will be expensed to the Department’s grant agency, subobject code 0880-01. All recovered County-wide A-87 costs from grants will be treated as a transfer of expenses from the Department’s operating agency, subobject 0880-01, to the Department’s grant agency, subobject code 0880-01. ATTACHMENTS All recovered County-wide A-87 indirect costs from grants will be charged to the grant fund under subobject code 0880-01and deposited into the General Fund, agency 180, org 1810, revenue source 0320-00. The above accounting strings are subject to change by the Department of Finance, and departments will be notified as necessary. 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 Unit 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 FinanceGrants Unit for approval. Indirect cost allocations will be monitored by the Department of Finance-Grants Unit, 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. - 811 - ATTACHMENTS MARICOPA COUNTY FY 2001-02 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: 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 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 Major Maintenance ADA Projects Legal Expenses, which include Tax Appeal Cases Judgements Legal Professional Services Indigent Representation Cost (Such As: Dependency, Rule 11, Etc.) One-Time Accumulated Fund Balance Expenditures, which include Major Capital Outlay and Improvements Technology Related Expenses - 812 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES ATTACHMENTS Other Programs/Departments, which include Burial of Indigents Other Non-Profit Support Accommodation Schools Support 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. - 813 - ATTACHMENTS MARICOPA COUNTY FY 2001-02 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 The department, working with Equipment Services, prepares a needs assessment to determine which vehicles require replacement for upcoming fiscal years. Vehicle replacement will be funded only for the current equivalent equipment class, make, model and equipment extras. 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. 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. Possible cost overruns will not be charged to the department. These will be absorbed by the vehicle replacement budget. 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: 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 - 814 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES ATTACHMENTS impact on current and future costs for maintenance, operation and replacement as well as information on funding. 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. 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. 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. - 815 - ATTACHMENTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES OBJECT CODE LISTING/DEFINITIONS FY 2001-02 Revenue Object and Sub-Object Codes Objt 601 Sub-Objt 00 Description PROPERTY TAXES Comments Amounts collected on property taxes assessed on real and secured and unsecured personal property. 01 02 03 04 REAL PROPERTY TAXES - CURRENT REAL PROPERTY TAXES - PRIOR PERSONAL PROPERTY TAXES - CURRENT PERSONAL PROPERTY TAXES - PRIOR 605 00 TAX PENALTIES & INTEREST Amounts collected as penalties for delinquent tax payments, and the interest charged on delinquent taxes from the due date to the date of actual payment. 606 00 SALES TAXES Amounts collected for a sales tax levied by the County. 610 00 LICENSES & PERMITS Revenues from businesses and occupations that must be licensed before doing business or licenses and permits levied according to benefits presumably conferred by the license or permit. 01 02 03 04 05 06 07 08 09 10 11 12 13 14 LIQUOR LICENSES PAWN SHOP LICENSES PEDDLERS LICENSES AIR POLLUTION PERMITS ANIMAL LICENSES BUILDING SAFETY PERMITS ENVIRONMENTAL PERMITS FLOOD CONTROL LICENSES MARRIAGE LICENSES MOBILE HOME MOVING PERMIT MOBILE HOME USE PERMIT PLANNING VARIANCE PERMIT PUBLIC HEALTH ENG PERMIT COUNTY RIGHT OF WAY USE 00 GRANTS 01 02 03 FEDERAL STATE OTHER GRANTS 00 OTHER INTERGOVERNMENTAL 01 02 03 04 05 06 FEDERAL SHARED REVENUE OTHER SHARED REVENUE FEDERAL SHARE OF COSTS STATE SHARED REVENUE STATE SHARE OF COSTS OTHER GOVT SHARE OF COSTS 621 00 PAYMENTS IN LIEU OF TAXES 625 01 02 03 00 SALT RIVER PROJECT FEDERAL STATE STATE SHARED SALES TAX 626 00 STATE SHARED HIGHWAY USER REVENUE 615 620 - 816 - Contributions or gifts of cash or other assets from the federal and/or state government to be used or expended by the County for a specified purpose, activity, or facility. Other non-grant revenues levied by the federal or state government and shared with the County on a predetermined basis. Payments from other governments or other local units/organizations for owned properties falling within the County's geographical boundaries on which it cannot levy property taxes. Transaction Privilege Taxes levied by the state government and shared with the County, based on a statutory distribution formula. Taxes levied by the state government on motor fuel consumption and other transportation-related items, and shared with the County based on a statutory distribution formula. MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Objt 630 Sub-Objt 00 Description STATE SHARED VEHICLE LICENSE TAX Comments Tax levied by the state government based on the assessed value of motor vehicles and shared with the County based on a statutory distribution formula. 635 00 OTHER CHARGES FOR SERVICES Various types of County charges for services and other related activities. 01 02 03 04 05 06 07 08 09 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 CABLE TV RECEIPTS FEE GARNISH & SUPPORT FEES TAX SALE FEES CABLE TV-APPLICATION FEE CERTIFICATIONS COURT FEES CONSTABLE FEES FIDUCIARY FEES JURY FEES LEGAL SERVICES PASSPORTS PROBATE FEES RECORDING FEES RECORD AUTOMATION SURCHARGE SUBDIVISION FEES ZONING CLEAR REVIEW FEES ZONING APPLICATION ROOM & BOARD-PROBATION KENNEL FEES VITAL STATISTICS CAMPGROUND RESERVE FEES TARGET RANGE FEES PARK ENTRANCE FEES REC ACTIVITIES FEES BUILDING PLAN REVIEWS AUTOPSIES INDIGENT DEFENSE REVENUES PROBATION SERVICE FEES SPECIAL LAW ENFORCE SERVICE DAMAGE RECOVERY LANDFILL CHARGES INSURANCE PREMIUMS COUNTY PREMIUM HLTH/LIFE EMPLOYEE PREMIUM HLTH/LIFE 636 00 INTERNAL SERVICE CHARGES Revenue collected by internal service fund departments of the County for centralized internal service operations, (telecom, equipment services, reprographics, etc…) 637 00 FINES & FORFEITS Amounts collected for a compliance violation of any applicable laws, policy or other authoritative rule or amounts collected through confiscation. 01 02 03 04 05 CIVIL SANCTIONS-TRAFFIC COURT FINES LIBRARY FINES ANTI-RACKETEERING FINES DIVERSION FINE 00 PATIENT SERVICES REVENUE 01 REVENUE DEDUCTIONS 645 00 INTEREST EARNINGS Revenue from holdings invested for earning purposes. 650 00 MISCELLANEOUS REVENUE Any and all revenue that cannot be reasonably classified to another specific revenue code. 01 02 BUILDING RENTALS EQUIPMENT RENTALS 638 ATTACHMENTS FY 2001-02 Revenue Object and Sub-Object Codes Charges for patients and third-party reimbursers for healthcare related services. - 817 - ATTACHMENTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES FY 2001-02 Revenue Object and Sub-Object Codes Objt Sub-Objt 03 04 05 06 07 08 09 10 11 12 13 14 651 00 GAIN ON FIXED ASSETS 652 00 PROCEEDS FROM FINANCING 01 02 03 CAPITAL LEASE PROCEEDS CERT OF PART PROCEEDS BOND PROCEEDS 00 TRANSFERS IN 680 - 818 - Description PAY PHONE RECEIPTS VENDING MACHINE RECEIPTS OTHER RENTS & COMMISSIONS SALE OF BOOKS/COPIES/ETC SALE OF FIXED ASSETS SALE FOOD BULK NOURISHMT SALE OF POSTAGE SALE OF DATA INFORMATION INSURANCE RECOVERIES CASH OVER/SHORT DONATIONS/CONTRIBUTIONS BAD CHECK FEES (NSF) Comments Revenues from a Board-approved debt financing obligation for a specific purpose. Inflow of monies transferred between funds within the County. MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Objt 701 Sub-Objt 00 Description REGULAR PAY Comments Gross salary and wages for personal services rendered by regular full and part-time employees. 01 02 03 04 05 06 07 08 09 10 11 FULL TIME REGULAR SALARIES PERMANENT PART TIME OTHER SALARIES & WAGES COMPENSATORY TIME HOLIDAY PAY VACATION PAY JURY DUTY ADMINISTRATIVE LEAVE WITH PAY ON-THE-JOB INJURY LEAVE MILITARY LEAVE SICK LEAVE 705 00 TEMPORARY PAY Gross salary and wages for temporary employees. 710 00 OVERTIME Overtime salary and wages for personal services rendered by regular full-time employees. 750 00 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 FRINGE BENEFITS FICA MEDICARE TAX ELECTED OFFICIALS RETIREMENT CORRECTION OFFICERS RETIREMENT PUBLIC SAFETY RETIREMENT STATE RETIREMENT PLAN DENTAL PLAN NATIONAL DENTAL HEALTH SELECT PLAN CIGNA HEALTH PLAN MANUFACTURERS LIFE ON-THE-JOB INJURY INSURANCE UNEMPLOYMENT INSURANCE BUS FARE SUBSIDY PLAN ASRS LONG TERM DISABILITY INVESTIGATOR RETIREMENT DELTA DENTAL RELIASTAR LIFE MED/DENTAL WAIVER Amounts paid by the County on behalf of employees. 790 00 OTHER PERSONAL SERVICES Miscellaneous employee payments and/or adjustments not considered regular employee compensation. 01 02 03 04 05 06 07 08 09 10 11 12 PRODUCTION BONUS DIFFERENTIALS WORKING CONDITION WEEKEND PREMIUM STANDBY PAY REGULAR OVER BUDGET PERFORMANCE INCENTIVE AWARD BUDGET DEFERRED HOURS PAID LUMP SUM PAYMENT EMPLOYEE SUGGESTION AWARD AWARDS PROGRAM CREDIT OTHER ADJUSTMENTS 795 00 PERSONAL SERVICES ALLOC.-OUT Used to allocate personal service charges to another fund/department. 796 00 PERSONAL SERVICES ALLOC.-IN Used to allocate personal service charges from another fund/department. 801 00 01 02 03 GENERAL SUPPLIES AUTO-GAS OIL LUBE AUTO-TIRES TUBES BATTERY OTHER AUTOMOTIVE SUPPLY Amounts paid for consumable operational supply items. ATTACHMENTS FY 2001-02 Expenditure Object and Sub-Object Codes - 819 - ATTACHMENTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES FY 2001-02 Expenditure Object and Sub-Object Codes Objt Sub-Objt 04 05 06 07 08 09 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 35 Description BEDDING & LINEN CLEANING & JANITORIAL CLOTHING/UNIFORMS TECHNOLOGY SUPPLIES SOFTWARE EDUCATIONAL SUPPLIES ENVIRONMENTAL SUPPLIES FOOD-PERISHABLE FOOD-PREPARATION FOOD-NON PERISHABLE FOOD-SPECIAL FUNCTIONS FOOD-NOURISHMENTS KITCHEN & DINING SUPPLIES LANDSCAPING SUPPLIES OFFICE SUPPLIES RECREATIONAL SUPPLIES SAFETY APPAREL SMALL TOOLS & EQUIPMENT FURNITURE UNDER $1000 LAUNDRY SUPPLIES PROCUREMENT CARD BOOK/PAMPHLETS/SUBSCRIPTIONS 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 OFFICE R&M SUPPLIES PLUMBING R&M SUPPLIES ROAD R&M SUPPLIES OTHER R&M SUPPLIES Comments 802 00 01 02 03 04 05 06 07 08 09 10 11 12 13 14 MEDICAL SUPPLIES DENTAL SUPPLIES LABORATORY SUPPLIES LAB-REAGENTS & MEDIA LAB-CONSUMABLES RADIOLOGY SUPPLIES X-RAY FILM X-RAY CONTRAST & MEDIA PHARMACEUTICALS BLOOD & PLASMA SUPPLIES ANESTHETIC SUPPLIES OXYGEN & OTHER GASES RADIOACTIVE SUPPLIES O R INSTRUMENTS MEDICAL R&M SUPPLIES Amounts paid for consumable healthcare operational supply items. 803 00 FUEL 804 00 NON-CAPITAL EQUIPMENT 01 02 03 04 05 06 07 08 09 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 - 820 - Amounts paid for items not considered general or medical supplies, that have a useful life of one year or more but cost less than $5,000 per item. MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Objt Sub-Objt 10 11 12 810 811 812 Description WEAPONS\GUNS COMPUTER EQUIPMENT FURNITURE OVER $1,000 Comments 00 LEGAL SERVICES Professional legal services rendered by individuals not on the County payroll and/or other legal service related costs. 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 PARALEGAL/STUDENT TIME ATTORNEYS CRIM INDIG-COURT ATTORNEYS NON-CRIMIN COURT ATTORNEYS-JUVENILE COURT ATTORNEYS OTHER NON-COURT EXPERT WITNESS FEES/EXPENSE EYE WITNESS FEES/EXPENSE INTERPRETER FEES/EXPENSE VISITING JUDGES FEES MENTAL EXAMINATION FEES RULE 11 EXAM RULE 26.5 EXAM DEPOSITION REPORT SERVICE PRELIM HEARING/GRAND JURY TRIALS REPORT SERVICE APPEALS TRANSCRIPTION DEPOSITIONS TRANS SERVICE PRELIM HEAR/GRAND JURY TR S MISCELLANEOUS TRANSCRIPT JURY FEES JURY LODGING JURY MEALS JURY MILEAGE ARBITRATION EXPENSE JUDGEMENTS/SETTLEMENTS LITIGATION EXPENSE MERIT SYSTEM HEARING EXPENSE INVESTIGATION EXPENSE-COURT IN INVESTIGATION TIME INVESTIGATION EXPENSE-OTHER LEGAL NOTICE PUBLICATION 00 HEALTH CARE SERVICES 01 02 03 04 05 06 07 08 09 10 11 12 13 14 NURSES MENTAL HEALTH SERVICES DENTISTS PHYSICIANS CONTRACT MEDICAL PROVIDER HOSPITAL/MEDICAL SVCS PRIMARY CARE SERVICES THERAPY SERVICES RADIOLOGY SERVICES EMERGENCIES PRESCRIPTIONS LABORATORY SERVICES TRANSPORTATION/AMBULANCE PATIENT TRANSPORT SVCS-MMC 00 OTHER SERVICES 01 02 03 04 05 06 ACCOUNTING & AUDITING ACTUARIAL ADMINISTRATIVE SERVICES HSA ALLOCATION ARCHITECTURAL APPRAISAL SERVICES ATTACHMENTS FY 2001-02 Expenditure Object and Sub-Object Codes Professional health care services rendered by individuals not on the County payroll and/or other healthcare service related costs. Amounts expended for services rendered by individuals not on the County payroll and/or other service related costs that are not legal and healthcare related. - 821 - ATTACHMENTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES FY 2001-02 Expenditure Object and Sub-Object Codes Objt Sub-Objt 07 08 09 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 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 820 - 822 - Description CONSULTING & MANAGEMENT BROKER FEES EDUCATORS & TRAINERS ENGINEERING TECHNOLOGY CONSULTING SECURITY GUARD SERVICES CLAIMS ADMIN SERVICE FEE ARCOR PERSONNEL SERVICES ELECTION WORKERS OUTSIDE LAUNDRY/DRY CLEANING SVCS PERSONNEL HIRE/TEST SVCS TEMPORARY HELP OUTSIDE COLLECTION FEES JTPA - OCCUPATIONAL/VOCATIONAL JTPA - OJT GP - AUTO LIABILITY GP - GENERAL LIABILITY GP - MEDICAL MALPRACTICE OTHER 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 WORKMENS COMP INSURANCE WORKMENS COMP MEDICAL DENTAL INSURANCE DISABILITY 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 SIGHT CARE PRINTING-BINDING-DUPLICATION TAX SALE PUBLICATION OTHER PUBL & ADV EXPENSE RECORDS MANAGEMENT SERVICES MEMBERSHIPS/CERT/LICENSE Comments 00 OPERATING LEASES & RENTS Payments for operating leases and rents, excluding capital leases (see 950-DEBT SERVICE). 01 02 03 04 05 06 07 08 09 10 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 MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES ATTACHMENTS FY 2001-02 Expenditure Object and Sub-Object Codes Objt 825 Sub-Objt 00 Description REPAIRS & MAINTENANCE Comments Amounts paid for repairing or maintaining buildings, structures, improvements, or equipment. 01 02 03 04 05 06 07 08 09 10 11 AUTOMOTIVE R & M BUILDING R & M CONSTRUCTION EQUIPMENT R&M COMMUNICATION EQUIPMENT R&M DATA PROCESSING EQUIP R&M GROUNDS R&M HEAT/LIGHT/COOL R&M MEDICAL/LAB EQUIPMENT R&M COPYING EQUIPMENT R&M OFFICE EQUIPMENT R&M JANITORIAL SERVICES 00 INTERGOVERNMENTAL PAYMENTS 01 02 TAXES & ASSESSMENTS MANDATED HEALTH CARE PAYMENTS 00 INTERNAL SERVICE CHARGES 01 02 03 04 05 06 07 08 TELECOM DISCRETIONARY COUNTY COUNSEL BASE LEVEL EQ SERVICES CHARGES RISK MANAGEMENT BASE LEVEL TELECOM TELECOM WIRELESS SYSTEMS REPROGRAPHICS MOTOR POOL 00 TRAVEL & EDUCATION 01 02 03 04 05 06 07 08 09 10 11 COUNTY SPONSORED TRAINING AIRLINE/BUS/TAXI MEALS LODGING EVENT COST MILEAGE ALLOWANCE EDUCATION SEMINAR FEES INVESTIGATIVE TRAVEL WITNESS TRAVEL PRISONER/COURT WARD TRAVEL 00 POSTAGE/FREIGHT/SHIPPING 01 02 03 04 05 FREIGHT MOVING SERVICES POSTAGE SHIPPING COURIER SERVICES 845 00 01 02 03 04 05 SUPPORT & CARE OF PERSONS BURIAL OF INDIGENTS PERSONAL CARE HOME MEALS SERVICE JTPA- FINANCIAL ASST.(NBP/NRP) NURSING HOMES Amounts paid to administer the County's fiduciary care responsibilities. 850 00 UTILITIES Amounts paid for the cost of any and all utility charges and/or related disposition of utility products. 01 02 03 MICROWAVE U S WEST CHARGES LONG DISTANCE CHARGES 830 839 842 843 Contributions, aid or other amounts paid to other governmental entities for programs and/or other agreed upon contracts and arrangements. Amounts charged by internal service departments of the County to other departments. Amounts paid for any and all costs related to travel, training and education of employees. Amounts paid for mailing costs and other incidental costs associated with the movement of goods. - 823 - ATTACHMENTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES FY 2001-02 Expenditure Object and Sub-Object Codes Objt Sub-Objt 04 05 06 07 08 09 10 Description OTHER COMMUNICATION SERVICES ELECTRICITY NATURAL/PROPANE GAS REFUSE REMOVAL SEWAGE DISPOSAL WATER INFECTIOUS WASTE DISPOSAL Comments 855 00 INTEREST EXPENSE Interest charges for negative cash and investment balances. 865 00 DEPRECIATION Expense charged for the loss of value of an asset as a result of its use. 880 00 01 TRANSFERS OUT CENTRAL SERVICE COST ALLOC Movement of monies between (outflow) funds within the County. 890 00 LOSS ON FIXED ASSETS 910 00 LAND 01 02 03 LAND ACQUISITION-ROW LAND ACQUISITION-OTHER RELOCATION-FACILITIES 00 BUILDINGS & IMPROVEMENTS 01 02 CONSTRUCTION WORK IN PROGRESS ALTERATIONS/IMPROVEMENTS 00 CAPITAL EQUIPMENT 01 02 03 04 05 06 07 08 09 COMM CAP EQUIPMENT CONST CAP EQUIPMENT ED/REC CAP EQUIPMENT ENG/SCI CAP EQUIPMENT KIT/LNDRY CAP EQUIPMENT HT/CL/LT CAP EQUIPMENT MED/LAB CAP EQUIPMENT SHOP CAP EQUIPMENT COMPUTER CAP EQUIPMENT 00 VEHICLES & CONSTRUCTION EQUIP. 01 02 03 04 05 06 07 CONSTRUCTION VEHICLES TRAILERS OTHER MECHANIZED TRUCKS WATERCRAFT AIRCRAFT\HELICOPTERS PASSENGER VEHICLES 940 00 INFRASTRUCTURE Amounts paid for County infrastructure, such as streets, roads, tunnels, drainage systems, water and sewer systems, dams and lighting systems. 950 00 DEBT SERVICE Amounts paid to satisfy County debt financing obligations, including capital leases. A capital lease is a financing that transfers ownership of the property to the County at the end of the lease term, contains a bargain purchase option, covers a lease term that is equal to 75% or more of the leased asset's useful life, or requires lease payments equal to at least 90% of the leased asset's market value. 01 02 03 PRINCIPAL - BOND INTEREST-BOND PRINCIPAL - COP 915 920 930 - 824 - Amounts paid for the acquisition of land or any charges necessary to prepare the land for use. Amounts paid for the acquisition of buildings or charges necessary to prepare the building for use. Do not record amounts paid for normal repair and maintenance. Amounts paid for the acquisition of non-vehicle related equipment costing more than $5,000. Amounts paid for the acquisition of any and all types of vehicles costing more than $5,000. MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Objt Sub-Objt 04 05 06 Description INTEREST - COP PRINCIPAL - CAPITAL LEASE INTEREST - CAPITAL LEASE Comments ATTACHMENTS FY 2001-02 Expenditure Object and Sub-Object Codes - 825 - ATTACHMENTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES OBJECT CODE MAPPING (FY 2000-01 TO FY 2001-02) FY 2000-01 to FY 2001-02 Object and Sub-Object Mapping Revenue FY 2000-01: FY 2001-02: OBJT SUB-OBJT NAME 0601 00 REAL PROPERTY TAXES 0601 02 REAL PROP TAXES - CURR YEAR 0601 03 REAL PROP TAXES - PRIOR YEAR 0602 00 PERSONAL PROPERTY TAXES 0602 02 PERS PROP TAXES CURR YEAR 0602 03 PERS PROP TAXES PRIOR YEARS 0603 00 PAYMENTS IN LIEU OF TAXES 0603 01 PILT - SALT RIVER PROJECT 0603 02 PILT - FEDERAL 0605 00 TAX PENALTIES & INTEREST 0605 02 PENALTIES ON DELINQUENT TAXES 0606 00 SALES TAXES 0606 02 STADIUM DISTRICT CAR RENTAL 0610 00 LICENSES AND PERMITS 0610 02 LIQUOR LICENSES 0610 03 PAWN SHOP LICENSES 0610 04 PEDDLERS LICENSES 0610 05 AIR POLLUTION PERMITS 0610 06 ANIMAL LICENSES 0610 07 BUILDING SAFETY PERMITS 0610 08 ENVIRONMENTAL PERMITS 0610 09 FLOOD CONTROL LICENSES 0610 10 MARRIAGE LICENSES 0610 11 MOBILE HOME MOVING PERMIT 0610 12 MOBILE HOME USE PERMIT 0610 13 PLANNING VARIANCE PERMIT 0610 14 PUBLIC HEALTH ENG PERMIT 0610 16 COUNTY RIGHT OF WAY USE 0610 17 OTHER LICENSES & PERMITS 0615 00 GRANTS 0615 01 FEDERAL GRANTS 0615 02 STATE GRANTS 0615 03 OTHER GRANTS 0620 00 INTERGOVERNMENTAL 0620 01 FEDERAL SHARED REVENUE 0620 02 OTHER SHARED REVENUE 0620 03 FEDERAL SHARE OF COSTS 0620 04 STATE SHARED REVENUE 0620 05 STATE SHARED - HURF 0620 06 STATE SHARE OF COSTS 0620 07 OTHER GOVT SHARE OF COSTS 0621 00 INDIRECT COSTS RECOVERY 0625 00 STATE SHARED SALES TAX 0630 00 STATE SHARED VEHICLE LICENSE 0635 00 FEE CHARGES 0635 01 CABLE TV RECIEPTS FEE 0635 02 GARNISH & SUPPORT FEES 0635 04 TAX SALE FEES 0635 09 CABLE TV-APPLICATION FEE 0635 10 CERTIFICATIONS 0635 11 COURT FEES 0635 12 CONSTABLE FEES 0635 13 FIDUCIARY FEES 0635 14 JURY FEES OBJT SUB-OBJT NAME 601 00 PROPERTY TAXES 601 01 REAL PROPERTY TAXES - CURRENT 601 02 REAL PROPERTY TAXES - PRIOR 601 00 PROPERTY TAXES 601 03 PERSONAL PROPERTY TAXES - CURRENT 601 04 PERSONAL PROPERTY TAXES - PRIOR 621 00 PAYMENTS IN LIEU OF TAXES 621 01 SALT RIVER PROJECT 621 02 FEDERAL 605 00 TAX PENALTIES & INTEREST 605 00 TAX PENALTIES & INTEREST 606 00 SALES TAXES 606 00 SALES TAXES 610 00 LICENSES & PERMITS 610 01 LIQUOR LICENSES 610 02 PAWN SHOP LICENSES 610 03 PEDDLERS LICENSES 610 04 AIR POLLUTION PERMITS 610 05 ANIMAL LICENSES 610 06 BUILDING SAFETY PERMITS 610 07 ENVIRONMENTAL PERMITS 610 08 FLOOD CONTROL LICENSES 610 09 MARRIAGE LICENSES 610 10 MOBILE HOME MOVING PERMIT 610 11 MOBILE HOME USE PERMIT 610 12 PLANNING VARIANCE PERMIT 610 13 PUBLIC HEALTH ENG PERMIT 610 14 COUNTY RIGHT OF WAY USE 610 00 LICENSES & PERMITS 615 00 GRANTS 615 01 FEDERAL 615 02 STATE 615 03 OTHER GRANTS 620 00 OTHER INTERGOVERNMENTAL 620 01 FEDERAL SHARED REVENUE 620 02 OTHER SHARED REVENUE 620 03 FEDERAL SHARE OF COSTS 620 04 STATE SHARED REVENUE 626 00 STATE SHARED HIGHWAY USER REVENUE 620 05 STATE SHARE OF COSTS 620 06 OTHER GOVT SHARE OF COSTS 620 00 OTHER INTERGOVERNMENTAL 625 00 STATE SHARED SALES TAX 630 00 STATE SHARED VEHICLE LICENSE TAX 635 00 OTHER CHARGES FOR SERVICES 635 01 CABLE TV RECIEPTS FEE 635 02 GARNISH & SUPPORT FEES 635 03 TAX SALE FEES 635 04 CABLE TV-APPLICATION FEE 635 05 CERTIFICATIONS 635 06 COURT FEES 635 07 CONSTABLE FEES 635 08 FIDUCIARY FEES 635 09 JURY FEES - 826 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES FY 2000-01: FY 2001-02: OBJT SUB-OBJT NAME 0635 15 LEGAL SERVICES 0635 17 PASSPORTS 0635 18 PROBATE FEES 0635 19 RECORDING FEES 0635 20 RECORD AUTOMATION SURCHARGE 0635 21 SUBDIVISION FEES 0635 23 ZONING CLEAR REVIEW FEES 0635 24 ZONING APPLICATION 0635 25 ROOM & BOARD-PROBATION 0635 26 SERVICE FEES-OTHER HOSPITAL 0635 27 KENNEL FEES 0635 28 VITAL STATISTICS 0635 29 CAMPGROUND RESERVE FEES 0635 30 TARGET RANGE FEES 0635 32 PARK ENTRANCE FEES 0635 33 REC ACTIVITIES FEES 0635 35 BUILDING PLAN REVIEWS 0635 36 AUTOPSIES 0635 37 INDIGENT DEFENSE REVENUES 0635 38 PROBATION SERVICE FEES 0635 39 SPECIAL LAW ENFORCE SERVICE 0635 41 DAMAGE RECOVERY 0635 42 LANDFILL CHARGES 0635 45 INSURANCE PREMIUMS 0635 46 COUNTY PREMIUM HLTH/LIFE 0635 47 EMPLOYEE PREMIUM HLTH/LIFE 0635 49 OTHER CHARGES 0636 00 INTERNAL SERVICE CHARGES 0637 00 FINES & FORFEITS 0637 04 CIVIL SANCTIONS-TRAFFIC 0637 05 COURT FINES 0637 06 LIBRARY FINES 0637 07 ANTI-RACKETEERING FINES 0637 11 OTHER FINES & FORFEITS 0637 12 DIVERSION FINE 0640 00 PATIENT CHARGES 0640 03 INSURANCE IN-PATIENT 0640 04 COUNTY IN-PATIENT 0640 09 CAPITATION REVENUE 0645 00 REV ALLOWANCES - PATIENT CARE 0650 00 MISCELLANEOUS REVENUE 0650 01 BUILDING RENTALS 0650 03 EQUIPMENT RENTALS 0650 04 PAY PHONE RECEIPTS 0650 05 VENDING MACHINE RECEIPTS 0650 06 OTHER RENTS & COMMISSIONS 0650 07 SALE OF BOOKS/COPIES/ETC 0650 08 SALE OF FIXED ASSETS 0650 11 SALE FOOD BULK NOURISHMT 0650 12 SALE OF POSTAGE 0650 15 SALE OF DATA INFORMATION 0650 16 OTHER SALES 0650 19 INSURNACE RECOVERIES 0650 20 BOND-PROCEEDS FROM SALE 0650 21 CASH OVER/SHORT 0650 22 DONATIONS/CONTRIBUTIONS 0650 23 INTEREST EARNINGS 0650 24 BAD CHECK FEES (NSF) 0650 27 OTHER MISC REV OBJT SUB-OBJT NAME 635 10 LEGAL SERVICES 635 11 PASSPORTS 635 12 PROBATE FEES 635 13 RECORDING FEES 635 14 RECORD AUTOMATION SURCHARGE 635 15 SUBDIVISION FEES 635 16 ZONING CLEAR REVIEW FEES 635 17 ZONING APPLICATION 635 18 ROOM & BOARD-PROBATION 635 00 OTHER CHARGES FOR SERVICES 635 19 KENNEL FEES 635 20 VITAL STATISTICS 635 21 CAMPGROUND RESERVE FEES 635 22 TARGET RANGE FEES 635 23 PARK ENTRANCE FEES 635 24 REC ACTIVITIES FEES 635 25 BUILDING PLAN REVIEWS 635 26 AUTOPSIES 635 27 INDIGENT DEFENSE REVENUES 635 28 PROBATION SERVICE FEES 635 29 SPECIAL LAW ENFORCE SERVICE 635 30 DAMAGE RECOVERY 635 31 LANDFILL CHARGES 635 32 INSURANCE PREMIUMS 635 33 COUNTY PREMIUM HLTH/LIFE 635 34 EMPLOYEE PREMIUM HLTH/LIFE 635 00 OTHER CHARGES FOR SERVICES 636 00 INTERNAL SERVICE CHARGES 637 00 FINES & FORFEITS 637 01 CIVIL SANCTIONS-TRAFFIC 637 02 COURT FINES 637 03 LIBRARY FINES 637 04 ANTI-RACKETEERING FINES 637 00 FINES & FORFEITS 637 05 DIVERSION FINE 638 00 PATIENT SERVICES REVENUE 638 00 PATIENT SERVICES REVENUE 638 00 PATIENT SERVICES REVENUE 638 00 PATIENT SERVICES REVENUE 638 01 REVENUE DEDUCTIONS 650 00 MISCELLANEOUS REVENUE 650 01 BUILDING RENTALS 650 02 EQUIPMENT RENTALS 650 03 PAY PHONE RECEIPTS 650 04 VENDING MACHINE RECEIPTS 650 05 OTHER RENTS & COMMISSIONS 650 06 SALE OF BOOKS/COPIES/ETC 650 07 SALE OF FIXED ASSETS 650 08 SALE FOOD BULK NOURISHMT 650 09 SALE OF POSTAGE 650 10 SALE OF DATA INFORMATION 650 00 MISCELLANEOUS REVENUE 650 11 INSURANCE RECOVERIES 652 03 BOND PROCEEDS 650 12 CASH OVER/SHORT 650 13 DONATIONS/CONTRIBUTIONS 645 00 INTEREST EARNINGS 650 14 BAD CHECK FEES (NSF) 650 00 MISCELLANEOUS REVENUE ATTACHMENTS FY 2000-01 to FY 2001-02 Object and Sub-Object Mapping Revenue - 827 - ATTACHMENTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES FY 2000-01 to FY 2001-02 Object and Sub-Object Mapping Revenue FY 2000-01: FY 2001-02: OBJT SUB-OBJT NAME 0651 00 GAIN/LOSS FIXED ASSET 0652 00 SALE OF FIXED ASSET 0680 00 TRANSFERS IN FROM OTHER FUNDS 0680 01 TRANSFERS IN 0685 00 SS WAREHOUSE 0690 00 WHSE INVENTORY NEW NEW NEW NEW NEW NEW NEW NEW NEW NEW NEW NEW OBJT SUB-OBJT NAME 651 00 GAIN ON FIXED ASSETS 651 0 GAIN ON FIXED ASSETS 680 00 TRANSFERS IN 680 00 TRANSFERS IN 650 00 MISCELLANEOUS REVENUE 650 00 MISCELLANEOUS REVENUE 621 03 STATE 655 00 PROCEEDS FROM FINANCING 655 01 CAPITAL LEASE 655 02 CERTIFICATES OF PARTICIPATION - 828 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES FY 2000-01: FY 2001-02: OBJT SUB-OBJT NAME 0701 00 REGULAR PAY 0701 01 FULL TIME REGULAR SALARIES 0701 02 PERMANENT PART TIME 0701 03 OTHER SALARIES & WAGES 0701 04 COMPENSATORY TIME 0701 05 HOLIDAY PAY 0701 06 VACATION PAY 0701 07 JURY DUTY 0701 09 ADMINISTRATIVE LEAVE WITH PAY 0701 13 ON-THE-JOB INJURY LEAVE 0701 14 MILITARY LEAVE 0701 15 SICK LEAVE 0701 16 MED INSURANCE WAIVER 0705 00 TEMPORARY PAY 0705 01 TEMPORARY HELP 0710 00 SPECIAL PAY 0710 01 PRODUCTION BONUS 0710 02 DIFFERENTIALS 0710 03 WORKING CONDITION 0710 04 WEEKEND PREMIUM 0710 05 STANDBY PAY 0710 06 OVERTIME 0710 07 REGULAR OVER BUDGET 0710 11 PERFORMANCE INCENTIVE AWARD 0710 12 MEDICAL INSURANCE WAIVER 0750 00 FRINGE BENEFITS 0750 01 FICA 0750 02 MEDICARE TAX 0750 03 ELECTED OFFICIALS RETIREMENT 0750 04 CORRECTIONS OFFICERS RETIREMNT 0750 05 PUBLIC SAFETY RETIREMENT 0750 06 STATE RETIREMENT PLAN 0750 09 DENTAL PLAN 0750 10 NATIONAL DENTAL 0750 13 HEALTH SELECT PLAN 0750 16 CIGNA HEALTH PLAN 0750 18 MANUFACTURERS LIFE 0750 20 ON-THE-JOB INJURY INSURANCE 0750 22 UNEMPLOYMENT INSURANCE 0750 26 BUS FARE SUBSIDY PLAN 0750 27 ASRS LONG TERM DISABILITY 0750 28 INVESTIGATOR RETIREMENT 0750 29 DELTAL DENTAL 0750 30 RELIASTER LIFE 0780 00 SALARY ADJUSTMENTS 0790 00 OTHER PERSONAL SERVICES 0790 01 BUDGET DEFERRED HOURS PAID 0790 02 LUMP SUM PAYMENT 0790 03 EMPLOYEE SUGGESTION AWARD 0790 06 AWARDS PROGRAM CREDIT 0790 09 OTHER ADJUSTMENTS 0795 00 P S INTER-FUND CREDIT (NEG) 0796 00 P S INTER-FUND CHARGES 0797 00 PERSONNEL SAVINGS (NEG) 0801 00 GENERAL SUPPLIES 0801 01 AUTO-GAS OIL LUBE 0801 02 AUTO-TIRES TUBES BATTERY OBJT SUB-OBJT NAME 701 00 REGULAR PAY 701 01 FULL TIME REGULAR SALARIES 701 02 PERMANENT PART TIME 701 03 OTHER SALARIES & WAGES 701 04 COMPENSATORY TIME 701 05 HOLIDAY PAY 701 06 VACATION PAY 701 07 JURY DUTY 701 08 ADMINISTRATIVE LEAVE WITH PAY 701 09 ON-THE-JOB INJURY LEAVE 701 10 MILITARY LEAVE 701 11 SICK LEAVE 750 19 MED/DENTAL WAIVER 705 00 TEMPORARY PAY 705 00 TEMPORARY PAY 710 00 OVERTIME 790 01 PRODUCTION BONUS 790 02 DIFFERENTIALS 790 03 WORKING CONDITION 790 04 WEEKEND PREMIUM 790 05 STANDBY PAY 710 00 OVERTIME 790 06 REGULAR OVER BUDGET 790 07 PERFORMANCE INCENTIVE AWARD 750 19 MED/DENTAL WAIVER 750 00 FRINGE BENEFITS 750 01 FICA 750 02 MEDICARE TAX 750 03 ELECTED OFFICIALS RETIREMENT 750 04 CORRECTION OFFICERS RETIREMENT 750 750 750 750 750 750 750 750 750 750 750 750 750 750 701 790 790 790 790 790 790 795 796 701 801 801 801 05 06 07 08 09 10 11 12 13 14 15 16 17 18 00 00 08 09 10 11 12 00 00 00 00 01 02 ATTACHMENTS FY 2000-01 to FY 2001-02 Object and Sub-Object Mapping Expenditures PUBLIC SAFETY RETIREMENT STATE RETIREMENT PLAN DENTAL PLAN NATIONAL DENTAL HEALTH SELECT PLAN CIGNA HEALTH PLAN MANUFACTURERS LIFE ON-THE-JOB INJURY INSURANCE UNEMPLOYMENT INSURANCE BUS FARE SUBSIDY PLAN ASRS LONG TERM DISABILITY INVESTIGATOR RETIREMENT DELTA DENTAL RELIASTAR LIFE REGULAR PAY OTHER PERSONAL SERVICES BUDGET DEFERRED HOURS PAID LUMP SUM PAYMENT EMPLOYEE SUGGESTION AWARD AWARDS PROGRAM CREDIT OTHER ADJUSTMENTS PERSONAL SERVICES ALLOC.-OUT PERSONAL SERVICES ALLOC.-IN REGULAR PAY GENERAL SUPPLIES AUTO-GAS OIL LUBE AUTO-TIRES TUBES BATTERY - 829 - ATTACHMENTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES FY 2000-01 to FY 2001-02 Object and Sub-Object Mapping Expenditures FY 2000-01: FY 2001-02: OBJT SUB-OBJT NAME OBJT SUB-OBJT NAME 0801 03 OTHER AUTOMOTIVE SUPPLY 801 03 OTHER AUTOMOTIVE SUPPLY 0801 04 BEDDING & LINEN 801 04 BEDDING & LINEN 0801 05 CLEANING & JANITORIAL 801 05 CLEANING & JANITORIAL 0801 06 CLOTHING/UNIFORMS 801 06 CLOTHING/UNIFORMS 0801 07 TECHNOLOGY SUPPLIES 801 07 TECHNOLOGY SUPPLIES 0801 08 SOFTWARE 801 08 SOFTWARE 0801 09 EDUCATIONAL SUPPLIES 801 09 EDUCATIONAL SUPPLIES 0801 10 ENVIRONMENTAL SUPPLIES 801 10 ENVIRONMENTAL SUPPLIES 0801 11 FOOD-PERISHABLE 801 11 FOOD-PERISHABLE 0801 12 FOOD-PREPARATION 801 12 FOOD-PREPARATION 0801 13 FOOD-NON PERISHABLE 801 13 FOOD-NON PERISHABLE 0801 14 FOOD-SPECIAL FUNCTIONS 801 14 FOOD-SPECIAL FUNCTIONS 0801 15 FOOD-NOURISHMENTS 801 15 FOOD-NOURISHMENTS 0801 16 KITCHEN & DINING SUPPLIES 801 16 KITCHEN & DINING SUPPLIES 0801 17 LANDSCAPING SUPPLIES 801 17 LANDSCAPING SUPPLIES 0801 18 OFFICE SUPPLIES 801 18 OFFICE SUPPLIES 0801 19 RECREATIONAL SUPPLIES 801 19 RECREATIONAL SUPPLIES 0801 20 SAFETY APPAREL 801 20 SAFETY APPAREL 0801 21 SMALL TOOLS & EQUIPMENT 801 21 SMALL TOOLS & EQUIPMENT 0801 23 LICENSE/MAINT SOFTWARE 801 08 SOFTWARE 0801 24 FRNTURE & EQUIP UNDER $1000 801 22 FURNITURE UNDER $1000 0801 25 LAUNDRY SUPPLIES 801 23 LAUNDRY SUPPLIES 0801 26 OTHER SUPPLIES 801 00 GENERAL SUPPLIES 0801 99 PROCUREMENT CARD 801 24 PROCUREMENT CARD 0802 00 MEDICAL SUPPLIES 802 00 MEDICAL SUPPLIES 0802 01 DENTAL SUPPLIES 802 01 DENTAL SUPPLIES 0802 02 LABORATORY SUPPLIES 802 02 LABORATORY SUPPLIES 0802 03 LAB-REAGENTS & MEDIA 802 03 LAB-REAGENTS & MEDIA 0802 04 LAB-CONSUMABLES 802 04 LAB-CONSUMABLES 0802 05 RADIOLOGY SUPPLIES 802 05 RADIOLOGY SUPPLIES 0802 06 X-RAY FILM 802 06 X-RAY FILM 0802 07 X-RAY CONTRAST & MEDIA 802 07 X-RAY CONTRAST & MEDIA 0802 08 PHARMACEUTICALS 802 08 PHARMACEUTICALS 0802 11 BLOOD & PLASMA SUPPLIES 802 09 BLOOD & PLASMA SUPPLIES 0802 12 ANESTHETIC SUPPLIES 802 10 ANESTHETIC SUPPLIES 0802 13 OXYGEN & OTHER GASES 802 11 OXYGEN & OTHER GASES 0802 15 RADIOACTIVE SUPPLIES 802 12 RADIOACTIVE SUPPLIES 0802 17 OTHER MEDICAL SUPPLIES 802 00 MEDICAL SUPPLIES 0802 18 O R INSTRUMENTS 802 13 O R INSTRUMENTS 0805 00 CONTRACTUAL SERVICES - EXTERNA 812 00 OTHER SERVICES 0805 01 ACCOUNTING & AUDITING 812 01 ACCOUNTING & AUDITING 0805 02 ACTUARIAL 812 02 ACTUARIAL 0805 03 ADMINISTRATIVE SERVICES 812 03 ADMINISTRATIVE SERVICES 0805 04 HSA ALLOCATION 812 04 HSA ALLOCATION 0805 05 ARCHITECTURAL 812 05 ARCHITECTURAL 0805 06 APPRAISAL SERVICES 812 06 APPRAISAL SERVICES 0805 07 CONSULTING & MANAGEMENT 812 07 CONSULTING & MANAGEMENT 0805 08 COURIER SERVICES 843 05 COURIER SERVICES 0805 09 BROKER FEES 812 08 BROKER FEES 0805 21 EDUCATORS & TRAINERS 812 09 EDUCATORS & TRAINERS 0805 22 ENGINEERING 812 10 ENGINEERING 0805 32 TECHNOLOGY CONSULTING 812 11 TECHNOLOGY CONSULTING 0805 36 OTHER PROFESSIONAL SERVICES 812 00 OTHER SERVICES 0805 39 SECURITY GUARD SERVICES 812 12 SECURITY GUARD SERVICES 0805 44 CLAIMS ADMIN SERVICE FEE 812 13 CLAIMS ADMIN SERVICE FEE 0805 54 JANITORIAL SERVICES 825 11 JANITORIAL SERVICES 0805 55 ARCOR PERSONNEL SERVICES 812 14 ARCOR PERSONNEL SERVICES 0805 56 ELECTION WORKERS OUTSIDE 812 15 ELECTION WORKERS OUTSIDE - 830 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES FY 2000-01: FY 2001-02: OBJT SUB-OBJT NAME 0805 57 LAUNDRY/DRY CLEANING SVCS 0805 58 PERSONNEL HIRE/TEST SVCS 0805 59 OTHER SERVICES 0805 60 TEMPORARY HELP OUTSIDE 0805 61 MOVING SERVICES 0805 62 COUNTY SPONSORED TRAINING 0805 64 POSTAGE 0805 65 MICROWAVE 0805 67 U S WEST CHARGES 0805 68 LONG DISTANCE CHARGES 0805 69 OTHER COMMUNICATION SERVICES 0805 70 COLLECTION FEES 0805 71 JTPA - OCCUPATIONAL/VOCATIONAL 0805 72 JTPA - OJT 0805 73 JTPA - OTHER COSTS 0807 00 HEALTH CARE SERVICES 0807 24 NURSES 0807 25 MENTAL HEALTH SERVICES 0807 26 DENTISTS 0807 27 PHYSICIANS 0807 28 CONTRACT MEDICAL PROVIDER 0807 31 OTHER MEDICAL PROF SERVICES 0807 33 HOSPITAL/MEDICAL SVCS(MCDHS) 0807 40 PRIMARY CARE SERVICES 0807 47 THERAPY SERVICES 0807 48 RADIOLOGY SERVICES 0807 49 HOSPITAL/MEDICAL SERVICES 0807 50 EMERGENCIES 0807 52 PRESCRIPTIONS 0807 53 LABORATORY SERVICES 0810 00 LEGAL 0810 01 PARALEGAL/STUDENT TIME 0810 03 ATTORNEYS CRIM INDIG-COURT 0810 04 ATTORNEYS NON-CRIMIN COURT 0810 05 ATTORNEYS-JUVENILE COURT 0810 06 ATTORNEYS OTHER NON-COURT 0810 09 BROKERS FEES 0810 10 CONSULTING & MANAGEMENT 0810 12 EXPERT WITNESS FEES/EXPENSE 0810 13 EYE WITNESS FEES/EXPENSE 0810 14 INTERPRETER FEES/EXPENSE 0810 16 VISITING JUDGES FEES 0810 17 MENTAL EXAMINATION FEES 0810 18 RULE 11 EXAM 0810 20 RULE 26.5 EXAM 0810 21 OTHER FEES 0810 22 DEPOSITION REPORT SERVICE 0810 23 PRELIM HEARING/GRAND JURY 0810 24 TRIALS REPORT SERVICE 0810 25 OTHER REPORTING 0810 26 APPEALS TRANSRIBING SERVICE 0810 27 DEPOSITIONS TRANS SERVICE 0810 28 PRELIM HEAR/GRAND JURY TR S 0810 29 MISCELLANEOUS TRANSCRIPT 0810 30 JURY FEES 0810 31 JURY LODGING 0810 32 JURY MEALS 0810 33 JURY MILEAGE OBJT SUB-OBJT NAME 812 16 LAUNDRY/DRY CLEANING SVCS 812 17 PERSONNEL HIRE/TEST SVCS 812 00 OTHER SERVICES 812 18 TEMPORARY HELP OUTSIDE 843 02 MOVING SERVICES 842 01 COUNTY SPONSORED TRAINING 843 03 POSTAGE 850 01 MICROWAVE 850 02 U S WEST CHARGES 850 03 LONG DISTANCE CHARGES 850 04 OTHER COMMUNICATION SERVICES 812 19 COLLECTION FEES 812 20 JTPA - OCCUPATIONAL/VOCATIONAL 812 21 JTPA - OJT 812 00 OTHER SERVICES 811 00 HEALTH CARE SEVICES 811 01 NURSES 811 02 MENTAL HEALTH SERVICES 811 03 DENTISTS 811 04 PHYSICIANS 811 05 CONTRACT MEDICAL PROVIDER 811 00 HEALTH CARE SEVICES 811 06 HOSPITAL/MEDICAL SERVICES 811 07 PRIMARY CARE SERVICES 811 08 THERAPY SERVICES 811 09 RADIOLOGY SERVICES 811 06 HOSPITAL/MEDICAL SERVICES 811 10 EMERGENCIES 811 11 PRESCRIPTIONS 811 12 LABORATORY SERVICES 810 00 LEGAL SERVICES 810 01 PARALEGAL/STUDENT TIME 810 02 ATTORNEYS CRIM INDIG-COURT 810 03 ATTORNEYS NON-CRIMIN COURT 810 04 ATTORNEYS-JUVENILE COURT 810 05 ATTORNEYS OTHER NON-COURT 812 08 BROKER FEES 812 07 CONSULTING & MANAGEMENT 810 06 EXPERT WITNESS FEES/EXPENSE 810 07 EYE WITNESS FEES/EXPENSE 810 08 INTERPRETER FEES/EXPENSE 810 09 VISITING JUDGES FEES 810 10 MENTAL EXAMINATION FEES 810 11 RULE 11 EXAM 810 12 RULE 26.5 EXAM 810 00 LEGAL SERVICES 810 13 DEPOSITION REPORT SERVICE 810 14 PRELIM HEARING/GRAND JURY 810 15 TRIALS REPORT SERVICE 810 00 LEGAL SERVICES 810 16 APPEALS TRANSRIBING SERVICE 810 17 DEPOSITIONS TRANS SERVICE 810 18 PRELIM HEAR/GRAND JURY TR S 810 19 MISCELLANEOUS TRANSCRIPT 810 20 JURY FEES 810 21 JURY LODGING 810 22 JURY MEALS 810 23 JURY MILEAGE ATTACHMENTS FY 2000-01 to FY 2001-02 Object and Sub-Object Mapping Expenditures - 831 - ATTACHMENTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES FY 2000-01 to FY 2001-02 Object and Sub-Object Mapping Expenditures FY 2000-01: FY 2001-02: OBJT SUB-OBJT NAME 0810 34 OTHER JURY EXPENSE 0810 35 ARBITRATION EXPENSE 0810 36 JUDGEMENTS & SETTLMENTS 0810 38 LIIGATION EXPENSE 0810 39 MERIT SYSTEM HEARING EXPENSE 0810 44 OTHER LEGAL EXPENSE 0810 45 INVESTIGATION EXPENSE-COURT IN 0810 46 INVESTIGATION TIME 0810 47 INVESTIGATION EXPENSE-OTHER 0810 48 PUBLISH OF LEGAL NOTICES 0812 00 LEGAL-GROSS PROCEEDS 0812 02 GP - AUTO LIABILITY 0812 06 GP - GENERAL LIABILITY 0812 19 GP - MEDICAL MALPRACTICE 0813 00 DAMAGES PAID 0815 00 INSURANCE 0815 01 AUTO PHYSICAL DAMAGE CLAIMS 0815 02 AUTO LIABILITY CLAIMS 0815 03 ENVIRONMENTAL LIAB CLAIMS 0815 04 BOILER INSURANCE 0815 05 COURSE CONST INSURANCE 0815 06 GENERAL LIABILITY CLAIMS 0815 07 GENERAL LIABILITY INSURANCE 0815 08 WORKMENS COMP INDEMNITY 0815 09 WORKMENS COMP INSURANCE 0815 10 WORKMENS COMP MEDICAL 0815 11 DENTAL INSURANCE 0815 12 DISABILITY INSURANCE 0815 13 HEALTH CLAIMS 0815 14 HEALTH INSURANCE 0815 15 INDIVIDUAL/BLANKET BONDS 0815 16 UNEMPLOYMENT CLAIMS 0815 17 PROPERTY CLAIMS 0815 18 PROPERTY INSURANCE 0815 19 MALPRACTICE CLAIMS 0815 20 MALPRACTICE INSURANCE 0815 21 LIFE INSURANCE 0815 22 MENTAL HEALTH PROGRAM 0815 23 NOTARY BONDS 0815 24 OTHER INSURANCE 0815 25 SIGHT CARE 0820 00 RENT 0820 01 AUTOMOBLE RENT 0820 02 BUILDING RENT 0820 03 SPECICAL FUNCTION RENT 0820 04 COPYING EQUIPMENT RENT 0820 05 COMMUNICATION EQUIP RENT 0820 06 DATA PROCESSING EQUIP RENT 0820 07 GROUNDS/LAND RENT 0820 08 MEDICAL EQUIPMENT RENT 0820 09 OFFICE EQUIPMENT RENT 0820 11 OTHER RENTALS 0825 00 REPAIRS AND MAINTENANCE 0825 01 AUTOMOTIVE R&M SUPPLIES 0825 02 BUILDING R&M SUPPLIES 0825 03 COMMUNICATION R&M SUPPLIES 0825 04 ELECTRICAL R&M SUPPLIES 0825 05 GROUNDS R&M SUPPLIES 0825 06 HEAT/LIGHT/COOL R&M SUPPLIES OBJT SUB-OBJT NAME 810 20 JURY FEES 810 24 ARBITRATION EXPENSE 810 25 JUDGEMENTS/SETTLEMENTS 810 26 LIIGATION EXPENSE 810 27 MERIT SYSTEM HEARING EXPENSE 810 00 LEGAL SERVICES 810 28 INVESTIGATION EXPENSE-COURT IN 810 29 INVESTIGATION TIME 810 30 INVESTIGATION EXPENSE-OTHER 810 31 LEGAL NOTICE PUBLICATION 812 00 OTHER SERVICES 812 22 GP - AUTO LIABILITY 812 23 GP - GENERAL LIABILITY 812 24 GP - MEDICAL MALPRACTICE 812 00 OTHER SERVICES 812 25 OTHER INSURANCE 812 26 AUTO PHYSICAL DAMAGE CLAIMS 812 27 AUTO LIABILITY CLAIMS 812 28 ENVIRONMENTAL LIAB CLAIMS 812 29 BOILER INSURANCE 812 30 COURSE CONST INSURANCE 812 31 GENERAL LIABILITY CLAIMS 812 32 GENERAL LIABILITY INSURANCE 812 33 WORKMENS COMP INDEMNITY 812 34 WORKMENS COMP INSURANCE 812 35 WORKMENS COMP MEDICAL 812 36 DENTAL INSURANCE 812 37 DISABILITY INSURANCE 812 38 HEALTH CLAIMS 812 39 HEALTH INSURANCE 812 40 INDIVIDUAL/BLANKET BONDS 812 41 UNEMPLOYMENT CLAIMS 812 42 PROPERTY CLAIMS 812 43 PROPERTY INSURANCE 812 44 MALPRACTICE CLAIMS 812 45 MALPRACTICE INSURANCE 812 46 LIFE INSURANCE 812 47 MENTAL HEALTH PROGRAM 812 48 NOTARY BONDS 812 25 OTHER INSURANCE 812 49 SIGHT CARE 820 00 OPERATING LEASES & RENTS 820 02 AUTOMOBLE RENT 820 03 BUILDING RENT 820 04 SPECICAL FUNCTION RENT 820 05 COPYING EQUIPMENT RENT 820 06 COMMUNICATION EQUIP RENT 820 07 DATA PROCESSING EQUIP RENT 820 08 GROUNDS/LAND RENT 820 09 MEDICAL EQUIPMENT RENT 820 10 OFFICE EQUIPMENT RENT 820 00 OPERATING LEASES & RENTS 825 00 REPAIRS & MAINTENANCE 801 26 AUTOMOTIVE R&M SUPPLIES 801 27 BUILDING R&M SUPPLIES 801 28 COMMUNICATION R&M SUPPLIES 801 29 ELECTRICAL R&M SUPPLIES 801 30 GROUNDS R&M SUPPLIES 801 31 HEAT/LIGHT/COOL R&M SUPPLIES - 832 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES FY 2000-01: FY 2001-02: OBJT SUB-OBJT NAME 0825 07 MEDICAL R&M SUPPLIES 0825 08 OFFICE R&M SUPPLIES 0825 09 PLUMBING R&M SUPPLIES 0825 10 ROAD R&M SUPPLIES 0825 11 WATER CONSTRUCTION 0825 12 OTHER R&M SUPPLIES 0825 13 AUTOMOTIVE R & M 0825 14 BUILDING R & M 0825 15 CONSTRUCTION EQUIPMENT R&M 0825 16 COMMUNICATION EQUIPMENT R&M 0825 17 DATA PROCESSING EQUIP R&M 0825 18 GROUNDS R&M 0825 19 HEAT/LIGHT/COOL R&M 0825 20 MEDICAL/LAB EQUIPMENT R&M 0825 21 COPYING EQUIPMENT R&M 0825 22 OFFICE EQUIPMENT R&M 0825 23 OTHER REPAIR & MAINTENANCE 0826 00 FACILITIES MGMT DISCRETIONARY 0827 00 MATERIAL MGNT DISCRETIONARY 0827 01 REPROGRAPHICS 0827 02 WAREHOUSE SERVICES 0828 00 MOTOR POOL 0829 00 FUEL 0830 00 TELECOM DISCRETIONARY 0832 00 COUNTY COUNSEL 0833 00 EMPLOYEE BENEFITS ADMIN 0834 00 BASE LEVEL EQ SERVICES CHARGES 0836 00 RISK MANAGEMENT 0837 00 BASE LEVEL TELECOM 0838 00 TELECOM WIRELESS SYSTEMS 0839 00 OTHER INTERNAL SVCS CHARGES 0840 00 ELECTED OFFICIAL TRAVEL 0840 01 AIRLINE/BUS/TAXI MEALS 0840 02 0840 03 LODGING EVENT COST 0840 04 0840 05 MILEAGE ELECTED 00 EMPLOYEE TRAVEL 0841 AIRLINE/BUS/TAXI 0841 01 0841 02 MEALS LODGING 0841 03 0841 05 MILEAGE ALLOWANCE EDUCATION 0842 00 SEMINAR FEES 0842 01 0842 02 CERTIFICATION FEES MEMBERSHIPS 0842 03 0843 00 TRANSPORTATION/SHIPPING FREIGHT 0843 01 02 MOVING OF ASSETS 0843 0843 03 MOVING SERVICES 04 PATIENT TRANSPORT SVCS-MMC 0843 0843 05 MILEAGE ALLOWANCE 06 OTHER TRANSPORTATION EXPENSE 0843 0844 00 JUDICAL TRAVEL INVESTIGATIVE TRAVEL 0844 01 WITNESS TRAVEL 0844 02 0844 03 PRISONER/COURT WARD TRAVEL 00 SUPPORT AND CARE OF PERSONS 0845 0845 01 BURIAL OF INDIGENTS OBJT SUB-OBJT NAME 802 14 MEDICAL R&M SUPPLIES 801 32 OFFICE R&M SUPPLIES 801 33 PLUMBING R&M SUPPLIES 801 34 ROAD R&M SUPPLIES 801 35 OTHER R&M SUPPLIES 801 35 OTHER R&M SUPPLIES 825 01 AUTOMOTIVE R & M 825 02 BUILDING R & M 825 03 CONSTRUCTION EQUIPMENT R&M 825 04 COMMUNICATION EQUIPMENT R&M 825 05 DATA PROCESSING EQUIP R&M 825 06 GROUNDS R&M 825 07 HEAT/LIGHT/COOL R&M 825 08 MEDICAL/LAB EQUIPMENT R&M 825 09 COPYING EQUIPMENT R&M 825 10 OFFICE EQUIPMENT R&M 825 00 REPAIRS & MAINTENANCE 825 02 BUILDING R & M 839 07 REPROGRAPHICS 839 07 REPROGRAPHICS 839 00 INTERNAL SERVICE CHARGES 839 08 MOTOR POOL 803 00 FUEL 839 01 TELECOM DISCRETIONARY 839 02 COUNTY COUNSEL 839 00 INTERNAL SERVICE CHARGES 839 03 BASE LEVEL EQ SERVICES CHARGES 839 04 RISK MANAGEMENT 839 05 BASE LEVEL TELECOM 839 06 TELECOM WIRELESS SYSTEMS 839 00 INTERNAL SERVICE CHARGES 842 00 TRAVEL & EDUCATION 842 02 AIRLINE/BUS/TAXI 842 03 MEALS 842 04 LODGING 842 05 EVENT COST 842 06 MILEAGE ALLOWANCE 842 00 TRAVEL & EDUCATION 842 02 AIRLINE/BUS/TAXI 842 03 MEALS 842 04 LODGING 842 06 MILEAGE ALLOWANCE 842 07 EDUCATION 842 08 SEMINAR FEES 812 54 MEMBERSHIPS/CERT/LICENSE 812 54 MEMBERSHIPS/CERT/LICENSE 843 00 POSTAGE/FREIGHT/SHIPPING 843 01 FREIGHT 843 02 MOVING SERVICES 843 02 MOVING SERVICES 811 14 PATIENT TRANSPORT SVCS-MMC 842 06 MILEAGE ALLOWANCE 843 00 POSTAGE/FREIGHT/SHIPPING 842 00 TRAVEL & EDUCATION 842 09 INVESTIGATIVE TRAVEL 842 10 WITNESS TRAVEL 842 11 PRISONER/COURT WARD TRAVEL 845 00 SUPPORT & CARE OF PERSONS 845 01 BURIAL OF INDIGENTS ATTACHMENTS FY 2000-01 to FY 2001-02 Object and Sub-Object Mapping Expenditures - 833 - ATTACHMENTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES FY 2000-01 to FY 2001-02 Object and Sub-Object Mapping Expenditures FY 2000-01: FY 2001-02: OBJT SUB-OBJT NAME OBJT SUB-OBJT NAME 0845 14 PERSONAL CARE 845 02 PERSONAL CARE 0845 20 HOME MEALS SERVICE 845 03 HOME MEALS SERVICE 0845 23 JTPA- FINANCIAL ASST.(NBP/NRP) 845 04 JTPA- FINANCIAL ASST.(NBP/NRP) 0847 00 MEDICAL CARE 811 00 HEALTH CARE SERVICES 0847 11 OTHER NURSING HOMES 845 05 NURSING HOMES 0847 19 TRANSPORTATION/AMBULANCE 811 13 TRANSPORTATION/AMBULANCE 0850 00 UTILITIES 850 00 UTILITIES 0850 01 ELECTRICITY 850 05 ELECTRICITY 0850 02 NATURAL/PROPANE GAS 850 06 NATURAL/PROPANE GAS 0850 03 REFUSE REMOVAL 850 07 REFUSE REMOVAL 0850 04 SEWAGE DISPOSAL 850 08 SEWAGE DISPOSAL 0850 05 WATER 850 09 WATER 0850 07 INFECTIOUS WASTE DISPOSAL 850 10 INFECTIOUS WASTE DISPOSAL 0850 08 U S WEST CHARGES 850 01 U S WEST CHARGES 0850 09 LONG DISTANCE CHARGES 850 02 LONG DISTANCE CHARGES 0850 10 OTHER COMMUNICATION SERVICES 850 04 OTHER COMMUNICATION SERVICES 0855 00 STATE AND LOCAL AID 830 00 INTERGOVERNMENTAL PAYMENTS 0855 01 AGRIC EXTENTION SERVICE 830 00 INTERGOVERNMENTAL PAYMENTS 0855 07 VITAL STATISTICS 830 00 INTERGOVERNMENTAL PAYMENTS 830 00 0855 10 OTHER AID INTERGOVERNMENTAL PAYMENTS 00 MANDATED HEALTH CARE PAYMENTS 830 0857 02 MANDATED HEALTH CARE PAYMENTS 0857 02 01 AHCCCS CONTRIBUTIONS 830 MANDATED HEALTH CARE PAYMENTS 03 ALTCS CONTRIBUTION 830 0857 02 MANDATED HEALTH CARE PAYMENTS 0857 06 DISPRO SHARE SALES TAX WITHHOL 830 02 MANDATED HEALTH CARE PAYMENTS 08 PRE-AHCCCS OUTSIDE HOSPITAL 811 06 0857 HOSPITAL/MEDICAL SERVICES 11 ARNOLD V SARN LITIGATION 810 00 LEGAL SERVICES 0857 0860 00 MISCELLANEOUS EXPENSE 812 00 OTHER SERVICES 01 BOOK/PAMPHLETS/SUBSCRIPTIONS 801 25 0860 BOOK/PAMPHLETS/SUBSCRIPTIONS 0860 02 PRINTING-BINDING-DUPLICATION 812 54 PRINTING-BINDING-DUPLICATION 03 PUBLISH OF TAXES SALES 812 51 0860 TAX SALE PUBLICATION 0860 04 OTHER PUBL & ADV EXPENSE 812 52 OTHER PUBL & ADV EXPENSE 0860 05 RECORDS MANAGEMENT SERVICES 812 53 RECORDS MANAGEMENT SERVICES 0860 07 LEASE PURCHASE BUYOUT 950 05 PRINICPAL - CAPITAL LEASE 08 MEMBERSHIPS/CERT/LICENSE 812 54 0860 MEMBERSHIPS/CERT/LICENSE 0860 09 TAXES & ASSESSMENTS 830 01 TAXES & ASSESSMENTS OTHER MISCELLANEOUS EXPENSE 812 00 OTHER SERVICES 0860 10 0861 01 GAIN/LOSS SALE FIXED ASSETS 890 LOSS ON FIXED ASSETS 00 0865 00 NON-OPERATING RESERVES 812 00 OTHER SERVICES 0870 00 OTHER ADJUSTMENTS 812 OTHER SERVICES 00 0870 02 ITEMS FOR RESALE 801 GENERAL SUPPLIES 00 0870 04 ITEMS FOR INVENTORY 801 00 GENERAL SUPPLIES 0870 05 INTERGOVT HOLDING ACCOUNT 870 03 INTERGOVT HOLDING ACCOUNT 0871 00 WAREHOUSE INVENTORY 801 00 GENERAL SUPPLIES 0872 00 S S INTER-FUND CREDIT (NEG) 801 GENERAL SUPPLIES 00 0873 00 S S INTER-FUND CHARGES 801 GENERAL SUPPLIES 00 0874 00 OTHER NEGATIVE ADJUSTMENTS 812 00 OTHER SERVICES 0875 00 BONDS AND RELATED EXPENSE 950 DEBT SERVICE 00 0875 03 PRINCIPAL 950 01 PRINCIPAL - BOND 0875 04 INTEREST-BOND 950 02 INTEREST-BOND 0875 06 OTHER EXPENSE 950 DEBT SERVICE 00 0880 00 TRANSFERS OUT TO OTHER FUNDS 880 00 TRANSFERS OUT 0880 01 CENTRAL SERVICE COST ALLOCAT 880 01 CENTRAL SERVICE COST ALLOCAT 0890 00 NON CAPITAL EQUIPMENT 804 00 NON-CAPITAL EQUIPMENT 0910 00 LAND 910 00 LAND 0910 01 LAND ACQUISITION-ROW 910 01 LAND ACQUISITION-ROW 0910 02 LAND ACQUISITION-OTHER 910 02 LAND ACQUISITION-OTHER 0910 03 RELOCATION-FACILITIES 910 03 RELOCATION-FACILITIES 0910 04 RELOCATION-OTHER 910 03 RELOCATION-FACILITIES 0915 00 BUILDINGS AND IMPROVEMENTS 915 BUILDINGS & IMPROVEMENTS 00 - 834 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES FY 2000-01: FY 2001-02: OBJT SUB-OBJT NAME OBJT SUB-OBJT NAME CAPITAL LEASE / BUILDINGS 0915 01 950 05 PRINICPAL - CAPITAL LEASE 0915 02 CAPITAL LEASE / IMPROVEMENTS 950 05 PRINICPAL - CAPITAL LEASE 0915 03 CONSTRUCTION WORK IN PROGRESS 915 01 CONSTRUCTION WORK IN PROGRESS ALTERATIONS/IMPROVEMENTS 0915 04 915 02 ALTERATIONS/IMPROVEMENTS 0915 06 ROADS AND RELATED STRUCTURE 940 00 INFRASTRUCTURE OTHER IMPROVE O/T BUILDINGS 0915 08 940 00 INFRASTRUCTURE 0920 00 EQUIPMENT 920 00 CAPITAL EQUIPMENT CAPITAL LEASE / MECH/EQUIPMENT 0920 01 950 05 PRINICPAL - CAPITAL LEASE 0920 02 CAPITAL LEASE / TELE/FAX 950 05 PRINICPAL - CAPITAL LEASE SOFTWARE 0920 03 801 08 SOFTWARE 0920 04 920 01 COMMUNICATIONS EQUIPMENT COMM CAP EQUIPMENT 0920 05 920 02 CONS EQUIP NON-MOTORIZED CONST CAP EQUIPMENT 0920 06 920 03 EDUCATION/REC EQUIPMENT ED/REC CAP EQUIPMENT 0920 07 920 04 ENGR/SCIENTIFIC EQUIPMENT ENG/SCI CAP EQUIPMENT 0920 08 KITCHEN/LAUNDRY EQUIPMENT 920 05 KIT/LNDRY CAP EQUIPMENT 0920 09 920 06 HEAT/COOL/LIGHT EQUIPMENT HT/CL/LT CAP EQUIPMENT 0920 10 MEDICAL/LAB EQUIPMENT 920 07 MED/LAB CAP EQUIPMENT 0920 11 OFFICE FURNITURE/EQUIPMENT 804 08 OFFICE FURNITURE/EQUIPMENT 0920 12 920 08 SHOP EQUIPMENT SHOP CAP EQUIPMENT 0920 13 WEAPONS\GUNS 804 10 WEAPONS\GUNS 0920 14 804 08 OTHER FURNITURE & EQUIPMENT OFFICE FURNITURE/EQUIPMENT 0920 15 920 09 COMPUTER EQUIPMENT COMPUTER CAP EQUIPMENT 0930 00 TRANSPORTATION 930 00 VEHICLES & CONSTRUCTION EQUIP. 0930 01 930 01 CONSTRUCTION VEHICLES CONSTRUCTION VEHICLES 0930 02 TRAILERS 930 02 TRAILERS 0930 03 930 03 OTHER MECHANIZED OTHER MECHANIZED 0930 04 930 07 PASSENGER VEHICLES PASSENGER VEHICLES 0930 05 TRUCKS 930 04 TRUCKS 0930 06 930 06 AIRCRAFT\HELICOPTERS AIRCRAFT\HELICOPTERS 0940 00 CAPITAL OUTLAY 920 00 CAPITAL EQUIPMENT 0940 01 CAPITAL EQUIPMENT NON-INVENTORY ITEMS 920 00 855 00 NEW NEW NEW INTEREST EXPENSE NEW NEW NEW 865 00 DEPRECIATION NEW 930 05 NEW NEW WATERCRAFT NEW 950 NEW NEW 03 PRINCIPAL - COP NEW NEW NEW 950 04 INTEREST - COP NEW NEW NEW 950 06 INTEREST - CAPITAL LEASE ATTACHMENTS FY 2000-01 to FY 2001-02 Object and Sub-Object Mapping Expenditures - 835 - ATTACHMENTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES LEGEND NOTES TRANSFORMER DUPLEX CONVENIENCE OUTLET INCANDESCENT INDICATOR LIGHT FUSE EARTH GROUND OVERLOAD THERMAL RELAY-LINE CIRCUIT - 836 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Activity: A set of Services grouped together around a common purpose or result. Agency: A 3-digit accounting entity within a department that designates different funding sources. The last digit generally denotes the funding source. For example, agency 490 is the operations agency of the Office of Management and Budget. GLOSSARY GLOSSARY AHCCCS: Arizona Health Care Cost Containment System. ALTCS: Arizona Long Term Care System. Base Level Internal Service Charge: A base-level, fixed charge that is required by all agencies for normal business operations 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. as well as discretionary services which include pagers, cellular phones, long distance service and work orders. Base Level Request: An initial fiscal year’s budget amount, with adjustments for program changes, grants, departmental realignment, changes approved by the Board of Supervisors and annualized costs for previously funded budget issues (initiatives). A department’s base budget request must be within the budget target provided. Baseline: An established level of previous or current performance that could be used to set improvement goals and provide a comparison for assessing future progress. Benchmarking: A continuous process of collecting information on internal or external standards, processes, and/or best practices, evaluating why they are successful and applying what is learned. Budgeting for Results: A budgeting strategy where decisions are based on or informed by performance information that describes the cost or efficiency of producing an Activity and the results achieved for customers—those whose best interests are served by or who receive or use the products or services of an agency or program. This is accomplished by structuring the accounting and budgeting systems according to the structure of Departments' Strategic Plans. Note: Accountability is at the heart of Budgeting for Results—County Government is willing and able to tell taxpayers what they are getting for their money in terms of results for customers. CIP (Capital Improvement Program): 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 2002-2006 Capital Improvement Projects budget for FY 2001-02. Capital Improvement Project: A major, nonrecurring expenditure of $150,000 or more used to expand or improve the County’s physical assets, including land, facilities and infrastructure. Capital improvement projects generally result in new facilities with expected life spans of many years, in substantial extension of the useful life and monetary value of existing facilities, or in increases to the existing “footprint” of a building. Capital improvement projects generally span two or more years. Note: Separate and distinct new facilities should be budgeted as discrete projects. Portions of new facilities should be included in the overall project budget for the overall facility. Capital Outlay: An expenditure from an agency operating budget for the acquisition of, or addition to, a fixed asset. A fixed asset is an item that costs $5,000 or more and has a useful life of at least one year. Fixed assets with costs over $5,000 should be budgeted and itemized in the capital object codes (900 series). - 837 - GLOSSARY MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Capital Projects Fund: A fund established to account for the proceeds of bond issues and other resources for the acquisition, construction or reconstruction of major capital facilities. Carryover Funding: An amount budgeted for FY 2001-02 to pay for a capital expenditure budgeted for FY 2000-01 for which an obligation has been incurred that cannot be paid by June 30, 2001. Note: Carryover items should be identified in the base budget submission. Central Services Cost Allocation Plan: An allocation of General Fund Central Service departments costs (i.e. human resources, internal audit) to all non-General Fund departments through a consistent, logical methodology in proportion to the service or benefit received. COP’s (Certificates of Participation): 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. DCA: Deputy County Administrator. Debt Service Fund: A fund used to account for the accumulation of resources for and payment of general obligation, special assessment, and stadium district bond principal and interest. Demand Measure: A measure of the number of total units of service or product anticipated to be demanded or needed by the customer. Examples include, number of recordings, number of liquor licenses issued, or number of campers visiting a park. Department: An 0rganizational unit headed by a Director or Elected Official. In terms of financial structure, departments can have multiple funding sources, i.e. general fund, special revenue etc. that are based on specified uses. The combination of the various funds are consolidated at the department level. Discretionary Internal Service Charge: A charge for a required service 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. 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. Efficiency Measure: An average activity cost per Output or Result. Enterprise Fund: A fund used to account for operations that are financed and operated in a manner similar to private enterprises where the intent of the County is that the costs of providing goods and services to the general public on a continuing basis be financed through user charges. This allows for the evaluation of these funds on the same basis as investor-owned enterprises in the same industry. Environmental Assessment: An analysis of the internal and external trends and issues that will have a major impact on the department and its customers over the next 2-5 years. Issue Statements will summarize the trends and the impact on the department. The Environmental Assessment is based on common sense, data, and information that describes changes anticipated both from inside and outside the department. - 838 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES FTE (Full Time Equivalent): A full-time equivalent position funded at 2,080 hours for FY 2001-02 including holidays. A position which is less than 2,080 hours will be calculated as a percentage of an FTE. For instance, a half-time position is .5 FTE. GLOSSARY Family of Measures: A set of the four categories of Performance Measures that are used to measure the performance of an Activity. The categories of measure are: Results, Outputs, Demand, and Efficiency. Fund: A fund is used to account for revenues and expenditures with a specified purpose. Fund Balance/Equity: An amount comprised of accumulated excess or deficiency of revenues less expenditures of a fund. This is measured at the beginning or end of a fiscal year. GAAP: Generally Accepted Accounting Principles. General Fund: A fund accounting for all financial resources of the County, except those required to be accounted for in other funds, and serves as the County’s primary operating fund. GO: General Obligation Bonds. Indirect Cost: A cost that is necessary for the functioning of the organization as a whole, but which cannot be directly assigned to one service. The Central Service Cost Allocation is an example of the allocation of indirect costs. Input: A volume of resources used to provide an Activity that is important to the Budget process. Inputs are typically stated in terms of dollars or hours, but are sometimes stated in terms of people or material resources. Input information is maintained internally and is not reflected in the Strategic Plan. Internal Charge: A cost billed to one County agency by another County agency for base level or discretionary services provided. ISF (Internal Service Fund): A proprietary fund that accounts for the financing of goods or services provided by one department to other departments on a cost-reimbursement basis like a business. Issue Statement: A summary statement of an issue and trend that will have a major impact on the department and its customers over the next 2-5 years. Issue Statements include what that impact will be and are the products of the Environmental Assessment phase in Strategic Planning. Key Result Measure: A performance measure that is directly related to the Program Purpose Statement and measures the impact that Program have on citizens/customers. Key results measures are comprised of one Result Measure from each Activity in a unique Program. Major Maintenance: A category of non-routine projects comprised of major maintenance or upgrades to facilities and/or equipment that will achieve demonstrable savings in operational cost, extend the useful life of assets, 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). Mandate: A program that meets constitutional, statutory or court-ordered requirements from either Federal or State entities. MCSO: Maricopa County Sheriff’s Office. - 839 - GLOSSARY MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES MFR (Managing for Results): A systemic approach to management decision-making, resource allocation, and accountability for results. It includes an integrated system of processes: Planning for Results, Budgeting for Results, Delivering Services and Collecting Data, Reporting Results, Evaluating Results, and Decision Making. MHP: Maricopa Health Plans. MHS: Maricopa Health System. MIHS: Maricopa Integrated Health System. Mission: A clear, concise statement of purpose for the entire department. The Mission focuses on the broad, yet distinct, results the department will achieve for its customers. MMC: Maricopa Medical Center. MOE: Maintenance of Effort. OMB: Office of Management and Budget. Org: A level two budget under the budget org. This usually denotes a unit under the division. Example of a departmental budget structure: Department 11 Adult Probation General Funded Agency (ends in “0”) 110 Adult Probation Grant Funded Agency (end in “1”) 111 Adult Probation Grant Special Revenue Agency (ends in “2”) 112 Adult Prob Special Funding Capital Projects Agency (ends in “9”) 119 Adult Probation Capital Budget Org (level 1) 1110 Administration Services " Org (level 2) 1111 Department Administration Output Measure: A performance measure that measures the amount of service provided or number of units produced or processed. Outputs are expressed as a number. PCN: A position control number assigned to a position by OMB for identification purposes. Performance Measure: An on-going, quantitative indicator of resources consumed, workload, productivity, efficiency, and effectiveness. Performance measures should relate directly to objectives and allow for measurement of the same thing over a period of time. (See Family of Measures) Personal Services: A category of expenditures within the budget that includes salaries, benefits, temporary help, special pay, overtime, and salary adjustments. Personal Services Allocation – Out (-In): An object code (795 or 796) used to record payroll expenditures that will be charged/credited to a 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: A savings normally realized when positions are vacant or employees are paid at lower rate than budgeted. Object code 701, sub-line “Regular Pay Personnel Savings” and object code 750 sub-line “Benefits Personnel Savings” are provided to recognize expenditure. This reduction (negative) to the personal services budget allows the department to use these budget dollars to fund other items. - 840 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES Program: A set of Activities that have a common purpose or result. Programs provide operational and performance information for strategic decision making. GLOSSARY 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. Restatement: A budgetary transfer which provides for a specific increase for programs or expenditures in one Department or Agency with a corresponding decrease in other programs and expenditures in another Department or Agency for a net impact of zero (or less). Result Measure: A performance measure that measures the impact or benefit that customers get because they received the department's services. Results Initiative: (Formerly Budget Issue) A request for funding above the budget base to support a program, activity and strategic goal identified in the strategic planning process. Results Initiatives address mandates, demands for service caused by demographic changes, new programs, or expansion of existing programs. Results Initiatives must clearly relate to the department’s mission and be supported by relevant performance measures. Service: A service is the deliverable or product that the customer receives from a department. Services are described as nouns, not verbs, thus defining services in terms of what the customer gets rather than in terms of what the department does. Special Revenue Fund: A fund that accounts for the proceeds of specific revenue sources (other than major capital projects) that is legally restricted to specific purpose expenditures. Strategic Goal: A strategic goal translates resources into significant Results to be achieved over the next 2-5 years, providing the basis for evaluating the department as a whole. Strategic Plan: A Strategic Plan sets forth the purpose, strategic goals, operational organization and performance expectations for a department. The Strategic Plan provides information to department staff, corporate decision makers, the Board and the public about how the department is organized to deliver results and what results the department is accountable for achieving. The Plan provides the opportunity for all department staff to see how they contribute at all levels in the organization. Supplies and Services: A category of expenditures within the budget for all standard costs of daily operations, including such items as office supplies, rent, contractual services, and travel. Technology Results Initiative: A results initiative for technology expenditures for more than $20,000 or that are above a department’s base budget for new or improved technology systems or for maintaining existing information technology systems. Trend: A documented recurrence a measurable event or circumstance over time that is increasing, decreasing or even staying the same. The size of the number of occurrences often determines whether the recurrences constitute a trend. If the number of recurrences is very small, such as number of floods in a year, it may take a number of years to document a trend in one direction or another. While a large number of events or occurrences, such as the number of court cases of a particular type, may reveal a trend within months or a few of years. - 841 - GLOSSARY MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES LEGEND NOTES TRANSFORMER DUPLEX CONVENIENCE OUTLET INCANDESCENT INDICATOR LIGHT FUSE EARTH GROUND OVERLOAD THERMAL RELAY-LINE CIRCUIT - 842 - MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES The Fiscal Year Maricopa County 2001-02 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, LeeAnn Bohn, Chris Bradley, Andree Cohen, Don Colvin, Frances Delgado, Matt Diamond, Helen Dusick, Daren Frank, Annamarie Freas, Brian Hushek, Lisa Leishman, Dan Paranick, Sylvia Romero, Scott Rothe, Joanne Sackett, Don Tellis, Maria Tuttleman, Sharon Walker and Sandi Wilson. We would also like to thank Bill Arnold, Dave Hill and Derek Neighbors of the Administrative Technology Center who have spent many hours working to provide us the schedules for this document. ACKNOWLEDGMENTS ACKNOWLEDGMENTS With the Board’s approval of the FY 2001-02 Budget on June 18, 2001, and the corresponding tax rates on June 27, 2001, we start down the path of developing the FY 2002-03 Budget. - 843 - ACKNOWLEDGMENTS MARICOPA COUNTY FY 2001-02 ANNUAL BUSINESS STRATEGIES LEGEND NOTES TRANSFORMER DUPLEX CONVENIENCE OUTLET INCANDESCENT INDICATOR LIGHT FUSE EARTH GROUND OVERLOAD THERMAL RELAY-LINE CIRCUIT - 844 -