Maricopa County FY 2010-11 Annual Business Strategies Adopted Budget Credits Board of Supervisors Don Stapley, Chairman, District 2 Max W. Wilson, District 4 Andrew Kunasek, District 3 Fulton Brock, District 1 Mary Rose Garrido Wilcox, District 5 County Manager David R. Smith Deputy County Manager Sandra L. Wilson Deputy Budget Directors Lee Ann Bohn Christopher M. Bradley Brian G. Hushek Office of Management and Budget th 301 W Jefferson Street, 10 Floor Phoenix AZ 85003-2143 Phone (602) 506-7280 Fax (602) 5063063 www.maricopa.gov/budget Maricopa County Mission Statement The Mission of Maricopa County is to provide regional leadership and fiscally responsible, necessary public services so that residents can enjoy living in a healthy and safe environment. Strategic Priorities • Ensure safe communities • Provide all citizens with access to an effective, integrated justice system • Promote and protect the public health of the community • Promote opportunities for and educate residents so they can improve their own circumstances and quality of life • Reduce the environmental impact of County government and provide leadership to promote regional environmental sustainability, including the preservation of open, natural park and recreation lands • Contribute to an effective regional economy • Contribute to a safe and effective transportation system • Increase citizen satisfaction and trust in County government with efficient, effective, and accountable public services • Exercise sound financial management and build the County’s fiscal strength • Maintain a quality, diverse, and innovative workforce and equip County employees with tools and technology they need to do their jobs safely and well Adopted by the Maricopa County Board of Supervisors, June 7, 2010, amended October 4, 2010 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Table of Contents Table of Contents Motions Motions 1 Transmittal Letter Transmittal Letter Expenditures Uses Structurally Balanced Budgeting and Historical Overview Econometric and Demographic Trends Property Taxes State Budget Threats Federal Stimulus Funding Justice and Public Safety Regional Development Issues Technology Infrastructure and Capital Improvement Health Care Programs Employee Issues and Concerns Conclusions 3 5 6 7 9 10 10 11 13 15 17 18 19 Maricopa County Profile Introduction History County Seal and Flag Climate and Topography Population Local Economy and Business Environment Educational Opportunities Transportation Infrastructure Cultural and Recreational Amenities County Government Organizational Changes County Organization Chart Board of Supervisors Other Elected Officials Judicial Branch 23 23 24 25 26 27 28 28 29 31 31 32 33 33 34 Budget at a Glance Introduction The Budget as a Policy Document 37 37 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget The Budget as a Financial Plan The Budget as an Operations Guide The Budget as a Communications Tool Table of Contents 41 45 45 Strategic Direction Managing for Results Philosophy and Cycle Planning for Results Budgeting for Results Delivering Results Analyzing and Reporting Results Evaluating and Improving Results County Strategic Plan 2011-2015 County Strategic Plan Update Process Mission Vision Core Values County Strategic Plan 2005-2010 Report Strategic Priority 1Safe Communities Strategic Priority 2 Public Health Strategic Priority 3 Regional Leadership Strategic Priority 4 Sustainable Development Strategic Priority 5 Fiscal Strength Strategic Priority 6 Quality Workforce Strategic Priority 7 Customer Satisfaction 49 50 51 51 51 51 52 52 52 52 52 55 55 60 63 68 71 73 75 Budget Policies and Process Policies and Their Budgetary Impact Managing for Results Policy Budgeting for Results Policy Guidelines Budgeting for Results Accountability Policy Reserve and Tax Reduction Policy Funded Positions Policy Policy on Use of Employee Furloughs for Budget Balancing Annual Budgeting For Results Guidelines and Priorities Summary of Significant Accounting Policies Reporting Entity Maricopa County Flood Control District Maricopa County Library District Maricopa County Public Finance Corporation Maricopa County Special Assessment Districts Maricopa County Stadium District Maricopa County Street Lighting Districts Housing Authority of Maricopa County 79 79 80 81 82 83 84 84 85 85 85 85 85 86 86 86 86 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Related Organization Basis of Presentation Basic of Accounting Cash and Investments Inventories Property Tax Calendar Capital Assets Investment Income Compensated Absences Basis of Budgeting and Budgetary Control Budgets of Blended Component Units Table of Contents 86 87 88 89 89 89 89 90 90 91 91 The Budget Process Annual Budget Process Financial Forecasting Planning for Results Budget Guidelines and Priorities Budget Preparation Budget Review and Analysis 91 92 92 92 92 93 Budget Adoption Tentative Adoption Final Adoption Property Tax Levy Adoption Fiscal Year 2011 Budget Process Budget Adjustment Process Programmatic Budgeting 93 93 93 93 94 94 Budget Summary Schedules Consolidated Sources, Uses and Fund Balance by Fund Type Sources and Uses of Funds Reconciliation of Budget Changes Consolidated Revenues and Other Sources by Fund Type/Department Consolidated Revenues and Other Sources by Department and Fund Type Consolidated Revenues and Other Sources by Category Fund Balance and Variance Commentary Consolidated Sources, Uses and Fund Balance by Fund Consolidated Operating Sources, Uses and Structural Balance by Fund Expenditure Limitation Appropriated Expenditures and Other Uses by Department, Fund and Function Class Consolidated Expenditures and Other Uses by Fund Type/Department Consolidated Expenditures and Other Uses by Department and Fund Type Consolidated Expenditures and Other Uses by Category and Fund Type Non-Departmental Expenditure Summary – Operating Non-Departmental Expenditure Summary – Non-Recurring 95 96 97 99 103 104 108 109 112 116 117 137 141 142 148 151 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Economic Development, Non-Profits, and Agricultural Extension Health Care Programs Summary Fund Transfers In Fund Transfers Out Eliminations Personnel Summary by Department and Fund Personnel Summary by Market Range Title Table of Contents 154 155 156 159 164 165 169 Revenue Sources and Variance Commentary Basis for Estimating Revenue Property Taxes Tax Penalties and Interest Jail Excise Tax Licenses and Permits Intergovernmental Revenues Payments In Lieu of Taxes State Shared Sales Tax State Shared Highway User Revenues State Shared Vehicle License Taxes Other Intergovernmental Revenue Charges for Services Intergovernmental Charges for Services Patient Charges Internal Service Charges Other Charges for Services Fines and Forfeits Miscellaneous Revenues Other Financing Sources Proceeds of Financing Fund Transfers In 177 177 181 181 181 182 182 183 183 184 184 184 185 186 186 186 187 188 189 189 189 Mandates Summary Introduction Summary Mandated State Payments Public Safety Health, Welfare and Sanitation Highways and Streets General Government Culture and Recreation Education 191 191 193 193 194 195 195 195 196 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Table of Contents Financial Forecast Executive Summary Overall Fiscal Position Forecast Drivers Forecast Assumptions Revenues Expenditures Capital Projects Financial Forecast Schedules 197 197 198 199 199 200 200 201 Department Strategic Business Plans and Budget Adult Probation Air Quality Animal Care & Control Assessor 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 Call Center Clerk of the Board Clerk of the Superior Court Constables Correctional Health Services County Attorney County Attorney – Civil County Manager Education Services Elections Emergency Management Enterprise Technology Environmental Services Equipment Services Finance General Counsel Health Care Programs Human Services Internal Audit Justice Courts Juvenile Probation Management and Budget Materials Management 205 233 252 266 274 277 280 283 286 289 293 301 336 342 359 384 391 405 419 429 439 452 481 492 498 504 511 533 538 556 585 589 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Table of Contents Medical Examiner Parks and Recreation Planning and Development Public Defense System Public Fiduciary Public Health Public Works Recorder Research & Reporting Risk Management Sheriff Special Litigation Superior Court Treasurer Workforce Management and Development 600 615 635 656 689 698 743 826 835 841 853 892 897 939 949 Capital Improvement Program Executive Summary Capital Improvement Program Capital Projects Budget Operating & Capital Budgets – Their Relationship Intergovernmental and County Improvement Capital Projects General Fund and Special Revenue Funds Summary Project Detail Technology Capital Improvement Program Summary Project Detail Transportation Capital Improvement Projects Summary Project Detail Managing for Results for All Projects 985 985 988 988 989 989 990 1012 1012 1019 1020 1020 Debt Service Debt Management Plan Debt Obligations by Type Debt Policies 1047 1055 1061 Attachments Budgeting for Results Policy Guidelines and Priorities Budgeting for Results Policy Guidelines Budgeting for Results Accountability Policy Reserve and Tax Reduction Policy Guidelines 1065 1067 1071 1074 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Funded Positions Policy Managing for Results Policy Policy for Administering Grants Non-Departmental Policy Policy for Vehicle Replacement Policy on Use of Employee Furloughs for Budget Balancing Budget Calendar Fund Descriptions Revenue Source Codes Expenditure Object Codes Arizona State Auditor General Forms Table of Contents 1076 1079 1081 1089 1091 1093 1095 1096 1105 1106 1108 Glossary Glossary 1123 Acknowledgements Acknowledgements 1129 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Table of Contents Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Motion Motion The Office of Management and Budget in coordination with the County Manager recommends to the Board of Supervisors the following: 1) Adopt the FY 2011 Budget in the amount of $2,264,280,816 by total appropriation for each department, fund and function. This represents no net change from the Tentative Adopted budget of $2,264,280,816. 2) Approve the allocations for Economic Development Agencies, Non-Profit Organizations and Agricultural Extension as specified in the Recommended Final Budget Package. 3) Notwithstanding the Budgeting for Results Accountability Policy, approve the following: a) Adult Probation, Juvenile Probation and Superior Court are collectively known as the Judicial Branch, and considered as one appropriation. Any and all appropriations within the Judicial Branch can be transferred between any and all Judicial Branch departments by fund and function, as requested and approved by the Presiding Judge of the Superior Court, without any further Board approval. b) Contract Counsel, Legal Advocate, Legal Defender, Juvenile Defender and Public Defender are known as the Public Defense System, and are considered as one appropriation. Any and all appropriations within the Public Defense System can be transferred between any and all Public Defense System departments by fund and function, as requested and approved by the County Manager, without any further Board approval. c) The appropriated budgets for all employee benefits internal service funds administered by the Workforce Management and Development department are considered one appropriation. Any and all employee benefits internal service fund appropriations within Workforce Management and Development can be transferred between any and all funds by function as requested, upon review and recommendation of the Office of Management and Budget and approval by the County Manager, without any further approval by the Board of Supervisors. 4) The estimated ending fund balance in the General Fund, according to the schedule “FY 2011 Adopted Sources, Uses and Ending Fund Balance by Fund Type,” amounts to 15% of estimated General Fund operating revenues for FY 2011. This amount is committed for the specific purpose of covering either a) an unusual revenue shortfall of 5% or more of estimated General Fund operating revenue for FY 2011 due to a natural disaster, a sudden, severe economic downturn and/or actions by the State of Arizona to reduce shared revenues; b) an unusual unanticipated expenditure equaling 5% or more of estimated General Fund operating revenue for FY 2011 that must be funded in the upcoming fiscal year due to natural disaster, a legal judgment or settlement not covered by the County’s Risk Management Trust, and/or actions by the State of Arizona that shift significant new expenditures to the County; or c) a combination of the circumstances described in a) and b) that together equal 5% or more of estimated General Fund operating revenue. 1 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Motion 2 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Transmittal Letter Transmittal Letter To: Don Stapley, Chairman, District 2 Fulton Brock, Supervisor, District 1 Andrew Kunasek, Supervisor, District 3 Max Wilson, Supervisor, District 4 Mary Rose Wilcox, Supervisor, District 5 The 2010-11 recommended budget was developed with economic recovery in mind. Although the economy in Arizona is still very sluggish, the revenue projections are better than in the last several years. Our state-shared taxes, sales and vehicle license taxes, are no longer projected to decline. However, many of our baseline costs are still escalating. So with revenue relatively flat, our budget was still a challenge to develop. The Board of Supervisors budget guidelines called for flat budgets, whenever possible. This required departments to absorb costs that might otherwise be funded. This was accomplished through operational efficiencies and lower demands for services. The recommended expenditure budget appropriation is $2,264,280,816, which is a net increase of $66,282,390 from the 2009-10 revised budget. The 3% increase is primarily due to spending of our accumulated fund balance for technology and capital infrastructure building projects. A total of $61.9 million in critical technology projects are recommended for next fiscal year and are discussed below. Capital infrastructure building projects recommended include continuation of the Criminal Court Tower, Energy Conservation Projects and a Crime Lab. The capital improvement projects are outlined in a separate section of this letter. The operating budget actually decreased by $90,793,721 or 5.2% as compared to the 2009-10 revised budget. The decrease is due primarily to non-departmental contingencies and reserves. These were offset somewhat by mandated contributions to the State of Arizona. The State contributions and cost shifts increased by $19.2 million, bringing the total up to $46.1 million for fiscal year 2010-11. Additional costs and liabilities will be foisted upon the counties if Proposition 100, a temporary 1 cent sales tax, is not passed by the voters. While the past several years have had unprecedented revenue declines, we are anticipating a slight recovery in fiscal year 2010-11. In the current fiscal year, state-shared sales tax, vehicle license tax (VLT) and the highway urban revenue fund (HURF) revenues are basically at budgeted levels with a less than 1.0% variance through April. Year-to-date (YTD), these revenues are still significantly under last year with sales tax -$36.3 million or -10.6%, VLT collections -$8.6 million or -8.0% and HURF -$5.2 million or -7.0% compared with 2009-10 YTD collections through April. Unfortunately, Jail Tax revenue is -2.8% to budget or -$2.6 million to budget year-to-date through April and -$12.6 million or -12.4% under last year’s YTD April collections. This indicates that sales within Maricopa County are not as strong, generally, as sales in the rest of the state. The jail tax is a sales tax which is local to Maricopa County, while state-shared sales taxes are a formula-driven percentage of the overall state sales taxes collected. 3 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Transmittal Letter Of those revenues listed above, the recommended budget for fiscal year 2010-11 includes the following assumptions. State Shared Sales Tax – Vehicle License Tax – Jail Tax – Highway User Revenue – +2.0% 0.0% 0.0% +4.0% State shared sales and the jail taxes are budgeted below our economist, Elliott Pollack’s pessimistic revenue projection for next year. The budget is calculated against the revenue forecast for fiscal year 2009-10. State shared vehicle license tax and the highway user revenue fund is budgeted at the pessimistic forecast from our economist. These revenue budgets were handled in this fashion because of the relatively weak performance of these revenues to date, and the uncertainty and risk surrounding these budgets. The key to our success has been utilization of conservative revenue projections and quick responses to downturns in the economy. While some of our revenues have somewhat recovered, property taxes, which have kept Maricopa County afloat during the years of significant revenue decline, are now of great concern. Primary property taxes are in great flux in fiscal year 2010-11 because of a significant decline in property values in Maricopa County. This has resulted in a change in policy by the Board of Supervisors. Property owners have experienced a decline in perceived wealth as a result of their real properties losing value. The Board of Supervisors has responded by actually cutting property taxes for its citizens. This has put additional strain on our budget, but it is expected to assist citizens during this economic downturn. Property taxes will be discussed in greater detail later in this document. The Budgeting for Results guidelines for fiscal year 2010-11 were adopted on January 11, 2010 by the Maricopa County Board of Supervisors. The guidelines called for the development of a sustainable, structurally balanced budget that achieves, within available resources, the County’s mission and strategic goals as set forth in the Maricopa County Strategic Plan. 1. 2. 3. 4. 5. 6. 7. 8. No increase in the overall property tax levy from FY 2009-10. No anticipated employee compensation funding. Budget targets adjusted for board approved changes or state mandates. Base budget should be within the target and structural balance should be maintained within funds, whenever possible. No requests for additional funding. Uses of fund balance to support operations must be specifically approved by the Board of Supervisors. Capital budget will be developed with non-reoccurring resources made available. Information technology with a return of investment of 3 years or less will be considered. 4 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Transmittal Letter These budget guidelines helped to set the framework for the development of the recommended tentative 2010-11 budget. The budget being presented is structurally balanced with very few exceptions. Those exemptions are outlined in the executive summary section of the budget document and in the transmittal letter, Section: Structurally Balanced Budgeting. Expenditures Uses Maricopa County’s expenditures are primarily made up of criminal justice and health care related costs. The chart outlines the expenditure uses for fiscal year 2010-11. Public safety, the largest FY 2010-11 Recommended Budget category, is made up of a Uses: $2,264,280,816 Health, Welfare & number of departments and Sanitation offices, and include the 21.50% Public Safety following: Superior Court, 61.06% & Streets Adult Probation, Juvenile Highways 7.07% Probation, County Attorney, Sheriff, Clerk of the Court, Public Defense Services, and Constables. While these expenses make up General 61.06% of the budget, Government 9.65% much of the caseloads within Public Safety and the Culture & Recreation Justice arena have 0.42% Education 0.30% decreased over the past year. This very new occurrence assisted us as we reviewed statistics and set expenditure budgets for the recommended budget. Later in the document is a section on Justice and Public Safety that outlines the changes that have occurred in this category. The other large category, Health, Welfare and Sanitation, is made up of Public Health, Correctional Health Services, Health Care Programs, Medical Examiner and Solid Waste. Demand for services is on the rise in these departments. There is a section below that outlines the costs within the recommended budget for Health Care Programs. These are programs run by the State of Arizona, but partially funded by Arizona counties. Another component of health care costs that is on the rise is Correctional Health Services. Correctional Health Services’ detention fund budget is increasing by 4.7%. Although the inmate population in the jails is down, demand for services within Correctional Health is on the rise. A larger percentage of the population that is incarcerated has mental and other related health issues. Inmates arrive in the jail with substance abuse and other serious health issues that require attention. The budget for Correctional Health Services has increased to address these concerns. The recommended budget includes $2,366,066 for new medical staff, primarily in mental health. This includes increases in the number of physicians, nurses, and support staff. In addition, funding for an Electronic Medical Records System is being recommended with one-time monies. All of these initiatives are needed to improve services as 5 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Transmittal Letter the constitutional standards required in this setting continue to increase. The new funding will also assist Maricopa County in an ongoing Federal Court case, Graves v. Arpaio. Structurally Balanced Budgeting and Historical Overview Many governments have given up on the practice of structural balance. However, Maricopa County still believes that structural balance is imperative to fiscal integrity and survival during these tough economic times. It is the basis on which all of our budget policies and practices are grounded. Structural balance means that reoccurring revenues meet or exceed reoccurring expenditures. Because of structural balance, we have been able to fund capital building and technology projects with cash, and keep our expenditures in check. The intense fiscal discipline is paying off in the recommended FY 2010-11 budget. Unlike most of other governments, we have not used enhanced Federal Medical Assistance Percentages (FMAP) monies for operations. These are federal stimulus funds that became available to the states in FY 2008-09. The State of Arizona is required to share a portion of these funds with the counties since cost-sharing of the State’s Medicaid long-term care (ALTCS) and acute care (AHCCCS) programs occurs with Arizona Counties. Therefore, $107.9 million in one-time Federal Stimulus funding (obtained through the FMAP program) was set aside and is now available for critical technology and capital building infrastructure projects. The County has been ratcheting down expenditures since fiscal year 2006-07, when our economist’s pessimistic revenue forecast first showed signs for concern. We tightened our operating budgets and cut spending by almost $10 million that year. It was a wake-up call and was just the beginning of the downward budgetary adjustments that needed to be made. Unfortunately, the downturn in the economy accelerated. During the development of the FY 2007-08 budget, significant drops in revenue projections continued. The pessimistic scenario called for 3% growth in sales taxes. Because of mandated increases in expenditures, cuts were made to personnel budgets, court security, overtime, supplies and services. User fees increased and capital projects were cancelled or delayed. A mid-year adjustment was necessary when revenues spiraled downward in 2007-08. The Board of Supervisors implemented a freeze on hiring, capital purchases and contingency funds. Administrative budgets, countywide, were cut by 5% (this included the elimination of 64 fulltime equivalent (FTE) positions). The Planning and Development department reduced their expenditures budget by 20% and 23 employees were released due to a workload slowdown and revenue reduction. The 2008-09 budget resulted in even larger cuts in expenditures. Maricopa County cancelled the Southwest Regional Court Center, White Tanks and McDowell Mountain Park improvement projects, and delayed a number of transportation projects. In order to structurally balance the budget, over $115 million in expenditure reductions and the elimination of 175.2 FTE positions, or 1.2% of our workforce, was adopted. Another 145.1 FTE positions were eliminated during the fiscal year. It was also necessary to utilize our budget stabilization account to pay-off debt, lowering the burden on operating expenditures. 6 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Transmittal Letter The Board of Supervisors has kept spending in check. During fiscal years 2006-07 and 200708, reductions of $12.8 million occurred as a result of cutting administrative staff by 5% and other various reductions. In the 2008-09 adopted budget, reductions totaling $162.6 million occurred. Further reductions of $36.2 million were made midway through this fiscal year, as the Board asked for further belt tightening as revenues continued to drop. The 2009-10 budget included additional reductions of $130.3 million. The recommended 2010-11 tentative budget includes operating and non-operating budget reductions of $87.3 million, bringing the five-year total to $416.5 million. With reductions in grant funding and other adjustments, total County operating expenditures are being reduced by $90.8 million. Most of the 2010-11 reductions occurred in Non-departmental, where most countywide expenditures are budgeted. The reductions which are recommended in Non-departmental occurred in contingencies and other reserves. Other reductions occurred in departments with lower service demands and with efficiency gains. In addition, many departments absorbed the benefit cost increases totaling $20.8 million, and may not show actual reductions, but will have less available funds for other operating expenditures. Only a handful of funds are not in structural balance as we move forward with this recommended budget. These funds include: Solid Waste (580), Waste Tire (290), Planning and Development (226), Spur Cross Ranch (225), County Improvement Debt (320), County Improvement Debt 2 (321) and Risk Management (675). Solid Waste is a special revenue fund that has to book post-closure monitoring activities that were previously not expensed but instead charged to a liability account. Now that the fund is no longer an enterprise fund, these future expenses must be charged creating a technical structural deficit. The Solid Waste and Waste Tire funds will need to return to structural balance in the next several years. Planning on this has begun. There is more on Planning and Development department issue in the section entitled Regional Development Issues, below. In Parks and Recreation, there is a special revenue fund for Spur Cross Ranch which is funded with a dedicated sales tax from the City of Cave Creek. With sales tax receipts lower than anticipated, this fund is out of structural balance. In future years, it should return to structural balance as the sales taxes rebound. County Improvement Debts funds are fully funded with general fund cash in the General Fund County Improvement Fund (445). Finally, the Risk Management Trust fund is decreasing its cash balances but will still have sufficient cash to handle all administrative and claims requirements in the coming fiscal year. Econometric and Demographic Trends Trying to anticipate what is happening in the economy has been a challenge for the last several years. The economy has been unpredictable, even for the pros. Maricopa County has been utilizing the services of Elliott Pollack and Company, as well as the University of Arizona, Eller College of Management, Economic and Business Research Center for our forecasting and economic information for many years. Reviewing the information from these two very reliable sources has helped us to navigate the troubled economic tides. The quote below outlines the latest information received by Elliott Pollack regarding the future state of the Arizona economy. There will be downward pressure on the economy from weak consumer demand for another year or two. Consumers are still feeling financially impacted from the 7 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Transmittal Letter recent recession. As of the end of 2009, consumers were beginning to spend more on both durables and non-durables. However, they were also still spending nearly 18% of their incomes on past purchases, owe more on their homes than they are worth, and are reporting very little confidence in the economy. Elliott Pollack and Company, April 2010 Reviewing the financial information that was available while in budget development, the Office of Management and Budget recommended a very cautious approach to budget preparation. The Board of Supervisors approved budget guidelines reflected this approach. While some economic indicators are beginning to show signs of recovery, others are still sluggish and of concern. Consumer confidence, as outlined above by Elliott Pollack, is still very low. Consumers are expected to save more, which will hurt spending in the short run. Once jobs return to the Arizona economy, spending should rebound. Real GDP, which is reflective of the economy, fell by 3.8% from the high point in the business cycle. The fourth quarter of 2009 showed strong growth, but it is not reflective of true consumer or business spending. It is instead, a result of very low inventories. This indicator will need to be watched carefully in the future. Access to capital and funding for businesses is still strained. While the federal government has loaned banks monies at 0.0%, none of this funding is actually making it to businesses that require this capital to expand business. Banks appear to be using this money to purchase U.S. treasuries, so the improvement to the economy is not effortlessly occurring. Population growth, which helped to drive the economic boom in the past, has begun to decrease significantly. The Phoenix metropolitan area can attribute its economic success to a great degree to the growth in population. Maricopa County has been one of the top U.S. counties for growth consistently for many decades. However, that growth has slowed substantially. Some economists believe that growth might be below 1%, flat or even in a declining position. Reasons for the significant change in population include: migration out of the state by illegal immigrants, individuals putting off retirement, inability to sell houses in other parts of the country to move, and lack of jobs. A reduced number of residents, with little consumer confidence, means a very slow 8 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Transmittal Letter economic recovery. Population has always helped to grow our economic engine. We will need to closely track this trend. Property Taxes Maricopa County’s primary property tax levy is recommended to remain flat in the fiscal year 2010-11 tentative budget. The net assessed value has dropped by $2.9 billion from FY 2010. For many taxpayers, this could mean higher taxes despite their homes losing assessed value, because financially-strapped governments will continue to levy the maximum allowable by State law. However, in Maricopa County government, this will not be the case. The budget guidelines acknowledged this issue and the Board of Supervisors called for the Office of Management and Budget to maintain the same levy as was adopted in fiscal year 2009-10. The recommended 2010-11 budget has a levy of $487.4 million which is flat compared to the FY 2009-10 adopted budget. This public policy, set by the Board, will mean County government will leave $25.1 million in revenues behind that could have been legally assessed. It also means that the average taxpayer will actually see a reduction in primary property taxes. This is due to the new property that was added to the tax rolls this past year. New property added to the rolls accounted for $14.5 million of the property tax assessment, which means all remaining property owners will be paying less in taxes. The median full cash value of a home in FY 2010 was $192,000 and has dropped to $148,800 for FY 2010, thus decreasing the tax bill by $24.69 annually. Another way that Maricopa County is saving our taxpayers money is by not issuing any General Obligation Bond debt since 1986. In the late-nineties, the Board of Supervisors decided to utilize a “pay as you go” capital plan for large capital improvement projects. This year, they have included large technological projects into that category. This means that the County is paying cash for the Criminal Court Tower, other capital improvement projects and a number of technology infrastructure issues. The cash funding philosophy has literally saved the taxpayers tens of millions of dollars in interest and hundreds of millions in secondary property taxes that would have otherwise been levied. The secondary bond debt was paid off in 2004, and we have not issued general obligation bonds since that time. Finally, the last significant issue regarding property taxes is the continued drop in property assessed valuations. There is a two year lag on property tax assessed valuations being recorded in the Assessor’s property valuation books. This means that there will be an ongoing issue with property taxes well after the recovery of sales and vehicle license taxes. According to econometric estimates, assessed valuations in Maricopa County will not begin to rebound until fiscal year 2013-14 and then only slightly. This could significantly prolong the budgetary recovery of Maricopa County. 9 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Transmittal Letter State Budget Threats The State of Arizona continues to have significant budgetary troubles. The budget passed by the State Legislature and signed by the Governor includes significant cost shifts to Arizona Counties. In Maricopa County, the State cost shifts since fiscal year 2008 total $125.6 million. In the recommended budget, Maricopa County has $46.1 million in State unfunded expenditures shifts, which is an increase of $19.2 million from last fiscal year. The State of Arizona recently had an important issue pending with the voters. On May 18, 2010 the State held a special election to ask the voters to consider a temporary sales tax of one cent per dollar to help fund primary and secondary education, health and human services, and public safety. Since the temporary tax was approved, Maricopa County does not anticipate any additional cost shifts to occur in fiscal year 2010-11. However, the county is still as risk for future year cost shifts. Another issue that is looming is the transfer of the function currently performed by the Department of Juvenile Corrections (DJC) to counties. This issue was discussed at length during the 2010 Legislative Session. Currently the DJC is scheduled to shut down by July 1, 2011. A commission is to be established with heavy representation of the Governor’s Office to review the proposal and other options. The commission has not yet been appointed. Federal Stimulus Funding To date, Maricopa County has been awarded $54,741,345 in funding through the American Recovery and Reinvestment Act of 2009 (ARRA). Many of the projects funded with ARRA grants began in FY 2009-10 and will continue in FY 2010-11. A portion of the funding received is passed-through to other jurisdictions. This amount totals $9,058,935. Highlights of the projects funded with ARRA grants can be found below include the following: • • • • • • • • • • • • • • Infrastructure Improvements for Asphalt Rubber Overlay, Transportation - $6,469,193 Shoulders and Bike Lanes, Transportation - $750,000 Energy Efficiency & Conservation Block Grants, Numerous Departments - $3,567,800 Edward Byrne Memorial Competitive Grants (EBMCG), Adult Probation, County Attorney, Justice System Planning and Information, Juvenile Probation, and Sheriff $1,477,760 Combating Narcotic Activities, Adult Probation - $685,993 Prison Reentry initiative, Adult Probation - $2,045,584 Prosecution of Gang, Drug and Violent Criminals, County Attorney - $1,908,589 Victims of Crime Act, County Attorney - $278,493 Neighborhood Narcotics Enforcement, Sheriff’s Office - $412,000 Numerous Human Services Programs, Human Services - $26,148,908 Homeless Programs, Public Health - $238,718 Electronic Medical Records, Public Health - $456,185 Lead Based Paint Hazard Reduction program, Public Health - $312,347 Miscellaneous ARRA Public Health, Public Health - $930,840 10 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Transmittal Letter While much of this funding is one-time, it still provides much needed assistance to governments and the citizens that they serve during this economically challenged time in our history. Arizona counties help to fund the AHCCCS (Arizona Health Care Cost Containment System) and ALTCS (Arizona Long-term Care System) annually. Enhanced Federal Medical Assistance Percentage (FMAP) funding is available for Arizona’s health care programs from the federal government. This program has been established by the U.S. Secretary of Health and Human Services. Maricopa County’s share of the federal funding to counties is about 60% of the total in each year. In FY 2008-09, the funding received was $36.1 million, in 2009-10 it was $45.4 million and the estimated amount for 2010-11 is $26.4 million. The total estimated funding should equate to approximately $108 million over the three-year period. While this money is needed and very helpful, it has a sunset and cannot be utilized to balance the budget structurally. The stimulus money is being recommended for appropriation for capital investment or other one time expenditure. Justice and Public Safety Normally, when a downturn in revenues occurs, we see increased demand for services in government. This was certainly the case over the past several years as Maricopa County struggled to become more efficient as our resources were shrinking and our demand for services were higher or relatively flat. However, in fiscal year 2009-10 we have seen a dramatic drop in many of the Justice and Public Safety demand indicators. Filings, caseloads and detention and probation populations are trending downward. This unexpected decline in demand has presented an opportunity for adjustments to be made to our operating budgets in this category. One of the most notable indicators that has decreased is the adult inmate population. The bookings, year-to-date, are down by 6.7%, and the average daily population shows a reduction from last year of 12.8%. This is quite significant and will allow us to safely reduce the Sheriff’s Office budget in detention. The FY 2009-10 budget was built utilizing the inmate population assumption of 9,240 inmates on average. Currently, the average population is 8,130. The fiscal year 2010-11 budget reduces detention staff by 68 positions because of the significant drop in inmates. In addition, it converts 96 detention officer positions that are currently assigned to food and distribution to lower level food service workers, which may require a reduction-in-force. Both of these revisions along with other right-sizing of costs will lower the budget from $183.3 million to $182.1 million, saving $1.2 million. This is a 0.6% reduction for next year in the recommended budget. 11 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Transmittal Letter Juvenile detention’s average daily population is down by 7.6% and the average length of stay is lower by almost 4%. As a result, the budget for juvenile detention functions has been reduced by 1.3%. This will leave some capacity for growth, if the detention population begins to grow. On the law enforcement side, the Maricopa County Sheriff’s Office (MCSO) is funded with general fund revenues. While general fund revenues continue to be depressed, the demand on this side is uncertain. It has come to light that MCSO might have been using restricted detention funds to supplement enforcement staffing. Currently the Office of Management and Budget is working with MCSO to determine if a correction to the general fund enforcement budget is necessary. Until it is determined, the budget for next year is recommended at $1 million below the current revised budget due to a reallocation between the general fund and the detention fund. Final corrections could be made in the final budget. The Justice Courts are 25 independent community courts that deal with civil and criminal traffic, misdemeanor offenses, small claims, evictions, orders of protection, injunctions, photo radar and other minor civil and criminal offenses. Justice Courts receive revenue in the form of fines, fees and other miscellaneous revenue which helps to fund much of their operation. However, in fiscal year 2009-10, revenues are down significantly because caseload has dropped. In the majority of areas, caseloads have dropped significantly, causing our fiscal year 2009-10 revenue projections to be $2.7 million or 18% below budget. In total, the caseloads are down by nearly 10% from last year. The recommended budget for Justice Courts is 0.9% less than 2009-10, despite having a larger caseload drop. Two new Justice Courts were added in January 2010, so leaving capacity within their budget should allow them to manage additional volume that may occur next year in the two new courts. Adult and Juvenile Probation caseloads are down dramatically. Adult intensive probation has dropped by 18%, while standard probation is up slightly by less than 1%. Juvenile intensive probation is also down radically by 15%. Juvenile standard probation is down by 7%. These departments took large reductions of 3.7% and 6.3% respectively last fiscal year, and therefore have not been adjusted noticeably, as they have been required to absorb their benefit cost. The County Attorney’s Office represents the cost of prosecution in the criminal justice system. The Board of Supervisors just appointed a new County Attorney, so the budget for this office is currently being reviewed with this new official. Another item of note is that the County Attorney’s Office oversees some civil legal services. During the past year, some of these services have been transferred to the General Litigation and Special Litigation departments under the Board of Supervisors through the County Manager’s Office. This was due to legal conflicts that existed with the former County Attorney. These issues must be carefully reviewed so that decisions can be made regarding returning some of the civil legal functions, such as legal advice, back to the County Attorney’s Office. Therefore, the budget which is being utilized in the recommended tentative budget will be revised prior to final budget adoption. 12 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Transmittal Letter The County is constitutionally required to provide competent and diligent representation to indigent defendants in criminal or juvenile delinquency proceedings. Public Defense Services (PDS) is the constellation of department that is responsible for providing criminal and delinquency defense services to the clients assigned by the court. PDS has no control over the demand for services in any given year. For many years, the costs have exceeded the adopted budget for these indigent defense services. This year, the Office of Management and Budget has worked very closely with PDS to come up with a recommended budget which utilizes efficiencies, but also right sizes the costs. Accordingly, PDS will have their operating budget increased by $7.0 million to $79.6 million and a non-reoccurring budget of $4.4 million for a total budget of $84.0 million. While this is a significant increase to the 2009-10 adopted budget, it is only an increase over the FY 2009-10 spending projection of 1.5%. The projected spending for FY 2009-10 is $82.7 million. There are many reasons for the cost increases that have occurred over the past decade. The biggest of those issues is the cost of defending capital murder cases. In June 2002, the U.S. Supreme Court ruled in a case, Ring v. Arizona. The case law created by this ruling caused a backlog of capital cases that needed to be retried for sentencing. This backlog is still working its way through the criminal justice system. In addition, there was a 44% spike in capital case filings in FY 2006. These cases are extremely costly. The average defense cost of a capital case that goes to trial is nearly $300,000. Regional Development Issues Revenue Number of Permits The demand for permits has leveled for Planning and Development after years of continued and dramatic slowing in workload and associated revenues. Maricopa County’s Planning and Development Department receives its major revenue streams from building plan reviews and building inspections. During the housing boom, Planning and Development’s revenue budget experienced explosive growth. As the boom ended and the recession has took hold, the revenues slowed Planning and Development Permits and Revenue dramatically. The 20,000 $18,000,000 department has 18,000 $16,000,000 had to adjust its 16,000 $14,000,000 operating costs to 14,000 $12,000,000 align with the 12,000 $10,000,000 volatility of the 10,000 $8,000,000 real estate 8,000 $6,000,000 6,000 market. The $4,000,000 4,000 graphic to the $2,000,000 2,000 right illustrates ‐ $‐ the seven-year history of plans initiated for review and Number of Permits Revenue inspection, and the associated revenues, along with what is budgeted for in FY 2010-11. As you can see, it has gone from a five-year high in FY 2005-06 of 17,659 permits with an associated revenue of $16.4 million, to a five year low in FY 2008-09 of 7,229 permits, with an associated revenue of $5.9 million. The Department has begun to see signs that development activity is starting to 13 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Transmittal Letter rekindle. The type of permitting has changed slightly from a strong residential mix to include large scale eco-friendly projects. Planning and Development’s management team has taken steps to address the downturn in demand over the past three fiscal years. It has reviewed the fee structure and has made recommendations to raise those that required adjustment. It has also instituted the elimination of 125 positions and $10.5 million in expenditures based on FY 2005-06 budget numbers. That translates to 46% of its workforce and nearly 58% of its expenditure budget. The department will continue to review the workload demand and will make additional adjustments to the budget and staffing pattern, if necessary. Planning and Development has experienced six straight months of stable plan review demand and will conservatively plan for another 1-2 years at this demand level. Because of the unusual situation in this department, the Planning and Development Fund (226) is out of structural balance by $873,862. This fund had a sizable fund balance that has been utilized over the past several years to lessen the service reductions in this area. At the end of FY 2010-11, the fund balance is projected to be $2,696,956. Fee Fund Revenue Number of Dust Control Permits Air Quality’s demand has been reduced significantly over the last two fiscal years. The Department is taking steps to right-size the workforce to appropriately mitigate non-compliance air quality days with the Environmental Protection Agency (EPA) and keep in balance with their revenue. The highest number of the Department’s dust control permits was experienced in FY 2006-07 at 5,128 permits. Revenue peaked in FY 2007-08 at $16,410,883, driven by fine payments as well as permit revenue. Maricopa County is still experiencing issues with particulate matter in the air and is exceeding the maximum allowable days of high air pollution established Air Quality Dust Control Permits and Total Fee Fund Revenue by the EPA. $18,000,000 6,000 The $16,000,000 5,000 dramatic $14,000,000 reduction in $12,000,000 4,000 construction $10,000,000 3,000 activity has $8,000,000 $6,000,000 2,000 had some $4,000,000 impact on 1,000 $2,000,000 the number $‐ ‐ of days in FY 2004‐05 FY 2005‐06 FY 2006‐07 FY 2007‐08 FY 2008‐09 FY 2009‐10* FY 2010‐11** which the Number of Dust Control Permits REVENUE Revenue w/ Fee Increase County exceeds air quality standards, but has not eliminated enough days. The Department is working with the EPA, Maricopa Association of Government (MAG) and other grantors to research the root cause of the poor air quality in Maricopa County. The Air Quality Fees Fund (504) is structurally balanced for FY 2010-11. The Department will be seeking Board of Supervisors’ approval to adjust fees in May 2010 which will impact the Department’s ability to provide adequate inspections and compliance assistance to the regulated community. The graph above show the six-year look at dust control permits and 14 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Transmittal Letter revenue, and the FY 2010-11 budgeted permits and revenue, including the impact of the fee increase being presented to the Board of Supervisors. Technology Infrastructure and Capital Improvement Maricopa County began its present day Capital Improvement Program (CIP) in FY 1999-00. The CIP plan utilizes a modified “pay as you go” financial policy. The County pays cash for most CIP projects. The County currently has no GO bond debt, and has very little long-term debt. The debt that the County does have is in the form of Lease Revenue Bonds. The debt service on these is paid for with either cash that has been set aside, or through lease reversions and operational savings within the operating budget. Two capital improvement funds have been established in FY 2010-11 specifically for funding and capturing cost for technology projects that meet the accounting definition of a capital project. The Technology Capital Improvement Fund (460) will be utilized for general funded projects and the Detention Technology Improvement Fund (461) for Detention funded projects. There are five projects budgeted in FY 2010-11 in the Technology Capital Improvement Fund: the Contact Center System, County Telephone System, Infrastructure Refresh Phase 2, Radio System and the Sheriff 911 Center Equipment. The Correctional Health Electronic Medical Records System is the one project for FY 2010-11 budgeted for in the Detention Technology Capital Improvement Fund. The Infrastructure Refresh Project continues to progress on the downtown campus and covers a number of critical replacements and upgrades including: core, distribution, user access, wireless networks, building physical infrastructure, and data centers. The County has secured a Disaster Recovery (DR) location and begun deployment of the site. A major relocation of the West Court Building (WCB) back-up data center to the DR location takes place in May 2010. Wi-Fi capabilities have been implemented at various downtown campus sites including: Facilities Management, Administration Building, West Court Building, East Court Building, Old Court House, Chambers, Forensics building, Downtown Justice Center. The downtown campus, with the exception of the jail facilities and selected locations within the courts complex that are scheduled to be completed in FY 2010-11 to fit within Facilities Management Department (FMD) re-model projects will be completed in FY 2009-10. A documentation project and planning process roadmap has started for the Durango Campus, Southeast Campus and remote sites. This project will capture the current state of the infrastructure cabling and campus backbone connectivity for fiber and copper, emergency power requirements (UPS and generator needs), environmental requirements, standards based Equipment Room (ER) / Telecommunications Room (TR) requirement and network equipment refresh requirements. With this information we will develop the ongoing roadmap and budget requirements for infrastructure refresh projects for Maricopa County. The Assessor’s Office continues to partner with the Office of Enterprise Technology (OET) to develop a new Computerized Assessor’s Mass Appraisal (CAMA) system. The project will touch approximately a dozen applications used by the Assessor’s Office. The collaborative effort will result in improved system performance, functionality, tools, integration and support. In FY 2009-10, the second phase of the appeals application was deployed. This appeals 15 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Transmittal Letter application will be finished in FY 2010-11 with the completion of the commercial module. During FY 2010-11, the requirements for the core CAMA system will be assessed and a make/buy decision reached. The new Criminal Court Tower, which has a budget of $340.3 million, is on schedule for completion in February, 2012. Several new Capital Improvement Projects have been approved by the Board of Supervisors during the 2009-10 fiscal year and most of these are continuing into the FY 2010-11 budget. These include several projects funded by the Detention Capital Projects Fund to improve the efficiency and efficacy of energy use at several jail facilities. The Estrella Chilled Water Conversion Project and the Towers Chilled Water Conversion Project are designed to convert these facilities from evaporative cooling to a more efficient chilled water system. The County also received an American Reinvestment and Recovery (ARRA) Grant which is fully funding two solar thermal water conversion projects at the Fourth Avenue Jail and Lower Buckeye Jail. All four of these projects will provide for more consistent and comfortable temperatures in the jail facilities, in keeping with the requirements of the Graves v. Arpaio. Two remodel and relocation projects were approved mid-year to provide for the relocation of staff from the First Avenue Jail to new locations. The Sheriff’s Office Civil Division, Records and Automated Fingerprint Identification System (AFIS) staff are being relocated to newly remodeled space in the West Court Building, and the Crime Lab will be relocated to the Durango Complex, once a building is remodeled and updated to accommodate their needs. Remodeling continues on the Security Building as well, to provide for enhanced employee uses at that facility. Other new projects recommended in the FY2010-11 budget are also related to a more efficient utilization of space and a reduced reliance on leased properties. These include the remodel of the Santa Fe Depot, to allow for consolidation of the Assessor’s staffing, and the purchase of two buildings near 7th Avenue and Van Buren, known as Grace Court I and Grace Court III. In addition, with the completion of the Criminal Court Tower, it is recommended that the old First Avenue Jail be demolished and a cohesive design be developed for the central plaza that is encircled by the historic Old Court House, East Court Building, Central Court Building and the new Criminal Court Tower. Perhaps the most ambitious endeavor is the 18-month plan for Energy Conservation Projects that will improve lighting systems, control systems, water systems and more as a result of the Investment Grade Utility Audit that was conducted in 2010. This $25 million dollar investment is anticipated to reduce the County’s kilowatt usage by 22 million kilowatts of energy use per year. The County’s Parks & Recreation department continues its development of the Maricopa Regional Trail System and a study of the Vulture Mountain Recreation Area for future management. 16 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Transmittal Letter Finally, the County is ready to develop a state-of-the-art Sheriff’s Inmate Transportation Hub, also at the Durango Complex. This facility will provide a safe and secure location for the congregation of inmates in preparation for transfer to the various court facilities throughout the valley. Health Care Programs A large component of Maricopa County’s budget is made up of Health Care Programs. These are costly programs that are either managed by the State of Arizona and/or funding is mandated by State Statutes and Court Orders. Health Care Programs funds a variety of different issues including: mental health, indigent acute care and long-term care programs, tuberculosis services, HIV/AIDS services and litigation support costs associated with the these programs. Maricopa County is mandated to provide funding for the State of Arizona’s health care programs. The County must make multi-million dollar contributions to: Arizona Long-Term Care System (ALTCS), Arizona Health Care Cost Containment System (AHCCCS), and Arizona’s mental health programs as required by the Arnold v. Sarn court ruling. For fiscal year 2010-11, the contribution to the ALTCS program is estimated to be $164.7 million which is essentially flat to the FY 2009-10 contribution. The Arnold v. Sarn and other general mental health payments are estimated to increase by $1.8 million to $44.3 million. The AHCCCS acute care contribution will be $20.8 million which is slightly lower than FY 2009-10 by $273,500. Several other smaller health care costs added to these Total: $107.9 million mandated health care costs bring the total to $242 million. FY 2011: $26.4 $120 It will be somewhat offset, for million $100 next year, by the enhanced FY 2010: $45.4 $80 Federal Medical Assistance million $60 Percentage (FMAP) one-time FY 2009: $36.1 $40 funding of $26.4 million. The million $20 net costs after the savings will $be $215.6 million. By far, this is the largest single component of the County’s recommended budget. Millions FMAP Savings Employee Issues and Concerns Maricopa County values its workforce and this year made a conscious decision to fund benefit cost increases primarily through the employer contributions to the health benefit plans. Maricopa County employees enjoy rich health benefits at reasonable costs. Employees have a wide array of benefit plan options that allow them to make choices based on their income, 17 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Transmittal Letter health care utilization, and network needs. Employees continue to express high levels of satisfaction with County benefit coverage. One of the budget balancing strategies used to offset the employer and employee cost escalations was a planned spend-down of the Employee Benefits Trust Fund. These operating cost increases totaling nearly $14.9 million have been incorporated into the County’s operating budget in FY 2011. In addition, the County’s share of retirement contributions is increasing in FY 2011 in nearly every State retirement plan. In all, the County will pay an additional $6.0 million to the State of Arizona to cover retirement benefits for its employees. Sixty-eight percent ($14.2 million) of the total employee benefit cost increases were absorbed within the County’s current operating budget. In order to gauge employee satisfaction, the Employee Compensation division of the Office of Management and Budget tracks numerous statistics. Workforce satisfaction is measured through employee satisfaction surveys, benefit surveys, exit interviews, and by reviewing employee voluntary turnover or attrition rates. Compensation surveys are also completed, in order to assess the competitiveness of our salary structure. Although funding for market or performance increases has not occurred for three years, because of the economic factors, we are still relatively competitive. Maricopa County continues to support the Rewarding Ideas program, Tuition Reimbursement, and the Peak Performers program. The Peak Performers Program was introduced several years ago to provide supervisors and managers with a way to reward employees with a monetary spot award when they witnessed an employee doing something extra. Supervisors are allowed to reward from $25 - $50 in VISA gift cards per event to employees throughout the year for providing superior customer service, completion of a special project, or for other successful assignments. The program was funded at $75 per employee. This program is funded at a reduced amount in this recommended budget. The budget for this program has been decrease from $1.2 million to $500,000 in the 2010-11 recommended budget. For the past two years, there has been very little attrition in County positions. This is probably due to economic realities. For the FY 2009-10 3rd Quarter, the County-wide voluntary turnover level was 1%, despite not funding the annual pay for performance increase in 2009-10. However, we are concerned about the market conditions that will hit Maricopa County when the economy improves. The Compensation Division of the Office of Management and Budget continually performs market surveys of County positions, even during time of economic distress. If an adverse market condition does present itself, the division reports the issue to County administration for handling. Conclusions The 2010-11 recommended budget is reflective of our confidence that the economy is on the road to recovery. While this budget is austere, it will provide a solid financial plan for the future. In this budget, we have been able to keep expenditures relatively flat and to begin to fund critical infrastructure: both capital building and technology projects. Maricopa County has come out of the fiscal downturn stronger, more resilient and with improved efficiencies throughout the government. 18 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Transmittal Letter I want to thank the Board of Supervisors for their continued leadership and commitment to fiscal discipline. I also want to thank the Elected Officials, the Judicial Branch and Presiding Judge, and the Appointed Officials for their cooperation and understanding. This budget could not have been balanced without their participation, innovative ideas and assistance. Sincerely, David R. Smith, County Manager 19 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Transmittal Letter On June 21, 2010, the Maricopa County Board of Supervisors adopted the FY 2010-11 Budget totaling $ 2,264,280,816. Overall, the total Maricopa County budget is unchanged, but reflects a number of reallocations between appropriated budgets and within Non Departmental. General Fund: • Constables: $222,790 in non-recurring appropriations transferred from General Contingency to fund deputy constables and support staff assigned to collect outstanding fines from defendants. • Education Services: $64,742 in non-recurring expenditure and revenue appropriations from an intergovernmental agreement with the Accommodation School District to provide services through a grant. • Enterprise Technology: $289,000 in non-recurring appropriations transferred from General Contingency to fund one-time support for additional resources to catch up on requests and determine the need for ongoing support of Onbase as an enterprise application. • Management and Budget: $125,000 transferred from General Contingency for a Budget/Policy Compliance Consultant position. • Medical Examiner: $30,000 transferred from General Contingency to restore funding for laundry services contracted from the Special Health Care District. • Treasurer: $54,323 transferred from General Contingency to reduce budgeted personnel savings from 3% to 1.5% according to the budget agreement. Special Revenue Funds: • Air Quality: $1,468,100 increase in operating expenditure and revenue appropriations added in the Air Quality Fees Fund associated with the fee increases approved by the Board of Supervisors on May 26. • Air Quality: $123,000 in non-recurring expenditure appropriations in the Air Quality Fees Fund for carry-over expenditures related to Accela system implementation. The Regional Development Services Agency is deploying a new permit system in all the RDSA permitting departments. Air Quality’s go-live date has been delayed and the department will incur an additional $123,000 in costs in FY 2011 that they were scheduled to pay in FY 2010. • County Attorney: $2,000,000 in operating expenditure and revenue appropriations restored in the County Attorney RICO Fund at the request of the County Attorney. The County Attorney has submitted a budget and supporting memo explaining how the funds will be used. • County Attorney: $2,000,000 in operating expenditure and revenue appropriations restored in the County Attorney RICO Fund at the request of the County Attorney. The County Attorney has submitted a budget and supporting memo explaining how the funds will be used. • Planning and Development: $131,000 in non-recurring expenditure and revenue appropriations in the Planning and Development Fees Fund required for inspection and permitting activity associated with the Court Tower project. 20 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget • Transmittal Letter Public Works: $784,000 in non-recurring expenditure appropriations in the Transportation Operations Fund for carry-over equipment purchases. Four large pieces of equipment that were ordered in FY 2010 are not going to arrive on schedule. The Paint Striper, Skip Loader and 2 Wheel Loaders will arrive in FY 2011 and the budget is being carried forward for these expenses. Capital Projects Funds: • Santa Fe Freight Depot Remodel: $150,000 reduction in budgeted project expenditures. The Santa Fe Depot remodel project, scheduled to start in FY 2011 required funding in FY 2010 for initial work. • Grace Court I and Grace Court III: $31,657,923 transferred to Project Reserve pending determination of alternate property acquisition. 21 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Transmittal Letter 22 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget County Profile Maricopa County Profile Introduction Maricopa County, Arizona, is the nation’s fourth largest county in terms of population and is projected to be approximately 4.0 million in 2010, according to the Arizona Department of Economic Security. Twenty-five cities and towns are located in Maricopa County. Its largest city, Phoenix, is the County seat and State capital. Maricopa County Profile How Maricopa County Compares USA State of Arizona Maricopa Maricopa County County Population 4,032,132 (2009) 4th largest in the US Larger than 21 States Land Area 9,225 Square Miles 14th Largest in the US Larger than 7 States Measuring 137 miles east to west and 102 miles north Nation’s Largest Regional Park System to south, Maricopa County Over 120,000 Acres covers 9,225 square miles, making it the 14th largest county in land area in the continental United States, and larger than seven states. Individuals and corporations make up 29% of total land ownership, with the remainder publicly owned. Of the 71% of land owned by public entities, 5% is owned by Native American communities, 28% by the U.S. Bureau of Land Management, 11% by the U.S. Forest Service, 11% by the State of Arizona, and the remaining 16% by various other public entities. History Maricopa County was established as a county on February 14, 1871 by the Legislative Assembly of the Territory of Arizona from parts of Yavapai and Pima Counties. Maricopa County was named in honor of the Xalychidom Piipaash people, who inhabited the area as early as 1775. The word “Maricopa” is derived from the Pima (a neighboring tribe) word for the Xalychidom Piipaash people. The County’s current geographical boundaries were set in 1881 and have not changed since. Little is currently known about the history of the area prior to the first European settlers in the late 1800s. What is known is that the Hohokam (“the people who have gone”) band of Native Americans inhabited the area probably between 300 and 1400 AD. The Hohokam used the 23 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget County Profile Salt River Valley to create an extensive system of farms and permanent settlements. It is believed that these Native Americans left the area due to a period of severe drought around 1400 AD. From the time the Hohokam left through the late 1800s, the area was intermittently occupied by several bands of Native Americans, including the Apache, Maricopa, Gila River, and Pima tribes, who lived a much more migratory lifestyle than the Hohokam. The first European settlement in the County was Wickenburg, a mining settlement which became the catalyst for further settlement. The remains of the extensive irrigation systems left behind by the Hohokam led the early settlers to experiment with agricultural production, using the Salt and Gila rivers as the main source of water. Spurred on by the success of these initial farming settlements, additional settlers began to migrate into the County and use the rich soils for agricultural production. The history of the county over the next 140 years has been most marked by rapid population increase, driven initially by the mining, agriculture and livestock industries. Arizona achieved Statehood on February, 14, 1912, providing greater integration of Arizona into the national infrastructure and further incentives to settle in Maricopa County. Then, as now, Maricopa County was already the most populated area within Arizona. This was followed by the development of several major military installations and training facilities which were initially constructed due to the good flying weather provided by the desert climate. Many of the significant population in-migrations in recent times have been spurred on by the low cost of living, economic growth, wonderful climate and easy access to other major metropolitan areas. As the population began to grow, so did the diversity of the economy and the reasons for further migration to the area. The climate, strong economy, educational opportunities, and beautiful desert environment are just a few of the reasons why Maricopa County continues to have one of the fastest growing populations in the United States. According to the United States Census, the County has grown from 2,122,101 residents in 1990 to 4,023,132 in 2009, an 89.6 percent increase in just 19 years. County Seal and Flag The current County Seal was redesigned and adopted in 2001. When the seal was updated, great care was taken to maintain historical Maricopa County Seal continuity with the old seal while taking the opportunity to update and improve. The colors Arizona State Flower 1871 Banner used in the County seal reflect our unique Maricopa County Established Saguaro Cactus Blossom February 14, 1871 desert environment. The seal contains symbols relevant to Maricopa County. The Saguaro Scales Scenic Highway Cactus is indigenous to the area, and the Legal Services Land, Roads Saguaro Blossom is the State Flower. The & Flood Control Scales of Justice represent the legal system and law enforcement, while health services are Tree, Horse & Rider Caduceus represented by the Caduceus. The Scenic Parks & Recreation Health Services Highway scene represents public works and the tree, horse and rider represent the County’s extensive parks and trails. 24 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget County Profile The County flag, like the State flag, is red, gold and blue. The Seal of Maricopa County is emblazoned on a block of red, symbolizing the striking beauty of the sunrises and sunsets and desert flowers. The central golden band signifies the great abundance of sunshine, as well as one of the first stimulants to local commerce – the gold mines around Wickenburg that brought settlers into the area. The blue field represents the blue skies and the waters of the rivers, lakes and canals that have made the desert lush with vegetation and a source of recreation. In the blue field are five stars, which represent the five groups of Yuman-speaking Maricopa people for whom the County is named. The five stars also represent the five districts of the County from which members of the County Board of Supervisors are elected. Maricopa County Flag Climate and Topography Maricopa County is known world-wide for its unique climate and topography. Situated in the Sonora Desert, Maricopa County encompasses the majority of the Valley of the Sun and is home to many unique species of animals, insects and flora including saguaro, ocotillo, cactus wren, palo verde, peccary (javelina), scorpion, sotol, and many more. The climate is highly sought after as a destination during winter, spring and fall months due to pleasant temperatures and very mild weather patterns. The summer months in the County are some of the hottest in the United States, with daily temperatures often reaching over 100° F, usually for 100+ days of the year. The humidity levels are typically relatively low during the summer months, which significantly tempers this rather extreme heat. One of the more unique aspects of Maricopa’s climate is the annual monsoon which brings in very heavy rains beginning in mid-summer and continuing through early fall. This meteorological singularity is caused by a change in the typical winter wind that comes from the west to northwest. The shift occurs when moist winds begin to circulate to the area from the Pacific Ocean and the Gulf of California. This shift in wind and moisture content creates tremendous and sudden monsoon thunderstorms, dust devils and haboobs (dust walls) throughout Maricopa County. Maricopa County is surrounded on the north, east and west by various mountain ranges, the highest point being Brown’s Peak at an elevation of 7,657 feet. Several rivers also 25 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget County Profile cross the County, including the Salt, Gila, Verde, Agua Fria, and Hassayampa rivers. The center of the valley is interrupted by several buttes and some smaller mountain ranges scattered throughout the County. This variety in topography provides incredible recreational opportunities, climatic diversity, geologic variety, numerous reservoirs and the development of several canals. Tonto National Forest borders the County on the east, Sonora Desert National Monument is in the south, and numerous wilderness areas and regional parks dot the landscape throughout the County. The central valley areas are dominated by very fertile soils that contain few rocks, making the soil ideal for cultivation and construction. Due to the monsoon and silt-like quality of the soil, the area is also occasionally bothered by higher than usual levels of air-borne particulates at certain times of the year. This particulate pollution is due in large part to human disturbance of the desert soils, which would naturally settle in the absence of human activity. Despite the particulate pollution, Maricopa County is one of the most beautiful and unique areas in the nation and the County and generally has good air quality throughout the year. Population According to the U.S. Census Bureau, more than half of the state’s population resides in Maricopa County. Maricopa County has a population density of 430 persons per square mile, compared with 57 per square mile for Arizona as a whole and the national average of 86 persons per square mile. The Census Bureau reports that Maricopa County grew by 64,869 people between 2009 and 2010, increasing the most recent (2009) population estimate to 4,023,132 individuals. In 2008 Maricopa County’s Maricopa County Median Age population grew by 85,381. The current economic 40 downturn and housing market slump are the main 33.9 33 32 factors in the decrease in migration to Maricopa 35 29.7 30 27 County in 2009. Between 2000 and 2009, the 25 26.7 population of Maricopa County increased by nearly 20 951,000 people, which is about 31 percent growth in 15 10 just nine years. 5 Like the rest of the nation, Maricopa County’s 0 19 60 19 70 1980 199 0 2000 2 007 population is aging. According to the U.S. Census Bureau, the median age of Maricopa County’s residents is 33.9 years, an increase from 26.7 years in 2000. The chart to the right depicts the rise in the median age for Maricopa since 1960. A common conception about Arizona is that the population has an unusually high number of senior citizens, but the population in the County is actually 3 years younger than the national average, and the largest age cohort (group) of individuals has been the 25 to 34 age group since the 1990s. These figures actually depict a very young resident population in Maricopa County. The population growth in Maricopa County is much higher than the current birth rate of 61 per 1000 women, indicating high levels of in-migration. There is a high level of in-migration from all age categories, especially by individuals between 24 and 44 years of age. 26 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget County Profile Local Economy and Business Environment Maricopa County has been a national leader in terms of population, employment, and income growth for the past several decades. While “quality of life” factors such as days of sunshine and lifestyle have been widely noted as the driving factors for this growth, a series of proactive efforts by the State’s business and political leaders also provided an important inducement for economic development. This combination of natural economic attributes combined with sound public policy, enhanced by geographical location, laid the true foundation for the County’s impressive historical performance. Throughout our history, the greatest economic advancements were made when community leaders advocated for the creation of jobs within what are called “base” industries. These are the industries where something is locally produced using local inputs and then sold outside of the region. This activity brings money into a region and allows for further development to occur. After World War II, the State’s relatively high tax rates were lowered to induce manufacturing firms to locate in the region. Newly created economic development entities also aggressively marketed the State and recruited base sector companies to the County. Some years were better than others but the overall trend was definitely moving upward. Maricopa County still has outstanding potential and will continue to grow faster than the nation as a whole for a number of years. However, due to the depth of the recent recession, and decay of our base sector industries during the past two decades, County policymakers are now interested in not just growing but Em ployment by Sector* also in growing well. This means implementing economic 7 00 ,0 00 608,073 development policies that will 6 00 ,0 00 509,867 enhance the County’s per capita 5 00 ,0 00 personal income, a measure of the 4 00 ,0 00 area’s standard of living. 287,952 3 00 ,0 00 215,171 Farming, fishing, forestry Production, transportation Construction, extraction, maintenance Services Managem ent, professional Sales, office 175,546 2 00 ,0 00 As of today, the economic assessment of the region is more 1 00 ,0 00 4,672 mixed. Several preferred site 0 location factors remain in place. Maricopa County still compares favorably when it comes to the aforementioned lifestyle factors, having a favorable business climate, and also in the provision of an * US Census Bur eau, 2006 Americ an Com munity Survey adequate transportation infrastructure. However, the region has become less competitive in select tax rates related to business development, and is less competitive in terms of the provision of economic development incentives. These deficiencies are mostly at the State level but some improvements to these deficiencies can indeed be addressed at the County level. Moving forward the County’s policymakers will be focusing their efforts on attracting base sector companies that provide well-paying jobs. The goal will be to enhance the standard of living for all residents of the County through targeted policy efforts. 27 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget County Profile Educational Opportunities Maricopa County is home to first-class primary and secondary institutions as well as world-renowned university level educational opportunities. The Arizona State University System has multiple institutions in the county, including the Arizona State University (ASU) (the third largest university in the US by student enrollment for Fall 2010) and a joint biomedical campus downtown between ASU and the University of Arizona. Several community and technical colleges provide both general education and more specialized education in trades throughout the valley. The prestigious Thunderbird School of Global Management is also located in the valley and was ranked #1 in international business in 2010 by the U.S. News and World Report for 15 consecutive years. The national headquarters of the University of Phoenix (the largest private university in North America) is also located in Maricopa County. Although these large and well known institutions form the largest sources of education within the County, the County is home to many more universities, colleges, and schools that provide technical, vocational, executive, job-specific and interdisciplinary studies and research programs. Transportation Infrastructure Maricopa County is well-positioned for easy access to Arizona, the United States and the world through a very well-structured road system and ample air traffic facilities. The County has three Interstate Highways (I-10, I-8, and I-17) and many major highways that connect Phoenix to all other major metropolitan areas in the in intermountain west as well as coastal regions. Many freeway loops (Highways 101, 202, and 303) also circle the metropolitan area, providing improved access within the metropolitan area. The Phoenix Skyharbor Airport (PHX) is one of the top five busiest airports in the nation with access to all major domestic destinations and both direct and indirect access to every major international destination. The Phoenix-Mesa Gateway Airport (AZA) is currently being developed as a support airport to Skyharbor, and currently is home to many flight training schools, major shipping providers, ASU Polytechnic Campus and also has regular passenger flights to several destinations. In addition to these major airports, Maricopa County is home to numerous municipal, recreational, and emergency heliports and airports that number in total to over 140 different landing destinations. This road and air infrastructure is available to both private and public transportation uses. Valley Metro RPTA (regional public transit authority) is a non-profit organization responsible for coordination of all public transportation needs throughout the metro area, currently providing local and express commuter bus services, dial-a-ride services for disabled and elderly patrons, as well as coordination services for carpools and vanpools. Valley Metro RPTA is also responsible for construction, implementation and maintenance of the METRO light rail services connecting Mesa, Tempe and Phoenix with a 20 mile route which opened for service on December 27, 2008. Ridership is currently averaging about 30,000 daily. 28 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget County Profile Cultural and Recreational Amenities The cultural and recreational amenities offered in Maricopa County are multifaceted and take advantage of the wonderful climate and geographic opportunities. The valley is home to numerous artistic performing groups such as the Phoenix Symphony and Arizona Ballet, historical and art museums including the Phoenix Art Museum and Heard Museum. Numerous convention centers and auditorium facilities carry national and international performances, ranging from the Broadway Series musicals to contemporary rock concerts to world-class orchestras. Nationally recognized theatres such as the Orpheum, Herberger and several publicly owned theatres provide high-quality entertainment. Outdoor recreation is also readily available with hundreds of miles of horse-back riding trails, hiking trails, biking trails for road and mountain bikes, rock climbing facilities, regional and municipal parks, and National Forests and Monuments. Numerous reservoirs are easily accessible for fishing, boating, kayaking, sailing,and swimming activities. The Salt River cuts directly through the metropolitan area providing additional water activities including river floating through the Tonto National Forest and water activities such as sculling and kayaking along Tempe Town Lake. For botanists and wildlife lovers, the Phoenix Zoo and Desert Botanical Gardens provide a close-up view of many local and foreign species of flora and animal life. Maricopa County operates the most extensive regional park system in the United States at over 120,000 acres. 29 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget County Profile The valley is also full of other special events and specialty entertainment venues, including movie theatres, theme parks, fairs, horse shows, car shows, luxury auctions, holiday events, cultural festivals, many special interest conventions and numerous professional sports venues. Professional sports teams include the Arizona Cardinals (National Football League); Arizona Diamondbacks (Major League Baseball); the Phoenix Coyotes (National Hockey League); the Phoenix Mercury (Women’s National Basketball Association); and the Phoenix Suns (National Basketball Association). Maricopa County is home to many other professional sports and events including thoroughbred horse and greyhound racing, golf, car and boat racing, and minor league baseball. Several spring training baseball parks are located within the boundaries of Maricopa County provide the majority of the Major League spring training games for Arizona’s Cactus League and housing minor league training facilities for 9 Major League teams. The City of Glendale is home to the new University of Phoenix Football Stadium, which opened in 2006 and was home to Super Bowl XLII. The area is world famous for golfing and golf tournaments such as the FBR Open. NASCAR racing is conducted at Phoenix International Raceway and speed boating is conducted at Firebird raceway. Sports fans can also enjoy a variety of inter-collegiate athletics on ASU’s Tempe campus and at several local community colleges. 30 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget County Profile County Government Maricopa County is the largest local government in Arizona. Even with budget reductions, the County still has the equivalent of more than 13,000 full-time County employees serve the public in such areas as public health, flood control law enforcement, libraries, parks and recreation, courts, transportation, animal care and control, economic and community development, and elections. The County serves both incorporated and unincorporated areas. For the unincorporated areas, the County provides some services similar to those provided by municipalities in incorporated areas—law enforcement, development planning, code enforcement, libraries, and parks and recreation. The County’s governing body is the Board of Supervisors, who appoint a County Manager who oversees many County functions and is responsible for administration. However, a number of key functions are the constitutional purview of independently elected officials. The judicial branch is also independent, and the Superior Court is legally defined as a State function even though it effectively operates within County government. The County organization reflects the constitutional separation of powers and the unique constitutional and statutory provisions that establish county government in Arizona. Organizational Changes One organizational change is reflected in the FY 2010-11 budget. Employee Benefits was merged into Workforce Management and Development. 31 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget County Profile Maricopa County Citizens Superintendent of Schools County Attorney Constables Sheriff Board of Supervisors Clerk of the Court Assessor Treasurer Recorder Elected Appointed County Attorney Civil Division STAR Call Center Clerk of the Board Public Works Assistant County Manager Public Defense Services Legal Defender Contract Juvenile Defender Counsel Public Defender Legal Advocate Public Fiduciary Public Fiduciary County Manager Internal Audit Community Collaboration Assistant County Manager Deputy County Manager Elections Regional Development Services Assistant County Manager Transportation Management and Budget Animal Care and Control Planning and Development Finance Solid Waste Workforce Management & Development Community Development Emergency Management Materials Management Facilities Management Enterprise Technology Equipment Services Integrate General d Counsel Criminal Human Services Health Care Programs Medical Examiner Risk Management Parks and Recreation Employee Health Initiatives Correctional Health Research and Reporting NonDepartmental 32 Environmental Services Air Quality Public Health Special Litigation Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget County Profile Board of Supervisors Maricopa County government in Arizona is a subdivision of the State government. The Board of Supervisors is the governing body for the County. Each member represents one of the five county districts, which are divided geographically and by population to include a mix of urban and rural constituencies. Supervisors are elected to four-year terms and are not term-limited. The Board of Supervisors is also the Board of Directors for the Flood Control, Library, and Stadium Districts, and serves as the Board of Equalization and the Planning and Zoning Commission. The Board elects a chairman, and appoints a Clerk, County Auditor, and County Manager. The County Manager is responsible for the administration of the County. 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. District 1: Supervisor Fulton Brock District 2: Supervisor Don Stapley (Chairman) District 3: Supervisor Andrew Kunasek District 4: Supervisor Max Wilson District 5: Mary Rose Garrido Wilcox Other Elected Officials Maricopa County’s mandated functions are defined by both the Arizona State Constitution and the Arizona Revised Statutes. Nine County offices are independently overseen by elected officials: Assessor, County Attorney, Clerk of the Superior Court, Constables, Justices of the Peace, Recorder, Sheriff, Superintendent of Schools, and Treasurer. The Judicial Branch, headed by a Presiding Judge, includes the Superior Court, and the departments of Adult and Juvenile Probation. Assessor: Keith Russell County Attorney: Richard M. Romley Clerk of the Superior Court: Michael K Jeanes Recorder: Helen Purcell Sheriff: Joseph M Arpaio Superintendent of Schools: Don Covey Treasurer: Charles “Hos” Hoskins 33 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget County Profile Judicial Branch Jurisdiction The Judicial Branch of Arizona is responsible for the operational oversight of both general and limited jurisdiction courts in Maricopa County. The Superior Court is a court of general jurisdiction over cases relating to criminal felonies, juveniles, families, probate/mental health, tax and civil (proposed settlements of $10,000 or more). The Superior Court is part of an integrated judicial system in the State under the administrative authority of the Arizona Supreme Court. Arizona Judicial Branch in Maricopa County Superior Court Adult Probation Justice Courts Juvenile Probation Clerk of the Superior Court Judges of the Superior Court The Superior Court comprises 95 Judges and 59 Commissioners. Under the Judicial Merit Selection System, Judges are appointed by the Governor from a list selected by a Judicial Merit Selection Committee. Once appointed, Judges must stand for retention every four years. During local elections voters must decide, in addition to voting for local politicians or officials, which judges should retain their position by a simple yes-no vote. The Court also uses volunteer judges on an as-needed basis called judges pro tempore, who are attorneys in good standing with the Arizona Bar. Maricopa County Judges and Justices of the Peace Judge Edward Bassett Aimee Anderson Ruth H. Hilliard Benjamin Norris Roger Brodman Dean Fink Susan Brnovich David Gass Hugh Hegyi Thomas Dunevant, III Gregory H. Martin Paul A. Katz Judge Robert H. Oberbillig Peter C. Reinstein David M. Talamante Bethany G. Hicks F. Pendleton Gaines, III Edward O. Burke Cathy M. Holt Maria del Mar Verdin Arthur T. Anderson Joseph B. Heilman Eileen S. Willett Alfred M. Fenzel 34 Judge David K. Udall Connie Contes Craig Blakey Linda H. Miles Margaret R. Mahoney Robert C. Houser Harriett Chavez Larry Grant George H. Foster, Jr. Michael McCoy Raymond Lee Sally S. Duncan Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Joseph Kreamer Daniel Martin J. Kenneth Mangum Sam Myers Brian R. Hauser Barbara R. Mundell Susanna Pineda Michael R. McVey William Brotherton Joseph C. Welty Brian K. Ishikawa Norman J. Davis Mark F. Aceto Michael D. Jones Marion J. Hoag James H. Keppel Linda A. Akers Crane McClennen Eddward P. Ballinger, Jr. County Profile Karen L. O’Connor Warren J. Granville Richard J. Trujillo Emmet J. Ronan Douglas L. Rayes J. Richard Gama Gary E. Donahoe Janet E. Barton Robert A. Budoff Carey Snyder Hyatt Colleen A. McNally Roland J. Steinle, III John R. Ditsworth John A. Buttrick Cari A. Harrison Sherry K. Stephens Andrew G. Klein Teresa A. Sanders Department Superior Court Juvenile Criminal Probate/Mental Health Southeast Northeast Judicial Officer Hon. B. Rodriguez Mundell Hon. N. Davist Hon. G. Donahoe Hon. K. O’Connor Hon. D. Talamante Hon. E. Ballinger Justice of the Peace G Michael Osterfeld C Steven McMurry Keith Frankel Mark Chiles Armando Gandarilla Steven Sarkis John R Ore, Presiding JP Joe B Getzwiller Gary Handley Andy Gastelum Lester Pearce Gerald A. Williams Clancy Jane Precinct Estrella Mountain Encanto San Marcos East Mesa Downtown Arcadia Biltmore University Lakes Ironwood Manistee Maryvale North Mesa North Valley Desert Ridge Department Associate Civil Family Tax Northwest John Rea Rosa Mroz Michael W. Kemp Helene F. Abrams Bruce R. Cohen Jo Lynn Gentry-Lewis Kristin C. Hoffman Timothy J. Ryan Michael D. Gordon Paul J. McMurdie John R. Hannah, Jr. Robert E. Miles Glenn M. Davis Lisa Daniel Flores Jose S. Padilla Karen A. Potts Christopher T. Whitten Randall Warner Judicial Officer Hon. N. Davis Hon. R. Gama Hon. C. McNally Hon. T. Dunevant Hon. H. Chavez Justice of the Peace John Keegan Sam Goodman Cody Williams Joe “Pep” Guzman Clayton Hamblen Rachel Torres Carrillo Elizabeth Rogers Chris Mueller Frank Conti Jr Michael Reagan Rebecca Macbeth Daniel Dodge Precinct Arrowhead San Tan South Mountain Agua Fria West Mesa West McDowell Kyrene Hassayampa Dreamy Draw McDowell Mountain Moon Valley Highland Presiding Judge of the Superior Court: Hon. Norman C. Davis The Presiding Judge of the Superior Court oversees the Superior Court and the Adult and Juvenile Probation departments. The Presiding Judge is appointed by, and serves at the pleasure of, the Arizona Supreme Court. Associate presiding judges are selected by the Presiding Judge to assist with administrative duties. The Presiding Judge appoints a Court Administrator to assist in the management of non-judicial staff and various ancillary and administrative support functions. 35 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget County Profile 36 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget At A Glance Budget at a Glance Introduction For over a decade, Maricopa County’s Office of Management and Budget has received the Government Finance Officers Association (GFOA) Distinguished Budget Presentation award, and for the last two years has received Special Recognition for Performance Measures and the Capital Improvement Program. This award is presented to government entities that meet certain criteria in the presentation of their budgets. This “Budget at a Glance” section is designed to provide the layperson with a broad view of the contents included in the Maricopa County budget, its processes, issues and anticipated results. Document sections are cited in order to guide the reader to more in-depth information and explanation of Maricopa County’s operating budget and capital improvement program. The Budget as a Policy Document Organization-wide Financial and Programmatic Policies and Goals Maricopa County’s long-term organization-wide goals and policies are referenced in the County Manager’s Transmittal Letter, the Budget Policies and Process section under Policies & Their Budgetary Impact, the Strategic Direction section, the Capital Improvement Program, the Financial Forecast, and the Departmental Strategic Business Plans and Budgets section while the actual policies are included in the Attachments section. The County’s policies apply to financial matters as well as programmatic (service delivery) concerns over a multiyear time frame. Examples include the Managing for Results Policy and the Reserve and Tax Reduction Policy, both of which are excerpted below. Managing for Results Policy: All Maricopa County departments will participate in the Maricopa County Managing for Results system and shall comply with this policy. This policy establishes a framework that integrates planning, budgeting, reporting, evaluating and decision making for all Maricopa County departments. 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. Managing for Results is cyclical and ties performance to all that we do. Reserve and Tax Reduction Policy: This policy establishes the guidelines for the maintenance and use of any reserve fund balances. The policy provides for budgetary stability, debt reduction 37 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget At A Glance and, ultimately, stabilization and reduction of tax rates when possible. During times of economic downturn, the policy may be used to stabilize the general fund until appropriate long-term budgetary adjustments are made. The reserve and tax reduction policy demonstrates 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. Short-term Financial and Operational Policies That Guide Budget Development Maricopa County financial and operational policies guide the development of the budget for the upcoming year. These policies provide the tools for building a structurally-balanced budget, ensuring that the County delivers results as stewards of public funds. These policies deal with a wide range of matters such as appropriated budgets and levels of budgetary control, budget development, budgetary reserves, tax reduction, internal charges, and indirect cost allocations. These policies are referenced in the Transmittal Letter, the Budget Policies and Process section under Policies and Their Budgetary Impact, the Capital Improvement Budget, the Department Strategic Business Plans and Budgets section under mission, goals, issues and mandates, while the actual policies are included in the Attachments section. Several short-term policies that reflect the financial and operational development of the budget for the upcoming year follow. Budgeting for Results Accountability Policy: The purpose of the Budgeting for Results Accountability Policy is to provide departments with flexibility in managing their allocated public resources to achieve program results while upholding accountability for spending within legal appropriations. This policy seeks to strengthen budget accountability and ownership at the department level. The program encourages departmental staff to save resources and to be creative in the delivery of services. Departments are held responsible for bottom-line performance and must absorb unanticipated cost increases and revenue shortfalls. This approach to budgeting can help the County cope with new fiscal challenges and improve the quality of County services. Vehicle Replacement Policy: The purpose of this Policy is to provide County Departments/Special Districts with guidelines so that existing vehicles can be replaced in a timely and cost-effective manner. Funded Position Policy: The purpose of the Funded Position Policy is to establish guidelines for adding, deleting and changing positions so that all authorized positions are fully funded on an annualized basis, and ensure that any filled or vacant position that becomes unfunded or underfunded is either fully funded or deleted. Goals and Objectives of Organizational Units Maricopa County’s organizational units consist of 52 departments, each of which has a strategic business plan that integrates planning with budgeting and performance measurement. In support of the Board of Supervisors Strategic Priorities and Goals, every department has a mission, strategic goals, programs, activities, and services. Some departments have long-term results-oriented strategic goals (descriptions of anticipated accomplishments or results as opposed to descriptions of functions and activities). For example, the Environmental Services Department has a goal to “reduce vector borne mosquito populations by 5% from 136 positive mosquitoes in FY 2007-08 to 129 positive mosquitoes by FY 2014-15.” This goal describes long-term anticipated results. Through the budget process, departments also set annual targets for their performance measures, which address results, output, demand and efficiency. Departments’ short-term objectives are linked to the County’s strategic goals. Through the annual strategic business planning process, every department is required to have goals that are linked to the County’s strategic goals. This information may be found in the Budget Summary Schedules section under department vision, mission, goals, performance measures, and mandates. The following examples show the relationship of department goals to the Maricopa County strategic priorities and strategic goals, and a strategic plan sample of the mission, several goals and key results measures for the Maricopa County Adult Probation Department. 38 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget At A Glance Maricopa County Strategic Priorities/Goals: • Ensure safe communities o o o By 2015, the violent crime rate per 100,000 inhabitants in Maricopa County will be 440 or lower, a 3.3% reduction from the 2008 rate. By 2014, the property crime rate per 100,000 inhabitants in Maricopa County will be 4,170 or less, a 2.0% reduction from the 2008 rate. By 2015, the rate of juvenile recidivism will be at or less than 15%. Adult Probation Mission Statement: The Mission of the Maricopa County Adult Probation Department (MCAPD) is to provide assistance and adult pretrial and probation services to neighborhoods, courts, offenders and victims so they experience enhanced safety and well being. Adult Probation Strategic Goals: • By the end of fiscal year 2012, MCAPD will enhance public safety by achieving the following benchmarks: o Maintain the rate of successful completions from probation at 60% or higher. o Reduce the number of probationers convicted of a new felony offense from 8.5%to 8.0%. o Reduce the number of probationers committed to the Department of Corrections from 39% to 33%. o Increase the rate of successful completions from Pretrial Supervision from 80% to 82%. • By the end of fiscal year 2012, MCAPD customers (neighborhoods, courts, offenders, and victims) will benefit from improved case processing by achieving the following benchmarks: o Maintain the on-time rate for submitting presentence reports to the Court without a continuance at 98% or higher. o Increase victim restitution payments collected from 59% to 65%. o Increase community restitution work hours completed from 55% to 65%. o Increase the use of the Offender Screening Tool for probation eligible offenders from 88% to 90%. o Increase the use of the Field Reassessment Offender Screening Tool for scheduled case assessments from 89% to 90%. Example program with key results: Program Name: COMMUNITY JUSTICE Program Purpose: The purpose of the Community Justice Program is to provide public safety through offender accountability and restoration to victims and community members so they can live in Revitalized, restored and safer neighborhoods. 39 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget At A Glance Program Results Measure Description Percent of probations who complete community work service hours ordered by the court during the reporting Percent of opted-in victims satisfied with MCAPD. Percent of probationers paying restitution during the reporting period. Percent of Domestic Violence probationers who successfully complete probation during the reporting period. Percent of active Domestic Violence probationers sentenced for a new felony offense while supervised during the reporting period. Percent of jail days saved through Court Liaison during the reporting period. Percentage of jailed probationers who received services under In-Custody Management during the reporting period. Percent of Sex Offenders who check in with Adult Probation within 72 hours of discharge from DOC during the reporting period. FY 2009 ACTUAL N/A FY 2010 REVISED 72.7% FY 2011 ADOPTED 87.6% N/A N/A 45.0% 33.1% 43.5% 24.3% (1.5%) (8.8%) (3.3%) (26.6%) 46.1% 57.4% 70.9% 13.5% 23.5% 0.8% 0.7% 0.9% 0.2% 32.5% 43.3% 46.4% 43.7% (2.7%) (5.8%) 100.0% 100.0% 100.0% 0.0% 0.0% 107.8% 100.0% 88.3% (11.7%) (11.7%) REVISED vs. ADOPTED VAR. % VAR. 14.9% 20.5% Note: Only a sample of the Community Justice Program Results is shown in this section for illustrative purposes. Please see the Adult Probation departmental section for a full listing of all Program Results. Intensive Probation Activity The purpose of the Intensive Probation Activity is to provide community supervision and encourage prosocial behaviors of high risk probationers through assessment, case planning, treatment and appropriate responses to behaviors. Aligning services to offender risk profiles and criminogenic needs to high risk probationers so they can enhance their likelihood to remain in the community and successfully complete probation. Measure Type Result Result Output Output Demand Efficiency Measure Description Percent of active IPS probationers sentenced for a new felony offense while supervised during the reporting period. Percent of IPS probationers who successfully exit IPS and are not revoked to prison or jail during the reporting period. Average number of active IPS probationers supervised during the reporting period. Total number of IPS probationers discharged from IPS during the reporting period. Average number of active IPS probationers ordered to be supervised during the reporting period. Average daily cost per IPS probationer for the reporting period. REVISED vs. ADOPTED FY 2011 ADOPTED VAR. % VAR. 1.7% 0.0% 0.2% FY 2009 ACTUAL 2.0% FY 2010 REVISED 1.7% 50.4% 49.5% 61.3% 11.7% 23.7% 968 990 817 (174) (17.5%) 1,279 1,111 831 (280) (25.2%) 3,872 3,960 817 (3,144) (79.4%) $9,227.01 $6,880.07 $8,541.16 $1,661.09 24.1% 201 - ADULT PROBATION FEES TOTALSOURCES $1,713,771 $1,713,771 $1,781,275 $1,781,275 $1,525,590 $1,525,590 ($255,685) ($255,685) (14.4%) (14.4%) 100 - GENERAL 201 - ADULT PROBATION FEES 211 - ADULT PROBATION GRANTS TOTALUSES $8,892,624 25,090 14,036 $8,931,750 $6,772,247 27,021 12,000 $6,811,268 $6,939,634 27,021 7,200 $6,973,855 $167,387 (4,800) $162,587 2.5% 0.0% (40.0%) 2.4% Revenue Expenditure 40 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget At A Glance Budget Priorities and Issues The County Manager’s Transmittal Letter articulates budget priorities and issues for all funds, including significant priority changes from the prior fiscal year, and the factors that led to those changes. These priorities and issues are highlighted by headings in the County Manager’s Transmittal Letter, which include: Expenditure Uses, Structurally Balanced Budgeting and Historical Overview, Econometric and Demographic Trends, Property Taxes, State Budget Threats, Federal Stimulus Funding, Justice and Public Safety, Regional Development Issues, Technology Infrastructure and Capital Improvement, Health Care Programs, and Employee Issues and Concerns. Adopted budget priorities are provided in the Budget Policies and Process section and the Attachments section. The Budget as a Financial Plan Fund Structure and Appropriations Except for the General Fund funds are used to account for revenues and expenditures dedicated to a particular purpose. According to the GFOA’s Governmental Accounting, Auditing, and Financial Reporting document, all funds can be categorized into fund types that are grouped into two broad classifications: governmental funds and proprietary funds. The County may use other fund types, but they are not relevant to the budget. Governmental Funds include the following fund types: The General Fund is the chief operating fund of the County and is used to account for all financial resources except for those required to be accounted for in another fund. Special Revenue Funds are revenues that are raised for a specific purpose. They are used to account for the proceeds of specific revenue sources that are legally restricted to expenditure for specified purposes. However, these funds are not used for major capital projects. Capital Projects Funds are used to separate funds for capital acquisition and construction from operating funds. This helps avoid distortions in operating trend information that can arise when capital and operating funds are mixed. Debt Service Funds are used to account for the accumulation of resources for, and the payment of, general longterm principal and interest. The only Proprietary Funds currently used in Maricopa County are Internal Service Funds, which are used to report any activity that provides goods or services to other funds, departments, or agencies of the primary government on a cost-reimbursement basis. These funds are typically used for centralized services. Narratives describing each fund are included in the Attachments entitled Fund Descriptions. An overview of Maricopa County’s fund structure, including the basis for budgeting and accounting, a history of all funds appropriated by Maricopa County and descriptions of all funds, may be found in the Budget Policies and Process, Budget Summary Schedules and Attachments sections. All funds subject to appropriation are described in the Budget Policies and Process section. Examples of funds appropriated, with their descriptions, follow. 100 General Fund — is the County’s primary operating fund. It accounts for all financial resources of the general government, except those required to be accounted for in another fund. 220 Diversion — Pursuant to A.R.S. §13-1811, establishes the ability of counties to offer special supervision programs for non-violent offenders in order to divert them from incarceration. Funds are used to provide alternatives to criminal prosecution to appropriate offenders so that they can receive drug rehabilitation services without the cost of prosecution. 41 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget At A Glance 245 Justice Court Special Revenue — Established for the purpose of defraying expenses of justice court services by providing improvements in court technology, operations and facilities to enable the courts to respond quickly to changing statutory and case processing needs. Operations are funded by a user’s charge to be added to the Defensive Driving School Diversion Fee as of March 1, 1998. 267 Criminal Justice Enhancement — The Criminal Justice Enhancement fund accounts for monies that are allocated to county attorneys from the Arizona State Criminal Justice Enhancement fund (A.R.S. §412401). The funds are to be used for the purpose of enhancing prosecutorial efforts. A complete listing of funds and descriptions is included in the Attachments section. Revenues, Expenditures, and Other Financing Sources and Uses The Budget Summary Schedules section provides a single consolidated overview of all resources and expenditures budgeted for all funds, as well as summaries of all major revenues and expenditures by fund, type, category, object and department. Maricopa County’s budget is annual, not biennial, therefore summaries of revenues and other resources, and of expenditures are provided for a three-year time span, including the prior year actual, current year budget, estimated current year actual, and “Forecast” upcoming budget year. Major Revenue Sources, Trends, and Underlying Assumptions The major revenue sources for all funds are identified below and further described in detail, including charts and tables, in the Budget Summary section. For major tax-based revenues, economic-forecasting models are applied. A sample of the major assumptions underlying the primary property tax levy for the budget year is provided in the Revenue Sources and Variance Commentary section, including the basis for the estimate and associated trends. Revenue trends for the upcoming budget are discussed for each of the major revenue sources and enhanced with graphics. An example is provided, with full detail, including charts and tables, from the Revenue Sources and Variance Commentary sections: State Shared Sales Tax Fiscal Annual Year Collections Growth Rate 2002 $ 325,728,202 1.0% 2003 330,260,143 1.4% 2004 357,526,559 8.3% 2005 397,712,817 11.2% 2006 457,785,986 15.1% 2007 480,411,951 4.9% 2008 460,958,749 -4.0% 2009 394,920,582 -14.3% 2010 * 366,285,238 -7.3% 2011 ** 369,911,765 1.0% 2012 * 381,009,118 3.0% 2013 * 396,249,483 4.0% 2014 * 414,080,710 4.5% 2015 * 434,784,745 5.0% *Forecast: Source Elliott D. Pollack & Co. **Budget Listed to the left are the actual State Shared Sales Tax collections for the last nine fiscal years, forecasted totals for FY 2009-10 plus the budget for FY 2010-11. As discussed above in regard to Jail Excise Tax collections, State Shared Sales Tax collection growth slowed substantially in FY 2006-07 and actual collections are expected decline year-over-year in fiscal years FY 2007-08 through FY 2009-10. Recovery at just above FY 2005-06 levels is not expected to occur until after FY 2014-15 (see table to the left). The declining revenues currently being experienced are attributable to two primary factors: 1) prior to FY 2006-07, consumer spending was driven to record-high levels by unusually high capital gains and construction sales tax, both of which are transitory in nature. Beginning in FY 2006-07, this trend reversed, causing sales tax growth to slow considerably. 2) The weak state of the economy, which many economists are calling a recession (see Econometric and Demographic Trends section of the Transmittal Letter for further discussion on the current state of the economy). State Shared Sales Taxes are budgeted for the upcoming fiscal year at the “pessimistic” forecast scenario of a 1.0% increase over economist Pollack’s FY 2009-10 forecast, resulting in a $3.6 million increase in revenue. 42 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget At A Glance Fund Balances All fund balances potentially available for appropriation (including those funds carrying a zero balance) along with beginning and ending fund balances and variance commentary may be found in the Budget Summary section under Beginning Fund Balance and Variance Commentary. Schedules are provided that list fund balance designations, the estimated beginning fund balances, projected revenues, expenditures and appropriated fund balances for the upcoming fiscal year, and resulting estimated fund balances at the end of the upcoming fiscal year. Narratives describing each fund are included in the Attachment entitled Fund Descriptions. The Capital Budget The Capital Improvement Program section specifically includes the Capital Improvement Program (CIP), budgeted capital project expenditures, a specific listing by fund of all capital projects for which appropriations are made, and a brief description of each major capital project. Following is an example: Criminal Court Tower 1st Avenue and Madison Street - Phoenix 5 Facilities Management None February 2012 Project Location: County District(s): Managing Department: Project Partner(s): Scheduled Completion Date: Project Description The Criminal Court Tower project involves the construction of a state-of–the-art 32 (22 fully constructed, 10 shelled out) courtroom facility, approximately 682,792 square feet, to be constructed on the site of the current Madison Street Parking Garage. In addition to courtrooms, the facility will include a Jury Assembly area, a sally-port for prisoner transport, secured judicial parking, a food service area on the 1st floor and related space for Court support, and the County’s Restorative Justice Program. Purpose Statement The new Criminal Court Tower will serve as the anchor facility for the full service downtown court complex. As a key component of that design, it is instrumental in providing improved accessibility, more efficient and effective court services to the public while addressing Maricopa County’s rapidly growing population. Strategic Plan Programs Supported • Criminal Justice Strategic Plan Activities Supported • General Felony Adjudication Result Measures Measure Percent of General Felony Cases resolved Percent of General Felony Cases resolved within 180 days FY 2009-10 Year-To-Date Actual FY 2009-10 Year-End Projected Projected with Capital Improvement 91% 91% 95% 76% 76% 80% 43 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget At A Glance Funding/Cost Summary Previous Projected Year 1 Funding Source Actuals FY 09-10 FY 10-11 Financing Series 2007 (440) $ - $ 48,064,009 $ - $ Financing Series 2008 (441) 46,506,143 General Fund Cty Improv (445) 799,953 38,186,589 138,067,103 Detention Fund (455) Project Total $ 47,306,096 $ 86,250,598 $ 138,067,103 $ Year 2 FY 11-12 Year 3 FY 12-13 - $ 40,343,183 28,391,973 68,735,156 $ - Year 4 Year 5 5-Year FY 13-14 FY14-15 Total $ - $ - $ - $ 178,410,286 28,391,973 $ - $ - $ 206,802,259 $ Total Project 48,064,009 46,506,143 217,396,828 28,391,973 340,358,953 Operating Cost Summary Year 1 FY 10-11 FY 09-10 Current Managing Dept Operating Costs Personal Services Supplies & Services Capital Outlay $ Total $ Post-Construction Managing Dept Operating Costs Personal Services $ Supplies & Services Capital Outlay Total $ Net Operating Cost Increase (post less current) Personal Services Supplies & Services Capital Outlay $ Total $ - $ - $ Year 2 FY 11-12 - $ - $ Year 3 FY 12-13 - $ - $ Year 4 FY 13-14 - $ - $ Year 5 FY 14-15 - $ - $ - - $ - $ 586,486 $ 591,648 $ 609,398 $ 627,679 3,379,163 10,413,514 10,819,227 11,026,256 11,241,358 - $ 3,379,163 $ 11,000,000 $ 11,410,875 $ 11,635,654 $ 11,869,037 - $ - $ 586,486 $ 591,648 $ 609,398 $ 627,679 3,379,163 10,413,514 10,819,227 11,026,256 11,241,358 - $ 3,379,163 $ 11,000,000 $ 11,410,875 $ 11,635,654 $ 11,869,037 Associated Impacts of Capital Spending Capital spending is necessary to ensure that County departments have adequate facilities in place for County departments to provide mandated services to the public and infrastructure. The Major Maintenance description in the Public Works Strategic Business Plan section, Capital Improvement Program section and the Budget Summary section describe if, and to what extent, capital improvements will impact Maricopa County’s current and future operating budget. The focus is on reasonably quantifiable additional costs and savings (direct and indirect), and other service impacts that result from capital project spending. Future operating costs related to new facilities constructed or acquired through the CIP are carefully considered before project commitments are made. It is the County’s philosophy and policy that new capital projects will be undertaken only if future operating revenues are reasonably estimated to be sufficient to support associated future operating costs. Operating costs associated with new facilities are budgeted by the user department in conjunction with the Public Works Department. Estimated operating costs, as well as anticipated savings in lease costs and operating costs of facilities to be replaced, are factored into the County’s Financial Forecast. Debt Service Maricopa County is committed to borrowing funds only when necessary and appropriate and borrowing them in a transparent and responsible manner. A description of Maricopa County’s debt service policies, financial information regarding current debt obligations, including the relationship between current debt levels and legal debt limits, and the effects of existing debt levels on current and future operations is contained in the Debt Service section. 44 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget At A Glance The Budget as an Operations Guide Organizational Structure Maricopa County is organized by department. All programs, activities, and services carried out by each department are fully identified and described in the Departmental Strategic Business Plans and Budgets section. Managing for Results Managing for Results provides the tools necessary to determine and apply objective methods that measure progress toward accomplishing the County’s mission and strategic priorities, as well as department strategic goals and performance targets. See the Departmental Strategic Business Plans and Budgets section for mission statements, vision (optional), goals, strategic programs, activities, services, and mandates. Performance measures are established through the Planning for Results process in the Managing for Results cycle. Performance measures focus on results for customers. Along with results, output, demands, and efficiency are also measured. Organizational Charts The County’s organization chart can be found in the County Profile section. Personnel A key element in position control is the historical tracking of funded positions and their full-time equivalent (FTE) status. A trend view of FTE levels puts into perspective the prior year’s staffing (and consequently service) funding decisions. FTEs reflect the hours budgeted for part-time positions converted to an equivalent number of full-time positions (based on a standard of 40 hours per week.) 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 Personal Services. Significant changes in staffing levels from the prior year, including variance explanations, and FTE’s by Market Range Title are provided at the end of the Budget Summary Schedules section. The Budget as a Communications Tool Summary information, including an overview of significant budgetary issues, trends, and resource choices, is integrated within the County Manager’s Transmittal Letter. Summary information designed to provide the layperson with a broad view of the contents included in the Maricopa County budget, its processes, issues, and anticipated results is presented in the Budget at a Glance section. Complete budget summary data, trends and variance commentary, along with an overview of Maricopa County’s fund structure, may be found in the Budget Policies and Process, Budget Summary, Capital Improvement Program, and Financial Forecast sections. Other Planning Processes The Maricopa County budget process is closely tied to the Managing for Results system that integrates strategic planning with budgeting and performance measurement (see the Managing for Results section for details behind this successful planning process). The combination of the budgeting and strategic planning processes, particularly in terms of budgeting to achieve desired results, is referred to as Budgeting for Results. The Budgeting for Results Accountability Policy provides for the control of the budget at the department level. The Reserve and Tax Reduction Policy provides 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. 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. 45 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget At A Glance Detail regarding Maricopa County’s other planning processes and their effects upon the budget, including those mentioned above, (i.e., Managing for Results Policy, Budgeting for Results Policy Guidelines, Budgeting for Results Accountability Policy, and the Reserve and Tax Reduction Policy), and the Vehicle Replacement Policy, General Government Policy, Policy for Administering Grants, Performance Management Process, Funded Position Policy, Requests for Additional Funding (Results Initiative Requests) process, Use of the Jail Excise Tax process, and the Capital Improvement Plan processes may be found in the Budget Policies and Process, Strategic Direction, and the Attachments sections. Budget Processes A full description of the process for preparing, reviewing and adopting the budget for the coming fiscal year is provided in the Budget Policies and Process section, including the procedures for amending the budget after adoption. This budget document is also available on the Internet at: http://www.maricopa.gov/budget/default.asp. A complementary capital budget process is described in the Capital Improvement Program section. A direct relationship exists between Maricopa County’s capital and operating budgets. Operating cost estimates are the anticipated annual costs to operate facilities and improvements upon completion or acquisition. Completed capital projects generally require additional operating budget resources for upkeep, maintenance, security and other costs associated with additional acreage, mileage or square footage. There are two budget calendars included in this document. There is a Budget Process Timeline that provides a general guideline for developing the budget and supplements the budget process narrative in the Budget Policies and Process section. The actual Budget Calendar used for developing and adopting the upcoming budget may be found in the Attachments section, along with the Budgeting for Results Policy Guidelines. Communicating with Charts and Graphs Charts/tables and graphs are used throughout the budget document to highlight financial and statistical information. Detailed narrative interpretation is provided when the messages conveyed by the charts and graphs are not self-evident. Charts/tables and graphics are integrated with narratives to illustrate essential information throughout this budget document, particularly when communicating policy information, as well as trends and impacts upon the budget. The County Profile, Mandates Summary, and Departmental Strategic Business Plans and Budgets sections contain the most charts/tables and graphs. Revenue and Expenditure Classifications Narrative, tables, schedules, and matrices show the relationships between different revenue and expenditure classifications (e.g., funds, programs, organizational units) in the Budget Summary section. Maricopa County’s fund structure, or relationship between the County’s functional units and its financial structure, is explained in the Budget Policies and Process section, (i.e., the reader is able to learn the relationship between functional units and the entity’s financial structure). Revenue and expenditure information is cross-classified into other formats, which may be found in the Budget Summary Schedules section. Some of these formats include the cross-classification by major revenue classifications across funds, by major objects of expenditure across departments, and by funds across departments. Table of Contents A Table of Contents is provided at the beginning of this document. It is very comprehensive for a document of this size and allows the reader to quickly locate information. Glossary A glossary is provided in a section at the back of the budget document. The glossary defines technical terms related to finance and accounting as well as terms related to Maricopa County. The glossary is written in simple language, specifically for the non-technical reader. Several examples follow: 46 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget At A Glance 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 residents eligible for job training or number of building inspection applications received. Personal Services: A category of expenditures within the budget that includes salaries, benefits, temporary help, special pay, overtime, and salary adjustments. Fund: A fund is used to account for revenues and expenditures with a specified purpose. 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 result, output, demand, and efficiency. Acronyms used in this document are defined in the Glossary section, with examples below. FTE: (Full Time Equivalent): A value equivalent to the number of employees paid full time (forty hours per week, or from 2,080 to 2,096 hours per year, depending on the calendar). A half-time position that is paid 20 hours per week equates to 0.5 FTE; four half-time positions, each paid for 20 hours per week, equals 2.0 FTE, and so on. A single position may have an FTE value greater than zero, but not greater than 1.0. A group of positions has an aggregate FTE value based on the FTE values of the specific positions within a group. 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. The County and Community It Serves Statistical and supplemental data that describes Maricopa County and the community it serves, including other pertinent background information related to the services provided, may be found in the County Profile section. This section also provides statistical information that defines the community such as demographics (e.g., population, composition of population, and land area). Supplemental and other pertinent information regarding Maricopa County and the local community and economy (e.g., major industries, employment, building permits issued, healthcare services provided, and maps) can be found in both the County Profile and Financial Forecast sections. The Annual Business Strategies Document This document is formatted and printed to enhance understanding for the reader. Page formats are consistent, each showing the current section of the document in the header, the page number at the bottom, and the department name at the top of each page in the Departmental Strategic Business Plans and Budgets section. Large bold headings identify what is being presented, and the use of “(continued or cont’d)” on the top of pages is added when deemed essential and when related information is split between pages. Although this document is large, as is the County it represents, the information presented is vital to a full understanding of Maricopa County, its budget, budget processes, mandates, impacts, and the citizens it serves. The level of detail presented in this document was requested by the management, Elected Officials, and the citizens of Maricopa County. Charts and graphs are provided throughout the document with sufficient information to be easily understood by the casual reader. Changes in type sizes and styles are avoided in this document. The entire document utilizes consistent type styles and sizes for headings, body text and graphics, the use of which adds to the overall presentation and comprehension of the data provided. See the County History, Mandates, and Departmental Strategic Business Plans and Budget sections to view the areas containing the most charts and graphs. 47 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget At A Glance 48 Maricopa County, Arizona FY 2010-11 Annual Business Strategies Strategic Direction Strategic Direction Managing for Results Philosophy and Cycle Maricopa County is meeting the challenges of shifting demand for services and difficult economic times with a careful allocation of funding to meet public service needs. The County must plan ahead to make the best possible business decisions concerning future use of limited resources. Good decisions produce results that make a difference in people’s lives and give taxpayers value for their money. The County is committed to continually maintain high-quality services to its customers and ensuring that the most critical needs of the community are being met with measurable results. In 2000, the Board of Supervisors adopted a policy establishing a management framework, called Managing for Results (MFR), which integrates planning, budgeting, reporting, evaluating, and decision making for all Maricopa County departments and agencies. Managing for Results provides direction for making good business decisions based on performance, and makes departments/agencies accountable for results. The Managing for Results management system is designed to allow all Maricopa County employees to be able to make the following three statements: 1. What we are doing today contributes to our strategic direction. (Every department has a strategic business plan linked to their operational plan and each employee’s performance plan.) 2. We know what we have done has been effective. (Performance measures are identified and managed by Activity, demonstrating the results produced.) 3. We know how much it costs to deliver our programs effectively and efficiently. (All human and financial resources are tied to the services delivered so we can tell how much they cost and how effectively and efficiently services are delivered.) Managing for Results is a comprehensive and integrated management system that focuses on achieving results for the customer. Managing for Results means that an entire organization, its management system, the people who work there and the organizational culture (beliefs, behavior, language) are focused on achieving results for the customer. MFR provides a common framework under which strategic planning, budgeting, and performance measurement are aligned in a unified, cyclical process with five components that support the process: 49 Maricopa County, Arizona FY 2010-11 Annual Business Strategies Strategic Direction Planning for Results A well-executed strategic business plan promotes common understanding of a department’s overall direction and purpose so that individual employees can readily determine how their work, actions, and behavior support the strategic direction and overall success. In Planning for Results, current and future trends are examined in terms of how they may affect achieving results for customers. Strategic goals and operational plans focused on results for customers are developed into an overall department strategic plan that is aligned to the County’s strategic priorities and goals. Each department plan includes key strategic management elements: Strategic Issue Statements, a Vision Statement, a Mission Statement, and Strategic Goals, which determine the strategic direction of the department. Operationally, departmental strategic business plans are organized into three levels—Programs, Activities, and Services—which determine how the department will deliver results. Defining levels of operation in this manner makes it possible to demonstrate how each level contributes to results at higher levels, creating an aligned organization. Supervisors and 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. The following table depicts this alignment strategy beginning with the overall Countywide vision. Strategic Business Plan Element Alignment Maricopa County Vision Maricopa County Mission Maricopa County Strategic Priorities and Goals Department Vision Department Mission Department Strategic Goals Program Program Purpose Statement Key Result(s) Activity Activity Purpose Statement Services that compose the Activity Activity Performance Measures Results Outputs Demand Efficiency One of the most powerful tools available in the Managing for Results system is an employee performance management program that makes it possible for employees to see how they contribute at operational, departmental, and County levels. It is through this process that department strategic business plans are actually put into action throughout all levels of the organization. The MFR process strengthens the alignment of the County’s strategic goals with the department’s strategic goals, which in turn, directly link to the performance expectations of each employee. Employee performance ratings are based on the employee’s contributions to the department’s performance results. Maricopa County has chosen a balanced and practical approach to performance measurement by using a Family of Measures that includes results, output, demand, and efficiency measures. The Family of Measures, taken as a whole, provides the context for understanding how effectively and efficiently departments are achieving desired results. During the performance measurement process, baselines, targets and thresholds are established, and data collection strategies are developed at the Activity level based on recognized data collection standards to ensure accurate and reliable performance information is collected and reported. 50 Maricopa County, Arizona FY 2010-11 Annual Business Strategies Strategic Direction Budgeting for Results Maricopa County has a budget system that provides financial and performance information to help decisionmakers make informed business decisions to achieve results, and ensures that the budget is driven by Board policy and customer needs, and that tax dollars are used to purchase results, not just fund services. The County uses the operational structure developed in the strategic business plan to structure financial planning and reporting for each department. The financial cost-accounting and budgeting system parallels the Programs, Activities, and Services delineated within each department’s strategic business plan. This allows departments to collect expenditure and revenue data associated with their accounting string. Integrating Budgeting for Results with strategic planning is critical to creating a management system where financial resources, policy, department operations, and County staff are all aligned to achieve results. Delivering Results Based on available resources established through the budgeting process, departments develop and implement operations plans to deliver services and collect data about their performance. Activity performance measures, expenditures and revenues are monitored throughout the fiscal year, as is progress toward achieving goals and activity results. Reviewing measurement data and other information regularly ensures that Activity requirements are being met, that service delivery is operating effectively, and that budget revenues and expenditures are in line with the department plan. Analyzing and Reporting Results Performance data, expenditures and revenue information are collected and analyzed to provide County decision makers with information about how well a department is providing services and achieving results. Performance information also is used by all levels of management and staff to identify service issues in existing programs, to try to identify the root causes of those issues, and/or to develop service improvement efforts. Internal procedures are in place to ensure that department performance information is sufficiently complete, accurate, valid, and consistent to provide assurance that reported data can be relied upon for decision-making. Maricopa County is accountable to the people it serves by communicating what it does or does not achieve. After data have been gathered and analyzed, departments communicate the results to both employees and the public. Countywide, departments report performance measure data and progress toward achieving goals via the Managing for Results Information System (MFRIS), which is available to the public through the Maricopa County website. Public reporting of performance results helps citizens understand how their tax money is being used and what results are being achieved. Evaluating and Improving Results Overall evaluation of what the performance information is telling County and department leadership about the effectiveness and efficiency of programs and services leads to improving performance and delivering better results for customers. Departments regularly compare organizational and individual performance against established goals, and performance targets and budgets, and use the information from this evaluation to determine the need for improvement and/or the need for program or policy changes. They also use organizational performance information to plan and budget, identify priorities, develop strategies, and make resource allocation and policy decisions to ensure that the most critical needs of the community are being met today and in the future. 51 Maricopa County, Arizona FY 2010-11 Annual Business Strategies Strategic Direction Countywide Strategic Plan 2011-2015 The Board of Supervisors’ Countywide Strategic Plan is meant to guide County government actions to address current and future needs in Maricopa County. It sets direction for County government regarding its roles and responsibilities, and Maricopa County government officials use it to help guide decision-making. The 2011-2015 Maricopa County Strategic Plan contains the County’s mission and vision statements and a set of strategic priorities and goals that establish a roadmap of what the County aspires to achieve over the five-year period. The plan focuses on ensuring safe communities, promoting public health, providing regional leadership in economic development and transportation, encouraging sustainable development, enhancing the County’s fiscal strength, maintaining a quality workforce, and increasing citizen satisfaction. Each priority area has several goals to achieve the Board of Supervisor’s vision for the community. County Strategic Plan Update Process The previous strategic plan for Maricopa County government was adopted in 2005. In the intervening years, considerable changes have occurred in Maricopa County that have impacted County government’s roles and responsibilities. Our fiscal situation has changed, the demographics of the County population we serve are continuing to change substantially, and the development trends in Maricopa County are much different than they were five years ago. The Maricopa County Board of Supervisors updated its strategic plan in consideration of this changing environment and to develop a clear idea of the County's strategic priorities for the coming years. The first phase of updating the Countywide Strategic Plan involved collecting information and recommendations from County officials and key leaders inside and outside of County government, and the public through public meetings and surveys. This phase was initiated in December 2009. A second phase included workshops and meetings among County leaders to discuss information received and determine specific strategic priorities, goals, and objectives for the next five years. The Maricopa County Board of Supervisors adopted the plan on June 7, 2010, and amended parts of the plan on October 4, 2010. Mission The mission of Maricopa County is to provide regional leadership and fiscally responsible, necessary public services so that residents can enjoy living in a healthy and safe community. Vision Citizens serving citizens by working collaboratively, innovatively, efficiently, and effectively. We will be responsive to our customers while being fiscally prudent. Core Values • • • • • • • Public Interest First; Open and Honest; Accountable; Measure Results; 52 Relentless Improvement; Communicate and Collaborate; and All People Realize Their Full Potential Maricopa County, Arizona FY 2010-11 Annual Business Strategies Strategic Direction Strategic Priorities and Goals Strategic Priority: Ensure safe communities Strategic Goal: By 2015, the violent crime rate per 100,000 inhabitants in Maricopa County will be 440 or lower, a 3.3% reduction from the 2008 rate. Strategic Goal: By 2014, the property crime rate per 100,000 inhabitants in Maricopa County will be 4,170 or less, a 2.0% reduction from the 2008 rate. Strategic Goal: By 2015, the rate of juvenile recidivism will be at or less than 15%. Strategic Priority: Provide all citizens with access to an effective, integrated justice system Strategic Goal: By 2012, 96% of family cases filed in Superior Court will be resolved within 12 months, and 99% within 24 months. Strategic Goal: By 2012, 95% of civil cases filed in Superior Court will be resolved within 18 months, and 99% within 24 months. Strategic Goal: By 2013, 85% of criminal felony cases filed in Superior Court will be resolved within 180 days, and 90% within 365 days. Strategic Goal: By 2014, 85% of probate cases will meet case‐monitoring compliance standards, and the remaining cases will be as close to case‐monitoring standards as possible. Strategic Priority: Promote and protect the public health of the community Strategic Goal: By 2015, at least 80% of two‐year‐old children in Maricopa County will be up‐to‐date with all vaccines recommended by the Advisory Committee on Immunization Practices (ACIP). Strategic Goal: By 2015, the rate of hospital admissions due to respiratory disease will decrease by 20%. Strategic Goal: By 2015, reduce childhood obesity to 15.5%, as measured by data from the Pediatric Nutrition Surveillance System (PedNSS) Strategic Priority: Promote opportunities for and educate residents so they can improve their own circumstances and quality of life Strategic Goal: By 2014, 80% of Maricopa County citizens who received services through Human Services Department will acknowledge that these services helped improve their capacity to be self‐sufficient. Strategic Goal: By 2015, improve the career, college, and life readiness of Maricopa County youth as evidenced by having 85% of Maricopa County residents with educational attainment of at least a high‐school diploma or equivalency. Strategic Priority: Reduce the environmental impact of County government and provide leadership to promote regional environmental sustainability, including the preservation of open, natural park and recreation lands Strategic Goal: By 2013, actual energy use will be no more than 26 kilowatt hours per square foot in County buildings, a reduction of 7.5% from 2009 levels. Strategic Goal: By 2015, the average fuel efficiency rating for County non‐idling sedans will be at least 26 miles per gallon or greater, an improvement of 90% from the 2010 rating. Strategic Goal: By 2015, 85% or more of citizens will indicate satisfaction with the amount of and access to open space and parks and recreation land in Maricopa County. Strategic Goal: By 2015, all new buildings built by Maricopa County will achieve Leadership in Energy and Environmental Design (LEED) certification. Strategic Goal: By 2015, Maricopa County government will reduce its carbon footprint by 10% from 2007 levels. 53 Maricopa County, Arizona FY 2010-11 Annual Business Strategies Strategic Direction Strategic Goal: By 2015, the number of days when air quality conditions are unhealthy for sensitive groups will be reduced to 10 or fewer, a reduction of 9% from 2008. Strategic Priority: Contribute to an effective regional economy Strategic Goal: By 2015, the share of employment in base or export industries, as measured by the percentage of jobs in high‐tech manufacturing in the Greater Phoenix metro area, will increase to 3.2% of total employment in Maricopa County. Strategic Goal: By FY2015, the County’s burden on taxpayers, as measured by total County tax revenues as a percentage of personal income, will be less than 0.8%, a reduction of 2.4% from the FY2010 level. Strategic Goal: By 2015, Maricopa County per capita personal income will be 97.5% or more of per capita personal income for the United States as a whole. Strategic Priority: Contribute to a safe and effective transportation system Strategic Goal: By 2015, Maricopa County will reduce the number of intersection fatalities in unincorporated County areas from 13 to 10, an improvement of 23% over 2007. Strategic Goal: By 2013, 85% of Maricopa County paved roadway system mileage will have a pavement condition rating of “very good or better,” an improvement of 3.3% over 2010. Strategic Priority: Increase citizen satisfaction and trust in County government with efficient, effective, and accountable public services Strategic Goal: By 2013, 80% or more of County residents will indicate satisfaction with County government performance, as measured by positive responses on the annual Citizen Satisfaction Survey. Strategic Goal: By 2015, 80% or more of County residents will indicate trust in County government, as measured by positive responses on the annual Citizen Satisfaction Survey. Strategic Priority: Exercise sound financial management and build the County’s fiscal strength Strategic Goal: By 2015, Maricopa County will be the low‐cost leader among large urban benchmark counties as demonstrated by having the lowest cost on 100% of a basket of commonly provided services and functions. Strategic Goal: By FY2015, mandated fixed contributions to the State of Arizona will be less than 20% of total General Fund operating revenues, a reduction of 11.9% from the FY2010 level. Strategic Priority: Maintain a quality, diverse, and innovative workforce and equip County employees with tools and technology they need to do their jobs safely and well Strategic Goal: By 2015, the voluntary turnover rate of full‐time employees will be maintained at or below 10%. Strategic Goal: By 2015, the percent of employees indicating they are satisfied with their jobs at Maricopa County will be 85% or greater. 54 Maricopa County, Arizona FY 2010-11 Annual Business Strategies Strategic Direction County Strategic Plan 2005-2010 Report The following section represents the final-year report of accomplishments for the Board’s 2005-2010 Strategic Plan. Services provided by Maricopa County were targeted to achieve goals and objectives in one or more of seven strategic priority areas. Strategic Priority 1 Safe Communities Ensure Safe Communities and a Streamlined, Integrated Justice System Citizens consider their personal safety to be one of the most significant factors affecting their quality of life and where they choose to live and work. Maricopa County has adopted a key strategic priority to ensure safe communities and a streamlined, integrated justice system that strives to reduce crime rates, meet growing law enforcement and detention requirements, and equip the County to manage its response to emergencies in an effective, efficient, and timely manner. The Board of Supervisors has established a number of goals related to public safety in the County. Safe Communities Strategic Goal 1 By June 2007, reduce property crime rates and violent crime rates in Maricopa County by establishing and implementing a crime-prevention strategy that encompasses evidence-based practices. This goal is ongoing. The County is implementing evidence-based practices. Maricopa County Violent Crime Rate Violent Crime Rates 700 y 650 y y In 2008, the violent crime rate in Maricopa County decreased to 455.2 per 100,000 population from 490.8 per 100,000 population in 2007. An estimated 1.38 million violent crimes occurred nationwide in 2007; there were an estimated 454.5 violent crimes per 100,000 inhabitants. The estimated volume of violent crime decreased 1.9% nationally. When compared to similar counties, the violent crime rate in Maricopa County is higher than five of the benchmark counties. (violent crime per 100,000 population) 600 550 500 450 400 2003 2004 2005 2006 2007 2008 Crime Rate 506.5 493.1 513.0 509.9 490.8 455.2 % change -11.5% -2.6% 4.0% -0.6% -3.7 -7.2 Source: FBI Crime in the United States, 2006 County Compariso n of 2007 Violent Crime Rates ( ra te p er 10 0,0 00 p opu la tion ) 800 700 600 500 400 300 200 100 0 Multnomah Santa C lara (OR ) (C A) 293.1 315.9 Salt Lake (U T) San Diego Maricopa LA (CA ) H arris (TX) Clark (NV ) 455.2 605.6 688.3 840.4 (CA) 348.4 432.1 Sour ce: FBI C rim e n i the United States , 2005 55 Maricopa County, Arizona FY 2010-11 Annual Business Strategies Strategic Direction Property Crime Rates • • Maricopa County Property Crime Rate (property crimes per 100,000 population) The property crime rate continued to decline in 2008, with a decrease of 8.5% from 2007. The property crime rate of 4,256 per 100,000 inhabitants in Maricopa County is second highest among the benchmark counties and is higher than the national rate of 3,212 per 100,000 inhabitants. According to the FBI Uniform Crime Report, there were nearly 10 million property crimes in the United States in 2008. Property crimes in the United States declined 4.3% from 2007 to 2008. 6,400 6,100 5,800 5,500 5,200 4,900 4,600 4,300 4,000 2002 2003 2004 2005 2006 2007 2008 Property crimes 6,275 5,853 5,478 5,236 4,878 4,653 4,256 % change 7.10% -6.70% -6.40% -4.40% -6.80% -4.6 -8.5 Source: FBI Crime in the United States, 2006 Comparison of 2007 Property Crime Rates (rate per 100,000 inhabitants) 6,000 5,000 4,653 4,826 4,369 4,109 4,130 Harris (TX) Clark (NV) 4,000 3,529 3,059 3,000 2,559 2,680 2,000 1,000 0 Santa Clara LA (CA) San Diego Multnomah (CA) FBI Crime in the United States, (CA) 2006 (OR) Source: King (WA) Maricopa (AZ) Salt Lake (UT) FY2009 County Progress/ Achievements: • In partnership with the Arizona Department of Corrections and the Department of Economic Security, the Adult Probation Department developed a collaborative model of supervision for the South Phoenix area, specifically the 85041 zip code. Throughout the year, the Legacy/85041 model continued to address the high recidivism rate within this geographic area. Efforts have redefined the transition of prison releases to probation, implemented new programming for county jail releases, offered new field supervision strategies, and allowed for all partners to participate in a comprehensive training plan for evidence‐based practice implementation. • The Office of the Maricopa County Public Defender continues to take an active role in efforts to help at-risk individuals lead law-abiding lives thus enhancing public safety. Actions during the past year include active involvement in efforts to address veterans’ issues and establish a veterans’ court, working on numerous efforts focused on reentry issues to facilitate individuals with felony convictions having productive lives upon release; and active involvement in efforts to more effectively address underlying issues of mental illness. • The Maricopa County Attorney’s Office (MCAO) created a protocol, along with local law enforcement leaders, to ensure investigation and prosecution of illegal dumping, trespassing, and other offenses in the Tres Rio Refuge. This refuge is in the West Valley and has become a dumping ground for drug smugglers and criminal offenders. MCAO will aggressively prosecute visitors to the area who are polluting, trespassing, using drugs, and leaving graffiti behind. • In mid-February 2009, the County Manager’s Office, Crime Prevention Program executed a contract with Arizona Women’s Education and Employment (AWEE) to provide a replicable, best-practice ex-offender 56 Maricopa County, Arizona FY 2010-11 Annual Business Strategies • • • Strategic Direction employment program for at least 100 South Mountain adults so they can avoid repeat criminal offenses. As of June 30, 2009, 50 adults had enrolled in the program, 13 were employed, and none had committed repeat offenses. The County Manager’s Office Crime Prevention Program contracted with Childhelp/Keys and the South Mountain YMCA to provide replicable, best-practice prevention and intervention programs and program coordination to at least 185 South Mountain at-risk and adjudicated youth so they can avoid first-time or repeat criminal offenses. The Maricopa County Attorney’s Office co-sponsored two successful shred-a-thons during FY2009 to combat identity theft. More than 2,000 Maricopa County residents brought more than 6,000 boxes for shredding. This helps prevent citizens from becoming victims of fraud and identity theft. The Maricopa County Attorney’s Office sponsored two Crime Prevention Summits during FY2009; 25 volunteers from the office participated in 17 different classes and welcomed more than 100 attendees from the community. The summits help citizens become more aware of crime and learn ways to protect themselves against gangs, graffiti, animal cruelty, and identity theft. Safe Communities Strategic Goal 2 By July 2007, develop a plan to meet the demands placed upon law enforcement and detention operations due to population and business growth in Maricopa County. Victims, witnesses, defendants, and members of the community expect resolution of cases without unnecessary delay. Court caseloads continue to climb with the County’s population growth. Resolving cases in a timely and efficient manner will help to ease the burden on law enforcement and detention requirements, and is an indicator of the County’s efforts toward a streamlined, integrated justice system. (See Superior Court, Criminal, Civil, and Family Justice Programs.) The Courts have established the following standards regarding case resolution: Criminal: 99% of criminal cases resolved within 180 days; Civil: 95% of civil cases resolved within 18 months; Family: 99% of cases (pre-decree) resolved within 12 months; Percent of cases by type processed within standard Case Type Target FY2004 FY2005 FY2006 FY2007 FY2008 FY2009 Criminal 99% 83.3% 83.4% 84.3% 88.9% 81.2% 81.2% Civil 95% 93.9% 93.5% 95.0% 95.4% 95.6% 92.6% Family 99% 85.2% 88.1% 93.2% 95.0% 95.0% 95.9% Source: Maricopa County Superior Court FY2009 County Progress/Achievements: • The Juvenile Probation Department Community Supervision Bureau implemented a Compliance Monitoring Caseload designed for juveniles who do not appear to present a danger to themselves or others. The higher caseloads (70:1) allow other probation officers to assist juveniles in the community to become responsible, making them accountable for their behavior and assuring that proper and sufficient treatment resources are received. These activities will in turn produce better outcomes with respect to recidivism. 57 Maricopa County, Arizona FY 2010-11 Annual Business Strategies • • Strategic Direction For the past two years, Maricopa County Adult Probation Department (MCAPD) has been working on a plan, developed with the Crime and Justice Institute and National Institute of Corrections, to advance the Evidence Based Practices (EBP) Initiative. Accomplishments in FY 2009 included: • Organizational Assessments conducted to identify and understand strengths, weaknesses and cultural beliefs. • Capacities for decision-making and managing change in first-line supervisors increased through initiatives such as the mid-managers committee and Managers Forum. • Hiring and promotional practices aligned with EBP and utilized in recent supervisor and division director selections. • Communication improved with use of web-based publications, EBP tips on Outlook and modeling. Juvenile Probation Department Early Intervention Division increased the number of community justice panels by 74% from June 2007 to June 2008. Budget issues and staff shortages forced a reduction in panels by 19% in FY2009, but there was a 38% overall increase in the number of panels. This has increased the number of youth who are able to participate in community-based restorative justice. In Maricopa County, citizens ranked public safety as the 2nd highest “quality of life” issue. In 2006, the County began tracking “Citizen Feelings of Safety” based on responses to new questions added to the annual General Citizen Survey. Maricopa County Citizen Rating 2009: Feelings of Safety Ov erall, how s afe or unsafe do you f eel living in M aric opa Count y? (Do you feel v ery saf e, save, unsaf e, or very uns af e?) Neutral, 5% Unsafe, 8% Very Unsafe, 1% Safe, 66% Don't Know, 1% V ery S afe, 19% Sour ce: Maricopa County General Citizen Survey • • During the summer of 2009, 85% of citizens responding to the survey indicated they felt very safe or safe, while 9% felt unsafe or very unsafe. Results from the same survey showed that 77% of respondents felt about the same or safer in the summer of 2009 than in the summer of 2008, and 20% felt less safe. Safe Communities Strategic Goal 3 By 2010, fully integrate National Incident Management Systems (NIMS) best practices into a consistent approach to disaster and emergency management throughout Maricopa County at all jurisdictional levels and across all related functional disciplines. 58 Maricopa County, Arizona FY 2010-11 Annual Business Strategies Strategic Direction Maricopa County is working to fully implement National Incident Management Systems (NIMS) best practices into a consistent approach to disaster and emergency management through Maricopa County at all jurisdictional levels and across all related functional disciplines. Maricopa County Department of Emergency Management and Department of Transportation, with support from the Sheriff’s Office, are developing a mass evacuation and mass influx plan, and Emergency Management has coordinated NIMS training for key County departments as well as city/town governments, fire districts, hospitals, and other emergency response agencies. The 2009 General Citizen Survey asked survey participants “How much do you agree or disagree that you have a family preparedness plan to assure your safety in the event of a disaster or terrorist attack? (Would you say you strongly agree, agree, disagree, or strongly disagree?).” Nearly six out of ten responded (59%) that they strongly agreed or agreed with the statement, which is down slightly from the 60% of respondents who strongly agreed or agreed with the statement in the 2008 survey. FY2009 County Progress/Achievements: • • Maricopa County Emergency Management achieved 100% compliance in FY2009 by again facilitating the process with 43 agencies, including all Maricopa County cities, towns, tribes as well as key county departments and several fire districts. Focus will now turn to maintaining and growing the number of partner agencies with NIMS compliance, as well as strengthening the systems identified within the process. In FY 2009, the Department of Public Health trained an additional 3,324 individuals, and 468 participated in exercises designed to reinforce training and test the public health emergency management plan. In a follow-up survey, 100% of those trained indicated in the evaluation that they understand their role(s) in a public health emergency, and 89% of exercise participants rated the exercise “good” or “excellent.” Safe Communities Strategic Goal 4 Ensure that by June 2006, Maricopa County is equipped and able to respond rapidly to a bioterrorist attack or other public health emergency by expanding and enhancing emergency response plans, developing and sustaining the ability of the public health workforce to respond as needed in an emergency, and by meeting state and federal requirements. This goal has been achieved and is ongoing. The County emergency response plan is complete; NIMS has been adopted as the County disaster and emergency management system; and continued training of the public health workforce is underway and near completion. This goal is an ongoing activity of continuous improvement involving plan refinement and the development of an exercise component to test that readiness. Over the previous six months, the ability of Maricopa County to rapidly respond to a public health emergency has continued to improve, especially in areas related to pandemic influenza and mass fatality planning. FY2009 Additional Efforts: • • • In FY2009, the Office of Enterprise Technology installed four (4) wireless access points at the Department of Emergency Management’s bunker location. This connectivity is required for non-County agencies to gain access to the Internet during exercises or actual emergencies. Wireless access allows Emergency Management and the outside agencies to efficiently manage communications during an emergency. The Office of Enterprise Technology (OET) worked closely with Public Health Department to assist with technology needs during the first wave of the H1N1 outbreak. In the Spring of 2009, OET installed eleven (11) additional computer workstations requested by Public Health’s Public Information Office for volunteers assisting with the outbreak; completed (on an expedited basis) all requests for website updates to keep citizens apprised of the most current County status; arranged a larger-capacity conference bridge to handle additional callers for daily updates to the press and affected groups; monitored the web servers during additional load times to ensure availability; and OET staff remained oncall 24/7 to address any and all technology issues. In FY2009, Maricopa County Department of Public Health (MCPHD) completed all the requirements of the preparedness and response grant from the U.S. Department of Homeland Security. 59 Maricopa County, Arizona FY 2010-11 Annual Business Strategies Strategic Direction Strategic Priority 2 Public Health Promote and protect the public health of the community. The benefits of a healthy community are varied and numerous. It results in a productive workforce and improved quality of life. Additionally, if people are in good health, there is less drain on the limited resources in the healthcare system, allowing other critical issues to be addressed. As part of its strategic plan, the County has set a strategic priority to promote and protect the public health of the community by educating the public about healthy lifestyles, partnering with healthcare providers to address public health issues, and supporting the objectives of Healthy People 2010—a national health promotion and disease prevention initiative. (For more information, go to www.healthypeople.gov). Public Health Strategic Goal 1 By January 2010, in support of the public health and health education objectives of Healthy People 2010, increase the quality and years of healthy life (longevity) of Maricopa County residents and work to eliminate the health disparities that exist among the County’s diverse populations. For the past decade, the leading causes of death in Maricopa County have been cancer, heart disease and strokes, many of which are preventable by either behavior changes or treatable with early prevention screening. Leading causes of death (non-injury) and the associated age-adjusted death rates in Maricopa County provide a picture of the health status of residents, and show the County’s progress toward achieving Healthy People 2010 national health objectives. • • • The rate of death attributed to heart disease in Maricopa County has decreased significantly since 2003 (from 166.8 per 100,000 residents in 2003 to 122.8 per 100,00 residents in 2008), as has the rate of deaths attributed to stroke (43.2 in 2003 compared to 29.9 in 2008). The rate of cancer deaths in the County has fluctuated since 2003 but is on the decline, as is diabetesrelated deaths. Both are below the Healthy People 2010 target. The rate of respiratory disease deaths in Maricopa County has fluctuated since 2003. The rate has declined considerably since 2005, but is still above the Healthy People 2010 target. Leading causes of death (non-injury), rate per 100,000 residents HP 2010 Target 2003 2004 2005 2006 2007 2008 Cancer 159.9 152.2 160.8 155.8 153.0 145.1 142.3 Heart Disease 166.0 166.8 157.3 158.6 143.7 123.0 122.8 Stroke 48.0 43.2 43.0 39.1 36.1 30.2 29.9 Diabetes-Related 45.0 48.4 44.5 47.7 45.4 39.7 38.6 Respiratory Disease 60.0 122.2 115.2 127.7 126.2 112.9 119.1 Source: Arizona Department of Health Services Many childhood diseases can be prevented and on-going good health can be achieved by ensuring that children receive the proper immunizations. Immunization is considered to be one of the most important interventions available for preventing serious diseases among infants and children. Children who receive immunizations are protected from dangerous childhood diseases such as mumps, polio, and tetanus. The positive effects of receiving the immunizations are felt throughout a community, from the school system, to the work environment, as 60 Maricopa County, Arizona FY 2010-11 Annual Business Strategies Strategic Direction well as home life. This indicator measures the efforts at improving the overall well-being of infants and children by tracking the percent of children who have received a full complement of immunization by 24 months of age. (See Public Health, Immunization Services Program.) Immunization Rates • High immunization rates are a positive sign for the community. Information provided by the National Immunization Survey reported that, in 2006, the child immunization rate for children at or under 24 months old in Maricopa County who have received a full complement of immunizations was at 69%, which was not as high as the national average (76.4%), and a lower than the rate in 2005 (75.8%). Immunization Rate (for children at 24 months old) 80% 77.3% 76.4% 73.2% 72.4% 72.9% 75% 77.9% 75.8% 74.2% 71.0% 68.6% 70% 69.0% 66.0% 65% 60% 55% 50% 2001 2002 2003 Maricopa County 2004 2005 2006 National Average Source: National Immunization Survey FY2009 County Progress/Achievements: • Maricopa County Department of Public Health (MCDPH) completed the co-location of two of its programs with existing social service providers in order to better serve local and minority communities and better educate local communities about health promotion and healthy living: the Thomas WIC facility is now located on the campus of the St. Mary’s Food Bank, allowing clients to access both WIC services and emergency food boxes; and The Mesa immunization clinic relocated to the Mesa Community Action Network facility, and a new WIC site was also established there. Residents of West Mesa are now able to receive immunizations, WIC services, and a number of social services from Mesa CAN at one location. • MCDPH has offered Express Testing to clients in order to increase STD screening. Bi-lingual staff participated in Spanish speaking radio and TV interviews in order to educate the public on STDs and congenital syphilis. The Department also created MySpace and Facebook pages to reach out to the menwho-have-sex-with-men (MSM) community, and expanded community outreach to high schools and the MSM community. Public Health Strategic Goal 2 By July 2008, form successful community partnerships with health care providers and other governmental agencies throughout Maricopa County to cooperatively address public health issues. FY2009 County Progress/Achievements: • • Maricopa County Department of Public Health Epidemiology Division participated in the U.S. Food & Drug Administration (FDA) Foodborne disease task force, communicated with Infection Control Practitioners at hospitals regarding the novel H1N1 influenza, and coordinated with ADHS on the novel H1N1 influenza. The Ryan White Part A Program, through an agreement with the Department of Health and Human Services Health Services Resources Administration, collaborates with the Arizona Department of Health Services, Maricopa Integrated Health System, Arizona Department of Corrections, the Indian Health 61 Maricopa County, Arizona FY 2010-11 Annual Business Strategies • • • Strategic Direction Services, the Arizona Education and Training Center at the University of Arizona, and the Maricopa County Departments of Public Health and Correctional Health Services to coordinate quality services and care for people living with HIV/AIDS in our community. The Clinical Services Division of the Maricopa County Department of Public Health is partnering with McDowell Clinic, Spectrum Medical Group, and Pueblo Family Physicians by conducting interviews in their facilities and providing treatment for the patients at Spectrum and Pueblo; is partnering with TERROS in providing testing to their high-risk clients; and is working with Southwest Center and ADHSSTD Program in implementing the Syphilis Happens campaign. The Office of the Medical Examiner has been proactive in the involvement of the Pandemic Response Plan and has partnered with the Arizona Department of Health Services, Indian Health Services, Maricopa Public Health, Emergency Management, Arizona State University, Fire and Police Departments, Homeland Security, American Red Cross, private mortuaries, and other partners involved in the development of the Pandemic Response Plan. Department of Public Health Clinical Services is engaged in a number of partnerships/relationships: • Working with the ADHS-STD Program on multiple projects to educate the public and increase STD testing • Working with the Gila River Indian Community on case management of syphilis cases on the Maricopa County portion of the reservation • Partnering with the Tohono O’Odham Indian Community on outreach activity in the Gila Bend area • Partnering with the Black AIDS Task Force, Native American HIV/AIDS Awareness Task Force and the Latino HIV/AIDS Awareness Task Force to promote HIV & STD testing and awareness in minority communities • Presenting at health fair events in FY2009 which resulted in over 1,000 client contacts where information was shared and/or testing services provided • Forming partnerships with the Arizona Gay Rodeo Assn (AGRA), Phoenix Pride and Phoenix Rainbows to allow MCDPH to have information booths at their events for free or at low cost Public Health Strategic Goal 3 Educate the public about how to achieve a healthy lifestyle and increase participation in educational and recreational opportunities provided in the County. FY2009 County Progress/Achievements: • Number of Regional Park Visitors 2.00 (in millions) Parks and Recreation has worked diligently to develop healthy lifestyle programs and increased overall participation in educational and recreational opportunities: • Provided 390 fitness hikes at the mountain parks promoting healthy lifestyles • Provided 174 healthy lifestyle programs for youth at the Desert Outdoor Center • Provided 837 programs for families and youth • Provided 4,266 interpretive educational programs • Developed 202 new interpretive programs, events, and activities • Provided 181 outreach programs at off-site locations In FY2009, the Department of Public Health Outreach Specialist presented information at over 100 meetings and health fairs. Ryan White Part A Program has improved access to services for people living with HIV/AIDS by contracting with two additional primary medical providers to serve clients living in outlying and rural communities. The program has also developed and presented educational programs focusing on the needs of the diverse community of people living with HIV/AIDS, including African Americans, Hispanic, Native American, Refugee, Asian, Seniors and Women, Youth and Children. 1.47 1.50 1.19 1.25 1.26 1.39 1.26 1.30 1.00 0.50 0.00 FY03 FY04 FY05 Sources: Maricopa County Parks and Recreation Department • • 62 FY06 FY07 FY08 FY09 Maricopa County, Arizona FY 2010-11 Annual Business Strategies Strategic Direction Strategic Priority 3 Regional Leadership Provide regional leadership in critical public policy areas Public policy plays a pivotal role in creating an environment that enables citizens to maintain a high quality of life. The County is positioned to take a leadership role in many important policy issues. The Maricopa County Board of Supervisors has set as a strategic priority to continue its leadership role in the region in addressing such issues as transportation, elections, housing, economic development, youth and families, education, public health and safety. Regional Leadership Strategic Goal 1 By June 2009, annually complete 85% of planned transportation infrastructure projects on-time and within budget. The ability of residents, workers, and goods to move within the County is integral to Maricopa County’s quality of life and economic prosperity. Worker commute time is an indirect indicator of the effectiveness of regional transportation planning and other development activities. Maricopa County Average Commute Time 27.0 Commute Times • According the U.S. Census Bureau American Community Survey, average commute time in Maricopa County increased slightly in 2007 to 26.4 minutes from 26.3 minutes in 2006. • The average commute time (26.4 minutes) in the County was higher than the national average (25.0 minutes) and higher than five of the nine benchmark counties. (in minutes) 26.4 26.5 26.4 26.3 26.0 25.7 25.5 25.5 25.3 25.1 25.0 24.7 25.0 24.7 24.5 24.5 24.3 24.0 23.5 23.0 2003 2004 2005 Maricopa 2006 2007 2008 U.S. Source: U.S. Census Bureau, American Community Survey Com par ison of Com m ute Tim es in 2008 (i n m i n u te s ) 30.0 FY2009 County Progress/Achievements: 28.0 • 26.0 29.5 27.6 26.4 25.7 27.0 Maricopa County Public Works Department of 24.6 24.5 24.2 24.0 Transportation (MCDOT) planned to execute 22 22.2 22.0 new projects in FY2009. Four planned projects 20.0 were delayed due to executive decision. In their 18.0 place, MCDOT advanced 6 new projects. Out of Salt Lake Clark (NV) Multnomah Santa Clara San Diego Maricopa King (WA) Harris (TX) LA (CA) (UT) (OR) (CA) (CA) (AZ) the 22 advanced and planned projects, MCDOT completed 19 or 86% of projects on time and within budget. To achieve consistency in project delivery and institutionalize the project delivery process, the department has launched the Scoreboard as a tool to measure critical processes for delivery. The Scoreboards resulted in focusing and aligning the efforts of various divisions toward project delivery with timely and appropriate effective communication and action. Five processes have been identified for improvement so far. Sour ce: 63 U. S. Census Bur eau, Amer c i an Comm unit ySur vey Maricopa County, Arizona FY 2010-11 Annual Business Strategies Strategic Direction Regional Leadership Strategic Goal 2 By January 2006, identify and recommend alternative strategies to increase the capacity and the ease of voting in the County. Regional Leadership Strategic Goal 2 has been achieved. However, the County continues to work toward increasing voter satisfaction with the voting process by increasing the capacity and the ease of voting in the County. Early voting is intended to reduce lines at polling places making voting easier and more efficient. Additional FY2009 Efforts: • • Maricopa County Elections Department (MCED) established O’odham language translation service in the fall of 2008 for voters at the Elder Care Center in the San Lucy District of the Tohono O’odham Nation. Voters receive their early ballot by mail at home and bring it in the Tuesday prior to Election Day for assistance in casting their ballot. This service is available for all applicable elections and was a great success for both Federal Elections as well as the 2009 Gila Bend School District Election. Many Elders voted for the first time in non-tribal elections. The Elections Department has partnered with the Just Vote Arizona Disability Coalition to create a comprehensive outreach campaign with uniformity of images and message to convey services and opportunities offered to our voters who have a disability. Photos of voters utilizing MCED’s services are posted on our Voter Accessibility webpage which will soon link to the Coalition’s website where voters will be able to arrange for rides to the polls on Election Day. Percent of total ballots cast by early voting Early voting Sept 2006 Nov 2006 Mar 2007 May 2007 Sept 2008 Nov 2008 39% 49% 61% 71% 79% 55% Source: Maricopa County Elections Department • The Elections Department regularly asks if voters were satisfied with the ease of voting. In the General Election (November 2007) 465 voters responded, of which 437 (94.6%) were satisfied, 14 (2.7%) were somewhat satisfied, 14 (2.7%) were not satisfied.. • The voter turnout for the Primary Election held September 2, 2008, was lower than expected. The County total ballot count of 347,411 votes, compared to the 1,613,697 registered voters in Maricopa County produced a 21.53% voter turnout. In Election Department voter surveys, when voters were asked if they were satisfied with the ease of voting, 93% stated that they were, with 1% somewhat satisfied, 3% not responding, and only 3% not satisfied. Regional Leadership Strategic Goal 3 By July 2007, complete all phases, including fund-raising, for the regional Human Services Campus for the homeless and partner with other organizations working to prevent homelessness and support home ownership in the County. Homeownership in Maricopa County has been consistently higher than the national average indicating that Maricopa County has a relatively solid base of households that are owner-occupied. According the U.S. Census Bureau American Community Survey, in 2007, the percent of residents of Maricopa County living in owneroccupied housing was 68.0%, up only slightly from 67.9% in 2006. 64 Maricopa County, Arizona FY 2010-11 Annual Business Strategies Strategic Direction Maricopa County Housing Rate of Homeownership (% of residents living in owner-occupied housing) 80% 70% 68.3% 68.1% 68.0% 68.2%67.1% 67.5% 66.9% 67.9% 67.3% 66.8% 66.4% 65.7% 68.0% 67.2% 68.0% 66.6% 60% 50% 40% 2001 200 2 2003 20 04 M aricopa 2005 2 006 2007 2008 U.S. Sourc e: U. S. Cens us B ureau, American Community Survey FY2009 County Progress/Achievements: • • • • During FY2009, the co-located facilities and agencies on the Human Services Campus continue to generate innovative programs that have resulted in continued placement of individuals in permanent housing and employment. Since its inception in November 2005, campus accomplishments include more than 2,000 individuals finding employment and more than 2,000 individuals attaining transitional or permanent housing. In FY2009, 15% of the HOME funds were set aside for Community Housing Development Organizations (CHDO), and contracts have been signed or are in progress. Human Services Department Community Development Division is working with U.S. Housing and Urban Development (HUD), the State of Arizona, and other city recipients of one-time Neighborhood Stabilization Program funding recently made available through HUD to address the issue of vacant and foreclosed residential homes and properties in the Urban County. An IGA has been executed with the Housing Authority of Maricopa County to acquire, rehab, and resell affordable single family homes to homebuyers in the Southwest Valley. In addition, a contract has been executed with Exito Inc. for the acquisition of ten single family homes to be used as affordable rentals for seniors in the City of Goodyear. Since July 2008, $200,000 in American Dream Downpayment Initiative funds have been provided/committed as down-payment assistance to 12 potential first-time homebuyers in the Urban County. Regional Leadership Strategic Goal 4 By July 2006, establish a policy to encourage Departments to seek opportunities to build partnerships and relationships with all area governments, including Tribal Nations, in order to create a fuller sense of community for all residents of Maricopa County. FY2009 County Progress/Achievements: • • The Maricopa County Superior Court established an extern program with Arizona State University Sandra Day O'Connor College of Law for third-year law students to assist the bench with research and writing assignments. The Office of the Medical Examiner (OME) continues to develop partnerships with many other governmental partners and supports the concept of higher education. Most specifically, OME developed a collaborative partnership with the University of Arizona in order to maximize the resources to establish and deliver a higher medical education program in Downtown Phoenix. A Facility Use Agreement was 65 Maricopa County, Arizona FY 2010-11 Annual Business Strategies • • • • • • • • • Strategic Direction sanctioned to allow the University of Phoenix to occupy vacant space in the Forensic Science Center building to set up a Gross Anatomy Laboratory. The lab is currently being utilized by students of the University of Phoenix. The Adult Probation Department education programs are equipped with personal computers at each site. Adult Basic Education (ABE), GED preparation, English for Speakers of other Languages (ESOL), and Job‐Find classes are taught. By providing an education continuum, the probationer’s educational needs can be effectively met. The MCAPD Education Program was selected as the Administrative Office of the Court’s 2009 Literacy Education and Resource Network (L.E.A.R.N.) Lab of the Year. Maricopa County Animal Care and Control (MCACC) contracted with Ft. McDowell Yavapai Nation, San Lucy District of the Tohono O’odham Nation, and the Salt River Pima-Maricopa Indian Community for sheltering services. MCACC also contracted enforcement services with San Lucy District, Salt River Pima-Maricopa Indian Community, Town of Buckeye, and City of Tolleson without the increase of additional staff. The Flood Control District partnered with 14 local communities and agencies in cost sharing of flood control projects. The District also met with representatives from the Gila Indian River Community to discuss and provide insight, regulations and National Flood Insurance Program information on establishing their own flood control district. Finally, during the spring of 2009, the Flood Control District Senior Leadership Team met with all (Apache Junction through Youngtown) except one of the 27 Town/City senior staff and managers to discuss opportunities to provide comprehensive services for flood hazards protection. The recent changes in the identification requirement for voters at the polls on Election Day and its direct impact on Native Voters necessitates collaboration between the Inter Tribal Council of Arizona (ITCA) and the Maricopa County Elections Department to ensure the most current information is consistently reaching our Native Communities. Information is shared with ITCA as well as directly to Tribal Get Out the Vote (GOTV) organizers. Maricopa County Department of Transportation (MCDOT) is currently working with all 26 municipalities in Maricopa County with collaboration and joint project agreements. MCDOT is leading the charge for implementing the Arterial Lifecycle Program for the region on Northern, El Mirage, Gilbert, McKellips, Power, Ellsworth and many more projects. MCDOT’s work with smaller cities and the Indian Communities has achieved delivery on 51st Avenue with Gila River Indian Community, Gilbert Bridge with the Salt River Pima-Maricopa Indian Community, SR 85 with Goodyear, Buckeye, Surprise, and the Town of Queen Creek. Maricopa County Library The Superintendent of Schools has entered into a collaborative District partnership with the 14 other County School Superintendents and the http://www.mcldaz.org/ County Supervisors Association to write a grant that will bring Broadband services to schools and libraries throughout the State via • Aguila Branch the SACCNet project. If awarded, the grant will provide a much • El Mirage Branch needed infrastructure update and allow for collaborative efforts between County agencies and Schools to conduct distance learning • Fairway Branch for both children and adults. • Fountain Hills Branch In FY2009, the Library District opened a new library in Goodyear, and • Gila Bend Branch added the Sun City Library as a district facility. The district is • Goodyear Branch operating libraries in Avondale, Gilbert and Surprise where costs are • Guadalupe Branch shared or completely covered by the municipality, and providing service to the following affiliate libraries: Avondale, Buckeye, Desert • Hollyhock Branch Foothills (Carefree/Cave Creek), Tolleson, and Wickenburg. In • Litchfield Park Branch FY2009, the Library District disbursed about $1.5 million to municipal • North Valley Regional libraries participating in the Reciprocal Borrowing Program. • Northwest Regional The Parks and Recreation Department is actively • Perry Branch, Gilbert participating/facilitating in the Town of Cave Creek Open Space and Trails Master Plan process which include acquisition of 4,000 acres of • Queen Creek Branch State Trust Land between Cave Creek Park and Spur Cross Ranch • Robson Branch Conservation Area. • Southeast Regional The Maricopa County Recorder’s Office has held several meetings • Sun City Branch with industry partners to discuss such topics as land fraud, Recording 66 Maricopa County, Arizona FY 2010-11 Annual Business Strategies • • Strategic Direction KIOSK, and electronic map recording. These meetings are designed to assist the office and industry partners with knowledge about real-estate-related issues. Maricopa County Adult Probation Department partners with Phoenix Graffiti Busters to maintain the beautification of neighborhoods. In 2009, they have completed twelve projects working a total of 600 hours. The Community Services Division received the National Weatherization Award for Excellence in MultiFamily Building Weatherization in 2009. Community Services initiated the project to reduce energy costs and provide comfort and safety for 46 low-income individuals and families living in Norton Circle, a housing authority complex in the City of Avondale. This project was a partnership with the Housing Authority of Maricopa County (HAMC), Arizona Department of Commerce Energy Office (DOC), Arizona Public Service (APS), Southwest Gas (SWG), the Arizona Community Action Agency (ACAA), Foundation for Senior Living, Home Improvements, (FSL), and the City of Avondale. This project weatherized 46 units at one time, resulting in 50% reduced labor, material, and administrative costs. Regional Leadership Strategic Goal 5 Promote, expand, and improve County-sponsored programs and activities for young people in Maricopa County to help them build their skills, develop a sense of civic involvement in the community, and successfully complete their education. Maricopa County is working to promote, expand, and improve County-sponsored programs and activities for young people in the County. Outside of school, one of the best places to learn about civic engagement is the local library. The level of participation in County-sponsored youth programs can be used as an indicator of young people’s community involvement. FY2009 County Progress/Achievements: • • • In FY2009: 111,868 children and teens attended 3,064 district programs. Over 63,000 children and teens participated in the Summer Reading Program in 2009. Summer Reading Program participants wrote over 94,000 reviews of the books they read. Parks and Recreation staff is working with several other County agencies to develop the Transcendent Services Initiative under the direction of Dr. Rodrigo Silva. This program is geared toward the County’s teen and young adult population to get them involved and create an understanding of government functions, environmental stewardship, and community responsibility. A Protect-A-Park program has been developed which offers businesses, individuals, and clubs an opportunity to volunteer their time and skills to enhance a County park area. Time may be spent painting, repairing or simply picking up litter in certain areas of a park or trail. Marico pa Count y Library Dist rict You th Programs 120 (att endanc e in t hous ands) 100 1 11.8 90 .7 8 2.9 80 6 9.5 60 .8 63.2 F Y04 FY05 60 40 3 7.4 20 0 FY0 2 FY06 So ur ce : M ari c o pa Co u nty L i br ary D si tri c t 67 FY0 7 F Y08 FY09 Maricopa County, Arizona FY 2010-11 Annual Business Strategies Strategic Direction Strategic Priority 4 Sustainable Development Carefully plan and manage land use in Maricopa County to promote sustainable development and to preserve and strengthen our environment. Many factors influence the decision on where people choose to live. Communities where citizens have areas to relax and enjoy the environment and that work to improve their overall livability will ensure sustainable development in ways that meet the needs of the present without compromising the ability of future generations to meet their own needs. In Maricopa County, sustainability issues dealing with air quality, water availability, and open space are becoming increasingly important to the livability of the community. Smart planning has become critical to balance population growth while maintaining Maricopa County’s famous quality of life and protecting important economic and environmental assets like our military installations and the natural areas. Maricopa County has adopted a key strategic priority to carefully plan and manage land use to promote sustainable development and to preserve and strengthen our environment. The County is required by state law to prepare a comprehensive plan “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.” Maricopa County 2020, Eye to the Future, the County’s comprehensive plan, was adopted by the Board of Supervisors in October 1997, and subsequently updated with new elements in 2002. A copy is available at www.maricopa.gov/planning. (See also, Planning and Development, Comprehensive Planning Activity.) Open Space in Maricopa County 2,404,550 Acres (Unincorporated Areas) Sonoran Desert National Monument 496,000 acres (20.6%) Barry M. Goldwater Gunnery Range 819,000 acres (34.1%) Tonto National Forest 489,250 acres (20.3%) Maricopa County Regional Parks 120,000 acres (5.0%) BLM Wilderness Areas 480,300 acres (20.0%) Source: Maricopa County Planning and Development Department 68 Maricopa County, Arizona FY 2010-11 Annual Business Strategies Strategic Direction Sustainable Development Strategic Goal 1 Ensure that applications for development in the unincorporated areas of Maricopa County comply with state law, are consistent with open space initiatives, and allow for the continuation of highway and street corridors into and through new developments. FY2009 County Progress/Achievements: • • • In August 2007, the Board of Supervisors amended the Zoning Ordinance and Comprehensive Plan to require all zone changes, regardless of area, to be in conformance with the adopted land use plan. This ensures that all cases now fully comply with state law. In FY2009, the Planning and Development Department continued to review all entitlement applications to ensure compliance with state law, consistency with the Maricopa County Regional Trail System, and consistency with approved public and private open space system plans. Planning and Development also coordinated closely with Public Works to ensure adequate and appropriate road networks into and through new development. The Parks and Recreation Strategic System Master Plan was adopted by the Board of Supervisors in June 2009. Within the plan, the Department will formally develop park land acquisition criteria to provide long-range guidance for park and open-space planning, acquisition, development, and management. Sustainable Development Strategic Goal 2 Improve quality of life in Maricopa County by building a regional trail system, enhancing our parks, supporting noise and pollution reduction efforts, and encouraging developers to construct environmentally friendly buildings. FY2009 County Progress/Achievements: • • • • • • • • The Air Quality Department coordinated news release distribution with Arizona Department of Environmental Quality and Valley Metro to consolidate messaging and pinpoint agency experts for highpollution advisories and health watches. The Nature Center and Amphitheater at Cave Creek Regional Park and Usery Regional Park were completed in March 2009 and August 2009, respectively. All new Nature Centers meet Leadership in Energy and Environmental Design (LEED) certification standards. Parks and Recreation Department has partnered with Maricopa County Library District to build a new regional library and nature center in White Tank Regional Park. Construction is underway; the project is expected to be completed by September 2010. The Maricopa and Sun Circle Trails have been built out at 38% of the total required (121 miles of trail of the 317 priority-one miles). The energy efficiency efforts made by Public Works Facilities Management over the past year have increased the efficiency of 16 County facilities, reducing our impact on the environment. Facilities Management also supports the effort of the Court Tower Project Team in creating a LEED Silver facility to be completed in 2012. The Air Quality Department held an Annual Air Quality Conference with 440 registered attendees, seven panel discussions ranging from health, business, elected officials, community, climate change, sustainability and regulatory topics. Working with Arizona State Game and Fish Department, State Trust Land, City of Scottsdale on Granite Mountain/Scottsdale Preserve regarding off-road (dust control) issues; working with Valley Fire Marshall’s Association on coordination of open burning activity and code enforcement issues. Parks and Recreation Department has preparing a memorandum of understanding (MOU) with Arizona State Game and Fish Department to partner in the operation of the Maricopa Trial. Air Quality Flag Program launched in October 2009 with a goal to encourage improved air quality by providing Maricopa County businesses and organizations a visual alert intended to promote greater 69 Maricopa County, Arizona FY 2010-11 Annual Business Strategies • • • Strategic Direction awareness of air quality conditions and encouraging behaviors which limit additional emissions of air pollutants. Enhanced features on both the Air Quality Department’s websites Maricopa.gov/aq and CleanAirMakeMore.com to provide air quality information including: • Desktop widget provides current air quality information and facts about county air quality rules and regulations • Regulatory restriction information (No Burn Day, OHV, leaf blower) • Enhanced e-blast database to distribute information on a high-pollution advisory or health-watch day The Parks and Recreation Department facilitated the purchase of right-of-way on 10.5 acres of land for the Maricopa Trail from Anthem to Lake Pleasant from Arizona State Land Department on May 14, 2009. Public Works Solid Waste Management has opened all six Waste Disposal and Recycling Centers to accept all streams of waste and recyclables, improving access to these facilities by residents in the unincorporated areas of the County. There are a series of disposal containers to collect bagged household garbage, mixed recyclables, aluminum cans, paper, cardboard, scrap metal, tires, electronic waste and limited hazardous materials including, oil, anti-freeze, paint, batteries and mercury-containing lamps/bulbs. These facilities have seen a steady increase in use and have collected 270 tons of waste and 45 tons of recyclables, resulting in a landfill diversion rate of 20% for our first year of recycling. In addition, access to our periodic Hazardous Household Waste events has diverted over 60 tons of materials collected. Sustainable Development Strategic Goal 3 Continue to preserve military installations in Maricopa County, including Luke Air Force Base. FY2009 County Progress/Achievements: • The Planning & Development department will strive to deter new residential and other non-compatible land uses within the High Noise and Accident Potential Zones of Luke and its ancillary military facilities through the following ongoing activities: continue to require aggressive notification for new development within the state-defined “Territory in the Vicinity of a Military Airport;” and provide Luke Air Force Base with all new development applications within the “Territory in the Vicinity of a Military Airport” for review and comment and utilize their recommendations as a basis for decisions regarding approval or denial of such applications. • • • • • • • Military Installations in Maricopa County Luke Air Force Base Luke Auxiliary Field #1 Barry M. Goldwater Range Gila Bend Air Force Au xiliary Field Ari zona Air National Guard, Phoenix Sky Harbor Airport Papago Park Military Reservation (Ari zona Army National Guard) Air Force Research Laboratory Sustainable Development Strategic Goal 4 By June 2006, enhance and expand conservation programs in order to reduce energy and water consumption. This goal has been achieved and is ongoing. Facilities Management Department and Equipment Services Department have integrated conservation strategies into on-going operations and factored them into capital projects, while balancing costs and benefits. Efforts to enhance and expand conservation programs will continue. FY2009 Additional Efforts: • Public Works Facilities Management completed energy efficiency projects in 16 buildings during 2009 which resulted in $174,400 in incentive rebates. The projects had a combined simple payback of 1.6 years for the combined set of projects and the implementation of these efficiencies will achieve approximately $172,000 per year in electricity cost savings to the County. 70 Maricopa County, Arizona FY 2010-11 Annual Business Strategies • Strategic Direction Equipment Services Department is dedicated to the conservation of energy through the implementation of various alternative fuel products, including bio-diesel, propane, ethanol, and are meeting full compliance of federal mandates on use of ultra-low-sulfur diesel. Maricopa County Fa cilities Energy Conser vation 33 Usa ge pe r s q. ft. 32 31 30 29 28 27 26 25 FY0 3 FY 0 4 FY0 5 F Y0 6 FY0 7 FY0 8 F Y0 9 30 .8 3 2 .0 3 1 .9 3 1 .7 2 9 .6 2 7 .6 2 8 .1 En e rg y U se (k Wh ) p e r s q . ft. So urc e: Ma ric o pa C ou nty Fa ci l ti i es M a na ge me n t Strategic Priority 5 Fiscal Strength Continue to exercise sound financial management and build the County’s fiscal strength while minimizing the property tax burden. The ability of the County to meet the needs of its citizens is directly related to its ability to achieve and sustain fiscal stability. The County’s strategic priority to continue to exercise sound financial management and build the County’s fiscal strength while minimizing the property tax burden will create the foundation necessary to achieve the results that citizens desire. Many factors influence the County’s ability to achieve this priority. Current and accurate property valuation, as well as prudent spending plans and responsible spending, are key in minimizing the overall tax burden of our citizens. Maricopa County’s property taxes are charged for each $100 of assessed value of property. The Primary Tax supports the County General Fund, which pays for the general operations of the County. This indicator measures the County’s fiscal strength based on its ability to keep the property tax from increasing. Fiscal Strength Strategic Goal 1 Continue to strive to reduce the overall property tax rate. FY2009 County Progress/Achievements: • For FY2010, the Maricopa County Primary property tax rate was reduced by $0.0418 from $1.0327 to $0.9909 per $100 assessed value. Library District and Flood Control District Secondary property tax rates were unchanged from FY2009. Fiscal Strength Strategic Goal 2 Maricopa County will seek to eliminate all mandated fixed contributions to the State in exchange for reductions in State funding of County programs with the goal of reducing such contributions to 15% or less of total General Fund expenditures by Fiscal Year 2009-10. 71 Maricopa County, Arizona FY 2010-11 Annual Business Strategies Strategic Direction FY2009 County Progress/Achievements: • The FY 2009-10 Adopted Budget included mandated State contributions totaling $252.3 million out of total General Fund operating revenues of $1.09 billion, or 23.1%. However, the final outcome of these contributions has not been decided by the State. The current estimate is that total mandated contributions will be $201.8 million (18.5% of General Fund operating revenues). Excluding the one-time savings due to increased Federal funding for ALTCS, total annual contributions would be $247.2 million (22.7%). This amount is almost unchanged from FY2009, but the percentage of General Fund operating revenue that year was only 21.2% due to higher revenues. Fiscal Strength Strategic Goal 3 As part of the budget, by July 2007, develop, identify funding, and begin implementing a long-range plan for addressing the County’s capital infrastructure needs in a manner consistent with the County’s interests in strengthening its financial position. FY2009 County Progress/Achievements: • • While a number of projects have been completed and the Downtown Court Tower is underway and under budget, the economic recession has forced the County to cancel or defer several major projects, including the expansion of the Southeast Regional Court Center and the construction of a new Southwest Regional Court Center. Nonetheless, the Court Tower project is now fully funded with accumulated General Fund cash, not debt. In FY2009, the Stadium District collected an additional $627,265 in facility surcharge revenue to help finance future facility capital projects. Fiscal Strength Strategic Goal 4 By July 2006, develop a plan and strategy for implementing new economic and contracted commercial ventures that will generate additional revenues for the County. This goal is partially complete. Some strategies have been adopted and implemented; others remain under consideration. FY2009 County Progress/Achievements: • • • • The Parks and Recreation Department worked to make the following contracted commercial ventures operational: • • • Scorpion Bay Marina and Yacht Club at Lake Pleasant Regional Park Fort Adobe Paintball Complex at Adobe Dam Regional Park General Joe Foss Shooting Complex at Buckeye Hills Regional Park Wet-n-Wild Water Park at Adobe Dam Regional Park♦ • • • • Buckeye Sportsman Club – operation of the public shooting range at Buckeye Hills Regional Park Solar Energy Interconnection Agreement with SRP for Usery Mountain Regional Park Photovoltaic Electric System Incentive Program Agreement with APS at Cave Creek Regional Park Northside Horse Outfitters at Cave Creek Regional Park • Parks and Recreation Department also entered into the following contractual agreements in FY2009: During FY2009, the Stadium District transferred all day-use operations over to the District’s booking manager, Select Artists Associates. This transfer provided customers with one point of contact for dayuse events and District events. The marketing expertise of the booking manager also provides the opportunity for a day-use event (less than 10,000 attendees) to become a District event (more than 10,000 attendees). There were 40 day-use events held at Chase Field during FY2009. In FY2009, the Stadium District saw an increase in revenue of $12,000 resulting from a parking agreement with U.S. Airways Center. 72 Maricopa County, Arizona FY 2010-11 Annual Business Strategies Strategic Direction Strategic Priority 6 Quality Workforce Maintain a quality workforce and equip County employees with the tools, skills, workspace and resources they need to do their jobs safely and well Maricopa County recognizes the important role its employees have in the success of its operation. The Maricopa County Board of Supervisors has adopted a strategic priority to maintain a quality workforce and to equip County employees with the tools, skills, workspace and resources they need to do their jobs safely and well. Through this strategic priority the County strives to create an exceptional work environment as measured by increasing retention rates, increasing the pool of qualified applicants, and ensuring employee satisfaction with human resource issues such as morale, compensation, training, and decision processes. Quality Workforce Strategic Goal 1 By January 2008, adopt and implement a competitive total compensation package and a workforce development plan to enhance recruitment, retention, and advancement that results in improved customer service to Maricopa County citizens. Best practice organizations routinely use employee attitude surveys as standard practice for providing employees and management with up-to-date information on how an organization is doing from an employee perspective. This indicator is a measure of employee morale and job satisfaction among workforce in County-appointed departments based on results from an annual employee satisfaction survey. Ma rico pa Cou nty Emplo yee Sa tisf act ion with Jo b (% of r espondents indicating satisfaction) 100% 80% 71% 76% 75% 74% 76% 79% FY 01 F Y 02 FY 03 FY 04 FY 05 FY 06 82% 85% FY07 FY08 89% 60% 40% 20% 0% FY09 S our ce: M ar ci op aC ount yEm pl oyee Sat si f acti onS ur vey Employee satisfaction predictors measure employee perceptions and attitudes along several dimensions that have been identified through research as having a direct influence on overall job satisfaction. When employees perceive these dimensions favorably, they tend to have higher morale and are more satisfied with their jobs. According to an annual survey conducted by Maricopa County Research and Reporting, all of the predictors have shown increases in satisfaction in the six-year period from FY01 to FY07. Employee satisfaction with Pay and Benefits and with Working Conditions have shown the greatest increases, while Communication has seen modest increases during this period. 73 Maricopa County, Arizona FY 2010-11 Annual Business Strategies Strategic Direction Employee rating of various satisfaction predictors (Scale: 2=very dissatisfied, 8=very satisfied; above 5=positive, below 5=negative) FY2004 FY2005 FY2006 FY2007 FY2008 FY2009 Management Practices 5.23 5.29 5.39 5.52 5.66 5.70 Working Conditions 6.07 6.10 6.22 6.30 6.38 6.41 Communication 5.32 5.32 5.44 5.53 5.63 5.67 Growth/Advancement 5.79 5.82 5.97 6.09 6.13 6.09 Pay and Benefits 5.18 5.28 5.45 5.66 5.74 5.68 Source: Maricopa County Research and Reporting FY2009 County Progress/Achievements: • • • • • • In FY2009, Office of Management and Budget Employee Compensation completed market studies covering approximately 1,600 positions and implemented a new Schedule of Premium Pay Rates. Additionally, Employee Compensation implemented a career path plan to enhance the recruitment and retention of Appraisers. In September 2009, A representative from the Workforce Management and Development Employment Services Division served on an employer panel focusing on public sector careers for ASU West Students. Staff of the Employment Services Division also networked and built relationships with other local government agencies as well as agencies outside of Arizona during the annual NEOGOV conference held in October 2009. Workforce Management and Development continues to offer as many payroll/employee record services online as possible. All forms are posted to web site; pay stubs and W2s are available online for all employees; and all employees can make tax and direct deposit changes online. Workforce Management and Development hosted a visiting delegation of five human resource administrators from Inner Mongolia, China. Presentations were given on the performance appraisal process for employees as well as rating appointing authorities. The delegation reported that of all municipalities visited, Maricopa County provided the most relevant information on the subject. The Employee Development division of Workforce Management and Development conducted 32 classes and offered an online training opportunity for employees to learn about Diversity, Professionalism, Respect in the Workplace, Civility, and Exemplary Customer Service. There were 700 employees in attendance at these classes that taught employees to be inclusive, respectful, and courteous with diverse customers and co-workers. Walgreens Pharmacy and Take Care Clinic opened on site at the County Administration Building in January 2009. Care Today and Take Care clinics opened to Maricopa County employees seven days/week and some holidays beginning November 2008. Wellness activities included many new programs and expanded services to almost every Maricopa County location. Benefit Satisfaction survey results were 96%. Seasonal Flu Shots also were made available at several worksites, medical providers, CMG centers, CareToday clinics and Take Care clinics. Quality Workforce Strategic Goal 2 By July 2007, ensure that the ethnicity base of County employees is keeping pace with the changing demographics of our growing and diverse community. Diversity refers to the spectrum of people that make up County government as well as the residents it serves. Diversity includes people of different ethnicity, culture, gender, religion, age, personal style, appearance and tenure, as well as people of diverse opinions, perspectives, sexual orientation, lifestyles, ideas, thinking and being. Understanding and respect for differences and similarities that comes from a diverse workforce is a predictor of employee satisfaction. 74 Maricopa County, Arizona FY 2010-11 Annual Business Strategies Strategic Direction FY2009 County Progress/Achievements: • • The Diversity Office, in conjunction with the four employee networks, has celebrated diversity inclusiveness at Maricopa County by celebrating Native American Heritage in November, Hispanic Heritage in October, African American Heritage in February, Unity Day in January, Women’s Month/Irish History in March. Workforce Management and Development initiated a new Diversity curriculum in 2009—the F.A.I.R. model and the ME.E.T. Model. FAIR teaches feedback, assistance, inclusion and respect to better resolve diversity conflicts. The MEET Model emphasizes that making time for discussion, exploring differences, encouraging respect, and taking responsibility promotes awareness and respect. Since March 2009, 93 Maricopa county employees have taken the class, 49 employees have taken the MEET class; 124 employees of the Library District have taken both the MEET and FAIR training. Quality Workforce Strategic Goal 3 By July 2006, complete a review of the employee suggestion program and recommend methods for increasing and promoting higher levels of participation by County employees in generating creative ideas that save the County money and/or improve program and service delivery. This goal has been achieved. In early FY2007, the County completed review of the employee suggestion program. Implementation of the recommendations is underway. Selected recommendations included: 1. Create an online suggestion form and provide an online copy of the checklist used by the evaluator for the employees to view before submitting a suggestion; 2. Provide a permanent hyperlink on the employee intranet (EBC) home page which will connect employees to the Employee Suggestion webpage containing the necessary online forms, employee suggestion tips, and suggestion process updates; 3. Raise awareness by including information in the employee newsletter Newsline, emails, and flyers attached to paycheck stubs; and 4. Recognize merit award recipients in a public fashion, with recognition given online and in the Newsline. Strategic Priority 7 Customer Satisfaction Continue to improve the County’s public image by increasing citizen satisfaction with the quality and costeffectiveness of services provided by the County. Citizens want and deserve quality services from government for their tax dollars. One of the strategic priorities adopted by the Maricopa County Board of Supervisors is to continue to improve the County’s public image by increasing citizen satisfaction with the quality and cost-effectiveness of services provided, including effectiveness in telling the public about the services it provides. 75 Maricopa County, Arizona FY 2010-11 Annual Business Strategies Strategic Direction Understanding how the County’s performance is viewed by its customers is paramount to improving the quality of service delivery. According to responses from the General Citizen Survey, satisfaction rating with County government has remained relatively high with more than three out of four citizens surveyed satisfied or very satisfied with County government. In FY2009, 77% of the respondents indicated they were satisfied or very satisfied with County government, which is down slightly from the rating reported in FY2008. Maricopa County Citizen Rating: Overall Satisfact ion 100% 83% 83% 76% 80% 80% 79% 77% 80% 60% 40% 20% 0% FY02 FY04 FY05 FY06 FY07 FY08 FY09 % rati ng sati sfied to verysatisfi ed wi th Maricopa County Government Source: Maricopa County General Citizen Survey Citizen Satisfaction Strategic Goal 1 By December 2006, increase accountability to the public for results-oriented government by fully implementing the Managing for Results and performance-based budgeting initiatives. FY2009 County Progress/Achievements: • • Seventeen departments updated their strategic business plans for FY 2009-10, including Adult Probation, Clerk of the Court, Community Development, Finance, Correctional Health, Medical Examiner, Public Fiduciary, Employee Health Initiatives, Planning and Development, Public Defender, Legal Defender, Legal Advocate, Public Defense Services, Risk Management, Public Health, Environmental Services, and Public Works. All phases of the MFR cycle are now supported by the Managing for Results Information System (MFRIS). The Planning for Results, Reporting Results and Budgeting for Results and Analyzing for Results modules all are operational. Citizen Satisfaction Strategic Goal 2 By April 2008, develop a Countywide Information Technology (IT) strategic plan, a set of Countywide IT architecture specifications, introduce an updated set of Countywide IT performance metrics, and develop and implement an IT governance review process. FY2009 County Progress/Achievements: • IT Governance is designed to provide alignment of the County’s strategic priorities. The proposed IT Governance Plan, including its people and processes, is only one of the items that the Office of Enterprise Technology has identified as necessary for achieving alignment of County IT resources. The IT Governance model, when fully implemented, is fundamentally designed to promote inter and intra agency coordination and decision making with participation at all levels within the County agencies, achieve uniformity of operations, and provide emphasis on effective and efficient IT solutions. 76 Maricopa County, Arizona FY 2010-11 Annual Business Strategies • Strategic Direction IT functions from Public Health, the Public Fiduciary, and Office of the Medical Examiner were successfully consolidated during the reporting period, resulting in increased productivity, staff synergies, shared services, and reduced costs. Citizen Satisfaction Strategic Goal 3 By May 2010, improve access to the services offered by the County to ensure the inclusion and participation of our diverse community. The County recognizes the importance of being responsive to customer needs and delivering services in a timely manner. To be effective, services should be available when they are needed or requested. The ability to meet this demand is a key component of service delivery. In FY09, 40% of Citizen Survey respondents indicated that the County’s responsiveness was good to excellent, a slight decrease from the FY08 (44%) rating. Marico pa County Citi zen Rati ng: Responsiveness (% rating County as good to excell ent) 100% 80% 60% 46% 48% 4 6% 47% 45% 44% 40% 40% 20% 0% FY0 3 FY04 FY0 5 FY0 6 FY0 7 FY08 FY09 % ra ti ng Re s p o n si v ene s s a s Go o d to Exc e l e l nt Source: Ma rico pa Co un tyG ene ral Ci tize n Surve y FY2009 County Progress/Achievements: • • • • • • • • The Parks and Recreation Department has worked diligently to provide barrier-free trails that contain gentle slopes, resting spots and are generally easier for individuals with disabilities to navigate. The barrier-free trail system includes the Black Rock Short Loop Trail (White Tanks), Gila Trail (Estrella Mountain), Honeymoon Cove Trail (Lake Pleasant), Merkle Trail (Usery), Nursery Tank Nature Trail (McDowell Mountain) and Waterfall Trail (White Tanks). The Office of the Medical Examiner (OME) continues to improve access to the services offered to the diverse population of the county with several initiatives. The “What’s Next” document available both in English and Spanish is available to inform the families of lost loved ones at the scenes of death. The Planning and Development Department has had tremendous success in expanding online permitting opportunities for customers since plan implementation. The Expedited Production Permitting Program (EPPP) transformed what was a rapid, paper-based production permitting process for large-scale homebuilders into a less-than-one-day, online process. The program allows production homebuilders to receive a residential permit in as little as 20 minutes in some cases. The Superintendent of Schools enhanced information and access to useful information for the homeschooling population. This is a growing population, and it is essential that the home-school families are provided with needed information and resource contacts. The enhanced website provides resources for home schoolers to assist in meeting their needs from home or through easy access on our website. The Recorder’s Office website is available 24 hours a day. Information and images available back to 1871, when the County started, are available. The office allows free access to all unofficial information, and allows for electronic submission of documents through several options. In FY2009, Maricopa County Animal Care and Control began negotiations to build a West County shelter to serve the outlying communities and provide an outlet for the animal welfare community to showcase adoptable pets. The Recorder’s Office has developed an interactive KIOSK for recording documents that will allow the office to expand to outlying communities. Public Works Department of Transportation (MCDOT) has opened four regional operation/maintenance facilities to be closer and more responsive to the needs of various customers. This localized approach 77 Maricopa County, Arizona FY 2010-11 Annual Business Strategies Strategic Direction has increased customer satisfaction and quality of service. MCDOT completed 22 projects this year, most notably Gavilan Peak which helps relieve traffic for local residents during I-17 construction. The Emergency Management Department produced and distributed English– and Spanish-language copies of the Ready Maricopa County brochure, a pocket-sized pamphlet with tips about how to develop a household disaster plan and emergency supply kits. The brochure is designed to promote individual readiness within the community, which is especially important to those within special populations. Citizen Satisfaction Strategic Goal 4 By July 2010, complete a review of County programs to delete non-essential services and improve the performance of other programs. FY2009 County Progress/Achievements: • The Budgeting for Results Guidelines and Priorities approved by the Board of Supervisors for FY2009 included directions to identify non-essential programs and recommend their elimination. The adopted budget balancing strategies totaled $114.8 million in FY2009. Citizen Satisfaction Strategic Goal 5 Establish a comprehensive public outreach and community plan to increase the County’s effectiveness in communicating about the services it provides so that by September 2008 the percentage of citizens who rate the County’s communication effectiveness as poor in the Annual Population Satisfaction Survey will have decreased to 10% or less. Effectively communicating to citizens about services the County provides is key to increasing citizen awareness and understanding about the roles and responsibilities of County government. Through the annual citizen survey, the County asks citizens to rate the effectiveness of the County in communicating information about its services. In FY09, 39% of citizens responding to the General Citizen Survey rated the communication effectiveness of County government as good or excellent, down significantly from the FY08 rating of 49%. Maricopa County Citizen Rating: County Effectiveness in Communication (% rating County as good to excellent) 100% 80% 60% 48% 44% 41% 45% 49% 43% 39% 40% 20% 0% FY03 FY04 FY05 FY06 FY07 FY08 FY09 % rating Communication as Good to Excellent Source: Maricopa County General Citizen Survey FY2009 County Progress/Achievements: • • Parks and Recreation Department has developed a Twitter account, allowing the opportunity to not only have outbound communication but also inbound communication from individuals who are interested in the park system. This tool also provides the department with instant access to numerous media contacts. Parks and Recreation has also added You Tube access. They are now able to provide our clients with virtual tours of the parks via YouTube. http://www.youtube.com/MaricopaCountyParks 78 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Policies and Process Budget Policies and Process Policies and Their Budgetary Impact Maricopa County has achieved and maintained financial stability by developing and implementing a series of budget and financial policies that guide fiscal management and budgetary decisions. These policies address a number of issues, including budget development, the degree of budgetary control, reserves, tax reduction, and managing for results. These policies incorporate “best practices” in the field of state and local government budgeting and financial management, and are aligned with Maricopa County’s Managing for Results system. All policies are updated as necessary to comply with changes in legislation and business practices. Following is an overview of the key policies, specifically addressing each policy’s applicability to the budget process. The full text of each policy is located in the Attachments section. Managing for Results Policy The Managing for Results Policy establishes a framework that integrates planning, budgeting, reporting, evaluating and decision making for all Maricopa County departments. Managing for Results is a management system that establishes the requirements to fulfill the County’s Mission and Vision of accountability to its citizens. The policy is promulgated as part of the annual County budget process under the authority of the Board. Key provisions: • “Managing for Results” means that the entire organization, its management system, its employees and its 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. • All Departments will participate in the Managing for Results system and shall comply with the policy. • The County Manager will develop and present a Countywide strategic plan to the Board. • The mission, strategic goals, services, results and performance measures for a department are set forth in strategic business plans. Departments will participate in the annual Planning for Results process by developing and submitting strategic business plans for review as part of the budget process with required elements and in the prescribed format. • All managers will work with assigned employees to establish performance plans that align with department strategic business plans. • The Office of Management and Budget (OMB) and the Department of Finance will develop and maintain a financial structure aligned with the Managing for Results system. • OMB will review department strategic business plans and performance measures as a basis for funding recommendations. • Departments will report on their family of performance measures for budget and planning purposes quarterly, according to the annual budget calendar. 79 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Policies and Process • Internal Audit will review and report on strategic business plans and performance measures. • The Board directs all managers to use performance information to manage activities effectively and efficiently. Managers will consider performance information in making policy and program decisions. Budgeting for Results Policy Guidelines The purpose of this policy is to set forth the guidelines for developing 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. Key provisions: • Defines Budgeting for Results as 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. Budgeting for Results is the primary basis for decisions about department budgets • Requires using conservative revenue estimates. • Requires that the budget be structurally balanced (recurring expenditures fully supported by recurring sources of funding). • Base budgets will be analyzed for possible reductions, and requests for new funding will be analyzed based on impact on results. • Wherever possible, grants and other non-local revenue sources will be used before allocating General Fund resources or other local revenues. • Wherever possible, the budget will provide for the adequate and orderly replacement of facilities and major equipment from current revenues. • Wherever appropriate, services and programs will be supported by user fees that recover full direct and indirect costs, unless market considerations dictate otherwise. • All user fees will be reviewed annually in conjunction with the budget development process. • Departments must submit base expenditure requests within budget targets provided by the Office of Management and Budget. Targets are based on the current budget, with adjustments as directed by the Board. • Requests for additional funding must be submitted as Results Initiatives Requests, and be directed to achievement of strategic goals that align with the direction of the Board. The Board may annually adopt guidelines and priorities for results initiative requests. • Budgets will include a reasonable allowance for personnel savings due to natural staff turnover based on past experience. • All Appointed, Elected and Judicial Branch Departments/Special Districts will follow these policy guidelines in preparing their Annual budget requests, which must be submitted on schedule and in the appropriate format to the Office of Management and Budget (OMB) . 80 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Policies and Process • The Deputy County Manager negotiates budget recommendations with Elected Officials and the Judicial Branch; if agreement cannot be reached, budget recommendations may be negotiated directly with the County Manager and ultimately the Board of Supervisors. • The Office of Management and Budget recommends a five-year Capital Improvement Program to the Board. Estimates of increased operating costs will be provided with each requested project • Central Service Cost Allocation charges will be assessed from all non-General Fund agencies based on a full-cost allocation methodology, or level of reimbursement allowed by grants. • Funding for the Self-Insurance Trust Fund will be assessed from all funds, and provide for an ending cash balance equal to the projected paid losses and claims-related expenses for the upcoming fiscal year. Budgeting for Results Accountability Policy The purpose of the Budgeting for Results Accountability Policy is to provide guidelines and direction on managing Board-approved budgets to elected, appointed and judicial branch agencies so that they can be accountable and comply with the law. Key provisions: • The Policy provides Departments with flexibility in managing their resources to achieve results for customers while upholding accountability for spending within legal appropriations • Appropriated budgets are defined as legal authorization by the Board to expend funds or incur obligations for specific purposes. The Board may establish appropriated budgets different levels of detail If there is a significant risk that a department will exceed its appropriated budget. Changes in appropriated budgets must be approved by the Board. • Budgets are normally appropriated at the level of department, fund, and function. Where applicable, appropriation levels may be established by program/activity, or object of expenditure. • Detailed budgets are specified by month, function, organizational unit, Activity, object/source, and position. “Function” is classification of expenditures and revenues according to whether they are recurring or non-recurring. • Appropriated budgets are not guaranteed from one fiscal year to the next. • Departments develop and maintain detailed revenue and expenditure budgets that are loaded into the main financial system. Detailed budgets must equal appropriated budgets. • Requests to amendment appropriated budgets supported by grants, donations or intergovernmental agreements may be made when expenditures from these sources are forecasted to exceed the appropriation. • Appropriated budgets must be reduced if revenue is forecasted to be significantly less than the current budget. • To maximize results, departments have flexibility to incur expenditures that vary from their detailed budgets, so long as they comply with the appropriated budget. Flexibility is accompanied by responsibility to produce expected results while absorbing unanticipated spending increases. 81 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Policies and Process • If a department requests an appropriated budget increase for unanticipated spending, the Board may adopt appropriated budgets for that department at the level of program/activity and/or object of expenditure. • Departments may not recommend any agreements that commit the County to expenditures for which funding is not identified in future years. • Departments must verify funding for all purchases and contracts. • Department expenditures and revenues are monitored and reported on a monthly basis. The Department of Finance shall prepare and submit to the Board a comprehensive monthly analysis of budget variances by department and fund or by lower appropriation level, and will investigate any negative year-to-date variances. • Departments with negative year-to-date expenditure or revenue variances must provide a written explanation and corrective action plans, which must be reviewed and approved. • Departments may not exceed their appropriated expenditure budgets, and are required to reduce expenditures to offset any shortfall in budgeted revenue. • The Department of Finance must prepare and submit to the Board a comprehensive report of audited actual expenditures relative to appropriated budgets. The report will include an explanation of each instance in which expenditures exceeded appropriated budgets. • If a department exceeds its annual appropriated expenditure budget or creates County liabilities that result from audit findings for which the County is responsible, the department’s expenditures will be reviewed by the Office of Management and Budget to identify the causes of the overrun. Corrective action may include adopting appropriated budgets at the level of program/activity and/or object of expenditure and a reduction of the department’s appropriated budget in the subsequent fiscal year in an amount up to the amount of the overrun in the prior fiscal year. • The total costs associated with fulfilling an internal records request will be charged against the budget of the department making the request. The County Manager can waive the transfer of costs if the costs are less than $1,000. Reserve and Tax Reduction Policy Guidelines The purpose of this policy is to provide for long-term financial stability and low, sustainable taxes through responsible use of non-recurring resources, appropriate and minimal use of debt, and maintenance of reserve funds. This policy also establishes budgetary and financial guidelines regarding tax reduction. Key provisions: • A portion of the fund balance in the General Fund will be committed for budget stabilization purposes in an amount sufficient to eliminate cash flow borrowing in the General Fund and in other funds as necessary. • Spendable beginning fund balances will be estimated and included in the annual budget. • Proceeds from the sale of real property will be set aside for capital improvements or to repay debt used to fund capital improvements. • Fund balances may be appropriated to acquire fixed assets, retire debt, and provide for fiscal stabilization during economic downturns, so long as adjustments are made to restore structural balance within one to two fiscal years. 82 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Policies and Process • Expenditures from fund balance will be drawn first from any unassigned balance, next from any assigned balance, then from any committed balance, and last from any restricted balance. • Use of fund balances must be consistent with the Tax Reduction Policy Guidelines. • The Board will strive to maintain the combined primary, debt service, Library District, and Flood Control District property tax burden at current or lower levels. The Board may reduce property taxes under the following conditions: • The reduction is sustainable into the foreseeable future. • The budget is currently structurally balanced. • The General Fund balance committed for budget stabilization is sufficient to eliminate cash-flow borrowing and unexpected economic changes. • Fund balances have been appropriated or committed for repayment of outstanding debt. • Necessary capital expenditures are appropriated from fund balance. Funded Positions Policy The purpose of the policy is to establish guidelines for adding, deleting and changing positions so that all authorized positions are fully funded on an annualized basis, and that any filled or vacant position that becomes unfunded or under-funded is either fully funded or deleted. Key provisions: • Departments can establish new positions with review and approval by the Office of Management and Budget (OMB). Position requests must include a brief description of the purpose of the position(s), including relation to measured results, strategic goals. • Departments must also identify how the positions will be funded, and any positions to be deleted. Departments must justify why budget savings that will be used to fund the requested positions should not be retained as budget savings • Position requests are not approved the fully-annualized cost can be supported within the Department’s current appropriation, or if the Board has approved other funding, and must otherwise complie with established Board policies and priorities. Proposed job descriptions and salaries are also reviewed. • If a position request is denied, Elected or Judicial Branch departments may appeal the decision to the Board. If the Board approves a position request on appeal, the approval must be accompanied by an action to provide funding for the position(s) as necessary. • During the annual budget process Departments verify that budgets and funding are adequate to support all authorized positions. OMB validates position funding and identifies positions that are potentially unfunded or underfunded. • Total FTEs and average wage and benefit rates must be at or lower than budgeted levels at all times, and fully funded on an annualized basis with current appropriation levels and funding. Turnover or attrition savings will be budgeted in all Departments at appropriate levels. • Vacant underfunded positions have the option of eliminating the positions or identifying additional funding for them. Vacant unfunded positions will be eliminated. 83 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget • Budget Policies and Process Filled unfunded or under-funded positions will be reviewed, and the issue will taken to the Board for resolution. Policy on Use of Employee Furloughs for Budget Balancing This Policy establishes how and when employee furloughs will be used to balance budgets. Furloughs are mandatory unpaid leave imposed on employees as a means of reducing expenditures in response to a shortage of revenue and/or a lack of work. Furloughs may be imposed as an alternative to, or in conjunction with, Reductions in Force. The Policy states that employee furloughs may not be consistent with a sustainable, structurally-balanced budget, because expenditure savings is non-recurring and creates an unfunded payroll liability in subsequent fiscal years. Employee furloughs therefore must be approved by the Board. Key provisions: • Employee furloughs are not encouraged, but may be used so long as there is a plan to restore the budget to structural balance within one to two fiscal years. • Departments must prepare and submit furlough budget plans for Board approval. Plans must include the following information: • An explanation of why the employee furlough is necessary, either in addition to, or instead of reductions in force. • A list of all types of positions that will undergo furloughs, as well as the anticipated frequency and duration of the proposed furloughs. • Estimated furlough savings. • A plan for implementing longer-term expenditure or revenue adjustments that will restore structural balance • Estimated impacts on performance and results. • Furlough budget plans will include a hiring freeze that will, over a period of no longer than two fiscal years, create enough vacant positions through employee attrition that can be permanently eliminated to restore structural balance. • Furlough budget plans will identify any critical positions that will be exempted from the hiring freeze. • When approved and implemented, Departments will prepare and submit quarterly progress reports of savings generated by the furlough and progress toward achieving the expenditure and/or revenue goals established in the furlough budget plan. • As vacant positions are eliminated through the course of the fiscal year, the number of planned employee furlough days may be reduced if the ongoing savings will offset the cost, and the department is not forecast to exceed its appropriated expenditures. Annual Budgeting For Results Guidelines and Priorities In addition to the standing policies outlined above, at the beginning of the budget process each year, the Board of Supervisors adopts specific guidelines and priorities for the upcoming fiscal year. This 84 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Policies and Process document provides policy direction to the Office of Management and Budget and departments to develop a structurally balanced budget that carries out the County’s mission and strategic goals within available resources. The Guidelines and Priorities typically provide direction on property taxes, employee compensation, formulation of budget targets, requests for additional funding, and the capital improvement program. The Guidelines and Priorities are addressed in the County Manager’s Transmittal Letter, and their full text is included in the Attachments section. Summary of Significant Accounting Policies The accounting policies of Maricopa County conform to generally accepted accounting principles (GAAP) applicable to governmental units adopted by the Governmental Accounting Standards Board (GASB). Reporting Entity Maricopa County is a general-purpose local government governed by a separately elected board of five county supervisors. Financial statements present the activities of the County (the primary government) and its component units. Component units are legally separate entities for which the County is considered to be financially accountable. Blended component units, although legally separate entities, are in substance part of the County’s operations. Therefore, data from these units is combined with data of the primary government. Discretely presented component units, on the other hand, are reported in a separate column in the combined financial statements to emphasize they are legally separate from the County. Each blended and discretely presented component unit discussed below has a June 30 year-end. The reporting entity comprises the primary government, Maricopa County Flood Control District, Maricopa County Library District, Maricopa County Public Finance Corporation, Maricopa County Special Assessment Districts, Maricopa County Stadium District, Maricopa County Street Lighting Districts, and the Housing Authority of Maricopa County. The blended component units are as follows: Maricopa County Flood Control District The Maricopa County Flood Control District is a legally separate, tax-levying entity pursuant to A.R.S. §48-3602 that provides flood control facilities and regulates floodplains and drainage to prevent flooding of property in Maricopa County. As the Maricopa County Board of Supervisors serves as the Board of Directors of the Flood Control District, it is able to significantly influence the programs, projects, activities, and level of services provided by the District; therefore, the District is considered a blended component unit of the County. Maricopa County Library District The Maricopa County Library District is a legally separate, tax-levying entity pursuant to A.R.S. §483901 that provides and maintains library services for the residents of Maricopa County. As the Maricopa County Board of Supervisors serves as the Board of Directors of the Library District, it is able to significantly influence the programs, projects, activities, and level of services provided by the District; therefore, the District is considered a blended component unit of the County. Maricopa County Public Finance Corporation Maricopa County Public Finance Corporation is a nonprofit corporation created by the Maricopa County Board of Supervisors that exists primarily to assist the County in the acquisition, construction, and improvement of County facilities, including real property and personal property. The Board of Directors of the Public Finance Corporation is subject to the approval of the County Board of Supervisors and the 85 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Policies and Process corporation exists primarily for the benefit of the County; therefore, the corporation is considered a blended component unit of the County. The corporation has issued certificates of participation, lease revenue bonds, and lease trust certificates that evidence undivided proportionate interests in rent payments to be made under the lease agreements, with an option to purchase, between Maricopa County and the Corporation. Since this debt is in substance the County’s obligation, these liabilities and resulting assets are reported on the County’s financial statements. Maricopa County Special Assessment Districts The Special Assessment Districts are legally separate entities that provide improvements to various properties within the County. As the Maricopa County Board of Supervisors serves as the Board of Directors of the Maricopa County Special Assessment Districts, it is able to significantly influence the activities and level of services provided by the Districts; therefore, the Districts are considered a blended component unit of the County. Maricopa County Stadium District The Maricopa County Stadium District is a legally separate entity that provides regional leadership and fiscal resources to assure the presence of Major League Baseball in Maricopa County. As the Maricopa County Board of Supervisors serves as the Board of Directors of the Stadium District, it is able to significantly influence the programs, projects, activities, and level of services provided by the District; therefore, the District is considered a blended component unit of the County. Maricopa County Street Lighting Districts The Street Lighting Districts are legally separate entities that provide street lighting in areas of the County that are not under local city jurisdictions. As the Maricopa County Board of Supervisors serves as the Board of Directors of the Maricopa County Street Lighting Districts, the Districts are considered a blended component unit of the County. The discretely presented component unit follows: Housing Authority of Maricopa County On July 1, 2003, the Housing Authority of Maricopa County became a legally separate entity pursuant to A.R.S. §36-1404. The Housing Authority provides efficient and affordable rental housing to low income households of Maricopa County. Each member of the Maricopa County Board of Supervisors appoints one member to the Board of Commissioners, while the sixth member shall be recommended by the County Administrative Officer, and the seventh member shall be appointed by a majority vote of the Maricopa County Board of Supervisors. The County does not have the ability to impose its will on the Housing Authority. The Housing Authority is a discretely presented component unit, as the Maricopa County Board of Supervisors may dissolve the Authority at any time at the sole discretion of the County and, therefore, a financial benefit or burden exists. Related Organization The Industrial Development Authority of Maricopa County (Authority) is a legally separate entity that was created to assist in the financing of commercial and industrial enterprises; safe, sanitary, and affordable housing; and healthcare facilities. The Authority fulfills its function through the issuance of tax-exempt or taxable revenue bonds. The County Board of Supervisors appoints the Authority’s Board of Directors. The Authority’s operations are completely separate from the County, and the County is 86 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Policies and Process not financially accountable for the Authority. Therefore, the financial activities of the Authority have not been included in the accompanying financial statements. Basis of Presentation The basic financial statements include both government-wide statements and fund financial statements. The government-wide statements focus on the County as a whole, while the fund financial statements focus on major funds. Each presentation provides valuable information that can be analyzed and compared between years and between governments to enhance the usefulness of the information. Government-wide financial statements – provide information about the primary government (the County) and its component units. The statements include a statement of net assets and a statement of activities. These statements report the financial activities of the overall government, except for fiduciary activities. They also distinguish between the governmental and business-type activities of the County and between the County and its discretely presented component unit. Governmental activities generally are financed through taxes and intergovernmental revenues. Business-type activities are financed in whole or in part by fees charged to external parties. The statement of activities presents a comparison between direct expenses and program revenues for each function of the County’s governmental activities and segment of its business-type activities. Direct expenses are those that are specifically associated with a program or function and, therefore, are clearly identifiable to a particular function. The County allocates indirect expenses to programs or functions. Program revenues include: • Charges to customers or applicants for goods, services, or privileges provided, • Operating grants and contributions, and • Capital grants and contributions, including special assessments. Revenues that are not classified as program revenues, including internally dedicated resources, unrestricted grant revenues, and all County levied taxes or taxes not levied by the County that are not restricted to a specific program, are reported as general revenues. Generally, the effect of interfund activity has been eliminated from the government-wide financial statements to minimize the double counting of internal activities. However, charges for interfund services provided and used are not eliminated if doing so would distort the direct costs and program revenues reported by the departments concerned. Fund financial statements – provide information about the County’s funds, including fiduciary funds and blended component units. Separate statements are presented for the governmental, proprietary, and fiduciary fund categories. The emphasis of fund financial statements is on major governmental and enterprise funds, each displayed in a separate column. All remaining governmental and enterprise funds are aggregated and reported as nonmajor funds. Fiduciary funds are aggregated and reported by fund type. Proprietary fund revenues and expenses are classified as either operating or nonoperating. Operating revenues and expenses generally result from transactions associated with the fund’s principal activity. Accordingly, revenues, such as user charges and net patient service revenues, in which each party receives and gives up essentially equal values, are reported as operating revenues. Nonoperating revenues, such as subsidies and investment income, result from transactions in which the parties do not exchange equal values. Revenues generated by ancillary activities are also reported as nonoperating revenues. Operating expenses include the cost of services, administrative expenses, and depreciation on capital assets. Other expenses, such as interest expense, are considered to be nonoperating expenses. 87 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Policies and Process The County reports the following major governmental funds: The General Fund – is the County’s primary operating fund. It accounts for all financial resources of the general government, except those required to be accounted for in another fund. The Detention Operations Fund – was established under the authority of propositions 400 and 401, which were passed in the General Election of November 3, 1998. These propositions authorized a temporary 1/5 of one-cent sales tax to be used for the construction and operation of adult and juvenile detention facilities. On November 5, 2002, the voters approved the extension of the 1/5 of one-cent sales tax in the General Election. The extension begins in the month following the expiration of the original tax and may continue for not more than twenty years after the date the tax collection begins. The Jail Operations Fund accounts for the jail tax revenue and transfers from the General Fund for maintenance of effort and jail operations expenditures. The Jail Operations Fund transfers monies to the Jail Construction Fund for the construction of the jail facilities. The amount to be transferred to the Jail Construction Fund for any given year is determined through the budget planning process and tied to the jail tax collection projection and construction schedules. The County Improvement Debt Fund – accounts for the debt service on the Lease Revenue Bonds, Series 2001; the Lease Revenue Refunding Bonds, Series 2003; Lease Trust Certificates, Series 2004; and other long-term obligations. Funding is provided by transfers from the General Fund, intergovernmental revenue from the Maricopa County Special Health Care District, a separate legal entity, and pledged contributions from various donors for the Human Services Campus. The General Fund County Improvements Fund – was established to fund current and future capital projects. Fund assets may be used to pay directly for capital projects or may be appropriated by the Board of Supervisors for debt service. None of the funds has been pledged for debt service, and fund assets may be transferred by the Board of Supervisors at any time for any other County purpose. The County also reports the following fund types: The internal service funds – account for automotive maintenance and service, telecommunications services, printing and duplicating services, insurance services, self-insured employee benefits, and warehouse services provided to County departments or to other governments on a cost reimbursement basis. The investment trust fund – accounts for pooled assets held and invested by the County Treasurer on behalf of other governmental entities. The agency fund – accounts for assets held by the County as an agent for other governments and individuals. Basis of Accounting The government-wide, proprietary fund, and fiduciary fund financial statements are presented using the economic resources measurement focus and the accrual basis of accounting. Revenues are recorded when earned and expenses are recorded at the time liabilities are incurred, regardless of when the related cash flows take place. Property taxes are recognized as revenue in the year for which they are levied. Grants and donations are recognized as revenue as soon as all eligibility requirements imposed by the provider have been met. Governmental funds in the fund financial statements are reported using the current financial resources measurement focus and the modified accrual basis of accounting. Under this method, revenues are recognized when measurable and available. The County considers all revenues reported in the governmental funds to be available if the revenues are collected within 60 days after year-end. Expenditures are recorded when the related fund liability is incurred, except for principal and interest on general long-term debt, claims and judgments and compensated absences, which are recognized as 88 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Policies and Process expenditures to the extent they are due and payable. General capital asset acquisitions are reported as expenditures in governmental funds. Proceeds of general long-term debt and acquisitions under capital lease agreements are reported as other financing sources. Under the terms of grant agreements, the County funds certain programs by a combination of grants and general revenues. Therefore, when program expenses are incurred, there are both restricted and unrestricted net assets available to finance the program. The County applies grant resources to such programs before using general revenues. The County’s business-type activities, enterprise funds, and the discretely presented component unit of the County follow Financial Accounting Standards Board (FASB) Statements and Interpretations issued on or before November 30, 1989; Accounting Principles Board Opinions; and Accounting Research Bulletins, unless those pronouncements conflict with GASB pronouncements. Cash and Investments For purposes of its statements of cash flows, the County considers only those highly liquid investments with a maturity of three months or less, at the time when they are purchased, to be cash equivalents. Nonparticipating interest-earning investment contracts are stated at cost. Money market investments and participating interest-earning investment contracts, with a remaining maturity of one year or less at time of purchase, are stated at amortized cost. All other investments are stated at fair market value. Inventories The County accounts for its inventories in the governmental funds using the purchase method. Inventories of the governmental funds consist of expendable supplies held for consumption and are recorded as expenditures at the time of purchase. Amounts on hand at year-end are shown on the balance sheet as an asset, for informational purposes only, and are offset by a fund balance reserve to indicate that they do not constitute “available spendable resources.” These inventories are stated at weighted-average cost. Inventories of the proprietary funds are recorded as assets when purchased and as expenses when consumed. The amount shown on the statement of net assets for the enterprise funds is valued at cost using the first-in, first-out method. The amount shown on the statement of net assets for the internal service funds is valued at cost using the moving-average method. Property Tax Calendar The County levies real property taxes and commercial personal property taxes, on or before the third Monday in August, that become due and payable in two equal installments. The first installment is due on the first day of October and becomes delinquent after the first business day of November. The second installment is due on the first day of March of the next year and becomes delinquent after the first business day of May. During the year, the County also levies mobile home personal property taxes that are due the second Monday of the month following receipt of the tax notice and become delinquent 30 days later. A lien assessed against real and personal property attaches on the first day of January preceding assessment and levy. Capital Assets Capital assets, which include property, plant, equipment, and infrastructure assets (e.g., roads, bridges, sidewalks, and similar items), are reported in the government-wide statements and the proprietary funds. Capital assets are defined as assets with an initial, individual cost of more than $5,000. Such assets are recorded at historical cost or estimated historical cost if purchased or constructed. Donated capital assets are recorded at estimated fair market value at the date of donation. 89 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Policies and Process The costs of normal maintenance and repairs that do not add to the value of the asset or materially extend assets’ lives are not capitalized. Property, plant, and equipment of the primary government and the discretely presented component unit are depreciated using the straight-line method over the following estimated useful lives: ESTIMATED USEFUL LIFE (IN YEARS) TYPE OF ASSETS PRIMARY GOVERNMENT DISCRETELY PRESENTED COMPONENT UNIT Buildings 20 - 50 20 - 30 Infrastructure 25 – 50 Autos and trucks 3 - 10 7 Other equipment 3 - 20 5-7 All infrastructure assets are reported on the government-wide financial statements. Infrastructure maintained by the County Department of Transportation consists of roadways, bridges and related assets. These assets will not be depreciated as they are maintained using the modified approach. Under the modified approach, the County’s roadway and bridge systems are being preserved at a specified condition level established by the County. The Flood Control District accounts for the County’s remaining infrastructure assets consisting of drainage systems, dams, flood channels and canals. For the Department of Transportation’s infrastructure assets owned prior to fiscal year 2002, the County estimated their historical cost. The fair market value for right-of-way assets was estimated based on current regional land acquisitions and deflated by the trended growth rate, as determined by the County assessed valuation from the State of Arizona Department of Revenue Abstract of the Assessment Roll for vacant land, agriculture and government property not including legally exempt land. The fair market value for roadway system assets was estimated based on current construction costs and deflated using the Price Trends for Federal-Aid Highway Construction, published by the U.S. Department of Transportation, Federal Highway Administration, Office of Program Administration and Office of Infrastructure. Flood Control District infrastructure assets are accounted for using the straight-line depreciation method with a useful life between 25 and 50 years. For infrastructure assets owned prior to fiscal year 2002, the County used internal records, maintained by the department, to estimate Flood Control’s historical cost for these assets. Investment Income Investment income is composed of interest, dividends, and net changes in the fair market value of applicable investments. Compensated Absences Compensated absences consist of vacation leave and a calculated amount of sick leave earned by employees based on services already rendered. Employees may accumulate up to 360 hours of vacation leave, but any vacation hours in excess of the maximum amount that are unused at calendar year-end convert to sick leave. Upon termination of employment, all unused vacation benefits are paid to employees. Accordingly, vacation benefits are accrued as a liability in the financial statements. Employees may accumulate an unlimited number of sick leave hours. Generally, sick leave benefits provide for ordinary sick pay and are cumulative but are forfeited upon termination of employment. Because sick leave benefits do not vest with employees, a liability for sick leave benefits is not accrued 90 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Policies and Process in the financial statements. However, upon retirement, County employees with accumulated sick leave in excess of 1,000 hours are entitled to a $10,000 nontaxable investment in a Post Employment Health Plan (PEHP) established pursuant to Internal Revenue Code §501(c)(9). Compensated absences are substantially paid within one year from fiscal year-end and, therefore, are reported as a current liability on the government-wide financial statements. Basis of Budgeting and Budgetary Control Arizona law requires the County to prepare and adopt an annual balanced budget for the General, Special Revenue, Debt Service, Enterprise and Capital Projects Funds. In addition, Maricopa County prepares budgets for its Internal Service Funds. Arizona law further requires that no expenditure shall be made or liability incurred that exceeds the amounts budgeted except as provided by law. Appropriation levels are established by department, fund and function (operating vs. non-recurring, including projects), and lapse annually. During the year, budget transfers from the contingency account to a department’s budget require approval by the Board of Supervisors. The budget is appropriated by fund for the three departments of the Judicial Branch and the five departments of the Indigent Representation System (see below). Budgeted amounts are reported as originally adopted or as adjusted 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 capital lease transactions, which are budgeted as expenditures. In addition, for proprietary funds, the County budgets capital outlay expenditures instead of depreciation. Budgets of Blended Component Units The budgets for several blended component units, including the Flood Control District, Library District, Stadium District, Special Assessment Districts and Street Lighting Improvement Districts are included in a separate volume of this document. The Public Finance Corporation is excluded from this document, as are one discretely presented component unit (Housing Authority) and one related organization (Industrial Development Authority). Activity associated with the Accommodation Schools and Sports Authority are not included in the County budget as the Board of Supervisors does not adopt the budgets for these entities. The Sheriff Warehouse Fund is also not included in the budget, as it is an Internal Service Fund that serves only one department, the Sheriff. The Budget Process Annual Budget Process Maricopa County’s fiscal year begins on July 1 and ends on the following June 30, coinciding with the State of Arizona’s fiscal year. The Maricopa County budget process is a key component of the overall Managing for Results process. The following chart provides an overview of the typical County budget process and calendar. 91 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Policies and Process Maricopa County Budget Process Timeline Jul Financial Forecasting Planning for Results Budget Guidelines & Priorities Budget Preparation Budget Review & Analysis Budget Adoption: Tentative Adoption Final Adoption Property Tax Levy Adoption Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun (for current Fiscal Year) The process may not exactly follow the general calendar in some years. Each year, certain circumstances, such as delays in the State of Arizona’s budget approval process, may affect and alter specific dates. The annual budget calendar is provided In the Attachments section of this document. Financial Forecasting The Office of Management and Budget (OMB) updates the County’s five-year financial forecast on a quarterly basis throughout the fiscal year for several major funds, including the General and Detention Funds. The five-year forecast provides a conservative estimate of the County’s fiscal condition given realistic economic trends, current Board policies, and existing laws. The forecast does not incorporate anticipated policy changes, spending priorities, or proposed new revenue sources. The forecast update in November is particularly important, as it sets the stage for the upcoming budget-development process. Later forecasts inform the decision-making process as the budget is prepared, reviewed, and adopted. The current five-year forecast is presented in the Financial Forecast section of this document. Planning for Results Through the summer and fall, departments review and update their strategic business plans in accordance with the Managing for Results process. Departments update their strategic issues and goals, and set initial performance targets for their Activities and Programs. The Board of Supervisors may also consider updating the County-wide strategic plan. The current County strategic plan is presented in the Strategic Direction section of this document, while department strategic business plans are presented in the Department Strategic Business Plans and Budgets section. Budget Guidelines and Priorities The five-year financial forecast and Planning for Results set the stage for adoption of budget guidelines and priorities for the upcoming fiscal year. The Board of Supervisors typically adopts the guidelines and priorities in early December. Current Guidelines and Priorities are discussed in the Transmittal Letter, and presented in their entirety in the Attachments section.l Budget Preparation Upon adoption of the budget guidelines and priorities, the Office of Management and Budget (OMB) prepares budget targets and detailed instructions for departments. Departments then prepare their budget requests in December and January, and then submit them to OMB. Departments that manage capital improvement projects prepare and submit capital project budgets as part of a five-year Capital Improvement Program. 92 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Policies and Process Budget Review and Analysis During February and March, the Office of Management and Budget analyzes budget requests in the context of available resources, Board of Supervisors’ priorities, and performance as defined by each department’s strategic business plan. Budget requests are analyzed by Activity at a detailed level for every department and fund. Under the direction of the Deputy County Manager, OMB prepares budget recommendations for each department. In late March, the Deputy County Manager reviews budget recommendations with elected officials and the Presiding Judge, and negotiates budget agreements with them. Elected officials and the Judicial Branch departments have the opportunity to present their requested budgets to the Board of Supervisors. In April, OMB finalizes a consolidated Recommended Budget for presentation to the Board of Supervisors, which is presented to the Board in May. Budget Adoption Tentative Adoption The Board of Supervisors tentatively adopts the budget in late May. The Board may choose to change the Recommended budget, or adopt it as presented. Once tentatively adopted, the total amount of budgeted expenditures from local funds may not be increased. Tentative Adoption opens a statutorily prescribed period for public review and comment on the budget. The budget and notice of subsequent public hearings must be published once a week for at least two consecutive weeks after Tentative Adoption in the County’s official newspaper or in a newspaper of general circulation. Public budget presentations may also be held during this period to elicit citizen feedback. Final Adoption In late June, the Board of Supervisors holds a public hearing on Final Adoption of the budget. The Tentative Budget is usually changed to reflect policy decisions by the Board, as well as any technical changes brought forward by the Office of Management and Budget. Property Tax Levy Adoption According to statute, the Board of Supervisors meets on the third Monday in August to adopt property tax levies and rates. Fiscal Year 2011 Budget Process Compared with the prior year, the FY 2011 budget development process more closely followed the normal schedule outlined above. Departments updated their strategic business plans in the summer and fall prior to budget preparation, following a normal schedule. Revenue collections were monitored closely, and the major revenues were forecasted quarterly. However, due to considerations related to the State budget and anticipated declines in the property tax base, the FY 2011 Budgeting for Results Guidelines and Priorities were not adopted by the Board of Supervisors until early January 2010. This delayed the start of the budget process by about one month. The Office of Management and Budget (OMB) reviewed departments’ budget requests starting in January rather than December. Department budget targets and instructions for FY 2009-10 were subsequently developed and issued in January. Departments began to submit their budget requests to OMB in January. OMB reviewed and analyzed department budget requests through the end of March. The Deputy County Manager negotiated budget recommendations with elected officials and the Presiding Judge from mid-March through mid-April. The FY 2011 Recommended Budget was presented to the Board of Supervisors on May 24, 2010 and was tentatively adopted the same day. Final Adoption of the budget occurred on June 21, 2010. Property Tax levies and rates were adopted on August 16, 2010. 93 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Policies and Process Fiscal Year 2012 Budget Process The FY 2012 budget process is anticipated to more closely follow the normal schedule. Budget Adjustment Process After final budget adoption, departments requesting a mid-year adjustment to their appropriated budgets must do so in a written request that must be approved by the Board of Supervisors. According to A.R.S. §42-17106 (see above), the Board of Supervisors may transfer monies between budget items if the monies are available, if the transfer is in the public interest and based on a demonstrated need, and if the transfer does not result in a violation of the County’s constitutional property tax levy and expenditure limitations. Once approved, budget adjustments are entered in the detailed budget and reflected in budget and accounting reports. Programmatic Budgeting Budgeting on a programmatic basis in Maricopa County is defined by the Managing for Results process. Managing for Results required a shift in the focus of budgeting and monitoring from the object of expenditure (salaries, supplies, etc.) to the purpose of expenditures (prosecuting crimes, issuing permits, etc.). • Services are defined in Managing for Results as the deliverables or products that the customer receives. Services are expressed as nouns, not verbs, thus are defined in terms of what the customer actually receives from the County rather than in terms of what the department “does.” • Services are grouped into Activities, which are defined as a set of Services with a common purpose or result that produces Outputs and Results for customers. Activities become the “building blocks” of Maricopa County’s performance-based budget in Budgeting for Results. Each Activity has a “Family of Measures” that includes Results, Outputs, Demands and Efficiencies. • Activities are in turn grouped into Programs, which are a set of Activities that have a common purpose or result. A Program is a higher-level management view of a collection of Activities. The Program/Activity/Service structure is fully incorporated into Maricopa County’s accounting and budgeting structure. 94 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Consolidated Sources, Uses and Fund Balance by Fund Type GENERAL $ 453,144,579 BEGINNING FUND BALANCE SPECIAL REVENUE $ 339,871,263 SOURCES OF FUNDS OPERATING PROPERTY TAXES $ 487,350,934 $ TAX PENALTIES & INTEREST 21,000,000 SALES TAXES LICENSES AND PERMITS 2,285,000 GRANTS OTHER INTERGOVERNMENTAL 4,041,475 PAYMENTS IN LIEU OF TAXES 10,060,000 STATE SHARED SALES TAX 369,740,752 STATE SHARED HIGHWAY USER REV STATE SHARED VEHICLE LICENSE 113,380,026 INTERGOV CHARGES FOR SERVICES 11,992,859 OTHER CHARGES FOR SERVICES 26,411,426 INTERNAL SERVICE CHARGES PATIENT SERVICES REVENUE 7,200 FINES & FORFEITS 14,440,741 INTEREST EARNINGS MISCELLANEOUS REVENUE 4,228,226 GAIN ON FIXED ASSETS TRANSFERS IN 10,621,605 TOTAL OPERATING SOURCES $1,075,560,244 $ NON-RECURRING LICENSES AND PERMITS GRANTS INTERGOV CHARGES FOR SERVICES OTHER CHARGES FOR SERVICES INTEREST EARNINGS TRANSFERS IN TOTAL NON-RECURRING SOURCES $ $ - $ 64,742 7,000,000 7,064,742 $ TOTAL SOURCES $1,082,624,986 DEBT SERVICE $ 9,098,850 CAPITAL PROJECTS $ 543,603,328 - $ - $ 104,216,987 36,967,370 143,535,810 10,976,113 88,134,046 8,414,909 73,404,775 2,674,846 71,295,332 1,399,715 16,366,876 1,970,197 20,189,173 300,000 176,584,196 1,139,914 753,755,499 $ 3,814,760 $ $ 758,326,636 $ 15,566,028 $ 479,289,771 NON-RECURRING PERSONAL SERVICES $ 777,757 $ 2,195,130 $ SUPPLIES 3,281,362 4,766,758 SERVICES 89,695,970 37,840,031 CAPITAL 17,454,232 4,803,944 OTHER FINANCING USES 187,000,000 245,854,819 TOTAL NON-RECURRING USES $ 298,209,321 $ 295,460,682 $ STRUCTURAL BALANCE ENDING FUND BALANCE: RESTRICTED COMMITTED UNASSIGNED $1,012,098,240 $ - $ $ - $ 162,000,000 - TOTAL $1,417,557,245 - $ 131,000 $ - $ 1,226,151 38,878,857 607,986 9,631,000 444,581,087 (444,581,087) - $ 495,056,081 $ (444,581,087) $ $199,652,450 $2,535,459,871 131,000 1,226,151 38,878,857 607,986 9,631,000 50,474,994 $ (795,780,533) $1,739,679,338 - $ 11,867,917 $ 881,732,745 $ - $ 881,732,745 8,927,512 51,667,012 (5,646,712) 46,020,300 187,969,473 856,203,066 (149,586,182) 706,616,884 600,297 34,801,678 34,801,678 1,635,722 195,966,552 (195,966,552) - $211,000,921 $2,020,371,053 $ (351,199,446) $1,669,171,607 - $ 4,099,737 $ 575,000 19,279,355 403,770,537 11,649 11,714,619 11,649 $ 439,439,248 $ $ 17,183,979 $ 439,439,248 37,117,941 $ (13,357,570) $ SUBTOTAL ELIMINATIONS $1,417,557,245 $ - - $ - $ 487,350,934 $ - $ 487,350,934 21,000,000 21,000,000 104,216,987 104,216,987 39,252,370 39,252,370 143,535,810 143,535,810 15,017,588 15,017,588 10,060,000 10,060,000 369,740,752 369,740,752 88,134,046 88,134,046 121,794,935 121,794,935 93,134,121 5,061,641 93,134,121 38,497,991 136,204,749 136,204,749 155,232,894 155,232,894 (155,232,894) 1,406,915 1,406,915 30,807,617 30,807,617 845,424 2,815,621 2,815,621 14,500 24,431,899 24,431,899 300,000 300,000 7,620,837 195,966,552 (195,966,552) 7,620,837 $199,652,450 $2,040,403,790 $ (351,199,446) $1,689,204,344 131,000 $ - $ - $ 1,226,151 38,814,115 607,986 2,606,000 25,000 11,726,268 432,854,819 4,571,137 $ 11,751,268 $ 471,668,934 $ USES OF FUNDS OPERATING PERSONAL SERVICES $ 431,251,222 $ 438,613,606 $ - $ SUPPLIES 9,978,011 32,761,489 SERVICES 444,852,973 223,380,620 CAPITAL 5,355,865 11,673,186 17,172,330 OTHER FINANCING USES 184,122,173 10,208,657 TOTAL OPERATING USES $1,075,560,244 $ 716,637,558 $ 17,172,330 $ TOTAL USES $1,373,769,565 INTERNAL SERVICE $ 71,839,225 $217,570,317 $3,060,061,349 $ (11,348,471) $ $ (795,780,533) $2,264,280,816 20,032,737 $ - $ 83,757,455 $ 7,470,489 $ 221,432,193 $ 59,511,432 $ 372,171,569 $ 6,718,552 10,410 362,021,658 3,502,844 534,253,464 (4,376,348) (9,092,918) (13,469,266) - $ 372,171,569 534,253,464 (13,469,266) 95 7,620,837 - $ 7,072,624 $ - $ 7,072,624 369,000 8,992,120 8,992,120 3,233,500 150,048,856 150,048,856 2,966,896 428,995,609 428,995,609 444,581,087 (444,581,087) 6,569,396 $1,039,690,296 $ (444,581,087) $ 595,109,209 20,032,737 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Sources and Uses of Funds FY 2010-11 Adopted Budget Sources: $2,264,280,816 Other Intergovernmental & Grants 7.50% Permits, Patient Revenue, Fees, Fines & Charges 15.03% Miscellaneous & Interest 1.64% Fund Balances 23.17% Highway User Revenues 3.89% State Shared Vehicle License Taxes 5.38% Property Taxes, Penalties and Interest 22.45% State Shared Sales Taxes 16.33% Sales Taxes 4.60% FY 2010-11 Adopted Budget Uses: $2,264,280,816 Health, Welfare & Sanitation 21.50% Public Safety 61.06% Highways & Streets 7.07% General Government 9.65% Culture & Recreation 0.42% Education 0.30% 96 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Reconciliation of Budget Changes RECONCILIATION OF CHANGES IN APPROPRIATED EXPENDITURES AND OTHER USES FY 2010 ADOPTED TO FY 2010 REVISED GENERAL FY 2010 Adopted Budget DEBT SERVICE CAPITAL PROJECTS INTERNAL SERVICE ELIMINATIONS TOTAL $ 1,274,013,084 $ 852,477,216 $ 18,709,110 $ 216,362,517 $ 215,183,646 $ (440,470,187) $ 2,136,275,386 Total Adjustments FY 2010 Revised Budget SPECIAL REVENUE 6,900,777 54,287,159 - 57,989,317 9,898,916 (57,993,508) 71,082,661 $ 1,280,913,861 $ 906,764,375 $ 18,709,110 $ 274,351,834 $ 225,082,562 $ (498,463,695) $ 2,207,358,047 OPERATING FY 2010 Adopted Budget $ 1,090,162,676 $ 724,082,654 $ 18,709,110 $ Program Revenue Volume Adj. $ Grants Intergovernmental Agreements Mid-Year Adjustments Total Adjustments $ FY 2010 Revised Budget - $ 1,500,000 $ 48,863,438 4,802,330 (114,127) 4,000 4,688,203 $ 50,367,438 $ - $ - $ $ 1,094,850,879 $ 774,450,092 $ 18,709,110 $ - $ 212,821,093 $ (334,380,213) $ 1,711,395,320 - $ - $ - $ 4,700,000 4,700,000 $ - $ (4,589,873) (4,589,873) $ 1,500,000 48,863,438 4,802,330 55,165,768 - $ 217,521,093 $ (338,970,086) $ 1,766,561,088 NON-RECURRING FY 2010 Adopted Budget $ Capital Improvement Program $ Donations Grants Intergovernmental Agreements Technology Projects Other Non-Recurring Total Adjustments $ FY 2010 Revised Budget $ 183,850,408 $ 128,394,562 $ - $ 216,362,517 $ 2,362,553 $ (106,089,974) $ 913,420 $ 101,389 6,804,858 20,000 (4,129,851) 209,905 3,919,721 $ - $ 55,686,517 $ 2,302,800 - $ 57,989,317 $ - $ 4,129,851 1,069,065 5,198,916 $ (50,749,937) $ (2,653,698) (53,403,635) $ 5,850,000 101,389 9,147,323 119,368 698,813 15,916,893 186,062,982 $ 132,314,283 $ - $ 274,351,834 $ 7,561,469 $ (159,493,609) $ 440,796,959 - $ 39,665 99,368 2,073,541 2,212,574 $ 97 424,880,066 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Reconciliation of Budget Changes (continued) RECONCILIATION OF CHANGES IN APPROPRIATED EXPENDITURES AND OTHER USES FY 2010 REVISED TO FY 2011 ADOPTED GENERAL FY 2010 Revised Budget SPECIAL REVENUE DEBT SERVICE (1,525,131) 165,087,414 $ 1,373,769,565 $ 1,012,098,240 $ 17,183,979 $ 439,439,248 $ 217,570,317 $ (795,780,533) $ 2,264,280,816 OPERATING FY 2010 Revised Budget $ 1,094,850,879 $ 774,450,092 $ 18,709,110 $ - $ 217,521,093 $ (338,970,086) $ 1,766,561,088 $ 9,585,400 $ 1,054,953 8,157,042 1,500,000 20,297,395 $ - $ (1,054,953) (1,054,953) $ - $ - $ - $ - $ - $ - $ - $ - $ 9,585,400 8,157,042 1,500,000 19,242,442 96,700 $ (273,500) 1,880,167 1,703,367 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 2,264,622 $ 12,087,703 14,352,325 $ - $ - $ - $ - $ - $ - $ - $ - $ (2,264,622) $ (2,264,622) $ 12,087,703 12,087,703 7,473,305 $ 4,881,306 12,354,611 $ 7,221,380 $ 1,062,915 8,284,295 $ - $ - $ - $ - $ 184,217 $ 25,508 209,725 $ - $ - $ 14,878,902 5,969,729 20,848,631 $ - $ 7,301,374 7,301,374 $ (3,615,639) $ 206,292 2,692,566 (716,781) $ - $ - $ - $ - $ - $ - $ - $ - $ (3,615,639) 7,301,374 206,292 2,692,566 6,584,593 Base Adjustments $ Budget Reductions Program Revenue Volume Decreases (Net) Grants Intergovernmental Agreements Information and Communications Tech. Reallocation Between Funds Total Adjustments $ (14,926,473) $ (51,134,560) (318,348) (5,286,987) 49,020 (3,682,359) (19,290,635) $ (9,388,498) $ (21,740,562) (3,969,572) (32,865,812) (43,010) 3,682,359 (57,812,534) $ (1,536,780) $ (1,536,780) $ - $ - $ (6,715,743) $ (26,680) 12,526 (6,520,172) $ (9,964,738) $ (12,229,360) $ (42,532,232) (72,901,802) (3,957,046) (33,184,160) (5,286,987) 6,010 (97,389,481) State Budget-Balancing Impacts: Mandated State Contribution State Risk Management Charges 100% Superior Court Judges Salaries Payment for Sexually Violent Persons $ Mandated State Health Contributions: ALTCS Contribution AHCCCS Contribution Arnold v. Sarn IGA $ $ Other Mandated Expenditures: Jail Excise Tax Maintenance of Effort Primary and General Elections $ $ Employee Benefites and Retirement: Employee Health/Dental Premiums Retirement Contributions $ $ Criminal Justice: Jail Population Decrease Public Defense Caseload Increases CHS Medical Staffing Increase CHS Mental Health Staffing Increase $ 225,082,562 $ TOTAL FY 2011 Adopted Budget 105,333,865 274,351,834 $ ELIMINATIONS 1,280,913,861 $ 92,855,704 18,709,110 $ INTERNAL SERVICE $ Total Adjustments 906,764,375 $ CAPITAL PROJECTS (7,512,245) (498,463,695) $ (297,316,838) 2,207,358,047 56,922,769 96,700 (273,500) 1,880,167 1,703,367 FY 2011 Adopted Budget $ 1,075,560,244 $ 716,637,558 $ 17,172,330 $ - $ 211,000,921 $ (351,199,446) $ 1,669,171,607 NON-RECURRING FY 2010 Revised Budget $ 186,062,982 $ 132,314,283 $ - $ 274,351,834 $ 7,561,469 $ (159,493,609) $ 440,796,959 Base Adjustments $ Budget Reductions Capital Improvement Program Donations Grants Intergovernmental Agreements ALTCS Contrib. (Non-Rec. FMAP Savings) Information and Communications Tech. Major Maintenance Projects Non Recurring Expenditure Carry Forward One-time Fund Transfer Other Non-Recurring Expenditures Correctional Health Support Staff Increase Total Adjustments $ (50,891) $ (11,307,031) 121,617,604 (39,665) (34,626) (26,396,100) 287,092 918,612 62,968,628 (35,817,284) 112,146,339 $ (4,040,393) $ (1,350,858) 199,002,113 (101,389) (13,539,207) (20,000) 2,801,310 971,128 4,702,569 10,000,000 (36,460,719) 1,181,845 163,146,399 $ - $ - 11,649 11,649 $ - $ 129,694,350 (2,302,800) 35,046,943 2,648,921 165,087,414 $ 2,326,234 $ (26,948) 62,557 (4,129,851) 1,200,000 (424,065) (992,073) $ - $ (271,056,812) (335,736,973) 321,706,307 (285,087,478) $ (1,765,050) (12,684,837) 179,319,812 (101,389) (15,881,672) (54,626) (26,396,100) 34,005,494 1,889,740 68,871,197 (323,076,403) 249,004,239 1,181,845 154,312,250 FY 2011 Adopted Budget 298,209,321 $ 295,460,682 $ 11,649 $ 439,439,248 $ 6,569,396 $ (444,581,087) $ 595,109,209 $ - 98 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Fund Type / Department ALL FUNDS JUDICIAL 110 - ADULT PROBATION 240 - JUSTICE COURTS 270 - JUVENILE PROBATION 800 - SUPERIOR COURT FY 2008-09 ACTUAL $ SUBTOTAL $ ELECTED 120 - ASSESSOR $ 160 - CLERK OF THE SUPERIOR COURT 190 - COUNTY ATTORNEY 210 - ELECTIONS 250 - CONSTABLES 280 - COUNTY ATTORNEY CIVIL 360 - RECORDER 370 - EDUCATION SERVICES 430 - TREASURER 500 - SHERIFF SUBTOTAL $ 17,262,786 23,775,074 10,174,730 16,571,746 67,784,336 FY 2009-10 ADOPTED $ $ 215,854 $ 20,950,808 15,144,852 3,371,449 1,523,749 3,969,473 12,385,835 2,418,255 839 65,899,735 125,880,849 $ FY 2009-10 REVISED 18,593,259 26,263,717 9,687,343 16,834,003 71,378,322 $ $ 150,000 $ 21,700,486 16,035,334 1,071,210 1,638,556 919,121 10,544,600 3,144,795 308,341 67,755,178 123,267,621 $ 22,152,173 27,283,717 10,110,842 17,028,048 76,574,780 FY 2009-10 FORECAST $ $ 150,000 $ 21,902,981 16,466,613 8,490,052 1,678,221 919,121 10,544,600 3,528,643 308,341 71,424,937 135,413,509 $ 17,989,391 22,821,834 9,290,558 16,677,558 66,779,341 REV VS ADPT VARIANCE % FY 2010-11 ADOPTED $ $ 18,125,004 24,083,653 9,935,297 17,202,069 69,346,023 278,855 $ 21,255,692 15,457,742 9,259,572 1,500,217 44,168 12,153,394 3,020,146 103,330 66,078,302 129,151,418 $ 240,000 21,440,775 14,766,300 3,513,210 1,504,722 11,620,000 4,158,489 353,841 58,453,083 116,050,420 APPOINTED 060 - CLERK OF THE BOARD $ - $ - $ - $ 1,031 $ 150 - EMERGENCY MANAGEMENT 1,297,518 1,332,467 1,382,467 1,457,032 1,448,910 180 - FINANCE 1,176,467 1,057,199 1,057,199 1,163,945 874,647 200 - COUNTY MANAGER 282,519 9,160,035 12,915,479 12,268,539 653,280 220 - HUMAN SERVICES 46,789,247 62,527,574 81,508,353 64,224,022 67,160,833 260 - CORRECTIONAL HEALTH 37,964 49,318 60,091 66,338 56,500 290 - MEDICAL EXAMINER 364,270 521,383 546,383 516,850 356,416 300 - PARKS AND RECREATION 8,667,313 5,717,324 5,825,324 5,939,917 5,773,032 310 - WORKFORCE MGT AND DEVELOPME 131,067,481 131,279,107 131,279,107 128,451,247 143,971,516 330 - GENERAL COUNSEL 3,014,022 3,014,022 340 - PUBLIC FIDUCIARY 1,040,923 1,020,000 1,020,000 1,140,300 1,150,000 390 - HEALTH CARE PROGRAMS 6,705,599 5,933,909 7,623,156 5,475,689 6,658,936 410 - ENTERPRISE TECHNOLOGY 21,501,707 15,920,669 17,920,669 16,547,505 15,972,983 440 - PLANNING AND DEVELOPMENT 5,919,904 6,780,564 6,875,729 6,551,032 7,609,006 460 - RESEARCH AND REPORTING 69,729 119,729 119,729 104,537 50,000 470 - NON DEPARTMENTAL 1,519,574,360 1,409,187,433 1,462,713,044 1,458,289,157 1,745,272,336 520 - PUBLIC DEFENDER 2,149,450 2,318,864 2,428,372 1,890,214 1,828,981 540 - LEGAL DEFENDER 125,221 113,255 113,255 113,318 111,155 550 - LEGAL ADVOCATE 17,084 27,349 27,349 13,836 13,836 560 - CONTRACT COUNSEL 3,997 100,000 100,000 730 - MATERIALS MANAGEMENT 1,183,359 1,462,560 1,462,560 1,434,035 1,264,644 740 - EQUIPMENT SERVICES 16,126,671 13,883,815 16,583,815 14,367,791 13,909,239 750 - RISK MANAGEMENT 36,304,488 29,772,374 29,772,374 29,472,378 25,052,007 790 - ANIMAL CARE AND CONTROL 15,483,890 15,517,874 15,590,007 14,272,222 15,517,874 850 - AIR QUALITY 20,363,534 20,193,157 20,483,823 13,696,689 17,041,877 860 - PUBLIC HEALTH 33,797,501 36,092,017 57,677,822 43,262,377 43,383,309 880 - ENVIRONMENTAL SERVICES 20,151,271 19,049,947 19,049,947 19,289,633 19,017,209 910 - PUBLIC WORKS 165,493,823 167,154,665 167,191,955 148,194,474 179,033,616 SUBTOTAL $ 2,055,695,290 $ 1,959,306,610 $ 2,064,342,031 $ 1,988,204,108 $ 2,313,182,142 $ $ $ $ $ $ (4,027,169) (3,200,064) (175,545) 174,021 (7,228,757) -18.2% -11.7% -1.7% 1.0% -9.4% 90,000 60.0% (462,206) -2.1% (1,700,313) -10.3% (4,976,842) -58.6% (173,499) -10.3% (919,121) -100.0% 1,075,400 10.2% 629,846 17.8% 45,500 14.8% (12,971,854) -18.2% (19,363,089) -14.3% N/A 66,443 4.8% (182,552) -17.3% (12,262,199) -94.9% (14,347,520) -17.6% (3,591) -6.0% (189,967) -34.8% (52,292) -0.9% 12,692,409 9.7% (3,014,022) -100.0% 130,000 12.7% (964,220) -12.6% (1,947,686) -10.9% 733,277 10.7% (69,729) -58.2% 282,559,292 19.3% (599,391) -24.7% (2,100) -1.9% (13,513) -49.4% (100,000) -100.0% (197,916) -13.5% (2,674,576) -16.1% (4,720,367) -15.9% (72,133) -0.5% (3,441,946) -16.8% (14,294,513) -24.8% (32,738) -0.2% 11,841,661 7.1% 248,840,111 12.1% ELIMINATIONS 980 - ELIMINATIONS COUNTY $ (521,634,678) $ (404,854,368) $ (462,847,876) $ (451,442,298) $ (758,899,247) $ (296,051,371) 64.0% MARICOPA COUNTY $ 1,727,725,797 $ 1,749,098,185 $ 1,813,482,444 $ 1,732,692,569 $ 1,739,679,338 -4.1% 99 $ (73,803,106) Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Fund Type / Department (continued) GENERAL FUND JUDICIAL 240 - JUSTICE COURTS 270 - JUVENILE PROBATION 800 - SUPERIOR COURT FY 2008-09 ACTUAL $ SUBTOTAL $ ELECTED 120 - ASSESSOR $ 160 - CLERK OF THE SUPERIOR COURT 190 - COUNTY ATTORNEY 210 - ELECTIONS 250 - CONSTABLES 280 - COUNTY ATTORNEY CIVIL 360 - RECORDER 370 - EDUCATION SERVICES 430 - TREASURER 500 - SHERIFF SUBTOTAL $ 18,426,473 100,937 1,785,634 20,313,044 FY 2009-10 ADOPTED $ $ 215,854 $ 11,249,878 51,017 3,374,523 1,523,749 3,969,473 7,899,006 555,319 839 12,530,197 41,369,855 $ 20,140,000 29,000 2,383,080 22,552,080 FY 2009-10 REVISED $ $ 150,000 $ 12,206,200 24,300 1,016,210 1,638,556 919,121 6,602,600 828,091 4,000 11,391,043 34,780,121 $ 20,140,000 29,000 2,383,080 22,552,080 FY 2009-10 FORECAST $ $ 150,000 $ 12,206,200 24,300 5,716,210 1,678,221 919,121 6,602,600 921,959 4,000 11,473,873 39,696,484 $ 16,210,526 22,104 1,516,177 17,748,807 FY 2010-11 ADOPTED $ REV VS ADPT VARIANCE % $ 16,235,000 23,000 1,393,080 17,651,080 (3,905,000) (6,000) (990,000) $ (4,901,000) 278,855 $ 11,411,228 38,956 4,883,644 1,500,217 44,168 7,730,791 559,863 1,898 11,342,663 37,792,283 $ 240,000 11,409,900 30,000 3,513,210 1,504,722 7,000,000 181,742 49,500 11,141,754 35,070,828 $ -19.4% -20.7% -41.5% -21.7% 90,000 60.0% (796,300) -6.5% 5,700 23.5% (2,203,000) -38.5% (173,499) -10.3% (919,121) -100.0% 397,400 6.0% (740,217) -80.3% 45,500 1137.5% (332,119) -2.9% $ (4,625,656) -11.7% APPOINTED 060 - CLERK OF THE BOARD $ - $ - $ - $ 1,031 $ - $ N/A 180 - FINANCE 1,176,467 1,057,199 1,057,199 1,163,945 874,647 (182,552) -17.3% 200 - COUNTY MANAGER 2,018 1,100 1,100 994 1,100 0.0% 290 - MEDICAL EXAMINER 263,683 302,768 327,768 298,235 302,768 (25,000) -7.6% 51,307 56,500 56,500 60,096 60,090 3,590 6.4% 310 - WORKFORCE MGT AND DEVELOPME 330 - GENERAL COUNSEL 3,014,022 3,014,022 (3,014,022) -100.0% 340 - PUBLIC FIDUCIARY 1,040,923 1,020,000 1,020,000 1,140,300 1,150,000 130,000 12.7% 390 - HEALTH CARE PROGRAMS 15,947 7,200 7,200 27,201 7,200 0.0% 460 - RESEARCH AND REPORTING 69,729 119,729 119,729 104,537 50,000 (69,729) -58.2% 470 - NON DEPARTMENTAL 1,031,744,390 1,025,999,181 1,027,958,595 1,023,786,362 1,026,273,597 (1,684,998) -0.2% 520 - PUBLIC DEFENDER 78,780 67,000 67,000 61,071 61,000 (6,000) -9.0% 540 - LEGAL DEFENDER 2,100 2,100 (2,100) -100.0% 550 - LEGAL ADVOCATE 8,870 20,000 20,000 (20,000) -100.0% 560 - CONTRACT COUNSEL 3,997 100,000 100,000 (100,000) -100.0% 730 - MATERIALS MANAGEMENT 340,132 457,849 457,849 760,801 457,849 0.0% 860 - PUBLIC HEALTH 960 N/A 880 - ENVIRONMENTAL SERVICES 700 1,000 1,000 229,112 60,000 59,000 5900.0% 910 - PUBLIC WORKS 610,959 604,827 604,827 634,656 604,827 0.0% -0.5% SUBTOTAL $ 1,035,408,862 $ 1,032,830,475 $ 1,034,814,889 $ 1,028,268,341 $ 1,029,903,078 $ (4,911,811) MARICOPA COUNTY $ 1,097,091,761 $ 1,090,162,676 $ 1,097,063,453 $ 1,083,809,431 $ 1,082,624,986 $ (14,438,467) 100 -1.3% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Fund Type / Department (continued) SPECIAL REVENUE JUDICIAL 110 - ADULT PROBATION 240 - JUSTICE COURTS 270 - JUVENILE PROBATION 800 - SUPERIOR COURT FY 2008-09 ACTUAL FY 2009-10 ADOPTED FY 2009-10 REVISED $ 17,262,786 $ 18,593,259 $ 5,348,601 6,123,717 10,073,793 9,658,343 14,786,112 14,450,923 SUBTOTAL $ 47,471,292 $ 48,826,242 $ FY 2009-10 FORECAST REV VS ADPT VARIANCE % FY 2010-11 ADOPTED 22,152,173 $ 17,989,391 $ 18,125,004 7,143,717 6,611,308 7,848,653 10,081,842 9,268,454 9,912,297 14,644,968 15,161,381 15,808,989 54,022,700 $ 49,030,534 $ 51,694,943 ELECTED 160 - CLERK OF THE SUPERIOR COURT 9,700,930 9,494,286 9,696,781 9,844,464 190 - COUNTY ATTORNEY 15,093,835 16,011,034 16,442,313 15,418,786 210 - ELECTIONS (3,074) 55,000 2,773,842 4,375,928 360 - RECORDER 4,486,829 3,942,000 3,942,000 4,422,603 370 - EDUCATION SERVICES 1,862,936 2,316,704 2,606,684 2,460,283 430 - TREASURER 304,341 304,341 101,432 500 - SHERIFF 53,369,538 56,364,135 59,951,064 54,735,639 SUBTOTAL $ 84,510,994 $ 88,487,500 $ 95,717,025 $ 91,359,135 $ $ (4,027,169) 704,936 (169,545) 1,164,021 $ (2,327,757) -18.2% 9.9% -1.7% 7.9% -4.3% 10,030,875 334,094 3.4% 14,736,300 (1,706,013) -10.4% (2,773,842) -100.0% 4,620,000 678,000 17.2% 3,976,747 1,370,063 52.6% 304,341 0.0% 47,311,329 (12,639,735) -21.1% 80,979,592 $ (14,737,433) -15.4% APPOINTED 150 - EMERGENCY MANAGEMENT $ 1,297,518 200 - COUNTY MANAGER 280,501 220 - HUMAN SERVICES 46,789,247 260 - CORRECTIONAL HEALTH 37,964 290 - MEDICAL EXAMINER 100,587 300 - PARKS AND RECREATION 8,739,826 390 - HEALTH CARE PROGRAMS 6,689,652 440 - PLANNING AND DEVELOPMENT 5,919,904 470 - NON DEPARTMENTAL 295,605,491 520 - PUBLIC DEFENDER 2,070,670 540 - LEGAL DEFENDER 125,221 550 - LEGAL ADVOCATE 8,214 790 - ANIMAL CARE AND CONTROL 15,483,890 850 - AIR QUALITY 20,363,534 860 - PUBLIC HEALTH 33,796,541 880 - ENVIRONMENTAL SERVICES 20,150,571 910 - PUBLIC WORKS 142,156,426 SUBTOTAL $ 599,615,757 $ 1,332,467 9,158,935 62,527,574 49,318 218,615 5,788,857 5,926,709 6,780,564 308,798,191 2,251,864 111,155 7,349 15,517,874 20,193,157 36,092,017 19,048,947 138,954,004 $ 632,757,597 $ 1,382,467 12,914,379 81,508,353 60,091 218,615 5,896,857 7,615,956 6,875,729 307,311,651 2,361,372 111,155 7,349 15,590,007 20,483,823 57,677,822 19,048,947 138,991,294 $ 678,055,867 $ 1,457,032 12,267,545 64,224,022 66,338 218,615 6,011,450 5,448,488 6,551,032 306,263,723 1,829,143 113,318 13,836 14,272,222 13,696,689 43,262,377 19,060,521 133,650,958 $ 628,407,309 1,448,910 652,180 67,160,833 56,500 53,648 5,855,892 6,651,736 7,609,006 299,755,481 1,767,981 111,155 13,836 15,517,874 17,041,877 43,383,309 18,957,209 139,614,674 $ 625,652,101 $ 66,443 (12,262,199) (14,347,520) (3,591) (164,967) (40,965) (964,220) 733,277 (7,556,170) (593,391) 6,487 (72,133) (3,441,946) (14,294,513) (91,738) 623,380 (52,403,766) 4.8% -94.9% -17.6% -6.0% -75.5% -0.7% -12.7% 10.7% -2.5% -25.1% 0.0% 88.3% -0.5% -16.8% -24.8% -0.5% 0.4% -7.7% MARICOPA COUNTY $ 731,598,043 $ 770,071,339 $ 827,795,592 $ 768,796,978 $ 758,326,636 $ (69,468,956) -8.4% FY 2008-09 ACTUAL FY 2009-10 ADOPTED FY 2009-10 REVISED FY 2009-10 FORECAST FY 2010-11 ADOPTED $ 14,840,951 SUBTOTAL $ 14,840,951 $ 12,910,071 $ 12,910,071 $ 12,910,071 $ 12,910,071 $ 13,268,944 $ 13,268,944 $ 15,566,028 $ 15,566,028 $ 2,655,957 2,655,957 20.6% 20.6% $ 14,840,951 $ 12,910,071 $ 12,910,071 $ 13,268,944 $ 15,566,028 $ 2,655,957 20.6% FY 2008-09 ACTUAL FY 2009-10 ADOPTED FY 2009-10 REVISED FY 2009-10 FORECAST FY 2010-11 ADOPTED $ 114,532,727 63,140,120 $ 177,672,847 $ 114,970,128 49,453,146 $ 164,423,274 $ 403,677,230 75,612,541 $ 479,289,771 289,144,503 12,472,421 $ 301,616,924 252.5% 19.8% 169.8% $ 177,672,847 $ 164,423,274 $ 479,289,771 $ 301,616,924 169.8% DEBT SERVICE APPOINTED 470 - NON DEPARTMENTAL MARICOPA COUNTY CAPITAL PROJECTS APPOINTED 470 - NON DEPARTMENTAL 910 - PUBLIC WORKS MARICOPA COUNTY $ 177,383,528 $ 61,479,990 62,425,354 63,140,120 SUBTOTAL $ 239,808,882 $ 124,620,110 $ 239,808,882 $ 124,620,110 101 $ REV VS ADPT VARIANCE % REV VS ADPT VARIANCE % Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Fund Type / Department (continued) FY 2008-09 INTERNAL SERVICE ACTUAL APPOINTED 310 - WORKFORCE MGT AND DEVELOPME $ 131,016,174 410 - ENTERPRISE TECHNOLOGY 21,501,707 730 - MATERIALS MANAGEMENT 843,227 740 - EQUIPMENT SERVICES 16,126,671 750 - RISK MANAGEMENT 36,304,488 SUBTOTAL $ 205,792,267 FY 2009-10 ADOPTED FY 2009-10 REVISED FY 2009-10 FORECAST $ 131,222,607 15,920,669 1,004,711 13,883,815 29,772,374 $ 191,804,176 $ 131,222,607 17,920,669 1,004,711 16,583,815 29,772,374 $ 196,504,176 $ 128,391,151 16,547,505 673,234 14,367,791 29,472,378 $ 189,452,059 $ 143,911,426 $ 15,972,983 806,795 13,909,239 25,052,007 $ 199,652,450 $ MARICOPA COUNTY $ 205,792,267 $ 191,804,176 $ 196,504,176 $ 189,452,059 $ 199,652,450 FY 2008-09 ACTUAL FY 2009-10 ADOPTED FY 2009-10 REVISED FY 2009-10 FORECAST FY 2010-11 ADOPTED ELIMINATIONS APPOINTED 300 - PARKS AND RECREATION 910 - PUBLIC WORKS SUBTOTAL ELIMINATIONS 980 - ELIMINATIONS COUNTY SUBTOTAL MARICOPA COUNTY FY 2010-11 ADOPTED REV VS ADPT VARIANCE % $ 12,688,819 (1,947,686) (197,916) (2,674,576) (4,720,367) 3,148,274 3,148,274 9.7% -10.9% -19.7% -16.1% -15.9% 1.6% 1.6% REV VS ADPT VARIANCE % $ (72,513) $ (71,533) $ (71,533) $ (71,533) $ (82,860) $ (11,327) (39,698,916) (35,544,286) (35,544,286) (35,544,286) (36,798,426) (1,254,140) $ (39,771,429) $ (35,615,819) $ (35,615,819) $ (35,615,819) $ (36,881,286) $ (1,265,467) 15.8% 3.5% 3.6% $(521,634,678) $(404,854,368) $(462,847,876) $(451,442,298) $(758,899,247) $(296,051,371) $(521,634,678) $(404,854,368) $(462,847,876) $(451,442,298) $(758,899,247) $(296,051,371) 64.0% 64.0% $(561,406,107) $(440,470,187) $(498,463,695) $(487,058,117) $(795,780,533) $(297,316,838) 59.6% 102 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Department and Fund Type SPECIAL REVENUE GENERAL JUDICIAL 110 ADULT PROBATION $ 240 JUSTICE COURTS 270 JUVENILE PROBATION 800 SUPERIOR COURT SUBTOTAL $ DEBT SERVICE - $ 18,125,004 $ CAPITAL PROJECTS INTERNAL SERVICE SUBTOTAL TOTAL - $ - $ - 18,125,004 $ - $ 18,125,004 16,235,000 7,848,653 - - - 24,083,653 - 24,083,653 23,000 9,912,297 - - - 9,935,297 - 9,935,297 1,393,080 15,808,989 - - - 17,202,069 - 17,202,069 - $ - $ - $ 69,346,023 $ - $ 69,346,023 $ 17,651,080 $ 51,694,943 $ $ ELIMINATIONS ELECTED $ 120 ASSESSOR 160 CLERK OF THE SUPERIOR COURT - $ - $ - 11,409,900 240,000 $ 10,030,875 - $ - - - 21,440,775 240,000 $ - $ 21,440,775 240,000 14,766,300 30,000 14,736,300 - - - 14,766,300 - 210 ELECTIONS 3,513,210 - - - - 3,513,210 - 3,513,210 250 CONSTABLES 1,504,722 - - - - 1,504,722 - 1,504,722 360 RECORDER 7,000,000 4,620,000 - - - 11,620,000 - 11,620,000 181,742 3,976,747 - - - 4,158,489 - 4,158,489 49,500 304,341 - - - 353,841 - 353,841 11,141,754 47,311,329 - - - 58,453,083 - 58,453,083 - $ - $ - $ 116,050,420 $ - $ 116,050,420 1,448,910 $ - $ 190 COUNTY ATTORNEY 370 EDUCATION SERVICES 430 TREASURER 500 SHERIFF SUBTOTAL $ APPOINTED 150 EMERGENCY MANAGEMENT $ 180 FINANCE 200 COUNTY MANAGER 220 HUMAN SERVICES 260 CORRECTIONAL HEALTH 290 MEDICAL EXAMINER 300 PARKS AND RECREATION 310 WORKFORCE MGT AND 340 PUBLIC FIDUCIARY 390 HEALTH CARE PROGRAMS 410 ENTERPRISE TECHNOLOGY 440 PLANNING AND DEVELOPMENT 35,070,828 $ 80,979,592 $ - $ - $ - $ 874,647 - $ 1,448,910 $ - - - - 874,647 - 1,448,910 1,100 652,180 - - - 653,280 - 653,280 - 67,160,833 - - - 67,160,833 - 67,160,833 874,647 - 56,500 - - - 56,500 - 56,500 302,768 53,648 - - - 356,416 - 356,416 - 5,855,892 - - - 5,855,892 60,090 1,150,000 - - - 143,911,426 - 143,971,516 1,150,000 (82,860) - 5,773,032 7,200 6,651,736 - - - 6,658,936 - 6,658,936 - - - - 15,972,983 15,972,983 - 15,972,983 7,609,006 143,971,516 1,150,000 - 7,609,006 - - - 7,609,006 - 50,000 - - - - 50,000 - 50,000 1,026,273,597 299,755,481 15,566,028 403,677,230 - 1,745,272,336 - 1,745,272,336 520 PUBLIC DEFENDER 61,000 1,767,981 - - - 1,828,981 - 1,828,981 540 LEGAL DEFENDER - 111,155 - - - 111,155 - 111,155 550 LEGAL ADVOCATE - 13,836 - - - 13,836 - 13,836 457,849 - - - 806,795 1,264,644 - 1,264,644 740 EQUIPMENT SERVICES - - - - 13,909,239 13,909,239 - 13,909,239 750 RISK MANAGEMENT - - - - 25,052,007 25,052,007 - 25,052,007 790 ANIMAL CARE AND CONTROL - 15,517,874 - - - 15,517,874 - 15,517,874 850 AIR QUALITY - 17,041,877 - - - 17,041,877 - 17,041,877 860 PUBLIC HEALTH - 43,383,309 - - - 43,383,309 - 43,383,309 60,000 18,957,209 - - - 19,017,209 - 604,827 139,614,674 - 75,612,541 - 215,832,042 SUBTOTAL $ 1,029,903,078 $ 625,652,101 $ 15,566,028 $ 479,289,771 $ 199,652,450 ELIMINATIONS 980 ELIMINATIONS COUNTY $ - $ MARICOPA COUNTY $ 1,082,624,986 460 RESEARCH AND REPORTING 470 NON DEPARTMENTAL 730 MATERIALS MANAGEMENT 880 ENVIRONMENTAL SERVICES 910 PUBLIC WORKS - $ - $ $ 758,326,636 $ 15,566,028 103 - $ $ 479,289,771 - $ 199,652,450 (36,798,426) 19,017,209 179,033,616 $ 2,350,063,428 $ (36,881,286) $ 2,313,182,142 $ - $ 2,535,459,871 $(758,899,247) $ (758,899,247) $(795,780,533) $ 1,739,679,338 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Category FY 2008-09 ACTUAL ALL FUNDS TAXES 0601 - PROPERTY TAXES $ 0605 - TAX PENALTIES AND INTEREST 454,158,072 $ 17,842,931 0606 - SALES TAXES SUBTOTAL $ FY 2009-10 ADOPTED 487,350,934 $ FY 2009-10 REVISED 487,350,934 $ FY 2009-10 FORECAST 490,723,140 $ FY 2010-11 ADOPTED REV VS ADPT VARIANCE % 487,350,934 $ - 0.0% 15,500,000 15,500,000 23,853,340 21,000,000 5,500,000 35.5% (5,029,480) -4.6% 116,878,702 109,246,467 109,246,467 104,216,987 104,216,987 588,879,705 $ 612,097,401 $ 612,097,401 $ 618,793,467 $ 612,567,921 $ 470,520 0.1% LICENSES AND PERMITS 0610 - LICENSES AND PERMITS $ 37,127,551 $ 38,499,867 $ 38,499,867 $ 35,284,773 $ 39,383,370 $ 883,503 2.3% SUBTOTAL $ 37,127,551 $ 38,499,867 $ 38,499,867 $ 35,284,773 $ 39,383,370 $ 883,503 2.3% $ 115,067,200 $ 137,191,327 $ 191,961,824 $ 165,380,897 $ INTERGOVERNMENTAL 0615 - GRANTS 144,761,961 $ (47,199,863) -24.6% 0620 - OTHER INTERGOVERNMENTAL 16,702,412 18,899,079 25,842,238 18,731,418 15,017,588 0621 - PAYMENTS IN LIEU OF TAXES 10,214,340 8,674,402 8,674,402 8,325,626 10,060,000 394,920,581 368,431,060 368,431,060 362,490,933 369,740,752 1,309,692 0.4% 90,419,237 84,301,634 84,301,634 83,782,737 88,134,046 3,832,412 4.5% 134,831,207 126,570,502 126,570,502 121,487,234 121,794,935 762,154,977 $ 744,068,004 $ 805,781,660 $ 760,198,845 $ 749,509,282 $ (56,272,378) -7.0% 0625 - STATE SHARED SALES TAX 0626 - STATE SHARED HIGHWAY USER RE 0630 - STATE SHARED VEHICLE LICENSE SUBTOTAL $ (10,824,650) -41.9% 1,385,598 16.0% (4,775,567) -3.8% CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICE $ 115,665,204 $ 124,852,302 $ 124,818,877 $ 102,208,522 $ 132,012,978 $ 7,194,101 5.8% 0635 - OTHER CHARGES FOR SERVICES 122,977,250 123,815,887 125,452,550 125,280,036 136,812,735 $ 11,360,185 9.1% 0638 - PATIENT SERVICES REVENUE 1,071,824 1,397,274 1,849,025 1,282,586 SUBTOTAL $ 239,714,278 $ 250,065,463 $ 252,120,452 $ 228,771,144 $ 1,406,915 (442,110) -23.9% 270,232,628 $ 18,112,176 7.2% FINES AND FORFEITS 0637 - FINES AND FORFEITS $ 36,566,382 $ 37,698,485 $ 39,730,639 $ 32,218,190 $ 30,807,617 $ (8,923,022) -22.5% SUBTOTAL $ 36,566,382 $ 37,698,485 $ 39,730,639 $ 32,218,190 $ 30,807,617 $ (8,923,022) -22.5% $ 33,504,079 $ 25,350,745 $ 25,062,745 $ 18,253,821 $ 12,446,621 $ (12,616,124) -50.3% 29,547,286 41,068,220 39,939,680 38,922,135 24,431,899 63,051,365 $ 66,418,965 $ 65,002,425 $ 57,175,956 $ 36,878,520 $ (28,123,905) -43.3% MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ (15,507,781) -38.8% ALL REVENUES $ 1,727,494,258 $ 1,748,848,185 $ 1,813,232,444 $ 1,732,442,375 $ 1,739,379,338 $ (73,853,106) -4.1% OTHER FINANCING SOURCES 0651 - GAIN ON FIXED ASSETS $ 231,539 $ 250,000 $ 250,000 $ 250,194 $ 300,000 $ 50,000 20.0% 231,539 $ 250,000 $ 250,000 $ 250,194 $ 300,000 $ 50,000 20.0% ALL OTHER FINANCING SOURCES $ TOTAL SOURCES $ 1,727,725,797 $ 1,749,098,185 $ 1,813,482,444 $ 1,732,692,569 $ 1,739,679,338 $ (73,803,106) -4.1% 104 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Category (continued) GENERAL FUND TAXES 0601 - PROPERTY TAXES $ 0605 - TAX PENALTIES AND INTEREST SUBTOTAL $ FY 2008-09 ACTUAL FY 2009-10 ADOPTED FY 2009-10 REVISED FY 2009-10 FORECAST FY 2010-11 ADOPTED REV VS ADPT VARIANCE % 454,158,073 $ 17,842,931 472,001,004 $ 487,350,934 $ 15,500,000 502,850,934 $ 487,350,934 $ 15,500,000 502,850,934 $ 490,723,140 $ 23,853,340 514,576,480 $ 487,350,934 $ 21,000,000 508,350,934 $ 5,500,000 5,500,000 $ SUBTOTAL $ 2,303,516 $ 2,303,516 $ 2,210,000 $ 2,210,000 $ 2,210,000 $ 2,210,000 $ 2,526,077 $ 2,526,077 $ 2,285,000 $ 2,285,000 $ 75,000 75,000 INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL 0621 - PAYMENTS IN LIEU OF TAXES 0625 - STATE SHARED SALES TAX 0630 - STATE SHARED VEHICLE LICENSE SUBTOTAL $ 200,546 $ 4,627,510 10,214,340 394,920,581 126,036,360 535,999,337 $ - $ 2,439,693 8,674,402 368,431,060 118,385,455 497,930,610 $ 39,665 $ 7,154,693 8,674,402 368,431,060 118,385,455 502,685,275 $ 29,184 $ 6,065,157 8,325,626 362,490,933 113,424,850 490,335,750 $ - $ 4,041,475 10,060,000 369,740,752 113,380,026 497,222,253 $ (39,665) -100.0% (3,113,218) -43.5% 1,385,598 16.0% 1,309,692 0.4% (5,005,429) -4.2% (5,463,022) -1.1% CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES 0636 - INTERNAL SERVICE CHARGES 0638 - PATIENT SERVICES REVENUE SUBTOTAL $ 13,378,814 $ 26,314,156 3,933,096 15,947 43,642,013 $ 13,434,295 $ 24,868,995 3,494,653 7,200 41,805,143 $ 13,620,993 $ 24,868,995 3,494,653 7,200 41,991,841 $ 12,088,981 $ 27,584,762 27,201 39,700,944 $ 12,057,601 $ 26,411,426 7,200 38,476,227 $ (1,563,392) -11.5% 1,542,431 6.2% (3,494,653) -100.0% 0.0% (3,515,614) -8.4% $ SUBTOTAL $ 16,370,071 $ 16,370,071 $ 19,597,179 $ 19,597,179 $ 19,597,179 $ 19,597,179 $ 14,589,102 $ 14,589,102 $ 14,440,741 $ 14,440,741 $ (5,156,438) -26.3% (5,156,438) -26.3% MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 9,424,114 $ 5,632,542 15,056,656 $ 12,288,000 $ 3,338,106 15,626,106 $ 12,000,000 $ 3,626,106 15,626,106 $ 7,211,595 $ 4,719,199 11,930,794 $ 7,000,000 $ 4,228,226 11,228,226 $ (5,000,000) -41.7% 602,120 16.6% (4,397,880) -28.1% LICENSES AND PERMITS 0610 - LICENSES AND PERMITS FINES AND FORFEITS 0637 - FINES AND FORFEITS ALL REVENUES $ 1,085,372,597 $ 1,080,019,972 $ 1,084,961,335 $ 1,073,659,147 $ 1,072,003,381 $ (12,957,954) OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 11,719,164 $ 11,719,164 $ 10,142,704 $ 10,142,704 $ 12,102,118 $ 12,102,118 $ 10,150,284 $ 10,150,284 $ 10,621,605 $ 10,621,605 $ 3.4% 3.4% -1.2% (1,480,513) -12.2% (1,480,513) -12.2% TOTAL SOURCES $ 1,097,091,761 $ 1,090,162,676 $ 1,097,063,453 $ 1,083,809,431 $ 1,082,624,986 $ (14,438,467) 105 0.0% 35.5% 1.1% -1.3% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Category (continued) FY 2008-09 ACTUAL SPECIAL REVENUE TAXES 0606 - SALES TAXES FY 2009-10 ADOPTED FY 2009-10 REVISED FY 2009-10 FORECAST FY 2010-11 ADOPTED REV VS ADPT VARIANCE % $ 116,878,702 $ 109,246,467 $ 109,246,467 $ 104,216,987 $ 104,216,987 $ SUBTOTAL $ 116,878,702 $ 109,246,467 $ 109,246,467 $ 104,216,987 $ 104,216,987 $ LICENSES AND PERMITS 0610 - LICENSES AND PERMITS $ 34,824,035 $ 36,289,867 $ 36,289,867 $ 32,758,696 $ 37,098,370 $ SUBTOTAL $ 34,824,035 $ 36,289,867 $ 36,289,867 $ 32,758,696 $ 37,098,370 $ INTERGOVERNMENTAL 0615 - GRANTS $ 114,191,784 $ 0620 - OTHER INTERGOVERNMENTAL 12,074,902 90,419,237 0626 - STATE SHARED HIGHWAY USER RE 0630 - STATE SHARED VEHICLE LICENSE 8,794,847 SUBTOTAL $ 225,480,770 $ 137,191,327 $ 191,922,159 $ 14,959,386 14,884,745 84,301,634 84,301,634 8,185,047 8,185,047 244,637,394 $ 299,293,585 $ (5,029,480) (5,029,480) 808,503 808,503 -4.6% -4.6% 2.2% 2.2% 160,856,030 $ 144,761,961 $ (47,160,198) -24.6% 12,666,261 10,976,113 (3,908,632) -26.3% 83,782,737 88,134,046 3,832,412 4.5% 8,062,384 8,414,909 229,862 2.8% 265,367,412 $ 252,287,029 $ (47,006,556) -15.7% CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICE $ 75,565,549 $ 75,938,507 $ 75,938,507 $ 71,953,201 $ 73,404,775 $ (2,533,732) -3.3% 0635 - OTHER CHARGES FOR SERVICES 58,750,136 60,229,270 61,645,810 59,589,081 71,903,318 $ 10,257,508 16.6% 0638 - PATIENT SERVICES REVENUE 1,055,877 1,390,074 1,841,825 1,255,385 1,399,715 (442,110) -24.0% 5.2% SUBTOTAL $ 135,371,562 $ 137,557,851 $ 139,426,142 $ 132,797,667 $ 146,707,808 $ 7,281,666 FINES AND FORFEITS 0637 - FINES AND FORFEITS $ 20,196,311 $ 18,101,306 $ 20,133,460 $ 17,629,088 $ 16,366,876 $ SUBTOTAL $ 20,196,311 $ 18,101,306 $ 20,133,460 $ 17,629,088 $ 16,366,876 $ (3,766,584) -18.7% (3,766,584) -18.7% MISCELLANEOUS 0645 - INTEREST EARNINGS $ 9,801,276 $ 11,954,593 $ 11,954,593 $ 7,090,429 $ 4,576,197 $ (7,378,396) -61.7% 0650 - MISCELLANEOUS REVENUE 18,509,359 37,715,614 36,299,074 33,865,154 20,189,173 (16,109,901) -44.4% SUBTOTAL $ 28,310,635 $ 49,670,207 $ 48,253,667 $ 40,955,583 $ 24,765,370 $ (23,488,297) -48.7% ALL REVENUES $ 561,062,015 $ 595,503,092 $ 652,643,188 $ 593,725,433 $ 581,442,440 $ (71,200,748) -10.9% OTHER FINANCING SOURCES 250,000 $ 250,194 $ 300,000 $ 0651 - GAIN ON FIXED ASSETS $ 231,539 $ 250,000 $ 0680 - TRANSFERS IN 170,304,489 174,318,247 174,902,404 174,821,351 176,584,196 ALL OTHER FINANCING SOURCES $ 170,536,028 $ 174,568,247 $ 175,152,404 $ 175,071,545 $ 176,884,196 $ 50,000 1,681,792 1,731,792 20.0% 1.0% 1.0% TOTAL SOURCES $ 731,598,043 $ 770,071,339 $ 827,795,592 $ 768,796,978 $ 758,326,636 $ (69,468,956) FY 2008-09 ACTUAL DEBT SERVICE TAXES 0601 - PROPERTY TAXES FY 2009-10 ADOPTED FY 2009-10 REVISED FY 2009-10 FORECAST REV VS ADPT VARIANCE % FY 2010-11 ADOPTED $ SUBTOTAL $ (1) $ (1) $ - $ - $ - $ - $ - $ - $ - $ - $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICE $ SUBTOTAL $ 2,652,765 $ 2,652,765 $ 2,698,636 $ 2,698,636 $ 2,698,636 $ 2,698,636 $ 2,987,862 $ 2,987,862 $ 2,674,846 $ 2,674,846 $ $ SUBTOTAL $ 658,513 $ 658,513 $ 64,152 $ 64,152 $ 64,152 $ 64,152 $ 133,799 $ 133,799 $ 25,000 $ 25,000 $ ALL REVENUES $ 3,311,277 $ 2,762,788 $ 2,762,788 $ 3,121,661 $ 2,699,846 $ MISCELLANEOUS 0645 - INTEREST EARNINGS -8.4% - (23,790) (23,790) N/A N/A -0.9% -0.9% (39,152) -61.0% (39,152) -61.0% (62,942) -2.3% OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ 11,529,674 $ 10,147,283 $ 10,147,283 $ 10,147,283 $ 12,866,182 $ ALL OTHER FINANCING SOURCES $ 11,529,674 $ 10,147,283 $ 10,147,283 $ 10,147,283 $ 12,866,182 $ 2,718,899 2,718,899 26.8% 26.8% TOTAL SOURCES $ 14,840,951 $ 12,910,071 $ 12,910,071 $ 13,268,944 $ 15,566,028 $ 2,655,957 20.6% 106 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Category (continued) REV VS ADPT FY 2008-09 FY 2009-10 FY 2009-10 FY 2009-10 FY 2010-11 CAPITAL PROJECTS ACTUAL ADOPTED REVISED FORECAST ADOPTED VARIANCE % INTERGOVERNMENTAL 0615 - GRANTS $ 674,870 $ - $ - $ 4,495,683 $ - $ N/A 0620 - OTHER INTERGOVERNMENTAL 1,500,000 3,802,800 (3,802,800) -100.0% 674,870 $ 1,500,000 $ 3,802,800 $ 4,495,683 $ - $ (3,802,800) -100.0% SUBTOTAL $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICE $ 17,874,757 $ 26,095,834 $ 26,095,834 $ SUBTOTAL $ 17,874,757 $ 26,095,834 $ 26,095,834 $ 9,412,822 $ 38,814,115 $ 12,718,281 9,412,822 $ 38,814,115 $ 12,718,281 MISCELLANEOUS 0645 - INTEREST EARNINGS $ 10,967,463 $ 0650 - MISCELLANEOUS REVENUE 4,176,811 SUBTOTAL $ 15,144,274 $ 2,597,518 $ 143,038 2,740,556 $ - $ - $ - $ - $ - $ - $ - ALL REVENUES $ 33,693,901 $ 27,595,834 $ 29,898,634 $ 16,649,061 $ 38,814,115 $ 48.7% 48.7% N/A N/A N/A 8,915,481 29.8% OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ 206,114,981 $ 97,024,276 $ 147,774,213 $ 147,774,213 $ 440,475,656 $ 292,701,443 ALL OTHER FINANCING SOURCES $ 206,114,981 $ 97,024,276 $ 147,774,213 $ 147,774,213 $ 440,475,656 $ 292,701,443 198.1% 198.1% TOTAL SOURCES $ 239,808,882 $ 124,620,110 $ 177,672,847 $ 164,423,274 $ 479,289,771 $ 301,616,924 169.8% FY 2008-09 FY 2009-10 FY 2009-10 FY 2009-10 FY 2010-11 REV VS ADPT INTERNAL SERVICE ACTUAL ADOPTED REVISED FORECAST ADOPTED VARIANCE % CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICE $ 6,193,319 $ 6,685,030 $ 6,464,907 $ 5,765,656 $ 5,061,641 $ (1,403,266) -21.7% 0635 - OTHER CHARGES FOR SERVICES 37,912,958 38,717,622 38,937,745 38,106,193 38,497,991 (439,754) -1.1% 0636 - INTERNAL SERVICE CHARGES 157,804,703 145,343,024 150,043,024 144,164,986 155,232,894 5,189,870 3.5% 1.7% SUBTOTAL $ 201,910,980 $ 190,745,676 $ 195,445,676 $ 188,036,835 $ 198,792,526 $ 3,346,850 MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 2,652,713 $ 1,228,574 3,881,287 $ 1,044,000 $ 14,500 1,058,500 $ 1,044,000 $ 14,500 1,058,500 $ 1,220,480 $ 194,744 1,415,224 $ 845,424 $ 14,500 859,924 $ (198,576) -19.0% 0.0% (198,576) -18.8% ALL REVENUES $ 205,792,267 $ 191,804,176 $ 196,504,176 $ 189,452,059 $ 199,652,450 $ 3,148,274 1.6% TOTAL SOURCES $ 205,792,267 $ 191,804,176 $ 196,504,176 $ 189,452,059 $ 199,652,450 $ 3,148,274 1.6% FY 2008-09 FY 2009-10 FY 2009-10 FY 2009-10 FY 2010-11 REV VS ADPT ELIMINATIONS ACTUAL ADOPTED REVISED FORECAST ADOPTED VARIANCE % CHARGES FOR SERVICE 0636 - INTERNAL SERVICE CHARGES $ (161,737,799) $ (148,837,677) $ (153,537,677) $ (144,164,986) $ (155,232,894) $ (1,695,217) 1.1% SUBTOTAL $ (161,737,799) $ (148,837,677) $ (153,537,677) $ (144,164,986) $ (155,232,894) $ (1,695,217) 1.1% ALL REVENUES $ (161,737,799) $ (148,837,677) $ (153,537,677) $ (144,164,986) $ (155,232,894) $ (1,695,217) 1.1% OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ (399,668,308) $ (291,632,510) $ (344,926,018) $ (342,893,131) $ (640,547,639) $ (295,621,621) ALL OTHER FINANCING SOURCES $ (399,668,308) $ (291,632,510) $ (344,926,018) $ (342,893,131) $ (640,547,639) $ (295,621,621) 85.7% 85.7% TOTAL SOURCES $ (561,406,107) $ (440,470,187) $ (498,463,695) $ (487,058,117) $ (795,780,533) $ (297,316,838) 59.6% 107 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Fund Balance Summary and Variance Commentary The following schedule lists estimated beginning fund balances, estimated sources and uses for the upcoming fiscal year, along with resulting estimated fund balances at the end of the upcoming fiscal year. “Beginning fund balance” represents resources accumulated within each fund as of the start of the fiscal year, based on actual and projected revenues and expenditures for prior fiscal years. Presentation of fund balances has been adjusted in accordance with Statement 54 of the Government Accounting Standards Board (GASB). Classification of Fund Balances For budgeting purposes, fund balances exclude any amounts defined as “non-spendable,” such as fixed assets. Ending fund balances are classified as “restricted,” “committed,” or “unassigned” as appropriate; no County fund balances are considered “assigned.” “Restricted” fund balances are subject to externally enforceable legal restrictions; for Maricopa County, examples include special revenue funds established by State statute and grant funds. “Committed” fund balances are constrained by limitations that the County imposes upon itself at its highest level of decision making (i.e., the Board of Supervisors); examples include certain special revenue and capital projects funds established by the Board for specific purposes. For the General Fund, any remaining amount that is not restricted or committed is “unassigned,” but for other funds only a negative ending balance would be categorized in this way. Estimating Fund Balances The process for estimating all beginning fund balances for the upcoming fiscal year begins with audited actual fund balance information as of the end of the prior fiscal year, as presented in the Maricopa County Comprehensive Annual Financial Report (CAFR). The only exception is the Risk Management Trust Fund (675), in which the actuarially-estimated amount of long-term liabilities is added back into the beginning fund balance. This provides a more realistic portrayal of resources available in this fund for budgeting purposes. Beginning balances for the upcoming fiscal year are estimated by taking the audited ending balance for the prior fiscal year, adding to the forecasted sources for the current fiscal year, and subtracting the forecasted uses for the current fiscal year. Negative Fund Balances Negative beginning fund balances are reported for a number of grant funds due to GASB financial reporting requirements that disallow the inclusion of revenues received more than 60 days following the end of the fiscal year. The Department of Finance and the Office of Management and Budget work with affected departments to improve their financial reporting practices, and to ensure that annual expenditures remain within authorized grant awards and that any reimbursements due from the federal government are received in a timely manner. In addition to the grant funds, the following funds are also projected to have a deficit fund balance at the end of FY 2011: Small School Service (Fund 669) FY 2010 expenditures in this fund were forecasted at a conservatively high level, but actual expenditures are likely to be much lower than forecast. The fund balance is expected to be positive before the end of FY 2011. Benefits Trust (Funds 601 through 632) The Benefits Trust is an Internal Service Fund comprised of several funds used to account for specific employee benefit plans. Most plans in the trust are achieving favorable financial results, as demonstrated by their positive fund balances. The performance of a few benefit plans has been unfavorable; those funds are anticipated to have negative fund balances. Collectively, the employee benefit plan funds have a significant positive fund balance. 108 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Consolidated Sources, Uses and Fund Balance by Fund BEGINNING ENDING SPENDABLE FUND BALANCE: SPENDABLE TOTAL RESTRICTED COMMITTED UNASSIGNED BALANCE SOURCES TOTAL USES $ 453,144,579 $ 1,082,624,986 $ 1,373,769,565 $ - $ 162,000,000 $ - FUND GENERAL SPECIAL REVENUE NON-GRANT FUNDS 201 ADULT PROBATION FEES $ 339,339 $ 12,005,365 $ 12,288,792 $ 203 SHERIFF DONATIONS 131,940 26,300 26,300 204 JUSTICE CT JUDICIAL ENHANCEMNT 856,815 924,686 1,781,501 205 COURT DOCUMENT RETRIEVAL 716,613 1,469,100 1,689,100 207 PALO VERDE 411,591 418,829 418,829 208 JUDICIAL ENHANCEMENT 1,029,293 1,670,600 1,949,600 209 PUBLIC DEFENDER TRAINING 153,167 432,845 576,700 210 ECONOMIC DEVELOOPMENT 456,674 136,000 474,133 212 SHERIFF RICO 10,575 213 COUNTY ATTORNEY RICO 1,531,127 2,000,000 2,000,000 214 SHERIFF JAIL ENHANCEMENT 1,339,166 215 EMERGENCY MANAGEMENT 152,959 1,030,081 1,030,081 218 CLERK OF COURT FILL THE GAP 82,350 2,408,495 2,433,495 220 DIVERSION 1,625,241 1,608,810 2,608,810 221 COUNTY ATTORNEY FILL THE GAP 84,504 1,400,000 1,400,000 225 SPUR CROSS RANCH CONSERVATION 375,446 172,050 340,000 226 PLANNING AND DEVELOPMENT FEES 3,327,832 7,599,898 8,230,774 228 JUVENILE PROBATION SPECIAL FEE 446,595 4,204,187 4,204,187 229 JUVENILE RESTITUTION 78,675 25,000 25,000 232 TRANSPORTATION OPERATIONS 22,094,824 98,701,418 98,328,036 235 DEL WEBB 519,592 9,108 1,636 236 RECORDERS SURCHARGE 4,738,411 4,620,000 4,548,813 237 JUSTICE COURTS PHOTO ENFORCEMEN 2,251,936 2,251,936 239 PARKS SOUVENIR 29,177 220,000 220,000 240 LAKE PLEASANT RECREATION SVCS 1,762,473 1,847,278 2,357,278 241 PARKS ENHANCEMENT FUND 1,268,759 3,503,744 4,447,044 243 PARKS DONATIONS 653,314 108,000 249,389 245 JUSTICE COURTS SPECIAL REVENUE 1,034,584 4,672,031 5,706,615 252 INMATE SERVICES 8,308,126 10,799,768 10,799,768 254 INMATE HEALTH SERVICES 620,590 97,215 697,215 255 DETENTION OPERATIONS 220,596,444 314,853,563 535,450,007 256 PROBATE FEES 547,249 464,531 564,531 257 CONCILIATION COURT FEES 387,127 1,390,000 1,390,000 259 TRIAL COURTS SPECIAL REVENUE 2,358,138 6,477,000 7,036,000 261 LAW LIBRARY FEES 1,414,890 1,425,000 1,425,000 262 PUBLIC DEFENDER FILL THE GAP 555,160 955,476 1,483,701 263 LEGAL DEFENDER FILL THE GAP 2,004 59,000 59,000 264 SUPERIOR COURT FILL THE GAP 533,818 2,329,600 2,329,600 265 PUBLIC HEALTH FEES 4,281,755 4,860,460 5,186,139 266 CHECK ENFORCEMENT PROGRAM 171,271 346,000 346,000 267 CRIM JUSTICE ENHANCEMENT 75,491 1,449,400 1,449,400 268 VICTIM COMP AND ASSISTANCE 915,786 100,000 100,000 269 VICTIM COMP RESTITUTION INT 758,083 40,000 40,000 270 CHILD SUPPORT ENHANCEMENT 457,319 95,000 75,000 271 EXPEDITED CHILD SUPPORT 765,037 585,000 920,479 273 VICTIM LOCATION 176,788 10,000 75,000 274 CLERK OF THE COURT EDMS 1,887,659 3,598,000 4,928,000 275 JUVENILE PROBATION DIVERSION 911,457 386,633 386,633 276 SPOUSAL MAINT ENF ENHANCEMENT 124,627 115,921 115,921 281 CHILDRENS ISSUES EDUCATION 323,407 115,007 115,007 282 DOM REL MEDIATION EDUCATION 271,728 190,682 190,682 290 WASTE TIRE 2,195,624 4,511,046 4,816,896 504 AIR QUALITY FEES 1,320,941 12,934,830 13,550,844 506 ENVIRONMTL SVCS ENV HEALTH 7,193,705 18,192,209 22,261,362 572 ANIMAL CONTROL LICENSE/SHELTER 4,710,644 10,649,387 10,170,723 574 ANIMAL CONTROL FIELD OPERATION 1,094,560 3,295,702 3,520,702 580 SOLID WASTE MANAGEMENT 8,303,013 318,400 7,724,369 669 SMALL SCHOOL SERVICE (25,099) 104,204 157,204 741 TAXPAYER INFORMATION 223,360 304,341 304,341 780 SCHOOL TRANSPORTATION 100,843 600,000 600,000 782 SCHOOL COMMUNICATION 61,765 102,240 102,240 795 COUNTY SCHOOL INDIRECT COST 2,190,390 931,823 1,492,670 988 PUBLIC WORKS FLOOD CONTROL 35,509,839 35,509,839 SUBTOTAL NON-GRANT FUNDS $ 319,064,736 $ 591,663,038 $ 834,962,322 $ 109 55,912 $ 131,940 496,613 411,591 750,293 9,312 118,541 10,575 1,531,127 1,339,166 152,959 57,350 625,241 84,504 207,496 446,595 78,675 22,468,206 527,064 4,809,598 29,177 1,252,473 325,459 511,925 8,308,126 20,590 447,249 387,127 1,799,138 1,414,890 26,935 2,004 533,818 3,956,076 171,271 75,491 915,786 758,083 477,319 429,558 111,788 557,659 911,457 124,627 323,407 271,728 1,889,774 704,927 5,189,308 869,560 223,360 100,843 61,765 1,629,543 69,124,999 $ - $ 2,696,956 3,124,552 897,044 6,718,552 $ (78,099) (78,099) Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Consolidated Sources, Uses and Fund Balance by Fund (continued) BEGINNING SPENDABLE BALANCE FUND SPECIAL REVENUE (CONT'D) GRANT FUNDS 211 ADULT PROBATION GRANTS $ 216 CLERK OF THE COURT GRANTS 217 CDBG HOUSING TRUST 219 COUNTY ATTORNEY GRANTS 222 HUMAN SERVICES GRANTS 223 TRANSPORTATION GRANTS 224 MEDICAL EXAMINER GRANT 227 JUVENILE PROBATION GRANTS 230 PARKS & REC. GRANTS 233 PUBLIC DEFENDER GRANTS 238 TRIAL COURTS GRANTS 248 ELECTIONS GRANT 249 NON DEPARTMENTAL GRANT 251 SHERIFF GRANTS 292 CORRECTIONAL HEALTH GRANT 503 AIR QUALITY GRANT 505 ENVIRONMENTAL SERVICES GRANT 532 PUBLIC HEALTH GRANTS 573 ANIMAL CONTROL GRANTS 581 SOLID WASTE GRANTS 715 SCHOOL GRANT SUBTOTAL GRANTS $ SPECIAL REVENUE DEBT SERVICE 320 COUNTY IMPROVEMENT DEBT 321 COUNTY IMPROVEMENT DEBT 2 DEBT SERVICE CAPITAL PROJECT 234 TRANSPORTATION CAPITAL PROJECT 422 INTERGOVERNMENTAL CAP PROJ 440 FINANCING SERIES 2007 445 GENERAL FUND CTY IMPROV 455 DETENTION CAPITAL PROJECTS CAPITAL PROJECT INTERNAL SERVICE 601 CMG HIGH OPTION 602 CMG LOW OPTION 603 OAP IN 604 OAP HIGH OPTION 605 OAP LOW OPTION 606 CHOICE FUND H.S.A. 607 FI DENTAL PPO 608 COINSURANCE 609 CONSUMER CHOICE 610 70% STD 611 60% STD 612 50% STD 613 40% STD 614 BEHAVIORAL HEALTH 615 WELLNESS 616 CONTRACT ADMINISTRATION 617 MEDICAL INCENTIVE/PENALTIES 618 BENEFIT ADMINISTRATION 621 FLEX SPENDING HEALTH 622 FLEX SPENDING DEP CARE 623 VISION 624 STAND ALONE VISION 625 FI PREPAID DENTAL 626 FI LIFE & AD&D 627 SUPPLEMENTAL LIFE 628 EMPLOYEE ASSISTANCE 629 SI DENTAL ENDING SPENDABLE FUND BALANCE: TOTAL SOURCES TOTAL USES RESTRICTED COMMITTED UNASSIGNED (46,048) $ 6,119,639 $ 6,119,639 $ 1,350,280 1,350,280 16,980,470 16,980,470 (285,323) 7,792,090 7,792,090 (1,524,217) 50,180,363 50,180,363 (176,536) 573,971 573,971 53,648 53,648 320,645 5,296,477 5,296,477 (47,366) 4,820 4,820 22,186 445,651 445,651 (25,995) 2,145,648 2,145,648 4,330,024 2,782,320 18,790,356 16,988,338 24,678,338 (952,145) 4,824,306 4,824,306 (1,678) 50,000 50,000 (283,984) 4,107,047 4,107,047 334,548 765,000 765,000 (954,957) 45,174,585 45,174,585 1,106,735 1,572,785 1,572,785 126,966 73,316 2,238,480 2,238,480 20,806,527 $ 166,663,598 $ 177,135,918 $ - $ 320,645 22,186 1,547,704 11,100,356 334,548 1,106,735 126,966 73,316 14,632,456 $ - $ - $ (46,048) (285,323) (1,524,217) (176,536) (47,366) (25,995) (952,145) (1,678) (283,984) (954,957) (4,298,249) $ 339,871,263 $ 758,326,636 $ 1,012,098,240 $ 83,757,455 $ 6,718,552 $ (4,376,348) 7,470,489 $ 7,470,489 $ - $ 10,410 10,410 $ - 30,580,162 $ 75,612,541 $ 98,872,518 $ 7,320,185 $ - $ 2,637,719 232,683 232,683 2,637,719 12,752 12,752 427,936,576 44,420,837 208,538,661 263,818,752 82,436,119 197,323,710 69,929,821 209,830,008 $ 543,603,328 $ 479,289,771 $ 439,439,248 $ 221,432,193 $ 362,021,658 $ - $ $ 9,024,842 $ 74,008 9,098,850 $ 8,219,846 $ 7,346,182 15,566,028 $ 9,774,199 $ 7,409,780 17,183,979 $ $ $ (2,849,398) $ 1,099,470 (5,700,811) 3,340,328 1,408,047 (17,709) 85,252 18,799,286 2,323,611 4,683,369 1,251,769 1,023,784 509,297 2,034,291 2,147,957 764,707 2,099,008 1,033,494 377,926 81,941 208,384 94,589 11,747 198,899 2,602 4,699,631 38,769,529 $ 1,204,451 18,246,010 29,035,684 2,119,315 5,480,061 5,502,303 13,041,846 1,994,911 2,246,085 510,935 439,219 202,539 4,491,552 810,960 287,611 2,357,648 2,267,007 2,261,183 715,536 1,351,050 75,644 409,832 1,130,769 3,880,123 196,253 3,510,313 110 39,294,529 $ 1,204,451 18,246,010 29,035,684 2,119,315 5,480,061 5,502,303 13,041,846 1,994,911 2,246,085 510,935 439,219 202,539 4,491,552 810,960 287,611 3,357,648 2,387,007 2,261,183 715,536 1,351,050 75,644 409,832 1,130,769 3,880,123 196,253 3,510,313 - $ 1,099,470 3,340,328 1,408,047 85,252 18,799,286 2,323,611 4,683,369 1,251,769 1,023,784 509,297 2,034,291 2,147,957 764,707 1,099,008 913,494 377,926 81,941 208,384 94,589 11,747 198,899 2,602 4,699,631 - $ - (3,374,398) (5,700,811) (17,709) - Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Consolidated Sources, Uses and Fund Balance by Fund (continued) FUND INTERNAL SERVICE (CONT"D) 630 DEPENDENT LIFE 631 VOLUNTARY BENEFITS 632 CIGNA FOR SENIORS 652 HS SELF-INSURED TRUST FUND 654 EQUIPMENT SERVICES 673 REPROGRAPHICS 675 RISK MANAGEMENT 681 TELECOMMUNICATIONS INTERNAL SERVICE BEGINNING SPENDABLE BALANCE $ TOTAL SOURCES TOTAL USES ENDING SPENDABLE FUND BALANCE: RESTRICTED COMMITTED UNASSIGNED $ 3,545 $ 506,927 $ 506,927 $ 3,460 306,930 306,930 83,183 559,200 559,200 1,326,633 2,804,631 13,909,239 14,166,583 143,642 806,795 806,795 23,027,606 25,052,007 37,144,391 4,735,054 15,972,983 19,896,122 71,839,225 $ 199,652,450 $ 217,570,317 $ 3,545 $ 3,460 83,183 1,326,633 10,935,222 59,511,432 $ - $ 2,547,287 143,642 811,915 3,502,844 $ ELIMINATIONS $ - $ (795,780,533) $ (795,780,533) $ - $ - $ ALL FUNDS $ 1,417,557,245 $ 1,739,679,338 $ 2,264,280,816 $ 372,171,569 $ 534,253,464 $ 111 (9,092,918) (13,469,266) Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Consolidated Operating Sources, Uses and Structural Balance by Fund FUND GENERAL SPECIAL REVENUE NON-GRANT FUNDS 201 ADULT PROBATION FEES 203 SHERIFF DONATIONS 204 JUSTICE CT JUDICIAL ENHANCEMNT 205 COURT DOCUMENT RETRIEVAL 207 PALO VERDE 208 JUDICIAL ENHANCEMENT 209 PUBLIC DEFENDER TRAINING 210 WASTE MANAGEMENT 213 COUNTY ATTORNEY RICO 215 EMERGENCY MANAGEMENT 218 CLERK OF COURT FILL THE GAP 220 DIVERSION 221 COUNTY ATTORNEY FILL THE GAP 225 SPUR CROSS RANCH CONSERVATION 226 PLANNING AND DEVELOPMENT FEES 228 JUVENILE PROBATION SPECIAL FEE 229 JUVENILE RESTITUTION 232 TRANSPORTATION OPERATIONS 235 DEL WEBB 236 RECORDERS SURCHARGE 237 JUST COURTS PHOTO ENFORCEMENT 239 PARKS SOUVENIR 240 LAKE PLEASANT RECREATION SVCS 241 PARKS ENHANCEMENT FUND 243 PARKS DONATIONS 245 JUSTICE COURTS SPECIAL REVENUE 252 INMATE SERVICES 254 INMATE HEALTH SERVICES 255 DETENTION OPERATIONS 256 PROBATE FEES 257 CONCILIATION COURT FEES 259 SUPERIOR COURT SPECIAL REVENUE 261 LAW LIBRARY 262 PUBLIC DEFENDER FILL THE GAP STRUCT. BALANCE SOURCES: OPERATING $ 1,075,560,244 USES: OPERATING $ 1,075,560,244 $ $ $ $ 12,005,365 26,300 924,686 1,469,100 418,829 1,670,600 432,845 65,000 2,000,000 1,030,081 2,408,495 1,608,810 1,400,000 172,050 6,925,912 4,204,187 25,000 98,701,418 9,108 4,620,000 2,251,936 220,000 1,847,278 3,503,744 108,000 4,672,031 10,799,768 97,215 312,253,563 464,531 1,390,000 6,477,000 1,425,000 955,476 112 12,005,365 26,300 924,686 1,469,100 418,829 1,670,600 432,845 2,000,000 1,030,081 2,408,495 1,608,810 1,400,000 305,000 7,799,774 4,204,187 25,000 60,745,610 1,636 3,498,813 2,251,936 220,000 1,847,278 3,503,744 108,000 4,672,031 10,799,768 97,215 312,253,563 464,531 1,390,000 6,477,000 1,425,000 955,476 - 65,000 (132,950) (873,862) 37,955,808 7,472 1,121,187 - Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Consolidated Operating Sources, Uses and Structural Balance by Fund (continued) SOURCES: FUND OPERATING 263 LEGAL DEFENDER FILL THE GAP 59,000 264 SUPERIOR COURT FILL THE GAP 2,329,600 265 PUBLIC HEALTH FEES 4,860,460 266 CHECK ENFORCEMENT PROGRAM 346,000 267 CRIM JUSTICE ENHANCEMENT 1,449,400 268 VICTIM COMP AND ASSISTANCE 100,000 269 VICTIM COMP RESTITUTION INT 40,000 270 CHILD SUPPORT ENHANCEMENT 95,000 271 EXPEDITED CHILD SUPPORT 585,000 273 VICTIM LOCATION 10,000 274 CLERK OF THE COURT EDMS 3,598,000 275 JUVENILE PROBATION DIVERSION 386,633 276 SPOUSAL MAINT ENF ENHANCEMENT 115,921 281 CHILDRENS ISSUES EDUCATION 115,007 282 DOM REL MEDIATION EDUCATION 190,682 290 WASTE TIRE 4,511,046 504 AIR QUALITY FEES 12,934,830 506 ENVIRONMTL SVCS ENV HEALTH 18,192,209 10,649,387 572 ANIMAL CONTROL LICENSE SHELTER 574 ANIMAL CONTROL FIELD OPERATION 3,295,702 580 SOLID WASTE MANAGEMENT 318,400 669 SMALL SCHOOL SERVICE 104,204 741 TAXPAYER INFORMATION 304,341 780 SCHOOL TRANSPORTATION 600,000 782 SCHOOL COMMUNICATION 102,240 795 EDUCATIONAL SUPPLEMENTAL PROG 931,823 988 PUBLIC WORKS FLOOD CONTROL 35,509,839 SUBTOTAL NON-GRANT FUNDS $ 588,318,052 GRANT FUNDS 211 ADULT PROBATION GRANTS $ 6,119,639 216 CLERK OF THE COURT GRANTS 1,350,280 217 CDBG HOUSING TRUST 16,980,470 219 COUNTY ATTORNEY GRANTS 7,792,090 222 HUMAN SERVICES GRANTS 50,180,363 224 MEDICAL EXAMINER GRANT 53,648 227 JUVENILE PROBATION GRANTS 5,296,477 230 PARKS AND RECREATION GRANTS 4,820 233 PUBLIC DEFENDER GRANTS 445,651 238 SUPERIOR COURT GRANTS 2,145,648 249 NON DEPARTMENTAL GRANT 16,336,158 251 SHERIFF GRANTS 4,824,306 292 CORRECTIONAL HEALTH GRANT 50,000 503 AIR QUALITY GRANT 4,107,047 113 USES: OPERATING 59,000 2,329,600 4,860,460 346,000 1,449,400 100,000 40,000 585,000 3,598,000 386,633 115,921 115,007 190,682 4,816,896 12,812,844 18,143,675 9,965,290 3,295,702 2,008,369 104,204 304,341 600,000 102,240 920,335 35,509,839 $ 551,200,111 95,000 10,000 (305,850) 121,986 48,534 684,097 (1,689,969) 11,488 $ 37,117,941 $ $ 6,119,639 1,350,280 16,980,470 7,792,090 50,180,363 53,648 5,296,477 4,820 445,651 2,145,648 16,336,158 4,824,306 50,000 4,107,047 STRUCT. BALANCE - Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Consolidated Operating Sources, Uses and Structural Balance by Fund (continued) SOURCES: FUND OPERATING 505 ENVIRONMENTAL SERVICES GRANT 765,000 532 PUBLIC HEALTH GRANTS 45,174,585 573 ANIMAL CONTROL GRANTS 1,572,785 2,238,480 715 SCHOOL GRANT SUBTOTAL GRANTS $ 165,437,447 $ 753,755,499 SPECIAL REVENUE DEBT SERVICE 320 COUNTY IMPROVEMENT DEBT 321 COUNTY IMPROVEMENT DEBT 2 DEBT SERVICE CAPITAL PROJECTS 445 GENERAL FUND CTY IMPROV CAPITAL PROJECTS INTERNAL SERVICE 601 CMG HIGH OPTION 602 CMG LOW OPTION 603 OAP IN 604 OAP HIGH OPTION 605 OAP LOW OPTION 606 CHOICE FUND H.S.A. 607 FI DENTAL PPO 608 COINSURANCE 609 CONSUMER CHOICE 610 70 PERCENT STD 611 60 PERCENT STD 612 50 PERCENT STD 613 40 PERCENT STD 614 BEHAVIORAL HEALTH 615 WELLNESS 616 CONTRACT ADMINISTRATION 617 MED INCENTIVE AND PENALTIES USES: OPERATING 765,000 45,174,585 1,572,785 2,238,480 $ 165,437,447 $ 716,637,558 $ $ 37,117,941 $ $ 9,762,550 7,409,780 17,172,330 $ $ 2,674,846 1,139,914 3,814,760 $ $ 7,620,837 7,620,837 $ $ - $ $ 7,620,837 7,620,837 $ 38,769,529 1,204,451 18,246,010 29,035,684 2,119,315 5,480,061 5,502,303 13,041,846 1,994,911 2,246,085 510,935 439,219 202,539 4,491,552 810,960 287,611 2,357,648 $ 38,769,529 1,204,451 18,246,010 29,035,684 2,119,315 5,480,061 5,502,303 13,041,846 1,994,911 2,246,085 510,935 439,219 202,539 4,491,552 810,960 287,611 2,357,648 $ - $ 114 STRUCT. BALANCE (7,087,704) (6,269,866) $ (13,357,570) Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Consolidated Operating Sources, Uses and Structural Balance by Fund (continued) FUND 618 BENEFIT ADMINISTRATION 621 FLEX SPENDING HEALTH 622 FLEX SPENDING DEP CARE 623 VISION 624 STAND ALONE VISION 625 FI PREPAID DENTAL 626 FI LIFE AND AD AND D 627 SUPPLEMENTAL LIFE 628 EMPLOYEE ASSISTANCE 629 SI DENTAL 630 DEPENDENT LIFE 631 VOLUNTARY BENEFITS 632 CIGNA FOR SENIORS 654 EQUIPMENT SERVICES 673 REPROGRAPHICS 675 RISK MANAGEMENT 681 TELECOMMUNICATIONS INTERNAL SERVICE SOURCES: OPERATING 2,267,007 2,261,183 715,536 1,351,050 75,644 409,832 1,130,769 3,880,123 196,253 3,510,313 506,927 306,930 559,200 13,909,239 806,795 25,052,007 15,972,983 $ 199,652,450 ELIMINATIONS $ ALL FUNDS $ 1,689,204,344 USES: OPERATING 2,267,007 2,261,183 715,536 1,351,050 75,644 409,832 1,130,769 3,880,123 196,253 3,510,313 506,927 306,930 559,200 13,165,326 806,795 37,144,391 15,972,983 $ 211,000,921 (351,199,446) $ 115 STRUCT. BALANCE 743,913 (12,092,384) $ (11,348,471) (351,199,446) $ $ 1,669,171,607 - $ 20,032,737 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Expenditure Limitation Maricopa County expenditures are subject to limitation according to Article 9, Section 20 of the Arizona Constitution. The Expenditure Limitation is calculated annually by the Economic Estimates Commission based on Maricopa County’s actual expenditures in FY 1980, with base adjustments approved by County voters or by the Legislature as functions are transferred to or from the County. The Commission makes annual adjustments to reflect changes in population and in inflation, as measured by the Gross Domestic Product Price Deflator. Expenditures from “local revenues” are subject to limitation. Generally, local revenues include taxes, fees, and fines assessed by the County, but exclude revenues from intergovernmental payments, grants, proceeds of debt, and interest earnings. Maricopa County’s expenditures subject to limitation are certified by the State Auditor General, and published in an annual Expenditure Limitation Report. When actual expenditures subject to limitation are less than the limitation, the excess capacity can be carried forward to future fiscal years. For this reason, actual expenditures are reported as $1 less than the limitation. Expenditure Limitation FY 2011 Expenditure Limitation $1,175,860,149 FY 2011 Est. Expenditures Subject to Limitation $1,175,860,148 Expenditures (Over)/Under Limitation 116 $ 1 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class FY 2010 ADOPTED JUDICIAL 110 ADULT PROBATION 100 GENERAL OPERATING 201 ADULT PROBATION FEES OPERATING NON RECURRING NON PROJECT All Functions 211 ADULT PROBATION GRANTS OPERATING TOTAL DEPARTMENT 240 JUSTICE COURTS 100 GENERAL OPERATING 204 JUSTICE CT JUDICIAL ENHANCEMNT OPERATING NON RECURRING NON PROJECT All Functions 237 JUST COURTS PHOTO ENFORCEMENT OPERATING 245 JUSTICE COURTS SPECIAL REVENUE OPERATING NON RECURRING NON PROJECT All Functions TOTAL DEPARTMENT 270 JUVENILE PROBATION 100 GENERAL OPERATING 227 JUVENILE PROBATION GRANTS OPERATING 228 JUVENILE PROBATION SPECIAL FEE OPERATING NON RECURRING NON PROJECT All Functions 229 JUVENILE RESTITUTION OPERATING 255 DETENTION OPERATIONS OPERATING 275 JUVENILE PROBATION DIVERSION OPERATING TOTAL DEPARTMENT FY 2010 REVISED FY 2011 ADOPTED (INC.)/DEC FROM REV. $ 58,854,159 $ 58,104,159 $ 58,479,190 $ $ $ $ 12,005,365 283,427 12,288,792 $ $ 14,116,202 347,701 14,463,903 $ $ 14,116,202 347,701 14,463,903 $ 2,110,837 64,274 2,175,111 $ $ 4,477,057 77,795,119 $ $ 8,035,971 80,604,033 $ $ 6,119,639 76,887,621 $ $ 1,916,332 3,716,412 $ 14,488,923 $ 14,488,923 $ 14,353,098 $ 135,825 $ 916,686 $ 916,686 $ $ 916,686 $ 130,000 1,046,686 $ 924,686 $ 856,815 1,781,501 $ (375,031) (8,000) (726,815) (734,815) $ - $ 1,020,000 $ 2,251,936 $ (1,231,936) $ $ $ $ 4,672,031 1,034,584 5,706,615 24,093,150 $ $ $ 5,207,031 2,622,824 7,829,855 24,385,464 $ $ $ 5,207,031 2,012,824 7,219,855 22,625,464 535,000 1,588,240 2,123,240 292,314 $ 16,449,965 $ 15,699,965 $ 16,124,198 $ (424,233) $ 5,042,523 $ 5,466,022 $ 5,296,477 $ 169,545 $ $ $ 4,204,187 146,000 4,350,187 $ $ 4,204,187 4,204,187 $ 4,204,187 $ 4,204,187 $ 146,000 146,000 $ 25,000 $ 25,000 $ 25,000 $ - $ 33,651,118 $ 33,651,118 $ $ $ 386,633 $ 59,759,426 $ 117 386,633 $ 59,578,925 $ 33,206,895 $ $ $ 444,223 386,633 $ 59,243,390 $ 335,535 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2010 ADOPTED 800 SUPERIOR COURT 100 GENERAL OPERATING 208 JUDICIAL ENHANCEMENT OPERATING 238 SUPERIOR COURT GRANTS OPERATING 256 PROBATE FEES OPERATING NON RECURRING NON PROJECT All Functions 257 CONCILIATION COURT FEES OPERATING 259 SUPERIOR COURT SPECIAL REVENUE OPERATING NON RECURRING NON PROJECT JURY SYSTEM REWRITE All Functions 261 LAW LIBRARY OPERATING NON RECURRING NON PROJECT All Functions 264 SUPERIOR COURT FILL THE GAP OPERATING 271 EXPEDITED CHILD SUPPORT OPERATING NON RECURRING NON PROJECT All Functions 276 SPOUSAL MAINT ENF ENHANCEMENT OPERATING 281 CHILDRENS ISSUES EDUCATION OPERATING 282 DOM REL MEDIATION EDUCATION OPERATING TOTAL DEPARTMENT TOTAL JUDICIAL ELECTED 010 BOARD OF SUPERVISORS DIST 1 100 GENERAL OPERATING $ 62,531,673 $ $ FY 2010 REVISED $ 433,277 $ 2,013,724 $ $ 389,531 $ 389,531 $ $ 64,071,085 FY 2011 ADOPTED (INC.)/DEC FROM REV. $ 71,111,106 $ (7,040,021) 433,277 $ 570,600 $ (137,323) $ 2,145,648 $ (131,924) 389,531 $ 389,531 $ 464,531 100,000 564,531 $ $ (75,000) (100,000) (175,000) 2,013,724 $ 1,695,930 $ 1,695,930 $ 1,390,000 $ 305,930 $ 6,100,817 384,000 6,484,817 $ $ 6,477,000 175,000 384,000 7,036,000 $ $ 6,100,817 488,200 384,000 6,973,017 (376,183) 313,200 (62,983) 940,000 $ 940,000 $ 940,000 343,500 1,283,500 2,204,499 $ $ $ $ 1,425,000 1,425,000 $ (485,000) 343,500 (141,500) $ 2,329,600 $ (125,101) 445,580 $ 445,580 $ 585,000 335,479 920,479 $ $ 445,580 $ 445,580 $ (139,420) (335,479) (474,899) $ 115,921 $ 115,921 $ 115,921 $ - $ 115,007 $ 115,007 $ 115,007 $ - $ $ 190,682 $ 77,366,596 $ 190,682 $ 79,931,753 $ 190,682 $ 87,914,574 $ $ $ 2,010,454 $ $ 237,546,605 $ $ $ 244,500,175 346,428 $ 118 $ $ $ 248,138,735 346,428 $ $ $ $ 346,428 $ (7,982,821) (3,638,560) - Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2010 ADOPTED FY 2010 REVISED FY 2011 ADOPTED (INC.)/DEC FROM REV. 020 BOARD OF SUPERVISORS DIST 2 100 GENERAL OPERATING $ 346,428 $ 346,428 $ 346,428 $ - 030 BOARD OF SUPERVISORS DIST 3 100 GENERAL OPERATING $ 346,428 $ 346,428 $ 346,428 $ - 040 BOARD OF SUPERVISORS DIST 4 100 GENERAL OPERATING $ 346,428 $ 346,428 $ 346,428 $ - 050 BOARD OF SUPERVISORS DIST 5 100 GENERAL OPERATING $ 346,428 $ 346,428 $ 346,428 $ - 120 ASSESSOR 100 GENERAL OPERATING NON RECURRING NON PROJECT All Functions 140 CALL CENTER 100 GENERAL OPERATING 160 CLERK OF THE SUPERIOR COURT 100 GENERAL OPERATING 205 COURT DOCUMENT RETRIEVAL OPERATING NON RECURRING NON PROJECT All Functions 208 JUDICIAL ENHANCEMENT OPERATING NON RECURRING NON PROJECT All Functions 216 CLERK OF THE COURT GRANTS OPERATING 218 CLERK OF COURT FILL THE GAP OPERATING NON RECURRING NON PROJECT All Functions $ $ $ 22,816,543 22,816,543 $ $ 22,816,543 22,816,543 $ 1,363,590 $ 1,363,590 $ $ 30,056,139 $ 30,056,139 $ 30,185,299 $ (129,160) $ 1,229,100 200,000 1,429,100 $ $ 1,469,100 220,000 1,689,100 $ $ 1,229,100 200,000 1,429,100 (240,000) (20,000) (260,000) 954,840 255,000 1,209,840 $ $ 1,100,000 279,000 1,379,000 $ $ 954,840 $ 255,000 1,209,840 $ $ (145,160) (24,000) (169,160) $ 1,615,346 $ 1,615,346 $ 1,350,280 $ 265,066 $ 2,206,000 40,000 2,246,000 $ 2,408,495 40,000 2,448,495 $ 2,408,495 $ 25,000 2,433,495 $ 15,000 15,000 $ $ $ 119 $ $ $ $ 22,792,643 325,000 23,117,643 $ $ 1,363,590 $ $ 23,900 (325,000) (301,100) - Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2010 ADOPTED 270 273 274 CHILD SUPPORT ENHANCEMENT NON RECURRING NON PROJECT VICTIM LOCATION OPERATING NON RECURRING NON PROJECT All Functions CLERK OF THE COURT EDMS OPERATING NON RECURRING NON PROJECT All Functions TOTAL DEPARTMENT 190 COUNTY ATTORNEY 100 GENERAL OPERATING 213 COUNTY ATTORNEY RICO OPERATING NON RECURRING NON PROJECT All Functions 219 COUNTY ATTORNEY GRANTS OPERATING 220 DIVERSION OPERATING NON RECURRING NON PROJECT All Functions 221 COUNTY ATTORNEY FILL THE GAP OPERATING 266 CHECK ENFORCEMENT PROGRAM OPERATING 267 CRIM JUSTICE ENHANCEMENT OPERATING NON RECURRING NON PROJECT All Functions 268 VICTIM COMP AND ASSISTANCE OPERATING 269 VICTIM COMP RESTITUTION INT OPERATING TOTAL DEPARTMENT 210 ELECTIONS 100 GENERAL OPERATING FY 2010 REVISED FY 2011 ADOPTED (INC.)/DEC FROM REV. $ 75,000 $ 75,000 $ 75,000 $ $ 10,000 10,000 $ 10,000 10,000 $ 75,000 75,000 $ $ $ $ 3,598,000 1,330,000 4,928,000 42,115,174 $ $ $ 3,370,000 933,582 4,303,582 41,147,502 $ $ $ 3,370,000 933,582 4,303,582 40,945,007 $ 56,599,487 $ 56,599,487 $ 56,599,487 $ $ $ $ 2,750,000 750,000 3,500,000 $ $ 2,750,000 750,000 3,500,000 $ 7,792,090 $ $ $ $ 1,108,810 1,000,000 2,108,810 $ 1,964,388 $ $ $ $ $ $ $ $ $ $ (228,000) (396,418) (624,418) (967,672) - $ $ $ 750,000 750,000 1,500,000 8,223,369 $ 7,792,090 $ 431,279 $ $ 1,608,810 1,000,000 2,608,810 $ $ 1,108,810 1,000,000 2,108,810 $ (500,000) (500,000) $ 1,964,388 $ 1,400,000 $ 564,388 431,584 $ 346,000 $ 85,584 1,449,400 1,449,400 $ $ 460,346 800,000 1,260,346 100,000 $ 3,341,597 $ $ 100,000 $ 1,909,746 800,000 2,709,746 $ $ 100,000 $ $ $ 40,000 75,246,105 $ $ 40,000 75,677,384 $ $ 40,000 $ 72,335,787 $ $ 8,212,297 $ 12,912,297 $ 20,300,000 120 10,000 (75,000) (65,000) 2,000,000 2,000,000 431,584 $ 1,909,746 800,000 2,709,746 $ - $ (7,387,703) Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2010 ADOPTED 248 250 100 280 100 360 100 236 370 100 669 715 780 782 ELECTIONS GRANT NON RECURRING NON PROJECT TOTAL DEPARTMENT $ CONSTABLES GENERAL OPERATING NON RECURRING NON PROJECT All Functions $ COUNTY ATTORNEY CIVIL GENERAL OPERATING NON RECURRING NON PROJECT All Functions $ RECORDER GENERAL OPERATING RECORDERS SURCHARGE OPERATING NON RECURRING NON PROJECT All Functions TOTAL DEPARTMENT EDUCATION SERVICES GENERAL OPERATING NON RECURRING NON PROJECT All Functions SMALL SCHOOL SERVICE OPERATING NON RECURRING NON PROJECT All Functions SCHOOL GRANT OPERATING All Functions SCHOOL TRANSPORTATION OPERATING SCHOOL COMMUNICATION OPERATING 84,524 8,296,821 FY 2010 REVISED $ 2,803,366 15,715,663 FY 2011 ADOPTED $ 2,782,320 23,082,320 (INC.)/DEC FROM REV. $ 21,046 (7,366,657) (26,230) (233,125) (259,355) 2,403,317 $ 2,403,317 $ 2,403,317 $ 39,665 2,442,982 $ 2,429,547 $ 272,790 2,702,337 $ $ 4,013,122 $ 4,013,122 $ 4,013,122 $ 3,726,455 7,739,577 $ 3,383,769 $ 226,455 3,610,224 $ $ 2,095,117 $ 2,095,117 $ 2,095,117 $ 3,498,813 $ 364,485 3,863,298 $ 5,958,415 $ 3,498,813 $ 364,485 3,863,298 $ 5,958,415 $ 3,498,813 $ 1,050,000 4,548,813 $ 6,643,930 $ (685,515) (685,515) (685,515) 2,035,900 $ 2,035,900 $ 2,035,900 $ 378,054 2,413,954 $ 2,046,590 $ 251,791 2,298,381 $ (10,690) 126,263 115,573 $ $ $ $ $ $ $ 104,204 104,204 $ 104,204 273,174 377,378 $ $ 962,062 962,062 $ $ 962,062 $ 962,062 $ $ 792,887 $ 792,887 $ 600,000 $ $ 102,240 $ 102,240 $ 102,240 121 $ $ $ $ 104,204 $ 53,000 157,204 $ 2,238,480 2,238,480 $ $ $ 629,353 3,500,000 4,129,353 - 220,174 220,174 (1,276,418) (1,276,418) 192,887 - Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2010 ADOPTED 795 430 100 741 500 100 203 212 214 251 252 254 EDUCATIONAL SUPPLEMENTAL PROG OPERATING NON RECURRING NON PROJECT All Functions TOTAL DEPARTMENT TREASURER GENERAL OPERATING NON RECURRING NON PROJECT All Functions TAXPAYER INFORMATION OPERATING TOTAL DEPARTMENT SHERIFF GENERAL OPERATING NON-RECURRING All Functions SHERIFF DONATIONS OPERATING SHERIFF RICO OPERATING SHERIFF JAIL ENHANCEMENT OPERATING SHERIFF GRANTS OPERATING NON RECURRING NON PROJECT All Functions INMATE SERVICES OPERATING JMS MIGRATION All Functions INMATE HEALTH SERVICES OPERATING NON RECURRING NON PROJECT All Functions $ FY 2010 REVISED FY 2011 ADOPTED (INC.)/DEC FROM REV. 355,311 $ 355,311 $ 4,352,604 $ 355,311 $ 585,901 941,212 $ 5,637,645 $ 920,335 $ 572,335 1,492,670 $ 6,888,975 $ (565,024) 13,566 (551,458) (1,251,330) $ 2,618,874 $ 2,618,874 $ 3,241,766 $ 80,000 3,321,766 $ 3,865,769 $ 3,865,769 $ (624,003) 80,000 (544,003) $ $ 304,341 $ 2,923,215 $ 304,341 $ 3,626,107 $ 304,341 $ 4,170,110 $ (544,003) $ $ $ $ $ $ 62,324,473 62,324,473 $ $ 62,401,803 5,500 62,407,303 $ $ 61,380,923 61,380,923 $ 1,020,880 5,500 1,026,380 $ 84,640 $ 84,640 $ 26,300 $ 58,340 $ 1,155,000 $ 2,655,000 $ - $ 2,655,000 $ 2,205,000 $ 2,205,000 $ - $ 2,205,000 $ 4,852,537 $ 533,139 5,385,676 $ 6,939,466 $ 533,139 7,472,605 $ 4,824,306 4,824,306 $ 2,115,160 533,139 2,648,299 $ $ $ 14,520,364 1,328,541 15,848,905 $ 149,715 149,715 $ $ $ 122 $ $ 14,520,364 1,328,541 15,848,905 $ 149,715 149,715 $ $ $ 10,799,768 10,799,768 $ $ $ 97,215 $ 600,000 697,215 $ 3,720,596 1,328,541 5,049,137 52,500 (600,000) (547,500) Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) 255 DETENTION OPERATIONS OPERATING JMS MIGRATION All Functions TOTAL DEPARTMENT TOTAL ELECTED 060 100 150 100 207 215 180 100 200 100 249 255 APPOINTED CLERK OF THE BOARD GENERAL OPERATING NON RECURRING NON PROJECT All Functions EMERGENCY MANAGEMENT GENERAL OPERATING PALO VERDE OPERATING EMERGENCY MANAGEMENT OPERATING NON RECURRING NON PROJECT All Functions TOTAL DEPARTMENT FINANCE GENERAL OPERATING NON RECURRING NON PROJECT All Functions COUNTY MANAGER GENERAL OPERATING NON RECURRING NON PROJECT All Functions NON DEPARTMENTAL GRANT NON RECURRING NON PROJECT DETENTION OPERATIONS OPERATING TOTAL DEPARTMENT FY 2010 ADOPTED FY 2010 REVISED FY 2011 ADOPTED $ 183,677,997 $ 183,677,997 $ 270,831,406 $ 183,677,997 $ 183,677,997 $ 274,501,165 $ 182,132,904 500,000 $ 182,632,904 $ 260,361,416 $ $ 440,882,285 $ 458,358,713 $ 448,123,646 $ 10,235,067 $ $ 650,135 $ 696,056 1,346,191 $ 650,135 $ 627,873 1,278,008 $ (INC.)/DEC FROM REV. 1,545,093 (500,000) $ 1,045,093 $ 14,139,749 660,693 583,251 1,243,944 $ $ (10,558) 44,622 34,064 $ 173,881 $ 173,881 $ 173,881 $ $ 404,459 $ 404,459 $ 418,829 $ (14,370) $ - 908,008 $ 20,000 928,008 $ 1,506,348 $ 908,008 $ 70,000 978,008 $ 1,556,348 $ 1,030,081 $ 1,030,081 $ 1,622,791 $ (122,073) 70,000 (52,073) (66,443) 3,282,573 $ 3,282,573 $ 3,282,573 $ 80,930 3,363,503 $ 3,248,204 $ 3,248,204 $ 34,369 80,930 115,299 $ 2,434,692 $ 2,434,692 $ 2,434,692 $ 2,434,692 $ 2,682,434 $ 2,448,928 5,131,362 $ $ 9,158,935 $ $ $ $ $ $ $ $ 1,458,856 $ 13,052,483 $ 123 12,914,379 $ 652,180 1,458,856 $ 16,807,927 $ 1,458,856 7,242,398 (247,742) (2,448,928) (2,696,670) $ 12,262,199 $ $ 9,565,529 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2010 ADOPTED 220 HUMAN SERVICES 100 GENERAL OPERATING NON RECURRING NON PROJECT All Functions 217 CDBG HOUSING TRUST OPERATING 222 HUMAN SERVICES GRANTS OPERATING TOTAL DEPARTMENT 230 INTERNAL AUDIT 100 GENERAL OPERATING 260 CORRECTIONAL HEALTH 100 GENERAL OPERATING 255 DETENTION OPERATIONS OPERATING NON RECURRING NON PROJECT All Functions 292 CORRECTIONAL HEALTH GRANT OPERATING TOTAL DEPARTMENT 290 MEDICAL EXAMINER 100 GENERAL OPERATING 224 MEDICAL EXAMINER GRANT OPERATING TOTAL DEPARTMENT 300 PARKS AND RECREATION 100 GENERAL OPERATING 225 SPUR CROSS RANCH CONSERVATION OPERATING NON RECURRING NON PROJECT All Functions $ FY 2010 REVISED $ $ 2,063,610 250,000 2,313,610 $ FY 2011 ADOPTED (INC.)/DEC FROM REV. $ $ 2,063,610 250,000 2,313,610 23,202,613 $ 23,202,613 $ 16,980,470 $ $ 39,324,961 64,841,184 $ $ 58,305,740 83,821,963 $ $ 50,180,363 $ 8,125,377 69,224,443 $ 14,597,520 $ 1,553,494 $ 1,553,494 $ 1,572,354 $ (18,860) $ 3,049,876 $ 3,049,876 $ 3,071,763 $ (21,887) $ $ $ 48,804,659 48,804,659 $ $ 48,804,659 48,804,659 $ 51,042,379 $ (2,237,720) 10,581,845 (10,581,845) 61,624,224 $ (12,819,565) $ $ 42,818 51,897,353 $ $ 53,591 51,908,126 $ $ 50,000 $ 3,591 64,745,987 $ (12,837,861) $ 6,659,432 $ 6,684,432 $ 6,757,790 $ (73,358) $ $ 218,615 $ 6,878,047 $ 218,615 6,903,047 $ $ 53,648 6,811,438 $ $ 164,967 91,609 $ 694,615 $ 694,615 $ 693,436 $ 1,179 $ 305,000 $ 285,000 590,000 $ 305,000 $ 285,000 590,000 $ 305,000 $ 35,000 340,000 $ 250,000 250,000 $ 124 $ 2,063,610 $ 2,063,610 $ $ 250,000 250,000 6,222,143 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2010 ADOPTED 230 239 240 241 243 900 310 100 601 602 603 604 605 606 607 608 609 PARKS AND RECREATION GRANTS OPERATING NON RECURRING NON PROJECT All Functions PARKS SOUVENIR OPERATING LAKE PLEASANT RECREATION SVCS OPERATING NON RECURRING NON PROJECT All Functions PARKS ENHANCEMENT FUND OPERATING NON RECURRING NON PROJECT All Functions PARKS DONATIONS OPERATING NON RECURRING NON PROJECT All Functions ELIMINATIONS OPERATING TOTAL DEPARTMENT WORKFORCE MGT AND DEVELOPMENT GENERAL OPERATING CMG HIGH OPTION OPERATING NON RECURRING NON PROJECT All Functions CMG LOW OPTION OPERATING OAP IN OPERATING OAP HIGH OPTION OPERATING OAP LOW OPTION OPERATING CHOICE FUND H.S.A. OPERATING FI DENTAL PPO OPERATING COINSURANCE OPERATING CONSUMER CHOICE OPERATING $ FY 2010 REVISED $ $ 4,820 4,820 $ 170,000 $ $ $ $ FY 2011 ADOPTED $ $ 4,820 86,200 91,020 $ 240,000 (INC.)/DEC FROM REV. $ $ 4,820 4,820 $ 86,200 86,200 $ 220,000 $ 20,000 1,766,010 $ 345,000 2,111,010 $ 1,766,010 $ 345,000 2,111,010 $ 1,847,278 $ 510,000 2,357,278 $ (81,268) (165,000) (246,268) 3,434,284 $ 1,330,742 4,765,026 $ 3,434,284 $ 1,433,732 4,868,016 $ 3,503,744 $ 943,300 4,447,044 $ (69,460) 490,432 420,972 $ 108,000 40,000 148,000 $ $ $ 108,000 141,389 249,389 $ $ 108,000 141,389 249,389 $ $ - $ $ (71,533) $ 8,411,938 $ (71,533) $ 8,772,517 $ (82,860) $ 8,229,107 $ 11,327 543,410 $ 3,049,142 $ 3,049,142 $ 2,923,840 $ 125,302 $ $ - $ - $ 38,769,529 525,000 39,294,529 $ - $ - $ 1,204,451 $ - $ - $ 18,246,010 $ (18,246,010) $ - $ - $ 29,035,684 $ (29,035,684) $ - $ - $ 2,119,315 $ (2,119,315) $ - $ - $ 5,480,061 $ (5,480,061) $ - $ - $ 5,502,303 $ (5,502,303) $ - $ - $ 13,041,846 $ - $ - $ 1,994,911 125 $ $ $ (38,769,529) (525,000) $ (39,294,529) $ (1,204,451) $ (13,041,846) $ (1,994,911) Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2010 ADOPTED 610 611 612 613 614 615 616 617 618 621 622 623 624 625 626 627 628 629 630 631 632 70 PERCENT STD OPERATING 60 PERCENT STD OPERATING 50 PERCENT STD OPERATING 40 PERCENT STD OPERATING BEHAVIORAL HEALTH OPERATING WELLNESS OPERATING CONTRACT ADMINISTRATION OPERATING MED INCENTIVE AND PENALTIES NON RECURRING NON PROJECT BENEFIT ADMINISTRATION OPERATING NON RECURRING NON PROJECT All Functions FLEX SPENDING HEALTH OPERATING FLEX SPENDING DEP CARE OPERATING VISION OPERATING STAND ALONE VISION OPERATING FI PREPAID DENTAL OPERATING FI LIFE AND AD AND D OPERATING SUPPLEMENTAL LIFE OPERATING EMPLOYEE ASSISTANCE OPERATING SI DENTAL OPERATING DEPENDENT LIFE OPERATING VOLUNTARY BENEFITS OPERATING CIGNA FOR SENIORS OPERATING TOTAL DEPARTMENT FY 2010 REVISED FY 2011 ADOPTED $ - $ - $ $ - $ - $ - $ $ - $ $ (2,246,085) $ 510,935 $ (510,935) - $ 439,219 $ (439,219) $ - $ 202,539 $ (202,539) - $ - $ $ - $ - $ - $ - $ - $ - $ 1,000,000 $ (1,000,000) $ $ $ - $ - $ 2,267,007 120,000 2,387,007 $ $ - $ (2,267,007) (120,000) (2,387,007) $ - $ - $ 2,261,183 $ (2,261,183) $ - $ - 715,536 $ (715,536) $ - $ - $ $ - $ - $ $ - $ - $ $ - $ - $ $ - $ - $ $ - $ - $ - $ - $ $ - $ - $ - $ - - $ 3,049,142 $ 3,049,142 $ $ 126 2,246,085 (INC.)/DEC FROM REV. $ (4,491,552) $ 810,960 $ (810,960) $ 287,611 $ (287,611) $ $ 4,491,552 1,351,050 $ (1,351,050) 75,644 $ (75,644) 409,832 $ (409,832) 1,130,769 $ (1,130,769) 3,880,123 $ (3,880,123) 196,253 $ (196,253) 3,510,313 $ (3,510,313) $ 506,927 $ (506,927) $ 306,930 $ (306,930) $ 559,200 $ (559,200) $ 148,480,266 $(145,431,124) Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2010 ADOPTED 320 SPECIAL LITIGATION 100 GENERAL OPERATING NON RECURRING NON PROJECT All Functions $ 330 GENERAL COUNSEL 100 GENERAL OPERATING NON RECURRING NON PROJECT All Functions $ 340 PUBLIC FIDUCIARY 100 GENERAL OPERATING 350 EMPLOYEE BENEFITS 601 CMG HIGH OPTION OPERATING 602 CMG LOW OPTION OPERATING 603 OAP IN OPERATING 604 OAP HIGH OPTION OPERATING 605 OAP LOW OPTION OPERATING 606 CHOICE FUND H.S.A. OPERATING 607 FI DENTAL PPO OPERATING 608 COINSURANCE OPERATING 609 CONSUMER CHOICE OPERATING 610 70 PERCENT STD OPERATING 611 60 PERCENT STD OPERATING 612 50 PERCENT STD OPERATING 613 40 PERCENT STD OPERATING FY 2010 REVISED 1,979,828 156,000 2,135,828 $ $ $ 5,041,817 164,000 5,205,817 $ FY 2011 ADOPTED 1,979,828 156,000 2,135,828 $ $ $ 5,041,817 164,000 5,205,817 2,477,439 $ $ 37,373,246 $ (INC.)/DEC FROM REV. 1,944,953 51,000 1,995,953 $ $ $ 5,835,533 44,400 5,879,933 $ (793,716) 119,600 (674,116) 2,477,439 $ 2,459,102 $ 18,337 $ 37,405,124 $ - $ 37,405,124 1,166,616 $ 1,048,481 $ - $ 1,048,481 $ 21,753,998 $ 20,190,632 $ - $ 20,190,632 $ 31,459,236 $ 31,859,006 $ - $ 31,859,006 $ 1,756,417 $ 1,874,721 $ - $ 1,874,721 $ 792,524 $ 1,598,252 $ - $ 1,598,252 $ 5,560,052 $ 5,581,814 $ - $ 5,581,814 $ 13,713,239 $ 12,852,727 $ - $ 12,852,727 $ 2,374,116 $ 2,263,587 $ - $ 2,263,587 $ 1,749,290 $ 1,747,114 $ - $ 1,747,114 $ 576,713 $ 578,454 $ - $ 578,454 $ 722,524 $ 742,980 $ - $ 742,980 $ 541,457 $ 512,295 $ - $ 512,295 $ 127 $ $ $ 34,875 105,000 139,875 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2010 ADOPTED 614 615 616 617 618 621 622 623 624 625 626 627 628 629 630 631 632 BEHAVIORAL HEALTH OPERATING WELLNESS OPERATING CONTRACT ADMINISTRATION OPERATING MED INCENTIVE AND PENALTIES NON RECURRING NON PROJECT BENEFIT ADMINISTRATION OPERATING NON RECURRING NON PROJECT All Functions FLEX SPENDING HEALTH OPERATING FLEX SPENDING DEP CARE OPERATING VISION OPERATING STAND ALONE VISION OPERATING FI PREPAID DENTAL OPERATING FI LIFE AND AD AND D OPERATING SUPPLEMENTAL LIFE OPERATING EMPLOYEE ASSISTANCE OPERATING SI DENTAL OPERATING DEPENDENT LIFE OPERATING VOLUNTARY BENEFITS OPERATING CIGNA FOR SENIORS OPERATING TOTAL DEPARTMENT 390 HEALTH CARE PROGRAMS 100 GENERAL OPERATING NON RECURRING NON PROJECT All Functions 532 PUBLIC HEALTH GRANTS OPERATING TOTAL DEPARTMENT FY 2010 REVISED FY 2011 ADOPTED (INC.)/DEC FROM REV. $ 4,856,970 $ 4,077,422 $ - $ 4,077,422 $ 1,092,840 $ 939,600 $ - $ 939,600 $ 462,416 $ 544,560 $ - $ 544,560 - $ 1,000,000 $ - $ - $ $ $ $ 2,626,506 1,019,033 3,645,539 $ $ 2,426,506 19,033 2,445,539 $ - $ 2,626,506 1,019,033 3,645,539 $ 2,019,833 $ 2,709,185 $ - $ 2,709,185 791,577 $ 764,207 $ - $ 764,207 $ $ $ 1,323,793 $ 1,507,822 $ - $ 1,507,822 $ 40,744 $ 76,395 $ - $ 76,395 517,592 $ 456,871 $ - $ 456,871 $ $ 1,043,794 $ 1,044,288 $ - $ 1,044,288 $ 3,766,274 $ 4,411,445 $ - $ 4,411,445 198,058 $ 198,058 $ - $ 198,058 $ 3,446,937 $ - $ 3,446,937 $ 399,282 $ 590,841 $ - $ 590,841 $ 256,284 $ 292,761 $ - $ 292,761 $ 473,220 $ 595,060 $ 143,556,178 $ 143,556,178 $ $ - $ 595,060 $ 143,556,178 $ 237,341,157 $ 237,341,157 $ 238,841,157 $ 238,841,157 $ 242,044,524 $ (3,203,367) (26,396,100) 26,396,100 $ 215,648,424 $ 23,192,733 $ 5,926,709 $ 243,267,866 $ 7,615,956 $ 246,457,113 $ 6,651,736 $ $ 222,300,160 $ $ $ 3,328,534 128 964,220 24,156,953 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2010 ADOPTED 410 ENTERPRISE TECHNOLOGY 100 GENERAL OPERATING NON RECURRING NON PROJECT All Functions 681 TELECOMMUNICATIONS OPERATING NON RECURRING NON PROJECT All Functions TOTAL DEPARTMENT 440 PLANNING AND DEVELOPMENT 226 PLANNING AND DEVELOPMENT FEES OPERATING NON RECURRING NON PROJECT All Functions 235 DEL WEBB OPERATING TOTAL DEPARTMENT $ $ $ 7,614,262 7,614,262 FY 2010 REVISED $ $ 15,900,559 1,102,305 17,002,864 24,617,126 $ $ $ 7,705,691 7,705,691 $ $ 2,753 7,708,444 $ $ $ 460 RESEARCH AND REPORTING 100 GENERAL OPERATING $ 470 NON DEPARTMENTAL 100 GENERAL OPERATING NON RECURRING NON PROJECT ADMIN BUILDING IMPROVEMENTS AVONDALE SHERIFF SUB COURTS AREA GENERAL CENTRAL COURT BLDG DRNGO ADMIN BLDG AND SHOPS DOWNTOWN JUSTICE CENTER EAST COURT INFR IMPROVEMENTS ENVIRONMENTAL PROJECTS EASTSIDE VETERINARY CENTER OLD COURT HOUSE BLDG IMPRVMTS PROGRAM FEES CODE COMPLIANCE RESERVE BUILDING SECURITY PROJECTS SEF RELOCATION TO PHOENIX LIFE SAFETY PROJECTS SE REG INFRASTRUC IMPRVMTS SECURITY CNTR INFR IMPROVEMENT GENERATOR SUPP SO DATA CTR SOUTHPORT ADULT PROBATION UA COOPERATIVE EXTENSION $ 360,444,251 173,936,446 93,612 161,269 1,225,800 155,268 207,756 166,004 875,000 425,250 200,000 400,000 500,000 500,000 540,624 2,366,419 72,360 369,500 $ $ 17,900,559 6,236,151 24,136,710 31,443,919 $ $ $ $ $ 6,892,486 289,000 7,181,486 (INC.)/DEC FROM REV. $ $ 15,972,983 3,923,139 19,896,122 27,077,608 $ $ $ $ $ $ 7,705,691 598,294 8,303,985 $ 7,799,774 431,000 8,230,774 $ $ 2,753 8,306,738 $ $ 1,636 $ 8,232,410 $ 391,970 $ 129 7,307,209 7,307,209 FY 2011 ADOPTED 391,970 $ $ 345,880,873 170,431,441 225,000 93,612 161,269 1,225,800 155,268 107,756 166,004 875,000 425,250 15,000 200,000 400,000 500,000 411,206 500,000 540,624 2,211,419 22,500 72,360 369,500 322,241 $ $ 414,723 (289,000) 125,723 1,927,576 2,313,012 4,240,588 4,366,311 (94,083) 167,294 73,211 1,117 74,328 69,729 $ 279,735,218 $ 66,145,655 314,514,777 (144,083,336) 225,000 93,612 161,269 1,225,800 155,268 107,756 166,004 875,000 425,250 15,000 200,000 400,000 500,000 411,206 500,000 540,624 2,211,419 22,500 72,360 369,500 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) 210 249 255 320 321 422 440 441 WEST COURT INFR IMPROVEMENTS All Functions WASTE MANAGEMENT NON RECURRING NON PROJECT NON DEPARTMENTAL GRANT OPERATING NON RECURRING NON PROJECT All Functions DETENTION OPERATIONS OPERATING NON RECURRING NON PROJECT DURANGO JAIL INFR IMPROVEMENTS ESTRELLA JAIL INFR IMPROVEMENT ENERGY MANAGEMENT STUDIES ENVIRONMENTAL PROJECTS LBJ COMPLEX PROGRAM FEES CODE COMPLIANCE RESERVE BUILDING SECURITY PROJECTS LIFE SAFETY PROJECTS SE JUVENILE INFR IMPROVEMENTS GENERATOR SUPP SO DATA CTR TOWERS JAIL INFR IMPROVEMENTS All Functions COUNTY IMPROVEMENT DEBT OPERATING NON RECURRING NON PROJECT All Functions COUNTY IMPROVEMENT DEBT 2 OPERATING INTERGOVERNMENTAL CAP PROJ NON RECURRING NON PROJECT CAVE CREEK TRANSFER STATION APS ES ESCO IMPROVEMENTS VISITOR CTRS AND AMPHITHEATERS VULTURE MOUNTAIN WHITE TANKS NATURE CTR All Functions FINANCING SERIES 2007 CENTRAL COURT BUILDING COURT TOWER All Functions FINANCING SERIES 2008 COURT TOWER FY 2010 ADOPTED 319,044 $ 542,958,603 $ $ $ FY 2010 REVISED 474,044 $ 525,563,926 504,483 $ 18,785,010 8,270,000 27,055,010 $ $ $ FY 2011 ADOPTED (INC.)/DEC FROM REV. 474,044 $ 594,249,995 $ (68,686,069) 504,483 $ 17,302,470 3,753,515 21,055,985 $ $ 474,133 $ 16,336,158 7,690,000 24,026,158 $ $ 52,580,133 45,502,677 2,846,317 1,371,128 250,000 200,000 95,400 200,000 200,000 300,000 500,000 131,541 846,377 $ 105,023,573 $ 52,580,133 43,234,216 2,846,317 1,371,128 250,000 200,000 95,400 200,000 200,000 300,000 500,000 131,541 202,500 846,377 $ 102,957,612 $ $ $ $ 11,297,930 11,297,930 $ $ 11,297,930 11,297,930 $ 9,762,550 11,649 9,774,199 $ 7,411,180 $ 7,411,180 $ 7,409,780 $ $ - $ 767,075 90,000 857,075 $ $ $ $ 900,000 $ 47,000,000 47,900,000 $ $ 66,088,797 130 $ 30,350 966,312 (3,936,485) (2,970,173) 17,326,108 $ 35,254,025 211,143,471 (167,909,255) 2,846,317 1,371,128 250,000 200,000 95,400 200,000 200,000 300,000 500,000 131,541 202,500 846,377 $ 228,469,579 $ (125,511,967) 90,000 $ 470,704 165,000 725,704 $ 632,638 48,269,919 48,902,557 $ - 17,683 50,000 165,000 232,683 $ $ $ $ 1,535,380 (11,649) 1,523,731 1,400 90,000 470,704 (17,683) (50,000) 493,021 $ - $ 12,752 $ 632,638 48,269,919 48,889,805 $ - $ - Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2010 ADOPTED 445 455 460 461 GENERAL FUND CTY IMPROV NON RECURRING NON PROJECT APS ES ESCO IMPROVEMENTS FIRST AVE JAIL DEMO PLAZA DSGN GRACE COURT I PURCHASE COURT TOWER LB CENT PLANT CHILLED WATER MARICOPA REGIONAL TRAIL SYSTEM PARKS SYSTEM MASTER PLAN PROJECT RESERVE SHERIFF CRIME LAB RELOCATION SANTA FE DEPOT REMODEL SAGUARO LAKE AID STATION SHERIFF HEADQUARTERS SECURITY BUILDING VISITOR CTRS AND AMPHITHEATERS VULTURE MOUNTAIN W COURT 2 3 4 FLOOR REMODEL All Functions DETENTION CAPITAL PROJECTS ESTRELLA CHILLED WATER CONV APS ES ESCO IMPROVEMENTS 4TH AVE SOLAR WATER HEATING SYSTEM LBJ SOLAR WATER HEATING SYSTEM MCSO TRANSPORTATION HUB TOWERS CHILLED WATER CONV All Functions TECHNOLOGY CAP IMPROVEMENT CONTACT CENTER SYSTEM COUNTY TELEPHONE SYSTEM INFRASTRUCTURE REFRESH PH II RADIO SYSTEM SHERIFF 911 CENTER EQUIPMENT All Functions DETENTION TECH CAP IMPROVEMENT CHS ELECTRONIC MEDICAL RECORD SYSTEM TOTAL DEPARTMENT $ $ FY 2010 REVISED FY 2011 ADOPTED 9,065,698 1,177,321 2,485,392 43,428 100,000 2,632,401 184,368 100,000 15,788,608 $ 55,571,841 100,000 250,000 64,818,878 176,499 2,485,392 100,000 150,000 68,931 500,000 2,632,401 100,000 3,888,794 $ 130,842,736 $ - $ 3,250,000 1,064,900 1,237,900 2,600,000 8,152,800 $ - $ - $ $ $ $ $ $ $ (INC.)/DEC FROM REV. 11,701,867 $ 43,869,974 5,020,710 (5,020,710) 8,331,712 (8,231,712) 250,000 138,067,103 (73,248,225) 176,499 850,000 1,635,392 31,657,923 (31,657,923) 3,533,297 (3,433,297) 3,822,106 (3,672,106) 68,931 500,000 2,669,424 (37,023) 100,000 2,784,519 1,104,275 $ 208,538,661 $ (77,695,925) $ $ 3,150,000 $ 100,000 10,607,196 (10,607,196) 989,900 75,000 1,142,900 95,000 52,139,825 (52,139,825) 1,900,000 700,000 69,929,821 $ (61,777,021) 2,102,550 $ (2,102,550) 16,453,320 (16,453,320) 500,000 (500,000) 28,828,943 (28,828,943) 8,250,000 (8,250,000) 56,134,813 $ (56,134,813) $ $ 824,885,259 $ - $ 5,718,000 $ 857,414,913 $ 1,204,970,574 $ (5,718,000) $ (347,555,661) 490 MANAGEMENT AND BUDGET 100 GENERAL OPERATING $ 3,186,167 $ 3,186,167 $ 3,311,167 $ (125,000) 520 PUBLIC DEFENDER 100 GENERAL OPERATING $ 34,713,248 $ 34,713,248 $ 34,439,124 $ 274,124 131 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2010 ADOPTED 209 233 262 540 100 209 263 550 100 209 560 100 570 100 PUBLIC DEFENDER TRAINING OPERATING NON RECURRING NON PROJECT All Functions PUBLIC DEFENDER GRANTS OPERATING PUBLIC DEFENDER FILL THE GAP OPERATING NON RECURRING NON PROJECT All Functions TOTAL DEPARTMENT LEGAL DEFENDER GENERAL OPERATING PUBLIC DEFENDER TRAINING OPERATING NON RECURRING NON PROJECT All Functions LEGAL DEFENDER FILL THE GAP OPERATING TOTAL DEPARTMENT LEGAL ADVOCATE GENERAL OPERATING PUBLIC DEFENDER TRAINING OPERATING NON RECURRING NON PROJECT All Functions TOTAL DEPARTMENT CONTRACT COUNSEL GENERAL OPERATING NON RECURRING NON PROJECT All Functions TOTAL DEPARTMENT JUVENILE DEFENDER GENERAL OPERATING $ FY 2010 REVISED $ $ 437,141 134,339 571,480 $ 342,187 $ $ $ 1,472,536 $ 158,064 1,630,600 $ 37,257,515 $ $ 9,855,901 $ $ $ 52,155 23,639 75,794 FY 2011 ADOPTED (INC.)/DEC FROM REV. $ $ 437,141 134,339 571,480 $ 366,854 $ 71,280 438,134 $ $ 451,695 $ 445,651 1,472,536 $ 158,064 1,630,600 $ 37,367,023 $ 955,476 $ 528,225 1,483,701 $ 36,806,610 $ 70,287 63,059 133,346 6,044 517,060 (370,161) 146,899 560,413 $ 9,855,901 $ 10,483,641 $ (627,740) $ $ 52,155 23,639 75,794 $ 52,155 49,013 101,168 $ (25,374) (25,374) $ $ 59,000 $ 9,990,695 $ 59,000 9,990,695 $ $ 59,000 $ 10,643,809 $ (653,114) $ 8,770,615 $ 8,770,615 $ 9,231,434 $ (460,819) $ 7,349 $ 5,151 12,500 $ 8,783,115 $ 7,349 $ 5,151 12,500 $ 8,783,115 $ 13,836 $ 23,562 37,398 $ 9,268,832 $ (6,487) (18,411) (24,898) (485,717) $ $ $ $ $ $ 14,353,929 14,353,929 14,353,929 $ $ $ $ 4,164,849 $ 132 26,853,929 26,853,929 26,853,929 $ $ $ 4,164,849 $ 21,191,305 4,380,269 25,571,574 25,571,574 $ $ $ $ 5,662,624 (4,380,269) 1,282,355 1,282,355 4,275,150 $ (110,301) Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2010 ADOPTED 730 MATERIALS MANAGEMENT 100 GENERAL OPERATING NON RECURRING NON PROJECT All Functions 673 REPROGRAPHICS OPERATING NON RECURRING NON PROJECT All Functions TOTAL DEPARTMENT 740 EQUIPMENT SERVICES 654 EQUIPMENT SERVICES OPERATING NON RECURRING NON PROJECT APS ES ESCO IMPROVEMENTS TOTAL DEPARTMENT 750 RISK MANAGEMENT 675 RISK MANAGEMENT OPERATING NON RECURRING NON PROJECT All Functions TOTAL DEPARTMENT 790 ANIMAL CARE AND CONTROL 100 GENERAL OPERATING 572 ANIMAL CONTROL LICENSE SHELTER OPERATING NON RECURRING NON PROJECT All Functions 573 ANIMAL CONTROL GRANTS OPERATING 574 ANIMAL CONTROL FIELD OPERATION OPERATING NON RECURRING NON PROJECT All Functions TOTAL DEPARTMENT 850 AIR QUALITY 503 AIR QUALITY GRANT OPERATING NON RECURRING NON PROJECT All Functions $ $ $ $ $ $ $ $ $ $ 1,884,254 1,884,254 $ 1,004,711 1,004,711 2,888,965 $ 13,192,006 233,300 13,425,306 $ 40,186,672 7,915 40,194,587 40,194,587 $ $ $ FY 2010 REVISED $ $ $ $ $ $ 257,903 $ $ $ 9,777,524 187,750 9,965,274 $ $ $ $ $ $ 1,978,254 148,000 2,126,254 FY 2011 ADOPTED $ $ 1,952,701 68,760 2,021,461 1,004,711 $ 32,372 1,037,083 $ 3,163,337 $ 806,795 806,795 2,828,256 $ 13,165,326 938,700 62,557 14,166,583 $ 15,892,006 265,998 16,158,004 40,186,672 7,915 40,194,587 40,194,587 $ $ $ $ $ $ 257,903 $ $ $ 2,726,680 (672,702) (62,557) 1,991,421 $ $ 3,042,281 7,915 3,050,196 3,050,196 257,903 $ - $ $ (155,705) 33,072 (122,633) 1,526,983 $ 1,572,785 $ (45,802) 3,309,443 246,378 3,555,821 15,388,797 $ 3,295,702 225,000 3,520,702 15,522,113 $ 13,741 21,378 35,119 (133,316) 4,025,385 173,787 4,199,172 $ 4,107,047 4,107,047 $ $ 1,572,785 $ 3,295,702 225,000 3,520,702 15,316,664 $ 4,025,385 4,025,385 $ 133 $ $ $ $ $ 37,144,391 37,144,391 37,144,391 $ 25,553 79,240 104,793 197,916 32,372 230,288 335,081 9,965,290 205,433 10,170,723 9,809,585 238,505 10,048,090 $ $ (INC.)/DEC FROM REV. $ $ $ $ $ $ (81,662) 173,787 92,125 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2010 ADOPTED 504 AIR QUALITY FEES OPERATING NON RECURRING NON PROJECT All Functions TOTAL DEPARTMENT 860 PUBLIC HEALTH 100 GENERAL OPERATING 265 PUBLIC HEALTH FEES OPERATING NON RECURRING NON PROJECT All Functions 532 PUBLIC HEALTH GRANTS OPERATING NON RECURRING NON PROJECT All Functions TOTAL DEPARTMENT 880 ENVIRONMENTAL SERVICES 100 GENERAL OPERATING NON RECURRING NON PROJECT All Functions 505 ENVIRONMENTAL SERVICES GRANT OPERATING NON RECURRING NON PROJECT All Functions 506 ENVIRONMTL SVCS ENV HEALTH OPERATING NON RECURRING NON PROJECT All Functions TOTAL DEPARTMENT 910 PUBLIC WORKS 100 GENERAL OPERATING NON RECURRING NON PROJECT COURTS AREA GENERAL CENTRAL COURT BLDG DURANGO PARKING GARAGE EAST COURT INFR IMPROVEMENTS ENERGY MANAGEMENT STUDIES ENVIRONMENTAL PROJECTS GLENDALE REG DAY REPORTING OLD COURT HOUSE BLDG IMPRVMTS $ FY 2010 REVISED $ $ $ 15,722,207 2,608,000 18,330,207 22,355,592 $ $ $ $ $ $ $ $ $ $ $ $ 12,812,844 738,000 13,550,844 17,657,891 $ $ 2,909,363 1,870,000 4,779,363 4,871,488 10,787,840 $ 10,787,840 $ 10,787,840 $ - 6,609,352 156,436 6,765,788 $ 6,609,352 221,436 6,830,788 $ 29,482,665 29,482,665 47,036,293 $ 51,055,175 13,295 51,068,470 68,687,098 $ 3,350,072 70,000 3,420,072 $ 3,350,072 70,000 3,420,072 $ $ $ $ $ 902,000 $ 902,000 $ $ $ $ $ 18,053,147 1,271,501 19,324,648 23,646,720 11,340,005 - 134 $ $ $ $ $ (INC.)/DEC FROM REV. 15,722,207 2,608,000 18,330,207 22,529,379 $ $ FY 2011 ADOPTED $ $ $ 4,860,460 325,679 5,186,139 $ $ $ 38,522,849 $ 38,522,849 $ 54,496,828 $ $ $ 3,790,840 88,000 3,878,840 902,000 $ 2,500 904,500 $ 765,000 765,000 $ 18,053,147 1,338,967 19,392,114 23,716,686 11,340,005 653,452 - $ $ $ $ 18,143,675 4,117,687 22,261,362 26,905,202 $ $ $ $ $ 1,748,892 (104,243) 1,644,649 12,532,326 13,295 12,545,621 14,190,270 (440,768) (18,000) (458,768) 137,000 2,500 139,500 (90,528) (2,778,720) (2,869,248) (3,188,516) 44,514,611 $ (33,174,606) (8,341,906) 8,995,358 307,377 (307,377) 3,450,000 (3,450,000) 450,000 (450,000) 488,232 (488,232) 400,000 (400,000) 100,000 (100,000) 85,000 (85,000) 327,660 (327,660) Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2010 ADOPTED 223 232 234 255 PROGRAM FEES CODE COMPLIANCE RESERVE BUILDING SECURITY PROJECTS LIFE SAFETY PROJECTS SE REG INFRASTRUC IMPRVMTS SECURITY CNTR INFR IMPROVEMENT SHERIFF WAREHOUSE WEST COURT INFR IMPROVEMENTS All Functions TRANSPORTATION GRANTS NON RECURRING NON PROJECT TRANSPORTATION OPERATIONS OPERATING NON-RECURRING All Functions TRANSPORTATION CAPITAL PROJECT MAG ALCP PROJECTS COUNTY ARTERIALS BRIDGE PRESERVATION DUST MITIGATION APS ES ESCO IMPROVEMENTS INTELLIGENT TRANS SYST ITS PAVEMENT PRESERVATION PARTNERSHIP SUPPORT RIGHT-OF-WAY SAFETY PROJECTS TRANSPORTATION ADMINISTRATION TRAFFIC IMPROVEMENTS TRANSPORTATION PLANNING All Functions DETENTION OPERATIONS OPERATING NON RECURRING NON PROJECT JUVENILE DETENTION BLDG DURANGO JAIL INFR IMPROVEMENTS ESTRELLA JAIL INFR IMPROVEMENT ENERGY MANAGEMENT STUDIES ENVIRONMENTAL PROJECTS 4th AVE JAIL MAINTENANCE LBJ COMPLEX PROGRAM FEES CODE COMPLIANCE RESERVE BUILDING SECURITY PROJECTS SE SUBSTATION LIFE SAFETY PROJECTS GENERATOR SUPP SO DATA CTR SE JUVENILE INFR IMPROVEMENTS $ 11,340,005 $ $ $ $ $ $ FY 2010 REVISED $ 755,000 $ 60,847,714 35,544,286 96,392,000 35,030,000 8,280,000 2,513,000 6,050,000 1,470,000 5,270,000 1,530,000 585,000 530,000 15,960,537 6,879,500 1,630,000 85,728,037 2,645,658 - 135 $ $ $ $ $ 11,993,457 FY 2011 (INC.)/DEC ADOPTED FROM REV. 600,000 (600,000) 200,000 (200,000) 400,000 (400,000) 400,000 (400,000) 100,000 (100,000) 1,081,259 (1,081,259) 416,000 (416,000) 597,378 (597,378) $ 45,575,611 $ (33,582,154) 782,290 $ 60,847,714 35,567,886 96,415,600 15,585,000 12,455,000 2,513,000 9,351,000 1,470,000 23,676,436 4,160,564 585,000 1,060,000 3,010,537 9,731,500 2,130,000 85,728,037 2,645,658 - $ $ $ $ $ 573,971 $ 60,745,610 37,582,426 98,328,036 $ $ 208,319 102,104 (2,014,540) (1,912,436) 33,505,000 $ (17,920,000) 23,485,000 (11,030,000) 6,335,000 (3,822,000) 4,035,000 5,316,000 924,518 (924,518) 2,390,000 (920,000) 6,260,000 17,416,436 3,981,000 179,564 350,000 235,000 1,660,000 (600,000) 7,491,000 (4,480,463) 6,826,000 2,905,500 1,630,000 500,000 98,872,518 $ (13,144,481) 27,086,421 $ (24,440,763) (6,940,763) 6,940,763 277,085 (277,085) 300,981 (300,981) 1,535,066 (1,535,066) 250,000 (250,000) 100,000 (100,000) 674,495 (674,495) 2,261,602 (2,261,602) 400,000 (400,000) 150,000 (150,000) 500,000 (500,000) 377,730 (377,730) 400,000 (400,000) 50,000 (50,000) 536,742 (536,742) Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2010 ADOPTED 290 580 581 900 988 SHERIFF PROPERTY & EVIDENCE SHERIFF TRAINING ACADEMY All Functions WASTE TIRE OPERATING SOLID WASTE MANAGEMENT OPERATING NON RECURRING NON PROJECT All Functions SOLID WASTE GRANTS NON RECURRING NON PROJECT ELIMINATIONS NON RECURRING NON PROJECT PUBLIC WORKS FLOOD CONTROL OPERATING TOTAL DEPARTMENT $ 2,645,658 FY 2011 (INC.)/DEC ADOPTED FROM REV. 41,149 (41,149) 57,041 (57,041) $ 28,057,549 $ (25,411,891) 5,173,154 $ 5,173,154 $ 4,816,896 2,008,369 5,629,000 7,637,369 $ $ $ 2,008,369 5,648,250 7,656,619 2,008,369 $ 5,716,000 7,724,369 $ $ 190,000 $ 190,000 $ $ (35,544,286) $ $ 2,645,658 $ $ $ $ 35,718,850 $ 210,035,787 FY 2010 REVISED $ (35,544,286) $ $ 35,718,850 $ 210,759,379 - $ 356,258 (67,750) (67,750) $ 190,000 (36,798,426) $ 1,254,140 $ 35,509,839 $ 209,011 $ 282,660,363 $ (71,900,984) TOTAL APPOINTED $ 1,862,700,864 $ 1,967,347,035 $ 2,326,917,682 ELIMINATIONS $ (404,854,368) $ (462,847,876) $ (758,899,247) $ 296,051,371 TOTAL MARICOPA COUNTY $ 2,136,275,386 $ 2,207,358,047 $ 2,264,280,816 $ (56,922,769) 136 $ (359,570,647) Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Fund Type/Department ALL FUNDS JUDICIAL 110 - ADULT PROBATION 240 - JUSTICE COURTS 270 - JUVENILE PROBATION 800 - SUPERIOR COURT FY 2008-09 ACTUAL $ 81,011,317 23,316,214 59,685,385 83,333,109 SUBTOTAL $ 247,346,025 ELECTED 010 - BOARD OF SUPERVISORS DIST 1 $ 359,151 020 - BOARD OF SUPERVISORS DIST 2 357,929 030 - BOARD OF SUPERVISORS DIST 3 335,828 040 - BOARD OF SUPERVISORS DIST 4 329,045 050 - BOARD OF SUPERVISORS DIST 5 364,575 120 - ASSESSOR 23,434,702 140 - CALL CENTER 1,582,965 160 - CLERK OF THE SUPERIOR COURT 36,164,302 190 - COUNTY ATTORNEY 80,417,741 210 - ELECTIONS 21,368,877 250 - CONSTABLES 2,241,533 280 - COUNTY ATTORNEY CIVIL 10,895,651 360 - RECORDER 7,959,430 370 - EDUCATION SERVICES 3,963,941 430 - TREASURER 2,909,867 500 - SHERIFF 292,594,777 SUBTOTAL $ 485,280,314 FY 2009-10 ADOPTED FY 2009-10 REVISED MARICOPA COUNTY REV VS ADPT VARIANCE % FY 2010-11 ADOPTED $ 77,795,119 22,312,640 59,759,426 77,366,596 $ 237,233,781 $ 80,604,033 $ 24,385,464 59,578,925 79,931,753 $ 244,500,175 $ 76,990,658 $ 76,887,621 22,436,398 24,093,150 53,734,253 59,243,390 74,633,883 87,914,574 227,795,192 $ 248,138,735 3,716,412 292,314 335,535 (7,982,821) $ (3,638,560) 4.6% 1.2% 0.6% -10.0% -1.5% $ $ 346,338 $ 346,428 $ 346,063 346,428 340,618 346,428 334,351 346,428 341,641 346,428 22,398,575 23,117,643 (301,100) 1,355,184 1,363,590 37,639,510 42,115,174 (4,791,613) 3,341,597 72,372,780 72,335,787 12,045,903 23,082,320 (7,366,657) 2,240,829 2,702,337 (259,355) 7,006,901 3,610,224 4,129,353 5,411,364 6,643,930 (685,515) 4,496,342 6,888,975 (1,251,330) 3,261,390 4,170,110 (544,003) 263,868,755 260,361,416 14,139,749 433,806,544 $ 448,123,646 $ 6,411,126 0.0% 0.0% 0.0% 0.0% 0.0% -1.3% 0.0% -12.8% 4.4% -46.9% -10.6% 53.4% -11.5% -22.2% -15.0% 5.2% 1.4% 346,428 346,428 346,428 346,428 346,428 22,816,543 1,363,590 37,121,066 78,583,546 8,296,821 2,403,317 10,012,600 5,958,415 4,352,604 2,923,215 274,316,347 $ 449,880,204 346,428 346,428 346,428 346,428 346,428 22,816,543 1,363,590 37,323,561 75,677,384 15,715,663 2,442,982 7,739,577 5,958,415 5,637,645 3,626,107 274,501,165 $ 454,534,772 APPOINTED 060 - CLERK OF THE BOARD $ 677,131 $ 1,346,191 $ 1,278,008 150 - EMERGENCY MANAGEMENT 1,534,579 1,506,348 1,556,348 180 - FINANCE 3,675,966 3,282,573 3,363,503 200 - COUNTY MANAGER 4,129,840 13,052,483 16,807,927 220 - HUMAN SERVICES 47,477,386 64,841,184 83,821,963 230 - INTERNAL AUDIT 1,813,200 1,553,494 1,553,494 260 - CORRECTIONAL HEALTH 52,551,941 51,897,353 51,908,126 290 - MEDICAL EXAMINER 7,425,375 6,878,047 6,903,047 300 - PARKS AND RECREATION 10,451,607 8,411,938 8,772,517 130,559,074 146,605,320 146,605,320 310 - WORKFORCE MGT AND DEVELOPMEN 320 - SPECIAL LITIGATION 2,135,828 2,135,828 330 - GENERAL COUNSEL 294,562 5,205,817 5,205,817 340 - PUBLIC FIDUCIARY 2,554,398 2,477,439 2,477,439 390 - HEALTH CARE PROGRAMS 236,179,390 243,267,866 246,457,113 410 - ENTERPRISE TECHNOLOGY 30,017,283 24,617,126 31,443,919 440 - PLANNING AND DEVELOPMENT 12,748,312 8,372,058 8,306,738 460 - RESEARCH AND REPORTING 310,422 391,970 391,970 470 - NON DEPARTMENTAL 497,187,937 770,635,896 802,289,344 490 - MANAGEMENT AND BUDGET 3,322,587 3,186,167 3,186,167 520 - PUBLIC DEFENDER 37,307,271 37,832,952 37,367,023 540 - LEGAL DEFENDER 9,929,351 10,156,015 9,990,695 550 - LEGAL ADVOCATE 8,815,140 8,922,860 8,783,115 560 - CONTRACT COUNSEL 25,933,157 14,383,635 26,853,929 570 - JUVENILE DEFENDER 4,281,036 4,233,251 4,164,849 730 - MATERIALS MANAGEMENT 2,908,879 2,888,965 3,163,337 740 - EQUIPMENT SERVICES 14,892,243 13,425,306 16,158,004 750 - RISK MANAGEMENT 28,725,879 40,194,587 40,194,587 790 - ANIMAL CARE AND CONTROL 14,080,006 15,316,664 15,388,797 850 - AIR QUALITY 22,616,353 22,355,592 22,529,379 860 - PUBLIC HEALTH 45,413,797 47,036,293 68,687,098 880 - ENVIRONMENTAL SERVICES 23,477,034 23,646,720 23,716,686 910 - PUBLIC WORKS 228,561,033 264,285,150 265,884,948 SUBTOTAL $1,509,852,169 $1,864,343,088 $1,967,347,035 ELIMINATIONS 980 - ELIMINATIONS COUNTY FY 2009-10 FORECAST $ $ $ 711,428 1,386,496 3,303,469 15,931,565 66,537,632 1,538,535 51,845,671 6,718,724 7,353,147 135,145,643 1,671,613 4,533,729 2,332,304 160,793,521 26,662,506 7,669,284 376,077 490,987,423 2,897,894 35,504,677 9,772,502 8,773,395 26,359,730 4,155,025 2,749,245 13,454,190 39,748,408 14,229,741 18,444,984 52,189,093 21,740,960 236,167,119 $ 1,471,685,730 $ 1,243,944 1,622,791 3,248,204 7,242,398 69,224,443 1,572,354 64,745,987 6,811,438 8,229,107 148,480,266 1,995,953 5,879,933 2,459,102 222,300,160 27,077,608 8,232,410 322,241 1,204,970,574 3,311,167 36,806,610 10,643,809 9,268,832 25,571,574 4,275,150 2,828,256 14,166,583 37,144,391 15,522,113 17,657,891 54,496,828 26,905,202 282,660,363 $2,326,917,682 $ $ 34,064 (66,443) 115,299 9,565,529 14,597,520 (18,860) (12,837,861) 91,609 543,410 (1,874,946) 139,875 (674,116) 18,337 24,156,953 4,366,311 74,328 69,729 (402,681,230) (125,000) 560,413 (653,114) (485,717) 1,282,355 (110,301) 335,081 1,991,421 3,050,196 (133,316) 4,871,488 14,190,270 (3,188,516) (16,775,415) $(359,570,647) $ (521,634,679) $ (404,854,368) $ (462,847,876) $ (451,442,298) $ (758,899,247) $ 296,051,371 SUBTOTAL $ (521,634,679) $ (404,854,368) $ (462,847,876) $ (451,442,298) $ (758,899,247) $ 296,051,371 $1,720,843,829 $2,146,602,705 $2,203,534,106 137 $ 1,681,845,168 $2,264,280,816 $ (60,746,710) 2.7% -4.3% 3.4% 56.9% 17.4% -1.2% -24.7% 1.3% 6.2% -1.3% 6.5% -12.9% 0.7% 9.8% 13.9% 0.9% 17.8% -50.2% -3.9% 1.5% -6.5% -5.5% 4.8% -2.6% 10.6% 12.3% 7.6% -0.9% 21.6% 20.7% -13.4% -6.3% -18.3% -64.0% -64.0% -2.8% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Fund Type/Department (continued) GENERAL FUND JUDICIAL 110 - ADULT PROBATION 240 - JUSTICE COURTS 270 - JUVENILE PROBATION 800 - SUPERIOR COURT FY 2008-09 ACTUAL $ 60,879,522 13,510,394 16,303,531 68,041,347 SUBTOTAL $ 158,734,794 ELECTED 010 - BOARD OF SUPERVISORS DIST 1 $ 359,151 020 - BOARD OF SUPERVISORS DIST 2 357,929 030 - BOARD OF SUPERVISORS DIST 3 335,828 040 - BOARD OF SUPERVISORS DIST 4 329,045 050 - BOARD OF SUPERVISORS DIST 5 364,575 120 - ASSESSOR 23,434,702 140 - CALL CENTER 1,582,965 160 - CLERK OF THE SUPERIOR COURT 27,225,268 190 - COUNTY ATTORNEY 62,783,066 210 - ELECTIONS 19,693,484 250 - CONSTABLES 2,241,533 280 - COUNTY ATTORNEY CIVIL 10,895,651 360 - RECORDER 1,914,543 370 - EDUCATION SERVICES 1,727,261 430 - TREASURER 2,909,867 500 - SHERIFF 73,572,282 SUBTOTAL $ 229,727,150 FY 2009-10 ADOPTED FY 2009-10 REVISED FY 2009-10 FORECAST FY 2010-11 ADOPTED $ 58,854,159 14,488,923 16,449,965 62,531,673 $ 152,324,720 $ 58,104,159 14,488,923 15,699,965 64,071,085 $ 152,364,132 $ 57,739,033 14,151,430 14,428,793 60,475,763 $ 146,795,019 $ $ $ $ $ 346,428 346,428 346,428 346,428 346,428 22,816,543 1,363,590 26,286,706 59,936,928 8,212,297 2,403,317 10,012,600 2,095,117 2,035,900 2,618,874 65,809,414 $ 205,323,426 346,428 346,428 346,428 346,428 346,428 22,816,543 1,363,590 26,286,706 56,599,487 12,912,297 2,442,982 7,739,577 2,095,117 2,413,954 3,321,766 62,407,303 $ 202,131,462 346,338 346,063 340,618 334,351 341,641 22,398,575 1,355,184 28,328,984 56,080,994 11,999,999 2,240,829 7,006,901 1,916,531 1,988,081 3,159,958 60,921,067 $ 199,106,114 57,739,033 14,353,098 16,124,198 71,111,106 $ 160,067,592 REV VS ADPT VARIANCE % $ 365,126 135,825 (424,233) (7,040,021) $ (7,703,460) 1% 0.9% -2.7% -11.0% -5.1% 346,428 $ 346,428 346,428 346,428 346,428 23,117,643 (301,100) 1,363,590 30,185,299 (3,898,593) 56,599,487 20,300,000 (7,387,703) 2,702,337 (259,355) 3,610,224 4,129,353 2,095,117 2,298,381 115,573 3,865,769 (544,003) 61,380,923 1,026,380 $ 209,250,910 $ (7,119,448) 0.0% 0.0% 0.0% 0.0% 0.0% -1.3% 0.0% -14.8% 0.0% -57.2% -10.6% 53.4% 0.0% 4.8% -16.4% 1.6% -3.5% APPOINTED 060 - CLERK OF THE BOARD $ 677,131 $ 1,346,191 $ 1,278,008 150 - EMERGENCY MANAGEMENT 203,830 173,881 173,881 180 - FINANCE 3,675,966 3,282,573 3,363,503 200 - COUNTY MANAGER 2,295,290 2,434,692 2,434,692 220 - HUMAN SERVICES 2,277,615 2,313,610 2,313,610 230 - INTERNAL AUDIT 1,813,200 1,553,494 1,553,494 260 - CORRECTIONAL HEALTH 3,423,355 3,049,876 3,049,876 290 - MEDICAL EXAMINER 7,324,788 6,659,432 6,684,432 300 - PARKS AND RECREATION 1,162,942 694,615 694,615 310 - WORKFORCE MGT AND DEVELOPME 5,278,687 3,049,142 3,049,142 320 - SPECIAL LITIGATION 2,135,828 2,135,828 330 - GENERAL COUNSEL 294,562 5,205,817 5,205,817 340 - PUBLIC FIDUCIARY 2,554,398 2,477,439 2,477,439 390 - HEALTH CARE PROGRAMS 228,564,167 237,341,157 238,841,157 410 - ENTERPRISE TECHNOLOGY 10,003,694 7,614,262 7,307,209 460 - RESEARCH AND REPORTING 310,422 391,970 391,970 470 - NON DEPARTMENTAL 396,967,864 513,150,003 495,081,620 490 - MANAGEMENT AND BUDGET 3,322,587 3,186,167 3,186,167 520 - PUBLIC DEFENDER 34,999,994 35,288,685 34,713,248 540 - LEGAL DEFENDER 9,804,822 10,021,221 9,855,901 550 - LEGAL ADVOCATE 8,807,993 8,910,360 8,770,615 560 - CONTRACT COUNSEL 25,933,157 14,383,635 26,853,929 570 - JUVENILE DEFENDER 4,281,036 4,233,251 4,164,849 730 - MATERIALS MANAGEMENT 1,912,699 1,884,254 2,126,254 790 - ANIMAL CARE AND CONTROL 301,247 257,903 257,903 860 - PUBLIC HEALTH 11,213,677 10,787,840 10,787,840 880 - ENVIRONMENTAL SERVICES 3,484,645 3,420,072 3,420,072 910 - PUBLIC WORKS 36,234,786 41,148,605 42,475,763 SUBTOTAL $ 807,124,554 $ 926,395,975 $ 922,648,834 711,428 $ 1,243,944 $ 34,064 2.7% 169,851 173,881 0.0% 3,303,469 3,248,204 115,299 3.4% 2,350,221 5,131,362 (2,696,670) -110.8% 2,313,610 2,063,610 250,000 10.8% 1,538,535 1,572,354 (18,860) -1.2% 3,039,593 3,071,763 (21,887) -0.7% 6,500,109 6,757,790 (73,358) -1.1% 692,572 693,436 1,179 0.2% 2,947,135 2,923,840 125,302 4.1% 1,671,613 1,995,953 139,875 6.5% 4,533,729 5,879,933 (674,116) -12.9% 2,332,304 2,459,102 18,337 0.7% 155,359,074 215,648,424 23,192,733 9.7% 6,908,271 7,181,486 125,723 1.7% 376,077 322,241 69,729 17.8% 355,590,387 594,249,995 (99,168,375) -20.0% 2,897,894 3,311,167 (125,000) -3.9% 33,719,065 34,439,124 274,124 0.8% 9,677,281 10,483,641 (627,740) -6.4% 8,763,895 9,231,434 (460,819) -5.3% 26,359,730 25,571,574 1,282,355 4.8% 4,155,025 4,275,150 (110,301) -2.6% 1,901,311 2,021,461 104,793 4.9% 257,903 257,903 0.0% 9,697,671 10,787,840 0.0% 3,273,345 3,878,840 (458,768) -13.4% 43,757,887 45,575,611 (3,099,848) -7.3% $ 694,798,985 $1,004,451,063 $ (81,802,229) -8.9% MARICOPA COUNTY $1,040,700,118 $1,195,586,498 $1,284,044,121 $1,277,144,428 138 $ $1,373,769,565 $ (96,625,137) -7.6% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Fund Type/Department (continued) SPECIAL REVENUE JUDICIAL 110 - ADULT PROBATION 240 - JUSTICE COURTS 270 - JUVENILE PROBATION 800 - SUPERIOR COURT FY 2008-09 ACTUAL $ 20,131,795 9,805,820 43,381,854 15,291,762 SUBTOTAL $ 88,611,231 FY 2009-10 ADOPTED FY 2009-10 REVISED FY 2009-10 FORECAST $ 18,940,960 7,823,717 43,309,461 14,834,923 $ 84,909,061 $ 22,499,874 9,896,541 43,878,960 15,860,668 $ 92,136,043 $ 19,251,625 8,284,968 39,305,460 14,158,120 $ 81,000,173 ELECTED 160 - CLERK OF THE SUPERIOR COURT $ 8,939,034 $ 10,834,360 $ 11,036,855 $ 9,310,526 190 - COUNTY ATTORNEY 17,634,675 18,646,618 19,077,897 16,291,786 210 - ELECTIONS 1,675,393 84,524 2,803,366 45,904 360 - RECORDER 6,044,887 3,863,298 3,863,298 3,494,833 370 - EDUCATION SERVICES 2,236,680 2,316,704 3,223,691 2,508,261 430 - TREASURER 304,341 304,341 101,432 500 - SHERIFF 219,022,495 208,506,933 212,093,862 202,947,688 SUBTOTAL $ 255,553,164 $ 244,556,778 $ 252,403,310 $ 234,700,430 APPOINTED 150 - EMERGENCY MANAGEMENT $ 1,330,749 $ 1,332,467 $ 1,382,467 $ 1,216,645 200 - COUNTY MANAGER 1,834,550 10,617,791 14,373,235 13,581,344 220 - HUMAN SERVICES 45,199,771 62,527,574 81,508,353 64,224,022 260 - CORRECTIONAL HEALTH 49,128,586 48,847,477 48,858,250 48,806,078 290 - MEDICAL EXAMINER 100,587 218,615 218,615 218,615 300 - PARKS AND RECREATION 9,361,178 7,788,856 8,149,435 6,732,108 390 - HEALTH CARE PROGRAMS 7,615,223 5,926,709 7,615,956 5,434,447 440 - PLANNING AND DEVELOPMENT 12,748,312 8,372,058 8,306,738 7,669,284 470 - NON DEPARTMENTAL 1,851,223 108,142,303 99,874,817 7,085,703 520 - PUBLIC DEFENDER 2,307,277 2,544,267 2,653,775 1,785,612 540 - LEGAL DEFENDER 124,529 134,794 134,794 95,221 550 - LEGAL ADVOCATE 7,147 12,500 12,500 9,500 790 - ANIMAL CARE AND CONTROL 13,778,759 15,058,761 15,130,894 13,971,838 850 - AIR QUALITY 22,616,353 22,355,592 22,529,379 18,444,984 860 - PUBLIC HEALTH 34,200,120 36,248,453 57,899,258 42,491,422 880 - ENVIRONMENTAL SERVICES 19,992,389 20,226,648 20,296,614 18,467,615 910 - PUBLIC WORKS 166,985,792 172,952,794 173,225,434 159,417,251 SUBTOTAL $ 389,182,545 $ 523,307,659 $ 562,170,514 $ 409,651,689 MARICOPA COUNTY FY 2010-11 ADOPTED $ $ $ 18,408,431 9,740,052 43,119,192 16,803,468 88,071,143 11,929,875 15,736,300 2,782,320 4,548,813 4,590,594 304,341 198,980,493 $ 238,872,736 REV VS ADPT VARIANCE % $ 4,091,443 156,489 759,768 (942,800) 4,064,900 18.2% 1.6% 1.7% -5.9% 4.4% (893,020) 3,341,597 21,046 (685,515) (1,366,903) 13,113,369 $ 13,530,574 -8.1% 17.5% 0.8% -17.7% -42.4% 0.0% 6.2% 5.4% $ $ $ 1,448,910 $ (66,443) -4.8% 2,111,036 12,262,199 85.3% 67,160,833 14,347,520 17.6% 61,674,224 (12,815,974) -26.2% 53,648 164,967 75.5% 7,618,531 530,904 6.5% 6,651,736 964,220 12.7% 8,232,410 74,328 0.9% 252,969,870 (153,095,053) -153.3% 2,367,486 286,289 10.8% 160,168 (25,374) -18.8% 37,398 (24,898) -199.2% 15,264,210 (133,316) -0.9% 17,657,891 4,871,488 21.6% 43,708,988 14,190,270 24.5% 23,026,362 (2,729,748) -13.4% 175,010,660 (1,785,226) -1.0% $ 685,154,361 $ (122,983,847) -21.9% $ 733,346,940 $ 852,773,498 $ 906,709,867 $ 725,352,292 $ 1,012,098,240 $ (105,388,373) 139 -11.6% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Fund Type/Department (continued) DEBT SERVICE APPOINTED 470 - NON DEPARTMENTAL MARICOPA COUNTY CAPITAL PROJECTS APPOINTED 470 - NON DEPARTMENTAL 910 - PUBLIC WORKS MARICOPA COUNTY FY 2008-09 ACTUAL FY 2009-10 ADOPTED FY 2009-10 REVISED FY 2009-10 FORECAST FY 2010-11 ADOPTED REV VS ADPT VARIANCE % $ 22,693,328 $ 18,709,110 $ 18,709,110 $ 18,709,110 $ 17,183,979 SUBTOTAL $ 22,693,328 $ 18,709,110 $ 18,709,110 $ 18,709,110 $ 17,183,979 $ $ 1,525,131 1,525,131 8.2% 8.2% $ 22,693,328 $ 18,709,110 $ 18,709,110 $ 18,709,110 $ 17,183,979 $ 1,525,131 8.2% FY 2008-09 ACTUAL FY 2009-10 ADOPTED FY 2009-10 REVISED FY 2009-10 FORECAST FY 2010-11 ADOPTED REV VS ADPT VARIANCE % $ 75,675,522 65,039,371 SUBTOTAL $ 140,714,893 $ 130,634,480 85,728,037 $ 216,362,517 $ 188,623,797 85,728,037 $ 274,351,834 $ 109,602,223 68,536,267 $ 178,138,490 $ 340,566,730 98,872,518 $ 439,439,248 $(151,942,933) -80.6% (13,144,481) -15.3% $(165,087,414) -60.2% $ 140,714,893 $ 216,362,517 $ 274,351,834 $ 178,138,490 $ 439,439,248 $(165,087,414) -60.2% FY 2008-09 INTERNAL SERVICE ACTUAL APPOINTED 310 - WORKFORCE MGT AND DEVELOPMENT $ 125,280,387 410 - ENTERPRISE TECHNOLOGY 20,013,589 730 - MATERIALS MANAGEMENT 996,180 740 - EQUIPMENT SERVICES 14,892,243 750 - RISK MANAGEMENT 28,725,879 SUBTOTAL $ 189,908,278 FY 2009-10 ADOPTED FY 2009-10 REVISED FY 2009-10 FORECAST FY 2010-11 ADOPTED $ 143,556,178 17,002,864 1,004,711 13,425,306 40,194,587 $ 215,183,646 $ 143,556,178 24,136,710 1,037,083 16,158,004 40,194,587 $ 225,082,562 $ 132,198,508 19,754,235 847,934 13,454,190 39,748,408 $ 206,003,275 $ 145,556,426 19,896,122 806,795 14,166,583 37,144,391 $ 217,570,317 $ (2,000,248) 4,240,588 230,288 1,991,421 3,050,196 $ 7,512,245 MARICOPA COUNTY $ 189,908,278 $ 215,183,646 $ 225,082,562 $ 206,003,275 $ 217,570,317 $ FY 2008-09 ACTUAL FY 2009-10 ADOPTED FY 2009-10 REVISED FY 2009-10 FORECAST FY 2010-11 ADOPTED ELIMINATIONS APPOINTED 300 - PARKS AND RECREATION 910 - PUBLIC WORKS ELIMINATIONS 980 - ELIMINATIONS COUNTY MARICOPA COUNTY $ REV VS ADPT VARIANCE % 7,512,245 -1.4% 17.6% 22.2% 12.3% 7.6% 3.3% 3.3% REV VS ADPT VARIANCE % (72,513) $ (71,533) $ (71,533) $ (71,533) $ (82,860) $ (39,698,916) (35,544,286) (35,544,286) (35,544,286) (36,798,426) SUBTOTAL $ (39,771,429) $ (35,615,819) $ (35,615,819) $ (35,615,819) $ (36,881,286) $ 11,327 1,254,140 1,265,467 -15.8% -3.5% -3.6% $(521,634,679) $(404,854,368) $(462,847,876) $(451,442,298) $(758,899,247) $296,051,371 SUBTOTAL $(521,634,679) $(404,854,368) $(462,847,876) $(451,442,298) $(758,899,247) $296,051,371 -64.0% -64.0% $(561,406,108) $(440,470,187) $(498,463,695) $(487,058,117) $(795,780,533) $297,316,838 -59.6% 140 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Department and Fund Type SPECIAL REVENUE GENERAL JUDICIAL 110 - ADULT PROBATION 240 - JUSTICE COURTS 270 - JUVENILE PROBATION 800 - SUPERIOR COURT $ 58,479,190 $ 14,353,098 16,124,198 71,111,106 $ 160,067,592 $ SUBTOTAL DEBT SERVICE FUND TYPE: CAPITAL INTERNAL PROJECTS SERVICE SUBTOTAL ELIMINATIONS TOTAL 18,408,431 $ 9,740,052 43,119,192 16,803,468 88,071,143 $ - $ - $ - $ - $ - $ 76,887,621 $ 24,093,150 59,243,390 87,914,574 - $ 248,138,735 $ - $ 76,887,621 24,093,150 59,243,390 87,914,574 - $ 248,138,735 ELECTED 010 - BOARD OF SUPERVISORS DIST 1 $ 346,428 $ - $ 020 - BOARD OF SUPERVISORS DIST 2 346,428 030 - BOARD OF SUPERVISORS DIST 3 346,428 040 - BOARD OF SUPERVISORS DIST 4 346,428 050 - BOARD OF SUPERVISORS DIST 5 346,428 120 - ASSESSOR 23,117,643 140 - CALL CENTER 1,363,590 160 - CLERK OF THE SUPERIOR COURT 30,185,299 11,929,875 190 - COUNTY ATTORNEY 56,599,487 15,736,300 210 - ELECTIONS 20,300,000 2,782,320 250 - CONSTABLES 2,702,337 280 - COUNTY ATTORNEY CIVIL 3,610,224 360 - RECORDER 2,095,117 4,548,813 370 - EDUCATION SERVICES 2,298,381 4,590,594 430 - TREASURER 3,865,769 304,341 500 - SHERIFF 61,380,923 198,980,493 SUBTOTAL $ 209,250,910 $ 238,872,736 $ - $ - $ - $ - $ - - APPOINTED 060 - CLERK OF THE BOARD $ 1,243,944 $ - $ 150 - EMERGENCY MANAGEMENT 173,881 1,448,910 180 - FINANCE 3,248,204 200 - COUNTY MANAGER 5,131,362 2,111,036 220 - HUMAN SERVICES 2,063,610 67,160,833 230 - INTERNAL AUDIT 1,572,354 260 - CORRECTIONAL HEALTH 3,071,763 61,674,224 290 - MEDICAL EXAMINER 6,757,790 53,648 300 - PARKS AND RECREATION 693,436 7,618,531 310 - WORKFORCE MGT AND DEVELOP 2,923,840 320 - SPECIAL LITIGATION 1,995,953 330 - GENERAL LITIGATION 5,879,933 340 - PUBLIC FIDUCIARY 2,459,102 350 - EMPLOYEE HEALTH INITIATIVES 390 - HEALTH CARE PROGRAMS 215,648,424 6,651,736 410 - ENTERPRISE TECHNOLOGY 7,181,486 440 - PLANNING AND DEVELOPMENT 8,232,410 460 - RESEARCH AND REPORTING 322,241 470 - NON DEPARTMENTAL 594,249,995 252,969,870 490 - MANAGEMENT AND BUDGET 3,311,167 520 - PUBLIC DEFENDER 34,439,124 2,367,486 540 - LEGAL DEFENDER 10,483,641 160,168 550 - LEGAL ADVOCATE 9,231,434 37,398 560 - CONTRACT COUNSEL 25,571,574 570 - JUVENILE DEFENDER 4,275,150 730 - MATERIALS MANAGEMENT 2,021,461 740 - EQUIPMENT SERVICES 750 - RISK MANAGEMENT 790 - ANIMAL CARE AND CONTROL 257,903 15,264,210 850 - AIR QUALITY 17,657,891 860 - PUBLIC HEALTH 10,787,840 43,708,988 880 - ENVIRONMENTAL SERVICES 3,878,840 23,026,362 910 - PUBLIC WORKS 45,575,611 175,010,660 SUBTOTAL $ 1,004,451,063 $ 685,154,361 $ 980 - ELIMINATIONS COUNTY MARICOPA COUNTY $ - $ $ 1,373,769,565 - $ $ 1,012,098,240 $ - $ - $ 145,556,426 19,896,122 17,183,979 340,566,730 806,795 14,166,583 37,144,391 98,872,518 17,183,979 $ 439,439,248 $ 217,570,317 - $ 17,183,979 - $ $ 439,439,248 141 $ 346,428 $ 346,428 346,428 346,428 346,428 23,117,643 1,363,590 42,115,174 72,335,787 23,082,320 2,702,337 3,610,224 6,643,930 6,888,975 4,170,110 260,361,416 $ 448,123,646 $ $ 1,243,944 $ 1,622,791 3,248,204 7,242,398 69,224,443 1,572,354 64,745,987 6,811,438 8,311,967 148,480,266 1,995,953 5,879,933 2,459,102 222,300,160 27,077,608 8,232,410 322,241 1,204,970,574 3,311,167 36,806,610 10,643,809 9,268,832 25,571,574 4,275,150 2,828,256 14,166,583 37,144,391 15,522,113 17,657,891 54,496,828 26,905,202 319,458,789 $ 2,363,798,968 $ - $ $ 217,570,317 - $ 3,060,061,349 $ 346,428 346,428 346,428 346,428 346,428 23,117,643 1,363,590 42,115,174 72,335,787 23,082,320 2,702,337 3,610,224 6,643,930 6,888,975 4,170,110 260,361,416 $ 448,123,646 - $ 1,243,944 1,622,791 3,248,204 7,242,398 69,224,443 1,572,354 64,745,987 6,811,438 (82,860) 8,229,107 148,480,266 1,995,953 5,879,933 2,459,102 222,300,160 27,077,608 8,232,410 322,241 1,204,970,574 3,311,167 36,806,610 10,643,809 9,268,832 25,571,574 4,275,150 2,828,256 14,166,583 37,144,391 15,522,113 17,657,891 54,496,828 26,905,202 (36,798,426) 282,660,363 (36,881,286) $ 2,326,917,682 $ (758,899,247) $ (758,899,247) $ (795,780,533) $ 2,264,280,816 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Category and Fund Type REV VS ADPT FY 2008-09 FY 2009-10 FY 2009-10 FY 2009-10 FY 2010-11 ALL FUNDS ACTUAL ADOPTED REVISED FORECAST ADOPTED VARIANCE % PERSONAL SERVICES 0701 - REGULAR PAY $ 634,166,206 $ 630,587,579 $ 638,643,893 $ 612,831,126 $ 634,932,507 $ 3,711,386 0.6% 0705 - TEMPORARY PAY 4,119,608 4,267,028 4,455,733 4,027,509 5,380,832 (925,099) 0.0% 0710 - OVERTIME 7,038,485 9,238,315 9,859,214 6,583,097 7,493,149 2,366,065 0.0% 0750 - FRINGE BENEFITS 221,780,560 217,718,947 218,611,978 210,736,757 235,459,128 (16,847,150) -7.7% 0790 - OTHER PERSOAL SERVICES 11,157,026 13,684,725 15,307,489 9,768,979 10,027,677 5,279,812 0.0% 0795 - PERSONNEL SERVICES ALLOC-OUT (86,065,661) (90,944,566) (92,611,315) (88,685,596) (101,401,468) 8,790,153 -9.5% 0796 - PERSONNEL SERVICES ALLOC-IN 85,430,395 87,155,663 91,363,312 87,012,838 96,913,544 (5,550,232) -6.1% -0.4% SUBTOTAL $ 877,626,619 $ 871,707,691 $ 885,630,304 $ 842,274,710 $ 888,805,369 $ (3,175,065) SUPPLIES 0801 - GENERAL SUPPLIES $ 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN SUBTOTAL $ 43,326,729 $ 6,619,369 6,742,603 4,953,546 (3,281,206) 3,178,064 61,539,105 $ 34,046,844 $ 7,234,964 5,613,889 1,769,294 (3,463,891) 3,335,119 48,536,219 $ 35,690,382 $ 8,189,497 5,664,686 4,234,284 (3,480,736) 3,391,964 53,690,077 $ 33,723,505 $ 6,734,622 6,156,562 3,309,484 (3,118,323) 3,271,925 50,077,775 $ SERVICES 0809 - DAMAGES PAID $ 6,128 $ - $ - $ - $ 0810 - LEGAL SERVICES 51,008,874 39,469,211 57,074,146 54,821,034 0811 - HEALTH CARE SERVICES 29,642,628 52,673,068 59,165,190 46,766,548 0812 - OTHER SERVICES 151,624,449 438,103,039 436,131,396 178,573,665 0820 - RENT AND OPERATING LEASES 18,952,613 16,469,129 17,995,293 18,011,393 0825 - REPAIRS AND MAINTENANCE 54,618,347 67,139,778 67,718,836 57,941,918 0830 - INTERGOVERNMENTAL PAYMENTS 261,812,180 295,413,141 298,429,121 200,340,658 0841 - TRAVEL 4,270,817 4,382,766 4,832,277 4,425,858 0842 - EDUCATION AND TRAINING 2,949,444 4,462,858 4,981,703 3,535,835 0843 - POSTAGE/FREIGHT/SHIPPING 5,400,574 4,156,399 4,222,053 5,012,260 0845 - SUPPORT AND CARE OF PERSONS 1,308,038 1,719,306 2,078,308 1,143,600 0850 - UTILITIES 31,168,546 32,761,608 32,880,382 33,039,947 0872 - SERVICES-ALLOCATION OUT (16,309,639) (23,174,467) (23,093,605) (13,496,515) 0873 - SERVICES-ALLOCATION IN 16,324,576 22,548,331 22,962,410 22,259,493 SUBTOTAL $ 612,777,575 $ 956,124,167 $ 985,377,510 $ 612,375,694 $ 33,704,861 $ 7,183,182 6,256,026 7,934,473 (3,788,674) 3,722,552 55,012,420 $ 1,985,521 1,006,315 (591,340) (3,700,189) 307,938 (330,588) (1,322,343) 5.6% 0.0% -10.4% -87.4% -8.8% -9.7% -2.5% 112,868,026 $ (55,793,880) 43,116,082 16,049,108 300,154,746 135,976,650 17,051,819 943,474 67,159,316 559,520 262,742,874 35,686,247 4,410,705 421,572 5,649,058 (667,355) 5,326,707 (1,104,654) 1,329,106 749,202 36,857,278 (3,976,896) (24,060,023) 966,418 24,060,046 (1,097,636) 856,665,740 $ 128,711,770 -97.8% 27.1% 31.2% 0.0% 0.8% 12.0% 0.0% -13.4% -26.2% 36.0% -12.1% -4.2% -4.8% 13.1% CAPITAL 0910 - LAND $ 3,616,735 $ 17,146,000 $ 2,146,000 $ 2,097,965 $ 10,650,000 $ (8,504,000) -396.3% 0915 - BUILDINGS AND IMPROVEMENTS 59,224,051 122,671,385 134,784,559 57,595,201 271,948,865 (137,164,306) -101.8% 0920 - CAPITAL EQUIPMENT 6,249,437 4,663,852 8,523,587 5,930,214 33,826,398 (25,302,811) -296.9% 0930 - VEHICLES & CONSTRUCTION EQUIP 8,326,904 7,576,380 8,021,539 5,884,870 15,361,539 (7,340,000) -91.5% 0940 - INFRASTRUCTURE 48,860,677 52,131,000 67,131,000 48,398,327 93,931,870 (26,800,870) -39.9% 0950 - DEBT SERVICE 42,622,738 51,967,288 58,302,067 57,225,460 38,076,789 20,225,278 0.0% 0955 - CAPITAL-ALLOCATION OUT (431,803) (773,600) (779,200) (1,185,138) (1,034,062) 254,862 -32.7% 0956 - CAPITAL-ALLOCATION IN 431,792 701,063 706,663 1,170,090 1,035,888 (329,225) -46.6% 0.0% SUBTOTAL $ 168,900,531 $ 256,083,368 $ 278,836,215 $ 177,116,989 $ 463,797,287 $ (184,961,072) ALL EXPENDITURES $ 1,720,843,830 $ 2,132,451,445 $ 2,203,534,106 $ 1,681,845,168 $ 2,264,280,816 $ (60,746,710) -2.8% TOTAL USES $ 1,720,843,829 $ 2,132,451,445 $ 2,203,534,106 $ 1,681,845,168 $ 2,264,280,816 $ (60,746,710) -2.8% 142 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Category and Fund Type (continued) FY 2008-09 FY 2009-10 FY 2009-10 FY 2009-10 FY 2010-11 REV VS ADPT GENERAL FUND ACTUAL ADOPTED REVISED FORECAST ADOPTED VARIANCE % PERSONAL SERVICES 0701 - REGULAR PAY $ 356,907,643 $ 342,367,072 $ 340,918,928 $ 336,459,413 $ 348,762,595 $ (7,843,667) -2.3% 0705 - TEMPORARY PAY 3,256,215 2,677,880 2,930,914 2,929,844 3,951,597 (1,020,683) 0.0% 0710 - OVERTIME 2,502,029 2,344,559 2,357,818 1,963,292 2,907,207 (549,389) 0.0% 0750 - FRINGE BENEFITS 122,064,539 114,943,600 113,809,143 113,132,014 126,168,269 (12,359,126) -10.9% 0790 - OTHER PERSONNEL SERVICES 3,892,015 7,504,514 8,378,306 3,861,583 3,948,531 4,429,775 0.0% 0795 - PERSONNEL SERVICES ALLOC-OUT (57,800,759) (60,291,190) (60,351,694) (59,258,062) (65,310,267) 4,958,573 -8.2% 0796 - PERSONNEL SERVICES ALLOC-IN 8,942,471 9,185,976 9,185,976 10,225,636 11,601,047 (2,415,071) -26.3% -3.5% SUBTOTAL $ 439,764,153 $ 418,732,411 $ 417,229,391 $ 409,313,720 $ 432,028,979 $ (14,799,588) SUPPLIES 0801 - GENERAL SUPPLIES $ 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN SUBTOTAL $ 11,610,591 $ 693,623 3,508,214 886,772 (1,352,972) 244,496 15,590,724 $ 9,308,933 $ 822,376 2,750,269 303,141 (1,390,773) 267,921 12,061,867 $ 8,260,891 $ 822,376 2,751,974 333,515 (1,390,773) 267,921 11,045,904 $ 7,482,751 $ 585,166 2,958,516 224,378 (1,384,384) 201,972 10,068,399 $ SERVICES 0809 - DAMAGES PAID $ 6,128 $ - $ - $ - $ 0810 - LEGAL SERVICES 41,663,047 28,580,134 46,116,769 43,667,069 0811 - HEALTH CARE SERVICES 2,741,325 6,972,773 7,035,762 4,640,261 0812 - OTHER SERVICES 48,452,793 208,775,512 188,489,489 52,434,168 0820 - RENT AND OPERATING LEASES 9,427,649 7,312,363 8,066,392 7,891,206 0825 - REPAIRS AND MAINTENANCE 20,708,836 26,817,016 26,883,304 20,920,069 0830 - INTERGOVERNMENTAL PAYMENTS 228,071,286 257,464,053 257,464,053 170,765,558 0839 - INTERNAL SERVICE CHARGES 23,294,368 21,008,304 20,302,031 21,109,562 0841 - TRAVEL 1,651,867 1,611,545 1,613,762 1,588,997 0842 - EDUCATION AND TRAINING 1,794,118 2,475,484 2,529,482 1,854,552 0843 - POSTAGE/FREIGHT/SHIPPING 4,388,818 2,990,705 3,141,738 3,981,139 0845 - SUPPORT AND CARE OF PERSONS 523,745 637,674 637,674 430,575 0850 - UTILITIES 9,002,661 10,607,684 10,606,952 10,678,586 0872 - SERVICES-ALLOCATION OUT (7,294,417) (10,847,104) (10,785,912) (3,815,941) 0873 - SERVICES-ALLOCATION IN 5,893,190 9,896,208 9,896,208 9,781,138 SUBTOTAL $ 390,325,414 $ 574,302,351 $ 571,997,704 $ 345,926,939 $ CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ 1,020,134 $ 1,210,601 3,325,777 15,656,659 (404,456) 3,417 20,812,132 $ 50,000 $ 15,000 2,000,000 28,104,129 (579,099) 10,288 29,600,318 $ 50,000 $ 1,220,365 2,000,000 34,316,373 (579,099) 10,288 37,017,927 $ ALL EXPENDITURES $ 866,492,423 $ 1,034,696,947 $ 1,037,290,926 OTHER FINANCING USES 0880 - TRANSFERS OUT $ 329,094,075 ALL OTHER FINANCING USES $ 329,094,075 $ 235,546,704 $ 235,546,704 $ 239,853,502 $ 239,853,502 119,276 $ 85,981 2,000,000 33,865,844 (516,270) 27,557 35,582,388 $ 7,777,174 $ 930,680 3,119,842 3,104,645 (1,884,348) 211,380 13,259,373 $ 483,717 (108,304) (367,868) (2,771,130) 493,575 56,541 (2,213,469) 5.9% 0.0% -13.4% -830.9% -35.5% 21.1% -20.0% 103,064,518 $ (56,947,749) 3,232,172 3,803,590 111,625,527 76,863,962 7,817,664 248,728 26,789,306 93,998 240,245,086 17,218,967 19,278,805 1,023,226 1,767,957 (154,195) 2,365,492 163,990 4,274,933 (1,133,195) 605,549 32,125 14,315,155 (3,708,203) (10,999,556) 213,644 10,166,335 (270,127) 534,548,943 $ 37,448,761 -123.5% 54.1% 40.8% 0.0% 0.3% 6.7% 5.0% 0.0% 6.5% -36.1% 5.0% -35.0% -2.0% -2.7% 6.5% 25,000 $ 25,000 0.0% 958,675 261,690 21.4% 5,810,568 (3,810,568) -190.5% 16,758,099 17,558,274 0.0% (864,000) 284,901 -49.2% 121,755 (111,467) -1083.5% 22,810,097 $ 14,207,830 0.0% $ 800,891,446 $ 1,002,647,392 $ 239,808,672 $ 239,808,672 $ 34,643,534 $ 371,122,173 $ (131,268,671) $ 371,122,173 $ (131,268,671) TOTAL USES $ 1,195,586,498 $ 1,270,243,651 $ 1,277,144,428 $ 1,040,700,118 $ 1,373,769,565 $ (96,625,137) 143 0.0% -54.7% -54.7% -7.6% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Category and Fund Type (continued) REV VS ADPT FY 2008-09 FY 2009-10 FY 2009-10 FY 2009-10 FY 2010-11 SPECIAL REVENUE ACTUAL ADOPTED REVISED FORECAST ADOPTED VARIANCE % PERSONAL SERVICES 0701 - REGULAR PAY $ 269,435,115 $ 280,303,695 $ 289,909,066 $ 269,033,685 $ 278,698,640 $ 11,210,426 3.9% 0705 - TEMPORARY PAY 831,902 1,589,148 1,524,819 1,070,593 1,361,229 163,590 0.0% 0710 - OVERTIME 4,332,295 6,751,514 7,359,154 4,457,268 4,444,000 2,915,154 0.0% 0750 - FRINGE BENEFITS 97,172,234 100,194,464 102,260,012 95,199,819 106,626,589 (4,366,577) -4.3% 0790 - OTHER PERSONNEL SERVICES 7,065,702 6,149,986 6,898,958 5,738,438 5,667,471 1,231,487 0.0% 0795 - PERSONNEL SERVICES ALLOC-OUT (27,498,817) (29,838,923) (31,127,154) (28,605,311) (35,204,944) 4,077,790 -13.1% 0796 - PERSONNEL SERVICES ALLOC-IN 71,145,496 72,308,037 76,197,671 71,158,249 79,215,751 (3,018,080) -4.0% 2.7% SUBTOTAL $ 422,483,927 $ 437,457,921 $ 453,022,526 $ 418,052,741 $ 440,808,736 $ 12,213,790 SUPPLIES 0801 - GENERAL SUPPLIES $ 25,641,664 $ 21,440,973 $ 24,132,553 $ 21,995,254 $ 0802 - MEDICAL SUPPLIES 5,925,746 6,412,588 7,367,121 6,149,456 0803 - FUEL 3,206,167 3,786,987 3,836,079 3,160,852 0804 - NON-CAPITAL EQUIPMENT 3,161,488 1,428,378 3,862,994 2,505,531 0805 - SUPPLIES-ALLOCATION OUT (1,915,990) (2,051,440) (2,068,285) (1,716,301) 0806 - SUPPLIES-ALLOCATION IN 2,917,847 3,032,219 3,089,064 3,037,014 SUBTOTAL $ 38,936,922 $ 34,049,705 $ 40,219,526 $ 35,131,806 $ 1,766,879 1,114,619 740,683 (358,011) (175,959) (396,932) 2,691,279 7.3% 0.0% 19.3% -9.3% 8.5% -12.8% 6.7% SERVICES 0810 - LEGAL SERVICES $ 3,840,484 $ 2,368,078 $ 2,436,378 $ 2,621,534 $ 1,393,288 $ 1,043,090 0811 - HEALTH CARE SERVICES 18,370,982 16,233,468 23,604,937 18,218,693 17,185,800 6,419,137 0812 - OTHER SERVICES 61,305,732 175,116,236 187,181,184 74,111,984 132,152,322 55,028,862 0820 - RENT AND OPERATING LEASES 9,489,546 9,100,859 9,872,994 10,077,081 9,181,397 691,597 0825 - REPAIRS AND MAINTENANCE 31,660,165 37,834,097 38,346,867 33,346,990 37,693,343 653,524 0830 - INTERGOVERNMENTAL PAYMENTS 33,134,672 37,291,088 40,307,068 28,918,494 21,839,788 18,467,280 0839 - INTERNAL SERVICE CHARGES 23,911,744 20,341,185 21,089,544 20,344,612 19,850,109 1,239,435 0841 - TRAVEL 2,606,543 2,747,193 3,194,487 2,821,103 2,623,158 571,329 0842 - EDUCATION AND TRAINING 1,142,340 1,901,446 2,366,293 1,624,202 1,793,412 572,881 0843 - POSTAGE/FREIGHT/SHIPPING 991,385 1,117,846 1,032,467 988,365 1,032,873 (406) 0845 - SUPPORT AND CARE OF PERSONS 784,278 1,081,632 1,440,634 713,025 723,557 717,077 0850 - UTILITIES 13,774,502 14,766,821 14,886,327 14,818,112 14,992,103 (105,776) 0872 - SERVICES-ALLOCATION OUT (8,764,862) (11,276,225) (11,277,425) (8,365,077) (11,995,621) 718,196 0873 - SERVICES-ALLOCATION IN 10,148,426 11,478,118 11,909,254 11,110,469 12,755,122 (845,868) SUBTOTAL $ 202,395,937 $ 320,101,842 $ 346,391,009 $ 211,349,587 $ 261,220,651 $ 85,170,358 42.8% 27.2% 29.4% 0.0% 1.7% 45.8% 5.9% 0.0% 24.2% 0.0% 49.8% -0.7% -6.4% -7.1% 24.6% CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 509,042 $ 1,230,000 $ 1,950,000 $ 1,632,286 $ 0920 - CAPITAL EQUIPMENT 4,722,690 3,932,187 6,554,185 4,868,532 0930 - VEHICLES & CONSTRUCTION EQUIP 4,992,729 5,363,180 5,808,339 3,735,670 0940 - INFRASTRUCTURE 34,351 0950 - DEBT SERVICE 4,272,769 4,413,418 4,535,953 4,329,971 0955 - CAPITAL-ALLOCATION OUT (12,231) (190,208) (195,808) (165,244) 0956 - CAPITAL-ALLOCATION IN 287,673 510,268 515,868 492,735 SUBTOTAL $ 14,807,023 $ 15,258,845 $ 19,168,537 $ 14,893,951 $ ALL EXPENDITURES $ 678,623,809 $ 806,868,313 $ 858,801,598 $ 679,428,085 OTHER FINANCING USES 0880 - TRANSFERS OUT $ 54,723,131 ALL OTHER FINANCING USES $ 54,723,131 $ 45,554,395 $ 45,554,395 $ 47,908,269 $ 47,908,269 $ 45,924,207 $ 45,924,207 22,365,674 $ 6,252,502 3,095,396 4,221,005 (1,892,326) 3,485,996 37,528,247 $ 292,641 $ 2,433,454 9,308,771 40,000 3,783,650 (166,786) 785,400 16,477,130 $ 1,657,359 4,120,731 (3,500,432) (40,000) 752,303 (29,022) (269,532) 2,691,407 $ 756,034,764 $ 102,766,834 0.0% 62.9% -60.3% 0.0% 14.8% -52.2% 0.0% 0.0% $ 256,063,476 $ (208,155,207) -434.5% $ 256,063,476 $ (208,155,207) -434.5% TOTAL USES $ 733,346,940 $ 852,422,708 $ 906,709,867 $ 725,352,292 $ 1,012,098,240 $ (105,388,373) -11.6% 144 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Category and Fund Type (continued) DEBT SERVICE CAPITAL 0950 - DEBT SERVICE FY 2008-09 ACTUAL FY 2009-10 ADOPTED FY 2009-10 REVISED FY 2009-10 FORECAST REV VS ADPT VARIANCE % FY 2010-11 ADOPTED $ 22,693,328 $ 18,709,110 $ 18,709,110 $ 18,709,110 $ 17,172,330 SUBTOTAL $ 22,693,328 $ 18,709,110 $ 18,709,110 $ 18,709,110 $ 17,172,330 $ $ 1,536,780 1,536,780 8.2% 8.2% ALL EXPENDITURES $ 22,693,328 $ 18,709,110 $ 18,709,110 $ 18,709,110 $ 17,172,330 $ 1,536,780 0.0% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ - $ - $ - $ - $ - $ - $ - $ $ 11,649 11,649 $ $ TOTAL USES $ 22,693,328 $ 18,709,110 $ 18,709,110 $ 18,709,110 $ 17,183,979 $ FY 2008-09 FY 2009-10 FY 2009-10 FY 2009-10 CAPITAL PROJECTS ACTUAL ADOPTED REVISED FORECAST PERSONAL SERVICES 0790 - OTHER PERSONNEL SERVICES $ - $ - $ - $ 0796 - PERSONNEL SERVICES ALLOC-IN 3,870,642 3,440,934 3,440,934 3,438,311 3,438,311 SUBTOTAL $ 3,870,642 $ 3,440,934 $ 3,440,934 $ SUPPLIES 0801 - GENERAL SUPPLIES $ 0804 - NON-CAPITAL EQUIPMENT SUBTOTAL $ 604,463 $ 634,791 1,239,254 $ - $ - $ - SERVICES 0812 - OTHER SERVICES $ 10,672,966 $ 12,567,500 $ 12,567,500 0839 - INTERNAL SERVICE CHARGES 276,940 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 170 SUBTOTAL $ 10,950,076 $ 12,567,500 $ 12,567,500 CAPITAL 0910 - LAND $ 3,616,735 $ 17,146,000 0915 - BUILDINGS AND IMPROVEMENTS 57,694,875 121,391,385 0920 - CAPITAL EQUIPMENT 152,889 620,000 0940 - INFRASTRUCTURE 48,826,326 52,131,000 SUBTOTAL $ 110,290,825 $ 191,288,385 ALL EXPENDITURES $ 126,350,797 OTHER FINANCING USES 0880 - TRANSFERS OUT $ 14,364,096 ALL OTHER FINANCING USES $ 14,364,096 $ 207,296,819 $ $ $ $ FY 2010-11 ADOPTED $ $ 27,893 $ 572,877 600,770 $ 400,000 3,699,737 4,099,737 $ 1,525,131 8.2% REV VS ADPT VARIANCE % $ $ - $ 575,000 575,000 $ $ 12,320,934 $ 17,871,355 26,704 1,408,000 $ 12,347,638 $ 19,279,355 (11,649) (11,649) (400,000) (258,803) -7.5% (658,803) -19.1% (575,000) (575,000) (5,303,855) -42.2% (1,408,000) $ (6,711,855) -53.4% 2,146,000 $ 2,097,964 $ 10,650,000 132,784,559 55,593,639 271,568,667 620,000 27,660,000 67,131,000 48,398,327 93,891,870 $ 202,681,559 $ 106,089,930 $ 403,770,537 $ (8,504,000) (138,784,108) (27,040,000) (26,760,870) $(201,088,978) -396.3% -104.5% ###### -39.9% -99.2% $ 218,689,993 $(209,034,636) 0.0% 9,065,698 $ 55,661,841 9,065,698 $ 55,661,841 $ 122,476,649 $ 427,724,629 $ 55,661,841 $ 11,714,619 $ 43,947,222 $ 55,661,841 $ 11,714,619 $ 43,947,222 79.0% 79.0% TOTAL USES $ 140,714,893 $ 216,362,517 $ 274,351,834 $ 178,138,490 $ 439,439,248 $ (165,087,414) -60.2% 145 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Category and Fund Type (continued) FY 2008-09 FY 2009-10 FY 2009-10 FY 2009-10 FY 2010-11 REV VS ADPT INTERNAL SERVICE FUNDS ACTUAL ADOPTED REVISED FORECAST ADOPTED VARIANCE % PERSONAL SERVICES 0701 - REGULAR PAY $ 7,823,448 $ 7,916,812 $ 7,815,899 $ 7,338,028 $ 7,471,272 $ 344,627 4.4% 0705 - TEMPORARY PAY 31,491 27,072 68,006 (68,006) 0710 - OVERTIME 204,161 142,242 142,242 162,537 141,942 300 0.2% 0750 - FRINGE BENEFITS 2,543,787 2,580,883 2,542,823 2,404,924 2,664,270 (121,447) -4.8% 0790 - OTHER PERSONNEL SERVICES 199,309 30,225 30,225 168,958 11,675 18,550 61.4% 0795 - PERSONNEL SERVICES ALLOC-OUT (766,085) (814,453) (1,132,467) (822,223) (886,257) (246,210) 21.7% 0796 - PERSONNEL SERVICES ALLOC-IN 1,471,786 2,220,716 2,538,731 2,190,642 2,397,009 141,722 5.6% 69,536 0.6% SUBTOTAL $ 11,507,897 $ 12,076,425 $ 11,937,453 $ 11,469,938 $ 11,867,917 $ SUPPLIES 0801 - GENERAL SUPPLIES $ 5,470,011 $ 0803 - FUEL 7,360,009 0804 - NON-CAPITAL EQUIPMENT 270,495 0805 - SUPPLIES-ALLOCATION OUT (12,244) 0806 - SUPPLIES-ALLOCATION IN 15,721 SUBTOTAL $ 13,103,992 $ 3,296,938 $ 3,296,938 $ 4,217,607 $ 5,654,092 7,064,433 6,173,889 37,775 37,775 6,698 (21,678) (21,678) (17,638) 34,979 34,979 32,939 9,002,106 $ 10,412,447 $ 10,413,495 $ 3,562,013 $ 5,687,500 33,823 (12,000) 25,176 9,296,512 $ (265,075) 1,376,933 3,952 (9,678) 9,803 1,115,935 SERVICES 0810 - LEGAL SERVICES $ 5,505,343 $ 8,520,999 $ 8,520,999 $ 8,532,431 $ 8,410,220 $ 110,779 0811 - HEALTH CARE SERVICES 113,497,565 128,364,902 126,380,480 118,432,921 131,136,018 (4,755,538) 0812 - OTHER SERVICES 31,192,958 41,643,791 47,893,223 39,706,579 38,505,542 9,387,681 0820 - RENT AND OPERATING LEASES 35,418 55,907 55,907 43,106 52,758 3,149 0825 - REPAIRS AND MAINTENANCE 2,249,346 2,488,665 2,488,665 3,674,859 2,676,667 (188,002) 0830 - INTERGOVERNMENTAL PAYMENTS 606,222 658,000 658,000 656,606 658,000 0839 - INTERNAL SERVICE CHARGES 1,955,716 2,012,654 6,302,313 2,022,086 2,019,360 4,282,953 0841 - TRAVEL 12,407 24,028 24,028 15,758 19,590 4,438 0842 - EDUCATION AND TRAINING 12,986 85,928 85,928 57,081 82,154 3,774 0843 - POSTAGE/FREIGHT/SHIPPING 20,201 47,848 47,848 42,756 18,901 28,947 0845 - SUPPORT AND CARE OF PERSONS 15 0850 - UTILITIES 8,391,383 7,387,103 7,387,103 7,543,249 7,550,020 (162,917) 0872 - SERVICES-ALLOCATION OUT (250,360) (1,051,138) (1,030,268) (1,315,497) (1,064,846) 34,578 0873 - SERVICES-ALLOCATION IN 282,960 1,174,005 1,156,948 1,367,886 1,138,589 18,359 SUBTOTAL $ 163,512,160 $ 191,412,692 $ 199,971,174 $ 180,779,821 $ 191,202,973 $ 8,768,201 CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ - $ 163,257 8,398 (18) (15,116) 140,702 297,223 $ ALL EXPENDITURES $ 188,421,272 OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 1,487,006 1,487,006 - $ 96,665 213,200 740,631 (4,293) 180,507 1,226,710 $ - $ 129,037 213,200 740,631 (4,293) 180,507 1,259,082 $ 250,000 $ 975,701 149,200 320,535 (503,624) 649,798 1,841,610 $ $ 223,580,156 $ 204,504,864 $ 215,934,595 $ $ $ $ $ $ $ $ $ $ $ 1,502,406 1,502,406 1,498,411 1,498,411 1,635,722 1,635,722 TOTAL USES $ 189,908,278 $ 215,183,646 $ 225,082,562 $ 206,003,275 $ 217,570,317 $ 146 1.3% -3.8% 19.6% 5.6% -7.6% 0.0% 68.0% 18.5% 4.4% 60.5% -2.2% -3.4% 1.6% 4.4% 62,557 $ (62,557) 2,774,269 (2,645,232) -2050.0% 242,200 (29,000) -13.6% 362,710 377,921 51.0% (3,276) (1,017) 23.7% 128,733 51,774 28.7% 3,567,193 $ (2,308,111) -183.3% $ 213,717,933 1,465,713 1,465,713 -8.0% 19.5% 10.5% 44.6% 28.0% 10.7% 7,645,561 (133,316) (133,316) 7,512,245 3.4% -8.9% -8.9% 3.3% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Category and Fund Type (continued) ELIMINATIONS SUPPLIES 0803 - FUEL FY 2008-09 ACTUAL FY 2009-10 ADOPTED FY 2009-10 REVISED FY 2009-10 FORECAST FY 2010-11 ADOPTED REV VS ADPT VARIANCE % $ (7,331,787) $ (6,577,459) $ (7,987,800) $ (6,136,695) $ (5,646,712) $ (2,341,088) SUBTOTAL $ (7,331,787) $ (6,577,459) $ (7,987,800) $ (6,136,695) $ (5,646,712) $ (2,341,088) 29.3% 29.3% SERVICES 0811 - HEALTH CARE SERVICES $(104,967,244) $ (98,898,075) $ (97,855,989) $ (94,525,327) $(108,437,908) $ 10,581,919 -10.8% 0839 - INTERNAL SERVICE CHARGES (49,438,768) (43,362,143) (47,693,888) (43,502,964) (41,148,274) (6,545,614) 13.7% -2.8% SUBTOTAL $(154,406,012) $(142,260,218) $(145,549,877) $(138,028,291) $(149,586,182) $ 4,036,305 ALL EXPENDITURES $(161,737,799) $(148,837,677) $(153,537,677) $(144,164,986) $(155,232,894) $ 1,695,217 -1.1% OTHER FINANCING USES 0880 - TRANSFERS OUT $(399,668,309) $(291,632,510) $(344,926,018) $(342,893,131) $(640,547,639) $ 295,621,621 ALL OTHER FINANCING USES $(399,668,309) $(291,632,510) $(344,926,018) $(342,893,131) $(640,547,639) $ 295,621,621 -85.7% -85.7% TOTAL USES $ (561,406,108) $ (440,470,187) $ (498,463,695) $ (487,058,117) $ (795,780,533) $ 297,316,838 -59.6% 147 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Non-Departmental Expenditure Summary - Operating FY2009-10 Adopted Description FY2009-10 Revised FY2009-10 Forecast FY2010-11 Adopted REV VS ADPT VARIANCE % Operating General Fund (100) Contingency Unreserved Contingency $ Court Tower Maintenance and Operating Reserv 30,915,674 $ 18,265,901 $ - $ 11,000,000 11,000,000 - 29,560,809 $ (11,294,908) - 800,000 800,000 - - 800,000 Reserve for Criminal Justice Caseload 20,000,000 20,000,000 - - 20,000,000 Reserve for Non-Recurring Property Tax 15,000,000 15,000,000 - - 15,000,000 - 292,296 - - FMLA Post Employment Health Plan Payout Re Reserve for Treasurer $ 77,715,674 $ 65,358,197 $ - $ 29,560,809 $ - $ 444,400 $ ‐38.21% 11,000,000 292,296 35,797,388 121.10% Other Programs Air Quality Countywide Monitoring $ Anthem Sheriff Sub Station - $ 40,000 Board NW Regional Service Charges - $ 40,000 40,000 40,000 (444,400) ‐100.00% 0.00% 5,280 5,280 5,280 5,280 - 150,000 150,000 150,000 150,000 - County Single Audit 200,000 200,000 200,000 225,000 Countywide Emergency Issues Fund 100,000 100,000 - 100,000 Downtown Juror/Employee Shuttle 570,947 570,947 570,947 570,947 - 1,000,000 1,000,000 - - 1,000,000 90,000 Board of Equalization Funding for Reduction in Force Homeless Campus Security (25,000) - 90,000 90,000 90,000 - 2,965,312 2,965,312 2,965,312 2,965,312 - 150,000 150,000 128,000 144,725 5,275 174,201,714 174,201,714 174,201,714 176,466,336 25,000 25,000 - - Orthophotography Program 288,579 288,579 288,579 309,789 Property Tax Billin/Info. Statement Printing and 665,722 665,722 665,722 665,722 Human Resources System Operations Improvement District Allocation Jail Excise Tax, Maintenance of Effort Maricopa HMIS Project Real Estate Evaluation, Acquisition & Divestiture (2,264,622) - 100,000 100,000 100,000 100,000 - 1,000,000 1,000,000 1,000,000 - 10,000 10,000 10,000 - 10,000 6,000 6,000 6,000 6,400 (400) 24,168,400 22,668,400 19,014,600 28,600,000 (5,931,600) Stormwater Management 1,821,851 1,821,851 487,590 - Vehicle Replacement 2,000,000 2,000,000 2,000,000 2,000,000 375,000 375,000 375,000 500,000 Ryan White Counsel Background Checks Staff Development Training Room PC's State Contribution Workforce Development Peak Performers $ 209,933,805 $ 208,433,805 $ 202,298,744 $ 214,293,911 $ 0.00% 3.64% ‐1.28% 25,000 (21,210) 1,000,000 Relocations/New Facility Startup 0.00% 0.00% ‐11.11% 0.00% 0.00% ‐6.85% 0.00% 0.00% 0.00% ‐6.25% ‐20.74% 1,821,851 (125,000) (5,860,106) 0.00% ‐25.00% ‐2.73% Infrastructure/CIP Transfers Out $ - $ - $ 148 - $ 7,620,837 $ (7,620,837) ‐100.00% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Non-Departmental Expenditure Summary – Operating (continued) FY2009-10 Adopted Description FY2009-10 Revised FY2009-10 Forecast FY2010-11 Adopted REV VS ADPT VARIANCE % Central Service Costs Base-Level Internal Serivce Charges $ CGI Maintenance Program 17,849,668 $ 17,143,767 $ 17,104,445 $ 14,474,170 $ 140,458 140,458 139,698 140,458 2,669,597 - Email Subscription Program 60,000 60,000 47,664 - 60,000 Enterprise Software License 2,614,188 2,614,188 2,614,188 2,614,188 - 460,000 460,000 460,000 460,000 - HP Treasurer System Maintenance IT Infrastructure 11,700,000 11,700,000 11,700,000 1,200,000 10,500,000 IT Infrastructure Future Years 820,000 820,000 3,841,312 - 820,000 Lobbyist Contracts 460,000 460,000 460,000 503,726 44,000 44,000 44,000 - Ombudsman 0.00% 0.00% 875.00% ‐8.68% 44,000 80,000 80,000 80,000 80,000 $ 34,228,314 $ 33,522,413 $ 36,491,307 $ 19,472,542 $ 14,049,871 0.00% 72.15% $ 1,511,005 $ 1,511,005 $ - $ 1,511,005 $ - 0.00% 15.00% 16.67% 20.00% 41.67% 27.93% Sustainability Manager Technology Projects CAMA (43,726) 18.44% 0.00% - Debt Service/Capital Lease Admin Fee 23,000 $ 23,000 $ 23,000 $ 20,000 $ 3,000 Arbitrage $ 17,500 17,500 17,500 15,000 2,500 Bond Counsel 60,000 60,000 60,000 50,000 10,000 Financial Advisor 85,000 85,000 85,000 60,000 $ 185,500 $ 185,500 $ 185,500 $ 145,000 $ $ 70,011 $ 70,011 $ 70,082 $ 70,082 $ 25,000 40,500 Dues and Memberships Arizona Association of Counties Arizona Community Foundation 5,000 Arizona-Mexico Commission County Supervisors Association Govt. Finance Officers Assoc. Maricopa Association of Government Maricopa HMIS Project 5,000 5,000 5,000 (71) - 10,000 10,000 10,000 10,000 - 163,000 163,000 159,822 159,822 3,178 5,000 5,000 5,000 5,000 - 43,000 43,000 20,947 20,947 22,053 (25,000) ‐0.10% 0.00% 0.00% 1.99% 0.00% 105.28% ‐100.00% 0.00% - - - 25,000 45,000 45,000 45,000 45,000 - 4,000 4,000 - - 4,000 $ 345,011 $ 345,011 $ 315,851 $ 340,851 $ 4,160 1.22% $ 175,000 $ 175,000 $ 135,131 $ 175,000 $ - 0.00% $ 2,818,066 $ 2,818,066 $ 1,643,344 $ 3,000,000 $ $ 1,850,000 $ 1,850,000 $ 1,533,349 $ 1,850,000 $ National Association of Counties Reserve for Increases Taxes and Assessments City of Phx. Downtown Mun. Serv. Dist. Non‐Departmental Consultants Non-Departmental Consultants Tuition Reimbursement Tuition Reimbursement 149 (181,934) - ‐6.06% 0.00% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Non-Departmental Expenditure Summary – Operating (continued) FY2009-10 Adopted Description FY2009-10 Revised FY2009-10 Forecast FY2010-11 Adopted REV VS ADPT VARIANCE % Judgments Judgments $ 500,000 $ 500,000 $ 500,000 $ - $ 500,000 $ 1,143,276 $ 1,143,276 $ 1,143,276 $ 1,143,276 $ - 0.00% $ 230,000 $ 230,000 $ 230,000 $ 230,000 $ - 0.00% $ - $ - $ - $ 391,987 $ 316,072,273 $ 244,476,502 $ 279,735,218 $ 36,337,055 12.99% Non Profit Support Non Profit Support Cooperative Extension Cooperatve Extension Industrial Development Authority Industrial Development Authority Total General Fund $ 330,635,651 $ (391,987) ‐100.00% Non-Departmental Grants (249) Potential Fee Increases $ 18,785,010 $ 17,302,470 $ - $ 16,336,158 $ 966,312 5.92% $ 23,139,370 $ 22,433,469 $ - $ 16,307,103 $ 6,126,366 37.57% Detention Fund (255) Contingency Unreserved Contingency Juvenile Diversion Reserve 5,000,000 $ 5,000,000 - - 5,000,000 11,126,366 68.23% 28,139,370 $ 27,433,469 $ - $ 16,307,103 $ $ - $ 705,901 $ 4,870,087 $ 1,019,005 $ (313,104) $ - $ 705,901 $ 4,870,087 $ 1,019,005 $ (313,104) Total Detention Fund $ 28,139,370 $ 28,139,370 $ 4,870,087 $ 17,326,108 $ 10,813,262 37.50% $ 11,297,930 $ 11,297,930 $ 11,297,930 $ 9,762,550 $ 1,535,380 15.73% $ 7,411,180 $ 7,411,180 $ 7,411,180 $ 7,409,780 $ 1,400 0.02% 380,223,223 $ 268,055,699 $ 330,569,814 $ 49,653,409 15.02% Central Service Costs Base ISF ‐30.73% ‐30.73% County Improvement Debt Fund (320) Debt Service/Capital Lease County Improvement Debt Fund #2 (321) Debt Service/Capital Lease Total Operating All Funds $ 396,269,141 $ 150 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Non-Departmental Expenditure Summary - Non-Recurring FY2009-10 Adopted Description FY2009-10 Revised FY2009-10 Forecast FY2010-11 Adopted REV VS ADPT VARIANCE % Non Recurring General Fund (100) Contingency Unreserved Contingency $ Interest Contingency (Dependent on Earnings) 14,725,211 $ 3,547,874 $ - Capital Case Backlog - - - - $ - $ 14,725,211 $ 3,547,874 $ - $ $ 100,000 $ 100,000 $ - $ 17,785,437 $ (14,237,563) 7,000,000 $ (7,000,000) 5,500,000 30,285,437 $ (5,500,000) (26,737,563) ‐80.05% ‐100.00% ‐100.00% ‐88.29% Other Programs Adult Probation Grant Bridge Funding Air Quality Monitoring Equipment ASRS Contributions Not Withheld Call Center Temporary Staff CDBG Legal Costs Census PR Campaign City of Chandler Interim Emergency Services County Attorney Civil - Career Center Crime Prevention Grants Deputy Constable Downtown Utility Connection Graves V. Arpaio - $ 100,000 - - - 952,675 (952,675) 100,000 100,000 10,000 50,000 50,000 (100,000) - - - 100,000 500,000 500,000 25,000 - 500,000 - 12,914 12,914 - 12,914 75,000 75,000 75,000 - 75,000 693,186 693,186 - - 693,186 2,879,165 2,879,165 430,237 - 2,879,165 50,000 50,000 50,000 - 50,000 - 1,069,862 1,069,862 - 1,069,862 - 1,221,020 1,246,020 - 1,221,020 International Genomics Consortium 3,000,000 3,000,000 1,000,000 2,000,000 1,000,000 Influenza Response 4,000,000 4,000,000 100,000 400,000 3,600,000 Maricopa County Sports Authority - 40,000 40,000 - PC Replacement - - - 2,800,000 (2,800,000) 52,000,000 52,000,000 - 54,500,000 (2,500,000) Post Employment Health Plan Enhancement Program - 925,738 680,541 - Staffing Study - - - 500,000 (500,000) Vehicle Replacement - 44,830 - 3,782,568 (3,737,738) Pending Legal Settlements Vision System Maintenance - 273,174 273,174 - 850,000 850,000 118,000 - $ 64,247,351 $ 67,834,889 $ $ 21,299,990 $ 25,288,784 $ $ 2,122,183 $ 2,122,183 $ Workforce Development Peak Performers 5,130,748 $ 65,085,243 $ ‐100.00% 100.00% ‐100.00% 50.00% 900.00% 40,000 ‐100.00% ‐4.59% 925,738 ‐100.00% ‐98.81% 273,174 850,000 2,749,646 4.22% Infrastructure/CIP Transfers Out 25,288,784 $ 187,000,000 $ (161,711,216) ‐86.48% Technology Projects Assessor CAMA CGI Maintenance Program - 96,000 503,153 $ 87,583 1,627,447 $ - 494,736 Human Resource System 3,936,472 3,936,472 3,936,472 891,821 IT Infrastructure 7,903,024 7,903,024 7,903,024 11,933,840 MFRIS 2,000,000 2,000,000 2,000,000 2,000,000 - 231,000 231,000 215,000 - 231,000 16,192,679 $ 16,288,679 $ 14,645,232 $ Schools New Financial System $ 151 16,453,108 $ 30.40% 96,000 3,044,651 (4,030,816) (164,429) 341.40% ‐33.78% 0.00% ‐1.00% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Non-Departmental Expenditure Summary - Non-Recurring (continued) FY2009-10 Adopted Description FY2009-10 Revised FY2009-10 Forecast FY2010-11 Adopted REV VS ADPT VARIANCE % Debt Service/Cap Lease Capital Lease Payoff $ 12,690,989 $ 23,998,020 $ 23,998,020 $ 40,000,000 40,000,000 40,000,000 $ 63,998,020 $ 63,998,020 $ 63,998,020 $ 12,690,989 $ 51,307,031 404.28% $ 2,000,000 $ 2,000,000 $ 2,000,000 $ 3,000,000 $ (1,000,000) ‐33.33% $ 51,101 $ 51,101 $ 51,101 $ - $ - 11,307,031 89.09% 23,998,020 $ Transfer to Fund 445 40,000,000 Consultants Non-Departmental Consultants Non Profit Support Meth Project 51,101 Total General Fund $ 182,514,352 $ 179,009,347 $ 111,113,885 $ 314,514,777 $ (135,505,430) ‐43.08% Waste Management Fund (210) Total Waste Management Fund $ 30,350 6.40% 504,483 $ 504,483 $ 124,375 $ 474,133 $ $ 8,270,000 $ 3,753,515 $ - $ 7,690,000 $ (3,936,485) ‐51.19% $ 10,000,000 $ 5,820,190 $ - $ 10,000,000 $ (4,179,810) ‐41.80% ‐100.00% Non-Departmental Grants (249) Potential Expenditures from Fund Balance Detention Fund (255) Contingency Unreserved Contingency Interest Contingency (Dependent on Earnings) - Jail Population Reserve (Non-Recurring) - - 40,000,000 40,000,000 - $ 50,000,000 $ 45,820,190 $ - $ $ 2,600,000 12,600,000 $ (2,600,000) 40,000,000 33,220,190 263.65% Other Programs Internal Service Charges - $ - $ - $ Staffing Study - - - 500,000 (500,000) Vehicle Replacement - - - 467,623 (467,623) Post Emploment Health Plan Enhancement Program - $ - 218,800 83,378 - 924,968 551,556 489,391 - $ 924,968 $ 770,356 $ 572,769 $ $ - $ 2,065,961 $ $ 1,518,472 $ 1,518,472 $ Total Detention Fund $ 52,443,440 $ 50,174,979 $ Retherm Project - ‐100.00% ‐100.00% 218,800 551,556 (197,267) ‐20.39% - $ 197,323,710 $ (195,257,749) ‐98.95% 967,623 $ Infrastructure/CIP Transfers Out Debt Service/Cap Lease Capital Lease Payoff 1,518,472 $ 252,138 $ 1,266,334 2,091,241 $ 211,143,471 $ (160,968,492) 502.24% ‐76.24% Capital Iprovement Debt Fund (320) $ - $ - $ - $ 11,649 $ (11,649) ‐100.00% Intergovernmental Capital Projects (422) $ 857,075 $ 725,704 $ 435,962 $ 232,683 $ 493,021 211.89% Financing Series 2007 (440) $ 47,900,000 $ 48,902,557 $ 48,629,253 $ 12,752 $ 48,889,805 383389.31% Financing Series 2008 (441) $ 66,088,797 $ - $ - $ - $ - 152 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Non-Departmental Expenditure Summary - Non-Recurring (continued) FY2009-10 Adopted Description FY2009-10 Revised FY2009-10 Forecast FY2010-11 Adopted REV VS ADPT VARIANCE % (77,695,925) ‐37.26% 69,929,821 $ (61,777,021) ‐88.34% - $ 56,134,813 $ (56,134,813) ‐100.00% - $ 5,718,000 $ (5,718,000) ‐100.00% Total Non-Recurring Funds $ 374,366,755 $ 422,066,121 $ 222,931,724 $ 874,400,760 $ (452,334,639) ‐51.73% General Fund County Improvements (445) $ 15,788,608 $ 130,842,736 $ Detention Capital Projects (455) $ - $ 8,152,800 $ 970,000 $ Technology Capital Improvements (460) $ - $ - $ Detention Technology Capital Improvements (461) $ - $ - $ 153 59,567,008 $ 208,538,661 $ Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Economic Development, Non-profits and Agricultural Extension The Board of Supervisors annually awards funds in the budget to several non-profit community agencies that provide economic development and human services. The recommended allocations for FY 2011 are listed in the following schedule: Agency Supported Greater Phoenix Economic Council Southwest Valley Chamber of Commerce Wickenberg Chamber of Commerce Phoenix Chamber of Commerce Greater Phoenix Convention & Visitors Bureau Phoenix Regional Sports Commission East Valley Partnership Western Maricopa Enterprise Zone Collaboration for a New Century International Genomics Consortium* Unallocated Total Economic Development Funding FY 2009-10 Program Budget Economic Development Action Plan $ 644,776 Economic Development Action Plan 3,000 Economic Development Action Plan 3,000 Bid Source Program, APTAN 165,000 Convention & Tourism Destination Marketing 250,000 Enriching Our Community Through Sports 22,500 Williams Gateway Area Urban Land Institute Advisory Services Panel 15,000 Study Economic Development Support 15,000 Improving the standard of living for the community by working with 25,000 issues concerning children, housing, and health care To put Maricopa County in the forefront of the bio-industry 1,000,000 FY 2009-10 Actual $ 644,776 3,000 3,000 165,000 250,000 22,500 15,000 FY 2010-11 Budget $ 644,776 3,000 165,000 250,000 22,500 15,000 15,000 25,000 15,000 25,000 1,000,000 $ 2,143,276 $ 2,143,276 1,000,000 3,000 $ 2,143,276 $ $ $ $ $ $ *$5,000,000 was appropriated over 5 years, beginning in FY 2007-08, at $1,000,000 per year University of Arizona Cooperative Extension Maricopa County Cooperative Extension Total Agricultural Extension Funding 154 230,000 230,000 230,000 230,000 230,000 230,000 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Health Care Programs Summary FY 2009-10 Adopted Description FY 2009-10 Revised FY 2009-10 Forecast FY2010-11 Adopted REV TO ADPT VARIANCE % Operating General Fund State Healthcare Contributions: SMI Mental Health (Arnold v. Sarn ) $ General Mental Health Local Alcholism Reception Center (LARC) Subtotal Arnold v. Sarn IGA $ 37,603,330 $ 3,366,705 1,489,871 42,459,906 $ 37,603,330 $ 3,366,705 1,489,871 42,459,906 $ 37,606,830 $ 3,366,706 1,489,871 42,463,407 $ 39,483,497 $ 3,366,706 1,489,871 44,340,074 $ (1,880,167) (1) (1,880,168) -4.76% 0.00% 0.00% -4.24% AHCCCS Acute Care $ ALTCS Subtotal State Contribution $ 21,035,400 $ 164,638,800 185,674,200 $ 21,035,400 $ 164,638,800 185,674,200 $ 21,035,400 $ 164,638,800 185,674,200 $ 20,761,900 $ 164,735,500 185,497,400 $ 273,500 (96,700) 176,800 1.32% -0.06% 0.10% $ 900,000 $ 53,000 3,547,900 900,000 $ 55,000 3,547,896 3,000,000 7,502,896 $ 0.00% -3.64% 0.00% 4,500,900 $ 510,000 $ 55,000 3,547,896 2,000,000 6,112,896 $ (2,000) 4 $ 900,000 $ 53,000 3,547,900 1,500,000 6,000,900 $ (1,501,996) -20.02% County Residual Long Term Care $ 307,200 $ 307,200 $ 197,284 $ 307,200 $ - 0.00% Arnold v. Sarn Court Monitor $ 188,040 $ 188,040 $ 188,040 $ 188,040 $ - 0.00% Tuberculosis Services $ 500,000 $ 500,000 $ 350,000 $ 500,000 $ - 0.00% Litigation Support $ 3,684,538 $ 3,684,538 $ 1,849,873 $ 3,683,386 $ 1,152 0.03% MMCS Run Out Operations $ 26,373 $ 26,373 $ 25,487 $ 25,528 $ 845 3.31% Subtotal General Fund Operating $ 237,341,157 $ 238,841,157 $ 236,861,187 $ 242,044,524 $ (3,203,367) Non-Recurring General Fund Enhanced FMAP Savings: AHCCCS Acute Care $ ALTCS Subtotal General Fund Non-Recurring $ - $ - $ - $ - $ (4,271,119) $ (77,230,994) (81,502,113) $ - $ (26,396,100) (26,396,100) $ 26,396,100 -100.00% 26,396,100 -100.00% Total Operating & Non-Recurring $ 237,341,157 $ 238,841,157 $ 155,359,074 $ 215,648,424 $ 23,192,733 Other Mental Health: Mental Health Testimony Mental Health Orders Mental Health Residency Training SVP Commitment Payments 155 -1.32% 10.75% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Fund Transfers In $ FY 2010 ADOPTED 10,142,704 $ FY 2010 REVISED 12,102,118 $ FY 2010 FORECAST 10,150,284 $ FY 2011 ADOPTED 10,621,605 $ Operating Various Funds - Central Service Cost Alloc. (CSCA) 10,142,704 $ 10,142,704 10,028,577 $ 10,028,577 10,142,704 $ 10,142,704 10,621,605 10,621,605 $ - $ - 2,073,541 $ 7,580 2,065,961 7,580 $ 7,580 - - $ 174,318,247 $ 174,902,404 $ 174,821,351 $ 176,584,196 $ $ 174,318,247 $ - $ 174,322,247 $ 580,157 $ 174,318,247 $ 503,104 $ 176,584,196 - 226 PLANNING AND DEVELOPMENT FEES $ Operating $ Detention Operations (255) Vehicle Transfer $ Non-Recurring Public Health Grants (532) Vehicle Transfer Equipment Services (554) Vehicle Transfer Transportation Operations (232) Vehicle Transfer General (100) Vehicle Transfer - Emerg. Mgmt. Parks Enhancement (241) Vehicle Transfer General (100) Vehicle Transfer - PW Facilities Mgm Telecommunications (681) Vehicle Transfer - $ - $ - $ - 95,165 $ 4,000 $ 4,000 91,165 $ 5,715 23,305 23,600 3,330 7,990 23,230 3,995 52,620 $ - $ 52,620 $ 5,715 23,305 23,600 - - 232 TRANSPORTATION OPERATIONS $ $ - $ - $ - 10,000 $ 10,000 $ 10,000 - $ - $ - - 241 PARKS ENHANCEMENT Operating Parks Souvenir Fund (239) $ $ 71,533 $ 71,533 $ 71,533 71,533 $ 71,533 $ 71,533 71,533 $ 71,533 $ 71,533 82,860 82,860 82,860 255 DETENTION OPERATIONS Operating General Fund (100) Jail Tax Maint. of Effort $ $ 174,201,714 $ 174,201,714 $ 174,201,714 174,201,714 $ 174,201,714 $ 174,201,714 174,201,714 $ 174,201,714 $ 174,201,714 $ 176,466,336 176,466,336 176,466,336 265 PUBLIC HEALTH FEES Operating General Fund (100) Vital Statistics $ $ 45,000 $ 45,000 $ 45,000 45,000 $ 45,000 $ 45,000 45,000 $ 45,000 $ 45,000 35,000 35,000 35,000 504 AIR QUALITY FEES $ $ Non-Recurring Equipment Services (654) Vehicle Transfer Environmental Services Grant (505) Vehicle Trans. Env. Services Env. Health (506) Vehicle Transfer Solid Waste Management (580) Vehicle Transfer General (100) Vehicle Transfer - Public Health General (100) Vehicle Transfer - OET and Mat. Mgm Environmental Svcs Env Health (506) Vehicle Trans - $ - $ - 116,879 $ 116,879 $ 9,393 2,500 57,228 19,250 9,264 9,006 10,238 88,371 $ 88,371 $ 9,393 2,500 57,228 19,250 - - Fund/Function/Transfer GENERAL FUND Non-Recurring Public Health Grants (532) Vehicle Transfer Detention Operations (255) Refund Internal Charges SPECIAL REVENUE Operating Non-Recurring Non-Recurring Parks Enhancement (241) Vehicle Transfer 156 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Fund Transfers In (continued) FY 2010 ADOPTED Fund/Function/Transfer 573 ANIMAL CONTROL GRANTS $ Non-Recurring $ Animal Control Lic. Shelfter (572) Refund FY 09 CS Animal Control Field Op. (574) Refund FY 09 CSCA - $ - $ - 669 SMALL SCHOOL SERVICE Non-Recurring General (100) Refund Visions Maintenance 715 SCHOOL GRANT Non-Recurring Small School Reserve (669) Refund ADE - DEBT SERVICE $ $ $ $ $ $ $ $ FY 2010 REVISED 72,133 $ 72,133 $ 50,755 21,378 273,174 273,174 273,174 16,806 16,806 16,806 $ $ $ $ FY 2010 FORECAST 72,133 $ 72,133 $ 50,755 21,378 273,174 273,174 273,174 16,806 16,806 16,806 $ $ $ $ FY 2011 ADOPTED - $ 10,147,283 $ 10,147,283 $ 10,147,283 $ 12,866,182 $ $ 1,081,585 $ 9,065,698 $ 1,081,585 $ 9,065,698 $ 1,081,585 $ 9,065,698 $ 1,139,914 11,726,268 $ $ 3,476,103 $ 3,476,103 $ 3,476,103 3,476,103 $ 3,476,103 $ 3,476,103 3,476,103 $ 3,476,103 $ 3,476,103 5,520,000 5,520,000 5,520,000 321 COUNTY IMPROVEMENT DEBT 2 $ Operating $ Animal Control License Shelter (572) Debt Service Animal Control Field Operation (574) Debt Service Non-Recurring $ General Fund County Improvement (445) Financing Series 2007 (440) County Improvement Debt (320) 6,671,180 $ 1,081,585 $ 980,559 101,026 5,589,595 $ 5,589,595 - 6,671,180 $ 1,081,585 $ 980,559 101,026 5,589,595 $ 5,589,595 - 6,671,180 1,081,585 980,559 101,026 5,589,595 5,589,595 - 7,346,182 1,139,914 1,033,446 106,468 6,206,268 6,181,867 12,752 11,649 $ 97,024,276 $ 147,774,213 $ 147,774,213 $ 440,475,656 $ $ - $ 97,024,276 $ - $ 147,774,213 $ - $ 147,774,213 $ 7,620,837 432,854,819 234 TRANSPORTATION CAPITAL PROJECT Non-Recurring Transportation Operations (232) CIP $ $ 35,544,286 $ 35,544,286 $ 35,544,286 35,544,286 $ 35,544,286 $ 35,544,286 35,544,286 $ 35,544,286 $ 35,544,286 36,798,426 36,798,426 36,798,426 422 INTERGOVERNMENTAL CAP PROJ Non-Recurring Solid Waste Management (580) Parks Enhancement (241) Animal Control License Shelter (572) Parks Donations (243) $ $ 180,000 $ 180,000 $ 180,000 - 345,000 $ 345,000 $ 180,000 165,000 - 345,000 $ 345,000 $ 180,000 165,000 - 232,683 232,683 215,000 17,683 - 441 FINANCING SERIES 2008 Non-Recurring General Fund County Improvement (445) $ $ - $ - $ - 46,506,143 $ 46,506,143 $ 46,506,143 46,506,143 $ 46,506,143 $ 46,506,143 - Operating Non-Recurring 320 COUNTY IMPROVEMENT DEBT Non-Recurring General Fund County Improvement (445) CAPITAL PROJECTS Operating Non-Recurring 157 $ $ $ $ Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Fund Transfers In (continued) Fund/Function/Transfer 445 GENERAL FUND CTY IMPROV $ $ Operating General Fund (100) $ Non-Recurring General Fund (100) Court Tower General Fund (100) Intergovernmental Capital Proj. (422) Buckeye Hills Env. Svcs. Env. Health (506) Scottsdale Airpark FY 2010 ADOPTED 61,299,990 $ - $ 61,299,990 $ 61,299,990 - FY 2010 REVISED 65,378,784 $ - $ 65,378,784 $ 61,299,990 3,988,794 90,000 - FY 2010 FORECAST 65,378,784 $ - $ 65,378,784 $ 61,299,990 3,988,794 90,000 - FY 2011 ADOPTED 44,420,837 7,620,837 7,620,837 36,800,000 35,300,000 1,500,000 455 DETENTION CAPITAL PROJECTS Non-Recurring Detention Operations (255) CIP $ $ - $ - $ - - $ - $ - - $ - $ - 197,323,710 197,323,710 197,323,710 460 TECHNOLOGY CAPITAL IMPROVEMENT Non-Recurring General (100) $ $ - $ - $ - - $ - $ - - $ - $ - 151,700,000 151,700,000 151,700,000 461 DETENTION TECH CAP IMPROVEMENT Non-Recurring Detention (255) for EMR Project Inmate Health Services (254) for EMR Project $ $ - $ - $ - - $ - $ - - $ - $ - 10,000,000 10,000,000 9,400,000 600,000 $ 291,632,510 $ 344,926,018 $ 342,893,131 $ 640,547,639 Operating Non-Recurring $ $ 185,542,536 $ 106,089,974 $ 185,432,409 $ 159,493,609 $ 185,542,536 $ 157,350,595 $ 195,966,552 444,581,087 ELIMINATIONS $ (291,632,510) $ (344,926,018) $ (342,893,131) $ (640,547,639) Operating Parks and Recreation County-wide Eliminations $ (185,542,536) $ (71,533) (185,471,003) (185,432,409) $ (71,533) (185,360,876) (185,542,536) $ (71,533) (185,471,003) (195,966,552) (82,860) (195,883,692) Non-Recurring Public Works County-wide Eliminations $ (106,089,974) $ (35,544,286) (70,545,688) (159,493,609) $ (35,544,286) (123,949,323) (157,350,595) $ (35,544,286) (121,806,309) (444,581,087) (36,798,426) (407,782,661) $ - $ - $ - $ TOTAL BEFORE ELIMINATIONS ALL FUNDS 158 - Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Fund Transfers Out FY 2010 ADOPTED Fund/Function/Transfer GENERAL FUND FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED $ 235,546,704 $ 239,853,502 $ 239,808,672 $ 371,122,173 $ 174,246,714 $ 174,201,714 45,000 - 174,246,714 $ 174,201,714 45,000 - 174,246,714 $ 174,201,714 45,000 - 184,122,173 176,466,336 35,000 7,620,837 $ 61,299,990 $ 61,299,990 - 65,606,788 $ 61,299,990 3,988,794 273,174 23,230 9,264 9,006 3,330 - 65,561,958 $ 61,299,990 3,988,794 273,174 - 187,000,000 35,300,000 151,700,000 $ 45,554,395 $ 47,908,269 $ 45,924,207 $ 256,063,476 Operating Non-Recurring $ $ 9,830,109 $ 35,724,286 $ 9,715,982 $ 38,192,287 $ 9,830,109 $ 36,094,098 $ 10,208,657 245,854,819 207 PALO VERDE $ $ 15,394 $ 15,394 $ 15,394 15,394 $ 15,394 $ 15,394 15,394 $ 15,394 $ 15,394 21,175 21,175 21,175 $ $ 61,238 $ 61,238 $ 61,238 61,238 $ 61,238 $ 61,238 61,238 $ 61,238 $ 61,238 61,624 61,624 61,624 $ $ 60,609 $ 60,609 $ 60,609 60,609 $ 60,609 $ 60,609 60,609 $ 60,609 $ 60,609 47,371 47,371 47,371 $ $ 1,185,829 $ 1,185,829 $ 1,185,829 1,071,702 $ 1,071,702 $ 1,071,702 1,185,829 $ 1,185,829 $ 1,185,829 1,291,750 1,291,750 1,291,750 $ $ 491,441 $ 491,441 $ 491,441 491,441 $ 491,441 $ 491,441 491,441 $ 491,441 $ 491,441 396,375 396,375 396,375 Operating Detention Operations (255) Jail Tax Maint. of Effort Public Health Fees (265) Vital Statistics General Fund County Improvement (445) CIP Non-Recurring General Fund County Improvement (445) Court Tower General Fund County Improvement (445) CIP Small School Service (669) Refund Visions Maintenance Planning and Development Fees (226) Veh. - PW Fac. Mgmt. Air Quality Fees (504) Vehicle Transfer - Pub. Health Air Quality Fees (504) Vehicle Transfer Ent. Tech/Mat. Mgmt. Planning and Development Fees (226) Vehicle - Emerg. Mgmt. Technology Capital Improvement (460) Tech. Projects SPECIAL REVENUE Operating General (100) CSCA 215 EMERGENCY MANAGEMENT Operating General (100) CSCA 217 CDBG, HOUSING TRUST Operating General (100) CSCA 222 HUMAN SERVICES GRANTS Operating General (100) CSCA 226 PLANNING AND DEVELOPMENT FEES Operating General (100) CSCA 232 TRANSPORTATION OPERATIONS Operating General (100) CSCA Non-Recurring Transfer to 234 Transportation Capital Projects Planning and Development Fees (226) Vehicle Transfer $ $ $ $ 37,552,722 2,008,436 2,008,436 35,544,286 35,544,286 - 159 $ $ $ $ 37,576,322 2,008,436 2,008,436 35,567,886 35,544,286 23,600 $ $ $ $ 37,576,322 2,008,436 2,008,436 35,567,886 35,544,286 23,600 $ $ $ $ 38,801,782 2,003,356 2,003,356 36,798,426 36,798,426 - Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Fund Transfers Out (continued) Fund/Function/Transfer 235 DEL WEBB Operating General (100) CSCA 239 PARKS SOUVENIR $ $ FY 2010 ADOPTED 2,400 $ 2,400 $ 2,400 FY 2010 FY 2010 REVISED FORECAST 2,400 $ 2,400 $ 2,400 $ 2,400 $ 2,400 2,400 FY 2011 ADOPTED 1,627 1,627 1,627 $ $ 71,533 $ 71,533 $ 71,533 71,533 $ 71,533 $ 71,533 71,533 $ 71,533 $ 71,533 82,860 82,860 82,860 $ $ - $ - $ - 182,990 $ 182,990 $ 165,000 10,000 7,990 165,000 $ 165,000 $ 165,000 - 215,000 215,000 215,000 - $ $ - $ - $ - - $ - $ - - $ - $ - 600,000 600,000 600,000 $ $ $ Planning and Development Fees (226) Vehicle Transfer $ - $ - $ - 2,069,961 $ 2,069,961 $ 2,065,961 4,000 - - $ - $ - 206,723,710 206,723,710 197,323,710 9,400,000 $ $ 237,201 $ 237,201 $ 237,201 237,201 $ 237,201 $ 237,201 237,201 $ 237,201 $ 237,201 220,211 220,211 220,211 $ $ 59,482 $ 59,482 $ 59,482 59,482 $ 59,482 $ 59,482 59,482 $ 59,482 $ 59,482 64,703 64,703 64,703 $ $ 56,137 $ 56,137 $ 56,137 56,137 $ 56,137 $ 56,137 56,137 $ 56,137 $ 56,137 63,643 63,643 63,643 $ $ 538,130 $ 538,130 $ 538,130 538,130 $ 538,130 $ 538,130 538,130 $ 538,130 $ 538,130 545,444 545,444 545,444 $ $ 27,663 $ 27,663 $ 27,663 - $ - 30,163 $ 27,663 $ 27,663 2,500 $ 2,500 30,163 $ 27,663 $ 27,663 2,500 $ 2,500 24,339 24,339 24,339 - Operating Parks Enhancement (241) 241 PARKS ENHANCEMENT Non-Recurring Intergovernmental Capital Projects (422) Transportation Operations (232) Vehicle Transrer Planning and Development Fees (226) Vehicle Transfer 254 INMATE HEALTH SERVICES Non-Recurring Detention Technology Capital Improvement (461) for EMRS 255 DETENTION OPERATIONS Non-Recurring General (100) Refund Internal Charges Detention Capital Projects (455) Detention Technology Capital Improvement (461) EMRS 265 PUBLIC HEALTH FEES Operating General (100) CSCA 290 WASTE TIRE Operating General (100) CSCA 503 AIR QUALITY GRANT Operating General (100) CSCA 504 AIR QUALITY FEES Operating General (100) CSCA 505 ENVIRONMENTAL SERVICES GRANT Operating General (100) CSCA Non-Recurring Air Quality Fees (504) Vehicle Transfer $ 160 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Fund Transfers Out (continued) Fund/Function/Transfer 506 ENVIRONMENTAL SVCS ENV HEALTH Operating General (100) CSCA Non-Recurring Air Quality Fees (504) Vehicle Transfer Air Quality Fees (504) Vehicle Transfer General Fund County Improvement (445) Scottsdale Airpark 532 PUBLIC HEALTH GRANTS Operating General (100) CSCA Non-Recurring General (100) Vehicle Transfer Planning and Development Fees (226) Vehicle Transfer 572 ANIMAL CONTROL LICENSE/SHELTER Operating General (100) CSCA $ $ $ $ $ 573 ANIMAL CONTROL GRANTS Operating General (100) CSCA 574 ANIMAL CONTROL FIELD OPERATION Operating General (100) CSCA 580 SOLID WASTE MANAGEMENT Operating General (100) CSCA Non-Recurring Intergovernmental Capital Projects (422) Air Quality Fees (504) Vehicle Transfer FY 2011 ADOPTED 2,147,648 647,648 647,648 1,500,000 1,500,000 1,243,595 $ 1,230,300 $ 1,230,300 13,295 $ 7,580 5,715 1,243,595 $ 1,230,300 $ 1,230,300 13,295 $ 7,580 5,715 1,286,200 1,286,200 1,286,200 - 1,488,718 $ 1,488,718 $ 508,159 980,559 - $ - 1,571,534 $ 1,520,779 $ 540,220 980,559 50,755 $ 50,755 - 1,571,534 $ 1,520,779 $ 540,220 980,559 50,755 $ 50,755 - 1,639,140 1,621,457 588,011 1,033,446 17,683 17,683 $ $ 45,802 $ 45,802 $ 45,802 - $ - $ - - $ - $ - - $ $ 316,805 $ 316,805 $ 215,779 101,026 - $ - 351,924 $ 330,546 $ 229,520 101,026 21,378 $ 21,378 351,924 $ 330,546 $ 229,520 101,026 21,378 $ 21,378 328,269 328,269 221,801 106,468 - 244,434 $ 64,434 $ 64,434 180,000 $ 180,000 - 263,684 $ 64,434 $ 64,434 199,250 $ 180,000 19,250 263,684 $ 64,434 $ 64,434 199,250 $ 180,000 19,250 81,319 81,319 81,319 - $ $ $ $ County Improvement Debt 2 (321) Non-Recurring Animal Control Grants (573) Refund FY 09 CSCA FY 2010 FY 2010 REVISED FORECAST 629,152 $ 618,914 $ 561,686 $ 561,686 $ 561,686 561,686 67,466 $ 57,228 $ 57,228 57,228 10,238 - 1,230,300 $ 1,230,300 $ 1,230,300 - $ - County Improvement Debt 2 (321) Non-Recurring Animal Control Grants (573) Refund FY 09 CSCA Intergovernmental Capital Projects (422) FY 2010 ADOPTED 561,686 $ 561,686 $ 561,686 - $ - $ $ $ $ 669 SMALL SCHOOL SERVICE Non-Recurring School Grant (715) Refund ADE $ $ - $ - $ - 16,806 $ 16,806 $ 16,806 16,806 $ 16,806 $ 16,806 - 988 PUBLIC WORKS FLOOD CONTROL $ $ 1,306,871 $ 1,306,871 $ 1,306,871 1,306,871 $ 1,306,871 $ 1,306,871 1,306,871 $ 1,306,871 $ 1,306,871 1,419,286 1,419,286 1,419,286 Operating General (100) CSCA 161 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Fund Transfers Out (continued) FY 2010 ADOPTED Fund/Function/Transfer FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED DEBT SERVICE $ - $ - $ - $ 11,649 Non-Recurring $ - $ - $ - $ 11,649 320 COUNTY IMPROVEMENT DEBT $ $ - $ - $ - - $ - $ - - $ - $ - 11,649 11,649 11,649 $ 9,065,698 $ 55,661,841 $ 55,661,841 $ 11,714,619 Non-Recurring $ 9,065,698 $ 55,661,841 $ 55,661,841 $ 11,714,619 422 INTERGOVERNMENTAL CAP PROJ $ $ - $ - $ - 90,000 $ 90,000 $ 90,000 90,000 $ 90,000 $ 90,000 - 440 FINANCING SERIES 2007 Non-Recurring County Improvement Debt 2 (321) $ $ - $ - $ - - $ - $ - - $ - $ - 12,752 12,752 12,752 445 GENERAL FUND CTY IMPROV $ $ 9,065,698 $ 9,065,698 $ 3,476,103 5,589,595 - 55,571,841 $ 55,571,841 $ 3,476,103 5,589,595 46,506,143 55,571,841 $ 55,571,841 $ 3,476,103 5,589,595 46,506,143 11,701,867 11,701,867 5,520,000 6,181,867 - $ 1,465,713 $ 1,502,406 $ 1,498,411 $ 1,635,722 Operating Non-Recurring $ $ 1,465,713 $ - $ 1,465,713 $ 36,693 $ 1,465,713 $ 32,698 $ 1,635,722 - 618 BENEFIT ADMINISTRATION Operating General (100) CSCA $ $ 295,856 $ 295,856 $ 295,856 295,856 $ 295,856 $ 295,856 295,856 $ 295,856 $ 295,856 367,665 367,665 367,665 654 EQUIPMENT SERVICES $ $ 608,074 608,074 608,074 - 640,772 608,074 608,074 32,698 23,305 9,393 640,772 608,074 608,074 32,698 23,305 9,393 532,241 532,241 532,241 - Non-Recurring County Improvement Debt 2 (321) CAPITAL PROJECTS Non-Recurring General Fund County Improvement (445) Buckeye Hills Non-Recurring County Improvement Debt (320) County Improvement Debt 2 (321) Financing Series 2008 (441) INTERNAL SERVICE Operating General (100) CSCA Non-Recurring Planning and Development Fees (226) Vehicle Transfer Air Quality Fees (504) Vehicle Transfer 673 REPROGRAPHICS Operating General (100) CSCA 675 RISK MANAGEMENT Operating General (100) CSCA $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 31,230 $ 31,230 $ 31,230 31,230 $ 31,230 $ 31,230 31,230 $ 31,230 $ 31,230 67,416 67,416 67,416 $ $ 186,696 $ 186,696 $ 186,696 186,696 $ 186,696 $ 186,696 186,696 $ 186,696 $ 186,696 207,485 207,485 207,485 162 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Fund Transfers Out (continued) Fund/Function/Transfer 681 TELECOMMUNICATIONS Operating General (100) CSCA Non-Recurring Planning and Development Fees (226) Vehicle Transfer TOTAL BEFORE ELIMINATIONS $ $ $ FY 2010 ADOPTED 343,857 $ 343,857 $ 343,857 $ - FY 2010 FY 2010 REVISED FORECAST 347,852 $ 343,857 $ 343,857 $ 343,857 $ 343,857 343,857 3,995 $ $ 3,995 - FY 2011 ADOPTED 460,915 460,915 460,915 - $ 291,632,510 $ 344,926,018 $ 342,893,131 $ 640,547,639 Operating Non-Recurring $ $ 185,542,536 $ 106,089,974 $ 185,428,409 $ 159,497,609 $ 185,542,536 $ 157,350,595 $ 195,966,552 444,581,087 ELIMINATIONS $ (291,632,510) $ (344,926,018) $ (342,893,131) $ (640,547,639) Operating Parks and Recreation County-wide Eliminations $ (185,542,536) $ (71,533) (185,471,003) (185,428,409) $ (71,533) (185,356,876) (185,542,536) $ (71,533) (185,471,003) (195,966,552) (82,860) (195,883,692) Non-Recurring Public Works County-wide Eliminations $ (106,089,974) $ (35,544,286) (70,545,688) (159,497,609) $ (35,544,286) (123,953,323) (157,350,595) $ (35,544,286) (121,806,309) (444,581,087) (36,798,426) (407,782,661) $ - $ - $ - $ - ALL FUNDS 163 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Eliminations Eliminations are included in the budget to offset amounts budgeted as expenditures in one fund that are associated with offsetting revenues and expenditures in another fund. One example is the interdepartmental charges from the Reprographics (print shop) fund to various County departments. Departments pay the County print shop for services, and these costs are included in departments’ budgeted expenditures, supported by revenues from sources external to the County. The print shop, in turn, budgets these payments as revenue, along with expenditures related to the cost of providing printing services. The expenditures and revenues are therefore budgeted twice within the overall County budget. Budgeting eliminations removes these duplicated revenues and expenditures from the budget as a whole in order to provide a more accurate picture of total net expenditures and revenues. The following schedule lists the various items that are eliminated in the budget: DESCRIPTION Fund Transfers (see schedule): FY 2008-09 ACTUAL FY 2009-10 ADOPTED FY 2009-10 REVISED FY 2009-10 FORECAST FY 2010-11 ADOPTED Operating $ (228,934,478) $ (185,542,536) $ (185,428,409) $ (185,542,536) $ (195,966,552) Non-Recurring (170,733,831) (106,089,974) (159,497,609) (157,350,595) (444,581,087) $ (399,668,309) $ (291,632,510) $ (344,926,018) $ (342,893,131) $ (640,547,639) Internal Service Charges $ (161,737,799) $ (148,837,677) $ (153,537,677) $ (144,164,966) $ (155,232,894) Totals $ (561,406,108) $ (440,470,187) $ (498,463,695) $ (487,058,097) $ (795,780,533) 164 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Personnel Summary by Department and Fund DEPARTMENT / FUND 010 BOARD OF SUPERVISORS DIST 1 100 GENERAL FY 2009 ADOPTED FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV TO ADPT VARIANCE VAR % 3.00 3.00 3.00 3.00 3.00 - 0.0% Department Total 020 BOARD OF SUPERVISORS DIST 2 100 GENERAL 3.00 3.00 3.00 3.00 3.00 - 0.0% 3.00 3.00 3.00 3.00 3.00 - 0.0% Department Total 030 BOARD OF SUPERVISORS DIST 3 100 GENERAL 3.00 3.00 3.00 3.00 3.00 - 0.0% 3.00 3.00 3.00 3.00 3.00 - 0.0% Department Total 040 BOARD OF SUPERVISORS DIST 4 100 GENERAL 3.00 3.00 3.00 3.00 3.00 - 0.0% 3.00 3.00 3.00 3.00 3.00 - 0.0% Department Total 050 BOARD OF SUPERVISORS DIST 5 100 GENERAL 3.00 3.00 3.00 3.00 3.00 - 0.0% 3.00 3.00 3.00 2.00 3.00 - 0.0% Department Total 060 CLERK OF THE BOARD 100 GENERAL 3.00 3.00 3.00 2.00 3.00 - 0.0% Department Total 110 ADULT PROBATION 100 GENERAL 201 ADULT PROBATION FEES 211 ADULT PROBATION GRANTS Department Total 120 ASSESSOR 10.50 9.50 9.50 10.50 10.50 1.00 10.5% 10.50 9.50 9.50 10.50 10.50 1.00 10.5% 1,173.00 975.00 975.00 1,010.00 973.00 (2.00) (0.2%) 4.00 4.00 4.00 4.00 3.00 (1.00) (25.0%) 69.00 71.00 71.00 84.50 88.50 17.50 24.6% 1,246.00 1,050.00 1,050.00 1,098.50 1,064.50 14.50 1.4% 100 GENERAL 361.00 322.00 322.00 332.45 323.45 1.45 0.5% Department Total 140 CALL CENTER 361.00 322.00 322.00 332.45 323.45 1.45 0.5% 100 GENERAL 33.00 27.00 27.00 27.00 27.00 - 0.0% Department Total 150 EMERGENCY MANAGEMENT 33.00 27.00 27.00 27.00 27.00 - 0.0% 100 GENERAL 2.00 2.00 2.00 2.00 2.00 - 0.0% 207 PALO VERDE 3.00 3.00 3.00 3.00 3.00 - 0.0% 215 EMERGENCY MANAGEMENT 8.50 8.50 8.50 7.50 7.50 (1.00) (11.8%) 13.50 13.50 13.50 12.50 12.50 (1.00) (7.4% ) 645.50 558.00 558.00 559.00 556.00 (2.00) (0.4%) 23.00 4.00 22.00 4.00 22.00 4.00 22.00 4.00 25.00 2.00 3.00 (2.00) 13.6% (50.0%) Department Total 160 CLERK OF THE SUPERIOR COURT 100 GENERAL 205 COURT DOCUMENT RETRIEVAL 208 JUDICIAL ENHANCEMENT 216 CLERK OF THE COURT GRANTS 5.00 5.00 5.00 5.00 5.00 - 0.0% 218 CLERK OF COURT FILL THE GAP 48.00 48.00 48.00 48.00 47.00 (1.00) (2.1%) 274 CLERK OF THE COURT EDMS Department Total 180 FINANCE 42.00 42.00 42.00 42.00 45.00 3.00 7.1% 767.50 679.00 679.00 680.00 680.00 1.00 0.1% 100 GENERAL 49.00 39.79 39.79 39.98 41.00 1.21 3.0% Department Total 190 COUNTY ATTORNEY 49.00 39.79 39.79 39.98 41.00 1.21 3.0% 794.50 744.00 744.00 743.00 710.00 (34.00) (4.6%) 71.00 71.00 71.00 70.00 65.00 (6.00) (8.5%) 3.00 3.00 3.00 4.00 6.00 3.00 100.0% 100 GENERAL 219 COUNTY ATTORNEY GRANTS 220 DIVERSION 221 COUNTY ATTORNEY FILL THE GAP 31.00 31.00 31.00 32.00 28.00 (3.00) (9.7%) 266 CHECK ENFORCEMENT PROGRAM 12.60 12.60 12.60 8.00 8.00 (4.60) (36.5%) 267 CRIM JUSTICE ENHANCEMENT Department Total 28.00 28.00 28.00 29.00 26.00 (2.00) (7.1%) 940.10 889.60 889.60 886.00 843.00 (46.60) 13.0% 165 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Personnel Summary by Department and Fund (continued) FY 2009 ADOPTED FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED 26.80 23.40 23.40 25.40 24.80 1.40 - - - 1.00 1.00 1.00 N/A 255 DETENTION OPERATIONS 16.00 4.00 4.00 4.00 4.00 - 0.0% Department Total 210 ELECTIONS 42.80 27.40 27.40 30.40 29.80 2.40 8.8% 100 GENERAL 58.00 54.00 54.00 54.00 54.00 - 0.0% Department Total 220 HUMAN SERVICES 217 CDBG HOUSING TRUST 58.00 54.00 54.00 54.00 54.00 - 0.0% DEPARTMENT / FUND 200 COUNTY MANAGER 100 GENERAL 249 NON DEPARTMENTAL GRANT REV TO ADPT VARIANCE VAR % 6.0% 7.00 7.00 7.00 7.00 7.00 - 0.0% 222 HUMAN SERVICES GRANTS 435.00 335.00 335.00 395.00 390.00 55.00 16.4% Department Total 230 INTERNAL AUDIT 442.00 342.00 342.00 402.00 397.00 55.00 16.1% 100 GENERAL 20.00 17.00 17.00 17.00 17.00 - 0.0% Department Total 240 JUSTICE COURTS 20.00 17.00 17.00 17.00 17.00 - 0.0% 330.53 292.03 292.03 297.03 303.03 11.00 3.8% 4.00 2.00 2.00 2.00 2.00 - 0.0% - 4.00 4.00 6.00 - 334.53 298.03 298.03 305.03 305.03 7.00 30.00 30.00 30.00 31.00 35.00 5.00 16.7% 30.00 30.00 30.00 31.00 35.00 5.00 16.7% (5.6%) 100 GENERAL 204 JUSTICE CT JUDICIAL ENHANCEMNT 245 JUSTICE COURTS SPECIAL REVENUE 250 CONSTABLES 100 GENERAL Department Total 260 CORRECTIONAL HEALTH 100 GENERAL (4.00) (100.0%) 2.3% 25.00 18.00 18.00 17.00 17.00 (1.00) 255 DETENTION OPERATIONS 426.80 386.25 386.25 403.00 435.50 49.25 12.8% Department Total 270 JUVENILE PROBATION 451.80 404.25 404.25 420.00 452.50 48.25 11.9% 100 GENERAL 354.00 281.50 281.50 281.00 281.00 (.50) (0.2%) 68.00 61.00 61.00 63.00 61.00 - 0.0% 255 DETENTION OPERATIONS 275 JUVENILE PROBATION DIVERSION 475.10 5.00 410.10 5.00 410.10 5.00 406.10 5.00 405.10 5.00 (5.00) - (1.2%) 0.0% Department Total 280 COUNTY ATTORNEY CIVIL 902.10 757.60 757.60 755.10 752.10 (5.50) (0.7% ) 100 GENERAL 83.00 83.00 83.00 81.50 43.50 (39.50) (47.6%) Department Total 290 MEDICAL EXAMINER 83.00 83.00 83.00 81.50 43.50 (39.50) (47.6% ) 100 GENERAL 91.00 75.50 75.50 77.00 77.00 1.50 2.0% Department Total 300 PARKS AND RECREATION 91.00 75.50 75.50 77.00 77.00 1.50 2.0% 100 GENERAL 13.00 3.00 3.00 3.00 3.00 - 0.0% 225 SPUR CROSS RANCH CONSERVATION 240 LAKE PLEASANT RECREATION SVCS 3.00 18.00 3.00 17.00 3.00 17.00 3.00 17.00 3.00 17.00 - 0.0% 0.0% 241 PARKS ENHANCEMENT FUND 56.00 62.00 62.00 62.00 62.00 - 0.0% Department Total 310 WORKFORCE MGT AND DEVELOPMENT 100 GENERAL 90.00 85.00 85.00 85.00 85.00 - 0.0% 52.00 47.00 47.00 47.00 44.00 (3.00) (6.4%) 618 BENEFIT ADMINISTRATION 28.00 24.00 24.00 23.00 20.15 (3.85) (16.0%) Department Total 320 SPECIAL LITIGATION 100 GENERAL 80.00 71.00 71.00 70.00 64.15 (6.85) (9.6% ) - - - 12.00 12.00 12.00 N/A - - - 12.00 12.00 12.00 N/A 227 JUVENILE PROBATION GRANTS Department Total 166 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Personnel Summary by Department and Fund (continued) REV TO ADPT VARIANCE VAR % FY 2009 ADOPTED FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED 100 GENERAL - 4.00 4.00 31.00 36.00 32.00 800.0% Department Total 340 PUBLIC FIDUCIARY - 4.00 4.00 31.00 36.00 32.00 800.0% 100 GENERAL 34.75 33.30 33.30 33.30 33.30 - 0.0% Department Total 360 RECORDER 34.75 33.30 33.30 33.30 33.30 - 0.0% DEPARTMENT / FUND 330 GENERAL COUNSEL 100 GENERAL 43.00 36.00 36.00 36.00 36.00 - 0.0% 236 RECORDERS SURCHARGE 34.00 27.00 27.00 27.00 27.00 - 0.0% Department Total 370 EDUCATION SERVICES 77.00 63.00 63.00 63.00 63.00 - 0.0% 100 GENERAL 30.00 27.00 27.00 26.00 25.00 (2.00) (7.4%) - - - 1.00 1.00 1.00 N/A 7.00 6.00 6.00 3.50 5.50 (.50) (8.3%) 37.00 2.00 35.00 2.00 35.00 11.00 41.50 15.00 46.50 13.00 11.50 650.0% 32.9% 532 PUBLIC HEALTH GRANTS 9.00 9.00 9.00 9.00 9.00 - 0.0% Department Total 410 ENTERPRISE TECHNOLOGY 9.00 9.00 9.00 9.00 9.00 - 0.0% 100 GENERAL 98.00 79.00 79.00 72.40 71.40 (7.60) (9.6%) 681 TELECOMMUNICATIONS 44.00 40.00 40.00 40.00 40.00 - 0.0% 142.00 119.00 119.00 112.40 111.40 (7.60) (6.4% ) 100 GENERAL 47.00 41.00 41.00 50.00 49.00 8.00 19.5% Department Total 440 PLANNING AND DEVELOPMENT 47.00 41.00 41.00 50.00 49.00 8.00 19.5% 176.00 102.00 102.00 103.00 104.00 2.00 2.0% 1.00 - - - - - N/A 177.00 102.00 102.00 103.00 104.00 2.00 2.0% 100 GENERAL 5.75 5.75 5.75 5.75 5.75 - 0.0% Department Total 490 MANAGEMENT AND BUDGET 5.75 5.75 5.75 5.75 5.75 - 0.0% 100 GENERAL 32.90 31.77 31.77 29.80 30.80 (.97) (3.0%) Department Total 500 SHERIFF 32.90 31.77 31.77 29.80 30.80 (.97) (3.0% ) 967.00 908.50 908.50 939.00 919.00 10.50 1.2% 35.00 29.00 29.00 20.00 18.00 (11.00) (37.9%) (42.1%) 669 SMALL SCHOOL SERVICE 715 SCHOOL GRANT 795 EDUCATIONAL SUPPLEMENTAL PROG Department Total 390 HEALTH CARE PROGRAMS Department Total 430 TREASURER 226 PLANNING AND DEVELOPMENT FEES 235 DEL WEBB Department Total 460 RESEARCH AND REPORTING 100 GENERAL 251 SHERIFF GRANTS 252 INMATE SERVICES 126.00 164.00 164.00 164.00 95.00 (69.00) 255 DETENTION OPERATIONS 2,681.50 2,561.00 2,561.00 2,597.00 2,543.00 (18.00) (0.7%) Department Total 520 PUBLIC DEFENDER 3,809.50 3,662.50 3,662.50 3,720.00 3,575.00 (87.50) (2.4% ) 441.13 414.13 414.13 413.13 414.13 - 0.0% - 4.00 4.00 4.00 4.00 - 0.0% 4.00 4.00 4.00 4.00 4.00 - 0.0% 100 GENERAL 209 PUBLIC DEFENDER TRAINING 233 PUBLIC DEFENDER GRANTS 262 PUBLIC DEFENDER FILL THE GAP 14.00 13.00 13.00 10.00 9.00 (4.00) (30.8%) 459.13 435.13 435.13 431.13 431.13 (4.00) (0.9% ) 100 GENERAL 109.00 109.00 109.00 108.50 115.00 6.00 5.5% Department Total 550 LEGAL ADVOCATE 109.00 109.00 109.00 108.50 115.00 6.00 5.5% 100 GENERAL 92.00 91.50 91.50 93.50 95.50 4.00 4.4% Department Total 92.00 91.50 91.50 93.50 95.50 4.00 4.4% 540 LEGAL DEFENDER 167 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Personnel Summary by Department and Fund (continued) REV TO ADPT VARIANCE VAR % FY 2009 ADOPTED FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED 100 GENERAL 15.00 25.00 25.00 25.00 25.00 - 0.0% Department Total 570 JUVENILE DEFENDER 15.00 25.00 25.00 25.00 25.00 - 0.0% 100 GENERAL 43.50 43.50 43.50 43.80 42.80 (.70) (1.6%) Department Total 730 MATERIALS MANAGEMENT 43.50 43.50 43.50 43.80 42.80 (.70) (1.6% ) DEPARTMENT / FUND 560 CONTRACT COUNSEL 100 GENERAL 26.00 23.00 23.00 24.50 25.00 2.00 8.7% 673 REPROGRAPHICS 11.00 11.00 11.00 9.00 9.00 (2.00) (18.2%) Department Total 740 EQUIPMENT SERVICES 37.00 34.00 34.00 33.50 34.00 - 0.0% 654 EQUIPMENT SERVICES 54.00 52.00 52.00 54.00 53.00 1.00 1.9% Department Total 750 RISK MANAGEMENT 54.00 52.00 52.00 54.00 53.00 1.00 1.9% 675 RISK MANAGEMENT 24.25 23.90 23.90 23.00 23.00 (.90) (3.8%) Department Total 790 ANIMAL CARE AND CONTROL 24.25 23.90 23.90 23.00 23.00 (.90) (3.8% ) 109.00 110.00 110.00 110.00 110.00 - 0.0% 6.00 6.00 6.00 7.00 6.00 - 0.0% 52.00 52.00 52.00 52.00 52.00 - 0.0% 167.00 168.00 168.00 169.00 168.00 - 0.0% 1,141.75 1,101.00 1,101.00 1,110.50 1,099.60 (1.40) (0.1%) 5.00 5.00 5.00 4.00 4.00 (1.00) (20.0%) 572 ANIMAL CONTROL LICENSE SHELTER 573 ANIMAL CONTROL GRANTS 574 ANIMAL CONTROL FIELD OPERATION Department Total 800 SUPERIOR COURT 100 GENERAL 208 JUDICIAL ENHANCEMENT 238 SUPERIOR COURT GRANTS 27.50 25.50 25.50 25.80 25.80 .30 1.2% 264 SUPERIOR COURT FILL THE GAP 32.00 32.00 32.00 32.00 32.00 - 0.0% 1,206.25 1,163.50 1,163.50 1,172.30 1,161.40 (2.10) (0.2% ) Department Total 850 AIR QUALITY 503 AIR QUALITY GRANT 25.00 25.00 25.00 22.00 22.00 (3.00) (12.0%) 504 AIR QUALITY FEES 223.00 180.00 180.00 163.00 158.25 (21.75) (12.1%) Department Total 860 PUBLIC HEALTH 248.00 205.00 205.00 185.00 180.25 (24.75) (12.1% ) 100 GENERAL 149.05 127.25 127.25 127.25 127.25 - 0.0% 49.00 55.00 55.00 51.00 51.00 (4.00) (7.3%) 532 PUBLIC HEALTH GRANTS 334.35 325.70 325.70 398.60 398.50 72.80 22.4% Department Total 880 ENVIRONMENTAL SERVICES 532.40 507.95 507.95 576.85 576.75 68.80 13.5% 44.00 42.00 42.00 43.00 44.00 2.00 4.8% 6.00 6.00 6.00 - - 506 ENVIRONMTL SVCS ENV HEALTH 220.75 217.00 217.00 233.00 232.00 15.00 6.9% Department Total 910 PUBLIC WORKS 270.75 265.00 265.00 276.00 276.00 11.00 4.2% 100 GENERAL 197.50 181.50 181.50 181.50 183.50 2.00 1.1% - - - - 1.00 1.00 N/A 522.00 34.00 522.00 32.00 522.00 32.00 508.00 32.00 509.00 32.00 (13.00) - (2.5%) 0.0% 0.0% 265 PUBLIC HEALTH FEES 100 GENERAL 505 ENVIRONMENTAL SERVICES GRANT 223 TRANSPORTATION GRANTS 232 TRANSPORTATION OPERATIONS 255 DETENTION OPERATIONS 290 WASTE TIRE 580 SOLID WASTE MANAGEMENT 988 PUBLIC WORKS FLOOD CONTROL Department Total COUNTY (6.00) (100.0%) 7.00 12.50 12.50 12.50 12.50 - 16.00 18.00 18.00 18.00 18.00 - 0.0% 192.75 184.75 184.75 192.75 189.75 5.00 2.7% 969.25 14,660.26 950.75 13,470.71 950.75 13,470.71 944.75 13,776.03 945.75 13,532.36 (5.00) 61.65 (0.5% ) 0.4% 168 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title MARKET RANGE TITLE Accountant Accounting Specialist Admin & Operations Mgr Admin Svcs Director - County Admin/Office Support Admin/Office Support Supv Admin/Operations Specialist Admin/Operations Supv Administrative Assistant Administrative Manager Administrative Specialist Administrative Staff Supv Administrative Supervisor Administrator Animal Care Supervisor Animal Care Technician Animal Care Technician - Ld Animal Control Officer Animal Control Sergeant Animal Control Supervisor Animal Health Supervisor Animal Health Technician Animal Health Technician - Ld Applications Development Mgr Applications Development Supv Appraiser Appraiser Manager Appraiser Senior Appraiser Supervisor Appraiser Trainee Assistant County Manager Atmospheric Science Pro Attorney Attorney - Associate Attorney - General Counsel Attorney - Senior Attorney - Senior Associate Attorney - Senior Counsel Attorney -Capital Co-Counsel Attorney -Capital Lead Counsel Attorney Manager Attorney Supervisor Bailiff Benefits Specialist - County BOS Press Secretary Budget Analyst Budget Pol/Compl Cnsltnt-Cnty Budget Supervisor Business/Systems Analyst Business/Systems Analyst-Sr/Ld Call Ctr Representative CAMA Manager Chaplain Chemical Applicatns Tech Chemist Chemist Supervisor Chief Administrator - BOS FY 2009 FY 2010 ADOPTED ADOPTED 51.00 46.00 92.00 88.90 38.00 36.00 1.00 1.00 2.00 2.00 5.00 3.00 194.25 186.25 39.00 34.00 1.00 16.00 16.00 11.50 3.50 57.00 50.00 74.00 77.00 27.00 23.00 3.00 3.00 42.00 40.00 3.00 32.00 39.00 4.00 3.00 3.00 1.00 1.00 7.00 12.00 2.00 10.00 9.00 9.00 9.00 148.00 127.00 9.00 8.00 20.00 19.00 3.75 3.00 5.00 5.00 230.50 230.50 6.00 7.00 195.99 184.49 142.50 139.00 42.00 43.00 39.50 38.50 14.00 11.00 50.14 47.14 120.00 114.00 6.00 4.00 13.00 12.00 4.00 4.00 30.00 26.00 12.75 12.00 27.00 22.00 2.00 1.00 5.00 5.00 32.00 30.00 7.00 2.00 5.00 5.00 169 FY 2010 FY 2010 FY 2011 REV TO ADPT REVISED FORECAST ADOPTED VARIANCE VAR % 46.00 45.00 45.00 (1.00) -2.2% 88.90 92.00 90.00 1.10 1.2% 36.00 33.00 33.00 (3.00) -8.3% 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 0.0% 3.00 2.00 1.00 (2.00) -66.7% 186.25 183.29 178.29 (7.96) -4.3% 34.00 26.00 28.00 (6.00) -17.6% 2.00 2.00 N/A 16.00 20.00 19.00 3.00 18.8% 3.50 3.00 3.00 (0.50) -14.3% 50.00 54.00 54.00 4.00 8.0% 77.00 85.00 83.00 6.00 7.8% 23.00 22.00 24.00 1.00 4.3% 3.00 2.00 2.00 (1.00) -33.3% 40.00 40.00 40.00 0.0% N/A 39.00 39.00 39.00 0.0% N/A 3.00 3.00 3.00 0.0% 1.00 1.00 1.00 0.0% 12.00 12.00 12.00 0.0% N/A 9.00 10.00 11.00 2.00 22.2% 9.00 9.00 9.00 0.0% 127.00 111.00 108.00 (19.00) -15.0% 8.00 6.00 6.00 (2.00) -25.0% 15.96 13.96 13.96 N/A 19.00 20.00 20.00 1.00 5.3% 5.00 5.00 5.00 N/A 3.00 3.00 3.00 0.0% 2.00 N/A 5.00 (5.00) -100.0% 230.50 245.50 243.50 13.00 5.6% 7.00 7.00 4.00 (3.00) -42.9% 184.49 179.79 173.79 (10.70) -5.8% 139.00 138.00 132.00 (7.00) -5.0% 12.00 14.00 14.00 N/A 43.00 44.50 48.00 5.00 11.6% 38.50 38.50 38.50 0.0% 11.00 11.00 11.00 0.0% 47.14 45.14 44.14 (3.00) -6.4% 114.00 114.00 114.00 0.0% 4.00 0.15 (3.85) -96.2% 1.00 1.00 1.00 N/A 12.00 12.00 12.00 0.0% 1.00 1.00 N/A 4.00 4.00 4.00 0.0% 26.00 25.00 24.00 (2.00) -7.7% 12.00 15.00 15.00 3.00 25.0% 22.00 22.00 22.00 0.0% 1.00 1.00 1.00 0.0% 5.00 5.00 4.00 (1.00) -20.0% 30.00 30.00 30.00 0.0% 7.00 8.00 8.00 1.00 14.3% 2.00 1.00 1.00 (1.00) -50.0% 5.00 5.00 5.00 0.0% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) MARKET RANGE TITLE Chief Appraiser - Assessor Chief Deputy - Assessor Chief Deputy - Clk of Crt Chief Deputy - County Attorney Chief Deputy - Recorder Chief Deputy - Schools Chief Deputy - Sheriff Chief Deputy - Treasurer Chief Medical Examiner Chief Technology Officer Chief Veterinarian Claims Adjuster Code Enforcement Officer Collections Supervisor Collector Communications Manager-County Communicatn Ofcr/Govt Liaison Communicatn Officer Supervisor Community Svcs Specialist Compensation Analyst Compensation Supervisor Computer Forensic Specialist Computer Operations Supv Computer Operator Computer Operator - Sr/Ld Conference Officer Construction Maintenance Supv Consultant Counseling Supervisor Counselor County Manager Court Commissioner Court Interpreter Court Interpreter Supervisor Court Reporter Courtroom Clerk Crew Leader Crime Scene Specialist Crime Scene Specialist-Sheriff Crime Scene Supervisor Data Security Analyst Data Security Analyst Sr/Ld Database Administrator Database Report Writer Analyst Dental Assistant Dental Hygienist Dentist Deputy Administrator - BOS Deputy County Manager Deputy Director Deputy Director - Budget Detention Ofcr Coord-Probation Detention Ofcr Supv -Probation Detention Officer Detention Officer - Probation Detention Officer Captain Detention Officer Lieutenant FY 2009 FY 2010 ADOPTED ADOPTED 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 5.00 4.75 10.00 5.00 3.00 3.00 20.00 19.50 23.50 22.00 8.00 7.00 81.00 5.80 5.18 1.00 1.00 3.00 1.00 1.00 17.00 14.00 4.00 5.00 12.00 10.00 13.00 13.00 2.10 6.88 12.00 8.00 98.00 69.00 1.00 1.00 58.00 58.00 30.50 31.50 4.00 3.00 66.50 56.50 230.50 217.50 16.00 16.00 72.00 19.00 4.00 7.00 3.00 3.00 2.00 3.00 3.00 16.00 15.00 5.00 6.00 4.00 4.00 1.00 1.00 2.00 1.00 5.00 5.00 1.00 1.00 43.00 42.00 4.00 4.00 13.00 12.00 16.00 13.00 1,898.50 1,896.00 313.10 266.10 14.00 13.00 73.00 72.00 170 FY 2010 FY 2010 FY 2011 REV TO ADPT REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 N/A 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 4.75 4.00 4.00 (0.75) -15.8% 5.00 4.00 5.00 0.0% 3.00 3.00 3.00 0.0% 19.50 19.50 19.00 (0.50) -2.6% 1.00 1.00 1.00 N/A 22.00 24.00 24.00 2.00 9.1% 7.00 5.00 5.00 (2.00) -28.6% N/A 5.18 2.80 2.80 (2.38) -45.9% 1.00 1.00 1.00 0.0% 3.00 3.00 3.00 0.0% 1.00 (1.00) -100.0% 14.00 13.00 13.00 (1.00) -7.1% 5.00 5.00 5.00 0.0% 10.00 13.00 13.00 3.00 30.0% 13.00 12.00 12.00 (1.00) -7.7% 6.88 4.48 2.00 (4.88) -70.9% 8.00 7.00 8.00 0.0% 69.00 70.50 77.50 8.50 12.3% 1.00 1.00 1.00 0.0% 58.00 58.00 58.00 0.0% 31.50 32.00 32.10 0.60 1.9% 3.00 4.00 4.00 1.00 33.3% 56.50 57.50 56.50 0.0% 217.50 217.50 218.50 1.00 0.5% 16.00 16.00 16.00 0.0% 19.00 19.00 19.00 0.0% 4.00 8.00 8.00 4.00 100.0% 3.00 3.00 3.00 0.0% 2.00 2.00 2.00 0.0% 3.00 2.00 2.00 (1.00) -33.3% 15.00 15.00 15.00 0.0% 6.00 5.00 5.00 (1.00) -16.7% 4.00 3.00 3.00 (1.00) -25.0% 1.00 1.00 1.00 0.0% 1.00 1.50 1.50 0.50 50.0% 5.00 4.00 5.00 0.0% 1.00 1.00 1.00 0.0% 42.00 43.00 41.00 (1.00) -2.4% 4.00 4.00 4.00 0.0% 12.00 (12.00) -100.0% 13.00 25.00 25.00 12.00 92.3% 1,896.00 1,899.00 1,743.00 (153.00) -8.1% 266.10 265.10 265.10 (1.00) -0.4% 13.00 14.00 11.00 (2.00) -15.4% 72.00 73.00 64.00 (8.00) -11.1% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) MARKET RANGE TITLE Detention Officer Sergeant Development Svcs Specialist Development Svcs Supervisor Development Svcs Technician Dietitian/Nutritionist Dietitian/Nutritionist Supv Director Director - Air Quality Director - Animal Care & Ctrl Director - Clerk of the Board Director - Communications Director - Community Dev Director - Correctional Health Director - EHI Director - Elections Director - Emergency Mgt Director - Environmental Svcs Director - Equipment Services Director - Facilities Mgt Director - Finance Director - Flood Control Dist Director - Govt Relations Director - Human Services Director - Information Tech Director - Internal Audit Director - Legal Defense Director - Litigation Director - Materials Mgt Director - Medical Examiner Director - Parks & Recreation Director - Probation Director - Public Fiduciary Director - Public Health Director - Research & Report Director - Risk Management Director - Solid Waste Director - STAR Call Center Director - Superior Court Director - Transportation Director - Workforce Mgt Dev Dispatcher Educator Educator - Detention Educator Assistant Educator Bachelor's Educator Coordinator Elected Electrician Electronic Technician Emergency Dispatch Supervisor Emergency Dispatcher Emergency Operator Employee Relations Analyst-Cty Engineer Engineer - Senior Engineering Aide Engineering Associate FY 2009 FY 2010 ADOPTED ADOPTED 216.00 215.00 47.00 30.00 12.00 9.00 127.00 108.00 3.70 8.70 3.00 4.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 5.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 44.00 32.00 44.00 42.00 23.00 23.00 70.00 41.00 31.00 31.00 36.00 32.00 35.00 37.00 12.00 11.00 7.00 7.00 4.00 4.00 29.00 25.00 6.00 5.00 6.00 43.00 41.00 27.75 27.75 8.00 7.00 49.00 44.00 171 REV TO ADPT FY 2010 FY 2010 FY 2011 REVISED FORECAST ADOPTED VARIANCE VAR % 215.00 216.00 201.00 (14.00) -6.5% 30.00 29.00 28.00 (2.00) -6.7% 9.00 9.00 6.00 (3.00) -33.3% 108.00 111.00 112.00 4.00 3.7% 8.70 18.70 18.70 10.00 114.9% 3.00 3.00 3.00 N/A 4.00 3.00 4.00 0.0% 1.00 1.00 1.00 0.0% N/A 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 N/A 1.00 (1.00) -100.0% 1.00 1.00 1.00 0.0% 1.00 (1.00) -100.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 N/A N/A 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% N/A 1.00 1.00 1.00 0.0% 5.00 5.00 5.00 0.0% 1.00 2.00 2.00 1.00 100.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 32.00 31.00 29.00 (3.00) -9.4% 42.00 47.00 48.00 6.00 14.3% 23.00 23.00 25.00 2.00 8.7% 41.00 58.00 58.00 17.00 41.5% 31.00 43.00 42.00 11.00 35.5% 32.00 35.00 35.00 3.00 9.4% 37.00 37.00 37.00 0.0% 11.00 11.00 11.00 0.0% 7.00 9.00 9.00 2.00 28.6% 4.00 4.00 4.00 0.0% 25.00 29.00 29.00 4.00 16.0% 5.00 6.00 6.00 1.00 20.0% 6.00 6.00 6.00 0.0% 41.00 72.75 71.75 30.75 75.0% 27.75 (27.75) -100.0% 7.00 (7.00) -100.0% 44.00 60.00 60.00 16.00 36.4% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) MARKET RANGE TITLE Engineering Manager Engineering Specialist Engineering Supervisor Engineering Technician Environmental Enforcement Spec Environmental Spclst Supv Environmental Specialist Epidemiologist Equipment Operator Ergonomist - County Events Operation Manager Executive Assistant Field Operations Supervisor Finan/Business Analyst - Dept Finan/Business Analyst -County Financial Manager - County Financial Supervisor - County Financial Supervisor - Dept Financial Support Supv - Dept Fingerprint Analyst Fingerprint Supervisor Fingerprint Technician Food Service Worker Food Services Shift Supervisor Forensic Technician General Laborer General Laborer Supervisor General Maintenance Worker GIS Programmer/Analyst GIS Programmer/Analyst - Ld GIS Technician Government Relations Liaison Govt/Commun Affairs Ofcr Grant-Contract Admin Supv Grant-Contract Administrator Guardian/Estate Administrator Health Educator Health Services Aide Heavy Equipment Operator Heavy Equipment Operator - Sr. Help Desk Coordinator Help Desk Coordinator - Sr/Ld HST Analyst Human Resources Analyst Human Resources Associate Human Resources Mngr - County Human Resources Specialist Human Resources Supervisor Human Resources Support Supv Infection Control Specialist Info Systems Manager Inspection Supervisor Inspector Instrumentation Technician Air Instrumentation Tech-Water Intern FY 2009 FY 2010 ADOPTED ADOPTED 7.00 4.00 27.00 28.00 60.00 58.00 17.00 18.00 31.00 33.00 227.75 193.00 13.00 12.00 60.00 58.00 3.00 3.00 1.00 1.00 31.80 23.80 32.00 32.00 24.40 22.50 16.00 14.00 4.00 4.00 5.00 6.00 18.00 17.00 12.00 9.00 16.00 3.00 12.00 10.00 7.00 12.00 10.00 7.00 129.00 71.00 5.00 4.00 88.00 89.00 19.00 18.00 2.00 2.00 32.00 22.00 1.00 1.00 2.00 2.00 19.00 19.00 18.60 16.80 52.50 28.50 101.20 106.60 32.00 40.00 8.00 26.00 23.00 9.00 8.00 2.00 1.00 28.00 17.00 6.00 12.00 3.00 3.00 39.00 34.00 16.00 12.00 9.00 10.00 35.00 32.00 1.00 15.00 12.00 55.00 42.00 12.00 12.00 4.00 4.00 5.10 4.10 172 REV TO ADPT FY 2010 FY 2010 FY 2011 REVISED FORECAST ADOPTED VARIANCE VAR % 4.00 7.00 7.00 3.00 75.0% 23.00 23.00 23.00 N/A 28.00 19.00 19.00 (9.00) -32.1% 58.00 37.00 38.00 (20.00) -34.5% 18.00 14.00 13.00 (5.00) -27.8% 33.00 36.00 36.00 3.00 9.1% 193.00 185.00 184.00 (9.00) -4.7% 12.00 10.00 10.00 (2.00) -16.7% 58.00 59.00 59.00 1.00 1.7% 3.00 3.00 3.00 0.0% 1.00 1.00 1.00 0.0% 23.80 26.00 25.00 1.20 5.0% 32.00 30.00 30.00 (2.00) -6.3% 22.50 26.00 26.00 3.50 15.6% 14.00 15.00 14.00 0.0% 4.00 7.00 6.00 2.00 50.0% 6.00 5.00 6.00 0.0% 17.00 19.00 17.00 0.0% 9.00 10.00 9.00 0.0% 16.00 16.00 15.00 (1.00) -6.3% 3.00 3.00 3.00 0.0% 12.00 15.00 15.00 3.00 25.0% 7.00 10.00 77.00 70.00 1000.0% 10.00 12.00 17.00 7.00 70.0% 7.00 9.00 9.00 2.00 28.6% 71.00 75.00 98.00 27.00 38.0% 4.00 4.00 4.00 0.0% 89.00 89.00 88.00 (1.00) -1.1% 18.00 18.00 18.00 0.0% 2.00 2.00 2.00 0.0% 22.00 23.00 22.00 0.0% N/A 1.00 1.00 1.00 N/A 2.00 2.00 2.00 0.0% 19.00 21.00 20.00 1.00 5.3% 16.80 18.30 18.30 1.50 8.9% 28.50 33.60 34.50 6.00 21.1% 106.60 113.60 113.60 7.00 6.6% 40.00 40.00 39.00 (1.00) -2.5% N/A 23.00 23.00 23.00 0.0% 8.00 8.00 8.00 0.0% 1.00 2.00 1.00 0.0% 17.00 27.00 26.00 9.00 52.9% 12.00 11.00 10.00 (2.00) -16.7% 3.00 4.00 3.00 0.0% 34.00 34.00 34.00 0.0% 12.00 16.00 14.00 2.00 16.7% 10.00 8.00 8.00 (2.00) -20.0% 32.00 31.00 31.00 (1.00) -3.1% N/A 12.00 10.00 10.00 (2.00) -16.7% 42.00 53.00 55.00 13.00 31.0% 12.00 12.00 12.00 0.0% 4.00 4.00 4.00 0.0% 4.10 4.00 4.00 (0.10) -2.4% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) MARKET RANGE TITLE Internal Audit Manager Internal Audit Supervisor Internal Auditor Interpretive Ranger Investigation Commander - MCAO Investigations Supv - Defense Investigations Supv - MCAO Investigator Investigator Investigator - Defense Investigator - MCAO Investigator Chief - Defense Investigator Chief - MCAO IS Architect IS Project Management Mgr IS Project Manager IS Project Manager - Sr/Ld IT Consultant IT Division Manager IT Operations Manager IT Senior Manager IT Services Supv Judicial Assistant Justice Of The Peace Justice System Clerk Justice System Clerk Lead Justice System Clerk Supv Laboratory Manager Laboratory Supervisor Laboratory Technician Laboratory Technologist Law Enforcement Captain Law Enforcement Lieutenant Law Enforcement Officer Law Enforcement Sergeant Legal Assistant Legal Assistant Supv Legal Order Server Legal Support Specialist Legal Support Supervisor Librarian Library Clerk Library Manager Library Paraprofessional Licensed Practical Nurse Management Analyst Management Assistant Managing Physician Materials Handling Worker Materials Inventory Specialist Materials Testing Technician Mechanic - Automotive Mechanic - Aviation Mechanic - Heavy Equipment Mechanic Lead Mechanic Supervisor Mechanic Supervisor - Aviation FY 2009 FY 2010 ADOPTED ADOPTED 2.00 2.00 5.00 4.00 13.00 10.00 12.00 11.00 1.00 1.00 5.00 4.00 4.00 5.00 5.00 73.00 39.00 45.00 43.00 2.00 2.00 1.00 1.00 2.00 2.00 4.00 3.00 1.00 1.00 10.00 8.00 11.00 9.00 9.00 8.00 10.00 10.00 5.00 4.00 11.00 9.00 11.00 11.00 151.00 151.00 23.00 25.00 1,003.03 880.53 79.00 81.00 96.00 92.00 1.00 1.00 2.00 1.00 2.50 2.50 6.25 6.25 22.00 19.00 36.00 36.00 655.00 632.00 93.00 92.00 166.00 161.00 10.00 10.00 8.00 8.00 194.50 189.00 57.00 57.00 6.00 6.00 1.50 1.50 1.00 1.00 7.00 6.00 62.00 57.15 62.00 65.00 2.00 3.00 2.60 34.00 43.00 12.00 11.00 5.00 5.00 14.00 15.00 2.00 2.00 11.00 13.00 3.00 3.00 2.00 1.00 173 REV TO ADPT FY 2010 FY 2010 FY 2011 REVISED FORECAST ADOPTED VARIANCE VAR % 2.00 2.00 2.00 0.0% 4.00 4.00 4.00 0.0% 10.00 10.00 10.00 0.0% 11.00 11.00 12.00 1.00 9.1% 1.00 1.00 1.00 0.0% 4.00 4.00 4.00 0.0% 5.00 5.00 4.00 (1.00) -20.0% 5.00 2.00 2.00 (3.00) -60.0% 39.00 39.00 35.00 (4.00) -10.3% 43.00 43.00 44.00 1.00 2.3% 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 0.0% 2.00 2.00 1.00 (1.00) -50.0% 3.00 2.00 2.00 (1.00) -33.3% 1.00 1.00 2.00 1.00 100.0% 8.00 9.00 9.00 1.00 12.5% 9.00 10.00 11.00 2.00 22.2% 8.00 8.40 7.40 (0.60) -7.5% 10.00 10.00 10.00 0.0% 4.00 3.00 3.00 (1.00) -25.0% 9.00 9.00 9.00 0.0% 11.00 11.00 11.00 0.0% 151.00 152.00 152.00 1.00 0.7% 25.00 25.00 25.00 0.0% 880.53 887.53 887.53 7.00 0.8% 81.00 80.00 79.00 (2.00) -2.5% 92.00 88.00 88.00 (4.00) -4.3% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 2.50 2.00 2.00 (0.50) -20.0% 6.25 6.25 6.25 0.0% 19.00 22.00 17.00 (2.00) -10.5% 36.00 35.00 32.00 (4.00) -11.1% 632.00 636.00 621.00 (11.00) -1.7% 92.00 91.00 89.00 (3.00) -3.3% 161.00 168.00 159.00 (2.00) -1.2% 10.00 10.00 9.00 (1.00) -10.0% 8.00 9.00 11.00 3.00 37.5% 189.00 196.00 188.00 (1.00) -0.5% 57.00 58.00 51.00 (6.00) -10.5% 6.00 6.00 6.00 0.0% 1.50 1.50 1.50 0.0% 1.00 1.00 1.00 0.0% 6.00 6.00 6.00 0.0% 57.15 62.00 65.00 7.85 13.7% 65.00 72.00 75.00 10.00 15.4% 3.00 3.80 3.80 0.80 26.7% N/A 43.00 45.00 43.00 0.0% 11.00 11.00 11.00 0.0% 5.00 5.00 5.00 0.0% 15.00 15.00 16.00 1.00 6.7% 2.00 2.00 2.00 0.0% 13.00 14.00 14.00 1.00 7.7% N/A 2.00 3.00 3.00 1.00 50.0% 1.00 1.00 1.00 0.0% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) MARKET RANGE TITLE Media Specialist Medical Assistant Medical Director Medical Examiner Medical Transcriber Mitigation Specialist Mitigation Specialist-Capital Network Engineer Network Engineer - Sr/Ld Nurse - Correctional Nurse - Correctional/Psychiatric Nurse - Public Health Nurse Pract/Phys Asst Nurse Pract/Phys Asst - Psych Nursing Director Nursing Manager Nursing Supervisor Office Assistant Office Assistant Specialized Operations Manager Operations Supervisor - PW Operations Support Analyst Operations Support Anlst-Sr/Ld Operations/Program Manager Operations/Program Supervisor Parks Specialist Payroll Specialist - County PC/LAN Analyst PC/LAN Tech Support Pharmacist Pharmacy Technician Photographer Physician Pilot Planner Planner - Emergency Services Planner - Facilities Planner - Senior Planning Supervisor Plans Examiner Plans Examiner Supervisor Polygraph Examiner Presentence Screener Preventive Maintenance Tech Prgrm Coordination Spec Probation Assistant Probation Manager Probation Officer Probation Officer Supervisor Procurement Officer - County Procurement Officer - Dept Procurement Specialist Procurement Supervisor - Dept Procurement Supervisor -County Program Coordinator Program Coordinator - RN Program Manager FY 2009 FY 2010 ADOPTED ADOPTED 15.00 16.00 77.90 68.15 1.00 11.00 9.00 6.00 33.00 13.00 20.00 2.00 1.00 2.00 2.00 105.90 98.30 45.40 32.30 24.00 25.00 1.00 1.00 5.00 5.00 22.00 19.00 598.75 511.40 350.25 358.50 5.00 4.00 8.00 8.00 9.00 6.00 3.00 3.00 29.75 28.60 52.00 59.00 4.00 2.00 5.00 5.00 10.00 10.00 55.50 52.50 2.00 2.00 1.00 1.00 2.00 14.00 12.60 2.00 2.00 35.50 29.50 13.00 13.00 11.00 10.00 7.00 5.00 1.00 1.00 4.00 3.00 50.00 8.00 7.50 15.00 15.00 38.00 32.00 18.00 17.00 951.00 781.00 130.00 124.00 10.00 10.00 3.00 2.00 34.00 32.50 4.00 5.00 2.00 2.00 60.50 48.50 2.00 1.75 1.00 174 REV TO ADPT FY 2010 FY 2010 FY 2011 REVISED FORECAST ADOPTED VARIANCE VAR % 16.00 18.00 17.00 1.00 6.3% 68.15 75.00 75.00 6.85 10.1% 1.00 1.00 2.00 1.00 100.0% 9.00 9.00 9.00 0.0% N/A 13.00 13.00 13.00 0.0% 20.00 19.00 21.00 1.00 5.0% 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 0.0% 98.30 101.00 103.00 4.70 4.8% 1.00 1.00 N/A 32.30 58.70 58.70 26.40 81.7% 25.00 24.00 24.00 (1.00) -4.0% 2.50 4.00 4.00 N/A 1.00 1.00 1.00 0.0% 5.00 5.00 5.00 0.0% 19.00 20.00 20.00 1.00 5.3% 511.40 501.75 487.75 (23.65) -4.6% 358.50 362.50 358.50 0.0% 4.00 (4.00) -100.0% 8.00 12.00 12.00 4.00 50.0% 6.00 6.00 6.00 0.0% 3.00 3.00 3.00 0.0% 28.60 48.60 47.00 18.40 64.3% 59.00 67.50 66.50 7.50 12.7% 2.00 2.00 2.00 0.0% 5.00 6.00 6.00 1.00 20.0% 10.00 11.00 11.00 1.00 10.0% 52.50 53.50 53.50 1.00 1.9% 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 0.0% 12.60 13.00 13.00 0.40 3.2% 2.00 3.00 3.00 1.00 50.0% 29.50 28.00 27.00 (2.50) -8.5% 6.50 6.50 6.50 N/A 2.00 2.00 2.00 N/A 13.00 (13.00) -100.0% 10.00 9.00 9.00 (1.00) -10.0% 5.00 5.00 5.00 0.0% 1.00 1.00 1.00 0.0% 3.00 3.00 3.00 0.0% 50.00 51.00 51.00 1.00 2.0% 7.50 7.00 5.00 (2.50) -33.3% 15.00 (15.00) -100.0% 32.00 42.50 42.50 10.50 32.8% 17.00 16.00 16.00 (1.00) -5.9% 781.00 836.00 835.00 54.00 6.9% 124.00 118.00 117.00 (7.00) -5.6% 10.00 11.00 11.00 1.00 10.0% 2.00 2.00 2.00 0.0% 32.50 33.00 33.00 0.50 1.5% 5.00 5.00 5.00 0.0% 2.00 2.00 2.50 0.50 25.0% 48.50 57.50 55.50 7.00 14.4% N/A 1.00 1.00 1.00 0.0% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) MARKET RANGE TITLE Program Supervisor Programmer/Analyst Programmer/Analyst - Sr/Ld Project Administrator Project Manager Project Manager Psychiatrist Psychologist Psychometrist Quality Assurance Analyst Quality Assurance Anlyst-Sr/Ld Radiologic Technologist Real Estate Manager - County Real Property Specialist Records Specialist - County Recruiter Regression Modeler Reprographic Technician Risk Mgmt Supervisor Road Technician Safety Representative Security Officer Security Officer Manager Security Officer Supervisor Sheriff Record Specialist Sheriff Record Specialist Lead Sheriff Record Specialist Supv Social Worker Social Worker Supervisor Software Sys Engineer Software Sys Engineer - Sr/Ld Superior Court Judge Surveillance Officer Survey Technician Systems Admin & Analysis Mgr Systems Admin & Analysis Supv Systems/Network Administrator Systems/Network Admin-Sr/Ld Tech Support Specialist Technical Program Supv Technical Support Mgr Telecomm Engineer Telecomm Engineer - Sr/Ld Telecomm Prgrmr/Analyst Telecomm Prgrmr/Analyst-Sr/Ld Telecommunications Tech Telecommunications Tech-Sr/Ld Trades Generalist Trades Specialist Trades Supervisor Traffic Signal Technician Trainer Veterinarian Web Designer/Developer Web Designer/Developer-Sr/Ld Workforce Development Spec Total FY 2009 FY 2010 ADOPTED ADOPTED 6.00 4.00 63.00 49.00 39.00 35.00 2.00 31.00 23.00 3.00 8.00 7.00 20.00 14.00 1.00 3.00 3.00 1.00 1.00 4.00 4.00 1.00 1.00 12.00 12.00 5.00 4.00 4.00 5.00 7.00 7.00 7.00 7.00 3.00 3.50 21.00 21.00 6.00 6.00 198.50 188.50 8.00 7.00 15.00 13.00 50.00 46.00 6.00 5.00 8.00 7.00 170.00 169.50 24.00 21.00 1.00 1.00 1.00 95.00 95.00 187.00 159.00 9.00 9.00 5.00 4.00 6.00 4.00 31.00 23.00 25.00 24.00 1.00 1.00 4.00 4.00 7.00 6.00 5.00 5.00 1.00 1.00 2.00 2.00 2.00 2.00 7.00 7.00 11.00 10.00 44.00 40.00 60.00 53.00 12.00 12.00 9.00 9.00 34.00 28.00 2.00 2.00 16.00 13.00 7.00 7.00 24.00 23.00 14,660.26 13,470.71 175 REV TO ADPT FY 2010 FY 2010 FY 2011 REVISED FORECAST ADOPTED VARIANCE VAR % 4.00 3.00 2.00 (2.00) -50.0% 49.00 50.00 47.00 (2.00) -4.1% 35.00 35.00 35.00 0.0% 2.00 2.00 2.00 0.0% 23.00 16.00 16.00 (7.00) -30.4% 3.00 3.00 3.00 0.0% 7.00 8.50 11.50 4.50 64.3% 14.00 15.00 15.00 1.00 7.1% 1.00 1.00 1.00 0.0% 3.00 3.00 3.00 0.0% 1.00 1.00 1.00 0.0% 4.00 3.50 3.50 (0.50) -12.5% 1.00 1.00 1.00 0.0% 12.00 12.00 12.00 0.0% 4.00 4.00 4.00 0.0% 5.00 4.00 4.00 (1.00) -20.0% 7.00 7.00 8.00 1.00 14.3% 7.00 6.00 6.00 (1.00) -14.3% 3.50 3.50 3.50 0.0% 21.00 21.00 21.00 0.0% 6.00 6.00 6.00 0.0% 188.50 188.50 180.50 (8.00) -4.2% 7.00 7.00 7.00 0.0% 13.00 15.00 15.00 2.00 15.4% 46.00 51.00 48.00 2.00 4.3% 5.00 5.00 3.00 (2.00) -40.0% 7.00 8.00 8.00 1.00 14.3% 169.50 177.00 168.00 (1.50) -0.9% 21.00 22.00 21.00 0.0% 1.00 1.00 1.00 0.0% N/A 95.00 95.00 95.00 0.0% 159.00 159.00 127.00 (32.00) -20.1% 9.00 (9.00) -100.0% 4.00 4.00 3.00 (1.00) -25.0% 4.00 5.00 5.00 1.00 25.0% 23.00 23.00 24.00 1.00 4.3% 24.00 23.00 24.00 0.0% 1.00 (1.00) -100.0% 4.00 2.00 2.00 (2.00) -50.0% 6.00 6.00 6.00 0.0% 5.00 6.00 6.00 1.00 20.0% 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 0.0% 2.00 2.00 2.00 0.0% 7.00 7.00 7.00 0.0% 10.00 10.00 10.00 0.0% 40.00 40.00 42.00 2.00 5.0% 53.00 58.00 58.00 5.00 9.4% 12.00 12.00 12.00 0.0% 9.00 9.00 9.00 0.0% 28.00 26.50 26.75 (1.25) -4.5% 2.00 4.00 3.00 1.00 50.0% 13.00 13.00 13.00 0.0% 7.00 7.00 8.00 1.00 14.3% 23.00 27.00 27.00 4.00 17.4% 13,470.71 13,776.03 13,532.36 61.65 0.4% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Budget Summary Schedules 176 Maricopa County Annual Business Strategies FY 2010 -11 Adopted Budget Revenue Sources and Variance Commentary Revenue Sources and Variance Commentary This section describes Maricopa County’s major revenue sources, along with historical collection trends and forecasts for upcoming fiscal years. Maricopa County’s major revenues include the following categories: • Taxes • Charges for Service • Licenses and Permits • Fines and Forfeits • Intergovernmental Revenues • Miscellaneous Basis for Estimating Revenue In accordance with the Budgeting for Results Budget Policy Guidelines, revenues are estimated conservatively for budgetary purposes because it is preferable to err by under-estimating revenues than by over-estimating them. For major tax-based revenues, economic forecasting models are applied. The following sections describe the major revenue sources for the County, as well as the estimated collections for FY 2011. Taxes Property Taxes Property taxes are imposed on both real and personal property. Primary property taxes finance the County’s general operations through its General Fund. The table below contains information on historical property tax levies. Primary property taxes are used to support general operations, whereas secondary property taxes fund voter-approved general obligation bonds and special overrides. At the present time, Maricopa County levies only primary property taxes. The County’s last Property Tax Levies general obligation bonds were paid in full in Primary Secondary Fiscal FY 2004, and no County secondary taxes General Fund Debt Service Total Year have been levied since that time. 2001-02 $ 252,676,223 $ 20,071,906 $ 272,748,129 The Board of Supervisors must adopt the 2002-03 277,949,612 19,565,638 297,515,250 property tax levies for all taxing jurisdictions 2003-04 308,122,580 19,234,591 327,357,171 within the County on or before the third 2004-05 339,882,099 339,882,099 Monday in August for the fiscal year that 2005-06 371,224,118 371,224,118 begins on the previous July 1. Property 2006-07 398,725,245 398,725,245 taxes are paid in arrears in two installments, 2007-08 430,023,735 430,023,735 due November 1 and May 1. 2008-09 463,492,311 463,492,311 Increases in both assessed values and tax 2009-10 492,230,736 492,230,736 levies for primary property tax purposes are 2010-11 * 492,224,342 492,224,342 limited by the Arizona Constitution. If the primary property tax levy is at the limit, it may increase by only 2% per year on property taxed in the prior year. *Budget Note: Excludes Payments in Lieu of Taxes The schedule on the following page lists Maricopa County primary net assessed values and tax rates for FY 2011 and the last nine fiscal years. Estimated assessed values and maximum allowable tax rates are also displayed for the following four years. The FY 2011 primary rate, $1.0508 per $100 of assessed value, is less than the maximum rate of $1.1055, consistent with Board of Supervisors’ policy of keeping the tax levy at the same amount as FY 2010, including net new construction. The Maricopa County Board of Supervisors adopts the property tax rates for each fiscal year and is not required to adopt the maximum rate. Primary net assessed value has begun to decrease, and major decreases are forecasted to continue over the next two years as a result of the real estate downturn. Although assessed values are forecasted to show a slight increase in FY 2014, this value would still be $14 billion lower than the peak in FY 2010. The FY 2011 primary property tax rate increase is a result of the decreasing tax base. Rather than levy the maximum amount allowable, the Board of Supervisors adopted a “flat levy”, which provides for no increase in revenue, even from new construction. With new construction added to the tax rolls, the “flat levy” policy will result in a tax reduction for most property taxpayers, depending on how much the values of their properties have declined. 177 Maricopa County Annual Business Strategies FY 2010 -11 Adopted Budget Revenue Sources and Variance Commentary Net Assessed Values and Tax Rates Primary Secondary Fiscal Year 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 * 2012-13 * 2013-14 * 2014-15 * Net Assessed Value (Thousands) $ 21,355,326 22,955,865 25,447,851 28,070,870 31,010,285 33,807,465 38,930,268 44,881,603 49,679,450 46,842,819 39,731,002 34,697,339 35,459,211 36,730,092 Primary Tax Rate (per $100 N.A.V.) 1.2839 1.2907 1.2607 1.2108 1.1971 1.1794 1.1046 1.0327 0.9909 1.0508 1.3316 1.5541 1.5907 1.6116 Debt Service Tax Rate (per $100 N.A.V.) 0.0876 0.0800 0.0700 - Net Assessed Value (Thousands) $ 22,724,309 24,457,047 27,477,988 30,066,987 33,197,218 36,294,694 49,534,573 58,303,635 57,984,052 49,707,952 40,116,960 34,935,176 35,678,783 36,953,033 Combined Rate 1.3715 1.3707 1.3307 1.2108 1.1971 1.1794 1.1046 1.0327 0.9909 1.0508 1.3316 1.5541 1.5907 1.6116 *Maximum Rates, Forecasted NAV Source Elliott D. Pollack & Co. The chart below illustrates that, as assessed values decrease in coming years due to the real estate crisis, the constitutionally allowable tax rate will increase significantly. As the housing market rebounds and values begin to grow again, the tax rate will naturally decline. The Board of Supervisors would be able to adopt their higher tax rates, but it is not required to do so. Primary Net Assessed Value vs. Tax Rate 1.8000 $70.0 $60.0 1.4000 1.2000 1.0000 $40.0 0.8000 $30.0 0.6000 $20.0 $44.882 $49.679 $46.843 $39.731 $34.697 $35.459 $36.730 $10.0 $38.930 0.4000 2007 2008 2009 2010* 2011 2012* 2013* 2014* 2015* $0.0 0.2000 - Fiscal Year 178 *Forecast Tax Rates $50.0 $33.807 Net Assessed Value (Billions) 1.6000 Max Adopted Rate Rate Maricopa County Annual Business Strategies FY 2010 -11 Adopted Budget Revenue Sources and Variance Commentary The effects of the real estate crisis on County property tax revenues are lagging the market trends due to the retrospective nature of property value assessments, as shown in the chart above. Decreasing values of existing property are offsetting smaller gains from new construction. This is in sharp contrast to the growth patterns of five to seven years ago, which were much more heavily influenced by new construction. Even at the estimated maximum rates, levy growth would decline substantially in FY 2011. Recovery at just above zero is not expected to occur until FY 2014. PRIMARY PROPERTY TAX LEVY GROWTH APPRECIATION/DEPRECIATION vs. NEW CONSTRUCTION $65 $45 $25 (Millions) $5 -$15 -$35 -$55 -$75 -$95 -$115 Fiscal Year NEW CONSTRUCTION APPRECIATION *Forecast: Source Elliott D. Pollack & Co. Due to the “Flat Levy” policy, FY 2011 primary property tax levy (excluding Salt River Project) is $492,224,342, virtually unchanged from 2010. Property tax revenue is budgeted in FY 2011 based on prior years’ collection trends in relation to the adopted levy. Property Tax Collection Analysis Maricopa County Primary Levy Amount Estimated Collections Collection Rate $ 492,224,342 $ 487,350,934 99% 179 Maricopa County Annual Business Strategies FY 2010 -11 Adopted Budget Revenue Sources and Variance Commentary FY 2011 PRIMARY PROPERTY TAX LEVY vs. LEVY LIMIT FY 2011 Adjusted Allowable Levy Limit Maximum Tax Rate (per $100 Assessed Value) $ 517,847,364 1.1055 FY 2011 Primary Levy (excluding SRP) Primary Tax Rate (per $100 Assessed Value) $ 492,224,342 1.0508 Amount Under Limit: $ 25,623,022 0.0547 4.9% FY 2011 PRIMARY PROPERTY TAX LEVY vs. "TRUTH-IN-TAXATION" LEVY FY 2011 "Truth-in-Taxation" Primary Levy "Truth-in-Taxation" Tax Rate (per $100 Assessed Value) $ 507,682,472 1.0838 FY 2011 Primary Levy Primary Tax Rate (per $100 Assessed Value) $ 492,224,342 1.0508 Amount Under/(Over) "Truth-in-Taxation" Levy $ 15,458,130 0.0330 FY 2011 Median Residential Limited Property Value $ 147,000 "Truth-in-Taxation" Tax Bill on Median-Valued Home Property Tax Bill on Median-Valued Home Tax Bill Savings/(Increase) $ 159.32 154.47 4.85 $ 3.0% 3.0% PRIMARY PROPERTY TAX LEVY FY 2010 vs. FY 2011 TAX BILL IMPACT ON MEDIAN HOME FY 2010: Median Residential Limited Property Value Primary Tax Rate (per $100 Assessed Value) Property Tax Bill $ $ FY 2011: Median Residential Limited Property Value Primary Tax Rate (per $100 Assessed Value) Property Tax Bill $ Tax Bill Savings/(Increase) $ 180 $ 176,100 0.9909 174.50 147,000 1.0508 154.47 20.03 11.5% Maricopa County Annual Business Strategies FY 2010 -11 Adopted Budget Revenue Sources and Variance Commentary Tax Penalties & Interest The County Treasurer collects penalties and interest on repayment of delinquent property taxes, and proceeds are deposited in the General Fund. Collections fluctuate and are difficult to accurately forecast, so it is prudent to budget this revenue conservatively. The FY 2011 budget reflects an increase, but is a conservative estimate based on historical trends. Jail Excise Tax The County levies a Jail Excise Tax that is collected by the State of Arizona and transmitted to the County Treasurer monthly. The only special sales tax in Maricopa County at this time is the Jail Excise Tax. In November 1998, Maricopa County voters approved a new Jail Excise Tax to fund construction and operation of adult and juvenile detention facilities. Tax authority began in January 1999 and was to expire after nine years or collections of $900 million. The $900 million was reached in FY 2007. In November 2002, Maricopa County voters approved an extension of the Jail Excise Tax for an additional twenty years after the expiration of the original tax. Annual growth reached almost 16% in FY 2006, but has declined for the last three fiscal years and is below FY 2004 levels. There are signs of recovery and limited growth is forecasted to resume in late FY 2011, but the Jail Excise Tax is still posting year-over-year declines through April 2010. Uncertainty is compounded by recent events, including the potential impact of boycotts of Arizona in response to State policies regarding illegal immigration. In this environment, it is prudent to assume no growth in revenue for FY 2011. Jail Excise Tax Fiscal Year 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 Annual Collections $ 98,029,348 98,932,138 107,441,209 119,143,065 137,876,660 145,389,195 138,063,949 116,878,703 * 104,216,987 ** 104,216,987 * 109,720,650 * 113,890,035 * 119,015,087 * 124,965,841 Growth Rate 0.3% 0.9% 8.6% 10.9% 15.7% 5.4% -5.0% -15.3% -10.8% 0.0% 5.3% 3.8% 4.5% 5.0% *Forecast: Source Elliott D. Pollack & Co. **Budget Licenses and Permits Maricopa County collects revenue from a variety of licenses and permits that are issued by 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 & Permits Revenues licenses and permits is generally used to offset the cost of Special issuance. Examples of licenses and permits include Fiscal General Revenue building permits, marriage licenses, dog licenses, and Year Fund Funds Total environmental health permits. Listed in the chart to the left 2001-02 $ 415,821 $ 23,930,149 $ 24,345,970 are the actual license and permit revenues recorded for 2002-03 52,000 26,381,649 26,433,649 the last nine fiscal years, along with estimated revenues 2003-04 1,306,694 28,322,351 29,629,045 for FY 2011. 2004-05 1,494,043 30,955,888 32,449,930 2005-06 2,349,225 36,276,380 38,625,605 2006-07 2,510,840 35,224,846 37,735,686 2007-08 1,668,162 36,006,592 37,674,754 2008-09 2,303,516 34,824,035 37,127,551 2009-10* 2,526,077 32,758,696 35,284,773 2010-11** 2,285,000 37,098,370 39,383,370 Special Revenue Fund Licenses and Permits are expected to increase in FY 2011. The increase is primarily due to enhanced collection of dog-license fees and one-time payments to Planning and Development due to construction of the Court Tower. *Forecast **Budget 181 Maricopa County Annual Business Strategies FY 2010 -11 Adopted Budget Revenue Sources and Variance Commentary General Fund license and permit revenues, shown in detail below, include license fees paid by cable television companies for operation in unincorporated areas which are being aggressively developed. Licenses and Permits General Fund Department Non-Departmental Non-Departmental Clerk of Superior Court Sheriff Total FY 2009-10 FY 2010-11 Forecast Budget $ 75,000 $ 60,000 1,923,280 1,700,000 444,797 444,000 83,000 81,000 $ 2,526,077 $ 2,285,000 Description Liquor Licenses Cable Television Franchise Fees Marriage Licenses Pawnshop & Peddler's Licenses Intergovernmental Revenues Intergovernmental revenues are received by the County from other government or public entities, and include payments in lieu of taxes, state shared revenues, grants, and certain payments required by intergovernmental agreements (IGA’s). Intergovernmental revenues come 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 on how they may be expended. The following schedule lists the actual intergovernmental and grant revenues recorded for the last nine fiscal years, forecasted collections for FY 2010, and the amounts budgeted for FY 2011. Intergovernmental Revenues Fiscal Year Special Revenue Funds General Fund 2001-02 $ 439,548,553 $ 2002-03 486,655,500 2003-04 489,807,845 2004-05 626,232,433 2005-06 694,985,741 2006-07 652,535,569 2007-08 614,211,708 2008-09 535,999,337 2009-10* 490,335,750 2010-11** 497,222,253 270,074,384 $ 257,064,915 259,928,320 250,103,881 285,620,779 309,172,630 242,970,178 225,480,770 265,367,412 252,287,029 Enterprise Funds Internal Service Funds 93,391,643 $ 873,340 $ 3,062,855 1,118,844 5,302,492 1,215,513 9,647,024 284,611 13,365,808 8,228,148 - Capital Projects Funds Debt Service Total 12,784,358 $ 399,224 $ 817,071,502 7,320,885 339,376 755,562,375 9,384,689 339,376 765,978,235 8,820,531 2,036,360 896,840,230 8,847,363 1,395,932 1,004,500,234 39,089,704 3,346,367 1,012,372,418 21,946,984 879,128,870 674,870 762,154,977 4,495,683 760,198,845 749,509,282 *Forecast **Budget Payments in Lieu of Taxes Payments in lieu of taxes are collected from the Salt River Project (SRP), the Federal Government, the Arizona State Retirement System (ASRS), and from municipalities. SRP estimates their net assessed value and makes payments in lieu of property taxes to each taxing jurisdiction based on its property tax rates. The graph below identifies the amounts by payer. Payments in Lieu of Taxes FY 2009-10 FY 2010-11 Forecast Budget Salt River Project $ 6,344,128 $ 6,720,000 Federal Bureau of Land Management 1,800,000 3,000,000 Cities 160,000 300,000 Arizona State Retirement System 21,498 40,000 $ 8,325,626 $ 10,060,000 182 Maricopa County Annual Business Strategies FY 2010 -11 Adopted Budget Revenue Sources and Variance Commentary State Shared Sales Taxes Maricopa County does not have legal authority to 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 0.516 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 distribution, State Shared Sales Tax 40.51 percent is allocated to Arizona counties based on the larger of Fiscal Annual two different distribution base calculations: a) 50% based on point of Year Collections Growth Rate sale + 50% based on assessed valuation; or b) 50% based on point of 2002 $ 325,728,202 1.0% sale + 50% based on population. Counties also receive a portion of an 2003 330,260,143 1.4% additional 2.43 percent of the distribution base, distributed based on a 2004 357,526,559 8.3% 50% point of sale + 50% population. 2005 397,712,817 11.2% Listed to the left are the actual State Shared Sales Tax collections for 2006 457,785,986 15.1% the last nine fiscal years, forecasted totals for FY 2010 plus the budget 2007 480,411,951 4.9% for FY 2011. State Shared Sales Tax and Jail Excise Tax revenues 2008 460,958,749 -4.0% have followed similar trends, except that Jail Tax revenues have 2009 394,920,582 -14.3% experienced greater declines. Annual growth reached 15.1% in FY 2010 * 362,490,933 -8.2% 2006, but has declined for the last three fiscal years and is below FY 2011 ** 369,740,752 2.0% 2005 levels. There are signs of recovery and growth is forecasted to resume in late FY 2011, but the State Shared Sales Tax is still posting 2012 * 381,009,118 3.0% year-over-year declines through April 2010. As noted, uncertainty is 2013 * 396,249,483 4.0% compounded by recent events, including the potential impact of 2014 * 414,080,710 4.5% boycotts of Arizona in response to State policies regarding illegal 2015 * 434,784,745 5.0% immigration. In this environment, it is prudent to assume no growth in revenue for FY 2011. State Shared Sales Taxes are budgeted for the *Forecast: Source Elliott D. Pollack & Co. upcoming fiscal year at the “pessimistic” forecast scenario, and are **Budget expected to increase only 2.0% ($7.3 million) over FY 2010. State Shared Highway User Revenues The State of Arizona collects highway user revenue, principally from a $0.18 per gallon tax on the motor fuel sold within the state. The primary purpose of highway user revenue is to fund construction and maintenance of streets and highways. 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. Highway user revenues distributed to the counties are allocated based upon fuel sales and estimated consumption as well as population. Maricopa County Highway User Revenue Funds (HURF) are deposited in the Transportation Operations Fund. Listed to the right are the actual collections of the highway user revenues for the last eight fiscal years, forecasted totals for FY 2010, and the budget for FY 2011. For FY 2011, highway user revenue is budgeted at the pessimistic forecast from Elliott D. Pollack and Co, and are expected to increase 5.2% This forecast takes into account the State’s diversion of $5.9 million in revenue that would otherwise have been distributed to Maricopa County. Fiscal Year 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 State Shared Highway User Growth Revenues Rate $ 78,243,269 1.2% 78,285,212 0.1% 82,153,376 4.9% 86,598,735 5.4% 90,566,136 4.6% 96,972,512 7.1% 107,593,116 11.0% 102,751,593 -4.5% 90,419,237 -12.0% * 83,782,737 -7.3% ** 88,134,046 5.2% * 87,859,217 -0.3% * 90,488,410 3.0% * 93,162,097 3.0% * 95,903,154 2.9% *Forecast: Source Elliott D. Pollack & Co. **Budget 183 Maricopa County Annual Business Strategies FY 2010 -11 Adopted Budget Revenue Sources and Variance Commentary State Shared Vehicle License Taxes State Shared Vehicle License Tax Fiscal General Growth Year Fund Rate 2001-02 $ 99,372,045 6.4% 2002-03 103,532,057 4.2% 2003-04 116,054,332 12.1% 2004-05 122,637,826 5.7% 2005-06 138,003,052 18.9% 2006-07 143,543,616 4.0% 2007-08 139,312,595 -2.9% 2008-09 126,036,362 -9.5% 2009-10 * 113,424,850 -10.0% 2010-11 ** 113,380,026 0.0% 2011-12 * 119,778,437 5.6% 2012-13 * 124,809,131 4.2% 2013-14 * 130,425,542 4.5% 2014-15 * 135,642,564 4.0% The State of Arizona levies Vehicle License Taxes (VLT) annually on all vehicles, based upon their estimated value. The Vehicle License Tax is essentially a personal property tax on cars and trucks. VLT is paid as part of the annual auto license renewal process, billed and payable during the month in which the vehicle was first registered. VLT rates are applied to a vehicle’s depreciated value and as a result, revenue growth depends greatly on the volume of new car sales. VLT revenue is shared with counties and cities, and a portion is also deposited in the Highway User Revenue Fund (HURF), which is also shared with local governments. The table to the left shows actual and forecasted vehicle license tax collections from FY 2002 to FY 2015. For FY 2011, no VLT revenue growth is expected, consistent with pessimistic forecasts for auto and truck sales. Other Intergovernmental Revenue Other Intergovernmental Revenues include a variety of payments from other jurisdictions, usually as required by Intergovernmental Agreements (IGAs) with the County. The following schedule shows detail of General Fund Other Intergovernmental Revenue. *Forecast: Source Elliott D. Pollack & Co. Revenue is projected to decrease due to year-to-year changes in **Budget Election reimbursements and the movement of Federal Forest Fees from the General Fund to a Special Revenue Fund. Department County Attorney Civil Elections Research and Reporting Non-Departmental Justice Courts Juvenile Probation Sheriff’s Office Education Services Total FY 2009-10 Forecast $ 44,168 4,865,169 104,537 213,140 1,490 3,106 390,119 443,428 $ 6,065,157 Other Intergovernmental Revenue General Fund FY 2010-11 Budget Description $ - Legal services to Housing Authority and other entities 3,497,002 Election cost reimbursements 50,000 Surveys for other governmental agencies - Shared State Lottery Sales (eliminated by Legislature starting FY 2011) 4,474 Civil traffic processing for the Town of Gila Bend 14,999 Reimbursement from U.S. Marshals for housing federal juvenile prisoners 475,000 Social Security Administration pay for inmate information - National Forest Fees for Schools (moved to grant fund in FY 2011) $ 4,041,475 Charges for Services Charges for Services are a broad category of program revenues that include charges to customers, applicants, or other governments who purchase, use, or directly benefit from the goods, services, or privileges provided, or are otherwise directly affected by the services. Charges for service are also levied internally within Maricopa County government for internal services provided by one County department to another department, but are eliminated within the overall County budget. County policy is to fully recover the cost for providing services. When setting fees, care is exercised in establishing charges for services so that they do not unfairly discriminate against those most in need of services. The County Board of Supervisors approves all fee schedules, unless fees are specifically set forth in State statute. Examples of charges for services to the public include court-filing fees, kennel fees, park entrance fees, vital record document fees, and probation service fees. Examples of internal charges for services include benefits, risk management, motor pool charges and long distance telephone charges. 184 Maricopa County Annual Business Strategies FY 2010 -11 Adopted Budget Revenue Sources and Variance Commentary Listed below are the revenues recorded for the last nine fiscal years, forecasted revenue for FY 2010 and the budget amount for FY 2011 for: • • • • Intergovernmental Charges for Service Internal Service Charges Patient Service Charges Other Charges for Service The significant reductions and ultimate elimination of Enterprise Fund Charges for Services from FY 2005 to FY 2008 revenue is the result of the transfer of the Maricopa Integrated Health Care System and the termination of the County’s long-term health care plan. In FY 2008, the County began self-funding employee health and dental benefits, which resulted in an increase in Internal Service Fund revenue. This increase was almost exclusively due to budgeting and accounting procedural changes necessitated by the transition from insured benefits to selfinsurance, rather than actual rate increases. Fiscal General Year Fund 2001-02 $ 23,066,442 2002-03 25,932,256 2003-04 30,266,056 2004-05 29,955,025 2005-06 33,156,418 2006-07 31,719,127 2007-08 44,747,587 2008-09 43,642,013 2009-10* 39,700,944 2010-11** 38,476,227 Charges for Service Special Debt Capital Internal Revenue Service Projects Enterprise Service Funds Fund Funds Funds Funds Eliminations Total $ 31,204,270 $ - $ - $ 577,445,943 $ 48,199,803 $ (138,734,084) $541,182,374 36,564,318 695,504,915 73,435,665 (74,326,480) 757,110,673 41,510,912 773,743,235 86,558,352 (161,468,141) 770,610,414 46,588,972 355,475,219 86,706,148 (76,001,438) 442,723,926 53,563,330 78,515,094 74,861,880 (72,564,571) 167,532,151 55,826,076 62,873 78,091,596 (70,498,458) 95,201,214 96,369,159 3,054,932 7,300,482 - 199,238,595 (161,606,944) 189,103,811 135,371,562 2,652,765 17,874,757 - 201,910,980 (161,737,799) 239,714,278 132,797,667 2,987,862 9,412,822 - 188,036,835 (145,083,499) 227,852,631 146,707,808 2,674,846 38,814,115 198,792,526 (155,232,894) 270,232,628 * Forecast ** Budget Intergovernmental Charges for Services Revenues in this category account for payments as well as for the sale of goods and services to outside governments or Districts. Examples include charges to cities and towns for housing jail inmates. Detail of Intergovernmental Charges for Service is shown in the following table. Intergovernmental Charges for Service General Fund FY 2009-10 FY 2010-11 Department Forecast Budget Description Education Services $ - $ 76,742 National Forest Fees for Schools and Intergovernmental Agreement to Provide Services Through a Grant Finance 223,590 - Lease revenue, reimbursement from Industrial Development Authority Non-Departmental 889,870 868,293 District Reimbursements Non-Departmental 391,987 Industrial Development Authority Reimbursements Public Works 311,799 335,141 Security services to Library District Sheriff 9,815,323 9,756,254 Patrol Services provided to cities and towns Superior Court 846,399 629,184 IGAs for Court Security Workforce Management and Development 2,000 - Training purchased by Housing Authority and Special Health Care District Total $ 12,088,981 $ 12,057,601 185 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Revenue Sources and Variance Commentary Patient Charges In the General Fund, the residual long-term care program generates patient share of cost. Special Revenue fund patient charges include amounts received by Public Health and by the Sheriff’s Office for services provided. The significant change to the Enterprise Fund patient charges in FY 2005-06 is the result of the Maricopa Integrated Health Care System becoming a distinct governmental entity. The further reduction in FY 2006-07 is due to the termination of the County’s management of the long-term health care program. Fiscal General Year Fund 2001-02 $ 66,046 $ 2002-03 49,448 2003-04 18,746 2004-05 29,583 2005-06 13,742 2006-07 7,271 2007-08 9,237 2008-09 15,947 2009-10* 27,201 2010-11** 7,200 Patient Services Revenue Special Internal Revenue Enterprise Service Funds Funds Funds Eliminations Total 1,228,270 $ 577,401,082 $ - $ (91,278,716) $ 487,416,682 1,142,428 695,449,087 12,424,598 (5,248,439) 703,817,091 1,504,145 773,534,090 7,871,064 (79,149,895) 703,778,150 905,752 355,475,219 356,410,554 2,205,319 78,480,454 80,699,515 927,913 935,184 1,032,387 1,041,624 1,055,877 1,071,824 1,255,385 1,282,586 1,399,715 1,406,915 *Forecast ** Budget Internal Service Charges Internal Service Charges are payments between County departments. Rates are established during the budget process. Internal service fee rates are intended to recover from the appropriate user the full cost of the services provided. Internal service charges are usually recorded in the Internal Service Funds. In FY 2011, internal service charges are budgeted to increase over FY 2010. A significant reduction in Risk Management charges due to actuarial adjustments is offset by a significant increase in estimated charges for Workforce Management and Development, which represent increases in charges to County departments to fund the self-insured employee benefit program. Internal Service Charges FY 2009-10 FY 2010-11 Forecast Budget Enterprise Technology $ 15,807,896 $ 15,509,223 Equipment Services 11,017,939 11,105,795 Materials Management 673,234 806,795 Risk Management 21,115,581 18,628,960 Workforce Management and Development 95,550,336 109,182,121 Total $ 144,164,986 $ 155,232,894 Other Charges for Services The schedule on the following page lists Maricopa County Other Charges for Service in the General Fund for FY 2010 and FY 2011. FY 2011 collections of Other Charges for Service in the General Fund are anticipated to be less than FY 2010. This is primarily due to a substantial reduction in Document Recording Fee revenue resulting from the slowdown in the housing market. 186 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Revenue Sources and Variance Commentary Other Charges for Service Summary General Fund FY 2009-10 Forecast $ 6,936,396 1,471,033 116,435 3,165 75,679 4,773,705 Department Clerk of the Superior Court Constables Education Services Elections Finance Justice Courts Juvenile Probation FY 2010-11 Budget $ 6,936,400 1,504,722 105,000 702 69,000 4,775,162 17,254 Medical Examiner Non-Departmental Public Defender Public Fiduciary Public Works Recorder Sheriff Superior Court Treasurer Workforce Management & Development Total $ - 298,235 302,768 3,865,555 3,500,000 61,071 61,000 1,140,300 1,150,000 194,619 186,974 7,303,282 6,559,802 608,166 408,000 665,581 752,396 1,898 49,500 52,388 50,000 27,584,762 $ 26,411,426 Description Filing fees Constable fees Garnishment & Support Processing Fees Certifications Collections Fee Defensive Driving fees, Civil Trial Jury fees and other miscellaneous court fees Miscellaneous charges and Indian Ward Custody Reimbursements Cremation Certificate Fees and Transport Fees Tax Sale Fees Reimbursement for Legal Services Fiduciary Fees and Probate Fees Security Services for Homeless Campus Document Recording Fees Other tax sales fees and various civil fees Family Court filing and Civil trial jury fees Miscellaneous charges Garnishments, Copies and Lost Bus Card Fees Fines and Forfeits Through statutory and enforcement authority, Maricopa County collects various fines such as civil traffic citations and court fines. Fiscal Year 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10* 2010-11** $ Fines & Forfeits Special General Revenue Fund Funds 12,886,929 $ 3,201,902 $ 11,940,884 4,051,596 12,858,597 3,828,653 15,719,102 5,612,192 15,646,210 7,098,112 18,244,455 12,817,703 16,901,603 14,490,595 16,370,071 20,196,311 14,589,102 14,440,741 17,629,088 16,366,876 * Forecast ** Budget 187 Total 16,088,831 15,992,480 16,687,250 21,331,294 22,744,322 31,062,158 31,392,198 36,566,382 32,218,190 30,807,617 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Revenue Sources and Variance Commentary The largest source of General Fund fine and forfeit revenue is the Justice Courts. Fine revenue for FY 2011 is on par with forecasted collections for FY 2010. Fines and Forfeits Summary General Fund FY 2009-10 Forecast $ 3,983,575 9,880 229,112 10,364,337 1,898 300 Total $ 14,589,102 Department Clerk of the Superior Court Elections Environmental Services Justice Courts Sheriff Superior Court FY 2010-11 Budget $ 3,983,500 12,000 60,000 10,381,841 2,500 900 $ 14,440,741 Description Superior Court Fines Campaign Finance Penalty Fees Code Enforcement Fines Justice Court Traffic and Misdemeanor Fines Civil Sanctions and Traffic Fines Juror Fines 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, interest earnings, building rental, pay phone receipts, insurance recoveries, food sales, land sales, map sales, and equipment rental as well as sales of fixed assets. Listed below are the combined miscellaneous revenues and interest earnings recorded for the last nine fiscal years, forecasted amounts for FY 2010, plus the budget for FY 2011. Miscellaneous revenues are recorded in all fund types. As in prior years, the largest single component of miscellaneous revenues in the General Fund is interest income, which is budgeted at $7 million in FY 2011. This represents a significant reduction compared with prior years due to declines in interest rates. Due to the volatility of Interest Earnings, this revenue is being budgeted as a non-recurring source for the General Fund and Detention Fund starting in FY 2011. As such, Interest Earnings will not be included in the estimation of structural balance for these funds. Special Miscellaneous Revenue Debt Capital Internal Fiscal General Revenue Service Projects Enterprise Service Year Fund Funds Funds Funds Funds Funds 16,376,321 $ 18,781,108 $ 5,913,617 $ 12,369,884 $ 8,543,553 $ 2,230,495 $ 64,214,978 11,657,516 9,818,704 15,154,769 22,714,174 39,820,380 32,662,960 15,056,656 11,930,794 11,228,226 16,902,830 15,901,534 19,078,397 24,869,157 35,303,667 40,941,646 28,316,635 40,955,583 39,128,980 3,193,710 1,586,395 1,289,686 1,077,601 1,211,040 1,095,072 658,513 133,799 25,000 5,994,977 10,505,604 6,483,550 3,229,749 7,127,256 19,300,188 15,144,274 2,740,556 - 4,857,068 7,081,380 591,581 456,261 684,104 - 1,672,982 625,811 1,345,006 4,101,900 3,789,038 5,369,946 3,881,287 1,415,224 859,924 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10* 2010-11** $ * Forecast ** Budget 188 Total 44,279,083 45,519,428 43,942,989 56,448,842 87,935,485 99,369,812 63,057,365 57,175,956 51,242,130 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Revenue Sources and Variance Commentary General Fund miscellaneous revenue includes interest income, building rental income, public record copy fees, and bad check fees. As in prior years, the largest single component of miscellaneous revenues in the General Fund is interest income, which is budgeted at $7 million in FY 2010-11. Department Assessor Clerk of the Board Clerk of the Superior Court County Attorney County Manager's Office Elections Finance Justice Court Juvenile Probation Materials Management Non-Departmental Public Works Recorder Sheriff Superior Court Workforce Mangement and Development Total Miscellaneous Revenue General Fund FY 2009-10 FY 2010-11 Description Forecast Budget $ 278,855 $ 240,000 Sale of maps, copies, etc. 1,031 - Reimbursement for an expense related to a fire district in FY 2009 46,460 46,000 Sale of copies & bad check fees, interest 38,956 30,000 Fees to private defense for discovery information 994 1,100 Sale of copies 5,430 3,506 Sale of copies and maps 864,676 805,647 Building Rental 1,070,994 1,073,523 Sale of copies 1,744 8,001 760,801 457,849 Vendor rebates & copy sales 7,851,344 7,600,000 Interest and sale of fixed assets 128,238 82,712 427,509 440,198 Micrographics & photocopy sales 444,157 419,000 Sale of copies and reimbursement for ID cards 3,897 10,600 Sale of copies 5,708 10,090 Sale of copies, W-2 fees $ 11,930,794 $ 11,228,226 Other Financing Sources Other Financing Sources include Proceeds of Financing (debt) and Fund Transfers In. Proceeds of Financing No revenues are budgeted for Proceeds of Financing in FY 2011. Please refer to the Debt Service section of this document for a discussion of Maricopa County’s debt policies and the Capital Improvement Program section for additional information on the uses of the proceeds of financing from prior fiscal years. Fund Transfers In A schedule of Fund Transfers is provided in the Budget Summary section. In FY 2011, budgeted fund transfers in to the General Fund are comprised of Central Service Allocation charges to non-General Fund departments. 189 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Revenue Sources and Variance Commentary 190 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Mandates Summary Mandates Introduction Approximately 93.39% of the services provided by Maricopa County government are mandated or provide administrative support for mandated services. Mandated services drive Maricopa County’s strategic planning process, operating policies and financial structure. Mandates are functions or services that are required by the Federal or State government via statute, court order or constitutional provision. Mandates are often not directly funded by either the State or the Federal government. As such, they comprise the portion of the County budget over which the Board of Supervisors has limited discretion. The Board cannot eliminate funding for a mandated service, but in many cases can reduce the cost of mandated services through efficiency and/or reducing the level of service within the scope of the applicable legal requirements. Administrative mandates, as used in this document, refer to essential support functions for mandated services, without which the mandated services could not be provided. Because these services are necessary to provide mandated services, all of the summary schedules, charts and tables provided in this section combine mandates and administrative mandates (unless specifically listed separately). Individual mandated programs and administrative mandates, including their associated costs, are located in the Departmental Strategic Business Plans and Budgets section of this document. Please refer to the table of contents to find information on specific departments and their Programs and Activities. Summary After three years of significant spending cuts, County expenditures have stabilized in FY 2011. While operating expenditures have been held flat or reduced, total budgeted expenditures are increasing 6.0% due to one-time capital investments and increases in ongoing State mandated payments. In this section expenditures are categorized into the functional areas of Mandated State Payments, Education, Culture and Recreation, General Government, Highways and Streets, Health, Welfare and Sanitation, or Public Safety so that readers have a broad sense of the types of services provided. As illustrated in the table below, nearly $1.3 billion (56.46%) of Maricopa County’s budget directly supports mandated services. Of the remaining budget, $834 million (36.82%) is associated with administrative mandates. Only $152 million 6.72% of the County’s budgeted expenditures are for truly non-mandated services. Summary of FY 2010-11 Mandated and Non-Mandated Expenditures Category Public Safety Mandated State Payments Highways and Streets Health, Welfare and Sanitation General Government Education Culture and Recreation Totals Mandated 703,065,190 235,041,374 147,535,414 121,956,883 64,026,201 6,830,534 $ 1,278,455,596 $ % of Administrative Budget Mandates 31.05% $ 174,730,051 10.38% 6.52% 11,293,716 5.39% 22,916,935 2.83% 623,069,360 0.30% 288,441 0.00% 1,344,359 56.46% $ 833,642,862 % of Budget Not Mandated 7.72% $ 29,891,126 0.00% 0.50% 1.01% 89,450,925 27.52% 5,483,608 0.01% 19,306,951 0.06% 8,049,748 36.82% $ 152,182,358 % of Budget 1.32% 0.00% 0.00% 3.95% 0.24% 0.85% 0.36% 6.72% The table above reflects the distribution of mandated and non-mandated expenditures by functional area. Public safety comprises the largest portion of the budget, followed by general government. The distribution of the budget by category is relatively consistent year-to-year as shown by the graph below, except for the notable increase in 191 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Mandates Summary Mandated State Payment expenditures. These and other significant change will be discussed in the sections that follow. Mandates $1400 $1200 $1000 $800 $600 $400 $200 $0 FY10 FY11 Mandated State Payments Public Saf ety Highw ays and Streets Health, Welf are and Sanitation General Government Culture and Recreation Education Administrative Mandates $900 $800 $700 $600 $500 $400 $300 $200 $100 $0 FY10 FY11 Public Safety Highways and Streets Health, Welfare and Sanitation General Governm ent Culture and Recreation Education Non-Mandated $160 $140 $120 $100 $80 $60 $40 $20 $0 FY10 FY11 Public Saf ety Highw ays and Streets Health, Welf are and Sanitation General Government Culture and Recreation Education 192 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Mandates Summary Mandated State Payments Mandated State Payment expenditures are merely required contributions, mainly to health care programs that are managed and directed by the State of Arizona. Ongoing State contributions include the payments to the Arizona Long Term Care System (ALTCS) of $164.7 million, the Arizona Health Care Cost Containment System (AHCCCS) of $20.8 million, contributions to the State Department of Health Services for behavioral health (required by the Arnold v. Sarn judgment), which total $44.3 million, and a $261.4 mandated contribution to the State General Fund of $28.6 million. These payments total $261.4 million for FY 2011, an increase of $9.1 million (4%) from FY 2010. For FY 2011, these contributions are partially offset by a one-time reduction of $26.4 million in the ALTCS Contribution. This one-time savings represents Maricopa County’s share of American Recovery and Reinvestment Act (ARRA) funding provided to the states as additional funding for Medicaid. As a result, total expenditures for Mandated State Payments are reduced 7% from FY 2010, but the reduction is only temporary. Mandated State Payments ALTCS Contribution Arnold v Sarn AHCCCS Contribution State Contribution SVP Commitment Payments Total One-time FMAP Savings Total Inc FMAP $ $ $ FY 2010 164,638,800 $ 42,463,407 21,035,400 24,168,400 252,306,007 $ 252,306,007 $ FY 2011 % Chg 164,735,500 0% 44,340,074 4% 20,761,900 -1% 28,600,000 18% 3,000,000 0% 261,437,474 4% (26,396,100) 0% 235,041,374 -7% Public Safety Public Safety expenditures provide for the safety of Maricopa County citizens while protecting their constitutional rights through due process in the courts. Maricopa County funds prosecutors, defenders, courts, jails and police. The departments that carry out these functions include the Sheriff, County Attorney, Superior Court, Justice Courts, Adult Probation, Juvenile Probation, Correctional Health Services, Emergency Management, and Public Defense Services, Public Defender, Legal Defender, Legal Advocate, Juvenile Defender and General Litigation, Special Litigation, Clerk of the Superior Court, and Constables. Public Safety mandates total $9 million or 41.56% of the County’s total mandated expenditures. Less than 1.4% of Public Safety expenditures are for non-mandated activities. The table below illustrates the distribution of Public Safety expenditures for FY 2010 and FY 2011. Public Safety FY 2010 FY 2011 % Chg Mandated $ 701,483,487 $ 703,065,190 0% Administrative Mandates 188,687,705 174,730,051 -7% Not Mandated 27,526,908 29,891,126 9% Total $ 917,698,100 $ 907,686,367 -1% The decrease in Public Safety expenditures is primarily due to the lower adult detention population and reduction in contingencies, partially offset by new information technology improvement projects. 193 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Mandates Summary Health, Welfare & Sanitation Maricopa County is responsible for funding and/or providing a broad range of health, human services and environmental services. The Public Health Department provides a variety of mandated health care services such as testing and treatment for communicable diseases, immunizations, lab and pharmacy services. This department is responsible for aggregating and reporting disease and health statistics, and maintaining birth and death records. Expenditures for the Medical Examiner’s Office, which provides medico-legal investigations, are also included in this category. Health, Welfare, and Sanitation Not Mandated, 89,450,925 , 38% Mandated, The Air Quality and $121,956,883 , Administrative Environmental Services 52% Mandates, departments enforce 22,916,935 , 10% standards related to air pollution, water contamination, and food handling, and provide preventative health services such as mosquito abatement and trip reduction coordination. The Animal Care and Control Department provides enforcement, shelter, licensing and animal adoption services. The FY 2011 budget includes over $89 million for non-mandated Health, Welfare and Sanitation services. Nonmandated services in this area are primarily grant-funded, and include community development, Head Start, workforce development, HIV/AIDS services, tobacco cessation, and nutrition programs. These services are expanding with additional Federal funding through the American Recovery and Reinvestment Act. Mandated expenditures for Health, Welfare and Sanitation activities total $145 million or 6.9% of the County’s total mandated expenditures. The distribution of mandated versus non-mandated services within the category of Health, Welfare and Sanitation in the FY 2010 and FY 2011 budgets is shown in the table below. Health, Welfare & Sanitation Mandated Administrative Mandates Not Mandated Total $ $ FY 2010 120,314,476 $ 24,713,286 80,550,577 225,578,339 $ FY 2011 121,956,883 22,916,935 89,450,925 234,324,743 % Chg 1% -7% 11% 4% Health, Welfare and Sanitation mandated expenditures remained virtually flat compared with FY 2010, while Administrative Mandates were actually reduced 7%. Non Mandated expenditures increased due to additional grant funding. 194 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Mandates Summary Highways and Streets Maricopa County receives a share of the State Highway User Revenue Fund (HURF) to use for transportation purposes. The Public Works Department is responsible for designing, constructing, and maintaining roads and bridges, coordinating traffic information, and providing emergency and event control services. All of the Activities in the category of Highways and Streets are mandated. The expenditures for these mandates total more than $158 million, or 7.5% of the County’s mandated expenditures. The table below reflects the FY 2010 and FY 2011 expenditures for Highways and Streets. Highways & Streets Mandated Administrative Mandates Not Mandated Total $ $ FY 2010 134,370,116 $ 10,657,647 145,027,763 $ FY 2011 147,535,414 11,293,716 158,829,130 % Chg 10% 6% 0% 10% General Government General Government includes a broad range of mandated Services. Property tax collection, property assessment, elections, document recording, revenue and expenditure accountability, and legal representation make up the majority of these Services. This category also includes budgeted contingencies. The governing body of the County, the Board of Supervisors, is also a mandated function. General Government Expenditures Not Mandated, 5,483,608 , 1% Of the $692 million budgeted for General Government expenditures, $687 million is mandated. General Government mandates comprise 32.5% of total mandated expenditures. The table below illustrates the mandated versus nonmandated expenditures in FY 2010 and FY 2011. Mandated, $45,387,053 , 6% Administrative Mandates, 641,708,508 , 93% General Government Mandated Administrative Mandates Not Mandated Total $ $ FY 2010 31,129,609 525,214,553 6,848,713 563,192,875 $ $ FY 2011 45,387,053 641,708,508 5,483,608 692,579,169 % Chg 46% 22% -20% 23% General Government mandated expenditures have increased primarily due to the 2010 General Election, while Administrative Mandates increased due to operational costs for newly constructed facilities and new capital projects, particularly in IT. Culture and Recreation The quality of life in Maricopa County is enhanced by the Cultural and Recreational services offered by the park facilities, extensive trail system and entertainment venues operated by the County. Maricopa County provides summer recreation programs, interpretive programs, community service opportunities, and facilities that can be 195 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Mandates Summary rented for special uses. Archery ranges, ball fields, equestrian facilities, trails, competitive tracks, camping and picnicking facilities, and special events are also provided by the Parks and Recreation. None of the activities in the category of Culture and Recreation are mandated. Less than 0.5% of the County’s total budget is spent in this functional area. The table below reflects the FY 2010 and FY 2011 expenditures for Culture and Recreation. Culture & Recreation FY 2010 Mandated Administrative Mandates Not Mandated Total $ $ $ 1,266,431 10,048,695 11,315,126 $ FY 2011 1,344,359 8,049,748 9,394,107 % Chg 0% 6.2% -20% -17% Expenditures for the Culture and Recreation have decreased due to reduction in spending for park facilities projects. Education The Maricopa County Superintendent of Schools is responsible for providing mandated services through Educational Support activities to the school districts within Maricopa County. Services provided include training, grant support, coordination of special elections, computer system and financial support, and special education services. Services are also provided to private and home-based schools. The Superintendent of Schools is the only department within the Education category. Mandated expenditures for Education activities total $7.1 million, less than 0.4% of the County’s total mandated expenditures. The distribution of mandated versus non-mandated expenditures for Education in FY 2009-10 and FY 2010-11 is shown in the table below. Education Mandated Administrative Mandates Not Mandated Total $ $ FY 2010 4,135,387 $ 678,217 16,343,572 21,157,176 $ FY 2011 6,830,534 288,441 19,306,951 26,425,926 % Chg 65% -57% 0% 25% The overall increase in expenditures in the Education is due to new grant funding for Superintendent of Schools and for Head Start programs administered by the Department of Human Services.. 196 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Financial Forecast Financial Forecast Executive Summary The five-year financial forecast is a key element of Maricopa County’s fiscal management strategy to maintain a sustainable, structurally-balanced budget. The forecast provides a reasonably conservative estimate of the County’s fiscal condition through the next five years given realistic economic forecasts, current policies of the Board of Supervisors and existing laws. The forecast is prepared and updated for three major fund groups, and incorporates both external impacts of economic and demographic trends as well as the impacts of current or proposed internal policy choices. The forecasting process allows the County to assess the long-term impact of both external and internal factors. The County is thereby able to make major funding commitments with a reasonable assurance that they are sustainable, and can respond early to any potential fiscal problems, before those problems become acute. The five-year forecast is presented for the following major County funds: • General Fund • Detention Funds (Operating and Capital Projects) • Transportation Funds (Operating and Capital Projects) The current forecast estimates revenues, expenditures and ending fund balances for five years, beginning with the FY 2011 Adopted Budget. Overall, the forecast is based on econometric forecasts of major revenues, as well as demographic and economic indicators that are provided by Maricopa County’s economic forecasting consultants. County staff combine this forecast information with base-line budget data and apply policy and other forecast assumptions to estimate trends in specific revenue and expenditure items. The five-year financial forecast reflects the same conservative scenario used in development of the FY 2011 Adopted Budget. The forecast presented here does not incorporate policy changes that have not yet been made or proposed new revenue sources. As a result, this forecast provides a base-line assessment of the long-term impact of current policies given currently forecasted economic and demographic trends. Overall Fiscal Position The latest five-year financial forecast reflects a slow economic recovery, coupled with the delayed impact of the real estate downturn on the property tax base. The forecast includes several significant trends: • Significant declines in primary property tax assessed values, by FY 2013 amounting to almost $15 billion (30%). • Maricopa County’s primary (general operating) property tax levy is subject to a constitutional limit. The levy increases allows increases of 2% annually on existing property, plus taxes on new properties. For FY 2011, the Board of Supervisors adopted a “flat levy,” which was unchanged from the prior year. By spreading the tax levy to new properties that were added to the tax rolls for FY 2011; the “flat levy” provides a tax reduction to properties taxed in the prior year. The forecast assumes continuation of the “Flat Levy” through the forecast period. With declining assessed values, the primary property tax rate increases from $1.0508 per $100 assessed value in FY 2011 to $1.4186 by FY 2013. • State Shared Sales Tax, Vehicle License Tax, Highway User Revenues and County Jail Excise Tax revenues begin to increase or are at least flat in FY 2011 after three years of decline. Annual collections generally do not regain the peak levels of 2004-2006 until after FY 2015. • Staggering State budget deficits continue to pose a significant risk to Maricopa County’s fiscal stability. The forecast assumes continuation of the $28.6 million FY 2011 mandated contribution to the State, along with sizable increases in mandated healthcare contributions, in particular the ALTCS program. In addition, the forecast does not incorporate any additional savings beyond what is included in the FY 2011 197 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Financial Forecast Adopted budget due to Federal Recovery Act funding for AHCCCS and ALTCS, which by Federal law are to be shared with local governments that contribute to the non-Federal match for these programs. As a result, the forecast indicates that Maricopa County will continue to face challenges in maintaining a structurally-balanced budget as demand for ever-higher expenditures could exceed growth in revenues. Operating deficits are forecasted beginning in FY 2012 in the General Fund (assuming the “flat levy” property tax scenario), while the Detention Fund remains structurally balanced due to slower trends in jail population growth. No deficits are forecasted in the Transportation Fund, but slower growth in Highway User Revenue Funds will limit the County’s ability to fund transportation projects. Forecast Drivers 5.0 4.5 4.0 3.5 3.0 2.5 2.0 1.5 1.0 0.5 0.0 4.0% 3.5% 3.5% 3.0% 3.0% 2.5% 2.5% 2.5% 2.5% 2.5% 2.2% 2.0% 1.5% 1.5% 1.0% 0.8% 1.0% Ann. % Change Millions COUNTY POPULATION Total Population Aside from policy assumptions, the five-year financial forecast is driven by forecasted population growth, inflation, retail sales and real estate values. Due to record job losses and the real estate slowdown, population growth has slowed from historically high rates to a low of 0.8% in FY 2010. Annual population growth will not increase to 2.5% per year until FY 2013. By FY 2015, the total County population will reach nearly 4.5 million, an increase of almost 410,000. Population growth, even at lower rates, and inflationary pressures continue to push forecasted expenditures higher, while the growth in County revenues will be lower than historic trends. 0.5% 0.0% FY 06 FY 07 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 Inflationary pressures will also drive up the cost of service delivery for Maricopa County. The annual percentage increase in the Consumer Price Index (CPI), which will be only 1.9% in FY 2011, but will peak at 4.5% in FY 2014; Medical CPI is forecasted to spike to 5.6% the same year. Medical inflation is a factor not only in the cost of health care provided by County programs, but also in the cost of employee health and dental benefits. Retail sales will increase 1% in FY 2011 after three years of decline, and reach 4.5% by FY 2014. The slow growth in retail sales reduces forecasted revenues from State Shared Sales Taxes and Jail Excise Taxes. BUILDING PERMITS 80.0% 60.0% 50.0% 35.0% 40 30 10.0% 5.0% 20 ‐10.9% ‐24.5% ‐33.5% 10 - ‐27.8% ‐56.4% 40.0% 20.0% 0.0% ‐20.0% ‐40.0% ‐60.0% ‐80.0% FY 06FY 07FY 08FY 09FY 10FY 11FY 12FY 13FY 14FY 15 Ann. % Change 60.0% 50 Thousands Building Permits 60 Maricopa County building permits are forecasted to grow by large percentages, but small absolute numbers. The five-year forecast assumes that permits will increase 35% in FY 2011, but only to 10,373, a far cry from the 54,000 plus permits in FY 2005. Permits will increase to just under 28,000, but not until 2015. Due to the property tax valuation cycle, the slowdown in the housing market was not felt until FY 2010. Full-cash value, which increased 36.9% for FY 2008 and 17.7% in FY 2009, dropped 0.5% in FY 2010 and a further 14.4% in FY 2011, beginning a long slide until FY 2013. By that year, secondary net assessed value will have dropped by almost $23.4 billion (40%) from its peak in FY 2009. The primary property tax, which supports the general fund, is based on the limited cash value, and will not experience the same fluctuations but will still decline significantly. 198 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Financial Forecast Forecast Assumptions The five-year forecast is based on three general assumptions: • The County will continue its policy of “pay-as-you-go” financing of capital improvements. • No changes in the rates of fees and charges, unless already approved by the Board of Supervisors or the State Legislature. • There will be no further revenue reductions or cost shifts from the State of Arizona. developments continue to be a significant possibility, they are impossible to predict. While such Revenues Property Taxes: Property taxes are levied on Net Assessed Value (NAV), which includes locally assessed real property and improvements, secured and unsecured personal property, and centrally assessed real property and improvements. The aggregate assessed value in each of these categories changes from year to year due to market trends, depreciation, legislative changes and construction activity. Each component of change was forecasted 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. FY 2010 net assessed values began to show the impact of the real estate downturn, and the trend worsened in FY 2011. The forecast for FY 2011 and beyond reflects an unprecedented reduction in property values. Regardless of the amount of increase or decrease in overall net assessed value, County primary property tax revenue growth is constitutionally limited to no more than 2% on property taxed in the prior year. While at the levy limit, Maricopa County has been required to reduce its primary property tax rate. However, with the tax base actually declining, the opposite will occur – the maximum allowable tax rate will increase. Property Tax Penalties and Interest: The forecast assumes that revenue from this source will remain at current levels relative to property tax collections, depending on the tax rate scenario. Licenses and Permits: Most sources of license and permit revenue are forecast to grow in line with the County population. Cable TV Franchise fees are forecasted to increase consistent with the Consumer Price Index. Other Intergovernmental Revenue: Other Intergovernmental revenue is forecasted in most cases to grow in line with inflation; where appropriate, population growth is also factored into projections. The major sources of intergovernmental revenue include election reimbursements, state-shared Lottery revenues, and reimbursements for State Grand Jury costs. Election reimbursements are adjusted to coincide with the timing of primary and general elections. Shared Lottery receipts were eliminated beginning FY 2011. State Shared Sales Taxes: After unprecedented record declines of 4% in FY 2008, 15% in FY 2009 and % in FY 2010, State Shared Sales Taxes are forecasted to increase by 1% in FY 2011. Collections will continue to grow in FY 2012, but only by 3%. The rate of growth is forecasted to increase to 4.0% in FY 2013, 4.5% in FY 2014, reach 5.0% annually thereafter. Nonetheless, the base has been reduced so much that revenues will take a full decade to regain FY 2007 levels. State Shared Vehicle License Taxes: Vehicle License Tax (VLT) collections have also experienced dramatic declines. Because the existing stock of vehicles continually depreciates, growth in VLT is dependent on sales of new vehicles and importation of vehicles from out of state by new residents. VLT declined by an additional 7.7% in FY 2010, and no growth is forecasted for FY 2011. Growth levels out to 4.0% annually by FY 2015. 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 incorporates a significant increase in court fees that was approved by the Arizona Legislature after adoption of the County budget. Otherwise, the forecast does not assume that fee rates will be adjusted to reflect increasing costs of providing service. 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. 199 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Financial Forecast Interest Earnings: Interest earnings are forecasted proportionate to recent historical interest earnings relative to total revenue and fund balances. Miscellaneous Revenue: Major sources of miscellaneous revenue include Superior Court fees for copies and other miscellaneous services, Recorder fees for micrographics, and Assessor map and copy fees. The forecast assumes no change in current miscellaneous fee rates. Operating Transfers-In: Operating transfers-in represent payments from other funds to the County General Fund to reimburse for central administrative and support services. The forecast assumes that Central Service transfers-in will increase with inflation. Expenditures Wages & Salaries: The forecast assume that most salaries, except for health care workers, are not increased until FY 2015. No staffing growth is forecast until FY 2015. Employee Benefits: After a number of years of rate increases, retirement system contribution rates are assumed to continue at FY 2011 levels. There is risk that retirement rates will increase, but there is no basis at this time for forecast such increases. Employee health and dental insurance costs are forecasted to be relatively flat in FY 2012, and gradually increase to 75% of Medical CPI, consistent with recent performance of County selfinsured benefits programs. Supplies and Services: Supplies and services are forecasted to increase at the anticipated rates of inflation and staffing growth. Capital Outlay: Capital outlay expenditures are also forecasted to increase at the anticipated rates of inflation and staffing growth. Jail Tax Maintenance of Effort: The mandated General Fund contribution to the Detention Fund is projected to continue at the required statutory base through the forecast period. The forecast does not include projected operating costs associated with new or expanded jail facilities. Mandated State Contributions: This category includes the mandated County contributions to the Arizona Long Term Care System (ALTCS), the Arizona Health Care Cost Containment System (AHCCCS) acute care program, and contributions to State behavioral health programs as required by the Arnold v. Sarn judgment. Beginning in FY 2009, an additional contribution of $24.1 million was required, and was included in the General Fund operating budget for FY 2010. The actual FY 2010 contribution was only $19.1 million, but this amount was increased to $28.6 million in FY 2011, and is forecasted to continue at this amount. The ALTCS contribution is forecasted based on state-wide forecasts. The acute care contribution is forecasted to remain flat, in continuation of current State policy. The Arnold v. Sarn contribution is forecasted to increase at the rate of the Medical Consumer Price Index. Federal legislation requires that the County share in any savings to the State due to increased Federal funding for AHCCCS and ALTCS under the American Recovery and Reinvestment Act (ARRA). Savings of $26.4 million is reflected in the FY 2011 Adopted budget, but is not continued through the forecast. Capital Projects Capital Project expenditures are forecasted based on the current approved Five-Year Capital Improvement Program for the General, Detention and Transportation Funds. The forecast therefore includes the impact of constructing and operating a new downtown criminal court tower. At this point, no major jail or juvenile detention projects are planned for the Detention Capital Projects Fund. 200 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Financial Forecast Financial Forecast Schedules Adopted FY 2011 GENERAL FUND 2 FY 2012 3 FY 2013 4 FY 2014 162,000,000 $ 161,828,152 $ 136,802,945 $ 5 FY 2015 PESSIMISTIC SCENARIO Beginning Fund Balance Sources of Funds: Recurring Prop. Taxes, Pen. & Interest Licenses & Permits Other Intergovernmental Payments in Lieu of Taxes State Shared Sales Tax State Shared VLT Intergovernmental Charges Other Charges for Services Fines & Forfeits Miscellaneous Revenue Transfers In Total Recurring Sources Net Growth Rate Non-Recurring: Intergovernmental Charges Interest Earnings Transfers In Total Non-Recurring Sources Total Sources Uses of Funds Recurring: Personal Services Supplies Services Capital Mandated State Contributions Detention Fund Maintenance of Effort Other Financing Uses Total Recurring Uses Net Growth Rate Non-Recurring: Personal Services Supplies Services Capital Other Financing Uses Total Non-Recurring Uses Total Uses $ $ $ $ $ 453,144,579 $ 77,940,580 508,350,934 $ 508,305,104 $ 508,294,290 $ 508,287,219 $ 508,297,764 2,285,000 2,350,000 2,436,000 2,535,000 2,632,000 4,041,475 4,237,000 4,503,000 4,808,000 5,119,000 10,060,000 11,289,978 12,465,028 12,265,590 11,951,720 369,740,752 381,009,118 396,249,483 414,080,710 434,784,745 113,380,026 119,778,437 124,809,131 130,425,542 135,642,564 11,992,859 12,220,723 12,587,345 13,090,839 13,679,927 26,418,626 28,624,000 31,290,000 32,389,000 33,252,000 14,440,741 14,759,000 15,128,000 15,506,000 15,893,000 4,228,226 4,271,000 4,328,000 4,387,000 4,447,000 10,621,605 10,940,000 11,378,000 11,890,000 12,389,000 1,075,560,244 $ 1,097,784,361 $ 1,123,468,278 $ 1,149,664,900 $ 1,178,088,720 -1.0% 2.1% 2.3% 2.3% 2.5% 64,742 $ 7,000,000 7,064,742 $ - $ 4,100,000 4,100,000 $ - $ 3,500,000 3,500,000 $ - $ 3,000,000 3,000,000 $ 2,200,000 2,200,000 $ 1,082,624,986 $ 1,101,884,361 $ 1,126,968,278 $ 1,152,664,900 $ 1,180,288,720 $ 431,251,222 $ 431,471,515 $ 432,123,164 $ 444,202,207 $ 468,894,888 9,978,011 10,277,351 10,688,445 11,169,425 11,898,809 183,415,499 199,979,289 213,646,695 229,059,154 244,922,133 5,355,865 5,489,762 11,753,206 17,785,264 18,010,247 261,437,474 271,603,291 288,346,974 305,976,214 324,091,545 176,466,336 181,200,000 188,400,000 196,300,000 204,200,000 7,655,837 35,000 35,000 35,000 35,000 1,075,560,244 $ 1,100,056,209 $ 1,144,993,484 $ 1,204,527,265 $ 1,272,052,622 64.4% 2.3% 4.1% 5.2% 5.6% $ $ $ $ 777,757 $ 3,281,362 89,695,970 17,454,232 187,000,000 298,209,321 $ - $ 2,000,000 2,000,000 $ - $ 2,000,000 5,000,000 7,000,000 $ - $ 2,000,000 5,000,000 7,000,000 $ 2,000,000 5,000,000 7,000,000 1,373,769,565 $ 1,102,056,209 $ 1,151,993,484 $ 1,211,527,265 $ 1,279,052,622 Structural Balance $ - $ (2,271,848) $ (21,525,206) $ (54,862,366) $ (93,963,902) Ending Fund Balance Committed Fund Balance: Budget Stabilization Future Capital Imp. Projects Other Commitments Unassigned Fund Balance $ 162,000,000 $ 161,828,152 $ 136,802,945 $ 77,940,580 $ (20,823,322) $ 162,000,000 - $ 165,000,000 (3,171,848) $ 169,000,000 (32,197,055) $ 201 172,000,000 177,000,000 (94,059,420) $ (197,823,322) Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Financial Forecast Financial Forecast Schedules (cont.) Adopted FY 2011 DETENTION FUND 2 FY 2012 3 FY 2013 4 FY 2014 5 FY 2015 PESSIMISTIC SCENARIO OPERATIONS (255) Beginning Fund Balance $ 220,596,444 $ Sources of Funds Recurring Sources: Jail Excise Tax Jail Per Diem & Other Charges General Fund Maintenance of Effort Total Recurring Sources Net Growth Rate $ 104,216,987 31,570,240 176,466,336 $ 312,253,563 -1.3% $ 109,720,650 32,507,000 181,200,000 $ 323,427,650 3.6% $ 113,890,035 33,807,000 188,400,000 $ 336,097,035 3.9% $ 119,015,087 35,307,000 196,300,000 $ 350,622,087 4.3% $ 124,965,841 36,807,000 204,200,000 $ 365,972,841 4.4% Non-Recurring: Interest Earnings Total Non-Recurring Sources $ $ $ $ $ $ $ $ $ $ Total Sources $ 314,853,563 Uses of Funds Recurring Uses: Personal Services Supplies Services Capital Outlay Total Recurring Uses Net Growth Rate $ 229,169,279 $ 229,794,529 $ 230,963,823 $ 237,832,766 $ 245,198,940 11,703,407 12,054,509 12,536,690 13,100,841 13,651,076 70,025,998 71,400,543 74,256,565 77,598,110 80,857,231 1,354,879 1,395,525 1,874,394 2,357,391 2,421,091 $ 312,253,563 $ 314,645,107 $ 319,631,471 $ 330,889,107 $ 342,128,337 9.25% 0.77% 1.58% 3.52% 3.40% Non-Recurring Uses: Personal Services Services Capital Other Financing Uses Total Non-Recurring Uses 2,600,000 2,600,000 - 1,800,000 1,800,000 $ 325,227,650 $ - 1,600,000 1,600,000 $ 337,697,035 $ - 1,700,000 1,700,000 $ 352,322,087 $ - 1,800,000 1,800,000 $ 367,772,841 $ 1,285,297 14,071,128 1,116,309 206,723,710 $ 223,196,444 $ 5,000,000 5,582,543 $ 10,582,543 $ 5,000,000 13,065,564 $ 18,065,564 $ 5,000,000 16,432,980 $ 21,432,980 $ Total Uses $ 535,450,007 $ 325,227,650 $ 337,697,035 $ 352,322,087 $ 367,772,841 Structural Balance $ - $ 8,782,543 $ 16,465,564 $ 19,732,980 $ 23,844,504 Ending Fund Balance $ - $ - $ $ $ - - 5,000,000 20,644,504 $ 25,644,504 - CAPITAL PROJECTS (455) Beginning Fund Balance $ 82,436,119 $ 209,830,008 $ 182,676,605 $ 194,721,741 $ 210,154,720 Sources: Transfer from Operations Total Sources $ 197,323,710 $ 197,323,710 $ $ $ 12,065,564 $ 12,065,564 $ 15,432,980 $ 15,432,980 $ 19,644,504 $ 19,644,504 Total Uses: $ 69,929,821 $ 31,735,946 $ $ $ Ending Fund Balance $ 209,830,008 $ 182,676,605 $ 194,721,741 $ 210,154,720 $ 229,799,224 4,582,543 4,582,543 20,428 - - DETENTION TECHNOLOGY IMPROVEMENTS (461) Beginning Fund Balance $ - $ 4,282,000 $ 2,910,000 $ 2,000,000 $ 3,000,000 Sources: Transfer In Total Sources $ 10,000,000 $ 10,000,000 $ $ 1,000,000 1,000,000 $ $ 1,000,000 1,000,000 $ $ 1,000,000 1,000,000 $ $ 1,000,000 1,000,000 Uses: $ 5,718,000 $ 2,372,000 $ 1,910,000 $ - $ - Ending Fund Balance $ 4,282,000 $ 2,910,000 $ 2,000,000 $ 3,000,000 $ 4,000,000 202 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Financial Forecast Financial Forecast Schedules (cont.) Adopted FY 2011 TRANSPORTATION FUND 2 FY 2012 3 FY 2013 4 FY 2014 5 FY 2015 20,780,000 $ 20,820,000 PESSIMISTIC SCENARIO OPERATIONS (232) Beginning Fund Balance Sources of Funds Recurring Sources Licenses and Permits State Shared Highway User Rev. State Shared Vehicle License Taxes Intergovernmental Charges for Service Interest Earnings Miscellaneous Revenue Gain on Fixed Assets Total Recurring Sources Net Growth Rate $ 22,094,824 $ 23,252,206 $ 20,750,000 $ $ 663,089 $ 678,000 $ 695,000 $ 712,000 $ 730,000 88,134,046 87,859,217 90,488,410 93,162,097 95,903,154 8,414,909 8,667,356 9,031,385 9,437,798 9,815,309 101,147 103,069 106,161 110,407 115,376 800,000 841,906 790,663 743,612 700,707 288,227 293,703 302,514 314,615 328,773 300,000 300,000 300,000 300,000 300,000 $ 98,701,418 $ 98,743,251 $ 101,714,133 $ 104,780,529 $ 107,893,319 3.58% 0.04% 3.01% 3.01% 2.97% Total Sources $ 98,701,418 $ 98,743,251 $ 101,714,133 $ 104,780,529 $ 107,893,319 Uses of Funds Recurring Uses: Personal Services Supplies Services Capital Outlay Other Financing Uses Total Recurring Uses Net Growth Rate $ 27,388,388 $ 26,411,590 $ 25,538,333 $ 2,559,737 2,636,529 2,741,990 23,278,332 23,918,142 24,874,868 5,515,797 5,681,271 5,908,522 2,003,356 2,063,000 2,146,000 $ 60,745,610 $ 60,710,532 $ 61,209,713 $ 11.36% -0.06% 0.82% 25,521,008 $ 2,865,380 25,994,237 6,174,405 2,243,000 62,798,030 $ 2.59% 26,071,654 3,060,369 27,085,995 6,594,574 2,337,000 65,149,591 3.74% $ 820,000 $ 41,942,499 42,762,499 $ 850,000 42,713,728 43,563,728 Non-Recurring Uses: Capital Outlay Transfer to Capital Projects Total Non-Recurring Uses 784,000 $ 750,000 $ 780,000 $ 36,798,426 40,534,925 40,474,420 $ 37,582,426 $ 41,284,925 $ 41,254,420 $ Total Uses $ 97,544,036 $ 101,245,457 $ 101,684,133 $ 104,740,529 $ 107,863,319 Structural Balance $ 37,955,808 $ 38,032,719 $ 40,504,420 $ 41,982,499 $ 42,743,728 Ending Fund Balance $ 23,252,206 $ 20,750,000 $ 20,780,000 $ 20,820,000 $ 20,850,000 420,665 $ 3,917,833 CAPITAL PROJECTS (234) Beginning Fund Balance Sources: Other Intergovernmental Grants Intergovernmental Charges for Service Miscellaneous Transfer from Trans. Operations Total Sources $ 30,580,162 $ 7,320,185 $ 8,270,838 $ $ - $ 42,412,862 $ 1,073,543 $ 38,814,115 1,772,667 12,533,667 36,798,426 40,534,925 40,474,420 $ 75,612,541 $ 84,720,454 $ 54,081,630 $ 14,873,281 $ 25,501,077 19,776,189 38,866,805 41,942,499 42,713,728 76,591,969 $ 107,081,610 Total Uses $ 98,872,518 $ 83,769,801 $ 61,931,803 $ 73,094,801 $ 92,508,213 Ending Fund Balance $ 3,917,833 $ 18,491,230 7,320,185 $ 203 8,270,838 $ 420,665 $ Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Financial Forecast 204 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Adult Probation Adult Probation Analysis by Dexter C. Thomas, Sr. Management & Budget Analyst Summary Mission The Mission of the Maricopa County Adult Probation Department is to provide assistance and adult pretrial and probation 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. Strategic Goals • By the end of fiscal year 2012, Maricopa County Adult Probation Department (MCAPD) will enhance public safety by achieving the following benchmarks: o Maintain the rate of successful completions from probation at 60% or higher o Reduce the number of probationers convicted of a new felony offense from 8.5% to 8% o Reduce the number of probationers committed to the Department of Corrections from 39% to 33% o Increase the rate of successful completions from Pretrial Supervision from 80% to 82% Status: Adult Probation decreased their commitment rate to the Department of Corrections in FY 2009 to 25.4%, and continues to make improvements in this area. They are currently meeting the 8% goal for new felony convictions and exceeding the goal for successful completions from standard probation at 72.9% as compared to the goal of 60%. Pretrial Services is exceeding the 82.0% goal for successful completions. • By the end of fiscal year 2012, MCAPD will recruit, hire and retain a quality and diverse workforce, and improve employee satisfaction by achieving the following benchmarks: o Provide employment opportunities to help achieve employee diversity similar to the Maricopa County population that it serves. o Increase the Employee Satisfaction Survey overall satisfaction score for MCAPD staff from 5.47 to 5.6 (8 = total score) o Increase the average department years of service for badge staff retention rates from 8.55 to 8.9 years Status: 97% of all staff completed the Employee Satisfaction Survey in FY 2009. MCAPD staff had an overall satisfaction score of 5.87. This is the first time that the overall score in every category of the survey reached over 5.0. The average years of service for MCAPD badge staff is 9.69 years. 205 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget • Department Strategic Plans and Budgets Adult Probation By the end of fiscal year 2012, MCAPD customers (neighborhoods, courts, offenders, and victims) will benefit from improved case processing by achieving the following benchmarks: o Maintain the on-time rate for submitting presentence reports to the Court without a continuance at 98% or higher o Increase victim restitution payments collected from 59% to 65% o Increase community restitution work hours completed from 55% to 65% o Increase the use of the Offender Screening Tool for probation eligible offenders from 88% to 90% o Increase the use of the Field Reassessment Offender Screening Tool for scheduled case assessments will increase from 89% to 90% Status: Presentence reports have continually been reported on time with a FY 2009-10 year-to-date rate of 99.1%. MCAPD continues to improve in the areas of victim restitution payments, as well as ensuring community restitution work hours are completed by probationers. They are currently operating at the benchmarks referenced above for both the OST and the FROST assessments. • By the end of fiscal year 2012, MCAPD will improve services to neighborhoods, courts, offenders, and victims as evidenced by achieving the following benchmarks: o Increase victim satisfaction from 53% to 60% o Increase offender satisfaction from 86% to 89% o Maintain criminal court bench satisfaction at 95% o Increase community and criminal justice partner satisfaction from 82% to 85% Status: MCAPD continues to make great strides in improving the services that are provided to community partners. They have made improvements to increase satisfaction rates and will continue to monitor satisfaction rates. Currently, MCAPD is operating within the benchmark ranges for each category. • By the end of fiscal year 2012, MCAPD will have industry standard equipment, adequate facilities, and technological interconnectivity with agencies to provide efficient and effective probation services and promote staff and public safety by achieving the following benchmarks: o Increase staff satisfaction with MCAPD equipment, facilities, and support services from an overall satisfaction survey score of 5.93 to 5.96 (8 = total score) o Increase staff satisfaction with MCAPD safety services from the survey satisfaction score of 5.4 to 5.7 (8 = total score) Status: Staff satisfaction with MCAPD equipment facilities and support services has increased to 6.27. With the increased security at regional offices, there has also been an increase in the staff satisfaction with MCAPD safety services (overall score of 6.52). 206 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Adult Probation Sources and Uses by Program and Activity FY 2009 ACTUAL PROGRAM / ACTIVITY SOURCES EDUC - ADULT EDUCATION PRES - PRESENTENCE PTRI - PRETRIAL INIT AP RELEASE INFO PTSV - PRETRIAL SUPERVISION TTAC - TRANSITION AND TREATMENT 11BC - BEHAVIORAL CHANGE $ CMRS - COMMUNITY RESTORATION ICMA - IN CUSTODY MANAGEMENT INPB - INTENSIVE PROBATION SOFF - SEX OFFENDER STDP - STANDARD PROBATION WARR - FUGITIVE APPREHENSION 11CJ - COMMUNITY JUSTICE $ FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % 324,191 $ 65,076 88,435 38,552 3,017,596 3,533,850 $ 309,214 $ 158,890 3,337,729 3,805,833 $ 309,214 $ 158,890 5,683,313 6,151,417 $ 248,343 $ 122,895 4,669,910 5,041,148 $ 290,800 $ 220,352 4,469,341 4,980,493 $ (18,414) 61,462 (1,213,972) (1,170,924) -6.0% 38.7% N/A N/A -21.4% -19.0% 110,665 $ 944,745 1,713,771 203,012 7,241,681 32,004 10,245,878 $ 99,443 $ 976,210 1,781,275 178,425 8,577,817 51,400 11,664,570 $ 444,727 $ 976,210 1,781,275 178,425 8,737,646 737,393 12,855,676 $ 184,111 $ 648,138 1,551,780 237,031 6,637,809 320,731 9,579,600 $ 164,032 $ 774,850 1,525,590 59,163 6,455,379 422,778 9,401,792 $ (280,695) (201,360) (255,685) (119,262) (2,282,267) (314,615) (3,453,884) -63.1% -20.6% -14.4% -66.8% -26.1% -42.7% -26.9% 101,608 $ 10,593 112,201 $ 20,102 $ 4,754 24,856 $ 20,102 $ 26,978 47,080 $ (52,079) $ 12,182 (39,897) $ - $ 24,722 24,722 $ (20,102) (2,256) (22,358) -100.0% -8.4% -47.5% $ - $ 3,370,857 3,370,857 $ - $ 3,098,000 3,098,000 $ - $ 3,098,000 3,098,000 $ - $ 3,408,540 3,408,540 $ 156,743 $ 3,561,254 3,717,997 $ 156,743 463,254 619,997 N/A 15.0% 20.0% TOTAL PROGRAMS $ 17,262,786 $ 18,593,259 $ 22,152,173 $ 17,989,391 $ 18,125,004 $ (4,027,169) -18.2% 725,464 $ 8,329,141 19,030 1,755,903 3,517,710 4,543,906 18,891,154 $ 943,995 $ 8,152,629 1,814,134 3,522,337 4,822,600 19,255,695 $ 943,995 $ 8,152,629 1,814,134 3,522,337 7,168,184 21,601,279 $ 837,786 $ 7,956,165 1,602,560 3,285,150 6,323,373 20,005,034 $ 1,105,182 $ 8,388,837 1,705,936 3,307,440 5,725,194 20,232,589 $ (161,187) (236,208) 108,198 214,897 1,442,990 1,368,690 -17.1% -2.9% N/A 6.0% 6.1% 20.1% 6.3% 3,187,144 $ 1,259,306 3,322,782 933,165 8,931,750 2,891,868 1,282,951 4,044,543 28,212,654 336,468 1,758,022 56,160,653 $ 3,197,121 $ 1,282,432 3,257,368 892,432 6,799,268 2,324,504 1,311,771 4,217,200 25,503,817 334,937 1,849,022 50,969,872 $ 3,542,405 $ 1,297,354 3,257,368 892,432 6,811,268 2,324,504 1,311,771 4,217,200 25,626,724 334,937 2,535,015 52,150,978 $ 3,026,518 $ 1,254,773 2,557,669 888,026 6,579,944 3,168,679 1,240,172 4,122,377 24,923,642 455,348 1,869,084 50,086,232 $ 3,271,929 $ 1,399,127 2,852,065 890,054 6,973,855 3,567,701 1,290,850 4,319,513 24,395,879 555,453 2,116,726 51,633,152 $ 270,476 (101,773) 405,303 2,378 (162,587) (1,243,197) 20,921 (102,313) 1,230,845 (220,516) 418,289 517,826 7.6% -7.8% 12.4% 0.3% -2.4% -53.5% 1.6% -2.4% 4.8% -65.8% 16.5% 1.0% 132,703 $ 371,488 338,290 916,041 151,614 324,394 2,234,530 $ 190,140 $ 508,612 352,696 1,319,887 176,259 2,024,483 4,572,077 $ 190,140 $ 508,612 355,696 1,349,111 176,259 2,024,483 4,604,301 $ 189,719 $ 473,502 287,056 899,953 170,777 32 1,842,441 3,863,480 $ 190,140 $ 500,164 300,287 935,239 168,185 810,443 2,904,458 $ 8,448 55,409 413,872 8,074 1,214,040 1,699,843 0.0% 1.7% 15.6% 30.7% 4.6% N/A 60.0% 36.9% - $ 1,227,059 885,612 2,112,671 $ - $ 1,403,524 1,403,524 $ - $ 653,524 653,524 $ - $ 1,405,521 1,405,521 $ 156,743 $ 330,894 487,637 $ (156,743) 322,630 165,887 N/A N/A 49.4% 25.4% $ 314,665 $ 1,087,133 60,446 75,175 74,890 1,612,309 $ 309,089 $ 1,085,878 55,248 72,801 70,935 1,593,951 $ 309,089 $ 1,085,878 55,248 72,801 70,935 1,593,951 $ 324,275 $ 1,091,381 59,207 81,340 74,188 1,630,391 $ 325,198 $ 1,093,254 56,907 81,501 72,925 1,629,785 $ (16,109) (7,376) (1,659) (8,700) (1,990) (35,834) -5.2% -0.7% -3.0% -12.0% -2.8% -2.2% TOTAL PROGRAMS $ 81,011,317 $ 77,795,119 $ 80,604,033 $ 76,990,658 $ 76,887,621 $ 3,716,412 4.6% $ $ FSAC - FINANCIAL SERVICES ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ USES EDUC - ADULT EDUCATION PRES - PRESENTENCE PTBB - PRETRIAL BAIL BOND REVIEW PTRI - PRETRIAL INIT AP RELEASE INFO PTSV - PRETRIAL SUPERVISION TTAC - TRANSITION AND TREATMENT 11BC - BEHAVIORAL CHANGE $ CMRS - COMMUNITY RESTORATION DVIO - DOMESTIC VIOLENCE ICMA - IN CUSTODY MANAGEMENT INDS - INDIRECT SERVICES INPB - INTENSIVE PROBATION RPRT - REPORT AND REVIEW SMIL - SERIOUS MENTALLY ILL SOFF - SEX OFFENDER STDP - STANDARD PROBATION TYTH - TRANSFER YOUTH WARR - FUGITIVE APPREHENSION 11CJ - COMMUNITY JUSTICE $ BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT RECO - RECORDS MANAGEMENT RMGT - RISK MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ $ $ CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ BUAS - BUSINESS APPLICATION DEV SUPP DESK - DESKTOP SUPPORT GISA - GIS APPLICATION DEV AND SUPP HDSP - HELP DESK SUPPORT VANS - INFRASTRUCTURE NETWORK SVCS 99IT - INFORMATION TECHNOLOGY $ $ 207 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Adult Probation Sources and Uses by Category FY 2009 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS $ SUBTOTAL $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ FINES & FOREFEITS 0637 - FINES & FORFEITS 3,799,169 3,799,169 FY 2010 ADOPTED $ $ 284,058 $ 9,611,993 9,896,051 $ FY 2010 REVISED 4,024,277 4,024,277 $ $ 193,890 $ 11,192,092 11,385,982 $ FY 2010 FORECAST 7,583,191 7,583,191 $ $ 193,890 $ 11,192,092 11,385,982 $ 5,447,687 5,447,687 REV VS ADPT VAR % FY 2011 ADOPTED $ $ 5,537,936 5,537,936 $ $ (2,045,255) (2,045,255) -27.0% -27.0% 162,933 $ 8,889,203 9,052,136 $ 261,352 8,691,191 8,952,543 $ 67,462 (2,500,901) (2,433,439) 34.8% -22.3% -21.4% 3,634,525 $ 3,634,525 $ $ $ SUBTOTAL $ 3,503,146 3,503,146 $ $ 3,183,000 3,183,000 $ $ 3,183,000 3,183,000 $ $ 3,470,842 3,470,842 $ $ $ SUBTOTAL $ 64,420 64,420 $ $ - $ $ - $ $ 18,726 18,726 $ $ - $ $ ALL REVENUES $ 17,262,786 $ 18,593,259 $ 22,152,173 $ 17,989,391 $ 18,125,004 $ (4,027,169) TOTAL SOURCES $ 17,262,786 FY 2009 ACTUAL $ 18,593,259 FY 2010 ADOPTED $ 22,152,173 FY 2010 REVISED $ 17,989,391 FY 2010 FORECAST $ 18,125,004 FY 2011 ADOPTED $ (4,027,169) -18.2% REV VS ADPT VAR % 2,384,580 4.6% 26,757 8.7% (80,728) -127.1% (1,367,725) -7.9% 77,641 20.1% (363,710) 2.9% 1,158,811 7.8% 1,835,626 2.5% MISCELLANEOUS 0645 - INTEREST EARNINGS CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 451,525 451,525 14.2% 14.2% - N/A N/A -18.2% 53,515,001 $ 279,517 52,371 18,136,139 473,684 (14,052,392) 15,025,821 73,430,141 $ 49,723,182 $ 308,336 63,512 17,324,417 386,891 (12,388,332) 14,574,626 69,992,632 $ 51,778,333 $ 308,336 63,512 17,267,750 386,891 (12,388,332) 14,863,158 72,279,648 $ 49,237,052 $ 179,496 66,949 16,423,862 347,740 (10,848,204) 13,024,406 68,431,301 $ 49,393,753 $ 281,579 144,240 18,635,475 309,250 (12,024,622) 13,704,347 70,444,022 $ 535,961 $ 23,628 131,352 (410) 690,531 $ 672,672 $ 23,220 165,000 860,892 $ 724,949 $ 23,220 165,000 27,820 940,989 $ 593,654 $ 8,365 129,683 23,978 755,680 $ 676,500 $ 31,080 129,600 837,180 $ 48,449 (7,860) 35,400 27,820 103,809 6.7% -33.9% 21.5% 100.0% 11.0% 2,802 $ 235,501 2,213,803 301,311 524,381 1,414,819 566,951 355,369 16,372 90,310 88,151 752 5,810,522 $ - $ 232,706 2,190,137 303,155 578,639 1,891,532 704,000 373,237 32,120 96,556 95,000 2,004 6,499,086 $ - $ 331,706 2,446,992 303,155 578,639 1,891,532 709,280 375,171 110,852 96,556 95,000 2,004 6,940,887 $ 572 $ 173,243 3,765,968 305,300 534,003 1,788,545 553,763 323,737 18,302 63,771 2,549 1,662 7,531,415 $ 960 $ 214,200 2,220,617 294,599 521,000 1,787,440 586,200 374,772 70,282 56,400 99,600 1,680 (1,054,952) 5,172,798 $ (960) 117,506 226,375 8,556 57,639 104,092 123,080 399 40,570 40,156 (4,600) 324 1,054,952 1,768,089 N/A 35.4% 9.3% 2.8% 10.0% 5.5% 17.4% 0.1% 36.6% 41.6% -4.8% 16.2% N/A 25.5% $ 370,105 $ 710,018 1,080,123 $ - $ 442,509 442,509 $ - $ 442,509 442,509 $ (126) $ 272,388 272,262 $ - $ 433,621 433,621 $ 8,888 8,888 N/A 2.0% 2.0% ALL EXPENDITURES $ 81,011,317 $ 77,795,119 $ 80,604,033 $ 76,990,658 $ 76,887,621 $ 3,716,412 4.6% TOTAL USES $ 81,011,317 $ 77,795,119 $ 80,604,033 $ 76,990,658 $ 76,887,621 $ 3,716,412 4.6% SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT $ SUBTOTAL $ SERVICES 0810 - LEGAL SERVICES 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0845 - SUPPORT AND CARE OF PERSONS 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT SUBTOTAL CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS 0950 - DEBT SERVICE SUBTOTAL $ $ $ 208 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Adult Probation Sources and Uses by Fund and Function FUND / FUNCTION CLASS 201 ADULT PROBATION FEES OPERATING NON-RECURRING 211 ADULT PROBATION GRANTS OPERATING FY 2009 ACTUAL $ FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % FUND TOTAL SOURCES $ 12,886,827 $ (33) 12,886,794 $ 14,116,202 $ 14,116,202 $ 14,116,202 $ 14,116,202 $ 11,888,738 $ 11,888,738 $ 12,005,365 $ 12,005,365 $ (2,110,837) (2,110,837) -15.0% N/A -15.0% $ FUND TOTAL SOURCES $ 4,375,992 $ 4,375,992 $ 4,477,057 $ 4,477,057 $ 8,035,971 $ 8,035,971 $ 6,100,653 $ 6,100,653 $ 6,119,639 $ 6,119,639 $ (1,916,332) (1,916,332) -23.8% -23.8% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2010 ADOPTED 17,262,819 $ 18,593,259 $ 22,152,173 $ 17,989,391 $ 18,125,004 $ (33) $ - $ - $ - $ - $ 17,262,786 $ 18,593,259 $ 22,152,173 $ 17,989,391 $ 18,125,004 $ FY 2009 FY 2010 FY 2010 FY 2010 FY 2011 ACTUAL ADOPTED REVISED FORECAST ADOPTED (4,027,169) -18.2% N/A (4,027,169) -18.2% REV VS ADPT VAR % $ FUND TOTAL USES $ 60,879,522 $ 60,879,522 $ 58,854,159 $ 58,854,159 $ 58,104,159 $ 58,104,159 $ 57,739,033 $ 57,739,033 $ 58,479,190 $ 58,479,190 $ $ FUND TOTAL USES $ 14,157,977 $ 1,767,937 15,925,914 $ 14,116,202 $ 347,701 14,463,903 $ 14,116,202 $ 347,701 14,463,903 $ 13,150,972 $ 13,150,972 $ 12,005,365 $ 283,427 12,288,792 $ 2,110,837 64,274 2,175,111 15.0% 18.5% 15.0% $ FUND TOTAL USES $ 4,205,881 $ 4,205,881 $ 4,477,057 $ 4,477,057 $ 8,035,971 $ 8,035,971 $ 6,100,653 $ 6,100,653 $ 6,119,639 $ 6,119,639 $ 1,916,332 1,916,332 23.8% 23.8% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 79,243,380 $ 1,767,937 $ 81,011,317 $ 77,447,418 $ 347,701 $ 77,795,119 $ 80,256,332 $ 347,701 $ 80,604,033 $ 76,990,658 $ - $ 76,990,658 $ 76,604,194 $ 283,427 $ 76,887,621 $ 3,652,138 64,274 3,716,412 4.6% 18.5% 4.6% 201 ADULT PROBATION FEES OPERATING NON-RECURRING 211 ADULT PROBATION GRANTS OPERATING 209 (375,031) (375,031) -0.6% -0.6% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Adult Probation Staffing by Program and Activity PROGRAM / ACTIVITY ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT RISK MANAGEMENT PROGRAM TOTAL BEHAVIORAL CHANGE ADULT EDUCATION PRESENTENCE PRETRIAL BAIL BOND REVIEW PRETRIAL INIT AP RELEASE INFO PRETRIAL SUPERVISION TRANSITION AND TREATMENT PROGRAM TOTAL COMMUNITY JUSTICE COMMUNITY RESTORATION DOMESTIC VIOLENCE FUGITIVE APPREHENSION IN CUSTODY MANAGEMENT INDIRECT SERVICES INTENSIVE PROBATION REPORT AND REVIEW SERIOUS MENTALLY ILL SEX OFFENDER STANDARD PROBATION TRANSFER YOUTH PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP DESKTOP SUPPORT GIS APPLICATION DEV AND SUPP HELP DESK SUPPORT INFRASTRUCTURE NETWORK SVCS PROGRAM TOTAL DEPARTMENT TOTAL FY 2009 ADOPTED FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV TO ADPT VAR % 1.40 11.75 7.40 3.25 2.55 4.50 30.85 11.00 2.25 3.25 4.00 20.50 11.00 2.25 3.25 4.00 20.50 11.00 2.25 3.25 3.50 20.00 11.00 2.25 3.25 3.50 20.00 (0.50) (0.50) N/A 0.0% 0.0% 0.0% N/A -12.5% -2.4% 14.60 123.60 4.50 27.00 48.00 62.20 279.90 14.60 123.60 27.00 47.68 63.20 276.08 14.60 123.60 27.00 47.68 63.20 276.08 17.35 123.60 24.00 42.68 74.95 282.58 17.10 123.60 24.00 42.68 78.20 285.58 2.50 (3.00) (5.00) 15.00 9.50 17.1% 0.0% N/A -11.1% -10.5% 23.7% 3.4% 58.43 18.59 29.60 51.40 14.05 166.45 51.05 17.25 62.38 454.30 4.50 928.00 53.62 18.60 28.60 49.92 14.05 95.12 36.05 18.25 63.38 363.58 4.50 745.67 53.62 18.60 28.60 49.92 14.05 95.12 36.05 18.25 63.38 363.58 4.50 745.67 55.20 20.35 33.00 43.32 14.05 127.33 55.05 17.25 64.38 350.74 7.50 788.17 54.26 20.35 33.00 43.32 14.05 95.15 55.05 17.25 63.38 347.86 7.50 751.17 0.64 1.75 4.40 (6.60) 0.03 19.00 (1.00) (15.72) 3.00 5.50 1.2% 9.4% 15.4% -13.2% 0.0% 0.0% 52.7% -5.5% 0.0% -4.3% 66.7% 0.7% 3.90 0.20 0.75 1.50 0.90 7.25 1,246.00 4.40 0.20 0.75 1.50 0.90 7.75 1,050.00 4.40 0.20 0.75 1.50 0.90 7.75 1,050.00 4.40 0.20 0.75 1.50 0.90 7.75 1,098.50 4.40 0.20 0.75 1.50 0.90 7.75 1,064.50 14.50 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 1.4% 210 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Adult Probation Staffing by Market Range Title MARKET RANGE TITLE Accountant Accounting Specialist Admin & Operations Mgr Admin/Office Support Admin/Operations Specialist Administrative Specialist Administrator Business/Systems Analyst Business/Systems Analyst-Sr/Ld Collections Supervisor Collector Community Svcs Specialist Counseling Supervisor Counselor Data Security Analyst Deputy Director Director - Probation Dispatcher Educator - Detention Executive Assistant Finan/Business Analyst - Dept Financial Supervisor - Dept General Laborer Help Desk Coordinator Human Resources Analyst IS Project Manager Justice System Clerk Justice System Clerk Lead Justice System Clerk Supv Legal Assistant Management Analyst Materials Handling Worker Office Assistant Specialized Operations/Program Supervisor Presentence Screener Probation Assistant Probation Manager Probation Officer Probation Officer Supervisor Procurement Supervisor - Dept Program Coordinator Social Worker Surveillance Officer Trainer Department Total FY 2009 ADOPTED 1.00 6.00 1.00 1.00 23.00 1.00 1.00 2.00 1.00 1.00 14.00 55.00 4.00 18.00 1.00 3.00 1.00 31.00 6.00 1.00 1.00 1.00 2.00 1.00 1.00 106.00 3.00 11.00 1.00 4.00 1.00 5.00 2.00 38.00 11.00 653.00 91.00 1.00 7.00 1.00 132.00 1.00 1,246.00 FY 2010 ADOPTED 1.00 1.00 1.00 23.00 1.00 2.00 1.00 1.00 14.00 3.00 18.00 1.00 3.00 1.00 25.00 6.00 1.00 3.00 2.00 1.00 1.00 90.00 3.00 10.00 4.00 6.00 2.00 50.00 32.00 10.00 526.00 89.00 8.00 109.00 1.00 1,050.00 FY 2010 REVISED 1.00 1.00 1.00 23.00 1.00 2.00 1.00 1.00 14.00 3.00 18.00 1.00 3.00 1.00 25.00 6.00 1.00 3.00 2.00 1.00 1.00 90.00 3.00 10.00 4.00 6.00 2.00 50.00 32.00 10.00 526.00 89.00 8.00 109.00 1.00 1,050.00 FY 2010 FORECAST 1.00 1.00 1.00 21.00 1.00 2.00 1.00 1.00 14.00 3.00 18.00 1.00 3.00 1.00 24.00 6.00 1.00 3.00 2.00 1.00 1.00 82.00 3.00 10.00 4.00 6.00 2.00 51.00 42.50 10.00 576.00 85.00 8.00 111.00 1.00 1,098.50 FY 2011 ADOPTED 1.00 1.00 1.00 21.00 1.00 2.00 1.00 1.00 14.00 3.00 18.00 1.00 3.00 1.00 22.00 6.00 1.00 3.00 2.00 1.00 1.00 82.00 2.00 10.00 4.00 6.00 2.00 51.00 42.50 10.00 578.00 84.00 8.00 79.00 1.00 1,064.50 REV TO ADPT VAR % N/A 0.0% 0.0% 0.0% (2.00) -8.7% 0.0% N/A 0.0% 0.0% 0.0% 0.0% N/A 0.0% 0.0% 0.0% 0.0% 0.0% (3.00) -12.0% 0.0% 0.0% N/A N/A 0.0% 0.0% 0.0% 0.0% (8.00) -8.9% (1.00) -33.3% 0.0% N/A 0.0% N/A 0.0% 0.0% 1.00 2.0% 10.50 32.8% 0.0% 52.00 9.9% (5.00) -5.6% N/A 0.0% N/A (30.00) -27.5% 0.0% 14.50 1.4% FY 2011 ADOPTED 973.00 3.00 88.50 1,064.50 REV TO ADPT VAR % (2.00) -0.2% (1.00) -25.0% 17.50 24.6% 14.50 1.4% Staffing by Fund FUND 100 - GENERAL 201 - ADULT PROBATION FEES 211 - ADULT PROBATION GRANTS DEPARTMENT TOTAL FY 2009 ADOPTED 1,173.00 4.00 69.00 1,246.00 FY 2010 ADOPTED 975.00 4.00 71.00 1,050.00 FY 2010 REVISED 975.00 4.00 71.00 1,050.00 FY 2010 FORECAST 976.00 4.00 84.50 1,098.50 Significant Variance Analysis The Intensive Probation staffing compliment changed mid-year in FY 10 from one probation officer and one surveillance officer with a caseload ratio 1:15 to two probation officers with a caseload ratio of 2:30 211 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Adult Probation which eliminated the use of surveillance officers. The department also increased probation officers and probation assistants to allow the Report and Review Activity to handle more cases at a ratio of 2:500. The increase in staffing in the FY 2010-11 budget is a result of additional grant funds. General Adjustments Base Adjustments: General Fund (100) • Increase Regular Benefits by $1,074,192 for employee health and dental premium increases. • Increase Regular Benefits by $2,191,337 for retirement contribution rate increase. • The expenditure budget is reduced by $1,396,666 as Other Base Adjustments is a result of reducing Temporary Pay ($29,999); General Supplies ($83,652); and Healthcare Services ($145,492) as the department budgeted for urinalysis testing that is also included in the Grant Fund (238). Further, expenditures are reduced by $1,137,523 as a result of savings from an FY10 decline in Probation Officer Retirement Plan (PORP) rate not removed from the FY10 Adopted Budget. • The expenditure budget is reduced by $1,010,123 as a result of a decrease in Internal Service Charges/Workers Compensation & Unemployment. Three years ago the rates increased due to an officer related shooting. Following three years with no further serious incidents, rates are reduced for FY2010-11. • The expenditure budget is reduced by $143,588 as a result of the required savings associated with employee participation in the Post Employment Health Plan Enhancement Program (PEHPEP). • The expenditure budget is reduced by $1,054,953 as a result of increasing the allocation of personnel costs to the Adult Probation Fees Fund (201). Adult Probation Fees Fund (201) • Increase Regular Benefits by $3,312 for employee health and dental premium increases. • Increase Regular Benefits by $12,504 for retirement contribution rate increase. • The expenditure budget is reduced by $130,034 as a result of rightsizing Intergovernmental Payments. • The revenue budget is reduced by $2,110,837 as a result of declining probation surcharge fee collections ($1,569,935) and not implementing a new Presentence Fee ($992,427) included in the FY 2009-10 Adopted Budget. These reductions are partially offset by a revenue increase in Fines and Forfeits $451,525. • The expenditure budget is reduced by $1,996,619 as a result of reducing the allocation of personnel expenditures from the General Fund (100). • The expenditure budget is reduced by $1,054,953 as a result of allocating the payment made to the State for risk management charges to Superior Court ($463,316), Juvenile Probation ($339,160) and Clerk of the Superior Court ($252,477). Allocations to each Department are based on the number of employees reported in the State’s 2007 annual personnel survey. This is basis of the calculation utilized by the State for risk management costs charged to the County. • The expenditure budget is increased by $1,054,953 as a result of increasing the allocation of personnel costs from the General Fund (100). Adult Probation Fees Fund (201) Non Recurring/Non Project (0001) • The expenditure budget of 283,427 is for the Quality Assurance Project (3 FTEs) $247,078 and a part-time Deputy Director $36,349 to mentor the two new Deputy Directors. 212 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Adult Probation Adult Probation Grants Fund (211) • Increase Regular Benefits by $97,704 for employee health and dental premium increases. • Increase Regular Benefits by $81,707 for retirement contribution rate increase. • The Department expects grant revenue to decline. Revenues ($1,916,332) and expenditures ($2,095,743) are reduced, accordingly. Programs and Activities Behavioral Change Program The purpose of the Juvenile Detention Program is to provide a structured detention setting for juvenile offenders so that they can appear for court hearings and not re-offend upon release into the community. Program Results Measure Description Percent of students who achieve one or more successful gains in education classes Percent of presentence investigation reports submitted to the Court that did not have continuances submitted by MCAPD during the reporting period. Percent of PSI defendants who receive a criminogenic assessment during the reporting period. Percent of Pretrial Initial Appearance defendant packets submitted to the Court within the 24-hour statutory mandate during the reporting period. Percent of defendants who successfully complete release conditions during the reporting period. Percent of defendants who fail to initially appear to Pretrial Services during the reporting period. Percent of probationers who successfully completed MCAPD operated and/or funded treatment and residential services during the reporting period. Percent of jail days saved by releasing probationers early from jail into treatment during the reporting period. Percent of active Sex Offender probationers who are in treatment during the reporting period. FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED 71.9% 97.3% 97.2% 98.2% 1.0% 1.1% N/A N/A 100.0% N/A N/A 100.0% 100.0% 100.0% 0.0% 0.0% 86.9% 88.3% 90.0% 1.8% 2.0% 5.5% 4.7% 9.9% 5.2% 111.4% 47.2% 36.9% 59.3% 22.4% 60.7% 7.0% 8.6% 8.2% (0.4%) -4.8% N/A N/A 100.0% N/A N/A Activities that comprise this program include: • Adult Education • Pretrial Supervision • Presentence • • 213 REV VS ADPT VAR % N/A N/A Pretrial Initial Appearance Release Transition and Treatment Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Adult Probation Adult Education Activity The purpose of the Adult Education Activity is to provide services to adult students so they can develop new life skills through successful completion of the education program. Mandates: A.R.S. §12-299 establishes that Superior Court, through Adult Probation, is responsible for establishing community punishment programs, including educational services. Measure Type Result Output Output Demand Efficiency Measure Description Percent of students who achieve one or more successful gains in education classes operated by MCAPD during the reporting period. Number of students who terminate (exit) from education classes operated by MCAPD during the reporting period. Average number of students who participated in education classes operated by MCAPD during the reporting period. Average number of students in need (assessed, ordered, or referred) of MCAPD operated education services during the reporting period. Average cost per student who participates in MCAPD operated education classes during the reporting period. FY 2009 ACTUAL 70.0% FY 2010 REVISED 60.1% FY 2011 ADOPTED 71.9% REV VS ADPT VAR % 11.8% 19.7% 1,165 1,224 1,782 558 45.6% 556 609 623 15 2.4% 2,708 4,247 719 (3,528) -83.1% $ 1,304.79 $ 1,551.35 $ 1,773.97 $ (222.62) -14.4% $ 324,191 324,191 $ 309,214 309,214 $ 4,480 286,320 290,800 $ 4,480 (22,894) (18,414) N/A -7.4% -6.0% 349,042 594,953 943,995 $ 350,032 755,150 $ 1,105,182 $ (990) (160,197) (161,187) -0.3% -26.9% -17.1% Revenue 201 - ADULT PROBATION FEES 211 - ADULT PROBATION GRANTS TOTAL SOURCES $ $ $ $ Expenditure 100 - GENERAL 211 - ADULT PROBATION GRANTS TOTAL USES $ $ 305,347 420,117 725,464 $ $ $ Activity Narrative: The Grants Funds expenditure budget is increased by $160,197 as a result of the American Recovery Reinvestment Act (ARRA) funds received by Maricopa County Adult Probation to provide more services transitioning individuals from State prison to the community. Presentence Activity The purpose of the Presentence Activity is to provide timely investigations, screenings, assessments and objective sentencing reports to the judge so they can make informed and evidence-based sentencing decisions. Mandates: A.R.S. §12-251 establishes standard probation and establishes qualifications for probation officers and support staff. A.R.S. §12-253 establishes standard probation power and duties. A.R.S. §§13-701, 13-914, 13-4410, and 13-4424 establish the need for a pre-sentence report. 214 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Output Demand Efficiency Measure Description Percent of presentence investigation reports submitted to the Court that did not have continuances submitted by MCAPD during the reporting period. Percent of PSI defendants who receive a criminogenic assessment during the reporting period. Number of presentence investigation reports completed during the reporting period. Number of presentence investigation reports ordered by the court to be completed during the reporting period. Average cost per presentence investigation report. Department Strategic Plans and Budgets Adult Probation FY 2009 ACTUAL 97.3% FY 2010 REVISED 97.2% FY 2011 ADOPTED 98.2% 100.0% 100.0% 100.0% 19,178 19,078 19,178 19,163 REV VS ADPT VAR % 1.0% 1.1% 0.0% 0.0% 16,052 (3,026) -15.9% 16,052 (3,111) -16.2% $ 434.31 $ 427.33 $ 522.60 $ (95.27) -22.3% 211 - ADULT PROBATION GRANTS TOTAL SOURCES $ $ 65,076 65,076 $ $ 158,890 158,890 $ $ 220,352 220,352 $ $ 61,462 61,462 38.7% 38.7% 100 - GENERAL 211 - ADULT PROBATION GRANTS TOTAL USES $ 8,155,205 173,936 $ 8,329,141 $ 8,236,673 152,164 $ 8,388,837 $ (273,208) 37,000 (236,208) -3.4% 19.6% -2.9% Revenue Expenditure $ 7,963,465 189,164 $ 8,152,629 $ Pretrial Initial Appearance Releases Information Activity The purpose of the Pretrial Jail Initial Appearance Release Information Activity is to provide information on arrested defendants to the Initial Appearance Court Judges so they can make informed decisions regarding the defendant's custody status in a timely manner. Mandates: A.R.S. §13-3967 establishes that a judicial officer any person who is charged with a public offense that is bail-able as a matter of right shall be ordered released pending trial on his own recognizance or on the execution of bail in an amount specified by the judicial officer. Measure Type Result Output Output Demand Efficiency Measure FY 2009 FY 2010 FY 2011 Description ACTUAL REVISED ADOPTED Percent of Pretrial Initial Appearance 100.0% 100.0% 100.0% defendant packets submitted to the Court within the 24-hour statutory mandate during the reporting period. Number of Initial Appearance defendant 57,591 59,034 47,408 packets presented to the court during the reporting period. Number of Initial Appearance Defendant 57,591 49,800 47,408 Packets presented to the court. Number of Initial Appearance defendant 57,591 59,034 47,408 packets ordered by the court during the reporting period. Average cost per Initial Appearance $ 30.49 $ 30.73 $ 35.98 $ defendant packets presented to the court. REV VS ADPT VAR % 0.0% 0.0% (11,626) -19.7% (2,392) -4.8% (11,626) -19.7% (5.25) -17.1% Revenue 211 - ADULT PROBATION GRANTS TOTAL SOURCES $ $ 88,435 88,435 100 - GENERAL 211 - ADULT PROBATION GRANTS TOTAL USES $ 1,677,827 78,076 $ 1,755,903 $ $ - $ $ - $ $ - N/A N/A $ 1,673,364 32,572 $ 1,705,936 $ 35,804 72,394 108,198 2.1% 69.0% 6.0% Expenditure 215 $ 1,709,168 104,966 $ 1,814,134 $ Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Adult Probation Pretrial Supervision Activity The purpose of the Pretrial Supervision Activity is to provide supervision to conditionally released defendants so they can appear for court without having to be incarcerated. Mandates: A.A.R.S. §13-3967 establishes that a judicial officer any person who is charged with a public offense that is bail-able as a matter of right shall be ordered released pending trial on his own recognizance or on the execution of bail in an amount specified by the judicial officer. Measure Type Result Result Output Output Output Demand Efficiency Measure Description Percent of defendants who successfully complete release conditions during the reporting period. Percent of defendants who fail to initially appear to Pretrial Services during the reporting period. Average number of defendents who appear for pretrial supervision during the reporting period Number of defendants who successfully complete release conditions without termination during the reporting period. Number of defendents exiting (successful and unsuccessful) from pretrial services during the reporting period. Average number of defendants who appear to pretrial services during the reporting period. FY 2009 ACTUAL 86.9% FY 2010 REVISED 88.3% FY 2011 ADOPTED 90.0% 5.5% 4.7% 9.9% REV VS ADPT VAR % 1.8% 2.0% 5.2% 111.4% 2,130 2,436 1,558 (878) -36.0% 8,049 5,528 4,634 (894) -16.2% 6,418 6,264 5,147 (1,117) -17.8% 8,518 10,588 1,558 (9,030) -85.3% (76.55) -12.0% Average daily cost per defendant on pretrial supervision. $ 437.04 $ 637.18 $ 713.73 $ 211 - ADULT PROBATION GRANTS TOTAL SOURCES $ $ 38,552 38,552 $ $ - $ $ - $ $ - N/A N/A 100 - GENERAL 211 - ADULT PROBATION GRANTS TOTAL USES $ 3,507,086 10,624 $ 3,517,710 $ 3,307,440 $ 3,307,440 $ 75,388 139,509 214,897 2.2% 100.0% 6.1% Revenue Expenditure $ 3,382,828 139,509 $ 3,522,337 $ Transition and Treatment Activity The purpose of the Transition and Treatment Activity is to provide evidence-based practice treatment services to probationers so they can make positive, pro-social behavioral changes and successfully complete the treatment program. Mandates: A.R.S. §§12-299, 13-3422, and 13-901 establishes that Superior Court, through, Adult Probation, is responsible for establishing community punishment programs, including drug treatment programs. 216 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Result Output Output Output Demand Demand Efficiency Department Strategic Plans and Budgets Adult Probation Measure FY 2009 FY 2010 FY 2011 Description ACTUAL REVISED ADOPTED Percent of probationers who successfully 47.2% 36.9% 59.3% completed MCAPD operated and/or funded treatment and residential services during the reporting period. Percent of jail days saved by releasing 7.0% 8.6% 8.2% probationers early from jail into treatment during the reporting period. Percent of active Sex Offender probationers 100.0% 100.0% 100.0% who are in treatment during the reporting period. Average number of probationers who 1,338 1,445 985 participate in MCAPD operated and/or funded treatment and residential service during the reporting period. Number of jail days saved by releasing 1,729 1,967 2,320 probationers early from jail into treatment during the reporting period. Number of probationers who were terminated 1,632 2,027 619 from MCAPD operated and/or funded treatment and residential services during the reporting period. Average number of probationers who are 4,862 7,652 1,288 referred and/or court-ordered to MCAPD operated and/or funded treatment and residential services during the reporting period. Number of jail days ordered for probationers 24,728 22,839 28,308 who are released from jail into treatment during the reporting period. Average daily cost per probationer to receive $ 3,396.68 $ 4,960.68 $ 5,812.38 $ MCAPD operated and/or funded treatment and residential services during the reporting period. REV VS ADPT VAR % 22.4% 60.7% (0.4%) -4.8% 0.0% 0.0% (460) -31.8% 353 17.9% (1,408) -69.5% (6,364) -83.2% 5,469 23.9% (851.70) -17.2% -21.4% -21.4% Revenue 211 - ADULT PROBATION GRANTS TOTAL SOURCES $ 3,017,596 $ 3,017,596 $ 5,683,313 $ 5,683,313 $ 4,469,341 $ 4,469,341 $ (1,213,972) $ (1,213,972) 100 - GENERAL 211 - ADULT PROBATION GRANTS TOTAL USES $ 1,863,297 2,680,609 $ 4,543,906 $ 2,189,834 4,978,350 $ 7,168,184 $ 1,951,210 3,773,984 $ 5,725,194 $ Expenditure 238,624 1,204,366 $ 1,442,990 10.9% 24.2% 20.1% Activity Narrative: The Grants Funds expenditure budget is increased by $1,141,218 as a result of the American Recovery Reinvestment Act (ARRA) funds received by Maricopa County Adult Probation to provide more substance abuse treatment and transition assistance to individuals leaving prison returning to the community. The outputs increase as a result of the department having more resources to provide additional client services and programs within the activity. Community Justice Program 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. 217 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Adult Probation Program Results Activities that comprise this program include: • Community Restoration • In Custody Management • Intensive Probation • Seriously Mentally Ill • Standard Probation • Warrants • • • • • Domestic Violence Indirect Services Report & Review Sex Offender Transfer Youth Community Restoration Activity The purpose of the Community Restoration Activity is to provide the collection of victim restitution and the completion of community work service hours to victims and the community so they can recover from the financial and emotional harm. Mandates: A.R.S. §§12-299, 13-914, and 13-916 establishes that Superior Court, through, Adult Probation, is responsible for establishing community punishment programs, including community restitution. A.R.S. §13-3825 establishes that community notification of a person convicted of a crime must occur when they arrive in the state. A.R.S. §13-4415 establishes victim notification for any probation modifications. Measure Type Result Result Result Output Output Output Demand Demand Efficiency Measure Description Percent of probations who complete community work service hours ordered by the court during the reporting period. Percent of opted-in victims satisfied with MCAPD. Percent of probationers paying restitution during the reporting period. Number of opted-in victims receiving victim assistance services. Average number of probationers who paid victim restitution during the reporting period. Average number of probationers who performed community work service hours during the reporting period. Average number of probationers ordered to pay victim restitution during the reporting period. Average number of probationers ordered to perform community work service hours during the reporting period. Average daily cost to provide Financial Compliance and Community work service hours REV VS ADPT VAR % (8.8%) -26.6% FY 2009 ACTUAL N/A FY 2010 REVISED 33.1% FY 2011 ADOPTED 24.3% N/A 72.7% 77.1% 4.4% 6.1% N/A 45.0% 43.5% (1.5%) -3.3% N/A 5,862 5,843 (19) -0.3% N/A 7,737 7,775 38 0.5% N/A 1,536 1,657 121 7.9% N/A 2,559 2,454 (105) -4.1% N/A 8,068 7,577 (491) -6.1% N/A $ 604.30 $ 559.97 $ 83,000 361,727 444,727 $ 39,092 124,940 164,032 $ 44.33 7.3% Revenue 201 - ADULT PROBATION FEES 211 - ADULT PROBATION GRANTS TOTAL SOURCES $ 94,212 16,453 110,665 $ 100 - GENERAL 211 - ADULT PROBATION GRANTS TOTAL USES $ 3,156,418 30,726 $ 3,187,144 $ $ $ $ (43,908) (236,787) (280,695) -52.9% -65.5% -63.1% 87,052 183,424 270,476 2.8% 44.7% 7.6% Expenditure 218 $ 3,132,451 409,954 $ 3,542,405 $ 3,045,399 226,530 $ 3,271,929 $ $ Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Adult Probation Domestic Violence Activity The purpose of the Domestic Violence Probation Supervision Activity is to provide specialized supervision and align services to offender risk profiles and criminogenic needs to domestic violence probationers so they can enhance their likelihood to remain in the community and successfully complete probation. Mandates: A.R.S. §§12-251 and 13-901 establishes standard probation, the conditions, and fees and establishes qualifications for probation officers and support staff; A.R.S. §12-253 establishes the powers and duties of adult probation officers; A.R.S. §12-269 requires counties with populations greater than two million to fund probation services and maintain appropriate ratios of officers to probationers consistent with evidence-based practices in differentiated case management. Measure Type Result Result Output Output Demand Efficiency Measure Description Percent of Domestic Violence probationers who successfully complete probation during the reporting period. Percent of active Domestic Violence probationers sentenced for a new felony offense while supervised during the reporting period. Average number of active domestic violence probationers supervised during the reporting period. Number of Domestic Violence probationers terminated from probation during the reporting period. Average number of active Domestic Violence probationers ordered to be supervised during the reporting period. Average cost per active domestic violence probationer during the reporting period. $ REV VS ADPT VAR % 13.5% 23.5% FY 2009 ACTUAL 46.1% FY 2010 REVISED 57.4% FY 2011 ADOPTED 70.9% 0.8% 0.7% 0.9% 630 659 663 4 254 298 268 (30) -10.1% 2,521 2,634 663 (1,971) -74.8% 1,998.11 $ 1,970.17 $ 0.2% 32.5% 0.6% 2,111.09 $ (140.93) -7.2% $ 1,353,482 45,645 $ 1,399,127 $ (114,854) 13,081 (101,773) -9.3% 22.3% -7.8% Expenditure 100 - GENERAL 211 - ADULT PROBATION GRANTS TOTAL USES $ 1,210,672 48,634 $ 1,259,306 $ 1,238,628 58,726 $ 1,297,354 $ Warrants Activity The purpose of the Warrant Activity is to provide investigation and apprehension services to the Court so they can make informed decision regarding public safety and return absconded probationers to the Court. Mandates: A.R.S. §13-901 establishes standard probation, the conditions, and fees. A.R.S. §13-916 establishes intensive probation, the conditions, and fees and establishes qualifications for probation officers and support staff. 219 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Result Output Output Output Demand Efficiency Department Strategic Plans and Budgets Adult Probation Measure FY 2009 FY 2010 FY 2011 Description ACTUAL REVISED ADOPTED Percent of newly ordered warrants cleared N/A N/A 75.0% during the reporting period. Percent of warrants cleared during the fiscal 23.0% 48.1% 48.4% year. N/A N/A 23.9% The percentage of warrants cleared with targeted criteria, out of the total warrants cleared during the reporting period. 1,051 1,000 1,136 Average number of probationers on warrant status with targeted criteria being sought by Adult Probation during the reporting period. 8,609 8,765 8,626 Average number of probationers on warrant status being sought by Adult Probation during the reporting period. Total number of probationers on warrant status 6,579 5,938 6,155 cleared during the reporting period. 6,353 35,060 4,046 Total number of probationers newly placed on warrant status by the Court during the reporting period. Average daily cost per probationer on warrant $ 204.22 $ 289.22 $ 245.38 $ status during the reporting period. REV VS ADPT VAR % N/A N/A 211 - ADULT PROBATION GRANTS TOTAL SOURCES $ $ 100 - GENERAL 211 - ADULT PROBATION GRANTS TOTAL USES $ 1,731,540 26,482 $ 1,758,022 0.3% 0.6% N/A N/A 136 13.6% (139) -1.6% 217 3.7% (31,014) -88.5% 43.84 15.2% Revenue 32,004 32,004 $ $ 737,393 737,393 $ $ 422,778 422,778 $ $ (314,615) (314,615) -42.7% -42.7% $ 1,736,344 380,382 $ 2,116,726 $ 95,098 323,191 418,289 5.2% 45.9% 16.5% Expenditure $ 1,831,442 703,573 $ 2,535,015 $ In Custody Management Activity The purpose of the In Custody Management Activity is to provide pro-social behaviors through assessment, case planning, treatment, and appropriate responses to probationers so they can be held accountable and increase their success rate of transition to the community post jail release. Mandates: A.R.S. §§12-251 and 13-901 establishes standard probation, the conditions, and fees and establishes qualifications for probation officers and support staff; A.R.S. §12-253 establishes the powers and duties of adult probation officers; A.R.S. §12-269 requires counties with populations greater than two million to fund probation services and maintain appropriate ratios of officers to probationers consistent with evidence-based practices in differentiated case management. 220 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Output Output Demand Efficiency Measure Description Percent of jail days saved through Court Liaison during the reporting period. Percentage of jailed probationers who received services under In-Custody Management during the reporting period. Average daily number of jailed probationers who receive In-Custody Management services from the Work Furlough and Custody Management Unit, plus the total number of probationers handled by Court Liaison who were revoked to DOC, reinstated without jail, or received less than 30 days jail during the reporting period. Number of jail days required for probationers going through violation proceedings during the reporting period. Average number of jailed probationers assigned to In-Custody Management services from the Work Furlough and Custody Management Units, plus the total number of probationers assigned to Court Liaison who were revoked to DOC, reinstated without jail, or received less than 30 days jail during the reporting period. Average daily cost per probationer to provide In-Custody Management Activity services during the reporting period. Department Strategic Plans and Budgets Adult Probation REV VS ADPT VAR % (2.7%) -5.8% FY 2009 ACTUAL 43.3% FY 2010 REVISED 46.4% FY 2011 ADOPTED 43.7% 100.0% 100.0% 100.0% 0.0% 0.0% 1,858 1,630 1,705 75 4.6% 199,897 182,110 148,144 (33,966) -18.7% 7,430 6,520 1,705 (4,815) -73.8% $ 1,788.85 $ 1,998.39 $ 1,672.77 $ 325.62 16.3% 201 - ADULT PROBATION FEES 211 - ADULT PROBATION GRANTS TOTAL SOURCES $ 743,370 201,375 944,745 $ 760,000 216,210 976,210 $ 630,758 144,092 774,850 $ (129,242) (72,118) (201,360) -17.0% -33.4% -20.6% 100 - GENERAL 201 - ADULT PROBATION FEES 211 - ADULT PROBATION GRANTS TOTAL USES $ 3,152,362 646 169,774 $ 3,322,782 $ 2,616,300 235,765 $ 2,852,065 $ 406,633 (1,330) 405,303 13.5% N/A -0.6% 12.4% Revenue $ $ $ $ Expenditure $ 3,022,933 234,435 $ 3,257,368 $ Indirect Services Activity The purpose of the Indirect Services Activity is to provide case monitoring services to probationers who are allowed to return or relocate to their residence in another state or county, complete a prison term, transition to community supervised probation, and are detained prior to deportation to their country of citizenship so they can minimize their risk to public safety by preventing re-arrest for a new offense. Mandates: A.R.S. §§31-461 through 31-467 establishes interstate compacts for supervision of parolees, probationers, and adult offenders. 221 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Output Output Output Demand Efficiency Measure Description Percent of Sex Offenders who check in with Adult Probation within 72 hours of discharge from DOC during the reporting period. Percent of probationers on deportation status through USICE who are returned to MCAPD for action due to arrest, technical violation, or investigation during the reporting period. Average number of probationers monitored according to Indirect Services standards during the reporting period. Number of Sex Offenders who check in with Adult Probation within 72 hours following discharge from DOC during the reporting period. Average number of probationers on deportation status through USICE during the reporting period. Average number of probationers ordered by the court and/or transfered from field supervision to be monitored by Indirect Services during the reporting period. Average daily cost per probationer administered by Indirect Services during the reporting period. Department Strategic Plans and Budgets Adult Probation FY 2009 ACTUAL 107.8% FY 2010 REVISED 100.0% FY 2011 ADOPTED 88.3% 0.6% 0.6% 0.6% REV VS ADPT VAR % (11.7%) -11.7% 0.0% 3.0% 18,033 20,228 18,687 (1,541) -7.6% 116 116 111 (5) -4.3% 8,079 8,113 7,636 (477) -5.9% 72,131 80,910 18,687 (62,223) -76.9% $ 51.75 $ 44.12 $ 47.63 $ (3.51) -8.0% $ $ 933,165 933,165 $ $ 892,432 892,432 $ $ 890,054 890,054 $ $ 2,378 2,378 0.3% 0.3% Expenditure 100 - GENERAL TOTAL USES Intensive Probation Activity The purpose of the Intensive Probation Activity is to provide community supervision and encourage prosocial behaviors of high risk probationers through assessment, case planning, treatment and appropriate responses to behaviors. Aligning services to offender risk profiles and criminogenic needs to high risk probationers so they can enhance their likelihood to remain in the community and successfully complete probation. Mandates: A.R.S. §§13-913 through 13-920 establishes intensive probation, power and duties, probation officer qualifications, and probation conditions and fees. 222 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Output Output Demand Efficiency Measure Description Percent of IPS probationers who successfully exit IPS and are not revoked to prison or jail during the reporting period. Percent of active IPS probationers sentenced for a new felony offense while supervised during the reporting period. Average number of active IPS probationers supervised during the reporting period Total number of IPS probationers discharged from IPS during the reporting period. Average number of active IPS probationers ordered to be supervised during the reporting period Average daily cost per IPS probationer for the reporting period $ Department Strategic Plans and Budgets Adult Probation REV VS ADPT VAR % 11.7% 23.7% FY 2009 ACTUAL 50.4% FY 2010 REVISED 49.5% FY 2011 ADOPTED 61.3% 2.0% 1.7% 1.7% 0.0% 0.2% 968 990 817 (174) -17.5% 1,279 1,111 831 (280) -25.2% 3,872 3,960 817 (3,144) -79.4% 9,227.01 $ 6,880.07 $ 8,541.16 $ (1,661.09) -24.1% Revenue 201 - ADULT PROBATION FEES TOTAL SOURCES $ 1,713,771 $ 1,713,771 $ 1,781,275 $ 1,781,275 $ 1,525,590 $ 1,525,590 $ $ (255,685) (255,685) -14.4% -14.4% 100 - GENERAL 201 - ADULT PROBATION FEES 211 - ADULT PROBATION GRANTS TOTAL USES $ 8,892,624 25,090 14,036 $ 8,931,750 $ 6,772,247 27,021 12,000 $ 6,811,268 $ 6,939,634 27,021 7,200 $ 6,973,855 $ (167,387) 4,800 (162,587) -2.5% 0.0% 40.0% -2.4% Expenditure $ Activity Narrative: The demand for this activity is significantly reduced as a result of the Department’s efforts to appropriately place probationers on higher ratio caseloads, leaving the most serious probationers assigned to the Intensive Probation Activity. Report & Review Activity The purpose of the Report and Review Probation Supervision Activity is to provide appropriately reduced levels of supervision to low-risk and compliant offenders so they can enhance their likelihood to remain in the community and successfully complete probation. Mandates: A.R.S. §§12-251 and 13-901 establishes standard probation, the conditions, and fees and establishes qualifications for probation officers and support staff; A.R.S. §12-253 establishes the powers and duties of adult probation officers; A.R.S. §12-269 requires counties with populations greater than two million to fund probation services and maintain appropriate ratios of officers to probationers consistent with evidence-based practices in differentiated case management. 223 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Output Demand Efficiency Measure Description Percent of active Compliance Monitoring probationers sentenced for a new felony offense while supervised during the reporting period. The percent of Compliance Monitor probationers who successfully completed supervision during the reporting period. Average number of Compliance Monitoring probationers supervised during the reporting period. Average number of active probationers ordered by the court and/or transferred from field supervisions to be monitored by Compliance Monitoring during the reporting period. Average cost per Compliance Monitoring probationer supervised during the reporting period $ Department Strategic Plans and Budgets Adult Probation REV VS ADPT VAR % (0.1%) -25.1% FY 2009 ACTUAL 0.6% FY 2010 REVISED 0.4% FY 2011 ADOPTED 0.3% 81.0% 85.0% 88.0% 7,261 8,000 11,842 3,842 48.0% 29,042 32,001 11,842 (20,159) -63.0% (10.71) -3.7% $ (1,243,197) $ (1,243,197) -53.5% N/A -53.5% 398.30 $ 290.55 $ 301.27 3.0% $ 3.5% Expenditure 100 - GENERAL 201 - ADULT PROBATION FEES TOTAL USES $ 2,879,879 11,989 $ 2,891,868 $ 2,324,504 $ 2,324,504 $ 3,567,701 $ 3,567,701 Activity Narrative: The demand and outputs for this activity are significantly increased as a result of the Department’s continuing effort to appropriately place probationers on higher ratio caseloads, leaving the less serious probationers assigned to the Report and Review Activity. The expenditure budget increase of $1,243,197 provides the necessary resources to effectively and efficiently manage this low level probationer caseload at a ratio of 2:500. Serious Mentally Ill Activity The purpose of the Seriously Mentally Ill Probation Supervision Activity is to provide specialized supervision and align services to offender risk profiles and criminogenic needs to Seriously Mentally Ill probationer so they can enhance their likelihood to remain in the community and successfully complete probation. Mandates: A.R.S. §§12-251 and 13-901 establishes standard probation, the conditions, and fees and establishes qualifications for probation officers and support staff; A.R.S. §12-253 establishes the powers and duties of adult probation officers; A.R.S. §12-269 requires counties with populations greater than two million to fund probation services and maintain appropriate ratios of officers to probationers consistent with evidence-based practices in differentiated case management. 224 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Output Output Demand Efficiency Department Strategic Plans and Budgets Adult Probation Measure FY 2009 FY 2010 FY 2011 Description ACTUAL REVISED ADOPTED 78.9% 65.8% 82.1% Percent of Seriously Mentally Ill probtationers who successfully complete probation during the reporting period. 1.1% 1.6% 0.8% Percent of active Seriously Mentally Ill probationers sentenced for a new felony offense while supervised during the reporting period. 563 583 637 Average number of active seriously mentally ill probationers supervised during the reporting period. 317 319 358 Number of active Seriously Mentally Ill probationers terminated from probation during the reporting period. 2,252 2,332 637 Average number of active Seriously Mentally Ill probationers ordered to be supervised by the Court during the reporting period. Average cost per active seriously mentally ill $ 2,278.78 $ 2,250.04 $ 2,027.25 $ probationer for the reporting period. REV VS ADPT VAR % 16.3% 24.7% (0.8%) -51.8% 54 9.2% 39 12.2% (1,695) -72.7% 222.79 9.9% 20,921 20,921 1.6% N/A 1.6% Expenditure 100 - GENERAL 211 - ADULT PROBATION GRANTS TOTAL USES $ 1,282,691 260 $ 1,282,951 $ 1,311,771 $ 1,311,771 $ 1,290,850 $ 1,290,850 $ $ Sex Offender Activity The purpose of the Sex Offender Probation Supervision Activity is to provide specialized supervision and align services to offender risk profiles and criminogenic needs to Sex Offender probationers so they can enhance their likelihood to remain in the community and reduce commitments to the DOC. Mandates: A.R.S. §§12-251 and 13-901 establishes standard probation, the conditions, and fees and establishes qualifications for probation officers and support staff; A.R.S. §12-253 establishes the powers and duties of adult probation officers; A.R.S. §12-269 requires counties with populations greater than two million to fund probation services and maintain appropriate ratios of officers to probationers consistent with evidence-based practices in differentiated case management. 225 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Demand Efficiency Measure Description Percent of active Sex Offender probationers sentenced for a new felony offense while supervised during the reporting period. Average number of active sex offenders supervised during the reporting period. Average number of active Sex Offender probationers ordered to be supervised during the reporting period. Average cost per active sex offender probationer for the reporting period. Department Strategic Plans and Budgets Adult Probation FY 2009 ACTUAL 0.7% FY 2010 REVISED 0.8% REV VS ADPT VAR % (0.1%) -17.5% FY 2011 ADOPTED 0.7% 1,666 1,787 1,634 (153) -8.6% 6,662 7,149 1,634 (5,516) -77.2% $ 2,428.43 $ 2,359.60 $ 2,643.52 $ (283.92) -12.0% $ 22,587 180,425 203,012 $ 178,425 178,425 $ 59,163 59,163 $ 59,163 (178,425) (119,262) N/A -100.0% -66.8% (673,993) 459,870 111,810 (102,313) -48.3% 17.0% 100.0% -2.4% Revenue 201 - ADULT PROBATION FEES 211 - ADULT PROBATION GRANTS TOTAL SOURCES $ 100 - GENERAL 201 - ADULT PROBATION FEES 211 - ADULT PROBATION GRANTS TOTAL USES $ 2,566,916 1,265,498 212,129 $ 4,044,543 $ $ $ Expenditure $ 1,395,520 2,709,870 111,810 $ 4,217,200 $ 2,069,513 2,250,000 $ 4,319,513 $ $ Standard Probation Activity The purpose of the Standard Probation Activity is to provide community supervision and encourage pro-social behaviors of probationers through assessment, case planning, treatment and appropriate responses to behaviors. Aligning services to offender risk profiles and criminogenic needs to probationers so they can enhance their likelihood to remain in the community and successfully complete probation. Mandates: This is not a mandated activity of the Juvenile Probation Department. 226 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Output Output Demand Efficiency Measure Description Percent of Standard probationers who successfully complete probation during the reporting period. Percent of active Standard probationers sentenced for a new felony offense while supervised during the reporting period. Average number of active standard probationers supervised for the reporting period. Number of Standard probationers terminated from probation during the reporting period. Average number of active standard probationers ordered to be supervised during the reporting period. Average daily cost per active Standard Supervision probationer. $ Department Strategic Plans and Budgets Adult Probation FY 2009 ACTUAL 63.8% FY 2010 REVISED 62.1% FY 2011 ADOPTED 66.9% 2.8% 3.0% 1.6% REV VS ADPT VAR % 4.7% 7.6% (1.4%) -46.0% 17,958 17,656 15,502 (2,154) -12.2% 8,701 7,783 6,387 (1,396) -17.9% 74,671 72,857 15,502 (57,355) -78.7% (122.25) -8.4% -26.3% -21.3% -26.1% 1,571.06 $ 1,451.45 $ 1,573.70 $ Revenue 201 - ADULT PROBATION FEES 211 - ADULT PROBATION GRANTS TOTAL SOURCES $ 6,941,997 299,684 $ 7,241,681 $ 8,393,927 343,719 $ 8,737,646 $ 6,185,028 270,351 $ 6,455,379 $ (2,208,899) (73,368) $ (2,282,267) 100 - GENERAL 201 - ADULT PROBATION FEES 211 - ADULT PROBATION GRANTS TOTAL USES $ 14,596,560 13,395,632 220,462 $ 28,212,654 $ 15,307,747 10,045,351 273,626 $ 25,626,724 $ 14,648,186 9,539,883 207,810 $ 24,395,879 $ Expenditure 659,561 505,468 65,816 $ 1,230,845 4.3% 5.0% 24.1% 4.8% Transfer Youth Activity The purpose of the Transferred Youth Supervision Activity is to provide specialized supervision and align services to offender risk profiles and criminogenic needs to Transferred Youth probationers so they can enhance their likelihood to remain in the community and successfully complete probation. Mandates: A.R.S. §§12-251 and 13-901 establishes standard probation, the conditions, and fees and establishes qualifications for probation officers and support staff; A.R.S. §12-253 establishes the powers and duties of adult probation officers; A.R.S. §12-269 requires counties with populations greater than two million to fund probation services and maintain appropriate ratios of officers to probationers consistent with evidence-based practices in differentiated case management. 227 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Output Output Demand Efficiency Measure Description Percent of Transferred Youth probationers who successfully complete probation during the reporting period. Percent of active Transferred Youth probationers sentenced for a new felony offense while supervised during the reporting period. Number of Transferred Youth probationers terminated from probation during the reporting period. Average number of active transferred youth supervised during the reporting period. Average number of active Transferred Youth ordered to be supervised by the Court during the reporting period. Average cost per active transferred youth for the reporting period. Department Strategic Plans and Budgets Adult Probation FY 2009 ACTUAL 25.4% FY 2010 REVISED 29.8% FY 2011 ADOPTED 25.7% 4.5% 9.3% 6.1% 71 124 171 685 REV VS ADPT VAR % (4.2%) -14.0% (3.2%) -34.8% 113 (11) -8.9% 183 198 15 8.3% 731 198 (533) -72.9% $ 1,964.78 $ 1,832.76 $ 2,805.32 $ (972.56) -53.1% $ 335,948 520 336,468 $ 334,937 334,937 $ 555,453 555,453 $ (220,516) (220,516) -65.8% N/A -65.8% Expenditure 100 - GENERAL 211 - ADULT PROBATION GRANTS TOTAL USES $ $ $ $ Activity Narrative: The demand for this activity is increased as a result of the expected increase in juveniles being ordered by Superior Court to Adult Probation for monitoring and supervision. 228 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Adult Probation Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2010 Adopted Budget Adjustments: Reallocations Jud Branch Interdeptl Transfer 58,854,159 $ - $ (750,000) $ (750,000) - $ 58,104,159 $ - $ (35,168) $ (35,168) 750,000 $ 750,000 - $ 58,818,991 $ - $ 3,265,529 $ 1,074,192 2,191,337 (2,406,789) $ (1,396,666) - (1,010,123) - (143,588) $ (143,588) (1,054,953) $ (1,054,953) - Agenda Item: MEMO FY 2010 Revised Budget Adjustments: Budget Balancing PEHPEP FY 09 Adjustments Reallocations Jud Branch Interdeptl Transfer $ Agenda Item: C-49-09-066-2-00 $ MEMO FY 2011 Budget Target Adjustments: Agenda Item: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Reduce Temporary Pay $ Reduce General Supplies Reduce Healthcare Services due to funding for urinalysis testing expected from a State grant and budgeted in Grant Fund (238) Remove funding for decline in Probation Officer Retirement Plan (PORP) rate which occurred in FY10 that was not removed from the FY10 Adopted Budget Internal Service Charges Reduce Work ers Compensation & Unemployment $ Budget Balancing PEHPEP FY 10 Adjustments C-49-10-032-M-00 Reallocations Reallocation Between Funds Increase Personnel Services Allocation Out to Adult Probation Fees Fund (201) as a $ result of allocating the State Risk Mgmt. Charges to all Judicial Branch departments $ (29,999) (83,652) (145,492) (1,137,523) (1,010,123) $ $ (1,054,953) FY 2011 Recommended Budget Percent Change from Target Amount $ 58,479,190 $ -0.6% - FY 2011 Tentative Budget $ 58,479,190 $ -0.6% - $ 58,479,190 $ -0.6% - Percent Change from Target Amount FY 2011 Adopted Budget Percent Change from Target Amount 229 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Adult Probation Adult Probation Fees Fund (201) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 14,116,202 $ 14,116,202 FY 2010 Revised Budget $ 14,116,202 $ 14,116,202 FY 2011 Budget Target $ 14,116,202 $ 14,116,202 $ 15,816 $ 3,312 12,504 (130,034) $ (130,034) - Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Rightsizing of Intergovernmental Payments Fees and Other Revenues ProgRevenue Volume Inc/Dec Reduce revenue due to decline in collection of Probation Fees Reduce revenue as a result of not implementing new Presentence Fee in FY10 Reduced expenditures based on available revenue from collection of Probation Fees Other Mandates State Risk Management Charges Increase Services Allocation Out to allocate Risk Mgmt. charges to the other Judicial Branch departments Reallocations Reallocation Between Funds Increase in Personnel Services Allocation In from the General Fund $ $ (130,034) $ (1,996,619) $ (1,996,619) $ (1,054,953) $ (1,054,953) - $ 1,054,953 $ 1,054,953 - FY 2011 Recommended Budget Percent Change from Target Amount $ 12,005,365 $ -15.0% 12,005,365 -15.0% FY 2011 Tentative Budget Percent Change from Target Amount $ 12,005,365 $ -15.0% 12,005,365 -15.0% FY 2011 Adopted Budget Percent Change from Target Amount $ 12,005,365 $ -15.0% 12,005,365 -15.0% 230 $ $ $ $ (2,110,837) (2,110,837) (1,118,410) (992,427) (1,996,619) (1,054,953) 1,054,953 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Adult Probation Adult Probation Fees Fund (201) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget $ 347,701 $ - FY 2010 Revised Budget $ 347,701 $ - $ (347,701) $ (347,701) - $ - $ - $ 283,427 $ 283,427 - FY 2011 Recommended Budget Percent Change from Target Amount $ 283,427 $ - FY 2011 Tentative Budget Percent Change from Target Amount $ 283,427 $ - FY 2011 Adopted Budget Percent Change from Target Amount $ 283,427 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2011 Budget Target Adjustments: Non Recurring Other Non-Recurring One-time funding for the Quality Assurrance Project (staff) One-time funding for a part-time Deputy Director Agenda Item: $ 247,078 36,349 Adult Probation Fees Fund (201) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED Beginning Spendable Fund Balance $ 4,640,708 Sources: Operating Non-Recurring Total Sources: $ FY 2010 REVISED 866,814 FY 2011 ADOPTED 866,814 $ 1,601,573 $ $ 12,886,827 $ 14,116,202 (33) $ 12,886,794 $ 14,116,202 $ 14,116,202 $ 14,116,202 $ 11,888,738 $ 11,888,738 $ 12,005,365 $ 12,005,365 Uses: Operating Non-Recurring Total Uses: $ 14,157,977 1,767,937 $ 15,925,914 $ 14,116,202 347,701 $ 14,463,903 $ 13,150,972 $ 13,150,972 $ 12,005,365 283,427 $ 12,288,792 Structural Balance $ (1,271,150) $ - $ - $ (1,262,234) $ - Accounting Adjustments $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ 1,601,573 $ 1,601,573 519,113 519,113 $ $ 519,113 519,113 $ $ 339,339 339,339 $ $ 55,912 55,912 $ 14,116,202 347,701 $ 14,463,903 (15) $ $ $ 231 $ FY 2010 FORECAST 339,339 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Adult Probation Adult Probation Grants Fund (211) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 4,477,057 $ 4,477,057 $ 3,558,914 $ 3,558,914 3,558,914 3,558,914 FY 2010 Revised Budget $ 8,035,971 $ 8,035,971 FY 2011 Budget Target $ 8,035,971 $ 8,035,971 $ 179,411 $ 97,704 81,707 - $ (2,095,743) $ (2,095,743) (1,916,332) (1,916,332) FY 2011 Recommended Budget Percent Change from Target Amount $ 6,119,639 $ -23.8% 6,119,639 -23.8% FY 2011 Tentative Budget $ 6,119,639 $ -23.8% 6,119,639 -23.8% $ 6,119,639 $ -23.8% 6,119,639 -23.8% Adjustments: Grants, Donations and Intergovernmental Agreements Grants Adult Probation FY 10 Grants Agenda Item: C-11-10-008-G-00 Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Agenda Item: Percent Change from Target Amount FY 2011 Adopted Budget Percent Change from Target Amount Adult Probation Grants Fund (211) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED (54,092) $ FY 2010 REVISED $ Sources: Operating Total Sources: $ 4,375,992 $ 4,375,992 $ 4,477,057 $ 4,477,057 $ 8,035,971 $ 8,035,971 $ 6,100,653 $ 6,100,653 $ 6,119,639 $ 6,119,639 Uses: Operating Total Uses: $ 4,205,881 $ 4,205,881 $ 4,477,057 $ 4,477,057 $ 8,035,971 $ 8,035,971 $ 6,100,653 $ 6,100,653 $ 6,119,639 $ 6,119,639 Structural Balance $ $ - $ - $ - $ - Accounting Adjustments $ (162,067) $ - $ - $ - $ - Ending Spendable Fund Balance: Unassigned Total Ending Spendable Fund Balance $ (46,048) (46,048) $ 232 (54,092) (54,092) $ (54,092) $ FY 2011 ADOPTED Beginning Spendable Fund Balance 170,111 (54,092) $ FY 2010 FORECAST (54,092) (54,092) $ (46,048) $ (46,048) (46,048) $ (46,048) (46,048) (46,048) Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Air Quality Air Quality Analysis by Angie Flick, Management & Budget Supervisor Summary Mission The mission of the Air Quality Department is to protect our most vital, natural resource; air quality, for the people of Maricopa County so they can live and breathe in a clean air environment. Vision To achieve the highest air quality standards in Maricopa County as we evolve with the county’s escalating growth. Sources and Uses by Program and Activity FY 2009 ACTUAL PROGRAM / ACTIVITY SOURCES CAQM - COUNTYWIDE AQ MONITORING DCPC - DUST CNTRL PERMIT COMPLIANCE DCPE - DUST CNTRL PERMIT ENFORCEMENT DCVL - DUST CNTRL VACANT LOT COMPL LSPC - LARGE SOURCE PERMIT COMPLIANCE LSPE - LARGE SOURCE PERMIT ENFRCMENT LSPR - LARGE SOURCE PRMT ENG REVIEW SSPC - SMALL SOURCE PERMIT COMPLIANCE SSPE - SMALL SOURCE PERMIT ENFRCMENT SSPR - SMALL SOURCE PRMT ENG REVIEW TRDA - TRIP REDUCTION VVRR - VOL VEH REPAIR AND RETROFIT 85AQ - AIR QUALITY $ FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % $ 452,090 $ 3,896,925 3,267,996 1,107,024 1,188,119 526,175 229,390 4,029,197 2,650,668 465,656 1,675,097 718,435 20,206,772 $ 430,021 $ 4,137,936 1,920,240 1,011,788 1,315,140 771,420 756,528 4,603,920 2,028,828 345,360 1,858,576 725,000 19,904,757 $ 603,808 $ 4,206,652 1,920,240 1,013,038 1,315,140 771,420 756,528 4,603,920 2,028,828 345,360 1,858,576 725,000 20,148,510 $ 579,946 $ 2,709,678 511,339 803,747 1,128,708 84,552 377,750 3,754,125 1,023,118 401,677 1,575,333 434,396 13,384,369 $ 493,425 $ 4,160,813 500,000 1,030,047 1,255,675 770,000 309,400 4,332,814 1,000,000 553,628 1,858,575 725,000 16,989,377 $ (110,383) (45,839) (1,420,240) 17,009 (59,465) (1,420) (447,128) (271,106) (1,028,828) 208,268 (1) (3,159,133) -18.3% -1.1% -74.0% 1.7% -4.5% -0.2% -59.1% -5.9% -50.7% 60.3% 0.0% 0.0% -15.7% ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 6,198 $ 6,198 $ 8,400 $ 8,400 $ 55,313 $ 55,313 $ 238,624 $ 238,624 $ 7,500 $ 7,500 $ (47,813) (47,813) -86.4% -86.4% GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 150,564 $ 150,564 $ 280,000 $ 280,000 $ 280,000 $ 280,000 $ 73,696 $ 73,696 $ 45,000 $ 45,000 $ (235,000) (235,000) -83.9% -83.9% TOTAL PROGRAMS $ 20,363,534 $ 20,193,157 $ 20,483,823 $ 13,696,689 $ 17,041,877 $ (3,441,946) -16.8% 233 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Air Quality Sources and Uses by Program and Activity (continued) FY 2009 ACTUAL PROGRAM / ACTIVITY USES CAQM - COUNTYWIDE AQ MONITORING DCPC - DUST CNTRL PERMIT COMPLIANCE DCPE - DUST CNTRL PERMIT ENFORCEMENT DCVL - DUST CNTRL VACANT LOT COMPL LSPC - LARGE SOURCE PERMIT COMPLIANCE LSPE - LARGE SOURCE PERMIT ENFRCMENT LSPR - LARGE SOURCE PRMT ENG REVIEW MAMV - MOBILE AIR MONITORING VAN PLAA - PLANNING AND ANALYSIS SBRC - BUSINESS RESOURCE CENTER SSPC - SMALL SOURCE PERMIT COMPLIANCE SSPE - SMALL SOURCE PERMIT ENFRCMENT SSPR - SMALL SOURCE PRMT ENG REVIEW TRDA - TRIP REDUCTION VVRR - VOL VEH REPAIR AND RETROFIT 85AQ - AIR QUALITY $ FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % 1,616,968 $ 3,918,003 408,002 1,223,595 567,481 89,591 720,001 1,081,354 923,255 109,867 1,966,521 334,118 1,111,130 1,592,577 676,645 16,339,108 $ 1,972,682 $ 3,198,997 378,172 1,061,013 716,885 256,187 724,637 156,035 1,244,297 98,933 1,842,344 226,592 1,101,402 1,858,168 728,611 15,564,955 $ 2,146,469 $ 3,198,997 378,172 1,061,013 716,885 256,187 724,637 156,035 1,244,297 98,933 1,842,344 226,592 1,101,402 1,858,168 728,611 15,738,742 $ 1,948,227 $ 2,561,187 341,313 1,035,250 574,917 103,381 555,580 100,646 947,368 109,040 1,885,960 245,057 1,119,142 1,432,358 407,269 13,366,695 $ 1,230,849 $ 2,379,291 247,462 1,111,489 474,765 150,682 477,019 98,870 846,417 127,838 1,664,945 125,724 1,110,181 1,729,049 723,258 12,497,839 $ 915,620 819,706 130,710 (50,476) 242,120 105,505 247,618 57,165 397,880 (28,905) 177,399 100,868 (8,779) 129,119 5,353 3,240,903 42.7% 25.6% 34.6% -4.8% 33.8% 41.2% 34.2% 36.6% 32.0% -29.2% 9.6% 44.5% -0.8% 6.9% 0.7% 20.6% 36,392 $ 360,478 227,087 5,124,400 24,854 5,773,211 $ 37,882 $ 630,338 181,491 4,579,444 24,855 5,454,010 $ 37,882 $ 630,338 181,491 4,579,444 24,855 5,454,010 $ 38,917 $ 354,792 139,158 3,694,056 24,835 4,251,758 $ 38,193 $ 330,556 143,337 3,980,994 26,126 4,519,206 $ (311) 299,782 38,154 598,450 (1,271) 934,804 -0.8% 47.6% 21.0% 13.1% -5.1% 17.1% $ 392,579 $ 111,455 504,034 $ 594,267 $ 742,360 1,336,627 $ 594,267 $ 742,360 1,336,627 $ 594,267 $ 232,264 826,531 $ 609,087 $ 31,759 640,846 $ (14,820) 710,601 695,781 -2.5% 95.7% 52.1% TOTAL PROGRAMS $ 22,616,353 $ 22,355,592 $ 22,529,379 $ 18,444,984 $ 17,657,891 $ $ BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - ADMINISTRATIVE SERVICES $ $ CSCA - CENTRAL SERVICE COST ALLOC ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ 4,871,488 21.6% Sources and Uses by Category CATEGORY LICENSES AND PERMITS 0610 - LICENSES AND PERMITS FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST REV VS ADPT VAR % FY 2011 ADOPTED $ SUBTOTAL $ 9,078,984 9,078,984 $ $ 10,740,228 10,740,228 $ $ 10,740,228 10,740,228 $ $ 8,005,087 8,005,087 $ $ 10,226,243 $ 10,226,243 $ (513,985) (513,985) -4.8% -4.8% INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ 1,559,114 2,393,532 3,952,646 $ 1,441,809 2,583,576 4,025,385 $ 1,615,596 2,583,576 4,199,172 $ 1,382,443 2,009,729 3,392,172 $ 2,248,472 $ 1,858,575 4,107,047 $ 632,876 (725,001) (92,125) 39.2% -28.1% -2.2% CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ FINES & FOREFEITS 0637 - FINES & FORFEITS $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ $ 616,603 $ 616,603 $ 6,444,839 6,444,839 $ $ 150,564 $ 6,198 156,762 $ ALL REVENUES $ 20,249,834 $ OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 113,700 113,700 $ $ TOTAL SOURCES $ 20,363,534 $ $ 418,656 $ 418,656 $ 4,720,488 4,720,488 $ $ 280,000 $ 8,400 288,400 $ 20,193,157 $ 418,656 $ 418,656 $ 4,720,488 4,720,488 $ 308,373 $ 308,373 $ $ $ 1,619,009 1,619,009 $ $ 280,000 $ 8,400 288,400 $ 73,696 209,981 283,677 $ $ $ 20,366,944 $ 13,608,318 $ - $ - $ 116,879 116,879 $ $ 88,371 88,371 $ $ 20,483,823 $ 13,696,689 $ 20,193,157 234 $ 386,087 386,087 $ $ (32,569) (32,569) -7.8% -7.8% 2,270,000 2,270,000 $ $ (2,450,488) (2,450,488) -51.9% -51.9% 45,000 $ 7,500 52,500 $ (235,000) (900) (235,900) -83.9% -10.7% -81.8% (3,325,067) -16.3% 17,041,877 $ - $ - $ 17,041,877 $ (116,879) -100.0% (116,879) -100.0% (3,441,946) -16.8% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Air Quality Sources and Uses by Category (continued) CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % 9,830,395 $ 112,714 3,181,895 86,199 (695,341) 1,437,413 13,953,275 $ 9,510,701 $ 78,280 3,079,848 90,150 (714,487) 1,668,976 13,713,468 $ 9,510,701 $ 78,280 3,079,848 90,150 (714,487) 1,668,976 13,713,468 $ 8,875,167 $ 43,512 2,838,711 18,112 (659,955) 1,545,396 12,660,943 $ 8,027,403 $ 50,584 2,774,959 43,304 (1,201,067) 1,529,469 11,224,652 $ 1,483,298 27,696 304,889 46,846 486,580 139,507 2,488,816 15.6% 35.4% 9.9% 52.0% -68.1% 8.4% 18.1% SUBTOTAL $ 369,828 $ 166,836 339,981 (9,070) 25,147 892,722 $ 483,750 $ 239,963 24,897 (10,018) 18,690 757,282 $ 483,750 $ 239,963 148,684 (10,018) 18,690 881,069 $ 314,044 $ 163,331 103,654 (8,574) 11,667 584,122 $ 392,818 $ 177,052 67,645 (10,286) 15,135 642,364 $ 90,932 62,911 81,039 268 3,555 238,705 18.8% 26.2% 54.5% -2.7% 19.0% 27.1% SERVICES 0810 - LEGAL SERVICES $ 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 3,452 $ 15,267 3,935,726 969,084 34,515 805,734 21,313 57,148 71,824 40,107 (60,462) 88,697 5,982,405 $ 6,300 $ 10,460 3,970,438 1,161,461 80,364 1,055,291 43,364 58,899 100,301 48,000 (66,791) 118,994 6,587,081 $ 6,300 $ 10,460 3,970,438 1,161,461 80,364 1,055,291 43,364 58,899 100,301 48,000 (66,791) 118,994 6,587,081 $ 11,770 $ 5,048 2,257,949 1,017,898 32,475 597,045 9,646 40,245 60,058 67,380 (50,763) 86,229 4,134,980 $ 52,000 $ 9,432 2,620,568 1,091,972 29,444 847,148 9,144 53,110 65,995 81,816 (68,570) 166,039 4,958,098 $ CAPITAL 0920 - CAPITAL EQUIPMENT $ 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ 81,122 $ 1,024,135 286,711 3,404 1,395,372 $ 417,000 $ 282,400 4,094 703,494 $ 467,000 $ 282,400 4,094 753,494 $ 208,980 $ 257,924 3,768 470,672 $ - $ 220,288 3,402 223,690 $ 467,000 62,112 692 529,804 100.0% N/A 22.0% 16.9% 70.3% ALL EXPENDITURES $ 22,223,774 $ 21,761,325 $ 21,935,112 $ 17,850,717 $ 17,048,804 $ 4,886,308 22.3% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 392,579 $ 392,579 $ 594,267 $ 594,267 $ 594,267 $ 594,267 $ 594,267 $ 594,267 $ 609,087 $ 609,087 $ TOTAL USES $ 22,616,353 $ 22,355,592 $ 22,529,379 $ 18,444,984 $ 17,657,891 $ SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ (45,700) -725.4% 1,028 9.8% 1,349,870 34.0% 69,489 6.0% 50,920 63.4% 208,143 19.7% 34,220 78.9% 5,789 9.8% 34,306 34.2% (33,816) -70.5% 1,779 -2.7% (47,045) -39.5% 1,628,983 24.7% (14,820) (14,820) 4,871,488 -2.5% -2.5% 21.6% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 503 AIR QUALITY GRANT OPERATING NON-RECURRING FY 2009 ACTUAL $ FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % 3,952,645 $ 3,952,645 $ 4,025,385 $ 4,025,385 $ 4,025,385 $ 173,787 4,199,172 $ 3,389,344 $ 3,389,344 $ 4,107,047 $ 4,107,047 $ 81,662 2.0% (173,787) -100.0% (92,125) -2.2% FUND TOTAL SOURCES $ 16,327,839 $ 83,050 16,410,889 $ 16,167,772 $ 16,167,772 $ 16,167,772 $ 116,879 16,284,651 $ 10,022,819 $ 284,526 10,307,345 $ 12,934,830 $ 12,934,830 $ (3,232,942) -20.0% (116,879) -100.0% (3,349,821) -20.6% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 20,280,484 $ 83,050 $ 20,363,534 $ 20,193,157 $ - $ 20,193,157 $ 20,193,157 $ 290,666 $ 20,483,823 $ 13,412,163 $ 284,526 $ 13,696,689 $ 17,041,877 $ - $ 17,041,877 $ (3,151,280) -15.6% (290,666) -100.0% (3,441,946) -16.8% FUND TOTAL SOURCES $ 504 AIR QUALITY FEES OPERATING NON-RECURRING $ 235 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Air Quality Sources and Uses by Fund and Function (continued) FUND / FUNCTION CLASS 503 AIR QUALITY GRANT OPERATING NON-RECURRING FY 2009 ACTUAL $ FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % 3,815,173 $ 3,815,173 $ 4,025,385 $ 4,025,385 $ 4,025,385 $ 173,787 4,199,172 $ 3,511,174 $ 3,511,174 $ 4,107,047 $ 4,107,047 $ FUND TOTAL USES $ 15,092,610 $ 3,708,570 18,801,180 $ 15,722,207 $ 2,608,000 18,330,207 $ 15,722,207 $ 2,608,000 18,330,207 $ 13,638,852 $ 1,294,958 14,933,810 $ 12,812,844 $ 738,000 13,550,844 $ 2,909,363 1,870,000 4,779,363 18.5% 71.7% 26.1% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 18,907,783 $ 3,708,570 $ 22,616,353 $ 19,747,592 $ 2,608,000 $ 22,355,592 $ 19,747,592 $ 2,781,787 $ 22,529,379 $ 17,150,026 $ 1,294,958 $ 18,444,984 $ 16,919,891 $ 738,000 $ 17,657,891 $ 2,827,701 2,043,787 4,871,488 14.3% 73.5% 21.6% FUND TOTAL USES $ 504 AIR QUALITY FEES OPERATING NON-RECURRING $ (81,662) 173,787 92,125 -2.0% 100.0% 2.2% Staffing by Program and Activity FY 2009 FY 2010 PROGRAM / ACTIVITY ADOPTED ADOPTED ADMINISTRATIVE SERVICES BUDGETING 0.50 0.50 EXECUTIVE MANAGEMENT 7.50 9.50 FINANCIAL SERVICES 4.50 7.50 HUMAN RESOURCES 4.00 3.00 PROCUREMENT 0.50 0.50 PROGRAM TOTAL 17.00 21.00 AIR QUALITY BUSINESS RESOURCE CENTER 3.00 1.00 COUNTYWIDE AQ MONITORING 16.00 16.00 DUST CNTRL PERMIT COMPLIANCE 91.50 55.00 DUST CNTRL PERMIT ENFORCEMENT 5.40 5.85 DUST CNTRL VACANT LOT COMPL 22.00 10.00 LARGE SOURCE PERMIT COMPLIANC 9.40 9.70 3.60 3.90 LARGE SOURCE PERMIT ENFRCMENT LARGE SOURCE PRMT ENG REVIEW 9.50 9.50 MOBILE AIR MONITORING VAN 3.00 1.00 PLANNING AND ANALYSIS 13.00 12.00 SMALL SOURCE PERMIT COMPLIANC 23.10 27.30 SMALL SOURCE PERMIT ENFRCMENT 3.00 3.25 SMALL SOURCE PRMT ENG REVIEW 13.50 14.50 TRIP REDUCTION 13.38 13.50 VOL VEH REPAIR AND RETROFIT 1.62 1.50 PROGRAM TOTAL 231.00 184.00 DEPARTMENT TOTAL 248.00 205.00 236 FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV TO ADPT VAR % 0.50 9.50 7.50 3.00 0.50 21.00 0.50 10.50 6.50 2.00 0.50 20.00 0.50 10.50 6.50 2.25 0.50 20.25 1.00 (1.00) (0.75) (0.75) 0.0% 10.5% -13.3% -25.0% 0.0% -3.6% 1.00 16.00 55.00 5.85 10.00 9.70 3.90 9.50 1.00 12.00 27.30 3.25 14.50 13.50 1.50 184.00 205.00 1.00 16.00 46.00 4.50 10.50 7.70 2.60 6.45 1.00 12.00 26.80 2.90 15.55 10.50 1.50 165.00 185.00 1.00 16.00 45.00 4.05 10.50 7.70 2.30 6.45 1.00 11.00 24.80 2.65 15.55 10.50 1.50 160.00 180.25 (10.00) (1.80) 0.50 (2.00) (1.60) (3.05) (1.00) (2.50) (0.60) 1.05 (3.00) (24.00) (24.75) 0.0% 0.0% -18.2% -30.8% 5.0% -20.6% -41.0% -32.1% 0.0% -8.3% -9.2% -18.5% 7.2% -22.2% 0.0% -13.0% -12.1% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Air Quality Staffing by Market Range Title MARKET RANGE TITLE Accountant Admin/Office Support Supv Admin/Operations Specialist Administrative Staff Supv Administrative Supervisor Atmospheric Science Pro Communicatn Ofcr/Govt Liaison Deputy Director Development Svcs Supervisor Development Svcs Technician Director - Air Quality Engineering Associate Engineering Manager Engineering Supervisor Engineering Technician Environmental Enforcement Spec Environmental Spclst Supv Environmental Specialist Executive Assistant Financial Supervisor - Dept Financial Support Supv - Dept GIS Technician Grant-Contract Administrator Human Resources Specialist Human Resources Support Supv Instrumentation Technician Air Management Analyst Media Specialist Office Assistant Office Assistant Specialized Operations/Program Manager Operations/Program Supervisor Planner Planner - Senior Planning Supervisor Project Administrator Regression Modeler Trainer Department Total FY 2009 ADOPTED 1.00 1.00 5.00 3.00 2.00 1.00 1.00 2.00 10.00 1.00 24.00 4.00 3.00 10.00 15.00 95.00 1.00 1.00 1.00 1.00 1.00 1.00 12.00 2.00 1.00 13.00 15.00 4.00 3.00 8.00 3.00 1.00 2.00 248.00 FY 2010 ADOPTED 1.00 1.00 6.00 2.00 1.00 1.00 1.00 8.00 1.00 23.00 4.00 12.00 10.00 70.00 1.00 1.00 1.00 1.00 1.00 12.00 2.00 1.00 12.00 12.00 4.00 2.00 7.00 3.00 1.00 2.00 1.00 205.00 FY 2010 REVISED 1.00 1.00 6.00 2.00 1.00 1.00 1.00 8.00 1.00 23.00 4.00 12.00 10.00 70.00 1.00 1.00 1.00 1.00 1.00 12.00 2.00 1.00 12.00 12.00 4.00 2.00 7.00 3.00 1.00 2.00 1.00 205.00 FY 2010 FORECAST 1.00 6.00 2.00 1.00 1.00 1.00 1.00 8.00 1.00 22.00 1.00 3.00 7.00 10.00 61.00 1.00 1.00 1.00 1.00 1.00 12.00 2.00 1.00 8.00 13.00 4.00 2.00 9.00 1.00 2.00 185.00 FY 2011 ADOPTED 1.00 6.00 2.00 1.00 1.00 8.00 1.00 21.00 1.00 3.00 6.00 10.00 60.00 1.00 1.00 1.00 1.00 1.00 12.00 2.00 1.00 8.00 13.00 4.00 2.00 8.00 1.00 2.00 1.00 0.25 180.25 REV TO VAR (1.00) (1.00) (2.00) 1.00 (1.00) (6.00) (10.00) (4.00) 1.00 1.00 (3.00) 1.00 (0.75) (24.75) FY 2010 REVISED 25.00 180.00 205.00 FY 2010 FORECAST 22.00 161.00 185.00 FY 2011 ADOPTED 22.00 158.25 180.25 REV TO ADPT VAR % (3.00) -12.0% (21.75) -12.1% (24.75) -12.1% ADPT % 0.0% -100.0% 0.0% N/A 0.0% N/A 0.0% 0.0% -100.0% 0.0% 0.0% -8.7% N/A -25.0% N/A -50.0% 0.0% -14.3% 0.0% 0.0% N/A N/A 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% -33.3% 8.3% 0.0% 0.0% 14.3% -100.0% 0.0% 0.0% N/A -75.0% -12.1% Staffing by Fund FUND 503 - AIR QUALITY GRANT 504 - AIR QUALITY FEES DEPARTMENT TOTAL FY 2009 ADOPTED 25.00 223.00 248.00 FY 2010 ADOPTED 25.00 180.00 205.00 Significant Variance Analysis Air Quality is experiencing significantly low demand for plan review, permitting and inspection services and as a result has reduced its workforce to be in line with the services that are demanded of the Department at this time. The Department reduced 24.75 full-time equivalents through attrition from FY 2009-10 to FY 2010-11. 237 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Air Quality General Adjustments Personnel: Health insurance premiums for medical and dental coverage and employer costs for retirement/long-term disability are increasing personnel costs as follows: • Grant Fund (503): o $24,910 increase for health/dental and retirement costs. o The Department estimated the increase in their budget request. o Net zero impact to fund. • Air Quality Fees Fund (225): o $184,027 increase for health/dental and retirement costs. o The increase was absorbed by removing funding for positions that were in process of being inactivated. o Net zero impact to fund. Revenue: A $3,349,821 reduction in operating revenue (from FY 2009-10 Revised) is the result of the downturn in the economy, particularly the construction industry which is required to have a dust control permit when disturbing the soil. The accompanying $2,909,363 operating reduction in expenditures is reflective of the changes in operations and size in the Department due to the decreased demand. Programs and Activities 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. Program Results Measure Description Percent of inspected Dust Control operations in compliance Percent of Dust Control permits issued within federal and state standards Percent of non-backlog Dust Control permitted source enforcement actions resolved Percent of inspected vacant lots in compliance Percent of inspected Title V (Large Source) operations in compliance Percent of backlog Title V enforcement actions resolved Percent of inspected Non-Title V and General (Small Source) permit operations in compliance Percent of resolved backlog Non-Title V (Small Source), General, Burn and Asbestos source enforcement actions FY 2009 ACTUAL 75.5% FY 2010 REVISED 70.0% FY 2011 ADOPTED 80.0% 100.0% 100.0% 100.0% 0.0% 0.0% 0.0% 99.9% 100.0% 0.1% 0.1% 99.6% 33.3% 50.0% 75.0% 95.0% 50.0% 45.0% (25.0%) 89.9% -33.3% 21.7% N/A 100.0% N/A N/A 72.4% 71.9% 71.9% 0.0% 0.1% 12.0% 15.0% 100.0% 85.0% 565.5% Activities that comprise this program include: • Countywide Air Quality Monitoring • Dust Control Permit Compliance • • 238 REV VS ADPT VAR % 10.0% 14.3% Dust Control Permit Enforcement Dust Control Vacant Lot Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget • • • • • • Department Strategic Plans and Budgets Air Quality • • • Large Source Permit Compliance Large Source Permit Enforcement Large Source Permit Engineering Review Mobile Air Monitoring Van Planning and Analysis Business Resource Center Small Source Permit Compliance Small Source Permit Enforcement Small Source Permit Engineering Review Trip Reduction Voluntary Vehicle Repair and Retrofit • • Countywide Air Quality Monitoring Activity The purpose of the Countywide Air Quality Monitoring Activity is to provide oversight of all stationary and activity based air pollution sources to Maricopa County stakeholders so that they can be confident they live in a healthful environment. Mandates: A.R.S. §49-401 declares the problem of air quality in the state of Arizona and provides definitions. A.R.S. §49-402 and A.R.S. §49-473 provides for State and County jurisdiction. A.R.S. §49180 provides for modification of the work plan. Measure Type Output Demand Efficiency Revenue Measure Description Number of valid samples collected Number of samples the air quality monitors are scheduled to collect Expenditure per valid samples collected FY 2009 ACTUAL 327,266 334,910 FY 2010 REVISED 335,656 345,248 FY 2011 ADOPTED 343,834 360,447 $ 4.94 $ 6.39 $ 3.58 $ 503 - AIR QUALITY GRANT TOTAL SOURCES $ $ 452,090 452,090 $ $ 603,808 603,808 $ $ 493,425 493,425 $ $ (110,383) (110,383) -18.3% -18.3% 503 - AIR QUALITY GRANT 504 - AIR QUALITY FEES TOTAL USES $ 399,783 1,217,185 $ 1,616,968 $ 594,700 1,551,769 $ 2,146,469 $ 480,878 749,971 $ 1,230,849 $ 113,822 801,798 915,620 19.1% 51.7% 42.7% REV VS ADPT VAR % 8,178 2.4% 15,199 4.4% 2.82 44.0% Expenditure $ Activity Narrative: The FY 2010-11 budget supports the Department in the number of valid samples required to determine the safety of the air in Maricopa County. The expenditure reduction is because FY 2009-10 had one-time equipment purchases included. Dust Control Permit Compliance Activity The purpose of the Dust Control Permit Compliance Activity is to provide compliance inspections to all operations requiring a dust control permit, so that they understand how to and do remain in compliance with all applicable federal, state and local air quality laws, rules and regulations. Mandates: A.R.S. §49-401 declares the problem of air quality in the state of Arizona and provides definitions. A.R.S. §49-402 and A.R.S. §49-473 provides for State and County jurisdiction. 239 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Output Output Demand Efficiency Measure Description Percent of inspected Dust Control operations in compliance Percent of Dust Control permits issued within federal and state standards Number of Dust Control Permit inspections completed Number of permits issued Number of Dust Control Permit inspections required by the State Implementation Plan Expenditure per dust control permit inspections completed Department Strategic Plans and Budgets Air Quality FY 2009 ACTUAL 75.5% FY 2010 REVISED 70.0% FY 2011 ADOPTED 80.0% 100.0% 100.0% 100.0% 14,085 11,624 19,116 7,492 64.5% 3,353 14,249 3,732 11,624 2,380 9,576 (1,352) (2,048) -36.2% -17.6% $ 278.17 $ 275.21 $ REV VS ADPT VAR % 10.0% 14.3% 0.0% 0.0% 124.47 $ 150.74 54.8% Revenue 504 - AIR QUALITY FEES TOTAL SOURCES $ 3,896,925 $ 3,896,925 $ 4,206,652 $ 4,206,652 $ 4,160,813 $ 4,160,813 $ $ (45,839) (45,839) -1.1% -1.1% 504 - AIR QUALITY FEES TOTAL USES $ 3,918,003 $ 3,918,003 $ 3,198,997 $ 3,198,997 $ 2,379,291 $ 2,379,291 $ $ 819,706 819,706 25.6% 25.6% Expenditure Activity Narrative: The FY 2010-11 budget supports the Department in meeting 100% of the demand, recognizing the steep decline in the demand for services. The demand is specifically related to inspections required by the State Implementation Plan (SIP). The output of inspections completed encompasses both the inspections required by the SIP as well as inspections and re-inspections required because of Notice of Violations. The Dust Permitting segment of the Department’s function continues to see a dramatic decline due to the recession in Maricopa County. Dust Control Permit Enforcement Activity The purpose of the Dust Control Permit Enforcement Activity is to provide air quality compliance enforcement actions to Dust Control permitted sources in Maricopa County to deter future violations and encourage compliance with all applicable federal, state and local air quality laws, rules and regulations. Mandates: A.R.S. §49-401 declares the problem of air quality in the state of Arizona and provides definitions. A.R.S. §49-402 and A.R.S. §49-473 provides for State and County jurisdiction. Measure Type Result Output Demand Efficiency Measure FY 2009 FY 2010 FY 2011 Description ACTUAL REVISED ADOPTED Percent of non-backlog Dust Control permitted 0.0% 99.9% 100.0% source enforcement actions resolved Number of Dust Control permitted source 1,620 1,200 320 enforcement actions resolved Number of Dust Control permitted source 1,368 1,125 300 referrals for enforcement action Expenditure per dust control permitted source $ 251.85 $ 315.14 $ 773.32 $ enforcement actions resolved REV VS ADPT VAR % 0.1% 0.1% (880) -73.3% (825) -73.3% (458.18) -145.4% -74.0% -74.0% Revenue 504 - AIR QUALITY FEES TOTAL SOURCES $ 3,267,996 $ 3,267,996 $ 1,920,240 $ 1,920,240 $ $ 500,000 500,000 $ (1,420,240) $ (1,420,240) 504 - AIR QUALITY FEES TOTAL USES $ $ $ $ $ $ 247,462 247,462 $ $ Expenditure 408,002 408,002 378,172 378,172 130,710 130,710 34.6% 34.6% Activity Narrative: The FY 2010-11 budget supports the Department in meeting 100% of the current demand, recognizing a decline in the demand for services due to the base of permit compliance shrinking. The backlog of enforcement cases is expected to be eliminated in FY 2010-11. 240 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Air Quality Dust Control Vacant Lot Activity The purpose of the Dust Control Vacant Lot Activity is to provide air quality compliance inspections to all regulated vacant lots (open area parcels) so that those responsible for these parcels understand how to and do remain in compliance with all applicable federal, state and local air quality laws, rules and regulations. Mandates: Although not a mandated activity, vacant lot inspections are required as part of Maricopa County’s commitment to the State Implementation Plan for Air Quality. Measure Type Result Output Demand Efficiency Measure FY 2009 FY 2010 FY 2011 Description ACTUAL REVISED ADOPTED Percent of inspected vacant lots in compliance 99.6% 50.0% 95.0% Number of vacant lot inspections completed 12,368 13,816 7,000 Number of vacant lot inspections required by 13,243 13,816 7,000 the State Implementation Plan Expenditure per vacant lot inspection $ 98.93 $ 76.80 $ 158.78 $ completed REV VS ADPT VAR % 45.0% 89.9% (6,816) -49.3% (6,816) -49.3% (81.99) -106.8% 18,259 (1,250) 17,009 1.8% -100.0% 1.7% (56,553) 6,077 (50,476) -5.9% 5.7% -4.8% Revenue 503 - AIR QUALITY GRANT 504 - AIR QUALITY FEES TOTAL SOURCES $ 1,107,024 $ 1,107,024 $ 1,011,788 1,250 $ 1,013,038 $ 1,030,047 $ 1,030,047 503 - AIR QUALITY GRANT 504 - AIR QUALITY FEES TOTAL USES $ 1,076,182 147,413 $ 1,223,595 $ $ 1,010,954 100,535 $ 1,111,489 $ $ Expenditure 954,401 106,612 $ 1,061,013 $ $ Activity Narrative: The FY 2010-11 budget supports the Department in meeting 100% of the demand. The number of vacant lots requiring an inspection due to disturbed soil is reduced by almost half due to the recession and lack of development. Large Source Permit Compliance Activity The purpose of the Large Source Permit Compliance Activity is to provide air quality inspections to Title V operations to determine compliance and help those responsible for compliance remain in compliance with applicable federal, state and local air quality laws, rules and regulations. Mandates: A.R.S. §49-401 declares the problem of air quality in the state of Arizona and provides definitions. A.R.S. §49-402 and A.R.S. §49-473 provides for State and County jurisdiction. Measure Type Result Output Demand Efficiency Measure Description Percent of inspected Title V (Large Source) operations in compliance Number of Title V (Large Source) inspections completed Number of Title V (Large Source) inspections required Expenditure per Title V (Large Source) inspections completed FY 2009 ACTUAL 33.3% FY 2010 REVISED 75.0% FY 2011 ADOPTED 50.0% REV VS ADPT VAR % (25.0%) -33.3% 27 16 24 8 50.0% 43 39 40 1 2.6% $ 21,017.81 $ 44,805.31 $ 19,781.88 $ 25,023.44 55.8% 504 - AIR QUALITY FEES TOTAL SOURCES $ 1,188,119 $ 1,188,119 $ 1,315,140 $ 1,315,140 $ 1,255,675 $ 1,255,675 $ $ (59,465) (59,465) -4.5% -4.5% 504 - AIR QUALITY FEES TOTAL USES $ $ $ $ $ $ $ $ 242,120 242,120 33.8% 33.8% Revenue Expenditure 567,481 567,481 241 716,885 716,885 474,765 474,765 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Air Quality Activity Narrative: The FY 2010-11 budget supports the Department in meeting 60% of the demand. The Department responded to 62.8% of demand in FY 2008-09. The Department is re-organizing resources to assist in meeting a greater percent of demand next year. Compliance is an issue as businesses are struggling to continue to operate in the down economy and occasionally become relaxed on some compliance issues. Large Source Permit Enforcement Activity The purpose of the Large Source Permit Enforcement Activity is to provide air quality compliance enforcement actions to Title V permitted sources in Maricopa County to deter future violations and encourage compliance with all applicable federal, state and local air quality laws, rules and regulations. Mandates: A.R.S. §49-401 declares the problem of air quality in the state of Arizona and provides definitions. A.R.S. §49-402 and A.R.S. §49-473 provides for State and County jurisdiction. Measure Type Result Output Demand Efficiency Measure FY 2009 FY 2010 FY 2011 Description ACTUAL REVISED ADOPTED Percent of backlog Title V enforcement 21.7% N/A 100.0% actions resolved Number of Title V (Large Source) permitted 32 27 20 source enforcement actions resolved. Number of Title V (Large Source) permitted 28 27 16 source referrals for enforcement action. Expenditure per number of Title V (Large $ 2,799.72 $ 9,488.41 $ 7,534.10 $ Source) permitted source enforcement actions resolved REV VS ADPT VAR % N/A N/A (7) -25.9% (11) -40.7% 1,954.31 20.6% Revenue 504 - AIR QUALITY FEES TOTAL SOURCES $ $ 526,175 526,175 $ $ 771,420 771,420 $ $ 770,000 770,000 $ $ 504 - AIR QUALITY FEES TOTAL USES $ $ 89,591 89,591 $ $ 256,187 256,187 $ $ 150,682 150,682 $ $ (1,420) (1,420) -0.2% -0.2% Expenditure 105,505 105,505 41.2% 41.2% Activity Narrative: The FY 2010-11 budget supports the Department in meeting 100% of the demand including the backlog expected from FY 2009-10. Large Source Permit Engineering Review Activity The purpose of the Large Source Permit Engineering Review Activity is to provide oversight of all Title V permit issuance activity for air pollution sources so that Title V sources can maintain their air quality permit in accordance with federal, state, and local air quality laws, regulations, and standards. Mandates: A.R.S. §49-401 declares the problem of air quality in the state of Arizona and provides definitions. A.R.S. §49-402 and A.R.S. §49-473 provides for State and County jurisdiction. 242 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Output Demand Efficiency Measure Description The number of Title V (Large Source) permit actions completed The number of complete Title V (Large Source) applications received for permit action Expenditure per Title V (Large Source) permit action completed Department Strategic Plans and Budgets Air Quality FY 2009 ACTUAL 36 FY 2010 REVISED 25 FY 2011 ADOPTED 19 REV VS ADPT VAR % (6) -24.0% 13 22 11 $ 20,000.03 $ 28,985.48 $ 25,106.26 $ 3,879.22 13.4% 504 - AIR QUALITY FEES TOTAL SOURCES $ $ 229,390 229,390 $ $ 756,528 756,528 $ $ 309,400 309,400 $ $ (447,128) (447,128) -59.1% -59.1% 504 - AIR QUALITY FEES TOTAL USES $ $ 720,001 720,001 $ $ 724,637 724,637 $ $ 477,019 477,019 $ $ 247,618 247,618 34.2% 34.2% (11) -50.0% Revenue Expenditure Activity Narrative: The FY 2010-11 budget supports the Department in meeting 100% of the demand, as well as completing back-logged permits. Mobile Air Monitoring Van Activity The purpose of the Mobile Air Monitoring Van activity is to assess air pollutant levels in Maricopa County and to determine industry's compliance with emissions limitations as mandated by applicable federal, state, and local air quality laws, rules, regulations and permit conditions. Mandates: A.R.S. §49-401 declares the problem of air quality in the state of Arizona and provides definitions. A.R.S. §49-402 and A.R.S. §49-473 provides for State and County jurisdiction. Measure Type Output Demand Efficiency Measure Description The number of Mobil Air Monitoring Van assessments completed The number of Mobil Air Monitoring Van assessments requested Expenditure per Mobil Air Monitoring Van assessments completed FY 2009 ACTUAL N/A FY 2010 REVISED 12 FY 2011 ADOPTED 5 REV VS ADPT VAR % (7) -58.3% 1 12 5 (7) -58.3% N/A $ 13,002.92 $ 19,774.00 $ (6,771.08) -52.1% $ $ $ $ Expenditure 504 - AIR QUALITY FEES TOTAL USES $ 1,081,354 $ 1,081,354 $ $ 156,035 156,035 98,870 98,870 57,165 57,165 36.6% 36.6% Activity Narrative: The FY 2010-11 budget supports the Department in meeting 100% of the demand. The FY 2008-09 actual expenditures include the purchase of the van. The van is utilized in assisting the compliance activities. Planning and Analysis Activity The purpose of the Air Quality Planning and Analysis Activity is to provide rule writing and reviewing applications for stationary and activity based air pollution to permitted stationary air pollution sources so that they operate in compliance with all applicable regulations. Mandates: A.R.S. §49-401 declares the problem of air quality in the state of Arizona and provides definitions. A.R.S. §49-402 and A.R.S. §49-473 provides for State and County jurisdiction. 243 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Output Demand Efficiency Department Strategic Plans and Budgets Air Quality Measure FY 2009 Description ACTUAL Number of scheduled emission reduction 139 strategy milestones completed Number of emission reduction strategy 150 milestones scheduled for completion Expenditure per scheduled emission reduction $ 6,642.12 strategy milestones completed FY 2010 REVISED 145 FY 2011 ADOPTED 139 156 164 $ REV VS ADPT VAR % (6) -4.1% 8 5.1% 8,581.36 $ 6,089.33 $ 2,492.03 29.0% $ 1,244,297 $ 1,244,297 $ $ 846,417 846,417 $ $ 397,880 397,880 32.0% 32.0% Expenditure 504 - AIR QUALITY FEES TOTAL USES $ $ 923,255 923,255 Activity Narrative: The FY 2010-11 budget supports the Department in meeting 85% of the planning milestones as established by the Department. Business Resource Center Activity The purpose of the Business Resource Center Activity is to provide air quality technical assistance to the public, business and internal and external agencies, to help them understand what a business is required to do to protect air quality according to the federal, state and local air quality laws, rules and regulations. Mandates: A.R.S. §49-401 declares the problem of air quality in the state of Arizona and provides definitions. A.R.S. §49-402 and A.R.S. §49-473 provides for State and County jurisdiction. Measure Type Output Demand Efficiency Expenditure FY 2009 ACTUAL 869 FY 2010 REVISED 500 REV VS ADPT VAR % 436 87.2% Measure Description Number of requests for technical assistance fulfilled Number of requests for technical assistance Expenditure per technical assistance provided FY 2011 ADOPTED 936 $ 869 126.43 $ 500 197.87 $ 936 136.58 $ 436 61.29 87.2% 31.0% 504 - AIR QUALITY FEES TOTAL USES $ $ 109,867 109,867 $ $ 98,933 98,933 $ $ 127,838 127,838 $ $ (28,905) (28,905) -29.2% -29.2% Activity Narrative: The FY 2010-11 budget supports the Department in meeting 100% of the demand. The employees in this activity will respond to technical requests from constituents. An Ombudsmen has been hired to act as a liaison between the stakeholders and the Department. The demand for services in FY 2010-11 is consistent with the actual demand experienced in FY 2008-09. Local businesses are also relying more on the Department for assistance due to their own limited resources. Small Source Permit Compliance Activity The purpose of the Small Source Permit Compliance Activity is to provide inspections to Non-Title V and General permit operations to determine air quality compliance and help those responsible for compliance remain in compliance with applicable federal, state and local air quality laws, rules and regulations. Mandates: A.R.S. §49-401 declares the problem of air quality in the state of Arizona and provides definitions. A.R.S. §49-402 and A.R.S. §49-473 provides for State and County jurisdiction. 244 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Demand Efficiency Measure Description Percent of inspected Non-Title V and General (Small Source) permit operations in compliance Number of Non-Title V and General (Small Source) permit inspections completed Number of Non-Title V and General (Small Source) permit inspections required Expenditure per Non-Title V and General (Small Source) permit inspections completed Department Strategic Plans and Budgets Air Quality FY 2009 ACTUAL 72.4% $ FY 2010 REVISED 71.9% FY 2011 ADOPTED 71.9% REV VS ADPT VAR % 0.0% 0.1% 2,980 2,688 1,382 (1,306) -48.6% 2,669 2,688 2,678 (10) -0.4% 659.91 $ 685.40 $ 1,204.74 $ (519.34) -75.8% Revenue 504 - AIR QUALITY FEES TOTAL SOURCES $ 4,029,197 $ 4,029,197 $ 4,603,920 $ 4,603,920 $ 4,332,814 $ 4,332,814 $ $ (271,106) (271,106) -5.9% -5.9% 504 - AIR QUALITY FEES TOTAL USES $ 1,966,521 $ 1,966,521 $ 1,842,344 $ 1,842,344 $ 1,664,945 $ 1,664,945 $ $ 177,399 177,399 9.6% 9.6% Expenditure Activity Narrative: The FY 2010-11 budget supports the Department in meeting 100% of the demand. The Small Source segment of the Department’s function continues to see a dramatic decline due to the recession in Maricopa County. Small Source Permit Enforcement Activity The purpose of the Small Source Permit Enforcement Activity is to provide air quality compliance enforcement actions to regulated Non-Title V, General, Burn and Asbestos sources in Maricopa County to deter future violations and encourage compliance with all applicable federal, state and local air quality laws, rules and regulations. Mandates: A.R.S. §49-401 declares the problem of air quality in the state of Arizona and provides definitions. A.R.S. §49-402 and A.R.S. §49-473 provides for State and County jurisdiction. Measure Type Result Output Demand Efficiency Measure Description Percent of resolved backlog Non-Title V (Small Source), General, Burn and Asbestos source enforcement actions Number of resolved Non-Title V (Small Source), General, Burn and Asbestos source enforcement actions Number of Non-Title V (Small Source), General, Burn and Asbestos source referrals for enforcement action Expenditure per resolved Non-Title V (Small Source), General, Burn and Asbestos source enforcement actions FY 2009 ACTUAL 12.0% $ FY 2010 REVISED 15.0% REV VS ADPT VAR % 85.0% 565.5% FY 2011 ADOPTED 100.0% 1,135 744 860 116 15.6% 911 628 832 204 32.5% 158.37 52.0% 294.38 $ 304.56 $ 146.19 $ Revenue 504 - AIR QUALITY FEES TOTAL SOURCES $ 2,650,668 $ 2,650,668 $ 2,028,828 $ 2,028,828 $ 1,000,000 $ 1,000,000 $ (1,028,828) $ (1,028,828) 504 - AIR QUALITY FEES TOTAL USES $ $ $ $ $ $ $ $ -50.7% -50.7% Expenditure 334,118 334,118 226,592 226,592 125,724 125,724 100,868 100,868 44.5% 44.5% Activity Narrative: The FY 2010-11 budget supports the Department in meeting 100% of the demand, as well as working through enforcement action backlog. The backlog is expected to be eliminated by the end of this fiscal year. 245 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Air Quality Small Source Permit Engineering Review Activity The purpose of the Small Source Permit Engineering Review Activity is to provide oversight of all NonTitle V and General permit issuance activity for air pollution sources so that Non-Title V and General sources can maintain their air quality permit in accordance with federal, state, and local air quality laws, regulations, and standards. Mandates: A.R.S. §49-401 declares the problem of air quality in the state of Arizona and provides definitions. A.R.S. §49-402 and A.R.S. §49-473 provides for State and County jurisdiction. Measure Type Output Demand Efficiency Measure Description The number of Non-Title V and General (Small Source) permit actions completed. The number of complete Non-Title V and General (Small Source) permit applications received for permit action. Expenditure per Non-Title V and General (Small Source) permit actions completed. FY 2009 ACTUAL 2,294 FY 2010 REVISED 2,004 FY 2011 ADOPTED 1,711 2,171 2,017 1,711 REV VS ADPT VAR % (293) -14.6% $ 484.36 $ 549.60 $ 648.85 $ 504 - AIR QUALITY FEES TOTAL SOURCES $ $ 465,656 465,656 $ $ 345,360 345,360 $ $ 553,628 553,628 $ $ 504 - AIR QUALITY FEES TOTAL USES $ 1,111,130 $ 1,111,130 $ 1,110,181 $ 1,110,181 $ $ (306) -15.2% (99.25) -18.1% Revenue 208,268 208,268 60.3% 60.3% Expenditure $ 1,101,402 $ 1,101,402 (8,779) (8,779) -0.8% -0.8% Activity Narrative: The FY 2010-11 budget supports the Department in meeting 100% of the demand. The Small Source segment of the Department’s function continues to see a dramatic decline due to the recession in Maricopa County. Trip Reduction Activity The purpose of the Trip Reduction Activity is develop trip reduction plans so that the companies with 50 or more employees can help to reduce emissions caused by single occupancy commuter traffic. Mandates: A.R.S. § 49-581 which defines the travel reduction program. Measure Type Output Demand Efficiency Revenue Measure Description Number of Trip Reduction Sites receiving assistance Number of Trip Reduction Sites requesting assistance Expenditure per site receiving assistance FY 2009 ACTUAL 3,108 FY 2010 REVISED 3,024 FY 2011 ADOPTED 3,135 3,108 3,024 3,135 $ 503 - AIR QUALITY GRANT TOTAL SOURCES $ 1,675,097 $ 1,675,097 503 - AIR QUALITY GRANT 504 - AIR QUALITY FEES TOTAL USES $ 1,590,663 1,914 $ 1,592,577 512.41 $ 614.47 $ REV VS ADPT VAR % 111 3.7% 551.53 $ $ 1,858,576 $ 1,858,576 $ 1,858,575 $ 1,858,575 $ $ $ 1,858,168 $ 1,858,168 $ 1,729,049 $ 1,729,049 $ 111 3.7% 62.94 10.2% (1) (1) -0.0% -0.0% Expenditure $ 129,119 129,119 6.9% N/A 6.9% Activity Narrative: The FY 2010-11 budget supports the Department in meeting 100% of the demand. A slight increase in the number of requests is expected as companies lose resources within their own payrolls due to the recession and potential downsizing. 246 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Air Quality Voluntary Vehicle Repair and Retrofit Activity The purpose of the Voluntary Vehicle Repair and Retrofit Activity is to provide emissions repair work to county residents who have received an emissions test failure notice so that they can comply with vehicle registration emission standards. Mandates: A.R.S. § 49-471.03 establishing the opportunity for correction of vehicle deficiencies. Measure Type Output Output Demand Efficiency Revenue Measure Description Number of eligible customers whose vehicles were repaired or retrofitted Number of vehicles repaired or retrofitted Number of eligible customers seeking financial assistance for vehicle repair or retrofit Expenditure per vehicle repaired or retrofitted FY 2009 ACTUAL 1,144 FY 2010 REVISED 1,098 FY 2011 ADOPTED 1,150 1,144 1,144 1,098 1,098 1,150 1,150 $ 591.47 $ 663.58 $ 628.92 503 - AIR QUALITY GRANT TOTAL SOURCES $ $ 718,435 718,435 $ $ 725,000 725,000 $ $ 503 - AIR QUALITY GRANT TOTAL USES $ $ 676,645 676,645 $ $ 728,611 728,611 $ $ REV VS ADPT VAR % 52 4.7% 52 52 4.7% 4.7% $ 34.66 5.2% 725,000 725,000 $ $ - 0.0% 0.0% 723,258 723,258 $ $ 5,353 5,353 0.7% 0.7% Expenditure Activity Narrative: The FY 2010-11 budget supports the Department in meeting 100% of the demand. The demand is expected to remain relatively flat from previous years. Appropriated Budget Reconciliations Air Quality Grant Fund (503) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 4,025,385 $ 4,025,385 FY 2010 Revised Budget $ 4,025,385 $ 4,025,385 FY 2011 Budget Target $ 4,025,385 $ 4,025,385 $ 24,910 $ 20,592 4,318 (24,910) $ (24,910) - $ 81,662 $ 81,662 81,662 81,662 $ 4,107,047 $ 2.0% 4,107,047 2.0% Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Agenda Item: $ FY 2011 Adopted Budget Percent Change from Target Amount 247 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Air Quality Air Quality Grant Fund (503) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget $ - $ - $ 173,787 $ 98,552 75,235 173,787 98,552 75,235 $ 173,787 $ 173,787 $ (173,787) $ (98,552) (75,235) (173,787) (98,552) (75,235) FY 2011 Budget Target $ - $ - FY 2011 Adopted Budget Percent Change from Target Amount $ - $ N/A - Adjustments: Grants, Donations and Intergovernmental Agreements Grants MAG Air Quality Monitors MAG Air Qual PM 10 Monitoring Agenda Item: C-85-10-013-3-00 C-85-10-027-G-00 FY 2010 Revised Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants MAG Air Quality Monitors MAG Air Qual PM 10 Monitoring Agenda Item: C-85-10-013-3-00 C-85-10-027-G-00 Air Quality Grant Fund (503) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED (433,038) $ FY 2010 REVISED $ Sources: Operating Non-Recurring Total Sources: $ 3,952,645 $ 3,952,645 $ 4,025,385 $ 4,025,385 $ 4,025,385 173,787 $ 4,199,172 $ 3,389,344 $ 3,389,344 $ 4,107,047 $ 4,107,047 Uses: Operating Non-Recurring Total Uses: $ 3,815,173 $ 3,815,173 $ 4,025,385 $ 4,025,385 $ 4,025,385 173,787 $ 4,199,172 $ 3,511,174 $ 3,511,174 $ 4,107,047 $ 4,107,047 Structural Balance $ 137,472 $ - $ - $ Accounting Adjustments $ 133,412 $ - $ - $ Ending Spendable Fund Balance: Unassigned Total Ending Spendable Fund Balance $ (537,975) (537,975) $ (537,975) $ FY 2011 ADOPTED Beginning Spendable Fund Balance (162,154) (162,154) $ (537,975) $ FY 2010 FORECAST (537,975) (537,975) $ (162,154) $ (121,830) $ - $ (283,984) (283,984) $ (283,984) - (283,984) (283,984) The Air Quality Grant Fund receives grant revenue. Grant revenue is received as a reimbursement which results in a deficit balance at the close of fiscal year-end. 248 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Air Quality Air Quality Fee Fund (504) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 15,722,207 $ 16,167,772 FY 2010 Revised Budget $ 15,722,207 $ 16,167,772 $ (5,514) $ (5,514) (2,626,153) (2,788,542) $ 13,090,540 $ 13,379,230 $ 184,027 149,058 34,969 (6,497) (6,497) (10,826) (10,826) (1,912,500) (1,912,500) (1,912,500) (1,912,500) Adjustments: Budget Balancing PEHPEP FY 09 Adjustments Structural Balance Agenda Item: C-49-09-066-2-00 FY 2011 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Budget Balancing PEHPEP FY 10 Adjustments Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ $ C-49-10-032-M-00 $ FY 2011 Tentative Budget $ $ $ $ 11,344,744 $ -13.3% 11,466,730 -14.3% $ 1,468,100 $ 1,468,100 1,468,100 1,468,100 $ 12,812,844 $ -2.1% 12,934,830 -3.3% Percent Change from Target Amount Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec $ Agenda Item: FY 2011 Adopted Budget Percent Change from Target Amount 249 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Air Quality Air Quality Fee Fund (504) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget Adjustments: Non Recurring Vehicles AQ PDS to Equip Svcs Vehicle Air Qual to Ed Svcs Vehicle Air Qual to Pub Health AQ Veh Printers to Env Svcs Vehicle Air Qual to Env Svcs 2 Vehicle Air Qual to Pub Wk s SW - $ - $ - 116,879 9,393 9,006 9,264 59,728 10,238 19,250 $ 2,608,000 $ 116,879 $ (2,608,000) $ (2,608,000) - $ - (116,879) (9,393) (9,006) (9,264) (59,728) (10,238) (19,250) C-74-10-008-V-00 C-74-10-014-V-00 C-86-10-135-V-00 C-88-10-004-V-00 C-88-10-015-V-00 C-91-10-102-V-00 Agenda Item: $ C-74-10-008-V-00 C-74-10-014-V-00 C-86-10-135-V-00 C-88-10-004-V-00 C-88-10-015-V-00 C-91-10-102-V-00 FY 2011 Budget Target Adjustments: Non Recurring Non Recurring Carry Forward Other Non-Recurring Public Relations/Outreach Fee Study Facility Move GPS Units for Vehicles (2nd Phase) 2,608,000 $ Agenda Item: FY 2010 Revised Budget Adjustments: Base Adjustments Other Base Adjustments Non Recurring Vehicles AQ PDS to Equip Svcs Vehicle Air Qual to Ed Svcs Vehicle Air Qual to Pub Health AQ Veh Printers to Env Svcs Vehicle Air Qual to Env Svcs 2 Vehicle Air Qual to Pub Wk s SW $ $ - $ - $ 615,000 $ 115,000 500,000 - $ 615,000 $ - $ 123,000 $ 123,000 - $ 738,000 $ N/A - Agenda Item: 300,000 50,000 100,000 50,000 FY 2011 Tentative Budget Percent Change from Target Amount Adjustments: Non Recurring Non Recurring Carry Forward Accela Implementation Carry Forward Agenda Item: $ FY 2011 Adopted Budget Percent Change from Target Amount 250 123,000 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Air Quality Air Quality Fee Fund (504) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED Beginning Spendable Fund Balance $ 8,337,658 $ 4,706,717 $ 4,706,717 $ 5,947,406 $ 1,320,941 Sources: Operating Non-Recurring Total Sources: $ 16,327,839 83,050 $ 16,410,889 $ 16,167,772 $ 16,167,772 $ 16,167,772 116,879 $ 16,284,651 $ 10,022,819 284,526 $ 10,307,345 $ 12,934,830 $ 12,934,830 Uses: Operating Non-Recurring Total Uses: $ 15,092,610 3,708,570 $ 18,801,180 $ 15,722,207 2,608,000 $ 18,330,207 $ 15,722,207 2,608,000 $ 18,330,207 $ 13,638,852 1,294,958 $ 14,933,810 $ 12,812,844 738,000 $ 13,550,844 Structural Balance $ 1,235,229 $ 445,565 $ 445,565 $ (3,616,033) $ Accounting Adjustments $ $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ 5,947,406 $ 5,947,406 39 $ 2,544,282 $ 2,544,282 251 $ 2,661,161 $ 2,661,161 $ 121,986 - $ - $ 1,320,941 $ 1,320,941 $ $ 704,927 704,927 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Animal Care and Control Analysis by Angie Flick, Management & Budget Supervisor Summary Mission The mission of the Animal Care & Control Department (MCACC) is to promote and protect the health, safety and welfare of people and pets in Maricopa County so that citizens can be free from nuisances, diseases and other dangers caused by animals. Vision Animal Care and Control strives to reduce the dangers and nuisances caused by irresponsible pet ownership and to protect pets from abuse, neglect, and homelessness. Strategic Goals • By June 2012, eliminate 100% of euthanasia of "treatable/manageable" pets while maintaining zero euthanasia of "healthy adoptable" pets. Status: Since 2006, the Department has saved 100% of the “healthy adoptable” pets and in FY 2009-10, through February 2010, the Department has saved 65% of the “treatable and manageable” pets. • By June 2012, increase dog licensing compliance to 45% from 39% in FY 2008-09. Status: Comparing the first six months of FY 2007-08 to the first six months of FY 2009-10, the Department has increased the number of licenses issued by 13%. The Department is actively seeking ways to reduce barriers to licensing through internet licensing options and licensing through veterinarian’s offices. • By June, 2012, provide a minimum of 10,000 pet sterilization surgeries per year in "at-risk" areas. Status: In FY 2008-09 the Department was able to sterilize 20,525 pets in “at-risk” areas through the Uno por Uno Program and the Maricopa County Spay/Neuter Assistance Program (MCSNAP), and is on track to perform well over 10,000 surgeries in FY 2009-10. 252 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Sources and Uses by Program and Activity FY 2009 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % ACEF - ANIMAL CONTROL ENFORCEMENT 79AC - ANIMAL CONTROL $ $ 3,260,515 $ 3,260,515 $ 3,279,717 $ 3,279,717 $ 3,279,717 $ 3,279,717 $ 3,184,487 $ 3,184,487 $ 3,279,717 $ 3,279,717 $ - 0.0% 0.0% PETA - PET ADOPTION 79AP - PET ADOPTION $ $ 2,119,281 $ 2,119,281 $ 2,047,982 $ 2,047,982 $ 2,047,982 $ 2,047,982 $ 1,984,177 $ 1,984,177 $ 2,094,828 $ 2,094,828 $ 46,846 46,846 2.3% 2.3% DOGL - DOG LICENSING 79PL - PET LICENSING $ $ 7,962,991 $ 7,962,991 $ 8,705,790 $ 8,705,790 $ 8,705,790 $ 8,705,790 $ 7,425,872 $ 7,425,872 $ 8,670,544 $ 8,670,544 $ (35,246) (35,246) -0.4% -0.4% LCSN - LOW COST SPAY NEUTER 79SN - ANIMAL WELFARE SAFETY NET $ $ 2,019,463 $ 2,019,463 $ 1,484,385 $ 1,484,385 $ 1,484,385 $ 1,484,385 $ 1,500,861 $ 1,500,861 $ 1,472,785 $ 1,472,785 $ (11,600) (11,600) -0.8% -0.8% GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 121,640 $ 121,640 $ - $ - $ 72,133 $ 72,133 $ 176,825 $ 176,825 $ - $ - $ (72,133) (72,133) -100.0% -100.0% TOTAL PROGRAMS $ 15,483,890 $ 15,517,874 $ 15,590,007 $ 14,272,222 $ 15,517,874 $ (72,133) -0.5% USES ACEF - ANIMAL CONTROL ENFORCEMENT 79AC - ANIMAL CONTROL $ $ 2,772,641 $ 2,772,641 $ 3,173,363 $ 3,173,363 $ 3,173,363 $ 3,173,363 $ 2,711,226 $ 2,711,226 $ 3,120,825 $ 3,120,825 $ 52,538 52,538 1.7% 1.7% PETA - PET ADOPTION 79AP - PET ADOPTION $ $ 4,553,772 $ 4,553,772 $ 5,131,877 $ 5,131,877 $ 5,131,877 $ 5,131,877 $ 4,894,915 $ 4,894,915 $ 5,199,271 $ 5,199,271 $ (67,394) (67,394) -1.3% -1.3% DOGL - DOG LICENSING 79PL - PET LICENSING $ $ 1,986,370 $ 1,986,370 $ 2,464,920 $ 2,464,920 $ 2,464,920 $ 2,464,920 $ 2,177,570 $ 2,177,570 $ 2,475,541 $ 2,475,541 $ (10,621) (10,621) -0.4% -0.4% LCSN - LOW COST SPAY NEUTER 79SN - ANIMAL WELFARE SAFETY NET $ $ 1,665,356 $ 1,665,356 $ 1,425,539 $ 1,425,539 $ 1,425,539 $ 1,425,539 $ 1,221,407 $ 1,221,407 $ 1,465,527 $ 1,465,527 $ (39,988) (39,988) -2.8% -2.8% BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - ADMINISTRATIVE SERVICES $ 67,914 $ 80,871 54,959 649,381 60,650 913,775 $ 61,545 $ 90,311 60,645 779,589 57,632 1,049,722 $ 61,545 $ 90,311 60,645 779,589 57,632 1,049,722 $ 68,586 $ 90,467 61,233 800,782 59,418 1,080,486 $ 62,404 $ 91,680 61,329 776,917 58,481 1,050,811 $ (859) (1,369) (684) 2,672 (849) (1,089) -1.4% -1.5% -1.1% 0.3% -1.5% -0.1% 769,740 $ 1,081,585 142,660 1,993,985 $ 769,740 $ 1,153,718 142,660 2,066,118 $ 769,740 $ 1,153,718 143,923 2,067,381 $ 809,812 $ 1,139,914 182,283 2,132,009 $ (40,072) 13,804 (39,623) (65,891) -5.2% 1.2% -27.8% -3.2% $ CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 611,990 $ 1,199,011 299,707 2,110,708 $ DESK - DESKTOP SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ 77,384 $ 77,384 $ 77,258 $ 77,258 $ 77,258 $ 77,258 $ 76,756 $ 76,756 $ 78,129 $ 78,129 $ (871) (871) -1.1% -1.1% TOTAL PROGRAMS $ 14,080,006 $ 15,316,664 $ 15,388,797 $ 14,229,741 $ 15,522,113 $ (133,316) -0.9% Sources and Uses by Category CATEGORY LICENSES AND PERMITS 0610 - LICENSES AND PERMITS FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST REV VS ADPT VAR % FY 2011 ADOPTED $ SUBTOTAL $ 7,962,991 7,962,991 $ $ 8,555,790 8,555,790 $ $ 8,555,790 8,555,790 $ $ 7,375,872 7,375,872 $ $ 8,520,544 8,520,544 $ $ (35,246) (35,246) -0.4% -0.4% CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ 3,324,613 2,039,553 5,364,166 $ $ $ 3,345,189 1,998,198 5,343,387 $ $ 3,202,315 1,948,390 5,150,705 $ $ 3,318,295 1,981,938 5,300,233 $ $ 3,318,295 1,981,938 5,300,233 $ 26,894 16,260 43,154 0.8% 0.8% 0.8% 3,396 3,396 $ $ 4,172 4,172 $ $ 4,172 4,172 $ $ 3,534 3,534 $ $ 4,172 4,172 $ $ - 0.0% 0.0% 154,692 $ 1,515,286 1,669,978 $ 158,000 1,491,771 1,649,771 $ $ FINES & FOREFEITS 0637 - FINES & FORFEITS $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ 121,640 $ 2,031,697 2,153,337 $ 158,000 $ 1,499,679 1,657,679 $ 158,000 $ 1,499,679 1,657,679 $ (7,908) (7,908) ALL REVENUES $ 15,483,890 $ 15,517,874 $ 15,517,874 $ 14,200,089 $ 15,517,874 $ OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ - $ $ - $ $ 72,133 72,133 $ $ 72,133 72,133 $ $ - $ $ (72,133) -100.0% (72,133) -100.0% TOTAL SOURCES $ 15,483,890 $ 15,517,874 $ 15,590,007 $ 14,272,222 $ 15,517,874 $ (72,133) 253 - 0.0% -0.5% -0.5% 0.0% -0.5% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Sources and Uses by Category (continued) CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % 5,328,614 $ 26,951 117,480 2,134,992 80,040 (460,901) 459,018 7,686,194 $ 5,798,911 $ 27,417 187,496 2,256,023 90,980 (418,435) 415,967 8,358,359 $ 5,798,911 $ 27,417 187,496 2,256,023 90,980 (418,435) 415,967 8,358,359 $ 5,705,991 $ 13,013 137,349 2,139,522 60,397 (422,683) 415,977 8,049,566 $ 5,784,167 $ 185,383 2,381,541 88,512 (471,761) 471,761 8,439,603 $ 14,744 27,417 2,113 (125,518) 2,468 53,326 (55,794) (81,244) 0.3% 100.0% 1.1% -5.6% 2.7% -12.7% -13.4% -1.0% SUBTOTAL $ 270,754 $ 577,111 182,397 1,260 (36,604) 36,604 1,031,522 $ 276,702 $ 604,869 188,948 1,500 (8,604) 8,604 1,072,019 $ 276,702 $ 604,869 188,948 1,500 (8,604) 8,604 1,072,019 $ 279,152 $ 591,439 158,185 80 (8,604) 8,604 1,028,856 $ 278,984 $ 646,879 159,204 1,500 (7,344) 7,344 1,086,567 $ (2,282) (42,010) 29,744 (1,260) 1,260 (14,548) -0.8% -6.9% 15.7% 0.0% 14.6% 14.6% -1.4% SERVICES 0811 - HEALTH CARE SERVICES $ 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 1,296,371 $ 1,071,323 14,238 80,382 564,011 18,871 4,945 156,767 296,231 (33,720) 33,720 3,503,139 $ 1,221,088 $ 1,290,137 14,676 76,477 464,714 6,000 14,494 343,387 172,639 (33,720) 33,720 3,603,612 $ 1,221,088 $ 1,290,137 14,676 76,477 464,714 6,000 14,494 343,387 172,639 (33,720) 33,720 3,603,612 $ 923,621 $ 1,094,615 17,432 88,657 472,595 8,646 13,954 318,705 259,220 (33,720) 33,720 3,197,445 $ 1,145,489 $ 1,290,137 18,211 76,477 496,533 6,000 14,494 343,387 212,341 (36,936) 36,936 3,603,069 $ 75,599 (3,535) (31,819) (39,702) 3,216 (3,216) 543 6.2% 0.0% -24.1% 0.0% -6.8% 0.0% 0.0% 0.0% -23.0% -9.5% -9.5% 0.0% CAPITAL 0930 - VEHICLES & CONSTRUCTION EQUIP $ 0950 - DEBT SERVICE 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ - $ 48,150 (3,756) 3,756 48,150 $ 412,750 $ 18,599 (3,756) 3,756 431,349 $ 412,750 $ 18,599 (3,756) 3,756 431,349 $ - $ 30,416 (3,756) 3,756 30,416 $ 412,750 $ 12,715 (9,504) 9,504 425,465 $ ALL EXPENDITURES $ 12,269,005 $ 13,465,339 $ 13,465,339 $ 12,306,283 $ 13,554,704 $ (89,365) -0.7% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 1,811,001 $ 1,811,001 $ 1,851,325 $ 1,851,325 $ 1,923,458 $ 1,923,458 $ 1,923,458 $ 1,923,458 $ 1,967,409 $ 1,967,409 $ (43,951) (43,951) -2.3% -2.3% TOTAL USES $ 14,080,006 $ 15,316,664 $ 15,388,797 $ 14,229,741 $ 15,522,113 $ (133,316) -0.9% FY 2011 ADOPTED REV VS ADPT VAR % SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ 0.0% 5,884 31.6% 5,748 -153.0% (5,748) -153.0% 5,884 1.4% Sources and Uses by Fund and Function FY 2009 FUND / FUNCTION CLASS ACTUAL 572 ANIMAL CONTROL LICENSE SHELTER OPERATING $ 10,065,268 10,065,268 FUND TOTAL SOURCES $ 573 ANIMAL CONTROL GRANTS OPERATING $ 2,128,389 NON-RECURRING 2,128,389 FUND TOTAL SOURCES $ 574 ANIMAL CONTROL FIELD OPERATION OPERATING $ 3,290,233 3,290,233 FUND TOTAL SOURCES $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST $ $ 10,649,387 $ 10,649,387 $ 10,649,387 $ 10,649,387 $ 9,440,802 $ 9,440,802 $ 10,649,387 $ 10,649,387 $ $ $ 1,572,785 $ 1,572,785 $ 1,572,785 $ 72,133 1,644,918 $ 1,551,876 $ 72,133 1,624,009 $ 1,572,785 $ 1,572,785 $ $ $ 3,295,702 $ 3,295,702 $ 3,295,702 $ 3,295,702 $ 3,207,411 $ 3,207,411 $ 3,295,702 $ 3,295,702 $ 15,483,890 $ - $ 15,483,890 $ 15,517,874 $ - $ 15,517,874 $ 15,517,874 $ 72,133 $ 15,590,007 $ 14,200,089 $ 72,133 $ 14,272,222 $ 15,517,874 $ - $ 15,517,874 $ 254 - 0.0% 0.0% 0.0% (72,133) -100.0% (72,133) -4.4% - 0.0% 0.0% 0.0% (72,133) -100.0% (72,133) -0.5% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Sources and Uses by Fund and Function (continued) FY 2009 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % $ $ 301,247 $ 301,247 $ 257,903 $ 257,903 $ 257,903 $ 257,903 $ 257,903 $ 257,903 $ 257,903 $ 257,903 $ $ $ 8,869,648 $ 8,869,648 $ 9,777,524 $ 187,750 9,965,274 $ 9,809,585 $ 238,505 10,048,090 $ 9,451,771 $ 50,755 9,502,526 $ 9,965,290 $ 205,433 10,170,723 $ (155,705) 33,072 (122,633) -1.6% 13.9% -1.2% $ $ 1,803,986 $ 1,803,986 $ 1,572,785 $ 1,572,785 $ 1,526,983 $ 1,526,983 $ 1,367,759 $ 1,367,759 $ 1,572,785 $ 1,572,785 $ (45,802) (45,802) -3.0% -3.0% $ $ 3,105,125 $ 3,105,125 $ 3,295,702 $ 225,000 3,520,702 $ 3,309,443 $ 246,378 3,555,821 $ 3,080,175 $ 21,378 3,101,553 $ 3,295,702 $ 225,000 3,520,702 $ 13,741 21,378 35,119 0.4% 8.7% 1.0% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 14,080,006 $ - $ 14,080,006 $ 14,903,914 $ 412,750 $ 15,316,664 $ 14,903,914 $ 484,883 $ 15,388,797 $ 14,157,608 $ 72,133 $ 14,229,741 $ 15,091,680 $ 430,433 $ 15,522,113 $ (187,766) 54,450 (133,316) -1.3% 11.2% -0.9% FUND TOTAL USES 572 ANIMAL CONTROL LICENSE SHELTER OPERATING NON-RECURRING FUND TOTAL USES 573 ANIMAL CONTROL GRANTS OPERATING FUND TOTAL USES 574 ANIMAL CONTROL FIELD OPERATION OPERATING NON-RECURRING FUND TOTAL USES - 0.0% 0.0% Staffing by Program and Activity PROGRAM / ACTIVITY ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT PROGRAM TOTAL ANIMAL CONTROL ANIMAL CONTROL ENFORCEMENT PROGRAM TOTAL ANIMAL WELFARE SAFETY NET LOW COST SPAY NEUTER PROGRAM TOTAL INFORMATION TECHNOLOGY DESKTOP SUPPORT PROGRAM TOTAL PET ADOPTION PET ADOPTION PROGRAM TOTAL PET LICENSING DOG LICENSING PROGRAM TOTAL DEPARTMENT TOTAL FY 2009 ADOPTED FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV TO ADPT VAR % 1.50 6.00 1.50 1.00 1.00 11.00 1.00 7.00 2.00 1.00 1.00 12.00 1.00 7.00 2.00 1.00 1.00 12.00 1.00 7.00 2.00 1.00 1.00 12.00 1.00 7.00 2.00 1.00 1.00 12.00 - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 52.00 52.00 52.00 52.00 52.00 52.00 52.00 52.00 52.00 52.00 - 0.0% 0.0% 3.00 3.00 4.00 4.00 4.00 4.00 5.00 5.00 4.00 4.00 - 0.0% 0.0% 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - 0.0% 0.0% 80.00 80.00 78.00 78.00 78.00 78.00 78.00 78.00 78.00 78.00 - 0.0% 0.0% 20.00 20.00 167.00 21.00 21.00 168.00 21.00 21.00 168.00 21.00 21.00 169.00 21.00 21.00 168.00 - 0.0% 0.0% 0.0% 255 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Staffing by Market Range Title MARKET RANGE TITLE Accountant Accounting Specialist Admin/Operations Specialist Administrative Manager Administrative Staff Supv Administrative Supervisor Animal Care Supervisor Animal Care Technician Animal Care Technician - Ld Animal Control Officer Animal Control Sergeant Animal Control Supervisor Animal Health Supervisor Animal Health Technician Animal Health Technician - Ld Assistant County Manager Chief Veterinarian Communicatn Ofcr/Govt Liaison Deputy Director Director - Animal Care & Ctrl Dispatcher Executive Assistant Finan/Business Analyst - Dept Financial Support Supv - Dept Human Resources Associate Human Resources Specialist Office Assistant Office Assistant Specialized Operations/Program Manager Operations/Program Supervisor PC/LAN Analyst Procurement Specialist Program Coordinator Trades Generalist Trainer Veterinarian Department Total FY 2009 ADOPTED 1.00 1.00 2.00 1.00 4.00 3.00 40.00 3.00 32.00 4.00 3.00 1.00 7.00 2.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 2.00 38.00 2.00 1.00 1.00 4.00 1.00 1.00 2.00 167.00 FY 2010 ADOPTED 2.00 2.00 1.00 4.00 3.00 39.00 39.00 3.00 1.00 12.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 41.00 2.00 2.00 1.00 1.00 1.00 1.00 2.00 168.00 FY 2010 REVISED 2.00 2.00 1.00 4.00 3.00 39.00 39.00 3.00 1.00 12.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 41.00 2.00 2.00 1.00 1.00 1.00 1.00 2.00 168.00 FY 2010 FORECAST 2.00 2.00 1.00 4.00 1.00 2.00 39.00 39.00 3.00 1.00 12.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 39.00 2.00 2.00 1.00 1.00 2.00 1.00 4.00 169.00 FY 2011 ADOPTED 2.00 2.00 1.00 4.00 1.00 2.00 39.00 39.00 3.00 1.00 12.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 39.00 2.00 2.00 1.00 1.00 2.00 1.00 3.00 168.00 REV TO ADPT VAR % N/A 0.0% 0.0% 0.0% 0.0% 1.00 N/A (1.00) -33.3% 0.0% N/A 0.0% N/A 0.0% 0.0% 0.0% N/A 0.0% 0.0% 0.0% 0.0% N/A 0.0% 0.0% 0.0% N/A 0.0% N/A N/A (2.00) -4.9% 0.0% 0.0% 0.0% 0.0% 1.00 100.0% 0.0% N/A 1.00 50.0% 0.0% FY 2011 ADOPTED 110.00 6.00 52.00 168.00 REV TO ADPT VAR % 0.0% 0.0% 0.0% 0.0% Staffing by Fund FUND 572 - ANIMAL CONTROL LICENSE SHELTER 573 - ANIMAL CONTROL GRANTS 574 - ANIMAL CONTROL FIELD OPERATION DEPARTMENT TOTAL FY 2009 ADOPTED 109.00 6.00 52.00 167.00 FY 2010 ADOPTED 110.00 6.00 52.00 168.00 FY 2010 REVISED 110.00 6.00 52.00 168.00 FY 2010 FORECAST 110.00 7.00 52.00 169.00 General Adjustments Personnel: Health insurance premiums for medical and dental coverage and employer costs for retirement/long-term disability are increasing personnel costs as follows: • Animal Control License/Shelter Fund (572): o $128,626 increase for health/dental and retirement costs o Revenue is sufficient to support increased personnel costs • Animal Control Grants Fund (573): o $7,168 increase for health/dental and retirement costs o $7,168 decrease in medical services 256 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget • Department Strategic Plans and Budgets Animal Care and Control o Net zero impact to fund Animal Control Field Operations Fund (574): o $60,468 increase for health/dental and retirement costs o $29,295 Department submitted budget request under target o $31,173 decrease in personnel cost due to salary savings adjustment from 3.0% to 4.2%. Currently the Department is experiencing a 10% salary savings. o Net zero impact to fund Vehicles: Fund balance usage is budgeted for the replacement of vehicles during FY 2010-11 in both the License/Shelter and Field Operations funds. Energy Efficiency Project: Fund balance usage is budgeted for the Department’s participation in the APS-ESCO energy efficiency project. The project’s detail is in the Capital Improvement Project section of the Annual Business Strategies. Programs and Activities Animal Control Program The purpose of the Animal Control Program is to provide animal control services to licensed dogs and fulfill contractual activities to jurisdictions so they can ensure citizens can be free of animal-related health and safety dangers as well as the dangers associated with irresponsible pet ownership. Program Results Measure Description Percent of cases resolved within the time limitations of the contract obligation Percent of bite cases responded to within the time limitations of the contract obligation FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED 101.3% N/A N/A 99.1% REV VS ADPT VAR % N/A N/A N/A N/A Activities that comprise this program include: • Animal Control Enforcement Animal Control Enforcement Activity The purpose of the Animal Control Enforcement Activity is to provide animal complaint case resolution to contracted jurisdictions so they can ensure their citizens are free of animal related health and safety dangers in a timely manner. Mandates: A.R.S. §11-1007 establishes the powers and duties of County enforcement agent. 257 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Output Output Demand Demand Efficiency Revenue Measure Description Percent of cases resolved within the time limitations of the contract obligation Percent of bite cases responded to within the time limitations of the contract obligation Number of cases closed Number of bite cases closed Number of cases requested within scope of contract Number of bite cases requested within scope of contract Expenditure per case closed Department Strategic Plans and Budgets Animal Care and Control FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED 101.3% N/A N/A 99.1% N/A N/A N/A N/A N/A N/A N/A N/A REV VS ADPT VAR % N/A N/A N/A N/A 37,800 5,350 39,000 N/A N/A N/A N/A N/A N/A N/A 5,400 N/A N/A N/A $ 82.56 N/A N/A - 0.0% 0.0% 574 - ANIMAL CONTROL FIELD OPERATION TOTAL SOURCES $ 3,260,515 $ 3,260,515 $ 3,279,717 $ 3,279,717 $ 3,279,717 $ 3,279,717 $ $ 100 - GENERAL 574 - ANIMAL CONTROL FIELD OPERATION TOTAL USES $ $ $ $ Expenditure 237,563 2,535,078 $ 2,772,641 194,219 2,979,144 $ 3,173,363 220,269 2,900,556 $ 3,120,825 $ (26,050) 78,588 52,538 -13.4% 2.6% 1.7% Activity Narrative; The FY 2010-11 budget supports the Department in meeting the level of service agreed to by the cities and towns by their intergovernmental agreements. The measures have been revised for FY 2010-11. Pet Adoption Program The purpose of the Pet Adoption Program is to provide healthy and treatable/manageable animals to the people of Maricopa County so they can benefit from a reduction in euthanasia of sheltered animals and the creation of life-long human/animal bonds. Measure Description Percent of successful adoptions FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED 100.0% REV VS ADPT VAR % N/A N/A Activities that comprise this program include: • Pet Adoption Pet Adoption Activity The purpose of the Pet Adoption Activity is to provide dog and cat adoption services to pet adopters so they can experience long-term human/animal bonds. Mandates: A.R.S. §11-1013 provides for the Board of Supervisors to impound stray dogs or cats for seventy-two hours, and if unclaimed, may allow any person to purchase such dog or cat upon expiration of the impoundment period. 258 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Output Output Demand Demand Demand Efficiency Revenue Measure Description Percent of successful adoptions Number of adoptions completed Number of cats adopted Number of dogs adopted Number of people requesting adoptions Number of adoptable cats available Number of adoptable dogs available Expenditure per adoption completed Department Strategic Plans and Budgets Animal Care and Control FY 2009 ACTUAL N/A N/A N/A N/A N/A N/A N/A N/A REV VS ADPT VAR % N/A N/A N/A N/A N/A N/A N/A N/A FY 2010 FY 2011 REVISED ADOPTED N/A 100.0% N/A 27,669 N/A 8,571 N/A 19,098 N/A N/A N/A 9,892 N/A 22,058 N/A $ 187.91 572 - ANIMAL CONTROL LICENSE SHELTER 573 - ANIMAL CONTROL GRANTS TOTAL SOURCES $ 2,027,957 91,324 $ 2,119,281 $ 1,959,582 88,400 $ 2,047,982 $ 1,994,828 100,000 $ 2,094,828 572 - ANIMAL CONTROL LICENSE SHELTER 573 - ANIMAL CONTROL GRANTS TOTAL USES $ 4,448,288 105,484 $ 4,553,772 $ 5,033,334 98,543 $ 5,131,877 $ 5,099,095 100,176 $ 5,199,271 $ $ N/A N/A N/A N/A N/A N/A N/A N/A 35,246 11,600 46,846 1.8% 13.1% 2.3% (65,761) (1,633) (67,394) -1.3% -1.7% -1.3% Expenditure $ $ Activity Narrative; The FY 2010-11 budget supports the Department in adopting 86.6% of the animals available for adoption. An unsuccessful adoption occurs when a new pet owner returns the animal to the shelter within a short period of time. The FY 2010-11 budget supports the Department in providing adequate counseling and customer service to achieve 100% successful adoptions. This activity has been revised to include the following services: sheltering, quarantine, fostering and impoundment. Pet Licensing Program The purpose of the Pet Licensing Program is to provide licensing services to the people of Maricopa County so they can benefit from the control of the spread of rabies and can recover lost pets. Program Results Measure Description Percent of dogs licensed in Maricopa County FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED 34.6% REV VS ADPT VAR % N/A N/A Activities that comprise this program include: • Dog Licensing Dog Licensing Activity The purpose of the Dog Licensing Activity is to provide dog licensing to dog owners so they can comply with the law and improve their ability to recover lost dogs. Mandates: A.R.S. §11-1008 establishes that the Board of Supervisors may set a license fee which shall be paid for each dog three months of age or over that is kept, harbored or maintained; A.R.S. §111010 establishes that no dog shall be licensed unless it is vaccinated. 259 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Demand Efficiency Revenue Department Strategic Plans and Budgets Animal Care and Control Measure Description Percent of dogs licensed in Maricopa County Number of dog licenses issued Number of dog licenses requested Expenditure per dog license issued FY 2009 FY 2010 FY 2011 ACTUAL REVISED ADOPTED N/A N/A 34.6% 330,305 331,424 341,366 N/A N/A 399,049 $ 6.01 $ 7.44 $ 7.25 $ 572 - ANIMAL CONTROL LICENSE SHELTER 574 - ANIMAL CONTROL FIELD OPERATION TOTAL SOURCES $ 7,948,949 14,042 $ 7,962,991 $ 8,689,805 15,985 $ 8,705,790 $ 8,654,559 15,985 $ 8,670,544 572 - ANIMAL CONTROL LICENSE SHELTER TOTAL USES $ 1,986,370 $ 1,986,370 $ 2,464,920 $ 2,464,920 $ 2,475,541 $ 2,475,541 $ REV VS ADPT VAR % N/A N/A 9,942 3.0% N/A N/A 0.19 2.5% $ (35,246) (35,246) -0.4% 0.0% -0.4% $ $ (10,621) (10,621) -0.4% -0.4% Expenditure Activity Narrative; The FY 2010-11 budget supports the Department in increasing the number of dogs that are licensed in Maricopa County. The Department has instituted an automated system for processing the information that comes in from veterinarians, allowing the Department to notify dog owners of their legal responsibility to license their dog. The additional licenses that are processed along with the additional cost of processing and mailing the license information is reflected in the FY 2010-11 expenditures. The FY 2010-11 revenue is expected to decrease because many dogs were licensed last year that had late fees/fines associated with their licensing fee. Community Outreach Program The purpose of the Community Outreach Program is to provide low-cost medical and animal care services to the people of Maricopa County so they can experience a decrease in animal overpopulation, an increase in life-long relationships with their pets, and an increased knowledge of the benefits of the human/animal bond. Measure Description Percent change in pet intake in Maricopa County FY 2009 ACTUAL N/A FY 2010 REVISED N/A REV VS ADPT VAR % N/A N/A FY 2011 ADOPTED 102.3% Activities that comprise this program include: • Low-Cost Spay/Neuter Low-Cost Spay/Neuter Activity The purpose of the Low-Cost Spay/Neuter Activity is to provide access to pet sterilization surgeries and pet vaccinations to pet owners so they can avoid unwanted pet offspring and improve their pets' health. Mandates: Not a mandated activity. Measure Type Result Output Demand Efficiency Revenue Measure Description Percent change in pet intake in Maricopa County Number of pet sterilization surgeries provided Number of pet sterilization surgeries requested Expenditure per pet sterilization surgery provided FY 2009 ACTUAL N/A N/A N/A N/A FY 2010 FY 2011 REVISED ADOPTED N/A 102.3% N/A 16,017 N/A 22,256 N/A $ 91.50 REV VS ADPT VAR % N/A N/A N/A N/A N/A N/A N/A N/A 573 - ANIMAL CONTROL GRANTS TOTAL SOURCES $ 2,019,463 $ 2,019,463 $ 1,484,385 $ 1,484,385 $ 1,472,785 $ 1,472,785 $ $ (11,600) (11,600) -0.8% -0.8% 573 - ANIMAL CONTROL GRANTS TOTAL USES $ 1,665,356 $ 1,665,356 $ 1,425,539 $ 1,425,539 $ 1,465,527 $ 1,465,527 $ $ (39,988) (39,988) -2.8% -2.8% Expenditure 260 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Activity Narrative; The FY 2010-11 budget supports the Department in providing low cost spay/neuter services. These services are expected to increase pet health and decrease the pet population in the County which in turn, should decrease the pets coming into Department shelters. The number of vouchers that are provided are determined by the amount of funding collected through donations. The Department has been and is expecting to see an increase in pet intake driven by the poor economy. Many pet owners are surrendering or abandoning their animals because they cannot afford to care for them. Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2009-10 Adopted Budget $ 257,903 $ - FY 2010-11 Budget Target $ 257,903 $ - FY 2010-11 Adopted Budget Percent Change from Target Amount $ 257,903 $ 0.0% - Animal Control License/Shelter Fund (572) Expenditures Revenue OPERATING FY 2010 Adopted Budget Adjustments: Non Recurring ACC CSCA Correction 10,649,387 $ 32,061 $ 32,061 - $ 9,809,585 $ 10,649,387 $ (32,061) $ (32,061) - $ 9,777,524 $ 10,649,387 $ 128,626 $ 110,880 17,746 59,140 $ 6,253 52,887 - 9,965,290 $ 1.9% 10,649,387 0.0% C-79-10-094-2-00 Agenda Item: C-79-10-094-2-00 FY 2011 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Internal Service Charges Debt Service 9,777,524 $ Agenda Item: FY 2010 Revised Budget Adjustments: Non Recurring ACC CSCA Correction $ Agenda Item: $ FY 2011 Adopted Budget Percent Change from Target Amount $ 261 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Animal Control License/Shelter Fund (572) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget Adjustments: Non Recurring ACC CSCA Correction $ 187,750 $ - $ 50,755 $ 50,755 - $ 238,505 $ - $ (187,750) $ (187,750) (50,755) $ (50,755) - $ - $ - $ 187,750 $ 187,750 17,683 $ 17,683 - 205,433 $ N/A - Agenda Item: C-79-10-094-2-00 FY 2010 Revised Budget Adjustments: Base Adjustments Other Base Adjustments Non Recurring ACC CSCA Correction Agenda Item: $ C-79-10-094-2-00 FY 2011 Budget Target Adjustments: Base Adjustments Other Base Adjustments Capital Improvement Program Transfer to Capital Proj Fund Agenda Item: $ FY 2011 Adopted Budget Percent Change from Target Amount $ Animal Control License/Shelter Fund (572) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED Beginning Spendable Fund Balance $ 3,576,701 $ 3,855,068 $ 3,855,068 $ 4,772,368 $ 4,710,644 Sources: Operating Total Sources: $ 10,065,268 $ 10,065,268 $ 10,649,387 $ 10,649,387 $ 10,649,387 $ 10,649,387 $ 9,440,802 $ 9,440,802 $ 10,649,387 $ 10,649,387 Uses: Operating Non-Recurring Total Uses: $ 8,869,648 $ 8,869,648 $ 9,777,524 187,750 $ 9,965,274 $ 9,809,585 238,505 $ 10,048,090 $ 9,451,771 50,755 $ 9,502,526 $ 9,965,290 205,433 $ 10,170,723 Structural Balance $ 1,195,620 $ 871,863 $ 839,802 $ Accounting Adjustments $ $ - $ - $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ 4,772,368 $ 4,772,368 47 $ 4,539,181 $ 4,539,181 262 $ 4,456,365 $ 4,456,365 (10,969) $ - $ 4,710,644 $ 4,710,644 $ 684,097 - $ 5,189,308 $ 5,189,308 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Animal Control Donations Fund (573) Expenditures Revenue OPERATING FY 2010 Adopted Budget Adjustments: Non Recurring ACC CSCA Correction 1,572,785 $ (45,802) $ (45,802) - $ 1,526,983 $ 1,572,785 $ 45,802 $ 45,802 - $ 1,572,785 $ 1,572,785 $ 7,168 $ 6,048 1,120 (7,168) $ (7,168) - C-79-10-094-2-00 Agenda Item: C-79-10-094-2-00 FY 2011 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments 1,572,785 $ Agenda Item: FY 2010 Revised Budget Adjustments: Non Recurring ACC CSCA Correction $ Agenda Item: $ FY 2011 Adopted Budget Percent Change from Target Amount $ 1,572,785 $ 1,572,785 0.0% 0.0% Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget $ - $ - $ - $ - 72,133 72,133 $ - $ 72,133 $ - $ - (72,133) (72,133) FY 2011 Budget Target $ - $ - FY 2011 Adopted Budget Percent Change from Target Amount $ - $ N/A N/A Adjustments: Non Recurring ACC CSCA Correction Agenda Item: C-79-10-094-2-00 FY 2010 Revised Budget Adjustments: Non Recurring ACC CSCA Correction Agenda Item: C-79-10-094-2-00 263 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Animal Control Donations Fund (573) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED 526,078 $ FY 2010 REVISED Beginning Spendable Fund Balance $ 700,699 Sources: Operating Non-Recurring Total Sources: $ 2,128,389 $ 2,128,389 $ 1,572,785 $ 1,572,785 Uses: Operating Total Uses: $ 1,803,986 $ 1,803,986 Structural Balance $ Accounting Adjustments Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ FY 2010 FORECAST 700,699 $ FY 2011 ADOPTED 850,485 $ 1,106,735 $ 1,572,785 72,133 $ 1,644,918 $ 1,551,876 72,133 $ 1,624,009 $ 1,572,785 $ 1,572,785 $ 1,572,785 $ 1,572,785 $ 1,526,983 $ 1,526,983 $ 1,367,759 $ 1,367,759 $ 1,572,785 $ 1,572,785 324,403 $ - $ 45,802 $ 184,117 $ - $ 4 $ - $ - $ - $ - $ $ 850,485 850,485 $ $ 700,699 700,699 $ $ 818,634 818,634 $ 1,106,735 $ 1,106,735 $ 1,106,735 $ 1,106,735 Animal Control Field Operations Fund (574) Expenditures Revenue OPERATING FY 2010 Adopted Budget Adjustments: Non Recurring ACC CSCA Correction 3,295,702 $ 13,741 $ 13,741 - $ 3,309,443 $ 3,295,702 $ (13,741) $ (13,741) - $ 3,295,702 $ 3,295,702 $ 60,468 $ 52,416 8,052 (60,468) $ (34,737) 5,442 (31,173) - 3,295,702 $ 0.0% 3,295,702 0.0% C-79-10-094-2-00 Agenda Item: C-79-10-094-2-00 FY 2011 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Debt Service Personnel Savings 3,295,702 $ Agenda Item: FY 2010 Revised Budget Adjustments: Non Recurring ACC CSCA Correction $ Agenda Item: $ FY 2011 Adopted Budget Percent Change from Target Amount $ 264 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Animal Control Field Operations Fund (574) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget Adjustments: Non Recurring ACC CSCA Correction $ 225,000 $ - $ 21,378 $ 21,378 - $ 246,378 $ - $ (225,000) $ (225,000) (21,378) $ (21,378) - $ - $ - $ 225,000 $ 225,000 - $ 225,000 $ N/A - Agenda Item: C-79-10-094-2-00 FY 2010 Revised Budget Adjustments: Base Adjustments Other Base Adjustments Non Recurring ACC CSCA Correction Agenda Item: $ C-79-10-094-2-00 FY 2011 Budget Target Adjustments: Base Adjustments Other Base Adjustments Agenda Item: FY 2011 Adopted Budget Percent Change from Target Amount Animal Control Field Operations Fund (574) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED 803,608 Beginning Spendable Fund Balance $ Sources: Operating Total Sources: $ 3,290,233 $ 3,290,233 $ 3,295,702 $ 3,295,702 Uses: Operating Non-Recurring Total Uses: $ 3,105,125 $ 3,105,125 Structural Balance $ Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ $ 3,295,702 $ 3,295,702 $ 3,207,411 $ 3,207,411 $ 3,295,702 $ 3,295,702 $ 3,295,702 225,000 $ 3,520,702 $ 3,309,443 246,378 $ 3,555,821 $ 3,080,175 21,378 $ 3,101,553 $ 3,295,702 225,000 $ 3,520,702 $ - $ (14) $ - $ - 645,393 645,393 $ $ 610,274 610,274 $ $ 265 $ 870,393 $ FY 2011 ADOPTED $ 1,094,560 988,702 988,702 870,393 FY 2010 FORECAST 988,702 185,108 $ FY 2010 REVISED (13,741) $ 127,236 $ - - $ - $ 1,094,560 $ 1,094,560 $ $ 869,560 869,560 $ Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Assessor Assessor Analysis by Angie Flick, Management & Budget Supervisor Summary Mission The Mission of the Maricopa County Assessor's Office is to administer equitably all laws and regulations so that all ad valorem properties, both real and personal in Maricopa County are appropriately valued. Vision To efficiently and to effectively serve the citizens of Maricopa County. Furthermore, to foster the growth of our employees through education, training, and opportunities. Sources and Uses by Program and Activity FY 2009 ACTUAL PROGRAM / ACTIVITY SOURCES CUST - CUSTOMER SERVICE 12PA - PROPERTY ASSESSMENT FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % $ $ 215,854 $ 215,854 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 278,855 $ 278,855 $ 240,000 $ 240,000 $ 90,000 90,000 60.0% 60.0% TOTAL PROGRAMS $ 215,854 $ 150,000 $ 150,000 $ 278,855 $ 240,000 $ 90,000 60.0% 2,456,296 $ 669,609 1,447,796 14,655,880 19,229,581 $ 2,360,993 $ 691,279 1,317,037 14,510,465 18,879,774 $ 2,360,993 $ 691,279 1,317,037 14,510,465 18,879,774 $ 2,340,550 $ 626,061 1,175,262 14,170,563 18,312,436 $ 2,285,456 $ 647,092 1,237,598 14,961,102 19,131,248 $ 75,537 44,187 79,439 (450,637) (251,474) 3.2% 6.4% 6.0% -3.1% -1.3% 37,597 $ 37,597 334,080 646,351 67,350 1,122,975 $ 37,597 $ 37,597 334,080 646,351 67,350 1,122,975 $ 39,864 $ 40,868 353,927 695,444 68,453 1,198,556 $ 39,392 $ 39,392 371,187 687,336 70,559 1,207,866 $ (1,795) (1,795) (37,107) (40,985) (3,209) (84,891) -4.8% -4.8% -11.1% -6.3% -4.8% -7.6% USES CUST - CUSTOMER SERVICE MOBI - MOBILE HOMES PERS - PERSONAL PROP CHARACTERISTICS REAL - REAL PROPERTY CHARACTERISTICS 12PA - PROPERTY ASSESSMENT $ $ BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - ADMINISTRATIVE SERVICES $ $ 38,690 $ 42,139 341,247 693,081 74,414 1,189,571 $ ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 69,864 $ 69,864 $ 51,085 $ 51,085 $ 51,085 $ 51,085 $ 51,085 $ 51,085 $ 58,528 $ 58,528 $ (7,443) (7,443) -14.6% -14.6% BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER DESK - DESKTOP SUPPORT GISA - GIS APPLICATION DEV AND SUPP 99IT - INFORMATION TECHNOLOGY $ $ 1,370,971 $ 462,412 578,526 533,777 2,945,686 $ 1,336,421 $ 520,617 410,484 495,187 2,762,709 $ 1,336,421 $ 520,617 410,484 495,187 2,762,709 $ 1,317,104 $ 422,284 399,341 697,769 2,836,498 $ 1,718,439 $ 305,197 210,204 486,161 2,720,001 $ (382,018) 215,420 200,280 9,026 42,708 -28.6% 41.4% 48.8% 1.8% 1.5% TOTAL PROGRAMS $ 23,434,702 $ 22,816,543 $ 22,816,543 $ 22,398,575 $ 23,117,643 $ (301,100) -1.3% Sources and Uses by Category CATEGORY MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST REV VS ADPT VAR % FY 2011 ADOPTED $ SUBTOTAL $ 215,854 $ 215,854 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 278,855 $ 278,855 $ 240,000 240,000 $ $ 90,000 90,000 60.0% 60.0% ALL REVENUES $ 215,854 $ 150,000 $ 150,000 $ 278,855 $ 240,000 $ 90,000 60.0% TOTAL SOURCES $ 215,854 $ 150,000 $ 150,000 $ 278,855 $ 240,000 $ 90,000 60.0% 266 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Assessor Sources and Uses by Category (continued) CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT SUBTOTAL $ FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % 15,341,423 $ 52,101 49,215 5,106,804 80,814 (106,707) 20,523,650 $ 15,183,876 $ 28,042 36,152 4,986,161 29,896 20,264,127 $ 15,183,876 $ 28,042 36,152 4,986,161 29,896 20,264,127 $ 14,719,148 $ 32,823 4,389 4,805,293 24,148 19,585,801 $ 15,011,179 $ 18,792 34,197 5,259,109 18,951 (95,484) 20,246,744 $ 172,697 9,250 1,955 (272,948) 10,945 95,484 17,383 1.1% 33.0% 5.4% -5.5% 36.6% N/A 0.1% 582,981 $ 5,361 588,342 $ 549,883 $ 6,000 555,883 $ 549,883 $ 6,000 555,883 $ 503,101 $ 3,436 506,537 $ 550,800 $ 5,000 555,800 $ (917) 1,000 83 -0.2% 16.7% 0.0% 41,527 $ 493,759 675,043 51,423 32,792 186,170 43,952 563,279 37,716 2,125,661 $ 4,500 $ 479,700 577,127 51,900 59,200 209,543 47,700 505,000 34,000 1,968,670 $ 4,500 $ 479,700 577,127 51,900 59,200 209,543 47,700 505,000 34,000 1,968,670 $ 3,540 $ 812,546 575,986 51,012 89,163 153,713 55,500 504,293 33,653 2,279,406 $ 4,500 $ 788,202 583,795 57,800 60,000 207,293 45,400 506,245 34,000 2,287,235 $ (308,502) (6,668) (5,900) (800) 2,250 2,300 (1,245) (318,565) 0.0% -64.3% -1.2% -11.4% -1.4% 1.1% 4.8% -0.2% 0.0% -16.2% $ 8,600 $ 188,449 197,049 $ - $ 27,863 27,863 $ - $ 27,863 27,863 $ - $ 26,831 26,831 $ - $ 27,864 27,864 $ (1) (1) N/A 0.0% 0.0% ALL EXPENDITURES $ 23,434,702 $ 22,816,543 $ 22,816,543 $ 22,398,575 $ 23,117,643 $ (301,100) -1.3% TOTAL USES $ 23,434,702 $ 22,816,543 $ 22,816,543 $ 22,398,575 $ 23,117,643 $ (301,100) -1.3% FY 2011 ADOPTED REV VS ADPT VAR % SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL $ SUBTOTAL $ SERVICES 0810 - LEGAL SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES SUBTOTAL CAPITAL 0920 - CAPITAL EQUIPMENT 0950 - DEBT SERVICE SUBTOTAL $ $ $ Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2009 ACTUAL $ FUND TOTAL SOURCES $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING $ 215,854 $ 215,854 $ FY 2010 ADOPTED 150,000 $ 150,000 $ FY 2010 REVISED 150,000 $ 150,000 $ FY 2010 FORECAST 278,855 $ 278,855 $ 240,000 $ 240,000 $ 215,854 $ 150,000 $ 150,000 $ 278,855 $ 240,000 $ 215,854 $ 150,000 $ 150,000 $ 278,855 $ 240,000 $ FY 2009 FY 2010 FY 2010 FY 2010 FY 2011 ACTUAL ADOPTED REVISED FORECAST ADOPTED 90,000 90,000 60.0% 60.0% 90,000 60.0% 90,000 60.0% REV VS ADPT VAR % FUND TOTAL USES $ 23,434,702 $ 23,434,702 $ 22,816,543 $ 22,816,543 $ 22,816,543 $ 22,816,543 $ 22,398,575 $ 22,398,575 $ 22,792,643 $ 325,000 23,117,643 $ 23,900 (325,000) (301,100) 0.1% N/A -1.3% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 23,434,702 $ - $ 23,434,702 $ 22,816,543 $ - $ 22,816,543 $ 22,816,543 $ - $ 22,816,543 $ 22,398,575 $ - $ 22,398,575 $ 22,792,643 $ 325,000 $ 23,117,643 $ 23,900 (325,000) (301,100) 0.1% N/A -1.3% 267 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Assessor Staffing by Program and Activity PROGRAM / ACTIVITY ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP DATA CENTER DESKTOP SUPPORT GIS APPLICATION DEV AND SUPP PROGRAM TOTAL PROPERTY ASSESSMENT CUSTOMER SERVICE MOBILE HOMES PERSONAL PROP CHARACTERISTICS REAL PROPERTY CHARACTERISTICS PROGRAM TOTAL DEPARTMENT TOTAL FY 2009 ADOPTED FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV TO ADPT VAR % 0.50 5.00 0.50 5.00 1.00 12.00 0.50 5.00 0.50 4.00 1.00 11.00 0.50 5.00 0.50 4.00 1.00 11.00 0.50 6.48 0.50 4.49 1.00 12.97 0.50 5.48 0.50 4.49 1.00 11.97 0.48 0.49 0.97 0.0% 9.6% 0.0% 12.3% 0.0% 8.8% 13.50 5.50 4.50 5.00 28.50 13.50 6.50 4.50 4.00 28.50 13.50 6.50 4.50 4.00 28.50 13.50 5.50 4.50 4.00 27.50 18.50 4.00 2.00 4.00 28.50 5.00 (2.50) (2.50) - 37.0% -38.5% -55.6% 0.0% 0.0% 51.50 13.00 23.00 233.00 320.50 361.00 46.50 12.00 20.00 204.00 282.50 322.00 46.50 12.00 20.00 204.00 282.50 322.00 47.50 13.00 19.00 212.48 291.98 332.45 45.50 12.00 19.00 206.48 282.98 323.45 (1.00) (1.00) 2.48 0.48 1.45 -2.2% 0.0% -5.0% 1.2% 0.2% 0.5% FY 2010 ADOPTED 5.00 1.00 127.00 8.00 18.00 1.00 1.00 1.00 1.00 3.00 1.00 2.00 8.00 6.00 76.00 1.00 1.00 2.00 FY 2010 REVISED 5.00 1.00 127.00 8.00 18.00 1.00 1.00 1.00 1.00 3.00 1.00 2.00 8.00 6.00 76.00 1.00 1.00 2.00 FY 2010 FORECAST 5.00 0.49 1.00 111.00 6.00 15.96 19.00 5.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 2.00 8.00 6.00 79.00 1.00 2.00 Staffing by Market Range Title MARKET RANGE TITLE Accountant Admin/Operations Specialist Applications Development Mgr Appraiser Appraiser Manager Appraiser Senior Appraiser Supervisor Appraiser Trainee Business/Systems Analyst CAMA Manager Chief Appraiser - Assessor Chief Deputy - Assessor Communicatn Ofcr/Govt Liaison Computer Operator Computer Operator - Sr/Ld Database Administrator Development Svcs Specialist Development Svcs Supervisor Development Svcs Technician Director Elected Executive Assistant FY 2009 ADOPTED 5.00 1.00 148.00 9.00 19.00 1.00 2.00 1.00 1.00 3.00 2.00 8.00 6.00 84.00 1.00 1.00 2.00 268 FY 2011 ADOPTED 5.00 0.49 1.00 108.00 6.00 13.96 19.00 5.00 1.00 1.00 1.00 1.00 2.00 1.00 2.00 8.00 4.00 79.00 1.00 1.00 1.00 REV TO VAR 0.49 (19.00) (2.00) 13.96 1.00 5.00 (1.00) (2.00) 3.00 (1.00) ADPT % 0.0% N/A 0.0% -15.0% -25.0% N/A 5.6% N/A 0.0% 0.0% N/A 0.0% 0.0% -33.3% 0.0% 0.0% 0.0% -33.3% 3.9% 0.0% 0.0% -50.0% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Assessor Staffing by Market Range Title (continued) MARKET RANGE TITLE Financial Support Supv - Dept GIS Programmer/Analyst GIS Technician Human Resources Analyst Human Resources Specialist Human Resources Supervisor IT Senior Manager Management Analyst Office Assistant Office Assistant Specialized Operations Support Analyst Operations/Program Manager Operations/Program Supervisor PC/LAN Tech Support Procurement Specialist Programmer/Analyst Programmer/Analyst - Sr/Ld Project Manager Regression Modeler Risk Mgmt Supervisor Systems Admin & Analysis Supv Technical Support Mgr Web Designer/Developer-Sr/Ld Department Total FY 2009 ADOPTED 2.00 3.00 27.00 2.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 3.00 1.00 5.00 4.00 1.00 7.00 1.00 1.00 1.00 361.00 FY 2010 ADOPTED 2.00 2.00 18.00 2.00 1.00 1.00 2.00 2.00 1.00 1.00 2.00 3.00 1.00 5.00 4.00 1.00 7.00 1.00 1.00 1.00 1.00 322.00 FY 2010 REVISED 2.00 2.00 18.00 2.00 1.00 1.00 2.00 2.00 1.00 1.00 2.00 3.00 1.00 5.00 4.00 1.00 7.00 1.00 1.00 1.00 1.00 322.00 FY 2010 FORECAST 2.00 2.00 19.00 2.00 1.00 1.00 2.00 2.00 2.00 1.00 2.00 2.00 3.00 1.00 5.00 4.00 1.00 7.00 1.00 1.00 1.00 1.00 332.45 FY 2011 ADOPTED 2.00 2.00 18.00 2.00 1.00 1.00 2.00 1.00 2.00 1.00 2.00 2.00 3.00 1.00 5.00 4.00 1.00 7.00 1.00 1.00 1.00 2.00 323.45 REV TO VAR (1.00) 1.00 2.00 1.00 1.45 ADPT % 0.0% 0.0% 0.0% 0.0% N/A 0.0% 0.0% 0.0% -50.0% 100.0% 0.0% N/A 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 100.0% 0.5% FY 2010 REVISED 322.00 322.00 FY 2010 FORECAST 336.45 332.45 FY 2011 ADOPTED 323.45 323.45 REV TO ADPT VAR % 1.45 0.5% 1.45 0.5% Staffing by Fund FUND 100 - GENERAL DEPARTMENT TOTAL FY 2009 ADOPTED 361.00 361.00 FY 2010 ADOPTED 322.00 322.00 General Adjustments Personnel: Health insurance premiums for medical and dental coverage and employer costs for retirement/long-term disability are increasing a total of $396,243 for FY 2010-11. Salary and benefit savings for the Department are being right-sized, decreasing personnel costs by $396,243. The net effect is zero. Technology: The Department is utilizing operational savings in FY 2009-10 to purchase an upgrade Geospatial Information System (GIS) bundle which includes hardware, software and professional services to install. The installation will carry over into FY 2010-11. $200,000 is budgeted in NonRecurring/Non-Project for FY 2010-11 for the professional services needed to complete the installation. Programs and Activities Property Assessment and Valuation Program The purpose of the Property Assessment and Valuation Program is to provide ownership, mapping, property characteristics, and valuation information to external and internal customers to ensure valuations comply with Arizona Revised Statues. 269 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Assessor Program Results Measure Description Percent of public and other government agencies that rate our quality customer service Percent of mobile home assessments completed Percent of Business Personal Property accounts where taxpayers E-Filed Percent of Business Personal Property accounts valued fairly and equitably Percent of Real Property valued fairly and equitably FY 2009 ACTUAL 100.0% FY 2010 REVISED 100.0% FY 2011 ADOPTED 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 11.5% 32.0% 35.4% 3.4% 10.7% 100.0% 99.0% 99.0% 0.0% 0.0% 99.3% 97.4% 99.4% 2.0% 2.1% Activities that comprise this program include: • Customer Service • Business Personal Property Assessment • • REV VS ADPT VAR % 0.0% 0.0% Mobile Home Property Assessment Real Property Inspection and Collection Characteristics Customer Service Activity The purpose of the Customer Service Activity is to provide quality, timely customer service to the public and government agencies so that they can be better informed. Mandates: A.R.S. §42-11009 requires public access to valuation and assessment information. Measure Type Result Output Output Demand Efficiency Revenue Measure FY 2009 FY 2010 FY 2011 REV VS ADPT Description ACTUAL REVISED ADOPTED VAR % Percent of public and other government 100.0% 100.0% 100.0% 0.0% 0.0% agencies that rate our quality customer service as "satisfied" or better Number of public and other government 14 20 25 5 25.0% agencies that rate our quality customer service Number of property owners served 466,013 550,000 548,000 (2,000) -0.4% Number of property owners demanding 466,013 550,000 548,000 (2,000) -0.4% service Expenditure per customer served $ 5.27 $ 4.29 $ 4.17 $ 0.12 2.8% 100 - GENERAL TOTAL SOURCES $ $ 215,854 215,854 100 - GENERAL TOTAL USES $ 2,456,296 $ 2,456,296 $ $ 150,000 150,000 $ $ 240,000 240,000 $ $ 90,000 90,000 60.0% 60.0% $ 2,285,456 $ 2,285,456 $ $ 75,537 75,537 3.2% 3.2% Expenditure $ 2,360,993 $ 2,360,993 Activity Narrative: The FY 2010-11 budget supports the Department in meeting 100% of the demand. Demand is expected to decrease as the downturn in the economy continues resulting in fewer property owners demanding services of the Assessor. The expenditure decrease is due to the increased salary savings anticipated in this activity. Mobile Home Property Assessment Activity The purpose of the Mobile Home Property Assessment Activity is to provide accurate valuations for customers to ensure mobile home owners are fairly and equitably taxed. 270 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Assessor Mandates: A.R.S. §42-13303 establishes property value limits of mobile homes; A.R.S. §42-15053 requires on or before February 1 of each year, the assessor shall mail a form, notice or demand to each person who owns or has charge or control of taxable personal property in the state. Measure Type Result Output Demand Efficiency Expenditure Measure Description Percent of mobile home assessments completed Number of mobile homes assessed Number of mobile homes to be assessed Expenditure per mobile home assessment 100 - GENERAL TOTAL USES FY 2009 ACTUAL 100.0% $ 119,920 119,920 5.58 $ $ 669,609 669,609 FY 2010 REVISED 100.0% $ 121,000 121,000 5.71 $ $ 691,279 691,279 FY 2011 ADOPTED 100.0% $ 122,000 122,000 5.30 $ $ 647,092 647,092 REV VS ADPT VAR % 0.0% 0.0% $ 1,000 1,000 0.41 0.8% 0.8% 7.2% $ $ 44,187 44,187 6.4% 6.4% Activity Narrative: The FY 2010-11 budget supports the Department in meeting 100% of the demand. Demand for mobile homes assessments is expected to rise slightly in FY 2010-11; however the Department has become more efficient in completing the assessments which has reduced the overall cost in this activity. Business Personal Property Assessment Activity The purpose of the Business Personal Property Assessment Activity is to provide accurate valuations for businesses so that they are fairly and equitably taxed. Mandates: A.R.S. §42-15053 requires on or before February 1 of each year, the Assessor shall mail a form, notice or demand to each person who owns or has charge or control of taxable personal property in the state. Measure Type Result Result Output Output Demand Demand Efficiency Measure Description Percent of Business Personal Property accounts where taxpayers E-Filed Percent of Business Personal Property accounts valued fairly and equitably Number of Notices of Value processed Number of Business Personal Property accounts Number of Notices of Value to be processed Number of Personal Property Accounts and Inspection requests received Expenditure per Business Personal Property Notice of Value processed $ FY 2009 ACTUAL 11.5% FY 2010 REVISED 32.0% FY 2011 ADOPTED 35.4% 100.0% 99.0% 99.0% REV VS ADPT VAR % 3.4% 10.7% 0.0% 0.0% 33,999 33,999 51,600 51,600 50,800 50,800 (800) (800) -1.6% -1.6% 33,999 33,999 51,600 51,600 50,800 50,800 (800) (800) -1.6% -1.6% 42.58 $ 25.52 $ 24.36 $ 1.16 4.6% $ 1,237,598 $ 1,237,598 $ $ 79,439 79,439 6.0% 6.0% Expenditure 100 - GENERAL TOTAL USES $ 1,447,796 $ 1,447,796 $ 1,317,037 $ 1,317,037 Activity Narrative: The FY 2010-11 budget supports the Department in meeting 100% of the demand. Demand is expected to decrease slightly as the downturn in the economy continues. The expenditure decrease is reflective of a reduction in personnel services. Real Property Inspection and Collection Characteristics Activity The purpose of the Real Property Inspection and Collection Activity is to provide accurate data on each parcel for the tax roll. 271 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Assessor Mandates: A.R.S. §42-13051 requires that no later than December 15 of each year the County Assessor shall identify by diligent inquiry and examination all real property in the county that is subject to taxation; A.R.S. §42-15052 requires that demand from each person, firm, or from the president, cashier, treasurer or managing agent of each corporation or association that owns, claims, controls or possesses property in the County a correct report or affirmation of all property in the County that the person, firm, corporation or association owns, claims, possesses or controls; A.R.S. §42-15057 requires each city, town, county or other governmental entity that requires that a building permit be issued to construct or add to residential or commercial buildings notify the County Assessor in writing; A.R.S. §42-15151 requires the County Assessor to prepare the assessment roll in the form and containing the information prescribed by the department; A.R.S. §42-15101 except as provided by section 42-13254, requires that before March 1 of each year the County Assessor 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 property value, if applicable, to be used for assessment purposes; A.R.S. §42-16054 establishes that at the petitioner’s written request, the Assessor will meet with the petitioner at a time and place designated at least ten working days in advance by the Assessor; A.R.S.§42-19051 establishes that the owner of property that is valued by the Assessor may appeal to the Assessor’s Office within twenty days after the date of the notice was delivered; A.R.S. §42-16252 establishes if the County Assessor or the department determines that any real or personal property has been assessed improperly as a result of a property tax error, the County Assessor or department will send the taxpayer a notice of error; A.R.S. §42-16254 establishes that the taxpayer can file a notice of claim if they believe that the property was assessed improperly; A.R.S. §42-16255 establishes in any hearing before the County Board, State Board or court either party may present any evidence regarding property tax errors regardless of whether a notice of error or notice of claim was filed; A.R.S. § 42-16258 establishes that after receiving the tax roll, if the County Treasurer determines that any property is omitted from the roll the Treasurer shall immediately list and request the Assessor to determine the valuation of property. Measure Type Result Output Output Demand Efficiency Measure FY 2009 FY 2010 FY 2011 REV VS ADPT Description ACTUAL REVISED ADOPTED VAR % Percent of Real Property valued fairly and 99.3% 97.4% 99.4% 2.0% 2.1% equitably Number of Real Property service requests 1,706,137 1,630,154 1,650,000 19,846 1.2% completed Number of Real Property valued 1,553,210 1,678,847 1,670,000 (8,847) -0.5% Number of Real Property service requests 1,706,137 1,678,847 1,670,000 (8,847) -0.5% received Expenditure per real property service requests $ 8.59 $ 8.90 $ 9.07 $ (0.17) -1.9% completed Expenditure 100 - GENERAL TOTAL USES $ 14,655,880 $ 14,655,880 $ 14,510,465 $ 14,510,465 $ 14,961,102 $ 14,961,102 $ (450,637) $ (450,637) -3.1% -3.1% Activity Narrative: The FY 2010-11 budget supports the Department in meeting 99.4% of the demand. Demand is expected to decrease slightly in FY 2010-11 due to the property values reflecting the downward trend also being experienced in market values. The initial spike of appraisal requests is materializing in FY 2009-10 because the assessed value of property lags behind the market value of property by approximately two years and the property valuations mailed in February 2009 did not reflect the economic (market) downturn. 272 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Assessor Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 22,816,543 $ 150,000 FY 2010 Revised Budget $ 22,816,543 $ 150,000 $ (23,900) $ (23,900) - $ 22,792,643 $ 150,000 $ 398,587 $ 332,086 66,501 (398,587) $ (398,587) 90,000 90,000 - Adjustments: Budget Balancing PEHPEP FY 09 Adjustments Agenda Item: C-49-09-066-2-00 FY 2011 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Personnel Savings Agenda Item: $ FY 2011 Adopted Budget Percent Change from Target Amount $ 22,792,643 $ 240,000 0.0% 60.0% Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget $ - $ - FY 2010 Revised Budget $ - $ - FY 2011 Budget Target $ - $ - $ 325,000 $ 325,000 - $ 325,000 $ N/A - Adjustments: Non Recurring Other Non-Recurring GIS Upgrade Limited Assessment Services Agenda Item: $ FY 2011 Adopted Budget Percent Change from Target Amount 273 200,000 125,000 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Board of Supervisors, District 1 Board of Supervisors, District 1 Analysis by Angie Flick, Management & Budget Supervisor Summary Mission The mission of the Maricopa County is to provide regional leadership and fiscally responsible, necessary public services so that residents can enjoy living in a healthy and safe community. Vision Citizens serving citizens by working collaboratively, innovatively, efficiently, and effectively. We will be responsive to our customers while being fiscally prudent. Uses by Program and Activity FY 2009 ACTUAL PROGRAM / ACTIVITY USES FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 356,811 $ 356,811 $ 346,428 $ 346,428 $ 346,428 $ 346,428 $ 346,226 $ 346,226 $ 346,428 $ 346,428 $ - 0.0% 0.0% ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 2,340 $ 2,340 $ - $ - $ - $ - $ 112 $ 112 $ - $ - $ - N/A N/A TOTAL PROGRAMS $ 359,151 $ 346,428 $ 346,428 $ 346,338 $ 346,428 $ - 0.0% Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0750 - FRINGE BENEFITS 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST REV VS ADPT VAR % FY 2011 ADOPTED 255,566 $ 79,838 335,404 $ 258,869 $ 78,379 5,252 342,500 $ 258,869 $ 78,379 5,252 342,500 $ 259,666 $ 77,616 5,252 342,534 $ 258,869 $ 87,113 (3,482) 342,500 $ 7,743 $ 7,743 $ 1,838 $ 1,838 $ 738 $ 738 $ 475 $ 475 $ 738 $ 738 $ - 0.0% 0.0% $ 1,130 $ 3,015 892 9,743 36 14,816 $ 770 $ 1,200 120 2,090 $ 270 $ 1,200 500 1,100 120 3,190 $ 73 $ 951 537 1,713 55 3,329 $ 270 $ 1,200 500 1,100 120 3,190 $ - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% $ $ 1,188 $ 1,188 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A ALL EXPENDITURES $ 359,151 $ 346,428 $ 346,428 $ 346,338 $ 346,428 $ - 0.0% TOTAL USES $ 359,151 $ 346,428 $ 346,428 $ 346,338 $ 346,428 $ - 0.0% SUPPLIES 0801 - GENERAL SUPPLIES $ SUBTOTAL $ SERVICES 0812 - OTHER SERVICES 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL CAPITAL 0950 - DEBT SERVICE SUBTOTAL $ 274 (8,734) 3,482 5,252 - 0.0% -11.1% N/A 100.0% 0.0% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Board of Supervisors, District 1 Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % $ FUND TOTAL USES $ 359,151 $ 359,151 $ 346,428 $ 346,428 $ 346,428 $ 346,428 $ 346,338 $ 346,338 $ 346,428 $ 346,428 $ - 0.0% 0.0% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 359,151 $ 359,151 $ 346,428 $ 346,428 $ 346,428 $ 346,428 $ 346,338 $ 346,338 $ 346,428 $ 346,428 $ - 0.0% 0.0% Staffing by Program and Activity PROGRAM / ACTIVITY ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT PROGRAM TOTAL DEPARTMENT TOTAL FY 2009 ADOPTED FY 2010 ADOPTED 3.00 3.00 3.00 FY 2010 REVISED 3.00 3.00 3.00 FY 2010 FORECAST 3.00 3.00 3.00 3.00 3.00 3.00 FY 2011 ADOPTED 3.00 3.00 3.00 REV TO ADPT VAR % - 0.0% 0.0% 0.0% Staffing by Market Range Title MARKET RANGE TITLE Chief Administrator - BOS Deputy Administrator - BOS Elected Department Total FY 2009 ADOPTED 1.00 1.00 1.00 3.00 FY 2010 ADOPTED 1.00 1.00 1.00 3.00 FY 2010 REVISED 1.00 1.00 1.00 3.00 FY 2010 FORECAST 1.00 1.00 1.00 3.00 FY 2011 ADOPTED 1.00 1.00 1.00 3.00 REV TO ADPT VAR % 0.0% 0.0% 0.0% 0.0% FY 2010 REVISED 3.00 3.00 FY 2010 FORECAST 3.00 3.00 FY 2011 ADOPTED 3.00 3.00 REV TO ADPT VAR % 0.0% 0.0% Staffing by Fund FUND 100 - GENERAL DEPARTMENT TOTAL FY 2009 ADOPTED 3.00 3.00 FY 2010 ADOPTED 3.00 3.00 General Adjustments Personnel: Health insurance premiums for medical and dental coverage and employer costs for retirement/long-term disability are increasing personnel costs as follows: • General Fund (100): o $8,734 increase for health/dental and retirement costs. o The Department absorbed the benefit increase through the reduction of the Allocation In from FY 2009-10 and the addition of an Allocation Out for services provided to another Department. o Net zero impact to fund. 275 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Board of Supervisors, District 1 Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 346,428 $ - FY 2010 Revised Budget $ 346,428 $ - FY 2011 Budget Target $ 346,428 $ - $ 8,734 $ 5,760 2,974 (8,734) $ (8,734) - 346,428 $ 0.0% - Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Agenda Item: $ FY 2011 Adopted Budget Percent Change from Target Amount $ 276 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Board of Supervisors, District 2 Board of Supervisors, District 2 Analysis by Angie Flick, Management & Budget Supervisor Summary Mission The mission of the Maricopa County is to provide regional leadership and fiscally responsible, necessary public services so that residents can enjoy living in a healthy and safe community. Vision Citizens serving citizens by working collaboratively, innovatively, efficiently, and effectively. We will be responsive to our customers while being fiscally prudent. Uses by Program and Activity FY 2009 ACTUAL PROGRAM / ACTIVITY USES FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 357,809 $ 357,809 $ 346,428 $ 346,428 $ 346,428 $ 346,428 $ 346,007 $ 346,007 $ 346,428 $ 346,428 $ - 0.0% 0.0% ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 120 $ 120 $ - $ - $ - $ - $ 56 $ 56 $ - $ - $ - N/A N/A TOTAL PROGRAMS $ 357,929 $ 346,428 $ 346,428 $ 346,063 $ 346,428 $ - 0.0% Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0750 - FRINGE BENEFITS 0795 - PERSONNEL SERVICES ALLOC-OUT SUBTOTAL $ FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % 263,337 $ 84,139 347,476 $ 266,766 $ 87,273 (9,868) 344,171 $ 266,766 $ 87,273 (9,868) 344,171 $ 267,945 $ 84,921 (9,868) 342,998 $ 266,766 $ 90,747 (13,342) 344,171 $ 1,625 $ 1,625 $ 350 $ 350 $ 350 $ 350 $ 768 $ 768 $ 350 $ 350 $ - 0.0% 0.0% $ 118 $ 2,493 670 4,174 29 7,484 $ 376 $ 300 120 796 $ 376 $ 300 120 796 $ - $ 327 649 117 101 1,194 $ 376 $ 300 120 796 $ - 0.0% 0.0% N/A N/A 0.0% 0.0% $ $ 1,344 $ 1,344 $ 1,111 $ 1,111 $ 1,111 $ 1,111 $ 1,103 $ 1,103 $ 1,111 $ 1,111 $ - 0.0% 0.0% ALL EXPENDITURES $ 357,929 $ 346,428 $ 346,428 $ 346,063 $ 346,428 $ - 0.0% TOTAL USES $ 357,929 $ 346,428 $ 346,428 $ 346,063 $ 346,428 $ - 0.0% SUPPLIES 0801 - GENERAL SUPPLIES $ SUBTOTAL $ SERVICES 0812 - OTHER SERVICES 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL CAPITAL 0950 - DEBT SERVICE SUBTOTAL $ 277 (3,474) 3,474 - 0.0% -4.0% -35.2% 0.0% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Board of Supervisors, District 2 Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % $ FUND TOTAL USES $ 357,929 $ 357,929 $ 346,428 $ 346,428 $ 346,428 $ 346,428 $ 346,063 $ 346,063 $ 346,428 $ 346,428 $ - 0.0% 0.0% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 357,929 $ 357,929 $ 346,428 $ 346,428 $ 346,428 $ 346,428 $ 346,063 $ 346,063 $ 346,428 $ 346,428 $ - 0.0% 0.0% Staffing by Program and Activity PROGRAM / ACTIVITY ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT PROGRAM TOTAL DEPARTMENT TOTAL FY 2009 ADOPTED FY 2010 ADOPTED 3.00 3.00 3.00 FY 2010 REVISED 3.00 3.00 3.00 FY 2010 FORECAST 3.00 3.00 3.00 3.00 3.00 3.00 FY 2011 ADOPTED 3.00 3.00 3.00 REV TO ADPT VAR % - 0.0% 0.0% 0.0% Staffing by Market Range Title MARKET RANGE TITLE Chief Administrator - BOS Deputy Administrator - BOS Elected Department Total FY 2009 ADOPTED 1.00 1.00 1.00 3.00 FY 2010 ADOPTED 1.00 1.00 1.00 3.00 FY 2010 REVISED 1.00 1.00 1.00 3.00 FY 2010 FORECAST 1.00 1.00 1.00 3.00 FY 2011 ADOPTED 1.00 1.00 1.00 3.00 REV TO ADPT VAR % 0.0% 0.0% 0.0% 0.0% FY 2010 REVISED 3.00 3.00 FY 2010 FORECAST 3.00 3.00 FY 2011 ADOPTED 3.00 3.00 REV TO ADPT VAR % 0.0% 0.0% Staffing by Fund FUND 100 - GENERAL DEPARTMENT TOTAL FY 2009 ADOPTED 3.00 3.00 FY 2010 ADOPTED 3.00 3.00 General Adjustments Personnel: Health insurance premiums for medical and dental coverage and employer costs for retirement/long-term disability are increasing personnel costs as follows: • General Fund (100): o $3,474 increase for health/dental and retirement costs. o The Department absorbed the benefit increase through an increase to the Allocation Out for services provided to another Department. o Net zero impact to fund. 278 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Board of Supervisors, District 2 Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 346,428 $ - FY 2010 Revised Budget $ 346,428 $ - FY 2011 Budget Target $ 346,428 $ - $ 3,474 $ 468 3,006 (3,474) $ (3,474) - 346,428 $ 0.0% - Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Agenda Item: $ FY 2011 Adopted Budget Percent Change from Target Amount $ 279 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Board of Supervisors, District 3 Board of Supervisors, District 3 Analysis by Angie Flick, Management & Budget Supervisor Summary Mission The mission of the Maricopa County is to provide regional leadership and fiscally responsible, necessary public services so that residents can enjoy living in a healthy and safe community. Vision Citizens serving citizens by working collaboratively, innovatively, efficiently, and effectively. We will be responsive to our customers while being fiscally prudent. Uses by Program and Activity FY 2009 ACTUAL PROGRAM / ACTIVITY USES FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 335,708 $ 335,708 $ 346,428 $ 346,428 $ 346,428 $ 346,428 $ 340,562 $ 340,562 $ 346,428 $ 346,428 $ - 0.0% 0.0% ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 120 $ 120 $ - $ - $ - $ - $ 56 $ 56 $ - $ - $ - N/A N/A TOTAL PROGRAMS $ 335,828 $ 346,428 $ 346,428 $ 340,618 $ 346,428 $ - 0.0% Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0750 - FRINGE BENEFITS 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED 253,147 $ 69,233 322,380 $ 256,175 $ 69,291 325,466 $ 256,175 $ 69,291 325,466 $ 256,973 $ 68,780 3,074 328,827 $ 256,175 $ 74,416 330,591 $ 2,023 $ 2,023 $ 6,058 $ 6,058 $ 6,058 $ 6,058 $ 2,631 $ 2,631 $ $ - $ 533 1,839 5,923 750 496 9,541 $ - $ 6,000 1,200 3,600 3,000 240 14,040 $ - $ 6,000 1,200 3,600 3,000 240 14,040 $ $ $ 1,884 $ 1,884 $ 864 $ 864 $ ALL EXPENDITURES $ 335,828 $ TOTAL USES $ 335,828 $ SUPPLIES 0801 - GENERAL SUPPLIES $ SUBTOTAL $ SERVICES 0810 - LEGAL SERVICES 0812 - OTHER SERVICES 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL CAPITAL 0950 - DEBT SERVICE SUBTOTAL $ REV VS ADPT VAR % (5,125) (5,125) 0.0% -7.4% N/A -1.6% 4,858 $ 4,858 $ 1,200 1,200 19.8% 19.8% 19 $ 2,000 1,540 3,039 1,260 446 8,304 $ - $ 2,400 1,200 3,600 2,675 240 10,115 $ 3,600 325 3,925 N/A 60.0% 0.0% 0.0% 10.8% 0.0% 28.0% 864 $ 864 $ 856 $ 856 $ 864 $ 864 $ - 0.0% 0.0% 346,428 $ 346,428 $ 340,618 $ 346,428 $ - 0.0% 346,428 $ 346,428 $ 340,618 $ 346,428 $ - 0.0% 280 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Board of Supervisors, District 3 Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % $ FUND TOTAL USES $ 335,828 $ 335,828 $ 346,428 $ 346,428 $ 346,428 $ 346,428 $ 340,618 $ 340,618 $ 346,428 $ 346,428 $ - 0.0% 0.0% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 335,828 $ 335,828 $ 346,428 $ 346,428 $ 346,428 $ 346,428 $ 340,618 $ 340,618 $ 346,428 $ 346,428 $ - 0.0% 0.0% Staffing by Program and Activity PROGRAM / ACTIVITY ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT PROGRAM TOTAL DEPARTMENT TOTAL FY 2009 ADOPTED FY 2010 ADOPTED 3.00 3.00 3.00 FY 2010 REVISED 3.00 3.00 3.00 FY 2010 FORECAST 3.00 3.00 3.00 3.00 3.00 3.00 FY 2011 ADOPTED 3.00 3.00 3.00 REV TO ADPT VAR % - 0.0% 0.0% 0.0% Staffing by Market Range Title MARKET RANGE TITLE Chief Administrator - BOS Deputy Administrator - BOS Elected Department Total FY 2009 ADOPTED 1.00 1.00 1.00 3.00 FY 2010 ADOPTED 1.00 1.00 1.00 3.00 FY 2010 REVISED 1.00 1.00 1.00 3.00 FY 2010 FORECAST 1.00 1.00 1.00 3.00 FY 2011 ADOPTED 1.00 1.00 1.00 3.00 REV TO ADPT VAR % 0.0% 0.0% 0.0% 0.0% FY 2010 REVISED 3.00 3.00 FY 2010 FORECAST 3.00 3.00 FY 2011 ADOPTED 3.00 3.00 REV TO ADPT VAR % 0.0% 0.0% Staffing by Fund FUND 100 - GENERAL DEPARTMENT TOTAL FY 2009 ADOPTED 3.00 3.00 FY 2010 ADOPTED 3.00 3.00 General Adjustments Personnel: Health insurance premiums for medical and dental coverage and employer costs for retirement/long-term disability are increasing personnel costs as follows: • General Fund (100): o $5,125 increase for health/dental and retirement costs. o The Department absorbed the benefit increase through a decrease in Supplies and Other Services. o Net zero impact to fund. 281 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Board of Supervisors, District 3 Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 346,428 $ - FY 2010 Revised Budget $ 346,428 $ - FY 2011 Budget Target $ 346,428 $ - $ 5,125 $ 2,160 2,965 (5,125) $ (5,125) - 346,428 $ 0.0% - Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Agenda Item: $ FY 2011 Adopted Budget Percent Change from Target Amount $ 282 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Board of Supervisors, District 4 Board of Supervisors, District 4 Analysis by Angie Flick, Management & Budget Supervisor Summary Mission The mission of the Maricopa County is to provide regional leadership and fiscally responsible, necessary public services so that residents can enjoy living in a healthy and safe community. Vision Citizens serving citizens by working collaboratively, innovatively, efficiently, and effectively. We will be responsive to our customers while being fiscally prudent. Uses by Program and Activity FY 2009 ACTUAL PROGRAM / ACTIVITY USES FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 328,937 $ 328,937 $ 346,428 $ 346,428 $ 346,428 $ 346,428 $ 334,295 $ 334,295 $ 346,428 $ 346,428 $ - 0.0% 0.0% ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 108 $ 108 $ - $ - $ - $ - $ 56 $ 56 $ - $ - $ - N/A N/A TOTAL PROGRAMS $ 329,045 $ 346,428 $ 346,428 $ 334,351 $ 346,428 $ - 0.0% Uses by Category FY 2009 ACTUAL CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY 0750 - FRINGE BENEFITS $ FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST REV VS ADPT VAR % FY 2011 ADOPTED SUBTOTAL $ 250,055 $ 77,156 327,211 $ 252,921 $ 78,156 331,077 $ 252,921 $ 78,156 331,077 $ 253,718 $ 75,522 329,240 $ 252,921 $ 81,321 334,242 $ $ SUBTOTAL $ 361 $ 361 $ 8,085 $ 8,085 $ 8,085 $ 8,085 $ 3,372 $ 3,372 $ $ - $ 75 49 356 33 513 $ - $ 1,200 876 4,090 1,100 7,266 $ - $ 1,200 876 4,090 1,100 7,266 $ $ $ 960 $ 960 $ - $ - $ ALL EXPENDITURES $ 329,045 $ TOTAL USES $ 329,045 $ SUPPLIES 0801 - GENERAL SUPPLIES SERVICES 0810 - LEGAL SERVICES 0812 - OTHER SERVICES 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL CAPITAL 0950 - DEBT SERVICE SUBTOTAL $ (3,165) (3,165) 0.0% -4.0% -1.0% 6,420 $ 6,420 $ 1,665 1,665 20.6% 20.6% 19 $ 530 302 383 130 375 1,739 $ - $ 1,200 876 2,590 1,100 5,766 $ 1,500 1,500 N/A 0.0% 0.0% 36.7% N/A 0.0% 20.6% - $ - $ - $ - $ - $ - $ - N/A N/A 346,428 $ 346,428 $ 334,351 $ 346,428 $ - 0.0% 346,428 $ 346,428 $ 334,351 $ 346,428 $ - 0.0% 283 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Board of Supervisors, District 4 Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % $ FUND TOTAL USES $ 329,045 $ 329,045 $ 346,428 $ 346,428 $ 346,428 $ 346,428 $ 334,351 $ 334,351 $ 346,428 $ 346,428 $ - 0.0% 0.0% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 329,045 $ 329,045 $ 346,428 $ 346,428 $ 346,428 $ 346,428 $ 334,351 $ 334,351 $ 346,428 $ 346,428 $ - 0.0% 0.0% Staffing by Program and Activity PROGRAM / ACTIVITY ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT PROGRAM TOTAL DEPARTMENT TOTAL FY 2009 ADOPTED FY 2010 ADOPTED 3.00 3.00 3.00 FY 2010 REVISED 3.00 3.00 3.00 FY 2010 FORECAST 3.00 3.00 3.00 3.00 3.00 3.00 FY 2011 ADOPTED 3.00 3.00 3.00 REV TO ADPT VAR % - 0.0% 0.0% 0.0% Staffing by Market Range Title MARKET RANGE TITLE Chief Administrator - BOS Deputy Administrator - BOS Elected Department Total FY 2009 ADOPTED 1.00 1.00 1.00 3.00 FY 2010 ADOPTED 1.00 1.00 1.00 3.00 FY 2010 REVISED 1.00 1.00 1.00 3.00 FY 2010 FORECAST 1.00 1.00 1.00 3.00 FY 2011 ADOPTED 1.00 1.00 1.00 3.00 REV TO ADPT VAR % 0.0% 0.0% 0.0% 0.0% FY 2010 REVISED 3.00 3.00 FY 2010 FORECAST 3.00 3.00 FY 2011 ADOPTED 3.00 3.00 REV TO ADPT VAR % 0.0% 0.0% Staffing by Fund FUND 100 - GENERAL DEPARTMENT TOTAL FY 2009 ADOPTED 3.00 3.00 FY 2010 ADOPTED 3.00 3.00 General Adjustments Personnel: Health insurance premiums for medical and dental coverage and employer costs for retirement/long-term disability are increasing personnel costs as follows: • General Fund (100): o $3,165 increase for health/dental and retirement costs. o The Department absorbed the benefit increase through a decrease in Supplies and Travel. o Net zero impact to fund. 284 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Board of Supervisors, District 4 Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 346,428 $ - FY 2010 Revised Budget $ 346,428 $ - FY 2011 Budget Target $ 346,428 $ - $ 3,165 $ 216 2,949 (3,165) $ (3,165) - 346,428 $ 0.0% - Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Agenda Item: $ FY 2011 Adopted Budget Percent Change from Target Amount $ 285 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Board of Supervisors, District 5 Board of Supervisors, District 5 Analysis by Angie Flick, Management & Budget Supervisor Summary Mission The mission of the Maricopa County is to provide regional leadership and fiscally responsible, necessary public services so that residents can enjoy living in a healthy and safe community. Vision Citizens serving citizens by working collaboratively, innovatively, efficiently, and effectively. We will be responsive to our customers while being fiscally prudent. Uses by Program and Activity FY 2009 ACTUAL PROGRAM / ACTIVITY USES FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 364,455 $ 364,455 $ 346,428 $ 346,428 $ 346,428 $ 346,428 $ 341,585 $ 341,585 $ 346,428 $ 346,428 $ - 0.0% 0.0% ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 120 $ 120 $ - $ - $ - $ - $ 56 $ 56 $ - $ - $ - N/A N/A TOTAL PROGRAMS $ 364,575 $ 346,428 $ 346,428 $ 341,641 $ 346,428 $ - 0.0% Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0750 - FRINGE BENEFITS 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % 253,129 $ 80,920 334,049 $ 256,156 $ 81,119 4,616 341,891 $ 256,156 $ 81,119 4,616 341,891 $ 213,322 $ 63,461 4,616 281,399 $ 232,729 $ 80,308 313,037 $ 7,368 $ 7,368 $ 1,288 $ 1,288 $ 1,288 $ 1,288 $ 938 $ 938 $ 10,156 $ 10,156 $ (8,868) -688.5% (8,868) -688.5% $ 7,192 $ 955 9,219 3,883 37 21,286 $ - $ 1,200 1,200 240 2,640 $ - $ 500 1,900 240 2,640 $ 53,256 $ 366 4,372 690 20 58,704 $ 5,808 $ 1,412 10,872 4,294 240 22,626 $ (5,808) N/A (912) -182.4% (8,972) -472.2% (4,294) N/A 0.0% (19,986) -757.0% $ $ 1,872 $ 1,872 $ 609 $ 609 $ 609 $ 609 $ 600 $ 600 $ 609 $ 609 $ - 0.0% 0.0% ALL EXPENDITURES $ 364,575 $ 346,428 $ 346,428 $ 341,641 $ 346,428 $ - 0.0% TOTAL USES $ 364,575 $ 346,428 $ 346,428 $ 341,641 $ 346,428 $ - 0.0% SUPPLIES 0801 - GENERAL SUPPLIES $ SUBTOTAL $ SERVICES 0812 - OTHER SERVICES 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL CAPITAL 0950 - DEBT SERVICE SUBTOTAL $ 286 23,427 811 4,616 28,854 9.1% 1.0% 100.0% 8.4% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Board of Supervisors, District 5 Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % $ FUND TOTAL USES $ 364,575 $ 364,575 $ 346,428 $ 346,428 $ 346,428 $ 346,428 $ 341,641 $ 341,641 $ 346,428 $ 346,428 $ - 0.0% 0.0% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 364,575 $ 364,575 $ 346,428 $ 346,428 $ 346,428 $ 346,428 $ 341,641 $ 341,641 $ 346,428 $ 346,428 $ - 0.0% 0.0% Staffing by Program and Activity PROGRAM / ACTIVITY ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT PROGRAM TOTAL DEPARTMENT TOTAL FY 2009 ADOPTED FY 2010 ADOPTED 3.00 3.00 3.00 FY 2010 REVISED 3.00 3.00 3.00 FY 2010 FORECAST 3.00 3.00 3.00 2.00 2.00 2.00 FY 2011 ADOPTED 3.00 3.00 3.00 REV TO ADPT VAR % - 0.0% 0.0% 0.0% Staffing by Market Range Title MARKET RANGE TITLE Chief Administrator - BOS Deputy Administrator - BOS Elected Department Total FY 2009 ADOPTED 1.00 1.00 1.00 3.00 FY 2010 ADOPTED 1.00 1.00 1.00 3.00 FY 2010 REVISED 1.00 1.00 1.00 3.00 FY 2010 FORECAST 1.00 1.00 2.00 FY 2011 ADOPTED 1.00 1.00 1.00 3.00 REV TO ADPT VAR % 0.0% 0.0% 0.0% 0.0% FY 2010 REVISED 3.00 3.00 FY 2010 FORECAST 3.00 2.00 FY 2011 ADOPTED 3.00 3.00 REV TO ADPT VAR % 0.0% 0.0% Staffing by Fund FUND 100 - GENERAL DEPARTMENT TOTAL FY 2009 ADOPTED 3.00 3.00 FY 2010 ADOPTED 3.00 3.00 General Adjustments Personnel: Health insurance premiums for medical and dental coverage and employer costs for retirement/long-term disability are increasing personnel costs as follows: • General Fund (100): o $3,291 increase for health/dental and retirement costs. o The Department absorbed the benefit increase through budgeting a vacant position at a lower rate than where the previous incumbent had been budgeted. o Net zero impact to fund. 287 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Board of Supervisors, District 5 Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 346,428 $ - FY 2010 Revised Budget $ 346,428 $ - FY 2011 Budget Target $ 346,428 $ - $ 3,291 $ 324 2,967 (3,291) $ (3,291) - 346,428 $ 0.0% - Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Agenda Item: $ FY 2011 Adopted Budget Percent Change from Target Amount $ 288 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Call Center Call Center Analysis by Julia Smith, Management & Budget Analyst Summary Mission The mission of the Call Center is to provide information with accuracy and courtesy to callers of the Treasurer, Assessor, Recorder, Elections and the Clerk of the Superior Court offices so they can conduct their business with the County confidently and conveniently. Vision The vision of the Call Center is to increase efficiency by expanding the information available on the 24hour automated system. Strategic Goals • By June, 2012, by collaborating with agencies we serve, the Call Center will increase by 50% the printed and electronic distribution of Frequently Asked Questions (FAQs) for regularly scheduled events (e.g.) tax bills, election and notice of value information so that taxpayers and voters will have sufficient information to preclude the need to contact the Call Center. Status: A request for proposal for a new contact center system is currently under review which will give the call center the ability to create and provide electronic FAQ distribution as needed. • By June, 2012, the Call Center will increase in-house agency specific training by 50% so that agents will be better able to answer the increasingly complex caller questions making the calling experience more customer- friendly. Status: The Department is currently conducting assessment testing of all Call Center Representatives to determine agency specific training needs. Sources and Uses by Program and Activity FY 2009 ACTUAL PROGRAM / ACTIVITY USES FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % TELE - CUSTOMER SERVICE TELEPHONE 14SC - STAR CENTER $ $ 1,572,422 $ 1,572,422 $ 1,362,671 $ 1,362,671 $ 1,362,671 $ 1,362,671 $ 1,350,296 $ 1,350,296 $ 1,357,359 $ 1,357,359 $ HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ - $ 4,675 4,675 $ 500 $ 419 919 $ 500 $ 419 919 $ 164 $ 2,268 2,432 $ 500 $ 2,823 3,323 $ (2,404) (2,404) 0.0% -573.7% -261.6% ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 5,868 $ 5,868 $ - $ - $ - $ - $ 2,456 $ 2,456 $ 2,908 $ 2,908 $ (2,908) (2,908) N/A N/A TOTAL PROGRAMS $ 1,582,965 $ 1,363,590 $ 1,363,590 $ 1,355,184 $ 1,363,590 $ 289 5,312 5,312 - 0.4% 0.4% 0.0% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Call Center Sources and Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES SUBTOTAL $ FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST REV VS ADPT VAR % FY 2011 ADOPTED 1,061,690 $ 14,530 6,783 410,301 8,584 1,501,888 $ 950,123 $ 24,504 5,000 346,929 3,557 1,330,113 $ 950,123 $ 24,504 5,000 346,929 3,557 1,330,113 $ 958,413 $ 21,018 29 354,200 4,629 1,338,289 $ 946,839 $ 19,217 7,000 356,936 3,600 1,333,592 $ 6,206 $ 6,206 $ 9,463 $ 9,463 $ 9,463 $ 9,463 $ 6,163 $ 6,163 $ $ 19,703 $ 3,136 147 10 11 23,007 $ - $ 3,396 1,296 6,902 700 156 12,450 $ - $ 3,396 1,296 6,902 700 156 12,450 $ $ $ 51,864 $ 51,864 $ 11,564 $ 11,564 $ ALL EXPENDITURES $ 1,582,965 $ TOTAL USES $ 1,582,965 $ SUPPLIES 0801 - GENERAL SUPPLIES $ SUBTOTAL $ SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL CAPITAL 0950 - DEBT SERVICE SUBTOTAL $ 3,284 5,287 (2,000) (10,007) (43) (3,479) 0.3% 21.6% -40.0% -2.9% -1.2% -0.3% 4,932 $ 4,932 $ 4,531 4,531 47.9% 47.9% - $ 1,132 432 3,264 78 246 83 5,235 $ 15,191 $ 1,944 1,295 3,213 500 100 22,243 $ (15,191) 1,452 1 3,689 200 56 (9,793) N/A 42.8% 0.1% 53.4% N/A 28.6% 35.9% -78.7% 11,564 $ 11,564 $ 5,497 $ 5,497 $ 2,823 $ 2,823 $ 8,741 8,741 75.6% 75.6% 1,363,590 $ 1,363,590 $ 1,355,184 $ 1,363,590 $ - 0.0% 1,363,590 $ 1,363,590 $ 1,355,184 $ 1,363,590 $ - 0.0% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % $ FUND TOTAL USES $ 1,582,965 $ 1,582,965 $ 1,363,590 $ 1,363,590 $ 1,363,590 $ 1,363,590 $ 1,355,184 $ 1,355,184 $ 1,363,590 $ 1,363,590 $ - 0.0% 0.0% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 1,582,965 $ 1,582,965 $ 1,363,590 $ 1,363,590 $ 1,363,590 $ 1,363,590 $ 1,355,184 $ 1,355,184 $ 1,363,590 $ 1,363,590 $ - 0.0% 0.0% Staffing by Program and Activity PROGRAM / ACTIVITY CUSTOMER SERVICE TELEPHONE PROGRAM TOTAL DEPARTMENT TOTAL FY 2009 FY 2010 ADOPTED ADOPTED 33.00 27.00 33.00 27.00 33.00 27.00 FY 2010 FY 2010 REVISED FORECAST 27.00 27.00 27.00 27.00 27.00 27.00 FY 2011 ADOPTED 27.00 27.00 27.00 REV TO ADPT VAR % 0.0% 0.0% 0.0% Staffing by Market Range Title MARKET RANGE TITLE Admin/Operations Specialist Administrative Supervisor Call Ctr Representative Director - STAR Call Center Management Analyst Systems/Network Administrator Department Total FY 2009 ADOPTED 1.00 2.00 27.00 1.00 1.00 1.00 33.00 FY 2010 ADOPTED 2.00 22.00 1.00 1.00 1.00 27.00 290 FY 2010 REVISED 2.00 22.00 1.00 1.00 1.00 27.00 FY 2010 FORECAST 2.00 22.00 1.00 1.00 1.00 27.00 FY 2011 ADOPTED 2.00 22.00 1.00 1.00 1.00 27.00 REV TO ADPT VAR % N/A 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Call Center Staffing by Fund FUND 100 - GENERAL DEPARTMENT TOTAL FY 2009 ADOPTED 33.00 33.00 FY 2010 ADOPTED 27.00 27.00 FY 2010 REVISED 27.00 27.00 FY 2010 FORECAST 27.00 27.00 FY 2011 ADOPTED 27.00 27.00 REV TO ADPT VAR % 0.0% 0.0% General Adjustments Personnel: Health insurance premiums for medical and dental coverage and employer costs for retirement/long-term disability are increasing a total of $27,388 for FY 2010-11. The Department anticipated the increase cost of benefits and submitted their budget request $35,778 under target. Salary and benefit savings for the Department are being right-sized to 2.3% from 3%, increasing personnel costs by $7,540. The net impact to the Department’s budget is zero. Programs and Activities Call Center Program The purpose of the Call Center is to provide an immediate information bridge for the residents of Maricopa County so that the caller and the customer 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. Program Results Measure Description Percent of calls answered within 30 seconds FY 2009 ACTUAL 67.2% FY 2010 REVISED 63.1% FY 2011 ADOPTED 63.1% REV VS ADPT VAR % 0.0% 0.0% Activities that comprise this program include: • Customer Service Telephone Customer Service Telephone Activity The purpose of the Customer Service Telephone activity is to provide information to residents of Maricopa County so they can make accurate, timely, and informed decisions with a single telephone call. Mandates: Activity not mandated. Measure Type Result Output Output Output Demand Efficiency Expenditure Measure Description Percent of calls answered within 30 seconds Number of calls answered within 30 seconds Number of calls answered Total calls Number of calls projected to be offered Average cost of a call answered FY 2009 FY 2010 FY 2011 ACTUAL REVISED ADOPTED 67.2% 63.1% 63.1% 718,904 581,537 581,537 1,069,127 922,100 922,100 1,069,127 922,100 922,100 1,400,000 922,100 922,100 $ 1.47 $ 1.48 $ 1.47 $ 100 - GENERAL TOTAL USES $ 1,572,422 $ 1,572,422 $ 1,362,671 $ 1,362,671 $ 1,357,359 $ 1,357,359 $ $ REV VS ADPT VAR % 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.01 0.4% 5,312 5,312 0.4% 0.4% Activity Narrative: The demand represents the number of calls that can be handled within the telephone system, which is a combination of those calls in the queue to be answered, as well as those 291 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Call Center calls that have been filtered to Call Center Representatives. Due to major events in FY 2010-11, such as the State Elections, tax bill mailings, and notice of valuation mailings, the Department expects the number of citizens calling for assistance to be approximately 1,200,000. The Department is positioned to answer 76.8% of incoming phone calls in FY 2010-11. The current resources will be able to field 922,100 calls with only 63.1% of calls answered within 30 seconds. Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 1,363,590 $ - FY 2010 Revised Budget $ 1,363,590 $ - FY 2011 Budget Target $ 1,363,590 $ - $ 27,388 $ 23,004 4,384 (27,388) $ (27,388) - 1,363,590 $ 0.0% - Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Reductions Agenda Item: $ FY 2011 Adopted Budget Percent Change from Target Amount $ 292 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Clerk of the Board Clerk of the Board Analysis by Lauren M. Cochran, Management & Budget Analyst Summary Mission The mission of the Office of the Clerk of the Board is to provide statutory and policy-related services and official record keeping for the Board of Supervisors, other County Agencies, Special Districts, and the general public, so they can make informed decision 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 procedures and record keeping for the Maricopa County Board of Supervisors and their related Boards. Strategic Goals • By June, 2012, provide electronic access to Board of Supervisors’ agendas and backup documentation for 50% of counsel to the Board within 30 days of their assignment. Status: New goal for FY 2010-11. • By June, 2014, 50% of requests for information and services will be delivered electronically. Status: New goal for FY2 010-11. • By June, 2014, provide 100% of instructional materials (speaker request forms and department agenda heading) related to the Board of Supervisors’ Formal Board Meetings will be translated into Spanish. Status: New goal for FY 2010-11. 293 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Clerk of the Board Sources and Uses by Program and Activity FY 2009 ACTUAL PROGRAM / ACTIVITY SOURCES SDIS - SPECIAL DISTRICTS 06SD - SPECIAL DISTRICTS FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % $ $ - $ $ - $ $ - $ $ 1,031 1,031 $ $ - $ $ - N/A N/A TOTAL PROGRAMS $ - $ - $ - $ 1,031 $ - $ - N/A USES RCRD - RECORDS MANAGEMENT 06IS - INFORMATION SERVICES $ $ 125,239 125,239 $ $ 386,528 386,528 $ $ 386,528 386,528 $ $ 121,950 121,950 $ $ 346,310 346,310 $ $ 40,218 40,218 10.4% 10.4% MTNG - MEETING MANAGEMENT 06MM - MEETING MANAGEMENT $ $ 264,563 264,563 $ $ 634,959 634,959 $ $ 566,776 566,776 $ $ 286,537 286,537 $ $ 579,963 579,963 $ $ (13,187) (13,187) -2.3% -2.3% SDIS - SPECIAL DISTRICTS 06SD - SPECIAL DISTRICTS $ $ 52,514 52,514 $ $ 68,303 68,303 $ $ 68,303 68,303 $ $ 43,115 43,115 $ $ 40,926 40,926 $ $ 27,377 27,377 40.1% 40.1% BORD - BOARDS AND COMMISSIONS LICP - LICENSES AND PERMITS 06SS - STATUTORY SERVICES $ 18,971 12,645 31,616 $ 33,528 10,689 44,217 $ 33,528 10,689 44,217 $ 26,952 16,443 43,395 $ 34,443 23,421 57,864 $ (915) (12,732) (13,647) -2.7% -119.1% -30.9% FSAC - FINANCIAL SERVICES ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ $ 42,056 175,709 217,765 $ $ 32,461 183,612 216,073 $ $ 38,594 173,232 211,826 $ $ 38,594 173,232 211,826 $ $ 34,604 165,115 199,719 $ (3,462) (2,477) (5,939) -9.0% -1.4% -2.8% ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 3,480 3,480 $ $ 358 358 $ $ 358 358 $ $ 358 358 $ $ 1,116 1,116 $ $ (758) (758) -211.7% -211.7% TOTAL PROGRAMS $ 677,131 $ 1,346,191 $ 1,278,008 $ 711,428 $ 1,243,944 $ $ $ $ $ $ $ 34,064 2.7% Sources and Uses by Category CATEGORY MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % $ SUBTOTAL $ - $ $ - $ $ - $ $ 1,031 1,031 $ $ - $ $ - N/A N/A ALL REVENUES $ - $ - $ - $ 1,031 $ - $ - N/A - $ - $ - $ 1,031 FY 2010 FORECAST $ - $ N/A REV VS ADPT VAR % TOTAL SOURCES $ CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2009 ACTUAL FY 2010 ADOPTED FY 2011 ADOPTED 491,592 $ 600 151,692 (42,581) 42,581 643,884 $ 491,592 $ 600 151,692 (42,581) 42,581 643,884 $ 509,396 $ 200 163,006 599 (67,148) 35,911 641,964 $ 538,037 $ 618 186,809 (61,385) 664,079 $ $ $ 8,296 8,296 $ $ 8,296 8,296 $ $ 7,856 7,856 $ $ 8,296 8,296 $ $ - 0.0% 0.0% 2,807 663,580 12,186 4,422 900 683,895 $ $ 2,607 549,019 5,958 3,215 654 561,453 $ $ 1,162 28,839 12,186 4,201 4,352 60 692 51,492 $ $ 2,807 595,397 12,186 4,422 900 615,712 $ $ 3,789 $ 759 3,986 3,733 2,022 (2,138) 915 13,066 $ $ 200 46,378 6,228 1,207 246 54,259 7.1% 7.8% 51.1% 27.3% N/A N/A 27.3% 8.8% $ $ 13,788 13,788 $ $ 10,116 10,116 $ $ 10,116 10,116 $ $ 10,116 10,116 $ $ 10,116 10,116 $ $ - 0.0% 0.0% ALL EXPENDITURES $ 677,131 $ 1,346,191 $ 1,278,008 $ 711,428 $ 1,243,944 $ 34,064 2.7% TOTAL USES $ 677,131 $ 1,346,191 $ 1,278,008 $ 711,428 $ 1,243,944 $ 34,064 2.7% SUPPLIES 0801 - GENERAL SUPPLIES $ SUBTOTAL $ SERVICES 0810 - LEGAL SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL CAPITAL 0950 - DEBT SERVICE SUBTOTAL $ 527,280 $ 7,204 241 162,589 1,121 (60,159) 638,276 $ FY 2010 REVISED 12,001 12,001 294 (46,445) (18) (35,117) 18,804 42,581 (20,195) -9.4% N/A -3.0% -23.2% N/A -44.2% 100.0% -3.1% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Clerk of the Board Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST REV VS ADPT VAR % FY 2011 ADOPTED $ FUND TOTAL SOURCES $ - $ $ - $ $ - $ $ 1,031 1,031 $ $ - $ $ - DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ - $ $ - $ $ - $ $ 1,031 1,031 FY 2010 FORECAST $ $ - $ $ N/A N/A REV VS ADPT VAR % $ $ $ 660,693 583,251 1,243,944 $ $ $ 660,693 583,251 1,243,944 FY 2009 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING $ FY 2010 ADOPTED FUND TOTAL USES $ 677,131 677,131 DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 677,131 677,131 $ FY 2010 REVISED $ 650,135 696,056 1,346,191 $ $ $ 650,135 696,056 1,346,191 $ $ 650,135 627,873 1,278,008 $ $ 649,728 61,700 711,428 $ $ $ 650,135 627,873 1,278,008 $ $ $ 649,728 61,700 711,428 FY 2011 ADOPTED N/A N/A $ (10,558) 44,622 34,064 -1.6% 7.1% 2.7% $ $ $ (10,558) 44,622 34,064 -1.6% 7.1% 2.7% Staffing by Program and Activity PROGRAM / ACTIVITY ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT FINANCIAL SERVICES PROGRAM TOTAL INFORMATION SERVICES RECORDS MANAGEMENT PROGRAM TOTAL MEETING MANAGEMENT MEETING MANAGEMENT PROGRAM TOTAL SPECIAL DISTRICTS SPECIAL DISTRICTS PROGRAM TOTAL STATUTORY SERVICES BOARDS AND COMMISSIONS LICENSES AND PERMITS PROGRAM TOTAL DEPARTMENT TOTAL FY 2009 ADOPTED FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV TO ADPT VAR % 1.75 0.50 2.25 1.25 0.75 2.00 1.25 0.75 2.00 1.35 0.75 2.10 1.35 0.75 2.10 0.10 0.10 8.0% 0.0% 5.0% 2.45 2.45 2.45 2.45 2.45 2.45 2.65 2.65 3.15 3.15 0.70 0.70 28.6% 28.6% 4.35 4.35 3.60 3.60 3.60 3.60 4.20 4.20 3.70 3.70 0.10 0.10 2.8% 2.8% 0.75 0.75 0.75 0.75 0.75 0.75 0.55 0.55 0.55 0.55 (0.20) (0.20) -26.7% -26.7% 0.50 0.20 0.70 10.50 0.50 0.20 0.70 9.50 0.50 0.20 0.70 9.50 0.50 0.50 1.00 10.50 0.50 0.50 1.00 10.50 0.30 0.30 1.00 0.0% 150.0% 42.9% 10.5% Staffing by Market Range Title MARKET RANGE TITLE Admin/Operations Specialist Administrator Director - Clerk of the Board Executive Assistant Finan/Business Analyst - Dept Management Analyst Management Assistant Office Assistant Office Assistant Specialized Department Total FY 2009 ADOPTED 2.00 2.00 1.00 1.00 1.00 0.50 3.00 10.50 FY 2010 ADOPTED 1.00 1.00 1.00 2.00 1.00 0.50 3.00 9.50 FY 2010 REVISED 1.00 1.00 1.00 2.00 1.00 0.50 3.00 9.50 FY 2010 FORECAST 1.00 1.00 1.00 1.00 2.00 1.00 0.50 3.00 10.50 FY 2011 ADOPTED 1.00 1.00 1.00 1.00 2.00 1.00 0.50 3.00 10.50 REV TO ADPT VAR % 0.0% 0.0% 0.0% N/A 1.00 N/A 0.0% 0.0% 0.0% 0.0% 1.00 10.5% FY 2010 REVISED 9.50 9.50 FY 2010 FORECAST 10.50 10.50 FY 2011 ADOPTED 10.50 10.50 REV TO ADPT VAR % 1.00 10.5% 1.00 10.5% Staffing by Fund FUND 100 - GENERAL DEPARTMENT TOTAL FY 2009 ADOPTED 10.50 10.50 FY 2010 ADOPTED 9.50 9.50 295 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Clerk of the Board Significant Variance Analysis There are no significant changes in staffing overall or per activity. General Adjustments Operating Adjustments: • Increase Regular Benefits in the amount of $8,475 for employee health and dental premium • increases. Increase Regular Benefits by $2,083 for the FY 2010-11 retirement contribution rate increase. Strategic Business Plan Update The Clerk of the Board underwent a facilitated review of their strategic plan. There were no major changes to the activity and program structure. However, all measures were reviewed. Measures were updated to reflect findings from Internal Audits’ review of the Clerk of the Board’s plan. The measures now accurately reflect the work performed in the department. Programs and Activities Information Services Program The purpose of the Information Services Program is to provide Board of Supervisors' and Board of Countywide Districts' recorded document management services to Maricopa County Departments and the people of Maricopa County so they can have access to the Board’s actions and conduct their respective business. Program Results Measure Description Percent of responses received from the public and/or departments who expressed an opinion that were satisfied with research Percent of record and information requests processed within five business days FY 2009 ACTUAL 100.0% FY 2010 REVISED 94.6% FY 2011 ADOPTED 98.1% N/A N/A 71.1% REV VS ADPT VAR % 3.5% 3.7% N/A N/A Activities that comprise this program include: • Records Management Records Management Activity The Purpose of the Records Management Activity is to provide Board of Supervisors' and Board of Directors of Countywide Districts' recorded document management services to Maricopa County departments and the people of Maricopa County so they can have access to the Board’s actions and conduct their respective business. Mandates: A.R.S. §11-221 provides custody and inspection of records that all accounts of the Board of Supervisors should be kept at the office of the Clerk of the Board, and in his care, and shall be open to public inspection. A.R.S. §39-101 clarifies what a permanent public record is as well as the storage and quality of the medium used for preservation. 296 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Output Demand Efficiency Measure Description Percent of responses received from the public and/or departments who expressed an opinion that were satisfied with research Percent of record and information requests processed within five business days Number of record and information requests processed Number of record and information requests received Average cost per record and information research request processed Department Strategic Plans and Budgets Clerk of the Board REV VS ADPT VAR % 3.5% 3.7% FY 2009 ACTUAL 100.0% FY 2010 REVISED 94.6% FY 2011 ADOPTED 98.1% N/A N/A 71.1% N/A N/A N/A N/A 900 N/A N/A 642 450 900 N/A N/A $ 450 384.79 N/A 100.0% N/A Expenditure 100 - GENERAL TOTAL USES $ $ 125,239 125,239 $ $ 386,528 386,528 $ $ 346,310 346,310 $ $ 40,218 40,218 10.4% 10.4% Non-Recurring Adjustments: • Increase Personal Services by $105,722 to support one (1) FTE for help with public records • • requests and one (1) FTE for the scanning and imaging project. Of this amount, $19,199 is new one-time funding to support the scanning and imaging project position. Increase Other Services (812) by $223,387 for carry-over associated with the Imaging Project. The total amount of carry-over is $248,525 of which $25,138 is being used to fund the latter of the two positions discussed above. Decrease Personal Services by $61,385 to allocate 1 FTE to Non-Departmental. Activity Narrative: The Records Management Activity is carrying over one-time funding from FY 2010-11. Expenditures are decreasing due to the reallocation of FTE’s to other Activities. Measures are new for FY 2010-11 not allowing for a viable historical analysis. One-time funding is being used to support a position in this Activity due to increased demand for Public Records. This demand is expected to normalize in FY 2011-12 and the position will be unfunded. The efficiency (Average cost per record and information research request processed) appears inflated due to the inclusion of the Imaging Project budget in this activity. It is important to note that this activity contains several services that add to the cost per records and information research request processed. These include records scanning, filing, indexing and review as well as records/information requests. Meeting Management Program The purpose of the Meeting Management Program is to provide statutory meeting administration to the Board of Supervisors and Countywide District Board of Directors so they can hold meetings in compliance with the Open Meeting Laws. Program Results Measure Description Percent of Board of Supervisors' and Countywide Districts' meetings held in compliance with the Open Meeting Laws Percent of Formal Agenda items that require special handling FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED 100.0% N/A N/A 15.0% 297 REV VS ADPT VAR % N/A N/A N/A N/A Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Clerk of the Board Activities that comprise this program include: • Meeting Management Activity Meeting Management Activity The Purpose of the Meeting Management Activity is to provide statutory meeting administration to the Board of Supervisors and Countywide Districts so they can hold meetings in compliance with the Open Meeting Laws. Mandates: A.R.S. §11-214 provides regular meetings of the board shall be held in the County on a working day or days of each month designated by the board. The board shall notify the public of the location and the day or days designated. Special meeting may be called by a majority of the board, or by the chairman. Measure Type Result Result Output Output Demand Demand Efficiency Measure Description Percent of Board of Supervisors' and Countywide Districts' meetings held in compliance with the Open Meeting Laws Percent of Formal Agenda items that require special handling Number of Board of Supervisor and Countywide District Formal Agenda items processed Number of Board of Supervisors' and Countywide Districts' meetings held Number of Board of Supervisors' and Countywide Districts' Formal Agenda items requested Number of Board of Supervisors' and Countywide Districts' meetings requested Expenditure per Formal Agenda item processed FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED 100.0% N/A N/A 15.0% N/A N/A N/A N/A 2,400 N/A N/A N/A N/A 256 N/A N/A N/A N/A 2,400 N/A N/A N/A N/A 296 N/A N/A N/A N/A $ 241.65 N/A N/A (13,187) (13,187) -2.3% -2.3% REV VS ADPT VAR % N/A N/A Expenditure 100 - GENERAL TOTAL USES $ $ 264,563 264,563 $ $ 566,776 566,776 $ $ 579,963 579,963 $ $ Non-Recurring Adjustments: • Increase Other Services (812) by $315,527 for carry-over of the SOLAR project funding. Activity Narrative: All measures are new this Fiscal Year not allowing for a valid historical analysis. Department expenditures are decreasing due to the reallocation of FTE’s and the carry forward of SOLAR funding. The output, number of meetings held, does not meet the demand, number of meetings requested, because meetings can be cancelled at the request of the Board or if a quorum is not met. The efficiency (expenditure per Formal Agenda item processed) appears inflated due to the inclusion of the SOLAR Project budget in this activity. Special Districts Program The purpose of the Special Districts Program is to provide consultation and administrative services to citizens and Special Districts so they can conduct special district functions. 298 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Clerk of the Board Program Results Measure Description Percent of requests for information related to Special Districts completed within five business days FY 2009 ACTUAL N/A FY 2010 REVISED N/A REV VS ADPT VAR % N/A N/A FY 2011 ADOPTED 100.0% Activities that comprise this program include: • Special Districts Special Districts Activity The purpose of the Special Districts Activity is to provide consultation and administrative services to citizens and special districts so they can conduct special district functions. Mandates: A.R.S. §48-3602 provides that each county shall organize a county flood control district to include and govern its area of jurisdiction. A.R.S. §48-3901 provides the Board of Supervisors may establish at the county seat a county free library district for the county. A.R.S. §48-4202 through A.R.S. §48-6287 provides details on all other special districts that the Board of Supervisors can organize. Measure Type Result Output Demand Efficiency Measure Description Percent of requests for information related to Special Districts completed within five business days Number of requests for information related to special district administrative services completed Number of requests for information related to special districts Average cost per information request completed for special district FY 2009 ACTUAL N/A FY 2010 REVISED N/A N/A N/A 160 N/A N/A 139 190 200 10 5.3% N/A N/A N/A FY 2011 ADOPTED 100.0% N/A $ REV VS ADPT VAR % N/A N/A 255.79 Expenditure 100 - GENERAL TOTAL USES $ $ 52,514 52,514 $ $ 68,303 68,303 $ $ 40,926 40,926 $ $ 27,377 27,377 40.1% 40.1% Activity Narrative: All measures are new in FY 2010-11 not allowing for a valid historical comparison. Expenditures are decreasing in this activity due to the reallocation of employee time. 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. Program Results Measure Description Percent of Notice of Vacancy Reports sent to Board of Supervisor District Offices Percent of applications processed by the next formal meeting date FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED 100.0% N/A N/A 100.0% 299 REV VS ADPT VAR % N/A N/A N/A N/A Maricopa County Annual Business Strategies FY 2010-11 Recommended Budget Department Strategic Plans and Budgets Clerk of the Board Activities that comprise this program include: • Licenses and Permits • Boards and Commissions Application Processes Activity The purpose of the Application Processes Activity is to provide processed application and notification to the public so they can operate a licensed activity or function. Mandates: Liquor Licenses and Permits: A.R.S. Title 4, Chapter 2, among other rules and processes, this Chapter provides that governing body of the county to “enter an order recommending approval or disproval within sixty days after filing of the applications” for a new license and shall file a certified copy of the order with the director. Off-Track Wagering: A.R.S. § 5-111, In Statutorily designated counties, wagering may be permitted in off-track facilities only after “receiving approval for such use by…the Board of Supervisors, if located in an unincorporated area of the County.” Fireworks Permit: A.R.S. §36-1603, Application for a permit shall be made in writing not less than five days prior to the date of the display. Bingo License: A.R.S. §5-404 (I), The local governing body shall upon receipt of the application immediately set a hearing on the application to be held within forty-five days. Measure Type Result Output Output Demand Demand Efficiency Expenditure Measure Description Percent of applications processed by the next formal meeting date Number of applications processed Number of claims processed Number of claims received Number of applications received Cost per application processed 100 - GENERAL TOTAL USES FY 2009 ACTUAL N/A FY 2010 REVISED N/A N/A N/A N/A 96 N/A $ $ 12,645 12,645 N/A N/A N/A 85 N/A $ $ $ 10,689 10,689 REV VS ADPT VAR % N/A N/A FY 2011 ADOPTED 100.0% $ $ 104 4,420 4,420 104 225.20 23,421 23,421 $ $ N/A N/A N/A 19 N/A N/A N/A N/A 22.4% N/A (12,732) (12,732) -119.1% -119.1% Activity Narrative: Measures are new for FY 2010-11 not allowing for a valid historical analysis. The expenditure increase is due to changes in FTE allocations. Boards and Commissions Activity The purpose of the Boards and Commissions Activity is to provide central coordination of Boards and Commissions functions and appointments to the Board of Supervisors so they can make timely appointments for community service. Mandates: Administratively mandated by the Board of Supervisors 300 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Clerk of the Superior Court Analysis by Scott Rothe, Principal Management & Budget Analyst Summary Mission The mission of the Clerk of the Superior Court 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 The vision of the Clerk of the Superior Court is to anticipate, meet, and exceed the expectations of our customers. Strategic Goals • By December 31, 2010, Clerk’s Office employees will be offered services and work related choices designed to facilitate continuity of their employment, and candidates for employment with the Clerk’s Office will have access to information regarding the services and options offered to our employees so they can make an informed decision that the Clerk's Office is an employer of choice. Status: The Clerk's Office offers supervisors and managers a variety of training classes designed to increase employee satisfaction and retention which in turn facilitates continuity of employment. Additionally the Clerk's Office is in the process of developing information on the positions within the office for candidates for employment so they can make an informed decision that the Clerk's Office is an employer of choice. Resource limitations associated with the hiring freeze have delayed planning and implementation of additional initiatives designed to enhance the employee’s work experience – however, this remains a priority for the Clerk’s Office. • By January 1, 2011, the Clerk of Superior Court will adopt and maintain the Electronic Court Record (ECR) as the official court record for all Juvenile case types filed on and after January 1, 2011, to provide improved security, management and access to court records for juvenile court stakeholders. Status: The Clerk’s Office has assigned its Electronic Document Management System (EDMS) Program Manager to develop the plan for achieving this goal. Several strategies will be leveraged, including initial collaboration with Juvenile stakeholders to identify specific requirements for the Juvenile EDMS, to establish policies and procedures for the Juvenile ECR, and to obtain the appropriate authority from the Supreme Court to enable reliance on the ECR as the official court record. • By June 30, 2011, all (qualifying) parties who eFile documents in a Superior Court case will, at the time of eFiling, receive information regarding any fees assessed against their filing(s) and be provided with an electronic payment method so they can eFile all court 301 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court documents, not just ones that do not have an associated filing fee, and satisfy statutory requirements to pay for services upon delivery. Status: The Clerk’s Office is supporting the implementation of the statewide eFiling project, AZTurboCourt.gov, which will ultimately handle the assessment and collection of filing fees. The Clerk’s Information Technology Group anticipates implementation of the initial integration to AZTurboCourt.gov in May of 2010, to accept electronic filings that do not require fees. The Clerk’s business analysis staff is currently developing the business requirements for the assessment of fees for electronic filings in the Civil case type in order to define the appropriate technology solution for future integration. • By June 30, 2012, all parties (100%) who file documents in an adult Superior Court case will have access to electronic filing services so they can submit documents as soon as they are prepared and have filed documents available to the court within eight business hours, rather than wait four or more business days for the court to receive non-electronic filings. Status: The majority of electronic filing services for adult cases will be provided through AZTurboCourt.gov, with the exception of Criminal cases. The Clerk’s Office will build upon the initial integration to AZTurboCourt.gov in order to provide additional services to all parties who file with the Clerk. Initial business cases for identifying requirements for this integration are in progress through the direction of the Clerk’s business analysis group. 302 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Sources and Uses by Program and Activity FY 2009 ACTUAL PROGRAM / ACTIVITY SOURCES CASE - CASE ESTABLISHMENT COUR - MEMORIALIZE COURT PROCEEDINGS EDOC - ELECTRONIC DOCUMENT 16CR - COURT RECORDS COCL - COURT ORDERED RECEIVABLES 16FS - COURT CLERK FIDUCIARY SERVICES $ FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % $ 349,192 $ 4,466,277 4,930,826 9,746,295 $ 396,000 $ 4,657,186 4,559,100 9,612,286 $ 396,000 $ 4,859,681 4,559,100 9,814,781 $ 449,616 $ 4,700,462 4,877,388 10,027,466 $ 396,000 $ 4,489,611 5,040,100 9,925,711 $ (370,070) 481,000 110,930 0.0% -7.6% 10.6% 1.1% $ $ 9,585,105 $ 9,585,105 $ 10,730,200 $ 10,730,200 $ 10,730,200 $ 10,730,200 $ 9,714,117 $ 9,714,117 $ 9,859,900 $ 9,859,900 $ (870,300) (870,300) -8.1% -8.1% PURE - PUBLIC REGISTRATIONS 16PR - PUBLIC RECORDS $ $ 1,315,581 $ 1,315,581 $ 1,104,000 $ 1,104,000 $ 1,104,000 $ 1,104,000 $ 1,247,495 $ 1,247,495 $ 1,164,000 $ 1,164,000 $ 60,000 60,000 5.4% 5.4% CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ - $ 79,939 79,939 $ - $ 50,000 50,000 $ - $ 50,000 50,000 $ - $ 47,288 47,288 $ 252,164 $ 35,000 287,164 $ BUAS - BUSINESS APPLICATION DEV SUPP 99IT - INFORMATION TECHNOLOGY $ $ 223,888 $ 223,888 $ 204,000 $ 204,000 $ 204,000 $ 204,000 $ 219,326 $ 219,326 $ 204,000 $ 204,000 $ - 0.0% 0.0% TOTAL PROGRAMS $ 20,950,808 $ 21,700,486 $ 21,902,981 $ 21,255,692 $ 21,440,775 $ (462,206) -2.1% 381,921 $ 3,252,489 13,281,055 262,752 303,620 5,071,923 713,201 441,041 23,708,002 $ 320,543 $ 3,211,435 13,840,082 219,649 338,019 5,922,144 734,047 415,584 25,001,503 $ 322,061 $ 3,228,069 13,905,368 219,649 338,019 5,937,864 737,384 415,584 25,103,998 $ 310,919 $ 3,156,045 12,496,773 700,013 310,603 5,303,694 688,346 430,230 23,396,623 $ 483,770 $ 3,070,364 13,240,097 866,983 240,190 6,263,433 670,267 384,483 25,219,587 $ (161,709) 157,705 665,271 (647,334) 97,829 (325,569) 67,117 31,101 (115,589) -50.2% 4.9% 4.8% -294.7% 28.9% -5.5% 9.1% 7.5% -0.5% - $ 561,884 1,685,693 597,531 2,845,108 $ 175,972 $ 497,245 1,501,636 476,513 2,651,366 $ 175,972 $ 497,245 1,501,636 476,513 2,651,366 $ 191,606 $ 465,827 1,328,224 572,632 2,558,289 $ 174,184 $ 423,326 476,197 1,526,293 2,600,000 $ 1,788 73,919 1,025,439 (1,049,780) 51,366 1.0% 14.9% 68.3% -220.3% 1.9% 1,454,680 $ 725,647 961,394 3,141,721 $ 1,306,928 $ 639,833 898,912 2,845,673 $ 1,306,928 $ 639,833 898,912 2,845,673 $ 1,235,684 $ 537,045 850,545 2,623,274 $ 1,205,287 $ 726,844 936,530 2,868,661 $ 101,641 (87,011) (37,618) (22,988) 7.8% -13.6% -4.2% -0.8% 78,058 $ 170,291 623,269 3,293,111 181,060 4,345,789 $ 29,755 $ 200,838 636,358 3,009,344 267,976 4,144,271 $ 29,755 $ 200,838 636,358 3,009,344 267,976 4,144,271 $ 166,897 $ 160,920 495,282 3,097,980 62,019 3,983,098 $ 110,441 $ 133,208 583,616 3,242,722 57,889 252,477 4,380,353 $ (80,686) 67,630 52,742 (233,378) 210,087 (252,477) (236,082) -271.2% 33.7% 8.3% -7.8% 78.4% N/A -5.7% 558,277 $ 119,997 678,274 $ - $ 61,100 61,100 $ - $ 61,100 61,100 $ - $ 61,098 61,098 $ - $ 63,587 63,587 $ (2,487) (2,487) N/A -4.1% -4.1% $ 3,341,431 $ 555,664 1,178,444 97,881 5,173,420 $ 4,846,230 $ 645,774 652,248 96,842 6,241,094 $ 4,946,230 $ 645,774 652,248 96,842 6,341,094 $ 3,622,353 $ 596,670 699,528 98,580 5,017,131 $ 5,151,960 $ 1,276,633 432,299 122,094 6,982,986 $ (205,730) (630,859) 219,949 (25,252) (641,892) -4.2% -97.7% 33.7% -26.1% -10.1% TOTAL PROGRAMS $ 39,892,314 $ 40,945,007 $ 41,147,502 $ 37,639,513 $ 42,115,174 $ (967,672) -2.4% 252,164 (15,000) 237,164 N/A -30.0% 474.3% USES APLS - APPELLATE RECORDS CASE - CASE ESTABLISHMENT COUR - MEMORIALIZE COURT PROCEEDINGS DIST - DISTRIBUTION DRPT - DISPOSITION REPORT EDOC - ELECTRONIC DOCUMENT EXCC - EXHIBIT CUSTODY JDOC - JUVENILE SUBSEQUENT DOCUMENT 16CR - COURT RECORDS CFID - COURT CLERK FIDUCIARY COCL - COURT ORDERED RECEIVABLES CODS - COURT ORDERED DISBURSEMENT COFR - COURT ORDERED FIN RECORDS 16FS - COURT CLERK FIDUCIARY SERVICES $ $ $ $ CDOC - COURT DOCUMENT COPY CTFD - COURT FILE DELIVERY PURE - PUBLIC REGISTRATIONS 16PR - PUBLIC RECORDS $ BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT RMGT - RISK MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ $ GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER DESK - DESKTOP SUPPORT HDSP - HELP DESK SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ 303 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Sources and Uses by Category FY 2009 ACTUAL CATEGORY LICENSES AND PERMITS 0610 - LICENSES AND PERMITS $ SUBTOTAL $ INTERGOVERNMENTAL 0615 - GRANTS $ SUBTOTAL $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ FINES & FOREFEITS 0637 - FINES & FORFEITS $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ FY 2010 ADOPTED 460,479 $ 460,479 $ 1,407,965 1,407,965 $ $ 892,450 $ 14,016,390 14,908,840 $ 3,918,526 3,918,526 $ $ 79,939 $ 175,059 254,998 $ FY 2010 REVISED 444,000 $ 444,000 $ 1,615,346 1,615,346 $ $ 954,000 $ 13,683,140 14,637,140 $ 4,800,000 4,800,000 FY 2010 FORECAST 444,000 $ 444,000 $ 1,615,346 1,615,346 $ $ 954,000 $ 13,885,635 14,839,635 $ 444,797 $ 444,797 $ 1,302,359 1,302,359 REV VS ADPT VAR % FY 2011 ADOPTED 444,000 444,000 $ $ - 0.0% 0.0% $ $ 1,350,280 $ 1,350,280 $ (265,066) (265,066) -16.4% -16.4% 965,325 $ 14,465,888 15,431,213 $ 931,045 $ 14,640,950 15,571,995 $ (22,955) 755,315 732,360 -2.4% 5.4% 4.9% $ $ 4,800,000 4,800,000 $ $ 3,983,575 3,983,575 $ $ 3,983,500 $ 3,983,500 $ (816,500) (816,500) -17.0% -17.0% 74,000 $ 130,000 204,000 $ 74,000 130,000 204,000 $ $ $ 47,288 46,460 93,748 $ 45,000 $ 46,000 91,000 $ (29,000) (84,000) (113,000) -39.2% -64.6% -55.4% (462,206) -2.1% ALL REVENUES $ 20,950,808 $ 21,700,486 $ 21,902,981 $ 21,255,692 $ 21,440,775 $ TOTAL SOURCES $ 20,950,808 FY 2009 ACTUAL $ 21,700,486 FY 2010 ADOPTED $ 21,902,981 FY 2010 REVISED $ 21,255,692 FY 2010 FORECAST $ 21,440,775 $ FY 2011 ADOPTED (462,206) -2.1% REV VS ADPT VAR % 696,702 2.7% 97,064 28.9% (2,637) -3.8% (572,702) -6.0% (108,000) -304.7% (418,902) 25.3% 418,902 26.0% 110,427 0.3% CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 25,302,942 $ 210,199 56,627 9,404,287 114,719 (1,399,042) 1,354,043 35,043,775 $ 25,963,064 $ 336,140 68,561 9,527,181 10,800 (1,656,034) 1,611,034 35,860,746 $ 26,019,593 $ 336,140 68,561 9,548,497 35,450 (1,656,034) 1,611,034 35,963,241 $ 24,091,957 $ 231,844 49,609 8,995,642 165,572 (1,456,615) 1,330,386 33,408,395 $ 25,322,891 $ 239,076 71,198 10,121,199 143,450 (1,237,132) 1,192,132 35,852,814 $ 736,495 $ 18,822 108,115 863,432 $ 790,722 $ 22,200 416,498 1,229,420 $ 790,722 $ 22,200 416,498 1,229,420 $ 645,573 $ 18,521 283,794 947,888 $ 845,750 $ 22,000 233,645 1,101,395 $ (55,028) 200 182,853 128,025 -7.0% 0.9% 43.9% 10.4% 9,779 $ 778,580 166,212 592,785 558,277 120,409 37,670 27,280 552,577 2,843,569 $ 7,097 $ 1,940,582 161,407 684,864 74,128 53,290 60,651 425,728 3,407,747 $ 7,097 $ 2,040,582 161,407 684,864 74,128 53,290 60,651 425,728 3,507,747 $ 9,396 $ 1,390,712 105,141 470,283 154,211 45,199 27,994 533,077 2,736,013 $ 9,030 $ 2,806,517 144,198 560,007 118,825 64,450 54,650 500,150 252,477 4,510,304 $ (1,933) (765,935) 17,209 124,857 (44,697) (11,160) 6,001 (74,422) (252,477) (1,002,557) -27.2% -37.5% 10.7% 18.2% N/A -60.3% -20.9% 9.9% -17.5% N/A -28.6% $ 36,834 $ 507,797 26,653 570,254 1,141,538 $ 50,000 $ 285,000 112,094 447,094 $ 50,000 $ 285,000 112,094 447,094 $ 50,000 $ 377,703 119,514 547,217 $ 25,000 $ 420,000 205,661 650,661 $ 25,000 (135,000) (93,567) (203,567) 50.0% -47.4% N/A -83.5% -45.5% ALL EXPENDITURES $ 39,892,314 $ 40,945,007 $ 41,147,502 $ 37,639,513 $ 42,115,174 $ (967,672) -2.4% TOTAL USES $ 39,892,314 $ 40,945,007 $ 41,147,502 $ 37,639,513 $ 42,115,174 $ (967,672) -2.4% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT $ SUBTOTAL $ SERVICES 0810 - LEGAL SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0873 - SERVICES-ALLOCATION IN SUBTOTAL CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE SUBTOTAL $ $ $ 304 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Uses by Fund and Function FY 2009 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING FUND TOTAL 205 COURT DOCUMENT RETRIEVAL OPERATING FUND TOTAL 208 JUDICIAL ENHANCEMENT OPERATING FUND TOTAL 216 CLERK OF THE COURT GRANTS OPERATING FUND TOTAL 218 CLERK OF COURT FILL THE GAP OPERATING FUND TOTAL 270 CHILD SUPPORT ENHANCEMENT OPERATING FUND TOTAL 273 VICTIM LOCATION OPERATING FUND TOTAL 274 CLERK OF THE COURT EDMS OPERATING FUND TOTAL FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % $ SOURCES $ 11,249,878 $ 11,249,878 $ 12,206,200 $ 12,206,200 $ 12,206,200 $ 12,206,200 $ 11,411,228 $ 11,411,228 $ 11,409,900 $ 11,409,900 $ (796,300) (796,300) -6.5% -6.5% $ SOURCES $ 1,353,283 $ 1,353,283 $ 1,229,100 $ 1,229,100 $ 1,229,100 $ 1,229,100 $ 1,310,545 $ 1,310,545 $ 1,469,100 $ 1,469,100 $ 240,000 240,000 19.5% 19.5% $ SOURCES $ 1,095,435 $ 1,095,435 $ 954,840 $ 954,840 $ 954,840 $ 954,840 $ 1,121,022 $ 1,121,022 $ 1,100,000 $ 1,100,000 $ 145,160 145,160 15.2% 15.2% $ SOURCES $ 1,407,966 $ 1,407,966 $ 1,615,346 $ 1,615,346 $ 1,615,346 $ 1,615,346 $ 1,301,897 $ 1,301,897 $ 1,350,280 $ 1,350,280 $ (265,066) (265,066) -16.4% -16.4% $ SOURCES $ 2,097,106 $ 2,097,106 $ 2,206,000 $ 2,206,000 $ 2,408,495 $ 2,408,495 $ 2,408,495 $ 2,408,495 $ 2,408,495 $ 2,408,495 $ - 0.0% 0.0% $ SOURCES $ 107,863 $ 107,863 $ 95,000 $ 95,000 $ 95,000 $ 95,000 $ 93,696 $ 93,696 $ 95,000 $ 95,000 $ - 0.0% 0.0% $ SOURCES $ 25,922 $ 25,922 $ 24,000 $ 24,000 $ 24,000 $ 24,000 $ 11,000 $ 11,000 $ 10,000 $ 10,000 $ $ SOURCES $ 3,613,355 $ 3,613,355 $ 3,370,000 $ 3,370,000 $ 3,370,000 $ 3,370,000 $ 3,597,809 $ 3,597,809 $ 3,598,000 $ 3,598,000 $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2010 ADOPTED 20,950,808 $ 21,700,486 $ 21,902,981 $ 21,255,692 $ 21,440,775 $ 20,950,808 $ 21,700,486 $ 21,902,981 $ 21,255,692 $ 21,440,775 $ FY 2009 FY 2010 FY 2010 FY 2010 FY 2011 ACTUAL ADOPTED REVISED FORECAST ADOPTED (14,000) (14,000) 228,000 228,000 -58.3% -58.3% 6.8% 6.8% (462,206) -2.1% (462,206) -2.1% REV VS ADPT VAR % $ FUND TOTAL USES $ 30,901,077 $ 30,901,077 $ 30,056,139 $ 30,056,139 $ 30,056,139 $ 30,056,139 $ 28,328,987 $ 28,328,987 $ 30,185,299 $ 30,185,299 $ (129,160) (129,160) -0.4% -0.4% $ 880,095 $ 44,001 924,096 $ 1,229,100 $ 200,000 1,429,100 $ 1,229,100 $ 200,000 1,429,100 $ 1,047,636 $ 100,000 1,147,636 $ 1,469,100 $ 220,000 1,689,100 $ (240,000) (20,000) (260,000) -19.5% -10.0% -18.2% FUND TOTAL USES $ 717,568 $ 571,328 1,288,896 $ 954,840 $ 255,000 1,209,840 $ 954,840 $ 255,000 1,209,840 $ 706,103 $ 255,000 961,103 $ 1,100,000 $ 279,000 1,379,000 $ (145,160) (24,000) (169,160) -15.2% -9.4% -14.0% $ FUND TOTAL USES $ 1,357,544 $ 1,357,544 $ 1,615,346 $ 1,615,346 $ 1,615,346 $ 1,615,346 $ 1,301,897 $ 1,301,897 $ 1,350,280 $ 1,350,280 $ 265,066 265,066 16.4% 16.4% $ 2,100,525 $ 372,133 2,472,658 $ 2,206,000 $ 40,000 2,246,000 $ 2,408,495 $ 40,000 2,448,495 $ 2,393,218 $ 38,448 2,431,666 $ 2,408,495 $ 25,000 2,433,495 $ 15,000 15,000 0.0% 37.5% 0.6% 22,800 $ 56,805 79,605 $ - $ 75,000 75,000 $ - $ 75,000 75,000 $ - $ 18,000 18,000 $ - $ 75,000 75,000 $ - N/A 0.0% 0.0% - $ - $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ - $ 75,000 75,000 $ FUND TOTAL USES $ 2,344,938 $ 523,500 2,868,438 $ 3,370,000 $ 933,582 4,303,582 $ 3,370,000 $ 933,582 4,303,582 $ 2,814,224 $ 626,000 3,440,224 $ 3,598,000 $ 1,330,000 4,928,000 $ (228,000) (396,418) (624,418) -6.8% -42.5% -14.5% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 38,324,547 $ 1,567,767 $ 39,892,314 $ 39,441,425 $ 1,503,582 $ 40,945,007 $ 39,643,920 $ 1,503,582 $ 41,147,502 $ 36,602,065 $ 1,037,448 $ 37,639,513 $ 40,111,174 $ 2,004,000 $ 42,115,174 $ (467,254) (500,418) (967,672) -1.2% -33.3% -2.4% 205 COURT DOCUMENT RETRIEVAL OPERATING NON-RECURRING FUND TOTAL USES $ 208 JUDICIAL ENHANCEMENT OPERATING NON-RECURRING 216 CLERK OF THE COURT GRANTS OPERATING 218 CLERK OF COURT FILL THE GAP OPERATING NON-RECURRING $ FUND TOTAL USES $ 270 CHILD SUPPORT ENHANCEMENT OPERATING NON-RECURRING $ FUND TOTAL USES $ 273 VICTIM LOCATION OPERATING NON-RECURRING $ FUND TOTAL USES $ 274 CLERK OF THE COURT EDMS OPERATING NON-RECURRING $ 305 10,000 100.0% (75,000) N/A (65,000) -650.0% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Staffing by Program and Activity PROGRAM / ACTIVITY ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT PROGRAM TOTAL COURT CLERK FIDUCIARY SERVICES COURT CLERK FIDUCIARY COURT ORDERED DISBURSEMENT COURT ORDERED FIN RECORDS COURT ORDERED RECEIVABLES PROGRAM TOTAL COURT RECORDS APPELLATE RECORDS CASE ESTABLISHMENT DISPOSITION REPORT DISTRIBUTION ELECTRONIC DOCUMENT EXHIBIT CUSTODY JUVENILE SUBSEQUENT DOCUMENT MEMORIALIZE COURT PROCEEDINGS PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP DATA CENTER DESKTOP SUPPORT HELP DESK SUPPORT PROGRAM TOTAL PUBLIC RECORDS COURT DOCUMENT COPY COURT FILE DELIVERY PUBLIC REGISTRATIONS PROGRAM TOTAL DEPARTMENT TOTAL FY 2009 ADOPTED FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV TO ADPT VAR % 0.85 42.00 2.00 10.00 6.15 61.00 0.15 34.50 2.25 9.00 4.60 50.50 0.15 34.50 2.25 9.00 4.60 50.50 2.00 37.50 2.00 8.00 1.00 50.50 1.00 36.80 2.00 8.00 1.00 48.80 0.85 2.30 (0.25) (1.00) (3.60) (1.70) 566.7% 6.7% -11.1% -11.1% -78.3% -3.4% 33.90 23.00 9.70 66.60 3.00 30.15 19.00 8.95 61.10 3.00 30.15 19.00 8.95 61.10 3.00 29.15 18.00 8.95 59.10 3.00 7.60 39.15 8.40 58.15 (22.55) 20.15 (0.55) (2.95) 0.0% -74.8% 106.1% -6.1% -4.8% 11.20 78.25 7.10 10.90 131.20 20.80 10.00 253.40 522.85 6.90 68.35 7.10 3.95 120.65 15.35 8.45 238.90 469.65 6.90 68.35 7.10 3.95 120.65 15.35 8.45 238.90 469.65 6.90 66.85 7.10 3.95 124.85 15.15 8.95 238.90 472.65 10.55 65.85 5.05 9.45 121.80 14.00 7.80 240.50 475.00 3.65 (2.50) (2.05) 5.50 1.15 (1.35) (0.65) 1.60 5.35 52.9% -3.7% -28.9% 139.2% 1.0% -8.8% -7.7% 0.7% 1.1% 25.00 6.50 7.00 2.00 40.50 23.00 6.50 6.00 2.00 37.50 23.00 6.50 6.00 2.00 37.50 23.00 6.50 6.00 2.00 37.50 22.00 7.50 6.00 2.00 37.50 (1.00) 1.00 - -4.3% 15.4% 0.0% 0.0% 0.0% 33.75 22.60 20.20 76.55 767.50 28.59 13.40 18.26 60.25 679.00 28.59 13.40 18.26 60.25 679.00 27.84 13.40 19.01 60.25 680.00 24.95 16.50 19.10 60.55 680.00 (3.64) 3.10 0.84 0.30 1.00 -12.7% 23.1% 4.6% 0.5% 0.1% 306 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Staffing by Market Title MARKET RANGE TITLE Accountant Accounting Specialist Admin & Operations Mgr Admin/Operations Specialist Admin/Operations Supv Administrative Staff Supv Administrator Applications Development Mgr Business/Systems Analyst Business/Systems Analyst-Sr/Ld Chief Deputy - Clk of Crt Courtroom Clerk Database Administrator Database Report Writer Analyst Deputy Director Elected Executive Assistant Finan/Business Analyst - Dept Financial Supervisor - Dept General Laborer Help Desk Coordinator Human Resources Analyst Human Resources Specialist Human Resources Supervisor IS Project Management Mgr IS Project Manager IS Project Manager - Sr/Ld IT Division Manager IT Services Supv Justice System Clerk Justice System Clerk Lead Justice System Clerk Supv Management Analyst Media Specialist Office Assistant Office Assistant Specialized PC/LAN Tech Support Procurement Specialist Programmer/Analyst Programmer/Analyst - Sr/Ld Project Manager Quality Assurance Analyst Quality Assurance Anlyst-Sr/Ld Systems Admin & Analysis Mgr Systems/Network Administrator Systems/Network Admin-Sr/Ld Technical Support Mgr Trades Generalist Trainer Web Designer/Developer Web Designer/Developer-Sr/Ld Department Total FY 2009 ADOPTED 3.00 4.00 19.00 4.00 17.00 2.00 2.00 1.00 5.00 1.00 1.00 230.50 1.00 1.00 4.00 1.00 1.00 1.00 12.00 2.00 1.00 3.00 1.00 1.00 5.00 2.00 1.00 1.00 347.50 23.00 24.00 3.00 1.00 4.00 1.00 7.50 1.00 5.00 2.00 1.00 3.00 1.00 1.00 3.00 1.00 1.00 3.00 4.00 1.00 2.00 767.50 FY 2010 ADOPTED 3.00 4.00 19.00 3.00 16.00 2.00 1.00 1.00 5.00 1.00 1.00 217.50 1.00 1.00 4.00 1.00 1.00 7.00 2.00 1.00 2.00 1.00 1.00 3.00 3.00 1.00 1.00 290.00 23.00 21.00 3.00 1.00 3.00 1.00 6.50 1.00 5.00 2.00 1.00 3.00 1.00 3.00 1.00 1.00 2.00 4.00 1.00 2.00 679.00 FY 2010 REVISED 3.00 4.00 19.00 3.00 16.00 2.00 1.00 1.00 5.00 1.00 1.00 217.50 1.00 1.00 4.00 1.00 1.00 7.00 2.00 1.00 2.00 1.00 1.00 3.00 3.00 1.00 1.00 290.00 23.00 21.00 3.00 1.00 3.00 1.00 6.50 1.00 5.00 2.00 1.00 3.00 1.00 3.00 1.00 1.00 2.00 4.00 1.00 2.00 679.00 FY 2010 FORECAST 3.00 4.00 19.00 3.00 16.00 2.00 1.00 4.00 2.00 1.00 217.50 1.00 1.00 4.00 1.00 1.00 2.00 9.00 2.00 2.00 2.00 1.00 1.00 3.00 3.00 1.00 1.00 290.00 23.00 21.00 3.00 1.00 1.00 1.00 6.50 1.00 5.00 2.00 1.00 3.00 1.00 3.00 1.00 1.00 2.00 3.00 1.00 2.00 680.00 FY 2011 ADOPTED 3.00 4.00 19.00 3.00 16.00 2.00 1.00 4.00 2.00 1.00 218.50 1.00 1.00 4.00 1.00 1.00 1.00 9.00 2.00 2.00 2.00 1.00 1.00 3.00 3.00 1.00 1.00 290.00 23.00 21.00 3.00 1.00 1.00 1.00 6.50 1.00 5.00 2.00 1.00 3.00 1.00 3.00 1.00 1.00 2.00 3.00 1.00 2.00 680.00 REV TO VAR (1.00) (1.00) 1.00 1.00 1.00 2.00 1.00 (2.00) (1.00) 1.00 FY 2010 FORECAST 559.00 22.00 4.00 5.00 48.00 42.00 680.00 FY 2011 ADOPTED 556.00 25.00 2.00 5.00 47.00 45.00 680.00 REV TO ADPT VAR % (2.00) -0.4% 3.00 13.6% (2.00) -50.0% 0.0% (1.00) -2.1% 3.00 7.1% 1.00 0.1% ADPT % 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% -100.0% 0.0% -20.0% 100.0% 0.0% 0.5% 0.0% 0.0% 0.0% 0.0% N/A 0.0% N/A 28.6% 0.0% 100.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% -66.7% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A 0.0% 0.0% 0.0% 0.0% -25.0% 0.0% 0.0% 0.1% Staffing by Fund FUND 100 - GENERAL 205 - COURT DOCUMENT RETRIEVAL 208 - JUDICIAL ENHANCEMENT 216 - CLERK OF THE COURT GRANTS 218 - CLERK OF COURT FILL THE GAP 274 - CLERK OF THE COURT EDMS DEPARTMENT TOTAL FY 2009 ADOPTED 645.50 23.00 4.00 5.00 48.00 42.00 767.50 FY 2010 ADOPTED 558.00 22.00 4.00 5.00 48.00 42.00 679.00 307 FY 2010 REVISED 558.00 22.00 4.00 5.00 48.00 42.00 679.00 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court General Adjustments Adjustments: General Fund (100) • Reduce General Fund revenue by $796,300 below the level budgeted for FY 2009-10. Total FY 2010-11 revenue of $11,409,900 includes $444,000 for licenses and permits, $3,983,500 for revenue generated by the Superior Court (a reduction of $496,500), $6,936,400 for Clerkgenerated filing/docketing/passport fees (a reduction of $295,800), and $46,000 for miscellaneous revenue (a reduction of $4,000). • Shift 3.0 FTE positions (and $125,753 in Personal Services expenditures) from the General Fund to the Court Document Retrieval Fund (205) where an increased filing fee will generate nearly $240,000 in annual revenue. • Increase retirement ($101,667) and health/dental ($623,844) fringe benefits due to rate increases. • Add $252,477 for risk management costs charged to the Adult Probation Fees Fund by the State of Arizona. • Reduce Personal Services by $829,654 via an increase in the budgeted salary/benefit savings rate to 6.0%. • Increase Other Personnel Services by $108,000 to cover such expenditures as performance awards and retirement payouts. Court Document Retrieval Fund (205) • Increase revenue by $240,000 to $1,469,100 associated with a February 2010 $15 increase in the fee for filing a new Transcript of Judgment from another court. • Shift 3.0 FTE positions (and $125,753 in Personal Services expenditures) from the General Fund to the Court Document Retrieval Fund. • Increase retirement ($3,314) and health/dental ($24,552) fringe benefits due to rate increases. • Increase Other Services ($56,000) and Repairs and Maintenance ($30,381). Increased spending is supported by increased revenue discussed above. • (Non-Recurring): The FY 2010-11 non-recurring budget includes a one-time expenditure of $220,000 from fund balance for the Imaging and Conversion of Inactive Records project. Judicial Enhancement Fund (208) • Increase revenue by $145,160 to $1,100,000 based on historical trends. • Increase retirement ($796) and health/dental ($2,232) fringe benefits due to rate increases. • Increase Other Services by $142,132. Increased spending is supported by increased revenue discussed above. • (Non-Recurring): The FY 2010-11 non-recurring budget includes a one-time expenditure of $279,000 from fund balance for a UNIX/Informix System Administrator project ($64,000), a Restitution, Fines and Reimbursement Data Conversion project ($145,000) and Phase II of the Enterprise Project Management Program ($70,000). Clerk of the Court Grants Fund (216) • The Clerk of the Superior Court reports a net decline in grant revenue of $265,066 for FY 201011, and the expenditure budget has been adjusted accordingly. Additionally, an increase in retirement ($893) and health/dental ($5,580) benefits expenditures is offset by a reduction in Other Services of $6,473. Clerk of the Court Fill the Gap Fund (218) • Shift 1.0 FTE position (and $40,815 in Personal Services expenditures) from the Fill the Gap Fund to the EDMS Fund (274). 308 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget • • • Department Strategic Plans and Budgets Clerk of the Superior Court Increase retirement ($7,474) and health/dental ($53,568) fringe benefits due to rate increases. Reduce Other Services by $20,227 for structural balance. (Non-Recurring): The FY 2010-11 non-recurring budget includes a one-time expenditure of $25,000 from fund balance for a Cash Receipting project. Child Support Enhancement Fund (270) • The project-oriented Child Support Enhancement Fund restricts expenditures to improving support programs and services. Budgeted FY 2010-11 revenue remains level at $95,000. No operating expenditures were requested for FY 2010-11. • (Non-Recurring): The FY 2010-11 non-recurring budget includes a one-time expenditure of $75,000 from fund balance for an Interactive Voice Response System project. Victim Location Fund (273) • The Clerk of the Superior Court anticipates FY 2010-11 interest revenue of $10,000, a reduction of $14,000 from the amount budgeted in the prior year. Expenditures in this fund are restricted to determining the location of crime victims, and vary from year to year. No operating expenditures were requested for FY 2010-11 compared with $10,000 budgeted in FY 2009-10. • (Non-Recurring): An interdepartmental agreement has been reached between the Clerk of the Superior Court and the County Attorney’s Office whereby MCAO will employ its investigative services staff to assist the Clerk locate victims of crimes who have unpaid restitution payments. The Clerk will reimburse MCAO up to $75,000 for expenditures in FY 2010-11. Electronic Document Management Fund (274) • Increase revenue by $228,000 to $3,598,000 based on historical and forecast data. • Shift 1.0 FTE position (and $40,815 in Personal Services expenditures) from the Fill the Gap Fund (218) to the EDMS Fund. • Increase retirement ($7,498) and health/dental ($49,104) fringe benefits due to rate increases. • Increase Other Services by $50,583. • Increase all other operating expenditures by a net of $80,000. Increased spending is supported by increased revenue discussed above. • (Non-Recurring): The FY 2010-11 non-recurring budget includes one-time expenditures of $1,330,000 from fund balance for an eFiling Foundation project ($980,000), an Electronic Court Record – Juvenile Case project ($150,000) and replacement electronic document management production servers and storage area networks ($200,000). Programs and Activities Court Records Program The purpose of the Court Records Program is to provide court records management and notification services to courts, litigants, agencies and the public so they can have timely access to court records and timely notification of court proceedings and decisions. 309 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Program Results Measure Description % of records on appeal transmitted to an Appellate Court per mandated timeframes % of Adult records on appeal transmitted to an Appellate Court per mandated timeframes % of Juvenile records on appeal transmitted to an Appellate Court per mandated timeframe % of new cases established within stated timeframes % of Adult cases established within stated timeframes % of Juvenile cases established within stated timeframes % of minute entries created within three days from date of hearing to date of creation % of Adult minute entries created within three days from date of hearing to date of creation % of Juvenile minute entries created within three days from date of hearing to date of creation % of accurate Adult minute entries in a statistical sample of completed minute entries % of accurate Juvenile minute entries in a statistical sample of completed minute entries % of received court created documents that were distributed by the next business day after receiving the documents for distribution % of needed Disposition Reports / Abstracts prepared that are transmitted within established timeframes % of Adult sentencings resulting in a Disposition Report that have the Disposition Report transmitted within 40 days of sentencing % of Adult sentencings resulting in an Abstract that have the Abstract transmitted within ten days of sentencing % of Juvenile disposition minute entries resulting in an Abstract that have the Abstract transmitted within ten days from the date of the disposition minute entry % of eFiled court documents available within the next business day after the day of receipt % of scanned court documents available within three business days after the day of receipt % of incomplete or inaccurate electronic documents in a statistical sample of eFiled and scanned electronic court documents after the initial audit % of electronic documents available within established timeframes % of exhibits received for intake that are available for access within established timeframes % of Adult exhibits received for intake that are available for access within one business day of receipt for storage % of Juvenile exhibits received for intake that are available for access within three business days of receipt for storage % of Juvenile subsequent documents docketed within established timeframes FY 2009 ACTUAL N/A 310 FY 2010 FY 2011 REVISED ADOPTED 100.0% 99.6% REV VS ADPT VAR % (0.4%) -0.4% N/A 100.0% 100.0% 0.0% 0.0% N/A 100.0% 96.4% (3.6%) -3.6% 99.4% N/A N/A 97.0% 99.7% 99.7% 100.0% 96.8% 97.9% 97.7% 100.0% 95.6% (1.8%) (2.0%) 0.0% (1.2%) -1.8% -2.1% 0.0% -1.2% N/A 96.5% 96.5% 0.0% 0.0% N/A 98.9% 89.2% (9.7%) -9.8% N/A 99.5% 99.5% 0.0% 0.0% N/A 98.9% 99.5% 0.5% 0.5% N/A 100.0% 98.9% (1.1%) -1.1% N/A 100.0% 99.1% (0.9%) -0.9% N/A 100.0% 100.0% 0.0% 0.0% N/A 100.0% 100.0% 0.0% 0.0% N/A 100.0% 90.5% (9.5%) -9.5% N/A 100.0% 100.0% 0.0% 0.0% 77.6% 83.0% 67.7% (15.3%) -18.5% 0.0% 0.1% 0.2% 0.1% 38.0% N/A 84.0% 70.2% (13.8%) -16.5% N/A 100.0% 99.8% (0.2%) -0.2% N/A 100.0% 99.9% (0.1%) -0.1% N/A 99.9% 98.5% (1.4%) -1.4% N/A 100.0% 99.8% (0.2%) -0.2% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Activities that comprise this program include: • Appellate • Case Establishment • Disposition Report • Distribution • • • • Electronic Document Exhibits Custody Juvenile Subsequent Document Memorialize Court Proceedings Appellate Activity The purpose of the Appellate Activity is to provide the record on appeal to the Court of Appeals or Arizona Supreme Court so they can receive the record within mandated timeframes to further the judicial process. Mandates: The Clerk’s Office transmits the court record of an appealed case to the Appellate Court in accordance with Arizona Rules for Criminal Procedure 31 (Adult Criminal) and 32 (Post-Conviction Relief), Juvenile Rules of Procedure 88, Civil Rules of Procedure 76 and Rules of Appellate Procedure 11. Measure Type Result Result Result Output Output Output Demand Efficiency Measure Description % of records on appeal transmitted to an Appellate Court per mandated timeframes % of Adult records on appeal transmitted to an Appellate Court per mandated timeframes % of Juvenile records on appeal transmitted to an Appellate Court per mandated timeframe # of records transmitted to an Appellate Court # of Adult records transmitted to an Appellate Court # of Juvenile records transmitted to an Appellate Court # of records to be transmitted to an Appellate Court $ Cost per record transmitted to an Appellate Court FY 2009 ACTUAL N/A FY 2010 REVISED 100.0% FY 2011 ADOPTED 99.6% N/A 100.0% 100.0% 0.0% 0.0% N/A 100.0% 96.4% (3.6%) -3.6% 1,576 N/A 1,611 1,486 1,729 1,508 118 22 7.3% 1.5% N/A 141 221 80 56.7% 1,642 1,611 1,730 119 7.4% REV VS ADPT VAR % (0.4%) -0.4% $ 242.34 $ 199.91 $ 279.80 $ (79.88) -40.0% $ 358,238 23,683 381,921 $ 303,738 18,323 322,061 $ 436,870 46,900 483,770 $ (133,132) (28,577) (161,709) -43.8% -156.0% -50.2% Expenditure 100 - GENERAL 218 - CLERK OF COURT FILL THE GAP TOTAL USES $ $ $ $ Activity Narrative: The timeliness of appeal transmissions is expected to decline slightly, while the number of appeals requiring transmission is expected to increase. It should be noted that the number of juvenile appeals anticipated for FY 2010 was not reported correctly. Cost per appeal is forecasted to increase by 40% due primarily to increases in employee benefits and the transfer of risk management costs to the Clerk’s office. Case Establishment Activity The purpose of the Case Establishment Activity is to provide a Superior Court case number or notification of filing to litigants, process servers, agencies, and other jurisdictions so they can have confirmation of commencement of a Superior Court case within established timeframes of request. Mandates: The process for initiating complaints, petitions, and submission of subsequent documents are set out in Arizona Rules of Civil Procedure (Rules 3 and 4), Rules of Family Law Procedure (Rule 24), and Rules of Criminal Procedure (Rule 2). Case initiation regarding juveniles: A.R.S. §8-105 and §8-109 (adoption certification and petition), §8-108 (child custody), §8-301 (transfer of juvenile 311 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court delinquency case), §8-533 (terminating parent-child relationship), §8-841 (dependency), and §14-5207 (appointment of guardianship). Filing fees collected for case initiation (A.R.S. §12-284). The Clerk’s Office also completes various mandated processes to support ongoing litigation, including providing proof of process service (Rules of Civil Procedure, Rule 45), transcript preparation for appeals (A.R.S. §22-261 through §22-265), issuance of preliminary injunction pursuant to the dissolution of marriage (A.R.S. §25-315), issuance of change of venue orders and copies of associated transcripts (A.R.S. §12-407), issuance of warrants or summons (Rules of Criminal Procedure, Rule 3), and providing conditions of release bonds (Rules of Criminal Procedure, Rule 7). Measure Type Result Result Result Output Output Output Demand Efficiency Revenue Measure Description % of new cases established within stated timeframes % of Adult cases established within stated timeframes % of Juvenile cases established within stated timeframes # of new cases established # of Adult cases established # of Juvenile cases established # of new cases to be established $ Cost per new case established FY 2009 ACTUAL 99.4% FY 2010 REVISED 99.7% FY 2011 ADOPTED 97.9% N/A 99.7% 97.7% (2.0%) -2.1% N/A 100.0% 100.0% 0.0% 0.0% 27,724 29,216 (1,493) 29,384 4.50 19.2% 23.4% -7.5% 20.3% 20.2% $ 147,291 N/A N/A 148,136 22.08 $ 144,655 124,810 19,845 144,909 22.32 100 - GENERAL TOTAL SOURCES $ $ 349,192 349,192 396,000 396,000 100 - GENERAL 218 - CLERK OF COURT FILL THE GAP 274 - CLERK OF THE COURT EDMS TOTAL USES $ 2,732,192 440,367 79,930 $ 3,252,489 $ $ REV VS ADPT VAR % (1.8%) -1.8% $ 172,379 154,026 18,352 174,293 17.81 $ $ $ 396,000 396,000 $ $ $ 2,522,933 453,117 94,314 $ 3,070,364 $ - 0.0% 0.0% Expenditure $ 2,653,859 506,717 67,493 $ 3,228,069 $ 130,926 53,600 (26,821) 157,705 4.9% 10.6% -39.7% 4.9% Activity Narrative: The department has determined that the new output measure associated with Juvenile cases was overestimated for FY 2009-10. Continuing increases in mortgage and tax appeal issues will contribute to an increase in the number of Adult case establishments in FY 2010-11, though the ongoing increase in electronic filing is helping to mitigate the associated additional workload. Disposition Report Activity The purpose of the Disposition Report Activity is to provide disposition reports and abstracts to the Department of Public Safety and the Department of Motor Vehicles so they can have timely access to case disposition information. Mandates: Arizona Rules of Criminal Procedure (Rule 37) sets out the mandated procedures for the Clerk complete a disposition form and file or forward the disposition of a case. A.R.S. §41-1751 mandates that the Clerk provide records of all dispositions of specified crimes to the Arizona Department of Public Safety. A.R.S. §28-1559 mandates that the Clerk provide records regarding traffic violations and criminal activity involving a vehicle to the Arizona Department of Transportation within 10 days of case resolution. 312 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Result Result Output Output Output Output Demand Efficiency Department Strategic Plans and Budgets Clerk of the Superior Court Measure FY 2009 FY 2010 FY 2011 Description ACTUAL REVISED ADOPTED % of needed Disposition Reports / Abstracts N/A 100.0% 99.1% prepared that are transmitted within established timeframes % of Adult sentencings resulting in a N/A 100.0% 100.0% Disposition Report that have the Disposition Report transmitted within 40 days of sentencing % of Adult sentencings resulting in an Abstract N/A 100.0% 100.0% that have the Abstract transmitted within ten days of sentencing % of Juvenile disposition minute entries N/A 100.0% 90.5% resulting in an Abstract that have the Abstract transmitted within ten days from the date of the disposition minute entry # of Disposition Reports / Abstracts 59,455 62,726 58,273 transmitted # of Disposition Reports transmitted N/A 53,822 50,421 # of Adult Abstracts transmitted N/A 6,014 4,825 # of Juvenile Abstracts transmitted N/A 2,890 3,030 # of Disposition Reports / Abstracts to be 73,967 78,948 72,615 transmitted $ Cost per Disposition Report / Abstract $ 5.11 $ 5.39 $ 4.12 $ transmitted REV VS ADPT VAR % (0.9%) -0.9% 0.0% 0.0% 0.0% 0.0% (9.5%) -9.5% (4,453) -7.1% (3,401) (1,189) 140 (6,333) -6.3% -19.8% 4.8% -8.0% 1.27 23.5% 88,976 8,853 97,829 29.7% 23.0% 28.9% Expenditure 100 - GENERAL 274 - CLERK OF THE COURT EDMS TOTAL USES $ $ 271,069 32,551 303,620 $ $ 299,577 38,442 338,019 $ 210,601 29,589 240,190 $ $ $ Distribution Activity The purpose of the Distribution Activity is to provide electronic or paper copies of court documents to litigants, court personnel and government entities so they can have timely notification of court proceedings and decisions. Mandates: Arizona Rules of Civil Procedure (Rule 58E) and Rules of Procedure for Juvenile Proceedings (Rule 1(D) 5) mandate the distribution of minute entries. Measure Type Result Output Demand Efficiency Expenditure Measure Description % of received court created documents that were distributed by the next business day after receiving the documents for distribution # of court created documents distributed # of court created documents received for distribution $ Cost per court created document distributed FY 2009 ACTUAL N/A FY 2010 REVISED 100.0% $ 0.33 $ 0.27 $ 1.33 100 - GENERAL TOTAL USES $ $ 262,752 262,752 $ $ 219,649 219,649 $ $ 866,983 866,983 787,005 791,327 FY 2011 ADOPTED 98.9% 810,171 811,493 REV VS ADPT VAR % (1.1%) -1.1% 652,893 652,975 (157,278) (158,518) -19.4% -19.5% $ (1.06) -389.8% $ $ (647,334) (647,334) -294.7% -294.7% Activity Narrative: Several positions were realigned from the Case Establishment Activity to the Distribution Activity to reduce the backlog/processing time for distributing court documents. Other positions were reallocated from the Memorialization of Court Proceedings Activity to the Distribution Activity due to a change in the alignment of postage costs. Finally, an increase in the number of 313 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court customers receiving their court documents electronically has impacted both the output and demand measures for this Activity. Electronic Document Activity The purpose of the Electronic Document Activity is to provide electronic court documents to judicial officers and other users so they can access reliable electronic court documents within established timeframes. Mandates: Superior Court Local Rule for Maricopa County (Rule 2.16) mandates that each document which is separately filed by the Clerk in a particular case shall be sequentially numbered and docketed by that number. A.R.S. §12-282 mandates the rules required by the Clerk in the control and disposition of specified records. A.R.S. §39-101 mandates the quality of records required by the Clerk. Measure Type Result Result Result Result Output Output Output Demand Demand Efficiency Measure Description % of eFiled court documents available within the next business day after the day of receipt % of scanned court documents available within three business days after the day of receipt % of incomplete or inaccurate electronic documents in a statistical sample of eFiled and scanned electronic court documents after the initial audit % of electronic documents available within established timeframes # of eFiled documents added to the Electronic Court Record (ECR) repository # of scanned documents added to the ECR repository # of electronic documents added to the ECR repository # of eFiled documents submitted # of documents available for scanning $ Cost per electronic document added to the ECR repository FY 2009 ACTUAL N/A FY 2010 REVISED 100.0% FY 2011 ADOPTED 100.0% 77.6% 83.0% 67.7% (15.3%) -18.5% 0.0% 0.1% 0.2% 0.1% 38.0% N/A 84.0% 70.2% (13.8%) -16.5% REV VS ADPT VAR % 0.0% 0.0% N/A 158,717 239,301 80,584 50.8% 2,582,013 2,533,248 2,574,244 40,996 1.6% N/A 2,691,965 2,823,545 131,580 4.9% 171,322 159,518 2,752,281 2,664,204 N/A $ 2.21 242,910 2,850,190 $ 2.22 83,392 185,986 (0.01) 52.3% 7.0% -0.6% 240,000 241,000 481,000 19.5% 7.2% 10.6% 74,104 (163,702) (45,280) (190,691) (325,569) 2.6% -15.8% 0.0% -9.5% -12.4% -5.5% $ Revenue 205 - COURT DOCUMENT RETRIEVAL 274 - CLERK OF THE COURT EDMS TOTAL SOURCES $ 1,345,462 3,585,364 $ 4,930,826 $ 1,229,100 3,330,000 $ 4,559,100 $ 1,469,100 3,571,000 $ 5,040,100 100 - GENERAL 205 - COURT DOCUMENT RETRIEVAL 208 - JUDICIAL ENHANCEMENT 218 - CLERK OF COURT FILL THE GAP 274 - CLERK OF THE COURT EDMS TOTAL USES $ 2,909,300 572,370 345,704 1,244,549 $ 5,071,923 $ 2,884,313 1,036,556 4,497 477,603 1,534,895 $ 5,937,864 $ 2,810,209 1,200,258 4,497 522,883 1,725,586 $ 6,263,433 $ $ Expenditure $ $ Activity Narrative: A 52.3% increase in the number of eFiled documents submitted and added to the ECR repository (demand/output) for FY 2010-11 reflects the successful implementation of permissive eFiling initiatives in FY 2009-10 along with anticipated implementation of statewide eFiling requirement to be implemented in FY 2010-11. Two of the FY 2010-11 result measures indicate a reduction in timeliness, reflecting the realignment and shortage of trained staff assigned to this Activity. 314 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Exhibits Custody Activity The purpose of the Exhibits Custody Activity is to provide for the storage and access of exhibits to the courts and parties of record so they can have timely access to the exhibits. Mandates: A.R.S §12-282 mandates rules required by the Clerk in the control and disposition of specified records. A.R.S. §39-101 mandates the quality of records required by the Clerk. Measure Type Result Result Result Output Output Output Demand Efficiency Expenditure Measure Description % of exhibits received for intake that are available for access within established timeframes % of Adult exhibits received for intake that are available for access within one business day of receipt for storage % of Juvenile exhibits received for intake that are available for access within three business days of receipt for storage # of exhibits processed for intake # of Adult exhibits processed for intake # of Juvenile exhibits processed for intake # of exhibits received for intake $ Cost per exhibit processed for intake 100 - GENERAL 218 - CLERK OF COURT FILL THE GAP TOTAL USES REV VS ADPT VAR % (0.2%) -0.2% FY 2009 ACTUAL N/A FY 2010 REVISED 100.0% FY 2011 ADOPTED 99.8% N/A 100.0% 99.9% (0.1%) -0.1% N/A 99.9% 98.5% (1.4%) -1.4% $ $ $ 113,089 N/A N/A 117,173 6.31 $ 105,482 93,091 12,391 110,179 6.99 649,644 63,557 713,201 677,815 59,569 737,384 $ $ $ $ $ 131,891 117,540 14,350 132,280 5.08 608,968 61,299 670,267 $ $ $ 26,409 24,449 1,959 22,101 1.91 25.0% 26.3% 15.8% 20.1% 27.3% 68,847 (1,730) 67,117 10.2% -2.9% 9.1% Activity Narrative: The department has determined that the new output measures for FY 2009-10 were underestimated, resulting in incorrectly high variances for all three outputs. The demand estimate for FY 2009-10 was similarly underestimated. Juvenile Subsequent Documents Activity The purpose of the Juvenile Subsequent Document Activity is to provide an electronic chronological record of pleadings, actions and decisions filed in a Juvenile court case for Juvenile Court stakeholders so they can access court case information within established timeframes. Mandates: Superior Court Local Rule for Maricopa County (Rule 2.16) mandates that each document which is separately filed by the Clerk in a particular case shall be sequentially numbered and docketed by that number. A.R.S §12-283 mandates that the Clerk shall maintain and provide access to court records in accordance with applicable law or rule of court, and shall keep a docket in the form and style as prescribed by the Supreme Court. 315 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Demand Efficiency Measure Description % of Juvenile subsequent documents docketed within established timeframes # of Juvenile subsequent documents docketed # of Juvenile subsequent documents to be docketed $ Cost per Juvenile subsequent document docketed Department Strategic Plans and Budgets Clerk of the Superior Court FY 2009 ACTUAL N/A FY 2010 REVISED 100.0% FY 2011 ADOPTED 99.8% REV VS ADPT VAR % (0.2%) -0.2% 233,612 230,045 244,642 14,597 6.3% 236,783 230,050 248,138 18,088 7.9% $ 1.89 $ 1.81 $ 1.57 $ 0.23 13.0% $ $ 441,041 441,041 $ $ 415,584 415,584 $ $ 384,483 384,483 $ $ 31,101 31,101 7.5% 7.5% Expenditure 100 - GENERAL TOTAL USES Activity Narrative: The department has determined that output and demand were underestimated for FY 2009-10. Memorialize Court Proceedings Activity The purpose of the Memorialization of Court Proceedings Activity is to provide documentation of court proceedings and decisions to courts and contractor agencies, litigants, and government agencies so they can have timely access to accurate court records. Mandates: A.R.S. §12-283 mandates that the Clerk attend all sessions of court, maintain and to allow access to all court records. A.R.S. §12-282 mandates that the Clerk take custody and safely keep all court records, ensure the proper disposition of all records, allow the state archives access to all records prior to destruction, and provide parental and child information to the child support case registry. A.R.S. §25-681 mandates that the Clerk issue child support arrest warrants. A.R.S. §14-5701 mandates that the Clerk issue fiduciary arrest warrants upon order of the court. The Rules of Civil Procedure (Rule 64.1C) mandates that the Clerk issue civil arrest warrants upon order of the court. A.R.S. §12-284.01 requires the Presiding Judge to assess a filing fee or appearance fee, and requires the Clerk to utilize the fee to convert and maintain the court’s document storage and retrieval system to micrographics or computer automation to improve access to court records. 316 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Result Result Result Output Output Output Output Output Demand Efficiency Revenue Measure Description % of minute entries created within three days from date of hearing to date of creation % of Adult minute entries created within three days from date of hearing to date of creation % of Juvenile minute entries created within three days from date of hearing to date of creation % of accurate Adult minute entries in a statistical sample of completed minute entries % of accurate Juvenile minute entries in a statistical sample of completed minute entries # of minute entries created # of Adult minute entries created # of Juvenile minute entries created # of Adult minute entries in a statistical sample of completed minute entries # of Juvenile minute entries in a statistical sample of completed minute entries # of minute entries to be created $ Cost per minute entry created $ Department Strategic Plans and Budgets Clerk of the Superior Court FY 2009 ACTUAL 97.0% FY 2010 REVISED 96.8% FY 2011 ADOPTED 95.6% N/A 96.5% 96.5% 0.0% 0.0% N/A 98.9% 89.2% (9.7%) -9.8% N/A 99.5% 99.5% 0.0% 0.0% N/A 98.9% 99.5% 0.5% 0.5% REV VS ADPT VAR % (1.2%) -1.2% 629,650 N/A N/A N/A 632,307 552,351 79,956 552,351 590,391 517,587 72,803 517,587 (41,916) (34,764) (7,153) (34,764) -6.6% -6.3% -8.9% -6.3% N/A 79,956 72,803 (7,153) -8.9% (42,247) (0.43) -6.7% -2.0% 145,160 (517,230) 2,000 (370,070) 19.3% -32.0% 0.1% 0.0% -7.6% 452,885 240,323 (27,937) 665,271 4.1% 15.1% -2.2% 4.8% 629,650 21.09 $ $ 632,638 21.99 $ $ 590,391 22.43 208 - JUDICIAL ENHANCEMENT 216 - CLERK OF THE COURT GRANTS 218 - CLERK OF COURT FILL THE GAP 270 - CHILD SUPPORT ENHANCEMENT TOTAL SOURCES 871,547 1,407,965 2,089,590 97,175 $ 4,466,277 750,840 1,615,346 2,406,495 87,000 $ 4,859,681 $ 896,000 1,098,116 2,408,495 87,000 $ 4,489,611 100 - GENERAL 216 - CLERK OF THE COURT GRANTS 218 - CLERK OF COURT FILL THE GAP TOTAL USES $ 10,732,720 1,356,959 1,191,376 $ 13,281,055 $ 11,073,142 1,590,135 1,242,091 $ 13,905,368 $ 10,620,257 1,349,812 1,270,028 $ 13,240,097 $ $ $ Expenditure $ $ Activity Narrative: Several positions were reallocated from the Memorialization of Court Proceedings Activity to the Distribution Activity due to a change in the alignment of postage costs. Also, the number of adult hearings declined 6.0% between July 2008 and January 2010, with a projected decrease of 3.0% in FY 2009-10, and another 3.0% decline projected for FY 2010-11. A similar, though less dramatic, decline in the number of juvenile hearings will reduce the number of minute entries needed. The department attributes a decline in “timeliness” result measures to staffing shortages. 317 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Fiduciary Services Program The purpose of the Fiduciary Services Program is to provide payment receipting, checks and financial account records related to Superior Court cases to litigants, crime victims and government entities so they can have timely access to financial obligation information and funds due to them. Program Results Measure Description % of payments posted within established timeframes % of checks issued within established timeframes % of restitution checks issued within established timeframes % of bond checks issued within established timeframes % of reconciliations completed within established timeframes % of financial records available within established timeframes % of accurate Billing financial records in a statistical sample of deferral orders % of accurate Trust financial records in a statistical sample of trust orders % of accurate Criminal Obligation financial records in a statistical sample of criminal obligation orders % of Billing financial records available within one business day of the file stamp date % of Trust financial records available within two business days % of Support Orders financial records available within established timeframes % of Criminal Obligation financial records available within thirty days from the docketed date % of Juvenile financial records available within 30 days from the filing date % of Support Orders financial record inquiry resolutions completed within two business days % of Criminal Obligation financial record inquiry resolutions completed within two business days % of Support Orders financial reports available within established timeframes FY 2009 ACTUAL 65.4% FY 2010 FY 2011 REVISED ADOPTED 98.7% 97.4% REV VS ADPT VAR % (1.3%) -1.4% N/A N/A 100.0% 100.0% 100.0% 100.0% (0.0%) 0.0% -0.0% 0.0% N/A 100.0% 100.0% (0.0%) -0.0% N/A 100.0% 100.0% 0.0% 0.0% N/A 99.9% 99.5% (0.4%) -0.4% N/A 95.7% 98.5% 2.9% 3.0% N/A 99.6% 100.0% 0.4% 0.4% N/A 98.4% 98.6% 0.2% 0.2% N/A 100.0% 100.0% 0.0% 0.0% N/A 98.0% 95.9% (2.2%) -2.2% N/A 100.0% 97.9% (2.1%) -2.1% N/A 100.0% 100.0% 0.0% 0.0% N/A 98.4% 96.6% (1.8%) -1.9% N/A 100.0% 100.0% 0.0% 0.0% N/A 95.0% 99.9% 4.9% 5.1% N/A 100.0% 100.0% 0.0% 0.0% Activities that comprise this program include: • Court Ordered Disbursement • Court Ordered Financial Records • • Court Ordered Receivables Fiduciary Court Ordered Disbursement Activity The purpose of the Court Ordered Disbursement Activity is to provide checks to crime victims and litigants pursuant to court order and to government entities pursuant to statute and court rule so they can access funds due them in a timely manner. 318 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Mandates: A.R.S. §13-804 mandates that the court ensure that each legal entity required to pay restitution do so in a prompt manner, and do so subject to specified procedures and requirements. A.R.S. §8-344 mandates that the Clerk act as a pass-through entity for the payment of all restitution payments due from a juvenile ordered by the court to make payments to a victim. Measure Type Result Result Result Output Output Output Demand Efficiency Expenditure Measure Description % of checks issued within established timeframes % of restitution checks issued within established timeframes % of bond checks issued within established timeframes # of checks issued # of restitution checks issued # of bond checks issued # of checks to be issued $ cost per check issued FY 2009 ACTUAL N/A FY 2010 REVISED 100.0% FY 2011 ADOPTED 100.0% $ N/A 100.0% 100.0% 0.0% 0.0% N/A 100.0% 100.0% (0.0%) -0.0% 89,524 N/A N/A 97,257 18.83 $ 80,307 74,131 6,177 88,855 18.70 67,677 62,165 5,511 68,541 7.04 (12,630) (11,966) (666) (20,314) 11.66 -15.7% -16.1% -10.8% -22.9% 62.4% 100 - GENERAL 218 - CLERK OF COURT FILL THE GAP 273 - VICTIM LOCATION TOTAL USES $ 1,680,536 5,157 $ 1,685,693 $ 1,090,439 (65,000) $ 1,025,439 73.1% N/A -650.0% 68.3% $ 1,491,636 10,000 $ 1,501,636 $ $ $ 401,197 75,000 476,197 REV VS ADPT VAR % (0.0%) -0.0% $ Activity Narrative: A realignment of 30 positions from the Court-Ordered Disbursements Activity to the Court-Ordered Financial Records Activity resulted in a shift of over $1.0 million in allocated expenditures for FY 2010-11. A decline in the “number of restitution checks issued” by nearly 2,400 per month began in April 2009 due to the net of 1) an increase in the check threshold from $10 to $30 (a check is not issued until at least $30 restitution is accumulated), generating 3,000 fewer checks; and 2) a new state program that appropriates part of an inmate’s mail money for restitution payments, generating 600 more checks per month. Court Ordered Financial Records Activity The purpose of the Court Ordered Financial Records activity is to provide financial obligation records to crime victims, litigants, government entities and Clerk's Office work units so they can have timely access to accurate financial information. Mandates: A.R.S. §25-502 mandates the processes and procedures for the Clerk in regards to the transfer of paternal support cases to or from another county. A.R.S. §25-503 mandates that the court receive surety of payment of child support in the event that previous efforts to collect have not been successful, and also sets forth other requirements for the payment of child support and the conditions of payment that the court must verify under special circumstances. A.R.S.§25-504 mandates that the Clerk issue ex parte orders of assignment upon request and sets forth the procedures, requirements, conditions of appeal, and conditions of repeal. A.R.S. §25-505 mandates that the Clerk transfer all receipts of withholdings pursuant to an order of assignment to the support payment clearinghouse. A.R.S. §25-510 mandates the time frames and fees associated with the duties of the Clerk in depositing any support payments with the support payment clearinghouse. A.R.S §25-510 mandates that the Clerk shall use electronically-accessed data provided by the Arizona Department of Economic Security to provide payment histories to all litigants, attorneys and interested persons and the court, and shall load new orders, modify order amounts, respond to payment inquiries, research payment related issues, release payments pursuant to court orders, and update demographic and new employer information. Further, the Clerk shall provide to the department any new address, order of assignment or employment information the Clerk receives regarding any support order. 319 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Measure Type Result FY 2009 ACTUAL N/A Result Result Result Result Result Result Result Result Result Result Result Output Output Output Output Output Output Output Output Output Demand Efficiency Expenditure Measure Description % of financial records available within established timeframes % of accurate Billing financial records in a statistical sample of deferral orders % of accurate Trust financial records in a statistical sample of trust orders % of accurate Criminal Obligation financial records in a statistical sample of criminal obligation orders % of Billing financial records available within one business day of the file stamp date % of Trust financial records available within two business days % of Support Orders financial records available within established timeframes % of Criminal Obligation financial records available within thirty days from the docketed date % of Juvenile financial records available within 30 days from the filing date % of Support Orders financial record inquiry resolutions completed within two business days % of Criminal Obligation financial record inquiry resolutions completed within two business days % of Support Orders financial reports available within established timeframes # of financial record orders processed # of Billing Unit financial record orders processed # of Trust financial record orders processed # of Criminal Obligation financial record orders processed # of Support Orders financial record orders processed # of Juvenile financial record orders processed # of Support Orders financial record customer inquiries resolved # of Criminal Obligation financial record customer inquiries resolved # of Support Orders financial reports prepared # of financial record orders to be processed $ Cost per financial record processed 100 - GENERAL TOTAL USES FY 2010 FY 2011 REVISED ADOPTED 99.9% 99.5% N/A 95.7% 98.5% 2.9% 3.0% N/A 99.6% 100.0% 0.4% 0.4% N/A 98.4% 98.6% 0.2% 0.2% N/A 100.0% 100.0% 0.0% 0.0% N/A 98.0% 95.9% (2.2%) -2.2% N/A 100.0% 97.9% (2.1%) -2.1% N/A 100.0% 100.0% 0.0% 0.0% N/A 98.4% 96.6% (1.8%) -1.9% N/A 100.0% 100.0% 0.0% 0.0% N/A 95.0% 99.9% 4.9% 5.1% N/A 100.0% 100.0% 0.0% 0.0% -20.4% 35.7% -7.4% -29.5% N/A N/A N/A N/A 289,932 18,300 7,293 228,716 230,690 24,829 6,753 161,305 (59,242) 6,529 (540) (67,411) N/A 30,291 33,034 2,743 N/A N/A 5,340 17,370 4,770 15,564 (570) (1,806) -10.7% -10.4% N/A 30,959 29,941 (1,018) -3.3% 5,691 295,059 1.64 $ 4,501 234,804 6.62 (1,190) (60,255) (4.97) -20.9% -20.4% -302.6% 476,513 476,513 $ 1,526,293 $ 1,526,293 $(1,049,780) $(1,049,780) -220.3% -220.3% N/A N/A N/A $ $ $ REV VS ADPT VAR % (0.4%) -0.4% 597,531 597,531 $ $ $ 9.1% Activity Narrative: A realignment of 30 positions from the Court-Ordered Disbursements Activity to the Court-Ordered Financial Records Activity resulted in a shift of over $1.0 million in allocated expenditures for FY 2010-11. Since implementing a fee assessment for modification and arrearage calculation services, the demand and subsequent output for financial reports has steadily declined. The number of requests for deferral of court fees (Billing Unit Financial Orders) has increased as the economy has declined. Court Ordered Receivables Activity The purpose of the Court Ordered Receivables Activity is to provide payment receipting and posting of deferred fees and fines to funding recipients identified in statutes so they can have timely access to monies due to them. 320 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Mandates: A.R.S §12-302 establishes the procedures and requirements for the deferral and waiver of fees and the establishment of a time payment program. A.R.S. §12-332 mandates that jury fees be paid to the Clerk and that the Clerk distribute the payments for this fee to the County Treasurer. A.R.S. §12-322b requires the Clerk to notify an appellee when an index of record is filed. A.R.S. §7-101 through §7-110 mandate the bond requirements that the Clerk must verify in execution of all bonds mandated between the court and any legal entities for conditions of bail. A.R.S. §12-284(A)e mandates the fees that the Clerk must charge for filings and other miscellaneous duties. Measure Type Result Output Demand Efficiency Revenue Measure Description % of payments posted within established timeframes # of payments posted # of payments to be posted $ Cost per payment posted FY 2009 ACTUAL 65.4% $ 100 - GENERAL 273 - VICTIM LOCATION TOTAL SOURCES $ 9,585,105 $ 9,585,105 $ 10,706,200 24,000 $ 10,730,200 $ 9,849,900 10,000 $ 9,859,900 100 - GENERAL TOTAL USES $ $ $ $ $ $ 26,406 27,619 21.28 FY 2010 REVISED 98.7% $ 20,187 20,775 24.63 REV VS ADPT VAR % (1.3%) -1.4% FY 2011 ADOPTED 97.4% $ 24,369 24,626 17.37 $ $ 4,182 3,851 7.26 20.7% 18.5% 29.5% $ (856,300) (14,000) (870,300) -8.0% -58.3% -8.1% $ $ 73,919 73,919 14.9% 14.9% Expenditure 561,884 561,884 497,245 497,245 423,326 423,326 Activity Narrative: The number of payments posted did not decline as much as anticipated for FY 2009-10, so the budgeted output and demand have been adjusted for FY 2010-11 to reflect the actual trend. Fiduciary Activity The purpose of the Fiduciary activity is to provide reconciled accountings to Superior Court and government entities so they can have timely access to funds due them. Mandates: Reconciliation of the monthly transmittal is part of the “Reconciled Accountings” Service. A.R.S. §12-284 “Fees” addresses the monthly transmittal of funds to the County Treasurer. It also includes a fee schedule indicating what monies are to be collected by cashiers, and reconciliation of cash drawer and credit card transactions is part of the service. A.R.S. §12-284.03 “Distribution of Fees” addresses how the County Treasurer is to distribute the funds received from the Clerk of the Superior Court. Administrative Order 2006-121 “Arizona Code of Judicial Administration” Part 1, Ch. 4, §1-401. Minimum Accounting Standards” applies to reconciliations, among other accounting events. Measure Type Result Output Demand Efficiency Expenditure Measure Description % of reconciliations completed within established timeframes # of reconciliations completed # of reconciliations to be completed $ Cost per reconciliation completed 100 - GENERAL TOTAL USES FY 2009 ACTUAL N/A FY 2010 REVISED 100.0% N/A N/A N/A $ $ $ - 321 $ $ 94,482 94,482 1.86 175,972 175,972 FY 2011 ADOPTED 100.0% $ 96,401 96,401 1.81 $ $ 174,184 174,184 REV VS ADPT VAR % 0.0% 0.0% $ 1,919 1,919 0.06 2.0% 2.0% 3.0% $ $ 1,788 1,788 1.0% 1.0% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Public Records Program The purpose of the Public Records Program is to provide marriage licenses, processed passport applications, and documentation of court records to the public, court, legal community and agencies so they can have timely access to public records services. Program Results Measure Description % of page reproductions completed within established timeframes % of Adult page reproductions completed within established timeframes % of Juvenile page reproductions completed within established timeframes % of files delivered within established timeframes % of Adult files delivered within two business days from time of request % of Juvenile files delivered the same day the pull list requesting the file is received % of applications processed the same day as requested by the applicant FY 2009 ACTUAL N/A FY 2010 FY 2011 REVISED ADOPTED 100.0% 99.9% REV VS ADPT VAR % (0.1%) -0.1% N/A 100.0% 100.0% 0.0% 0.0% N/A 100.0% 99.1% (0.9%) -0.9% N/A N/A 99.5% 98.8% 99.6% 99.3% 0.2% 0.4% 0.2% 0.4% N/A 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 0.0% 0.0% Activities that comprise this program include: • Court Document Copy • Court File Delivery • Public Registrations 322 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Court Document Copy Activity The purpose of the Court Document Copy Activity is to provide copies of electronic or paper court record documents upon request to the public, court, legal community and agencies so they can have timely access to reproductions of case file information. Mandates: A.R.S. §12-283 mandates that the Clerk attend all sessions of court and maintain and allow access to all court records. A.R.S. §12-282 mandates that the Clerk safely keep all court records and ensure the proper disposition of all records, and provide parental and child information to the child support case registry. A.R.S. §8-208 requires the Clerk to censure juvenile records as mandated by law. A.R.S. §8-134 mandates the Clerk receive actual and reasonable fees for participation in the confidential intermediary program, and requires the Clerk to provide all receipts to the County Treasurer for deposit into the Juvenile Probation Services Fund. Measure Type Result Result Result Output Output Output Demand Efficiency Expenditure Measure Description % of page reproductions completed within established timeframes % of Adult page reproductions completed within established timeframes % of Juvenile page reproductions completed within established timeframes # of pages reproduced # of Adult pages reproduced # of Juvenile pages reproduced # of pages to be reproduced $ Cost per page reproduced 1,410,362 1,473,053 N/A 1,352,115 N/A 120,938 1,410,489 1,473,053 $ 1.03 $ 0.89 1,336,659 1,229,725 106,933 1,339,317 $ 0.90 100 - GENERAL 205 - COURT DOCUMENT RETRIEVAL TOTAL USES $ 1,329,763 124,917 $ 1,454,680 $ 1,145,405 59,882 $ 1,205,287 REV VS ADPT VAR % (0.1%) -0.1% FY 2009 ACTUAL N/A FY 2010 REVISED 100.0% FY 2011 ADOPTED 99.9% N/A 100.0% 100.0% 0.0% 0.0% N/A 100.0% 99.1% (0.9%) -0.9% (136,394) (122,390) (14,005) (133,736) (0.01) -9.3% -9.1% -11.6% -9.1% -1.6% (28,278) 129,919 101,641 -2.5% 68.5% 7.8% $ 1,117,127 189,801 $ 1,306,928 $ $ $ Activity Narrative: It appears that with the increasing availability of electronic reports, fewer requests are being made for paper reproductions. Court File Delivery Activity The purpose of the Court File Delivery Activity is to provide hard copy court file delivery upon request to the public, court, legal community and agencies so they can have timely access to case file information contained in the court files. Mandates: A.R.S. §12-283 mandates that the Clerk attend all sessions of court and maintain and allow access to all court records. A.R.S. §12-282 mandates that the Clerk safely keep all court records and ensure the proper disposition of all records, and provide parental and child information to the child support case registry. A.R.S. §12-202 mandates the Clerk to issue writs and processes, enter all judgments of the court, keep records as specified by the court, and provide certified copies of court records after receipt of all pertinent court fees. A.R.S. §8-208 mandates the Clerk to censure juvenile records as mandated by law. A.R.S. §8-121 mandates the Clerk to transmit all adoption records older than 100 years to the state archives, maintain confidential information on adoption records and allow individuals to access non-confidential information pertaining to adoption records. 323 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Result Output Output Output Demand Efficiency Expenditure Measure Description % of files delivered within established timeframes % of Adult files delivered within two business days from time of request % of Juvenile files delivered the same day the pull list requesting the file is received # of files delivered # of Adult files delivered # of Juvenile files delivered # of files requested $ Cost per file delivered 100 - GENERAL 205 - COURT DOCUMENT RETRIEVAL TOTAL USES $ $ $ Department Strategic Plans and Budgets Clerk of the Superior Court FY 2009 ACTUAL N/A FY 2010 REVISED 99.5% FY 2011 ADOPTED 99.6% N/A 98.8% 99.3% 0.4% 0.4% N/A 100.0% 100.0% 0.0% 0.0% (34,523) (11,561) (22,963) (34,292) (2.27) -24.4% -18.5% -29.1% -24.1% -50.2% 119,611 (206,622) (87,011) 25.7% -118.0% -13.6% 128,717 N/A N/A 129,677 5.64 $ 141,531 62,657 78,874 142,433 4.52 569,284 156,363 725,647 464,694 175,139 639,833 $ $ $ $ $ 107,008 51,096 55,911 108,141 6.79 345,083 381,761 726,844 REV VS ADPT VAR % 0.2% 0.2% $ $ $ Activity Narrative: Delivery of paper court files has diminished significantly over the last several years due to the transition from maintaining court files in paper format to maintaining and providing the files electronically. The annual number of Adult and Juvenile files delivered declined from 1,088,496 in FY 2005-06 to 128,717 in FY 2008-09. The decline is likely to continue in both FY 2009-10 and FY 201011. Public Registrations Activity The purpose of the Public Registrations Activity is to provide marriage licenses and processed passport applications to qualifying applicants so they can have timely access to documentation required for a marriage ceremony and recording of the marriage or for obtaining a passport. Mandates: A.R.S. §25-121 requires the Clerk to issue a marriage license to authorized applicants and to collect a fee. A.R.S. §25-123 mandates the Clerk to maintain a record of all marriage licenses issued. Measure Type Result Output Demand Efficiency Revenue Measure Description % of applications processed the same day as requested by the applicant # of applications processed # of applications requested $ cost per application processed FY 2009 ACTUAL 100.0% $ 100 - GENERAL TOTAL SOURCES $ 1,315,581 $ 1,315,581 100 - GENERAL 205 - COURT DOCUMENT RETRIEVAL TOTAL USES $ 54,727 54,727 17.57 FY 2010 REVISED 100.0% 46,888 46,888 19.97 $ 1,104,000 $ 1,104,000 $ $ 43,377 43,377 20.72 FY 2011 ADOPTED 100.0% REV VS ADPT VAR % 0.0% 0.0% $ 3,511 3,511 0.75 8.1% 8.1% 3.6% $ 1,164,000 $ 1,164,000 $ $ 60,000 60,000 5.4% 5.4% $ $ (20,772) (16,846) (37,618) $ Expenditure $ 938,549 22,845 961,394 $ 873,115 25,797 898,912 $ 893,887 42,643 936,530 $ -2.4% -65.3% -4.2% Activity Narrative: The department has determined that output and demand were underestimated for FY 2009-10. The actual number of marriage licenses/passports processed/requested for FY 2009-10 is likely to be very close to the 46,888 projected for FY 2010-11. The bulk of the 14.3% reduction from FY 2008-09 to FY 2010-11 is reportedly associated with a decline in the number of passports processed. The establishment of a Regional Passport Processing Center in Tucson has affected the number of customers seeking passports at the Southeast Maricopa County location. 324 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 30,056,139 $ 12,206,200 FY 2010 Revised Budget $ 30,056,139 $ 12,206,200 $ (1,421) $ (1,421) - $ 30,054,718 $ 12,206,200 $ 725,511 $ 623,844 101,667 (721,654) $ 108,000 - (829,654) - Adjustments: Budget Balancing PEHPEP FY 09 Adjustments Agenda Item: C-49-09-066-2-00 FY 2011 Budget Target Adjustments: Agenda Item: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Increase Other Personnel Pay to Historical Levels Personnel Savings Increase Salary/Benefit Savings Rate to 6.0% Fees and Other Revenues ProgRevenue Volume Inc/Dec Reduce Court Revenue Deposited in COSC to FY 10 Forecast-Level Reduce Revenue from Filing/Dock eting/Passport Fees to FY 10 Forecast-Level Reduce Revenue from Periodic Payments from Inmates to FY 10 Forecast-Level Other Mandates State Risk Management Charges Reallocations Reallocation Between Funds Transfer Budget and 3.0 FTE Positions to Document Retrieval Fund (205) FY 2011 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Other Base Adjustments Budget Balancing PEHPEP FY 10 Adjustments $ $ 108,000 $ (829,654) $ $ - $ - $ 252,477 $ 252,477 (125,753) $ (125,753) - $ 30,185,299 $ 0.4% 11,409,900 -6.5% $ 60,569 $ 60,569 (60,569) $ (60,569) - 30,185,299 $ 0.4% 11,409,900 -6.5% (496,500) (295,800) (4,000) $ $ (796,300) (796,300) (125,753) Agenda Item: $ C-49-10-032-M-00 FY 2011 Adopted Budget Percent Change from Target Amount $ 325 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Court Document Retrieval Fund (205) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 1,229,100 $ 1,229,100 FY 2010 Revised Budget $ 1,229,100 $ 1,229,100 FY 2011 Budget Target $ 1,229,100 $ 1,229,100 $ 27,866 $ 24,552 3,314 86,381 $ 86,381 - $ - $ - 240,000 240,000 $ 125,753 $ 125,753 - $ 1,469,100 $ 19.5% 1,469,100 19.5% Adjustments: Agenda Item: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Increase Other Services for Structural Balance $ Increase Repairs & Maintenance Costs for Structural Balance Fees and Other Revenues ProgRevenue Volume Inc/Dec Increase Revenue Due to $15 Increase in Fee for Filing New Transcript of Judgement $ from Another Court - Beginning February 2010 Reallocations Reallocation Between Funds Transfer Budget & 3.0 FTE Positions from General Fund (100) $ $ 56,000 30,381 240,000 - 125,753 FY 2011 Adopted Budget Percent Change from Target Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget $ 200,000 $ - FY 2010 Revised Budget $ 200,000 $ - $ (200,000) $ (200,000) - $ - $ - $ 220,000 $ 220,000 - $ 220,000 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2011 Budget Target Adjustments: Non Recurring Other Non-Recurring Imaging & Conversion of Inactive Records Project Agenda Item: $ FY 2011 Adopted Budget Percent Change from Target Amount 326 220,000 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Court Document Retrieval Fund (205) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED 124,505 $ FY 2010 REVISED 455,492 $ FY 2010 FORECAST 455,492 $ 553,704 FY 2011 ADOPTED Beginning Spendable Fund Balance $ $ 716,613 Sources: Operating Total Sources: $ 1,353,283 $ 1,353,283 $ 1,229,100 $ 1,229,100 $ 1,229,100 $ 1,229,100 $ 1,310,545 $ 1,310,545 $ 1,469,100 $ 1,469,100 $ $ 1,229,100 200,000 $ 1,429,100 $ 1,229,100 200,000 $ 1,429,100 $ 1,047,636 100,000 $ 1,147,636 $ 1,469,100 220,000 $ 1,689,100 Uses: Operating Non-Recurring Total Uses: $ 880,095 44,001 924,096 Structural Balance $ 473,188 $ - $ - $ 262,909 $ - Accounting Adjustments $ 12 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 553,704 553,704 $ $ 255,492 255,492 $ $ 255,492 255,492 $ $ 716,613 716,613 $ $ 496,613 496,613 327 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Judicial Enhancement Fund (208) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 954,840 $ 954,840 FY 2010 Revised Budget $ 954,840 $ 954,840 FY 2011 Budget Target $ 954,840 $ 954,840 $ 3,028 $ 2,232 796 142,132 $ 142,132 - - $ - 145,160 145,160 Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Increase Other Services for Fund Structural Balance Fees and Other Revenues ProgRevenue Volume Inc/Dec Increase Revenue Based on Historical & Forecast Data Agenda Item: $ $ 142,132 $ $ 145,160 FY 2011 Adopted Budget Percent Change from Target Amount $ 1,100,000 $ 1,100,000 15.2% 15.2% Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget $ 255,000 $ - FY 2010 Revised Budget $ 255,000 $ - $ (255,000) $ (255,000) - $ - $ - $ 279,000 $ 279,000 - $ 279,000 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2011 Budget Target Adjustments: Non Recurring Other Non-Recurring Restitution, Fines & Reimbursements Project Unix System Administrator Project Enterprise Project Management - Phase II Agenda Item: $ FY 2011 Adopted Budget Percent Change from Target Amount 328 145,000 64,000 70,000 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Judicial Enhancement Fund (208) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED Beginning Spendable Fund Balance $ 1,125,804 $ Sources: Clerk of the Superior Court (160) Superior Court (800) Operating Total Sources: Uses: Clerk of the Superior Court (160) Superior Court (800) Operating FY 2010 REVISED 407,896 $ $ 1,095,435 580,696 $ 1,676,131 $ 1,676,131 $ 954,840 433,277 $ 1,388,117 $ 1,388,117 $ $ FY 2010 FORECAST 407,896 $ FY 2011 ADOPTED 571,893 $ 1,029,293 $ 954,840 433,277 $ 1,388,117 $ 1,388,117 $ 1,121,022 573,209 $ 1,694,231 $ 1,694,231 $ 1,100,000 570,600 $ 1,670,600 $ 1,670,600 $ $ $ 1,100,000 570,600 $ 1,670,600 $ 717,568 431,147 $ 1,148,715 954,840 433,277 $ 1,388,117 954,840 433,277 $ 1,388,117 $ 706,103 275,728 981,831 Clerk of the Superior Court (160) Superior Court (800) Non-Recurring Total Uses: $ 571,328 510,002 $ 1,081,330 $ 2,230,045 $ $ $ 255,000 $ 255,000 $ 1,643,117 $ 255,000 $ 1,643,117 $ 255,000 $ 1,236,831 $ 279,000 $ 1,949,600 Structural Balance $ 527,416 $ - $ - $ 712,400 $ - Accounting Adjustments $ 3 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 571,893 571,893 $ $ 152,896 152,896 $ $ 152,896 152,896 $ 1,029,293 $ 1,029,293 $ $ 750,293 750,293 255,000 255,000 279,000 Clerk of the Superior Court Grants Fund (216) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 1,615,346 $ 1,615,346 FY 2010 Revised Budget $ 1,615,346 $ 1,615,346 FY 2011 Budget Target $ 1,615,346 $ 1,615,346 $ 6,473 $ 5,580 893 (6,473) $ (6,473) - Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Reduce Other Services to Maintain Fund Structural Balance Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Agenda Item: $ $ FY 2011 Adopted Budget Percent Change from Target Amount 329 (6,473) $ (265,066) $ (265,066) (265,066) (265,066) $ 1,350,280 $ -16.4% 1,350,280 -16.4% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Clerk of the Superior Court Grants Fund (216) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED (61,643) $ FY 2010 REVISED (41,568) $ FY 2010 FORECAST (41,568) $ Beginning Spendable Fund Balance $ Sources: Operating Total Sources: $ 1,407,966 $ 1,407,966 $ 1,615,346 $ 1,615,346 $ 1,615,346 $ 1,615,346 $ 1,301,897 $ 1,301,897 $ 1,350,280 $ 1,350,280 Uses: Operating Total Uses: $ 1,357,544 $ 1,357,544 $ 1,615,346 $ 1,615,346 $ 1,615,346 $ 1,615,346 $ 1,301,897 $ 1,301,897 $ 1,350,280 $ 1,350,280 Structural Balance $ 50,422 $ - $ - $ - $ - Accounting Adjustments $ 11,221 $ - $ - $ - $ - Ending Spendable Fund Balance: Unassigned Total Ending Spendable Fund Balance $ $ - $ $ (41,568) $ (41,568) $ - $ $ - (41,568) $ (41,568) $ - FY 2011 ADOPTED $ - Clerk of the Superior Court Fill the Gap Fund (218) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 2,206,000 $ 2,206,000 $ 202,495 $ 202,495 202,495 202,495 FY 2010 Revised Budget $ 2,408,495 $ 2,408,495 FY 2011 Budget Target $ 2,408,495 $ 2,408,495 $ 61,042 $ 53,568 7,474 (20,227) $ (20,227) - $ (40,815) $ (40,815) - $ 2,408,495 $ 0.0% 2,408,495 0.0% Adjustments: Fees and Other Revenues FY 10 Court Fill-the-Gap Plan Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Reduce Other Services to Maintain Fund Structural Balance Reallocations Reallocation Between Funds Transfer Budget & 1.0 FTE Position to EDMS Fund (274) to Maintain Grant Fund Structural Balance Agenda Item: C-80-10-010-2-00 Agenda Item: $ $ $ FY 2011 Adopted Budget Percent Change from Target Amount 330 (20,227) (40,815) - Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Clerk of the Superior Court Fill the Gap Fund (218) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget $ 40,000 $ - FY 2010 Revised Budget $ 40,000 $ - $ (40,000) $ (40,000) - $ - $ - $ 25,000 $ 25,000 - $ 25,000 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2011 Budget Target Adjustments: Non Recurring Other Non-Recurring Continuation of Cash Receipting Project Agenda Item: $ 25,000 FY 2011 Adopted Budget Percent Change from Target Amount Clerk of the Superior Court Fill the Gap Fund (218) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED 481,063 $ FY 2010 REVISED $ 80,214 $ 105,521 FY 2011 ADOPTED Beginning Spendable Fund Balance $ Sources: Operating Total Sources: $ 2,097,106 $ 2,097,106 $ 2,206,000 $ 2,206,000 $ 2,408,495 $ 2,408,495 $ 2,408,495 $ 2,408,495 $ 2,408,495 $ 2,408,495 Uses: Operating Non-Recurring Total Uses: $ 2,100,525 372,133 $ 2,472,658 $ 2,206,000 40,000 $ 2,246,000 $ 2,408,495 40,000 $ 2,448,495 $ 2,393,218 38,448 $ 2,431,666 $ 2,408,495 25,000 $ 2,433,495 Structural Balance $ (3,419) $ - $ - $ 15,277 $ - Accounting Adjustments $ 10 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 105,521 105,521 $ $ 40,214 40,214 $ $ 40,214 40,214 $ $ 82,350 82,350 $ $ 57,350 57,350 331 80,214 FY 2010 FORECAST $ 82,350 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Child Support Enhancement Fund (270) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ - $ 95,000 FY 2010 Revised Budget $ - $ 95,000 FY 2011 Budget Target $ - $ 95,000 FY 2011 Adopted Budget Percent Change from Target Amount $ - $ 95,000 0.0% Revenue Expenditures NON RECURRING NON PROJECT FY 2010 Adopted Budget $ 75,000 $ - FY 2010 Revised Budget $ 75,000 $ - $ (75,000) $ (75,000) - $ - $ - $ 75,000 $ 75,000 - $ 75,000 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2011 Budget Target Adjustments: Non Recurring Other Non-Recurring Interactive Voice Response Replacement Project Agenda Item: $ 75,000 FY 2011 Adopted Budget Percent Change from Target Amount Child Support Enhancement Fund (270) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED Beginning Spendable Fund Balance $ 353,363 $ 353,383 $ 353,383 $ 381,623 $ 457,319 Sources: Operating Total Sources: $ $ 107,863 107,863 $ $ 95,000 95,000 $ $ 95,000 95,000 $ $ 93,696 93,696 $ $ 95,000 95,000 $ $ $ 18,000 18,000 $ $ 75,000 75,000 $ $ 75,000 75,000 $ $ 22,800 56,805 79,605 $ 75,000 75,000 Structural Balance $ 85,063 $ 95,000 $ 95,000 $ 93,696 $ 95,000 Accounting Adjustments $ 2 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 381,623 381,623 $ $ 373,383 373,383 $ $ 373,383 373,383 $ $ 457,319 457,319 $ $ 477,319 477,319 Uses: Operating Non-Recurring Total Uses: 332 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Victim Location Fund (273) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 10,000 $ 24,000 FY 2010 Revised Budget $ 10,000 $ 24,000 FY 2011 Budget Target $ 10,000 $ 24,000 $ (10,000) $ (10,000) - $ - $ - Adjustments: Base Adjustments Other Base Adjustments Submission of Budget Below Target General Revenues Interest Revenue Agenda Item: $ (10,000) FY 2011 Adopted Budget Percent Change from Target Amount (14,000) (14,000) $ - $ 10,000 -100.0% -58.3% Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget $ - $ - FY 2010 Revised Budget $ - $ - FY 2011 Budget Target $ - $ - $ 75,000 $ 75,000 - $ 75,000 $ - Adjustments: Agenda Item: Non Recurring Other Non-Recurring Establish Other Pay Budget to which County Attorney's Office (Dept 190) can Journal Voucher Costs Incurred in Locating Crime Victims due Restitution $ 75,000 - FY 2011 Adopted Budget Percent Change from Target Amount Victim Location Fund (273) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED Beginning Spendable Fund Balance $ 149,866 $ 175,344 $ 175,344 $ 175,788 $ 176,788 Sources: Operating Total Sources: $ $ 25,922 25,922 $ $ 24,000 24,000 $ $ 24,000 24,000 $ $ 11,000 11,000 $ $ 10,000 10,000 $ $ $ 10,000 10,000 $ $ 10,000 10,000 $ $ 10,000 10,000 $ $ - $ 75,000 75,000 Structural Balance $ 25,922 $ 14,000 $ 14,000 $ 1,000 $ 10,000 Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 175,788 175,788 $ $ 189,344 189,344 $ $ 189,344 189,344 $ $ 176,788 176,788 $ $ 111,788 111,788 Uses: Operating Non-Recurring Total Uses: 333 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Electronic Document Management System Fund (274) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 3,370,000 $ 3,370,000 FY 2010 Revised Budget $ 3,370,000 $ 3,370,000 FY 2011 Budget Target $ 3,370,000 $ 3,370,000 $ 56,602 $ 49,104 7,498 130,583 $ 130,583 - $ - $ - 241,000 241,000 $ - $ 40,815 $ 40,815 (13,000) (13,000) - 3,598,000 $ 6.8% 3,598,000 6.8% Adjustments: Agenda Item: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Expenditure Budget Submission above Target Increase Other Services to Maintain Fund Structural Balance Fees and Other Revenues ProgRevenue Volume Inc/Dec Revenue Budget Submisson above Target Increase "Other Charges for Services" Revenue to Reflect Continuing Growth and FY 2009-10 Forecasts General Revenues Interest Revenue Reallocations Reallocation Between Funds Transfer Budget & 1.0 FTE Position from Fill the Gap Fund (218) due to Structural Imbalance in FTG Fund $ $ $ 80,000 50,583 80,000 161,000 - $ $ 40,815 - FY 2011 Adopted Budget Percent Change from Target Amount $ Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget $ 933,582 $ - FY 2010 Revised Budget $ 933,582 $ - $ (933,582) $ (933,582) - $ - $ - $ 1,330,000 $ 1,330,000 - $ 1,330,000 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2011 Budget Target Adjustments: Non Recurring Other Non-Recurring eFiling Foundation Project Juvenile Electronic Court Record Project eFiling Enhancements Agenda Item: $ FY 2011 Adopted Budget Percent Change from Target Amount 334 980,000 150,000 200,000 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Electronic Document Management System Fund (274) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED Beginning Spendable Fund Balance $ 985,162 $ 1,265,588 $ 1,265,588 $ 1,730,074 $ 1,887,659 Sources: Operating Total Sources: $ 3,613,355 $ 3,613,355 $ 3,370,000 $ 3,370,000 $ 3,370,000 $ 3,370,000 $ 3,597,809 $ 3,597,809 $ 3,598,000 $ 3,598,000 Uses: Operating Non-Recurring Total Uses: $ 2,344,938 523,500 $ 2,868,438 $ 3,370,000 933,582 $ 4,303,582 $ 3,370,000 933,582 $ 4,303,582 $ 2,814,224 626,000 $ 3,440,224 $ 3,598,000 1,330,000 $ 4,928,000 Structural Balance $ 1,268,417 $ - $ - $ 783,585 $ - Accounting Adjustments $ (5) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ 1,730,074 $ 1,730,074 332,006 332,006 $ $ 332,006 332,006 $ 1,887,659 $ 1,887,659 $ $ 557,659 557,659 $ $ 335 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Constables Constables Analysis by Bradley Kendrex, Senior Management & Budget Analyst Summary Mission The mission of the Constables is to provide execution of mandated civil and criminal process to citizens of Maricopa County so they can receive timely, cost effective and professional service. Vision Citizens serving citizens by working collaboratively, efficiently and innovatively. We will be responsive to our customers while being fiscally prudent. Strategic Goals The Department strategic goals are outdated and new goals will be developed during the strategic planning update process. Sources and Uses by Program and Activity FY 2009 ACTUAL PROGRAM / ACTIVITY SOURCES SERV - SERVICE OF PROCESS 25PS - SERVICE OF PROCESS FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % $ $ 1,523,749 $ 1,523,749 $ 1,638,556 $ 1,638,556 $ 1,678,221 $ 1,678,221 $ 1,500,217 $ 1,500,217 $ 1,504,722 $ 1,504,722 $ (173,499) (173,499) -10.3% -10.3% TOTAL PROGRAMS $ 1,523,749 $ 1,638,556 $ 1,678,221 $ 1,500,217 $ 1,504,722 $ (173,499) -10.3% (255,356) (255,356) -10.5% -10.5% USES SERV - SERVICE OF PROCESS 25PS - SERVICE OF PROCESS $ $ 2,234,990 $ 2,234,990 $ 2,396,627 $ 2,396,627 $ 2,436,292 $ 2,436,292 $ 2,235,985 $ 2,235,985 $ 2,691,648 $ 2,691,648 $ BDGT - BUDGETING FSAC - FINANCIAL SERVICES 99AS - ADMINISTRATIVE SERVICES $ $ 2,007 $ 2,007 $ 1,425 $ 735 2,160 $ 1,425 $ 735 2,160 $ 469 $ 239 708 $ 1,425 $ 735 2,160 $ ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 4,536 $ 4,536 $ 4,530 $ 4,530 $ 4,530 $ 4,530 $ 4,136 $ 4,136 $ 8,529 $ 8,529 $ (3,999) (3,999) -88.3% -88.3% TOTAL PROGRAMS $ 2,241,533 $ 2,403,317 $ 2,442,982 $ 2,240,829 $ 2,702,337 $ (259,355) -10.6% 336 - 0.0% 0.0% 0.0% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Constables Sources and Uses by Category FY 2009 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST REV VS ADPT VAR % FY 2011 ADOPTED $ SUBTOTAL $ 25,526 25,526 $ $ - $ $ 39,665 39,665 $ $ 29,184 29,184 $ $ CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ 1,498,223 1,498,223 $ $ 1,638,556 1,638,556 $ $ 1,638,556 1,638,556 $ $ 1,471,033 1,471,033 $ $ 1,504,722 $ 1,504,722 $ (133,834) (133,834) -8.2% -8.2% ALL REVENUES $ 1,523,749 $ 1,638,556 $ 1,678,221 $ 1,500,217 $ 1,504,722 $ (173,499) -10.3% TOTAL SOURCES $ 1,523,749 FY 2009 ACTUAL $ 1,638,556 FY 2010 ADOPTED $ 1,678,221 FY 2010 REVISED $ 1,500,217 FY 2010 FORECAST $ 1,504,722 $ FY 2011 ADOPTED (173,499) -10.3% REV VS ADPT VAR % (189,064) -12.1% (166,253) -27.4% 125,070 100.0% 203,171 -608.2% (236,579) N/A (263,655) -11.7% CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ - $ $ (39,665) -100.0% (39,665) -100.0% 1,512,239 $ 589,225 85 2,101,549 $ 1,558,827 $ 607,560 125,070 (33,408) 2,258,049 $ 1,558,827 $ 607,560 125,070 (33,408) 2,258,049 $ 1,556,769 $ 603,380 (36,216) 2,123,933 $ 1,747,891 $ 773,813 (236,579) 236,579 2,521,704 $ 13,700 $ 47,603 61,303 $ 5,885 $ 56,785 62,670 $ 35,950 $ 56,785 92,735 $ 38,419 $ 49,043 87,462 $ 17,166 $ 54,000 71,166 $ 18,784 2,785 21,569 52.3% 4.9% 23.3% 14,785 $ 25,995 2,596 8,624 50 52,050 $ 5,503 $ 350 43,119 1,080 4,250 120 54,422 $ 5,503 $ 350 43,119 1,080 13,850 120 64,022 $ 2,115 $ 112 545 2,093 3,524 31 8,420 $ 4,103 $ 350 22,000 1,080 25,640 120 53,293 $ 1,400 21,119 (11,790) 10,729 25.4% 0.0% 49.0% 0.0% -85.1% 0.0% 16.8% $ - $ 26,631 26,631 $ - $ 28,176 28,176 $ - $ 28,176 28,176 $ - $ 21,014 21,014 $ 28,000 $ 28,174 56,174 $ (28,000) 2 (27,998) N/A 0.0% -99.4% ALL EXPENDITURES $ 2,241,533 $ 2,403,317 $ 2,442,982 $ 2,240,829 $ 2,702,337 $ (259,355) -10.6% TOTAL USES $ 2,241,533 $ 2,403,317 $ 2,442,982 $ 2,240,829 $ 2,702,337 $ (259,355) -10.6% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL $ SUBTOTAL $ SERVICES 0812 - OTHER SERVICES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL CAPITAL 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE SUBTOTAL $ $ $ Sources and Uses by Fund and Function FY 2008-09 ACTUAL 100 GENERAL OPERATING NON-RECURRING $ $ 1,498,223 25,526 1,523,749 DEPARTMENT OPERATING TOTAL SOURCES $ 1,498,223 FUND TOTAL SOURCES DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING $ FY 2009-10 ADOPTED $ 1,638,556 1,638,556 $ 1,638,556 25,526 $ 1,523,749 FY 2009 ACTUAL $ FY 2009-10 REVISED $ $ FY 2009-10 FORECAST $ 1,638,556 39,665 1,678,221 $ $ 1,471,033 29,184 1,500,217 $ 1,638,556 $ 1,471,033 - $ 39,665 $ 1,638,556 FY 2010 ADOPTED $ 1,678,221 FY 2010 REVISED $ FY 2010-11 RECOMM $ 1,504,722 1,504,722 $ (133,834) (39,665) (173,499) $ 1,504,722 $ (133,834) -8.2% 29,184 $ - $ (39,665) -100.0% 1,504,722 FY 2011 ADOPTED $ (173,499) -10.3% REV VS ADPT VAR % 1,500,217 FY 2010 FORECAST $ REVISED VS RECOMM VARIANCE % $ $ -8.2% -100.0% -10.3% FUND TOTAL USES $ 2,216,007 $ 25,526 2,241,533 $ 2,403,317 $ 2,403,317 $ 2,403,317 $ 39,665 2,442,982 $ 2,211,645 $ 29,184 2,240,829 $ 2,429,547 $ 272,790 2,702,337 $ (26,230) -1.1% (233,125) -587.7% (259,355) -10.6% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 2,216,007 $ 25,526 $ 2,241,533 $ 2,403,317 $ - $ 2,403,317 $ 2,403,317 $ 39,665 $ 2,442,982 $ 2,211,645 $ 29,184 $ 2,240,829 $ 2,429,547 $ 272,790 $ 2,702,337 $ (26,230) -1.1% (233,125) -587.7% (259,355) -10.6% 337 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Constables Staffing by Program and Activity PROGRAM / ACTIVITY SERVICE OF PROCESS SERVICE OF PROCESS PROGRAM TOTAL DEPARTMENT TOTAL FY 2009 ADOPTED FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST 30.00 30.00 30.00 30.00 30.00 30.00 30.00 30.00 30.00 FY 2009 ADOPTED 23.00 7.00 30.00 FY 2010 ADOPTED 25.00 5.00 30.00 FY 2010 REVISED 25.00 5.00 30.00 31.00 31.00 31.00 FY 2011 ADOPTED 35.00 35.00 35.00 REV TO ADPT VAR % 5.00 5.00 5.00 16.7% 16.7% 16.7% Staffing by Market Range Title MARKET RANGE TITLE Elected Legal Order Server Office Assistant Specialized Department Total FY 2010 FORECAST 25.00 6.00 31.00 FY 2011 ADOPTED 25.00 8.00 2.00 35.00 REV TO ADPT VAR % 0.0% 3.00 60.0% 2.00 N/A 5.00 16.7% FY 2011 ADOPTED 35.00 35.00 REV TO ADPT VAR % 5.00 16.7% 5.00 16.7% Staffing by Fund FUND 100 - GENERAL DEPARTMENT TOTAL FY 2009 ADOPTED 30.00 30.00 FY 2010 ADOPTED 30.00 30.00 FY 2010 REVISED 30.00 30.00 FY 2010 FORECAST 31.00 31.00 Significant Variance Analysis • • Funding for one Deputy Constable is included in Non-Recurring/Non-Project (0001). Funding for two Deputy Constables and two Office Assistants is included in Non-Recurring/NonProject (0001) to staff a pilot warrants project. General Adjustments Adjustments: • • • Employee health and dental premiums are increasing in FY 2010-11, resulting in $34,596 in additional benefits costs to the Constables. Retirement contributions are increasing for FY 2010-11, resulting in $45,771 in additional benefits costs to the Constables. OMB identified savings in Other Personnel Services and Telecom - Discretionary totaling $54,137 to offset the increases in benefits costs associated with health/dental premiums and retirement contributions. The Constables noted in their budget request transmittal memo that they intend to request salary increases at a cost of roughly $19,000. This amount was included for this purpose in their requested budget, however it has been allocated to fund part of the benefits cost increases. If the Constables bring the salary request to the Board of Supervisors, the item would need to include a request for additional funding. Programs and Activities Service of Process Program The purpose of the Service of Process Program is to provide for the distribution of court documents to the public so that they can proceed with litigation, the service of writs and summons issued by the court and governmental agencies. 338 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Constables Program Results Measure Description Percent of writs served within five working days FY 2009 ACTUAL 97.7% FY 2010 REVISED 100.0% FY 2011 ADOPTED 100.0% REVISED vs. ADOPTED VAR. % VAR. 0.0% 0.0% Activities that comprise this program include: • Service of Process Service of Process Activity The purpose of the Service of Process Activity is to provide timely, professional service of court process to the public and governmental agencies so they can proceed with litigation. Mandates: A.R.S. §22-131 establishes the Constables’ duty to execute, serve and return all processes and notices directed or delivered to them by the justice of the peace of their Maricopa County precinct. Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of writs served within five working days Number of Writs of Restitution Number of Writs of Restitution required. Expenditure per Writ served. FY 2009 ACTUAL 97.7% $ 100 - GENERAL TOTAL SOURCES $ 1,523,749 $ 1,523,749 100 - GENERAL TOTAL USES $ 2,234,990 $ 2,234,990 18,600 18,600 120.16 FY 2010 REVISED 100.0% 16,900 16,900 159.27 $ 1,678,221 $ 1,678,221 $ 2,436,292 $ 2,436,292 $ 20,097 20,097 121.23 FY 2011 ADOPTED 100.0% REV VS ADPT VAR % 0.0% 0.0% $ (3,197) (3,197) (38.04) -15.9% -15.9% -31.4% $ 1,504,722 $ 1,504,722 $ $ (173,499) (173,499) -10.3% -10.3% $ 2,691,648 $ 2,691,648 $ $ (255,356) (255,356) -10.5% -10.5% $ Expenditure Activity Narrative: While demand and revenues were expected to recover in FY 2009-10 due to both economic improvement and the addition of a document preparation fee, demand continued to decline due to economic weakness and high vacancy rates in the rental housing market. It is purported that rental eviction rates are inversely related to vacancy rates; landlords are less likely to evict problem tenants in times when there are fewer potential tenants to replace them. Revenue and demand are budgeted slightly below the FY 2009-10 forecasted levels. Adjustments: • Reduce revenue by $133,834 to account for falling demand and persistent economic weakness in FY 2009-10, continuing into FY 2010-11. • Funding of $50,000 is included for one Deputy Constable (Legal Order Server) position in General Fund (100) Non-Recurring/Non-Project (0001) for FY 2010-11. • Funding of $222,790 is included for two Deputy Constables and two Office Assistants in NonRecurring/Non-Project (0001) to staff a pilot project to collect unpaid fines for which there are outstanding arrest warrants issued by the Justice Courts. 339 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Constables Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 2,403,317 $ 1,638,556 FY 2010 Revised Budget $ 2,403,317 $ 1,638,556 FY 2011 Budget Target $ 2,403,317 $ 1,638,556 $ 80,367 $ 34,596 45,771 (54,137) $ (54,137) - Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Rightsize Other Personnel Services Rightsize Telecom Discretionary Fees and Other Revenues ProgRevenue Volume Inc/Dec Rightsize Process Service Fee Revenue Agenda Item: $ $ (30,806) (23,331) $ - $ - (133,834) (133,834) FY 2011 Recommended Budget Percent Change from Target Amount $ 2,429,547 $ 1.1% 1,504,722 -8.2% FY 2011 Tentative Budget $ 2,429,547 $ 1.1% 1,504,722 -8.2% $ 2,429,547 $ 1.1% 1,504,722 -8.2% $ (133,834) Percent Change from Target Amount FY 2011 Adopted Budget Percent Change from Target Amount 340 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Constables General Fund (100) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget $ - $ - $ 39,665 $ 6,735 6,394 5,063 1,392 9,600 3,772 5,069 1,640 39,665 6,735 6,394 5,063 1,392 9,600 3,772 5,069 1,640 $ 39,665 $ 39,665 $ (39,665) $ (6,735) (6,394) (5,063) (1,392) (9,600) (3,772) (5,069) (1,640) (39,665) (6,735) (6,394) (5,063) (1,392) (9,600) (3,772) (5,069) (1,640) $ - $ - $ 50,000 $ 50,000 - FY 2011 Recommended Budget Percent Change from Target Amount $ 50,000 $ - FY 2011 Tentative Budget Percent Change from Target Amount $ 50,000 $ - $ 222,790 $ 222,790 - $ 272,790 $ - Adjustments: Grants, Donations and Intergovernmental Agreements Grants Constables Tasers FY 10 Constables Veh Safety Lighting Constables Laptops Constables Ballistic Vests FY 10 Constables Training FY 10 Constables Laptops FY 10 Constables Glock Pistols Grant Constables Voice Recorder Grnt Agenda Item: C-25-10-001-G-00 C-25-10-002-G-00 C-25-10-003-G-00 C-25-10-004-G-00 C-25-10-005-G-00 C-25-10-006-G-00 C-25-10-007-G-00 C-25-10-008-G-00 FY 2010 Revised Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Constables Tasers FY 10 Constables Veh Safety Lighting Constables Laptops Constables Ballistic Vests FY 10 Constables Training FY 10 Constables Laptops FY 10 Constables Glock Pistols Grant Constables Voice Recorder Grnt Agenda Item: C-25-10-001-G-00 C-25-10-002-G-00 C-25-10-003-G-00 C-25-10-004-G-00 C-25-10-005-G-00 C-25-10-006-G-00 C-25-10-007-G-00 C-25-10-008-G-00 FY 2011 Budget Target Adjustments: Non Recurring Other Non-Recurring One Deputy Constable Adjustments: Supplemental Funding Results Initiatives Other Results Initiatives Pilot Warrants Program Agenda Item: $ 50,000 Agenda Item: $ FY 2011 Adopted Budget Percent Change from Target Amount 341 222,790 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Correctional Health Services Correctional Health Services Analysis by Lauren M. Cochran, Management & Budget Analyst Summary Mission The mission of the Correctional Health Services Department is to provide cost effective healthcare to jail inmates so that their constitutional rights are maintained. Strategic Goals • By 2011, CHS will take the appropriate actions to address legal judgments. Status: CHS is actively working with the Office of Management and Budget to procure an electronic solution that will track the many needs of their patient population. CHS is also working with two experts in the Graves v. Arpaio lawsuit to determine the best course of action for an optimal solution. • By 2012, the vacancy rate for specialized staff will be no greater than 15%, which will benefit client care. This will allow for a more consistent treatment staff by reducing the amount of per diem shifts. Status: As of February 28th, 2010, the vacancy rate for specialty staff that is backfilled with per diem shifts is 11.3%. • By 2015, CHS will seek lower health care cost per inmate for the department as compared to other comparable national health care providers. Status: CHS is compiling national standards and financial information from NCCHC and various other correctional health “experts” to be able to compare their internal benchmarks. 342 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Correctional Health Services Sources and Uses by Program and Activity FY 2009 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % CLSP - CLINICAL SUPPORT 26SS - CORRECTIONAL HEALTH SUPP SVCS $ $ 37,963 $ 37,963 $ 49,318 $ 49,318 $ 60,091 $ 60,091 $ 66,429 $ 66,429 $ 56,500 $ 56,500 $ (3,591) (3,591) -6.0% -6.0% GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 1 $ 1 $ - $ - $ - $ - $ (91) $ (91) $ - $ - $ - N/A N/A TOTAL PROGRAMS $ 37,964 $ 49,318 $ 60,091 $ 66,338 $ 56,500 $ (3,591) -6.0% 7,270,494 $ 7,627,527 14,898,021 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A N/A 2,045,186 $ 4,736,541 6,781,727 $ 5,468,704 $ 5,986,700 11,455,404 $ 5,321,526 $ 5,731,182 11,052,708 $ 3,983,305 $ 5,014,905 8,998,210 $ 2,875,435 $ 6,488,024 9,363,459 $ 2,446,091 (756,842) 1,689,249 46.0% -13.2% 15.3% 2,325,809 $ 24,976,708 665,236 27,967,753 $ 2,407,486 $ 25,572,994 764,714 28,745,194 $ 2,331,416 $ 28,128,730 714,362 31,174,508 $ 2,370,823 $ 31,163,303 944,211 34,478,337 $ 36,663 (5,590,309) (179,497) (5,733,143) 1.5% -21.9% -23.5% -19.9% USES EHCC - EXTERNAL HLTH CARE COSTS MEDD - MED DISP AND DISTRIBUTION 26AR - ADULT REMAND JUV INMATE TRTMT IPMD - INPATIENT MEDICAL IPMH - INPATIENT MENTAL HEALTH 26IP - INPATIENT $ $ $ $ INHA - INITIAL HEALTH ASSESSMENT OPTE - OUTPATIENT TREATMENT AND EVAL PBHS - PRE BOOKING HEALTH SCREENING 26OP - OUTPATIENT $ $ 2,634,319 $ 14,372,648 939,250 17,946,217 $ CLSP - CLINICAL SUPPORT 26SS - CORRECTIONAL HEALTH SUPP SVCS $ $ 2,175,449 $ 2,175,449 $ 2,839,124 $ 2,839,124 $ 2,622,498 $ 2,622,498 $ 2,692,295 $ 2,692,295 $ 2,948,425 $ 2,948,425 $ (325,927) (325,927) -12.4% -12.4% CURE - CUSTODY RESTORATION AND EVAL EVAL - ADULT COMPETENCY EVALUATIONS JVAL - JUVENILE COMPETENCY EVALUATION 80RE - RESTORATION TO COMPETENCY $ 1,858,473 $ 1,213,598 342,750 3,414,821 $ 1,573,257 $ 1,187,781 275,000 3,036,038 $ 1,566,186 $ 1,194,852 275,000 3,036,038 $ 1,606,083 $ 1,184,466 241,874 3,032,423 $ 1,623,610 $ 1,196,309 241,200 3,061,119 $ (57,424) (1,457) 33,800 (25,081) -3.7% -0.1% 12.3% -0.8% BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT RMGT - RISK MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 99,748 $ 266,672 666,280 617,599 786,168 322,947 2,759,414 $ 100,368 $ 413,101 358,517 983,194 290,043 2,145,223 $ 95,608 $ 359,455 346,009 940,123 256,682 1,997,877 $ 105,652 $ 403,662 342,596 563,122 183,685 1,598,717 $ 107,813 $ 417,400 377,606 1,149,356 43,279 2,095,454 $ (12,205) (57,945) (31,597) (209,233) 213,403 (97,577) -12.8% -16.1% -9.1% -22.3% 83.1% N/A -4.9% ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 4,243,000 $ 4,243,000 $ 4,088,699 $ 4,088,699 $ 4,088,699 $ 4,088,699 $ 4,014,642 $ 4,014,642 $ 3,057,257 $ 3,057,257 $ BUAS - BUSINESS APPLICATION DEV SUPP DESK - DESKTOP SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ - $ 333,292 333,292 $ - $ 365,112 365,112 $ - $ 365,112 365,112 $ - $ 334,876 334,876 $ 9,400,000 $ 341,936 9,741,936 $ TOTAL PROGRAMS $ 52,551,941 $ 51,897,353 $ 51,908,126 $ 51,845,671 $ 64,745,987 $ $ 343 1,031,442 1,031,442 25.2% 25.2% (9,400,000) N/A 23,176 6.3% (9,376,824) -2568.2% (12,837,861) -24.7% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Correctional Health Services Sources and Uses by Category FY 2009 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST REV VS ADPT VAR % FY 2011 ADOPTED $ SUBTOTAL $ 32,817 32,817 $ $ 42,818 42,818 $ $ 53,591 53,591 $ $ 58,591 58,591 $ $ 50,000 50,000 $ $ CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ 5,146 5,146 $ $ 6,500 6,500 $ $ 6,500 6,500 $ $ 7,838 7,838 $ $ 6,500 6,500 $ $ - 0.0% 0.0% $ SUBTOTAL $ 1 1 $ $ - $ $ (91) $ (91) $ - $ $ - N/A N/A ALL REVENUES $ 37,964 $ 49,318 $ 60,091 $ 66,338 $ 56,500 $ (3,591) -6.0% TOTAL SOURCES $ 37,964 FY 2009 ACTUAL $ 49,318 FY 2010 ADOPTED $ 60,091 FY 2010 REVISED $ 66,338 FY 2010 FORECAST $ 56,500 FY 2011 ADOPTED $ (3,591) -6.0% REV VS ADPT VAR % (3,536,463) -16.1% 0.0% 400,000 32.2% (1,245,573) -18.3% (52,382) -14.5% 1,288,764 -522.1% (1,802,333) -306.8% (4,947,987) -16.1% MISCELLANEOUS 0645 - INTEREST EARNINGS CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ - $ - $ (3,591) (3,591) -6.7% -6.7% 21,114,897 $ 30,394 1,411,951 6,736,144 895,945 (147,838) 601,663 30,643,156 $ 22,347,059 $ 22,968 1,395,455 6,887,589 361,611 (218,855) 576,638 31,372,465 $ 21,952,199 $ 22,968 1,243,461 6,821,358 361,611 (246,834) 587,411 30,742,174 $ 22,501,383 $ 23,133 857,391 6,772,321 388,376 (108,157) 505,778 30,940,225 $ 25,488,662 $ 22,968 843,461 8,066,931 413,993 (1,535,598) 2,389,744 35,690,161 $ SUBTOTAL $ 121,498 $ 3,912,836 6,166 4,040,500 $ 126,601 $ 4,114,940 8,172 4,249,713 $ 126,601 $ 4,114,940 8,172 4,249,713 $ 107,750 $ 3,848,047 6,831 502 3,963,130 $ 95,998 $ 3,845,495 6,500 3,947,993 $ 30,603 269,445 1,672 301,720 24.2% 6.5% 20.5% N/A 7.1% SERVICES 0810 - LEGAL SERVICES $ 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 1,737,568 $ 11,403,357 273,193 80,963 49,230 4,140,504 36,195 22,569 10,379 13,583 (48,405) 74,549 17,793,685 $ 1,435,824 $ 10,232,705 258,996 92,937 40,111 4,047,412 40,844 23,500 10,971 14,100 (61,192) 61,192 16,197,400 $ 1,435,824 $ 10,873,769 258,996 92,937 40,111 4,047,412 40,844 23,500 10,971 14,100 16,838,464 $ 1,512,138 $ 10,672,397 547,638 87,328 27,558 3,986,149 30,987 22,190 7,063 12,914 22,513 16,928,875 $ 1,507,632 $ 10,673,779 303,200 88,158 40,097 2,973,155 26,200 21,900 6,000 13,000 24,884 15,678,005 $ (71,808) 199,990 (44,204) 4,779 14 1,074,257 14,644 1,600 4,971 1,100 (24,884) 1,160,459 -5.0% 1.8% -17.1% 5.1% 0.0% 26.5% 35.9% 6.8% 45.3% 7.8% N/A N/A 6.9% $ SUBTOTAL $ 74,600 $ 74,600 $ 77,775 $ 77,775 $ 77,775 $ 77,775 $ 13,441 $ 13,441 $ 29,828 $ 29,828 $ ALL EXPENDITURES $ 52,551,941 $ 51,897,353 $ 51,908,126 $ 51,845,671 $ 55,345,987 $ (3,437,861) -6.6% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ - $ - $ - $ - $ - $ - $ - $ - $ 9,400,000 $ 9,400,000 $ (9,400,000) (9,400,000) N/A N/A TOTAL USES $ 52,551,941 $ 51,897,353 $ 51,908,126 $ 51,845,671 $ 64,745,987 $ (12,837,861) -24.7% SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT CAPITAL 0950 - DEBT SERVICE $ 344 47,947 47,947 61.6% 61.6% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Correctional Health Services Sources and Uses by Fund and Function FY 2009 ACTUAL FUND / FUNCTION CLASS 255 DETENTION OPERATIONS OPERATING $ FUND TOTAL SOURCES $ 292 CORRECTIONAL HEALTH GRANT OPERATING $ FUND TOTAL SOURCES $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % 5,146 $ 5,146 $ 6,500 $ 6,500 $ 6,500 $ 6,500 $ 7,838 $ 7,838 $ 6,500 $ 6,500 $ 32,818 $ 32,818 $ 42,818 $ 42,818 $ 53,591 $ 53,591 $ 58,500 $ 58,500 $ 50,000 $ 50,000 $ 37,964 $ 49,318 $ 60,091 $ 66,338 $ 56,500 $ 37,964 $ 49,318 $ 60,091 $ 66,338 $ 56,500 $ FY 2009 FY 2010 FY 2010 FY 2010 FY 2011 ACTUAL ADOPTED REVISED FORECAST ADOPTED (3,591) (3,591) 0.0% 0.0% -6.7% -6.7% (3,591) -6.0% (3,591) -6.0% REV VS ADPT VAR % $ FUND TOTAL USES $ 3,423,355 $ 3,423,355 $ 3,049,876 $ 3,049,876 $ 3,049,876 $ 3,049,876 $ 3,039,593 $ 3,039,593 $ 3,071,763 $ 3,071,763 $ (21,887) (21,887) -0.7% -0.7% $ FUND TOTAL USES $ 48,945,309 $ 145,460 49,090,769 $ 48,804,659 $ 48,804,659 $ 48,804,659 $ 48,804,659 $ 48,752,487 $ 48,752,487 $ 51,042,379 $ 10,581,845 61,624,224 $ (2,237,720) (10,581,845) (12,819,565) -4.6% N/A -26.3% $ FUND TOTAL USES $ 37,817 $ 37,817 $ 42,818 $ 42,818 $ 53,591 $ 53,591 $ 53,591 $ 53,591 $ 50,000 $ 50,000 $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 52,406,481 $ 145,460 $ 52,551,941 $ 51,897,353 $ - $ 51,897,353 $ 51,908,126 $ - $ 51,908,126 $ 51,845,671 $ - $ 51,845,671 $ 54,164,142 $ 10,581,845 $ 64,745,987 $ 255 DETENTION OPERATIONS OPERATING NON-RECURRING 292 CORRECTIONAL HEALTH GRANT OPERATING 3,591 3,591 (2,256,016) (10,581,845) (12,837,861) 6.7% 6.7% -4.3% N/A -24.7% Staffing by Program and Activity PROGRAM / ACTIVITY ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT RISK MANAGEMENT PROGRAM TOTAL ADULT REMAND JUV INMATE TRTMT MED DISP AND DISTRIBUTION PROGRAM TOTAL CORRECTIONAL HEALTH SUPP SVCS CLINICAL SUPPORT PROGRAM TOTAL INPATIENT INPATIENT MEDICAL INPATIENT MENTAL HEALTH PROGRAM TOTAL OUTPATIENT INITIAL HEALTH ASSESSMENT OUTPATIENT TREATMENT AND EVAL PRE BOOKING HEALTH SCREENING PROGRAM TOTAL RESTORATION TO COMPETENCY ADULT COMPETENCY EVALUATIONS CUSTODY RESTORATION AND EVAL PROGRAM TOTAL DEPARTMENT TOTAL FY 2009 ADOPTED FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST REV TO ADPT VAR % FY 2011 ADOPTED 1.15 5.54 4.25 6.33 15.00 4.87 37.14 1.20 3.60 6.70 5.00 2.00 18.50 1.20 3.60 6.70 5.00 2.00 18.50 1.20 4.10 5.70 5.00 1.00 17.00 1.20 4.10 5.70 5.00 1.00 17.00 0.50 (1.00) (1.00) (1.50) 0.0% 13.9% -14.9% 0.0% -50.0% N/A -8.1% 65.17 65.17 - - - - - N/A N/A 37.02 37.02 46.70 46.70 46.70 46.70 46.20 46.20 46.20 46.20 (0.50) (0.50) -1.1% -1.1% 17.87 41.14 59.01 19.85 51.55 71.40 19.85 51.55 71.40 19.85 47.55 67.40 19.85 56.55 76.40 5.00 5.00 0.0% 9.7% 7.0% 45.30 163.52 19.64 228.46 22.80 219.68 7.18 249.65 22.80 219.68 7.18 249.65 25.90 238.80 7.70 272.40 26.10 259.60 10.20 295.90 3.31 39.93 3.02 46.25 14.5% 18.2% 42.1% 18.5% 6.00 19.00 25.00 451.80 4.00 14.00 18.00 404.25 4.00 14.00 18.00 404.25 4.00 13.00 17.00 420.00 4.00 13.00 17.00 452.50 (1.00) (1.00) 48.25 0.0% -7.1% -5.6% 11.9% 345 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Correctional Health Services Staffing by Market Range Title MARKET RANGE TITLE Accountant Accounting Specialist Admin/Operations Specialist Administrative Staff Supv Attorney Business/Systems Analyst Consultant Counseling Supervisor Counselor Dental Assistant Dentist Deputy Director Director - Correctional Health Executive Assistant Field Operations Supervisor Finan/Business Analyst - Dept Financial Manager - County General Laborer Grant-Contract Administrator Human Resources Analyst Human Resources Specialist Human Resources Supervisor Investigator Chief - MCAO IT Consultant IT Division Manager Legal Assistant Legal Support Specialist Licensed Practical Nurse Management Analyst Materials Handling Worker Medical Assistant Medical Director Medical Transcriber Nurse - Correctional Nurse - Correctional/Psychiatric Nurse Pract/Phys Asst Nurse Pract/Phys Asst - Psych Nursing Director Nursing Manager Nursing Supervisor Office Assistant Office Assistant Specialized Operations/Program Manager Physician Procurement Specialist Program Coordinator - RN Programmer/Analyst - Sr/Ld Psychiatrist Psychologist Psychometrist Radiologic Technologist Social Worker Trainer Department Total FY 2009 ADOPTED 1.00 1.00 6.00 2.00 1.00 1.00 3.00 31.00 4.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 3.00 1.00 1.00 1.00 53.00 3.00 6.00 67.90 1.00 93.90 13.00 1.00 3.00 12.00 83.00 3.00 2.00 12.00 1.00 2.00 1.00 8.00 13.00 2.00 1.00 1.00 451.80 FY 2010 ADOPTED 1.00 5.00 1.00 1.00 1.00 3.00 25.50 4.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 49.15 2.00 5.00 58.15 86.30 14.00 1.00 3.00 12.00 68.65 5.00 2.00 10.00 1.00 1.00 7.00 10.00 1.00 1.50 8.00 1.00 404.25 346 FY 2010 REVISED 1.00 5.00 1.00 1.00 1.00 3.00 25.50 4.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 49.15 2.00 5.00 58.15 86.30 14.00 1.00 3.00 12.00 68.65 5.00 2.00 10.00 1.00 1.00 7.00 10.00 1.00 1.50 8.00 1.00 404.25 FY 2010 FORECAST 1.00 5.00 1.00 1.00 1.00 3.00 25.50 3.00 1.50 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 53.00 2.00 5.00 63.00 89.00 13.00 2.50 1.00 3.00 12.00 73.00 5.00 1.00 10.00 1.00 1.00 8.00 10.00 1.00 1.50 8.00 1.00 420.00 FY 2011 ADOPTED 1.00 5.00 1.00 1.00 1.00 4.00 36.50 3.00 1.50 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 56.00 2.00 5.00 63.00 1.00 91.00 1.00 13.00 4.00 1.00 3.00 12.00 83.00 5.00 1.00 10.00 1.00 1.00 11.00 10.00 1.00 1.50 8.00 1.00 452.50 REV TO VAR 1.00 11.00 (1.00) 0.50 (1.00) (1.00) (1.00) 1.00 6.85 4.85 1.00 4.70 1.00 (1.00) 4.00 14.35 (1.00) 4.00 48.25 ADPT % 0.0% N/A 0.0% 0.0% N/A 0.0% 0.0% 33.3% 43.1% -25.0% 50.0% -50.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% -100.0% 0.0% 0.0% N/A -100.0% N/A N/A N/A 0.0% 13.9% 0.0% 0.0% 8.3% N/A N/A 5.4% N/A -7.1% N/A 0.0% 0.0% 0.0% 20.9% 0.0% -50.0% 0.0% 0.0% N/A 0.0% 57.1% 0.0% 0.0% 0.0% 0.0% 0.0% 11.9% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Correctional Health Services Staffing by Fund FUND 100 - GENERAL 255 - DETENTION OPERATIONS DEPARTMENT TOTAL FY 2009 ADOPTED 25.00 426.80 451.80 FY 2010 ADOPTED 18.00 386.25 404.25 FY 2010 REVISED 18.00 386.25 404.25 FY 2010 FORECAST 17.00 406.00 420.00 FY 2011 ADOPTED 17.00 435.50 452.50 REV TO ADPT VAR % (1.00) -5.6% 49.25 12.8% 48.25 11.9% Significant Variance Analysis While the jail population is decreasing, there has not been a decline in the overall health services demands. In addition, the standard of care for mental health services has increased, which has translated directly into an increase in the demand for service. To address these issues, CHS is adding 32 FTE over the FY 2009-10 forecasted level of 420, to provide direct patient care and support, mainly in the area of mental health, but also for medical services. CHS will also fund 9 FTE in the Sheriff’s Office to support CHS staff in visiting inmates. The staffing breakout is as follows: 10 FTE-Health Unit Clerks 1 FTE- Counseling Supervisor 11 FTE-Counselors 3 FTE- LPN 3 FTE- Nurse-Psych 3 FTE- Psychiatrist 1 FTE- Nurse Practitioner/Physicians Assistant-Psych General Adjustments Operating Adjustments: General Fund (100) • Increase Regular Benefits in the amount of $17,138 for employee health and dental premium increases. • Increase Regular benefits by of $4,763 for retirement contribution rate increase. • Decrease repairs and maintenance $14 to match department’s submission. Detention Fund (255) • Reduce expenditures $1,015,123 for a reduction in Risk Management charges. Due to an increase in benefits, the net effect of this reduction is ($484,958). • Increase Regular Benefits in the amount of $420,321 for employee health and dental premium increases. • Increase Regular benefits in the amount of $109,844 for retirement contribution rate increase. • Increase Personal Services $2,366,066 for the addition of 22 FTE to support mental health and medical services of which $2,159,774 is mental health and $206,292 is medical. • Increase Personal Services $532,792 in order to fund 9 FTE for the Power Squad in the Sheriff’s Office. • Decrease Personal Services by $90,182 to reallocate 1 FTE (Counseling Supervisor) to the Inmate Health Services Fund (254). • Adjust personnel savings based on changes to staffing levels and forecasted expenditures, increasing expenditures by $187,457. • Adjust Personal Services for changes in staffing levels forecasted in FY 2009-10, offset by changes to overtime and related benefits, for a net impact of zero. • Right size registry and other services in the amount of ($218, 831) due to increased staffing levels and forecasted expenditures. 347 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Correctional Health Services Correctional Health Grant Fund (292) • Increase revenues and expenditures $7,182 to meet expected grant levels. Non Recurring Adjustments: Detention Fund (255) • Increase Personal Services by $1,181,845 to fund Mental Health and Medical Support staff (10 FTE), $393,953 for the first year and carrying forward the remainder to fund these positions until the Electronic Medical Records System is fully functional (2 additional years). • Increase expenditures $9,400,000 for the Electronic Medical Records Project transfer-out to Non-Departmental (470). Programs and Activities Inpatient Program The purpose of the Inpatient Program is to provide medically necessary mental health and medical services to patients housed in the inpatient units so they can return to lower levels of treatment. Mandates: Arizona Constitution, Article 12, Sections 3 and 4, and its implementation in A.R.S. §11441, require the county sheriff to take charge and keep the county jail. The U.S. Supreme Court in 1976, Estelle v Gamble, 429 U.S. 97, 97 S.Ct 285 (1976), established that prisoners have a right to be free from “deliberate indifference to their serious health care needs”, setting the basic standard for the county to provide ‘medically necessary’ health care for serious medical needs. Two Arizona class actions also mandate provision of specific health and mental health services to inmates: Hart v. Hill (U.S. District Court of Arizona, CIV1977-00479 PHX EHC) and Arnold v. Sarn (Maricopa County Superior Court CV000-432355). Arnold v Sarn mandates the county with regard to services for seriously mentally ill inmates. Program Results Measure Description Percent of patients discharged within 16 calendar days Percent of patients discharged within 25 calendar days FY 2009 ACTUAL N/A FY 2010 REVISED 100.0% FY 2011 ADOPTED 88.8% N/A 100.0% 85.9% Activities that comprise this program include: • Inpatient Medical • REV VS ADPT VAR % (11.2%) -11.2% (14.1%) -14.1% Inpatient Mental Health Inpatient Medical Activity The purpose of the Inpatient Medical Activity is to provide medically necessary services to patients admitted to an inpatient setting so they can return to lower levels of treatment. 348 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Demand Efficiency Expenditure Measure Description Percent of patients discharged within 16 calendar days Number of bed days received Number of patients reffered to an inpatient medical setting Cost per bed day received 255 - DETENTION OPERATIONS TOTAL USES Department Strategic Plans and Budgets Correctional Health Services FY 2009 ACTUAL N/A FY 2010 REVISED 100.0% N/A N/A 15,115 1,639 N/A $ 352.07 $ 2,045,186 $ 2,045,186 $ 5,321,526 $ 5,321,526 REV VS ADPT VAR % (11.2%) -11.2% FY 2011 ADOPTED 88.8% 14,986 1,382 $ 191.87 $ 2,875,435 $ 2,875,435 (129) (257) $ -0.9% -15.7% 160.19 45.5% $ 2,446,091 $ 2,446,091 46.0% 46.0% Activity Narrative: The large decrease in Inpatient Medical expenditures is due to the right sizing of the allocation of the External Health Care Activity expenditures when it was inactivated. The division should now be appropriately sized in regards to actual use. A similar increase will be seen in the Outpatient Program. The department expects to see increased demand as compared to the FY 200910 Forecasted metrics of 1,151 (number of patient referred to inpatient medical), and 12,430 (number of bed days received) respectively. The result measure was new in FY 2009-10 making an accurate forecast difficult at the time of budget development. FY 2010-11 anticipated level of patients discharged within 16 calendar days is in line with FY 2009-10 Forecast of 88.0%. Inpatient Mental Health Activity The purpose of the Inpatient Mental Health Activity is to provide medically necessary mental health services to patients with mental illness housed in the psychiatric units so they can return to lower levels of treatment. Measure Type Result Output Demand Efficiency Expenditure Measure Description Percent of patients discharged within 25 calendar days Number of mental health bed days received Number of patients referred to an inpatient mental health setting Cost per mental health bed days received 255 - DETENTION OPERATIONS TOTAL USES FY 2009 ACTUAL N/A FY 2010 REVISED 100.0% N/A N/A 60,823 2,498 N/A $ $ 4,736,541 $ 4,736,541 FY 2011 ADOPTED 85.9% 94.23 $ 5,731,182 $ 5,731,182 REV VS ADPT VAR % (14.1%) -14.1% 43,776 2,474 $ (17,047) (24) -28.0% -1.0% 148.21 $ (53.98) -57.3% $ 6,488,024 $ 6,488,024 $ $ (756,842) (756,842) -13.2% -13.2% Activity Narrative: The decrease in Inpatient Mental Health expenditures is due to the right sizing of the allocation of the External Health Care Activity expenditures when it was inactivated. The division should now be appropriately sized in regards to actual use. A similar increase will be seen in the Outpatient Program. The department expects to see increased demand and output as compared to FY 2009-10 Forecasted metrics of 2,060 (number of patients referred to the inpatient mental health setting) and 35,844 (number of mental health bed days received) respectively. The result measure was new in FY 2009-10 making an accurate forecast difficult at the time of budget development. FY 2010-11 anticipated level of patients discharged within 25 calendar days is in line with FY 2009-10 Forecast of 84.3%. Outpatient Program The purpose of the Outpatient Program is to provide medical, mental health, and dental services to patients booked into county jails so they can maintain their health. 349 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Correctional Health Services Mandates: Arizona Constitution, Article 12, Sections 3 and 4, and its implementation in A.R.S. §11441, require the county sheriff to take charge and keep the county jail. The U.S. Supreme Court in 1976, Estelle v Gamble, 429 U.S. 97, 97 S.Ct 285 (1976), established that prisoners have a right to be free from “deliberate indifference to their serious health care needs”, setting the basic standard for the county to provide ‘medically necessary’ health care for serious medical needs. Two Arizona class actions also mandate provision of specific health and mental health services to inmates: Hart v. Hill (U.S. District Court of Arizona, CIV1977-00479 PHX EHC) and Arnold v. Sarn (Maricopa County Superior Court CV000-432355). Arnold v Sarn mandates the county with regard to services for seriously mentally ill inmates. Program Results Measure Description Percent of patients triaged within 24 hours Percent of scheduled appointments kept Percent of prescriptions written that are given within three days Percent of initial health assessments completed within 14 calendar days Percent of booked inmates screened FY 2009 ACTUAL N/A N/A N/A FY 2010 REVISED 100.0% 100.0% 100.0% FY 2011 ADOPTED 83.8% 80.2% 89.3% N/A 100.0% 88.1% (11.9%) -11.9% N/A 100.5% 100.4% (0.1%) -0.1% Activities that comprise this program include: • Outpatient Treatment and Evaluation • Pre-Booking Health Screening • REV VS ADPT VAR % (16.2%) -16.2% (19.8%) -19.8% (10.7%) -10.7% Initial Health Assessment Outpatient Treatment and Evaluation Activity The purpose of the Outpatient Treatment and Evaluation Activity is to provide medically necessary medical, mental health, and dental services to patients booked into county jails so they can maintain their health. Measure Type Result Result Result Output Output Demand Demand Efficiency Expenditure Measure Description Percent of prescriptions written that are given within three days Percent of patients triaged within 24 hours Percent of scheduled appointments kept Number of appointments kept Number of health service requests Number of scheduled appointments Number of outpatient prescription orders written Cost per appointment kept 255 - DETENTION OPERATIONS TOTAL USES FY 2009 ACTUAL N/A FY 2010 REVISED 100.0% FY 2011 ADOPTED 89.3% N/A N/A N/A N/A N/A N/A 100.0% 100.0% 393,324 66,454 396,815 254,155 83.8% 80.2% 296,908 49,842 370,328 261,330 N/A $ $ 14,372,648 $ 14,372,648 65.02 $ 25,572,994 $ 25,572,994 $ 104.96 $ 31,163,303 $ 31,163,303 REV VS ADPT VAR % (10.7%) -10.7% (16.2%) (19.8%) (96,416) (16,612) (26,487) 7,175 -16.2% -19.8% -24.5% -25.0% -6.7% 2.8% (39.94) -61.4% $ (5,590,309) $ (5,590,309) -21.9% -21.9% $ Activity Narrative: The decrease in Outpatient Treatment and Evaluation expenditures is due to the right sizing of the allocation of the External Health Care Activity expenditures when it was inactivated. A similar decrease will be seen in the Inpatient Program. The division should now be appropriately sized in regards to actual use. The department expects to see increased demand and output as compared to FY 2009-10 Forecasted metrics. The result measure was new in FY 2009-10 making an 350 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Correctional Health Services accurate forecast difficult at the time of budget development. FY 2010-11 numbers are in line with FY 2009-10 Forecast. Pre-Booking Health Screening Activity The purpose of the Pre-Booking Health Screening activity is to provide health screening services to arrestees brought to county jails or remote sites so they can have their emergent and urgent health care needs identified before booking. Measure Type Result Output Output Measure Description Percent of booked inmates screened Number of pre-booking screenings completed and inmate subsequently booked Number of pre-booking screenings completed FY 2009 ACTUAL N/A N/A Demand Number of inmates presented at booking sites Efficiency Cost per Pre-booking screening completed Expenditure 255 - DETENTION OPERATIONS $ TOTAL USES $ FY 2010 REVISED 100.5% 130,599 REV VS ADPT VAR % (0.1%) -0.1% (16,087) -12.3% FY 2011 ADOPTED 100.4% 114,512 N/A 131,257 114,922 (16,335) -12.4% N/A N/A $ 131,257 5.83 $ 114,922 8.22 $ (16,335) (2.39) -12.4% -41.0% 764,714 764,714 $ $ 944,211 944,211 $ $ (179,497) (179,497) -23.5% -23.5% 939,250 939,250 $ $ Activity Narrative: When compared to FY 2009-10 forecasted numbers, the department expects to see demand and output remaining stable. Initial Health Assessment Activity The purpose of the Initial Health Assessment Activity is to provide medical, dental, and mental health needs assessments to patients booked into county jails so they can receive necessary care. Measure Type Result Output Demand Efficiency Expenditure Measure Description Percent of initial health assessments completed within 14 calendar days Number of initial health assessments completed within 14 days Number of initial health assessments required Cost per initial health assessment completed 255 - DETENTION OPERATIONS TOTAL USES FY 2009 ACTUAL N/A FY 2010 REVISED 100.0% N/A 32,304 N/A N/A $ 32,216 74.53 $ 2,634,319 $ 2,634,319 $ 2,407,486 $ 2,407,486 FY 2011 ADOPTED 88.1% REV VS ADPT VAR % (11.9%) -11.9% 6,996 (25,308) -78.3% -75.4% -354.7% 7,938 338.88 $ (24,278) (264.36) $ 2,370,823 $ 2,370,823 $ $ 36,663 36,663 $ 1.5% 1.5% Activity Narrative: Since the FY 2009-10 budget was prepared, the department has changed the way this information is counted based on recommendations from NCCHC and Correct Health. FY 2009-10 data is being collected and reported via this new method. In comparison to forecast, the department expects output and demand to remain stable. Support Services Program The purpose of the Support Services Program is to provide data and support to the clinical employees and patients so they can receive information to help provide quality and continuous care. 351 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Correctional Health Services Program Results Measure Description Percent of complete medical records provided to external requestors Percent of filed grievances resolved without adverse outcomes FY 2009 ACTUAL N/A FY 2010 REVISED 100.0% FY 2011 ADOPTED 95.7% N/A 100.0% 100.2% REV VS ADPT VAR % (4.3%) -4.3% 0.2% 0.2% Activities that comprise this program include: • Clinical Support Clinical Support Activity The purpose of the Clinical Support Activity is to provide support and useful data to the clinical employees and patients so they can provide/receive quality and continuous patient care. Mandates: Arizona Constitution, Article 12, Sections 3 and 4, and its implementation in A.R.S. §11441, require the county sheriff to take charge and keep the county jail. The U.S. Supreme Court in 1976, Estelle v Gamble, 429 U.S. 97, 97 S.Ct 285 (1976), established that prisoners have a right to be free from “deliberate indifference to their serious health care needs”, setting the basic standard for the county to provide ‘medically necessary’ health care for serious medical needs. Two Arizona class actions also mandate provision of specific health and mental health services to inmates: Hart v. Hill (U.S. District Court of Arizona, CIV1977-00479 PHX EHC) and Arnold v. Sarn (Maricopa County Superior Court CV000-432355). Arnold v Sarn mandates the county with regard to services for seriously mentally ill inmates. Measure Type Result Result Output Output Demand Demand Efficiency Revenue Measure Description Percent of complete medical records provided to external requestors Percent of filed grievances resolved without adverse outcomes Number of complete medical records provided Number of grievances resolved without adverse outcomes Number of external medical records requested FY 2009 ACTUAL N/A FY 2010 REVISED 100.0% FY 2011 ADOPTED 95.7% N/A 100.0% 100.2% N/A 4,654 N/A N/A Number of grievances filed Cost per medical record provided N/A N/A $ 255 - DETENTION OPERATIONS 292 - CORRECTIONAL HEALTH GRANT TOTAL SOURCES $ 255 - DETENTION OPERATIONS 292 - CORRECTIONAL HEALTH GRANT TOTAL USES $ 2,137,632 37,817 $ 2,175,449 $ 5,146 32,817 37,963 $ $ REV VS ADPT VAR % (4.3%) -4.3% 0.2% 0.2% 2,046 (2,608) -56.0% 3,578 286 (3,292) -92.0% 4,654 2,138 (2,516) -54.1% (1,014) (877.57) -28.3% -155.7% (3,591) (3,591) 0.0% -6.7% -6.0% (329,518) 3,591 (325,927) -12.8% 6.7% -12.4% 3,578 563.49 6,500 53,591 60,091 $ $ $ 2,564 1,441.07 6,500 50,000 56,500 $ $ $ Expenditure $ 2,568,907 53,591 $ 2,622,498 $ 2,898,425 50,000 $ 2,948,425 $ $ Activity Narrative: When compared to FY 2009-10 forecasted numbers, the department expects to see demand and output remaining stable. 352 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Correctional Health Services Restoration to Competency and Evaluation Program The purpose of the Rule 11 Custody Restoration Program is to provide timely treatment to incompetent criminal defendants so they become able to understand the nature and object of the criminal proceedings against them or to assist in their legal defense or are found not restorable. Mandates: A.R.S § 13-4512 gives the County Board of Supervisors the authority to designate a treatment program for court ordered competency restoration treatment. A County treatment program can provide competency restoration treatment to a defendant in the county jail, including inpatient and obtain court orders to transport the defendant to other providers, including the Arizona State Hospital. Program Results Measure Description Percent of competency determinations performed within 78 days. Percent of inmates found not restorable within 15 months of the determination of incompetency Percent of Rule 11 evaluations performed within 21 days Percent of Rule 11 juvenile evaluation performed within 21 days FY 2009 ACTUAL 73.4% FY 2010 REVISED 65.9% FY 2011 ADOPTED 65.9% 28.7% 20.1% 20.1% 0.0% 0.0% 2.5% 49.8% 49.8% 0.0% 0.0% N/A 49.7% 58.8% 9.1% 18.4% Activities that comprise this program include: • Custody Restoration and Evaluation • Adult Competency Evaluations • REV VS ADPT VAR % 0.0% 0.0% Juvenile Competency Evaluation Custody Restoration and Evaluation Activity The purpose of the Rule 11 Custody Restoration Activity is to provide timely treatment to incompetent criminal defendants so they become able to understand the nature and object of the criminal proceedings against them or to assist in their legal defense or are found not restorable. Mandates: A.R.S § 13-4512F and G state that if the court finds the defendant is unable to pay all or a portion on the costs of inpatient, in custody treatment, the state shall pay the costs of inpatient, in custody competency restoration treatment at the Arizona State Hospital that are incurred until seven days after the hospital submits a report to the court stating that the defendant has regained competency or there is no substantial probability that the defendant will regain competency within twenty-one months after the date of the original finding of incompetency, the treatment order expires, or seven days after the charges are dismissed. The County shall pay the hospital costs that are incurred after the period and time designated above and shall also pay for the costs of inpatient, in custody restoration treatment in court approved programs that are not programs at the Arizona State Hospital. 353 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Output Demand Efficiency Expenditure Measure Description Percent of competency determinations performed within 78 days Percent of inmates found not restorable within 15 months of the determination of incompetency Number of inmates restored or found not restorable Number of inmates under orders of restoration delivered to CHS Cost per inmate evaluated 100 - GENERAL TOTAL USES Department Strategic Plans and Budgets Correctional Health Services FY 2009 ACTUAL 73.4% FY 2010 REVISED 65.9% FY 2011 ADOPTED 65.9% 28.7% 20.1% 20.1% 375 492 492 - 0.0% 439 492 492 - 0.0% N/A $ $ 1,858,473 $ 1,858,473 3,183.30 $ 1,566,186 $ 1,566,186 $ REV VS ADPT VAR % 0.0% 0.0% 0.0% 0.0% 3,300.02 $ (116.72) -3.7% $ 1,623,610 $ 1,623,610 $ $ (57,424) (57,424) -3.7% -3.7% Activity Narrative: Demand and output will remain level in FY 2010-11. The increase in expenditures comes from increased benefits rates as well as increased legal services expenses. Adult Competency Evaluations Activity The purpose of the Rule 11 Evaluation Activity is to provide testing for criminal defendants so they can be evaluated for mental competency. Measure Type Result Output Output Output Demand Efficiency Expenditure Measure Description Percent of Rule 11 evaluations performed within 21 days Number of inmates found competent or incompetent Number of incompetent inmates found not restorable Number of Rule 11 competency evaluations completed Number of Rule 11 competency evaulations ordered Cost per inmate competency evaluation FY 2009 ACTUAL 2.5% $ 100 - GENERAL TOTAL USES $ 1,213,598 $ 1,213,598 FY 2010 REVISED 49.8% FY 2011 ADOPTED 49.8% REV VS ADPT VAR % 0.0% 0.0% N/A 1,854 1,854 - 0.0% 21 27 27 - 0.0% 875 1,854 1,854 - 0.0% 1,764 1,854 1,854 - 0.0% 1,386.97 $ 644.47 $ 1,194,852 $ 1,194,852 $ 645.26 $ (0.79) -0.1% $ 1,196,309 $ 1,196,309 $ $ (1,457) (1,457) -0.1% -0.1% Activity Narrative: Measures and expenditures are expected to remain relatively flat over the FY 2009-10 budget. Juvenile Competency Evaluations Activity The purpose of the Rule 11 Juvenile Evaluation Activity is to provide testing for Juvenile criminal defendants so they can be evaluated for mental competency. 354 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Output Output Demand Efficiency Expenditure Measure Description Percent of rule 11 juvenile evaluation performed within 21 days Number of juveniles found competent or incompetent Number of incompetent juveniles found not restorable Number of juvenile evaluations completed Number of Rule 11 juvenile competency evaluations ordered Cost per juvenile competency evaluation 100 - GENERAL TOTAL USES Department Strategic Plans and Budgets Correctional Health Services FY 2009 ACTUAL N/A FY 2010 REVISED 49.7% REV VS ADPT VAR % 9.1% 18.4% 354 483 483 - 0.0% 75 69 71 2 2.9% N/A 483 483 483 483 553 70 0.0% 14.5% N/A $ $ $ FY 2011 ADOPTED 58.8% 342,750 342,750 $ $ 569.36 $ 499.38 $ 69.98 12.3% 275,000 275,000 $ $ 241,200 241,200 $ $ 33,800 33,800 12.3% 12.3% Activity Narrative: All measures are expected to remain relatively flat over the FY 2009-10 budget. Expenditures are decreasing but are consistent with forecast. 355 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Correctional Health Services Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 3,049,876 $ - FY 2010 Revised Budget $ 3,049,876 $ - FY 2011 Budget Target $ 3,049,876 $ - $ 21,901 $ 17,138 4,763 (14) $ (14) - 3,071,763 $ 0.7% - Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Right Size Repairs and Maintenance Agenda Item: $ $ FY 2011 Adopted Budget Percent Change from Target Amount (14) $ 356 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Correctional Health Services Detention Operations Fund (255) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 48,804,659 $ 6,500 FY 2010 Revised Budget $ 48,804,659 $ 6,500 Adjustments: Information and Communications Technology IT Loan Repayment Program Agenda Item: (54,624) FY 2011 Budget Target Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Right Size Registry and other services due to staffing changes Internal Service Charges Personnel Savings Reallocations Sheriff-CHS Staff Reallocation Increase Personal Services to reallocate 9FTE power Squad in the Sheriff's Office Decrease Personal Services to reallocate 1FTE to the Inmate Health Services Fund Results Initiatives CHS Medical Staff CHS Mental Health Staff FY 2011 Adopted Budget Percent Change from Target Amount $ 48,750,035 $ 6,500 $ 530,165 $ 420,321 109,844 (1,046,497) $ (218,831) - (1,015,123) 187,457 442,610 $ 442,610 - $ 2,366,066 $ 206,292 2,159,774 - $ 51,042,379 $ 4.7% 6,500 0.0% $ $ (218,831) $ $ - 532,792 (90,182) Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget $ - $ - FY 2010 Revised Budget $ - $ - FY 2011 Budget Target $ - $ - $ 9,400,000 $ 9,400,000 1,181,845 $ 1,181,845 - 10,581,845 $ - Adjustments: Non Recurring Non Recurring Fund Transfer E Results Initiatives CHS Support Staff Agenda Item: $ FY 2011 Adopted Budget Percent Change from Target Amount $ 357 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Correctional Health Services Correctional Health Grant Fund (292) Expenditures Revenue OPERATING FY 2010 Adopted Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants CHS Grant Carryover June 2010 $ 42,818 $ 42,818 $ 10,773 $ 10,773 10,773 10,773 $ 53,591 $ 53,591 $ (10,773) $ (10,773) (10,773) (10,773) $ 42,818 $ 42,818 $ 7,182 $ 7,182 7,182 7,182 $ 50,000 $ 16.8% 50,000 16.8% Agenda Item: C-26-10-007-G-00 FY 2010 Revised Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants CHS Grant Carryover June 2010 Agenda Item: C-26-10-007-G-00 FY 2011 Budget Target Adjustments: Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Agenda Item: FY 2011 Adopted Budget Percent Change from Target Amount Correctional Health Grant Fund (292) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED Beginning Spendable Fund Balance $ - $ (1,106) $ (1,106) $ (6,587) $ (1,678) Sources: Operating Total Sources: $ $ 32,818 32,818 $ $ 42,818 42,818 $ $ 53,591 53,591 $ $ 58,500 58,500 $ $ 50,000 50,000 Uses: Operating Total Uses: $ $ 37,817 37,817 $ $ 42,818 42,818 $ $ 53,591 53,591 $ $ 53,591 53,591 $ $ 50,000 50,000 Structural Balance $ (4,999) $ - $ - $ 4,909 $ - Accounting Adjustments $ (1,588) $ - $ - $ - $ - Ending Spendable Fund Balance: Unassigned Total Ending Spendable Fund Balance $ (6,587) (6,587) $ 358 (1,106) (1,106) $ (1,106) (1,106) $ (1,678) (1,678) $ (1,678) (1,678) Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets County Attorney County Attorney Analysis by Bradley Kendrex, Senior Management & Budget Analyst and Ryan Wimmer, Management & Budget Supervisor Summary Mission The mission of the Maricopa County Attorney's Office 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. Vision Citizens serving citizens by working collaboratively, efficiently and innovatively. We will be responsive to our customers while being fiscally prudent. Strategic Goals The Department strategic goals are outdated and new goals will be developed during the strategic planning update process. 359 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets County Attorney Sources and Uses by Program and Activity FY 2009 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % VCAC - VICTIM COMPENSATION 19CS - COMMUNITY SERVICES $ $ 2,133,925 $ 2,133,925 $ 2,331,540 $ 2,331,540 $ 2,498,405 $ 2,498,405 $ 1,881,739 $ 1,881,739 $ 2,106,894 $ 2,106,894 $ (391,511) (391,511) -15.7% -15.7% AUTO - AUTO THEFT PROSECUTION CHAC - CHARGING ACTIVITY CHCK - CHECK ENFORCEMENT METH - METH MAJOR DRUGS PROSECUTION TRLA - TRIAL VTAA - VICTIM ASSISTANCE 19PP - PROSECUTION $ $ 252,323 $ 504,840 379,683 1,310,202 8,586,836 756,027 11,789,911 $ 336,655 $ 793,600 346,000 1,300,223 9,069,122 741,384 12,586,984 $ 238,348 $ 793,600 346,000 1,992,108 8,458,083 698,909 12,527,048 $ 222,017 $ 398,824 345,600 1,659,400 8,442,818 872,342 11,941,001 $ 238,348 $ 456,379 346,000 1,992,108 6,991,502 693,909 10,718,246 $ (337,221) (1,466,581) (5,000) (1,808,802) 0.0% -42.5% 0.0% 0.0% -17.3% -0.7% -14.4% ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 1,107,346 $ 1,107,346 $ 1,116,810 $ 1,116,810 $ 1,108,810 $ 1,108,810 $ 1,607,792 $ 1,607,792 $ 1,608,810 $ 1,608,810 $ 500,000 500,000 45.1% 45.1% GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 41,669 $ 41,669 $ - $ - $ - $ - $ 27,210 $ 27,210 $ - $ - $ - N/A N/A BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER 99IT - INFORMATION TECHNOLOGY $ $ - $ 72,001 72,001 $ - $ - $ 332,350 $ 332,350 $ - $ - $ 332,350 $ 332,350 $ - 0.0% N/A 0.0% TOTAL PROGRAMS $ 15,144,852 $ 16,035,334 $ 16,466,613 $ 15,457,742 $ 14,766,300 $ (1,700,313) -10.3% USES VCAC - VICTIM COMPENSATION 19CS - COMMUNITY SERVICES $ $ 2,029,131 $ 2,029,131 $ 2,387,511 $ 2,387,511 $ 2,678,857 $ 2,678,857 $ 1,948,186 $ 1,948,186 $ 2,092,993 $ 2,092,993 $ 585,864 585,864 21.9% 21.9% AUTO - AUTO THEFT PROSECUTION CHAC - CHARGING ACTIVITY CHCK - CHECK ENFORCEMENT IDNT - IDENTITY THEFT PROSECUTION IVAC - COUNTY ATTORNEY INITIATED INV METH - METH MAJOR DRUGS PROSECUTION TRLA - TRIAL VTAA - VICTIM ASSISTANCE 19PP - PROSECUTION $ 1,728,631 $ 8,529,237 444,737 1,609,527 5,350,718 2,927,341 42,535,149 4,756,516 67,881,856 $ 1,882,974 $ 8,321,807 431,395 1,495,735 4,888,481 2,739,166 39,575,295 4,538,745 63,873,598 $ 1,678,368 $ 8,258,375 431,395 1,495,735 4,888,481 2,983,560 39,911,004 4,322,845 63,969,763 $ 1,358,795 $ 7,672,262 305,870 1,012,332 4,961,311 2,702,476 40,392,880 4,428,119 62,834,045 $ 1,461,553 $ 7,538,763 345,100 1,565,866 4,633,262 2,821,733 39,172,271 4,423,166 61,961,714 $ 216,815 719,612 86,295 (70,131) 255,219 161,827 738,733 (100,321) 2,008,049 12.9% 8.7% 20.0% -4.7% 5.2% 5.4% 1.9% -2.3% 3.1% BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - ADMINISTRATIVE SERVICES $ 93,537 $ 261,589 247,043 3,462,008 82,775 4,146,952 $ 95,193 $ 394,032 221,120 4,364,543 58,073 5,132,961 $ 95,193 $ 394,032 221,120 4,355,879 58,073 5,124,297 $ 93,228 $ 377,367 188,791 3,352,420 59,121 4,070,927 $ 93,462 $ 415,729 134,463 3,969,795 58,569 4,672,018 $ 1,731 (21,697) 86,657 386,084 (496) 452,279 1.8% -5.5% 39.2% 8.9% -0.9% 8.8% 1,874,753 $ 141,300 2,016,053 $ - $ 63,792 63,792 $ - $ 59,317 59,317 $ - $ 63,367 63,367 $ - $ 63,514 63,514 $ (4,197) (4,197) N/A -7.1% -7.1% $ 1,071,034 $ 1,690,057 1,021,361 561,297 4,343,749 $ 1,091,231 $ 1,299,790 847,367 549,855 3,788,243 $ 1,148,131 $ 1,299,790 847,374 549,855 3,845,150 $ 1,093,389 $ 1,081,386 766,697 514,783 3,456,255 $ 958,624 $ 1,116,202 942,523 528,199 3,545,548 $ 189,507 183,588 (95,149) 21,656 299,602 16.5% 14.1% -11.2% 3.9% 7.8% TOTAL PROGRAMS $ 80,417,741 $ 75,246,105 $ 75,677,384 $ 72,372,780 $ 72,335,787 $ GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER DESK - DESKTOP SUPPORT HDSP - HELP DESK SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ $ $ $ 360 3,341,597 4.4% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets County Attorney Sources and Uses by Category CATEGORY INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ FINES & FOREFEITS 0637 - FINES & FORFEITS $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ FY 2009 ACTUAL FY 2010 ADOPTED 6,918,120 2,400,756 9,318,876 $ FY 2010 REVISED $ $ 7,743,875 2,623,346 10,367,221 939,449 939,449 $ $ 4,584,052 4,584,052 $ $ 251,501 $ 50,974 302,475 $ FY 2010 FORECAST $ $ 8,175,154 2,623,346 10,798,500 $ 7,326,982 1,834,303 9,161,285 1,116,788 1,116,788 $ $ 1,116,788 1,116,788 4,150,710 4,150,710 $ $ 4,150,710 4,150,710 376,315 $ 24,300 400,615 $ REV VS ADPT VAR % FY 2011 ADOPTED $ 7,776,090 $ 1,891,379 9,667,469 $ (399,064) (731,967) (1,131,031) -4.9% -27.9% -10.5% $ $ 1,083,410 $ 1,083,410 $ 938,795 $ 938,795 $ (177,993) (177,993) -15.9% -15.9% $ $ 5,060,077 5,060,077 $ $ 4,043,710 $ 4,043,710 $ (107,000) (107,000) -2.6% -2.6% 114,014 $ 38,956 152,970 $ 86,326 $ 30,000 116,326 $ (289,989) 5,700 (284,289) -77.1% 23.5% -71.0% -10.3% 376,315 $ 24,300 400,615 $ $ ALL REVENUES $ 15,144,852 $ 16,035,334 $ 16,466,613 $ 15,457,742 $ 14,766,300 $ (1,700,313) TOTAL SOURCES $ 15,144,852 FY 2009 ACTUAL $ 16,035,334 FY 2010 ADOPTED $ 16,466,613 FY 2010 REVISED $ 15,457,742 FY 2010 FORECAST $ 14,766,300 FY 2011 ADOPTED $ (1,700,313) -10.3% REV VS ADPT VAR % CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 49,497,033 $ 565,705 124,808 15,188,748 743,050 (907,005) 932,339 66,144,678 $ 46,342,759 $ 356,512 281,168 13,690,642 616,792 (1,233,759) 1,166,899 61,221,013 $ 46,270,328 $ 311,748 281,168 13,830,095 616,792 (873,759) 806,899 61,243,271 $ 47,345,701 $ 239,359 261,367 14,250,370 742,122 (1,256,708) 1,186,803 62,769,014 $ 44,868,627 $ 234,946 217,590 14,518,372 1,077,243 (735,442) 668,909 60,850,245 $ 1,401,701 76,802 63,578 (688,277) (460,451) (138,317) 137,990 393,026 3.0% 24.6% 22.6% -5.0% -74.7% 15.8% 17.1% 0.6% 951,351 $ 84,581 463,539 13,390 1,512,861 $ 1,003,929 $ 114,588 49,800 25,500 1,193,817 $ 965,202 $ 114,588 49,800 25,500 1,155,090 $ 969,832 $ 73,632 379,905 20,205 1,443,574 $ 980,587 $ 92,862 400,000 25,500 1,498,949 $ (15,385) 21,726 (350,200) (343,859) -1.6% 19.0% -703.2% 0.0% -29.8% 947,841 $ 1,881,665 3,481,183 1,436,871 533,994 1,914,753 454,777 270,595 156,246 214,531 743,198 20,834 71,031 12,127,519 $ 1,958,640 $ 1,842,416 4,608,241 1,372,515 308,100 435,440 528,044 202,604 215,564 227,791 1,039,305 14,820 70,622 12,824,102 $ 1,958,640 $ 2,005,515 4,783,259 1,372,515 310,300 435,440 527,672 202,604 210,316 240,301 1,139,846 14,820 70,622 13,271,850 $ 1,144,866 $ 1,869,945 1,132,586 1,390,596 274,514 487,600 433,706 240,157 79,327 183,670 667,956 46,168 70,544 8,021,635 $ 1,112,658 $ 2,098,868 2,487,153 1,462,080 508,100 455,364 339,000 385,000 185,618 713,957 11,000 70,622 9,829,420 $ 845,982 (93,353) 2,296,106 (89,565) (197,800) 435,440 72,308 (136,396) (174,684) 54,683 425,889 3,820 3,442,430 43.2% -4.7% 48.0% -6.5% -63.7% 100.0% 13.7% -67.3% -83.1% 22.8% 37.4% 25.8% 0.0% 25.9% $ 40,484 $ 132,515 459,684 632,683 $ - $ 7,173 7,173 $ - $ 7,173 7,173 $ 128,867 $ 9,690 138,557 $ 150,000 $ 7,173 157,173 $ ALL EXPENDITURES $ 80,417,741 $ 75,246,105 $ 75,677,384 $ 72,372,780 $ 72,335,787 $ 3,341,597 4.4% TOTAL USES $ 80,417,741 $ 75,246,105 $ 75,677,384 $ 72,372,780 $ 72,335,787 $ 3,341,597 4.4% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0806 - SUPPLIES-ALLOCATION IN $ SUBTOTAL $ SERVICES 0810 - LEGAL SERVICES 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0845 - SUPPORT AND CARE OF PERSONS 0850 - UTILITIES 0873 - SERVICES-ALLOCATION IN SUBTOTAL CAPITAL 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE SUBTOTAL $ $ $ 361 (150,000) N/A N/A 0.0% (150,000) -2091.2% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets County Attorney Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % $ FUND TOTAL SOURCES $ 51,017 $ 51,017 $ 24,300 $ 24,300 $ 24,300 $ 24,300 $ 38,956 $ 38,956 $ 30,000 $ 30,000 $ $ $ 3,028,273 $ 3,028,273 $ 2,750,000 $ 2,750,000 $ 2,750,000 $ 2,750,000 $ 3,004,976 $ 3,004,976 $ 2,000,000 $ 2,000,000 $ (750,000) (750,000) -27.3% -27.3% $ $ 6,944,569 $ 6,944,569 $ 7,792,090 $ 7,792,090 $ 8,223,369 $ 8,223,369 $ 6,995,879 $ 344,440 7,340,319 $ 7,792,090 $ 7,792,090 $ (431,279) (431,279) -5.2% N/A -5.2% $ $ 1,111,214 $ 1,111,214 $ 1,108,810 $ 1,108,810 $ 1,108,810 $ 1,108,810 $ 1,618,537 $ 1,618,537 $ 1,608,810 $ 1,608,810 $ 500,000 500,000 45.1% 45.1% $ $ 1,470,674 $ 1,470,674 $ 1,964,388 $ 1,964,388 $ 1,964,388 $ 1,964,388 $ 1,486,934 $ 1,486,934 $ 1,400,000 $ 1,400,000 $ (564,388) (564,388) -28.7% -28.7% $ $ 383,643 $ 383,643 $ 346,000 $ 346,000 $ 346,000 $ 346,000 $ 346,352 $ 346,352 $ 346,000 $ 346,000 $ $ $ 1,940,660 $ 1,940,660 $ 1,909,746 $ 1,909,746 $ 1,909,746 $ 1,909,746 $ 1,457,133 $ 1,457,133 $ 1,449,400 $ 1,449,400 $ $ $ 135,741 $ 135,741 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 123,073 $ 123,073 $ 100,000 $ 100,000 $ - 0.0% 0.0% $ $ 79,061 $ 79,061 $ 40,000 $ 40,000 $ 40,000 $ 40,000 $ 41,462 $ 41,462 $ 40,000 $ 40,000 $ - 0.0% 0.0% 213 COUNTY ATTORNEY RICO OPERATING FUND TOTAL SOURCES 219 COUNTY ATTORNEY GRANTS OPERATING NON-RECURRING FUND TOTAL SOURCES 220 DIVERSION OPERATING FUND TOTAL SOURCES 221 COUNTY ATTORNEY FILL THE GAP OPERATING FUND TOTAL SOURCES 266 CHECK ENFORCEMENT PROGRAM OPERATING FUND TOTAL SOURCES 267 CRIM JUSTICE ENHANCEMENT OPERATING FUND TOTAL SOURCES 268 VICTIM COMP AND ASSISTANCE OPERATING FUND TOTAL SOURCES 269 VICTIM COMP RESTITUTION INT OPERATING FUND TOTAL SOURCES DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 100 GENERAL OPERATING 15,144,852 $ 16,035,334 $ 16,466,613 $ 15,113,302 $ 14,766,300 $ - $ - $ - $ 344,440 $ - $ 15,144,852 $ 16,035,334 $ 16,466,613 $ 15,457,742 $ 14,766,300 $ FY 2009 FY 2010 FY 2010 FY 2010 FY 2011 ACTUAL ADOPTED REVISED FORECAST ADOPTED 5,700 5,700 (460,346) (460,346) 23.5% 23.5% 0.0% 0.0% -24.1% -24.1% (1,700,313) -10.3% N/A (1,700,313) -10.3% REV VS ADPT VAR % $ FUND TOTAL USES $ 62,783,066 $ 62,783,066 $ 56,599,487 $ 56,599,487 $ 56,599,487 $ 56,599,487 $ 56,080,994 $ 56,080,994 $ 56,599,487 $ 56,599,487 $ - 0.0% 0.0% $ FUND TOTAL USES $ 2,644,022 $ 600,768 3,244,790 $ 2,750,000 $ 750,000 3,500,000 $ 2,750,000 $ 750,000 3,500,000 $ 2,618,473 $ 750,000 3,368,473 $ 2,000,000 $ 2,000,000 $ 750,000 750,000 1,500,000 27.3% 100.0% 42.9% $ FUND TOTAL USES $ 7,032,790 $ 7,032,790 $ 7,792,090 $ 7,792,090 $ 8,223,369 $ 8,223,369 $ 7,605,851 $ 7,605,851 $ 7,792,090 $ 7,792,090 $ 431,279 431,279 5.2% 5.2% $ 840,546 $ 840,546 $ 1,108,810 $ 1,000,000 2,108,810 $ 1,108,810 $ 1,000,000 2,108,810 $ 878,692 $ 558,323 1,437,015 $ 1,608,810 $ 1,000,000 2,608,810 $ (500,000) (500,000) -45.1% 0.0% -23.7% USES $ 2,020,086 $ 717,657 2,737,743 $ 1,964,388 $ 1,964,388 $ 1,964,388 $ 1,964,388 $ 1,402,622 $ 1,402,622 $ 1,400,000 $ 1,400,000 $ 564,388 564,388 28.7% N/A 28.7% $ USES $ 446,873 $ 446,873 $ 431,584 $ 431,584 $ 431,584 $ 431,584 $ 306,059 $ 306,059 $ 346,000 $ 346,000 $ 85,584 85,584 19.8% 19.8% $ USES $ 2,371,546 $ 956,328 3,327,874 $ 1,909,746 $ 800,000 2,709,746 $ 1,909,746 $ 800,000 2,709,746 $ 1,439,904 $ 714,002 2,153,906 $ 1,449,400 $ 1,449,400 $ 460,346 800,000 1,260,346 24.1% 100.0% 46.5% $ USES $ 182 $ 182 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 7,420 $ 7,420 $ 100,000 $ 100,000 $ - 0.0% 0.0% $ USES $ 3,877 $ 3,877 $ 40,000 $ 40,000 $ 40,000 $ 40,000 $ 10,440 $ 10,440 $ 40,000 $ 40,000 $ - 0.0% 0.0% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 78,142,988 $ 2,274,753 $ 80,417,741 $ 72,696,105 $ 2,550,000 $ 75,246,105 $ 73,127,384 $ 2,550,000 $ 75,677,384 $ 70,350,455 $ 2,022,325 $ 72,372,780 $ 71,335,787 $ 1,000,000 $ 72,335,787 $ 1,791,597 1,550,000 3,341,597 2.4% 60.8% 4.4% 213 COUNTY ATTORNEY RICO OPERATING NON-RECURRING 219 COUNTY ATTORNEY GRANTS OPERATING 220 DIVERSION OPERATING NON-RECURRING FUND TOTAL 221 COUNTY ATTORNEY FILL THE GAP OPERATING NON-RECURRING FUND TOTAL 266 CHECK ENFORCEMENT PROGRAM OPERATING FUND TOTAL 267 CRIM JUSTICE ENHANCEMENT OPERATING NON-RECURRING FUND TOTAL 268 VICTIM COMP AND ASSISTANCE OPERATING FUND TOTAL 269 VICTIM COMP RESTITUTION INT OPERATING FUND TOTAL USES $ $ 362 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets County Attorney Staffing by Program and Activity PROGRAM / ACTIVITY ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT PROGRAM TOTAL COMMUNITY SERVICES VICTIM COMPENSATION PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP DATA CENTER DESKTOP SUPPORT HELP DESK SUPPORT PROGRAM TOTAL PROSECUTION AUTO THEFT PROSECUTION CHARGING ACTIVITY CHECK ENFORCEMENT COUNTY ATTORNEY INITIATED INV IDENTITY THEFT PROSECUTION METH MAJOR DRUGS PROSECUTION TRIAL VICTIM ASSISTANCE PROGRAM TOTAL DEPARTMENT TOTAL FY 2009 ADOPTED FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV TO ADPT VAR % 1.00 39.50 7.00 7.00 1.00 55.50 1.00 32.50 6.00 4.00 1.00 44.50 1.00 32.50 6.00 4.00 1.00 44.50 1.00 31.50 6.00 4.00 1.00 43.50 1.00 25.50 7.00 2.00 1.00 36.50 (7.00) 1.00 (2.00) (8.00) 0.0% -21.5% 16.7% -50.0% 0.0% -18.0% 7.00 7.00 7.00 7.00 7.00 7.00 6.00 6.00 6.00 6.00 (1.00) (1.00) -14.3% -14.3% 10.00 2.00 11.00 9.00 32.00 11.00 2.00 11.00 9.00 33.00 11.00 2.00 11.00 9.00 33.00 10.00 2.00 9.00 9.00 30.00 10.00 2.00 10.00 9.00 31.00 (1.00) (1.00) (2.00) -9.1% 0.0% -9.1% 0.0% -6.1% 27.00 118.00 12.60 68.00 25.00 39.00 472.00 84.00 845.60 940.10 24.00 118.50 12.60 64.00 22.00 34.00 449.00 81.00 805.10 889.60 24.00 118.50 12.60 64.00 22.00 34.00 449.00 81.00 805.10 889.60 23.00 112.50 8.00 64.00 23.00 35.00 459.00 82.00 806.50 886.00 20.00 104.00 8.00 59.00 23.00 33.00 445.50 77.00 769.50 843.00 (4.00) (14.50) (4.60) (5.00) 1.00 (1.00) (3.50) (4.00) (35.60) (46.60) -16.7% -12.2% -36.5% -7.8% 4.5% -2.9% -0.8% -4.9% -4.4% -5.2% 363 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets County Attorney Staffing by Market Range Title MARKET RANGE TITLE Accountant Accounting Specialist Admin/Operations Specialist Administrative Staff Supv Applications Development Mgr Attorney - Associate Attorney - Senior Attorney - Senior Associate Attorney -Capital Co-Counsel Attorney -Capital Lead Counsel Attorney Manager Attorney Supervisor Business/Systems Analyst Chief Deputy - County Attorney Communicatn Ofcr/Govt Liaison Data Security Analyst Sr/Ld Database Administrator Deputy Director Elected Executive Assistant Financial Supervisor - Dept Financial Support Supv - Dept Grant-Contract Administrator Help Desk Coordinator Human Resources Specialist Human Resources Support Supv Intern Internal Auditor Investigation Commander - MCAO Investigations Supv - MCAO Investigator Investigator - MCAO Investigator Chief - MCAO IS Architect IT Division Manager Legal Assistant Legal Assistant Supv Legal Support Specialist Legal Support Supervisor Management Analyst Media Specialist Office Assistant Office Assistant Specialized Operations/Program Manager PC/LAN Tech Support Planner Planner - Facilities Procurement Specialist Program Coordinator Programmer/Analyst Programmer/Analyst - Sr/Ld Social Worker Social Worker Supervisor Systems Admin & Analysis Mgr Systems/Network Administrator Systems/Network Admin-Sr/Ld Technical Support Mgr Trainer Web Designer/Developer Department Total FY 2009 ADOPTED 3.00 1.00 3.00 3.00 1.00 146.00 61.50 59.50 21.00 18.00 7.00 28.00 2.00 1.00 6.00 2.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 2.00 2.00 2.00 3.60 1.00 1.00 4.00 43.00 2.00 1.00 1.00 1.00 96.00 5.00 100.00 42.00 3.00 2.00 150.50 10.00 1.00 5.00 1.00 1.00 4.00 3.00 3.00 56.00 9.00 1.00 4.00 4.00 1.00 2.00 2.00 940.10 FY 2010 ADOPTED 3.00 1.00 3.00 3.00 1.00 151.00 53.00 59.00 20.00 17.00 6.00 26.00 2.00 1.00 5.00 2.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 2.00 1.00 1.00 2.60 1.00 5.00 39.00 2.00 1.00 1.00 1.00 93.00 5.00 97.00 42.00 3.00 2.00 128.00 9.00 1.00 5.00 1.00 1.00 2.00 3.00 3.00 55.00 8.00 1.00 4.00 4.00 1.00 2.00 2.00 889.60 364 FY 2010 REVISED 3.00 1.00 3.00 3.00 1.00 151.00 53.00 59.00 20.00 17.00 6.00 26.00 2.00 1.00 5.00 2.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 2.00 1.00 1.00 2.60 1.00 5.00 39.00 2.00 1.00 1.00 1.00 93.00 5.00 97.00 42.00 3.00 2.00 128.00 9.00 1.00 5.00 1.00 1.00 2.00 3.00 3.00 55.00 8.00 1.00 4.00 4.00 1.00 2.00 2.00 889.60 FY 2010 FORECAST 3.00 1.00 3.00 2.00 1.00 155.00 50.00 58.00 21.00 18.00 6.00 26.00 2.00 1.00 5.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 5.00 39.00 2.00 1.00 1.00 1.00 93.00 5.00 98.00 42.00 3.00 2.00 124.00 9.00 1.00 5.00 1.00 1.00 2.00 3.00 3.00 55.00 8.00 1.00 4.00 4.00 1.00 2.00 2.00 886.00 FY 2011 ADOPTED 3.00 1.00 2.00 2.00 1.00 154.00 50.00 56.00 20.00 18.00 6.00 25.00 2.00 1.00 3.00 1.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 4.00 35.00 2.00 1.00 1.00 1.00 89.00 5.00 96.00 37.00 3.00 2.00 112.00 7.00 1.00 5.00 1.00 1.00 2.00 3.00 3.00 53.00 7.00 1.00 4.00 4.00 1.00 2.00 2.00 843.00 REV TO VAR (1.00) (1.00) 3.00 (3.00) (3.00) 1.00 (1.00) (2.00) (1.00) (1.00) (1.00) (0.60) (1.00) (4.00) (4.00) (1.00) (5.00) (16.00) (2.00) (1.00) 1.00 (2.00) (1.00) (46.60) ADPT % 0.0% 0.0% -33.3% -33.3% 0.0% 2.0% -5.7% -5.1% 0.0% 5.9% 0.0% -3.8% 0.0% 0.0% -40.0% -50.0% 0.0% -100.0% 0.0% 0.0% 0.0% -100.0% 0.0% 0.0% 0.0% 0.0% -23.1% N/A 0.0% -20.0% -10.3% 0.0% 0.0% 0.0% 0.0% -4.3% 0.0% -1.0% -11.9% 0.0% 0.0% -12.5% -22.2% 0.0% 0.0% -100.0% N/A 0.0% 0.0% 0.0% 0.0% -3.6% -12.5% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% -5.2% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets County Attorney Staffing by Fund FUND 100 - GENERAL 219 - COUNTY ATTORNEY GRANTS 220 - DIVERSION 221 - COUNTY ATTORNEY FILL THE GAP 266 - CHECK ENFORCEMENT PROGRAM 267 - CRIM JUSTICE ENHANCEMENT DEPARTMENT TOTAL FY 2009 ADOPTED 794.50 71.00 3.00 31.00 12.60 28.00 940.10 FY 2010 ADOPTED 744.00 71.00 3.00 31.00 12.60 28.00 889.60 FY 2010 REVISED 744.00 71.00 3.00 31.00 12.60 28.00 889.60 FY 2010 FORECAST 743.00 70.00 4.00 32.00 8.00 29.00 886.00 FY 2011 ADOPTED 710.00 65.00 6.00 28.00 8.00 26.00 843.00 REV TO ADPT VAR % (34.00) -4.6% (6.00) -8.5% 3.00 100.0% (3.00) -9.7% (4.60) -36.5% (2.00) -7.1% (46.60) -5.2% Significant Variance Analysis The majority of FTE changes in FY 2010-11 result from the following position inactivations: 1. Positions vacant since prior to July 1, 2009 (27.1 FTE), 2. Vacant Legal Support Supervisor and Office Assistant positions (10 FTE) (based on high staffing ratios), and 3. Positions vacated through participation in the FY 2010 Post-Employment Health Plan Enhancement Program (9 FTE). General Adjustments Adjustments: General Fund (100) • Increase Regular Benefits by $775,632 for employee health and dental premium increases. • Increase Regular Benefits by $193,498 for an increase in retirement contribution rates. • Right-size expenditures for a net decrease of $92,452 including: o Reduce budgeted pay to actual pay (salary slack), ($99,625), o Increase Debt Service for extended computer warranties, $7,173. • Reduce vacancy savings to 6%, $1,440,311. • Inactivate positions vacant since prior to FY 2009-10 (10.5 FTE), ($782,246). • Inactivate vacant Legal Support Specialist (1.0 FTE) and Office Assistant (7.0 FTE) due to high staffing ratios, ($326,069). • Inactivate positions vacated through the FY 2009-10 Post-Employment Health Plan Enhancement Program (PEHPEP) (8 FTE), ($710,295). • Increase personnel costs allocated to the Diversion Fund (220) as a result of increased diversion fee revenue in that fund, ($180,031). County Attorney Grants Fund (219) • Increase Regular Benefits by $76,032 for employee health and dental premium increases. • Increase Regular Benefits by $18,868 for an increase in retirement contribution rates. • Eliminate positions vacant since prior to July 1, 2009 (7 FTE), ($494,710). • Reduce revenues and expenditures to reflect lower anticipated grant receipts, ($431,279). • Increase expenditures for structural balance, $399,810. Diversion Fund (220) • Increase Regular Benefits by $7,392 for employee health and dental premium increases. • Increase Regular Benefits by $1,876 for an increase in retirement contribution rates. • Eliminate position vacant since prior to July 1, 2009 (1 FTE), ($52,353). • Increase revenue from diversion fees to FY 2010 forecasted levels, $500,000. • Increase personnel costs allocated from the General Fund (100) as a result of increased diversion fee revenue, $180,031. 365 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets County Attorney • (Non-Recurring) Increase non-recurring/non-project expenditures in the amount of $1,000,000 to fund a multi-jurisdiction warrant round-up and a pilot paperless police report submission process. County Attorney Fill the Gap Fund (221) • Increase Regular Benefits by $33,792 for employee health and dental premium increases. • Increase Regular Benefits by $6,438 for an increase in retirement contribution rates. • Reduce budgeted pay to actual pay (salary slack), ($10,991). • Reduce revenue to FY 2010 forecasted levels, ($564,388). • Increase personnel savings for structural balance, ($399,745). Criminal Justice Enhancement Fund (267) • Increase Regular Benefits by $30,624 for employee health and dental premium increases. • Increase Regular Benefits by $6,727 for an increase in retirement contribution rates. • Inactivate positions vacant since prior to FY 2009-10 (2 FTE), ($119,034). • Increase personnel savings for structural balance, ($343,980). Programs and Activities 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. Program Results Measure Description TBD FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED N/A REV VS ADPT VAR % N/A N/A Activities that comprise this program include: • Victim Compensation Victim Compensation Activity The purpose of the Victim Compensation Activity is to provide financial reimbursement to victims of violent crimes so that they can recover eligible crime related financial loss. Mandates: A.R.S. §11-538 establishes that the County Attorney’s Office shall, if a victim compensation fund has been established, use such funds to assist “eligible victims of crime” with medical, counseling, funeral expenses and lost wages according to the eligibility rules established by the Arizona Criminal Justice Commission. 366 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Output Demand Efficiency Measure Description Number of victim compensation claims completed. Number of victim compensation claims received. Cost to process each victim compensation claim completed. $ Department Strategic Plans and Budgets County Attorney FY 2009 ACTUAL 612 FY 2010 REVISED 584 FY 2011 ADOPTED 624 745 928 816 3,315.57 $ 4,587.08 $ REV VS ADPT VAR % 40 6.8% (112) -12.1% 3,354.16 $ 1,232.93 26.9% $ (391,511) (391,511) -16.6% 0.0% 0.0% -15.7% 42,969 542,895 585,864 23.8% 23.0% 0.0% 0.0% 21.9% Revenue 219 - COUNTY ATTORNEY GRANTS 268 - VICTIM COMP AND ASSISTANCE 269 - VICTIM COMP RESTITUTION INT TOTAL SOURCES $ 1,909,892 140,465 83,568 $ 2,133,925 $ 2,358,405 100,000 40,000 $ 2,498,405 $ 1,966,894 100,000 40,000 $ 2,106,894 $ 100 - GENERAL 219 - COUNTY ATTORNEY GRANTS 268 - VICTIM COMP AND ASSISTANCE 269 - VICTIM COMP RESTITUTION INT TOTAL USES $ $ $ $ Expenditure 181,307 1,843,765 182 3,877 $ 2,029,131 180,452 2,358,405 100,000 40,000 $ 2,678,857 137,483 1,815,510 100,000 40,000 $ 2,092,993 $ Prosecution Program The purpose of the Prosecution Program is to provide comprehensive felony, misdemeanor, delinquency and incorrigibility prosecution in the adult and juvenile courts on behalf of the people of Maricopa County so that they can be assured that justice has been served and offenders are held accountable for their criminal or delinquent acts. Mandates: A.R.S. §11-532 establishes that the County Attorney’s Office shall conduct all prosecutions in the Superior Court for public offenses committed within the county on behalf of the state. 367 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets County Attorney Program Results Measure Description Rate of conviction Percent of vehicle theft prosecutions completed within 90 days of arraignment Percent of vehicle theft prosecutions completed within 180 days of arraignment Percent of adult criminal cases filed within deadlines. Percent of juvenile cases filed within deadlines. Rate of conviction Percent of identity theft prosecutions completed within 90 days of arraignment Percent of identity theft prosecutions completed within 180 days of arraignment Rate of conviction Percent of meth and major drug offenses completed within 90 days of arraignment Percent of meth and major drug offenses completed within 180 days of arraignment Percent of adult criminal cases completed within 180 days. Percent of victims satisfied as determined by a satisfaction survey. REV VS ADPT VAR % (6.6%) -6.7% 0.0% N/A FY 2009 ACTUAL 106.1% 1.6% FY 2010 REVISED 97.9% 0.0% FY 2011 ADOPTED 91.3% 0.0% 14.5% 21.0% 0.0% (21.0%) -100.0% 0.0% 0.0% 0.0% 0.0% N/A 0.0% 0.0% N/A N/A N/A 92.4% 0.6% 98.7% 0.0% 151.8% 0.0% 53.0% 0.0% 53.7% N/A 7.5% 0.0% 0.0% 0.0% N/A 198.1% 0.7% 94.8% 0.0% 240.9% 0.0% 146.1% 0.0% 154.1% N/A 7.3% 0.0% 0.0% 0.0% N/A N/A 0.0% 0.0% 0.0% N/A 90.1% 90.7% 79.8% (10.9%) -12.0% Activities that comprise this program include: • Auto Theft Prosecution • Charging • Check Enforcement Program • Identity Theft Prosecution • • • • County Attorney Initiated Investigations Meth & Major Drug Prosecution Trial Victim Assistance Auto Theft Prosecution Activity The purpose of the Vehicle Theft Prosecution Activity is to prosecute persons accused of theft of motor vehicles for crime victims and the public so that offenders will receive just punishment and crime will be prevented. Mandates: This Activity supports overall Prosecution Program mandates. 368 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Result Output Demand Efficiency Revenue Department Strategic Plans and Budgets County Attorney FY 2009 ACTUAL 106.1% 1.6% FY 2010 REVISED 97.9% 0.0% FY 2011 ADOPTED 91.3% 0.0% 14.5% 21.0% 0.0% 1,113 1,567 1,524 1,752 REV VS ADPT VAR % (6.6%) -6.7% 0.0% N/A Measure Description Rate of conviction Percent of vehicle theft prosecutions completed within 90 days of arraignment Percent of vehicle theft prosecutions completed within 180 days of arraignment Number of vehicle thefts prosecuted Number of vehicle thefts submitted by law enforcement Cost per vehicle theft prosecuted $ 1,553.13 $ 1,101.29 $ 1,588.64 $ 219 - COUNTY ATTORNEY GRANTS TOTAL SOURCES $ $ 252,323 252,323 $ $ 238,348 238,348 $ $ 238,348 238,348 $ $ 100 - GENERAL 219 - COUNTY ATTORNEY GRANTS TOTAL USES $ 1,476,572 252,059 $ 1,728,631 $ 1,205,811 255,742 $ 1,461,553 $ 920 1,372 (21.0%) -100.0% (604) (380) -39.6% -21.7% (487.35) -44.3% - 0.0% 0.0% Expenditure $ 1,440,020 238,348 $ 1,678,368 $ 234,209 (17,394) 216,815 16.3% -7.3% 12.9% Charging Activity The purpose of the Vehicle Theft Prosecution Activity is to prosecute persons accused of theft of motor vehicles for crime victims and the public so that offenders will receive just punishment and crime will be prevented. Mandates: This Activity supports overall Prosecution Program mandates. Measure Type Result Result Output Output Demand Efficiency Revenue Measure Description Percent of adult criminal cases filed within deadlines. Percent of juvenile cases filed within deadlines. Number of adult criminal cases filed. Number of juvenile cases filed. Number of adult criminal cases submitted. Cost of adult criminal case filed FY 2009 ACTUAL 0.0% FY 2010 REVISED 0.0% FY 2011 ADOPTED 0.0% 0.0% 0.0% N/A N/A N/A $ (2,212) (12,904) (1,652) 6.99 -5.5% -100.0% -3.3% 3.4% $ 40,824 3,133 49,111 208.93 221 - COUNTY ATTORNEY FILL THE GAP TOTAL SOURCES $ $ 504,840 504,840 100 - GENERAL 219 - COUNTY ATTORNEY GRANTS 221 - COUNTY ATTORNEY FILL THE GAP 267 - CRIM JUSTICE ENHANCEMENT TOTAL USES $ 7,602,507 115,571 540,979 270,180 $ 8,529,237 REV VS ADPT VAR % 0.0% N/A $ 40,320 12,904 49,320 204.82 $ 38,108 47,668 197.83 $ $ 793,600 793,600 $ $ 456,379 456,379 $ $ (337,221) (337,221) -42.5% -42.5% $ 6,669,994 141,973 454,446 272,350 $ 7,538,763 $ 392,897 (2,392) 293,596 35,511 719,612 5.6% -1.7% 39.2% 11.5% 8.7% Expenditure $ 7,062,891 139,581 748,042 307,861 $ 8,258,375 $ Adjustments: County Attorney Fill the Gap Fund (221) • Inactivate positions vacant since prior to FY 2009-10 (2 FTE), ($83,312). • Inactivate a position (1 FTE) vacated through the FY 2009-10 Post-Employment Health Plan Enhancement Program (PEHPEP), ($75,881). 369 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets County Attorney Check Enforcement Program Activity The purpose of the Check Enforcement Diversion activity is to provide recovery of monies from bad check writers and to deter the writing of bad checks through prosecution, education and the assessment of fines, so that Maricopa County residents and businesses will see successful recovery of lost monies and that offenders are held accountable. Mandates: Recovery of damages from bad check writers is not a mandated duty of the County Attorney’s Office. A.R.S. §13-1807 establishes the circumstances under which bad check issuance is considered a crime. Prosecution of criminal fraudulent check writers – a mandated duty – is not included in this Activity. Measure Type Output Demand Efficiency Measure Description Number of checks resolved through collection of restitution Number of checks received into the Check Enforcement Program. Cost per check resolved through collection of restitution FY 2009 ACTUAL 4,293 FY 2010 REVISED 3,560 FY 2011 ADOPTED 6,792 6,343 7,340 6,236 REV VS ADPT VAR % 3,232 90.8% (1,104) -15.0% $ 103.60 $ 121.18 $ 50.81 $ 70.37 58.1% 266 - CHECK ENFORCEMENT PROGRAM TOTAL SOURCES $ $ 379,683 379,683 $ $ 346,000 346,000 $ $ 346,000 346,000 $ $ - 0.0% 0.0% 266 - CHECK ENFORCEMENT PROGRAM TOTAL USES $ $ 444,737 444,737 $ $ 431,395 431,395 $ $ 345,100 345,100 $ $ 86,295 86,295 20.0% 20.0% Revenue Expenditure Adjustments: Check Enforcement Program Fund (266) • Increase Regular Benefits by $8,448 for employee health and dental premium increases. • Increase Regular Benefits by $936 for an increase in retirement contribution rates. • Reduce postage/freight/shipping expenditures for structural balance, ($9,384). Identity Theft Prosecution Activity The purpose of the Identity Theft Prosecution Activity is to provide prosecution of persons who commit ID Theft to crime victims and the public so that they can be assured that offenders will receive just punishment and crime will be prevented. Mandates: This Activity supports overall Prosecution Program mandates. 370 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Result Output Demand Efficiency Expenditure Department Strategic Plans and Budgets County Attorney Measure Description Rate of conviction Percent of identity theft prosecutions completed within 90 days of arraignment Percent of identity theft prosecutions completed within 180 days of arraignment Number of identity thefts prosecuted Number of identity thefts submitted by law enforcement Cost per identity theft prosecuted FY 2009 ACTUAL 92.4% 0.6% FY 2010 REVISED 98.7% 0.0% FY 2011 ADOPTED 151.8% 0.0% 7.5% 0.0% 0.0% $ 100 - GENERAL TOTAL USES $ 1,609,527 $ 1,609,527 1,797 3,716 895.67 1,568 3,264 $ 953.91 $ 1,495,735 $ 1,495,735 REV VS ADPT VAR % 53.0% 53.7% 0.0% N/A 1,020 1,268 $ 0.0% N/A (548) (1,996) -34.9% -61.2% 1,535.16 $ (581.25) -60.9% $ 1,565,866 $ 1,565,866 $ $ (70,131) (70,131) -4.7% -4.7% County Attorney Initiated Investigations Activity The purpose of the County Attorney Initiated Investigations Activity is to provide original investigative and surveillance findings to the County Attorney and Chief Deputy so that they can determine if further legal action is needed. Mandates: This Activity supports overall Prosecution Program mandates. Measure Type Output Demand Efficiency Measure Description Number of County Attorney pre-filing initiated investigative inquiries completed. Number of County Attorney pre-filing initiated investigative inquiries requested. Cost per investigative services request completed. FY 2009 ACTUAL 21,703 FY 2010 REVISED 22,396 FY 2011 ADOPTED 15,224 19,119 20,848 14,632 $ 246.54 $ 218.27 $ REV VS ADPT VAR % (7,172) -32.0% 304.34 $ $ 4,422,651 180,391 30,220 $ 4,633,262 $ (6,216) -29.8% (86.06) -39.4% Expenditure 100 - GENERAL 219 - COUNTY ATTORNEY GRANTS 221 - COUNTY ATTORNEY FILL THE GAP TOTAL USES $ 5,106,733 204,176 39,809 $ 5,350,718 $ 4,617,150 233,250 38,081 $ 4,888,481 $ 194,499 52,859 7,861 255,219 4.2% 22.7% 20.6% 5.2% Meth and Major Drug Prosecution Activity The purpose of the Meth and Major Drug Prosecution Activity is to provide prosecution of persons who commit meth and drug crimes to crime victims and the public so they can be assured that offenders will receive just punishment and crime will be prevented. Mandates: This Activity supports overall Prosecution Program mandates. 371 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Result Output Demand Efficiency Measure Description Rate of conviction Percent of meth and major drug offenses completed within 90 days of arraignment Percent of meth and major drug offenses completed within 180 days of arraignment Number of meth and major drug offenses prosecuted Number of meth and major drug offenses submitted by law enforcement Cost per meth and major drug offense prosecuted $ Department Strategic Plans and Budgets County Attorney FY 2009 ACTUAL 198.1% 0.7% FY 2010 REVISED 94.8% 0.0% FY 2011 ADOPTED 240.9% 0.0% 7.3% 0.0% 0.0% REV VS ADPT VAR % 146.1% 154.1% 0.0% N/A 0.0% N/A 2,206 3,080 1,212 (1,868) -60.6% 3,384 4,276 1,444 (2,832) -66.2% (1,359.47) -140.3% 1,326.99 $ 968.69 $ 2,328.16 $ Revenue 219 - COUNTY ATTORNEY GRANTS TOTAL SOURCES $ 1,310,202 $ 1,310,202 $ 1,992,108 $ 1,992,108 $ 1,992,108 $ 1,992,108 $ $ - 0.0% 0.0% 100 - GENERAL 219 - COUNTY ATTORNEY GRANTS TOTAL USES $ 1,775,684 1,151,657 $ 2,927,341 $ 1,316,068 1,667,492 $ 2,983,560 $ 1,196,032 1,625,701 $ 2,821,733 $ 120,036 41,791 161,827 9.1% 2.5% 5.4% Expenditure $ Trial Activity The purpose of the Trial Activity is to provide criminal and juvenile prosecution of offenders to the people of Maricopa County so that they can live in a safer community. Mandates: This Activity supports overall Prosecution Program mandates. Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of adult criminal cases completed within 180 days. Number of adult criminal cases completed. Number of adult criminal cases filed. Cost per adult criminal case completed. FY 2009 ACTUAL N/A $ 37,112 40,824 1,146.13 FY 2010 REVISED 0.0% $ 37,196 40,320 1,072.99 REV VS ADPT VAR % 0.0% N/A FY 2011 ADOPTED 0.0% $ 34,620 38,108 1,131.49 $ (2,576) (2,212) (58.50) -6.9% -5.5% -5.5% 100 - GENERAL 213 - COUNTY ATTORNEY RICO 219 - COUNTY ATTORNEY GRANTS 221 - COUNTY ATTORNEY FILL THE GAP 267 - CRIM JUSTICE ENHANCEMENT TOTAL SOURCES $ 51,017 3,028,273 2,629,969 939,449 1,938,128 $ 8,586,836 $ 24,300 2,750,000 2,603,249 1,170,788 1,909,746 $ 8,458,083 $ 30,000 2,000,000 2,568,481 943,621 1,449,400 $ 6,991,502 $ 5,700 (750,000) (34,768) (227,167) (460,346) $ (1,466,581) 23.5% -27.3% -1.3% -19.4% -24.1% -17.3% 100 - GENERAL 213 - COUNTY ATTORNEY RICO 219 - COUNTY ATTORNEY GRANTS 221 - COUNTY ATTORNEY FILL THE GAP 267 - CRIM JUSTICE ENHANCEMENT TOTAL USES $ 33,858,911 2,627,329 2,419,958 1,379,736 2,249,215 $ 42,535,149 $ 30,721,139 3,500,000 2,555,034 1,126,988 2,007,843 $ 39,911,004 $ 32,599,067 2,000,000 2,802,954 762,877 1,007,373 $ 39,172,271 $ (1,877,928) 1,500,000 (247,920) 364,111 1,000,470 $ 738,733 -6.1% 42.9% -9.7% 32.3% 49.8% 1.9% Expenditure Adjustments: General Fund (100) • Increase revenue from fees charged for reproduction of discovery to FY 2010 forecasted levels, $5,700. • Reduce expenditures for the Byrne Drug Control Grant match that is no longer required by the grantor, ($318,348). County Attorney RICO Fund (213) 372 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets County Attorney • Revenue and expenditure appropriations were removed in Recommended ($2,750,000) and, after additional documentation was provided regarding use of the funds, were re-established at $2,000,000 as requested by MCAO in the Adopted budget. County Attorney Fill the Gap Fund (221) • Inactivate an Office Assistant position (1 FTE) due to high staffing ratios, ($35,489). Criminal Justice Enhancement Fund (267) • Inactivate an Office Assistant position (1 FTE) due to high staffing ratios, ($34,683). • Reduce revenue to FY 2010 forecasted levels, ($460,346). Victim Assistance Activity The purpose of the Victim Assistance Activity is to provide victims' rights and victim assistance services to victims of crimes committed in Maricopa County so that they can experience a reduction in trauma, strive to feel whole again, and be informed of criminal or juvenile justice proceedings. Mandates: This Activity supports overall Prosecution Program mandates. Measure Type Result Output Output Demand Efficiency Revenue Measure Description Percent of victims satisfied as determined by a satisfaction survey. Number of victims receiving services. Number of victims participating in satisfaction survey Number of victims entitled to receive victim services. Cost per victim who received services. FY 2009 ACTUAL 90.1% FY 2010 REVISED 90.7% $ 741.12 $ 635.71 $ 674.26 219 - COUNTY ATTORNEY GRANTS TOTAL SOURCES $ $ 756,027 756,027 $ $ 698,909 698,909 $ $ 100 - GENERAL 219 - COUNTY ATTORNEY GRANTS 267 - CRIM JUSTICE ENHANCEMENT TOTAL USES $ 3,799,725 853,249 103,542 $ 4,756,516 REV VS ADPT VAR % (10.9%) -12.0% FY 2011 ADOPTED 79.8% 6,418 634 6,800 644 6,560 732 (240) 88 -3.5% 13.7% 23,728 23,552 18,800 (4,752) -20.2% $ (38.55) -6.1% 693,909 693,909 $ $ (5,000) (5,000) -0.7% -0.7% $ 3,511,121 827,586 84,459 $ 4,423,166 $ 9,435 (128,677) 18,921 (100,321) 0.3% -18.4% 18.3% -2.3% Expenditure 373 $ 3,520,556 698,909 103,380 $ 4,322,845 $ Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets County Attorney Appropriated Budget Reconciliations General Fund (100) MARICOPA COUNTY BUDGETING FOR RESULTS FY 2011 BUDGET RECONCILIATION 190 - COUNTY ATTORNEY 100 - GENERAL OPERATING Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 56,599,487 $ 24,300 FY 2010 Revised Budget $ 56,599,487 $ 24,300 FY 2011 Budget Target $ 56,599,487 $ 24,300 $ 969,130 $ 775,632 193,498 1,347,859 $ (92,452) - 1,440,311 - Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Requested Pay Rates Reduced to Actual Pay Rates Rightsize Debt Service for Extended Computer Warranties Personnel Savings Reduce Vacancy Savings to 6% Budget Balancing Elimination of Vacant Positions C-49-09-036-2-01 PEHPEP FY 10 Adjustments C-49-10-032-M-00 Fees and Other Revenues ProgRevenue Volume Inc/Dec Rightsize Discovery Reproduction Fee Revenue Grants, Donations and Intergovernmental Agreements Grants Grant Match Increase/Decrease Requested Match No Longer Required for Byrne Drug Control Grant Reallocations Reallocation Between Funds Allocate Personnel Costs to the Diversion Fund (220) Due to Increased Diversion Fee Revenue FY 2011 Adopted Budget Percent Change from Target Amount 374 $ $ $ (99,625) 7,173 1,440,311 $ (1,818,610) $ (1,108,315) (710,295) - $ - 5,700 5,700 $ (318,348) $ (318,348) - $ (180,031) $ (180,031) - $ 56,599,487 $ 0.0% 30,000 23.5% $ $ $ $ 5,700 (318,348) (180,031) Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets County Attorney County Attorney RICO Fund (213) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 2,750,000 $ 2,750,000 FY 2010 Revised Budget $ 2,750,000 $ 2,750,000 FY 2011 Budget Target $ 2,750,000 $ 2,750,000 $ (2,750,000) $ (2,750,000) (2,750,000) (2,750,000) FY 2011 Recommended Budget Percent Change from Target Amount $ - $ -100.0% -100.0% FY 2011 Tentative Budget $ - $ -100.0% -100.0% $ 2,000,000 $ 2,000,000 2,000,000 2,000,000 $ 2,000,000 $ -27.3% 2,000,000 -27.3% Adjustments: Base Adjustments Elim Approp Pending Audit Agenda Item: Percent Change from Target Amount Adjustments: Base Adjustments Elim Approp Pending Audit Appropriation Based on Additional Documentation Agenda Item: $ 2,000,000 FY 2011 Adopted Budget Percent Change from Target Amount County Attorney RICO Fund (213) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED Beginning Spendable Fund Balance $ 2,111,141 $ 2,012,243 $ 2,012,243 $ 1,894,624 $ 1,531,127 Sources: Operating Total Sources: $ 3,028,273 $ 3,028,273 $ 2,750,000 $ 2,750,000 $ 2,750,000 $ 2,750,000 $ 3,004,976 $ 3,004,976 $ 2,000,000 $ 2,000,000 Uses: Operating Non-Recurring Total Uses: $ 2,644,022 600,768 $ 3,244,790 $ 2,750,000 750,000 $ 3,500,000 $ 2,750,000 750,000 $ 3,500,000 $ 2,618,473 750,000 $ 3,368,473 $ 2,000,000 $ 2,000,000 Structural Balance $ $ $ $ $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ 1,894,624 $ 1,894,624 384,251 - $ 1,262,243 $ 1,262,243 375 - $ 1,262,243 $ 1,262,243 386,503 $ 1,531,127 $ 1,531,127 - $ 1,531,127 $ 1,531,127 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets County Attorney County Attorney Grants Fund (219) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 7,792,090 $ 7,792,090 $ 431,279 $ 431,279 431,279 431,279 FY 2010 Revised Budget $ 8,223,369 $ 8,223,369 FY 2011 Budget Target $ 8,223,369 $ 8,223,369 $ 94,900 $ 76,032 18,868 399,810 $ 399,810 - $ (494,710) $ (494,710) - $ (431,279) $ (431,279) (431,279) (431,279) FY 2011 Recommended Budget Percent Change from Target Amount $ 7,792,090 $ -5.2% 7,792,090 -5.2% FY 2011 Tentative Budget $ 7,792,090 $ -5.2% 7,792,090 -5.2% $ 7,792,090 $ -5.2% 7,792,090 -5.2% Adjustments: Grants, Donations and Intergovernmental Agreements Grants Co Attorney FY 10 Grant Recon Agenda Item: C-19-10-025-G-00 Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Structural Balance Budget Balancing Elimination of Vacant Positions Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Agenda Item: $ $ 399,810 C-49-09-036-2-01 Percent Change from Target Amount FY 2011 Adopted Budget Percent Change from Target Amount County Attorney Grants Fund (219) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED (108,205) $ FY 2010 REVISED $ Sources: Operating Non-Recurring Total Sources: $ 6,944,569 $ 6,944,569 $ 7,792,090 $ 7,792,090 $ 8,223,369 $ 8,223,369 $ 6,995,879 344,440 $ 7,340,319 $ 7,792,090 $ 7,792,090 Uses: Operating Total Uses: $ 7,032,790 $ 7,032,790 $ 7,792,090 $ 7,792,090 $ 8,223,369 $ 8,223,369 $ 7,605,851 $ 7,605,851 $ 7,792,090 $ 7,792,090 Structural Balance $ (88,221) $ - $ - $ Accounting Adjustments $ 176,635 - $ - $ Ending Spendable Fund Balance: Unassigned Total Ending Spendable Fund Balance $ (19,791) (19,791) $ 376 (61,687) (61,687) $ (61,687) $ FY 2011 ADOPTED Beginning Spendable Fund Balance $ (61,687) $ FY 2010 FORECAST (61,687) (61,687) $ (19,791) $ (609,972) $ - $ (285,323) (285,323) $ (285,323) - (285,323) (285,323) Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets County Attorney Diversion Fund (220) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 1,108,810 $ 1,108,810 FY 2010 Revised Budget $ 1,108,810 $ 1,108,810 FY 2011 Budget Target $ 1,108,810 $ 1,108,810 $ 9,268 $ 7,392 1,876 363,054 $ 363,054 - (52,353) $ (52,353) - $ - 500,000 500,000 $ 180,031 $ 180,031 - FY 2011 Recommended Budget Percent Change from Target Amount $ 1,608,810 $ 45.1% 1,608,810 45.1% FY 2011 Tentative Budget $ 1,608,810 $ 45.1% 1,608,810 45.1% Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Rightsize Other Services Budget Balancing Elimination of Vacant Positions Fees and Other Revenues ProgRevenue Volume Inc/Dec Additional TASC Diversion Revenue Reallocations Reallocation Between Funds Allocate Personnel Costs from the General Fund (100) Due to Increased Diversion Fee Revenue Agenda Item: $ $ 363,054 $ C-49-09-036-2-01 $ $ $ 500,000 180,031 Percent Change from Target Amount FY 2011 Adopted Budget Percent Change from Target Amount $ 1,608,810 $ 1,608,810 45.1% 45.1% Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget $ 1,000,000 $ - FY 2010 Revised Budget $ 1,000,000 $ - $ (1,000,000) $ (1,000,000) - $ - $ - $ 1,000,000 $ 1,000,000 - FY 2011 Recommended Budget Percent Change from Target Amount $ 1,000,000 $ - FY 2011 Tentative Budget $ 1,000,000 $ - $ 1,000,000 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2011 Budget Target Adjustments: Agenda Item: Non Recurring Other Non-Recurring Paperless Office and Multi-Jurisdictional Warrant Round-Up Projects $ 1,000,000 Percent Change from Target Amount FY 2011 Adopted Budget Percent Change from Target Amount 377 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets County Attorney Diversion Fund (220) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED Beginning Spendable Fund Balance $ 1,173,058 $ 1,040,642 $ 1,040,642 $ 1,443,719 $ 1,625,241 Sources: Operating Total Sources: $ 1,111,214 $ 1,111,214 $ 1,108,810 $ 1,108,810 $ 1,108,810 $ 1,108,810 $ 1,618,537 $ 1,618,537 $ 1,608,810 $ 1,608,810 $ $ 1,108,810 1,000,000 $ 2,108,810 $ 1,108,810 1,000,000 $ 2,108,810 $ $ 840,546 840,546 878,692 558,323 $ 1,437,015 $ 1,608,810 1,000,000 $ 2,608,810 Structural Balance $ 270,668 $ - $ - $ 739,845 $ - Accounting Adjustments $ (7) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ 1,443,719 $ 1,443,719 40,642 40,642 $ $ 40,642 40,642 $ 1,625,241 $ 1,625,241 $ $ 625,241 625,241 Uses: Operating Non-Recurring Total Uses: $ $ 378 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets County Attorney County Attorney Fill the Gap Fund (221) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 1,964,388 $ 1,964,388 FY 2010 Revised Budget $ 1,964,388 $ 1,964,388 FY 2011 Budget Target $ 1,964,388 $ 1,964,388 $ 40,230 $ 33,792 6,438 (410,736) $ (10,991) - Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Requested Pay Rates Reduced to Actual Pay Rates Personnel Savings Budget Balancing Elimination of Vacant Positions PEHPEP FY 10 Adjustments Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ $ (10,991) $ C-49-09-036-2-01 C-49-10-032-M-00 $ (399,745) (193,882) $ (118,001) (75,881) - $ - (564,388) (564,388) FY 2011 Recommended Budget Percent Change from Target Amount $ 1,400,000 $ -28.7% 1,400,000 -28.7% FY 2011 Tentative Budget $ 1,400,000 $ -28.7% 1,400,000 -28.7% $ 1,400,000 $ -28.7% 1,400,000 -28.7% Percent Change from Target Amount FY 2011 Adopted Budget Percent Change from Target Amount County Attorney Fill the Gap Fund (221) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED $ 1,267,270 $ Sources: Operating Total Sources: $ 1,470,674 $ 1,470,674 $ 1,964,388 $ 1,964,388 $ 1,964,388 $ 1,964,388 $ 1,486,934 $ 1,486,934 $ 1,400,000 $ 1,400,000 Uses: Operating Non-Recurring Total Uses: $ 2,020,086 717,657 $ 2,737,743 $ 1,964,388 $ 1,964,388 $ 1,964,388 $ 1,964,388 $ 1,402,622 $ 1,402,622 $ 1,400,000 $ 1,400,000 Structural Balance $ (549,412) $ - $ - $ 84,312 $ - Accounting Adjustments $ (9) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 813 813 $ $ 813 813 $ $ 84,504 84,504 $ $ 84,504 84,504 $ $ 379 $ 813 $ 192 FY 2011 ADOPTED Beginning Spendable Fund Balance 192 192 813 FY 2010 FORECAST $ 84,504 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets County Attorney Check Enforcement Fund (266) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 431,584 $ 346,000 FY 2010 Revised Budget $ 431,584 $ 346,000 Adjustments: Structural Balance Agenda Item: (85,584) FY 2011 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Structural Balance - $ 346,000 $ 346,000 $ 9,384 $ 8,448 936 (9,384) $ (9,384) - Agenda Item: $ FY 2011 Recommended Budget Percent Change from Target Amount $ 346,000 $ 0.0% 346,000 0.0% FY 2011 Tentative Budget $ 346,000 $ 0.0% 346,000 0.0% $ 346,000 $ 0.0% 346,000 0.0% Percent Change from Target Amount FY 2011 Adopted Budget Percent Change from Target Amount Check Enforcement Program Fund (266) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED Beginning Spendable Fund Balance $ 194,202 $ 85,584 $ 85,584 $ 130,978 $ 171,271 Sources: Operating Total Sources: $ $ 383,643 383,643 $ $ 346,000 346,000 $ $ 346,000 346,000 $ $ 346,352 346,352 $ $ 346,000 346,000 Uses: Operating Total Uses: $ $ 446,873 446,873 $ $ 431,584 431,584 $ $ 431,584 431,584 $ $ 306,059 306,059 $ $ 346,000 346,000 Structural Balance $ (63,230) $ (85,584) $ 40,293 $ - Accounting Adjustments $ 6 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 130,978 130,978 $ $ - $ $ - $ $ 171,271 171,271 $ $ 171,271 171,271 380 (85,584) $ Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets County Attorney Criminal Justice Enhancement Fund (267) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 1,909,746 $ 1,909,746 FY 2010 Revised Budget $ 1,909,746 $ 1,909,746 FY 2011 Budget Target $ 1,909,746 $ 1,909,746 Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Personnel Savings Budget Balancing Elimination of Vacant Positions Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ 37,351 30,624 6,727 (343,980) (343,980) (153,717) (153,717) - $ $ C-49-09-036-2-01 $ $ $ $ $ (460,346) (460,346) FY 2011 Recommended Budget Percent Change from Target Amount $ 1,449,400 $ -24.1% 1,449,400 -24.1% FY 2011 Tentative Budget $ 1,449,400 $ -24.1% 1,449,400 -24.1% $ 1,449,400 $ -24.1% 1,449,400 -24.1% Percent Change from Target Amount FY 2011 Adopted Budget Percent Change from Target Amount Criminal Justice Enhancement Fund (267) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED Beginning Spendable Fund Balance $ 2,159,471 $ 1,071,646 $ 1,071,646 $ Sources: Operating Total Sources: $ 1,940,660 $ 1,940,660 $ 1,909,746 $ 1,909,746 $ 1,909,746 $ 1,909,746 $ 1,457,133 $ 1,457,133 $ 1,449,400 $ 1,449,400 Uses: Operating Non-Recurring Total Uses: $ 2,371,546 956,328 $ 3,327,874 $ 1,909,746 800,000 $ 2,709,746 $ 1,909,746 800,000 $ 2,709,746 $ 1,439,904 714,002 $ 2,153,906 $ 1,449,400 $ 1,449,400 Structural Balance $ - $ - $ 17,229 $ - Accounting Adjustments $ 7 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 772,264 772,264 $ $ 271,646 271,646 $ $ 271,646 271,646 $ $ 75,491 75,491 $ $ 75,491 75,491 (430,886) $ 381 FY 2010 FORECAST 772,264 FY 2011 ADOPTED $ 75,491 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets County Attorney Victim Compensation and Assistance Fund (268) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 100,000 $ 100,000 FY 2010 Revised Budget $ 100,000 $ 100,000 FY 2011 Budget Target $ 100,000 $ 100,000 FY 2011 Recommended Budget Percent Change from Target Amount $ 100,000 $ 0.0% 100,000 0.0% FY 2011 Tentative Budget $ 100,000 $ 0.0% 100,000 0.0% $ 100,000 $ 0.0% 100,000 0.0% Percent Change from Target Amount FY 2011 Adopted Budget Percent Change from Target Amount Victim Compensation and Assistance Fund (268) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED Beginning Spendable Fund Balance $ 664,574 $ 655,473 $ 655,473 $ 800,133 $ 915,786 Sources: Operating Total Sources: $ $ 135,741 135,741 $ $ 100,000 100,000 $ $ 100,000 100,000 $ $ 123,073 123,073 $ $ 100,000 100,000 $ $ $ 7,420 7,420 $ $ 100,000 100,000 $ $ 100,000 100,000 $ $ 182 182 $ 100,000 100,000 Structural Balance $ 135,559 $ - $ - $ 115,653 $ - Accounting Adjustments $ - $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 800,133 800,133 $ $ 655,473 655,473 $ $ 655,473 655,473 $ $ 915,786 915,786 $ $ 915,786 915,786 Uses: Operating Non-Recurring Total Uses: 382 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets County Attorney Victim Compensation Restitution Interest Fund (269) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 40,000 $ 40,000 FY 2010 Revised Budget $ 40,000 $ 40,000 FY 2011 Budget Target $ 40,000 $ 40,000 FY 2011 Recommended Budget Percent Change from Target Amount $ 40,000 $ 0.0% 40,000 0.0% FY 2011 Tentative Budget $ 40,000 $ 0.0% 40,000 0.0% $ 40,000 $ 0.0% 40,000 0.0% Percent Change from Target Amount FY 2011 Adopted Budget Percent Change from Target Amount Victim Compensation Restitution Interest Fund (269) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED Beginning Spendable Fund Balance $ 651,876 $ 612,938 $ 612,938 $ 727,061 $ 758,083 Sources: Operating Total Sources: $ $ 79,061 79,061 $ $ 40,000 40,000 $ $ 40,000 40,000 $ $ 41,462 41,462 $ $ 40,000 40,000 Uses: Operating Total Uses: $ $ 3,877 3,877 $ $ 40,000 40,000 $ $ 40,000 40,000 $ $ 10,440 10,440 $ $ 40,000 40,000 Structural Balance $ 75,184 $ - $ - $ 31,022 $ - Accounting Adjustments $ 1 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 727,061 727,061 $ $ 612,938 612,938 $ $ 612,938 612,938 $ $ 758,083 758,083 $ $ 758,083 758,083 383 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets County Attorney Civil County Attorney Civil Analysis by Ryan Wimmer, Management & Budget Supervisor and Lee Ann Bohn, Deputy Budget Director Summary Mission Since the creation of this department in FY 2008-09, the department has not yet created a mission statement. Vision Since the creation of this department in FY 2008-09, the department has not yet created a vision statement. Strategic Goals Since the creation of this department in FY 2008-09, the department has not yet created strategic goals. Sources and Uses by Program and Activity FY 2009 ACTUAL PROGRAM / ACTIVITY SOURCES LAAC - LEGAL ADVICE 19CL - CIVIL LEGAL SERVICES FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % $ $ 3,969,473 $ 3,969,473 $ 919,121 $ 919,121 $ 919,121 $ 919,121 $ 44,168 $ 44,168 $ - $ - $ (919,121) (919,121) -100.0% -100.0% TOTAL PROGRAMS $ 3,969,473 $ 919,121 $ 919,121 $ 44,168 $ - $ (919,121) -100.0% N/A N/A USES REAL - REAL PROPERTY CHARACTERISTICS 12PA - PROPERTY ASSESSMENT $ $ - $ - $ - $ - $ - $ - $ - $ - $ 2,288,753 $ 2,288,753 $ (2,288,753) (2,288,753) LAAC - LEGAL ADVICE 19CL - CIVIL LEGAL SERVICES $ $ 10,895,651 $ 10,895,651 $ 4,013,122 $ 4,013,122 $ 7,739,577 $ 7,739,577 $ 7,006,901 $ 7,006,901 $ 1,321,471 $ 1,321,471 $ 6,418,106 6,418,106 82.9% 82.9% TOTAL PROGRAMS $ 10,895,651 $ 4,013,122 $ 7,739,577 $ 7,006,901 $ 3,610,224 $ 4,129,353 53.4% 384 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets County Attorney Civil Sources and Uses by Category FY 2009 CATEGORY ACTUAL INTERGOVERNMENTAL 0620 - OTHER INTERGOVERNMENTAL $ 36,377 36,377 SUBTOTAL $ FY 2010 ADOPTED $ $ FY 2010 REVISED - FY 2010 FORECAST $ $ - $ $ 44,168 44,168 $ $ - $ $ - $ - $ (151,054) -100.0% (768,067) -100.0% (919,121) -100.0% - $ (919,121) -100.0% - $ (919,121) -100.0% REV VS ADPT VAR % 458,037 22.3% 38,402 100.0% N/A 105,908 18.4% 4,805 100.0% 1,261,214 N/A (1,261,214) -566.6% 607,152 20.9% CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0636 - INTERNAL SERVICE CHARGES SUBTOTAL $ - $ 3,933,096 3,933,096 $ 151,054 $ 768,067 919,121 $ 151,054 768,067 919,121 $ $ - ALL REVENUES $ 3,969,473 $ 919,121 $ 919,121 $ 44,168 $ 3,969,473 $ 919,121 $ FY 2009 FY 2010 ACTUAL ADOPTED 919,121 FY 2010 REVISED $ 44,168 FY 2010 FORECAST $ TOTAL SOURCES $ CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ REV VS ADPT VAR % FY 2011 ADOPTED $ $ FY 2011 ADOPTED - N/A N/A 4,824,651 $ 10,370 1,380,945 12,199 555,409 6,783,574 $ 2,057,040 $ 38,402 576,275 4,805 222,613 2,899,135 $ 2,057,040 $ 38,402 576,275 4,805 222,613 2,899,135 $ 3,243,487 $ 20,701 1,092 910,270 1,538 555,409 4,732,497 $ 1,599,003 $ 470,367 (1,261,214) 1,483,827 2,291,983 $ SUBTOTAL $ 156,159 $ 291 156,450 $ 66,133 $ 385 8,016 74,534 $ 66,133 $ 385 8,016 74,534 $ 66,577 $ 1,254 67,831 $ 62,316 $ 720 63,036 $ SERVICES 0810 - LEGAL SERVICES $ 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL $ ALL EXPENDITURES $ 3,809,173 $ 93,499 21,130 2,241 8,053 8,191 13,340 3,955,627 $ 10,895,651 $ 970,394 $ 38,477 6,734 4,008 6,012 8,016 5,812 1,039,453 $ 4,013,122 $ 4,470,394 $ 264,932 6,734 4,008 6,012 8,016 5,812 4,765,908 $ 7,739,577 $ 2,123,702 $ 56,761 15,103 829 2,591 210 7,377 2,206,573 $ 7,006,901 $ 1,196,849 $ 30,888 15,504 1,248 2,568 1,200 6,948 1,255,205 $ 3,610,224 $ 3,273,545 73.2% 234,044 88.3% (8,770) -130.2% 2,760 68.9% 3,444 57.3% 6,816 85.0% (1,136) -19.5% 3,510,703 73.7% 4,129,353 53.4% TOTAL USES $ 10,895,651 $ 4,013,122 $ 7,739,577 $ 7,006,901 $ 3,610,224 $ 4,129,353 SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT $ 3,817 (335) 8,016 11,498 5.8% -87.0% 100.0% 15.4% 53.4% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2009 ACTUAL $ FUND TOTAL SOURCES $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING $ 3,969,473 $ 3,969,473 $ FY 2010 ADOPTED 919,121 $ 919,121 $ FY 2010 REVISED 919,121 $ 919,121 $ FY 2010 FORECAST 44,168 $ 44,168 $ FY 2011 ADOPTED REV VS ADPT VAR % - $ - $ (919,121) -100.0% (919,121) -100.0% 3,969,473 $ 919,121 $ 919,121 $ 44,168 $ - $ 3,969,473 $ 919,121 $ 919,121 $ 44,168 $ - $ FY 2009 FY 2010 FY 2010 FY 2010 FY 2011 ACTUAL ADOPTED REVISED FORECAST ADOPTED (919,121) -100.0% (919,121) -100.0% REV VS ADPT VAR % FUND TOTAL USES $ 9,957,119 $ 938,532 10,895,651 $ 4,013,122 $ 4,013,122 $ 4,013,122 $ 3,726,455 7,739,577 $ 6,855,933 $ 150,968 7,006,901 $ 3,383,769 $ 226,455 3,610,224 $ 629,353 3,500,000 4,129,353 15.7% 93.9% 53.4% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 9,957,119 $ 938,532 $ 10,895,651 $ 4,013,122 $ - $ 4,013,122 $ 4,013,122 $ 3,726,455 $ 7,739,577 $ 6,855,933 $ 150,968 $ 7,006,901 $ 3,383,769 $ 226,455 $ 3,610,224 $ 629,353 3,500,000 4,129,353 15.7% 93.9% 53.4% 385 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets County Attorney Civil Staffing by Program and Activity PROGRAM / ACTIVITY CIVIL LEGAL SERVICES LEGAL ADVICE PROGRAM TOTAL DEPARTMENT TOTAL FY 2009 ADOPTED FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST 81.50 81.50 81.50 FY 2011 ADOPTED 43.50 43.50 43.50 REV TO ADPT VAR % 83.00 83.00 83.00 83.00 83.00 83.00 83.00 83.00 83.00 (39.50) (39.50) (39.50) -47.6% -47.6% -47.6% FY 2009 ADOPTED 1.00 6.00 16.00 9.50 1.00 1.00 1.50 17.00 1.00 11.00 5.00 13.00 83.00 FY 2010 ADOPTED 2.00 7.00 17.00 7.50 1.00 1.50 17.00 1.00 11.00 5.00 13.00 83.00 FY 2010 REVISED 2.00 7.00 17.00 7.50 1.00 1.50 17.00 1.00 11.00 5.00 13.00 83.00 FY 2010 FORECAST 2.00 7.00 17.00 7.50 1.00 17.00 1.00 11.00 5.00 13.00 81.50 FY 2011 ADOPTED 1.00 4.00 11.00 3.50 1.00 9.00 5.00 3.00 6.00 43.50 REV TO VAR (1.00) (3.00) (6.00) (4.00) (1.50) (8.00) (1.00) (6.00) (2.00) (7.00) (39.50) FY 2010 REVISED 83.00 83.00 FY 2010 FORECAST 81.50 81.50 FY 2011 ADOPTED 43.50 43.50 REV TO ADPT VAR % (39.50) -47.6% (39.50) -47.6% Staffing by Market Range Title MARKET RANGE TITLE Attorney - Associate Attorney - General Counsel Attorney - Senior Attorney - Senior Associate Attorney Manager Attorney Supervisor Intern Legal Assistant Legal Assistant Supv Legal Support Specialist Legal Support Supervisor Office Assistant Department Total ADPT % -50.0% -42.9% -35.3% -53.3% 0.0% N/A -100.0% -47.1% -100.0% -54.5% -40.0% -53.8% -47.6% Staffing by Fund FUND 100 - GENERAL DEPARTMENT TOTAL FY 2009 ADOPTED 83.00 83.00 FY 2010 ADOPTED 83.00 83.00 General Adjustments Target Adjustment: • Reallocate $793,286 for civil cases shifted to the General Litigation Department. Adjustments: • • • • • Increase Regular Benefits by $84,027 for employee health and dental premium increases. Increase Regular Benefits by $79,906 for an increase in the retirement contribution rate. Eliminate budgeted retainer revenue. The budget assumes that the County Attorney Civil Division will only do tax appeals and mental health cases, both of which are General Fund functions and, as such, are not reimbursed. Eliminate all vacant positions, reducing the expenditure budget by $2,632,246. Reduce personnel savings to offset position inactivations, increasing the expenditure budget by $2,632,246. Programs and Activities Civil Legal Services Program The purpose of the Civil Legal Services Program is to provide legal advice and representation to County officers, administrators and managers so that they can manage the affairs of the County with the benefit of timely and responsive legal advice and representation 386 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets County Attorney Civil Program Results Measure Description Percent of clients satisfied with legal advice provided as determined by a customer FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED N/A REV VS ADPT VAR % N/A N/A Activities that comprise this program include: • Legal Advice Activity Legal Advice Activity The purpose of the Legal Advice Activity is to provide legal advice to county officers, administrators and managers so that they can have timely and quality advice to manage the affairs of county government Mandates: A.R.S. §11-532 establishes that the County Attorney’s Office will provide written opinions to County officers regarding the duties of their offices. Further, the County Attorney’s Office will act as legal advisor to the Board of Supervisors and represent the County in legal affairs. Measure Type Result Output Demand Efficiency Measure Description Percent of clients satisfied with legal advice provided as determined by a customer satisfaction survey. Number of claims, protests, lawsuits, appeals, and responses to requests for legal advice completed Number of claims, protests, lawsuits, appeals, and requests for legal advice opened. Cost per claim, protest, lawsuit, appeal, and response to request for legal advice FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED N/A REV VS ADPT VAR % 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 (919,121) (919,121) -100.0% -100.0% Revenue 100 - GENERAL TOTAL SOURCES $ 3,969,473 $ 3,969,473 $ $ 919,121 919,121 100 - GENERAL TOTAL USES $ 10,895,651 $ 10,895,651 $ 7,739,577 $ 7,739,577 $ $ - $ $ Expenditure $ 1,321,471 $ 1,321,471 $ 6,418,106 $ 6,418,106 82.9% 82.9% Activity Narrative: The FY 2010-11 budget includes funding for statutorily mandated legal advice on mental health cases. Property Assessment and Valuation Program The purpose of the Property Assessment and Valuation Program is to provide ownership, mapping, property characteristics, and valuation information to external and internal customers to ensure valuations comply with Arizona Revised Statues. Activities that comprise this program include: • Real Property Inspection and Collection Characteristics Real Property Inspection and Collection Characteristics Activity The purpose of the Real Property Inspection and Collection Activity is to provide accurate data on each parcel for the tax roll. 387 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets County Attorney Civil Mandates: A.R.S. §42-13051 requires that no later than December 15 of each year the County Assessor shall identify by diligent inquiry and examination all real property in the county that is subject to taxation; A.R.S. §42-15052 requires that demand from each person, firm, or from the president, cashier, treasurer or managing agent of each corporation or association that owns, claims, controls or possesses property in the County a correct report or affirmation of all property in the County that the person, firm, corporation or association owns, claims, possesses or controls; A.R.S. §42-15057 requires each city, town, county or other governmental entity that requires that a building permit be issued to construct or add to residential or commercial buildings notify the County Assessor in writing; A.R.S. §42-15151 requires the County Assessor to prepare the assessment roll in the form and containing the information prescribed by the department; A.R.S. §42-15101 except as provided by section 42-13254, requires that before March 1 of each year the County Assessor 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 property value, if applicable, to be used for assessment purposes; A.R.S. §42-16054 establishes that at the petitioner’s written request, the Assessor will meet with the petitioner at a time and place designated at least ten working days in advance by the Assessor; A.R.S.§42-19051 establishes that the owner of property that is valued by the Assessor may appeal to the Assessor’s Office within twenty days after the date of the notice was delivered; A.R.S. §42-16252 establishes if the County Assessor or the department determines that any real or personal property has been assessed improperly as a result of a property tax error, the County Assessor or department will send the taxpayer a notice of error; A.R.S. §42-16254 establishes that the taxpayer can file a notice of claim if they believe that the property was assessed improperly; A.R.S. §42-16255 establishes in any hearing before the County Board, State Board or court either party may present any evidence regarding property tax errors regardless of whether a notice of error or notice of claim was filed; A.R.S. § 42-16258 establishes that after receiving the tax roll, if the County Treasurer determines that any property is omitted from the roll the Treasurer shall immediately list and request the Assessor to determine the valuation of property. Measure Type Result Output Demand Efficiency Measure Description Measures have not yet been defined for this Activity Measures have not yet been defined for this Activity Measures have not yet been defined for this Activity Measures have not yet been defined for this Activity FY 2009 ACTUAL FY 2010 REVISED REV VS ADPT VAR. % N/A FY 2011 Adopted 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 Revenue 100 - GENERAL TOTAL SOURCES $ $ - $ $ - $ $ 100 - GENERAL TOTAL USES $ $ - $ $ - $ $ - $ $ - 0% 0% Expenditure 2,288,753 $ 2,288,753 $ (2,288,753) (2,288,753) 0% 0% Activity Narrative: The FY 2010-11 budget includes funding for statutorily-mandated property tax appeal representation, including non-recurring funding of $226,455 for the current surge of cases attributable to the recent decline in housing values. Adjustments: • (Non-Recurring) – Increase the non-recurring expenditure budget by $226,455 for the current surge of property tax appeal cases. 388 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets County Attorney Civil Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 4,013,122 $ 919,121 FY 2010 Revised Budget $ 4,013,122 $ 919,121 $ (793,286) $ (793,286) - $ 3,219,836 $ 919,121 $ 163,933 $ 84,027 79,906 2,632,246 $ - (919,121) (919,121) Adjustments: Reallocations Reallocation Between Depts Reallocate Funding for Civil Cases to General Litigation Agenda Item: $ (793,286) FY 2011 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Internal Service Charges Discontinue Retainer Charges Personnel Savings Budget Balancing Elimination of Vacant Positions Agenda Item: $ $ (919,121) $ C-49-09-036-2-01 2,632,246 (2,632,246) $ (2,632,246) - FY 2011 Recommended Budget Percent Change from Target Amount $ 3,383,769 $ 5.1% -100.0% FY 2011 Tentative Budget $ 3,383,769 $ 5.1% -100.0% $ 3,383,769 $ 5.1% -100.0% Percent Change from Target Amount FY 2011 Adopted Budget Percent Change from Target Amount 389 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets County Attorney Civil General Fund (100) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget $ - $ - $ 3,726,455 $ 226,455 3,500,000 - $ 3,726,455 $ - $ (3,726,455) $ (226,455) (3,500,000) - $ - $ - $ 226,455 $ 226,455 - FY 2011 Recommended Budget Percent Change from Target Amount $ 226,455 $ - FY 2011 Tentative Budget $ 226,455 $ - $ 226,455 $ - Adjustments: Non Recurring Non Rec Exp for Tax Appeals Co Atty Civil Overrun Agenda Item: C-19-10-001-2-00 C-19-10-035-2-00 FY 2010 Revised Budget Adjustments: Non Recurring Non Rec Exp for Tax Appeals Co Atty Civil Overrun Agenda Item: C-19-10-001-2-00 C-19-10-035-2-00 FY 2011 Budget Target Adjustments: Non Recurring Other Non-Recurring Funding for Temporary Surge in Tax Appeals Cases Agenda Item: $ 226,455 Percent Change from Target Amount FY 2011 Adopted Budget Percent Change from Target Amount 390 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets County Manager County Manager Analysis by Cynthia Goelz, Management & Budget Supervisor Summary Mission The mission of the County Manager's Office is to provide leadership and direction to county departments and agencies so that they can deliver quality services countywide. 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. Strategic Goals • By December, 2013, 68% of citizens responding to annual citizen survey will indicate some knowledge of County structure and organization. Status: Based on the 2009 Maricopa County Customer Satisfaction Survey results, 67% of those surveyed responded they had some knowledge of the County structure and organization. • By December, 2013, 80% of citizens responding to citizen survey are satisfied with Maricopa County government. Status: The 2009 Maricopa County Customer Satisfaction Survey indicated that 77% of those surveyed were satisfied or very satisfied with Maricopa County government. • By June, 2012, 25% of Maricopa County Boards and Commissions will receive diversity training. Status: Changing demographics in Maricopa County are creating an increase in the demand for more diversity and cultural awareness services, which if left unaddressed, could result in an increase in discord and insensitivity between and among the public we serve, and a degradation of services to the public. Training of boards and commissions will address this concern. and a degradation of services to the public. • By June, 2012, 20% of Maricopa County employees will receive diversity training. Status: Trainings have been developed and are available to all County employees. diversity staff will monitor the impact the trainings have towards achieving this goal 391 The Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets County Manager Sources and Uses by Program and Activity FY 2009 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % CMSV - COMMUNICATION SERVICES 20GC - GOVT RELATIONS AND COMM $ $ 903 $ 903 $ 600 $ 600 $ 600 $ 600 $ 375 $ 375 $ 600 $ 600 $ - 0.0% 0.0% ACPR - ADULT CRIME PREVENTION JCPR - JUVENILE CRIME PREVENTION 42CD - CRIME AND DELINQUENCY PREV $ $ - $ - $ 9,158,935 $ 9,158,935 $ 9,295,733 $ 9,295,733 $ 53,494 $ 53,494 $ 320,649 $ 321,531 642,180 $ (8,975,084) 321,531 (8,653,553) -96.6% N/A -93.1% COMM - COMMUTE OPTIONS 71CT - COMMUTE OPTIONS $ $ 1,115 $ 1,115 $ 500 $ 500 $ 500 $ 500 $ 619 $ 619 $ 500 $ 500 $ - 0.0% 0.0% EVNT - EVENTS CENTER 71EV - EVENTS CENTER $ $ 37,500 $ 37,500 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 243,001 $ 243,001 $ - $ - $ 3,618,646 $ 3,618,646 $ 12,214,051 $ 12,214,051 $ 10,000 $ 10,000 $ (3,608,646) (3,608,646) -99.7% -99.7% TOTAL PROGRAMS $ 282,519 $ 9,160,035 $ 12,915,479 $ 12,268,539 $ 653,280 $ (12,262,199) -94.9% DVTY - DIVERSITY 20DV - DIVERSITY $ $ - $ - $ - $ - $ - $ - $ - $ - $ 117,082 $ 117,082 $ (117,082) (117,082) N/A N/A CMSV - COMMUNICATION SERVICES GOVR - GOVERNMENT RELATIONS 20GC - GOVT RELATIONS AND COMM $ 581,345 $ 581,345 $ 633,161 $ 633,161 $ 633,161 $ 633,161 $ 624,359 $ 624,359 $ 768,430 $ 445,519 1,213,949 $ (135,269) (445,519) (580,788) -21.4% N/A -91.7% USES $ ACPR - ADULT CRIME PREVENTION JCPR - JUVENILE CRIME PREVENTION 42CD - CRIME AND DELINQUENCY PREV $ $ - $ - $ 100,000 $ 100,000 $ 236,798 $ 236,798 $ 53,494 $ 53,494 $ 1,730,406 $ 1,704,668 3,435,074 $ COMM - COMMUTE OPTIONS 71CT - COMMUTE OPTIONS $ $ 50,255 $ 50,255 $ 52,073 $ 52,073 $ 52,073 $ 52,073 $ 46,810 $ 46,810 $ 48,058 $ 48,058 $ 4,015 4,015 7.7% 7.7% EVNT - EVENTS CENTER 71EV - EVENTS CENTER $ $ 76,551 $ 76,551 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A FSAC - FINANCIAL SERVICES ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ 39,045 $ 1,818,131 1,857,176 $ 37,499 $ 1,860,107 1,897,606 $ 37,499 $ 1,860,107 1,897,606 $ 39,067 $ 1,790,471 1,829,538 $ - $ 955,691 955,691 $ 37,499 904,416 941,915 100.0% 48.6% 49.6% GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 255,525 $ 20,124 275,649 $ 9,058,935 $ 12,507 9,071,442 $ 12,677,581 $ 12,507 12,690,088 $ 12,208,705 $ 12,505 12,221,210 $ 10,000 $ 4,318 14,318 $ 12,667,581 8,189 12,675,770 99.9% 65.5% 99.9% BUAS - BUSINESS APPLICATION DEV SUPP 99IT - INFORMATION TECHNOLOGY $ $ 1,288,864 $ 1,288,864 $ 1,298,201 $ 1,298,201 $ 1,298,201 $ 1,298,201 $ 1,156,154 $ 1,156,154 $ 1,458,226 $ 1,458,226 $ TOTAL PROGRAMS $ 4,129,840 $ 13,052,483 $ 16,807,927 $ 15,931,565 $ 7,242,398 $ $ 392 (1,493,608) -630.8% (1,704,668) N/A (3,198,276) -1350.6% (160,025) (160,025) 9,565,529 -12.3% -12.3% 56.9% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets County Manager Sources and Uses by Category FY 2009 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST $ SUBTOTAL $ 241,614 241,614 $ $ 9,158,935 9,158,935 $ $ 12,914,379 12,914,379 $ $ $ $ $ 1,100 1,100 $ $ 1,100 1,100 $ SUBTOTAL $ 1,387 39,518 40,905 ALL REVENUES $ 282,519 $ 9,160,035 $ 12,915,479 $ TOTAL SOURCES $ 282,519 FY 2009 ACTUAL $ 9,160,035 FY 2010 ADOPTED $ 12,915,479 FY 2010 REVISED $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ $ REV VS ADPT VAR % FY 2011 ADOPTED 12,262,199 $ 12,262,199 $ 652,180 652,180 $ $ $ $ 1,100 1,100 12,268,539 $ 653,280 $ (12,262,199) 12,268,539 $ 653,280 FY 2010 FY 2011 FORECAST ADOPTED $ (12,262,199) -94.9% REV VS ADPT VAR % 5,346 994 6,340 $ $ (12,262,199) (12,262,199) - -94.9% -94.9% N/A 0.0% 0.0% -94.9% 2,176,854 $ (14) 64 593,953 504 (119,113) 31,158 2,683,406 $ 2,093,670 $ 603,230 100,000 2,796,900 $ 2,093,670 $ 603,230 112,436 2,809,336 $ 2,278,236 $ 588,221 613 (249,597) 24,000 2,641,473 $ 2,295,558 $ 660,161 780 (46,689) 49,439 2,959,249 $ SUBTOTAL $ 208,602 $ 487 209,089 $ 391,058 $ 1,500 6,200 398,758 $ 391,058 $ 1,500 6,200 398,758 $ 92,673 $ 1,024 3,469 97,166 $ 63,865 $ 1,500 6,200 71,565 $ SERVICES 0812 - OTHER SERVICES $ 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL $ 747,273 $ 3,033 12,189 20,782 60,485 2,566 2,456 1,020 849,804 $ 430,608 $ 11,952 27,454 9,058,935 56,756 21,073 30,795 3,768 9,641,341 $ 2,085,780 $ 11,952 27,454 11,146,771 56,756 21,073 30,795 3,768 13,384,349 $ 1,596,272 $ 145,308 18,302 11,146,771 58,344 17,480 19,559 2,330 13,004,366 $ 3,870,752 $ 7,320 27,454 57,010 57,535 2,447 4,022,518 $ $ SUBTOTAL $ 347,201 $ 347,201 $ 215,484 $ 215,484 $ 215,484 $ 215,484 $ 188,560 $ 188,560 $ 189,066 $ 189,066 $ 26,418 26,418 12.3% 12.3% ALL EXPENDITURES $ 4,089,500 $ 13,052,483 $ 16,807,927 $ 15,931,565 $ 7,242,398 $ 9,565,529 56.9% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 40,340 $ 40,340 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A TOTAL USES $ 4,129,840 $ 13,052,483 $ 16,807,927 $ 15,931,565 $ 7,242,398 $ 9,565,529 56.9% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT CAPITAL 0950 - DEBT SERVICE $ 393 (201,888) (56,931) (780) 46,689 62,997 (149,913) -9.6% N/A N/A -9.4% N/A N/A 56.0% -5.3% 327,193 327,193 83.7% 0.0% 0.0% 82.1% (1,784,972) -85.6% 4,632 38.8% 0.0% 11,146,771 100.0% (254) -0.4% (36,462) -173.0% 30,795 100.0% 1,321 35.1% 9,361,831 69.9% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets County Manager Sources and Uses by Fund and Function FY 2009 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING $ FUND TOTAL SOURCES $ 249 NON DEPARTMENTAL GRANT NON-RECURRING $ FUND TOTAL SOURCES $ 376 EVENTS CENTER OPERATIONS OPERATING $ FUND TOTAL SOURCES $ FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % 2,018 2,018 $ $ 1,100 1,100 $ $ 1,100 1,100 $ $ 994 994 $ $ 1,100 1,100 $ $ 241,614 241,614 $ $ 9,158,935 9,158,935 $ $ 12,914,379 12,914,379 $ $ 12,267,545 12,267,545 $ $ 652,180 652,180 $ $ 38,887 38,887 $ $ - $ $ - $ $ - $ $ - $ $ - 40,905 241,614 282,519 FY 2009 ACTUAL $ $ $ 1,100 9,158,935 9,160,035 FY 2010 ADOPTED $ $ $ 1,100 12,914,379 12,915,479 FY 2010 REVISED $ $ $ 994 12,267,545 12,268,539 FY 2010 FORECAST $ $ $ 1,100 652,180 653,280 FY 2011 ADOPTED $ $ $ 0.0% (12,262,199) -94.9% (12,262,199) -94.9% REV VS ADPT VAR % $ $ 2,682,434 2,448,928 5,131,362 $ $ 2,350,221 2,350,221 $ $ 2,434,692 2,434,692 $ $ 2,434,692 2,434,692 $ FUND TOTAL USES $ 2,295,290 2,295,290 $ (247,742) -10.2% (2,448,928) N/A (2,696,670) -110.8% $ FUND TOTAL USES $ 234,944 234,944 $ $ 9,158,935 9,158,935 $ $ 12,914,379 12,914,379 $ $ 12,262,199 12,262,199 $ $ 652,180 652,180 $ $ 12,262,199 12,262,199 94.9% 94.9% $ FUND TOTAL USES $ 1,502,474 1,502,474 $ $ 1,458,856 1,458,856 $ $ 1,458,856 1,458,856 $ $ 1,319,145 1,319,145 $ $ 1,458,856 1,458,856 $ $ - 0.0% 0.0% $ 36,211 60,921 97,132 $ $ - $ $ - $ $ - $ $ - $ FUND TOTAL USES $ $ - N/A N/A N/A DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 3,833,975 295,865 4,129,840 $ $ $ 3,893,548 9,158,935 13,052,483 $ $ $ 3,893,548 12,914,379 16,807,927 $ $ $ 3,669,366 12,262,199 15,931,565 $ $ $ 4,141,290 3,101,108 7,242,398 $ $ $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING 249 NON DEPARTMENTAL GRANT NON-RECURRING 255 DETENTION OPERATIONS OPERATING $ 376 EVENTS CENTER OPERATIONS OPERATING NON-RECURRING (12,262,199) (12,262,199) (247,742) 9,813,271 9,565,529 0.0% 0.0% -94.9% -94.9% N/A N/A -6.4% 76.0% 56.9% Staffing by Program and Activity PROGRAM / ACTIVITY ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT FINANCIAL SERVICES PROGRAM TOTAL COMMUNICATIONS INTERNAL COMMUNICATIONS MEDIA COMMUNITY RELATIONS MEDIA PRODUCTION PROGRAM TOTAL COMMUTE OPTIONS COMMUTE OPTIONS PROGRAM TOTAL CRIME AND DELINQUENCY PREV ADULT CRIME PREVENTION JUVENILE CRIME PREVENTION PROGRAM TOTAL DIVERSITY DIVERSITY PROGRAM TOTAL GOVT RELATIONS AND COMM COMMUNICATION SERVICES GOVERNMENT RELATIONS PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP PROGRAM TOTAL DEPARTMENT TOTAL FY 2009 ADOPTED FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST REV TO ADPT VAR % FY 2011 ADOPTED 24.05 0.50 24.55 17.40 0.50 17.90 17.40 0.50 17.90 18.40 0.50 18.90 9.10 9.10 0.84 3.06 2.85 6.75 - - - - - N/A N/A N/A N/A 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.40 0.40 (0.10) (0.10) -20.0% -20.0% - - - 1.00 1.00 2.20 1.90 4.10 2.20 1.90 4.10 N/A N/A N/A - - - - 1.00 1.00 1.00 1.00 N/A N/A - 6.00 6.00 6.00 6.00 7.00 7.00 7.20 4.00 11.20 1.20 4.00 5.20 20.0% N/A 86.7% 11.00 11.00 42.80 3.00 3.00 27.40 3.00 3.00 27.40 3.00 3.00 30.40 4.00 4.00 29.80 1.00 1.00 2.40 33.3% 33.3% 8.8% 394 (8.30) -47.7% (0.50) -100.0% (8.80) -49.2% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets County Manager Staffing by Market Range Title MARKET RANGE TITLE Admin Svcs Director - County Admin/Operations Specialist Assistant County Manager BOS Press Secretary Business/Systems Analyst Communications Manager-County Communicatn Ofcr/Govt Liaison Communicatn Officer Supervisor Consultant County Manager Director - Communications Director - Govt Relations Director - Information Tech Events Operation Manager Executive Assistant Finan/Business Analyst - Dept Government Relations Liaison Grant-Contract Administrator Human Resources Associate IS Architect IS Project Manager - Sr/Ld IT Consultant IT Operations Manager Management Analyst Management Assistant Media Specialist Office Assistant Office Assistant Specialized Operations Support Analyst Operations/Program Manager Program Coordinator Programmer/Analyst Programmer/Analyst - Sr/Ld Project Manager Project Manager Software Sys Engineer - Sr/Ld Systems/Network Administrator Systems/Network Admin-Sr/Ld Department Total FY 2009 ADOPTED 1.00 3.50 0.75 1.00 1.00 2.00 1.00 1.00 1.00 1.00 2.80 1.00 1.00 1.00 2.00 2.00 1.00 1.00 4.00 1.00 1.00 1.75 1.00 2.00 4.00 1.00 1.00 1.00 42.80 FY 2010 ADOPTED 1.00 3.00 1.00 2.00 2.00 1.00 1.00 1.80 1.00 1.00 1.00 1.00 3.00 1.00 1.60 1.00 1.00 3.00 27.40 FY 2010 REVISED 1.00 3.00 1.00 2.00 2.00 1.00 1.00 1.80 1.00 1.00 1.00 1.00 3.00 1.00 1.60 1.00 1.00 3.00 27.40 FY 2010 FORECAST 1.00 3.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.80 3.00 1.00 2.60 1.00 1.00 1.00 3.00 30.40 FY 2011 ADOPTED 1.00 3.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.80 3.00 1.00 3.00 1.00 1.00 1.00 3.00 29.80 REV TO VAR 1.00 1.00 1.00 (2.00) (2.00) 1.00 1.00 (0.80) 1.00 (1.00) (1.00) 0.80 (1.00) 1.00 1.40 1.00 2.40 FY 2010 REVISED 23.40 4.00 27.40 FY 2010 FORECAST 24.90 1.00 4.00 30.40 FY 2011 ADOPTED 24.80 1.00 4.00 29.80 REV TO ADPT VAR % 1.40 6.0% 1.00 N/A 0.0% 2.40 8.8% ADPT % 0.0% 0.0% N/A N/A N/A N/A 100.0% -100.0% -100.0% 0.0% N/A 0.0% N/A N/A -44.4% N/A N/A N/A -100.0% 0.0% N/A 0.0% N/A -100.0% N/A 0.0% -100.0% N/A N/A 87.5% N/A N/A 0.0% 0.0% 0.0% N/A N/A N/A 8.8% Staffing by Fund FUND 100 - GENERAL 249 - NON DEPARTMENTAL GRANT 255 - DETENTION OPERATIONS DEPARTMENT TOTAL FY 2009 ADOPTED 26.80 16.00 42.80 FY 2010 ADOPTED 23.40 4.00 27.40 General Adjustments Operating Adjustments: General Fund (100) • • • • Increase Regular Benefits in the amount of $24,428 for employee health and dental premium increases. Increase Regular Benefits by $8,057 for the FY 2010-11 retirement contribution rate increase. Increase the level of Personnel Savings to align with historical trend for a budget reduction of ($38,516). Increase supplies by $10,000 for reallocation of service awards from Workforce Management and Development. 395 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget • Department Strategic Plans and Budgets County Manager Increase Personal Services for the reallocation of 1 FTE from the Office of General Counsel for Communications ($136,105) and 1 FTE from the Office of Enterprise Technology ($107,668). Detention Operations Fund (255) • Increase Regular Benefits in the amount of $4,175 for employee health and dental premium increases. • Increase Regular Benefits by $1,748 for the FY 2010-11 retirement contribution rate increase. • Right-size Debt Service by $6,786 to align with debt schedule. • Decrease Other Services by $12,709 to align with historical spending. Non Departmental Grant Fund (249) • Increase revenue and expenditures associated with carry-forward of a $10,000 tribal gaming grant for Late Night Basketball. • Increase Regular Benefits in the amount of $691 for employee health and dental premium increases. • Increase Regular Benefits by $161 for the FY 2010-11 retirement contribution rate increase. • Increase Personnel Allocation In by $2,750 for the Single Audit of the JAG grant. • Increase the level of Personnel Savings by ($1,441) to right size salary and benefits for the ARRA JAG grant administration. • Decrease supplies and services by ($2,161) to maintain structural balance. Strategic Business Plan Update The County Manager’s Office went through a facilitated review and update of their strategic business plan which resulted in the delineation of several new Activities. The FY 2010-11 budget aligns with the new Program and Activity structure. Programs and Activities Diversity Program The Purpose of the Diversity Program is to provide diversity training and information to all levels of Maricopa County employees and County Boards and Commissions so they can increase their knowledge and awareness of workplace diversity. Program Results Measure Description Percent of employees receiving training who respond to post-training survey who indicate FY 2009 ACTUAL N/A Activities that comprise this program include: • Diversity 396 FY 2010 REVISED N/A FY 2011 ADOPTED 83.3% REV VS ADPT VAR % N/A N/A Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets County Manager Diversity Activity The purpose of the Diversity Activity is to provide diversity training and information services to all levels of Maricopa County employees and County Boards and Commissions so they can increase their knowledge and awareness of workplace diversity. Mandates: This is a non-mandated Activity. Measure Type Result Output Output Output Demand Demand Efficiency Expenditure Measure Description Percent of employees receiving training who respond to post-training survey who indicate that their knowledge and/or skills increased as a result of taking the class Number of diversity classes for employees provided Number of diversity classes for Boards and Commissions provided Number of diversity classes provided Number of diversity classes for employees requested Number of Boards and Commissions training classes requested Expenditure per diversity class provided 100 - GENERAL TOTAL USES FY 2009 ACTUAL N/A FY 2010 REVISED N/A N/A N/A 20 N/A N/A N/A N/A 8 N/A N/A N/A N/A N/A N/A 28 20 N/A N/A N/A N/A N/A N/A 8 N/A N/A N/A N/A $ 4,181.50 N/A N/A (117,082) (117,082) N/A N/A $ $ - $ $ - FY 2011 ADOPTED 83.3% $ $ 117,082 117,082 REV VS ADPT VAR % N/A N/A $ $ Activity Narrative: Diversity is a new Activity in the County Manager’s Office in FY 2010-11; therefore, no historical data is available for comparison. Expenditures associated with this Activity were previously included in the Executive Management Activity. Expenditures will be increasing over FY 2009-10 levels as staffing will increase from 0.6 FTE to 1 FTE. This increase is offset by reductions in other administrative areas. The increase in staffing will provide the resources needed to carry out the new goals the Department has established related to diversity. Government Relations and Communications Program The purpose of the Government Relations and Communications Program is to provide communications and information services to Maricopa County employees, leadership, and the general public so they can be informed of and maximize the positive impact on County finances and operations. Program Results Measure Description Percent of citizens responding to annual survey who indicate they know about the Percent of state bills tracked whose outcome is favorable to the County FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED 66.9% N/A N/A 75.0% Activities that comprise this program include: • Communications Services • 397 REV VS ADPT VAR % N/A N/A Government Relations N/A N/A Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets County Manager Communications Services The purpose of the Communication Services Activity is to provide communication services to elected officials, the general public, and county employees so they can increase awareness of and be more informed about services and actions of Maricopa County government. Mandates: This is a non-mandated Activity. Measure Type Result Measure Description Percent of citizens responding to annual survey who indicate they know about the structure and organization of Maricopa County Output Output Demand Demand Efficiency Revenue Number of video broadcasts produced Number of print media produced Number of video broadcasts requested Number of print media requested Expenditure per print media produced FY 2009 ACTUAL N/A FY 2010 REVISED N/A N/A N/A N/A N/A N/A FY 2011 ADOPTED 66.9% N/A N/A N/A N/A N/A $ REV VS ADPT VAR % N/A N/A 228 400 228 400 1,921.08 N/A N/A N/A N/A N/A 100 - GENERAL TOTAL SOURCES $ $ 903 903 $ $ 600 600 $ $ 600 600 $ $ 100 - GENERAL TOTAL USES $ $ 581,345 581,345 $ $ 633,161 633,161 $ $ 768,430 768,430 $ $ - N/A N/A N/A N/A N/A 0.0% 0.0% Expenditure (135,269) (135,269) -21.4% -21.4% Activity Narrative: While the Communications Activity is not new, the measures are new for FY 201011 and, accordingly, a historical performance comparison is not possible. The increase in expenditures is primarily due to the restatement of a position from the Office of General Counsel. Government Relations Activity The purpose of the Government Relations Activity is to provide legislative and consulting services to the Board of Supervisors and County departments so they can maximize the positive impact and minimize the negative impact of federal, state, and tribal government actions affecting County finances and operations. Mandates: This is a non-mandated Activity. Measure Type Result Output Output Demand Efficiency Expenditure Measure Description Percent of state bills tracked whose outcome is favorable to the County Number of state legislative bills tracked with positive outcomes Number of state legislative bills tracked Number of state legislative bills with County impacts tracked Expenditure per state legislative bill tracked 100 - GENERAL TOTAL USES FY 2009 ACTUAL N/A FY 2010 REVISED N/A N/A N/A 150 N/A N/A N/A N/A N/A N/A 1,500 200 N/A N/A N/A N/A N/A N/A $ 297.01 N/A N/A - $ $ 445,519 445,519 (445,519) (445,519) N/A N/A $ $ - $ $ FY 2011 ADOPTED 75.0% REV VS ADPT VAR % N/A N/A $ $ Activity Narrative: This Activity and the associated measures are new in FY 2010-11. Expenditures for this Activity previously were included in the Executive Management Activity. The measures will be reviewed again in FY 2011-12 to properly align output with demand. 398 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets County Manager Crime and Delinquency Prevention Program The purpose of the Crime and Delinquency Prevention Program is to provide technical assistance, analytical support, and professional services to County agencies, state and local governments, and community groups so they can implement community and evidence-based prevention strategies. Program Results Measure Description Percent of juveniles enrolled in prevention or intervention programs who have not Percent of adults enrolled in ex-offender employment programs who have not committed repeat criminal offenses within six months of program enrollment FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED 51.9% N/A N/A 89.7% Activities that comprise this program include: • Adult Crime Prevention • REV VS ADPT VAR % N/A N/A N/A N/A Juvenile Crime Prevention Adult Crime Prevention Activity The purpose of the Adult Crime Prevention Activity is to provide replicable, best practice ex-offender employment programs to South Mountain adults so they can avoid committing repeat criminal offenses within six months of program enrollment. Mandates: This is a non-mandated Activity. Measure Type Result Output Output Demand Efficiency Measure Description Percent of adults enrolled in ex-offender employment programs who have not committed repeat criminal offenses within six months of program enrollment Number of adults enrolled in the programs at six months Number of adults placed in employment Number of adults eligible/enrolled in exoffender program Expenditure per adult enrolled in programs at six months FY 2011 ADOPTED 89.7% REV VS ADPT VAR % N/A N/A FY 2009 ACTUAL N/A FY 2010 REVISED N/A N/A N/A 145 N/A N/A N/A N/A N/A N/A 87 145 N/A N/A N/A N/A N/A N/A $ 11,933.83 N/A N/A Revenue 249 - NON DEPARTMENTAL GRANT TOTAL SOURCES $ $ - $ 9,295,733 $ 9,295,733 $ $ 320,649 320,649 $ (8,975,084) $ (8,975,084) -96.6% -96.6% 100 - GENERAL 249 - NON DEPARTMENTAL GRANT TOTAL USES $ - $ $ 1,409,757 320,649 $ 1,730,406 $ (1,409,757) (83,851) $ (1,493,608) N/A -35.4% -630.8% Expenditure $ $ 236,798 236,798 Operating Adjustments: General Fund (100) Non-Recurring Non-Project • Reallocate funding from Non-Departmental (470) Crime Prevention to the County Manager’s Office in the amount of $1,224,464. Non-Departmental Grant Fund (249) • Increase revenue and expenditures associated with carry-forward from the following grants: o $225,000 from a U.S. Department of Justice grant for the Arizona Meth Project; 399 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget o o o Department Strategic Plans and Budgets County Manager $ 24,559 from ARRA JAG grant administration; $ 68,399 from a JAG grant for crime prevention; and $ 2,691 from a tribal gaming grant for crime prevention. Activity Narrative: This Activity and the associated measures are new in FY 2010-11. The FY 200910 budget includes revenue in the amount of $9,158,935 from an American Recovery and Reinvestment Act (ARRA) grant of which only a small portion will be carried forward into FY 2010-11. In FY 2010-11, carry-over funds administered by the County Manager’s Office (CMO) previously budgeted in the Non-Departmental (470) are reallocated to the CMO. These funds support the County’s crime prevention efforts by offering a variety of programs provided by community organizations. In addition, grant funds for the Arizona Meth Project awarded in FY 2009-10 will be carried forward into FY 2010-11. Juvenile Crime Prevention Activity The purpose of the Juvenile Crime Prevention Activity is to provide replicable, best practice prevention and intervention programs to South Mountain at-risk and adjudicated youth so they can avoid first-time or repeat criminal offenses. Mandates: This is a non-mandated Activity. Measure Type Result Output Output Demand Efficiency Revenue Measure Description Percent of juveniles enrolled in prevention or intervention programs who have not committed first-time or repeat criminal offenses within six months of program enrollment Number of juveniles enrolled in programs at six months Number of juveniles enrolled in the programs Number of juveniles eligible/enrolled in prevention or intervention program Expenditure per juvenile enrolled in program REV VS ADPT VAR % N/A N/A FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED 51.9% N/A N/A 130 N/A N/A N/A N/A N/A N/A 185 185 N/A N/A N/A N/A N/A N/A $ 9,214.42 N/A N/A 249 - NON DEPARTMENTAL GRANT TOTAL SOURCES $ $ - $ $ - $ $ 321,531 321,531 100 - GENERAL 249 - NON DEPARTMENTAL GRANT TOTAL USES $ - $ - $ 1,383,137 321,531 $ 1,704,668 $ $ 321,531 321,531 N/A N/A Expenditure $ $ $ (1,383,137) (321,531) $ (1,704,668) N/A N/A N/A Operating Adjustments: General Fund (100) Non-Recurring Non-Project • Reallocate funding from Non-Departmental (470) Crime Prevention to the County Manager’s Office in the amount of $1,224,464. Non-Departmental Grant Fund (249) • Increase revenue and expenditures associated with carry-forward from the following grants: o $225,000 from a U.S. Department of Justice grant for the Arizona Meth Project; o $ 25,441 from ARRA JAG grant administration; o $ 68,399 from a JAG grant for crime prevention; and o $ 2,691 from a tribal gaming grant for crime prevention. 400 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets County Manager Activity Narrative: This Activity and the associated measures are new in FY 2010-11. In FY 2010-11, carry-over funds administered by the County Manager’s Office (CMO) previously budgeted in the NonDepartmental (470) are reallocated to the CMO. These funds support the County’s crime prevention efforts by offering a variety of programs provided by community organizations. In addition, grant funds for the Arizona Meth Project awarded in FY 2009-10 will be carried forward into FY 2010-11. Commute Options Program The purpose of the Commute Options program is to provide trip reduction services to Maricopa County employees so they can reduce their single occupancy trips to and from work. Program Results Measure Description Percent of County employees who use an alternative mode of transportation. FY 2009 ACTUAL N/A FY 2010 REVISED 75.0% FY 2011 ADOPTED 30.0% REV VS ADPT VAR % (45.0%) -60.0% Activities that comprise this program include: • Commute Options Commute Options Activity The purpose of the Commute Options Activity is to provide administrative support and coordination services of the trip reduction program to Maricopa County employees so they can have information about commute options and select alternative forms of transportation to work. Mandates: A.R.S. §11-251 (53) establishes the powers of the board including the responsibility to make and enforce ordinances to provide for the reimbursement of up to one hundred per cent of the cost to County employees of public bus or van pool transportation to and from their place of employment; ARS §49-581 thru 49-593 establishes the travel reductions guidelines program including definitions, duties of the regional task force, voluntary participation, requirements for major employers, exemptions, appeal, fines and penalties. A.R.S. §49-542 establishes emissions inspection program; powers and duties of director; administration; periodic inspection; minimum standards and rules; exception. Measure Type Result Output Output Demand Demand Efficiency Revenue Measure Description Percent of County employees who use an alternative mode of transportation. Number of platinum bus passes provided Number of vanpool subsidy applications approved Number of platinum bus passes requested Number of vanpool subsidy applications received Expenditure per platinum bus pass provided FY 2009 ACTUAL N/A FY 2010 REVISED 75.0% FY 2011 ADOPTED 30.0% N/A N/A N/A N/A 6,000 400 N/A N/A N/A N/A N/A N/A N/A N/A 6,000 400 N/A N/A N/A N/A N/A N/A $ 8.01 N/A N/A REV VS ADPT VAR % (45.0%) -60.0% 100 - GENERAL TOTAL SOURCES $ $ 1,115 1,115 $ $ 500 500 $ $ 500 500 $ $ - 0.0% 0.0% 100 - GENERAL TOTAL USES $ $ 50,255 50,255 $ $ 52,073 52,073 $ $ 48,058 48,058 $ $ 4,015 4,015 7.7% 7.7% Expenditure Activity Narrative: While the Commute Options Activity is not new, many of the measures are new for FY 2010-11 and, accordingly, a historical performance comparison is not possible. The FY 2009-10 result was reported as the inverse of the measure. In FY 2009-10, it is anticipated that 25% of County 401 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets County Manager employees will have used an alternative mode of transportation. In FY 2010-11, the department is striving for 30%. Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 2,434,692 $ 1,100 FY 2010 Revised Budget $ 2,434,692 $ 1,100 $ 253,773 $ 253,773 - $ 2,688,465 $ 1,100 $ 32,485 $ 24,428 8,057 (38,516) $ (38,516) - Adjustments: Agenda Item: Reallocations Reallocation Between Depts Reallocate 1 FTE from the Office of General Counsel for Communications Reallocate 1 FTE from the Office of Enterprise Technology Reallocate service award program from Work force Management and Development $ 136,105 107,668 10,000 FY 2011 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Right-size Personal Services by adjusting Personnel Savings Agenda Item: $ $ (38,516) FY 2011 Adopted Budget Percent Change from Target Amount $ 2,682,434 $ 1,100 -0.2% 0.0% Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget $ - $ - FY 2010 Revised Budget $ - $ - FY 2011 Budget Target $ - $ - $ 2,448,928 $ 2,448,928 - $ 2,448,928 $ - Adjustments: Non Recurring Non Recurring Carry Forward Crime Prevention Funding Agenda Item: $ FY 2011 Adopted Budget Percent Change from Target Amount 402 2,448,928 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets County Manager Non Departmental Grant Fund (249) Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget Adjustments: Agenda Item: Grants, Donations and Intergovernmental Agreements Grants GRIC Phx Zoo Edventures C-20-08-062-3-01 GRIC AZ Meth Project C-20-08-068-3-01 Gila River Indian Community Walk to Cure Diabetes and Outreach C-20-09-005-G-00 Ak -Chin Veterans Assistance C-20-09-049-G-00 Tohono O'odham PASSAGES Prog C-20-09-060-G-00 Salt River Pima-Maricopa Midnight Bask etball C-20-10-002-G-00 Salt River Pima-Maricopa AZ Meth C-20-10-011-G-00 Salt River Pima-Maricopa MCC ACE Prog C-20-10-013-G-00 COPS Methamphetamine C-20-10-019-G-00 Byrne Justice Assistance Grant C-42-09-015-3-01 FY 2010 Revised Budget Adjustments: Agenda Item: Grants, Donations and Intergovernmental Agreements Grants GRIC Phx Zoo Edventures C-20-08-062-3-01 GRIC AZ Meth Project C-20-08-068-3-01 C-20-09-005-G-00 Gila River Indian Community Walk to Cure Diabetes and Outreach Ak -Chin Veterans Assistance C-20-09-049-G-00 Tohono O'odham PASSAGES Prog C-20-09-060-G-00 Salt River Pima-Maricopa Midnight Bask etball C-20-10-002-G-00 Salt River Pima-Maricopa AZ Meth C-20-10-011-G-00 Salt River Pima-Maricopa MCC ACE Prog C-20-10-013-G-00 COPS Methamphetamine C-20-10-019-G-00 Byrne Justice Assistance Grant C-42-09-015-3-01 Grant Reconciliation FY 2011 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Increase expenditures for Single Audit of the JAG grant Right-size Personal Services Right-size supplies and services of grant expenditures Non Recurring $ 9,158,935 $ 9,158,935 $ 3,755,444 $ 70,810 100,000 50,000 75,000 100,000 10,000 100,000 25,000 1,000,000 2,224,634 3,755,444 70,810 100,000 50,000 75,000 100,000 10,000 100,000 25,000 1,000,000 2,224,634 $ 12,914,379 $ 12,914,379 $ (12,914,379) $ (70,810) (100,000) (50,000) (75,000) (100,000) (10,000) (100,000) (25,000) (1,000,000) (2,224,634) (9,158,935) (12,914,379) (70,810) (100,000) (50,000) (75,000) (100,000) (10,000) (100,000) (25,000) (1,000,000) (2,224,634) (9,158,935) $ - $ - $ 852 $ 691 161 (852) $ (852) - 652,180 $ 652,180 652,180 652,180 652,180 $ 652,180 Agenda Item: $ $ 2,750 (1,441) (2,161) $ Non Recurring Carry Forward Arizona Meth Project Grant ARRA JAG Grant JAG Grant Crime Prevention Tribal Gaming Grant Late-Night Bask etball Tribal Gaming Grant $ FY 2011 Adopted Budget Percent Change from Target Amount 450,000 50,000 136,798 5,382 10,000 $ 403 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets County Manager Detention Fund (255) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 1,458,856 $ - FY 2010 Revised Budget $ 1,458,856 $ - FY 2011 Budget Target Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Right-Size Other Services Right-Size Debt Service $ 1,458,856 $ - $ 5,923 $ 4,175 1,748 (5,923) $ (5,923) - 1,458,856 $ 0.0% - $ $ FY 2011 Adopted Budget Percent Change from Target Amount (12,709) 6,786 $ 404 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Education Services Education Services Analysis by Angie Flick, Management & Budget Supervisor Summary Mission The mission of the Education Services Agency (formerly known as the Superintendant of Schools Office) is to provide fiscal and educational services to school districts, educators and the community so that they can effectively improve student achievement. Vision Collaborating with the community, educators and school districts to ensure a quality education for every child in Maricopa County. Sources and Uses by Program and Activity FY 2009 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % EDSU - SCHOOL DISTRICT SUPPORT 37SC - EDUCATION $ $ 2,401,629 $ 2,401,629 $ 3,144,745 $ 3,144,745 $ 3,528,593 $ 3,528,593 $ 3,019,624 $ 3,019,624 $ 4,158,489 $ 4,158,489 $ 629,896 629,896 17.9% 17.9% FSAC - FINANCIAL SERVICES 99AS - ADMINISTRATIVE SERVICES $ $ - $ - $ 50 $ 50 $ 50 $ 50 $ - $ - $ - $ - $ (50) (50) -100.0% -100.0% GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 16,626 $ 16,626 $ - $ - $ - $ - $ 522 $ 522 $ - $ - $ - N/A N/A TOTAL PROGRAMS $ 2,418,255 $ 3,144,795 $ 3,528,643 $ 3,020,146 $ 4,158,489 $ 629,846 17.8% 2,906,376 $ 121,876 3,028,252 $ 3,552,401 $ 121,986 3,674,387 $ 4,837,442 $ 121,986 4,959,428 $ 3,771,506 $ 136,027 3,907,533 $ 6,461,533 $ 139,001 6,600,534 $ (1,624,091) (17,015) (1,641,106) -33.6% -13.9% -33.1% 21,798 $ 22,766 61,870 462,164 568,598 $ 25,395 $ 23,394 59,165 558,892 1,585 668,431 $ 25,395 $ 23,394 59,165 558,892 1,585 668,431 $ 23,101 $ 23,087 60,263 477,866 524 584,841 $ 25,216 $ 23,215 55,182 182,691 1,585 287,889 $ 179 179 3,983 376,201 380,542 0.7% 0.8% 6.7% 67.3% 0.0% 56.9% $ 359,561 $ 7,530 367,091 $ - $ 9,786 9,786 $ - $ 9,786 9,786 $ - $ 3,968 3,968 $ - $ 552 552 $ 9,234 9,234 N/A 94.4% 94.4% TOTAL PROGRAMS $ 3,963,941 $ 4,352,604 $ 5,637,645 $ 4,496,342 $ 6,888,975 $ (1,251,330) -22.2% USES EDSU - SCHOOL DISTRICT SUPPORT PBIN - PUBLIC INFORMATION SERVICES 37SC - EDUCATION $ $ BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - ADMINISTRATIVE SERVICES $ GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 405 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Education Services Sources and Uses by Category CATEGORY INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ FY 2009 ACTUAL FY 2010 ADOPTED 545,144 603,345 1,148,489 $ $ - $ 837,422 837,422 $ 234,960 $ 105,050 340,010 $ 14,722 $ 417,622 432,344 $ - $ 792,887 792,887 $ $ 2,418,255 $ OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ - $ $ 2,418,255 FY 2009 ACTUAL $ CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 1,066,266 945,632 2,011,898 3,144,795 $ FY 2010 FORECAST 1,066,266 $ 945,632 2,011,898 $ ALL REVENUES $ TOTAL SOURCES $ FY 2010 REVISED $ - $ - $ 3,144,795 FY 2010 ADOPTED $ $ 1,777,767 $ 2,096,740 3,874,507 $ 328,828 $ 105,050 433,878 $ - $ 548,753 548,753 $ 76,742 $ 207,240 283,982 $ - $ 792,887 792,887 $ 16,236 482,654 498,890 $ - $ - $ $ 2,730,166 $ 4,158,489 $ 289,980 $ 289,980 $ 289,980 289,980 $ $ - $ - $ (289,980) -100.0% (289,980) -100.0% 3,020,146 FY 2010 FORECAST $ 4,158,489 $ FY 2011 ADOPTED 629,846 17.8% REV VS ADPT VAR % 3,238,663 3,528,643 FY 2010 REVISED 556,121 1,126,402 1,682,523 REV VS ADPT VAR % FY 2011 ADOPTED $ $ $ 711,501 1,151,108 1,862,609 (252,086) 102,190 (149,896) 66.7% 121.7% 92.6% -76.7% 97.3% -34.5% N/A (792,887) -100.0% (792,887) -100.0% 919,826 28.4% 1,286,322 $ 19,023 438,966 16,520 (313,503) 313,503 1,760,831 $ 1,516,662 $ 16,648 520,768 12,075 (293,040) 293,040 2,066,153 $ 1,888,574 $ 16,648 644,538 12,075 (293,040) 293,040 2,561,835 $ 1,700,765 $ 20,729 543,336 5,289 (464,531) 426,231 2,231,819 $ 2,342,515 $ 14,838 817,230 5,310 3,179,893 $ (453,941) 1,810 (172,692) 6,765 (293,040) 293,040 (618,058) -24.0% 10.9% -26.8% 56.0% 100.0% 100.0% -24.1% SUBTOTAL $ 158,043 $ 2,518 2,263 (994) 994 162,824 $ 346,259 $ 18,928 365,187 $ 357,234 $ 18,928 30,374 406,536 $ 200,256 $ 7,342 30,629 162,087 400,314 $ 709,434 $ 5,100 714,534 $ (352,200) 13,828 30,374 (307,998) -98.6% 73.1% 100.0% N/A N/A -75.8% SERVICES 0812 - OTHER SERVICES $ 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 83,227 $ 326,240 359,832 11,073 551,723 274,650 6,567 107,215 1,720,527 $ 377,405 $ 340,330 1,000 8,747 848,311 184,381 15,806 131,824 500 1,908,304 $ 997,031 $ 340,330 1,000 8,747 848,311 248,047 15,806 179,736 500 2,639,508 $ 198,117 $ 306,292 358 9,753 782,000 113,596 9,022 102,148 168 1,521,454 $ 1,693,843 $ 333,649 23,049 18,503 685,850 112,408 18,047 102,240 2,987,589 $ (696,812) 6,681 (22,049) (9,756) 162,461 135,639 (2,241) 77,496 500 (348,081) -69.9% 2.0% -2204.9% -111.5% 19.2% 54.7% -14.2% 43.1% 100.0% -13.2% SUBTOTAL $ - $ 28,044 28,044 $ - $ 12,960 12,960 $ - $ 12,960 12,960 $ 308,000 $ 17,949 325,949 $ - $ 6,959 6,959 $ ALL EXPENDITURES $ 3,672,226 $ 4,352,604 $ 5,620,839 $ 4,479,536 $ 6,888,975 $ OTHER FINANCING USES $ 0880 - TRANSFERS OUT ALL OTHER FINANCING USES $ 291,715 $ 291,715 $ - $ - $ 16,806 $ 16,806 $ 16,806 $ 16,806 $ - $ - $ TOTAL USES $ 3,963,941 $ 4,352,604 $ 5,637,645 $ 4,496,342 $ 6,888,975 $ SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN CAPITAL 0920 - CAPITAL EQUIPMENT 0950 - DEBT SERVICE $ $ 406 6,001 6,001 (1,268,136) 16,806 16,806 (1,251,330) N/A 46.3% 46.3% -22.6% 100.0% 100.0% -22.2% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Education Services Sources and Uses by Fund and Function FY 2009 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING $ FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % 555,319 $ 555,319 $ 828,091 $ 828,091 $ 828,091 $ 93,868 921,959 $ 559,863 $ 559,863 $ 117,000 $ 64,742 181,742 $ (711,091) (29,126) (740,217) 104,204 $ 104,204 $ 104,204 $ 104,204 $ 104,204 $ 273,174 377,378 $ 109,952 $ 273,174 383,126 $ 104,204 $ 104,204 $ 0.0% (273,174) -100.0% (273,174) -72.4% FUND TOTAL SOURCES $ 499,605 $ 499,605 $ 962,062 $ 962,062 $ 962,062 $ 16,806 978,868 $ 556,936 $ 16,806 573,742 $ 2,238,480 $ 2,238,480 $ 1,276,418 132.7% (16,806) -100.0% 1,259,612 128.7% $ FUND TOTAL SOURCES $ 417,622 $ 417,622 $ 792,887 $ 792,887 $ 792,887 $ 792,887 $ 482,654 $ 482,654 $ 600,000 $ 600,000 $ $ FUND TOTAL SOURCES $ 795 EDUCATIONAL SUPPLEMENTAL PROG OPERATING $ FUND TOTAL SOURCES $ 79,100 $ 79,100 $ 102,240 $ 102,240 $ 102,240 $ 102,240 $ 102,711 $ 102,711 $ 102,240 $ 102,240 $ - 0.0% 0.0% 762,405 $ 762,405 $ 355,311 $ 355,311 $ 355,311 $ 355,311 $ 918,050 $ 918,050 $ 931,823 $ 931,823 $ 576,512 576,512 162.3% 162.3% FUND TOTAL SOURCES $ 669 SMALL SCHOOL SERVICE OPERATING NON-RECURRING $ FUND TOTAL SOURCES $ 715 SCHOOL GRANT OPERATING NON-RECURRING 780 SCHOOL TRANSPORTATION OPERATING $ 782 SCHOOL COMMUNICATION OPERATING DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING $ 2,418,255 $ 3,144,795 $ 3,144,795 $ 2,730,166 $ 4,093,747 $ - $ - $ 383,848 $ 289,980 $ 64,742 $ 2,418,255 $ 3,144,795 $ 3,528,643 $ 3,020,146 $ 4,158,489 $ FY 2009 FY 2010 FY 2010 FY 2010 FY 2011 ACTUAL ADOPTED REVISED FORECAST ADOPTED (192,887) (192,887) -85.9% -31.0% -80.3% -24.3% -24.3% 948,952 30.2% (319,106) -83.1% 629,846 17.8% REV VS ADPT VAR % 1,727,261 $ 1,727,261 $ 2,035,900 $ 2,035,900 $ 2,035,900 $ 378,054 2,413,954 $ 1,988,081 $ 1,988,081 $ 2,046,590 $ 251,791 2,298,381 $ (10,690) 126,263 115,573 -0.5% 33.4% 4.8% 83,489 $ 83,489 $ 104,204 $ 104,204 $ 104,204 $ 273,174 377,378 $ 104,131 $ 324,806 428,937 $ 104,204 $ 53,000 157,204 $ 220,174 220,174 0.0% 80.6% 58.3% FUND TOTAL USES $ 595,571 $ 359,561 955,132 $ 962,062 $ 962,062 $ 962,062 $ 962,062 $ 465,154 $ 465,154 $ 2,238,480 $ 2,238,480 $ $ FUND TOTAL USES $ 519,468 $ 519,468 $ 792,887 $ 792,887 $ 792,887 $ 792,887 $ 745,712 $ 745,712 $ 600,000 $ 600,000 $ 192,887 192,887 24.3% 24.3% $ FUND TOTAL USES $ 795 EDUCATIONAL SUPPLEMENTAL PROG OPERATING $ NON-RECURRING FUND TOTAL USES $ 72,379 $ 72,379 $ 102,240 $ 102,240 $ 102,240 $ 47,912 150,152 $ 102,148 $ 102,148 $ 102,240 $ 102,240 $ 47,912 47,912 0.0% 100.0% 31.9% - $ 606,212 606,212 $ 355,311 $ 355,311 $ 355,311 $ 585,901 941,212 $ 336,119 $ 430,191 766,310 $ 920,335 $ 572,335 1,492,670 $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 2,998,168 $ 965,773 $ 3,963,941 $ 4,352,604 $ - $ 4,352,604 $ 4,352,604 $ 1,285,041 $ 5,637,645 $ 3,741,345 $ 754,997 $ 4,496,342 $ 6,011,849 $ 877,126 $ 6,888,975 $ FUND TOTAL USES $ 669 SMALL SCHOOL SERVICE OPERATING NON-RECURRING $ FUND TOTAL USES $ 715 SCHOOL GRANT OPERATING NON-RECURRING 780 SCHOOL TRANSPORTATION OPERATING $ 782 SCHOOL COMMUNICATION OPERATING NON-RECURRING (1,276,418) -132.7% N/A (1,276,418) -132.7% (565,024) -159.0% 13,566 2.3% (551,458) -58.6% (1,659,245) 407,915 (1,251,330) -38.1% 31.7% -22.2% Staffing by Program and Activity PROGRAM / ACTIVITY BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROGRAM TOTAL PUBLIC INFORMATION SERVICES SCHOOL DISTRICT SUPPORT PROGRAM TOTAL DEPARTMENT TOTAL FY 2009 FY 2010 ADOPTED ADOPTED 0.25 0.25 2.90 1.90 0.25 0.25 0.90 0.90 4.30 3.30 2.50 1.50 30.20 30.20 32.70 31.70 37.00 35.00 407 FY 2010 FY 2010 REVISED FORECAST 0.25 0.25 1.90 2.10 0.25 0.25 0.90 0.90 3.30 3.50 1.50 2.30 30.20 35.70 31.70 38.00 35.00 41.50 FY 2011 ADOPTED 0.25 2.10 0.25 0.90 3.50 2.30 40.70 43.00 46.50 REV TO ADPT VAR % 0.0% 0.20 10.5% 0.0% 0.0% 0.20 6.1% 0.80 53.3% 10.50 34.8% 11.30 35.6% 11.50 32.9% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Education Services Staffing by Market Range Title MARKET RANGE TITLE Accounting Specialist Admin/Operations Specialist Admin/Operations Supv Administrative Assistant Administrative Staff Supv Administrative Supervisor Chief Deputy - Schools Communicatn Ofcr/Govt Liaison Database Report Writer Analyst Educator - Detention Elected Executive Assistant Financial Manager - County Financial Supervisor - Dept Grant-Contract Administrator Human Resources Specialist Intern IT Operations Manager Management Analyst Office Assistant Office Assistant Specialized Operations/Program Manager Operations/Program Supervisor PC/LAN Tech Support Program Coordinator Programmer/Analyst Systems/Network Administrator Trainer Department Total FY 2009 ADOPTED 5.00 2.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 8.00 1.00 1.00 1.00 3.00 1.00 1.00 2.00 37.00 FY 2010 ADOPTED 5.00 4.00 1.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 8.00 1.00 1.00 1.00 1.00 1.00 2.00 35.00 FY 2010 REVISED 5.00 4.00 1.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 8.00 1.00 1.00 1.00 1.00 1.00 2.00 35.00 FY 2010 FORECAST 8.00 3.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 2.00 1.00 1.00 6.00 1.00 1.00 1.00 2.50 41.50 FY 2011 ADOPTED 7.00 2.00 1.00 2.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 7.00 2.00 1.00 1.00 2.50 46.50 REV TO ADPT VAR % 2.00 40.0% (2.00) -50.0% 1.00 N/A 2.00 N/A 0.0% N/A 0.0% 1.00 N/A (1.00) -33.3% 2.00 N/A 0.0% 1.00 N/A 1.00 N/A 0.0% 1.00 N/A 0.0% 2.00 N/A 0.0% 0.0% 1.00 100.0% (7.00) -87.5% 0.0% 6.00 600.0% 1.00 100.0% 0.0% N/A 0.0% 0.50 25.0% 11.50 32.9% FY 2010 REVISED 27.00 6.00 2.00 35.00 FY 2010 FORECAST 26.00 1.00 4.00 12.00 41.50 FY 2011 ADOPTED 25.00 1.00 5.50 15.00 46.50 REV TO ADPT VAR % (2.00) -7.4% 1.00 N/A (0.50) -8.3% 13.00 650.0% 11.50 32.9% Staffing by Fund FUND 100 - GENERAL 669 - SMALL SCHOOL SERVICE 715 - SCHOOL GRANT 795 - EDUCATIONAL SUPPLEMENTAL PROG DEPARTMENT TOTAL FY 2009 ADOPTED 30.00 7.00 37.00 FY 2010 ADOPTED 27.00 6.00 2.00 35.00 General Adjustments Personnel: Health insurance premiums for medical and dental coverage and employer costs for retirement/long-term disability are increasing personnel costs as follows: • General Fund (100): o $39,061 increase for health/dental and retirement costs. o The Department anticipated most of the increase in their requested budget, the remainder was absorbed through a reduction in overtime. o Net zero impact to fund. • School Grant Fund (715): o $8,453 increase for health/dental and retirement costs. o The increase is offset through reduction in supplies and services. o Net zero impact to fund. • Educational Supplemental Program Fund (795): o $20,223 increase for health/dental and retirement costs. 408 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget o o Department Strategic Plans and Budgets Education Services The increase is absorbed by right-sizing Other Pay and Other Benefits. Net zero impact to fund. Revenue Fund Shift: The Education Services Agency is accepting the forest fees revenue into the Grant Fund rather than the General Fund beginning in FY 2010-11. Programs and Activities Education Program The purpose of the Education Program is to provide fiscal and educational services to school districts and the community so that students receive quality education. Program Results Measure Description Percent of customers who report good/excellent service on annual district Percent of customers who report overall good/excellent service on annual small schools district support survey. Percent of customers who report overall good/excellent service on the elections satisfaction survey Percent of Home School families who report who reported on the annual survey satisfied / very satisfied with the services provided by the Home School Division. Percent of Home School families who report on the annual survey satisfied / very satisfied with the private/Home School information packet FY 2009 ACTUAL 92.6% FY 2010 REVISED 90.0% FY 2011 ADOPTED 90.0% 60.0% 90.0% 90.0% 0.0% 0.0% 91.1% 90.0% 95.0% 5.0% 5.6% N/A 95.0% 93.3% (1.7%) -1.8% N/A 100.0% 93.3% (6.7%) -6.7% Activities that comprise this program include: • Public Information Services Activity • REV VS ADPT VAR % 0.0% 0.0% School District Support Activity Public Information Services Activity The purpose of the Public Information Services Activity is to provide school and education related information to school districts and parents so they can make informed decisions regarding the education of their children. Mandates: A.R.S. §11-511 establishes powers and duties of the Superintendent of Schools; A.R.S. §15-301-§15-310 establishes more specific powers and duties as well as other functions of the Superintendent of Schools. The Maricopa County Superintendent of Schools is responsible for providing mandated services through educational support to the school districts within Maricopa County. Services provided include training, grant support, coordination of special elections, computer system and financial support, and special education services. Services are also provided to private and home-based schools. 409 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Output Output Demand Efficiency Expenditure Department Strategic Plans and Budgets Education Services REV VS ADPT Measure FY 2009 FY 2010 FY 2011 Description ACTUAL REVISED ADOPTED VAR % Percent of Home School families who report N/A 95.0% 93.3% (1.7%) -1.8% who reported on the annual survey satisfied / very satisfied with the services provided by the Home School Division. Percent of Home School families who report N/A 100.0% 93.3% (6.7%) -6.7% on the annual survey satisfied / very satisfied with the private/Home School information packet Number of Private/Home School Information 212 400 250 (150) -37.5% packets provided Number of school and education related 2,445,730 838,984 2,400,000 1,561,016 186.1% information processed Number of inquiries for school and education 2,445,730 838,984 2,400,000 1,561,016 186.1% related information required Expenditure per inquiry $ 0.05 $ 0.15 $ 0.06 $ 0.09 61.4% 100 - GENERAL TOTAL USES $ $ 121,876 121,876 $ $ 121,986 121,986 $ $ 139,001 139,001 $ $ (17,015) (17,015) -13.9% -13.9% Activity Narrative: The FY 2010-11 budget supports the Department in meeting 100% of the demand. The performance measures for FY 2010-11 reflect the expected performance based on actual data from FY 2008-09 and what is being experienced in FY 2009-10. School District Support Activity The purpose of the School District Support Activity is to provide professional technical expertise, direction, services, and products to school districts so they can successfully manage their districts, meet their mandated obligations, and improve the quality of the educational services they provide. Mandates: A.R.S. §11-511 establishes powers and duties of the Superintendent of Schools; A.R.S. §15-301-§15-310 establishes more specific powers and duties as well as other functions of the Superintendent of Schools. The Maricopa County Superintendent of Schools is responsible for providing mandated services through educational support to the school districts within Maricopa County. Services provided include training, grant support, coordination of special elections, computer system and financial support, and special education services. Services are also provided to private and home-based schools. 410 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Result Output Output Output Demand Efficiency Revenue Measure Description Percent of customers who report good/excellent service on annual district support survey Percent of customers who report overall good/excellent service on annual small schools district support survey. Percent of customers who report overall good/excellent service on the elections satisfaction survey Number of school district special elections coordinated Number of individuals attending trainings offered by SOS Number of trainings offered by the department Number of school district special elections coordinated Expenditure per election coordinated Department Strategic Plans and Budgets Education Services FY 2009 ACTUAL 92.6% FY 2010 REVISED 90.0% FY 2011 ADOPTED 90.0% 60.0% 90.0% 90.0% 0.0% 0.0% 91.1% 90.0% 95.0% 5.0% 5.6% REV VS ADPT VAR % 0.0% 0.0% 29 35 36 1 2,614 1,294 900 (394) -30.4% 184 29 92 54 40 36 (52) (18) -56.5% -33.3% $ 100,219.86 $ 101,497.17 $ 179,487.03 $ (77,989.86) -76.8% (740,167) (273,174) 1,259,612 (192,887) 576,512 $ 629,896 2.9% 100 - GENERAL $ 555,319 669 - SMALL SCHOOL SERVICE 104,204 715 - SCHOOL GRANT 486,568 780 - SCHOOL TRANSPORTATION 417,622 782 - SCHOOL COMMUNICATION 79,100 795 - EDUCATIONAL SUPPLEMENTAL PROG 758,816 TOTAL SOURCES $ 2,401,629 $ 921,909 377,378 978,868 792,887 102,240 355,311 $ 3,528,593 $ 181,742 104,204 2,238,480 600,000 102,240 931,823 $ 4,158,489 $ -80.3% -72.4% 128.7% -24.3% 0.0% 162.3% 17.9% 100 - GENERAL $ 1,030,607 669 - SMALL SCHOOL SERVICE 83,489 715 - SCHOOL GRANT 594,221 780 - SCHOOL TRANSPORTATION 519,468 782 - SCHOOL COMMUNICATION 72,379 795 - EDUCATIONAL SUPPLEMENTAL PROG 606,212 TOTAL USES $ 2,906,376 $ 1,616,187 377,378 959,626 792,887 150,152 941,212 $ 4,837,442 $ 1,871,039 157,204 2,238,380 600,000 102,240 1,492,670 $ 6,461,533 $ -15.8% 58.3% -133.3% 24.3% 31.9% -58.6% -33.6% Expenditure (254,852) 220,174 (1,278,754) 192,887 47,912 (551,458) $ (1,624,091) Activity Narrative: The FY 2010-11 budget supports the Department in meeting 100% of the demand. The primary service provided in this activity is the coordination of special elections. This demand is expected to increase slightly from FY 2008-09 based on the amount of school board turnover experienced in FY 2009-10. The decrease in people attending training is due to the significant funding reductions within school districts state-wide. The Department is concentrating on obtaining grants during FY 2010-11 to further the abilities of schools and school districts to better educate young people. 411 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Education Services Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 2,035,900 $ 828,091 FY 2010 Revised Budget $ 2,035,900 $ 828,091 $ (4,604) $ (4,604) - $ 2,031,296 $ 828,091 $ 39,061 31,392 7,669 (23,767) (23,767) - (101,550) (101,550) (609,541) (609,541) Adjustments: Budget Balancing PEHPEP FY 09 Adjustments Agenda Item: C-49-09-066-2-00 FY 2011 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Fees and Other Revenues ProgRevenue Volume Inc/Dec Reallocations Reallocation Between Funds Agenda Item: $ $ $ FY 2011 Adopted Budget Percent Change from Target Amount $ $ $ $ $ 2,046,590 $ 117,000 0.8% -85.9% Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget Adjustments: Grants, Donations and Intergovernmental Agreements Intergovernmental Agreements Reg Sch IGA Jail School Non Recurring Small Sch Fund Trans and Exp - $ 93,868 $ 93,868 284,186 $ 284,186 93,868 93,868 - $ 378,054 $ 93,868 $ (93,868) $ (93,868) (284,186) $ (284,186) (93,868) (93,868) - C-37-10-080-2-00 $ C-37-10-075-2-00 Agenda Item: C-37-10-080-2-00 $ C-37-10-075-2-00 FY 2011 Budget Target Adjustments: Non Recurring Other Non-Recurring Grants, Donations and Intergovernmental Agreements Intergovernmental Agreements Other IGA - $ Agenda Item: FY 2010 Revised Budget Adjustments: Grants, Donations and Intergovernmental Agreements Intergovernmental Agreements Reg Sch IGA Jail School Non Recurring Small Sch Fund Trans and Exp $ $ - $ - $ 187,049 $ 187,049 - $ 64,742 $ 64,742 64,742 64,742 $ 251,791 $ N/A 64,742 N/A Agenda Item: FY 2011 Adopted Budget Percent Change from Target Amount 412 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Education Services Small Schools Fund (669) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 104,204 $ 104,204 FY 2010 Revised Budget $ 104,204 $ 104,204 FY 2011 Budget Target $ 104,204 $ 104,204 FY 2011 Adopted Budget Percent Change from Target Amount $ 104,204 $ 0.0% 104,204 0.0% Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget Adjustments: Non Recurring Gen Fund Trans to Small Schools Small Sch Fund Trans and Exp - $ 273,174 $ 273,174 273,174 273,174 - $ 273,174 $ 273,174 $ (273,174) $ (273,174) (273,174) (273,174) - $ - $ - $ 53,000 $ 53,000 - $ 53,000 $ N/A N/A C-37-10-065-2-00 C-37-10-075-2-00 Agenda Item: C-37-10-065-2-00 C-37-10-075-2-00 FY 2011 Budget Target Adjustments: Non Recurring Non Recurring Carry Forward - $ Agenda Item: FY 2010 Revised Budget Adjustments: Non Recurring Gen Fund Trans to Small Schools Small Sch Fund Trans and Exp $ Agenda Item: FY 2011 Adopted Budget Percent Change from Target Amount 413 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Education Services Small Schools Fund (669) Fund Balance Summary FY 2009 ACTUAL Beginning Spendable Fund Balance FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED $ - $ 55,793 $ 55,793 $ 20,712 $ (25,099) $ 104,204 104,204 $ 104,204 104,204 $ 104,204 273,174 377,378 $ 109,952 273,174 383,126 $ 104,204 104,204 $ $ 104,131 324,806 428,937 $ $ 104,204 273,174 377,378 $ $ 104,204 104,204 $ $ 83,489 83,489 $ 104,204 53,000 157,204 Structural Balance $ 20,715 $ - $ - $ 5,821 $ - Accounting Adjustments $ (3) $ - $ - $ - $ - 55,793 55,793 $ 55,793 55,793 $ Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ $ $ $ 20,712 20,712 $ $ $ $ $ $ $ - $ (25,099) (25,099) $ $ (78,099) (78,099) Grant Fund (715) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 962,062 $ 962,062 FY 2010 Revised Budget $ 962,062 $ 962,062 FY 2011 Budget Target $ 962,062 $ 962,062 $ 8,453 $ 7,848 605 - $ 1,267,965 $ 1,267,965 - $ - 666,877 666,877 609,541 609,541 2,238,480 $ 132.7% 2,238,480 132.7% Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Reallocations Reallocation Between Funds Agenda Item: $ FY 2011 Adopted Budget Percent Change from Target Amount $ 414 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Education Services Grant Fund (715) Fund Balance Summary FY 2009 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: FY 2010 ADOPTED $ (92,302) $ $ 499,605 499,605 $ $ $ $ FY 2010 REVISED (112,113) $ 962,062 962,062 $ $ FY 2010 FORECAST (112,113) $ 962,062 16,806 978,868 $ $ $ 962,062 962,062 $ FY 2011 ADOPTED (35,272) $ 73,316 556,936 16,806 573,742 $ 2,238,480 $ 2,238,480 $ 465,154 465,154 $ 2,238,480 $ 2,238,480 $ Uses: Operating Non-Recurring Total Uses: $ 595,571 359,561 955,132 $ 962,062 962,062 Structural Balance $ (95,966) $ - $ - $ 91,782 $ - Accounting Adjustments $ 512,557 - $ - $ - $ - $ - $ (35,272) (35,272) $ - $ (95,307) (95,307) $ 73,316 73,316 $ 73,316 73,316 Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ $ $ - $ (112,113) (112,113) $ $ Grant revenue is received as a reimbursement which results in a deficit balance at the close of fiscal year-end. Transportation Fund (780) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 792,887 $ 792,887 FY 2010 Revised Budget $ 792,887 $ 792,887 FY 2011 Budget Target $ 792,887 $ 792,887 $ (192,887) $ (192,887) (192,887) (192,887) $ 600,000 $ -24.3% 600,000 -24.3% Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: FY 2011 Adopted Budget Percent Change from Target Amount 415 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Education Services Transportation Fund (780) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED Beginning Spendable Fund Balance $ 465,748 $ 353,200 $ 353,200 $ 363,901 $ 100,843 Sources: Operating Total Sources: $ $ 417,622 417,622 $ $ 792,887 792,887 $ $ 792,887 792,887 $ $ 482,654 482,654 $ $ 600,000 600,000 Uses: Operating Total Uses: $ $ 519,468 519,468 $ $ 792,887 792,887 $ $ 792,887 792,887 $ $ 745,712 745,712 $ $ 600,000 600,000 Structural Balance $ (101,846) $ - $ - $ (263,058) $ - Accounting Adjustments $ (1) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 353,200 353,200 $ $ 353,200 353,200 $ $ 100,843 100,843 $ $ 100,843 100,843 363,901 363,901 $ $ Communication Fund (782) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 102,240 $ 102,240 FY 2010 Revised Budget $ 102,240 $ 102,240 FY 2011 Budget Target $ 102,240 $ 102,240 FY 2011 Adopted Budget Percent Change from Target Amount $ 102,240 $ 102,240 0.0% 0.0% Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget $ - $ - $ 47,912 $ 47,912 - $ 47,912 $ - $ (47,912) $ (47,912) - FY 2011 Budget Target $ - $ - FY 2011 Adopted Budget Percent Change from Target Amount $ - $ N/A N/A Adjustments: Non Recurring Sch Comm Fund Non Recurring Agenda Item: C-37-10-083-2-00 FY 2010 Revised Budget Adjustments: Non Recurring Sch Comm Fund Non Recurring Agenda Item: C-37-10-083-2-00 416 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Education Services Communication Fund (782) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED Beginning Spendable Fund Balance $ 54,481 $ 42,517 $ 42,517 $ 61,202 $ 61,765 Sources: Operating Total Sources: $ $ 79,100 79,100 $ $ 102,240 102,240 $ $ 102,240 102,240 $ $ 102,711 102,711 $ $ 102,240 102,240 $ $ $ 102,148 102,148 $ $ 102,240 47,912 150,152 $ $ 102,240 102,240 $ $ 72,379 72,379 $ 102,240 102,240 $ 6,721 $ - $ - $ 563 $ - $ 61,202 61,202 $ 42,517 42,517 $ - $ (5,395) (5,395) $ 61,765 61,765 $ 61,765 61,765 Uses: Operating Non-Recurring Total Uses: Structural Balance Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ $ $ $ Educational Supplemental Programming (Indirect Cost) Fund (795) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 355,311 $ 355,311 FY 2010 Revised Budget $ 355,311 $ 355,311 FY 2011 Budget Target $ 355,311 $ 355,311 $ 565,024 $ 565,024 576,512 576,512 $ 920,335 $ 159.0% 931,823 162.3% Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: FY 2011 Adopted Budget Percent Change from Target Amount 417 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Education Services Educational Supplemental Programming (Indirect Cost) Fund (795) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget Adjustments: Non Recurring Inc Schools Indirect Cost Fund $ - $ - $ 585,901 $ 585,901 - $ 585,901 $ - $ (585,901) $ (585,901) - $ - $ - $ 572,335 $ 572,335 - $ 572,335 $ N/A - Agenda Item: C-37-10-003-2-00 FY 2010 Revised Budget Adjustments: Non Recurring Inc Schools Indirect Cost Fund Agenda Item: C-37-10-003-2-00 FY 2011 Budget Target Adjustments: Base Adjustments Other Base Adjustments Agenda Item: FY 2011 Adopted Budget Percent Change from Target Amount County School Indirect Cost (795) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED $ 2,038,650 $ 2,190,390 Beginning Spendable Fund Balance $ 1,882,457 $ 39,594 $ 39,594 Sources: Operating Total Sources: $ $ 762,405 762,405 $ $ 355,311 355,311 $ $ 355,311 355,311 $ $ 918,050 918,050 $ $ $ $ $ 336,119 430,191 766,310 $ $ 355,311 585,901 941,212 $ $ 355,311 355,311 $ $ 606,212 606,212 Structural Balance $ 762,405 $ - $ - $ 581,931 $ Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ 2,038,650 $ 2,038,650 $ 39,594 39,594 $ Uses: Operating Non-Recurring Total Uses: $ 418 $ - $ 2,190,390 (546,307) (546,307) $ 2,190,390 931,823 931,823 920,335 572,335 $ 1,492,670 11,488 $ 1,629,543 $ 1,629,543 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Elections Elections Analysis by Julia Smith, Management & Budget Analyst Summary Mission The mission of the Elections Department is to provide access to the electoral process for citizens and candidates so they have equal access and may readily participate in elections. Vision The vision of the Elections Department is a County in which citizens may vote, initiate petitions, and run for office confident that every effort was made to: educate them about election laws and procedures, remove barriers to participation, provide equal access, and assure the integrity of elections. Strategic Goals • By June, 2013, there will be a 5% reduction in negative post-election contacts (indicating satisfaction with access and ability to vote). Status: FY 2009-10 will be the base year for future calculations, thus exact data for this new goal will not be ready until June 2010. • By June, 2016, 75% of total votes cast will be done by mail. Status: The November 2008 Election had 55.1% of total ballots submitted as early ballots (760,219 of 1,380,571). The previous General Election in November 2006 had 49.1% of total ballots submitted as early ballots. The trend is expected to continue, as more voters are turning to early ballots, and the ease of casting their ballot via the early ballot process has become easier. 419 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Elections Sources and Uses by Program and Activity FY 2009 ACTUAL PROGRAM / ACTIVITY SOURCES ELEC - ELECTION PROCESSING PELP - POST ELECTION PROCESSING 21EL - ELECTIONS $ CAND - CANDIDATE FILING CAMPAIGN FIN VREG - VOTER REGISTRATION 21PE - PRE ELECTION PROCESSING $ FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % 2,198,662 $ 1,084,945 3,283,607 $ 999,203 $ 999,203 $ 5,699,203 $ 5,699,203 $ 4,872,887 $ 4,872,887 $ 3,500,603 $ 3,500,603 $ (2,198,600) (2,198,600) -38.6% N/A -38.6% $ 17,409 $ 73,507 90,916 $ 15,601 $ 1,404 17,005 $ 15,601 $ 1,404 17,005 $ 9,909 $ 848 10,757 $ 12,001 $ 604 12,605 $ (3,600) (800) (4,400) -23.1% -57.0% -25.9% ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ - $ - $ 55,002 $ 55,002 $ 2,773,844 $ 2,773,844 $ 4,359,124 $ 4,359,124 $ 2 $ 2 $ (2,773,842) (2,773,842) -100.0% -100.0% GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ (3,074) $ (3,074) $ - $ - $ - $ - $ 16,804 $ 16,804 $ - $ - $ - N/A N/A TOTAL PROGRAMS $ 3,371,449 $ 1,071,210 $ 8,490,052 $ 9,259,572 $ 3,513,210 $ (4,976,842) -58.6% 14,052,637 $ 4,578,613 18,631,250 $ 3,503,760 $ 1,256,426 4,760,186 $ 8,203,760 $ 1,256,426 9,460,186 $ 7,956,931 $ 1,705,779 9,662,710 $ 16,050,220 $ 1,321,960 17,372,180 $ (7,846,460) (65,534) (7,911,994) -95.6% -5.2% -83.6% 129,322 $ 1,403,610 1,532,932 $ 149,509 $ 2,164,164 2,313,673 $ 149,509 $ 2,164,164 2,313,673 $ 132,941 $ 1,114,070 1,247,011 $ 125,477 $ 1,659,337 1,784,814 $ 122,435 $ 152,726 71,180 819,381 1,165,722 $ 122,435 $ 152,726 71,180 3,538,223 3,884,564 $ 122,075 $ 156,847 63,734 736,286 1,078,942 $ 119,164 $ 153,332 50,926 3,478,762 3,802,184 $ 3,271 (606) 20,254 59,461 82,380 2.7% -0.4% 28.5% 1.7% 2.1% $ USES ELEC - ELECTION PROCESSING PELP - POST ELECTION PROCESSING 21EL - ELECTIONS $ $ CAND - CANDIDATE FILING CAMPAIGN FIN VREG - VOTER REGISTRATION 21PE - PRE ELECTION PROCESSING $ $ $ 24,032 504,827 528,859 16.1% 23.3% 22.9% BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ 121,703 $ 183,846 87,636 742,534 1,135,719 $ ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 68,976 $ 68,976 $ 57,240 $ 57,240 $ 57,240 $ 57,240 $ 57,240 $ 57,240 $ 123,142 $ 123,142 $ (65,902) (65,902) -115.1% -115.1% TOTAL PROGRAMS $ 21,368,877 $ 8,296,821 $ 15,715,663 $ 12,045,903 $ 23,082,320 $ (7,366,657) -46.9% Sources and Uses by Category CATEGORY INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ FINES & FOREFEITS 0637 - FINES & FORFEITS $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ FY 2009 ACTUAL 3,342,978 3,342,978 FY 2010 ADOPTED $ FY 2010 REVISED $ $ 55,000 993,600 1,048,600 6,387 6,387 $ $ 16,882 16,882 FY 2010 FORECAST $ $ 2,773,842 5,693,600 8,467,442 $ 4,359,124 4,865,169 9,224,293 1,602 1,602 $ $ 1,602 1,602 $ $ $ $ 15,600 15,600 $ $ 15,600 15,600 (3,074) $ 8,276 5,202 $ 5,408 5,408 $ REV VS ADPT VAR % FY 2011 ADOPTED $ $ $ 3,497,002 3,497,002 3,165 3,165 $ $ 702 702 $ $ (900) (900) -56.2% -56.2% $ $ 9,880 9,880 $ $ 12,000 12,000 $ $ (3,600) (3,600) -23.1% -23.1% $ $ 3,506 3,506 $ $ 16,804 5,430 22,234 $ $ 5,408 5,408 $ (1,902) (1,902) N/A -35.2% -35.2% $ (2,773,842) -100.0% (2,196,598) -38.6% (4,970,440) -58.7% ALL REVENUES $ 3,371,449 $ 1,071,210 $ 8,490,052 $ 9,259,572 $ 3,513,210 $ (4,976,842) -58.6% TOTAL SOURCES $ 3,371,449 $ 1,071,210 $ 8,490,052 $ 9,259,572 $ 3,513,210 $ (4,976,842) -58.6% 420 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Elections Sources and Uses by Category (continued) CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST REV VS ADPT VAR % FY 2011 ADOPTED 2,429,039 $ 1,037,069 729,573 1,132,577 36,158 5,364,416 $ 2,259,770 $ 232,579 124,259 841,615 92,440 3,550,663 $ 2,259,770 $ 232,579 124,259 841,615 92,440 3,550,663 $ 1,697,101 $ 960,049 98,145 719,807 57,241 3,532,343 $ 2,272,614 $ 1,510,905 806,334 955,152 (295,000) 295,000 5,545,005 $ (12,844) -0.6% (1,278,326) -549.6% (682,075) -548.9% (113,537) -13.5% 92,440 100.0% 295,000 N/A (295,000) N/A (1,994,342) -56.2% SUBTOTAL $ 255,184 $ 23,314 278,498 $ 99,184 $ 11,300 5,000 115,484 $ 849,184 $ 11,300 1,505,000 2,365,484 $ 67,713 $ 11,324 8,897 87,934 $ 695,228 $ 28,000 2,125,000 2,848,228 $ 153,956 18.1% (16,700) -147.8% (620,000) -41.2% (482,744) -20.4% SERVICES 0810 - LEGAL SERVICES $ 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES SUBTOTAL $ 14,540 $ 11,117,806 276,422 4,548 86,902 94,990 319 1,122,546 3,693 12,721,766 $ 9,000 $ 3,513,024 104,275 16,210 25,000 26,595 21,500 892,570 22,500 4,630,674 $ 9,000 $ 8,213,024 104,275 16,210 25,000 26,595 21,500 892,570 22,500 9,330,674 $ 5,416 $ 7,277,169 123,622 1,097 36,512 27,036 1,860 919,595 33,319 8,425,626 $ 21,000 $ 12,721,941 351,450 4,800 27,000 102,500 10,300 1,432,410 17,686 14,689,087 $ (12,000) -133.3% (4,508,917) -54.9% (247,175) -237.0% 11,410 70.4% (2,000) -8.0% (75,905) -285.4% 11,200 52.1% (539,840) -60.5% 4,814 21.4% (5,358,413) -57.4% SUBTOTAL $ - $ 1,357,715 1,357,715 $ - $ - $ 468,842 $ 468,842 $ - $ - $ - $ - $ 468,842 468,842 100.0% N/A 100.0% ALL EXPENDITURES $ 19,722,395 $ 8,296,821 $ 15,715,663 $ 12,045,903 $ 23,082,320 $ (7,366,657) -46.9% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 1,646,482 $ 1,646,482 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A TOTAL USES $ 21,368,877 $ 8,296,821 $ 15,715,663 $ 12,045,903 $ 23,082,320 $ SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT CAPITAL 0920 - CAPITAL EQUIPMENT 0950 - DEBT SERVICE $ $ (7,366,657) -46.9% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % $ FUND TOTAL SOURCES $ 3,374,523 $ 3,374,523 $ 1,016,210 $ 1,016,210 $ 5,716,210 $ 5,716,210 $ 4,883,644 $ 4,883,644 $ 3,513,210 $ 3,513,210 $ $ FUND TOTAL SOURCES $ (3,074) $ (3,074) $ - $ 55,000 55,000 $ - $ 2,773,842 2,773,842 $ 4,375,928 $ 4,375,928 $ - $ - $ N/A (2,773,842) -100.0% (2,773,842) -100.0% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 3,371,449 $ - $ 3,371,449 $ 1,016,210 $ 55,000 $ 1,071,210 $ 5,716,210 $ 2,773,842 $ 8,490,052 $ 9,259,572 $ - $ 9,259,572 $ 3,513,210 $ - $ 3,513,210 $ (2,203,000) -38.5% (2,773,842) -100.0% (4,976,842) -58.6% 248 ELECTIONS GRANT OPERATING NON-RECURRING FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED (2,203,000) (2,203,000) -38.5% -38.5% REV VS ADPT VAR % $ FUND TOTAL USES $ 19,693,484 $ 19,693,484 $ 8,212,297 $ 8,212,297 $ 12,912,297 $ 12,912,297 $ 11,999,999 $ 11,999,999 $ 20,300,000 $ 20,300,000 $ $ FUND TOTAL USES $ 28,911 $ 1,646,482 1,675,393 $ - $ 84,524 84,524 $ - $ 2,803,366 2,803,366 $ - $ 45,904 45,904 $ - $ 2,782,320 2,782,320 $ 21,046 21,046 N/A 0.8% 0.8% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 19,722,395 $ 1,646,482 $ 21,368,877 $ 8,212,297 $ 84,524 $ 8,296,821 $ 12,912,297 $ 2,803,366 $ 15,715,663 $ 11,999,999 $ 45,904 $ 12,045,903 $ 20,300,000 $ 2,782,320 $ 23,082,320 $ (7,387,703) 21,046 (7,366,657) -57.2% 0.8% -46.9% 248 ELECTIONS GRANT OPERATING NON-RECURRING 421 (7,387,703) (7,387,703) -57.2% -57.2% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Elections Staffing by Program and Activity PROGRAM / ACTIVITY ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROGRAM TOTAL ELECTIONS ELECTION PROCESSING POST ELECTION PROCESSING PROGRAM TOTAL PRE ELECTION PROCESSING CANDIDATE FILING CAMPAIGN FIN VOTER REGISTRATION PROGRAM TOTAL DEPARTMENT TOTAL FY 2009 ADOPTED FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV TO ADPT VAR % 1.00 8.00 2.50 1.50 13.00 1.00 8.00 2.50 1.50 13.00 1.00 8.00 2.50 1.50 13.00 1.00 8.00 2.50 1.50 13.00 1.00 8.00 2.00 1.00 12.00 (0.50) (0.50) (1.00) 0.0% 0.0% -20.0% -33.3% -7.7% 21.00 3.00 24.00 19.00 3.00 22.00 19.00 3.00 22.00 19.00 3.00 22.00 20.00 3.00 23.00 1.00 1.00 5.3% 0.0% 4.5% 2.00 19.00 21.00 58.00 2.00 17.00 19.00 54.00 2.00 17.00 19.00 54.00 2.00 17.00 19.00 54.00 2.00 17.00 19.00 54.00 - 0.0% 0.0% 0.0% 0.0% FY 2009 ADOPTED 2.00 4.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 25.00 7.00 1.00 58.00 FY 2010 ADOPTED 2.00 2.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 24.00 6.00 1.00 54.00 FY 2010 REVISED 2.00 2.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 24.00 6.00 1.00 54.00 FY 2010 FORECAST 2.00 2.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 24.00 6.00 1.00 54.00 FY 2011 ADOPTED 2.00 2.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 24.00 6.00 1.00 54.00 REV TO ADPT VAR % 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% FY 2010 REVISED 54.00 54.00 FY 2010 FORECAST 54.00 54.00 FY 2011 ADOPTED 54.00 54.00 REV TO ADPT VAR % 0.0% 0.0% Staffing by Market Range Title MARKET RANGE TITLE Admin/Operations Specialist Administrative Staff Supv Administrative Supervisor Administrator Business/Systems Analyst Communicatn Ofcr/Govt Liaison Consultant Database Report Writer Analyst Deputy Director Director - Elections Executive Assistant Field Operations Supervisor Finan/Business Analyst - Dept General Maintenance Worker GIS Programmer/Analyst GIS Programmer/Analyst - Ld GIS Technician Human Resources Specialist Office Assistant Office Assistant Specialized Operations/Program Manager Department Total Staffing by Fund FUND 100 - GENERAL DEPARTMENT TOTAL FY 2009 ADOPTED 58.00 58.00 FY 2010 ADOPTED 54.00 54.00 General Adjustments Revenue Increase: The County Board of Supervisors approved a fee increase for the Elections Department in order to recover its costs for providing election services to other entities. The fee 422 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Elections increase is effective July 1, 2010 and is expected to generate $913,210 in additional revenue in FY 2010-11. Personnel: Health insurance premiums for medical and dental coverage and employer costs for retirement/long-term disability are increasing a total of $29,323 for FY 2010-11. The Department anticipated the increase in benefit costs and submitted their budget request $18,684 under target. Additionally, Other Services is decreasing by $10,639, allowing the Department to absorb the increase in benefit costs while maintaining adequate resources for temporary agency requirements. Programs and Activities Pre-Election Processing Program The purpose of the Pre-Election Processing Program is to provide voter registration and candidate filing services to eligible citizens who maintain residency in the County so they can readily participate in the electoral process. Program Results Measure Description Fines levied as a percentage of active political committees Percentage of all valid registrations processed in time to meet election deadlines FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED 19.0% N/A N/A 100.0% REV VS ADPT VAR % N/A N/A N/A N/A Measures in the Pre-Election Processing Program are newly established in FY 2010-11. Activities that comprise this program include: • Candidate Filing/Campaign Finance • Voter Registration Candidate Filing/Campaign Finance Activity The purpose of the Candidate Filing/Campaign Finance Activity is to provide the necessary knowledge to special interest groups and prospective candidates so that they may comply with Federal and State Regulations. Mandates: Titles 16 and 19 of the Arizona Revised Statute along with the Arizona State Constitution establishes the powers and duties, as well as the functions of the Elections Office. 423 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Output Demand Efficiency Revenue Measure Description Fines levied as a percentage of active political committees Number of candidates trained, precinct committeemen processed and filings processed Number of candidate filings and active committees Number of candidates running for office, precinct committeemen processed and filings Expenditure per candidate trained Department Strategic Plans and Budgets Elections REV VS ADPT VAR % N/A N/A FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED 19.0% N/A N/A 800 N/A N/A N/A N/A 1,900 N/A N/A N/A N/A 1,500 N/A N/A N/A N/A $ 156.85 N/A N/A 100 - GENERAL TOTAL SOURCES $ $ 17,409 17,409 $ $ 15,601 15,601 $ $ 12,001 12,001 $ $ (3,600) (3,600) -23.1% -23.1% 100 - GENERAL TOTAL USES $ $ 129,322 129,322 $ $ 149,509 149,509 $ $ 125,477 125,477 $ $ 24,032 24,032 16.1% 16.1% Expenditure Activity Narrative: The Campaign Finance Political Committee report deadlines crossover fiscal years, however the expenses associated with these reports (mailing them out, printing them, etc.) occur primarily in the fiscal year prior to the election. It is handled in this manner to meet the report deadlines. Voter Registration Activity The purpose of the Voter Registration Activity 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. Mandates: Titles 16 and 19 of the Arizona Revised Statute along with the Arizona State Constitution establishes the powers and duties, as well as the functions of the Elections Office. Measure Type Result Output Demand Efficiency Revenue Measure Description Percentage of all valid registrations processed in time to meet election deadlines Number of registrations processed Number of registrations to be processed Expenditure per registration processed FY 2009 ACTUAL N/A FY 2010 REVISED N/A $ 623,375 623,375 2.03 $ 320,000 310,000 6.35 100 - GENERAL TOTAL SOURCES $ $ 73,507 73,507 $ $ 1,404 1,404 100 - GENERAL TOTAL USES $ 1,403,610 $ 1,403,610 FY 2011 ADOPTED 100.0% REV VS ADPT VAR % N/A N/A $ 415,000 415,000 4.00 $ $ $ 604 604 $ $ $ 1,659,337 $ 1,659,337 $ $ 95,000 105,000 2.35 (800) (800) 29.7% 33.9% 37.0% -57.0% -57.0% Expenditure $ 2,164,164 $ 2,164,164 504,827 504,827 23.3% 23.3% Activity Narrative: Expenditures in FY 2009-10 included significant costs for printing Voter Registration Identification (ID) cards. In FY 2010-11 the Elections Department will not be producing a countywide distribution of ID cards, thus decreasing expenditures. The printing of ID cards is a process that is dictated by statute, and countywide distribution is no longer necessary. Voter information is not forwarded through the U.S. Postal Service; therefore, mail is returned to the Elections Department where address changes (or name changes, etc.) are made through the voting by mail process. 424 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Elections Elections Processing Program 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. Program Results Measure Description Voter Turnout (as percentage of total voters) Percent of provisional ballots that were valid Percent of tallies transmitted within timeliness standards FY 2009 ACTUAL N/A N/A N/A FY 2010 REVISED N/A N/A N/A FY 2011 ADOPTED 56.4% 74.9% 74.8% REV VS ADPT VAR % N/A N/A N/A N/A N/A N/A Measures in the Elections Processing Program are newly established in FY 2010-11. Activities that comprise this program include: • Elections Processing • Post-Election Processing Elections Processing Activity The purpose of the Elections Processing Activity is to process ballots for voters to ensure the security of the ballot and to provide special processing for ballots not handled by the normal ballot tabulation process. Mandates: Titles 16 and 19 of the Arizona Revised Statute along with the Arizona State Constitution establishes the powers and duties, as well as the functions of the Elections Office. Measure Type Result Output Demand Efficiency Revenue Measure Description Voter Turnout (as percentage of total voters) Number of voters receiving ballots Number of voters requesting ballots Expenditure per voter receiving a ballot FY 2009 ACTUAL N/A N/A N/A N/A FY 2010 FY 2011 REVISED ADOPTED N/A 56.4% N/A 1,660,000 N/A 1,975,000 N/A $ 9.67 REV VS ADPT VAR % N/A N/A N/A N/A N/A N/A N/A N/A 100 - GENERAL TOTAL SOURCES $ 2,198,662 $ 2,198,662 $ 5,699,203 $ 5,699,203 $ 3,500,603 $ 3,500,603 $ (2,198,600) $ (2,198,600) -38.6% -38.6% 100 - GENERAL 248 - ELECTIONS GRANT TOTAL USES $ 12,377,244 1,675,393 $ 14,052,637 $ 8,174,236 29,524 $ 8,203,760 $ 16,050,220 $ 16,050,220 $ (7,875,984) 29,524 $ (7,846,460) -96.4% 100.0% -95.6% Expenditure Activity Narrative: Revenues are projected to increase in the Elections Processing Activity based on a fee increase approved by the Board of Supervisors effective July 1, 2010. Revenue and expenditures are also increasing in FY 2010-11 due to the state elections in November. Post-Election Processing Activity The purpose of the Post-Election Processing Activity is to provide tabulation and data services to the County, State, and underlying jurisdictions so they can be assured that they are accurately and quickly informed of election results. 425 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Elections Mandates: Titles 16 and 19 of the Arizona Revised Statute along with the Arizona State Constitution establishes the powers and duties, as well as the functions of the Elections Office. Measure Type Result Result Output Output Demand Demand Efficiency Efficiency Revenue Measure Description Percent of provisional ballots that were valid Percent of tallies transmitted within timeliness standards Number of provisional ballots processed Number of election tallies transmitted Number of provisional ballots expected to be submitted Number of election tallies required to be transmitted Expenditure per provisional ballot processed Expenditure per election tally transmitted REV VS ADPT VAR % N/A N/A N/A N/A FY 2009 ACTUAL N/A N/A FY 2010 REVISED N/A N/A N/A N/A N/A N/A N/A N/A 69,750 69,875 93,500 N/A N/A N/A N/A N/A N/A N/A N/A 251,000 N/A N/A N/A N/A N/A $ N/A $ 18.95 18.92 N/A N/A N/A N/A - N/A N/A 100 - GENERAL TOTAL SOURCES $ 1,084,945 $ 1,084,945 $ $ - 100 - GENERAL TOTAL USES $ 4,578,613 $ 4,578,613 $ 1,256,426 $ 1,256,426 FY 2011 ADOPTED 74.9% 74.8% $ $ - $ $ $ 1,321,960 $ 1,321,960 $ $ Expenditure (65,534) (65,534) -5.2% -5.2% Activity Narrative: The FY 2010-11 budget supports the Department in meeting 100% of the demand in Post-Election Processing which includes accommodating an increasing voter turnout. 426 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Elections Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2010 Adopted Budget Adjustments: Grants, Donations and Intergovernmental Agreements Intergovernmental Agreements Early Voting Election Grant 1,016,210 $ 4,700,000 $ 4,700,000 4,700,000 4,700,000 $ 12,912,297 $ 5,716,210 $ (4,700,000) $ (4,700,000) 12,087,703 $ 12,087,703 (4,700,000) (4,700,000) 1,583,790 1,583,790 $ 20,300,000 $ 2,600,000 $ 29,323 $ 18,630 10,693 (29,323) $ (29,323) - $ - 913,210 913,210 20,300,000 $ 0.0% 3,513,210 35.1% C-21-10-005-2-00 Agenda Item: C-21-10-005-2-00 $ FY 2011 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Fees and Other Revenues ProgRevenue Volume Inc/Dec 8,212,297 $ Agenda Item: FY 2010 Revised Budget Adjustments: Grants, Donations and Intergovernmental Agreements Intergovernmental Agreements Early Voting Election Grant Other Mandates Primary and General Elections $ Agenda Item: $ $ FY 2011 Adopted Budget Percent Change from Target Amount $ 427 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Elections Elections Grant Fund (248) Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Help America Vote Grant $ 84,524 $ 55,000 $ 2,718,842 $ 2,718,842 2,718,842 2,718,842 $ 2,803,366 $ 2,773,842 $ (2,718,842) $ (2,718,842) (2,718,842) (2,718,842) $ 84,524 $ 55,000 $ (84,524) $ (84,524) (55,000) (55,000) $ 2,782,320 $ 2,782,320 - $ 2,782,320 $ 3191.8% -100.0% Agenda Item: C-21-09-004-G-00 FY 2010 Revised Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Help America Vote Grant Agenda Item: C-21-09-004-G-00 FY 2011 Budget Target Adjustments: Base Adjustments Other Reductions Grants, Donations and Intergovernmental Agreements Grants Help America Vote Grant Agenda Item: C-21-09-004-G-00 FY 2011 Adopted Budget Percent Change from Target Amount Elections Grant Fund (248) Fund Balance Summary FY 2009 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: $ $ FY 2010 ADOPTED - $ $ (3,074) $ (3,074) $ $ $ (31,321) $ - FY 2011 ADOPTED $ 4,330,024 $ 2,773,842 $ 2,773,842 $ 4,375,928 $ 4,375,928 $ $ 2,803,366 $ 2,803,366 $ 45,904 45,904 $ $ 84,524 84,524 (31,985) $ - $ - $ 4,375,928 $ - - $ - $ $ - 28,911 1,646,482 $ 1,675,393 $ Accounting Adjustments $ 1,678,467 $ $ $ $ (31,321) $ FY 2010 FORECAST 55,000 55,000 Structural Balance Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance FY 2010 REVISED - $ - $ (60,845) (60,845) $ $ - - $ 4,330,024 (60,845) (60,845) $ 4,330,024 $ - 2,782,320 $ 2,782,320 $ 1,547,704 $ 1,547,704 The Elections Grant Fund receives grant revenue. Grant revenue is received as a reimbursement which results in a deficit balance at the close of fiscal year-end. 428 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Emergency Management Emergency Management Analysis by Mary Driessen, Management & Budget Analyst Summary 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. Strategic Goals • By December 31, 2014, Emergency Management will be able to communicate to 40% of our residents within 30 minutes as evidenced by a 70% success rate on activating available channels (mediums) through exercise or real event. Status: Emergency Management is working with state and local mediums and is evaluating the messaging mediums currently taking the forefront as this technology has increased in number and complexity. • By June 30, 2012, Emergency Management will coordinate 60% completion of Emergency Support Functions (ESF) based plans for cities/towns as evidenced by a 65% success rate through exercise or real event activation of those plans. Status: Emergency Management has conducted regional partners meetings with the cities and towns and projected the purpose and reason for this goal. Cities and towns are now beginning to request their plan revisions. 429 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Emergency Management Sources and Uses by Program and Activity FY 2009 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % PLAN - PLANNING 15PR - PREPAREDNESS $ $ 1,286,118 $ 1,286,118 $ 1,332,467 $ 1,332,467 $ 1,382,467 $ 1,382,467 $ 1,454,332 $ 1,454,332 $ 1,448,910 $ 1,448,910 $ 66,443 66,443 4.8% 4.8% GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 11,400 $ 11,400 $ - $ - $ - $ - $ 2,700 $ 2,700 $ - $ - $ - N/A N/A TOTAL PROGRAMS $ 1,297,518 $ 1,332,467 $ 1,382,467 $ 1,457,032 $ 1,448,910 $ 66,443 4.8% PLAN - PLANNING 15PR - PREPAREDNESS $ $ 1,427,707 $ 1,427,707 $ 1,378,944 $ 1,378,944 $ 1,428,944 $ 1,428,944 $ 1,264,770 $ 1,264,770 $ 1,322,296 $ 1,322,296 $ 106,648 106,648 7.5% 7.5% EMER - EMERGENCY OPERATIONS MGMT 15RR - RESPONSE AND RECOVERY $ $ 32,169 $ 32,169 $ 49,775 $ 49,775 $ 49,775 $ 49,775 $ 44,106 $ 44,106 $ 216,395 $ 216,395 $ (166,620) (166,620) -334.7% -334.7% CSCA - CENTRAL SERVICE COST ALLOC ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 73,659 $ 1,044 74,703 $ 76,632 $ 997 77,629 $ 76,632 $ 997 77,629 $ 76,632 $ 988 77,620 $ 82,799 $ 1,301 84,100 $ (6,167) (304) (6,471) -8.0% -30.5% -8.3% TOTAL PROGRAMS $ 1,534,579 $ 1,506,348 $ 1,556,348 $ 1,386,496 $ 1,622,791 $ (66,443) -4.3% USES Sources and Uses by Category CATEGORY INTERGOVERNMENTAL 0615 - GRANTS FY 2009 ACTUAL $ SUBTOTAL $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 1,048,794 1,048,794 FY 2010 ADOPTED $ $ 237,324 $ 237,324 $ FY 2010 REVISED 1,157,622 1,157,622 $ $ 174,845 $ 174,845 $ FY 2010 FORECAST 1,207,622 1,207,622 $ $ 174,845 $ 174,845 $ 1,300,896 1,300,896 REV VS ADPT VAR % FY 2011 ADOPTED $ $ 1,275,029 1,275,029 $ $ 153,436 $ 153,436 $ 173,881 173,881 $ $ 67,407 67,407 (964) (964) 5.6% 5.6% -0.6% -0.6% $ SUBTOTAL $ 11,400 11,400 $ $ - $ $ - $ $ 2,700 2,700 $ $ - $ $ - N/A N/A ALL REVENUES $ 1,297,518 $ 1,332,467 $ 1,382,467 $ 1,457,032 $ 1,448,910 $ 66,443 4.8% TOTAL SOURCES $ 1,297,518 $ 1,332,467 $ 1,382,467 $ 1,457,032 $ 1,448,910 $ 66,443 4.8% 430 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Emergency Management Sources and Uses by Category (continued) CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % 673,936 $ 203,190 82,389 (15,000) 146,206 1,090,721 $ 666,980 $ 197,939 8,600 (29,007) 176,622 1,021,134 $ 666,980 $ 197,939 8,600 (29,007) 176,622 1,021,134 $ 633,563 $ 728 203,308 11,283 (37,775) 136,245 947,352 $ 635,324 $ 8,550 228,236 11,600 (29,887) 211,202 1,065,025 $ 31,656 (8,550) (30,297) (3,000) 880 (34,580) (43,891) 4.7% N/A -15.3% -34.9% -3.0% -19.6% -4.3% SUBTOTAL $ 18,827 $ 1,620 27 1,145 21,619 $ 12,061 $ 2,000 21,100 515 35,676 $ 12,061 $ 2,000 21,100 515 35,676 $ 11,313 $ 1,560 21,926 384 35,183 $ 12,800 $ 2,000 410 15,210 $ (739) 21,100 105 20,466 -6.1% 0.0% 100.0% 20.4% 57.4% SERVICES 0812 - OTHER SERVICES $ 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 278,470 $ 9,066 21,481 11,425 5,165 426 810 8,276 335,119 $ 264,459 $ 1,800 17,301 23,999 19,400 6,700 800 600 5,743 340,802 $ 314,459 $ 1,800 17,301 23,999 19,400 6,700 800 600 5,743 390,802 $ 234,112 $ 1,050 19,607 19,306 18,455 4,795 651 420 4,467 302,863 $ 341,812 $ 44,271 20,800 25,500 8,609 800 600 4,659 447,051 $ SUBTOTAL $ - $ 13,211 250 13,461 $ 19,500 $ 12,357 247 32,104 $ 19,500 $ 12,357 247 32,104 $ 12,000 $ 12,216 250 24,466 $ - $ 12,357 349 12,706 $ 19,500 (102) 19,398 100.0% 0.0% -41.3% 60.4% ALL EXPENDITURES $ 1,460,920 $ 1,429,716 $ 1,479,716 $ 1,309,864 $ 1,539,992 $ (60,276) -4.1% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 73,659 $ 73,659 $ 76,632 $ 76,632 $ 76,632 $ 76,632 $ 76,632 $ 76,632 $ 82,799 $ 82,799 $ (6,167) (6,167) -8.0% -8.0% TOTAL USES $ 1,534,579 $ 1,506,348 $ 1,556,348 $ 1,386,496 $ 1,622,791 $ (66,443) -4.3% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0806 - SUPPLIES-ALLOCATION IN CAPITAL 0920 - CAPITAL EQUIPMENT 0950 - DEBT SERVICE 0956 - CAPITAL-ALLOCATION IN $ $ (27,353) -8.7% 1,800 100.0% (26,970) -155.9% 3,199 13.3% (6,100) -31.4% (1,909) -28.5% 0.0% 0.0% 1,084 18.9% (56,249) -14.4% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 207 PALO VERDE OPERATING FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % $ FUND TOTAL SOURCES $ 215 EMERGENCY MANAGEMENT OPERATING $ NON-RECURRING FUND TOTAL SOURCES $ 365,960 $ 365,960 $ 404,459 $ 404,459 $ 404,459 $ 404,459 $ 407,196 $ 407,196 $ 418,829 $ 418,829 $ 869,267 $ 62,291 931,558 $ 908,008 $ 20,000 928,008 $ 908,008 $ 70,000 978,008 $ 979,836 $ 70,000 1,049,836 $ 1,030,081 $ 1,030,081 $ 122,073 13.4% (70,000) -100.0% 52,073 5.3% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 1,235,227 $ 62,291 $ 1,297,518 $ 1,312,467 $ 20,000 $ 1,332,467 $ 1,312,467 $ 70,000 $ 1,382,467 $ 1,387,032 $ 70,000 $ 1,457,032 $ 1,448,910 $ - $ 1,448,910 $ 136,443 10.4% (70,000) -100.0% 66,443 4.8% 431 14,370 14,370 3.6% 3.6% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Emergency Management Sources and Uses by Fund and Function (continued) FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % $ FUND TOTAL USES $ 203,830 $ 203,830 $ 173,881 $ 173,881 $ 173,881 $ 173,881 $ 169,851 $ 169,851 $ 173,881 $ 173,881 $ $ FUND TOTAL USES $ 351,896 $ 351,896 $ 404,459 $ 404,459 $ 404,459 $ 404,459 $ 377,619 $ 377,619 $ 418,829 $ 418,829 $ (14,370) (14,370) -3.6% -3.6% $ FUND TOTAL USES $ 818,415 $ 160,438 978,853 $ 908,008 $ 20,000 928,008 $ 908,008 $ 70,000 978,008 $ 836,526 $ 2,500 839,026 $ 1,030,081 $ 1,030,081 $ (122,073) 70,000 (52,073) -13.4% 100.0% -5.3% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 1,374,141 $ 160,438 $ 1,534,579 $ 1,486,348 $ 20,000 $ 1,506,348 $ 1,486,348 $ 70,000 $ 1,556,348 $ 1,383,996 $ 2,500 $ 1,386,496 $ 1,622,791 $ - $ 1,622,791 $ (136,443) 70,000 (66,443) -9.2% 100.0% -4.3% 207 PALO VERDE OPERATING 215 EMERGENCY MANAGEMENT OPERATING NON-RECURRING - 0.0% 0.0% Staffing by Program and Activity PROGRAM / ACTIVITY FY 2009 ADOPTED 150 - EMERGENCY MANAGEMENT PREPAREDNESS PLANNING PROGRAM TOTAL RESPONSE AND RECOVERY EMERGENCY OPERATIONS MGMT PROGRAM TOTAL DEPARTMENT TOTAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV TO ADPT VAR % 12.88 12.88 12.88 12.88 12.88 12.88 11.93 11.93 10.00 10.00 (2.88) (2.88) -22.3% -22.3% 0.63 0.63 13.50 0.63 0.63 13.50 0.63 0.63 13.50 0.58 0.58 12.50 2.50 2.50 12.50 1.88 1.88 (1.00) 300.0% 300.0% -7.4% Staffing by Market Range Title MARKET RANGE TITLE 150 - EMERGENCY MANAGEMENT Admin/Operations Specialist Director - Emergency Mgt Financial Support Supv - Dept Office Assistant Office Assistant Specialized Planner Planner - Emergency Services Planning Supervisor Program Coordinator Department Total FY 2009 ADOPTED 1.00 1.00 1.00 1.00 1.00 6.50 1.00 1.00 13.50 FY 2010 ADOPTED 1.00 1.00 1.00 1.00 1.00 7.50 1.00 13.50 FY 2010 REVISED 1.00 1.00 1.00 1.00 1.00 7.50 1.00 13.50 FY 2010 FORECAST 1.00 1.00 1.00 1.00 1.00 6.50 1.00 12.50 FY 2011 ADOPTED 1.00 1.00 1.00 1.00 1.00 6.50 1.00 12.50 REV TO ADPT VAR % 0.0% 0.0% 0.0% 0.0% 0.0% (7.50) -100.0% 6.50 N/A 0.0% N/A (1.00) -7.4% Staffing by Fund FUND 150 - EMERGENCY MANAGEMENT 100 - GENERAL 207 - PALO VERDE 215 - EMERGENCY MANAGEMENT DEPARTMENT TOTAL FY 2009 ADOPTED 2.00 3.00 8.50 13.50 FY 2010 ADOPTED 2.00 3.00 8.50 13.50 FY 2010 REVISED 2.00 3.00 8.50 13.50 FY 2010 FORECAST 2.00 3.00 7.50 12.50 Significant Variance Analysis The Department eliminated 1 planner position due to its internal reorganization. 432 FY 2011 ADOPTED 2.00 3.00 7.50 12.50 REV TO ADPT VAR % (1.00) (1.00) 0.0% 0.0% -11.8% -7.4% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Emergency Management General Adjustments Revenue: Funding is expected to increase in Palo Verde (207) due to Senate Bill 1316. Emergency Management (215) funds are also expected to increase for FY 2010-11 due to the carryover of the Emergency Management Performance Grant. This is reflected in the increase of expenditures and revenues for both funds. Personnel: Health Insurance premiums of medical and dental coverage and employer costs for retirement/long-term disability are increasing a total of $18,700 for FY 2010-11. Other Services, Travel, and Education are being decreased to accommodate the benefit increase. Programs and Activities Preparedness Program The purpose of the Preparedness Program is to provide plans, exercises, training, and information to communities, organizations, and individuals so they can be able to respond to and survive the effects of disasters. Program Results Measure Description Percent of items evaluated in Palo Verde Nuclear Generating Station (PVNGS) exercise that meet or exceed Federal Emergency Management Agency (FEMA) standards FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED 100.0% Percent of cities, towns, tribes, fire districts, and key county departments that have completed a National Incident Management System Compliance Assistance Support Tool (NIMSCAST) that meets federal compliance standards Percent of city/town emergency operations plans reviewed or updated within the fiscal year N/A N/A 100.0% N/A N/A N/A N/A 66.7% N/A N/A Percent of Maricopa County residents who have a 72 hour personal or family preparedness plan to ensure their self sufficiency as measured in the Maricopa County Customer Satisfaction Survey N/A N/A 48.0% N/A N/A REV VS ADPT VAR % N/A N/A The Preparedness Program’s Planning Activity’s measures were revised for FY 2010-11. Activities that comprise this program include: • Planning Planning Activity The purpose of the Planning Activity is to provide tested emergency plans and guidance to public and private entities so they can be prepared to react in an emergency and minimize loss of life and property. 433 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Emergency Management Mandates: Activity mandated by Federal Regulation 0654 (both Federal Emergency Management Agency and Nuclear Regulation Commission). Funding appropriated according to A.R.S. §26.306 under the State Director of Emergency Management. Measure Type Result Result Result Result Output Output Output Output Output Demand Demand Demand Efficiency Revenue Measure Description Percent of city/town emergency operations plans reviewed or updated within the fiscal year Percent of Maricopa County residents who have a 72 hour personal or family preparedness plan to ensure their self sufficiency as measured in the Maricopa County Customer Satisfaction Survey Percent of items evaluated in Palo Verde Nuclear Generating Station (PVNGS) exercise that meet or exceed Federal Emergency Management Agency (FEMA) standards Percent of cities, towns, tribes, fire districts, and key county departments that have completed a National Incident Management System Compliance Assistance Support Tool (NIMSCAST) that meets federal compliance standards Number of County, public and private sector exercises and training sessions supported Total number of items to be evaluated for Palo Verde Nuclear Generating Satation (PVNGS) Total number of city/town emergency operations plans (EOP) reviewed or updated with the fiscal year Total number of plans reviewed Total number of Palo Verde Nuclear Generating Station Exercises conducted Total number of city/town exercises and training sessions requested to be conducted, supported or participated in Total number of Palo Verde Nuclear Generating Station exercises required to be conducted during the year by Federal Emergency Management Agency (FEMA) Total number of plan reviews requested Average expenditure per plan reviewed REV VS ADPT VAR % N/A N/A FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED 66.7% N/A N/A 48.0% N/A N/A N/A N/A 100.0% N/A N/A N/A N/A 100.0% N/A N/A N/A N/A 20 N/A N/A N/A N/A 13 N/A N/A N/A N/A 16 N/A N/A N/A N/A N/A N/A 48 3 N/A N/A N/A N/A N/A N/A 20 N/A N/A N/A N/A 3 N/A N/A N/A N/A N/A 48 N/A $ 27,547.83 N/A N/A N/A N/A 207 - PALO VERDE 215 - EMERGENCY MANAGEMENT TOTAL SOURCES $ 354,560 931,558 $ 1,286,118 $ 404,459 978,008 $ 1,382,467 $ 418,829 1,030,081 $ 1,448,910 $ 100 - GENERAL 207 - PALO VERDE 215 - EMERGENCY MANAGEMENT TOTAL USES $ $ $ $ $ 14,370 52,073 66,443 3.6% 5.3% 4.8% 33,152 22,083 51,413 106,648 19.8% 5.9% 5.8% 7.5% Expenditure 176,973 329,936 920,798 $ 1,427,707 167,077 374,647 887,220 $ 1,428,944 133,925 352,564 835,807 $ 1,322,296 $ Activity Narrative: The Planning Activity includes most of the resources and services that previously had been associated with the Training and Exercise Activity and the Public Information Activity. All of the Demands, Outputs, Results and Efficiencies have been revised for FY 2010-11. The FY 2010-11 budget supports the Department in providing 100% of the demanded services. 434 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Emergency Management Response and Recovery Program The purpose of the Response and Recovery Program is to provide a coordinated disaster response capability to the people of Maricopa County so they can protect their lives and property and allow them to recover from a disaster. Program Results Measure Description Percent of emergency notifications made within 15 minutes of receipt FY 2009 ACTUAL 97.9% FY 2010 REVISED 100.0% FY 2011 ADOPTED 100.0% REV VS ADPT VAR % 0.0% 0.0% Activities that comprise this program include: • Emergency Operations Management Emergency Operations Activity The purpose of the Emergency Operations Management Activity is to provide notifications and resources to public and private entities, and residents of Maricopa County so they can obtain the knowledge needed to respond to an actual emergency. Mandates: A.R.S. §26-308 establishes that each county and incorporated city and town of the state shall establish and provide for emergency management within its jurisdiction in accordance with state emergency plans and programs. Measure Type Result Output Output Output Demand Efficiency Expenditure Measure Description Percent of emergency notifications made within 15 minutes of receipt Total number of total days in which 24-hour-aday response and recovery function capable of responding within 15 minutes are maintained Total number of emergency notifications made within 15 minutes of receipt Total number of emergency notifications made Total number of emergency notifications required Expenditure per notifications 100 - GENERAL 207 - PALO VERDE 215 - EMERGENCY MANAGEMENT TOTAL USES FY 2009 ACTUAL 97.9% FY 2010 REVISED 100.0% REV VS ADPT VAR % 0.0% 0.0% FY 2011 ADOPTED 100.0% 365 365 365 - 0.0% 192 375 375 - 0.0% 192 196 375 375 375 375 - 0.0% 0.0% $ 167.55 $ 132.73 $ 577.05 $ (444.32) -334.7% $ 26,713 847 4,609 32,169 $ 6,656 14,197 28,922 49,775 $ 39,763 44,801 131,831 216,395 $ (33,107) (30,604) (102,909) (166,620) -497.4% -215.6% -355.8% -334.7% $ $ $ $ Activity Narrative: The FY 2010-11 budget supports the department in meeting 100% of the demand. Expenditures for this Activity have increased by 334.7% due to the changes in the Department’s strategic business plan in which some of the services that formally belonged to the Training and Exercise and Public Information Activities now belong to this activity. 435 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Emergency Management Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 173,881 $ - FY 2010 Revised Budget $ 173,881 $ - FY 2011 Budget Target $ 173,881 $ - $ 2,928 $ 2,520 408 (2,928) $ (2,928) - 173,881 $ 0.0% - Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments $ FY 2011 Adopted Budget Percent Change from Target Amount $ Palo Verde Fund (207) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 404,459 $ 404,459 FY 2010 Revised Budget $ 404,459 $ 404,459 FY 2011 Budget Target $ 404,459 $ 404,459 $ 4,334 $ 3,780 554 10,036 $ 10,036 14,370 14,370 418,829 $ 3.6% 418,829 3.6% Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments $ FY 2011 Adopted Budget Percent Change from Target Amount $ 436 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Emergency Management Palo Verde Fund (207) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED Beginning Spendable Fund Balance $ 367,957 $ 420,415 $ 420,415 $ 382,014 $ 411,591 Sources: Operating Total Sources: $ $ 365,960 365,960 $ $ 404,459 404,459 $ $ 404,459 404,459 $ $ 407,196 407,196 $ $ 418,829 418,829 Uses: Operating Total Uses: $ $ 351,896 351,896 $ $ 404,459 404,459 $ $ 404,459 404,459 $ $ 377,619 377,619 $ $ 418,829 418,829 Structural Balance $ 14,064 $ - $ - $ 29,577 $ - Accounting Adjustments $ (7) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 420,415 420,415 $ $ 420,415 420,415 $ $ 411,591 411,591 $ $ 411,591 411,591 382,014 382,014 $ $ Emergency Management Fund (215) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 908,008 $ 908,008 FY 2010 Revised Budget $ 908,008 $ 908,008 $ (47,267) $ (47,267) 47,267 $ 47,267 - $ 908,008 $ 908,008 $ 11,438 $ 10,080 1,358 110,635 $ 110,635 122,073 122,073 1,030,081 $ 13.4% 1,030,081 13.4% Adjustments: Budget Balancing PEHPEP FY 09 Adjustments Structural Balance Structural Balance Agenda Item: C-49-09-066-2-00 $ FY 2011 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Additional Grant Funding $ $ FY 2011 Adopted Budget Percent Change from Target Amount 110,635 $ 437 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Emergency Management Emergency Management Fund (215) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants BLM Grant Nat Fire Plan Intergovernmental Agreements Wick enburg RFD Wildfire Plan $ 20,000 $ 20,000 $ 30,000 $ 30,000 20,000 $ 20,000 30,000 30,000 20,000 20,000 $ 70,000 $ 70,000 $ (30,000) $ (30,000) (20,000) $ (20,000) (30,000) (30,000) (20,000) (20,000) $ 20,000 $ 20,000 $ (20,000) $ (20,000) (20,000) (20,000) $ - $ -100.0% -100.0% Agenda Item: C-15-10-008-G-00 $ C-15-10-004-3-00 FY 2010 Revised Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants BLM Grant Nat Fire Plan Intergovernmental Agreements Wick enburg RFD Wildfire Plan Agenda Item: C-15-10-008-G-00 $ C-15-10-004-3-00 FY 2011 Budget Target Adjustments: Base Adjustments Other Base Adjustments FY 2011 Adopted Budget Percent Change from Target Amount Emergency Management Fund (215) Fund Balance Summary FY 2009 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: $ $ $ FY 2010 ADOPTED (195,971) $ FY 2010 REVISED FY 2011 ADOPTED (94,233) $ (94,233) $ 908,008 20,000 928,008 $ 908,008 70,000 978,008 $ 979,836 70,000 $ 1,049,836 $ 1,030,081 $ 1,030,081 $ $ $ 908,008 70,000 978,008 $ 836,526 2,500 839,026 $ 1,030,081 $ 1,030,081 869,267 62,291 931,558 $ $ $ 908,008 20,000 928,008 $ FY 2010 FORECAST $ (57,851) $ 152,959 Uses: Operating Non-Recurring Total Uses: $ 818,415 160,438 978,853 Structural Balance $ 50,852 $ - $ - $ 143,310 $ - Accounting Adjustments $ 185,415 $ - $ - $ - $ - $ - $ (57,851) (57,851) $ - $ (94,233) (94,233) $ 152,959 152,959 $ 152,959 152,959 Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ $ - $ (94,233) (94,233) $ $ The Emergency Management Grant Fund receives grant and intergovernmental revenue. Grant revenue is received as a reimbursement which results in a deficit balance at the close of fiscal yearend. 438 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology Enterprise Technology Analysis by Angie Flick, Management & Budget Supervisor Summary Mission The mission of the Office of Enterprise Technology (OET) is to provide secure, cost-efficient, and highquality technology solutions to County departments so they can best serve our citizens and communities. Vision Delivering innovative solutions with accountability. Strategic Goals • By June, 2013, OET will improve customer satisfaction with the timeliness and quality of services as evidenced by an increase in our customer satisfaction score to 98% (based on OET administered customer service surveys) and will improve employee satisfaction as evidenced by an increase in our employee satisfaction score to 85% (based on the County Employee Satisfaction Survey). Status: This is a new goal for OET. The Department’s current customer service satisfaction for FY 2009-10 is 93.1% through February 2010. The most current employee satisfaction score is 73.25%. • By June, 2014, OET will ensure 95% of the OET-managed County technology infrastructure will be within current lifecycle standards to meet customer demands and industry best practices. Status: The Department is gathering information to establish a definitive baseline for this goal. • By October, 2016, 75% of IT services will be in compliance with approved IT standards. Status: The Department is gathering information to establish a definitive baseline for this goal. 439 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology Sources and Uses by Program and Activity FY 2009 ACTUAL PROGRAM / ACTIVITY SOURCES DTNW - DATA NETWORK PLCD - PERSONAL COMMUNICATION DEVICES RDNW - RADIO NETWORK RMAC - REMOTE ACCESS VCST - VOICE SYSTEMS 41IF - INFO TECHNOLOGY INFRASTRUCTURE $ GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % $ 5,682,033 $ 2,993,817 4,652,088 167,064 7,873,071 21,368,073 $ 4,048,603 $ 2,400,135 3,258,262 156,192 6,057,477 15,920,669 $ 6,048,603 $ 2,400,135 3,258,262 156,192 6,057,477 17,920,669 $ 4,116,250 $ 2,423,337 2,946,295 148,186 6,812,893 16,446,961 $ 4,676,492 $ 2,180,312 3,496,957 5,619,222 15,972,983 $ (1,372,111) (219,823) 238,695 (156,192) (438,255) (1,947,686) -22.7% -9.2% 7.3% -100.0% -7.2% -10.9% $ $ 133,634 $ 133,634 $ - $ - $ - $ - $ 100,544 $ 100,544 $ - $ - $ - N/A N/A TOTAL PROGRAMS $ 21,501,707 $ 15,920,669 $ 17,920,669 $ 16,547,505 $ 15,972,983 $ (1,947,686) -10.9% 4,994,511 $ 106,033 2,000,004 2,450,743 5,400,425 14,951,716 $ 10,133,974 $ 106,033 2,000,004 3,450,743 6,394,808 22,085,562 $ 5,005,501 $ 67,503 2,266,323 3,879,626 6,439,272 17,658,225 $ 5,316,137 $ 59,127 2,000,004 2,569,676 7,836,230 17,781,174 $ 4,817,837 46,906 881,067 (1,441,422) 4,304,388 47.5% 44.2% 0.0% 25.5% N/A -22.5% 19.5% USES DTNW - DATA NETWORK NWPT - NETWORK PROTECTION PLCD - PERSONAL COMMUNICATION DEVICES RDNW - RADIO NETWORK RMAC - REMOTE ACCESS VCST - VOICE SYSTEMS 41IF - INFO TECHNOLOGY INFRASTRUCTURE $ $ 5,679,647 $ 75,241 2,890,893 4,060,992 1,900 5,919,850 18,628,523 $ EPMG - ENTERPRISE MANAGEMENT 41MG - INFO TECHNOLOGY MANAGEMENT $ $ 969,121 $ 969,121 $ 455,216 $ 455,216 $ 455,216 $ 455,216 $ 666,384 $ 666,384 $ 495,116 $ 495,116 $ (39,900) (39,900) -8.8% -8.8% BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ 8,731 $ 316,180 65,519 1,154,532 1,544,962 $ - $ 227,773 60,980 1,958,134 2,246,887 $ - $ 227,773 60,980 1,958,134 2,246,887 $ - $ 217,755 72,284 1,771,348 2,061,387 $ - $ 211,015 61,473 1,715,334 1,987,822 $ 16,758 (493) 242,800 259,065 N/A 7.4% -0.8% 12.4% 11.5% 422,470 $ 13,140 435,610 $ 343,857 $ 7,338 351,195 $ 343,857 $ 7,338 351,195 $ 343,857 $ 7,332 351,189 $ 460,915 $ 19,317 480,232 $ (117,058) (11,979) (129,037) -34.0% -163.2% -36.7% $ 4,378,270 $ 617,538 973,462 372,633 2,097,164 8,439,067 $ 2,821,726 $ 540,935 952,608 329,624 1,967,219 6,612,112 $ 2,517,388 $ 565,067 919,368 332,507 1,970,729 6,305,059 $ 2,507,196 $ 447,462 778,169 339,101 1,853,393 5,925,321 $ 2,656,710 $ 646,077 484,666 201,162 2,344,649 6,333,264 $ (139,322) (81,010) 434,702 131,345 (373,920) (28,205) -5.5% -14.3% 47.3% 39.5% -19.0% -0.4% TOTAL PROGRAMS $ 30,017,283 $ 24,617,126 $ 31,443,919 $ 26,662,506 $ 27,077,608 $ $ CSCA - CENTRAL SERVICE COST ALLOC ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER DESK - DESKTOP SUPPORT HDSP - HELP DESK SUPPORT VANS - INFRASTRUCTURE NETWORK SVCS 99IT - INFORMATION TECHNOLOGY $ $ 4,366,311 13.9% Sources and Uses by Category CATEGORY CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0636 - INTERNAL SERVICE CHARGES SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ FY 2009 ACTUAL FY 2010 ADOPTED 822,505 $ 19,440,465 20,262,970 $ $ SUBTOTAL $ 133,634 1,105,103 1,238,737 ALL REVENUES $ TOTAL SOURCES $ FY 2010 REVISED 685,264 $ 15,224,405 15,909,669 $ FY 2010 FORECAST REV VS ADPT VAR % FY 2011 ADOPTED 685,264 $ 17,224,405 17,909,669 $ 631,230 $ 15,807,896 16,439,126 $ 352,760 $ 15,509,223 15,861,983 $ - $ 11,000 11,000 $ 100,544 $ 7,835 108,379 $ 100,000 $ 11,000 111,000 $ (332,504) (1,715,182) (2,047,686) $ $ 11,000 11,000 21,501,707 $ 15,920,669 $ 17,920,669 $ 16,547,505 $ 15,972,983 $ (1,947,686) -10.9% 21,501,707 $ 15,920,669 $ 17,920,669 $ 16,547,505 $ 15,972,983 $ (1,947,686) -10.9% 440 $ 100,000 100,000 -48.5% -10.0% -11.4% N/A 0.0% 909.1% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology Sources and Uses by Category (continued) CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % 7,502,338 $ 3,158 92,292 2,191,555 73,759 (1,586,837) 436,515 8,712,780 $ 7,898,790 $ 70,397 2,309,938 17,004 (2,659,479) 1,086,319 8,722,969 $ 7,685,401 $ 70,397 2,244,472 17,004 (2,659,479) 1,086,319 8,444,114 $ 7,425,978 $ 56,426 2,196,795 40,090 (2,451,338) 1,036,823 8,304,774 $ 7,231,079 $ 51,735 2,346,911 8,619 (2,554,277) 1,110,751 8,194,818 $ 454,322 18,662 (102,439) 8,385 (105,202) (24,432) 249,296 5.9% N/A 26.5% -4.6% 49.3% 4.0% -2.2% 3.0% SUBTOTAL $ 3,131,215 $ 23,376 230,370 (32,549) 3,352,412 $ 555,724 $ 33,768 (28,873) 12,678 573,297 $ 555,724 $ 33,768 (28,873) 12,678 573,297 $ 1,594,329 $ 25,215 (24,190) 14,953 1,610,307 $ 572,517 $ 33,768 (29,078) 12,678 589,885 $ (16,793) 205 (16,588) -3.0% 0.0% N/A -0.7% 0.0% -2.9% SERVICES 0811 - HEALTH CARE SERVICES $ 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ - $ 3,439,333 7,024 3,379,086 2,086 136,030 10,345 60,443 7,329 8,260,415 (190,865) 22,777 15,134,003 $ - $ 1,733,378 11,520 4,045,294 8,000 175,065 10,464 103,041 3,456 7,237,709 (839,574) 107,834 12,596,187 $ - $ 5,863,229 11,520 4,017,096 8,000 3,175,065 10,464 103,041 3,456 7,237,709 (839,574) 107,834 19,697,840 $ - $ 1,817,701 8,963 4,733,657 6,606 150,016 14,610 77,178 5,909 7,411,571 (501,003) 147,326 13,872,534 $ 168,575 $ 2,212,462 11,520 3,890,829 8,000 175,365 10,464 51,396 3,050 7,417,024 (531,770) 66,093 13,483,008 $ (168,575) 3,650,767 126,267 2,999,700 51,645 406 (179,315) (307,804) 41,741 6,214,832 N/A 62.3% 0.0% 3.1% 0.0% 94.5% 0.0% 50.1% 11.7% -2.5% 36.7% 38.7% 31.6% CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ - $ 342,591 8,398 2,044,629 (125,185) 125,185 2,395,618 $ - $ 74,000 2,378,954 (247,951) 175,813 2,380,816 $ - $ 74,000 2,378,954 (247,951) 175,813 2,380,816 $ 250,000 $ 443,329 10,000 1,868,068 (185,269) 144,906 2,531,034 $ - $ 2,272,139 91,000 2,105,843 (245,185) 125,185 4,348,982 $ (2,272,139) (17,000) 273,111 (2,766) 50,628 (1,968,166) N/A N/A -23.0% 11.5% 1.1% 28.8% -82.7% ALL EXPENDITURES $ 29,594,813 $ 24,273,269 $ 31,096,067 $ 26,318,649 $ 26,616,693 $ 4,479,374 14.4% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 422,470 $ 422,470 $ 343,857 $ 343,857 $ 347,852 $ 347,852 $ 343,857 $ 343,857 $ 460,915 $ 460,915 $ TOTAL USES $ 30,017,283 $ 24,617,126 $ 31,443,919 $ 26,662,506 $ 27,077,608 $ 4,366,311 FY 2011 ADOPTED REV VS ADPT VAR % SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ (113,063) (113,063) -32.5% -32.5% 13.9% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 681 TELECOMMUNICATIONS OPERATING NON-RECURRING FY 2009 ACTUAL $ FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FUND TOTAL SOURCES $ 20,402,707 $ 1,099,000 21,501,707 $ 15,920,669 $ 15,920,669 $ 17,920,669 $ 17,920,669 $ 16,547,505 $ 16,547,505 $ 15,972,983 $ 15,972,983 $ (1,947,686) (1,947,686) -10.9% N/A -10.9% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 20,402,707 $ 1,099,000 $ 21,501,707 $ 15,920,669 $ - $ 15,920,669 $ 17,920,669 $ - $ 17,920,669 $ 16,547,505 $ - $ 16,547,505 $ 15,972,983 $ - $ 15,972,983 $ (1,947,686) (1,947,686) -10.9% N/A -10.9% 441 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology Sources and Uses by Fund and Function (continued) FY 2009 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING $ FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % 10,003,694 $ 10,003,694 $ 7,614,262 $ 7,614,262 $ 7,307,209 $ 7,307,209 $ 6,908,271 $ 6,908,271 $ 6,892,486 $ 289,000 7,181,486 $ FUND TOTAL USES $ 17,264,809 $ 2,748,780 20,013,589 $ 15,900,559 $ 1,102,305 17,002,864 $ 17,900,559 $ 6,236,151 24,136,710 $ 15,710,707 $ 4,043,528 19,754,235 $ 15,972,983 $ 3,923,139 19,896,122 $ 1,927,576 2,313,012 4,240,588 10.8% 37.1% 17.6% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 27,268,503 $ 2,748,780 $ 30,017,283 $ 23,514,821 $ 1,102,305 $ 24,617,126 $ 25,207,768 $ 6,236,151 $ 31,443,919 $ 22,618,978 $ 4,043,528 $ 26,662,506 $ 22,865,469 $ 4,212,139 $ 27,077,608 $ 2,342,299 2,024,012 4,366,311 9.3% 32.5% 13.9% FUND TOTAL USES $ 681 TELECOMMUNICATIONS OPERATING NON-RECURRING $ 414,723 (289,000) 125,723 5.7% N/A 1.7% Staffing by Program and Activity PROGRAM / ACTIVITY EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROGRAM TOTAL DATA NETWORK RADIO NETWORK VOICE SYSTEMS PROGRAM TOTAL INFO TECHNOLOGY MANAGEMENT ENTERPRISE MANAGEMENT PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP DATA CENTER DESKTOP SUPPORT HELP DESK SUPPORT INFRASTRUCTURE NETWORK SVCS PROGRAM TOTAL DEPARTMENT TOTAL FY 2009 FY 2010 ADOPTED ADOPTED 7.00 6.00 5.00 6.00 1.00 2.00 13.00 14.00 15.00 13.00 16.00 16.00 10.00 8.00 41.00 37.00 FY 2010 FY 2010 REVISED FORECAST 6.00 6.00 6.00 6.00 2.00 2.00 14.00 14.00 13.00 13.00 16.00 16.00 8.00 8.00 37.00 37.00 FY 2011 ADOPTED 5.00 6.00 2.00 13.00 13.00 16.00 8.00 37.00 REV TO ADPT VAR % (1.00) -16.7% 0.0% 0.0% (1.00) -7.1% 0.0% 0.0% 0.0% 0.0% 10.00 10.00 7.00 7.00 7.00 7.00 7.40 7.40 6.40 6.40 (0.60) (0.60) -8.6% -8.6% 43.00 10.00 14.00 6.00 5.00 78.00 142.00 34.00 7.00 11.00 5.00 4.00 61.00 119.00 34.00 7.00 11.00 5.00 4.00 61.00 119.00 29.00 6.00 10.00 5.00 4.00 54.00 112.40 30.00 7.00 9.00 5.00 4.00 55.00 111.40 (4.00) (2.00) (6.00) (7.60) -11.8% 0.0% -18.2% 0.0% 0.0% -9.8% -6.4% 442 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology Staffing by Market Range Title MARKET RANGE TITLE Accountant Accounting Specialist Admin/Operations Specialist Administrator Applications Development Mgr Applications Development Supv Business/Systems Analyst Business/Systems Analyst-Sr/Ld Chief Technology Officer Computer Operator Data Security Analyst Data Security Analyst Sr/Ld Database Administrator Database Report Writer Analyst Events Operation Manager Executive Assistant Financial Support Supv - Dept Help Desk Coordinator Help Desk Coordinator - Sr/Ld HST Analyst Human Resources Analyst Human Resources Specialist IS Architect IS Project Manager IS Project Manager - Sr/Ld IT Consultant IT Division Manager IT Senior Manager IT Services Supv Management Analyst Network Engineer Network Engineer - Sr/Ld Office Assistant Operations Support Analyst PC/LAN Analyst PC/LAN Tech Support Procurement Specialist Programmer/Analyst Programmer/Analyst - Sr/Ld Systems Admin & Analysis Mgr Systems Admin & Analysis Supv Systems/Network Administrator Systems/Network Admin-Sr/Ld Technical Support Mgr Telecomm Engineer Telecomm Engineer - Sr/Ld Telecomm Prgrmr/Analyst Telecomm Prgrmr/Analyst-Sr/Ld Telecommunications Tech Telecommunications Tech-Sr/Ld Web Designer/Developer Web Designer/Developer-Sr/Ld Department Total FY 2009 ADOPTED 1.00 4.00 2.00 1.00 1.00 1.00 5.00 4.00 1.00 2.00 1.00 1.00 5.00 1.00 1.00 1.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 3.00 7.00 2.00 6.00 3.00 1.00 2.00 2.00 1.00 3.00 1.00 9.00 1.00 2.00 11.00 1.00 4.00 6.00 6.00 1.00 5.00 1.00 2.00 2.00 6.00 8.00 3.00 1.00 142.00 FY 2010 ADOPTED 1.00 4.00 1.00 1.00 1.00 1.00 4.00 3.00 1.00 2.00 1.00 4.00 1.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 3.00 6.00 2.00 4.00 3.00 1.00 1.00 2.00 2.00 1.00 7.00 1.00 2.00 8.00 1.00 2.00 4.00 6.00 5.00 1.00 2.00 2.00 6.00 7.00 2.00 1.00 119.00 443 FY 2010 REVISED 1.00 4.00 1.00 1.00 1.00 1.00 4.00 3.00 1.00 2.00 1.00 4.00 1.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 3.00 6.00 2.00 4.00 3.00 1.00 1.00 2.00 2.00 1.00 7.00 1.00 2.00 8.00 1.00 2.00 4.00 6.00 5.00 1.00 2.00 2.00 6.00 7.00 2.00 1.00 119.00 FY 2010 FORECAST 1.00 4.00 1.00 1.00 1.00 1.00 2.00 4.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 1.00 1.00 1.00 3.00 5.40 2.00 4.00 3.00 1.00 1.00 2.00 2.00 1.00 6.00 1.00 1.00 6.00 1.00 3.00 4.00 5.00 5.00 1.00 2.00 2.00 6.00 7.00 2.00 1.00 112.40 FY 2011 ADOPTED 1.00 4.00 1.00 1.00 1.00 1.00 2.00 4.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 4.00 4.40 2.00 4.00 3.00 1.00 1.00 2.00 2.00 1.00 6.00 1.00 6.00 1.00 3.00 5.00 6.00 5.00 1.00 2.00 2.00 6.00 7.00 2.00 1.00 111.40 REV TO ADPT VAR % 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% (2.00) -50.0% 1.00 33.3% 0.0% (1.00) -50.0% N/A 0.0% 0.0% 0.0% (1.00) -100.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% (1.00) -100.0% 0.0% 1.00 33.3% (1.60) -26.7% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A 0.0% 0.0% (1.00) -14.3% 0.0% (2.00) -100.0% (2.00) -25.0% 0.0% 1.00 50.0% 1.00 25.0% 0.0% N/A 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% (7.60) -6.4% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology Staffing by Fund FUND 100 - GENERAL 681 - TELECOMMUNICATIONS DEPARTMENT TOTAL FY 2009 ADOPTED 98.00 44.00 142.00 FY 2010 ADOPTED 79.00 40.00 119.00 FY 2010 REVISED 79.00 40.00 119.00 FY 2010 FORECAST 71.40 40.00 112.40 FY 2011 ADOPTED 71.40 40.00 111.40 REV TO ADPT VAR % (7.60) -9.6% 0.0% (7.60) -6.4% General Adjustments Personnel: Health insurance premiums for medical and dental coverage and employer costs for retirement/long-term disability are increasing a total of $109,185 for FY 2010-11. Salary adjustments; aligning budgeted hourly rates to current employee level and expected new-hire levels; adjustments to the allocations out to other funds and salary/benefit savings are adjusted decreasing personnel costs by $190,185. The net effect is zero. Position Restatement: Effective January 2010, positions were restated to the Treasurer’s Office and four positions were added to the Department to make the operations appropriately staffed. The net impact to the Department’s General Fund is a decrease of $621,128 from FY 2009-10 Adopted budget to the FY 2010-11 budget. Additionally one position has been restated to the County Manager’s Office effective FY 2010-11. Infrastructure: $1,200,000 is being carried over for the telecommunications closet build outs for the network infrastructure refresh project. Vehicle Replacements: Funding for two vehicle replacements for telecommunication vehicles is included in the Non-Recurring/Non-Project Telecommunications Fund. Technology: $289,000 for infrastructure to implement OnBase for growth to an enterprise platform for electronic data management and workflow. Programs and Activities Information Technology Infrastructure Program The purpose of the Information Technology Infrastructure (Telecommunications) program is to provide a common integrated, robust, electronic platform to County departments, participating jurisdictions and the public so that they can conveniently and dependably conduct business regardless of location. 444 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology Program Results Measure Description Percent of time Downtown Network is connected to host Percent of time SmartZone system is operating at 100% of capacity during a quarter (24/7) Percent of time remote access system (RAS) is fully operational during a quarter (24/7) FY 2009 ACTUAL N/A FY 2010 REVISED 100.0% FY 2011 ADOPTED 100.0% N/A 95.0% 95.0% 0.0% 0.0% N/A 99.0% 99.0% 0.0% 0.0% N/A 99.0% 99.0% 0.0% 0.0% Percent of time Voice Systems are operational during a quarter 24/7 Activities that comprise this program include: • Data Network • Network Protection • Personal Communication Devices • • REV VS ADPT VAR % 0.0% 0.0% Radio Network Voice Systems Data Network Activity The purpose of the Data Network Activity is to provide a stable network with adequate bandwidth for County applications to County employees and the public so that they can transact business electronically. Mandates: Not a mandated activity. Measure Type Result Output Output Demand Efficiency Revenue Measure Description Percent of time Downtown Network is connected to host Number of work orders completed Amount of time in period Number of work and repair orders anticipated Cost per work order completed FY 2009 ACTUAL N/A FY 2010 REVISED 100.0% N/A N/A N/A N/A $ 3,420 6,264 3,420 2,963.15 REV VS ADPT VAR % 0.0% 0.0% FY 2011 ADOPTED 100.0% $ 2,024 6,264 2,024 2,626.55 $ (1,396) (1,396) 336.60 -40.8% 0.0% -40.8% 11.4% 681 - TELECOMMUNICATIONS TOTAL SOURCES $ 5,682,033 $ 5,682,033 $ 6,048,603 $ 6,048,603 $ 4,676,492 $ 4,676,492 $ (1,372,111) $ (1,372,111) -22.7% -22.7% 681 - TELECOMMUNICATIONS TOTAL USES $ 5,679,647 $ 5,679,647 $ 10,133,974 $ 10,133,974 $ 5,316,137 $ 5,316,137 $ 4,817,837 $ 4,817,837 47.5% 47.5% Expenditure Activity Narrative: The FY 2010-11 budget supports the Department in meeting 100% of the demand. The FY 2010-11 budget includes $1,200,000 that is being carried over for telecommunications closet build outs in conjunction with the network infrastructure refresh. Network Protection Activity The purpose of the Network Protection Activity is to proactively monitor each server accessible to the internet on the County network making sure that vulnerabilities are detected and appropriate patches deployed so that County employees and the public have un-interrupted access and have confidence in the integrity of resources and data. Mandates: Not a mandated activity. 445 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Output Demand Efficiency Measure Description Number of network protection products deployed. Number of network connected devices needing protection. Expenditure per network protection products deployed. Department Strategic Plans and Budgets Enterprise Technology FY 2009 ACTUAL N/A FY 2010 REVISED 432 FY 2011 ADOPTED 516 N/A 424,356 424,356 N/A $ REV VS ADPT VAR % 84 19.4% - 0.0% 245.45 $ 114.59 $ 130.86 53.3% 106,033 106,033 $ $ 59,127 59,127 $ $ 46,906 46,906 44.2% 44.2% Expenditure 681 - TELECOMMUNICATIONS TOTAL USES $ $ 75,241 75,241 $ $ Activity Narrative: The FY 2010-11 budget supports the Department in protecting 100% of the connected devices needing protection. As security threats to the network change and increase, more products are required to mitigate the threats. Additionally, security protocols are being incorporated in systems and products which are utilized in other program areas which results in less expenditures specifically in this activity. Personal Communication Devices Activity The purpose of the Personal Communication Devices Activity is to provide County employees with wireless communications devices obtained via approved vendors so that they can communicate from any location at any time. Mandates: Not a mandated activity. Measure Type Output Demand Efficiency Revenue Measure Description Number of cell phones in the County Number of new cell phones anticipated Expenditure per cell phone FY 2009 FY 2010 ACTUAL REVISED N/A 4,907 N/A 80 N/A $ 407.58 FY 2011 ADOPTED 4,907 80 $ 407.58 REV VS ADPT VAR % 0.0% 0.0% 0.0% 681 - TELECOMMUNICATIONS TOTAL SOURCES $ 2,993,817 $ 2,993,817 $ 2,400,135 $ 2,400,135 $ 2,180,312 $ 2,180,312 $ $ 681 - TELECOMMUNICATIONS TOTAL USES $ 2,890,893 $ 2,890,893 $ 2,000,004 $ 2,000,004 $ 2,000,004 $ 2,000,004 $ $ (219,823) (219,823) -9.2% -9.2% Expenditure - 0.0% 0.0% Activity Narrative: The FY 2010-11 budget supports the Department in meeting 100% of the demand. The number of wireless devices is expected to remain the same over last year as the County has not seen growth in the number of employees or an increase to discretionary spending. Radio Network Activity The purpose of the Radio Network Activity is to provide robust and reliable wireless voice communications to public safety and public works customers, County and non-County, so that they can communicate throughout Maricopa County. Mandates: Not a mandated activity. 446 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Demand Efficiency Measure Description Percent of time SmartZone system is operating at 100% of capacity during a quarter (24/7) Number of work orders completed Number of work orders anticipated Average cost to complete a billable work order Department Strategic Plans and Budgets Enterprise Technology FY 2009 ACTUAL N/A FY 2010 REVISED 95.0% N/A N/A N/A $ 3,030 3,200 1,138.86 FY 2011 ADOPTED 95.0% $ 3,200 3,200 803.02 REV VS ADPT VAR % 0.0% 0.0% $ 170 335.84 5.6% 0.0% 29.5% Revenue 681 - TELECOMMUNICATIONS TOTAL SOURCES $ 4,652,088 $ 4,652,088 $ 3,258,262 $ 3,258,262 $ 3,496,957 $ 3,496,957 $ $ 238,695 238,695 7.3% 7.3% 681 - TELECOMMUNICATIONS TOTAL USES $ 4,060,992 $ 4,060,992 $ 3,450,743 $ 3,450,743 $ 2,569,676 $ 2,569,676 $ $ 881,067 881,067 25.5% 25.5% Expenditure Activity Narrative: The FY 2010-11 budget supports the operations of the Radio Network Activity. The FY 2010-11 budget includes $190,000 of one-time funding for a vehicle replacement as well as an upgrade to the software utilized by the Radio Shop for the work order system. Voice Systems Activity The purpose of the Voice Systems Activity is to provide stable telecommunication related services, analysis and repair to all County agencies so that the County employees and public can interact in a reliable and easy manner. Mandates: Not a mandated activity. Measure Type Result Output Output Demand Efficiency Revenue Measure Description Percent of time Voice Systems are operational during a quarter 24/7 Number of work orders completed Amount of time during the quarter Number of work orders anticipated Expenditure per port FY 2009 ACTUAL N/A FY 2010 REVISED 99.0% N/A N/A N/A N/A $ 4,034 6,264 4,800 412.44 FY 2011 ADOPTED 99.0% $ 4,800 6,264 4,800 135.11 REV VS ADPT VAR % 0.0% 0.0% $ 766 277.33 19.0% 0.0% 0.0% 67.2% 681 - TELECOMMUNICATIONS TOTAL SOURCES $ 7,873,071 $ 7,873,071 $ 6,057,477 $ 6,057,477 $ 5,619,222 $ 5,619,222 $ $ (438,255) (438,255) -7.2% -7.2% 681 - TELECOMMUNICATIONS TOTAL USES $ 5,919,850 $ 5,919,850 $ 6,394,808 $ 6,394,808 $ 7,836,230 $ 7,836,230 $ (1,441,422) $ (1,441,422) -22.5% -22.5% Expenditure Activity Narrative: The FY 2010-11 budget supports the Department in providing voice/telephone services to the County. The expenditure reduction is related to the expected decrease in demand for services as County government reduces in size, which is directly tied to the revenue the department receives for the services provided. 447 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2010 Adopted Budget Adjustments: Information and Communications Technology Technology Projects E-Procurement and Vendor Mgmt Supplemental Funding Mid-Year Adjustments Treasurer Settlement - $ 3,510 $ 3,510 - $ (310,563) $ (310,563) - $ 7,307,209 $ - $ 3,510 $ 3,510 (107,668) $ (107,668) - $ (310,565) $ (310,565) - $ 6,892,486 $ - $ 109,185 $ 91,476 17,709 (109,185) $ (95,573) (13,612) - 6,892,486 $ 0.0% - C-73-10-063-2-00 C-06-10-203-S-02 Agenda Item: C-73-10-063-2-00 $ C-06-10-203-S-02 FY 2011 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Personnel Savings 7,614,262 $ Agenda Item: FY 2010 Revised Budget Adjustments: Information and Communications Technology Technology Projects E-Procurement and Vendor Mgmt Reallocations Reallocation Between Depts Supplemental Funding Mid-Year Adjustments Treasurer Settlement $ Agenda Item: $ FY 2011 Adopted Budget Percent Change from Target Amount $ Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget $ - $ - FY 2010 Revised Budget $ - $ - FY 2011 Budget Target $ - $ - Adjustments: Base Adjustments On Base Enterprise Expansion $ FY 2011 Adopted Budget Percent Change from Target Amount $ 448 289,000 289,000 289,000 $ N/A - Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology Telecommunication Fund (681) Expenditures Revenue OPERATING FY 2010 Adopted Budget Adjustments: Supplemental Funding Mid-Year Adjustments FY 10 Ent Tech Year End Adj 15,920,669 $ 2,000,000 $ 2,000,000 2,000,000 2,000,000 $ 17,900,559 $ 17,920,669 $ (2,000,000) $ (2,000,000) (2,000,000) (2,000,000) $ 15,900,559 $ 15,920,669 $ 59,898 $ 58,710 1,188 12,526 $ 12,526 52,314 52,314 15,972,983 $ 0.5% 15,972,983 0.3% C-41-10-017-2-00 Agenda Item: C-41-10-017-2-00 FY 2011 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Fees and Other Revenues ProgRevenue Volume Inc/Dec 15,900,559 $ Agenda Item: FY 2010 Revised Budget Adjustments: Supplemental Funding Mid-Year Adjustments FY 10 Ent Tech Year End Adj $ Agenda Item: $ FY 2011 Adopted Budget Percent Change from Target Amount $ 449 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology Telecommunication Fund (681) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget Adjustments: Information and Communications Technology Technology Projects Replace Voice Mail System Non Recurring Vehicle Planning to Ent Tech Supplemental Funding Mid-Year Adjustments FY 10 Ent Tech Year End Adj - $ 4,129,851 $ 4,129,851 3,995 $ 3,995 - $ 1,000,000 $ 1,000,000 - $ 6,236,151 $ - $ (1,102,305) $ (1,102,305) - $ (4,129,851) $ (4,129,851) (3,995) $ (3,995) - $ (1,000,000) $ (1,000,000) - $ - $ - $ 2,723,139 $ 2,723,139 - $ 1,200,000 $ 1,200,000 - $ 3,923,139 $ N/A - C-41-10-005-M-00 $ C-41-10-018-V-00 C-41-10-017-2-00 Agenda Item: C-41-10-005-M-00 $ C-41-10-018-V-00 C-41-10-017-2-00 FY 2011 Budget Target Adjustments: Base Adjustments Other Base Adjustments Radio and Data Work Order System Vehicle Replacements Telephone System Refresh - County Satelitte Offices Telecom Consulting/Infrastructure Non Recurring Non Recurring Carry Forward 1,102,305 $ Agenda Item: FY 2010 Revised Budget Adjustments: Base Adjustments Other Base Adjustments Information and Communications Technology Technology Projects Replace Voice Mail System Non Recurring Vehicle Planning to Ent Tech Supplemental Funding Mid-Year Adjustments FY 10 Ent Tech Year End Adj $ Agenda Item: $ FY 2011 Adopted Budget Percent Change from Target Amount 450 110,000 91,000 169,589 2,352,550 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology Telecommunication Fund (681) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED Beginning Spendable Fund Balance $ 6,453,664 $ 8,616,743 $ 8,616,743 $ 7,941,784 $ 4,735,054 Sources: Operating Non-Recurring Total Sources: $ 20,402,707 1,099,000 $ 21,501,707 $ 15,920,669 $ 15,920,669 $ 17,920,669 $ 17,920,669 $ 16,547,505 $ 16,547,505 $ 15,972,983 $ 15,972,983 Uses: Operating Non-Recurring Total Uses: $ 17,264,809 2,748,780 $ 20,013,589 $ 15,900,559 1,102,305 $ 17,002,864 $ 17,900,559 6,236,151 $ 24,136,710 $ 15,710,707 4,043,528 $ 19,754,235 $ 15,972,983 3,923,139 $ 19,896,122 Structural Balance $ 3,137,898 $ 20,110 $ 20,110 $ 836,798 $ - Accounting Adjustments $ $ - $ - $ - $ - Ending Spendable Fund Balance: Committed Assigned Total Ending Spendable Fund Balance 7,941,784 $ 7,941,784 $ 811,915 811,915 2 7,534,548 $ 7,534,548 451 3,404,697 4,735,054 (1,003,995) $ 2,400,702 $ 4,735,054 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Environmental Services Environmental Services Analysis by Angie Flick, Management & Budget Supervisor Summary Mission The mission of the Environmental Services Department is to provide safe food, water, waste disposal and vector borne disease reduction controls to the people of Maricopa County so they may enjoy living in a healthy and safe community. Vision As the recognized regional environmental leader, we will develop and foster innovative environmental health protection programs for the safety of our residents and their environment. Strategic Goals • By June 30, 2015, 75% of customer requests will be processed online to address customer demands. Status: During FY 2008-09, the Department expanded credit card utilization to regional offices in preparation for future wireless online payments. By the end of FY 2014-15, the Department plans to allow customers online payment options and before the end of FY 2009-10 special event electronic terminal payments will be implemented. The new Accela database and permit processing system implementation has been delayed, but is expected to be complete in FY 2010-11 which will facilitate many online customer requests. • By June 30, 2015, reduce vector borne mosquito populations by 5% from 136 positive mosquitoes in FY 2007-08 to 129 positive mosquitoes. Status: Maricopa County experienced an 18% reduction in the mosquito population in FY 200809. The Department has worked hard to eliminate green pools in the valley and the dry year of 2009 assisted in the decreased population. In FY 2008-09, only 112 mosquitoes were positive disease carriers. The wet winter/spring in FY 2009-10 may increase the positive mosquitoes during the summer of 2010. • By June 30, 2013, 90% of qualified new employees will be retained for at least one year to meet customer demands for safe food, water, waste disposal and vector borne disease reduction controls. Status: In FY 2007-08; 79% of employees were retained for at least one year. In FY 2009-10 the department increased that percentage to 84%. 452 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Environmental Services Sources and Uses by Program and Activity FY 2009 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % HCPA - HEALTH CODE PERMITTING 88BP - BUSINESS SERVICES $ $ 9,248 $ 9,248 $ 2,400 $ 2,400 $ 2,400 $ 2,400 $ 3,729 $ 3,729 $ 3,000 $ 3,000 $ 600 600 25.0% 25.0% EHPR - ENV HEALTH PLAN REVIEW FSIA - FOOD NON FOOD INSPECTIONS FSLC - FOOD SERVICE LICENSE FWBI - ENV RELATED ILLNESS INVESTIG 88EH - ENVIRONMENTAL HEALTH SERVICES $ $ 940,315 $ 12,576,689 1,527,004 15,044,008 $ 873,630 $ 10,476,194 1,491,760 12,841,584 $ 873,630 $ 10,476,194 1,491,760 12,841,584 $ 1,123,123 $ 11,498,679 1,525,615 14,147,417 $ 898,133 $ 11,335,895 1,532,303 17,280 13,783,611 $ 24,503 859,701 40,543 17,280 942,027 2.8% 8.2% 2.7% N/A 7.3% EHEN - ENV HEALTH ENFORCEMENT NPRC - NONPERMIT RELATED COMPLIANCE 88EP - ENVIRONMENTAL ENFORCEMENT $ 505,542 $ 505,542 $ 382,248 $ 1,000 383,248 $ 382,248 $ 1,000 383,248 $ 407,684 $ 229,112 636,796 $ 120,000 $ 60,000 180,000 $ 592,285 $ 477,310 1,299,908 421,488 60,000 883,490 994,800 321,015 152,040 5,202,336 $ 592,285 $ 477,310 1,299,908 421,488 60,000 883,490 994,800 321,015 152,040 5,202,336 $ 345,411 $ 464,840 1,559,155 416,275 43,338 11,000 699,846 444,085 158,000 4,141,950 $ 336,593 $ 474,255 1,589,675 421,488 45,075 33,000 704,672 452,638 166,200 4,223,596 $ $ PUBW - PUBLIC WATER PLAN REVIEW SOLW - SOLID WASTE INSPECTION SPCI - SWIMMING POOL INSPECTIONS SPPR - SWIM POOL PLAN REV CONST INSP SSFA - SUBDIV SANITARY FACILITIES SWPA - STORMWATER CONSTRUCTION WASW - WASTEWATER PLAN REVIEW WFIA - PUB WATER FACILITY INSPECTIONS WWFI - WASTEWATER FACILITY INSPECTION 88WW - WATER AND WASTE MANAGEMENT $ $ 709,048 $ 476,830 821,455 629,943 62,758 1,162,911 469,595 133,340 4,465,880 $ ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 175,299 $ 175,299 $ 620,379 $ 620,379 $ 620,379 $ 620,379 $ 359,741 $ 359,741 $ GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ (48,706) $ (48,706) $ - $ - $ - $ - $ TOTAL PROGRAMS $ 20,151,271 $ 19,049,947 $ (262,248) -68.6% 59,000 5900.0% (203,248) -53.0% (255,692) (3,055) 289,767 (14,925) (850,490) (290,128) 131,623 14,160 (978,740) -43.2% -0.6% 22.3% 0.0% -24.9% -96.3% -29.2% 41.0% 9.3% -18.8% 827,002 $ 827,002 $ 206,623 206,623 33.3% 33.3% - $ - $ - $ - $ - N/A N/A 19,049,947 $ 19,289,633 $ 19,017,209 $ (32,738) -0.2% USES HCPA - HEALTH CODE PERMITTING 88BP - BUSINESS SERVICES $ $ 548,957 $ 548,957 $ 606,336 $ 606,336 $ 606,336 $ 606,336 $ 540,162 $ 540,162 $ 611,738 $ 611,738 $ (5,402) (5,402) -0.9% -0.9% EHPR - ENV HEALTH PLAN REVIEW FSIA - FOOD NON FOOD INSPECTIONS FSLC - FOOD SERVICE LICENSE FWBI - ENV RELATED ILLNESS INVESTIG 88EH - ENVIRONMENTAL HEALTH SERVICES $ 634,829 $ 8,021,729 732,381 154,715 9,543,654 $ 612,864 $ 7,380,251 876,067 201,849 9,071,031 $ 612,864 $ 7,382,751 876,067 201,849 9,073,531 $ 720,942 $ 7,244,585 722,699 193,285 8,881,511 $ 950,087 $ 10,513,732 793,314 194,701 12,451,834 $ (337,223) (3,130,981) 82,753 7,148 (3,378,303) -55.0% -42.4% 9.4% 3.5% -37.2% EHEN - ENV HEALTH ENFORCEMENT NPRC - NONPERMIT RELATED COMPLIANCE 88EP - ENVIRONMENTAL ENFORCEMENT $ 972,745 $ 972,745 $ 594,021 $ 140,763 734,784 $ 594,021 $ 140,763 734,784 $ 776,205 $ 127,022 903,227 $ 893,329 $ 137,013 1,030,342 $ (299,308) 3,750 (295,558) -50.4% 2.7% -40.2% 1,007,248 $ 1,519,995 2,527,243 $ 1,078,796 $ 1,518,684 2,597,480 $ 1,078,796 $ 1,518,684 2,597,480 $ 1,099,838 $ 1,277,889 2,377,727 $ 984,482 $ 1,609,740 2,594,222 $ 94,314 (91,056) 3,258 8.7% -6.0% 0.1% 541,003 $ 308,432 470,134 293,145 33,222 55,551 115,296 1,570,413 381,599 96,182 3,864,977 $ 508,970 $ 298,939 897,040 303,740 36,258 20,000 54,366 935,335 1,083,681 425,148 133,281 4,696,758 $ 508,970 $ 298,939 897,040 303,740 36,258 20,000 54,366 935,335 1,083,681 425,148 133,281 4,696,758 $ 414,248 $ 310,311 920,052 255,753 36,266 13,558 74,440 210,149 1,090,135 458,963 150,722 3,934,597 $ 397,584 $ 344,231 864,380 231,689 27,237 13,638 98,359 404,336 144,593 1,191,110 441,211 123,031 4,281,399 $ 111,386 (45,292) 32,660 72,051 9,021 (13,638) (78,359) (349,970) 790,742 (107,429) (16,063) 10,250 415,359 21.9% -15.2% 3.6% 23.7% 24.9% N/A -391.8% -643.7% 84.5% -9.9% -3.8% 7.7% 8.8% 93,753 $ 197,821 234,514 1,765,054 62,869 2,354,011 $ 63,874 $ 162,983 197,459 2,600,006 85,181 3,109,503 $ 63,874 $ 162,983 197,459 2,667,472 85,181 3,176,969 $ 67,930 $ 176,186 166,780 2,360,142 99,173 2,870,211 $ 69,515 $ 142,371 176,219 2,446,735 90,793 2,925,633 $ (5,641) 20,612 21,240 220,737 (5,612) 251,336 -8.8% 12.6% 10.8% 8.3% -6.6% 7.9% 481,622 $ 608,459 1,090,081 $ 589,349 $ 111,180 700,529 $ 589,349 $ 111,180 700,529 $ 589,349 $ 586,543 1,175,892 $ 671,987 $ 302,240 974,227 $ (82,638) (191,060) (273,698) -14.0% -171.8% -39.1% $ 2,454,867 $ 120,499 2,575,366 $ 2,130,299 $ 2,130,299 $ 2,130,299 $ 2,130,299 $ 1,057,633 $ 1,057,633 $ 2,035,807 $ 2,035,807 $ 94,492 94,492 4.4% N/A 4.4% TOTAL PROGRAMS $ 23,477,034 $ 23,646,720 $ 23,716,686 $ 21,740,960 $ 26,905,202 $ (3,188,516) -13.4% VCCM - VECTOR CONTROL COMPLAINT MGMT VECT - VECTOR CTRL PUB ED SURV TRTMNT 88VC - VECTOR CONTROL $ $ $ $ PUBW - PUBLIC WATER PLAN REVIEW SOLW - SOLID WASTE INSPECTION SPCI - SWIMMING POOL INSPECTIONS SPPR - SWIM POOL PLAN REV CONST INSP SSFA - SUBDIV SANITARY FACILITIES SWCC - STORMWATER COUNTY COMPLIANCE SWCE - STORMWATER PUBLIC EDUCATION SWIA - STORMWATER DISCHARGE SWPA - STORMWATER CONSTRUCTION WASW - WASTEWATER PLAN REVIEW WFIA - PUB WATER FACILITY INSPECTIONS WWFI - WASTEWATER FACILITY INSPECTION 88WW - WATER AND WASTE MANAGEMENT $ BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - ADMINISTRATIVE SERVICES $ $ $ CSCA - CENTRAL SERVICE COST ALLOC ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ BUAS - BUSINESS APPLICATION DEV SUPP DESK - DESKTOP SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ 453 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Environmental Services Sources and Uses by Category FY 2009 ACTUAL CATEGORY LICENSES AND PERMITS 0610 - LICENSES AND PERMITS $ SUBTOTAL $ INTERGOVERNMENTAL 0615 - GRANTS $ SUBTOTAL $ CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ FINES & FOREFEITS 0637 - FINES & FORFEITS MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE 13,977,083 13,977,083 FY 2010 ADOPTED $ $ 675,000 $ 675,000 $ 5,031,979 5,031,979 $ $ 13,330,584 13,330,584 FY 2010 REVISED $ $ 900,000 $ 900,000 $ 4,433,963 4,433,963 $ $ 13,330,584 13,330,584 FY 2010 FORECAST $ $ 900,000 $ 900,000 $ 4,433,963 4,433,963 $ $ $ SUBTOTAL $ 328,908 $ 328,908 $ 181,000 $ 181,000 $ 181,000 $ 181,000 $ $ 129,053 $ 9,248 138,301 $ 202,000 $ 2,400 204,400 $ 202,000 2,400 204,400 $ SUBTOTAL $ 13,679,265 13,679,265 FY 2011 ADOPTED REV VS ADPT VAR % $ $ 14,018,663 $ 14,018,663 $ 990,000 $ 990,000 $ 765,000 $ 765,000 $ (135,000) (135,000) -15.0% -15.0% 3,983,744 $ 3,983,744 $ (450,219) (450,219) -10.2% -10.2% $ $ (1,000) (1,000) -0.6% -0.6% 62,002 $ 7,800 69,802 $ (139,998) 5,400 (134,598) -69.3% 225.0% -65.9% (32,738) -0.2% 4,159,948 4,159,948 $ $ 375,670 $ 375,670 $ $ $ 76,361 8,389 84,750 $ 180,000 180,000 ALL REVENUES $ 20,151,271 $ 19,049,947 $ 19,049,947 $ 19,289,633 $ 19,017,209 $ TOTAL SOURCES $ 20,151,271 FY 2009 ACTUAL $ 19,049,947 FY 2010 ADOPTED $ 19,049,947 FY 2010 REVISED $ 19,289,633 FY 2010 FORECAST $ 19,017,209 FY 2011 ADOPTED $ CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 688,079 688,079 5.2% 5.2% (32,738) -0.2% REV VS ADPT VAR % 11,740,274 $ 233,715 3,935,325 243,075 (450,808) 1,357,310 17,058,891 $ 12,477,652 $ 175,396 4,187,199 235,147 (820,353) 1,685,407 17,940,448 $ 12,477,652 $ 175,396 4,187,199 235,147 (820,353) 1,685,407 17,940,448 $ 12,168,610 $ 136,482 4,082,784 92,403 (690,513) 1,462,689 17,252,455 $ 12,601,803 $ 173,405 4,657,993 66,969 (766,560) 1,820,894 18,554,504 $ SUBTOTAL $ 576,274 $ 228,166 345,062 (3,222) 28,263 1,174,543 $ 728,559 $ 244,418 131,800 (5,646) 14,686 1,113,817 $ 728,559 $ 244,418 131,800 (5,646) 14,686 1,113,817 $ 469,539 $ 228,750 83,578 (7,202) 8,956 783,621 $ 1,192,972 $ 277,218 570,000 (4,044) 11,028 2,047,174 $ (464,413) -63.7% (32,800) -13.4% (438,200) -332.5% (1,602) 28.4% 3,658 24.9% (933,357) -83.8% SERVICES 0810 - LEGAL SERVICES $ 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 39,580 $ 1,914,209 921,758 16,257 1,258,831 99,059 24,047 92,480 (295,109) 329,023 4,400,135 $ 30,500 $ 1,330,386 930,919 84,930 1,108,603 127,166 26,210 105,684 (176,589) 197,877 3,765,686 $ 30,500 $ 1,330,386 930,919 84,930 1,108,603 127,166 26,210 105,684 (176,589) 197,877 3,765,686 $ 14,000 $ 1,350 362,422 1,001,380 68,181 989,699 79,821 111,496 86,559 (202,982) 253,503 2,765,429 $ 15,000 $ 1,753,608 1,012,786 39,602 813,511 86,968 83,631 95,296 (166,526) 249,287 3,983,163 $ 15,500 50.8% N/A (423,222) -31.8% (81,867) -8.8% 45,328 53.4% 295,092 26.6% 40,198 31.6% (57,421) -219.1% 10,388 9.8% (10,063) 5.7% (51,410) -26.0% (217,477) -5.8% CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ - $ 274,563 (2,167) 6,397 278,793 $ - $ 48,000 184,864 4,556 237,420 $ - $ 48,000 184,864 4,556 237,420 $ 79,784 $ 205,670 4,924 290,378 $ - $ 17,687 125,880 4,807 148,374 $ 30,313 58,984 (251) 89,046 N/A 63.2% 31.9% N/A -5.5% 37.5% ALL EXPENDITURES $ 22,912,362 $ 23,057,371 $ 23,057,371 $ 21,091,883 $ 24,733,215 $ (1,675,844) -7.3% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 564,672 $ 564,672 $ 589,349 $ 589,349 $ 659,315 $ 659,315 $ 649,077 $ 649,077 $ 2,171,987 $ 2,171,987 $ TOTAL USES $ 23,477,034 $ 23,646,720 $ 23,716,686 $ 21,740,960 $ 26,905,202 $ SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ 454 (124,151) 1,991 (470,794) 168,178 (53,793) (135,487) (614,056) -1.0% 1.1% -11.2% 71.5% 6.6% -8.0% -3.4% (1,512,672) -229.4% (1,512,672) -229.4% (3,188,516) -13.4% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Environmental Services Sources and Uses by Fund and Function FY 2009 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING $ FUND TOTAL SOURCES $ 505 ENVIRONMENTAL SERVICES GRANT OPERATING $ FUND TOTAL SOURCES $ 506 ENVIRONMTL SVCS ENV HEALTH OPERATING $ FUND TOTAL SOURCES $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING $ FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED 700 $ 700 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 229,112 $ 229,112 $ 60,000 $ 60,000 $ 677,460 $ 677,460 $ 902,000 $ 902,000 $ 902,000 $ 902,000 $ 990,837 $ 990,837 $ 765,000 $ 765,000 $ 19,473,111 $ 19,473,111 $ 18,146,947 $ 18,146,947 $ 18,146,947 $ 18,146,947 $ 18,069,684 $ 18,069,684 $ 18,192,209 $ 18,192,209 $ 20,151,271 $ 19,049,947 $ 19,049,947 $ 19,289,633 $ 19,017,209 $ 20,151,271 $ 19,049,947 $ 19,049,947 $ 19,289,633 $ 19,017,209 $ FY 2009 FY 2010 FY 2010 FY 2010 FY 2011 ACTUAL ADOPTED REVISED FORECAST ADOPTED 3,484,645 $ 3,484,645 $ 3,350,072 $ 70,000 3,420,072 $ 3,350,072 $ 70,000 3,420,072 $ 3,203,345 $ 70,000 3,273,345 $ 3,790,840 $ 88,000 3,878,840 $ REV VS ADPT VAR % 59,000 5900.0% 59,000 5900.0% (137,000) (137,000) 45,262 45,262 -15.2% -15.2% 0.2% 0.2% (32,738) -0.2% (32,738) -0.2% REV VS ADPT VAR % (440,768) (18,000) (458,768) -13.2% -25.7% -13.4% 137,000 2,500 139,500 15.2% 100.0% 15.4% FUND TOTAL USES $ 505 ENVIRONMENTAL SERVICES GRANT OPERATING $ NON-RECURRING FUND TOTAL USES $ 506 ENVIRONMTL SVCS ENV HEALTH OPERATING $ NON-RECURRING FUND TOTAL USES $ 482,795 $ 433,376 916,171 $ 902,000 $ 902,000 $ 902,000 $ 2,500 904,500 $ 653,789 $ 2,500 656,289 $ 765,000 $ 765,000 $ 17,110,391 $ 1,965,827 19,076,218 $ 18,053,147 $ 1,271,501 19,324,648 $ 18,053,147 $ 1,338,967 19,392,114 $ 17,545,630 $ 265,696 17,811,326 $ 18,143,675 $ 4,117,687 22,261,362 $ (90,528) -0.5% (2,778,720) -207.5% (2,869,248) -14.8% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 21,077,831 $ 2,399,203 $ 23,477,034 $ 22,305,219 $ 1,341,501 $ 23,646,720 $ 22,305,219 $ 1,411,467 $ 23,716,686 $ 21,402,764 $ 338,196 $ 21,740,960 $ 22,699,515 $ 4,205,687 $ 26,905,202 $ (394,296) -1.8% (2,794,220) -198.0% (3,188,516) -13.4% Staffing by Program and Activity FY 2009 FY 2010 PROGRAM / ACTIVITY ADOPTED ADOPTED ADMINISTRATIVE SERVICES BUDGETING 1.50 1.00 EXECUTIVE MANAGEMENT 5.00 13.00 FINANCIAL SERVICES 3.50 3.00 HUMAN RESOURCES 3.00 2.00 PROCUREMENT 1.00 2.00 PROGRAM TOTAL 14.00 21.00 BUSINESS SERVICES HEALTH CODE PERMITTING 10.00 9.00 PROGRAM TOTAL 10.00 9.00 ENVIRONMENTAL ENFORCEMENT ENV HEALTH ENFORCEMENT 13.00 9.00 NONPERMIT RELATED COMPLIANCE 2.00 PROGRAM TOTAL 13.00 11.00 ENVIRONMENTAL HEALTH SERVICES ENV HEALTH PLAN REVIEW 8.17 8.17 ENV RELATED ILLNESS INVESTIG 2.00 3.00 FOOD NON FOOD INSPECTIONS 106.23 105.83 FOOD SERVICE LICENSE 13.35 12.00 PROGRAM TOTAL 129.75 129.00 VECTOR CONTROL VECTOR CONTROL COMPLAINT MGMT 17.13 18.75 22.87 17.25 VECTOR CTRL PUB ED SURV TRTMNT PROGRAM TOTAL 40.00 36.00 455 FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV TO ADPT VAR % 1.00 13.00 3.00 2.00 2.00 21.00 1.00 16.50 3.00 3.00 2.00 25.50 1.00 15.50 3.00 3.00 2.00 24.50 2.50 1.00 3.50 0.0% 19.2% 0.0% 50.0% 0.0% 16.7% 9.00 9.00 9.00 9.00 9.00 9.00 - 0.0% 0.0% 9.00 2.00 11.00 13.50 2.00 15.50 13.50 2.00 15.50 4.50 4.50 50.0% 0.0% 40.9% 8.17 3.00 105.83 12.00 129.00 11.37 3.00 105.43 11.20 131.00 13.32 3.00 108.43 11.25 136.00 5.15 2.60 (0.75) 7.00 63.0% 0.0% 2.5% -6.3% 5.4% 18.75 17.25 36.00 18.00 17.00 35.00 18.00 17.00 35.00 (0.75) (0.25) (1.00) -4.0% -1.4% -2.8% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Environmental Services Staffing by Program and Activity (continued) PROGRAM / ACTIVITY WATER AND WASTE MANAGEMENT PUB WATER FACILITY INSPECTIONS PUBLIC WATER PLAN REVIEW SOLID WASTE INSPECTION STORMWATER CONSTRUCTION STORMWATER DISCHARGE STORMWATER PUBLIC EDUCATION SUBDIV SANITARY FACILITIES SWIM POOL PLAN REV CONST INSP SWIMMING POOL INSPECTIONS WASTEWATER FACILITY INSPECTION WASTEWATER PLAN REVIEW PROGRAM TOTAL DEPARTMENT TOTAL FY 2009 ADOPTED 7.11 7.49 3.80 0.50 0.50 0.70 2.41 5.85 0.75 34.89 64.00 270.75 FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST 5.19 6.42 3.93 8.50 3.50 0.50 3.75 11.93 1.30 13.98 59.00 265.00 5.19 6.42 3.93 8.50 3.50 0.50 3.75 11.93 1.30 13.98 59.00 265.00 6.09 5.77 4.28 9.00 5.00 0.50 3.25 11.93 1.30 12.88 60.00 276.00 FY 2010 ADOPTED 1.00 6.00 1.00 4.00 25.00 1.00 1.00 1.00 1.00 18.00 1.00 10.00 1.00 1.00 4.00 6.00 23.00 117.00 1.00 3.00 1.00 1.00 1.00 2.00 17.00 8.00 2.00 5.00 1.00 1.00 265.00 FY 2010 REVISED 1.00 6.00 1.00 4.00 25.00 1.00 1.00 1.00 1.00 18.00 1.00 10.00 1.00 1.00 4.00 6.00 23.00 117.00 1.00 3.00 1.00 1.00 1.00 2.00 17.00 8.00 2.00 5.00 1.00 1.00 265.00 FY 2010 FORECAST 1.00 6.00 1.00 4.00 25.00 1.00 1.00 1.00 1.00 17.00 1.00 10.00 1.00 2.00 2.00 7.00 26.00 120.00 1.00 3.00 1.00 1.00 1.00 1.00 4.00 17.00 7.00 4.00 7.00 1.00 1.00 276.00 FY 2011 ADOPTED 6.09 5.77 4.28 3.00 6.00 1.00 0.50 3.25 11.93 1.30 12.88 56.00 276.00 REV TO ADPT VAR % 0.90 (0.65) 0.35 (5.50) 2.50 1.00 (0.50) (1.10) (3.00) 11.00 17.3% -10.1% 8.9% -64.7% 71.4% N/A 0.0% -13.3% 0.0% 0.0% -7.9% -5.1% 4.2% REV TO VAR 1.00 (2.00) 1.00 3.00 3.00 1.00 2.00 (1.00) 1.00 3.00 (1.00) 11.00 ADPT % 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% 100.0% -50.0% 16.7% 13.0% 2.6% 0.0% 0.0% N/A 0.0% N/A 0.0% 0.0% N/A 100.0% 0.0% -12.5% 50.0% 60.0% 0.0% -100.0% 4.2% Staffing by Market Range Title MARKET RANGE TITLE Accountant Admin/Operations Specialist Administrative Manager Administrative Staff Supv Chemical Applicatns Tech Collector Communicatn Ofcr/Govt Liaison Deputy Director Development Svcs Supervisor Development Svcs Technician Director - Environmental Svcs Engineer Engineering Associate Engineering Manager Engineering Supervisor Environmental Enforcement Spec Environmental Spclst Supv Environmental Specialist Executive Assistant Field Operations Supervisor Finan/Business Analyst - Dept Financial Supervisor - Dept Financial Support Supv - Dept Human Resources Analyst Human Resources Specialist Human Resources Supervisor Management Analyst Office Assistant Office Assistant Specialized Operations/Program Manager Operations/Program Supervisor Procurement Specialist Program Coordinator Department Total FY 2009 ADOPTED 1.00 7.00 1.00 4.00 27.00 1.00 1.00 1.00 1.00 19.00 1.00 10.00 1.00 1.00 3.00 7.00 16.00 126.75 1.00 3.00 1.00 1.00 1.00 1.00 1.00 2.00 19.00 8.00 2.00 1.00 1.00 270.75 456 FY 2011 ADOPTED 1.00 6.00 1.00 4.00 25.00 1.00 1.00 1.00 1.00 18.00 1.00 10.00 1.00 2.00 2.00 7.00 26.00 120.00 1.00 3.00 1.00 1.00 1.00 1.00 4.00 17.00 7.00 3.00 8.00 1.00 276.00 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Environmental Services Staffing by Fund FUND 100 - GENERAL 505 - ENVIRONMENTAL SERVICES GRANT 506 - ENVIRONMTL SVCS ENV HEALTH DEPARTMENT TOTAL FY 2009 ADOPTED 44.00 6.00 220.75 270.75 FY 2010 ADOPTED 42.00 6.00 217.00 265.00 FY 2010 REVISED 42.00 6.00 217.00 265.00 FY 2010 FORECAST 43.00 233.00 276.00 FY 2011 ADOPTED 44.00 232.00 276.00 REV TO ADPT VAR % 2.00 4.8% (6.00) -100.0% 15.00 6.9% 11.00 4.2% General Adjustments Personnel: Health insurance premiums for medical and dental coverage and employer costs for retirement/long-term disability are increasing personnel costs as follows: • General Fund (100): o $55,376 increase for health/dental and retirement costs. o The Department estimated $54,192 in benefits increase, the remaining $1,184 was covered through a reduction in overtime. o Net zero impact to fund. • Environmental Health Fees Fund (506): o $295,518 increase for health/dental and retirement costs. o The Department estimated $275,806 in benefits increase. o Revenue is sufficient to support the remaining increase in personnel costs. Vehicles: Fund balance usage is budgeted for the replacement of a vehicle during FY 2010-11 in the Environmental Health Fee Fund. Revenue: Increase the Environmental Health Fund operating revenue of $104,262 due to the consistency in demand and revenue throughout FY 2009-10. Technology: Increase the Environmental Health Fund Non-Recurring/Non-Project budget by $1,000,000 for Accela technology and implementation. Increase the General Fund Non-Recurring/NonProject budget by $70,000 for Vector Control Software. These both carry-over from FY 2009-10. An additional $18,000 is budgeted in the General Fund Non-Recurring/Non-Project for the installation of GPS and software on the Vector Control foggers. Property: $3,000,000 has been budgeted in the Environmental Services Fee Fund Non-Recurring expenditures for the acquisition and preparation of a facility for the Northern Regional Office. Programs and Activities Business Operations Program The purpose of the Business Operations Program is to provide permitting services to regulated businesses within Maricopa County so they can operate with a valid permit. 457 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Environmental Services Program Results Measure Description Percent of environmental permit applications processed within 1 business day of invoice receipt or initial permit approval FY 2009 ACTUAL N/A FY 2010 REVISED 95.0% FY 2011 ADOPTED 95.0% REV VS ADPT VAR % 0.0% 0.0% Activities that comprise this program include: • Health Code Permitting Health Code Permitting Activity The Purpose of the Environmental Health Code Permitting Activity is to provide permitting services to regulated businesses within Maricopa County so they can operate with a valid permit. Mandates: A.R.S. §36-601 outlines public nuisances dangerous to public health and A.R.S. §36-136 establishes the powers and duties of the department of health services and the power to delegate authority to local and county government. Measure Type Result Output Output Demand Efficiency Measure Description Percent of environmental permit applications processed within 1 business day of invoice receipt or initial permit approval Number of environmental permit applications processed Number of environmental permit applications processed within 1 day of invoice receipt or initial permit approval Number of environmental permit applications submitted Expenditure per environmental permit application processed FY 2009 ACTUAL 0.0% FY 2010 REVISED 95.0% REV VS ADPT VAR % 0.0% 0.0% FY 2011 ADOPTED 95.0% 42,936 40,686 40,686 - 0.0% N/A 38,652 38,652 - 0.0% 53,511 40,686 40,686 - 0.0% $ 12.79 $ 14.90 $ 15.04 $ (0.13) -0.9% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ 9,248 9,248 $ $ 2,400 2,400 $ $ 3,000 3,000 $ $ 600 600 25.0% 25.0% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ 548,957 548,957 $ $ 606,336 606,336 $ $ 611,738 611,738 $ $ Revenue Expenditure (5,402) (5,402) -0.9% -0.9% Activity Narrative: The FY 2010-11 budget supports the Department in meeting 100% of the demand, recognizing no growth in the demand for services. Enforcement Program The purpose of the Enforcement Program is to provide complaint intake, investigations and enforcement proceedings for violators/complainants of the Maricopa County Health Code so they can either receive due process in resolving non-compliance issues and/or an environmental problem solution. 458 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Environmental Services Program Results Measure Description Percent of enforcement actions processed within 7 business days Percent of nuisance complaints investigated within 5 business days Percent of nuisance complaints resolved within 30 business days FY 2009 ACTUAL 96.3% FY 2010 REVISED 75.0% FY 2011 ADOPTED 75.0% 82.4% 80.0% 80.0% 0.0% 0.0% N/A 59.7% 59.7% 0.0% 0.0% Activities that comprise this program include: • Enforcement Activity • REV VS ADPT VAR % 0.0% 0.0% Non-Permit Related Compliance Enforcement Activity The purpose of the Enforcement Activity is to provide enforcement proceedings for the regulated community of Maricopa County so they can receive due process in resolving non-compliance issues. Mandates: A.R.S. §36-601 outlines public nuisances dangerous to public health and A.R.S. §36-136 establishes the powers and duties of the department of health services and the power to delegate authority to local and county government. Measure Type Result Output Demand Efficiency Measure Description Percent of enforcement actions processed within 7 business days Number of enforcement actions processed Number of enforcement action requested Expenditure per enforcement action processed FY 2009 ACTUAL 96.3% $ 7,108 8,817 136.85 100 - GENERAL $ 505 - ENVIRONMENTAL SERVICES GRANT 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ 700 176,634 328,208 505,542 100 - GENERAL 505 - ENVIRONMENTAL SERVICES GRANT 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES 168,950 340,945 462,850 972,745 FY 2010 REVISED 75.0% $ 10,499 10,499 56.58 FY 2011 ADOPTED 75.0% $ 10,499 10,499 85.09 REV VS ADPT VAR % 0.0% 0.0% $ (28.51) 0.0% 0.0% -50.4% (202,248) (60,000) (262,248) N/A -100.0% -33.3% -68.6% 197,620 (496,928) (299,308) N/A 100.0% -125.4% -50.4% Revenue $ $ 202,248 180,000 382,248 $ $ 120,000 120,000 $ $ Expenditure $ $ $ $ 197,620 396,401 594,021 $ $ 893,329 893,329 $ $ Activity Narrative: The FY 2010-11 budget supports the Department in meeting 100% of the demand. The demand for enforcement actions increased from FY 2008-09 to FY 2009-10 because of vacant homes, the pools at those homes, and an increase in business related permitting issues as businesses struggle with the economy and keeping business profitable. The economy has not changed dramatically in the last year causing the Department to expect flat levels of demand in FY 2010-11. Non-Permit Related Compliance Activity The purpose of the Non-Permit Related Compliance Activity is to provide nuisance complaint investigations and follow-up to complainants so they can receive the benefit of complaint resolution. Mandates: The Maricopa County Environmental Health Code mandates this activity. 459 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Output Demand Efficiency Measure Description Percent of nuisance complaints investigated within 5 business days Percent of nuisance complaints resolved within 30 business days Number of nuisance complaints investigated Number of nuisance complaints received Expenditure per nuisance complaint investigated Department Strategic Plans and Budgets Environmental Services REV VS ADPT VAR % 0.0% 0.0% FY 2009 ACTUAL 82.4% FY 2010 REVISED 80.0% FY 2011 ADOPTED 80.0% N/A 59.7% 59.7% 0.0% 0.0% 1,486 1,495 N/A $ 2,233 2,233 63.04 $ 2,233 2,233 61.36 $ 1.68 0.0% 0.0% 2.7% Revenue 100 - GENERAL TOTAL SOURCES N/A N/A $ $ 1,000 1,000 $ $ 60,000 60,000 $ $ 59,000 59,000 5900.0% 5900.0% 100 - GENERAL TOTAL USES N/A N/A $ $ 140,763 140,763 $ $ 137,013 137,013 $ $ 3,750 3,750 2.7% 2.7% Expenditure Activity Narrative: The FY 2010-11 budget supports the Department in meeting 100% of the demand, recognizing no growth in the demand for services compared to FY 2009-10. The Department has shifted resources to show those resources specifically working with non-permit related complaints and resolution. Prior years’ resources were combined with the Enforcement Activity. Environmental Health Services Program The purpose of the Environmental Health Program is to provide environmental health review, investigative, permitting and licensing services for regulated facilities and the general population so that compliance is maintained with the Maricopa County Environmental Health Code, regulated businesses can operate with qualified staff and the public’s exposure to environmental related illness is minimized. Program Results Measure Description Percent of environmental health plans reviewed within 30 days Percent of environmental health construction permits approved with all construction inspections provided Percent of comprehensive food inspections with critical violations Rate of weighted violations per comprehensive food inspection Percent of non-food facility establishments with violations Rate of violations per comprehensive nonfood inspection provided Percent of the food service employees with a food service license Percent of environmental illness complaints investigated within 72 hours Percent of environmental illness complaint responses initiated within 24 hours REV VS ADPT VAR % 0.0% 0.0% FY 2009 ACTUAL 97.7% FY 2010 REVISED 96.1% FY 2011 ADOPTED 96.1% N/A 75.1% 75.1% 0.0% 0.0% 46.3% 70.0% 70.0% 0.0% 0.0% 768.9% 9.5% 9.5% 0.0% 0.0% 70.3% 0.0% 0.0% 0.0% N/A 178.5% 0.0% 0.0% 0.0% N/A N/A 85.0% 85.0% 0.0% 0.0% 14.8% 75.0% 75.0% 0.0% 0.0% N/A 100.0% 100.0% 0.0% 0.0% 460 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Environmental Services Activities that comprise this program include: • Environmental Health Plan Review • Environmental Related Illness Investigations • • Food/Non-Food Inspection Food Service License Environmental Health Plan Review Activity The purpose of the Environmental Health Plan Review Activity is to provide plan review and construction inspection services to owners of regulated establishments so they can design and construct facilities compliant with Maricopa County Environmental Health Code and obtain a permit to operate their business. Mandates: A.R.S. §36-601 outlines public nuisances dangerous to public health and A.R.S. §36-136 establishes the powers and duties of the department of health services and the power to delegate authority to local and county government. Measure Type Result Result Output Output Demand Efficiency Measure Description Percent of environmental health construction permits approved with all construction inspections provided Percent of environmental health plans reviewed within 30 days Number of environmental health plans reviewed Number of environmental health construction permits approved Number of environmental health plan reviews requested Expenditure per environmental health plan review REV VS ADPT VAR % 0.0% 0.0% FY 2009 ACTUAL N/A FY 2010 REVISED 75.1% FY 2011 ADOPTED 75.1% 97.7% 96.1% 96.1% N/A 1,520 1,520 - 0.0% N/A 1,480 1,480 - 0.0% 1,354 1,520 1,520 - 0.0% N/A $ 0.0% 403.20 $ 625.06 $ (221.86) 0.0% -55.0% Revenue 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ 940,315 940,315 $ $ 873,630 873,630 $ $ 898,133 898,133 $ $ 24,503 24,503 505 - ENVIRONMENTAL SERVICES GRANT 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ 30,780 604,049 634,829 $ 34,185 578,679 612,864 $ 950,087 950,087 $ 34,185 (371,408) (337,223) 2.8% 2.8% Expenditure $ $ $ $ 100.0% -64.2% -55.0% Activity Narrative: The FY 2010-11 budget supports the Department in meeting 100% of the demand, recognizing no growth in the demand for services. The number of plan reviews is expected to remain constant as the economy has not made a dramatic change in the last year and is not expected to make any drastic changes in FY 2010-11. Environmental Related Illness Investigations Activity The purpose of the Environmental Related Illness Investigations Activity is to provide environmental related illness investigations to Maricopa County residents, so they can mitigate exposure to contaminated food, water and/or environmental related illnesses. Mandates: The Maricopa County Environmental Health Code mandates this activity. 461 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Output Output Demand Demand Efficiency Measure Description Percent of environmental illness complaint responses initiated within 24 hours Percent of environmental illness complaints investigated within 72 hours Number of environmental illness complaints investigated Number of environmental illness complaint responses initiated Number of environmental illness complaints requiring an investigation Number of environmental illness complaints received Expenditure per environmental illness complaint response initiated Department Strategic Plans and Budgets Environmental Services REV VS ADPT VAR % 0.0% 0.0% FY 2009 ACTUAL N/A FY 2010 REVISED 100.0% FY 2011 ADOPTED 100.0% 14.8% 75.0% 75.0% N/A 200 200 - 0.0% 750 1,072 1,072 - 0.0% N/A 200 200 - 0.0% 858 1,072 1,072 - 0.0% 0.0% 0.0% $ 206.29 $ 188.29 $ 181.62 $ 6.67 3.5% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ - $ $ - $ $ 17,280 17,280 $ $ 17,280 17,280 N/A N/A 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ 154,715 154,715 $ $ 201,849 201,849 $ $ 194,701 194,701 $ $ 7,148 7,148 3.5% 3.5% Revenue Expenditure Activity Narrative: The FY 2010-11 budget supports the Department in meeting 100% of the demand. Demand for services is expected to remain constant based on the number of issues experienced in FY 2009-10. Food/Non-Food Inspection Activity The purpose of the Food/Non-Food Inspection Activity is to provide inspections to regulated facility owners and operators so that they can maintain compliance with the Maricopa County Environmental Health Code and operate their business. Mandates: The Maricopa County Environmental Health Code mandates this activity. 462 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Result Result Output Output Output Output Output Demand Demand Efficiency Measure Description Rate of weighted violations per comprehensive food inspection Percent of non-food facility establishments with violations Rate of violations per comprehensive nonfood inspection provided Percent of comprehensive food inspections with critical violations Number of comprehensive food inspections provided Number of training food inspections provided Number of comprehensive and training food inspections provided Number of non-food inspections provided Number of comprehensive food and non-food inspections, and training food inspections provided Number of comprehensive and training food inspections required Number of non-food inspections required Expenditure per food and non-food inspection provided Department Strategic Plans and Budgets Environmental Services FY 2009 ACTUAL 768.9% FY 2010 REVISED 9.5% FY 2011 ADOPTED 9.5% REV VS ADPT VAR % 0.0% 0.0% 70.3% 0.0% 0.0% 0.0% N/A 178.5% 0.0% 0.0% 0.0% N/A 46.3% 70.0% 70.0% 0.0% 0.0% 54,166 55,000 55,000 - 0.0% 800 54,166 1,800 56,800 1,800 56,800 - 0.0% 0.0% 15,687 N/A 2,200 59,000 2,200 59,000 - 0.0% 0.0% 60,163 63,144 63,144 - 0.0% 16,182 N/A $ 2,304 110.79 $ 2,304 163.86 (53.07) 0.0% -47.9% (279,373) 1,139,074 $ 859,701 $ Revenue 505 - ENVIRONMENTAL SERVICES GRANT $ 500,826 506 - ENVIRONMTL SVCS ENV HEALTH 12,075,863 TOTAL SOURCES $ 12,576,689 $ 279,373 10,196,821 $ 10,476,194 $ 11,335,895 $ 11,335,895 $ -100.0% 11.2% 8.2% 505 - ENVIRONMENTAL SERVICES GRANT $ 544,446 506 - ENVIRONMTL SVCS ENV HEALTH 7,477,283 TOTAL USES $ 8,021,729 $ $ $ -5.8% -45.6% -42.4% Expenditure 587,071 6,795,680 $ 7,382,751 620,882 9,892,850 $ 10,513,732 (33,811) (3,097,170) $ (3,130,981) Activity Narrative: The FY 2010-11 budget supports the Department in continuing to meet 90% of the demand, recognizing no growth in the demand for services. The number of facilities requiring an inspection is static and follows the same trend as the economy which is not changing significantly. Food Service Licensing Activity The purpose of Food Service Licensing Activity is to provide licensing services to the food service workforce so they can be employed in compliance with the Maricopa County Environmental Health Code. Mandates: The Maricopa County Environmental Health Code mandates this activity. 463 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Demand Demand Efficiency Revenue Measure Description Percent of the food service employees with a food service license Number of food service licenses issued Number of food service employees that are required to have a license Number of food service licenses requested Expenditure per food service license issued Department Strategic Plans and Budgets Environmental Services FY 2009 ACTUAL N/A FY 2010 REVISED 85.0% N/A N/A 110,000 175,000 N/A N/A $ 110,000 7.85 FY 2011 ADOPTED 85.0% REV VS ADPT VAR % 0.0% 0.0% 110,000 175,000 $ - 0.0% 0.0% 110,000 7.10 $ 0.75 0.0% 9.6% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ 1,527,004 $ 1,527,004 $ 1,491,760 $ 1,491,760 $ 1,532,303 $ 1,532,303 $ $ 40,543 40,543 2.7% 2.7% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ $ $ $ $ $ $ 82,753 82,753 9.4% 9.4% Expenditure 732,381 732,381 876,067 876,067 793,314 793,314 Activity Narrative: The FY 2010-11 budget supports the Department in meeting 100% of the demand. As the economy continues to remain flat, the number of employees at restaurants and grocery stores is also not changing. The Department will allow the restaurant association to provide testing for the licensing which will decrease the Department’s expenditures in FY 2010-11. Vector Control Program The purpose of the Vector Control Program is to provide human disease carrying vector surveillance, investigative, treatment and education services to Maricopa County residents so they can benefit from reduced vector borne disease exposure. Program Results Measure Description Percent of complaints investigated in one business day Percent of complaints investigated in five days Percent change of West Nile virus positive mosquitoes Percent of surveillance tests completed within 48 hours Percent of inspected acres treated for mosquito breeding REV VS ADPT VAR % 0.0% 0.0% FY 2009 ACTUAL 2.3% FY 2010 REVISED 2.0% FY 2011 ADOPTED 2.0% 27.0% N/A 20.0% 12.2% 20.0% 12.2% 0.0% 0.0% 0.0% 0.0% N/A 100.0% 100.0% 0.0% 0.0% N/A 50.1% 50.1% 0.0% 0.0% Activities that comprise this program include: • Vector Control Complaint Management • Vector Control Public Education, Surveillance and Treatment Vector Control Complaint Management Activity The purpose of the Vector Complaint Management Activity is to provide response and investigative services to complainants so they can benefit from timely complaint resolution. Mandates: A.R.S. §36-601 outlines public nuisances dangerous to public health and A.R.S. §36-136 establishes the powers and duties of the department of health services and the power to delegate authority to local and county government. 464 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Output Output Demand Efficiency Expenditure Department Strategic Plans and Budgets Environmental Services Measure FY 2009 FY 2010 FY 2011 Description ACTUAL REVISED ADOPTED Percent of complaints investigated in five days 27.0% 20.0% 20.0% Percent of complaints investigated in one 2.3% 2.0% 2.0% business day Number of complaints investigated N/A 23,500 23,500 Number of complaints resolved 10,359 17,500 17,500 Number of complaints received 13,995 17,500 17,500 Expenditure per resolved complaint $ 97.23 $ 56.17 $ 50.78 $ 100 - GENERAL TOTAL USES $ 1,007,248 $ 1,007,248 $ 1,078,796 $ 1,078,796 $ $ 984,482 984,482 $ $ REV VS ADPT VAR % 0.0% 0.0% 0.0% 0.0% 5.39 0.0% 0.0% 0.0% 9.6% 94,314 94,314 8.7% 8.7% Activity Narrative: The FY 2010-11 budget supports the Department in meeting 100% of the demand. The demand is expected to remain consistent as the surge of vacant homes with pools has settled. Vector Control Public Education, Surveillance and Treatment Activity The purpose of the Vector Control Public Education, Surveillance and Treatment Activity is to provide surveillance, education and treatment to the residents of Maricopa County so they can benefit from reduced vector borne disease exposure. Mandates: A.R.S. §36-601 outlines public nuisances dangerous to public health and A.R.S. §36-136 establishes the powers and duties of the department of health services and the power to delegate authority to local and county government. Measure Type Result Result Result Output Output Output Output Demand Demand Efficiency Measure Description Percent change of West Nile virus positive mosquitoes Percent of surveillance tests completed within 48 hours Percent of inspected acres treated for mosquito breeding Number of surveillance tests completed Number of acres surveyed and treated Number of acres inspected for mosquito breeding Number of acres treated with adulticide Number surveillance tests needed Number of acres to be treated with adulticide Expenditure per acre to provide Vector Control Public Education, Surveillance and Treatment Activity services FY 2009 ACTUAL N/A FY 2010 REVISED 12.2% FY 2011 ADOPTED 12.2% N/A 100.0% 100.0% 0.0% 0.0% N/A 50.1% 50.1% 0.0% 0.0% N/A N/A N/A N/A 24,876 N/A N/A $ 14,500 388 775 14,500 388 775 225,000 14,500 157,500 1,987.63 157,500 14,500 157,500 2,222.31 $ 1,609,740 $ 1,609,740 $ REV VS ADPT VAR % 0.0% 0.0% - 0.0% 0.0% 0.0% $ (67,500) (234.68) -30.0% 0.0% 0.0% -11.8% $ $ (91,056) (91,056) -6.0% -6.0% Expenditure 100 - GENERAL TOTAL USES $ 1,519,995 $ 1,519,995 $ 1,518,684 $ 1,518,684 Activity Narrative: The FY 2010-11 budget supports the Department in meeting 100% of the demand. The Department takes a pro-active approach to mosquito control and uses surveillance and larviciding as the preferred methods of control. The expenditure increase is due to chemical cost increases and the one-time purchase of vector software. Water and Waste Management Program The purpose of the Water and Waste Management Program is to provide construction plan review, construction inspection and facility compliance inspection services to individuals, entities and facility 465 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Environmental Services operators so they construct their facilities in a timely manner in compliance with current regulations or maintain compliance with those regulations. Program Results Measure Description Percent of bathing facilities posted closed for compliance violations Percent of bathing facility initial plan reviews provided within 30 business days Percent of bathing facility construction inspections provided within 5 business days of request Percent of water distribution construction initial plan reviews provided within 30 business days Percent of water treatment plant initial plan reviews provided within 30 business days Percent of inspected solid waste vehicles and facilities in compliance with the regulations Percent of solid waste vehicle and facility inspections provided Percent of subdivision sanitary report approvals provided in 30 business days Percent of stormwater complaint inspections provided within 5 business days Percentage of initial plan reviews provided within 30 business days Percent of onsite facility initial plan reviews provided within 10 business days Percent of wastewater treatment plant and reuse/recharge system initial plan reviews provided within 40 business days Percent of sewer collection system construction initial plan reviews provided within 30 business days Percent of onsite facility inspections provided within 5 business days Percent of public water facilities in compliance with Maricopa County Environmental Health Code Percent of public water treatment facility operating inspections provided Percent of public water facility sanitary surveys provided Percent of inspected wastewater treatment plants in compliance with the Maricopa County Environmental Health Code Percent of wastewater treatment plant inspections provided Percent indicating stormwater awareness Percent of County employee stormwater REV VS ADPT VAR % 0.0% 0.0% FY 2009 ACTUAL N/A FY 2010 REVISED 9.0% FY 2011 ADOPTED 9.0% 100.0% 80.0% 80.0% 0.0% 0.0% N/A 80.0% 80.0% 0.0% 0.0% 104.7% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 71.5% 71.5% 0.0% 0.0% N/A 96.4% 96.4% 0.0% 0.0% 100.0% 100.0% 100.0% 0.0% 0.0% N/A 100.0% 100.0% 0.0% 0.0% N/A N/A N/A N/A N/A 100.0% 100.0% 100.0% 0.0% 0.0% 33.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 0.0% 0.0% N/A 90.0% 90.0% 0.0% 0.0% 557.7% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 0.0% 0.0% 95.7% 100.0% 100.0% 0.0% 0.0% N/A 100.0% 100.0% 0.0% 0.0% N/A N/A 61.0% 60.0% 61.0% 60.0% 0.0% 0.0% 0.0% 0.0% 466 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Environmental Services Activities that comprise this program include: • Public Water Facility Inspections • Public Water Plan Review • Solid Waste Inspection • Stormwater Construction • Stormwater County Compliance • Stormwater Discharge • Stormwater Public Education • • • • • Subdivision Sanitary Facilities Swimming Pool Inspections Swimming Pool Plan Review and Construction Inspection Wastewater Facility Inspections Wastewater Plan Review Public Water Facility Inspections Activity The purpose of the Public Water Facility Inspections Activity is to provide sanitary surveys and facility inspections to public drinking water facility operators so they can continue to operate their facility in compliance with regulations. Mandates: The Maricopa County Environmental Health Code mandates this activity. Measure Type Result Result Result Output Output Output Demand Demand Efficiency Measure FY 2009 FY 2010 FY 2011 Description ACTUAL REVISED ADOPTED Percent of public water treatment facility 100.0% 100.0% 100.0% operating inspections provided Percent of public water facility sanitary surveys 100.0% 100.0% 100.0% provided Percent of public water facilities in compliance 557.7% 100.0% 100.0% with Maricopa County Environmental Health Code Number of public water facility sanitary surveys 175 194 194 and public water treatment facility inspections provided 175 64 64 Number of public water facility sanitary surveys provided Number of public water treatment facility 117 130 130 operating inspections provided Number of public water treatment facility 117 130 130 operating inspections required Number of public water facility sanitary surveys 200 64 64 required Expenditure per public water facility sanitary $ 2,180.57 $ 2,191.48 $ 2,274.28 $ survey and public water treatment facility operating inspection REV VS ADPT VAR % 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% - 0.0% - 0.0% - 0.0% - 0.0% - 0.0% (82.80) -3.8% Revenue 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ 469,595 469,595 $ $ 321,015 321,015 $ $ 452,638 452,638 $ $ 131,623 131,623 41.0% 41.0% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ 381,599 381,599 $ $ 425,148 425,148 $ $ 441,211 441,211 $ $ (16,063) (16,063) -3.8% -3.8% Expenditure Activity Narrative: The FY 2010-11 budget supports the Department in meeting 100% of the demand. The demand is expected to be flat in FY 2010-11 compared to FY 2009-10 due to the continued recession but lack of significant change in construction and development in Maricopa County. Public Water Plan Review Activity The purpose of the Public Water Plan Review Activity is to provide construction plan review services to entities who submit plans to construct or remodel public water distribution systems and water treatment 467 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Environmental Services plants so they can construct their facilities in a timely manner in compliance with public water system regulations. Mandates: The Maricopa County Environmental Health Code mandates this activity. Measure Type Result Result Output Output Output Output Output Output Output Demand Demand Efficiency Measure Description Percent of water treatment plant initial plan reviews provided within 30 business days Percent of water distribution construction initial plan reviews provided within 30 business days Number of water distribution construction initial plan reviews provided within 30 business days Number of water treatment plant construction initial plan reviews provided within 30 business days Number of water distribution construction initial plan reviews provided Number of water treatment plant construction initial plan reviews provided Number of water treatment plant approvals to construct provided Number of water distribution approvals to construct provided Number of water treatment plant and water distribution system approvals to construct Number of water treatment plant construction initial plan reviews requested Number of water distribution construction initial plan reviews requested Expenditure per approval to construct provided FY 2009 ACTUAL 100.0% FY 2010 REVISED 100.0% FY 2011 ADOPTED 100.0% 104.7% 100.0% 100.0% REV VS ADPT VAR % 0.0% 0.0% 0.0% 0.0% 357 240 240 - 0.0% 72 64 64 - 0.0% 290 240 240 - 0.0% 73 64 64 - 0.0% 56 64 64 - 0.0% 357 240 240 - 0.0% N/A 304 304 - 0.0% N/A 64 64 - 0.0% 341 240 240 - 0.0% N/A $ 1,674.24 $ 1,307.84 $ 366.40 21.9% Revenue 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ 709,048 709,048 $ $ 592,285 592,285 $ $ 336,593 336,593 $ $ (255,692) (255,692) -43.2% -43.2% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ 541,003 541,003 $ $ 508,970 508,970 $ $ 397,584 397,584 $ $ 111,386 111,386 21.9% 21.9% Expenditure Activity Narrative: The FY 2010-11 budget supports the Department in meeting 100% of the demand. The demand is expected to be flat in FY 2010-11 compared to FY 2009-10 due to the continued recession but lack of significant change in construction and development in Maricopa County. Solid Waste Inspection Activity The purpose of the Solid Waste Inspection Activity is to provide solid waste inspection services to solid waste vehicle and facility operators so they can continue to operate their vehicles and facilities in compliance with the regulations. Mandates: The Maricopa County Environmental Health Code mandates this activity. 468 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Output Output Demand Efficiency Measure Description Percent of inspected solid waste vehicles and facilities in compliance with the regulations Percent of solid waste vehicle and facility inspections provided Number of solid waste vehicle and facility inspections provided Number of inspected solid waste vehicle and facilities in compliance with regulations Number of solid waste facility inspections required Expenditure per solid waste vehicle or facility inspection provided Department Strategic Plans and Budgets Environmental Services FY 2009 ACTUAL 100.0% FY 2010 REVISED 71.5% FY 2011 ADOPTED 71.5% N/A 96.4% 96.4% REV VS ADPT VAR % 0.0% 0.0% 0.0% 0.0% 11,304 12,196 12,196 - 0.0% N/A 8,720 8,720 - 0.0% 12,350 12,651 12,651 - 0.0% $ 27.29 $ 24.51 $ 28.22 $ (3.71) -15.2% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ 476,830 476,830 $ $ 477,310 477,310 $ $ 474,255 474,255 $ $ (3,055) (3,055) -0.6% -0.6% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ 308,432 308,432 $ $ 298,939 298,939 $ $ 344,231 344,231 $ $ (45,292) (45,292) -15.2% -15.2% Revenue Expenditure Activity Narrative: The FY 2010-11 budget supports the Department in meeting 96.4% of the demand. The demand is expected to be flat in FY 2010-11 compared to FY 2009-10 due to the continued recession but lack of significant change in construction and development in Maricopa County. Stormwater Construction Activity The purpose of the Stormwater Construction Activity is to provide plan reviews to property owners so they can alter their property in compliance with the Federal Clean Water Act. Mandates: The Maricopa County Environmental Health Code mandates this activity. Measure Type Result Output Output Demand Efficiency Revenue Measure Description Percentage of initial plan reviews provided within 30 business days Number of initial plan reviews provided within 30 business days Number of initial plan reviews provided Number of initial plan reviews for construction projects required Expenditure per plan review provided REV VS ADPT VAR % N/A N/A FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED N/A N/A - - - N/A N/A N/A 1,000 1,000 - N/A 0.0% N/A N/A N/A N/A N/A 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ - $ $ 883,490 883,490 $ $ 33,000 33,000 $ $ (850,490) (850,490) -96.3% -96.3% 100 - GENERAL 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ 115,296 115,296 $ 51,845 883,490 935,335 $ 144,593 144,593 $ 51,845 738,897 790,742 100.0% 83.6% 84.5% Expenditure $ $ $ $ Activity Narrative: The Stormwater regulations and fees were passed by the Board of Supervisors on May 6, 2009 becoming effective on June 9, 2009. Plan reviews were ready to be handled during FY 2009-10, however, the downturn in construction and development in Maricopa County has impacted the demand. So far, no new projects have met the criteria for requiring a stormwater permit. There is no expectation for the demand to change for FY 2010-11; however, when the economy begins to turn around, there will be projects that require permits and the Department will be poised to handle the stormwater permit reviews, so the budgeted vacant positions are not being eliminated at this time. 469 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Environmental Services Stormwater County Compliance Activity The purpose of the Stormwater County Compliance activity is to provide education, technical assistance and activity reporting services to internal county departments so they can increase awareness of the Federal Clean Water Act. Mandates: The Stormwater Permit from Arizona Department of Environmental Quality mandates this activity. Measure Type Result Output Output Output Demand Efficiency Measure Description Percent of County employee stormwater awareness Number of internal County educational opportunities conducted Number of County employees aware of stormwater issues Number of County employees surveyed Number of internal County educational opportunities required by the ADEQ permit Expenditure per internal County educational opportunity conducted FY 2009 ACTUAL N/A FY 2010 REVISED 60.0% FY 2011 ADOPTED 60.0% REV VS ADPT VAR % 0.0% 0.0% N/A 12 12 - 0.0% N/A 300 300 - 0.0% N/A N/A 500 - 500 - - 0.0% N/A N/A $ - $ 1,136.50 N/A N/A $ $ 13,638 13,638 $ (1,136.50) N/A Expenditure 100 - GENERAL TOTAL USES N/A N/A N/A N/A N/A N/A Activity Narrative: The FY 2010-11 budget supports the Department in meeting 12 County employee educational opportunities for this activity. The number of internal education opportunities required by the permit is still being negotiated with the State of Arizona. Stormwater Discharge Activity The purpose of the Stormwater Discharge Activity is to provide response and investigative services to complainants so they can benefit from timely complaint resolution. Mandates: The Stormwater Permit from Arizona Department of Environmental Quality mandates this activity. Measure Type Result Output Output Output Demand Efficiency Measure Description Percent of stormwater complaint inspections provided within 5 business days Number of stormwater complaint inspections provided within 5 business days Number of stormwater complaints resolved Number of stormwater complaint inspections provided Number of stormwater complaints reported Expenditure per stormwater complaint inspection provided FY 2009 ACTUAL N/A FY 2010 REVISED 100.0% FY 2011 ADOPTED 100.0% REV VS ADPT VAR % 0.0% 0.0% N/A 4 4 - 0.0% N/A N/A 4 4 4 4 - 0.0% 0.0% N/A 4 N/A $ 13,591.50 4 $ 101,084.00 $ (87,492.50) 0.0% -643.7% $ $ $ $ -643.7% -643.7% Expenditure 100 - GENERAL TOTAL USES $ $ 55,551 55,551 $ $ 54,366 54,366 404,336 404,336 (349,970) (349,970) Activity Narrative: The FY 2010-11 budget supports the Department in meeting 100% of demand for this activity. During FY 2009-10, part of the funding for this activity resided in the Non-Departmental 470 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Environmental Services budget. This funding has been moved in FY 2010-11 into the Department’s budget accounting for the increase in cost. Stormwater Public Education Activity The purpose of the Stormwater Public Education Activity is to provide educational services to Maricopa County residents so they can increase their awareness to help reduce or eliminate stormwater pollution. Mandates: The Stormwater Permit from Arizona Department of Environmental Quality mandates this activity. Measure Type Result Output Output Output Demand Efficiency Expenditure Measure Description Percent indicating stormwater awareness Number aware of stormwater issues Number surveyed Number of public educational opportunities conducted Number of public educational opportunities required by the ADEQ permit Expenditure per public educational opportunity FY 2009 ACTUAL N/A N/A N/A N/A FY 2010 REVISED 61.0% 610 1,000 20 N/A - N/A $ 100 - GENERAL TOTAL USES N/A N/A $ $ REV VS ADPT VAR % 0.0% 0.0% 0.0% 0.0% 0.0% FY 2011 ADOPTED 61.0% 610 1,000 20 - - N/A 1,000.00 $ 4,917.95 $ (3,917.95) -391.8% 20,000 20,000 $ $ 98,359 98,359 $ $ (78,359) (78,359) -391.8% -391.8% Activity Narrative: The FY 2010-11 budget supports the Department in meeting 20 public educational opportunities for this activity. The number of public education opportunities required by the permit is still being negotiated with the State of Arizona. Subdivision Sanitary Facilities Activity The purpose of the Subdivision Sanitary Facilities Activity is to provide subdivision sanitary facility review services to subdivision owners so they can construct their facilities in a timely manner in compliance with the Maricopa County Environmental Health Code. Mandates: The Maricopa County Environmental Health Code mandates this activity. Measure Type Result Output Output Demand Efficiency Measure Description Percent of subdivision sanitary report approvals provided in 30 business days Number of subdivision sanitary report approvals provided within 30 business days Number of subdivision sanitary report approvals provided Number of subdivision sanitary report approvals requested Expenditure per subdivision sanitary report approval provided FY 2009 ACTUAL 100.0% FY 2010 REVISED 100.0% REV VS ADPT VAR % 0.0% 0.0% FY 2011 ADOPTED 100.0% 50 35 35 - 0.0% 50 35 35 - 0.0% 40 35 35 - 0.0% $ 664.44 $ 1,035.94 $ 778.20 $ 257.74 24.9% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ 62,758 62,758 $ $ 60,000 60,000 $ $ 45,075 45,075 $ $ (14,925) (14,925) -24.9% -24.9% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ 33,222 33,222 $ $ 36,258 36,258 $ $ 27,237 27,237 $ $ 9,021 9,021 24.9% 24.9% Revenue Expenditure 471 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Environmental Services Activity Narrative: The FY 2010-11 budget supports the Department in meeting 100% of the demand. The demand is expected to be flat in FY 2010-11 compared to FY 2009-10 due to the continued recession but lack of significant change in construction and development in Maricopa County. Swimming Pool Inspections Activity The purpose of the Swimming Pool Inspections Activity is to provide operational and maintenance inspection services to facility owners so they can continue to operate their facility in compliance with regulations. Mandates: The Maricopa County Environmental Health Code mandates this activity. Measure Type Result Output Output Demand Efficiency Measure Description Percent of bathing facilities posted closed for compliance violations Number of bathing facility inspections provided Number of bathing facility inspections requiring the posting of the bathing place closed Number of bathing facility inspections required Expenditure per bathing facility inspection provided FY 2009 ACTUAL N/A FY 2010 REVISED 9.0% REV VS ADPT VAR % 0.0% 0.0% FY 2011 ADOPTED 9.0% 4,156 10,000 10,000 - 0.0% 3,390 900 900 - 0.0% $ 4,347 113.12 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ 821,455 821,455 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ 470,134 470,134 26,900 86.44 $ 3.27 0.0% 3.6% $ 1,299,908 $ 1,299,908 $ 1,589,675 $ 1,589,675 $ $ 289,767 289,767 22.3% 22.3% $ $ $ $ $ $ 32,660 32,660 3.6% 3.6% $ 26,900 89.70 $ Revenue Expenditure 897,040 897,040 864,380 864,380 Activity Narrative: The FY 2010-11 budget supports the Department in meeting 37% of the demand. The increase in revenue is consistent with the FY 2009-10 forecast. Swimming Pool Plan Review and Construction Inspection Activity The purpose of the Swimming Pool Plan Review and Construction Inspection Activity is to provide is to provide plan review and construction inspection services to facility owners so they can construct their regulated bathing facility in a timely manner. Mandates: The Maricopa County Environmental Health Code mandates this activity. 472 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Output Output Demand Demand Efficiency Department Strategic Plans and Budgets Environmental Services Measure FY 2009 FY 2010 FY 2011 Description ACTUAL REVISED ADOPTED Percent of bathing facility construction N/A 80.0% 80.0% inspections provided within 5 business days of request Percent of bathing facility initial plan reviews 100.0% 80.0% 80.0% provided within 30 business days Number of bathing facility construction N/A 2,880 2,880 inspections provided Number of bathing facility initial plan reviews 1,767 960 960 provided Number of bathing facility initial plan reviews N/A 960 960 requested Number of bathing facility construction 2,084 2,880 2,880 inspections requested Expenditure per bathing facility initial plan $ 165.90 $ 316.40 $ 241.34 $ reviews provided REV VS ADPT VAR % 0.0% 0.0% 0.0% 0.0% - 0.0% - 0.0% - 0.0% - 0.0% 75.05 23.7% Revenue 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ 629,943 629,943 $ $ 421,488 421,488 $ $ 421,488 421,488 $ $ - 0.0% 0.0% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ 293,145 293,145 $ $ 303,740 303,740 $ $ 231,689 231,689 $ $ 72,051 72,051 23.7% 23.7% Expenditure Activity Narrative: The FY 2010-11 budget supports the Department in meeting 100% of the demand. The demand is expected to be consistent in FY 2010-11 due to the continued recession but lack of significant change in construction and development in Maricopa County. The Department is shuffling resources within the Water and Wastewater Management Program to balance staff retention and demands for specific services. This reallocation of resource is the cause of the reduction in expenditures. Wastewater Facility Inspections Activity The purpose of the Wastewater Facility Inspections Activity is to provide annual wastewater treatment plant inspection services to plant operators so they can maintain compliance with the Maricopa County Environmental Health Code. Mandates: The Maricopa County Environmental Health Code mandates this activity. 473 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Output Output Demand Efficiency Department Strategic Plans and Budgets Environmental Services Measure FY 2009 FY 2010 FY 2011 Description ACTUAL REVISED ADOPTED Percent of wastewater treatment plant N/A 100.0% 100.0% inspections provided Percent of inspected wastewater treatment 95.7% 100.0% 100.0% plants in compliance with the Maricopa County Environmental Health Code Number of wastewater treatment plant 93 51 51 inspections provided Number of inspected wastewater treatment 89 51 51 plants in compliance with the Maricopa County Environmental Health Code Number of wastewater treatment plant 52 51 51 inspections required Expenditure per wastewater treatment plant $ 1,034.22 $ 2,613.35 $ 2,412.37 $ inspection REV VS ADPT VAR % 0.0% 0.0% 0.0% 0.0% - 0.0% - 0.0% - 0.0% 200.98 7.7% Revenue 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ 133,340 133,340 $ $ 152,040 152,040 $ $ 166,200 166,200 $ $ 14,160 14,160 9.3% 9.3% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ 96,182 96,182 $ $ 133,281 133,281 $ $ 123,031 123,031 $ $ 10,250 10,250 7.7% 7.7% Expenditure Activity Narrative: The FY 2010-11 budget supports the Department in meeting 100% of the demand. The demand is expected to be flat in FY 2010-11 compared to FY 2009-10 due to the continued recession but lack of significant change in construction and development in Maricopa County. Wastewater Plan Review Activity The purpose of the Wastewater Plan Review Activity is to provide wastewater construction plan review services to individuals or entities who submit plans to construct or remodel wastewater treatment facilities, wastewater reuse/recharge systems or sewer collection systems, so they construct their facilities in a timely manner in compliance with wastewater regulations. Mandates: The Maricopa County Environmental Health Code mandates this activity. 474 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Result Result Output Output Output Output Output Output Output Output Demand Demand Demand Demand Efficiency Measure Description Percent of sewer collection system construction initial plan reviews provided within 30 business days Percent of onsite facility inspections provided within 5 business days Percent of onsite facility initial plan reviews provided within 10 business days Percent of wastewater treatment plant and reuse/recharge system initial plan reviews provided within 40 business days Number onsite, recharge/wastewater treatment plant and sewer collection initial plan reviews provided Number of onsite facility initial plan reviews provided Number of wastewater treatment plant and reuse/recharge system initial plan reviews provided Number of sewer collection system construction initial plan reviews provided Number of onsite facility inspections provided Number of wastewater treatment plant and reuse/recharge system construction authorizations (ATC) provided Number of sewer collection system construction authorizations (ATC) provided Number of wastewater initial plan review provided Number of onsite facility inspections requested Number of wastewater treatment plant and reuse/recharge system plan reviews requested Number of sewer collection system construction plan approvals requested Number of onsite plan reviews requested Expenditure per wastewater initial plan review provided Department Strategic Plans and Budgets Environmental Services REV VS ADPT VAR % 0.0% 0.0% FY 2009 ACTUAL 100.0% FY 2010 REVISED 100.0% FY 2011 ADOPTED 100.0% N/A 90.0% 90.0% 0.0% 0.0% 100.0% 100.0% 100.0% 0.0% 0.0% 33.0% 100.0% 100.0% 0.0% 0.0% 111 120 120 - 0.0% 336 1,596 1,596 - 0.0% 112 120 120 - 0.0% 274 204 204 - 0.0% N/A N/A 1,445 120 1,445 120 - 0.0% 0.0% N/A 204 204 - 0.0% N/A 1,920 1,920 - 0.0% N/A 1,445 1,445 - 0.0% 93 120 120 - 0.0% 256 204 204 - 0.0% 453 N/A $ 1,445 564.42 $ 1,445 620.37 $ (55.95) 0.0% -9.9% 994,800 994,800 $ $ 704,672 704,672 $ $ (290,128) (290,128) -29.2% -29.2% $ 1,191,110 $ 1,191,110 $ $ (107,429) (107,429) -9.9% -9.9% Revenue 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ 1,162,911 $ 1,162,911 $ $ 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ 1,570,413 $ 1,570,413 $ 1,083,681 $ 1,083,681 Expenditure Activity Narrative: The FY 2010-11 budget supports the Department in meeting 100% of the demand. The demand is expected to be flat in FY 2010-11 compared to FY 2009-10 due to the continued recession but lack of significant change in construction and development in Maricopa County. The increase in expenditures is due to the increased cost of benefits. The revenue for FY 2010-11 reflects the revenue level experienced in FY 2009-10. 475 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Environmental Services Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 3,350,072 $ 1,000 FY 2010 Revised Budget $ 3,350,072 $ 1,000 $ (1,337,261) $ (1,337,261) (43,822) $ (43,822) 1,821,851 $ 1,821,851 - $ 3,790,840 $ 1,000 $ 55,376 $ 47,520 7,856 (55,376) $ (55,376) - $ - 59,000 59,000 Adjustments: Base Adjustments Other Reductions Budget Balancing PEHPEP FY 09 Adjustments Reallocations Reallocation Between Depts Agenda Item: $ C-49-09-066-2-00 $ FY 2011 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Reallocations Reallocation Between Funds Agenda Item: $ $ FY 2011 Adopted Budget Percent Change from Target Amount $ 3,790,840 $ 60,000 0.0% 5900.0% Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget $ 70,000 $ - FY 2010 Revised Budget $ 70,000 $ - $ (70,000) $ (70,000) - $ - $ - $ 18,000 $ 18,000 - $ 70,000 $ 70,000 - $ 88,000 $ N/A - Adjustments: Base Adjustments Other Base Adjustments Agenda Item: FY 2011 Budget Target Adjustments: Base Adjustments Other Base Adjustments GPS & Software for Vector Vehicles Non Recurring Non Recurring Carry Forward Vector Control Software Agenda Item: $ $ FY 2011 Adopted Budget Percent Change from Target Amount 476 18,000 70,000 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Environmental Services Environmental Services Grant Fund (505) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 902,000 $ 902,000 FY 2010 Revised Budget $ 902,000 $ 902,000 FY 2011 Budget Target $ 902,000 $ 902,000 $ (137,000) $ (137,000) (137,000) (137,000) Adjustments: Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Agenda Item: FY 2011 Adopted Budget Percent Change from Target Amount $ 765,000 $ 765,000 -15.2% -15.2% Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget Adjustments: Non Recurring AQ Veh Printers to Env Svcs $ - $ - $ 2,500 $ 2,500 - $ 2,500 $ - $ (2,500) $ (2,500) - $ - $ N/A - Agenda Item: C-88-10-004-V-00 FY 2010 Revised Budget Adjustments: Non Recurring AQ Veh Printers to Env Svcs Agenda Item: C-88-10-004-V-00 FY 2011 Adopted Budget Percent Change from Target Amount Environmental Services Grant Fund (505) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED Beginning Spendable Fund Balance $ - $ 312,265 $ 312,265 $ - $ 334,548 Sources: Operating Total Sources: $ $ 677,460 677,460 $ $ 902,000 902,000 $ $ 902,000 902,000 $ $ 990,837 990,837 $ $ 765,000 765,000 $ $ $ $ 653,789 2,500 656,289 $ $ 902,000 2,500 904,500 $ $ 902,000 902,000 $ 765,000 765,000 Uses: Operating Non-Recurring Total Uses: $ 482,795 433,376 916,171 Structural Balance $ 194,665 $ - $ - $ 337,048 $ - Accounting Adjustments $ 238,711 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ - $ $ 312,265 312,265 $ $ 309,765 309,765 $ $ 334,548 334,548 $ $ 334,548 334,548 477 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Environmental Services Environmental Services Environmental Health Fund (506) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 18,053,147 $ 18,146,947 FY 2010 Revised Budget $ 18,053,147 $ 18,146,947 $ (294,415) $ (294,415) - $ 17,758,732 $ 18,146,947 $ 295,518 246,240 49,278 (271,205) (271,205) (4,603) (4,603) 365,233 365,233 - Adjustments: Budget Balancing PEHPEP FY 09 Adjustments Agenda Item: C-49-09-066-2-00 FY 2011 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Budget Balancing PEHPEP FY 10 Adjustments Fees and Other Revenues ProgRevenue Volume Inc/Dec Reallocations Reallocation Between Funds Agenda Item: $ $ C-49-10-032-M-00 $ $ FY 2011 Adopted Budget Percent Change from Target Amount $ 478 $ $ $ $ $ 18,143,675 $ 2.2% 104,262 104,262 (59,000) (59,000) 18,192,209 0.2% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Environmental Services Environmental Services Environmental Health Fund (506) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget $ 1,271,501 $ - $ 67,466 $ 57,228 10,238 - $ 1,338,967 $ - $ $ (1,271,501) $ (1,271,501) (67,466) $ (57,228) (10,238) - $ - $ - $ 1,117,687 $ 1,100,000 17,687 - FY 2011 Recommended Budget Percent Change from Target Amount $ 1,117,687 $ - FY 2011 Tentative Budget Percent Change from Target Amount $ 1,117,687 $ - $ 1,500,000 $ 1,500,000 - $ 1,500,000 $ 1,500,000 - $ 4,117,687 $ N/A - Adjustments: Non Recurring AQ Veh Printers to Env Svcs Vehicle Air Qual to Env Svcs 2 Agenda Item: C-88-10-004-V-00 C-88-10-015-V-00 FY 2010 Revised Budget Adjustments: Base Adjustments Other Base Adjustments Non Recurring AQ Veh Printers to Env Svcs Vehicle Air Qual to Env Svcs 2 Agenda Item: C-88-10-004-V-00 C-88-10-015-V-00 FY 2011 Budget Target Adjustments: Non Recurring Non Recurring Carry Forward Other Non-Recurring Accela Contract Vehicle Replacement Adjustments: Capital Improvement Program Transfer to Capital Proj Fund Northern Regional Office Acquisition Non Recurring Other Non-Recurring Northern Regional Office Preparation Agenda Item: $ 1,100,000 17,687 Agenda Item: $ $ FY 2011 Adopted Budget Percent Change from Target Amount 479 1,500,000 1,500,000 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Environmental Services Environmental Services Environmental Health Fund (506) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED Beginning Spendable Fund Balance $ 6,538,413 $ 4,474,208 $ 4,474,208 $ 6,935,347 $ 7,193,705 Sources: Operating Total Sources: $ 19,473,111 $ 19,473,111 $ 18,146,947 $ 18,146,947 $ 18,146,947 $ 18,146,947 $ 18,069,684 $ 18,069,684 $ 18,192,209 $ 18,192,209 Uses: Operating Non-Recurring Total Uses: $ 17,110,391 1,965,827 $ 19,076,218 $ 18,053,147 1,271,501 $ 19,324,648 $ 18,053,147 1,338,967 $ 19,392,114 $ 17,545,630 265,696 $ 17,811,326 $ 18,143,675 4,117,687 $ 22,261,362 Structural Balance $ 2,362,720 $ 93,800 $ 93,800 $ 524,054 $ 48,534 Accounting Adjustments $ 41 $ - $ - $ - $ - 6,935,347 $ 6,935,347 $ 3,296,507 $ 3,296,507 $ (10,238) $ 3,239,279 7,193,705 $ 3,229,041 $ 7,193,705 $ Ending Spendable Fund Balance: Restricted Committed Total Ending Spendable Fund Balance $ 480 3,124,552 $ 3,124,552 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Equipment Services Equipment Services Analysis by Angie Flick, Management & Budget Supervisor Summary 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 management services. Strategic Goals • By June 30, 2011, assist in increasing the preventative maintenance compliance rate of County departments by 2% per year through customer education, notification of needed services and policy revisions. Status: Preventative Maintenance compliance for the County has increased from 67% in FY 2005-06 to 73% in FY 2008-09. The FY 2009-10 compliance rate is 85%. Sources and Uses by Program and Activity FY 2009 ACTUAL PROGRAM / ACTIVITY SOURCES FPRR - FLEET PROCUREMENT AND REMOVAL FUEL - FUEL FOR VEH AND EQUIPMENT HDVR - HEAVY DUTY VEH AND EQUIP LDVR - LIGHT DUTY VEH AND EQUIP PMVR - PREVENTATIVE MAINTENANCE PRTS - PARTS RENT - RENTAL POOL 74FM - FLEET MANAGEMENT $ GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % $ - $ 8,316,538 2,283,370 1,096,025 913,489 3,427,448 57,410 16,094,280 $ 122,060 $ 6,523,128 1,927,883 1,129,553 899,828 3,167,899 69,464 13,839,815 $ 122,060 $ 7,933,469 1,927,883 2,419,212 899,828 3,167,899 69,464 16,539,815 $ 122,060 $ 6,919,917 1,910,897 1,094,028 877,688 3,362,832 45,654 14,333,076 $ 37,868 $ 6,557,652 1,904,228 1,068,504 873,984 3,408,207 33,372 13,883,815 $ (84,192) (1,375,817) (23,655) (1,350,708) (25,844) 240,308 (36,092) (2,656,000) -69.0% -17.3% -1.2% -55.8% -2.9% 7.6% -52.0% -16.1% $ $ 32,391 $ 32,391 $ 44,000 $ 44,000 $ 44,000 $ 44,000 $ 34,715 $ 34,715 $ 25,424 $ 25,424 $ (18,576) (18,576) -42.2% -42.2% TOTAL PROGRAMS $ 16,126,671 $ 13,883,815 $ 16,583,815 $ 14,367,791 $ 13,909,239 $ (2,674,576) -16.1% 481 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Equipment Services Sources and Uses by Program and Activity (continued) FY 2009 ACTUAL PROGRAM / ACTIVITY USES FPRR - FLEET PROCUREMENT AND REMOVAL FUEL - FUEL FOR VEH AND EQUIPMENT HDVR - HEAVY DUTY VEH AND EQUIP LDVR - LIGHT DUTY VEH AND EQUIP PMVR - PREVENTATIVE MAINTENANCE PRTS - PARTS RENT - RENTAL POOL 74FM - FLEET MANAGEMENT $ FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - ADMINISTRATIVE SERVICES $ FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % 179,370 $ 7,509,651 1,287,721 1,015,977 417,052 2,908,606 6,016 13,324,393 $ 134,626 $ 5,774,128 1,440,472 1,068,284 412,889 2,931,777 8,074 11,770,250 $ 134,626 $ 7,184,469 1,440,472 1,068,284 412,889 4,228,211 33,997 14,502,948 $ 61,564 $ 6,217,130 1,335,075 958,676 337,938 2,950,815 35,567 11,896,765 $ 70,401 $ 6,347,264 1,702,467 1,085,674 304,523 2,961,426 16,108 12,487,863 $ 64,225 837,205 (261,995) (17,390) 108,366 1,266,785 17,889 2,015,085 47.7% 11.7% -18.2% -1.6% 26.2% 30.0% 52.6% 13.9% 146,472 $ 56,193 558,880 64,567 826,112 $ 206,997 $ 53,382 629,724 64,678 954,781 $ 206,997 $ 53,382 629,724 64,678 954,781 $ 232,985 $ 54,800 570,218 (848) 857,155 $ 274,924 $ 53,334 717,349 1,045,607 $ (67,927) 48 (87,625) 64,678 (90,826) -32.8% 0.1% -13.9% 100.0% -9.5% $ 667,146 $ 74,592 741,738 $ 608,074 $ 92,201 700,275 $ 608,074 $ 92,201 700,275 $ 608,074 $ 92,196 700,270 $ 532,241 $ 100,872 633,113 $ 75,833 (8,671) 67,162 12.5% -9.4% 9.6% TOTAL PROGRAMS $ 14,892,243 $ 13,425,306 $ 16,158,004 $ 13,454,190 $ 14,166,583 $ $ $ CSCA - CENTRAL SERVICE COST ALLOC ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ 1,991,421 12.3% Sources and Uses by Category CATEGORY CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0636 - INTERNAL SERVICE CHARGES SUBTOTAL $ FY 2009 ACTUAL FY 2010 ADOPTED 3,504,483 12,578,974 16,083,457 $ $ SUBTOTAL $ 32,391 10,823 43,214 ALL REVENUES $ 16,126,671 MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ TOTAL SOURCES $ FY 2010 REVISED 3,781,115 10,055,200 13,836,315 $ $ $ 44,000 3,500 47,500 $ 13,883,815 $ 16,126,671 $ 5,191,456 11,344,859 16,536,315 $ $ $ 44,000 3,500 47,500 $ 16,583,815 $ 13,883,815 $ 482 FY 2010 FORECAST 3,311,247 11,017,939 14,329,186 $ $ $ 34,715 3,890 38,605 $ 14,367,791 $ 16,583,815 $ REV VS ADPT VAR % FY 2011 ADOPTED $ 2,774,520 11,105,795 13,880,315 $ $ (2,416,936) (239,064) (2,656,000) -46.6% -2.1% -16.1% -42.2% 0.0% -39.1% $ $ 25,424 3,500 28,924 $ (18,576) (18,576) $ 13,909,239 $ (2,674,576) -16.1% 13,909,239 $ (2,674,576) -16.1% 14,367,791 $ Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Equipment Services Sources and Uses by Category (continued) CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % 2,306,022 $ 129,116 853,599 108,457 110,215 3,507,409 $ 2,317,467 $ 103,442 857,245 28,525 112,825 3,419,504 $ 2,317,467 $ 103,442 857,245 28,525 112,825 3,419,504 $ 2,167,182 $ 120,444 793,344 10,490 100,709 3,192,169 $ 2,242,295 $ 103,142 900,460 9,275 132,868 3,388,040 $ 75,172 300 (43,215) 19,250 (20,043) 31,464 3.2% 0.3% -5.0% 67.5% -17.8% 0.9% SUBTOTAL $ 2,586,046 $ 7,331,787 21,187 3,477 9,942,497 $ 2,613,472 $ 5,614,464 21,275 623 8,249,834 $ 3,903,131 $ 7,024,805 21,275 623 10,949,834 $ 2,537,650 $ 6,136,695 1,747 346 8,676,438 $ 2,958,138 $ 5,646,712 21,823 498 8,627,171 $ 944,993 1,378,093 (548) 125 2,322,663 24.2% 19.6% -2.6% 20.1% 21.2% SERVICES 0810 - LEGAL SERVICES $ 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0845 - SUPPORT AND CARE OF PERSONS 0850 - UTILITIES 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ - $ 64,269 11,986 474,186 74,663 2,831 3,863 9,589 15 130,968 2,428 774,798 $ - $ 122,314 22,570 473,530 89,561 8,872 12,185 9,238 149,394 7,634 895,298 $ - $ 122,314 22,570 473,530 89,561 8,872 12,185 9,238 149,394 7,634 895,298 $ 11,432 $ 82,021 16,082 428,235 103,863 2,289 6,575 10,393 131,678 5,322 797,890 $ - $ 114,264 22,570 492,815 99,980 6,256 13,208 9,841 132,996 6,650 898,580 $ 8,050 (19,285) (10,419) 2,616 (1,023) (603) 16,398 984 (3,282) N/A 6.6% 0.0% -4.1% -11.6% 29.5% -8.4% -6.5% N/A 11.0% 12.9% -0.4% CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ - $ (3) 396 393 $ - $ 96,665 139,200 16,330 401 252,596 $ - $ 96,665 139,200 16,330 401 252,596 $ - $ 139,200 7,353 368 146,921 $ 62,557 $ 502,130 151,200 4,392 272 720,551 $ ALL EXPENDITURES $ 14,225,097 $ 12,817,232 $ 15,517,232 $ 12,813,418 $ 13,634,342 $ 1,882,890 12.1% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 667,146 $ 667,146 $ 608,074 $ 608,074 $ 640,772 $ 640,772 $ 640,772 $ 640,772 $ 532,241 $ 532,241 $ 108,531 108,531 16.9% 16.9% TOTAL USES $ 14,892,243 $ 13,425,306 $ 16,158,004 $ 13,454,190 $ 14,166,583 $ 1,991,421 12.3% FY 2011 ADOPTED REV VS ADPT VAR % SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0806 - SUPPLIES-ALLOCATION IN $ (62,557) N/A (405,465) -419.5% (12,000) -8.6% 11,938 73.1% 129 32.2% (467,955) -185.3% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 654 EQUIPMENT SERVICES OPERATING FY 2009 ACTUAL $ FUND TOTAL SOURCES $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 654 EQUIPMENT SERVICES OPERATING NON-RECURRING $ 16,126,671 $ 16,126,671 $ FY 2010 ADOPTED 13,883,815 $ 13,883,815 $ FY 2010 REVISED 16,583,815 $ 16,583,815 $ FY 2010 FORECAST 14,367,791 $ 14,367,791 $ 13,909,239 $ 13,909,239 $ 16,126,671 $ 13,883,815 $ 16,583,815 $ 14,367,791 $ 13,909,239 $ 16,126,671 $ 13,883,815 $ 16,583,815 $ 14,367,791 $ 13,909,239 $ FY 2009 FY 2010 FY 2010 FY 2010 FY 2011 ACTUAL ADOPTED REVISED FORECAST ADOPTED (2,674,576) (2,674,576) -16.1% -16.1% (2,674,576) -16.1% (2,674,576) -16.1% REV VS ADPT VAR % FUND TOTAL USES $ 14,892,243 $ 14,892,243 $ 13,192,006 $ 233,300 13,425,306 $ 15,892,006 $ 265,998 16,158,004 $ 13,279,092 $ 175,098 13,454,190 $ 13,165,326 $ 1,001,257 14,166,583 $ 2,726,680 17.2% (735,259) -276.4% 1,991,421 12.3% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 14,892,243 $ - $ 14,892,243 $ 13,192,006 $ 233,300 $ 13,425,306 $ 15,892,006 $ 265,998 $ 16,158,004 $ 13,279,092 $ 175,098 $ 13,454,190 $ 13,165,326 $ 1,001,257 $ 14,166,583 $ 2,726,680 17.2% (735,259) -276.4% 1,991,421 12.3% 483 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Equipment Services Staffing by Program and Activity PROGRAM / ACTIVITY EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT PROGRAM TOTAL FLEET PROCUREMENT AND REMOVA FUEL FOR VEH AND EQUIPMENT HEAVY DUTY VEH AND EQUIP LIGHT DUTY VEH AND EQUIP PARTS PREVENTATIVE MAINTENANCE RENTAL POOL PROGRAM TOTAL DEPARTMENT TOTAL FY 2009 FY 2010 ADOPTED ADOPTED 3.20 2.20 2.00 3.00 1.00 1.00 1.00 7.20 6.20 2.00 2.00 1.00 1.00 15.80 15.80 16.10 16.10 4.00 4.00 7.90 6.90 46.80 45.80 54.00 52.00 FY 2010 FY 2010 REVISED FORECAST 2.20 2.20 3.00 4.00 1.00 1.00 6.20 7.20 2.00 1.20 1.00 1.00 15.80 18.00 16.10 15.75 4.00 4.00 6.90 6.70 0.15 45.80 46.80 52.00 54.00 FY 2011 ADOPTED 2.20 4.00 1.00 7.20 1.20 1.00 18.00 16.65 4.00 4.80 0.15 45.80 53.00 REV TO ADPT VAR % 0.0% 1.00 33.3% 0.0% N/A 1.00 16.1% (0.80) -40.0% 0.0% 2.20 13.9% 0.55 3.4% 0.0% (2.10) -30.4% 0.15 N/A 0.0% 1.00 1.9% Staffing by Market Range Title MARKET RANGE TITLE Accounting Specialist Administrative Supervisor Administrator Director - Equipment Services Financial Support Supv - Dept Grant-Contract Administrator Human Resources Specialist Management Analyst Materials Inventory Specialist Mechanic - Automotive Mechanic - Heavy Equipment Mechanic Lead Mechanic Supervisor Office Assistant Specialized Preventive Maintenance Tech Procurement Specialist Program Coordinator Trades Specialist Department Total FY 2009 ADOPTED 1.00 2.00 1.00 1.00 1.00 1.00 1.00 3.00 13.00 11.00 3.00 2.00 3.00 8.00 1.00 1.00 1.00 54.00 FY 2010 ADOPTED 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 14.00 13.00 2.00 3.00 7.00 1.00 1.00 1.00 52.00 FY 2010 REVISED 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 14.00 13.00 2.00 3.00 7.00 1.00 1.00 1.00 52.00 FY 2010 FORECAST 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 14.00 14.00 3.00 3.00 7.00 1.00 1.00 1.00 54.00 FY 2011 ADOPTED 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 15.00 14.00 3.00 3.00 5.00 1.00 1.00 1.00 53.00 REV TO ADPT VAR % 0.0% 0.0% 0.0% 0.0% 1.00 N/A (1.00) -100.0% 0.0% 0.0% 0.0% 1.00 7.1% 1.00 7.7% N/A 1.00 50.0% 0.0% (2.00) -28.6% 0.0% 0.0% 0.0% 1.00 1.9% FY 2010 REVISED 52.00 52.00 FY 2010 FORECAST 55.00 54.00 FY 2011 ADOPTED 53.00 53.00 REV TO ADPT VAR % 1.00 1.9% 1.00 1.9% Staffing by Fund FUND 654 - EQUIPMENT SERVICES DEPARTMENT TOTAL FY 2009 ADOPTED 54.00 54.00 FY 2010 ADOPTED 52.00 52.00 General Adjustments Personnel: Health insurance premiums for medical and dental coverage and employer costs for retirement/long-term disability are increasing a total of $73,511 for FY 2010-11. Salary and benefit savings for the Department are being right-sized, decreasing personnel costs by $73,511, resulting in a net zero impact to personnel costs. 484 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Equipment Services Technology: Increase Non-Recurring/Non-Project by $369,000 for upgrading the fuel key system which will provide for more accurate fuel and vehicle information collection. This is full implementation to the County’s on-road fleet following a pilot program which will be completed at the end of FY2009-10. Vehicle Replacements: Funding of $151,200 for the replacement of two vehicles is included in the Non-Recurring/Non-Project budget. Stormwater Compliance: Funding of $28,500 for the required one-time work to obtain compliance with Stormwater regulations is included in the Non-Recurring/Non-Project budget. Capital Improvements: Increase Non-Recurring/Non-Project by $390,000 for the replacement of fuel dispensers at all four underground storage fueling stations and to improve the Durango Car/Truck wash. Programs and Activities Fleet Management Program 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. Program Results Measure Description Percent of total vehicles due or overdue for Replacement Percent of Hybrid and Alt Fuel vehicles in the on-road fleet Percent of fuel purchased that was sold Percent of light duty vehicles presented for repair Percent of technicians producing at or above targeted maintenance & repair hours Percent of Vehicle Equivalents repaired or PM'd Percent of vehicles presented for PM Percent of PMA services completed within 10% of Cycle Length. Percent of parts issued from stock FY 2009 ACTUAL 10.1% FY 2010 REVISED 22.3% FY 2011 ADOPTED 24.7% 38.2% 40.9% 41.0% 0.1% 0.2% 104.0% 38.6% 100.0% 479.9% 101.2% 36.9% 1.2% (443.0%) 1.2% -92.3% 71.6% 72.6% 71.7% (1.0%) -1.3% 100.8% 1227.3% 95.4% (1131.8%) -92.2% 80.4% 86.6% 76.8% 73.6% 100.0% 105.3% 23.2% 31.7% 30.3% 43.0% 61.5% 60.0% 100.0% 40.0% 66.7% Activities that comprise this program include: • Fleet Procurement and Removal • Fuel for Vehicles and Equipment • Heavy Duty Vehicles and Equipment Repair • • • • 485 REV VS ADPT VAR % 2.4% 10.7% Light Duty Vehicles and Equipment Repair Parts Preventative Maintenance Rental Pool Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Equipment Services Fleet Procurement and Removal Activity The purpose of the Fleet Procurement and Removal Activity is to procure and dispose of County vehicles and equipment for Maricopa County departments so that they can have adequate transportation for County-related travel and minimize capital investment costs. Mandates: Activity is not mandated. Measure Type Result Result Output Output Demand Demand Efficiency Revenue Measure Description Percent of total vehicles due or overdue for Replacement Percent of Hybrid and Alt Fuel vehicles in the on-road fleet Number of vehicles replaced Number of Hybrid and Alt Fuel vehicles in the on-road fleet Number of vehicles due or overdue for replacement Number of vehicles in the on-road fleet Expenditure per vehicle replaced FY 2009 ACTUAL 10.1% FY 2010 REVISED 22.3% FY 2011 ADOPTED 24.7% 38.2% 40.9% 41.0% 131 736 689 790 690 786 1,022 189 583 $ 1,927 1,369.24 $ 1,930 195.39 $ 1,931 102.03 654 - EQUIPMENT SERVICES TOTAL SOURCES $ $ - $ $ 122,060 122,060 $ $ 654 - EQUIPMENT SERVICES TOTAL USES $ $ 179,370 179,370 $ $ 134,626 134,626 $ $ REV VS ADPT VAR % 2.4% 10.7% 0.1% 0.2% 1 (4) 0.1% -0.5% 394 208.5% $ 1 93.36 0.0% 47.8% 37,868 37,868 $ $ (84,192) (84,192) -69.0% -69.0% 70,401 70,401 $ $ 64,225 64,225 47.7% 47.7% Expenditure Activity Narrative: The FY 2010-11 budget supports the Department in continuing to provide analysis and procurement services to replace critical vehicles as needed. The decrease in expenditures is due to the mechanics playing a larger role in the analysis of whether a vehicle needs to be replaced. The mechanics, which are part of the resources for Heavy and Light Duty Vehicle Equipment and Repair activities, perform evaluations as vehicles are brought in for service. The cost of staff to procure replacement vehicles remains constant. Fuel for Vehicles and Equipment Activity The purpose of the Fuel for Vehicles and Equipment Activity is to provide fuel to keep vehicles and equipment operational for Maricopa County departments so they have reliable and cost-effective transportation for County activities. Mandates: Activity is not mandated. 486 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Demand Efficiency Department Strategic Plans and Budgets Equipment Services Measure Description Percent of fuel purchased that was sold Number of gallons of fuel sold Number of gallons of fuel purchased Average cost to ESD per gallon of fuel purchased FY 2009 FY 2010 FY 2011 ACTUAL REVISED ADOPTED 104.0% 100.0% 101.2% 3,152,770 3,000,000 2,957,089 3,030,619 3,000,000 2,920,623 $ 2.48 $ 2.39 $ 2.17 $ 654 - EQUIPMENT SERVICES TOTAL SOURCES $ 8,316,538 $ 8,316,538 $ 7,933,469 $ 7,933,469 $ 6,557,652 $ 6,557,652 $ (1,375,817) $ (1,375,817) 654 - EQUIPMENT SERVICES TOTAL USES $ 7,509,651 $ 7,509,651 $ 7,184,469 $ 7,184,469 $ 6,347,264 $ 6,347,264 $ $ REV VS ADPT VAR % 1.2% 1.2% (42,911) -1.4% (79,377) -2.6% 0.22 9.3% Revenue -17.3% -17.3% Expenditure 837,205 837,205 11.7% 11.7% Activity Narrative: The FY 2010-11 budget supports the Department in meeting 100% of the demand. Fuel usage is expected to decrease along with the reduction of the County Fleet, as well as the use from other governmental entities that purchase fuel from the County’s fueling stations. The result is more than 100% due to the Public Works Transportation Division occasionally returning fuel to County reserves which allows the resources to be resold to other users. The expenditure increase is due to one-time expenditures for the replacement of fuel dispensers and the full implementation of the fuel information/tracking system which will increase safety and the reliability of data collected during fuel transactions. Heavy Duty Vehicles and Equipment Repair Activity The purpose of the Heavy Duty Vehicle and Equipment Repair Activity is to correct the operational and drivability problem(s) of the vehicles and equipment operated by employees and departments of Maricopa County so that they can have transportation to perform their duties. Mandates: Activity is not mandated. Measure Type Output Demand Demand Efficiency Revenue Measure Description Number of work orders completed Number of heavy duty vehicles in fleet Number of heavy duty vehicles presented for repair. Expenditure per work order completed FY 2009 ACTUAL 8,792 907 5,091 $ 654 - EQUIPMENT SERVICES TOTAL SOURCES $ 2,283,370 $ 2,283,370 654 - EQUIPMENT SERVICES TOTAL USES $ 1,287,721 $ 1,287,721 146.47 FY 2010 REVISED 8,610 900 5,115 $ 167.30 FY 2011 ADOPTED 8,637 893 5,174 $ REV VS ADPT VAR % 27 0.3% (7) -0.8% 59 1.2% 197.11 $ (29.81) -17.8% $ 1,927,883 $ 1,927,883 $ 1,904,228 $ 1,904,228 $ $ (23,655) (23,655) -1.2% -1.2% $ 1,440,472 $ 1,440,472 $ 1,702,467 $ 1,702,467 $ $ (261,995) (261,995) -18.2% -18.2% Expenditure Activity Narrative: The FY 2010-11 budget supports the Department in meeting 100% of the demand. Each vehicle presented may have multiple work orders. The number of vehicles requiring repairs is expected to increase slightly. The increase in costs is due to the one time expenditure on the Durango Truck Wash and a replacement field truck which are directly related to the care of Heavy Duty Vehicles and Equipment in the County’s fleet. Light Duty Vehicles and Equipment Repair Activity The purpose of the Light Duty Vehicle and Equipment Repair Activity is to correct the operational and drivability problem(s) of the vehicles and equipment operated by employees and departments of Maricopa County so that they can have transportation to perform their duties. 487 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Equipment Services Mandates: Activity is not mandated. Measure Type Result Output Output Demand Efficiency Measure Description Percent of technicians producing at or above targeted maintenance & repair hours Number of average maintenance & repair hours charged per FTE technician Number of Light Duty repair work orders Number of vehicles presented for repair Average cost of light duty repair per repair work order FY 2009 ACTUAL 71.6% $ FY 2010 REVISED 72.6% FY 2011 ADOPTED 71.7% 399 400 433 10,900 7,569 19.24 11,020 7,870 19.78 10,786 7,704 21.65 $ $ REV VS ADPT VAR % (1.0%) -1.3% 33 $ 8.1% (234) (166) (1.87) -2.1% -2.1% -9.4% -55.8% -55.8% Revenue 654 - EQUIPMENT SERVICES TOTAL SOURCES $ 1,096,025 $ 1,096,025 $ 2,419,212 $ 2,419,212 $ 1,068,504 $ 1,068,504 $ (1,350,708) $ (1,350,708) 654 - EQUIPMENT SERVICES TOTAL USES $ 1,015,977 $ 1,015,977 $ 1,068,284 $ 1,068,284 $ 1,085,674 $ 1,085,674 $ $ Expenditure (17,390) (17,390) -1.6% -1.6% Activity Narrative: The FY 2010-11 budget supports the Department in meeting 100% of the demand for repairs on light duty vehicles. The number of vehicles in the fleet is expected to decrease resulting in fewer work orders. The slight increase in expenditures is due to planned purchases of diagnostic equipment and specialized tools replacements directly related to the care of Light Duty Vehicles and Equipment. Parts Activity The purpose of the Parts Activity is to provide parts necessary to correct the operational and drivability problems of the vehicles and equipment operated by employees and departments of Maricopa County so that they can have transportation to perform their duties. Mandates: Activity is not mandated. Measure Type Result Output Demand Efficiency Revenue REV VS ADPT VAR % 40.0% 66.7% 6,600 3.1% 6,600 3.1% 6.40 32.1% Measure Description Percent of parts issued from stock Number of parts issued - stock and nonstock Number of parts requested - stock and non-stock Expenditure per part issued - stock and nonstock FY 2009 FY 2010 FY 2011 ACTUAL REVISED ADOPTED 61.5% 60.0% 100.0% 220,213 211,900 218,500 220,213 211,900 218,500 $ 13.21 $ 19.95 $ 13.55 $ 654 - EQUIPMENT SERVICES TOTAL SOURCES $ 3,427,448 $ 3,427,448 $ 3,167,899 $ 3,167,899 $ 3,408,207 $ 3,408,207 $ $ 240,308 240,308 7.6% 7.6% 654 - EQUIPMENT SERVICES TOTAL USES $ 2,908,606 $ 2,908,606 $ 4,228,211 $ 4,228,211 $ 2,961,426 $ 2,961,426 $ 1,266,785 $ 1,266,785 30.0% 30.0% Expenditure Activity Narrative: The FY 2010-11 budget supports the Department in meeting 100% of the demand of providing parts as needed to repair and maintain equipment. The Department is changing the way vehicle replacements are ordered which is necessitating the need to purchase more parts. Historically, the Department purchased vehicles with add-on parts in the original purchase. This made the vehicles ready to move into the fleet, but limited the use of vehicles in stock. Now the Department is purchasing vehicles in a basic model with few options and purchasing the add-on components required when the vehicle’s use is determined and is ready to be deployed in the fleet. This shift is increasing the number and cost of parts ordered, but provides more flexibility for utilizing vehicles as replacements. 488 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Equipment Services Preventative Maintenance Activity The purpose of the Preventative Maintenance Activity is to provide preventative maintenance at shop and field locations and to provide emission inspection of the vehicles and equipment operated by employees and departments of Maricopa County so that they can have transportation to perform their duties. Mandates: Activity is not mandated. Measure Type Result Result Output Output Demand Efficiency Revenue Measure Description Percent of vehicles presented for PM Percent of PMA services completed within 10% of Cycle Length. Number of work orders completed Number of PMA services performed. Number of vehicles presented for PM. Expenditure per PMA service performed FY 2009 ACTUAL 80.4% 86.6% $ 8,373 6,238 7,993 66.86 654 - EQUIPMENT SERVICES TOTAL SOURCES $ $ 654 - EQUIPMENT SERVICES TOTAL USES $ $ FY 2010 REVISED 76.8% 73.6% $ 8,110 6,125 4,500 67.41 913,489 913,489 $ $ 417,052 417,052 $ $ REV VS ADPT VAR % 23.2% 30.3% 31.7% 43.0% FY 2011 ADOPTED 100.0% 105.3% $ 8,002 5,847 7,553 52.08 $ (108) (278) 3,053 15.33 -1.3% -4.5% 67.8% 22.7% 899,828 899,828 $ $ 873,984 873,984 $ $ (25,844) (25,844) -2.9% -2.9% 412,889 412,889 $ $ 304,523 304,523 $ $ 108,366 108,366 26.2% 26.2% Expenditure Activity Narrative: The FY 2010-11 budget supports the Department in meeting 100% of the demand. The preventative maintenance cycle is being expanded to allow for more miles to be driven between scheduled maintenance. This change results in decreased work orders and expense. Rental Pool Activity The purpose of the Rental Pool Activity is to provide operational vehicles to Maricopa County employees when departments do not have sufficient vehicles for employees to do their job. Mandates: Activity is not mandated. Measure Type Output Output Demand Efficiency Measure Description FY 2009 ACTUAL 39,596 888 962 $ 0.15 FY 2010 REVISED 43,400 940 1,065 $ 0.78 FY 2011 ADOPTED 31,055 629 629 $ 0.52 $ 654 - EQUIPMENT SERVICES TOTAL SOURCES $ $ 57,410 57,410 $ $ 69,464 69,464 $ $ 33,372 33,372 $ $ (36,092) (36,092) -52.0% -52.0% 654 - EQUIPMENT SERVICES TOTAL USES $ $ 6,016 6,016 $ $ 33,997 33,997 $ $ 16,108 16,108 $ $ 17,889 17,889 52.6% 52.6% Number of miles Number of rental request met Number of rental requests received Operating cost* (to ESD) per mile (*repairs, maintenance & fuel) REV VS ADPT VAR % (12,345) -28.4% (311) -33.1% (436) -40.9% 0.26 33.8% Revenue Expenditure Activity Narrative: The FY 2010-11 budget supports the Department continuing to provide rental vehicles to County Departments. The expenditures in this activity reflect the fuel and maintenance costs of the rental pool as well as part of one FTE’s time to check vehicles in and out. The FY 2009-10 budget did not include any personnel costs. 489 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Equipment Services Appropriated Budget Reconciliations Equipment Services Fund (654) Expenditures Revenue OPERATING FY 2010 Adopted Budget Adjustments: Supplemental Funding Mid-Year Adjustments FY 10 Equip Svcs Year End Adj 13,883,815 $ 2,700,000 $ 2,700,000 2,700,000 2,700,000 $ 15,892,006 $ 16,583,815 $ (26,680) $ (26,680) - $ (2,700,000) $ (2,700,000) (2,700,000) (2,700,000) $ 13,165,326 $ 13,883,815 $ 73,511 $ 62,964 10,547 (73,511) $ (73,511) 25,424 25,424 - C-74-10-011-2-00 Agenda Item: C-49-09-066-2-00 C-74-10-011-2-00 FY 2011 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Personnel Savings 13,192,006 $ Agenda Item: FY 2010 Revised Budget Adjustments: Budget Balancing PEHPEP FY 09 Adjustments Supplemental Funding Mid-Year Adjustments FY 10 Equip Svcs Year End Adj $ Agenda Item: $ FY 2011 Adopted Budget Percent Change from Target Amount $ 13,165,326 $ 13,909,239 0.0% 0.2% Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget Adjustments: Non Recurring Vehicles AQ PDS to Equip Svcs 233,300 $ - $ 32,698 $ 32,698 - $ 265,998 $ - $ (233,300) $ (233,300) (32,698) $ (32,698) - $ - $ - $ 938,700 $ 938,700 - $ 938,700 $ N/A - Agenda Item: C-74-10-008-V-00 FY 2010 Revised Budget Adjustments: Base Adjustments Other Base Adjustments Non Recurring Vehicles AQ PDS to Equip Svcs $ Agenda Item: $ C-74-10-008-V-00 FY 2011 Budget Target Adjustments: Agenda Item: Base Adjustments Other Base Adjustments Upgrade Fuel Key System Replace Two Vehicles Stormwater Compliance Four Underground Storage Fuel Dispensers and Durango Car/Truck Wash FY 2011 Adopted Budget Percent Change from Target Amount 490 $ 369,000 151,200 28,500 390,000 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Equipment Services Equipment Services Fund (654) (continued) Expenditures Revenue CAPITAL IMPROVEMENTS FY 2010 Adopted Budget $ - $ - FY 2010 Revised Budget $ - $ - FY 2011 Budget Target $ - $ - $ 62,557 $ 62,557 - $ 62,557 $ N/A - Adjustments: Capital Improvement Program Capital Improvement Prog Adj Agenda Item: FY 2011 Adopted Budget Percent Change from Target Amount Equipment Services Fund (654) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED Beginning Spendable Fund Balance $ 656,612 $ 1,399,055 $ 1,399,055 $ 1,891,030 $ 2,804,631 Sources: Operating Total Sources: $ 16,126,671 $ 16,126,671 $ 13,883,815 $ 13,883,815 $ 16,583,815 $ 16,583,815 $ 14,367,791 $ 14,367,791 $ 13,909,239 $ 13,909,239 Uses: Operating Non-Recurring Total Uses: $ 14,892,243 $ 14,892,243 $ 13,192,006 233,300 $ 13,425,306 $ 15,892,006 265,998 $ 16,158,004 $ 13,279,092 175,098 $ 13,454,190 $ 13,165,326 1,001,257 $ 14,166,583 Structural Balance $ 1,234,428 $ 691,809 $ 691,809 $ 1,088,699 $ 743,913 Accounting Adjustments $ (10) $ - $ - $ $ - Ending Spendable Fund Balance: Committed Total Ending Spendable Fund Balance 1,891,030 $ 1,891,030 1,857,564 $ 1,857,564 491 1,824,866 $ 1,824,866 - 2,804,631 $ 2,804,631 2,547,287 $ 2,547,287 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Finance Finance Analysis by Lauren M. Cochran, Management & Budget Analyst Summary 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. Vision Citizens serving citizens by working collaboratively, efficiently and innovatively. We will be responsive to our customers while being fiscally prudent. Strategic Goals • The Department will develop new goals during the strategic plan update process. Sources and Uses by Program and Activity FY 2009 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % CLCT - COLLECTIONS 18CL - COLLECTIONS $ $ 73,594 $ 73,594 $ 34,800 $ 34,800 $ 34,800 $ 34,800 $ 75,679 $ 75,679 $ 69,000 $ 69,000 $ 34,200 34,200 98.3% 98.3% RLST - REAL ESTATE MANAGEMENT 18RE - REAL ESTATE $ $ 893,061 $ 893,061 $ 777,288 $ 777,288 $ 777,288 $ 777,288 $ 864,676 $ 864,676 $ 805,647 $ 805,647 $ 28,359 28,359 3.6% 3.6% FSAC - FINANCIAL SERVICES 99AS - ADMINISTRATIVE SERVICES $ $ 209,812 $ 209,812 $ 245,111 $ 245,111 $ 245,111 $ 245,111 $ 223,590 $ 223,590 $ - $ - $ (245,111) (245,111) -100.0% -100.0% TOTAL PROGRAMS $ 1,176,467 $ 1,057,199 $ 1,057,199 $ 1,163,945 $ 874,647 $ (182,552) -17.3% CLCT - COLLECTIONS 18CL - COLLECTIONS $ $ 205,115 $ 205,115 $ 160,223 $ 160,223 $ 160,223 $ 160,223 $ 147,221 $ 147,221 $ 163,103 $ 163,103 $ (2,880) (2,880) -1.8% -1.8% RLST - REAL ESTATE MANAGEMENT 18RE - REAL ESTATE $ $ 333,286 $ 333,286 $ 300,850 $ 300,850 $ 300,850 $ 300,850 $ 312,759 $ 312,759 $ 319,740 $ 319,740 $ (18,890) (18,890) -6.3% -6.3% FSAC - FINANCIAL SERVICES 99AS - ADMINISTRATIVE SERVICES $ $ 3,136,101 $ 3,136,101 $ 2,818,776 $ 2,818,776 $ 2,899,706 $ 2,899,706 $ 2,840,765 $ 2,840,765 $ 2,759,137 $ 2,759,137 $ 140,569 140,569 4.8% 4.8% ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 1,464 $ 1,464 $ 2,724 $ 2,724 $ 2,724 $ 2,724 $ 2,724 $ 2,724 $ 6,224 $ 6,224 $ TOTAL PROGRAMS $ 3,675,966 $ 3,282,573 $ 3,363,503 $ 3,303,469 $ 3,248,204 $ USES 492 (3,500) (3,500) 115,299 -128.5% -128.5% 3.4% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Finance Sources and Uses by Category CATEGORY CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST 209,812 $ 73,594 283,406 $ 245,111 $ 34,800 279,911 $ 245,111 $ 34,800 279,911 $ 223,590 75,679 299,269 893,061 $ 893,061 $ 777,288 $ 777,288 $ 777,288 $ 777,288 $ 864,676 $ 864,676 $ ALL REVENUES $ 1,176,467 $ 1,057,199 $ 1,057,199 $ TOTAL SOURCES $ 1,176,467 FY 2009 ACTUAL $ 1,057,199 FY 2010 ADOPTED $ 1,057,199 FY 2010 REVISED $ CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT SUBTOTAL $ REV VS ADPT VAR % FY 2011 ADOPTED $ - $ 69,000 69,000 $ $ 805,647 805,647 1,163,945 $ (245,111) -100.0% 34,200 98.3% (210,911) -75.3% $ $ 28,359 28,359 874,647 $ 3.6% 3.6% (182,552) 1,163,945 $ 874,647 $ FY 2010 FY 2011 FORECAST ADOPTED -17.3% (182,552) -17.3% REV VS ADPT VAR % 2,679,005 $ 13,938 805,417 4,510 (15,408) 3,487,462 $ 2,420,757 $ 711,577 (25,422) 3,106,912 $ 2,420,757 $ 711,577 (25,422) 3,106,912 $ 2,419,507 $ 734,033 3,289 (60,395) 3,096,434 $ 2,622,102 $ 856,985 (387,522) 3,091,565 $ (201,345) (145,408) 362,100 15,347 -8.3% N/A -20.4% N/A -1424.4% 0.5% 22,578 $ 275 (432) 22,421 $ 30,500 $ 480 30,980 $ 68,930 $ 480 69,410 $ 55,171 $ 565 (432) 55,304 $ 29,248 $ 600 29,848 $ 39,682 (120) 39,562 57.6% -25.0% N/A 57.0% - $ 25,011 10,600 16,454 4,500 5,375 1,815 2,728 35,388 1,581 103,452 $ 800 $ 19,820 9,000 11,000 4,500 10,700 1,876 48,792 (643) 105,845 $ 800 $ 62,320 9,000 11,000 4,500 10,700 1,876 48,792 (643) 148,345 $ (600) $ 62,662 6,624 12,240 3,600 9,873 5,047 5,399 32,003 1,243 (216) 137,875 $ 1,000 $ 20,498 9,000 13,500 4,500 10,200 5,000 4,400 37,600 1,920 (4,110) 103,508 $ (200) 41,822 (2,500) 500 (5,000) (2,524) 11,192 (1,920) 3,467 44,837 -25.0% 67.1% 0.0% -22.7% 0.0% 4.7% N/A -134.5% 22.9% N/A -539.2% 30.2% $ 62,871 $ (240) 62,631 $ 39,191 $ (355) 38,836 $ 39,191 $ (355) 38,836 $ 14,061 $ (205) 13,856 $ 23,638 $ (355) 23,283 $ 15,553 15,553 39.7% 0.0% 40.0% ALL EXPENDITURES $ 3,675,966 $ 3,282,573 $ 3,363,503 $ 3,303,469 $ 3,248,204 $ 115,299 3.4% TOTAL USES $ 3,675,966 $ 3,282,573 $ 3,363,503 $ 3,303,469 $ 3,248,204 $ 115,299 3.4% FY 2010 REVISED FY 2010 FORECAST SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0805 - SUPPLIES-ALLOCATION OUT $ SUBTOTAL $ SERVICES 0810 - LEGAL SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT SUBTOTAL CAPITAL 0950 - DEBT SERVICE 0955 - CAPITAL-ALLOCATION OUT SUBTOTAL $ $ $ Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2009 ACTUAL FY 2010 ADOPTED REV VS ADPT VAR % FY 2011 ADOPTED $ FUND TOTAL SOURCES $ 1,176,467 1,176,467 $ $ 1,057,199 1,057,199 $ $ 1,057,199 1,057,199 $ $ 1,163,945 1,163,945 $ $ 874,647 874,647 $ $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 1,176,467 1,176,467 FY 2009 ACTUAL $ $ 1,057,199 1,057,199 FY 2010 ADOPTED $ $ 1,057,199 1,057,199 FY 2010 REVISED $ $ 1,163,945 1,163,945 FY 2010 FORECAST $ $ 874,647 874,647 FY 2011 ADOPTED $ $ $ $ 3,248,204 3,248,204 $ $ 3,230,539 72,930 3,303,469 $ $ 3,282,573 80,930 3,363,503 $ $ 3,282,573 3,282,573 $ FUND TOTAL USES $ 3,675,966 3,675,966 DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 3,675,966 3,675,966 $ $ $ 3,282,573 3,282,573 $ $ $ 3,282,573 80,930 3,363,503 $ $ $ 3,230,539 72,930 3,303,469 $ $ $ 3,248,204 3,248,204 FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING $ 493 (182,552) (182,552) -17.3% -17.3% (182,552) -17.3% (182,552) -17.3% REV VS ADPT VAR % $ 34,369 80,930 115,299 1.0% 100.0% 3.4% $ $ $ 34,369 80,930 115,299 1.0% 100.0% 3.4% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Finance Staffing by Program and Activity PROGRAM / ACTIVITY ADMINISTRATIVE SERVICES FINANCIAL SERVICES PROGRAM TOTAL COLLECTIONS COLLECTIONS PROGRAM TOTAL REAL ESTATE REAL ESTATE MANAGEMENT PROGRAM TOTAL DEPARTMENT TOTAL FY 2009 ADOPTED FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV TO ADPT VAR % 41.00 41.00 34.29 34.29 34.29 34.29 34.48 34.48 36.00 36.00 1.71 1.71 5.0% 5.0% 5.00 5.00 2.50 2.50 2.50 2.50 2.50 2.50 2.00 2.00 (0.50) (0.50) -20.0% -20.0% 3.00 3.00 49.00 3.00 3.00 39.79 3.00 3.00 39.79 3.00 3.00 39.98 3.00 3.00 41.00 1.21 0.0% 0.0% 3.0% FY 2009 ADOPTED 8.00 1.00 1.00 1.00 2.00 1.00 1.00 15.00 2.00 5.00 2.00 3.00 1.00 3.00 1.00 2.00 49.00 FY 2010 ADOPTED 6.00 1.00 1.50 0.29 1.00 1.00 13.00 2.00 5.00 3.00 3.00 1.00 2.00 39.79 FY 2010 REVISED 6.00 1.00 1.50 0.29 1.00 1.00 13.00 2.00 5.00 3.00 3.00 1.00 2.00 39.79 FY 2010 FORECAST 6.00 1.00 1.50 0.48 1.00 1.00 13.00 2.00 5.00 3.00 3.00 1.00 2.00 39.98 FY 2011 ADOPTED 6.00 1.00 1.00 1.00 1.00 1.00 1.00 13.00 1.00 6.00 3.00 3.00 1.00 2.00 41.00 REV TO ADPT VAR % 0.0% N/A N/A 0.0% (0.50) -33.3% 0.71 244.8% 0.0% 1.00 N/A 0.0% 0.0% (1.00) -50.0% 1.00 20.0% N/A 0.0% N/A 0.0% 0.0% 0.0% 1.21 3.0% FY 2010 REVISED 39.79 39.79 FY 2010 FORECAST 39.98 39.98 FY 2011 ADOPTED 41.00 41.00 REV TO ADPT VAR % 1.21 3.0% 1.21 3.0% Staffing by Market Range Title MARKET RANGE TITLE Accounting Specialist Administrative Supervisor Assistant County Manager Collections Supervisor Collector Consultant Deputy Director - Budget Director - Finance Executive Assistant Finan/Business Analyst -County Financial Manager - County Financial Supervisor - County Justice System Clerk Management Analyst Office Assistant Office Assistant Specialized Real Estate Manager - County Real Property Specialist Department Total Staffing by Fund FUND 100 - GENERAL DEPARTMENT TOTAL FY 2009 ADOPTED 49.00 49.00 FY 2010 ADOPTED 39.79 39.79 Significant Variance Analysis There is no significant FTE variance by activity or in the department as a whole. General Adjustments Operating Adjustments: • Increase revenues and expenditures to accurately reflect the costs associated with the Industrial • • • Development Authority (IDA). Decrease revenues and expenditures $391,987 for the allocation out of the IDA to Nondepartmental. Increase Regular Benefits by $11,325 for the FY 2010-11 retirement contribution rate increase. Increase Regular Benefits in the amount of $55,635 for employee health and dental premium increases. 494 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget • • • • Department Strategic Plans and Budgets Finance Decrease Personnel Savings from 3.6% to 1.1% for an increase to Personal Services of $93,304. Decrease expenditures $31,109 to right-size Personal Services. Decrease expenditures $15,553 to right-size Debt Service (950). Increase Personal Services $95,143 for the addition of a Financial Supervisor to manage grant and audit issues. Programs and Activities Collections Program The purpose of the Collections Program is to provide collections services for the court, government agencies, victims and interested parties so they can hold the responsible parties accountable and the appropriate parties can realize financial restitution. Program Results Measure Description Percent of collectible accounts that are paying FY 2009 ACTUAL 100.0% FY 2010 REVISED 100.0% FY 2011 ADOPTED 100.0% REV VS ADPT VAR % 0.0% 0.0% Activities that comprise this program include: • Collections Collections Activity The purpose of the Collections Activity is to provide collection services for the court, government agencies, victims and interested parties so they can hold the responsible parties accountable and the appropriate parties can realize financial restitution. Mandates: Criminal Restitution Orders: A.R.S.§ 13.805 Jurisdiction; A.R.S.§ 13.806 Restitution Lien; A.R.S.§ 42.1122 Setoff for debts to state agencies and courts; revolving fund; definitions; A.R.S.§ 33.961 Filing judgments for payment of money; certified copy of judgment; recording copy to perfect lien against real property; information statement; A.R.S.§ 33.967 Money judgment: information statement; amendment to recorded judgments. Indigent Defense Reimbursement: A.R.S.§ 11.584 Public defender; duties; reimbursement; AZ ST RCRP Rule 6.4 Determination of indigency. Failure to Appear for Jury Duty: A.R.S.§ 21.223 Failure of juror to attend; fine. Complex Litigation Fee: Maricopa County Superior Court Administrative Order No. 2003-115.5. Jury Fee: A.R.S.§ 12.332 Taxable costs and jury fee in superior court. Deferral Filing Fees (Civil, Family, Probate and Juvenile): Maricopa County Superior Court Administrative Order No. 2002-119; A.R.S.§ 12.302 Extension of time for payment of fees and costs; relief from default for nonpayment; deferral or waiver of court fees and costs; definitions. Juvenile - A.R.S.§ 8.127 Financial hardship; deferral, waiver or reduction of fees; Family and Civil - A.R.S.§ 12.311 Filing, appearance, judgment and decree fees; A.R.S.§ 12.284 Fees; Probate - A.R.S.§ 12.313 Probate conservatorship, guardianship and fiduciary fees. Private Collection Agencies: A.R.S.§ 12.116.03 Collection agencies. 495 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Measure Description Percent of collectible accounts that are paying Output Total number of collectable accounts internal to CCU Number of accounts sent to Private Collections Total number of accounts at County Collections Unit Number of accounts to County Collections Unit per Fiscal Year Cost per collectible accounts internal to CCU $ Output Output Demand Efficiency Revenue Department Strategic Plans and Budgets Finance FY 2009 ACTUAL 100.0% FY 2010 REVISED 100.0% FY 2011 ADOPTED 100.0% REV VS ADPT VAR % 0.0% 0.0% 5,894 1,832 10,241 8,409 459.0% 7,230 10,540 11,480 940 8.9% N/A 289,570 314,524 24,954 8.6% 14,463 6,636 6,000 (636) -9.6% 11.60 $ 87.46 $ 15.93 $ 71.53 81.8% 100 - GENERAL TOTAL SOURCES $ $ 73,594 73,594 $ $ 34,800 34,800 $ $ 69,000 69,000 $ $ 34,200 34,200 98.3% 98.3% 100 - GENERAL TOTAL USES $ $ 205,115 205,115 $ $ 160,223 160,223 $ $ 163,103 163,103 $ $ (2,880) (2,880) -1.8% -1.8% Expenditure Operating Adjustments: • Increase revenue by $34,200 to accurately reflect the historical performance of the department. Activity Narrative: The FY 2010-11 Adopted budget increases expenditures slightly over FY 2009-10 Revised. This is due to the increase in benefits. The Collections Unit will experience a slightly decreased demand, but will produce a higher output, resulting in increased efficiency. The Unit has also seen a higher collections rate than expected during FY 2009-10; therefore, revenue has adjusted upward accordingly. Real Estate Program The purpose of the Real Estate Program is to provide real estate services to appointed and elected departments so that County properties are managed in a professional manner. Program Results Measure Description Percent of customers satisfied with the real estate services received. FY 2009 ACTUAL 100.0% FY 2010 REVISED 82.8% FY 2011 ADOPTED 100.0% REV VS ADPT VAR % 17.2% 20.8% Activities that comprise this program include: • Real Estate Management Real Estate Activity The purpose of the Real Estate Management Activity is to protect the Real Property Rights of the County and to support the efficient utilization of the County’s Real Estate Assets. Mandates: Administrative mandate. 496 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Output Demand Efficiency Department Strategic Plans and Budgets Finance Measure FY 2009 FY 2010 FY 2011 Description ACTUAL REVISED ADOPTED Percent of customers satisfied with the real 100.0% 82.8% 100.0% estate services received Number of real estate actions completed 120 100 120 Total number of survey responses 29 29 30 Number of real estate actions requested 120 120 120 Total activity expenditure per real estate action $ 2,777.38 $ 3,008.50 $ 2,664.50 $ completed REV VS ADPT VAR % 17.2% 20.8% 20 1 344.00 20.0% 3.4% 0.0% 11.4% Revenue 100 - GENERAL TOTAL SOURCES $ $ 893,061 893,061 $ $ 777,288 777,288 $ $ 805,647 805,647 $ $ 28,359 28,359 3.6% 3.6% 100 - GENERAL TOTAL USES $ $ 333,286 333,286 $ $ 300,850 300,850 $ $ 319,740 319,740 $ $ (18,890) (18,890) -6.3% -6.3% Expenditure Operating Adjustments: • Increase revenue by $28,359 to reflect an increase in leases. Activity Narrative: Real Estate has increased revenue due to new leases of County property. Output will increase over FY 2009-10 levels. The department will be able to meet their increased demand in FY 2010-11 while increasing efficiency. The increase to expenditures is due to a $16,182 increase in Personal Services (Benefits increase and Personnel Savings reduction), a $2,020 increase in supplies and a $688 increase in services. Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 3,282,573 $ 1,057,199 FY 2010 Revised Budget $ 3,282,573 $ 1,057,199 FY 2011 Budget Target $ 3,282,573 $ 1,057,199 $ 66,960 $ 55,635 11,325 141,785 $ 64,034 - (15,553) 93,304 - $ - 62,559 62,559 148,873 $ 148,873 (391,987) $ (391,987) 146,876 146,876 (391,987) (391,987) 3,248,204 $ -1.0% 874,647 -17.3% Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Right-size Personal Services Add Financial Supervisor Position Debt Service Personnel Savings Fees and Other Revenues ProgRevenue Volume Inc/Dec Increase Collections revenue based on current trend Increase Real Estate revenue based on leases Grants, Donations and Intergovernmental Agreements Intergovernmental Agreements Other IGA Reallocations Reallocation Between Depts Reallocate IDA to Non Departmental Agenda Item: $ $ (31,109) 95,143 $ $ 34,200 28,359 $ $ $ FY 2011 Adopted Budget Percent Change from Target Amount (391,987) $ 497 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets General Counsel General Counsel Analysis by Lauren M. Cochran, Management & Budget Analyst Summary Mission The mission of the Office of General Counsel is to provide outstanding and fiscally responsible legal representation to Maricopa County, its officers, and employees so they can serve, protect, and advance the interests of the citizens of Maricopa County. Strategic Goals • By June, 2015, 75% of total dollars will be spent on in-house counsel. Status: The department is forecasted to spend 63% of its Litigation Program dollars on inhouse counsel. However, actual in house expenditures may come in significantly higher as case assignment processes are refined and more staff are added to the department. • By June, 2015, 80% of legal representation will be done in-house. Status: Currently, 54% of cases are kept in-house. This number is expected to increase as the department hires more attorneys and establishes case assignment procedures. Sources and Uses by Program and Activity FY 2009 ACTUAL PROGRAM / ACTIVITY SOURCES CVLD - CIVIL LITIGATION DEFENSE CVLP - CIVIL LITIGATION PROSECUTION 33CL - CIVIL LITIGATION $ FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % $ - $ - $ 2,561,910 $ 452,112 3,014,022 $ 2,561,910 $ 452,112 3,014,022 $ - $ - $ - $ - $ (2,561,910) (452,112) (3,014,022) -100.0% -100.0% -100.0% TOTAL PROGRAMS $ - $ 3,014,022 $ 3,014,022 $ - $ - $ (3,014,022) -100.0% - $ - $ 4,300,513 $ 757,710 5,058,223 $ 4,282,404 $ 788,467 5,070,871 $ 3,559,604 $ 728,804 4,288,408 $ 4,848,653 $ 849,763 5,698,416 $ (566,249) (61,296) (627,545) -13.2% -7.8% -12.4% USES CVLD - CIVIL LITIGATION DEFENSE CVLP - CIVIL LITIGATION PROSECUTION 33CL - CIVIL LITIGATION $ $ HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ - $ 294,562 294,562 $ - $ 147,594 147,594 $ - $ 134,946 134,946 $ - $ 245,321 245,321 $ 26,000 $ 154,826 180,826 $ (26,000) (19,880) (45,880) N/A -14.7% -34.0% ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ - $ - $ - $ - $ - $ - $ - $ - $ 691 $ 691 $ (691) (691) N/A N/A TOTAL PROGRAMS $ 294,562 $ 5,205,817 $ 5,205,817 $ 4,533,729 $ 5,879,933 $ (674,116) -12.9% 498 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets General Counsel Sources and Uses by Category CATEGORY CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0636 - INTERNAL SERVICE CHARGES SUBTOTAL $ FY 2009 ACTUAL ALL REVENUES $ TOTAL SOURCES $ CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST - $ - $ 287,436 $ 2,726,586 3,014,022 $ 287,436 2,726,586 3,014,022 $ - $ 3,014,022 $ - $ 3,014,022 FY 2010 ADOPTED $ FY 2009 ACTUAL REV VS ADPT VAR % FY 2011 ADOPTED $ $ - $ - $ - $ (287,436) -100.0% (2,726,586) -100.0% (3,014,022) -100.0% 3,014,022 $ - $ - $ (3,014,022) -100.0% 3,014,022 FY 2010 REVISED $ - $ - $ (3,014,022) -100.0% REV VS ADPT VAR % FY 2010 FORECAST FY 2011 ADOPTED 81,029 $ 18,995 100,024 $ 2,571,498 $ 672,046 285,630 3,529,174 $ 1,817,735 $ 493,559 285,630 2,596,924 $ 1,910,177 $ 479 529,430 262,814 51,776 2,754,676 $ 2,635,262 $ 788,680 26,000 3,449,942 $ (817,527) (295,121) 259,630 (853,018) -45.0% N/A -59.8% 90.9% N/A -32.8% 2,078 $ 2,078 $ 101,203 $ 10,000 111,203 $ 114,527 $ 10,000 124,527 $ 84,274 $ 8,763 93,037 $ 101,792 $ 54,400 156,192 $ 12,735 (44,400) (31,665) 11.1% -444.0% -25.4% $ 191,464 $ 996 192,460 $ 1,385,896 $ 141,763 21,471 1,757 120 7,317 6,649 1,564,973 $ 2,244,383 $ 141,763 26,271 32,481 1,000 31,352 6,649 2,483,899 $ 1,489,117 $ 147,098 8,759 10,828 9,430 2,594 12,460 3,690 1,683,976 $ 2,198,573 $ 1,763 10,275 7,625 5,662 36,000 6,649 2,266,547 $ 45,810 140,000 15,996 24,856 (4,662) (4,648) 217,352 2.0% 98.8% 60.9% 76.5% -466.2% N/A -14.8% 0.0% 8.8% $ $ - $ - $ 467 $ 467 $ 467 $ 467 $ 2,040 $ 2,040 $ 7,252 $ 7,252 $ ALL EXPENDITURES $ 294,562 $ 5,205,817 $ 5,205,817 $ 4,533,729 $ 5,879,933 $ (674,116) -12.9% TOTAL USES $ 294,562 $ 5,205,817 $ 5,205,817 $ 4,533,729 $ 5,879,933 $ (674,116) -12.9% FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % SUPPLIES 0801 - GENERAL SUPPLIES 0804 - NON-CAPITAL EQUIPMENT $ SUBTOTAL $ SERVICES 0810 - LEGAL SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL CAPITAL 0950 - DEBT SERVICE SUBTOTAL $ (6,785) -1452.9% (6,785) -1452.9% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2009 ACTUAL FY 2010 ADOPTED $ FUND TOTAL SOURCES $ - $ - $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ - $ - $ FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING FY 2009 ACTUAL $ 3,014,022 $ 3,014,022 $ FY 2010 REVISED 3,014,022 $ 3,014,022 $ - $ - $ - $ - $ (3,014,022) -100.0% (3,014,022) -100.0% 3,014,022 $ 3,014,022 $ - $ - $ 3,014,022 $ 3,014,022 $ - $ - $ FY 2010 FY 2010 FY 2010 FY 2011 ADOPTED REVISED FORECAST ADOPTED (3,014,022) -100.0% (3,014,022) -100.0% REV VS ADPT VAR % FUND TOTAL USES $ 294,562 $ 294,562 $ 5,041,817 $ 164,000 5,205,817 $ 5,041,817 $ 164,000 5,205,817 $ 4,369,729 $ 164,000 4,533,729 $ 5,835,533 $ 44,400 5,879,933 $ (793,716) 119,600 (674,116) -15.7% 72.9% -12.9% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 294,562 $ - $ 294,562 $ 5,041,817 $ 164,000 $ 5,205,817 $ 5,041,817 $ 164,000 $ 5,205,817 $ 4,369,729 $ 164,000 $ 4,533,729 $ 5,835,533 $ 44,400 $ 5,879,933 $ (793,716) 119,600 (674,116) -15.7% 72.9% -12.9% 499 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets General Counsel Staffing by Program and Activity PROGRAM / ACTIVITY ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT PROGRAM TOTAL CIVIL LITIGATION CIVIL LITIGATION DEFENSE CIVIL LITIGATION PROSECUTION PROGRAM TOTAL DEPARTMENT TOTAL FY 2009 ADOPTED FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED - 1.30 1.30 1.30 1.30 1.30 1.30 1.30 1.30 - 2.30 0.40 2.70 4.00 2.30 0.40 2.70 4.00 25.25 4.45 29.70 31.00 29.50 5.20 34.70 36.00 REV TO ADPT VAR % - 0.0% 0.0% 27.20 1182.6% 4.80 1200.0% 32.00 1185.2% 32.00 800.0% Staffing by Market Range Title MARKET RANGE TITLE Administrative Manager Administrative Staff Supv Attorney - Senior Attorney - Senior Associate Attorney - Senior Counsel Director - Litigation Legal Assistant Legal Assistant Supv Legal Support Specialist Office Assistant Specialized Department Total FY 2009 ADOPTED - FY 2010 ADOPTED 1.00 1.00 1.00 1.00 4.00 FY 2010 REVISED 1.00 1.00 1.00 1.00 4.00 FY 2010 FORECAST 1.00 1.00 3.00 2.00 10.00 1.00 4.00 1.00 5.00 3.00 31.00 FY 2011 ADOPTED 1.00 1.00 3.00 2.00 12.00 1.00 6.00 1.00 5.00 4.00 36.00 REV TO VAR 1.00 2.00 2.00 12.00 5.00 1.00 5.00 4.00 32.00 FY 2010 REVISED 4.00 4.00 FY 2010 FORECAST 33.00 31.00 FY 2011 ADOPTED 36.00 36.00 REV TO ADPT VAR % 32.00 800.0% 32.00 800.0% ADPT % 0.0% N/A 200.0% N/A N/A 0.0% 500.0% N/A N/A N/A 800.0% Staffing by Fund FUND 100 - GENERAL DEPARTMENT TOTAL FY 2009 ADOPTED - FY 2010 ADOPTED 4.00 4.00 Significant Variance Analysis The increase in staff from 4FTE to 36FTE fully staffs the department allowing for an increased caseload to be brought internal to the County thus reducing costs. General Adjustments Operating Adjustments: ƒ ƒ ƒ ƒ ƒ Increase Regular Benefits in the amount of $32,760 for employee health and dental premium increases. Increase Regular Benefits by $9,711 for the FY 2010-11 retirement contribution rate increase. Decrease Other Services (812) by $42,471 to absorb increases in Fixed and Variable benefits. Increase Personnel Savings from 0% to 3% for a net budget reduction of $89,997. Increase expenditures by $883,713 from reallocations. $793,286 is reallocated from the County Attorney Civil to support the advice function, allowing the department to hire new attorneys and needed support staff. $135,105 is reallocated to the County Manager’s Office for 1 FTE in Communications. $225,532 is reallocated from Non Departmental for 2 FTE attorneys. 500 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets General Counsel Programs and Activities Civil Litigation Program The purpose of the Civil Litigation Program is to provide representation and advocacy services to the elected officials, County management and employees of Maricopa County so they can experience costeffective, high-quality dispute resolution. Mandates: Administratively mandated Program Results Measure Description Percent of defense cases that remain in house REV VS ADPT VAR % N/A N/A FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED 89.0% N/A N/A 38.9% N/A N/A N/A N/A 38.9% N/A N/A N/A N/A 38.8% N/A N/A N/A N/A 44.3% N/A N/A Percent of expenditures spent on outside counsel Percent of defense expenditures spent on outside counsel Percent of plaintiff expenditures spent on outside counsel Percent of plaintiff cases that remain in house Activities that comprise this program include: • Civil Litigation Defense • Civil Litigation Plaintiff Civil Litigation Defense Activity The purpose of the Civil Litigation Defense Activity is to provide legal representation and advocacy services to elected officials, County management and employees when a suit is brought against them so they can experience cost-effective, high-quality dispute resolution. Measure Type Result Measure Description Percent of defense cases that remain in house Result Percent of expenditures spent on outside counsel Percent of defense expenditures spent on outside counsel Total number of defense cases closed Total new defense cases assigned Expenditures per defense case closed Result Output Demand Efficiency Revenue FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED 89.0% N/A N/A 38.9% N/A N/A N/A N/A 38.9% N/A N/A N/A N/A N/A N/A 20 N/A 136 N/A $ 242,432.65 N/A N/A N/A N/A N/A N/A $ (2,561,910) $ (2,561,910) -100.0% -100.0% 100 - GENERAL TOTAL SOURCES $ $ - $ 2,561,910 $ 2,561,910 $ $ - 100 - GENERAL TOTAL USES $ $ - $ 4,282,404 $ 4,282,404 $ 4,848,653 $ 4,848,653 REV VS ADPT VAR % N/A N/A Expenditure 501 $ $ (566,249) (566,249) -13.2% -13.2% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets General Counsel Non Recurring Adjustments: ƒ Increase Non-Recurring Non-Project expenditures by $44,400 to carry over start up money for the purchase of software. Activity Narrative: The department’s focus for the first several months of the fiscal year was on hiring staff and transitioning cases and clients from the County Attorney-Civil Division. Due to this, an analysis with a full year’s worth of actuals is not possible. Demand and output are expected to remain at levels similar to FY 2009-10 forecasted levels. It is expected that the number of cases remaining in house will increase. Revenue has been eliminated as charges will be recovered using the CSCA rather than internal service charge Civil Litigation Plaintiff Activity The purpose of the Civil Litigation Plaintiff Activity is to provide legal representation and advocacy services to elected officials, officers and employees when bringing a suit against another so they can experience cost-effective, high-quality dispute resolution. Measure Type Result Result Output Demand Efficiency Revenue Measure Description Percent of plaintiff expenditures spent on outside counsel Percent of plaintiff cases that remain in house Total number of plaintiff cases closed Total new plaintiff cases assigned Expenditures per plaintiff case closed FY 2009 ACTUAL N/A FY 2010 REVISED N/A N/A N/A N/A N/A FY 2011 ADOPTED 38.8% REV VS ADPT VAR % N/A N/A N/A 44.3% N/A 80 N/A 672 N/A $ 10,622.04 N/A N/A N/A N/A N/A N/A N/A N/A 100 - GENERAL TOTAL SOURCES $ $ - $ $ 452,112 452,112 $ $ - $ $ (452,112) (452,112) -100.0% -100.0% 100 - GENERAL TOTAL USES $ $ - $ $ 788,467 788,467 $ $ 849,763 849,763 $ $ (61,296) (61,296) -7.8% -7.8% Expenditure Activity Narrative: The department’s focus for the first several months of the fiscal year was on hiring staff and transitioning cases and clients from the County Attorney-Civil Division. Due to this, an analysis with a full year’s worth of actuals is not possible. Demand and output are expected to remain at levels similar to FY 2009-10 forecasted levels. It is expected that the number of cases remaining in house will increase. Revenue has been eliminated as charges will be recovered using the CSCA rather than internal service charge. 502 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets General Counsel Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 5,041,817 $ 3,014,022 FY 2010 Revised Budget $ 5,041,817 $ 3,014,022 $ 883,713 $ 883,713 - $ 5,925,530 $ 3,014,022 $ 42,471 $ 32,760 9,711 (132,468) $ (42,471) - Adjustments: Agenda Item: Reallocations Reallocation Between Depts Reallocation from County Attorney Civil to support advice Reallocation of 1 FTE to County Manager for Communications Reallocation of 2 FTE attorneys from Non Departmental $ 793,286 (135,105) 225,532 FY 2011 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Right size Other Services Personnel Savings Fees and Other Revenues ProgRevenue Volume Inc/Dec Eliminate Revenue to be Recovered Through CSCA Agenda Item: $ $ (42,471) $ $ (89,997) - $ - (3,014,022) (3,014,022) (3,014,022) FY 2011 Adopted Budget Percent Change from Target Amount $ 5,835,533 $ -1.5% -100.0% Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget $ 164,000 $ - FY 2010 Revised Budget $ 164,000 $ - $ (164,000) $ (164,000) - $ - $ - $ 44,400 $ 44,400 - $ 44,400 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2011 Budget Target Adjustments: Non Recurring Non Recurring Carry Forward Funding for Software Agenda Item: $ FY 2011 Adopted Budget Percent Change from Target Amount 503 44,400 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Health Care Programs Health Care Programs Analysis by Lauren Cochran, Management & Budget Analyst Summary Mission The mission of the Health Care Programs is to provide indigent and inmate health-related risk management services for Maricopa County Administration so they can control and reduce health care financial liability. Vision Citizens serving citizens by working collaboratively, efficiently and innovatively. We will be responsive to our customers while being fiscally prudent. Strategic Goals: The department will need to update their goals in the coming year. 504 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Health Care Programs Sources and Uses by Program and Activity FY 2009 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % CRLT - COUNTY RESIDUAL LONG TERM CARE 39LT - INDIGENT LONG TERM CARE $ $ 6,896 $ 6,896 $ 7,200 $ 7,200 $ 7,200 $ 7,200 $ 6,984 $ 6,984 $ 7,200 $ 7,200 $ - 0.0% 0.0% SHAC - SERVICES FOR PEOPLE WITH HIV A 86CM - HIV HCV SERVICES $ $ 6,689,652 $ 6,689,652 $ 5,926,709 $ 5,926,709 $ 7,615,956 $ 7,615,956 $ 5,448,488 $ 5,448,488 $ 6,651,736 $ 6,651,736 $ (964,220) (964,220) -12.7% -12.7% GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 9,051 $ 9,051 $ - $ - $ - $ - $ 20,217 $ 20,217 $ - $ - $ - N/A N/A TOTAL PROGRAMS $ 6,705,599 $ 5,933,909 $ 7,623,156 $ 5,475,689 $ 6,658,936 $ (964,220) -12.6% USES LITG - LITIGATION SUPPORT 39HC - INDIGENT HEALTH CARE $ $ 517,412 $ 517,412 $ 2,380,453 $ 2,380,453 $ 2,380,453 $ 2,380,453 $ 362,669 $ 362,669 $ 2,308,047 $ 2,308,047 $ 72,406 72,406 3.0% 3.0% CRLT - COUNTY RESIDUAL LONG TERM CARE 39LT - INDIGENT LONG TERM CARE $ $ 183,013 $ 183,013 $ 307,200 $ 307,200 $ 307,200 $ 307,200 $ 197,284 $ 197,284 $ 307,200 $ 307,200 $ - 0.0% 0.0% AHCS - AHCCCS CONTRIBUTION ALTC - ALTCS CONTRIBUTION GEMH - GEN MENTAL HEALTH SARN - ARNOLD V SARN SVPC - SVP COMMITMENT PAYMENTS 39MP - STATE MANDATED PAYMENTS $ $ 21,552,700 $ 160,744,800 4,856,579 35,813,602 222,967,681 $ 21,035,400 $ 164,638,800 4,856,577 37,606,830 228,137,607 $ 21,035,400 $ 164,638,800 4,856,577 37,606,830 1,500,000 229,637,607 $ 16,764,281 $ 87,407,806 4,856,577 37,606,830 2,000,000 148,635,494 $ 20,761,900 $ 138,339,400 4,856,577 39,483,497 3,000,000 206,441,374 $ RETR - RESIDENCY TRAINING 60ME - MEDICAL EDUCATION $ $ 3,547,896 $ 3,547,896 $ 3,547,896 $ 3,547,896 $ 3,547,896 $ 3,547,896 $ 3,547,896 $ 3,547,896 $ 3,547,896 $ 3,547,896 $ - 0.0% 0.0% MEHO - MENTAL HEALTH ORDERS MEHT - MENTAL HEALTH TESTIMONY 80TD - TRIAL DELIVERY $ $ 48,489 $ 979,848 1,028,337 $ 53,000 $ 2,223,848 2,276,848 $ 53,000 $ 2,223,848 2,276,848 $ 55,000 $ 2,019,578 2,074,578 $ 53,000 $ 2,227,151 2,280,151 $ (3,303) (3,303) 0.0% -0.1% -0.1% SHAC - SERVICES FOR PEOPLE WITH HIV A 86CM - HIV HCV SERVICES $ $ 7,612,223 $ 7,612,223 $ 5,926,709 $ 5,926,709 $ 7,615,956 $ 7,615,956 $ 5,434,447 $ 5,434,447 $ 6,651,736 $ 6,651,736 $ 964,220 964,220 12.7% 12.7% TBTE - TB TESTING AMD TREATMENT 86ID - INFECTIOUS DISEASE CONTROL $ $ 128,328 $ 128,328 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 350,000 $ 350,000 $ 500,000 $ 500,000 $ - 0.0% 0.0% FSAC - FINANCIAL SERVICES 99AS - ADMINISTRATIVE SERVICES $ $ 191,500 $ 191,500 $ 191,153 $ 191,153 $ 191,153 $ 191,153 $ 191,153 $ 191,153 $ 263,756 $ 263,756 $ (72,603) (72,603) -38.0% -38.0% ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 3,000 $ 3,000 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A TOTAL PROGRAMS $ 236,179,390 $ 243,267,866 $ 246,457,113 $ 160,793,521 $ 222,300,160 $ 24,156,953 9.8% 505 273,500 26,299,400 (1,876,667) (1,500,000) 23,196,233 1.3% 16.0% 0.0% -5.0% -100.0% 10.1% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Health Care Programs Sources and Uses by Category FY 2009 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST REV VS ADPT VAR % FY 2011 ADOPTED $ SUBTOTAL $ 6,689,652 6,689,652 $ $ 5,926,709 5,926,709 $ $ 7,615,956 7,615,956 $ $ 5,448,488 5,448,488 $ $ 6,651,736 $ 6,651,736 $ CHARGES FOR SERVICE 0638 - PATIENT SERVICES REVENUE $ SUBTOTAL $ 15,947 15,947 $ $ 7,200 7,200 $ $ 7,200 7,200 $ $ 27,201 27,201 $ $ 7,200 7,200 ALL REVENUES $ 6,705,599 $ 5,933,909 $ 7,623,156 $ 5,475,689 $ 6,658,936 $ TOTAL SOURCES $ 6,705,599 FY 2009 ACTUAL $ 5,933,909 FY 2010 ADOPTED $ 7,623,156 FY 2010 REVISED $ 5,475,689 FY 2010 FORECAST $ 6,658,936 $ FY 2011 ADOPTED CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ (964,220) (964,220) $ $ (964,220) -12.7% -12.7% 0.0% 0.0% -12.6% (964,220) -12.6% REV VS ADPT VAR % 396,902 $ 5,782 4,418 90,315 1,250 (19,936) 133,032 611,763 $ 408,892 $ 130,728 106,758 646,378 $ 408,892 $ 130,728 106,758 646,378 $ 237,623 $ 12,698 196 73,443 65,347 389,307 $ 413,214 $ 52,200 161,627 178,066 805,107 $ (4,322) (52,200) (30,899) (71,308) (158,729) -1.1% N/A N/A -23.6% N/A N/A -66.8% -24.6% 12,823 $ 742 13,565 $ 15,440 $ 476 6,000 21,916 $ 15,440 $ 476 6,000 21,916 $ 9,690 $ 156 2,000 11,846 $ 18,904 $ 18,904 $ (3,464) 476 6,000 3,012 -22.4% 100.0% 100.0% N/A 13.7% 253,297 $ 968,900 6,249,551 1,286 4,490 226,751,197 616,809 6,141 895 557 183,013 (86) 504,414 235,540,464 $ 3,916,296 $ 1,078,057 5,344,544 11,568 231,926,543 4,650 4,261 2,400 750 307,200 242,596,269 $ 3,916,296 $ 1,078,057 7,033,791 11,568 233,426,543 4,650 4,261 2,400 750 307,200 245,785,516 $ 1,758,691 $ 2,909,532 5,074,452 11,568 150,426,430 2,713 5,185 2,320 351 197,284 (1) 160,388,525 $ 2,840,051 $ 500,000 5,868,520 1,550 34,148 210,230,310 1,660,071 18,804 5,495 307,200 221,466,149 $ $ - $ 13,443 155 13,598 $ - $ 3,303 3,303 $ - $ 3,303 3,303 $ - $ 3,843 3,843 $ 10,000 $ 10,000 $ ALL EXPENDITURES $ 236,179,390 $ 243,267,866 $ 246,457,113 $ 160,793,521 $ 222,300,160 $ 24,156,953 9.8% TOTAL USES $ 236,179,390 $ 243,267,866 $ 246,457,113 $ 160,793,521 $ 222,300,160 $ 24,156,953 9.8% SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0804 - NON-CAPITAL EQUIPMENT 0806 - SUPPLIES-ALLOCATION IN $ SUBTOTAL $ SERVICES 0810 - LEGAL SERVICES 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0845 - SUPPORT AND CARE OF PERSONS 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL CAPITAL 0920 - CAPITAL EQUIPMENT 0950 - DEBT SERVICE 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ $ $ 506 1,076,245 27.5% 578,057 53.6% 1,165,271 16.6% (1,550) N/A (22,580) -195.2% 23,196,233 9.9% (1,655,421) -35600.5% (14,543) -341.3% (3,095) -129.0% 750 100.0% 0.0% N/A N/A N/A 24,319,367 9.9% (10,000) 3,303 (6,697) N/A 100.0% N/A -202.8% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Health Care Programs Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING 532 PUBLIC HEALTH GRANTS OPERATING FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED $ FUND TOTAL SOURCES $ 15,947 $ 15,947 $ 7,200 $ 7,200 $ 7,200 $ 7,200 $ 27,201 $ 27,201 $ 7,200 $ 7,200 $ $ FUND TOTAL SOURCES $ 6,689,652 $ 6,689,652 $ 5,926,709 $ 5,926,709 $ 7,615,956 $ 7,615,956 $ 5,448,488 $ 5,448,488 $ 6,651,736 $ 6,651,736 $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING 532 PUBLIC HEALTH GRANTS OPERATING 6,705,599 $ 5,933,909 $ 7,623,156 $ 5,475,689 $ 6,658,936 $ 6,705,599 $ 5,933,909 $ 7,623,156 $ 5,475,689 $ 6,658,936 $ FY 2009 FY 2010 FY 2010 FY 2010 FY 2011 ACTUAL ADOPTED REVISED FORECAST ADOPTED $ 228,564,167 $ 237,341,157 $ 238,841,157 $ 236,861,187 $ 242,044,524 $ (81,502,113) (26,396,100) FUND TOTAL USES $ 228,564,167 $ 237,341,157 $ 238,841,157 $ 155,359,074 $ 215,648,424 $ $ FUND TOTAL USES $ 7,615,223 $ 7,615,223 $ 5,926,709 $ 5,926,709 $ 7,615,956 $ 7,615,956 $ 5,434,447 $ 5,434,447 $ 6,651,736 $ 6,651,736 $ DEPARTMENT OPERATING TOTAL USES $ 236,179,390 $ 243,267,866 $ 246,457,113 $ 242,295,634 $ 248,696,260 $ - $ - $ - $ (81,502,113) $ (26,396,100) $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 236,179,390 $ 243,267,866 $ 246,457,113 $ 160,793,521 $ 222,300,160 $ REV VS ADPT VAR % (964,220) (964,220) 0.0% 0.0% -12.7% -12.7% (964,220) -12.6% (964,220) -12.6% REV VS ADPT VAR % (3,203,367) 26,396,100 23,192,733 964,220 964,220 (2,239,147) 26,396,100 24,156,953 -1.3% N/A 9.7% 12.7% 12.7% -0.9% N/A 9.8% Staffing by Program and Activity PROGRAM / ACTIVITY HIV HCV SERVICES SERVICES FOR PEOPLE WITH HIV A PROGRAM TOTAL DEPARTMENT TOTAL FY 2009 ADOPTED FY 2010 ADOPTED 9.00 9.00 9.00 FY 2010 REVISED 9.00 9.00 9.00 FY 2010 FORECAST 9.00 9.00 9.00 9.00 9.00 9.00 FY 2011 ADOPTED 9.00 9.00 9.00 REV TO ADPT VAR % - 0.0% 0.0% 0.0% Staffing by Market Range Title MARKET RANGE TITLE Admin/Operations Specialist Finan/Business Analyst - Dept Management Analyst Management Assistant Office Assistant Specialized Operations/Program Supervisor Trainer Department Total FY 2009 ADOPTED 2.00 3.00 1.00 2.00 1.00 9.00 FY 2010 ADOPTED 4.00 3.00 1.00 1.00 9.00 FY 2010 REVISED 4.00 3.00 1.00 1.00 9.00 FY 2010 FORECAST 3.00 1.00 3.00 1.00 1.00 9.00 FY 2011 ADOPTED 3.00 1.00 3.00 1.00 1.00 9.00 REV TO ADPT VAR % (1.00) -25.0% 1.00 N/A 0.0% (1.00) -100.0% 0.0% N/A 1.00 N/A 0.0% FY 2010 REVISED 9.00 9.00 FY 2010 FORECAST 9.00 9.00 FY 2011 ADOPTED 9.00 9.00 REV TO ADPT VAR % 0.0% 0.0% Staffing by Fund FUND 532 - PUBLIC HEALTH GRANTS DEPARTMENT TOTAL FY 2009 ADOPTED 9.00 9.00 FY 2010 ADOPTED 9.00 9.00 Programs and Activities State Mandated Payments Program The purpose of the State Mandated Payments is to provide funds to the State for programs so that they can ensure that their court-ordered obligations are met. 507 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget • • • • • Department Strategic Plans and Budgets Health Care Programs Arizona Long Term Care System Contribution - Maricopa County is required to contribute financial support to the State longer care program, as set forth by the State Legislature, based on the Federal march required for the program. AHCCCS Acute Care Contribution - Maricopa County is required to contribute financial Support to the State AHCCCS program to satisfy the Federal Medicaid matching requirement. Arnold v Sarn – as part of the 1989 Arizona Supreme Court ruling in Arnold v Sarn Maricopa county is responsible for paying one-fourth of the plaintiff’s fees and one-third of the Court Monitor’s fees per 11-297 to Arizona Department of Health Services General Mental Health – Counties are required by State law to maintain the same level of behavioral health services for indigents that were in place prior the 1981 inception of the AHCCCS program. Sexually Violent Persons Commitment Payments – This is a state-mandated payment to the Arizona State Hospital for housing sexually persons as a result of court orders. Mandates: A.R.S. § 11-297, A.R.S. § 11-293, A.R.S. § 11-292, A.R.S. § 11-0291.01, 1989 Arizona Supreme Court Ruling, Arnold v Sarn Trial Delivery Program The purpose of the Trial Delivery is to provide for services related to Court ordered involuntary commitment proceedings. • Mental Health Testimony – To provide payment services for psychiatric evaluations on persons to determine if they are mentally competent to stand trial. • Mental Health Orders – To provide payment services for the cost of processing Superior Court mental health detention orders. Mandates: A.R.S. § 36-545.04 Medical Education Program The purpose of the Medical Education program is to comply with the 1993 Court Monitors decision the County must continue to fund the psychiatric residency program at the same level as FY93. • Residential Training – To provide payment services to the Special Health Care district for residency psychiatric education. Mandates: 1989 Arizona Supreme Court Ruling, Arnold v Sarn; Court Order; Monitor’s decision re: mediation, August 31, 1993. Infectious Disease Control Program The purpose of the Infectious Disease Control Program is to provide identification, screening, treatment and education to clients with or suspected with identified communicable diseases so they can be disease free and avoid spreading them to uninfected individuals. • Tuberculosis Treatment – To provide payment services for indigent individuals under quarantine with Tuberculosis. Mandates: A.R.S. § 11-302, A.R.S. § 36-717 Indigent Long Term Care Program The purpose of the County Residual Long Term Care Activity is to provide member claims review and to provide long term care services to clients who did not meet ALTCS standards at the time of its 508 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Health Care Programs adoption so they can ensure appropriate payments are made to fulfill the County’s mandated obligations • County Residual Long Term Care – To provide payment services for the support and care of indigent individuals. Mandates: A.R.S. § 11-293, A.R.S. § 11-293.01 Indigent Health Care Program The purpose of the Indigent Health Care is to provide disputed claims processing, resolution and litigation support for Maricopa County Administration so they can manage and limit pre-AHCCCS financial liability. • Litigation Support – To provide documents and technical expertise to litigation counsel so they can effectively defend the financial interest of Maricopa County Administration. Mandates: A.R.S. § 11-297, uncodified sections of SB 1577 HIV/HCV Services Program The purpose of HIV/HCV Services Program is to provide planning, procurement, execution, and monitoring of medical, health, and support service agreements to people living with HIV/AIDS and HCV so that morbidity and mortality will be reduced and overall quality of life will be improved. Activities that comprise this program include: • Services for people with HIV Services for People with HIV Activity The purpose of Services for People with HIV/AIDS (Ryan White Title I) Activity 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. Mandates: Technically not a mandated service, but US Public Laws 101-381, 104-146, and 106-245 provide emergency assistance to eligible EMAs. Only the local health department may apply, receive, and administer funds. Operating Adjustments: • • • • • Increase Regular Benefits in the amount of $11,020 for employee health and dental premium increases. Increase Regular Benefits by $1,858 for the FY 2010-11 retirement contribution rate increase. Increase grant expenditures and revenues by $725,027 due to anticipated grant revenue for FY 2009-10 and FY 2010-11. Right size other services by $15,811 to maintain structural balance. Increase grant expenditures by $2,933 for required Single Audit. 509 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Health Care Programs Appropriated Budget Reconciliations Public Health Grant Fund (532) Expenditures Revenue OPERATING FY 2010 Adopted Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Ryan White Grant FY 2011 5,926,709 $ 1,689,247 $ 1,689,247 1,689,247 1,689,247 $ 7,615,956 $ 7,615,956 $ (1,689,247) $ (1,689,247) (1,689,247) (1,689,247) $ 5,926,709 $ 5,926,709 $ 12,878 $ 11,020 1,858 (12,878) $ (12,878) - $ 725,027 $ 725,027 725,027 725,027 $ 6,651,736 $ 12.2% 6,651,736 12.2% C-31-10-005-G-01 Agenda Item: C-31-10-005-G-01 FY 2011 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Right size Other Services Increase Grant Expenditures for Single Audit Grants Grant Reconciliation 5,926,709 $ Agenda Item: FY 2010 Revised Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Ryan White Grant FY 2011 $ Agenda Item: $ $ FY 2011 Adopted Budget Percent Change from Target Amount 510 (15,811) 2,933 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Human Services Human Services Analysis by Cynthia Goelz, Management & Budget Supervisor Summary Mission The mission of the Human Services Department is to provide education, employment, shelter, and basic needs services to individuals, families, and communities so that they can enhance their opportunities for physical, social and economic well being. Vision All Maricopa County residents will have opportunities to achieve economic self-sufficiency and enjoy a high quality of life. Strategic Goals • By January, 2013, 55% of the Department of Human Services’ customers will be receiving services from other organizations and programs enabling them to move towards selfsufficiency as measured by the Customer Satisfaction Survey. Status: The 2009 Customer Satisfaction Survey indicates that 49% of all Human Service Department customers are receiving services from other social service organizations. • By January, 2014, 90% of performance standards will be met as measured by program performance indicators. The standards address measures relative to quality and quantity of services to customers. Status: In 2009, the Human Service Department met 76.36% of performance standards as measured by a total of 55 program performance indicators. The standards address measures relative to quality and quantity of services to customers in all divisions. The most recent results are as follows: Workforce Development: 100% of 15 indicators Community Development: 100% of 2 indicators Education: 66% of 15 indicators Community Services: 65% of 23 indicators • By January, 2014, 92% of customers will be satisfied as measured by the Customer Satisfaction Survey. Status: For 2009, the Human Services Department Customer Satisfaction was as follows: Senior Adult Independent Living Program: 94% Community Service Program: 90% Head Start Program: 97% Workforce Development Program 88% 511 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Human Services Sources and Uses by Program and Activity FY 2009 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % CDBG - CDBG ADMIN AND PROJECTS 17CD - COMMUNITY DEV BLOCK GRANT $ $ 2,351,507 $ 2,351,507 $ 4,673,355 $ 4,673,355 $ 4,673,355 $ 4,673,355 $ 2,271,073 $ 2,271,073 $ 4,566,575 $ 4,566,575 $ (106,780) (106,780) -2.3% -2.3% HMAD - HOME ADMIN AND PROJECTS 17HM - HOME $ $ 4,558,194 $ 4,558,194 $ 8,160,552 $ 8,160,552 $ 8,160,552 $ 8,160,552 $ 4,593,104 $ 4,593,104 $ 6,555,453 $ 6,555,453 $ (1,605,099) (1,605,099) -19.7% -19.7% COAA - COMMUNITY ACTION AGENCY FAST - FINANCIAL ASSISTANCE WTHR - WEATHERIZATION 22CS - COMMUNITY SERVICES $ 667,699 $ 6,029,524 6,697,223 $ 1,955,597 $ 6,460,914 8,416,511 $ 2,703,658 $ 11,247,636 13,951,294 $ 2,559,496 $ 9,414,894 11,974,390 $ 1,759,350 $ 2,048,997 7,713,323 11,521,670 $ (944,308) (9,198,639) 7,713,323 (2,429,624) -34.9% -81.8% N/A -17.4% CDEV - CHILD DEVELOPMENT AND EDUC CHLT - CHILD HEALTH SERVICES FAMI - FAMILY PARTNERSHIPS 22ED - CHILD DEVELOPMENT EDUCATION $ $ 18,169,097 $ 260,742 1,442,423 19,872,262 $ 16,343,572 $ 349,261 1,443,513 18,136,346 $ 20,674,511 $ 350,261 1,547,793 22,572,565 $ 18,389,728 $ 257,001 1,268,313 19,915,042 $ 19,306,951 $ 50,000 1,644,665 21,001,616 $ (1,367,560) (300,261) 96,872 (1,570,949) -6.6% -85.7% 6.3% -7.0% NBHD - NEIGHBORHOOD STABILIZATION 22NS - NEIGHBORHOOD STABILIZATION $ $ 79,643 $ 79,643 $ 10,306,366 $ 10,306,366 $ 10,306,366 $ 10,306,366 $ 6,016,005 $ 6,016,005 $ 5,802,566 $ 5,802,566 $ (4,503,800) (4,503,800) -43.7% -43.7% ERLT - EMPLOYMENT RELATED TRANSP SNTT - SPECIAL NEEDS TRANSP TRIPS 22TS - SPECIAL TRANSPORTATION SERVICE $ 1,845,124 $ 1,536,350 3,381,474 $ 138,172 $ 138,172 $ 449,463 $ 449,463 $ 864,472 $ 555,013 1,419,485 $ - $ 688,265 688,265 $ (449,463) 688,265 238,802 -100.0% N/A 53.1% SEEK - JOB SEEKER SERVICES YOUT - YOUTH SERVICES 22WD - WORKFORCE DEVELOPMENT $ $ 5,719,891 $ 1,945,118 7,665,009 $ 5,694,337 $ 2,443,431 8,137,768 $ 10,836,427 $ 4,736,393 15,572,820 $ 8,454,466 $ 4,489,630 12,944,096 $ 9,424,128 $ 2,894,704 12,318,832 $ (1,412,299) (1,841,689) (3,253,988) -13.0% -38.9% -20.9% SAIL - SR ADULT INDEPENDENT LIVING 39SA - SR ADULT INDEPENDENT LIVING $ $ 1,220,456 $ 1,220,456 $ 1,506,614 $ 1,506,614 $ 1,249,252 $ 1,249,252 $ 1,249,252 $ 1,249,252 $ 1,104,459 $ 1,104,459 $ (144,793) (144,793) -11.6% -11.6% ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 876,665 $ 876,665 $ 2,908,550 $ 2,908,550 $ 3,529,043 $ 3,529,043 $ 2,797,933 $ 2,797,933 $ 3,143,420 $ 3,143,420 $ (385,623) (385,623) -10.9% -10.9% CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ - $ 1 1 $ 60,609 $ 1,731 62,340 $ 60,609 $ 1,731 62,340 $ 60,609 $ 1,730 62,339 $ 47,371 $ 8,505 55,876 $ (13,238) 6,774 (6,464) -21.8% N/A 391.3% -10.4% EHSN - EMERGENCY SHELTER NIGHTS HOME - HOMELESS ASSISTANCE $ $ 86,813 $ 86,813 $ 81,000 $ 81,000 $ 981,303 $ 981,303 $ 981,303 $ 981,303 $ 402,101 $ 402,101 $ (579,202) (579,202) -59.0% -59.0% TOTAL PROGRAMS $ 46,789,247 $ 62,527,574 $ 81,508,353 $ 64,224,022 $ 67,160,833 $ (14,347,520) -17.6% $ $ 512 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Human Services Sources and Uses by Program and Activity (continued) FY 2009 ACTUAL PROGRAM / ACTIVITY USES FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % CDBG - CDBG ADMIN AND PROJECTS 17CD - COMMUNITY DEV BLOCK GRANT $ $ 2,027,032 $ 2,027,032 $ 4,673,355 $ 4,673,355 $ 4,673,355 $ 4,673,355 $ 2,271,073 $ 2,271,073 $ 4,566,575 $ 4,566,575 $ 106,780 106,780 2.3% 2.3% HMAD - HOME ADMIN AND PROJECTS 17HM - HOME $ $ 4,241,500 $ 4,241,500 $ 8,160,552 $ 8,160,552 $ 8,160,552 $ 8,160,552 $ 4,593,104 $ 4,593,104 $ 6,555,453 $ 6,555,453 $ 1,605,099 1,605,099 19.7% 19.7% COAA - COMMUNITY ACTION AGENCY FAST - FINANCIAL ASSISTANCE WTHR - WEATHERIZATION 22CS - COMMUNITY SERVICES $ 2,213,439 $ 5,217,605 7,431,044 $ 2,267,765 $ 6,460,914 8,728,679 $ 3,015,826 $ 11,247,636 14,263,462 $ 2,871,664 $ 9,414,894 12,286,558 $ 2,070,433 $ 2,048,997 7,713,323 11,832,753 $ 945,393 9,198,639 (7,713,323) 2,430,709 31.3% 81.8% N/A 17.0% 16,343,572 $ 349,261 1,443,513 18,136,346 $ 20,674,511 $ 350,261 1,547,793 22,572,565 $ 18,389,728 $ 257,001 1,268,313 19,915,042 $ 19,306,951 $ 50,000 1,644,665 21,001,616 $ 1,367,560 300,261 (96,872) 1,570,949 6.6% 85.7% -6.3% 7.0% 4,503,800 4,503,800 43.7% 43.7% $ CDEV - CHILD DEVELOPMENT AND EDUC CHLT - CHILD HEALTH SERVICES FAMI - FAMILY PARTNERSHIPS 22ED - CHILD DEVELOPMENT EDUCATION $ $ 17,805,900 $ 306,805 1,491,501 19,604,206 $ NBHD - NEIGHBORHOOD STABILIZATION 22NS - NEIGHBORHOOD STABILIZATION $ $ 117,538 $ 117,538 $ 10,306,366 $ 10,306,366 $ 10,306,366 $ 10,306,366 $ 6,016,005 $ 6,016,005 $ 5,802,566 $ 5,802,566 $ ERLT - EMPLOYMENT RELATED TRANSP SNTT - SPECIAL NEEDS TRANSP TRIPS 22TS - SPECIAL TRANSPORTATION SERVICE $ 1,405,105 $ 651,477 2,056,582 $ 138,172 $ 138,172 $ 449,463 $ 449,463 $ 864,472 $ 555,013 1,419,485 $ - $ 688,265 688,265 $ $ $ 449,463 (688,265) (238,802) 100.0% N/A -53.1% SEEK - JOB SEEKER SERVICES YOUT - YOUTH SERVICES 22WD - WORKFORCE DEVELOPMENT $ 6,255,129 $ 2,791,064 9,046,193 $ 5,694,337 $ 2,443,431 8,137,768 $ 10,836,427 $ 4,736,393 15,572,820 $ 8,454,466 $ 4,489,630 12,944,096 $ 9,424,128 $ 2,894,704 12,318,832 $ 1,412,299 1,841,689 3,253,988 13.0% 38.9% 20.9% SAIL - SR ADULT INDEPENDENT LIVING 39SA - SR ADULT INDEPENDENT LIVING $ $ 2,427,139 $ 2,427,139 $ 2,578,083 $ 2,578,083 $ 2,320,721 $ 2,320,721 $ 2,320,721 $ 2,320,721 $ 2,303,203 $ 2,303,203 $ 17,518 17,518 0.8% 0.8% FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - ADMINISTRATIVE SERVICES $ 261,968 $ 223,841 (2,499,009) 26,317 (1,986,883) $ - $ 3,035,825 3,035,825 $ - $ 3,770,445 3,770,445 $ - $ 2,925,208 2,925,208 $ - $ 3,144,505 3,144,505 $ 625,940 625,940 N/A N/A 16.6% N/A 16.6% CSCA - CENTRAL SERVICE COST ALLOC ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ 1,131,458 $ 139,082 1,270,540 $ 60,609 $ 1,731 62,340 $ (53,518) $ 1,731 (51,787) $ 60,609 $ 1,730 62,339 $ 47,371 $ 8,505 55,876 $ (100,889) (6,774) (107,663) 188.5% -391.3% 207.9% BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER DESK - DESKTOP SUPPORT 99IT - INFORMATION TECHNOLOGY $ 95,537 $ 125,259 325,399 546,195 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A N/A N/A EHSN - EMERGENCY SHELTER NIGHTS HLDS - HOMELESS LOW DEMAND SHELTER HWDR - HOMELESS WEEKEND DAY RESOURCE HOME - HOMELESS ASSISTANCE $ $ 256,002 $ 440,298 696,300 $ 443,401 $ 368,297 72,000 883,698 $ 1,343,704 $ 368,297 72,000 1,784,001 $ 1,343,704 $ 368,297 72,000 1,784,001 $ 591,562 $ 363,237 954,799 $ 752,142 5,060 72,000 829,202 56.0% 1.4% 100.0% 46.5% TOTAL PROGRAMS $ 47,477,386 $ 64,841,184 $ 83,821,963 $ 66,537,632 $ 69,224,443 $ 14,597,520 17.4% $ $ $ 513 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Human Services Sources and Uses by Category FY 2009 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST REV VS ADPT VAR % FY 2011 ADOPTED $ SUBTOTAL $ 46,452,815 46,452,815 $ $ 62,527,574 62,527,574 $ $ 81,508,353 81,508,353 $ $ 64,222,499 64,222,499 $ $ 67,160,833 67,160,833 $ $ (14,347,520) (14,347,520) -17.6% -17.6% $ $ $ - $ $ 1,523 1,523 $ $ - $ $ - $ SUBTOTAL $ 1 336,431 336,432 $ - N/A N/A N/A ALL REVENUES $ 46,789,247 $ 62,527,574 $ 81,508,353 $ 64,224,022 $ 67,160,833 $ (14,347,520) -17.6% TOTAL SOURCES $ 46,789,247 FY 2009 ACTUAL $ 62,527,574 FY 2010 ADOPTED $ 81,508,353 FY 2010 REVISED $ 64,224,022 FY 2010 FORECAST $ 67,160,833 FY 2011 ADOPTED $ (14,347,520) -17.6% REV VS ADPT VAR % MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 12,628,087 $ 37,570 13,138 4,893,633 177,948 (4,799,049) 4,798,857 17,750,184 $ 12,539,703 $ 86,768 4,844,425 96,427 (4,057,285) 4,057,285 17,567,323 $ 16,506,601 $ 86,768 5,003,456 96,427 (4,939,572) 4,939,572 21,693,252 $ 12,748,247 $ 18,919 11,997 4,730,261 136,267 (4,190,607) 4,171,867 17,626,951 $ 14,212,155 $ 5,653,307 156,037 (4,935,893) 4,944,560 20,030,166 $ SUBTOTAL $ 1,063,863 $ 8,023 172,119 119,843 (96,020) 96,020 1,363,848 $ 960,581 $ 2,000 23,000 2,280 (72,128) 72,128 987,861 $ 1,636,572 $ 2,000 23,000 16,280 (72,128) 72,128 1,677,852 $ 1,003,937 $ 11,726 18,580 106,709 (71,794) 71,794 1,140,952 $ 1,221,594 $ 22,699 47,500 (149,400) 149,400 1,291,793 $ 414,978 25.4% 2,000 100.0% 301 1.3% (31,220) -191.8% 77,272 -107.1% (77,272) -107.1% 386,059 23.0% SERVICES 0810 - LEGAL SERVICES $ 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0845 - SUPPORT AND CARE OF PERSONS 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 15,181 $ 34,058 17,882,799 1,286,396 109,697 6,437,915 786,773 173,047 80,271 20,262 29,954 21,051 (13,630) 19,630 26,883,404 $ 5,000 $ 52,500 18,198,153 1,606,866 184,400 23,637,545 506,358 224,129 94,633 19,465 42,327 163,000 (3,705,295) 3,705,296 44,734,377 $ 5,000 $ 56,163 30,223,983 1,680,207 775,316 24,491,517 630,918 313,696 276,061 (88,212) 300,788 163,425 (3,705,295) 3,705,296 58,828,863 $ 22,344 $ 101,231 28,709,246 1,650,716 317,322 13,685,164 601,143 245,980 367,895 14,252 44,035 175,566 (3,198,786) 3,198,786 45,934,894 $ 10,000 $ 62,423 24,465,292 1,512,772 164,277 18,572,279 694,138 248,906 127,624 23,792 129,000 (3,188,014) 3,188,014 46,010,503 $ (5,000) -100.0% (6,260) -11.1% 5,758,691 19.1% 167,435 10.0% 611,039 78.8% 5,919,238 24.2% (63,220) -10.0% 64,790 20.7% 148,437 53.8% (112,004) 127.0% 300,788 100.0% 34,425 21.1% (517,281) 14.0% 517,282 14.0% 12,818,360 21.8% CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ - $ 94,719 253,773 348,492 $ - $ 32,000 273,184 (176,754) 176,755 305,185 $ - $ 130,000 359,684 (176,754) 176,755 489,685 $ - $ 244,381 3,752 340,264 (152,114) 152,114 588,397 $ 8,000 $ 544,860 (150,278) 150,278 552,860 $ ALL EXPENDITURES $ 46,345,928 $ 63,594,746 $ 82,689,652 $ 65,291,194 $ 67,885,322 $ OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 1,131,458 $ 1,131,458 $ 1,246,438 $ 1,246,438 $ 1,132,311 $ 1,132,311 $ 1,246,438 $ 1,246,438 $ 1,339,121 $ 1,339,121 $ TOTAL USES $ 47,477,386 $ 64,841,184 $ 83,821,963 $ 66,537,632 $ 69,224,443 $ SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ 514 2,294,446 86,768 (649,851) (59,610) (3,679) (4,988) 1,663,086 (8,000) 130,000 (185,176) (26,476) 26,477 (63,175) 14,804,330 (206,810) (206,810) 14,597,520 13.9% 100.0% N/A -13.0% -61.8% 0.1% -0.1% 7.7% N/A 100.0% N/A -51.5% 15.0% 15.0% -12.9% 17.9% -18.3% -18.3% 17.4% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Human Services Sources and Uses by Fund by Function FUND / FUNCTION CLASS 217 CDBG HOUSING TRUST OPERATING 222 HUMAN SERVICES GRANTS OPERATING FY 2009 ACTUAL FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % $ FUND TOTAL SOURCES $ 6,989,345 $ 6,989,345 $ 23,202,613 $ 23,202,613 $ 23,202,613 $ 23,202,613 $ 12,942,521 $ 12,942,521 $ 16,980,470 $ 16,980,470 $ (6,222,143) (6,222,143) -26.8% -26.8% $ FUND TOTAL SOURCES $ 39,799,902 $ 39,799,902 $ 39,324,961 $ 39,324,961 $ 58,305,740 $ 58,305,740 $ 51,281,501 $ 51,281,501 $ 50,180,363 $ 50,180,363 $ (8,125,377) (8,125,377) -13.9% -13.9% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING FY 2010 ADOPTED (14,347,520) -17.6% (14,347,520) -17.6% REV VS ADPT VAR % FUND TOTAL USES $ 2,277,615 $ 2,277,615 $ 2,063,610 $ 250,000 2,313,610 $ 2,063,610 $ 250,000 2,313,610 $ 2,063,610 $ 250,000 2,313,610 $ 2,063,610 $ 2,063,610 $ 250,000 250,000 0.0% 100.0% 10.8% $ FUND TOTAL USES $ 6,427,702 $ 6,427,702 $ 23,202,613 $ 23,202,613 $ 23,202,613 $ 23,202,613 $ 12,942,521 $ 12,942,521 $ 16,980,470 $ 16,980,470 $ 6,222,143 6,222,143 26.8% 26.8% $ FUND TOTAL USES $ 38,772,069 $ 38,772,069 $ 39,324,961 $ 39,324,961 $ 58,305,740 $ 58,305,740 $ 51,281,501 $ 51,281,501 $ 50,180,363 $ 50,180,363 $ 8,125,377 8,125,377 13.9% 13.9% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 47,477,386 $ - $ 47,477,386 $ 64,591,184 $ 250,000 $ 64,841,184 $ 83,571,963 $ 250,000 $ 83,821,963 $ 66,287,632 $ 250,000 $ 66,537,632 $ 69,224,443 $ - $ 69,224,443 $ 14,347,520 250,000 14,597,520 17.2% 100.0% 17.4% 217 CDBG HOUSING TRUST OPERATING 222 HUMAN SERVICES GRANTS OPERATING $ 46,789,247 $ 62,527,574 $ 81,508,353 $ 64,224,022 $ 67,160,833 $ 46,789,247 $ 62,527,574 $ 81,508,353 $ 64,224,022 $ 67,160,833 $ FY 2009 FY 2010 FY 2010 FY 2010 FY 2011 ACTUAL ADOPTED REVISED FORECAST ADOPTED 515 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Human Services Staffing by Program/Activity PROGRAM / ACTIVITY ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT PROGRAM TOTAL CHILD DEVELOPMENT EDUCATION CHILD DEVELOPMENT AND EDUC CHILD HEALTH SERVICES FAMILY PARTNERSHIPS PROGRAM TOTAL COMMUNITY DEV BLOCK GRANT CDBG ADMIN AND PROJECTS PROGRAM TOTAL COMMUNITY SERVICES COMMUNITY ACTION AGENCY WEATHERIZATION PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP DATA CENTER DESKTOP SUPPORT PROGRAM TOTAL SPECIAL TRANSPORTATION SERVICE EMPLOYMENT RELATED TRANSP SPECIAL NEEDS TRANSP TRIPS PROGRAM TOTAL SR ADULT INDEPENDENT LIVING SR ADULT INDEPENDENT LIVING PROGRAM TOTAL WORKFORCE DEVELOPMENT JOB SEEKER SERVICES YOUTH SERVICES PROGRAM TOTAL DEPARTMENT TOTAL FY 2009 ADOPTED FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV TO ADPT VAR % 3.00 5.00 4.00 1.00 13.00 4.00 4.00 3.00 1.00 12.00 4.00 4.00 3.00 1.00 12.00 3.00 7.00 4.00 1.00 15.00 3.00 7.00 3.00 1.00 14.00 204.00 6.00 26.00 236.00 165.00 5.00 22.00 192.00 165.00 5.00 22.00 192.00 210.00 4.00 27.00 241.00 213.00 27.00 240.00 7.00 7.00 7.00 7.00 7.00 7.00 7.00 7.00 7.00 7.00 - 0.0% 0.0% 8.50 8.50 9.00 9.00 9.00 9.00 16.00 16.00 9.00 7.00 16.00 7.00 7.00 0.0% N/A 77.8% 1.18 1.38 2.44 5.00 1.18 1.38 4.44 7.00 1.18 1.38 4.44 7.00 0.85 1.05 4.10 6.00 0.85 1.05 4.10 6.00 (0.33) (0.33) (0.34) (1.00) -28.0% -23.9% -7.7% -14.3% 19.15 31.85 51.00 1.00 1.00 1.00 1.00 1.00 1.00 - 40.50 40.50 36.00 36.00 36.00 36.00 36.00 36.00 34.00 34.00 (2.00) (2.00) -5.6% -5.6% 77.00 4.00 81.00 442.00 72.50 5.50 78.00 342.00 72.50 5.50 78.00 342.00 73.15 6.85 80.00 402.00 73.15 6.85 80.00 397.00 0.65 1.35 2.00 55.00 0.9% 24.5% 2.6% 16.1% 516 (1.00) 3.00 2.00 -25.0% 75.0% 0.0% 0.0% 16.7% 48.00 29.1% (5.00) -100.0% 5.00 22.7% 48.00 25.0% (1.00) -100.0% N/A (1.00) -100.0% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Human Services Staffing by Market Range Title MARKET RANGE TITLE Accountant Accounting Specialist Admin/Operations Specialist Administrative Manager Administrative Specialist Administrative Staff Supv Administrative Supervisor Administrator Communicatn Ofcr/Govt Liaison Community Svcs Specialist Deputy Director Dietitian/Nutritionist Director - Community Dev Director - Human Services Dispatcher Educator Educator Assistant Educator Bachelor's Educator Coordinator Executive Assistant Field Operations Supervisor Financial Supervisor - Dept Financial Support Supv - Dept General Laborer Grant-Contract Admin Supv Grant-Contract Administrator Human Resources Analyst Human Resources Associate Human Resources Specialist Human Resources Supervisor IT Operations Manager IT Services Supv Management Analyst Office Assistant Office Assistant Specialized Operations/Program Manager Operations/Program Supervisor PC/LAN Tech Support Program Coordinator Programmer/Analyst Project Manager Social Worker Social Worker Supervisor Systems/Network Administrator Systems/Network Admin-Sr/Ld Trainer Workforce Development Spec Department Total FY 2009 ADOPTED 5.00 3.00 14.00 3.00 1.00 1.00 16.00 3.00 1.00 26.00 1.00 1.00 1.00 6.00 42.00 56.00 31.00 36.00 2.00 1.00 1.00 1.00 44.00 1.00 7.00 2.00 1.00 1.00 1.00 1.00 2.00 20.00 14.00 1.00 5.00 1.00 13.00 1.00 4.00 37.00 3.00 1.00 1.00 5.00 24.00 442.00 FY 2010 ADOPTED 6.00 3.00 13.00 3.00 2.00 17.00 3.00 1.00 1.00 1.00 1.00 42.00 27.00 29.00 32.00 2.00 1.00 1.00 1.00 2.00 1.00 7.00 2.00 1.00 1.00 1.00 1.00 3.00 19.00 27.00 1.00 5.00 3.00 13.00 4.00 32.00 3.00 1.00 1.00 5.00 23.00 342.00 FY 2010 REVISED 6.00 3.00 13.00 3.00 2.00 17.00 3.00 1.00 1.00 1.00 1.00 42.00 27.00 29.00 32.00 2.00 1.00 1.00 1.00 2.00 1.00 7.00 2.00 1.00 1.00 1.00 1.00 3.00 19.00 27.00 1.00 5.00 3.00 13.00 4.00 32.00 3.00 1.00 1.00 5.00 23.00 342.00 FY 2009 ADOPTED FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST 7.00 4.00 14.00 4.00 2.00 20.00 3.00 1.00 1.00 1.00 1.00 47.00 44.00 38.00 35.00 2.00 1.00 1.00 1.00 2.00 1.00 8.00 2.00 1.00 1.00 1.00 1.00 3.00 19.00 37.00 1.00 7.00 3.00 15.00 4.00 32.00 3.00 1.00 1.00 5.00 27.00 402.00 FY 2011 ADOPTED 7.00 4.00 13.00 4.00 2.00 20.00 3.00 1.00 1.00 1.00 1.00 48.00 44.00 37.00 35.00 2.00 1.00 1.00 1.00 2.00 1.00 7.00 2.00 1.00 1.00 1.00 3.00 19.00 37.00 1.00 7.00 3.00 15.00 4.00 30.00 3.00 1.00 1.00 5.00 27.00 397.00 REV TO ADPT VAR % 1.00 16.7% 1.00 33.3% 0.0% 1.00 33.3% N/A 0.0% 3.00 17.6% 0.0% 0.0% N/A 1.00 N/A 0.0% (1.00) -100.0% 0.0% N/A 6.00 14.3% 17.00 63.0% 8.00 27.6% 3.00 9.4% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A 0.0% 0.0% (1.00) -100.0% 0.0% 0.0% 0.0% 10.00 37.0% 0.0% 2.00 40.0% 0.0% 2.00 15.4% N/A 0.0% (2.00) -6.3% 0.0% 0.0% 0.0% 0.0% 4.00 17.4% 55.00 16.1% FY 2010 FORECAST FY 2011 ADOPTED REV TO ADPT VAR % Staffing by Fund FUND 220 - HUMAN SERVICES 217 - CDBG HOUSING TRUST 222 - HUMAN SERVICES GRANTS DEPARTMENT TOTAL 7.00 435.00 442.00 7.00 335.00 342.00 517 7.00 335.00 342.00 7.00 392.00 402.00 7.00 390.00 397.00 55.00 55.00 0.0% 16.4% 16.1% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Human Services Significant Variance Analysis Staffing changes are associated with the various ARRA grants received during FY 2009-10, some of which will continue into FY 2010-11. General Adjustments Operating Adjustments: Human Services Grant Fund (222) • Increase Regular Benefits in the amount of $399,840 for employee health and dental premium increases. • Increase Regular Benefits by $68,686 for the FY 2010-11 retirement contribution rate increase. • Reduce revenue and expenditures to the level of anticipated FY 2010-11 grant awards and carry-forward. CDBG Housing Trust Fund (217) • Increase Regular Benefits in the amount of $7,140 for employee health and dental premium increases. • Increase Regular Benefits by $1,968 for the FY 2010-11 retirement contribution rate increase. • Reduce revenue and expenditures to the level of anticipated FY 2010-11 grant awards and carry-forward. Strategic Business Plan Update The Human Services Department participated in a facilitated strategic business plan review and update, the results of which are included in the FY 2010-11 budget. One new Activity was added to address new funding received under the American Recovery and Reinvestment Act (ARRA). Measures were enhanced for several activities. Programs and Activities Community Development Block Grant Program The purpose of the Community Development Block Grant Program is to provide community improvements and affordable housing opportunities to Urban County communities, Consortium members, and nonprofit agencies so they can empower low, moderate, and middle income residents to develop viable communities, preserve and expand suitable housing, and stabilize neighborhoods. Program Results Measure Description Percentage of total expenditures related to CDBG projects Percent of accurate billings processed within 10 business days FY 2009 ACTUAL 93.0% FY 2010 REVISED 93.1% FY 2011 ADOPTED 100.0% N/A N/A 100.0% Activities that comprise this program include: • Community Development Block Grant 518 REV VS ADPT VAR % 6.9% 7.5% N/A N/A Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Human Services Community Development Block Grant Activity The purpose of the Community Development Block Grant Activity is to provide fiscal, financial, and compliance services to Urban County communities and non-profits so they can make infrastructure improvements and meet community development needs in a timely manner. Mandates: This is a non-mandated Activity. Measure Type Result Result Output Demand Efficiency Revenue Measure Description Percentage of total expenditures related to CDBG projects Percent of accurate billings processed within 10 business days Number of accurate billings processed Number of accurate billings received Cost per accurate billing processed FY 2009 ACTUAL 93.0% FY 2010 REVISED 93.1% FY 2011 ADOPTED 100.0% N/A N/A 100.0% N/A N/A N/A N/A 24 N/A 24 N/A $ 190,273.96 REV VS ADPT VAR % 6.9% 7.5% N/A N/A N/A N/A N/A N/A N/A N/A 217 - CDBG HOUSING TRUST TOTAL SOURCES $ 2,351,507 $ 2,351,507 $ 4,673,355 $ 4,673,355 $ 4,566,575 $ 4,566,575 $ $ (106,780) (106,780) -2.3% -2.3% 217 - CDBG HOUSING TRUST TOTAL USES $ 2,027,032 $ 2,027,032 $ 4,673,355 $ 4,673,355 $ 4,566,575 $ 4,566,575 $ $ 106,780 106,780 2.3% 2.3% Expenditure Activity Narrative: Most measure are new in FY 2010-11 and therefore, no historical comparison is possible. Grant funding will be decreasing as the carry-forward of prior year funding is spent down. HOME Program The purpose of the HOME Program is to provide affordable housing opportunities to qualified HOME recipients, subrecipients, and Community Housing Development Organizations (CHDOs) so they can ensure suitable housing for low and moderate income residents is preserved and expanded. Program Results Measure Description Percent of total expenditures related to HOME projects Percent of accurate billings processed within 10 business days FY 2009 ACTUAL 95.9% FY 2010 REVISED 96.6% FY 2011 ADOPTED 96.1% N/A N/A 100.0% REV VS ADPT VAR % (0.5%) -0.5% N/A N/A Activities that comprise this program include: • HOME Investment Partnerships Program Home Investment Partnerships Program Activity The purpose of the HOME Investment Partnerships Program Activity is to provide fiscal, financial, and compliance services to Consortium members and Urban County communities so they can provide safe, decent, sanitary and affordable houses for low-income residents. Mandates: This is a non-mandated Activity. 519 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Output Demand Efficiency Revenue Measure Description Percent of total expenditures related to HOME projects Percent of accurate billings processed within 10 business days Number of accurate billings processed Number of accurate billings received Cost per accurate billings processed Department Strategic Plans and Budgets Human Services FY 2009 ACTUAL 95.9% FY 2010 REVISED 96.6% FY 2011 ADOPTED 96.1% N/A N/A 100.0% N/A N/A N/A N/A 48 N/A 48 N/A $ 136,571.94 REV VS ADPT VAR % (0.5%) -0.5% N/A N/A N/A N/A N/A N/A N/A N/A 217 - CDBG HOUSING TRUST TOTAL SOURCES $ 4,558,194 $ 4,558,194 $ 8,160,552 $ 8,160,552 $ 6,555,453 $ 6,555,453 $ (1,605,099) $ (1,605,099) -19.7% -19.7% 217 - CDBG HOUSING TRUST TOTAL USES $ 4,241,500 $ 4,241,500 $ 8,160,552 $ 8,160,552 $ 6,555,453 $ 6,555,453 $ 1,605,099 $ 1,605,099 19.7% 19.7% Expenditure Activity Narrative: Most measure are new in FY 2010-11 and therefore, no historical comparison is possible. Grant funding will be decreasing as the carry forward of prior year funding is spent down. Community Services Program The purpose of Community Services Program is to provide administrative coordination of community services to a network of neighborhood based organizations so that they can provide social and economic assistance to low income and below poverty families. Program Results Measure Description Percent of subcontractor agency participants who rate training as satisfactory or higher Percent of satisfied customers Percent of homes that meet energy-efficient standards after being weatherized FY 2009 ACTUAL 100.0% FY 2010 REVISED 100.0% FY 2011 ADOPTED 100.0% N/A N/A N/A N/A 92.0% 100.0% Activities that comprise this program include: • Community Action Agency • Weatherization REV VS ADPT VAR % 0.0% 0.0% N/A N/A N/A N/A • Financial Assistance Community Action Agency Activity The purpose of the Community Action Agency Activity is to provide management and coordination services to municipalities and community based organizations so they can improve delivery of human services. Mandates: This is a non-mandated Activity. 520 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Demand Efficiency Revenue Department Strategic Plans and Budgets Human Services FY 2009 ACTUAL 100.0% 26 26 $ 85,132.27 25 25 $ 120,633.04 30 30 $ 69,014.43 5 5 $ 51,618.61 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ $ $ 2,703,658 $ 2,703,658 $ 1,759,350 $ 1,759,350 $ $ (944,308) (944,308) -34.9% -34.9% 100 - GENERAL 222 - HUMAN SERVICES GRANTS TOTAL USES $ $ $ $ 1,085 944,308 945,393 0.3% 34.9% 31.3% 667,699 667,699 FY 2010 REVISED 100.0% REV VS ADPT VAR % 0.0% 0.0% Measure Description Percent of subcontractor agency participants who rate training as satisfactory or higher Number of all contracts managed Number of all contracts required Cost per contract managed FY 2011 ADOPTED 100.0% 20.0% 20.0% 42.8% Expenditure 403,285 1,810,154 $ 2,213,439 312,168 2,703,658 $ 3,015,826 311,083 1,759,350 $ 2,070,433 $ Activity Narrative: In FY 2009-10, the Department received substantial funding for this Activity from American Recovery and Reinvestment Act (ARRA) grants which are anticipated to be one-time and only the carry-forward is included in the FY 2010-11 budget. Financial Assistance Activity The purpose of the Financial Assistance Activity is to provide economic assistance to low income and below poverty families and individuals so that they can meet their basic needs. Mandates: This is a non-mandated Activity. Measure Type Result Output Demand Efficiency Revenue FY 2009 ACTUAL N/A 14,227 N/A $ 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ 6,029,524 $ 6,029,524 $ 11,247,636 $ 11,247,636 $ 2,048,997 $ 2,048,997 $ (9,198,639) $ (9,198,639) -81.8% -81.8% 222 - HUMAN SERVICES GRANTS TOTAL USES $ 5,217,605 $ 5,217,605 $ 11,247,636 $ 11,247,636 $ 2,048,997 $ 2,048,997 $ 9,198,639 $ 9,198,639 81.8% 81.8% 366.74 FY 2010 REVISED N/A 12,000 N/A REV VS ADPT VAR % N/A N/A 3,000 25.0% N/A N/A Measure Description Percent of satisfied customers Number of households who receive services Number of households eligible to request service based on U.S. Census Bureau statistics of persons at or below poverty level Average cost per household $ 937.30 FY 2011 ADOPTED 92.0% 15,000 287,220 $ 136.60 $ 800.70 85.4% Expenditure Activity Narrative: In FY 2009-10, the Department received substantial funding for this Activity from American Recovery and Reinvestment Act (ARRA) grants which are anticipated to be one-time and only the carry-forward is included in the FY 2010-11 budget. Most of the funding budgeted in this Activity in FY 2009-10 will be carried forward but included in the newly established Weatherization Activity discussed below. Weatherization Activity The purpose of the Weatherization Activity is to provide weatherization services to low income residents so they can get more energy efficient homes. Mandates: This is a non-mandated Activity. 521 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Demand Efficiency Measure Description Percent of homes that meet energy-efficient standards after being weatherized Number of homes that receive weatherization service Number of homes referred for weatherization services Cost of total activity expenditure per household Department Strategic Plans and Budgets Human Services FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED 100.0% REV VS ADPT VAR % N/A N/A N/A N/A 950 N/A N/A N/A N/A 950 N/A N/A N/A N/A $ 8,119.29 N/A N/A Revenue 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ $ - $ $ - $ 7,713,323 $ 7,713,323 $ 7,713,323 $ 7,713,323 N/A N/A 222 - HUMAN SERVICES GRANTS TOTAL USES $ $ - $ $ - $ 7,713,323 $ 7,713,323 $ (7,713,323) $ (7,713,323) N/A N/A Expenditure Activity Narrative: This is a new Activity in FY 2009-10. Substantial funding was received for Weatherization through ARRA grants in FY 2009-10, most of which is carried forward into FY 2010-11. Child Development and Education Program The purpose of the Child Development and Education Program is to provide education to low-income children 0-5 so they can achieve school readiness. Program Results Measure Description Percent of 4-5 year old children who completed a beginning and end of year assessment who make 1-step, 2-step, or 3step gains in language skills Percent of children who are up-to-date on an age-appropriate schedule of well child exams FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED 60.0% 83.0% 85.0% 87.0% 2.0% 2.3% Percent of families receiving services outside of the program 55.0% 55.0% 58.0% 3.0% 5.4% REV VS ADPT VAR % N/A N/A Activities that comprise this program include: • Child Development and Education • Child Health Services • Family and Community Partnerships Child Development and Education Activity The purpose of the Child Development and Education Activity is to provide early childhood development services to low income children 0-5 so they can achieve school readiness. Mandates: This is a non-mandated Activity. 522 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Demand Efficiency Revenue Department Strategic Plans and Budgets Human Services REV VS ADPT VAR % N/A N/A Measure Description Percent of 4-5 year old children who completed a beginning and end of year assessment who make 1-step, 2-step, or 3step gains in language skills Number of children enrolled in the program completing the assessment The number of children who have applied for the program Cost per child enrolled in the program FY 2009 ACTUAL N/A FY 2010 REVISED N/A 10,250 12,120 12,120 - 0.0% 28,722 28,722 28,722 - 0.0% $ 112.84 6.6% 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ 18,169,097 $ 18,169,097 $ 20,674,511 $ 20,674,511 $ 19,306,951 $ 19,306,951 $ (1,367,560) $ (1,367,560) -6.6% -6.6% 222 - HUMAN SERVICES GRANTS TOTAL USES $ 17,805,900 $ 17,805,900 $ 20,674,511 $ 20,674,511 $ 19,306,951 $ 19,306,951 $ 1,367,560 $ 1,367,560 6.6% 6.6% 1,737.16 $ 1,705.82 FY 2011 ADOPTED 60.0% $ 1,592.98 $ Expenditure Activity Narrative: In FY 2009-10, the Department received substantial funding for this Activity from American Recovery and Reinvestment Act (ARRA) grants which are anticipated to be one-time and only the carry-forward is included in the FY 2010-11 budget. The funding allowed the program to serve more children than in FY 2008-09 and also allowed for an improved staffing model with a enhanced teacher-to-child ratio. Child Health Services Activity The purpose of the Child Health Services Activity is to provide financial assistance to children in the program so they can receive basic health services. Mandates: This is a non-mandated Activity. Measure Type Result Measure Description Percent of children who are up-to-date on an age-appropriate schedule of well child exams Output Number of children receiving financial assistance from the program for health care Number of children enrolled in the program Average cost per child who received financial assistance from the program for health care Demand Efficiency FY 2009 ACTUAL 83.0% FY 2010 REVISED 85.0% 78 FY 2011 ADOPTED 87.0% 75 REV VS ADPT VAR % 2.0% 2.3% 75 - 0.0% $ 2,918 3,933.40 $ 3,155 4,670.15 $ 3,155 666.67 $ 4,003.48 0.0% 85.7% 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ $ 260,742 260,742 $ $ 350,261 350,261 $ $ 50,000 50,000 $ $ (300,261) (300,261) -85.7% -85.7% 222 - HUMAN SERVICES GRANTS TOTAL USES $ $ 306,805 306,805 $ $ 350,261 350,261 $ $ 50,000 50,000 $ $ 300,261 300,261 85.7% 85.7% Revenue Expenditure Activity Narrative: In FY 2009-10 and prior, expenditures associated with the assessment and referral for health services was included in this Activity. The Activity purpose changed slightly in FY 2010-11 and based on the revision, only expenditures supporting the delivery of the health services is included. The costs for assessment and referral were moved to the Child Development and Education Activity in this Program. 523 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Human Services Family and Community Partnerships Activity The purpose of the Family and Community Partnerships Activity is to provide support to parents in the program so they can identify and meet their own goals for basic needs, personal growth, and nurturing the development of their children. Mandates: This is a non-mandated Activity. Measure Description Percent of families receiving services outside of the program Number of families referred outside of the program for one or more service Number of families with children enrolled in the program Average cost per family referred for one or more service FY 2009 ACTUAL 55.0% $ FY 2010 REVISED 55.0% FY 2011 ADOPTED 58.0% REV VS ADPT VAR % 3.0% 5.4% 1,464 2,311 2,311 - 0.0% 2,768 3,000 3,000 - 0.0% 985.26 $ 669.75 $ 711.67 $ (41.92) -6.3% 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ 1,442,423 $ 1,442,423 $ 1,547,793 $ 1,547,793 $ 1,644,665 $ 1,644,665 $ $ 96,872 96,872 6.3% 6.3% 222 - HUMAN SERVICES GRANTS TOTAL USES $ 1,491,501 $ 1,491,501 $ 1,547,793 $ 1,547,793 $ 1,644,665 $ 1,644,665 $ $ (96,872) (96,872) -6.3% -6.3% Activity Narrative: Expenditure are increasing due to increases in benefits cost. Neighborhood Stabilization Program The purpose of the Neighborhood Stabilization program is to provide planning, reporting, monitoring and related services for the acquisition, redevelopment and resale/rental of abandoned and foreclosed residential houses and properties to low, moderate and middle income residents so they can help stabilize neighborhoods. Program Results Measure Description Percentage of total expenditures related to NSP projects Percentage of households living in NSPassisted owner occupied housing after three years Percent of accurate billings processed within 10 business days FY 2009 ACTUAL N/A FY 2010 REVISED 99.0% FY 2011 ADOPTED 94.7% REV VS ADPT VAR % (4.3%) -4.4% N/A N/A N/A N/A N/A N/A N/A 100.0% N/A N/A Activities that comprise this program include: • Neighborhood Stabilization Neighborhood Stabilization Activity The purpose of the Neighborhood Stabilization activity is to provide fiscal, financial, and compliance services to Urban County communities through non-profits so they can stabilize communities that have suffered from foreclosures and abandonment in a timely manner. 524 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Human Services Mandates: This is a non-mandated Activity. Measure Type Result Result Result Output Demand Efficiency Revenue Measure Description Percentage of total expenditures related to NSP projects Percentage of households living in NSPassisted owner occupied housing after three years Percent of accurate billings processed within 10 business days Number of accurate billings processed Number of accurate billings received Cost per accurate billing processed FY 2009 ACTUAL N/A FY 2010 REVISED 99.0% FY 2011 ADOPTED 94.7% N/A N/A N/A N/A N/A N/A N/A 100.0% N/A N/A N/A N/A N/A N/A 200 N/A 200 N/A $ 29,012.83 N/A N/A N/A N/A N/A N/A REV VS ADPT VAR % (4.3%) -4.4% 217 - CDBG HOUSING TRUST TOTAL SOURCES $ $ 79,643 79,643 $ 10,306,366 $ 10,306,366 $ 5,802,566 $ 5,802,566 $ (4,503,800) $ (4,503,800) -43.7% -43.7% 217 - CDBG HOUSING TRUST TOTAL USES $ $ 117,538 117,538 $ 10,306,366 $ 10,306,366 $ 5,802,566 $ 5,802,566 $ 4,503,800 $ 4,503,800 43.7% 43.7% Expenditure Activity Narrative: Most measures for this Activity are new in FY 2010-11. The key result will not be able to be measured until several years into the program. Grant funding will be decreasing as the carry-forward of prior year funding is spent down. Special Transportation Services Program The purpose of the Special Transportation Services Program is to provide transportation assistance to low income and disabled individuals, so that they can enhance their health and well being. Program Results Measure Description Percent of on time arrivals for trips requested FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED 14.1% REV VS ADPT VAR % N/A N/A Activities that comprise this program include: • Special Needs Transportation Trips Special Needs Transportation Trips Activity The purpose of the Special Needs Transportation Trips Activity is to provide transportation for eligible individuals who live in County islands so they can improve mobility and quality of life. Mandates: This is a non-mandated Activity. 525 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Demand Efficiency Revenue Department Strategic Plans and Budgets Human Services Measure Description Percent of on time arrivals for trips requested Number of trips completed Number of trips requested Cost per trip provided FY 2009 ACTUAL N/A 42,281 42,281 $ 15.41 FY 2010 FY 2011 REVISED ADOPTED N/A 90.0% N/A 22,942 N/A 25,491 N/A $ 30.00 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ 1,536,350 $ 1,536,350 $ $ - $ $ 688,265 688,265 $ $ 688,265 688,265 N/A N/A 100 - GENERAL 222 - HUMAN SERVICES GRANTS TOTAL USES $ $ - $ 688,265 688,265 $ (688,265) (688,265) N/A N/A N/A REV VS ADPT VAR % N/A N/A N/A N/A N/A N/A N/A N/A Expenditure $ 282,000 369,477 651,477 $ $ $ Activity Narrative: When developing the FY 2009-10 budget, it was anticipated that this and other transportation related Activities would no longer offer services as funding would not be available. A portion of the funding has continued and therefore, the FY 2010-11 reinstates these services. Workforce Development Program The purpose of the Workforce Development Program is to provide quality career guidance, career development, work skills and technical training along with other resources to job seekers youth, the incumbent workforce so they can gain the competitive edge through employment opportunities. Program Results Measure Description Percent of customers who entered employment Percent of youth who are placed in one or more of the following: post-secondary education advanced training, employment, and military FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED 62.3% N/A N/A 100.0% REV VS ADPT VAR % N/A N/A N/A N/A Activities that comprise this program include: • Job Seeker Services • Youth Services Job Seeker Services Activity The purpose of the Job Seeker Services Activity is to provide employment and training related services to the unemployed and underemployed individuals residing in Maricopa County so they can obtain and/or retain unsubsidized employment leading to self-sufficiency. Mandates: This is a non-mandated Activity. 526 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Demand Efficiency Revenue Department Strategic Plans and Budgets Human Services Measure Description Percent of customers who entered employment Number of customers receiving services Number of customers who visit the One Stop Centers Cost per customer served FY 2009 ACTUAL N/A FY 2010 REVISED N/A 3,704 137,881 3,500 150,000 $ 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ 5,719,891 $ 5,719,891 $ 10,836,427 $ 10,836,427 $ 9,424,128 $ 9,424,128 $ (1,412,299) $ (1,412,299) -13.0% -13.0% 222 - HUMAN SERVICES GRANTS TOTAL USES $ 6,255,129 $ 6,255,129 $ 10,836,427 $ 10,836,427 $ 9,424,128 $ 9,424,128 $ 1,412,299 $ 1,412,299 13.0% 13.0% 1,688.75 $ 3,096.12 FY 2011 ADOPTED 62.3% REV VS ADPT VAR % N/A N/A 3,500 150,000 $ 2,692.61 $ - 0.0% 0.0% 403.51 13.0% Expenditure Activity Narrative: In FY 2009-10, the Department received substantial funding for this Activity from American Recovery and Reinvestment Act (ARRA) grants which are anticipated to be one-time and only the carry-forward is included in the FY 2010-11 budget. Youth Services Activity The purpose of the Youth Services Activity is to provide case management services to eligible youth age 14-21 so they can become economically self-sufficient. Mandates: This is a non-mandated Activity. Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of youth who are placed in one or more of the following: post-secondary education advanced training, employment, and military Number of youth case managed Number of youth requesting services Cost per youth cases managed FY 2009 ACTUAL N/A N/A N/A N/A FY 2010 REVISED N/A FY 2011 ADOPTED 100.0% N/A N/A N/A $ REV VS ADPT VAR % N/A N/A 448 3,500 6,461.39 N/A N/A N/A N/A N/A N/A 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ 1,945,118 $ 1,945,118 $ 4,736,393 $ 4,736,393 $ 2,894,704 $ 2,894,704 $ (1,841,689) $ (1,841,689) -38.9% -38.9% 222 - HUMAN SERVICES GRANTS TOTAL USES $ 2,791,064 $ 2,791,064 $ 4,736,393 $ 4,736,393 $ 2,894,704 $ 2,894,704 $ 1,841,689 $ 1,841,689 38.9% 38.9% Expenditure Activity Narrative: As part of its strategic plan update, the Department revised the measures for this Activity to be more reflective of the services and results the customer received. In FY 2009-10, the Department received substantial funding for this Activity from American Recovery and Reinvestment Act (ARRA) grants which is anticipated to be one-time and only the carry-forward is included in the FY 2010-11 budget. Senior Adult Independent Living Program The purpose of the Senior Adult Independent Living Program is to provide case management services to elderly and disabled individuals so that they can live self-sufficiently at home. 527 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Human Services Program Results Measure Description Percent of eligible persons provided case management services FY 2009 ACTUAL 21.0% FY 2010 REVISED 5.8% FY 2011 ADOPTED 5.8% REV VS ADPT VAR % 0.0% 0.0% Activities that comprise this program include: • Senior Adult Independent Living Senior Adult Independent Living Activity The purpose of the Senior Adult Independent Living Activity (S.A.I.L.) case management services to elderly and disabled individuals so they can live self-sufficiently at home. Mandates: This is a non-mandated Activity. Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of eligible persons provided case management services Number of people who receive services Number of eligible persons in Maricopa County Cost per person receiving service FY 2009 ACTUAL 21.0% $ 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ 1,220,456 $ 1,220,456 100 - GENERAL 222 - HUMAN SERVICES GRANTS TOTAL USES $ FY 2010 REVISED 5.8% 4,525 536 536.38 FY 2011 ADOPTED 5.8% 5,000 85,865 $ 464.14 REV VS ADPT VAR % 0.0% 0.0% 5,000 85,865 $ - 0.0% 0.0% 3.50 0.8% 460.64 $ $ 1,249,252 $ 1,249,252 $ 1,104,459 $ 1,104,459 $ $ (144,793) (144,793) -11.6% -11.6% $ 1,071,469 1,249,252 $ 2,320,721 $ 1,198,744 1,104,459 $ 2,303,203 $ (127,275) 144,793 17,518 -11.9% 11.6% 0.8% Expenditure 977,032 1,450,107 $ 2,427,139 $ Activity Narrative: The grant funding is declining due to budget reductions occurring at other governmental entities. Homeless Assistance Program The purpose of the Homeless Assistance Program is to provide emergency shelter services to homeless men, women, and children so they can sustain their health and safety. Program Results Measure Description Percent of shelter nights provided Percent of shelter nights provided to men only FY 2009 ACTUAL 100.0% 100.0% Activities that comprise this program include: • Homeless Low Demand Shelter FY 2010 REVISED 100.0% 100.0% • 528 FY 2011 ADOPTED 100.0% 100.0% REV VS ADPT VAR % 0.0% 0.0% 0.0% 0.0% Emergency Shelter Nights Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Human Services Homeless Low Demand Shelter Activity The purpose of the Homeless Low Demand Shelter Activity is to provide safe refuge to men only so they can increase health and safety. Mandates: This is a non-mandated Activity. Measure Type Result Output Demand Efficiency Expenditure Measure Description Percent of shelter nights provided to men only Number of shelter nights provided Number of shelter nights requested Cost per shelter night provided FY 2009 FY 2010 FY 2011 ACTUAL REVISED ADOPTED 100.0% 100.0% 100.0% 107,455 104,000 104,000 107,455 104,000 104,000 $ 4.10 $ 3.54 $ 3.49 $ 100 - GENERAL TOTAL USES $ $ 440,298 440,298 $ $ 368,297 368,297 $ $ 363,237 363,237 $ $ REV VS ADPT VAR % 0.0% 0.0% 0.0% 0.0% 0.05 1.4% 5,060 5,060 1.4% 1.4% Emergency Homeless Shelter Nights Activity The purpose of the Emergency Homeless Shelter Nights Activity is to provide safe refuge to men, women and children so they can increase health and safety. Mandates: This is a non-mandated Activity. Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of shelter nights provided Number of shelter nights provided Number of shelter nights requested Cost per emergency shelter night FY 2009 FY 2010 FY 2011 ACTUAL REVISED ADOPTED 100.0% 100.0% 100.0% 204,691 208,000 208,000 204,691 208,000 208,000 $ 1.25 $ 6.46 $ 2.84 $ REV VS ADPT VAR % 0.0% 0.0% 0.0% 0.0% 3.62 56.0% 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ $ 86,813 86,813 $ $ 100 - GENERAL 222 - HUMAN SERVICES GRANTS TOTAL USES $ 175,000 81,002 256,002 $ 981,303 981,303 $ $ 402,101 402,101 $ $ (579,202) (579,202) -59.0% -59.0% 362,401 981,303 $ 1,343,704 $ 189,461 402,101 591,562 $ 172,940 579,202 752,142 47.7% 59.0% 56.0% Expenditure $ $ $ Activity Narrative: In FY 2009-10, the County provided one-time funding for this Activity which is not repeated. This reduction is mitigated to a degree by the reallocation of funding from an Activity that has been inactivated during the strategic plan update process. In FY 2009-10, the Department received substantial funding for this Activity from American Recovery and Reinvestment Act (ARRA) grants which is anticipated to be one-time and only the carry-forward is included in the FY 2010-11 budget. 529 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Human Services Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 2,063,610 $ - FY 2010 Revised Budget $ 2,063,610 $ - FY 2011 Budget Target $ 2,063,610 $ - FY 2011 Adopted Budget Percent Change from Target Amount $ 2,063,610 $ 0.0% - Human Services Grant Fund (222) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 39,324,961 $ 39,324,961 $ 18,980,779 $ 18,980,779 18,980,779 18,980,779 FY 2010 Revised Budget $ 58,305,740 $ 58,305,740 FY 2011 Budget Target $ 58,305,740 $ 58,305,740 $ 468,526 $ 399,840 68,686 - $ (8,593,903) $ (8,593,903) (8,125,377) (8,125,377) $ 50,180,363 $ -13.9% 50,180,363 -13.9% Adjustments: Grants, Donations and Intergovernmental Agreements Grants Human Services Grant Inc ARRA Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Agenda Item: C-22-10-027-2-00 Agenda Item: FY 2011 Adopted Budget Percent Change from Target Amount 530 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Human Services Human Services Grant Fund (222) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED Beginning Spendable Fund Balance $ (3,991,262) $ (4,212,162) $ (4,212,162) $ (1,524,217) $ (1,524,217) Sources: Operating Total Sources: $ 39,799,902 $ 39,799,902 $ 39,324,961 $ 39,324,961 $ 58,305,740 $ 58,305,740 $ 51,281,501 $ 51,281,501 $ 50,180,363 $ 50,180,363 Uses: Operating Total Uses: $ 38,772,069 $ 38,772,069 $ 39,324,961 $ 39,324,961 $ 58,305,740 $ 58,305,740 $ 51,281,501 $ 51,281,501 $ 50,180,363 $ 50,180,363 Structural Balance $ 1,027,833 $ - $ - $ - $ - Accounting Adjustments $ 1,439,212 $ - $ - $ - $ - Ending Spendable Fund Balance: Unassigned Total Ending Spendable Fund Balance (1,524,217) (4,212,162) (4,212,162) (1,524,217) (1,524,217) $ (1,524,217) $ (4,212,162) $ (4,212,162) $ (1,524,217) $ (1,524,217) CDBG Housing Trust Fund (217) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 23,202,613 $ 23,202,613 FY 2010 Revised Budget $ 23,202,613 $ 23,202,613 FY 2011 Budget Target $ 23,202,613 $ 23,202,613 $ 9,108 $ 7,140 1,968 - $ (6,231,251) $ (6,231,251) (6,222,143) (6,222,143) $ 16,980,470 $ -26.8% 16,980,470 -26.8% Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Agenda Item: FY 2011 Adopted Budget Percent Change from Target Amount 531 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Human Services CDBG Housing Trust Fund (217) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED - Sources: Operating Total Sources: $ 6,989,345 $ 6,989,345 $ 23,202,613 $ 23,202,613 $ 23,202,613 $ 23,202,613 $ 12,942,521 $ 12,942,521 $ 16,980,470 $ 16,980,470 Uses: Operating Total Uses: $ 6,427,702 $ 6,427,702 $ 23,202,613 $ 23,202,613 $ 23,202,613 $ 23,202,613 $ 12,942,521 $ 12,942,521 $ 16,980,470 $ 16,980,470 Structural Balance $ $ - $ - $ - $ - Accounting Adjustments $ (561,643) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 483,503 483,503 $ $ 483,503 483,503 $ $ - $ $ - $ $ 532 $ 483,503 $ - FY 2011 ADOPTED $ - 483,503 FY 2010 FORECAST Beginning Spendable Fund Balance 561,643 $ FY 2010 REVISED $ - Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Internal Audit Internal Audit Analysis by Cynthia Goelz, Management & Budget Supervisor Summary Mission The mission of the Internal Audit Department is to provide objective information on the County’s system of internal controls to the Board of Supervisors so they can make informed decisions and protect the interests of County citizens. Vision To promote the effective, efficient, economical, and ethical use of public resources. Strategic Goals • By September, 2014, Internal Audit will maintain a 100% customer satisfaction rating from our primary customers, the Board of Supervisors, so they can ensure Maricopa County government is accountable to its citizens. FY09 results: 100%. Status: Based on the surveys from the first half of FY 2009-10, Internal Audit estimates that they will achieve a 100% satisfaction rating. It is anticipated they will also achieve a 100% rating in FY 2010-11. • By September, 2015, Internal Audit will maintain a 100% completion rate on the Board of Supervisors’ approved Audit Plan and report this information to the Board so they can ensure Maricopa County government accountable to its citizens. FY09 results: 100%. Status: Internal Audit estimates that 100% of the audit plan will be completed in both FY 200910 and FY 2010-11. • By September, 2016, Internal Audit will facilitate the implementation of 95% of the audit recommendations within three years of being reported so the Board of Supervisors can ensure Maricopa County government is accountable to its citizens. FY09 results: 97.8%. Status: Internal Audit estimates that 90% of its recommendations will be implemented within three years of being reported to the Board of Supervisors in FY 2009-10 and in FY 2010-11. 533 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Internal Audit Sources and Uses by Program and Activity FY 2009 ACTUAL PROGRAM / ACTIVITY USES FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % AUDT - AUDIT SERVICES 23AS - INTERNAL AUDIT SERVICES $ $ 1,555,640 $ 1,555,640 $ 1,315,724 $ 1,315,724 $ 1,315,724 $ 1,315,724 $ 1,305,016 $ 1,305,016 $ 1,335,276 $ 1,335,276 $ (19,552) (19,552) -1.5% -1.5% BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - ADMINISTRATIVE SERVICES $ $ 10,605 $ 2,027 10,112 231,724 2,324 256,792 $ 23,948 $ 10,755 13,448 178,364 10,755 237,270 $ 23,948 $ 10,755 13,448 178,364 10,755 237,270 $ 12,647 $ 5,417 9,483 200,095 5,433 233,075 $ 12,256 $ 2,781 5,559 213,222 2,781 236,599 $ 11,692 7,974 7,889 (34,858) 7,974 671 48.8% 74.1% 58.7% -19.5% 74.1% 0.3% ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 768 $ 768 $ 500 $ 500 $ 500 $ 500 $ 444 $ 444 $ 479 $ 479 $ TOTAL PROGRAMS $ 1,813,200 $ 1,553,494 $ 1,553,494 $ 1,538,535 $ 1,572,354 $ 21 21 (18,860) 4.2% 4.2% -1.2% Sources and Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT SUBTOTAL $ FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % 1,362,612 $ 375,521 39 (15,742) 1,722,430 $ 1,118,705 $ 57,360 327,860 (15,000) 1,488,925 $ 1,118,705 $ 57,360 327,860 (15,000) 1,488,925 $ 1,161,582 $ 332,278 (11,520) 1,482,340 $ 1,104,302 $ 59,272 364,101 (16,500) 1,511,175 $ 5,421 5,421 $ $ 4,934 4,934 $ $ 4,934 4,934 $ $ 4,817 4,817 $ $ 5,500 5,500 $ $ 19,473 1,392 55 2,835 8,686 14,736 113 47,290 $ $ 22,081 3,000 200 6,000 14,550 9,400 100 55,331 $ $ 22,081 3,000 200 6,000 14,550 9,400 100 55,331 $ $ 41,155 2,237 45 1,535 5,018 22,486 93 72,569 $ $ 12,780 12,780 $ $ 4,304 4,304 $ $ 4,304 4,304 $ $ ALL EXPENDITURES $ 1,813,200 $ 1,553,494 $ 1,553,494 TOTAL USES $ 1,813,200 $ 1,553,494 $ 1,553,494 SUPPLIES 0801 - GENERAL SUPPLIES $ SUBTOTAL $ SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL CAPITAL 0950 - DEBT SERVICE SUBTOTAL $ 14,403 (1,912) (36,241) 1,500 (22,250) 1.3% -3.3% -11.1% N/A -10.0% -1.5% $ $ (566) (566) -11.5% -11.5% $ $ 22,739 2,000 200 2,700 9,400 14,550 100 51,689 (658) 1,000 3,300 5,150 (5,150) 3,642 -3.0% 33.3% 0.0% 55.0% 35.4% -54.8% 0.0% 6.6% 4,088 4,088 $ $ 3,990 3,990 $ $ $ 1,538,535 $ 1,572,354 $ (18,860) -1.2% $ 1,538,535 $ 1,572,354 $ (18,860) -1.2% $ 314 314 7.3% 7.3% Sources and Uses by Fund by Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % $ FUND TOTAL USES $ 1,813,200 $ 1,813,200 $ 1,553,494 $ 1,553,494 $ 1,553,494 $ 1,553,494 $ 1,538,535 $ 1,538,535 $ 1,572,354 $ 1,572,354 $ (18,860) (18,860) -1.2% -1.2% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 1,813,200 $ 1,813,200 $ 1,553,494 $ 1,553,494 $ 1,553,494 $ 1,553,494 $ 1,538,535 $ 1,538,535 $ 1,572,354 $ 1,572,354 $ (18,860) (18,860) -1.2% -1.2% 534 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Internal Audit Staffing by Program and Activity PROGRAM / ACTIVITY ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT PROGRAM TOTAL INTERNAL AUDIT SERVICES AUDIT SERVICES PROGRAM TOTAL DEPARTMENT TOTAL FY 2009 ADOPTED FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV TO ADPT VAR % 0.20 1.40 0.20 0.25 0.20 2.25 0.30 1.30 0.20 0.25 0.20 2.25 0.30 1.30 0.20 0.25 0.20 2.25 0.20 1.40 0.20 0.25 0.20 2.25 0.15 1.80 0.05 0.10 0.05 2.15 (0.15) 0.50 (0.15) (0.15) (0.15) (0.10) -50.0% 38.5% -75.0% -60.0% -75.0% -4.4% 17.75 17.75 20.00 14.75 14.75 17.00 14.75 14.75 17.00 14.75 14.75 17.00 14.85 14.85 17.00 0.10 0.10 - 0.7% 0.7% 0.0% FY 2009 ADOPTED 1.00 1.00 5.00 2.00 11.00 20.00 FY 2010 ADOPTED 1.00 1.00 4.00 2.00 9.00 17.00 FY 2010 REVISED 1.00 1.00 4.00 2.00 9.00 17.00 FY 2010 FORECAST 1.00 1.00 4.00 2.00 9.00 17.00 FY 2011 ADOPTED 1.00 1.00 4.00 2.00 9.00 17.00 REV TO ADPT VAR % 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% FY 2010 REVISED 17.00 17.00 FY 2010 FORECAST 17.00 17.00 FY 2011 ADOPTED 17.00 17.00 REV TO ADPT VAR % 0.0% 0.0% Staffing by Market Range Title MARKET RANGE TITLE Admin/Operations Specialist Director - Internal Audit Internal Audit Supervisor Internal Audit Manager Internal Auditor Department Total Staffing by Fund FUND 100 - GENERAL DEPARTMENT TOTAL FY 2009 ADOPTED 20.00 20.00 FY 2010 ADOPTED 17.00 17.00 General Adjustments Operating Adjustments: • • • • Increase Regular Benefits in the amount of $23,874 for employee health and dental premium increases. Increase Regular Benefits by $5,236 for the FY 2010-11 retirement contribution rate increase. Increase the level of Personnel Savings by ($10,250) to align with temporary salary and benefit expenditures. Adjust Debt Service to right-size for equipment replacement offset by an adjustment to Other Services. Strategic Business Plan Update The Internal Audit Department went through a facilitated review and update of their strategic business plan which resulted in the consolidation of the department’s Programs and Activities into a single Program and single Activity. 535 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Internal Audit Programs and Activities Internal Audit Services Program The purpose of the Internal Audit Services Program is to provide objective information on the County’s system of internal controls to the Board of Supervisors so they can make informed decisions and protect the interests of County citizens. Program Results Measure Description Percent of Board of Supervisors satisfied with the Internal Audit Services Program Percent of audit reports completed within 90 days after fiscal year-end Percent of audit recommendations implemented within three years REV VS ADPT VAR % N/A N/A FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED 100.0% N/A N/A 150.0% N/A N/A N/A N/A 90.0% N/A N/A Activities that comprise this program include: • Audit Services Audit Services Activity The purpose of the Audit Services Activity is to provide objective information on the County’s system of internal controls to the Board of Supervisors so they can make informed decisions and protect the interests of County citizens. Mandates: Federal Office of Management and Budget (OMB) Circular A-133 pursuant to the Single Audit Act; Arizona Supreme Court Administrative Order 2006-121. Measure Type Result Result Result Output Output Output Demand Efficiency Expenditure Measure Description Percent of Board of Supervisors satisfied with the Internal Audit Services Program Percent of audit reports completed within 90 days after fiscal year-end Percent of audit recommendations implemented within three years Number of audit reports completed Number of Board of Supervisors satisfaction surveys received (responses include BOS, Audit Committee, and Chief of Staff responses) Number of audit recommendations implemented Number of audit reports demanded by the Board of Supervisors (annually survey BOS for audit coverage); expressed as a number Total Activity Expenditure per audit report 100 - GENERAL TOTAL USES REV VS ADPT VAR % N/A N/A FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED 100.0% N/A N/A 150.0% N/A N/A N/A N/A 90.0% N/A N/A N/A N/A N/A N/A 20 50 N/A N/A N/A N/A N/A N/A 200 N/A N/A N/A N/A 20 N/A N/A N/A N/A $ 66,763.80 N/A N/A (19,552) (19,552) -1.5% -1.5% $ 1,555,640 $ 1,555,640 $ 1,315,724 $ 1,315,724 $ 1,335,276 $ 1,335,276 $ $ Activity Narrative: While the activity structure is new, the department had similar result measures in FY 2009-10 and earlier. The estimated results to be achieved in FY 2010-11 remain unchanged from what the department is forecasting for FY 2009-10. Demand is driven by requests from the Board of 536 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Internal Audit Supervisors and the department anticipates meeting those needs with its FY 2010-11 budget. The output measure for FY 2009-10 and earlier was also similar to the updated plan output. Year over year, the scope and complexity of the audits requested are different which causes variances in the number of reports that can be completed. In FY 2009-10, 20 audits were required and are anticipated to be completed. In FY 2010-11, the output level is anticipated to remain unchanged. Appropriated Budget Reconciliation General Fund (100) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 1,553,494 $ - FY 2010 Revised Budget $ 1,553,494 $ - FY 2011 Budget Target $ 1,553,494 $ - $ 29,110 $ 23,874 5,236 (10,250) $ (10,250) - 1,572,354 $ 1.2% - Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Align Personnel Savings with Temporary Pay Agenda Item: $ $ FY 2011 Adopted Budget Percent Change from Target Amount (10,250) $ 537 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Justice Courts Justice Courts Analysis by Dexter C. Thomas, Sr. Management & Budget Analyst Summary Mission The Mission of the Justice Courts is to provide professional judicial services to court users 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. Strategic Goals • By June, 2013, the case clearance rate for photo enforcement citations filed in the Justice Courts will increase to 50% from 35%. Status: The department expects to achieve a 42% clearance rate for photo enforcement in FY 2011. • By June, 2013, the Justice Courts and justice agencies will expand public access to the court system by electronic filing and other case processing improvements which will be 100% available in all 25 Justice Courts. Status: The department will begin implementing a portion of the e-file technology in FY 2011 and expect e-filing to be fully functional in all 25 Justice Courts by 2013. • By June, 2013, the Justice Courts will expand timely access to accurate and coordinated financial information to increase revenue collections to 80% from 70% during fiscal year 2013. Status: The department will be updating its cash handling policy and procedures to improve payment processes in all 25 Justice Courts during FY 2011. • • By June, 2013, the Justice Courts will provide timely, fair, and impartial justice in case processing by resolving 98% of all court cases in compliance with established standards. Status: The department expects to resolve 75% of all cases in FY 2011. This goal is significantly impacted by Photo Enforcement cases which have a clearance rate of 25%. The clearance rate when combined for all other case types exceeds the 98% goal. By June, 2016, the development of the administrative infrastructure required by Supreme Court Administrative Order 2008-59 to support the administrative and operational requirements of the individual Justice Courts will be at 100% compliance. Status: The department is making significant progress in establishing an administrative infrastructure that supports all 25 justice Courts. 538 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Justice Courts Sources and Uses by Program and Activity FY 2009 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % MCAD - MISDEMEANOR CRIM ADJUDICATION 80CJ - CRIMINAL JUSTICE $ $ 14,232,430 $ 14,232,430 $ 16,059,875 $ 16,059,875 $ 16,059,875 $ 16,059,875 $ 12,275,614 $ 12,275,614 $ 12,058,390 $ 12,058,390 $ (4,001,485) (4,001,485) -24.9% -24.9% CIVT - CIVIL TRAFFIC SMCV - SMALL CIVIL SNAP - PHOTO ENFORCEMENT CIV TRAFFIC 80CV - CIVIL JUSTICE $ $ 2,330,873 $ 7,035,829 9,366,702 $ 4,216,956 $ 5,986,886 10,203,842 $ 4,216,956 $ 5,986,886 1,020,000 11,223,842 $ 2,873,572 $ 6,628,833 1,020,000 10,522,405 $ 3,647,790 $ 6,125,537 2,251,936 12,025,263 $ (569,166) 138,651 1,231,936 801,421 -13.5% 2.3% 120.8% 7.1% GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 175,942 $ 175,942 $ - $ - $ - $ - $ 23,815 $ 23,815 $ - $ - $ - N/A N/A TOTAL PROGRAMS $ 23,775,074 $ 26,263,717 $ 27,283,717 $ 22,821,834 $ 24,083,653 $ (3,200,064) -11.7% 1,256,365 $ 1,684,137 660,334 3,600,836 $ 1,118,840 $ 1,523,235 657,039 3,299,114 $ 1,118,840 $ 1,523,235 657,039 3,299,114 $ 1,112,454 $ 1,693,025 678,029 3,483,508 $ 1,165,956 $ 1,803,180 655,384 3,624,520 $ (47,116) (279,945) 1,655 (325,406) -4.2% -18.4% 0.3% -9.9% 6,744,824 $ 1,446,944 4,258,546 664,072 903,773 1,924,066 15,942,225 $ 7,049,824 $ 1,446,944 4,258,546 664,072 903,773 1,924,066 1,020,000 17,267,225 $ 5,607,148 $ 1,523,059 4,154,132 706,544 904,478 2,017,799 1,020,000 15,933,160 $ 6,932,535 $ 1,469,861 3,476,457 660,025 1,048,214 2,088,072 2,251,936 17,927,100 $ 117,289 (22,917) 782,089 4,047 (144,441) (164,006) (1,231,936) (659,875) 1.7% -1.6% 18.4% 0.6% -16.0% -8.5% -120.8% -3.8% USES CTRF - CRIMINAL TRAFFIC MCAD - MISDEMEANOR CRIM ADJUDICATION MDUI - MISDEMEANOR DUI 80CJ - CRIMINAL JUSTICE $ CIVT - CIVIL TRAFFIC CVSC - CIVIL SMALL CLAIMS FDET - FORCIBLE DETAINER INJH - INJUNCTIONS AGAINST HARASS ORDP - ORDERS OF PROTECTION SMCV - SMALL CIVIL SNAP - PHOTO ENFORCEMENT CIV TRAFFIC 80CV - CIVIL JUSTICE $ $ 4,765,308 $ 1,561,172 3,228,173 729,730 951,844 2,015,694 13,251,921 $ PICO - PUB INFO AND COMMUNITY OUTRCH 80OS - COURT OPERATIONS SUPPORT $ $ 49,692 $ 49,692 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ - $ 378,361 104,916 1,034,595 1,517,872 $ 65,324 $ 438,111 175,899 1,767,492 2,446,826 $ 65,324 $ 438,111 175,899 2,072,492 2,751,826 $ 21,990 $ 443,883 139,100 1,521,049 2,126,022 $ - $ 439,529 160,971 1,122,357 1,722,857 $ 65,324 (1,418) 14,928 950,135 1,028,969 100.0% -0.3% 8.5% 45.8% 37.4% 3,598,080 $ 89,292 3,687,372 $ - $ 66,294 66,294 $ - $ 66,294 66,294 $ - $ 55,971 55,971 $ - $ 36,221 36,221 $ 30,073 30,073 N/A 45.4% 45.4% $ 936,517 $ 272,004 1,208,521 $ 746,005 $ 125,000 871,005 $ 876,005 $ 125,000 1,001,005 $ 602,585 $ 105,152 130,000 837,737 $ 782,452 $ 782,452 $ 93,553 125,000 218,553 10.7% 100.0% N/A 21.8% TOTAL PROGRAMS $ 23,316,214 $ 22,625,464 $ 24,385,464 $ 22,436,398 $ 24,093,150 $ 292,314 1.2% $ $ GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ BUAS - BUSINESS APPLICATION DEV SUPP DESK - DESKTOP SUPPORT VANS - INFRASTRUCTURE NETWORK SVCS 99IT - INFORMATION TECHNOLOGY $ $ Sources and Uses by Category CATEGORY INTERGOVERNMENTAL 0620 - OTHER INTERGOVERNMENTAL $ SUBTOTAL $ FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % - $ $ 4,474 4,474 $ $ 4,474 4,474 $ $ 1,490 1,490 $ $ 4,474 4,474 $ $ - 0.0% 0.0% 9,244,221 9,244,221 $ $ 9,465,215 9,465,215 $ $ 10,485,215 10,485,215 $ $ 10,308,436 10,308,436 $ $ 10,760,009 10,760,009 $ $ 274,794 274,794 2.6% 2.6% $ SUBTOTAL $ 13,251,217 13,251,217 $ $ 15,659,367 15,659,367 $ $ 15,659,367 15,659,367 $ $ 11,387,795 11,387,795 $ $ 12,192,737 12,192,737 $ $ (3,466,630) (3,466,630) -22.1% -22.1% $ $ $ 52,910 1,073,523 1,126,433 $ $ 53,119 1,070,994 1,124,113 $ $ 229,910 904,751 1,134,661 $ $ 229,910 904,751 1,134,661 $ SUBTOTAL $ 175,942 1,103,694 1,279,636 $ (177,000) 168,772 (8,228) -77.0% 18.7% -0.7% ALL REVENUES $ 23,775,074 $ 26,263,717 $ 27,283,717 $ 22,821,834 $ 24,083,653 $ (3,200,064) -11.7% TOTAL SOURCES $ 23,775,074 $ 26,263,717 $ 27,283,717 $ 22,821,834 $ 24,083,653 $ (3,200,064) -11.7% CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ FINES & FOREFEITS 0637 - FINES & FORFEITS MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE 539 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ SUPPLIES 0801 - GENERAL SUPPLIES 0804 - NON-CAPITAL EQUIPMENT $ SUBTOTAL $ SERVICES 0810 - LEGAL SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL CAPITAL 0920 - CAPITAL EQUIPMENT 0950 - DEBT SERVICE SUBTOTAL $ FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 FORECAST REV VS ADPT VAR % FY 2011 ADOPTED 11,808,578 $ 599,354 118,836 4,278,686 459,226 (3,427,641) 4,135,171 17,972,210 $ 11,808,578 $ 599,354 214,510 4,278,686 459,226 (3,427,641) 4,385,171 18,317,884 $ 11,646,746 $ 454,430 180,404 4,242,885 96,165 (3,427,641) 4,328,256 17,521,245 $ 11,624,451 $ 507,594 214,510 4,553,412 147,493 (3,644,406) 4,273,254 17,676,308 $ 184,127 91,760 (274,726) 311,733 216,765 111,917 641,576 1.6% 15.3% 0.0% -6.4% 67.9% -6.3% 2.6% 3.5% 364,755 327,997 692,752 249,712 249,712 476,712 130,000 606,712 426,880 139,981 566,861 511,207 511,207 (34,495) 130,000 95,505 -7.2% 100.0% 15.7% 9,000 272,520 (89,569) (42,000) (17,726) 22,657 (35,649) 119,233 75.0% 6.8% -8.9% -82.9% N/A -23.4% 44.5% 0.0% -32.9% 2.2% $ $ $ $ $ 259,226 259,226 ALL EXPENDITURES $ TOTAL USES $ $ FY 2010 REVISED 11,178,626 $ 420,721 100,690 4,198,760 111,474 (3,257,505) 3,886,368 16,639,134 $ 8,150 947,729 833,741 51,742 3,598,080 125,492 17,555 13,292 129,321 5,725,102 $ Department Strategic Plans and Budgets Justice Courts $ $ 11,000 2,763,327 1,189,401 49,674 74,817 50,898 31,025 108,400 4,278,542 $ $ $ 125,000 125,000 23,316,214 $ 23,316,214 $ $ $ 12,000 4,005,477 1,001,577 50,674 75,817 50,898 31,025 108,400 5,335,868 $ $ $ 125,000 125,000 22,625,464 $ 22,625,464 $ $ $ $ $ 1,786 2,933,584 1,001,577 95,128 98,731 20,376 19,576 154,660 4,325,418 $ $ $ 22,874 22,874 24,385,464 $ 24,385,464 $ $ $ 3,000 3,732,957 1,091,146 92,674 93,543 28,241 31,025 144,049 5,216,635 $ $ $ 689,000 689,000 $ 22,436,398 $ 24,093,150 $ 292,314 1.2% 22,436,398 $ 24,093,150 $ 292,314 1.2% $ $ $ N/A (564,000) -451.2% (564,000) -451.2% Sources and Uses by Fund and Function FY 2009 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING FUND TOTAL 204 JUSTICE CT JUDICIAL ENHANCEMNT OPERATING FUND TOTAL 237 JUST COURTS PHOTO ENFORCEMENT OPERATING FUND TOTAL 245 JUSTICE COURTS SPECIAL REVENUE OPERATING FUND TOTAL $ FY 2010 ADOPTED FY 2010 REVISED SOURCES $ $ SOURCES $ 902,275 902,275 $ $ 916,686 916,686 $ $ 916,686 916,686 $ $ 924,323 924,323 $ $ 924,686 924,686 $ $ 8,000 8,000 0.9% 0.9% $ SOURCES $ - $ $ - $ $ 1,020,000 1,020,000 $ $ 1,020,000 1,020,000 $ $ 2,251,936 2,251,936 $ $ 1,231,936 1,231,936 120.8% 120.8% $ SOURCES $ 4,446,326 4,446,326 $ $ 5,207,031 5,207,031 $ $ 5,207,031 5,207,031 $ $ 4,666,985 4,666,985 $ $ 4,672,031 4,672,031 $ $ 23,775,798 $ 26,263,717 (724) $ 23,775,074 $ 26,263,717 FY 2009 FY 2010 ACTUAL ADOPTED $ $ $ 27,283,717 27,283,717 FY 2010 REVISED $ $ $ 22,821,834 22,821,834 FY 2010 FORECAST $ $ $ 24,083,653 24,083,653 FY 2011 ADOPTED $ $ $ FUND / FUNCTION CLASS 100 GENERAL OPERATING $ $ $ 20,140,000 20,140,000 REV VS ADPT VAR % FY 2011 ADOPTED 18,427,197 $ (724) 18,426,473 $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 20,140,000 20,140,000 FY 2010 FORECAST $ $ 16,210,526 16,210,526 $ $ 16,235,000 16,235,000 $ (3,905,000) (3,905,000) (535,000) (535,000) -19.4% N/A -19.4% -10.3% -10.3% (3,200,064) -11.7% N/A (3,200,064) -11.7% REV VS ADPT VAR % $ USES $ 13,510,394 13,510,394 $ $ 14,488,923 14,488,923 $ $ 14,488,923 14,488,923 $ $ 14,151,430 14,151,430 $ $ 14,353,098 14,353,098 $ $ $ 500,466 2,423,071 2,923,537 $ $ 891,230 891,230 $ $ 916,686 130,000 1,046,686 $ $ 916,686 916,686 $ USES $ $ 924,686 856,815 1,781,501 $ (8,000) -0.9% (726,815) -559.1% (734,815) -70.2% $ USES $ - $ $ - $ $ 1,020,000 1,020,000 $ $ 1,020,000 1,020,000 $ $ 2,251,936 2,251,936 $ $ (1,231,936) -120.8% (1,231,936) -120.8% $ $ $ 4,672,031 1,034,584 5,706,615 $ $ 4,821,416 1,552,322 6,373,738 $ $ 5,207,031 2,622,824 7,829,855 $ $ 5,207,031 2,012,824 7,219,855 $ USES $ 4,598,750 2,283,533 6,882,283 $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 18,609,610 4,706,604 23,316,214 $ $ $ 20,612,640 2,012,824 22,625,464 $ $ $ 21,632,640 2,752,824 24,385,464 $ $ $ 20,884,076 1,552,322 22,436,398 $ $ $ 22,201,751 1,891,399 24,093,150 $ $ $ FUND TOTAL 204 JUSTICE CT JUDICIAL ENHANCEMNT OPERATING NON-RECURRING FUND TOTAL 237 JUST COURTS PHOTO ENFORCEMENT OPERATING FUND TOTAL 245 JUSTICE COURTS SPECIAL REVENUE OPERATING NON-RECURRING FUND TOTAL 540 $ 135,825 135,825 535,000 1,588,240 2,123,240 (569,111) 861,425 292,314 0.9% 0.9% 10.3% 60.6% 27.1% -2.6% 31.3% 1.2% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Justice Courts Staffing by Program and Activity PROGRAM / ACTIVITY ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROGRAM TOTAL CIVIL JUSTICE CIVIL SMALL CLAIMS CIVIL TRAFFIC FORCIBLE DETAINER INJUNCTIONS AGAINST HARASS ORDERS OF PROTECTION SMALL CIVIL PROGRAM TOTAL COURT OPERATIONS SUPPORT PUB INFO AND COMMUNITY OUTRCH PROGRAM TOTAL CRIMINAL JUSTICE CRIMINAL TRAFFIC MISDEMEANOR CRIM ADJUDICATION MISDEMEANOR DUI PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP DESKTOP SUPPORT PROGRAM TOTAL DEPARTMENT TOTAL FY 2009 ADOPTED FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV TO ADPT VAR % 1.00 4.00 5.00 4.00 14.00 1.00 6.00 6.00 3.00 16.00 1.00 6.00 6.00 3.00 16.00 1.00 7.00 6.00 3.00 17.00 8.00 6.00 3.00 17.00 26.50 77.03 46.00 13.00 14.00 36.00 212.53 26.50 79.03 51.00 13.00 14.00 36.00 219.53 26.50 79.03 51.00 13.00 14.00 36.00 219.53 26.50 79.03 52.00 13.00 14.00 36.00 220.53 26.50 80.03 52.00 13.00 14.00 36.00 221.53 1.00 1.00 2.00 0.0% 1.3% 2.0% 0.0% 0.0% 0.0% 0.9% 1.00 1.00 - - - - - N/A N/A 22.00 26.00 12.00 60.00 21.50 28.00 12.00 61.50 21.50 28.00 12.00 61.50 21.50 33.00 12.00 66.50 22.50 31.00 12.00 65.50 1.00 3.00 4.00 4.7% 10.7% 0.0% 6.5% 46.00 1.00 47.00 334.53 1.00 1.00 298.03 1.00 1.00 298.03 1.00 1.00 305.03 1.00 1.00 305.03 7.00 0.0% N/A 0.0% 2.3% 541 (1.00) -100.0% 2.00 33.3% 0.0% 0.0% 1.00 6.3% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Justice Courts Staffing by Market Range Title MARKET RANGE TITLE Department Total Admin & Operations Mgr Admin/Operations Specialist Administrative Specialist Applications Development Mgr Applications Development Supv Business/Systems Analyst Business/Systems Analyst-Sr/Ld Communicatn Ofcr/Govt Liaison Computer Operator Court Reporter Database Administrator Deputy Director Finan/Business Analyst - Dept Human Resources Analyst Human Resources Associate IT Division Manager IT Senior Manager Justice Of The Peace Justice System Clerk Justice System Clerk Lead Justice System Clerk Supv Management Analyst Office Assistant Specialized Operations/Program Manager Programmer/Analyst Programmer/Analyst - Sr/Ld Security Officer Manager Systems Admin & Analysis Mgr Systems/Network Administrator Trainer Web Designer/Developer Web Designer/Developer-Sr/Ld Department Total FY 2009 ADOPTED 1,246.00 4.00 1.00 1.00 2.00 2.00 4.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 23.00 206.53 20.00 23.00 5.00 15.00 5.00 1.00 1.00 1.00 6.00 4.00 1.00 334.53 FY 2010 ADOPTED 1,050.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 25.00 207.03 24.00 25.00 6.00 1.00 1.00 298.03 FY 2010 REVISED 1,050.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 25.00 207.03 24.00 25.00 6.00 1.00 1.00 298.03 FY 2010 FORECAST 1,098.50 2.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 25.00 213.03 24.00 24.00 6.00 1.00 1.00 1.00 305.03 FY 2011 ADOPTED 1,064.50 2.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 25.00 213.03 24.00 24.00 6.00 1.00 1.00 1.00 305.03 REV TO ADPT VAR % 14.50 1.4% (1.00) -33.3% 0.0% (1.00) -100.0% N/A N/A N/A 0.0% 1.00 N/A N/A (1.00) -100.0% N/A 1.00 100.0% 1.00 N/A 1.00 N/A 0.0% N/A N/A 0.0% 6.00 2.9% 0.0% (1.00) -4.0% 0.0% 0.0% 1.00 N/A 0.0% N/A N/A N/A N/A N/A N/A N/A 7.00 2.3% FY 2010 REVISED 292.03 2.00 4.00 298.03 FY 2010 FORECAST 297.03 2.00 6.00 305.03 FY 2011 ADOPTED 303.03 2.00 305.03 REV TO ADPT VAR % 11.00 3.8% 0.0% (4.00) -100.0% 7.00 2.3% Staffing by Fund FUND 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE DEPARTMENT TOTAL FY 2009 ADOPTED 330.53 4.00 334.53 FY 2010 ADOPTED 292.03 2.00 4.00 298.03 Significant Variance Analysis The department used six contract staff in the Desert Ridge and Highland Justice Courts in FY 2010 for case processing. These contract staff is shifted to the General Fund (100) in FY 2010-11 as part of the Justice Courts staffing complement. In addition, per the Justice Courts’ request, a Court Reporter position is converted to a Communication Ofcr/Govt Liaison position, working title of Public information Officer, to centralize public requests for information within Justice Court Administration. 542 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Justice Courts General Adjustments Base Adjustments: General Fund (100) • Increase Regular Benefits by $279,394 for employee health and dental premium increases. • Increase Regular Benefits by $121,831 for retirement contribution rate increase. • The expenditure budget is reduced by $487,762 by rightsizing Workers Compensation & Unemployment ($24,990); Personnel Services ($239,733); General Supplies $54,500; Rent & Operating Leases $89,569; Travel ($20,000); Absorb ($18,426) which is variance between the $167,412 for the 6.0 FTE shifted from Special Revenue Fund (245) and the $148,986 Request over Target; and Personnel Allocation Out (328,682) to balance existing allocations between funds of which ($78,682) is allocated to Special Revenue Fund (259) and ($250,000) is allocated to Photo Enforcement Fund (237) to FY 2010 forecasted levels. • The expenditure budget is increased by $17,717 as a result of rightsizing Workers Compensation & Unemployment charges to FY 2010 forecasted levels. • The expenditure budget is reduced by $335,445 as a result of increasing Personnel Savings from 3% to 5%. • The revenue budget is reduced by $3,905,000 as a result of declining Fines and Forfeits collections. The department is experiencing declining fines and fees due to decreased civil traffic case filings. The reduction in traffic filings is likely a natural consequence of the States Photo Enforcement Program, from which the County receives no fine or forfeit revenues. In addition, the department was expected to have the Fines/Fees and Restitution Enforcement (FARE) program in place to collect delinquent fines/fees, but full implementation will be delayed until the spring of 2011. • The expenditure budget is increased by $279,329 due to the decreased allocation of personnel costs to the Special Revenue Fund (259). Revenue has declined in the Special Revenue Fund (259), so this adjustment is necessary to structurally balance the fund. Justice Court Judicial Enhancement Fund (204) • Increase Regular Benefits by $1,844 for employee health and dental premium increases. • Increase Regular Benefits by $368 for retirement contribution rate increase. • The expenditure budget is increased by $5,543 for Other Services. • The expenditure budget is increased by $245 as a result of increased Internal Service Fund charges for Workers Compensation & Unemployment. • The revenue budget is increased by $8,000. This is a combination of increased collections in Fines and Forfeits $25,000 offset by decreased Interest Earnings ($17,000). Justice Court Judicial Enhancement Fund (204) Non Recurring/Non Project (0001) • The one-time expenditure budget of $856,815 is fund balance appropriated for technology projects to increase the efficiency of Justice Courts operations. Justice Court Special Revenue Fund (245) • The expenditure budget is reduced by $255,671 as a result of rightsizing Other Pay ($2,588); Other Benefits ($5,083); Other Personnel Services ($72,000); General Supplies ($20,000); Legal Services ($9,000); Other Services ($222,000); Repairs & Maintenance $42,000; Travel ($2,649) and Postage/Freight/Shipping $35,649 to FY 2010 forecasted levels. • The revenue budget is reduced by $535,000. This is a combination of decreased collections in Other Charges for Service ($375,000) and Interest Earnings ($160,000). 543 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget • Department Strategic Plans and Budgets Justice Courts The expenditure budget is reduced by $279,329 due to the decreased allocation from the General Fund (100). This adjustment is necessary in order to structurally balance the fund. Justice Court Special Revenue Fund (245) Non Recurring/Non Project (0001) • The one-time expenditure budget of $1,034,584 is fund balance appropriated for technology projects to increase the efficiency of Justice Courts operations. Programs and Activities Civil Justice Program The purpose of the Civil Justice Program is to resolve civil cases for litigants so that they are afforded timely and just legal resolutions. Program Results Measure Description Percent of Civil Traffic cases resolved within 180 days. Percent of Small Claims cases resolved within 180 days. Percent of Forcible Detainer Cases resolved within established court standards Percent of Injunctions Against Harassment issued within established court standards Percent of Orders of Protection issued within established court standards Percent of Small Civil cases resolved within 180 days. Percent of Civil Traffic (Photo Enforcement) cases resolved within 180 days FY 2009 ACTUAL 93.4% FY 2010 REVISED 87.0% FY 2011 ADOPTED 98.0% 45.6% 72.0% 85.0% 13.0% 18.1% N/A N/A 100.0% N/A N/A N/A N/A 100.0% N/A N/A N/A N/A 100.0% N/A N/A 57.8% 87.0% 75.0% (12.0%) -13.8% N/A 42.0% 35.0% (7.0%) -16.7% Activities that comprise this program include: • Civil Traffic • Forcible Detainer • Orders of Protection • Civil Traffic (Photo Enforcement) • • • REV VS ADPT VAR % 11.0% 12.6% Civil Small Claims Injunction Against Harassment Small Civil (Justice Courts) Civil Traffic Activity The purpose of the Civil Traffic Activity is to resolve civil traffic cases in Justice Courts for defendants and victims so that they are afforded timely and just legal resolutions. Mandates: A.R.S. §22-112 establishes that trying civil traffic violations is within the jurisdiction of the Justice Courts. 544 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of Civil Traffic cases resolved within 180 days. Number of Civil Traffic cases resolved. Number of Civil Traffic (CIVT) cases filed. Cost per Civil Traffic case resolved. Department Strategic Plans and Budgets Justice Courts FY 2009 ACTUAL 93.4% $ 169,345 158,293 28.14 100 - GENERAL $ 1,256,317 204 - JUSTICE CT JUDICIAL ENHANCEMNT - FY 2010 REVISED 87.0% $ 143,625 138,758 49.08 FY 2011 ADOPTED 98.0% $ 150,000 150,000 46.22 $ 1,184,115 30,375 $ 1,060,740 55,375 1,074,556 3,002,466 2,531,675 $ 2,330,873 $ 4,216,956 $ 3,647,790 100 - GENERAL $ 3,086,878 204 - JUSTICE CT JUDICIAL ENHANCEMNT 371,961 $ 3,517,222 571,415 $ 3,135,435 1,445,493 1,306,469 2,961,187 2,351,607 $ 4,765,308 $ 7,049,824 $ 6,932,535 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL SOURCES REV VS ADPT VAR % 11.0% 12.6% $ $ 6,375 11,242 2.86 4.4% 8.1% 5.8% (123,375) 25,000 -10.4% 82.3% (470,791) -15.7% $ (569,166) -13.5% $ 381,787 (874,078) 10.9% -153.0% Expenditure 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES $ 609,580 20.6% 117,289 1.7% Activity Narrative: The demand for this activity is expected to increase as a result of the State eliminating the use of Photo Radar; thus increasing officer presence which will increase citations. Civil Small Claims Activity The purpose of the Civil Small Claims Activity is to resolve small claims cases in Justice Courts for litigants so that they are afforded timely and just legal resolutions. Mandates: A.R.S. §§22-201 and 22-503 gives the Justice Courts jurisdiction in all civil actions where the amount involved is less than $10,000 (exclusive jurisdiction for cases involving less than $5,000). Measure Type Result Output Demand Measure Description Percent of Small Claims cases resolved within 180 days. Number of Small Claims cases resolved. Number of Small Claims (CVSC) cases filed. FY 2009 ACTUAL 45.6% 23,773 16,043 Efficiency Cost per Small Claims case resolved. $ 65.67 Expenditure 100 - GENERAL $ 1,163,238 204 - JUSTICE CT JUDICIAL ENHANCEMNT 9,740 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES FY 2010 REVISED 72.0% 17,505 16,839 $ 82.66 REV VS ADPT VAR % 13.0% 18.1% FY 2011 ADOPTED 85.0% 15,476 16,290 $ 94.98 $ $ 1,134,090 35,679 $ 1,030,711 35,679 $ 388,194 277,175 403,471 $ 1,561,172 $ 1,446,944 $ 1,469,861 $ (2,029) (549) -11.6% -3.3% (12.32) -14.9% 103,379 - 9.1% 0.0% (126,296) -45.6% (22,917) -1.6% Activity Narrative: The output for this activity is expected to decline as a result of the Justice Courts resolving the backlog of civil cases in FY2010. Forcible Detainer Activity The purpose of the Forcible Detainer Activity is to resolve forcible detainer (eviction) cases in Justice Courts for litigants so that they are afforded timely and just legal resolutions. 545 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Justice Courts Mandates: A.R.S. §22-201 establishes that jurisdiction over forcible detainer complaints is shared between Justice Courts or the Superior Court, while A.R.S. §§12-1179 and 12-1182 allow for forcible detainer appeals to be filed in the Superior Court and the Supreme Court, respectively. Measure Type Result Output Demand Efficiency Expenditure Measure Description Percent of Forcible Detainer Cases resolved within established court standards Number of Forcible Detainer cases resolved. Number of Forcible Detainer (FDET) cases filed. Cost per Forcible Detainer case resolved. $ FY 2009 ACTUAL N/A FY 2010 REVISED N/A 74,377 62,821 70,890 8,069 12.8% 73,630 62,784 70,890 8,106 12.9% 43.40 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES 67.79 $ REV VS ADPT VAR % N/A N/A 49.04 $ 18.75 27.7% $ 2,991,069 50,039 $ 3,003,946 50,039 $ (12,877) - -0.4% 0.0% 554,847 1,217,438 422,472 794,966 65.3% $ 3,228,173 $ 4,258,546 $ 3,476,457 782,089 18.4% 100 - GENERAL $ 2,604,285 204 - JUSTICE CT JUDICIAL ENHANCEMNT 69,041 $ FY 2011 ADOPTED 100.0% $ Activity Narrative: The demand and output for this activity are expected to increase in FY2011 which is in alignment with forecasted actual demand and output for this activity in FY2010. Injunctions Against Harassment Activity The purpose of the Injunctions Against Harassment Activity is to provide injunctions against harassment (in the workplace) to litigants with cause so that they receive timely and just legal protections manner. Mandates: A.R.S. §§12-1809 and 12-1810 establish that any court may issue injunctions against harassment and against workplace harassment, respectively, when presented with an appropriate written petition. Measure Type Result Output Demand Efficiency Measure Description Percent of Injunctions Against Harassment issued within established court standards Number of Injunctions Against Harassment issued. Number of Injunctions Against Harassment (INJH) requested. Cost per Injunction Against Harassment issued. REV VS ADPT VAR % N/A N/A FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED 100.0% 3,848 3,273 4,050 777 23.7% 3,848 3,273 4,050 777 23.7% $ 189.64 $ 202.89 $ 162.97 $ 39.92 19.7% 100 - GENERAL $ 204 - JUSTICE CT JUDICIAL ENHANCEMNT 560,604 2,625 $ 549,271 12,393 $ 543,244 12,393 $ 6,027 - 1.1% 0.0% 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES 166,501 (1,980) -1.9% 4,047 0.6% Expenditure $ 729,730 102,408 $ 664,072 104,388 $ 660,025 $ Activity Narrative: The demand and output for this activity are expected to increase in FY2011 which is in alignment with forecasted demand and output for this activity in FY2010. 546 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Justice Courts Orders of Protection Activity The purpose of the Orders of Protection Activity is to provide orders of protection to litigants with cause so that they receive timely and just legal protections. Mandates: A.R.S. §13-3602 establishes that any court may issue orders of protection when presented with an appropriate written petition. The court must review the petition to determine whether there is adequate cause to believe that the defendant has committed or is likely to commit an act of domestic violence. If approved the order is filed and dispatched to the Constable or Sheriff for service to the defendant. Measure Type Result Output Demand Efficiency Expenditure Measure Description Percent of Orders of Protection issued within established court standards Number of Orders of Protection issued. Number of Orders of Protection (ORDP) requested. Cost per Order of Protection issued. FY 2009 ACTUAL N/A FY 2010 REVISED N/A 3,698 3,698 3,851 3,851 REV VS ADPT VAR % N/A N/A FY 2011 ADOPTED 100.0% 3,950 3,949 99 98 2.6% 2.5% $ 257.39 $ 234.69 $ 265.37 $ (30.68) -13.1% 100 - GENERAL $ 204 - JUSTICE CT JUDICIAL ENHANCEMNT 805,481 3,609 $ 813,199 15,116 $ 821,532 15,116 $ (8,333) - -1.0% 0.0% 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES 142,754 (136,108) -180.4% (144,441) -16.0% $ 951,844 $ 75,458 211,566 903,773 $ 1,048,214 $ Small Civil (Justice Courts) Activity The purpose of the Small Civil Activity is to resolve Justice Court civil cases for litigants so that they are afforded timely and just legal resolutions. Mandates: A.R.S. §22-503 gives the Justice Court Small Claims Division jurisdiction in all civil actions where the amount involved is less than $2,500 (excluding interest, costs, and attorney fees). Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of Small Civil cases resolved within 180 days. Number of Small Civil cases resolved. Number of Small Civil (SMCV) cases filed. Cost per Small Civil case resolved. FY 2009 ACTUAL 57.8% $ 80,082 85,863 25.17 100 - GENERAL $ 4,746,250 204 - JUSTICE CT JUDICIAL ENHANCEMNT 533,227 FY 2010 REVISED 75.0% $ 72,097 84,820 26.69 REV VS ADPT VAR % 0.0% 0.0% FY 2011 ADOPTED 75.0% $ 72,097 84,820 28.96 $ 0.0% 0.0% -8.5% 315,651 (17,000) 7.3% -3.4% (160,000) -13.7% $ 4,318,099 500,655 $ 4,633,750 483,655 1,756,352 1,168,132 1,008,132 $ 7,035,829 $ 5,986,886 $ 6,125,537 $ 138,651 2.3% 100 - GENERAL $ 1,487,724 204 - JUSTICE CT JUDICIAL ENHANCEMNT 6,362 $ 1,555,494 29,009 $ 1,577,048 29,009 $ (21,554) - -1.4% 0.0% 521,608 339,563 482,015 (142,452) -42.0% $ 2,015,694 $ 1,924,066 $ 2,088,072 (164,006) -8.5% 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL SOURCES $ (2.27) Expenditure 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES 547 $ Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Justice Courts Civil Traffic (Photo Enforcement) Activity The purpose of the Civil Traffic (Photo Enforcement) Activity is to provide defendants the opportunity to resolve civil traffic cases resulting from photo enforcement in Justice Courts for defendants and victims so they can re afforded timely and just legal resolutions. Mandates: A.R.S. §22-112 establishes that trying civil traffic violations is within the jurisdiction of the Justice Courts. Measure Type Result Output Demand Efficiency Measure Description Percent of Civil Traffic (Photo Enforcement) cases resolved within 180 days Number of Civil Traffic (Photo Enforcement) cases resolved Number of Civil Traffic (Photo Enforcement) cases filed Cost per Civil Traffic (Photo Enforcement) case resolved FY 2009 ACTUAL N/A FY 2010 REVISED 42.0% REV VS ADPT VAR % (7.0%) -16.7% FY 2011 ADOPTED 35.0% N/A 175,257 160,000 (15,257) -8.7% N/A 432,612 400,000 (32,612) -7.5% (8.25) -141.8% N/A $ 5.82 $ 14.07 $ Revenue 237 - JUST COURTS PHOTO ENFORCEMENT TOTAL SOURCES $ - $ 1,020,000 $ 2,251,936 $ 1,231,936 120.8% $ - $ 1,020,000 $ 2,251,936 $ 1,231,936 120.8% $ - $ 1,020,000 $ 2,251,936 $ (1,231,936) -120.8% $ - $ 1,020,000 $ 2,251,936 $ (1,231,936) -120.8% Expenditure 237 - JUST COURTS PHOTO ENFORCEMENT TOTAL USES Base Adjustments: Justice Court Photo Enforcement Fund (237) • The expenditure budget is increased by $1,231,936 as Other Base Adjustments to facilitate Information & Technology solutions and contract staff dedicated the processing of photo enforcement citations. • The revenue budget is increased by $1,231,936. This assumes the State reimbursements for photo enforcement citations will equal amounts collected in FY 2010. Criminal Justice Program The purpose of the Criminal Justice Program is to resolve felony and misdemeanor cases for defendants, victims, and the public so that they are afforded timely and just legal resolutions. Program Results Measure Description Percent of Criminal Traffic cases resolved within 180 days. Percent of Misdemenaor Criminal cases resolved within 180 days. Percent of Misdemeanor DUI cases resolved within 180 days. FY 2009 ACTUAL 73.5% FY 2010 REVISED 80.0% FY 2011 ADOPTED 80.0% 62.1% 82.0% 70.0% (12.0%) -14.6% 69.7% 80.0% 85.0% 5.0% 6.2% 548 REV VS ADPT VAR % 0.0% 0.0% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Justice Courts Activities that comprise this program include: • Criminal Traffic • Misdemeanor DUI • Misdemeanor Criminal Adjudication Criminal Traffic Activity The purpose of the Criminal Traffic Adjudication Activity is to resolve criminal traffic cases for defendants and victims so that they are afforded timely and just legal resolutions. Mandates: This activity supports the overall mandate of the Criminal Justice Program. A.R.S. §22-112 establishes that the Justice Courts are responsible for trying criminal traffic cases, excluding those that involve death or felony traffic charges, which are the responsibility of the Superior Court. Measure Type Result Output Demand Measure Description Percent of Criminal Traffic cases resolved within 180 days. Number of Criminal Traffic cases resolved. Number of Criminal Traffic (CTRF) cases filed. FY 2009 ACTUAL 73.5% 68,655 66,603 Efficiency Cost per Criminal Traffic case resolved. $ Expenditure 100 - GENERAL $ 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES FY 2010 REVISED 82.0% FY 2011 ADOPTED 80.0% 54,010 49,357 REV VS ADPT VAR % (2.0%) -2.4% 54,000 60,000 (10) 10,643 -0.0% 21.6% 18.30 $ 20.72 $ 21.59 $ (0.87) -4.2% 917,547 8,249 $ 902,381 24,786 $ 947,689 24,786 $ (45,308) - -5.0% 0.0% (1,808) -0.9% (47,116) -4.2% 330,569 191,673 193,481 $ 1,256,365 $ 1,118,840 $ 1,165,956 $ Activity Narrative: The demand for this activity is expected to rise as a result of the State eliminating the use of Photo Radar; thus increasing officer presence which will increase citations. Misdemeanor Criminal Adjudication Activity The purpose of the Misdemeanor Criminal Adjudication Activity is to resolve misdemeanor cases for defendants and victims so that they are afforded timely and just legal resolutions. Mandates: A.R.S. §22-301 gives Justice Courts jurisdiction in misdemeanor cases that do not involve imprisonment of more than six months or penalties in excess of $2,500. 549 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Demand Efficiency Measure Description Percent of Misdemenaor Criminal cases resolved within 180 days. Number of Misdemeanor Criminal cases resolved. Number of Misdemeanor Criminal (MCAD) cases filed. Cost per Misdemeanor Criminal case resolved. Department Strategic Plans and Budgets Justice Courts FY 2009 ACTUAL 62.1% $ FY 2010 REVISED 70.0% REV VS ADPT VAR % 0.0% 0.0% FY 2011 ADOPTED 70.0% 20,125 17,788 19,500 1,712 9.6% 25,737 20,319 25,000 4,681 23.0% (6.84) -8.0% $ (4,097,276) - -28.0% 0.0% 83.68 $ 85.63 $ 92.47 $ Revenue 100 - GENERAL $ 12,423,906 204 - JUSTICE CT JUDICIAL ENHANCEMNT 306,884 $ 14,637,786 385,656 $ 10,540,510 385,656 1,501,640 1,036,433 1,132,224 $ 14,232,430 $ 16,059,875 $ 12,058,390 $ (4,001,485) -24.9% 100 - GENERAL $ 1,327,254 204 - JUSTICE CT JUDICIAL ENHANCEMNT 6,981 $ 1,263,276 30,233 $ 1,406,717 30,233 $ (143,441) - -11.4% 0.0% 349,902 229,726 366,230 (136,504) -59.4% $ 1,684,137 $ 1,523,235 $ 1,803,180 (279,945) -18.4% 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL SOURCES 95,791 9.2% Expenditure 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES $ Activity Narrative: The demand for this activity is expected to increase as a result of law enforcement filing more cases as part of an effort to give attention to lower level crimes that has been passed over due to limited resources. Misdemeanor DUI Activity The Misdemeanor DUI Adjudication Activity is to resolve misdemeanor DUI cases for defendants and victims so that they are afforded timely and just legal resolutions. Mandates: A.R.S. §22-301 gives Justice Courts jurisdiction in misdemeanor cases that do not involve imprisonment of more than six months or penalties in excess of $2,500. Measure Type Result Output Measure Description Percent of Misdemeanor DUI cases resolved within 180 days. Number of Misdemeanor DUI cases resolved. FY 2009 ACTUAL 69.7% 11,037 Demand Number of Misdemeanor DUI cases filed. Efficiency Cost per Misdemeanor DUI case resolved. $ Expenditure 100 - GENERAL $ 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES FY 2010 REVISED 85.0% 11,933 59.83 491,281 4,327 10,847 $ $ 164,726 $ 660,334 550 10,739 60.57 535,827 17,840 10,285 $ $ 103,372 $ 657,039 REV VS ADPT VAR % (0.0%) -0.0% FY 2011 ADOPTED 85.0% 11,000 63.72 532,192 17,840 $ $ 105,352 $ 655,384 $ (562) -5.2% 261 (3.15) 2.4% -5.2% 3,635 - 0.7% 0.0% (1,980) -1.9% 1,655 0.3% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Justice Courts Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 14,488,923 $ 20,140,000 FY 2010 Revised Budget $ 14,488,923 $ 20,140,000 $ (10,889) $ (10,889) - $ 14,478,034 $ 20,140,000 $ 401,225 $ 279,394 121,831 (805,490) $ (487,762) - Adjustments: Budget Balancing PEHPEP FY 09 Adjustments Agenda Item: C-49-09-066-2-00 FY 2011 Budget Target Adjustments: Agenda Item: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Rightsize Work er's Comp and Unemployment Rightsize Other Personnel Services Rightsize General Supplies Rightsize Rent and Operating Leases Rightsize Travel Request under Target Increase Allocation Out to match Special Revenue Fund (245) Increase Allocation Out to match Photo Enforcement Fund (237) Internal Service Charges Rightsize Work er's Comp and Unemployment Personnel Savings Rightsize Personnel Savings to 5% Fees and Other Revenues ProgRevenue Volume Inc/Dec Reduce Fine Revenue - Rightsize to FY10 level Reallocations Reallocation Between Funds Reduce Allocation Out to Special Revenue Fund (245) due to reduced fee revenue Shift 6.0 FTE for new courts from Special Revenue Fund (245) $ $ (24,990) (239,733) 54,500 89,569 (20,000) (18,426) (78,682) (250,000) $ 17,717 $ (335,445) 17,717 - (335,445) - $ - $ - $ 279,329 $ 279,329 - FY 2011 Recommended Budget Percent Change from Target Amount $ 14,353,098 $ -0.9% 16,235,000 -19.4% FY 2011 Tentative Budget $ 14,353,098 $ -0.9% 16,235,000 -19.4% $ 14,353,098 $ -0.9% 16,235,000 -19.4% $ $ (3,905,000) 111,917 167,412 Percent Change from Target Amount FY 2011 Adopted Budget Percent Change from Target Amount 551 (3,905,000) (3,905,000) Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Justice Courts Justice Courts Judicial Enhancement Fund (204) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 916,686 $ 916,686 FY 2010 Revised Budget $ 916,686 $ 916,686 FY 2011 Budget Target $ 916,686 $ 916,686 $ 2,212 $ 1,844 368 5,788 $ 5,543 - Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Increase Other Services for structural balance Internal Service Charges Rightsize Work ers Comp & Unemployment Fees and Other Revenues ProgRevenue Volume Inc/Dec Rightsize revenue by increasing Fine & Forfeitures based on FY10 Forecast Rightsize revenue by reducing Interest Earnings based on FY10 Forecast $ $ 5,543 $ 245 245 - $ - $ - 8,000 8,000 FY 2011 Recommended Budget Percent Change from Target Amount $ 924,686 $ 0.9% 924,686 0.9% FY 2011 Tentative Budget $ 924,686 $ 0.9% 924,686 0.9% $ 25,000 (17,000) Percent Change from Target Amount FY 2011 Adopted Budget Percent Change from Target Amount $ 924,686 $ 924,686 0.9% 0.9% Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget $ - $ - $ 130,000 $ 130,000 - $ 130,000 $ - $ (130,000) $ (130,000) - $ - $ - $ 856,815 $ 856,815 - FY 2011 Recommended Budget Percent Change from Target Amount $ 856,815 $ - FY 2011 Tentative Budget $ 856,815 $ - $ 856,815 $ - Adjustments: Information and Communications Technology Technology Projects Just Crts Servers and Storage Agenda Item: C-24-10-009-M-00 FY 2010 Revised Budget Adjustments: Information and Communications Technology Technology Projects Just Crts Servers and Storage Agenda Item: C-24-10-009-M-00 FY 2011 Budget Target Adjustments: Non Recurring Other Non-Recurring Increase one-time funding for technology projects Agenda Item: $ 856,815 Percent Change from Target Amount FY 2011 Adopted Budget Percent Change from Target Amount 552 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Justice Courts Justice Courts Judicial Enhancement Fund (204) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED Beginning Spendable Fund Balance $ 2,844,977 $ 626,843 $ 626,843 $ 823,722 $ 856,815 Sources: Operating Total Sources: $ $ 902,275 902,275 $ $ 916,686 916,686 $ $ 916,686 916,686 $ $ 924,323 924,323 $ $ 924,686 924,686 Uses: Operating Non-Recurring Total Uses: 500,466 2,423,071 $ 2,923,537 $ $ 916,686 130,000 $ 1,046,686 $ $ 891,230 891,230 $ $ 916,686 916,686 Structural Balance $ 401,809 $ - $ - $ 33,093 $ - Accounting Adjustments $ 7 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 823,722 823,722 $ $ 626,843 626,843 $ $ 496,843 496,843 $ $ 856,815 856,815 $ $ - $ 924,686 856,815 $ 1,781,501 Justice Courts Photo Enforcement Fund (237) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ - $ - $ 1,020,000 $ 1,020,000 1,020,000 1,020,000 FY 2010 Revised Budget $ 1,020,000 $ 1,020,000 FY 2011 Budget Target $ 1,020,000 $ 1,020,000 $ 1,231,936 $ 1,231,936 - $ - $ - 1,231,936 1,231,936 FY 2011 Recommended Budget Percent Change from Target Amount $ 2,251,936 $ 120.8% 2,251,936 120.8% FY 2011 Tentative Budget $ 2,251,936 $ 120.8% 2,251,936 120.8% $ 2,251,936 $ 120.8% 2,251,936 120.8% Adjustments: Fees and Other Revenues Photo Radar Enforcement Fund Agenda Item: C-24-10-001-M-00 Adjustments: Agenda Item: Base Adjustments Other Base Adjustments Increase Other Services for Information & Technology solutions and contract staff Fees and Other Revenues ProgRevenue Volume Inc/Dec Revenue assumes State reimbursements for photo enforcement citations equal to FY10 $ $ 1,231,936 1,231,936 Percent Change from Target Amount FY 2011 Adopted Budget Percent Change from Target Amount 553 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Justice Courts Justice Courts Photo Enforcement Fund (237) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST - Beginning Spendable Fund Balance $ - $ - $ Sources: Operating Total Sources: $ $ - $ $ - $ 1,020,000 $ 1,020,000 $ 1,020,000 $ 1,020,000 $ 2,251,936 $ 2,251,936 Uses: Operating Total Uses: $ $ - $ $ - $ 1,020,000 $ 1,020,000 $ 1,020,000 $ 1,020,000 $ 2,251,936 $ 2,251,936 Total Ending Spendable Fund Balance $ - $ - $ $ $ - $ - FY 2011 ADOPTED - $ - - Justice Courts Special Revenue Fund (245) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 5,207,031 $ 5,207,031 FY 2010 Revised Budget $ 5,207,031 $ 5,207,031 FY 2011 Budget Target $ 5,207,031 $ 5,207,031 $ (255,671) $ (255,671) - $ - $ - $ (279,329) $ (279,329) - FY 2011 Recommended Budget Percent Change from Target Amount $ 4,672,031 $ -10.3% 4,672,031 -10.3% FY 2011 Tentative Budget $ 4,672,031 $ -10.3% 4,672,031 -10.3% $ 4,672,031 $ -10.3% 4,672,031 -10.3% Adjustments: Agenda Item: Base Adjustments Other Base Adjustments Rightsize Other Pay $ Rightsize Other Benefits Rightsize Other Personnel Services Rightsize General Supplies Rightsize Legal Services Rightsize Other Services Rightsize Repairs & Maintenance Rightsize Travel Rightsize Postage/Freight/Shipping Fees and Other Revenues ProgRevenue Volume Inc/Dec Rightsize fee revenue based on FY10 Forecast $ Reallocations Reallocation Between Funds Reduce Allocation In from Justice Courts General Fund (100) due to reduced revenue $ Shift 6.0 FTE for new courts to Justice Courts General Fund (100) (2,588) (5,083) (72,000) (20,000) (9,000) (222,000) 42,000 (2,649) 35,649 (535,000) (111,917) (167,412) Percent Change from Target Amount FY 2011 Adopted Budget Percent Change from Target Amount 554 (535,000) (535,000) Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Justice Courts Justice Courts Special Revenue Fund (245) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget $ 2,012,824 $ - $ 610,000 $ 305,000 305,000 - $ 2,622,824 $ - $ (2,622,824) $ (305,000) (305,000) (2,012,824) - $ - $ - $ 1,034,584 $ 1,034,584 - FY 2011 Recommended Budget Percent Change from Target Amount $ 1,034,584 $ - FY 2011 Tentative Budget $ 1,034,584 $ - $ 1,034,584 $ - Adjustments: Non Recurring Just Cts Temp Clerk s Photo Enf Just Courts Temp Clerk Pool 2 Agenda Item: C-24-10-002-M-00 C-24-10-004-M-00 FY 2010 Revised Budget Adjustments: Non Recurring Just Cts Temp Clerk s Photo Enf Just Courts Temp Clerk Pool 2 Other Non-Recurring Agenda Item: C-24-10-002-M-00 C-24-10-004-M-00 FY 2011 Budget Target Adjustments: Non Recurring Other Non-Recurring Increase one-time funding for technology projects Agenda Item: $ 1,034,584 Percent Change from Target Amount FY 2011 Adopted Budget Percent Change from Target Amount Justice Courts Special Revenue Fund (245) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED Beginning Spendable Fund Balance $ 5,177,286 $ 3,611,381 $ 3,611,381 $ 2,741,337 $ 1,034,584 Sources: Operating Total Sources: $ 4,446,326 $ 4,446,326 $ 5,207,031 $ 5,207,031 $ 5,207,031 $ 5,207,031 $ 4,666,985 $ 4,666,985 $ 4,672,031 $ 4,672,031 Uses: Operating Non-Recurring Total Uses: $ 4,598,750 2,283,533 $ 6,882,283 $ 5,207,031 2,012,824 $ 7,219,855 $ 5,207,031 2,622,824 $ 7,829,855 $ 4,821,416 1,552,322 $ 6,373,738 $ 4,672,031 1,034,584 $ 5,706,615 Structural Balance $ - $ - $ Accounting Adjustments $ - $ - $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ 2,741,337 $ 2,741,337 $ 1,598,557 $ 1,598,557 $ $ 988,557 988,557 (152,424) $ 8 $ 555 (154,431) $ - - $ - $ 1,034,584 $ 1,034,584 $ $ - Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Juvenile Probation Analysis by Dexter C. Thomas, Sr. Management & Budget Analyst Summary Mission The Mission of the Juvenile Probation Department is to provide access to evidence-based early intervention, supervision, treatment and secure care for youth and families so that youth learn accountability and responsibility, and community safety is enhanced. Vision Maricopa County Juvenile Probation is a place where justice means promoting public safety while improving & enriching the lives of youth, victims, families and the community. Strategic Goals • By July 2011 all programs and practices will be reviewed based on risk, needs and benchmarks for successful outcomes – matching them to the needs of stakeholders, including juveniles and their families by achieving the following benchmarks: o Review Detention Programs o By July 2012, Review Probation Supervision and Treatment Programs o By July 2012, Review Early Intervention & Prevention Programs Status: The department is using evidence based practices to develop guidelines for standards in working with youth and their families. This will provide the department with benchmarks for developing and updating their strategic business plan by July 2012. 556 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Sources and Uses by Program and Activity FY 2009 ACTUAL PROGRAM / ACTIVITY SOURCES DVRN - JUVENILE COURT DIVERSION JVCP - JUV CRIME AND TRUANCY PREV 27EN - JUVENILE EARLY INTERVENTION $ $ FY 2010 ADOPTED 3,232,445 1,803,946 5,036,391 $ $ $ 2,817,935 1,104,541 3,922,476 FY 2010 REVISED $ $ $ $ 774,335 774,335 (7,540) $ (7,540) $ 112,562 317,297 429,859 $ $ $ $ 414,043 519,931 933,974 $ $ 774,335 774,335 $ 112,562 317,297 429,859 3,550,039 454,590 4,004,629 FY 2011 ADOPTED $ $ $ $ 1,021,945 1,021,945 $ 105,764 105,764 $ $ $ $ 79,312 692,135 771,447 JSTD - JUV STANDARD PROB SUPERVISION 27JP - JUVENILE PROBATION SUPERVISION $ $ 890,163 890,163 CMDV - JUVENILE SKILLS DEVELOPMENT NRTA - JUV NON RESIDENTIAL TREATMENT RTCA - JUV NON RESIDENTIAL TREATMENT 27JT - JUVENILE TREATMENT $ $ FSAC - FINANCIAL SERVICES RMGT - RISK MANAGEMENT 99AS - ADMINISTRATIVE SERVICES 39,368 39,368 $ $ 8,001 8,001 $ $ 18,998 2,011 21,009 $ $ 8,001 8,001 $ $ 8,001 8,001 $ $ GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 3,444,901 3,444,901 $ $ 3,618,698 3,618,698 $ $ 3,618,698 3,618,698 $ $ 3,456,061 3,456,061 $ $ TOTAL PROGRAMS $ 10,174,730 $ 9,687,343 $ 10,110,842 $ 9,290,558 2,941,984 2,131,242 368,753 5,441,979 $ 3,103,372 1,633,965 438,927 5,176,264 $ 3,103,372 2,057,464 438,927 5,599,763 $ 2,855,678 1,506,464 389,966 4,752,108 $ $ $ 165,612 515,538 681,150 2,817,935 1,358,495 4,176,430 REV VS ADPT VAR % DALT - ALTERNATIVE TO JUV SECURE CARE PDIS - JUV PRE DISPO SECURE CARE 27JD - JUVENILE DETENTION $ $ $ 414,043 519,931 933,974 3,241,434 1,104,541 4,345,975 FY 2010 FORECAST $ (423,499) 253,954 (169,545) -13.1% 23.0% -3.9% 0.0% -1.2% -0.6% -4.2% -4.2% $ $ 414,043 513,931 927,974 $ (6,000) (6,000) $ $ 741,780 741,780 $ $ (32,555) (32,555) $ 112,562 317,297 429,859 $ - N/A 0.0% 0.0% 0.0% $ - 0.0% N/A 0.0% 3,651,253 3,651,253 $ $ 32,555 32,555 0.9% 0.9% $ 9,935,297 $ (175,545) -1.7% $ 3,297,500 1,814,436 438,671 5,550,607 $ (194,128) 243,028 256 49,156 -6.3% 11.8% 0.1% 0.9% 462,150 (204,916) 22,415 828,269 11,030 1,118,948 11.8% -13.2% 0.9% 3.4% 1.3% 3.4% 12,434 689,826 (155,327) (741,692) 43,371 (151,388) 29.9% 20.9% -7.6% -8.4% 59.2% -1.1% (12,043) 22,801 13,276 26,915 (2,339) 48,610 -4.0% 18.7% 3.0% 8.5% -7.0% N/A 4.0% (203,046) 115,463 (96,485) (65,110) 42,660 (339,788) (546,306) -72.7% 8.9% -10.4% -7.7% 22.4% -888.9% -15.3% (192,695) (192,695) N/A -71.8% -71.8% (1,322) (8,674) 22,961 (647) (3,108) 9,210 -0.1% -22.7% 6.7% -1.5% 100.0% 0.6% $ $ USES DVRN - JUVENILE COURT DIVERSION JVCP - JUV CRIME AND TRUANCY PREV TEEN - JUVENILE TEEN COURT 27EN - JUVENILE EARLY INTERVENTION $ $ DALT - ALTERNATIVE TO JUV SECURE CARE JDAC - JUV DETENTION ASSESSMENT JMED - JUV DETENTION MEDICAL HEALTH PDIS - JUV PRE DISPO SECURE CARE PSYC - JUV DET BEHAVIORAL HEALTH 27JD - JUVENILE DETENTION $ DWRS - RESIDENTIAL DUAL WARD SUPV JIPS - JUV INTENSIVE PROB SUPERVISION JPDI - PRE DISPOSITION INVESTIGATIONS JSTD - JUV STANDARD PROB SUPERVISION SOPS - JUVENILE SEX OFFENDER SUPV 27JP - JUVENILE PROBATION SUPERVISION $ CMDV - JUVENILE SKILLS DEVELOPMENT DRUG - JUVENILE DRUG TREATMENT NRTA - JUV NON RESIDENTIAL TREATMENT RTCA - JUV NON RESIDENTIAL TREATMENT SEXT - JUV SEX OFFENDER TREATMENT YRAA - YOUTH RECOVERY ACADEMY 27JT - JUVENILE TREATMENT $ BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT RMGT - RISK MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ $ $ $ GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER DESK - DESKTOP SUPPORT GISA - GIS APPLICATION DEV AND SUPP VANS - INFRASTRUCTURE NETWORK SVCS 99IT - INFORMATION TECHNOLOGY $ $ $ TOTAL PROGRAMS $ $ 3,518,291 1,686,094 2,445,796 23,167,952 681,053 31,499,186 $ 30,459 3,265,444 2,124,577 10,189,333 34,094 15,643,907 $ 281,744 78,523 448,184 332,866 30,237 2,979 1,174,533 $ 134,359 1,192,614 775,796 829,781 115,910 306,162 3,354,622 $ 779,609 471,756 1,251,365 $ $ $ $ $ $ 1,059,323 $ 30,430 194,588 40,960 (5,508) 1,319,793 $ 59,685,385 $ $ 3,933,013 1,553,539 2,515,977 24,251,102 847,304 33,100,935 $ 41,578 3,300,216 2,051,860 9,444,318 73,212 14,911,184 $ 300,110 122,158 437,499 316,714 33,645 1,210,126 $ 279,224 1,291,728 932,015 850,622 190,078 38,224 3,581,891 $ 268,405 268,405 $ $ $ $ $ $ 1,091,277 $ 38,142 341,592 42,718 (3,108) 1,510,621 $ 59,759,426 557 $ $ 3,933,013 1,553,539 2,515,977 24,251,102 847,304 33,100,935 $ 41,578 3,300,216 2,051,860 8,840,318 73,212 14,307,184 $ 300,110 122,158 437,499 316,714 33,645 1,210,126 $ 279,224 1,291,728 932,015 850,622 190,078 38,224 3,581,891 $ 268,405 268,405 $ $ $ $ $ $ 1,091,277 $ 38,142 341,592 42,718 (3,108) 1,510,621 $ 59,578,925 $ $ 3,317,138 1,719,315 2,320,555 21,129,204 675,850 29,162,062 $ 22,267 2,950,238 1,885,317 9,246,746 29,026 14,133,594 $ 264,318 81,973 306,865 270,564 34,911 958,631 $ 216,130 966,013 804,407 734,228 159,290 27,696 2,907,764 $ 392,641 392,641 $ $ $ $ 3,470,863 1,758,455 2,493,562 23,422,833 836,274 31,981,987 $ 29,144 2,610,390 2,207,187 9,582,010 29,841 14,458,572 $ 312,153 99,357 424,223 289,799 35,984 1,161,516 $ 482,270 1,176,265 1,028,500 915,732 147,418 378,012 4,128,197 $ $ $ $ $ $ $ 461,100 461,100 1,067,424 $ 11,514 310,554 41,069 (3,108) 1,427,453 $ 1,092,599 46,816 318,631 43,365 1,501,411 $ $ 59,243,390 $ 53,734,253 $ $ $ $ 335,535 0.6% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Sources and Uses by Category CATEGORY INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ FINES & FOREFEITS 0637 - FINES & FORFEITS FY 2009 ACTUAL 5,641,934 61,569 5,703,503 FY 2010 ADOPTED $ $ 991,108 $ 991,108 $ 4,992,523 20,999 5,013,522 FY 2010 REVISED $ $ 957,490 $ 957,490 $ 5,416,022 20,999 5,437,021 FY 2010 FORECAST $ $ 957,490 $ 957,490 $ 4,928,090 3,106 4,931,196 REV VS ADPT VAR % FY 2011 ADOPTED $ $ 857,803 $ 857,803 $ 5,246,477 $ 14,999 5,261,476 $ $ $ (40,556) (40,556) -4.2% -4.2% $ $ 3,651,253 3,651,253 $ $ 32,555 32,555 0.9% 0.9% 41,548 $ 18,367 59,915 $ 72,633 33,001 105,634 $ 8,001 8,001 0.0% 32.0% 8.2% 3,399,197 3,399,197 $ $ 3,618,698 3,618,698 $ $ 3,618,698 3,618,698 $ $ $ $ $ 72,633 25,000 97,633 $ $ 72,633 25,000 97,633 $ SUBTOTAL $ 64,279 16,643 80,922 ALL REVENUES $ 10,174,730 $ 9,687,343 $ 10,110,842 $ 9,290,558 $ 9,935,297 $ TOTAL SOURCES $ 10,174,730 FY 2009 ACTUAL $ 9,687,343 FY 2010 ADOPTED $ 10,110,842 FY 2010 REVISED $ 9,290,558 FY 2010 FORECAST $ 9,935,297 $ FY 2011 ADOPTED CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ $ -3.1% -28.6% -3.2% 916,934 916,934 $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE (169,545) (6,000) (175,545) 3,441,644 3,441,644 $ (175,545) -1.7% (175,545) -1.7% REV VS ADPT VAR % 36,949,223 $ 191,872 347,238 12,460,617 648,934 (7,358,891) 9,786,193 53,025,186 $ 35,401,511 $ 541,689 565,990 11,826,788 669,295 (6,643,773) 10,696,120 53,057,620 $ 34,901,511 $ 541,689 565,990 11,576,788 1,092,794 (6,643,773) 10,696,120 52,731,119 $ 33,531,965 $ 285,075 320,718 10,545,421 362,584 (6,602,317) 10,489,979 48,933,425 $ 34,417,205 $ 473,757 312,012 13,233,795 468,031 (7,218,735) 11,083,809 52,769,874 $ 484,306 67,932 253,978 (1,657,007) 624,763 574,962 (387,689) (38,755) 1.4% 12.5% 44.9% -14.3% 57.2% -8.7% -3.6% -0.1% 610,391 $ 153,312 54,472 287,892 (40,764) 681,942 1,747,245 $ 1,032,250 $ 211,150 109,523 20,500 (119,274) 916,767 2,170,916 $ 1,178,250 $ 211,150 109,523 20,500 (119,274) 916,767 2,316,916 $ 567,317 $ 116,192 43,665 1,332 (119,268) 686,661 1,295,899 $ 767,385 $ 212,350 109,523 20,500 (119,274) 811,466 1,801,950 $ 410,865 (1,200) 105,301 514,966 34.9% -0.6% 0.0% 0.0% 0.0% 11.5% 22.2% $ 4,826 $ 1,696,093 356,181 404,091 227,062 1,523,266 325,974 161,822 17,365 58,323 2,616 (648,596) 656,928 4,785,951 $ 3,100 $ 1,758,777 532,066 468,000 292,300 495,852 326,292 128,917 175,997 103,200 4,300 (382,768) 382,768 4,288,801 $ 3,100 $ 1,758,777 532,066 468,000 292,300 495,852 326,292 128,917 175,997 103,200 4,300 (382,768) 382,768 4,288,801 $ 8,608 $ 1,454,834 351,246 471,403 203,757 194,222 258,308 168,704 53,898 63,953 3,930 (382,764) 386,877 3,236,976 $ 13,100 $ 1,439,715 793,213 514,180 492,248 150,183 287,731 153,917 150,997 78,200 4,300 (362,010) 701,170 4,416,944 $ $ $ 127,003 $ 127,003 $ 242,089 $ 242,089 $ 242,089 $ 242,089 $ 267,953 $ 267,953 $ 254,622 $ 254,622 $ ALL EXPENDITURES $ 59,685,385 $ 59,759,426 $ 59,578,925 $ 53,734,253 $ TOTAL USES $ 59,685,385 $ 59,759,426 $ 59,578,925 $ 53,734,253 $ SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ SUBTOTAL $ SERVICES 0810 - LEGAL SERVICES 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL CAPITAL 0950 - DEBT SERVICE SUBTOTAL $ 558 (10,000) -322.6% 319,062 18.1% (261,147) -49.1% (46,180) -9.9% (199,948) -68.4% 345,669 69.7% 38,561 11.8% (25,000) -19.4% 25,000 14.2% 25,000 24.2% 0.0% (20,758) 5.4% (318,402) -83.2% (128,143) -3.0% (12,533) (12,533) -5.2% -5.2% 59,243,390 $ 335,535 0.6% 59,243,390 $ 335,535 0.6% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Sources and Uses by Fund and Function FY 2009 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING FUND TOTAL 227 JUVENILE PROBATION GRANTS OPERATING NON-RECURRING FUND TOTAL 228 JUVENILE PROBATION SPECIAL FEE OPERATING NON-RECURRING FUND TOTAL 229 JUVENILE RESTITUTION OPERATING FUND TOTAL 275 JUVENILE PROBATION DIVERSION OPERATING FUND TOTAL FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % $ SOURCES $ 100,937 $ 100,937 $ 29,000 $ 29,000 $ 29,000 $ 29,000 $ 22,104 $ 22,104 $ 23,000 $ 23,000 $ (6,000) (6,000) -20.7% -20.7% $ 5,653,753 $ 5,653,753 $ 5,042,523 $ 5,042,523 $ 5,466,022 $ 5,466,022 $ 4,608,019 $ 344,440 4,952,459 $ 5,296,477 $ 5,296,477 $ (169,545) (169,545) -3.1% N/A -3.1% SOURCES $ 4,008,191 $ (24) 4,008,167 $ 4,204,187 $ 4,204,187 $ 4,204,187 $ 4,204,187 $ 3,951,904 $ 3,951,904 $ 4,204,187 $ 4,204,187 $ - 0.0% N/A 0.0% $ SOURCES $ 19,338 $ 19,338 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 17,781 $ 17,781 $ 25,000 $ 25,000 $ - 0.0% 0.0% $ SOURCES $ 392,535 $ 392,535 $ 386,633 $ 386,633 $ 386,633 $ 386,633 $ 346,310 $ 346,310 $ 386,633 $ 386,633 $ - 0.0% 0.0% SOURCES $ $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2010 ADOPTED 10,174,754 $ 9,687,343 $ 10,110,842 $ 8,946,118 $ 9,935,297 $ (24) $ - $ - $ 344,440 $ - $ 10,174,730 $ 9,687,343 $ 10,110,842 $ 9,290,558 $ 9,935,297 $ FY 2009 FY 2010 FY 2010 FY 2010 FY 2011 ACTUAL ADOPTED REVISED FORECAST ADOPTED (175,545) -1.7% N/A (175,545) -1.7% REV VS ADPT VAR % $ FUND TOTAL USES $ 16,303,531 $ 16,303,531 $ 16,449,965 $ 16,449,965 $ 15,699,965 $ 15,699,965 $ 14,428,793 $ 14,428,793 $ 16,124,198 $ 16,124,198 $ (424,233) (424,233) -2.7% -2.7% $ USES $ 5,252,358 $ 5,252,358 $ 5,042,523 $ 5,042,523 $ 5,466,022 $ 5,466,022 $ 4,608,019 $ 4,608,019 $ 5,296,477 $ 5,296,477 $ 169,545 169,545 3.1% 3.1% $ USES $ 4,678,659 $ 779,609 5,458,268 $ 4,204,187 $ 4,204,187 $ 4,204,187 $ 146,000 4,350,187 $ 4,188,729 $ 4,188,729 $ 4,204,187 $ 4,204,187 $ 146,000 146,000 0.0% 100.0% 3.4% $ USES $ 23,351 $ 23,351 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 24,883 $ 24,883 $ 25,000 $ 25,000 $ - 0.0% 0.0% $ USES $ 32,359,204 $ 32,359,204 $ 33,651,118 $ 33,651,118 $ 33,651,118 $ 33,651,118 $ 30,143,038 $ 30,143,038 $ 33,206,895 $ 33,206,895 $ 444,223 444,223 1.3% 1.3% $ USES $ 288,673 $ 288,673 $ 386,633 $ 386,633 $ 386,633 $ 386,633 $ 340,791 $ 340,791 $ 386,633 $ 386,633 $ - 0.0% 0.0% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 58,905,776 $ 779,609 $ 59,685,385 $ 59,759,426 $ - $ 59,759,426 $ 59,432,925 $ 146,000 $ 59,578,925 $ 53,734,253 $ - $ 53,734,253 $ 59,243,390 $ - $ 59,243,390 $ 189,535 146,000 335,535 0.3% 100.0% 0.6% 227 JUVENILE PROBATION GRANTS OPERATING FUND TOTAL 228 JUVENILE PROBATION SPECIAL FEE OPERATING NON-RECURRING FUND TOTAL 229 JUVENILE RESTITUTION OPERATING FUND TOTAL 255 DETENTION OPERATIONS OPERATING FUND TOTAL 275 JUVENILE PROBATION DIVERSION OPERATING FUND TOTAL 559 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Staffing by Program and Activity PROGRAM / ACTIVITY ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT RISK MANAGEMENT PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP DATA CENTER GIS APPLICATION DEV AND SUPP PROGRAM TOTAL JUVENILE DETENTION ALTERNATIVE TO JUV SECURE CARE JUV DET BEHAVIORAL HEALTH JUV DETENTION ASSESSMENT JUV DETENTION MEDICAL HEALTH JUV PRE DISPO SECURE CARE PROGRAM TOTAL JUVENILE EARLY INTERVENTION JUV CRIME AND TRUANCY PREV JUVENILE COURT DIVERSION JUVENILE TEEN COURT PROGRAM TOTAL JUVENILE PROBATION SUPERVISION JUV INTENSIVE PROB SUPERVISION JUV STANDARD PROB SUPERVISION JUVENILE SEX OFFENDER SUPV PRE DISPOSITION INVESTIGATIONS RESIDENTIAL DUAL WARD SUPV PROGRAM TOTAL JUVENILE TREATMENT JUV NON RESIDENTIAL TREATMENT JUV SEX OFFENDER TREATMENT JUVENILE DRUG TREATMENT JUVENILE SKILLS DEVELOPMENT YOUTH RECOVERY ACADEMY PROGRAM TOTAL DEPARTMENT TOTAL FY 2009 ADOPTED FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV TO ADPT VAR % 0.90 12.50 22.70 10.15 3.50 0.25 50.00 0.50 10.50 1.50 7.95 0.30 0.25 21.00 0.50 10.50 1.50 7.95 0.30 0.25 21.00 0.50 11.50 1.50 6.95 0.30 0.25 21.00 0.50 11.50 1.50 6.95 0.30 0.25 21.00 1.00 (1.00) - 0.0% 9.5% 0.0% -12.6% 0.0% 0.0% 0.0% 1.00 3.00 0.50 4.50 1.00 2.00 0.50 3.50 1.00 2.00 0.50 3.50 1.00 2.00 0.50 3.50 1.00 2.00 0.50 3.50 - 0.0% 0.0% 0.0% 0.0% 25.00 12.00 23.00 24.00 379.10 463.10 24.00 9.00 21.00 23.00 327.10 404.10 24.00 9.00 21.00 23.00 327.10 404.10 24.00 8.00 23.00 23.00 322.10 400.10 24.00 8.00 22.00 23.00 322.10 399.10 (1.00) 1.00 (5.00) (5.00) 0.0% -11.1% 4.8% 0.0% -1.5% -1.2% 29.10 49.60 7.00 85.70 22.50 50.20 6.00 78.70 22.50 50.20 6.00 78.70 24.35 47.35 6.00 77.70 24.35 45.35 6.00 75.70 1.85 (4.85) (3.00) 8.2% -9.7% 0.0% -3.8% 58.60 173.10 1.20 37.60 0.60 271.10 48.70 150.00 1.20 29.10 0.60 229.60 48.70 150.00 1.20 29.10 0.60 229.60 46.70 156.90 0.40 29.20 0.40 233.60 46.70 156.90 0.40 29.20 0.40 233.60 (2.00) 6.90 (0.80) 0.10 (0.20) 4.00 -4.1% 4.6% -66.7% 0.3% -33.3% 1.7% 12.20 1.90 2.60 10.00 1.00 27.70 902.10 12.20 0.90 1.60 6.00 20.70 757.60 12.20 0.90 1.60 6.00 20.70 757.60 11.20 0.90 1.10 6.00 19.20 755.10 11.20 0.90 1.10 6.00 19.20 752.10 (1.00) (0.50) (1.50) (5.50) -8.2% 0.0% -31.3% 0.0% N/A -7.2% -0.7% 560 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Staffing by Market Range Title MARKET RANGE TITLE Department Total Accountant Accounting Specialist Admin/Operations Specialist Administrative Supervisor Administrator Collections Supervisor Collector Counseling Supervisor Counselor Deputy Director Detention Ofcr Coord-Probation Detention Ofcr Supv -Probation Detention Officer - Probation Director - Probation Executive Assistant Financial Supervisor - Dept General Laborer Health Educator Info Systems Manager Justice System Clerk Justice System Clerk Lead Justice System Clerk Supv Licensed Practical Nurse Management Analyst Management Assistant Managing Physician Medical Assistant Nurse - Correctional Nurse Pract/Phys Asst Nursing Supervisor Office Assistant Specialized Operations/Program Manager Operations/Program Supervisor Physician Probation Manager Probation Officer Probation Officer Supervisor Procurement Specialist Program Coordinator Psychologist Surveillance Officer Department Total FY 2009 ADOPTED 1,246.00 2.00 11.00 3.00 1.00 1.00 1.00 3.00 2.00 9.00 3.00 13.00 16.00 313.10 1.00 1.00 1.00 21.00 5.00 1.00 46.00 1.00 7.00 1.00 3.00 1.00 1.00 4.00 12.00 1.00 2.00 8.00 7.00 298.00 39.00 2.00 3.00 3.00 55.00 902.10 FY 2010 ADOPTED 1,050.00 2.00 3.00 1.00 6.50 3.00 12.00 13.00 266.10 1.00 20.00 5.00 40.00 1.00 6.00 1.00 2.00 1.00 4.00 12.00 2.00 2.00 1.00 1.00 7.00 255.00 35.00 3.00 2.00 50.00 757.60 FY 2010 REVISED 1,050.00 2.00 3.00 1.00 6.50 3.00 12.00 13.00 266.10 1.00 20.00 5.00 40.00 1.00 6.00 1.00 2.00 1.00 4.00 12.00 2.00 2.00 1.00 1.00 7.00 255.00 35.00 3.00 2.00 50.00 757.60 FY 2010 FORECAST 1,098.50 2.00 3.00 6.00 3.00 25.00 265.10 1.00 1.00 20.00 5.00 40.00 1.00 5.00 1.00 2.00 1.00 4.00 12.00 2.00 2.00 1.00 1.00 6.00 260.00 33.00 3.00 2.00 48.00 755.10 FY 2011 ADOPTED 1,064.50 2.00 3.00 6.00 3.00 25.00 265.10 1.00 1.00 20.00 5.00 40.00 1.00 5.00 1.00 2.00 1.00 4.00 12.00 2.00 2.00 1.00 1.00 6.00 257.00 33.00 3.00 2.00 48.00 752.10 REV TO ADPT VAR % 14.50 1.4% N/A 0.0% 0.0% N/A N/A N/A N/A (1.00) -100.0% (0.50) -7.7% 0.0% (12.00) -100.0% 12.00 92.3% (1.00) -0.4% 0.0% 1.00 N/A N/A 0.0% 0.0% N/A 0.0% 0.0% (1.00) -16.7% 0.0% 0.0% 0.0% N/A 0.0% 0.0% 0.0% N/A 0.0% 1.00 N/A (1.00) -100.0% 0.0% (1.00) -14.3% 2.00 0.8% (2.00) -5.7% N/A 0.0% 0.0% (2.00) -4.0% (5.50) -0.7% FY 2010 REVISED 281.50 61.00 410.10 5.00 757.60 FY 2010 FORECAST 281.00 63.00 406.10 5.00 755.10 FY 2011 ADOPTED 281.00 61.00 405.10 5.00 752.10 REV TO ADPT VAR % (0.50) -0.2% 0.0% (5.00) -1.2% 0.0% (5.50) -0.7% Staffing by Fund FUND 100 - GENERAL 227 - JUVENILE PROBATION GRANTS 255 - DETENTION OPERATIONS 275 - JUVENILE PROBATION DIVERSION DEPARTMENT TOTAL FY 2009 ADOPTED 354.00 68.00 475.10 5.00 902.10 FY 2010 ADOPTED 281.50 61.00 410.10 5.00 757.60 Significant Variance Analysis The number of youth detainees is expected to decline slightly which allows the department to reduce positions without negatively impacting services. The positions eliminated in the budget were vacant as a result of employee attrition. 561 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation General Adjustments Base Adjustments: General Fund (100) • Increase Regular Benefits by $300,108 for employee health and dental premium increases. • Increase Regular Benefits by $746,564 for retirement contribution rate increase. • The expenditure budget is reduced by $840,629 as a result of rightsizing Other Personnel Services ($228,012), General Supplies ($332,617), Other Services ($230,000), Education and Training ($25,000) and Postage/Freight/Shipping ($25,000) to FY 2010 forecasted levels. • The expenditure budget is reduced by $274,650 as a result of increasing Personnel Savings from 3% to 5%. • The expenditure budget is reduced by $27,192 as a result of the required savings associated with employee participation in the Post Employment Health Plan Enhancement Program (PEHPEP). • The revenue budget is reduced by $6,000 as a result of declining miscellaneous revenue. • The expenditure budget is increased by $339,160 as a result of allocating the payment made to the State for risk management charges from the Adult Probation Fees Fund (201). • The expenditure budget is reduced by $557,774 as a result of right-sizing the indirect cost allocation to the Detention Fund (255). Juvenile Probation Grants Fund (227) • Increase Regular Benefits by $67,284 for employee health and dental premium increases. • Increase Regular Benefits by $158,527 for retirement contribution rate increase. • The expenditure budget is reduced by $225,811 as a result of rightsizing Other Personnel Services to FY 2010 forecasted levels; thus offsetting increase to employee compensation and benefits. • The department expects grant revenue to decline. Revenues ($169,545) and expenditures ($169,545) are reduced, accordingly. • The expenditure budget is reduced by $158,438 as a result of the required savings associated with employee participation in the Post Employment Health Plan Enhancement Program (PEHPEP) which is offset by an adjustment to Personnel Savings for a net impact of zero. Detention Fund (255) • Increase Regular Benefits by $433,715 for employee health and dental premium increases. • Increase Regular Benefits by $857,956 for retirement contribution rate increase. • The expenditure budget is reduced by $1,592,104 as a result of right-sizing Other Personnel Services ($175,828); Temporary Pay ($67,932); Overtime ($253,978); General Supplies ($194,782); Supplies Allocation In ($36,798); Healthcare Services ($322,662) and Services Allocation In ($20,758) to FY 2010 forecasted levels. Further, expenditures are reduced by $519,366 as a result of 2010 overfunded retirement contributions. • The expenditure budget is reduced by $688,159 as a result of increasing Personnel Savings from 3% to 6%. • The expenditure budget is reduced by $13,405 as a result of savings associated with employee participation in the Post Employment Health Plan Enhancement Program (PEHPEP). • The expenditure budget is increased by $557,774 as a result of right-sizing the indirect cost allocation from the General Fund (100). • The expenditure budget is reduced by $82,706 as a result of the required savings associated with employee participation in the Post Employment Health Plan Enhancement Program (PEHPEP) which is offset by an adjustment to Personnel Savings for a net impact of zero. 562 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Juvenile Probation Diversion Fund (275) • Increase Regular Benefits by $5,340 for employee health and dental premium increases. • Increase Regular Benefits by $15,112 for retirement contribution rate increase. • The expenditure budget is reduced by $20,452 as a result of rightsizing Other Personnel Services to FY 2010 forecasted levels; thus offsetting the increase to employee compensation and benefits. Programs and Activities Juvenile Detention Program The purpose of the Juvenile Detention Program is to provide a structured detention setting for juvenile offenders so that they can appear for court hearings and not re-offend upon release into the community. Program Results Measure Description Percent of juveniles not committing a new delinquent offense while in a Detention Alternative. Percent of juvenile offenders who are detained. Percent of comprehensive medical examinations that were provided within the appropriate (seven day) timeframe. Percent of juveniles who appear in court. FY 2009 ACTUAL 81.4% FY 2010 REVISED 79.9% FY 2011 ADOPTED 85.0% 89.6% 100.0% 85.0% (15.0%) -15.0% 100.6% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 0.0% 0.0% Activities that comprise this program include: • Alternatives to Juvenile Secure Care • Juvenile Detention Assessment Center • Juvenile Pre-Disposition Secure Care • • REV VS ADPT VAR % 5.1% 6.4% Juvenile Detention Medical Health Juvenile Detention Behavioral Health Alternatives to Juvenile Secure Care Activity The purpose of the Alternatives to Juvenile Secure Care Activity is to provide community-based alternatives to secure care detention for juvenile offenders so that they can remain in their community while ensuring their appearance in court and do not commit further offenses. Mandates: A.R.S. §36-601 outlines public nuisances dangerous to public health and A.R.S. §36-136 establishes the powers and duties of the department of health services and the power to delegate authority to local and county government. 563 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Demand Efficiency Measure Description Percent of juveniles not committing a new delinquent offense while in a Detention Alternative. Average daily population of juvenile offenders participating in a Detention Alternative. Average daily population of juvenile offenders brought to detention by law enforcement or court order who are eligible for a Detention Alternative. Cost (daily) per juvenile offender participating in a Detention Alternative. Department Strategic Plans and Budgets Juvenile Probation FY 2009 ACTUAL 81.4% FY 2010 REVISED 79.9% FY 2011 ADOPTED 85.0% REV VS ADPT VAR % 5.1% 6.4% 324 447 412 (35) -7.8% 324 447 412 (35) -7.8% $ 10,867.31 $ 8,798.69 $ 8,424.42 $ 374.26 4.3% 227 - JUVENILE PROBATION GRANTS TOTAL SOURCES $ $ 79,312 79,312 $ $ 414,043 414,043 $ $ 414,043 414,043 $ $ - 0.0% 0.0% 100 - GENERAL 227 - JUVENILE PROBATION GRANTS 255 - DETENTION OPERATIONS TOTAL USES $ 203,154 125,165 3,189,972 $ 3,518,291 $ 227,771 436,660 3,268,582 $ 3,933,013 $ 263,156 111,147 3,096,560 $ 3,470,863 $ Revenue Expenditure $ (35,385) 325,513 172,022 462,150 -15.5% 74.5% 5.3% 11.8% Juvenile Detention Assessment Center (JDAC) Activity The purpose of the Juvenile Detention Assessment Center (JDAC) Activity is to assess and recommend initial placement for juvenile offenders presented to detention so that they can be placed in an environment that best meets the needs of the juvenile and the community thus ensuring that the juvenile shows up for court and community safety is enhanced. Mandates: This is not a mandated activity of the Juvenile Probation Department. Measure Type Result Output Demand Efficiency Expenditure Measure Description Percent of juvenile offenders who are detained. Number of juvenile offenders who are assessed. Number of juvenile offenders brought to detention by local law enforcement or court order. Cost per juvenile assessed. FY 2009 ACTUAL 89.6% $ 255 - DETENTION OPERATIONS TOTAL USES $ 1,686,094 $ 1,686,094 FY 2010 REVISED 100.0% FY 2011 ADOPTED 85.0% REV VS ADPT VAR % (15.0%) -15.0% 6,915 9,292 9,712 420 4.5% 7,757 10,325 10,325 - 0.0% 243.83 $ 167.19 $ 1,553,539 $ 1,553,539 $ 181.06 $ (13.87) -8.3% $ 1,758,455 $ 1,758,455 $ $ (204,916) (204,916) -13.2% -13.2% Juvenile Detention Medical Health Activity The purpose of the Juvenile Detention Medical Health Activity is to provide mandated medical treatment and services to juveniles placed in detention so that they can maintain and/or improve their physical well-being. Mandates: A.R.S. §8-342 establishes that before commitment to the department of juvenile corrections, every child shall be given a medical examination. 564 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Output Demand Efficiency Expenditure Department Strategic Plans and Budgets Juvenile Probation Measure Description Percent of comprehensive medical examinations that were provided within the appropriate (seven day) timeframe. Number of comprehensive medical examinations provided Number of medical services provided. Number of requested or required medical services. Cost per medical service provided. FY 2009 ACTUAL 100.6% $ 255 - DETENTION OPERATIONS TOTAL USES $ 2,445,796 $ 2,445,796 FY 2010 REVISED 100.0% FY 2011 ADOPTED 100.0% REV VS ADPT VAR % 0.0% 0.0% 76,254 11,860 11,860 - 0.0% 76,254 76,254 103,710 103,710 103,710 103,710 - 0.0% 0.0% 32.07 $ 24.26 $ 2,515,977 $ 2,515,977 $ 24.04 $ 0.22 0.9% $ 2,493,562 $ 2,493,562 $ $ 22,415 22,415 0.9% 0.9% Juvenile Pre-Disposition Secure Care Activity The purpose of the Juvenile Detention Pre-Disposition Secure Care Activity is to provide a safe, healthy environment for juveniles so that their physical, emotional and educational needs are met while ensuring their appearance in court. Mandates: A.R.S. §8-305 establishes that the county shall maintain a detention center, separate from adult detention facilities, where juveniles can be detained when necessary before or after a hearing or as a condition of probation. Otherwise juveniles may be temporarily detained in adult detention centers as long as they are separated from adult detainees completely. The Board of Supervisors may choose to contract with a third-party to provide that service. Measure Type Result Output Output Demand Efficiency Measure Description Percent of juveniles who appear in court. Number of juveniles who are scheduled to appear in court. Average daily population of juveniles detained pre-disposition. Average daily population of juveniles admitted to Pre-Disposition Secure Care Detention. Cost (daily) per juvenile detained predisposition. FY 2009 ACTUAL 100.0% 222 FY 2010 REVISED 100.0% 272 REV VS ADPT VAR % 0.0% 0.0% (7) -2.6% FY 2011 ADOPTED 100.0% 265 222 272 265 (7) -2.6% 222 272 265 (7) -2.6% $ 385.92 $ 244.27 $ 242.16 $ 2.11 $ 61,581 630,554 692,135 $ 15,000 504,931 519,931 $ 9,000 504,931 513,931 $ (6,000) (6,000) 511,893 23,739,209 $ 24,251,102 $ 421,155 23,001,678 $ 23,422,833 $ 0.9% Revenue 100 - GENERAL 227 - JUVENILE PROBATION GRANTS TOTAL SOURCES $ $ $ $ -40.0% 0.0% -1.2% Expenditure 100 - GENERAL 227 - JUVENILE PROBATION GRANTS 255 - DETENTION OPERATIONS TOTAL USES $ 80,247 505,064 22,582,641 $ 23,167,952 $ $ 90,738 737,531 828,269 N/A 17.7% 3.1% 3.4% Juvenile Detention Behavioral Health Activity The purpose of the Juvenile Detention Behavioral Health Activity is to provide mandated behavioral health care for juvenile offenders placed in detention so that they can maintain and/or improve their mental well-being. Mandates: A.R.S. §§8-272, 8-273, and 8-341.01 establishes residential treatment services to address the child's behavioral, psychological, social or mental health needs. A.R.S. §8-342 establishes that 565 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation before commitment to the department of juvenile corrections, every child shall be given a medical examination. Measure Type Result Output Demand Efficiency Expenditure Measure Description FY 2009 ACTUAL N/A 8,897 FY 2010 REVISED N/A 8,924 FY 2011 ADOPTED N/A 8,924 9,157 9,200 9,200 TBD Number of behavioral health services provided. Number of behavioral health services requested. Cost per behavioral health service provided. $ 76.55 $ 94.95 $ 93.71 255 - DETENTION OPERATIONS TOTAL USES $ $ 681,053 681,053 $ $ 847,304 847,304 $ $ 836,274 836,274 REV VS ADPT VAR % N/A N/A 0.0% - 0.0% $ 1.24 1.3% $ $ 11,030 11,030 1.3% 1.3% Juvenile Early Intervention Program The purpose of the Juvenile Early Intervention Program is to provide Prevention and Diversion opportunities to juveniles and families to prevent juvenile crime. Program Results Measure Description Percent of juvenile offenders who successfully completed Juvenile Court Diversion within the Percent of juveniles who received Juvenile Crime and Truancy Prevention services during the reporting period Percentage of juveniles that successfully complete Teen Court in the prior 12 months and are not referred to Juvenile Court by the end of the reporting period. FY 2009 ACTUAL 83.6% FY 2010 REVISED 88.0% FY 2011 ADOPTED 83.0% REV VS ADPT VAR % (5.0%) -5.7% 70.9% 95.0% 100.0% 5.0% 5.3% 85.4% 95.0% 82.9% (12.1%) -12.7% Activities that comprise this program include: • • Juvenile Court Diversion Juvenile Teen Court ● Juvenile Crime & Truancy Prevention Juvenile Court Diversion Activity The purpose of the Juvenile Court Diversion Activity is to divert juvenile offenders from the formal court process by providing alternatives to formal court intervention for juvenile offenders and their families so that they can avoid future entry into juvenile justice processes. Mandates: A.R.S. §8-321 establishes that the County Attorney may choose to divert juvenile offenders – so long as the offense is not violent or repeat – from the standard court proceedings to alternative processes. 566 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Demand Efficiency Measure Description Percent of juvenile offenders who successfully completed Juvenile Court Diversion within the last 12 months and were not referred for a delinquent offense by the end of the reporting period. Number of eligible juvenile offenders who receive Diversion services. Number of eligible juvenile offenders referred to Juvenile Probation for a Diversion service. Cost per eligible juvenile who received Diversion services. Department Strategic Plans and Budgets Juvenile Probation FY 2009 ACTUAL 83.6% $ FY 2010 REVISED 88.0% FY 2011 ADOPTED 83.0% REV VS ADPT VAR % (5.0%) -5.7% 15,349 15,512 11,534 (3,978) -25.6% 15,349 15,512 11,534 (3,978) -25.6% 191.67 $ 200.06 $ 285.89 $ (85.83) -42.9% (423,499) (423,499) -15.0% 0.0% 0.0% -13.1% 91,185 (301,623) (4,720) 21,030 (194,128) 11.2% -15.5% 0.0% -2.3% 18.7% -6.3% Revenue 227 - JUVENILE PROBATION GRANTS 229 - JUVENILE RESTITUTION 275 - JUVENILE PROBATION DIVERSION TOTAL SOURCES $ 2,842,572 16,643 373,230 $ 3,232,445 $ 2,829,801 25,000 386,633 $ 3,241,434 $ 2,406,302 25,000 386,633 $ 2,817,935 $ 100 - GENERAL 227 - JUVENILE PROBATION GRANTS 229 - JUVENILE RESTITUTION 255 - DETENTION OPERATIONS 275 - JUVENILE PROBATION DIVERSION TOTAL USES $ $ $ $ $ Expenditure 583,271 2,060,686 23,351 204,237 70,439 $ 2,941,984 813,461 1,949,752 25,000 202,442 112,717 $ 3,103,372 722,276 2,251,375 25,000 207,162 91,687 $ 3,297,500 $ Activity Narrative: The demand and output reduction for this activity are based on a change implemented at the end of FY2010 by the Maricopa County Attorney's Office in diversion eligible referrals being referred to an outside contract vendor for diversion services versus the department. Juvenile Crime and Truancy Prevention Activity The purpose of the Crime & Truancy Prevention Activity is to provide crisis counseling and referral services, delinquency and truancy prevention information, and law-related education to juveniles and their families to prevent juvenile crime. Mandates: This is not a mandated activity of the Juvenile Probation Department. Measure Type Result Output Demand Efficiency Measure FY 2009 FY 2010 FY 2011 Description ACTUAL REVISED ADOPTED Percent of juveniles who received Juvenile 70.9% 95.0% 100.0% Crime and Truancy Prevention services during the reporting period Number of juveniles receiving services from 34,398 28,500 28,350 prevention programs Number of juveniles referred to prevention 37,084 31,500 31,500 programs. Cost per juvenile receiving services from $ 61.96 $ 72.19 $ 64.00 $ prevention programs. REV VS ADPT VAR % 5.0% 5.3% (150) -0.5% - 0.0% 8.19 11.3% Revenue 227 - JUVENILE PROBATION GRANTS TOTAL SOURCES $ 1,803,946 $ 1,803,946 $ 1,104,541 $ 1,104,541 $ 1,358,495 $ 1,358,495 $ $ 253,954 253,954 23.0% 23.0% 100 - GENERAL 227 - JUVENILE PROBATION GRANTS 255 - DETENTION OPERATIONS 275 - JUVENILE PROBATION DIVERSION TOTAL USES $ $ $ $ 48,964 206,242 (3,318) (8,860) 243,028 26.9% 12.7% -2.6% -7.3% 11.8% Expenditure 318,046 1,560,851 191,092 61,253 $ 2,131,242 567 181,701 1,625,294 128,857 121,612 $ 2,057,464 132,737 1,419,052 132,175 130,472 $ 1,814,436 $ Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Juvenile Teen Court Activity The purpose of the Juvenile Teen Court Activity is to provide educational courtroom simulations as a community-based alternative to formal court intervention to juveniles and families so that they can avoid future offenses. Mandates: This is not a mandated activity of the Juvenile Probation Department. Measure Type Result Output Demand Efficiency Expenditure Measure Description Percentage of juveniles that successfully complete Teen Court in the prior 12 months and are not referred to Juvenile Court by the end of the reporting period. Number of eligible juveniles who participate in Teen Court. Number of juvenile offenders eligible to be referred to Teen Court. Cost per juvenile participating in Teen Court. 100 - GENERAL 227 - JUVENILE PROBATION GRANTS 275 - JUVENILE PROBATION DIVERSION TOTAL USES FY 2009 ACTUAL 85.4% FY 2010 REVISED 95.0% REV VS ADPT VAR % (12.1%) -12.7% FY 2011 ADOPTED 82.9% 1,748 2,115 1,980 (135) -6.4% 1,748 2,115 1,980 (135) -6.4% $ 210.96 $ 207.53 $ 221.55 $ (14.02) -6.8% $ 168,407 115,340 85,006 368,753 $ 252,398 104,625 81,904 438,927 $ 256,658 106,977 75,036 438,671 $ (4,260) (2,352) 6,868 256 -1.7% -2.2% 8.4% 0.1% $ $ $ $ Juvenile Probation Supervision Program The purpose of the Juvenile Probation Supervision Program is to provide appropriate levels of community supervision to adjudicated juveniles who have been placed on probation so that they can become law abiding members of the community. 568 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Program Results Measure Description Percent of juveniles supervised by the Residential Dual Ward Supervision Unit that Percent of Juvenile Intensive Probation Supervision (JIPS) probationers successfully released from probation in the prior twelve months that did not have a new delinquent referral by the end of the reporting period. Percent of pre-adjudication/pre-disposition reports completed on time during the reporting period Percent of Judicial Officers who report that they are satisified with Pre-Disposition Investigation Reports. Percent of probationers successfully released from Standard probation in the prior 12 months that did not have a new delinquent referral by the end of the reporting period. Percent of probationers supervised within the community by the Juvenile Sex Offender/Special Supervision Unit. Percent of probationers supervised by the Juvenile Sex Offender/Special Supervision Unit that do not receive a subsequent referral for sexual offenses within the prior 12 months. FY 2009 ACTUAL 24.1% FY 2010 REVISED 90.8% FY 2011 ADOPTED 56.1% 101.9% 79.9% 71.0% (8.9%) -11.2% 100.0% 100.0% 94.9% (5.1%) -5.1% N/A 90.9% 90.9% 0.0% 0.0% 52.8% 89.0% 78.0% (11.0%) -12.4% 0.0% 13.1% 75.0% 61.9% 471.4% 93.3% 95.0% 98.6% 3.6% 3.8% Activities that comprise this program include: • Residential Dual Ward Supervision • Juvenile Intensive Probation Supervision • • • REV VS ADPT VAR % (34.7%) -38.2% Juvenile Standard Probation Supervision Pre-Disposition Investigations Juvenile Sex Offender Supervision Residential Dual Ward Supervision Activity The purpose of the Juvenile Residential Dual Ward Supervision Activity is to provide systems coordination and the appropriate level of supervision to dually adjudicated juveniles so that they can comply with the orders of the court and avoid future criminal behavior. Mandates: This activity supports the overall mandate of the Juvenile Probation Supervision Program. 569 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Demand Efficiency Measure Description Percent of juveniles supervised by the Residential Dual Ward Supervision Unit that are successfully released from probation within the prior 12 months and not referred to the juvenile court for a delinquent offense by the end of the reporting period Average daily population of probationers supervised within the Residential Dual Ward Unit Average daily population of Residential Dual Ward probationers Average Daily Cost per dual ward probationer supervised. Department Strategic Plans and Budgets Juvenile Probation FY 2009 ACTUAL 54.0% FY 2010 REVISED 90.8% FY 2011 ADOPTED 56.1% REV VS ADPT VAR % (34.7%) -38.2% 181 140 180 40 28.6% 181 140 180 40 28.6% $ 168.28 $ 296.99 $ 161.91 $ 135.08 45.5% $ $ 30,459 30,459 $ $ 41,578 41,578 $ $ 29,144 29,144 $ $ 12,434 12,434 29.9% 29.9% Expenditure 100 - GENERAL TOTAL USES Activity Narrative: The demand and output increases for this activity are based on the department’s continual efforts to reduce the detention population by using alternative placements for youthful offenders in combination with allowing Probation Officers to maintain the supervision of the youthful offender after their release from the alternative placement. Juvenile Intensive Probation Supervision Activity The purpose of the Juvenile Intensive Probation Supervision Activity is to provide statutorily mandated supervision to juveniles so that they can comply with the orders of the Court and avoid future criminal behavior. Mandates: The activity supports the overall mandate of the Juvenile Probation Supervision Program. A.R.S. §8-352 establishes the conditions for intensive probation under the supervision of a juvenile probation officer. Measure Type Result Output Demand Efficiency Measure FY 2009 FY 2010 FY 2011 Description ACTUAL REVISED ADOPTED Percent of Juvenile Intensive Probation 71.0% 79.9% 71.0% Supervision (JIPS) probationers successfully released from probation in the prior twelve months that did not have a new delinquent referral by the end of the reporting period. Average daily population of juveniles 476 409 410 supervised on JIPS as ordered by the court. Average daily population of juveniles placed 476 409 410 on JIPS as ordered by the court. Cost (daily) per juvenile supervised on JIPS as $ 6,860.18 $ 8,068.99 $ 6,366.80 $ ordered by the court. REV VS ADPT VAR % (8.9%) -11.2% 1 0.2% 1 0.2% 1,702.19 21.1% 691,445 (1,619) 689,826 22.0% -1.0% 20.9% Expenditure 100 - GENERAL 227 - JUVENILE PROBATION GRANTS TOTAL USES $ 3,257,771 7,673 $ 3,265,444 $ 3,142,107 158,109 $ 3,300,216 $ 2,450,662 159,728 $ 2,610,390 $ $ Juvenile Pre-Disposition Investigations Activity The purpose of the Juvenile Pre-Disposition Investigations Activity is to provide investigative reports to the court so that decisions can be made. 570 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Mandates: A.R.S. §12-253 establishes the duty of juvenile probation officers to prepare reports, including pre-disposition reports, at the direction of the court. Measure Type Result Result Output Output Demand Efficiency Expenditure Measure Description Percent of pre-adjudication/pre-disposition reports completed on time during the reporting period Percent of Judicial Officers who report that they are satisified with Pre-Disposition Investigation Reports. Number of Judicial Officers Number of pre-adjudication/pre-disposition reports completed during the reporting period Number of pre-adjudication/pre-disposition reports ordered to be completed during the reporting period Cost per Pre-Disposition Investigation Case $ FY 2009 ACTUAL 100.0% FY 2010 REVISED 100.0% FY 2011 ADOPTED 94.9% 90.9% 90.9% 90.9% 0.0% 0.0% 22 3,916 22 3,686 22 4,486 800 0.0% 21.7% 3,916 3,686 4,486 800 21.7% 64.64 11.6% 542.54 $ 556.66 $ REV VS ADPT VAR % (5.1%) -5.1% 492.02 $ 100 - GENERAL $ 1,485,989 227 - JUVENILE PROBATION GRANTS 7,916 228 - JUVENILE PROBATION SPECIAL FEE 630,672 $ 1,414,479 6,709 630,672 $ 1,568,187 8,328 630,672 $ (153,708) (1,619) - -10.9% -24.1% 0.0% TOTAL USES $ 2,051,860 $ 2,207,187 $ (155,327) -7.6% $ 2,124,577 Activity Narrative: The demand and output increases for this activity are based on a change implemented at the end of FY2010 by the Maricopa County Attorney's Office in diversion eligible shoplifting referrals being referred to an outside contract vendor for diversion services. The department expects youthful offenders and their families to be unable or unwilling to pay the cost associated with using the contract vendor’s Diversion Programs. Juvenile Standard Probation Supervision Activity The purpose of the Juvenile Standard Supervision Activity is to provide the appropriate level of supervision to adjudicated juveniles so that they can comply with the orders of the Court and avoid future criminal behavior. Mandates: This activity supports the overall mandate of the Juvenile Probation Supervision Program. 571 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Output Demand Efficiency Measure Description Percent of probationers successfully released from Standard probation in the prior 12 months that did not have a new delinquent referral by the end of the reporting period. Number of probationers released from Standard probation in the prior 12 months Average daily population of juveniles served by standard probation. Average daily population of juveniles placed on standard probation or investigative status as ordered by the court. Cost (daily) per juvenile served by standard probation. Department Strategic Plans and Budgets Juvenile Probation FY 2009 ACTUAL 77.6% $ FY 2010 REVISED 89.0% REV VS ADPT VAR % (11.0%) -12.4% FY 2011 ADOPTED 78.0% 2,895 2,942 2,870 (72) -2.4% 4,280 4,111 4,650 539 13.1% 4,280 4,111 4,650 539 13.1% 2,380.69 $ 2,332.84 $ 2,060.65 $ 272.19 11.7% 100 - GENERAL $ 227 - JUVENILE PROBATION GRANTS 228 - JUVENILE PROBATION SPECIAL FEE (12) $ 311,665 578,510 5,999 182,847 585,489 $ 5,999 182,847 552,934 $ (32,555) 0.0% 0.0% -5.6% TOTAL SOURCES 890,163 774,335 $ 741,780 $ (32,555) -4.2% Revenue $ $ Expenditure 100 - GENERAL $ 6,032,353 227 - JUVENILE PROBATION GRANTS 158,088 228 - JUVENILE PROBATION SPECIAL FEE 3,998,892 $ 4,913,106 225,277 3,701,935 $ 5,642,602 383,473 3,555,935 $ (729,496) (158,196) 146,000 -14.8% -70.2% 3.9% TOTAL USES $ 8,840,318 $ 9,582,010 $ (741,692) -8.4% $ 10,189,333 Activity Narrative: The demand and output increases for this activity are based on a change implemented at the end of FY2010 by the Maricopa County Attorney's Office in diversion eligible referrals being referred to an outside contract vendor for diversion services. The department expects youthful offenders and their families to be unable or unwilling to pay the cost associated with using the contract vendor’s Diversion Programs; thus having to be placed on Standard Probation as their only alternative. Juvenile Sex Offender Supervision Activity The purpose of the Juvenile Sex Offender Supervision Activity is to provide systems coordination and the appropriate level of supervision to juveniles adjudicated of sexual offenses so that they can comply with the orders of the Court and avoid future criminal behavior. Mandates: This activity supports the overall mandate of the Juvenile Probation Supervision Program. 572 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Output Demand Efficiency Measure Description Percent of probationers supervised within the community by the Juvenile Sex Offender/Special Supervision Unit. Percent of probationers supervised by the Juvenile Sex Offender/Special Supervision Unit that do not receive a subsequent referral for sexual offenses within the prior 12 months. Average daily population of juveniles supervised by the Juvenile Sex Offender/Special Supervision Unit. Average daily population of juveniles referred for a sexual offense. Cost per juvenile supervised within the Juvenile Sex Offender Unit. Department Strategic Plans and Budgets Juvenile Probation FY 2009 ACTUAL 0.0% FY 2010 REVISED 75.0% FY 2011 ADOPTED 75.0% 93.3% 95.0% 98.6% 224 220 224 220 REV VS ADPT VAR % 0.0% 0.0% 3.6% 3.8% 220 - 0.0% 220 - 0.0% $ 608.82 $ 228.79 $ 135.64 $ 93.15 40.7% $ $ 34,094 34,094 $ $ 73,212 73,212 $ $ 29,841 29,841 $ $ 43,371 43,371 59.2% 59.2% Expenditure 100 - GENERAL TOTAL USES Juvenile Treatment Program The purpose of the Juvenile Treatment Program is to provide individualized treatment to juvenile offenders so that they can meet their legal obligations and avoid future criminal behavior. 573 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Program Results Measure Description Percent of juvenile offenders who participated in skills development programming in the last Percent of juvenile offenders who successfully completed Drug Treatment within the prior 12 months and were not referred to the juvenile court for a delinquent offense by the end of the reporting period. Percent of juvenile offenders who successfully completed Non-Residential Treatment within the prior 12 months and were not referred to the juvenile court for a delinquent offense by the end of the reporting period. FY 2009 ACTUAL 85.0% FY 2010 REVISED 96.2% FY 2011 ADOPTED 90.0% 66.0% 71.1% 71.9% 0.9% 1.2% 90.0% 75.0% 85.7% 10.7% 14.3% Percent of juvenile offenders who successfully completed Residential Treatment within the prior 12 months and were not referred to the juvenile court for a delinquent offense by the end of the reporting period 78.0% 89.1% 76.7% (12.4%) -13.9% Percent of juvenile offenders who successfully completed Juvenile Sex Offender Treatment within the prior 12 months and were not referred to the juvenile court for a delinquent offense by the end of the reporting period. 91.0% 100.0% 92.0% (8.0%) -8.0% Activities that comprise this program include: • Juvenile Skills Development • Juvenile Non-Residential Treatment • Juvenile Sex Offender Treatment • Juvenile Drug Treatment • Juvenile Residential Treatment 574 REV VS ADPT VAR % (6.2%) -6.4% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Juvenile Skills Development Activity The purpose of the Juvenile Skills Development Activity is to provide vocational rehabilitation and community service opportunities to juvenile offenders so that they can satisfy legal obligations while learning job skills. Mandates: A.R.S. §36-601 outlines public nuisances dangerous to public health and A.R.S. §36-136 establishes the powers and duties of the department of health services and the power to delegate authority to local and county government. Measure Type Result Output Demand Efficiency Measure Description Percent of juvenile offenders who participated in skills development programming in the last 12 months and did not re-offend by the end of the reporting period. Number of juvenile offenders participating in Juvenile Skills Development. Number of juvenile offenders referred to or ordered into Juvenile Skills Development. Cost per juvenile offender participating in Juvenile Skills Development. FY 2009 ACTUAL 94.0% FY 2010 REVISED 90.0% REV VS ADPT VAR % 0.0% 0.0% FY 2011 ADOPTED 90.0% 35,648 28,500 28,500 - 0.0% 37,820 31,500 31,500 - 0.0% $ 7.90 $ 47.52 $ 10.95 $ 36.56 76.9% (7,540) $ (7,540) $ - $ $ - $ $ - N/A N/A 298,210 1,900 300,110 $ 310,253 1,900 312,153 $ Revenue 227 - JUVENILE PROBATION GRANTS TOTAL SOURCES $ $ 100 - GENERAL 227 - JUVENILE PROBATION GRANTS TOTAL USES $ Expenditure $ 266,617 15,127 281,744 $ $ $ $ (12,043) (12,043) -4.0% 0.0% -4.0% Juvenile Drug Treatment Activity The purpose of the Drug Treatment Activity is to provide substance abuse based treatment to juvenile offenders so that they can become law-abiding citizens and avoid future criminal behavior. Mandates: This is not a mandated activity of the Juvenile Probation Department. Measure Type Result Output Demand Efficiency Measure Description Percent of juvenile offenders who successfully completed Drug Treatment within the prior 12 months and were not referred to the juvenile court for a delinquent offense by the end of the reporting period. Number of juvenile offenders who receive Drug Treatment. Number of juvenile offenders referred to drug treatment. Cost per juvenile offender who received drug treatment. FY 2009 ACTUAL 71.4% FY 2010 REVISED 72.0% REV VS ADPT VAR % (0.1%) -0.1% FY 2011 ADOPTED 71.9% 178 178 178 - 0.0% 178 178 178 - 0.0% $ 441.14 $ 686.28 $ 558.19 $ 128.09 18.7% $ 78,523 78,523 $ 118,958 3,200 122,158 $ 96,157 3,200 99,357 $ 22,801 22,801 19.2% 0.0% 18.7% Expenditure 100 - GENERAL 227 - JUVENILE PROBATION GRANTS TOTAL USES $ 575 $ $ $ Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Juvenile Non-Residential Treatment Activity The purpose of the Juvenile Non-Residential Treatment Activity is to provide therapeutic sessions and structured activities to juvenile offenders so that they can become accountable for their own behavior and avoid future criminal involvement. Mandates: This is not a mandated activity of the Juvenile Probation Department. Measure Type Result Output Demand Efficiency Measure FY 2009 FY 2010 FY 2011 Description ACTUAL REVISED ADOPTED 90.0% 88.2% 85.7% Percent of juvenile offenders who successfully completed Non-Residential Treatment within the prior 12 months and were not referred to the juvenile court for a delinquent offense by the end of the reporting period. Number of juvenile offenders who receive Non22 26 28 Residential Treatment. 30 30 30 Number of juvenile offenders referred or ordered by the court into Non-Residential Treatment. Cost per juvenile offender who receives Non$ 20,372.00 $ 16,826.88 $ 15,150.82 $ Residential Treatment. REV VS ADPT VAR % (2.5%) -2.8% 2 7.7% - 0.0% 1,676.06 10.0% Revenue 227 - JUVENILE PROBATION GRANTS TOTAL SOURCES $ $ - $ $ 112,562 112,562 $ $ 112,562 112,562 $ $ - 0.0% 0.0% 100 - GENERAL 227 - JUVENILE PROBATION GRANTS TOTAL USES $ 284,502 163,682 448,184 $ 313,556 123,943 437,499 $ 310,450 113,773 424,223 $ 3,106 10,170 13,276 1.0% 8.2% 3.0% Expenditure $ $ $ $ Juvenile Residential Treatment Activity The purpose of the Juvenile Residential Treatment Activity is to provide therapeutic sessions and structured activities to juvenile offenders so that they can become accountable for their own behavior and avoid future criminal involvement. Mandates: This is not a mandated activity of the Juvenile Probation Department. Measure Type Result Measure Description Percent of juvenile offenders who successfully completed Residential Treatment within the prior 12 months and were not referred to the juvenile court for a delinquent offense by the end of the reporting period Output Number of juvenile offenders who receive residential treatment. TBD Cost per juvenile offender who receives residential treatment Demand Efficiency FY 2009 ACTUAL 80.0% $ FY 2010 REVISED 89.1% REV VS ADPT VAR % (12.4%) -13.9% FY 2011 ADOPTED 76.7% 360 350 344 N/A 924.63 $ N/A 904.90 $ N/A 842.44 $ (6) -1.7% N/A 62.46 N/A 6.9% - 0.0% 0.0% Revenue 227 - JUVENILE PROBATION GRANTS TOTAL SOURCES $ $ - $ $ 317,297 317,297 $ $ 317,297 317,297 $ $ 100 - GENERAL 227 - JUVENILE PROBATION GRANTS TOTAL USES $ 240,743 92,123 332,866 $ 250,596 66,118 316,714 $ 221,932 67,867 289,799 $ Expenditure $ 576 $ $ $ 28,664 (1,749) 26,915 11.4% -2.6% 8.5% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Juvenile Sex Offender Treatment Activity The purpose of the Sex Offender Treatment Activity is to provide specialized treatment to juvenile offenders so that they can become law-abiding citizens, thereby avoiding future court involvement. Mandates: This is not a mandated activity of the Juvenile Probation Department. Measure Type Result Output Output Demand Efficiency Measure Description Percent of juvenile offenders who successfully completed Juvenile Sex Offender Treatment within the prior 12 months and were not referred to the juvenile court for a delinquent offense by the end of the reporting period. Number of juvenile offenders who successfully completed Juvenile Sex Offender Treatment within the prior 12 months Number of juvenile offenders who receive sex offender treatment. Number of juvenile offenders referred to sex offender treatment. Cost per juvenile offender who received sex offender treatment. FY 2009 ACTUAL 96.0% FY 2010 REVISED 100.0% REV VS ADPT VAR % (8.0%) -8.0% FY 2011 ADOPTED 92.0% 49 50 50 - 0.0% 69 70 70 - 0.0% 70 70 70 - 0.0% $ 438.22 $ 480.64 $ 514.06 $ (33.42) -7.0% $ $ 30,237 30,237 $ $ 33,645 33,645 $ $ 35,984 35,984 $ $ (2,339) (2,339) -7.0% -7.0% Expenditure 100 - GENERAL TOTAL USES 577 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2010 Adopted Budget Adjustments: Reallocations Jud Branch Interdeptl Transfer 16,449,965 $ 29,000 $ (750,000) $ (750,000) - $ 15,699,965 $ 29,000 $ (11,354) $ (11,354) 750,000 $ 750,000 - $ 16,438,611 $ 29,000 $ 1,046,672 $ 300,108 746,564 (1,115,279) $ (840,629) - (274,650) - Agenda Item: MEMO FY 2010 Revised Budget Adjustments: Budget Balancing PEHPEP FY 09 Adjustments Reallocations Jud Branch Interdeptl Transfer $ Agenda Item: C-49-09-066-2-00 $ MEMO FY 2011 Budget Target Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Rightsize Other Personnel Services Rightsize General Supplies Rightsize Other Services Rightsize Education and Training Rightsize Postage/Freight/Shipping Personnel Savings Rightsize Personnel Savings to 5% Budget Balancing PEHPEP FY 10 Adjustments C-49-10-032-M-00 Fees and Other Revenues ProgRevenue Volume Inc/Dec Rightsize revenue based on FY10 Forecast Other Mandates State Risk Management Charges Increase Personnel Services Allocation In for State Risk Mgmt. charges from Adult Probation Feees Fund (201) Reallocations Reallocation Between Funds Increase Indirect Cost Allocation Out to Juvenile Probation Detention Fund (255) $ $ (228,012) (332,617) (230,000) (25,000) (25,000) $ (274,650) $ $ $ (27,192) $ (27,192) - $ - (6,000) (6,000) (6,000) $ 339,160 $ 339,160 - $ (557,774) $ (557,774) - FY 2011 Recommended Budget Percent Change from Target Amount $ 16,124,198 $ -1.9% 23,000 -20.7% FY 2011 Tentative Budget $ 16,124,198 $ -1.9% 23,000 -20.7% $ 16,124,198 $ -1.9% 23,000 -20.7% $ $ 339,160 (557,774) Percent Change from Target Amount FY 2011 Adopted Budget Percent Change from Target Amount 578 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Juvenile Probation Grants Fund (227) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 5,042,523 $ 5,042,523 $ 423,499 $ 423,499 423,499 423,499 FY 2010 Revised Budget $ 5,466,022 $ 5,466,022 FY 2011 Budget Target $ 5,466,022 $ 5,466,022 $ 225,811 $ 67,284 158,527 (225,811) $ (225,811) - Adjustments: Grants, Donations and Intergovernmental Agreements Grants Juv Prob FY 10 Grant Recon Agenda Item: C-27-10-003-2-00 Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Reduce Other Personnel Services to offset increase in employee compensation and benefits Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation $ $ (225,811) $ (169,545) $ (169,545) (169,545) (169,545) FY 2011 Recommended Budget Percent Change from Target Amount $ 5,296,477 $ -3.1% 5,296,477 -3.1% FY 2011 Tentative Budget $ 5,296,477 $ -3.1% 5,296,477 -3.1% $ - $ 158,438 $ 158,438 - $ (158,438) $ (158,438) - $ 5,296,477 $ -3.1% 5,296,477 -3.1% Percent Change from Target Amount Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Personnel Savings offset for PEHPEP FY10 Adjustments Budget Balancing PEHPEP FY 10 Adjustments Agenda Item: $ $ 158,438 C-49-10-032-M-00 FY 2011 Adopted Budget Percent Change from Target Amount 579 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Juvenile Probation Grants Fund (227) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED Sources: Operating Non-Recurring Total Sources: $ 5,653,753 $ 5,653,753 $ 5,042,523 $ 5,042,523 $ 5,466,022 $ 5,466,022 $ 4,608,019 344,440 $ 4,952,459 $ 5,296,477 $ 5,296,477 Uses: Operating Total Uses: $ 5,252,358 $ 5,252,358 $ 5,042,523 $ 5,042,523 $ 5,466,022 $ 5,466,022 $ 4,608,019 $ 4,608,019 $ 5,296,477 $ 5,296,477 Structural Balance $ $ - $ - $ - $ - Accounting Adjustments $ (164,539) $ - $ - $ - $ - $ - $ (23,795) (23,795) $ - $ (595,635) (595,635) $ 320,645 320,645 $ 320,645 320,645 $ - $ (595,635) (595,635) $ (595,635) $ FY 2011 ADOPTED $ 401,395 (595,635) $ FY 2010 FORECAST Beginning Spendable Fund Balance Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance (260,651) $ FY 2010 REVISED (23,795) $ $ 320,645 Juvenile Probation Special Fees Fund (228) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 4,204,187 $ 4,204,187 FY 2010 Revised Budget $ 4,204,187 $ 4,204,187 FY 2011 Budget Target $ 4,204,187 $ 4,204,187 FY 2011 Recommended Budget Percent Change from Target Amount $ 4,204,187 $ 0.0% 4,204,187 0.0% FY 2011 Tentative Budget $ 4,204,187 $ 0.0% 4,204,187 0.0% $ 4,204,187 $ 0.0% 4,204,187 0.0% Percent Change from Target Amount FY 2011 Adopted Budget Percent Change from Target Amount 580 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Juvenile Probation Special Fees Fund (228) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED $ FY 2010 REVISED 809,196 $ 2,133,504 Sources: Operating Non-Recurring Total Sources: $ 4,008,191 $ 4,204,187 (24) $ 4,008,167 $ 4,204,187 $ 4,204,187 $ 4,204,187 $ 3,951,904 $ 3,951,904 $ 4,204,187 $ 4,204,187 Uses: Operating Non-Recurring Total Uses: $ 4,678,659 779,609 $ 5,458,268 $ 4,204,187 146,000 $ 4,350,187 $ 4,188,729 $ 4,188,729 $ 4,204,187 $ 4,204,187 Structural Balance $ - $ - $ Accounting Adjustments $ 17 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 683,420 683,420 $ $ 809,196 809,196 $ $ 663,196 663,196 $ $ 446,595 446,595 $ $ 446,595 446,595 (670,468) $ 809,196 $ 683,420 FY 2011 ADOPTED Beginning Spendable Fund Balance $ 4,204,187 $ 4,204,187 $ FY 2010 FORECAST $ 446,595 (236,825) $ - Juvenile Probation Restitution Fund (229) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 25,000 $ 25,000 FY 2010 Revised Budget $ 25,000 $ 25,000 FY 2011 Budget Target $ 25,000 $ 25,000 FY 2011 Recommended Budget Percent Change from Target Amount $ 25,000 $ 0.0% 25,000 0.0% FY 2011 Tentative Budget $ 25,000 $ 0.0% 25,000 0.0% $ 25,000 $ 0.0% 25,000 0.0% Percent Change from Target Amount FY 2011 Adopted Budget Percent Change from Target Amount 581 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Juvenile Probation Restitution Fund (229) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED Beginning Spendable Fund Balance $ 89,791 $ 87,986 $ 87,986 $ 85,777 $ 78,675 Sources: Operating Total Sources: $ $ 19,338 19,338 $ $ 25,000 25,000 $ $ 25,000 25,000 $ $ 17,781 17,781 $ $ 25,000 25,000 Uses: Operating Total Uses: $ $ 23,351 23,351 $ $ 25,000 25,000 $ $ 25,000 25,000 $ $ 24,883 24,883 $ $ 25,000 25,000 Structural Balance $ (4,013) $ - $ - $ (7,102) $ - Accounting Adjustments $ (1) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 87,986 87,986 $ $ 87,986 87,986 $ $ 78,675 78,675 $ $ 78,675 78,675 85,777 85,777 $ $ 582 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Juvenile Detention Fund (255) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 33,651,118 $ - FY 2010 Revised Budget $ 33,651,118 $ - FY 2011 Budget Target $ 33,651,118 $ - $ 1,291,671 $ 433,715 857,956 (2,280,263) $ (1,592,104) - (688,159) - Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Rightsize Other Personnel Services $ Rightsize Rent & Operating Leases Request Under Target Personnel Savings Rightsize Personnel Savings to 6% $ Budget Balancing PEHPEP FY 10 Adjustments C-49-10-032-M-00 Reallocations Reallocation Between Funds Increase Indirect Cost Allocation In from Juvenile Probation General Fund (100) $ $ (806,330) (228,000) (557,774) (688,159) $ $ (13,405) $ (13,405) 557,774 $ 557,774 - 557,774 FY 2011 Recommended Budget Percent Change from Target Amount $ 33,206,895 $ -1.3% - FY 2011 Tentative Budget $ 33,206,895 $ -1.3% - $ - $ 82,706 $ 82,706 - $ (82,706) $ (82,706) - $ 33,206,895 $ -1.3% - Percent Change from Target Amount Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Personnel Savings offset for PEHPEP FY10 Adjustments Budget Balancing PEHPEP FY 10 Adjustments Agenda Item: $ $ 82,706 C-49-10-032-M-00 FY 2011 Adopted Budget Percent Change from Target Amount 583 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Juvenile Probation Diversion Fund (275) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 386,633 $ 386,633 FY 2010 Revised Budget $ 386,633 $ 386,633 FY 2011 Budget Target Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Reduce Other Pay to offset increase in employee conpensation and benefits $ 386,633 $ 386,633 $ 20,452 $ 5,340 15,112 (20,452) $ (20,452) - $ $ (20,452) FY 2011 Recommended Budget Percent Change from Target Amount $ 386,633 $ 0.0% 386,633 0.0% FY 2011 Tentative Budget $ 386,633 $ 0.0% 386,633 0.0% $ 386,633 $ 0.0% 386,633 0.0% Percent Change from Target Amount FY 2011 Adopted Budget Percent Change from Target Amount Juvenile Probation Diversion Fund (275) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED Beginning Spendable Fund Balance $ 802,075 $ 948,756 $ 948,756 $ 905,938 $ 911,457 Sources: Operating Total Sources: $ $ 392,535 392,535 $ $ 386,633 386,633 $ $ 386,633 386,633 $ $ 346,310 346,310 $ $ 386,633 386,633 Uses: Operating Total Uses: $ $ 288,673 288,673 $ $ 386,633 386,633 $ $ 386,633 386,633 $ $ 340,791 340,791 $ $ 386,633 386,633 Structural Balance $ 103,862 $ - $ - $ 5,519 $ - Accounting Adjustments $ 1 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 905,938 905,938 $ $ 948,756 948,756 $ $ 948,756 948,756 $ $ 911,457 911,457 $ $ 911,457 911,457 584 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Management and Budget Management and Budget Analysis by Daniel Miller, Financial/Business Analyst Summary Mission The mission of the Office of Management and Budget (OMB) is to develop and maintain a sustainable, structurally-balanced budget for the Board of Supervisors and County Manager so that they can achieve the County’s mission within available resources. Vision Citizens serving citizens by working collaboratively, efficiently and innovatively. We will be responsive to our customers while being fiscally prudent. Strategic Goals • By July 2012, complete a review of county programs to delete non-essential services and improve the performance of other programs. Status: The Office of Management and Budget continues to work toward this goal. Sources and Uses by Program and Activity FY 2009 ACTUAL PROGRAM / ACTIVITY USES BDGT - BUDGETING HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % $ 2,226,100 $ 507,357 581,090 3,314,547 $ 2,038,028 $ 500,711 646,741 3,185,480 $ 2,038,028 $ 500,711 646,741 3,185,480 $ 1,898,443 $ 442,867 555,899 2,897,209 $ 2,190,588 $ 350,324 769,568 3,310,480 $ $ $ 8,040 $ 8,040 $ 687 $ 687 $ 687 $ 687 $ 685 $ 685 $ 687 $ 687 $ - 0.0% 0.0% TOTAL PROGRAMS $ 3,322,587 $ 3,186,167 $ 3,186,167 $ 2,897,894 $ 3,311,167 $ (125,000) -3.9% 585 (152,560) 150,387 (122,827) (125,000) -7.5% 30.0% -19.0% -3.9% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Management and Budget Sources and Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST REV VS ADPT VAR % FY 2011 ADOPTED 2,492,542 $ 685,493 77 (360,598) 462,970 3,280,484 $ 2,559,909 $ 693,644 44,873 (502,933) 315,636 3,111,129 $ 2,559,909 $ 693,644 44,873 (502,933) 315,636 3,111,129 $ 2,220,925 $ 597,413 (306,194) 315,636 2,827,780 $ 2,322,784 $ 700,208 (157,818) 345,552 3,210,726 $ 7,064 $ 7,064 $ 33,957 $ 33,957 $ 33,957 $ 33,957 $ 12,982 $ 12,982 $ 13,357 $ 13,357 $ $ 4,471 $ 6,776 539 8,087 203 555 322 20,953 $ 6,300 $ 9,171 700 20,080 1,000 400 37,651 $ 6,300 $ 9,171 700 20,080 1,000 400 37,651 $ 21,397 $ 9,171 700 18,580 1,500 3,000 400 54,748 $ 53,011 $ 9,888 700 18,338 1,500 1,000 400 84,837 $ $ $ 14,086 $ 14,086 $ 3,430 $ 3,430 $ 3,430 $ 3,430 $ 2,384 $ 2,384 $ 2,247 $ 2,247 $ ALL EXPENDITURES $ 3,322,587 $ 3,186,167 $ 3,186,167 $ 2,897,894 $ 3,311,167 $ (125,000) -3.9% TOTAL USES $ 3,322,587 $ 3,186,167 $ 3,186,167 $ 2,897,894 $ 3,311,167 $ (125,000) -3.9% SUPPLIES 0801 - GENERAL SUPPLIES $ SUBTOTAL $ SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL CAPITAL 0950 - DEBT SERVICE SUBTOTAL $ 237,125 (6,564) 44,873 (345,115) (29,916) (99,597) 9.3% -0.9% 100.0% 68.6% -9.5% -3.2% 20,600 20,600 60.7% 60.7% (46,711) -741.4% (717) -7.8% 0.0% 1,742 8.7% (1,500) N/A 0.0% 0.0% (47,186) -125.3% 1,183 1,183 34.5% 34.5% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % $ FUND TOTAL USES $ 3,322,587 $ 3,322,587 $ 3,186,167 $ 3,186,167 $ 3,186,167 $ 3,186,167 $ 2,897,894 $ 2,897,894 $ 3,311,167 $ 3,311,167 $ (125,000) (125,000) -3.9% -3.9% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 3,322,587 $ 3,322,587 $ 3,186,167 $ 3,186,167 $ 3,186,167 $ 3,186,167 $ 2,897,894 $ 2,897,894 $ 3,311,167 $ 3,311,167 $ (125,000) (125,000) -3.9% -3.9% Staffing by Program and Activity PROGRAM / ACTIVITY ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT HUMAN RESOURCES PROGRAM TOTAL DEPARTMENT TOTAL FY 2009 ADOPTED 17.90 7.20 7.80 32.90 32.90 FY 2010 ADOPTED 17.90 6.69 7.18 31.77 31.77 586 FY 2010 REVISED 17.90 6.69 7.18 31.77 31.77 FY 2010 FORECAST 17.90 7.10 4.80 29.80 29.80 FY 2011 ADOPTED 18.90 7.10 4.80 30.80 30.80 REV TO ADPT VAR % 1.00 0.41 (2.38) (0.97) (0.97) 5.6% 6.1% -33.1% -3.0% -3.0% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Management and Budget Staffing by Market Range Title MARKET RANGE TITLE Administrator Budget Analyst Budget Pol/Compl Cnsltnt-Cnty Budget Supervisor Compensation Analyst Compensation Supervisor Consultant Deputy County Manager Deputy Director - Budget Finan/Business Analyst - Dept Human Resources Specialist Management Analyst Office Assistant Specialized Department Total FY 2009 ADOPTED 1.00 13.00 4.00 5.80 1.00 0.10 1.00 3.00 1.00 1.00 1.00 1.00 32.90 FY 2010 ADOPTED 12.00 4.00 5.18 1.00 0.59 1.00 3.00 1.00 1.00 2.00 1.00 31.77 FY 2010 REVISED 12.00 4.00 5.18 1.00 0.59 1.00 3.00 1.00 1.00 2.00 1.00 31.77 FY 2010 FORECAST 1.00 12.00 4.00 2.80 1.00 1.00 3.00 1.00 1.00 2.00 1.00 29.80 FY 2011 ADOPTED 1.00 12.00 1.00 4.00 2.80 1.00 1.00 3.00 1.00 1.00 2.00 1.00 30.80 REV TO ADPT VAR % 1.00 N/A 0.0% 1.00 N/A 0.0% (2.38) -45.9% 0.0% (0.59) -100.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% (0.97) -3.0% FY 2010 FORECAST 29.80 29.80 FY 2011 ADOPTED 30.80 30.80 REV TO ADPT VAR % (0.97) -3.0% (0.97) -3.0% Staffing by Fund DEPARTMENT / FUND 100 - GENERAL DEPARTMENT TOTAL FY 2009 ADOPTED 32.90 32.90 FY 2010 ADOPTED 31.77 31.77 FY 2010 REVISED 31.77 31.77 General Operating Adjustments • • Increase regular benefits by $10,330 for the FY 2010-11 retirement contribution rate. Increase regular benefits in the amount of $38,621 for employer health and dental premium increase. Base Adjustments: • Personnel costs are reduced by eliminating vacant positions, part-time contract positions and consolidating functions. Other Base Adjustments: • Increase expenses by $125,000 for a Budget/Policy Compliance Consultant. 587 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Management and Budget Appropriated Budget Reconciliations General Fund (100) MARICOPA COUNTY BUDGETING FOR RESULTS FY 2011 BUDGET RECONCILIATION 490 - MANAGEMENT AND BUDGET 100 - GENERAL OPERATING Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 3,186,167 $ - FY 2010 Revised Budget $ 3,186,167 $ - FY 2011 Budget Target $ 3,186,167 $ - $ 48,951 $ 38,621 10,330 (48,951) $ (48,951) - Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Budget Reductions $ FY 2011 Recommended Budget Percent Change from Target Amount $ 3,186,167 $ 0.0% - FY 2011 Tentative Budget Percent Change from Target Amount $ 3,186,167 $ 0.0% - $ - $ 125,000 $ 125,000 3,311,167 $ 3.9% - Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Budget Reductions FY 2011 Adopted Budget Percent Change from Target Amount Agenda Item: $ $ 588 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Materials Management Materials Management Analysis by Mary Driessen, Management & Budget Analyst Summary Mission The mission of Materials Management is to provide strategic and tactical procurement, printing, and records management services to County departments so they can effectively support the County's mission. Vision Customers will consider Materials Management's support critical to the successful accomplishment of their mission. Strategic Goals • By June 30, 2011, obtain funding, implement, and maintain selected technology solutions to allow Materials Management to integrate its operations into a countywide electronic paperless business environment. Status: In December 2009, Materials Management received Board approval to move forward with the purchase and development of an electronic procurement application. In coordination with the Department of Finance, Materials Management is currently developing the project plan that will transform County procurement into a highly-competitive, connected enterprise with people, practices, processes and data drawn together into a single, relevant force that not only drives business forward, but begins to reveal new achievable opportunities for continuous improvement. Materials Management plans for County-wide implementation by July 1, 2010. Sources and Uses by Program and Activity FY 2009 ACTUAL PROGRAM / ACTIVITY SOURCES GCCT - CONTRACT PRINTING SERVICES GCMP - PRINTING SERVICES PCPT - PROCUREMENT SERVICES 73BS - BUSINESS SERVICES $ FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % $ 13,374 $ 829,853 340,132 1,183,359 $ 36,000 $ 968,711 457,849 1,462,560 $ 36,000 $ 968,711 457,849 1,462,560 $ 22,878 $ 650,356 760,801 1,434,035 $ 18,000 $ 788,795 457,849 1,264,644 $ (18,000) (179,916) (197,916) -50.0% -18.6% 0.0% -13.5% TOTAL PROGRAMS $ 1,183,359 $ 1,462,560 $ 1,462,560 $ 1,434,035 $ 1,264,644 $ (197,916) -13.5% 94,999 $ 56,507 834,659 1,658,428 1,875 2,646,468 $ 103,584 $ 52,318 879,708 1,602,711 15,596 2,653,917 $ 103,584 $ 52,318 912,080 1,602,711 15,596 2,686,289 $ 31,703 $ 53,872 721,742 1,521,079 14,001 2,342,397 $ 49,282 $ 53,423 644,112 1,783,941 15,676 2,546,434 $ 54,302 (1,105) 267,968 (181,230) (80) 139,855 52.4% -2.1% 29.4% -11.3% -0.5% 5.2% 25,182 $ 36,724 148,535 210,441 $ 22,135 $ 35,047 138,720 195,902 $ 22,135 $ 35,047 326,720 383,902 $ 22,262 $ 34,220 292,053 348,535 $ - $ 207,746 207,746 $ 22,135 35,047 118,974 176,156 100.0% 100.0% 36.4% 45.9% $ 43,238 $ 8,732 51,970 $ 31,230 $ 7,916 39,146 $ 31,230 $ 54,000 7,916 93,146 $ 31,230 $ 19,600 7,483 58,313 $ 67,416 $ 6,660 74,076 $ (36,186) 54,000 1,256 19,070 -115.9% 100.0% 15.9% 20.5% TOTAL PROGRAMS $ 2,908,879 $ 2,888,965 $ 3,163,337 $ 2,749,245 $ 2,828,256 $ USES BENT - SMALL BUSINESS ENTERPRISE GCCT - CONTRACT PRINTING SERVICES GCMP - PRINTING SERVICES PCPT - PROCUREMENT SERVICES RMPT - RECORDS MANAGEMENT SERVICES 73BS - BUSINESS SERVICES $ $ FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 589 335,081 10.6% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Materials Management Sources and Uses by Category CATEGORY CHARGES FOR SERVICE 0636 - INTERNAL SERVICE CHARGES $ SUBTOTAL $ MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ FY 2009 ACTUAL FY 2010 ADOPTED 784,707 784,707 $ $ 398,652 $ 398,652 $ FY 2010 REVISED 1,004,711 1,004,711 FY 2010 FORECAST REV VS ADPT VAR % FY 2011 ADOPTED $ $ 1,004,711 $ 1,004,711 $ 673,234 $ 673,234 $ 806,795 $ 806,795 $ 457,849 $ 457,849 $ 457,849 $ 457,849 $ 760,801 $ 760,801 $ 457,849 457,849 $ $ ALL REVENUES $ 1,183,359 $ 1,462,560 $ 1,462,560 $ 1,434,035 $ 1,264,644 $ TOTAL SOURCES $ 1,183,359 FY 2009 ACTUAL $ 1,462,560 FY 2010 ADOPTED $ 1,462,560 FY 2010 REVISED $ 1,434,035 FY 2010 FORECAST $ 1,264,644 $ FY 2011 ADOPTED CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ (197,916) (197,916) - -19.7% -19.7% 0.0% 0.0% (197,916) -13.5% (197,916) -13.5% REV VS ADPT VAR % 1,956,842 $ 844 589,316 11,929 (57,672) 57,672 2,558,931 $ 1,878,809 $ 566,024 (35,503) 48,117 2,457,447 $ 1,878,809 $ 566,024 54,000 (35,503) 48,117 2,511,447 $ 1,773,306 $ 12,596 38 527,108 27,104 (35,501) 39,712 2,344,363 $ 1,835,616 $ 580,496 (60,401) 37,476 2,393,187 $ 43,193 (14,472) 54,000 24,898 10,641 118,260 2.3% N/A N/A -2.6% 100.0% -70.1% 22.1% 4.7% SUBTOTAL $ 230,482 $ 592 1,702 232,776 $ 237,733 $ 600 4,750 243,083 $ 237,733 $ 600 4,750 243,083 $ 167,913 $ 430 1,451 169,794 $ 127,952 $ 870 128,822 $ 109,781 (270) 4,750 114,261 46.2% -45.0% 100.0% 47.0% SERVICES 0812 - OTHER SERVICES $ 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL $ 6,607 $ 11,896 32,602 939 4,673 1,586 3,431 61,734 $ 22,148 $ 15,673 77,000 10,623 13,300 7,829 5,620 152,193 $ 210,148 $ 15,673 77,000 10,623 13,300 7,829 5,620 340,193 $ 105,047 $ 8,302 28,862 9,257 9,024 4,474 2,884 167,850 $ 123,910 $ 9,018 70,500 15,396 7,575 7,778 1,702 235,879 $ 86,238 6,655 6,500 (4,773) 5,725 51 3,918 104,314 41.0% 42.5% 8.4% -44.9% 43.0% 0.7% 69.7% 30.7% SUBTOTAL $ - $ 12,200 12,200 $ - $ 5,012 5,012 $ 32,372 $ 5,012 37,384 $ 32,372 $ 3,636 36,008 $ - $ 2,952 2,952 $ 32,372 2,060 34,432 100.0% 41.1% 92.1% ALL EXPENDITURES $ 2,865,641 $ 2,857,735 $ 3,132,107 $ 2,718,015 $ 2,760,840 $ 371,267 11.9% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 43,238 $ 43,238 $ 31,230 $ 31,230 $ 31,230 $ 31,230 $ 31,230 $ 31,230 $ 67,416 $ 67,416 $ TOTAL USES $ 2,908,879 $ 2,888,965 $ 3,163,337 $ 2,749,245 $ 2,828,256 $ SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT CAPITAL 0920 - CAPITAL EQUIPMENT 0950 - DEBT SERVICE $ $ (36,186) -115.9% (36,186) -115.9% 335,081 10.6% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % $ FUND TOTAL SOURCES $ 340,132 $ 340,132 $ 457,849 $ 457,849 $ 457,849 $ 457,849 $ 760,801 $ 760,801 $ 457,849 $ 457,849 $ $ FUND TOTAL SOURCES $ 843,227 $ 843,227 $ 1,004,711 $ 1,004,711 $ 1,004,711 $ 1,004,711 $ 673,234 $ 673,234 $ 806,795 $ 806,795 $ (197,916) (197,916) -19.7% -19.7% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 1,183,359 $ 1,183,359 $ 1,462,560 $ 1,462,560 $ 1,462,560 $ 1,462,560 $ 1,434,035 $ 1,434,035 $ 1,264,644 $ 1,264,644 $ (197,916) (197,916) -13.5% -13.5% 673 REPROGRAPHICS OPERATING 590 - 0.0% 0.0% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Materials Management Sources and Uses by Fund and Function (continued) FY 2009 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING $ FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % 1,912,699 $ 1,912,699 $ 1,884,254 $ 1,884,254 $ 1,978,254 $ 148,000 2,126,254 $ 1,759,225 $ 142,086 1,901,311 $ 1,952,701 $ 68,760 2,021,461 $ 25,553 79,240 104,793 1.3% 53.5% 4.9% FUND TOTAL USES $ 983,516 $ 12,664 996,180 $ 1,004,711 $ 1,004,711 $ 1,004,711 $ 32,372 1,037,083 $ 815,562 $ 32,372 847,934 $ 806,795 $ 806,795 $ 197,916 32,372 230,288 19.7% 100.0% 22.2% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 2,896,215 $ 12,664 $ 2,908,879 $ 2,888,965 $ - $ 2,888,965 $ 2,982,965 $ 180,372 $ 3,163,337 $ 2,574,787 $ 174,458 $ 2,749,245 $ 2,759,496 $ 68,760 $ 2,828,256 $ 223,469 111,612 335,081 7.5% 61.9% 10.6% FUND TOTAL USES $ 673 REPROGRAPHICS OPERATING NON-RECURRING $ Staffing by Program and Activity PROGRAM / ACTIVITY 730 - MATERIALS MANAGEMENT ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROGRAM TOTAL BUSINESS SERVICES CONTRACT PRINTING SERVICES PRINTING SERVICES PROCUREMENT SERVICES RECORDS MANAGEMENT SERVICES SMALL BUSINESS ENTERPRISE PROGRAM TOTAL DEPARTMENT TOTAL FY 2009 ADOPTED FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED 1.10 0.40 0.60 2.10 1.00 0.35 0.55 1.90 1.00 0.35 0.55 1.90 1.50 0.35 0.55 2.40 1.65 1.65 0.85 10.15 20.90 1.00 2.00 34.90 37.00 0.85 10.15 19.90 0.20 1.00 32.10 34.00 0.85 10.15 19.90 0.20 1.00 32.10 34.00 0.85 8.15 21.40 0.20 0.50 31.10 33.50 0.85 8.15 22.65 0.20 0.50 32.35 34.00 REV TO ADPT VAR % 0.65 65.0% (0.35) -100.0% (0.55) -100.0% (0.25) -13.2% (2.00) 2.75 (0.50) 0.25 - 0.0% -19.7% 13.8% 0.0% -50.0% 0.8% 0.0% Staffing by Market Range Title MARKET RANGE TITLE 730 - MATERIALS MANAGEMENT Business/Systems Analyst-Sr/Ld Computer Operations Supv Deputy Director Director - Materials Mgt Financial Support Supv - Dept Grant-Contract Administrator Human Resources Specialist Office Assistant Office Assistant Specialized Operations/Program Supervisor Procurement Officer - County Procurement Specialist Procurement Supervisor -County Program Coordinator Programmer/Analyst Reprographic Technician Web Designer/Developer Department Total FY 2009 ADOPTED 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 5.00 2.00 8.00 2.00 3.00 1.00 7.00 1.00 37.00 FY 2010 ADOPTED 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 5.00 2.00 8.00 2.00 1.00 1.00 7.00 34.00 591 FY 2010 REVISED 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 5.00 2.00 8.00 2.00 1.00 1.00 7.00 34.00 FY 2010 FORECAST 1.00 1.00 1.00 1.00 2.00 1.00 1.00 4.00 1.50 9.00 1.00 2.00 1.00 1.00 6.00 33.50 FY 2011 ADOPTED 1.00 1.00 1.00 1.00 2.00 1.00 1.00 4.00 1.50 9.00 1.00 2.50 1.00 1.00 6.00 34.00 REV TO ADPT VAR % 0.0% (1.00) -100.0% 0.0% 0.0% 0.0% 1.00 100.0% 0.0% 0.0% (1.00) -20.0% (0.50) -25.0% 1.00 12.5% 1.00 N/A 0.50 25.0% 0.0% 0.0% (1.00) -14.3% N/A 0.0% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Materials Management Staffing by Fund FUND 730 - MATERIALS MANAGEMENT 100 - GENERAL 673 - REPROGRAPHICS DEPARTMENT TOTAL FY 2009 ADOPTED FY 2010 ADOPTED 26.00 11.00 37.00 FY 2010 REVISED 23.00 11.00 34.00 23.00 11.00 34.00 FY 2010 FORECAST 24.50 9.00 33.50 FY 2011 ADOPTED REV TO ADPT VAR % 25.00 9.00 34.00 2.00 (2.00) - 8.7% -18.2% 0.0% Significant Variance Analysis – Personnel In FY 2010-11, the Department inactivated 2 positions in the Reprographics division and created 2 positions for Procurement services. This is due to the increase in demand for Procurement services and the decrease in demand for reprographics. General Adjustments Personnel: Health Insurance premiums of medical and dental coverage and employer costs for retirement/long-term disability are increasing a total of $38,786 for FY 2010-11. Supplies, Other Services, Travel, Education and Postage are being decreased to accommodate this increase. Revenue: Revenue for contract printing services is expected to decrease in FY 2010-11 due to the reduced level that is being requested. The Department anticipates a continuation in declining printing requests while County departments struggle with reduced resources. Programs and Activities Business Services Program The purpose of the Business Services Program is to provide products and services associated with procurement, printing, and records management to customers and the public so that they can satisfy their customer's needs at the lowest cost and highest quality. Program Results Measure Description Percent of Certified Agency Procurement Aids (CAPAs) that are utilizing small business enterprises for non-contract procurements. Percent of total procurement transactions less than $50,000 awarded to Small Business Enterprises. Percent of respondents indicating very satisfied or satisfied on the Graphics Services Customer Satisfaction survey. Percent of respondents indicating very satisfied or satisfied on the Procurement Customer Satisfaction survey. Percent of respondents indicating satisfied or very satisfied on the Records Management Customer Satisfaction survey. REV VS ADPT VAR % 0.0% 0.0% FY 2009 ACTUAL N/A FY 2010 REVISED 13.3% FY 2011 ADOPTED 13.3% 26.5% 20.3% 20.3% 0.0% 0.0% 98.0% 100.0% 100.0% 0.0% 0.0% 98.0% 76.1% 95.7% 19.6% 25.7% 98.0% 89.1% 89.1% 0.0% 0.0% 592 Maricopa County Annual Business Strategies FY 2010-11 Adopted Department Strategic Plans and Budgets Materials Management Activities that comprise this program include: • Small Business Enterprise • Contract Printing Services • Printing Services • • Procurement Services Records Management Services Small Business Enterprise Services Activity The purpose of the Small Business Enterprise Services Activity is to provide awareness, training, and opportunities to County departments and small businesses so they can participate in all Maricopa County procurements less than or equal to $50,000. Mandates: This is a non-mandated Activity. Measure Type Result Result Result Output Output Output Demand Efficiency Measure FY 2009 FY 2010 FY 2011 Description ACTUAL REVISED ADOPTED 26.5% 20.3% 20.3% Percent of total procurement transactions less than $50,000 awarded to Small Business Enterprises. N/A 13.3% 13.3% Percent of Certified Agency Procurement Aids (CAPAs) that are utilizing small business enterprises for non-contract procurements. 26.5% 20.3% 20.3% Percent of total procurement transactions less than $50,000 awarded to Small Business Enterprises. 2,298,708 2,000,000 2,000,000 Dollars spent with small business enterprises on non-contract procurements less than or equal to $50,000. 1,626 1,500 1,500 Number of procurement transactions less than $50,000 awarded to Small Business Enterprises. Number of total procurement transactions less 6,131 7,380 7,380 than $50,000. 6,131 7,380 7,380 Number of procurement transactions less than $50,000 available to Small Business Enterprises. Expenditure per dollar of small business $ 58.42 $ 69.06 $ 32.85 $ procurement transactions less than $50,000. REV VS ADPT VAR % 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% - 0.0% - 0.0% - 0.0% - 0.0% 36.20 52.4% 54,302 54,302 52.4% 52.4% Expenditure 100 - GENERAL TOTAL USES $ $ 94,999 94,999 $ $ 103,584 103,584 $ $ 49,282 49,282 $ $ Activity Narrative: The Department will reduce its full-time position to part-time, reducing expenditures and the efficiency. The Department is expected to maintain its same service levels as FY 2009-10 and the FY 2010-11 budget will enable the department to maintain those service levels. The number of procurement transactions available to Small Businesses increased from FY 2009-10 as a result of departments increasing small dollar purchases. However, the number of transactions awarded decreased from FY 2008-09 to FY 2009-10 because of increased efforts to direct departments to contracts. The number of procurement transactions less than $50,000 that were awarded to Small Business Enterprises decreased from FY 2008-09 to FY 2009-10 due to departments’ uncertainty whether there would be budget reductions requested in FY 2009-10 by the County. Even with a part-time position, service levels will be maintained due to the new e-procurement system. The new system will allow greater visibility into vendor qualifications. 593 Maricopa County Annual Business Strategies FY 2010-11 Adopted Department Strategic Plans and Budgets Materials Management Contract Printing Services Activity The purpose of the Contract Printing Services Activity is to provide graphics contracts and contract administration services to County departments so that they can have access to professional and competitive private sector sources of printed materials. Mandates: This is a non-mandated Activity. Measure Type Result Output Demand Efficiency Revenue Measure FY 2009 FY 2010 FY 2011 Description ACTUAL REVISED ADOPTED Percent of respondents indicating very 98.0% 100.0% 100.0% satisfied or satisfied on the Graphics Services Customer Satisfaction survey. Number of contract orders completed. 653 600 420 Number of contract print orders requested. 653 600 420 Expenditure per contract order. $ 86.53 $ 87.20 $ 127.20 $ REV VS ADPT VAR % 0.0% 0.0% (180) (180) (40.00) -30.0% -30.0% -45.9% 673 - REPROGRAPHICS TOTAL SOURCES $ $ 13,374 13,374 $ $ 36,000 36,000 $ $ 18,000 18,000 $ $ (18,000) (18,000) -50.0% -50.0% 673 - REPROGRAPHICS TOTAL USES $ $ 56,507 56,507 $ $ 52,318 52,318 $ $ 53,423 53,423 $ $ (1,105) (1,105) -2.1% -2.1% Expenditure Activity Narrative: This activity is experiencing a decrease in demand for printed materials by departments. The staff has also taken an active role in suggesting appropriate alternatives to costly contract printing. The reduction in contract printing orders results in an increase in the cost per contract order and a decrease in revenue. Printing Services Activity The purpose of the Printing Services Activity is to provide a wide range of printing services to County departments so they can obtain high quality printed materials and technical support. Mandates: This is a non-mandated activity. Measure Type Result Output Output Demand Efficiency Efficiency Revenue REV VS ADPT Measure FY 2009 FY 2010 FY 2011 Description ACTUAL REVISED ADOPTED VAR % Percent of respondents indicating very 98.0% 100.0% 100.0% 0.0% 0.0% satisfied or satisfied on the Graphics Services Customer Satisfaction survey. Number of units completed. 26,862,825 25,126,664 17,900,000 (7,226,664) -28.8% Total dollars of printing service requests 771,242 969,003 788,500 (180,503) -18.6% completed. Number of units requested. 26,862,825 25,126,664 17,900,000 (7,226,664) -28.8% Expenditure per dollar of printing service $ 1.08 $ 0.94 $ 0.82 $ 0.12 13.2% requests completed. Expenditure per unit completed. $ 0.03 $ 0.04 $ 0.04 $ 0.00 0.9% 673 - REPROGRAPHICS TOTAL SOURCES $ $ 829,853 829,853 $ $ 968,711 968,711 $ $ 788,795 788,795 $ $ (179,916) (179,916) -18.6% -18.6% 673 - REPROGRAPHICS TOTAL USES $ $ 834,659 834,659 $ $ 912,080 912,080 $ $ 644,112 644,112 $ $ 267,968 267,968 29.4% 29.4% Expenditure 594 Maricopa County Annual Business Strategies FY 2010-11 Adopted Department Strategic Plans and Budgets Materials Management The Department anticipates a continuation in declining printing requests while County departments struggle with reduced resources. The Department will incur less expenditures as they procure fewer supplies to meet decreased demand. Procurement Services Activity The purpose of the Procurement Services Activity is to provide guidance, support, and solutions to County departments and vendors so they can successfully achieve their goals and objectives within legal and budgetary parameters through the effective expenditure of tax dollars. Mandates: A.R.S. §11-254.01 establishing County purchasing procedures. Measure Type Result Output Output Demand Efficiency Efficiency Measure Description Percent of respondents indicating very satisfied or satisfied on the Procurement Customer Satisfaction survey. Number of procurement transactions. Actual dollar value of procurement transactions. Anticipated dollar value of procurement transactions. Expenditure per procurement transaction. Expenditure per dollar of procurement transactions. FY 2009 ACTUAL 98.0% FY 2010 REVISED 76.1% REV VS ADPT VAR % 19.6% 25.7% FY 2011 ADOPTED 95.7% 51,115 204,210,710 120,000 530,000,000 120,000 530,000,000 - 0.0% 0.0% 180,000 530,000,000 530,000,000 - 0.0% $ $ 32.45 0.0081 $ $ 13.36 0.0030 $ $ 14.87 0.0034 $ $ 100 - GENERAL TOTAL SOURCES $ $ 340,132 340,132 $ $ 457,849 457,849 $ $ 457,849 457,849 $ $ 100 - GENERAL TOTAL USES $ 1,658,428 $ 1,658,428 $ 1,783,941 $ 1,783,941 $ $ (1.51) (0.0003) -11.3% -11.3% Revenue - 0.0% 0.0% Expenditure $ 1,602,711 $ 1,602,711 (181,230) (181,230) -11.3% -11.3% Activity Narrative: The methodology for measuring Outputs and Demands changed between FY 200809 and FY 2009-10 leading to a discrepancy between those year’s metric values. Customer service decreased between FY 2008-09 and FY 2009-10 due to a change in the procurement processes. Materials Management plans to improve this result with the implementation of a new eprocurement system. Cost per procurement transaction is increasing due to the one-time cost of the e-procurement system, the hiring of 3 procurement consultants for FY 2010-11 and the increase in the price of supplies. Savings will be realized by the County as overall expenditures for goods and services are better managed through e-procurement. Records Management Services Activity The purpose of the Records Management Services Activity is to provide technical assistance, solutions, tools, oversight, processes, and training to County departments so they can effectively manage County records within legal parameters. Mandates: A.R.S. § 41-1346 establishing State and Local records management procedures. 595 Maricopa County Annual Business Strategies FY 2010-11 Adopted Measure Type Result Output Output Demand Efficiency Measure Description Percent of respondents indicating satisfied or very satisfied on the Records Management Customer Satisfaction survey. Number of Records Management services provided. Number of customers provided Records Management Services. Number of customers requesting Records Management Services. Expenditure per Records Management service provided. Department Strategic Plans and Budgets Materials Management FY 2009 ACTUAL 98.0% FY 2010 REVISED 89.1% REV VS ADPT VAR % 0.0% 0.0% FY 2011 ADOPTED 89.1% 112 200 200 - 0.0% 112 100 100 - 0.0% 100 475 475 - 0.0% $ 16.74 $ 77.98 $ 78.38 $ (0.40) -0.5% $ $ 1,875 1,875 $ $ 15,596 15,596 $ $ 15,676 15,676 $ $ (80) (80) -0.5% -0.5% Expenditure 100 - GENERAL TOTAL USES Activity Narrative: In FY 2008-09 the Records Manager left the County; accounting for the low expenditures. While the Department has been able to absorb some of the responsibilities of the program, without a full-time resource dedicated to the records management program, customer satisfaction has decreased. Demand for services increased from FY 2008-09 to FY 2009-10 due to large numbers and complexity of internal and external public records requests and requests for services. The Department is struggling to fulfill all of these requests. Customer satisfaction is expected to remain under 98% until a full-time resource is funded in this area. 596 Maricopa County Annual Business Strategies FY 2010-11 Adopted Department Strategic Plans and Budgets Materials Management Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2010 Adopted Budget Adjustments: Information and Communications Technology Technology Projects E-Procurement and Vendor Mgmt 457,849 $ 94,000 $ 94,000 - $ 1,978,254 $ 457,849 $ 2,500 $ 2,500 - $ 1,980,754 $ 457,849 $ 27,763 $ 22,176 5,587 (27,763) $ (7,092) (20,671) (28,053) $ (28,053) - 1,952,701 $ -1.4% 457,849 0.0% C-73-10-063-2-00 Agenda Item: C-73-10-063-2-00 FY 2011 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Personnel Savings Budget Balancing PEHPEP FY 10 Adjustments 1,884,254 $ Agenda Item: FY 2010 Revised Budget Adjustments: Information and Communications Technology Technology Projects E-Procurement and Vendor Mgmt $ Agenda Item: $ $ C-49-10-032-M-00 FY 2011 Adopted Budget Percent Change from Target Amount $ 597 Maricopa County Annual Business Strategies FY 2010-11 Adopted Department Strategic Plans and Budgets Materials Management General Fund (100) (continued) NON RECURRING NON PROJECT FY 2010 Adopted Budget Adjustments: Information and Communications Technology Technology Projects E-Procurement and Vendor Mgmt Non Recurring Contract Monitor Funding FY 10 - $ 94,000 $ 94,000 54,000 $ 54,000 - $ 148,000 $ - $ (84,000) $ (84,000) 3,651 $ 3,651 - $ 67,651 $ - $ 1,109 $ 924 185 - $ 68,760 $ 1.6% - C-73-10-063-2-00 $ C-73-10-021-2-00 Agenda Item: C-73-10-063-2-00 $ C-73-10-021-2-00 FY 2011 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions - $ Agenda Item: FY 2010 Revised Budget Adjustments: Information and Communications Technology Technology Projects E-Procurement and Vendor Mgmt Non Recurring Contract Monitor Funding FY 10 $ Agenda Item: FY 2011 Adopted Budget Percent Change from Target Amount Reprographics Fund (673) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 1,004,711 $ 1,004,711 FY 2010 Revised Budget $ 1,004,711 $ 1,004,711 FY 2011 Budget Target $ 1,004,711 $ 1,004,711 $ 9,914 $ 8,316 1,598 (207,830) $ (207,830) (197,916) (197,916) 806,795 $ -19.7% 806,795 -19.7% Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Internal Service Charges $ FY 2011 Adopted Budget Percent Change from Target Amount $ 598 Maricopa County Annual Business Strategies FY 2010-11 Adopted Department Strategic Plans and Budgets Materials Management Reprographics Fund (673) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget $ - $ - $ 32,372 $ 32,372 - $ 32,372 $ - $ (32,372) $ (32,372) - FY 2011 Budget Target $ - $ - FY 2011 Adopted Budget Percent Change from Target Amount $ - $ N/A - Adjustments: Non Recurring Replace Reprographics Equip Agenda Item: C-73-10-033-M-00 FY 2010 Revised Budget Adjustments: Non Recurring Replace Reprographics Equip Agenda Item: C-73-10-033-M-00 Reprographics Fund (673) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED Beginning Spendable Fund Balance $ 471,306 $ Sources: Operating Total Sources: $ $ 843,227 843,227 $ 983,516 12,664 996,180 Uses: Operating Non-Recurring Total Uses: $ FY 2010 REVISED 304,121 $ FY 2010 FORECAST FY 2011 ADOPTED 304,121 $ 318,342 $ 143,642 $ 1,004,711 $ 1,004,711 $ 1,004,711 $ 1,004,711 $ $ 673,234 673,234 $ $ 806,795 806,795 $ 1,004,711 $ 1,004,711 $ 1,004,711 32,372 $ 1,037,083 $ 815,562 32,372 847,934 $ $ 806,795 806,795 (142,328) $ - $ Structural Balance $ (140,289) $ - $ - $ Accounting Adjustments $ (11) $ - $ - $ - $ - Ending Spendable Fund Balance: Committed Total Ending Spendable Fund Balance $ 304,121 304,121 $ 271,749 271,749 $ 143,642 143,642 $ 143,642 143,642 318,342 318,342 $ 599 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Medical Examiner Medical Examiner Analysis by Cynthia Goelz, Management & Budget Supervisor Summary Mission The Mission of the Office of the Medical Examiner is to provide professional death investigation, examinations, tests and reports to determine the cause and manner of death to decedents’ families, the judicial system and public health communities so they can protect public health and ensure justice. Vision Citizens serving citizens by working collaboratively, efficiently and innovatively. We will be responsive to our customers while being fiscally prudent. Strategic Goals • By January, 2013, 98% (from 70.2% as of June 30, 2009) of all decedents shall be released within 24 hours of examination (excluding weekends and holidays) provided they meet the following criteria: (1) positive identification, (2) family representative, (3) funeral home selected. Status: Currently, the Medical Examiner is releasing 71.4% of decedents within 24 hours of examination. The Department anticipates reaching the goal by the target date. • By July, 2012, 25% (from 24.7% as of June 30, 2009) of jurisdictional cases will be released directly to the family’s funeral home of choice. Status: The Department is currently at 21.7% as a result of a 5% increase in the number of cases released directly to a funeral home over last year. The Department anticipates reaching the goal by the target date. • By July, 2013, the Office of the medical Examiner will improve service to families by completing cases within established timeframes of 80% (46% as of June 30, 2008) of cases closed within 45 days and 95% (from 92.6% as of June 30, 2009) of cases closed within 90 days. Status: The Medical Examiner’s office is currently closing 43.1% of cases in 45 days and 81.2% of cases in 90 days. The Department anticipates reaching the goal by the target date. • By June 30, 2010, OME, in concert with other county and governmental agencies be 100% prepared to process, identify and manage decedents to address the increase in deaths due to a pandemic while maintaining public safety. Status: The Department is actively meeting with State, County and Local Public Health agencies to prepare in the event of pandemic deaths. The Department anticipates reaching the goal by the target date. 600 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Medical Examiner Sources and Uses by Program and Activity FY 2009 ACTUAL PROGRAM / ACTIVITY SOURCES CREM - CREMATION AUTHORIZATIONS EXAM - DECEDENT MEDICAL EXAMINATION INVG - DECEDENT MEDICAL INVESTIGATION MELB - MEDICAL EXAMINER LAB SERVICES MELS - MEDICAL EXAMINER LEGAL SUPPORT 29ME - MEDICAL EXAMINERS $ FY 2010 ADOPTED $ $ 223,948 39,735 100,587 364,270 TOTAL PROGRAMS $ 364,270 226,664 3,105,458 1,328,098 1,389,143 751,757 6,801,120 FY 2010 REVISED $ $ 262,380 40,388 218,615 521,383 $ 521,383 $ 206,622 2,616,241 1,258,939 1,468,930 76,626 654,458 6,281,816 FY 2010 FORECAST $ $ 262,380 40,388 218,615 25,000 546,383 $ 546,383 $ 206,622 2,616,241 1,258,939 1,468,930 101,626 654,458 6,306,816 FY 2011 ADOPTED $ $ 257,916 122,582 2,089 134,263 516,850 $ 516,850 $ 213,689 2,745,071 1,283,390 1,240,802 70,255 710,541 6,263,748 REV VS ADPT VAR % $ $ 262,380 91,950 2,086 356,416 $ 51,562 2,086 (218,615) (25,000) (189,967) 0.0% 127.7% N/A -100.0% -100.0% -34.8% $ 356,416 $ (189,967) -34.8% $ 216,375 2,748,897 1,375,434 1,173,254 70,099 740,174 6,324,233 $ (9,753) (132,656) (116,495) 295,676 31,527 (85,716) (17,417) -4.7% -5.1% -9.3% 20.1% 31.0% -13.1% -0.3% 40.7% 22.8% -163.3% 19.4% -10.9% -10.9% USES CREM - CREMATION AUTHORIZATIONS EXAM - DECEDENT MEDICAL EXAMINATION INVG - DECEDENT MEDICAL INVESTIGATION MELB - MEDICAL EXAMINER LAB SERVICES MELS - MEDICAL EXAMINER LEGAL SUPPORT MEOS - MEDICAL EXAMINER OFFICE SUPP 29ME - MEDICAL EXAMINERS HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - ADMINISTRATIVE SERVICES ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ $ $ 145,254 407,675 40,126 593,055 $ $ 31,200 31,200 TOTAL PROGRAMS $ 7,425,375 $ $ $ 148,981 400,349 24,772 574,102 $ $ 22,129 22,129 $ 6,878,047 601 $ $ $ 148,981 400,349 24,772 574,102 $ $ 22,129 22,129 $ 6,903,047 $ $ $ 13,544 401,000 18,304 432,848 $ $ 22,128 22,128 $ 6,718,724 $ $ $ $ 88,304 309,134 65,232 462,670 $ $ 60,677 91,215 (40,460) 111,432 $ $ 24,535 24,535 $ $ (2,406) (2,406) $ 6,811,438 $ 91,609 1.3% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Medical Examiner Sources and Uses by Category FY 2009 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % $ SUBTOTAL $ 100,587 100,587 $ $ 218,615 218,615 $ $ 218,615 218,615 $ $ 218,615 218,615 $ $ 53,648 53,648 $ $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ 263,683 263,683 $ $ $ 302,768 302,768 $ $ 298,235 298,235 $ $ 25,000 302,768 327,768 $ $ 302,768 302,768 $ ALL REVENUES $ 364,270 $ 521,383 $ 546,383 $ 516,850 $ 356,416 $ TOTAL SOURCES $ 364,270 FY 2009 ACTUAL $ 521,383 FY 2010 ADOPTED $ 546,383 FY 2010 REVISED $ 516,850 FY 2010 FORECAST $ 356,416 FY 2011 ADOPTED $ 4,969,915 16,129 62,811 1,516,509 21,876 6,587,240 $ 4,450,404 70,000 1,335,915 18,500 39,826 5,914,645 $ 4,450,404 70,000 1,335,915 18,500 39,826 5,914,645 $ 4,433,563 557 89,635 1,318,660 16,451 39,826 5,898,692 $ 4,429,240 88,464 1,451,214 17,400 39,826 6,026,144 $ CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT SUBTOTAL $ 86,779 242,429 29,332 5,415 363,955 SERVICES 0811 - HEALTH CARE SERVICES $ 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES SUBTOTAL $ 97,555 38,463 9,038 95,823 16,474 26,222 14,035 6,407 6,646 310,663 $ $ SUBTOTAL $ 95,001 52,040 147,041 ALL EXPENDITURES $ 7,408,899 OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ TOTAL USES $ CAPITAL 0920 - CAPITAL EQUIPMENT 0950 - DEBT SERVICE $ $ $ $ $ 92,008 238,000 38,000 20,500 388,508 $ $ $ 105,500 34,500 10,500 112,500 24,650 41,980 29,595 4,874 8,500 372,599 $ $ $ 190,000 12,295 202,295 $ 6,878,047 16,476 16,476 $ $ 7,425,375 $ $ 92,008 238,000 38,000 20,500 388,508 $ $ $ 105,500 59,500 10,500 112,500 24,650 41,980 29,595 4,874 8,500 397,599 $ $ $ 190,000 12,295 202,295 $ 6,903,047 - $ $ 6,878,047 $ $ 602 70,694 188,194 22,357 9,662 290,907 $ $ $ 139,949 52,772 10,001 92,351 13,612 38,212 33,114 8,015 5,586 393,612 $ $ $ 126,074 9,439 135,513 $ 6,718,724 - $ $ 6,903,047 $ $ 82,335 238,000 30,000 18,500 368,835 $ $ $ (164,967) (164,967) -75.5% -75.5% (25,000) -100.0% 0.0% (25,000) -7.6% (189,967) -34.8% (189,967) -34.8% REV VS ADPT VAR % 21,164 (18,464) (115,299) 1,100 (111,499) 0.5% N/A -26.4% -8.6% 5.9% 0.0% -1.9% 9,673 8,000 2,000 19,673 10.5% 0.0% 21.1% 9.8% 5.1% (34,144) (23,000) 7,500 9,549 16,980 18,873 (3,326) 1,000 (6,568) -32.4% -38.7% 0.0% 6.7% 38.7% 40.4% 63.8% -68.2% 11.8% -1.7% 100.0% 0.0% 93.9% 139,644 82,500 10,500 105,000 15,101 25,000 10,722 8,200 7,500 404,167 $ $ $ 12,292 12,292 $ 190,000 3 190,003 $ 6,811,438 $ 91,609 1.3% - $ $ - $ $ - N/A N/A 6,718,724 $ 6,811,438 $ 91,609 1.3% $ $ Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Medical Examiner Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST REV VS ADPT VAR % FY 2011 ADOPTED $ FUND TOTAL SOURCES $ 263,683 263,683 $ $ 302,768 302,768 $ $ 327,768 327,768 $ $ 298,235 298,235 $ $ 302,768 302,768 $ $ (25,000) (25,000) -7.6% -7.6% $ 95,000 5,587 100,587 $ 218,615 218,615 $ 218,615 218,615 $ 218,615 218,615 $ 53,648 53,648 $ (164,967) (164,967) -75.5% N/A -75.5% 358,683 5,587 364,270 FY 2009 ACTUAL $ $ $ 521,383 521,383 FY 2010 ADOPTED $ $ $ 546,383 546,383 FY 2010 REVISED $ $ $ 516,850 516,850 FY 2010 FORECAST $ $ $ 356,416 356,416 FY 2011 ADOPTED $ $ $ $ FUND TOTAL USES $ 7,324,788 7,324,788 $ $ 6,659,432 6,659,432 $ $ 6,684,432 6,684,432 $ $ 6,500,109 6,500,109 $ $ 6,757,790 6,757,790 $ $ (73,358) (73,358) -1.1% -1.1% $ $ $ 53,648 53,648 $ $ 218,615 218,615 $ $ 218,615 218,615 $ $ 218,615 218,615 $ FUND TOTAL USES $ 95,000 5,587 100,587 $ 164,967 164,967 75.5% N/A 75.5% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 7,419,788 5,587 7,425,375 $ $ $ 6,878,047 6,878,047 $ $ $ 6,903,047 6,903,047 $ $ $ 6,718,724 6,718,724 $ $ $ 6,811,438 6,811,438 $ $ $ 91,609 91,609 1.3% N/A 1.3% 224 MEDICAL EXAMINER GRANT OPERATING NON-RECURRING FUND TOTAL SOURCES $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 100 GENERAL OPERATING 224 MEDICAL EXAMINER GRANT OPERATING NON-RECURRING $ $ $ $ $ (189,967) -34.8% N/A (189,967) -34.8% REV VS ADPT VAR % Staffing by Program and Activity FY 2009 FY 2010 PROGRAM / ACTIVITY ADOPTED ADOPTED ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT 4.00 3.00 HUMAN RESOURCES 2.00 2.00 PROCUREMENT 1.00 0.50 PROGRAM TOTAL 7.00 5.50 MEDICAL EXAMINERS CREMATION AUTHORIZATIONS 3.23 3.00 DECEDENT MEDICAL EXAMINATION 24.52 19.36 DECEDENT MEDICAL INVESTIGATION 23.75 20.90 MEDICAL EXAMINER LAB SERVICES 14.00 12.95 0.79 MEDICAL EXAMINER LEGAL SUPPORT MEDICAL EXAMINER OFFICE SUPP 18.50 13.00 PROGRAM TOTAL 84.00 70.00 DEPARTMENT TOTAL 91.00 75.50 603 FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV TO ADPT VAR % 3.00 2.00 0.50 5.50 3.00 1.00 4.00 2.00 1.00 1.00 4.00 (1.00) (1.00) 0.50 (1.50) -33.3% -50.0% 100.0% -27.3% 3.00 19.36 20.90 12.95 0.79 13.00 70.00 75.50 3.05 21.40 21.85 11.95 0.75 14.00 73.00 77.00 3.05 21.40 21.85 11.95 0.75 14.00 73.00 77.00 0.05 2.04 0.95 (1.00) (0.04) 1.00 3.00 1.50 1.7% 10.5% 4.5% -7.7% -5.1% 7.7% 4.3% 2.0% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Medical Examiner Staffing by Market Range Title MARKET RANGE TITLE Admin/Operations Specialist Administrative Staff Supv Administrative Supervisor Chemist Chemist Supervisor Chief Medical Examiner Crime Scene Specialist Director - Medical Examiner Finan/Business Analyst - Dept Forensic Technician Human Resources Analyst Human Resources Support Supv Investigator Laboratory Manager Laboratory Supervisor Laboratory Technician Management Analyst Medical Examiner Medical Transcriber Office Assistant Office Assistant Specialized Operations/Program Manager Operations/Program Supervisor Photographer Procurement Specialist Programmer/Analyst Department Total FY 2009 ADOPTED 2.00 1.00 1.00 1.00 22.00 1.00 1.00 1.00 21.00 1.00 1.00 1.00 1.00 11.00 5.00 5.00 8.00 1.00 4.00 1.00 1.00 91.00 FY 2010 ADOPTED 1.00 1.00 1.00 7.00 2.00 1.00 19.00 1.00 1.00 7.00 1.00 1.00 2.00 1.00 9.00 2.00 12.00 4.00 2.00 0.50 75.50 FY 2010 REVISED 1.00 1.00 1.00 7.00 2.00 1.00 19.00 1.00 1.00 7.00 1.00 1.00 2.00 1.00 9.00 2.00 12.00 4.00 2.00 0.50 75.50 FY 2010 FORECAST 1.00 1.00 1.00 8.00 1.00 1.00 19.00 1.00 1.00 9.00 1.00 1.00 2.00 9.00 2.00 11.00 1.00 4.00 2.00 1.00 77.00 FY 2011 ADOPTED 1.00 1.00 1.00 8.00 1.00 1.00 19.00 1.00 1.00 9.00 1.00 1.00 2.00 9.00 2.00 11.00 1.00 4.00 2.00 1.00 77.00 REV TO VAR 1.00 (1.00) 2.00 1.00 (1.00) (1.00) (1.00) 1.00 0.50 1.50 ADPT % 0.0% 0.0% 0.0% 14.3% -50.0% 0.0% 0.0% 0.0% 0.0% 28.6% N/A -100.0% N/A 0.0% N/A 0.0% -100.0% 0.0% N/A 0.0% -8.3% N/A 0.0% 0.0% 100.0% N/A 2.0% FY 2010 REVISED 75.50 75.50 FY 2010 FORECAST 77.00 77.00 FY 2011 ADOPTED 77.00 77.00 REV TO ADPT VAR % 1.50 2.0% 1.50 2.0% Staffing by Fund FUND 100 - GENERAL DEPARTMENT TOTAL FY 2009 ADOPTED 91.00 91.00 FY 2010 ADOPTED 75.50 75.50 General Adjustments Operating Adjustments: General Fund (100) • Increase Regular Benefits in the amount of $81,310 for employee health and dental premium increases. • Increase Regular Benefits by $20,258 for the FY 2010-11 retirement contribution rate increase. • Right-size over-budgeted positions by ($3,210). • Reduce capital by ($30,000) for expenditures associated with a laundry system which will be purchased in FY 2009-10 rather than FY 2010-11. • Right-size Other Services by $30,000. Medical Examiner’s Grant Fund (224) • Right-size grant revenue and expenditure budget to reflect anticipated grants for FY 2010-11 for a net decrease of ($164,967). 604 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Medical Examiner Programs and Activities Medical Examiners Program The purpose of the Medical Examiner Program is to provide professional death investigations and cause and manner of death to decedents’ families, the judicial system and public health communities so they can protect public health and ensure justice. 605 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Medical Examiner Program Results Measure Description Percent of cremation authorizations completed within 1 day of receipt. Percent of cases completed (available for public release) within 45 days Percent of exams completed within 48 hours of admit (excluding weekends and holidays) Percent of cases completed (available for public release) within 90 days Percent of autopsies performed Percent of cases not admitted (CNA's) Percent of cases where organ/tissuedonations were authorized Percent of investigative summaries completed by day of exam Percent of declined cases Percent of scene arrivals within 2 hours of "case ready for removal" notification Percent of reports transcribed within two weeks of dictation receipt (excluding weekends and holidays) Percent of decedents released within 1 day of exam (excluding weekends and holidays) Percent of toxicology tests completed in house of total tests requested (excluding weekends and holidays) Percent of toxicology reports produced within 45 days of exam (excluding weekends and holidays) Percent of microscopic slides produced within 7 days of exam (excluding weekends and holidays) Percent of examined cases requiring microscopic slides to be produced Percent of toxicology reports produced within 35 days of exam (excluding weekends and holidays) Percent of hours subpoenaed that requires court appearance (excluding weekends and holidays) Percent of subpoenas supported within 10 days of receipt (excluding weekends and holidays) Percent of OME staff time spent providing legal support for criminal cases (excluding weekends and holidays) Percent of OME staff time spent providing legal support for civil cases (excluding weekends and holidays) REV VS ADPT VAR % 0.0% 0.0% FY 2009 ACTUAL 100.0% FY 2010 REVISED 100.0% FY 2011 ADOPTED 100.0% 56.4% 45.5% 43.4% (2.1%) -4.6% 48.1% 60.8% 70.2% 9.3% 15.3% 92.6% 79.0% 83.1% 4.1% 5.1% 65.2% N/A N/A 51.9% 19.9% 100.0% 60.3% 20.8% 7.0% 8.5% 0.9% (93.0%) 16.3% 4.5% -93.0% 96.1% 98.0% 100.0% 2.0% 2.0% 36.0% N/A 32.1% 74.9% 39.8% 60.6% 7.7% (14.2%) 24.1% -19.0% 90.4% 72.0% 97.5% 25.4% 35.3% N/A 69.9% 63.2% (6.8%) -9.7% 98.0% 98.0% 97.4% (0.6%) -0.6% N/A 89.1% 48.3% (40.7%) -45.8% N/A 100.0% 100.0% 0.0% 0.0% N/A 100.0% 71.6% (28.4%) -28.4% N/A N/A 28.1% N/A N/A N/A 60.0% 60.0% 0.0% 0.0% N/A 29.4% 29.4% 0.0% 0.0% N/A 81.6% 81.6% 0.0% 0.0% N/A 18.4% 18.4% 0.0% 0.0% Activities that comprise this program include: • Cremation Authorizations • Decedent Medical Examination • Decedent Medical Investigation • • • 606 Office Support Lab Services Legal Support Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Medical Examiner Cremation Authorizations Activity The purpose of Cremation Authorizations Activity is to provide certification for cremation to the public so they can legally cremate a person's remains. Mandates: A.R.S. §11-594 mandates the Office of the Medical Examiner to give approval for cremation of a dead body after a death investigation and record the approval on the death certificate. A.R.S. §11-599 When a funeral director or embalmer is requested to cremate or prepare for cremation the body of a dead person, the funeral director or embalmer or any other person having knowledge of an intention to so cremate shall notify the county medical examiner or alternate medical examiner to review the death certificate. If after reviewing the death certificate the county medical examiner or alternate medical examiner is satisfied that there is no evidence of foul play or violence, the examiner shall so certify. Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of cremation authorizations completed within 1 day of receipt. Number of cremation authorizations completed Number of cremation authorizations requested FY 2009 ACTUAL 100.0% FY 2010 REVISED 100.0% FY 2011 ADOPTED 100.0% REV VS ADPT VAR % 0.0% 0.0% 16,892 18,060 19,332 1,272 7.0% 16,892 18,060 19,332 1,272 7.0% Expenditure per cremation authorization $ 13.42 $ 11.44 $ 11.19 $ 0.25 2.2% 100 - GENERAL TOTAL SOURCES $ $ 223,948 223,948 $ $ 262,380 262,380 $ $ 262,380 262,380 $ $ - 0.0% 0.0% 100 - GENERAL TOTAL USES $ $ 226,664 226,664 $ $ 206,622 206,622 $ $ 216,375 216,375 $ $ Expenditure (9,753) (9,753) -4.7% -4.7% Activity Narrative: Expenditures are increasing slightly due to the increase in benefits. The number of cremation authorizations completed will keep pace with demand, resulting in improved efficiency. Decedent Medical Examination Activity The purpose of the Decedent Medical Examination Activity is to provide autopsies, and timely autopsy reports, certifications and expert testimony in legal proceedings to families of decedents and the legal and medical community so they can conduct financial transactions and have closure, investigate and prosecute offenders, and reduce risks to public health and safety. Mandates: A.R.S. §11-593 Section E. states that each county shall provide to the department of public safety fingerprints of all deceased persons for whom the circumstances of death require an external examination or autopsy and whose deaths are required to be investigated pursuant to this section. These fingerprints shall be on a form provided by the department of public safety and shall be accompanied by such other information regarding the physical description and the date and place of death as the department of public safety may require. A.R.S. §11-594 mandates: A. The county medical examiner or alternate medical examiner shall direct a death investigation, shall determine whether an external examination or autopsy is required and shall: 1. Take charge of the dead body. 2. Certify to the cause and manner of death following completion of the death investigation, unless the medical examiner or alternate medical examiner determines there is no jurisdiction pursuant to section 11-593, reduce the findings to writing and promptly make a full report on forms prescribed for that purpose. 607 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Medical Examiner 3. Have subpoena authority for all documents, records and papers deemed useful in the death investigation. 4. Execute a death certificate provided by the state registrar of vital statistics indicating the cause and the manner of death for those bodies for which a death investigation has been conducted and jurisdiction is assumed. 5. Give approval for cremation of a dead body after a death investigation and record the approval on the death certificate. 6. Notify the county attorney or other law enforcement authority when death is found to be from other than natural causes. 7. Carry out the duties specified under section 28-668. 8. Carry out the duties specified under title 36, chapter 7, article 3. 9. Observe all policies adopted by the board of supervisors regarding conflicts of interest and disclosure of non-county employment. Measure Type Result Result Result Result Result Result Output Output Demand Efficiency Revenue Measure Description Percent of cases completed (available for public release) within 45 days Percent of exams completed within 48 hours of admit (excluding weekends and holidays) Percent of cases completed (available for public release) within 90 days Percent of autopsies performed Percent of cases not admitted (CNA's) Percent of cases where organ/tissuedonations were authorized Number of examinations completed Number of organ/tissue donation authorizations Number of examinations required Expenditure per exam FY 2009 ACTUAL 56.4% FY 2010 REVISED 45.5% FY 2011 ADOPTED 43.4% 48.1% 60.8% 70.2% 9.3% 15.3% 92.6% 79.0% 83.1% 4.1% 5.1% 65.2% N/A N/A 51.9% 19.9% 100.0% 60.3% 20.8% 7.0% 8.5% 0.9% (93.0%) 16.3% 4.5% -93.0% 3,629 N/A 5,484 312 3,780 336 (1,704) 24 -31.1% 7.7% (1,704) (250.15) -31.1% -52.4% 51,562 51,562 0.0% N/A 127.7% $ $ 3,629 855.73 100 - GENERAL 224 - MEDICAL EXAMINER GRANT TOTAL SOURCES 39,735 39,735 $ 100 - GENERAL 224 - MEDICAL EXAMINER GRANT TOTAL USES $ 3,105,458 $ 3,105,458 $ $ $ 5,484 477.07 40,388 40,388 $ $ $ 3,780 727.22 40,388 51,562 91,950 REV VS ADPT VAR % (2.1%) -4.6% $ $ $ Expenditure $ 2,616,241 $ 2,616,241 $ 2,697,335 51,562 $ 2,748,897 $ $ (81,094) (51,562) (132,656) -3.1% N/A -5.1% Activity Narrative: The anticipated increase in the number of examinations completed in FY 2009-10 did not come to fruition. Forecasted examinations required and completed are closer to FY 2008-09 levels. The resources available will be increasing slightly due to the increase in benefits costs, which is mitigated to a degree by decreases in other expenditures. Overall, efficiency is negatively impacted. Decedent Medical Investigation Activity The purpose of the Decedent Medical Investigations Activity is to provide scene photographs and investigate summary reports to families of decedents and the legal and medical community so they can investigate and prosecute offenders, and reduce risks to public health and safety and have closure. Mandates: A.R.S. §11-595 mandate enables: A. The county medical examiner or alternate medical examiner may enter any room, dwelling, building or other place in which the body or evidence of the circumstances of the death requiring investigation may be found, provided that a law enforcement agency investigating the death obtains a search warrant for private property other than in the immediate location where the body was found. 608 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Medical Examiner B. The county medical examiner or alternate medical examiner, with the permission of the law enforcement agency investigating the death may take into possession any object or article found on the deceased or in the deceased's immediate vicinity which may aid in the determination of the deceased's identity or determination of the cause or manner of death. Upon completion of the findings, the medical examiner or alternate medical examiner, within thirty days, shall deliver the object or article to the law enforcement agency concerned, to the legal representative of the deceased or to the county treasurer. A.R.S. §11-597 mandates the county medical examiner or alternate medical examiner shall conduct a death investigation to determine whether or not the public interest requires an external examination, autopsy or other special investigation. A.R.S. §11-594 mandates: 1. Assign to a medical death investigator or other qualified personnel all aspects of a death investigation except the performance of autopsies. 2. Authorize forensic pathologists to perform examinations and autopsies. The medical examiner or alternate medical examiner may authorize medical students or residents and fellows in pathology training to perform autopsies under the supervision of a licensed physician who is board certified in anatomic pathology, pursuant to procedures adopted by the county medical examiner or alternate medical examiner. Authorization and the amount to be paid by the county for pathology services are subject to approval of the board of supervisors. Measure Type Result Result Result Output Demand Efficiency Revenue Measure Description Percent of investigative summaries completed by day of exam Percent of declined cases Percent of scene arrivals within 2 hours of "case ready for removal" notification Number of investigations completed Number of investigations required Expenditure per investigation FY 2009 ACTUAL 96.1% FY 2010 REVISED 98.0% FY 2011 ADOPTED 100.0% 36.0% N/A 32.1% 74.9% 39.8% 60.6% $ 7,085 7,085 187.45 224 - MEDICAL EXAMINER GRANT TOTAL SOURCES $ $ - 100 - GENERAL 224 - MEDICAL EXAMINER GRANT TOTAL USES $ 1,328,098 $ 1,328,098 $ 7,824 7,824 160.91 $ $ - REV VS ADPT VAR % 2.0% 2.0% 7.7% (14.2%) 24.1% -19.0% 1.4% 1.4% -7.8% $ 7,932 7,932 173.40 $ 108 108 (12.50) $ $ 2,086 2,086 $ $ 2,086 2,086 $ 1,373,348 2,086 $ 1,375,434 $ N/A N/A Expenditure $ 1,258,939 $ 1,258,939 $ (114,409) (2,086) (116,495) -9.1% N/A -9.3% Activity Narrative: Expenditures will increase due to the increase in benefit costs. The reduction in staff in FY 2009-10 appears to have negatively impacted anticipated percent of scene arrivals within 2 hours of “case ready for removal” notifications as it is forecasted close to 61% from the budgeted 75%. Office Support Activity The purpose of the Office Support Activity is to provide transcribed reports and information to funeral homes, family/next of kin and/or law enforcement so they can register the Medical Examiner’s findings. Mandates: A.R.S. §11-597 mandates if an autopsy is performed, a full record or report of the facts developed by the autopsy in the findings of the person performing the autopsy shall be properly made and filed in the office of the county medical examiner or the board of supervisors. If the person performing the autopsy determines that the report should be forwarded to the county where the death occurred or the county in which any injury contributing to or causing the death was sustained, the report shall be forwarded to the county attorney. 609 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Output Output Demand Efficiency Expenditure Department Strategic Plans and Budgets Medical Examiner Measure Description Percent of reports transcribed within two weeks of dictation receipt (excluding weekends and holidays) Percent of decedents released within 1 day of exam (excluding weekends and holidays) Number of exam, toxicology and investigative summary reports transcribed Number of decedents admitted Number of reports requested to be transcribed. Expenditure per report transcribed. FY 2009 ACTUAL 90.4% FY 2010 REVISED 72.0% FY 2011 ADOPTED 97.5% $ 36.26 $ 40.16 $ 82.46 100 - GENERAL TOTAL USES $ $ 751,757 751,757 $ $ 654,458 654,458 $ $ 740,174 740,174 REV VS ADPT VAR % 25.4% 35.3% N/A 69.9% 63.2% (6.8%) -9.7% 10,919 16,296 8,976 (7,320) -44.9% N/A 10,919 4,392 16,296 3,780 8,976 (612) (7,320) -13.9% -44.9% $ (42.30) -105.3% $ $ (85,716) (85,716) -13.1% -13.1% Activity Narrative: The FY 2009-10 number of reports requested to be transcribed assumed typing 100% of the investigative summaries in addition to 100% of the exam and toxicology reports. For FY 2010-11, investigators will be typing 90% of their investigative summaries to allow the Office Support Activity staff to type the complex exam and toxicology reports. Efficiency was expected to improve in FY 2009-10 due to a reduction in staffing levels for the Activity; however, the reduction in staff budgeted in FY 2009-10 was not possible in order to meet the department’s needs and therefore, the cost per report transcribed is higher in FY 2010-11. Lab Services Activity The purpose of the Lab Services Activity is to provide professionally administered drug analyses reports, test results and microscopic slide results (according to established standards) to family/next of kin and/or law enforcement so they can be advised of whether or not drugs or chemicals contributed to the cause and manner of death. Mandates: A.R.S. §11-594 mandates if a dispute arises over the findings of the medical examiner's report, the medical examiner, upon an order of the superior court, shall make available all evidence and documentation to a court-designated licensed forensic pathologist for review, and the results of the review shall be reported to the superior court in the county issuing the order. A.R.S. §11-597 The county medical examiner or alternate medical examiner shall conduct a death investigation to determine whether or not the public interest requires an external examination, autopsy or other special investigation. In the determination of the need for an autopsy, the county medical examiner or alternate medical examiner may consider the request for an autopsy made by private persons or public officials. If the county attorney or a superior court judge of the county where the death occurred requests an autopsy, the county medical examiner shall perform the autopsy, or, in the case of an alternate medical examiner, an autopsy shall be performed by a forensic pathologist. 610 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Result Result Result Output Output Output Demand Demand Efficiency Revenue Department Strategic Plans and Budgets Medical Examiner Measure FY 2009 FY 2010 FY 2011 Description ACTUAL REVISED ADOPTED Percent of toxicology tests completed in house 98.0% 98.0% 97.4% of total tests requested (excluding weekends and holidays) Percent of toxicology reports produced within N/A 89.1% 48.3% 45 days of exam (excluding weekends and holidays) Percent of microscopic slides produced within N/A 100.0% 100.0% 7 days of exam (excluding weekends and holidays) Percent of examined cases requiring N/A 100.0% 71.6% microscopic slides to be produced Percent of toxicology reports produced within N/A N/A 28.1% 35 days of exam (excluding weekends and holidays) Number of toxicology tests produced 56,240 67,716 53,112 Number of total toxicology reports produced 2,933 3,840 3,204 Number of microscopic slides produced N/A 11,892 9,300 Number of microscopic slides requested N/A 11,892 9,300 Number of toxicology tests requested. 56,240 67,716 53,112 Expenditure per test produced $ 23.17 $ 21.69 $ 22.09 $ REV VS ADPT VAR % (0.6%) -0.6% 224 - MEDICAL EXAMINER GRANT TOTAL SOURCES $ $ 100 - GENERAL 224 - MEDICAL EXAMINER GRANT TOTAL USES $ 1,288,556 100,587 $ 1,389,143 100,587 100,587 $ $ 218,615 218,615 $ $ (40.7%) -45.8% 0.0% 0.0% (28.4%) -28.4% N/A N/A (14,604) (636) (2,592) (2,592) (14,604) (0.40) -21.6% -16.6% -21.8% -21.8% -21.6% -1.8% - $ $ (218,615) (218,615) -100.0% -100.0% $ 1,173,254 $ 1,173,254 $ 77,061 218,615 295,676 6.2% 100.0% 20.1% Expenditure $ 1,250,315 218,615 $ 1,468,930 $ Activity Narrative: Grant funding is reduced as funding received in FY 2009-10 is not certain for FY 2010-11. This Activity was new in FY 2009-10, and as such, some of the new measures were overestimated for the FY 2009-10 budget. The FY 2010-11 measures are in line with the projected amounts for FY 2009-10. Legal Support Activity The purpose of the Legal Support Activity is to provide independent and unbiased scientific evidence (expert testimony, examination reports etc…) to judicial and law enforcement authorities and the general public so they can have timely, accurate and complete information for adjudication purposes and closure. 611 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Result Result Output Output Demand Efficiency Revenue Measure Description Percent of hours subpoenaed that requires court appearance (excluding weekends and holidays) Percent of subpoenas supported within 10 days of receipt (excluding weekends and holidays) Percent of OME staff time spent providing legal support for criminal cases (excluding weekends and holidays) Percent of OME staff time spent providing legal support for civil cases (excluding weekends and holidays) Number of subpoenas supported (date and time stamped) Number of hours spent testifying in court Number of subpoenas received (date and time stamped) Expenditure per subpoenas supported Department Strategic Plans and Budgets Medical Examiner REV VS ADPT VAR % 0.0% 0.0% FY 2009 ACTUAL N/A FY 2010 REVISED 60.0% FY 2011 ADOPTED 60.0% N/A 29.4% 29.4% 0.0% 0.0% N/A 81.6% 81.6% 0.0% 0.0% N/A 18.4% 18.4% 0.0% 0.0% N/A 612 612 - 0.0% N/A N/A 144 612 144 612 - 0.0% 0.0% 31.0% N/A $ 166.06 $ 114.54 $ 51.51 100 - GENERAL TOTAL SOURCES $ $ - $ $ 25,000 25,000 $ $ - $ $ (25,000) (25,000) 100 - GENERAL TOTAL USES $ $ - $ $ 101,626 101,626 $ $ 70,099 70,099 $ $ 31,527 31,527 -100.0% -100.0% Expenditure 31.0% 31.0% Activity Narrative: The FY 2009-10 budget includes revenue and expenditures for an Intergovernmental Agreement with Yavapai County which was not executed; thus, revenue and expenditures for FY 2010-11 are reduced. 612 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Medical Examiner Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2010 Adopted Budget Adjustments: Grants, Donations and Intergovernmental Agreements Intergovernmental Agreements Yavapai IGA/Micro Slides $ 25,000 $ 25,000 25,000 25,000 $ 6,684,432 $ 327,768 $ (25,000) $ (25,000) $ 6,659,432 $ 302,768 $ 101,568 $ 81,310 20,258 (33,210) $ (33,210) - $ 6,727,790 $ 1.0% 302,768 0.0% $ 30,000 $ 30,000 - $ 6,757,790 $ 1.5% 302,768 0.0% Agenda Item: C-29-10-002-3-00 (25,000) (25,000) Agenda Item: $ $ (30,000) (3,210) FY 2011 Recommended Budget Percent Change from Target Amount Adjustments: Base Adjustments Other Base Adjustments Right-Size Other Services 302,768 C-29-10-002-3-00 FY 2011 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Capital Reduction Associated with Laundry System Right-size Over-Budgeted Positions 6,659,432 $ Agenda Item: FY 2010 Revised Budget Adjustments: Grants, Donations and Intergovernmental Agreements Intergovernmental Agreements Yavapai IGA/Micro Slides $ Agenda Item: $ FY 2011 Adopted Budget Percent Change from Target Amount 30,000 Medical Examiner Grant Fund (224) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 218,615 $ 218,615 FY 2010 Revised Budget $ 218,615 $ 218,615 FY 2011 Budget Target $ 218,615 $ 218,615 $ (164,967) $ (164,967) (164,967) (164,967) $ 53,648 $ -75.5% 53,648 -75.5% Adjustments: Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Agenda Item: FY 2011 Adopted Budget Percent Change from Target Amount 613 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Medical Examiner Medical Examiner Grant Fund (224) Fund Balance Summary FY 2009 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: Ending Spendable Fund Balance: Unassigned Total Ending Spendable Fund Balance FY 2010 ADOPTED $ - $ $ 95,000 5,587 100,587 $ $ $ $ $ 95,000 5,587 100,587 $ $ $ - $ 614 FY 2010 REVISED (88) $ 218,615 218,615 218,615 218,615 $ $ $ $ (88) (88) $ FY 2010 FORECAST (88) $ 218,615 218,615 218,615 218,615 $ $ $ FY 2011 ADOPTED - $ - 218,615 218,615 $ 53,648 53,648 $ $ 218,615 218,615 $ $ 53,648 53,648 (88) (88) $ - $ - Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Parks and Recreation Analysis by Angie Flick, Management & Budget Supervisor Summary 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. Strategic Goals • By the end of FY 2011-12, increase the number of park users by 10% over FY 2008-09 to expose more of the regional population to nature and inspire an appreciation for the Sonoran Desert and natural open spaces. Status: The Department has been developing standards and expected outcomes for their programming which will increase park use and enjoyment. As of February 28, 2010, the Department has completed approximately 15% of their interpretive and recreational program standards, guidelines and outcomes for all core programs. In addition, the Department is currently working to secure two additional concessionaires (zip lines and cable lake) to provide additional recreational opportunities and entice visitors. • By the end of FY 2012-13, 90% of all park amenities will be operated, maintained, and repaired following Department standards to ensure all park visitors are able to enjoy safe and clean parks. Status: The Department is reworking their standards for maintenance in the Parks, developing expectations and frequency/schedule of operational maintenance and repairs. Through March 1, 2010, the Department has completed 25% of the repair and maintenance standards, and has created an estimated frequency schedule for staff to follow that will ensure the quality of all park amenities. By September 1, 2010, the new Nature Center for White Tank Mountain Regional Park will be operational which replaces the old modular unit. LEED certification was received in March 2010 for the Estrella Mountain Nature Center. • By the end of FY 2014-15, the regional park system will increase by 8% (10,000 acres) over FY 2008-09, providing additional open space experiences, wildlife habitats, natural vistas and recreational opportunities for our visitors to preserve natural open space areas, protecting our cultural and natural habitats to preserve a high quality of life for current and future residents and visitors of Maricopa County. 615 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Status: As of March 1, 2010, the Department has selected a consultant to begin the studies required by BLM (Bureau of Land Management) to determine appropriate park development for Vulture Mountain. Additionally, a land acquisition policy has been established and parcels have been prioritized for future acquisition. The Department has added 18.85 miles of Arizona State Land Department easements to Parks property for the construction of the Maricopa Trail. • By the end of FY 2013-14, 75% of all existing facilities from FY 2009-10 will be upgraded and/or renovated to meet current Departmental standards so that all visitors can utilize modern, up-to-date amenities that meet their diverse expectations. Status: The Department has funding for major upgrades and/or renovations to existing amenities within 6 parks within the FY 2010-11 budget. Sources and Uses by Program and Activity FY 2009 ACTUAL PROGRAM / ACTIVITY SOURCES AREC - RECREATION INTP - INTERPRETIVE SERVICES 30ER - PARK EDUCATION AND RECREATION $ MDEV - MAINTENANCE AND DEVELOPMENT 30SP - PARK SUPPORT GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % $ 8,291,530 $ 239,085 8,530,615 $ 5,254,915 $ 210,700 5,465,615 $ 5,324,915 $ 223,700 5,548,615 $ 5,604,007 $ 225,137 5,829,144 $ 5,406,955 $ 203,368 5,610,323 $ 82,040 (20,332) 61,708 1.5% -9.1% 1.1% $ $ 110,623 $ 110,623 $ 63,300 $ 63,300 $ 88,300 $ 88,300 $ 42,080 $ 42,080 $ 63,300 $ 63,300 $ (25,000) (25,000) -28.3% -28.3% $ $ 26,075 $ 26,075 $ 188,409 $ 188,409 $ 188,409 $ 188,409 $ 68,693 $ 68,693 $ 99,409 $ 99,409 $ (89,000) (89,000) -47.2% -47.2% TOTAL PROGRAMS $ 8,667,313 $ 5,717,324 $ 5,825,324 $ 5,939,917 $ 5,773,032 $ (52,292) -0.9% 2,274,081 $ 725,571 2,999,652 $ 2,392,281 $ 738,571 3,130,852 $ 2,038,779 $ 694,623 2,733,402 $ 2,584,817 $ 806,720 3,391,537 $ (192,536) (68,149) (260,685) -8.0% -9.2% -8.3% USES AREC - RECREATION INTP - INTERPRETIVE SERVICES 30ER - PARK EDUCATION AND RECREATION $ $ 5,134,100 $ 709,865 5,843,965 $ MDEV - MAINTENANCE AND DEVELOPMENT 30SP - PARK SUPPORT $ $ 2,822,173 $ 2,822,173 $ 4,145,855 $ 4,145,855 $ 4,375,234 $ 4,375,234 $ 3,710,444 $ 3,710,444 $ 3,493,211 $ 3,493,211 $ 882,023 882,023 20.2% 20.2% BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ 107,634 $ 305,475 48,950 453,896 915,955 $ 121,359 $ 531,132 52,763 485,640 1,190,894 $ 121,359 $ 531,132 52,763 485,640 1,190,894 $ 95,494 $ 237,157 51,823 451,393 835,867 $ 102,530 $ 537,965 55,371 520,791 1,216,657 $ 18,829 (6,833) (2,608) (35,151) (25,763) 15.5% -1.3% -4.9% -7.2% -2.2% GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 804,774 $ 38,772 843,546 $ 742 $ 66,135 66,877 $ 742 $ 66,135 66,877 $ 720 $ 64,557 65,277 $ - $ 79,042 79,042 $ 742 (12,907) (12,165) 100.0% -19.5% -18.2% DESK - DESKTOP SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ 25,968 $ 25,968 $ 8,660 $ 8,660 $ 8,660 $ 8,660 $ 8,157 $ 8,157 $ 48,660 $ 48,660 $ (40,000) (40,000) -461.9% -461.9% TOTAL PROGRAMS $ 10,451,607 $ 8,411,938 $ 8,772,517 $ 7,353,147 $ 8,229,107 $ $ 616 543,410 6.2% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Sources and Uses by Category FY 2009 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS $ SUBTOTAL $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ FY 2010 ADOPTED 150,800 150,800 $ $ FY 2010 REVISED 4,820 4,820 $ $ FY 2010 FORECAST 42,820 42,820 $ $ $ $ $ $ (38,000) (38,000) -88.7% -88.7% 201,648 $ 3,826,549 4,028,197 $ (135,252) 59,367 (75,885) -40.1% 1.6% -1.8% 336,900 $ 3,767,182 4,104,082 $ $ SUBTOTAL $ 168 $ 168 $ 50 $ 50 $ 50 50 $ $ 575 $ 575 $ 50 50 $ $ $ 106,719 $ 4,331,119 4,437,838 $ 213,409 $ 1,394,963 1,608,372 $ 213,409 1,464,963 1,678,372 $ 123,909 1,616,056 1,739,965 $ $ 79,994 $ 1,566,040 1,646,034 $ ALL REVENUES $ 8,667,313 $ 5,717,324 $ 5,825,324 $ 5,939,917 $ TOTAL SOURCES $ 8,667,313 FY 2009 ACTUAL $ 5,717,324 FY 2010 ADOPTED $ 5,825,324 FY 2010 REVISED $ 5,939,917 FY 2010 FORECAST $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 219,946 $ 4,047,676 4,267,622 $ 4,820 4,820 338,642 $ 3,739,865 4,078,507 $ FINES & FOREFEITS 0637 - FINES & FORFEITS 336,900 $ 3,767,182 4,104,082 $ 25,686 25,686 REV VS ADPT VAR % FY 2011 ADOPTED $ -41.9% 10.3% 3.7% 5,773,032 $ (52,292) -0.9% 5,773,032 FY 2011 ADOPTED $ (52,292) -0.9% REV VS ADPT VAR % 62,300 1.8% (52,887) -154.5% 2,500 62.5% (139,972) -11.4% 0.0% 76,732 -13.4% (72,125) -14.3% (123,452) -2.6% 3,523,818 $ 34,236 4,000 1,231,608 14,300 (572,869) 505,472 4,740,565 $ 3,523,818 $ 34,236 4,000 1,231,608 14,300 (572,869) 505,472 4,740,565 $ 3,402,111 $ 99,959 (7,415) 1,261,779 7,042 (572,368) 520,107 4,711,215 $ 3,461,518 $ 87,123 1,500 1,371,580 14,300 (649,601) 577,597 4,864,017 $ SUBTOTAL $ 380,222 $ 138,303 3,197 521,722 $ 393,798 $ 166,900 52,500 613,198 $ 486,982 $ 166,900 52,500 706,382 $ 345,548 $ 128,457 10,000 484,005 $ 381,521 $ 157,266 51,500 590,287 $ SERVICES 0810 - LEGAL SERVICES $ 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 2,980,794 $ 100,892 18,356 90,061 960,717 55,182 580 1,334 9,215 534,104 595 4,751,830 $ - $ 604,318 16,300 280,029 88,087 86,546 2,817 15,050 7,885 549,957 1,650,989 $ - $ 768,723 16,300 280,029 88,087 86,546 2,817 15,050 7,885 549,957 1,815,394 $ - $ 257,615 13,509 280,654 88,441 79,165 2,081 10,430 5,806 578,434 (8,300) 8,300 1,316,135 $ - $ 831,339 17,320 299,068 89,140 135,991 3,167 15,050 7,255 601,794 2,000,124 $ CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0930 - VEHICLES & CONSTRUCTION EQUIP 0940 - INFRASTRUCTURE 0950 - DEBT SERVICE SUBTOTAL $ - $ 20,192 20,192 $ 1,230,000 $ 175,000 2,186 1,407,186 $ 1,150,000 $ 175,000 2,186 1,327,186 $ 670,628 $ 4,000 2,164 676,792 $ 144,019 $ 375,000 40,000 660 559,679 $ ALL EXPENDITURES $ 10,200,774 $ 8,411,938 $ 8,589,527 $ 7,188,147 $ 8,014,107 $ OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 250,833 $ 250,833 $ - $ - $ 182,990 $ 182,990 $ 165,000 $ 165,000 $ 215,000 $ 215,000 $ TOTAL USES $ 10,451,607 $ 8,411,938 $ 8,772,517 $ 7,353,147 $ 8,229,107 $ $ 617 0.0% 0.0% (89,500) 151,093 61,593 3,537,052 $ 36,204 3,846 1,227,711 34,278 (600,674) 668,613 4,907,030 $ SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT - 105,461 9,634 1,000 116,095 21.7% 5.8% 1.9% 16.4% (62,616) (1,020) (19,039) (1,053) (49,445) (350) 630 (51,837) (184,730) N/A -8.1% -6.3% -6.8% -1.2% -57.1% -12.4% 0.0% 8.0% -9.4% N/A N/A -10.2% 1,005,981 87.5% (200,000) -114.3% (40,000) N/A 1,526 69.8% 767,507 57.8% 575,420 (32,010) (32,010) 543,410 6.7% -17.5% -17.5% 6.2% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Sources and Uses by Fund and Function FUND / FUNCTION CLASS 225 SPUR CROSS RANCH CONSERVATION OPERATING FUND TOTAL 230 PARKS AND RECREATION GRANTS OPERATING NON-RECURRING FUND TOTAL 239 PARKS SOUVENIR OPERATING FUND TOTAL 240 LAKE PLEASANT RECREATION SVCS OPERATING NON-RECURRING FUND TOTAL 241 PARKS ENHANCEMENT FUND OPERATING NON-RECURRING FUND TOTAL 243 PARKS DONATIONS OPERATING FUND TOTAL 900 ELIMINATIONS OPERATING FUND TOTAL FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % $ SOURCES $ 316,176 $ 316,176 $ 305,000 $ 305,000 $ 305,000 $ 305,000 $ 173,887 $ 173,887 $ 172,050 $ 172,050 $ $ SOURCES $ 156,244 $ (4,998) 151,246 $ 4,820 $ 4,820 $ 4,820 $ 38,000 42,820 $ 334 $ 25,500 25,834 $ 4,820 $ 4,820 $ $ SOURCES $ 185,570 $ 185,570 $ 170,000 $ 170,000 $ 240,000 $ 240,000 $ 213,687 $ 213,687 $ 220,000 $ 220,000 $ (20,000) (20,000) -8.3% -8.3% $ 1,708,803 $ (30) 1,708,773 $ 1,766,010 $ 1,766,010 $ 1,766,010 $ 1,766,010 $ 1,889,002 $ 1,889,002 $ 1,847,278 $ 1,847,278 $ 81,268 81,268 4.6% N/A 4.6% SOURCES $ 3,323,554 $ 2,987,594 6,311,148 $ 3,435,027 $ 3,435,027 $ 3,435,027 $ 3,435,027 $ 3,648,790 $ 3,648,790 $ 3,503,744 $ 3,503,744 $ 68,717 68,717 2.0% N/A 2.0% $ SOURCES $ 66,913 $ 66,913 $ 108,000 $ 108,000 $ 108,000 $ 108,000 $ 60,250 $ 60,250 $ 108,000 $ 108,000 $ - 0.0% 0.0% $ SOURCES $ (72,513) $ (72,513) $ (71,533) $ (71,533) $ (71,533) $ (71,533) $ (71,533) $ (71,533) $ (82,860) $ (82,860) $ SOURCES $ $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 100 GENERAL OPERATING 5,684,747 $ 5,717,324 $ 5,787,324 $ 5,914,417 $ 5,773,032 $ 2,982,566 $ - $ 38,000 $ 25,500 $ - $ 8,667,313 $ 5,717,324 $ 5,825,324 $ 5,939,917 $ 5,773,032 $ FY 2009 FY 2010 FY 2010 FY 2010 FY 2011 ACTUAL ADOPTED REVISED FORECAST ADOPTED (132,950) (132,950) -43.6% -43.6% 0.0% (38,000) -100.0% (38,000) -88.7% (11,327) (11,327) 15.8% 15.8% (14,292) -0.2% (38,000) -100.0% (52,292) -0.9% REV VS ADPT VAR % $ $ 1,162,942 $ 1,162,942 $ 694,615 $ 694,615 $ 694,615 $ 694,615 $ 692,572 $ 692,572 $ 693,436 $ 693,436 $ 1,179 1,179 0.2% 0.2% $ 314,526 $ 16,197 330,723 $ 305,000 $ 285,000 590,000 $ 305,000 $ 285,000 590,000 $ 283,338 $ 283,338 $ 305,000 $ 35,000 340,000 $ 250,000 250,000 0.0% 87.7% 42.4% $ 14,966 $ 117,446 132,412 $ 4,820 $ 4,820 $ 4,820 $ 86,200 91,020 $ - $ 73,200 73,200 $ 4,820 $ 4,820 $ 86,200 86,200 0.0% 100.0% 94.7% $ $ 185,557 $ 185,557 $ 170,000 $ 170,000 $ 240,000 $ 240,000 $ 209,521 $ 209,521 $ 220,000 $ 220,000 $ 20,000 20,000 8.3% 8.3% $ 1,658,988 $ 22,030 1,681,018 $ 1,766,010 $ 345,000 2,111,010 $ 1,766,010 $ 345,000 2,111,010 $ 1,727,645 $ 15,930 1,743,575 $ 1,847,278 $ 510,000 2,357,278 $ (81,268) (165,000) (246,268) -4.6% -47.8% -11.7% 2,895,950 $ 3,948,081 6,844,031 $ 3,434,284 $ 1,330,742 4,765,026 $ 3,434,284 $ 1,433,732 4,868,016 $ 3,367,263 $ 962,413 4,329,676 $ 3,503,744 $ 943,300 4,447,044 $ (69,460) 490,432 420,972 -2.0% 34.2% 8.6% $ 26,604 $ 160,833 187,437 $ 108,000 $ 40,000 148,000 $ 108,000 $ 141,389 249,389 $ 92,798 $ 92,798 $ 108,000 $ 141,389 249,389 $ - 0.0% 0.0% 0.0% $ $ (72,513) $ (72,513) $ (71,533) $ (71,533) $ (71,533) $ (71,533) $ (71,533) $ (71,533) $ (82,860) $ (82,860) $ 11,327 11,327 -15.8% -15.8% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 6,187,020 $ 4,264,587 $ 10,451,607 $ 6,411,196 $ 2,000,742 $ 8,411,938 $ 6,481,196 $ 2,291,321 $ 8,772,517 $ 6,301,604 $ 1,051,543 $ 7,353,147 $ 6,599,418 $ 1,629,689 $ 8,229,107 $ (118,222) 661,632 543,410 -1.8% 28.9% 6.2% FUND TOTAL USES 225 SPUR CROSS RANCH CONSERVATION OPERATING NON-RECURRING FUND TOTAL USES 230 PARKS AND RECREATION GRANTS OPERATING NON-RECURRING FUND TOTAL USES 239 PARKS SOUVENIR OPERATING FUND TOTAL USES 240 LAKE PLEASANT RECREATION SVCS OPERATING NON-RECURRING FUND TOTAL USES 241 PARKS ENHANCEMENT FUND OPERATING NON-RECURRING FUND TOTAL USES 243 PARKS DONATIONS OPERATING NON-RECURRING FUND TOTAL USES 900 ELIMINATIONS OPERATING FUND TOTAL USES $ $ $ $ $ $ 618 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Staffing by Program and Activity PROGRAM / ACTIVITY BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROGRAM TOTAL PARK EDUCATION AND RECREATION INTERPRETIVE SERVICES RECREATION PROGRAM TOTAL PARK SUPPORT MAINTENANCE AND DEVELOPMENT PROGRAM TOTAL DEPARTMENT TOTAL FY 2009 FY 2010 ADOPTED ADOPTED 1.00 1.00 6.00 6.00 6.00 4.00 1.00 1.00 14.00 12.00 FY 2010 FY 2010 REVISED FORECAST 1.00 1.00 6.00 6.00 4.00 4.00 1.00 1.00 12.00 12.00 FY 2011 ADOPTED 1.00 6.00 4.00 1.00 12.00 REV TO ADPT VAR % 0.0% 0.0% 0.0% 0.0% 0.0% 13.00 31.00 44.00 12.00 29.00 41.00 12.00 29.00 41.00 12.00 29.00 41.00 13.00 29.00 42.00 1.00 1.00 8.3% 0.0% 2.4% 32.00 32.00 90.00 32.00 32.00 85.00 32.00 32.00 85.00 32.00 32.00 85.00 31.00 31.00 85.00 (1.00) (1.00) - -3.1% -3.1% 0.0% FY 2009 ADOPTED 1.00 3.00 2.00 1.00 10.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 25.00 1.00 1.00 1.00 12.00 10.00 1.00 4.00 1.00 1.00 1.00 1.00 4.00 2.00 90.00 FY 2010 ADOPTED 1.00 2.00 2.00 1.00 10.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 25.00 1.00 1.00 1.00 11.00 9.00 1.00 2.00 1.00 1.00 1.00 1.00 4.00 2.00 85.00 FY 2010 REVISED 1.00 2.00 2.00 1.00 10.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 25.00 1.00 1.00 1.00 11.00 9.00 1.00 2.00 1.00 1.00 1.00 1.00 4.00 2.00 85.00 FY 2010 FORECAST 1.00 2.00 2.00 1.00 10.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 25.00 1.00 1.00 1.00 11.00 9.00 1.00 1.00 2.00 1.00 1.00 1.00 4.00 2.00 85.00 FY 2011 ADOPTED 1.00 2.00 2.00 1.00 10.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 24.00 1.00 1.00 1.00 12.00 9.00 1.00 1.00 2.00 1.00 1.00 1.00 4.00 2.00 85.00 REV TO ADPT VAR % 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 1.00 N/A (1.00) -100.0% 0.0% 0.0% (1.00) -4.0% 0.0% 0.0% 0.0% 1.00 9.1% 0.0% 0.0% 1.00 N/A 0.0% 0.0% 0.0% 0.0% (1.00) -100.0% 0.0% 0.0% 0.0% FY 2010 REVISED 3.00 3.00 17.00 62.00 85.00 FY 2010 FORECAST 3.00 3.00 17.00 62.00 85.00 FY 2011 ADOPTED 3.00 3.00 17.00 62.00 85.00 REV TO ADPT VAR % 0.0% 0.0% 0.0% 0.0% 0.0% Staffing by Market Range Title MARKET RANGE TITLE Accounting Specialist Admin/Operations Specialist Administrative Manager Administrative Staff Supv Administrative Supervisor Administrator Communicatn Ofcr/Govt Liaison Director - Parks & Recreation Electrician Engineering Associate Engineering Supervisor Field Operations Supervisor Finan/Business Analyst - Dept General Maintenance Worker GIS Technician Grant-Contract Administrator Human Resources Specialist Interpretive Ranger Office Assistant Office Assistant Specialized Operations/Program Manager Parks Specialist Planner Planning Supervisor Procurement Specialist Project Manager Trades Specialist Trades Supervisor Department Total Staffing by Fund FUND 100 - GENERAL 225 - SPUR CROSS RANCH CONSERVATION 240 - LAKE PLEASANT RECREATION SVCS 241 - PARKS ENHANCEMENT FUND DEPARTMENT TOTAL FY 2009 ADOPTED 13.00 3.00 18.00 56.00 90.00 FY 2010 ADOPTED 3.00 3.00 17.00 62.00 85.00 619 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation General Adjustments Personnel: Health insurance premiums for medical and dental coverage and employer costs for retirement/long-term disability are increasing personnel costs as follows: • General Fund (100): o $3,816 increase for health/dental and retirement costs. o The Department included risk management charges higher than required in their budget request submission. This reduction offset the benefits increase. o Net zero impact to fund. • Spur Cross Fund (225): o $3,298 increase for health/dental and retirement costs. o The Department submitted their budget request under budget to offset the increase in benefits. o Net zero impact to fund. • Lake Pleasant Recreation Services Fund (240): o $18,285 increase for health/dental and retirement costs. o Revenue is sufficient to support the increase in personnel costs. • Parks Enhancement Fund (241): o $69,460 increase for health/dental and retirement costs. o The Department absorbed part of the increase through reductions in Supplies and discretionary Internal Service Charges. o Revenue is sufficient to support the remaining increase in personnel costs. Vehicles: Fund balance usage is budgeted for the replacement of two vehicles during FY 2010-11, a boat in the Lake Pleasant Recreation Services Fund and a dump truck in the Parks Enhancement Fund. Programs and Activities Park Education and Recreation Program The purpose of the Park Education and Recreation Program is to provide natural and cultural resource interpretation and unique recreation facilities and opportunities to individuals and groups so they can appreciate and enjoy the natural and cultural environment and have a healthy and exhilarating outdoor experience. Program Results Measure Description Percent change in park visitation numbers compared to prior year same period Rate of park visitation per 100,000 households in Maricopa County Percent increase in regional park acreage over previous year Percent of park visitors who attend an interpretive program Percent increase in interpretive programs provided over previous year FY 2009 ACTUAL 5.7% FY 2010 REVISED 2.0% FY 2011 ADOPTED (0.0%) N/A N/A 10.1% N/A N/A N/A N/A 0.1% N/A N/A 3.4% 3.1% 7.8% 4.8% 156.1% N/A N/A 5.0% N/A N/A Activities that comprise this program include: 620 REV VS ADPT VAR % (2.0%) -102.1% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget • Department Strategic Plans and Budgets Parks and Recreation • Recreation Interpretive Services Recreation Activity The purpose of the Parks Recreation Activity is to provide facilities and opportunities to park users so they can enjoy a healthy and exhilarating experience. Mandates: Not Mandated Measure Type Result Result Result Output Output Demand Efficiency Measure Description Percent change in park visitation numbers compared to prior year same period Rate of park visitation per 100,000 households in Maricopa County Percent increase in regional park acreage over previous year Number of regional park visitors Number of acres of land added to park system REV VS ADPT VAR % (2.0%) -102.1% FY 2009 ACTUAL 5.7% FY 2010 REVISED 2.0% FY 2011 ADOPTED (0.0%) N/A N/A 10.1% N/A N/A N/A N/A 0.1% N/A N/A 1,470,212 N/A 1,438,072 N/A 31,745 N/A 2.2% N/A $ 31,523 (0.31) 2.2% -21.5% 225 - SPUR CROSS RANCH CONSERVATION $ 301,385 230 - PARKS AND RECREATION GRANTS 62,062 239 - PARKS SOUVENIR 184,184 240 - LAKE PLEASANT RECREATION SVCS 1,676,077 241 - PARKS ENHANCEMENT FUND 6,055,563 243 - PARKS DONATIONS 12,259 900 - ELIMINATIONS TOTAL SOURCES $ 8,291,530 $ 285,000 $ 167,050 $ 4,820 4,820 240,000 220,000 1,666,010 1,821,278 3,171,618 3,247,667 29,000 29,000 (71,533) (82,860) $ 5,324,915 $ 5,406,955 $ (117,950) (20,000) 155,268 76,049 (11,327) 82,040 -41.4% 0.0% -8.3% 9.3% 2.4% 0.0% 15.8% 1.5% 100 - GENERAL $ 529,418 225 - SPUR CROSS RANCH CONSERVATION 222,606 230 - PARKS AND RECREATION GRANTS 11,480 239 - PARKS SOUVENIR 185,557 240 - LAKE PLEASANT RECREATION SVCS 531,276 241 - PARKS ENHANCEMENT FUND 3,642,560 243 - PARKS DONATIONS 11,203 900 - ELIMINATIONS TOTAL USES $ 5,134,100 $ (21,678) (23,112) 48,200 20,000 (44,616) (182,657) 11,327 (192,536) -18.0% -13.4% 90.9% 8.3% -4.9% -19.5% 0.0% -15.8% -8.0% Number of individuals expected to visit the parks Expenditure per regional park visitor for recreation activity $ 1,470,212 1.22 $ 1,438,072 1.45 1,469,817 120 $ 1,469,595 1.76 Revenue Expenditure 120,442 $ 142,120 $ 172,277 195,389 53,020 4,820 240,000 220,000 908,254 952,870 938,721 1,121,378 31,100 31,100 (71,533) (82,860) $ 2,392,281 $ 2,584,817 $ Activity Narrative: Revenue in the Spur Cross Fund is decreasing due to a reduction in the funding from the Town of Cave Creek. The Department expects the revenue to increase beginning in FY 201112 due to the addition of revenue generating sources in Cave Creek that are being built during FY 2010-11. Expenditures are reduced in Cave Creek as improvements are being put on hold until the revenue returns to the park to support these activities. The Department increased some fees in all parks and increased all fees in the Lake Pleasant Park in FY 2009-10. Revenue is budgeted conservatively with very little increase because the Department believes the public will react negatively in the first year of the fee change; and return to normal usage after a year. Attendance in parks is decreasing because of the fee increase. The revenue in the Souvenir Fund is expected to increase due to the opening of the White Tanks Nature Center in the fall of 2010. 621 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation The increase in expenditures in the Lake Pleasant and Enhancement funds are due to one-time expenditures planned for FY 2010-11 including the upgrade of signs, playgrounds and restroom repairs. Additionally, two studies are funded in one-time expenses: one for the Bureau of Land Management regarding Vulture Mountain and one for the Bureau of Reclamation. Interpretive Services Activity The purpose of the Parks Interpretive Services Activity is to provide educational and structured opportunities to interpret and experience park resources for park visitors and requesting groups so they can more fully appreciate and enjoy the natural and cultural environment. Mandates: Not Mandated Measure Type Result Result Result Output Output Demand Efficiency Efficiency Revenue Measure Description Percent of park visitors who attend an interpretive program Percent of interpretive program participants who are satisfied with interpretive program Percent increase in interpretive programs provided over previous year Number of interpretive programs provided Number of interpretive program participants Number of interpretive programs requested Expenditure per interpretive program provided Expenditure per program participant REV VS ADPT VAR % 4.8% 156.1% FY 2009 ACTUAL 3.4% FY 2010 REVISED 3.1% FY 2011 ADOPTED 7.8% 87.5% 0.0% N/A N/A N/A N/A N/A 5.0% N/A N/A 282 70,469 282 (4.15) 6.7% 157.7% 6.7% -2.4% $ 1,828 49,895 1,828 388.33 $ 14.23 230 - PARKS AND RECREATION GRANTS 241 - PARKS ENHANCEMENT FUND 243 - PARKS DONATIONS TOTAL SOURCES $ 7,487 206,880 24,718 239,085 100 - GENERAL 225 - SPUR CROSS RANCH CONSERVATION 230 - PARKS AND RECREATION GRANTS 240 - LAKE PLEASANT RECREATION SVCS 241 - PARKS ENHANCEMENT FUND 243 - PARKS DONATIONS TOTAL USES $ $ $ 4,205 44,672 4,205 175.64 $ 16.53 $ 13,000 195,000 15,700 223,700 $ $ 4,487 115,141 4,487 179.79 $ $ 7.01 $ $ 187,668 15,700 203,368 $ $ $ 9.53 57.6% (13,000) (7,332) (20,332) -100.0% -3.8% 0.0% -9.1% 7,000 (4,047) 13,000 (14,359) (69,743) (68,149) 93.3% -7.6% 100.0% -8.7% -15.9% 0.0% -9.2% Expenditure $ 9,767 51,635 7,487 168,009 466,054 6,913 709,865 $ $ 7,500 53,417 13,000 165,322 437,682 61,650 738,571 $ $ 500 57,464 179,681 507,425 61,650 806,720 $ $ Activity Narrative: The FY 2010-11 budget supports the Department in meeting all the interpretive programs requested. The increase in expenditures and demand is due to the opening of the White Tank Nature Center which will include interpretive programming. 622 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation 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. Program Results Measure Description Percent of routine maintenance and repair assignments completed Percent of trail miles receiving required semiannual maintenance Percent of park capital/amenity improvement and major maintenance projects completed ontime Percent of capital improvement and major maintenance projects delivered within 10% of original cost estimate REV VS ADPT VAR % N/A N/A FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED 100.0% N/A N/A 100.0% N/A N/A N/A N/A 100.0% N/A N/A N/A N/A 100.0% N/A N/A Activities that comprise this program include: • Maintenance and Development Maintenance & Development Activity The purpose of the Parks Maintenance & Development Activity is to provide new and exceptionally well-maintained facilities for park users so they can enjoy a comfortable outdoor experience. Mandates: Not Mandated 623 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Result Result Output Output Output Output Demand Demand Efficiency Department Strategic Plans and Budgets Parks and Recreation Measure Description Percent of routine maintenance and repair assignments completed Percent of trail miles receiving required semiannual maintenance Percent of park capital/amenity improvement and major maintenance projects completed ontime Percent of capital improvement and major maintenance projects delivered within 10% of original cost estimate Number of trail miles receiving required maintenance or repair work Number of planned maintenance and repair assignments completed Number of park capital/amenity improvement and major maintenance projects delivered ontime Capital improvement and major maintenance projects delivered within 10% of original cost estimate Number of routine maintenance and repair assignments requested Total number of capital improvement and major maintenance projects requested Expenditure per routine maintenance assignment completed FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED 100.0% N/A N/A 100.0% N/A N/A N/A N/A 100.0% N/A N/A N/A N/A 100.0% N/A N/A N/A N/A 696 N/A N/A N/A N/A 840 N/A N/A N/A N/A 20 N/A N/A N/A N/A 20 N/A N/A N/A N/A 840 N/A N/A N/A N/A 20 N/A N/A N/A N/A $ 4,158.58 N/A N/A (25,000) (25,000) -100.0% N/A 0.0% -28.3% 10,081 281,002 25,000 (121,412) 687,352 882,023 2.5% 84.6% 100.0% -15.1% 25.9% 0.0% 20.2% REV VS ADPT VAR % N/A N/A Revenue 230 - PARKS AND RECREATION GRANTS 241 - PARKS ENHANCEMENT FUND 243 - PARKS DONATIONS TOTAL SOURCES $ 81,251 114 29,258 110,623 $ 100 - GENERAL $ 401,833 225 - SPUR CROSS RANCH CONSERVATION 24,013 230 - PARKS AND RECREATION GRANTS 113,445 240 - LAKE PLEASANT RECREATION SVCS 697,340 241 - PARKS ENHANCEMENT FUND 1,416,221 243 - PARKS DONATIONS 169,321 TOTAL USES $ 2,822,173 $ $ 25,000 63,300 88,300 $ 402,597 332,076 25,000 804,886 2,654,036 156,639 $ 4,375,234 $ $ 63,300 63,300 $ 392,516 51,074 926,298 1,966,684 156,639 $ 3,493,211 $ $ $ Expenditure $ Activity Narrative: The Department updated their Strategic Business Plan for FY 2010-11 and revised all the performance measures related to this activity. The FY 2010-11 budget supports the Department in maintaining the parks and trails as required. 624 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 694,615 $ - FY 2010 Revised Budget $ 694,615 $ - FY 2011 Budget Target $ 694,615 $ - $ 3,816 $ 2,736 1,080 (4,995) $ (6,496) 1,501 - 693,436 $ -0.2% - Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Personnel Savings Agenda Item: $ FY 2011 Adopted Budget Percent Change from Target Amount $ Spur Cross Ranch Conservation Fund (225) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 305,000 $ 305,000 FY 2010 Revised Budget $ 305,000 $ 305,000 FY 2011 Budget Target $ 305,000 $ 305,000 $ 3,298 $ 2,736 562 (3,298) $ (4,903) 1,605 - $ - (132,950) (132,950) 305,000 $ 0.0% 172,050 -43.6% Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Personnel Savings Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ $ FY 2011 Adopted Budget Percent Change from Target Amount $ 625 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Spur Cross Ranch Conservation Fund (225) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget $ 285,000 $ - FY 2010 Revised Budget $ 285,000 $ - FY 2011 Budget Target $ 285,000 $ - $ (250,000) $ (250,000) - $ 35,000 $ -87.7% - Adjustments: Base Adjustments Other Base Adjustments Agenda Item: FY 2011 Adopted Budget Percent Change from Target Amount Spur Cross Ranch Conservation Fund (225) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED Beginning Spendable Fund Balance $ 499,434 $ 534,747 $ 534,747 $ 484,897 $ 375,446 Sources: Operating Total Sources: $ $ 316,176 316,176 $ $ 305,000 305,000 $ $ 305,000 305,000 $ $ 173,887 173,887 $ $ 172,050 172,050 $ $ $ 283,338 283,338 $ $ 305,000 285,000 590,000 $ $ 305,000 285,000 590,000 $ $ 314,526 16,197 330,723 305,000 35,000 340,000 Structural Balance $ 1,650 $ - $ - $ Accounting Adjustments $ 10 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 484,897 484,897 $ $ 249,747 249,747 $ $ 249,747 249,747 $ $ 375,446 375,446 $ $ 207,496 207,496 Uses: Operating Non-Recurring Total Uses: 626 $ (109,451) $ (132,950) Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Parks and Recreation Grant Fund (230) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 4,820 $ 4,820 FY 2010 Revised Budget $ 4,820 $ 4,820 FY 2011 Budget Target $ 4,820 $ 4,820 FY 2011 Adopted Budget Percent Change from Target Amount $ 4,820 $ 0.0% 4,820 0.0% Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget $ - $ - $ 86,200 $ 25,000 48,200 13,000 38,000 25,000 13,000 $ 86,200 $ 38,000 $ (86,200) $ (25,000) (48,200) (13,000) (38,000) (25,000) (13,000) FY 2011 Budget Target $ - $ - FY 2011 Adopted Budget Percent Change from Target Amount $ - $ N/A N/A Adjustments: Grants, Donations and Intergovernmental Agreements Grants BLM Grant Vulture Mtn MOU Park s Grant Carryover (Exp) White Tank s Pond Grant Agenda Item: C-30-10-007-3-00 C-30-10-018-2-00 C-30-10-029-2-00 FY 2010 Revised Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants BLM Grant Vulture Mtn MOU Park s Grant Carryover (Exp) White Tank s Pond Grant Agenda Item: C-30-10-007-3-00 C-30-10-018-2-00 C-30-10-029-2-00 627 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Parks and Recreation Grant Fund (230) Fund Balance Summary FY 2009 ACTUAL Beginning Spendable Fund Balance FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED $ (23,781) $ 2,649 $ 2,649 $ - $ (47,366) $ 156,244 $ (4,998) 151,246 $ 4,820 4,820 $ 4,820 38,000 42,820 $ 334 25,500 25,834 $ 4,820 4,820 $ $ 73,200 73,200 $ $ 4,820 86,200 91,020 $ $ 4,820 4,820 $ $ 14,966 117,446 132,412 $ 4,820 4,820 Structural Balance $ 141,278 $ - $ - $ 334 $ - Accounting Adjustments $ 4,947 $ - $ - $ - $ - $ - $ 2,649 2,649 $ Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ $ $ $ $ $ $ - $ (45,551) (45,551) $ $ - $ (47,366) (47,366) $ (47,366) (47,366) The negative fund balance will be offset by an accounting adjustment to recognize grant revenues received in FY 2008. 628 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Parks Souvenir Fund (239) Expenditures Revenue OPERATING FY 2010 Adopted Budget Adjustments: Supplemental Funding Mid-Year Adjustments Souvenir Fund Increase $ 170,000 $ 170,000 $ 70,000 $ 70,000 70,000 70,000 $ 240,000 $ 240,000 $ (70,000) $ (70,000) (70,000) (70,000) $ 170,000 $ 170,000 $ 50,000 $ 50,000 50,000 50,000 $ 220,000 $ 29.4% 220,000 29.4% Agenda Item: C-30-10-024-2-00 FY 2010 Revised Budget Adjustments: Supplemental Funding Mid-Year Adjustments Souvenir Fund Increase Agenda Item: C-30-10-024-2-00 FY 2011 Budget Target Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: FY 2011 Adopted Budget Percent Change from Target Amount Parks Souvenir Fund (239) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED Beginning Spendable Fund Balance $ 25,001 $ 26,755 $ 26,755 $ 25,011 $ 29,177 Sources: Operating Total Sources: $ $ 185,570 185,570 $ $ 170,000 170,000 $ $ 240,000 240,000 $ $ 213,687 213,687 $ $ 220,000 220,000 Uses: Operating Total Uses: $ $ 185,557 185,557 $ $ 170,000 170,000 $ $ 240,000 240,000 $ $ 209,521 209,521 $ $ 220,000 220,000 Structural Balance $ 13 $ - $ - $ 4,166 $ - Accounting Adjustments $ (3) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 26,755 26,755 $ $ 26,755 26,755 $ $ 29,177 29,177 $ $ 29,177 29,177 25,011 25,011 $ $ 629 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Lake Pleasant Recreation Services Fund (240) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 1,766,010 $ 1,766,010 FY 2010 Revised Budget $ 1,766,010 $ 1,766,010 $ (7,918) $ (7,918) - $ 1,758,092 $ 1,766,010 $ 18,285 $ 15,504 2,781 70,901 $ 70,901 - $ - 81,268 81,268 1,847,278 $ 5.1% 1,847,278 4.6% Adjustments: Budget Balancing PEHPEP FY 09 Adjustments Agenda Item: C-49-09-066-2-00 FY 2011 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Recategorization Between funds Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ $ FY 2011 Adopted Budget Percent Change from Target Amount $ Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget $ 345,000 $ - FY 2010 Revised Budget $ 345,000 $ - FY 2011 Budget Target $ 345,000 $ - $ (345,000) $ (345,000) 510,000 $ 210,000 - Adjustments: Base Adjustments Other Base Adjustments Non Recurring Non Recurring Carry Forward Replace PB50 Work Boat Other Non-Recurring Host Sites and Entry Station at Aqua Fria Contingency for Major Maintenance and Equipment Repairs Sign Upgrades and Playground Safety Repairs Management Study for Bureau of Reclamation Network Hardware Replacement for Lak e and DOC Winch Certification Agenda Item: $ $ 210,000 $ 100,000 80,000 30,000 40,000 40,000 10,000 300,000 FY 2011 Adopted Budget Percent Change from Target Amount $ 630 510,000 $ 47.8% - Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Parks Lake Pleasant Fund (240) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED Beginning Spendable Fund Balance $ 1,589,287 $ 1,549,763 $ 1,549,763 $ 1,617,046 $ 1,762,473 Sources: Operating Non-Recurring Total Sources: $ 1,708,803 $ 1,766,010 (30) $ 1,708,773 $ 1,766,010 $ 1,766,010 $ 1,766,010 $ 1,889,002 $ 1,889,002 $ 1,847,278 $ 1,847,278 Uses: Operating Non-Recurring Total Uses: $ 1,658,988 22,030 $ 1,681,018 $ 1,766,010 345,000 $ 2,111,010 $ 1,766,010 345,000 $ 2,111,010 $ 1,727,645 15,930 $ 1,743,575 $ 1,847,278 510,000 $ 2,357,278 Structural Balance $ 49,815 $ - $ - $ 161,357 $ - Accounting Adjustments $ 4 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ 1,617,046 $ 1,617,046 $ 1,204,763 $ 1,204,763 $ 1,204,763 $ 1,204,763 $ 1,762,473 $ 1,762,473 $ 1,252,473 $ 1,252,473 Parks Enhancement Fund (241) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 3,434,284 $ 3,435,027 FY 2010 Revised Budget $ 3,434,284 $ 3,435,027 FY 2011 Budget Target $ 3,434,284 $ 3,435,027 $ 69,460 57,456 12,004 70,901 70,901 (70,901) (70,901) Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Fees and Other Revenues ProgRevenue Volume Inc/Dec Reallocations Reallocation Between Funds Agenda Item: $ $ $ FY 2011 Adopted Budget Percent Change from Target Amount $ 631 $ $ $ $ 3,503,744 $ 2.0% 68,717 68,717 3,503,744 2.0% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Parks Enhancement Fund (241) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget Adjustments: Capital Improvement Program Park s CIP Recon White Tank NC Non Recurring Vehicle Planning to Park s Vehicle Pub Wk s to Park s - $ $ 85,000 $ 85,000 17,990 $ 7,990 10,000 - $ 1,433,732 $ - $ $ (85,000) $ (85,000) (17,990) $ (7,990) (10,000) - $ 1,330,742 $ - $ (1,330,742) $ (1,330,742) 943,300 $ 465,000 - 478,300 - 943,300 $ -29.1% - C-30-10-015-2-00 C-30-10-023-V-00 C-30-10-025-V-00 Agenda Item: C-30-10-015-2-00 C-30-10-023-V-00 C-30-10-025-V-00 FY 2011 Budget Target Adjustments: Base Adjustments Other Base Adjustments Non Recurring Non Recurring Carry Forward Point of Sale System White Tank s FF&E transfer to Fund 422 Other Non-Recurring 10 Yard Dump Truck Contingency for Major Maintenance Sign Upgrades, Playground Repairs and Restroom Repairs Management Study for Vulture Mountain Host Sites for Nature Center 1,330,742 $ Agenda Item: FY 2010 Revised Budget Adjustments: Capital Improvement Program Park s CIP Recon White Tank NC Non Recurring Vehicle Planning to Park s Vehicle Pub Wk s to Park s $ Agenda Item: $ FY 2011 Adopted Budget Percent Change from Target Amount $ 300,000 165,000 $ 165,000 100,000 115,000 50,000 48,300 $ 632 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Parks Enhancement Fund (241) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED Beginning Spendable Fund Balance $ 2,482,530 $ 1,957,407 $ 1,957,407 $ 1,949,645 $ 1,268,759 Sources: Operating Non-Recurring Total Sources: $ 3,323,554 2,987,594 $ 6,311,148 $ 3,435,027 $ 3,435,027 $ 3,435,027 $ 3,435,027 $ 3,648,790 $ 3,648,790 $ 3,503,744 $ 3,503,744 Uses: Operating Non-Recurring Total Uses: $ 2,895,950 3,948,081 $ 6,844,031 $ 3,434,284 1,330,742 $ 4,765,026 $ 3,434,284 1,433,732 $ 4,868,016 $ 3,367,263 962,413 $ 4,329,676 $ 3,503,744 943,300 $ 4,447,044 Structural Balance $ $ 743 $ 743 $ 281,527 $ - Accounting Adjustments $ (2) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ 1,949,645 $ 1,949,645 627,408 627,408 $ $ 524,418 524,418 $ 1,268,759 $ 1,268,759 $ $ 325,459 325,459 427,604 $ $ Parks Donations Fund (243) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 108,000 $ 108,000 FY 2010 Revised Budget $ 108,000 $ 108,000 FY 2011 Budget Target $ 108,000 $ 108,000 FY 2011 Adopted Budget Percent Change from Target Amount $ 108,000 $ 0.0% 108,000 0.0% 633 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Parks Donations Fund (243) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget Adjustments: Grants, Donations and Intergovernmental Agreements Donations Donation Expenditure Increase $ 40,000 $ - $ 101,389 $ 101,389 - $ 141,389 $ - $ (101,389) $ (101,389) - $ 40,000 $ - $ (40,000) $ (40,000) 141,389 $ 141,389 - 141,389 $ 253.5% - Agenda Item: C-30-10-008-D-00 FY 2010 Revised Budget Adjustments: Grants, Donations and Intergovernmental Agreements Donations Donation Expenditure Increase Agenda Item: C-30-10-008-D-00 FY 2011 Budget Target Adjustments: Base Adjustments Other Base Adjustments Non Recurring Non Recurring Carry Forward Agenda Item: $ FY 2011 Adopted Budget Percent Change from Target Amount $ Parks Donations Fund (243) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED Beginning Spendable Fund Balance $ 806,386 $ 807,198 $ 807,198 $ 685,862 $ 653,314 Sources: Operating Total Sources: $ $ 66,913 66,913 $ $ 108,000 108,000 $ $ 108,000 108,000 $ $ 60,250 60,250 $ $ 108,000 108,000 $ $ $ $ 92,798 92,798 $ $ 108,000 141,389 249,389 $ $ 108,000 40,000 148,000 $ 108,000 141,389 249,389 - Uses: Operating Non-Recurring Total Uses: $ 26,604 160,833 187,437 Structural Balance $ 40,309 $ - $ - $ (32,548) $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 685,862 685,862 $ $ 767,198 767,198 $ $ 665,809 665,809 $ $ 653,314 653,314 634 $ $ 511,925 511,925 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Planning and Development Planning and Development Analysis by Angie Flick, Management & Budget Supervisor Summary Mission The mission of the Planning and Development Department is to provide planning and development services in a safe and timely fashion 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 so they can responsibly develop and enjoy real property. Strategic Goals • By June 30, 2011, 90% or more of all status information for permits, development submittals, and code violation inquiries will be available online. Status: More than 90% of all status information for building permits and development submittals is now available online through the Department’s web site. This is inclusive of code violation information. Additional enhancements to include current planning cases will be ensued. • By June 30, 2011, 90% of customer applications will meet submittal requirements at time of first submission. Status: The Department’s first time submittal acceptance rate for the last half of the calendar year 2009 is 75%. The Department continues to work toward improving its acceptance rate through the availability of no-cost pre-submittal meetings for applicants applying via the standard method or online and with ongoing refinement of online services to better serve the needs of the applicants. The Department anticipates that with additional educational efforts, a steadily higher percentage of complete first time submittals will be received. • By June 30, 2011, 75% of all applications can be digitally submitted and processed online allowing for the shift from a paper-based review to an electronic review process. Status: This goal is complete. • By June 30, 2010, 100% of the planning elements in the Maricopa County Comprehensive Plan will be updated in accordance with state statute to provide Maricopa County residents with a current, coordinated, and measurable plan for development and use of land. Status: Work to prepare a draft update to the Comprehensive Plan continues. Several chapters and elements have been completed. A reduction-in-force and reorganization has impacted the original June 2010 timeline. 635 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Planning and Development Sources and Uses by Program and Activity FY 2009 ACTUAL PROGRAM / ACTIVITY SOURCES CODE - CODE ENFORCEMENT CPLG - COMPREHENSIVE PLANNING CSVC - CUSTOMER SERVICES DREN - DRAINAGE ENFORCEMENT DRIN - DRAINAGE INSPECTION DRRE - DRAINAGE REVIEW PINS - PERMIT INSPECTIONS PLCS - PLANNING AND ZONING PREV - PLAN REVIEW ZONA - ZONING ADJUDICATION 44SH - ONE STOP SHOP $ FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % $ 137,082 $ 116,140 32,020 16,340 13,797 936,652 2,528,906 450,208 1,449,264 57,740 5,738,149 $ 90,000 $ 24,996 16,500 12,000 509,000 888,720 2,530,376 364,800 1,833,172 36,000 6,305,564 $ 90,000 $ 24,996 16,500 12,000 509,000 888,720 2,530,376 364,800 1,833,172 36,000 6,305,564 $ 186,784 $ 143,192 33,607 10,097 345,172 852,646 2,775,441 490,927 1,453,783 59,177 6,350,826 $ 78,000 $ 80,000 35,890 12,000 391,232 801,602 3,515,309 380,000 2,205,646 44,130 7,543,809 $ (12,000) 55,004 19,390 (117,768) (87,118) 984,933 15,200 372,474 8,130 1,238,245 -13.3% 220.1% 117.5% 0.0% -23.1% -9.8% 38.9% 4.2% 20.3% 22.6% 19.6% ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 6,610 $ 6,610 $ - $ - $ 95,165 $ 95,165 $ 52,620 $ 52,620 $ - $ - $ (95,165) (95,165) -100.0% -100.0% GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 175,145 $ 175,145 $ 475,000 $ 475,000 $ 475,000 $ 475,000 $ 147,586 $ 147,586 $ 65,197 $ 65,197 $ (409,803) (409,803) -86.3% -86.3% TOTAL PROGRAMS $ 5,919,904 $ 6,780,564 $ 6,875,729 $ 6,551,032 $ 7,609,006 $ 733,277 CODE - CODE ENFORCEMENT CPLG - COMPREHENSIVE PLANNING CSVC - CUSTOMER SERVICES DREN - DRAINAGE ENFORCEMENT DRIN - DRAINAGE INSPECTION DRRE - DRAINAGE REVIEW PINS - PERMIT INSPECTIONS PLCS - PLANNING AND ZONING PREV - PLAN REVIEW ZONA - ZONING ADJUDICATION 44SH - ONE STOP SHOP $ 620,502 $ 257,805 974,816 140,961 852,331 807,487 1,428,862 625,938 1,721,953 395,919 7,826,574 $ 407,075 $ 241,592 532,631 89,461 535,628 528,899 713,313 388,670 969,379 339,147 4,745,795 $ 407,075 $ 241,592 532,631 89,461 535,628 528,899 1,026,413 388,670 1,229,379 339,147 5,318,895 $ 432,076 $ 272,814 552,627 100,200 582,736 420,927 749,962 484,560 1,071,713 184,417 4,852,032 $ 413,522 $ 291,625 680,456 106,020 616,829 540,088 942,743 509,528 1,430,174 204,405 5,735,390 $ (6,447) (50,033) (147,825) (16,559) (81,201) (11,189) 83,670 (120,858) (200,795) 134,742 (416,495) -1.6% -20.7% -27.8% -18.5% -15.2% -2.1% 8.2% -31.1% -16.3% 39.7% -7.8% FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 190,273 $ 168,153 1,991,443 2,349,869 $ 159,798 $ 53,128 1,706,683 1,919,609 $ 159,798 $ 53,128 1,706,683 1,919,609 $ 207,949 $ 78,981 1,427,512 1,714,442 $ 191,567 $ 160,589 1,332,057 1,684,213 $ (31,769) (107,461) 374,626 235,396 -19.9% -202.3% 22.0% 12.3% CSCA - CENTRAL SERVICE COST ALLOC ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ 467,902 $ 323,304 791,206 $ 493,841 $ 110,395 604,236 $ 493,841 $ 110,395 604,236 $ 493,841 $ 110,264 604,105 $ 398,002 $ 65,741 463,743 $ 95,839 44,654 140,493 $ 970,943 $ 131,532 485,353 157,406 35,429 1,780,663 $ 113,385 $ 86,566 184,069 40,218 14,566 438,804 $ 138,579 $ 86,566 184,069 40,218 14,566 463,998 $ 116,303 $ 130,594 203,264 35,736 12,808 498,705 $ 153,421 $ 40,244 50,900 83,655 20,844 349,064 $ (14,842) 46,322 133,169 (43,437) (6,278) 114,934 TOTAL PROGRAMS $ 12,748,312 $ 7,708,444 $ 8,306,738 $ 7,669,284 $ 8,232,410 $ 10.7% USES $ BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER DESK - DESKTOP SUPPORT GISA - GIS APPLICATION DEV AND SUPP HDSP - HELP DESK SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ 636 74,328 19.4% 40.4% 23.3% -10.7% 53.5% 72.3% -108.0% -43.1% 24.8% 0.9% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Planning and Development Sources and Uses by Category FY 2009 ACTUAL CATEGORY LICENSES AND PERMITS 0610 - LICENSES AND PERMITS FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST REV VS ADPT VAR % FY 2011 ADOPTED $ SUBTOTAL $ 2,711,974 2,711,974 $ $ 2,600,176 2,600,176 $ $ 2,600,176 2,600,176 $ $ 2,959,915 2,959,915 $ $ 3,669,831 3,669,831 $ $ 1,069,655 1,069,655 41.1% 41.1% CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ 2,931,321 2,931,321 $ $ 3,640,388 3,640,388 $ $ 3,640,388 3,640,388 $ $ 3,235,411 3,235,411 $ $ 3,806,558 $ 3,806,558 $ 166,170 166,170 4.6% 4.6% 40,891 40,891 $ $ 35,000 35,000 $ $ 35,000 35,000 $ $ 94,377 94,377 $ $ 35,000 35,000 - 0.0% 0.0% 475,000 $ 30,000 505,000 $ 147,586 61,123 208,709 $ $ 65,197 $ 32,420 97,617 $ 7,609,006 $ FINES & FOREFEITS 0637 - FINES & FORFEITS $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ 175,145 $ 53,963 229,108 $ 475,000 $ 30,000 505,000 $ ALL REVENUES $ 5,913,294 $ 6,780,564 $ 6,780,564 $ 6,498,412 $ OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 6,610 6,610 $ $ - $ $ 95,165 95,165 $ $ 52,620 52,620 $ $ 5,919,904 FY 2009 ACTUAL $ 6,780,564 FY 2010 ADOPTED $ 6,875,729 FY 2010 REVISED $ 6,551,032 FY 2010 FORECAST $ TOTAL SOURCES $ CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ - $ $ (409,803) 2,420 (407,383) -86.3% 8.1% -80.7% 828,442 12.2% $ $ (95,165) -100.0% (95,165) -100.0% 7,609,006 $ FY 2011 ADOPTED 733,277 10.7% REV VS ADPT VAR % 7,817,394 $ 974 2,573,743 116,500 (1,903,513) 20,712 8,625,810 $ 5,127,203 $ 1,722,237 288,172 (2,213,052) 25,610 4,950,170 $ 5,136,603 $ 1,725,937 353,366 (2,213,052) 25,610 5,028,464 $ 5,535,300 $ 710 1,821,083 33,139 (2,178,026) 8,451 5,220,657 $ 5,879,291 $ 2,108,157 14,121 (2,145,595) 5,855,974 $ (742,688) (382,220) 339,245 (67,457) 25,610 (827,510) -14.5% N/A -22.1% 96.0% 3.0% 100.0% -16.5% SUBTOTAL $ 90,714 $ 87,762 22,728 (48,245) 534 153,493 $ 54,851 $ 52,120 11,488 (19,702) 98,757 $ 54,851 $ 52,120 11,488 (19,702) 98,757 $ 65,385 $ 54,596 3,828 (10,541) 113,268 $ 47,178 $ 58,660 5,000 (13,622) 97,216 $ 7,673 (6,540) 6,488 (6,080) 1,541 14.0% -12.5% 56.5% 30.9% N/A 1.6% SERVICES 0810 - LEGAL SERVICES $ 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 27,184 $ 602,438 969,815 644,848 227 929,613 7,418 7,660 14,846 (110,243) 105 3,093,911 $ 30,504 $ 254,496 1,025,122 160,908 555,174 13,776 74,424 17,016 (157,329) 649 1,974,740 $ 30,504 $ 774,496 1,025,122 160,908 555,174 13,776 74,424 17,016 (157,329) 649 2,494,740 $ 30,452 $ 466,772 993,339 111,226 341 297,339 6,221 27,428 11,972 (336,974) 214 1,608,330 $ 50,200 $ 616,550 601,412 218,250 543,779 10,850 29,800 11,200 (250,695) 48,271 1,879,617 $ SUBTOTAL $ - $ 415,252 (8,320) 264 407,196 $ 563 $ 199,716 (9,698) 355 190,936 $ 563 $ 199,716 (9,698) 355 190,936 $ - $ 242,357 (9,374) 205 233,188 $ - $ 8,250 (7,004) 355 1,601 $ 563 191,466 (2,694) 189,335 100.0% 95.9% 27.8% 0.0% 99.2% ALL EXPENDITURES $ 12,280,410 $ 7,214,603 $ 7,812,897 $ 7,175,443 $ 7,834,408 $ (21,511) -0.3% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 467,902 $ 467,902 $ 493,841 $ 493,841 $ 493,841 $ 493,841 $ 493,841 $ 493,841 $ 398,002 $ 398,002 $ 95,839 95,839 19.4% 19.4% TOTAL USES $ 12,748,312 $ 7,708,444 $ 8,306,738 $ 7,669,284 $ 8,232,410 $ 74,328 0.9% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN CAPITAL 0920 - CAPITAL EQUIPMENT 0950 - DEBT SERVICE 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN $ $ 637 (19,696) -64.6% 157,946 20.4% 423,710 41.3% (57,342) -35.6% N/A 11,395 2.1% 2,926 21.2% 44,624 60.0% 5,816 34.2% 93,366 -59.3% (47,622) -7337.8% 615,123 24.7% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Planning and Development Sources and Uses by Fund and Function FY 2009 FUND / FUNCTION CLASS ACTUAL 226 PLANNING AND DEVELOPMENT FEES OPERATING $ 5,906,211 NON-RECURRING 5,906,211 FUND TOTAL SOURCES $ 235 DEL WEBB OPERATING $ 13,693 13,693 FUND TOTAL SOURCES $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 226 PLANNING AND DEVELOPMENT FEES OPERATING $ NON-RECURRING FUND TOTAL USES $ 235 DEL WEBB OPERATING $ FUND TOTAL USES $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ FY 2010 ADOPTED $ FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED $ 6,752,764 $ 6,752,764 $ 6,756,764 $ 91,165 6,847,929 $ 6,479,175 $ 52,620 6,531,795 $ 6,925,912 $ 673,986 7,599,898 $ $ $ 27,800 $ 27,800 $ 27,800 $ 27,800 $ 19,237 $ 19,237 $ 9,108 $ 9,108 $ 5,919,904 $ 6,780,564 $ 6,784,564 $ 6,498,412 $ 6,935,020 $ - $ - $ 91,165 $ 52,620 $ 673,986 $ 5,919,904 $ 6,780,564 $ 6,875,729 $ 6,551,032 $ 7,609,006 $ FY 2009 FY 2010 FY 2010 FY 2010 FY 2011 ACTUAL ADOPTED REVISED FORECAST ADOPTED 12,198,430 $ 539,677 12,738,107 $ 7,705,691 $ 7,705,691 $ 7,705,691 $ 598,294 8,303,985 $ 7,666,662 $ 7,666,662 $ 7,799,774 $ 431,000 8,230,774 $ 10,205 $ 10,205 $ 2,753 $ 2,753 $ 2,753 $ 2,753 $ 2,622 $ 2,622 $ 1,636 $ 1,636 $ 12,208,635 $ 539,677 $ 12,748,312 $ 7,708,444 $ - $ 7,708,444 $ 7,708,444 $ 598,294 $ 8,306,738 $ 7,669,284 $ - $ 7,669,284 $ 7,801,410 $ 431,000 $ 8,232,410 $ REV VS ADPT VAR % 169,148 582,821 751,969 2.5% 639.3% 11.0% (18,692) (18,692) -67.2% -67.2% 150,456 2.2% 582,821 639.3% 733,277 10.7% REV VS ADPT VAR % (94,083) 167,294 73,211 1,117 1,117 -1.2% 28.0% 0.9% 40.6% 40.6% (92,966) 167,294 74,328 -1.2% 28.0% 0.9% Staffing by Program and Activity PROGRAM / ACTIVITY EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROGRAM TOTAL GREEN GOVT DATA MANAGEMENT INTERNAL GREEN GOVT ECO EDUC PUBLIC GREEN GOVT ECO EDUC PROGRAM TOTAL BUSINESS APPLICATION DEV SUPP DATA CENTER DESKTOP SUPPORT GIS APPLICATION DEV AND SUPP HELP DESK SUPPORT PROGRAM TOTAL CODE ENFORCEMENT COMPREHENSIVE PLANNING CUSTOMER SERVICES DRAINAGE ENFORCEMENT DRAINAGE INSPECTION DRAINAGE REVIEW PERMIT INSPECTIONS PLAN REVIEW PLANNING AND ZONING ZONING ADJUDICATION PROGRAM TOTAL DEPARTMENT TOTAL FY 2009 FY 2010 ADOPTED ADOPTED 10.00 7.00 4.00 4.00 3.00 2.00 17.00 13.00 13.00 10.00 2.00 2.00 5.00 4.00 5.00 4.00 3.00 2.00 28.00 22.00 7.00 6.60 4.00 3.00 23.00 10.00 7.00 1.40 13.00 8.00 15.00 7.00 21.00 10.00 26.00 11.00 10.00 5.00 6.00 5.00 132.00 67.00 177.00 102.00 638 FY 2010 FY 2010 REVISED FORECAST 7.00 8.00 4.00 4.00 2.00 3.00 13.00 15.00 10.00 9.00 2.00 2.00 4.00 4.00 4.00 4.00 2.00 2.00 22.00 21.00 6.60 5.57 3.00 3.25 10.00 10.00 1.40 1.38 8.00 8.00 7.00 7.00 10.00 11.00 11.00 12.00 5.00 6.00 5.00 2.80 67.00 67.00 102.00 103.00 FY 2011 ADOPTED 7.00 3.00 3.00 13.00 0.60 0.20 0.20 1.00 9.00 2.00 4.00 4.00 2.00 21.00 6.37 3.25 10.00 1.58 8.00 6.00 13.00 12.00 6.00 2.80 69.00 104.00 REV TO VAR (1.00) 1.00 0.60 0.20 0.20 1.00 (1.00) (1.00) (0.23) 0.25 0.18 (1.00) 3.00 1.00 1.00 (2.20) 2.00 2.00 ADPT % 0.0% -25.0% 50.0% 0.0% N/A N/A N/A N/A -10.0% 0.0% 0.0% 0.0% 0.0% -4.5% -3.5% 8.3% 0.0% 12.9% 0.0% -14.3% 30.0% 9.1% 20.0% -44.0% 3.0% 2.0% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Planning and Development Staffing by Market Range Title MARKET RANGE TITLE Accounting Specialist Admin/Operations Specialist Administrative Manager Administrator Applications Development Supv Assistant County Manager Business/Systems Analyst Code Enforcement Officer Communicatn Officer Supervisor Deputy Director Development Svcs Specialist Development Svcs Supervisor Development Svcs Technician Engineer Engineering Associate Engineering Supervisor Financial Supervisor - Dept GIS Programmer/Analyst GIS Technician Help Desk Coordinator Help Desk Coordinator - Sr/Ld Human Resources Associate Human Resources Supervisor Inspection Supervisor Inspector IS Project Manager - Sr/Ld IT Division Manager IT Services Supv Management Analyst Office Assistant Office Assistant Specialized Operations/Program Manager PC/LAN Analyst PC/LAN Tech Support Planner Planner - Senior Planning Supervisor Plans Examiner Plans Examiner Supervisor Programmer/Analyst Programmer/Analyst - Sr/Ld Systems/Network Administrator Systems/Network Admin-Sr/Ld Department Total FY 2009 ADOPTED 1.00 2.00 1.00 1.00 1.00 1.00 5.00 10.00 1.00 2.00 28.00 2.00 11.00 4.00 7.00 1.00 1.00 4.00 1.00 2.00 1.00 1.00 6.00 25.00 1.00 1.00 1.00 1.00 8.00 7.00 3.00 3.00 1.00 10.00 3.00 3.00 7.00 1.00 2.00 4.00 1.00 1.00 177.00 FY 2010 ADOPTED 1.00 2.00 1.00 1.00 1.00 1.00 3.00 5.00 2.00 12.00 3.00 3.00 2.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 12.00 1.00 1.00 1.00 1.00 4.00 5.00 3.00 3.00 4.00 3.00 3.00 5.00 1.00 2.00 3.00 1.00 1.00 102.00 FY 2010 REVISED 1.00 2.00 1.00 1.00 1.00 1.00 3.00 5.00 2.00 12.00 3.00 3.00 2.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 12.00 1.00 1.00 1.00 1.00 4.00 5.00 3.00 3.00 4.00 3.00 3.00 5.00 1.00 2.00 3.00 1.00 1.00 102.00 FY 2010 FORECAST 1.00 2.00 1.00 1.00 1.00 1.00 3.00 4.00 2.00 12.00 3.00 3.00 2.00 1.00 1.00 3.00 1.00 1.00 1.00 1.00 3.00 13.00 2.00 1.00 1.00 1.00 4.00 5.00 3.00 3.00 7.00 3.00 5.00 1.00 2.00 2.00 1.00 1.00 103.00 FY 2011 ADOPTED 1.00 2.00 1.00 1.00 1.00 1.00 3.00 5.00 2.00 11.00 3.00 3.00 2.00 1.00 1.00 3.00 1.00 1.00 1.00 1.00 3.00 15.00 2.00 1.00 1.00 1.00 3.00 5.00 3.00 3.00 7.00 3.00 5.00 1.00 2.00 2.00 1.00 1.00 104.00 REV TO ADPT VAR % 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A 0.0% (1.00) -8.3% N/A 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A 1.00 N/A 0.0% 3.00 25.0% 1.00 100.0% 0.0% 0.0% 0.0% (1.00) -25.0% 0.0% 0.0% 0.0% N/A 3.00 75.0% (3.00) -100.0% 0.0% 0.0% 0.0% 0.0% (1.00) -33.3% 0.0% 0.0% 2.00 2.0% FY 2010 REVISED 102.00 102.00 FY 2010 FORECAST 101.00 103.00 FY 2011 ADOPTED 104.00 104.00 REV TO ADPT VAR % 2.00 2.0% N/A 2.00 2.0% Staffing by Fund FUND 226 - PLANNING AND DEVELOPMENT FEES 235 - DEL WEBB DEPARTMENT TOTAL FY 2009 ADOPTED 176.00 1.00 177.00 FY 2010 ADOPTED 102.00 102.00 General Operating Adjustments Personnel: Health insurance premiums for medical and dental coverage and employer costs for retirement/long-term disability are increasing a total of $150,093 for FY 2010-11. The Department’s salary and benefit savings has been increased from 0% to 1.5% which is in line with the rate 639 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Planning and Development experience by the Department in the first half of FY 2009-10. The savings offset $137,330 of the benefit increase. Structural Balance: The Department’s operating budget is not structurally balanced in five activities for a total amount of $914,755. These activities are Code Enforcement (CODE), Drainage Enforcement (DREN), Zoning Adjudication (ZONA), Comprehensive Planning (CPLG) and Planning and Zoning (PLCS). Programs and Activities One Stop Shop Program 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. Program Results Measure Description Percent of code enforcement violation cases that receive a complete initial investigation Percent of code enforcement cases that receive a complete initial investigation of violation complaint Percent of Development Master Plans, Comprehensive Plan Amendments, and Statutorily Driven Elements reviewed Percent of Development Master Plans/Comprehensive Plan Amendment cases initially processed within 15 business days of application Percent of Development Master Plan/Comprehensive Plan Amendment cases where a Technical Advisory Committee meeting is held within 60 calendar days of application Percent of customer service actions performed Percent of all customers served within 30 minutes Percent of drainage violation cases that receive a complete initial investigation within 30 calendar days of receipt of violation complaint Percent of Drainage Enforcement violation complaints investigated Percent of drainage inspections completed Percent of finished floor elevation drainage inspections completed within 24 hours of request REV VS ADPT VAR % (9.0%) -9.2% FY 2009 ACTUAL 75.2% FY 2010 REVISED 98.0% FY 2011 ADOPTED 89.0% 83.6% 108.0% 100.0% (8.0%) -7.4% 78.6% 84.0% 67.0% (17.0%) -20.2% 85.7% 100.0% 100.0% 0.0% 0.0% 71.4% 100.0% 100.0% 0.0% 0.0% 96.8% 100.0% 95.0% (5.0%) -5.0% 99.0% 99.0% 96.0% (3.0%) -3.0% 85.6% 92.9% 83.8% (9.1%) -9.8% 98.5% 127.8% 100.0% (27.8%) -21.7% 136.4% 92.1% 142.0% 96.1% 86.0% 92.2% (56.0%) (3.9%) -39.4% -4.1% 640 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Planning and Development Program Results (continued) Measure Description Percent of in-progress drainage inspections completed within 24 hours of request Percent of final drainage inspections completed within three business days of request Percent of pre-permit issuance drainage site inspections completed within seven business days of request Percent of drainage reviews completed Percent of drainage reviews processed through first plan review within 14 calendar days of application/assignment Percent of expedited drainage reviews process through first plan review within three calendar days of application/assignment Percent of building plan inspection requests where service was rendered within one business day Percent of plans inspections completed Percent of Entitlement and Subdivision cases completed Percent of Entitlement/Subdivision cases initially processed within 15 business days of application Percent of Entitlement/Subdivision cases where a Technical Advisory Committee (TAC) meeting is held within 60 calendar days of application Percent of Entitlement/Subdivision cases where a Post-Technical Advisory Committee (TAC) review is completed within 21 business days of resubmittal Percent of Building and Zoning Plan Reviews processed through first plan review within 20 calendar days of application Percent of building and zoning plan reviews completed Percent of expedited building and zoning plan reviews process through first plan review within 20 calendar days of application Percent of Variance and other Board of Adjustment cases processed to public hearing/approved administratively within 75 calendar days of application date Percent of Variance and Other Board of Adjustment cases processed to public hearing/approved administratively REV VS ADPT VAR % (6.5%) -7.5% FY 2009 ACTUAL 87.6% FY 2010 REVISED 86.5% FY 2011 ADOPTED 80.0% 95.5% 96.3% 89.9% (6.4%) -6.7% 91.8% 93.3% 96.0% 2.8% 3.0% 104.9% 98.0% 98.0% 98.7% 100.0% 76.9% 2.0% (21.8%) 2.0% -22.1% 96.7% 98.5% 95.6% (2.9%) -3.0% 91.7% 94.0% 98.0% 4.0% 4.3% 121.3% 113.5% 121.0% 120.8% 97.0% 94.0% (24.0%) (26.8%) -19.8% -22.2% 99.2% 96.1% 100.0% 3.9% 4.1% 92.1% 100.0% 94.0% (6.0%) -6.0% 77.8% 81.2% 72.0% (9.2%) -11.3% 96.8% 100.0% 92.0% (8.0%) -8.0% 156.0% 148.0% 150.8% 2.8% 1.9% 99.8% 99.5% 100.0% 0.5% 0.5% 70.1% 100.0% 66.7% (33.3%) -33.3% 85.6% 70.0% 100.0% 30.0% 42.9% Activities that comprise this program include: • Code Enforcement • 641 Comprehensive Planning Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget • • • • Department Strategic Plans and Budgets Planning and Development • • • • Customer Services Drainage Enforcement Drainage Inspection Drainage Review Permit Inspections Plan Review Planning and Zoning Zoning and Adjudication Code Enforcement Activity The purpose of the Code Enforcement Activity is to provide inspection and enforcement services to Maricopa County property owners so they can experience resolution of complaint issues in a timely manner. Mandates: A.R.S. §11-808 establishes the County zoning ordinance enforcement within a zoned territory and establishes the position of the County zoning inspector and deputy inspectors. The statute also states 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; A.R.S. §11-808 also establishes the County to appoint hearing officers to hear and determine zoning violations; A.R.S. §11-802 establishes the Board of Supervisors’ authority to form a planning and zoning commission to consult with and advise the Board in matters regarding planning, zoning, and subdivision platting, adopt and enforce rules, regulations, ordinances and plans. Measure Type Result Result Output Output Demand Efficiency Measure FY 2009 FY 2010 FY 2011 Description ACTUAL REVISED ADOPTED 75.2% 98.0% 89.0% Percent of code enforcement violation cases that receive a complete initial investigation within 30 calendars days of receipt of violation complaints 83.6% 108.0% 100.0% Percent of code enforcement cases that receive a complete initial investigation of violation complaint Number of code enforcement cases that receive 1,453 1,472 1,674 a complete initial investigation Number of Code Enforcement violation 1,453 1,472 1,674 complaints completed Number of Code Enforcement violation 1,453 1,364 1,398 complaints Expenditure per Code Enforcement complaint $ 427.05 $ 276.55 $ 247.03 $ completed REV VS ADPT VAR % (9.0%) -9.2% (8.0%) -7.4% 202 13.7% 202 13.7% 34 2.5% 29.52 10.7% Revenue 226 - PLANNING AND DEVELOPMENT FEES TOTAL SOURCES $ $ 137,082 137,082 $ $ 90,000 90,000 $ $ 78,000 78,000 $ $ (12,000) (12,000) -13.3% -13.3% 226 - PLANNING AND DEVELOPMENT FEES TOTAL USES $ $ 620,502 620,502 $ $ 407,075 407,075 $ $ 413,522 413,522 $ $ (6,447) (6,447) -1.6% -1.6% Expenditure Activity Narrative: The FY 2010-11 budget supports the Department in meeting 100% of the demand, including completion of backlogged violation complaints. Revenue is expected to decrease as many violation complaints are being resolved with reduced or without fines. Comprehensive Planning Activity The purpose of the Comprehensive Planning Activity is to provide and maintain planning elements and provide information to various private and public entities of Maricopa County so they can make informed decisions concerning growth, development and investment in a timely manner. 642 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Planning and Development Mandates: A.R.S. §11-802 establishes the Board of Supervisors authority to form a planning and zoning commission to consult with and advise the Board in matters regarding planning, zoning, and subdivision platting, adopt and enforce rules, regulations, ordinances and plans; A.R.S. §11-805 authorizes the Board to contract with consultants or employ persons for services as may be required to carry on the work of the commission and the enforcement. A consultant, employees, or both, are provided to carry on County planning work, the regularly appointed planning and zoning commission of an incorporated city or town within the county may request the services of the consultant, staff, or both, for consultation and advice including the preparation or review of comprehensive plans, zoning ordinances, and subdivision regulations within the boundaries of the incorporated city or town; A.R.S. §11-806 establishes that the commission shall act in an advisory capacity to the Board and shall, when requested, make a report or recommendation in matters under the jurisdiction of the Board. Further, the commission shall prepare and recommend to the Board a comprehensive plan; A.R.S. §11-821 requires the commission to formulate and the Board of Supervisors to adopt or readopt a comprehensive long-term county plan. Measure Type Result Result Result Output Demand Efficiency Measure Description Percent of Development Master Plans, Comprehensive Plan Amendments, and Statutorily Driven Elements reviewed Percent of Development Master Plans/Comprehensive Plan Amendment cases initially processed within 15 business days of application Percent of Development Master Plan/Comprehensive Plan Amendment cases where a Technical Advisory Committee meeting is held within 60 calendar days of application Number of Development Master Plans, Comprehensive Plan Admendments, and Statutorily Driven Elements Withdrawn/Completed Number of Development Master Plans, Comprehensive Plan Amendments, and Statutorily Driven Elements Requested Expenditure per Development Master Plan, Comprehensive Plan Amendment, and Statutorily Driven Element Withdrawn/Completed REV VS ADPT VAR % (17.0%) -20.2% FY 2009 ACTUAL 78.6% FY 2010 REVISED 84.0% FY 2011 ADOPTED 67.0% 85.7% 100.0% 100.0% 0.0% 0.0% 71.4% 100.0% 100.0% 0.0% 0.0% 42 50 16 (34) -68.0% 42 60 24 (36) -60.0% $ 18,226.56 $ (13,394.72) -277.2% $ 6,138.21 $ 4,831.84 226 - PLANNING AND DEVELOPMENT FEES TOTAL SOURCES $ $ 116,140 116,140 $ $ 24,996 24,996 $ $ 80,000 80,000 $ $ 55,004 55,004 220.1% 220.1% 226 - PLANNING AND DEVELOPMENT FEES TOTAL USES $ $ 257,805 257,805 $ $ 241,592 241,592 $ $ 291,625 291,625 $ $ (50,033) (50,033) -20.7% -20.7% Revenue Expenditure Activity Narrative: The FY 2010-11 budget supports the Department in meeting 67% of initial application reviews. The large land development in Maricopa County is down, however, there are large tracts of land being committed to Solar Energy projects. This shift in type of development is driving the expenditures per review upward as the new type of development is more complex and requires additional resources to complete the reviews. Customer Services Activity The purpose of the Customer Services Activity is to provide accurate planning and development information to One Stop Shop customers so they can make informed development decisions and receive timely delivery of property-based services. 643 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Planning and Development Mandates: A.R.S. §11-321 requires a building permit for any construction of a building or an addition thereto exceeding a cost of one thousand dollars within its jurisdiction. It also establishes issuance and distribution of copies to the subsequent owner. Measure Type Result Result Output Demand Efficiency Measure Description Percent of customer service actions performed Percent of all customers served within 30 minutes Number of customer service actions performed Number of customer service actions requested/required Expenditure per customer service action performed FY 2009 ACTUAL 96.8% 99.0% 133,678 133,708 FY 2010 REVISED 100.0% 99.0% 161,412 161,412 FY 2011 ADOPTED 95.0% 96.0% 89,814 94,344 REV VS ADPT VAR % (5.0%) -5.0% (3.0%) -3.0% (71,598) -44.4% (67,068) -41.6% $ 7.29 $ 3.30 $ 7.58 $ (4.28) -129.6% 226 - PLANNING AND DEVELOPMENT FEES TOTAL SOURCES $ $ 32,020 32,020 $ $ 16,500 16,500 $ $ 35,890 35,890 $ $ 19,390 19,390 117.5% 117.5% 226 - PLANNING AND DEVELOPMENT FEES TOTAL USES $ $ 974,816 974,816 $ $ 532,631 532,631 $ $ 680,456 680,456 $ $ (147,825) (147,825) -27.8% -27.8% Revenue Expenditure Activity Narrative: The FY 2010-11 budget supports the Department in meeting 95% of the demand. The Department is experiencing extremely low demand for planning services and as a result has reduced its workforce to be in line with the services that are demanded. The FY 2010-11 reduction in expenses as compared to FY 2008-09 is proportionate to the decrease in demand and output over the same time period. The FY 2009-10 budget was based on the Department’s best estimate of workload expectations. The FY 2010-11 budget numbers represent the continued downturn in the economy and reduction in construction and renovations requiring planning services. Drainage Enforcement Activity The purpose of the Drainage Enforcement Activity is to provide enforcement of drainage regulations to residents and property owners so they can experience resolution of complaint issues in a timely manner. Mandates: A.R.S. §11-251 establishes the powers of the Board of Supervisors; A.R.S. §11-802 establishes the Board of Supervisors’ authority to form a planning and zoning commission to consult with and advise the Board in matters regarding planning, zoning, and subdivision platting, adopt and enforce rules, regulations, ordinances and plans; A.R.S. §11-808 establishes the County zoning ordinance enforcement within a zoned territory and establishes the position of the County zoning inspector and deputy inspectors. The statute also states 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. 644 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Output Demand Efficiency Department Strategic Plans and Budgets Planning and Development Measure FY 2009 FY 2010 FY 2011 Description ACTUAL REVISED ADOPTED Percent of drainage violation cases that receive a 85.6% 92.9% 83.8% complete initial investigation within 30 calendar days of receipt of violation complaint Percent of Drainage Enforcement violation complaints 98.5% 127.8% 100.0% investigated Number of Drainage Enforcement violation complaints 534 652 266 investigated Number of Drainage Enforcement violation complaints 534 508 258 Expenditure per Drainage Enforcement complaint $ 263.97 $ 137.21 $ 398.57 $ investigated REV VS ADPT VAR % (9.1%) -9.8% (27.8%) -21.7% (386) -59.2% (250) (261.36) -49.2% -190.5% Revenue 226 - PLANNING AND DEVELOPMENT FEES TOTAL SOURCES $ $ 16,340 16,340 $ $ 12,000 12,000 $ $ 12,000 12,000 $ $ 226 - PLANNING AND DEVELOPMENT FEES TOTAL USES $ $ 140,961 140,961 $ $ 89,461 89,461 $ $ 106,020 106,020 $ $ - 0.0% 0.0% Expenditure (16,559) (16,559) -18.5% -18.5% Activity Narrative: The FY 2010-11 budget supports the Department in meeting 100% of the demand, including completion of backlogged violation complaints. The number of complaints and violations is fewer than in previous years as the construction in commercial markets specifically has been completed, without many new projects in process. Drainage Inspection Activity The purpose of the Drainage Inspection Activity is to provide drainage inspections to residents and builders so they can complete construction in compliance with approved drainage regulations in a timely manner. Mandates: A.R.S. §11-251 establishes the powers of the Board of Supervisors; A.R.S. §11-802 establishes the Board of Supervisors’ authority to form a planning and zoning commission to consult with and advise the Board in matters regarding planning, zoning, and subdivision platting, adopt and enforce rules, regulations, ordinances and plans. Measure Type Result Result Measure Description Percent of drainage inspections completed Percent of finished floor elevation drainage inspections completed within 24 hours of request Result Percent of in-progress drainage inspections completed within 24 hours of request Percent of final drainage inspections completed within three business days of request Percent of pre-permit issuance drainage site inspections completed within seven business days of request Number of drainage inspections completed Number of drainage inspections scheduled/requested Expenditure per drainage inspection completed $ 119.19 $ 46.00 $ 131.21 226 - PLANNING AND DEVELOPMENT FEES $ 13,797 $ 509,000 $ TOTAL SOURCES $ 13,797 $ 509,000 226 - PLANNING AND DEVELOPMENT FEES $ 852,331 $ TOTAL USES $ 852,331 $ Result Result Output Demand Efficiency Revenue FY 2009 ACTUAL 136.4% 92.1% FY 2010 REVISED 142.0% 96.1% FY 2011 ADOPTED 86.0% 92.2% 87.6% 86.5% 80.0% (6.5%) -7.5% 95.5% 96.3% 89.9% (6.4%) -6.7% 91.8% 93.3% 96.0% 2.8% 3.0% (6,944) (2,686) -59.6% -32.8% $ (85.22) -185.3% 391,232 $ (117,768) -23.1% $ 391,232 $ (117,768) -23.1% 535,628 $ 616,829 $ (81,201) -15.2% 535,628 $ 616,829 $ (81,201) -15.2% 7,151 7,151 11,645 8,177 REV VS ADPT VAR % (56.0%) -39.4% (3.9%) -4.1% 4,701 5,491 Expenditure 645 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Planning and Development Activity Narrative: The FY 2010-11 budget supports the Department in meeting 86% of the demand, including re-inspections. A fee increase for Drainage Inspections was approved by the Board of Supervisors in August 2009. The FY 2010-11 reduction in expenses as compared to FY 2008-09 is proportionate to the decrease in demand over the same time period. The FY 2009-10 budget was based on the Department’s best estimate of workload expectations. The FY 2010-11 budget numbers represent the continued downturn in the economy and reduction in construction and renovations requiring planning services. Drainage Review Activity The purpose of the Drainage Review Activity is to provide plan review services to One Stop Shop permit applicants so they can gain approval for requested permits in a timely manner. Mandates: A.R.S. §11-251 establishes the powers of the Board of Supervisors; A.R.S. §11-802 establishes the Board of Supervisors’ authority to form a planning and zoning commission to consult with and advise the Board in matters regarding planning, zoning, and subdivision platting, adopt and enforce rules, regulations, ordinances and plans. Measure Type Result Result Result Output Demand Efficiency Revenue Measure Description Percent of drainage reviews completed Percent of drainage reviews processed through first plan review within 14 calendar days of application/assignment Percent of expedited drainage reviews process through first plan review within three calendar days of application/assignment Number of drainage reviews completed Number of drainage reviews requested Expenditure per drainage review completed FY 2009 ACTUAL 104.9% 98.0% FY 2010 REVISED 98.0% 98.7% FY 2011 ADOPTED 100.0% 76.9% 96.7% 98.5% 95.6% $ 3,985 3,985 202.63 $ 4,500 4,582 117.53 226 - PLANNING AND DEVELOPMENT FEES TOTAL SOURCES $ $ 936,652 936,652 $ $ 226 - PLANNING AND DEVELOPMENT FEES TOTAL USES $ $ 807,487 807,487 $ $ REV VS ADPT VAR % 2.0% 2.0% (21.8%) -22.1% (2.9%) -3.0% -24.4% -24.9% -35.2% $ 3,400 3,442 158.85 $ (1,100) (1,140) (41.32) 888,720 888,720 $ $ 801,602 801,602 $ $ (87,118) (87,118) -9.8% -9.8% 528,899 528,899 $ $ 540,088 540,088 $ $ (11,189) (11,189) -2.1% -2.1% Expenditure Activity Narrative: The FY 2010-11 budget supports the Department in meeting 76.0% of initial application reviews within 14 days. Revised plans are submitted at the discretion of the applicant. The Department has a backlog of plan reviews that will be reviewed during FY 2010-11. Permit Inspections Activity The purpose of the Permit Inspections Activity is to provide development inspection services to builders so they can complete construction in compliance with approved development codes in a timely manner. Mandates: A.R.S. §11-321 requires a building permit for any construction of a building or an addition thereto exceeding a cost of one thousand dollars within its jurisdiction. It also establishes issuance and distribution of copies to the subsequent owner. 646 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Output Demand Efficiency Revenue Department Strategic Plans and Budgets Planning and Development Measure Description Percent of building plan inspection requests where service was rendered within one business day Percent of plans inspections completed Number of plans inspections completed Number of plans inspections requested Expenditure per plans inspection completed FY 2009 ACTUAL 91.7% FY 2010 REVISED 94.0% $ 226 - PLANNING AND DEVELOPMENT FEES 235 - DEL WEBB TOTAL SOURCES $ 2,526,456 2,450 $ 2,528,906 $ 2,530,376 $ 2,530,376 $ 3,515,309 $ 3,515,309 $ 226 - PLANNING AND DEVELOPMENT FEES 235 - DEL WEBB TOTAL USES $ 1,426,825 2,037 $ 1,428,862 $ 1,026,413 $ 1,026,413 $ $ 121.3% 27,749 27,749 51.49 $ FY 2011 ADOPTED 98.0% 121.0% 42,322 34,848 24.25 $ REV VS ADPT VAR % 4.0% 4.3% 97.0% 22,190 22,936 42.49 $ $ (24.0%) (20,132) (11,912) (18.23) -19.8% -47.6% -34.2% -75.2% 984,933 984,933 38.9% N/A 38.9% 83,670 83,670 8.2% N/A 8.2% Expenditure $ 942,743 942,743 $ Activity Narrative: The FY 2010-11 budget supports the Department in meeting 97% of the demand, including re-inspections. The Department is experiencing extremely low demand for permitting and as a result has reduced its workforce to be in line with the services that are demanded. The Department has a couple large projects that is impacting inspections and plan reviews significantly. Contract services are assisting in meeting the demand from this one project. Plan Review Activity The purpose of the Plan Review Activity is to provide plan review services to One Stop Shop permit applicants so they can gain approval for requested permits in a timely manner. Mandates: A.R.S. §11-321 requires a building permit for any construction of a building or an addition thereto exceeding a cost of one thousand dollars within its jurisdiction. It also establishes issuance and distribution of copies to the subsequent owner. Measure Type Result Result Output Output Demand Efficiency Measure Description Percent of Building and Zoning Plan Reviews processed through first plan review within 20 calendar days of application Percent of expedited building and zoning plan reviews process through first plan review within 20 calendar days of application Number of building and zoning plan reviews completed Number of building and zoning plan reviews processed through first plan review Number of building and zoning plan reviews requested Expenditure per building and zoning plan review completed $ FY 2009 ACTUAL 96.8% FY 2010 REVISED 100.0% FY 2011 ADOPTED 92.0% 99.8% 99.5% 100.0% 9,937 4,438 14,928 10,490 236.4% 10,225 2,993 9,156 6,163 205.9% 10,225 2,993 9,900 6,907 230.8% 173.29 $ 277.01 $ REV VS ADPT VAR % (8.0%) -8.0% 0.5% 0.5% 95.80 $ 181.21 65.4% $ 372,774 (300) 372,474 20.4% -10.7% 20.3% (200,801) 6 (200,795) -16.3% 100.0% -16.3% Revenue 226 - PLANNING AND DEVELOPMENT 235 - DEL WEBB TOTAL SOURCES $ 1,449,264 $ 1,449,264 $ 1,830,372 2,800 $ 1,833,172 $ 2,203,146 2,500 $ 2,205,646 226 - PLANNING AND DEVELOPMENT 235 - DEL WEBB TOTAL USES $ 1,719,149 2,804 $ 1,721,953 $ 1,229,373 6 $ 1,229,379 $ 1,430,174 $ 1,430,174 $ Expenditure 647 $ $ Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Planning and Development Activity Narrative: The FY 2010-11 budget supports the Department in meeting 92.5% of initial first plan reviews. Revised plans are submitted at the discretion of the applicant. The Department has a couple of large projects that are impacting inspections and plan reviews significantly. Contract services in the non-recurring/non-project budget are assisting in meeting the demand from these projects and increasing the costs in this activity. Planning and Zoning Activity The purpose of the Planning and Zoning Activity is to provide information, support, report services, and recommendations to the Planning Commission so they can make planning and land-use recommendations to the Board of Supervisors in a timely manner. Mandates: A.R.S. §11-802 establishes the Board of Supervisors’ authority to form a planning and zoning commission to consult with and advise the Board in matters regarding planning, zoning, and subdivision platting, adopt and enforce rules, regulations, ordinances and plans; A.R.S. §11-805 authorizes the Board to contract with consultants or employ persons for services as may be required to carry on the work of the commission and the enforcement. A consultant, employees, or both, are provided to carry on County planning work, the regularly appointed planning and zoning commission of an incorporated city or town within the county may request the services of the consultant, staff, or both, for consultation and advice including the preparation or review of comprehensive plans, zoning ordinances, and subdivision regulations within the boundaries of the incorporated city or town; A.R.S. §11-806 establishes the powers and duties; comprehensive plan; A.R.S. §11-829 Amendment of ordinance or change of zoning district boundaries; definition. A property owner or authorized agent of a property owner desiring an amendment or change in the zoning ordinance changing the zoning district boundaries within an area previously zoned shall file an application for the amendment or change. All zoning and rezoning ordinances, regulations or specific plans adopted under this article shall be consistent with and conform to the adopted County plan. Measure Type Result Result Result Result Output Demand Efficiency REV VS ADPT Measure FY 2009 FY 2010 FY 2011 Description ACTUAL REVISED ADOPTED VAR % Percent of Entitlement and Subdivision cases 113.5% 120.8% 94.0% (26.8%) -22.2% completed Percent of Entitlement/Subdivision cases 99.2% 96.1% 100.0% 3.9% 4.1% initially processed within 15 business days of application Percent of Entitlement/Subdivision cases where 92.1% 100.0% 94.0% (6.0%) -6.0% a Technical Advisory Committee (TAC) meeting is held within 60 calendar days of application Percent of Entitlement/Subdivision cases where 77.8% 81.2% 72.0% (9.2%) -11.3% a Post-Technical Advisory Committee (TAC) review is completed within 21 business days of resubmittal Number of Entitlement and Subdivision cases 126 154 98 (56) -36.4% completed Number of Entitlement and Subdivision cases 126 127 104 (23) -18.1% requested Expenditure per Entitlement and Subdivision $ 4,967.76 $ 2,523.83 $ 5,199.27 $ (2,675.43) -106.0% case completed Revenue 226 - PLANNING AND DEVELOPMENT FEES $ TOTAL SOURCES $ 450,208 450,208 $ $ 364,800 364,800 $ $ 380,000 380,000 $ $ 15,200 15,200 226 - PLANNING AND DEVELOPMENT FEES $ TOTAL USES $ 625,938 625,938 $ $ 388,670 388,670 $ $ 509,528 509,528 $ $ (120,858) (120,858) 4.2% 4.2% Expenditure 648 -31.1% -31.1% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Planning and Development Activity Narrative: The FY 2010-11 budget supports the Department in meeting 94% of the demand. The FY 2010-11 reduction in expenses as compared to FY 2008-09 is proportionate to the decrease in demand over the same time period. The FY 2009-10 budget was based on the Department’s best estimate of workload expectations. The FY 2010-11 budget numbers represent the continued downturn in the economy. Zoning and Adjudication Activity The purpose of the Zoning and Adjudication Activity is to provide information, support, and recommendations to the Board of Adjustment so they can make appropriate quasi-judicial rulings in a timely manner. Mandates: A.R.S. §11-802 establishes the Board of Supervisors’ authority to form a planning and zoning commission to consult with and advise the Board in matters regarding planning, zoning, and subdivision platting, adopt and enforce rules, regulations, ordinances and plans; A.R.S. §11-805 authorizes the Board to contract with consultants or employ persons for services as may be required to carry on the work of the commission and the enforcement. A consultant, employees, or both, are provided to carry on County planning work, the regularly appointed planning and zoning commission of an incorporated city or town within the county may request the services of the consultant, staff, or both, for consultation and advice including the preparation or review of comprehensive plans, zoning ordinances, and subdivision regulations within the boundaries of the incorporated city or town; A.R.S. §11-807 establishes the Board of Adjustments and its powers and the appeals process. Measure Type Result Result Output Demand Efficiency Measure Description Percent of Variance and other Board of Adjustment cases processed to public hearing/approved administratively within 75 calendar days of application date Percent of Variance and Other Board of Adjustment cases processed to public hearing/approved administratively Number of Variance, Temporary Use, or Text Amendments Completed Number of Variance, Temporary Use or Text Amendments Applied/Requested Expenditure per Variance and Other Board of Adjustment cases processed to public hearingapproved administratively FY 2009 ACTUAL 70.1% FY 2010 REVISED 100.0% FY 2011 ADOPTED 66.7% 85.6% 70.0% 100.0% 174 175 174 180 REV VS ADPT VAR % (33.3%) -33.3% 30.0% 42.9% 114 (61) -34.9% 106 (74) -41.1% $ 2,275.40 $ 1,935.77 $ 1,793.03 $ 142.74 7.4% $ $ 57,740 57,740 $ $ 36,000 36,000 $ $ 44,130 44,130 $ $ 8,130 8,130 22.6% 22.6% 226 - PLANNING AND DEVELOPMENT FEES $ TOTAL USES $ 395,919 395,919 $ $ 339,147 339,147 $ $ 204,405 204,405 $ $ 134,742 134,742 39.7% 39.7% Revenue 226 - PLANNING AND DEVELOPMENT FEES TOTAL SOURCES Expenditure Activity Narrative: The FY 2010-11 budget supports the Department in meeting 100% of the demand as well as reducing backlogged requests. Demand is expected to decrease due to the amount of construction and remodeling activity taking place in the County in the slow economic climate. Green Government Program The purpose of the Green Government Program is to provide educational services to Maricopa County residents and County employees so they can increase their awareness of regional sustainability. 649 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Planning and Development Program Results Measure Description Percent of County departments who indicate that Green Government Program management Percent of employees responding to survey who indicate they have increased sustainability awareness Percent of county residents responding to survey who have indicated an increase in sustainability awareness REV VS ADPT VAR % N/A N/A FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED 90.0% N/A N/A 90.0% N/A N/A N/A N/A 50.0% N/A N/A Activities that comprise this program include: • Green Government Data Management • Internal Green Government Eco-Education • Public Green Government Eco-Education Green Government Data Management Activity The purpose of the Green Government Data Management Activity is to provide management and oversight services to County departments so they can implement Board of Supervisor-adopted Green Government Program measures. Mandates: This activity is not mandated. Measure Type Result Percent of County departments who indicate that Green Government Program management is helpful in implementing their Green Government Program measures N/A N/A FY 2011 ADOPTED 90.0% Output Output Number of Green Government Council meetings held Number of Green Government measures tracked N/A N/A N/A N/A 11 33 Output Output Number of Green Government site users Number of Green Government industry expert presentations provided Number of departments responding to Green Government survey Number of Green Government measures required to be tracked Expenditure per Green Government measure tracked N/A N/A N/A N/A 16 9 N/A N/A 10 N/A N/A 30 N/A N/A $ Output Demand Efficiency Expenditure Measure Description FY 2009 ACTUAL 100 - GENERAL TOTAL USES $ $ FY 2010 REVISED - $ $ - $ $ 1,485.97 48,294 48,294 Activity Narrative: The funding for this activity is in Non-Departmental rather than in Planning & Development. However, the Sustainability Manager and his functions are housed in Planning & Development. The FY 2010-11 budget supports the Department in meeting all of the demand. This is a new activity for FY 2010-11 and is establishing the benchmark for performance measures for future years. 650 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Planning and Development Internal Green Government Eco-Education Activity The purpose of the Internal Green Government Eco-Education Activity is to provide educational services to Maricopa County employees so they can increase their awareness of regional sustainability. Mandates: This activity is not mandated. Measure Type Result Measure Description FY 2009 ACTUAL FY 2010 REVISED N/A N/A FY 2011 ADOPTED 90.0% N/A N/A 1,000 N/A N/A 1,510 N/A N/A 500 N/A N/A 10 1,510 Output Percent of employees responding to survey who indicate they have increased sustainability awareness Number of Green Government hard copy awareness messages distributed Total number of Green Government Program awareness messages distributed Number of Green Government Program digital awareness messages distributed Number of Green Government Program videos produced Output Number of employees responding to survey Demand Number of internal Green Government digital awareness messages N/A N/A Efficiency Expenditure per Green Government awareness message distributed N/A N/A $ Output Output Output 500 12.98 Expenditure 100 - GENERAL TOTAL USES $ $ - $ $ - $ $ 19,598 19,598 Activity Narrative: The funding for this activity is in Non-Departmental rather than in Planning & Development. However, the Sustainability Manager and his functions are housed in Planning & Development. The FY 2010-11 budget supports the Department in meeting 100% of the demand. This is a new activity for FY 2010-11 and is establishing the benchmark for performance measures for future years. Public Green Government Eco-Education Activity The purpose of the Public Green Government Eco-Education Activity is to provide educational services to Maricopa County residents so they can increase their awareness of regional sustainability. Mandates: This activity is not mandated. Measure Type Result Output Output Output Output Demand Efficiency Measure Description FY 2009 ACTUAL FY 2010 REVISED Percent of county residents responding to survey who have indicated an increase in sustainability awareness N/A N/A FY 2011 ADOPTED 50.0% Number of eco-messaging signs and/or kiosks placed Number of Green Government presentations given Number of Green Government awareness videos available Number of Green Government hard copy awareness messaging information distributed Number of Green Government Program awareness messages required Expenditures per hard copy awareness message distributed N/A N/A N/A N/A N/A N/A 5 10 3 N/A N/A 500 N/A N/A 520 N/A N/A $ 39.70 $ $ 19,848 19,848 Expenditure 100 - GENERAL TOTAL USES $ $ 651 - $ $ - Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Planning and Development Activity Narrative: The funding for this activity is in Non-Departmental rather than in Planning & Development. However, the Sustainability Manager and his functions are housed in Planning & Development. The FY 2010-11 budget supports the Department in meeting 96.2% of the demand. This is a new activity for FY 2010-11 and is establishing the benchmark for performance measures for future years. Appropriated Budget Reconciliations Planning and Development Fees Fund (226) Expenditures Revenue OPERATING FY 2010 Adopted Budget Adjustments: Non Recurring Vehicle Planning to Sheriff 6,752,764 $ - $ - 4,000 4,000 $ 7,705,691 $ 6,756,764 $ (952,927) $ (952,927) $ 6,752,764 $ $ 150,093 132,108 17,985 914,755 914,755 (17,838) (17,838) - C-50-10-114-M-00 Agenda Item: C-50-10-114-M-00 FY 2011 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Budget Balancing PEHPEP FY 10 Adjustments Fees and Other Revenues ProgRevenue Volume Inc/Dec 7,705,691 $ Agenda Item: FY 2010 Revised Budget Adjustments: Non Recurring Vehicle Planning to Sheriff Structural Balance $ (4,000) (4,000) 6,752,764 Agenda Item: $ $ C-49-10-032-M-00 $ FY 2011 Adopted Budget Percent Change from Target Amount $ 652 $ $ $ $ 7,799,774 $ 15.5% 173,148 173,148 6,925,912 2.6% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Planning and Development Planning and Development Fees Fund (226) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget Adjustments: Budget Balancing PEHPEP FY 10 Adjustments Non Recurring Vehicle Planning to Emerg Mgmt Vehicle Planning to Park s Vehicle Planning to Ent Tech Vehicles Planning to Transportation Court Tower Plan Reviews Court Tower Plan Reviews May Vehicles AQ PDS to Equip Svcs Trnfr Vehicles to Pub Health Vehicle Air Qual to Pub Wk s FM - $ 65,194 $ 65,194 533,100 $ 520,000 13,100 - 91,165 3,330 7,990 3,995 23,600 23,305 5,715 23,230 $ 598,294 $ 91,165 $ (65,194) $ (65,194) (533,100) $ (520,000) (13,100) - (91,165) (3,330) (7,990) (3,995) (23,600) (23,305) (5,715) (23,230) C-49-10-032-M-00 $ C-15-10-019-V-00 C-30-10-023-V-00 C-41-10-018-V-00 C-44-10-059-V-00 C-44-10-093-M-00 C-44-10-115-M-00 C-74-10-008-V-00 C-86-10-018-V-00 C-91-10-168-V-00 Agenda Item: C-49-10-032-M-00 $ C-15-10-019-V-00 C-30-10-023-V-00 C-41-10-018-V-00 C-44-10-059-V-00 C-44-10-093-M-00 C-44-10-115-M-00 C-74-10-008-V-00 C-86-10-018-V-00 C-91-10-168-V-00 FY 2011 Budget Target Adjustments: Base Adjustments Other Base Adjustments Fees and Other Revenues ProgRevenue Volume Inc/Dec Non Recurring Court Tower Plan Reviews May - $ Agenda Item: FY 2010 Revised Budget Adjustments: Budget Balancing PEHPEP FY 10 Adjustments Non Recurring Vehicle Planning to Emerg Mgmt Vehicle Planning to Park s Vehicle Planning to Ent Tech Vehicles Planning to Transportation Court Tower Plan Reviews Court Tower Plan Reviews May Vehicles AQ PDS to Equip Svcs Trnfr Vehicles to Pub Health Vehicle Air Qual to Pub Wk s FM $ $ - $ - $ 300,000 $ 300,000 - $ 131,000 $ 131,000 542,986 542,986 131,000 131,000 431,000 $ N/A 673,986 N/A Agenda Item: $ $ C-44-10-115-M-00 FY 2011 Adopted Budget Percent Change from Target Amount $ 653 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Planning and Development Planning and Development Fees Fund (226) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED Beginning Spendable Fund Balance $ 11,294,608 $ 3,568,321 $ 3,568,321 $ 4,462,699 $ 3,327,832 Sources: Operating Non-Recurring Total Sources: $ 5,906,211 $ 5,906,211 $ 6,752,764 $ 6,752,764 $ 6,756,764 91,165 $ 6,847,929 $ 6,479,175 52,620 $ 6,531,795 $ 6,925,912 673,986 $ 7,599,898 Uses: Operating Non-Recurring Total Uses: $ 12,198,430 539,677 $ 12,738,107 $ 7,705,691 $ 7,705,691 $ 7,705,691 598,294 $ 8,303,985 $ 7,666,662 $ 7,666,662 $ 7,799,774 431,000 $ 8,230,774 Structural Balance $ (6,292,219) $ Accounting Adjustments $ (13) $ $ $ Ending Spendable Fund Balance: Restricted Committed Total Ending Spendable Fund Balance 4,462,699 $ 4,462,699 (952,927) $ - $ 2,615,394 $ 2,615,394 $ (948,927) $ (1,187,487) $ - $ - $ 29,445 2,082,820 $ 2,112,265 $ 3,327,832 $ 3,327,832 $ (873,862) - 2,696,956 $ 2,696,956 Del Webb Fund (235) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 2,753 $ 27,800 FY 2010 Revised Budget $ 2,753 $ 27,800 FY 2011 Budget Target $ 2,753 $ 27,800 $ (1,117) $ (1,117) (18,692) (18,692) $ 1,636 $ -40.6% 9,108 -67.2% Adjustments: Base Adjustments Other Base Adjustments Agenda Item: FY 2011 Adopted Budget Percent Change from Target Amount 654 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Planning and Development Del Webb Special Fund (235) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED Beginning Spendable Fund Balance $ 499,493 $ 515,565 $ 515,565 $ 502,977 $ 519,592 Sources: Operating Total Sources: $ $ 13,693 13,693 $ $ 27,800 27,800 $ $ 27,800 27,800 $ $ 19,237 19,237 $ $ 9,108 9,108 Uses: Operating Total Uses: $ $ 10,205 10,205 $ $ 2,753 2,753 $ $ 2,753 2,753 $ $ 2,622 2,622 $ $ 1,636 1,636 Structural Balance $ 3,488 $ 25,047 $ 25,047 $ 16,615 $ 7,472 Accounting Adjustments $ (4) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 540,612 540,612 $ $ 540,612 540,612 $ $ 519,592 519,592 $ $ 527,064 527,064 502,977 502,977 $ $ 655 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Defense System Public Defense System Analysis by Scott Rothe, Principal Management & Budget Analyst Summary Mission The mission of Indigent Representation is to furnish quality legal representation to indigent individuals assigned to us by the court so they will be provided the benefit of the protection of their fundamental legal rights, as guaranteed to everyone. Vision The vision of Indigent Representation is to Deliver America’s Promise of Justice for All. Strategic Goals • By July 2013, 80% of all clients in non-capital cases without a conflict of interest, will be represented by attorneys in the staffed offices (in the areas in which the offices practice), thereby capitalizing on the management controls inherent in those offices and ultimately resulting in improved quality control for clients and improved cost control for citizens. Status: The Public Defense System projects that 81.8% of all non-capital cases assigned in areas in which the staffed offices provide services will be assigned to a staffed office in FY 2009-10. Because the goal is exceeded by only 1.8% and because PDS has no control over the number of cases filed in a given year or the number of cases in which conflicts preclude representation by a staffed office, this measure will continue to be monitored through July, 2013 to ensure that everything possible is done to maintain the rate of success. • By July 2013, capital cases that do not have representation conflicts will be assigned to staffed offices, thereby capitalizing on the management controls inherent in those offices and ultimately resulting in improved quality control for clients and improved cost control for citizens. Status: Twenty-one capital (or potentially capital) cases were newly assigned during the first nine months of FY 2009-10, 11 of which were assigned to staffed offices with the remaining 10 assigned to contract attorneys. These new cases are among the 92 capital cases with full defense teams assigned as of March 31, 2010, including active and potential cases along with cases remanded for new trial proceedings (this compares with 132 cases in a similar status 12 months prior). Four additional capital teams (to be phased in as needed) were authorized in April, 2010, increasing the capacity of staffed offices by 8 to 12 cases. PDS is cautiously increasing the capacity of the staffed offices rather than doing so as aggressively as was originally planned, due to administrative changes in both the Superior Court and the Office of the County Attorney. 656 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Defense System Sources and Uses by Program and Activity FY 2009 ACTUAL PROGRAM / ACTIVITY SOURCES ADAP - APPEAL PCR REPRESENTATION NCFR - NON CAPITAL FELONY REP 52CR - ADULT CRIMINAL REPRESENTATION $ HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % 3,997 $ 1,792,650 1,796,647 $ - $ 1,073,608 1,073,608 $ - $ 1,073,608 1,073,608 $ - $ 1,577,939 1,577,939 $ - $ 1,460,127 1,460,127 $ $ 486,342 $ 486,342 $ 496,645 $ 989,215 1,485,860 $ 496,645 $ 1,098,723 1,595,368 $ 427,024 $ 8,311 435,335 $ 432,845 $ 61,000 493,845 $ $ $ 12,763 $ 12,763 $ - $ - $ - $ - $ 4,094 $ 4,094 $ - $ - $ TOTAL PROGRAMS $ 2,295,752 $ 2,559,468 $ 2,668,976 $ 2,017,368 $ 1,953,972 $ (715,004) -26.8% 1,008,189 $ 1,096,629 316,646 164,578 2,586,042 $ 454,498 $ 1,116,908 189,359 156,279 1,917,044 $ 454,498 $ 1,116,908 189,359 156,279 1,917,044 $ 672,569 $ 1,188,342 461,310 209,796 2,532,017 $ 672,569 $ 1,193,858 461,310 157,340 2,485,077 $ (218,071) (76,950) (271,951) (1,061) (568,033) -48.0% -6.9% -143.6% -0.7% -29.6% 4,735,661 $ 14,527,833 639,626 36,625,167 1,902,543 27,937 58,458,767 $ 4,182,249 $ 12,172,108 421,352 33,322,968 1,800,025 20,686 51,919,388 $ 5,182,249 $ 16,672,108 421,352 37,280,636 1,800,025 20,686 61,377,056 $ 4,835,696 $ 16,316,467 418,896 35,671,952 1,659,901 32,051 58,934,963 $ 4,866,990 $ 16,636,174 411,305 36,392,091 1,612,898 31,022 59,950,480 $ 315,259 35,934 10,047 888,545 187,127 (10,336) 1,426,576 6.1% 0.2% 2.4% 2.4% 10.4% -50.0% 2.3% 761,517 $ 3,888,243 946 3,849,504 337,303 36,495 630,233 4,337,418 13,841,659 $ 761,517 $ 3,888,243 946 5,199,504 337,303 36,495 630,233 5,337,418 16,191,659 $ 636,960 $ 3,753,253 12,408 5,384,382 375,547 24,930 627,556 5,589,826 16,404,862 $ 636,248 $ 3,885,090 12,408 5,512,346 345,517 24,930 512,349 5,596,111 16,524,999 $ 125,269 3,153 (11,462) (312,842) (8,214) 11,565 117,884 (258,693) (333,340) 16.4% 0.1% -1211.6% -6.0% -2.4% 31.7% 18.7% -4.8% -2.1% $ 386,519 386,519 (63,800) (1,037,723) (1,101,523) - N/A 36.0% 36.0% -12.8% -94.4% -69.0% N/A N/A USES AGLR - ADULT GUARDIAN AD LITEM REP MENR - MENTAL HEALTH REPRESENTATION PROB - PROBATE REPRESENTATION SEVP - SEXUALLY VIOLENT PERSON REP 52AC - ADULT CIVIL REPRESENTATION $ ADAP - APPEAL PCR REPRESENTATION CAPP - CAPITAL REPRESENTATION MISS - MISDEMEANOR REPRESENTATION NCFR - NON CAPITAL FELONY REP VPPR - PROBATION REPRESENTATION WITR - WITNESS REPRESENTATION 52CR - ADULT CRIMINAL REPRESENTATION $ $ $ CDRE - CHILD DEPENDENCY REP JDIR - JUV DEL INCORR REPRESENTATION JEMR - JUVENILE EMANCIPATION REP JGAL - JUVENILE GAL REPRESENTATION JUAP - JUVENILE APPEAL REPRESENTATION JUNR - JUVENILE NOTIFICATION REP JUPR - JUVENILE PROBATION REP PADR - PARENTAL DEPENDENCY REP 52JR - JUVENILE REPRESENTATION $ $ 3,608,624 $ 3,982,140 2,726,446 360,541 37,053 674,657 6,304,753 17,694,214 $ IRSS - INDIGENT REP SUPPORT SVCS 52SS - INDIGENT REP SUPPORT SVCS $ $ 612,168 $ 612,168 $ 207,930 $ 207,930 $ 1,007,930 $ 1,007,930 $ 498,485 $ 498,485 $ 494,831 $ 494,831 $ BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT RMGT - RISK MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ 176,358 $ 428,936 1,048,658 3,586,389 142,627 28,279 5,411,247 $ 127,466 $ 434,764 1,327,549 3,463,878 107,123 28,856 5,489,636 $ 127,466 $ 434,764 1,327,549 3,465,718 107,123 28,856 5,491,476 $ 132,314 $ 421,155 1,099,518 3,440,132 120,378 27,884 5,241,381 $ 137,104 $ 483,984 1,318,446 3,247,933 133,344 35,003 5,355,814 $ GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ 258,523 $ 115,836 374,359 $ - $ 79,131 79,131 $ - $ 79,131 79,131 $ - $ 79,132 79,132 $ - $ 71,414 71,414 $ BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER DESK - DESKTOP SUPPORT HDSP - HELP DESK SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ 489,951 $ 225,523 163,260 250,424 1,129,158 $ 467,752 $ 216,510 167,382 243,671 1,095,315 $ 467,752 $ 216,510 167,382 243,671 1,095,315 $ 376,581 $ 172,804 133,904 191,200 874,489 $ 970,533 $ 249,010 194,657 269,160 1,683,360 $ (502,781) (32,500) (27,275) (25,489) (588,045) TOTAL PROGRAMS $ 86,265,955 $ 74,550,103 $ 87,159,611 $ 84,565,329 $ 86,565,975 $ 593,636 $ $ 657 513,099 513,099 50.9% 50.9% (9,638) (49,220) 9,103 217,785 (26,221) (6,147) 135,662 -7.6% -11.3% 0.7% 6.3% -24.5% -21.3% 2.5% 7,717 7,717 N/A 9.8% 9.8% -107.5% -15.0% -16.3% -10.5% -53.7% 0.7% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Defense System Sources and Uses by Category CATEGORY INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED 802,447 $ 14,967 817,414 $ 825,832 $ 128,050 953,882 $ 479,271 $ 969,178 1,448,449 $ 639,028 $ 953,558 1,592,586 $ $ $ 13,000 13,000 $ SUBTOTAL $ 16,444 13,445 29,889 ALL REVENUES $ 2,295,752 $ TOTAL SOURCES $ 2,295,752 FY 2009 ACTUAL $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2010 FORECAST 935,340 $ 128,050 1,063,390 $ 639,028 953,558 1,592,586 $ $ $ $ 13,000 13,000 2,559,468 $ 2,559,468 FY 2010 ADOPTED $ REV VS ADPT VAR % FY 2011 ADOPTED 873,089 $ 873,089 $ 59,009 1,075,546 1,134,555 $ $ 865,496 $ 865,496 $ (69,844) -7.5% (128,050) -100.0% (197,894) -18.6% - $ 1,075,476 1,075,476 $ (639,028) -100.0% 121,918 12.8% (517,110) -32.5% $ $ 4,094 5,630 9,724 $ 13,000 13,000 $ 2,668,976 $ 2,017,368 $ 1,953,972 $ 2,668,976 FY 2010 REVISED $ 2,017,368 FY 2010 FORECAST $ 1,953,972 $ FY 2011 ADOPTED $ (715,004) N/A 0.0% 0.0% -26.8% (715,004) -26.8% REV VS ADPT VAR % 43,108,289 $ 214,431 6,285 12,690,700 668,030 (363,984) 350,811 56,674,562 $ 42,522,742 $ 249,664 8,390 12,546,077 614,252 (372,625) 372,625 55,941,125 $ 42,606,273 $ 249,664 8,390 12,570,214 614,252 (372,625) 372,625 56,048,793 $ 41,567,594 $ 230,318 4,756 12,374,759 620,178 (381,569) 381,640 54,797,676 $ 42,588,304 $ 255,070 8,390 13,677,316 735,484 (412,561) 407,451 57,259,454 $ SUBTOTAL $ 461,762 $ 25,696 21,699 509,157 $ 505,467 $ 36,144 541,611 $ 505,467 $ 36,144 541,611 $ 453,111 $ 25,341 478,452 $ 457,107 $ 29,500 486,607 $ SERVICES 0810 - LEGAL SERVICES $ 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL $ 26,227,997 $ 289,521 1,294,102 20,300 258,523 88,926 260,007 170,984 61,489 28,671,849 $ 15,238,469 $ 614,047 1,259,667 20,783 108,933 327,480 321,087 58,718 17,949,184 $ 27,738,469 $ 615,887 1,259,667 20,783 108,933 327,480 321,087 58,718 30,451,024 $ 27,046,318 $ 257,296 1,227,125 13,761 85,182 338,364 148,985 63,393 29,180,424 $ 26,356,423 $ 707,548 828,899 14,400 87,145 266,395 264,809 66,254 28,591,873 $ 1,382,046 (91,661) 430,768 6,383 21,788 61,085 56,278 (7,536) 1,859,151 5.0% -14.9% 34.2% 30.7% N/A 20.0% 18.7% 17.5% -12.8% 6.1% $ SUBTOTAL $ 403,777 $ 403,777 $ 118,183 $ 118,183 $ 118,183 $ 118,183 $ 108,777 $ 108,777 $ 228,041 $ 228,041 $ (109,858) (109,858) -93.0% -93.0% ALL EXPENDITURES $ 86,259,345 $ 74,550,103 $ 87,159,611 $ 84,565,329 $ 86,565,975 $ 593,636 0.7% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 6,610 $ 6,610 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A TOTAL USES $ 86,265,955 $ 74,550,103 $ 87,159,611 $ 84,565,329 $ 86,565,975 $ 593,636 0.7% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT CAPITAL 0950 - DEBT SERVICE $ 658 17,969 (5,406) (1,107,102) (121,232) 39,936 (34,826) (1,210,661) 48,360 6,644 55,004 0.0% -2.2% 0.0% -8.8% -19.7% -10.7% -9.3% -2.2% 9.6% 18.4% N/A 10.2% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Defense System Uses by Fund and Function FY 2009 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING FUND TOTAL 209 PUBLIC DEFENDER TRAINING OPERATING FUND TOTAL 233 PUBLIC DEFENDER GRANTS OPERATING FUND TOTAL 262 PUBLIC DEFENDER FILL THE GAP OPERATING FUND TOTAL 263 LEGAL DEFENDER FILL THE GAP OPERATING FUND TOTAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % $ SOURCES $ 91,647 $ 91,647 $ 189,100 $ 189,100 $ 189,100 $ 189,100 $ 61,071 $ 61,071 $ 61,000 $ 61,000 $ (128,100) (128,100) -67.7% -67.7% $ SOURCES $ 486,341 $ 486,341 $ 496,645 $ 496,645 $ 496,645 $ 496,645 $ 427,553 $ 427,553 $ 432,845 $ 432,845 $ (63,800) (63,800) -12.8% -12.8% $ SOURCES $ 333,232 $ 333,232 $ 342,187 $ 342,187 $ 451,695 $ 451,695 $ 451,695 $ 451,695 $ 445,651 $ 445,651 $ (6,044) (6,044) -1.3% -1.3% $ SOURCES $ 1,324,759 $ 1,324,759 $ 1,472,536 $ 1,472,536 $ 1,472,536 $ 1,472,536 $ 1,017,964 $ 1,017,964 $ 955,476 $ 955,476 $ (517,060) (517,060) -35.1% -35.1% $ SOURCES $ 59,773 $ 59,773 $ 59,000 $ 59,000 $ 59,000 $ 59,000 $ 59,085 $ 59,085 $ 59,000 $ 59,000 $ - 0.0% 0.0% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING $ 2,295,752 $ 2,559,468 $ 2,668,976 $ 2,017,368 $ 1,953,972 $ 2,295,752 $ 2,559,468 $ 2,668,976 $ 2,017,368 $ 1,953,972 $ FY 2009 FY 2010 FY 2010 FY 2010 FY 2011 ACTUAL ADOPTED REVISED FORECAST ADOPTED (715,004) -26.8% (715,004) -26.8% REV VS ADPT VAR % 83,827,002 $ 83,827,002 $ 71,858,542 $ 71,858,542 $ 84,358,542 $ 84,358,542 $ 82,674,996 $ 82,674,996 $ 79,620,654 $ 4,380,269 84,000,923 $ FUND TOTAL USES $ 473,736 $ 57,892 531,628 $ 496,645 $ 163,129 659,774 $ 496,645 $ 163,129 659,774 $ 400,075 $ 5,151 405,226 $ 432,845 $ 143,855 576,700 $ 63,800 19,274 83,074 12.8% 11.8% 12.6% $ $ 332,383 $ 332,383 $ 342,187 $ 342,187 $ 451,695 $ 451,695 $ 429,509 $ 429,509 $ 445,651 $ 445,651 $ 6,044 6,044 1.3% 1.3% $ 1,224,177 $ 275,452 1,499,629 $ 1,472,536 $ 158,064 1,630,600 $ 1,472,536 $ 158,064 1,630,600 $ 941,019 $ 55,598 996,617 $ 955,476 $ 528,225 1,483,701 $ 517,060 (370,161) 146,899 35.1% -234.2% 9.0% $ 59,000 $ 16,313 75,313 $ 59,000 $ 59,000 $ 59,000 $ 59,000 $ 58,981 $ 58,981 $ 59,000 $ 59,000 $ - 0.0% N/A 0.0% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 85,916,298 $ 349,657 $ 86,265,955 $ 74,228,910 $ 321,193 $ 74,550,103 $ 86,838,418 $ 321,193 $ 87,159,611 $ 84,504,580 $ 60,749 $ 84,565,329 $ 81,513,626 $ 5,052,349 $ 86,565,975 $ FUND TOTAL USES $ 209 PUBLIC DEFENDER TRAINING OPERATING NON-RECURRING $ 233 PUBLIC DEFENDER GRANTS OPERATING FUND TOTAL USES 262 PUBLIC DEFENDER FILL THE GAP OPERATING NON-RECURRING FUND TOTAL USES 263 LEGAL DEFENDER FILL THE GAP OPERATING NON-RECURRING FUND TOTAL USES $ $ 659 4,737,888 (4,380,269) 357,619 5.6% N/A 0.4% 5,324,792 6.1% (4,731,156) -1473.0% 593,636 0.7% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Defense System Staffing by Program and Activity PROGRAM / ACTIVITY ADULT CRIMINAL REPRESENTATION APPEAL PCR REPRESENTATION CAPITAL REPRESENTATION MISDEMEANOR REPRESENTATION NON CAPITAL FELONY REP PROBATION REPRESENTATION WITNESS REPRESENTATION PROGRAM TOTAL ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT RISK MANAGEMENT PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP DATA CENTER DESKTOP SUPPORT HELP DESK SUPPORT PROGRAM TOTAL JUVENILE REPRESENTATION CHILD DEPENDENCY REP JUV DEL INCORR REPRESENTATION JUVENILE APPEAL REPRESENTATION JUVENILE GAL REPRESENTATION JUVENILE PROBATION REP PARENTAL DEPENDENCY REP PROGRAM TOTAL ADULT CIVIL REPRESENTATION MENTAL HEALTH REPRESENTATION SEXUALLY VIOLENT PERSON REP PROGRAM TOTAL PUBLIC DEFENSE SYSTEM TOTAL FY 2009 ADOPTED FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV TO ADPT VAR % 29.98 97.47 5.74 380.78 23.15 0.06 537.18 30.98 97.92 3.00 371.04 21.23 0.01 524.18 30.98 97.92 3.00 371.04 21.23 0.01 524.18 26.98 97.17 3.00 372.29 19.23 0.01 518.68 27.98 109.61 3.00 369.35 19.23 0.01 529.18 (3.00) 11.69 (1.69) (2.00) 5.00 -9.7% 11.9% 0.0% -0.5% -9.4% 0.0% 1.0% 1.83 27.57 9.73 10.47 1.98 0.37 51.95 1.63 28.98 7.88 12.89 2.06 0.52 53.95 1.63 28.98 7.88 12.89 2.06 0.52 53.95 1.63 28.98 7.88 12.89 2.06 0.52 53.95 1.63 27.98 7.88 12.89 2.06 0.52 52.95 (1.00) (1.00) 0.0% -3.5% 0.0% 0.0% 0.0% 0.0% -1.9% 4.00 2.70 3.00 4.15 13.85 3.00 2.70 3.00 4.15 12.85 3.00 2.70 3.00 4.15 12.85 3.00 2.70 2.60 3.55 11.85 3.00 2.70 2.60 3.55 11.85 (0.40) (0.60) (1.00) 0.0% 0.0% -13.3% -14.5% -7.8% 34.33 36.29 1.17 7.21 26.00 105.00 34.63 1.16 33.84 6.88 26.00 102.50 34.63 1.16 33.84 6.88 26.00 102.50 34.88 1.16 36.84 6.92 26.00 105.80 34.93 0.50 37.00 5.37 26.00 103.80 0.30 (0.66) 3.16 (1.50) 1.30 N/A 0.9% -56.9% 9.3% -21.8% 0.0% 1.3% 9.65 1.00 10.65 718.63 9.65 1.00 10.65 704.13 9.65 1.00 10.65 704.13 10.65 1.00 11.65 701.93 10.65 1.00 11.65 709.43 1.00 1.00 5.30 10.4% 0.0% 9.4% 0.8% 660 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Defense System Staffing by Market Title MARKET RANGE TITLE Accountant Accounting Specialist Admin & Operations Mgr Admin/Operations Specialist Administrative Manager Administrative Staff Supv Administrative Supervisor Administrator Attorney - Associate Attorney - Senior Attorney - Senior Associate Attorney - Capital Co-Counsel Attorney - Capital Lead Counsel Attorney Manager Attorney Supervisor Database Administrator Deputy Director Director - Legal Defense Finan/Business Analyst - Dept Financial Supervisor - Dept Help Desk Coordinator Human Resources Analyst Human Resources Associate Human Resources Specialist Investigations Supv - Defense Investigator - Defense Investigator Chief - Defense IS Project Manager - Sr/Ld IT Senior Manager Justice System Clerk Justice System Clerk Lead Legal Assistant Legal Assistant Supv Legal Order Server Legal Support Specialist Legal Support Supervisor Management Analyst Mitigation Specialist Mitigation Specialist-Capital Office Assistant Office Assistant Specialized Operations/Program Supervisor PC/LAN Tech Support Programmer/Analyst Programmer/Analyst - Sr/Ld Social Worker Social Worker Supervisor Systems/Network Administrator Systems/Network Admin-Sr/Ld Trainer PUBLIC DEFENSE SYSTEM TOTAL FY 2009 ADOPTED 1.00 3.00 1.00 8.00 3.00 3.00 4.00 1.00 83.50 117.49 73.50 21.00 21.50 6.00 21.14 1.00 1.00 4.00 3.00 2.00 2.00 3.00 5.00 45.00 1.00 1.00 1.00 35.00 2.00 38.00 4.00 1.00 67.50 9.00 1.00 33.00 46.00 21.50 3.00 1.00 1.00 13.50 1.00 1.00 2.00 1.00 718.63 FY 2010 ADOPTED 4.00 1.00 8.00 3.00 3.00 6.00 2.00 77.50 113.49 72.50 23.00 21.50 4.00 21.14 1.00 1.00 5.00 3.00 2.00 2.00 1.00 1.00 4.00 43.00 1.00 1.00 1.00 34.50 2.00 37.00 4.00 3.00 65.00 9.00 2.00 13.00 20.00 43.00 20.50 1.00 3.00 1.00 1.00 14.00 1.00 1.00 2.00 1.00 704.13 661 FY 2010 REVISED 4.00 1.00 8.00 3.00 3.00 6.00 2.00 77.50 113.49 72.50 23.00 21.50 4.00 21.14 1.00 1.00 5.00 3.00 2.00 2.00 1.00 1.00 4.00 43.00 1.00 1.00 1.00 34.50 2.00 37.00 4.00 3.00 65.00 9.00 2.00 13.00 20.00 43.00 20.50 1.00 3.00 1.00 1.00 14.00 1.00 1.00 2.00 1.00 704.13 FY 2010 FORECAST 4.00 1.00 8.00 4.00 3.00 6.00 2.00 83.50 107.79 70.50 23.50 20.50 4.00 19.14 1.00 1.00 5.00 3.00 2.00 2.00 1.00 1.00 4.00 43.00 1.00 1.00 1.00 35.50 2.00 38.00 3.00 3.00 64.00 10.00 1.00 13.00 19.00 43.00 20.50 2.00 2.00 1.00 1.00 16.00 1.00 1.00 2.00 1.00 701.93 FY 2011 ADOPTED 4.00 1.00 8.00 3.00 3.00 6.00 2.00 83.50 107.79 70.50 28.00 20.50 4.00 19.14 1.00 1.00 5.00 3.00 2.00 2.00 1.00 1.00 4.00 44.00 1.00 1.00 1.00 35.50 2.00 39.00 3.00 3.00 65.00 10.00 2.00 13.00 21.00 41.00 20.50 2.00 2.00 1.00 1.00 16.00 1.00 1.00 2.00 1.00 709.43 REV TO ADPT VAR % N/A 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 6.00 7.7% (5.70) -5.0% (2.00) -2.8% 5.00 21.7% (1.00) -4.7% 0.0% (2.00) -9.5% 0.0% 0.0% 0.0% 0.0% N/A 0.0% 0.0% 0.0% 0.0% 0.0% 1.00 2.3% 0.0% 0.0% 0.0% 1.00 2.9% 0.0% 2.00 5.4% (1.00) -25.0% 0.0% 0.0% 1.00 11.1% 0.0% 0.0% 1.00 5.0% (2.00) -4.7% 0.0% 1.00 100.0% (1.00) -33.3% 0.0% 0.0% 2.00 14.3% 0.0% 0.0% 0.0% 0.0% 5.30 0.8% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Defense System Staffing by Fund FUND 520 - PUBLIC DEFENDER 100 - GENERAL 209 - PUBLIC DEFENDER TRAINING 233 - PUBLIC DEFENDER GRANTS 262 - PUBLIC DEFENDER FILL THE GAP DEPARTMENT TOTAL 540 - LEGAL DEFENDER 100 - GENERAL DEPARTMENT TOTAL 550 - LEGAL ADVOCATE 100 - GENERAL DEPARTMENT TOTAL 560 - CONTRACT COUNSEL 100 - GENERAL DEPARTMENT TOTAL 570 - JUVENILE DEFENDER 100 - GENERAL DEPARTMENT TOTAL SUMMARY - PUBLIC DEFENSE SYSTEM 100 - GENERAL 209 - PUBLIC DEFENDER TRAINING 233 - PUBLIC DEFENDER GRANTS 262 - PUBLIC DEFENDER FILL THE GAP PUBLIC DEFENSE SYSTEM TOTAL FY 2009 ADOPTED FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV TO ADPT VAR % 441.13 4.00 14.00 459.13 414.13 4.00 4.00 13.00 435.13 414.13 4.00 4.00 13.00 435.13 413.13 4.00 4.00 10.00 431.13 414.13 4.00 4.00 9.00 431.13 (4.00) (4.00) 0.0% 0.0% 0.0% -30.8% -0.9% 109.00 109.00 109.00 109.00 109.00 109.00 109.00 108.50 115.00 115.00 6.00 6.00 5.5% 5.5% 92.00 92.00 91.50 91.50 91.50 91.50 93.50 93.50 95.50 95.50 4.00 4.00 4.4% 4.4% 15.00 15.00 25.00 25.00 25.00 25.00 25.00 25.00 25.00 25.00 - 0.0% 0.0% 43.50 43.50 43.50 43.50 43.50 43.50 43.80 43.80 42.80 42.80 (0.70) (0.70) -1.6% -1.6% 700.63 4.00 14.00 718.63 683.13 4.00 4.00 13.00 704.13 683.13 4.00 4.00 13.00 704.13 684.43 4.00 4.00 10.00 702.43 692.43 4.00 4.00 9.00 709.43 9.30 (4.00) 5.30 1.4% 0.0% 0.0% -30.8% 0.8% General Adjustments Adjustments: General Fund (100) • Reductions in Grand Jury reimbursements from the State ($122,100) and from inmates in the Arizona Department of Corrections ($6,000) have resulted in a decline in General Fund revenue of $128,100 for FY 2010-11. • Employee health and dental premiums are increasing in FY 2010-11, resulting in $747,467 in additional benefit costs to the PDS departments. • Retirement contributions are increasing for FY 2010-11, resulting in $192,157 in additional benefit costs to the PDS departments. • Personal Services savings of $30,116 are garnered from the retirement of two positions allocated to multiple activities. • OMB identified savings in General Supplies ($10,000), Staffed-Office Legal Services ($312,000), Other Services ($6,000) and Travel ($10,000) to offset a portion of the increases in benefit costs associated with health/dental premiums and retirement contributions. • (Contracted Non-Capital Legal Expense): Due to historical under-budgeting of contracted indigent defense caseload (appropriate funding was approved following the final close of each budget year), FY 2010-11 OCC Legal Services appropriations will account for projected caseload activity based upon forecasted expenditures for FY 2009-10. The resulting net increase in OCC Legal Services (Non-Capital) expenditures of $7,760,171 includes increases of $11,422 for the Adult Civil Representation Program, $4,828,280 for the Adult Criminal Representation Program, $2,633,568 for the Juvenile Representation Program and $286,901 for the Indigent Representation Support Services Program. • Capital Case Expenditures (see Capital Activity for detail): • (Operating – Staffed Offices): Add $837,320 and 8.5 FTE Capital Activity positions; 662 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget • • Department Strategic Plans and Budgets Public Defense System (Operating – Contract Counsel): Reduce contracted legal services by $1,296,117, leaving $970,612 budgeted for newly-filed capital cases that cannot be assigned to staffed offices because of conflict (approximately four cases per year, one of which would resolve without going to trial); (Non-Recurring): $4,380,269 is directly appropriated to the Office of Contract Counsel’s nonrecurring budget and $5,475,337 is reserved in Non-Departmental Non-Recurring General Fund Contingency to address the current backlog of capital cases. • Training Fund (209 – Shared by three of the five PDS Departments) • (Operating): An anticipated reduction in Training Fund revenue of $63,800 results in total FY 2010-11 revenue (and structurally-balanced expenditures) of $432,845. To offset a $5,008 increase in benefit costs associated with health/dental premiums and retirement contributions, structural balance was maintained with a $5,008 reduction in training expenditures. • (Non-Recurring): The FY 2010-11 non-recurring budget includes a one-time expenditure of $143,855 from the fund balance for Continuing Legal Education Training. Public Defender Grants Fund (233) • (Operating): The Public Defender reports a net decline in grant revenue of $6,044 for FY 201011 from the Drug Enforcement Grant, resulting in a corresponding decline in Personal Services expenditures. To offset a $5,957 increase in benefit costs associated with health/dental premiums and retirement contributions, structural balance was maintained with a $5,957 reduction in travel expenditures. Public Defender Fill the Gap Fund (262) • (Operating): The Public Defender began reducing expenditures from the Fill the Gap Fund in early FY 2009-10 when it became clear that revenue from the State of Arizona was likely to end. The department eliminated vacant positions and reduced operating expenditures through the year. Budgeted revenue and expenditure reductions of $517,060 for FY 2010-11 reflect the elimination of state funds. To offset a $12,236 increase in benefit costs associated with health/dental premiums and retirement contributions, structural balance was maintained with a $12,236 reduction in Other Services. • (Non-Recurring): The FY 2010-11 non-recurring budget includes a one-time expenditure of $528,225 from the fund balance for the Indigent Representation Information System. IRIS development began in 2003 and went “live” in 2005, providing the following: appointment calendaring, time tracking, automated case document notification, case document storage, case weighting, reporting services integration, electronic document filing and scalable hearing and disposition code structure. IRIS now includes the following data exchanges: Scheduled Court Event, Assigned Attorney, Initial Appearance, File-a-Case, Electronic Document Management, Post-Conviction Release, Bonds, and Warrants. The extended warranty on the hardware which runs IRIS will expire in October 2010. FY 2010-11 expenditures will focus on server and software replacement. 663 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Defense System Programs and Activities Adult Criminal Representation Program The purpose of the Adult Criminal Representation Program is to provide effective legal representation to assigned indigent adults charged with, or appealing convictions of, felony and misdemeanor offenses so they can be assured that their rights are protected as required by Federal and State law. Program Results Measure Description Percent of Non-Capital Felony Cases Resolved to Conclusion in the Regional Court Centers or Early Disposition Courts Percent of Non-Capital Complex Felony Cases Resolved Within 270 Days of Arraignment/Assignment (whichever is later) Percent of Non-Capital Felony Cases with Disposition to Lesser Charges or Fewer Counts Percent of Non-Complex Felony Cases Resolved Within 180 Days of Arraignment/Assignment (whichever is later) Percent of Capital Cases with Disposition Less than Capital Percent of Capital Cases Resolved Within 540 Days of Arraignment/Assignment (whichever is later) Percent of Probation Representation Cases With Disposition Other than Revocation Percent of Witness Representation Cases Closed Percent of Misdemeanors with Disposition to Lesser Charges or Fewer Counts Percent of Appeal and PCR Cases in Which the Outcome is Other than Affirmed FY 2009 ACTUAL N/A Activities that comprise this program include: • Capital Representation • Non-Capital Felony Representation • Witness Representation • Misdemeanor Representation FY 2010 FY 2011 REVISED ADOPTED 68.3% 69.0% N/A 30.3% 37.1% 6.8% 22.4% N/A 89.2% 90.1% 0.9% 1.0% N/A 76.5% 76.0% (0.4%) -0.6% N/A 56.9% 71.8% 14.9% 26.1% N/A 18.5% 28.2% 9.7% 52.8% N/A 71.3% 72.3% 1.0% 1.4% N/A N/A 100.0% 91.2% 100.0% 89.4% 0.0% (1.8%) 0.0% -1.9% N/A 32.4% 32.1% (0.3%) -0.9% • • 664 REV VS ADPT VAR % 0.7% 1.0% Probation Representation Appeal and Post-Conviction Relief Representation Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Defense System Capital Representation Activity The purpose of the Capital Representation Activity is to provide effective legal representation to assigned indigent adults charged with capital offenses so they can be assured that their rights are protected as required by law. Mandates: This activity supports the overall mandate of the Adult Criminal Representation Program. A.R.S. §13-4234 establishes that all indigent capital defendants are entitled to court-appointed counsel. Measure Type Result Result Output Output Demand Efficiency Expenditure Measure Description Percent of Capital Cases with Disposition Less than Capital Percent of Capital Cases Resolved Within 540 Days of Arraignment / Assignment (whichever is later) Number of Capital Cases Resolved to Conclusion. Average Capital Cases Open/Active Monthly Net Capital Cases Assigned Cost per Open/Active Capital Case 100 - GENERAL TOTAL USES FY 2009 ACTUAL N/A FY 2010 REVISED 56.9% FY 2011 ADOPTED 71.8% N/A 18.5% 28.2% 9.7% 52.8% N/A 65 39 -26 -40.0% N/A N/A N/A 112 27 $149,124.40 95 35 $175,117.62 -17 8 -$25,993.22 -15.0% 29.6% -17.4% $ 14,527,833 $ 14,527,833 $ 16,672,108 $ 16,672,108 $ 16,636,174 $ 16,636,174 REV VS ADPT VAR % 14.9% 26.1% $ $ 35,934 35,934 0.2% 0.2% Activity Narrative: (Operating): In an effort to reduce the number of capital cases represented by more costly contracted attorneys, the FY 2010-11 adopted budget includes the addition of 3.5 FTE Attorney Capital Co-Counsel, 2.0 FTE Capital Mitigation Specialists and 1.0 FTE Investigator to the Legal Defender Office, totaling $663,045 from the General Fund. The budget also includes the addition of 1.0 FTE Attorney – Capital Co-Counsel and 1.0 FTE Legal Assistant to the Legal Advocate Office, totaling $174,275 from the General Fund. The budget assumes that the Legal Defender will be able to take on four additional cases and close two (on average, annually) while the Legal Advocate will be able to take on two additional cases and close one (on average, annually). The Office of Contract Counsel would retain $970,612 (General Fund) under an assumption that there will be an average of four capital cases each year that cannot be assigned to a staffed office because of conflicts. The latter further assumes that three of such cases will proceed to trial while one will be resolved without going to trial. (Non-Recurring): A February 2010 review of capital case activity confirmed a backlog of 95 open/active cases in Maricopa County. On average, 33 new capital cases are filed in the county each year. Beginning in FY 2010-11 the Capital Activity operating budget is funded to handle 48 capital case assignments at any given point in time. Two new non-recurring budget items for FY 2010-11 are intended to address the remaining capital case backlog of 47 cases, including $4,380,269 directly appropriated to the Office of Contract Counsel’s non-recurring budget and $5,475,337 reserved in NonDepartmental Non-Recurring General Fund Contingency. These amounts can be carried forward into succeeding fiscal years until the 47 cases have been resolved. Non-Capital Felony Representation Activity The purpose of the Non-Capital Felony Representation Activity is to provide effective legal representation to assigned indigent adults charged with non-capital felonies so they can be assured that their rights are protected as required by law. 665 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Defense System Mandates: This activity supports the overall mandate of the Adult Criminal Representation Program. Measure Type Result Result Result Result Output Output Output Demand Efficiency Measure Description Percent of Non-Capital Felony Cases with Disposition to Lesser Charges or Fewer Counts Percent of Non-Capital Complex Felony Cases Resolved Within 270 Days of Arraignment / Assignment (whichever is later) Percent of Non-Complex Felony Cases Resolved Within 180 Days of Arraignment / Assignment (whichever is later) Percent of Non-Capital Felony Cases Resolved to Conclusion in the Regional Court Centers or Early Disposition Courts Number of Non-Capital Felony Cases Resolved to Conclusion Number of Non-Capital Complex Felony Cases Resolved Number of Non-Complex Felony Cases Resolved Net Non-Capital Felony Cases Assigned Cost per Non-Capital Felony Case Resolved to Conclusion FY 2009 ACTUAL N/A FY 2010 REVISED 89.2% FY 2011 ADOPTED 90.1% N/A 30.3% 37.1% 6.8% 22.4% N/A 76.5% 76.0% (0.4%) -0.6% N/A 68.3% 69.0% 0.7% 1.0% N/A 30,570 31,703 1,133 3.7% N/A 218 232 14 6.4% N/A 24,371 25,340 969 4.0% N/A N/A 30,817 $1,219.52 30,415 $1,147.91 -402 $71.61 -1.3% 5.9% (122,100) 445,651 62,968 386,519 -100.0% N/A 7.1% 0.0% 36.0% 344,878 4,191 539,476 888,545 1.0% 0.9% 44.4% 0.0% 2.4% REV VS ADPT VAR % 0.9% 1.0% Revenue 100 - GENERAL 233 - PUBLIC DEFENDER GRANTS 262 - PUBLIC DEFENDER FILL THE GAP 263 - LEGAL DEFENDER FILL THE GAP TOTAL SOURCES $ 87,649 $ 122,100 $ - $ 333,232 445,651 1,312,769 892,508 955,476 59,000 59,000 59,000 $ 1,792,650 $ 1,073,608 $ 1,460,127 $ 100 - GENERAL 233 - PUBLIC DEFENDER GRANTS 262 - PUBLIC DEFENDER FILL THE GAP 263 - LEGAL DEFENDER FILL THE GAP TOTAL USES $ 35,283,073 331,603 951,491 59,000 $ 36,625,167 Expenditure $ 35,558,156 $ 35,213,278 $ 449,237 445,046 1,214,243 674,767 59,000 59,000 $ 37,280,636 $ 36,392,091 $ Activity Narrative: The timeliness of cases resolved is expected to increase and the net number of cases resolved to conclusion is expected to increase. Adopted expenditures are 2.4% above the amount budgeted for FY 2009-10 due to a decision to budget contracted legal services to the FY 200910 forecast-level, as well as increases in employee benefits. Witness Representation Activity The purpose of the Witness Representation Activity is to provide effective legal representation to assigned indigent adult witnesses who may testify in criminal matters so they can be assured that their rights are protected as required by law. Mandates: This activity supports the overall mandate of the Adult Criminal Representation Program. 666 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Demand Efficiency Measure Description Percent of Witness Representation Cases Closed Number of Witness Representation Cases Closed Net Witness Representation Cases Assigned Cost per Witness Representation Case Closed Department Strategic Plans and Budgets Public Defense System REV VS ADPT VAR % 0.0% 0.0% FY 2009 ACTUAL N/A FY 2010 REVISED 100.0% FY 2011 ADOPTED 100.0% N/A 82 129 47 57.3% N/A N/A 83 $252.27 109 $240.48 26 $11.79 31.3% 4.7% (10,336) (10,336) -50.0% -50.0% Expenditure 100 - GENERAL TOTAL USES $ $ 27,937 27,937 $ $ 20,686 20,686 $ $ 31,022 31,022 $ $ Activity Narrative: Following nine months of collecting data on new Witness Activity measures, it is clear that the net number of cases expected to be assigned and closed for FY 2009-10 were much lower than reality. Corrected data is reflected in the FY 2010-11 budget. Misdemeanor Representation Activity The purpose of the Misdemeanor Representation Activity is to provide effective legal representation to assigned indigent adults charged with misdemeanors so they can be assured that their rights are protected as required by law. Mandates: This activity supports the overall mandate of the Adult Criminal Representation Program. Measure Type Result Output Demand Efficiency Measure Description Percent of Misdemeanors with Disposition to Lesser Charges or Fewer Counts Number of Misdemeanor Representation cases resolved to conclusion Net Misdemeanor Cases Assigned Cost per Misdemeanor Case Resolved to Conclusion REV VS ADPT VAR % (1.8%) -1.9% FY 2009 ACTUAL N/A FY 2010 REVISED 91.2% FY 2011 ADOPTED 89.4% N/A 3,061 2,887 -174 -5.7% N/A N/A 3,488 $137.65 3,117 $142.47 -371 -$4.82 -10.6% -3.5% 324,032 $ 97,320 421,352 $ 411,305 $ 411,305 $ (87,273) 97,320 10,047 -26.9% 100.0% 2.4% Expenditure 100 - GENERAL 262 - PUBLIC DEFENDER FILL THE GAP TOTAL USES $ $ 532,763 $ 106,863 639,626 $ Activity Narrative: Following nine months of collecting data on new Misdemeanor Activity measures, it is clear that the net number of cases expected to be assigned and resolved to conclusion for FY 200910 were higher than reality. Corrected data is reflected in the FY 2010-11 budget. Probation Representation Activity The purpose of the Probation Representation Activity is to provide effective legal representation to assigned indigent adults with pending probation matters, who do not have other accompanying criminal matters, so they can be assured that their rights are protected as required by law. Mandates: This activity supports the overall mandate of the Adult Criminal Representation Program. 667 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Demand Efficiency Measure Description Percent of Probation Representation Cases with Disposition Other than Revocation Number of Probation Representation Cases Resolved to Conclusion Net Probation Representation Cases Assigned Cost per Probation Representation Case Resolved to Conclusion Department Strategic Plans and Budgets Public Defense System FY 2009 ACTUAL N/A FY 2010 REVISED 71.3% FY 2011 ADOPTED 72.3% REV VS ADPT VAR % 1.0% 1.4% N/A 9,727 7,540 -2,187 -22.5% N/A 11,300 8,250 -3,050 -27.0% N/A $185.05 $213.91 -$28.86 -15.6% 187,127 187,127 10.4% 10.4% Expenditure 100 - GENERAL TOTAL USES $ 1,902,543 $ 1,902,543 $ 1,800,025 $ 1,800,025 $ 1,612,898 $ 1,612,898 $ $ Activity Narrative: Following nine months of collecting data on new Probation Activity measures, it is clear that the net number of cases expected to be assigned and resolved to conclusion for FY 2009-10 were much higher than reality. Corrected data is reflected in the FY 2010-11 budget. Appeal and Post-Conviction Relief Representation Activity The purpose of the Appeal and Post-Conviction Relief Representation Activity is to provide effective legal representation to assigned indigent adults for appeal or post-conviction relief matters so they can be assured that their rights are protected as required by law. Mandates: This activity supports the overall mandate of the Adult Criminal Representation Program. Measure Type Result Output Output Demand Efficiency Measure Description Percent of Appeal and PCR Cases in Which the Outcome is Other than Affirmed Number of Appeal and PCR Cases in Which Representation is Terminated Number of Appeal Issue Briefs and PCR/Trial Issue Petitions Submitted Net Appeal and PCR Cases Assigned Cost per Appeal/PCR Case in Which Representation is Terminated FY 2009 ACTUAL N/A FY 2010 REVISED 32.4% FY 2011 ADOPTED 32.1% N/A 1,575 1,181 -394 -25.0% N/A 561 417 -144 -25.7% N/A N/A 1,942 $3,290.32 1,878 $4,121.08 -64 -$830.76 -3.3% -25.2% REV VS ADPT VAR % (0.3%) -0.9% Revenue 100 - GENERAL TOTAL SOURCES $ $ 3,997 3,997 100 - GENERAL TOTAL USES $ 4,735,661 $ 4,735,661 $ $ - $ - $ - $ - $ - Expenditure $ 5,182,249 $ 5,182,249 $ 4,866,990 $ 4,866,990 $ $ 315,259 315,259 6.1% 6.1% Activity Narrative: Following nine months of collecting data on new Adult Appeal Activity measures, it is clear that the demand and output data budgeted in FY 2009-10 were lower than reality. Corrected data is reflected in the FY 2010-11 budget. Adopted expenditures are 6.1% below the amount budgeted for FY 2009-10 due an anticipated decline in demand for services. 668 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Defense System Juvenile Representation Program The purpose of the Juvenile Representation Program is to provide effective legal representation to assigned indigent persons in juvenile court so they can be assured that their rights are protected as required by law. Program Results Measure Description Percent of Juvenile Dependency Appeal Cases in Which the Court Adopts the Position Advocated in the Appeal Percent of Juvenile Delinquency/Incorrigibility Appeal Cases in Which the Outcome is Other than Affirmed Percent of Dependency Child/Cases in Which the Court Finds in Conformity with Client Position on the Dependency Matter Percent of Parent/Child/Case Dependency Petitions not Granted Percent of Juvenile Notification Cases in Which the Court Grants the Petition Percent of Juvenile Delinquency and Incorrigibility Cases with Disposition to Lesser Charges or Fewer Counts Percent of Juvenile Probation Cases With Disposition Other than Revocation Percent of Juvenile GAL Child/Cases in Which the Court Finds in Conformity with Position Advocated Percent of Juvenile Emancipation Cases in Which Emancipation is Granted FY 2009 ACTUAL N/A FY 2010 FY 2011 REVISED ADOPTED 2.2% 22.8% REV VS ADPT VAR % 20.6% 917.2% N/A 2.8% 8.2% 5.4% 193.9% N/A 25.0% 20.2% (4.8%) -19.1% N/A 15.6% 15.2% (0.4%) -2.7% N/A 90.6% 90.3% (0.2%) -0.3% N/A 76.6% 65.4% (11.2%) -14.6% N/A 85.1% 69.0% (16.1%) -18.9% N/A 49.0% 37.9% (11.1%) -22.7% N/A 100.0% 100.0% 0.0% 0.0% Activities that comprise this program include: • Juvenile Appeal Representation • Child Dependency Representation • Parental Dependency Representation • Juvenile Guardian ad Litem Representation • • • • Juvenile Notification Representation Juvenile Delinquency & Incorrigibility Representation Juvenile Probation Representation Juvenile Emancipation Representation Juvenile Appeal Representation Activity The purpose of the Juvenile Appeal Representation Activity is to provide effective legal representation to assigned indigent persons appealing their Juvenile Court matters so they can be assured that their legal rights are protected as required by law. Mandates: A.R.S. §8-221 establishes that a juvenile, parent, or guardian who is indigent is entitled to counsel appointed by the juvenile court. A.R.S. §8-235 establishes that the court must appoint an attorney to any indigent party appealing a decision in juvenile court. 669 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Output Output Output Demand Efficiency Measure Description Percent of Juvenile Delinquency / Incorrigibility Appeal Cases in Which the Outcome is Other than Affirmed Percent of Juvenile Dependency Appeal Cases in Which the Court Adopts the Position Advocated in the Appeal Number of Juvenile Appeal Cases in Which Representation is Terminated Number of Juvenile Delinquency / Incorrigibility Appeal Cases in Which Representation is Terminated Number of Juvenile Dependency Appeal Cases in Which Representation is Terminated Net Juvenile Appeal Cases Assigned Cost per Juvenile Appeal Case in Which Representation is Terminated Department Strategic Plans and Budgets Public Defense System REV VS ADPT VAR % 5.4% 193.9% FY 2009 ACTUAL N/A FY 2010 REVISED 2.8% FY 2011 ADOPTED 8.2% N/A 2.2% 22.8% 20.6% 917.2% N/A 306 131 -175 -57.2% N/A 72 49 -23 -31.9% N/A 223 57 -166 -74.4% N/A N/A 194 $1,102.30 261 $2,637.53 67 -$1,535.24 34.5% -139.3% (8,214) (8,214) -2.4% -2.4% Expenditure 100 - GENERAL TOTAL USES $ $ 360,541 $ 360,541 $ 337,303 $ 337,303 $ 345,517 $ 345,517 $ Activity Narrative: Following nine months of collecting data on new Juvenile Appeal Activity measures, it is clear that the net number of cases expected to be assigned for FY 2009-10 was much lower than reality. On the other hand, the number of expected cases in which representation would be terminated was greatly overstated for FY 2009-10. Corrected data is reflected in the FY 2010-11 budget. Child Dependency Representation Activity The purpose of the Child Dependency Representation Activity is to provide legal representation, when appointed by the Court, to indigent children in Juvenile Court dependency and severance matters so they can be assured the advocacy required by law. Mandates: A.R.S. §8-841 establishes that the court must appoint counsel to indigent parties in child dependency cases. Measure Type Result Output Demand Efficiency Expenditure Measure Description Percent of Dependency Child/Cases in Which the Court Finds in Conformity with Client Position on the Dependency Matter Number of Dependency Child/Cases Resolved Net Child/Case Dependency Assignments Cost per Dependency Child/Case Resolved 100 - GENERAL TOTAL USES REV VS ADPT VAR % (4.8%) -19.1% FY 2009 ACTUAL N/A FY 2010 REVISED 25.0% FY 2011 ADOPTED 20.2% N/A 1,936 831 -1,105 -57.1% N/A N/A 1,118 $393.35 860 $765.64 -258 -$372.30 -23.1% -94.6% 761,517 $ 761,517 $ 636,248 $ 636,248 $ 125,269 125,269 16.4% 16.4% $ 3,608,624 $ 3,608,624 $ $ Activity Narrative: Following nine months of collecting data on new Child Dependency Activity measures, it is clear that the net number of assignments expected to be made and resolved for FY 2009-10 were much higher than reality. Corrected data is reflected in the FY 2010-11 budget. 670 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Defense System Parental Dependency Representation Activity The purpose of the Parental Dependency Representation Activity is to provide legal representation, when appointed by the court, to indigent parents in juvenile court dependency and severance matters involving their parental rights so they can be assured that their legal rights are protected as required by law. Mandates: A.R.S. §8-843 establishes that the court must appoint counsel to indigent parents in child dependency cases. Measure Type Result Output Demand Efficiency Measure Description Percent of Parent/Child/Case Dependency Petitions not Granted Number of Dependency Parent/Child/Cases Resolved Net Parent/Child/Case Dependency Assignments Cost per Dependency Parent/Child/Case Resolved REV VS ADPT VAR % (0.4%) -2.7% FY 2009 ACTUAL N/A FY 2010 REVISED 15.6% FY 2011 ADOPTED 15.2% N/A 4,528 4,344 -184 -4.1% N/A 6,951 6,758 -193 -2.8% N/A $1,178.76 $1,288.24 -$109.48 -9.3% (258,693) (258,693) -4.8% -4.8% Expenditure 100 - GENERAL TOTAL USES $ 6,304,753 $ 6,304,753 $ 5,337,418 $ 5,337,418 $ 5,596,111 $ 5,596,111 $ $ Activity Narrative: Following nine months of collecting data on new Parental Dependency Activity measures, it is clear that the net number of assignments expected to be made and resolved for FY 2009-10 were much higher than reality. Corrected data is reflected in the FY 2010-11 budget. Adopted expenditures are 4.8% above the amount budgeted for FY 2009-10 due to a decision to budget contracted legal services to the FY 2009-10 forecast-level, as well as increases in employee benefits. Juvenile Guardian ad Litem Representation Activity The purpose of the Juvenile Guardian ad Litem Representation Activity is to provide effective advocacy, when appointed by the Court, for indigent persons in Juvenile Court so they can be assured that their best interests are presented. Mandates: A.R.S. §8-221 requires that a guardian ad litem (GAL) be appointed to represent the child in any case involving allegations of abuse or other threats to the child’s well-being. Measure Type Result Output Demand Efficiency Expenditure Measure Description Percent of Juvenile GAL Child/Cases in Which the Court Finds in Conformity with Position Advocated Number of Juvenile GAL Child/Cases Resolved Net Juvenile GAL Child/Case Assignments Cost per Juvenile GAL Child/Case Resolved 100 - GENERAL TOTAL USES REV VS ADPT VAR % (11.1%) -22.7% FY 2009 ACTUAL N/A FY 2010 REVISED 49.0% FY 2011 ADOPTED 37.9% N/A 6,216 5,546 -670 -10.8% N/A N/A 6,514 $836.47 6,372 $993.93 -142 -$157.46 -2.2% -18.8% (312,842) (312,842) -6.0% -6.0% $ 2,726,446 $ 2,726,446 $ 5,199,504 $ 5,199,504 $ 5,512,346 $ 5,512,346 $ $ Activity Narrative: Following nine months of collecting data on new Juvenile GAL Activity measures, it is clear that the net number of expected assignments for FY 2009-10 was higher than reality. Likewise, 671 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Defense System the number of expected cases to be resolved in FY 2009-10 was greatly understated. Corrected data is reflected in the FY 2010-11 budget. Adopted expenditures are 6.0% above the amount budgeted for FY 2009-10 due to a decision to budget contracted legal services to the FY 2009-10 forecast-level, as well as increases in employee benefits. Juvenile Notification Representation Activity The purpose of the Juvenile Notification Representation Activity is to provide legal representation, when appointed by the court, to juveniles with abortion issues involving their rights so they can be assured that their legal rights are protected as required by law. Mandates: A.R.S. §36-2152 establishes that a pregnant unemancipated minor has a right to courtappointed legal counsel if she is not otherwise represented or waives that right. Measure Type Result Output Demand Efficiency Measure Description Percent of Juvenile Notification Cases in Which the Court Grants the Petition Number of Juvenile Notification Cases Resolved to Conclusion Net Juvenile Notification Cases Assigned Cost per Juvenile Notification Case Resolved to Conclusion FY 2009 ACTUAL N/A FY 2010 REVISED 90.6% FY 2011 ADOPTED 90.3% N/A 53 31 -22 -41.5% N/A N/A 45 $688.58 39 $804.19 -6 -$115.61 -13.3% -16.8% 11,565 11,565 31.7% 31.7% REV VS ADPT VAR % (0.2%) -0.3% Expenditure 100 - GENERAL TOTAL USES $ $ 37,053 37,053 $ $ 36,495 36,495 $ $ 24,930 24,930 $ $ Activity Narrative: Following nine months of collecting data on new Juvenile Notification Activity measures, it is clear that the net number of assignments expected to be made and resolved to conclusion for FY 2009-10 were much higher than reality. Corrected data is reflected in the FY 201011 budget. Juvenile Delinquency and Incorrigibility Representation Activity The purpose of the Juvenile Delinquency and Incorrigibility Representation Activity is to provide effective legal representation to assigned indigent juveniles charged with incorrigible or delinquent acts so they can be assured that their rights are protected as required by law. Mandates: This activity supports the overall mandate of the Juvenile Representation Program. Measure Type Result Output Demand Efficiency Measure Description Percent of Juvenile Delinquency and Incorrigibility Cases with Disposition to Lesser Charges or Fewer Counts Number of Juvenile Delinquency and Incorrigibility Cases Resolved to Conclusion Net Juvenile Delinquency and Incorrigibility Cases Assigned Cost per Juvenile Delinquency and Incorrigibility Case Resolved to Conclusion FY 2009 ACTUAL N/A FY 2010 REVISED 76.6% FY 2011 ADOPTED 65.4% N/A 9,657 8,974 -683 -7.1% N/A 8,451 9,362 911 10.8% N/A $402.63 $432.93 -$30.29 -7.5% 3,153 3,153 0.1% 0.1% REV VS ADPT VAR % (11.2%) -14.6% Expenditure 100 - GENERAL TOTAL USES $ 3,982,140 $ 3,982,140 672 $ 3,888,243 $ 3,888,243 $ 3,885,090 $ 3,885,090 $ $ Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Defense System Activity Narrative: Following nine months of collecting data on new Juvenile Delinquency and Incorrigibility Activity measures, it is clear that the net number of expected assignments for FY 2009-10 was lower than reality. Likewise, the number of expected cases to be resolved to conclusion in FY 2009-10 was overstated. Corrected data is reflected in the FY 2010-11 budget. Juvenile Probation Representation Activity The purpose of the Juvenile Probation Representation Activity is to provide effective legal representation to assigned indigent juveniles with pending probation matters, who do not have other accompanying delinquency or incorrigibility matters so they can be assured that their rights are protected as required by law. Mandates: This activity supports the overall mandate of the Juvenile Representation Program. Measure Type Result Output Demand Efficiency Measure Description Percent of Juvenile Probation Cases With Disposition Other than Revocation Number of Juvenile Probation Cases Resolved to Conclusion Net Juvenile Probation Cases Assigned Cost per Juvenile Probation Case Resolved to Conclusion FY 2009 ACTUAL N/A FY 2010 REVISED 85.1% FY 2011 ADOPTED 69.0% N/A 1,714 1,935 221 12.9% N/A N/A 1,657 $367.70 1,939 $264.78 282 $102.92 17.0% 28.0% 630,233 $ 630,233 $ 512,349 $ 512,349 $ 117,884 117,884 18.7% 18.7% REV VS ADPT VAR % (16.1%) -18.9% Expenditure 100 - GENERAL TOTAL USES $ $ 674,657 $ 674,657 $ Activity Narrative: Following nine months of collecting data on new Juvenile Probation Activity measures, it is clear that the net number of assignments expected to be made and resolved to conclusion for FY 2009-10 were lower than reality. Corrected data is reflected in the FY 2010-11 budget. Juvenile Emancipation Representation Activity The purpose of the Juvenile Emancipation Representation Activity is to provide legal representation, when appointed by the court, to juveniles pursing legal emancipation so they can so they can obtain emancipation. Mandates: This activity supports the overall mandate of the Juvenile Representation Program. Measure Type Result Output Demand Efficiency Measure Description Percent of Juvenile Emancipation Cases in Which Emancipation is Granted Number of Juvenile Emancipation Cases Resolved Net Juvenile Emancipation Cases Assigned Cost per Juvenile Emancipation Case Resolved FY 2009 ACTUAL N/A FY 2010 REVISED 100.0% FY 2011 ADOPTED 100.0% N/A 2 1 N/A N/A 2 $473.00 4 $12,408.00 REV VS ADPT VAR % 0.0% 0.0% -1 -50.0% 2 100.0% -$11,935.00 -2523.3% Expenditure 100 - GENERAL TOTAL USES $ $ - $ - $ 673 946 946 $ $ 12,408 12,408 $ $ (11,462) (11,462) -1211.6% -1211.6% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Defense System Adult Civil Representation Program The purpose of the Adult Civil Representation Program is to provide effective legal representation to assigned indigent persons in the adult division of the Superior Court for certain civil matters so they can be assured that their rights are protected as required by law. Program Results Measure Description Percent of Adult Guardian ad Litem Cases in Which Court Rules in Conformity with Position Advocated Percent of Probate Cases in Which a Determination is made as to Guardianship Percent of Mental Health Cases in Which a Determination is Made as to Commitment within 30 Days Percent of Sexually Violent Person Cases with Disposition Less than Total Confinement FY 2009 ACTUAL N/A FY 2010 FY 2011 REVISED ADOPTED 80.0% 54.0% REV VS ADPT VAR % (26.0%) -32.5% N/A 100.0% 64.2% (35.8%) -35.8% N/A 96.9% 95.7% (1.2%) -1.2% N/A 11.8% 16.7% 4.9% 41.7% Activities that comprise this program include: • Adult Guardian ad Litem Representation • Probate Representation • • Mental Health Representation Sexually Violent Person Representation Adult Guardian ad Litem Representation Activity The purpose of the Adult Guardian ad Litem Representation Activity is to provide effective legal advocacy to assigned indigent persons in adult court so they can be assured that their best interests are presented. Mandates: Per A.R.S. §11-584(j) the Public Defender shall perform the following duties:…“as attorneys (pursuant to A.R.S. §14-5401) of adults who are unable to effectively manage their affairs or preserve their estates if the court appoints the public defender and the board of supervisors has advised the presiding judge of the county that the public defender is authorized to accept the appointment.” A.R.S. §14-5401 also provides for the appointment of a “conservator or other protective order” for children (subsection 1) and for incapacitated adults (subsection 2). Measure Type Result Output Demand Efficiency Measure Description Percent of Adult Guardian ad Litem Cases in Which Court Rules in Conformity with Position Advocated Number of Guardian ad Litem Cases Resolved to Conclusion Number of Guardian ad Litem Cases Assigned Cost per Guardian ad Litem Case Resolved to Conclusion REV VS ADPT VAR % (26.0%) -32.5% FY 2009 ACTUAL N/A FY 2010 REVISED 80.0% FY 2011 ADOPTED 54.0% N/A 1,755 224 -1,531 -87.2% N/A 2,207 501 -1,706 -77.3% N/A $258.97 $3,002.54 -$2,743.57 -1059.4% Expenditure 100 - GENERAL TOTAL USES $ 1,008,189 $ 1,008,189 $ $ 454,498 $ 454,498 $ 672,569 $ 672,569 $ (218,071) (218,071) -48.0% -48.0% Activity Narrative: Following nine months of collecting data on new Adult GAL Activity measures, it is clear that the net number of assignments expected to be made and resolved for FY 2009-10 were 674 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Defense System much higher than reality. Corrected data is reflected in the FY 2010-11 budget. Adopted expenditures are 48.0% above the amount budgeted for FY 2009-10 due to a decision to budget contracted legal services to the FY 2009-10 forecast-level, as well as increases in employee benefits. Probate Representation Activity The purpose of the Probate Representation Activity is to provide effective legal representation to assigned indigent adults in probate matters so that their rights are protected. Mandates: A.R.S. §14-5401 establishes that the court shall appoint legal representation to juveniles and those adults determined to be unable to manage their estates due to physical illness, mental disorders, substance abuse, confinement, etc. Measure Type Result Output Demand Efficiency Measure Description Percent of Probate Cases in Which a Determination is made as to Guardianship Number of Probate Cases in Which a Determination is Made as to Guardianship Net Probate Cases Assigned Cost per Probate Cases in Which a Determination is Made as to Guardianship REV VS ADPT VAR % (35.8%) -35.8% FY 2009 ACTUAL N/A FY 2010 REVISED 100.0% FY 2011 ADOPTED 64.2% N/A 315 1,073 758 240.6% N/A N/A 927 $601.14 855 $429.93 -72 $171.21 -7.8% 28.5% 189,359 $ 189,359 $ 461,310 $ 461,310 $ (271,951) (271,951) -143.6% -143.6% Expenditure 100 - GENERAL TOTAL USES $ $ 316,646 $ 316,646 $ Activity Narrative: Following nine months of collecting data on new Probate Activity measures, it is clear that the net number of expected assignments for FY 2009-10 was higher than reality. Likewise, the number of expected cases in which a determination would be made as to guardianship in FY 200910 was greatly understated. Corrected data is reflected in the FY 2010-11 budget. Adopted expenditures are 143.6% above the amount budgeted for FY 2009-10 due to a decision to budget contracted legal services to the FY 2009-10 forecast-level, as well as increases in employee benefits. Mental Health Representation Activity The purpose of Mental Health Representation Activity is to provide effective legal representation to assigned indigent persons who are at risk of loss of liberty in civil mental health matters so that their rights are protected. Mandates: A.R.S. §31-502 establishes that any indigent defendant in a mental competency hearing is entitled to court-appointed representation. 675 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Demand Efficiency Measure Description Percent of Mental Health Cases in Which a Determination is Made as to Commitment within 30 Days Number of Mental Health Cases in Which a Determination is Made as to Commitment Net Mental Health Cases Assigned Cost per Mental Health Case in Which a Determination is Made as to Commitment Department Strategic Plans and Budgets Public Defense System REV VS ADPT VAR % (1.2%) -1.2% FY 2009 ACTUAL N/A FY 2010 REVISED 96.9% FY 2011 ADOPTED 95.7% N/A 3,245 3,641 396 12.2% N/A N/A 3,320 $344.19 3,671 $327.89 351 $16.30 10.6% 4.7% (76,950) (76,950) -6.9% -6.9% Expenditure 100 - GENERAL TOTAL USES $ 1,096,629 $ 1,096,629 $ 1,116,908 $ 1,116,908 $ 1,193,858 $ 1,193,858 $ $ Activity Narrative: Following nine months of collecting data on new Mental Health Activity measures, it is clear that the net number of assignments expected to be made and number of cases in which a determination is made as to commitment in FY 2009-10 were lower than reality. Corrected data is reflected in the FY 2010-11 budget. Sexually Violent Person Representation Activity The purpose of the Sexually Violent Person Representation Activity is to provide effective legal representation to assigned indigent persons who are at risk of loss of liberty in sexually violent person matters so they can be assured that their rights are protected as required by law. Mandates: A.R.S. §36-3704 establishes that any indigent defendant in a sexually violent criminal case is entitled to court-appointed representation. Measure Type Result Output Demand Efficiency Measure Description Percent of Sexually Violent Person Cases With Disposition Less than Total Confinement Number of Sexually Violent Person Cases in Which a Determination is Made as to Commitment Net Sexually Violent Person Cases Assigned Cost per Sexually Violent Person Case in Which a Determination is Made as to Commitment REV VS ADPT VAR % 4.9% 41.7% FY 2009 ACTUAL N/A FY 2010 REVISED 11.8% FY 2011 ADOPTED 16.7% N/A 17 12 -5 -29.4% N/A N/A 22 $9,192.88 20 $13,111.67 -2 -$3,918.78 -9.1% -42.6% (1,061) (1,061) -0.7% -0.7% Expenditure 100 - GENERAL TOTAL USES $ $ 164,578 $ 164,578 $ 156,279 $ 156,279 $ 157,340 $ 157,340 $ Support Services Program The purpose of the Support Services Program is to provide funds for legally required Support Services for indigent persons who represent themselves or who are represented by private counsel so they can be assured that their rights are protected as required by law. 676 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Defense System Program Results Measure Description Percent of Payments Processed Within 30 Days of Receipt FY 2009 ACTUAL N/A FY 2010 REVISED 90.4% FY 2011 ADOPTED 67.0% REV VS ADPT VAR % (23.4%) -25.9% Activities that comprise this program include: • Support Services Support Services Activity The purpose of the Support Services Activity is to provide funds for legally required Support Services for indigent persons who represent themselves or who are represented by private counsel so they can be assured that their rights are protected as required by law. Mandates: Mandates for the Support Services Activity are an amalgamation of mandates from all of the other Indigent Representation System activities set out above. Measure Type Result Output Demand Efficiency Measure Description Percent of Payments Processed Within 30 Days of Receipt Number of Payments Processed for Privately Represented and Pro Per Cases Number of Payments Requested on Privately Represented and Pro Per Cases Cost per Payment for Privately Represented and Pro Per Cases FY 2009 ACTUAL N/A FY 2010 REVISED 90.4% FY 2011 ADOPTED 67.0% REV VS ADPT VAR % (23.4%) -25.9% N/A 333 97 -236 -70.9% N/A 122 115 -7 -5.7% N/A $3,026.82 $5,101.35 -$2,074.53 -68.5% 513,099 513,099 50.9% 50.9% Expenditure 100 - GENERAL TOTAL USES $ $ 612,168 $ 1,007,930 612,168 $ 1,007,930 677 $ $ 494,831 $ 494,831 $ Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Defense System Appropriated Budget Reconciliations Public Defense System Summary General Fund (100) Expenditures Revenue OPERATING FY 2010 Adopted Budget Adjustments: Supplemental Funding Mid-Year Adjustments Indigent Rep FY 10 Overrun 71,858,542 $ 189,100 $ 12,500,000 $ 12,500,000 - $ 84,358,542 $ 189,100 $ (110,770) $ (110,770) (12,500,000) $ (12,500,000) - $ 71,747,772 $ 189,100 $ 939,624 $ 747,467 192,157 6,963,374 $ (338,000) - 7,301,374 - Agenda Item: C-56-10-004-M-00 FY 2010 Revised Budget Adjustments: Budget Balancing PEHPEP FY 09 Adjustments Mid-Year Adjustments Indigent Rep FY 10 Overrun $ Agenda Item: C-49-09-066-2-00 $ C-56-10-004-M-00 FY 2011 Budget Target Adjustments: Agenda Item: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Reduce Legal Services to FY 10 Forecast-Level $ Reduce Other Services to FY 10 Forecast-Level Reduce Travel to FY 10 Forecast-Level Reduce Supplies to FY 10 Forecast-Level Public Defense Caseload Vol Add 4.5 FTE Capital Attorneys & 4.0 FTE Capital Activity Staff to Reduce $ the Number of Capital Cases Assigned to Contract Counsel Right-Size OCC Legal Services for all Non-Capital Activities to FY 10 Forecast-Level Reduce OCC Contract Services for the Capital Activity Budget Balancing PEHPEP FY 10 Adjustments C-49-10-032-M-00 Fees and Other Revenues ProgRevenue Volume Inc/Dec Grand Jury Reimbursements from State of Arizona have Ended $ Decline in Reimbursements from AZ DOC Inmates $ (312,000) (6,000) (10,000) (10,000) 837,320 7,760,171 (1,296,117) $ $ (30,116) $ (30,116) - $ - (128,100) (128,100) 79,620,654 $ 11.0% 61,000 -67.7% (122,100) (6,000) FY 2011 Adopted Budget Percent Change from Target Amount $ Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget $ - $ - FY 2010 Revised Budget $ - $ - FY 2011 Budget Target $ - $ - $ 4,380,269 $ 4,380,269 - $ 4,380,269 $ - Adjustments: Agenda Item: Non Recurring Other Non-Recurring Set Aside Non-Recurring Budget for Capital Activity Contract Contingency to Address the Current Back log of Capital Cases FY 2011 Adopted Budget Percent Change from Target Amount 678 $ 4,380,269 - Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Defense System Public Defender (520) General Fund (100) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 34,713,248 $ 67,000 FY 2010 Revised Budget $ 34,713,248 $ 67,000 $ (78,860) $ (78,860) - $ 34,634,388 $ 67,000 $ 565,439 $ 452,225 113,214 (245,000) $ (245,000) - Adjustments: Budget Balancing PEHPEP FY 09 Adjustments Agenda Item: C-49-09-066-2-00 FY 2011 Budget Target Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Reduce Legal Services to FY 10 Forecast-Level Reduce Travel to FY 10 Forecast-Level Reduce Supplies to FY 10 Forecast-Level Budget Balancing PEHPEP FY 10 Adjustments Fees and Other Revenues ProgRevenue Volume Inc/Dec Decline in Reimbursements from AZ DOC Inmates Reallocations IRS Interdepartmental Reallocation Agenda Item: $ $ (225,000) (10,000) (10,000) $ C-49-10-032-M-00 $ $ (2,965) $ (2,965) - $ - (6,000) (6,000) (6,000) $ (512,738) $ (512,738) - $ 34,439,124 $ -0.6% 61,000 -9.0% MEMO FY 2011 Adopted Budget Percent Change from Target Amount Legal Defender (540) General Fund (100) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 9,855,901 $ 2,100 FY 2010 Revised Budget $ 9,855,901 $ 2,100 FY 2011 Budget Target $ 9,855,901 $ 2,100 $ 149,468 $ 117,180 32,288 597,045 $ (66,000) - 663,045 - Adjustments: Agenda Item: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Reduce Legal Services to FY 10 Forecast-Level Reduce Other Services to FY 10 Forecast-Level Public Defense Caseload Vol Add 3.5 FTE Capital Attorneys, 1.0 FTE Investigator & 2.0 FTE Capital Mitigation Specialists to Reduce the Number of Capital Cases Assigned to Contract Counsel Fees and Other Revenues ProgRevenue Volume Inc/Dec Grand Jury Reimbursements from State of Arizona have Ended Reallocations IRS Interdepartmental Reallocation MEMO FY 2011 Adopted Budget Percent Change from Target Amount 679 $ $ (60,000) (6,000) $ 663,045 - $ $ - $ - (2,100) (2,100) $ (118,773) $ (118,773) - $ 10,483,641 $ 6.4% -100.0% (2,100) Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Defense System Legal Advocate (550) General Fund (100) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 8,770,615 $ 20,000 FY 2010 Revised Budget $ 8,770,615 $ 20,000 $ (31,910) $ (31,910) - $ 8,738,705 $ 20,000 $ 129,629 $ 102,102 27,527 147,275 $ (27,000) - 174,275 - Adjustments: Budget Balancing PEHPEP FY 09 Adjustments Agenda Item: C-49-09-066-2-00 FY 2011 Budget Target Adjustments: Agenda Item: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Reduce Legal Services to FY 10 Forecast-Level $ Public Defense Caseload Vol Add 1.0 FTE Capital Attorney & 1.0 FTE Paralegal to Reduce $ the Number of Capital Cases Assigned to Contract Counsel Budget Balancing PEHPEP FY 10 Adjustments C-49-10-032-M-00 Fees and Other Revenues ProgRevenue Volume Inc/Dec Grand Jury Reimbursements from State of Arizona have Ended $ Reallocations IRS Interdepartmental Reallocation MEMO FY 2011 Adopted Budget Percent Change from Target Amount 680 $ (27,000) 174,275 $ $ (27,151) $ (27,151) - $ - (20,000) (20,000) (20,000) $ 242,976 $ 242,976 - $ 9,231,434 $ 5.6% -100.0% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Defense System Office of Contract Counsel (560) General Fund (100) Expenditures Revenue OPERATING FY 2010 Adopted Budget Adjustments: Supplemental Funding Mid-Year Adjustments Indigent Rep FY 10 Overrun 14,353,929 $ 100,000 $ 12,500,000 $ 12,500,000 - $ 26,853,929 $ 100,000 $ (12,500,000) $ (12,500,000) - $ 14,353,929 $ 100,000 $ 29,206 $ 23,400 5,806 6,464,054 $ 6,464,054 - Agenda Item: C-56-10-004-M-00 FY 2010 Revised Budget Adjustments: Mid-Year Adjustments Indigent Rep FY 10 Overrun $ Agenda Item: C-56-10-004-M-00 FY 2011 Budget Target Adjustments: Agenda Item: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Public Defense Caseload Vol Right-Size Legal Services for all Non-Capital Activities to FY 10 Forecast-Level Reduce Contract Legal Services for the Capital Activity Fees and Other Revenues ProgRevenue Volume Inc/Dec Grand Jury Reimbursements from State of Arizona have Ended Reallocations IRS Interdepartmental Reallocation MEMO $ $ $ 7,760,171 (1,296,117) $ - $ - $ 344,116 $ 344,116 (100,000) (100,000) (100,000) FY 2011 Adopted Budget Percent Change from Target Amount - $ 21,191,305 $ 47.6% -100.0% Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget $ - $ - FY 2010 Revised Budget $ - $ - FY 2011 Budget Target $ - $ - $ 4,380,269 $ 4,380,269 - $ 4,380,269 $ - Adjustments: Agenda Item: Non Recurring Other Non-Recurring Set Aside Non-Recurring Budget for Capital Activity Contract Contingency to Address the Current Back log of Capital Cases FY 2011 Adopted Budget Percent Change from Target Amount 681 $ 4,380,269 - Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Defense System Juvenile Defender (570) General Fund (100) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 4,164,849 $ - FY 2010 Revised Budget $ 4,164,849 $ - FY 2011 Budget Target $ 4,164,849 $ - $ 65,882 $ 52,560 13,322 44,419 $ 44,419 - 4,275,150 $ 2.6% - Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Reallocations IRS Interdepartmental Reallocation Agenda Item: $ MEMO FY 2011 Adopted Budget Percent Change from Target Amount $ Public Defender (520) Training Fund (209) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 437,141 $ 437,141 FY 2010 Revised Budget $ 437,141 $ 437,141 FY 2011 Budget Target $ 437,141 $ 437,141 $ 5,008 $ 4,368 640 (5,008) $ (5,008) - Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Reduce Training to Ensure Training Fund Structural Balance Grants Grant Reconciliation Agenda Item: $ $ (5,008) $ FY 2011 Adopted Budget Percent Change from Target Amount (70,287) $ (70,287) (70,287) (70,287) $ 366,854 $ 366,854 -16.1% -16.1% Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget $ 134,339 $ - FY 2010 Revised Budget $ 134,339 $ - $ (134,339) $ (134,339) - $ - $ - $ 71,280 $ 71,280 - $ 71,280 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2011 Budget Target Adjustments: Non Recurring Other Non-Recurring One-Time Education and Training Agenda Item: $ FY 2011 Adopted Budget Percent Change from Target Amount 682 71,280 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Defense System Legal Defender (540) Training Fund (209) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 52,155 $ 52,155 FY 2010 Revised Budget $ 52,155 $ 52,155 FY 2011 Budget Target $ 52,155 $ 52,155 FY 2011 Adopted Budget Percent Change from Target Amount $ 52,155 $ 0.0% 52,155 0.0% Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget $ 23,639 $ - FY 2010 Revised Budget $ 23,639 $ - $ (23,639) $ (23,639) - $ - $ - $ 49,013 $ 49,013 - $ 49,013 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2011 Budget Target Adjustments: Non Recurring Other Non-Recurring One-Time Education and Training Agenda Item: $ FY 2011 Adopted Budget Percent Change from Target Amount 49,013 Legal Advocate (550) Training Fund (209) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 7,349 $ 7,349 FY 2010 Revised Budget $ 7,349 $ 7,349 FY 2011 Budget Target $ 7,349 $ 7,349 $ 6,487 $ 6,487 6,487 6,487 $ 13,836 $ 88.3% 13,836 88.3% Adjustments: Grants Grant Reconciliation Agenda Item: FY 2011 Adopted Budget Percent Change from Target Amount 683 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Defense System Legal Advocate (550) Training Fund (209) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget $ 5,151 $ - FY 2010 Revised Budget $ 5,151 $ - $ (5,151) $ (5,151) - $ - $ - $ 23,562 $ 23,562 - $ 23,562 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2011 Budget Target Adjustments: Non Recurring Other Non-Recurring One-Time Education and Training Agenda Item: $ 23,562 FY 2011 Adopted Budget Percent Change from Target Amount Public Defense Training Fund (209) Fund Balance Summary FY 2009 ACTUAL Beginning Spendable Fund Balance Sources: Public Defender (520) Legal Defender (540) Legal Advocate (550) Operating Total Sources: Uses: Public Defender (520) Legal Defender (540) Legal Advocate (550) Operating FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED $ 176,123 $ 196,866 $ 196,866 $ 130,840 $ 153,167 $ 412,679 65,448 8,214 486,341 486,341 $ 437,141 52,155 7,349 496,645 496,645 $ 437,141 52,155 7,349 496,645 496,645 $ 359,484 54,233 13,836 427,553 427,553 $ 366,854 52,155 13,836 432,845 432,845 $ $ $ $ Public Defender (520) Legal Defender (540) Legal Advocate (550) Non-Recurring Total Uses: $ 417,373 49,216 7,147 473,736 $ $ $ $ $ $ $ 57,892 57,892 531,628 Structural Balance $ Accounting Adjustments Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance 437,141 52,155 7,349 496,645 $ $ $ $ $ $ $ 134,339 23,639 5,151 163,129 659,774 12,605 $ $ 4 $ $ 130,840 130,840 437,141 52,155 7,349 496,645 $ $ $ $ $ $ $ 134,339 23,639 5,151 163,129 659,774 - $ $ - $ $ 33,737 33,737 684 359,486 36,240 4,349 400,075 $ $ $ $ 366,854 52,155 13,836 432,845 $ $ $ 5,151 5,151 405,226 $ $ 71,280 49,013 23,562 143,855 576,700 - $ 27,478 $ - $ - $ - $ - $ $ 33,737 33,737 $ $ 153,167 153,167 $ $ 9,312 9,312 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Defense System Public Defender (520) Grants Fund (233) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 342,187 $ 342,187 $ 109,508 $ 109,508 109,508 109,508 FY 2010 Revised Budget $ 451,695 $ 451,695 FY 2011 Budget Target $ 451,695 $ 451,695 $ 5,957 $ 4,368 1,589 (5,957) $ (5,957) - Adjustments: Grants, Donations and Intergovernmental Agreements Grants Pub Defender Byrne Grant Inc Agenda Item: C-52-10-001-G-00 Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Reduce Travel to Ensure Grant Fund Structural Balance Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Agenda Item: $ $ (5,957) FY 2011 Adopted Budget Percent Change from Target Amount $ (6,044) $ (6,044) (6,044) (6,044) $ 445,651 $ -1.3% 445,651 -1.3% Public Defender Grants Fund (233) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED Beginning Spendable Fund Balance $ (1,280) $ Sources: Operating Total Sources: $ $ 333,232 333,232 Uses: Operating Total Uses: $ $ Structural Balance FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED 14,192 $ 14,192 $ - $ 22,186 $ $ 342,187 342,187 $ $ 451,695 451,695 $ $ 451,695 451,695 $ $ 445,651 445,651 332,383 332,383 $ $ 342,187 342,187 $ $ 451,695 451,695 $ $ 429,509 429,509 $ $ 445,651 445,651 $ 849 $ - $ - $ 22,186 $ - Accounting Adjustments $ 431 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ - $ $ 14,192 14,192 $ $ 14,192 14,192 $ $ 22,186 22,186 $ $ 22,186 22,186 685 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Defense System Public Defender (520) Fill the Gap Fund (262) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 1,472,536 $ 1,472,536 FY 2010 Revised Budget $ 1,472,536 $ 1,472,536 FY 2011 Budget Target $ 1,472,536 $ 1,472,536 $ 12,236 $ 9,828 2,408 (12,236) $ (12,236) - Adjustments: Agenda Item: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Reduce Other Services to Ensure Fill the Gap Fund Structural Balance Fees and Other Revenues ProgRevenue Volume Inc/Dec Elimination of State Portion of Fill the Gap Revenue $ $ $ (12,236) $ (517,060) $ (517,060) (517,060) (517,060) $ 955,476 $ -35.1% 955,476 -35.1% (517,060) FY 2011 Adopted Budget Percent Change from Target Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget $ 158,064 $ - FY 2010 Revised Budget $ 158,064 $ - $ (158,064) $ (158,064) - $ - $ - $ 528,225 $ 528,225 - $ 528,225 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2011 Budget Target Adjustments: Agenda Item: Non Recurring Other Non-Recurring Development & Implementation of the Indigent Rep. Information System FY 2011 Adopted Budget Percent Change from Target Amount 686 $ 528,225 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Defense System Public Defender Fill the Gap Fund (262) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED 708,685 Beginning Spendable Fund Balance $ Sources: Operating Total Sources: $ 1,324,759 $ 1,324,759 $ 1,472,536 $ 1,472,536 Uses: Operating Non-Recurring Total Uses: $ 1,224,177 275,452 $ 1,499,629 Structural Balance $ Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 555,160 $ 1,472,536 $ 1,472,536 $ 1,017,964 $ 1,017,964 $ $ 955,476 955,476 $ 1,472,536 158,064 $ 1,630,600 $ 1,472,536 158,064 $ 1,630,600 $ $ $ 941,019 55,598 996,617 $ - $ - $ 76,945 $ - (2) $ - $ - $ - $ - 722,824 722,824 $ $ 722,824 722,824 $ $ 555,160 555,160 $ $ 26,935 26,935 $ $ $ 880,888 $ FY 2011 ADOPTED $ 533,813 533,813 880,888 FY 2010 FORECAST 533,813 100,582 $ FY 2010 REVISED 955,476 528,225 $ 1,483,701 Legal Defender (540) Fill the Gap Fund (263) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 59,000 $ 59,000 FY 2010 Revised Budget $ 59,000 $ 59,000 FY 2011 Budget Target $ 59,000 $ 59,000 FY 2011 Adopted Budget Percent Change from Target Amount $ 59,000 $ 0.0% 59,000 0.0% 687 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Defense System Legal Defender Fill the Gap Fund (263) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED Beginning Spendable Fund Balance $ 17,441 $ 1,799 $ 1,799 $ 1,900 $ 2,004 Sources: Operating Total Sources: $ $ 59,773 59,773 $ $ 59,000 59,000 $ $ 59,000 59,000 $ $ 59,085 59,085 $ $ 59,000 59,000 $ $ $ 58,981 58,981 $ $ 59,000 59,000 $ $ 59,000 59,000 $ $ 59,000 16,313 75,313 $ 59,000 59,000 Structural Balance $ 773 $ - $ - $ 104 $ - Accounting Adjustments $ (1) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 1,799 1,799 $ $ 1,799 1,799 $ $ 2,004 2,004 $ $ 2,004 2,004 Uses: Operating Non-Recurring Total Uses: 1,900 1,900 $ $ 688 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Fiduciary Public Fiduciary Analysis by Scott Rothe, Principal Management & Budget Analyst Summary 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 wellbeing are protected. Vision To be a recognized leader in providing professional, efficient and compassionate fiduciary services. Strategic Goals • By January 2012, 80% of appointed cases will be stabilized within 18 months. Status: A significant number of Public Fiduciary staff retired in the last year (including the director). Re-staffing delays, combined with increasing demand for services in a struggling economy, have increased caseloads beyond a point where this is a realistic goal. The department currently expects 60% of assigned cases will be stabilized within 18 months. Public Fiduciary will work with Public Defense Services and the Office of Management and Budget to evaluate staffing levels and potential efficiencies with the ongoing intention of trying to meet increasing demand in a timely fashion. • By July 2012, 90% of intake referral investigations will be completed within 60 days of written referral. Status: A significant number of Public Fiduciary staff retired in the last year (including the director). Re-staffing delays, combined with increasing demand for services in a struggling economy, have increased caseloads beyond a point where this is a realistic goal. The department currently expects 60% of intake referral investigations will be completed within 60 days. Public Fiduciary will work with Public Defense Services and the Office of Management and Budget to evaluate staffing levels and potential efficiencies with the ongoing intention of trying to meet increasing demand in a timely fashion. • By March 2012, the cost per burial will have decreased by 30% in order to meet demand without increasing budget. Status: This goal is expected to be met for FY 2010-11, largely as a result of a reduction in the contract burial rate of about 37%. 689 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Fiduciary Sources and Uses by Program and Activity FY 2009 ACTUAL PROGRAM / ACTIVITY SOURCES EADM - ESTATE ADMINISTRATION GARD - GUARDIANSHIP ADMINISTRATION 34FS - FIDUCIARY SERVICES $ FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % $ 680,387 $ 360,536 1,040,923 $ 406,456 $ 613,544 1,020,000 $ 406,456 $ 613,544 1,020,000 $ 715,476 $ 424,824 1,140,300 $ 722,410 $ 427,590 1,150,000 $ 315,954 (185,954) 130,000 77.7% -30.3% 12.7% TOTAL PROGRAMS $ 1,040,923 $ 1,020,000 $ 1,020,000 $ 1,140,300 $ 1,150,000 $ 130,000 12.7% BURY - INDIGENT BURIAL SERVICES 34BS - BURIAL SERVICES $ $ 361,490 $ 361,490 $ 365,818 $ 365,818 $ 365,818 $ 365,818 $ 356,610 $ 356,610 $ 336,596 $ 336,596 $ 29,222 29,222 8.0% 8.0% EADM - ESTATE ADMINISTRATION GARD - GUARDIANSHIP ADMINISTRATION 34FS - FIDUCIARY SERVICES $ $ 1,191,427 $ 886,733 2,078,160 $ 793,266 $ 1,134,068 1,927,334 $ 793,266 $ 1,134,068 1,927,334 $ 725,338 $ 1,023,287 1,748,625 $ 827,727 $ 1,142,443 1,970,170 $ (34,461) (8,375) (42,836) -4.3% -0.7% -2.2% 14,728 $ 10,032 112,371 137,131 $ 14,728 $ 10,032 112,371 137,131 $ 9,851 $ 2,467 14,517 125,475 4,041 156,351 $ 11,278 $ 10,856 87,333 109,467 $ 3,450 (824) 25,038 27,664 23.4% N/A -8.2% 22.3% N/A 20.2% USES BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - ADMINISTRATIVE SERVICES $ $ 6,453 $ 1,200 17,506 77,994 (237) 102,916 $ ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 11,832 $ 11,832 $ 7,330 $ 7,330 $ 7,330 $ 7,330 $ 30,892 $ 30,892 $ 3,043 $ 3,043 $ 4,287 4,287 58.5% 58.5% BUAS - BUSINESS APPLICATION DEV SUPP 99IT - INFORMATION TECHNOLOGY $ $ - $ - $ 39,826 $ 39,826 $ 39,826 $ 39,826 $ 39,826 $ 39,826 $ 39,826 $ 39,826 $ - 0.0% 0.0% TOTAL PROGRAMS $ 2,554,398 $ 2,477,439 $ 2,477,439 $ 2,332,304 $ 2,459,102 $ 18,337 0.7% 690 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Fiduciary Sources and Uses by Category CATEGORY CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % 1,040,923 1,040,923 $ $ 1,020,000 1,020,000 $ $ 1,020,000 1,020,000 $ $ 1,140,300 1,140,300 $ $ 1,150,000 $ 1,150,000 $ 130,000 130,000 12.7% 12.7% ALL REVENUES $ 1,040,923 $ 1,020,000 $ 1,020,000 $ 1,140,300 $ 1,150,000 $ 130,000 12.7% TOTAL SOURCES $ 1,040,923 FY 2009 ACTUAL $ 1,020,000 FY 2010 ADOPTED $ 1,020,000 FY 2010 REVISED $ 1,140,300 FY 2010 FORECAST $ 1,150,000 $ FY 2011 ADOPTED CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 130,000 12.7% REV VS ADPT VAR % 1,549,757 $ 47,067 966 510,376 804 13,175 2,122,145 $ 1,565,138 $ 512,978 1,200 39,826 2,119,142 $ 1,565,138 $ 512,978 1,200 39,826 2,119,142 $ 1,364,085 $ 27,998 28,510 456,420 18,611 43,099 1,938,723 $ 1,507,263 $ 10,253 517,678 1,200 44,935 2,081,329 $ 57,875 (10,253) (4,700) (5,109) 37,813 3.7% N/A N/A -0.9% 0.0% -12.8% 1.8% 24,976 $ 4,868 36 29,880 $ 14,770 $ 6,780 21,550 $ 14,770 $ 6,780 21,550 $ 19,029 $ 3,488 22,517 $ 16,770 $ 8,000 24,770 $ (2,000) (1,220) (3,220) -13.5% -18.0% N/A -14.9% $ - $ 42,036 15,771 17,402 33,266 4,110 9,960 252,303 396 375,244 $ 8,400 $ 2,650 22,667 18,123 27,239 4,000 8,889 235,474 1,300 328,742 $ 8,400 $ 2,650 22,667 18,123 27,239 4,000 8,889 235,474 1,300 328,742 $ 4,777 $ 3,050 22,667 22,464 27,384 33,030 7,642 10,268 231,776 363,058 $ 8,400 $ 3,050 22,667 23,020 23,443 35,000 10,813 10,250 208,349 344,992 $ $ $ 27,129 $ 27,129 $ 8,005 $ 8,005 $ 8,005 $ 8,005 $ 8,006 $ 8,006 $ 8,011 $ 8,011 $ ALL EXPENDITURES $ 2,554,398 $ 2,477,439 $ 2,477,439 $ 2,332,304 $ 2,459,102 $ 18,337 0.7% TOTAL USES $ 2,554,398 $ 2,477,439 $ 2,477,439 $ 2,332,304 $ 2,459,102 $ 18,337 0.7% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0805 - SUPPLIES-ALLOCATION OUT $ SUBTOTAL $ SERVICES 0810 - LEGAL SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0845 - SUPPORT AND CARE OF PERSONS 0850 - UTILITIES SUBTOTAL CAPITAL 0950 - DEBT SERVICE SUBTOTAL $ 0.0% (400) -15.1% 0.0% (4,897) -27.0% (23,443) N/A (7,761) -28.5% (6,813) -170.3% (1,361) -15.3% 27,125 11.5% 1,300 100.0% (16,250) -4.9% (6) (6) -0.1% -0.1% Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2009 ACTUAL $ FUND TOTAL SOURCES $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING $ 1,040,923 $ 1,040,923 $ FY 2010 ADOPTED 1,020,000 $ 1,020,000 $ FY 2010 REVISED 1,020,000 $ 1,020,000 $ FY 2010 FORECAST 1,140,300 $ 1,140,300 $ FY 2011 ADOPTED 1,150,000 $ 1,150,000 $ 1,040,923 $ 1,020,000 $ 1,020,000 $ 1,140,300 $ 1,150,000 $ 1,040,923 $ 1,020,000 $ 1,020,000 $ 1,140,300 $ 1,150,000 $ FY 2009 FY 2010 FY 2010 FY 2010 FY 2011 ACTUAL ADOPTED REVISED FORECAST ADOPTED REV VS ADPT VAR % 130,000 130,000 12.7% 12.7% 130,000 12.7% 130,000 12.7% REV VS ADPT VAR % FUND TOTAL USES $ 2,518,519 $ 35,879 2,554,398 $ 2,477,439 $ 2,477,439 $ 2,477,439 $ 2,477,439 $ 2,332,304 $ 2,332,304 $ 2,459,102 $ 2,459,102 $ 18,337 18,337 0.7% N/A 0.7% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 2,518,519 $ 35,879 $ 2,554,398 $ 2,477,439 $ - $ 2,477,439 $ 2,477,439 $ - $ 2,477,439 $ 2,332,304 $ - $ 2,332,304 $ 2,459,102 $ - $ 2,459,102 $ 18,337 18,337 0.7% N/A 0.7% 691 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Fiduciary Staffing by Program and Activity PROGRAM / ACTIVITY ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT PROGRAM TOTAL BURIAL SERVICES INDIGENT BURIAL SERVICES PROGRAM TOTAL FIDUCIARY SERVICES ESTATE ADMINISTRATION GUARDIANSHIP ADMINISTRATION PROGRAM TOTAL DEPARTMENT TOTAL FY 2009 ADOPTED FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV TO ADPT VAR % 0.13 0.60 0.07 0.58 0.05 1.43 0.13 1.17 0.20 1.49 0.13 1.17 0.20 1.49 0.10 0.95 0.20 1.25 0.10 0.95 0.20 1.25 (0.03) (0.22) (0.24) -20.0% -18.5% N/A 0.0% N/A -16.1% 1.29 1.29 2.32 2.32 2.32 2.32 2.27 2.27 2.27 2.27 (0.05) (0.05) -2.2% -2.2% 19.80 12.23 32.03 34.75 12.42 17.08 29.49 33.30 12.42 17.08 29.49 33.30 12.68 17.11 29.78 33.30 12.68 17.11 29.78 33.30 0.26 0.03 0.29 - 2.1% 0.2% 1.0% 0.0% FY 2009 ADOPTED 2.00 1.00 0.75 1.00 1.00 0.40 18.60 2.00 2.00 2.00 1.00 3.00 34.75 FY 2010 ADOPTED 2.00 1.00 1.00 1.00 0.50 16.80 2.00 3.00 2.00 1.00 3.00 33.30 FY 2010 REVISED 2.00 1.00 1.00 1.00 0.50 16.80 2.00 3.00 2.00 1.00 3.00 33.30 FY 2010 FORECAST 2.00 1.00 1.00 1.00 18.30 2.00 3.00 2.00 1.00 2.00 33.30 FY 2011 ADOPTED 2.00 1.00 1.00 1.00 18.30 2.00 3.00 2.00 1.00 2.00 33.30 REV TO VAR 1.00 (1.00) (0.50) 1.50 (1.00) - FY 2010 REVISED 33.30 33.30 FY 2010 FORECAST 33.30 33.30 FY 2011 ADOPTED 33.30 33.30 REV TO ADPT VAR % 0.0% 0.0% Staffing by Market Title MARKET RANGE TITLE Accounting Specialist Admin/Operations Specialist Administrator Business/Systems Analyst-Sr/Ld Deputy Director Director - Public Fiduciary Executive Assistant Finan/Business Analyst - Dept Guardian/Estate Administrator Human Resources Specialist Legal Support Specialist Office Assistant Office Assistant Specialized Operations/Program Supervisor Department Total ADPT % 0.0% 0.0% N/A N/A -100.0% 0.0% N/A -100.0% 8.9% 0.0% 0.0% 0.0% 0.0% -33.3% 0.0% Staffing by Fund FUND 100 - GENERAL DEPARTMENT TOTAL FY 2009 ADOPTED 34.75 34.75 FY 2010 ADOPTED 33.30 33.30 General Adjustments Adjustments: • • • Employee health and dental premiums are increasing in FY 2010-11, resulting in $27,972 in additional benefit costs to the Public Fiduciary. Retirement contributions are increasing for FY 2010-11, resulting in $6,995 in additional benefit costs to the Public Fiduciary. OMB identified savings in Other Pay ($3,020) and Other Services ($21,600) to offset a portion of the increases in benefit costs associated with health/dental premiums and retirement contributions. 692 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Fiduciary Programs and Activities Indigent Burial Services Program The purpose of the Indigent Burial Program is to provide cost-effective burials for qualified indigent decedents so they can receive a proper interment in a timely manner. Program Results Measure Description Percentage of Determinations for Indigent Burial Service Eligibility Completed within Five Business Days of the Referral FY 2009 ACTUAL 93.2% FY 2010 REVISED 70.1% FY 2011 ADOPTED 30.1% N/A 35.1% 76.7% Percentage of Referred Persons Determined to be Eligible for Indigent Burial Services REV VS ADPT VAR % (40.0%) -57.1% 41.6% 118.7% Activities that comprise this program include: • Indigent Burial Indigent Burial Services Activity The purpose of the Indigent Burial Activity is to provide cost-effective burials for qualified indigent decedents so they can receive a proper interment in a timely manner. Mandates: A.R.S. §36-831 Section B establishes the responsibility of the county to provide for burial of indigent persons, including honorably discharged veterans or their spouses. A.R.S. §11-311 mandates that the county appoint an honorably discharged veteran to oversee the burial of discharged veterans and their families in a location designated for the burial of veterans. Measure Type Result Result Output Output Demand Efficiency Efficiency Measure Description Percentage of Determinations for Indigent Burial Service Eligibility Completed within Five Business Days of the Referral Percentage of Referred Persons Determined to be Eligible for Indigent Burial Services Number of Decedents Determined to be Eligible for Burial Services During the Time Period Number of Determinations for Eligibility Completed During the Time Period Number of Indigent Burial Referrals Received Cost per Indigent Burial Completed Cost per Determination for Eligibility Completed FY 2009 ACTUAL 93.2% FY 2010 REVISED 70.1% FY 2011 ADOPTED 30.1% N/A 35.1% 76.7% N/A 519 526 1,480 858 1,003 $ 1,003 N/A $ 360.41 $ REV VS ADPT VAR % (40.0%) -57.1% 41.6% 7 118.7% 1.3% (622) -42.0% -34.2% 9.2% -58.7% 1,480 704.85 247.17 $ $ 974 639.92 392.30 $ $ (506) 64.94 (145.13) 365,818 365,818 $ $ 336,596 336,596 $ $ 29,222 29,222 Expenditure 100 - GENERAL TOTAL USES $ $ 361,490 361,490 $ $ 8.0% 8.0% Activity Narrative: A relatively level demand over the three-year period is mirrored by the projected level number of referrals that are found to be eligible for burial services. With 2.27 FTE positions allocated to this Activity, however, it is projected that the percent of eligibility determinations completed 693 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Fiduciary within five business days of referral will decline from 93.2% in FY 2008-09 to 30.1% in FY 2010-11. Mid-way through FY 2009-10, 61% of determinations are completed within five business days. A parttime position was deleted for FY 2009-10. In the meantime the department is struggling to implement a database system which will provide reliable and timely data. Fiduciary Services Program The purpose of the Fiduciary Services Program is to provide timely guardianship, investigation, conservatorship, and probate services to persons or estates when no other person or corporation is qualified and willing to serve so they can have their well-being, property, and other interests protected. Mandates: A.R.S. §14-5602 mandates that the Public Fiduciary provide guardianship for estates mandated by the court to be in receivership of the Public Fiduciary, as well as protect the estate and receive all outstanding warrants owed to that estate. A.R.S. §14-5603 establishes the Public Fiduciary as custodian of estate funds. A.R.S. §14-5604 establishes that the Public Fiduciary has a claim against the estate of the ward, protected person, or decedent, for reasonable expenses of guardianship, conservatorship, or public administration and reasonable compensation for the Public Fiduciary’s services and attorney. Program Results Measure Description Percentage of Financial Exploitation Investigations Completed Within 180 Days of Referral Percentage of Estate Administration Cases Stabilized or Closed Within 18 Months of Referral Percentage of Wards Whose Cases are Stabilized or Closed Within 18 Months of Referral Percentage of Referrals and Investigations Completed Within 60 Days of Referral Percentage of Guardianship Referrals and Investigations in Which an Alternative to Guardianship was Determined REV VS ADPT VAR % (12.5%) -20.0% FY 2009 ACTUAL 26.5% FY 2010 REVISED 62.5% FY 2011 ADOPTED 50.0% N/A 59.5% 100.0% 40.5% 68.2% N/A 60.4% 59.9% (0.5%) -0.9% N/A 39.6% 60.1% 20.4% 51.5% N/A 38.5% 5.8% (32.7%) -84.9% Activities that comprise this program include: • Estate Administration • Guardianship Administration Estate Administration Activity The purpose of the Estate Administration Activity is to provide effective conservatorship and probate services to protected persons and decedents estates so they can have their financial resources and property preserved and protected in a timely manner. 694 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Output Output Output Demand Demand Efficiency Measure Description Percentage of Financial Exploitation Investigations Completed Within 180 Days of Referral Percentage of Estate Administration Cases Stabilized or Closed Within 18 Months of Referral Number of Estate Administration Cases Stabilized or Closed. Average Number of Estate Administration Cases Open/Active Monthly Number of Financial Exploitation Investigations Completed Number of Conservatorship and Probate Cases Referred for Administration Number of Referrals for Financial Exploitation Investigations. Cost Per Estate Administration Case Open/Active Department Strategic Plans and Budgets Public Fiduciary FY 2009 ACTUAL 26.5% FY 2010 REVISED 62.5% FY 2011 ADOPTED 50.0% N/A 59.5% 100.0% REV VS ADPT VAR % (12.5%) -20.0% 40.5% 68.2% N/A 37 35 (2) -5.4% N/A 261 250 (11) -4.3% 359 8 16 8 100.0% N/A 60 50 (10) -16.7% N/A 20 20 N/A $ - 0.0% 3,036.42 $ 3,310.91 $ (274.48) -9.0% Revenue 100 - GENERAL TOTAL SOURCES $ $ 680,387 680,387 $ $ 406,456 406,456 $ $ 722,410 722,410 $ $ 315,954 315,954 77.7% 77.7% 100 - GENERAL TOTAL USES $ 1,191,427 $ 1,191,427 $ $ 793,266 793,266 $ $ 827,727 827,727 $ $ (34,461) (34,461) -4.3% -4.3% Expenditure Activity Narrative: A relatively stable to declining number of referrals has allowed the department to shift some resources to the Guardianship Administration Activity. With a decline in positions allocated to the Estate Administration Activity from 19.4 FTE in FY 2008-09 to 12.7 FTE in FY 2010-11, the department still projects it will stabilize or close 100% of cases referred within 18 months, and double the number of financial exploitation investigations completed. The base revenue allocations between the Estate Administration Activity and the Guardianship Administration Activity have been reversed. The $1,020,000 in total Public Fiduciary revenue approved for FY 2009-10 and requested for FY 201011 had been erroneously allocated as $380,460 to Estate Administration and $639,540 to Guardianship Administration. Adjustments: • Increase revenue by $82,870 for FY 2010-11 due to improved fee tracking and the acceptance of fee-generating probate cases. 695 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Fiduciary Guardianship Administration Activity The purpose of the Guardianship Administration Activity is to provide oversight and coordination of financial, medical, and legal services for persons under the care of the Public Fiduciary so they can have their well-being protected in a timely manner. Measure Type Result Result Result Output Output Output Demand Demand Efficiency Measure Description Percentage of Wards Whose Cases are Stabilized or Closed Within 18 Months of Referral Percentage of Referrals and Investigations Completed Within 60 Days of Referral Percentage of Guardianship Referrals and Investigations in Which an Alternative to Guardianship was Determined Number of Guardianship Administration Cases Stabilized or Closed During The Time Period. Note: A case will be considered "stabilized" once services have been established and the case requires less attention Average Number of Guardianship Administration Cases Open/Active Monthly Number of Referrals and Investigations Completed Number of Guardianship Referrals and Investigations Requested Number of New Wards for Assigned Guardianship Administration Cost Per Guardianship Administration Case Open/Active FY 2009 ACTUAL N/A FY 2010 REVISED 60.4% FY 2011 ADOPTED 59.9% N/A 39.6% 60.1% 20.4% 51.5% N/A 38.5% 5.8% (32.7%) -84.9% N/A 139 197 N/A 8,799 773 2,901 275 343 68 24.7% N/A 275 393 118 42.9% N/A 2,933 374 N/A $ REV VS ADPT VAR % (0.5%) -0.9% 58 (8,026) (2,559) 68.70 41.7% -91.2% -87.2% 1,546.63 $ 1,477.93 $ 4.4% 613,544 613,544 $ $ 427,590 427,590 $ $ (185,954) (185,954) -30.3% -30.3% $ 1,142,443 $ 1,142,443 $ $ (8,375) (8,375) -0.7% -0.7% Revenue 100 - GENERAL TOTAL SOURCES $ $ 360,536 360,536 $ $ 100 - GENERAL TOTAL USES $ $ 886,733 886,733 $ 1,134,068 $ 1,134,068 Expenditure The department has increased its focus on addressing Guardianship Activity Narrative: Administration Demand for FY 2010-11. Due to a continuing struggle to implement a reliable and usable database, the department does not vouch for the reliability of data in FY 2009-10. The data projected for FY 2010-11 may not be entirely certain, either. The base revenue allocations between the Estate Administration Activity and the Guardianship Administration Activity have been reversed. The $1,020,000 in total Public Fiduciary revenue approved for FY 2009-10 and requested for FY 2010-11 had been erroneously allocated as $380,460 to Estate Administration and $639,540 to Guardianship Administration. Adjustments: • Increase revenue by $47,130 for FY 2010-11 due to improved fee tracking, the application of fees on temporary guardianship and conservatorship cases, and an overall increase in caseload. 696 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Fiduciary Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 2,477,439 $ 1,020,000 FY 2010 Revised Budget $ 2,477,439 $ 1,020,000 $ (28,684) $ (28,684) - $ 2,448,755 $ 1,020,000 $ 34,967 $ 27,972 6,995 (24,620) $ (24,620) - $ - $ - 130,000 130,000 $ 2,459,102 $ 0.4% 1,150,000 12.7% Adjustments: Budget Balancing PEHPEP FY 09 Adjustments Agenda Item: C-49-09-066-2-00 FY 2011 Budget Target Adjustments: Agenda Item: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Savings from Other Pay Savings from Other Services Fees and Other Revenues ProgRevenue Volume Inc/Dec Estate Admin. - Acceptance of Probate Case Fees & Improved Fee Track ing Guardianship Admin - Fees on Temp. Case Assignments, Caseload Increase and Improved Fee Track ing FY 2011 Adopted Budget Percent Change from Target Amount 697 $ $ $ (3,020) (21,600) 82,870 47,130 - Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Health Public Health Analysis by Lauren M. Cochran, Management & Budget Analyst Summary Mission The mission of the Department of Public Health is to provide leadership, resources, and services to people and diverse communities in Maricopa County so that health is promoted, preserved, and protected. Vision The Maricopa County Department of Public Health will be the nationally recognized local leader in public health, and the agency that people and communities in Maricopa County look to for health resources and services. Our combination of organizational strength and public health leadership will be harnessed to fully integrate and utilize local academic communities to improve the quality of service, and the caliber of professional staff. Strategic Goals • By June 2013, 100% of Project Public Health Ready certification standards will be met in order to ensure that the Department is prepared to respond to a public health emergency and assist in assuring that public safety is maintained. Status: There are three categories of standards that must be met to achieve the certification. Currently the Department has met 20% of the standards in the first category, 10% in the second, and 10% in the third. The Department is on track to meet this goal on time. • By June 2013, assure that the Department reduces the spread of communicable diseases to the public by investigating and intervening in 40% of reported cases of disease within the Arizona Administrative Code timelines and accepted standards of Public Health practice. Status: The FY 2008-09 total was 50.7%, exceeding the goal of 40%. However, in the months since novel H1N1 influenza appeared (beginning May, 2009), the Department has only been able to investigate and intervene in an average of 31.6% cases per month. The Department hopes to again be at or above goal once the H1N1 outbreak has fully passed. • By June 2013, the Department will meet 100% of the accreditation standards of the national Public Health Accreditation Board in order to ensure that the Department has the resources to continue to deliver a breadth of public health services to the community. Status: The Public Health Accreditation Board plans to release the standards to local health agencies in calendar year 2011. At that point, the Department will be able to apply for accreditation, which will then only be awarded if 100% of the standards are met. • By June, 2013, fully assess the public health needs of the community for 50% of the leading health indicators identified in Healthy People 2010 and design appropriate interventions in 698 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Health response to the results of the assessment in order to increase the ability of the public to access resources for health problems. Status: The Division of Community Health Services has reviewed all activities and has matched them with applicable HP2010 goals and objectives. Additional assessment activities continue. 699 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Health Sources and Uses by Program and Activity FY 2009 ACTUAL PROGRAM / ACTIVITY SOURCES HICP - HIV PREV COMM PLANNING GROUP HICT - HIV COUNSELING AND TESTING HISV - HIV SURVEILLANCE AMD INV 86CM - HIV HCV SERVICES $ PHPM - PUBLIC HEALTH PHARMACY 86CS - CLINIC SUPPORT SERVICES FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % $ 29,742 $ 287,372 145,541 462,655 $ - $ 496,818 234,589 731,407 $ - $ 539,031 283,116 822,147 $ - $ 549,308 238,318 787,626 $ - $ 494,430 152,439 646,869 $ (44,601) (130,677) (175,278) N/A -8.3% -46.2% -21.3% $ $ 17,836 $ 17,836 $ 28,000 $ 28,000 $ 28,000 $ 28,000 $ 9,096 $ 9,096 $ 13,000 $ 13,000 $ (15,000) (15,000) -53.6% -53.6% EMRT - PUBLIC HEALTH EMERGENCY MGMT 86EM - PUBLIC HEALTH EMERGENCY MGMT $ $ 2,800,370 $ 2,800,370 $ 2,219,976 $ 2,219,976 $ 11,851,719 $ 11,851,719 $ 5,257,068 $ 5,257,068 $ 2,441,375 $ 2,441,375 $ (9,410,344) (9,410,344) -79.4% -79.4% CCHC - CHILD CARE HLTH CONSULTATIONS DTSL - DENTAL SEALANTS FHPT - FAMILY HEALTH PARTNERSHIPS FMPL - FAMILY PLANNING HEED - HEALTHY START LHZR - LEAD HAZARD REDUCTION NEWB - NEWBORN INTENSIVE CARE NFAM - NURSE-FAMILY PARTNERSHIPS PRCN - PREGNANCY CONNECTION PRSP - PARENT SUPPORT TNPP - TEEN PREGNANCY PREVENTION WWHC - WELL WOMAN HEALTHCHECK 86FH - FAMILY HEALTH $ $ - $ 239,946 333,675 95,106 353,603 86,195 788,555 172,936 36,967 768,262 2,875,245 $ - $ 310,645 133,562 400,000 42,464 626,537 157,262 63,460 194,777 692,115 2,620,822 $ 2,577,728 $ 327,855 244,627 812,933 136,443 389,372 952,129 123,159 202,290 632,717 6,399,253 $ 1,005,480 $ 310,530 193,741 667,555 80,220 404,659 505,275 64,940 193,059 659,317 4,084,776 $ 2,577,727 $ 287,311 198,652 805,334 111,425 397,353 909,091 95,691 194,303 612,920 6,189,807 $ (1) (40,544) (45,975) (7,599) (25,018) 7,981 (43,038) (27,468) (7,987) (19,797) (209,446) 0.0% -12.4% -18.8% N/A -0.9% -18.3% 2.0% -4.5% N/A -22.3% -3.9% -3.1% -3.3% HCHL - HEALTHCARE FOR THE HOMELESS 86HI - HEALTHCARE FOR HOMELESS INDVDL $ $ 2,177,771 $ 2,177,771 $ 2,407,057 $ 2,407,057 $ 3,376,173 $ 3,376,173 $ 3,112,258 $ 3,112,258 $ 3,135,362 $ 3,135,362 $ (240,811) (240,811) -7.1% -7.1% CCSS - CHILD PASSENGER SAFETY PLAY - PROMTNG LIFETIME ACT FOR YOUTH SCNT - SUPP NUTRITION ASST ED INTERV WICC - WOMEN INFANTS AND CHILDREN WTHT - WOMEN TOGETHER FOR HEALTH 86HL - PROMOTING HEALTHY LIFESTYLES $ 11,129 $ 150,257 182,386 8,815,369 628,946 9,788,087 $ 37,252 $ 145,455 364,732 9,232,034 364,868 10,144,341 $ 847,489 $ 160,993 361,835 11,403,441 362,578 13,136,336 $ 586,461 $ 131,759 218,939 11,045,696 509,324 12,492,179 $ 846,170 $ 114,537 426,376 10,711,217 377,121 12,475,421 $ (1,319) (46,456) 64,541 (692,224) 14,543 (660,915) -0.2% -28.9% 17.8% -6.1% 4.0% -5.0% 27,289 $ 1,820,135 339,368 306,724 2,118 936,718 3,432,352 $ 29,661 $ 1,225,441 383,000 315,773 710,932 2,664,807 $ 31,382 $ 1,976,460 383,000 320,717 723,073 3,434,632 $ 30,043 $ 1,874,947 372,105 303,426 568,156 3,148,677 $ 32,555 $ 1,848,363 383,000 303,426 610,802 3,178,146 $ 1,173 (128,097) (17,291) (112,271) (256,486) 3.7% -6.5% 0.0% -5.4% N/A -15.5% -7.5% 273,101 $ 1,898,103 960 2,172,164 $ 350,000 $ 1,941,891 2,291,891 $ 350,000 $ 2,294,755 2,644,755 $ 239,052 $ 1,950,590 2,189,642 $ 270,000 $ 2,477,181 2,747,181 $ (80,000) 182,426 102,426 -22.9% 7.9% N/A 3.9% 295,335 $ 150,516 445,851 $ 1,346,632 $ 231,736 1,578,368 $ 1,346,632 $ 253,626 1,600,258 $ 1,416,119 $ 224,660 1,640,779 $ 1,344,944 $ 234,442 1,579,386 $ (1,688) (19,184) (20,872) -0.1% -7.6% -1.3% 270,276 $ 1,888,803 51,178 2,210,257 $ 200,941 $ 1,838,264 51,178 2,090,383 $ 202,589 $ 1,740,554 (5,818) 1,937,325 $ 205,060 $ 1,835,871 49,487 2,090,418 $ 4,119 (2,393) (1,691) 35 2.0% -0.1% -3.3% 0.0% $ HANS - HANSENS DISEASE TREATMENT HERF - PHYS HEALTH SCREENING REFUGEES STEX - STD EXAMINATIONS AMD TREATMENT STSV - STD CASE SURV INVESTIGATION TBIN - TB SURVEILLANCE AMD INVEST TBTE - TB TESTING AMD TREATMENT 86ID - INFECTIOUS DISEASE CONTROL $ ADIM - ADULT IMMUN FOREIGN TRVL SVCS CHIM - CHILDHOOD IMMUNIZATIONS IMED - IMMUNIZATION EDUCATION 86IS - IMMUNIZATION SERVICES $ DTIS - RYAN WHITE DENTAL INSURANCE RWPC - RYAN WHITE PLNG COUNCIL SUPP 86RW - RYAN WHITE TITLE I SERV $ $ $ $ SFAZ - SMOKE FREE ARIZONA INSPECTIONS TUPV - TOBACCO USE PREVENTION TUTR - TOB USE PREV TRNG DENTAL PROS 86TP - TOBACCO USE PREVENTION $ $ - $ 2,583,239 (6,252) 2,576,987 $ BDCT - BIRTH AND DEATH CERTIFICATES 86VR - VITAL REGISTRATION $ $ 3,092,414 $ 3,092,414 $ 5,346,392 $ 5,346,392 $ 5,346,392 $ 5,346,392 $ 3,679,214 $ 3,679,214 $ 4,094,060 $ 4,094,060 $ (1,252,332) (1,252,332) -23.4% -23.4% FSAC - FINANCIAL SERVICES ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ 3,836,242 $ 224 3,836,466 $ 3,848,699 $ 3,848,699 $ 6,890,336 $ 6,890,336 $ 4,858,486 $ 4,858,486 $ 4,792,284 $ 4,792,284 $ (2,098,052) (2,098,052) -30.4% N/A -30.4% $ 119,303 $ 119,303 $ - $ - $ - $ 57,438 57,438 $ 65,251 $ 65,251 $ - $ - $ (57,438) (57,438) N/A -100.0% -100.0% TOTAL PROGRAMS $ 33,797,501 $ 36,092,017 $ 57,677,822 $ 43,262,377 $ 43,383,309 $ (14,294,513) -24.8% GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 700 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget FY 2009 ACTUAL PROGRAM / ACTIVITY USES HICP - HIV PREV COMM PLANNING GROUP HICT - HIV COUNSELING AND TESTING HISV - HIV SURVEILLANCE AMD INV 86CM - HIV HCV SERVICES $ $ $ Department Strategic Plans and Budgets Public Health FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % 17,792 $ 422,543 186,841 627,176 $ - $ 496,818 234,589 731,407 $ - $ 539,031 283,116 822,147 $ - $ 473,748 209,993 683,741 $ - $ 494,430 152,439 646,869 $ 44,601 130,677 175,278 N/A 8.3% 46.2% 21.3% 259,587 $ 64,419 324,006 $ 342,933 $ 318,987 661,920 $ 342,933 $ 318,987 661,920 $ 300,248 $ 227,145 527,393 $ 340,382 $ 314,041 654,423 $ 2,551 4,946 7,497 0.7% 1.6% 1.1% (44,530) 58,764 14,234 -5.1% 5.4% 0.7% MDRC - MEDICAL RECORDS PHPM - PUBLIC HEALTH PHARMACY 86CS - CLINIC SUPPORT SERVICES $ EPIR - EPIDEMIOLOGICAL REPORTING SCII - SINGLE CASE INV INTERVENTIONS 86EG - EPI AND GEN DISEASE SURVEILL $ 710,733 $ 802,461 1,513,194 $ 880,708 $ 1,086,197 1,966,905 $ 880,708 $ 1,086,197 1,966,905 $ 793,719 $ 1,001,134 1,794,853 $ 925,238 $ 1,027,433 1,952,671 $ EMRT - PUBLIC HEALTH EMERGENCY MGMT 86EM - PUBLIC HEALTH EMERGENCY MGMT $ $ 2,874,603 $ 2,874,603 $ 2,219,976 $ 2,219,976 $ 11,851,709 $ 11,851,709 $ 5,257,445 $ 5,257,445 $ 2,441,375 $ 2,441,375 $ CCHC - CHILD CARE HLTH CONSULTATIONS DTSL - DENTAL SEALANTS FHPT - FAMILY HEALTH PARTNERSHIPS FMPL - FAMILY PLANNING HEED - HEALTHY START LHZR - LEAD HAZARD REDUCTION NEWB - NEWBORN INTENSIVE CARE NFAM - NURSE-FAMILY PARTNERSHIPS PRCN - PREGNANCY CONNECTION PRSP - PARENT SUPPORT TNPP - TEEN PREGNANCY PREVENTION WWHC - WELL WOMAN HEALTHCHECK 86FH - FAMILY HEALTH $ $ - $ 322,978 1,133,054 200,664 367,631 97,682 764,022 233,113 46,949 683,304 3,849,397 $ - $ 393,025 862,312 400,000 42,464 626,537 157,262 63,460 194,777 692,115 3,431,952 $ 2,577,728 $ 410,235 973,377 812,933 136,441 389,372 952,129 123,159 202,290 632,717 7,210,381 $ 1,131,236 $ 406,089 926,768 694,255 76,011 403,370 614,133 (3,771) 70,689 192,174 658,346 5,169,300 $ 2,577,727 $ 384,596 1,026,691 805,334 111,425 397,353 909,091 95,691 194,303 612,920 7,115,131 $ 1 25,639 (53,314) 7,599 25,016 (7,981) 43,038 27,468 7,987 19,797 95,250 0.0% 6.2% -5.5% N/A 0.9% 18.3% -2.0% 4.5% N/A 22.3% 3.9% 3.1% 1.3% HCHL - HEALTHCARE FOR THE HOMELESS 86HI - HEALTHCARE FOR HOMELESS INDVDL $ $ 2,167,882 $ 2,167,882 $ 2,407,056 $ 2,407,056 $ 3,376,172 $ 3,376,172 $ 3,136,298 $ 3,136,298 $ 3,135,362 $ 3,135,362 $ 240,810 240,810 7.1% 7.1% CCSS - CHILD PASSENGER SAFETY PLAY - PROMTNG LIFETIME ACT FOR YOUTH SCNT - SUPP NUTRITION ASST ED INTERV WICC - WOMEN INFANTS AND CHILDREN WTHT - WOMEN TOGETHER FOR HEALTH 86HL - PROMOTING HEALTHY LIFESTYLES $ 198,470 $ 104,262 617,494 9,058,977 390,770 10,369,973 $ 203,799 $ 145,455 663,072 9,232,034 364,868 10,609,228 $ 1,014,036 $ 160,993 660,175 11,403,441 362,578 13,601,223 $ 788,201 $ 144,544 611,927 11,045,678 372,116 12,962,466 $ 1,015,317 $ 114,537 753,219 10,711,217 377,121 12,971,411 $ (1,281) 46,456 (93,044) 692,224 (14,543) 629,812 -0.1% 28.9% -14.1% 6.1% -4.0% 4.6% HANS - HANSENS DISEASE TREATMENT HERF - PHYS HEALTH SCREENING REFUGEES PHLB - PUBLIC HEALTH LABORATORY STEX - STD EXAMINATIONS AMD TREATMENT STSV - STD CASE SURV INVESTIGATION TBIN - TB SURVEILLANCE AMD INVEST TBTE - TB TESTING AMD TREATMENT 86ID - INFECTIOUS DISEASE CONTROL $ 25,509 $ 1,553,916 476,728 1,362,198 896,925 419,979 2,426,647 7,161,902 $ 29,661 $ 1,301,769 515,907 1,501,088 938,522 73,000 2,193,511 6,553,458 $ 31,382 $ 2,052,788 515,907 1,501,088 943,466 73,000 2,270,652 7,388,283 $ 25,339 $ 1,933,662 460,240 1,253,873 855,898 75,775 1,950,303 6,555,090 $ 32,555 $ 1,931,760 504,359 1,491,417 965,844 303,357 2,100,289 7,329,581 $ (1,173) 121,028 11,548 9,671 (22,378) (230,357) 170,363 58,702 -3.7% 5.9% 2.2% 0.6% -2.4% -315.6% 7.5% 0.8% ADIM - ADULT IMMUN FOREIGN TRVL SVCS CHIM - CHILDHOOD IMMUNIZATIONS IMED - IMMUNIZATION EDUCATION 86IS - IMMUNIZATION SERVICES $ $ 291,506 $ 2,804,711 95,407 3,191,624 $ 350,000 $ 2,811,227 99,282 3,260,509 $ 350,000 $ 3,164,091 99,282 3,613,373 $ 238,961 $ 3,082,166 97,714 3,418,841 $ 270,000 $ 3,480,212 98,049 3,848,261 $ 80,000 (316,121) 1,233 (234,888) 22.9% -10.0% 1.2% -6.5% DTIS - RYAN WHITE DENTAL INSURANCE RWPC - RYAN WHITE PLNG COUNCIL SUPP 86RW - RYAN WHITE TITLE I SERV $ 398,080 $ 163,296 561,376 $ 1,346,632 $ 231,736 1,578,368 $ 1,346,632 $ 253,626 1,600,258 $ 1,403,150 $ 224,616 1,627,766 $ 1,344,944 $ 234,442 1,579,386 $ 1,688 19,184 20,872 0.1% 7.6% 1.3% 270,276 $ 1,888,803 51,178 2,210,257 $ 200,941 $ 1,838,274 51,178 2,090,393 $ 200,375 $ 1,704,538 45,805 1,950,718 $ 205,060 $ 1,835,871 49,487 2,090,418 $ (4,119) 2,403 1,691 (25) -2.0% 0.1% 3.3% 0.0% $ $ $ $ SFAZ - SMOKE FREE ARIZONA INSPECTIONS TUPV - TOBACCO USE PREVENTION TUTR - TOB USE PREV TRNG DENTAL PROS 86TP - TOBACCO USE PREVENTION $ $ - $ 1,991,154 50,413 2,041,567 $ BDCT - BIRTH AND DEATH CERTIFICATES 86VR - VITAL REGISTRATION $ $ 2,823,720 $ 2,823,720 $ 5,116,759 $ 5,116,759 $ 5,116,759 $ 5,116,759 $ 3,265,651 $ 3,265,651 $ 4,170,860 $ 4,170,860 $ BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - ADMINISTRATIVE SERVICES $ 23,366 $ 1,564,119 441,169 1,047,259 159,607 3,235,520 $ 396 $ 1,621,334 511,183 1,161,209 225,901 3,520,023 $ 396 $ 4,933,064 511,183 1,161,209 225,901 6,831,753 $ (2,974) $ 1,668,295 450,711 784,517 145,534 3,046,083 $ 6,031 $ 2,138,998 104,055 858,318 91,317 3,198,719 $ CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ 1,427,259 $ 1,517,126 1,069,252 4,013,637 $ 1,467,501 $ 956,640 2,424,141 $ 1,467,501 $ 743,987 2,211,488 $ 1,467,501 $ 1,070,916 2,538,417 $ 2,011,113 $ 1,033,594 3,044,707 $ $ 140,700 $ 517,520 658,220 $ 51,436 $ 292,898 344,334 $ 51,436 $ 292,898 344,334 $ 47,436 $ 207,595 255,031 $ TOTAL PROGRAMS $ 45,413,797 $ 47,036,293 $ 68,687,098 $ 52,189,093 $ DESK - DESKTOP SUPPORT ENIT - ENTERPRISE IT COLLABORATION 99IT - INFORMATION TECHNOLOGY $ $ $ 701 9,410,334 9,410,334 945,899 945,899 79.4% 79.4% 18.5% 18.5% (5,635) -1423.0% 2,794,066 56.6% 407,128 79.6% 26.1% 302,891 134,584 59.6% 3,633,034 53.2% (543,612) (289,607) (833,219) -37.0% N/A -38.9% -37.7% 46,179 $ 271,475 317,654 $ 5,257 21,423 26,680 10.2% 7.3% 7.7% 54,496,828 $ 14,190,270 20.7% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Health Sources and Uses by Category CATEGORY INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ 0638 - PATIENT SERVICES REVENUE SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ FY 2009 ACTUAL 29,258,492 110,040 29,368,532 3,309,991 960,319 4,270,310 FY 2010 ADOPTED $ $ $ $ 119,303 $ 9,522 128,825 $ 29,311,365 171,300 29,482,665 5,213,992 1,250,359 6,464,351 FY 2010 REVISED $ $ $ 50,445,419 171,300 50,616,719 FY 2010 FORECAST $ $ $ $ 5,213,992 1,702,110 6,916,102 100,001 $ 100,001 $ 100,001 100,001 $ $ $ 38,163,811 171,300 38,335,111 3,643,405 1,171,110 4,814,515 FY 2011 ADOPTED $ $ $ 37,793,299 169,550 37,962,849 REV VS ADPT VAR % $ $ (12,652,120) (1,750) (12,653,870) -25.1% -1.0% -25.0% (1,238,532) (392,110) (1,630,642) -23.8% -23.0% -23.6% 0.0% N/A 0.0% $ $ 3,975,460 1,310,000 5,285,460 65,251 $ 2,500 67,751 $ 100,000 100,000 $ $ (1) (1) $ ALL REVENUES $ 33,767,667 $ 36,047,017 $ 57,632,822 $ 43,217,377 $ 43,348,309 $ (14,284,513) -24.8% OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 29,834 29,834 $ $ 45,000 45,000 $ $ 45,000 45,000 $ $ 45,000 45,000 $ $ 35,000 35,000 $ $ (10,000) (10,000) -22.2% -22.2% TOTAL SOURCES $ 33,797,501 $ 36,092,017 $ 57,677,822 $ 43,262,377 $ 43,383,309 $ (14,294,513) -24.8% 702 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Health Sources and Uses by Category (continued) CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % 20,301,168 $ 77,622 316,347 7,246,177 223,109 (5,321,649) 5,848,000 28,690,774 $ 21,697,221 $ 109,074 158,323 7,664,073 225,223 (5,434,821) 6,048,737 30,467,830 $ 25,774,613 $ 109,074 164,313 8,930,403 241,163 (5,933,276) 8,854,343 38,140,633 $ 22,537,296 $ 67,645 142,948 7,803,982 231,763 (6,435,639) 6,905,618 31,253,613 $ 25,338,096 $ 54,537 159,975 9,457,469 228,617 (8,085,016) 8,639,837 35,793,515 $ 436,517 54,537 4,338 (527,066) 12,546 2,151,740 214,506 2,347,118 1.7% 50.0% 2.6% -5.9% 5.2% -36.3% 2.4% 6.2% SUBTOTAL $ 1,033,677 $ 1,652,476 16,332 223,482 (975,268) 903,524 2,854,223 $ 1,115,984 $ 1,890,851 29,140 76,548 (1,022,458) 906,033 2,996,098 $ 1,475,156 $ 2,847,001 30,299 396,031 (1,039,303) 962,878 4,672,062 $ 1,375,237 $ 1,908,816 22,296 481,556 (933,047) 945,996 3,800,854 $ 1,202,270 $ 2,060,037 25,230 92,500 (1,007,217) 903,715 3,276,535 $ 272,886 786,964 5,069 303,531 (32,086) 59,163 1,395,527 18.5% 27.6% 16.7% 76.6% 3.1% 6.1% 29.9% SERVICES 0810 - LEGAL SERVICES $ 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0845 - SUPPORT AND CARE OF PERSONS 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 2,012 $ 1,884,440 4,301,711 2,381,314 283,320 1,517,468 1,367,802 382,194 100,700 61,525 11,404 158,620 (511,469) 175,243 12,116,284 $ 6,803 $ 1,623,939 5,315,758 2,277,188 289,483 1,210,401 435,195 200,957 104,067 207,101 (17,508) 101,958 11,755,342 $ 6,903 $ 8,058,190 9,557,624 2,203,980 304,953 1,124,507 609,381 245,438 107,437 260,943 (18,708) 594,286 23,054,934 $ 3,582 $ 3,137,781 6,242,320 2,496,486 241,181 1,095 1,372,362 353,289 150,008 76,509 179,707 (8,019) 53,084 14,299,385 $ 5,300 $ 2,140,546 5,625,429 2,265,011 366,430 1,367,918 559,728 207,697 86,944 252,220 (428,748) 530,619 12,979,094 $ 1,603 5,917,644 3,932,195 (61,031) (61,477) (243,411) 49,653 37,741 20,493 8,723 410,040 63,667 10,075,840 23.2% 73.4% 41.1% -2.8% -20.2% N/A -21.6% 8.1% 15.4% 19.1% N/A 3.3% -2191.8% 10.7% 43.7% CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ - $ 295,578 (155) 295,423 $ - $ 20,000 284,522 304,522 $ 800,000 $ 184,000 20,000 289,673 (5,600) 5,600 1,293,673 $ 882,000 $ 129,807 297,638 1,309,445 $ 87,800 $ 452,190 20,000 226,283 (60,395) 180,395 906,273 $ 712,200 (268,190) 63,390 54,795 (174,795) 387,400 89.0% -145.8% 0.0% 21.9% -978.5% -3121.3% 29.9% ALL EXPENDITURES $ 43,956,704 $ 45,523,792 $ 67,161,302 $ 50,663,297 $ 52,955,417 $ OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 1,457,093 $ 1,457,093 $ 1,512,501 $ 1,512,501 $ 1,525,796 $ 1,525,796 $ 1,525,796 $ 1,525,796 $ 1,541,411 $ 1,541,411 $ TOTAL USES $ 45,413,797 $ 47,036,293 $ 68,687,098 $ 52,189,093 $ 54,496,828 $ SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ 703 14,205,885 (15,615) (15,615) 14,190,270 21.2% -1.0% -1.0% 20.7% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Health Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING 265 PUBLIC HEALTH FEES OPERATING NON-RECURRING 532 PUBLIC HEALTH GRANTS OPERATING FY 2009 ACTUAL FY 2010 REVISED FY 2010 FORECAST REV VS ADPT VAR % FY 2011 ADOPTED $ FUND TOTAL SOURCES $ 960 $ 960 $ - $ - $ - $ - $ - $ - $ - $ - $ $ FUND TOTAL SOURCES $ 4,038,323 $ (2) 4,038,321 $ 6,609,352 $ 6,609,352 $ 6,609,352 $ 6,609,352 $ 4,442,143 $ 4,442,143 $ 4,860,460 $ 4,860,460 $ (1,748,892) (1,748,892) -26.5% N/A -26.5% $ FUND TOTAL SOURCES $ 29,758,220 $ 29,758,220 $ 29,482,665 $ 29,482,665 $ 51,068,470 $ 51,068,470 $ 38,820,234 $ 38,820,234 $ 38,522,849 $ 38,522,849 $ (12,545,621) (12,545,621) -24.6% -24.6% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2010 ADOPTED 33,797,503 $ 36,092,017 $ 57,677,822 $ 43,262,377 $ 43,383,309 $ (2) $ - $ - $ - $ - $ 33,797,501 $ 36,092,017 $ 57,677,822 $ 43,262,377 $ 43,383,309 $ FY 2009 FY 2010 FY 2010 FY 2010 FY 2011 ACTUAL ADOPTED REVISED FORECAST ADOPTED - N/A N/A (14,294,513) -24.8% N/A (14,294,513) -24.8% REV VS ADPT VAR % $ FUND TOTAL USES $ 11,213,677 $ 11,213,677 $ 10,787,840 $ 10,787,840 $ 10,787,840 $ 10,787,840 $ 9,697,671 $ 9,697,671 $ 10,787,840 $ 10,787,840 $ $ 3,506,073 $ 1,657,826 5,163,899 $ 6,609,352 $ 156,436 6,765,788 $ 6,609,352 $ 221,436 6,830,788 $ 4,175,776 $ 112,436 4,288,212 $ 4,860,460 $ 325,679 5,186,139 $ FUND TOTAL USES $ 29,036,221 $ 29,036,221 $ 29,482,665 $ 29,482,665 $ 51,055,175 $ 13,295 51,068,470 $ 38,189,915 $ 13,295 38,203,210 $ 38,522,849 $ 38,522,849 $ 12,532,326 13,295 12,545,621 24.5% 100.0% 24.6% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 43,755,971 $ 1,657,826 $ 45,413,797 $ 46,879,857 $ 156,436 $ 47,036,293 $ 68,452,367 $ 234,731 $ 68,687,098 $ 52,063,362 $ 125,731 $ 52,189,093 $ 54,171,149 $ 325,679 $ 54,496,828 $ 14,281,218 (90,948) 14,190,270 20.9% -38.7% 20.7% 265 PUBLIC HEALTH FEES OPERATING NON-RECURRING FUND TOTAL USES $ 532 PUBLIC HEALTH GRANTS OPERATING NON-RECURRING $ 704 1,748,892 (104,243) 1,644,649 0.0% 0.0% 26.5% -47.1% 24.1% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Health Staffing by Program and Activity FY 2009 FY 2010 PROGRAM / ACTIVITY ADOPTED ADOPTED ADMINISTRATIVE SERVICES BUDGETING 0.90 0.90 EXECUTIVE MANAGEMENT 10.00 8.50 FINANCIAL SERVICES 5.10 5.10 HUMAN RESOURCES 7.00 7.00 PROCUREMENT 8.00 8.00 PROGRAM TOTAL 31.00 29.50 CLINIC SUPPORT SERVICES MEDICAL RECORDS 6.00 6.00 PUBLIC HEALTH PHARMACY 3.00 3.00 PROGRAM TOTAL 9.00 9.00 EPI AND GEN DISEASE SURVEILL EPIDEMIOLOGICAL REPORTING 9.50 8.50 SINGLE CASE INV INTERVENTIONS 9.50 9.50 PROGRAM TOTAL 19.00 18.00 FAMILY HEALTH CHILD CARE HLTH CONSULTATIONS DENTAL SEALANTS 2.40 2.40 FAMILY HEALTH PARTNERSHIPS 13.50 9.00 FAMILY PLANNING 4.80 HEALTHY START 6.00 6.00 LEAD HAZARD REDUCTION 1.00 0.40 NEWBORN INTENSIVE CARE 8.10 9.90 NURSE-FAMILY PARTNERSHIPS PARENT SUPPORT 1.00 1.00 PREGNANCY CONNECTION 5.00 5.00 TEEN PREGNANCY PREVENTION 2.50 WELL WOMAN HEALTHCHECK 4.00 4.00 PROGRAM TOTAL 45.80 40.20 HEALTHCARE FOR HOMELESS INDVDL HEALTHCARE FOR THE HOMELESS 25.70 26.70 PROGRAM TOTAL 25.70 26.70 HIV HCV SERVICES HIV COUNSELING AND TESTING 10.00 9.60 HIV PREV COMM PLANNING GROUP 1.00 HIV SURVEILLANCE AMD INV 6.00 3.40 PROGRAM TOTAL 17.00 13.00 IMMUNIZATION SERVICES ADULT IMMUN FOREIGN TRVL SVCS 2.00 2.00 CHILDHOOD IMMUNIZATIONS 25.00 25.00 IMMUNIZATION EDUCATION 1.00 1.00 PROGRAM TOTAL 28.00 28.00 INFECTIOUS DISEASE CONTROL PHYS HEALTH SCREENING REFUGEE 7.00 7.00 PUBLIC HEALTH LABORATORY 7.25 7.25 STD CASE SURV INVESTIGATION 19.50 19.50 STD EXAMINATIONS AMD TREATMENT 14.50 14.50 TB SURVEILLANCE AMD INVEST 9.33 1.33 TB TESTING AMD TREATMENT 32.17 23.17 PROGRAM TOTAL 89.75 72.75 705 FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV TO ADPT VAR % 0.90 8.50 5.10 7.00 8.00 29.50 0.90 9.50 5.10 7.00 7.00 29.50 0.90 9.50 5.10 7.00 7.00 29.50 1.00 (1.00) - 0.0% 11.8% 0.0% 0.0% -12.5% 0.0% 6.00 3.00 9.00 6.00 3.25 9.25 6.00 3.25 9.25 0.25 0.25 0.0% 8.3% 2.8% 8.50 9.50 18.00 8.50 9.50 18.00 6.50 8.50 15.00 (2.00) (1.00) (3.00) -23.5% -10.5% -16.7% 2.40 9.00 6.00 0.40 9.90 1.00 5.00 2.50 4.00 40.20 29.60 2.35 11.00 14.50 1.00 4.20 4.90 2.00 2.60 4.00 76.15 29.00 2.35 11.00 14.50 1.60 4.20 4.90 2.00 2.50 4.00 76.05 29.00 N/A (0.05) -2.1% 2.00 22.2% N/A 8.50 141.7% 1.20 300.0% (5.70) -57.6% 4.90 N/A 1.00 100.0% (5.00) -100.0% 0.0% 0.0% 35.85 89.2% 26.70 26.70 34.60 34.60 34.60 34.60 7.90 7.90 29.6% 29.6% 9.60 3.40 13.00 8.60 3.40 12.00 8.60 3.40 12.00 (1.00) (1.00) -10.4% N/A 0.0% -7.7% 2.00 25.00 1.00 28.00 2.00 25.00 1.00 28.00 2.00 25.00 1.00 28.00 - 0.0% 0.0% 0.0% 0.0% 7.00 7.25 19.50 14.50 1.33 23.17 72.75 11.25 7.25 19.00 13.75 1.50 20.75 73.50 11.25 7.25 19.00 13.75 4.50 20.75 76.50 4.25 (0.50) (0.75) 3.17 (2.42) 3.75 60.7% 0.0% -2.6% -5.2% 238.3% -10.4% 5.2% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Health Staffing by Program and Activity (continued) PROGRAM / ACTIVITY PROMOTING HEALTHY LIFESTYLES CHILD PASSENGER SAFETY PROMTNG LIFETIME ACT FOR YOUTH SUPP NUTRITION ASST ED INTERV WOMEN INFANTS AND CHILDREN WOMEN TOGETHER FOR HEALTH PROGRAM TOTAL PUBLIC HEALTH EMERGENCY MGMT PUBLIC HEALTH EMERGENCY MGMT PROGRAM TOTAL RYAN WHITE TITLE I SERV RYAN WHITE DENTAL INSURANCE RYAN WHITE PLNG COUNCIL SUPP PROGRAM TOTAL TOBACCO USE PREVENTION SMOKE FREE ARIZONA INSPECTIONS TOB USE PREV TRNG DENTAL PROS TOBACCO USE PREVENTION PROGRAM TOTAL VITAL REGISTRATION BIRTH AND DEATH CERTIFICATES PROGRAM TOTAL DEPARTMENT TOTAL FY 2009 ADOPTED FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV TO ADPT VAR % 2.00 2.00 9.75 149.80 4.00 167.55 2.00 2.00 9.50 168.70 4.00 186.20 2.00 2.00 9.50 168.70 4.00 186.20 14.50 1.50 9.50 186.70 4.00 216.20 14.50 1.50 9.50 187.70 4.00 217.20 12.50 (0.50) 19.00 31.00 625.0% -25.0% 0.0% 11.3% 0.0% 16.6% 15.00 15.00 11.00 11.00 11.00 11.00 11.00 11.00 11.00 11.00 - 0.0% 0.0% 0.90 2.00 2.90 1.00 2.00 3.00 1.00 2.00 3.00 2.00 1.00 3.00 1.00 1.00 2.00 (1.00) (1.00) 0.0% -50.0% -33.3% 0.70 42.00 42.70 4.00 0.60 20.00 24.60 4.00 0.60 20.00 24.60 3.00 0.65 19.00 22.65 3.00 0.65 19.00 22.65 (1.00) 0.05 (1.00) (1.95) -25.0% 8.3% -5.0% -7.9% 39.00 39.00 532.40 46.00 46.00 507.95 46.00 46.00 507.95 43.00 43.00 576.85 43.00 43.00 576.75 (3.00) (3.00) 68.80 -6.5% -6.5% 13.5% 706 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Health Staffing by Market Range Title MARKET RANGE TITLE Accountant Accounting Specialist Admin/Operations Specialist Administrative Assistant Administrative Manager Administrative Staff Supv Administrative Supervisor Administrator Communicatn Ofcr/Govt Liaison Communicatn Officer Supervisor Counseling Supervisor Counselor Dental Hygienist Deputy Director Dietitian/Nutritionist Dietitian/Nutritionist Supv Director - Public Health Epidemiologist Executive Assistant Field Operations Supervisor Finan/Business Analyst - Dept Financial Supervisor - Dept General Laborer Grant-Contract Admin Supv Grant-Contract Administrator Health Educator Health Services Aide Human Resources Analyst Human Resources Associate Human Resources Specialist Human Resources Supervisor Infection Control Specialist IS Project Manager Laboratory Supervisor Laboratory Technician Laboratory Technologist Licensed Practical Nurse Management Analyst Managing Physician Materials Handling Worker Media Specialist Medical Assistant Medical Director Nurse - Public Health Nurse Pract/Phys Asst Nursing Manager Nursing Supervisor Office Assistant Office Assistant Specialized Operations/Program Manager Operations/Program Supervisor Pharmacist Pharmacy Technician Physician Planner - Facilities Procurement Officer - County Procurement Specialist FY 2009 ADOPTED 7.00 5.00 16.50 1.00 1.00 8.00 19.00 4.00 1.50 1.00 1.00 1.00 1.00 1.00 1.70 1.00 13.00 1.00 1.00 1.00 1.00 2.00 1.00 2.00 46.50 101.20 2.00 1.00 1.00 35.00 1.00 1.50 6.25 7.00 1.00 1.60 1.00 6.00 44.40 10.00 2.00 8.00 46.00 55.75 2.00 19.00 2.00 1.00 2.00 1.00 4.00 FY 2010 ADOPTED 6.00 5.00 15.00 1.00 10.00 21.00 4.00 1.00 1.00 1.00 1.00 1.00 1.00 6.70 1.00 12.00 1.00 1.00 1.00 2.00 1.00 2.00 22.50 106.60 2.00 1.00 1.00 1.00 32.00 1.00 0.50 6.25 6.00 1.00 1.00 2.00 6.00 1.00 32.30 9.00 2.00 7.00 47.00 70.00 2.00 16.00 2.00 1.00 1.60 1.00 4.00 707 FY 2010 REVISED 6.00 5.00 15.00 1.00 10.00 21.00 4.00 1.00 1.00 1.00 1.00 1.00 1.00 6.70 1.00 12.00 1.00 1.00 1.00 2.00 1.00 2.00 22.50 106.60 2.00 1.00 1.00 1.00 32.00 1.00 0.50 6.25 6.00 1.00 1.00 2.00 6.00 1.00 32.30 9.00 2.00 7.00 47.00 70.00 2.00 16.00 2.00 1.00 1.60 1.00 4.00 FY 2010 FORECAST 5.00 5.00 14.00 3.00 13.00 21.00 2.00 2.00 1.00 1.00 2.00 1.00 1.00 16.70 3.00 1.00 10.00 1.00 1.00 1.00 2.00 1.00 2.00 27.60 113.60 2.00 1.00 1.00 1.00 31.00 1.00 1.00 6.25 7.00 2.00 1.00 2.00 8.00 1.00 58.70 9.00 2.00 8.00 49.00 71.00 3.00 18.00 2.00 1.00 2.00 1.00 1.00 3.00 FY 2011 ADOPTED 5.00 5.00 14.00 3.00 13.00 21.00 4.00 2.00 1.00 1.00 2.00 1.00 1.00 16.70 3.00 1.00 10.00 1.00 1.00 1.00 2.00 1.00 2.00 27.50 113.60 2.00 1.00 1.00 1.00 31.00 1.00 1.00 6.25 7.00 2.00 1.00 2.00 8.00 1.00 58.70 9.00 2.00 8.00 49.00 72.00 2.00 17.00 2.00 1.00 2.00 1.00 1.00 3.00 REV TO VAR (1.00) (1.00) 2.00 3.00 1.00 1.00 10.00 3.00 (2.00) 1.00 (1.00) 5.00 7.00 (1.00) 1.00 (0.50) 1.00 1.00 2.00 26.40 1.00 2.00 2.00 1.00 0.40 1.00 (1.00) ADPT % -16.7% 0.0% -6.7% N/A 200.0% 30.0% 0.0% 0.0% 100.0% 0.0% 0.0% 100.0% 0.0% 0.0% 149.3% N/A 0.0% -16.7% N/A -100.0% 0.0% 0.0% 0.0% 0.0% 0.0% 22.2% 6.6% 0.0% 0.0% 0.0% 0.0% -3.1% N/A 0.0% -100.0% 0.0% 16.7% 100.0% N/A 0.0% 0.0% 33.3% 0.0% 81.7% 0.0% 0.0% 14.3% 4.3% 2.9% 0.0% 6.3% 0.0% 0.0% 25.0% N/A 0.0% -25.0% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Health Staffing by Market Range Title (continued) MARKET RANGE TITLE Program Coordinator Program Supervisor Programmer/Analyst Psychiatrist Radiologic Technologist Risk Mgmt Supervisor Social Worker Social Worker Supervisor Trades Generalist Trainer Department Total FY 2009 ADOPTED 9.00 2.00 2.00 2.00 1.00 10.50 2.00 1.00 1.00 532.40 FY 2010 ADOPTED 7.00 2.00 2.50 0.50 10.50 2.00 1.00 1.00 507.95 FY 2010 REVISED 7.00 2.00 2.50 0.50 10.50 2.00 1.00 1.00 507.95 FY 2010 FORECAST 10.00 2.00 0.50 2.00 0.50 13.00 2.00 1.00 1.00 576.85 FY 2011 ADOPTED 9.00 2.00 0.50 2.00 0.50 13.00 2.00 1.00 1.00 576.75 REV TO ADPT VAR % 2.00 28.6% N/A 0.0% 0.50 N/A (0.50) -20.0% 0.0% 2.50 23.8% 0.0% 0.0% 0.0% 68.80 13.5% FY 2010 REVISED 127.25 55.00 325.70 507.95 FY 2010 FORECAST 127.25 51.00 398.60 576.85 FY 2011 ADOPTED 127.25 51.00 398.50 576.75 REV TO ADPT VAR % 0.0% (4.00) -7.3% 72.80 22.4% 68.80 13.5% Staffing by Fund FUND 100 - GENERAL 265 - PUBLIC HEALTH FEES 532 - PUBLIC HEALTH GRANTS DEPARTMENT TOTAL FY 2009 ADOPTED 149.05 49.00 334.35 532.40 FY 2010 ADOPTED 127.25 55.00 325.70 507.95 Significant Variance Analysis Public Health has seen an increase in FTE in the Public Health Grants Fund due to increased funding as a result of the American Recovery and Reinvestment Act and the State Tobacco Tax Proposition 203 (First Things First). General Adjustments: Operating Adjustments: General Fund (100) • Increase Regular Benefits in the amount of $132,335 for employee health and dental premium increases. • Increase Regular Benefits by $31,408 for the FY 2010-11 retirement contribution rate increase. • Decrease Personal Services $12,781 for employee participation in the retirement incentive plan. • Decrease Debt Service (950) by $39,228 to right size to FY 2009-10 levels. • Decrease expenditures $73,984 in Other Pay and Benefits and $37,750 in Other Services to absorb benefits increases. These reductions bring the budget in line with forecast. Public Health Fee Fund (265) • Increase Regular Benefits in the amount of $52,637 for employee health and dental premium increases. • Increase Regular Benefits by $8,655 for the FY 2010-11 retirement contribution rate increase. • Right size Debt Service (950) by $33,993 to anticipated debt schedule. • Reduce Personal Services $4,046 for employee participation in the retirement incentive plan. Public Health Grant Fund (532) • Increase Regular Benefits in the amount of $410,382 for employee health and dental premium increases. • Increase Regular Benefits by $73,355 for the FY 2010-11 retirement contribution rate increase. • Reduce Personal Services $42,193 for employee participation in the retirement incentive plan. • Reduce revenues and expenditures to reflect expected grant awards for FY 2010-11. 708 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Health Strategic Business Plan Update The Department of Public Health stopped providing the Family Planning and Pregnancy Connections services due to budget reductions. Their updated strategic plan reflects the elimination of these activities. New First Things First grants enabled the department to add Child Care Health Connections and Nurse-Family Partnerships. The department also updated various measures to improve reporting. Programs and Activities Clinic Support Services Program The purpose of the Clinic Support Services Program is to provide professional and cost-effective ancillary health services to healthcare providers and patients so they can better manage patient care and treatment. Program Results Measure Description Percent registrations provided with a wait time of 15 minutes or less Percent savings over wholesale price: Rifampin 300 mg Percent savings over wholesale price: PZA 500 mg Percent savings over wholesale price: Myambutol 400 mg Percent savings over wholesale price: Isoniazid 300 mg FY 2009 ACTUAL N/A FY 2010 REVISED 60.0% FY 2011 ADOPTED 89.8% 72.1% 59.1% 59.0% (0.1%) -0.1% 59.4% 59.4% 58.9% (0.5%) -0.8% 60.3% 59.7% 59.7% 0.0% 0.0% 75.0% 74.5% 74.6% 0.1% 0.1% Activities that comprise this program include: • Medical Records • REV VS ADPT VAR % 29.8% 49.7% Public Health Pharmacy Medical Records Activity The purpose of the Medical Records Activity is to provide registration and records services in a timely manner to individuals seeking care so they can access a public health clinic. Mandates: This is a non-mandated Activity. Measure Type Result Output Demand Efficiency Expenditure Measure FY 2009 FY 2010 FY 2011 Description ACTUAL REVISED ADOPTED Percent registrations provided with a wait time N/A 60.0% 89.8% of 15 minutes or less Number registrations provided 24,077 23,000 24,500 Anticipated number registrations requested 24,077 23,000 24,500 Cost per registration $ 10.78 $ 14.91 $ 13.89 $ 100 - GENERAL TOTAL USES $ $ 259,587 259,587 $ $ 342,933 342,933 $ $ 340,382 340,382 $ $ REV VS ADPT VAR % 29.8% 49.7% 1,500 1,500 1.02 6.5% 6.5% 6.8% 2,551 2,551 0.7% 0.7% Activity Narrative: The anticipated number of registrations requested and the number of registrations provided are slightly above FY 2009-10 Revised levels, but are even with the forecasted amounts. The 709 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Health change in output (Number of registrations provided) and the slight decrease in expenditures will increase efficiency (cost per registration) in the Activity. Public Health Pharmacy Activity The purpose of the Public Health Pharmacy Activity is to provide discounted medications to MCDPH clients so they can reduce their expenses related to treating their health conditions. Mandates: This is a non-mandated Activity. Measure Type Result Result Result Result Output Demand Efficiency Revenue Measure Description Percent savings over wholesale price: Isoniazid 300 mg Percent savings over wholesale price: Rifampin 300 mg Percent savings over wholesale price: PZA 500 mg Percent savings over wholesale price: Myambutol 400 mg Number of prescriptions filled Number of prescriptions requested Cost per presciption filled FY 2009 ACTUAL 75.0% FY 2010 REVISED 74.5% FY 2011 ADOPTED 74.6% 72.1% 59.1% 59.0% (0.1%) -0.1% 59.4% 59.4% 58.9% (0.5%) -0.8% 60.3% 59.7% 59.7% 0.0% 0.0% 0.29 0.0% 0.0% 1.6% $ 17,827 17,827 3.61 $ 17,000 17,000 18.76 265 - PUBLIC HEALTH FEES TOTAL SOURCES $ $ 17,836 17,836 $ $ 100 - GENERAL 265 - PUBLIC HEALTH FEES TOTAL USES $ 257,339 $ (192,920) 64,419 $ REV VS ADPT VAR % 0.1% 0.1% $ 17,000 17,000 18.47 $ 28,000 28,000 $ $ 13,000 13,000 $ $ (15,000) (15,000) -53.6% -53.6% 290,987 28,000 318,987 $ 301,041 13,000 314,041 $ (10,054) 15,000 4,946 -3.5% 53.6% 1.6% Expenditure $ $ $ Operating Adjustment: Public Health Fee Fund (265) • Decrease revenue and expenditures $15,000 due to lower than anticipated fee collection in prior years. Epidemiology and General Disease Surveillance Program The purpose of the Epidemiology and General Disease Surveillance Program is to provide timely data and reporting to County residents and interested stakeholders so they can halt the spread of disease and increase the overall health of Maricopa County residents. Program Results Measure Description Percent of disease reports completed within the appropriate time frame Percent of required reports provided Percent of communicable disease reports investigated according to guidelines FY 2009 ACTUAL 88.2% FY 2010 REVISED 70.0% FY 2011 ADOPTED 93.5% N/A 50.7% 90.0% 16.3% 96.7% 11.0% Activities that comprise this program include: • Epidemiological Reporting • 710 REV VS ADPT VAR % 23.5% 33.6% 6.7% (5.3%) Single Case Investigations & Intervention 7.4% -32.4% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Health Epidemiological Reporting Activity The purpose of the Epidemiological Reporting Activity is to provide data and information to MCDPH programs, interested stakeholders and the general public regarding disease trends in Maricopa County so they can halt the spread of disease in the community. Mandates: ARS §36-186 mandates the powers and duties of the Director of the County Department of Public Health including a requirement that the Public Health submit an annual report of all activities, diseases reported, expenditures of the department, condition of the public health in the county, and recommendations for the protection of the public health to the State, Board of Supervisors, each city in the county, and the local board of health. Measure Type Result Result Output Demand Efficiency Expenditure Measure Description Percent of disease reports completed within the appropriate time frame Percent of required reports provided Number of reports provided Anticipated number reports requested Cost per report provided 100 - GENERAL 265 - PUBLIC HEALTH FEES TOTAL USES FY 2009 ACTUAL 88.2% $ $ $ FY 2010 REVISED 70.0% N/A 774 821 918.26 $ 648,188 62,545 710,733 FY 2011 ADOPTED 93.5% REV VS ADPT VAR % 23.5% 33.6% 90.0% 756 840 1,164.96 $ 96.7% 752 778 1,230.37 $ 765,712 114,996 880,708 823,888 101,350 925,238 $ $ $ $ $ $ 6.7% (4) (62) (65.41) 7.4% -0.5% -7.4% -5.6% (58,176) 13,646 (44,530) -7.6% 11.9% -5.1% Operating Adjustment: Public Health Fee Fund (265) • Reduce expenditures by $13,646 to maintain structural balance in the fund due to a reduction in Vital Registration revenue. Activity Narrative: In FY 2009-10 Epidemiology interns were budgeted in the Single Case Investigation and Interventions Activity. In FY 2010-11, these interns are budgeted in the Epidemiological Reporting Activity causing an increase in expenditures. Number of reports requested and the number of reports provided are lower than FY 2009-10 Revised but are higher than Forecasted amounts. Single Case Investigations & Interventions Activity The purpose of the Single Case Investigations and Interventions Activity is to provide timely investigations and interventions to the residents of Maricopa County so they can experience minimal disease burden in the community. Mandates: ARS §36-186 mandates the powers and duties of the Director of the County Department of Public Health including a requirement that the Public Health submit an annual report of all activities, diseases reported, expenditures of the department, condition of the public health in the county, and recommendations for the protection of the public health to the State, Board of Supervisors, each city in the county, and the local board of health. 711 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Demand Efficiency Measure Description Percent of communicable disease reports investigated according to guidelines Number of reports investigated according to guidelines Anticipated number disease reports received for investigation Cost per report investigated according to guidelines Department Strategic Plans and Budgets Public Health FY 2009 ACTUAL 50.7% FY 2010 REVISED 16.3% FY 2011 ADOPTED 11.0% REV VS ADPT VAR % (5.3%) -32.4% 9,671 7,613 8,652 1,039 13.6% 53,609 46,620 78,407 31,787 68.2% $ 82.98 $ 142.68 $ $ 750,209 52,252 802,461 $ 118.75 $ 23.93 16.8% 971,560 114,637 $ 1,086,197 $ 926,083 101,350 $ 1,027,433 $ 45,477 13,287 58,764 4.7% 11.6% 5.4% Expenditure 100 - GENERAL 265 - PUBLIC HEALTH FEES TOTAL USES $ $ Operating Adjustment: Public Health Fee Fund (265) • Reduce expenditures by $13,287 to maintain structural balance in the fund due to a reduction in Vital Registration revenue. Activity Narrative: In FY 2009-10 Epidemiology interns were budgeted in the Single Case Investigation and Interventions Activity. In FY 2010-11, these interns are budgeted in the Epidemiological Reporting Activity causing a decrease in expenditures. While FY 2010-11 demand (number of disease reports received for investigation) and output (number of reports investigated according to guideline) appear to be decreasing over FY 2009-10 this is not completely accurate. The demand is forecasted to be 90,914 and the output 11,564. FY 2009-10 should be considered an outlier year due to H1N1. While outbreaks are still expected, they are not anticipated to be at FY 2009-10 levels. Family Health Program The purpose of the Family Health Program is to provide assessment, education and services to women, children and their families and community organizations so they can be healthy and so that health disparities among women and children may be reduced. 712 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Health Program Results REV VS ADPT VAR % 25.0% 33.3% Measure Description Percent women with abnormal screening results receiving diagnostic services within 60 days Percent of coalition members who report that there is progress towards implementation of plan goals Percent of women receiving adequate number of prenatal care visits (as per American College of Obstetrics & Gynecology (ACOG) standards) Percent of infants receiving adequate immunizations (as per American Academy of Pediatrics (AAP) standards) Percent of eligible community members receiving educational services Percent of children needing sealants who receive them Percent of families who have increased knowledge of lead hazards Percent families who take at least one new lead hazard reduction action Percent families contacted within 7 days of referral being received Percent of families contacted who are visited within 14 days of referral being received Percent of children with suspicious developmental screenings that are referred to early intervention services Percent individuals who made improvement on goals as measured by post-intervention evaluation Percent youth who report an increased ability to make healthy decisions as measured by the pre- and post-Youth Development Inventory FY 2009 ACTUAL N/A FY 2010 REVISED 75.0% FY 2011 ADOPTED 100.0% 75.0% 70.6% 70.0% (0.6%) -0.8% N/A 75.0% 85.0% 10.0% 13.3% N/A 80.0% 100.0% 20.0% 25.0% N/A 50.0% 100.0% 50.0% 100.0% 31.0% 75.0% 74.6% (0.4%) -0.5% N/A 70.0% 70.0% 0.0% 0.0% N/A N/A 68.8% N/A N/A N/A N/A 85.3% N/A N/A N/A N/A 55.2% N/A N/A N/A 100.0% 77.0% (23.0%) -23.0% 91.7% 90.0% 90.0% 0.0% 0.0% N/A N/A 64.7% N/A N/A Percent of child care providers who make progress toward meeting quality improvement goals as evidenced by compliance with their case plans Percent of families achieving case compliance as evidenced by number of pregnant mothers receiving regular prenatal care of infants receiving well care N/A N/A 80.2% N/A N/A N/A N/A 85.0% N/A N/A Activities that comprise this program include: • Child Care Health Consultations • Dental Sealants • Lead Hazard Reduction • Nurse-Family Partnerships • Healthy Start • • • • • 713 Well Women Healthcheck Family Health Partnerships Newborn Intensive Care Parent Support Teen Pregnancy Prevention Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Health Child Care Health Consultations Activity The purpose of the Child Care Health Consultations Activity is to provide nurse consolation services to licensed child care providers so they can promote healthy and safe child care environments for infants and children as evidenced by meeting quality improvement goals. Mandates: This is a non-mandated Activity. Measure Type Result Output Output Demand Demand Efficiency Measure Description Percent of child care providers who make progress toward meeting quality improvement goals as evidenced by compliance with their case plans Number of referrals assignment to case management Number of nurse consultation service contacts provided Anticipated numer of referrals received for case management Anticipated number of nurse consultation services contacts per referral requested Expenditure per nurse consultation service contact provided FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED 80.2% N/A N/A 126 N/A N/A N/A N/A 4,500 N/A N/A N/A N/A 126 N/A N/A N/A N/A 4,500 N/A N/A N/A N/A $ 572.83 N/A N/A REV VS ADPT VAR % N/A N/A Revenue 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ - $ 2,577,728 $ 2,577,728 $ 2,577,727 $ 2,577,727 $ $ (1) (1) -0.0% -0.0% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ - $ 2,577,728 $ 2,577,728 $ 2,577,727 $ 2,577,727 $ $ 1 1 0.0% 0.0% Expenditure Activity Narrative: The Activity measures are new in FY 2010-11 not allowing for a valid historical comparison. Well Woman Healthcheck Activity The purpose of the Well Woman Healthcheck Activity is to provide breast and cervical cancer screening and educational services to uninsured and underinsured women so they can receive appropriate and timely follow-up if they have abnormal screening results. Mandates: This is a non-mandated Activity. Measure Type Result Output Demand Efficiency Revenue Measure Description Percent women with abnormal screening results receiving diagnostic services within 60 days Number client visits Anticipated number client visits Cost per client visit FY 2009 ACTUAL N/A $ 3,256 3,256 209.86 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ FY 2010 REVISED 75.0% $ 3,000 3,000 210.91 768,262 768,262 $ $ 683,304 683,304 $ $ FY 2011 ADOPTED 100.0% $ 2,400 2,400 255.38 632,717 632,717 $ $ 632,717 632,717 $ $ REV VS ADPT VAR % 25.0% 33.3% $ (600) (600) (44.48) -20.0% -20.0% -21.1% 612,920 612,920 $ $ (19,797) (19,797) -3.1% -3.1% 612,920 612,920 $ $ 19,797 19,797 3.1% 3.1% Expenditure 714 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Health Activity Narrative: Due to a decrease in the anticipated number of client visits, expenditures are lower. Forecasted output and demand are around 2,100. Therefore, the FY 2010-11 budget is in line with forecast. Dental Sealants Activity The purpose of the Dental Sealants Activity is to provide dental sealants to eligible children in Maricopa County so they can avoid tooth decay. Mandates: This is a non-mandated Activity. Measure Type Result Output Demand Efficiency Revenue Measure FY 2009 FY 2010 FY 2011 Description ACTUAL REVISED ADOPTED Percent of children needing sealants who 31.0% 75.0% 74.6% receive them Number eligible children receiving sealants 4,295 4,801 4,850 Anticipated number children eligible to receive 5,767 6,400 6,500 sealants Cost per eligible child receiving sealants $ 63.95 $ 85.45 $ 79.30 $ REV VS ADPT VAR % (0.4%) -0.5% 49 100 1.0% 1.6% 6.15 7.2% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 239,946 239,946 $ $ 327,855 327,855 $ $ 287,311 287,311 $ $ (40,544) (40,544) -12.4% -12.4% 100 - GENERAL 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 78,749 244,229 322,978 $ 82,380 327,855 410,235 $ 97,285 287,311 384,596 $ (14,905) 40,544 25,639 -18.1% 12.4% 6.2% Expenditure $ $ $ $ Activity Narrative: The State is reducing the grant to be closer to historical actuals. While revenues and expenditures appear to be decreasing, the FY 2010-11 budget is in line with FY 2008-09 actuals and FY 2009-10 forecast, allowing the department to provide the same number of sealants with a lower budget than FY 2009-10 revised. Family Health Partnerships Activity The purpose of the Family Health Partnerships Activity is to provide technical assistance to local programs so they can expand their capacities to improve maternal/child health outcomes. Mandates: This is a non-mandated Activity. Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of coalition members who report that there is progress towards implementation of plan goals Number of partnerships developed or retained FY 2009 ACTUAL 75.0% FY 2010 REVISED 70.6% FY 2011 ADOPTED 70.0% REV VS ADPT VAR % (0.6%) -0.8% 8 7 7 - 0.0% - 0.0% Anticipated number of partnerships to be developed or retained Cost per partnership developed 8 7 7 $ 141,631.75 $ 139,053.86 $ 146,670.14 $ (7,616.29) -5.5% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 333,675 333,675 $ $ 244,627 244,627 $ $ 198,652 198,652 $ $ (45,975) (45,975) -18.8% -18.8% 100 - GENERAL 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 781,427 351,627 $ 1,133,054 $ 728,750 244,627 973,377 $ 828,039 198,652 $ 1,026,691 $ (99,289) 45,975 (53,314) -13.6% 18.8% -5.5% Expenditure 715 $ $ Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Health Activity Narrative: Expenditures are decreasing due to the elimination of two small grants. The change in expenditures will have no impact on performance. Lead Hazard Reduction Activity The purpose of the Lead Hazard Reduction Activity is to provide in-home lead testing and educational services to families residing in City of Phoenix Lead Hazard Control Program (LHCP) homes which test positive for lead so they can reduce or eliminate their children’s risk for exposure to lead. Mandates: This is a non-mandated Activity. Measure Type Result Result Output Demand Efficiency Revenue Measure Description Percent of families who have increased knowledge of lead hazards Percent families who take at least one new lead hazard reduction action Number of educational home visits Anticipated number of educational home visits FY 2009 ACTUAL N/A FY 2010 REVISED 70.0% FY 2011 ADOPTED 70.0% N/A N/A 68.8% 24 24 50 50 REV VS ADPT VAR % 0.0% 0.0% 50 50 N/A N/A - 0.0% 0.0% Cost per educational home visit $ 4,070.08 $ 2,728.82 $ 2,228.50 $ 500.32 18.3% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 86,195 86,195 $ $ 136,443 136,443 $ $ 111,425 111,425 $ $ (25,018) (25,018) -18.3% -18.3% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ 97,682 97,682 $ $ 136,441 136,441 $ $ 111,425 111,425 $ $ 25,016 25,016 18.3% 18.3% Expenditure Activity Narrative: In FY 2009-10 the Activity has ARRA funding through the City of Phoenix budget at a higher rate than is actually being received. The FY 2010-11 budget is above FY 2009-10 forecasted expenditures as are output and demand. Newborn Intensive Care Activity The purpose of the Newborn Intensive Care Activity is to provide education, developmental screening and early intervention referrals to families of at-risk infants and children so they can be empowered to function at their highest level through timely identification of issues and access to community resources. Mandates: This is a non-mandated Activity. 716 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Result Output Demand Efficiency Revenue Measure Description Percent families contacted within 7 days of referral being received Percent of families contacted who are visited within 14 days of referral being received Percent of children with suspicious developmental screenings that are referred to early intervention services Number of home visits provided Number of home visits anticipated Cost per home visit Department Strategic Plans and Budgets Public Health FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED 85.3% N/A N/A 55.2% N/A N/A N/A 100.0% 77.0% (23.0%) -23.0% -54.3% -54.3% -123.2% $ 4,487 4,487 170.27 $ 3,500 3,500 111.25 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 788,555 788,555 $ $ 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ 764,022 764,022 $ $ REV VS ADPT VAR % N/A N/A $ 1,600 1,600 248.35 $ (1,900) (1,900) (137.10) 389,372 389,372 $ $ 397,353 397,353 $ $ 7,981 7,981 2.0% 2.0% 389,372 389,372 $ $ 397,353 397,353 $ $ (7,981) (7,981) -2.0% -2.0% Expenditure Activity Narrative: The number of home visits planned and provided (demand and output) are far below FY 2009-10 Revised levels, but are consistent with the FY 2009-10 Forecast. The increase in expenditures is due the calculation of the indirect rate for FY 2010-11 which is lower than the FY 200910 indirect rate. The future of this program is uncertain as the grant may be eliminated next year as a part of State budget cuts. Nurse-Family Partnerships Activity The purpose of the Nurse-Family Partnerships Activity is to provide nurse home visits to low income, first-time parents in the South Phoenix Regional Council area so they can improve their prenatal health and provide competent care giving. Mandates: This is a non-mandated Activity. Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of families achieving case compliance as evidenced by number of pregnant mothers receiving regular prenatal care of infants receiving well care Number of home visits received Anticipated number of home visits requested Expenditure per home visit received FY 2009 ACTUAL N/A FY 2010 REVISED N/A N/A N/A N/A FY 2011 ADOPTED 85.0% N/A N/A N/A $ REV VS ADPT VAR % N/A N/A 1,800 1,800 505.05 N/A N/A N/A N/A N/A N/A 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ - $ $ 952,129 952,129 $ $ 909,091 909,091 $ $ (43,038) (43,038) -4.5% -4.5% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ - $ $ 952,129 952,129 $ $ 909,091 909,091 $ $ 43,038 43,038 4.5% 4.5% Expenditure Activity Narrative: The Activity measures are new in FY 2010-11 not allowing for a valid historical comparison. Parent Support Activity The purpose of the Parent Support Activity is to provide parenting education and case management to parents/caregivers so they can enhance parenting knowledge, skills, and behaviors. 717 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Health Mandates: This is a non-mandated Activity. Measure Type Result Output Demand Efficiency Revenue Measure Description Percent individuals who made improvement on goals as measured by post-intervention evaluation Number educational services received Number educational services requested Cost per educational service received FY 2009 ACTUAL 91.7% $ 229 229 205.02 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ FY 2010 REVISED 90.0% $ 350 500 351.88 36,967 36,967 $ $ 46,949 46,949 $ $ FY 2011 ADOPTED 90.0% $ 500 575 191.38 123,159 123,159 $ $ 123,159 123,159 $ $ REV VS ADPT VAR % 0.0% 0.0% $ 150 75 160.50 42.9% 15.0% 45.6% 95,691 95,691 $ $ (27,468) (27,468) -22.3% -22.3% 95,691 95,691 $ $ 27,468 27,468 22.3% 22.3% Expenditure Activity Narrative: The decrease in expenditures are due to a FY 2009-10 spend down of carryover. The former Choice for Families grant was terminated and the new activity is supported by a First Things First grant. The output, number of education services received, was artificially low in FY 2009-10 due to a delay in hiring staff for the activity because of uncertainty of funding. Healthy Start Activity The purpose of the Healthy Start Activity is to provide case management and education to perinatal women and their families and education to community members so they can access and adequately utilize health care and social services to promote and improve maternal/child health and birth outcomes. Mandates: This is a non-mandated Activity. 718 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Result Output Output Demand Demand Efficiency Department Strategic Plans and Budgets Public Health Measure FY 2009 FY 2010 FY 2011 Description ACTUAL REVISED ADOPTED Percent of women receiving adequate number N/A 75.0% 85.0% of prenatal care visits (as per American College of Obstetrics & Gynecology (ACOG) standards) Percent of infants receiving adequate N/A 80.0% 100.0% immunizations (as per American Academy of Pediatrics (AAP) standards) Percent of eligible community members N/A 50.0% 100.0% receiving educational services Number of case management services 22,895 200 400 received Number of maternal/child health educational N/A 15,000 180 sessions received Anticipated number case management 22,895 200 400 services requested Anticipated number community based N/A 15,000 180 maternal/child health educational sessions requested Cost per case management service received $ 3.85 $ 4,064.67 $ 2,013.34 $ REV VS ADPT VAR % 10.0% 13.3% 20.0% 25.0% 50.0% 100.0% 200 100.0% (14,820) 200 (14,820) 2,051.33 -98.8% 100.0% -98.8% 50.5% Revenue 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 353,603 353,603 $ $ 812,933 812,933 $ $ 805,334 805,334 $ $ (7,599) (7,599) -0.9% -0.9% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ 367,631 367,631 $ $ 812,933 812,933 $ $ 805,334 805,334 $ $ 7,599 7,599 0.9% 0.9% Expenditure Teen Pregnancy Prevention Activity The purpose of the Teen Pregnancy Prevention Activity is to provide education and service learning opportunities to youth so they can improve their ability to make healthy decisions. Mandates: This is a non-mandated Activity. Measure Type Result Measure Description Percent youth who report an increased ability to make healthy decisions as measured by the pre- and post-Youth Development Inventory Output Demand Efficiency Revenue Number youth educated Anticipated number youth to be educated Cost per youth educated FY 2009 ACTUAL N/A FY 2010 REVISED N/A N/A N/A N/A $ 60 80 3,371.50 FY 2011 ADOPTED 64.7% REV VS ADPT VAR % N/A N/A $ 170 170 1,142.96 $ 110 90 2,228.54 183.3% 112.5% 66.1% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ - $ $ 202,290 202,290 $ $ 194,303 194,303 $ $ (7,987) (7,987) -3.9% -3.9% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ - $ $ 202,290 202,290 $ $ 194,303 194,303 $ $ 7,987 7,987 3.9% 3.9% Expenditure Activity Narrative: The anticipated number of youth educated (demand) and number of youth educated (output) appear to be significantly above FY 2009-10 levels but are in line with the forecasted measures. The grant award itself is remaining flat, however the decrease in revenue and expenditures is due to a change in the indirect rate applied each year, which occurs in January. 719 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Health Healthcare for the Homeless Program The purpose of the Healthcare for the Homeless Program is to provide integrated medical and behavioral health services, in a holistic manner, to homeless individuals in Maricopa County so they can receive primary care in order to achieve an optimal level of health. Program Results Measure Description Percent of visits made in the clinic FY 2009 ACTUAL N/A FY 2010 REVISED 97.0% FY 2011 ADOPTED 58.0% REV VS ADPT VAR % (39.0%) -40.2% Activities that comprise this program include: • Healthcare for the Homeless Healthcare for the Homeless Activity The purpose of the Healthcare for the Homeless Activity is to provide integrated medical and behavioral health services, in a holistic manner, to homeless individuals in Maricopa County so they can receive primary care in order to achieve an optimal level of health. Mandates: This is a non-mandated Activity. Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of visits made in the clinic Number of client contacts Anticipated number of client contacts Cost per client contact FY 2009 FY 2010 FY 2011 ACTUAL REVISED ADOPTED N/A 97.0% 58.0% 25,346 26,500 39,132 26,617 27,288 40,176 $ 85.53 $ 127.40 $ 80.12 $ REV VS ADPT VAR % (39.0%) -40.2% 12,632 47.7% 12,888 47.2% 47.28 37.1% 265 - PUBLIC HEALTH FEES 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 2,177,771 $ 2,177,771 280,360 3,095,813 $ 3,376,173 3,135,362 $ 3,135,362 $ (280,360) 39,549 (240,811) -100.0% 1.3% -7.1% 265 - PUBLIC HEALTH FEES 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ $ $ 280,359 (39,549) 240,810 100.0% -1.3% 7.1% $ $ $ Expenditure 2,167,882 $ 2,167,882 280,359 3,095,813 $ 3,376,172 3,135,362 $ 3,135,362 $ Operating Adjustment: Public Health Fee Fund (265) • Decrease revenue and expenditures $280,360 due to lower than anticipated fee collection in prior years. Activity Narrative: The demand (anticipated number of client contacts) and the output (number of client contact) are in line with FY 2009-10 levels. The increased output is allowing the department to experience great efficiency (cost per client contact). In FY 2009-10 program income was placed in the Public Health Fee Fund (265). During FY 2009-10 grant true-up, the revenue was moved back to the grant fund under the advisement of Finance and OMB. The FY 2009-10 Revised budget was not reduced to reflect this change. 720 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Health HIV Services Program The purpose of the HIV Services program is to provide identification, screening, testing and referral to individuals at risk for or infected with HIV so they can seek HIV care if necessary and reduce the spread of HIV in the community. Program Results Measure Description Percent of clients who are positive who are referred for care within 30 working days Percent of cases closed within 30 business days Percent of cases where at least one contact was notified of exposure FY 2009 ACTUAL 100.0% FY 2010 REVISED 80.0% FY 2011 ADOPTED 50.0% 97.5% 95.5% 71.4% (24.1%) -25.2% N/A 40.2% 35.7% (4.5%) -11.2% Activities that comprise this program include: • HIV Counseling & Testing • REV VS ADPT VAR % (30.0%) -37.5% HIV Surveillance & Investigation HIV Counseling & Testing Activity The purpose of the HIV Counseling & Testing Activity is to provide counseling and testing services for people at risk for HIV infection so they can be tested and referred for services in a timely manner. Mandates: AZ Admin Code R9-6-339 mandates the procedures that the State Department of Health expects from the county, if the county selects to engage in HIV testing. ARS §36-663 mandates that if the county engages in HIV testing, that it follow certain procedures and maintain specific confidentiality standards in regards to the tests. ARS §36-663 also mandates HIV counseling following any positive test. ARS §36-664 mandates the confidentiality requirements that the Public Health Department must adhere to concerning communicable diseases. Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of clients who are positive who are referred for care within 30 working days Number client visits Anticipated number client visits Cost per client visit FY 2009 ACTUAL 100.0% $ 1,794 19,885 139.70 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ FY 2010 REVISED 80.0% $ 1,500 1,500 359.35 287,372 287,372 $ $ 422,543 422,543 $ $ FY 2011 ADOPTED 50.0% $ 2,000 2,000 247.22 539,031 539,031 $ $ 539,031 539,031 $ $ REV VS ADPT VAR % (30.0%) -37.5% $ 500 500 112.14 33.3% 33.3% 31.2% 494,430 494,430 $ $ (44,601) (44,601) -8.3% -8.3% 494,430 494,430 $ $ 44,601 44,601 8.3% 8.3% Expenditure Activity Narrative: Expenditures are decreasing due to a reduction in the State portion of the grant. FY 2010-11 demand (anticipated number of client visits) and output (number of client visits) are in line with FY 2009-10 Forecast. The reduction in expenditures, while maintaining the same level of service, will have a positive effect on efficiency. 721 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Health HIV Surveillance & Investigation Activity The purpose of the HIV Surveillance & Investigation Activity is to provide case review and follow up to individuals who are reported or suspected of having been infected with HIV so they can be tested and referred for services in a timely manner. Mandates: AZ Admin Code R9-6-339 mandates the procedures that the State Department of Health expects from the county, if the county selects to engage in HIV testing. Measure Type Result Result Output Demand Efficiency Revenue Measure Description Percent of cases closed within 30 business days Percent of cases where at least one contact was notified of exposure Number of positive HIV cases investigated Number of positive HIV case reports received FY 2009 ACTUAL 97.5% FY 2010 REVISED 95.5% FY 2011 ADOPTED 71.4% N/A 40.2% 35.7% (4.5%) -11.2% 696 900 700 1,100 4 200 0.6% 22.2% 1,058 1,065 REV VS ADPT VAR % (24.1%) -25.2% Cost per positive HIV case investigated $ 119.54 $ 406.78 $ 217.77 $ 189.01 46.5% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 145,541 145,541 $ $ 283,116 283,116 $ $ 152,439 152,439 $ $ (130,677) (130,677) -46.2% -46.2% 100 - GENERAL 532 - PUBLIC HEALTH GRANTS TOTAL USES $ (217) $ 187,058 186,841 $ 283,116 283,116 $ 152,439 152,439 $ 130,677 130,677 N/A 46.2% 46.2% Expenditure $ $ $ Activity Narrative: Expenditures are decreasing due to a reduction in the State portion of the grant. FY 2010-11 demand (number of positive HIV care reports received) and output (number of positive HIV cases investigated.) are in line with FY 2009-10 Forecast. The increased output will allow the activity to experience greater efficiency (cost per client visit). Immunization Services Program The purpose of Immunization Services Program is to provide immunizations to eligible children and adults, and education to immunization providers, so they can avoid the contracting and spreading of vaccine-preventable diseases amongst themselves or their clients. Program Results Measure Description Percent of clients choosing to receive all recommended vaccines for travel Percent of children 0-2 years old receiving full complement of immunizations Percent of children aged 2-5 in child care facilities that are up-to-date with all required immunizations Percent of children >5 in schools that are up-todate with all the immunizations required to attend school FY 2009 ACTUAL 90.9% FY 2010 REVISED 90.0% FY 2011 ADOPTED 85.0% 49.0% 45.0% 55.0% 10.0% 22.2% N/A 90.0% 90.7% 0.7% 0.7% N/A 94.0% 94.4% 0.4% 0.4% Activities that comprise this program include: 722 REV VS ADPT VAR % (5.0%) -5.6% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget • Department Strategic Plans and Budgets Public Health • • Adult Immunization & Foreign Travel Services Immunization Education Childhood Immunizations Adult Immunization & Foreign Travel Services Activity The purpose of the Adult Immunization and Foreign Travel Services Activity is to provide recommended immunizations to individuals so they can avoid contracting a variety of preventable diseases. Mandates: This is a non-mandated Activity. Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of clients choosing to receive all recommended vaccines for travel Number of immunizations provided Number of immunizations anticipated Cost per immunization provided FY 2009 ACTUAL 90.9% $ 8,087 8,088 36.05 265 - PUBLIC HEALTH FEES TOTAL SOURCES $ $ 265 - PUBLIC HEALTH FEES TOTAL USES $ $ FY 2010 REVISED 90.0% $ 7,500 7,500 46.67 273,101 273,101 $ $ 291,506 291,506 $ $ FY 2011 ADOPTED 85.0% $ 3,000 3,000 90.00 350,000 350,000 $ $ 350,000 350,000 $ $ REV VS ADPT VAR % (5.0%) -5.6% $ (4,500) (4,500) (43.33) -60.0% -60.0% -92.9% 270,000 270,000 $ $ (80,000) (80,000) -22.9% -22.9% 270,000 270,000 $ $ 80,000 80,000 22.9% 22.9% Expenditure Operating Adjustment: Public Health Fee Fund (265) • Decrease revenue and expenditures $80,000 due to decrease in demand. Activity Narrative: The number of immunizations anticipated (demand) and provided (output) are lower in FY 2010-11 based on the FY 2009-10 forecasted experience. In FY 2008-09 immunizations received in the Refugee clinic were inappropriately counted as Adult Immunizations. This leads to the appearance of a large decrease in demand and output. Demand is also down due to the State no longer offering a majority of the immunizations at no charge. Childhood Immunizations Activity The purpose of the Childhood Immunizations Activity is to provide immunizations to children 0 to 18 so they can avoid contracting and spreading vaccine-preventable diseases. Mandates: ARS §36-671-674 outlines the tobacco tax account and specifies that a certain percentage of the revenues may be used by the state to contract with counties for the treatment of preventable diseases in children. AZ Admin Code R9-6-703 requires the county health department to immunize any child for the diseases listed and upon request of the parent or guardian. 723 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of children 0-2 years old receiving full complement of immunizations Number of immunizations provided Number of immunizations anticipated Cost per immunization Department Strategic Plans and Budgets Public Health FY 2009 ACTUAL 49.0% $ 275,724 275,724 10.17 $ FY 2010 REVISED 45.0% 319,968 319,968 9.89 $ $ FY 2011 ADOPTED 55.0% $ 300,000 300,000 11.60 $ REV VS ADPT VAR % 10.0% 22.2% $ 265 - PUBLIC HEALTH FEES 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES 1,898,103 $ 1,898,103 200,000 2,094,755 $ 2,294,755 100,000 2,377,181 $ 2,477,181 $ 100 - GENERAL 265 - PUBLIC HEALTH FEES 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 1,100,563 1,704,148 $ 2,804,711 $ $ 1,003,031 100,000 2,377,181 $ 3,480,212 $ $ (19,968) (19,968) (1.71) -6.2% -6.2% -17.3% (100,000) 282,426 182,426 -50.0% 13.5% 7.9% (133,695) 100,000 (282,426) (316,121) -15.4% 50.0% -13.5% -10.0% Expenditure 869,336 200,000 2,094,755 $ 3,164,091 $ Operating Adjustment: Public Health Fee Fund (265) • Decrease revenue and expenditures $100,000 due to lower demand and related fee collection. Activity Narrative: FY 2009-10 was an outlier year for demand (number of immunizations anticipated) and output (number of immunizations provided) due to H1N1. Immunization Education Activity The purpose of the Immunization Education Activity is to provide education and training to school staff, day care providers, immunization providers and members of the community so they can increase immunization rates for their clients. Mandates: ARS §36-673 mandates that the local health department provide all required immunizations for school children attending school, train school nurses upon request of schools to administer immunizations, and coordinate with schools to ensure compliance with required immunizations. Measure Type Result Result Output Demand Efficiency Revenue Measure Description Percent of children aged 2-5 in child care facilities that are up-to-date with all required immunizations Percent of children >5 in schools that are up-todate with all the immunizations required to attend school Number individuals educated Anticipated number individuals to be educated FY 2009 ACTUAL N/A FY 2010 REVISED 90.0% FY 2011 ADOPTED 90.7% N/A 94.0% 94.4% 1,200 1,200 2,200 2,200 1,615 1,615 REV VS ADPT VAR % 0.7% 0.7% 0.4% 0.4% 1,000 1,000 83.3% 83.3% Cost per individual educated $ 59.08 $ 82.74 $ 44.57 $ 38.17 46.1% 100 - GENERAL TOTAL SOURCES $ $ 960 960 $ $ - $ $ - $ $ - N/A N/A 100 - GENERAL TOTAL USES $ $ 95,407 95,407 $ $ 99,282 99,282 $ $ 98,049 98,049 $ $ 1,233 1,233 1.2% 1.2% Expenditure Activity Narrative: The Activity has seen a marked increase in demand that is not able to be explained. However, the Activity can handle the additional demand without adding staff. The demand is 724 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Health not linear and therefore difficult to forecast from year to year. Forecasted demand and output are at 2,087 individuals anticipated to be educated and educated, respectively. Infectious Disease Control Program The purpose of the Infectious Disease Control Program is to provide identification, screening, treatment and education to clients with or suspected with identified communicable diseases so they can be disease free and avoid spreading them to uninfected individuals. Program Results Measure Description Percent of syphilis screening results reported within 1 working day Percent of people confirmed with Hansen's Disease receiving treatment Percent of refugees screened within 30 days of arrival in the country Percent of clients who test positive for a STD Percent of clients testing positive who received treatment Percent of cases and contacts referred within 24 hours Percent case investigations closed within 7 business days Percent of case investigations started within 7 business days Percent of clients who complete treatment within three months of the treatment goal REV VS ADPT VAR % 5.0% 5.3% FY 2009 ACTUAL N/A FY 2010 REVISED 95.0% FY 2011 ADOPTED 100.0% N/A 100.0% 100.0% 0.0% 0.0% N/A 90.0% 80.0% (10.0%) -11.1% 21.0% N/A 15.0% 95.0% 20.0% 92.9% 5.0% (2.2%) 33.3% -2.3% 100.0% 50.0% 44.4% (5.6%) -11.1% N/A 73.0% 66.7% (6.3%) -8.7% N/A 90.0% 90.0% 0.0% 0.0% N/A 90.0% 100.0% 10.0% 11.1% Activities that comprise this program include: • Public Health Laboratory • Hansen’s Disease Treatment • STD Examinations and Treatment • Tuberculosis Surveillance & Investigation • • • Physical Health Screening for Refugees STD Case Surveillance & Investigation Tuberculosis Testing & Treatment Public Health Laboratory Activity The purpose of the Public Health Laboratory Activity is to provide specific lab results to select healthcare providers so they can make a definitive diagnosis and treat patient health conditions. Mandates: This is a non-mandated Activity. 725 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Demand Efficiency Expenditure Measure Description Percent of syphilis screening results reported within 1 working day Number of lab test results reported Number of lab tests requested Cost per lab test 100 - GENERAL TOTAL USES Department Strategic Plans and Budgets Public Health FY 2009 ACTUAL N/A $ 165,199 165,199 2.89 $ $ 476,728 476,728 FY 2010 REVISED 95.0% $ 172,000 172,000 3.00 $ $ 515,907 515,907 FY 2011 ADOPTED 100.0% REV VS ADPT VAR % 5.0% 5.3% $ 150,000 150,000 3.36 $ (22,000) (22,000) (0.36) $ $ 504,359 504,359 $ $ 11,548 11,548 -12.8% -12.8% -12.1% 2.2% 2.2% Activity Narrative: The decrease in demand is not related to a specific cause. Some tests have been combined with other or deleted all together. Some grants and programs that submitted tests are no longer in operation. Budgeted measures and expenditures are in line with the FY 2009-10 forecasted experience. Hansen’s Disease Treatment Activity The purpose of the Hansen’s Disease Treatment Activity is to provide treatment to individuals suspected or confirmed with Hansen’s Disease so they can be cured and thus avoid spreading the disease in the community. Mandates: This is a non-mandated Activity. Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of people confirmed with Hansen's Disease receiving treatment Number of people receiving treatment Number of people requesting treatment Cost per person treated FY 2009 ACTUAL N/A $ 62 62 411.44 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ FY 2010 REVISED 100.0% $ 70 70 448.31 27,289 27,289 $ $ 25,509 25,509 $ $ FY 2011 ADOPTED 100.0% $ 70 70 465.07 31,382 31,382 $ $ 31,382 31,382 $ $ REV VS ADPT VAR % 0.0% 0.0% $ (16.76) 0.0% 0.0% -3.7% 32,555 32,555 $ $ 1,173 1,173 3.7% 3.7% 32,555 32,555 $ $ (1,173) (1,173) -3.7% -3.7% Expenditure Physical Health Screening for Refugees Activity The purpose of the Physical Health Screening for Refugees Activity is to screen newly-arrived refugees in Maricopa County so they can meet the deadlines established by the federal government for diagnosis of a communicable disease and thus remain in the country. Mandates: This is a non-mandated Activity. 726 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of refugees screened within 30 days of arrival in the country Number of refugees screened Number of refugees presenting for screening Cost per refugee screened Department Strategic Plans and Budgets Public Health FY 2009 ACTUAL N/A 4,048 4,457 383.87 $ $ FY 2010 REVISED 90.0% $ 3,500 3,500 586.51 $ FY 2011 ADOPTED 80.0% $ 3,500 3,500 551.93 $ REV VS ADPT VAR % (10.0%) -11.1% $ 265 - PUBLIC HEALTH FEES 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES 47,095 1,773,040 $ 1,820,135 39,000 1,937,460 $ 1,976,460 14,000 1,834,363 $ 1,848,363 $ $ 100 - GENERAL 265 - PUBLIC HEALTH FEES 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ $ $ 34.58 0.0% 0.0% 5.9% (25,000) (103,097) (128,097) -64.1% -5.3% -6.5% (7,069) 25,000 103,097 121,028 -9.3% 64.1% 5.3% 5.9% Expenditure 73,014 14,715 1,466,187 $ 1,553,916 76,328 39,000 1,937,460 $ 2,052,788 83,397 14,000 1,834,363 $ 1,931,760 $ Operating Adjustment: Public Health Fee Fund (265) • Decrease revenue and expenditures $25,000 due to lower than anticipated fee collection in prior years. Activity Narrative: Lower than expected demand has led to a decrease in fee collection and therefore expenditures have been decreased as well. The decrease in demand can be seen when comparing FY 2008-09 to FY 2009-10 forecast and subsequently the FY 2010-11 budget. STD Examinations and Treatment Activity The purpose of the STD Examinations & Treatment Activity is to provide exams, diagnosis and treatment services to people who have or may have contracted an STD so that they can be disease free. Mandates: AZ Admin Code R9-6-312 requires that the local health agency treat anyone potentially exposed to Chlamydia for the disease. R9-6-330 requires that the local health agency treat anyone potentially exposed to gonorrhea for the disease. R9-6-368 requires that the local health agency treat anyone potentially exposed to syphilis for the disease. Measure Type Result Result Output Demand Efficiency Revenue Measure Description Percent of clients who test positive for a STD Percent of clients testing positive who received treatment Number of STD client visits Anticipated number of STD client visits Cost per client visit FY 2009 ACTUAL 21.0% N/A $ $ 17,358 18,134 57.49 265 - PUBLIC HEALTH FEES 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES 285,356 54,012 339,368 $ 100 - GENERAL 265 - PUBLIC HEALTH FEES 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 1,081,826 226,785 53,587 $ 1,362,198 FY 2010 REVISED 15.0% 95.0% $ $ $ 17,500 18,000 85.78 270,000 113,000 383,000 FY 2011 ADOPTED 20.0% 92.9% $ $ $ 17,500 18,000 85.22 270,000 113,000 383,000 REV VS ADPT VAR % 5.0% 33.3% (2.2%) -2.3% $ $ $ 0.55 0.0% 0.0% 0.6% - 0.0% 0.0% 0.0% 9,671 9,671 0.9% 0.0% 0.0% 0.6% Expenditure 727 $ 1,118,088 270,000 113,000 $ 1,501,088 $ 1,108,417 270,000 113,000 $ 1,491,417 $ $ Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Health STD Case Surveillance and Investigation Activity The purpose of the STD Case Surveillance & Investigation Activity is to provide case reviews and follow up to individuals who are positive for an STD or who are suspected of having been exposed to an STD so they can be referred for treatment in a timely manner. Mandates: AZ Admin Code R9-6-312 requires that the local health agency treat anyone potentially exposed to Chlamydia for the disease. R9-6-330 requires that the local health agency treat anyone potentially exposed to gonorrhea for the disease. R9-6-368 requires that the local health agency treat anyone potentially exposed to syphilis for the disease. Measure Type Result Result Output Demand Efficiency Revenue Measure Description Percent of cases and contacts referred within 24 hours Percent case investigations closed within 7 business days Number cases that were investigated Number of positive STD case reports received Cost per positive STD report investigated FY 2009 ACTUAL 100.0% FY 2010 REVISED 50.0% FY 2011 ADOPTED 44.4% N/A 73.0% 66.7% $ 7.44 $ 168.18 $ 214.63 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 306,724 306,724 $ $ 320,717 320,717 $ $ 100 - GENERAL 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 603,363 293,562 896,925 $ 622,749 320,717 943,466 $ 17,135 17,135 5,610 17,000 REV VS ADPT VAR % (5.6%) -11.1% (6.3%) -8.7% (1,110) 500 -19.8% 2.9% $ (46.46) -27.6% 303,426 303,426 $ $ (17,291) (17,291) -5.4% -5.4% 662,418 303,426 965,844 $ (39,669) 17,291 (22,378) -6.4% 5.4% -2.4% 4,500 17,500 Expenditure $ $ $ $ Activity Narrative: FY 2009-10 output is forecasted at 4,500 cases investigated. The budget is in line with forecast. Tuberculosis Surveillance and Investigation Activity The purpose of the Tuberculosis Surveillance & Investigation Activity is to provide contact investigations to people who were exposed to a case of TB so they can be screened, tested, evaluated and treated. Mandates: ARS §36-717 mandates that the local board of health provide for the care and control of tuberculosis in the county. ARS §36-718-738 mandates the procedures, authorities, and requirements for the local board of health in the care and control of tuberculosis in the county. AZ Admin Code R9-6373 outlines the requirements the county must follow for the control of tuberculosis cases. 728 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of case investigations started within 7 business days Number of positive cases investigated Number of positive cases reported Cost per case investigation Department Strategic Plans and Budgets Public Health FY 2009 ACTUAL N/A $ 295 916 1,423.66 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 100 - GENERAL 532 - PUBLIC HEALTH GRANTS TOTAL USES $ FY 2010 REVISED 90.0% $ 500 1,000 146.00 2,118 2,118 $ $ 387,884 32,095 419,979 $ FY 2011 ADOPTED 90.0% REV VS ADPT VAR % 0.0% 0.0% $ 150 1,000 2,022.38 $ - $ $ - $ $ 73,000 73,000 $ 303,357 303,357 $ (350) -70.0% 0.0% (1,876.38) -1285.2% - N/A N/A Expenditure $ $ $ $ (230,357) (230,357) -315.6% N/A -315.6% Activity Narrative: The large increase in expenditures is due to a shift in funding for Epidemiological Reporting and Single Case investigations and Interventions personnel that were moved to Tuberculosis Surveillance and Investigations. The FY 2009-10 Revised output (Number if positive cases investigated) was reported incorrectly and should be at 150, not 500. Tuberculosis Testing and Treatment Activity The purpose of the Tuberculosis Testing & Treatment Activity is to provide identification of individuals who have TB infection or individuals who have been exposed to TB infection and to provide screening and treatment so they can be free of TB and reduce the spread of the disease in the community. Mandates: ARS §36-717 mandates that the local board of health provide for the care and control of tuberculosis in the county. ARS §36-718-738 mandates the procedures, authorities, and requirements for the local board of health in the care and control of tuberculosis in the county. AZ Admin Code R9-6373 outlines the requirements the county must follow for the control of tuberculosis cases. Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of clients who complete treatment within three months of the treatment goal Number of clinic visits Anticipated number clinic visits Cost per clinic visit FY 2009 ACTUAL N/A FY 2010 REVISED 90.0% N/A 9,073 N/A $ 265 - PUBLIC HEALTH FEES 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 92,857 843,861 936,718 $ 100 - GENERAL 265 - PUBLIC HEALTH FEES 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 1,770,578 75,822 580,247 $ 2,426,647 $ $ 9,000 9,000 252.29 83,000 640,073 723,073 FY 2011 ADOPTED 100.0% $ $ $ 9,000 9,000 233.37 83,000 527,802 610,802 REV VS ADPT VAR % 10.0% 11.1% $ $ $ 18.93 0.0% 0.0% 7.5% (112,271) (112,271) 0.0% -17.5% -15.5% (6,908) 65,000 112,271 170,363 -0.5% 43.9% 17.5% 7.5% Expenditure $ 1,482,579 148,000 640,073 $ 2,270,652 $ 1,489,487 83,000 527,802 $ 2,100,289 $ $ Promoting Healthy Lifestyles Program The purpose of the Promoting Healthy Lifestyles Program is to provide education to children and adults so they can incorporate physical activity, physical safety, and healthy eating habits into their daily lives to prevent injury, obesity, and nutrition-related disorders. 729 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Health Program Results Measure Description Percent of students educated who incorporate physical activity into their daily lives Percent change in vegetable consumption Percent change in daily consumption of calcium-containing dairy foods Percent change in identification of correct daily value for calcium Percent change in identification of foods containing calcium Percent change in physical activity Percent of food drafts redeemed Percent women participating who increase their number of steps by 2,000 per day Percent women participating who make at least one improvement to their dietary quality Percent of people who indicate they always use a car seat to protect their child(ren) from injury REV VS ADPT VAR % N/A N/A FY 2009 ACTUAL 4.4% FY 2010 REVISED N/A FY 2011 ADOPTED 30.0% N/A N/A 7.0% 24.0% N/A 26.0% N/A 2.0% N/A 8.3% N/A 50.0% 60.0% 10.0% 20.0% N/A 15.0% 20.0% 5.0% 33.3% N/A N/A N/A 27.0% 89.0% 60.0% 16.0% 85.6% 60.0% (11.0%) (3.4%) 0.0% -40.7% -3.8% 0.0% N/A 60.0% 60.0% 0.0% 0.0% 96.9% 93.9% 96.9% 3.1% 3.3% Activities that comprise this program include: • Promoting Lifetime Activity for Youth • Women Infants and Children • Child Passenger Safety • • Supplemental Nutrition Assistance Education and Intervention Women Together for Health Promoting Lifetime Activity for Youth Activity The purpose of the Promoting Lifetime Activity for Youth (PLAY) Activity is to provide education to students in grades four through eight so they can incorporate physical activity into their daily lives to prevent obesity. Mandates: This is a non-mandated Activity. Measure Type Result Measure Description Percent of students educated who incorporate physical activity into their daily lives Output Demand Number of students educated Anticipated number of students to be educated Cost per student educated $ 3.31 $ 53.66 $ 45.81 $ 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 150,257 150,257 $ $ 160,993 160,993 $ $ 114,537 114,537 $ $ (46,456) (46,456) -28.9% -28.9% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ 104,262 104,262 $ $ 160,993 160,993 $ $ 114,537 114,537 $ $ 46,456 46,456 28.9% 28.9% Efficiency Revenue FY 2009 ACTUAL 4.4% FY 2010 REVISED N/A 31,463 2,622 FY 2011 ADOPTED 30.0% 3,000 750 REV VS ADPT VAR % N/A N/A 2,500 625 (500) (125) -16.7% -16.7% 7.85 14.6% Expenditure Activity Narrative: The reduction in expenditures follows the 16.7% decline in the anticipated number of students to be educated. 730 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Health Supplemental Nutrition Assistance Education and Intervention Activity The purpose of the Supplemental Nutrition Assistance Education & Intervention Activity is to provide nutrition education and intervention to low-income adults and their children in eligible school settings so they can incorporate healthy eating habits and physical activity into their daily lives. Mandates: This is a non-mandated Activity. Measure Type Result Result Result Result Result Output Output Demand Demand Efficiency Revenue Measure FY 2009 FY 2010 FY 2011 Description ACTUAL REVISED ADOPTED Percent change in vegetable consumption N/A 7.0% N/A Percent change in daily consumption of N/A 24.0% 26.0% calcium-containing dairy foods Percent change in identification of correct N/A 50.0% 60.0% daily value for calcium Percent change in identification of foods N/A 15.0% 20.0% containing calcium Percent change in physical activity N/A 27.0% 16.0% Number adults and children educated 7,008 6,001 6,000 Number children receiving nutrition education N/A 5,000 from their teachers Anticipated number adults and children 7,008 6,001 6,000 educated Anticipated number children receiving nutrition N/A 5,000 education from their teachers Cost per adult/child educated $ 88.11 $ 110.01 $ 125.54 $ 265 - PUBLIC HEALTH FEES 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 15,252 167,134 182,386 $ $ $ 12,600 349,235 361,835 $ $ 16,400 409,976 426,376 $ 326,843 16,400 409,976 753,219 $ $ REV VS ADPT VAR % N/A N/A 2.0% 8.3% 10.0% 20.0% 5.0% 33.3% (11.0%) (1) 5,000 -40.7% -0.0% N/A (1) -0.0% 5,000 N/A (15.53) -14.1% 3,800 60,741 64,541 30.2% 17.4% 17.8% (28,503) (3,800) (60,741) (93,044) -9.6% -30.2% -17.4% -14.1% Expenditure 100 - GENERAL 265 - PUBLIC HEALTH FEES 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 284,903 13,870 318,721 617,494 $ $ $ 298,340 12,600 349,235 660,175 $ $ $ Operating Adjustment: Public Health Fee Fund (265) • Increase revenue and expenditures $3,800. Women Infants and Children Activity The purpose of the Women, Infants & Children Activity is to provide supplemental food and nutrition education for pregnant, breastfeeding, postpartum women, infants and children (up to age five) so they can redeem their food drafts and adopt lifetime nutrition habits for better nutritional/health status. Mandates: This is a non-mandated Activity. 731 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Demand Efficiency Revenue Department Strategic Plans and Budgets Public Health Measure Description Percent of food drafts redeemed Number client encounters Anticipated number client encounters Cost per client encounter FY 2009 FY 2010 FY 2011 ACTUAL REVISED ADOPTED N/A 89.0% 85.6% 1,067,699 1,080,000 1,090,000 1,067,699 1,080,000 1,090,000 $ 8.48 $ 10.56 $ 9.83 $ REV VS ADPT VAR % (3.4%) -3.8% 10,000 0.9% 10,000 0.9% 0.73 6.9% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 8,815,369 $ 8,815,369 $ 11,403,441 $ 11,403,441 $ 10,711,217 $ 10,711,217 $ $ (692,224) (692,224) -6.1% -6.1% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 9,058,977 $ 9,058,977 $ 11,403,441 $ 11,403,441 $ 10,711,217 $ 10,711,217 $ $ 692,224 692,224 6.1% 6.1% Expenditure Activity Narrative: FY 2009-10 expenditures included one-time funding in the amount of $870,000 for the 7th Avenue WIC site. Women Together for Health Activity The purpose of the Women Together for Health Activity is to provide education to women of childbearing age so they can incorporate healthier eating habits and increased physical activity into their daily lives. Mandates: This is a non-mandated Activity. Measure Type Result Result Output Demand Efficiency Revenue Measure Description Percent women participating who increase their number of steps by 2,000 per day Percent women participating who make at least one improvement to their dietary quality Number women educated Anticipated number of women to be educated Cost per woman educated FY 2009 ACTUAL N/A FY 2010 REVISED 60.0% FY 2011 ADOPTED 60.0% N/A 60.0% 60.0% 0.0% 0.0% $ 500 500 9.31 14.3% 14.3% 9.0% $ 4,490 4,490 87.03 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ REV VS ADPT VAR % 0.0% 0.0% $ 3,500 3,500 103.59 $ 4,000 4,000 94.28 628,946 628,946 $ $ 362,578 362,578 $ $ 377,121 377,121 $ $ 14,543 14,543 4.0% 4.0% 390,770 390,770 $ $ 362,578 362,578 $ $ 377,121 377,121 $ $ (14,543) (14,543) -4.0% -4.0% Expenditure Child Passenger Safety Activity The purpose of the Child Passenger Safety Activity is to provide child passenger safety education to families with children under the age of 18 so they can prevent injury due to vehicular collisions. Mandates: This is a non-mandated Activity. 732 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of people who indicate they always use a car seat to protect their child(ren) from injury Number people educated Anticipated number of people to be educated Department Strategic Plans and Budgets Public Health FY 2009 ACTUAL 96.9% FY 2010 REVISED 93.9% 5,107 5,107 FY 2011 ADOPTED 96.9% 4,499 4,499 REV VS ADPT VAR % 3.1% 3.3% 8,000 8,000 3,501 3,501 77.8% 77.8% Cost per person educated $ 33.38 $ 225.39 $ 126.91 $ 98.48 43.7% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 11,129 11,129 $ $ 847,489 847,489 $ $ 846,170 846,170 $ $ (1,319) (1,319) -0.2% -0.2% 100 - GENERAL 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 162,160 36,310 198,470 $ 166,547 847,489 $ 1,014,036 $ 169,147 846,170 $ 1,015,317 $ (2,600) 1,319 (1,281) -1.6% 0.2% -0.1% Expenditure $ $ Activity Narrative: Fiscal Year 2009-10 Forecasted demand (anticipated number of people to be educated) and output (Number of people educated) are 6,000. The FY 2010-11 budget reflects a full year’s use of the new First Things First grants. Public Health Emergency Management Program The purpose of the Public Health Emergency Management Program is to provide preparedness plans, training, exercises and education to Maricopa County residents and community partners so they can successfully respond to a public health emergency. Program Results Measure Description Percent of those trained who indicate understanding of their roles and Percent of exercise evaluations rated as good or excellent FY 2009 ACTUAL 100.0% FY 2010 REVISED 100.0% FY 2011 ADOPTED 100.0% 12.5% 74.7% 75.1% REV VS ADPT VAR % 0.0% 0.0% 0.3% 0.5% Activities that comprise this program include: • Public Health Emergency Management Public Health Emergency Management Activity The purpose of the Public Health Emergency Management Activity is to provide preparedness plans, training, and exercises to Maricopa County residents and community partners so they can successfully respond to a public health emergency. Mandates: This is a non-mandated Activity. 733 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Output Demand Efficiency Revenue Department Strategic Plans and Budgets Public Health Measure Description Percent of those trained who indicate understanding of their roles and responsibilities in a public health emergency Percent of exercise evaluations rated as good or excellent Number of people trained Number of people requiring training Cost per person trained FY 2009 ACTUAL 100.0% FY 2010 REVISED 100.0% FY 2011 ADOPTED 100.0% 12.5% 74.7% 75.1% $ 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 2,800,370 $ 2,800,370 $ 11,851,719 $ 11,851,719 $ 2,441,375 $ 2,441,375 $ (9,410,344) $ (9,410,344) -79.4% -79.4% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 2,874,603 $ 2,874,603 $ 11,851,709 $ 11,851,709 $ 2,441,375 $ 2,441,375 $ 9,410,334 $ 9,410,334 79.4% 79.4% 3,324 3,324 161.76 $ 1,200 1,200 9,876.42 $ 1,200 1,200 2,034.48 REV VS ADPT VAR % 0.0% 0.0% 0.3% $ 7,841.95 0.5% 0.0% 0.0% 79.4% Expenditure Activity Narrative: Fiscal year 2009-10 expenditures reflect the one-time effect of H1N1 funding. Fiscal Year 2010-11 brings expenditures back to a base level. Ryan White Part A Services for People with HIV/AIDS Program The purpose of the Ryan White Part A Services for People with HIV/AIDS program is to provide planning, procurement, execution and monitoring of medical, health and support service agreements to people living with HIV/AIDS so they can improve their overall health.. Program Results Measure Description Percent Ryan White-eligible clients satisfied with dental insurance administration services Percent of Planning Council members indicating satisfaction w/ staff administrative duties FY 2009 ACTUAL N/A FY 2010 REVISED 75.0% FY 2011 ADOPTED 75.0% 98.2% 75.0% 100.0% Activities that comprise this program include: • Ryan White Dental Insurance • REV VS ADPT VAR % 0.0% 0.0% 25.0% 33.3% Ryan White Planning Council Support Ryan White Dental Insurance Activity The purpose of the Ryan White Dental Insurance Activity is to provide dental insurance administration to eligible Ryan White clients in Maricopa and Pinal Counties so they can receive dental services. Mandates: This is a non-mandated Activity. 734 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Demand Efficiency Revenue Department Strategic Plans and Budgets Public Health Measure Description Percent Ryan White-eligible clients satisfied with dental insurance administration services Number Ryan White clients receiving dental insurance Anticipated number applicants for Ryan White Dental Insurance Cost per client receiving dental insurance FY 2009 ACTUAL N/A $ 251.47 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 295,335 295,335 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ 398,080 398,080 FY 2010 REVISED 75.0% FY 2011 ADOPTED 75.0% REV VS ADPT VAR % 0.0% 0.0% 1,583 600 1,305 705 117.5% 1,671 700 1,374 674 96.3% 1,213.78 54.1% $ 2,244.39 $ 1,030.61 $ $ 1,346,632 $ 1,346,632 $ 1,344,944 $ 1,344,944 $ $ (1,688) (1,688) -0.1% -0.1% $ 1,346,632 $ 1,346,632 $ 1,344,944 $ 1,344,944 $ $ 1,688 1,688 0.1% 0.1% Expenditure Activity Narrative: Fiscal Year 2010-11 demand (number of applicants) and output (number of clients) are in line with FY 2009-10 forecasted numbers. Ryan White Planning Council Support Activity The purpose of the Ryan White Planning Council Support Activity is to provide facilitated meetings to the members of the Ryan White Planning Council so that they can meet their legislatively mandated roles and responsibilities. Mandates: Admin Mandate of the Ryan White Title I grant. Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of Planning Council members indicating satisfaction w/ staff administrative duties Number of meetings facilitated Number of meetings scheduled Cost per meeting held FY 2009 ACTUAL 98.2% $ 83 89 1,967.42 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ FY 2010 REVISED 75.0% $ 90 95 2,818.07 150,516 150,516 $ $ 163,296 163,296 $ $ FY 2011 ADOPTED 100.0% $ 74 82 3,168.14 253,626 253,626 $ $ 253,626 253,626 $ $ REV VS ADPT VAR % 25.0% 33.3% $ (16) (13) (350.07) -17.8% -13.7% -12.4% 234,442 234,442 $ $ (19,184) (19,184) -7.6% -7.6% 234,442 234,442 $ $ 19,184 19,184 7.6% 7.6% Expenditure Tobacco Use Prevention Program The purpose of the Tobacco Use Prevention program is to provide education and technical assistance to children and adults in Maricopa County so they can avoid tobacco use and secondhand smoke. 735 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Health Program Results Measure Description Rate of tobacco use among 8th-grade children FY 2009 ACTUAL 8.2% FY 2010 REVISED 10.0% FY 2011 ADOPTED 10.0% 98.8% 90.0% 95.0% 5.0% 5.5% N/A 100.0% 50.0% (50.0%) -50.0% Percent attendees reporting that they will incorporate knowledge from the session into their practice Percent of inspected facilities in compliance Activities that comprise this program include: • Tobacco Use Prevention • Tobacco Use Prevention Training for Dental Professionals • REV VS ADPT VAR % 0.0% 0.0% Smoke Free Arizona Inspections Tobacco Use Prevention Activity The purpose of the Tobacco Use Prevention Activity is to provide intensive tobacco use prevention education to students in the fourth through eighth grades so they can avoid tobacco use. Mandates: This is a non-mandated Activity. Measure Type Result Measure Description Rate of tobacco use among 8th-grade children Output Demand Numberof students educated Anticipated number of students to be educated Cost per student educated $ 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 2,583,239 $ 2,583,239 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 1,991,154 $ 1,991,154 Efficiency Revenue FY 2009 ACTUAL 8.2% FY 2010 REVISED 10.0% 21,312 21,312 93.35 15,003 15,003 $ 122.53 REV VS ADPT VAR % 0.0% 0.0% FY 2011 ADOPTED 10.0% 16,000 16,000 $ 997 997 6.6% 6.6% 114.74 $ 7.79 6.4% $ 1,838,264 $ 1,838,264 $ 1,835,871 $ 1,835,871 $ $ (2,393) (2,393) -0.1% -0.1% $ 1,838,274 $ 1,838,274 $ 1,835,871 $ 1,835,871 $ $ 2,403 2,403 0.1% 0.1% Expenditure Tobacco Use Prevention Training for Dental Professionals Activity The purpose of the Tobacco Use Prevention Training for Dental Professionals Activity is to provide education on health manifestations of tobacco use and information on interventions to dental professionals so they can provide information and intervention strategies to their patients. Mandates: This is a non-mandated Activity. 736 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Demand Efficiency Revenue Measure Description Percent attendees reporting that they will incorporate knowledge from the session into their practice Number dental healthcare professionals trained Number dental healthcare professionals requesting training Cost per healthcare professional trained $ 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES 532 - PUBLIC HEALTH GRANTS TOTAL USES Department Strategic Plans and Budgets Public Health FY 2009 ACTUAL 98.8% FY 2010 REVISED 90.0% FY 2011 ADOPTED 95.0% REV VS ADPT VAR % 5.0% 5.5% 853 600 675 75 12.5% 853 600 675 75 12.5% 59.10 $ 85.30 $ 73.31 $ 11.98 14.0% $ $ (6,252) $ (6,252) $ 51,178 51,178 $ $ 49,487 49,487 $ $ (1,691) (1,691) -3.3% -3.3% $ $ 50,413 50,413 51,178 51,178 $ $ 49,487 49,487 $ $ 1,691 1,691 3.3% 3.3% Expenditure $ $ Smoke Free Arizona Inspections Activity The purpose of the Smoke Free Arizona Inspections Activity is to provide smoking-related facility inspections to employers so they can comply with the Smoke Free Arizona law. Mandates: ARS §36-601.01 - Smoke-free Arizona act Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of inspected facilities in compliance Number inspections completed Number inspections needed Cost per inspection FY 2009 FY 2010 FY 2011 ACTUAL REVISED ADOPTED N/A 100.0% 50.0% N/A 450 400 N/A 450 400 N/A $ 446.54 $ 512.65 $ REV VS ADPT VAR % (50.0%) -50.0% (50) -11.1% (50) -11.1% (66.11) -14.8% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ - $ $ 200,941 200,941 $ $ 205,060 205,060 $ $ 4,119 4,119 2.0% 2.0% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ - $ $ 200,941 200,941 $ $ 205,060 205,060 $ $ (4,119) (4,119) -2.0% -2.0% Expenditure Vital Registration Program The purpose of the Vital Registration Program is to provide copies of birth and death certificates on request to individuals who are entitled to have them so that they can conduct their personal business in a timely manner. Program Results Measure Description Percent of birth and death certificate copies provided within two working days FY 2009 ACTUAL 43.8% Activities that comprise this program include: • Birth and Death Certificates 737 FY 2010 REVISED 85.0% FY 2011 ADOPTED 85.0% REV VS ADPT VAR % 0.0% 0.0% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Health Birth and Death Certificates Activity The purpose of the Birth and Death Certificates Activity is to provide copies of birth and death certificates on request to individuals who are entitled to have them so that they can conduct their personal business in a timely manner. Mandates: AZ Admin Code R9-19-104 mandates that the local registrar of births and deaths promptly register certificates, be available for registrations, provide deposit transit permits, keep accurate records, and report all deaths to the medical examiner as required. ARS §36-302 mandates that the director of the State Department of Health be the state registrar of vital records and appoint local registrars to perform the duties and procedures proscribed by the director. ARS §36-322 requires the state registrar to seal a certificate and evidentiary documents when the state registrar amends the registered certificate. ARS §36-327 mandates that a permit is required to disinter human remains and establishes that the state registrar follow a specified priority in obtaining written consent prior to issuing the permit. ARS §36-329 mandates that every hospital, abortion clinic, physician or midwife provide the state registrar with a completed Fetal Death Certificate if the unborn child weighs more than 350 grams. ARS §36-338 set forth requirements and documentation necessary for the state registrar to issue a certificate of foreign birth. Measure Type Result Output Demand Efficiency Measure Description Percent of birth and death certificate copies provided within two working days Number of certified copies of birth and death certificates provided Number of certified copies of birth and death certificates requested Cost per birth and/or death certificate provided FY 2009 ACTUAL 43.8% FY 2010 REVISED 85.0% FY 2011 ADOPTED 85.0% REV VS ADPT VAR % 0.0% 0.0% 374,678 359,691 359,961 270 0.1% 374,678 359,691 359,961 270 0.1% 2.64 18.5% $ 3.20 $ 14.23 $ 11.59 $ Revenue 265 - PUBLIC HEALTH FEES TOTAL SOURCES $ 3,092,414 $ 3,092,414 $ 5,346,392 $ 5,346,392 $ 4,094,060 $ 4,094,060 $ (1,252,332) $ (1,252,332) 265 - PUBLIC HEALTH FEES TOTAL USES $ 2,823,720 $ 2,823,720 $ 5,116,759 $ 5,116,759 $ 4,170,860 $ 4,170,860 $ $ -23.4% -23.4% Expenditure 945,899 945,899 18.5% 18.5% Operating Adjustment: Public Health Fee Fund (265) • Decrease revenues by $1,252,332 and operating expenditures by $1,225,399 due to lower than anticipated fee collection in prior year. Non Recurring Adjustment: Public Health Fee Fund (265) • Increase expenditures by $325,679 in order to use fund balance for the development of the Vital Registration satellite office. Activity Narrative: A drop in the birth rate has reduced demand below of FY 2008-09 levels. The Activity does not expect a rise in demand. Revenues have declined proportionately with demand. Therefore, growth anticipated and included in the FY 2009-10 budget has been eliminated in the FY 20010-11 budget. By opening a satellite office, the department expects to serve more clients and consequently increase revenue. The impact of the new facility will not be seen until FY 2011-12. Lower than expected demand has led to a decrease in fee collection and therefore expenditures have 738 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Health been decreased as well. The decrease in demand can be seen when comparing FY 2008-09 to FY 2009-10 forecast and subsequently the FY 2010-11 budget. Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 10,787,840 $ - FY 2010 Revised Budget $ 10,787,840 $ - FY 2011 Budget Target Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Right Size Other Pay and Benefits to forecasted levels Right Size Other Services to forecasted levels Debt Service Budget Balancing PEHPEP FY 10 Adjustments $ 10,787,840 $ - $ 163,743 $ 132,335 31,408 (150,962) $ (111,734) - (39,228) (12,781) $ (12,781) - 10,787,840 $ 0.0% - $ $ (73,984) (37,750) $ C-49-10-032-M-00 FY 2011 Adopted Budget Percent Change from Target Amount $ 739 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Health Public Health Fee Fund (265) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 6,609,352 $ 6,609,352 FY 2010 Revised Budget $ 6,609,352 $ 6,609,352 FY 2011 Budget Target $ 6,609,352 $ 6,609,352 $ 61,292 $ 52,637 8,655 (57,246) $ (91,239) - Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Right Size Expenditures to Maintain Structural Balance Debt Service Budget Balancing PEHPEP FY 10 Adjustments C-49-10-032-M-00 Fees and Other Revenues ProgRevenue Volume Inc/Dec Decrease Pharmacy Activity Decrease Healthcare for the Homeless Activity Decrease Adult Immunization & Foreighn Travel Services Activity Decrease Child Immunizations Activity Decrease Physical Health Screening for Refugees Activity Increase Supplemental Nutrition Assistance Education & Intervention Activity Decrease Birth and Death Certificates Activity $ $ (91,239) $ $ $ 33,993 (4,046) $ (4,046) (1,748,892) $ (1,748,892) (1,748,892) (1,748,892) (15,000) (280,360) (80,000) (100,000) (25,000) 3,800 (1,252,332) FY 2011 Adopted Budget Percent Change from Target Amount $ 4,860,460 $ 4,860,460 -26.5% -26.5% Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget Adjustments: Non Recurring Pub Hlth X Ray Sftware Srvers - $ 65,000 $ 65,000 - $ 221,436 $ - $ (221,436) $ (65,000) (156,436) - $ - $ - $ 325,679 $ 325,679 - $ 325,679 $ - C-86-10-116-6-00 Agenda Item: C-86-10-116-6-00 FY 2011 Budget Target Adjustments: Non Recurring Other Non-Recurring Development of Vital Registration Satellite Office 156,436 $ Agenda Item: FY 2010 Revised Budget Adjustments: Non Recurring Pub Hlth X Ray Sftware Srvers Other Non-Recurring $ Agenda Item: $ FY 2011 Adopted Budget Percent Change from Target Amount 740 325,679 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Health Public Health Fee Fund (265) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED Beginning Spendable Fund Balance $ 5,253,386 $ 3,404,792 $ 3,404,792 $ 4,127,824 $ 4,281,755 Sources: Operating Non-Recurring Total Sources: $ 4,038,323 $ 6,609,352 (2) $ 4,038,321 $ 6,609,352 $ 6,609,352 $ 6,609,352 $ 4,442,143 $ 4,442,143 $ 4,860,460 $ 4,860,460 Uses: Operating Non-Recurring Total Uses: $ 3,506,073 1,657,826 $ 5,163,899 $ 6,609,352 156,436 $ 6,765,788 $ 6,609,352 221,436 $ 6,830,788 $ 4,175,776 112,436 $ 4,288,212 $ 4,860,460 325,679 $ 5,186,139 Structural Balance $ 532,250 $ - $ - $ 266,367 $ - Accounting Adjustments $ 16 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ 4,127,824 $ 4,127,824 $ 3,248,356 $ 3,248,356 741 $ 3,183,356 $ 3,183,356 $ 4,281,755 $ 4,281,755 $ 3,956,076 $ 3,956,076 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Health Public Health Grant Fund (532) Expenditures Revenue OPERATING FY 2010 Adopted Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants ADHS Preparedness Response Pub Health Grant Inc Oct 2009 29,482,665 $ 21,572,510 $ 10,809,229 10,763,281 21,585,805 10,809,229 10,776,576 $ 51,055,175 $ 51,068,470 C-86-07-050-2-05 C-86-10-030-G-00 Agenda Item: - FY 2011 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Budget Balancing PEHPEP FY 10 Adjustments Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation 29,482,665 $ Agenda Item: FY 2010 Revised Budget Adjustments: Structural Balance $ (13,295) $ 51,055,175 $ 51,055,175 $ 483,737 $ 410,382 73,355 (42,193) $ (42,193) - Agenda Item: $ C-49-10-032-M-00 FY 2011 Adopted Budget Percent Change from Target Amount 742 $ (12,973,870) $ (12,973,870) (12,532,326) (12,532,326) $ 38,522,849 $ -24.5% 38,522,849 -24.5% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Works Public Works Analysis by Mary Driessen, Management & Budget Analyst Summary Mission The mission of the Public Works Department is to provide facility and security services, flood control, solid waste management, and transportation infrastructure and related services to the people within Maricopa County so they can live, work, conduct business, and travel in a safe and clean environment. Vision Maricopa County Public Works performs in a collaborative, innovative, efficient, and effective manner to deliver safe, cost-effective infrastructure that is responsive to our customers. Strategic Goals • By February 28, 2012, Maricopa County Public Works will demonstrate leadership in environmental stewardship whereby County facilities will reduce overall energy usage by 5% to 228M kWh, water consumption by 10% to 417M gallons, and 100% of County Solid Waste Transfer Stations will accept all recyclables. Status: Facilities Management will begin the implementation of the ESCO energy and water saving measures and other planned conservation projects in July 2010. This implementation will enable achievement of energy and water usage reduction. The savings from these projects is projected to meet the targeted goal reductions. Current year-to-date consumption is 255M kWH of energy consumption which is not meeting the goal of 246M kWH for FY 2009-10. Additionally, Solid Waste Management has exceeded performance expectations. All Maricopa County Transfer Stations currently accept recyclables which include: plastic, cardboard, glass, paper, electronics, and metal. Total tonnage collected from all sites for the month of February 2010 alone was 8.21 tons. • By June 30, 2013, Maricopa County Public Works will enhance public safety for Maricopa County residents and visitors by completing 90% of all critical maintenance tasks that directly impact the immediate safety of Maricopa County residents and visitors within an average of 14 days, and 100% of those tasks within an average of 90 days to sustain maintenance of our facilities, transportation, solid waste, and flood control infrastructure to Federal, State, and local safety and operational standards. Status: Facilities Management and the Flood Control District (FCD) are exceeding performance expectations for this goal by completing 100% of the critical maintenance tasks that impact public safety. The FCD is averaging 1.43 days to complete Priority 1 work orders and Facilities Management is averaging 4 days. The Department of Transportation has not met the standard at this time, but is working to achieve this goal by FY 2012-13. In FY 2009-10, an average of 86% of reported critical transportation maintenance tasks were completed within 14 days and an average of 97% of the reported tasks were open under 90 days. 743 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget • Department Strategic Plans and Budgets Public Works By June 30, 2014, Maricopa County Public Works will meet the increasing demands for public works services by constructing 85% of County transportation, flood structure, and facilities improvement projects planned to be completed on time. Status: The FCD is exceeding the 85% on-time delivery goal of Capital Improvement Program projects by FY 2013-14. During FY 2007-08, FCD executed 93% of its Capital Improvement Program, and during FY 2008-09, FCD executed 94% of its Capital Improvement Program. The Facilities Management Department has developed a five year Major Maintenance and Capital Improvement Plan to enable the Department to plan and budget for future projects. Facilities Management is on target to complete 99.3% of scheduled FY 2009-10 projects by June 30,, 2010. In FY 2008-09, the Department of Transportation delivered 79% of its construction on time, and continues to improve construction on-time delivery rates in FY 2009-10 and beyond to reach the 85% delivery goal by FY 2013-14. • By June 30, 2015, Maricopa County Public Works will enhance public safety for Maricopa County residents and visitors by reducing the number of intersection fatalities in unincorporated County by 15% from 13 to 11; by cleaning up 100% of the illegal dump sites identified by Maricopa County Solid Waste Management; by deterring potentially wrongful acts and helping to maintain order on Maricopa County public property whereby County employees and visitors are 95% safer on County property than in the surrounding geographic area; and, and by providing structural and non-structural solutions to flooding such that 80% of residents will have a reduced risk of loss of life or property due to storm water flooding. Status: Through February 2010, the people on County property were 91% safer than in the surrounding geographic areas due to the efforts of Protective Services based on crime statistics on and adjacent to County property. Solid Waste Management has identified ten illegal dump sites, two of which have already been cleaned (Rainbow Valley tire site in District 5 was cleaned July 2009 and the New River tire and waste site in District 4 was cleaned in September 2009). By the end of FY 2009-10, Flood Control structures will have reduced the risk of flooding experienced by 1,946,175 residents which is 63% of the Maricopa County population, and floodplain delineations will have reduced the risk of flooding experienced by an additional 122,975 residences for a total of 67% of the County’s population. Finally, the Department of Transportation is in the process of finalizing a draft of the “Roadway Safety Evaluation/Mitigation Plan and Guidelines” which focuses on intersections and “run of the road” incidents. This plan, scheduled for completion by June 2010, will identify locations for safety improvement evaluation and provide a tool for establishing a safety improvement program to proactively identify and prioritize safety improvements. • By June 30, 2015, Maricopa County Public Works will maintain and protect the County’s investment in public works infrastructure by increasing preventative maintenance by 10% thereby increasing preventative maintenance from 49% to 59% of the overall road maintenance program and increasing preventative maintenance from 50% to 60% of the overall facility maintenance program. Status: Due to budget reductions, the Facilities Management preventive maintenance program has been reduced to 45% from 47%. The Department of Transportation has targeted 69% of its 744 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Works Operations & Maintenance resources (about $9 million) to pavement preventative maintenance in FY 2010-11 which exceeds the goal expectation. • In order to maintain the quality of Public Works service delivery to the public, by June 30, 2014, Maricopa County Public Works will retain and enable the full potential of its workforce by enhancing the quality of the work environment as evidenced by the achievement of a 6.2 or higher Employee Satisfaction rating. Status: The 2008-09 Employee Satisfaction Survey (ESS) results included an “Overall Satisfaction Score” of 6.02 for the Public Works Department. In an effort to achieve Public Work’s goal of 6.2, it was mandated that FY 2009-10 Public Works Performance Management Plans (PMP’s) align with the PMP of the Assistant County Manager/Public Works Director. In conjunction with this mandate, ESS goals and measures were added to the PMPs of Public Works leadership, making it a priority for these leaders to find meaningful ways to attain higher employee satisfaction. 745 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Works Sources and Uses by Program and Activity FY 2009 ACTUAL PROGRAM / ACTIVITY SOURCES RDCS - ROADWAY CONSTRUCTION SRVY - LAND SURVEYING SERVICES 64BT - BUILD ROADS AND STRUCT REGU - RIGHT OF WAY REGULATION UREL - UTILITIES ENGINEERING 64ER - ENGINEER ROADS AND STRUCTURES TRFC - TRAFF SIGNAL AND ITS FIELD SVS TRFE - TRAFF DESIGN AND STUDIES TRIN - EMERGENCY TRAFFIC MANAGEMENT TRRS - REGIONAL TRAFFIC MGT SUPPORT 64MT - TRAFFIC MANAGEMENT ROAD - ROAD AND ROW MAINTENANCE SIGN - TRAFFIC SIGNS MAINT 64RB - ROADWAY MAINTENANCE $ $ $ $ $ $ $ $ ILDE - ILLEGAL DUMP ED AND OUTREACH TIRE - WASTE TIRE COLLECT DISPOSAL TRAN - WASTE TRANSFER STATION 67SW - SOLID WASTE MANAGEMENT $ FCMP - FLOODPLAIN COMPLIANCE FREV - FLOODPLAIN REVIEW 69FH - FLOOD HAZARD REGULATION $ EDAY - FLOOD CNTRL PUBLIC INFORMATION FCSR - FLOOD CUSTOMER SERVICE FWRN - FLOOD WARNING MASM - FLOOD SAFETY EDUCATION 69HE - FLOOD HAZARD OUTREACH $ FLDP - FLOODPLAIN DELINEATION PLNG - FLOOD HAZARD PLANNING 69HI - FLOOD HAZARD IDENTIFICATION $ $ $ $ $ FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % 62,425,354 $ 24,098 62,449,452 $ 27,595,834 $ 27,595,834 $ 27,595,834 $ 27,595,834 $ 13,908,860 $ 13,908,860 $ 38,814,115 $ 38,814,115 $ 11,218,281 11,218,281 40.7% N/A 40.7% 839,188 $ 253,815 1,093,003 $ 800,000 $ 263,089 1,063,089 $ 800,000 $ 263,089 1,063,089 $ 415,161 $ 323,396 738,557 $ 400,000 $ 263,089 663,089 $ (400,000) (400,000) -50.0% 0.0% -37.6% 92,766 $ 158,408 (1) 172,313 423,486 $ 57,000 $ 180,000 755,000 992,000 $ 57,000 $ 180,000 782,290 1,019,290 $ 42,379 $ 2,987 133,950 179,316 $ 51,043 $ 625,575 676,618 $ (5,957) (180,000) (156,715) (342,672) -10.5% -100.0% N/A -20.0% -33.6% 512,349 $ 25,275 537,624 $ 400,000 $ 25,000 425,000 $ 410,000 $ 25,000 435,000 $ 1,055,294 $ 17,500 1,072,794 $ 450,000 $ 20,000 470,000 $ 40,000 (5,000) 35,000 9.8% -20.0% 8.0% - $ 4,371,535 514,146 4,885,681 $ 190,000 $ 4,973,154 200,000 5,363,154 $ 190,000 $ 4,973,154 200,000 5,363,154 $ 205,000 $ 4,344,159 157,700 4,706,859 $ - $ 4,481,046 220,400 4,701,446 $ (190,000) (492,108) 20,400 (661,708) -100.0% -9.9% 10.2% -12.3% - $ - $ 736,396 $ 1,458,792 2,195,188 $ 736,396 $ 1,458,792 2,195,188 $ 249,037 $ 528,716 777,753 $ - $ - $ (736,396) (1,458,792) (2,195,188) -100.0% -100.0% -100.0% - $ - $ 221,953 $ 370,750 1,184,226 732,192 2,509,121 $ 221,953 $ 370,750 1,184,226 732,192 2,509,121 $ 81,039 $ 123,634 487,034 293,740 985,447 $ - $ - $ (221,953) (370,750) (1,184,226) (732,192) (2,509,121) -100.0% -100.0% -100.0% -100.0% -100.0% - $ - $ 2,866,584 $ 6,922,263 9,788,847 $ 2,866,584 $ 6,922,263 9,788,847 $ 1,339,320 $ 2,716,105 4,055,425 $ - $ - $ (2,866,584) (6,922,263) (9,788,847) -100.0% -100.0% -100.0% 3,015,051 $ 2,769,400 6,380,495 12,164,946 $ 3,015,051 $ 2,769,400 6,380,495 12,164,946 $ 1,266,319 $ 934,392 2,321,372 4,522,083 $ - $ - $ (3,015,051) (2,769,400) (6,380,495) (12,164,946) -100.0% -100.0% -100.0% -100.0% DAMS - DAM SAFETY HAZD - FLOOD CONTROL CAPITAL PROJECTS MAIN - FLOOD CTRL STRUCTURE MAINT 69HR - FLOOD HAZARD REMEDIATION $ - $ - $ SCRT - SECURITY 70PS - PROTECTIVE SERVICES $ $ 500,485 $ 500,485 $ 522,115 $ 522,115 $ 522,115 $ 522,115 $ 506,418 $ 506,418 $ 522,115 $ 522,115 $ BDGT - BUDGETING FACI - FACILITIES MGMT PROF SUPP SVCS FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT RECO - RECORDS MANAGEMENT RWAY - REAL ESTATE SERVICES 99AS - ADMINISTRATIVE SERVICES $ - $ 104,510 32,451,872 643 1,518,280 34,075,305 $ 80,766 $ 629,985 255,746 189,426 1,224,966 325,854 50,017 857,447 3,614,207 $ 80,766 $ 629,985 255,746 189,426 1,224,966 325,854 50,017 857,447 3,614,207 $ 48,091 $ 204,749 85,248 161,878 20,374,137 134,331 20,572 405,128 21,434,134 $ - $ 42,835 35,597,851 1,000 67,592 35,709,278 $ (80,766) (587,150) (255,746) (189,426) 34,372,885 (324,854) (50,017) (789,855) 32,095,071 -100.0% -93.2% -100.0% -100.0% 2806.0% -99.7% -100.0% -92.1% 888.0% CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ - $ 61,528,787 61,528,787 $ 1,306,871 $ 95,211,681 1,604,494 98,123,046 $ 1,306,871 $ 95,211,681 1,604,494 98,123,046 $ 544,528 $ 92,816,223 668,174 94,028,925 $ - $ 97,476,955 97,476,955 $ (1,306,871) 2,265,274 (1,604,494) (646,091) -100.0% 2.4% -100.0% -0.7% $ - $ - $ 483,388 $ 310,800 322,058 1,647,559 34,313 2,798,118 $ 483,388 $ 310,800 322,058 1,647,559 34,313 2,798,118 $ 201,512 $ 132,170 182,154 747,767 14,300 1,277,903 $ - $ - $ (483,388) (310,800) (322,058) (1,647,559) (34,313) (2,798,118) -100.0% -100.0% -100.0% -100.0% -100.0% -100.0% TOTAL PROGRAMS $ 165,493,823 $ 167,154,665 $ 167,191,955 $ 148,194,474 $ 179,033,616 $ BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER DESK - DESKTOP SUPPORT GISA - GIS APPLICATION DEV AND SUPP HDSP - HELP DESK SUPPORT 99IT - INFORMATION TECHNOLOGY $ FY 2010 ADOPTED $ $ $ 746 - 11,841,661 0.0% 0.0% 7.1% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Works Sources and Uses by Program and Activity (continued) FY 2009 ACTUAL PROGRAM / ACTIVITY USES CMGT - TRANSPORTATION CONSTRUCTN MGT FIVE - ARTICLE FIVE PROCUREMENT MTEC - MATERIALS TECHNOLOGY PRJT - TRANSPORTATION PROJECT MGT RDCS - ROADWAY CONSTRUCTION SRVY - LAND SURVEYING SERVICES TIPM - TIP PROGRAM MGT 64BT - BUILD ROADS AND STRUCT $ DSGN - ROADS STRUCTURES STDS DSGN IMPR - IMPROVEMENT DISTRICT ADMIN REGU - RIGHT OF WAY REGULATION UREL - UTILITIES ENGINEERING 64ER - ENGINEER ROADS AND STRUCTURES $ TRFC - TRAFF SIGNAL AND ITS FIELD SVS TRFE - TRAFF DESIGN AND STUDIES TRIN - EMERGENCY TRAFFIC MANAGEMENT TRMG - REAL TIME TRAFFIC MANAGEMENT TRRS - REGIONAL TRAFFIC MGT SUPPORT 64MT - TRAFFIC MANAGEMENT ROAD - ROAD AND ROW MAINTENANCE SIGN - TRAFFIC SIGNS MAINT STRP - ROADWAY STRIPING MAINT ZONE - WORK ZONE TRAFFIC CONTROL 64RB - ROADWAY MAINTENANCE ENVC - ENVIRONMENTAL CLEARANCE PART - PROJECT PARTNERSHIPS POUT - TRANSPORTATION OUTREACH COMM PROG - TRANSP PROJECT PROGRAMMING TPLN - TRANSPORTATION SYSTEM PLANNING 64SD - TRANSPORTATION PLANNING $ $ $ $ $ $ $ $ ILDE - ILLEGAL DUMP ED AND OUTREACH MONT - LANDFILL POST CLOSURE MAINT TIRE - WASTE TIRE COLLECT DISPOSAL TRAN - WASTE TRANSFER STATION 67SW - SOLID WASTE MANAGEMENT $ FCMP - FLOODPLAIN COMPLIANCE FREV - FLOODPLAIN REVIEW 69FH - FLOOD HAZARD REGULATION $ EDAY - FLOOD CNTRL PUBLIC INFORMATION FCSR - FLOOD CUSTOMER SERVICE FWRN - FLOOD WARNING MASM - FLOOD SAFETY EDUCATION 69HE - FLOOD HAZARD OUTREACH FLDP - FLOODPLAIN DELINEATION PLNG - FLOOD HAZARD PLANNING 69HI - FLOOD HAZARD IDENTIFICATION $ $ $ $ $ $ DAMS - DAM SAFETY FMLT - FLOOD MULTI PURP ENHANCEMENTS HAZD - FLOOD CONTROL CAPITAL PROJECTS MAIN - FLOOD CTRL STRUCTURE MAINT 69HR - FLOOD HAZARD REMEDIATION $ CCLA - CAP IMP PLAN IMP ENMG - ENERGY MANAGEMENT FACP - PLANNING FREN - FACILITY RENOVATION MJMT - MAJ MAINT PLAN IMP 70BC - CAPITAL FACILITY MANAGEMENT $ BLDR - BUILDINGS AND GROUNDS DSEC - DETENTION SECURITY MAINTENANCE FAMT - FACILITIES MAINTENANCE 70OM - BLDG OPERATIONS AND MAINT $ $ PKMT - PARKING MANAGEMENT SCRT - SECURITY 70PS - PROTECTIVE SERVICES $ FACM - FACILITIES CONSTRUCTION MGMT FPDS - FACILITIES PROJECT DEV SUPP 91FD - CAPITAL FACILITIES DEVELOPMENT $ $ $ $ $ FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % 328,853 $ 179,425 520,813 155,413 104,738,287 397,739 368,218 106,688,748 $ 510,744 $ 182,123 624,285 175,267 85,728,037 735,552 566,575 88,522,583 $ 510,744 $ 182,123 624,285 175,267 85,728,037 735,552 566,575 88,522,583 $ 292,827 $ 180,482 530,672 175,903 68,536,267 643,057 378,844 70,738,052 $ 506,685 $ 187,740 638,663 186,887 97,948,000 674,123 571,697 100,713,795 $ 4,059 (5,617) (14,378) (11,620) (12,219,963) 61,429 (5,122) (12,191,212) 0.8% -3.1% -2.3% -6.6% -14.3% 8.4% -0.9% -13.8% 1,264,562 $ (1) 1,431,159 328,877 3,024,597 $ 1,232,761 $ 1,540,342 378,069 3,151,172 $ 1,232,761 $ 1,540,342 378,069 3,151,172 $ 1,043,575 $ (523) 1,337,775 536,214 2,917,041 $ 1,056,341 $ 1,426,563 492,596 2,975,500 $ 176,420 113,779 (114,527) 175,672 14.3% N/A 7.4% -30.3% 5.6% 1,283,817 $ 1,524,196 494,288 675,315 556,427 4,534,043 $ 1,451,858 $ 1,650,651 411,241 674,294 961,142 5,149,186 $ 1,451,858 $ 1,650,651 411,241 674,294 988,432 5,176,476 $ 1,370,805 $ 1,432,588 392,381 620,534 615,365 4,431,673 $ 1,493,757 $ 1,659,242 414,644 678,924 834,226 5,080,793 $ (41,899) (8,591) (3,403) (4,630) 154,206 95,683 -2.9% -0.5% -0.8% -0.7% 15.6% 1.8% 27,538,369 $ 1,322,061 1,923,879 1,358,414 32,142,723 $ 30,344,365 $ 1,572,744 2,145,424 1,487,275 35,549,808 $ 30,367,965 $ 1,572,744 2,145,424 1,487,275 35,573,408 $ 29,919,514 $ 1,390,882 1,929,048 1,399,061 34,638,505 $ 31,855,048 $ 1,491,176 2,075,415 1,515,084 36,936,723 $ (1,487,083) 81,568 70,009 (27,809) (1,363,315) -4.9% 5.2% 3.3% -1.9% -3.8% 130,940 $ 263,865 420,056 496,968 306,948 1,618,777 $ 294,552 $ 377,520 469,950 664,603 485,294 2,291,919 $ 294,552 $ 377,520 469,950 664,603 485,294 2,291,919 $ 64,531 $ 323,260 437,108 492,456 351,156 1,668,511 $ 143,613 $ 379,948 416,441 559,984 472,230 1,972,216 $ 150,939 (2,428) 53,509 104,619 13,064 319,703 51.2% -0.6% 11.4% 15.7% 2.7% 13.9% 116,544 $ 1,824,973 6,323,627 1,627,453 9,892,597 $ 190,000 $ 6,854,909 5,110,036 612,842 12,767,787 $ 190,000 $ 6,874,159 5,110,036 612,842 12,787,037 $ 77,518 $ 1,751,438 4,408,025 709,947 6,946,928 $ - $ 7,066,031 4,750,680 414,042 12,230,753 $ 190,000 (191,872) 359,356 198,800 556,284 100.0% -2.8% 7.0% 32.4% 4.4% 543,914 $ 1,359,777 1,903,691 $ 733,211 $ 1,451,149 2,184,360 $ 733,211 $ 1,451,149 2,184,360 $ 717,595 $ 1,361,402 2,078,997 $ 678,749 $ 1,781,113 2,459,862 $ 54,462 (329,964) (275,502) 7.4% -22.7% -12.6% 325,020 $ 362,662 940,946 627,127 2,255,755 $ 220,263 $ 365,174 1,180,372 729,688 2,495,497 $ 220,263 $ 365,174 1,180,372 729,688 2,495,497 $ 239,414 $ 442,135 1,175,370 719,178 2,576,097 $ 254,940 $ 377,728 1,204,294 779,909 2,616,871 $ (34,677) (12,554) (23,922) (50,221) (121,374) -15.7% -3.4% -2.0% -6.9% -4.9% 2,503,336 $ 5,539,284 8,042,620 $ 2,858,975 $ 6,953,127 9,812,102 $ 2,858,975 $ 6,953,127 9,812,102 $ 2,777,359 $ 6,604,482 9,381,841 $ 2,226,212 $ 6,897,680 9,123,892 $ 632,763 55,447 688,210 22.1% 0.8% 7.0% 3,094,325 $ 787,848 1,306,202 5,350,744 10,539,119 $ 3,060,825 $ 2,747,078 6,359,909 12,167,812 $ 3,060,825 $ 2,747,078 6,359,909 12,167,812 $ 2,118,955 $ 2,089,280 6,587,349 10,795,584 $ 2,236,760 $ 2,559,522 6,566,845 11,363,127 $ 824,065 187,556 (206,936) 804,685 26.9% N/A 6.8% -3.3% 6.6% 352,449 $ 117,947 491,718 10,204,887 2,978,587 14,145,588 $ - $ 6,940,763 6,940,763 $ - $ - $ - $ 36 (499) (463) $ - $ - $ - N/A N/A N/A N/A N/A N/A 293,258 $ 371,282 7,548,665 8,213,205 $ 286,722 $ 7,822,694 8,109,416 $ 286,722 $ 7,822,694 8,109,416 $ 289,151 $ 7,595,347 7,884,498 $ 4,574,873 $ 11,018,069 15,592,942 $ 78,147 $ 3,725,129 3,803,276 $ 74,747 $ 3,736,281 3,811,028 $ 74,747 $ 3,736,281 3,811,028 $ 77,422 $ 3,588,024 3,665,446 $ 77,952 $ 4,007,193 4,085,145 $ (3,205) (270,912) (274,117) -4.3% -7.3% -7.2% 14,451,484 $ 19,944,498 34,395,982 $ 24,889,808 $ 22,658,134 47,547,942 $ 32,895,229 $ 23,123,134 56,018,363 $ 29,384,916 $ 22,951,630 52,336,546 $ 25,138,008 $ 26,456,532 51,594,540 $ 7,757,221 (3,333,398) 4,423,823 23.6% -14.4% 7.9% 747 (4,288,151) -1495.6% N/A (3,195,375) -40.8% (7,483,526) -92.3% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Works Sources and Uses by Program and Activity (continued) FY 2009 ACTUAL PROGRAM / ACTIVITY USES BDGT - BUDGETING FACI - FACILITIES MGMT PROF SUPP SVCS FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT RECO - RECORDS MANAGEMENT RWAY - REAL ESTATE SERVICES 99AS - ADMINISTRATIVE SERVICES $ FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % 301,595 $ 2,231,998 1,012,581 662,803 4,338,102 1,286,302 91,769 1,487,999 11,413,149 $ 250,337 $ 1,506,479 1,079,461 682,058 4,438,330 943,642 193,316 1,527,537 10,621,160 $ 250,337 $ 1,506,479 1,079,461 682,058 4,438,330 943,642 193,316 1,527,537 10,621,160 $ 210,425 $ 2,024,819 1,061,415 610,646 4,194,810 926,142 177,277 1,565,572 10,771,106 $ 276,838 $ 2,994,314 1,142,451 794,935 4,849,370 974,404 174,696 1,750,997 12,958,005 $ (26,501) (1,487,835) (62,990) (112,877) (411,040) (30,762) 18,620 (223,460) (2,336,845) -10.6% -98.8% -5.8% -16.5% -9.3% -3.3% 9.6% -14.6% -22.0% 3,292,122 $ (37,916,884) 4,749,416 (29,875,346) $ 3,439,223 $ 3,526,459 6,965,682 $ 3,439,223 $ 3,526,459 6,965,682 $ 3,439,223 $ 2,449,418 3,289,807 9,178,448 $ 3,569,345 $ 2,921,131 6,490,476 $ (130,122) 605,328 475,206 -3.8% N/A 17.2% 6.8% $ 1,442,484 $ 555,536 1,349,716 2,352,908 121,865 5,822,509 $ 1,676,110 $ 679,563 1,182,846 2,534,760 123,654 6,196,933 $ 1,676,110 $ 679,563 1,182,846 2,534,760 123,654 6,196,933 $ 1,531,655 $ 682,606 1,324,581 2,497,033 122,434 6,158,309 $ 1,707,337 $ 771,594 1,225,906 2,634,486 126,400 6,465,723 $ (31,227) (92,031) (43,060) (99,726) (2,746) (268,790) -1.9% -13.5% -3.6% -3.9% -2.2% -4.3% TOTAL PROGRAMS $ 228,561,033 $ 264,285,150 $ 265,884,948 $ 236,167,119 $ 282,660,363 $ (16,775,415) -6.3% $ CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER DESK - DESKTOP SUPPORT GISA - GIS APPLICATION DEV AND SUPP HDSP - HELP DESK SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ Sources and Uses by Category CATEGORY LICENSES AND PERMITS 0610 - LICENSES AND PERMITS FY 2009 ACTUAL $ SUBTOTAL $ INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL 0626 - STATE SHARED HIGHWAY USER REV 0630 - STATE SHARED VEHICLE LICENSE SUBTOTAL $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ 1,093,003 1,093,003 FY 2010 ADOPTED $ $ 1,077,468 $ 4,319,136 90,419,237 8,794,847 104,610,688 $ 1,063,089 1,063,089 $ 62,205,325 436,974 62,642,299 $ 62,205,325 436,974 62,642,299 $ $ $ $ SUBTOTAL $ 2,013,619 6,506,446 8,520,065 $ 2,725,000 619,442 3,344,442 ALL REVENUES $ 165,262,284 $ 166,904,665 $ OTHER FINANCING SOURCES 0651 - GAIN ON FIXED ASSETS $ 0680 - TRANSFERS IN ALL OTHER FINANCING SOURCES $ TOTAL SOURCES $ 231,539 $ 231,539 $ 165,493,823 $ 1,063,089 $ 1,063,089 $ 972,290 6,423,154 84,301,634 8,185,047 99,882,125 $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ $ FY 2010 FORECAST 945,000 $ 6,423,154 84,301,634 8,185,047 99,854,835 $ 50,541,617 496,911 51,038,528 $ FY 2010 REVISED $ $ 250,000 $ 250,000 $ 167,154,665 748 $ $ $ 2,725,000 $ 619,442 3,344,442 $ 166,931,955 $ 250,000 $ 10,000 260,000 $ 167,191,955 $ REV VS ADPT VAR % FY 2011 ADOPTED 738,557 $ 738,557 $ 663,089 $ 663,089 $ (400,000) (400,000) -37.6% -37.6% 5,494,733 $ 4,272,673 83,782,737 8,062,384 101,612,527 $ 573,971 $ 4,421,046 88,134,046 8,414,909 101,543,972 $ (398,319) (2,002,108) 3,832,412 229,862 1,661,847 -41.0% -31.2% 4.5% 2.8% 1.7% 12,554,917 10,000 12,564,917 20.2% 2.3% 20.1% -65.9% -36.8% -60.6% 43,740,896 421,785 44,162,681 $ $ 74,760,242 446,974 75,207,216 971,102 $ 459,413 1,430,515 $ 928,000 391,339 1,319,339 $ $ (1,797,000) (228,103) (2,025,103) $ 178,733,616 $ 11,801,661 250,194 $ 250,194 $ 300,000 300,000 $ 179,033,616 $ 147,944,280 148,194,474 $ $ $ $ 7.1% 50,000 20.0% (10,000) -100.0% 40,000 15.4% 11,841,661 7.1% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Works Sources and Uses by Category (continued) CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % 42,678,446 $ 126,913 808,602 14,712,415 848,242 (12,726,875) 11,250,659 57,698,402 $ 46,432,862 $ 538,482 850,295 15,212,803 876,620 (15,173,612) 11,421,480 60,158,930 $ 46,432,862 $ 538,482 850,295 15,212,803 876,620 (15,173,612) 11,421,480 60,158,930 $ 41,758,997 $ 307,835 680,537 14,127,341 784,590 (13,679,694) 12,036,075 56,015,681 $ 45,464,262 $ 405,701 759,540 16,493,767 951,252 (15,979,835) 11,686,684 59,781,371 $ SUBTOTAL $ 3,961,595 $ 1,845,291 911,034 (288,574) 280,469 6,709,815 $ 4,298,117 $ 2,425,023 195,300 (320,870) 310,623 6,908,193 $ 4,298,117 $ 2,425,023 195,300 (320,870) 310,623 6,908,193 $ 4,226,027 $ 1,535 1,703,988 661,737 (271,813) 291,123 6,612,597 $ 3,789,997 $ 1,975,633 814,900 (299,803) 291,217 6,571,944 $ 508,120 11.8% N/A 449,390 18.5% (619,600) -317.3% (21,067) 6.6% 6.2% 19,406 336,249 4.9% SERVICES 0810 - LEGAL SERVICES $ 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 288,406 $ 381 29,238,936 987,588 40,700,837 3,242,701 6,833,934 117,496 189,472 575,767 21,020,346 (13,056,020) 13,086,416 103,226,260 $ 421,753 $ 900 32,430,444 940,845 52,753,097 1,534,031 5,974,182 110,807 273,019 87,100 23,497,090 (15,659,764) 15,743,330 118,106,834 $ 421,753 $ 900 33,987,392 940,845 52,753,097 1,534,031 5,974,182 110,807 273,019 87,100 23,497,090 (15,659,764) 15,743,330 119,663,782 $ 353,690 $ 296 31,347,943 791,225 40,005,042 1,325,244 6,073,145 135,345 310,124 86,531 23,209,690 (6,430,730) 15,820,755 113,028,300 $ 336,081 $ 900 35,622,371 782,549 53,010,420 1,001,560 5,687,222 197,468 284,934 682,281 27,408,795 (15,682,234) 15,963,826 125,296,173 $ 85,672 20.3% 0.0% (1,634,979) -4.8% 158,296 16.8% (257,323) -0.5% 532,471 34.7% 286,960 4.8% (86,661) -78.2% (11,915) -4.4% (595,181) -683.3% (3,911,705) -16.6% 22,470 -0.1% (220,496) -1.4% (5,632,391) -4.7% CAPITAL 0910 - LAND $ 0915 - BUILDINGS AND IMPROVEMENTS 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0940 - INFRASTRUCTURE 0950 - DEBT SERVICE SUBTOTAL $ 3,462,881 $ 43,045 708,320 2,551,411 47,507,269 750,828 55,023,754 $ 17,146,000 $ 1,392,200 4,240,800 52,131,000 581,970 75,491,970 $ 2,146,000 $ 1,392,200 4,240,800 67,131,000 581,970 75,491,970 $ 2,097,965 $ 2,203,308 484,015 3,414,200 48,063,221 585,759 56,848,468 $ 10,650,000 $ 977,340 254,800 7,745,671 67,086,000 728,400 87,442,211 $ (8,504,000) -396.3% (977,340) N/A 1,137,400 81.7% (3,504,871) -82.6% 45,000 0.1% (146,430) -25.2% (11,950,241) -15.8% ALL EXPENDITURES $ 222,658,231 $ 260,665,927 $ 262,222,875 $ 232,505,046 $ 279,091,699 $ OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 5,902,802 $ 5,902,802 $ 3,619,223 $ 3,619,223 $ 3,662,073 $ 3,662,073 $ 3,662,073 $ 3,662,073 $ 3,568,664 $ 3,568,664 $ TOTAL USES $ 228,561,033 $ 264,285,150 $ 265,884,948 $ 236,167,119 $ 282,660,363 $ SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ 749 968,600 132,781 90,755 (1,280,964) (74,632) 806,223 (265,204) 377,559 (16,868,824) 93,409 93,409 (16,775,415) 2.1% 24.7% 10.7% -8.4% -8.5% -5.3% -2.3% 0.6% -6.4% 2.6% 2.6% -6.3% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Works Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % $ FUND TOTAL SOURCES $ 610,959 $ 610,959 $ 604,827 $ 604,827 $ 604,827 $ 604,827 $ 634,656 $ 634,656 $ 604,827 $ 604,827 $ - 0.0% 0.0% $ (7,688) $ 180,000 172,312 $ - $ 755,000 755,000 $ - $ 782,290 782,290 $ - $ 794,050 794,050 $ - $ 573,971 573,971 $ (208,319) (208,319) N/A -26.6% -26.6% $ 104,475,896 $ SOURCES $ 104,475,896 $ 96,392,000 $ 96,392,000 $ 96,392,000 $ 10,000 96,402,000 $ 94,003,551 $ 94,003,551 $ 98,701,418 $ 98,701,418 $ SOURCES $ 39,733,638 $ 22,691,716 62,425,354 $ - $ 63,140,120 63,140,120 $ - $ 63,140,120 63,140,120 $ - $ 49,453,146 49,453,146 $ - $ 75,612,541 75,612,541 $ $ SOURCES $ 4,454,854 $ 4,454,854 $ 5,173,154 $ 5,173,154 $ 5,173,154 $ 5,173,154 $ 4,368,677 $ 4,368,677 $ 4,511,046 $ 4,511,046 $ (662,108) (662,108) -12.8% -12.8% $ 536,521 $ 6,656 543,177 $ 725,000 $ 725,000 $ 725,000 $ 725,000 $ 304,800 $ 304,800 $ 318,400 $ 318,400 $ (406,600) (406,600) -56.1% N/A -56.1% - $ 230,286 230,286 $ - $ 190,000 190,000 $ - $ 190,000 190,000 $ (516) $ 205,000 204,484 $ - $ - $ SOURCES $ (39,698,916) $ (39,698,916) $ - $ (35,544,286) (35,544,286) $ - $ (35,544,286) (35,544,286) $ - $ (35,544,286) (35,544,286) $ - $ (36,798,426) (36,798,426) $ (1,254,140) (1,254,140) N/A 3.5% 3.5% $ SOURCES $ 32,279,901 $ 32,279,901 $ 35,718,850 $ 35,718,850 $ 35,718,850 $ 35,718,850 $ 33,975,396 $ 33,975,396 $ 35,509,839 $ 35,509,839 $ (209,011) (209,011) -0.6% -0.6% 223 TRANSPORTATION GRANTS OPERATING NON-RECURRING FUND TOTAL 232 TRANSPORTATION OPERATIONS OPERATING NON-RECURRING FUND TOTAL 234 TRANSPORTATION CAPITAL PROJECT OPERATING NON-RECURRING FUND TOTAL 290 WASTE TIRE OPERATING FUND TOTAL 580 SOLID WASTE MANAGEMENT OPERATING NON-RECURRING FUND TOTAL 581 SOLID WASTE GRANTS OPERATING NON-RECURRING FUND TOTAL 900 ELIMINATIONS OPERATING NON-RECURRING FUND TOTAL 988 PUBLIC WORKS FLOOD CONTROL OPERATING FUND TOTAL SOURCES $ $ SOURCES $ $ SOURCES $ $ DEPARTMENT OPERATING TOTAL SOURCES $ 142,385,165 $ 138,613,831 $ 138,613,831 $ 133,286,564 $ 139,645,530 $ 23,108,658 $ 28,540,834 $ 28,578,124 $ 14,907,910 $ 39,388,086 $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 165,493,823 $ 167,154,665 $ 167,191,955 $ 148,194,474 $ 179,033,616 $ 750 2,309,418 2.4% (10,000) -100.0% 2,299,418 2.4% 12,472,421 12,472,421 N/A 19.8% 19.8% N/A (190,000) -100.0% (190,000) -100.0% 1,031,699 10,809,962 11,841,661 0.7% 37.8% 7.1% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Works Sources and Uses by Fund and Function (continued) FY 2009 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING $ FY 2011 ADOPTED REV VS ADPT VAR % 41,148,605 $ 1,327,158 42,475,763 $ 37,509,322 $ 6,248,565 43,757,887 $ 44,514,611 $ 1,061,000 45,575,611 $ (3,366,006) 266,158 (3,099,848) -8.2% 20.1% -7.3% 324,279 $ 473,868 798,147 $ - $ 755,000 755,000 $ - $ 782,290 782,290 $ - $ 464,000 464,000 $ - $ 573,971 573,971 $ 208,319 208,319 N/A 26.6% 26.6% $ 56,022,809 $ 39,698,916 95,721,725 $ 60,847,714 $ 35,544,286 96,392,000 $ 60,847,714 $ 35,567,886 96,415,600 $ 57,842,555 $ 35,567,886 93,410,441 $ 60,745,610 $ 37,582,426 98,328,036 $ 102,104 (2,014,540) (1,912,436) 0.2% -5.7% -2.0% $ $ 65,039,371 $ 65,039,371 $ 85,728,037 $ 85,728,037 $ 85,728,037 $ 85,728,037 $ 68,536,267 $ 68,536,267 $ 98,872,518 $ 98,872,518 $ (13,144,481) (13,144,481) -15.3% -15.3% $ 26,276,350 $ (1) 26,276,349 $ 27,086,421 $ 27,086,421 $ 27,086,421 $ 202,500 27,288,921 $ 22,619,615 $ 1,718,080 24,337,695 $ 27,086,421 $ 971,128 28,057,549 $ 5,417,765 $ 2,757,032 8,174,797 $ 5,173,154 $ 5,173,154 $ 5,173,154 $ 5,173,154 $ 4,470,879 $ 4,470,879 $ 4,816,896 $ 4,816,896 $ 356,258 356,258 6.9% N/A 6.9% $ 1,782,980 $ 1,605,036 3,388,016 $ 2,008,369 $ 5,629,000 7,637,369 $ 2,008,369 $ 5,648,250 7,656,619 $ 1,919,166 $ 762,156 2,681,322 $ 2,008,369 $ 5,716,000 7,724,369 $ (67,750) (67,750) 0.0% -1.2% -0.9% $ $ 346,831 $ 346,831 $ 190,000 $ 190,000 $ 190,000 $ 190,000 $ 77,518 $ 77,518 $ - $ - $ 190,000 190,000 100.0% 100.0% $ $ (39,698,916) $ (39,698,916) $ (35,544,286) $ (35,544,286) $ (35,544,286) $ (35,544,286) $ (35,544,286) $ (35,544,286) $ (36,798,426) $ (36,798,426) $ 1,254,140 1,254,140 -3.5% -3.5% $ $ 32,279,927 $ 32,279,927 $ 35,718,850 $ 35,718,850 $ 35,718,850 $ 35,718,850 $ 33,975,396 $ 33,975,396 $ 35,509,839 $ 35,509,839 $ 209,011 209,011 0.6% 0.6% FUND TOTAL USES $ $ FUND TOTAL USES 234 TRANSPORTATION CAPITAL PROJECT NON-RECURRING FUND TOTAL USES 255 DETENTION OPERATIONS OPERATING NON-RECURRING FUND TOTAL USES 290 WASTE TIRE OPERATING NON-RECURRING FUND TOTAL USES 580 SOLID WASTE MANAGEMENT OPERATING NON-RECURRING FUND TOTAL USES 581 SOLID WASTE GRANTS NON-RECURRING FUND TOTAL USES 900 ELIMINATIONS NON-RECURRING FUND TOTAL USES 988 PUBLIC WORKS FLOOD CONTROL OPERATING FUND TOTAL USES FY 2010 FORECAST 41,148,605 $ 41,148,605 $ $ 232 TRANSPORTATION OPERATIONS OPERATING NON-RECURRING FY 2010 REVISED 36,213,746 $ 21,040 36,234,786 $ FUND TOTAL USES $ 223 TRANSPORTATION GRANTS OPERATING NON-RECURRING FY 2010 ADOPTED $ $ $ $ DEPARTMENT OPERATING TOTAL USES $ 158,317,856 $ 171,983,113 $ 171,983,113 $ 158,336,933 $ 174,681,746 $ 70,243,177 $ 92,302,037 $ 93,901,835 $ 77,830,186 $ 107,978,617 $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 228,561,033 $ 264,285,150 $ 265,884,948 $ 236,167,119 $ 282,660,363 $ 0.0% (768,628) -379.6% (768,628) -2.8% (2,698,633) (14,076,782) (16,775,415) -1.6% -15.0% -6.3% Staffing by Program and Activity PROGRAM / ACTIVITY 910 - PUBLIC WORKS ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FACILITIES MGMT PROF SUPP SVCS FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT REAL ESTATE SERVICES RECORDS MANAGEMENT PROGRAM TOTAL BLDG OPERATIONS AND MAINT BUILDINGS AND GROUNDS DETENTION SECURITY MAINTENANCE FACILITIES MAINTENANCE PROGRAM TOTAL FY 2009 ADOPTED FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV TO ADPT VAR % 5.25 31.50 5.00 19.05 9.20 15.03 29.00 1.00 115.03 3.85 26.00 5.00 17.45 8.70 14.00 28.00 4.00 107.00 3.85 26.00 5.00 17.45 8.70 14.00 28.00 4.00 107.00 3.85 27.00 4.00 17.45 8.70 14.00 28.00 4.00 107.00 3.85 26.00 5.00 17.45 9.70 14.00 28.00 3.00 107.00 1.00 (1.00) - 0.0% 0.0% 0.0% 0.0% 11.5% 0.0% 0.0% -25.0% 0.0% 5.00 4.00 98.00 107.00 5.00 103.00 108.00 5.00 103.00 108.00 5.00 103.00 108.00 5.00 99.00 104.00 (4.00) (4.00) 0.0% N/A -3.9% -3.7% 751 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Works Staffing by Program and Activity (continued) FY 2009 FY 2010 PROGRAM / ACTIVITY ADOPTED ADOPTED BUILD ROADS AND STRUCT ARTICLE FIVE PROCUREMENT 4.00 3.00 LAND SURVEYING SERVICES 16.00 16.00 MATERIALS TECHNOLOGY 11.00 11.00 TIP PROGRAM MGT 9.00 9.00 11.00 11.00 TRANSPORTATION CONSTRUCTN MGT TRANSPORTATION PROJECT MGT 5.00 4.00 PROGRAM TOTAL 56.00 54.00 CAPITAL FACILITIES DEVELOPMENT FACILITIES CONSTRUCTION MGMT 6.00 FACILITIES PROJECT DEV SUPP 10.00 PROGRAM TOTAL 16.00 CAPITAL FACILITY MANAGEMENT CAP IMP PLAN IMP 10.00 ENERGY MANAGEMENT 3.00 MAJ MAINT PLAN IMP 6.00 PLANNING 7.00 PROGRAM TOTAL 26.00 ENGINEER ROADS AND STRUCTURES IMPROVEMENT DISTRICT ADMIN 2.00 2.00 RIGHT OF WAY REGULATION 21.00 21.00 ROADS STRUCTURES STDS DSGN 19.00 17.00 UTILITIES ENGINEERING 6.00 6.00 PROGRAM TOTAL 48.00 46.00 FLOOD HAZARD IDENTIFICATION FLOOD HAZARD PLANNING 15.27 17.27 FLOODPLAIN DELINEATION 10.82 12.10 PROGRAM TOTAL 26.09 29.37 FLOOD HAZARD OUTREACH FLOOD CNTRL PUBLIC INFORMATION 2.55 2.55 FLOOD CUSTOMER SERVICE 6.48 5.08 FLOOD SAFETY EDUCATION 3.55 4.15 FLOOD WARNING 9.68 9.78 PROGRAM TOTAL 22.26 21.56 FLOOD HAZARD REGULATION FLOODPLAIN COMPLIANCE 8.00 7.55 FLOODPLAIN REVIEW 15.40 14.60 PROGRAM TOTAL 23.40 22.15 FLOOD HAZARD REMEDIATION DAM SAFETY 10.32 10.12 FLOOD CONTROL CAPITAL PROJECTS 32.10 33.85 FLOOD CTRL STRUCTURE MAINT 56.20 55.20 FLOOD MULTI PURP ENHANCEMENTS 5.85 PROGRAM TOTAL 104.47 99.17 INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP 17.00 17.00 DATA CENTER 3.00 3.00 DESKTOP SUPPORT 9.00 9.00 GIS APPLICATION DEV AND SUPP 15.50 16.50 HELP DESK SUPPORT 2.00 2.00 PROGRAM TOTAL 46.50 47.50 752 FY 2010 REVISED FY 2010 FORECAST REV TO ADPT VAR % FY 2011 ADOPTED 3.00 16.00 11.00 9.00 11.00 4.00 54.00 3.00 16.00 11.00 9.00 10.00 4.00 53.00 3.00 16.00 11.00 9.00 11.00 4.00 54.00 - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 6.00 10.00 16.00 5.00 11.00 16.00 9.00 13.00 22.00 3.00 3.00 6.00 50.0% 30.0% 37.5% - - - - N/A N/A N/A N/A N/A 2.00 21.00 17.00 6.00 46.00 2.00 21.00 14.00 9.00 46.00 2.00 19.00 14.00 9.00 44.00 (2.00) (3.00) 3.00 (2.00) 0.0% -9.5% -17.6% 50.0% -4.3% 17.27 12.10 29.37 16.27 11.55 27.82 16.22 10.60 26.82 (1.05) (1.50) (2.55) -6.1% -12.4% -8.7% 2.55 5.08 4.15 9.78 21.56 2.55 6.93 4.15 9.78 23.41 2.55 5.58 4.05 10.18 22.36 0.50 (0.10) 0.40 0.80 0.0% 9.8% -2.4% 4.1% 3.7% 7.55 14.60 22.15 6.80 15.85 22.65 8.65 15.20 23.85 1.10 0.60 1.70 14.6% 4.1% 7.7% 10.12 33.85 55.20 99.17 10.32 34.85 60.20 105.37 11.22 32.90 59.10 103.22 1.10 (0.95) 3.90 4.05 10.9% -2.8% 7.1% N/A 4.1% 17.00 3.00 9.00 16.50 2.00 47.50 17.00 3.00 10.00 16.50 2.00 48.50 17.00 3.00 9.00 17.50 2.00 48.50 1.00 1.00 0.0% 0.0% 0.0% 6.1% 0.0% 2.1% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Works Staffing by Program and Activity (continued) FY 2009 FY 2010 PROGRAM / ACTIVITY ADOPTED ADOPTED PROTECTIVE SERVICES PARKING MANAGEMENT 1.50 1.50 SECURITY 83.00 77.00 PROGRAM TOTAL 84.50 78.50 ROADWAY MAINTENANCE ROAD AND ROW MAINTENANCE 169.00 171.00 ROADWAY STRIPING MAINT 15.00 15.00 TRAFFIC SIGNS MAINT 17.00 17.00 WORK ZONE TRAFFIC CONTROL 22.00 23.00 PROGRAM TOTAL 223.00 226.00 SOLID WASTE MANAGEMENT LANDFILL POST CLOSURE MAINT 8.00 8.00 WASTE TIRE COLLECT DISPOSAL 7.00 12.50 WASTE TRANSFER STATION 6.00 8.00 PROGRAM TOTAL 21.00 28.50 TRAFFIC MANAGEMENT 2.00 2.00 EMERGENCY TRAFFIC MANAGEMENT REAL TIME TRAFFIC MANAGEMENT 4.00 5.00 REGIONAL TRAFFIC MGT SUPPORT TRAFF DESIGN AND STUDIES 21.00 21.00 TRAFF SIGNAL AND ITS FIELD SVS 10.00 10.00 PROGRAM TOTAL 37.00 38.00 TRANSPORTATION PLANNING ENVIRONMENTAL CLEARANCE 4.00 4.00 PROJECT PARTNERSHIPS 5.00 5.00 TRANSP PROJECT PROGRAMMING 8.00 9.00 6.00 6.00 TRANSPORTATION OUTREACH COMM TRANSPORTATION SYSTEM PLANNIN 6.00 5.00 PROGRAM TOTAL 29.00 29.00 DEPARTMENT TOTAL 969.25 950.75 FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV TO ADPT VAR % 1.50 77.00 78.50 1.50 77.00 78.50 1.50 77.00 78.50 - 0.0% 0.0% 0.0% 171.00 15.00 17.00 23.00 226.00 162.00 15.00 16.00 23.00 216.00 164.00 15.00 16.00 23.00 218.00 (7.00) (1.00) (8.00) -4.1% 0.0% -5.9% 0.0% -3.5% 8.00 12.50 8.00 28.50 9.00 12.50 7.00 28.50 9.00 12.50 7.00 28.50 1.00 (1.00) - 12.5% 0.0% -12.5% 0.0% 2.00 5.00 21.00 10.00 38.00 2.00 5.00 21.00 10.00 38.00 2.00 5.00 1.00 21.00 10.00 39.00 1.00 1.00 0.0% 0.0% N/A 0.0% 0.0% 2.6% 4.00 5.00 9.00 6.00 5.00 29.00 950.75 3.00 5.00 7.00 6.00 5.00 26.00 944.75 3.00 5.00 7.00 6.00 5.00 26.00 945.75 (1.00) (2.00) (3.00) (5.00) -25.0% 0.0% -22.2% 0.0% 0.0% -10.3% -0.5% Staffing by Market Range Title MARKET RANGE TITLE 910 - PUBLIC WORKS Accountant Accounting Specialist Admin/Operations Specialist Admin/Operations Supv Administrative Specialist Administrative Staff Supv Administrative Supervisor Administrator Applications Development Mgr Applications Development Supv Appraiser Supervisor Assistant County Manager Atmospheric Science Pro Business/Systems Analyst Chemical Applicatns Tech Communicatn Ofcr/Govt Liaison Communicatn Officer Supervisor Construction Maintenance Supv Crew Leader FY 2009 ADOPTED 8.00 8.00 18.00 5.00 1.00 4.00 2.00 2.00 2.00 3.00 1.00 1.00 5.00 5.00 3.00 13.00 16.00 FY 2010 ADOPTED 7.00 8.00 19.00 6.00 4.00 2.00 1.00 2.00 3.00 1.00 1.00 5.00 6.00 3.00 13.00 16.00 753 FY 2010 REVISED 7.00 8.00 19.00 6.00 4.00 2.00 1.00 2.00 3.00 1.00 1.00 5.00 6.00 3.00 13.00 16.00 FY 2010 FORECAST 7.00 8.00 19.00 5.00 2.00 1.00 2.00 3.00 1.00 1.00 1.00 1.00 5.00 6.00 3.00 12.00 16.00 FY 2011 ADOPTED 7.00 8.00 19.00 1.00 5.00 2.00 1.00 3.00 3.00 1.00 1.00 5.00 6.00 3.00 12.00 16.00 REV TO ADPT VAR % (5.00) 1.00 1.00 (1.00) - 0.0% 0.0% 0.0% -83.3% N/A 25.0% 0.0% 0.0% 50.0% 0.0% 0.0% 0.0% N/A N/A 0.0% 0.0% 0.0% -7.7% 0.0% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Works Staffing by Market Range Title (continued) MARKET RANGE TITLE Database Administrator Deputy Director Development Svcs Specialist Development Svcs Supervisor Development Svcs Technician Director Director - Facilities Mgt Director - Flood Control Dist Director - Solid Waste Director - Transportation Dispatcher Electrician Electronic Technician Engineer Engineer - Senior Engineering Aide Engineering Associate Engineering Manager Engineering Specialist Engineering Supervisor Engineering Technician Environmental Specialist Equipment Operator Executive Assistant Field Operations Supervisor Finan/Business Analyst - Dept Financial Supervisor - Dept Financial Support Supv - Dept General Laborer General Maintenance Worker GIS Programmer/Analyst Govt/Commun Affairs Ofcr Grant-Contract Administrator Heavy Equipment Operator Heavy Equipment Operator - Sr. Help Desk Coordinator Human Resources Analyst Human Resources Associate Human Resources Specialist Human Resources Supervisor Inspection Supervisor Inspector Instrumentation Tech-Water IS Project Management Mgr IS Project Manager IT Division Manager IT Operations Manager Management Analyst Management Assistant Materials Handling Worker Materials Inventory Specialist Materials Testing Technician Mechanic - Automotive Media Specialist FY 2009 ADOPTED 3.00 2.00 11.00 1.00 3.00 1.00 1.00 1.00 1.00 3.00 10.00 7.00 27.00 27.75 8.00 17.00 6.00 18.00 57.00 2.00 57.00 4.00 22.00 6.00 2.00 2.00 3.00 61.00 10.00 1.00 1.00 32.00 8.00 1.00 4.00 3.00 1.00 9.00 30.00 4.00 3.00 1.00 1.00 4.00 4.00 5.00 1.00 5.00 FY 2010 ADOPTED 3.00 2.00 10.00 1.00 3.00 1.00 1.00 1.00 1.00 3.00 9.00 7.00 26.00 27.75 7.00 18.00 3.00 18.00 58.00 2.00 57.00 3.00 22.00 5.00 1.00 2.00 3.00 62.00 11.00 1.00 40.00 1.00 3.00 1.00 3.00 1.00 9.00 30.00 4.00 3.00 1.00 1.00 3.00 12.00 3.00 5.00 1.00 5.00 754 FY 2010 REVISED 3.00 2.00 10.00 1.00 3.00 1.00 1.00 1.00 1.00 3.00 9.00 7.00 26.00 27.75 7.00 18.00 3.00 18.00 58.00 2.00 57.00 3.00 22.00 5.00 1.00 2.00 3.00 62.00 11.00 1.00 40.00 1.00 3.00 1.00 3.00 1.00 9.00 30.00 4.00 3.00 1.00 1.00 3.00 12.00 3.00 5.00 1.00 5.00 FY 2010 FORECAST 3.00 3.00 9.00 1.00 4.00 1.00 1.00 1.00 1.00 3.00 9.00 9.00 57.75 34.00 4.00 23.00 13.00 37.00 56.00 3.00 21.00 6.00 1.00 2.00 3.00 62.00 11.00 1.00 40.00 1.00 5.00 3.00 1.00 7.00 40.00 4.00 3.00 1.00 1.00 11.00 1.00 14.00 3.00 5.00 1.00 5.00 FY 2011 ADOPTED 3.00 2.00 9.00 1.00 4.00 1.00 1.00 1.00 1.00 3.00 9.00 9.00 56.75 35.00 4.00 23.00 13.00 38.00 56.00 3.00 21.00 6.00 1.00 2.00 3.00 62.00 11.00 1.00 39.00 1.00 5.00 3.00 1.00 7.00 40.00 4.00 1.00 3.00 1.00 1.00 11.00 1.00 14.00 3.00 5.00 1.00 5.00 REV TO VAR (1.00) 1.00 2.00 30.75 (27.75) (7.00) 17.00 1.00 23.00 (5.00) (20.00) (2.00) (1.00) (1.00) 1.00 (1.00) 2.00 (1.00) (2.00) 10.00 1.00 8.00 1.00 2.00 - ADPT % 0.0% 0.0% -10.0% 0.0% 33.3% 0.0% 0.0% N/A 0.0% 0.0% 0.0% 0.0% 28.6% 118.3% -100.0% -100.0% 94.4% 33.3% N/A -27.8% -34.5% -100.0% -1.8% 0.0% -4.5% 20.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A 0.0% -2.5% N/A 0.0% 66.7% -100.0% 0.0% 0.0% -22.2% 33.3% 0.0% N/A 0.0% 0.0% 0.0% 266.7% N/A 16.7% 0.0% 0.0% 0.0% 0.0% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Works Staffing by Market Range Title (continued) MARKET RANGE TITLE Office Assistant Office Assistant Specialized Operations Manager Operations Supervisor - PW Operations/Program Manager Operations/Program Supervisor PC/LAN Analyst PC/LAN Tech Support Planner Planner - Senior Planning Supervisor Prgrm Coordination Spec Procurement Officer - County Procurement Officer - Dept Procurement Specialist Procurement Supervisor - Dept Program Coordinator Program Supervisor Programmer/Analyst Programmer/Analyst - Sr/Ld Project Manager Real Property Specialist Road Technician Security Officer Security Officer Manager Security Officer Supervisor Software Sys Engineer Survey Technician Systems/Network Administrator Systems/Network Admin-Sr/Ld Tech Support Specialist Technical Program Supv Technical Support Mgr Telecomm Engineer Trades Generalist Trades Specialist Trades Supervisor Traffic Signal Technician Web Designer/Developer Web Designer/Developer-Sr/Ld Department Total FY 2009 ADOPTED 39.00 10.00 5.00 8.00 2.00 3.00 1.00 6.00 9.00 7.00 5.00 15.00 1.00 3.00 8.00 1.00 4.00 1.00 6.00 2.00 16.00 10.00 21.00 71.50 3.00 4.00 1.00 9.00 1.00 2.00 1.00 4.00 1.00 33.00 48.00 7.00 9.00 2.00 1.00 969.25 FY 2010 ADOPTED 32.50 9.00 4.00 8.00 2.00 3.00 1.00 6.00 9.00 7.00 4.00 15.00 1.00 2.00 7.00 2.00 4.00 1.00 6.00 2.00 15.00 10.00 21.00 65.50 3.00 4.00 1.00 9.00 1.00 2.00 1.00 4.00 1.00 31.00 46.00 7.00 9.00 2.00 1.00 950.75 FY 2010 REVISED 32.50 9.00 4.00 8.00 2.00 3.00 1.00 6.00 9.00 7.00 4.00 15.00 1.00 2.00 7.00 2.00 4.00 1.00 6.00 2.00 15.00 10.00 21.00 65.50 3.00 4.00 1.00 9.00 1.00 2.00 1.00 4.00 1.00 31.00 46.00 7.00 9.00 2.00 1.00 950.75 FY 2010 FORECAST 29.50 10.00 12.00 7.00 2.00 1.00 8.00 11.00 3.00 1.00 2.00 7.00 2.00 6.00 6.00 2.00 9.00 10.00 21.00 65.50 3.00 4.00 1.00 1.00 2.00 2.00 1.00 1.00 31.00 46.00 7.00 9.00 2.00 1.00 944.75 FY 2011 ADOPTED 29.50 10.00 12.00 7.00 2.00 1.00 7.00 11.00 3.00 1.00 2.00 7.00 2.00 7.00 5.00 2.00 9.00 10.00 21.00 65.50 3.00 4.00 1.00 1.00 2.00 2.00 1.00 1.00 33.00 46.00 7.00 9.00 2.00 1.00 945.75 REV TO VAR (3.00) 1.00 (4.00) 4.00 5.00 (1.00) 1.00 2.00 (7.00) (1.00) (15.00) 3.00 (1.00) (1.00) (6.00) (9.00) (1.00) (2.00) 1.00 2.00 (5.00) ADPT % -9.2% 11.1% -100.0% 50.0% 250.0% -33.3% 0.0% 16.7% 22.2% -100.0% -25.0% -100.0% 0.0% 0.0% 0.0% 0.0% 75.0% -100.0% -16.7% 0.0% -40.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% -100.0% 0.0% 0.0% -100.0% -50.0% 0.0% N/A 6.5% 0.0% 0.0% 0.0% 0.0% 0.0% -0.5% FY 2010 REVISED 181.50 522.00 32.00 12.50 18.00 184.75 950.75 FY 2010 FORECAST 181.50 508.00 32.00 12.50 18.00 192.75 944.75 FY 2011 ADOPTED 183.50 1.00 509.00 32.00 12.50 18.00 189.75 945.75 REV TO ADPT VAR % 2.00 1.1% 1.00 N/A (13.00) -2.5% 0.0% 0.0% 0.0% 5.00 2.7% (5.00) -0.5% Staffing by Fund FUND 100 - GENERAL 223 - TRANSPORTATION GRANTS 232 - TRANSPORTATION OPERATIONS 255 - DETENTION OPERATIONS 290 - WASTE TIRE 580 - SOLID WASTE MANAGEMENT 988 - PUBLIC WORKS FLOOD CONTROL DEPARTMENT TOTAL FY 2009 ADOPTED 197.50 522.00 34.00 7.00 16.00 192.75 969.25 FY 2010 ADOPTED 181.50 522.00 32.00 12.50 18.00 184.75 950.75 755 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Works Significant Variance Analysis Public Works reduced their staff by a total of 6 FTEs. Transportation reduced their staff by 14 FTEs of which 11 of them are Early Retirement Participants. Flood Control increased their staff by 5 FTEs which included 4 Equipment Operators and 1 Investigator. Facilities Management and Solid Waste had minor activity in regards to their FTEs. Transportation also had movement of positions within the Engineering Market range due to the FY 2007-08 Market Range Study that was implemented in FY 2009-10. General Adjustments Personnel: Health insurance premiums for medical and dental coverage and employer costs for retirement/long-term disability are increasing personnel costs as follows: • Waste Tire Fund (290): o $22,787 increase for health/dental and retirement costs. o $75,495 decrease in cost for salary and benefit savings increase from zero to 13%. o In FY 2009-10, salary savings was 23.7% through December. o Net zero impact to the fund. • Waste Management Fund (580): o $15,447 increase for health/dental and retirement costs. o $25,366 decrease in cost for salary and benefit savings increase from zero to 2.6% o In FY 2009-10, salary savings was 4.2% through December. o Net zero impact to the fund. • General Fund (100): o $220,673 increase for health/dental and retirement costs. o $220,673 decrease in supplies. o Net zero impact to the fund. • Detention Fund (255): o $41,567 increase for health/dental and retirement costs. o $41,567 decrease in supplies. o Net zero impact to the fund. • Transportation Grants Fund (223): o $1,274 increase for health/dental and retirement costs. o $1,274 decrease in other services. o Net zero impact to the fund. • Transportation Operations Fund (232): o $678,233 increase for health/dental and retirement costs. o $400,323 decrease in salaries and benefits from 8 inactivated positions. o $63,450 decrease in salary and benefits savings increase from 8 inactivated positions. o The Department had sufficient revenue to absorb the remaining cost. • Public Works Flood Control Fund (988): o $312,660 increase for health/dental and retirement costs. o $93,105 decrease in general supplies. o $235,000 decrease in other services. o Net zero impact to the fund. Interest Revenue: Interest revenue is decreasing due to the global financial markets’ low interest rates. • Waste Tire Fund (290): o $170,000 decrease in interest revenue. 756 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget • • • Department Strategic Plans and Budgets Public Works Waste Management Fund (580): o $427,000 decrease in interest revenue. Transportation Operations (232): o $1,200,000 decrease in interest revenue. Public Works Flood Control (988): o $160,000 decrease in interest revenue. Revenues: • • Transportation Operations (232): o $2,408,468 increase in Highways Users Revenue Fund (HURF) due to an upward trend in Elliot Pollack’s forecast compared to April 2009. o $229,862 increase in Vehicle License Tax (VLT) due to an upward trend in Elliot Pollack’s forecast compared to April 2009. o $400,000 decrease in Licenses and Permits due to a downward trend in the housing and development market. Transportation Capital Projects (234): o $12,472,421 increase in Intergovernmental Charge for Services due to increase in revenue from 2 large projects: the Ellsworth Road Project (T178) and the Northern Avenue Project (T195). Expenditures: • • • • General Fund (100) Restatements from Non-Departmental: o $250,000 increase for 5th Avenue & Fillmore Property Security and Utilities. o $3,705,000 increase for the Annual County Wide Operation Maintenance Program. o $180,000 increase for Automated Inventory Management. o $7,024,694 increase for Maintenance Contracts. o $10,070,000 increase for Utilities. o $8,577,906 increase for Major Maintenance. o $3,379,163 increase for New Facility Operating Costs Detention Fund (255) Restatements from Non-Departmental: o $3,900,000 increase for Annual Detention Facilities Operations Program. o $1,400,000 increase for Maintenance Contracts. o $12,200,000 increase for Utilities. o $6,940,763 increase for Major Maintenance. Transportation Operations (232): o $784,000 increase in Vehicles and Construction Equipment due to the carry-over of these items from FY 2009-10. Transportation Capital Projects (234): o $13,144,481 increase in Capital Projects due to the purchase of land for the Ellsworth Road Project (T178) and the timing of the Northern Avenue Project (T195). Much of the Northern Avenue Project (T195) was to be completed in FY 2009-10 but will be completed in FY 2010-11. 757 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Works Programs and Activities Build Roads and Structures Program The purpose of the Build Roads and Structures Program is to provide transportation infrastructure project delivery services to the Maricopa County traveling public so they can receive infrastructure improvements on time and within budget. Program Results Measure Description Percent of construction projects executed per approved schedule Percent of construction projects closed out in 90 days Percent construction cost overrun (cost construction growth) Percent of design projects executed per approved schedule Percent of design projects executed per approved budget Percent of design projects executed per approved scope Percent of design projects executed per approved quality management plans Percent of contracts awarded that are within 10% of the Engineer’s estimate Percent of Maricopa County arterial roads in “Good” or better condition Percent of design surveys delivered to project delivery teams within the agreed upon timeframe Percent of construction project delay claims due to survey not meeting the schedule Percent of Transportation Improvement Program projects delivered on time Transportation Improvement Program budget utilization rate Percent of Transportation Improvement projects planned for completion that are completed Percent of contracts awarded within 30 calendar days of receipt of completed bid documents Percent of contract insurance policies that do not lapse beyond expiration date Percent of contract file close-outs completed within 30 calendar days of expiration Percent of design projects serviced on time by Materials Technology FY 2009 ACTUAL 90.5% FY 2010 REVISED 83.3% FY 2011 ADOPTED 82.4% 94.4% 83.3% 82.4% (1.0%) -1.2% N/A N/A 5.0% N/A N/A N/A N/A 88.0% N/A N/A N/A N/A 88.0% N/A N/A N/A N/A 88.0% N/A N/A N/A N/A 88.0% N/A N/A N/A N/A 90.0% N/A N/A N/A 75.2% 85.0% 9.8% 13.0% 81.6% 81.8% 85.9% 4.1% 5.0% N/A 100.0% 8.0% (92.0%) -92.0% 100.0% 87.5% 88.2% 0.7% 0.8% N/A N/A 95.0% N/A N/A N/A N/A 88.2% N/A N/A 100.0% 98.0% 86.4% (11.6%) -11.8% 43.6% 13.7% 80.0% 66.3% 483.5% 80.8% 83.3% 100.0% 16.7% 20.0% N/A 100.0% 100.0% 0.0% 0.0% 758 REV VS ADPT VAR % (1.0%) -1.2% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Works Activities that comprise this program include: • Transportation Construction Management • Article 5 Procurement • Materials Technology • Transportation Project Management • • • Roadway Construction Land Surveying Services Transportation Improvement Program Management Transportation Construction Management Activity The purpose of the Transportation Construction Management Activity is to provide roadway and bridge construction oversight services to the traveling public so they can experience transportation improvements delivered on time and travel within the county on safely constructed roads and bridges. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Measure Type Result Result Result Output Demand Efficiency Expenditure Measure Description Percent of construction projects executed per approved schedule Percent of construction projects closed out in 90 days Percent construction cost overrun (cost construction growth) Number of construction projects delivered Number of construction projects scheduled Total expenditure per constructed project 232 - TRANSPORTATION OPERATIONS TOTAL USES $ $ REV VS ADPT VAR % (1.0%) -1.2% FY 2009 ACTUAL 90.5% FY 2010 REVISED 83.3% FY 2011 ADOPTED 82.4% 94.4% 83.3% 82.4% (1.0%) -1.2% N/A N/A 5.0% N/A N/A N/A N/A N/A N/A 17 N/A 17 N/A $ 29,805.00 N/A N/A N/A N/A N/A N/A 4,059 4,059 0.8% 0.8% 328,853 328,853 $ $ 510,744 510,744 $ $ 506,685 506,685 $ $ Activity Narrative: Several of the performance measures are new for FY 2010-11. Therefore, there is no data from prior fiscal years to use as a comparison. The FY 2010-11 budget supports the Department in providing 100% of demanded services. Article 5 Procurement Activity The purpose of the Article 5 Procurement Activity is to provide construction and related architectural and engineering contracting services to Department of Transportation employees so they can have the consulting (architectural / engineering) or construction services they need in a timely manner at the appropriate price. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. 759 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Result Output Demand Efficiency Measure Description Percent of contracts awarded within 30 calendar days of receipt of completed bid documents Percent of contract insurance policies that do not lapse beyond expiration date Percent of contract file close-outs completed within 30 calendar days of expiration Number of contracts awarded Number of requests for contracts received Total activity expenditure per contract awarded Department Strategic Plans and Budgets Public Works FY 2009 ACTUAL 100.0% FY 2010 REVISED 98.0% FY 2011 ADOPTED 86.4% 43.6% 13.7% 80.0% 66.3% 483.5% 80.8% 83.3% 100.0% 16.7% 20.0% $ 55 57 3,262.27 $ $ 179,425 179,425 $ 50 51 3,642.46 $ $ 182,123 182,123 $ 53 53 3,542.26 $ $ 187,740 187,740 REV VS ADPT VAR % (11.6%) -11.8% $ 3 2 100.20 6.0% 3.9% 2.8% $ $ (5,617) (5,617) -3.1% -3.1% Expenditure 232 - TRANSPORTATION OPERATIONS TOTAL USES Activity Narrative: The result measure values are not consistent over the three years shown due to the implementation of recommended changes in calculation methodology by the County’s’ Internal Audit Department. The results will therefore have great variance from FY 2009-10 to FY 2010-11. The FY 2010-11 budget supports the Department in providing 100% of demanded services. Materials Technology Activity The purpose of the Materials Technology Activity is to provide construction materials evaluation and geotechnical and pavement design services to Department of Transportation design, construction and maintenance teams so they can deliver projects on time that meet predetermined project objectives. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. 760 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Output Output Output Demand Demand Demand Demand Efficiency Efficiency Department Strategic Plans and Budgets Public Works Measure FY 2009 FY 2010 FY 2011 Description ACTUAL REVISED ADOPTED Percent of design projects serviced on time by N/A 100.0% 100.0% Materials Technology Number of miles County roadway pavement 1,500 1,500 1,540 condition evaluations completed Number of quality assurance tests completed 3,156 2,500 2,500 Number of construction and maintenance 21 57 60 projects completed for Quality Assurance testing Number of design projects serviced N/A 37 38 Number of miles County roadway pavement 1,520 1,500 1,540 condition evaluations needed Number of construction and maintenance 63 57 60 projects expecting to require Quality Assurance (field inspection and sampling) in house testing Number of design projects to be serviced N/A 37 38 Number of quality assurance tests requested N/A 2,500 2,500 Total expenditure per mile evaluated for $ 347.21 $ 416.19 $ 414.72 $ pavement condition Total expenditure per design project serviced N/A $ 16,872.57 $ 16,806.92 $ REV VS ADPT VAR % 0.0% 0.0% 40 2.7% 3 0.0% 5.3% 1 40 2.7% 2.7% 3 5.3% 1 1.47 2.7% 0.0% 0.4% 65.65 0.4% (14,378) (14,378) -2.3% -2.3% Expenditure 232 - TRANSPORTATION OPERATIONS TOTAL USES $ $ 520,813 520,813 $ $ 624,285 624,285 $ $ 638,663 638,663 $ $ Activity Narrative: Expenditures increased from FY 2008-09 to FY 2009-10 due to a number of factors. There were staff vacancies in FY 2008-09 and staff charged out more time to the Transportation Improvements Program (TIP) projects; thus reducing the operating expenditures. Also in FY 2009-10, supplies, services and capital budgets were increased to provide funding for Material Lab supplies, equipment replacements and repairs. There are no major variances between FY 2009-10 and FY 2010-11. The FY 2010-11 budget supports the Department in providing 100% of demanded services. Transportation Project Management Activity The purpose of the Transportation Project Management Activity is to provide project oversight and delivery services to construction delivery teams so they can complete transportation projects on time, within budget and scope that satisfy or meet predetermined project objectives. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. 761 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Result Result Result Output Demand Efficiency Department Strategic Plans and Budgets Public Works Measure FY 2009 FY 2010 FY 2011 Description ACTUAL REVISED ADOPTED Percent of design projects executed per N/A N/A 88.0% approved schedule Percent of design projects executed per N/A N/A 88.0% approved budget Percent of design projects executed per N/A N/A 88.0% approved scope Percent of design projects executed per N/A N/A 88.0% approved quality management plans Percent of contracts awarded that are within N/A N/A 90.0% 10% of the Engineer’s estimate Number of design projects managed N/A N/A 25 Number of design projects to be managed this N/A N/A 25 fiscal year Total activity expenditure per design project $ 5,977.42 $ 11,684.47 $ 7,475.48 $ managed REV VS ADPT VAR % 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 4,208.99 36.0% Expenditure 232 - TRANSPORTATION OPERATIONS TOTAL USES $ $ 155,413 155,413 $ $ 175,267 175,267 $ $ 186,887 186,887 $ $ (11,620) (11,620) -6.6% -6.6% Activity Narrative: Several of the measurements in this activity have had a significant change in the methodology of how they are measured. Therefore, only one year of measurements is posted here because the prior years do not offer a point of comparison. The FY 2010-11 budget supports the Department in providing 100% of demanded services. Roadway Construction Activity The purpose of the Roadway Construction Activity is to provide new or improved roads and structures to the Maricopa County traveling public so they can travel within the county on safely constructed roads and bridges. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. 762 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Output Output Demand Demand Demand Efficiency Efficiency Measure Description Percent of Maricopa County arterial roads in “Good” or better condition Number of bridge lane miles constructed or upgraded Number of bridge upgrades provided Number of road lane miles constructed Number of bridge lane miles scheduled Number of bridges requiring an upgrade Number of road lane miles scheduled Total expenditure per bridge lane mile constructed Total expenditure per road lane mile constructed Department Strategic Plans and Budgets Public Works FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED 85.0% N/A N/A 1 N/A N/A N/A N/A N/A N/A N/A N/A N/A 1 N/A 175 N/A 1 N/A 1 N/A 175 N/A $ 97,948,000.00 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 559,702.86 REV VS ADPT VAR % N/A N/A Revenue 234 - TRANSPORTATION CAPITAL PROJECT 900 - ELIMINATIONS TOTAL SOURCES $ 62,425,354 $ 63,140,120 $ $ 62,425,354 (35,544,286) $ 27,595,834 $ $ 39,698,916 65,039,371 $ 35,544,286 85,728,037 $104,738,287 (35,544,286) $ 85,728,037 $ 75,612,541 $ 12,472,421 (36,798,426) (1,254,140) 38,814,115 $ 11,218,281 19.8% 3.5% 40.7% Expenditure 232 - TRANSPORTATION OPERATIONS 234 - TRANSPORTATION CAPITAL PROJECT 900 - ELIMINATIONS TOTAL USES $ 36,798,426 97,948,000 $ (1,254,140) (12,219,963) -3.5% -14.3% (36,798,426) 1,254,140 97,948,000 $(12,219,963) -3.5% -14.3% Activity Narrative: The percent of Maricopa County arterial roads in "Good" or "Better" condition is anticipated to increase by 13%. The American Recovery and Reinvestment Act (ARRA) is providing funding for the Department to do 35.5 linear miles of asphalt overlay work during FY 2010-11. Revenue and expenditures are anticipated to increase in FY 2010-11 due to the size, number and status of each project. Some of the larger projects budgeted in FY 2009-10 are budgeted at a higher amount in FY 2010-11 based on the status and work requirements of these major projects. Land Surveying Activity The purpose of the Land Surveying Services Activity is to provide land boundary identification and information services to internal project delivery teams and the professional engineering and land surveying community so they can receive timely information and tools needed to properly design infrastructure projects. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. 763 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Output Demand Efficiency Measure Description Percent of design surveys delivered to project delivery teams within the agreed upon timeframe Percent of construction project delay claims due to survey not meeting the schedule Number of Land Survey Requests completed Number of Land Survey Requests submitted Total expenditure per Land Survey Request completed Department Strategic Plans and Budgets Public Works FY 2009 ACTUAL 81.6% FY 2010 REVISED 81.8% FY 2011 ADOPTED 85.9% N/A 100.0% 8.0% $ 256 287 1,553.67 $ 275 310 2,674.73 232 - TRANSPORTATION OPERATIONS TOTAL SOURCES $ $ 24,098 24,098 $ $ 232 - TRANSPORTATION OPERATIONS TOTAL USES $ $ 397,739 397,739 $ $ REV VS ADPT VAR % 4.1% 5.0% (92.0%) -92.0% (10) (10) 130.87 -3.6% -3.2% 4.9% $ 265 300 2,543.86 $ - $ $ - $ $ - N/A N/A 735,552 735,552 $ $ 674,123 674,123 $ $ 61,429 61,429 8.4% 8.4% Revenue Expenditure Activity Narrative: The percent of construction project delay claims due to survey not meeting the schedule should have read 8.0% in FY 2009-10. The reason the result is 8.0% for FY 2009-10 and FY 2010-11 is that the Survey Branch has done a great job of ensuring that they have almost zero delays. Expenditures increased from FY 2008-09 to FY 2009-10 because the Survey Branch no longer provided surveying services to the County Assessor's Office as it did in FY 2008-09 to support the Assessor's Parcel Rectification Project, also known as GDACS. Expenditures are anticipated to decrease from FY 2009-10 to FY 2010-11 due to an increase in the Personnel Services allocations to the Transportation Improvement Program (TIP) projects. This increase in Personnel Services allocations is based on the first two quarters of actuals in FY 2009-10. Transportation Improvement Program Management Activity The purpose of the Transportation Improvement Program Management Activity is to provide programming, monitoring, and cash flow management services to project delivery teams so they can deliver projects on time and within budget. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. 764 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Result Output Demand Efficiency Measure Description Percent of Transportation Improvement Program projects delivered on time Transportation Improvement Program budget utilization rate Percent of Transportation Improvement projects planned for completion that are completed Number of Transportation Improvement Program projects completed by end of Fiscal Year Number of Transportation Improvement Program projects scheduled for completion by end of Fiscal Year Total expenditure per project in Transportation Improvement Program project completed by end of the fiscal year Department Strategic Plans and Budgets Public Works FY 2009 ACTUAL 100.0% FY 2010 REVISED 87.5% FY 2011 ADOPTED 88.2% N/A N/A 95.0% N/A N/A N/A N/A 88.2% N/A N/A 22 16 17 1 6.3% 22 16 17 1 6.3% N/A N/A $ 38,113.13 N/A N/A (5,122) (5,122) -0.9% -0.9% REV VS ADPT VAR % 0.7% 0.8% Expenditure 232 - TRANSPORTATION OPERATIONS TOTAL USES $ $ 368,218 368,218 $ $ 566,575 566,575 $ $ 571,697 571,697 $ $ Activity Narrative: In FY 2008-09, the Percent of Transportation Improvement Projects delivered on time was 100% because it was based on the number of projects that were started and completed during the fiscal year. In FY 2009-10 and FY 2010-11, the calculations were based on the number of projects that were in the adopted budget and were planned for completion. Due to the varying number of projects, it is not anticipated that the Department will deliver 100% of the projects on time in FY 2010-11 but instead deliver 88.2%. Expenditures decreased from FY 2008-09 to FY 2009-10 since positions were vacant in FY 2008-09. This therefore led to a decrease in the FY 2008-09 fiscal year's actual operating budget. The budgets for FY 2009-10 and FY 2010-11 are expected to be fully staffed with a small variance of expenditures between these two fiscal years. The FY 2010-11 budget supports the Department in providing 100% of demanded services. Engineer Roads and Structures Program The Purpose of the Engineer Roads and Structures Program is to provide engineering, road and structure design, utility coordination, right-of way regulation, and Improvement District Administration services to transportation professionals so they can complete projects in compliance with applicable standards providing safe and efficient right-of-way infrastructure. 765 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Works Program Results Measure Description Percent of project plan reviews completed within 2 weeks of assignment Percent of project plans delivered within the agreed upon time frame Percent of plan reviews completed within specified time frame Percent of permitted construction projects completed in compliance with applicable regulations Percent of new or reconstructed lane miles accepted into the County road inventory that was constructed by permittee Percent of construction projects completed safely and within the targeted time frame providing a utilities conflict free right-of-way FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED 100.0% N/A N/A 100.0% N/A N/A 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 0.0% 0.0% 101.8% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 0.0% 0.0% Activities that comprise this program include: • Roads and Structures Standards and Design • • REV VS ADPT VAR % N/A N/A Right-of-Way Regulation Utilities Engineering Roads and Structures Standards and Design Activity The purpose of the Roads and Structures Standards and Design Activity is to provide design and construction standard, construction document and review services to transportation professionals and Department of Transportation Construction Management and Operations Divisions so they can design and build safe and easily maintained transportation facilities. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. 766 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Output Output Output Demand Demand Demand Efficiency Measure Description Percent of project plan reviews completed within 2 weeks of assignment Percent of project plans delivered within the agreed upon timeframe Number of project plans reviews provided (small, medium, large) Number of project plans provided (small, medium, large) Number of bridges and structures inspected Number of project reviews required (small, medium, large) Number of project plans required (small, medium, large) Number of bridges and structures to be inspected this fiscal year Total expenditure per project plan provided (small, medium, large) Department Strategic Plans and Budgets Public Works FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED 100.0% N/A N/A 100.0% 93 80 10 REV VS ADPT VAR % N/A N/A N/A N/A 128 48 60.0% 10 10 - 0.0% N/A 93 N/A 80 185 128 N/A 48 N/A 60.0% 10 10 10 - 0.0% N/A N/A 185 N/A N/A $ 126,456.20 $ 123,276.10 $ 105,634.10 $ 17,642.00 14.3% $ 1,264,562 $ 1,264,562 $ 1,232,761 $ 1,232,761 $ 1,056,341 $ 1,056,341 $ $ 14.3% 14.3% Expenditure 232 - TRANSPORTATION OPERATIONS TOTAL USES 176,420 176,420 Activity Narrative: The number of project reviews both required and provided decreased from FY 2008-09 to FY 2009-10 because it was anticipated that there would be fewer, less complex structures planned for construction due to the economy. These measurements are anticipated to increase from FY 2009-10 to FY 2010-11 as the calculation of these measurements now include structural plan reviews of the impact of overweight vehicles and other projects. Expenditures are decreasing between FY 2009-10 and FY 2010-11. Several positions moved to the Utilities Engineering activity resulting in decreased expenditures. This is reflected in the decrease in the Department's efficiency by 14.3%. Right-of-Way Regulation Activity The purpose of the Right-of-Way Regulation Activity is to provide Transportation Review, Permit and Inspection Services to external entities utilizing Maricopa County Right-of-Ways so they can complete projects in compliance with applicable regulations. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. 767 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Result Output Output Output Output Output Demand Demand Demand Demand Demand Efficiency Measure Description Percent of plan reviews completed within specified time frame Percent of permitted construction projects completed in compliance with applicable regulations Percent of new or reconstructed lane miles accepted into the County road inventory that was constructed by permittee Number of plan sheets reviewed Number of Planning & Development cases reviewed Number of construction permits issued Number of Oversize/Overweight permits issued Number of Cease Work Order situations resolved Number of Planning & Development cases submitted for review Number of plan sheets submitted for review Number of construction permit applications submitted Number of Oversize/Overweight permit applications submitted Number of Cease Work Orders issued Total activity expenditure per plan sheet reviewed Department Strategic Plans and Budgets Public Works FY 2009 ACTUAL 100.0% FY 2010 REVISED 100.0% FY 2011 ADOPTED 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 101.8% 100.0% 100.0% 0.0% 0.0% REV VS ADPT VAR % 0.0% 0.0% 574 726 500 480 800 400 300 (80) 60.0% -16.7% 1,068 332 1,000 800 1,000 520 (280) 0.0% -35.0% 194 260 160 (100) -38.5% 726 480 400 (80) -16.7% 574 1,068 500 1,000 800 1,000 300 - 60.0% 0.0% 332 800 500 (300) -37.5% $ 194 2,493.31 $ 260 3,080.68 $ 160 1,783.20 $ (100) 1,297.48 -38.5% 42.1% 232 - TRANSPORTATION OPERATIONS TOTAL SOURCES $ $ 839,188 839,188 $ $ 800,000 800,000 $ $ 400,000 400,000 $ $ (400,000) (400,000) -50.0% -50.0% 232 - TRANSPORTATION OPERATIONS TOTAL USES $ 1,431,159 $ 1,431,159 $ 1,426,563 $ 1,426,563 $ $ 113,779 113,779 Revenue Expenditure $ 1,540,342 $ 1,540,342 7.4% 7.4% Activity Narrative: The number of Planning and Development cases both submitted and reviewed is anticipated to decrease in FY 2010-11 from FY 2009-10. In FY 2009-10, it was expected that the economic downturn would have impacted these measures from FY 2008-09. The downward trend is anticipated to continue in FY 2010-11 based on the Department's actual figures for the first two quarters in FY 2009-10. The number of Oversize/Overweight permits submitted and issued should have been 400 for FY 200910. The demand and outputs are expected to increase from FY 2009-10 to FY 2010-11 based on the actual demand for permits. Cease Work Orders (CWO) that were submitted, issued or resolved decreased from FY 2009-10 to FY 2010-11. “Traffic control inspections” were included in the measurement of CWOs in FY 2009-10. The Department is no longer using “traffic control inspections” as a measurement of CWOs which leads to the decrease in FY 2010-11 corresponding demands and outputs. The figures for the number of plan sheets submitted and reviewed have increased due to a change in methodology for calculating these measurements. In FY 2009-10, an audit was performed on this activity that resulted in this methodology change. The Department now has a better method in tracking the number of plan sheets. 768 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Works Utilities Engineering Activity The purpose of the Utilities Engineering Activity is to provide oversight and management of utilities installation and relocation services to construction contractors working within County rights-of-way so they can complete their construction project safely within a utilities conflict free right-of-way. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Measure Type Result Output Demand Efficiency Measure Description Percent of construction projects completed safely and within the targeted time frame providing a utilities conflict free right-of-way Number of miles of utility relocation and construction completed Number of miles of utility relocation & construction required Total expenditure per utility relocation and construction completed FY 2009 ACTUAL 100.0% FY 2010 REVISED 100.0% FY 2011 ADOPTED 100.0% REV VS ADPT VAR % 0.0% 0.0% 41 900 900 - 0.0% 41 900 900 - 0.0% $ 7,963.12 $ 420.08 $ 547.33 $ 232 - TRANSPORTATION OPERATIONS TOTAL SOURCES $ $ 253,815 253,815 $ $ 263,089 263,089 $ $ 263,089 263,089 $ $ 232 - TRANSPORTATION OPERATIONS TOTAL USES $ $ 328,877 328,877 $ $ 378,069 378,069 $ $ 492,596 492,596 $ $ (127.25) -30.3% Revenue - 0.0% 0.0% Expenditure (114,527) (114,527) -30.3% -30.3% Activity Narrative: The Department used a different methodology to measure the number of miles of utility relocation and construction in FY 2008-09 than they are using in FY 2009-10 and FY 2010-11. The Department has refined the definition of utilities. Expenditures are anticipated to increase from FY 2009-10 to FY 2010-11. Several positions from the Roads Construction Standards Design activity were moved to this activity in FY 2009-10. The FY 201011 budget supports the Department in providing 100% of demanded services. Traffic Management Program The purpose of the Traffic Management Program is to provide traffic engineering, intelligent transportation system, real time mobility and traveler information, incident management and signal maintenance services to the traveling public so they can experience enhanced regional mobility, coordination and safety of the roadway system. 769 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Works Program Results Measure Description Percent of unscheduled signal malfunction repair work orders completed within two hours Percent of preventative maintenance work orders completed within predetermined monthly schedule Percent of utility location work orders completed within two business days Percent of plan review projects completed within agreed upon time period Percent of temporary and permanent traffic control device projects completed within agreed upon time period Percent of roadway traffic incidents responded to within 30 minutes of notification FY 2009 ACTUAL 98.1% FY 2010 REVISED 100.0% FY 2011 ADOPTED 96.0% 100.0% 100.0% 100.0% 0.0% 0.0% 94.2% 100.0% 100.0% 0.0% 0.0% 89.5% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 0.0% 0.0% Percent of travelers that experience no secondary accidents while traveling through or approaching an incident Percent of traffic signals on Maricopa County roadways that provide optimum “green” time for high and low traffic volumes to achieve efficient traffic flow Percent of traveler information messages posted within 15 minutes (during normal business hours) of verification Percent of Closed Circuit Television Cameras that are fully operational Percent of travel time saved on major Maricopa County corridors as measured through the most current before and after study 100.0% 100.0% 100.0% 0.0% 0.0% 57.2% 69.4% 90.9% 21.5% 30.9% 100.0% 96.1% 100.0% 3.9% 4.0% 81.5% 90.2% 92.2% 1.9% 2.2% 91.9% 91.9% 91.9% 0.0% 0.0% Percent of traffic signals at jurisdictional boundaries that provide optimum “green” time for high and low traffic volumes to achieve efficient traffic flow Percent of regional traveler information messages posted on 511 System within 20 minutes of verification of the potential traffic impact of an event on the road Percent of regionally shared freeway and arterial roadway Closed Circuit Television (CCTV) cameras 87.5% 90.0% 100.0% 10.0% 11.1% N/A 96.5% 100.0% 3.5% 3.7% N/A 75.9% 83.3% 7.5% 9.8% Activities that comprise this program include: • Traffic Signals and Intelligent Transportation System Field Services • Traffic Design and Studies • Emergency Traffic Management • • 770 REV VS ADPT VAR % (4.0%) -4.0% Real Time Traffic Management Regional Traffic Management Support Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Works Traffic Signals and Intelligent Transportation System Field Services Activity The purpose of the Traffic Signals and Intelligent Transportation System Field Services Activity is to provide signal and Intelligent Transportation System installation, repair and maintenance services to the traveling public so they can experience properly functioning signals in all Maricopa County controlled signalized intersections. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Measure Type Result Result Result Output Output Demand Efficiency Measure FY 2009 FY 2010 FY 2011 Description ACTUAL REVISED ADOPTED Percent of unscheduled signal malfunction 98.1% 100.0% 96.0% repair work orders completed within two hours Percent of preventative maintenance work 100.0% 100.0% 100.0% orders completed within predetermined monthly schedule Percent of utility location work orders 94.2% 100.0% 100.0% completed within two business days Number of work orders completed 1,630 1,600 1,900 Number of signalized and Intelligent 105 100 174 Transportation intersections maintained Number of work order requests submitted 1,630 1,600 1,975 Total activity expenditure per signalized and $ 12,226.83 $ 14,518.58 $ 8,584.81 $ Intelligent Transportation intersection maintained REV VS ADPT VAR % (4.0%) -4.0% 0.0% 0.0% 0.0% 0.0% 300 74 18.8% 74.0% 375 5,933.77 23.4% 40.9% Revenue 232 - TRANSPORTATION OPERATIONS TOTAL SOURCES $ $ 92,766 92,766 232 - TRANSPORTATION OPERATIONS TOTAL USES $ 1,283,817 $ 1,283,817 $ $ 57,000 57,000 $ $ 51,043 51,043 $ $ (5,957) (5,957) -10.5% -10.5% $ 1,493,757 $ 1,493,757 $ $ (41,899) (41,899) -2.9% -2.9% Expenditure $ 1,451,858 $ 1,451,858 Activity Narrative: Based on FY 2009-10 actuals, the percent of unscheduled signal malfunction repair work orders completed within two hours will decrease by 4%. The Department has not been able to actually achieve the target of 100% during the first two quarters of FY 2009-10. The number of signalized and Intelligent Transportation intersections maintained is anticipated to increase by 70.0% in FY 2010-11. The figure for this output in FY 2009-10 Revised did not include all signals. The Department's efficiency will decrease in FY 2010-11 with the anticipated increase in this output. The number of work order requests submitted is anticipated to increase in FY 2010-11 with the anticipation of additional traffic signals. Expenditures are anticipated to increase from FY 2009-10 to FY 2010-11 due to additional staff and field infrastructure. Traffic Design and Studies Activity The purpose of the Traffic Design and Studies Activity is to provide Traffic Engineering Services to roadway infrastructure delivery teams so they can implement projects in accordance with federal, state and county standards and specifications. 771 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Works Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Measure Type Result Result Output Output Demand Demand Efficiency Efficiency Measure Description Percent of plan review projects completed within agreed upon time period Percent of temporary and permanent traffic control device projects completed within agreed upon time period Number of temporary and permanent traffic control device projects completed Number of plan reviews completed Number of plan reviews requested Number of temporary and permanent traffic control devices projects needed Total expenditure per plan review Total expenditure per temporary and permanent traffic control device project FY 2009 ACTUAL 89.5% FY 2010 REVISED 100.0% FY 2011 ADOPTED 100.0% 100.0% 100.0% 100.0% REV VS ADPT VAR % 0.0% 0.0% 0.0% 0.0% 11 10 9 (1) -10.0% 219 223 8 180 180 10 180 180 9 (1) 0.0% 0.0% -10.0% $ 6,959.80 $ 138,563.27 $ 9,170.28 $ 165,065.10 $ 9,218.01 $ 184,360.22 $ (47.73) $ (19,295.12) -0.5% -11.7% 232 - TRANSPORTATION OPERATIONS TOTAL SOURCES $ $ $ $ $ $ - $ $ (180,000) (180,000) -100.0% -100.0% 232 - TRANSPORTATION OPERATIONS TOTAL USES $ 1,524,196 $ 1,524,196 $ 1,659,242 $ 1,659,242 $ $ (8,591) (8,591) -0.5% -0.5% Revenue 158,408 158,408 180,000 180,000 Expenditure $ 1,650,651 $ 1,650,651 Activity Narrative: Revenue decreased from FY 2009-10 to FY 2010-11 by 100% because traffic control support for the Phoenix International Raceway (PIR) was terminated in April 2009. PIR used to reimburse the Department for overtime and other expenses incurred while providing traffic control during race events twice a year (April and November). No revenues are expected for FY 2009-10 or FY 2010-11. The FY 2010-11 budget supports the Department in providing 100% of demanded services. Emergency Traffic Management Activity The purpose of the Emergency Traffic Management Activity is to provide Incident Safety and Mobility Services to traveling public so they can experience less delay and no secondary accidents while traveling through or approaching an incident. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. 772 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Output Demand Efficiency Measure Description Percent of roadway traffic incidents responded to within 30 minutes of notification Percent of travelers that experience no secondary accidents while traveling through or approaching an incident Number of traffic incident call out responses provided Number of traffic incident call outs requested Total activity expenditure per call out response provided Department Strategic Plans and Budgets Public Works FY 2009 ACTUAL 100.0% FY 2010 REVISED 100.0% FY 2011 ADOPTED 100.0% 100.0% 100.0% 100.0% 139 $ 161 3,556.03 168 REV VS ADPT VAR % 0.0% 0.0% 160 $ 180 2,447.86 $ 180 2,591.53 $ (1) $ (1) $ - $ $ - $ $ 411,241 411,241 $ $ 414,644 414,644 $ $ 0.0% 0.0% (8) -4.8% (143.66) 0.0% -5.9% Revenue 223 - TRANSPORTATION GRANTS TOTAL SOURCES $ $ 232 - TRANSPORTATION OPERATIONS TOTAL USES $ $ - N/A N/A Expenditure 494,288 494,288 $ $ (3,403) (3,403) -0.8% -0.8% Activity Narrative: Expenditures decreased from FY 2008-09 to FY 2009-10. The Department made a reduction in expenditures in this activity due to the decline in Transportation’s overall revenues. Expenditures are anticipated to slightly increase from FY 2009-10 to FY 2010-11 due to the increase in Fringe Benefit costs. The Department is only required to respond to traffic incidents that impact the travelling public for 2 or more hours. Real Time Traffic Management Activity The purpose of the Real Time Traffic Management Activity is to provide Real Time Mobility and Traveler Information Services to the traveling public on Maricopa County roads so they can experience less delay and safely navigate the roadways. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. 773 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Result Result Output Output Demand Demand Demand Efficiency Department Strategic Plans and Budgets Public Works REV VS ADPT Measure FY 2009 FY 2010 FY 2011 Description ACTUAL REVISED ADOPTED VAR % 57.2% 69.4% 90.9% 21.5% 30.9% Percent of traffic signals on Maricopa County roadways that provide optimum “green” time for high and low traffic volumes to achieve efficient traffic flow Percent of traveler information messages 100.0% 96.1% 100.0% 3.9% 4.0% posted within 15 minutes (during normal business hours) of verification Percent of Closed Circuit Television Cameras 81.5% 90.2% 92.2% 1.9% 2.2% that are fully operational Percent of travel time saved on major 91.9% 91.9% 91.9% 0.0% 0.0% Maricopa County corridors as measured through the most current before and after study Number of Maricopa County traffic signals 30 24 100 76 316.7% optimized Number of traveler information messages 551 515 540 25 4.9% verified and posted Number of Maricopa County traffic signals 25 24 100 76 316.7% requiring optimization Number of traveler information messages 551 530 600 70 13.2% received Number of Closed Circuit Television Cameras 6 5 2 (3) -60.0% required Total activity expenditure per Maricopa County $ 22,510.50 $ 28,095.58 $ 6,789.24 $ 21,306.34 75.8% traffic signal optimized Expenditure 232 - TRANSPORTATION OPERATIONS TOTAL USES $ $ 675,315 675,315 $ $ 674,294 674,294 $ $ 678,924 678,924 $ $ (4,630) (4,630) -0.7% -0.7% Activity Narrative: The percent of traffic signals on Maricopa County roadways that provide optimum “green” time for high and low traffic volumes to achieve efficient traffic flow is expected to increase by 21.5%. Improvements will be made with a purchase of equipment for the Traffic Management Center. This new initiative will improve real time monitoring of traffic activity. It is anticipated that the number of Maricopa County signals requiring optimization will increase by 316.7%. Based on the first two quarter actuals in FY 2009-10, it is forecasted that more signals will require optimization studies in FY 2010-11. The Department's efficiency will increase by 75.8% with this anticipated increase of the number of signals needing optimization. Regional Traffic Management Support Activity The purpose of the Regional Traffic Management Support Activity is to provide Integrated Intelligent Transportation System (ITS) Services to Arizona Technologies (AZTech) public and private partners so they can have the tools necessary to collaborate to enhance regional mobility and safety in the metropolitan area. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. 774 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Result Output Output Output Demand Demand Demand Efficiency Measure Description Percent of traffic signals at jurisdictional boundaries that provide optimum “green” time for high and low traffic volumes to achieve efficient traffic flow Percent of regional traveler information messages posted on 511 System within 20 minutes of verification of the potential traffic impact of an event on the road Percent of regionally shared freeway and arterial roadway Closed Circuit Television (CCTV) cameras Number of traffic signals optimized at the jurisdictional boundaries Number of traveler information messages verified and posted Number of regionally shared freeway and arterial roadway cameras provided Number of traffic signals at jurisdictional boundaries requiring optimization Number of regional traveler information messages received by the Regional Archived Data Server (RADS) for posting on 511 system Number of freeway and arterial roadway Closed Circuit Television Cameras required to be shared in the metro region Total activity expenditure per traveler information message verified and posted Department Strategic Plans and Budgets Public Works REV VS ADPT VAR % 10.0% 11.1% FY 2009 ACTUAL 87.5% FY 2010 REVISED 90.0% FY 2011 ADOPTED 100.0% 100.0% 96.5% 100.0% 3.5% 3.7% 70.7% 75.9% 83.3% 7.5% 9.8% 28 10 12 4,052 3,400 2,800 810 220 32 N/A 2 20.0% (600) -17.6% 250 30 13.6% 12 N/A N/A (2,000) -6.7% 28,042 30,000 28,000 2,296 574 580 6 1.0% $ 137.32 $ 290.72 $ 297.94 $ (7.22) -2.5% 223 - TRANSPORTATION GRANTS 232 - TRANSPORTATION OPERATIONS TOTAL SOURCES $ 172,313 172,313 $ 782,290 782,290 $ 573,971 51,604 625,575 $ (208,319) 51,604 (156,715) -26.6% N/A -20.0% 223 - TRANSPORTATION GRANTS 232 - TRANSPORTATION OPERATIONS TOTAL USES $ 468,097 88,330 556,427 $ 782,290 206,142 988,432 $ 573,971 260,255 834,226 $ 208,319 (54,113) 154,206 26.6% -26.3% 15.6% Revenue $ $ $ $ Expenditure $ $ $ $ Activity Narrative: The percent of traffic signals at jurisdictional boundaries that provide optimum "green" time for high and low traffic volumes to achieve efficient traffic has increase by 11.1% to 100% for FY 2010-11. Improvements will be made with a purchase of equipment for the Traffic Management Center. This new initiative will improve real time monitoring of traffic activity. It is anticipated that the percent of regionally shared freeway and arterial roadway Closed Circuit Television (CCTV) cameras will increase by 9.8% between FY 2009-10 and FY 2010-11. Other governments are installing CCTVs and the Department anticipates regional sharing. The number of regional traveler information messages received by the Regional Archived Data Server (RADS) for posting on the 511 system is anticipated to decrease by 6.7% from FY 2009-10 to FY 201011 due to the report from the Arizona Department of Transportation (ADOT) stating that crashes were down in FY 2009-10. This statement also impacts the anticipated 17.6% decrease in the number of traveler information messages verified and posted. Revenues will decrease for this activity from FY 2009-10 to FY 2010-11 since grant activity will decrease. Expenditures will increase in the Transportation Operations Fund (232) due to the required 775 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Works increase in the local match for the REACT expansion grant. Revenue in the Transportation Operations Fund (232) will cover this increase in expenditures. Roadway Maintenance Program The purpose of the Roadway Maintenance Program is to provide all aspects of Roadway Maintenance Services to the traveling public so they can safely and efficiently transport goods, services and people on well maintained roadways. 776 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Works Program Results REV VS ADPT VAR % 0.0% 0.0% Measure Description Percent of annual sign replacement schedule completed Percent of emergency signs replaced within 3 hours of notification Percent of annual raised pavement marker install schedule completed Percent of annual striping schedule completed (KRM) Percent of County lane miles with Raised Pavement Markers Percent of County lane miles striped Percent of scheduled work zone jobsites completed Percent of work zone jobsites completed within prescribed completion time limit Percent of regional emergency hazard event responses to mitigate immediate safety hazards deployed within 15 minutes of notification to MCDOT Operations Percent of traffic control setups that meet Manual on Uniform Traffic Control Devices (MUTCD) requirements Percent of paved roadway system mileage with pavement condition rating of “very good or better” Percent of roadway system centerline miles cleaned Percent of potholes responded to and safety hazard mitigated within 24 hours of notification to MCDOT Operations Percent of storms responded to within 15 minutes to mitigate immediate safety hazards FY 2009 ACTUAL 83.5% FY 2010 REVISED 100.0% FY 2011 ADOPTED 100.0% 67.3% 100.0% 100.0% 0.0% 0.0% 6.4% 52.3% 4.2% (48.1%) -92.0% 100.0% 100.0% 99.7% (0.3%) -0.3% 92.4% 25.5% 28.3% 2.8% 10.8% 92.4% 96.2% 90.2% 100.0% 100.0% 100.0% 9.8% 0.0% 10.8% 0.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 0.0% 0.0% 85.0% 80.3% 85.0% 4.7% 5.8% 27.0% 100.0% 20.4% (79.6%) -79.6% 84.1% 97.9% 100.0% 2.1% 2.2% 86.8% 95.0% 100.0% 5.0% 5.3% Percent of critical maintenance tasks that directly impact the immediate safety of Maricopa County residents and visitors completed within an average of 14 days Percent of critical maintenance tasks to sustain maintenance of our transportation infrastructure to federal, state, and local safety and operational standards completed within an average of 90 days Percent of the overall maintenance program that is preventative maintenance 80.1% 99.0% 100.0% 1.0% 1.1% 114.3% 98.0% 100.0% 2.0% 2.0% N/A 82.9% 36.1% (46.8%) -56.4% Activities that comprise this program include: • Road and Right-of-Way Maintenance • Traffic Signs Maintenance • • 777 Roadway Striping Maintenance Work Zone Traffic Control Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Works Road and Right-of-Way Maintenance Activity The purpose of the Road and Right-of-Way Maintenance Activity is to provide transportation infrastructure installation, inspection, repair and emergency response services to the traveling public so they can safely and efficiently transport goods, services and people on well maintained roadways. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Measure Type Result Result Result Result Result Result Result Output Output Demand Efficiency Measure Description Percent of paved roadway system mileage with pavement condition rating of “very good or better” Percent of roadway system centerline miles cleaned Percent of potholes responded to and safety hazard mitigated within 24 hours of notification to MCDOT Operations Percent of storms responded to within 15 minutes to mitigate immediate safety hazards Percent of critical maintenance tasks that directly impact the immediate safety of Maricopa County residents and visitors completed within an average of 14 days Percent of critical maintenance tasks to sustain maintenance of our transportation infrastructure to federal, state, and local safety and operational standards completed within an average of 90 days Percent of the overall maintenance program that is preventative maintenance Number of paved lane miles maintained with surface treatments Number of roadway system centerline mileage Number of street inventory (paved lane miles) scheduled to be maintained with surface treatments Total activity expenditure per roadway system centerline mile maintained REV VS ADPT VAR % 4.7% 5.8% FY 2009 ACTUAL 85.0% FY 2010 REVISED 80.3% FY 2011 ADOPTED 85.0% 27.0% 100.0% 20.4% (79.6%) -79.6% 84.1% 97.9% 100.0% 2.1% 2.2% 86.8% 95.0% 100.0% 5.0% 5.3% 80.1% 99.0% 100.0% 1.0% 1.1% 114.3% 98.0% 100.0% 2.0% 2.0% N/A 82.9% 36.1% (46.8%) -56.4% 488 500 400 1,987 N/A 400 2,414 488 $ 13,859.27 500 N/A $ 13,195.96 12 2.5% N/A N/A 12 2.5% N/A N/A Revenue 232 - TRANSPORTATION OPERATIONS TOTAL SOURCES $ $ 512,349 512,349 $ $ 223 - TRANSPORTATION GRANTS 232 - TRANSPORTATION OPERATIONS TOTAL USES $ 410,000 410,000 $ $ 330,050 27,208,319 $ 27,538,369 $ 450,000 450,000 $ $ 30,367,965 $ 30,367,965 $ 31,855,048 $ 31,855,048 $ 40,000 40,000 9.8% 9.8% Expenditure (1,487,083) $ (1,487,083) N/A -4.9% -4.9% Activity Narrative: The result for the percent of paved roadway system mileage with a pavement condition rating of "very good or better" should be 85.0% in FY 2009-10, leading to a 0% change in this result across the years. 778 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Works The percent of roadway system centerline miles cleaned should read 24.2% in FY 2009-10. The Department is taking steps to improve this result by assigning more positions to this specific task. There was a change in methodology between FY 2009-10 and FY 2010-11 for the percent of the overall maintenance that is preventative maintenance. In FY 2009-10, the result was based on the number of miles being addressed with preventative maintenance. The new calculation uses the number of dollars used for preventative maintenance which leads us to the new result calculation of 32.4%. The number of critical maintenance tasks to sustain maintenance of the County's transportation infrastructure is anticipated to increase by 40% due to a change in methodology of the calculation. In FY 2008-09 the actual calculation only considered Guard Rail, Cattle Guards and Stop Sign maintenance only. The revised figure in FY 2009-10 and the adopted figure in FY 2010-11 includes other tasks such as Striping, Sign Maintenance, Stop Ahead and other miscellaneous tasks. The 40% change in the number of critical maintenance tasks to sustain maintenance of the County’s transportation infrastructure from FY 2009-10 to FY 2010-11 is due to the inclusion of trouble reports received by other offices within the County in the calculation. Revenue is expected to increase by 12.5% because the Department will be replacing several pieces of construction equipment in FY 2010-11. The old pieces of equipment will be auctioned off and it is anticipated that the proceeds from the auction sales will be higher as the Department will have more equipment for sale compared to FY 2009-10. Expenditures increased from FY 2008-09 to FY 2009-10 because the Department was expected to purchase several pieces of construction equipment in FY 2008-09. Since the pieces of equipment were not purchased in FY 2008-09, these items were budgeted in FY 2009-10. Expenditures are anticipated to increase in FY 2010-11 since a large amount of equipment is scheduled for replacement and several pieces of equipment that were ordered in FY 2009-10 will not be received until FY 2010-11. Traffic Signs Maintenance Activity The purpose of the Traffic Signs Maintenance Activity is to provide traffic sign development, installation, and maintenance services to the traveling public so they can efficiently, lawfully and safely navigate goods, services and people on the Maricopa County roadway system. (This activity is mandated by Arizona traffic laws and the Manual on Uniform Traffic Control Devices (MUTCD). Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. 779 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Output Output Demand Demand Efficiency Measure Description Percent of annual sign replacement schedule completed Percent of emergency signs replaced within 3 hours of notification Number of traffic sign installations completed Number of traffic sign maintenance repairs completed Number of traffic sign installations scheduled Number of traffic signs requiring repair Total activity expenditure per traffic sign maintained Department Strategic Plans and Budgets Public Works FY 2009 ACTUAL 83.5% FY 2010 REVISED 100.0% FY 2011 ADOPTED 100.0% 67.3% 100.0% 100.0% 3,341 6,682 3,000 7,300 4,920 9,840 1,920 2,540 64.0% 34.8% $ 3,346 7,257 197.85 $ 3,000 7,300 215.44 $ 4,920 9,840 151.54 $ 1,920 2,540 63.90 64.0% 34.8% 29.7% 232 - TRANSPORTATION OPERATIONS TOTAL SOURCES $ $ 25,275 25,275 $ $ 25,000 25,000 $ $ 20,000 20,000 $ $ (5,000) (5,000) -20.0% -20.0% 232 - TRANSPORTATION OPERATIONS TOTAL USES $ 1,322,061 $ 1,322,061 $ 1,491,176 $ 1,491,176 $ $ 81,568 81,568 REV VS ADPT VAR % 0.0% 0.0% 0.0% 0.0% Revenue Expenditure $ 1,572,744 $ 1,572,744 5.2% 5.2% Activity Narrative: The output and demand regarding the number of traffic signs requiring repair and maintenance have increased 34.8% due to a new production model that has been incorporated by the Department. This production model will give each worker a production quota. It is also anticipated that more work orders will be generated as crews will be spending more time in the field leading to more repairs. This is also reflected in the decrease in the efficiency in FY 2010-11 by 29.7%. It is also anticipated that the output and demand for the number of traffic sign installations will increase by 64.0% due to another new production model that takes into account such things as hours available for production per position, the time it takes to do certain jobs and the time it takes to drive from one location to another. The Department will manufacture less signs for other departments within the County resulting in decreased revenue. Roadway Striping Maintenance Activity The purpose of the Roadway Striping Maintenance Activity is to provide roadway striping services to the traveling public so they can efficiently, lawfully and safely navigate goods, services and people on the Maricopa County roadway system. (This activity is mandated by the Arizona traffic laws and the Manual on Uniform Traffic Control Devices (MUTCD). Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. 780 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Result Result Output Output Demand Demand Efficiency Efficiency Measure Description Percent of annual raised pavement marker install schedule completed Percent of annual striping schedule completed (KRM) Percent of County lane miles with Raised Pavement Markers Percent of County lane miles striped County lane miles striped Number of County lane miles with Raised Pavement Markers installed Number of County lane miles requiring striping Number of County lane miles requiring Raised Pavement Markers Total expenditure per lane mile striped Total expenditure per lane mile with raised pavement markers installed $ $ Department Strategic Plans and Budgets Public Works FY 2009 ACTUAL 6.4% FY 2010 REVISED 52.3% FY 2011 ADOPTED 4.2% 100.0% 100.0% 99.7% (0.3%) -0.3% 92.4% 25.5% 28.3% 2.8% 10.8% 92.4% 4,999 1,530 90.2% 6,000 1,500 100.0% 5,400 66 9.8% (600) (1,434) 10.8% -10.0% -95.6% 6,000 1,530 6,000 1,500 5,400 1,530 (600) 30 -10.0% 2.0% 357.57 1,430.28 $ 384.34 $ 31,445.68 $ (26.77) -7.5% $ (30,015.40) -2098.6% $ 2,145,424 $ 2,145,424 $ 2,075,415 $ 2,075,415 $ $ 384.85 1,257.44 $ $ REV VS ADPT VAR % (48.1%) -92.0% Expenditure 232 - TRANSPORTATION OPERATIONS TOTAL USES $ 1,923,879 $ 1,923,879 70,009 70,009 3.3% 3.3% Activity Narrative: The percent of County lane miles with Raised Pavement markers is expected to increase by 2.8% between FY 2009-10 and FY 2010-11 due to the work completed in FY 2009-10. The information for this result was incorrectly entered in FY 2008-09. The demand and output for County lane miles requiring striping is expected to decrease by 10% since it is anticipated that the Department would do striping for a few contractor jobs and Transportation Improvement Program (TIP) projects in addition to the roads they maintain in FY 2010-11. With less County miles requiring striping and the purchase of new striping trucks for the County, the percent of County lane miles striped is expected to increase by 9.8%. The Department expects to stripe all County lane miles requiring striping in FY 2010-11. Since the striper trucks were down in FY 2009-10, the striping crews were able to install more Raised Pavement Markers (RPMs). This led to the 45.9% increase in the result of the percent of raised pavement install scheduled to be completed between FY 2008-09 and FY 2009-10. The methodology for the number of County lane miles with RPMs installed has changed between FY 2009-10 and FY 2010-11. The 66 miles represents the number of County lane miles that will have RPMs installed or maintained in FY 2010-11 out of the 1,530 miles that already have RPMs. The FY 2008-09 and F 2008-10 figures were based on Country lane miles where RPMs already existed. This change in methodology has led to the significant cost per lane mile with RPMs installed. Work Zone Traffic Control Activity The purpose of the Work Zone Traffic Control Activity is to provide traffic control configuration and flagging operation services to the traveling public so they can efficiently, lawfully and safely navigate goods, services and people through work zones and around roadway hazards. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. 781 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Result Result Output Output Demand Demand Efficiency Measure Description Percent of scheduled work zone jobsites completed Percent of work zone jobsites completed within prescribed completion time limit Percent of regional emergency hazard event responses to mitigate immediate safety hazards deployed within 15 minutes of notification to MCDOT Operations Percent of traffic control setups that meet Manual on Uniform Traffic Control Devices (MUTCD) requirements Number of work zone jobsites completed Number of Regional Emergency Event responses provided Number of work zone jobsites requested Number of Regional Emergency Events reported Total expenditure per Work Zone jobsite completed $ Department Strategic Plans and Budgets Public Works REV VS ADPT VAR % 0.0% 0.0% FY 2009 ACTUAL 96.2% FY 2010 REVISED 100.0% FY 2011 ADOPTED 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 0.0% 0.0% 4,328 21 4,000 20 5,000 20 1,000 - 25.0% 0.0% 4,500 21 4,800 20 6,000 20 1,200 - 25.0% 0.0% 313.87 $ 371.82 $ 303.02 $ 68.80 18.5% $ 1,515,084 $ 1,515,084 $ $ (27,809) (27,809) -1.9% -1.9% Expenditure 232 - TRANSPORTATION OPERATIONS TOTAL USES $ 1,358,414 $ 1,358,414 $ 1,487,275 $ 1,487,275 Activity Narrative: The demand for the number of work zone jobsites requested is expected to increase due to the increase in the number of projects funded by the American Recovery and Reinvestment Act. The number of work zone jobsites completed in FY 2009-10 decreased due to the implementation of the hiring freeze policy. Transportation waited to request Traffic Control positions until they were absolutely necessary in FY 2009-10. This output is increasing from FY 2009-10 to FY 2010-11 due to the fact that this division will add 4 more Traffic Control positions and 4 new trucks which will result in more work zone jobsites completed. Transportation Planning Program The purpose of the Transportation Planning Program is to provide planning, programming, community and government relations and environmental services to department management and the Board of Supervisors so they can have the information available from which to make technically sound, timely, and informed decisions. 782 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Works Program Results Measure Description Percent of environmental clearances delivered prior to 70% project design completion Percent of intergovernmental agreements completed on time based on a schedule mutually agreed upon with the Project Manager Press releases publish rate Percent of customers reporting satisfaction with Department of Transportation projects and services Percent of partner agencies reporting satisfaction with the collaborative experience of working with the Department of Transportation Percent of impacted Public surveyed that reported they were informed and/or aware of Department of Transportation projects and services in their area Percent of analytical reports completed as identified in the Transportation System Plan Percent of projects delivered that are in line with County goals as established in the Transportation System Plan FY 2009 ACTUAL 100.0% FY 2010 REVISED 100.0% FY 2011 ADOPTED 75.0% N/A 100.0% 88.0% (12.0%) -12.0% 100.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 0.0% 0.0% N/A 100.0% 100.0% 0.0% 0.0% N/A 100.0% 100.0% 0.0% 0.0% N/A N/A 100.0% N/A N/A 100.0% 100.0% 100.0% 0.0% 0.0% Activities that comprise this program include: • Environmental Clearance • Project Partnerships • Outreach and Communications • • REV VS ADPT VAR % (25.0%) -25.0% Transportation Project Programming Transportation System Planning Environmental Clearance Activity The purpose of the Environmental Clearance Activity is to provide environmental recommendations, requirements, and permits to project managers so they can deliver Department of Transportation projects on schedule. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. 783 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Demand Efficiency Department Strategic Plans and Budgets Public Works Measure FY 2009 FY 2010 FY 2011 Description ACTUAL REVISED ADOPTED Percent of environmental clearances delivered 100.0% 100.0% 75.0% prior to 70% project design completion Number of environmental clearances provided 16 37 20 Number of projects requiring environmental 22 37 20 clearance Total activity expenditure per environmental $ 8,183.75 $ 7,960.86 $ 7,180.65 $ clearance provided REV VS ADPT VAR % (25.0%) -25.0% (17) (17) -45.9% -45.9% 780.21 9.8% 150,939 150,939 51.2% 51.2% Expenditure 232 - TRANSPORTATION OPERATIONS TOTAL USES $ $ 130,940 130,940 $ $ 294,552 294,552 $ $ 143,613 143,613 $ $ Activity Narrative: Environmental clearance is not required on all projects. FY 2009-10 had an unusually high number of projects requiring environmental clearance. The projects planned for FY 2010-11 have a more typical need for environmental clearance. The result of the percent of environmental clearances delivered prior to 70% project design and completion will decrease between FY 2009-10 and FY 2010-11 because the department was very optimistic in FY 2008-09 and FY 2009-10. Since then, Transportation has had difficulties getting clearance from other agencies. Therefore, the FY 2010-11 result calculation is more realistic. Expenditures increased from FY 2008-09 to FY 2009-10 because a Manager for this activity retired and more staff time was charged to the Transportation Improvement Program (TIP) projects. The expenditures from FY 2009-10 to FY 2010-11 are anticipated to decrease because the Manager position that retired in FY 2008-09 was inactivated in FY 2009-10 leading to a decrease in the FY 201011 budget. Project Partnerships Activity The purpose of the Project Partnerships Activity is to provide legislative, policy, and intergovernmental services to management, the Board of Supervisors, and other jurisdictions so they can leverage resources to fulfill their transportation mission. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Measure Type Result Output Demand Efficiency Measure Description Percent of intergovernmental agreements completed on time based on a schedule mutually agreed upon with the Project Manager Number of partnership agreements completed Number of partnership agreements required Total activity expenditure per partnership agreement completed FY 2009 ACTUAL N/A FY 2010 REVISED 100.0% FY 2011 ADOPTED 88.0% $ 27 24 9,772.78 25 25 N/A 25 $ 15,100.80 $ 15,197.92 $ $ 263,865 263,865 $ $ REV VS ADPT VAR % (12.0%) -12.0% $ N/A (97.12) 0.0% N/A -0.6% $ $ (2,428) (2,428) -0.6% -0.6% Expenditure 232 - TRANSPORTATION OPERATIONS TOTAL USES 784 377,520 377,520 $ $ 379,948 379,948 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Works Activity Narrative: The percent of intergovernmental agreements completed on time based on a schedule mutually agreed upon with the project manager will decrease to 88% in FY 2010-11 because cities are backing out of projects due to their lack of funding. Outreach and Communications Activity The purpose of the Outreach & Communications Activity is to provide external public/media communications, internal employee communications, and related support services to internal clients and impacted public so they can be more educated and informed about Department of Transportation, its projects and its services. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Measure Type Result Result Result Result Output Output Demand Demand Efficiency Efficiency Expenditure Measure Description Press releases publish rate Percent of customers reporting satisfaction with Department of Transportation projects and services Percent of partner agencies reporting satisfaction with the collaborative experience of working with the Department of Transportation Percent of impacted Public surveyed that reported they were informed and/or aware of Department of Transportation projects and services in their area Number of press releases sent out Number of public outreach events completed Number of press releases needed Number of public outreach events required Total expenditure per press release Total expenditure per public outreach event FY 2009 ACTUAL 100.0% 0.0% FY 2010 REVISED 100.0% 100.0% FY 2011 ADOPTED 100.0% 100.0% N/A 100.0% 100.0% 0.0% 0.0% N/A 100.0% 100.0% 0.0% 0.0% 114 17 79 19 $ 3,684.70 $ 24,709.18 46.6% -1.7% 38.3% 50.0% 39.5% 9.9% 232 - TRANSPORTATION OPERATIONS TOTAL USES $ $ 11.4% 11.4% 420,056 420,056 $ $ 73 60 60 20 6,437.67 7,832.50 $ $ 469,950 469,950 REV VS ADPT VAR % 0.0% 0.0% 0.0% 0.0% $ $ 107 59 83 30 3,891.97 7,058.32 $ $ 34 (1) 23 10 2,545.70 774.18 $ $ 416,441 416,441 $ $ 53,509 53,509 Activity Narrative: The number of needed press releases should increase in FY 2010-11 due to the increased number of projects with the American Recovery and Reinvestment Act (ARRA) funds and the slight upturn in the economy. This is also leading to an increase in demand for Public Outreach events. Actual expenditures in FY 2008-09 were less than FY 2009-10 revised because there was one communications position that was vacant for several months and labor from this department was being charged to the Transportation Improvement Program (TIP) projects and other departments. Expenditures for FY 2010-11 are expected to decrease from FY 2009-10 because it is anticipated that $64,000 will be allocated out to the Court Tower project for labor support. Transportation Project Programming Activity The purpose of the Transportation Project Programming Activity is to provide prioritized transportation project recommendations to the Department of Transportation Director, the Transportation Advisory 785 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Works Board, and the Board of Supervisors so they can have the information they need to decide if project recommendations should proceed and be funded. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Measure Type Result Output Demand Efficiency Measure Description Percent of analytical reports completed as identified in the Transportation System Plan Number of analytical reports completed Number of analytical reports required Total expenditure per analytical report completed FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED 100.0% REV VS ADPT VAR % N/A N/A 6 6 $ 82,828.00 6 6 $ 110,767.17 6 6 $ 93,330.67 $ 17,436.50 0.0% 0.0% 15.7% $ $ $ $ $ $ $ $ 15.7% 15.7% Expenditure 232 - TRANSPORTATION OPERATIONS TOTAL USES 496,968 496,968 664,603 664,603 559,984 559,984 104,619 104,619 Activity Narrative: Actual expenditures in FY 2008-09 were lower compared to FY 2009-10 because two planning positions were vacant during FY 2008-09. Expenditures are decreasing between FY 200910 and FY 2010-11 because a Senior Planner is retiring and this position is being inactivated. The FY 2010-11 budget supports the Department in providing 100% of demanded services. Transportation System Planning Activity The purpose of the Transportation System Planning Activity is to provide plans, studies, research, recommendations and consultation services to planning, development, and project delivery professionals so they can deliver and design projects that are in line with County goals as established in the Transportation System Plan. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Measure Type Result Output Demand Efficiency Measure Description Percent of projects delivered that are in line with County goals as established in the Transportation System Plan Number of corridor study miles completed Number of corridor miles requiring a corridor study Total expenditure per corridor study mile completed FY 2009 ACTUAL 100.0% FY 2010 REVISED 100.0% 20 300 FY 2011 ADOPTED 100.0% 50 300 REV VS ADPT VAR % 0.0% 0.0% 50 250 (50) 0.0% -16.7% $ 15,347.40 $ 9,705.88 $ 9,444.60 $ 261.28 2.7% $ $ $ $ 485,294 485,294 $ $ 472,230 472,230 $ $ 13,064 13,064 2.7% 2.7% Expenditure 232 - TRANSPORTATION OPERATIONS TOTAL USES 306,948 306,948 Activity Narrative: The number of corridor miles requiring a study is decreasing due to the 50 corridor miles studied in FY 2009-10. Three hundred corridor miles in FY 2009-10 less the 50 corridor study miles completed that year equals the remaining two-hundred and fifty studies that are to be completed in FY 2010-11. 786 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Works Solid Waste Management Program The purpose of the Solid Waste Management Program is to provide waste disposal and landfill post closure services to the residents of Maricopa County so they can benefit from a clean and healthy environment. Program Results Measure Description Percent of closed landfills that are environmentally sound as indicated by Federal Percent of all waste tires collected that are properly disposed in accordance with Arizona state statutes Percent of customers surveyed who report being satisfied or very satisfied with the convenience of the waste disposal services provided by the Solid Waste Management department Percent of Solid Waste Transfer Stations accepting all recyclables REV VS ADPT VAR % 0.0% 0.0% FY 2009 ACTUAL 100.0% FY 2010 REVISED 100.0% FY 2011 ADOPTED 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 84.8% 87.5% 87.5% 0.0% 0.0% N/A 100.0% 100.0% 0.0% 0.0% Activities that comprise this program include: • Landfill Post-Closure Maintenance • Waste Tire Collection and Disposal • Waste Transfer Station Landfill Post-Closure Maintenance Activity The purpose of the Landfill Post-Closure Maintenance Activity is to provide post-closure maintenance and monitoring services to the residents of Maricopa County so they can have environmentally sound closed landfills. Mandates: 40CFR258 (Code of Federal Regulations) establishes groundwater monitoring rules via the Environmental Protection Agency; A.R.S. §49-761B establishes rules for solid waste land disposal facilities. Measure Type Result Output Demand Efficiency REV VS ADPT Measure FY 2009 FY 2010 FY 2011 Description ACTUAL REVISED ADOPTED VAR % Percent of closed landfills that are 100.0% 100.0% 100.0% 0.0% 0.0% environmentally sound as indicated by Federal and State regulations Number of closed landfills maintained 10 10 10 0.0% Number of closed landfills requiring 10 10 10 0.0% maintenance Total activity expenditure per closed landfill $ 182,497.30 $ 687,415.90 $ 706,603.10 $ (19,187.20) -2.8% maintained Expenditure 580 - SOLID WASTE MANAGEMENT TOTAL USES $ 1,824,973 $ 1,824,973 $ 6,874,159 $ 6,874,159 $ 7,066,031 $ 7,066,031 $ $ (191,872) (191,872) -2.8% -2.8% Activity Narrative: Expenditures are anticipated to increase from FY 2009-10. This is due to increased charges for the Hassayampa Steering Committee, an increase to the non-recurring repairs and maintenance, and funding for additional vehicles. The budget for this activity includes a carry-over 787 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Works of $4,000,000 for the closure of the Queen Creek Landfill, $750,000 for the repair of the drainage system at the Gilbert Landfill and $400,000 for the Cave Creek contamination remediation. Waste Tire Collection and Disposal Activity The purpose of the Waste Tire Collection and Disposal Activity is to provide tire collection and disposal services to retail tire dealers and Maricopa County residents so they can properly dispose of waste tires. Mandates: A.R.S. §44-1305 establishes a waste tire fund consisting of monies that are distributed to counties which are required to establish waste tire programs. Measure Type Result Output Demand Efficiency Measure Description Percent of all waste tires collected that are properly disposed in accordance with Arizona state statues Number of tons of waste tires properly disposed Number of tons of waste tires collected at all collection sites Total expenditure per ton of waste tires properly disposed FY 2009 ACTUAL 100.0% $ FY 2010 REVISED 100.0% REV VS ADPT VAR % 0.0% 0.0% FY 2011 ADOPTED 100.0% 52,975 54,000 50,000 (4,000) -7.4% 52,975 54,000 50,000 (4,000) -7.4% 119.37 $ 94.63 $ 95.01 $ (0.38) -0.4% Revenue 290 - WASTE TIRE TOTAL SOURCES $ 4,371,535 $ 4,371,535 $ 4,973,154 $ 4,973,154 $ 4,481,046 $ 4,481,046 $ $ (492,108) (492,108) -9.9% -9.9% 290 - WASTE TIRE TOTAL USES $ 6,323,627 $ 6,323,627 $ 5,110,036 $ 5,110,036 $ 4,750,680 $ 4,750,680 $ $ 359,356 359,356 7.0% 7.0% Expenditure Activity Narrative: Revenue from the State of Arizona for tire disposal is expected to decrease from FY 2009-10 by $502,108. Fewer tires are being sold and therefore the revenue has decreased from the State. Expenditures in FY 2010-11 will decrease because no Capital Improvement Projects are budgeted. The Cave Creek Transfer Station Capital Improvement Project will be completed by the end of FY 2009-10. Solid Waste also decreased their expenditures in relation to the decline in revenue. The number of waste tires collected is expected to decrease in FY 2010-11 according to the actuals for the first three quarters in FY 2009-10. The FY 2010-11 budget supports the Department in providing 100% of demanded services. Waste Transfer Station Activity The purpose of the Waste Transfer Station Activity is to provide collection, disposal and recycling services to unincorporated Maricopa County residents so they can safely and conveniently dispose of waste materials. Mandates: A.R.S. §49-741 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. 788 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Output Demand Efficiency Revenue Measure Description Percent of customers surveyed who report being satisfied or very satisfied with the convenience of the waste disposal services provided by the Solid Waste Management department Percent of Solid Waste Transfer Stations accepting all recyclables Number of customers served Number of unincorporated Maricopa County residents Total expenditure per customer served Department Strategic Plans and Budgets Public Works FY 2009 ACTUAL 84.8% FY 2010 REVISED 87.5% FY 2011 ADOPTED 87.5% N/A 100.0% 100.0% 9,827 150,000 12,400 243,000 REV VS ADPT VAR % 0.0% 0.0% 12,400 150,000 0.0% 0.0% (93,000) 0.0% -38.3% $ 165.61 $ 49.42 $ 33.39 $ 16.03 32.4% 580 - SOLID WASTE MANAGEMENT 581 - SOLID WASTE GRANTS TOTAL SOURCES $ 283,860 230,286 514,146 $ 200,000 200,000 $ 220,400 220,400 $ 20,400 20,400 10.2% N/A 10.2% 580 - SOLID WASTE MANAGEMENT 581 - SOLID WASTE GRANTS TOTAL USES $ 1,397,166 230,287 $ 1,627,453 $ 612,842 612,842 $ 414,042 414,042 $ 198,800 198,800 32.4% N/A 32.4% $ $ $ $ Expenditure $ $ $ Activity Narrative: Survey responses are anticipated to remain the same with the same results of customer satisfaction. FY 2010-11 revenue is anticipated to increase in relation to FY 2009-10 because of miscellaneous revenue such as rental of land to Verizon and the collection and sale of scrap metal. The FY 2010-11 budget supports the Department in maintaining the operations of the transfer stations. Flood Hazard Regulation Program Program Results Measure Description Percent of floodplain plan permits and clearances completed within 3 months of initial Percent of first review of map changes completed within 3 months of initial submittal Percent of floodplain complaint cases investigated within 30 days of receipt of violation Percent of floodplain use permit inspections completed within one day of request REV VS ADPT VAR % 25.0% 33.3% FY 2009 ACTUAL N/A FY 2010 REVISED 75.0% FY 2011 ADOPTED 100.0% N/A 62.5% 100.0% 37.5% 60.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 90.0% 90.0% 0.0% 0.0% Activities that comprise this program include: • Floodplain Regulation Compliance • Floodplain Permitting Floodplain Compliance Activity The purpose of the Floodplain Compliance Activity is to provide floodplain regulation enforcement services to property owners so they can develop their property without adversely impacting surrounding property. 789 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Works Mandates: A.R.S. §48-3608 establishes that the director is designated as the state coordinator of the national flood insurance program to assist local jurisdictions in complying with the requirements of such program and state law; 48-3609 establishes assistance and rules for floodplain delineations and flood regulations; 48-3613, 3614, and 3615 requires authorization for development in watercourses and outlines violations and penalties; 44CFR 59-78 (Code of Federal Regulations) establishes guidelines for emergency management assistance by the Federal Emergency Management Agency (FEMA) related to flood hazards and flood insurance. Measure Type Result Result Output Output Demand Demand Efficiency Efficiency Measure Description Percent of floodplain complaint cases investigated within 30 days of receipt of violation Percent of floodplain use permit inspections completed within one day of request Number of floodplain complaint violation investigations completed Number of floodplain use permit inspections completed Number of floodplain complaint violations requiring investigation Number of floodplain use permits requiring inspection Total expenditure per floodplain complaint violation investigation completed Total expenditure per floodplain use permit inspection completed REV VS ADPT VAR % 0.0% 0.0% FY 2009 ACTUAL 100.0% FY 2010 REVISED 100.0% FY 2011 ADOPTED 100.0% 100.0% 90.0% 90.0% 0.0% 0.0% 253 170 200 30 17.6% 1,093 1,000 1,000 - 0.0% 136 250 200 1,093 1,000 1,000 (50) -20.0% - 0.0% $ 2,149.86 $ 4,313.01 $ 3,393.75 $ 919.26 21.3% $ 497.63 $ 733.21 $ 678.75 $ 54.46 7.4% 988 - PUBLIC WORKS FLOOD CONTROL TOTAL SOURCES $ $ - $ $ 736,396 736,396 $ $ - $ $ (736,396) (736,396) 988 - PUBLIC WORKS FLOOD CONTROL TOTAL USES $ $ 543,914 543,914 $ $ 733,211 733,211 $ $ 678,749 678,749 $ $ 54,462 54,462 Revenue -100.0% -100.0% Expenditure 7.4% 7.4% Activity Narrative: The percent of floodplain use permit inspections completed within one day of request decreased from FY 2008-09 to FY 2009-10 because several of the inspections were completed in two days instead of one with the increased number of complaint violations. This result is anticipated to remain the same between FY 2009-10 and FY 2010-11. The output for the number of floodplain complaint violation investigations completed is greater than the demand for the number of floodplain complaint violations requiring investigation. Several of the complaint investigations from FY 2007-08 were completed in FY 2008-09. In FY 2009-10, it was estimated that 170 floodplain complaint violation investigations would be completed. This estimate was based on the economic forecast which indicated less construction would occur. The Department assumed that less building would lead to fewer complaints. Based on the actual for the first two quarters of FY 2009-10 for complaint investigations, it is anticipated that this output will increase by 17.6% in FY 2010-11 The expenditures increased in FY 2009-10 in other services due to both the legal fees being paid for the Rock Raven Court Case and the consulting fees for outside contractors contributing to the preparation of Sand and Gravel guidelines for the Department. 790 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Works Revenue will decrease by 100% from FY 2009-10 to FY 2010-11 because revenue received by the FCD is now deposited in the Administration Program. Floodplain Review Activity The purpose of the Floodplain Review Activity is to provide clearance and permitting services to the Maricopa County Planning & Development Distribution Center so they can notify permit applicants of required changes needed to their plans or to pick up their approved permits. Mandates: A.R.S. §48-3608 establishes that the director is designated as the state coordinator of the national flood insurance program to assist local jurisdictions in complying with the requirements of such program and state law; 48-3609 establishes assistance and rules for floodplain delineations and flood regulations; 48-3613, 3614, and 3615 requires authorization for development in watercourses and outlines violations and penalties; 44CFR 59-78 (Code of Federal Regulations) establishes guidelines for emergency management assistance by the Federal Emergency Management Agency (FEMA) related to flood hazards and flood insurance. Measure Type Result Result Output Output Demand Demand Efficiency Efficiency Revenue Measure Description Percent of floodplain plan permits and clearances completed within 3 months of initial submittal Percent of first review of map changes completed within 3 months of initial submittal Number of floodplain clearances and permits reviewed Number of map change reviews completed Number of floodplain clearance and permit reviews submitted Number of map change reviews requested Total expenditure per clearance and permit review Total expenditure per map change review FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED 100.0% N/A N/A 100.0% N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A $ N/A REV VS ADPT VAR % N/A N/A N/A N/A 400 N/A N/A 8 400 N/A N/A N/A N/A 8 4,452.78 N/A N/A N/A N/A N/A $ 222,639.13 N/A N/A $ (1,458,792) $ (1,458,792) -100.0% -100.0% 988 - PUBLIC WORKS FLOOD CONTROL TOTAL SOURCES $ $ - $ 1,458,792 $ 1,458,792 $ $ - 988 - PUBLIC WORKS FLOOD CONTROL TOTAL USES $ 1,359,777 $ 1,359,777 $ 1,451,149 $ 1,451,149 $ 1,781,113 $ 1,781,113 Expenditure $ $ (329,964) (329,964) -22.7% -22.7% Activity Narrative: Several of the measurements in this activity have had a significant change in the methodology of how they are measured. Therefore, only one year of measurements is posted here because the prior years do not offer a point of comparison. The FY 2010-11 budget supports the Department in providing 100% of demanded services. Flood Hazard Outreach Program The purpose of the Flood Hazard Outreach Program is to provide information services to the public and other agencies so they can take appropriate steps to protect themselves from injury and loss of property from flooding. 791 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Works Program Results Measure Description Percent of affected residents surveyed who report that the printed and electronic materials Percent of residents and visitors surveyed that understand the media messages and civic presentations about the risks of floods and flood hazards Percent of days that reliable weather, water level and stream flow information was available Percent of needed flood response plans that were completed or updated and distributed to agencies Percent of customers surveyed who were satisfied with the service/information that they received REV VS ADPT VAR % 0.0% 0.0% FY 2009 ACTUAL 71.0% FY 2010 REVISED 100.0% FY 2011 ADOPTED 100.0% N/A N/A 100.0% N/A N/A 99.5% 98.0% 98.0% (0.0%) -0.0% 80.0% 100.0% 100.0% 0.0% 0.0% 100.0% 95.0% 100.0% 5.0% 5.3% Activities that comprise this program include: • Public Information • Customer Service • • Flood Warning Flood Safety Education Public Information Activity The purpose of the Public Information Activity is to provide project and study information services to affected Maricopa County residents and property owners so they can understand how their flooding risk is being mitigated in order to preclude injury, loss of life, and property damage. Mandates: A.R.S. §48-3609E requires counties to have floodplain regulations adopted at a public meeting; 48-3616 requires the chief engineer and his staff to prepare a comprehensive program of flood hazard mitigation reported at a public hearing; 44CFR 59-78 (Code of Federal Regulations) establishes guidelines for emergency management assistance by the Federal Emergency Management Agency (FEMA) related to flood hazards and flood insurance. 792 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Output Output Demand Demand Efficiency Measure Description Percent of affected residents surveyed who report that the printed and electronic materials were useful to understand the project or study Number of public meetings held Number of printed materials produced Number of website hits received Number of public meetings required Number of printed materials (including brochures, advertisements and newsletters) needed Total activity expenditure per affected resident contacted through public meetings, printed materials and website hits Department Strategic Plans and Budgets Public Works FY 2009 ACTUAL 71.0% FY 2010 REVISED 100.0% 30 41 4,684,916 26 52 12 36 4,200,000 12 36 REV VS ADPT VAR % 0.0% 0.0% FY 2011 ADOPTED 100.0% 20 40 5,400,000 20 40 8 4 1,200,000 8 4 66.7% 11.1% 28.6% 66.7% 11.1% 78.13 3.5% $ 628.67 $ 2,202.63 $ 2,124.50 $ 988 - PUBLIC WORKS FLOOD CONTROL TOTAL SOURCES $ $ - $ $ 221,953 221,953 $ $ - $ $ (221,953) (221,953) -100.0% -100.0% 988 - PUBLIC WORKS FLOOD CONTROL TOTAL USES $ $ 325,020 325,020 $ $ 220,263 220,263 $ $ 254,940 254,940 $ $ (34,677) (34,677) -15.7% -15.7% Revenue Expenditure Activity Narrative: It is anticipated that the Department will increase the number of public meetings held from FY 2009-10 to FY 2010-11. The number of public meetings was high in FY 2008-09 because the Department was updating its comprehensive program of work and needed public feedback. The number of websites hits received has fluctuated and is anticipated to fluctuate over fiscal years due to the public's interest and items such as better advertising and the media attention given to the FY 2009-10 floods in Maricopa County. Based on the first two quarters results in FY 2009-10, it is anticipated that the number of website hits will increase by 28.6% in FY 2010-11. Expenditures decreased from FY 2008-09 to FY 2009-10 because the Department purchased a car in FY 2008-09 and had no personnel allocations to the Capital Improvement Projects (CIPs). In FY 200910, there were personnel allocations budgeted to the CIPs reducing FY 2009-10 expenditures. It is anticipated that there will be no allocations to the CIPs in FY 2010-11 resulting in the 15.7% increase of expenditures in FY 2010-11. Revenue will decrease by 100% from FY 2009-10 to FY 2010-11 because revenue received by the FCD is now deposited in the Administration Program. Customer Service Activity The purpose of the Customer Service Activity is to provide responsive flood hazard and mitigation advisory information services to the general public, government agencies and other entities so they can make informed development decisions and be protected from loss of life and property damage due to flooding. Mandates: Activity not mandated. 793 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Demand Efficiency Measure Description Percent of customers surveyed who were satisfied with the service/information that they received Number of customer information requests completed Number of customer information requests received Total activity expenditure per citizen information request response provided Department Strategic Plans and Budgets Public Works FY 2009 ACTUAL 100.0% FY 2010 REVISED 95.0% REV VS ADPT VAR % 5.0% 5.3% FY 2011 ADOPTED 100.0% 1,980 3,000 3,000 - 0.0% 1,980 3,000 3,000 - 0.0% $ 183.16 $ 121.72 $ 125.91 $ (4.18) -3.4% 988 - PUBLIC WORKS FLOOD CONTROL TOTAL SOURCES $ $ - $ $ 370,750 370,750 $ $ - $ $ (370,750) (370,750) -100.0% -100.0% 988 - PUBLIC WORKS FLOOD CONTROL TOTAL USES $ $ 362,662 362,662 $ $ 365,174 365,174 $ $ 377,728 377,728 $ $ (12,554) (12,554) -3.4% -3.4% Revenue Expenditure Activity Narrative: The number of customer information requests received and completed had increased from FY 2008-09 to FY 2009-10 because the Department began to use improvements in reporting in FY 2009-10 such as asking the public for more surveys, having walk-ins complete surveys and having call-ins go to the web to complete a survey. These plus internal improvements have led to the increase in this demand and output. Revenue will decrease by 100% from FY 2009-10 to FY 2010-11 because revenue received by the FCD is now deposited in the Administration Program. Flood Warning Activity The purpose of the Flood Warning Activity is to provide reliable weather, water level and stream flow information and flood response planning services to public safety managers so they can make public safety decisions in a timely and effective manner. Mandates: A.R.S. §45-1423 requires the District to operate in accordance with Federal guidance that is normally issued in the form of structure Operating and Maintenance Manuals. The manuals Federally direct the District to operate and maintain the structure and other equipment installed during construction in accordance with the standard in that manual. National Flood Insurance Act of 1968 and related laws require entities such as the District to protect those in a floodplain. In order to fulfill this requirement, monitoring is required to provide sufficient lead-time to allow evacuation of those in danger. 794 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Output Output Demand Demand Efficiency Measure Description Percent of days that reliable weather, water level and stream flow information was available Percent of needed flood response plans that were completed or updated and distributed to agencies Number of days the sensors were operational Number of flood response plans completed Number of days the sensors are needed Number of flood response plans requested Total activity expenditure per flood response plan provided Department Strategic Plans and Budgets Public Works FY 2009 ACTUAL 99.5% FY 2010 REVISED 98.0% FY 2011 ADOPTED 98.0% 80.0% 100.0% 100.0% REV VS ADPT VAR % (0.0%) -0.0% 0.0% 0.0% 222,948 1 218,632 1 $ 940,946.00 227,754 1 232,402 1 $ 1,180,372.00 231,882 1 236,615 1 $ 1,204,294.00 4,128 4,213 $ (23,922.00) 1.8% 0.0% 1.8% 0.0% -2.0% 988 - PUBLIC WORKS FLOOD CONTROL TOTAL SOURCES $ $ - $ $ 1,184,226 1,184,226 $ $ - $ (1,184,226) $ (1,184,226) -100.0% -100.0% 988 - PUBLIC WORKS FLOOD CONTROL TOTAL USES $ $ 940,946 940,946 $ $ 1,180,372 1,180,372 $ $ 1,204,294 1,204,294 Revenue Expenditure $ $ (23,922) (23,922) -2.0% -2.0% Activity Narrative: Expenditures increased from FY 2008-09 to FY 2009-10 due to increased costs for supplies, TV promotions and the cost for electronic tracking of the Department’s television exposure. Funds were also allocated from the Public Service activity to this activity in FY 2009-10. The FY 201011 expenditure increase is due to the increased allocation of three positions from the Flood Warning Activity. Revenue will decrease by 100% from FY 2009-10 to FY 2010-11 because revenue received by the FCD is now deposited in the Administration Program. Flood Safety Education Activity The purpose of the Flood Safety Education Activity is to provide flood and storm water safety education services to residents of and visitors to Maricopa County so they can be aware of flood hazards and understand how to avoid injury and loss of life due to flooding. Mandates: Activity not mandated. Measure Type Result Output Output Demand Demand Efficiency Measure Description Percent of residents and visitors surveyed that understand the media messages and civic presentations about the risks of floods and flood hazards Number of media messages generated Number of school and civic presentations Number of media messages planned Number of school and civic presentations requested Total expenditure per school and civic presentation REV VS ADPT VAR % N/A N/A FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED 100.0% N/A N/A N/A N/A N/A N/A N/A N/A 7 12 7 12 N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A $ 64,992.42 N/A N/A Revenue 988 - PUBLIC WORKS FLOOD CONTROL TOTAL SOURCES $ $ - $ $ 732,192 732,192 $ $ - $ $ (732,192) (732,192) -100.0% -100.0% 988 - PUBLIC WORKS FLOOD CONTROL TOTAL USES $ $ 627,127 627,127 $ $ 729,688 729,688 $ $ 779,909 779,909 $ $ (50,221) (50,221) -6.9% -6.9% Expenditure 795 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Works Activity Narrative: The measurements in this activity have had a change in the methodology of how they are measured. Therefore, only one year of measurements is posted here because the prior years do not offer a point of comparison. Flood Hazard Identification Program The purpose of the Flood Hazard Identification Program is to provide flood hazard information and solution services to government entities so they can utilize knowledge of flood hazards to protect the public and infrastructure. Program Results Measure Description Percent of linear miles of watercourses requiring delineation where delineations were completed through the end of the fiscal year that will provide floodplain administrators necessary information about the flood hazards and associated risk Percent of square miles of Maricopa County contributing watersheds where completed Area Drainage Master Studies or Plans will provide residents with the information necessary to mitigate the identified flood and erosion hazards FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED 68.9% N/A N/A 47.0% Activities that comprise this program include: • Floodplain Delineation • REV VS ADPT VAR % N/A N/A N/A N/A Flood Hazard Planning Floodplain Delineation Activity The purpose of the Floodplain Delineation Activity is to provide National Floodplain Insurance Programbased flood hazard identification services to floodplain administrators so they can have the necessary information available to regulate floodplains. Mandates: A.R.S. §11-821 requires the County to establish a comprehensive long-term county plan for the development; 48-3605, 48-3606, 48-3609 establishes assistance and rules for floodplain delineations and flood regulations; 48-3616 establishes the requirement for a survey and report of flood control problems and facilities. 796 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Demand Efficiency Measure Description Percent of linear miles of watercourses requiring delineation where delineations were completed through the end of the fiscal year that will provide floodplain administrators necessary information about the flood hazards and associated risk Number of cumulative linear miles of watercourse delineated through the end of the fiscal year Total number of linear miles of watercourse requiring delineation this fiscal year Total activity expenditure per linear mile of watercourse delineated Department Strategic Plans and Budgets Public Works REV VS ADPT VAR % N/A N/A FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED 68.9% N/A N/A 4,121 N/A N/A N/A N/A 5,985 N/A N/A N/A N/A $ 540.21 N/A N/A - $ (2,866,584) $ (2,866,584) -100.0% -100.0% Revenue 988 - PUBLIC WORKS FLOOD CONTROL TOTAL SOURCES $ $ - $ 2,866,584 $ 2,866,584 $ $ 988 - PUBLIC WORKS FLOOD CONTROL TOTAL USES $ 2,503,336 $ 2,503,336 $ 2,858,975 $ 2,858,975 $ 2,226,212 $ 2,226,212 Expenditure $ $ 632,763 632,763 22.1% 22.1% Activity Narrative: Several of the measurements in this activity have had a change in the methodology of how they are measured. Therefore, only one year of measurements is posted here because the prior years do not offer a point of comparison. Flood Hazard Planning Activity The purpose of the Flood Hazard Planning Activity is to provide flood and erosion hazard identification and flood mitigation services to municipalities and public agencies so they can have the information necessary to mitigate identified flood and erosion hazards. Mandates: A.R.S. §11-821 requires the County to establish a comprehensive long-term county plan for the development; 48-3609 establishes rules for floodplain delineations and flood regulations including planning; 48-3616 establishes the requirement for a survey and report of flood control problems and facilities. 797 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Output Output Demand Demand Demand Efficiency Measure Description Percent of square miles of Maricopa County contributing watersheds where completed Area Drainage Master Studies or Plans will provide residents with the information necessary to mitigate the identified flood and erosion hazards Cumulative square miles of Area Drainage Master Studies or Plans completed through the end of this fiscal year Number of linear miles of watercourse where Watercourse Master Plans were completed this fiscal year Number of population in areas where Area Drainage Master Studies or Plans were completed this fiscal year Total number of square miles identified for Area Drainage Master Studies or Plans Number of linear miles of watercourse identified for Watercourse Master Plans Number of population in areas identified for Area Drainage Master Studies or Plans Total activity expenditure per number of population in areas where Area Drainage Master Studies or Plans were completed this fiscal year Department Strategic Plans and Budgets Public Works REV VS ADPT VAR % N/A N/A FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED 47.0% N/A N/A 2,831 N/A N/A N/A N/A 27 N/A N/A N/A N/A 146,247 N/A N/A N/A N/A 6,022 N/A N/A N/A N/A 191 N/A N/A N/A N/A 2,908,493 N/A N/A N/A N/A $ 47.16 N/A N/A - $ (6,922,263) $ (6,922,263) -100.0% -100.0% Revenue 988 - PUBLIC WORKS FLOOD CONTROL TOTAL SOURCES $ $ - $ 6,922,263 $ 6,922,263 $ $ 988 - PUBLIC WORKS FLOOD CONTROL TOTAL USES $ 5,539,284 $ 5,539,284 $ 6,953,127 $ 6,953,127 $ 6,897,680 $ 6,897,680 Expenditure $ $ 55,447 55,447 0.8% 0.8% Activity Narrative: Several of the measurements in this activity have had a change in the methodology of how they are measured. Therefore, only one year of measurements is posted here because the prior years do not offer a point of comparison. Flood Hazard Remediation Program The purpose of the Flood Hazard Remediation Program is to provide structural and non-structural flood hazard protection services to the public so they can live with minimal risk of loss of life or property damage due to flooding. 798 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Works Program Results Measure Description Percent of square miles of area that receive physical protection benefits from projects in Percent of Capital Improvement Program budget expended this fiscal year Percent of capital projects implemented with multi-purpose features this fiscal year Percent of Priority 1 (P1) Work Orders for critical maintenance tasks that directly impact the immediate safety of Maricopa County residents and visitors completed within an average of 14 calendar days Percent of non-immediate safety Priority 1 (P1A) Work Orders completed within an average of 90 calendar days Percent of District dams identified by the Arizona Department of Water Resources with no dam safety deficiencies Percent of the dam safety operating and capital budget expended this fiscal year to keep dams operating safely and functioning properly REV VS ADPT VAR % (95.6%) -95.6% FY 2009 ACTUAL 8.0% FY 2010 REVISED 100.0% FY 2011 ADOPTED 4.4% 94.3% 100.0% 100.0% 0.0% 0.0% N/A 72.7% 50.0% (22.7%) -31.3% N/A 100.0% 100.0% 0.0% 0.0% N/A 100.0% 100.0% 0.0% 0.0% 72.7% 72.7% 77.3% 4.5% 6.3% 80.5% 100.0% 100.0% 0.0% 0.0% Activities that comprise this program include: • Dam Safety • Flood Control Capital Projects • Flood Control Structure Maintenance Dam Safety Activity The purpose of the Dam Safety Activity is to provide risk management and risk reduction services to the population of Maricopa County downstream of the District’s 22 flood control dams so they can experience the long-term benefits of flood protection provided by the dams. Mandates: A.R.S. §45-1212 provides that the State’s director of water resources issue rules and orders necessary to secure maintenance and operation of dams which will safeguard life and property; 48-1423 gives power to Maricopa County to cooperate with the federal government in flood control projects; 48-3608 establishes that the director is designated as the state coordinator of the national flood insurance program to assist local jurisdictions in complying with the requirements of such program and state law; 48-3609 establishes assistance and rules for floodplain delineations and flood regulations. 799 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Output Output Demand Demand Efficiency Measure Description Percent of District dams identified by the Arizona Department of Water Resources with no dam safety deficiencies Percent of the dam safety operating and capital budget expended this fiscal year to keep dams operating safely and functioning properly Number of dam repair and rehabilitation project milestones completed this fiscal year Number of dam assessments completed this fiscal year Number of dam repair and rehabilitation project milestones identified for completion this fiscal year Number of dam assessments scheduled this fiscal year Total activity expenditure per dam repair and rehabilitation milestone completed this fiscal year Department Strategic Plans and Budgets Public Works FY 2009 ACTUAL 72.7% FY 2010 REVISED 72.7% FY 2011 ADOPTED 77.3% 80.5% 100.0% 100.0% REV VS ADPT VAR % 4.5% 6.3% 0.0% 0.0% 2 2 4 2 100.0% 22 22 22 - 0.0% 4 2 4 2 100.0% 22 22 22 - 0.0% $ 1,547,162.50 $ 1,530,412.50 $ 559,190.00 $ 971,222.50 63.5% 988 - PUBLIC WORKS FLOOD CONTROL TOTAL SOURCES $ $ - $ $ 3,015,051 3,015,051 $ $ $ (3,015,051) $ (3,015,051) 988 - PUBLIC WORKS FLOOD CONTROL TOTAL USES $ $ 3,094,325 3,094,325 $ $ 3,060,825 3,060,825 $ 2,236,760 $ 2,236,760 Revenue - -100.0% -100.0% Expenditure $ $ 824,065 824,065 26.9% 26.9% Activity Narrative: Expenditures are anticipated to decrease from FY 2009-10 to FY 2010-11. The nature of dam rehabilitation and repair has different requirements and varying costs dependent on the project. The 4 projects planned for FY 2010-11 are less costly than the projects planned in the prior 2 fiscal years. Revenue will decrease by 100% from FY 2009-10 to FY 2010-11 because revenue received by the FCD is now deposited in the Administration Program. Flood Control Capital Projects Activity The purpose of the Flood Control Capital Projects Activity is to provide structural and non-structural flood protection services to residents of and visitors to Maricopa County so they can have increased physical protection from injury, loss of life, and property damage due to flooding. Mandates: A.R.S. §45-1423 and 45-1424 gives power to Maricopa County to cooperate with the federal government in flood control projects; 48-3616 establishes that the chief engineer develop a survey and report of flood control problems and facilities. 800 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Result Output Output Demand Efficiency Measure Description Percent of square miles of area that receive physical protection benefits from projects in the five-year Capital Improvement Program that are completed in this fiscal year Percent of Capital Improvement Program budget expended this fiscal year Percent of capital projects implemented with multi-purpose features this fiscal year Number of capital projects completed in this fiscal year Number of square miles of area benefited by projects completed this fiscal year Number of square miles of area to be benefited by projects scheduled in five-year Capital Improvement Program beginning this fiscal year Total expenditure per square mile of area benefited by projects completed this fiscal year Department Strategic Plans and Budgets Public Works REV VS ADPT VAR % (95.6%) -95.6% FY 2009 ACTUAL 8.0% FY 2010 REVISED 100.0% FY 2011 ADOPTED 4.4% 94.3% 100.0% 100.0% 0.0% 0.0% N/A 72.7% 50.0% (22.7%) -31.3% 13 11 8 (3) -27.3% 829 112 30 (82) -73.0% 829 754 690 (65) -8.6% $ 1,576.40 $ 24,505.60 $ 84,472.67 $ (59,967.07) -244.7% 988 - PUBLIC WORKS FLOOD CONTROL TOTAL SOURCES $ $ - $ 2,769,400 $ 2,769,400 $ $ $ (2,769,400) $ (2,769,400) -100.0% -100.0% 988 - PUBLIC WORKS FLOOD CONTROL TOTAL USES $ 1,306,202 $ 1,306,202 $ 2,747,078 $ 2,747,078 $ 2,559,522 $ 2,559,522 Revenue - Expenditure $ $ 187,556 187,556 6.8% 6.8% Activity Narrative: The percent of capital projects implemented with multi-purpose features this fiscal year are anticipated to decrease from FY 2009-10 to FY 2010-11. District policy allows the use of the multi-purpose features in projects where this is feasible and consistent with flood control purposes. This is not feasible in 4 out of the 8 projects planned for FY 2010-11 completion. These projects include a storm drain project and the reinforcement/modification of 3 existing structures. There is no need for the multi-purpose feature with these types of projects. The result of the percent of square miles of area that receive physical protection benefits from projects in the five-year Capital Improvement Program that are completed in this fiscal year should have been 12% in FY 2009-10. The fluctuation between FY 2008-09 to FY 2009-10 and FY 2009-10 to FY 201011 is due to the progress and nature of the different projects. It is anticipated for FY 2010-11 that there will be less capital project completions benefiting fewer square miles than in FY 2009-10. This is reflected in the decrease of this result from 12% in FY 2009-10 to 4.4% in FY 2010-11. The anticipated decrease in the number of capital projects for FY 2010-11 will also lead to a decrease in the number of square miles benefited by projects. This is also reflected in the increase of the Department's efficiency. Revenue will decrease by 100% from FY 2009-10 to FY 2010-11 because revenue received by the FCD is now deposited in the Administration Program. Flood Control Structure Maintenance Activity The purpose of the Flood Control Structure Maintenance Activity is to provide flood control infrastructure maintenance services that meet federal, state and local safety and operational standards to residents and visitors of Maricopa County so they can experience protection from flooding as a consequence of safe and well maintained flood control structures. 801 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Works Mandates: A.R.S. §45-1212 provides that the State’s director of water resources issue rules and orders necessary to secure maintenance and operation of dams which will safeguard life and property; 48-1423 gives power to Maricopa County to cooperate with the federal government in flood control projects; 48-3608 establishes that the director is designated as the state coordinator of the national flood insurance program to assist local jurisdictions in complying with the requirements of such program and state law; 48-3609 establishes assistance and rules for floodplain delineations and flood regulations. Measure Type Result Result Output Output Output Demand Efficiency Measure Description Percent of Priority 1 (P1) Work Orders for critical maintenance tasks that directly impact the immediate safety of Maricopa County residents and visitors completed within an average of 14 calendar days Percent of non-immediate safety Priority 1 (P1A) Work Orders completed within an average of 90 calendar days Number of critical maintenance Priority 1 (P1) Work Orders completed Number of Work Orders completed Number of non-immediate safety Priority 1 (P1A) Work Orders completed Number of Work Order requests submitted Total activity expenditure per Work Order completed (labor/materials) FY 2009 ACTUAL 100.0% FY 2010 REVISED 100.0% FY 2011 ADOPTED 100.0% 100.0% 100.0% 100.0% REV VS ADPT VAR % 0.0% 0.0% 0.0% 0.0% 70 60 40 (20) -33.3% 70 N/A 900 N/A 900 60 N/A 0.0% N/A (229.93) 0.0% -3.3% $ (6,380,495) $ (6,380,495) -100.0% -100.0% 547 $ 76,439.20 $ 900 7,066.57 $ 900 7,296.49 988 - PUBLIC WORKS FLOOD CONTROL TOTAL SOURCES $ $ - $ 6,380,495 $ 6,380,495 $ $ - 988 - PUBLIC WORKS FLOOD CONTROL TOTAL USES $ 5,350,744 $ 5,350,744 $ 6,359,909 $ 6,359,909 $ 6,566,845 $ 6,566,845 $ Revenue Expenditure $ $ (206,936) (206,936) -3.3% -3.3% Activity Narrative: Several of the measurements in this activity have had a change in the methodology of how they are measured. Therefore, only two years of measurements is posted here because FY 2008-09 does not offer a point of comparison. The number of critical maintenance Priority 1 (P1) Work Orders completed is anticipated to decrease. The first two quarter actuals for FY 2009-10 were less than expected at 15 work orders per quarter. FY 2010-11 Priority (P1) Work Order forecast is realistic based on current year performance. Revenue will decrease by 100% from FY 2009-10 to FY 2010-11 because revenue received by the FCD is now deposited in the Administration Program. Capital Facilities Development Program The purpose of the Capital Facilities Development Program is to provide facilities planning, energy management, design and construction-related services to Maricopa County Departments and Agencies so they can operate in County facilities that are safe, functional, and efficient. 802 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Works Program Results Measure Description Percent of new, retrofitted, renovated or remodeled facility projects delivered Percent of customers who report the new, retrofitted, renovated or remodeled facility meets their functional needs (post-occupancy survey) Percent of capital improvement and major maintenance projects delivered within 10% original cost estimate REV VS ADPT VAR % 0.0% 0.0% FY 2009 ACTUAL N/A FY 2010 REVISED 100.0% FY 2011 ADOPTED 100.0% N/A 100.0% 100.0% 0.0% 0.0% N/A 100.0% 100.0% 0.0% 0.0% Activities that comprise this program include: • Construction Management (Facilities Management) • Facilities Project Development & Support Construction Management (Facilities Management) Activity The purpose of the Construction Management (Facilities Management) Activity is to provide new, retrofitted, renovated or remodeled facility project delivery services to Maricopa County Departments and Agencies so they can occupy facilities that meet their functional needs and are delivered within budget and on schedule to deliver services to residents. Mandates: A.R.S. §41-1492 establishes standards and regulations, including building codes, for public accommodations and commercial facilities. Measure Type Result Result Output Output Demand Efficiency Measure Description Percent of new, retrofitted, renovated or remodeled facility projects delivered according to the project schedule established with the customer Percent of customers who report the new, retrofitted, renovated or remodeled facility meets their functional needs (post-occupancy survey) Number of new, retrofitted, renovated or remodeled facility projects completed Number of Post Occupancy survey responses FY 2009 ACTUAL N/A FY 2010 REVISED 100.0% FY 2011 ADOPTED 100.0% N/A 100.0% 100.0% Number of new, retrofitted, renovated or remodeled facility projects requested Total activity expenditure per new, retrofitted, renovated or remodeled facility project completed REV VS ADPT VAR % 0.0% 0.0% 0.0% 0.0% N/A 50 50 - 0.0% N/A 50 50 - 0.0% N/A 50 50 - 0.0% N/A $ 15,093.20 $ 502,760.16 $(487,666.96) -3231.0% $ 13,326,117 11,811,891 $ 25,138,008 $ Expenditure 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES $ 9,656,763 4,794,721 $ 14,451,484 $ 20,654,466 12,240,763 $ 32,895,229 $ 7,328,349 428,872 7,757,221 35.5% 3.5% 23.6% Activity Narrative: Expenditures and the efficiency have increased due to the addition of the Annual County Wide Operation Maintenance Program, the addition of the Annual Detention Facilities Operations Program, the carryover of the Central Court 1st Floor remodel Project, the carryover of Plumbing Upgrades project, the increase in Personnel costs and the decrease in the Space Planning 803 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Works Contingency and the Southeast Facility relocation. The FY 2010-11 budget supports the Department in providing 100% of demanded services. Facilities Project Development & Support Activity The purpose of the Facilities Project Development & Support Activity is to provide facility program and project planning and support services to County Departments so they can proactively and efficiently design, construct, and maintain County facilities in compliance with Maricopa County facilities management guidelines. Mandates: Administrative Mandate Measure Type Result Result Output Demand Efficiency Measure Description Percent of capital improvement and major maintenance projects delivered within 10% original cost estimate Percent of County facilities operating in an energy-efficient manner (per Energy Star rankings) Number of capital improvement and major maintenance projects completed this fiscal year Number of capital improvement and major maintenance projects to be completed this fiscal year Total activity expenditure per capital improvement and major maintenance project completed FY 2009 ACTUAL N/A FY 2010 REVISED 100.0% FY 2011 ADOPTED 100.0% REV VS ADPT VAR % 0.0% 0.0% N/A 0.0% 30.0% 30.0% 9768173.3% N/A 50 50 - 0.0% N/A 50 50 - 0.0% 2,762.68 $ 529,130.64 $(526,367.96) -19052.8% $ 10,720,634 12,402,500 $ 23,123,134 $ 14,255,226 12,201,306 $ 26,456,532 $ (3,534,592) 201,194 $ (3,333,398) -33.0% 1.6% -14.4% N/A $ Expenditure 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES $ 8,480,821 11,463,677 $ 19,944,498 Activity Narrative: Expenditures and the efficiency have increased due to the addition of the County's utilities, 5th Avenue & Fillmore Property Utilities, Automated Inventory Management and the Case Management Warehouse Project to this activity's budget. The FY 2010-11 budget supports the Department in providing 100% of demanded services. Major Maintenance Program Executive Summary The Major Maintenance Program is a plan that identifies significant maintenance projects to be completed over the next five years. Because these projects typically span more than one fiscal year, the plans are updated annually to track existing projects, to identify new projects, and to update funding estimates and forecasts. Major Maintenance Major Maintenance is the periodic need to repair and rework building and infrastructure systems or components to maintain the original condition of the asset. The Major Maintenance Program is a compilation of projects and maintenance activities required to repair, replace in-kind, or upgrade obsolete elements to current standards to allow a fixed asset to continue to be used for its intended purpose. 804 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Works The Maricopa County Building System is a valuable asset in the County’s financial portfolio. The value of the entire Building System, comprised of 167 buildings, based on replacement cost approaches $2.779 billion, exclusive of land. It is, therefore, imperative that the system be managed with the same discipline that the County has used to manage their financial assets. This includes continual improvements to the Building System, not only from a capital perspective but also from an operations and maintenance perspective. Planning capital actions based on the needs of buildings, and not based exclusively on departmental needs, is required to maintain or improve facility conditions. The Facility Condition Index (FCI) provides a measurement tool and represents the relative physical condition of a building, a grouping of buildings or a building system. The FCI measures the estimated cost of the current deficiencies including recommended improvements and compares that with the projected replacement cost of the facility, grouping of buildings or building system. Life cycle costing of building systems and components provides the basis of this measurement. The formula used to express the FCI is as follows: Facility Condition Index = Total Cost of Deficiencies ($) Replacement Value ($) The following is an illustration: A building that has a replacement cost of $1,000,000 has been assessed and found to have $100,000 in deficiencies. The FCI is therefore: $ 100,000 $1,000,000 = 0.10 or 10% FCI The standard that has been adopted by the Building Owners and Managers Association (BOMA) and other national organizations regarding interpretation of this indicator is: FCI Condition 0 – 5% 6 – 10% Good Fair 11% and above Poor This standard is established as a guideline for building owners as to the relative condition of their facilities, and consideration must be given to what is applicable to each building system. Depending on the condition of the building, building group or building system and the ultimate goal, it may be financially impractical to improve a building system beyond a certain point. The primary objective of a facilities assessment is to inspect each system in each building and assign a percentage value to it based on where it is in its life cycle. Each system is then “weighted” or multiplied by the normal square foot cost for that system in a building. The facilities assessment provides baseline data for all buildings surveyed. The Major Maintenance Program provides information on not only the Current Facility Condition Index 805 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Works for each building in the Program, but also the Expected Facility Condition Index after the Program work is completed. Because the Level I assessment provides information on a system basis, not specific detailed deficiencies and does not address functional deficiencies, the investment of funds in a building does not always result in an improved FCI. This does not mean, however, that the expenditure is not necessary or required. Buildings that are less than five years old will have an FCI of zero (0). The FCI cannot be further improved, so there will be no change indicated in those cases between the Current FCI and the Expected FCI. Additionally, on Major Maintenance projects that are not specific to a building, i.e., studies or off-site work, the Current and Expected FCI is noted by “N/A”. The Major Maintenance projects are subdivided into the following two categories: • • Facility Renovation - A project that modifies multiple elements of a fixed asset to renovate or update buildings as required to support the strategic goals of Maricopa County. Major Maintenance - A project that repairs, replace in-kind, or upgrades obsolete elements to current standards involving multiple aspects to allow a fixed asset to continue to be used for its intended purpose and meets designated threshold criteria. 806 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Works Major Maintenance Project Summary PROJECT TITLE General Fund (100) Facility Renovation CURRENT EXPECTED FCI FCI COURTS AREA - GENERAL (CACX) Electrical Switch Gear - Maintenance & 37.64 Upgrade CENTRAL COURT BUILDING (CCBI) Upgrade Security System and Video 37.64 Cameras for the Court Security System in the Central Court Basement Remodel / Upgrade 1st Floor and Lower Level 37.64 DURANGO PARKING GARAGE (DPTI) Upgrade Existing Emergency Generator 0.00 EAST COURT INFRASTRUCTURE IMPROVEMENTS (EEII) Renovate Public Restrooms, Floors 2-9 34.58 GLENDALE - REGIONAL DAY REPORTING (GLDR) Remodel / Upgrade 1st Floor and Lower Level 44.08 OLD COURT HOUSE BUILDING IMPROVEMENTS (OOHI) Weatherize Exterior Windows 34.03 SOUTHEAST REGIONAL INFRASTRUCTURE IMPROVEMENTS (SICU) Replace Carpet in Admin Areas, Floors 2-4 20.24 SECURITY BUILDING (SIPN) Replace Air Handlers, Floors 9-12 45.97 SHERIFF WAREHOUSE (SWHS) Replace Roof 8.99 WEST COURT INFRASTRUCTURE IMPROVEMENTS (WCII) Upgrade Heating, Ventilating, and Air 37.37 Conditioning (HVAC) System Change Pneumatic Controls to Direct Digital 37.37 Controls (DDC) Facility Renovation PROJECT TITLE General Fund (100) Major Maintenance FY 2010-11 YEAR 1 FY 2012-13 YEAR 3 FY 2013-14 YEAR 4 FY 2014-15 YEAR 5 FIVE-YEAR TOTAL $ 307,377 $ 307,377 - $ - - $ - - $ - - $ - 307,377 307,377 $ 3,450,000 $ 750,000 1,063,923 $ 1,063,923 - $ - - $ - - $ - 4,513,923 1,813,923 $ 2,700,000 450,000 $ 450,000 488,232 $ - $ - $ - $ - $ - $ - $ - $ - $ 2,700,000 450,000 450,000 488,232 $ 488,232 85,000 $ - $ - $ - $ - $ 488,232 85,000 $ 85,000 327,660 $ - $ - $ - $ - $ 85,000 327,660 $ 327,660 100,000 $ 395,459 $ - $ - $ - $ 327,660 495,459 100,000 1,081,259 $ 1,081,259 416,000 $ 416,000 597,378 $ 395,459 - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 495,459 1,081,259 1,081,259 416,000 416,000 597,378 37.49 37.14 35.90 $ 0.00 34.11 43.68 33.30 20.14 $ 43.57 $ 4.84 $ 37.18 490,000 - - - - 490,000 37.26 107,378 - - - - 107,378 - $ - $ - $ Subtotal $ CURRENT EXPECTED FCI FCI ENERGY MANAGEMENT PROGRAM (ENRG) N/A ENVIRONMENTAL PROJECTS DETAIL (ENVR) N/A PROGRAM FEES DETAIL (PPFE) N/A CODE COMPLIANCE RESERVE (RCCR) N/A BUILDING SECURITY PROGRAM (SECR) N/A LIFE/SAFETY PROGRAM (SFTY) N/A PROJECT RESERVE (MMPR) N/A Major Maintenance FY 2011-12 YEAR 2 7,302,906 $ FY 2010-11 YEAR 1 1,459,382 $ FY 2011-12 YEAR 2 FY 2012-13 YEAR 3 FY 2013-14 YEAR 4 FY 2014-15 YEAR 5 8,762,288 FIVE-YEAR TOTAL N/A $ N/A N/A N/A N/A N/A N/A Subtotal $ 400,000 $ 100,000 600,000 200,000 400,000 400,000 2,100,000 $ 400,000 $ 100,000 400,000 100,000 300,000 300,000 5,228,524 6,828,524 $ 400,000 $ 100,000 400,000 100,000 400,000 300,000 6,877,906 8,577,906 $ 400,000 $ 100,000 400,000 100,000 400,000 300,000 6,877,906 8,577,906 $ 400,000 $ 100,000 400,000 100,000 400,000 300,000 6,877,906 8,577,906 $ 2,000,000 500,000 2,200,000 600,000 1,900,000 1,600,000 25,862,242 34,662,242 TOTAL FUND 100 $ 9,402,906 $ 8,287,906 $ 8,577,906 $ 8,577,906 $ 8,577,906 $ 43,424,530 807 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Works Major Maintenance Project Summary (continued) PROJECT TITLE Detention Fund (255) Facility Renovation CURRENT EXPECTED FCI FCI DURANGO JUVENILE INFRASTRUCTURE IMPROVEMENTS (DDII) Replace Chiller 1A (McQuay with Trane Unit) 58.48 DURANGO JAIL INFRASTRUCTURE IMPROVEMENTS (DDJS) Upgrade Security System - 2nd Half of 67.34 Facility Replace All Evap Coolers over Kitchen Area 67.34 (25% Left to Be Replaced) Install Variable Frequency Drive (VFD) Drives 67.34 on Tower Fan Motors ESTRELLA JAIL INFRASTRUCTURE IMPROVEMENTS (EJIS) Plumbing Upgrades 18.88 Replace Existing Fire Alarm Systems, 18.88 Including Devices - Estrella Jail Replace Existing Fire Alarm Systems, 11.40 Including Devices - Estrella Support Building FOURTH AVENUE JAIL (FAJI) Review Status Module within Transient 0.00 Voltage Surge Suppression (TVSS) Replace Barometric Dampers in Exhaust Fan 0.00 System (South HVAC room) Repair Roof 0.00 Replace/Repair Lighting Fixtures in Shower 0.00 Areas Improve Intake and Preintake Lights and 0.00 Computer Circuits to be Emergency Power Backup Update Facility Automation System (FAS) to 0.00 Report to Boiler Room LOWER BUCKEYE JAIL COMPLEX (LBJC) Central Services Roof Repairs 1.32 Re-Engineer Boiler Condensate Lines 1.32 Kitchen Detention Facility Epoxy "A" Side Showers 0.00 Replace Door Side Bars 0.00 Improve Security Fencing Around Employee 0.00 Parking Lot Laundry Separate Steam Line Supply from Water, 0.00 Heating and HVAC in Vault Central Plant Boiler Updates and Boiler Supply Isolation 0.00 Valves Improve FAS Computer To Capture All 0.00 Equipment Expansion of Chiller Room and New Chillers 0.00 SOUTHEAST JUVENILE (SJUI) Update FAS to report to Boiler Room 0.00 Replace wiring for FAS Controls 0.00 Switch Existing Control System Interface 0.00 (CSI) Controls to Siemens SOUTHEAST SHERIFF SUBSTATION (SESS) Repair / Upgrade Piping and Air Handler Units 50.99 (AHU) Replace Wiring for FAS Controls 50.99 PROPERTY AND EVIDENCE (SPEW) Increase Fencing along West Side of Building 0.00 SHERIFF'S TRAINING ACADEMY (STAC) Refurbish Interior (Auditoruim) 0.00 Facility Renovation FY 2010-11 YEAR 1 FY 2011-12 YEAR 2 FY 2012-13 YEAR 3 FY 2013-14 YEAR 4 FY 2014-15 YEAR 5 FIVE-YEAR TOTAL $ 277,085 $ - $ - $ - $ - $ 277,085 $ 277,085 300,981 $ - $ - $ - $ - $ 277,085 300,981 66.61 150,000 - - - - 150,000 66.97 75,919 - - - - 75,919 66.97 75,062 - - - - 75,062 - $ - $ - $ - $ 49.99 $ 1,535,066 $ 1,535,066 17.76 18.33 971,128 422,389 - - - - 971,128 422,389 8.53 141,549 - - - - 141,549 50,000 $ - - $ - - $ - - $ - 724,495 40,079 $ 0.00 674,495 $ 40,079 0.00 50,000 50,000 - - - 100,000 0.00 0.00 294,241 49,849 - - - - 294,241 49,849 0.00 190,326 - - - - 190,326 0.00 50,000 - - - - 50,000 $ 2,261,602 $ 200,000 $ 500,000 $ - $ - $ 2,961,602 0.73 1.17 200,000 50,000 200,000 - 500,000 - - - 900,000 50,000 0.00 0.00 0.00 419,792 75,000 125,000 - - - - 419,792 75,000 125,000 0.00 70,071 - - - - 70,071 0.00 266,467 - - - - 266,467 0.00 200,000 - - - - 200,000 0.00 $ 0.00 0.00 0.00 $ 48.51 50.10 $ 0.00 $ 0.00 Subtotal $ 855,272 536,742 $ 50,000 100,000 386,742 100,000 $ 100,000 - - $ - - $ - - $ - 855,272 636,742 50,000 200,000 386,742 377,730 $ 277,730 100,000 $ - 100,000 $ - - $ - - $ - 577,730 277,730 100,000 41,149 $ 41,149 57,041 $ 57,041 6,061,891 $ 100,000 - $ - $ 450,000 $ 100,000 - $ - $ 600,000 $ - $ - $ - $ - $ - $ - $ 300,000 41,149 41,149 57,041 57,041 7,111,891 808 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Works Major Maintenance Project Summary (continued) PROJECT TITLE Detention Fund (255) Major Maintenance CURRENT EXPECTED FCI FCI ENERGY MANAGEMENT PROGRAM (ENRG) N/A ENVIRONMENTAL PROGRAM (ENVR) N/A ESTIMATING PROGRAM (PPFE) N/A CODE COMPLIANCE RESERVE (RCCR) N/A BUILDING SECURITY PROGRAM (SECR) N/A LIFE SAFETY PROJECTS DETAIL (SFTY) N/A PROJECT RESERVE (MMPR) N/A Major Maintenance FY 2010-11 YEAR 1 FY 2011-12 YEAR 2 FY 2012-13 YEAR 3 FY 2013-14 YEAR 4 FY 2014-15 YEAR 5 FIVE-YEAR TOTAL N/A $ N/A N/A N/A N/A N/A N/A Subtotal $ 250,000 $ 100,000 400,000 200,000 500,000 400,000 1,850,000 $ 250,000 $ 100,000 400,000 200,000 300,000 400,000 4,840,764 6,490,764 $ 250,000 $ 100,000 400,000 200,000 300,000 400,000 4,690,765 6,340,765 $ 250,000 $ 100,000 400,000 200,000 300,000 400,000 5,290,766 6,940,766 $ 250,000 $ 100,000 400,000 200,000 300,000 400,000 5,290,767 6,940,767 $ 1,250,000 500,000 2,000,000 1,000,000 1,700,000 2,000,000 20,113,062 28,563,062 TOTAL FUND 255 $ 7,911,891 $ 6,940,764 $ 6,940,765 $ 6,940,766 $ 6,940,767 $ 35,674,953 TOTAL MAJOR MAINTENANCE (100 & 255) $ 17,314,797 $ 15,228,670 $ 15,518,671 $ 15,518,672 $ 15,518,673 $ 79,099,483 Facilities Operations & Maintenance Program The purpose of the Facilities Operations & Maintenance Program is to provide facilities, detention security, buildings and grounds operations and maintenance services to Maricopa County departments so they can work and conduct business in a safe, functional environment. Program Results Measure Description Percent of customers who report they are satisfied or very satisfied with the cleanliness Percent of customers who report they are satisfied or very satisfied with the maintenance of the landscaping and grounds Percent of facilities contract janitorial inspections that received a passing rating for cleanliness (passing = no deductions) Percent of landscape quality inspections that received a passing rating Percent of facilities maintenance performed on a time-based schedule or based on quantified material and equipment condition Percent Detention Security System is functional 24/7/365 Percent of Maricopa County departments and agency customers who are satisfied or very satisfied with the services of Facilities Management Operations & Maintenance according to the annual Customer Satisfaction Survey REV VS ADPT VAR % 0.0% 0.0% FY 2009 ACTUAL N/A FY 2010 REVISED 72.9% FY 2011 ADOPTED 72.9% N/A 87.1% 87.1% 0.0% 0.0% N/A 85.0% 85.0% 0.0% 0.0% N/A 98.8% 98.8% 0.0% 0.0% N/A 354.6% 50.0% (304.6%) -85.9% N/A 0.1% 100.0% N/A 112.9% 92.9% 809 99.9% 79536.4% (20.0%) -17.7% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Works Activities that comprise this program include: • Buildings and Grounds • Facilities Maintenance Buildings and Grounds Activity The purpose of the Buildings and Grounds Activity is to provide property management services to Maricopa County Departments and their customers so they can conduct business in a clean environment. Mandates: CFR40- Environment (Code of Federal Regulations/Title 40 Protection of the Environment) establishes regulations for environmental issues, including dust stabilization, non-road based motorized equipment, chemicals and the need for material data safety sheets. Measure Type Result Result Result Result Output Demand Efficiency Measure Description Percent of customers who report they are satisfied or very satisfied with the cleanliness of County facilities Percent of customers who report they are satisfied or very satisfied with the maintenance of the landscaping and grounds Percent of facilities contract janitorial inspections that received a passing rating for cleanliness (passing = no deductions) Percent of landscape quality inspections that received a passing rating Number of square feet of facilities cleaned Number of square feet of facilities required to be cleaned Total expenditure per square foot of facilities cleaned FY 2009 ACTUAL N/A FY 2010 REVISED 72.9% FY 2011 ADOPTED 72.9% N/A 87.1% 87.1% 0.0% 0.0% N/A 85.0% 85.0% 0.0% 0.0% N/A 98.8% 98.8% 0.0% 0.0% N/A N/A 2,837,049 2,837,049 N/A $ 0.10 REV VS ADPT VAR % 0.0% 0.0% 2,837,049 2,837,049 $ 1.61 $ 0.0% 0.0% (1.51) -1495.6% Expenditure 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES $ $ 293,258 293,258 $ $ 286,722 286,722 $ 3,718,955 855,918 $ 4,574,873 $ (3,432,233) -1197.1% (855,918) N/A $ (4,288,151) -1495.6% Activity Narrative: Expenditures and the efficiency have increased due to the addition of the County’s Maintenance contracts to this activity's budget. The FY 2010-11 budget supports the Department in providing 100% of demanded services. Facilities Maintenance Activity The purpose of the Facilities Maintenance Activity is to provide routine, preventive, predictive, scheduled, and unscheduled facilities and systems maintenance to Maricopa County facility occupants so they can work and conduct business in buildings that are responsibly and properly maintained. Mandates: Administrative mandate 810 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Result Output Demand Efficiency Expenditure Measure Description Percent of facilities maintenance performed on a time-based schedule or based on quantified material and equipment condition Percent Detention Security System is functional 24/7/365 Percent of Maricopa County departments and agency customers who are satisfied or very satisfied with the services of Facilities Management Operations & Maintenance according to the annual Customer Satisfaction Survey Number of square feet of facilities maintained Number of (factored) square feet required to be maintained Total expenditure per square foot maintained 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES Department Strategic Plans and Budgets Public Works FY 2009 ACTUAL N/A FY 2010 REVISED 354.6% FY 2011 ADOPTED 50.0% REV VS ADPT VAR % (304.6%) -85.9% N/A 0.1% 100.0% 99.9% 79536.4% N/A 112.9% 92.9% N/A N/A 39,145,088 39,145,088 N/A $ $ 5,579,973 1,968,692 $ 7,548,665 0.20 $ 5,377,390 2,445,304 $ 7,822,694 9,786,272 9,786,272 $ 1.13 $ 8,026,620 2,991,449 $ 11,018,069 (20.0%) -17.7% (29,358,816) (29,358,816) -75.0% -75.0% $ (0.93) -463.4% $ (2,649,230) (546,145) $ (3,195,375) -49.3% -22.3% -40.8% Activity Narrative: The percent of facilities maintenance performed on a time-based schedule or based on quantified material and equipment condition should have been 50.0% in FY 2009-10, leading to a 0% variance between FY 2009-10 and FY 2010-11. The percent of Maricopa County departments and agency customers who are satisfied or very satisfied with the services of Facilities Management Operations & Maintenance according to the annual Customer Satisfaction Survey should have been 93% for FY 2009-10, leading to a 0% variance between FY 2009-10 and FY 2010-11. The percent Detention Security System is functional 24/7/365 in FY 2009-10 should have been 100% and not .1%. This leads to a 0% variance between FY 2009-10 and FY 2010-11. The number of square feet of facilities maintained should have been 9,786,272 in FY 2009-10, leading to a 0% variance between FY 2009-10 and FY 2010-11. Expenditures and the efficiency have increased due to the addition of the County's Maintenance Contracts to this activity's budget. Results for FY 2009-10 were incorrectly entered. These revised results in FY 2009-10 are very similar in measurement to FY 2010-11. Therefore, there would only be a small percentage of variation of the results. Protective Services Program The purpose of the Protective Services Program is to provide Security and Parking Management services to Maricopa County elected officials, employees, and their visitors so they can conduct County business in a safe and secure environment. 811 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Works Program Results Measure Description Percent of parking spaces utilized in County garages and lots Percent of shuttle bus seats utilized Percent of safety and security issues responded to by Protective Services to secure the County's work and business environment FY 2009 ACTUAL N/A FY 2010 REVISED 66.7% FY 2011 ADOPTED 69.4% N/A N/A 16.9% N/A 16.9% 100.0% Activities that comprise this program include: • Parking Management • REV VS ADPT VAR % 2.6% 4.0% 0.0% N/A 0.0% N/A Security Parking Management Activity The purpose of the Parking Management Activity is to provide parking services to Maricopa County Elected Officials, employees, and their visitors so they can park their vehicles while conducting County business. Mandates: Administrative mandate Measure Type Result Result Output Demand Efficiency Measure Description Percent of parking spaces utilized in County garages and lots Percent of shuttle bus seats utilized Number of vehicles parked in County garages & lots Number of vehicles requesting to park in County garages & lots Total expenditure per County garage and lot space FY 2009 ACTUAL N/A FY 2010 REVISED 66.7% FY 2011 ADOPTED 69.4% N/A N/A 16.9% 14,216 16.9% 14,780 0.0% 564 0.0% 4.0% N/A 14,216 14,780 564 4.0% N/A $ REV VS ADPT VAR % 2.6% 4.0% 5.26 $ 5.27 $ (0.02) -0.3% 74,747 74,747 $ $ 77,952 77,952 $ $ (3,205) (3,205) -4.3% -4.3% Expenditure 100 - GENERAL TOTAL USES $ $ 78,147 78,147 $ $ Activity Narrative: The number of parking spaces in County garages and lots decreased from FY 2008-09 to FY 2009-10 because the Madison Street garage closed. The number of vehicles parked in County garages and lots increased in FY2010-11 by 4% due to the movement of employees from the Criminal Courts to the County’s downtown campus. Security Activity The purpose of the Security Activity is to provide physical and electronic protection and emergency response services to Maricopa County Elected Officials, employees, and their visitors so they can have a safe and secure work and business environment. Mandates: Administrative mandate 812 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Demand Efficiency Measure Description Percent of safety and security issues responded to by Protective Services to secure the County's work and business environment Number of crimes reported on County properties that were responded to by Protective Services Number of crime responses needed Total expenditure per crime response by Protective Services Department Strategic Plans and Budgets Public Works FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED 100.0% N/A 61,168 N/A N/A $ 61,168 61.08 $ 129,092 31.04 522,115 522,115 $ $ REV VS ADPT VAR % N/A N/A 129,092 67,924 111.0% $ 67,924 30.04 111.0% 49.2% 522,115 522,115 $ $ - 0.0% 0.0% $ 3,958,251 48,942 $ 4,007,193 $ Revenue 100 - GENERAL TOTAL SOURCES $ $ 500,485 500,485 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES $ 3,661,672 63,457 $ 3,725,129 $ $ Expenditure $ 3,688,957 47,324 $ 3,736,281 $ (269,294) (1,618) (270,912) -7.3% -3.4% -7.3% Activity Narrative: The number of crimes committed on County properties should have been 113,393 for FY 2009-2010. Based on the increased crime activity in the first two quarters of FY 2009-10, it is estimated that this crime activity will increase in FY 2010-11 over FY 2009-10. This also affects the efficiency calculation for FY 2009-10 which should have been $32.94. As crime is increasing, additional resources are directed to this activity to meet the safety strategic goal. The expenditures have increased due to the addition of the Security for 5th Avenue & Fillmore Property. FY 2010-11 budget supports the Department in providing 100% of demanded services. 813 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Works Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 11,340,005 $ 604,827 FY 2010 Revised Budget $ 11,340,005 $ 604,827 $ (10,441) $ (10,441) 29,808,600 $ 29,808,600 - $ 41,138,164 $ 604,827 $ 220,673 $ 198,198 22,475 3,158,490 $ (220,673) 3,379,163 (2,716) $ (2,716) - Adjustments: Budget Balancing PEHPEP FY 09 Adjustments Restatements Fac Maint Util to Pub Wrk s 5th Avenue and Fillmore Security and Utilities Annual Countywide Operation Maintenance Program Automated Inventory Management Maintenance Contracts Utilities Major Maintenance Agenda Item: C-49-09-066-2-00 $ $ 250,000 3,705,000 180,000 7,025,694 10,070,000 8,577,906 FY 2011 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments New Facility Operating Costs Budget Balancing PEHPEP FY 10 Adjustments Agenda Item: $ $ C-49-10-032-M-00 FY 2011 Adopted Budget Percent Change from Target Amount $ 44,514,611 $ 604,827 8.2% 0.0% Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget Adjustments: Non Recurring Countywide Space Planning - $ 653,452 $ 653,452 - $ 653,452 $ - $ (653,452) $ (653,452) (8,577,906) $ (8,577,906) - $ (8,577,906) $ - $ 236,000 $ 236,000 - $ (8,341,906) $ -2.8% - C-91-10-060-2-00 Agenda Item: C-91-10-060-2-00 $ FY 2011 Budget Target Adjustments: Non Recurring Other Non-Recurring Casegoods Management Warehouse (CIM) - $ Agenda Item: FY 2010 Revised Budget Adjustments: Non Recurring Countywide Space Planning Restatements Fac Maint Util to Pub Wrk s $ Agenda Item: $ FY 2011 Adopted Budget Percent Change from Target Amount 814 236,000 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Works General Fund (100) (continued) Expenditures Revenue MAJOR MAINTENANCE FY 2010 Adopted Budget $ - $ - FY 2010 Revised Budget $ - $ - $ 8,577,906 $ 8,577,906 - $ 8,577,906 $ - $ (93,612) $ (93,612) 918,612 $ 918,612 - 9,402,906 $ 9.6% - Adjustments: Restatements Fac Maint Util to Pub Wrk s Agenda Item: FY 2011 Budget Target Adjustments: Capital Improvement Program Capital Improvement Prog Adj Major Maintenance Projects Major Maintenance Program Agenda Item: $ FY 2011 Adopted Budget Percent Change from Target Amount $ Transportation Grants Fund (223) Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants FHA Safe Operations Academy 755,000 $ 27,290 $ 27,290 27,290 27,290 $ 782,290 $ 782,290 $ (27,290) $ (27,290) (27,290) (27,290) $ 755,000 $ 755,000 $ 1,274 $ 1,092 182 (1,274) $ (1,274) - C-91-10-058-M-00 Agenda Item: C-91-10-058-M-00 FY 2011 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation 755,000 $ Agenda Item: FY 2010 Revised Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants FHA Safe Operations Academy $ Agenda Item: $ FY 2011 Adopted Budget Percent Change from Target Amount 815 $ (181,029) $ (181,029) (181,029) (181,029) $ 573,971 $ -24.0% 573,971 -24.0% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Works Transportation Grants Fund (223) Fund Balance Summary FY 2009 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: $ $ $ $ $ Structural Balance $ Accounting Adjustments $ Ending Spendable Fund Balance: Unassigned Total Ending Spendable Fund Balance $ FY 2010 ADOPTED - FY 2010 FORECAST (57,196) $ (57,196) $ (7,688) $ 180,000 172,312 $ 755,000 755,000 $ 782,290 782,290 $ 324,279 473,868 798,147 $ $ 782,290 782,290 $ $ 755,000 755,000 (331,967) $ - $ - $ 119,249 $ FY 2010 REVISED $ $ (506,586) (506,586) $ $ (57,196) (57,196) $ FY 2011 ADOPTED (506,586) $ (176,536) 794,050 794,050 $ $ $ 464,000 464,000 $ 573,971 573,971 - $ - $ - - $ - $ - $ (57,196) (57,196) $ $ (176,536) (176,536) $ 573,971 573,971 (176,536) (176,536) Grant revenue is received as a reimbursement which results in a deficit balance at the close of fiscal year-end. 816 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Works Transportation Operations Fund (232) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 60,847,714 $ 96,392,000 FY 2010 Revised Budget $ 60,847,714 $ 96,392,000 $ $ (368,666) $ (368,666) - $ - 2,664,832 2,408,468 256,364 $ 60,479,048 $ 99,056,832 $ 678,233 566,365 111,868 (356,722) (356,722) (54,949) (54,949) - (1,779,358) (1,779,358) 1,423,944 1,423,944 Adjustments: Budget Balancing PEHPEP FY 09 Adjustments General Revenues State Shared HURF State Shared VLT Agenda Item: C-49-09-066-2-00 FY 2011 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Budget Balancing PEHPEP FY 10 Adjustments Fees and Other Revenues ProgRevenue Volume Inc/Dec General Revenues State Shared HURF Agenda Item: $ $ C-49-10-032-M-00 $ $ FY 2011 Adopted Budget Percent Change from Target Amount $ $ $ $ $ $ 60,745,610 $ 0.4% Expenditures 98,701,418 -0.4% Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget Adjustments: Non Recurring Vehicle Pub Wk s to Park s Vehicles Planning to Transportation 35,544,286 $ - $ 23,600 $ 23,600 10,000 10,000 - $ 35,567,886 $ 10,000 $ (23,600) $ (23,600) $ 35,544,286 $ - $ 1,254,140 $ 1,254,140 784,000 $ 784,000 - 37,582,426 $ 5.7% N/A Agenda Item: C-30-10-025-V-00 C-44-10-059-V-00 FY 2010 Revised Budget Adjustments: Non Recurring Vehicle Pub Wk s to Park s Vehicles Planning to Transportation $ Agenda Item: C-30-10-025-V-00 C-44-10-059-V-00 FY 2011 Budget Target Adjustments: Agenda Item: Capital Improvement Program Transfer to Capital Proj Fund Non Recurring Non Recurring Carry Forward Equipment (Paint Striper, Sk ip Loader and Two Wheel Loaders) FY 2011 Adopted Budget Percent Change from Target Amount $ $ 784,000 $ 817 (10,000) (10,000) - Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Works Transportation Operations Fund (232) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED Beginning Spendable Fund Balance $ 12,747,527 $ 7,600,304 $ 7,600,304 $ 21,501,714 $ 22,094,824 Sources: Operating Non-Recurring Total Sources: $ 104,475,896 $ 104,475,896 $ 96,392,000 $ 96,392,000 $ 96,392,000 10,000 $ 96,402,000 $ 94,003,551 $ 94,003,551 $ 98,701,418 $ 98,701,418 $ $ 56,022,809 39,698,916 95,721,725 $ 60,847,714 35,544,286 $ 96,392,000 $ 60,847,714 35,567,886 $ 96,415,600 $ 57,842,555 35,567,886 $ 93,410,441 $ 60,745,610 37,582,426 $ 98,328,036 Structural Balance $ 48,453,087 $ 35,544,286 $ 35,544,286 $ 36,160,996 $ 37,955,808 Accounting Adjustments $ 16 $ $ $ $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 21,501,714 21,501,714 Uses: Operating Non-Recurring Total Uses: - $ 7,600,304 $ 7,600,304 - $ 7,586,704 $ 7,586,704 - $ 22,094,824 $ 22,094,824 - $ 22,468,206 $ 22,468,206 Transportation Capital Projects Fund (234) Expenditures Revenue CAPITAL IMPROVEMENTS FY 2010 Adopted Budget $ 85,728,037 $ 27,595,834 FY 2010 Revised Budget $ 85,728,037 $ 27,595,834 FY 2011 Budget Target $ 85,728,037 $ 27,595,834 $ 13,144,481 $ 13,144,481 11,218,281 11,218,281 $ 98,872,518 $ 15.3% 38,814,115 40.7% $ 7,491,000 $ 23,485,000 6,335,000 1,630,000 4,035,000 3,981,000 2,390,000 33,505,000 6,260,000 350,000 1,660,000 6,826,000 924,518 98,872,518 $ 28,897,448 9,500,000 416,667 38,814,115 Adjustments: Capital Improvement Program Capital Improvement Prog Adj Agenda Item: FY 2011 Adopted Budget Percent Change from Target Amount Transportation Projects Administration (TADM) County Arterials (ARTS) Bridge Preservation (BRIG) Planning (TPLN) Dust Mitigation (DMIT) Partnerships (PSUP) Intelligent Transportation Systems (INTL) MAG ALCP Projects (ALCP) Pavement Preservation (PAVE) Right-of-way (RWAY) Safety Projects (SAFE) Traffic Improvements (TIMP) APS ES ESCO Improvements (ESCOP) $ 818 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Works Transportation Capital Projects Fund (234) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget $ - $ 35,544,286 FY 2010 Revised Budget $ - $ 35,544,286 FY 2011 Budget Target $ - $ 35,544,286 $ - $ - 1,254,140 1,254,140 $ - $ N/A 36,798,426 3.5% Adjustments: Capital Improvement Program Transfer to Capital Proj Fund Agenda Item: FY 2011 Adopted Budget Percent Change from Target Amount Transportation Capital Projects Fund (234) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED Beginning Spendable Fund Balance $ 52,277,299 $ 52,450,583 $ 52,450,583 $ 49,663,283 $ 30,580,162 Sources: Operating Non-Recurring Total Sources: $ 39,733,638 22,691,716 $ 62,425,354 $ 63,140,120 $ 63,140,120 $ 63,140,120 $ 63,140,120 $ 49,453,146 $ 49,453,146 $ 75,612,541 $ 75,612,541 Uses: Non-Recurring Total Uses: 65,039,371 $ 65,039,371 85,728,037 $ 85,728,037 85,728,037 $ 85,728,037 68,536,267 $ 68,536,267 98,872,518 $ 98,872,518 Structural Balance $ 39,733,638 $ - $ - $ - $ - Accounting Adjustments $ $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ 49,663,283 $ 49,663,283 1 $ 29,862,666 $ 29,862,666 819 $ 29,862,666 $ 29,862,666 $ 30,580,162 $ 30,580,162 $ 7,320,185 $ 7,320,185 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Works Detention Fund (255) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 2,645,658 $ - FY 2010 Revised Budget $ 2,645,658 $ - $ 24,440,763 $ 24,440,763 - FY 2011 Budget Target Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments $ 27,086,421 $ - $ 41,567 $ 34,944 6,623 (41,567) $ (41,567) - FY 2011 Recommended Budget Percent Change from Target Amount $ 27,086,421 $ 0.0% - Adjustments: Restatements Fac Maint Util to Pub Wrk s Agenda Item: $ Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget $ - $ - FY 2010 Revised Budget $ - $ - $ (6,940,763) $ (6,940,763) - FY 2011 Budget Target $ (6,940,763) $ - FY 2011 Adopted Budget Percent Change from Target Amount $ (6,940,763) $ 0.0% - Adjustments: Restatements Fac Maint Util to Pub Wrk s Agenda Item: Expenditures Revenue MAJOR MAINTENANCE FY 2010 Adopted Budget $ - $ - FY 2010 Revised Budget $ - $ - $ 6,940,763 $ 6,940,763 - $ 6,940,763 $ - $ 971,128 $ 971,128 - $ 7,911,891 $ 14.0% - Adjustments: Restatements Fac Maint Util to Pub Wrk s Agenda Item: FY 2011 Budget Target Adjustments: Major Maintenance Projects Major Maintenance Program Agenda Item: FY 2011 Adopted Budget Percent Change from Target Amount 820 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Works Waste Tire Fund (290) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 5,173,154 $ 5,173,154 FY 2010 Revised Budget $ 5,173,154 $ 5,173,154 FY 2011 Budget Target $ 5,173,154 $ 5,173,154 Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Personnel Savings Fees and Other Revenues ProgRevenue Volume Inc/Dec General Revenues Interest Revenue Agenda Item: $ $ $ $ FY 2011 Adopted Budget Percent Change from Target Amount $ 15,447 13,650 1,797 (371,705) (296,210) (75,495) - $ $ $ $ 4,816,896 $ -6.9% (492,108) (492,108) (170,000) (170,000) 4,511,046 -12.8% Waste Tire Fund (290) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED Beginning Spendable Fund Balance $ 6,017,766 $ 2,871,519 $ 2,871,519 $ 2,297,826 $ 2,195,624 Sources: Operating Total Sources: $ 4,454,854 $ 4,454,854 $ 5,173,154 $ 5,173,154 $ 5,173,154 $ 5,173,154 $ 4,368,677 $ 4,368,677 $ 4,511,046 $ 4,511,046 Uses: Operating Non-Recurring Total Uses: $ 5,417,765 2,757,032 $ 8,174,797 $ 5,173,154 $ 5,173,154 $ 5,173,154 $ 5,173,154 $ 4,470,879 $ 4,470,879 $ 4,816,896 $ 4,816,896 Structural Balance $ - $ - $ Accounting Adjustments $ - $ - $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ 2,297,826 $ 2,297,826 (962,911) $ 3 $ $ 2,871,519 $ 2,871,519 821 $ 2,871,519 $ 2,871,519 (102,202) $ - $ 2,195,624 $ 2,195,624 $ (305,850) - $ 1,889,774 $ 1,889,774 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Works Solid Waste Management Fund (580) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 2,008,369 $ 725,000 FY 2010 Revised Budget $ 2,008,369 $ 725,000 FY 2011 Budget Target $ 2,008,369 $ 725,000 $ 22,787 19,656 3,131 (22,787) 2,579 (25,366) - 20,400 20,400 (427,000) (427,000) Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Personnel Savings Fees and Other Revenues ProgRevenue Volume Inc/Dec General Revenues Interest Revenue Agenda Item: $ $ $ FY 2011 Adopted Budget Percent Change from Target Amount $ $ $ $ $ 2,008,369 $ 318,400 0.0% -56.1% Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget Adjustments: Non Recurring Vehicle Air Qual to Pub Wk s SW - $ 19,250 $ 19,250 - $ 5,648,250 $ - $ (19,250) $ (19,250) - $ 5,629,000 $ - $ 267,000 $ 267,000 (180,000) $ (180,000) - 5,716,000 $ 1.5% - C-91-10-102-V-00 Agenda Item: C-91-10-102-V-00 FY 2011 Budget Target Adjustments: Base Adjustments Other Base Adjustments Capital Improvement Program Capital Improvement Prog Adj 5,629,000 $ Agenda Item: FY 2010 Revised Budget Adjustments: Non Recurring Vehicle Air Qual to Pub Wk s SW $ Agenda Item: $ FY 2011 Adopted Budget Percent Change from Target Amount $ 822 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Works Solid Waste Management Fund (580) Fund Balance Summary Beginning Spendable Fund Balance FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED $ 13,524,368 $ 11,194,798 $ 11,194,798 $ 10,679,535 $ 8,303,013 $ $ $ $ $ Sources: Operating Non-Recurring Total Sources: $ Uses: Operating Non-Recurring Total Uses: $ 1,782,980 1,605,036 $ 3,388,016 Structural Balance $ (1,246,459) $ (1,283,369) $ (1,283,369) $ (1,614,366) $ (1,689,969) Accounting Adjustments $ Ending Spendable Fund Balance: Committed Total Ending Spendable Fund Balance 10,679,535 $ 10,679,535 536,521 6,656 543,177 6 $ 725,000 725,000 $ 2,008,369 5,629,000 $ 7,637,369 $ - 4,282,429 $ 4,282,429 $ 725,000 725,000 $ 2,008,369 5,648,250 $ 7,656,619 $ - 4,263,179 $ 4,263,179 304,800 304,800 $ $ 1,919,166 762,156 $ 2,681,322 $ $ 318,400 318,400 $ 2,008,369 5,716,000 $ 7,724,369 - $ - 8,303,013 $ 8,303,013 $ 897,044 897,044 Solid Waste Grants Fund (581) NON RECURRING NON PROJECT FY 2010 Adopted Budget $ 190,000 $ 190,000 FY 2010 Revised Budget $ 190,000 $ 190,000 FY 2011 Budget Target $ 190,000 $ 190,000 $ (190,000) $ (190,000) (190,000) (190,000) $ - $ -100.0% -100.0% Adjustments: Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Agenda Item: FY 2011 Adopted Budget Percent Change from Target Amount 823 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Works Solid Waste Grants Fund (581) Fund Balance Summary FY 2009 ACTUAL Beginning Spendable Fund Balance FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST $ - $ 18,317 $ 18,317 $ $ $ $ 190,000 190,000 $ $ 190,000 190,000 $ $ 230,286 230,286 Uses: Non-Recurring Total Uses: $ 346,831 346,831 $ 190,000 190,000 $ 190,000 190,000 $ Structural Balance $ - $ - $ - Accounting Adjustments $ 116,545 $ - $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ - $ $ 18,317 18,317 $ $ Sources: Operating Non-Recurring Total Sources: - $ FY 2011 ADOPTED $ 126,966 (516) $ 205,000 204,484 $ - 77,518 77,518 $ - $ (516) $ - - $ - $ - 18,317 18,317 $ $ 126,966 126,966 $ $ 126,966 126,966 Public Works Flood Control Fund (988) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 35,718,850 $ 35,718,850 FY 2010 Revised Budget $ 35,718,850 $ 35,718,850 $ (126,706) $ (126,706) $ 35,592,144 $ $ 254,036 205,023 49,013 (269,481) (269,481) (16,889) (16,889) (49,971) (49,971) Adjustments: Budget Balancing PEHPEP FY 09 Adjustments Agenda Item: C-49-09-066-2-00 FY 2011 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Budget Balancing PEHPEP FY 10 Adjustments Fees and Other Revenues ProgRevenue Volume Inc/Dec (126,706) (126,706) 35,592,144 Agenda Item: $ $ C-49-10-032-M-00 $ FY 2011 Adopted Budget Percent Change from Target Amount $ 824 $ $ $ $ 35,509,839 $ -0.2% (15,445) (15,445) (66,860) (66,860) 35,509,839 -0.2% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Public Works Public Works Flood Control Fund (988) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED Sources: Operating Total Sources: $ 32,279,901 $ 32,279,901 $ 35,718,850 $ 35,718,850 $ 35,718,850 $ 35,718,850 $ 33,975,396 $ 33,975,396 $ 35,509,839 $ 35,509,839 Uses: Operating Total Uses: $ 32,279,927 $ 32,279,927 $ 35,718,850 $ 35,718,850 $ 35,718,850 $ 35,718,850 $ 33,975,396 $ 33,975,396 $ 35,509,839 $ 35,509,839 Structural Balance $ - $ - $ - $ - Accounting Adjustments $ 26 $ - $ - $ - $ - Ending Spendable Fund Balance: Total Ending Spendable Fund Balance $ - $ - $ - $ - $ - (26) $ 825 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Recorder Recorder Analysis by Julia Smith, Management & Budget Analyst Mission The mission of the Recorder’s 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. Strategic Goals • By June 2013, increase the percentage of documents recorded from digital and electronic sources to 75% of total recordings compared to 67.85% at June 30, 2009. Status: As of December 31, 2009, the Recorder processed 593,510 documents for FY 20092010 of which 426,972 were processed electronically. This equates to 71.9% of total recorded documents being recorded from digital and electronic sources. Sources and Uses by Program and Activity FY 2009 ACTUAL PROGRAM / ACTIVITY SOURCES DCOP - DOCUMENT OPERATIONS MCRO - MICROGRAPHICS MOUT - MAILOUT 36RP - RECORDER $ FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % $ 7,606,074 $ 69,470 223,462 7,899,006 $ 6,348,197 $ 74,400 180,000 6,602,597 $ 6,348,197 $ 74,400 180,000 6,602,597 $ 7,509,498 $ 46,898 174,395 7,730,791 $ 6,769,997 $ 50,000 180,000 6,999,997 $ ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ - $ - $ 3 $ 3 $ 3 $ 3 $ - $ - $ 3 $ 3 $ - 0.0% 0.0% GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 112,905 $ 112,905 $ - $ - $ - $ - $ 25,719 $ 25,719 $ - $ - $ - N/A N/A BUAS - BUSINESS APPLICATION DEV SUPP 99IT - INFORMATION TECHNOLOGY $ $ 4,373,924 $ 4,373,924 $ 3,942,000 $ 3,942,000 $ 3,942,000 $ 3,942,000 $ 4,396,884 $ 4,396,884 $ 4,620,000 $ 4,620,000 $ 678,000 678,000 17.2% 17.2% TOTAL PROGRAMS $ 12,385,835 $ 10,544,600 $ 10,544,600 $ 12,153,394 $ 11,620,000 $ 1,075,400 10.2% 826 421,800 (24,400) 397,400 6.6% -32.8% 0.0% 6.0% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Recorder Sources and Uses by Program and Activity (continued) FY 2009 ACTUAL PROGRAM / ACTIVITY USES DCOP - DOCUMENT OPERATIONS MCRO - MICROGRAPHICS MOUT - MAILOUT 36RP - RECORDER $ FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % 900,499 $ 179,216 294,645 1,374,360 $ 1,044,030 $ 204,946 339,303 1,588,279 $ 1,044,030 $ 204,946 339,303 1,588,279 $ 825,076 $ 162,440 375,617 1,363,133 $ 1,043,843 $ 196,837 319,053 1,559,733 $ 119,283 $ 110,421 397,298 61,436 688,438 $ 119,198 $ 116,325 429,940 66,486 731,949 $ 119,198 $ 116,325 429,940 66,486 731,949 $ 118,410 $ 113,661 440,412 63,382 735,865 $ 1,871,359 $ 4,620 1,875,979 $ - $ 2,462 2,462 $ - $ 2,462 2,462 $ $ 3,434,165 $ (273) 586,761 4,020,653 $ 3,072,079 $ 563,646 3,635,725 $ TOTAL PROGRAMS $ 7,959,430 $ 5,958,415 $ $ FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - ADMINISTRATIVE SERVICES $ $ GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER HDSP - HELP DESK SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ 187 8,109 20,250 28,546 0.0% 4.0% 6.0% 1.8% 123,090 $ 120,187 435,880 68,463 747,620 $ (3,892) (3,862) (5,940) (1,977) (15,671) -3.3% -3.3% -1.4% -3.0% -2.1% - $ 2,466 2,466 $ - $ 10,896 10,896 $ (8,434) (8,434) N/A -342.6% -342.6% 3,072,079 $ 563,646 3,635,725 $ 2,664,588 $ 645,312 3,309,900 $ 3,703,062 $ 622,619 4,325,681 $ (630,983) (58,973) (689,956) -20.5% N/A -10.5% -19.0% 5,958,415 $ 5,411,364 $ 6,643,930 $ (685,515) -11.5% Sources and Uses by Category CATEGORY CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ FY 2009 ACTUAL 11,689,353 11,689,353 FY 2010 ADOPTED $ $ 112,905 $ 583,577 696,482 $ 9,900,002 9,900,002 FY 2010 REVISED $ $ 390,000 $ 254,598 644,598 $ 9,900,002 9,900,002 FY 2010 FORECAST $ $ 102,000 $ 542,598 644,598 $ 11,680,166 11,680,166 REV VS ADPT VAR % FY 2011 ADOPTED $ $ 45,719 $ 427,509 473,228 $ 11,119,802 11,119,802 $ $ 60,000 $ 440,198 500,198 $ 1,219,800 1,219,800 (42,000) (102,400) (144,400) -41.2% -18.9% -22.4% ALL REVENUES $ 12,385,835 $ 10,544,600 $ 10,544,600 $ 12,153,394 $ 11,620,000 $ TOTAL SOURCES $ 12,385,835 FY 2009 ACTUAL $ 10,544,600 FY 2010 ADOPTED $ 10,544,600 FY 2010 REVISED $ 12,153,394 FY 2010 FORECAST $ 11,620,000 FY 2011 ADOPTED $ 1,075,400 10.2% REV VS ADPT VAR % CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES SUBTOTAL $ 1,075,400 12.3% 12.3% 10.2% 3,048,858 $ 24,080 1,032,398 12,268 4,117,604 $ 3,021,202 $ 11,496 1,045,619 3,087 4,081,404 $ 3,021,202 $ 11,496 1,045,619 3,087 4,081,404 $ 2,782,410 $ 7,493 936,395 3,041 3,729,339 $ 2,940,170 $ 27,000 1,149,906 2,000 4,119,076 $ 81,032 2.7% (15,504) -134.9% (104,287) -10.0% 1,087 35.2% (37,672) -0.9% 494,270 $ 130,217 624,487 $ 405,875 $ 114,000 519,875 $ 405,875 $ 114,000 519,875 $ 291,671 $ 103,035 394,706 $ 1,012,025 $ 484,500 1,496,525 $ (606,150) -149.3% (370,500) -325.0% (976,650) -187.9% $ 336,505 $ 39,089 146,838 1,871,359 57,706 13,147 4,437 54,091 2,932 2,526,104 $ 292,900 $ 43,900 137,000 95,100 29,050 79,406 106,180 3,600 787,136 $ 292,900 $ 43,900 137,000 95,100 29,050 79,406 106,180 3,600 787,136 $ 219,865 $ 35,552 366,860 78,523 22,903 37,747 131,387 2,643 895,480 $ 224,900 $ 43,300 155,000 95,100 29,050 66,000 106,379 3,600 723,329 $ 68,000 600 (18,000) 13,406 (199) 63,807 23.2% 1.4% -13.1% N/A 0.0% 0.0% 16.9% -0.2% 0.0% 8.1% $ $ 691,235 $ 691,235 $ 570,000 $ 570,000 $ 570,000 $ 570,000 $ 391,839 $ 391,839 $ 305,000 $ 305,000 $ 265,000 265,000 46.5% 46.5% ALL EXPENDITURES $ 7,959,430 $ 5,958,415 $ 5,958,415 $ 5,411,364 $ 6,643,930 $ (685,515) -11.5% TOTAL USES $ 7,959,430 $ 5,958,415 $ 5,958,415 $ 5,411,364 $ 6,643,930 $ (685,515) -11.5% SUPPLIES 0801 - GENERAL SUPPLIES 0804 - NON-CAPITAL EQUIPMENT $ SUBTOTAL $ SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES SUBTOTAL CAPITAL 0920 - CAPITAL EQUIPMENT SUBTOTAL $ 827 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Recorder Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING 236 RECORDERS SURCHARGE OPERATING FY 2009 ACTUAL FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % $ FUND TOTAL SOURCES $ 7,899,006 $ 7,899,006 $ 6,602,600 $ 6,602,600 $ 6,602,600 $ 6,602,600 $ 7,730,791 $ 7,730,791 $ 7,000,000 $ 7,000,000 $ 397,400 397,400 6.0% 6.0% $ FUND TOTAL SOURCES $ 4,486,829 $ 4,486,829 $ 3,942,000 $ 3,942,000 $ 3,942,000 $ 3,942,000 $ 4,422,603 $ 4,422,603 $ 4,620,000 $ 4,620,000 $ 678,000 678,000 17.2% 17.2% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2010 ADOPTED 12,385,835 $ 10,544,600 $ 10,544,600 $ 12,153,394 $ 11,620,000 $ 12,385,835 $ 10,544,600 $ 10,544,600 $ 12,153,394 $ 11,620,000 $ FY 2009 FY 2010 FY 2010 FY 2010 FY 2011 ACTUAL ADOPTED REVISED FORECAST ADOPTED 1,075,400 10.2% 1,075,400 10.2% REV VS ADPT VAR % $ FUND TOTAL USES $ 1,914,543 $ 1,914,543 $ 2,095,117 $ 2,095,117 $ 2,095,117 $ 2,095,117 $ 1,916,531 $ 1,916,531 $ 2,095,117 $ 2,095,117 $ $ FUND TOTAL USES $ 3,765,054 $ 2,279,833 6,044,887 $ 3,498,813 $ 364,485 3,863,298 $ 3,498,813 $ 364,485 3,863,298 $ 3,494,833 $ 3,494,833 $ 3,498,813 $ 1,050,000 4,548,813 $ 0.0% (685,515) -188.1% (685,515) -17.7% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 5,679,597 $ 2,279,833 $ 7,959,430 $ 5,593,930 $ 364,485 $ 5,958,415 $ 5,593,930 $ 364,485 $ 5,958,415 $ 5,411,364 $ - $ 5,411,364 $ 5,593,930 $ 1,050,000 $ 6,643,930 $ 0.0% (685,515) -188.1% (685,515) -11.5% 236 RECORDERS SURCHARGE OPERATING NON-RECURRING - 0.0% 0.0% Staffing by Program and Activity PROGRAM / ACTIVITY ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP HELP DESK SUPPORT PROGRAM TOTAL RECORDER DOCUMENT OPERATIONS MAILOUT MICROGRAPHICS PROGRAM TOTAL DEPARTMENT TOTAL FY 2009 ADOPTED FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV TO ADPT VAR % 4.00 2.00 2.00 1.00 9.00 3.00 2.00 2.00 1.00 8.00 3.00 2.00 2.00 1.00 8.00 3.00 2.00 2.00 1.00 8.00 3.00 2.00 2.00 1.00 8.00 - 0.0% 0.0% 0.0% 0.0% 0.0% 27.00 5.00 32.00 22.00 4.00 26.00 22.00 4.00 26.00 22.00 4.00 26.00 22.00 4.00 26.00 - 0.0% 0.0% 0.0% 29.00 5.00 2.00 36.00 77.00 23.00 5.00 1.00 29.00 63.00 23.00 5.00 1.00 29.00 63.00 23.00 5.00 1.00 29.00 63.00 24.00 4.00 1.00 29.00 63.00 1.00 (1.00) - 4.3% -20.0% 0.0% 0.0% 0.0% 828 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Recorder Staffing by Market Range Title MARKET RANGE TITLE Accounting Specialist Admin/Operations Specialist Administrative Manager Administrative Staff Supv Administrative Supervisor Applications Development Supv Business/Systems Analyst Chief Deputy - Recorder Elected Executive Assistant Help Desk Coordinator Help Desk Coordinator - Sr/Ld IT Division Manager IT Operations Manager IT Services Supv Office Assistant Specialized PC/LAN Tech Support Procurement Specialist Program Coordinator Programmer/Analyst Programmer/Analyst - Sr/Ld Systems Admin & Analysis Supv Systems/Network Admin-Sr/Ld Web Designer/Developer Web Designer/Developer-Sr/Ld Department Total FY 2009 ADOPTED 2.00 5.00 1.00 7.00 1.00 2.00 1.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 29.00 3.00 1.00 1.00 9.00 1.00 1.00 1.00 1.00 1.00 77.00 FY 2010 ADOPTED 2.00 5.00 1.00 4.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 21.00 3.00 1.00 1.00 6.00 2.00 1.00 1.00 1.00 1.00 63.00 FY 2010 REVISED 2.00 5.00 1.00 4.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 21.00 3.00 1.00 1.00 6.00 2.00 1.00 1.00 1.00 1.00 63.00 FY 2010 FORECAST 2.00 5.00 1.00 4.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 21.00 3.00 1.00 1.00 6.00 2.00 1.00 1.00 1.00 1.00 63.00 FY 2011 ADOPTED 2.00 5.00 1.00 4.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 21.00 3.00 1.00 1.00 6.00 2.00 1.00 1.00 1.00 1.00 63.00 REV TO ADPT VAR % 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% FY 2010 REVISED 36.00 27.00 63.00 FY 2010 FORECAST 36.00 27.00 63.00 FY 2011 ADOPTED 36.00 27.00 63.00 REV TO ADPT VAR % 0.0% 0.0% 0.0% Staffing by Fund FUND 100 - GENERAL 236 - RECORDERS SURCHARGE DEPARTMENT TOTAL FY 2009 ADOPTED 43.00 34.00 77.00 FY 2010 ADOPTED 36.00 27.00 63.00 General Adjustments Personnel: Health insurance premiums for medical and dental coverage and employer costs for retirement/long-term disability are increasing a total of $125,301 for FY 2010-11. The Department will absorb these increased costs by increasing their salary and benefit savings by $69,654 in the General Fund and by $55,647 in the Recorder’s Surcharge Fund, resulting in a net zero impact in personnel costs. Programs and Activities 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. 829 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Recorder Program Results Measure Description Percentage of customers satisfied with the timeliness in returning documents presented Percentage of documents recorded digitally successfully recorded without error Percent of documents made available to the public on Recorder website within timeliness standards Percent of documents prepared for delivery within timeliness standards FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED 100.0% REV VS ADPT VAR % N/A N/A N/A N/A 100.0% N/A N/A N/A N/A 100.0% N/A N/A N/A N/A 97.0% N/A N/A Measures in the Recorder’s Program are newly established for FY 2010-11. Activities that comprise this program include: • Document Operations • Micrographics • Mail out Document Operations Activity The purpose of the Document Operations Activity is to provide a public record of transactions for the general public so that they can conduct their personal and business activities expeditiously with the assurance that their transactions were executed in accordance with the law. Mandates: A.R.S. §11-461 establishes that the Recorder shall have custody of and shall keep all records, maps and papers deposited in the Recorder's Office, instruments offered for Recording, record identification to uniquely identify each instrument and to fix its position within the sequence of recordings, and record location to enable each instrument to be retrieved for purposes of inspection; A.R.S. §11-462 establishes the numeration of indices: A.R.S. §11-463 establishes the manner of keeping indices; A.R.S. §11-464 establishes that the Recorder shall record master forms in the official records, indexing the forms in such manner that they can be easily located; A.R.S. §11-465 establishes that the Recorder shall record, without fee, the discharge papers of officers and enlisted personnel of the military and naval forces of the United States; A.R.S. §11-466 establishes the Recorder shall file and record the certified copies of judgments affecting real property; A.R.S. §11-468 establishes place of recording instruments; A.R.S. §11-469 establishes the instruments are deemed recorded by indicating the time (hour, day, month and year of recording) and the record identification of the instrument; A.R.S. §11-470 establishes when an instrument authorized by law to be recorded is deposited in the recorder's office for record, the recorder shall give to the person depositing the instrument, if required, a receipt specifying the particulars thereof; A.R.S. §11-471 establishes the manner of recording; A.R.S. §11-472 establishes keeping of blotter; A.R.S. §11-473 establishes the inspection of records by any person; A.R.S. §11-474 establishes certification of copies of documents; A.R.S. §11-475 establishes the Recorder’s fees; A.R.S. §11-476 establishes the preservation of County records, transcription and certification; A.R.S. §11-477 establishes the liability for neglect or misfeasance; A.R.S. §11-478 establishes the reproduction and microphotography of records; A.R.S. §11-479 establishes the requirements and exceptions for destruction of records; A.R.S. §11-480 establishes the requirements for form of instruments; A.R.S. §11-481 establishes title and size prerequisites for recording maps and plats, recording fees, and exceptions; A.R.S. §11-482 establishes any recorded instrument may be incorporated by reference and that a legal description be sufficient to determine the physical location of real property; A.R.S. §11-483 establishes definitions for confidentiality for records maintained by County Recorder. 830 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Output Output Demand Demand Efficiency Revenue Department Strategic Plans and Budgets Recorder REV VS ADPT Measure FY 2009 FY 2010 FY 2011 Description ACTUAL REVISED ADOPTED VAR % Percentage of customers satisfied with the N/A N/A 100.0% N/A N/A timeliness in returning documents presented for recording Percentage of documents recorded digitally N/A N/A 100.0% N/A N/A successfully recorded without error Number of documents recorded 1,122,287 960,000 1,125,000 165,000 17.2% Number of documents recorded digitally N/A N/A 822,500 N/A N/A Number of documents presented for recording 1,122,287 1,175,000 1,175,000 N/A Number of documents presented for digital N/A N/A 822,500 N/A N/A recording Expenditure per document recorded $ 0.66 $ 0.91 $ 0.93 $ (0.02) -1.7% 100 - GENERAL TOTAL SOURCES $ 7,606,074 $ 7,606,074 $ 6,348,197 $ 6,348,197 $ 6,769,997 $ 6,769,997 $ 421,800 $ 421,800 6.6% 6.6% 100 - GENERAL TOTAL USES $ $ $ 1,044,030 $ 1,044,030 $ 1,043,843 $ 1,043,843 $ $ 0.0% 0.0% Expenditure 900,499 900,499 187 187 Activity Narrative: The FY 2010-11 revenues for the Document Operations Activity are projected to increase from FY 2009-10 due to a higher number of documents presented for recording. The current resources can accommodate the increased number of recordings. The demand, “Number of documents presented for recording,” reflects the number of requests received. However, many requests contain errors, or are not ready for recording, and therefore are not recorded. Mail Out Activity The purpose of the Mail Out Activity is to provide and prepare outgoing recorded documents for businesses and the general public so they can receive original documents in a timely manner for business and/or personal use. Mandates: A.R.S. §11-469 establishes that instrument shall be considered recorded from the time it is accepted for record. The recorder shall certify every instrument so recorded, indicating the hour, day, month and year of recording and the record identification of the instrument. The recorder upon demand shall make and deliver certified copies of instruments recorded in the Recorder’s office. Measure Type Result Output Demand Efficiency Measure Description Percent of documents prepared for delivery within timeliness standards Number of documents prepared for delivery Number of documents recorded for delivery Expenditure per document prepared for delivery FY 2009 ACTUAL N/A FY 2010 REVISED N/A N/A N/A N/A REV VS ADPT VAR % N/A N/A FY 2011 ADOPTED 97.0% N/A N/A $ 820,000 900,000 0.39 N/A 900,000 N/A N/A N/A N/A Revenue 100 - GENERAL TOTAL SOURCES $ $ 223,462 223,462 $ $ 180,000 180,000 $ $ 180,000 180,000 $ $ - 0.0% 0.0% 100 - GENERAL TOTAL USES $ $ 294,645 294,645 $ $ 339,303 339,303 $ $ 319,053 319,053 $ $ 20,250 20,250 6.0% 6.0% Expenditure Activity Narrative: Expenditures are projected to decline for the Mail Out Activity during FY 2010-11 due to a reduced number of documents anticipated to be mailed back to customers. The current resources support the Department in meeting 91% of the documents requested to be delivered with 97% of the documents delivered being delivered within the time standards. 831 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Recorder Micrographics Activity The purpose of the Micrographics Activity is to provide film and computer disks for the general public, vendors and title companies so that they may gain access to recorded documents. Mandates: A.R.S. §11-478 establishes the reproduction and microphotography of records. Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of documents made available to the public on Recorder website within timeliness standards Number of documents scanned Number of documents presented for scanning Expenditure per document scanned FY 2009 ACTUAL N/A FY 2010 REVISED N/A N/A $ 77,500 77,500 2.64 FY 2011 ADOPTED 100.0% REV VS ADPT VAR % N/A N/A $ 77,500 77,500 2.54 $ 0.10 0.0% 0.0% 4.0% 100 - GENERAL TOTAL SOURCES $ $ 69,470 69,470 $ $ 74,400 74,400 $ $ 50,000 50,000 $ $ (24,400) (24,400) -32.8% -32.8% 100 - GENERAL 236 - RECORDERS SURCHARGE TOTAL USES $ 89,973 89,243 179,216 $ 44,946 160,000 204,946 $ 46,837 150,000 196,837 $ (1,891) 10,000 8,109 -4.2% 6.3% 4.0% Expenditure $ $ $ $ Activity Narrative: The FY 2010-11 budget supports the Department in meeting 100% of the demand for documents scanned. Revenues for the Micrographics Activity are expected to decline from FY 2009-10 due to a decrease in requests for microfiche information by real estate companies based on the decreased number of home sales. Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 2,095,117 $ 6,602,600 FY 2010 Revised Budget $ 2,095,117 $ 6,602,600 FY 2011 Budget Target $ 2,095,117 $ 6,602,600 $ 69,654 $ 38,448 31,206 (69,654) $ (69,654) - $ - 397,400 397,400 2,095,117 $ 0.0% 7,000,000 6.0% Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Personnel Savings Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ $ FY 2011 Adopted Budget Percent Change from Target Amount $ 832 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Recorder Recorder’s Surcharge Fund (236) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 3,498,813 $ 3,942,000 FY 2010 Revised Budget $ 3,498,813 $ 3,942,000 FY 2011 Budget Target $ 3,498,813 $ 3,942,000 $ 55,647 $ 28,836 26,811 (55,647) $ (55,647) - $ - 678,000 678,000 Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Personnel Savings Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ $ FY 2011 Adopted Budget Percent Change from Target Amount $ 3,498,813 $ 4,620,000 0.0% 17.2% Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget $ 364,485 $ - FY 2010 Revised Budget $ 364,485 $ - $ (364,485) $ (364,485) - $ - $ - $ 1,050,000 $ 1,050,000 - $ 1,050,000 $ N/A - Adjustments: Base Adjustments Other Base Adjustments Agenda Item: FY 2011 Budget Target Adjustments: Base Adjustments Other Base Adjustments Technology Hardware & Software Agenda Item: $ FY 2011 Adopted Budget Percent Change from Target Amount 833 1,050,000 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Recorder Recorder’s Surcharge Fund (236) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED Beginning Spendable Fund Balance $ 5,368,706 $ 3,531,359 $ 3,531,359 $ 3,810,641 $ 4,738,411 Sources: Operating Total Sources: $ 4,486,829 $ 4,486,829 $ 3,942,000 $ 3,942,000 $ 3,942,000 $ 3,942,000 $ 4,422,603 $ 4,422,603 $ 4,620,000 $ 4,620,000 Uses: Operating Non-Recurring Total Uses: $ 3,765,054 2,279,833 $ 6,044,887 $ 3,498,813 364,485 $ 3,863,298 $ 3,498,813 364,485 $ 3,863,298 $ 3,494,833 $ 3,494,833 $ 3,498,813 1,050,000 $ 4,548,813 Structural Balance $ $ 443,187 $ 443,187 $ 927,770 $ 1,121,187 Accounting Adjustments $ (7) $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ 3,810,641 $ 3,810,641 721,775 $ 3,610,061 $ 3,610,061 834 $ 3,610,061 $ 3,610,061 $ 4,738,411 $ 4,738,411 $ - $ 4,809,598 $ 4,809,598 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Research and Reporting Research and Reporting Analysis by Cynthia Goelz, Management & Budget Supervisor Summary Mission The mission of the Research & Reporting Department is to provide survey data services to county managers so they can more effectively manage for results using statistically reliable data. Strategic Goals The Department is currently in the process of updating its strategic goals. Sources and Uses by Program and Activity FY 2009 ACTUAL PROGRAM / ACTIVITY SOURCES OACS - OUTSIDE AGENCY CONTRACT SURVEY 46RR - RESEARCH AND REPORTING FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % $ $ 69,729 $ 69,729 $ 119,729 $ 119,729 $ 119,729 $ 119,729 $ 104,537 $ 104,537 $ 50,000 $ 50,000 $ (69,729) (69,729) -58.2% -58.2% TOTAL PROGRAMS $ 69,729 $ 119,729 $ 119,729 $ 104,537 $ 50,000 $ (69,729) -58.2% (26,000) $ 252,263 226,263 $ - $ 50,000 257,156 307,156 $ - $ 50,000 257,156 307,156 $ - $ 50,000 244,642 294,642 $ - $ 50,000 186,156 236,156 $ 71,000 71,000 N/A 0.0% 27.6% 23.1% 9,079 $ 9,079 62,195 80,353 $ 9,079 $ 9,079 62,195 80,353 $ 8,661 $ 8,380 62,562 79,603 $ 8,698 $ 8,698 61,373 78,769 $ 381 381 822 1,584 4.2% 4.2% 1.3% 2.0% (2,855) (2,855) USES CDCS - COUNTY DEPT CONTRACTED SURVEYS OACS - OUTSIDE AGENCY CONTRACT SURVEY SURV - COUNTY SPONSORED SURVEYS 46RR - RESEARCH AND REPORTING $ FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 8,666 $ 8,521 66,336 83,523 $ ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 636 $ 636 $ 4,461 $ 4,461 $ 4,461 $ 4,461 $ 1,832 $ 1,832 $ 7,316 $ 7,316 $ TOTAL PROGRAMS $ 310,422 $ 391,970 $ 391,970 $ 376,077 $ 322,241 $ $ 835 69,729 -64.0% -64.0% 17.8% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Research and Reporting Sources and Uses by Category CATEGORY INTERGOVERNMENTAL 0620 - OTHER INTERGOVERNMENTAL $ SUBTOTAL $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ SUBTOTAL $ ALL REVENUES $ TOTAL SOURCES $ CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2009 ACTUAL FY 2010 ADOPTED - $ - $ 69,729 69,729 119,729 $ 119,729 $ $ $ 69,729 $ FY 2010 REVISED - 119,729 $ 119,729 $ REV VS ADPT VAR % FY 2011 ADOPTED 104,537 104,537 $ $ 50,000 50,000 $ $ $ $ - $ $ - $ $ 119,729 $ 104,537 $ 50,000 $ 119,729 $ 104,537 FY 2010 FY 2010 REVISED FORECAST $ 50,000 FY 2011 ADOPTED $ $ $ - 119,729 $ 69,729 $ 119,729 $ FY 2009 FY 2010 ACTUAL ADOPTED FY 2010 FORECAST (69,729) (69,729) (69,729) -58.2% -58.2% N/A N/A -58.2% (69,729) -58.2% REV VS ADPT VAR % 231,668 $ 15,209 75,988 3,024 (26,000) 299,889 $ 224,633 $ 87,007 84,443 5,000 (112,000) 81,000 370,083 $ 224,633 $ 87,007 84,443 5,000 (112,000) 81,000 370,083 $ 267,085 $ 54,032 67,920 3,319 (112,000) 81,000 361,356 $ 224,633 $ 24,604 71,776 5,061 (92,000) 71,000 305,074 $ 62,403 12,667 (61) (20,000) 10,000 65,009 0.0% 71.7% 15.0% -1.2% 17.9% 12.3% 17.6% 6,099 $ 6,099 $ 6,162 $ 6,162 $ 6,162 $ 6,162 $ 4,999 $ 4,999 $ 6,367 $ 6,367 $ (205) (205) -3.3% -3.3% $ - $ 569 1,188 85 1,842 $ 2,000 $ 6,000 1,000 3,945 1,980 600 200 15,725 $ 2,000 $ 6,000 1,000 3,945 1,980 600 200 15,725 $ 664 $ 5,000 332 1,987 1,275 400 64 9,722 $ 2,000 $ 3,000 1,000 3,945 555 300 10,800 $ 3,000 1,425 300 200 4,925 0.0% 50.0% 0.0% 0.0% 72.0% 50.0% 100.0% 31.3% $ $ 2,592 $ 2,592 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A ALL EXPENDITURES $ 310,422 $ 391,970 $ 391,970 $ 376,077 $ 322,241 $ 69,729 17.8% TOTAL USES $ 310,422 $ 391,970 $ 391,970 $ 376,077 $ 322,241 $ 69,729 17.8% SUPPLIES 0801 - GENERAL SUPPLIES $ SUBTOTAL $ SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL CAPITAL 0950 - DEBT SERVICE SUBTOTAL $ Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2009 ACTUAL $ FUND TOTAL SOURCES $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 100 GENERAL OPERATING 69,729 $ 69,729 $ FY 2010 ADOPTED 119,729 $ 119,729 $ FY 2010 REVISED 119,729 $ 119,729 $ FY 2010 FORECAST 104,537 $ 104,537 $ FY 2011 ADOPTED 50,000 $ 50,000 $ 69,729 $ 119,729 $ 119,729 $ 104,537 $ 50,000 $ 69,729 $ 119,729 $ 119,729 $ 104,537 $ 50,000 $ FY 2009 FY 2010 FY 2010 FY 2010 FY 2011 ACTUAL ADOPTED REVISED FORECAST ADOPTED REV VS ADPT VAR % (69,729) (69,729) -58.2% -58.2% (69,729) -58.2% (69,729) -58.2% REV VS ADPT VAR % $ FUND TOTAL USES $ 310,422 $ 310,422 $ 391,970 $ 391,970 $ 391,970 $ 391,970 $ 376,077 $ 376,077 $ 322,241 $ 322,241 $ 69,729 69,729 17.8% 17.8% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 310,422 $ 310,422 $ 391,970 $ 391,970 $ 391,970 $ 391,970 $ 376,077 $ 376,077 $ 322,241 $ 322,241 $ 69,729 69,729 17.8% 17.8% 836 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Research and Reporting Staffing by Program and Activity PROGRAM / ACTIVITY ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROGRAM TOTAL RESEARCH AND REPORTING COUNTY SPONSORED SURVEYS PROGRAM TOTAL DEPARTMENT TOTAL FY 2009 ADOPTED FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV TO ADPT VAR % 0.50 0.20 0.20 0.90 0.50 0.20 0.20 0.90 0.50 0.20 0.20 0.90 0.50 0.20 0.20 0.90 0.50 0.20 0.20 0.90 - 0.0% 0.0% 0.0% 0.0% 4.85 4.85 5.75 4.85 4.85 5.75 4.85 4.85 5.75 4.85 4.85 5.75 4.85 4.85 5.75 - 0.0% 0.0% 0.0% Staffing by Market Range Title MARKET RANGE TITLE Director - Research & Report Office Assistant Office Assistant Specialized Program Coordinator Department Total FY 2009 ADOPTED 1.00 1.25 3.00 0.50 5.75 FY 2010 ADOPTED 1.00 1.25 3.00 0.50 5.75 FY 2010 REVISED 1.00 1.25 3.00 0.50 5.75 FY 2010 FORECAST 1.00 1.25 3.00 0.50 5.75 FY 2011 ADOPTED 1.00 1.25 3.00 0.50 5.75 REV TO ADPT VAR % 0.0% 0.0% 0.0% 0.0% 0.0% FY 2010 REVISED 5.75 5.75 FY 2010 FORECAST 5.75 5.75 FY 2011 ADOPTED 5.75 5.75 REV TO ADPT VAR % 0.0% 0.0% Staffing by Fund FUND 100 - GENERAL DEPARTMENT TOTAL FY 2009 ADOPTED 5.75 5.75 FY 2010 ADOPTED 5.75 5.75 General Adjustments Operating Adjustments: • Increase Regular Benefits in the amount of $1,243 for employee health and dental premium increases. • Increase Regular Benefits by $1,108 for the FY 2010-11 retirement contribution rate increase. • Decrease supply and internal services charges by ($1,835) to align with historical trend. • Right-size Worker’s Compensation and Unemployment Compensation to scheduled charges for a decrease of $516. Programs and Activities Research and Reporting Program 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. 837 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Research and Reporting Program Results Measure Description Percent of eligible respondents who are interviewed (Rate of Response or Participation Rate) Percent of of eligible respondents who are interviewed (Rate of Reponse or Participation Rate) Percent of eligible respondents who are interviewed (Rate of Response or Participation Rate FY 2009 ACTUAL N/A FY 2010 REVISED 95.0% FY 2011 ADOPTED 95.4% N/A 90.6% 95.0% 4.4% 4.8% N/A 96.0% 96.0% (0.0%) -0.0% Activities that comprise this program include: • County Department Contracted Surveys • County Sponsored Surveys • REV VS ADPT VAR % 0.4% 0.4% Outside Agency Contracted Surveys County Department Contracted Surveys Activity The purpose of the County Department Contracted Surveys Activity is to provide survey data to county agencies and departments so they have statistically valid data upon which to base informed decisions. Mandates: This is a non-mandated Activity. Measure Type Result Output Output Demand Efficiency Expenditure Measure Description Percent of eligible respondents who are interviewed (Rate of Response or Participation Rate) Number of interviews conducted Number of eligible respondents Total number of respondents Cost per interview 100 - GENERAL TOTAL USES FY 2009 ACTUAL N/A $ $ FY 2010 REVISED 95.0% FY 2011 ADOPTED 95.4% N/A N/A N/A N/A $ 900 900 950 - $ 1,520 1,520 1,600 - (26,000) $ (26,000) $ - $ $ - REV VS ADPT VAR % 0.4% 0.4% $ $ 620 620 650 - 68.9% 68.9% 68.4% N/A - N/A N/A Activity Narrative: Services provided in this Activity are reimbursed to the Department by departments within the County that contract for surveys; therefore, there is a zero net impact to this Activity’s budget. In FY 2010-11, there will be an additional survey for the Parks and Recreation Department, increasing demand and output for this Activity. County Sponsored Surveys Activity The purpose of the County Sponsored Surveys Activity is to provide data collected from employees and customers and reports to County Management so they have statistically valid data upon which to base informed decisions. Mandates: This is a non-mandated Activity. 838 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Output Output Demand Efficiency Expenditure Measure Description Percent of of eligible respondents who are interviewed (Rate of Reponse or Participation Rate) Total number of respondents. Number of reports prepared Number of interviews conducted Number of eligible respondents Cost per interview 100 - GENERAL TOTAL USES Department Strategic Plans and Budgets Research and Reporting FY 2009 ACTUAL N/A FY 2010 REVISED 90.6% N/A N/A N/A N/A N/A $ $ $ 252,263 252,263 $ $ FY 2011 ADOPTED 95.0% 11,961 1,200 10,840 11,961 23.72 $ 257,156 257,156 $ $ REV VS ADPT VAR % 4.4% 4.8% 7,850 N/A 7,456 11,961 24.97 $ 186,156 186,156 $ $ (4,111) N/A (3,384) (1.24) -34.4% N/A -31.2% 0.0% -5.2% 71,000 71,000 27.6% 27.6% Activity Narrative: Output is expected to decrease due to the reduction in the resources available for this Activity. The benefit of revenue over expenditures in the prior year’s Outside Agency Contracted Survey Activity provided resources to the Department to allow for a greater level of staffing in their other activities. The loss of that additional revenue requires the department to downsize its expenditure level to remain in line with available funding. Outside Agency Contracted Surveys Activity The purpose of the Outside Agency Contracted Surveys Activity is to assist other government and/or non-profit agencies with their survey data needs so that Maricopa County and its residents can benefit from the data collected. Mandates: This is a non-mandated Activity. Measure Type Result Output Output Output Demand Efficiency Revenue Measure Description Percent of eligible respondents who are interviewed (Rate of Response or Participation Rate Number of interviews conducted Number of reports prepared Number of eligible respondents Number of eligible respondents Cost per interview FY 2009 ACTUAL N/A FY 2010 REVISED 96.0% N/A N/A N/A N/A N/A $ 6,208 27 6,208 6,329 8.05 FY 2011 ADOPTED 96.0% $ 3,000 10 3,150 3,150 16.67 REV VS ADPT VAR % (0.0%) -0.0% $ (3,208) (17) (3,058) (3,179) (8.61) -51.7% -63.0% -49.3% -50.2% -106.9% (69,729) (69,729) -58.2% -58.2% 100 - GENERAL TOTAL SOURCES $ $ 69,729 69,729 $ $ 119,729 119,729 $ $ 50,000 50,000 $ $ 100 - GENERAL TOTAL USES $ $ - $ $ 50,000 50,000 $ $ 50,000 50,000 $ $ Expenditure - 0.0% 0.0% Operating Adjustments: • Decrease revenue and expenditures by $69,729 due to one less Outside Agency survey in FY 2010-11 Activity Narrative: In FY 2010-11, the Department will conduct one survey for the State of Arizona. In FY 2009-10, there were contracts for two surveys, where the expenditures to deliver the services were estimated at $50,000, which resulted in a net positive budgetary impact of $69,729. Demand and output will decrease accordingly. This change also results in a negative impact to efficiency, as fixed overhead costs are spread over a smaller base. 839 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Research and Reporting Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 391,970 $ 119,729 FY 2010 Revised Budget $ 391,970 $ 119,729 FY 2011 Budget Target $ 391,970 $ 119,729 $ 2,351 $ 1,243 1,108 (2,351) $ (2,351) - Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Right Size Supplies and Internal Services Charges Right Size Work er's Compensation and Unemployment Compensation Intergovernmental Agreements Other IGA FY 2011 Adopted Budget Percent Change from Target Amount 840 $ $ (1,835) (516) $ (69,729) $ (69,729) (69,729) (69,729) $ 322,241 $ -17.8% 50,000 -58.2% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Risk Management Risk Management Analysis by Lauren M. Cochran, Management & Budget Analyst Summary Mission The mission of the Risk Management Department is to provide loss prevention and control programs and direction, insurance, environmental and claims management services to Maricopa County departments, districts and Trust members so they can reduce or eliminate losses. Vision The Risk Management Department will be recognized as a leader and relied upon for a countywide risk management philosophy and culture. Strategic Goals • By 2015, the Cost of Risk will be at or less than 1%. Status: The cost of risk has decreased to 0.93% at the end of FY 2008-09. The department projects the cost of risk to be 1% at the end of FY 2009-10. • By 2015, the injury incident rate will not increase each year by more than 1% over the 3-yearaverage. Status: In FY 2009-10, the Department continues to work towards further reducing the injury incident rate. Due to a decrease in claims activity in FY 2008-09, the Department projects a 5% reduction when compared to the prior 3-year average and projects this to remain unchanged at the end of FY 2009-10. • By 2015, voluntary, non-retirement turnover will be 10% or less. Status: At the end of FY 2008-09, the rate increased to over 10%. Positions have been filled and personnel is stabilized. The department projects that the rate will be less than 10% by the end of FY 2009-10. 841 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Risk Management Sources and Uses by Program and Activity FY 2009 ACTUAL PROGRAM / ACTIVITY SOURCES ALCI - AUTO LIABILITY APDA - AUTO PROPERTY DAMAGE GLCI - GENERAL LIABILITY MMCI - MEDICAL MALPRACTICE PDCI - PROPERTY DAMAGE UCIP - UNEMPLOYMENT WADM - WORKERS COMPENSATION 75CR - CLAIMS AND INSURANCE $ FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % $ 1,270,214 $ 882,130 14,004,650 9,679,523 1,241,326 779,916 7,314,300 35,172,059 $ 1,067,245 $ 718,606 10,521,497 9,009,724 993,287 641,068 5,820,947 28,772,374 $ 1,067,245 $ 718,606 10,521,497 9,009,724 993,287 641,068 5,820,947 28,772,374 $ 1,067,245 $ 718,606 10,521,499 9,009,722 993,287 641,068 5,820,951 28,772,378 $ 941,179 $ 623,249 9,623,818 5,724,625 1,034,933 1,053,495 5,330,708 24,332,007 $ (126,066) (95,357) (897,679) (3,285,099) 41,646 412,427 (490,239) (4,440,367) -11.8% -13.3% -8.5% -36.5% 4.2% 64.3% -8.4% -15.4% ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ - $ - $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ - $ - $ 720,000 $ 720,000 $ (280,000) (280,000) -28.0% -28.0% GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 1,132,429 $ 1,132,429 $ - $ - $ - $ - $ 700,000 $ 700,000 $ - $ - $ - N/A N/A TOTAL PROGRAMS $ 36,304,488 $ 29,772,374 $ 29,772,374 $ 29,472,378 $ 25,052,007 $ (4,720,367) -15.9% USES PCPT - PROCUREMENT SERVICES 73BS - BUSINESS SERVICES $ $ 104 $ 104 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A ALCI - AUTO LIABILITY APDA - AUTO PROPERTY DAMAGE GLCI - GENERAL LIABILITY MMCI - MEDICAL MALPRACTICE PDCI - PROPERTY DAMAGE UCIP - UNEMPLOYMENT WADM - WORKERS COMPENSATION 75CR - CLAIMS AND INSURANCE $ $ 2,366,158 $ 442,804 10,098,454 4,754,543 899,498 751,255 7,755,208 27,067,920 $ 1,350,505 $ 971,360 19,047,152 6,350,367 1,454,234 850,266 8,561,010 38,584,894 $ 1,350,505 $ 971,360 19,047,152 6,350,367 1,454,234 850,266 8,561,010 38,584,894 $ 1,828,255 $ 715,949 17,518,876 6,085,183 1,578,436 1,743,122 8,523,292 37,993,113 $ 1,400,571 $ 922,251 13,668,930 8,405,473 1,547,272 1,550,765 7,755,025 35,250,287 $ (50,066) 49,109 5,378,222 (2,055,106) (93,038) (700,499) 805,985 3,334,607 -3.7% 5.1% 28.2% -32.4% -6.4% -82.4% 9.4% 8.6% ENSS - ENVIRONMENTAL MANAGEMENT SVCS 75EM - ENVIRONMENTAL MANAGEMENT $ $ 351,582 $ 351,582 $ 325,257 $ 325,257 $ 325,257 $ 325,257 $ 339,934 $ 339,934 $ 454,262 $ 454,262 $ (129,005) (129,005) -39.7% -39.7% SAMA - SAFETY MANAGEMENT SERVICES 75SM - SAFETY MANAGEMENT $ $ 640,387 $ 640,387 $ 662,628 $ 662,628 $ 662,628 $ 662,628 $ 707,372 $ 707,372 $ 749,449 $ 749,449 $ (86,821) (86,821) -13.1% -13.1% BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - ADMINISTRATIVE SERVICES $ 55,638 $ 109,331 60,511 254,213 4,977 484,670 $ 87,043 $ 71,087 30,805 222,775 15,487 427,197 $ 87,043 $ 71,087 30,805 222,775 15,487 427,197 $ 69,036 $ 89,743 27,737 322,617 4,245 513,378 $ 92,059 $ 89,528 32,460 252,632 16,229 482,908 $ (5,016) (18,441) (1,655) (29,857) (742) (55,711) -5.8% -25.9% -5.4% -13.4% -4.8% -13.0% $ 181,216 $ 181,216 $ 186,696 $ 7,915 194,611 $ 186,696 $ 7,915 194,611 $ 186,696 $ 7,915 194,611 $ 207,485 $ 207,485 $ (20,789) 7,915 (12,874) -11.1% 100.0% -6.6% TOTAL PROGRAMS $ 28,725,879 $ 40,194,587 $ 40,194,587 $ 39,748,408 $ 37,144,391 $ CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 842 3,050,196 7.6% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Risk Management Sources and Uses by Category CATEGORY CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES 0636 - INTERNAL SERVICE CHARGES SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS FY 2009 ACTUAL FY 2010 ADOPTED 242,400 $ 8,931,551 25,998,108 35,172,059 $ FY 2010 REVISED 231,128 $ 7,425,665 21,115,581 28,772,374 $ FY 2010 FORECAST REV VS ADPT VAR % FY 2011 ADOPTED 231,128 $ 7,425,665 21,115,581 28,772,374 $ 231,132 $ 7,425,665 21,115,581 28,772,378 $ 1,000,000 $ 1,000,000 $ 700,000 $ 700,000 $ 206,295 5,496,752 18,628,960 24,332,007 $ $ (24,833) (1,928,913) (2,486,621) (4,440,367) -10.7% -26.0% -11.8% -15.4% 720,000 $ 720,000 $ (280,000) (280,000) -28.0% -28.0% -15.9% $ SUBTOTAL $ 1,132,429 1,132,429 $ $ 1,000,000 1,000,000 $ $ ALL REVENUES $ 36,304,488 $ 29,772,374 $ 29,772,374 $ 29,472,378 $ 25,052,007 $ (4,720,367) TOTAL SOURCES $ 36,304,488 FY 2009 ACTUAL $ 29,772,374 FY 2010 ADOPTED $ 29,772,374 FY 2010 REVISED $ 29,472,378 FY 2010 FORECAST $ 25,052,007 FY 2011 ADOPTED $ (4,720,367) -15.9% REV VS ADPT VAR % CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES SUBTOTAL $ 1,309,360 $ 31,491 390,344 2,799 1,733,994 $ 1,346,040 $ 393,785 1,700 1,741,525 $ 1,346,040 $ 393,785 1,700 1,741,525 $ 1,336,119 $ 27,072 411,040 2,115 1,776,346 $ 1,338,708 $ 68,006 430,911 2,400 1,840,025 $ 7,332 (68,006) (37,126) (700) (98,500) 0.5% N/A -9.4% -41.2% -5.7% SUBTOTAL $ 37,973 $ 3,685 9,846 51,504 $ 40,303 $ 4,800 7,300 52,403 $ 40,303 $ 4,800 7,300 52,403 $ 70,950 $ 4,800 3,500 79,250 $ 57,500 $ 5,500 7,000 70,000 $ (17,197) (700) 300 (17,597) -42.7% -14.6% 4.1% -33.6% SERVICES 0810 - LEGAL SERVICES $ 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 5,419,017 $ 18,895,854 16,595 657 604,136 1,806,765 4,305 3,582 860 7,400 26,759,171 $ 8,520,999 $ 27,180,266 18,000 1,000 650,000 1,808,478 4,000 5,100 1,300 7,400 38,196,543 $ 8,520,999 $ 27,180,266 18,000 1,000 650,000 1,808,478 4,000 5,100 1,300 7,400 38,196,543 $ 8,520,999 $ 26,664,503 18,000 1,000 650,000 1,808,479 4,000 5,100 1,300 7,400 37,680,781 $ 8,410,220 $ 24,104,193 21,500 1,000 650,000 1,809,515 4,250 6,800 1,300 1,000 35,009,778 $ 110,779 3,076,073 (3,500) (1,037) (250) (1,700) 6,400 3,186,765 1.3% 11.3% -19.4% 0.0% 0.0% -0.1% -6.3% -33.3% 0.0% 86.5% 8.3% $ SUBTOTAL $ (6) $ (6) $ 17,420 $ 17,420 $ 17,420 $ 17,420 $ 25,335 $ 25,335 $ 17,103 $ 17,103 $ 317 317 1.8% 1.8% ALL EXPENDITURES $ 28,544,663 $ 40,007,891 $ 40,007,891 $ 39,561,712 $ 36,936,906 $ 3,070,985 7.7% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 181,216 $ 181,216 $ 186,696 $ 186,696 $ 186,696 $ 186,696 $ 186,696 $ 186,696 $ 207,485 $ 207,485 $ TOTAL USES $ 28,725,879 $ 40,194,587 $ 40,194,587 $ 39,748,408 $ 37,144,391 $ SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT CAPITAL 0950 - DEBT SERVICE $ (20,789) (20,789) 3,050,196 -11.1% -11.1% 7.6% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 675 RISK MANAGEMENT OPERATING FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST REV VS ADPT VAR % FY 2011 ADOPTED $ FUND TOTAL SOURCES $ 36,304,488 36,304,488 $ $ 29,772,374 29,772,374 $ $ 29,772,374 29,772,374 $ $ 29,472,378 29,472,378 $ $ 25,052,007 25,052,007 $ $ (4,720,367) (4,720,367) DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 36,304,488 36,304,488 FY 2009 ACTUAL $ $ 29,772,374 29,772,374 FY 2010 ADOPTED $ $ 29,772,374 29,772,374 FY 2010 REVISED $ $ 29,472,378 29,472,378 FY 2010 FORECAST $ $ 25,052,007 25,052,007 FY 2011 ADOPTED $ $ (4,720,367) -15.9% (4,720,367) -15.9% REV VS ADPT VAR % $ $ 37,144,391 37,144,391 $ $ 39,740,493 7,915 39,748,408 $ $ 40,186,672 7,915 40,194,587 $ $ 40,186,672 7,915 40,194,587 $ FUND TOTAL USES $ 28,725,879 28,725,879 DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 28,725,879 28,725,879 $ $ $ 40,186,672 7,915 40,194,587 $ $ $ 40,186,672 7,915 40,194,587 $ $ $ 39,740,493 7,915 39,748,408 $ $ $ 37,144,391 37,144,391 FUND / FUNCTION CLASS 675 RISK MANAGEMENT OPERATING NON-RECURRING $ 843 -15.9% -15.9% $ 3,042,281 7,915 3,050,196 7.6% 100.0% 7.6% $ $ $ 3,042,281 7,915 3,050,196 7.6% 100.0% 7.6% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Risk Management Staffing by Program and Activity FY 2009 FY 2010 PROGRAM / ACTIVITY ADOPTED ADOPTED ADMINISTRATIVE SERVICES BUDGETING 1.11 1.10 EXECUTIVE MANAGEMENT 1.28 1.29 FINANCIAL SERVICES 0.70 0.68 HUMAN RESOURCES 0.48 0.48 PROCUREMENT 0.33 0.30 PROGRAM TOTAL 3.89 3.85 CLAIMS AND INSURANCE AUTO LIABILITY 0.80 0.79 AUTO PROPERTY DAMAGE 1.55 1.55 GENERAL LIABILITY 3.83 3.66 MEDICAL MALPRACTICE 1.60 1.53 PROPERTY DAMAGE 0.85 0.84 UNEMPLOYMENT 0.30 0.30 WORKERS COMPENSATION 1.59 1.59 PROGRAM TOTAL 10.51 10.24 ENVIRONMENTAL MANAGEMENT ENVIRONMENTAL MANAGEMENT SVC 1.81 1.79 PROGRAM TOTAL 1.81 1.79 SAFETY MANAGEMENT SAFETY MANAGEMENT SERVICES 8.04 8.02 PROGRAM TOTAL 8.04 8.02 DEPARTMENT TOTAL 24.25 23.90 FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV TO ADPT VAR % 1.10 1.29 0.68 0.48 0.30 3.85 1.10 1.40 0.50 0.48 0.12 3.60 1.10 1.45 0.90 0.48 0.32 4.25 0.16 0.22 0.02 0.40 0.0% 12.6% 32.4% 0.0% 6.7% 10.5% 0.79 1.55 3.66 1.53 0.84 0.30 1.59 10.24 0.70 0.75 3.95 1.60 0.80 0.30 1.70 9.80 0.70 0.75 3.45 1.60 0.80 0.30 1.55 9.15 (0.09) (0.80) (0.21) 0.08 (0.04) (0.04) (1.09) -11.1% -51.6% -5.6% 4.9% -4.5% 0.0% -2.4% -10.7% 1.79 1.79 1.65 1.65 1.70 1.70 (0.09) (0.09) -5.2% -5.2% 8.02 8.02 23.90 7.95 7.95 23.00 7.90 7.90 23.00 (0.12) (0.12) (0.90) -1.5% -1.5% -3.8% Staffing by Market Range Title MARKET RANGE TITLE Accountant Accounting Specialist Admin/Operations Specialist Claims Adjuster Director - Risk Management Engineer Financial Supervisor - Dept Office Assistant Risk Mgmt Supervisor Safety Representative Department Total FY 2009 ADOPTED 1.00 1.00 4.25 5.00 1.00 2.00 1.00 1.00 2.00 6.00 24.25 FY 2010 ADOPTED 1.00 0.90 4.25 4.75 1.00 2.00 1.00 1.00 2.00 6.00 23.90 FY 2010 REVISED 1.00 0.90 4.25 4.75 1.00 2.00 1.00 1.00 2.00 6.00 23.90 FY 2010 FORECAST 1.00 5.00 4.00 1.00 2.00 1.00 1.00 2.00 6.00 23.00 FY 2011 ADOPTED 1.00 5.00 4.00 1.00 2.00 1.00 1.00 2.00 6.00 23.00 REV TO ADPT VAR % 0.0% (0.90) -100.0% 0.75 17.6% (0.75) -15.8% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% (0.90) -3.8% FY 2010 REVISED 23.90 23.90 FY 2010 FORECAST 23.00 23.00 FY 2011 ADOPTED 23.00 23.00 REV TO ADPT VAR % (0.90) -3.8% (0.90) -3.8% Staffing by Fund FUND 675 - RISK MANAGEMENT DEPARTMENT TOTAL FY 2009 ADOPTED 24.25 24.25 FY 2010 ADOPTED 23.90 23.90 Significant Variance Analysis There is no significant staffing variance between activities or in the department as a whole. General Adjustments Operating Adjustments: • Decrease expenditures $3,085,292 to due to a decrease in claims and related costs based on an 80% confidence level. 844 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget • • • • • Department Strategic Plans and Budgets Risk Management Reduce Base Internal Service Charge revenues $4,560,367 based on a funding plan at 80% confidence for FY 2010-11 and 80% in FY 2011-12. Increase temporary pay $5,732 in order to bring the position in line with the Funded Positions Policy. Increase Regular Benefits in the amount of $31,100 for employee health and dental premium increases. Increase Regular Benefits by $6,179 for the FY 2010-11 retirement contribution rate increase. Reduce revenue $160,000 to reflect lower than anticipated interest earnings. Programs and Activities Claims and Insurance Program The purpose of the Claims and Insurance Program is to provide claims and insurance services to Maricopa County departments, districts, and trust members so they can reduce or manage the cost of claims, expenses, and obtain insurance coverage at the best possible cost to the County. Program Results Measure Description Percent of AL claims closed FY 2009 ACTUAL N/A FY 2010 REVISED 35.5% FY 2011 ADOPTED 40.6% N/A N/A 49.2% 1.3% 55.4% 1.0% 6.2% (0.3%) 12.7% -21.5% N/A N/A N/A N/A N/A 27.2% 27.7% 62.8% 15.2% 39.3% 27.7% 21.8% 55.6% 19.8% 37.1% 0.6% (5.9%) (7.3%) 4.7% (2.2%) 2.1% -21.4% -11.6% 30.7% -5.6% Percent of APD claims closed Percent of County expenditures spent on Risk Management (Cost of Risk) Percent of GL claims closed Percent of MM claims closed Percent of PD claims closed Percent of potential liability saved Percent of WC claims closed Activities that comprise this program include: • General Liability • Auto Liability • Medical Malpractice • Auto Property Damage • • • REV VS ADPT VAR % 5.1% 14.4% Property Damage Unemployment Worker’s Compensation General Liability Activity The purpose of the General Liability Activity is to provide general liability claims and insurance services to Maricopa County departments, districts and trust members so they can reduce or manage the cost of claims, expenses, and obtain general liability insurance at the best possible cost to the County. Mandates: Administrative mandate as required by County governance. 845 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Output Demand Efficiency Revenue Department Strategic Plans and Budgets Risk Management Measure Description Percent of County expenditures spent on Risk Management (Cost of Risk) Percent of GL claims closed Number of GL claims closed Number of GL claims opened and pending Cost per GL claim closed FY 2009 ACTUAL N/A FY 2010 REVISED 1.3% FY 2011 ADOPTED 1.0% REV VS ADPT VAR % (0.3%) -21.5% N/A 27.2% 27.7% 0.6% 568 1,752 476 (1,276) 417 438 429 (9) $ 17,778.97 $ 10,871.66 $ 28,716.24 $ (17,844.58) 675 - RISK MANAGEMENT TOTAL SOURCES $ 14,004,650 $ 14,004,650 $ 10,521,497 $ 10,521,497 $ 9,623,818 $ 9,623,818 $ $ 675 - RISK MANAGEMENT TOTAL USES $ 10,098,454 $ 10,098,454 $ 19,047,152 $ 19,047,152 $ 13,668,930 $ 13,668,930 $ 5,378,222 $ 5,378,222 (897,679) (897,679) 2.1% -72.8% -2.1% -164.1% -8.5% -8.5% Expenditure 28.2% 28.2% Activity Narrative: Comparing to FY 2008-09 actuals, the number of claims opened and pending is anticipated to increase while claims closed and cost per claim will decrease. Overall costs in this activity are decreasing and based on the first two quarters of actuals for FY 2009-10 efficiencies will be gained in FY 2010-11. In FY 2009-10 the output measure was changed from closed and pending to closed not allowing for an accurate comparison. Auto Liability Activity The purpose of the Auto Liability Activity is to provide auto liability claims and insurance services to Maricopa County departments, districts and trust members so they can reduce or manage the cost of claims, expenses, and obtain auto liability insurance at the best possible cost to the County. Mandates: Administrative mandate as required by County governance. Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of AL claims closed Number of AL claims closed Number of AL claims opened and pending Cost per AL claim closed FY 2009 FY 2010 FY 2011 ACTUAL REVISED ADOPTED N/A 35.5% 40.6% 113 310 112 64 78 69 $ 20,939.45 $ 4,356.47 $ 12,505.10 $ REV VS ADPT VAR % 5.1% 14.4% (198) -63.9% (9) -11.0% (8,148.63) -187.0% 675 - RISK MANAGEMENT TOTAL SOURCES $ 1,270,214 $ 1,270,214 $ 1,067,245 $ 1,067,245 $ $ 941,179 941,179 $ $ (126,066) (126,066) -11.8% -11.8% 675 - RISK MANAGEMENT TOTAL USES $ 2,366,158 $ 2,366,158 $ 1,350,505 $ 1,350,505 $ 1,400,571 $ 1,400,571 $ $ (50,066) (50,066) -3.7% -3.7% Expenditure Activity Narrative: In comparison to FY 2008-09 actuals, claims opened and pending is anticipated to slightly increase while claims closed will remain relatively stable. Overall costs in this activity are increasing slightly over FY 2009-10 and based on the first two quarters of actuals for FY 2009-10 efficiencies are expected to be gained in FY 2010-11. A comparison to FY 2009-10 Revised is not valid due to a change in output from “Number of AL claims closed and pending” back to “Number of AL claims closed.” Medical Malpractice Activity The purpose of the Medical Malpractice Activity is to provide medical malpractice claims and insurance services to Maricopa County departments, districts and trust members so they can reduce or manage the cost of claims, expenses, and obtain medical malpractice insurance at the best possible cost to the County. 846 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Risk Management Mandates: Administrative mandate as required by county governance. Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of MM claims closed Number of MM claims closed Number of MM claims opened and pending Cost per MM claim closed FY 2009 FY 2010 FY 2011 REV VS ADPT ACTUAL REVISED ADOPTED VAR % N/A 27.7% 21.8% (5.9%) -21.4% 70 238 68 (170) -71.4% 74 60 78 19 31.1% $ 67,922.04 $ 26,682.21 $ 123,609.90 $ (96,927.68) -363.3% 675 - RISK MANAGEMENT TOTAL SOURCES $ 9,679,523 $ 9,679,523 $ 9,009,724 $ 9,009,724 $ 5,724,625 $ 5,724,625 $ (3,285,099) $ (3,285,099) -36.5% -36.5% 675 - RISK MANAGEMENT TOTAL USES $ 4,754,543 $ 4,754,543 $ 6,350,367 $ 6,350,367 $ 8,405,473 $ 8,405,473 $ (2,055,106) $ (2,055,106) -32.4% -32.4% Expenditure Activity Narrative: Overall expenditures are up while keeping claims opened and pending as well as claims closed relatively flat over FY 2008-09 levels. This can be attributed to claims history. Based on two quarters of actuals, the activity is expected to decrease cost per claim closed. However FY 200910 actual expenditures are at lower than expected levels causing this cost to be lower than expected. The large increase in expenditures is due to claims that are projected by the actuary based on what is to be paid. A comparison to FY 2009-10 Revised is not valid due to a change in output from “Number of MM claims closed and pending” back to “Number of MM claims closed.” Auto Property Damage Activity The purpose of the Auto Property Damage Activity is to provide auto property damage claims and insurance services to Maricopa County departments, districts and trust members so they can reduce or manage the cost of claims, expenses, and obtain auto property damage insurance at the best possible cost to the County. Mandates: Administrative mandate as required by County governance. Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of APD claims closed Number of APD claims closed Number of APD claims opened and pending Cost per APD claim closed FY 2009 FY 2010 FY 2011 ACTUAL REVISED ADOPTED N/A 49.2% 55.4% 460 964 472 197 241 213 $ 962.62 $ 1,007.63 $ 1,953.92 $ 675 - RISK MANAGEMENT TOTAL SOURCES $ $ 882,130 882,130 $ $ 718,606 718,606 $ $ 623,249 623,249 $ $ (95,357) (95,357) 675 - RISK MANAGEMENT TOTAL USES $ $ 442,804 442,804 $ $ 971,360 971,360 $ $ 922,251 922,251 $ $ 49,109 49,109 REV VS ADPT VAR % 6.2% 12.7% (492) -51.0% (28) -11.6% (946.29) -93.9% -13.3% -13.3% Expenditure 5.1% 5.1% Activity Narrative: Overall expenditures have decreased over FY 2009-10 Revised. Claims opened and pending, as well as claims closed, have increased over FY 2008-09 actual levels. However, claims opened and pending has slightly decreased from FY 2009-10 revised, resulting in the lower expenditure level. Expenditures are increasing over FY 2008-09 due to projected claims based on actuary projections. A comparison to FY 2009-10 Revised is not valid due to a change in output from “Number of APD claims closed and pending” back to “Number of APD claims closed.” Property Damage Activity The purpose of the Property Damage Activity is to provide property damage claims and insurance services to Maricopa County departments, districts and trust members so they can reduce or manage 847 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Risk Management the cost of claims, expenses, and obtain property damage insurance at the best possible cost to the County. Mandates: Administrative mandate as required by County governance. Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of PD claims closed Number of PD claims closed Number of PD claims opened and pending Cost per PD claim closed FY 2009 FY 2010 FY 2011 ACTUAL REVISED ADOPTED N/A 62.8% 55.6% N/A 156 100 34 39 45 N/A $ 9,322.01 $ 15,472.72 $ REV VS ADPT VAR % (7.3%) -11.6% (56) -35.9% 6 15.4% (6,150.71) -66.0% 675 - RISK MANAGEMENT TOTAL SOURCES $ 1,241,326 $ 1,241,326 $ $ 993,287 993,287 $ 1,034,933 $ 1,034,933 $ $ 41,646 41,646 4.2% 4.2% 675 - RISK MANAGEMENT TOTAL USES $ $ $ 1,454,234 $ 1,454,234 $ 1,547,272 $ 1,547,272 $ $ (93,038) (93,038) -6.4% -6.4% Expenditure 899,498 899,498 Activity Narrative: Overall expenditures have increased from FY 2009-10 Revised. AN increase in the number of claims opened and pending has led to increased expenditures. A comparison to FY 2009-10 Revised measures is not valid due to a change in output from “Number of PD claims closed and pending” back to “Number of PD claims closed.” Unemployment Activity The purpose of the Unemployment Activity is to provide unemployment claims oversight and insurance services to Maricopa County departments, districts and trust members so they can reduce or manage the cost of claims, expenses. Mandates: Administrative mandate as required by County governance. Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of potential liability saved Number of non-protestable claims Number of unemployment claims Cost per non-protestable claim FY 2009 FY 2010 FY 2011 ACTUAL REVISED ADOPTED N/A 15.2% 19.8% 795 696 1,100 347 296 420 $ 944.97 $ 1,221.65 $ 1,409.79 $ 675 - RISK MANAGEMENT TOTAL SOURCES $ $ 779,916 779,916 $ $ 641,068 641,068 $ 1,053,495 $ 1,053,495 $ $ 412,427 412,427 64.3% 64.3% 675 - RISK MANAGEMENT TOTAL USES $ $ 751,255 751,255 $ $ 850,266 850,266 $ 1,550,765 $ 1,550,765 $ $ (700,499) (700,499) -82.4% -82.4% REV VS ADPT VAR % 4.7% 30.7% 404 58.0% 125 42.1% (188.14) -15.4% Expenditure Activity Narrative: Due to changes in the economy, claims, and therefore expenditure, have greatly increased. Not only has there been an increase in claims, benefits have also been extended during the economic downturn. This leads to an increase in the cost per claim. Worker’s Compensation Activity The purpose of the Worker’s Compensation Activity is to provide worker’s compensation claims oversight and insurance services to Maricopa County departments, districts and trust members so they can reduce or manage the cost of claims, expenses, and obtain workers compensation insurance at the best possible cost to the County. Mandates: Administrative mandate as required by county governance. 848 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Demand Efficiency Revenue Department Strategic Plans and Budgets Risk Management Measure Description Percent of WC claims closed Number of WC claims closed number of claims opened and pending Cost per WC claim closed FY 2009 FY 2010 FY 2011 ACTUAL REVISED ADOPTED N/A 39.3% 37.1% 1,263 3,270 1,240 820 818 836 $ 6,140.31 $ 2,618.05 $ 2,313.09 $ REV VS ADPT VAR % (2.2%) -5.6% (2,030) -62.1% 19 2.3% 304.96 11.6% 675 - RISK MANAGEMENT TOTAL SOURCES $ 7,314,300 $ 7,314,300 $ 5,820,947 $ 5,820,947 $ 5,330,708 $ 5,330,708 $ $ (490,239) (490,239) -8.4% -8.4% 675 - RISK MANAGEMENT TOTAL USES $ 7,755,208 $ 7,755,208 $ 8,561,010 $ 8,561,010 $ 7,755,025 $ 7,755,025 $ $ 805,985 805,985 9.4% 9.4% Expenditure Activity Narrative: Overall expenditures have decreased from FY 2009-10 Revised. A comparison of output measures to FY 2009-10 Revised is not valid due to a change in output from “Number of WC claims closed and pending” back to “Number of WC claims closed.” However, compared to FY 200809 levels, the number of claims closed decreased slightly. The number of claims opened and pending, as well as the cost per claims closed, are increasing over FY 2009-10 Revised. Safety Management Program The purpose of the Safety Management Program is to provide safety management services to Maricopa County departments, districts and trust members so they can ensure standards compliance and control and/or prevent losses. Program Results Measure Description Percent reduction/increase of County injury incident rate compared to a 3 year average Percent of County employees not injured FY 2009 ACTUAL 30.8% FY 2010 REVISED 5.5% FY 2011 ADOPTED 0.4% 99.4% 94.6% 94.9% REV VS ADPT VAR % (5.1%) -92.0% 0.3% 0.4% Activities that comprise this program include: • Safety Management Services Safety Management Services Activity The purpose of the Safety Management Services Activity is to provide consultation, technical, and training services to the Maricopa County departments, districts and trust members so they can ensure standards compliance and control and/or prevent losses. Mandates: Occupational Safety and Health Administration (OSHA) Compliance Requirement: Section 5(a)(1) of the Occupational Safety and Health Act of 1970, often referred to as the General Duty Clause, requires employers to “furnish to each of his employees employment and a place of employment which are free from recognized hazards that are causing or are likely to cause death or serious physical harm to his employees”; OSHA Training requirement: Regulations Standard Section 1926.21(b)(2) requires that the employer shall instruct each employee in the recognition and avoidance of unsafe conditions and the regulations applicable to his work environment to control or eliminate any hazards or other exposure to illness or injury; #49 CFR Transportation Mandates for Commercial Drivers Licensing and Drug & Alcohol Testing. 849 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Output Demand Efficiency Expenditure Measure Description Percent reduction/increase of County injury incident rate compared to a 3 year average rate Percent of County employees not injured Number of County employees not injured Number of County employees Cost per County employee not injured $ 675 - RISK MANAGEMENT TOTAL USES $ $ Department Strategic Plans and Budgets Risk Management FY 2009 ACTUAL 30.8% FY 2010 REVISED 5.5% 99.4% 18,122 18,236 8.83 $ 640,387 640,387 $ $ 94.6% 16,900 18,500 39.21 $ 662,628 662,628 REV VS ADPT VAR % (5.1%) -92.0% FY 2011 ADOPTED 0.4% $ $ 94.9% 16,100 16,958 46.56 $ 749,449 749,449 $ $ 0.3% (800) (1,542) (7.35) 0.4% -4.7% -8.3% -18.7% (86,821) (86,821) -13.1% -13.1% Activity Narrative: The number of employees not injured is decreasing as expected given the decrease in the county workforce. Overall expenditures are increasing in this activity due to the need to make the temp position full-time rather than quarter time for an increase of $68,006. The change to full-time is needed to increase training for operation of vehicles 1 Ton to 26,000 lbs. The decrease in number of employees not injured relies partly on increasing training to this group. Also, there was a $19,000 increase in benefits related to Safety Management personnel. Environmental Management Program The purpose of the Environmental Management program is to provide environmental technical services to Maricopa County departments, districts and trust members so they can minimize or eliminate liabilities. Program Results Measure Description Percent reduction/increase in possible environmental liability exposures FY 2009 ACTUAL 13.1% FY 2010 REVISED 2.0% FY 2011 ADOPTED (1.0%) REV VS ADPT VAR % (3.0%) -149.0% Activities that comprise this program include: • Environmental Management Services Environmental Management Services Activity The purpose of the Environmental Management Services Activity is to provide environmental management services for Maricopa County departments, districts and trust members so they can identify and mitigate potential liabilities. Mandates: ARS Title 49 (formerly Title 18) Protection of the Environment – Establishes guidelines for department employees, legal counsel, in addition to powers and duties of the department and director, state wide application of rules, hazardous materials emergency response operations, county regulations, standards, fees, audits, appeals of agency decisions, unpaid amounts, and penalties. 850 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Demand Efficiency Expenditure Measure Description Percent reduction/increase in possible environmental liability exposures Number of environmental projects closed. Number of environmental projects open and pending. Cost per environmental project closed 675 - RISK MANAGEMENT TOTAL USES Department Strategic Plans and Budgets Risk Management FY 2009 ACTUAL 13.1% FY 2010 REVISED 2.0% 79 112 20 40 $ 4,450.41 $ 16,262.85 $ $ 351,582 351,582 $ $ 325,257 325,257 FY 2011 ADOPTED (1.0%) REV VS ADPT VAR % (3.0%) -149.0% 80 100 60 60 300.0% 150.0% $ 5,678.28 $ 10,584.58 65.1% $ $ 454,262 454,262 $ $ (129,005) (129,005) -39.7% -39.7% Activity Narrative: While overall expenditures are increasing, the department is becoming more efficient. The number of environmental projects open and pending, as well as the number of project closed, is increasing. The department is expecting an increase in projects for FY 2010-11 therefore expenditures are increasing to pay for these project as well as specialized consultants for Phase I and Phase II environmental work assessments. 851 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Risk Management Appropriated Budget Reconciliation Risk Management Fund (675) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 40,186,672 $ 29,772,374 FY 2010 Revised Budget $ 40,186,672 $ 29,772,374 FY 2011 Budget Target $ 40,186,672 $ 29,772,374 $ 37,279 $ 31,100 6,179 (3,079,560) $ 5,732 (4,560,367) - (3,085,292) - $ - (4,560,367) (160,000) (160,000) 37,144,391 $ -7.6% 25,052,007 -15.9% Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Increase Temporary Pay Internal Service Charges General Revenues Interest Revenue Agenda Item: $ $ 5,732 $ FY 2011 Adopted Budget Percent Change from Target Amount $ Risk Management Fund (675) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED Beginning Spendable Fund Balance $ 19,051,274 $ 20,957,481 $ 20,957,481 $ 33,303,636 $ 23,027,606 Sources: Operating Total Sources: $ 36,304,488 $ 36,304,488 $ 29,772,374 $ 29,772,374 $ 29,772,374 $ 29,772,374 $ 29,472,378 $ 29,472,378 $ 25,052,007 $ 25,052,007 Uses: Operating Non-Recurring Total Uses: $ 28,725,879 $ 28,725,879 $ 40,186,672 7,915 $ 40,194,587 $ 40,186,672 7,915 $ 40,194,587 $ 39,740,493 7,915 $ 39,748,408 $ 37,144,391 $ 37,144,391 Structural Balance $ 7,578,609 $ (10,414,298) $ (10,414,298) $ (10,268,115) $ (12,092,384) Accounting Adjustments $ 6,673,753 $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ 33,303,636 $ 33,303,636 $ 10,535,268 $ 10,535,268 852 - $ - $ 10,535,268 $ 10,535,268 $ - $ 23,027,606 $ 23,027,606 $ - $ 10,935,222 $ 10,935,222 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Sheriff Sheriff Analysis by Bradley Kendrex, Senior Management & Budget Analyst and Ryan Wimmer, Management & Budget Supervisor Summary Mission The mission 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. Vision The Maricopa County Sheriff’s Office is a fully integrated law enforcement agency committed to being the leader in establishing the standards for providing professional quality law enforcement, detention, and support services to citizens of Maricopa County and to other criminal justice agencies. Strategic Goals The Department strategic goals are outdated and new goals will be developed during the strategic planning update process. The following narrative does not include a discussion of performance metrics or detailed analysis of activity-based budgets, as there are questions regarding the accuracy of this data. Sources and Uses by Program and Activity FY 2009 ACTUAL PROGRAM / ACTIVITY SOURCES IARP - INMATE ADDICTIVE RECOVERY IEPA - INMATE EDUCATION INRL - INMATE RELEASE INSS - INMATE CANTEEN AND SPEC SVCS ISTP - INMATE SKILLS TRAINING NTAK - INTAKE PRDM - ADULT DETENTION MANAGEMENT 50CM - CUSTODY MANAGEMENT $ MCSI - INFORMATION TECHNOLOGY TRAG - MANDATED ENF AND DET TRAINING 50CO - CENTRALIZED MCSO OPERATIONS $ CVPR - CIVIL PROCESS DISP - DISPATCH DSTR - DISASTER AND DISRUPTION RESP ENFO - ENF SUPPORT AND SPEC RESPONSE INTL - INTELLIGENCE INVT - INVESTIGATIONS PATR - PATROL PPEV - PROPERTY AND EVIDENCE WRNT - WARRANTS INFO PROCESSING 50EN - ENFORCEMENT $ FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % 45,586 $ 346,270 138,501 8,903,368 12,033 6,463 37,795,157 47,247,378 $ 74,110 $ 462,400 138,500 14,520,364 36,139 35,218,455 50,449,968 $ 76,924 $ 310,965 136,500 14,520,364 36,139 35,218,455 50,299,347 $ 61,503 $ 473,326 182,672 10,757,715 19,247 33,482,797 44,977,260 $ 74,393 $ 357,729 136,500 10,799,768 15,000 31,660,955 43,044,345 $ (2,531) 46,764 (3,720,596) (21,139) (3,557,500) (7,255,002) -3.3% 15.0% 0.0% -25.6% -58.5% N/A -10.1% -14.4% 20,952 $ 132,783 153,735 $ 113,839 $ 113,839 $ 119,569 $ 90,143 209,712 $ 22,334 $ 31,120 53,454 $ 111,038 $ 111,038 $ (8,531) (90,143) (98,674) -7.1% -100.0% -47.1% $ 696,842 $ 15,972 1,277,186 475,664 585,230 2,926,242 11,460,537 85,118 61,705 17,584,496 $ 474,000 $ 446,231 839,293 307,701 1,600,000 3,002,211 9,982,135 14,000 65,000 16,730,571 $ 474,000 $ 446,231 533,139 307,701 3,025,872 5,108,455 10,480,680 14,000 65,000 20,455,078 $ 691,166 $ 45,000 2,259,983 388,589 1,733,336 4,768,809 10,634,436 4,672 59,385 20,585,376 $ 489,000 $ 312,858 1,063,736 350,500 2,598,125 9,928,681 14,000 65,000 14,821,900 $ 15,000 (133,373) 530,597 42,799 (3,025,872) (2,510,330) (551,999) (5,633,178) 3.2% -29.9% 99.5% 13.9% -100.0% -49.1% -5.3% 0.0% 0.0% -27.5% FSAC - FINANCIAL SERVICES 99AS - ADMINISTRATIVE SERVICES $ $ 425,000 $ 425,000 $ 460,800 $ 460,800 $ 460,800 $ 460,800 $ 375,119 $ 375,119 $ 475,800 $ 475,800 $ 15,000 15,000 3.3% 3.3% GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 489,126 $ 489,126 $ - $ - $ - $ - $ 87,093 $ 87,093 $ - $ - $ - N/A N/A TOTAL PROGRAMS $ 65,899,735 $ 67,755,178 $ 71,424,937 $ 66,078,302 $ 58,453,083 $ $ $ 853 (12,971,854) -18.2% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Sheriff Sources and Uses by Program and Activity (continued) FY 2009 ACTUAL PROGRAM / ACTIVITY USES FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % DTNW - DATA NETWORK 41IF - INFO TECHNOLOGY INFRASTRUCTURE $ $ 77,330 $ 77,330 $ 71,827 $ 71,827 $ 71,827 $ 71,827 $ 74,388 $ 74,388 $ 73,204 $ 73,204 $ (1,377) (1,377) -1.9% -1.9% IARP - INMATE ADDICTIVE RECOVERY IEPA - INMATE EDUCATION IFID - INMATE FINGERPRINT IDENT INLA - INMATE LABOR INRL - INMATE RELEASE INSS - INMATE CANTEEN AND SPEC SVCS INTR - INMATE TRANSPORT ISTP - INMATE SKILLS TRAINING MANS - INMATE RELATED MANDATES MEAL - INMATE MEALS NTAK - INTAKE PRDM - ADULT DETENTION MANAGEMENT SMIT - INMATE SMI ADDICTIVE RECOV 50CM - CUSTODY MANAGEMENT $ 852,831 $ 1,471,509 1,640,073 604,481 4,382,227 5,540,702 20,333,646 687,177 8,962,518 19,102,760 15,379,413 88,402,423 264 167,360,024 $ 1,966,233 $ 2,227,814 1,614,545 674,697 4,751,686 4,199,144 19,041,230 269,165 9,570,325 15,052,520 16,706,557 90,216,860 21 166,290,797 $ 1,397,137 $ 2,076,377 1,726,988 674,697 5,101,921 4,035,579 18,922,414 228,047 9,909,148 15,745,400 16,759,724 90,315,886 21 166,893,339 $ 1,099,374 $ 1,569,496 1,614,411 599,302 4,603,525 4,800,543 18,772,610 587,636 8,751,768 16,659,947 14,735,684 85,047,796 (3) 158,842,089 $ 1,430,974 $ 1,830,142 1,770,703 604,181 5,109,921 3,900,525 18,182,070 673,239 9,181,909 20,466,528 15,417,678 80,307,667 158,875,537 $ (33,837) 246,235 (43,715) 70,516 (8,000) 135,054 740,344 (445,192) 727,239 (4,721,128) 1,342,046 10,008,219 21 8,017,802 -2.4% 11.9% -2.5% 10.5% -0.2% 3.3% 3.9% -195.2% 7.3% -30.0% 8.0% 11.1% 100.0% 4.8% 661,149 $ 4,487,503 2,556,283 6,377,065 14,082,000 $ 282,708 $ 4,424,026 2,623,479 5,555,046 12,885,259 $ 644,452 $ 4,429,756 2,411,067 5,321,281 12,806,556 $ 207,075 $ 2,978,539 2,331,179 4,584,860 10,101,653 $ 200,910 $ 3,147,325 2,365,023 5,139,385 10,852,643 $ 443,542 1,282,431 46,044 181,896 1,953,913 68.8% 29.0% 1.9% 3.4% 15.3% 3,945,840 $ 2,958,242 877,758 11,176,483 963,210 5,075,748 15,167,924 1,926 25,795,174 1,049,436 21 106,399 1,849,575 68,967,736 $ 3,854,930 $ 3,513,031 571,604 10,816,078 963,210 6,263,552 16,947,243 1,926 26,485,281 817,862 21 106,399 1,837,863 72,179,000 $ 3,962,866 $ 2,787,338 2,166,362 10,197,258 1,013,769 4,394,947 16,733,502 615 26,277,231 905,613 23,004 1,512,640 69,975,145 $ 4,096,287 $ 3,189,747 1,072,241 10,709,547 879,022 2,765,921 14,877,430 2,605 26,646,118 806,065 106,378 1,823,660 66,975,021 $ (241,357) 323,284 (500,637) 106,531 84,188 3,497,631 2,069,813 (679) (160,837) 11,797 21 21 14,203 5,203,979 -6.3% 9.2% -87.6% 1.0% 8.7% 55.8% 12.2% -35.3% -0.6% 1.4% 100.0% 0.0% 0.8% 7.2% FMGT - FLEET MANAGEMENT MCSI - INFORMATION TECHNOLOGY PROF - EMPLOYEE PROFESSIONAL STANDARD TRAG - MANDATED ENF AND DET TRAINING 50CO - CENTRALIZED MCSO OPERATIONS $ $ $ CVPR - CIVIL PROCESS DISP - DISPATCH DSTR - DISASTER AND DISRUPTION RESP ENFO - ENF SUPPORT AND SPEC RESPONSE EXTR - EXTRADITIONS INTL - INTELLIGENCE INVT - INVESTIGATIONS OUTR - COMMUNITY OUTREACH PATR - PATROL PPEV - PROPERTY AND EVIDENCE SMIA - SMI APPREHENSION INTERVENTION SRCH - SEARCH AND RESCUE WRNT - WARRANTS INFO PROCESSING 50EN - ENFORCEMENT $ 4,245,931 $ 2,483,056 1,733,420 11,842,629 1,419,308 3,041,744 16,031,437 32,274,631 1,084,983 21,024 (21,214) 1,947,991 76,104,940 $ BLDR - BUILDINGS AND GROUNDS 70OM - BLDG OPERATIONS AND MAINT $ $ 2,340,600 $ 2,340,600 $ 1,957,364 $ 1,957,364 $ 1,995,549 $ 1,995,549 $ 2,036,799 $ 2,036,799 $ 1,949,988 $ 1,949,988 $ 45,561 45,561 2.3% 2.3% BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT RMGT - RISK MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 104,758 $ 1,224,170 2,834,554 4,680,923 718,272 278,732 9,841,409 $ 98,934 $ 1,283,817 3,048,254 3,592,525 764,571 237,518 9,025,619 $ 98,934 $ 1,283,817 2,668,244 3,907,635 721,739 241,721 8,922,090 $ 100,421 $ 868,822 2,631,036 6,145,764 671,120 259,940 10,677,103 $ 102,283 $ 1,301,843 2,444,989 3,933,008 746,656 128,201 8,656,980 $ (3,349) (18,026) 223,255 (25,373) (24,917) 113,520 265,110 -3.4% -1.4% 8.4% -0.6% -3.5% 47.0% 3.0% GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ 7,992,194 $ 8,877,936 16,870,130 $ - $ 6,306,762 6,306,762 $ - $ 6,306,762 6,306,762 $ - $ 6,559,943 6,559,943 $ - $ 6,658,241 6,658,241 $ (351,479) (351,479) N/A -5.6% -5.6% $ 2,153,465 $ 1,936,827 733,388 458,155 262,872 373,637 5,918,344 $ 2,171,281 $ 1,645,067 704,103 228,567 254,983 322,041 5,326,042 $ 2,171,281 $ 1,645,067 704,103 228,567 254,983 322,041 5,326,042 $ 2,209,139 $ 1,790,283 677,298 374,330 256,369 294,216 5,601,635 $ 2,824,430 $ 1,742,931 768,234 412,411 264,647 307,149 6,319,802 $ (653,149) (97,864) (64,131) (183,844) (9,664) 14,892 (993,760) -30.1% -5.9% -9.1% -80.4% -3.8% 4.6% -18.7% TOTAL PROGRAMS $ 292,594,777 $ 270,831,406 $ 274,501,165 $ 263,868,755 $ 260,361,416 $ BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER DESK - DESKTOP SUPPORT GISA - GIS APPLICATION DEV AND SUPP HDSP - HELP DESK SUPPORT VANS - INFRASTRUCTURE NETWORK SVCS 99IT - INFORMATION TECHNOLOGY $ $ $ 854 14,139,749 5.2% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Sheriff Sources and Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % 162,519,237 $ 294,291 2,097,811 65,077,496 4,710,004 (16,737,333) 14,756,215 232,717,721 $ 162,923,645 $ 64,332 4,702,328 64,279,241 4,351,821 (17,416,090) 15,469,097 234,374,374 $ 162,199,325 $ 297,801 5,373,557 64,022,462 4,352,710 (17,295,600) 15,469,097 234,419,352 $ 154,794,162 $ 272,549 3,162,359 61,523,527 4,605,379 (16,967,615) 15,096,951 222,487,312 $ 154,752,788 $ 342,420 3,070,281 65,127,142 4,343,165 (18,658,134) 16,996,162 225,973,824 $ 7,446,537 (44,619) 2,303,276 (1,104,680) 9,545 1,362,534 (1,527,065) 8,445,528 4.6% -15.0% 42.9% -1.7% 0.2% -7.9% -9.9% 3.6% SUBTOTAL $ 20,766,445 $ 49,554 3,430,685 516,243 (1,737,256) 1,082,688 24,108,359 $ 13,579,291 $ 149,458 2,551,763 550,562 (1,834,640) 1,018,006 16,014,440 $ 12,660,171 $ 147,841 2,601,437 723,088 (1,834,640) 1,018,006 15,315,903 $ 13,749,807 $ 60,055 3,217,900 349,034 (1,645,220) 1,018,008 16,749,584 $ 11,345,670 $ 149,341 2,818,921 56,360 (2,136,606) 1,468,161 13,701,847 $ 1,314,501 (1,500) (217,484) 666,728 301,966 (450,155) 1,614,056 10.4% -1.0% -8.4% 92.2% -16.5% -44.2% 10.5% SERVICES 0810 - LEGAL SERVICES $ 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 185,485 $ 1,086,336 1,150,439 3,355,055 4,719,925 8,250,785 7,456,286 1,169,487 91,533 397,974 462,206 (1,090,674) 992,004 28,226,841 $ 118,199 $ 469,897 1,798,053 1,777,142 5,177,597 196,000 5,732,648 839,423 360,373 313,161 452,838 (1,022,156) 951,534 17,164,709 $ 185,399 $ 439,097 2,000,470 3,485,968 5,080,781 270,172 5,730,897 1,021,030 475,827 319,579 470,165 (1,022,156) 951,534 19,408,763 $ 2,198,019 $ 962,980 1,024,958 3,262,272 4,997,642 243,592 5,741,455 1,150,646 156,399 237,438 454,091 (1,026,761) 951,536 20,354,267 $ 203,399 $ 950,401 1,349,504 3,179,629 4,500,727 331,186 5,932,007 672,385 83,148 250,982 423,766 (1,220,612) 1,220,612 17,877,134 $ (18,000) (511,304) 650,966 306,339 580,054 (61,014) (201,110) 348,645 392,679 68,597 46,399 198,456 (269,078) 1,531,629 -9.7% -116.4% 32.5% 8.8% 11.4% -22.6% -3.5% 34.1% 82.5% 21.5% 9.9% -19.4% -28.3% 7.9% CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ 99,365 $ 3,007,283 1,177,482 3,207,878 (276,864) 276,864 7,492,008 $ - $ 1,660,924 466,630 1,150,329 (330,793) 330,793 3,277,883 $ - $ 3,260,145 911,789 1,181,213 (330,793) 330,793 5,353,147 $ - $ 2,447,911 313,718 1,515,963 (330,796) 330,796 4,277,592 $ - $ 847,464 270,040 1,091,107 (558,065) 558,065 2,208,611 $ 2,412,681 641,749 90,106 227,272 (227,272) 3,144,536 N/A 74.0% 70.4% 7.6% -68.7% -68.7% 58.7% ALL EXPENDITURES $ 292,544,929 $ 270,831,406 $ 274,497,165 $ 263,868,755 $ 259,761,416 $ OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 49,848 $ 49,848 $ - $ - $ 4,000 $ 4,000 $ - $ - $ 600,000 $ 600,000 $ TOTAL USES $ 292,594,777 $ 270,831,406 $ 274,501,165 $ 263,868,755 $ 260,361,416 $ SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ 855 14,735,749 5.4% (596,000) -14900.0% (596,000) -14900.0% 14,139,749 5.2% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Sheriff Sources and Uses by Fund and Function FY 2009 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING 203 SHERIFF DONATIONS OPERATING $ REV VS ADPT VAR % FUND TOTAL SOURCES $ 11,337,066 $ 5,597 11,342,663 $ 11,141,754 $ 11,141,754 $ $ FUND TOTAL SOURCES $ 42,774 $ 42,774 $ 84,640 $ 84,640 $ 84,640 $ 84,640 $ 29,060 $ 29,060 $ 26,300 $ 26,300 $ $ SOURCES $ 1,052,391 $ 1,052,391 $ 1,155,000 $ 1,155,000 $ 2,655,000 $ 2,655,000 $ 2,652,897 $ 2,652,897 $ - $ - $ (2,655,000) -100.0% (2,655,000) -100.0% $ SOURCES $ 1,799,981 $ 1,799,981 $ 2,205,000 $ 2,205,000 $ 2,205,000 $ 2,205,000 $ 1,573,915 $ 1,573,915 $ - $ - $ (2,205,000) -100.0% (2,205,000) -100.0% $ SOURCES $ 5,089,894 $ 5,089,894 $ 4,852,537 $ 533,139 5,385,676 $ 6,939,466 $ 533,139 7,472,605 $ 7,546,574 $ 177,712 7,724,286 $ 4,824,306 $ 4,824,306 $ (2,115,160) -30.5% (533,139) -100.0% (2,648,299) -35.4% $ SOURCES $ 9,375,532 $ 9,375,532 $ 14,520,364 $ 14,520,364 $ 14,520,364 $ 14,520,364 $ 10,843,032 $ 10,843,032 $ 10,799,768 $ 10,799,768 $ (3,720,596) (3,720,596) -25.6% -25.6% $ SOURCES $ 109,348 $ 109,348 $ 149,715 $ 149,715 $ 149,715 $ 149,715 $ 91,174 $ 91,174 $ 97,215 $ 97,215 $ (52,500) (52,500) -35.1% -35.1% $ SOURCES $ 35,899,618 $ 35,899,618 $ 32,863,740 $ 32,863,740 $ 32,863,740 $ 32,863,740 $ 31,821,275 $ 31,821,275 $ 31,563,740 $ 31,563,740 $ (1,300,000) (1,300,000) -4.0% -4.0% FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING 203 SHERIFF DONATIONS OPERATING 212 SHERIFF RICO OPERATING 214 SHERIFF JAIL ENHANCEMENT OPERATING NON-RECURRING $ 65,766,522 $ 67,222,039 $ 70,886,298 $ 65,894,993 $ 58,453,083 $ 133,213 $ 533,139 $ 538,639 $ 183,309 $ - $ 65,899,735 $ 67,755,178 $ 71,424,937 $ 66,078,302 $ 58,453,083 $ FY 2009 FY 2010 FY 2010 FY 2010 FY 2011 ACTUAL ADOPTED REVISED FORECAST ADOPTED (326,619) -2.8% (5,500) -100.0% (332,119) -2.9% (58,340) (58,340) -68.9% -68.9% (12,433,215) -17.5% (538,639) -100.0% (12,971,854) -18.2% REV VS ADPT VAR % FUND TOTAL USES $ 71,178,867 $ 2,393,415 73,572,282 $ 62,324,473 $ 62,324,473 $ 62,401,803 $ 5,500 62,407,303 $ 60,921,616 $ (549) 60,921,067 $ 61,380,923 $ 61,380,923 $ 1,020,880 5,500 1,026,380 1.6% 100.0% 1.6% $ FUND TOTAL USES $ 40,340 $ 40,340 $ 84,640 $ 84,640 $ 84,640 $ 84,640 $ 19,724 $ 19,724 $ 26,300 $ 26,300 $ 58,340 58,340 68.9% 68.9% $ FUND TOTAL USES $ 1,079,579 $ 1,079,579 $ 1,155,000 $ 1,155,000 $ 2,655,000 $ 2,655,000 $ 2,614,389 $ 2,614,389 $ - $ - $ 2,655,000 2,655,000 100.0% 100.0% $ 1,862,758 $ 517,954 2,380,712 $ 2,205,000 $ 2,205,000 $ 2,205,000 $ 2,205,000 $ 1,119,718 $ 1,119,718 $ - $ - $ 2,205,000 2,205,000 100.0% N/A 100.0% 5,021,868 $ 5,021,868 $ 4,852,537 $ 533,139 5,385,676 $ 6,939,466 $ 533,139 7,472,605 $ 7,050,137 $ 177,704 7,227,841 $ 4,824,306 $ 4,824,306 $ 2,115,160 533,139 2,648,299 30.5% 100.0% 35.4% 16,390,427 $ 8,500,455 24,890,882 $ 14,520,364 $ 1,328,541 15,848,905 $ 14,520,364 $ 1,328,541 15,848,905 $ 14,276,730 $ 106,137 14,382,867 $ 10,799,768 $ 10,799,768 $ 3,720,596 1,328,541 5,049,137 25.6% 100.0% 31.9% - $ 147,597 147,597 $ 149,715 $ 149,715 $ 149,715 $ 149,715 $ - $ - $ 97,215 $ 600,000 697,215 $ FUND TOTAL USES $ $ FUND TOTAL USES $ $ FUND TOTAL USES $ $ FUND TOTAL USES $ 255 DETENTION OPERATIONS OPERATING NON-RECURRING FY 2011 ADOPTED 11,468,373 $ 5,500 11,473,873 $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 254 INMATE HEALTH SERVICES OPERATING NON-RECURRING FY 2010 FORECAST 11,391,043 $ 11,391,043 $ FUND TOTAL 214 SHERIFF JAIL ENHANCEMENT OPERATING FUND TOTAL 251 SHERIFF GRANTS OPERATING NON-RECURRING FUND TOTAL 252 INMATE SERVICES OPERATING FUND TOTAL 254 INMATE HEALTH SERVICES OPERATING FUND TOTAL 255 DETENTION OPERATIONS OPERATING FUND TOTAL 252 INMATE SERVICES OPERATING NON-RECURRING FY 2010 REVISED 12,396,984 $ 133,213 12,530,197 $ 212 SHERIFF RICO OPERATING 251 SHERIFF GRANTS OPERATING NON-RECURRING FY 2010 ADOPTED $ 185,199,537 $ 183,677,997 $ 183,677,997 $ 177,583,149 $ 182,132,904 $ 261,980 500,000 FUND TOTAL USES $ 185,461,517 $ 183,677,997 $ 183,677,997 $ 177,583,149 $ 182,632,904 $ DEPARTMENT OPERATING TOTAL USES $ 280,773,376 $ 268,969,726 $ 272,633,985 $ 263,585,463 $ 259,261,416 $ 11,821,401 $ 1,861,680 $ 1,867,180 $ 283,292 $ 1,100,000 $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 292,594,777 $ 270,831,406 $ 274,501,165 $ 263,868,755 $ 260,361,416 $ 856 52,500 35.1% (600,000) N/A (547,500) -365.7% 1,545,093 (500,000) 1,045,093 13,372,569 767,180 14,139,749 0.8% N/A 0.6% 4.9% 41.1% 5.2% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Sheriff Staffing by Program and Activity FY 2009 FY 2010 PROGRAM / ACTIVITY ADOPTED ADOPTED ADMINISTRATIVE SERVICES BUDGETING 1.00 1.00 EXECUTIVE MANAGEMENT 35.00 34.00 FINANCIAL SERVICES 21.00 20.00 HUMAN RESOURCES 43.00 40.00 PROCUREMENT 12.00 12.00 RISK MANAGEMENT 2.00 2.00 PROGRAM TOTAL 114.00 109.00 BLDG OPERATIONS AND MAINT BUILDINGS AND GROUNDS 47.00 34.00 PROGRAM TOTAL 47.00 34.00 CENTRALIZED MCSO OPERATIONS EMPLOYEE PROFESSIONAL STANDA 38.00 34.00 FLEET MANAGEMENT 3.00 2.00 INFORMATION TECHNOLOGY 6.20 6.20 MANDATED ENF AND DET TRAINING 83.00 82.00 PROGRAM TOTAL 130.20 124.20 CUSTODY MANAGEMENT ADULT DETENTION MANAGEMENT 1,498.00 1,490.00 INMATE ADDICTIVE RECOVERY 14.00 17.00 INMATE CANTEEN AND SPEC SVCS 39.00 31.00 INMATE EDUCATION 35.00 35.00 INMATE FINGERPRINT IDENT 48.00 32.00 INMATE LABOR 10.00 10.00 INMATE MEALS 196.00 181.00 INMATE RELATED MANDATES 164.00 142.00 INMATE RELEASE 105.00 92.00 INMATE SKILLS TRAINING 1.00 1.00 INMATE SMI ADDICTIVE RECOV 3.00 INMATE TRANSPORT 253.50 269.00 INTAKE 268.00 267.00 PROGRAM TOTAL 2,634.50 2,567.00 ENFORCEMENT CIVIL PROCESS 54.00 54.00 DISPATCH 42.00 37.00 ENF SUPPORT AND SPEC RESPONSE 130.00 123.00 EXTRADITIONS 4.00 4.00 INTELLIGENCE 53.00 53.00 INVESTIGATIONS 159.00 153.00 PATROL 319.00 295.50 PROPERTY AND EVIDENCE 13.00 13.00 WARRANTS INFO PROCESSING 42.00 37.00 PROGRAM TOTAL 816.00 769.50 INFO TECHNOLOGY INFRASTRUCTURE DATA NETWORK 1.00 1.00 PROGRAM TOTAL 1.00 1.00 INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP 24.40 19.40 DATA CENTER 16.00 13.00 DESKTOP SUPPORT 10.50 10.50 GIS APPLICATION DEV AND SUPP 6.00 6.00 HELP DESK SUPPORT 4.25 4.25 INFRASTRUCTURE NETWORK SVCS 5.65 4.65 PROGRAM TOTAL 66.80 57.80 NOT ALLOCATED NOT ALLOCATED PROGRAM TOTAL DEPARTMENT TOTAL 3,809.50 3,662.50 857 FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV TO ADPT VAR % 1.00 34.00 20.00 40.00 12.00 2.00 109.00 1.00 34.00 20.00 34.00 12.00 2.00 103.00 1.00 32.00 20.00 32.00 12.00 1.00 98.00 (2.00) (8.00) (1.00) (11.00) 0.0% -5.9% 0.0% -20.0% 0.0% -50.0% -10.1% 34.00 34.00 35.00 35.00 34.00 34.00 - 0.0% 0.0% 34.00 2.00 6.20 82.00 124.20 32.00 2.00 6.20 82.00 122.20 32.00 2.00 5.60 77.00 116.60 (2.00) (0.60) (5.00) (7.60) -5.9% 0.0% -9.7% -6.1% -6.1% 1,490.00 17.00 31.00 35.00 32.00 10.00 181.00 142.00 92.00 1.00 269.00 267.00 2,567.00 1,491.00 7.00 28.00 35.00 35.00 10.00 191.00 145.00 101.00 268.00 268.00 2,579.00 54.00 37.00 123.00 4.00 53.00 153.00 295.50 13.00 37.00 769.50 52.00 42.00 119.00 4.00 36.00 152.00 310.00 11.00 39.00 765.00 53.00 42.00 117.00 4.00 34.00 151.00 304.00 10.00 37.00 752.00 (1.00) 5.00 (6.00) (19.00) (2.00) 8.50 (3.00) (17.50) -1.9% 13.5% -4.9% 0.0% -35.8% -1.3% 2.9% -23.1% 0.0% -2.3% 1.00 1.00 1.00 1.00 1.00 1.00 - 0.0% 0.0% 19.40 13.00 10.50 6.00 4.25 4.65 57.80 19.40 13.00 10.50 6.00 4.25 4.65 57.80 19.40 13.00 10.50 6.00 4.25 4.25 57.40 (0.40) (0.40) 0.0% 0.0% 0.0% 0.0% 0.0% -8.6% -0.7% 3,662.50 57.00 57.00 3,720.00 3,575.00 (87.50) N/A N/A -2.4% 1,366.00 (124.00) -8.3% 7.00 (10.00) -58.8% 28.00 (3.00) -9.7% 35.00 0.0% 35.00 3.00 9.4% 9.00 (1.00) -10.0% 282.00 101.00 55.8% 141.00 (1.00) -0.7% 101.00 9.00 9.8% (1.00) -100.0% N/A 263.00 (6.00) -2.2% 249.00 (18.00) -6.7% 2,516.00 (51.00) -2.0% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Sheriff Staffing by Market Range Title MARKET RANGE TITLE Accountant Accounting Specialist Admin & Operations Mgr Admin/Operations Specialist Admin/Operations Supv Administrative Manager Administrative Staff Supv Administrative Supervisor Administrator Animal Care Technician Applications Development Mgr Business/Systems Analyst Business/Systems Analyst-Sr/Ld Chaplain Chief Deputy - Sheriff Communicatn Officer Supervisor Computer Forensic Specialist Computer Operator Computer Operator - Sr/Ld Counselor Crime Scene Specialist Crime Scene Specialist-Sheriff Crime Scene Supervisor Database Administrator Deputy Director Detention Officer Detention Officer Captain Detention Officer Lieutenant Detention Officer Sergeant Dietitian/Nutritionist Director Educator - Detention Educator Assistant Elected Emergency Dispatch Supervisor Emergency Dispatcher Emergency Operator Environmental Specialist Equipment Operator Executive Assistant Field Operations Supervisor Finan/Business Analyst - Dept Financial Supervisor - Dept Fingerprint Analyst Fingerprint Supervisor Fingerprint Technician Food Service Worker Food Services Shift Supervisor General Laborer General Laborer Supervisor GIS Programmer/Analyst GIS Programmer/Analyst - Ld GIS Technician Help Desk Coordinator Help Desk Coordinator - Sr/Ld Human Resources Specialist Human Resources Supervisor Human Resources Support Supv Internal Auditor Investigator Investigator FY 2009 ADOPTED 4.00 13.00 2.00 23.00 3.00 1.00 4.00 5.00 4.00 2.00 2.00 2.00 2.00 5.00 1.00 1.00 6.00 4.00 9.00 50.00 7.00 2.00 9.00 1,898.50 14.00 73.00 216.00 1.00 2.00 17.00 14.00 1.00 4.00 29.00 6.00 4.00 3.00 1.00 2.00 1.00 4.00 10.00 12.00 46.00 5.00 1.00 1.00 1.00 3.00 1.00 5.00 3.00 2.00 1.00 9.00 FY 2010 ADOPTED 4.00 13.00 2.00 20.00 1.00 1.00 4.00 7.00 3.00 1.00 1.00 2.00 2.00 5.00 1.00 1.00 3.00 4.00 4.00 8.00 4.00 3.00 2.00 8.00 1,896.00 13.00 72.00 215.00 1.00 2.00 17.00 14.00 1.00 4.00 25.00 5.00 4.00 1.00 1.00 2.00 1.00 4.00 16.00 3.00 12.00 7.00 10.00 33.00 4.00 1.00 1.00 1.00 3.00 5.00 3.00 2.00 1.00 5.00 - 858 FY 2010 REVISED 4.00 13.00 2.00 20.00 1.00 1.00 4.00 7.00 3.00 1.00 1.00 2.00 2.00 5.00 1.00 1.00 3.00 4.00 4.00 8.00 4.00 3.00 2.00 8.00 1,896.00 13.00 72.00 215.00 1.00 2.00 17.00 14.00 1.00 4.00 25.00 5.00 4.00 1.00 1.00 2.00 1.00 4.00 16.00 3.00 12.00 7.00 10.00 33.00 4.00 1.00 1.00 1.00 3.00 5.00 3.00 2.00 1.00 5.00 - FY 2010 FORECAST 4.00 13.00 2.00 20.00 1.00 1.00 4.00 7.00 3.00 1.00 1.00 2.00 2.00 5.00 1.00 1.00 3.00 4.00 4.00 8.00 8.00 3.00 2.00 8.00 1,899.00 14.00 73.00 216.00 1.00 2.00 17.00 14.00 1.00 4.00 29.00 6.00 4.00 3.00 1.00 2.00 1.00 4.00 16.00 3.00 15.00 10.00 12.00 35.00 4.00 1.00 1.00 1.00 3.00 5.00 3.00 2.00 1.00 2.00 - FY 2011 ADOPTED 4.00 12.00 2.00 19.00 1.00 1.00 4.00 6.00 3.00 1.00 1.00 2.00 2.00 4.00 1.00 1.00 3.00 4.00 4.00 4.00 8.00 3.00 2.00 8.00 1,743.00 11.00 64.00 201.00 1.00 2.00 17.00 14.00 1.00 4.00 29.00 6.00 4.00 3.00 1.00 2.00 1.00 4.00 15.00 3.00 15.00 77.00 17.00 58.00 4.00 1.00 1.00 1.00 3.00 5.00 2.00 2.00 1.00 2.00 - REV TO ADPT VAR % 0.0% (1.00) -7.7% 0.0% (1.00) -5.0% 0.0% 0.0% 0.0% (1.00) -14.3% 0.0% 0.0% 0.0% 0.0% 0.0% (1.00) -20.0% 0.0% 0.0% 0.0% 0.0% 0.0% (4.00) -50.0% N/A 4.00 100.0% 0.0% 0.0% 0.0% (153.00) -8.1% (2.00) -15.4% (8.00) -11.1% (14.00) -6.5% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 4.00 16.0% 1.00 20.0% 0.0% 2.00 200.0% 0.0% 0.0% 0.0% 0.0% (1.00) -6.3% 0.0% 3.00 25.0% 70.00 1000.0% 7.00 70.0% 25.00 75.8% 0.0% 0.0% 0.0% 0.0% 0.0% N/A 0.0% (1.00) -33.3% 0.0% 0.0% (3.00) -60.0% N/A Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Sheriff Staffing by Market Range Title (continued) MARKET RANGE TITLE - CONTINUED IS Project Manager - Sr/Ld IT Consultant IT Division Manager IT Services Supv Justice System Clerk Justice System Clerk Lead Justice System Clerk Supv Law Enforcement Captain Law Enforcement Lieutenant Law Enforcement Officer Law Enforcement Sergeant Legal Support Specialist Legal Support Supervisor Librarian Library Clerk Library Paraprofessional Licensed Practical Nurse Management Analyst Materials Handling Worker Materials Inventory Specialist Mechanic - Aviation Mechanic Supervisor Mechanic Supervisor - Aviation Media Specialist Office Assistant Office Assistant Specialized Operations Support Analyst Operations Support Anlst-Sr/Ld Operations/Program Manager Operations/Program Supervisor PC/LAN Analyst PC/LAN Tech Support Pilot Polygraph Examiner Preventive Maintenance Tech Procurement Specialist Procurement Supervisor - Dept Program Coordinator Program Supervisor Programmer/Analyst Programmer/Analyst - Sr/Ld Psychologist Sheriff Record Specialist Sheriff Record Specialist Lead Sheriff Record Specialist Supv Social Worker Social Worker Supervisor Systems Admin & Analysis Mgr Systems/Network Administrator Systems/Network Admin-Sr/Ld Technical Support Mgr Telecommunications Tech Telecommunications Tech-Sr/Ld Trades Specialist Trades Supervisor Web Designer/Developer Department Total FY 2009 ADOPTED 2.00 1.00 1.00 2.00 66.00 7.00 4.00 22.00 36.00 655.00 93.00 13.00 1.00 1.00 1.00 1.00 1.00 3.00 20.00 5.00 2.00 1.00 1.00 75.00 40.00 4.00 1.00 5.00 7.00 4.00 5.00 2.00 4.00 5.00 1.00 3.00 3.00 8.00 3.00 3.00 50.00 6.00 8.00 47.00 9.00 1.00 4.00 5.00 2.00 1.00 3.00 7.00 1.00 2.00 3,809.50 FY 2010 ADOPTED 1.00 1.00 1.00 2.00 54.00 7.00 4.00 19.00 36.00 632.00 92.00 12.00 1.00 1.00 1.00 1.00 1.00 3.00 20.00 5.00 2.00 1.00 1.00 60.00 32.00 3.00 1.00 4.00 8.00 4.00 5.00 2.00 3.00 0.50 5.00 1.00 3.00 3.00 6.00 3.00 1.00 46.00 5.00 7.00 46.00 7.00 1.00 3.00 5.00 2.00 1.00 3.00 2.00 1.00 2.00 3,662.50 859 FY 2010 REVISED 1.00 1.00 1.00 2.00 54.00 7.00 4.00 19.00 36.00 632.00 92.00 12.00 1.00 1.00 1.00 1.00 1.00 3.00 20.00 5.00 2.00 1.00 1.00 60.00 32.00 3.00 1.00 4.00 8.00 4.00 5.00 2.00 3.00 0.50 5.00 1.00 3.00 3.00 6.00 3.00 1.00 46.00 5.00 7.00 46.00 7.00 1.00 3.00 5.00 2.00 1.00 3.00 2.00 1.00 2.00 3,662.50 FY 2010 FORECAST 1.00 1.00 1.00 2.00 63.00 7.00 4.00 22.00 35.00 636.00 91.00 12.00 1.00 1.00 1.00 1.00 1.00 3.00 20.00 5.00 2.00 1.00 3.00 60.00 33.00 3.00 1.00 6.00 8.00 4.00 5.00 3.00 3.00 5.00 1.00 3.00 3.00 6.00 3.00 2.00 51.00 5.00 8.00 47.00 8.00 1.00 3.00 5.00 2.00 1.00 3.00 7.00 1.00 2.00 3,720.00 FY 2011 ADOPTED 1.00 1.00 1.00 2.00 63.00 7.00 4.00 17.00 32.00 621.00 89.00 11.00 1.00 1.00 1.00 1.00 1.00 3.00 18.00 5.00 2.00 1.00 2.00 59.00 28.00 3.00 1.00 6.00 7.00 4.00 5.00 3.00 3.00 5.00 1.00 3.00 2.00 6.00 3.00 2.00 48.00 3.00 8.00 43.00 8.00 3.00 5.00 2.00 1.00 3.00 7.00 1.00 2.00 3,575.00 REV TO VAR 9.00 (2.00) (4.00) (11.00) (3.00) (1.00) (2.00) 1.00 (1.00) (4.00) 2.00 (1.00) 1.00 (0.50) (1.00) 1.00 2.00 (2.00) 1.00 (3.00) 1.00 (1.00) 5.00 (87.50) ADPT % 0.0% 0.0% 0.0% 0.0% 16.7% 0.0% 0.0% -10.5% -11.1% -1.7% -3.3% -8.3% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% -10.0% 0.0% 0.0% N/A 0.0% 100.0% -1.7% -12.5% 0.0% 0.0% 50.0% -12.5% 0.0% 0.0% 50.0% 0.0% -100.0% 0.0% 0.0% 0.0% -33.3% 0.0% 0.0% 100.0% 4.3% -40.0% 14.3% -6.5% 14.3% -100.0% 0.0% 0.0% 0.0% 0.0% 0.0% 250.0% 0.0% 0.0% -2.4% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Sheriff Staffing by Fund FUND 100 - GENERAL 251 - SHERIFF GRANTS 252 - INMATE SERVICES 255 - DETENTION OPERATIONS DEPARTMENT TOTAL FY 2009 ADOPTED 967.00 35.00 126.00 2,681.50 3,809.50 FY 2010 ADOPTED 908.50 29.00 164.00 2,561.00 3,662.50 FY 2010 REVISED 908.50 29.00 164.00 2,561.00 3,662.50 FY 2010 FORECAST 909.00 18.00 148.00 2,572.00 3,720.00 FY 2011 ADOPTED 919.00 18.00 95.00 2,543.00 3,575.00 REV TO ADPT VAR % 10.50 1.2% (11.00) -37.9% (69.00) -42.1% (18.00) -0.7% (87.50) -2.4% Significant Variance Analysis The majority of FTE changes in FY 2010-11 result from: 1. Shifting Court Security positions (16 FTE) from the Inmate Services Fund to the General Fund. 2. Shifting Inmate Classification positions (37 FTE) from the Inmate Services Fund to the Detention Fund. 3. Eliminating Detention positions (67 FTE) at the Towers Jail due to a decline in the inmate population. 4. Converting food service positions from Detention Officers to Food Service Workers (67 FTE) per the approved Detention staffing plan (Liebert). 5. Converting Food Service positions from Detention Sergeants to Food Service Supervisors (5 FTE) per the approved Detention staffing plan (Liebert). 6. Converting Distribution positions from Detention Officers to General Laborers (24 FTE) per the approved Detention staffing plan (Liebert). 7. Creating Detention Officer positions (9 FTE) to staff additional Power Squad units for Correctional Health Services. General Adjustments Adjustments: General Fund (100) • Increase Licenses and Permit revenue and Miscellaneous revenue, $95,000. • Increase Regular Benefits by $1,075,140 for employee health and dental premium increases. • Increase Regular Benefits by $294,633 for an increase in retirement contribution rates. • Right-size expenditures to FY 2010 forecasted levels for a net increase of $669,462 which includes: o Other Pay, ($27,275) o Overtime, ($205,315) o Reducing budgeted pay to actual pay (salary slack), ($1,228) o Fuel, $500,000 o Non-Capital Equipment, ($30,000) o Health Services, ($45,000) o Repairs and Maintenance, $100,000 o Travel, $20,000 o Education and Training, ($15,000) o Utilities, $65,000 o Capital Equipment ($9,000) o Debt Service, $317,280. • Increase vacancy savings to 6% to reflect a higher level of vacant positions, ($661,901). • Increase vacancy savings for temporary positions, ($130,000). 860 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Sheriff • Eliminate various positions vacated in the FY 2009-10 Post Employment Health Plan Enhancement Program, ($683,011). • Reduce expenditures for the annual update to the allocation of indirect costs from the General Fund to the Detention Fund, ($2,385,933). Donations Fund (203) • Right-size revenue and expenditures to FY 2010 forecasted levels, ($58,340). Sheriff RICO Fund (212) • Eliminate the revenue and expenditure appropriations until an audit is performed to determine the appropriateness of expenditures ($2,655,000). Sheriff Jail Enhancement Fund (214) • Eliminate the revenue and expenditure appropriations until an audit is performed to determine the appropriateness of expenditures, ($2,205,000). Sheriff Grants Fund (251) • Increase Regular Benefits by $21,384 for employee health and dental premium increases. • Increase Regular Benefits by $6,274 for an increase in retirement contribution rates. • Reduce General Supplies to absorb increased benefit costs, ($27,658). • Reduce revenues and expenditures to reflect lower anticipated grant receipts, ($2,115,160). Inmate Services Fund (252) • Increase Regular Benefits by $175,827 for employee health and dental premium increases. • Increase Regular Benefits by $14,927 for an increase in retirement contribution rates. • Right-size expenditures to FY 2010 forecasted levels for a net reduction of $263,468 which includes: o Other Pay, ($14,819) o Other Services, ($138,649) o Repairs and Maintenance, ($50,000) o Postage/Freight/Shipping, ($60,000). • Reduce expenditures for the required savings of two positions vacated in the FY 2009-10 Post Employment Health Plan Enhancement Program, including the inactivation of a Law Enforcement Officer position, ($75,087). • Reduce interest revenue due to lower fund balance and interest rates, ($250,000). Inmate Health Services Fund (254) • (Non-Recurring) – A fund transfer to utilize fund balance for the Electronic Medical Records Project is budgeted in Non-Recurring/Non-Project (0001), $600,000. Detention Fund (255) • Increase Regular Benefits by $3,055,536 for employee health and dental premium increases. • Reduce Regular Benefits by $784,783 for an increase in retirement contribution rates. • Right-size expenditures to FY 2010 forecasted levels for a net decrease of $2,767,198 which includes: o Other Pay, ($100,864) o Reducing budgeted pay to actual pay, ($9,679) o Travel, $30,000 o Utilities, ($75,000) o Capital Equipment ($396,548) o Debt Service, $238,850 o Healthcare Services, ($75,000) o Other Services, ($165,000) o Overtime, ($2,110,505) o Allocating the salary and benefits of the Jail Management System (JMS) programmer to the JMS project budget, ($103,452). 861 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Sheriff • • Increase expenditures due to increased County Risk Management charges, $140,722. Eliminate various positions vacated in the FY 2009-10 Post Employment Health Plan Enhancement Program, ($897,006). • Increase expenditures for the annual update to the allocation of indirect costs from the General Fund to the Detention Fund, $2,385,933. NOTE: Telecommunication charges for Detention Fund radios in the amount of $1,019,005 are funded in Non-Departmental. Programs and Activities Custody Management Program The purpose of the Custody Management Program is to provide a safe and secure environment to inmates and Maricopa County Sheriff's Office staff so that the inmates can be properly and expeditiously processed through the system. Mandates: A.R.S. §§11-441 and 31-121 establish that the Sheriff’s Office is responsible for the operation of County jails and detention, including receiving and providing food, clothing, and bedding for all persons who are committed to jail. Program Results Measure Description Percent of Inmates graduating from Alpha classes who do not return to jail within 2 years Percent of adult inmate participants who receive GEDs % of Eligible inmate population participating in education classes Percent of fingerprint sets processed Percent of available inmate labor hours worked % of Accurate inmate releases (inmates released according to procedure) Percent of requested items sold TBD TBD TBD % of MEAL activity food costs avoided using donated food % of prisoners handled within 24 hours (booked/classified/or released) % of Inmates not assaulted by other inmates while in custody % of seriously mentally ill addictive treatment participants who don't return to jail within two years REV VS ADPT VAR % (87.0%) -100.0% FY 2009 ACTUAL 0.0% FY 2010 REVISED 87.0% FY 2011 ADOPTED 0.0% 0.0% 9.7% 0.0% (9.7%) -100.0% 0.0% 79.6% 63.0% (16.5%) -20.8% 0.0% 100.0% 59.3% 100.0% 100.0% 100.0% 40.7% 0.0% 68.6% 0.0% 100.0% 100.0% 100.0% 0.0% 0.0% 0.0% N/A N/A N/A 0.0% 77.0% N/A N/A N/A 0.0% 100.0% N/A N/A N/A 0.0% 23.0% N/A N/A N/A 0.0% 29.9% N/A N/A N/A N/A 0.0% 100.0% 100.0% 0.0% 0.0% 99.3% 99.6% 99.6% (0.0%) -0.0% N/A N/A N/A N/A N/A 862 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Sheriff Activities that comprise this program include: • Inmate Addictive Recovery • Inmate Education • Inmate Fingerprint Identification • Inmate Labor • Inmate Release • Inmate Canteen and Special Services • • • • • • Inmate Transport Inmate Skills Training Inmate Related Mandates Meals Intake Adult Detention Management Inmate Addictive Recovery Activity The purpose of the Inmate Addictive Recovery Activity is to provide addictive recovery treatment and rehabilitation services to adult and juvenile inmates so that they will not return to jail. Mandates: This is a non-mandated activity. Measure Type Result Output Output Demand Efficiency Revenue Measure Description Percent of Inmates graduating from Alpha classes who do not return to jail within 2 years # of Alpha program participants Number of Inmates graduating from Alpha classes # of Alpha program applicants Cost per Alpha program participant FY 2009 ACTUAL 0.0% FY 2010 REVISED 87.0% $ 671 1,097.59 $ 656 2,129.78 $ 1,224 2,181.36 251 - SHERIFF GRANTS TOTAL SOURCES $ $ 45,586 45,586 $ $ 76,924 76,924 $ $ 251 - SHERIFF GRANTS 252 - INMATE SERVICES 255 - DETENTION OPERATIONS TOTAL USES $ 48,800 786,127 17,904 852,831 $ 76,924 1,320,192 21 $ 1,397,137 $ 777 390 REV VS ADPT VAR % (87.0%) -100.0% FY 2011 ADOPTED 0.0% 656 524 656 260 (264) 0.0% -50.4% $ 568 (51.58) 86.6% -2.4% 74,393 74,393 $ $ (2,531) (2,531) -3.3% -3.3% 75,027 1,355,947 $ 1,430,974 $ 1,897 (35,755) 21 (33,837) 2.5% -2.7% 100.0% -2.4% Expenditure $ $ Inmate Education Activity The purpose of the Inmate Education Activity is to provide classes to jailed juvenile and adult inmates so that qualifying juveniles receive special education and inmates participating in general education programs receive their GEDs. Mandates: A.R.S. §§15-913.01 and 31-121 establish that the Sheriff’s Office must offer an education program for inmates under the age of 18 and disabled inmates under the age of 21. The teaching method for this program is to be determined by the Sheriff’s Office and the Office of the Superintendent of Schools. 863 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Output Output Demand Efficiency Revenue Measure Description Percent of adult inmate participants who receive GEDs % of Eligible inmate population participating in education classes # of imates participating in education classes # of inmate population eligible for education classes Number of Inmate population eligible for education classes Cost per inmate education participant Department Strategic Plans and Budgets Sheriff FY 2009 ACTUAL 0.0% FY 2010 REVISED 9.7% FY 2011 ADOPTED 0.0% 0.0% 79.6% 63.0% 2,829 3,041 3,795 3,795 REV VS ADPT VAR % (9.7%) -100.0% (16.5%) -20.8% 2,199 (842) -27.7% 3,821 3,488 (333) -8.7% 3,821 3,488 (333) -8.7% $ 520.20 $ 682.79 $ 832.26 $ (149.47) -21.9% 203 - SHERIFF DONATIONS 251 - SHERIFF GRANTS TOTAL SOURCES $ 1,000 345,270 346,270 $ 310,965 310,965 $ 357,729 357,729 $ 46,764 46,764 N/A 15.0% 15.0% 251 - SHERIFF GRANTS 252 - INMATE SERVICES 255 - DETENTION OPERATIONS TOTAL USES $ (44,897) 341,645 (50,513) 246,235 -14.4% 20.5% -51.5% 11.9% $ $ $ $ Expenditure 303,566 1,012,252 155,691 $ 1,471,509 $ 310,963 1,667,242 98,172 $ 2,076,377 $ 355,860 1,325,597 148,685 $ 1,830,142 $ $ Inmate Fingerprint Identification Activity The purpose of the Inmate Fingerprint Identification Activity is to provide identification of individuals booked into Sheriff’s Custody to law enforcement agencies so that they can be properly detained. Mandates: This Activity supports the mandate of the Sheriff’s Office under A.R.S. §§11-441 and 31121, which require the Sheriff’s Office to be responsible for county jails and inmate detention. Measure Type Result Output Demand Efficiency Expenditure Measure Description Percent of fingerprint sets processed # of fingerprint sets processed (verified) Number of Fingerprint sets taken Cost per fingerprint set processed (verified) FY 2009 FY 2010 FY 2011 ACTUAL REVISED ADOPTED 0.0% 59.3% 100.0% 158,280 164,316 144,296 140,460 143,000 170,448 $ 10.36 $ 10.51 $ 12.27 $ 255 - DETENTION OPERATIONS TOTAL USES $ 1,640,073 $ 1,640,073 $ 1,726,988 $ 1,726,988 $ 1,770,703 $ 1,770,703 $ $ REV VS ADPT VAR % 40.7% 68.6% (20,020) -12.2% 27,448 19.2% (1.76) -16.8% (43,715) (43,715) -2.5% -2.5% Inmate Labor Activity The purpose of the Inmate Labor Activity is to Provide work management for fully sentenced inmates so that work can be credited toward reduced sentence time for eligible inmates and accomplished at a reduced cost to the public. Mandates: Inmate labor programs are not mandated functions of the Sheriff’s Office. A.R.S. §11-455 and A.R.S. Title 31, Chapter 1, Article 3 (§§31-141 through 31-146) establish that the Sheriff’s Office may require convicted inmates to perform labor as part of their sentence. The Sheriff’s Office is responsible for maintaining management and supervision of inmates who are performing labor. 864 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Demand Efficiency Expenditure Department Strategic Plans and Budgets Sheriff Measure Description Percent of available inmate labor hours worked # of Inmate Labor Hours Worked Number of Inmate labor hours worked INLA Cost Per Inmate Labor Hour Worked FY 2009 ACTUAL 100.0% 3,509,352 3,509,352 $ 0.17 3,509,352 3,509,352 $ 0.19 3,509,352 3,509,352 $ 0.17 255 - DETENTION OPERATIONS TOTAL USES $ $ $ $ $ $ 604,481 604,481 FY 2010 REVISED 100.0% 674,697 674,697 FY 2011 ADOPTED 100.0% 604,181 604,181 REV VS ADPT VAR % 0.0% 0.0% $ 0.02 0.0% 0.0% 10.5% $ $ 70,516 70,516 10.5% 10.5% Inmate Release Activity The purpose of the Inmate Release Activity is to Provide charge disposition services to inmates, criminal justice agencies, and the public so that inmates can be accurately and expeditiously released from custody. Mandates: This activity supports the overall mandate of the Custody Management Program. Measure Type Result Output Demand Efficiency Revenue Measure Description % of Accurate inmate releases (inmates released according to procedure) Number of Inmates released # of Inmates ordered for release Cost per inmate released FY 2009 ACTUAL 100.0% $ 130,808 130,808 33.50 251 - SHERIFF GRANTS TOTAL SOURCES $ $ 214 - SHERIFF JAIL ENHANCEMENT 251 - SHERIFF GRANTS 255 - DETENTION OPERATIONS TOTAL USES $ FY 2010 REVISED 100.0% $ 130,528 130,531 39.09 138,501 138,501 $ $ 1,759 137,946 4,242,522 $ 4,382,227 $ REV VS ADPT VAR % 0.0% 0.0% FY 2011 ADOPTED 100.0% $ 124,036 124,036 41.20 $ 136,500 136,500 $ $ 136,500 136,500 $ $ 122,182 136,500 4,843,239 $ 5,101,921 $ 139,763 4,970,158 $ 5,109,921 $ (6,492) (6,495) (2.11) - -5.0% -5.0% -5.4% 0.0% 0.0% Expenditure $ 122,182 (3,263) (126,919) (8,000) 100.0% -2.4% -2.6% -0.2% Inmate Canteen and Special Services Activity The purpose of the Inmate Canteen and Special Services Activity is to Provide a self-supporting program where toilet articles, candy, notions, and other sundries can be sold to inmates so that proceeds can be used to fund programs for inmate benefit and welfare. Mandates: This is not a mandated function of the Sheriff’s Office. A.R.S. §31-121 allows for the creation of an inmate canteen at the discretion of the Board of Supervisors and dictates that proceeds are to be deposited into a special revenue fund that supports canteen operations. 865 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Demand Efficiency Revenue Department Strategic Plans and Budgets Sheriff Measure Description Percent of requested items sold # of items sold # of items requested Cost per item sold FY 2009 FY 2010 FY 2011 ACTUAL REVISED ADOPTED 0.0% 77.0% 100.0% 351,158 343,236 308,916 459,566 447,892 404,324 $ 15.78 $ 11.76 $ 12.63 $ 252 - INMATE SERVICES TOTAL SOURCES $ 8,903,368 $ 8,903,368 $ 14,520,364 $ 14,520,364 $ 10,799,768 $ 10,799,768 $ (3,720,596) $ (3,720,596) -25.6% -25.6% 203 - SHERIFF DONATIONS 252 - INMATE SERVICES 255 - DETENTION OPERATIONS TOTAL USES $ $ $ $ N/A 3.3% 100.0% 3.3% REV VS ADPT VAR % 23.0% 29.9% (34,320) -10.0% (43,568) -9.7% (0.87) -7.4% Expenditure 445 5,540,257 $ 5,540,702 4,035,558 21 $ 4,035,579 3,900,525 $ 3,900,525 $ 135,033 21 135,054 Adjustments: • Reduce canteen and telephone revenue as a result of a decline in inmate population, ($3,470,596). Inmate Transport Activity The purpose of the Inmate Transport Activity is to Provide confined and secured prisoner/inmate transportation, primarily to court, so they arrive at scheduled destination points without incident. Mandates: This activity supports the overall mandate of the Custody Management Program. Measure Type Result Output Demand Efficiency Expenditure Measure Description TBD # of Inmates transported to court # of Court ordered transports Cost per inmate transported to court 100 - GENERAL 214 - SHERIFF JAIL ENHANCEMENT 252 - INMATE SERVICES 255 - DETENTION OPERATIONS TOTAL USES FY 2009 FY 2010 FY 2011 ACTUAL REVISED ADOPTED N/A N/A N/A 161,324 167,304 148,016 161,324 167,304 148,016 $ 126.04 $ 113.10 $ 122.84 $ $ 487,218 1,245,622 18,600,806 $ 20,333,646 $ 70,333 1,306,772 17,545,309 $ 18,922,414 $ 1,264,236 16,917,834 $ 18,182,070 REV VS ADPT VAR % N/A N/A (19,288) -11.5% (19,288) -11.5% (9.74) -8.6% $ (1,264,236) 70,333 1,306,772 627,475 $ 740,344 N/A 100.0% 100.0% 3.6% 3.9% Adjustments: • Transfer Court Security positions (16.0 FTE) from the Inmate Services Fund to the General Fund, $1,344,933 (net $0). • Eliminate vacant Detention Officer Lieutenant position in the Detention Fund to bring command staff more in line with benchmark staffing ratios, ($91,634). Inmate Skills Training Activity The purpose of the Inmate Skills Training Activity is to provide opportunities to adult and juvenile inmates so they can learn vocational and coping skills. Mandates: A.R.S. §§15-913.01 and 31-121 establish that the Sheriff’s Office must offer an education program for all inmates under the age of 18 and disabled inmates under the age of 21. The teaching method for this program is to be determined by the Sheriff’s Office and the Office of the Superintendent of Schools. 866 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Demand Efficiency Revenue Measure Description Department Strategic Plans and Budgets Sheriff TBD # of Inmate Skills Training Participants # of Inmates Eligible for Skills Training Cost of skills training program per participant FY 2009 FY 2010 FY 2011 ACTUAL REVISED ADOPTED N/A N/A N/A 8,084 9,616 6,464 8,084 9,616 6,464 $ 85.00 $ 23.72 $ 104.15 $ REV VS ADPT VAR % N/A N/A (3,152) -32.8% (3,152) -32.8% (80.44) -339.2% 203 - SHERIFF DONATIONS TOTAL SOURCES $ $ 12,033 12,033 $ $ 36,139 36,139 $ $ 15,000 15,000 $ $ (21,139) (21,139) -58.5% -58.5% 203 - SHERIFF DONATIONS 252 - INMATE SERVICES 255 - DETENTION OPERATIONS TOTAL USES $ 687,177 687,177 $ 45,260 182,766 21 228,047 $ 15,000 658,239 673,239 $ 30,260 (475,473) 21 (445,192) 66.9% -260.2% 100.0% -195.2% Expenditure $ $ $ $ Inmate Related Mandates Activity The purpose of the Inmate Related Mandates Activity is to provide laundry and other services to inmates so that the Sheriff’s Office is in compliance with constitutional, legislative, or judicial mandates. Mandates: This activity supports the overall mandate of the Custody Management Program. Measure Type Result Output Demand Efficiency Expenditure Measure Description TBD # of Inmates receiving mandated services # of Inmates requiring inmate related mandated services Mandated inmate service cost per inmate 203 - SHERIFF DONATIONS 214 - SHERIFF JAIL ENHANCEMENT 252 - INMATE SERVICES 255 - DETENTION OPERATIONS TOTAL USES FY 2009 ACTUAL N/A 9,215 9,215 $ FY 2010 REVISED N/A 9,472 9,472 972.63 $ 595 12,897 1,708,575 7,240,451 $ 8,962,518 $ $ FY 2011 ADOPTED N/A 8,927 8,927 1,046.15 $ 50 32,160 1,870,346 8,006,592 $ 9,909,148 $ REV VS ADPT VAR % N/A N/A (545) -5.8% (545) -5.8% 1,028.55 $ 17.60 1.7% 50 1,367,570 7,814,289 $ 9,181,909 $ 32,160 502,776 192,303 727,239 0.0% 100.0% 26.9% 2.4% 7.3% $ Inmate Meals Activity The purpose of the Meals Activity is to provide healthy meals to inmates so that mandated daily food requirements can be met most cost effectively. Mandates: This activity supports the overall mandate of the Custody Management Program. Measure Type Result Output Output Demand Efficiency Expenditure Measure Description % of MEAL activity food costs avoided using donated food # of Inmate Meals Served $ of MEAL activity food costs # of Inmate Meals Needed Cost per Meal Served (fully loaded) FY 2009 ACTUAL 0.0% 13,186,218 5,088,132 13,186,218 $ 1.45 13,993,924 18,303,764 13,993,924 $ 1.13 13,462,552 18,038,080 13,462,552 $ 1.52 252 - INMATE SERVICES 255 - DETENTION OPERATIONS TOTAL USES $ 2,356,169 16,746,591 $ 19,102,760 $ 1,833,034 13,912,366 $ 15,745,400 $ 2,017,515 18,449,013 $ 20,466,528 867 FY 2010 REVISED 0.0% REV VS ADPT VAR % 0.0% N/A FY 2011 ADOPTED 0.0% (531,372) (265,684) (531,372) (0.40) -3.8% -1.5% -3.8% -35.1% (184,481) (4,536,647) $ (4,721,128) -10.1% -32.6% -30.0% $ $ Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Sheriff Activity Narrative: The increase in the Detention Fund Inmate Meals Activity budget is primarily the result of converting vacant Detention Officers and Sergeants (funded in FY 2010 in various other activities) to Food Service and General Laborer positions. Adjustments: Detention Fund (255) • Convert vacant Detention positions to align with the recommendations in the approved Detention Staffing Plan (Liebert). This includes converting Detention Officer positions to Food Service Worker positions (67 FTE) and Detention Officer Sergeant positions to Food Service Supervisor positions (5 FTE), as well as converting Detention Officer positions to General Laborer positions (24 FTE) (for Distribution), ($791,871). NOTE: The Sheriff’s Office is experiencing $970,000 in savings on the Bulk Flour food contract over 3 years due to a change in procurement process. Intake Activity The purpose of the Intake Activity is to properly and efficiently process prisoners so that they can be assigned and transferred to a Sheriff’s Housing Facility within 24 hours. Mandates: This activity supports the overall mandate of the Custody Management Program. Measure Type Result Output Demand Efficiency Revenue Measure Description % of prisoners handled within 24 hours (booked/classified/or released) # of inmates booked and classified or released # of Prisoners requiring booking (presented for booking) Cost per prisoner booked FY 2009 ACTUAL 0.0% FY 2010 REVISED 100.0% FY 2011 ADOPTED 100.0% $ 118.28 $ 128.33 $ 118.05 251 - SHERIFF GRANTS TOTAL SOURCES $ $ 6,463 6,463 $ $ - $ $ 214 - SHERIFF JAIL ENHANCEMENT 252 - INMATE SERVICES 255 - DETENTION OPERATIONS TOTAL USES $ 108,720 1,968,413 13,302,280 $ 15,379,413 $ 74,698 2,211,290 14,473,736 $ 16,759,724 $ REV VS ADPT VAR % 0.0% 0.0% 130,029 130,600 130,600 - 0.0% 130,054 130,648 130,648 - 0.0% $ 10.28 8.0% - $ $ - N/A N/A 69,726 15,347,952 $ 15,417,678 $ Expenditure 74,698 2,141,564 (874,216) $ 1,342,046 100.0% 96.8% -6.0% 8.0% Adjustments: • Transfer Inmate Classification positions (37 FTE) from the Inmate Services Fund to the Detention Fund, ($2,227,862). Adult Detention Management Activity The purpose of the Adult Detention Management Activity is to provide security, safety, care, custody, and control services to Maricopa County Sheriff's Office staff and inmates so that they can live and work in safe and secure facilities. Mandates: This activity supports the overall mandate of the Custody Management Program. 868 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Demand Efficiency Revenue Department Strategic Plans and Budgets Sheriff Measure Description % of Inmates not assaulted by other inmates while in custody # Inmates Detained Number of inmates requiring detention Quarterly cost per inmate detained FY 2009 ACTUAL 99.3% $ 214 - SHERIFF JAIL ENHANCEMENT 254 - INMATE HEALTH SERVICES 255 - DETENTION OPERATIONS TOTAL SOURCES $ 1,799,981 95,558 35,899,618 $ 37,795,157 $ 2,205,000 149,715 32,863,740 $ 35,218,455 214 - SHERIFF JAIL ENHANCEMENT 252 - INMATE SERVICES 254 - INMATE HEALTH SERVICES 255 - DETENTION OPERATIONS TOTAL USES $ $ 1,529,505 149,715 88,636,666 $ 90,315,886 9,215 9,215 9,593.58 FY 2010 REVISED 99.6% $ 9,472 9,472 9,535.04 REV VS ADPT VAR % (0.0%) -0.0% FY 2011 ADOPTED 99.6% (545) (545) 539.00 -5.8% -5.8% 5.7% $ 97,215 31,563,740 $ 31,660,955 $ (2,205,000) (52,500) (1,300,000) $ (3,557,500) -100.0% -35.1% -4.0% -10.1% $ $ 1,529,505 52,500 8,426,214 $ 10,008,219 100.0% N/A 35.1% 9.5% 11.1% $ 8,927 8,927 8,996.04 $ Expenditure 808,313 780,601 86,813,509 $ 88,402,423 97,215 80,210,452 $ 80,307,667 Activity Narrative: In addition to the adjustments listed below, the decrease in the Detention Fund budget is the result of converting vacant Detention Officers and Sergeants to Food Service and General Laborer positions. Booking and per diem rates charged to cities and towns for holding inmates in County detention facilities are displayed in the table below: Jail Housing Rates FY 2010 FY 2011 Change Booking $ 192.26 $ 188.48 $ (3.78) Per Diem $ 71.66 $ 73.54 $ 1.88 Adjustments: Inmate Health Services Fund (254) • Right-size inmate health services co-payment revenue due to a decline in the inmate population, ($52,500). • Increase expenditures to fund a Counseling Supervisor in the Correctional Health department, $90,182. • Reduce General Supplies, ($142,682). Detention Fund (255) • Reduce booking and per diem revenue as a result of a decline in the inmate population, ($1,300,000). • Reduce Detention staffing at Towers Jail by 50% (Lieutenants, 3 FTE; Sergeants, 5 FTE; Detention Officers, 59 FTE), ($3,615,639). The inmate population is well below the staffed capacity level, and actual utilization at Towers Jail in April 2010 was approximately 33%. • Create additional Detention Officer positions (9 FTE) assigned to Power Squads and allocate the $532,792 cost to Correctional Health Services. This will assist Correctional Health to comply with court orders regarding mental health services. These adjustments have a net impact of zero on the Sheriff’s Office budget. 869 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Sheriff Centralized MCSO Operations Program The purpose of the Centralized MCSO Operations is to provide comprehensive Enforcement and Custody Management program support services that are unique to a Sheriff’s Office operation so that goals can be met in compliance with legal standards by a qualified and productive workforce. Program Results Measure Description % of vehicles receiving preventative maintenance in 24 hrs. or less % of Information System Availability (24x7) % of Applicants that meet Sheriff's Office new hire standards FY 2009 ACTUAL 0.0% FY 2010 REVISED 73.0% FY 2011 ADOPTED 73.0% 100.0% 15.8% 100.0% 19.0% 100.0% 14.3% 0.0% (4.7%) 0.0% -24.9% N/A 100.0% 100.0% 0.0% 0.0% % FTE meeting mandated proficiency Activities that comprise this program include: • Fleet Management • Information Technology • Employee Professional Standards • REV VS ADPT VAR % 0.0% 0.0% Mandated Enforcement and Detention Training Fleet Management Activity The purpose of the Fleet Management Activity is to provide vehicle management services to the MCSO employees so that they can accomplish their assignments. Mandates: This is a non-mandated activity. Measure Type Result Output Demand Efficiency Expenditure Measure Description % of vehicles receiving preventative maintenance in 24 hrs. or less # of Vehicles on preventive maintenance inventory (assigned vehicles managed) # of vehicles in MCSO fleet Cost per vehicle managed 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES FY 2009 ACTUAL 0.0% FY 2010 REVISED 73.0% 744 $ $ $ 769 888.64 407,529 253,620 661,149 FY 2011 ADOPTED 73.0% 743 $ $ $ 764 867.36 381,886 262,566 644,452 REV VS ADPT VAR % 0.0% 0.0% 743 $ $ $ 764 270.40 $ (69,147) $ 270,057 200,910 $ - 0.0% 596.96 0.0% 68.8% 451,033 (7,491) 443,542 118.1% -2.9% 68.8% Information Technology Activity The purpose of the Information Technology Activity is to provide IT leadership and services to MCSO bureaus so that communication and processes can be accomplished more efficiently through automation. Mandates: This is a non-mandated activity. 870 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Demand Efficiency Revenue Department Strategic Plans and Budgets Sheriff Measure FY 2009 FY 2010 FY 2011 Description ACTUAL REVISED ADOPTED % of Information System Availability (24x7) 100.0% 100.0% 100.0% Days information/telecommunications systems 364 365 365 operational (24x7) Number of Days 365 365 365 information/telecommunications systems required MCSI cost per operational day $ 12,331.69 $ 12,136.32 $ 8,622.81 $ 100 - GENERAL TOTAL SOURCES $ $ 20,952 20,952 100 - GENERAL 252 - INMATE SERVICES 255 - DETENTION OPERATIONS TOTAL USES $ 2,711,948 1,177,235 598,320 $ 4,487,503 $ $ 119,569 119,569 $ $ 111,038 111,038 $ $ $ 1,381,256 20,200 1,745,869 $ 3,147,325 $ REV VS ADPT VAR % 0.0% 0.0% 0.0% - 0.0% 3,513.51 29.0% (8,531) (8,531) -7.1% -7.1% 822,739 1,328,541 (868,849) $ 1,282,431 37.3% 98.5% -99.1% 29.0% Expenditure $ 2,203,995 1,348,741 877,020 $ 4,429,756 Adjustments: General Fund (100) • Eliminate vacant Systems Administration and Analysis Manager position vacated in the FY 2008-09 Post Employment Health Plan Enhancement Program, ($90,659). Inmate Services Fund (252) • (Non-Recurring) - Increase expenditures by $500,000 to fund professional services and training to complete the Jail Management System (JMS) Migration project. Phase 1 of the project is scheduled for completion in FY 2009-10; Phase 2 is scheduled for completion in FY 2010-11. Employee Professional Standards Activity The purpose of the Employee Professional Standards Activity is to provide administrative investigative services for the Maricopa County Sheriff's Office so that qualified employees can be hired and retained. Mandates: This activity supports the mandates of the Enforcement and Custody Management Programs. Measure Type Result Output Demand Efficiency Measure Description % of Applicants that meet Sheriff's Office new hire standards # of new hire standards reviews conducted # of new hire standards reviews required Cost per Sheriff's Office applicant standards review FY 2009 ACTUAL 15.8% $ 848 1,287 3,014.48 FY 2010 REVISED 19.0% $ 1,376 2,256 1,752.23 REV VS ADPT VAR % (4.7%) -24.9% FY 2011 ADOPTED 14.3% $ 804 804 2,941.57 $ (572) (1,452) (1,189.34) -41.6% -64.4% -67.9% (733,271) 3,000 5,200 771,115 46,044 -74.7% 100.0% 100.0% 54.3% 1.9% Expenditure 100 - GENERAL 212 - SHERIFF RICO 214 - SHERIFF JAIL ENHANCEMENT 255 - DETENTION OPERATIONS TOTAL USES $ 897,063 9,400 1,649,820 $ 2,556,283 $ 981,770 3,000 5,200 1,421,097 $ 2,411,067 $ 1,715,041 649,982 $ 2,365,023 $ $ Mandated Enforcement and Detention Training Activity The purpose of the Mandated Enforcement and Detention Training Activity is to provide mandated training to Maricopa County Sheriff's Office compensated and non-compensated sworn and detention personnel so that they can be prepared/certified to perform job and maintain proficiency standards. 871 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Sheriff Mandates: This activity supports the mandates of the Enforcement and Custody Management Programs. Measure Type Result Output Output Demand Efficiency Measure Description % FTE meeting mandated proficiency # of Mandated Proficiency Standards Training Program Participants # FTE # of MCSO FTE who are required to meet mandated proficiency standards Cost per mandated training program participant FY 2009 ACTUAL N/A 2,864 FY 2010 REVISED 100.0% 2,889 2,864 REV VS ADPT VAR % 0.0% 0.0% (95) -3.3% FY 2011 ADOPTED 100.0% 2,794 2,889 2,889 2,794 2,794 (95) (95) 2.47 -3.3% -3.3% $ 2,226.82 $ 1,841.91 $ 1,839.44 $ 0.1% 251 - SHERIFF GRANTS TOTAL SOURCES $ $ 132,783 132,783 $ $ 90,143 90,143 $ $ - $ $ (90,143) (90,143) -100.0% -100.0% 100 - GENERAL 212 - SHERIFF RICO 214 - SHERIFF JAIL ENHANCEMENT 251 - SHERIFF GRANTS 255 - DETENTION OPERATIONS TOTAL USES $ 2,964,412 14,125 13,449 121,190 3,263,889 $ 6,377,065 $ 864,981 3,000 20,900 90,143 4,342,257 $ 5,321,281 $ 305,394 4,833,991 $ 5,139,385 $ 559,587 3,000 20,900 90,143 (491,734) 181,896 64.7% 100.0% 100.0% 100.0% -11.3% 3.4% Revenue Expenditure $ Adjustments: General Fund (100) • Eliminate vacant Detention Officer Sergeant position to bring command staff more in line with benchmark staffing ratios, ($69,263). Enforcement Program The purpose of the Enforcement Program is to provide law enforcement response relative to crime, criminal activity, and events that disrupt order and threaten public safety so the public feels safe and secure in the community. Mandates: A.R.S. §11-441 establishes that the Sheriff’s Office is responsible for preserving the peace, preventing and suppressing breaches of the peace, and arresting all persons who attempt to commit or who have committed a public offense. 872 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Sheriff Program Results Measure Description TBD REV VS ADPT VAR % N/A N/A FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED N/A 87.5% 86.9% 0.0% (86.9%) -100.0% N/A N/A N/A 100.0% N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 100.0% 100.0% 100.0% 0.0% 0.0% N/A 49.2% N/A N/A N/A 28.3% 26.0% 0.0% (26.0%) -100.0% 31.9% N/A 62.9% N/A 61.9% N/A (1.0%) N/A -1.5% N/A 50.5% 44.9% 50.7% 5.8% 13.0% N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 0.0% N/A 100.0% N/A 100.0% N/A 0.0% N/A 0.0% N/A % of level 1 priority calls dispatched under threshold (within standards--10 seconds) TBD % of Zero-injury Enforcement Support Specialized Responses Percent of Court employees surveyed who respond they feel reasonably secure at work (%) Subjects returned within court requested time frame % of Jail and Criminal Intelligence items forwarded to law enforcement % of General investigation cases cleared by arrest % of cases cleared % of Participants (respondents) who benefit from MCSO crime prevention program % of Priority 1 calls responded to within 5 minutes or less Percent of item records managed with automation % Calls for SMI evaluations resulting in transport to a non-jail facility % of missions resulting in rescue TBD Activities that comprise this program include: • Civil Process • Dispatch • Disaster and Community Threat Disruption Response • Enforcement Support and Specialized Response • Extraditions • • Jail and Criminal Intelligence • Investigations • Community Outreach • Patrol • Property and Evidence • Search and Rescue • Warrants Information Processing 873 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Sheriff Civil Process Activity The purpose of the Civil Process Activity is to provide mandated and statutory services, including taxation, licensing and court directives so that items are processed according to the mandate or statute. Mandates: A.R.S. §11-441 establishes that the Sheriff’s Office is responsible to serve process and notices as prescribed by the courts. A.R.S. §11-445 sets forth the fees to be collected by the Sheriff’s Office for service of process. Measure Type Result Output Output Demand Efficiency Measure Description FY 2009 FY 2010 FY 2011 ACTUAL REVISED ADOPTED TBD N/A N/A N/A Number of items served or processed 44,680 43,848 39,696 TBD N/A N/A N/A Number of items received for action 54,497 52,792 54,824 Cost per item served or procesed (as defined) $ 95.03 $ 87.92 $ 103.19 $ REV VS ADPT VAR % N/A N/A (4,152) -9.5% N/A N/A 2,032 3.8% (15.28) -17.4% Revenue 100 - GENERAL TOTAL SOURCES $ $ 696,842 696,842 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES $ 4,245,319 612 $ 4,245,931 $ $ 474,000 474,000 $ $ 489,000 489,000 $ $ 15,000 15,000 3.2% 3.2% $ 4,096,185 102 $ 4,096,287 $ (241,523) 166 (241,357) -6.3% 61.9% -6.3% Expenditure $ 3,854,662 268 $ 3,854,930 $ Dispatch Activity The purpose of the Dispatch Activity is to provide 24-hour emergency communications operations for the general public and public safety personnel so that calls can be taken and dispatched within standard thresholds. Mandates: This activity supports the overall mandate of the Enforcement Program. Measure Type Result Output Demand Efficiency Revenue Measure Description % of level 1 priority calls dispatched under threshold (within standards--10 seconds) # of Police Service Communications Dispatched # of Incoming police service communications Cost per Police Service call dispatched. FY 2009 ACTUAL 87.5% FY 2010 REVISED 86.9% $ 240,156 10.34 $ 237,376 14.80 $ 234,944 13.58 100 - GENERAL TOTAL SOURCES $ $ 15,972 15,972 $ $ 446,231 446,231 $ $ 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES $ 1,452,856 1,030,200 $ 2,483,056 240,156 REV VS ADPT VAR % (86.9%) -100.0% FY 2011 ADOPTED 0.0% 237,376 234,944 (2,432) -1.0% $ (2,432) 1.22 -1.0% 8.3% 312,858 312,858 $ $ (133,373) (133,373) -29.9% -29.9% $ 1,798,498 1,391,249 $ 3,189,747 $ 557,361 (234,077) 323,284 23.7% -20.2% 9.2% Expenditure $ 2,355,859 1,157,172 $ 3,513,031 $ Disaster and Community Threat Disruption Response Activity The purpose of the Disaster and Community Threat Disruption Response Activity is to provide support to the National Response Plan (NRP) through the State’s Homeland Security Strategy so that acts of terrorism can be prevented and vulnerabilities to critical hazards can be reduced, damage can be minimized, and recovery can take place. 874 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Sheriff Mandates: A.R.S. §11-441 establishes the duty of the Sheriff’s Office to “prevent and suppress all affrays, breaches of the peace, riots, and insurrections which may come to the knowledge of the sheriff.” Measure Type Result Output Output Demand Efficiency Revenue Measure Description TBD # of Days MCSO is prepared to respond to threats and disasters. TBD # of Days MCSO is required to be prepared to respond to threats and disasters Preparedness cost per day $ FY 2009 ACTUAL N/A 365 FY 2010 REVISED N/A 367 FY 2011 ADOPTED N/A 367 N/A 365 N/A 367 N/A 367 REV VS ADPT VAR % N/A N/A 0.0% N/A - N/A 0.0% 4,749.10 $ 1,557.50 $ 2,921.64 $ (1,364.13) -87.6% 251 - SHERIFF GRANTS TOTAL SOURCES $ 1,277,186 $ 1,277,186 $ $ 533,139 533,139 $ 1,063,736 $ 1,063,736 $ $ 530,597 530,597 99.5% 99.5% 100 - GENERAL 212 - SHERIFF RICO 251 - SHERIFF GRANTS 255 - DETENTION OPERATIONS TOTAL USES $ $ 6,950 29,960 533,139 1,555 571,604 $ $ 3,465 29,960 (530,597) (3,465) (500,637) Expenditure 20,051 1,704,693 8,676 $ 1,733,420 $ 3,485 1,063,736 5,020 $ 1,072,241 $ 49.9% 100.0% -99.5% -222.8% -87.6% Enforcement Support and Specialized Response Activity The purpose of the Enforcement Support and Specialized Response Activity is to provide patrol resources including personnel with special training and equipment for non-routine situations so that injury/damage can be avoided or controlled. Mandates: This activity supports the overall mandate of the Enforcement Program. 875 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Output Output Output Demand Efficiency Measure Description % of Zero-injury Enforcement Support Specialized Responses Percent of Court employees surveyed who respond they feel reasonably secure at work Number of Calls for Service Responses by Patrol Resources Bureau units # of Enforcement Support Specialized Responses Number of Court employees surveyed Number of Calls for Service requiring Patrol Resource Bureau assistance Cost per Enforcement Support Specialized Response Department Strategic Plans and Budgets Sheriff FY 2009 ACTUAL N/A FY 2010 REVISED 100.0% FY 2011 ADOPTED N/A N/A N/A N/A N/A N/A - 3,980 - (3,980) -100.0% - 3,980 - (3,980) -100.0% N/A - N/A 3,980 N/A - N/A (3,980) N/A -100.0% N/A N/A N/A 80,000 (37,201) 42,799 30.8% -78.0% 13.9% (83,422) 27,530 67,960 121,822 (27,359) 106,531 -0.8% 73.9% 100.0% 100.0% N/A -4.3% 1.0% N/A $ 2,717.61 REV VS ADPT VAR % N/A N/A Revenue 100 - GENERAL 203 - SHERIFF DONATIONS TOTAL SOURCES $ 449,095 26,569 475,664 $ 100 - GENERAL 203 - SHERIFF DONATIONS 212 - SHERIFF RICO 214 - SHERIFF JAIL ENHANCEMENT 252 - INMATE SERVICES 255 - DETENTION OPERATIONS TOTAL USES $ 10,543,251 39,300 148,233 107,457 244,553 759,835 $ 11,842,629 $ 260,000 47,701 307,701 $ $ $ 340,000 10,500 350,500 $ $ Expenditure $ 9,945,758 37,230 67,960 121,822 643,308 $ 10,816,078 $ 10,029,180 9,700 670,667 $ 10,709,547 $ $ Extraditions Activity The purpose of the Extraditions Activity is to return subjects to Arizona who are wanted on Maricopa County Superior Court warrants and are in-custody in other states or countries so that can appear in court when requested. Mandates: A.R.S. Title 13, Chapter 38, Article 5 (§§13-3841 through 13-3870.02) establishes the rules for and conditions under which a law enforcement agency is required to facilitate extraditions from other jurisdictions. Measure Type Result Output Demand Efficiency Expenditure Measure Description (%) Subjects returned within court requested time frame # Subjects returned # Requests for return of subjects Cost per subject returned 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES FY 2009 ACTUAL 100.0% $ 558 558 2,543.56 $ 9 1,419,299 $ 1,419,308 FY 2010 REVISED 100.0% $ $ $ 548 548 1,757.68 14,509 948,701 963,210 FY 2011 ADOPTED 100.0% $ $ $ 528 528 1,664.81 14,509 864,513 879,022 REV VS ADPT VAR % 0.0% 0.0% $ $ $ (20) (20) 92.87 84,188 84,188 -3.6% -3.6% 5.3% 0.0% 8.9% 8.7% Jail and Criminal Intelligence Activity The purpose of the Jail and Criminal Intelligence Activity is to provide lawful collection, synthesis and assessment of criminal information for the Sheriff’s Office and the criminal justice system so enforcement action can be taken. 876 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Sheriff Mandates: This activity supports the overall mandates of the Enforcement Program and Custody Management Program. Measure Type Result Output Demand Efficiency Revenue Measure Description % of Jail and Criminal Intelligence items forwarded to law enforcement # Jail and criminal intelligence items processed (reviewed/analyzed) Number of intelligence items/requests (jail and criminal) received Cost per intelligence item analyzed FY 2009 ACTUAL N/A FY 2010 REVISED 49.2% - 28,992 - (28,992) -100.0% - 22,404 - (22,404) -100.0% 216.04 N/A N/A N/A - $ (3,025,872) $ (3,025,872) -100.0% -100.0% N/A $ 251 - SHERIFF GRANTS TOTAL SOURCES $ $ 100 - GENERAL 212 - SHERIFF RICO 214 - SHERIFF JAIL ENHANCEMENT 251 - SHERIFF GRANTS 255 - DETENTION OPERATIONS TOTAL USES $ REV VS ADPT VAR % N/A N/A FY 2011 ADOPTED N/A 585,230 585,230 $ 3,025,872 $ 3,025,872 $ $ $ $ Expenditure 88,561 47,004 2,527 90,027 2,813,625 $ 3,041,744 357,379 33,300 64,800 3,025,874 2,782,199 $ 6,263,552 100,082 2,665,839 $ 2,765,921 $ 257,297 33,300 64,800 3,025,874 116,360 $ 3,497,631 72.0% 100.0% 100.0% 100.0% 4.2% 55.8% Investigations Activity The purpose of the Investigations Activity is to provide criminal investigative services for the public and the prosecution so that arrests can be made and cases can be cleared. Mandates: This activity supports the overall mandate of the Enforcement Program. Measure Type Result Result Output Output Demand Efficiency Revenue Measure Description % of General investigation cases cleared by arrest % of cases cleared Number of cases investigated (open cases) # of Cases Cleared # of Cases assigned/undertaken (cases to be handled) Cost per case investigated $ 212 - SHERIFF RICO 251 - SHERIFF GRANTS TOTAL SOURCES 100 - GENERAL 212 - SHERIFF RICO 214 - SHERIFF JAIL ENHANCEMENT 251 - SHERIFF GRANTS 255 - DETENTION OPERATIONS TOTAL USES FY 2009 ACTUAL 28.3% FY 2010 REVISED 26.0% FY 2011 ADOPTED 0.0% 31.9% 18,663 5,951 18,663 62.9% 9,768 6,140 9,768 61.9% 9,384 5,808 9,384 859.00 $ 1,585.40 REV VS ADPT VAR % (26.0%) -100.0% (1.0%) (384) (332) (384) 1,734.98 $ $ 149.57 $ 1,052,391 1,873,851 $ 2,926,242 $ 2,655,000 2,453,455 $ 5,108,455 $ 2,598,125 $ 2,598,125 $ (2,655,000) 144,670 $ (2,510,330) $ 9,745,480 761,432 443 1,882,037 3,642,045 $ 16,031,437 $ 7,704,008 2,414,920 80,400 2,453,455 4,294,460 $ 16,947,243 $ 7,606,185 2,575,093 4,696,152 $ 14,877,430 $ -1.5% -3.9% -5.4% -3.9% 8.6% -100.0% 5.9% -49.1% Expenditure 97,823 2,414,920 80,400 (121,638) (401,692) $ 2,069,813 1.3% 100.0% 100.0% -5.0% -9.4% 12.2% Community Outreach Activity The purpose of the Community Outreach Activity is to promote safety and crime prevention in the community so that the public is better informed. 877 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Sheriff Mandates: This is a non-mandated activity. Measure Type Result Output Measure Description % of Participants (respondents) who benefit from MCSO crime prevention program # Participants who benefit as a result of attending an MCSO crime prevention program Demand # Community outreach program participants Efficiency Cost per community outreach participant Expenditure 100 - GENERAL 203 - SHERIFF DONATIONS 255 - DETENTION OPERATIONS TOTAL USES FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED N/A - - - - N/A N/A N/A N/A N/A N/A N/A $ - $ $ 1,855 50 21 1,926 $ $ $ 1,855 750 2,605 REV VS ADPT VAR % N/A N/A $ $ 0.0% (700) -1400.0% 21 100.0% (679) -35.3% Patrol Activity The purpose of the Patrol Activity is to provide preventive enforcement and law enforcement response to the general public in County Districts, at the Lakes, and on Park Trails so that criminal activity can be deterred and offenders can be apprehended. Mandates: This activity supports the overall mandate of the Enforcement Program. Measure Type Result Output Output Demand Efficiency Revenue Measure Description % of Priority 1 calls responded to within 5 minutes or less # of Radio calls for service responses (# of responses) # of Priority 1 calls responded to # Radio calls for service dispatched to patrol (# of incidents) Cost per call for service response FY 2009 ACTUAL 50.5% $ 100 - GENERAL 251 - SHERIFF GRANTS TOTAL SOURCES $ 10,775,513 685,024 $ 11,460,537 100 - GENERAL 203 - SHERIFF DONATIONS 212 - SHERIFF RICO 251 - SHERIFF GRANTS 255 - DETENTION OPERATIONS TOTAL USES $ 31,376,232 15,386 733,609 149,404 $ 32,274,631 FY 2010 REVISED 44.9% REV VS ADPT VAR % 5.8% 13.0% FY 2011 ADOPTED 50.7% 178,783 203,664 176,464 (27,200) -13.4% 1,844 178,926 2,200 204,436 1,924 176,580 (276) (27,856) -12.5% -13.6% 180.52 $ 130.04 $ 151.00 $ (20.96) -16.1% $ 9,635,073 845,607 $ 10,480,680 $ 9,334,858 593,823 $ 9,928,681 $ (300,215) (251,784) (551,999) -3.1% -29.8% -5.3% $ 25,452,264 2,000 41,960 845,607 143,450 $ 26,485,281 $ 25,904,052 750 596,697 144,619 $ 26,646,118 (451,788) 1,250 41,960 248,910 (1,169) (160,837) -1.8% 62.5% 100.0% 29.4% -0.8% -0.6% $ Expenditure $ $ Adjustments: General Fund (100) • Reduce revenue ($102,720) and expenditures ($80,776) due to an amendment to the law enforcement IGA with Carefree, including the inactivation of 1.0 FTE Law Enforcement Officer. • Reduce Law Enforcement intergovernmental agreement revenue ($339,763) and expenditures ($232,856) due to changes in billing practices. The difference in revenue and expenditures is the result of some indirect costs for command staff being recovered in the IGAs, funding for uniform allowances having already been removed in FY 2009-10, and vehicle costs being funded in other County department budgets. 878 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Sheriff Property and Evidence Activity The purpose of the Property and Evidence Activity is to provide custodial service for evidentiary and other property so that it can be readily retrieved for review or release in the same condition as it was upon initial receipt and destroyed, released or disposed of according to mandate. Mandates: A.R.S. §13-3920 states that all seized property related to a criminal arrest shall be retained by the arresting agency for use as evidence until directed otherwise by the court. Measure Type Result Output Output Demand Efficiency Revenue Measure Description Percent of item records managed with automation # of items of property and evidence stored Number of item records managed Number of items of property and evidence required to be stored. Cost per item stored FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED N/A 40,310 N/A 40,310 49,368 N/A 49,367 N/A - (49,368) N/A (49,367) -100.0% N/A -100.0% $ 26.92 $ 16.57 N/A N/A N/A 100 - GENERAL TOTAL SOURCES $ $ 85,118 85,118 $ $ 14,000 14,000 $ $ 14,000 14,000 $ $ - 0.0% 0.0% 100 - GENERAL 214 - SHERIFF JAIL ENHANCEMENT 255 - DETENTION OPERATIONS TOTAL USES $ 552,723 8,904 523,356 $ 1,084,983 $ 297,605 33,600 486,657 817,862 $ 258,995 547,070 806,065 $ REV VS ADPT VAR % N/A N/A Expenditure $ $ $ 38,610 33,600 (60,413) 11,797 13.0% 100.0% -12.4% 1.4% Search and Rescue Activity The purpose of the Search and Rescue Activity is to provide aid in missions involving the life or health of any person so that individuals can be rescued or recovered. Mandates: A.R.S. §11-441 establishes the duty of the Sheriff’s Office to conduct or coordinate search and rescue operations involving the life or health of a person. Measure Type Result Output Demand Efficiency Measure Description % of missions resulting in rescue # Search and rescue missions undertaken # Search and rescue incidents Cost per search and rescue mission undertaken FY 2009 FY 2010 FY 2011 ACTUAL REVISED ADOPTED 0.0% 100.0% 100.0% 59 52 52 59 52 52 $ (359.56) $ 2,046.13 $ 2,045.73 $ 100 - GENERAL 203 - SHERIFF DONATIONS 255 - DETENTION OPERATIONS TOTAL USES $ REV VS ADPT VAR % 0.0% 0.0% 0.0% 0.0% 0.40 0.0% Expenditure (21,214) $ (21,214) $ $ 106,328 50 21 106,399 $ $ 106,328 50 106,378 $ $ 21 21 0.0% 0.0% 100.0% 0.0% Warrants Information Processing Activity The purpose of the Warrants Information Processing Activity is to provide comprehensive warrants records management services so that criminal information can be entered, verified, reported, and retrieved according to law. Mandates: This activity supports the overall mandate of the Enforcement Program. 879 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Demand Efficiency Revenue Measure Description Department Strategic Plans and Budgets Sheriff TBD # of Items Processed Number of Items received Cost per item processed FY 2009 FY 2010 FY 2011 ACTUAL REVISED ADOPTED N/A N/A N/A 55,358 61,404 50,528 82,911 88,784 77,920 $ 35.19 $ 29.93 $ 36.09 $ 100 - GENERAL TOTAL SOURCES $ $ 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES $ 1,947,991 $ 1,947,991 61,705 61,705 $ $ 65,000 65,000 $ $ REV VS ADPT VAR % N/A N/A (10,876) -17.7% (10,864) -12.2% (6.16) -20.6% 65,000 65,000 $ $ - 0.0% 0.0% $ 1,823,660 $ 1,823,660 $ 14,183 20 14,203 0.8% 100.0% 0.8% Expenditure $ 1,837,843 20 $ 1,837,863 $ Building Operations and Maintenance Program The purpose of the Building Operations and Maintenance Program is to provide TBD to TBD so they can TBD. Program Results Measure Description % of facilities cleaned to standard FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED N/A REV VS ADPT VAR % N/A N/A Activities that comprise this program include: • Building and Grounds Building and Grounds Activity The purpose of the Building Operations and Maintenance Program is to provide TBD to TBD so they can TBD. Mandates: CFR40- Environment (Code of Federal Regulations/Title 40 Protection of the Environment) establishes regulations for environmental issues, including dust stabilization, non-road based motorized equipment, chemicals and the need for material data safety sheets. Measure Type Result Output Demand Efficiency Expenditure Measure Description % of facilities cleaned to standard # of facilities cleaned # of facilities that require cleaning Average cost per facility cleaned 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES FY 2009 ACTUAL N/A N/A N/A N/A $ 3,930 2,336,670 $ 2,340,600 880 FY 2010 REVISED N/A N/A N/A N/A $ 11,804 1,983,745 $ 1,995,549 REV VS ADPT VAR % N/A N/A N/A N/A FY 2011 ADOPTED N/A N/A N/A N/A $ 8,168 1,941,820 $ 1,949,988 $ $ 3,636 41,925 45,561 N/A N/A N/A N/A 30.8% 2.1% 2.3% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Sheriff Information Technology Infrastructure Program The purpose of the Information Technology Infrastructure Program is to provide TBD to TBD so they can TBD. Program Results Measure Description NA FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED N/A REV VS ADPT VAR % N/A N/A Activities that comprise this program include: • Data Network Data Network Activity The purpose of the Data Network Activity is to provide a stable network with adequate bandwidth for County applications to County employees and the public so that they can transact business electronically. Mandates: This is a non-mandated activity. Measure Type Result Output Demand Efficiency Expenditure Measure Description FY 2009 ACTUAL N/A N/A N/A N/A NA NA NA NA 255 - DETENTION OPERATIONS TOTAL USES $ $ 77,330 77,330 881 FY 2010 REVISED N/A N/A N/A N/A $ $ 71,827 71,827 FY 2011 ADOPTED N/A N/A N/A N/A $ $ 73,204 73,204 REV VS ADPT VAR % N/A N/A N/A N/A $ $ (1,377) (1,377) N/A N/A N/A N/A -1.9% -1.9% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Sheriff Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2010 Adopted Budget Adjustments: Intergovernmental Agreements Law Enforcement IGA/Youngtown Sheriff Flood Control Dist IGA Sheriff Land Dept OHV IGA 62,324,473 $ 11,391,043 $ 77,330 230 62,100 15,000 $ 77,330 230 62,100 15,000 $ 62,401,803 $ 11,468,373 (134,523) $ (134,523) 20,864 $ 164 20,700 20,864 164 20,700 Agenda Item: C-50-07-034-2-03 C-50-10-036-M-00 C-50-10-079-M-00 FY 2010 Revised Budget Adjustments: Budget Balancing PEHPEP FY 09 Adjustments Intergovernmental Agreements Law Enforcement IGA/Youngtown Sheriff Flood Control Dist IGA Information and Communications Technology IT Loan Repayment Program $ Agenda Item: $ C-49-09-066-2-00 $ C-50-07-034-2-03 C-50-10-036-M-00 43,010 FY 2011 Budget Target $ Adjustments: Agenda Item: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Rightsize Other Pay Rightsize Overtime Reduce Requested Pay Rates to Actual Pay Rates Rightsize Fuel Rightsize Non-Capital Equipment Rightsize Health Services Rightsize Repairs and Maintenance Rightsize Travel Rightsize Education and Training Rightsize Utilities Rightsize Capital Equipment Rightsize Debt Service Personnel Savings Increase Vacancy Savings to 6% Budget Balancing Elimination of Vacant Positions C-49-09-036-2-01 PEHPEP FY 09 Adjustments C-49-09-066-2-00 PEHPEP FY 10 Adjustments C-49-10-032-M-00 Fees and Other Revenues ProgRevenue Volume Inc/Dec Rightsize Licenses and Permits and Miscellaneous Revenue Intergovernmental Agreements Law Enforcement IGA/Carefree C-50-08-007-2-00 Other IGA Changes to Law Enforcement IGA billing to Cities and Towns Reduced Costs for Law Enforcement IGAs with Cities and Towns Reallocations Reallocation Between Funds Adjust Indirect Cost Allocation to Detention Fund (255) Transfer Court Security Function from Inmate Services Fund (252) FY 2011 Adopted Budget Percent Change from Target Amount 882 $ $ $ (27,275) (205,315) (1,228) 500,000 (30,000) (45,000) 100,000 20,000 (15,000) 65,000 (9,000) 317,280 $ (791,901) 62,331,154 $ 11,489,237 1,369,773 $ 1,075,140 294,633 (122,439) $ 669,462 - (791,901) $ (842,933) $ (69,263) (90,659) (683,011) - $ - 95,000 95,000 $ (313,632) $ (80,776) (232,856) (442,483) (102,720) (339,763) $ (1,041,000) $ (1,041,000) - $ 61,380,923 $ -1.5% 11,141,754 -3.0% $ $ $ $ $ - 95,000 (339,763) (232,856) (2,385,933) 1,344,933 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Sheriff Sheriff Donations Fund (203) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 84,640 $ 84,640 FY 2010 Revised Budget $ 84,640 $ 84,640 FY 2011 Budget Target $ 84,640 $ 84,640 $ (58,340) $ (58,340) (58,340) (58,340) FY 2011 Recommended Budget Percent Change from Target Amount $ 26,300 $ -68.9% 26,300 -68.9% FY 2011 Tentative Budget $ 26,300 $ -68.9% 26,300 -68.9% $ 26,300 $ -68.9% 26,300 -68.9% Adjustments: Base Adjustments Other Base Adjustments Rightsize Donation Revenue and Expenditures Agenda Item: $ (58,340) Percent Change from Target Amount FY 2011 Adopted Budget Percent Change from Target Amount Sheriff Donations Fund (203) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED Beginning Spendable Fund Balance $ 120,172 $ 105,573 $ 105,573 $ 122,604 $ 131,940 Sources: Operating Total Sources: $ $ 42,774 42,774 $ $ 84,640 84,640 $ $ 84,640 84,640 $ $ 29,060 29,060 $ $ 26,300 26,300 Uses: Operating Total Uses: $ $ 40,340 40,340 $ $ 84,640 84,640 $ $ 84,640 84,640 $ $ 19,724 19,724 $ $ 26,300 26,300 Structural Balance $ 2,434 $ - $ - $ 9,336 $ - Accounting Adjustments $ (2) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 105,573 105,573 $ $ 105,573 105,573 $ $ 131,940 131,940 $ $ 131,940 131,940 122,604 122,604 $ $ 883 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Sheriff Sheriff RICO Fund (212) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 1,155,000 $ 1,155,000 $ 1,500,000 $ 1,500,000 1,500,000 1,500,000 FY 2010 Revised Budget $ 2,655,000 $ 2,655,000 FY 2011 Budget Target $ 2,655,000 $ 2,655,000 $ (2,655,000) $ (2,655,000) (2,655,000) (2,655,000) FY 2011 Recommended Budget Percent Change from Target Amount $ - $ -100.0% -100.0% FY 2011 Tentative Budget $ - $ -100.0% -100.0% $ - $ -100.0% -100.0% Adjustments: Fees and Other Revenues RICO Fund Increase Agenda Item: C-50-10-096-M-00 Adjustments: Base Adjustments Elim Approp Pending Audit Agenda Item: Percent Change from Target Amount FY 2011 Adopted Budget Percent Change from Target Amount Sheriff RICO Fund (212) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED Sources: Operating Total Sources: $ 1,052,391 $ 1,052,391 $ 1,155,000 $ 1,155,000 $ 2,655,000 $ 2,655,000 $ 2,652,897 $ 2,652,897 $ $ - Uses: Operating Total Uses: $ 1,079,579 $ 1,079,579 $ 1,155,000 $ 1,155,000 $ 2,655,000 $ 2,655,000 $ 2,614,389 $ 2,614,389 $ $ - Structural Balance $ (27,188) $ - $ - $ 38,508 $ - Accounting Adjustments $ (5) $ - $ - $ - $ - $ - $ (27,933) (27,933) $ - $ - $ 10,575 10,575 $ 10,575 10,575 884 $ $ - $ FY 2011 ADOPTED $ $ - FY 2010 FORECAST Beginning Spendable Fund Balance Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance (740) $ FY 2010 REVISED $ (27,933) $ $ 10,575 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Sheriff Sheriff Jail Enhancement Fund (214) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 2,205,000 $ 2,205,000 FY 2010 Revised Budget $ 2,205,000 $ 2,205,000 FY 2011 Budget Target $ 2,205,000 $ 2,205,000 $ (2,205,000) $ (605,000) (1,600,000) - $ - (1,600,000) (1,600,000) (605,000) (605,000) Adjustments: Base Adjustments Structural Balance Elim Approp Pending Audit Fees and Other Revenues ProgRevenue Volume Inc/Dec Rightsize Jail Enhancement Revenue Agenda Item: $ $ (605,000) FY 2011 Recommended Budget Percent Change from Target Amount $ - $ -100.0% -100.0% FY 2011 Tentative Budget $ - $ -100.0% -100.0% $ - $ -100.0% -100.0% Percent Change from Target Amount FY 2011 Adopted Budget Percent Change from Target Amount Sheriff Jail Enhancement Fund (214) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED Beginning Spendable Fund Balance $ 1,465,697 $ 1,057,853 $ 1,057,853 $ Sources: Operating Total Sources: $ 1,799,981 $ 1,799,981 $ 2,205,000 $ 2,205,000 $ 2,205,000 $ 2,205,000 $ 1,573,915 $ 1,573,915 $ $ - Uses: Operating Non-Recurring Total Uses: $ 1,862,758 517,954 $ 2,380,712 $ 2,205,000 $ 2,205,000 $ 2,205,000 $ 2,205,000 $ 1,119,718 $ 1,119,718 $ $ - Structural Balance $ - $ - $ 454,197 $ - Accounting Adjustments $ 3 - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 884,969 884,969 (62,777) $ $ $ 1,057,853 $ 1,057,853 885 FY 2010 FORECAST $ 1,057,853 $ 1,057,853 884,969 $ 1,339,166 $ 1,339,166 FY 2011 ADOPTED $ 1,339,166 $ 1,339,166 $ 1,339,166 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Sheriff Sheriff Grants Fund (251) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 4,852,537 $ 4,852,537 $ 2,086,929 $ 2,086,929 2,086,929 2,086,929 FY 2010 Revised Budget $ 6,939,466 $ 6,939,466 FY 2011 Budget Target $ 6,939,466 $ 6,939,466 $ 27,658 $ 21,384 6,274 (27,658) $ (27,658) - Adjustments: Grants, Donations and Intergovernmental Agreements Grants Sheriff FY 10 Grant Recon Agenda Item: C-50-10-090-2-00 Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Structural Balance Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Agenda Item: $ $ (2,115,160) $ (2,115,160) (2,115,160) (2,115,160) FY 2011 Recommended Budget Percent Change from Target Amount $ 4,824,306 $ -30.5% 4,824,306 -30.5% FY 2011 Tentative Budget $ 4,824,306 $ -30.5% 4,824,306 -30.5% $ 4,824,306 $ -30.5% 4,824,306 -30.5% Percent Change from Target Amount FY 2011 Adopted Budget Percent Change from Target Amount Sheriff Grants Fund (251) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED (773,140) $ FY 2010 REVISED FY 2011 ADOPTED Beginning Spendable Fund Balance $ Sources: Operating Non-Recurring Total Sources: $ 5,089,894 $ 5,089,894 $ 4,852,537 533,139 $ 5,385,676 $ 6,939,466 533,139 $ 7,472,605 $ 7,546,574 177,712 $ 7,724,286 $ 4,824,306 $ 4,824,306 Uses: Operating Non-Recurring Total Uses: $ 5,021,868 $ 5,021,868 $ 4,852,537 533,139 $ 5,385,676 $ 6,939,466 533,139 $ 7,472,605 $ 7,050,137 177,704 $ 7,227,841 $ 4,824,306 $ 4,824,306 Structural Balance $ $ - $ - $ 496,437 $ - Accounting Adjustments $ (743,476) $ - $ - $ - $ - Ending Spendable Fund Balance: Unassigned Total Ending Spendable Fund Balance (1,448,590) $ (1,448,590) $ 68,026 886 (405,161) $ FY 2010 FORECAST (405,161) (405,161) $ (405,161) $ (1,448,590) $ (405,161) (405,161) $ (952,145) (952,145) $ (952,145) (952,145) (952,145) Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Sheriff Inmate Services Fund (252) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 14,520,364 $ 14,520,364 FY 2010 Revised Budget $ 14,520,364 $ 14,520,364 FY 2011 Budget Target $ 14,520,364 $ 14,520,364 $ 190,754 $ 175,827 14,927 (263,468) $ (263,468) - Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Rightsize Other Pay $ Rightsize Other Services Rightsize Repairs and Maintenance Budget Balancing PEHPEP FY 10 Adjustments C-49-10-032-M-00 Fees and Other Revenues ProgRevenue Volume Inc/Dec Rightsize Inmate Canteen and Phone Revenue $ General Revenues Interest Revenue Reallocations Reallocation Between Funds Transfer Inmate Classification Function to Detention Fund (255) $ Transfer Court Security Function to General Fund (100) $ (14,819) (198,649) (50,000) $ $ (75,087) $ (75,087) - $ - (3,470,596) (3,470,596) - $ (3,572,795) $ (3,572,795) (250,000) (250,000) - (3,470,596) $ $ (2,227,862) (1,344,933) FY 2011 Recommended Budget Percent Change from Target Amount $ 10,799,768 $ -25.6% 10,799,768 -25.6% FY 2011 Tentative Budget $ 10,799,768 $ -25.6% 10,799,768 -25.6% $ 10,799,768 $ -25.6% 10,799,768 -25.6% Percent Change from Target Amount FY 2011 Adopted Budget Percent Change from Target Amount 887 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Sheriff Inmate Services Fund (252) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED Beginning Spendable Fund Balance $ 27,363,308 $ 9,375,731 $ 9,375,731 $ 11,847,961 $ 8,308,126 Sources: Operating Total Sources: $ 9,375,532 $ 9,375,532 $ 14,520,364 $ 14,520,364 $ 14,520,364 $ 14,520,364 $ 10,843,032 $ 10,843,032 $ 10,799,768 $ 10,799,768 Uses: Operating Non-Recurring Total Uses: $ 16,390,427 8,500,455 $ 24,890,882 $ 14,520,364 1,328,541 $ 15,848,905 $ 14,520,364 1,328,541 $ 15,848,905 $ 14,276,730 106,137 $ 14,382,867 $ 10,799,768 $ 10,799,768 Structural Balance $ (7,014,895) $ - $ - $ (3,433,698) $ - Accounting Adjustments $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ 11,847,961 $ 11,847,961 3 $ $ 8,047,190 $ 8,047,190 $ 8,047,190 $ 8,047,190 - $ 8,308,126 $ 8,308,126 $ $ 8,308,126 $ 8,308,126 Inmate Health Services Fund (254) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 149,715 $ 149,715 FY 2010 Revised Budget $ 149,715 $ 149,715 FY 2011 Budget Target $ 149,715 $ 149,715 $ (142,682) $ (142,682) - $ - $ - $ 90,182 $ 90,182 - FY 2011 Recommended Budget Percent Change from Target Amount $ 97,215 $ -35.1% 97,215 -35.1% FY 2011 Tentative Budget $ 97,215 $ -35.1% 97,215 -35.1% $ 97,215 $ -35.1% 97,215 -35.1% Adjustments: Agenda Item: Base Adjustments Other Base Adjustments Rightsize General Supplies Fees and Other Revenues ProgRevenue Volume Inc/Dec Rightsize Inmate Health Services Co-pay Revenue Reallocations Sheriff-CHS Staff Reallocation Allocation In from Correctional Health for Counseling Supervisor $ $ $ (142,682) (52,500) 90,182 Percent Change from Target Amount FY 2011 Adopted Budget Percent Change from Target Amount 888 (52,500) (52,500) Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Sheriff Inmate Health Services Fund (254) Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget $ - $ - FY 2010 Revised Budget $ - $ - FY 2011 Budget Target $ - $ - $ 600,000 $ 600,000 - FY 2011 Recommended Budget Percent Change from Target Amount $ 600,000 $ - FY 2011 Tentative Budget $ 600,000 $ - $ 600,000 $ - Adjustments: Non Recurring Non Recurring Fund Transfer E Electronic Medical Records Project Agenda Item: $ 600,000 Percent Change from Target Amount FY 2011 Adopted Budget Percent Change from Target Amount Inmate Health Services Fund (254) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED Beginning Spendable Fund Balance $ 567,667 $ 466,531 $ 466,531 $ 529,416 $ 620,590 Sources: Operating Total Sources: $ $ 109,348 109,348 $ $ 149,715 149,715 $ $ 149,715 149,715 $ $ 91,174 91,174 $ $ 97,215 97,215 $ $ $ - $ $ 149,715 149,715 $ $ 149,715 149,715 $ $ 147,597 147,597 $ 97,215 600,000 697,215 Structural Balance $ 109,348 $ - $ - $ 91,174 $ - Accounting Adjustments $ (2) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 466,531 466,531 $ $ 466,531 466,531 $ $ 620,590 620,590 $ $ 20,590 20,590 Uses: Operating Non-Recurring Total Uses: 529,416 529,416 $ $ 889 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Sheriff Detention Fund (255) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 183,677,997 $ 32,863,740 FY 2010 Revised Budget $ 183,677,997 $ 32,863,740 $ (418,629) $ (418,629) - Adjustments: Budget Balancing PEHPEP FY 09 Adjustments Information and Communications Technology IT Loan Repayment Program Agenda Item: C-49-09-066-2-00 11,614 FY 2011 Budget Target Adjustments: Agenda Item: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Rightsize Other Pay Reduce Requested Pay Rates to Actual Pay Rates Rightsize Travel Rightsize Utilities Rightsize Capital Equipment Rightsize Debt Service Rightsize Healthcare Services Rightsize Other Services Rightsize Overtime Allocate JMS Programmer Salary to JMS Project Budget Internal Service Charges Risk Management Cost Increase Jail Population Increase/Decrease Reduce Towers Jail Staffing by 50% Realign Jail Food/Dist Liebert Convert Detention Officer/Sergeant Positions to Food Service Work er/Supervisor Positions Budget Balancing Elimination of Vacant Positions C-49-09-036-2-01 PEHPEP FY 10 Adjustments C-49-10-032-M-00 Fees and Other Revenues ProgRevenue Volume Inc/Dec Reduce Book ing and Per Diem Revenue Based on Jail Population Reallocations Reallocation Between Funds Adjust Indirect Cost Allocation from General Fund (100) Transfer Inmate Classification Function from Inmate Services Fund (252) Sheriff-CHS Staff Reallocation Allocate Cost of Additional Power Squad Positions to Correctional Health Supplemental Funding Results Initiatives CHS Mental Health Staff Additional Power Squad Positions to Assist Correctional Health $ 183,270,982 $ 32,863,740 $ 2,270,753 $ 3,055,536 (784,783) (7,033,986) $ (2,767,198) - 140,722 - $ $ $ $ $ (100,864) (9,679) 30,000 (75,000) (396,548) 238,850 (75,000) (165,000) (2,110,505) (103,452) 140,722 - (791,871) - (791,871) $ (988,640) $ (91,634) (897,006) - $ 4,081,003 $ 4,613,795 - 2,385,933 2,227,862 (532,792) $ (1,300,000) (1,300,000) (1,300,000) $ $ (3,615,639) (3,615,639) $ $ - - (532,792) $ 532,792 $ 532,792 - FY 2011 Recommended Budget Percent Change from Target Amount $ 182,132,904 $ -0.6% 31,563,740 -4.0% FY 2011 Tentative Budget $ 182,132,904 $ -0.6% 31,563,740 -4.0% $ 182,132,904 $ -0.6% 31,563,740 -4.0% $ 532,792 Percent Change from Target Amount FY 2011 Adopted Budget Percent Change from Target Amount 890 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Sheriff Detention Fund (255) (continued) Expenditures Revenue JMS MIGRATION FY 2010 Adopted Budget $ - $ - FY 2010 Revised Budget $ - $ - FY 2011 Budget Target $ - $ - $ 500,000 $ 500,000 - FY 2011 Recommended Budget Percent Change from Target Amount $ 500,000 $ - FY 2011 Tentative Budget $ 500,000 $ - $ 500,000 $ - Adjustments: Non Recurring Non Recurring Carry Forward Completion of JMS Migration Phase 2 Project Agenda Item: $ 500,000 Percent Change from Target Amount FY 2011 Adopted Budget Percent Change from Target Amount 891 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Special Litigation Special Litigation Analysis by Lauren M. Cochran, Management & Budget Analyst Summary Mission The mission of the Special Litigation Department is to provide outstanding and fiscally responsible legal representation to Maricopa County, its officers, and employees so they can serve, protect, and advance the interests of the citizens of Maricopa County. Strategic Goals • By June, 2015, 80% of total dollars will be spent on in-house counsel. Status: The department is forecasted to spend 65% of its Litigation Program budget on inhouse counsel. This percentage is based on seven months of actuals. • By June, 2015, 90% of legal representation will be done in-house. Status: The department is forecasted to have 93% of their new cases represented by in-house counsel. Sources and Uses by Program and Activity FY 2009 ACTUAL PROGRAM / ACTIVITY USES $ FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % CVLD - CIVIL LITIGATION DEFENSE CVLP - CIVIL LITIGATION PROSECUTION 33CL - CIVIL LITIGATION $ - $ - $ 1,689,992 $ 298,236 1,988,228 $ 1,743,642 $ 273,955 2,017,597 $ 1,424,572 $ 158,534 1,583,106 $ 1,788,702 $ 89,917 1,878,619 $ ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ - $ - $ 147,600 $ 147,600 $ 118,231 $ 118,231 $ 88,507 $ 88,507 $ 117,041 $ 117,041 $ ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ - $ - $ - $ - $ - $ - $ - $ - $ 293 $ 293 $ TOTAL PROGRAMS $ - $ 2,135,828 $ 2,135,828 $ 1,671,613 $ 1,995,953 $ 892 (45,060) 184,038 138,978 1,190 1,190 (293) (293) 139,875 -2.6% 67.2% 6.9% 1.0% 1.0% N/A N/A 6.5% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Special Litigation Sources and Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES SUBTOTAL $ SUPPLIES 0801 - GENERAL SUPPLIES 0804 - NON-CAPITAL EQUIPMENT FY 2009 ACTUAL - $ - SUBTOTAL $ SERVICES 0810 - LEGAL SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL CAPITAL 0950 - DEBT SERVICE SUBTOTAL FY 2010 ADOPTED $ $ 1,072,568 299,938 140,684 1,513,190 $ $ $ $ $ $ $ $ $ $ - $ $ ALL EXPENDITURES $ - TOTAL USES $ - $ 776,394 183,798 960,192 $ 37,911 6,000 43,911 $ 422,778 140,868 10,329 865 3,245 3,028 581,113 FY 2010 FORECAST 858,500 224,955 1,083,455 $ 35,525 6,000 41,525 $ - FY 2010 REVISED $ 37,959 6,000 43,959 $ $ $ 799,105 140,000 12,768 30,724 6,664 10,925 5,000 1,005,186 - $ $ $ 2,135,828 $ 2,135,828 FY 2011 ADOPTED $ 877,604 257,878 1,135,482 $ $ 20,000 51,000 71,000 $ $ $ 475,875 142,664 12,307 21,127 7,335 1,030 3,713 1,823 665,874 3,276 3,276 $ $ $ 2,135,828 $ 2,135,828 REV VS ADPT VAR % $ (19,104) (32,923) (52,027) $ $ 17,911 47.2% (45,000) -750.0% (27,089) -61.7% $ $ $ 709,256 16,704 34,578 7,369 15,000 1,800 784,707 1,588 1,588 $ $ $ 1,671,613 $ 1,671,613 -2.2% -14.6% N/A -4.8% $ 89,849 140,000 (3,936) (3,854) (705) (4,075) 3,200 220,479 11.2% 100.0% -30.8% -12.5% -10.6% N/A -37.3% 64.0% 21.9% 4,764 4,764 $ $ (1,488) (1,488) -45.4% -45.4% $ 1,995,953 $ 139,875 6.5% $ 1,995,953 $ 139,875 6.5% Sources and Uses by Fund and Function FY 2009 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING $ FY 2010 ADOPTED FUND TOTAL USES $ - DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ - $ FY 2010 REVISED $ 1,979,828 156,000 2,135,828 $ $ $ 1,979,828 156,000 2,135,828 $ FY 2010 FORECAST $ 1,979,828 156,000 2,135,828 $ $ $ 1,979,828 156,000 2,135,828 $ $ 1,515,613 156,000 1,671,613 $ $ $ 1,515,613 156,000 1,671,613 FY 2011 ADOPTED $ $ 1,944,953 51,000 1,995,953 $ $ $ 1,944,953 51,000 1,995,953 REV VS ADPT VAR % $ $ 34,875 105,000 139,875 1.8% 67.3% 6.5% $ $ $ 34,875 105,000 139,875 1.8% 67.3% 6.5% Staffing by Program and Activity PROGRAM / ACTIVITY ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT PROGRAM TOTAL CIVIL LITIGATION CIVIL LITIGATION DEFENSE CIVIL LITIGATION PROSECUTION PROGRAM TOTAL DEPARTMENT TOTAL FY 2009 ADOPTED FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV TO ADPT VAR % - - - 1.30 1.30 1.30 1.30 1.30 1.30 N/A N/A - - - 9.30 1.40 10.70 12.00 10.20 0.50 10.70 12.00 10.20 0.50 10.70 12.00 N/A N/A N/A N/A Staffing by Market Range Title MARKET RANGE TITLE Administrative Supervisor Attorney - Senior Attorney - Senior Counsel Director - Litigation Legal Assistant Legal Support Specialist Office Assistant Specialized Department Total FY 2009 ADOPTED - FY 2010 ADOPTED FY 2010 REVISED - 893 - FY 2010 FORECAST 1.00 2.00 2.00 1.00 2.00 2.00 2.00 12.00 FY 2011 ADOPTED 1.00 2.00 2.00 1.00 2.00 2.00 2.00 12.00 REV TO ADPT VAR % 1.00 N/A 2.00 N/A 2.00 N/A 1.00 N/A 2.00 N/A 2.00 N/A 2.00 N/A N/A 12.00 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Special Litigation Staffing by Fund FUND 100 - GENERAL DEPARTMENT TOTAL FY 2009 ADOPTED FY 2010 ADOPTED - FY 2010 REVISED - - FY 2010 FORECAST 12.00 12.00 FY 2011 ADOPTED 12.00 12.00 REV TO ADPT VAR % 12.00 N/A 12.00 N/A Significant Variance Analysis The addition of 12 FTE fully staffs the department enabling more caseload to stay internal thus reducing costs. General Adjustments Operating Adjustments: ƒ ƒ ƒ ƒ Increase Regular Benefits in the amount of $22,606 for employee health and dental premium increases. Increase Regular Benefits by $4,040 for the FY 2010-11 retirement contribution rate increase. Right size Internal Service Fund Charges and Outside Counsel for a total reduction of $26,646. Increase Personnel Savings from 0% to 3% for a net budget reduction of $34,875. Programs and Activities Civil Litigation Program The purpose of the Civil Litigation Program is to provide representation and advocacy services to the elected officials, County management and employees of Maricopa County so they can experience costeffective, high-quality dispute resolution. Mandates: Administrative mandate. Program Results Measure Description Percent of expenditures spent on outside counsel Percent of defense expenditures spent on outside counsel Percent of defense cases that remain in house REV VS ADPT VAR % N/A N/A FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED 38.8% N/A N/A 38.8% N/A N/A N/A N/A 91.7% N/A N/A Percent of plaintiff cases that remain in house N/A N/A 75.0% N/A N/A Percent of plaintiff costs spent on outside counsel N/A N/A 39.9% N/A N/A Activities that comprise this program include: • Civil Litigation Defense • 894 Civil Litigation Plaintiff Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Special Litigation Civil Litigation Defense Activity The purpose of the Civil Litigation Defense Activity is to provide legal representation and advocacy services to elected officials, County management and employees when a suit is brought against them so they can experience cost-effective, high-quality dispute resolution. Measure Type Result Result Result Measure Description Percent of expenditures spent on outside counsel Percent of defense expenditures spent on outside counsel Percent of defense cases that remain in house Output Total number of defense cases closed Demand Total new defense cases assigned Efficiency Expenditure per defense case closed Expenditure 100 - GENERAL TOTAL USES FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED 38.8% N/A N/A 38.8% N/A N/A N/A N/A 91.7% N/A N/A N/A N/A N/A N/A 48 N/A 120 N/A $ 37,264.63 N/A N/A N/A N/A N/A N/A (45,060) (45,060) -2.6% -2.6% $ $ - $ 1,743,642 $ 1,743,642 $ 1,788,702 $ 1,788,702 REV VS ADPT VAR % N/A N/A $ $ Non Recurring Adjustments: ƒ Increase Non-Recurring Non-Project expenditures by $51,000 to carry over start up money for the purchase of software. Activity Narrative: The department’s focus for the first several months of the fiscal year was on hiring staff and transitioning cases and clients from the County Attorney-Civil Division. Due to this, an analysis with a full year’s worth of actuals is not possible. Demand and output are expected to remain at levels similar to FY 2009-10 forecasted levels. It is expected that the number of cases remaining in house will increase. Civil Litigation Plaintiff Activity The purpose of the Civil Litigation Plaintiff Activity is to provide legal representation and advocacy services to elected officials, officers and employees when bringing a suit against another so they can experience cost-effective, high-quality dispute resolution. Measure Type Result Measure Description Percent of plaintiff cases that remain in house Result Percent of plaintiff costs spent on outside counsel Total number of plaintiff cases closed Total new plaintiff cases assigned Expenditure per plaintiff case closed Output Demand Efficiency Expenditure 100 - GENERAL TOTAL USES FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED 75.0% N/A N/A 39.9% N/A N/A N/A N/A 2 N/A 4 N/A $ 44,958.50 $ $ - $ $ 273,955 273,955 $ $ 89,917 89,917 REV VS ADPT VAR % N/A N/A $ $ N/A N/A N/A N/A N/A N/A N/A N/A 184,038 184,038 67.2% 67.2% Activity Narrative: The department’s focus for the first several months of the fiscal year was on hiring staff and transitioning cases and clients from the County Attorney-Civil Division. Due to this, an analysis with a full year’s worth of actuals is not possible. Demand and output are expected to remain at levels similar to FY 2009-10 forecasted levels. It is expected that the number of cases remaining in house will increase. 895 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Special Litigation Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 1,979,828 $ - FY 2010 Revised Budget $ 1,979,828 $ - FY 2011 Budget Target $ 1,979,828 $ - 26,646 $ 22,606 4,040 (61,521) $ (26,646) - (34,875) - 1,944,953 $ -1.8% - Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Reduce ISF Charges and Outside Counsel Personnel Savings Agenda Item: $ $ $ (26,646) FY 2011 Adopted Budget Percent Change from Target Amount $ Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget $ 156,000 $ - FY 2010 Revised Budget $ 156,000 $ - $ (156,000) $ (156,000) - $ - $ - $ 51,000 $ 51,000 - $ 51,000 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2011 Budget Target Adjustments: Non Recurring Non Recurring Carry Forward Funding for software. Agenda Item: $ FY 2011 Adopted Budget Percent Change from Target Amount 896 51,000 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Superior Court Superior Court Analysis by Dexter C. Thomas, Sr. Management & Budget Analyst Summary Mission The commitment and mission of the Superior Court of Arizona in Maricopa County and Maricopa County Justice Courts is to provide justice to litigants, defendants, victims, and the public so that they can obtain legal resolution that is timely, fair, and impartial. Vision The Superior Court of Arizona in Maricopa County and the Maricopa County Justice Courts are committed to continually striving to improve services through innovation and better business practices to resolve disputes and design programs that address family, civil, and criminal issues fairly and without undue delay. We are committed 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. Strategic Goals Under Development. Note: Superior Court is committed to improving case processing through process improvements and re-engineering in order to provide swift and fair justice for the citizens of Maricopa County. The Superior Court is scheduled to complete their strategic goals by June 2010 as part of the strategic planning update process for FY 2011-12. 897 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Superior Court Sources and Uses by Program and Activity FY 2009 ACTUAL PROGRAM / ACTIVITY SOURCES CPAD - CAPITAL ADJUDICATION FELA - GENERAL FELONY ADJUDICATION 80CJ - CRIMINAL JUSTICE $ FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % $ 152,552 $ 2,495,203 2,647,755 $ 187,628 $ 2,750,728 2,938,356 $ 187,628 $ 2,944,773 3,132,401 $ 153,362 $ 3,069,697 3,223,059 $ 177,516 $ 3,103,250 3,280,766 $ (10,112) 158,477 148,365 -5.4% 5.4% 4.7% CVAD - GENERAL CIVIL ADJUDICATION 80CV - CIVIL JUSTICE $ $ 3,711,982 $ 3,711,982 $ 3,536,119 $ 3,536,119 $ 3,536,119 $ 3,536,119 $ 3,704,319 $ 3,704,319 $ 4,133,307 $ 4,133,307 $ 597,188 597,188 16.9% 16.9% FPRE - FAMILY PRE DECREE FPST - FAMILY POST DECREE 80FA - FAMILY ADJUDICATION $ 2,664,469 $ 1,283,253 3,947,722 $ 2,771,186 $ 1,669,158 4,440,344 $ 2,771,186 $ 1,669,158 4,440,344 $ 2,420,066 $ 1,318,448 3,738,514 $ 2,285,758 $ 1,350,182 3,635,940 $ (485,428) (318,976) (804,404) -17.5% -19.1% -18.1% 280,534 $ 1,060,579 1,341,113 $ 280,534 $ 1,060,579 1,341,113 $ 101,259 $ 1,005,237 1,106,496 $ 262,016 $ 906,632 1,168,648 $ (18,518) (153,947) (172,465) -6.6% -14.5% -12.9% $ JDEL - JUVENILE DELINQUENCY ADJUD JDEP - JUVENILE DEPENDENCY ADJUD 80JJ - JUVENILE JUSTICE $ $ 114,037 $ 848,510 962,547 $ MENT - MENTAL HEALTH 80MH - MENTAL HEALTH COURT $ $ - $ - $ 48,000 $ 48,000 $ 48,000 $ 48,000 $ 16,000 $ 16,000 $ - $ - $ (48,000) (48,000) -100.0% -100.0% CINT - COURT INTERPRETATION CSEC - COURT SECURITY JURR - JURORS OCRK - OFFICIAL COURT RECORD KEEPING PICO - PUB INFO AND COMMUNITY OUTRCH 80OS - COURT OPERATIONS SUPPORT $ $ 310 $ 570,465 804,954 62,926 1,652,406 3,091,061 $ 500 $ 548,601 935,083 65,040 1,228,500 2,777,724 $ 500 $ 548,601 935,083 65,040 1,228,500 2,777,724 $ - $ 319,007 722,557 66,751 1,683,151 2,791,466 $ 500 $ 8,601 915,083 65,040 1,713,500 2,702,724 $ (540,000) (20,000) 485,000 (75,000) 0.0% -98.4% -2.1% 0.0% 39.5% -2.7% EPTA - ESTATE PROB AND TRUST ADMIN 80PC - PROBATE COURT $ $ 459,775 $ 459,775 $ 450,847 $ 450,847 $ 450,847 $ 450,847 $ 463,026 $ 463,026 $ 464,531 $ 464,531 $ 13,684 13,684 3.0% 3.0% BDGT - BUDGETING HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - ADMINISTRATIVE SERVICES $ $ - $ 550 4,724 51 5,325 $ - $ 500 4,500 500 5,500 $ - $ 500 4,500 500 5,500 $ - $ 441 982 1,423 $ 172,073 $ 1,500 4,500 500 178,573 $ 172,073 1,000 173,073 N/A 200.0% 0.0% 0.0% 3146.8% GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 178,362 $ 178,362 $ - $ - $ - $ - $ 41,107 $ 41,107 $ - $ - $ - N/A N/A BUAS - BUSINESS APPLICATION DEV SUPP DESK - DESKTOP SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ - $ 1,567,217 1,567,217 $ - $ 1,296,000 1,296,000 $ - $ 1,296,000 1,296,000 $ 30,000 $ 1,562,148 1,592,148 $ - $ 1,637,580 1,637,580 $ 341,580 341,580 N/A 26.4% 26.4% TOTAL PROGRAMS $ 16,571,746 $ 16,834,003 $ 17,028,048 $ 16,677,558 $ 17,202,069 $ 174,021 1.0% 898 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Superior Court Sources and Uses by Program and Activity (continued) USES CPAD - CAPITAL ADJUDICATION FDAD - FELONY DUI ADJUDICATION FELA - GENERAL FELONY ADJUDICATION 80CJ - CRIMINAL JUSTICE $ $ 432,918 $ 621,249 15,337,380 16,391,547 $ 473,863 $ 648,224 14,788,009 15,910,096 $ 473,863 $ 648,224 14,792,054 15,914,141 $ 459,433 $ 583,972 14,501,575 15,544,980 $ 557,778 $ 695,244 17,051,127 18,304,149 $ (83,915) (47,020) (2,259,073) (2,390,008) -17.7% -7.3% -15.3% -15.0% CVAD - GENERAL CIVIL ADJUDICATION 80CV - CIVIL JUSTICE $ $ 6,436,762 $ 6,436,762 $ 6,655,599 $ 6,655,599 $ 6,293,095 $ 6,293,095 $ 6,597,958 $ 6,597,958 $ 8,705,512 $ 8,705,512 $ (2,412,417) (2,412,417) -38.3% -38.3% FPRE - FAMILY PRE DECREE FPST - FAMILY POST DECREE 80FA - FAMILY ADJUDICATION $ $ 9,484,200 $ 3,277,365 12,761,565 $ 8,129,967 $ 3,228,537 11,358,504 $ 8,105,156 $ 3,228,537 11,333,693 $ 7,683,890 $ 3,500,788 11,184,678 $ 9,401,038 $ 4,294,767 13,695,805 $ (1,295,882) (1,066,230) (2,362,112) -16.0% -33.0% -20.8% JDEL - JUVENILE DELINQUENCY ADJUD JDEP - JUVENILE DEPENDENCY ADJUD 80JJ - JUVENILE JUSTICE $ 4,082,543 $ 3,917,403 7,999,946 $ 4,152,069 $ 3,997,487 8,149,556 $ 4,276,250 $ 3,997,487 8,273,737 $ 3,659,340 $ 3,909,053 7,568,393 $ 4,876,385 $ 4,678,861 9,555,246 $ (600,135) (681,374) (1,281,509) -14.0% -17.0% -15.5% MENT - MENTAL HEALTH 80MH - MENTAL HEALTH COURT $ $ 928,378 $ 928,378 $ 974,788 $ 974,788 $ 974,788 $ 974,788 $ 881,585 $ 881,585 $ 888,053 $ 888,053 $ CINT - COURT INTERPRETATION CSEC - COURT SECURITY CTRN - COURT TRANSLATION JURR - JURORS OCRK - OFFICIAL COURT RECORD KEEPING PICO - PUB INFO AND COMMUNITY OUTRCH 80OS - COURT OPERATIONS SUPPORT $ $ 3,420,682 $ 6,555,065 930,471 5,207,758 4,442,381 3,595,351 24,151,708 $ 3,069,563 $ 6,131,979 381,737 4,225,025 3,277,038 3,587,247 20,672,589 $ 3,069,563 $ 6,131,979 480,949 4,225,025 3,654,359 3,930,747 21,492,622 $ 3,023,207 $ 6,040,520 283,576 4,582,581 3,795,471 3,266,733 20,992,088 $ 3,544,399 $ 5,767,108 406,405 4,533,821 4,284,597 3,907,107 22,443,437 $ (474,836) 364,871 74,544 (308,796) (630,238) 23,640 (950,815) -15.5% 6.0% 15.5% -7.3% -17.2% 0.6% -4.4% EPTA - ESTATE PROB AND TRUST ADMIN 80PC - PROBATE COURT $ $ 1,815,216 $ 1,815,216 $ 1,907,214 $ 1,907,214 $ 1,907,214 $ 1,907,214 $ 1,828,314 $ 1,828,314 $ 2,242,955 $ 2,242,955 $ (335,741) (335,741) -17.6% -17.6% LRTA - LARGE RECORD TAX ADJUD SRTA - SMALL RECORD TAX ADJUD 80TA - TAX ADJUDICATION $ 332,164 $ 205,932 538,096 $ 336,099 $ 138,185 474,284 $ 336,099 $ 138,185 474,284 $ 246,657 $ 144,037 390,694 $ 333,859 $ 147,796 481,655 $ 2,240 (9,611) (7,371) 0.7% -7.0% -1.6% BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT RMGT - RISK MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ 194,672 $ 320,882 1,836,094 3,063,840 439,001 5,854,489 $ 471,143 $ 302,050 1,838,773 3,023,812 480,806 6,116,584 $ 471,143 $ 302,050 1,838,773 3,157,625 480,806 6,250,397 $ 128,125 $ (36,360) 1,678,907 2,839,345 401,172 5,011,189 $ 234,404 $ 344,198 1,784,735 3,323,682 485,985 463,316 6,636,320 $ 236,739 (42,148) 54,038 (166,057) (5,179) (463,316) (385,923) 50.2% -14.0% 2.9% -5.3% -1.1% N/A -6.2% 1,599,539 $ 328,496 1,928,035 $ - $ 394,828 394,828 $ - $ 394,828 394,828 $ - $ 356,182 356,182 $ - $ 372,513 372,513 $ 22,315 22,315 N/A 5.7% 5.7% $ 1,840,900 $ 1,377,174 823,351 485,942 4,527,367 $ 1,922,661 $ 1,886,889 373,251 569,753 4,752,554 $ 2,472,661 $ 3,086,889 493,651 569,753 6,622,954 $ 2,106,342 $ 1,206,686 529,674 435,120 4,277,822 $ 2,150,961 $ 1,514,061 379,360 544,547 4,588,929 $ 321,700 1,572,828 114,291 25,206 2,034,025 13.0% 51.0% 23.2% 4.4% 30.7% TOTAL PROGRAMS $ 83,333,109 $ 77,366,596 $ 79,931,753 $ 74,633,883 $ 87,914,574 $ (7,982,821) -10.0% $ $ $ GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER DESK - DESKTOP SUPPORT HDSP - HELP DESK SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ 899 86,735 86,735 8.9% 8.9% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Superior Court Sources and Uses by Category FY 2009 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST REV VS ADPT VAR % FY 2011 ADOPTED $ SUBTOTAL $ 1,277,170 1,277,170 $ $ 2,012,724 2,012,724 $ $ 2,012,724 2,012,724 $ $ 1,489,528 1,489,528 $ $ 1,488,714 $ 1,488,714 $ (524,010) (524,010) -26.0% -26.0% CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ 2,910,971 12,164,122 15,075,093 $ $ $ 2,199,086 12,900,685 15,099,771 $ $ 2,852,643 11,994,656 14,847,299 $ $ 2,852,643 11,800,611 14,653,254 1,946,118 $ 13,669,817 15,615,935 $ (906,525) 1,675,161 768,636 -31.8% 14.0% 5.2% 2,772 2,772 $ $ 2,900 2,900 $ $ 2,900 2,900 $ $ 2,180 2,180 $ $ 2,900 2,900 $ $ 85,525 $ 79,600 165,125 $ 85,525 79,600 165,125 $ $ $ 62,920 31,600 94,520 $ $ 62,387 23,692 86,079 FINES & FOREFEITS 0637 - FINES & FORFEITS $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ 178,362 $ 38,349 216,711 $ $ $ ALL REVENUES $ 16,571,746 $ 16,834,003 $ 17,028,048 $ 16,677,558 $ 17,202,069 $ TOTAL SOURCES $ 16,571,746 FY 2009 ACTUAL $ 16,834,003 FY 2010 ADOPTED $ 17,028,048 FY 2010 REVISED $ 16,677,558 FY 2010 FORECAST $ 17,202,069 $ FY 2011 ADOPTED CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ - (22,605) (48,000) (70,605) 174,021 0.0% 0.0% -26.4% -60.3% -42.8% 1.0% 174,021 1.0% REV VS ADPT VAR % 53,363,948 $ 348,891 114,953 17,651,985 271,119 (11,483,922) 8,178,563 68,445,537 $ 52,833,803 $ 524,162 139,455 17,297,734 822,546 (13,572,091) 8,503,753 66,549,362 $ 52,866,495 $ 524,162 139,455 17,304,454 797,735 (13,992,595) 8,503,753 66,143,459 $ 51,132,474 $ 375,385 102,585 16,634,465 96,419 (14,049,970) 8,505,446 62,796,804 $ 59,271,577 $ 694,764 122,613 19,861,668 244,260 (15,061,450) 9,617,230 74,750,662 $ (6,405,082) (170,602) 16,842 (2,557,214) 553,475 1,068,855 (1,113,477) (8,607,203) -12.1% -32.5% 12.1% -14.8% 69.4% -7.6% -13.1% -13.0% 2,007,247 $ 8,726 632,053 2,648,026 $ 1,902,175 $ 16,200 1,918,375 $ 2,092,175 $ 16,200 147,000 2,255,375 $ 1,691,189 $ 11,007 151,441 1,853,637 $ 2,158,000 $ 16,200 2,174,200 $ (65,825) 147,000 81,175 -3.1% 0.0% 100.0% 3.6% 6,153,304 $ 512,383 813,631 443,788 840,968 1,599,539 353,182 78,078 58,269 717,769 45,074 11,615,985 $ 4,304,152 $ 577,296 1,190,995 104,941 1,007,616 439,138 104,852 35,419 337,845 45,600 8,147,854 $ 4,491,473 $ 701,477 1,952,440 104,941 1,007,616 439,138 104,852 35,419 471,658 45,600 9,354,614 $ 5,243,989 $ 506,747 1,916,340 123,249 945,237 391,809 95,244 39,747 467,789 7,505 9,737,656 $ 5,188,787 $ 474,000 2,093,207 116,858 992,343 348,400 105,072 35,819 508,800 463,316 10,326,602 $ (697,314) 227,477 (140,767) (11,917) 15,273 90,738 (220) (400) (37,142) 45,600 (463,316) (971,988) -15.5% 32.4% -7.2% -11.4% 1.5% N/A 20.7% -0.2% -1.1% -7.9% 100.0% N/A -10.4% $ 15,129 $ 608,432 623,561 $ - $ 751,005 751,005 $ 1,427,300 $ 751,005 2,178,305 $ - $ 245,786 245,786 $ - $ 663,110 663,110 $ ALL EXPENDITURES $ 83,333,109 $ 77,366,596 $ 79,931,753 $ 74,633,883 $ TOTAL USES $ 83,333,109 $ 77,366,596 $ 79,931,753 $ 74,633,883 $ SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT $ SUBTOTAL $ SERVICES 0810 - LEGAL SERVICES 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0873 - SERVICES-ALLOCATION IN SUBTOTAL CAPITAL 0920 - CAPITAL EQUIPMENT 0950 - DEBT SERVICE SUBTOTAL $ $ $ 900 1,427,300 87,895 1,515,195 100.0% 11.7% 69.6% 87,914,574 $ (7,982,821) -10.0% 87,914,574 $ (7,982,821) -10.0% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Superior Court Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED (990,000) (990,000) -41.5% -41.5% 570,600 $ 570,600 $ 137,323 137,323 31.7% 31.7% 1,489,527 $ 1,489,527 $ 2,145,648 $ 2,145,648 $ 131,924 131,924 6.6% 6.6% 389,531 $ 389,531 $ 466,117 $ 466,117 $ 464,531 $ 464,531 $ 75,000 75,000 19.3% 19.3% 1,695,930 $ 1,695,930 $ 1,695,930 $ 1,695,930 $ 1,389,660 $ 1,389,660 $ 1,390,000 $ 1,390,000 $ (305,930) (305,930) -18.0% -18.0% 6,730,538 $ 6,730,538 $ 6,100,817 $ 6,100,817 $ 6,100,817 $ 6,100,817 $ 6,477,038 $ 6,477,038 $ 6,477,000 $ 6,477,000 $ 376,183 376,183 6.2% 6.2% $ $ 1,393,159 $ 1,393,159 $ 940,000 $ 940,000 $ 940,000 $ 940,000 $ 1,427,124 $ 1,427,124 $ 1,425,000 $ 1,425,000 $ 485,000 485,000 51.6% 51.6% $ $ 1,724,709 $ 1,724,709 $ 2,010,454 $ 2,010,454 $ 2,204,499 $ 2,204,499 $ 2,330,695 $ 2,330,695 $ 2,329,600 $ 2,329,600 $ 125,101 125,101 5.7% 5.7% $ $ 592,842 $ 592,842 $ 445,580 $ 445,580 $ 445,580 $ 445,580 $ 585,124 $ 585,124 $ 585,000 $ 585,000 $ 139,420 139,420 31.3% 31.3% $ $ 114,917 $ 114,917 $ 115,921 $ 115,921 $ 115,921 $ 115,921 $ 98,688 $ 98,688 $ 115,921 $ 115,921 $ - 0.0% 0.0% $ $ 133,991 $ 133,991 $ 115,007 $ 115,007 $ 115,007 $ 115,007 $ 138,077 $ 138,077 $ 115,007 $ 115,007 $ - 0.0% 0.0% $ $ 199,169 $ 199,169 $ 190,682 $ 190,682 $ 190,682 $ 190,682 $ 186,122 $ 186,122 $ 190,682 $ 190,682 $ - 0.0% 0.0% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 16,571,746 $ 16,571,746 $ 16,834,003 $ 16,834,003 $ 17,028,048 $ 17,028,048 $ 16,677,558 $ 16,677,558 $ 17,202,069 $ 17,202,069 $ 174,021 174,021 1.0% 1.0% 208 JUDICIAL ENHANCEMENT OPERATING 238 SUPERIOR COURT GRANTS OPERATING 256 PROBATE FEES OPERATING $ FUND TOTAL SOURCES $ 1,785,634 $ 1,785,634 $ 2,383,080 $ 2,383,080 $ 2,383,080 $ 2,383,080 $ 1,516,177 $ 1,516,177 $ 1,393,080 $ 1,393,080 $ $ FUND TOTAL SOURCES $ 580,696 $ 580,696 $ 433,277 $ 433,277 $ 433,277 $ 433,277 $ 573,209 $ 573,209 $ $ FUND TOTAL SOURCES $ 1,277,170 $ 1,277,170 $ 2,013,724 $ 2,013,724 $ 2,013,724 $ 2,013,724 $ $ FUND TOTAL SOURCES $ 471,877 $ 471,877 $ 389,531 $ 389,531 $ $ $ 1,567,044 $ 1,567,044 $ $ $ REV VS ADPT VAR % 257 CONCILIATION COURT FEES OPERATING FUND TOTAL SOURCES 259 SUPERIOR COURT SPECIAL REVENUE OPERATING FUND TOTAL SOURCES 261 LAW LIBRARY OPERATING FUND TOTAL SOURCES 264 SUPERIOR COURT FILL THE GAP OPERATING FUND TOTAL SOURCES 271 EXPEDITED CHILD SUPPORT OPERATING FUND TOTAL SOURCES 276 SPOUSAL MAINT ENF ENHANCEMENT OPERATING FUND TOTAL SOURCES 281 CHILDRENS ISSUES EDUCATION OPERATING FUND TOTAL SOURCES 282 DOM REL MEDIATION EDUCATION OPERATING FUND TOTAL SOURCES 901 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Superior Court Sources and Uses by Fund and Function (continued) FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % $ FUND TOTAL USES $ 68,041,347 $ 68,041,347 $ 62,531,673 $ 62,531,673 $ 64,071,085 $ 64,071,085 $ 60,475,763 $ 60,475,763 $ 71,111,106 $ 71,111,106 $ (7,040,021) (7,040,021) -11.0% -11.0% $ FUND TOTAL USES $ 431,147 $ 510,002 941,149 $ 433,277 $ 433,277 $ 433,277 $ 433,277 $ 275,728 $ 275,728 $ 570,600 $ 570,600 $ (137,323) (137,323) -31.7% N/A -31.7% $ FUND TOTAL USES $ 1,284,111 $ 1,284,111 $ 2,013,724 $ 2,013,724 $ 2,013,724 $ 2,013,724 $ 1,489,527 $ 1,489,527 $ 2,145,648 $ 2,145,648 $ (131,924) (131,924) -6.6% -6.6% $ 389,531 $ 389,531 $ 389,531 $ 389,531 $ 389,531 $ 389,531 $ 389,531 $ 389,531 $ 464,531 $ 100,000 564,531 $ (75,000) (100,000) (175,000) -19.3% N/A -44.9% 1,695,930 $ 63,651 1,759,581 $ 1,695,930 $ 1,695,930 $ 1,695,930 $ 1,695,930 $ 1,695,930 $ 1,695,930 $ 1,390,000 $ 1,390,000 $ 305,930 305,930 18.0% N/A 18.0% 5,680,313 $ 1,302,588 6,982,901 $ 6,100,817 $ 384,000 6,484,817 $ 6,100,817 $ 872,200 6,973,017 $ 5,867,508 $ 828,787 6,696,295 $ 6,477,000 $ 559,000 7,036,000 $ (376,183) 313,200 (62,983) -6.2% 35.9% -0.9% 861,938 $ 291,676 1,153,614 $ 940,000 $ 940,000 $ 940,000 $ 343,500 1,283,500 $ 731,491 $ 211,480 942,971 $ 1,425,000 $ 1,425,000 $ (485,000) 343,500 (141,500) -51.6% 100.0% -11.0% 1,733,119 $ 180,567 1,913,686 $ 2,010,454 $ 2,010,454 $ 2,204,499 $ 2,204,499 $ 1,800,948 $ 1,800,948 $ 2,329,600 $ 2,329,600 $ (125,101) (125,101) -5.7% N/A -5.7% USES $ 445,580 $ 445,580 $ 445,580 $ 445,580 $ 445,580 $ 445,580 $ 445,580 $ 445,580 $ 585,000 $ 335,479 920,479 $ $ USES $ 115,920 $ 115,920 $ 115,921 $ 115,921 $ 115,921 $ 115,921 $ 115,921 $ 115,921 $ 115,921 $ 115,921 $ - 0.0% 0.0% $ USES $ 115,007 $ 115,007 $ 115,007 $ 115,007 $ 115,007 $ 115,007 $ 115,007 $ 115,007 $ 115,007 $ 115,007 $ - 0.0% 0.0% $ USES $ 190,682 $ 190,682 $ 190,682 $ 190,682 $ 190,682 $ 190,682 $ 190,682 $ 190,682 $ 190,682 $ 190,682 $ - 0.0% 0.0% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 80,984,625 $ 2,348,484 $ 83,333,109 $ 76,982,596 $ 384,000 $ 77,366,596 $ 78,716,053 $ 1,215,700 $ 79,931,753 $ 73,593,616 $ 1,040,267 $ 74,633,883 $ 86,920,095 $ 994,479 $ 87,914,574 $ 208 JUDICIAL ENHANCEMENT OPERATING NON-RECURRING 238 SUPERIOR COURT GRANTS OPERATING 256 PROBATE FEES OPERATING NON-RECURRING FUND TOTAL USES $ 257 CONCILIATION COURT FEES OPERATING NON-RECURRING FUND TOTAL 259 SUPERIOR COURT SPECIAL REVENUE OPERATING NON-RECURRING FUND TOTAL 261 LAW LIBRARY OPERATING NON-RECURRING FUND TOTAL 264 SUPERIOR COURT FILL THE GAP OPERATING NON-RECURRING FUND TOTAL 271 EXPEDITED CHILD SUPPORT OPERATING NON-RECURRING FUND TOTAL 276 SPOUSAL MAINT ENF ENHANCEMENT OPERATING FUND TOTAL 281 CHILDRENS ISSUES EDUCATION OPERATING FUND TOTAL 282 DOM REL MEDIATION EDUCATION OPERATING FUND TOTAL $ USES $ $ USES $ $ USES $ $ USES $ $ 902 (139,420) -31.3% (335,479) N/A (474,899) -106.6% (8,204,042) 221,221 (7,982,821) -10.4% 18.2% -10.0% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Superior Court Staffing by Program and Activity PROGRAM / ACTIVITY ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT PROGRAM TOTAL CIVIL JUSTICE GENERAL CIVIL ADJUDICATION PROGRAM TOTAL COURT OPERATIONS SUPPORT COURT INTERPRETATION COURT SECURITY COURT TRANSLATION JURORS OFFICIAL COURT RECORD KEEPING PUB INFO AND COMMUNITY OUTRCH PROGRAM TOTAL CRIMINAL JUSTICE CAPITAL ADJUDICATION FELONY DUI ADJUDICATION GENERAL FELONY ADJUDICATION PROGRAM TOTAL FAMILY ADJUDICATION FAMILY POST DECREE FAMILY PRE DECREE PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP DATA CENTER DESKTOP SUPPORT HELP DESK SUPPORT PROGRAM TOTAL JUVENILE JUSTICE JUVENILE DELINQUENCY ADJUD JUVENILE DEPENDENCY ADJUD PROGRAM TOTAL MENTAL HEALTH COURT MENTAL HEALTH PROGRAM TOTAL PROBATE COURT ESTATE PROB AND TRUST ADMIN PROGRAM TOTAL TAX ADJUDICATION LARGE RECORD TAX ADJUD SMALL RECORD TAX ADJUD PROGRAM TOTAL DEPARTMENT TOTAL FY 2009 ADOPTED FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV TO ADPT VAR % 2.00 47.75 5.00 38.50 7.00 100.25 6.00 40.00 31.00 32.50 12.00 121.50 6.00 40.00 31.00 32.50 12.00 121.50 6.00 41.00 31.00 31.50 12.00 121.50 6.00 41.00 31.00 31.50 12.00 121.50 1.00 (1.00) - 0.0% 2.5% 0.0% -3.1% 0.0% 0.0% 101.00 101.00 94.00 94.00 94.00 94.00 102.00 102.00 99.00 99.00 5.00 5.00 5.3% 5.3% 36.50 146.00 3.00 13.00 50.50 47.50 296.50 36.50 139.00 3.00 13.00 42.50 41.50 275.50 36.50 139.00 3.00 13.00 42.50 41.50 275.50 36.50 141.00 4.50 14.00 46.50 36.50 279.00 36.60 133.00 4.50 14.00 47.50 36.50 272.10 0.10 (6.00) 1.50 1.00 5.00 (5.00) (3.40) 0.3% -4.3% 50.0% 7.7% 11.8% -12.0% -1.2% 7.00 9.00 252.00 268.00 6.00 8.00 234.00 248.00 6.00 8.00 234.00 248.00 6.00 8.00 234.00 248.00 6.00 8.00 235.00 249.00 1.00 1.00 0.0% 0.0% 0.4% 0.4% 58.00 155.00 213.00 54.00 125.00 179.00 54.00 125.00 179.00 52.00 120.00 172.00 52.00 121.00 173.00 (2.00) (4.00) (6.00) -3.7% -3.2% -3.4% 11.00 19.00 13.00 43.00 38.00 11.00 14.00 12.00 75.00 38.00 11.00 14.00 12.00 75.00 38.00 11.00 14.00 12.00 75.00 38.00 11.00 14.00 12.00 75.00 - 0.0% 0.0% 0.0% 0.0% 0.0% 66.50 64.00 130.50 60.50 62.00 122.50 60.50 62.00 122.50 61.30 63.50 124.80 61.30 63.50 124.80 0.80 1.50 2.30 1.3% 2.4% 1.9% 14.00 14.00 13.00 13.00 13.00 13.00 13.00 13.00 12.00 12.00 (1.00) (1.00) -7.7% -7.7% 33.00 33.00 29.00 29.00 29.00 29.00 32.00 32.00 30.00 30.00 1.00 1.00 3.4% 3.4% 5.00 2.00 7.00 1,206.25 5.00 1.00 6.00 1,163.50 5.00 1.00 6.00 1,163.50 4.00 1.00 5.00 1,172.30 4.00 1.00 5.00 1,161.40 (1.00) (1.00) (2.10) -20.0% 0.0% -16.7% -0.2% 903 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Superior Court Staffing by Market Range Title MARKET RANGE TITLE Accountant Accounting Specialist Admin & Operations Mgr Admin/Office Support Admin/Office Support Supv Admin/Operations Specialist Admin/Operations Supv Administrative Specialist Administrative Staff Supv Administrative Supervisor Administrator Applications Development Mgr Applications Development Supv Attorney Attorney - Associate Attorney - Senior Bailiff Business/Systems Analyst Business/Systems Analyst-Sr/Ld Collections Supervisor Collector Communicatn Ofcr/Govt Liaison Computer Operator Conference Officer Counseling Supervisor Counselor Court Commissioner Court Interpreter Court Interpreter Supervisor Court Reporter Data Security Analyst Database Administrator Deputy Director Director - Superior Court Educator Educator Bachelor's Executive Assistant Finan/Business Analyst - Dept Financial Supervisor - Dept Grant-Contract Administrator Help Desk Coordinator Help Desk Coordinator - Sr/Ld Human Resources Analyst Human Resources Associate Human Resources Specialist Human Resources Supervisor Human Resources Support Supv FY 2009 ADOPTED 3.00 2.00 11.00 1.00 4.00 22.00 14.00 7.50 1.00 2.00 4.00 1.00 120.00 3.00 5.00 12.00 2.00 30.00 58.00 30.50 4.00 65.50 1.00 9.00 1.00 2.00 1.00 3.00 1.00 2.00 8.00 3.00 7.00 7.00 4.00 - FY 2010 ADOPTED 5.00 16.00 11.00 1.00 2.00 21.00 11.00 1.50 1.00 3.00 2.00 2.00 2.00 5.00 114.00 4.00 2.00 1.00 3.00 2.00 5.00 10.00 10.00 58.00 31.50 3.00 55.50 1.00 1.00 8.00 1.00 2.00 1.00 4.00 3.00 2.00 7.00 3.00 5.00 5.00 1.00 4.00 904 FY 2010 REVISED 5.00 16.00 11.00 1.00 2.00 21.00 11.00 1.50 1.00 3.00 2.00 2.00 2.00 5.00 114.00 4.00 2.00 1.00 3.00 2.00 5.00 10.00 10.00 58.00 31.50 3.00 55.50 1.00 1.00 8.00 1.00 2.00 1.00 4.00 3.00 2.00 7.00 3.00 5.00 5.00 1.00 4.00 FY 2010 FORECAST 5.00 16.00 8.00 1.00 2.00 21.80 8.00 2.00 1.00 5.00 2.00 2.00 2.00 5.00 114.00 4.00 2.00 1.00 3.00 2.00 5.00 13.00 11.00 58.00 32.00 4.00 56.50 1.00 1.00 8.00 1.00 5.00 1.00 4.00 3.00 2.00 7.00 3.00 5.00 5.00 1.00 4.00 FY 2011 ADOPTED 5.00 16.00 8.00 1.00 1.00 21.80 9.00 2.00 1.00 5.00 2.00 2.00 2.00 5.00 114.00 4.00 2.00 1.00 3.00 2.00 5.00 13.00 11.00 58.00 32.10 4.00 56.50 1.00 1.00 8.00 1.00 5.00 1.00 4.00 3.00 2.00 7.00 3.00 5.00 5.00 1.00 4.00 REV TO ADPT VAR % 0.0% 0.0% (3.00) -27.3% 0.0% (1.00) -50.0% 0.80 3.8% (2.00) -18.2% 0.50 33.3% 0.0% 2.00 66.7% 0.0% 0.0% 0.0% (5.00) -100.0% 5.00 N/A N/A 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 3.00 30.0% N/A 1.00 10.0% 0.0% 0.60 1.9% 1.00 33.3% 1.00 1.8% 0.0% 0.0% 0.0% 0.0% N/A 3.00 150.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A 0.0% 0.0% 0.0% 0.0% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Superior Court Staffing by Market Range Title (continued) FY 2009 ADOPTED 1.00 2.00 2.00 151.00 194.00 23.00 27.00 13.00 5.00 0.50 1.00 6.00 9.00 6.00 7.50 20.00 2.00 1.00 1.00 11.00 4.00 1.00 3.00 1.75 1.00 127.00 4.00 11.00 4.00 95.00 6.00 1.00 6.00 2.00 5.00 1,206.25 MARKET RANGE TITLE IT Division Manager IT Senior Manager IT Services Supv Judicial Assistant Justice System Clerk Justice System Clerk Lead Justice System Clerk Supv Legal Assistant Librarian Library Clerk Library Manager Library Paraprofessional Management Analyst Materials Handling Worker Office Assistant Office Assistant Specialized Operations Support Anlst-Sr/Ld Operations/Program Manager Operations/Program Supervisor PC/LAN Tech Support Procurement Specialist Procurement Supervisor - Dept Program Coordinator Program Manager Programmer/Analyst Programmer/Analyst - Sr/Ld Psychologist Security Officer Security Officer Manager Security Officer Supervisor Social Worker Superior Court Judge Systems Admin & Analysis Mgr Systems/Network Administrator Systems/Network Admin-Sr/Ld Trades Generalist Trades Supervisor Trainer Web Designer/Developer Web Designer/Developer-Sr/Ld Department Total FY 2010 ADOPTED 2.00 3.00 2.00 151.00 165.00 21.00 26.00 12.00 5.00 0.50 1.00 5.00 8.00 5.00 4.50 23.00 2.00 2.00 10.00 6.00 2.00 2.00 1.00 9.00 5.00 1.00 123.00 4.00 9.00 4.00 95.00 1.00 3.00 1.00 5.00 2.00 8.00 3.00 1.00 1,163.50 FY 2010 REVISED 2.00 3.00 2.00 151.00 165.00 21.00 26.00 12.00 5.00 0.50 1.00 5.00 8.00 5.00 4.50 23.00 2.00 2.00 10.00 6.00 2.00 2.00 1.00 9.00 5.00 1.00 123.00 4.00 9.00 4.00 95.00 1.00 3.00 1.00 5.00 2.00 8.00 3.00 1.00 1,163.50 FY 2010 FORECAST 2.00 3.00 2.00 152.00 164.00 20.00 24.00 12.00 5.00 0.50 1.00 5.00 9.00 5.00 4.50 20.00 2.00 3.00 2.00 10.00 6.00 2.00 2.00 1.00 9.00 5.00 1.00 123.00 4.00 11.00 6.00 95.00 1.00 3.00 1.00 5.00 2.00 8.00 3.00 1.00 1,172.30 FY 2011 ADOPTED 2.00 3.00 2.00 152.00 164.00 20.00 24.00 12.00 5.00 0.50 1.00 5.00 9.00 5.00 4.50 20.00 2.00 3.00 1.00 10.00 6.00 2.00 1.00 1.00 9.00 5.00 1.00 115.00 4.00 11.00 5.00 95.00 1.00 3.00 1.00 5.00 2.00 8.00 3.00 1.00 1,161.40 REV TO ADPT VAR % 0.0% 0.0% 0.0% 1.00 0.7% (1.00) -0.6% (1.00) -4.8% (2.00) -7.7% 0.0% 0.0% 0.0% 0.0% 0.0% 1.00 12.5% 0.0% 0.0% (3.00) -13.0% 0.0% 3.00 N/A (1.00) -50.0% 0.0% 0.0% 0.0% (1.00) -50.0% 0.0% 0.0% 0.0% 0.0% (8.00) -6.5% 0.0% 2.00 22.2% 1.00 25.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% (2.10) -0.2% FY 2010 REVISED 1,101.00 5.00 25.50 32.00 1,163.50 FY 2010 FORECAST 1,108.60 4.00 25.80 32.00 1,172.30 FY 2011 ADOPTED 1,099.60 4.00 25.80 32.00 1,161.40 REV TO ADPT VAR % (1.40) -0.1% (1.00) -20.0% 0.30 1.2% 0.0% (2.10) -0.2% Staffing by Fund FUND 100 - GENERAL 208 - JUDICIAL ENHANCEMENT 238 - SUPERIOR COURT GRANTS 264 - SUPERIOR COURT FILL THE GAP DEPARTMENT TOTAL FY 2009 ADOPTED 1,141.75 5.00 27.50 32.00 1,206.25 FY 2010 ADOPTED 1,101.00 5.00 25.50 32.00 1,163.50 Significant Variance Analysis Eight (8.0 FTEs) vacant Security Officer positions are eliminated in the budget as a result of the cancellation of intergovernmental agreements for court security by cities and towns. 905 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Superior Court General Adjustments Base Adjustments: General Fund (100) • Increase Regular Benefits by $1,089,878 for employee health and dental premium increases. • Increase Regular Benefits by $589,865 for retirement contribution rate increase. • The expenditure budget is increased by $349,511 as Other Base Adjustments by rightsizing Overtime ($50,000); Overtime Benefits ($12,952); General Supplies ($144,779); Legal Services $450,000 for Jury Reimbursement/Mileage, Contract Interpreters and Grand Jury Transcripts; Healthcare Services $50,200; Other Services $100,000; Travel ($10,400) and Postage/Freight/Shipping ($32,558) to FY 2010 forecast levels. • The expenditure budget is reduced by $635,304 as a result of increasing Personnel Savings from 3% to 4%. • The expenditure budget is reduced by $29,313 as a result of savings associated with employee participation in the Post Employment Health Plan Enhancement Program (PEHPEP). • The expenditure budget is increased by $463,316 as a result of allocating the payment made to the State for risk management charges from the Adult Probation Fees Fund (201). • The expenditure budget is increased by $8,157,042 as a result of a cost shift from the State requiring Counties to pay 100% (instead of 50%) of the salaries of Superior Court Judges. • The expenditure budget is reduced by $1,002,177 shifting personnel costs from the General Fund (100) to the Special Revenue Fund 259 ($1,101,183), the Grant Fund (238) for Title IVD IGA with DES ($131,924), and the Probate Fund (256) ($75,000) due to increased revenue in those funds. These reductions are partially offset by a $305,930 reduction in personnel expenditures allocated from the General Fund (100) to the Conciliation Court Fees Fund (257) due to decreased revenue in this fund. Superior Court Judicial Enhancement Fund (208) • Increase Regular Benefits by $3,936 for employee health and dental premium increases. • Increase Regular Benefits by $801 for retirement contribution rate increase. Superior Court Grants Fund (238) • Increase Regular Benefits by $25,387 for employee health and dental premium increases. • Increase Regular Benefits by $4,327 for retirement contribution rate increase. Superior Court Special Revenue Fund (259) • The expenditure budget is reduced by $725,000 by rightsizing Other Services. • The expenditure budget is increased by $1,101,183 as a result of increasing the allocation of personnel expenditures from the General Fund (100). Superior Court Special Revenue Fund (259) Non Recurring/Non Project (0001) • The one-time expenditure budget of $175,000 is for consultants for the Integrated Court Information System (iCIS) upgrades. The contract consultants are necessary to provide the expertise, supplementing existing CTS staff, to develop and program iCIS after the servers and storage equipment are purchased in FY 2011. Superior Court Special Revenue Fund (259) Jury Rewrite Project (JURY) • The one-time expenditure budget of $384,000 is for the Jury Rewrite Project. The one-time funding will be used by the department for contract consultants to develop and write the 906 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Superior Court programming necessary for the jury system. The project is scheduled to be completed and fully operational in the first quarter of 2011. Superior Court Fill the Gap Fund (264) • Increase Regular Benefits by $31,488 for employee health and dental premium increases. • Increase Regular Benefits by $19,049 for retirement contribution rate increase. • The expenditure budget is increased by $74,564 as a result of rightsizing Other Services $125,101 and Legal Services ($50,537). Programs and Activities Civil Justice Program The purpose of the Civil Justice Program is to resolve civil cases for litigants so that they are afforded timely and just legal resolutions. Mandates: Arizona Constitution, Article VI, Section 14 gives the Superior Court jurisdiction to hold criminal proceedings for all felony cases and misdemeanor cases that are not legally directed to other court jurisdictions Program Results Measure Description Percent of Civil cases resolved within 18 months. FY 2009 ACTUAL 96.2% FY 2010 REVISED 90.0% FY 2011 ADOPTED 95.9% REV VS ADPT VAR % 5.9% 6.6% Activities that comprise this program include: • General Civil Adjudication General Civil Adjudication Activity The purpose of the General Civil Adjudication Activity is to resolve Superior Court civil cases for litigants so that they are afforded timely and just legal resolutions. Mandates: Arizona Constitution, Article VI, Section 14 and A.R.S. §12-123 gives the Superior Court jurisdiction in any cases that are not specifically assigned to another court in statute. 907 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of Civil cases resolved within 18 months. Number of Civil cases resolved. Number of Civil (CVAD) cases filed. Cost per Civil case resolved. Department Strategic Plans and Budgets Superior Court FY 2009 ACTUAL 96.2% $ 259 - SUPERIOR COURT SPECIAL REVENUE TOTAL SOURCES 60,050 67,687 107.19 FY 2010 REVISED N/A FY 2011 ADOPTED N/A 59,800 6,500 105.24 68,400 72,000 127.27 $ $ $ REV VS ADPT VAR % N/A N/A 8,600 65,500 (22.03) 14.4% 1007.7% -20.9% $ 3,711,982 $ 3,536,119 $ 4,133,307 $ 597,188 16.9% $ 3,711,982 $ 3,536,119 $ 4,133,307 $ 597,188 16.9% $ 3,369,200 95,162 2,972,400 $ 2,738,722 103,469 3,450,904 $ 4,667,685 94,331 3,943,496 $ (1,928,963) 9,138 (492,592) -70.4% 8.8% -14.3% $ 6,436,762 $ 6,293,095 $ 8,705,512 $ (2,412,417) -38.3% Expenditure 100 - GENERAL 208 - JUDICIAL ENHANCEMENT 259 - SUPERIOR COURT SPECIAL REVENUE TOTAL USES Activity Narrative: The General Fund (100) expenditure budget is increased by $1,928,963 as a result of a cost shift from the State requiring counties to pay 100% of Superior Court judges salary. The increase in civil case filings is directly related to the economic downturn being experienced in Maricopa County. Base Adjustments: Superior Court Special Revenue Fund (259) • The revenue budget is increased by $376,183 as a result of increasing fee collections for case management. Court Operations Support Program The purpose of the Court Operations Support Program is to provide necessary support services to the Court and justice partners to ensure defendants and the public receive timely and just resolutions. Program Results Measure Description TBD FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED N/A N/A N/A N/A N/A 100.0% N/A N/A N/A N/A 100.0% N/A N/A N/A N/A 100.0% Percent of people screened without incident TBD TBD TBD Percent of user satisfaction. Activities that comprise this program include: • Court Translation • Jurors • Public Information & Comm. Outreach • • • 908 REV VS ADPT VAR % N/A N/A N/A N/A N/A N/A 0.0% Official Court Record Keeping Court Security Court Interpretation N/A N/A N/A N/A 0.0% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Superior Court Court Translation Activity The purpose of the Court Translation Activity is to provide non-English verbal and written translation from other languages for the judicial system so that they can effectively conduct court proceedings. Mandates: A.R.S. §§12-241 through 12-242 establish that Superior Court will retain the services of interpreters to translate court proceedings for litigants who need such services. Measure Type Result Output Demand Efficiency Expenditure Measure Description TBD Number of Translations completed. Number of Translation requests received. Cost per Translation request completed. 100 - GENERAL 259 - SUPERIOR COURT SPECIAL REVENUE TOTAL USES FY 2009 FY 2010 FY 2011 ACTUAL REVISED ADOPTED N/A N/A N/A 21,330 22,500 400 21,367 22,500 400 $ 43.62 $ 21.86 $ 1,016.01 $ REV VS ADPT VAR % N/A N/A (22,100) -98.2% (22,100) -98.2% (994.15) -4547.8% $ 930,471 - $ 421,149 59,800 $ 406,405 - $ 14,744 59,800 3.5% 100.0% $ 930,471 $ 480,949 $ 406,405 $ 74,544 15.5% Jurors Activity The purpose of the Juror Activity is to provide impartial jury panels to defendants and litigants so that they will render informed decisions in court cases. Mandates: A.R.S. §21-301 establishes that the jury commissioner of the Superior Court is responsible for the maintenance of the master juror list. A.R.S. §21-331 establishes that the Superior Court is responsible for issuing summons to juror candidates for service in the Superior Court or, if authorized by intergovernmental agreements, for service in Justice Courts or municipal courts. Juries are to be conducted as prescribed by A.R.S. §§21-101 through 21-351. A.R.S. §21-402 establishes that the Presiding Judge of the Superior Court shall summon a grand jury three times per year (or additional times, per a petition from the County Attorney). Grand juries are to be conducted as prescribed by A.R.S. §§21-401 through 21-416. Measure Type Result Output Demand Efficiency Revenue Measure Description TBD Number of jurors sent to a courtroom. Number of jurors reporting for service. Cost per juror sent to a courtroom. FY 2009 FY 2010 FY 2011 ACTUAL REVISED ADOPTED N/A N/A N/A 44,292 68,000 55,000 54,176 80,000 66,000 $ 117.58 $ 62.13 $ 82.43 $ REV VS ADPT VAR % N/A N/A (13,000) -19.1% (14,000) -17.5% (20.30) -32.7% 100 - GENERAL 259 - SUPERIOR COURT SPECIAL REVENUE TOTAL SOURCES $ 694,966 109,988 $ 794,083 141,000 $ 794,083 121,000 $ (20,000) 0.0% -14.2% $ 804,954 $ 935,083 $ 915,083 $ (20,000) -2.1% 100 - GENERAL 259 - SUPERIOR COURT SPECIAL REVENUE TOTAL USES $ 5,044,935 162,823 $ 4,112,385 112,640 $ 4,392,821 141,000 $ (280,436) (28,360) -6.8% -25.2% $ 5,207,758 $ 4,225,025 $ 4,533,821 $ (308,796) -7.3% Expenditure Activity Narrative: The expenditure budget increased by $308,796 for reimbursement payments made to jurors for mileage. 909 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Superior Court Official Court Record Keeping Activity The purpose of the Official Court Record-Keeping Activity is to provide an official court case record for the Court so that litigants are ensured impartial and fair adjudication. Mandates: A.R.S. §§12-223 and 21-411 establish that the court shall appoint a court reporter to record the proceedings of trials to be officially filed as record with the office of the Clerk of the Supreme Court. Measure Type Result Output Demand Efficiency Measure Description TBD Number of hours of Court proceedings that were recorded. Number of hours of Court proceedings that need to be recorded. Cost per hour of Court proceedings recorded. FY 2009 ACTUAL N/A 217,824 FY 2010 REVISED N/A 215,000 FY 2011 ADOPTED N/A 218,736 217,824 215,000 218,736 REV VS ADPT VAR % N/A N/A 3,736 1.7% 3,736 (2.59) 1.7% $ 20.39 $ 17.00 $ 19.59 $ -15.2% $ 62,926 $ 65,040 $ 65,040 $ - 0.0% $ 62,926 $ 65,040 $ 65,040 $ - 0.0% $ Revenue 259 - SUPERIOR COURT SPECIAL REVENUE TOTAL SOURCES Expenditure 100 - GENERAL 259 - SUPERIOR COURT SPECIAL REVENUE 264 - SUPERIOR COURT FILL THE GAP TOTAL USES $ 4,106,993 335,388 $ 3,399,319 65,040 $ 4,150,094 65,040 $ 4,442,381 190,000 $ 3,654,359 69,463 $ 4,284,597 $ (750,775) - -22.1% 0.0% 120,537 (630,238) 63.4% -17.2% Activity Narrative: The General Fund (100) expenditure budget is increased by $750,775 to pay for contract court reporting services. Public Information & Community Outreach Activity The purpose of the Public Information and Community Outreach Activity is to provide website access to the public so that case information and court forms can be accessed by litigants without having to make a trip to a courthouse. Mandates: This is not a mandated activity of the Superior Court. Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of user satisfaction. Number of website sessions completed. Number of website sessions requested. Cost per website session. FY 2009 FY 2010 FY 2011 ACTUAL REVISED ADOPTED 6995.1% N/A N/A 257,978,960 270,878,184 292,000,000 262,239,130 270,878,184 292,000,000 $ 0.01 $ 0.01 $ 0.01 100 - GENERAL 259 - SUPERIOR COURT SPECIAL REVENUE 261 - LAW LIBRARY TOTAL SOURCES $ 280,775 $ 500 288,000 $ 500 288,000 1,371,631 $ 1,652,406 940,000 $ 1,228,500 1,425,000 $ 1,713,500 $ 2,400,926 285,067 $ 2,359,247 288,000 $ 2,194,107 288,000 909,358 $ 3,595,351 1,283,500 $ 3,930,747 1,425,000 $ 3,907,107 REV VS ADPT VAR % N/A N/A 21,121,816 7.8% 21,121,816 7.8% 0.0% $ $ - 0.0% 0.0% 485,000 485,000 51.6% 39.5% 165,140 - 7.0% 0.0% Expenditure 100 - GENERAL 259 - SUPERIOR COURT SPECIAL REVENUE 261 - LAW LIBRARY TOTAL USES 910 $ $ (141,500) 23,640 -11.0% 0.6% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Superior Court Base Adjustments: Law Library Fund (261) • The revenue budget is increased by $485,000 as a result of increasing fee collections for usage of library resources. • The expenditure budget is increased by $485,000 as a result of increasing General Supplies. Court Security Activity The purpose of the Court Security Activity is to provide physical and electronic deterrent services to the Court and the public so they can have a safe and secure environment in which to conduct judicial proceedings and other court business. Mandates: This is not a mandated activity of the Superior Court but seeks to preserve the safety of participants in the legal system and the efficient operations of the courts. Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of people screened without incident Number of people screened. Number of people entering court facilities. Cost per person screened. FY 2009 FY 2010 FY 2011 ACTUAL REVISED ADOPTED N/A N/A N/A 3,500,000 3,500,000 3,750,000 3,500,000 3,500,000 3,750,000 $ 1.87 $ 1.75 $ 1.54 $ REV VS ADPT VAR % N/A N/A 250,000 7.1% 250,000 7.1% 0.21 12.0% 100 - GENERAL TOTAL SOURCES $ $ 100 - GENERAL 259 - SUPERIOR COURT SPECIAL REVENUE TOTAL USES $ 6,523,915 31,150 $ 6,555,065 570,465 570,465 $ $ 548,601 548,601 $ $ 8,601 8,601 $ $ (540,000) (540,000) -98.4% -98.4% $ 6,131,979 - $ 5,767,108 - $ 364,871 - 6.0% N/A $ 6,131,979 $ 5,767,108 $ 364,871 6.0% Expenditure Activity Narrative: The increase in demand and output is the result of Superior Court utilizing the actual daily counts of individuals entering courts to develop the FY 2011 performance data versus an estimated number in prior years. Base Adjustments: General Fund (100) • The revenue budget is reduced by $540,000 as a result of cities and towns cancelling security contracts with the Superior Court. • The expenditure budget is reduced by $348,363 as a result of a reduction in staff funded through contracts with cities and towns. Court Interpretation Activity The purpose of the Court Interpretation Activity is to provide interpretation to non-English speaking litigants so they can understand court proceedings. Mandates: A.R.S. §§12-241 through 12-242 establish that Superior Court will retain the services of interpreters to translate court proceedings for litigants who need such services. 911 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Demand Efficiency Revenue Measure Description Department Strategic Plans and Budgets Superior Court TBD Number of Interpretation requests completed Number of Interpretation requests received Cost per Interpretation request completed FY 2009 FY 2010 FY 2011 ACTUAL REVISED ADOPTED N/A N/A N/A 26,731 28,000 43,200 26,731 28,000 57,600 $ 127.97 $ 109.63 $ 82.05 $ 100 - GENERAL TOTAL SOURCES $ $ 100 - GENERAL 264 - SUPERIOR COURT FILL THE GAP TOTAL USES $ 3,267,838 152,844 $ 3,420,682 310 310 $ $ 500 500 $ $ REV VS ADPT VAR % N/A N/A 15,200 54.3% 29,600 105.7% 27.58 25.2% 500 500 $ $ $ 3,318,597 225,802 $ 3,544,399 $ - 0.0% 0.0% Expenditure $ 2,852,199 217,364 $ 3,069,563 (466,398) (8,438) (474,836) $ -16.4% -3.9% -15.5% Activity Narrative: The General Fund (100) expenditure budget is increased by $466,398 to pay for contract court interpreting services. Criminal Justice Program The purpose of the Criminal Justice Program is to resolve felony and misdemeanor cases for defendants, victims, and the public so that they are afforded timely and just legal resolutions. Program Results Measure Description Percent of Capital cases resolved within 545 days. Percent of Felony DUI cases resolved within 180 days. Percent of General Felony cases resolved within 180 days. FY 2009 ACTUAL 18.2% FY 2010 REVISED 33.3% FY 2011 ADOPTED 33.3% 82.9% 90.0% 82.7% (7.3%) -8.1% 81.3% 90.0% 81.0% (9.0%) -10.0% Activities that comprise this program include: • Capital Adjudication • General Felony Adjudication • REV VS ADPT VAR % 0.0% 0.0% Felony DUI Adjudication Capital Adjudication Activity The purpose of the Capital Adjudication Activity is to resolve capital cases for defendants and victims so that they are afforded timely and just legal resolutions. Mandates: This activity supports the overall mandate of the Criminal Justice Program. 912 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Demand Efficiency Revenue Department Strategic Plans and Budgets Superior Court Measure Description Percent of Capital cases resolved within 545 days. Number of Capital cases resolved. Number of Capital cases filed. Cost per Capital case resolved. FY 2009 ACTUAL 18.2% FY 2010 REVISED 33.3% FY 2011 ADOPTED 33.3% 33 32 $ 13,118.73 36 40 $ 13,162.86 36 40 $ 15,493.83 238 - SUPERIOR COURT GRANTS TOTAL SOURCES $ $ 152,552 152,552 $ $ 187,628 187,628 $ $ 100 - GENERAL 238 - SUPERIOR COURT GRANTS TOTAL USES $ 278,726 154,192 432,918 $ 286,235 187,628 473,863 $ REV VS ADPT VAR % 0.0% 0.0% $ (2,330.97) 0.0% 0.0% -17.7% 177,516 177,516 $ $ (10,112) (10,112) -5.4% -5.4% 377,669 180,109 557,778 $ (91,434) 7,519 (83,915) -31.9% 4.0% -17.7% Expenditure $ $ $ $ Felony DUI Adjudication Activity The purpose of the Felony DUI Adjudication Activity is to resolve felony DUI cases for defendants and victims so that they are afforded timely and just legal resolutions. Mandates: This activity supports the overall mandate of the Criminal Justice Program. Measure Type Result Output Demand Efficiency Expenditure Measure Description Percent of Felony DUI cases resolved within 180 days. Number of Felony DUI cases resolved. Number of Felony DUI cases filed. Cost per Felony DUI case resolved. 100 - GENERAL TOTAL USES FY 2009 ACTUAL 82.9% $ 1,020 878 609.07 $ $ 621,249 621,249 FY 2010 REVISED 90.0% $ 1,150 1,250 563.67 $ $ 648,224 648,224 REV VS ADPT VAR % (7.3%) -8.1% FY 2011 ADOPTED 82.7% $ 1,160 1,200 599.35 $ $ 695,244 695,244 $ 10 (50) (35.68) 0.9% -4.0% -6.3% $ $ (47,020) (47,020) -7.3% -7.3% General Felony Adjudication Activity The purpose of the General Felony Adjudication Activity is to resolve felony cases for defendants and victims so that they are afforded timely and just legal resolutions. Mandates: This activity supports the overall mandate of the Criminal Justice Program. 913 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of General Felony cases resolved within 180 days. Number of General Felony cases resolved. Number of General Felony cases filed. Cost per General Felony case resolved. Department Strategic Plans and Budgets Superior Court FY 2009 ACTUAL 81.3% $ 39,671 37,152 386.61 131 560,544 129,702 80,490 FY 2010 REVISED 90.0% $ $ 4,100 41,000 360.78 500 433,277 246,497 60,000 REV VS ADPT VAR % (9.0%) -10.0% FY 2011 ADOPTED 81.0% $ $ 36,000 36,400 473.64 500 570,600 142,550 60,000 $ $ 31,900 (4,600) (112.86) 778.0% -11.2% -31.3% 137,323 (103,947) - 0.0% 31.7% -42.2% 0.0% 100 - GENERAL 208 - JUDICIAL ENHANCEMENT 238 - SUPERIOR COURT GRANTS 259 - SUPERIOR COURT SPECIAL REVENUE 264 - SUPERIOR COURT FILL THE GAP TOTAL SOURCES $ 1,724,336 $ 2,495,203 2,204,499 $ 2,944,773 2,329,600 $ 3,103,250 $ 100 - GENERAL 208 - JUDICIAL ENHANCEMENT 238 - SUPERIOR COURT GRANTS 259 - SUPERIOR COURT SPECIAL REVENUE 264 - SUPERIOR COURT FILL THE GAP TOTAL USES $ 13,506,840 61,240 129,026 59,999 $ 12,632,904 55,518 246,497 60,000 $ 14,747,402 63,452 145,938 60,000 $ (2,114,498) (7,934) 100,559 - -16.7% -14.3% 40.8% 0.0% 1,580,275 $ 15,337,380 1,797,135 $ 14,792,054 2,034,335 $ 17,051,127 (237,200) $ (2,259,073) -13.2% -15.3% 125,101 158,477 5.7% 5.4% Expenditure Activity Narrative: The General Fund (100) expenditure budget is increased by $2,114,498 as a result of a cost shift from the State requiring counties to pay 100% of Superior Court judges salary. Base Adjustments: Superior Court Judicial Enhancement Fund (208) • The revenue budget is increased by $137,323 as a result of increase fee collections for time payment. Superior Court Fill the Gap Fund (264) • The revenue budget is increased by $125,101 as a result of rightsizing Other Charges for Services $381,351, Intergovernmental Charges for Service ($235,850) and Interest Earnings ($20,400). Family Adjudication Program The purpose of the Family Adjudication Program is to resolve pre-decree and post-decree Family Court matters for litigants so that they receive timely and just legal resolutions. Program Results Measure Description Percent of Pre-Decree Family Court cases resolved within 12 months. Percent of Post-Decree Family Court cases resolved within 7 months. FY 2009 ACTUAL 95.9% FY 2010 REVISED 92.0% FY 2011 ADOPTED 96.1% 100.0% 100.0% 100.0% Activities that comprise this program include: • Family Pre Decree • 914 Family Post Decree REV VS ADPT VAR % 4.1% 4.5% 0.0% 0.0% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Superior Court Family Pre Decree Activity The purpose of the Family Pre-Decree Activity is to resolve pre-decree Family Court cases for litigants so that they receive timely and just legal resolutions. Mandates: This activity supports the overall mandate of the Criminal Justice Program. A.R.S. §22-112 establishes that the Justice Courts are responsible for trying criminal traffic cases, excluding those that involve death or felony traffic charges, which are the responsibility of the Superior Court. Measure Type Result Output Demand Efficiency Measure Description Percent of Pre-Decree Family Court cases resolved within 12 months. Number of Pre-Decree Family Court cases resolved. Number of Pre-Decree Family Court cases filed. Cost per Pre-Decree Family Court case resolved. FY 2009 ACTUAL 95.9% FY 2010 REVISED 92.0% REV VS ADPT VAR % 4.1% 4.5% FY 2011 ADOPTED 96.1% 31,299 31,500 30,600 (900) -2.9% 30,378 33,000 31,000 (2,000) -6.1% $ 303.02 $ 257.31 $ 307.22 $ (49.91) -19.4% $ 32,369 1,550,335 846,096 $ 500 129,170 1,695,930 714,658 $ 32,896 631,934 1,390,000 - $ 32,396 502,764 (305,930) (714,658) 6479.2% 389.2% -18.0% -100.0% Revenue 100 - GENERAL 238 - SUPERIOR COURT GRANTS 257 - CONCILIATION COURT FEES 259 - SUPERIOR COURT SPECIAL REVENUE 276 - SPOUSAL MAINT ENF ENHANCEMENT 281 - CHILDRENS ISSUES EDUCATION TOTAL SOURCES 110,791 115,921 115,921 - 0.0% 124,878 $ 2,664,469 115,007 $ 2,771,186 115,007 $ 2,285,758 $ (485,428) 0.0% -17.5% $ 6,608,485 65,803 27,115 1,759,581 792,289 $ 5,297,353 65,317 129,170 1,695,930 686,458 $ 6,847,823 66,219 734,144 1,390,000 131,924 $ (1,550,470) (902) (604,974) 305,930 554,534 -29.3% -1.4% -468.4% 18.0% 80.8% 115,920 115,921 115,921 - 0.0% 115,007 $ 9,484,200 115,007 $ 8,105,156 115,007 $ 9,401,038 $ (1,295,882) 0.0% -16.0% Expenditure 100 - GENERAL 208 - JUDICIAL ENHANCEMENT 238 - SUPERIOR COURT GRANTS 257 - CONCILIATION COURT FEES 259 - SUPERIOR COURT SPECIAL REVENUE 276 - SPOUSAL MAINT ENF ENHANCEMENT 281 - CHILDRENS ISSUES EDUCATION TOTAL USES Activity Narrative: The General Fund (100) expenditure budget is increased by $1,550,470 as a result of a cost shift from the State requiring counties to pay 100% of Superior Court judges salary. Base Adjustments: Superior Court Grants Fund (238) • The revenue budget is increased by $131,924 as a result of the shift in Title IVD funds from the Special Revenue Fund (259). • The expenditure budget is increased by $131,924 as a result of the shift of Title IVD funds from the Special Revenue Fund (259). • The expenditure budget is reduced by $29,714 as a result of rightsizing Legal Services; thus offsetting the increase to employee retirement and benefit costs. 915 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Superior Court Conciliation Court Fees Fund (257) • The revenue budget is reduced by $305,930 as a result of decreasing fee collections for parent conferences. • The expenditure budget is decreased by $305,930 as a result of decreasing the allocation of personnel expenditures from the General Fund (100) due to the aforementioned decline in revenue. Family Post Decree Activity The purpose of the Family Post-Decree Activity is to resolve post-decree Family Court cases for litigants so that they receive timely and just legal resolutions. Mandates: A.R.S. §22-301 gives Justice Courts jurisdiction in misdemeanor cases that do not involve imprisonment of more than six months or penalties in excess of $2,500. Measure Type Result Output Demand Efficiency Measure Description Percent of Post-Decree Family Court cases resolved within 7 months. Number of Post-Decree Family Court cases resolved. Number of Post-Decree Family Court cases filed. Cost per Post-Decree Family Court case resolved. FY 2009 ACTUAL 100.0% $ FY 2010 REVISED 100.0% REV VS ADPT VAR % 0.0% 0.0% FY 2011 ADOPTED 100.0% 21,064 22,000 21,000 (1,000) -4.5% 21,064 23,000 21,000 (2,000) -8.7% 155.59 $ 146.75 $ $ 204.51 $ (57.76) -39.4% (482,396) 24,000 139,420 (318,976) -46.7% N/A 31.3% 0.0% -19.1% (776,304) 208,973 (24,000) (474,899) $ (1,066,230) -32.6% 100.0% N/A -106.6% 0.0% -33.0% Revenue 100 - GENERAL 238 - SUPERIOR COURT GRANTS 271 - EXPEDITED CHILD SUPPORT 282 - DOM REL MEDIATION EDUCATION TOTAL SOURCES $ 514,437 577,559 191,257 $ 1,283,253 $ 1,032,896 445,580 190,682 $ 1,669,158 550,500 24,000 585,000 190,682 $ 1,350,182 $ 100 - GENERAL 208 - JUDICIAL ENHANCEMENT 238 - SUPERIOR COURT GRANTS 271 - EXPEDITED CHILD SUPPORT 282 - DOM REL MEDIATION EDUCATION TOTAL USES $ 2,432,161 208,942 445,580 190,682 $ 3,277,365 $ 2,383,302 208,973 445,580 190,682 $ 3,228,537 $ 3,159,606 24,000 920,479 190,682 $ 4,294,767 $ $ Expenditure Activity Narrative: The General Fund (100) expenditure budget is increased by $776,304 as a result of a cost shift from the State requiring counties to pay 100% of Superior Court judges salary. Base Adjustments: General Fund (100) • The revenue budget is reduced by $450,000 as a result of declining fee collections in Family Court due to litigant’s inability to pay and the court granting deferment or waiver of court fees. Expedited Child Support Fund (271) • The revenue budget is increased by $139,420 as a result of rightsizing Other Charges for Services ($138,220) and Interest Earnings ($1,200). • The expenditure budget is increased by $139,420. This increase in spending is supported by the aforementioned increase in revenue. 916 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Superior Court Expedited Child Support Fund (271) Non Recurring/Non Project (0001) • The one-time expenditure budget of $335,479 is for outside vendors contracted to provide parenting conferences for litigants in Family Court. The conferences are being court ordered with payment deferred or waived based on the litigants ability to pay. This trend is not expected to continue as the economy gets better and individuals will have the ability to pay and the court will grant fewer waivers. In addition, individuals granted deferrals by the court will begin to pay assessed court fees. Juvenile Justice Program The purpose of the Juvenile Justice Program is to adjudicate dependency and delinquency matters for juveniles so that they receive timely and just legal resolutions and their well-being is maintained. Program Results Measure Description TBD TBD FY 2009 ACTUAL N/A N/A Activities that comprise this program include: • Juvenile Delinquency Adjudication ● FY 2010 REVISED N/A N/A FY 2011 ADOPTED N/A N/A REV VS ADPT VAR % N/A N/A N/A N/A Juvenile Dependency Adjudication Juvenile Delinquency Adjudication Activity The purpose of the Juvenile Delinquency Adjudication Activity is to adjudicate delinquency matters for juveniles so that they receive timely and just legal resolutions. Mandates: A.R.S. §8-202 establishes that the Juvenile Division of the Superior Court shall have jurisdiction in all offenses related to delinquency of a minor. A.R.S. §8-302 allows for the transfer of any criminal case to Juvenile Court as long as the juvenile is not being tried as an adult pursuant to A.R.S. §13-501. Measure Type Result Output Demand Efficiency Revenue Measure Description TBD Number of Delinquency cases resolved. Number of Delinquency cases filed. Cost per Delinquency case resolved. FY 2009 FY 2010 FY 2011 ACTUAL REVISED ADOPTED N/A N/A N/A 14,050 13,000 12,200 12,692 13,500 12,200 $ 290.57 $ 328.94 $ 399.70 $ 238 - SUPERIOR COURT GRANTS TOTAL SOURCES $ $ 100 - GENERAL 208 - JUDICIAL ENHANCEMENT 238 - SUPERIOR COURT GRANTS TOTAL USES $ 3,964,617 117,926 $ 4,082,543 114,037 114,037 $ $ 280,534 280,534 $ $ REV VS ADPT VAR % N/A N/A (800) -6.2% (1,300) -9.6% (70.76) -21.5% 262,016 262,016 $ $ (18,518) (18,518) -6.6% -6.6% $ 4,515,956 227,686 132,743 $ 4,876,385 $ (520,240) (227,686) 147,791 (600,135) -13.0% N/A 52.7% -14.0% Expenditure $ 3,995,716 280,534 $ 4,276,250 $ Activity Narrative: The General Fund (100) expenditure budget is increased by $520,240 as a result of a cost shift from the State requiring counties to pay 100% of Superior Court judges salary. 917 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Superior Court Base Adjustments: Superior Court Judicial Enhancement Fund (208) • The expenditure budget is increased by $132,586 as Other Base Adjustments to support court technology. Juvenile Dependency Adjudication Activity The purpose of the Juvenile Dependency Adjudication Activity is to establish dependency for juveniles so that their well-being is maintained. Mandates: Arizona Constitution, Article VI, Section 14 gives the Superior Court jurisdiction to resolve matters of divorce and annulment of marriages. Measure Type Result Output Demand Efficiency Revenue TBD Number of Dependency cases resolved. Number of Dependency cases filed. Cost per Dependency case resolved. FY 2009 FY 2010 FY 2011 ACTUAL REVISED ADOPTED N/A N/A N/A 8,860 8,800 8,200 8,695 900 8,200 $ 442.14 $ 454.26 $ 570.59 $ REV VS ADPT VAR % N/A N/A (600) -6.8% 7,300 811.1% (116.33) -25.6% 238 - SUPERIOR COURT GRANTS TOTAL SOURCES $ $ 848,510 848,510 $ 1,060,579 $ 1,060,579 $ $ 906,632 906,632 $ $ (153,947) (153,947) -14.5% -14.5% 100 - GENERAL 238 - SUPERIOR COURT GRANTS TOTAL USES $ 3,069,520 847,883 $ 3,917,403 $ 2,936,908 1,060,579 $ 3,997,487 $ 3,751,147 927,714 $ 4,678,861 $ (814,239) 132,865 (681,374) -27.7% 12.5% -17.0% Measure Description Expenditure $ Activity Narrative: The General Fund (100) expenditure budget is increased by $814,239 as a result of a cost shift from the State requiring counties to pay 100% of Superior Court judges salary Mental Health Court Program The purpose of the Mental Health Court Program is to resolve mental health and competency issues for litigants and defendants so that they receive timely and just legal resolutions. Program Results Measure Description TBD FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED N/A REV VS ADPT VAR % N/A N/A Activities that comprise this program include: • Mental Health Mental Health Activity The purpose of the Mental Health Activity is to resolve mental health and competency issues for litigants and defendants so that they receive timely and just legal resolutions. Mandates: Arizona Constitution, Article VI, Section 14 gives the Superior Court jurisdiction to hold criminal proceedings for all felony cases including issues of mental health. 918 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Demand Efficiency Revenue Measure Description Department Strategic Plans and Budgets Superior Court REV VS ADPT VAR % N/A N/A 0.0% 0.0% 70.45 11.9% TBD Number of Mental Health cases resolved. Number of Mental Health cases filed. Cost per Mental Health case resolved. FY 2009 FY 2010 FY 2011 ACTUAL REVISED ADOPTED N/A N/A N/A 1,566 1,700 1,700 1,566 1,700 1,700 $ 592.83 $ 592.83 $ 522.38 $ 238 - SUPERIOR COURT GRANTS TOTAL SOURCES $ $ - $ $ 48,000 48,000 $ $ - $ $ (48,000) (48,000) -100.0% -100.0% 100 - GENERAL 238 - SUPERIOR COURT GRANTS TOTAL USES $ 928,378 928,378 $ 926,788 48,000 974,788 $ 888,053 888,053 $ 38,735 48,000 86,735 4.2% 100.0% 8.9% Expenditure $ $ $ $ Probate Court Program The purpose of the Probate Court Program is to ensure that probate case reviews are completed within required due dates so that litigants' property and rights are protected. Program Results Measure Description Percent of Cases reviewed within 30 days of the required due date. FY 2009 ACTUAL 100.0% FY 2010 REVISED 100.0% FY 2011 ADOPTED 100.0% REV VS ADPT VAR % 0.0% 0.0% Activities that comprise this program include: • Estate Probates & Trust Administration Estate Probates & Trust Administration Activity The purpose of the Estate Probates and Trust Administrations Activity is to ensure that case reviews are completed within required due dates so that litigants property and rights are protected. Mandates: Arizona Constitution, Article VI, Section 14 gives the Superior Court jurisdiction to resolve matters of probate. Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of Cases reviewed within 30 days of the required due date. Number of active Cases reviewed. Number of active Cases requiring review. Cost per Case reviewed. FY 2009 ACTUAL 100.0% $ $ 33,211 33,211 54.66 238 - SUPERIOR COURT GRANTS 256 - PROBATE FEES TOTAL SOURCES 459,775 459,775 $ 100 - GENERAL 208 - JUDICIAL ENHANCEMENT 238 - SUPERIOR COURT GRANTS 256 - PROBATE FEES TOTAL USES $ 1,425,685 389,531 $ 1,815,216 FY 2010 REVISED 100.0% $ $ $ 34,000 34,000 56.09 61,316 389,531 450,847 FY 2011 ADOPTED 100.0% $ $ 35,000 35,000 64.08 REV VS ADPT VAR % 0.0% 0.0% $ 464,531 464,531 $ $ 1,621,287 57,137 564,531 $ 2,242,955 $ $ $ 1,000 1,000 (7.99) 2.9% 2.9% -14.2% (61,316) 75,000 13,684 -100.0% 19.3% 3.0% (164,920) (57,137) 61,316 (175,000) (335,741) -11.3% N/A 100.0% -44.9% -17.6% Expenditure 919 $ 1,456,367 61,316 389,531 $ 1,907,214 $ Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Superior Court Base Adjustments: Probate Fees Fund (256) • The revenue budget is increased by $75,000 as a result of increasing fee collections for court management fees associated with probate, trust and estate cases. • The expenditure budget is increased by $75,000 to support additional personnel expenditures from the General Fund (100). This increase in spending is supported by the increase in revenue discussed above. Probate Fees Fund (256) Non Recurring/Non Project (0001) • The one-time expenditure budget of $100,000 is for payment to contract accountants and investigators for forensic case work performed in Probate Court. The court is experiencing an increase in demand and output which increases the number of cases requiring additional work outside the normal expertise of court administration and judicial officers as a result of the complexity of the cases. Tax Adjudication Program The purpose of the Tax Adjudication Program is to provide property tax appeals to litigants so that they receive timely and just legal resolutions. Program Results Measure Description TBD TBD FY 2009 ACTUAL N/A N/A Activities that comprise this program include: • Large Record Tax Adjudication • Small Record Tax Adjudication 920 FY 2010 REVISED N/A N/A FY 2011 ADOPTED N/A N/A REV VS ADPT VAR % N/A N/A N/A N/A Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Superior Court Large Record Tax Adjudication Activity The purpose of the Large Record Tax Adjudication Activity is to provide property tax appeals to litigants so that they receive timely and just legal resolutions. Mandates: Arizona Constitution, Article VI, Section 14 and A.R.S. §12-123 gives the Superior Court jurisdiction in any cases that are not specifically assigned to another court in statute. Measure Type Result Output Measure Description FY 2009 ACTUAL N/A 641 TBD Number of Large Record Tax cases resolved. Demand Number of Large Record Tax cases filed. Efficiency Cost per Large Record Tax case resolved. Expenditure 100 - GENERAL TOTAL USES FY 2010 REVISED N/A 875 FY 2011 ADOPTED N/A 1,000 REV VS ADPT VAR % N/A N/A 125 14.3% $ 982 518.20 $ 975 384.11 $ 1,825 333.86 $ 850 50.25 87.2% 13.1% $ $ 332,164 332,164 $ $ 336,099 336,099 $ $ 333,859 333,859 $ $ 2,240 2,240 0.7% 0.7% Small Record Tax Adjudication Activity The purpose of the Small Record Tax Adjudication Activity is to provide property tax appeals to litigants so that they receive timely and just legal resolutions. Adequate Mandates: Arizona Constitution, Article VI, Section 14 and A.R.S. §12-123 gives the Superior Court jurisdiction in any cases that are not specifically assigned to another court in statute. Measure Type Result Output Measure Description FY 2009 ACTUAL N/A 758 TBD Number of Small Record Tax cases resolved. Demand Number of Small Record Tax cases filed. Efficiency Cost per Small Record Tax case resolved. Expenditure 100 - GENERAL TOTAL USES FY 2010 REVISED N/A 325 FY 2011 ADOPTED N/A 1,812 REV VS ADPT VAR % N/A N/A 1,487 457.5% $ 1,007 271.68 $ 340 425.18 $ 1,900 81.57 $ 1,560 343.61 $ $ 205,932 205,932 $ $ 138,185 138,185 $ $ 147,796 147,796 $ $ (9,611) (9,611) 921 458.8% 80.8% -7.0% -7.0% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Superior Court Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2010 Adopted Budget Adjustments: Reallocations Jud Branch Interdeptl Transfer Supplemental Funding Mid-Year Adjustments County Spanish Interpreter IGA 62,531,673 $ 2,383,080 $ 1,500,000 1,500,000 $ - $ 39,412 39,412 $ - $ 64,071,085 $ 2,383,080 $ (94,434) $ (94,434) (1,500,000) $ (1,500,000) - Agenda Item: MEMO C-80-10-009-2-00 FY 2010 Revised Budget Adjustments: Budget Balancing PEHPEP FY 09 Adjustments Reallocations Jud Branch Interdeptl Transfer $ Agenda Item: C-49-09-066-2-00 $ MEMO FY 2011 Budget Target $ Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Rightsize Overtime Rightsize Overtime Benefits Rightsize General Supplies Rightsize Legal Services Rightsize Healthcare Services Rightsize Other Services Rightsize Travel Rightsize Postage/Freight/Shipping Personnel Savings Rightsize Personnel Savings to 4.0% Budget Balancing PEHPEP FY 10 Adjustments C-49-10-032-M-00 Fees and Other Revenues ProgRevenue Volume Inc/Dec Reduce revenue due decline in Family Court collections Grants, Donations and Intergovernmental Agreements Intergovernmental Agreements Other IGA Reduce revenue for cancelled security contracts in FY11 Reduce expenditure for cancelled security contracts in FY11 by deleting six positions Other Mandates State Risk Management Charges Increase Personnel Services Allocation In for State Risk Mgmt. charges from Adult Probation Feees Fund (201) 100% Sup Court Judges Salaries Increase Regular Salary Pay to fund 100% of Judges salary Increase Regular Benefit to fund 100% of Judges benefits Reallocations Reallocation Between Funds Increase Allocation Out to Special revenue Fund (259) Increase Allocation Out to Grant Fund (238) for Titile IV-D IGA with DES Increase Allocation Out to Probate Fund (256) Reduce Allocation Out to Conciliation Court Fees Fund (257) $ $ $ (50,000) (12,952) (144,779) 450,000 50,200 100,000 (10,400) (32,558) $ (635,304) 62,476,651 $ 2,383,080 1,679,743 $ 1,089,878 589,865 (285,793) $ 349,511 - (635,304) $ $ $ (29,313) $ (29,313) - $ - (450,000) (450,000) (348,363) $ (348,363) (540,000) (540,000) (450,000) $ $ $ - (540,000) (348,363) $ $ 463,316 $ 6,862,154 1,294,888 8,620,358 463,316 $ 8,157,042 - - $ (1,002,177) $ (1,002,177) FY 2011 Recommended Budget Percent Change from Target Amount $ 71,111,106 13.8% $ 1,393,080 -41.5% FY 2011 Tentative Budget $ 71,111,106 13.8% $ 1,393,080 -41.5% $ 71,111,106 13.8% $ 1,393,080 -41.5% $ (1,101,183) (131,924) (75,000) 305,930 Percent Change from Target Amount FY 2011 Adopted Budget Percent Change from Target Amount 922 - Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Superior Court Superior Court Judicial Enhancement Fund (208) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 433,277 $ 433,277 FY 2010 Revised Budget $ 433,277 $ 433,277 FY 2011 Budget Target $ 433,277 $ 433,277 $ 4,737 $ 3,936 801 132,586 $ 132,586 - $ - $ - 137,323 137,323 FY 2011 Recommended Budget Percent Change from Target Amount $ 570,600 $ 31.7% 570,600 31.7% FY 2011 Tentative Budget $ 570,600 $ 31.7% 570,600 31.7% $ 570,600 $ 31.7% 570,600 31.7% Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Increase Other Services to support court technology $ Reduce Other Personnel Services to offset employee compensation and benefits increase Fees and Other Revenues ProgRevenue Volume Inc/Dec Increase revenue based on FY10 Forecast $ $ 137,323 (4,737) 137,323 Percent Change from Target Amount FY 2011 Adopted Budget Percent Change from Target Amount 923 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Superior Court Superior Court Judicial Enhancement Fund (208) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED Beginning Spendable Fund Balance $ 1,125,804 $ Sources: Clerk of the Superior Court (160) Superior Court (800) Operating Total Sources: Uses: Clerk of the Superior Court (160) Superior Court (800) Operating FY 2010 REVISED 407,896 $ $ 1,095,435 580,696 $ 1,676,131 $ 1,676,131 $ 954,840 433,277 $ 1,388,117 $ 1,388,117 $ $ FY 2010 FORECAST 407,896 $ FY 2011 ADOPTED 571,893 $ 1,029,293 $ 954,840 433,277 $ 1,388,117 $ 1,388,117 $ 1,121,022 573,209 $ 1,694,231 $ 1,694,231 $ 1,100,000 570,600 $ 1,670,600 $ 1,670,600 $ $ $ 1,100,000 570,600 $ 1,670,600 $ 717,568 431,147 $ 1,148,715 954,840 433,277 $ 1,388,117 954,840 433,277 $ 1,388,117 $ 706,103 275,728 981,831 Clerk of the Superior Court (160) Superior Court (800) Non-Recurring Total Uses: $ 571,328 510,002 $ 1,081,330 $ 2,230,045 $ $ $ 255,000 $ 255,000 $ 1,643,117 $ 255,000 $ 1,643,117 $ 255,000 $ 1,236,831 $ 279,000 $ 1,949,600 Structural Balance $ 527,416 $ - $ - $ 712,400 $ - Accounting Adjustments $ 3 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 571,893 571,893 $ $ 152,896 152,896 $ $ 152,896 152,896 $ 1,029,293 $ 1,029,293 $ $ 750,293 750,293 924 255,000 255,000 279,000 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Superior Court Superior Court Grants Fund (238) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 2,013,724 $ 2,013,724 FY 2010 Revised Budget $ 2,013,724 $ 2,013,724 FY 2011 Budget Target $ 2,013,724 $ 2,013,724 $ 29,714 $ 25,387 4,327 (29,714) $ (29,714) - $ - $ - 131,924 131,924 $ 131,924 $ 131,924 - FY 2011 Recommended Budget Percent Change from Target Amount $ 2,145,648 $ 6.6% 2,145,648 6.6% FY 2011 Tentative Budget $ 2,145,648 $ 6.6% 2,145,648 6.6% $ 2,145,648 $ 6.6% 2,145,648 6.6% Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Reduce Legal Services to offset employee compensation and benefits increase Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Increase revenue for Title IV-D IGA shifting from Special Revenue Fund 259 Reallocations Reallocation Between Funds Increase expenditure for Title IV-D IGA shifting from Special Revenue Fund 259 $ $ $ $ (29,714) 131,924 131,924 Percent Change from Target Amount FY 2011 Adopted Budget Percent Change from Target Amount 925 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Superior Court Superior Court Grants Fund (238) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED $ 25,277 Sources: Operating Total Sources: $ 1,277,170 $ 1,277,170 $ 2,013,724 $ 2,013,724 $ 2,013,724 $ 2,013,724 $ 1,489,527 $ 1,489,527 $ 2,145,648 $ 2,145,648 Uses: Operating Total Uses: $ 1,284,111 $ 1,284,111 $ 2,013,724 $ 2,013,724 $ 2,013,724 $ 2,013,724 $ 1,489,527 $ 1,489,527 $ 2,145,648 $ 2,145,648 Structural Balance $ (6,941) $ - $ - $ - $ - Accounting Adjustments $ (8,084) $ - $ - $ - $ - $ - $ (25,995) (25,995) $ 25,277 25,277 $ 25,277 25,277 $ $ $ FY 2011 ADOPTED $ $ 25,277 FY 2010 FORECAST Beginning Spendable Fund Balance Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance (10,970) $ FY 2010 REVISED (25,995) $ - $ (25,995) (25,995) $ $ (25,995) (25,995) (25,995) Probate Fees Fund (256) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 389,531 $ 389,531 FY 2010 Revised Budget $ 389,531 $ 389,531 FY 2011 Budget Target $ 389,531 $ 389,531 $ - $ - 75,000 75,000 $ 75,000 $ 75,000 - FY 2011 Recommended Budget Percent Change from Target Amount $ 464,531 $ 19.3% 464,531 19.3% FY 2011 Tentative Budget $ 464,531 $ 19.3% 464,531 19.3% $ 464,531 $ 19.3% 464,531 19.3% Adjustments: Agenda Item: Fees and Other Revenues ProgRevenue Volume Inc/Dec Increase revenue based on FY10 Forecast Reallocations Reallocation Between Funds Increase Personnel Services Allocation In as a result of increased revenue $ $ 75,000 75,000 Percent Change from Target Amount FY 2011 Adopted Budget Percent Change from Target Amount 926 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Superior Court Probate Fees Fund (256) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget $ - $ - FY 2010 Revised Budget $ - $ - FY 2011 Budget Target $ - $ - $ 100,000 $ 100,000 - FY 2011 Recommended Budget Percent Change from Target Amount $ 100,000 $ - FY 2011 Tentative Budget $ 100,000 $ - $ 100,000 $ - Adjustments: Agenda Item: Non Recurring Other Non-Recurring One-time funding to offset cost of contract accountants and investigators $ 100,000 Percent Change from Target Amount FY 2011 Adopted Budget Percent Change from Target Amount Probate Fees Fund (256) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED Beginning Spendable Fund Balance $ 388,316 $ 445,535 $ 445,535 $ 470,663 $ 547,249 Sources: Operating Total Sources: $ $ 471,877 471,877 $ $ 389,531 389,531 $ $ 389,531 389,531 $ $ 466,117 466,117 $ $ 464,531 464,531 $ $ $ 389,531 389,531 $ $ 389,531 389,531 $ $ 389,531 389,531 $ $ 389,531 389,531 $ 464,531 100,000 564,531 Structural Balance $ 82,346 $ - $ - $ 76,586 $ - Accounting Adjustments $ 1 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 470,663 470,663 $ $ 445,535 445,535 $ $ 445,535 445,535 $ $ 547,249 547,249 $ $ 447,249 447,249 Uses: Operating Non-Recurring Total Uses: 927 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Superior Court Conciliation Court Fees Fund (257) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 1,695,930 $ 1,695,930 FY 2010 Revised Budget $ 1,695,930 $ 1,695,930 FY 2011 Budget Target $ 1,695,930 $ 1,695,930 $ - $ - $ (305,930) $ (305,930) - FY 2011 Recommended Budget Percent Change from Target Amount $ 1,390,000 $ -18.0% 1,390,000 -18.0% FY 2011 Tentative Budget $ 1,390,000 $ -18.0% 1,390,000 -18.0% $ 1,390,000 $ -18.0% 1,390,000 -18.0% Adjustments: Agenda Item: Fees and Other Revenues ProgRevenue Volume Inc/Dec Reduce revenue based on FY10 Forecast Reallocations Reallocation Between Funds Reduce Personnel Services Allocation In due to decrease in revenue $ $ (305,930) (305,930) (305,930) (305,930) Percent Change from Target Amount FY 2011 Adopted Budget Percent Change from Target Amount Conciliation Court Fees Fund (257) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED 885,936 Sources: Operating Total Sources: $ 1,567,044 $ 1,567,044 $ 1,695,930 $ 1,695,930 $ 1,695,930 $ 1,695,930 $ 1,389,660 $ 1,389,660 $ 1,390,000 $ 1,390,000 Uses: Operating Non-Recurring Total Uses: $ 1,695,930 63,651 $ 1,759,581 $ 1,695,930 $ 1,695,930 $ 1,695,930 $ 1,695,930 $ 1,695,930 $ 1,695,930 $ 1,390,000 $ 1,390,000 Structural Balance $ (128,886) $ - $ - $ Accounting Adjustments $ (2) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 695,581 695,581 $ $ 695,581 695,581 $ $ 387,127 387,127 $ $ 387,127 387,127 928 $ 695,581 $ 693,397 FY 2011 ADOPTED $ $ $ 695,581 FY 2010 FORECAST Beginning Spendable Fund Balance 693,397 693,397 $ FY 2010 REVISED $ (306,270) $ 387,127 - Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Superior Court Superior Court Special Revenue Fund (259) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 6,100,817 $ 6,100,817 FY 2010 Revised Budget $ 6,100,817 $ 6,100,817 FY 2011 Budget Target $ 6,100,817 $ 6,100,817 $ (725,000) $ (725,000) - $ - $ - 376,183 376,183 $ 1,101,183 $ 1,101,183 - FY 2011 Recommended Budget Percent Change from Target Amount $ 6,477,000 $ 6.2% 6,477,000 6.2% FY 2011 Tentative Budget $ 6,477,000 $ 6.2% 6,477,000 6.2% $ 6,477,000 $ 6.2% 6,477,000 6.2% Adjustments: Agenda Item: Base Adjustments Other Base Adjustments Rightsize Other Services Fees and Other Revenues ProgRevenue Volume Inc/Dec Increase Other Charges for Service Increase Interest Earnings Reduce Miscellaneous Revenue Reallocations Reallocation Between Funds Increase Personnel Services Allocation In as a result of revenue increasing and shifting expenditures from Other Services $ $ $ (725,000) 390,183 6,000 (20,000) 1,101,183 Percent Change from Target Amount FY 2011 Adopted Budget Percent Change from Target Amount 929 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Superior Court Superior Court Special Revenue Fund (259) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget - $ - 58,000 19,300 410,900 $ 101,100 250,000 59,800 - 488,200 $ - (58,000) (19,300) (410,900) $ (101,100) (250,000) (59,800) - $ - $ - $ 175,000 $ 175,000 - FY 2011 Recommended Budget Percent Change from Target Amount $ 175,000 $ - FY 2011 Tentative Budget $ 175,000 $ - $ 175,000 $ - Adjustments: Information and Communications Technology Electronic Courtroom PCs Court Data Storage Repository Technology Projects Electronic Court Equip ICIS Enhancements Electronic Court Equip 2 $ Agenda Item: C-80-10-001-2-00 C-80-10-002-2-00 $ C-80-10-004-2-00 C-80-10-006-2-00 C-80-10-008-2-00 FY 2010 Revised Budget Adjustments: Information and Communications Technology Electronic Courtroom PCs Court Data Storage Repository Technology Projects Electronic Court Equip ICIS Enhancements Electronic Court Equip 2 $ Agenda Item: C-80-10-001-2-00 C-80-10-002-2-00 $ C-80-10-004-2-00 C-80-10-006-2-00 C-80-10-008-2-00 FY 2011 Budget Target Adjustments: Non Recurring Non Recurring Carry Forward Onetime funding for consultants for ICIS upgrades Agenda Item: $ 175,000 Percent Change from Target Amount FY 2011 Adopted Budget Percent Change from Target Amount 930 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Superior Court Superior Court Special Revenue Fund (259) (continued) Expenditures Revenue JURY SYSTEM REWRITE FY 2010 Adopted Budget $ 384,000 $ - FY 2010 Revised Budget $ 384,000 $ - $ (384,000) $ (384,000) - $ - $ - $ 384,000 $ 384,000 - - FY 2011 Recommended Budget Percent Change from Target Amount $ 384,000 $ - FY 2011 Tentative Budget $ 384,000 $ - $ 384,000 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2011 Budget Target Adjustments: Non Recurring Non Recurring Carry Forward Other Non-Recurring One-time funding for the Jury System Rewrite Project Agenda Item: $ 384,000 Percent Change from Target Amount FY 2011 Adopted Budget Percent Change from Target Amount Superior Court Special Revenue Fund (259) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED Beginning Spendable Fund Balance $ 2,829,759 $ 2,704,718 $ 2,704,718 $ 2,577,395 $ 2,358,138 Sources: Operating Total Sources: $ 6,730,538 $ 6,730,538 $ 6,100,817 $ 6,100,817 $ 6,100,817 $ 6,100,817 $ 6,477,038 $ 6,477,038 $ 6,477,000 $ 6,477,000 Uses: Operating Non-Recurring Total Uses: $ 5,680,313 1,302,588 $ 6,982,901 $ 6,100,817 384,000 $ 6,484,817 $ 6,100,817 872,200 $ 6,973,017 $ 5,867,508 828,787 $ 6,696,295 $ 6,477,000 559,000 $ 7,036,000 Structural Balance $ 1,050,225 $ - $ - $ 609,530 $ - Accounting Adjustments $ (1) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ 2,577,395 $ 2,577,395 $ 2,320,718 $ 2,320,718 931 $ 1,832,518 $ 1,832,518 $ 2,358,138 $ 2,358,138 $ 1,799,138 $ 1,799,138 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Superior Court Law Library Fees Fund (261) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 940,000 $ 940,000 FY 2010 Revised Budget $ 940,000 $ 940,000 FY 2011 Budget Target $ 940,000 $ 940,000 $ 485,000 $ 485,000 - $ - $ - 485,000 485,000 FY 2011 Recommended Budget Percent Change from Target Amount $ 1,425,000 $ 51.6% 1,425,000 51.6% FY 2011 Tentative Budget $ 1,425,000 $ 51.6% 1,425,000 51.6% $ 1,425,000 $ 51.6% 1,425,000 51.6% Adjustments: Base Adjustments Other Base Adjustments Increase General Supplies to maintain structural balance Fees and Other Revenues ProgRevenue Volume Inc/Dec Increase Other Charges for Service based on FY10 Forecast Reduce Miscellaneous Revenue based on FY10 Forecast Agenda Item: $ $ 485,000 513,000 (28,000) Percent Change from Target Amount FY 2011 Adopted Budget Percent Change from Target Amount Law Library Fees Fund (261) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED Beginning Spendable Fund Balance $ 691,191 $ 813,656 $ 813,656 $ 930,737 $ 1,414,890 Sources: Operating Total Sources: $ 1,393,159 $ 1,393,159 $ $ 940,000 940,000 $ $ 940,000 940,000 $ 1,427,124 $ 1,427,124 $ 1,425,000 $ 1,425,000 $ 861,938 291,676 $ 1,153,614 $ $ 940,000 343,500 $ 1,283,500 $ $ 940,000 940,000 $ 731,491 211,480 942,971 $ 1,425,000 $ 1,425,000 Structural Balance $ 531,221 $ - $ - $ 695,633 $ - Accounting Adjustments $ 1 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 930,737 930,737 $ $ 813,656 813,656 $ $ 470,156 470,156 Uses: Operating Non-Recurring Total Uses: 932 $ 1,414,890 $ 1,414,890 $ 1,414,890 $ 1,414,890 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Superior Court Superior Court Fill the Gap Fund (264) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 2,010,454 $ 2,010,454 $ 194,045 $ 194,045 194,045 194,045 FY 2010 Revised Budget $ 2,204,499 $ 2,204,499 FY 2011 Budget Target $ 2,204,499 $ 2,204,499 $ 50,537 $ 31,488 19,049 74,564 $ 74,564 - $ - $ - 125,101 125,101 FY 2011 Recommended Budget Percent Change from Target Amount $ 2,329,600 $ 5.7% 2,329,600 5.7% FY 2011 Tentative Budget $ 2,329,600 $ 5.7% 2,329,600 5.7% $ 2,329,600 $ 5.7% 2,329,600 5.7% Adjustments: Fees and Other Revenues FY 10 Court Fill-the-Gap Plan Agenda Item: C-80-10-010-2-00 Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Increase Other Services Reduce Legal Services to offset employee compensation and benefits Fees and Other Revenues ProgRevenue Volume Inc/Dec Increase Other Charges for Service Reduce Intergovernmental Charges for Service Reduce Interest Earnings $ $ $ 125,101 (50,537) 381,351 (235,850) (20,400) Percent Change from Target Amount FY 2011 Adopted Budget Percent Change from Target Amount Superior Court Fill the Gap Fund (264) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED 193,048 $ FY 2010 REVISED $ Sources: Operating Total Sources: $ 1,724,709 $ 1,724,709 $ 2,010,454 $ 2,010,454 $ 2,204,499 $ 2,204,499 $ 2,330,695 $ 2,330,695 $ 2,329,600 $ 2,329,600 Uses: Operating Non-Recurring Total Uses: $ 1,733,119 180,567 $ 1,913,686 $ 2,010,454 $ 2,010,454 $ 2,204,499 $ 2,204,499 $ 1,800,948 $ 1,800,948 $ 2,329,600 $ 2,329,600 Structural Balance $ - $ - $ 529,747 $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 228,540 228,540 $ $ 228,540 228,540 $ $ 533,818 533,818 $ $ 533,818 533,818 4,071 4,071 $ $ 933 $ 228,540 $ 4,071 FY 2011 ADOPTED Beginning Spendable Fund Balance (8,410) $ 228,540 FY 2010 FORECAST $ 533,818 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Superior Court Expedited Child Support Fund (271) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 445,580 $ 445,580 FY 2010 Revised Budget $ 445,580 $ 445,580 FY 2011 Budget Target $ 445,580 $ 445,580 $ 139,420 $ 139,420 - $ - $ - 139,420 139,420 FY 2011 Recommended Budget Percent Change from Target Amount $ 585,000 $ 31.3% 585,000 31.3% FY 2011 Tentative Budget $ 585,000 $ 31.3% 585,000 31.3% $ 585,000 $ 31.3% 585,000 31.3% Adjustments: Base Adjustments Other Base Adjustments Increase Other Services Fees and Other Revenues ProgRevenue Volume Inc/Dec Increase Other Charges for Service Increase Interest Earnings Agenda Item: $ $ 139,420 138,220 1,200 Percent Change from Target Amount FY 2011 Adopted Budget Percent Change from Target Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget $ - $ - FY 2010 Revised Budget $ - $ - FY 2011 Budget Target $ - $ - $ 335,479 $ 335,479 - FY 2011 Recommended Budget Percent Change from Target Amount $ 335,479 $ - FY 2011 Tentative Budget $ 335,479 $ - $ 335,479 $ - Adjustments: Agenda Item: Non Recurring Other Non-Recurring One-time increase in Other Services for overages related to Parenting Conferences $ 335,479 Percent Change from Target Amount FY 2011 Adopted Budget Percent Change from Target Amount 934 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Superior Court Expedited Child Support Fund (271) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED Beginning Spendable Fund Balance $ 478,229 $ 536,921 $ 536,921 $ 625,493 $ 765,037 Sources: Operating Total Sources: $ $ 592,842 592,842 $ $ 445,580 445,580 $ $ 445,580 445,580 $ $ 585,124 585,124 $ $ 585,000 585,000 $ $ $ 445,580 445,580 $ $ 445,580 445,580 $ $ 445,580 445,580 $ $ 445,580 445,580 $ 585,000 335,479 920,479 Structural Balance $ 147,262 $ - $ - $ 139,544 $ - Accounting Adjustments $ 2 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 625,493 625,493 $ $ 536,921 536,921 $ $ 536,921 536,921 $ $ 765,037 765,037 $ $ 429,558 429,558 Uses: Operating Non-Recurring Total Uses: Spousal Maintenance Enforcement Enhancement (276) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 115,921 $ 115,921 FY 2010 Revised Budget $ 115,921 $ 115,921 FY 2011 Budget Target $ 115,921 $ 115,921 FY 2011 Recommended Budget Percent Change from Target Amount $ 115,921 $ 0.0% 115,921 0.0% FY 2011 Tentative Budget $ 115,921 $ 0.0% 115,921 0.0% $ 115,921 $ 0.0% 115,921 0.0% Percent Change from Target Amount FY 2011 Adopted Budget Percent Change from Target Amount 935 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Superior Court Spousal Maintenance Enforcement Enhancement (276) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED Beginning Spendable Fund Balance $ 142,864 $ 142,866 $ 142,866 $ 141,860 $ 124,627 Sources: Operating Total Sources: $ $ 114,917 114,917 $ $ 115,921 115,921 $ $ 115,921 115,921 $ $ 98,688 98,688 $ $ 115,921 115,921 Uses: Operating Total Uses: $ $ 115,920 115,920 $ $ 115,921 115,921 $ $ 115,921 115,921 $ $ 115,921 115,921 $ $ 115,921 115,921 Structural Balance $ (1,003) $ - $ - $ (17,233) $ - Accounting Adjustments $ (1) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 142,866 142,866 $ $ 142,866 142,866 $ $ 124,627 124,627 $ $ 124,627 124,627 141,860 141,860 $ $ Children’s Issues Education Fund (281) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 115,007 $ 115,007 FY 2010 Revised Budget $ 115,007 $ 115,007 FY 2011 Budget Target $ 115,007 $ 115,007 FY 2011 Recommended Budget Percent Change from Target Amount $ 115,007 $ 0.0% 115,007 0.0% FY 2011 Tentative Budget $ 115,007 $ 0.0% 115,007 0.0% $ 115,007 $ 0.0% 115,007 0.0% Percent Change from Target Amount FY 2011 Adopted Budget Percent Change from Target Amount 936 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Superior Court Children’s Issues Education Fund (281) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED Beginning Spendable Fund Balance $ 281,353 $ 306,171 $ 306,171 $ 300,337 $ 323,407 Sources: Operating Total Sources: $ $ 133,991 133,991 $ $ 115,007 115,007 $ $ 115,007 115,007 $ $ 138,077 138,077 $ $ 115,007 115,007 Uses: Operating Total Uses: $ $ 115,007 115,007 $ $ 115,007 115,007 $ $ 115,007 115,007 $ $ 115,007 115,007 $ $ 115,007 115,007 Structural Balance $ 18,984 $ - $ - $ 23,070 $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 300,337 300,337 $ $ 306,171 306,171 $ $ 306,171 306,171 $ $ 323,407 323,407 $ $ 323,407 323,407 Domestic Relation Mediation Education Fund (282) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 190,682 $ 190,682 FY 2010 Revised Budget $ 190,682 $ 190,682 FY 2011 Budget Target $ 190,682 $ 190,682 FY 2011 Recommended Budget Percent Change from Target Amount $ 190,682 $ 0.0% 190,682 0.0% FY 2011 Tentative Budget $ 190,682 $ 0.0% 190,682 0.0% $ 190,682 $ 0.0% 190,682 0.0% Percent Change from Target Amount FY 2011 Adopted Budget Percent Change from Target Amount 937 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Superior Court Domestic Relation Mediation Education Fund (282) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED Beginning Spendable Fund Balance $ 267,805 $ 267,807 $ 267,807 $ 276,288 $ 271,728 Sources: Operating Total Sources: $ $ 199,169 199,169 $ $ 190,682 190,682 $ $ 190,682 190,682 $ $ 186,122 186,122 $ $ 190,682 190,682 Uses: Operating Total Uses: $ $ 190,682 190,682 $ $ 190,682 190,682 $ $ 190,682 190,682 $ $ 190,682 190,682 $ $ 190,682 190,682 Structural Balance $ 8,487 $ - $ - $ (4,560) $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 276,288 276,288 $ $ 267,807 267,807 $ $ 267,807 267,807 $ $ 938 271,728 271,728 $ $ 271,728 271,728 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Treasurer Treasurer Analysis by Julia Smith, Management & Budget Analyst Summary 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. Vision Citizens serving citizens by working collaboratively, innovatively, efficiently and effectively. We will be responsive to our customers while being fiscally prudent. Sources and Uses by Program and Activity FY 2009 ACTUAL PROGRAM / ACTIVITY SOURCES ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % $ $ 839 $ 839 $ 308,341 $ 308,341 $ 308,341 $ 308,341 $ 103,330 $ 103,330 $ 353,841 $ 353,841 $ 45,500 45,500 14.8% 14.8% TOTAL PROGRAMS $ 839 $ 308,341 $ 308,341 $ 103,330 $ 353,841 $ 45,500 14.8% $ 107,197 $ 342,968 450,165 $ 102,243 $ 282,554 384,797 $ 102,243 $ 282,554 384,797 $ 124,174 $ 275,473 399,647 $ 111,140 $ 303,830 414,970 $ (8,897) (21,276) (30,173) -8.7% -7.5% -7.8% 647,600 $ 729,229 1,376,829 $ 654,542 $ 570,806 1,225,348 $ 718,192 $ 604,942 1,323,134 $ 656,109 $ 656,980 1,313,089 $ 649,466 $ 827,486 1,476,952 $ 68,726 (222,544) (153,818) 9.6% -36.8% -11.6% - $ 139,260 53,193 1,047,342 42,243 1,282,038 $ - $ 140,499 53,193 1,171,259 42,243 1,407,194 $ 2,211 $ 171,685 51,331 848,106 19,960 1,093,293 $ - $ 146,311 51,715 1,071,431 17,826 1,287,283 $ (5,812) 1,478 99,828 24,417 119,911 N/A -4.1% 2.8% 8.5% 57.8% 8.5% USES ACCT - AGENCY ACCOUNTING TRAC - TREASURER ACCOUNTING 43AP - ACCOUNTING $ CLTS - CLIENT SERVICE TXSV - TAX SERVICES 43TP - PROPERTY TAX $ $ BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - ADMINISTRATIVE SERVICES $ $ - $ 148,914 62,488 780,590 52,322 1,044,314 $ ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 38,558 $ 38,558 $ - $ - $ - $ - $ 13,320 $ 13,320 $ 2,273 $ 2,273 $ (2,273) (2,273) N/A N/A BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER DESK - DESKTOP SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ - $ 1 1 $ - $ 31,032 31,032 $ 435,186 $ 28,967 46,829 510,982 $ 366,926 $ 40,864 34,251 442,041 $ 861,836 $ 58,411 68,385 988,632 $ (426,650) (29,444) (21,556) (477,650) -98.0% -101.6% -46.0% -93.5% TOTAL PROGRAMS $ 2,909,867 $ 2,923,215 $ 3,626,107 $ 3,261,390 $ 4,170,110 $ (544,003) -15.0% 939 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Treasurer Sources and Uses by Category CATEGORY CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE FY 2009 ACTUAL FY 2010 ADOPTED 839 839 $ $ FY 2010 REVISED 4,000 4,000 $ $ FY 2010 FORECAST 4,000 4,000 $ $ REV VS ADPT VAR % FY 2011 ADOPTED 1,898 1,898 $ $ 49,500 49,500 $ $ 45,500 1137.5% 45,500 1137.5% $ SUBTOTAL $ - $ - $ 304,341 $ 304,341 $ 304,341 $ 304,341 $ 101,432 $ 101,432 $ 304,341 304,341 $ $ - 0.0% 0.0% ALL REVENUES $ 839 $ 308,341 $ 308,341 $ 103,330 $ 353,841 $ 45,500 14.8% 839 $ 308,341 $ FY 2010 ADOPTED 308,341 $ 103,330 $ 353,841 FY 2010 FY 2010 FY 2011 REVISED FORECAST ADOPTED $ 2,071,755 $ 4,293 4,092 698,534 28,762 2,807,436 $ 1,895,667 $ 6,336 605,162 8,640 2,515,805 $ 2,272,220 $ 6,336 740,409 68,189 3,087,154 $ 2,239,058 $ 59,005 2,098 723,386 8,338 3,031,885 $ 2,711,966 $ 28,301 6,336 895,124 20,000 3,661,727 $ (439,746) (28,301) (154,715) 48,189 (574,573) -19.4% N/A 0.0% -20.9% 70.7% -18.6% 18,539 $ 359 18,898 $ 4,861 $ 396 5,257 $ 18,542 $ 360 18,902 $ 17,085 $ 358 17,443 $ 28,000 $ 500 28,500 $ (9,458) (140) (9,598) -51.0% -38.9% -50.8% $ (964) $ (7,943) 43,838 3,195 4,095 1,513 753 38,394 650 83,531 $ - $ 321,428 9,410 1,000 11,677 495 2,083 24,296 732 371,121 $ 114,500 $ 318,296 7,200 34,903 4,096 1,512 39,544 520,051 $ 79,317 $ 76,842 6,229 3,445 5,345 9 388 29,899 244 201,718 $ 35,000 $ 163,933 8,000 219,950 5,000 3,000 5,000 40,000 479,883 $ $ $ 2 $ 2 $ 31,032 $ 31,032 $ - $ - $ 10,344 $ 10,344 $ - $ - $ ALL EXPENDITURES $ 2,909,867 $ 2,923,215 $ 3,626,107 $ 3,261,390 $ 4,170,110 $ (544,003) -15.0% TOTAL USES $ 2,909,867 $ 2,923,215 $ 3,626,107 $ 3,261,390 $ 4,170,110 $ (544,003) -15.0% TOTAL SOURCES $ CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES SUBTOTAL $ SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL $ SUBTOTAL $ SERVICES 0810 - LEGAL SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES SUBTOTAL CAPITAL 0950 - DEBT SERVICE SUBTOTAL $ FY 2009 ACTUAL 45,500 14.8% REV VS ADPT VAR % 79,500 69.4% 154,363 48.5% (800) -11.1% (185,047) -530.2% (904) -22.1% (1,488) -98.4% (5,000) N/A (456) -1.2% N/A 40,168 7.7% - N/A N/A Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING 741 TAXPAYER INFORMATION OPERATING FY 2009 ACTUAL FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED $ FUND TOTAL SOURCES $ 839 $ 839 $ 4,000 $ 4,000 $ 4,000 $ 4,000 $ 1,898 $ 1,898 $ 49,500 $ 49,500 $ $ FUND TOTAL SOURCES $ - $ - $ 304,341 $ 304,341 $ 304,341 $ 304,341 $ 101,432 $ 101,432 $ 304,341 $ 304,341 $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING FY 2010 ADOPTED 45,500 1137.5% 45,500 1137.5% - 0.0% 0.0% 45,500 14.8% 45,500 14.8% REV VS ADPT VAR % FUND TOTAL USES $ 2,909,867 $ 2,909,867 $ 2,618,874 $ 2,618,874 $ 3,241,766 $ 80,000 3,321,766 $ 3,079,958 $ 80,000 3,159,958 $ 3,865,769 $ 3,865,769 $ (624,003) 80,000 (544,003) -19.2% 100.0% -16.4% $ FUND TOTAL USES $ - $ - $ 304,341 $ 304,341 $ 304,341 $ 304,341 $ 101,432 $ 101,432 $ 304,341 $ 304,341 $ - 0.0% 0.0% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 2,909,867 $ - $ 2,909,867 $ 2,923,215 $ - $ 2,923,215 $ 3,546,107 $ 80,000 $ 3,626,107 $ 3,181,390 $ 80,000 $ 3,261,390 $ 4,170,110 $ - $ 4,170,110 $ 741 TAXPAYER INFORMATION OPERATING $ 839 $ 308,341 $ 308,341 $ 103,330 $ 353,841 $ 839 $ 308,341 $ 308,341 $ 103,330 $ 353,841 $ FY 2009 FY 2010 FY 2010 FY 2010 FY 2011 ACTUAL ADOPTED REVISED FORECAST ADOPTED REV VS ADPT VAR % 940 (624,003) 80,000 (544,003) -17.6% 100.0% -15.0% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Treasurer Staffing by Program and Activity PROGRAM / ACTIVITY ACCOUNTING AGENCY ACCOUNTING TREASURER ACCOUNTING PROGRAM TOTAL ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP DATA CENTER DESKTOP SUPPORT PROGRAM TOTAL PROPERTY TAX CLIENT SERVICE TAX SERVICES PROGRAM TOTAL DEPARTMENT TOTAL FY 2009 ADOPTED FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV TO ADPT VAR % 1.19 5.79 6.98 1.19 4.79 5.98 1.19 4.79 5.98 1.29 4.59 5.88 1.29 4.59 5.88 0.10 (0.20) (0.10) 8.4% -4.2% -1.7% 8.37 1.50 1.20 0.95 12.02 8.87 1.50 0.95 0.70 12.02 8.87 1.50 0.95 0.70 12.02 0.10 7.72 1.10 0.90 0.30 10.12 7.82 1.10 0.90 0.30 10.12 (1.05) (0.40) (0.05) (0.40) (1.90) 0.0% -11.8% -26.7% -5.3% -57.1% -15.8% - - - 10.00 1.00 1.00 12.00 9.00 1.00 1.00 11.00 9.00 1.00 1.00 11.00 N/A N/A N/A N/A 16.00 12.00 28.00 47.00 13.00 10.00 23.00 41.00 13.00 10.00 23.00 41.00 11.00 11.00 22.00 50.00 11.00 11.00 22.00 49.00 (2.00) 1.00 (1.00) 8.00 -15.4% 10.0% -4.3% 19.5% REV TO VAR 1.00 1.00 1.00 1.00 1.00 (1.00) 1.00 (1.00) 1.00 (3.00) (1.00) 1.00 1.00 1.00 1.00 3.00 8.00 ADPT % N/A 0.0% -100.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A N/A N/A 0.0% N/A 0.0% 0.0% -100.0% 100.0% -100.0% 0.0% N/A 0.0% -27.3% -12.5% 100.0% N/A N/A N/A N/A 19.5% Staffing by Market Range Title MARKET RANGE TITLE Accountant Accounting Specialist Admin & Operations Mgr Admin/Operations Specialist Administrative Manager Administrative Staff Supv Administrative Supervisor Administrator Applications Development Mgr Business/Systems Analyst Business/Systems Analyst-Sr/Ld Chief Deputy - Treasurer Computer Operator Elected Executive Assistant Finan/Business Analyst -County Financial Manager - County Financial Supervisor - County Human Resources Specialist IT Consultant Legal Assistant Office Assistant Office Assistant Specialized Operations/Program Manager PC/LAN Analyst PC/LAN Tech Support Programmer/Analyst Programmer/Analyst - Sr/Ld Department Total FY 2009 ADOPTED 1.00 6.00 3.00 2.00 3.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 12.00 10.00 47.00 FY 2010 ADOPTED 5.00 (1.00) 3.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 11.00 8.00 1.00 41.00 941 FY 2010 REVISED 5.00 (1.00) 3.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 11.00 8.00 1.00 41.00 FY 2010 FORECAST 5.00 3.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 8.00 7.00 2.00 1.00 1.00 2.00 3.00 50.00 FY 2011 ADOPTED 5.00 3.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 8.00 7.00 2.00 1.00 1.00 1.00 3.00 49.00 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Treasurer Staffing by Fund FUND 100 - GENERAL DEPARTMENT TOTAL FY 2009 ADOPTED 47.00 47.00 FY 2010 ADOPTED 41.00 41.00 FY 2010 REVISED 41.00 41.00 FY 2010 FORECAST 50.00 50.00 FY 2011 ADOPTED 49.00 49.00 REV TO ADPT VAR % 8.00 19.5% 8.00 19.5% General Adjustments Personnel: Health insurance premiums for medical and dental coverage and employer costs for retirement/long-term disability are increasing a total of $63,826 for FY 2010-11. The Department will absorb these increased costs in the General Fund by decreasing repair and maintenance costs and right-sizing general supplies. Data Sales: The Department receives many inquiries from the public related to tax lien information or tax levy and collection information. Some of this information is sold in standard reports with uniform costs. Other information, that is customized to the individual’s request, has fees that are based on the resources that are needed to complete the project. In the past, the Department has credited these revenues by off-setting the expenditures. Beginning in FY 2010-11, the Department will be recording the proceeds from the data sales in the revenue budget, resulting in a net-zero change of $45,500 in revenues and expenditures. This will also prevent a negative expenditure amount throughout the year in the expenditure budget. Programs and Activities 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. Program Results Measure Description Month-end Closings - Percent of time monthend balance/close by due date FY 2009 ACTUAL 100.0% Activities that comprise this program include: • Agency Accounting FY 2010 REVISED 100.0% • FY 2011 ADOPTED 100.0% REV VS ADPT VAR % 0.0% 0.0% Treasurer Accounting Agency Accounting Activity The purpose of the Agency Accounting Activity is to apportion tax collections and provide timely and accurate accounting and investment services for county agencies so that they can conduct their operations and make informed decisions, manage resources and report results relative to their agency. Mandates: A.R.S. §42-18001 establishes the County Treasurer as ex officio tax collector and shall collect all property taxes, apportion the taxes to the respective funds on or before the end of each month, and execute to the state a bond; A.R.S. §11-275 establishes Tax levy to pay bonds and interest; 942 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Treasurer debt service fund; A.R.S. §11-414 establishes monthly statement of fees earned and disposition of fees; A.R.S. §11-475 establishes the process and exemption of recorder fees; A.R.S. §11-497 establishes the disbursement of forest reserve monies for the benefit of public schools and public roads of the county as the board of supervisors may direct; A.R.S. §11-501 establishes that the Treasurer shall report accounts of collection, custody and disbursement of public revenue to the Board of Supervisors; A.R.S. §11-502 establishes that upon receipt of an order from the state treasurer requiring the money in the County treasury belonging to the state or collected for it to be transmitted to the state treasury; A.R.S. §11-503 establishes if the Treasurer neglects or refuses to settle or report as required by law, the Treasurer shall forfeit and pay to the County the sum of five hundred dollars for each act of neglect or refusal; A.R.S. §11-504 establishes the process for correction of errors; A.R.S. §11-631 establishes the policy on warrants on the County Treasurer and records; A.R.S. §11-632 establishes the policy of issuance of duplicate warrants; A.R.S. §11-634 establishes that when the Board of Supervisors, the County Superintendent of Schools, or a special district presents a warrant or substitute check for payment, the County Treasurer shall pay it and make a charge against the appropriate account; A.R.S. §11-635 establishes definition of warrants and substitute checks unpaid for lack of funds; A.R.S. §11-639 establishes as monies become available and are in amounts sufficient to justify redeeming unpaid warrants, the County Treasurer shall redeem these unpaid warrants in the date order in which they were originally registered; A.R.S. §11-640 establishes that when the Treasurer pays a warrant on which interest is due, the Treasurer shall record the amount of interest paid in the register or call warrant list. The amount of such interest shall be entered on the Treasurer’s account separate from the principal. Measure Type Result Output Output Demand Demand Efficiency Efficiency Measure Description Month-end Closings - Percent of time monthend balance/close by due date Number of dollars actually apportioned Number of days to balance or close monthend Number of apportionment dollars anticipated Number of days anticipated to balance or close month-end (historical) Expenditure per dollar apportioned Expenditure per days to balance or close month-end FY 2009 ACTUAL 100.0% FY 2010 REVISED 100.0% REV VS ADPT VAR % 0.0% 0.0% FY 2011 ADOPTED 100.0% 4,064,127,400 8 3,600,000,000 8 4,229,000,000 8 629,000,000 - 17.5% 0.0% 4,064,127,400 8 3,600,000,000 8 4,229,000,000 8 629,000,000 - 17.5% 0.0% $ $ 0.000026 13,399.63 $ $ 0.000028 51,121.50 $ $ 0.000026 13,892.50 $ $ 0.000002 37,229.00 6.1% 72.8% $ $ 107,197 107,197 $ $ 102,243 102,243 $ $ 111,140 111,140 $ $ Expenditure 100 - GENERAL TOTAL USES (8,897) (8,897) -8.7% -8.7% Activity Narrative: The Agency Accounting Activity is anticipating an increase in the dollars apportioned in FY 2010-11, requiring a small increase in resources to accommodate the demand increase. Treasurer Accounting Activity The purpose of the Treasurer Accounting Activity is to provide timely and accurate accounting services for the Treasurer's Office staff so that they can make informed decisions, manage resources and report results. Mandates: A.R.S. §11-273 establishes the Treasurer shall sell the bonds under the direction and with the approval of the Board for not less than par and accrued interest, and the proceeds of the sale shall be used exclusively for the purpose for which issued and as stated in the resolution; A.R.S. §11-274 establishes that the Treasurer shall keep a register of all bonds sold by number, date of sale, amount, date of maturity and the name and address of the purchaser; A.R.S. §11-492 establishes that all taxes collected upon real and personal property of the County, and all public monies arising from any source, 943 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Treasurer or accruing under the provisions of law to a county, shall be paid into the treasury of the County and the County Treasurer shall apportion and apply the same to the several special and general funds as provided by law; A.R.S. §11-493 establishes the duties of the County Treasurer; A.R.S. §11-494 establishes that the Treasurer shall issue a receipt for all monies the Treasurer receives as Treasurer or as tax collector; A.R.S. §35-327 establishes Treasurer’s duties, safekeeping of securities; warrants of financial officers; earnings; exemptions; and responsibilities. Measure Type Output Output Demand Demand Efficiency Efficiency Measure FY 2009 Description ACTUAL Number of Treasurer's Journal Entries created 2,430 Number of Cash Receipts Processed 10,905 Number of Treasurer's Journal Entries 2,430 expected (historical) Number of Cash Receipts Anticipated to be 10,905 Processed (historical) Expenditure per Treasurer's Journal Entries $ 141.14 Expenditure per Number of Cash Receipts $ 31.45 Processed FY 2010 REVISED 1,774 10,226 1,774 FY 2011 ADOPTED 2,600 11,100 2,600 10,226 11,100 REV VS ADPT VAR % 826 46.6% 874 8.5% 826 46.6% 874 8.5% $ $ 159.28 38.26 $ $ 116.86 27.37 $ $ 42.42 10.89 26.6% 28.5% $ $ 282,554 282,554 $ $ 303,830 303,830 $ $ (21,276) (21,276) -7.5% -7.5% Expenditure 100 - GENERAL TOTAL USES $ $ 342,968 342,968 Activity Narrative: The number of journal entries and cash receipts processed in FY 2010-11 is anticipated to increase, requiring a small increase in resources to accommodate the demand increase. However, the Department will be able to accommodate the increase in demand within their current resources which results in a decreasing cost per transaction. 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). Program Results Measure Description Payments Posted - Percent of Levy collected Percentage of levy collected by LockBox (LB) facility Percent of Tax Bills Correctly Mailed FY 2009 ACTUAL 99.0% 39.1% FY 2010 REVISED 99.0% 39.1% FY 2011 ADOPTED 99.0% 39.1% 96.4% 96.4% 100.0% Activities that comprise this program include: • Client Services Activity • REV VS ADPT VAR % 0.0% 0.0% 0.0% 0.0% 3.6% 3.7% Tax Service Activity Client Services Activity The purpose of the Client Services Activity is to accept and post tax and non-tax payments for internal and external customers so that revenues are accurately and promptly posted (applied). Mandates: A.R.S. §11-274 establishes that the Treasurer shall keep a register of all bonds sold by number, date of sale, amount, date of maturity and the name and address of the purchaser; A.R.S. §11-493 establishes the duties of the County Treasurer; A.R.S. §11-494 establishes that the Treasurer shall issue a receipt for all monies the Treasurer receives as Treasurer or as tax collector; A.R.S. §411279.21 establishes powers and duties of auditor general relating to counties, school districts and 944 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Treasurer community colleges; A.R.S. §42-18001 establishes the County Treasurer as ex officio tax collector and shall collect all property taxes, apportion the taxes to the respective funds on or before the end of each month, and execute to the state a bond; A.R.S. §42-18055 establishes when a tax is paid, the County Treasurer will record the date of payment and credit the payment to the person or property that is liable for the tax; A.R.S. §42-18056 establishes the process of accepting a partial payment or payments of the tax, and if any part of the tax or any installment remains unpaid at the date of delinquency, the delinquency relates only to the amount remaining unpaid, and the issuing of a receipt stating that it covers a partial payment of taxes; A.R.S. §42-18401 establishes collection of personal property tax by seizure and sale; A.R.S. §42-18116 establishes that the purchaser of a tax lien will pay the purchase price in cash at the time of sale. If the purchaser fails to pay the amount due the County Treasurer may resell the tax lien if the sale has not been closed. If the sale has been closed the Treasurer may either advertise for resale, or recovery on reneged bid; and the purchaser shall pay a processing fee; A.R.S. §42-18121 establishes payment of subsequent taxes by certificate holder; A.R.S. §42-18122 establishes if a tax lien is assigned to the state, the County Treasurer shall sell, assign and deliver the certificate of purchase to any person who pays to the County Treasurer the whole amount then due under the certificate, including interest, penalties and charges, and in addition the entire amount of subsequent taxes assessed on the property described in the certificate; A.R.S. §42-18151 establishes who may redeem real property tax liens; persons under disability; persons owning partial interest; A.R.S. §42-18152 establishes when a lien may be redeemed; A.R.S. §42-18153 establishes the amount required for redemption; A.R.S. §42-18154 establishes the process the County Treasurer shall issue to the person a certificate of redemption, issuance, the contents and fee. Measure Type Result Result Output Output Output Demand Demand Efficiency Efficiency Measure Description Percentage of levy collected by LockBox (LB) facility Payments Posted - Percent of Levy collected Number of LockBox payments posted Amount of levy collected Number of tax payments posted Number of payments anticipated (parcels x 2) Number of LockBox payments anticipated (historical) Expenditure per Number of tax payments posted Expenditure per Number of LockBox payments posted FY 2009 ACTUAL 39.1% FY 2010 REVISED 39.1% 99.0% 850,000 458,857,376 2,686,806 1,582,572 820,000 99.0% 850,000 458,857,376 2,686,806 1,582,572 820,000 REV VS ADPT VAR % 0.0% 0.0% FY 2011 ADOPTED 39.1% 99.0% 0.0% 750,000 (100,000) 4,064,128,000 3,605,270,624 2,783,536 96,730 2,800,000 1,217,428 750,000 (70,000) 0.0% -11.8% 785.7% 3.6% 76.9% -8.5% $ 0.34 $ 0.34 $ 0.23 $ 0.11 31.4% $ 1.07 $ 1.07 $ 0.87 $ 0.20 19.1% $ $ 647,600 647,600 $ $ 718,192 718,192 $ $ 649,466 649,466 $ $ 68,726 68,726 9.6% 9.6% Expenditure 100 - GENERAL TOTAL USES Activity Narrative: The Client Services Activity is anticipating a reduction in the amount of the levy collected in FY 2010-11; consequently, expenditures are projected to decrease and efficiencies are expected to improve. Tax Services Activity The purpose of the Tax Services Activity is to provide property tax billing information and problem resolution for internal departments (Assessor, Finance, and Sheriff) and external customers (property owners, tax service and mortgage companies) so that property taxes are paid and necessary adjustments made. Mandates: A.R.S. §42-18061 establishes the process of refund of overpayment due to change in tax roll and reversion of unclaimed refund; A.R.S. §11-506 establishes; A.R.S. §11-605 establishes 945 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Treasurer warrants drawn by a political subdivision on the County Treasurer; Title 42 (Taxation), Chapter 18, Articles 1 thru 9 establishes tax collection and enforcement. Measure Type Result Output Output Demand Demand Efficiency Efficiency Measure Description Percent of Tax Bills Correctly Mailed Number of Back Tax Liens Sold at Sale Amount of Back Tax Number of Total Taxable Parcels in County Number of Parcels with Delinquent Back Tax Expenditure per Number of Tax Bills Correctly Mailed Expenditure per Number of Back Tax Liens Sold @ Sale FY 2009 FY 2010 FY 2011 ACTUAL REVISED ADOPTED 100.0% 96.4% 100.0% 22,354 15,972 22,352 39,884,090 39,884,088 39,884,088 1,675,526 1,590,000 1,690,000 22,354 25,798 29,668 $ 0.48 $ 0.38 $ 0.55 $ REV VS ADPT VAR % 3.6% 3.7% 6,380 39.9% 0.0% 100,000 6.3% 3,870 15.0% (0.17) -44.8% $ 32.62 $ 32.19 $ 37.02 $ (4.83) -15.0% $ $ 729,229 729,229 $ $ 604,942 604,942 $ $ 827,486 827,486 $ $ (222,544) (222,544) -36.8% -36.8% Expenditure 100 - GENERAL TOTAL USES Activity Narrative: The number of taxable parcels and delinquent tax bills are both expected to increase in FY 2010-11. This will cause an increase in the expenditure budget for the Activity of Tax Services as additional resources are utilized on this effort. 946 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Treasurer Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2010 Adopted Budget Adjustments: Supplemental Funding Mid-Year Adjustments Treasurer Settlement 4,000 $ 622,892 $ 622,892 - $ 3,241,766 $ 4,000 $ 45,500 $ 45,500 (12,401) $ (12,401) 45,500 45,500 - $ 536,581 $ 536,581 - $ 3,811,446 $ 49,500 $ 63,826 $ 56,448 7,378 (63,826) $ (63,826) - $ 3,811,446 $ 0.0% 49,500 0.0% $ 54,323 $ 54,323 - $ 3,865,769 $ 1.4% 49,500 0.0% C-06-10-203-S-02 Agenda Item: $ C-49-10-032-M-00 C-06-10-203-S-02 FY 2011 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Reductions 2,618,874 $ Agenda Item: FY 2010 Revised Budget Adjustments: Base Adjustments Other Base Adjustments Budget Balancing PEHPEP FY 10 Adjustments Supplemental Funding Mid-Year Adjustments Treasurer Settlement $ Agenda Item: $ FY 2011 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Personnel Savings Agenda Item: FY 2011 Adopted Budget Percent Change from Target Amount 947 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Treasurer General Fund (100) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget $ - $ - $ 80,000 $ 80,000 - $ 80,000 $ - $ (80,000) $ (80,000) - FY 2011 Budget Target $ - $ - FY 2011 Adopted Budget Percent Change from Target Amount $ - $ N/A - Adjustments: Supplemental Funding Mid-Year Adjustments Treasurer Settlement Agenda Item: C-06-10-203-S-02 FY 2010 Revised Budget Adjustments: Supplemental Funding Mid-Year Adjustments Treasurer Settlement Agenda Item: C-06-10-203-S-02 Taxpayer Information Fund (741) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 304,341 $ 304,341 FY 2010 Revised Budget $ 304,341 $ 304,341 FY 2011 Budget Target $ 304,341 $ 304,341 FY 2011 Adopted Budget Percent Change from Target Amount $ 304,341 $ 0.0% 304,341 0.0% Taxpayer Information Fund (741) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED Beginning Spendable Fund Balance $ 599,858 $ 387,878 $ 387,878 $ 223,360 $ 223,360 Sources: Operating Total Sources: $ $ - $ $ 304,341 304,341 $ $ 304,341 304,341 $ $ 101,432 101,432 $ $ 304,341 304,341 Uses: Operating Total Uses: $ $ - $ $ 304,341 304,341 $ $ 304,341 304,341 $ $ 101,432 101,432 $ $ 304,341 304,341 Accounting Adjustments $ (376,498) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 387,878 387,878 $ $ 387,878 387,878 $ $ 223,360 223,360 $ $ 223,360 223,360 223,360 223,360 $ $ 948 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Workforce Mgmt and Development Workforce Management and Development Analysis by Cynthia Goelz, Management & Budget Supervisor Summary Mission The mission of Workforce Management and Development is to provide policy-based enterprise services to facilitate the recruitment, development and retention of employees for Maricopa County government so they can maintain a qualified, professional, and diverse workforce. Vision County employees- from hire to retire…thriving in a culture that supports wellness, professional development, and productivity. Strategic Goals • By December, 2012, at least 88% of classified new hires will successfully complete their initial probationary period. Status: In FY 2009-10, 89.57% of those hired during the year were still employed by the County. • By July 1, 2015, decrease risk factors (as determined in Biometric Screening results) in the active employee population by 5% so that employees improve their health. Status: A new wellness program has been developed and communicated to County management to promote participation in the programs. The results of the Biometric screenings will be reviewed in the spring to determine the level of improvement. • By July 1, 2015, increase enrollment in consumer-driven products (HRA, HAS, FSA) by 10% so employees learn to use services appropriately at the lowest level of care. Status: The Department developed a new marketing campaign for the Health Savings Account/Choice Fund medical benefit option. In FY 2009-10, enrollment in that plan increased 102% from the end of FY 2008-09. • By July 1, 2015, premium rates for medical plans for active employees will be 3% below national medical trend to keep premium rates as low as possible for employees. Status: FY 2010-11 rates were established based on an 8% trend rate. National trend has been quoted between 9.5 and 12% for 2010. • By July, 2016, 15 new training programs will be provided. Status: Since December 2009, 4 new training programs have been offered. 949 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget • Department Strategic Plans and Budgets Workforce Mgmt and Development By July, 2016, 97% of County agencies will indicate they are satisfied or very satisfied with the service provided by the Employment Services Division, as indicated by the internal customer satisfaction survey. Status: The most recent survey specific to Employment Services was completed in 2008, where it was indicated that 93% of customers were satisfied with the division’s services. • By June 2013, 100% of WM&D policies and procedures will be revised and updated to reflect all relevant statutory changes in state and federal laws in effect as of December 30, 2011. Status: WM&D is responsible for reviewing and updating 22 Human Resources policies, the Employee Leave Plan and the Employee Merit System Rules as necessary. During this period, HR 2403 Reductions in Force, Employee Merit Rule 12 and the Employee Leave Plan were rewritten. Currently, HR 2401 – Informal/Formal Discipline, HR 2402 – Predisciplinary Action Hearing and HR 2430 Educational Assistance (Tuition Reimbursement) are under review for revision. WM&D is on schedule and should have all 22 policies reviewed by the due date. Sources and Uses by Program and Activity FY 2009 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % MERT - MERIT COMMISSION 31ED - WORKFORCE MANAGEMENT $ $ - $ - $ 6,000 $ 6,000 $ 6,000 $ 6,000 $ 2,000 $ 2,000 $ 190 $ 190 $ PAYR - PAYROLL RECD - RECORDS MANAGEMENT 31PR - PAYROLL AND RECORDS MGMT $ 50,921 $ 386 51,307 $ 50,100 $ 400 50,500 $ 50,100 $ 400 50,500 $ 52,938 $ 5,158 58,096 $ 50,700 $ 9,200 59,900 $ EMPA - EMPLOYEE ASSISTANCE ERGO - ERGONOMICS STDD - ABSENCE MANAGEMENT WBEG - EMPLOYEE WELLNESS 35EP - EMPLOYEE PROGRAMS $ - $ 347,310 3,960,707 1,643,150 5,951,167 $ - $ 259,291 3,718,488 2,083,172 6,060,951 $ - $ 259,291 3,709,347 1,175,908 5,144,546 $ - $ 3,423,934 1,047,286 4,471,220 $ 196,253 $ 260,615 1,092,998 1,549,866 $ 196,253 1,324 (3,709,347) (82,910) (3,594,680) N/A 0.5% -100.0% -7.1% -69.9% 2,592,281 $ 84,800,058 16,422,235 9,016,388 1,368,195 114,199,157 $ 2,647,140 $ 86,260,648 16,362,894 9,400,914 1,327,669 115,999,265 $ 2,654,876 $ 87,014,223 15,438,459 9,591,671 1,363,032 116,062,261 $ 2,855,126 $ 85,180,909 15,960,062 9,464,182 1,323,174 114,783,453 $ 4,536,120 $ 98,666,655 15,335,858 9,573,169 3,414,582 1,478,751 133,005,135 $ 1,881,244 11,652,432 (102,601) (18,502) 3,414,582 115,719 16,942,874 70.9% 13.4% -0.7% -0.2% N/A 8.5% 14.6% 4,918,206 $ 2,960,625 257,136 8,135,967 $ 5,241,779 $ 2,904,791 256,284 8,402,854 $ 5,878,656 $ 3,065,813 292,761 9,237,230 $ 4,948,923 $ 3,390,564 285,115 8,624,602 $ 5,544,255 $ 2,990,195 306,930 8,841,380 $ (334,401) (75,618) 14,169 (395,850) -5.7% -2.5% 4.8% -4.3% 108,052 $ 605,917 73,322 582,709 1,370,000 $ 35,304 $ 317,749 19,063 381,970 5,451 759,537 $ 35,304 $ 317,749 19,063 381,970 5,451 759,537 $ - $ 16,201 110,454 126,655 $ 57,904 $ 396,142 33,205 22,927 510,178 $ 22,600 78,393 (19,063) (348,765) 17,476 (249,359) 64.0% 24.7% -100.0% -91.3% 320.6% -32.8% $ - $ 1,354,259 5,624 1,359,883 $ - $ - $ (4) $ 19,033 4 19,033 $ - $ 385,221 385,221 $ - $ 4,867 4,867 $ 4 (19,033) 4,867 (4) (14,166) -100.0% -100.0% N/A -100.0% -74.4% TOTAL PROGRAMS $ 131,067,481 $ 131,279,107 $ 131,279,107 $ 128,451,247 $ 143,971,516 $ SFBH - MENTAL HEALTH SFMD - MEDICAL SFRX - PHARMACY SIDE - DENTAL STDS - SHORT TERM DISABILITY VISN - VISION 35HB - HEALTH BENEFITS $ $ $ $ FIBP - LIFE INSURANCE FSAA - FLEXIBLE SPENDING ACCOUNT OTHR - OTHER BENEFITS 35VB - VOLUNTARY BENEFITS PROGRAMS BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - ADMINISTRATIVE SERVICES CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES POOL - POOLED COSTS 99GV - GENERAL GOVERNMENT $ $ $ $ $ 950 (5,810) (5,810) 600 8,800 9,400 12,692,409 -96.8% -96.8% 1.2% 2200.0% 18.6% 9.7% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Workforce Mgmt and Development Sources and Uses by Program and Activity (continued) FY 2009 ACTUAL PROGRAM / ACTIVITY USES DEPT - WMD DEPARTMENT SERVICES EREL - EMPLOYEE RELATIONS MERT - MERIT COMMISSION STDV - STAFF DEVELOPMENT 31ED - WORKFORCE MANAGEMENT RECR - RECRUITING AND STAFFING WFPL - WORKFORCE PLANNING 31ES - EMPLOYMENT SERVICES PAYR - PAYROLL RECD - RECORDS MANAGEMENT 31PR - PAYROLL AND RECORDS MGMT $ $ $ $ $ $ FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % - $ 327,093 117,945 182,579 627,617 $ - $ 417,197 90,739 313,287 821,223 $ - $ 417,197 90,739 313,287 821,223 $ - $ 474,391 106,155 304,759 885,305 $ 42,275 $ 504,104 119,006 235,749 901,134 $ (42,275) (86,907) (28,267) 77,538 (79,911) N/A -20.8% -31.2% 24.7% -9.7% 689,000 $ 689,000 $ 778,464 $ 778,464 $ 778,464 $ 778,464 $ 630,682 $ 630,682 $ 587,470 $ 43,835 631,305 $ 190,994 (43,835) 147,159 24.5% N/A 18.9% 497,649 $ 362,372 860,021 $ 496,082 $ 381,327 877,409 $ 496,082 $ 381,327 877,409 $ 540,082 $ 359,537 899,619 $ 585,030 $ 396,209 981,239 $ (88,948) (14,882) (103,830) -17.9% -3.9% -11.8% - $ 376,569 2,072,110 709,892 3,158,571 $ - $ 259,291 3,718,488 1,330,892 5,308,671 $ - $ 259,291 3,665,926 1,208,517 5,133,734 $ - $ 253,780 2,181,210 1,011,246 3,446,236 $ 196,253 $ 260,615 1,092,998 1,549,866 $ (196,253) (1,324) 3,665,926 115,519 3,583,868 N/A -0.5% 100.0% 9.6% 69.8% 1,842,328 $ 86,703,413 14,441,587 8,501,407 1,375,286 112,864,021 $ 5,095,568 $ 96,607,886 16,411,796 9,562,770 1,388,063 129,066,083 $ 4,323,706 $ 95,561,566 15,502,196 9,671,886 1,612,216 126,671,570 $ 2,572,991 $ 92,136,300 14,058,686 9,281,535 1,432,831 119,482,343 $ 4,536,120 $ 100,191,655 15,335,858 9,573,169 3,414,582 1,478,751 134,530,135 $ (212,414) (4,630,089) 166,338 98,717 (3,414,582) 133,465 (7,858,565) -4.9% -4.8% 1.1% 1.0% N/A 8.3% -6.2% 5,241,779 $ 2,904,791 256,284 8,402,854 $ 6,085,148 $ 3,568,989 292,761 9,946,898 $ 4,931,380 $ 3,381,838 285,115 8,598,333 $ 5,544,255 $ 2,990,195 306,930 8,841,380 $ 540,893 578,794 (14,169) 1,105,518 8.9% 16.2% -4.8% 11.1% EMPA - EMPLOYEE ASSISTANCE ERGO - ERGONOMICS STDD - ABSENCE MANAGEMENT WBEG - EMPLOYEE WELLNESS 35EP - EMPLOYEE PROGRAMS $ SFBH - MENTAL HEALTH SFMD - MEDICAL SFRX - PHARMACY SIDE - DENTAL STDS - SHORT TERM DISABILITY VISN - VISION 35HB - HEALTH BENEFITS $ FIBP - LIFE INSURANCE FSAA - FLEXIBLE SPENDING ACCOUNT OTHR - OTHER BENEFITS 35VB - VOLUNTARY BENEFITS PROGRAMS $ $ 4,897,689 $ 2,839,730 257,361 7,994,780 $ COMM - COMMUTE OPTIONS 71CT - COMMUTE OPTIONS $ $ (9) $ (9) $ - $ - $ - $ - $ - $ - $ - $ - $ BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - ADMINISTRATIVE SERVICES $ 103,700 $ 551,716 1,813,899 1,689,088 27,600 4,186,003 $ 79,491 $ 358,653 46,175 812,816 30,437 1,327,572 $ 79,491 $ 324,731 27,112 1,896,654 24,986 2,352,974 $ 95,351 $ 388,234 49,245 626,784 20,470 1,180,084 $ 97,045 $ 438,073 40,259 412,983 42,448 1,030,808 $ (17,554) (113,342) (13,147) 1,483,671 (17,462) 1,322,166 -22.1% -34.9% -48.5% 78.2% -69.9% 56.2% $ 172,936 $ 17,004 (10,870) 179,070 $ (4) $ 19,033 4,011 4 23,044 $ (4) $ 19,033 4,011 8 23,048 $ - $ 19,033 4,008 23,041 $ - $ 14,399 14,399 $ (4) 19,033 (10,388) 8 8,649 100.0% 100.0% -259.0% 100.0% 37.5% TOTAL PROGRAMS $ 130,559,074 $ 146,605,320 $ 146,605,320 $ 135,145,643 $ 148,480,266 $ (1,874,946) -1.3% $ $ CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES POOL - POOLED COSTS 99GV - GENERAL GOVERNMENT $ $ 951 - N/A N/A Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Workforce Mgmt and Development Sources and Uses by Category FY 2009 CATEGORY ACTUAL CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 1,623,931 0635 - OTHER CHARGES FOR SERVICES 29,032,053 0636 - INTERNAL SERVICE CHARGES 99,002,449 SUBTOTAL $ 129,658,433 $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ $ FY 2010 ADOPTED $ FY 2010 REVISED 1,993,523 31,341,957 97,943,127 131,278,607 $ $ $ $ 1,773,400 31,562,080 97,943,127 131,278,607 FY 2010 FORECAST $ $ $ 1,594,047 30,732,916 95,550,336 127,877,299 - $ 500 500 $ 385,221 188,727 573,948 $ SUBTOTAL $ 1,354,259 54,789 1,409,048 $ 500 500 ALL REVENUES $ 131,067,481 $ 131,279,107 $ 131,279,107 $ TOTAL SOURCES $ 131,067,481 FY 2009 ACTUAL $ 131,279,107 FY 2010 ADOPTED $ 131,279,107 FY 2010 REVISED $ CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ REV VS ADPT VAR % FY 2011 ADOPTED $ 1,728,066 33,051,239 109,182,121 143,961,426 $ $ (45,334) 1,489,159 11,238,994 12,682,819 -2.6% 4.7% 11.5% 9.7% $ $ 10,090 10,090 128,451,247 $ 143,971,516 $ 12,692,409 128,451,247 FY 2010 FORECAST $ 143,971,516 FY 2011 ADOPTED $ 12,692,409 9.7% REV VS ADPT VAR % $ N/A 9,590 1918.0% 9,590 1918.0% 9.7% 3,594,110 $ 4,287 1,118,354 56,027 (942,399) 1,134,224 4,964,603 $ 3,761,069 $ 1,176,905 (1,094,911) 992,069 4,835,132 $ 3,660,156 $ 1,138,845 (1,412,925) 1,310,084 4,696,160 $ 3,186,877 $ 208 1,004,538 132,429 (915,232) 1,023,604 4,432,424 $ 3,342,896 $ 1,169,372 (1,326,480) 1,208,024 4,393,812 $ 317,260 (30,527) (86,445) 102,060 302,348 8.7% N/A -2.7% N/A 6.1% 7.8% 6.4% SUBTOTAL $ 48,390 $ 1,216 15,407 65,013 $ 76,468 $ 2,060 6,200 84,728 $ 76,468 $ 2,060 6,200 84,728 $ 59,379 $ 7,603 313 67,297 $ 61,559 $ 2,400 5,000 68,959 $ 14,909 (340) 1,200 15,769 19.5% -16.5% 19.4% 18.6% SERVICES 0810 - LEGAL SERVICES $ 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 165,005 $ 113,497,565 11,617,267 8,118 (3,575) 24,221 4,745 8,385 8,502 (250,360) 250,355 125,330,228 $ 50,000 $ 128,364,902 12,813,603 30,296 18,350 22,224 3,872 24,017 38,600 (1,051,138) 1,051,137 141,365,863 $ 50,000 $ 126,380,480 14,933,184 30,296 18,350 22,224 3,872 24,017 38,600 (1,030,268) 1,034,080 141,504,835 $ 67,513 $ 118,432,921 11,324,148 14,829 13,176 35,451 1,947 7,905 35,484 (1,315,497) 1,207,838 129,825,715 $ 77,000 $ 131,136,018 12,326,877 23,647 23,620 22,575 2,300 16,500 17,242 (1,064,846) 1,064,846 143,645,779 $ (27,000) (4,755,538) 2,606,307 6,649 (5,270) (351) 1,572 7,517 21,358 34,578 (30,766) (2,140,944) -54.0% -3.8% 17.5% 21.9% -28.7% -1.6% 40.6% 31.3% 55.3% N/A -3.4% -3.0% -1.5% SUBTOTAL $ 26,289 26,294 $ 23,741 23,741 $ 23,741 23,741 $ 23,451 524,351 $ 4,051 4,051 $ ALL EXPENDITURES $ 130,386,138 $ 146,309,464 $ 146,309,464 $ 134,849,787 $ 148,112,601 $ (1,803,137) -1.2% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 172,936 $ 172,936 $ 295,856 $ 295,856 $ 295,856 $ 295,856 $ 295,856 $ 295,856 $ 367,665 $ 367,665 $ (71,809) (71,809) -24.3% -24.3% TOTAL USES $ 130,559,074 $ 146,605,320 $ 146,605,320 $ 135,145,643 $ 148,480,266 $ (1,874,946) -1.3% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT $ CAPITAL 0950 - DEBT SERVICE 952 19,690 19,690 82.9% 82.9% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Workforce Mgmt and Development Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING 601 CMG HIGH OPTION OPERATING 602 CMG LOW OPTION OPERATING 603 OAP IN OPERATING 604 OAP HIGH OPTION OPERATING 605 OAP LOW OPTION OPERATING 606 CHOICE FUND H.S.A. OPERATING 607 FI DENTAL PPO OPERATING 608 COINSURANCE OPERATING 609 CONSUMER CHOICE OPERATING 610 70 PERCENT STD OPERATING 611 60 PERCENT STD OPERATING 612 50 PERCENT STD OPERATING 613 40 PERCENT STD OPERATING 614 BEHAVIORAL HEALTH OPERATING FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % $ FUND TOTAL SOURCES $ 51,307 $ 51,307 $ 56,500 $ 56,500 $ 56,500 $ 56,500 $ 60,096 $ 60,096 $ 60,090 $ 60,090 $ 3,590 3,590 6.4% 6.4% $ FUND TOTAL SOURCES $ 34,393,261 $ 34,393,261 $ 34,499,958 $ 34,499,958 $ 34,985,267 $ 34,985,267 $ 34,314,582 $ 34,314,582 $ 38,769,529 $ 38,769,529 $ 3,784,262 3,784,262 10.8% 10.8% $ FUND TOTAL SOURCES $ 1,214,570 $ 1,214,570 $ 1,230,506 $ 1,230,506 $ 1,235,309 $ 1,235,309 $ 1,148,982 $ 1,148,982 $ 1,204,451 $ 1,204,451 $ (30,858) (30,858) -2.5% -2.5% $ FUND TOTAL SOURCES $ 16,988,830 $ 16,988,830 $ 17,737,642 $ 17,737,642 $ 17,672,410 $ 17,672,410 $ 15,863,832 $ 15,863,832 $ 18,246,010 $ 18,246,010 $ 573,600 573,600 3.2% 3.2% $ FUND TOTAL SOURCES $ 28,644,800 $ 28,644,800 $ 28,880,575 $ 28,880,575 $ 29,177,248 $ 29,177,248 $ 28,414,631 $ 28,414,631 $ 29,035,684 $ 29,035,684 $ (141,564) (141,564) -0.5% -0.5% $ FUND TOTAL SOURCES $ 1,832,339 $ 1,832,339 $ 1,886,671 $ 1,886,671 $ 1,893,892 $ 1,893,892 $ 2,076,422 $ 2,076,422 $ 2,119,315 $ 2,119,315 $ 225,423 225,423 11.9% 11.9% $ FUND TOTAL SOURCES $ 717,417 $ 717,417 $ 719,447 $ 719,447 $ 731,334 $ 731,334 $ 1,592,060 $ 1,592,060 $ 5,480,061 $ 5,480,061 $ 4,748,727 4,748,727 649.3% 649.3% $ FUND TOTAL SOURCES $ 5,245,288 $ 5,245,288 $ 5,468,592 $ 5,468,592 $ 5,581,814 $ 5,581,814 $ 5,487,693 $ 5,487,693 $ 5,502,303 $ 5,502,303 $ (79,511) (79,511) -1.4% -1.4% $ FUND TOTAL SOURCES $ 14,255,956 $ 14,255,956 $ 13,683,010 $ 13,683,010 $ 12,782,934 $ 12,782,934 $ 13,219,399 $ 13,219,399 $ 13,041,846 $ 13,041,846 $ 258,912 258,912 2.0% 2.0% $ FUND TOTAL SOURCES $ 2,410,852 $ 2,410,852 $ 2,355,443 $ 2,355,443 $ 2,334,561 $ 2,334,561 $ 2,335,294 $ 2,335,294 $ 1,994,911 $ 1,994,911 $ (339,650) (339,650) -14.5% -14.5% $ FUND TOTAL SOURCES $ 2,491,393 $ 2,491,393 $ 1,749,290 $ 1,749,290 $ 1,747,114 $ 1,747,114 $ 2,291,483 $ 2,291,483 $ 2,246,085 $ 2,246,085 $ 498,971 498,971 28.6% 28.6% $ FUND TOTAL SOURCES $ 552,597 $ 552,597 $ 576,713 $ 576,713 $ 578,454 $ 578,454 $ 523,901 $ 523,901 $ 510,935 $ 510,935 $ (67,519) (67,519) -11.7% -11.7% $ FUND TOTAL SOURCES $ 442,629 $ 442,629 $ 722,524 $ 722,524 $ 742,980 $ 742,980 $ 434,514 $ 434,514 $ 439,219 $ 439,219 $ (303,761) (303,761) -40.9% -40.9% $ FUND TOTAL SOURCES $ 229,705 $ 229,705 $ 541,457 $ 541,457 $ 512,295 $ 512,295 $ 213,277 $ 213,277 $ 202,539 $ 202,539 $ (309,756) (309,756) -60.5% -60.5% $ FUND TOTAL SOURCES $ 2,404,187 $ 2,404,187 $ 2,408,542 $ 2,408,542 $ 2,416,715 $ 2,416,715 $ 2,613,552 $ 2,613,552 $ 4,491,552 $ 4,491,552 $ $ $ 1,510,756 $ 1,510,756 $ 1,845,120 $ 1,845,120 $ 939,600 $ 939,600 $ 791,396 $ 791,396 $ 810,960 $ 810,960 $ (128,640) (128,640) -13.7% -13.7% $ $ 419,380 $ 419,380 $ 462,416 $ 462,416 $ 444,560 $ 444,560 $ 425,374 $ 425,374 $ 287,611 $ 287,611 $ (156,949) (156,949) -35.3% -35.3% $ $ 64,811 $ 64,811 $ - $ - $ - $ - $ 22,267 $ 22,267 $ 2,357,648 $ 2,357,648 $ $ $ 3,129,234 $ 3,129,234 $ 2,426,506 $ 2,426,506 $ 2,445,539 $ 2,445,539 $ 2,325,934 $ 2,325,934 $ 2,267,007 $ 2,267,007 $ (178,532) (178,532) -7.3% -7.3% $ $ 2,123,684 $ 2,123,684 $ 2,019,833 $ 2,019,833 $ 2,209,222 $ 2,209,222 $ 2,496,095 $ 2,496,095 $ 2,261,183 $ 2,261,183 $ 51,961 51,961 2.4% 2.4% $ $ 825,914 $ 825,914 $ 791,577 $ 791,577 $ 764,204 $ 764,204 $ 870,551 $ 870,551 $ 715,536 $ 715,536 $ (48,668) (48,668) -6.4% -6.4% $ $ 1,348,815 $ 1,348,815 $ 1,263,399 $ 1,263,399 $ 1,263,366 $ 1,263,366 $ 1,288,463 $ 1,288,463 $ 1,351,050 $ 1,351,050 $ 87,684 87,684 6.9% 6.9% $ $ - $ - $ 40,744 $ 40,744 $ 76,398 $ 76,398 $ - $ - $ 75,644 $ 75,644 $ (754) (754) -1.0% -1.0% $ $ 511,547 $ 511,547 $ 517,592 $ 517,592 $ 456,871 $ 456,871 $ 452,447 $ 452,447 $ 409,832 $ 409,832 $ (47,039) (47,039) -10.3% -10.3% 615 WELLNESS OPERATING FUND TOTAL SOURCES 616 CONTRACT ADMINISTRATION OPERATING FUND TOTAL SOURCES 617 MED INCENTIVE AND PENALTIES OPERATING FUND TOTAL SOURCES 618 BENEFIT ADMINISTRATION OPERATING FUND TOTAL SOURCES 621 FLEX SPENDING HEALTH OPERATING FUND TOTAL SOURCES 622 FLEX SPENDING DEP CARE OPERATING FUND TOTAL SOURCES 623 VISION OPERATING FUND TOTAL SOURCES 624 STAND ALONE VISION OPERATING FUND TOTAL SOURCES 625 FI PREPAID DENTAL OPERATING FUND TOTAL SOURCES 953 2,074,837 2,074,837 2,357,648 2,357,648 85.9% 85.9% N/A N/A Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Workforce Mgmt and Development Sources and Uses by Fund and Function (continued) FUND / FUNCTION CLASS 626 FI LIFE AND AD AND D OPERATING FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % $ FUND TOTAL SOURCES $ 942,368 $ 942,368 $ 1,043,794 $ 1,043,794 $ 1,044,288 $ 1,044,288 $ 905,108 $ 905,108 $ 1,130,769 $ 1,130,769 $ 86,481 86,481 $ FUND TOTAL SOURCES $ 3,511,547 $ 3,511,547 $ 3,766,274 $ 3,766,274 $ 4,411,440 $ 4,411,440 $ 3,530,597 $ 3,530,597 $ 3,880,123 $ 3,880,123 $ (531,317) (531,317) -12.0% -12.0% $ FUND TOTAL SOURCES $ 190,160 $ 190,160 $ 198,058 $ 198,058 $ 198,058 $ 198,058 $ 187,348 $ 187,348 $ 196,253 $ 196,253 $ (1,805) (1,805) -0.9% -0.9% $ FUND TOTAL SOURCES $ 3,325,546 $ 3,325,546 $ 3,258,138 $ 3,258,138 $ 3,398,072 $ 3,398,072 $ 3,300,844 $ 3,300,844 $ 3,510,313 $ 3,510,313 $ 112,241 112,241 3.3% 3.3% $ FUND TOTAL SOURCES $ 446,071 $ 446,071 $ 399,282 $ 399,282 $ 390,841 $ 390,841 $ 463,929 $ 463,929 $ 506,927 $ 506,927 $ 116,086 116,086 29.7% 29.7% $ FUND TOTAL SOURCES $ 258,565 $ 258,565 $ 256,284 $ 256,284 $ 292,761 $ 292,761 $ 285,515 $ 285,515 $ 306,930 $ 306,930 $ 14,169 14,169 4.8% 4.8% $ FUND TOTAL SOURCES $ 492,243 $ 492,243 $ 473,220 $ 473,220 $ 495,060 $ 495,060 $ 506,628 $ 506,628 $ 559,200 $ 559,200 $ 64,140 64,140 13.0% 13.0% $ FUND TOTAL SOURCES $ 91,709 $ 91,709 $ - $ - $ - $ - $ 9,033 $ 9,033 $ - $ - $ - N/A N/A DEPARTMENT OPERATING TOTAL SOURCES $ 131,067,481 $ 131,279,107 $ 131,279,107 $ 128,451,247 $ 143,971,516 $ DEPARTMENT TOTAL SOURCES $ 131,067,481 $ 131,279,107 $ 131,279,107 $ 128,451,247 $ 143,971,516 $ 12,692,409 12,692,409 9.7% 9.7% 627 SUPPLEMENTAL LIFE OPERATING 628 EMPLOYEE ASSISTANCE OPERATING 629 SI DENTAL OPERATING 630 DEPENDENT LIFE OPERATING 631 VOLUNTARY BENEFITS OPERATING 632 CIGNA FOR SENIORS OPERATING 652 HEALTH SELECT SI TRUST OPERATING 954 8.3% 8.3% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Workforce Mgmt and Development Sources and Uses by Fund and Function (continued) FUND / FUNCTION CLASS 100 GENERAL OPERATING 601 CMG HIGH OPTION OPERATING NON-RECURRING 602 CMG LOW OPTION OPERATING 603 OAP IN OPERATING 604 OAP HIGH OPTION OPERATING 605 OAP LOW OPTION OPERATING 606 CHOICE FUND H.S.A. OPERATING 607 FI DENTAL PPO OPERATING 608 COINSURANCE OPERATING 609 CONSUMER CHOICE OPERATING 610 70 PERCENT STD OPERATING 611 60 PERCENT STD OPERATING 612 50 PERCENT STD OPERATING 613 40 PERCENT STD OPERATING 614 BEHAVIORAL HEALTH OPERATING 615 WELLNESS OPERATING 616 CONTRACT ADMINISTRATION OPERATING 617 MED INCENTIVE AND PENALTIES OPERATING NON-RECURRING FY 2009 ACTUAL 621 FLEX SPENDING HEALTH OPERATING 622 FLEX SPENDING DEP CARE OPERATING 623 VISION OPERATING 624 STAND ALONE VISION OPERATING 625 FI PREPAID DENTAL OPERATING FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % $ FUND TOTAL USES $ 5,278,687 $ 5,278,687 $ 3,049,142 $ 3,049,142 $ 3,049,142 $ 3,049,142 $ 2,947,135 $ 2,947,135 $ 2,923,840 $ 2,923,840 $ $ FUND TOTAL USES $ 35,374,301 $ 35,374,301 $ 37,373,246 $ 37,373,246 $ 37,405,124 $ 37,405,124 $ 38,527,309 $ 38,527,309 $ 38,769,529 $ 525,000 39,294,529 $ (1,364,405) (525,000) (1,889,405) -3.6% N/A -5.1% $ FUND TOTAL USES $ 978,295 $ 978,295 $ 1,166,616 $ 1,166,616 $ 1,048,481 $ 1,048,481 $ 866,575 $ 866,575 $ 1,204,451 $ 1,204,451 $ (155,970) (155,970) -14.9% -14.9% $ FUND TOTAL USES $ 18,050,772 $ 18,050,772 $ 21,753,998 $ 21,753,998 $ 20,190,632 $ 20,190,632 $ 19,461,142 $ 19,461,142 $ 18,246,010 $ 18,246,010 $ 1,944,622 1,944,622 9.6% 9.6% $ FUND TOTAL USES $ 29,323,701 $ 29,323,701 $ 31,459,236 $ 31,459,236 $ 31,859,006 $ 31,859,006 $ 28,658,191 $ 28,658,191 $ 29,035,684 $ 29,035,684 $ 2,823,322 2,823,322 8.9% 8.9% $ FUND TOTAL USES $ 1,372,633 $ 1,372,633 $ 1,756,417 $ 1,756,417 $ 1,874,721 $ 1,874,721 $ 1,602,972 $ 1,602,972 $ 2,119,315 $ 2,119,315 $ $ FUND TOTAL USES $ 704,054 $ 704,054 $ 792,524 $ 792,524 $ 1,598,252 $ 1,598,252 $ 1,216,079 $ 1,216,079 $ 5,480,061 $ 5,480,061 $ $ FUND TOTAL USES $ 5,218,426 $ 5,218,426 $ 5,560,052 $ 5,560,052 $ 5,581,814 $ 5,581,814 $ 5,465,496 $ 5,465,496 $ 5,502,303 $ 5,502,303 $ 79,511 79,511 1.4% 1.4% $ FUND TOTAL USES $ 12,051,731 $ 12,051,731 $ 13,713,239 $ 13,713,239 $ 12,852,727 $ 12,852,727 $ 11,752,689 $ 11,752,689 $ 13,041,846 $ 13,041,846 $ (189,119) (189,119) -1.5% -1.5% $ FUND TOTAL USES $ 2,268,728 $ 2,268,728 $ 2,374,116 $ 2,374,116 $ 2,263,587 $ 2,263,587 $ 1,896,834 $ 1,896,834 $ 1,994,911 $ 1,994,911 $ 268,676 268,676 11.9% 11.9% $ FUND TOTAL USES $ 1,323,300 $ 1,323,300 $ 1,749,290 $ 1,749,290 $ 1,747,114 $ 1,747,114 $ 1,576,150 $ 1,576,150 $ 2,246,085 $ 2,246,085 $ (498,971) (498,971) -28.6% -28.6% $ FUND TOTAL USES $ 191,901 $ 191,901 $ 576,713 $ 576,713 $ 578,454 $ 578,454 $ 249,150 $ 249,150 $ 510,935 $ 510,935 $ 67,519 67,519 11.7% 11.7% $ FUND TOTAL USES $ 181,940 $ 181,940 $ 722,524 $ 722,524 $ 742,980 $ 742,980 $ 197,135 $ 197,135 $ 439,219 $ 439,219 $ 303,761 303,761 40.9% 40.9% $ FUND TOTAL USES $ 59,373 $ 59,373 $ 541,457 $ 541,457 $ 512,295 $ 512,295 $ 115,484 $ 115,484 $ 202,539 $ 202,539 $ 309,756 309,756 60.5% 60.5% $ FUND TOTAL USES $ 1,639,643 $ 1,639,643 $ 4,856,970 $ 4,856,970 $ 4,077,422 $ 4,077,422 $ 2,326,008 $ 2,326,008 $ 4,491,552 $ 4,491,552 $ (414,130) (414,130) -10.2% -10.2% $ FUND TOTAL USES $ 588,857 $ 588,857 $ 1,092,840 $ 1,092,840 $ 939,600 $ 939,600 $ 777,205 $ 777,205 $ 810,960 $ 810,960 $ 128,640 128,640 13.7% 13.7% $ FUND TOTAL USES $ 232,847 $ 232,847 $ 462,416 $ 462,416 $ 544,560 $ 544,560 $ 287,611 $ 287,611 $ 287,611 $ 287,611 $ 256,949 256,949 47.2% 47.2% $ - $ 183,364 183,364 $ - $ 1,000,000 1,000,000 $ - $ - $ - $ - $ 2,357,648 $ 1,000,000 3,357,648 $ (2,357,648) (1,000,000) (3,357,648) FUND TOTAL USES $ 2,347,918 $ 2,347,918 $ 2,426,506 $ 19,033 2,445,539 $ 2,626,506 $ 1,019,033 3,645,539 $ 2,953,306 $ 19,033 2,972,339 $ 2,267,007 $ 120,000 2,387,007 $ 359,499 899,033 1,258,532 13.7% 88.2% 34.5% $ FUND TOTAL USES $ 2,050,564 $ 2,050,564 $ 2,019,833 $ 2,019,833 $ 2,709,185 $ 2,709,185 $ 2,493,208 $ 2,493,208 $ 2,261,183 $ 2,261,183 $ 448,002 448,002 16.5% 16.5% $ FUND TOTAL USES $ 788,677 $ 788,677 $ 791,577 $ 791,577 $ 764,207 $ 764,207 $ 869,958 $ 869,958 $ 715,536 $ 715,536 $ 48,671 48,671 6.4% 6.4% $ FUND TOTAL USES $ 1,362,146 $ 1,362,146 $ 1,323,793 $ 1,323,793 $ 1,507,822 $ 1,507,822 $ 1,402,717 $ 1,402,717 $ 1,351,050 $ 1,351,050 $ 156,772 156,772 10.4% 10.4% $ FUND TOTAL USES $ - $ - $ 40,744 $ 40,744 $ 76,395 $ 76,395 $ - $ - $ 75,644 $ 75,644 $ 751 751 1.0% 1.0% $ FUND TOTAL USES $ 498,221 $ 498,221 $ 517,592 $ 517,592 $ 456,871 $ 456,871 $ 451,532 $ 451,532 $ 409,832 $ 409,832 $ 47,039 47,039 10.3% 10.3% FUND TOTAL USES $ 618 BENEFIT ADMINISTRATION OPERATING NON-RECURRING FY 2010 ADOPTED $ 955 125,302 125,302 (244,594) (244,594) 4.1% 4.1% -13.0% -13.0% (3,881,809) -242.9% (3,881,809) -242.9% N/A N/A N/A Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Workforce Mgmt and Development Sources and Uses by Fund and Function (continued) FUND / FUNCTION CLASS 626 FI LIFE AND AD AND D OPERATING 627 SUPPLEMENTAL LIFE OPERATING 628 EMPLOYEE ASSISTANCE OPERATING 629 SI DENTAL OPERATING 630 DEPENDENT LIFE OPERATING 631 VOLUNTARY BENEFITS OPERATING 632 CIGNA FOR SENIORS OPERATING FY 2009 ACTUAL FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV VS ADPT VAR % $ FUND TOTAL USES $ 937,550 $ 937,550 $ 1,043,794 $ 1,043,794 $ 1,044,288 $ 1,044,288 $ 904,448 $ 904,448 $ 1,130,769 $ 1,130,769 $ (86,481) (86,481) -8.3% -8.3% $ FUND TOTAL USES $ 3,501,885 $ 3,501,885 $ 3,766,274 $ 3,766,274 $ 4,411,445 $ 4,411,445 $ 3,527,107 $ 3,527,107 $ 3,880,123 $ 3,880,123 $ 531,322 531,322 12.0% 12.0% $ FUND TOTAL USES $ 189,452 $ 189,452 $ 198,058 $ 198,058 $ 198,058 $ 198,058 $ 187,167 $ 187,167 $ 196,253 $ 196,253 $ 1,805 1,805 0.9% 0.9% $ FUND TOTAL USES $ 2,733,975 $ 2,733,975 $ 3,328,534 $ 3,328,534 $ 3,446,937 $ 3,446,937 $ 3,159,481 $ 3,159,481 $ 3,510,313 $ 3,510,313 $ (63,376) (63,376) -1.8% -1.8% $ FUND TOTAL USES $ 445,740 $ 445,740 $ 399,282 $ 399,282 $ 590,841 $ 590,841 $ 463,624 $ 463,624 $ 506,927 $ 506,927 $ 83,914 83,914 14.2% 14.2% $ FUND TOTAL USES $ 257,361 $ 257,361 $ 256,284 $ 256,284 $ 292,761 $ 292,761 $ 285,115 $ 285,115 $ 306,930 $ 306,930 $ (14,169) (14,169) -4.8% -4.8% $ FUND TOTAL USES $ 423,032 $ 423,032 $ 473,220 $ 473,220 $ 595,060 $ 595,060 $ 505,782 $ 505,782 $ 559,200 $ 559,200 $ 35,860 35,860 6.0% 6.0% DEPARTMENT OPERATING TOTAL USES $ 130,375,710 $ 145,586,287 $ 145,586,287 $ 135,126,610 $ 146,835,266 $ 183,364 $ 1,019,033 $ 1,019,033 $ 19,033 $ 1,645,000 $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 130,559,074 $ 146,605,320 $ 146,605,320 $ 135,145,643 $ 148,480,266 $ (1,248,979) (625,967) (1,874,946) -0.9% -61.4% -1.3% Staffing by Program and Activity PROGRAM / ACTIVITY ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT PROGRAM TOTAL EMPLOYEE PROGRAMS ABSENCE MANAGEMENT EMPLOYEE WELLNESS ERGONOMICS PROGRAM TOTAL EMPLOYMENT SERVICES RECRUITING AND STAFFING PROGRAM TOTAL GENERAL GOVERNMENT POOLED COSTS PROGRAM TOTAL PAYROLL AND RECORDS MGMT PAYROLL RECORDS MANAGEMENT PROGRAM TOTAL WORKFORCE MANAGEMENT EMPLOYEE RELATIONS MERIT COMMISSION STAFF DEVELOPMENT PROGRAM TOTAL DEPARTMENT TOTAL FY 2009 ADOPTED FY 2010 ADOPTED FY 2010 REVISED FY 2010 FORECAST FY 2011 ADOPTED REV TO ADPT VAR % 0.80 9.10 6.15 0.55 0.45 17.05 0.90 7.60 5.45 0.75 0.45 15.15 0.90 7.60 5.45 0.75 0.45 15.15 0.80 5.30 6.00 0.50 0.25 12.85 0.95 5.15 6.00 0.50 0.25 12.85 0.60 1.00 3.00 4.60 0.60 1.00 3.00 4.60 0.60 1.00 3.00 4.60 1.00 3.00 4.00 2.00 3.00 5.00 16.00 16.00 13.00 13.00 13.00 13.00 12.00 12.00 10.00 10.00 (3.00) (3.00) -23.1% -23.1% 14.35 14.35 11.25 11.25 11.25 11.25 13.15 13.15 9.30 9.30 (1.95) (1.95) -17.3% -17.3% 7.75 9.25 17.00 7.50 7.50 15.00 7.50 7.50 15.00 8.50 7.50 16.00 8.50 7.50 16.00 1.00 1.00 13.3% 0.0% 6.7% 5.40 0.60 5.00 11.00 80.00 7.30 0.60 4.10 12.00 71.00 7.30 0.60 4.10 12.00 71.00 7.30 0.60 4.10 12.00 70.00 7.30 0.60 3.10 11.00 64.15 (1.00) (1.00) (6.85) 0.0% 0.0% -24.4% -8.3% -9.6% 956 0.05 (2.45) 0.55 (0.25) (0.20) (2.30) 5.6% -32.2% 10.1% -33.3% -44.4% -15.2% (0.60) -100.0% 1.00 100.0% 0.0% 0.40 8.7% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Workforce Mgmt and Development Staffing by Market Range Title MARKET RANGE TITLE Accountant Accounting Specialist Admin/Operations Specialist Administrative Staff Supv Administrative Supervisor Benefits Specialist - County Business/Systems Analyst-Sr/Ld Consultant Director - EHI Director - Workforce Mgt Dev Employee Relations Analyst-Cty Ergonomist - County Executive Assistant Finan/Business Analyst - Dept Finan/Business Analyst -County Financial Manager - County Financial Supervisor - Dept Govt/Commun Affairs Ofcr Grant-Contract Administrator Health Educator Human Resources Analyst Human Resources Associate Human Resources Mngr - County Human Resources Specialist Human Resources Supervisor Human Resources Support Supv Management Analyst Media Specialist Nurse - Public Health Office Assistant Office Assistant Specialized Operations/Program Manager Payroll Specialist - County Project Manager Records Specialist - County Recruiter Trainer Department Total FY 2009 ADOPTED 2.00 3.00 2.00 1.00 1.00 6.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 4.00 1.00 3.00 2.00 3.00 2.00 1.00 1.00 7.00 8.00 5.00 4.00 5.00 4.00 3.00 80.00 FY 2010 ADOPTED 2.00 2.00 3.00 4.00 1.00 2.00 1.00 1.00 6.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 1.00 3.00 1.00 2.00 1.00 3.00 9.00 1.00 5.00 4.00 5.00 2.00 71.00 FY 2010 REVISED 2.00 2.00 3.00 4.00 1.00 2.00 1.00 1.00 6.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 1.00 3.00 1.00 2.00 1.00 3.00 9.00 1.00 5.00 4.00 5.00 2.00 71.00 FY 2010 FORECAST 1.00 2.00 2.00 1.00 1.00 6.00 3.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 5.00 1.00 4.00 1.00 5.00 1.00 1.00 3.00 8.00 1.00 6.00 4.00 4.00 1.00 70.00 FY 2011 ADOPTED 1.00 2.00 1.00 0.15 1.00 (1.00) 1.00 6.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 4.00 1.00 3.00 1.00 4.00 2.00 1.00 3.00 7.00 1.00 6.00 4.00 4.00 1.00 64.15 REV TO VAR (1.00) (2.00) (3.85) (3.00) (1.00) 1.00 1.00 (1.00) 1.00 1.00 4.00 1.00 (1.00) (2.00) 1.00 (1.00) (1.00) (6.85) FY 2010 REVISED 47.00 24.00 71.00 FY 2010 FORECAST 46.00 24.00 70.00 FY 2011 ADOPTED 44.00 20.15 64.15 REV TO ADPT VAR % (3.00) -6.4% (3.85) -16.0% (6.85) -9.6% ADPT % -50.0% 0.0% -66.7% N/A N/A -96.2% 0.0% -150.0% -100.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A N/A -100.0% N/A 0.0% 100.0% N/A 0.0% 0.0% 0.0% 33.3% -100.0% 0.0% 0.0% N/A 0.0% -22.2% 0.0% 20.0% N/A 0.0% -20.0% -50.0% -9.6% Staffing by Fund FUND 100 - GENERAL 618 - BENEFIT ADMINISTRATION DEPARTMENT TOTAL FY 2009 ADOPTED 52.00 28.00 80.00 FY 2010 ADOPTED 47.00 24.00 71.00 Significant Variance Analysis Efficiencies have been gained as a result of the reorganization of the Employee Benefits Department and Workforce Management and Development. General Adjustments Operating Adjustments: General Fund (100) • Increase Regular Benefits in the amount of $49,068 for employee health and dental premium increases. 957 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Workforce Mgmt and Development • • Increase Regular Benefits by $10,956 for the FY 2010-11 retirement contribution rate increase. Reduce expenditures by $121,446 for savings achieved as a result of properly allocating administrative expenditures to other funds. The Department’s budget request utilized these savings to support a new Communications Officer position ($77,544) and increase supplies ($43,912). • Increase personnel for the addition of a Communications Officer position, offset by the inactivation of HR Analyst, training position, for a net impact of $0. • Decrease budget for savings associated with the Post Employment Health Plan Enhancement Program in the amount of $6,606. • Reallocate $44,000 for Ombudsman and $10,000 for Background checks from NonDepartmental (470) to Workforce Management and Development. • Reallocate Service Awards funding from Workforce Management and Development to the County Manager’s Office for a net budget reduction to WMD of $10,000. Benefits Administration Fund (618) • Increase Regular Benefits in the amount of $23,127 for employee health and dental premium increases. • Increase Regular Benefits by $5,996 for the FY 2010-11 retirement contribution rate increase. • Right-size salaries and benefits budgeted over incumbent rates for a reduction of $22,890. • Eliminate duplicate funding for contract administration for a total personnel savings of $70,503. • Right-size allocation in from Materials Management for an increase of $11,527. • Increase other services by $20,000 for potential cost of claims audits. • Reduce personnel by $193,973 to right-size expenditures as a result of a reorganization that occurred in FY 2009-10. The Department’s request included funding an HR Manager and a Health Educator. • Increase personnel by $67,217 to add a Health Educator/Fitness Coordinator position for Wellness. Non Recurring Adjustments: Benefits Administration Fund (618 • Increase budget for one-time expenditures for consultant support associated with the ADP implementation in the amount of $120,000. Strategic Business Plan Update The Department participated in a facilitated Strategic Business Plan update process, resulting in changes to their plan effective for FY 2010-11. The changes incorporate the reorganization of the department to include the former Employee Benefits department in the organization. Workforce Management and Development’s new plan integrates the Programs and Activities from benefits as well as re-defines activities and enhances measures. Programs and Activities Workforce Management Program The purpose of the Workforce Management Program is to provide organizational development services, competency-based training and strategic intervention for all County departments so they can retain a productive and professional workforce. 958 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Workforce Mgmt and Development Program Results Measure Description Percent of customers who reported satisfied or higher rating Percent of Merit Commission members satisfied or very satisfied with organization and efficiency of the meetings Percent of participants that met objectives of key training programs Percent of departments satisfied or very satisfied with services provided FY 2009 ACTUAL 98.1% FY 2010 REVISED 98.1% FY 2011 ADOPTED 98.0% N/A N/A 90.0% N/A N/A 95.0% 99.0% 93.3% (5.7%) -5.8% N/A N/A 90.0% N/A N/A Activities that comprise this program include: • Department Services • Employee Development • • REV VS ADPT VAR % (0.1%) -0.1% Employee Relations Merit Commission Department Services Activity The purpose of the Department Services Activity is to provide workforce issue management and compliance services to departments so they can resolve workplace issues and maintain regulatory compliance. Mandates: USC Title 26, Section 127, Educational assistance programs. Measure Type Result Output Demand Efficiency Expenditure Measure Description Percent of departments satisfied or very satisfied with services provided Number of department consultations provided FY 2009 ACTUAL N/A FY 2010 REVISED N/A N/A N/A 1,000 N/A N/A N/A N/A 1,000 N/A N/A N/A N/A $ 42.28 N/A N/A - 42,275 42,275 (42,275) (42,275) N/A N/A Number of department consultations requested Cost per department consultation provided 100 - GENERAL TOTAL USES $ $ - $ $ FY 2011 ADOPTED 90.0% $ $ REV VS ADPT VAR % N/A N/A $ $ Activity Narrative: This Activity is new in FY 2010-11. The budget assumes 40% of the Activity leader’s time will be spent providing compliance services. Staff will track time spent on these issues during the coming year so future budgets will more accurately reflect resources devoted to this Activity. Employee Development Activity The purpose of the Employee Development Activity is to provide information and training services to employees so they can enhance their knowledge, skills, abilities and competencies to do their jobs efficiently and effectively. Mandates: USC Title 26, Section 127, Educational assistance programs. 959 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Output Output Demand Demand Efficiency Measure Description Percent of participants that met objectives of key training programs Number of participants in key training programs Number of participants in a Employee Development sponsored training class Number of employee development sponsored training classes Anticipated number of participants in an Employee Development sponsored training class Number of anticipated classes Cost per participant in an Employee Development sponsored training class Department Strategic Plans and Budgets Workforce Mgmt and Development REV VS ADPT VAR % 0.0% 0.0% FY 2009 ACTUAL 99.0% FY 2010 REVISED 99.0% N/A N/A 1,500 N/A N/A 19,242 18,000 18,000 - 0.0% N/A N/A 450 N/A N/A 20,000 20,000 20,000 - 0.0% 462 157.17 N/A N/A N/A N/A N/A N/A FY 2011 ADOPTED 99.0% N/A N/A $ Expenditure 100 - GENERAL TOTAL USES $ $ 182,579 182,579 $ $ 313,287 313,287 $ $ 235,749 235,749 $ $ 77,538 77,538 24.7% 24.7% Activity Narrative: Expenditures are changing due to the inactivation of a trainer position. Employee Relations Activity The purpose of the Employee Relations Activity is to provide consultations, grievance response, workplace training and ombudsman administration services to employees so they can receive adequate information on their workplace rights and options. Mandates: USC Title VII of the Civil Rights Act of 1964;USC Title 29, Chapter 14, Age Discrimination in Employment; Federal Equal Employment Opportunity Commission (EEOC) Guidelines; Veterans Reemployment 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. Measure Type Result Output Demand Efficiency Expenditure Measure Description Percent of customers who reported satisfied or higher rating Number of employee consultations provided Anticipated number of employee consultations conducted Cost of Employee Relations consultations FY 2009 ACTUAL 98.0% FY 2010 REVISED 98.1% $ 381.23 $ 486.24 $ 1,008.21 100 - GENERAL TOTAL USES $ $ 327,093 327,093 $ $ 417,197 417,197 $ $ 504,104 504,104 858 886 FY 2011 ADOPTED 98.0% 858 858 REV VS ADPT VAR % (0.1%) -0.1% 500 500 (358) (358) -41.7% -41.7% $ (521.96) -107.3% $ $ (86,907) (86,907) -20.8% -20.8% Activity Narrative: Services that were classified as Employee Relations in FY 2009-10 will fall under the Department Services Activity in FY 2010-11, which explains the perceived decrease in output and demand. A position previously funded in Benefits Administration Fund (618) Absence Management Activity is budgeted in this Activity in FY 2010-11. 960 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Workforce Mgmt and Development Merit Commission Activity The purpose of the Merit Commission Activity is to provide administrative and operational support services to the Merit Commission so they can consider and resolve appeals. Mandates: Federal Civil Service Act (Pendleton Act); 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; 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 6, Corrections Officer Retirement Plan. Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of Merit Commission members satisfied or very satisfied with organization and efficiency of the meetings Number of agenda packets Number of proposed orders Cost per agenda packet FY 2009 ACTUAL N/A FY 2010 REVISED N/A $ 36 36 3,276.25 $ 38 38 2,387.87 100 - GENERAL TOTAL SOURCES $ $ - $ $ 100 - GENERAL TOTAL USES $ $ 117,945 117,945 $ $ FY 2011 ADOPTED 90.0% $ 38 38 3,131.74 6,000 6,000 $ $ 90,739 90,739 $ $ REV VS ADPT VAR % N/A N/A $ (743.87) 0.0% 0.0% -31.2% 190 190 $ $ (5,810) (5,810) -96.8% -96.8% 119,006 119,006 $ $ (28,267) (28,267) -31.2% -31.2% Expenditure Activity Narrative: Additional legal support, as can be seen in the FY 2009-10 forecast, is needed to support the Activity. The FY 2010-11 budget addresses this need. Employment Services Program The purpose of the Employment Services Program is to provide recruitment and consulting services to County departments so they can recruit and hire a diverse and qualified workforce. Program Results Measure Description Percent of customers reporting satisfied or higher with the quality of candidates referred Percent of classified recruitments certified within 3 days of the recruitment closing date Percent of customer reporting satisfied or higher with the timeliness of certification lists issued by the Employment Services division Percent of customers reporting satisfied or higher with the quality of services provided by the Employment Services division Percent of classified new or rehires that successfully complete their initial probationary period (annual) REV VS ADPT VAR % (3.5%) -3.6% FY 2009 ACTUAL 93.0% FY 2010 REVISED 96.0% FY 2011 ADOPTED 92.5% N/A N/A 92.8% N/A N/A N/A N/A 92.9% N/A N/A N/A N/A 92.7% N/A N/A N/A N/A 82.1% N/A N/A 961 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Workforce Mgmt and Development Activities that comprise this program include: • Recruiting and Staffing • Workforce Planning Recruiting and Staffing Activity The purpose of the Recruiting and Staffing Activity is to provide recruitment and staffing services to Maricopa County departments so they can have a highly qualified pool of candidates and fill their vacancies in a timely manner. Mandates: USC Title VII of the Civil Rights Act of 1964;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. Measure Type Result Result Result Output Demand Efficiency Measure FY 2009 FY 2010 FY 2011 Description ACTUAL REVISED ADOPTED 93.0% 96.0% 92.5% Percent of customers reporting satisfied or higher with the quality of candidates referred on certification lists issued by the Employment Services division Percent of classified recruitments certified N/A N/A 92.8% within 3 days of the recruitment closing date Percent of customer reporting satisfied or N/A N/A 92.9% higher with the timeliness of certification lists issued by the Employment Services division Number of job requisitions/applications/exams 31,840 33,980 34,025 processed Number of job requisitions/applications/exams 33,980 33,980 34,025 requested Expenditure per job $ 21.64 $ 22.91 $ 17.27 $ requisition/application/exam processed REV VS ADPT VAR % (3.5%) -3.6% N/A N/A N/A N/A 45 0.1% 45 0.1% 5.64 24.6% 190,994 190,994 24.5% 24.5% Expenditure 100 - GENERAL TOTAL USES $ $ 689,000 689,000 $ $ 778,464 778,464 $ $ 587,470 587,470 $ $ Operating Adjustments: General Fund (100) • Eliminate two vacant recruitment positions for a total savings of $ 101,274. Activity Narrative: Expenditures decrease due to the elimination of the two above identified positions and the allocation of 50% of the Activity leader’s time to the new Workforce Planning Activity. Workforce Planning Activity The purpose of the Workforce Planning Activity is to provide professional recruitment consulting services to Maricopa County departments so they can have strategies for interviewing, selecting, and retaining an effective and diverse workforce. Mandates: None 962 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Output Demand Efficiency Measure Description Percent of customers reporting satisfied or higher with the quality of services provided by the Employment Services division Percent of classified new or rehires that successfully complete their initial probationary period (annual) Number of consultations/events planned or attended Anticipated number of consultation/event requested Cost per consultation/event planned or attended Department Strategic Plans and Budgets Workforce Mgmt and Development FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED 92.7% N/A N/A 82.1% N/A N/A N/A N/A N/A N/A $ REV VS ADPT VAR % N/A N/A N/A N/A 95 N/A N/A 102 N/A N/A 461.42 N/A N/A (43,835) (43,835) N/A N/A Expenditure 100 - GENERAL TOTAL USES $ $ - $ $ - $ $ 43,835 43,835 $ $ Activity Narrative: This Activity is new in FY 2010-11. The budget assumes 50% of the Activity leader’s time will be spent providing workforce planning services. Staff will track time spent on these issues during the coming year so future budgets will more accurately reflect resources devoted to this Activity Payroll and Records Management Program The purpose of the Payroll and Records Management Program is to provide centralized payroll and records management services to County departments and employees so they can have accurately maintained records and be paid accurately. Program Results Measure Description Percent of records accurately maintained Percent of paychecks accurately processed FY 2009 ACTUAL 95.0% 100.0% Activities that comprise this program include: • Payroll FY 2010 REVISED 100.0% 100.0% • FY 2011 ADOPTED 95.3% 100.0% REV VS ADPT VAR % (4.7%) -4.7% (0.0%) -0.0% Records Management Payroll Activity The purpose of the Payroll Activity is to provide payroll services to employees so they can be timely and accurately paid for their services. Mandates: USC Title 26, Sections 1 through 5, Tax on individuals; USC Title 26, Section 79, Groupterm 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 963 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Workforce Mgmt and Development Expenses; ARS § 38-701 through 38-705 social Security for Public Officers and Employees; ARS Title 38, Chapter 5, Article 5 Tax Deferred Annuity and Deferred Compensation Programs; ARS § 38-610 Leave of absence for military training; ARS § 38-615 Payment of accumulated sick leave; ARS § 43, Chapter 4 Withholding; ARS § 11-419 County Salaries; ARS § 11-422 Salary of clerk of the board; ARS § 11-424.01 Salaries of precinct officer other than justices of the peace; definition; ARS § 23-363 Minimum wages; ARS § 23-391 Overtime pay; work week; ARS § 23-392 Overtime compensation for certain law enforcement or probation officer activities; option; definitions; ARS § 38-643 Fire fighter and peace officer cancer insurance policy program account. Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of paychecks accurately processed Number of paychecks issued Number of paychecks required Expenditure per paychecks issued FY 2009 FY 2010 FY 2011 ACTUAL REVISED ADOPTED 100.0% 100.0% 100.0% 375,435 375,435 330,966 375,435 375,435 330,966 $ 1.33 $ 1.32 $ 1.77 $ 100 - GENERAL TOTAL SOURCES $ $ 50,921 50,921 $ $ 50,100 50,100 $ $ 50,700 50,700 $ $ 100 - GENERAL TOTAL USES $ $ 497,649 497,649 $ $ 496,082 496,082 $ $ 585,030 585,030 $ $ REV VS ADPT VAR % (0.0%) -0.0% (44,469) -11.8% (44,469) -11.8% (0.45) -33.8% 600 600 1.2% 1.2% Expenditure (88,948) (88,948) -17.9% -17.9% Activity Narrative: Expenditures are increasing due to the increase in benefit costs and a reallocation of personnel savings to reflect the department’s experience. Demand and output decrease as a result of a reduced County workforce. Efficiency is negatively impacted as the amount of resources to administer the Activity is not decreased proportionately. Records Management Activity The purpose the Records Management Activity is to maintain employee and employment transaction records for County management and employees so that there is an accurate employment history on file. Mandates: Federal Immigration Reform & Control Act of 1986;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. Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of records accurately maintained Number of records maintained Number of maintained records required Cost per record maintained FY 2009 FY 2010 FY 2011 ACTUAL REVISED ADOPTED 95.0% 100.0% 95.3% 13,750 13,750 52,643 13,750 13,750 13,161 $ 26.35 $ 27.73 $ 30.11 $ REV VS ADPT VAR % (4.7%) -4.7% 38,893 282.9% (589) -4.3% (2.37) -8.6% 100 - GENERAL TOTAL SOURCES $ $ 386 386 $ $ 400 400 $ $ 9,200 9,200 $ $ 8,800 8,800 100 - GENERAL TOTAL USES $ $ 362,372 362,372 $ $ 381,327 381,327 $ $ 396,209 396,209 $ $ (14,882) (14,882) 2200.0% 2200.0% Expenditure 964 -3.9% -3.9% Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Workforce Mgmt and Development Activity Narrative: The increase in benefit costs, combined with reduced output from a smaller County workforce, negatively impact efficiency. Employee Programs The purpose of the Employee Programs is to provide ergonomic evaluations, consultations and education, employee assistance plan benefits, and wellness education and initiatives to Maricopa County employees so they can have the tools, skills, workspace and resources they need to do their jobs. Program Results Measure Description Percent of departments who received the services who feel that as a result of services, their employees/ee's have the tools and workspace to do their jobs safely Percent of active employees who received the benefit coverage who felt that the wellness activities offered provide the tools and information they need to improve their health and to be more productive in the workforce according to the annual benefit satisfaction survey results Percentage improvement in the aggregate biometrics screening result per measured category from the June 2008 baseline measurement period Percentage of employees who received the services who felt the services helped them to live and work well REV VS ADPT VAR % N/A N/A FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED 95.7% N/A N/A 95.0% N/A N/A N/A N/A 2.0% N/A N/A N/A N/A 95.0% N/A N/A Activities that comprise this program include: • Ergonomics • Employee Assistance • Employee Wellness Ergonomics Activity The purpose of the Ergonomic Activity is to provide ergonomic evaluations, education and consultations to Maricopa County departments so they can ensure their employees are equipped with the workspace and tools to do their jobs safely and well. Mandates: Administrative mandate as required by County governance. 965 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Output Output Output Demand Demand Efficiency Revenue Measure Description Percent of departments who received the services who feel that as a result of services, their employees/ee's have the tools and workspace to do their jobs safely Number of services completed Number of evaluations completed Number of consultations completed Number of evaluations requested Number of consultations requested Expenditure per service completed 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION TOTAL SOURCES Department Strategic Plans and Budgets Workforce Mgmt and Development FY 2009 ACTUAL N/A $ $ $ FY 2010 REVISED N/A 2,935 17 N/A 3,284 N/A 128.30 $ 38,587 308,723 347,310 $ $ 2,400 887 N/A 2,400 N/A 108.04 $ 259,291 259,291 REV VS ADPT VAR % N/A N/A FY 2011 ADOPTED 95.7% $ $ 3,774 2,794 980 2,910 1,023 69.06 260,615 260,615 $ $ $ 1,374 1,907 N/A 510 N/A 38.98 57.3% 215.0% N/A 21.3% N/A 36.1% 1,324 1,324 N/A 0.5% 0.5% (1,324) (1,324) N/A -0.5% -0.5% Expenditure 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION TOTAL USES $ $ 23,120 353,449 376,569 $ $ 259,291 259,291 $ $ 260,615 260,615 $ $ Activity Narrative: While the Ergonomics Activity is not new, the definition of several measures are new in FY 2010-11, not allowing for a valid year-over-year comparison. Employee Assistance Activity The purpose of the Employee Assistance Activity is to provide short-term counseling and referral services for both personal and work-related issues to Maricopa County employees and their families so they can live and work well. Mandates: Administrative mandate as required by County governance. Measure Type Result Output Demand Efficiency Measure Description Percentage of employees who received the services who felt the services helped them to live and work well Number of active employees who received EAP Benefit coverage Number of active employees who requested EAP Benefit coverage Expenditure per employee who received EAP Benefit coverage REV VS ADPT VAR % N/A N/A FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED 95.0% N/A N/A 13,127 N/A N/A N/A N/A 13,127 N/A N/A N/A N/A $ 14.95 N/A N/A Revenue 628 - EMPLOYEE ASSISTANCE TOTAL SOURCES $ $ - $ $ - $ $ 196,253 196,253 $ $ 196,253 196,253 N/A N/A 628 - EMPLOYEE ASSISTANCE TOTAL USES $ $ - $ $ - $ $ 196,253 196,253 $ $ (196,253) (196,253) N/A N/A Expenditure Activity Narrative: This Activity is new in FY 2010-11. These services had been part of the Mental Health Activity in prior years. 966 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Workforce Mgmt and Development Employee Wellness Activity The purpose of the Employee Wellness Activity is to provide direction, education, consulting and health services to Maricopa County employees, so they can have the tools and information to improve their health and to be more productive in the workforce. Mandates: Administrative mandate as required by County governance. Measure Type Result Result Output Demand Efficiency Measure FY 2009 FY 2010 FY 2011 Description ACTUAL REVISED ADOPTED N/A N/A 95.0% Percent of active employees who received the benefit coverage who felt that the wellness activities offered provide the tools and information they need to improve their health and to be more productive in the workforce according to the annual benefit satisfaction survey results N/A N/A 2.0% Percentage improvement in the aggregate biometrics screening result per measured category from the June 2008 baseline measurement period Number of active employees who received 11,808 11,319 11,109 wellness benefit coverage Number of active employees who requested 11,808 11,319 11,109 wellness benefit coverage Expenditure per active employee who $ 60.12 $ 1,281.23 $ 98.39 $ received Wellness Benefit plan coverage REV VS ADPT VAR % N/A N/A 615 - WELLNESS 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION TOTAL SOURCES $ 1,469,552 19,239 154,359 $ 1,643,150 939,600 37,776 198,532 $ 1,175,908 810,960 282,038 $ 1,092,998 $ (128,640) (37,776) 83,506 (82,910) -13.7% -100.0% 42.1% -7.1% 615 - WELLNESS 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION TOTAL USES $ $ $ $ 128,640 37,788 (50,909) 115,519 13.7% 100.0% -22.0% 9.6% N/A N/A (210) -1.9% (210) -1.9% 1,182.84 92.3% Revenue $ $ $ Expenditure $ 588,857 9,249 111,786 709,892 939,600 37,788 231,129 $ 1,208,517 810,960 282,038 $ 1,092,998 $ Activity Narrative: In recent years, the Wellness Activity has been funded with premiums paid by employees who do not participate in the County’s Biometric Screening and Health Risk Assessment initiatives. As the participation of those initiatives increases, the available funding for the Wellness Activity decreases; thus, the reason for the reduced revenue and expenditures. The Department is developing options for a new Wellness program under the heading “Wellness Works.” The options will be presented for approval by the Board of Supervisors. Health Benefits Program The purpose of the Health Benefits Program is to provide Board health benefit plans and related services to Maricopa County benefit eligible employees and retirees so they can obtain affordable health care. 967 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Workforce Mgmt and Development Program Results REV VS ADPT VAR % 29.9% 46.0% Measure Description Percentage of benefit eligible employees who received the Mental Health benefit plan who are satisfied with the benefit according to the annual benefit satisfaction survey results Percent of claims to premiums Percentage of eligible employees who rated Medical benefits plan as affordable Percentage of claims to premiums Percent of benefit eligible employees who received the benefit coverage who rated the benefit as affordable to the annual benefit satisfaction survey results Percentage of claims to premiums Percentage of eligible employees who rated the Dental benefit as affordable Percentage of claims to premiums Percentage of benefit eligible employees who rated the vision benefit plan as affordable FY 2009 ACTUAL 69.0% FY 2010 REVISED 65.1% FY 2011 ADOPTED 95.0% N/A N/A N/A N/A 92.5% 95.0% N/A N/A N/A N/A N/A N/A N/A N/A 89.7% 95.0% N/A N/A N/A N/A N/A N/A N/A N/A 100.0% 95.3% N/A N/A N/A N/A N/A N/A N/A N/A 98.5% 95.0% N/A N/A N/A N/A Percentage of claims to premiums Percent of claims to premiums Percentage of benefit eligible employees who rated their Short-Term Benefit plan as affordable according to the annual benefit satisfaction survey results N/A N/A N/A N/A N/A N/A 95.8% 100.0% 95.0% N/A N/A N/A N/A N/A N/A Activities that comprise this program include: • Medical Benefit • Pharmacy • Vision • • • Short-term Disability Dental Mental Health While the Activities are not new, many of the result measures in this Program are new in FY 2010-11, and accordingly, do not allow for a year-over-year comparison. Medical Activity The purpose of the Medical Benefit Activity is to provide Medical Benefit plans and information to Maricopa County benefits eligible employees and their families and retirees so they can obtain affordable medical care. Mandates: Administrative mandate as required by County governance. 968 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Output Output Output Output Output Output Output Demand Efficiency Measure Description Percentage of eligible employees who rated Medical benefits plan as affordable Percentage of claims to premiums Number of benefit eligible employees and retirees who received coverage in the CMG High Option Medical Benefit plan Number of benefit eligible employees and retirees who received coverage in the CMG Low Option Medical Benefit plan Number of benefit eligible employees and retirees who received coverage in the OAPIN Open Access Plus In-Network Medical Benefit plan Number of benefit eligible employees and retirees who received coverage in the OAP High Option Medical Benefit plan Number of benefit eligible employees and retirees who received coverage in the OAP Low Option Medical Benefit plan Number of benefit eligible employees and retirees who received coverage in the Choice Fund - H.S.A. Medical Benefit plan Number of benefit eligible employees and retirees who received Medical Benefit coverage Number of benefit eligible employees and retirees who requested Medical Benefit coverage Expenditure per benefit eligible employee and retiree who received Medical Benefit coverage Department Strategic Plans and Budgets Workforce Mgmt and Development REV VS ADPT VAR % N/A N/A FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED 95.0% N/A N/A N/A N/A 89.7% 4,912 N/A N/A N/A N/A N/A N/A 266 N/A N/A N/A N/A 2,150 N/A N/A N/A N/A 3,415 N/A N/A N/A N/A 377 N/A N/A N/A N/A 190 N/A N/A 11,967 11,319 11,512 193 1.7% 11,967 11,319 11,512 193 1.7% 8,703.24 N/A N/A N/A N/A $ Revenue 601 - CMG HIGH OPTION 602 - CMG LOW OPTION 603 - OAP IN 604 - OAP HIGH OPTION 605 - OAP LOW OPTION 606 - CHOICE FUND H.S.A. 608 - COINSURANCE 609 - CONSUMER CHOICE 616 - CONTRACT ADMINISTRATION 617 - MED INCENTIVE AND PENALTIES 618 - BENEFIT ADMINISTRATION 632 - CIGNA FOR SENIORS 652 - HEALTH SELECT SI TRUST TOTAL SOURCES $ 34,406,598 1,192,890 16,960,945 28,421,468 1,812,989 716,379 14,262 1,147 108,648 2,573 618,671 490,826 52,662 $ 84,800,058 $ 34,985,267 1,235,309 17,672,410 29,177,248 1,893,892 731,334 193,031 630,672 495,060 $ 87,014,223 $ 38,769,529 1,204,451 18,246,010 29,035,684 2,119,315 5,480,061 215,708 2,357,648 679,049 559,200 $ 98,666,655 $ 3,784,262 (30,858) 573,600 (141,564) 225,423 4,748,727 22,677 2,357,648 48,377 64,140 $ 11,652,432 10.8% -2.5% 3.2% -0.5% 11.9% 649.3% N/A N/A 11.7% N/A 7.7% 13.0% N/A 13.4% 601 - CMG HIGH OPTION 602 - CMG LOW OPTION 603 - OAP IN 604 - OAP HIGH OPTION 605 - OAP LOW OPTION 606 - CHOICE FUND H.S.A. 616 - CONTRACT ADMINISTRATION 617 - MED INCENTIVE AND PENALTIES 618 - BENEFIT ADMINISTRATION 632 - CIGNA FOR SENIORS TOTAL USES $ 35,374,301 978,295 18,050,772 29,323,701 1,372,633 704,054 53,199 183,364 240,062 423,032 $ 86,703,413 $ 37,405,124 1,048,481 20,190,632 31,859,006 1,874,721 1,598,252 193,044 797,246 595,060 $ 95,561,566 $ 39,294,529 1,204,451 18,246,010 29,035,684 2,119,315 5,480,061 215,708 3,357,648 679,049 559,200 $100,191,655 $ (1,889,405) (155,970) 1,944,622 2,823,322 (244,594) (3,881,809) (22,664) (3,357,648) 118,197 35,860 $ (4,630,089) -5.1% -14.9% 9.6% 8.9% -13.0% -242.9% -11.7% N/A 14.8% 6.0% -4.8% Expenditure 969 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Workforce Mgmt and Development Non Recurring Adjustments: CMG High Option Fund (601) • Increase CMG High Option Fund (601) Non Recurring/Non-Project budget by $525,000, budgeting Blue Print for Wellness™ as a medical expense. In prior years, the Blue Print for Wellness initiative was funded as a Wellness expenses. Blueprint for Wellness™ is a program that provides results from more than 30 lab tests, including the prostate antigen (PSA) test for men over 40, all through a simple fasting blood test. In FY 2010-11, the expenditures will be budgeted to utilizing fund balance in a medical fund and activity, since premium revenue did not include funding these costs. The budget will allow 3,000 individuals to participate in the initiative at the cost of $175 per person. In FY 2011-12, this initiative will be re-evaluated to determine whether the program will continue, and if so, a funding source will need to be identified and/or it will need to be a built into the medical premiums. Medical Incentive Fund (617) • Increase Medical Incentive Fund (617) Non-Recurring/Non-Project budget by $1,000,000, budgeting medical contract penalties as non-recurring expenses. The FY 2009-10 premium does not include any revenue to support this expenditure. Historically, the medical vendor has earned little or no incentive payments. Activity Narrative: The Department does not anticipate that the FY 2010-11 budget will cause a decline in employee satisfaction with medical benefit coverage. The budgeted expenditures are based on the rates developed by the actuary for the current enrollment with no growth. Premium rates were based on an 8% trend factor and incorporated moderate plan design changes, such as increased deductibles and co-pays, which promote consumerism. Budgeted revenue is based on these Board of Supervisor approved premiums. Dental Activity The purpose of the Dental Activity is to provide Dental Benefit plans and information to Maricopa County benefit eligible employees and their families and retirees so they can obtain affordable dental care. Mandates: Administrative mandate as required by County governance. 970 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Output Output Demand Efficiency Department Strategic Plans and Budgets Workforce Mgmt and Development Measure FY 2009 FY 2010 FY 2011 Description ACTUAL REVISED ADOPTED Percentage of eligible employees who rated N/A N/A 95.3% the Dental benefit as affordable Percentage of claims to premiums N/A N/A 98.5% Number of benefit eligible employees and 12,056 11,844 11,547 retirees who received Dental Benefit coverage Number of benefit eligible employees and N/A N/A 4,215 retirees who received self-funded Dental Benefit coverage Number of benefit eligible employees and 12,056 11,844 11,547 retirees who requested Dental Benefit coverage Expenditure per eligible employee and retiree $ 705.16 $ 816.61 $ 829.06 $ who received dental benefit coverage REV VS ADPT VAR % N/A N/A N/A (297) N/A -2.5% N/A N/A (297) -2.5% (12.45) -1.5% (79,511) (13,291) 9,098 (47,039) 112,241 (18,502) -1.4% -36.6% 7.7% -10.3% 3.3% -0.2% 79,511 13,311 22,232 47,039 (63,376) 98,717 1.4% 36.6% 14.8% 10.3% -1.8% 1.0% Revenue 607 - FI DENTAL PPO 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION 625 - FI PREPAID DENTAL 629 - SI DENTAL TOTAL SOURCES $ 5,232,757 15,437 61,745 507,947 3,198,502 $ 9,016,388 $ 5,581,814 36,300 118,614 456,871 3,398,072 $ 9,591,671 $ 5,502,303 23,009 127,712 409,832 3,510,313 $ 9,573,169 607 - FI DENTAL PPO 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION 625 - FI PREPAID DENTAL 629 - SI DENTAL TOTAL USES $ 5,218,426 9,249 41,536 498,221 2,733,975 $ 8,501,407 $ 5,581,814 36,320 149,944 456,871 3,446,937 $ 9,671,886 $ 5,502,303 23,009 127,712 409,832 3,510,313 $ 9,573,169 $ $ Expenditure $ $ Activity Narrative: The Department does not anticipate that the FY 2010-11 budget will cause a decline in employee satisfaction with dental benefit coverage. The budgeted expenditures are based on the rates developed by the actuary or contractual rates for dental insurance for the current enrollment with no growth. Self-insured premium rates were based on an 8% trend factor with no plan design changes. Budgeted revenue is based on these Board of Supervisor approved premiums. Pharmacy Activity The purpose of the Pharmacy Activity is to provide pharmacy benefit plans and information to benefiteligible Maricopa County employees and their families so they can obtain affordable pharmacy care. Mandates: Administrative mandate as required by County governance. 971 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Output Demand Efficiency Measure Description Percent of benefit eligible employees who received the benefit coverage who rated the benefit as affordable to the annual benefit satisfaction survey results Percentage of claims to premiums Number of benefit eligible employees and retirees who received Pharmacy Benefit coverage Number of benefit eligible employees and retirees who requested Pharmacy Benefit coverage Expenditure per benefit eligible employee and retirees who received Pharmacy Benefit plan coverage $ Department Strategic Plans and Budgets Workforce Mgmt and Development REV VS ADPT VAR % N/A N/A FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED 95.0% N/A 11,663 N/A 11,509 100.0% 11,109 N/A (400) N/A -3.5% 11,663 11,509 11,109 (400) -3.5% 1,238.24 $ 1,399.10 $ 1,380.49 $ $ 18.61 1.3% Revenue 608 - COINSURANCE 609 - CONSUMER CHOICE 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION TOTAL SOURCES $ 13,796,555 2,343,971 34,731 246,978 $ 16,422,235 $ 12,782,934 2,334,561 75,216 245,748 $ 15,438,459 $ 13,041,846 1,994,911 34,513 264,588 $ 15,335,858 608 - COINSURANCE 609 - CONSUMER CHOICE 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION TOTAL USES $ 12,051,731 2,268,728 22,431 98,697 $ 14,441,587 $ 12,852,727 2,263,587 75,228 310,654 $ 15,502,196 $ 13,041,846 1,994,911 34,513 264,588 $ 15,335,858 $ 258,912 (339,650) (40,703) 18,840 (102,601) 2.0% -14.5% -54.1% 7.7% -0.7% (189,119) 268,676 40,715 46,066 166,338 -1.5% 11.9% 54.1% 14.8% 1.1% Expenditure $ $ Activity Narrative: The Department does not anticipate that the FY 2010-11 budget will cause a decline in employee satisfaction with pharmacy benefit coverage. The budgeted expenditures are based on the rates developed by the actuary for the current enrollment with no growth. Premium rates were based on an 9% trend factor and incorporated minimal a plan design change of limiting retail choices for maintenance medication. Budgeted revenue is based on these Board of Supervisor approved premiums. Vision Activity The purpose of the Vision Activity is to provide vision benefit plans to benefit-eligible Maricopa County employees and their families and retirees so they can obtain affordable vision care. Mandates: Administrative mandate as required by County governance. 972 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Output Demand Efficiency Measure Description Percentage of benefit eligible employees who rated the vision benefit plan as affordable Percentage of claims to premiums Number of benefit eligible employees and retirees who received Vision Benefit coverage Number of benefit eligible employees and retirees who requested Vision Benefit coverage Expenditure per employee who received a Vision Benefit plan coverage $ Department Strategic Plans and Budgets Workforce Mgmt and Development FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED 95.0% N/A 12,112 N/A 11,943 95.8% 11,628 N/A (315) N/A -2.6% 12,161 11,943 11,628 (315) -2.6% 7.82 5.8% 113.55 $ 134.99 $ REV VS ADPT VAR % N/A N/A 127.17 $ $ Revenue 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION 623 - VISION 624 - STAND ALONE VISION TOTAL SOURCES $ 3,860 30,871 1,333,464 $ 1,368,195 $ 5,448 17,820 1,263,366 76,398 $ 1,363,032 $ 2,876 49,181 1,351,050 75,644 $ 1,478,751 $ 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION 623 - VISION 624 - STAND ALONE VISION TOTAL USES $ $ $ $ (2,572) 31,361 87,684 (754) 115,719 -47.2% 176.0% 6.9% -1.0% 8.5% 2,596 (26,654) 156,772 751 133,465 47.4% -118.3% 10.4% 1.0% 8.3% Expenditure 2,305 10,835 1,362,146 $ 1,375,286 5,472 22,527 1,507,822 76,395 $ 1,612,216 2,876 49,181 1,351,050 75,644 $ 1,478,751 $ Activity Narrative: The Department does not anticipate that the FY 2010-11 budget will cause a decline in employee satisfaction with vision benefit coverage. The budgeted expenditures are based on the rates developed by the actuary for the current enrollment with no growth. Premium rates were based on an 3% trend factor and no plan design changes. Budgeted revenue is based on these Board of Supervisor approved premiums. Mental Health Activity The purpose of the Mental Health Activity is to provide Behavioral Health Benefit plans to benefit eligible Maricopa County employees and their families and retirees so they can obtain affordable external confidential counseling when faced with personal challenges to help them live and work well. Mandates: Administrative mandate as required by County governance. 973 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Output Demand Efficiency Measure Description Percentage of benefit eligible employees who received the Mental Health benefit plan who are satisfied with the benefit according to the annual benefit satisfaction survey results Percent of claims to premiums Number of benefit eligible employees and retirees who received the Mental Health Benefit coverage Number of benefit eligible employees and retirees who requested Mental Health Benefit coverage Expenditure per benefit eligible employee and retiree who received Mental Health Benefit plan coverage $ Department Strategic Plans and Budgets Workforce Mgmt and Development REV VS ADPT VAR % 29.9% 46.0% FY 2009 ACTUAL 69.0% FY 2010 REVISED 65.1% FY 2011 ADOPTED 95.0% N/A 25,490 N/A 11,518 92.5% 11,120 N/A (398) N/A -3.5% 25,554 11,518 11,120 (398) -3.5% 867.32 $ 4,504.64 $ 407.92 $ 4,096.72 90.9% Revenue 614 - BEHAVIORAL HEALTH 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION 628 - EMPLOYEE ASSISTANCE TOTAL SOURCES $ 2,364,063 7,655 30,871 189,692 $ 2,592,281 $ 2,416,715 9,395 30,708 198,058 $ 2,654,876 $ 4,491,552 11,505 33,063 $ 4,536,120 $ 2,074,837 2,110 2,355 (198,058) $ 1,881,244 614 - BEHAVIORAL HEALTH 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION 628 - EMPLOYEE ASSISTANCE TOTAL USES $ 1,639,643 2,305 10,928 189,452 $ 1,842,328 $ 4,077,422 9,408 38,818 198,058 $ 4,323,706 $ 4,491,552 11,505 33,063 $ 4,536,120 $ 85.9% 22.5% 7.7% -100.0% 70.9% Expenditure $ (414,130) (2,097) 5,755 198,058 (212,414) -10.2% -22.3% 14.8% 100.0% -4.9% Activity Narrative: The Department does not anticipate that the FY 2010-11 budget will cause a decline in employee satisfaction with Mental Health benefit coverage. FY 2009-10 expenditure were increased due to the inclusion of autism services where utilization was anticipated at a level greater than came to fruition. The FY 2009-10 budget also included Employee Assistance Program services which are now in a separate Activity. The budgeted expenditures are based on the rates developed by the actuary for the current enrollment with no growth. Premium rates were based on an 6% trend factor and plan design changes that increase the outpatient benefit by removing the service limit and enhancing the autism service provision. Budgeted revenue is based on these Board of Supervisor approved premiums. Short-term Disability Activity The purpose of the Short-term Disability Activity is to provide short-term disability plans to Maricopa County benefit-eligible employees so they can obtain affordable income replacement. Mandates: Administrative mandate as required by County governance. 974 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Output Demand Efficiency Measure Description Percent of claims to premiums Percentage of benefit eligible employees who rated their Short-Term Benefit plan as affordable according to the annual benefit satisfaction survey results The number of benefit eligible employees who received a Short-Term Disability Benefit plan The number of benefit eligible employees who requested a Short-Term Disability Benefit plan Expenditure per benefit eligible employee who received Short-term Disability Benefit plan coverage Department Strategic Plans and Budgets Workforce Mgmt and Development FY 2011 ADOPTED 100.0% 95.0% REV VS ADPT VAR % N/A N/A N/A N/A FY 2009 ACTUAL N/A N/A FY 2010 REVISED N/A N/A N/A N/A 7,962 N/A N/A N/A N/A 7,962 N/A N/A N/A N/A $ 428.86 N/A N/A Revenue 610 - 70 PERCENT STD 611 - 60 PERCENT STD 612 - 50 PERCENT STD 613 - 40 PERCENT STD 618 - BENEFIT ADMINISTRATION TOTAL SOURCES $ - $ $ $ - $ 2,246,085 510,935 439,219 202,539 15,804 $ 3,414,582 $ 2,246,085 510,935 439,219 202,539 15,804 $ 3,414,582 N/A N/A N/A N/A N/A N/A - $ 2,246,085 510,935 439,219 202,539 15,804 $ 3,414,582 $ (2,246,085) (510,935) (439,219) (202,539) (15,804) $ (3,414,582) N/A N/A N/A N/A N/A N/A Expenditure 610 - 70 PERCENT STD 611 - 60 PERCENT STD 612 - 50 PERCENT STD 613 - 40 PERCENT STD 618 - BENEFIT ADMINISTRATION TOTAL USES $ - $ $ $ Activity Narrative: In prior years, the revenue and expenditures for this Activity were included in the now inactive Absence Management Activity. The revenue and expenditures for this Activity are based on the current enrollment with no increase to the rates from FY 2009-10. Voluntary Benefits Program The purpose of the Voluntary Benefits Program is to provide optional benefits and services to Maricopa County benefit eligible employees so they can take maximum advantage of tax savings and obtain affordable optional benefits. 975 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Workforce Mgmt and Development Program Results Measure Description Percentage of benefit eligible employees who enrolled in Additional Life and AD&D Benefit plan who are satisfied with the benefits according to the annual benefits satisfaction survey Percentage of benefit eligible employees who enrolled in Dependent Life Insurance Benefit plan who are satisfied with the benefits according to the annual benefits satisfaction survey Percentage of benefit eligible employees who enrolled in Dependent Life Insurance Benefit plan who rated the benefits as affordable according to the annual benefits satisfaction survey Percentage of benefit eligible employees who enrolled in Additional Life Insurance Benefit plan who rated the benefits as affordable to the annual benefits satisfaction survey Percentage of benefit eligible employees who are satisfied with the health care reimbursement benefit Percentage of benefit eligible employees who are satisfied with the dependent care reimbursement Percentage of employees enrolled in the Prepaid Legal Benefit plan who rated the plan as affordable according to the annual benefit satisfaction survey results REV VS ADPT VAR % 1.0% 1.0% FY 2009 ACTUAL 94.0% FY 2010 REVISED 94.0% FY 2011 ADOPTED 95.0% N/A N/A 95.0% N/A N/A N/A N/A 95.0% N/A N/A N/A N/A 95.0% N/A N/A 91.2% 90.7% 95.0% 4.3% 4.7% 91.2% 90.7% 90.0% (0.7%) -0.8% N/A N/A 95.0% N/A N/A Activities that comprise this program include: • Flexible Spending Account • Life Insurance • Other Benefits While the Activities are not new, many of the result measures in this Program are new in FY 2010-11, and accordingly, do not allow for a year-over-year comparison. Flexible Spending Account Activity The purpose of the Flexible Spending Account Activity is to provide elective reimbursement benefits to Maricopa County active employees so they can contribute pre-tax money to pay for health care expenses that are not covered by their insurance program and to pay for dependent care expenses as defined by the Internal Revenue Code Section 213. Mandates: Administrative mandate as required by County governance. 976 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Result Output Output Output Demand Demand Efficiency Measure Description Percentage of benefit eligible employees who are satisfied with the health care reimbursement benefit Percentage of benefit eligible employees who are satisfied with the dependent care reimbursement The number of benefit eligible employees who received flexible spending benefit coverage. The number of eligible employees who received the health care reimbursement benefit coverage The number of benefit eligible employees who received the dependent care reimbursement benefit coverage The number of benefit eligible employees who requested the health care reimbursement benefit coverage The number of benefit eligible employees who requested the dependent care reimbursement benefit coverage Expenditure per benefit employee who received Flexible spending benefit reimbursement plan coverage $ Department Strategic Plans and Budgets Workforce Mgmt and Development FY 2009 ACTUAL 91.2% FY 2010 REVISED 90.7% FY 2011 ADOPTED 95.0% 91.2% 90.7% 90.0% 1,974 1,939 1,861 REV VS ADPT VAR % 4.3% 4.7% (0.7%) -0.8% 1,864 (75) -3.9% 1,826 1,644 (182) -10.0% 113 113 220 107 94.7% 1,861 1,826 1,644 (182) -10.0% N/A N/A 220 N/A N/A 1,438.26 $ 1,582.76 $ 1,604.18 $ (21.42) -1.4% 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION 621 - FLEX SPENDING HEALTH 622 - FLEX SPENDING DEP CARE TOTAL SOURCES 30,871 2,109,426 820,328 $ 2,960,625 $ 79,871 12,516 2,209,222 764,204 $ 3,065,813 $ 13,476 2,261,183 715,536 $ 2,990,195 $ (79,871) 960 51,961 (48,668) (75,618) -100.0% 7.7% 2.4% -6.4% -2.5% 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION 621 - FLEX SPENDING HEALTH 622 - FLEX SPENDING DEP CARE TOTAL USES $ $ $ $ 79,776 2,345 448,002 48,671 578,794 100.0% 14.8% 16.5% 6.4% 16.2% Revenue $ $ Expenditure 489 2,050,564 788,677 $ 2,839,730 79,776 15,821 2,709,185 764,207 $ 3,568,989 13,476 2,261,183 715,536 $ 2,990,195 $ Activity Narrative: While this Activity is not new for FY 2010-11, many of the measures are new and do not allow for historical comparison. The budget is based on current enrollment and employee contribution levels. Life Insurance Activity The purpose of the Life Insurance Benefits activity is to provide life insurance plans to Maricopa County benefit-eligible employees so they can obtain affordable life and accidental death coverage. Mandates: Administrative mandate as required by County governance. 977 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Measure Type Result Department Strategic Plans and Budgets Workforce Mgmt and Development REV VS ADPT VAR % 1.0% 1.0% Measure Description Percentage of benefit eligible employees who enrolled in Additional Life and AD&D Benefit plan who are satisfied with the benefits according to the annual benefits satisfaction survey Percentage of benefit eligible employees who enrolled in Dependent Life Insurance Benefit plan who are satisfied with the benefits according to the annual benefits satisfaction survey Percentage of benefit eligible employees who enrolled in Dependent Life Insurance Benefit plan who rated the benefits as affordable according to the annual benefits satisfaction survey Percentage of benefit eligible employees who enrolled in Additional Life Insurance Benefit plan who rated the benefits as affordable to the annual benefits satisfaction survey FY 2009 ACTUAL 94.0% FY 2010 REVISED 94.0% FY 2011 ADOPTED 95.0% N/A N/A 95.0% N/A N/A N/A N/A 95.0% N/A N/A N/A N/A 95.0% N/A N/A Output Number of benefit eligible employees who received Basic Life and AD&D Benefit plans N/A N/A 12,780 N/A N/A Output Number of benefit eligible employees who received life or AD&D benefit coverage Number of benefit eligible employees who received Additional Life and AD&D Benefit plans Number of benefit eligible employees who received Dependent Life Insurance Benefit plan Number of benefit eligible employees who requested Basic Life and AD&D Benefit plans N/A N/A 12,780 N/A N/A N/A N/A 8,164 N/A N/A N/A N/A 7,934 N/A N/A N/A N/A 12,780 N/A N/A N/A N/A 8,164 N/A N/A N/A N/A 7,934 N/A N/A N/A N/A $ 433.82 N/A N/A (7,523) 1,872 86,481 (531,317) 116,086 (334,401) -100.0% 7.6% 8.3% -12.0% 29.7% -5.7% 7,524 4,614 (86,481) 531,322 83,914 540,893 100.0% 14.9% -8.3% 12.0% 14.2% 8.9% Result Result Result Output Output Demand Demand Demand Efficiency Number of benefit eligible employees who requested Additional Life and AD&D Benefit plans Number of benefit eligible employees who requested Dependent Life Insurance Benefit plans Expenditure per benefit eligible employee who received Life Insurance or AD&D Benefit plan coverage Revenue 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION 626 - FI LIFE AND AD AND D 627 - SUPPLEMENTAL LIFE 630 - DEPENDENT LIFE TOTAL SOURCES $ 3,860 30,871 939,993 3,498,443 445,039 $ 4,918,206 $ 7,523 24,564 1,044,288 4,411,440 390,841 $ 5,878,656 $ 26,436 1,130,769 3,880,123 506,927 $ 5,544,255 $ $ 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION 626 - FI LIFE AND AD AND D 627 - SUPPLEMENTAL LIFE 630 - DEPENDENT LIFE TOTAL USES $ $ $ $ Expenditure 2,305 10,209 937,550 3,501,885 445,740 $ 4,897,689 978 7,524 31,050 1,044,288 4,411,445 590,841 $ 6,085,148 26,436 1,130,769 3,880,123 506,927 $ 5,544,255 $ Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Workforce Mgmt and Development Activity Narrative: The budget is based on current enrollment levels and the contractual rates for life insurance premiums. Basic life rates increased 25% and spouse coverage increased 10%. Other Benefits Activity The purpose of the Other Benefits activity is to provide optional benefits at group rates to Maricopa County active employees so they can obtain affordable optional benefits. Mandates: Administrative mandate. Measure Type Result Output Demand Efficiency Measure Description Percentage of employees enrolled in the Prepaid Legal Benefit plan who rated the plan as affordable according to the annual benefit satisfaction survey results The number of employees who received the Prepaid Legal Benefit plan Number of employees who requested the Prepaid Legal Benefit plan Cost per average monthly person receiving coverage REV VS ADPT VAR % N/A N/A FY 2009 ACTUAL N/A FY 2010 REVISED N/A FY 2011 ADOPTED 95.0% 1,364 1,365 1,514 149 10.9% 1,364 1,365 1,514 149 10.9% $ 188.68 $ 214.48 $ 202.73 $ 11.75 5.5% 631 - VOLUNTARY BENEFITS TOTAL SOURCES $ $ 257,136 257,136 $ $ 292,761 292,761 $ $ 306,930 306,930 $ $ 14,169 14,169 4.8% 4.8% 631 - VOLUNTARY BENEFITS TOTAL USES $ $ 257,361 257,361 $ $ 292,761 292,761 $ $ 306,930 306,930 $ $ (14,169) (14,169) -4.8% -4.8% Revenue Expenditure Activity Narrative: There is no change to rates for this coverage in FY 2010-11; revenue and expenditures are based on current enrollment. 979 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Workforce Mgmt and Development Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ 3,049,142 $ 56,500 FY 2010 Revised Budget $ 3,049,142 $ 56,500 $ (10,000) $ (10,000) - $ 3,039,142 $ 56,500 $ 60,024 $ 49,068 10,956 (222,720) $ (222,720) - (6,606) $ (6,606) - $ 54,000 $ 54,000 3,590 3,590 - 2,923,840 $ -3.8% 60,090 6.4% Adjustments: Reallocations Reallocation Between Depts Reallocate Service Awards to County Manager's Office Agenda Item: $ (10,000) FY 2011 Budget Target Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Savings Achieved from Proper Allocation of Exependitures to Other Funds $ Eliminate to Vacant Recruitment Positions Budget Balancing PEHPEP FY 10 Adjustments C-49-10-032-M-00 Fees and Other Revenues ProgRevenue Volume Inc/Dec Reallocations Reallocation Between Depts Reallocate Ombudsman from Non-Departmental $ Reallocate Back ground Check s from Non-Departmental FY 2011 Adopted Budget Percent Change from Target Amount $ (121,446) (101,274) $ $ $ 44,000 10,000 $ 980 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Workforce Mgmt and Development Benefits Administration Fund (618) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ - $ - FY 2010 Revised Budget $ - $ - $ 2,426,506 $ 2,426,506 2,445,539 2,445,539 $ 2,426,506 $ 2,445,539 $ 29,123 $ 23,127 5,996 (188,622) $ (188,622) Adjustments: Restatements Employee Benefits to WMD Agenda Item: FY 2011 Budget Target Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Right Size Salaries and Benefits Eliminate Duplicate Finding for Contract Administration Right Size Allocation In from Materials Management Potential Cost of Claims Audit Right Size Expenditures Due to Reorganization Increase Personnel to add Health Educator/Fitness Coordinator Internal Service Charges $ $ (178,532) - (22,890) (70,503) 11,527 20,000 (193,973) 67,217 - FY 2011 Adopted Budget Percent Change from Target Amount $ 2,267,007 $ -6.6% Expenditures (178,532) 2,267,007 -7.3% Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget $ - $ - FY 2010 Revised Budget $ - $ - FY 2011 Budget Target $ - $ - $ 120,000 $ 120,000 - $ 120,000 $ - Adjustments: Non Recurring Other Non-Recurring Consultant Support Associated with ADP Agenda Item: $ FY 2011 Adopted Budget Percent Change from Target Amount 981 120,000 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Workforce Mgmt and Development Benefits Trust Fund (685) Expenditures Revenue OPERATING FY 2010 Adopted Budget $ - $ - FY 2010 Revised Budget $ - $ - Adjustments: Restatements Employee Benefits to WMD Agenda Item: FY 2011 Budget Target Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Right Size Salaries and Benefits Eliminate Duplicate Finding for Contract Administration Right Size Allocation In from Materials Management Potential Cost of Claims Audit Right Size Expenditures Due to Reorganization Increase Personnel to add Health Educator/Fitness Coordinator Internal Service Charges $ 142,537,145 $ 131,222,607 142,537,145 131,222,607 $ 142,537,145 $ 131,222,607 $ $ $ 29,123 $ 23,127 5,996 1,345,158 $ (188,622) 12,688,819 - 1,533,780 12,688,819 (22,890) (70,503) 11,527 20,000 (193,973) 67,217 FY 2011 Adopted Budget Percent Change from Target Amount $ 143,911,426 $ 143,911,426 1.0% 9.7% Expenditures Revenue NON RECURRING NON PROJECT FY 2010 Adopted Budget $ - $ - FY 2010 Revised Budget Non Recurring Other Non-Recurring Restatements Employee Benefits to WMD $ $ - $ (1,000,000) $ (1,000,000) 1,000,000 $ 1,000,000 - $ - $ - $ 1,645,000 $ 1,645,000 - $ 1,645,000 $ - $ FY 2011 Budget Target Adjustments: Non Recurring Other Non-Recurring Consultant Support Associated with ADP Blueprint for Wellness Medical Contract Penalties Agenda Item: $ FY 2011 Adopted Budget Percent Change from Target Amount 982 120,000 525,000 1,000,000 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Workforce Mgmt and Development Benefits Trust Fund (685) Fund Balance Summary FY 2009 ACTUAL FY 2010 ADOPTED 37,973,975 $ 43,618,049 $ $ 131,222,607 $ 131,222,607 $ 131,222,607 $ 131,222,607 $ 128,382,118 $ 128,382,118 $ 143,911,426 $ 143,911,426 $ 143,911,426 $ 143,911,426 $ 143,911,426 $ 143,911,426 Uses: Operating Non-Recurring Total Uses: $ 125,097,023 183,364 $ 125,280,387 $ 142,537,145 1,019,033 $ 143,556,178 $ 142,537,145 1,019,033 $ 143,556,178 $ 132,179,475 19,033 $ 132,198,508 $ 143,911,426 1,645,000 $ 145,556,426 $ 143,911,426 1,645,000 $ 145,556,426 $ 143,911,426 1,645,000 $ 145,556,426 Structural Balance $ $ (11,314,538) $ (11,314,538) $ - $ - $ - Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ (3,797,357) $ 39,801,659 $ FY 2011 ADOPTED $ 130,924,465 $ 130,924,465 $ $ 43,290,825 FY 2009-10 TENTATIVE Sources: Operating Non-Recurring Total Sources: 43,618,049 43,618,049 $ FY 2011 RECOMM $ (4) $ 43,290,825 FY 2010 FORECAST Beginning Spendable Fund Balance 5,827,442 $ FY 2010 REVISED 39,801,659 $ 39,801,659 - $ - $ - $ - $ - $ - 39,797,554 30,957,254 $ $ 38,512,143 30,957,254 $ $ 48,369,577 39,801,659 $ $ 47,249,577 38,156,659 $ $ 47,249,577 38,156,659 $ $ 47,249,577 38,156,659 983 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Department Strategic Plans and Budgets Workforce Mgmt and Development 984 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement Capital Improvement Program Executive Summary The Capital Improvement Program (CIP) is a plan that identifies capital improvement projects to be completed over the next five fiscal years. Because these projects typically span more than one fiscal year, the plans are updated annually to track existing projects, to identify new projects, and to update funding estimates and forecasts. The CIP integrates Managing for Results (MfR) policy when outlining its funding sources, project costs, and future operating costs associated with each capital improvement. Capital Improvement Program A Capital Improvement Program (CIP) project is defined as a major, non-recurring project that includes one or more of the following: 1. Any acquisition of, or improvement of, land for a public purpose. 2. Any construction of a new facility (e.g., a public building, parking lot, road, or bridge etc.), or an addition to, or extension of, such a facility. 3. A nonrecurring rehabilitation that increases the service potential of the building (i.e., something which is infrequent and would not be considered annual or other recurrent maintenance) or major repair of all or a part of a building, its grounds, or a facility. 4. Any planning, feasibility, engineering, or design study related to an individual capital improvement project or to a program that is implemented through individual capital improvement projects. The most common examples include the purchase of land and buildings as well as construction of buildings, roads, and bridges. Sources of funding for Capital Improvement Projects may include voterapproved bonds, voter-authorized taxes, other forms of long-term financing such as Certificates of Participation (COPs), operating funds, contributions from other public and private entities, and grants. 985 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement The CIP spans a five-year period beginning with Fiscal Year 2010-11 and ending Fiscal Year 2014-15. The total anticipated cost for projects presented in the FY 2010-11 CIP is $427.7 million. $427,724,629 CAPITAL IMPROVEMENT PROGRAM FY 2010-11 through FY 2014-15 ALL FUNDS $184,547,672 FY 2010-11 FY 2011-12 $99,328,914 $108,733,998 $99,011,284 FY 2012-13 FY 2013-14 FY 2014-15 The largest portion of expenditures for the County’s five-year Capital Improvement Program is the Court Tower Project and other Public Safety Related Projects with 60.1% of the total. Transportation Projects (Highways and Streets) make up the second largest portion of the Capital Improvement Program, at 23.1% of the total. The remaining 16.8% encompasses funding for Culture and Recreation and General Government projects. Uses of Capital Funds - FY 2010-11 $427,724,629 General Government 16.5% Culture & Recreation 0.3% Highways & Streets 23.1% Public Safety 60.1% 986 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement It should be noted that over the five-year period, the cost of a project and its estimated completion date could vary from the initial plan due to changes in Board priorities, greater-than-anticipated costs, unforeseen events, and/or changes in funding assumptions. The following table highlights significant changes from the FY 2009-10 Capital Improvement Program. FY 2010-11 CAPITAL IMPROVEMENT PROGRAM Five-Year Total By Fund CIP Allocation by Fund General Fund 422 INTERGOVERNMENTAL CAPITAL PROJECTS $ 440 FINANCING SERIES 2007 441 FINANCING SERIES 2008 445 GENERAL FUND COUNTY IMPROVEMENT 460 TECHNOLOGY CAPITAL IMPROVEMENT Subtotal General Fund $ ADOPTED FY 2009-10 THRU FY 2013-14 ADOPTED FY 2010-11 THRU FY 2014-15 (Increase)/ Decrease 857,075 $ 47,900,000 240,725,538 8,118,743 297,601,356 $ 305,585 $ 245,477,581 151,700,000 397,483,166 $ 551,490 47,900,000 240,725,538 (237,358,838) (151,700,000) (99,881,810) $ 328,942,029 $ 328,942,029 $ 410,177,136 $ 101,686,195 10,000,000 521,863,331 $ (81,235,107) (101,686,195) (10,000,000) (192,921,302) TOTAL MARICOPA COUNTY $ 626,543,385 $ 919,346,497 $ (292,803,112) Special Revenue 234 TRANSPORTATION CAPITAL PROJECT 455 DETENTION CAPITAL PROJECTS 461 DETENTION TECHNOLOGY IMPROVEMENT Subtotal Special Revenue $ FIVE YEAR CAPITAL IMPROVEMENT PROGRAM Distinction by Fund DETENTION TECHNOLOGY IMPROVEMENT FUND $10,000,000 1.09% TECHNOLOGY CAPITAL IMPROVEMENT FUND $151,700,000 16.50% TRANSPORTATION CAPITAL FUND $410,177,136 44.62% DETENTION FUND $101,686,195 11.06% INTERGOVERNMENTAL CAPITAL PROJECTS FUND $305,585 0.03% GENERAL FUND COUNTY IMPROVEMENT FUND $245,477,581 26.70% 987 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement Capital Projects Budget The capital projects budget is Year 1 of the Five-Year Capital Improvement Program. The FY 2010-11 Maricopa County Capital Projects budget is $427.7 million and is comprised of projects for which funding has been clearly identified for the duration of the projects. Total budgeted expenditures by fund source compared with FY 2009-10 expenditures are shown in the table below. CAPITAL BUDGET BY FUND FUND FY 2009-10 ADOPTED FY 2009-10 REVISED FY 2009-10 FORECASTED FY 2010-11 ADOPTED General Fund 422 INTERGOVERNMENTAL CAPITAL PROJECTS $ 857,075 $ 725,704 $ 440 FINANCING SERIES 2007 47,900,000 48,696,647 441 FINANCING SERIES 2008 66,088,797 445 GENERAL FUND COUNTY IMPROVEMENT 6,722,910 74,476,805 460 TECHNOLOGY CAPITAL IMPROVEMENT Subtotal General Fund $ 121,568,782 $ 123,899,156 $ 345,962 $ 48,686,647 40,223,295 89,255,904 $ 232,683 196,836,794 56,134,813 253,204,290 Special Revenue 234 TRANSPORTATION CAPITAL PROJECT $ 85,728,037 $ 85,728,037 $ 455 DETENTION CAPITAL PROJECTS 8,152,800 461 DETENTION TECHNOLOGY IMPROVEMENT Subtotal Special Revenue $ 85,728,037 $ 93,880,837 $ 63,988,341 $ 682,077 64,670,418 $ 98,872,518 69,929,821 5,718,000 174,520,339 TOTAL MARICOPA COUNTY $ 207,296,819 $ 217,779,993 $ 153,926,322 $ 427,724,629 Operating and Capital Budgets – Their Relationship A direct relationship exists between Maricopa County’s capital and operating budgets. Operating cost estimates are the anticipated annual costs to operate facilities and improvements upon completion or acquisition. Completed capital projects generally require additional operating budget resources for upkeep, maintenance, security, and other costs associated with additional acreage, mileage, or space. Future operating costs related to new facilities constructed or acquired through the CIP are carefully considered before project commitments are made. This is a particularly important budgetary consideration with the new detention and Court facilities. It is the County’s philosophy and policy that new capital projects will be undertaken only if future operating revenues are reasonably estimated to be sufficient to support associated future operating costs. Operating costs associated with new facilities are budgeted by the user department in conjunction with the Facilities Management Division of the Public Works Department. Estimated operating costs, as well as anticipated savings in lease costs and operating costs of facilities to be replaced are factored into the County’s ten-year financial forecast. The estimated annual operating costs for the new general fund and detention facilities include utility costs, housekeeping, general maintenance commodities, and janitorial contracts. Also included are user department operating net costs that may result from the construction of the project, such as additional staff and operating supplies and services. The following table illustrates the estimated ongoing operating costs associated with the new facilities constructed or acquired through the CIP. NEW FACILITY OPERATING AND MAINTENANCE COST IMPACT FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 GENERAL FUND PROJECTS Criminal Court Tower $ 3,379,163 $ 11,000,000 $ 11,410,875 $ 11,635,654 $ 11,869,037 Maricopa Regional Trail System 53,357 109,257 99,257 139,257 MCSO Crime Lab Relocation 43,119 66,620 68,618 70,677 72,797 General Fund Subtotal $ 3,422,282 $ 22,239,954 $ 11,588,750 $ 11,805,588 $ 12,081,091 988 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement Intergovernmental and County Improvement Capital Projects General Fund and Special Revenue Funds Summary 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 policy (A1920) establishing a formal review and approval process for Capital Improvement Program project requests, excluding the Transportation Department, which has previously established processes for capital improvement plans. 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 Director, senior representatives from the Office of Management and Budget (OMB), representatives from the Judicial Branch and Elected Offices, and a representative from the Department of Finance. The committee also includes an Elected Official and an at-large representative, both of whom are committee appointees. The process begins with the FRC approving instructions to be used for Capital Improvement Program project requests for the coming year. The instructions are typically provided no later than June 30th. By September 1st 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 2. Concept 3. Design 4. Construction 5. Occupancy There are specific requirements for each phase as outlined in the aforementioned policy. Recommended projects are entered into the CIP in the latter portion of the concept phase and before the design phase. The new policy has resulted in more consistency and efficiency in capital project planning and implementation. It also ensures that projects are congruent with Countywide, long-term goals and initiatives. 989 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement Project Detail Three (3) capital projects are budgeted for support from the Intergovernmental Capital Projects Fund (422), a total of ten (10) projects for support from the General Fund (445), seven (7) capital projects in the Detention Capital Project Fund (455) and one (1) project in the Equipment Services Fund (654). The projects are as follows: 422 INTERGOVERNMENTAL CAPITAL PROJECTS FUND Energy Conservation Projects PREVIOUS $ FY 2010-11 - Vulture Mountain Study $ - White Tank Nature Center - TOTAL FUND 422 $ 445 GENERAL FUND COUNTY IMPROVEMENT FUND 17,683 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 FIVE-YEAR (FY 2011-15) $ $ $ $ 50,000 $ 165,000 232,683 72,902 - $ 72,902 - $ $ - - $ - - $ - 90,585 TOTAL PROJECT $ 50,000 $ 165,000 305,585 $ Page 90,585 993 50,000 1006 165,000 305,585 1010 PREVIOUS FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 FIVE-YEAR (FY 2011-15) TOTAL PROJECT Page $ 38,986,542 $ 138,067,103 $ 40,343,183 $ $ - $ 178,410,286 $ 217,396,828 991 Energy Conservation Projects - 5,020,710 3,184,137 1,752,240 - - 9,957,087 9,957,087 993 First Avenue Jail Demolition/Plaza Expansion - 8,331,712 919,973 - - - 9,251,685 9,251,685 995 1,708,746 850,000 1,000,000 1,000,000 441,254 - 3,291,254 5,000,000 999 1001 Criminal Court Tow er Maricopa Regional Trail System - $ - MCSO Crime Lab Relocation 100,000 3,533,297 - - - - 3,533,297 3,633,297 Santa Fe Depot Remodel 150,000 3,822,106 - - - - 3,822,106 3,972,106 1003 20,804,860 2,669,424 - - - - 2,669,424 23,474,284 1004 Security Building Improvements Vulture Mountain Study - 100,000 - - - - 100,000 100,000 1006 1,270,685 2,784,519 - - - - 2,784,519 4,055,204 1008 TOTAL FUND 445 $ 63,020,833 31,657,923 $ 196,836,794 $ 45,447,293 $ 2,752,240 $ 441,254 - 31,657,923 $ 245,477,581 31,657,923 $ 308,498,414 997 FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 FIVE-YEAR (FY 2011-15) TOTAL PROJECT Page - $ 28,391,973 $ $ - $ 28,391,973 $ 28,391,973 991 - 10,607,196 3,343,973 20,428 - - 13,971,597 13,971,597 993 100,000 3,150,000 - - - - 3,150,000 3,250,000 994 West Court 2nd, 3rd and 4th Floor Remodel Project Reserve 455 DETENTION CAPITAL PROJECTS FUND Criminal Court Tow er PREVIOUS $ - Energy Conservation Projects Estrella Chilled Water Conversion $ - $ - $ 4th Ave Solar Thermal Water Heating Sys 75,000 989,900 - - - - 989,900 1,064,900 996 LBJ Solar Thermal Water Heating Sys 95,000 1,142,900 - - - - 1,142,900 1,237,900 998 MCSO Transportation Hub Tow ers Chilled Water Conversion TOTAL FUND 455 $ 654 EQUIPMENT SERVICES FUND Energy Conservation Projects - 52,139,825 - - - - 52,139,825 52,139,825 1002 700,000 1,900,000 - - - - 1,900,000 2,600,000 1005 970,000 $ 69,929,821 $ 31,735,946 $ - $ 101,686,195 $ 102,656,195 FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 FIVE-YEAR (FY 2011-15) TOTAL PROJECT $ $ $ $ PREVIOUS $ - $ 62,557 119,659 990 20,428 - $ $ - - $ - 182,216 $ 182,216 Page 993 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Criminal Court Tower Project Location: County District(s): Managing Department: Project Partner(s): Scheduled Completion Date: Capital Improvement 1st Avenue and Madison Street - Phoenix 5 Facilities Management None February 2012 Project Description The Criminal Court Tower project involves the construction of a state-of–the-art 32 courtroom facility (22 fully constructed, 10 shelled out), approximately 695,000 square feet, to be constructed on the site of the current Madison Street Parking Garage. In addition to courtrooms, the facility will include a Jury Assembly area, a sally-port for prisoner transport, secured judicial parking, a food service area on the 1st floor and related space for Court support, and the County’s Restorative Justice Program. Purpose Statement The new Criminal Court Tower will serve as the anchor facility for the full service downtown court complex. As a key component of that design, it is instrumental in providing improved accessibility, more efficient and effective court services to the public while addressing Maricopa County’s rapidly growing population. Strategic Goals Addressed By June 2012, the Superior Court will provide timely, fair, and impartial justice in case processing by resolving 95% of all felony cases in compliance with established trial court standards. Strategic Plan Programs Supported • Criminal Justice Strategic Plan Activities Supported • General Felony Adjudication 991 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement Result Measures FY 2009-10 Year-To-Date Actual Measure Percent of General Felony Cases resolved Percent of General Felony Cases resolved within 180 days FY 2009-10 Year-End Projected Projected with Capital Improvement 91% 91% 95% 76% 76% 80% Funding/Cost Summary Previous Projected Year 1 Funding Source Actuals FY 09-10 FY 10-11 Financing Series 2007 (440) $ - $ 48,064,009 $ - $ Financing Series 2008 (441) 46,506,143 General Fund Cty Improv (445) 799,953 38,186,589 138,067,103 Detention Fund (455) Project Total $ 47,306,096 $ 86,250,598 $ 138,067,103 $ Year 2 FY 11-12 Year 3 FY 12-13 Year 4 Year 5 5-Year FY 13-14 FY14-15 Total $ - $ - $ - $ 178,410,286 28,391,973 $ - $ - $ 206,802,259 $ - $ 40,343,183 28,391,973 68,735,156 $ - Year 1 FY 10-11 Year 2 FY 11-12 Total Project 48,064,009 46,506,143 217,396,828 28,391,973 340,358,953 Operating Cost Summary FY 09-10 Current Managing Dept Operating Costs Personal Services Supplies & Services Capital Outlay $ Total $ Post-Construction Managing Dept Operating Costs Personal Services $ Supplies & Services Capital Outlay Total $ Net Operating Cost Increase (post less current) Personal Services Supplies & Services Capital Outlay $ Total $ - $ - $ - $ - $ Year 3 FY 12-13 - $ - $ Year 4 FY 13-14 - $ - $ Year 5 FY 14-15 - $ - $ - - $ - $ 586,486 $ 591,648 $ 609,398 $ 627,679 3,379,163 10,413,514 10,819,227 11,026,256 11,241,358 - $ 3,379,163 $ 11,000,000 $ 11,410,875 $ 11,635,654 $ 11,869,037 - $ - $ 586,486 $ 591,648 $ 609,398 $ 627,679 3,379,163 10,413,514 10,819,227 11,026,256 11,241,358 - $ 3,379,163 $ 11,000,000 $ 11,410,875 $ 11,635,654 $ 11,869,037 992 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement Energy Conservation Projects Project Location: County District(s): Managing Department: Project Partner(s): Scheduled Completion Date: Countywide All Facilities Management None January, 2013 Project Description APS Energy Services conducted an Investment Grade Utility Audit (IGUA) of over 9 million square feet of County facilities. Energy professionals evaluated over 130 buildings for energy and operational efficiencies and recommended energy savings projects in six categories. Projects included in the Flood Control District budget are shown here as well for a comprehensive project total of $25,831,163. Purpose Statement The recommended projects would reduce County energy consumption by approximately 22 million kilowatt hours of energy per year. This is anticipated to save the County an estimated $1.74 million per year in utility costs. Strategic Goals Addressed The completion of these projects will assist the county in implementing its Energy Management Plan and achieve the strategic goal to reduce overall county energy consumption to 5% below the 2008 baseline by 2013. Strategic Plan Programs Supported • Green Government Program Strategic Plan Activities Supported • Facilities Management Green Government Measures Funding/Cost Summary Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 5-Year Total Funding Source Actuals FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY14-15 Total Project General Fund Cty Improv (445) $ - $ - $ 5,020,710 $ 3,184,137 $ 1,752,240 $ - $ - $ 9,957,087 $ 9,957,087 Detention Fund (455) 10,607,196 3,343,973 20,428 13,971,597 13,971,597 Intergovernmental Capital Projects (422) 17,683 72,902 90,585 90,585 Transportation Capital (234) 924,518 156,674 1,081,192 1,081,192 Equipment Services (654) 62,557 119,659 182,216 182,216 Project Total $ - $ - $ 16,632,664 $ 6,877,345 $ 1,772,668 $ - $ - $ 25,282,677 $ 25,282,677 Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 Actuals FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY14-15 $ - $ - $ 548,481 $ - $ - $ - $ - $ Project Total $ - $ - $ 548,481 $ - $ - $ - $ - $ Funding Source Flood (990) 5-Year Total Total Project 548,481 $ 548,481 548,481 $ 548,481 Operating Cost Summary There are no on-going “Operating Costs” defined for the energy conservation projects, only an annual cost avoidance of $1,736,874 within Maricopa County’s Utility line item. Any operating cost associated with the maintenance would not change significantly due to the fact that FMD is already performing these tasks (such as replacing light bulbs), possibly less frequently. 993 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement Estrella Chilled Water Conversion Project Location: County District(s): Managing Department: Project Partner(s): Scheduled Completion Date: Estrella Jail 5 Facilities Management None December, 2011 Project Description This project includes the design and construction to convert this facility from evaporative cooling to a chilled water cooling system supplied from the Lower Buckeye Central Plant Purpose Statement The purpose of this project is to provide a cooling system that will maintain consistent temperatures within the jails that are not possible with the current evaporative cooling system. In addition, this will be a more energy efficient system. Strategic Goals Addressed The completion of this project will allow the County to maintain constant temperatures in the jails in alignment with the Graves v. Arpaio lawsuit. Strategic Plan Programs Supported • • Building Operations and Maintenance Green Government Program Strategic Plan Activities Supported • • Energy Management Facilities Management Green Government Measures Funding/Cost Summary Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 5-Year Total Funding Source Actuals FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY14-15 Total Project Detention Fund (455) $ - $ 100,000 $ 3,150,000 $ - $ - $ - $ - $ 3,150,000 $ 3,250,000 Project Total $ - $ 100,000 $ 3,150,000 $ - $ - $ - $ - $ 3,150,000 $ 3,250,000 994 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement First Avenue Jail Demolition and Plaza Expansion Project Location: County District(s): Managing Department: Project Partner(s): Scheduled Completion Date: First Avenue and Madison Street 5 Facilities Management None March, 2013 Project Description The existing First Avenue Jail has not been used to house inmates for over ten years. The facility is in disrepair and suffers from infrastructure failure on a regular basis. The jail demolition will be accomplished as soon as all remaining tenants can be relocated. This project will allow the County to move forward with the design and construction estimates for the demolition of the First Avenue Jail and the development of the expanded plaza in the county court complex. Purpose Statement The purpose of this project is to demolish the First Ave. Jail, to provide an open area for the development of a pedestrian plaza for the new Court Tower being erected. Strategic Goals Addressed This will further the Facilities Management strategic goal to address the space needs of all County departments in order to develop a strategic and comprehensive Capital Improvement Plan. Strategic Plan Programs Supported • Capital Facility Management Strategic Plan Activities Supported • Capital Improvement Implementation Funding/Cost Summary Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 Funding Source Actuals FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY14-15 General Fund Cty Improv (445) $ - $ - $ 8,331,712 $ 919,973 $ - $ - $ - $ Project Total $ - $ - $ 8,331,712 $ 919,973 $ - $ - $ - $ 995 5-Year Total 9,251,685 $ 9,251,685 $ Total Project 9,251,685 9,251,685 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement Fourth Avenue Solar Thermal Water Heating System Project Location: County District(s): Managing Department: Project Partner(s): Scheduled Completion Date: Fourth Avenue Jail 5 Facilities Management None September 1, 2010 Project Description This project includes the installation of 240 flat plate solar panels on the roof of Fourth Avenue Jail, properly oriented to capture solar energy. The captured heat will be transferred into the building’s domestic water heating system to provide both pre-heating of the intake water, as well as a standby supply of 140º water. The system is being designed with the appropriate pumps, valves, sensors and controls to assure seamless operation, capturing maximum solar energy during daylight hours, and allowing the existing gas-fired water heating equipment to function normally at night. Purpose Statement The purpose of this project is to use the latest available technology to reduce the County’s consumption of fossil fuel, which the engineers estimate could save $90,000 annually. Bringing this technology on line at this facility will lower the County’s carbon emissions by as much as 816 tons per year. This project is 100% funded by a Federal ARRA grant, administered by the U.S. Department of Energy. Strategic Goals Addressed The completion of these projects will assist the County in implementing its Energy Management Plan and achieve the strategic goal to reduce overall county energy consumption to 5% below the 2008 baseline by 2013. Strategic Plan Programs Supported • • Building Operations and Maintenance Green Government Program Strategic Plan Activities Supported • • Energy Management FMD Green Government Measures Funding/Cost Summary Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 Funding Source Actuals FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY14-15 Detention Fund (455) $ - $ 75,000 $ 989,900 $ - $ - $ - $ - $ Project Total $ - $ 75,000 $ 989,900 $ - $ - $ - $ - $ 996 5-Year Total 989,900 $ 989,900 $ Total Project 1,064,900 1,064,900 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement Project Reserve Project Location: County District(s): Managing Department: Project Partner(s): Scheduled Completion Date: TBD TBD Facilities Management and Real Estate None TBD Project Description This project is for the acquisition of real property and/or the building of new facilities as identified by the Board of Supervisors to meet the space needs of the county and to reduce reliance on leased properties. Project Purpose The purpose of this project is to support the efficient utilization of the County’s real estate assets. Strategic Plan Programs Supported • Real Estate Program Strategic Plan Activities Supported • Real Estate Management Activity Funding/Cost Summary Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 5-Year Funding Source Actuals FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY14-15 Total General Fund Cty Improv (445) $ - $ - $ 31,657,923 $ - $ - $ - $ - $ 31,657,923 $ Project Total $ - $ - $ 31,657,923 $ - $ - $ - $ - $ 31,657,923 $ 997 Total Project 31,657,923 31,657,923 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement Lower Buckeye Jail Solar Thermal Water Heating System Project Location: County District(s): Managing Department: Project Partner(s): Scheduled Completion Date: Lower Buckeye Jail 5 Facilities Management None September 1, 2010 Project Description This project includes the installation of 240 flat plate solar panels on the roof of Lower Buckeye Jail, properly oriented to capture solar energy. The captured heat will be trans-ferred into the building’s domestic water heating system to provide both pre-heating of the intake water, as well as a standby supply of 140º water. The system is being designed with the appropriate pumps, valves, sensors and controls to assure seamless operation, capturing maximum solar energy during daylight hours, and allowing the existing gas-fired water heating equipment to function normally at night. Purpose Statement The purpose of this project is to use the latest available technology to reduce the County’s consumption of fossil fuel, which the engineers estimate could save $90,000 annually. Bringing this technology on line at this facility will lower the County’s carbon emissions by as much as 816 tons per year. This project is 100% funded by a Federal ARRA grant, administered by the U.S. Department of Energy. Strategic Goals Addressed The completion of these projects will assist the County in implementing its Energy Management Plan and achieve the strategic goal to reduce overall county energy consumption to 5% below the 2008 baseline by 2013. Strategic Plan Programs Supported • • Building Operations and Maintenance Green Government Strategic Plan Activities Supported • • Energy Management Facilities Management Green Government Measures Funding/Cost Summary Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 Funding Source Actuals FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY14-15 Detention Fund (455) $ - $ 95,000 $ 1,142,900 $ - $ - $ - $ - $ Project Total $ - $ 95,000 $ 1,142,900 $ - $ - $ - $ - $ 998 5-Year Total 1,142,900 $ 1,142,900 $ Total Project 1,237,900 1,237,900 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement Maricopa Regional Trail System Project Location: County District(s): Managing Department: Project Partner(s): Scheduled Completion Date: Various All Parks & Recreation Maricopa Trail & Park Foundation Estimated June 30, 2015 Project Description The Maricopa Trail program will design and build a regional trail operation to connect the Maricopa County Parks with a shared use, non-motorized linear park experience. It will link and assist communities to become more livable and create open space corridors to protect natural and cultural resources. It will provide enhanced health, educational, multimodal travel, and recreational opportunities for residents and visitors. The regional trail system was conceived by the Board of Supervisors as an opportunity for valley-wide community members to access the trail from their neighborhoods. It is dedicated to the community-atlarge at no cost to the public. Some people may not be able to afford to go the regional parks frequently, but they will enjoy the trail nearby. Many people move to the Valley to enjoy the desert environment, so this trail system sets aside open space of regional significance. The Maricopa County Regional Trail System plan was adopted by the Board of Supervisors on August 16, 2004. Funding provided in FY 2005 and FY 2006 was utilized to purchase State trust land to build Segment 10 and engineering surveys were begun. In addition, approximately 8.8 miles of regional trail was added to link Spur Cross Ranch Conservation Area via Segment 17 and Cave Creek Regional Park via Segment 19 in FY 2007. In FY 2008, another 8 miles of trail was built for Segments 16 and 18 in the area east of the Anthem along Rodger Creek to connect to Cave Creek Regional Park to the Spur Cross Ranch Conservation Area. In FY 2009, the County continued to build 9 miles of trail connecting Segment 14, Lake Pleasant Regional Park to Segment 15, Anthem at Interstate 17. In FY 2010, Parks and Recreation Department will continue to build 10 miles of trail connecting Segment 14 from Lake Pleasant Regional Park to Segment 15 in Anthem at Interstate 17 and 2 additional trailheads at Lake Pleasant and on the Flood Control District McMicken Dam. 999 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement Purpose Statement The purpose of the Maricopa Trail project is to provide an accessible outdoor recreational experience for the people who live and work locally, so they may travel along the trail as a pathway to the Parks. In addition it will provide open space corridors to protect natural and cultural resources from commercial development. Strategic Goals Addressed • By the end of FY 2012, increase the number of park users by 10% over FY 2009 to expose more of the regional population to nature and inspire an appreciation for the Sonoran Desert and natural open spaces. • By the end of FY 2015, the regional park system will increase by 8% (10,000 acres) over FY 2009, providing additional open space experiences, wildlife habitats, natural vistas and recreational opportunities for our visitors to preserve natural open space areas, protecting our cultural and natural habitats to preserve a high quality of life for current and future residents and visitors of Maricopa County. Strategic Plan Programs Supported • Park Education and Recreation Program • Support Program • Maintenance & Development Activity Strategic Plan Activities Supported • Recreation Activity Result Measures FY 2009-10 Year-To-Date Actual 91.25 RESULT MEASURE Percent of trail users satisfied with condition of trails FY 2009-10 Year-End Projected 91.25 Projected with Capital Improvement 91.25 Funding/Cost Summary Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 5-Year Total Funding Source Actuals FY09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY14-15 Total Project General Fund Cty Improv (445) $ 1,289,468 $ 419,278 $ 850,000 $ 1,000,000 $ 1,000,000 $ 441,254 $ - $ - $ 5,000,000 Intergovernmental Cap Proj (422) 996,937 996,937 Project Total $ 2,286,405 $ 419,278 $ 850,000 $ 1,000,000 $ 1,000,000 $ 441,254 $ - $ - $ 5,996,937 Operating Cost Summary Year 1 FY 10-11 FY 09-10 Current Managing Dept Operating Costs Personal Services Supplies & Services Capital Outlay Total $ 141,261 278,017 419,278 $ 154,092 700,000 $ 854,092 Post-Construction Managing Dept Operating Costs Personal Services $ Supplies & Services Capital Outlay Total $ 141,261 278,017 419,278 $ 154,092 700,000 $ 854,092 $ $ $ Net Operating Cost Increase (post less current) Personal Services Supplies & Services Capital Outlay $ Year 2 FY 11-12 $ Total $ - 1000 $ - $ $ $ $ 161,797 700,000 861,797 212,654 702,500 915,154 50,857 2,500 53,357 Year 3 FY 12-13 $ $ $ $ $ $ Year 4 FY 13-14 Year 5 FY 14-15 169,886 700,000 869,886 $ 178,381 315,000 $ 493,381 $ 187,300 325,000 $ 512,300 274,143 705,000 979,143 $ 282,638 320,000 $ 602,638 $ 291,557 315,000 $ 606,557 104,257 5,000 109,257 $ 104,257 5,000 $ 109,257 $ 104,257 35,000 $ 139,257 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement MCSO Crime Lab Relocation Project Location: County District(s): Managing Department: Project Partner(s): Scheduled Completion Date: Durango Complex 5 Facilities Management None October, 2011 Project Description Remodel Building 1916 in the Durango Campus for occupation by the MCSO Crime Lab. Purpose Statement To relocate MCSO Crime Lab from their current location in the 1st Ave Jail so that facility can be demolished. Result Measures Measure Number of Cases Cleared Percent of Cases Cleared by Arrest Number of Warrants Processed FY 2009-10 Year-To-Date Actual 2,903 15% 25,264 FY 2009-10 Projected with Capital Year-End Improvement Projected 5,806 5,912 17% 17% 50,528 50,528 Funding/Cost Summary Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 Funding Source Actuals FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY14-15 General Fund Cty Improv (445) $ - $ 100,000 $ 3,533,297 $ - $ - $ - $ - $ Project Total $ - $ 100,000 $ 3,533,297 $ - $ - $ - $ - $ 5-Year Total 3,533,297 $ 3,533,297 $ Total Project 3,633,297 3,633,297 Operating Cost Summary Year 1 FY 10-11 FY 09-10 Current Managing Dept Operating Costs Personal Services Supplies & Services Capital Outlay Year 3 FY 12-13 Year 4 FY 13-14 Year 5 FY 14-15 Total $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - Post-Construction Managing Dept Operating Costs Personal Services $ Supplies & Services Capital Outlay Total $ - $ - $ - $ 43,119 43,119 $ - $ 66,620 66,620 $ - $ 68,618 68,618 $ - $ 70,677 70,677 $ 72,797 72,797 - $ - $ - $ 43,119 43,119 $ - $ 66,620 66,620 $ - $ 68,618 68,618 $ - $ 70,677 70,677 $ 72,797 72,797 Net Operating Cost Increase (post less current) Personal Services Supplies & Services Capital Outlay $ Year 2 FY 11-12 $ Total $ 1001 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement MCSO Transportation Hub Project Location: County District(s): Managing Department: Project Partner(s): Scheduled Completion Date: Durango Complex 5 Facilities Management None May, 2013 Project Description This project is for the design, programming and construction of a new Sheriff’s Office Transportation Hub located at the Durango Complex. This facility will be designed to separate inmates based on their destinations, will provide for more efficient staff operation, secure loading and unloading of vehicles and safe access. Purpose Statement The purpose of the new Transportation Hub is to provide a safe and secure facility for the location of inmates schedule for transport to various regional court facilities. Funding/Cost Summary Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 5-Year Funding Source Actuals FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY14-15 Total Detention Fund (455) $ - $ - $ 52,139,825 $ - $ - $ - $ - $ 52,139,825 $ Project Total $ - $ - $ 52,139,825 $ - $ - $ - $ - $ 52,139,825 $ 1002 Total Project 52,139,825 52,139,825 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement Santa Fe Depot Remodel Project Location: County District(s): Managing Department: Project Partner(s): Scheduled Completion Date: Santa Fe Train Depot 5 Facilities Management None March, 2011 Project Description Renovation of the Santa Fe Train Depot is being expedited to accommodate the Assessor’s various branch offices being relocated to the downtown County complex. Purpose Statement The purpose of this project is to convert the Santa Fe Train Depot from a vacant warehouse hub to an open office space to accommodate the needs of the Assessor’s office. Strategic Goals Addressed This will further the Facilities Management strategic goal to address the space needs of all County departments in order to develop a strategic and comprehensive Capital Improvement Plan. Strategic Plan Programs Supported • Capital Facility Management Strategic Plan Activities Supported • Capital Improvement Implementation Funding/Cost Summary Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 Funding Source Actuals FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY14-15 General Fund Cty Improv (445) $ - $ 150,000 $ 3,822,106 $ - $ - $ - $ - $ Project Total $ - $ 150,000 $ 3,822,106 $ - $ - $ - $ - $ 1003 5-Year Total 3,822,106 $ 3,822,106 $ Total Project 3,972,106 3,972,106 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement Security Building Improvements Project Location: County District(s): Managing Department: Project Partner(s): Scheduled Completion Date: 234 N. Central Ave - Phoenix 5 Facilities Management None June, 2011 Project Description This project includes funds for the partial build out of first floor space. The first phase of the project will be to build out approximately 4,500 square feet of space for a fitness center including men’s and women’s locker room. 1,800 square feet of space will be shelled for a health care clinic. Purpose Statement The purpose of this project is providing usable floor space for future tenants. Strategic Goals Addressed This will further the Facilities Management strategic goal to address the space needs of all County departments in order to develop a strategic and comprehensive Capital Improvement Plan. Strategic Plan Programs Supported • Capital Facility Management Strategic Plan Activities Supported • Capital Improvement Implementation Funding/Cost Summary Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 Funding Source Actuals FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 General Fund Cty Improv (445) $ 20,803,547 $ 1,313 $ 2,669,424 $ - $ - $ - $ - $ Project Total $ 20,803,547 $ 1,313 $ 2,669,424 $ - $ - $ - $ - $ 1004 5-Year Total Total Project 2,669,424 $ 23,474,284 2,669,424 $ 23,474,284 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement Towers Chilled Water Conversion Project Location: County District(s): Managing Department: Project Partner(s): Scheduled Completion Date: Towers Jail 5 Facilities Management None March, 2011 Project Description This project includes the design and construction to convert this facility from evaporative cooling to a chilled water cooling system supplied from the Lower Buckeye Central Plant. Purpose Statement The purpose of this project is to provide a cooling system that will maintain consistent temperatures within the jails that are not possible with the current evaporative cooling system. In addition, this will be a more energy efficient system. Strategic Goals Addressed The completion of this project will allow the County to maintain constant temperatures in the jails in alignment with the Graves v. Arpaio lawsuit. Strategic Plan Programs Supported • • Building Operations and Maintenance Green Government Program Strategic Plan Activities Supported • • Energy Management Facilities Management Green Government Measures Funding/Cost Summary Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 Funding Source Actuals FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY14-15 Detention Fund (455) $ - $ 700,000 $ 1,900,000 $ - $ - $ - $ - $ Project Total $ - $ 700,000 $ 1,900,000 $ - $ - $ - $ - $ 1005 5-Year Total 1,900,000 $ 1,900,000 $ Total Project 2,600,000 2,600,000 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement Vulture Mountain Study Project Location: County District(s): Managing Department: Project Partner(s): Scheduled Completion Date: Wickenburg 4 Parks & Recreation Bureau of Land Management (BLM) June 30, 2011 Project Description In order to assess the potential for patenting Bureau of Land Management (BLM) property in the Vulture Mountain area near Wickenburg for a future Maricopa County park, BLM requires the site undergo several assessments and has indicated that it may take more than two years for their staff to prepare these studies. In addition, BLM is requiring an area master plan be completed for the area, prior to any patent action. The purpose of this project is to provide funding to expedite these studies through private contractors. The land will likely remain with BLM and be managed via a cooperative management agreement with Maricopa County Parks and Recreation, similar to the agreement in place at San Tan Mountain Regional Park. The current planning process is to determine the appropriate park development for Vulture Mountain. The park will ultimately include, at a minimum, park infrastructure, trails and trailheads, but will probably include some of the facilities found at other Regional Mountain Parks. The funding for this phase of the project is estimated at $150,000. Currently, $100,000 is budgeted in Fund 445 and an additional $50,000 of funding will be transferred from the Park’s Enhancement Fund (Fund 241). Future capital costs will be determined through park master planning, but initial infrastructure is estimated at $5,000,000. Purpose Statement The purpose of the Vulture Mountain Study project is to assess the feasibility of managing Vulture Peak as a county park for both residents and visitors so they will have natural open space preserved into the future. The area is currently being managed under the BLM’s multiple use philosophy which allows, mining, cattle grazing, off-highway vehicle use and a wide variety of other recreational uses in a relatively unsupervised manner. As the County continues to grow in and around the Wickenburg area, 1006 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement this type of use will become increasingly incompatible. Protecting the area as a County park will allow for greater management of the site resulting in more controlled use of the area and greater visitor and resident satisfaction. Maricopa County Parks and BLM have been working with the Town of Wickenburg to assure quality of life and economic benefits provided by the area will be enhanced through park development and management, while preserving the unique western flavor of the community. Strategic Goals Addressed By the end of FY 2014-15, the regional park system will increase by 8% (10,000 acres) over FY 200809, providing additional open space experiences, wildlife habitats, natural vistas and recreational opportunities for our visitors to preserve natural open space areas, protecting our cultural and natural habitats to preserve a high quality of life for current and future residents and visitors of Maricopa County. Strategic Plan Programs Supported • Park Support Program Strategic Plan Activities Supported • Maintenance & Development Activity Result Measures RESULT MEASURE RESULT: Percent of park visitors rating park facilities as good to excellent FY 2009-10 Year-To-Date Actual 92.5 FY 2009-10 Year-End Projected 92.5 Projected with Capital Improvement 92.5 Funding/Cost Summary Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 5-Year Total Funding Source Actuals FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 Total Project General Fund Cty Improv (445) $ - $ - $ 100,000 $ - $ - $ - $ - $ 100,000 $ 100,000 Intergovernmental Cap Proj (422) 50,000 50,000 50,000 Project Total $ - $ - $ 150,000 $ - $ - $ - $ - $ 150,000 $ 150,000 Operating Cost Summary There are no operational costs associated with Vulture Mountain acquisition at this time. Until the Phase I study has been completed, the department is unable to determine what operational costs may/will be required. 1007 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement West Court 2nd, 3rd and 4th Floor Remodel Project Location: County District(s): Managing Department: Project Partner(s): Scheduled Completion Date: West Court Building 5 Facilities Management None October, 2010 Project Description Total renovation of the 2nd, 3rd and 4th floors of the West Court Building including: removal of all asbestos containing materials (fireproofing, transite panels and mastic) and other materials containing lead and heavy metals; and to replace fireproofing with an environmentally safe coating; installation of all new services and support systems including HVAC equipment and distribution, electrical panels and distribution, fire sprinkler system, new code compliant restrooms and break area; and all interior finishes. Purpose Statement Build out the 2nd, 3rd, and 4th floors to accommodate various needs of the Sheriff’s Office. Strategic Goals Addressed This will further the Facilities Management strategic goal to address the space needs of all County departments in order to develop a strategic and comprehensive Capital Improvement Plan. Strategic Plan Programs Supported • Capital Facility Management Strategic Plan Activities Supported • Capital Improvement Implementation 1008 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement Funding/Cost Summary Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 Funding Source Actuals FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY14-15 General Fund Cty Improv (445) $ - $ 1,270,685 $ 2,784,519 $ - $ - $ - $ - $ Project Total $ - $ 1,270,685 $ 2,784,519 $ - $ - $ - $ - $ 5-Year Total 2,784,519 $ 2,784,519 $ Total Project 4,055,204 4,055,204 Operating Cost Summary Year 1 FY 10-11 FY 09-10 Current Managing Dept Operating Costs Personal Services Supplies & Services Capital Outlay $ Total $ Post-Construction Managing Dept Operating Costs Personal Services $ Supplies & Services Capital Outlay Total $ Net Operating Cost Increase (post less current) Personal Services Supplies & Services Capital Outlay $ Total $ - $ - $ Year 2 FY 11-12 - $ - $ Year 3 FY 12-13 - $ - $ Year 4 FY 13-14 - $ - $ Year 5 FY 14-15 - $ - $ - - $ - $ - $ - $ - $ 136,360 140,451 144,664 149,004 153,474 - $ 136,360 $ 140,451 $ 144,664 $ 149,004 $ 153,474 - $ - $ - $ - $ - $ 136,360 140,451 144,664 149,004 153,474 - $ 136,360 $ 140,451 $ 144,664 $ 149,004 $ 153,474 1009 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement White Tank Nature Center Project Location: County District(s): Managing Department: Project Partner(s): Scheduled Completion Date: White Tank Mountain Regional Park 4 Parks & Recreation Maricopa County Library District October, 2010 Project Description The White Tank Nature Center and Library project will fund the construction of a new Library, Nature Center and corresponding Amphitheater at White Tank Mountain Regional Park. Currently, all education programming regarding the natural resources of the Sonoran desert is done in open desert locations while hiking or sitting under a ramada. Consequently, very little programming can occur during adverse weather conditions (heat or rain). Also, there are no facilities for audio-visual education, interpretive displays, and very limited provisions for flora and fauna displays. The construction of the Library, Nature Center and Amphitheater will provide high quality facilities for enhanced education and interpretation. In addition, this venue will serve the community for their recreational needs, such as meetings, scout groups, weddings or other celebrations. The total project cost for Parks and Recreation is estimated to be $165,000. Current budget allocation for this project is $165,000. 1010 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement Purpose Statement The purpose of the Library, Nature Center and Amphitheater project is to meet the needs of the regional park users of Maricopa County so that they will increase their satisfaction with the facilities at county parks. The mission of the county regional park system is to provide the highest quality parks, trails, programs, services, and experiences to energize visitors so they can become life-long users and advocates. Strategic Goals Addressed By the end of FY 2014, 75% of all existing facilities from FY 2009 will be upgraded and/or renovated to meet current Departmental standards so that all visitors can utilize modern, up-to-date amenities that meet their diverse expectations. Strategic Plan Programs Supported • • Park Education and Recreation Program Park Support Program Strategic Plan Activities Supported • • • Recreation Activity Interpretive Services Activity Maintenance and Development Activity Result Measures RESULT MEASURE RESULT: Percent of park visitors rating park facilities as good to excellent FY 2009-10 Year-To-Date Actual 92.5 FY 2009-10 Year-End Projected 92.5 Projected with Capital Improvement 92.5 Funding/Cost Summary Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 5-Year Total Funding Source Actuals FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 Total Project Intergovernmental Cap Proj (422) $ - $ - $ - $ 165,000 $ - $ - $ - $ 165,000 $ 165,000 Project Total $ - $ - $ - $ 165,000 $ - $ - $ - $ 165,000 $ 165,000 Operating Cost Summary There are no operating costs associated with this project. All operating costs for this facility exist within the Parks Enhancement Fund (Fund 241) and the General Fund (Fund 100). The costs associated with the project are for fixtures, furniture, and equipment to furnish the completed White Tank Nature Center. Additional funding is also provided for construction of the outdoor seating area (amphitheater), outdoor patio area, and folding door partition in the Nature Center. Cost breakdown is as follows: FF&E Telecom/OET Folding Partition Patio Area Outdoor Seating Area Total $40,000 13,000 23,000 4,000 85,000 $165,000 1011 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement Technology Capital Improvement Program Summary A Technology Capital Improvement Fund (460) and a Detention Technology Improvement Fund (461) were established in FY 2010-11 to track the expenditures of capital project spending by the County specifically on technology related projects. The projects typically require more than one year to complete. Project Detail A total of six capital projects are identified as follows: 460 Technology Capital ImprovementFund Contact Center System Previous Actuals $ Projected FY 09-10 - $ - $ County Telephone System - - Infrastructure Refresh Phase 2 - Year 1 FY 10-11 2,102,550 $ Year 2 FY 11-12 Year 3 FY 12-13 Year 4 FY 13-14 Year 5 FY14-15 5-Year Total 4,953,900 $ Total Project 4,953,900 Page 1,651,290 $ 1,200,060 $ - $ - $ 16,453,320 6,316,440 6,316,440 - - 29,086,200 29,086,200 1013 1014 - 500,000 - - - - 500,000 500,000 1015 Radio System - - 28,828,943 13,182,000 25,197,943 35,197,943 6,503,071 108,909,900 108,909,900 1016 Sheriff 911 Center Equipment Project Total $ - $ - $ 8,250,000 56,134,813 $ 21,149,730 $ 32,714,443 $ 35,197,943 $ 6,503,071 $ 8,250,000 151,700,000 $ 8,250,000 151,700,000 1017 5-Year Total Total Project 461 Detention Technology Improvement Fund Electronic Medical Records System $ Project Total $ Previous Actuals Projected FY 09-10 - $ - $ - $ - $ Year 1 FY 10-11 5,718,000 $ 5,718,000 $ Year 2 FY 11-12 Year 3 FY 12-13 2,372,000 $ 2,372,000 $ 1012 1,910,000 $ 1,910,000 $ Year 4 FY 13-14 Year 5 FY14-15 - $ - $ - $ - $ 10,000,000 $ 10,000,000 $ 10,000,000 10,000,000 Page 1018 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement Contact Call Center Project Location: 480 Contact Center Agents across 21 County Departments Office of Enterprise Technology None FY 2012-13 Managing Department: Project Partner(s): Scheduled Completion Date: Project Description The current contact center (call center) technology utilized by the County is at the end of the manufacturer’s maximum lifecycle. The equipment is failing and is no longer supported by the vendor. A short-term solution is being deployed to accommodate the upgraded Regional Development Services Agency’s Accela needs and the STAR Call Center has been stabilized. The long-term solution involves selecting a new system which will meet the primary needs of all the user groups. Purpose Statement The purpose of the Contact Call Center Project is to provide a sustainable and reliable mechanism for citizens to call the County to seek information and conduct business. Strategic Goals Addressed By June 2014, the Office of Enterprise Technology (OET) will ensure 95% of all OET-managed County technology infrastructure will be within current lifecycle standards to meet customer demands and industry best practices. Funding/Cost Summary Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 Funding Source Actuals FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY14-15 Technology Capital Improvement Fund (460) $ - $ - $ 2,102,550 $ 1,651,290 $ 1,200,060 $ - $ - $ Project Total $ - $ - $ 2,102,550 $ 1,651,290 $ 1,200,060 $ - $ - $ 5-Year Total Total Project 4,953,900 $ 4,953,900 4,953,900 $ 4,953,900 Operating Cost Summary Year 1 FY 10-11 FY 09-10 Post-Project Managing Dept Operating Costs Personal Services Supplies & Services Capital Outlay $ Total $ - $ - $ 1013 Year 2 FY 11-12 - $ - $ - $ 302,767 302,767 $ Year 3 FY 12-13 - $ 540,553 540,553 $ Year 4 FY 13-14 - $ 713,362 134,563 847,925 $ Year 5 FY 14-15 713,362 105,683 819,045 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement County Telephone System Project Location: Managing Department: Project Partner(s): Scheduled Completion Date: All County Departments/Locations Office of Enterprise Technology All County IT Groups FY 2012-13 Project Description The current telephone system is a Nortel SL-100 system which includes voice mail and call center systems. The new court building is providing the “Greenfield” opportunity to develop the base for Voice Over Internet Protocol (VoIP) technology to be utilized across the County. The initial phase of the County implementation requires upgrades to the infrastructure. After the completion of the infrastructure upgrade, County buildings and campuses will be brought on to the new phone system in phases. Purpose Statement The purpose of the County Telephone System Project is to provide a sustainable and reliable mechanism for citizens to call the County to seek information and conduct business, as well as ensuring County employees have the proper tools to do their jobs. Strategic Goals Addressed By June 2014, the Office of Enterprise Technology (OET) will ensure 95% of all OET-managed County technology infrastructure will be within current lifecycle standards to meet customer demands and industry best practices. Funding/Cost Summary Previous Projected Funding Source Actuals FY 09-10 Technology Capital Improvement Fund (460) $ - $ - $ Project Total $ - $ - $ Year 1 Year 2 Year 3 Year 4 Year 5 5-Year Total FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY14-15 Total Project 16,453,320 $ 6,316,440 $ 6,316,440 $ - $ - $ 29,086,200 $ 29,086,200 16,453,320 $ 6,316,440 $ 6,316,440 $ - $ - $ 29,086,200 $ 29,086,200 Operating Cost Summary Year 1 FY 10-11 FY 09-10 Post-Project Managing Dept Operating Costs Personal Services Supplies & Services Capital Outlay $ Total $ - $ - $ 1014 Year 2 FY 11-12 Year 3 FY 12-13 Year 4 FY 13-14 Year 5 FY 14-15 - $ - $ - $ - $ 2,021,760 2,695,680 3,369,600 3,369,600 1,216,426 405,475 - $ 2,021,760 $ 2,695,680 $ 4,586,026 $ 3,775,075 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement Infrastructure Refresh Phase 2 Project Location: Managing Department: Project Partner(s): Scheduled Completion Date: Durango Campus, Southeast Regional Facility and Remote County Locations Office of Enterprise Technology None FY 2014-15 Project Description The downtown campus infrastructure refresh (Phase 1) is almost complete. The remaining County campuses require cabling, data closets, phone lines and other technology infrastructure to be brought into County standards. The initial part of Phase 2 is funded for FY 2010-11 includes completing studies on the two remaining large campuses as well as other remote locations to determine the project plan and requirements of the refresh. Purpose Statement The purpose of the Infrastructure Refresh Phase 2 Project is to ensure the technology infrastructure required for the County to do business and serve citizens is reliable, sufficient and risk-free in all nondowntown County locations. Strategic Goals Addressed By June 2014, the Office of Enterprise Technology (OET) will ensure 95% of all OET-managed County technology infrastructure will be within current lifecycle standards to meet customer demands and industry best practices. Funding/Cost Summary Previous Projected Year 1 Year 2 Funding Source Actuals FY 09-10 FY 10-11 FY 11-12 Technology Capital Improvement Fund (460) $ - $ - $ 500,000 $ Project Total $ - $ - $ 500,000 $ 1015 Year 3 FY 12-13 - $ - $ Year 4 FY 13-14 - $ - $ Year 5 FY14-15 - $ - $ - $ - $ 5-Year Total 500,000 $ 500,000 $ Total Project 500,000 500,000 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement Radio System Project Location: Managing Department: Project Partner(s): Scheduled Completion Date: Various locations around the County Office of Enterprise Technology None FY 2016-17 Project Description The County’s radio system is nearing end of lifecycle. Additionally, the use of radios has changed dramatically since the last radio upgrade. As a public safety tool, originally radios were needed in a vehicle. Now public safety officers wear a radio on their person. Radio signals must be strong enough to penetrate deep into buildings for officer safety. The need to have interoperability between public safety agencies became painfully apparent in post 9/11 America. The project will focus on upgrading the radio system to accommodate the P-25 requirements and will negotiate with external agencies for interoperability. Purpose Statement The purpose of the Radio System Project is to ensure that individuals engaged in public safety have a reliable communication system to ensure their safety, their ability to create a safer environment for the public and their ability to communicate with safety officers in other agencies. Strategic Goals Addressed By June 2014, the Office of Enterprise Technology (OET) will ensure 95% of all OET-managed County technology infrastructure will be within current lifecycle standards to meet customer demands and industry best practices. Funding/Cost Summary Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 5-Year Total Funding Source Actuals FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY14-15 Total Project Technology Capital Improvement Fund (460) $ - $ - $ 28,828,943 $ 13,182,000 $ 25,197,943 $ 35,197,943 $ 6,503,071 $ 108,909,900 $ 108,909,900 Project Total $ - $ - $ 28,828,943 $ 13,182,000 $ 25,197,943 $ 35,197,943 $ 6,503,071 $ 108,909,900 $ 108,909,900 The total cost of the radio project is $131,351,729 and will require more than 5 years to complete. Operating Cost Summary Year 1 FY 10-11 FY 09-10 Post-Project Managing Dept Operating Costs Personal Services Supplies & Services Capital Outlay $ Total $ - $ - $ - $ 205,920 42,000 247,920 $ 1016 Year 2 FY 11-12 Year 3 FY 12-13 Year 4 FY 13-14 Year 5 FY 14-15 - $ - $ - $ 205,920 462,251 2,225,702 3,369,600 42,000 678,000 2,798,000 3,940,000 247,920 $ 1,140,251 $ 5,023,702 $ 7,309,600 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement Sheriff 911 Center Equipment Project Location: Managing Department: Project Partner(s): Scheduled Completion Date: 911 Call Center Maricopa County Sheriff’s Office None FY 2010-11 Project Description The 911 call center equipment will be upgraded and replaced to modern standards with the move of the center. Purpose Statement The purpose of the 911 Center Equipment Project is to ensure the citizens of Maricopa County and the visiting public has reliable access to 911 dispatchers to accommodate the reporting of emergencies and the dispatch of officers. Strategic Goals Addressed Ensure safe communities and a streamlined, integrated justice system. Funding/Cost Summary Funding Source Technology Capital Improvement Fund (460) Project Total Previous Actuals $ $ - Projected Year 1 Year 2 Year 3 Year 4 Year 5 FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY14-15 $ - $ 8,250,000 $ - $ - $ - $ - $ $ - $ 8,250,000 $ - $ - $ - $ - $ 1017 5-Year Total Total Project 8,250,000 $ 8,250,000 8,250,000 $ 8,250,000 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement Electronic Medical Records Project Location: Managing Department: Project Partner(s): Scheduled Completion Date: Correctional Health Services Correctional Health Services Office of Enterprise Technology FY 2012-13 Project Description The Electronic Medical Records (EMR) project will convert Correctional Health Services from a paperbased medical record to a chartless integrated EMR system with required software, technology and interfaces. Purpose Statement The Electronic Medical Records System will enable Correctional Health Services to more efficiently provide medical services and increase the standard of care. Strategic Goals Addressed By 2015, Correctional Health Services will seek lower health care cost per inmate for the department as compared to other comparable national health care providers. Funding/Cost Summary Funding Source Detention Technology Improvement Fund (461) Project Total Previous Actuals $ $ - Projected Year 1 Year 2 Year 3 Year 4 FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 $ - $ 5,718,000 $ 2,372,000 $ 1,910,000 $ $ - $ 5,718,000 $ 2,372,000 $ 1,910,000 $ - Operating Cost Summary Operating costs have yet to be determined. 1018 Year 5 FY14-15 $ - $ $ - $ 5-Year Total Total Project 10,000,000 $ 10,000,000 10,000,000 $ 10,000,000 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement Transportation Capital Improvement Projects Summary The Maricopa County Public Works Department employs an objective planning procedure for evaluating and ranking potential projects for inclusion in its five–year Transportation Improvement Program (TIP). This procedure includes using equally weighted, objective criteria to score and rank potential projects. The ranking criteria used by the Public Works Department for future roadway improvements include: • • • • • • Safety (crash history), pavement conditions, and current sufficiency levels of roadways Land use, regional travel usage, and environmental factors Current and future traffic volumes compared to the physical capacity of the roadway A cost/benefit analysis that measures reductions in delay due to improvements Joint sponsorship of the project and the actual commitment of funds by partnering agencies Bonus points for intelligent transportation systems, alternative modes and environmental enhancements Separate ranking systems exist for evaluating potential bridges, channel upgrades, bicycle, pedestrian, and other multi–modal improvements. The Maricopa County Board of Supervisors (BOS) annually approves the TIP. This annual approval authorizes expenditures by Public Works for making transportation improvements to roadways and bridges, acquiring rights–of–way, developing Intelligent Transportation Systems (ITS) and conducting future studies of county roadways. Public Works staff, representatives from cities and towns, and the public recommend projects for inclusion in the TIP. Public Works then internally prepares its recommendations for future roadway improvements. Funding from all available sources is then matched against the proposed projects. Public Works typically considers the highest rated projects first and subsequently recommends improvements based on the rankings, potential financial partners, and available budget. The recommended projects are then submitted to the Transportation Advisory Board for their review and input. The Board of Supervisors makes the final decision regarding projects to be included in the TIP. Public Works funds the TIP through several resources. The primary source is the County’s distribution from the State of Arizona Highway User Revenue Fund (HURF). The County must spend these funds only on transportation–related items. In addition, the County occasionally receives funds from several federal agencies, such as the Federal Highway Administration (FHWA), the Maricopa Association of Governments (MAG), and the Federal Emergency Management Administration (FEMA). Other funding sources arise through partnerships with local jurisdictions, federal, state agencies, or private corporations. 1019 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement Project Detail A total of 12 capital project bins and 1 project are budgeted for as follows: 234 TRANSPORTATION CAPITAL PROJECTS Bridge Preservation FY 2009-10 PRIOR YEARS PROJECTED $ 1,315,246 $ FY 2010-11 843,458 $ FY 2011-12 6,335,000 $ FY 2012-13 1,680,000 $ FY 2013-14 530,000 $ 5-YEAR TOTAL FY 2014-15 530,000 $ 530,000 $ TOTAL PROJECT 9,605,000 $ 11,763,704 Page 1022 County Arterials 11,377,756 7,728,730 23,485,000 7,485,000 18,550,000 16,755,000 3,030,000 69,305,000 88,411,486 1024 Dust Mitigation 7,620,705 204,291 4,035,000 3,130,000 3,130,000 3,130,000 3,230,000 16,655,000 24,479,996 1027 325,368 405,324 2,390,000 2,695,000 1,857,000 1,030,000 1,030,000 9,002,000 9,732,692 1029 MAG ALCP Projects Intelligent Transportation Systems 8,852,363 10,697,426 33,505,000 44,057,803 18,002,805 29,032,803 63,951,215 188,549,626 208,099,415 1031 Partnerships 4,812,343 650,000 3,981,000 1,230,000 675,000 675,000 640,000 7,201,000 12,663,343 1035 634,791 618,914 6,260,000 4,625,000 4,670,000 4,030,000 4,030,000 23,615,000 24,868,705 1037 Planning 6,838,958 1,791,329 1,630,000 1,630,000 1,630,000 1,630,000 1,630,000 8,150,000 16,780,287 1039 Right-of-way 6,975,846 118,333 350,000 580,000 580,000 580,000 680,000 2,770,000 9,864,179 1040 344,623 581,527 1,660,000 5,810,000 360,000 310,000 510,000 8,650,000 9,576,150 1041 Traffic Improvements 2,662,504 1,665,980 6,826,000 2,800,000 2,530,000 2,530,000 2,530,000 17,216,000 21,544,484 1043 Administration 7,270,066 554,272 7,491,000 8,046,998 9,416,998 12,861,998 10,716,998 48,533,992 56,358,330 1046 - - 924,518 - - - - 924,518 924,518 993 Pavement Preservation Safety Projects Energy Conservation Projects TOTAL FUND $ 59,030,569 $ 25,859,584 $ 98,872,518 $ 83,769,801 $ 61,931,803 $ 73,094,801 $ 92,508,213 $ 410,177,136 $ 495,067,289 Project details for the Energy Conservation Project are in the previous pages of this section. Managing for Results for All Projects Purpose Statements The purpose of the Build Roads and Structures Program is to provide transportation infrastructure project delivery services to the Maricopa County traveling public so they can receive infrastructure improvements on time and within budget. The purpose of the Engineer Roads and Structures Program is to provide engineering, road and structure design, utility coordination, right–of–way regulation, and Improvement District Administration services to transportation professionals so they can complete projects in compliance with applicable standards providing safe and efficient right–of–way infrastructure. The purpose of the Transportation Planning Program is to provide planning, programming, community and government relations and environmental services to departments management and the Board of Supervisors so they can have the information available from which to make technically sound, timely, and informed decisions. Strategic Goal By June 30, 2014, Maricopa County Public Works will meet the increasing demands for public works services by constructing 85% of County transportation, flood structure, and facilities improvement projects planned to be completed on time. Strategic Plan Programs Supported • • • Build Roads and Structures Engineer Roads and Structures Transportation System Development 1020 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement Strategic Plan Activities Supported • • • • • • • Article 5 Procurement Land Surveying Techniques Materials Technology Roadway Construction Transportation Construction Management Transportation Improvement Program Management Transportation Project Management Result Measure FY 2009–10 Year–To–Date Actual Through Feb 2010 FY 2009–10 Year–End Forecast FY 2010–11 Budget RESULT MEASURE Percent of Transportation Improvement Program projects delivered on time 67 78 Note: Does not include 8 projects advanced and completed to replace 4 delayed projects 1021 85 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement Bridge Preservation Managing Department: Project Partner(s): Transportation T188 Federal funds T331 Town of Queen Creek Scheduled Completion Dates: Improvement District Scheduled Completion 5 4th Quarter FY 2010–11 Old US 80 Bridge at Gila River Purpose Statement: The purpose of the Bridge Preservation project is to inspect and repair bridges and box culverts so that commuters experience less travel delay and have a safe commute. Project Descriptions: T188 – Old US 80 Bridge at Gila River This historic bridge was constructed in 1929 and is in need of major repairs which will require closing the bridge and constructing a temporary by–pass road. Over the years trucks have hit the bridge damaging structural members which will be replaced. The old rusted bearings which allow the bridge trusses to expand and contract with temperature changes will be replaced by lifting each truss. Federal funds will pay for a portion of the repairs. A value engineering study was performed to reduce repair costs saving approximately $6M. The estimated total cost is $7.4M. In addition to the above project, funding has been budgeted to begin scoping studies (preliminary design and cost estimate) to determine the type and cost of improvements need for two additional projects. T330 – Tuthill Road Bridge at Gila River This scoping study will evaluate the scour criticality of Tuthill Road Bridge. The recent alterations to the Roosevelt Dam has changed the amount of flood water expected to flow under the bridge and possibly cause damage to the bridge piers by scouring away the earth supporting the piers. Once complete a decision will be made on the most cost effective method to protect the bridge by either constructing a scour protection barrier or using a scour monitoring system (SMS). The estimated cost to finish the scoping effort is $10K. T331 – Ocotillo Road Bridge at the Queen Creek Wash The purpose of this study is to determine the cost to repair the bridge which is experiencing cracking pavement. A total of $20K is budgeted for staff to complete the study during FY 2010–11. 1022 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement In addition to the above, projects studies have been budgeted to determine the feasible alternatives to handle higher flows from the Granite Reef Dam when releases are necessary to reduce the number of road closures and reduce repair costs. These studies include: T353 T354 T355 T356 – – – – Salt Salt Salt Salt River River River River Crossing Crossing Crossing Crossing at at at at 67th Avenue 91st Avenue McKellips Road El Mirage Road Each study is budgeted $30K for staff to complete the study during FY 2010-11. Funding/Cost Summary: Funding Source Highway User Revenue Funds Partnership Contributions/IGA/IDA $ Project Total $ Cost by Sub-Project T-188 Old US 80 Bridge $ T-330 Tuthill Rd Bridge T-331 Ocotillo Rd Bridge T353-Salt River Crossing at 67th Avenue T354-Salt River Crossing at 91st Avenue T355-Salt River Crossing at McKellips Road T356-Salt River Crossing at El Mirage Road Bin BRIG Project Reserve Project Total $ Prior Yrs. Actual 1,315,246 1,315,246 Prior Yrs. Actual 1,315,246 1,315,246 Projected FY 09-10 $ 843,458 $ 843,458 Projected FY 09-10 $ 788,454 22,696 32,308 $ 843,458 $ $ $ $ Year 1 FY 10-11 6,335,000 6,335,000 Year 1 FY 10-11 5,275,000 10,000 20,000 30,000 30,000 30,000 30,000 910,000 6,335,000 $ $ $ $ Year 2 FY 11-12 530,000 1,150,000 1,680,000 Year 2 FY 11-12 1,680,000 1,680,000 $ $ $ $ Year 3 FY 12-13 530,000 530,000 Year 3 FY 12-13 530,000 530,000 $ $ $ $ Year 4 FY 13-14 530,000 530,000 Year 4 FY 13-14 530,000 530,000 $ $ $ $ Year 5 FY 14-15 530,000 530,000 Year 5 FY 14-15 530,000 530,000 5-Year Total $ 8,455,000 1,150,000 $ 9,605,000 5-Year Total $ 5,275,000 10,000 20,000 30,000 30,000 30,000 30,000 4,180,000 $ 9,605,000 $ $ $ $ Total Project 10,613,704 1,150,000 11,763,704 Total Project 7,378,700 32,696 52,308 30,000 30,000 30,000 30,000 4,180,000 11,763,704 Operating Cost Summary: The attached table shows no change in operating costs from the bridge repairs since no new bridges are being constructed. It is expected that only minimal maintenance (striping, right–of–way maintenance) will be required for several years resulting no net increase. Projected Year 1 Year 2 Year 3 Year 4 Year 5 FY 09-10 FY10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 Current Project Operating Costs for User Department Personal Sevices $ 2,204 $ 3,405 $ 3,507 $ 3,613 $ 3,721 $ 3,833 Supplies & Services 3,170 4,898 5,045 5,196 5,352 5,512 Capital Outlay 1,034 1,598 1,645 1,695 1,746 1,798 Total $ 6,408 $ 9,900 $ 10,197 $ 10,503 $ 10,818 $ 11,143 Post Construction User Department Operating Costs Personal Sevices $ 2,204 $ Supplies & Services 3,170 Capital Outlay 1,034 Total $ 6,408 $ 3,405 $ 4,898 1,598 9,900 $ 1023 3,507 $ 5,045 1,645 10,197 $ 3,613 $ 5,196 1,695 10,503 $ 3,721 $ 5,352 1,746 10,818 $ 3,833 5,512 1,798 11,143 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement County Arterials Managing Department: Project Partner(s): Transportation T098 – Town of Gilbert T083 – City of Goodyear T178 – Town of Queen Creek, Pinal County Scheduled Completion Dates: Improvement Maricopa County Road 85 (MC–85): Cotton Lane to Estrella Pkwy Williams Field Road from Gilbert to Lindsay Road 7th Street from Carefree Highway to Desert Hills Ellsworth Road from Hunt Highway to Riggs Road Deer Valley Road El Mirage to Lake Pleasant District Scheduled Completion 4 4th Quarter FY 2013–14 1 3 1 4 4th Quarter FY 2010–11 4th Quarter FY 2010–11 3rd Quarter FY 2010–11 4th Quarter FY 2012–13 Purpose Statement: The purpose of the County Arterials project is to construct transportation infrastructure projects for the traveling public so they will have a safe and economical journey. The benefit to the public is that once constructed motorists will have a roadway that is safer and more economical to travel. Project Descriptions: T083 – Maricopa County 85 (MC– 85) : Cotton Lane to Estrella Parkway The purpose of this project is to widen MC–85 from a two–lane arterial roadway to six lanes with a continuous left–turn lane and bike lanes. Total length of the project is two miles. Due to construction on Interstate 10 the City of Goodyear requested that the project be delayed until Interstate 10 construction is complete which is expected to be done by FY 2013–14. The Union Pacific Railroad has designed the Sarival railroad crossing expansion and that portion of the project was completed in FY 2009–10. The estimated construction cost for the remaining portion of the project is $7M. T098 – Williams Field Road from Gilbert to Lindsay Road This project will reconstruct and widen Williams Field Road from Gilbert to Lindsay Road to provide four travel lanes with raised center median. Additional improvements include curb, gutter, sidewalk, a storm drain system, widening of the Eastern Canal Bridge and a traffic signal at the Lindsay Road intersection. Estimated cost of the project in FY 2010–11 is $4.7M. Construction is tentatively planned for FY 2010–11 provided an agreement is reached with the Town of Gilbert on the amount each agency will contribute to the project cost. T112 and T113 – MC–85 from 107th Avenue to 75th Avenue This project will widen MC–85 from 107th Avenue to 75th Avenue from the current four lanes to six lanes with turning lanes. Initially studied as two separate projects they have been combined. The project will focus on improving the intersections at 107th, 91st and 83rd Avenue first then widening the roadway to six lanes as funding is available. Total length of the project is four miles. Estimated cost of the intersection improvements is $18M. Construction will be in phases as funding is available. The first phase will be improvement to the 83rd Avenue intersection and the addition of approximately 1.26 miles of center lane for a dual left turn lane. A total of $2M is budgeted in FY 2010–11 to complete design and begin the intersection improvement. 1024 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement T177 – 7th St from Carefree Highway to Desert Hills This project will add a continuous center dual left turn lane and correct the alignment at Desert Hills plus minor sight distance and drainage improvements to 7th St from Carefree Highway to Desert Hills. The total cost of the project is estimated to be $6.4M with $4.1M budgeted in FY 2010–11 to complete construction. T178 – Ellsworth Road from Hunt Highway to Riggs Road This project will widen Ellsworth Road from Hunt Highway to Riggs Road from two lanes to six lanes with center median increasing the capacity and safety of the roadway. Total length of the project is approximately 1.7 miles. The estimated cost of the project is $14.8M. A total of $10.1M is budgeted in FY 2010–11 to complete construction. T248 – Deer Valley Road from El Mirage to Lake Pleasant The purpose of this project is to alleviate congestion on Bell Road in the northwest valley by extending Deer Valley Road across the Agua Fria River from El Mirage to Lake Pleasant by connecting the east end of Williams Road at 117th Avenue to the west end of Deer Valley at 109th Avenue. Initially the project will provide one paved lane in each direction. The estimated cost is $15.4M. A total of $1M is budgeted in FY 2010–11 to complete design. T327 – New River Road Area Improvements Funding has been budgeted to complete a scoping effort (preliminary design and cost estimate) to determine the type and cost of improvements needed for New River Road. Nine locations have been identified as possibly needing bus pullouts, improved access, turning lanes, two way left turn lanes, etc. to improve general safety and provide a safer commute. T349 – MC 85 and 83rd Avenue The purpose of this scoping effort is to evaluate the need for intersection improvements. Funding/Cost Summary: Funding Source Highway User Revenue Funds Partnership Contributions/IGA/IDA $ Project Total $ Cost by Sub-Project T083 - MC 85: Cotton Ln - Estrella Pkwy $ T098 - Williams Fld: Gilbert - Lindsay T112 - MC 85: 107th - 91st Ave T113 - MC 85: 91st- 75th Ave T177 - 7TH St:Carefree-Desert Hills T178 - Ellsworth RD: Hunt - Riggs T248 - Deer Valley: EL Mirage - Lake Pleasant T327 - New River Road Area Improvements T349 - MC85: 83rd Ave Intersection Improvements Bin ARTS Project Reserve Project Total $ Prior Yrs. Actual 3,057,425 8,320,331 11,377,756 Prior Yrs. Actual 3,316,688 406,132 1,528,502 1,491,856 778,888 2,702,298 1,153,393 11,377,756 Projected FY 09-10 $ 7,155,063 573,667 $ 7,728,730 Projected FY 09-10 $ 2,852,932 112,045 55,336 91,083 1,570,211 2,025,763 526,720 494,640 $ 7,728,730 $ $ $ $ Year 1 FY 10-11 13,985,000 9,500,000 23,485,000 Year 1 FY 10-11 4,680,000 1,030,000 1,000,000 4,100,000 10,105,000 1,000,000 40,000 30,000 1,500,000 23,485,000 $ $ $ $ 1025 Year 2 FY 11-12 7,485,000 7,485,000 Year 2 FY 11-12 1,305,000 4,650,000 1,530,000 7,485,000 $ $ $ $ Year 3 FY 12-13 18,550,000 18,550,000 Year 3 FY 12-13 50,000 50,000 7,820,000 8,100,000 2,530,000 18,550,000 $ $ $ $ Year 4 FY 13-14 11,955,000 4,800,000 16,755,000 Year 4 FY 13-14 6,950,000 5,225,000 1,550,000 3,030,000 16,755,000 $ $ $ $ Year 5 FY 14-15 3,030,000 3,030,000 Year 5 FY 14-15 3,030,000 3,030,000 $ $ $ $ 5-Year Total 55,005,000 14,300,000 69,305,000 5-Year Total 7,000,000 4,680,000 6,305,000 11,675,000 4,100,000 10,105,000 13,750,000 40,000 30,000 11,620,000 69,305,000 $ $ $ $ $ Total Project 65,217,488 23,193,998 88,411,486 Total Project 13,169,620 5,198,177 7,888,838 13,257,939 6,449,099 14,833,061 15,430,113 534,640 30,000 11,620,000 88,411,486 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement Operating Cost Summary: Projected Year 1 Year 2 Year 3 Year 4 Year 5 FY 09-10 FY10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 Current Project Operating Costs for User Department Personal Sevices $ 90,031 $ 92,731 $ 111,881 $ 127,279 $ 138,540 $ 142,696 Supplies & Services 115,928 119,406 146,529 168,245 183,996 189,516 Capital Outlay 24,816 25,560 34,006 40,676 45,387 46,749 Total $ 230,775 $ 237,698 $ 292,417 $ 336,200 $ 367,923 $ 378,960 Post Construction User Department Operating Costs Personal Sevices $ 90,031 $ Supplies & Services 115,928 Capital Outlay 24,816 Total $ 230,775 $ 108,622 $ 142,262 33,016 283,900 $ 123,572 $ 163,345 39,491 326,408 $ 134,504 $ 178,637 44,065 357,207 $ 138,540 $ 183,996 45,387 367,923 $ 163,136 218,915 56,338 438,389 Net User Department Operating Costs (post less current) Personal Sevices $ - $ Supplies & Services Capital Outlay Total $ - $ 15,891 $ 22,856 7,455 46,202 $ 11,691 $ 16,815 5,485 33,991 $ 7,225 $ 10,392 3,390 21,007 $ - $ - $ 20,440 29,399 9,590 59,429 1026 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement Dust Mitigation Managing Department: Project Partner(s): Transportation T176 Federal funds T249 Federal funds Scheduled Completion Dates: Improvement Forest Road: McDowell to Rio Verde Low Volume Road Program District Scheduled Completion 2 4th Quarter FY 2010–11 All 4th Quarter FY 2010–11 Purpose Statement: The purpose of this Dust Mitigation project is to reduce dust on dirt roads primarily within the non attainment area for travelers and citizens so that dust related health problems are reduced and to ensure compliance with federal mandates. The benefit to the public is that it reduces fugitive dust particulates improving public health and making the roads safer to travel. Project Descriptions: T176 – Low Volume Road Program The Low Volume Road Program is an ongoing annual effort to pave dirt roads and arterial shoulders in the County to reduce dust particulates and improve air quality so that motorists will have a safer, less dusty route to travel. The FY 2010–11 budget is $3M. In FY 2009–10 the Department began to begin identifying the next phase of dirt roads to be paved with a total of 47 roads completing scoping. This new "list" will be placed into specific projects and then programmed for design and construction using the existing categorization criteria. T249 – Forest Road: McDowell to Rio Verde This project will widen the shoulders along Forest Road: McDowell to Rio Verde to create a bicycle path along this popular biking route and reduce fugitive dust so that cyclists and motorists will have a safer, less dusty route to travel. The estimated construction cost is $1M with $905K budgeted in FY 2010–11 to complete construction. Funding/Cost Summary: Prior Yrs. Actual 3,285,684 4,899,933 Project Total $ 8,185,617 Prior Yrs. Cost by Sub-Project Actual T176 - Low Volume RoadsProgram $ 7,558,422 T249 - Forest RD McDwell- Rioi Verde 62,282 Bin DMIT Project Reserve Project Total $ 7,620,705 Funding Source Highway User Revenue Funds Federal Funds $ Projected FY 09-10 204,291 $ 204,291 Projected FY 09-10 $ 75,355 128,936 $ 204,291 $ Year 1 FY 10-11 4,035,000 $ 4,035,000 Year 1 FY 10-11 $ 3,000,000 905,000 130,000 $ 4,035,000 $ Year 2 FY 11-12 2,730,000 400,000 $ 3,130,000 Year 2 FY 11-12 $ 3,000,000 130,000 $ 3,130,000 $ 1027 Year 3 FY 12-13 3,130,000 $ 3,130,000 Year 3 FY 12-13 $ 3,000,000 130,000 $ 3,130,000 $ Year 4 FY 13-14 2,730,000 400,000 $ 3,130,000 Year 4 FY 13-14 $ 3,000,000 130,000 $ 3,130,000 $ Year 5 FY 14-15 3,230,000 $ 3,230,000 Year 5 FY 14-15 $ 3,100,000 130,000 $ 3,230,000 $ 5-Year Total $ 15,855,000 800,000 $ 16,655,000 5-Year Total $ 15,100,000 905,000 650,000 $ 16,655,000 Total Project $ 19,344,975 5,699,933 $ 25,044,908 Total Project $ 22,733,777 1,096,218 650,000 $ 24,479,996 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement Operating Cost Summary: Projected Year 1 Year 2 Year 3 Year 4 Year 5 FY 09-10 FY10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 Current Project Operating Costs for User Department Personal Sevices $ 16,530 $ 17,026 $ 86,514 $ 125,235 $ 166,202 $ 209,513 Supplies & Services 23,775 24,488 124,433 180,125 239,047 301,342 Capital Outlay 7,755 7,988 40,588 58,754 77,973 98,293 Total $ 48,060 $ 49,502 $ 251,535 $ 364,114 $ 483,221 $ 609,148 Post Construction User Department Operating Costs Personal Sevices $ 16,530 $ Supplies & Services 23,775 Capital Outlay 7,755 Total $ 48,060 $ 83,994 $ 120,809 39,406 244,209 $ 121,588 $ 174,879 57,042 353,509 $ 161,361 $ 232,084 75,702 469,147 $ 203,411 $ 292,565 95,430 591,405 $ 247,839 356,465 116,273 720,577 Net User Department Operating Costs (post less current) Personal Sevices $ - $ Supplies & Services Capital Outlay Total $ - $ 66,969 $ 96,320 31,418 194,707 $ 35,073 $ 50,446 16,455 101,974 $ 36,126 $ 51,959 16,948 105,033 $ 37,209 $ 53,518 17,457 108,184 $ 38,326 55,123 17,980 111,429 1028 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement Intelligent Transportation Systems (ITS) Managing Department: Project Partner(s): Transportation All – MAG has allocated Federal funds Scheduled Completion Dates: Scoping Study 99th Avenue: Olive to Bell Road MC 85 Litchfield Rd and 83rd Avenue Bell Road: State Route 303 to 75th Avenue Olive Avenue: Litchfield Road to State Route 101 MCDOT Traffic Management Center Upgrade District 4 4 4 4 5 Scheduled Completion 4th Quarter FY 2010–11 4th Quarter FY 2011–12 4th Quarter FY 2011–12 4th Quarter FY 2012–13 4th Quarter FY 2011–12 Purpose Statement: The purpose of this Intelligent Transportation Systems (ITS) project is to install Intelligent Transportation System (ITS) “Smart Instrumentation” along corridors to monitor traffic and adjust traffic signals to improve traffic flow. The project will involve design of vehicle detection systems (VDS), closed circuit TV (CCTV), changeable message signs (CMS) and communications that allow technicians to monitor traffic and make adjustments so that commuters experience less travel delays and have a faster and safer commute. Project Descriptions: T287 – 99th Avenue, between Olive Avenue and Bell Road The purpose of this project is to improve traffic coordination along 99th Avenue, between Olive Avenue and Bell Road by installing a fiber optic cable and the installation of wireless connections to both the Maricopa County Department of Transportation (MCDOT) traffic management system and to additional traffic signals not directly along the conduit route. This will provide connectivity for existing traffic signals, mid–block detection, and CCTV cameras, and for future ITS devices. It will connect to MCDOT’s backbone and provide redundant communications capabilities for other agencies for traffic management applications so that commuters will have a faster and safer commute. Construction is estimated to cost $1.1M of which $493K is federal funding. T288 – Bell Road between State Route 303 and 75th Avenue The purpose of this project is to construct six dynamic message signs along Bell Road between Loop th 303 and 75 Avenue so that commuters will have a faster and safer commute. In addition to the dynamic message signs, fiber and conduit will also be installed to connect to the existing ITS infrastructure along Bell Road, just west of State Route 101 (SR–101), to 75th Avenue. Construction is planned for FY 2011–12 with an estimated cost of $1M. A total of $15K is budgeted for FY 2010–11 to complete design. T289 – MCDOT Traffic Management Center Upgrade. The purpose of this project is to install both equipment and software upgrades to the Traffic Management Center which manages traffic on the County system by monitoring traffic conditions and making real time adjustments so that commuters will have a faster and safer commute. Estimated cost of the upgrade is $1.2M. 1029 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement T292 – Olive Avenue between Litchfield Road and SR–101 The purpose of this project is to install fiber optic cable and wireless connections along Olive Avenue between Litchfield Road and SR–101 as well as for other traffic signals not directly along the conduit route so that commuters will have a faster and safer commute. Construction for this project is planned for FY 2012–13. The FY 2010–11 budget includes $15K to complete the project’s design. T352 – MC 85 between Litchfield Rd and 83rd Avenue The purpose of this project is to install fiber optic cable and wireless connections along MC 85 between Litchfield Rd and 83rd Avenue. Federal funding is available for the project in FY2013-2014. The FY 2010-11 funding is for $30K to begin preliminary design work. Funding/Cost Summary: Funding Source Highway User Revenue Funds Federal Funds $ Project Total $ Cost by Sub-Project T287 - 99th Ave: Olive to Bell $ T288 - Bell Rd SR303 to 75th T289 - MCDOT TMC Upgrade T292 - Olive Ave: Litchfield Rd to Loop 101 T352 - MC85:Litchfield -83rd Ave Bin INTL Project Reserve Project Total $ Prior Yrs. Actual 325,368 325,368 Prior Yrs. Actual 73,208 54,292 139,688 58,181 325,368 Projected FY 09-10 $ 405,324 $ 405,324 Projected FY 09-10 $ 121,770 52,894 192,569 38,091 $ 405,324 $ $ $ $ Year 1 FY 10-11 2,390,000 2,390,000 Year 1 FY 10-11 1,090,000 15,000 1,160,000 15,000 30,000 80,000 2,390,000 $ $ $ $ Year 2 FY 11-12 1,084,838 1,610,162 2,695,000 Year 2 FY 11-12 1,000,000 660,000 5,000 1,030,000 2,695,000 $ $ $ $ Year 3 FY 12-13 1,857,000 1,857,000 Year 3 FY 12-13 827,000 1,030,000 1,857,000 $ $ $ $ Year 4 FY 13-14 1,030,000 1,030,000 Year 4 FY 13-14 1,030,000 1,030,000 $ $ $ $ Year 5 FY 14-15 1,030,000 1,030,000 Year 5 FY 14-15 1,030,000 1,030,000 $ $ $ $ 5-Year Total 7,391,838 1,610,162 9,002,000 5-Year Total 1,090,000 1,015,000 1,820,000 847,000 30,000 4,200,000 9,002,000 $ $ $ $ $ Total Project 8,122,530 1,610,162 9,732,692 Total Project 1,284,978 1,122,186 2,152,257 943,272 30,000 4,200,000 9,732,692 Operating Cost Summary: Projected FY 09-10 Year 1 FY10-11 Year 2 FY 11-12 Year 3 FY 12-13 Year 4 FY 13-14 Year 5 FY 14-15 Current Project Operating Costs for User Department Personal Services $ Supplies & Services Total $ 320,155 $ 391,220 $ 399,044 $ 407,025 $ 415,166 $ 423,469 283,689 287,702 $ 293,456 $ 299,325 $ 305,312 311,418 603,844 $ 678,922 $ 692,500 $ 706,350 $ 720,477 $ 734,887 Post-Construction Managing Dept Operating Costs Personal Services $ Supplies & Services Total $ 320,155 $ 391,220 $ 399,044 $ 407,025 $ 415,166 $ 423,469 283,689 287,702 353,456 419,325 455,312 461,418 603,844 $ 678,922 $ 752,500 $ 826,350 $ 870,477 $ 884,887 Net Operating Cost Increase (post less current) Supplies & Services $ Total $ - 1030 $ $ - $ $ 60,000 $ 120,000 $ 150,000 $ 150,000 60,000 $ 120,000 $ 150,000 $ 150,000 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement Maricopa Association of Governments (MAG) Arterial Life Cycle Program (ALCP) Projects Managing Department: Project Partner(s): Transportation All – Maricopa Association of Governments T167 – Cities of El Mirage and Surprise T195 – Cities of El Mirage, Glendale and Surprise T199 – City of Mesa and Salt River Pima Maricopa Indian Community (potential funding partners) Scheduled Completion Dates: Improvement District Scheduled Completion El Mirage from Bell Road to State Route 303 (SR– 4 2nd Quarter FY 2010–11 303) (Phase B) Northern Avenue: Phase I Sarival to Dysart 4 4th Quarter FY 2012–13 Gilbert Road Bridge over the Salt River 1,2 To Be Negotiated (TBN)* Dobson Road Bridge at Salt River 1,2 TBN* McKellips Road Bridge over the Salt River 1,2 TBN* McKellips Road State Route 101 (SR–101) to 2 TBN* Alma School El Mirage Northern to Olive 4 TBN* El Mirage Picerne to Bell 4 TBN* *Completion date subject to finalizing project funding partnership agreement Purpose Statement: The purpose of the Maricopa Association of Governments (MAG) Arterial Life Cycle Program (ALCP) Projects is to construct those transportation infrastructure projects in the County that are eligible for MAG funding from the Regional Transportation Plan (Prop 400) for the traveling public so they will have a safe and economical journey. The benefit to the public is that once constructed motorists will have a roadway that is safer and more economical to travel. These projects are contingent on forming financial partnerships and securing MAG funding from the Regional Transportation Plan (Prop 400). Those revenues have slowed due to the economic downturn and as a result MAG is periodically adjusting reimbursement dates which affect project delivery. The County lacks sufficient funds to complete these projects on its own and must secure financial partnerships to complete the projects. The priority project in this bin is construction of the Gilbert Road Bridge over the Salt River. The need was clearly demonstrated by the recent winter rains. Releases from the Granite Reef Diversion Dam this winter flowed over the large concrete pipes being installed as a temporary measure on the north bound lanes. Project Descriptions: T103 and T104 – El Mirage Rd from Bell Road to State Route 303 (SR-303) Phase A made the initial connection with the construction of El Mirage Rd from Dear Valley Road to SR–303 and was completed in FY 2008–09. 1031 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement Phase B of this project connects Bell Road with SR–303 by extending El Mirage Road from Bell to SR– 303 in two phases so that the residents will have a safer commute and provide an alternative route to using heavily congested Bell Road. Phase A made the initial connection with the construction of El Mirage Road from Dear Valley Road to SR–303 and was completed in FY 2008–09. Phase B improves El Mirage from Bell Road to Deer Valley. Phase B began construction in FY 2009–10 with a projected construction cost of $6M. A total of $4.4M is budgeted for FY 2010–11 to complete construction. The County will receive reimbursement for a portion of the cost of the project from the Maricopa Association of Governments (MAG) in the FY 2016–17 to FY 2018–19 timeframe. T141 – McKellips Road Bridge over the Salt River The bridge will replace the low flow crossing, which is closed every time there are water releases from the Granite Reef diversion Dam into the Salt River, so the traveling public will have an all weather crossing of the river. Estimated to cost $34M, the first step is to form the financial partnership with the Salt River Indian Community, and the City of Mesa in order to secure MAG funding from the Regional Transportation Plan. Contingent on successful financial partnership formation design is planned to begin in FY 2013–14. T167 – El Mirage: El Mirage Road from Northern to Bell Road The purpose of this Design Concept Report was to determine the cost to widen El Mirage Road from Northern to Bell Road so the traveling public will have a safer more efficient commute. The preliminary engineering study is close to completion with $30K budgeted in FY 2010–11 for study completion and negotiations on the MAG funding agreement. The initial cost for construction of this six mile project was first estimated to be a total of $87M with $37M in reimbursements available from MAG leaving the funding partners to provide the balance. A cost reduction study reduced the total cost to around $62M saving $25M. These recommended changes have not been approved by the potential funding partners and agreement on the final scope of the individual segment projects has not been finalized. The County has committed $10M to this project. Until the final scope of the project has been approved, the County will not include this project in the budget process after FY 2010–11. T195 – Northern Avenue: SR–303 to Grand This is a 20 year multi–phased project in partnership with the Maricopa Association of Governments, the Cities of El Mirage, Glendale, Peoria, and Surprise. The project will construct a 12.5 mile long principal arterial with controlled access (parkway) extending from 67th Avenue at its intersection with Grand Avenue west to SR–303 so the traveling public has a safer and more efficient commute. The current estimate is $315.7M to construct with MAG providing $221M and the other partners providing $94.7M. The funding agreement with MAG is being negotiated and once in place work will begin on this massive project. Reimbursements from the Regional Transportation Plan are spread out over the entire life of the project extending through 2026. The initial phase from Sarival to Dysart began design in FY 2009–10. Total cost for this first phase is $84M with $24.4M budgeted for FY 2010–11 to complete design and begin right–of–way acquisition. Construction is planned for FY 2011–12 and is contingent on timely completion of the financial partnership agreements. T199 – Dobson Road Bridge at Salt River The project is to construct a six lane bridge over the Salt River for an all weather crossing of the river. Estimated to cost $48M, the first step is to form the financial partnership to secure MAG funding from 1032 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement the Regional Transportation Plan, the Salt River Indian Community, and the city of Mesa. Contingent on successful financial partnership formation design is planned to begin in FY 2012–13. T339 – Gilbert Road Bridge over the Salt River The bridge will replace the low flow crossing which was washed out by recent releases into the Salt River so the traveling public will have an all weather crossing of the river. A value analysis reduced the cost by $25M and shortened the length of the bridge. Now estimated to cost $30 M, the first step is to form the financial partnership to secure MAG funding from the Regional Transportation Plan and the Salt River Indian Community. Due to the flood damage federal funds are being pursued. A total of $1.5M is budgeted in FY 2010–11 to complete the partnership negotiations and then start the bridge design. T341 – El Mirage Picerne to Bell This project will improve the southern half of the El Mirage Bell Road intersection extending to Picerne provided the financial partnership can be formed. The initial cost estimate for the project is $18.8M with $540K budgeted in FY 2010–11 to begin design efforts. The cost reduction study reduced the scope of this segment by reducing the roadway width greatly reducing the right–of–way cost. Agreement between the potential funding partners on the revised project scope is necessary before the design can begin. T342 – McKellips Road SR–101 to Alma School This project will widen McKellips Road to six lanes creating a rural principal arterial with center median. Estimated cost is $14.7M. Construction is contingent on forming a financial partnership with the Salt River Indian Community, and the City of Mesa, then securing MAG funding from the Regional Transportation Plan. Design is tentatively planned to start in FY 2012–13 and is contingent on successful financial partnership formation. T344 – El Mirage Northern to Olive This project emanated from the study of El Mirage Road from Northern to Bell (T167). The purpose of this project is to widen El Mirage from two to four lanes with a dual left turn lane in the middle. A total of $540K is budgeted in FY 2010–11 to begin design efforts once agreement on the project scope is reached and the financial partnership formed. Funding/Cost Summary: Prior Yrs. Projected Year 1 Actual FY 09-10 FY 10-11 1,880,603 $ 957,685 $ 4,607,552 $ 6,971,760 9,739,741 28,897,448 Project Total $ 8,852,363 $ 10,697,426 $ 33,505,000 $ Prior Yrs. Projected Year 1 Cost by Sub-Project Actual FY 09-10 FY 10-11 T103 - El Mirage: Bell - Beardsley $ 3,983,967 $ 6,001,454 $ 4,425,000 $ T141 - McKellips Rd Bridge @ Salt River 827 T167 - El Mirage: Northern - Bell 1,921,840 669,930 30,000 T195 - Northern Ave: SR 303 - Grand 169,247 2,936,756 24,430,000 T199 - Dobson Rd Bridge at Salt River 2,766,775 1,076,650 T305 - Power Rd Pecos To Santan Fwy 9,708 12,636 T339 - Gilbert Rd Bridge 1,510,000 T341 - El Mirage Picerne to Bell 540,000 T342 - McKellips Rd - SR 101 to Alma School T344 - El Mirage Northern to Olive 540,000 Bin ALCP Project Reserve 2,030,000 Project Total $ 8,852,363 10,697,426 $ 33,505,000 $ Funding Source Highway User Revenue Funds Partnership Contributions/IGA/IDA Federal Funds $ 1033 Year 2 FY 11-12 3,449,103 206,000 40,402,700 44,057,803 Year 2 FY 11-12 41,530,000 110,000 1,050,000 50,000 1,317,803 44,057,803 Year 3 FY 12-13 4,812,262 12,117,000 1,073,543 $ 18,002,805 Year 3 FY 12-13 $ 600,000 4,075,000 2,000,000 3,150,000 3,050,000 1,100,000 10,000 4,017,805 $ 18,002,805 $ Year 4 FY 13-14 $ 14,559,522 14,473,281 $ 29,032,803 Year 4 FY 13-14 $ 5,165,000 4,100,000 2,000,000 5,900,000 3,050,000 3,550,000 10,000 5,257,803 $ 29,032,803 Year 5 FY 14-15 $ 38,450,138 25,501,077 $ 63,951,215 Year 5 FY 14-15 $ 4,125,000 19,275,000 22,300,000 3,400,000 3,600,000 1,075,000 10,176,215 $ 63,951,215 5-Year Total $ 12,868,917 65,332,660 110,348,049 $ 188,549,626 5-Year Total $ 4,425,000 9,290,000 30,000 66,560,000 27,450,000 4,000,000 32,970,000 11,090,000 8,250,000 1,685,000 22,799,626 $ 188,549,626 Total Project $ 15,707,205 82,044,161 110,348,049 $ 208,099,415 Total Project $ 14,410,421 9,290,827 2,621,770 69,666,003 31,293,425 4,022,344 32,970,000 11,090,000 8,250,000 1,685,000 22,799,626 $ 208,099,415 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement Operating Cost Summary: Projected Year 1 FY 09-10 FY10-11 Current Project Operating Costs for User Department Personal Sevices $ 1,295,952 $ 1,334,831 $ Supplies & Services 1,863,960 1,919,879 Capital Outlay 607,992 626,232 Total $ 3,767,904 $ 3,880,941 $ Post Construction User Department Operating Personal Sevices $ Supplies & Services Capital Outlay Total $ Year 2 FY 11-12 Year 3 FY 12-13 Year 4 FY 13-14 Year 5 FY 14-15 1,398,258 $ 1,440,205 $ 1,493,334 $ 1,538,134 2,011,106 2,071,439 2,147,853 2,212,289 655,988 675,668 700,593 721,611 4,065,352 $ 4,187,312 $ 4,341,781 $ 4,472,034 Costs 1,295,952 $ 1,383,902 $ 1,469,397 $ 1,513,479 $ 1,558,883 $ 1,605,649 1,863,960 1,985,802 2,106,230 2,169,417 2,234,500 2,301,535 607,992 643,272 680,122 700,525 721,541 743,187 3,767,904 $ 4,012,976 $ 4,255,749 $ 4,383,421 $ 4,514,924 $ 4,650,371 Net User Department Operating Costs (post less current) Personal Sevices $ - $ Supplies & Services Capital Outlay Total $ - $ 49,071 $ 65,923 17,040 132,035 $ 1034 71,139 $ 95,125 24,133 190,397 $ 73,273 $ 97,978 24,857 196,109 $ 65,549 $ 86,646 20,948 173,143 $ 67,515 89,246 21,576 178,337 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement Partnership Support Managing Department: Project Partner(s): Transportation See Project Descriptions Scheduled Completion Dates: Improvement Special Projects Small Cities Assistance Program Maricopa County 85 at Miller Road Buckeye Annexation Val Vista Germann to Ray Arizona Benchmarking Study District TBD TBD 4 4 1 All Scheduled Payment Date 4th Quarter 2011 4th Quarter 2011 TBD 1st Quarter FY 2011–12 4th Quarter FY 2010–11 On–going Purpose Statement: The purpose of Partnership Support is to provide funding for other agency led projects on the County road system or adjacent to unincorporated Maricopa County land so that commuters experience less travel delay and have a faster and safer commute. Project Descriptions: T003 – Special Projects The County will contribute up to $1.5M to Special Projects selected by the Transportation Advisory Board to assist other agencies so that small projects can be funded that otherwise would not qualify through the normal review and prioritization process. T009 – Small Cities Transportation Assistance Program (SCTAP) The County will contribute $250K to Small Cities Transportation Assistance Program (SCTAP) projects which will be selected by the Transportation Advisory Board at a future meeting. T163 – Maricopa County 85 (MC–85) at Miller Road The County will contribute $150K in FY 2011-12 to the Town of Buckeye install traffic signals and make other improvements to the MC–85 at Miller Road intersection to improve safety, reduce congestion, and improve traffic flow. Payment is contingent on the Town starting construction. T247 – Val Vista Germann to Ray The County will contribute $1.65M to the Town of Gilbert for improvements to Val Vista Germann to Ray which is programmed for payment in FY 2010–11. T284 – Town of Buckeye for Annexation The County will contribute over a four year period a total of $1.5M to the Town of Buckeye for annexation of roadways. The FY 2010–11 amount is $405K which is the third payment of four. T302 – Arizona Benchmarking Study The Arizona Benchmarking Study began in July 2005 with four participating agencies. It has expanded to nine agencies working together to share project data and identify and implement Best Management Practices that improve project delivery performance and reduce project delivery costs. The principle 1035 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement agencies (Pima County, Maricopa County, City of Phoenix, Tucson and the Maricopa County Community Colleges) share in the cost of the study. The study was suspended in FY 2009–10 due to budget issues. A total of $35K has been set aside in the event the study is continued in FY 2010–11 by the member agencies. Funding/Cost Summary: Funding Source Highway User Revenue Funds Partnership Contributions/IGA/IDA Prior Yrs. Projected Year 1 Year 2 Year 3 Year 4 Year 5 Actual FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 $ 4,812,343 $ 427,627 $ 3,564,333 $ 813,333 $ 258,333 $ 258,333 $ 223,333 $ 5,583,333 616,667 416,667 416,667 416,667 416,667 416,667 Project Total $ 10,395,676 $ 1,044,294 $ 3,981,000 $ 1,230,000 $ 675,000 $ 675,000 $ 640,000 $ 5-Year Total Total Project 5,117,665 $ 10,357,635 2,083,335 8,283,335 7,201,000 $ 18,640,970 Note: Revenues shown include ADOT funding for two completed projects. Cost by Sub-Project T003 - Special Projects Fund T009 - Small Cities Assist Prog T163 - MC 85 at Miller T247 - Val Vista Germann - Ray T284 - Buckeye Annexation T302 AZ Benchmarking Study Bin PSUP Project Reserve Prior Yrs. Projected Year 1 Year 2 Year 3 Year 4 Year 5 Actual FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 $ 2,571,054 $ - $ 1,510,000 $ 260,000 $ 260,000 $ 260,000 $ 260,000 $ 1,872,466 250,000 250,000 250,000 250,000 250,000 250,000 48,823 150,000 1,651,000 300,000 400,000 405,000 405,000 20,000 35,000 35,000 35,000 35,000 130,000 130,000 130,000 130,000 130,000 Project Total $ 4,812,343 $ 650,000 $ 3,981,000 $ 1,230,000 $ 675,000 $ 675,000 $ 640,000 $ Operating Cost Summary: Not applicable 1036 5-Year Total Total Project 2,550,000 $ 5,121,054 1,250,000 3,372,466 150,000 198,823 1,651,000 1,651,000 810,000 1,510,000 140,000 160,000 650,000 650,000 7,201,000 $ 12,663,343 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement Pavement Preservation Managing Department: Project Partner(s): Transportation None Scheduled Completion Dates: Improvement Sun City West Mill and Overlay Fort McDowell, Mohave, Yavapai Drainage McDowell Rd: Perryville Rd to ½ mile east Miller Rd: I- to one mile north Vehicle Locating System and Radio Upgrade District 4 2 4 4 N/A Scheduled Completion 2nd Quarter FY 2011-12 2nd Quarter FY 2011-12 4th Quarter FY 2011-12 4th Quarter FY 2011-12 4th Quarter FY 2012-13 Purpose Statement: The purpose of this Pavement Preservation project is to complete timely and cost effective roadway pavement restoration projects for the traveling public so they can safely and efficiently transport goods, services and people on well maintained roadways. Project Descriptions: T291 –Vehicle Locating System and Radio Upgrade This project is a four year installation of new radio equipment in County vehicles so that County vehicle radios remain compatible with changes in assigned radio frequencies mandated by federal legislation. The estimated cost is $595K for FY 2010–11 for the purchase of the radios $1.8 to complete the total project. If funding is available this project will be accelerated. T332 – Fort McDowell, Mohave, Yavapai Drainage This project will address drainage issues on Ft. McDowell Road, Mohave Road and Yavapai Road on the Fort McDowell Yavapai Indian Nation. Estimated cost is $220K in FY 2010-11. T337 – McDowell Road: Perryville Road to ½ mile east The purpose of this project is to widen McDowell from two lanes to three lanes (half street improvement) and address drainage issues. Estimated cost is $440K in FY 2010-11. T338 – Miller Road: I–10 to one mile north The purpose of this project is to pave Miller Road from Interstate 10 to the Army National Guard Facility. Estimated cost is $440K in FY 2010-11. T343 – Sun City West Mill and Resurface This project will remove the existing asphalt surface and replace it with new asphalt to rehabilitate the existing deteriorated pavement so the traveling public will have a safer and more economical commute. Estimated cost is $4M. T348 Bush Highway Asphalt Rubber Overlay This scoping effort (preliminary design and cost estimate) is to determine the type and cost of improvements needed for the Bush Hwy Asphalt Rubber Overlay project in anticipation of federal funding becoming available at the end of FY 2010-11. 1037 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement Funding/Cost Summary: Prior Yrs. Actual $ 634,791 Project Total $ 634,791 Prior Yrs. Cost by Sub-Project Actual T291 - VLS and Radio Upgrade $ 634,791 T332 - Fort McDowell, Mohave, Yavapai Drainage T337 - McDowell Rd Perryville to 1/2 m east T338 - Miller Rd I-10 to 1 m north T343 - Sun City West Mill and Overlay T348 - Bush Hwy Asphalt Rubber Ovrly Bin PAVE Project Reserve Project Total $ 634,791 Funding Source Highway User Revenue Funds Projected FY 09-10 $ 618,914 $ 618,914 Projected FY 09-10 $ 572,877 9,820 1,450 34,767 $ 618,914 $ $ $ $ Year 1 FY 10-11 6,260,000 6,260,000 Year 1 FY 10-11 595,000 220,000 440,000 440,000 4,035,000 30,000 500,000 6,260,000 $ $ $ $ Year 2 FY 11-12 4,625,000 4,625,000 Year 2 FY 11-12 595,000 4,030,000 4,625,000 $ $ $ $ Year 3 FY 12-13 4,670,000 4,670,000 Year 3 FY 12-13 640,000 4,030,000 4,670,000 $ $ $ $ Year 4 FY 13-14 4,030,000 4,030,000 Year 4 FY 13-14 4,030,000 4,030,000 $ $ $ $ Year 5 FY 14-15 4,030,000 4,030,000 Year 5 FY 14-15 4,030,000 4,030,000 $ $ $ $ 5-Year Total Total Project 23,615,000 $ 24,868,705 23,615,000 $ 24,868,705 5-Year Total Total Project 1,830,000 $ 3,037,668 220,000 229,820 440,000 441,450 440,000 474,767 4,035,000 4,035,000 30,000 $ 30,000 16,620,000 $ 16,620,000 23,615,000 $ 24,868,705 Operating Cost Summary: The attached table shows no change in operating costs from the overlays and repairs made to the roadways. It is expected that only minimal maintenance (striping, right–of–way maintenance) will be required for several years resulting no net increase. Projected Year 1 Year 2 Year 3 Year 4 Year 5 FY 09-10 FY10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 Current Project Operating Costs for User Department Personal Sevices $ 33,060 $ 47,673 $ 49,103 $ 50,576 $ 52,093 $ 53,656 Supplies & Services 47,550 68,567 70,624 72,743 74,925 77,173 Capital Outlay 15,510 22,365 23,036 23,727 24,439 25,172 Total $ 96,120 $ 138,605 $ 142,763 $ 147,046 $ 151,457 $ 156,001 Post Construction User Department Operating Costs Personal Sevices $ 33,060 $ Supplies & Services 47,550 Capital Outlay 15,510 Total $ 96,120 $ 47,673 $ 68,567 22,365 138,605 $ 1038 49,103 $ 70,624 23,036 142,763 $ 50,576 $ 72,743 23,727 147,046 $ 52,093 $ 74,925 24,439 151,457 $ 53,656 77,173 25,172 156,001 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement Transportation Planning Managing Department: Project Partner(s): Transportation None Scheduled Completion Dates: Study Northern Parkway Corridor Feasibility Study Peoria Avenue Corridor Improvement Study Candidate Assessment Reports #1,2 and 3 District Scheduled Completion 4 4th Quarter of FY 2010–11 4 4th Quarter of FY 2010–11 TBD Purpose Statement: The purpose of Transportation Planning is to provide plans, studies, research, recommendations and consultation services to planning, development, and project delivery professionals so they can design and construct transportation infrastructure projects that are in line with County goals as established in the Transportation System Plan. This project provides funding for advance planning and more accurate initial assessments of projects, which results in a better use of public funds. A total of $1.6M is budgeted in FY 2010–11 for planning studies. Study Descriptions: T005 – Northern Parkway This Corridor Feasibility Study will focus only on corridor feasibility and alignment. The Northern Parkway will be an east west parkway and the study is expected to originate at Turner Parkway and terminate at Tonopah Parkway. The study will define a two–mile wide buffer around the Northern Parkway alignment (as identified in the Interstate 10/Hassayampa Roadway Framework Study). The estimated study cost is $680K. The study is planned for completion in FY 2010–11. T005 – Peoria Avenue This Corridor study will establish the facility type, number of lanes, right–of–way needs, and general alignment that will be required to accommodate projected traffic growth and enhance safety on the future Peoria Avenue. The proposed study area will encompass Peoria Avenue between El Mirage Road and Jackrabbit Trails Parkway Alignment for an area totaling approximately 10 miles in length. The estimated study cost is $450K. The study is planned for completion in FY 2010–11. T005 – Candidate Assessment Reports (CAR) #1, 2 and 3 These reports will be done, on yet unidentified areas, to assess the need for potential projects. Each of the reports has a projected cost of $90,000. The total CAR estimated cost is $270K. Funding/Cost Summary: Funding Source Highway User Revenue Funds Partnership Contributions/IGA/IDA $ Project Total $ Cost by Sub-Project T005 - Candidate Assessment Reports $ Bin TPLN Project Reserve Project Total $ Prior Yrs. Actual 6,320,386 518,572 6,838,958 Prior Yrs. Actual 6,838,958 6,838,958 Projected FY 09-10 $ 1,791,329 $ 1,791,329 Projected FY 09-10 $ 1,791,329 $ 1,791,329 $ $ $ $ Year 1 FY 10-11 1,630,000 1,630,000 Year 1 FY 10-11 1,400,000 230,000 1,630,000 $ $ $ $ Operating Cost Summary: Not applicable 1039 Year 2 FY 11-12 1,630,000 1,630,000 Year 2 FY 11-12 1,400,000 230,000 1,630,000 $ $ $ $ Year 3 FY 12-13 1,630,000 1,630,000 Year 3 FY 12-13 1,400,000 230,000 1,630,000 $ $ $ $ Year 4 FY 13-14 1,630,000 1,630,000 Year 4 FY 13-14 1,400,000 230,000 1,630,000 $ $ $ $ Year 5 FY 14-15 1,630,000 1,630,000 Year 5 FY 14-15 1,400,000 230,000 1,630,000 $ $ $ $ 5-Year Total 8,150,000 8,150,000 5-Year Total 7,000,000 1,150,000 8,150,000 $ $ $ $ Total Project 16,261,715 518,572 16,780,287 Total Project 15,630,287 1,150,000 16,780,287 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement Right–of–Way Managing Department: Project Partner(s): Transportation None Scheduled Completion Dates: Improvement District Scheduled Completion Property Management TBD On–going Right of Way (ROW) In–fill on Road Inventory TBD On–going System Purpose Statement: One purpose of this Right–of–way (ROW) project is to fund the fees for the purchase of property and titles on existing roads. Other purposes include managing excess property purchased for projects and disposing of excess property. In the early years of the county, roads were built to allow farmers to get their products to market. Citizens were happy to get the road and often title to the land used for the road was not transferred to the County. This fund is used to obtain this type of property when these situations are identified. The benefit to the public is that it provides better fiscal management by providing a funding mechanism for acquisition of public right–of–way for existing county roads. Project Descriptions: T008 – Property Management The purpose of Property Management Project is to actively manage, prepare for sale and dispose of excess land previously purchased for projects, to recoup the cost and generate revenue. Excess land occurs from situations where it is more cost effective to purchase the entire parcel rather than a portion of the parcel, thus avoiding costly litigation and severance damage claims. The estimated annual cost is $50K. T011 – ROW In–fill on Road Inventory System The purpose of the ROW In–fill on Road Inventory System project is to obtain fee title on existing roads so that the traveling public has continued access to the existing roadway system. The FY 2010–11 budget is $200K to acquire right–of–way when identified. Funding/Cost Summary: Prior Yrs. Actual 6,964,511 11,335 Project Total $ 6,975,846 Prior Yrs. Cost by Sub-Project Actual T008 - Prop Mgmt Prior Yr Projects $ 214,884 T011 - ROW In-Fill/Road Inv Sys 6,760,962 Bin RWAY Project Reserve Project Total $ 6,975,846 Funding Source Highway User Revenue Funds Partnership Contributions/IGA/IDA $ Projected FY 09-10 118,333 $ 118,333 Projected FY 09-10 $ 26,503 91,830 $ 118,333 $ Year 1 FY 10-11 350,000 $ 350,000 Year 1 FY 10-11 $ 50,000 200,000 100,000 $ 350,000 $ Year 2 FY 11-12 580,000 $ 580,000 Year 2 FY 11-12 $ 50,000 400,000 130,000 $ 580,000 $ Operating Cost Summary: Not applicable 1040 Year 3 FY 12-13 580,000 $ 580,000 Year 3 FY 12-13 $ 50,000 400,000 130,000 $ 580,000 $ Year 4 FY 13-14 580,000 $ 580,000 Year 4 FY 13-14 $ 50,000 400,000 130,000 $ 580,000 $ Year 5 FY 14-15 680,000 $ 680,000 Year 5 FY 14-15 $ 50,000 500,000 130,000 $ 680,000 $ $ $ $ $ 5-Year Total 2,770,000 2,770,000 5-Year Total 250,000 1,900,000 620,000 2,770,000 Total Project 9,852,844 11,335 $ 9,864,179 Total Project $ 491,387 8,752,792 620,000 $ 9,864,179 $ Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement Safety Improvements Managing Department: Project Partner(s): Transportation None Scheduled Completion Date: Improvement Indian School Road at Beardsley Canal Buckeye Road from Wintersburg to 355th Avenue Lower Buckeye Road from Salome Hwy to 339th Avenue MC 85 Center Turn Lane Addition New River Road from the S–curve to Figs Springs District 4 4 4 Scheduled Completion 3rd Quarter FY 2010–11 3rd Quarter FY 2010–11 3rd Quarter FY 2010–11 5 3 4th Quarter FY 2011–12 1st Quarter FY 2010–11 Purpose Statement: The purpose of this Safety Improvement project is to investigate potential hazardous situations and make necessary safety related improvements to reduce accidents and improve safety so that commuters have a safer commute. Project Descriptions: T277 – Indian School Road at Beardsley Canal The purpose of the Indian School Road at Beardsley Canal project is to eliminate safety concerns so the traveling public will have a safe bridge once construction is complete. The estimated cost is $500K to complete construction which is scheduled to begin in late spring of 2010 once the design is complete. The Maricopa Water District is involved in reviewing the design plans since the project crosses the Beardsley Canal. T310 – Buckeye Road from Wintersburg to 355th Avenue project The purpose of the Buckeye Road from Wintersburg to 355th Avenue project is to make minor adjustments to the roadway so the traveling public will have a safe commute. This portion of Buckeye Road was paved in response to residents’ dust complaints. Since then maintenance crews have noted potential safety issues which need to be studied. The estimated cost is $220K to complete the work. T311 – Lower Buckeye Road from Salome Hwy to 339th Avenue The purpose of the Lower Buckeye Road from Salome Hwy to 339th Avenue is to make minor adjustments to the roadway so the traveling public will have a safe commute. This portion of Buckeye Road was also paved in response to residents’ dust complaints and maintenance crews have also noted potential safety issues which need to be studied. The estimated cost is $120K to complete the work. T312 – New River Road from the S–curve to Figs Springs The purpose of the New River Road from the S–curve to Figs Springs project is to realign the roadway so the traveling public will have a safer commute. The estimated cost is $6.5M with $500K budgeted in FY 2010–11 to begin design. 1041 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement T328 – New River Road: from I–17 to Desert Hills A safety audit of New River Road: from Interstate 17 to Desert Hills is in progress to determine if additional guardrail or other safety improvements are necessary and if so the cost to install. A total of $10K is budget to complete the study. T345 – MC 85 from 107th Avenue to 75th The purpose of the safety improvement project is the addition of approximately 1.26 miles of center lane for a continuous dual left turn lane on MC 85 from 107th Avenue to 75th Ave. A total of $30,000 is budgeted in FY 2011 to start design. T350 – Buckeye Road from Wintersburg to 339th Avenue and T351 – Lower Buckeye Road from Salome Hwy to 339th Avenue The purpose of projects T350 and T351 is to have utility poles moved away from the roadway to provide a clear safe zone between the poles and the roadway. Funding/Cost Summary: Prior Yrs. Actual 344,623 344,623 Prior Yrs. Cost by Sub-Project Actual T277 - Indian School Road at Beardsley Canal $ 34,142 T310 - Buckeye Rd Wintersburg to 355th Ave 39,876 T311 - Lower Buckeye Rd: Salome Hwy to 339th Avenue 27,197 T312 - New River Rd: S Curve to Fig Springs 243,408 T328 - New River I-17 FR to Desert Hills T345 - MC 85 Center Lane Extension T350 - Buckeye Rd: Wintersburg - 339th Avenue T351 - Lower Buckeye: Salome Hwy - 339th Avenue Bin SAFE Project Reserve Project Total $ 344,623 Funding Source Highway User Revenue Funds $ Project Total $ Projected FY 09-10 581,527 581,527 Projected FY 09-10 $ 102,832 89,594 66,484 265,834 56,783 $ 581,527 $ $ Year 1 FY 10-11 1,660,000 1,660,000 Year 1 FY 10-11 $ 500,000 220,000 120,000 500,000 10,000 30,000 30,000 30,000 220,000 $ 1,660,000 $ $ Operating Cost Summary: Not applicable 1042 Year 2 FY 11-12 5,810,000 5,810,000 Year 2 FY 11-12 $ 5,500,000 310,000 $ 5,810,000 $ $ Year 3 FY 12-13 360,000 360,000 Year 3 FY 12-13 $ 50,000 310,000 $ 360,000 $ $ Year 4 FY 13-14 310,000 310,000 Year 4 FY 13-14 $ 310,000 $ 310,000 $ $ Year 5 FY 14-15 510,000 510,000 Year 5 FY 14-15 $ 510,000 $ 510,000 $ $ $ $ $ $ 5-Year Total 8,650,000 8,650,000 5-Year Total 500,000 220,000 120,000 6,050,000 10,000 30,000 30,000 30,000 1,660,000 8,650,000 $ $ $ $ $ $ $ $ Total Project 9,576,150 9,576,150 Total Project 636,974 349,470 213,681 6,559,242 66,783 30,000 30,000 30,000 1,660,000 9,576,150 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement Traffic Improvements Managing Department: Project Partner(s) Transportation T272 Gila River Indian Community T281 Town of Queen Creek Scheduled Completion Dates: Improvement Maricopa County 85 at Baseline 51st Avenue at Tashquinth, Judum and Bunn Rittenhouse and Cloud Road McDowell and McKellips Intersections R H Johnson Intersections Southern at Meridian Road Bell Road intersections District 4 5 1 2 4 2 4 Scheduled Completion 4th Quarter FY 2010–11 1st Quarter FY 2010–11 TBD 4th Quarter FY 2011–12 4th Quarter FY 2010–11 4th Quarter FY 2010–11 4th Quarter FY 2010–11 Purpose Statement: The purpose of this Warranted Traffic Improvements project is to install traffic signals and make other intersection improvements to improve safety, reduce congestion, improve traffic flow, and provide real time traffic data so that commuters experience less travel delays and have a faster and safer commute. Project Descriptions: T271 – Maricopa County 85 (MC–85) at Baseline The purpose of this project is to install traffic signals and make other improvements at the MC–85 at Baseline intersection to improve safety, reduce congestion, and improve traffic flow. The estimated cost is $747K. T272 – 51st Avenue at Tashquinth, Judum and Bunn The purpose of this project is to install right turn lanes and make other improvements on 51st Avenue at Tashquinth, Judum and Bunn intersections to improve safety, reduce congestion, and improve traffic flow. Construction is currently in progress and $5K is budgeted in FY 2010–11 to close out the project. The Gila River Indian Community has offered grand funding in support of the project. T281 – Rittenhouse and Cloud Road The County will contribute up to $386K in FY 2010-11 to the Town of Queen Creek for intersection improvements at the Rittenhouse and Cloud Road intersection to improve safety, reduce congestion, and improve traffic flow. Payment is contingent on the Town constructing the project. T290 – McDowell Road at 92nd St, Alma School, and Longmore, and, at two intersections on McKellips Road at Alma School and at 92nd St. This project will install intelligent transportation system equipment at three intersections on McDowell Road at 92nd St, Alma School, and Longmore, and, at two intersections on McKellips Road at Alma School and at 92nd St. Design is currently in progress with $10K budget for FY 2010–11 to complete design plans. Construction is scheduled for FY 2011–12. 1043 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement T314 – R H Johnson at R H Johnson and Camino Del Sol, R H Johnson and Aleppo Drive, R H Johnson and Spanish Garden Drive, R H Johnson and Whispering Oaks Drive This project will replace a total of four old signals on R H Johnson at R H Johnson and Camino Del Sol, R H Johnson and Aleppo Drive, R H Johnson and Spanish Garden Drive, R H Johnson and Whispering Oaks Drive to improve safety, reduce congestion, reduce maintenance costs, and improve traffic flow. The estimated cost is $1.1M. T315 – Southern at Meridian Road This project will install traffic signals and make other improvements to improve safety, reduce congestion, and improve traffic flow at Southern at Meridian Road. The estimated cost to complete the project is $1.5M. T323 – Bell Road at Del Webb, 98th Avenue, 99th Avenue, Boswell and Lindgren This project will install new traffic signals on Bell Road at Del Webb, 98th Avenue, 99th Avenue, Boswell and Lindgren intersections. The current signals are obsolete and do not comply with current federal highway standards. The total cost of the project is $2.2M. In addition to the above, projects funding has been budgeted to complete scoping effort (preliminary design and cost estimate) to determine the type and cost of improvements needed for: T324 T333 T334 T335 T336 T357 T358 - Olive at Cotton Lane Elliot Road at Sossaman Olive at Reems Peoria and Olive Signal Upgrades Stardust at 135th Avenue Meeker at Wilson Way RH Johnson at Trail Ridge Funding/Cost Summary: Funding Source Highway User Revenue Funds Partnership Contributions/IGA/IDA $ Project Total $ Cost by Sub-Project T004 - Warranted Traffic Improvements $ T271 - MC 85 at Baseline T272 - 51st Ave at Pecos T281 - Rittenhouse Road at Cloud Road T290 - Traffic signal Upgrade 5 locations T314 - Sun City Signal Upgrade on R H Johnson T315 - Southern at Meridian T323 - Sun City Signal Upgrades on Bell Rd T324 - Olive Ave at Cotton Lane T333 - Elliot Rd at Sossaman T334 - Olive at Reems T335 - Peoria and Olive Ave Signal Upgrades T336 - Stardust at 135th Ave T357 - Meeker Blvd and Wilson Way T358 - RH Johnson and Trail Ridge Bin TIMP Project Reserve Project Total $ Prior Yrs. Actual 2,482,504 180,000 2,662,504 Prior Yrs. Actual 1,264,780 192,336 1,140,427 95 498 14,444 49,924 2,662,504 Projected FY 09-10 $ 1,295,980 370,000 $ 1,665,980 Projected FY 09-10 $ 50,000 534,889 126,871 400,000 6,193 71,947 172,786 171,465 51,377 31,625 26,786 8,174 13,867 $ 1,665,980 $ $ $ $ Year 1 FY 10-11 6,826,000 6,826,000 Year 1 FY 10-11 1,000,000 20,000 5,000 386,000 10,000 1,080,000 1,520,000 2,165,000 60,000 15,000 15,000 10,000 10,000 30,000 30,000 470,000 6,826,000 $ $ $ $ 1044 Year 2 FY 11-12 2,800,000 2,800,000 Year 2 FY 11-12 2,000,000 270,000 530,000 2,800,000 $ $ $ $ Year 3 FY 12-13 2,530,000 2,530,000 Year 3 FY 12-13 2,000,000 530,000 2,530,000 $ $ $ $ Year 4 FY 13-14 2,530,000 2,530,000 Year 4 FY 13-14 2,000,000 530,000 2,530,000 $ $ $ $ Year 5 FY 14-15 2,530,000 2,530,000 Year 5 FY 14-15 2,000,000 530,000 2,530,000 $ $ $ $ 5-Year Total 17,216,000 17,216,000 5-Year Total 9,000,000 20,000 5,000 386,000 280,000 1,080,000 1,520,000 2,165,000 60,000 15,000 15,000 10,000 10,000 30,000 30,000 2,590,000 17,216,000 $ $ $ $ Total Project 20,994,484 550,000 21,544,484 Total Project 10,314,780 747,225 1,272,298 786,095 286,691 1,166,391 1,742,710 2,336,465 111,377 46,625 41,786 18,174 23,867 30,000 30,000 2,590,000 21,544,484 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement Operating Cost Summary: Projected Year 1 Year 2 Year 3 FY 09-10 FY10-11 FY 11-12 FY 12-13 Current Project Operating Costs for User Department Personal Sevices $ 703,638 $ 837,854 $ 873,450 $ 958,912 $ Supplies & Services 790,650 941,523 981,523 1,077,560 Total $ 1,494,288 $ 1,779,377 $ 1,854,973 $ 2,036,472 $ Year 4 FY 13-14 Year 5 FY 14-15 1,043,167 $ 1,131,614 1,172,240 1,271,631 2,215,407 $ 2,403,245 Post Construction User Department Operating Costs Personal Sevices $ 759,220 $ 848,009 $ 878,680 $ 1,012,783 $ 1,098,654 $ 1,188,766 Supplies & Services 853,160 952,935 987,401 1,138,097 1,234,593 1,335,855 Total $ 1,612,380 $ 1,800,945 $ 1,866,081 $ 2,150,880 $ 2,333,247 $ 2,524,621 Net User Department Operating Costs (post less current) Personal Sevices $ 55,582 $ Supplies & Services 62,510 Total $ 118,092 $ 10,156 $ 11,412 21,568 $ 1045 5,230 $ 5,877 11,108 $ 53,871 $ 60,537 114,409 $ 55,488 $ 62,353 117,841 $ 57,152 64,224 121,376 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Capital Improvement Transportation Administration Managing Department: Project Partner(s): Transportation None Purpose Statement: The purpose of Transportation Administration is to provide project oversight and delivery services to construction delivery teams so they can complete transportation projects on time, within budget and scope that satisfies or meets predetermined project objectives. The benefit to the public is that it provides better fiscal management of the capital program. Project Descriptions: T001 – TIP Development The purpose of TIP Development is to provide funding staff support to monitor the capital program and provide project oversight for management so that available funds are spent in a fiscally prudent and cost effective manner. Estimated cost is $671K. T002 – Project Reserve The purpose of the Project Reserve fund is to reserve monies to cover project costs increases so that County citizens receive planned infrastructure projects are completed as planned and funds are available for projects that were scheduled at budget preparation time to be completed but extend into the new fiscal year. A total of $5M has been budget for cost increases and carry over projects. T006 – Unallocated Force Account The purpose of the Unallocated Force Account is to provide additional budget for staff to work on planned or added projects. A total of $1.5M has been budgeted for additional staff support. T012 – General Civil Engineering The General Civil Engineering fund is a reserve to provide budget for new scoping studies approved by the Department Director and or County Engineer so these studies can begin with minimal administrative costs. These scoping studies provide information to assess the cost and benefit of a proposed project and provide the Board of Supervisors better information on which to make decisions. A total of $350K is budget for scoping studies and investigations. Funding/Cost Summary: Prior Yrs. Actual $ 7,270,066 Project Total $ 7,270,066 Prior Yrs. Cost by Sub-Project Actual T001 - TIP Development $ 2,708,571 T002 - Project Reserve Account T006 - Unallocated Force Account T007 - Previous Year Projects 2,833,163 T012 - General Civil Engineering 1,728,333 Project Total $ 7,270,066 Funding Source Highway User Revenue Funds Projected FY 09-10 $ 554,272 $ 554,272 Projected FY 09-10 $ 554,272 $ 554,272 Year 1 FY 10-11 $ 7,491,000 $ 7,491,000 Year 1 FY 10-11 $ 671,355 5,000,000 1,469,645 350,000 $ 7,491,000 Year 2 FY 11-12 $ 8,046,998 $ 8,046,998 Year 2 FY 11-12 $ 550,000 5,000,000 2,146,998 350,000 $ 8,046,998 Operating Cost Summary: Not applicable 1046 Year 3 FY 12-13 $ 9,416,998 $ 9,416,998 Year 3 FY 12-13 $ 550,000 3,500,000 2,016,998 350,000 3,000,000 $ 9,416,998 Year 4 FY 13-14 $ 12,861,998 $ 12,861,998 Year 4 FY 13-14 $ 450,000 7,000,000 2,061,998 350,000 3,000,000 $ 12,861,998 Year 5 5-Year Total FY 14-15 Total Project $ 10,716,998 $ 48,533,992 $ 56,358,330 $ 10,716,998 $ 48,533,992 $ 56,358,330 Year 5 5-Year Total FY 14-15 Total Project $ 450,000 $ 2,671,355 $ 5,934,198 5,000,000 25,500,000 25,500,000 1,916,998 9,612,637 9,612,637 350,000 1,400,000 4,233,163 3,000,000 9,350,000 11,078,333 $ 10,716,998 $ 48,533,992 $ 56,358,330 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget 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, 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 current debt position, as growth in the County could result in an increased need for capital financing. Revenues, as well as needs, should drive the County’s debt issuance program. 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, while at the same time meeting the growing demands of the County’s capital projects. The information contained herein reflects the current debt status of Maricopa County for the fiscal year ended June 30, 2009. 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, 2009. A copy of the CAFR can be obtained at: http://www.maricopa.gov/Finance/Annual.aspx. 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 certificates 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-bonded obligations are added by most security analysts when calculating an issuer’s debt ratios. Debt Issuance History The County has used debt financing for many years to finance capital projects. The following chart illustrates the amount of debt, as well as, categories of outstanding debt for the fiscal year ended June 30, 2009. 1047 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Debt Service LONG-TERM LIABILITIES All Categories of Debt (2) Maricopa County, Arizona As of June 30, 2009 Year Ending June 30 2005 2006 2007 2008 2009 GOVERNMENTAL ACTIVITES: Bonds, loans, and other payables: General obligation bonds $ Lease revenue bonds (3) Lease trust certificates Special assessment debt with governmental commitment (1) Certificates of participation (3) Installment purchase agreements (3) Capital leases Total Governmental activities 0 $ 0 $ 0 $ 0 $ 0 101,101,501 81,188,067 181,245,043 173,670,000 163,900,000 10,812,000 9,212,000 6,812,000 4,612,000 0 235,458 154,267 103,077 82,519 193,591 5,500,000 5,115,000 4,715,000 4,295,000 3,850,000 892,254 546,202 205,765 0 0 33,039,132 50,093,644 51,135,339 13,507,633 16,312,891 $ 132,048,846 $ 112,528,427 $ 226,120,017 $ 232,753,163 $ 219,078,930 $ 43,499 $ 36,933 $ 29,957 $ 0 $ 0 $ 43,499 $ 36,933 $ 29,957 $ 0 $ 0 BUSINESS-TYPE ACTIVITES (4) Bonds and other payables: Lease revenue bonds (3) Total Business-type activities *Modified to exclude Stadium District bonds and obligations Notes: (1) Does not represent an obligation of the County. (2) Long-term liabilities excludes claims and judgments payable, reported and incurred but not reported claims, and liabilities for closure and postclosure costs. (3) On January 1, 2005, the Medical Center was transitioned to the Maricopa County Special Health Care District, a separate legal entity that is not part of the County’s reporting entity. The long-term debt obligations, as previously reported in the Medical Center Fund, a major enterprise fund, which include lease revenue bonds of $15,207,425, certificates of participation of $5,500,000, and installment purchase agreements of $1,090,234, were transferred to governmental activities as they are the responsibility of the County. The County will continue to pay the debt service including principal and interest when due and will be reimbursed by the Maricopa County Special Health Care District pursuant to the District’s intergovernmental agreement with the County. (4) On July 1, 2007, the County reclassified the Solid Waste Management Fund as a special revenue fund, resulting in the elimination of business-type activities. Due to this reporting change, lease revenue bonds long-term liabilities were restated. 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: • A vehicle to deal with temporary cash flow difficulties. This situation arises when cash receipts do not follow the same pattern as cash outlays. 1048 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget • • Debt Service To handle unexpected costs resulting from natural emergencies or other significant 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. Pay-As-You-Go Financing This method means that capital projects are paid for from the government’s current revenue base. The County does not issue bonds and does not have to repay the borrowings over time. There are several advantages to this method. For example, pay-as-you-go financing will save the amount of interest which otherwise would be paid on bonds issued to finance the program. The government is not encumbered by as much debt service when economic conditions deteriorate due to normal business cycles. Since the use of current revenues can be adjusted in a given budget year, pay-as-you-go financing can 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. If the jurisdiction is forced to finance the improvements 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 and ongoing mandated services. Grants Government grants stem from a variety of sources, but the majority of grant revenues for capital projects come from federal and state governments. Grants often require a County matching contribution. Most grants require an application from the County, identifying specific improvements or equipment that will be purchased with the grant money. Short-Term Borrowing (Notes) Tax Anticipation Notes (TANs) are notes issued in anticipation of the collection of taxes, as referenced in the Arizona Revised Statutes (A.R.S.), Title 35, Chapter 3, Article 3.1. They provide operating funds 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. 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 TANs. Lines and Letters of Credit – Where their use is judged by the Finance Director 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. The Board of Supervisors must approve any agreement with financial institutions for the acquisition of lines or letters of credit. On July 1, 2006, the County entered into a $35,000,000 municipal revolving line of credit with an interest rate of 65% of the bank’s prime rate which has a maturity date of June 30, 2009. Outstanding principal and interest is due on June 30 of each year. During fiscal year 2009, the County had not borrowed against the line of credit. The municipal revolving line of credit was renewed to June 30, 2010. 1049 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Debt Service On July 1, 2008, the County entered into a $4,177,256 irrevocable standby letter of credit issued to the Industrial Commission of Arizona for unfunded workers’ compensation claims. The irrevocable standby letter of credit matured on July 1, 2009. The letter of credit was reserved against the municipal revolving line of credit. During fiscal year 2009, the letter of credit had not been drawn upon. The irrevocable standby letter of credit was renewed to July 1, 2010, for $5,325,903. General Obligation Bonds Bond security is the taxing power of the state or local government, as referenced in the A.R.S., Title 35, Chapter 3, Article 3, for new general obligation bonds and Title 35, Chapter 3, Article 4 for refunding bonds. An issuer selling a general obligation 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 general obligation 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 the lowest of any public securities due to this superior security. Prior to issuance, Arizona general obligation 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 these revenues are generated by the project funded out of debt proceeds. Revenue bonds are designed to be self-supporting through user fees or other special revenues (i.e. excise taxes, rents or fees). 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. 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. Certificates of Participation Certificates of Participation 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 made by the County for that purpose. Rating agencies typically give Certificate of Participation 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 Trust Certificates Lease Trust Certificates 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. 1050 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Debt Service Installment Purchase Agreements Same as a lease purchase agreement with the exception that the County takes title to the property up front. Debt Limit The Arizona Constitution, Article 9, Section 8, states that a County indebtedness pertaining to general obligation bonds may not exceed six percent of the value of the County’s taxable property ascertained by the last assessment. All general obligation bonds must be approved by voters regardless of amount issued up to the six percent limit. The County may issue non-general obligation bonds without voter approval up to six percent of the taxable property. However, with voter approval, the County may become indebted for an amount not to exceed fifteen percent of such taxable property. The following table represents the County’s outstanding general obligation indebtedness with respect to its constitutional general obligation debt limitation. 2008-09 Constitutional General Obligation Bonding Capacity Maricopa County, Arizona 2008-09 Secondary Assessed Valuation 15% of Secondary Assessed Valuation Less: GO Bonded Debt Outstanding Plus: GO Debt Service Fund Balance Unused Fifteen Percent Borrowing Capacity $ 58,303,635,287 $ 8,745,545,293 8,745,545,293 Rating Agency Analysis Independent assessments of the relative credit worthiness of municipal securities are provided by rating agencies. They furnish letter grades that convey their 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 Ratings are the three major rating agencies that rate municipal debt. These rating agencies have provided 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 – leadership and 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 existing and proposed debt issuance. The following chart outlines how the ratings reflect creditworthiness, ranging from very strong securities to speculative and default situations. 1051 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Debt Service Examples of the rating systems are: RATING AGENCIES BOND RATINGS Explanation of corporate/municipal bond ratings Fitch Moody’s Standard & Poor’s Premium quality High quality Medium quality AAA AA A Aaa Aa A AAA AA A Medium grade, lower quality Predominantly speculative Speculative, low grade BBB BB B Baa Ba B BBB BB B Poor to default Highest speculation Lowest quality, no interest CCC CC C Caa Ca C CCC CC C In default, in arrears Questionable value DDD DD D DDD DD D 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 Maricopa County’s Debt Rating The County’s most recent bond rating was on April 30, 2009, when Maricopa County received affirmation on its issuer credit rating for general obligation bonds of Aa1 as well as a bond rating of Aa2 on its lease revenue bonds from Moody’s Investor Service. Also affirmed is the County’s bond rating of Aa3 on its Certificates of Participation, Series 2000, from Moody’s Investor Service. Moody’s Investor Service Press Release dated April 30, 2009, states that the bond rating reflects Maricopa County’s “strong financial position resulting from conservative management practices, a favorable direct debt profile, and one of the largest tax bases for a large, urban county in the United States.” On August 21, 2007, Maricopa County received an issuer credit rating on its General Obligation bonds of AAA as well as a bond rating of AA+ on its Lease Revenue and Refunding Bonds, Series 2007A and 2007B from Standard & Poor’s Rating Service. Standard & Poor’s Rating Service Press Release dated August 21, 2007, states that the bond rating reflects Maricopa County’s “increasingly strong financial patterns; conservative financial planning; strong revenue growth and conservative spending patterns; very low debt ratios and manageable capital needs; and complete insulation from the County’s health care system.” On April 26, 2007, Maricopa County received an implied unlimited tax bond rating on its General Obligation bonds of Aa1 as well as a bond rating upgrade from A1 to Aa2 on its Lease Revenue bonds along with a bond rating upgrade from A2 to Aa3 on its Certificates of Participation from Moody’s Investors Service. Moody’s Investor Service Press Release dated April 26, 2007, states that the bond rating “upgrades reflect the significant expansion in the County’s regional economy and tax base, very low debt burdens” as 1052 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Debt Service well as the “voter approval to create an independent hospital district with its own taxing authority…and significantly improved financial policies and practices at the County.” On April 25, 2007, Maricopa County received an implied bond rating on its General Obligation bonds of AAA as well as a bond rating of AA+ on its Lease Revenue bonds and Certificates of Participation from Fitch Ratings. Fitch Ratings Press Release dated April 25, 2007, states that the bond rating “reflects Maricopa County’s expansion of large financial reserves, a record of continued economic growth and diversification, successful fiscal reforms, and the county’s modest debt profile…The successful transfer of the medical center to a separate special health district provides further credit comfort.” The following illustrates a history of the County’s various debt ratings. Date Date Rating Rating Type of Debt Fitch Assigned Moody's Assigned General Obligation AAA 4/25/07 Aa1 4/30/09 AA+ 11/11/03 Aa1 4/26/07 AA 12/04/01 Aa3 12/06/01 AA 4/05/00 Aa3 5/26/00 A-1 11/06/98 A-2 3/17/97 A 6/13/94 Aa 7/26/93 Aa-1 8/21/81 Date Standard & Rating Poor's Assigned AAA 8/21/07 A+ 4/11/97 A 5/27/94 AA 6/02/76 Ratio Analysis Rating analysts compare direct net debt to the population in order to measure the size or magnitude of the County’s debt. This ratio is referred to as the Direct Net Debt Per Capita Ratio. The same ratio is applied to all debt within the County 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 adjacent to the following tables. There are an infinite number of ratios, which could be calculated to measure the County’s debt burden. The following analysis focuses on commonly used ratios instead of creating customized ones. The ratios calculated are for governmental activities and do not include business-type activities. The source of repayment is from either the secondary tax levy or by appropriation from the general fund for debt service payments. Debt for which there is a source of repayment; i.e. pledged revenues for car rental service charge, debt service has been excluded. 1053 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Debt Service DIRECT AND OVERALL NET DEBT MARICOPA COUNTY, ARIZONA Audited 6/30/08 GOVERNMENTAL ACTIVITES Lease Revenue Bonds Lease Trust Certificates Certificates of Participation Capital Leases Direct Net Debt Overlapping Debt (1) Overall Net Debt Population Estimate (2) Full Value of Taxable Property (3) Audited 6/30/09 Projected 6/30/10 Projected 6/30/11 $ 173,670,000 $ 163,900,000 $ 153,285,000 $ 142,140,000 4,612,000 0 0 0 4,295,000 3,850,000 3,385,000 2,895,000 50,093,644 51,135,339 27,358,339 8,613,372 $ 232,670,644 $ 218,885,339 $ 184,028,338 $ 153,648,372 7,667,484,231 7,904,280,982 8,037,224,035 8,179,988,993 $ 7,900,154,875 $ 8,123,166,321 $ 8,221,252,373 $8,333,637,365 $ 3,987,942 431,682,163 $ 4,023,331 516,184,657 $ 4,217,427 444,366,534 $ 4,328,379 363,787,640 Direct Net Debt Per Capita $ 58.34 $ 54.40 $ 43.64 $ 35.50 Overall Net Debt Per Capita $ 1,981.01 $ 2,019.02 $ 1,949.35 $ 1,925.35 Ratios (4) Direct Net Debt As Percentage Of Full Value Property Overall Net Debt As % Of FV Property FV Property Per Capita $ 0.054% 0.042% 0.041% 0.042% 1.83% 1.57% 1.85% 2.29% 108,246.85 $ 128,297.84 $ 105,364.37 $ 84,047.09 Notes: (1) Projected overlapping debt for 2010 and 2011 was based on a three year average increase for General Obligation Bonds: Cities, Towns, School Districts and Special Assessment Districts. Source: www.azdor.gov (2) Projections for 2009, 2010 and 2011 are based on estimates provided by the Department of Economic Security. Source: www.workforce.az.gov (3) Full Cash Value Taxable Property Estimates: 2010 and 2011 provided by Maricopa County Assessor’s Office; 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 • Governmental activities direct and overall net debt includes the applicable portion of outstanding debt obligations that were reclassified from the transition of the Maricopa County Medical Center (business-type activity) to the Maricopa County Special Health Care District, a separate legal entity. The debt obligations are included in the calculation as they are a direct obligation to the County and are not paid from pledged revenues. Maricopa County will be reimbursed by the Maricopa County Special Health Care District for the debt service payments paid on behalf of the County as provided for in the Intergovernmental Agreement. 1054 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Debt Service Debt Obligations by 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 the lowest of any public securities. Prior to issuance, Arizona GO Bonds must have a majority vote approval from the residents of the County. On July 1, 2004, the County made the final debt service payment on the outstanding General Obligation Bonds, which 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. Legal Debt Margin – County indebtedness pertaining to general obligation bonds may not exceed six percent of the value of the County’s taxable property ascertained by the last assessment. However, with voter approval, the County may become indebted for an amount not to exceed 15 percent of such taxable property. At June 30, 2009, the County had no outstanding general obligation debt, (0.00% of taxable property), while the 6 percent limit was $3,498,218,117 and the 15 percent limit was $8,745,545,293. Lease Revenue Bonds On June 1, 2001, the Maricopa County Public Finance Corporation issued $124,855,000 of Lease Revenue Bonds, Series 2001, to pay for the acquisition, construction and equipment for a planned County Administration Building, Jefferson Street Garage, Clerk of the Court Center, Forensic Science Center and related projects. The issue was also intended to fund improvements to the existing Security Center Building and Jackson Street Garage. Under the terms of the bond indentures the Corporation received the proceeds to construct and purchase these assets and the County will make lease payments to extinguish the debt. Lease payments will equal the aggregate amount of principal and interest due at that date. Upon the final lease payment, the title to the assets will transfer to the County. The County’s obligation to make lease payments will be subject to and dependent upon annual appropriations made by the County. On December 3, 2003, the Maricopa County Public Finance Corporation issued Lease Revenue Refunding Bonds, Series 2003, of $16,880,000 (par value) with an interest rate ranging from 2.5% to 4% and maturing on July 1, 2012. The proceeds were used to advance refund the 2000 certificates of participation principal of $4,103,000, 1996 certificates of participation principal of $1,576,452, 1994 certificates of participation principal of $3,815,000, 1993 certificates of participation principal of $580,000, and several capital leases aggregating $11,104,817. The bonds were issued at a premium of $457,156 and debt service reserve accounts previously established totaling $4,461,354 were used for the current refunding and to pay cost of issuance expense. On August 29, 2005, the Maricopa County Public Finance Corporation defeased the Medical Center’s portion of the Series 2001 Lease Revenue Bonds in the amount of $10,605,000. The County contributed the cash to advance refund the bonds, which mature on July 1, 2006 through July 1, 2015; those bonds maturing on or after July 1, 2012, are callable on July 1, 2011, and are redeemable at par plus accrued interest. 1055 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Debt Service On May 23, 2007, the Maricopa County Public Finance Corporation issued $108,100,000 of Lease Revenue Bonds, Series 2007A, to pay for the acquisition, construction, and renovation for the Durango Animal Care and Control Facility and various court facilities. Under the terms of the bond indentures, the Corporation received the proceeds to construct and purchase these assets and the County will make lease payments to extinguish the debt. Bonds maturing on or after July 1, 2017, are subject to optional redemption in increments of $5,000 on July 1, 2016, or any date thereafter, at par plus accrued interest to the date fixed for redemption. In the event of nonappropriation, the bonds would be subject to special redemption at par plus accrued interest to the redemption date. On May 23, 2007, the Maricopa County Public Finance Corporation issued Lease Revenue Refunding Bonds, Series 2007B, for $32,840,000 (par value) with interest rates ranging from 4% to 5% and maturing from July 1, 2012 to July 1, 2015. The net bond proceeds were $34,414,011 which included a reoffering premium of $973,843, County contributions of $860,000, and cost of issuance of $259,831. The net proceeds were used to advance refund the Lease Revenue Bonds, Series 2001, of $32,215,000, with interest rates ranging from 4.75% to 5.5%, maturing from July 1, 2012 through July 1, 2015, and callable on July 1, 2011. The County defeased lease revenue bonds by placing the proceeds of new bonds in an irrevocable trust to provide for all future debt service payments on the old bonds. Under the terms of the bond indentures, the Corporation received the proceeds to current refund County debt obligations and the County will make lease payments to extinguish the debt. The County will be obligated to pay on each lease payment date an amount equal to the lease payments then due. The County’s obligation to pay the lease payments will continue until all lease payments due under the lease have been paid. The County’s obligation to make lease payments will be subject to and dependent upon annual appropriations made by the County. SUMMARY OF LEASE REVENUE BOND AMOUNTS OUTSTANDING BY ISSUE As of June 30, 2009 Bond Issue 2001 Lease Revenue Bonds 2003 Lease Revenue Refunding Bonds 2007A Lease Revenue Bonds 2007B Lease Revenue Refunding Bonds Total $ $ 1056 Amount 21,175,000 3,870,000 106,015,000 32,840,000 163,900,000 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Debt Service DEBT SERVICE REQUIREMENTS TO MATURITY Lease Revenue Bonds Maricopa County, Arizona As of June 30, 2009 Year Ending June 30 2010 2011 2012 2013 2014 2015-19 2020-24 2025-29 2030-32 Total Principal $ 10,615,000 11,145,000 10,585,000 11,205,000 11,375,000 35,855,000 23,160,000 29,195,000 20,765,000 $ 163,900,000 Interest $ 7,148,079 6,630,595 6,103,790 5,602,040 5,118,505 18,997,075 13,363,625 7,175,463 1,106,787 $ 71,245,959 Total Debt Service $ 17,763,079 17,775,595 16,688,790 16,807,040 16,493,505 54,852,075 36,523,625 36,370,463 21,871,787 $ 235,145,959 On January 1, 2005, the Maricopa County Medical Center (business-type activity) was transitioned to the Maricopa County Special Health Care District, a separate legal entity. The following represents the reimbursement schedule for debt service obligations to Maricopa County from the Maricopa County Special Health Care District as provided for in the Intergovernmental Agreement. REIMBURSEMENT REQUIREMENTS TO MATURITY Special Health Care District (Lease Revenue Bonds) Maricopa County, Arizona As of June 30, 2009 Year Ending June 30 2010 2011 2012 2013 2014 2015-16 Total Principal $ 1,526,943 1,603,528 1,075,113 1,132,999 1,197,388 2,597,051 $ 9,133,022 $ $ Interest 435,430 363,562 297,639 237,723 174,162 143,079 1,651,595 Total Debt Service $ 1,962,373 1,967,090 1,372,752 1,370,722 1,371,550 2,740,130 $ 10,784,617 Special Assessment Districts A Special Assessment District (County 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 1057 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Debt Service phases of the improvement district process contain regulations for public notification through posting of the property, publication in the local newspaper, and the set up of a protest period. Once the Board of Supervisors approves the awarding of the bid, construction follows. Since the residents pay for 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 County 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 Special Assessment District Bonds. SUMMARY OF PRINCIPAL AMOUNT OUTSTANDING BY ISSUE As of June 30, 2009 Bond Issue Queen Creek Water Marquerite Drive 7th Street North Plymouth Street Total Amount $ 19,944 3,212 24,466 145,969 $ 193,591 Certificates of Participation Certificates of Participation represent proportionate interests in semiannual lease payments. The County’s obligation to make lease payments is subject to annual appropriations made by the County for that purpose. On November 1, 2000, Maricopa County Public Finance Corporation issued $6,975,000 of Certificates of Participation to pay for the cost of construction for the Desert Vista Health Center. The following schedule shows all outstanding debt service for the Certificates of Participation as of June 30, 2009. On January 1, 2005, the outstanding debt obligations were reclassified from the transition of the Maricopa County Medical Center (business-type activity) to the Maricopa County Special Health Care District, a separate legal entity. Maricopa County will pay the debt service including principal and interest as they become due and payable and will request reimbursement from the Maricopa County Special Health Care District as provided for in the Intergovernmental Agreement. The following schedule reflects the Maricopa County debt service requirements which will be reimbursed by the Maricopa County Special Health Care District as provided for in the Intergovernmental Agreement. 1058 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Debt Service SUMMARY OF PRINCIPAL AMOUNT OUTSTANDING BY ISSUE As of June 30, 2009 Certificate of Participation Issues Total Certificates of Participation, Series 2000 $ Amount 3,850,000 DEBT SERVICE REQUIREMENTS TO MATURITY Certificates of Participation Maricopa County, Arizona As of June 30, 2009 Year Ending June 30 2010 2011 2012 2013 2014 2015 -16 Total Principal $ 465,000 490,000 520,000 545,000 575,000 1,255,000 $ 3,850,000 $ $ 1059 Interest 189,759 166,000 140,490 113,060 83,653 69,683 762,645 Total Debt Service $ 654,759 656,000 660,490 658,060 658,653 1,324,683 $ 4,612,645 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Debt Service 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). 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, leasepurchase agreements are considered long-term obligations for policy planning purposes, regardless of the legal structure. The County maintains many capital leases, with the majority relating to the computer equipment refresh program where most personal computers are replaced every three years. 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 as of June 30, 2009. Capital Leases Governmental Activities Maricopa County, Arizona Fiscal Year Ending June 30, 2009 2010 2011 2012 2013 2014 2015-17 Total minimum lease payments Less: Amount representing interest Present value of net minimum lease payments 1060 $ $ 25,034,201 19,331,785 8,317,467 365,791 27,943 74,515 53,151,702 (2,016,363) 51,135,339 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Debt Service Debt Policies Regular, updated debt policies can be an important tool to ensure the use of the County’s resources to meet its financial commitments to provide needed services to the citizens of Maricopa County and to maintain sound financial practices. Administration of Policy The County Manager is the Chief Executive of the County. With the exception of those responsibilities specifically assigned by state statute to the Finance Director, the County Manager is ultimately responsible for the approval of any form of County borrowing. The Finance Director coordinates the administration and issuance of debt, as designated by the County Manager. The Finance Director is also responsible for attestation of disclosure and other bond related documents. References to the “County Manager or his designee” in bond documents are hereinafter assumed to assign the Finance Director 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 pre-marketing efforts, or factors are present that are expected to result in an insufficient number or competitive bids. Advantages of using a competitive sale is that the issuer is getting the lowest net interest cost on that day time and all parties are given an equal opportunity, but timing is very inflexible. 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 Finance Director. Advantages of a negotiated sale is that timing is extremely flexible, the size of the issue can be easily changed at last minute and the issuer has influence over the underwriter selection and bond distribution. 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. 1061 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Debt Service The present value of the estimated debt service savings from insurance should be at least equal to or greater than the insurance premium when insurance is purchased directly by the County. The bond insurance company will usually be chosen based on an estimate of the greatest net present value insurance benefit (present value of 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 Finance Director 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 1062 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Debt Service has a pertinent bearing on County finances will be provided to the agencies that maintain a rating on County securities. The Chief Financial Officer shall be responsible for providing ongoing disclosure information to established national information repositories and for maintaining compliance with disclosure standards dictated by state and national regulatory bodies. Copies of official statements for are available through the following recognized municipal repository: Electronic Municipal Market Access (“EMMA”) c/o Municipal Securities Rulemaking Board 1900 Duke Street, Suite 600 Alexandria, VA 22314 Phone: (703) 797-6600 Fax: (703) 797-6700 http://www.dataport.emma.msrb.org Email: emmaonline@msrb.org The Securities and Exchange Commission released final “continuing disclosure” rules (the “Rules”) for municipal bond issues on July 1, 2009, (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 Finance Director 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. 1063 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Debt Service 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. 1064 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Attachments Attachments Budgeting for Results Guidelines and Priorities Adopted by the Board of Supervisors on January 11, 2010 The purpose of these guidelines and priorities is to provide direction from the Board of Supervisors to the County Manager, Office of Management and Budget and all departments so that they can develop a sustainable, structurally-balanced budget that achieves, within available resources, the County’s mission and strategic goals as set forth in the Maricopa County Strategic Plan. Property Taxes: The Maricopa County property tax base for FY 2011 is expected to decline by as much as $3 billion (6.1%) from the current year. The base budget will assume that the FY 2011 primary property tax levy provides for no increase in the overall levy amount, including taxes levied on new construction. Employee Compensation: Funding is not anticipated for employee compensation increases in FY 2011. Base Budget Targets: 1. For FY 2011, base budget requests for all departments and funds will be prepared within target amounts equal to their current budgets plus authorized adjustments. The Office of Management and Budget is directed to adjust budget targets for the following: a) The annualized impact of FY 2010 budget issues or mid-year adjustments. b) The annualized impact of other items (including intergovernmental agreements) that were approved by the Board of Supervisors, so long as the impact was disclosed at the time of Board approval. c) Items required by State law, such as judges’ and elected officials’ salary increases and mandated contributions to AHCCCS, ALTCS and other programs. d) Other technical adjustments as required. 2. All departments must submit their base expenditure budget requests within their budget targets. If justified by revenue projections, base revenue budget requests may exceed revenue targets. Revenue targets for non-General Fund budgets will include an adjustment as necessary to maintain structural balance (recurring revenues equal to or greater than recurring expenditures) within the fund. If the revenue target cannot be met, departments must reduce base expenditures and base revenue by an amount sufficient to restore structural balance. 1065 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Attachments Requests for Additional Funding: No funding will be available for new or expanded programs. Requests for additional funding will only be considered to address pressing or critical issues. Use of Fund Balance: The FY 2011 budget may provide for use of fund balances designated for budget stabilization so long as such uses are consistent with the Reserve and Tax Reduction Policy. The priority for use of fund balance reserves is to retire or fund outstanding debt in order to relieve operating budgets from supporting ongoing debt service payments. Fund balances designated for budget stabilization may be used to offset a portion of an operating deficit, so long as there is a reasonable expectation that expenditure adjustments and future revenue growth will restore structural balance in the following fiscal year. All uses of fund balances and other non-recurring sources to support an operating budget deficit must be specifically approved by the Board of Supervisors. Capital Improvement Program: The Office of Management and Budget is directed to work with Public Works and other departments to develop an updated Capital Improvement Program and Capital Projects budget for FY 2011 that, within available non-recurring resources, meets the strategic goal of developing, identifying funding, and beginning to implement a long-range plan for addressing infrastructure needs. Information Technology: New information technology projects will be considered if they have a return on investment with direct benefits of three years or less. 1066 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Attachments Budgeting for Results Policy Guidelines A. Introduction The purpose of this policy is to set forth the guidelines for developing 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 ensuring that funds are directed towards achieving results at all levels. B. 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. C. Policy Guidelines 1. General Guidelines for Budget Development: a) 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. b) In accordance with the Board of Supervisors/Board of Directors’ Managing for Results Policy, 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. c) 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. d) Directors and Program Managers will critically review new, unfunded or under-funded program mandates from State and Federal governments in order to determine the fiscal impact to the County and to identify funding solutions. e) All positions will be fully funded in the budget or designated for elimination in accordance with the Funded Position Policy. f) 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 1067 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Attachments budgets will be developed in accordance with the Policy for Administering Grants and the Indirect Cost Policy for Grant Programs. Matching funds will be budgeted only to the extent required by law or by contracts and agreements specifically approved by the Board of Supervisors/Board of Directors. g) 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 Vehicle Replacement. 2. Revenue: a) The amount of revenues estimated in the budget from grants, donations or intergovernmental agreements must be supported by an itemized listing of each revenue source. Grant awards and intergovernmental agreements shall be listed individually. For recurring grants and intergovernmental agreements, estimated revenue may be included prior to final agreement on funding levels, but may not include an increase from the current fiscal year. b) 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. c) Anticipated revenue to the County from fee increases will not be budgeted unless the Board of Supervisors/Board of Directors has approved such increases. d) 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. 3. Expenditures: a) 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 budget, with adjustments as directed by the Board of Supervisors/Board of Directors. b) 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. 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. Results Initiative Requests must be supported by complete performance measures that can be used to monitor and evaluate the initiative’s success if funded. The Board of Supervisors/Board of Directors may annually 1068 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Attachments adopt guidelines and priorities for results initiative requests. The Office of Management and Budget will review all results initiative requests and make recommendations according to the guidelines and priorities established by the board of supervisors/board of directors. c) 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. d) 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. e) Major Maintenance projects and Vehicle Replacement for General Fund Departments will be budgeted in Non-Departmental. All non-General Fund Departments will fund their own Major Maintenance projects and Vehicle Replacement. 4. Budget Process: a) All Appointed, Elected and Judicial Branch Departments/Special Districts will follow these policy guidelines in preparing their annual budget requests. b) 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. c) Department/Special District financial reporting structures will be established by the Financial Reporting Review Committee and must be finalized prior to budget submission. d) All budget requests will be submitted at a detailed level by department, fund, organization unit, program/activity, object/revenue source, and month. 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. e) The Deputy County Manager (DCM) will negotiate budget recommendations with Elected Officials and Judicial Branch departments. If agreement cannot be reached with the DCM, the Presiding Judge and Elected Officials may first continue negotiation directly with the County Manager or, if agreement still cannot be reached, with the Board of Supervisors. 5. Capital Improvement Projects: a) 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. b) The Board of Supervisors/Board of Directors may allocate carry-over fund balances to onetime capital items in accordance with the Reserve and Tax Reduction Policy. 1069 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Attachments c) When requesting funding for capital improvement projects, Departments/Special Districts will provide estimates of increased operating costs associated with each individual project. d) 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. 6. Internal Charges and Indirect Cost Allocations: a) Internal service departments and County Counsel will develop estimates of base and discretionary charges for each Department/Special District they serve according to instructions and schedules provided by OMB. All estimates will be reviewed by the user departments, OMB and Finance. b) 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. c) 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. d) 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. e) 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. 1070 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Attachments Budgeting for Results Accountability Policy A. Purpose The purpose of the Budgeting for Results Accountability Policy is to provide guidelines and direction on managing Board-approved budgets to Elected, Appointed and Judicial Branch agencies so that they can be accountable and comply with the law. B. Introduction A.R.S. §42-17106 specifies that the County may not incur expenditures in excess of the amounts appropriated by the Board of Supervisors in the annual budget. A Special District may not exceed its duly adopted budget without an action by its Board of Directors amending its budget. The Budgeting for Results Accountability Policy provides Departments/Special Districts with flexibility in managing their allocated public resources in order to achieve results for customers while upholding accountability for spending within legal appropriations. C. Definitions Appropriation Adjustment: A change in an appropriated budget, which must be approved by the Board of Supervisors/Board of Directors. Appropriated Budget: A budget legally adopted by the Board of Supervisors/Board of Directors, which authorizes expending funds or incurring obligations for a specific purpose, referred to as “budget items” in A.R.S. §42-17106. Appropriations may be set at different levels as directed by the Board of Supervisors/Board of Directors. Appropriation Level: The level of detail to which a budget is appropriated by the Board of Supervisors/Board of Directors, such as by department and fund, project, activity, etc. Department: All County/District departments, including Elected and Judicial Branch agencies and/or offices as well as appointed departments and/or offices. Detailed Budget: The detailed budget plan within an appropriated budget. In Maricopa County, detailed budgets are specified by month, function, organizational unit, program/activity/service, object/source, and position. Function: Classification of expenditures and revenues according to whether they are operating vs. non-recurring (including projects). Special District: Special Districts for which the Maricopa County Board of Supervisors acts as the District Board of Directors, including the Flood Control, Library, and Stadium Districts. 1071 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Attachments D. Policy Guidelines 1. 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. 2. All budgets are appropriated and controlled by the Board of Supervisors/Board of Directors at the level of department, fund, and function. Where applicable, appropriation levels may be established by program/activity, or object of expenditure. 3. Appropriated budgets are not guaranteed from one fiscal year to the next. Each year, appropriated budgets for each department shall be recommended by the Office of Management and Budget according to the Budgeting for Results Policy Guidelines (B1006). 4. Departments 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, function, organizational unit, program/activity/service, object/source and position according to instructions developed by the Office of Management and Budget. Detailed budgets shall exactly equal appropriated budgets approved by the Board of Supervisors/Board of Directors. 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. 5. Appropriated budgets shall be changed during the fiscal year only with Board of Supervisors/Board of Directors approval. Departments may request amendments to appropriated budgets supported by grants, donations or intergovernmental agreements when expenditures from theses sources are forecasted to exceed the appropriation. Such requests must be supported by an updated reconciliation of all revenue sources that demonstrates the proposed expenditure level is fully funded. Appropriated budgets must be reduced if revenue is forecasted to be significantly less than the current budget. 6. The Board of Supervisors/Board of Directors must approve all changes in project appropriations. All requests for changes in project appropriations must be accompanied by a request for Board of Supervisors/Board of Directors approval to amend the relevant five-year capital improvement program or other project plan approved by the Board of Supervisors/Board of Directors. 7. In order to maximize results, departments have the flexibility to incur expenditures that vary from their detailed budgets for the remainder of the current fiscal year, so long as they comply with the appropriated budget. This flexibility is accompanied by the responsibility to produce expected results while absorbing unanticipated spending increases. If a department requests an appropriated budget increase or contingency transfer for an unanticipated spending increase, the Board of Supervisors/Board of Directors may adopt appropriated budgets for that department at the level of program/activity and/or object of expenditure. 8. All positions must be fully funded in accordance with the Funded Positions Policy (B3001). In order to create new positions, departments must first verify full-year funding. If a position loses funding, it shall be identified and eliminated. 9. Departments shall not recommend for approval any agreements that commit the County/Special District to expenditures for which funding is not identified in future years. Departments shall verify funding for all purchase requisitions or other contracts or agreements. 1072 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Attachments 10. Department 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 and fund or by lower appropriation level, and will investigate any negative year-to-date variances. 11. Any departments 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. 12. If there is a significant risk that a department will exceed its appropriated budget, the Board of Supervisors/Board of Directors may adopt appropriated budgets for that department at the level of program/activity and/or object of expenditure. 13. Departments shall not exceed their appropriated expenditure budgets. Departments shall be required to reduce expenditures to offset any shortfall in their budgeted revenue. 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 audited actual expenditures and expenditures relative to all department appropriated budgets. The report will include an explanation of each instance in which expenditures exceeded appropriated budgets. 14. If a department exceeds its annual appropriated expenditure budget or creates County liabilities that result from audit findings for which the County is responsible, the department’s expenditures will be reviewed by the Office of Management and Budget to identify the causes of the overrun. The Office of Management and Budget will report its findings, along with a recommended corrective action plan, to the Board of Supervisors/Board of Directors. Corrective action plans may include (but will not be limited to) adopting appropriated budgets for that department at the level of program/activity and/or object of expenditure and a reduction of the department’s appropriated budget in the subsequent fiscal year in an amount up to the amount of the overrun in the prior fiscal year. 15. In accordance with the Policy for Internal Information Requests (A2007), the total costs associated with fulfilling a records request under that policy shall be charged against the budget of the department making the request. The total costs shall include staff time (calculated by adding up staff time used to gather and prepare Records for production multiplied by the hourly rate paid to the employee or employees, plus employee-related costs), fees charged by vendors or contractors for services relating to the gathering and/or preparation of Records for production, and the expense of supplies used in gathering and/or preparing Records for production. The County Manager, at his sole discretion, has the authority to waive the transfer of costs per this paragraph if the total cost of fulfilling the records request is less than $1,000. 1073 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Attachments Reserve and Tax Reduction Policy Guidelines A. Introduction The purpose of this policy is to provide for long-term financial stability and low, sustainable tax rates through responsible use of non-recurring resources, appropriate and minimal use of debt, and maintenance of reserve funds. Adherence to the policy will insure that Maricopa County maintains recurring revenue streams sufficient to support ongoing spending requirements. Adequate reserves will allow the County to maintain services during economic downturns without drastic expenditure reductions or tax increases while longer-term budgetary adjustments are put in place. Further, this policy sets budgetary and financial guidelines regarding the reduction of taxes. The Reserve and Tax Reduction Policy demonstrates a commitment to the maintenance and, when possible, reduction of tax rates while ensuring that Maricopa County remains financially stable and accountable to the citizens. B. Definitions Fund Balance: The difference between fund assets and fund liabilities. C. Reserve Policy Guidelines 1. The Board of Supervisors will maintain reserve fund balances in the General Fund, and in other funds as appropriate. Reserves will be designated for elimination of cash flow borrowing in the General Fund and in other funds as necessary. 2. Unreserved beginning fund balances will be estimated and included in the annual budget; such expenditures will be designated in the budget as appropriated fund balance. Fund balances may be appropriated for the following specific uses: • 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. 3. As an alternative method of acquiring assets, estimated fund balances may be reserved for repayment of debt used to build or acquire capital improvements. This method of financing will set aside fund balances that will fully or partially cover the outstanding debt, while maintaining additional cash reserves. As a guideline, no less than 25% of the outstanding debt principal must be held in reserve, or the capital acquisition must result in operating savings, such as building leases, that offset the ongoing debt service expenditures. The Board may consider exemptions to this guideline if there is a strong business justification for doing so. 1074 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Attachments 4. Proceeds from the sale of real property will be reserved for capital improvements or to repay debt used to finance capital improvements, so long as future liabilities associated with the property, including environmental clean-up, have been met. 5. 97Use of fund balances must be consistent with the Tax Reduction Policy Guidelines, as outlined. D. Tax Reduction Policy Guidelines 1. Unless otherwise required by law, the Board of Supervisors/Board of Directors will strive to maintain the combined primary, debt service, Library District, and Flood Control District property tax rates at current or lower levels. 2. The Board of Supervisors/Board of Directors may reduce property tax rates under the following conditions: • • • • • The tax reduction is sustainable for the near 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. 1075 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Attachments Funded Positions Policy A. Introduction The purpose of the Funded Positions Policy is to establish guidelines for adding, deleting and changing positions so that all authorized positions are fully funded on an annualized basis, and that any filled or vacant position that becomes unfunded or under-funded is either fully funded or deleted. B. Definitions Full Time Equivalent (FTE): A value equivalent to a number of employees paid full time (forty hours per week, or from 2,080 to 2,096 hours per year, depending on the calendar). A half-time position that is paid 20 hours per week equates to .5 FTE; four half-time positions, each paid for 20 hours per week, equals 2.0 FTE, and so on. A single position may have an FTE value greater than zero, but not greater than 1.0. A group of positions has an aggregate FTE value based on the FTE values of the specific positions within the group. Fully Funded Position: An authorized position that is fully funded by the general revenues of the County, a special revenue source, or a grant. Payroll Liability: The salaries, benefits, payoff of accrued vacations and compensatory time and career center expenses that result from a reduction in force. Under-funded Position: A position for which a County Department/Special District has 1% to 99% of the funding required to support it on an annualized basis Unfunded Position: A position that is not funded. C. New Position Establishment Policy Guidelines 1. In order to create a new position, County Departments/Special Districts must submit a request to the Office of Management and Budget (OMB) on an official form that includes the following information: • Working title and description of the position or positions requested. • The number of positions requested and FTE value(s) of the position(s) requested. • A brief description of the purpose of the new position(s), including relation to program/ activity/service, performance measures, key results, and strategic goals. • The full cost of the requested position(s), including not only direct salaries and benefits, but also indirect costs such as uniform allowances, equipment, and mandated or essential training. The County Department/Special District will also indicate whether it has enough building space, or identify the costs and sources of funding for additional space if needed. • The funding source of the position(s) 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). 1076 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget • Attachments Justification of why budget savings, including savings from deleted positions, should be used to create new positions and not result in a budget reduction 2. The County Department/Special District Director, Elected Official or Chief Deputy to an Elected Official must sign all position requests. 3. Position requests must be sent to the Office of Management and Budget (OMB) for review. 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 requested position(s). OMB will not approve new positions unless their fully annualized cost can be supported within the County Department’s/Special District’s current appropriation, or if the Board of Supervisors/Directors has approved other funding. OMB will also verify that the request complies with established policies and priorities of the Board of Supervisors/Directors. 4. On approval by OMB, position requests from Elected or Judicial Branch departments will be forwarded to Compensation for review of job description and salary information. Requests from appointed County Departments/Special Districts will be forwarded to the Deputy County Administrator for final approval before they are forwarded to Compensation. 5. If a position request is denied, Elected or Judicial Branch departments may appeal the decision to the Board of Supervisors/Directors. If the Board of Supervisors/Directors approves a position request on appeal, the approval must be accompanied by an action to provide funding for the position(s) as necessary. D. Position Funding Policy Guidelines 1. Each year as part of the budget process, County Departments/Special Districts must verify that budgets and funding are adequate to support all authorized positions. The Office of Management and Budget will validate that position funding is adequate, and will identify all positions that are potentially unfunded or underfunded. 2. Personnel will be budgeted by market range title, full-time equivalent (FTE) and average wage and benefit rates at the fund and organizational unit level within County Department/Special District budgets. Total authorized FTE’s and average wage and benefit rates must be at or lower than budgeted levels at all times, and fully funded on an annualized basis with current appropriation levels and funding. 3. Personnel savings due to natural staff turnover will be budgeted in all County Departments/Special Districts 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. 4. County Departments/Special Districts with vacant underfunded positions will discuss the funding shortfall with OMB. County Departments/Special Districts have the option of eliminating the position(s) or identifying additional funding for the position(s). 5. OMB and County Departments/Special Districts will delete any vacant positions identified as unfunded or under-funded. 1077 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Attachments 6. If filled positions are identified as unfunded or under-funded, the County Departments/Special Districts will provide the following information: • • • The position or positions’ contribution to provision of service and results. The full cost to continue the position. The resulting payroll liability if current employee(s) are terminated due to lack of funding. This information will be forwarded for review and validation by the Office of Management and Budget. OMB will consolidate the information and forward it to the Board of Supervisors/Board of Directors for possible action. 7. If eliminating unfunded or under-funded positions results in a Reduction In Force, the process will be conducted in a uniform manner in accordance with procedures administered by the Human Resource Department. Any payroll liability costs will be funded from within the County Department’s/Special District’s current appropriation. 1078 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Attachments Managing for Results Policy A. 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. B. 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. C. General Policy All Maricopa County departments/agencies will participate in the Maricopa County Managing for Results system and shall comply with this policy. D. General Requirements 1. Planning for Results y 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. y 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. 1079 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget y y Attachments 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. 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. 2. Budgeting for Results y 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. y 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. 3. Reporting Results y 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. y The Office of Management and Budget will prepare and distribute a summary of measures. 4. Evaluating Results y Internal Audit will review and report on strategic plans and performance measures. 5. Decision Making and Accountability y The Board of Supervisors directs all Management to use performance information to manage activities effectively and efficiently. y Management will consider performance information in making policy and program decisions. 1080 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Attachments Policy for Administering Grants A. Purpose The purpose of this policy is to serve as the framework for Maricopa County Departments and Special Districts (Flood Control District, Library District, and Stadium District) to follow when applying for grants and negotiating the terms and conditions of the agreements and/or contracts to ensure optimum financial and administrative arrangements for Maricopa County or the Special District are met. B. Definitions Central Service Costs (2 CFR Part 225 (OMB Circular A-87)) – refers to costs, benefiting both grant and non-grant activities for inclusion as part of indirect cost in grants. The allocation is calculated in compliance with 2 CFR Part 225 (Federal Office of Management and Budget Circular A-87). Department – 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 Department shall act as the agent of the County for purposes of this policy. Department Overhead – Departmental/Special District costs incurred for 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. Indirect Costs – refers to those costs incurred for a common or institution-wide objective that benefits more than one grant program or project. Such costs are not readily assignable to the cost objective specifically benefited. In-Kind – refers to contributions in the form of goods or services rather than in cash. 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 services 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). Special District – Flood Control District of Maricopa County, Maricopa County Library District, Maricopa County Stadium District. 1081 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Attachments C. Policy Maricopa County and Special Districts receive significant funding from Federal, state, and local agencies annually. The following policy statements will ensure that the County or Special District is managing grants to its optimum potential. 1. The Board of Supervisors or Board of Directors must formally accept all grant awards prior to any funds being expended. 2. Departments/Special Districts will consistently negotiate grant agreements to meet County or Special District goals and policies. This includes conducting a cost/benefit study to determine the appropriateness of Maricopa County or Special District pursuing a particular grant. 3. Departments/Special Districts will negotiate for advance funding financial arrangements first and only accept reimbursement funding as the final option. 4. Departments/Special Districts will clearly define any matching requirements required by Maricopa County or Special District during the application process. 5. To minimize interest expense to Maricopa County, Departments/Special Districts will try and negotiate a reimbursement schedule that is in alignment with this policy. Departments/Special Districts will closely monitor their expenditures and claim reimbursement whenever expenses exceed $100,000, or on a monthly basis. 6. Maricopa County or Special District will utilize the County financial system to track, monitor and report all grant financial activity. All grant activity must be closed out within 150 days of the grant end date. 7. Departments/Special Districts are required to charge indirect costs on all grants unless prohibited by the grant contract, law, County Board of Supervisors approval or Special District Board of Directors approval. y Indirect costs will always be included (applied for) in the financial section of the grant application. y Indirect costs will be recovered at the maximum allowed by the Grantor or as defined on the Indirect Cost Plan that is approved by the Department of Finance. 8. Departments/Special Districts do not have the authority to negotiate a lower indirect cost reimbursement in order to increase program funding. 9. Departments will expend all grant funds prior to expending any general fund appropriations, or in the case of Special Districts, before expending other Special District revenues in relation to grant programs. D. Guidelines This Policy shall serve as the framework for Departments/Special Districts to follow when applying for grants and negotiating the terms and conditions of the agreements. The Policy is not intended to discourage Departments/Special Districts 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 or Special District and to enhance Board of Supervisors or Board of Directors acceptance of grants conforming to this Policy. Specific information and detailed procedures are contained in the Maricopa County Grant Manual, which is located at ebc.maricopa.gov/library/finance. The Maricopa County Grant Manual may be updated by the Department of Finance, as determined necessary, to accommodate the effective administration of this policy. 1082 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Attachments 1. Initial Grant Application a) Departments/Special Districts are not required to obtain Board of Supervisors/Board of Directors approval prior to submitting an application for grant funding provided the grant meets the following requirements: (1) There is no matching requirement of funds; (2) Indirect costs are fully recoverable; and (3) There is no future or ongoing contributions required after the grant period ends. In addition, the Director of the Department or Special District shall certify that the grant being applied for meets the above requirements. Departments that wish to apply for grants that do NOT meet one or more of the above requirements must obtain Board of Supervisors/Board of Directors approval prior to submission of the application. b) Departments/Special Districts are required to obtain the approval of the Board of Supervisors/Board of Directors prior to submitting an application for grant funding for any type of deviation from this policy including full indirect cost recovery. The information on the agenda must be clear and describe the nature of the deviation(s). It must also be clearly noted the intent or non-intent to apply for further grants from this particular grantor of this nature. After this grant has been reviewed and accepted by the Board of Supervisors/Board of Directors, subsequent grants in that fiscal year from the same Grantor Agency with like provisions do not require the Board’s review and acceptance during the application process. c) 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 must be transmitted to the Board of Supervisors for review and acceptance. d) Departments/Special Districts may seek approval for both the Grant Submittal and Grant Award Acceptance at the pre-submission stage, provided that all terms of the grant are in compliance with this policy and the information presented to the Board of Supervisors/Board of Directors is consistent. e) Departments/Special Districts will provide to the Department of Finance a copy of all grant agreements which must specifically include the award amount, grant period dates, availability of indirect costs and the indirect cost percentage (%), distinction between reimbursement or advance funding and a complete description of the grant. The provided information will be used to establish controls on the County financial system and will not be changed or modified (award period, grant award, etc.) without supporting documentation from the Grantor. 1083 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Attachments 2. On-Going Grant Application From year to year, Departments/Special Districts may receive grant funding from the same Grantor for the continuation of a program. In this case, Departments must notify the Board of Supervisors/Board of Directors in an annual or more frequent presentation of their intent to apply for all ongoing grants. 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. 3. Funding To improve cash management practices, it is the County and Special Districts’ preference to receive funding on an advance basis instead of a reimbursement basis. Therefore, every effort is to be made by Departments/Special Districts to obtain advance funding from the Grantor Agency. This is especially critical for one-time grant funded programs where the County or Special District is advancing funds to nonprofit subcontractors. The Department/Special District may be requested by the Office of Management and Budget (OMB) to present the cost/benefits of accepting a grant versus not accepting a particular grant. The cost/benefit analysis must take into account if the grant-funded services are mandated and comply with the MFR Budgeting format. 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/Board of Directors. Program costs, which Departments/Special Districts wish to continue once the grant funding has been depleted, will be identified and reported to the Board of Supervisors /Board of Directors at the time of submittal for consideration. The Department must present analysis and information to the Board of Supervisors/Board of Directors to assist the Board in deciding whether the County or Special District should fund expenses for the project or program from other County or Special District funds following the depletion of the grant funds. 4. Claiming Reimbursement a) Departments/Special District will record and track grant revenues and expenditures utilizing the County financial system. b) Departments/Special District shall submit claims to the Grantor Agency as frequently as permitted under the grant agreement. This will be no less frequent than monthly or when the expenditures reach $100,000, unless otherwise established by the grantor. c) At grant year-end, each Department/Special District 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. All grant closing documentation will be submitted to the Finance Department to ensure the grants are 1084 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Attachments accurately closed on the financial system within 150 days after the grant end date as represented on the County financial system. All unreimbursed costs must be identified and a plan of action defined to ensure an alternate funding source is identified and the grant is effectively closed within the 150 day timeframe. All unresolved grant balances/(deficits) after the 150 day timeframe will be reported to the County Manager by the Department of Finance and the Office of Management and Budget by utilizing the Fund Balance Report. 5. Indirect Costs (2 CFR Part 225 (OMB Circular A-87) Charges) 2 CFR Part 225 (Federal Office of Management and Budget Circular A-87) recognizes indirect costs as legitimate grant expenses. As such, it is the intention of Maricopa County or Special District to recover indirect costs at all opportunities. In order to do so, the Department of Finance will prepare the following plans on an annual basis: a) 2 CFR Part 225 (OMB Circular A-87) County-wide Central Services Cost Allocation Plan. The Department of Finance is responsible for preparing and negotiating the County-wide 2 CFR Part 225 (OMB Circular A-87) plan with Maricopa County’s cognizant agency, United States Department of Housing and Urban Development (HUD). The Department of Health and Human Services is Maricopa County’s assigned cognizant agency regarding audit issues. Whenever permitted by the Grantor Agency, grants requiring County or Special District matching funds may utilize County Overhead (A-87) as a last option. All other opportunities must be exhausted to meet the inkind match before utilizing County Overhead (A-87). If the required match exceeds the amount of inkind and/or County Overhead (A-87) or Overhead is not an allowable expense by the Grantor Agency the Department must inform the Board of Supervisors/Board of Directors of the exception and estimate the relative financial inkind impact. b) Departmental Indirect Cost Allocation Plan(s). The County’s 2 CFR Part 225 (OMB Circular 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/Special Districts receiving grant funds can submit a written request to the Department of Finance to prepare a Departmental 2 CFR Part 225 (OMB Circular A-87) Indirect Cost Allocation Plan. In some cases the grantor may limit the recovery of indirect costs to a percentage less than the combined Departmental and County-wide 2 CFR Part 225 (OMB Circular A-87) indirect rate. In these cases, the Departmental 2 CFR Part 225 (OMB Circular A-87) rate shall be satisfied first. Any remaining funds will then be applied to the County-wide 2 CFR Part 225 (OMB Circular A87) rate. County Departments Providing Grant Services to Outside Entities Maricopa County Departments that are allowed to perform grant financial services for entities outside of the County and are not considered to be subrecipients may recover indirect costs and/or user charges for the administration of grants. If these outside entities are allowed by their grantors to recover indirect costs and/or charge a user fee to reimburse Maricopa County for services rendered, the monies must be deposited back to the funding source where the support services were initially provided. For example, a General Fund Department being reimbursed for grant management activities shall remit the reimbursement back to the General Fund. 1085 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Attachments Specific accounting information and examples can be found in the County Grant Manual located at ebc.Maricopa.gov/library/finance. 6. Purchase of Computing and Network Systems Relating to Grant Supported Programs To ensure compatibility and supportability of the County computing and network infrastructure, Departments/Special Districts 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 purchases under the provisions of the County’s Procurement Code. Departments/Special Districts are to utilize the Technology Financing Program unless the grant specifically does not provide for this type of activity. As an example, a grant that is Board approved for two (2) years would not allow for the purchase of computers under the Technology Financing Program as the Technology Financing Program is a 36-month program. To ensure effective asset management and tracking, all computer-related items must be tagged with an asset number by the Technology Finance Program Coordinator and recorded in an asset database. This information is utilized for the projection of asset replacement purposes. 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. 7. Department of Finance Responsibility While each Department/Special District 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. At a minimum, the Department of Finance will: a) Review and approve grant agenda items when they comply with County policy and the County Grant Manual. b) Establish a Board approved grant on the County financial system when all supporting documentation is provided. c) Prepare and provide to the Departments/Special Districts a monthly grant report (Fund Balance Report). This report will include inception to date financial activity for each individual grant. This report will be used to ensure the effective management and maintenance of grant activity. d) Monitor that grant expenditures do not exceed grant awards. e) Review individual grant balances, utilizing the Fund Balance Report, on a quarterly basis to identify departments that are not requesting reimbursement from the Grantor Agency on a 1086 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Attachments timely basis. Departments/Special Districts that are not regularly claiming reimbursements will be contacted by the Department of Finance. f) Communicate with the Office of Management and Budget regarding fund balance and/or deficit issues. g) Initiate the preparation of the Indirect Cost Allocation Plan by providing a copy of the current plan, detailed listing of expenditures and other supporting data. Provide support, guidance and direction to Departments/Special Districts to assist them in the preparation of their Indirect Cost Allocation Plan. h) Review Fund Balance Report for closed Grants to determine compliance with fund balance/(deficits). i) Review and recommend approval of proposed Grant applications when Department/Special District is not in full compliance with Grant policy. 8. Office of Management and Budget Responsibilities a) Review and recommend approval of grant agenda items when they comply with County policy and the County Grant Manual. b) Review and recommend approval of Department’s/Special District’s proposed grant budget. c) Review and recommend approval of adjustments to Department’s/Special District’s grant budget as necessary. d) Review and take action as necessary to correct any deficit in Grant Funded Budgets. e) Review and take action as necessary to minimize lost interest earnings to the General Fund due to negative cash positions in Grant funds. f) Review and take action as necessary regarding departmental indirect cost rate plans. Ensure maximum reimbursement of all allowable indirect costs. g) Consistent with Board policy, review departments spending to ensure that Grant Funds are used before General Fund dollars, and for Special Districts, to ensure that Grant Funds are used before other Special District revenues. h) Review and recommend approval of proposed Grant applications when Department/Special District is not in full compliance with Grant policy. 9. Department/Special District Responsibilities Each Department/Special District will ensure the following general maintenance activities are completed as defined below: a) Review, reconcile and certify the monthly Fund Balance Report. Any discrepancies are to be reported to the Department of Finance within two (2) weeks of receiving the Fund Balance Report. A written response must be received by the Department of Finance to report any discrepancies. 1087 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Attachments b) Reconcile and close expired grants on the County financial system within 150 days of the grant end date (as entered on the County financial system). c) Communicate with the Office of Management and Budget and the Department of Finance regarding grants with a negative balance (unreimburseable expense). The Department/Special District must develop a plan of action to resolve the deficit. For departments, the plan should only consider utilizing General Funds as a last option. d) Prepare the Indirect Cost Allocation Plan in the format defined by the Department of Finance. Obtain Departmental/Special District approval of the Indirect Cost Allocation Plan and provide a complete copy of the plan with all supporting documenting to the Department of Finance and the Office of Management and Budget by the timeline established by the Department of Finance. e) Ensure that grant expenditures do not exceed grant awards. f) Comply with all reporting requirements as defined by the grantor and County-wide Grant Policy and Manual. g) Comply with all record retention requirements as defined by the grantor. E. Related Documents: The following documents are available at the indicated site. Grant Manual: ebc.maricopa.gov/library/finance 2 CFR Part 225 (OMB Circular A-87): http://www.whitehouse.gov/omb/assets/omb/fedreg/2005/083105_a87.pdf 1088 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Attachments Non-Departmental Policy Purpose The purpose of this policy is to provide guidelines for development and administration of the NonDepartmental budget to County Departments so that the Non-Departmental budget is handled according to Board policy and direction. Budgeted Revenues The revenues budgeted in the Non-Departmental budget are revenues that may be specific to particular funds, but benefit several departments and not a particular department or program within a department. Examples of these revenues include: • • • • • • • • Property Taxes (General Fund and Debt Service Fund) Anticipated Grants from outside sources State Shared Sales Taxes State Shared Vehicle License Taxes Cable TV Application Fees for franchise agreements with the County Liquor Licenses fees Jail Excise Taxes (Detention Fund) Other Miscellaneous Revenue as appropriate. Budgeted Expenditures The expenditures budgeted in the Non-Departmental budget are general expenses not specific to a particular department, or which benefit the County as a whole. These expenses can include budgeted contingencies, general debt service, taxes and assessments, legal expenses, and various Boardapproved special projects or initiatives Expenditure items will be listed in the Recommended budget, and individual items are subject to Board approval. Procedures Budget Process General Government will follow all County budgeting policies and guidelines including the approval process established by the Board of Supervisors. The Office of Management and Budget, along with the County Manager, will be responsible for developing the Non-Departmental budget for each fiscal year. The recommended budget will include an itemized schedule of proposed expenditures by fund. Approval of Expenses The Deputy County Manager or designee must authorize all expenditures prior to processing. This authority has been delegated to the manager responsible for a particular item within Non-Departmental. If the expenditure is not approved it will be returned and absorbed within the budget of the department that submitted it. 1089 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Attachments Contingency Fund If a contingency fund is adopted in the Non-Departmental budget during a fiscal year, General Fund departments can request funding for unanticipated expenditures or unfunded projects. These requests must be handled via a Board agenda item, and submitted by the responsible department. The Board of Supervisors must approve all requests for contingency funds. Authority/Responsibility The administration and maintenance of the Non-Departmental budget is the responsibility of the Office of Management & Budget. Expenditures charged to Non-Departmental must be approved by the Deputy County Manager or designated to ensure that the expenditures are budgeted and appropriate. If approved, the contingency budget will be reduced and the appropriate department appropriation or other Non-Departmental item will be increased. 1090 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Attachments Policy for Vehicle Replacement A. Introduction The purpose of this Policy is to provide County Departments/Special Districts with guidelines so that existing vehicles can be replaced in a timely and cost-effective manner. B. 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/Special Districts. During development of each fiscal year’s budget, the Office of Management and Budget (OMB) reviews requests received from Departments/Special Districts 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 appropriate vehicle replacement budget. Sheriff’s Office Only: 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. C. Guidelines 1. The Department/Special District, working with Equipment Services, prepares a needs assessment to determine which vehicles require replacement for upcoming fiscal years. 2. Vehicle replacement will be funded only for the current equivalent equipment class, make, model and equipment extras. 3. Upgrades are not funded under the appropriate vehicle replacement budget. If a Department/Special District determines upgrades are necessary, the Department/Special District has two options: (a) pay for the upgrades from the Department’s/Special District’s current operating budget; or (b) request upgrades and additions during the development of the Department/Special District budget. 4. If the full cost of replacement is actually lower than originally estimated, the savings will revert to the appropriate fund. 5. Possible cost overruns will be absorbed by the appropriate vehicle replacement budget. 6. OMB must approve all charges to the vehicle replacement budget. 1091 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Attachments D. Exceptions If, during the replacement process, the Department/Special District requires changes to the original vehicle replacement request, the Department/Special District must request reconsideration of their initial vehicle replacement plan. The criteria OMB will consider during the review of the Department’s/Special District’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/Special Districts are requested to provide: 1. 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/County Special District overall. This statement can also include information on changes in service levels which require the use of a different vehicle class, the impact on current and future costs for maintenance, operation and replacement as well as information on funding. 2. 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. 3. 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. 4. OMB will review the request and provide the Department/Special District and Equipment Services with final approval or disapproval of the proposed change to the Department’s/Special District’s equipment vehicle replacement plan within three working days of receipt. 1092 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Attachments Policy on Use of Employee Furloughs for Budget Balancing Adopted by the Board of Supervisors on May 6, 2009 A. Introduction The purpose of this policy is to establish guidelines for balancing budgets with employee furlough savings for departments so that they can reduce expenditures while maintaining a sustainable, structurally-balanced budget. B. Background An employee furlough is mandatory unpaid leave imposed on employees by a department facing a severe financial crisis. An employee furlough may be imposed as an alternative to, or in conjunction with, a Reduction in Force. Employee furloughs are a means of reducing expenditures in response to a shortage of revenue and/or a lack of work. The Budgeting for Results Policy Guidelines require the County to maintain a sustainable, structurally-balanced budget in which recurring expenditures and other uses are fully supported by recurring revenues and other sources. The Funded Positions Policy requires that the full annualized cost of positions be supported by ongoing funding sources. During the budget process, Departments and the Office of Management and Budget (OMB) must verify that budgets and funding are adequate to support all authorized positions. By themselves, employee furloughs are not consistent with a sustainable, structurally-balanced budget, and therefore do not comply with the Budgeting for Results Accountability Policy and the Funded Positions Policy. Expenditure savings from employee furloughs are non-recurring, and become an unfunded payroll liability in subsequent fiscal years because the full-time equivalent value of the affected positions is not reduced, and use of employee furloughs must be approved by the Board of Supervisors. C. Policy: 1. Employee furloughs are not encouraged, but may be used under certain circumstances to reduce a department’s operating expenditures so long as there is a plan to make sustainable, recurring adjustments that will restore the budget to structural balance within one to two fiscal years. 2. In order to implement an employee furlough, Departments must prepare and submit a furlough budget plan that must be approved by the Board of Supervisors. 3. Furlough budget plans must be presented in a format to be specified by the Office of Management and Budget. Furlough budget plans will include the following information: a. An explanation of why the employee furlough is necessary, either in addition to, or instead of reductions in force, 1093 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Attachments b. A list of all Market Range Titles that will undergo furloughs, as well as the anticipated frequency and duration of the proposed furloughs. c. Estimated furlough savings. d. A plan for implementing longer-term expenditure or revenue adjustments that will restore structural balance e. Estimated impacts on performance and results for the Activities that will be affected by the proposed furlough. 4. Furlough budget plans will include a hiring freeze that will, over a period of no longer than two fiscal years, generate vacant positions through employee attrition that can be permanently eliminated to restore structural balance. Furlough budget plans will identify any critical positions that will be exempted from the hiring freeze, and will demonstrate how elimination of other positions that become vacant will be sufficient to offset the annualized payroll liability from the employee furlough. 5. Departments with Activities that are supported by fees may reduce or eliminate the requirement to eliminate vacant positions based on a conservative forecast of future revenue growth. 6. The Office of Management and Budget will review all proposed department employee furlough budget plans. OMB will forward its recommendations to the Board of Supervisors. 7. Upon implementation of an employee furlough, Departments will prepare and submit quarterly progress reports of savings generated by the furlough and progress toward achieving the expenditure and/or revenue goals established in the furlough budget plan. Department reports will be consolidated and presented to the Board of Supervisors by OMB. 8. As vacant positions are eliminated through the course of the fiscal year, the number of planned employee furlough days may be reduced if the ongoing savings will offset the cost, and the department is not forecast to exceed its appropriated expenditures. 9. Notwithstanding this policy, all employee furloughs must comply with applicable employee merit rules and personnel policies. 1094 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Attachments Budget Calendar FY 2010-11 Budget Calendar 1/11/2010 Board Approves FY 2010-11 Budgeting for Results Budget Balancing Guidelines 1/13/2010 OMB Issues Department Budget Targets, Internal Charges, Forms and Instructions 2/8/2010 Departments Submit Budget Requests (deadlines to renegotiated ) Elected Officials and Judicial Branch Budget Presentations to the Board of Supervisors. 2/10/2010 Assessed Value and Levy Limits Reported by Assessor 3/12/2010 Departments Submit Final CIP Budgets 2/8/2010 – 4/2/2010 OMB Analyzes Department Budgets, Develops Recommendations 3/1/2010 – 4/2/2010 OMB & Departments Review Budget Recommendations 4/2/2010 – 5/14/2010 OMB Consolidates Budget, Prepares Budget Document 5/17/2010 – 5/21/2010 Board Briefings on FY 2011 Recommended Budget 5/24/2010 FY 2011 Recommended Budget Presentation Tentative Adoption of FY 2011 Budget 6/3/2010 – 6/10/2010 Publication of Tentative Budget & Truth in Taxation Notice 6/21/2010 Final Adoption of FY 2011 Budget 8/16/2010 Adoption of FY 2011 Property Tax Levy 1095 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Attachments Fund Descriptions 100 General Fund: The County’s primary operating fund. It accounts for all financial resources of the general government, except those required to be accounted for in another fund. 201 Adult Probation Fees: Collects the fees assessed to persons placed on probation in the Superior Court per A.R.S. §13-901. Monies collected are used to supplement County General Fund appropriations for the compensation costs of probation officers who provide pre-sentence investigations (A.R.S. §12-267). 203 Sheriff Donations: Accounts for and segregates funds to be used in support of mandated functions. Funding is provided by non-specific donations and proceeds from the sale of donated items. 204 Justice Court Judicial Enhancement: Revenues consist of fees and surcharges collected under the authority of A.R.S. §22-281; and time payment fees collected under authority of A.R.S. §12-116; and On-line access subscription fees collected under authority of A.R.S. §22284. Expenditures are used to improve, maintain and enhance the ability to collect and manage monies assessed or received by the courts and to improve court automation projects. 205 Court Document Retrieval: Accounts for the collection of an additional filing or appearance fee, not to exceed $15, to be used to defray the cost of converting the Clerk of Superior Court’s document storage and retrieval system to micrographics or computer automation as established by A.R.S. §12-284.01. 207 Palo Verde: Palo Verde receives an annual allocation from the State of Arizona. Expenditures are utilized for nuclear disaster training. 208 Judicial Enhancement: Revenues consist of fees and surcharges collected under authority of A.R.S. §12-284.03 and time payment fees collected under authority of A.R.S. §12-116. In addition, revenues are received from the State Judicial Enhancement Fund established by A.R.S. §12-113. Expenditures are used to improve, maintain and enhance the collection and management of funds and court automation projects. 209 Public Defender Training: Established by A.R.S. §12-117 to account for fees that are paid on a time payment basis as established by A.R.S. §12-116. Expenditures are utilized for Public Defender Training. 210 Waste Management: Established by the Board of Supervisors to segregate this activity from the General Fund. This fund accounts for a fixed fee from Waste Management Corporation plus a percentage based on the tonnages of refuse dumped. Expenditures are used for economic development in Mobile and other unincorporated areas of the County. 211 Adult Probation Grants: Revenues consist of grant funds that are used for domestic violence, women’s treatment programs, gang prevention, and criminal justice records improvement. 212 Sheriff RICO: This fund consists of monies received as result of participation in any investigation or prosecution, whether by final judgment, settlement, or otherwise. Monies may be used for the funding of gang prevention programs, substance abuse prevention programs substance abuse education programs and witness protection or for any purposes permitted by federal law relating to the disposition of any property that is transferred to a law enforcement agency. 213 County Attorney RICO: Accounts for the funds provided by the sale of confiscated property. Operated by the County Attorney, RICO consists of all the activity of the Anti-Racketeering Program. 1096 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Attachments 214 Sheriff Jail Enhancement Fund: Per A.R.S. §41-2401, the Arizona State Department of Corrections allocates criminal justice enhancement funds to County Sheriffs for the purpose of enhancing County Jail facilities and operations. 215 Emergency Management: Emergency Management activity consists of disaster planning and training. 216 Clerk of the Court Grants: Accounts for the grant funds that are utilized for the improvement of court automation systems, child support enforcement and the processing of criminal history dispositions. 217 CDBG Housing Trust: Accounts for the grant funds that are utilized to expand the supply of low-income housing through the rehabilitation and reconstruction of single family occupancy homes. 218 Clerk of Court Fill the Gap: This fund was set up as indicated by A.R.S. §41-2421F and accounts for monies distributed under A.R.S. §41-2421. Funds are to be used to supplement, not supplant, funding at the level provided in fiscal year 1997 – 1998 by the counties for the processing of criminal cases in the Superior Court, including the Office of the Clerk of the Superior Court, and Justice Courts. 219 County Attorney Grants: Accounts for funds that are utilized for the investigation and prosecution of child abuse and domestic violence cases and the enhancement of anti-gang enforcement efforts to deter, investigate, prosecute or adjudicate gang offenders. Victim assistance is provided to include transportation, payment of emergency expenses, education programs and training to children’s advocates. 220 Diversion: A.R.S. §11-361 establishes the ability of counties to offer special supervision programs for non-violent offenders in order to divert them from incarceration. Funds are used to provide alternatives to criminal prosecution to appropriate offenders so that they can receive drug rehabilitation services without the cost of prosecution. 221 County Attorney Fill the Gap: County Attorney Fill the GAP was set up as indicated by A.R.S. §41-2421F and accounts for monies distributed under A.R.S. §41-2421. Funds are to be used to supplement, not supplant, funding at the level provided in fiscal year 1997-1998 by the counties for the processing of criminal cases by county attorneys. 222 Human Services Grants: Accounts for the grant funds that are utilized for community action services designed to help the disadvantaged achieve self-sufficiency and family stability. 223 Transportation Grants: Transportation Grants was set up to account for all Grant activity administered by the County Transportation Department. 224 Medical Examiner Grant Fund: Accounts for the grant funds that are utilized to support the County’s anti-bioterrorism efforts. 225 Spur Cross Ranch Conservation: To account for the money collected from a Town- imposed ½% transaction privilege tax for the operation of the County Park. 226 Planning and Development Fees: Performs mandated community planning functions. Funding is provided mainly through license and impact fees. 227 Juvenile Probation Grants: Accounts for the grant funds that are utilized for the child nutrition program, family counseling and safe schools program. 228 Juvenile Probation Special Fees: This fund was established by A.R.S. §12-268 to account for juvenile probation fees collected and used for the purpose of supplementing County General Fund appropriations for the compensation of personnel of the Juvenile Court. 1097 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Attachments 229 Juvenile Restitution Fund: Pursuant to A.R.S. §8-346, the fund was established for the payment of restitution in juvenile delinquency proceedings. This fund consists of state and local appropriations, gifts, devices and donations from any public or private source. 230 Parks and Recreation Grants: Accounts for the grant funds that are utilized for state lake improvements, park restoration and the construction and maintenance of hiking trails. 232 Transportation Operations: Plans and implements an environmentally balanced multi-model transportation system. Operations are funded through highway user taxes. 233 Public Defender Grants: Accounts for grant funds that are utilized for public defender training and to increase the processing of drug cases. 234 Transportation Capital Project: Transportation Capital Projects was set up administratively as a capital project fund to track capital project activity of the County Transportation Department. Funding is provided by a reimbursement transfer from the Transportation Fund that derives its funding from the State Highway User’s Tax. 235 Del Webb: A special revenue fund to account for revenue received from the Del Webb Anthem community that is restricted to expenditure for development services (the implementation and enforcement of the development master plan) and recreational services (trail system and library) supporting that community. 236 Recorders Surcharge: Accounts for the collection of a special recording surcharge, not to exceed $4, to be used to defray the cost of converting the County Recorder’s document storage and retrieval system to micrographics or computer automation as established by A.R.S. §11475.01. 237 Justice Courts Photo Enforcement: Established by the Board of Supervisors on November 4,2009 (Agenda Item C-24-10-001-M-00) to account for Justice Courts fee revenue and operating expenditures associated with photo radar traffic enforcement. 238 Trial Courts Grants: Grant funds are used for drug enforcement accounting, court-appointed special advocates and case-processing assistance. 239 Parks Souvenir Fund: Accounts for sales proceeds of sundry items at the Maricopa County Parks. 240 Lake Pleasant Recreation Services: Provides the public with positive leisure opportunities in a safe, accessible, and efficient manner through quality development and programming while conserving and protecting unique and environmentally sensitive areas. 241 Parks Enhancement Fund: Accounts for park and recreation revenues and expenditures associated with enhancing parks and recreation programs pursuant to A.R.S. §11-941. 243 Parks Donations: Accounts for donations and contributions activities provided for by citizens or groups. 245 Justice Court Special Revenue: Established for the purpose of defraying expenses of justice court services by providing improvements in court technology, operations and facilities to enable the courts to respond quickly to changing statutory and case processing needs. Operations are funded by a user’s charge to be added to the Defensive Driving School Diversion Fee as of March 1, 1998. 248 Elections Grant: Elections Grant was set up to account for all grant activity administered by the Elections Department. 249 Non Departmental Grant: Non-Departmental Grants was set up to account for all nondepartment specific grant activity. 1098 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Attachments 251 Sheriff Grants: Accounts for grant and intergovernmental funds that support and enhance Sheriff Office activities. 252 Inmate Services: Accounts for the funds that are held in trust for the benefit and welfare of the inmates, established under A.R.S. §31-121. The majority of revenues are derived from sales of food and sundries to the inmates. 254 Inmate Health Services: Accounts for the co-payments received from inmates for self-initiated health service pursuant to A.R.S. §31-161 and A.R.S. §31-162. 255 Detention Operations: was established under the authority of propositions 400 and 401, which were passed in the General Election of November 3, 1998 and extended in the General Election of November 5, 2002. These propositions authorized a temporary 1/5-cent sales tax to be used for the construction and operation of adult and juvenile detention facilities. 256 Probate Fees: Administers the monies received by the Clerk of the Superior Court pursuant to A.R.S. §14-5314 and A.R.S. §14-5414 to preserve, audit, and safeguard the estates and wards for whom the court has a fiduciary responsibility. 257 Conciliation Court Fees: Accounts for monies collected under A.R.S. §25-311.01 related to the dissolution of marriages. The funds collected are used by the Domestic Violence Shelter fund and the Child Abuse Prevention and Treatment fund. 259 Trial Courts Special Revenue: Accounts for monies received under an intergovernmental agreement with the Department of Economic Security to conduct Title IV-D child support enforcement enhancements. 261 Law Library Fees: Established by A.R.S. §12-305 to account for a portion of the fees collected by the Clerk of the Superior Court to be used for the purchase of books for the county law library. 262 Public Defender Fill the Gap: Public Defender Fill the Gap was set up as indicated by A.R.S. §41-2421F and accounts for monies distributed under A.R.S §41-2421. Funds are to be used to supplement, not supplant, funding at the level provided in fiscal year 1997-1998 by counties for the processing of criminal cases by the county public defender, legal defender and contract indigent defense counsel in each county. 263 Legal Defender Fill the Gap: Legal Defender Fill the Gap was set up as indicated by A.R.S. §41-2421F and accounts for monies distributed under A.R.S. §41-2421. Funds are to be used to supplement, not supplant, funding at the level provided in fiscal year 1997-1998 by counties for the processing of criminal cases by the county public defender, legal defender, and contract indigent defense counsel in each county. 264 Superior Court Fill the Gap: Superior Court Fill the Gap was set up as indicated by A.R.S §412421F and accounts for monies distributed under A.R.S. §41-2421. Funds are to be used to supplement, not supplant, funding at the level provided in fiscal year 1997-1998 by the counties for the processing of criminal cases in the Superior Court, including the Office of the Clerk of the Superior Court, and Justice Courts. 265 Public Health Fees: Accounts for public health programs that are self-supported by Vital Health fees and pharmacy operations. 266 Check Enforcement Program: Accounts for fees that are collected pursuant to A.R.S. §131809 and §13-1810, any investigation and prosecution costs and any monies that are obtained as a result of a forfeiture and that are recovered for the county through enforcement of A.R.S. §13-1802, §13-1807, §13-2002 or §13-2310, whether by final judgment, settlement or 1099 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Attachments otherwise. The monies in the fund shall be used for the investigation, prosecution and deferred prosecution of theft, forgery and fraud. 267 Criminal Justice Enhancement: The Criminal Justice Enhancement fund accounts for monies that are allocated to county attorneys from the Arizona State Criminal Justice Enhancement fund (A.R.S. §41-2401). The funds are to be used for the purpose of enhancing prosecutorial efforts. 268 Victim Compensation and Assistance: Victim Compensation and Assistance Fund was established to administer funding provided from the State Victim Compensation and Assistance fund (AR.S. §41-2407) and from prisoner supervision fees under A.R.S. §31-418. The fund is used for establishing, maintaining and supporting programs that compensate and assist victims of crime. 269 Victim Compensation Restitution Interest Fund: The County Attorney Victim Compensation and Restitution Fund was established as authorized by A.R.S §11-538 consisting of monies that are distributed pursuant to A.R.S. §12-286 (75% of the interest earned on restitution monies that are received in trust). The County Attorney shall use monies in the fund to assist eligible victims of crime with medical, counseling and funeral expenses and lost wages. 270 Child Support Enhancement: Accounts for funds received from a federal incentive award that is utilized for the enhancement of child support collections through efficient operation of the IV-D program. 271 Expedited Child Support: Accounts for the funds that are utilized to establish, maintain and enhance programs designed to expedite the processing of petitions filed and enforce the resultant court orders. Revenues collected for subsequent case filing fees for post-decree petitions in dissolution cases, pursuant to A.R.S. §25-412 and A.R.S. §12-284, fund operations. 273 Victim Location: Revenues are derived from interest earned on restitution monies received in trust and are to be distributed to the County Attorney and Clerk of the Superior Court on a pro rata basis (County Attorney – 75% and Superior Court – 25%). Fund was established by A.R.S. §12-287. 274 Clerk of the Court EDMS: The Clerk of the Court EDMS Fund was established to account for Electronic Document Management System (EDMS) Fees which are collected as authorized by Board Agenda C16020028, ADM1005 and State Attorney General’s Opinion 195-18 (R94-63). 275 Juvenile Probation Diversion: The Juvenile Probation Diversion fund was established by A.R.S 11-537 and consists of diversion fees that are collected pursuant to section 8-321(N). The monies shall be used at the discretion of the County Attorney for administering county community based alternative programs that are established pursuant to A.R.S. 8-321. 276 Spousal Maintenance Enforcement Enhancement: The Spousal Maintenance Enforcement Fund is established for the Clerk of the Superior Court consisting of monies received pursuant to A.R.S. §12-289. The Clerk will spend monies in the fund to enhance enforcement of spousal maintenance orders. In addition to the fees required by A.R.S. §12-284, the Clerk shall charge and collect a surcharge of $5 for each filing of a petition or an answer for annulment, dissolution or marriage or legal separation. The Clerk will use the surcharge only for the purposes prescribed by this statute. 281 Children’s Issues Education: Accounts for the funds that are utilized for educational programs regarding the impact that divorce, the restructuring of families and judicial involvement have on children pursuant to A.R.S. §25-354. Revenues that are received from the Clerk’s educational program fees supplement any state or county appropriations. 1100 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Attachments 282 Domestic Relations Mediation Education: Accounts for the funds that are utilized to establish, maintain and enhance programs designed to educate individuals regarding the impacts on children associated with marriage dissolution, legal separation, restructuring of families and the programs available for mediation of visitation or custody disputes, pursuant to A.R.S. §25-413. Operations are funded by revenues from a surcharge received by the Clerk for each filing of a post-adjudication petition in a domestic relation’s case, pursuant to A.R.S. §12284. 290 Waste Tire: Accounts for the operations activity of the waste-tire-processing center for the removal of waste tires from the County pursuant to A.R.S. §44-1305. 292 Correctional Health Grant: The Arizona Department of Health Services was awarded a grant by the Department for Health and Human Services, Centers for Disease Control and Prevention, to generate surveillance data for the Centers for Disease Control and Prevention and supplement the syphilis-screening activities at the Madison Street Jail. 320 County Improvement Debt: Accounts for the debt service on the Lease Revenue Bonds, Series 2001. Funding is provided by transfers from the General Fund. 321 County Improvement Debt 2: The County Improvement Debt 2 Fund has been established to fund the debt service on the Lease Revenue Bonds, Series 2007. 422 Intergovernmental Capital Projects: Intergovernmental Capital Projects account for capital project spending predominantly funded from General Fund revenues. 440 Financing Series 2007: The Financing Series 2007 Fund has been established to fund capital projects through the issuance of the Lease Revenue Bonds, Series 2007. 441 Financing Series 2008: The Financing Series 2008 Fund has been established to fund capital projects through the issuance of the Lease Revenue Bonds, Series 2008. 445 General Fund County Improvements: The General Fund County Improvement Fund has been established to fund current and future capital projects. Fund assets may be used to pay directly for capital projects or may be appropriated by the Board of Supervisors for debt service. None of the funds has been pledged for debt service, and fund assets may be transferred by the Board of Supervisors at any time for any other County purpose. 455 Detention Capital Projects: Accounts for the proceeds associated with the 1/5 of one-cent sales tax approved by voters in the General Election on November 3, 1998 and extended by voters in the General Election on November 5, 2002. Fund assets may be used to pay directly for capital projects or may be appropriated by the Board of Supervisors for debt service. None of the funds has been pledged for debt service and fund assets may be transferred by the Board of Supervisors at any time for any other County purpose. 460 Technology Capital Improvement: Established by the Board of Supervisors with adoption of the FY 2011 budget to account for General Fund and other resources committed for technology improvement projects. 461 Detention Technology Capital Improvement: Established by the Board of Supervisors with adoption of the FY 2011 budget to account for Detention Fund resources restricted for technology improvement projects consistent with A.R.S. §42-6109.01. 503 Air Quality Grant: Air Quality Grants was set up to account for all Grant activity administered by the County Air Quality Department 504 Air Quality Fees: Air Quality works to protect the environment and public health through control, preservation, and improvement of the County’s air quality. Permit revenue is the funding source. 1101 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Attachments 505 Environmental Services Grant: Environmental Services Grants was set up to account for all Grant activity administered by the County Environmental Services Department. 506 Environmental Services Environmental Health: Environmental Services – Health Fund was established to account for activities related to the protection of food and water supplies consumed by residents. Funding is provided by fees collected from Health Inspections and the sale of Health Permits. 532 Public Health Grants: Protects, improves and preserves the physical, mental and social well being and the environment of the entire population of Maricopa County, with a special responsibility to serve those most vulnerable. Federal and State grants fund operations. 572 Animal Control License/Shelter: Animal Control reduces the incidences of animal-inflicted injuries and reduces the risk of exposure to rabies through enforcement of dog-licensing laws, leash laws, capture and impoundment of stray dogs, public education, adoption or humane disposal of excess animals. Licenses and fees are the primary funding source. 573 Animal Control Grants: Animal Control Grants was set up to account for all Grant activity administered by Animal Control. 574 Animal Control Field Operation: Animal Control Field Services was set up in FY2002-03 to segregate field services, which are an optional County service, from Animal Control Pound Activities which are required by Arizona State Statute. 580 Solid Waste Management: Solid Waste assists the cities and towns, businesses, and citizens in continuously improving the regional waste management systems. This includes an everincreasing focus on reducing the amount of waste generated, maximizing resource recovery, proper management of special wastes, and environmentally sound disposal. 581 Solid Waste Grants: Solid Waste Grants accounts for all Grant activity administered to Solid Waste. 601 CMG High Option: This fund collects employee and employer contributions for payment of the employees’ health insurance premiums for the self-insured high option HMO insurance plan. 602 CMG Low Option: This fund collects employee and employer contributions for payment of the employees’ health insurance premiums for the self-insured low option HMO insurance plan. 603 OAP IN: This fund collects employee and employer contributions for payment of the employees’ health insurance premiums for the self-insured open access, in-network HMO insurance plan. 604 OAP High Option: This fund collects employee and employer contributions for payment of the employees’ health insurance premiums for the self-insured high option open access insurance plan. 605 OAP Low Option: This fund collects employee and employer contributions for payment of the employees’ health insurance premiums for the self-insured high option open access insurance plan. 606 Choice Fund H.S.A.: This fund collects employee and employer contributions for payment of the employees’ health insurance premiums for the self-insured Health Savings Account insurance plan. 607 FI Dental PPO: This fund collects employee and employer contributions for payment of the employees’ dental insurance premiums for the fully-insured dental plan. 608 Coinsurance: This fund collects employee and employer contributions for payment of the employees’ pharmacy premiums for the self-insured coinsurance pharmacy plan. 1102 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Attachments 609 Consumer Choice: This fund collects employee and employer contributions for payment of the employees’ pharmacy premiums for the self-insured consumer choice pharmacy plan. 610 70 Percent STD: This fund collects employee contributions for payment of the employees’ short -term disability benefits for the self-insured short-term disability plan which provides benefits at 70% of the employee’s salary. 611 60 Percent STD: This fund collects employee contributions for payment of the employees’ short -term disability benefits for the self-insured short-term disability plan which provides benefits at 60% of the employee’s salary. 612 50 Percent STD: This fund collects employee contributions for payment of the employees’ short -term disability benefits for the self-insured short-term disability plan which provides benefits at 50% of the employee’s salary. 613 40 Percent STD: This fund collects employee contributions for payment of the employees’ short-term disability benefits for the self-insured short-term disability plan which provides benefits at 40% of the employee’s salary. 614 Behavioral Health: This fund collects employee and employer contributions for payment of the employees’ health insurance premiums for the self-insured behavioral health insurance plan. 615 Wellness: This fund collects employer contributions for payment of the employees’ wellness program expenditures for the self-insured wellness program. 616 Contract Administration: This fund collects employer contributions for payment of the contract administration expenditures for the self-insured benefits program. 617 Medical Incentive & Penalties: This fund collects employer contributions for payment of the provider medical incentive payments which are part of the self-insured benefits program. 618 Benefit Administration: This fund collects employer contributions for payment of the benefits administration expenditures for the self-insured benefits program. 621 Flex Spending Health: This fund collects employee and employer contributions for payment of expenditures for the medical flexible spending benefit program. 622 Flex Spending Dep Care: This fund collects employee and employer contributions for payment of expenditures for the dependent care flexible spending benefit program. 623 Vision: This fund collects employee and employer contributions for payment of the employees’ vision premiums for individuals also participating in medical benefits for the self-insured vision plan. 624 Stand Alone Vision: This fund collects employee and employer contributions for payment of the employees’ vision premiums for individuals who do not participate in medical benefits for the self-insured vision plan. 625 FI Prepaid Dental: This fund collects employee and employer contributions for payment of the employees’ dental insurance premiums for the fully insured prepaid dental plan. 626 FI Life and AD and D: This fund collects employee and employer contributions for payment of the employees’ life insurance premiums for the fully insured life insurance plan. 627 Supplemental Life: This fund collects employee contributions for payment of the employees’ supplemental life insurance premiums for the fully insured supplemental life insurance plan. 628 Employee Assistance (EAP): This fund collects employer contributions for payment of the employee assistance program expenditures for the self-insured EAP program. 1103 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Attachments 629 SI Dental: This fund collects employee and employer contributions for payment of the employees’ dental insurance premiums for the self-insured dental plan. 630 Dependent Life: This fund collects employee contributions for payment of the employees’ dependent life insurance premiums for the fully-insured dependent life benefit plan. 631 Voluntary Benefits: This fund collects employee contributions for payment of the employees’ voluntary insurance premiums for the fully-insured voluntary insurance benefit plan. 632 CIGNA for Seniors: This fund collects contributions for payment of the medical insurance premiums for the fully insured Cigna for Seniors benefit plan. 652 Health Select Self-Insured Trust: This fund collects employee and employer contributions for payment of the employees’ health insurance premiums for the County-run insurance plan. 654 Equipment Services: This fund provides assistance to other Maricopa County departments to ensure quality service to the citizens of Maricopa County by furnishing and maintaining the necessary County mobile equipment in an efficient manner. 669 Small School Service: Established per A.R.S. §15-365 to account for service programs operated through the County School Superintendent. 673 Reprographics: This fund provides the County’s printing and duplicating services. 675 Risk Management: This fund supports the comprehensive insurance/self-insurance program, which safeguards County assets and employees by means of a Trust Fund. Personnel skilled in loss control, claims and litigation and workers’ compensation work together to avert risk and conserve the human and financial resources of Maricopa County. 681 Telecommunications: This fund provides cost effective voice, data, and radio communications to County employees. 715 School Grant: Accounts for all grant activity administered by the Superintendent of Schools. 741 Taxpayer Information: Consist of monies collected from the public records copy surcharge imposed under A.R.S. §11-496, the tax-lien-processing fee imposed pursuant to A.R.S. §4218116, $50 of each judgment-deed fee collected pursuant to A.R.S. §42-18205, interest earned from the elderly assistance fund pursuant to A.R.S. §42-17401 and the community facilities district special-assessment fee imposed pursuant to A.R.S. §48-721. The County Treasurer shall administer the fund and spend monies in the fund only to defray the cost of converting or upgrading an automated public information system. 780 School Transportation: Accounts for reimbursement for mileage costs to parents of specialneeds students. 782 School Communication: Accounts for management of centralized billings paid by Superintendent of Schools for multiple school districts. 795 County School Indirect Cost: Accounts for federal indirect fees charged to school districts. 900 Eliminations: Eliminations are included in the budget to offset amounts budgeted as expenditures in one fund that are associated with offsetting revenues and expenditures in another fund. For additional information refer to the Budget Summary Schedule section, Elimination Summary. 1104 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Attachments Revenue Source Codes Revenue Source Revenue Source Name 601 Property Taxes 605 606 610 615 620 621 625 626 630 634 635 636 637 638 645 650 680 Comments Amounts collected on property taxes assessed on real, secured and unsecured personal property. Tax Penalties and Interest Amounts collected as penalties for delinquent tax payments, and the interest charged on delinquent taxes from the due date to the date of the actual payment. Sales Tax Amounts collected for a sales tax levied by the County. Licenses and 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. Grants 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 Intergovernmental Revenues Other non-grant revenues levied by the federal to state government and shared with the county on a predetermined basis. Payments in Lieu of Taxes 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. State Shared Sales Tax Transaction Privilege Taxes levied by the state government and shared with the County, based on a statutory distribution formula. State Shared Highway User Revenue Tax 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. Sate Shared Vehicle License Taxes 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. Intergovernmental Charges for Services Charges for service provided to other public entities. Other Charges for Services Various types of County charges for services and other related activities. Internal Service Charges Revenue collected by internal service fund department of the County for centralized internal service operations, (telecom, equipment services, reprographics, etc…). Fines and Forfeits Amounts collected for a compliance violation of any applicable laws, policy or other authoritative rule or amounts collected through confiscation. Patient Services Revenues Charges for patient and third-party reimbursements for healthcare related services. Interest Earnings Revenue from holdings invested for earnings purposes. Miscellaneous Revenue Any and all revenue that cannot be reasonably classified to another specific revenue code. Transfers In Inflow of monies transferred between funds within the County. 1105 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Attachments Expenditure Object Codes Object 701 Description Regular Pay 705 710 Temporary Pay Overtime 750 790 Fringe Benefits Other Personnel Services 795 Personnel Services Allocation-Out 796 Personnel Services Allocation-In 801 802 804 General Supplies Medical Supplies Non-Capital Equipment 810 Legal Services 811 Health Care Services 812 Other Services 820 Rent and Operating Leases 825 Repairs and Maintenance 830 Intergovernmental Payments 839 Internal Service Charges 841 842 Travel Education and Training 843 Postage/Freight/Shipping 845 Support and Care of persons 850 Utilities Comment Gross salary and wages for personal services rendered by regular full and part-time employees. Gross salary and wages for temporary employees. Overtime salary and wages for personal services rendered by regular full-time employees. Amounts paid by the County on behalf of the employees. Miscellaneous employee payments and/or adjustments not considered regular employee compensation. Used to allocate personal service charges to another fund/department. Used to allocate personal service charges from another fund/department. Amounts paid for consumable operational supply items. Amounts paid for consumable healthcare operational supply items. 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. Professional legal services rendered by individuals not on the County payroll and/or other legal service related costs. 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 services related costs that are not legal and healthcare related. Payments for operating leases and rents, excluding capital leases (see 950-Debt Service). Amounts paid for repairing or maintaining buildings, structures, improvements or equipment. Contributions, aid or other amounts paid to other government entities for program and/or other agreed upon contracts and agreements. Amounts charged by internal service departments of the County to other departments. Amounts paid for any and all costs related to travel. Amounts paid for any and all costs related to education and training. Amounts paid for mailing costs and other incidental costs associated with eh movement of goods. Amounts paid to administer the County's fiduciary care responsibilities. Amounts paid for the costs of any and all utility charges and/or related disposition of utility products. 1106 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Attachments Expenditure Object Codes (continued) Object 855 865 Description Interest Expense Depreciation 880 910 Transfers Out Land 915 Building and Improvements 920 Capital Equipment 930 Vehicles and Construction Equipment 940 Infrastructure 950 Debt Service Comment Interest charges for negative cash and investment balances. Expense charged for the loss of value of an asset as a result of it's use. Movement of monies between (outflow) funds within the County. 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 changes necessary to prepare the building for use. Does 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. Amounts paid for County infrastructure, such as streets, roads, tunnels, drainage systems, water and sewer systems, dams and lighting systems. 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. 1107 1108 (190,638,322) (181,018,409) (181,018,409) 204,504,864 184,936,913 25,135,454 25,135,454 738,228,623 800,891,446 548,702,429 $ 17,917,867 (19,543,994) 2,428,300 15,895,330 18,323,630 256,755,677 291,144,579 (193,790,887) (193,790,887) 199,652,450 45,357,115 7,321,591 7,321,591 595,068,305 584,652,447 300,000 $ 300,000 TOTAL FINANCIAL RESOURCES AVAILABLE 2011 BUDGETED EXPENDITURES/ EXPENSES 2011 $ (685,663,832) (685,663,832) 482,315,108 14,045,423 14,045,423 178,681,696 10,621,605 $ (685,663,832) (685,663,832) 1,635,722 13,812,119 11,649 11,649 299,082,169 371,122,173 $ (193,790,887) (193,790,887) 215,934,595 494,316,110 23,783,665 23,783,665 819,340,401 1,002,647,392 2,362,231,276 $ 2,362,231,276 (193,790,887) (193,790,887) 215,934,595 494,316,110 23,783,665 15,895,330 39,678,995 819,340,401 1,002,647,392 $ 10,621,605 $ 371,122,173 $ 1,002,647,392 $ 1,002,647,392 INTERFUND TRANSFERS 2011 IN * Includes Expenditure/Expense Adjustments Approved in the current year fromSchedule E. ** Includes actual amounts as of the date the proposed budget was prepared, adjusted for estimated activity for the remainder of the fiscal year. *** Amounts in this column represent estimated Fund Balance/Net Asset amounts to be expended in the upcoming fiscal year. Estimated amounts exclude amounts invested in capital assets, net of related debt, and reserved/restricted amounts established as offsets to assets presented for informational purposes (i.e., prepaids, inventory, etc.). 2010 2011 $ 2,307,945,808 $ 2,362,231,276 (306,151,147) (274,847,853) 2,001,794,661 2,087,383,423 (854,243,117) (911,523,275) $ 1,147,551,544 $ 1,175,860,148 $ 1,147,551,545 $ 1,175,860,149 574,967,826 $ 1,238,261,021 $ 87,616,892 487,350,934 EXPENDITURE LIMITATIONCOMPARISON 1. Budgeted expenditures/expenses 2. Add/subtract: estimated net reconciling items 3. Budgeted expenditures/expenses adjusted for reconciling items 4. Less: estimated exclusions 5. Amount subject to the expenditure limitation 6. EEC expenditure limitation $ 2,307,945,808 $ 1,772,678,891 $ 10. Total Eliminations Funds 11. TOTAL ALL FUNDS (190,638,322) 223,580,156 9. Internal Service Funds 10. Eliminations Funds 11. 288,792,993 25,141,204 7. Total Debt Service Funds 8. Capital Projects Funds 25,141,204 923,778,851 1,037,290,926 5. Debt Service Funds Available 6. Less: Designation for Future Debt Retirement 4. Special Revenue Funds 3. Total General Fund 2. General Fund - Override Election 1. General Fund FUND ESTIMATED REVENUES ADOPTED OTHER THAN BUDGETED ACTUAL PROPERTY OTHER FINANCING EXPENDITURES/ EXPENDITURES/ FUND BALANCE/ PROPERTY TAX NET ASSETS*** TAXES 2011 EXPENSES* EXPENSES** REVENUES 2010 2010 July1,2010** 2011 2011 SOURCES Primary: 487,350,934 $ $ 1,037,290,926 $ 800,891,446 $ 291,144,579 $ 584,652,447 $ $ Secondary: Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Attachments Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Attachments MARICOPA COUNTY Summary of Tax Levy and Tax Rate Information Fiscal Year 2011 2010 1. Maximum allowable primary property tax levy. A.R.S. §42-17051(A) $ 2. Amount received from primary property taxation in the current year in excess of the sum of that year's maximum allowable primary property tax levy. A.R.S. §42-17102(A)(18) $ 2011 492,230,736 $ 517,847,364 492,230,736 $ 492,224,342 3. Property tax levy amounts A. Primary property taxes $ B. Secondary property taxes General Fund - Override election Flood Control District Library District Total secondary property taxes C. Total property tax levy amounts $ $ 74,996,804 20,468,370 68,019,592 20,479,676 $ 95,465,174 $ 88,499,268 $ 587,695,910 $ 580,723,610 $ 477,463,814 9,887,120 487,350,934 $ 477,457,612 9,893,322 487,350,934 4. Property taxes collected* A. Primary property taxes (1) Current year's levy (2) Prior years’ levies (3) Total primary property taxes B. Secondary property taxes (1) Current year's levy (2) Prior years’ levies (3) Total secondary property taxes C. Total property taxes collected $ $ $ $ 92,601,219 1,909,303 94,510,522 $ $ 85,844,290 1,772,602 87,616,892 $ 581,861,456 $ 574,967,826 5. Property tax rates A. County tax rate (1) Primary property tax rate (2) Secondary property tax rate General Fund - Override election (3) Total county tax rate B. Special assessment district tax rates Secondary property tax rates Flood Control District Library District 0.9909 1.0508 0.9909 1.0508 0.1367 0.0353 0.1489 0.0412 * Includes actual property taxes collected as of the date the proposed budget was prepared, plus estimated property tax collections for the remainder of the fiscal year. ** Represents budgeted Property Tax Revenue. Property tax revenue is budgeted in FY 200910 based on prior years' collection trends, rather than on the actual levy amount. Each year, approximately 3.0% of levied taxes go unpaid. While a portion (approximately 2.0%) are paid in the following tax year, approximately 1.0% are never paid, or are not levied due to resolutions which actually reduce assessed value amounts. Levy for General Fund is $492,244,342; for Flood Control District is $68,019,592 and for Library District is $20,479,616. 1109 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Attachments MARICOPA COUNTY Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2011 SOURCE OF REVENUES GENERAL FUND Taxes TAXPENALTIES & INTEREST PAYMENTS INLIEUOF TAXES STATE SHARED SALES TAX STATE SHARED VEHICLE LICENSE $ ESTIMATED REVENUES ACTUAL REVENUES* ESTIMATED REVENUES 2010 2010 2011 15,500,000 $ 8,674,402 368,431,060 118,385,455 23,853,340 $ 8,325,626 362,490,933 113,424,850 Licenses and permits LICENSES AND PERMITS 2,210,000 2,526,077 2,285,000 Intergovernmental GRANTS OTHER INTERGOVERNMENTAL 39,665 7,154,693 29,184 6,065,157 4,041,475 Charges for services INTERGOVCHARGES FOR SERVICES OTHER CHARGES FOR SERVICES INTERNAL SERVICE CHARGES PATIENT SERVICES REVENUE 13,620,993 24,868,995 3,494,653 7,200 12,088,981 27,584,762 12,057,601 26,411,426 27,201 7,200 Fines and forfeits FINES & FORFEITS 19,597,179 14,589,102 14,440,741 Investments INTEREST EARNINGS 12,000,000 7,211,595 7,000,000 Miscellaneous MISCELLANEOUS REVENUE Total General Fund $ 3,626,106 4,719,199 597,610,401 $ 582,936,007 $ 21,000,000 10,060,000 369,740,752 113,380,026 4,228,226 584,652,447 * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. SPECIAL REVENUE FUNDS Road Fund TRANSPORTATIONOPERATIONS $ Total Road Fund $ 96,142,000 $ 96,142,000 $ 93,753,357 $ 93,753,357 $ 98,401,418 98,401,418 Health Services Fund PATIENT SERVICES REVENUE $ Total Health Services Fund $ 1,841,825 $ 1,841,825 $ 1,255,385 $ 1,255,385 $ 1,399,715 1,399,715 List Fund: GRANTS, MISC. REVENUE, ETC. $ Total _____________________ $ 571,985,346 $ 571,985,346 $ 513,279,760 $ 513,279,760 $ 495,267,172 495,267,172 Total Special Revenue Funds $ 669,969,171 $ 608,288,502 $ 595,068,305 $ 2,762,788 $ 5,925,094 3,121,661 $ 4,657,642 2,699,846 4,621,745 Total Debt Service Funds $ 8,687,882 $ 7,779,303 $ 7,321,591 27,595,834 $ 1,060,000 2,302,800 13,591,000 13,908,860 $ 134,814 1,036,210 2,740,201 14,338,083 38,814,115 630,000 1,005,000 44,549,634 $ 32,158,168 $ 45,357,115 $ 131,222,607 $ 17,920,669 1,004,711 16,583,815 29,772,374 128,391,151 $ 16,547,505 673,234 14,367,791 29,472,378 143,911,426 15,972,983 806,795 13,909,239 25,052,007 Total Internal Service Funds $ 196,504,176 $ 189,452,059 $ 199,652,450 DEBT SERVICE FUNDS NON-DEPARTMENTAL STADIUMDISTRICT CAPITAL PROJECTS FUNDS PUBLIC WORKS LIBRARYDISTRICT STADIUMDISTRICT NONDEPARTMENTAL FLOOD CONTROL DISTRICT $ Total Capital Projects Funds $ 4,908,000 INTERNAL SERVICE FUNDS WORKFORCE MGT AND DEVELOPMENT ENTERPRISE TECHNOLOGY MATERIALS MANAGEMENT EQUIPMENT SERVICES RISK MANAGEMENT ELIMINATIONS FUNDS ELIMINATIONS $ (190,638,322) $ (181,018,409) $ (193,790,887) Total Eliminations Funds $ (190,638,322) $ (181,018,409) $ (193,790,887) TOTAL ALL FUNDS $ 1,326,682,942 $ 1,239,595,630 $ 1,238,261,021 * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. 1110 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Attachments MARICOPA COUNTY Summary by Fund Type of Other Financing Sources/ and Interfund Transfers Fiscal Year 2011 FUND OTHER FINANCING 2011 SOURCES GENERAL FUND NONDEPARTMENTAL $ PUBLIC HEALTH Total General Fund $ SPECIAL REVENUE FUNDS AIR QUALITY $ ANIMAL CARE AND CONTROL CORRECTIONAL HEALTH EDUCATIONSERVICES EMERGENCYMANAGEMENT ENVIRONMENTAL SERVICES FLOOD CONTROL DISTRICT HUMANSERVICES LIBRARYDISTRICT NONDEPARTMENTAL PARKS AND RECREATION PLANNINGAND DEVELOPMENT PUBLIC HEALTH PUBLIC WORKS SHERIFF STADIUMDISTRICT Total Special Revenue Funds $ DEBT SERVICE FUNDS NONDEPARTMENTAL $ STADIUMDISTRICT Total Debt Service Funds $ CAPITAL PROJECTS FUNDS FLOOD CONTROL DISTRICT $ LIBRARYDISTRICT NONDEPARTMENTAL PUBLIC WORKS STADIUMDISTRICT Total Capital Projects Funds $ INTERNAL SERVICE FUNDS ENTERPRISE TECHNOLOGY $ EQUIPMENT SERVICES MATERIALS MANAGEMENT RISK MANAGEMENT WORKFORCE MGT AND DEVELOPMEN Total Permanent Funds $ INTERFUND TRANSFERS 2011 IN $ $ $ $ 10,621,605 $ 371,087,173 35,000 10,621,605 $ 371,122,173 $ $ $ 2,097,500 $ 178,681,696 82,799 2,171,987 40,000,000 1,339,121 231,582 197,323,710 297,860 398,002 1,506,411 40,367,090 600,000 2,787,111 $ 299,082,169 176,466,336 82,860 35,000 300,000 300,000 $ $ $ $ $ $ $ 12,866,182 $ 1,179,241 14,045,423 $ 609,087 1,967,409 9,400,000 11,649 11,649 $ 40,000,000 $ 231,582 403,677,230 36,798,426 1,607,870 $ 482,315,108 $ $ $ $ $ $ $ $ $ (603,666,353) $ (603,666,353) (40,000,000) (40,000,000) (231,582) (231,582) (82,860) (82,860) (36,798,426) (36,798,426) (4,884,611) (4,884,611) $ (685,663,832) $ (685,663,832) ELIMINATIONS FUNDS ELIMINATIONS COUNTY $ FLOOD CONTROL DISTRICT LIBRARYDISTRICT PARKS AND RECREATION PUBLIC WORKS STADIUMDISTRICT Total Eliminations Funds $ $ TOTAL ALL FUNDS $ 300,000 $ 1111 $ $ 11,714,619 2,097,500 13,812,119 460,915 532,241 67,416 207,485 367,665 1,635,722 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2011 FUND/DEPARTMENT GENERAL FUND ADULT PROBATION $ ANIMAL CARE AND CONTROL ASSESSOR BOARD OF SUPERVISORS DIST 1 BOARD OF SUPERVISORS DIST 2 BOARD OF SUPERVISORS DIST 3 BOARD OF SUPERVISORS DIST 4 BOARD OF SUPERVISORS DIST 5 CALL CENTER CLERK OF THE BOARD CLERK OF THE SUPERIOR COURT CONSTABLES CONTRACT COUNSEL CORRECTIONAL HEALTH COUNTYATTORNEY COUNTYATTORNEYCIVIL COUNTYMANAGER EDUCATIONSERVICES ELECTIONS EMERGENCYMANAGEMENT ENTERPRISE TECHNOLOGY ENVIRONMENTAL SERVICES FINANCE GENERAL COUNSEL HEALTHCARE PROGRAMS HUMANSERVICES INTERNAL AUDIT JUSTICE COURTS JUVENILE DEFENDER JUVENILE PROBATION LEGAL ADVOCATE LEGAL DEFENDER MANAGEMENT AND BUDGET MATERIALS MANAGEMENT MEDICAL EXAMINER NONDEPARTMENTAL PARKS AND RECREATION PUBLIC DEFENDER PUBLIC FIDUCIARY PUBLIC HEALTH PUBLIC WORKS RECORDER RESEARCHAND REPORTING SHERIFF SPECIAL LITIGATION SUPERIOR COURT TREASURER WORKFORCE MGT AND DEVELOPMENT Total General Fund $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2010 58,854,159 $ 257,903 22,816,543 346,428 346,428 346,428 346,428 346,428 1,363,590 1,346,191 26,286,706 2,403,317 14,353,929 3,049,876 56,599,487 4,013,122 2,434,692 2,035,900 8,212,297 173,881 7,614,262 3,420,072 3,282,573 5,205,817 237,341,157 2,313,610 1,553,494 14,488,923 4,164,849 16,449,965 8,770,615 9,855,901 3,186,167 1,884,254 6,659,432 277,648,299 694,615 34,713,248 2,477,439 10,742,840 41,148,605 2,095,117 391,970 62,324,473 2,135,828 62,531,673 2,618,874 3,049,142 1,034,696,947 $ 1112 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2010 (750,000) $ (68,183) 39,665 12,500,000 3,726,455 378,054 4,700,000 (307,053) 80,930 1,500,000 (750,000) 242,000 25,000 (22,375,181) 1,327,158 82,830 1,539,412 702,892 2,593,979 $ ACTUAL EXPENDITURES/ EXPENSES* 2010 57,739,033 $ 257,903 22,398,575 346,338 346,063 340,618 334,351 341,641 1,355,184 711,428 28,328,984 2,240,829 26,359,730 3,039,593 56,080,994 7,006,901 2,350,221 1,988,081 11,999,999 169,851 6,908,271 3,273,345 3,303,469 4,533,729 155,359,074 2,313,610 1,538,535 14,151,430 4,155,025 14,428,793 8,763,895 9,677,281 2,897,894 1,901,311 6,500,109 115,826,715 692,572 33,719,065 2,332,304 9,652,671 43,757,887 1,916,531 376,077 60,921,067 1,671,613 60,475,763 3,159,958 2,947,135 800,891,446 $ BUDGETED EXPENDITURES/ EXPENSES 2011 58,479,190 257,903 23,117,643 346,428 346,428 346,428 346,428 346,428 1,363,590 1,243,944 30,185,299 2,702,337 25,571,574 3,071,763 56,599,487 3,610,224 5,131,362 2,298,381 20,300,000 173,881 7,181,486 3,878,840 3,248,204 5,879,933 215,648,424 2,063,610 1,572,354 14,353,098 4,275,150 16,124,198 9,231,434 10,483,641 3,311,167 2,021,461 6,757,790 223,162,822 693,436 34,439,124 2,459,102 10,752,840 45,575,611 2,095,117 322,241 61,380,923 1,995,953 71,111,106 3,865,769 2,923,840 1,002,647,392 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2011 FUND/DEPARTMENT ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2010 SPECIAL REVENUE FUNDS ADULT PROBATION $ AIR QUALITY ANIMAL CARE AND CONTROL CLERK OF THE SUPERIOR COURT CORRECTIONAL HEALTH COUNTY ATTORNEY COUNTY MANAGER EDUCATION SERVICES ELECTIONS EMERGENCY MANAGEMENT ENVIRONMENTAL SERVICES FLOOD CONTROL DISTRICT HEALTH CARE PROGRAMS HUMAN SERVICES JUSTICE COURTS JUVENILE PROBATION LEGAL ADVOCATE LEGAL DEFENDER LIBRARY DISTRICT MEDICAL EXAMINER NON DEPARTMENTAL PARKS AND RECREATION PLANNING AND DEVELOPMENT PUBLIC DEFENDER PUBLIC HEALTH PUBLIC WORKS RECORDER SHERIFF STADIUM DISTRICT SUPERIOR COURT TREASURER Total Special Revenue Funds $ 18,940,960 $ 21,761,325 13,207,436 10,834,360 48,847,477 18,646,618 10,617,791 2,316,704 84,524 1,255,835 19,637,299 36,730,311 5,926,709 61,281,136 8,136,541 43,309,461 12,500 134,794 21,924,526 218,615 108,142,303 7,717,323 7,214,603 2,544,267 34,780,952 133,789,285 3,863,298 208,506,933 2,320,270 14,834,923 304,341 867,843,420 $ DEBT SERVICE FUNDS NON DEPARTMENTAL $ STADIUM DISTRICT Total Debt Service Funds $ 18,709,110 $ 6,432,094 25,141,204 $ 1113 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2010 ACTUAL EXPENDITURES/ EXPENSES* 2010 3,558,914 $ 173,787 202,495 10,773 431,279 3,755,444 890,181 2,718,842 50,000 800,000 1,689,247 19,094,906 1,760,000 569,499 937,186 (10,333,447) 177,589 598,294 109,508 21,637,510 229,790 3,582,929 2,264,960 1,025,745 55,935,431 $ $ $ BUDGETED EXPENDITURES/ EXPENSES 2011 19,251,625 $ 17,850,717 12,048,380 9,310,526 48,806,078 16,291,786 13,581,344 2,491,455 45,904 1,140,013 17,818,538 35,735,301 5,434,447 62,977,584 8,284,968 39,305,460 9,500 95,221 21,221,565 218,615 7,085,703 6,495,575 7,175,443 1,785,612 41,010,626 120,210,892 3,494,833 202,947,688 1,843,672 14,158,120 101,432 738,228,623 $ 18,408,431 17,048,804 13,296,801 11,929,875 52,274,224 15,736,300 2,111,036 4,590,594 2,782,320 1,366,111 20,854,375 37,403,605 6,651,736 65,821,712 9,740,052 43,119,192 37,398 160,168 22,048,417 53,648 55,646,160 7,320,671 7,834,408 2,367,486 42,202,577 134,643,570 4,548,813 198,380,493 3,853,615 16,803,468 304,341 819,340,401 18,709,110 $ 6,426,344 25,135,454 $ 17,172,330 6,611,335 23,783,665 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2011 FUND/DEPARTMENT ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2010 CAPITAL PROJECTS FUNDS FLOOD CONTROL DISTRICT $ LIBRARYDISTRICT NONDEPARTMENTAL PUBLIC WORKS STADIUMDISTRICT Total Capital Projects Funds $ 60,000,000 $ 9,600,000 121,568,782 85,728,037 1,803,000 278,699,819 $ INTERNAL SERVICE FUNDS WORKFORCE MGT AND DEVELOPMENT $ ENTERPRISE TECHNOLOGY EQUIPMENT SERVICES MATERIALS MANAGEMENT RISK MANAGEMENT Total Internal Service Funds $ 143,260,322 $ 16,659,007 12,817,232 973,481 40,007,891 213,717,933 $ ELIMINATIONS FUNDS ELIMINATIONS $ Total Eliminations Funds $ TOTAL ALL FUNDS $ * EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2010 ACTUAL EXPENDITURES/ EXPENSES* 2010 $ BUDGETED EXPENDITURES/ EXPENSES 2011 57,173,300 $ 5,284,464 53,940,382 68,536,267 2,500 184,936,913 $ 60,548,481 6,040,000 328,852,111 98,872,518 3,000 494,316,110 9,862,223 $ 131,902,652 $ 19,410,378 12,813,418 816,704 39,561,712 204,504,864 $ 145,188,761 19,435,207 13,634,342 739,379 36,936,906 215,934,595 (185,938,322) $ (185,938,322) $ (4,700,000) $ (4,700,000) $ (181,018,409) $ (181,018,409) $ (193,790,887) (193,790,887) 2,234,161,001 $ 73,784,807 $ 1,772,678,891 $ 2,362,231,276 500,000 11,393,174 (1,800,000) 10,093,174 $ $ 7,129,851 2,700,000 x 32,372 Includes actual expenditures/expenses recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated expenditures/expenses for the remainder of the fiscal year. 1114 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Attachments Summary by Department of Expenditures/Expenses Fiscal Year 2011 DEPARTMENT/FUND ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2010 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2010 ACTUAL EXPENDITURES/ EXPENSES * 2010 BUDGETED EXPENDITURES/ EXPENSES 2011 ADULT PROBATION: ADULT PROBATIONFEES $ ADULT PROBATIONGRANTS GENERAL Department Total $ 14,463,903 $ 4,477,057 58,854,159 77,795,119 $ $ 3,558,914 (750,000) 2,808,914 $ 13,150,972 $ 6,100,653 57,739,033 76,990,658 $ 12,288,792 6,119,639 58,479,190 76,887,621 AIR QUALITY: AIR QUALITYFEES $ AIR QUALITYGRANT Department Total $ 17,792,077 $ 3,969,248 21,761,325 $ $ 173,787 173,787 $ 14,395,680 $ 3,455,037 17,850,717 $ 13,005,400 4,043,404 17,048,804 ANIMAL CARE AND CONTROL: ANIMAL CONTROL FIELD OPERATION $ ANIMAL CONTROL GRANTS ANIMAL CONTROL LICENSE SHELTER GENERAL Department Total $ 3,203,897 $ 1,526,983 8,476,556 257,903 13,465,339 $ $ $ 2,749,629 $ 1,367,759 7,930,992 257,903 12,306,283 $ 3,192,433 1,572,785 8,531,583 257,903 13,554,704 $ Department Total $ 22,816,543 $ 22,816,543 $ $ $ 22,398,575 $ 22,398,575 $ 23,117,643 23,117,643 BOARD OF SUPERVISORS DIST 1: GENERAL $ Department Total $ 346,428 $ 346,428 $ $ $ 346,338 $ 346,338 $ 346,428 346,428 BOARD OF SUPERVISORS DIST 2: GENERAL $ Department Total $ 346,428 $ 346,428 $ $ $ 346,063 $ 346,063 $ 346,428 346,428 BOARD OF SUPERVISORS DIST 3: GENERAL $ Department Total $ 346,428 $ 346,428 $ $ $ 340,618 $ 340,618 $ 346,428 346,428 BOARD OF SUPERVISORS DIST 4: GENERAL $ Department Total $ 346,428 $ 346,428 $ $ $ 334,351 $ 334,351 $ 346,428 346,428 BOARD OF SUPERVISORS DIST 5: GENERAL $ Department Total $ 346,428 $ 346,428 $ $ $ 341,641 $ 341,641 $ 346,428 346,428 $ Department Total $ 1,363,590 $ 1,363,590 $ $ $ 1,355,184 $ 1,355,184 $ 1,363,590 1,363,590 CLERK OF THE BOARD: GENERAL $ Department Total $ 1,346,191 $ 1,346,191 $ (68,183) $ (68,183) $ 711,428 $ 711,428 $ 1,243,944 1,243,944 CLERK OF THE SUPERIOR COURT: CHILD SUPPORT ENHANCEMENT CLERK OF COURT FILL THE GAP CLERK OF THE COURT EDMS CLERK OF THE COURT GRANTS COURT DOCUMENT RETRIEVAL GENERAL JUDICIAL ENHANCEMENT VICTIMLOCATION Department Total $ 75,000 2,191,492 4,303,582 1,615,346 1,429,100 26,286,706 1,209,840 10,000 37,121,066 $ 18,000 2,431,666 3,440,224 1,301,897 1,147,636 28,328,984 961,103 10,000 37,639,510 $ 75,000 2,433,495 4,928,000 1,350,280 1,689,100 30,185,299 1,379,000 75,000 42,115,174 ASSESSOR: GENERAL CALL CENTER: GENERAL 1115 202,495 202,495 $ Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2011 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2010 DEPARTMENT/FUND CONSTABLES: GENERAL EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2010 ACTUAL EXPENDITURES/ EXPENSES * 2010 BUDGETED EXPENDITURES/ EXPENSES 2011 $ Department Total $ 2,403,317 $ 2,403,317 $ 39,665 $ 39,665 $ 2,240,829 $ 2,240,829 $ 2,702,337 2,702,337 CORRECTIONAL HEALTH: CORRECTIONAL HEALTHGRANT $ DETENTIONOPERATIONS GENERAL Department Total $ 42,818 $ 48,804,659 3,049,876 51,897,353 $ 10,773 $ 10,773 $ 53,591 $ 48,752,487 3,039,593 51,845,671 $ 50,000 52,224,224 3,071,763 55,345,987 CONTRACT COUNSEL: GENERAL $ Department Total $ 14,353,929 $ 14,353,929 $ 12,500,000 $ 12,500,000 $ 26,359,730 $ 26,359,730 $ 25,571,574 25,571,574 COUNTYATTORNEYCIVIL: GENERAL $ Department Total $ 4,013,122 $ 4,013,122 $ 3,726,455 $ 3,726,455 $ 7,006,901 $ 7,006,901 $ 3,610,224 3,610,224 COUNTYATTORNEY: CHECK ENFORCEMENT PROGRAM $ COUNTYATTORNEYFILL THE GAP COUNTYATTORNEYGRANTS COUNTYATTORNEYRICO CRIMJUSTICE ENHANCEMENT DIVERSION GENERAL VICTIMCOMP AND ASSISTANCE VICTIMCOMP RESTITUTIONINT Department Total $ 431,584 $ 1,964,388 7,792,090 3,500,000 2,709,746 2,108,810 56,599,487 100,000 40,000 75,246,105 $ $ 306,059 $ 1,402,622 7,605,851 3,368,473 2,153,906 1,437,015 56,080,994 7,420 10,440 72,372,780 $ 346,000 1,400,000 7,792,090 2,000,000 1,449,400 2,608,810 56,599,487 100,000 40,000 72,335,787 COUNTYMANAGER: DETENTIONOPERATIONS $ GENERAL NONDEPARTMENTAL GRANT Department Total $ 1,458,856 $ 2,434,692 9,158,935 13,052,483 $ 1,319,145 $ 2,350,221 12,262,199 15,931,565 $ 1,458,856 5,131,362 652,180 7,242,398 EDUCATIONSERVICES: EDUCATIONAL SUPPLEMENTAL PROG $ GENERAL SCHOOL COMMUNICATION SCHOOL GRANT SCHOOL TRANSPORTATION SMALL SCHOOL SERVICE Department Total $ 355,311 $ 2,035,900 102,240 962,062 792,887 104,204 4,352,604 $ 256,368 1,268,235 $ 766,310 $ 1,988,081 102,148 465,154 745,712 412,131 4,479,536 $ 1,492,670 2,298,381 102,240 2,238,480 600,000 157,204 6,888,975 Department Total $ 84,524 $ 8,212,297 8,296,821 $ 2,718,842 $ 4,700,000 7,418,842 $ 45,904 $ 11,999,999 12,045,903 $ 2,782,320 20,300,000 23,082,320 EMERGENCYMANAGEMENT: EMERGENCYMANAGEMENT $ GENERAL PALOVERDE Department Total $ 866,770 $ 173,881 389,065 1,429,716 $ 50,000 $ 50,000 $ 777,788 $ 169,851 362,225 1,309,864 $ 968,457 173,881 397,654 1,539,992 ENTERPRISE TECHNOLOGY: GENERAL $ TELECOMMUNICATIONS Department Total $ 7,614,262 $ 16,659,007 24,273,269 $ (307,053) $ 7,129,851 6,822,798 $ 6,908,271 $ 19,410,378 26,318,649 $ 7,181,486 19,435,207 26,616,693 ELECTIONS: ELECTIONS GRANT GENERAL $ 1116 431,279 431,279 $ $ 3,755,444 3,755,444 $ 585,901 $ 378,054 47,912 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Attachments Summary by Department of Expenditures/Expenses Fiscal Year 2011 DEPARTMENT/FUND ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2010 ENVIRONMENTAL SERVICES: ENVIRONMENTAL SERVICES GRANT $ ENVIRONMTL SVCS ENVHEALTH GENERAL Department Total $ 874,337 $ 18,762,962 3,420,072 23,057,371 $ EQUIPMENT SERVICES: EQUIPMENT SERVICES $ Department Total $ FINANCE: GENERAL $ Department Total $ FLOOD CONTROL DISTRICT: FLOOD CONTROL $ FLOOD CONTROL GRANTS FLOOD CONTROL CAPITAL PROJECTS Department Total $ EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2010 ACTUAL EXPENDITURES/ EXPENSES * 2010 $ BUDGETED EXPENDITURES/ EXPENSES 2011 $ 626,126 $ 17,192,412 3,273,345 21,091,883 $ 740,661 20,113,714 3,878,840 24,733,215 12,817,232 $ 12,817,232 $ 2,700,000 $ 2,700,000 $ 12,813,418 $ 12,813,418 $ 13,634,342 13,634,342 3,282,573 $ 3,282,573 $ 80,930 $ 80,930 $ 3,303,469 $ 3,303,469 $ 3,248,204 3,248,204 $ 36,603,605 800,000 60,548,481 97,952,086 60,000,000 96,730,311 $ 800,000 $ 35,035,301 $ 700,000 57,173,300 92,908,601 $ $ Department Total $ 5,205,817 $ 5,205,817 $ $ $ 4,533,729 $ 4,533,729 $ 5,879,933 5,879,933 HEALTHCARE PROGRAMS: GENERAL $ PUBLIC HEALTHGRANTS Department Total $ 237,341,157 $ 5,926,709 243,267,866 $ 1,500,000 $ 1,689,247 3,189,247 $ 155,359,074 $ 5,434,447 160,793,521 $ 215,648,424 6,651,736 222,300,160 HUMANSERVICES: CDBGHOUSINGTRUST $ GENERAL HUMANSERVICES GRANTS Department Total $ 23,142,004 $ 2,313,610 38,139,132 63,594,746 $ $ 19,094,906 19,094,906 $ 12,881,912 $ 2,313,610 50,095,672 65,291,194 $ 16,933,099 2,063,610 48,888,613 67,885,322 1,553,494 $ 1,553,494 $ $ $ 1,538,535 $ 1,538,535 $ 1,572,354 1,572,354 14,488,923 $ 7,219,855 916,686 22,625,464 $ $ 610,000 1,020,000 130,000 1,760,000 $ 14,151,430 $ 6,373,738 1,020,000 891,230 22,436,398 $ 14,353,098 5,706,615 2,251,936 1,781,501 24,093,150 JUVENILE DEFENDER: GENERAL $ Department Total $ 4,164,849 $ 4,164,849 $ $ $ 4,155,025 $ 4,155,025 $ 4,275,150 4,275,150 JUVENILE PROBATION: DETENTIONOPERATIONS $ GENERAL JUVENILE PROBATIONDIVERSION JUVENILE PROBATIONGRANTS JUVENILE PROBATIONSPECIAL FEE JUVENILE RESTITUTION Department Total $ 33,651,118 $ 16,449,965 386,633 5,042,523 4,204,187 25,000 59,759,426 $ $ 30,143,038 $ 14,428,793 340,791 4,608,019 4,188,729 24,883 53,734,253 $ 33,206,895 16,124,198 386,633 5,296,477 4,204,187 25,000 59,243,390 GENERAL COUNSEL: GENERAL INTERNAL AUDIT: GENERAL $ Department Total $ JUSTICE COURTS: GENERAL $ JUSTICE COURTS SPECIAL REVENUE JUST COURTS PHOTO ENFORCEMENT JUSTICE CT JUDICIAL ENHANCEMNT Department Total $ 36,730,311 $ 800,000 1117 (750,000) 423,499 146,000 (180,501) $ Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Attachments Summary by Department of Expenditures/Expenses Fiscal Year 2011 DEPARTMENT/FUND ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2010 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2010 ACTUAL EXPENDITURES/ EXPENSES * 2010 LEGAL ADVOCATE: GENERAL $ PUBLIC DEFENDER TRAINING Department Total $ 8,770,615 $ 12,500 8,783,115 $ $ LEGAL DEFENDER: GENERAL $ LEGAL DEFENDER FILL THE GAP PUBLIC DEFENDER TRAINING Department Total $ 9,855,901 $ 59,000 75,794 9,990,695 $ $ 9,600,000 $ 500,000 $ 50,000 887,186 $ $ BUDGETED EXPENDITURES/ EXPENSES 2011 8,763,895 $ 9,500 8,773,395 $ 9,231,434 37,398 9,268,832 9,677,281 $ 58,981 36,240 9,772,502 $ 10,483,641 59,000 101,168 10,643,809 5,284,464 $ 6,040,000 19,313,257 2,735,160 28,088,417 LIBRARYDISTRICT: LIBRARYDIST CAP IMPROVEMENT $ LIBRARYDISTRICT GRANTS LIBRARYDISTRICT LIBRARYINTERGOVERNMENTAL Department Total $ 18,472,561 3,451,965 31,524,526 $ 1,437,186 $ 18,028,530 3,193,035 26,506,029 $ MANAGEMENT AND BUDGET: GENERAL $ Department Total $ 3,186,167 $ 3,186,167 $ $ $ 2,897,894 $ 2,897,894 $ 3,311,167 3,311,167 MATERIALS MANAGEMENT: GENERAL $ REPROGRAPHICS Department Total $ 1,884,254 $ 973,481 2,857,735 $ 242,000 $ 32,372 274,372 $ 1,901,311 $ 816,704 2,718,015 $ 2,021,461 739,379 2,760,840 MEDICAL EXAMINER: GENERAL $ MEDICAL EXAMINER GRANT Department Total $ 6,659,432 $ 218,615 6,878,047 $ 25,000 $ 6,500,109 $ 218,615 6,718,724 $ 6,757,790 53,648 6,811,438 11,297,930 $ 7,411,180 $ 11,297,930 $ 7,411,180 970,000 6,961,328 48,629,253 9,762,550 7,409,780 69,929,821 31,145,869 NONDEPARTMENTAL: COUNTYIMPROVEMENT DEBT $ COUNTYIMPROVEMENT DEBT 2 DETENTIONCAPITAL PROJECTS DETENTIONOPERATIONS FINANCINGSERIES 2007 FINANCINGSERIES 2008 GENERAL GENERAL FUND CTYIMPROV INTERGOVERNMENTAL CAP PROJ NONDEPARTMENTAL GRANT TECHNOLOGYCAP IMPROVEMENT DETENTIONTECHCAP IMPROVEMENT WASTE MANAGEMENT Department Total $ PARKS AND RECREATION: GENERAL $ LAKE PLEASANT RECREATIONSVCS PARKS AND RECREATIONGRANTS PARKS DONATIONS PARKS ENHANCEMENT FUND PARKS SOUVENIR SPUR CROSS RANCHCONSERVATION Department Total $ 25,000 $ 80,582,810 47,900,000 66,088,797 277,648,299 6,722,910 857,075 27,055,010 8,152,800 (4,334,422) 1,002,557 (66,088,797) (22,375,181) 68,547,985 (221,371) (5,999,025) 504,483 526,068,494 $ (21,315,454) $ 694,615 $ 2,111,010 4,820 148,000 4,765,026 98,467 590,000 8,411,938 $ 1118 115,826,715 3,995,167 345,962 $ 86,200 101,389 (80,000) 70,000 177,589 $ 124,375 195,561,910 $ 223,162,822 196,836,794 232,683 24,026,158 56,134,813 5,718,000 474,133 624,833,423 692,572 $ 1,743,575 73,200 92,798 4,164,676 137,988 283,338 7,188,147 $ 693,436 2,357,278 4,820 249,389 4,232,044 137,140 340,000 8,014,107 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2011 DEPARTMENT/FUND ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2010 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2010 ACTUAL EXPENDITURES/ EXPENSES * 2010 BUDGETED EXPENDITURES/ EXPENSES 2011 PLANNINGAND DEVELOPMENT: DEL WEBB $ PLANNINGAND DEVELOPMENT FEES Department Total $ 353 $ 7,214,250 7,214,603 $ $ 598,294 598,294 $ 222 $ 7,175,221 7,175,443 $ 9 7,834,399 7,834,408 PUBLIC DEFENDER: GENERAL $ PUBLIC DEFENDER FILL THE GAP PUBLIC DEFENDER GRANTS PUBLIC DEFENDER TRAINING Department Total $ 34,713,248 $ 1,630,600 342,187 571,480 37,257,515 $ $ 109,508 $ 33,719,065 $ 996,617 429,509 359,486 35,504,677 $ 34,439,124 1,483,701 445,651 438,134 36,806,610 PUBLIC FIDUCIARY: GENERAL 109,508 $ Department Total $ 2,477,439 $ 2,477,439 $ $ $ 2,332,304 $ 2,332,304 $ 2,459,102 2,459,102 PUBLIC HEALTH: GENERAL $ PUBLIC HEALTHFEES PUBLIC HEALTHGRANTS Department Total $ 10,742,840 $ 6,528,587 28,252,365 45,523,792 $ $ 65,000 21,572,510 21,637,510 $ 9,652,671 $ 4,051,011 36,959,615 50,663,297 $ 10,752,840 4,965,928 37,236,649 52,955,417 PUBLIC WORKS: DETENTIONOPERATIONS $ GENERAL PUBLIC WORKS FLOOD CONTROL SOLID WASTE GRANTS SOLID WASTE MANAGEMENT TRANSPORTATIONCAPITAL PROJECT TRANSPORTATIONGRANTS TRANSPORTATIONOPERATIONS WASTE TIRE Department Total $ 27,086,421 $ 41,148,605 34,411,979 190,000 7,392,935 85,728,037 755,000 58,839,278 5,113,672 260,665,927 $ 202,500 $ 1,327,158 24,337,695 $ 43,757,887 32,668,525 77,518 2,417,638 68,536,267 464,000 55,834,119 4,411,397 232,505,046 $ 28,057,549 45,575,611 34,090,553 7,643,050 98,872,518 573,971 59,526,254 4,752,193 279,091,699 RECORDER: GENERAL $ RECORDERS SURCHARGE Department Total $ 2,095,117 $ 3,863,298 5,958,415 $ $ $ 1,916,531 $ 3,494,833 5,411,364 $ 2,095,117 4,548,813 6,643,930 RESEARCHAND REPORTING: GENERAL $ Department Total $ 391,970 $ 391,970 $ $ $ 376,077 $ 376,077 $ 322,241 322,241 $ Department Total $ 40,007,891 $ 40,007,891 $ $ $ 39,561,712 $ 39,561,712 $ 36,936,906 36,936,906 SHERIFF: DETENTIONOPERATIONS $ GENERAL INMATE HEALTHSERVICES INMATE SERVICES SHERIFF DONATIONS SHERIFF GRANTS SHERIFF JAIL ENHANCEMENT SHERIFF RICO Department Total $ 183,677,997 $ 62,324,473 149,715 15,848,905 84,640 5,385,676 2,205,000 1,155,000 270,831,406 $ (4,000) $ 82,830 177,583,149 $ 60,921,067 182,632,904 61,380,923 97,215 10,799,768 26,300 4,824,306 RISK MANAGEMENT: RISK MANAGEMENT 1119 27,290 1,556,948 $ 2,086,929 1,500,000 3,665,759 $ 14,382,867 19,724 7,227,841 1,119,718 2,614,389 263,868,755 $ 259,761,416 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Attachments Summary by Department of Expenditures/Expenses Fiscal Year 2011 DEPARTMENT/FUND STADIUMDISTRICT: BALLPARK OPERATIONS $ CACTUS LEAGUE OPERATIONS LONGTERMPROJECT RESERVE STADIUMDIST DEBT SERIES 2002 Department Total $ SPECIAL LITIGATION: GENERAL ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2010 1,838,127 $ 482,143 1,803,000 6,432,094 10,555,364 $ EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2010 ACTUAL EXPENDITURES/ EXPENSES * 2010 2,264,960 $ BUDGETED EXPENDITURES/ EXPENSES 2011 464,960 $ 1,747,316 $ 96,356 2,500 6,426,344 8,272,516 $ 3,754,472 99,143 3,000 6,611,335 10,467,950 (1,800,000) $ Department Total $ 2,135,828 $ 2,135,828 $ $ $ 1,671,613 $ 1,671,613 $ 1,995,953 1,995,953 SUPERIOR COURT: CHILDRENS ISSUES EDUCATION $ CONCILIATIONCOURT FEES DOMREL MEDIATIONEDUCATION EXPEDITED CHILD SUPPORT GENERAL JUDICIAL ENHANCEMENT LAWLIBRARY PROBATE FEES SPOUSAL MAINT ENF ENHANCEMENT SUPERIOR COURT FILL THE GAP SUPERIOR COURT GRANTS SUPERIOR COURT SPECIAL REVENUE Department Total $ 115,007 $ 1,695,930 190,682 445,580 62,531,673 433,277 940,000 389,531 115,921 2,010,454 2,013,724 6,484,817 77,366,596 $ $ 115,007 $ 1,695,930 190,682 445,580 60,475,763 275,728 942,971 389,531 115,921 1,800,948 1,489,527 6,696,295 74,633,883 $ 115,007 1,390,000 190,682 920,479 71,111,106 570,600 1,425,000 564,531 115,921 2,329,600 2,145,648 7,036,000 87,914,574 TREASURER: GENERAL $ TAXPAYER INFORMATION Department Total $ 2,618,874 $ 304,341 2,923,215 $ 702,892 $ 702,892 $ 3,159,958 $ 101,432 3,261,390 $ 3,865,769 304,341 4,170,110 WORKFORCE MGT AND DEVELOPMENT: 40 PERCENT STD $ 50 PERCENT STD 60 PERCENT STD 70 PERCENT STD BEHAVIORAL HEALTH BENEFIT ADMINISTRATION CHOICE FUND H.S.A. CIGNAFOR SENIORS CMGHIGHOPTION CMGLOWOPTION COINSURANCE CONSUMER CHOICE 541,457 $ 722,524 576,713 1,749,290 4,856,970 2,149,683 792,524 473,220 37,373,246 1,166,616 13,713,239 2,374,116 (29,162) $ 20,456 1,741 (2,176) (779,548) 1,200,000 805,728 121,840 31,878 (118,135) (860,512) (110,529) 115,484 $ 197,135 249,150 1,576,150 2,326,008 2,676,483 1,216,079 505,782 38,527,309 866,575 11,752,689 1,896,834 202,539 439,219 510,935 2,246,085 4,491,552 2,019,342 5,480,061 559,200 39,294,529 1,204,451 13,041,846 1,994,911 1120 1,539,412 343,500 194,045 488,200 2,565,157 $ Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Attachments Summary by Department of Expenditures/Expenses Fiscal Year 2011 DEPARTMENT/FUND CONTRACT ADMINISTRATION DEPENDENT LIFE EMPLOYEE ASSISTANCE FI DENTAL PPO FI LIFE AND AD AND D FI PREPAID DENTAL FLEXSPENDINGDEP CARE GENERAL FLEXSPENDINGHEALTH MED INCENTIVE AND PENALTIES OAP HIGHOPTION OAP IN OAP LOWOPTION SI DENTAL STAND ALONE VISION SUPPLEMENTAL LIFE VISION VOLUNTARYBENEFITS WELLNESS Department Total $ ELIMINATIONS ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2010 462,416 399,282 198,058 5,560,052 1,043,794 517,592 791,577 3,049,142 2,019,833 1,000,000 31,459,236 21,753,998 1,756,417 3,328,534 40,744 3,766,274 1,323,793 256,284 1,092,840 146,309,464 $ EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2010 ACTUAL EXPENDITURES/ EXPENSES * 2010 BUDGETED EXPENDITURES/ EXPENSES 2011 287,611 463,624 187,167 5,465,496 904,448 451,532 869,958 2,947,135 2,493,208 $ 3,527,107 1,402,717 285,115 777,205 134,849,787 $ 287,611 506,927 196,253 5,502,303 1,130,769 409,832 715,536 2,923,840 2,261,183 3,357,648 29,035,684 18,246,010 2,119,315 3,510,313 75,644 3,880,123 1,351,050 306,930 810,960 148,112,601 82,144 191,559 21,762 494 (60,721) (27,370) 689,352 (1,000,000) 399,770 (1,563,366) 118,304 118,403 35,651 645,171 184,029 36,477 (153,240) 28,658,191 19,461,142 1,602,972 3,159,481 $ Department Total $ (185,938,322) $ (185,938,322) $ (4,700,000) $ (4,700,000) $ (181,018,409) $ (181,018,409) $ (193,790,887) (193,790,887) Total all Departments $ 2,234,161,001 $ 73,784,807 $ 1,772,678,891 $ 2,362,231,276 * Includes actual expenditures/expenses recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated expenditures/expenses for the remainder of the fiscal year. 1121 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Attachments 1122 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Glossary Glossary Activity: A set of services with a common purpose that produces Outputs and Results for customers. Adopted: A The Adopted budget (plan) scenario is the budget as formally adopted by Board of Supervisors for each Fiscal Year (July 1st through June 30th). AHCCCS: Arizona Health Care Cost Containment System. AHCCCS is Arizona’s Medicaid program. ALTCS: Arizona Long Term Care System. The Arizona Long Term Care System (ALTCS) offers an array of services including: acute medical, nursing facility, behavioral health, in-home, assisted living facility and case management services to residents of Arizona in need of ongoing services at a nursing facility level of care. Balanced Budget: An annual budget in which expenditures or uses do not exceed available resources. Current year spending as well as future spending obligations must be taken into account. 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 phone line administration, 506 and 372 exchange, voice mail, transmission systems, etc. Base Level Request: An initial fiscal year’s budget amount, with adjustments for program changes, grants, and departmental realignments, which are approved by the Maricopa County 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 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 who receive or use the services or products of a department or program. This is accomplished by structuring the accounting and budgeting systems according to the structure of departments' strategic plans. Capital Projects Budget: The first year of the Capital Improvement Program (CIP). Capital Improvement Program (CIP) Project: A capital project that has been approved as part of the Capital Improvement Program. Capital Project: A major, non-recurring project that includes one or more of the following: 1. Any acquisition of, or improvement of, land for a public purpose. 2. Any construction of a new facility (e.g., a public building, parking lot, road, or bridge etc.), or an addition to, or extension of, such a facility. 3. A nonrecurring rehabilitation that increases the service potential of the building (i.e., something which is infrequent and would not be considered annual or other recurrent maintenance) or major repair of all or a part of a building, its grounds, or a facility. 4. Any planning, feasibility, engineering, or design study related to an individual capital improvement project or to a program that is implemented through individual capital improvement projects. 1123 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Glossary Capital Outlay: An expenditure from a department 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). Capital Projects Fund: A fund established to account for the proceeds of bond issues and other financial resources for the acquisition, construction or reconstruction of major capital facilities. Carryover Funding: An amount budgeted for FY 2008-09 to pay for a capital expenditure budgeted for FY 2007-07 for which an obligation has been incurred that cannot be paid by June 30, 2008. Note: Carryover items should be identified in the base budget submission. Central Services Cost Allocation Plan: An allocation of General Fund Central Service department’s 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. COPs (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. Debt Service Fund: A fund used to account for the accumulation of resources for and payment of general long-term debt principal and interest such as that associated with general obligation, special assessment, and stadium district bonds. Demand Measure: The number of total units of Service requested/required/demanded by the customer; expressed as a number. Examples include, number of residents requesting job training or number of building inspection applications received. Department: An organizational 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 combinations of the various funds are consolidated at the department level. Discretionary Internal Service Charge: A charge for a 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, and telecom work orders. Econometrics: A forecasting method that captures the behavioral relationships of many variables (called explanatory variables) on the variable being 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 and/or economy of the community. Efficiency Measure: A performance measure that measures the average activity expenditure per output or result expressed in dollars. Examples include cost per participant served (output efficiency) or cost per building inspection completed within seventy-two hours (result efficiency). Eliminations: Eliminations are included in the budget to offset amounts budgeted as expenditures in one fund that are associated with offsetting revenues and expenditures in another fund. For example, interdepartmental charges are made to various County departments from the Reprographics (print shop) fund. Departments pay the print shop for services, and these costs are included in departments’ budgeted expenditures, supported by revenues from sources external to the County. The print shop, in turn, budgets these payments as revenue, along with expenditures related to the cost of providing printing services. 1124 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Glossary 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 two to five years. Issue statements summarize the trends, their magnitude, and the impact on the customers. The environmental assessment is based on data-based information and reasoned professional judgment that describes changes anticipated both from inside and outside the department. 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 result, output, demand, and efficiency. Financial Accounting Standards Board (FASB): Financial Accounting Standards Board. This private, non-profit organization is responsible for determining uniform standards for treatment of accounting items, referred to commonly as the Generally Accepted Accounting Principles (GAAP). Forecast: The Forecast scenario is an estimate of actual revenues, expenditures and performance through the end of the current fiscal year, which may be different from the Revised budget (plan). The Forecast scenario includes actual revenues, expenditures, and performance for the current fiscal year to date, plus a projection for the remainder of the Fiscal Year. Full Time Equivalent (FTE): A value equivalent to the number of employees paid full time (forty hours per week, or from 2,080 to 2,096 hours per year, depending on the calendar). A half-time position that is paid 20 hours per week equates to 0.5 FTE; four half-time positions, each paid for 20 hours per week, equals 2.0 FTE, and so on. A single position may have an FTE value greater than zero, but not greater than 1.0. A group of positions has an aggregate FTE value based on the FTE values of the specific positions within the group. Fund: A fund is used to account for revenues and expenditures with a specified purpose. Fund Transfers: Transferring monies between funds is a tool for maintaining a structurally balanced budget. Fund Balance: “Fund Balance” is the difference between fund assets and liabilities. Fund Balance is classified as follows: Non-Spendable fund balance is not in spendable form, because it cannot be spent (for example, supplies inventories, the long-term portion of loans receivable and nonfinancial assets held for resale. This category also includes balances that are legally or contractually required to be maintained intact, such as the principal of an endowment or revolving loan fund. Restricted fund balances are amounts subject to externally enforceable legal restrictions, such as those imposed by creditors, grantors, contributors, or laws or regulations of other governments. Restrictions may be imposed by law or through constitutional provisions or enabling legislation. Committed fund balances are amounts whose use is constrained by limitations government imposes upon itself. Commitments must be adopted at the government’s highest level of decision making (for Maricopa County, the Board of Supervisors). Such commitments are binding unless they are removed in the same manner as they were adopted. Assigned fund balances are intended uses of resources established by the governing body itself, or by a body or an official delegated by the governing body. Maricopa County does not assign fund balances at the present time. Unassigned fund balances are the remainder of total fund balance less non-spendable, restricted, committed, or assigned components. Only the General Fund can have a positive Unassigned balance. Deficit balances are possible in any governmental fund. Furlough: Mandatory unpaid leave imposed on employees by a department facing a severe financial crisis. 1125 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Glossary Generally Accepted Accounting Principles (GAAP): Uniform minimum standards for financial accounting and recording, encompassing the conventions, rules, and procedures that define 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, that serves as the County’s primary operating fund. General Obligation (GO) Bond: General Obligation Bonds must be approved by a majority of Maricopa County residents that are sold to raise funding for capital expenditures. Funding for repayment would be provided by the County’s secondary debt service property tax levy. Governmental Accounting Standards Board (GASB): An independent not-for-profit organization formed in 1984 that is responsible for issuing accounting standards for state and local governments. 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. Inputs are typically stated in terms of dollars or hours, but are sometimes stated in terms of people or material resources. Internal Charge: A cost billed to one County department by another County department for base level or discretionary services provided. Internal Service Fund (ISF): A proprietary fund that may be used to report any activity that provides goods or services to other departments on a cost-reimbursement basis. Issue Statement: A summary statement of an issue and trend that will have a major impact on the department’s customers over the subsequent two to five years. Issue statements include what that impact will be to the customers. They are the products of the environmental assessment phase in strategic planning. Key Result Measure: Key Result Measures for each Program comprise at least one Result Measure from each of the Activities within the Program so that a set of result measures is created that relates to the results portion of the Program Purpose Statement. Major Maintenance: The periodic need to repair and rework building and infrastructure systems or components to maintain the original condition of the asset. This repair work does not usually make the building more useful or add to the estimated useful life of the building as a structure. Maintenance costs are normal costs that allow a capital asset to be used in a normal manner over its originally expected economic life. Examples of major maintenance include, but are not limited to: re-roofing, disassembling and rebuilding air-conditioning systems and water chillers, replacement of worn-out heating systems, and other major components. Mandate: A program that meets constitutional, statutory or court-ordered requirements from either Federal or State entities. MFR (Managing for Results): Managing for Results is a comprehensive and integrated management system that focuses on achieving results for the customer. MFR provides a common framework under which strategic planning, budgeting, and performance measurement are aligned in a unified, cyclical process with five components that support the process: Planning for Results, Budgeting for Results, Delivering Services, Analyzing and Reporting Results, and Evaluating and Improving Results. Mission: A clear, concise statement of purpose for the entire County or department. The mission focuses on the broad, yet distinct, results the County or department will achieve for its customers. Object Code: Identifies the expenditure type (e.g., cash, accounts payable, real property taxes, salaries and wages). 1126 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Glossary Output Measure: A performance measure that measures the number of units produced or delivered to the customer. Examples include number of participants enrolled in job training courses or number of building inspections completed. Position Control Number (PCN): A number assigned to a position when OMB has verified that it has been budgeted appropriately and there is adequate funding to support the budget as a whole. 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, salary adjustments, and personnel allocations out/in. Personal Services Allocation – Out/In: An object code (795 or 796) used to record payroll expenditures that will be charged/credited to a department for work performed on a special assignment basis. The department providing the personal services will record the expenditure as a credit, and the receiving department will record the expenditure as a debit. Personnel Savings: A savings normally realized when positions are vacant or employees are paid at a lower rate than was budgeted. Position: A single specific instance of a job class, whether occupied or vacant, involving duties requiring the services of one person. A position may be full or part-time as reflected in the FTE value. Program: A set of activities that have a common purpose that produces results for customers. Programs are described in clear, results-oriented terms in a Program Purpose Statement; are aligned with the department’s Mission and Goals. Restatement: An adjustment in historical revenue or expenditure information to present it in the current format. An example would be to restate revenue and expenditure information following a reorganization. Result Measure: A performance measure that measures the impact or benefit that customers experience as a consequence of receiving a department’s services, stated as a percentage or rate. Examples include percentage of job trainees who had jobs for six months or longer, or percentage of building inspections completed within seventy-two hours. Results Initiative: 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. Revised: The Revised budget (plan) is the Adopted budget (plan) for a Fiscal Year plus any approved adjustments. Adjustments that include changes to appropriated budgets must be approved by the Board of Supervisors. Services: 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 actually receives rather than in terms of what the department does. They should also be countable. 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 two to five years, providing the basis for evaluating the department as a whole. 1127 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Glossary Strategic Business Plan: A strategic business 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 Maricopa County Board of Supervisors, and the public about how the department is organized to deliver results to its customers 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: 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. Trend: A documented recurrence of 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. Conversely, 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 years. 1128 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Acknowledgements Acknowledgements The Fiscal Year 2010-11 Maricopa County Annual Business Strategies was made possible with the help of many dedicated individuals. Most importantly, the Board of Supervisors and the County Manager 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 Manager, Assistant County Managers, 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 budget staff of the Office of Management and Budget whose members include: Tina Allen, Diana Alvarez, Lee Ann Bohn, Kimberly Bonham, Christopher Bradley, Lauren Cochran, Ciejay Davis, Mary Driessen, Jacqueline Edwards, Shannon Fitzgerald, Angie Flick, Cindy Goelz, Brian Hushek, Kirk Jaeger, Bradley Kendrex, Mark Mason, Daniel Miller, Jack Patton, Scott Rothe, Julia Smith, Wesley Smith, Dexter Thomas, Sandi Wilson, Ryan Wimmer, and Janet Woolum. 1129 Maricopa County Annual Business Strategies FY 2010-11 Adopted Budget Acknowledgements 1130